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
111
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. 87.3% $68,516,000 6.8% $5,303,000 0.7% $515,000
4.5%
$3,500,000
0.8%
$626,000
87.9%
$70,890,000
6.9%
$5,540,000
0.6%
$522,000
3.8%
$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%
$2,074,000
13.7%
$10,249,000
40.5%
$30,292,000
19.4%
$14,476,000
2.2%
$1,680,000
21.3%
$15,941,000
2.6%
$1,946,000
13.6%
$10,143,000
41.4%
$30,966,000
20.5%
$15,344,000
2.1%
$1,567,000
24.2%
$18,102,000
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
112
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 413,000 422,310 400,000 425,000 433,000
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 1,599,000 1,457,000
MANAGEMENT & SUPPORT SERVICES
20.020.200 Management Services 1,493,000 1,704,050 1,922,000 2,117,000 1,878,000
26.026.260 Emergency Services - 94,000 131,000 225,000 238,000
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 9,893,334 10,055,000 10,249,000 10,143,000 TOTAL 9,358,000 23,632,644 28,723,000 17,141,000 16,913,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Administrative Analyst 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 1.00
Chief Information Officer/Information Technology Director 1.00 1.00 1.00 City Clerk 1.00 1.00 1.00
City Manager 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Human Resources Director 1.00 1.00 1.00
Human Resources Technician 2.00 2.00 2.00
Information Technology Analyst 2.00 2.00 2.00
Information Technology Technician I/II 2.00 2.00 2.00
Senior Management Analyst 1.00 1.00 1.00
Sr. Information Technology Analyst 1.00 1.00 1.00
Temporary Full-time Equivalent - 1.08 1.08
TOTAL 16.00 17.08 17.08
GENERAL GOVERNMENT/MANAGEMENT &
SUPPORT SERVICES SUMMARY
113
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, and includes scheduled debt payment for 2019 COP. 114
10.010.100 MAYOR-COUNCIL General Government
Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
5130 Council and Commissions 204,000 204,000 193,000 208,000 208,000 Subtotal 204,000 204,000 193,000 208,000 208,000
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 413,000 422,310 400,000 425,000 433,000
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.
The highlighted change reflects the 6% added increase to City Council compensation.
115
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 Operations 374,000 374,000 413,000 586,000 420,000 Capital Outlay
TOTAL 374,000 374,000 413,000 586,000 420,000
* Added Assistant City Manager (0.10 FTE)
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.
116
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.
117
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 - 1.08 1.08
TOTAL 4.40 5.48 5.48
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.
118
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. 119
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. 120
• 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 121
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.
122
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.
123
Activity & Workload Highlights
124
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
Administrative Analyst 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 - 0.66 0.66
TOTAL 3.95 4.61 4.61
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.
125
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. 126
• 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
127
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 2.00 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 9.00 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.
128
27.027.270 LIBRARY SUPPORT Library
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services * - 152,000 134,000 151,000 156,000 6800 Internal Service Charges 169,000 169,000 169,000 236,000 236,000 Subtotal 169,000 321,000 303,000 387,000 392,000
TOTAL 169,000 321,000 303,000 387,000 392,000
* Sunday hours reinstated in FY 2024.
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. 129
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.
130
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. 131
• 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 132
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
133
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
Lead Public Safety Dispatcher 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
Police Support Services Manager 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
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 91.75 91.75 91.75
POLICE SUMMARY
134
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. 135
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. 136
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 FY 2024 FY 2025 FY 2026
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. 137
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 FY 2024 FY 2025 FY 2026
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.
138
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 FY 2024 FY 2025 FY 2026
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. 139
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 FY 2024 FY 2025 FY 2026
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
Police Support Services Manager 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
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.
140
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.
141
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). 142
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
143
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 14,466,000 15,332,000
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 14,476,000 15,344,000
FIRE SUMMARY
144
40.040.400 FIRE, LIFE, and ENVIRONMENTAL PROTECTION Fire Department 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 13,756,000 14,621,000 6800 Internal Service Charges 71,000 71,000 71,000 710,000 711,000 Subtotal 12,767,000 12,949,000 13,191,000 14,466,000 15,332,000 TOTAL 12,767,000 12,949,000 13,191,000 14,466,000 15,332,000 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 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. 143
Fire service costs were aligned with the five-year projection provided by Alameda County Fire.
145
40.041.400 EMERGENCY MEDICAL SERVICES Fire Department
6200 Contractual Services 4,000 4,000 8,000 10,000 12,000 TOTAL 4,000 4,000 8,000 10,000 12,000
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. Includes the First Responder Advance Life Support Service (FRALS) contract for 911 ambulance services.
146
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.
147
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. 34.3% $2,884,000
63.9%
$5,361,000
1.8%
$151,000
33.3%
$3,137,000
65.0%
$6,128,000
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
15.9%
$1,457,000
0.3%
$25,000
9.2%
$846,000
7.9%
$722,000
25.1%
$2,306,000
41.5%
$3,814,000
$15,000
15.8%
$1,488,000
0.3%
$32,000
9.1%
$854,000
7.7%
$730,000
25.2%
$2,374,000
41.7%
$3,924,000
$19,000
Planning Community
Development
Admin.
Community
Preservation
General Plans
Programs
Building
Inspection
Engineering Public Works
Admin.
Budgeted Expenditures FY 2025 and FY 2026
2025 Expenditures 2026 Expenditures
148
Organizational Unit
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
COMMUNITY DEVELOPMENT
50.050.500 Community Development Administration - - - 25,000 32,000
50.052.520 Planning 1,214,000 1,297,564 1,060,000 1,457,000 1,488,000
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 2,283,000 3,050,000 3,104,000
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 2,306,000 2,374,000 Subtotal 5,177,000 5,430,511 5,524,000 6,135,000 6,317,000 TOTAL 7,568,000 7,919,578 7,807,000 9,185,000 9,421,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
Administrative Support Specialist II 0.60 0.60 0.60
Administrative Support Specialist II 1.00 1.00 1.00
Assistant Engineer - Civil 0.75 0.75 0.75
Assistant Planner - 1.00 1.00
Associate Civil Engineer 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00
Building Inspector I/II 3.00 3.00 3.00
Chief Building Official 1.00 1.00 1.00
City Engineer 0.60 0.60 0.60
Community Development Director 1.00 1.00 1.00
Community Preservation Manager 1.00 1.00 1.00
Community Preservation Specialist 2.00 2.00 2.00
Deputy Community Development Director 1.00 1.00 1.00
Engineering Technician I 0.40 0.40 0.40
Housing Policy Program Manager - 1.00 1.00
Junior Engineer 1.00 1.00 1.00
Management Analyst II 0.50 0.50 0.50
Permit Technician 1.00 1.00 1.00
Principal Civil Engineer 1.00 1.00 1.00
Public Works Director 0.60 0.60 0.60
Public Works Inspector 0.90 0.90 0.90
Senior Administrative Support Specialist 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00
Senior Civil Engineer 2.00 2.00 2.00
Senior Planner 1.00 1.00 1.00
Seasonal/Temporary Full-time Equivalent 1.25 1.25 1.25
TOTAL 25.60 27.60 27.60
DEVELOPMENT COST CENTER SUMMARY
149
50.050.500 COMMUNITY DEVELOPMENT ADMINISTRATION Community Development Account
Code Description 2024 Adopted
2024
Amended
2024
Estimated
2025
Budgeted 2026 Budgeted
6100 Materials and Supplies 0 0 0 15,000 19,000
6400 Membership, Travel, Training 0 0 0 10,000 13,000
Subtotal 0 0 0 25,000 32,000
TOTAL 0 0 0 25,000 32,000
Community Development Administration includes general supplies and training for the the Community Development Department.
Non-personnel expenditures were updated to reflect a more accurate baseline budget.
150
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 431,000 514,564 263,000 428,000 442,000 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 563,000 646,564 393,000 655,000 677,000
TOTAL 1,214,000 1,297,564 1,060,000 1,457,000 1,488,000 AUTHORIZED STAFFING FY 2024 FY 2025 FY 2026
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.
Non-personnel expenditures were updated to reflect a more accurate baseline budget.
151
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 FY 2024 FY 2025 FY 2026
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.
152
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 FY 2024 FY 2025 FY 2026
Assistant Planner 0.00 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 0.00 0.40 0.40
Senior Planner 0.50 0.50 0.50
TOTAL 1.80 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. 153
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. 154
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 FY 2024 FY 2025 FY 2026
Assistant Engineer - Civil 0.75 0.75 0.75
Associate Civil Engineer 1.00 2.00 2.00
City Engineer 0.60 0.60 0.60
Engineering Technician I 0.40 0.40 0.40
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 2.00 1.00 1.00
Seasonal/Temp. Full-time Equivalent 0.25 0.25 0.25
TOTAL 7.00 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.
155
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 1,436,000 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 1,483,000 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 2,306,000 2,374,000 AUTHORIZED POSITIONS FY 2024 FY 2025 FY 2026
Administrative Support Specialist II 1.00 1.00 1.00
Building Inspector I/II 3.00 3.00 3.00
Chief Building Official 1.00 1.00 1.00
Management Analyst II 0.15 0.15 0.15
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.
156
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
0.7%
$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
General
Recreation
Youth/ Adult
Sports
Activity & Family
Aquatic Center
Licensed Child
Care
Senior Activity Newark Resource
Center
Pass Through
Budgeted Expenditures FY 2025 and FY 2026
2025 Expenditures 2026 Expenditures
157
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 158
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
159
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 FY 2024 FY 2025 FY 2026
Administrative Assistant 0.50 0.75 0.75
Administrative Support Specialist II 2.00 2.00 2.00
Childcare Instructor 4.00 4.00 4.00
Lead Childcare Instructor 1.00 0.00 0.00
Recreation & Community Services Director 1.00 1.00 1.00 Recreation & Community Supervisor I 0.00 1.00 1.00
Recreation & Community Supervisor I 1.00 1.00 1.00
Recreation & Community Supervisor II 1.00 1.00 1.00
Recreation Coordinator 5.00 6.00 6.00
Seasonal/Temporary Full-time Equivalent 37.75 41.72 41.72 TOTAL 53.25 58.47 58.47
RECREATION & COMMUNITY COST CENTER SERVICES SUMMARY
160
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 FY 2024 FY 2025 FY 2026
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 & Community Supervisor I 0.00 1.00 1.00
Recreation & Community Supervisor I 0.20 0.20 0.20
Recreation & Community Supervisor II 0.10 0.10 0.10
Recreation Coordinator 0.30 0.30 0.30
Seasonal/Temp. Full-time Equivalent 5.48 8.75 8.75
TOTAL 7.38 11.65 11.65
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. 161
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 FY 2024 FY 2025 FY 2026
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 & Community Supervisor II 0.10 0.10 0.10
Recreation Coordinator 0.35 0.35 0.35
Recreation Coordinator 1.00 1.00 1.00
Seasonal/Temp. Full-time Equivalent 2.56 4.76 4.76
TOTAL 5.41 7.61 7.61
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. 162
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 FY 2024 FY 2025 FY 2026
Administrative Support Specialist II 0.60 0.60 0.60
Recreation & Community Services Director 0.20 0.20 0.20 Recreation & Community Supervisor II 0.80 0.80 0.80
Recreation Coordinator 0.35 0.35 0.35
Recreation Coordinator 1.00 1.00 1.00
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. 163
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 FY 2024 FY 2025 FY 2026
Administrative Support Specialist II 0.25 0.25 0.25
Childcare Instructor 4.00 4.00 4.00
Recreation & Community Services Director 0.20 0.20 0.20 Recreation & Community Supervisor I 0.10 0.10 0.10
Recreation Coordinator 1.00 1.00 1.00
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. 164
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 FY 2024 FY 2025 FY 2026
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 & Community Supervisor I 0.70 0.70 0.70
Recreation Coordinator 1.00 1.00 1.00
Seasonal/Temp. Full-time Equivalent 0.50 1.50 1.50
TOTAL 1.75 1.75 1.75
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.
165
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.
166
70.077.771 HUMAN SERVICES Recreation & Community Services Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
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.
167
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. 168
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
169
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.
170
• 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.
171
• 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
172
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 FY 2024 FY 2025 FY 2026
Assistant Engineer - Civil 0.25 0.25 0.25
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
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 0.40 0.40 0.40
Maintenance Supervisor 1.50 1.50 1.50
Management Analyst I 0.50 0.50 0.50
Management Analyst II 0.50 0.50 0.50
Public Works Director 0.20 0.20 0.20
Public Works Inspector 0.10 0.10 0.10
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 1.00 1.00 1.00
TOTAL 18.45 19.45 19.45
MAINTENANCE COST CENTER SUMMARY
173
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 FY 2024 FY 2025 FY 2026
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. 174
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 FY 2024 FY 2025 FY 2026
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
Management Analyst I 0.10 0.10 0.10
Public Works Director 0.10 0.10 0.10
Public Works Inspector 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 2.90 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. 175
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 FY 2024 FY 2025 FY 2026
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.
176
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 FY 2024 FY 2025 FY 2026
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. 177
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 FY 2024 FY 2025 FY 2026
Maintenance Superintendent 0.20 0.20 0.20
Maintenance Supervisor 0.25 0.25 0.25
Management Analyst I 0.20 0.20 0.20
Public Works Director 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
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.
178
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 FY 2024 FY 2025 FY 2026
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
Maintenance Supervisor 0.90 0.90 0.90
Management Analyst I - 0.20 0.20
Management Analyst II 0.25 0.25 0.25
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 12.35 13.05 13.05
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. 179
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. 180
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.
181
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 FY 2024 FY 2025 FY 2026
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
Management Analyst I - 0.50 0.50
Public Works Director 0.20 0.20 0.20
Senior Building Mechanic 1.00 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00
TOTAL 8.50 9.00 9.00
INTERNAL SERVICE FUNDS SUMMARY
182
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. 183
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 FY 2024 FY 2025 FY 2026
Equipment Mechanic I/II 2.00 2.00 2.00
Maintenance Superintendent 0.30 0.30 0.30
Maintenance Supervisor 0.50 0.50 0.50
Management Analyst I - 0.20 0.20
Public Works Director 0.10 0.10 0.10
Senior Equipment Mechanic 1.00 1.00 1.00
TOTAL 3.90 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. 184
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. 185
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 FY 2024 FY 2025 FY 2026
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. 186
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 FY 2024 FY 2025 FY 2026
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.
187
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 FY 2024 FY 2025 FY 2026
Building Maintenance Mechanic I - 1.00 1.00
Building Maintenance Mechanic II 0.65 0.65 0.65
Facilities Supervisor 0.80 0.80 0.80
Maintenance Superintendent 0.30 0.30 0.30
Management Analyst I 0.00 0.30 0.30
Public Works Director 0.10 0.10 0.10
Senior Building Mechanic 0.70 0.70 0.70
TOTAL 2.55 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. 188
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 FY 2024 FY 2025 FY 2026
Building Mechanic II 0.35 0.35 0.35
Facilities Supervisor 0.20 0.20 0.20
Senior Building Mechanic 0.30 0.30 0.30
TOTAL 0.85 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.
189
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 190
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. 191
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
10.7%
$1,292,000
67.8%
$8,187,251
14.3%
$1,724,000
4.9%
$593,000
0.8%
$100,000
0.3%
$32,000
2.1%
$163,000
17.2%
$1,320,000
48.9%
$3,761,000
22.4%
$1,724,000
7.7%
$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
46.77%
$6,150,000
51.50%
$6,772,000
0.00%
$0
1.72%
$226,251
2.08%
$273,000
85.79%
$4,950,000
12.88%
$743,000
0.00%
$0
1.33%
$77,000
4.87%
$281,000
Street Construction Capital
Improvement
Transfer Out - General
Fund
Housing
Community
Development
Park construction
Budgeted Expenditures FY2025 and FY2026
2025 Expenditures 2026 Expenditures
192
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 143,000 664,946 247,000 226,251 77,000
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 6,772,000 743,000 TOTAL 4,533,000 43,147,065 16,007,000 13,421,251 6,051,000
CAPITAL FUNDS SUMMARY
193
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. 194
90.092.920 HOUSING DEVELOPMENT Community Development
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services 143,000 664,946 247,000 226,251 77,000 Subtotal 143,000 664,946 247,000 226,251 77,000
Total 143,000 664,946 247,000 226,251 77,000
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.
195
90.093.930 PARK CONSTRUCTION Public Works
Account
Code Description
2024
Adopted 2024 Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6200 Contractual Services - 1,986,875 266,000 273,000 281,000 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. 196
90.094.940 CAPITAL IMPROVEMENTS Public Works
Account
Code Description
2024
Adopted
2024
Amended
2024
Estimated
2025
Budgeted
2026
Budgeted
6100 Materials and Supplies - - 227,000 176,000 9,000
6200 Contractual Services - 20,065,450 3,792,000 6,596,000 734,000 Subtotal - 20,065,450 4,019,000 6,772,000 743,000
Total Capital Outlay - 20,065,450 4,019,000 6,772,000 743,000 TOTAL - 20,065,450 4,019,000 6,772,000 743,000
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. 197
198
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.
199
200
CAPITAL IMPROVEMENT PLAN
OVERVIEW
The City of Newark’s two-year budget is
comprised of the Biennial Budget, the
Capital Improvement Plan (CIP), and the
Five-Year Forecast. In preparing the CIP,
the Five-Year Forecast provides significant
guidance by establishing priorities for the
City, identifying special needs, and
establishing the future direction of the City.
The purpose of the Biennial Capital
Improvement Plan is to identify and
prioritize capital improvement projects for
funding. Capital improvement projects
include street and park construction and
rehabilitation projects, construction and/or
repairs to City facilities, acquisitions of new
equipment that are not part of a
department’s operating budget, feasibility
studies to identify and quantify future
projects, and major equipment purchases.
By their nature, capital improvement
projects generally tend to be special, onetime “events” designed to address a significant community need. Major capital
projects can often take several years to
complete, with both funding and
construction planned in several specific
phases.
Some CIP projects result in additional
operating and maintenance costs after
completion of the project, while others may
result in reduced maintenance costs. For
example, a street improvement project can
reduce future street maintenance costs for a
period of time after completion of the
project. On the other hand, construction of
a new recreational facility will likely result
in additional maintenance and operating
costs; however, some of those costs may be
offset by new revenues from the facility.
All these factors must be carefully
considered when prioritizing projects for
funding.
CIP PROJECTS
Generally, all projects which involve
expenditures of $10,000 or more, are
included in the CIP. There are some special
types of projects or purchases costing more
than $10,000 that are not included in the
CIP. Such projects include equipment
normally replaced through the Equipment
Replacement fund, such as the routine
vehicle replacement program, and leasing
of property or vehicles.
THE CIP PROCESS
As part of the 2024-2026 Biennial Budget
and Capital Improvement Plan preparation,
the Public Works Department coordinates
the development of the CIP budget
component. The process of developing the
CIP begins with the preparation of a list of
potential projects. These projects are
generally submitted by the City Council
and staff in response to a call for projects
request. In some instances, residents have
also made requests for desired projects.
After an initial review by the Executive
Team, detailed descriptions and cost
estimates are prepared for each project
chosen for further consideration. Possible
funding sources are also identified. This
information is then synthesized into an
initial comprehensive listing of all projects –
new proposed projects, previously
approved and funded projects, and
unfunded projects. After this information
has been quantified, all projects are
reviewed and prioritized by staff and then
provided as recommendations to the City
Council.
201
PROJECT SELECTION PROCESS
Projects selected for funding and
budget preparation
Review and project selection
by City Council
Project recommendations
by Executive Team
Designate overall project Priority Level
based on established criteria
Review of staffing constraints and
maintenance impacts
Evaluation of Critical Issues Evaluation of Funding
Sources
Proposed Project List refinement
and cost estimate preparation
Projects solicited from
City Council and staff
202
Several major factors were considered while
selecting projects for the 2024-2025 and
2025-2026 budget years: (1) evaluation of
Critical Issues; (2) available funding sources
and the need for maintaining sufficient unallocated reserves; (3) staffing constraints and maintenance impacts; (4) project priority level criteria; and (5) immediacy of project need.
(1) Evaluation of Critical Issues previously
identified by the Executive Team
Critical Issues are used to help guide the
selection of projects - Public Safety Services,
Education, Quality of Life, Community
Development and City Government
Operations. These Critical Issues are
summarized below:
(2) Available funding sources and the need
for maintaining sufficient unallocated
reserves
All potential projects were evaluated based
on the availability of funding sources. Gas
tax revenues are the primary source of
funds for street maintenance and
improvement projects. The major source for
most other capital projects is the Capital
Improvement Fund. Development Impact
Fees, which are assessed to new private
developments, are a component of Capital
Funds but can only be used on specific
projects where a nexus is established
between development and the individual
project. The majority of the funds for
capital projects are derived from
unallocated General Funds. These are
discretionary funds that may be used on
any project. A complete list of funding
sources is provided on the following pages
and a revenue estimate summary is
provided on page 212.
(3) Staffing constraints and maintenance
impacts
Regardless of funding availability, there is a
limit to the number of projects which can be
designed and/or constructed in a single
year due to staffing constraints. Projects
also must be evaluated based on the
resulting long-term maintenance needs
following completion. A project should not
be built (or equipment purchased) if there
are inadequate resources for operations and
maintenance.
(4) Priority Level Criteria
Three priority levels are defined to assist
with project prioritization and include Level
One, Level Two, and Level Three.
Priority Level One projects are of the
highest priority and are considered
mandatory. Level One projects are those
being driven by a legal or regulatory
requirement, are needed to meet a safety
obligation or minimize a liability risk, or
serve to preserve the City’s existing assets
and infrastructure.
Critical Issues
Public Safety Services - Provide a level
of public safety services that will protect
our community members, property, and
community assets.
Education - Support, encourage, and
offer opportunities and programs that
facilitate quality community education.
Quality of Life - Provide programs,
services, and facilities that make Newark
a desirable and healthy place to live.
Community Development - Make
development decisions that maintain a
vibrant, balanced, quality community.
City Government Operations - Operate
a City government that enables the
organization to meet service demands of
the community.
203
Priority Level Two projects are considered
necessary projects, but do not satisfy Level
One criteria. A project could be ranked at
Level Two if there is a consensus by the
City Council that it should be funded.
Other Level Two criteria includes: projects
that demand local funding in order to
obtain an outside funding source; projects
that provide a needed service level increase;
projects for completion of a feasibility study
or master plan that would assist with
defining and prioritizing one or more
projects or other community needs; and
projects that are needed to complete a final
phase of a multi-phased project.
Priority Level Three projects are those that
are considered desirable, but do not fully
satisfy Level One or Level Two criteria at
the time of evaluation.
(5) Immediacy of Project Needs
In addition to these primary Priority Levels,
projects were also evaluated based on the
extent of the immediate need to help
finalize recommendations for funding. For
example, there could be projects that are
needed to preserve an existing asset and are
listed as Priority Level One, but the need
may be three to five years into the future
rather than immediate.
PLANNING COMMISSION REVIEW
State law requires that the Planning
Commission review the CIP projects for
conformance with the General Plan. This
review is completed prior to formal City
Council adoption of the CIP.
MULTI-YEAR PROJECT FUNDING
Unlike some communities, Newark does
not normally budget funds over multiple
years toward the future construction of
specific projects. Instead, unbudgeted
Capital Funds are held in reserve and
applied toward a project upon
accumulation of sufficient funds to
complete a project or phase. Still, there are
projects which are phased over a number of
years to accommodate design and
construction requirements and other
factors.
FINANCING SOURCES AND
ALTERNATIVES
Capital funds, Gas Tax funds, and Park
Impact funds all represent “pay-as-you-go”
financing. Generally, this type of financing
is used to minimize interest and financing
costs. However, for some projects, longterm financing is either necessary or preferred.
204
SUMMARY OF FINANCING SOURCES
ACCUMULATED
FEES
Accumulated Fees can only be used for the specific purpose provided for in the Fee Schedule.
CAPITAL FUNDS
Capital funds can be used to fund any capital project. However, since Capital funds are derived from the General Fund, their use is discouraged if other fund sources are available.
DEVELOPMENT
IMPACT FEES
Development Impact Fees can only be used for specific capital projects. There is a maximum allocation per project based on the type of capital project.
GAS TAX FUNDS
Gas Tax funds can only be used for expenses related to street construction, maintenance, or design. This funding category includes state gas tax subventions, Measure B and Measure BB revenues, Traffic Congestion Relief Funds (Proposition 42), Alameda County Vehicle Registration Fee funds, and Road Maintenance and Rehabilitation Account (RMRA/SB1) Funds.
GRANTS
CDBG*
Community Development Block Grants (CDBG) funds can only be used for projects within the designated CDBG Target Area. They can be used for street construction, community centers, etc.
Federal
Transportation
Act*
Funding from the Federal Transportation Act reauthorization (previously the Safe, Accountable, Flexible, Efficient Transportation Equity Act: a Legacy for Users, “SAFETEA-LU,” and the Transportation Efficiency Act for the 21st Century, “TEA 21”) can only be used for construction projects on eligible streets.
HSIP* The Federally funded Highway Safety Improvement Program (HSIP) is for specific traffic safety projects.
HWY-RR Grade
Separation
Program*
State Highway-Railroad Grade Separation Program funds can be used for grade separation projects.
SRTS/SR2S*
State (SRTS) and Federal (SR2S) Safe Routes to School funds can be used to correct identified safety hazards on school routes to promote walking/biking to schools.
Stimulus
Programs*
Federal economic stimulus funds have uses and constraints specific to each individual program. Transportation-related stimulus funding typically has constraints similar to the current Federal Transportation Act.
STIP*
State Transportation Improvement Program (STIP) funds can be used for capital projects that improve transportation. Funding is split 75%/25% between the Interregional Transportation Improvement Program (ITIP) and Regional Transportation Improvement Program (RTIP).
TDA* Transportation Development Act (TDA), Article 3 funds can only be used to construct bike and pedestrian projects.
205
SUMMARY OF FINANCING SOURCES (continued)
PARK IMPROVEMENTS
Park Impact Fees
Park Impact Fees are collected with each new residential single- or multifamily development. Local Park Impact Fee funds can be used for park construction projects for a neighborhood park within the area where the development responsible for the funds is located or for community parks.
Regional Open
Space, Wildlife,
Shoreline, and
Parks Bond
Extension*
Funding through the Regional Open Space, Wildlife, Shoreline, and Parks Bond Extension (Measure WW) must be used on park construction projects. *Allocated to agencies on a competitive process or on the basis of population. 206
ORGANIZATION OF INFORMATION
An alphabetical arrangement by project title
has been used as the organizational basis
for project lists and descriptions in the CIP.
Project descriptions include important data,
including:
Critical Issue – Each CIP project has been
evaluated against the Critical Issues
previously identified by the Executive
Team. The Critical Issue addressed by a
project is listed.
Funding Source – This entry indicates the
general funding source which can or will be
used to fund this particular project.
Estimated Cost – This figure is the
estimated cost for completing the project or
this phase of the project, including
contingencies. In some cases, design costs
are included in this figure if outside
consultants will be used for preparing plans
and specifications. This estimate does not
include ongoing maintenance and/or
operating expenses. Cost estimates are
adjusted over time to reflect inflation when
required. If the project scope changes after
adoption of the CIP, the project budget may
also need to be adjusted.
Operating Impact – Certain projects can
result in an operational savings over time,
while other projects may result in additional
operating costs, such as additional staffing
and/or maintenance. This section provides
a general indication of the range of
additional anticipated operating costs.
Possible entries for this field include: Cost
Savings; No Significant Impact; Minor Impact;
Moderate Impact; Significant Permanent
Impact; and To be Determined.
A “Moderate Impact” may involve
additional maintenance or operational costs,
while a “Significant Permanent Impact”
normally involves additional staffing,
together with increased
maintenance/operational costs.
Priority Level – This entry indicates Level
One (Mandatory), Level Two (Necessary),
or Level Three (Desirable) priority level as
defined previously.
Implementing Department – This entry
indicates the department responsible for
implementing the project once funded.
Contact – This entry lists the individual
responsible for implementing the project
once funded.
Year First Proposed – This entry will
indicate the year each project first appeared
in the CIP.
Year Funded – This entry will indicate
which year, if any, funding was approved.
PROJECT LISTS FOR 2024-2025 AND 2025-
2026
As noted in the Estimate of Future Funding
Needs beginning on Page 213, there are 46
unfunded projects with a combined
estimate cost of $101,645,000. It should be
noted that the estimated costs of some
unfunded projects have not yet been
determined due to undefined project
constraints.
Based on the major factors and constraints
listed above, 47 projects were selected for
funding this biennial budget cycle at a total
estimated cost of $17,596,000.
207
2024-2025 SUMMARY OF FUNDED PROJECTS
PROJECT TITLE FUNDING
SOURCE
PROJECT
COST
Annual Street Asphalt Concrete Overlay Program Gas Tax $4,000,000 Annual Curb, Gutter and Sidewalk Replacement Gas Tax $400,000 Annual Street Tree Maintenance Gas Tax $300,000
Annual Traffic Calming Measures Gas Tax $100,000
Annual Citywide Accessible Pedestrian Ramps Gas Tax $75,000 Annual Thermoplastic Street Striping Gas Tax $25,000
Cherry Street & Mowry Avenue Median Modifications
(Construction) Gas Tax $400,000
Pedestrian Hybrid Beacon Installation – Newark Blvd.
and Cedar Blvd (Construction) Gas Tax $800,000
Senior Center Repainting Capital Funds $100,000
Silliman Center Door Closers Replacement Capital Funds $100,000 Silliman Center Gym & Dance Floor Refinishing Capital Funds $130,000 Silliman Center Locker Room Flooring Replacement Capital Funds $150,000 Silliman Center Partial Roof and Skylight Replacement Capital Funds $250,000 Silliman Center Shower Tile Replacement Capital Funds $100,000 Silliman Center Water Slide Replacement Capital Funds $350,000 Softball Fields Retrofit Scoreboards and Bleachers Capital Funds $150,000 Community Preservation Vehicle Capital Funds $50,000
Information Technology Vehicle Capital Funds $80,000
Police Department Patrol Vehicles (2) Capital Funds $200,000 Police Department Unmarked Vehicles (2) Capital Funds $135,000 Public Works Maintenance Street Sweeper Capital Funds $500,000 Public Works Maintenance Vehicles (2) Capital Funds $160,000 Emergency Breaching Tools and Training Capital Funds $46,000 Fire Station Nos. 27 and 29 – Additional Fencing Capital Funds $500,000 Firearms Training System Capital Funds $20,000
Mel Nunes Sportsfield Park Storage Unit Capital Funds $60,000 Senior Center Driveway Relocation Capital Funds $60,000 Public Works Maintenance Water Tank Spray Truck Capital Funds $250,000 Service Center Vacuum Truck Shelter Capital Funds $100,000 Vehicle Pursuit Intervention Devices Capital Funds $45,000 Virtual Reality Police Tactics Training System Capital Funds $100,000 208
PROJECT TITLE FUNDING
SOURCE
PROJECT
COST
Second Chance Shelter Repairs Capital Funds $100,000
Silliman Aquatic Center Pool Sanitation System Retrofit Capital Funds $260,000 Storage Facility at Service Center Capital Funds $400,000 ADA Transition Plan Update
Community
Development
Maintenance
Fund
$250,000
Four Corners Area Plan
Community
Development
Maintenance
Fund
$350,000
Housing Programs – Implementation of Adopted
Housing Element
Community
Development
Maintenance
Fund
$450,000
NewPark Place Specific Plan Enhancement and
Expansion
Community
Development
Maintenance
Fund
$300,000
Rental Housing Inspection Program Assessment
Community
Development
Maintenance
Fund
$150,000
Title 17 (Zoning) Housing-related Assessment and
Update
Community
Development
Maintenance
Fund
$400,000
Urban Forest Master Plan
Community
Development
Maintenance
Fund
$300,000
2024-2025 TOTAL $12,696,000
209
2025-2026 SUMMARY OF FUNDED PROJECTS
PROJECT TITLE FUNDING
SOURCE
PROJECT
COST
Annual Street Asphalt Concrete Overlay Program Gas Tax $4,000,000 Annual Curb, Gutter and Sidewalk Replacement Gas Tax $400,000 Annual Street Tree Maintenance Gas Tax $300,000
Annual Traffic Calming Measures Gas Tax $100,000
Annual Citywide Accessible Pedestrian Ramps Gas Tax $75,000 Annual Thermoplastic Street Striping Gas Tax $25,000
2025-2026 TOTAL $4,900,000
210
A LOOK FORWARD
Forecasting future funding availability and
needs is an inexact science at best. The
conservative approach to forecasting future
funding availability assumes modest
growth to projected gas tax revenues and no
significant changes to projected Capital
Fund revenue and other sources. Staff is
continuously monitoring evolving
projections for State and local gas tax
revenues. These projections are reflected in
the table entitled Revenue Estimate Summary
on the following page.
Although future funding needs can be
predicted by roughly prioritizing unfunded
projects already in the CIP, such forecasting
is often later upset by changing priorities
and unexpected needs. The cost of certain
identified projects is often unknown prior to
the completion of a needs study or
preliminary design. Even so, it is still
important to develop a general plan for
implementing major capital projects.
In order to continue to prioritize future
funding of the City’s project needs, the
following prioritization factors should be
considered:
Need Driven – The target date for some
projects is driven by an identified need. For
example, the replacement of the City
Administration Building was driven by the
need to replace an aging facility to
accommodate employees and related City
activities. A specific target date might be
set based on anticipated future space needs
or elimination of increasing and excessive
building maintenance costs.
Regulation/Law Driven – Some projects,
such as wheelchair ramp modifications, are
required as a result of changes in standards
or regulations or as the result of new
Federal or State laws.
Opportunity Driven – The target date for
the construction of some projects is driven
by an associated opportunity. The
availability of a State park grant might
allow completion of desired park
improvements.
Funding Driven – The target date for
construction of other projects may be
governed by available funding or funding
factors. For example, the target date for
construction of a particular project might be
tied to accumulation of the capital costs or
the ability to fund future operating costs.
Funding Source Driven – The construction
of specific projects which are eligible for
grant funds will be dictated by the
availability of those grant funds. For
example, Community Development Block
Grant (CDBG) funds can be used for capital
projects in the Target Area. The timing for
their use will be governed by the
availability of those funds.
Relationship Driven – There are certain
types of projects which are dependent on
the timing of other related projects. For
example, the construction of a new
community center could allow for the
Senior Center to be moved into that
amenity, freeing use of the Senior Center for
other purposes.
Community Driven – Certain projects are
desired to improve the quality of life of
Newark residents and are not necessarily
tied to external factors. An example is the
Newark Skate Park. The target for
construction of such projects is thus driven
by a desire to improve the quality of life of
our residents and the City Council’s
priorities rather than outside influences.
Phasing Opportunities – Certain projects,
such as street maintenance projects, can
sometimes be completed in phases.
211
REVENUE ESTIMATE SUMMARY
Funding Source
Dollars
2025 2026 2027 2028 2029 Total
Capital Funds (1) 0 0 TBD TBD TBD TBD
Gas Tax Funds 4,300,000 4,300,000 4,400,000 4,500,000 4,600,000 16,120,000 CDBG (2) 117,000 117,000 117,000 117,000 117,000 585,000 TDA 40,000 40,000 40,000 40,000 40,000 200,000
Federal Grants As Avail. As Avail. As Avail. As Avail. As Avail. As Avail.
Park Impact (3) 4,700,000 3,500,000 450,000 TBD TBD 8,650,000 Notes:
1. This entry indicates allocations in surplus General Funds towards Capital projects each year. Future year allocations are To Be Determined.
2. This entry assumes that the Federal government does not cut or reduce funding for this program.
3. Park Impact Fee funds are dependent on the level of residential development which takes place. 212
ESTIMATE OF FUTURE FUNDING NEEDS
(Unfunded projects)
UNFUNDED PROJECTS (Projects in bold are new for 2024-2026) ESTIMATE Arterial Landscape Median Upgrades 460,000
Articulated Aerial Lift Truck (35') 140,000
Aquatic Center NinjaCross Obstacle Course System 500,000 Bayside TOD Transit Station and Overcrossing (Construction) 11,500,000 Bayside TOD Transit Station and Overcrossing (Design) 700,000 Birch Grove Park Completion 3,380,000
Birch Grove Park Softball Field Night Lighting 300,000
Birch Grove Park Tennis Court Area Re-landscaping 125,000 Byington Park Completion 950,000
Cedar Boulevard Complete Streets 2,800,000
*Reserved for Potential Future Project
Central Avenue Median & Sidewalk Improvements (Design) 250,000 Central Avenue Median & Sidewalk Improvements (Construction) 1,200,000 Citywide Bus Shelters 2,400,000
Citywide Document Scanning Services 150,000
*Reserved for Potential Future Project
Civic Center Park Completion 1,160,000
Cultural Arts Center 40,000,000
Fire Station No. 27 Energy Efficient Windows 30,000
Fire Station No. 27 Training Tower – New 2,000,000
History Museum – Phase 2B (Restoration and Construction) 3,000,000 History Museum – Phase 3 (Exhibits) 750,000
Jerry Raber Ash Street Park Completion 915,000
Lakeshore Park Completion 1,750,000
Lakeshore Park Restroom 350,000
Mayhews Landing Park Completion 1,090,000
Mel Nunes Sportsfield Park Splash Pad 550,000
Mirabeau Park Completion 680,000
Mowry Avenue Backup Wall and Landscape Improvements 900,000 Musick Park Completion 720,000
Newark Boulevard Complete Streets and Undergrounding 6,800,000 Newark Community Park Completion 3,860,000
Public Works Maintenance – Mini Excavator 120,000
Public Works Maintenance – Robotic Mower 25,000
Second Chance Roof Replacement 120,000
Senior Center HVAC Replacement 50,000
Senior Center – New Construction 8,000,000
SIDNE (Simulated Impaired Driving Experience) 50,000
Silliman Activity Center Energy Conservation Measures 200,000 Silliman Aquatic Center – Hot Tub Replacement 300,000
Silliman Aquatic Center – Pool Deck Replacement 300,000 St. Isabel Avenue Street Improvements Completion 285,000 Stevenson Gateway Feature Renovation 90,000
213
ESTIMATE OF FUTURE FUNDING NEEDS continued
UNFUNDED PROJECTS (projects in bold are new for 2024-2026) ESTIMATE Susan Johnson Bridgepoint Park Completion 920,000
*Reserved for Potential Future Project
Traffic Signal at Cherry Street and Robertson Avenue 400,000 Traffic Signal at Jarvis Avenue and Haley Street 350,000 Traffic Signal at Jarvis Avenue and Spruce Street 350,000 *Reserved for Potential Future Project
Traffic Signal Preemption – Phase 2 300,000
TOTAL $ 101,645,000
214
215
CAPITAL
IMPROVEMENT
PLAN
PROJECT
DESCRIPTIONS
216
PROJECT PAGE
(projects in bold are new for 2024 – 2026; shaded projects are funded in 2024-2026) Active Transportation Plan 221
ADA Transition Plan 221
Annual Citywide Accessible Pedestrian Ramps (Ongoing) 221 Annual Curb, Gutter and Sidewalk Replacement (Ongoing) 222 Annual Gas Tax Project Administration (Ongoing) 222
Annual Street Asphalt Concrete Overlay Program (Ongoing) 222 Annual Street Tree Maintenance (Ongoing) 223
Annual Thermoplastic Street Striping (Ongoing) 223
Annual Traffic Calming Measures (Ongoing) 223
Arterial Landscape Median Upgrades 224
Articulated Aerial Lift Truck (35’) 224
Bayside TOD Transit Station and Overcrossing, Design 225 Bayside TOD Transit Station and Overcrossing, Construction 225 Birch Grove Park Completion 226
Birch Grove Park Softball Field Night Lighting 226
Birch Grove Park Tennis Court Area Re-landscaping 227
BMX Park Location Study and Conceptual Design 227
Byington Park Completion 228
Cast Iron Stormwater Inlet Grate Replacement Program Phase I 228 Cedar Boulevard Complete Streets Project 229
*Reserved for Potential Future Project 229
*Reserved for Potential Future Project 230
Central Avenue Median and Sidewalk Improvements (Construction) 230 Central Avenue Median and Sidewalk Improvements (Design) 231 Central Avenue Overpass Phase 1 - Project Development 231 Central Avenue Overpass Phase 2 – R/W and Construction 232 Cherry Street Median Modifications 232
City Hall Security Upgrades 233
Citywide Building Painting 233
Citywide Building Roof Repairs 234
Citywide Building Upgrades 234
Citywide Bus Shelters 234
Citywide Crosswalk Evaluation and Modifications 235
Citywide Document Scanning Services 235
Citywide Geographic Information Systems (GIS) – Phase 2 235 *Reserved for Potential Future Project 236
Citywide Parks Signage Program – Phase 1 236
Citywide Parks Irrigation System Upgrade/Modification 236 Citywide Rail Station Alternatives Study 237
Citywide Trash Capture Devices (Phase 3) 237
Civic Center Building Modifications 238
Civic Center Park Completion 238
Clean-Up of CalTrans Right-of-Way and Landscaping (Thornton Ave/I-880) 239 Climate Action Plan Update 239
Community Preservation Vehicle 239
217
PROJECT PAGE
(projects in bold are new for 2024 – 2026; shaded projects are funded in 2024-2026) Cultural Arts Center 240
Document Conversion 240
Emergency Breaching Tools and Training 241
Facilities Master Plan 241
Finance (ERP) System Program Upgrades 242
Finance System Replacement 242
Firearms Training System 242
Fire Station No. 27 Cherry Street - Energy Efficient Windows 243 Fire Station No. 27 Cherry Street – Painting 243
Fire Station No. 27 Cherry Street – Roofing 243
Fire Station No. 27 Cherry Street Training Tower – New Construction 244 Fire Station No. 29 Ruschin Drive – Painting 244
Fire Station Nos. 27 and 29 Fencing 244
Four Corners Area Plan 245
Fuel Management System Replacement 245
History Museum – Phase 2B (Restoration and Construction) 246 History Museum – Phase 3 (Exhibits) 246
Housing Programs – Implementation of Adopted Housing Element 247 Information Technology Vehicle 247
Irrigation Main Line Partial Replacement at Community Park 247 Jerry Raber Ash Street Park Completion 248
Jerry Raber Ash Street Park Sports Facilities 248
Lakeshore Park Completion 249
Lakeshore Park Lake Water Quality Analysis 249
Lakeshore Park Landscape Restoration 250
Lakeshore Park Restrooms 250
Lakeshore Park Tree Project 250
*Reserved for Potential Future Project 251
MacGregor Fields Cricket Pitch 251
Mayhews Landing Park Completion 252
Mel Nunes Sportsfield Park Completion 252
Mel Nunes Sportsfield Park Softball Outfield Net Replacement 252 Mel Nunes Sportsfield Park Splash Pad 253
Mel Nunes Sportsfield Park Storage Unit 253
Mel Nunes Sportsfield Park Synthetic Turf Fields – Additional Netting 253 Mirabeau Park Completion 254
Mowry Avenue Backup Wall and Landscape Improvements 254 Musick Park Completion 255
Newark Boulevard Backup Wall and Landscape Improvements 255 Newark Boulevard Complete Streets and Undergrounding Project 256 Newark Civic Center Technology 256
Newark Community Park Completion 257
Newark Community Park Restroom Restoration 257
Newark Community Park Well and Pump Replacement 258
NewPark Place Specific Plan Enhancement and Expansion 258 218
PROJECT PAGE
(projects in bold are new for 2024 – 2026; shaded projects are funded in 2024-2026) Newark Resource Center 258
*Reserved for Potential Future Project 259
*Reserved for Potential Future Project 259
Park Grid Tree Work Project 260
Pedestrian Hybrid Beacon Installations 260
Police Department Barn Car Patrol Vehicle 260
Police Department Crime and Collision Scene Investigation Scanner 261 Police Department Patrol Vehicle 261
Police Department Patrol Vehicles (2) 261
Police Department Replacement Scheduling and Workforce Management Software 262 Police Department Unmarked Vehicles (2) 262
Police Department Utility Vehicle 262
Police Department Volunteer Radios 263
Portable Outdoor Stage 263
Public Works Maintenance Dump Truck 263
Public Works Maintenance Mini Excavator 264
Public Works Maintenance Mini Street Sweeper 264
Public Works Maintenance Robotic Mower 264
Public Works Maintenance Street Sweeper 265
Public Works Maintenance Supervisor Vehicles (2) 265
Public Works Maintenance Vehicles (2) 265
Public Works Maintenance Water Tank Spray Truck 266
*Reserved for Potential Future Project 266
Recreation and Community Services Mobile Recreation Van 267 Rental Housing Inspection Program Assessment 267
Revisions to City Truck Routes 268
Sanctuary Park Conceptual Design 268
Sea Level Rise Vulnerability Assessment and Adaptation Strategies 269 Second Chance Shelter Repairs 269
Security Cameras and Building Access Management 269
Senior Center Driveway Relocation 270
Senior Center HVAC Replacement 270
Senior Center – New Construction 270
Senior Center Repainting 271
Senior Center Room Divider 271
Service Center Perimeter Wall 271
Service Center Buildings – Painting 272
Service Center Clean Water Requirements 272
Service Center Fuel Island Replacement 272
Service Center Fuel Pump Island Drainage System 273
Service Center Fuel Tank Canopy 273
Service Center - Rear Garage Overhang Repairs 273
Service Center Skylights 273
Service Center Vacuum Truck Shelter 274
Service Center Waste Disposal Upgrades 274
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(projects in bold are new for 2024 – 2026; shaded projects are funded in 2024-2026) Silliman Activity Center – Door Closers Replacement 275 Silliman Activity Center - Energy Conservation Measures 275 Silliman Activity Center – Gym and Dance Floor Refinishing 275 Silliman Activity Center – Light Control Board Replacement 276 Silliman Activity Center – Locker Room Flooring Replacement 276 Silliman Activity Center – Partial Roof Replacement 276 Silliman Activity Center – Partial Roof and Skylight Replacement 277 Silliman Activity Center – Preschool Playground Renovation 277 Silliman Activity Center – Shower Tile Replacement 277
Silliman Aquatic Center – Air Handler #2 Replacement 278 Silliman Aquatic Center – Hot Tub Replacement 278
Silliman Aquatic Center – NinjaCross Obstacle Course System 278 Silliman Aquatic Center – Pool Deck Replacement 279
Silliman Aquatic Center – Pool Sanitation System Retrofit 279 Silliman Aquatic Center – Water Slide Replacement 280
Silliman Aquatic Center – Water Tanks/Heater Replacement 280 Simulated Impaired Driving Experience 280
Softball Fields Retrofit – Scoreboards and Bleachers 281 St. Isabel Avenue Street Improvements Completion 281
Stevenson Boulevard Gateway Feature Renovation 281
Storage Facility at Service Center 282
Surplus Property Disposal – Old Fire Station No. 1 282
Susan Johnson Bridgepointe Park Completion 282
Thornton Avenue Complete Streets (Design) 283
Thornton Avenue Complete Streets (Construction) 283
*Reserved for Potential Future Project 284
*Reserved for Potential Future Project 284
*Reserved for Potential Future Project 285
Title 17 (Zoning) Housing-related Assessment and Update 285 Traffic Signal at Cherry Street and Robertson Avenue 286 Traffic Signal at Jarvis Avenue and Haley Street 286
Traffic Signal at Jarvis Avenue and Spruce Street 286
*Reserved for Potential Future Project 287
*Reserved for Potential Future Project 287
Traffic Signal Preemption – Phase 2 288
Transition to Paperless Documents 288
Urban Forest Master Plan 289
Vehicle Miles Traveled Policy 289
Vehicle Pursuit Intervention Devices 290
Virtual History Museum 290
Virtual Reality Police Tactics Training System 291
Website Upgrades 291
Work Area and Cubicle Upgrades 291
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ADA Transition Plan NEW
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $250,000
Operating Impact Moderate Impact
Priority Level Level One – Legal/Regulatory Requirement; Safety Obligation Implementing Department Public Works
Contact Farrell
Year First Proposed 2024
Year Funded 2025
This project will provide the City with a comprehensive update of the Americans with Disabilities Act (ADA) Transition Plan. This document provides a complete inventory of accessibility needs for City buildings, properties and right-of-way areas. Information acquired through the Facilities Master Plan will help inform this document.
Active Transportation Plan
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $195,000
Operating Impact Significant Permanent Impact
Priority Level Level One – Legal/Regulatory Requirement Implementing Department Public Works – Engineering
Contact Jung
Year First Proposed 2021
Year Funded 2023
This project will develop an Active Transportation Plan for the City, an update to the current Pedestrian and Bicycle Master Plan. The updated study will evaluate and recommend updates to active transportation policies, prioritized projects, project funding sources and other key plan elements to improve walking and biking conditions for all community members.
Annual Citywide Accessible Pedestrian Ramps (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax / TDA Grant Funds
Estimated Cost $75,000/year
Operating Impact No Significant Impact
Priority Level Level One – Legal/Regulatory Requirement; Safety Obligation Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed Annual
Year Funded 2024 and 2025
These projects will be part of an ongoing effort to retrofit existing handicap ramps at street intersections with detectable warning surfaces for conformance with current ADA requirements. 221
Annual Curb, Gutter, and Sidewalk Replacement (Ongoing) Critical Issue Public Safety Services
Funding Source Gas Tax
Estimated Cost $400,000 (2024); $400,000 (2025)
Operating Impact No Significant Impact
Priority Level Level One – Preservations of Existing Assets/Safety Obligations Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed Annual
Year Funded 2024 and 2025
These projects provide for Citywide curb, gutter, and sidewalk replacement, as well as needed sidewalk grinding. Sites are prioritized and selected based on safety issues and functionality.
Annual Gas Tax Project Administration (Ongoing)
Critical Issue City Government Operations
Funding Source Gas Tax
Estimated Cost $24,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preserve Existing Assets
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed Annual
Year Funded 2025 and 2026
This project provides funding for fees and costs associated with administering street and transportation related projects funded by gas taxes.
Annual Street Asphalt Concrete Overlay Program (Ongoing) Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $4,000,000/year
Operating Impact No significant impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Carmen
Year First Proposed Annual
Year Funded 2024 and 2025
These projects provide for annual patch paving, slurry seal applications, and asphalt concrete overlays for City streets. The current overall Pavement Condition Index (PCI) for Newark is 72.
This current level of investment is targeted to maintain that PCI level over the next 5 years. 222
Annual Street Tree Maintenance (Ongoing)
Critical Issue Public Safety Services
Funding Source Gas Tax
Estimated Cost $300,000/year
Operating Impact No Significant Impact
Priority Level Level One – Safety Obligations
Implementing Department Public Works – Landscape Parks Maintenance Contact Cianciarulo
Year First Proposed Annual
Year Funded 2024 and 2025
This project provides for ongoing street tree pruning, removal, and replacement.
Annual Thermoplastic Street Striping (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $25,000/year
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets/Safety Obligations Implementing Department Public Works – Engineering
Contact Carmen
Year First Proposed Annual
Year Funded 2024 and 2025
This project would continue the installation of thermoplastic striping and other paving markings at various locations as needed.
Annual Traffic Calming Measures (Ongoing)
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $100,000/year
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Contact Carmen
Year First Proposed Annual
Year Funded 2025 and 2026
This project provides funding for traffic investigations, traffic counts and design and construction of possible traffic calming measures in residential neighborhoods. While specific locations are not identified, this funding allows City staff to address traffic calming requests as they arise. 223
Arterial Landscape Median Upgrades
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $460,000
Operating Impact Moderate Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Cangco
Year First Proposed 2022
Year Funded Not Funded
This project would install new median landscaping along Newark’s various arterials in accordance with previously adopted median landscaping standards and Bay Friendly Landscaping practices. This project replaces the following previously unfunded projects – Cherry Street Median Landscape Upgrade, between Thornton Avenue and the railroad crossing; Mowry Avenue Median Landscaping, between I880 and Cherry Street; and Cedar Boulevard Median Renovation – Phase 3, between Dupont Avenue and the Home Depot driveway.
Articulated Aerial Lift Truck (35’)
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $140,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Landscape Parks Maintenance Contact Icasiano
Year First Proposed 1997
Year Funded Not Funded
The City is responsible for the maintenance of approximately 18,000 trees, including approximately 13,000 street trees. The majority of street trees (9,600) are nearing maturity and are over 15 feet tall.
This proposed capital purchase includes a truck equipped with utility boxes and a hydraulicallyactuated aerial lift. This equipment will enable the City to respond to residents in a more timely manner and save money by removing unsafe hanging branches within one working day, removing unsafe trees, pruning street trees to facilitate street maintenance activities such as street sweeping and respond to other pruning requests such as street light, traffic signal and/or sign clearances.
Other uses for this equipment could include low-level park lighting maintenance, installation of Christmas lights and, if appropriate, emergency traffic signal maintenance. Currently, the City is spending in excess of $20,000 for emergency contract services. The life expectancy for this equipment is 15-20 years.
224
Bayside TOD Transit Station and Overcrossing – Construction Critical Issue Community Development
Funding Source Measure BB Discretionary Funds/Other Transportation Grant Funds Estimated Cost $11,500,000
Operating Impact Significant Permanent Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Cangco
Year First Proposed Prior to 1995
Year Funded Not Funded
The Dumbarton (now known as "Bayside") Transit Oriented Development (TOD) Specific Plan identified the location for a transit station. This project would be the eventual Train Station for Dumbarton Rail; until the rail line is operational it would serve as a hub for bus transit, including Dumbarton Express, AC Transit, and private employer shuttles. The Transit Station would include 500 parking spaces, shelters, bus bays and a train platform including a grade separated Pedestrian overcrossing of the train tracks. The ultimate design, however, will be significantly influenced by the needs of the Dumbarton Rail Corridor as defined by the studies under way by Cross Bay Transit Partners (SAMTrans and Facebook) as part of the current public-private partnership exploration.
This project would fund the construction phase of the transit station and overcrossing.
Bayside TOD Transit Station and Overcrossing – Design
Critical Issue Community Development
Funding Source Impact Fees
Estimated Cost $700,000
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Cangco
Year First Proposed Prior to 1995
Year Funded Not funded
The Dumbarton (now known as "Bayside") Transit Oriented Development (TOD) Specific Plan identified the location for a transit station. This project would be the eventual Train Station for Dumbarton Rail; until the rail line is operational it would serve as a hub for bus transit, including Dumbarton Express, AC Transit, and private employer shuttles. The Transit Station, under its present preliminary scope, would include 500 parking spaces, shelters, bus bays and a train platform including a grade separated Pedestrian overcrossing of the train tracks. The ultimate design, however, will be significantly influenced by the needs of the Dumbarton Rail Corridor as defined by the studies under way by Cross Bay Transit Partners (SAMTrans and Facebook) as part of the current public-private partnership exploration. This project will fund the design portion of the transit station and overcrossing.
225
Birch Grove Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $3,380,000
Operating Impact Significant Permanent Impact
Implementing Department Public Works – Engineering
Priority Level Level Three
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Birch Grove Park is a community park in eastern Newark with a variety of existing amenities including grass fields, pedestrian pathways, playgrounds, restroom, group picnic areas, half-court basketball, softball field, and tennis courts. The Newark Citywide Parks Master Plan envisions Birch Grove Park to remain a community recreation facility while enhancing the site’s capacity to meet the identified recreational needs of the Newark community. The Master Plan proposes Birch Grove Park to have a community dog park, dedicated bike skills park, and two turf multi-sport fields as major community-serving projects. Additionally, the Master Plan proposes the creation of a reservable group picnic area and associated amenities such as volleyball and bocce ball courts. The site’s existing playgrounds and water play feature should additionally be updated to best meet the City’s recreation standards.
Birch Grove Park Softball Field Night Lighting
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $300,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2002
Year Funded Not Funded
The softball field at Birch Grove Park is currently night-lighted via relatively short floodlights. This project would replace those lights with new, taller and more efficient lighting standards. 226
Birch Grove Park Tennis Court Area Re-landscaping
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $125,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2004
Year Funded Not Funded
The planned greenbelt area includes the non-turf planting areas adjacent to the tennis courts, and the tennis courts’ parking lot’s adjacent planters and median. This project would identify and correct soil and irrigation deficiencies, and install new landscape plantings that will enhance the aesthetic appearance of the southern edge of the park.
BMX Park Location Study and Conceptual Design
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $150,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2022
Year Funded 2023
The Citywide Parks Master Plan identifies a future Bike Skills Park at Birch Grove Park but also clarifies that “a [final] location for a bicycle/BMX park would need to be determined through future study.” This project will further develop a conceptual plan for a future BMX bike park and perform a location study to determine a preferred location for the facility. 227
Byington Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $950,000
Operating Impact Significant Permanent Impact
Priority Level Public Works – Engineering
Implementing Department Level Three
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Byington Park is a designated neighborhood park that was planned as a component of the adjacent housing development. The site contains existing park amenities including a group picnic area, grass field, half-court basketball, school-age play area, and splash pad. To enhance the site as a component of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of Byington Park’s existing playground and adjacent water play area. An additional project was previously identified to add minimum energy efficient security lighting at the park.
Cast Iron Stormwater Inlet Grate Replacement Program Phase I Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $15,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Streets Maintenance Contact Icasiano
Year First Proposed 1998
Year Funded 2009
The current standard for storm water inlets (or catch basins) includes a fabricated steel grate design to allow as much water as possible into the inlet and yet prevent bike tires from dropping through.
Older inlets in the City typically have a cast iron grate, which have smaller openings and tend to clog. Also, removal of these heavy cast iron grates for both routine and emergency cleaning generally requires at least two maintenance workers. The City has a total of 91 cast iron inlet grates.
This project is part of the phased program to replace the cast iron grates with the steel grates. This first phase will replace approximately 15-25 catch basins. 228
Cedar Boulevard Complete Streets Project
Critical Issue Quality of Life
Funding Source Outside Funding/Gas Tax
Estimated Cost $2,800,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2024
Year Funded Not Funded
This project would provide for pavement resurfacing, buffered bicycle lanes, and upgraded pedestrian and transit user facilities on Cedar Boulevard between Central Avenue and Stevenson Boulevard. The project would fill pavement resurfacing gaps through this segment following other improvements to be completed by upcoming development projects. This project is a candidate for Federal funding opportunities.
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
229
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
Central Avenue Median and Sidewalk Improvements (Construction) Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $250,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed 2022
Year Funded Not Funded
This project would fund the construction phase of the installation of median landscape improvements and completion of sidewalk improvements on Thornton Avenue between the western terminus of the Central Avenue Overcrossing Project and Willow Street. The project would also seek to install landscape improvements and edge treatment along the fence line in the area adjacent to the Alameda County Flood Control Channel near Filbert Street. 230
Central Avenue Median and Sidewalk Improvements (Design) Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $1,200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed 2022
Year Funded Not Funded
This project would fund the design phase of the installation of median landscape improvements and completion of sidewalk improvements on Thornton Avenue between the western terminus of the Central Avenue Overcrossing Project and Willow Street. The project would also seek to install landscape improvements and edge treatment along the fence line in the area adjacent to the Alameda County Flood Control Channel near Filbert Street.
Central Avenue Overpass Phase 1 - Project Development
Critical Issue Quality of Life/Public Safety Services
Funding Source 2000 Measure B Funds
Estimated Cost $2,765,000
Operating Impact No Significant Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 1999
Year Funded 2013
This project will fund the project development phases of a four-lane grade separation structure (bridge overpass) at the railroad crossing on Central Avenue, between Sycamore Street and Filbert Street. Completion of the design will allow the City to compete for funding for subsequent phases.
The overpass will result in relief of traffic congestion at the tracks, providing enhanced vehicular, bicycle and pedestrian safety, and improved emergency response times. 231
Central Avenue Overpass Phase 2 – R/W and Construction
Critical Issue Quality of Life/Public Safety Services
Funding Source 2000 Measure B/Discretionary Measure BB Funds/Impact Fees Estimated Cost $35,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 1999
Year Funded TBD
This project will fund the right of way and construction of a four lane grade separation structure (bridge overpass) at the railroad crossing on Central Avenue, between Sycamore Street and Filbert Street. The overpass will result in relief of traffic congestion at the tracks, providing enhanced vehicular, bicycle and pedestrian safety, improved emergency response times, and elimination of the potential for at-grade accidents. The project will involve significant utility relocations.
This project is a listed Transportation project in the Impact Fee nexus analysis (19.3% maximum funding).
Cherry Street Median Modifications NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $400,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Three
Contact Cangco
Year First Proposed 2024
Year Funded 2025
This project would result in an extension of the southbound left turn lane pocket on Cherry Street approaching the Mowry Avenue intersection in order to provide improved traffic flow at this busy intersection. Following a request from the public, an initial traffic engineering analysis confirmed that the proposed modification would provide a benefit. Significant median modifications including irrigation and landscaping alterations, street paving and traffic signal detection loop modifications are required. 232
City Hall Security Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $120,000
Operating Impact
Priority Level
Moderate Impact
Level Two – Service Level Increase
Implementing Department Public Works Maintenance
Contact Oeverndiek
Year First Proposed 2023
Year Funded 2024
This project would complete the installation of additional safety features in the City Hall public lobby areas as a follow-up to the security camera and building access management project. The scope of work includes the addition of full height glass at the first floor lobby counter, modification of doors for improved security and other physical modifications for increased employee and customer safety in public areas. Original funding from the Newark Civic Center project was retained for these improvements.
Citywide Building Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $77,600
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed Annual
Year Funded 2017 and 2018
These projects provide for routine building painting as part of normal building maintenance. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.
Citywide Building Roof Repairs
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $121,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed Annual
Year Funded 2017 and 2018
These projects will provide for the routine repair of building roofing as part of normal maintenance work. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.
233
Citywide Building Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $11,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed Annual
Year Funded 2017 and 2018
These projects will provide for routine repair or replacement of miscellaneous building items as part of normal maintenance work. These projects have been phased out of the CIP budget and added to operating budget, but some project funding remains.
Citywide Bus Shelters
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $2,400,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Community Development/Public Works Contact Turner/Cangco
Year First Proposed 2018
Year Funded Not Funded
This project would install additional bus shelters within the public right-of-way along AC Transit bus routes. Identification of priority locations and potential outside funding sources needs to be coordinated with AC Transit. There are currently only 13 bus shelters in the City that were installed with a prior advertising contract through AC Transit. There are approximately an additional 100 bus stops without shelters or benches in the City. A phased installation program is a potential option. However, given the uncertainty of current and future AC Transit services, this project is unfunded.
234
Citywide Crosswalk Evaluation and Modifications
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $150,000 (2022)
Operating Impact Moderate Impact
Priority Level Level Two – Assessment Study
Implementing Department Public Works
Contact Jung
Year First Proposed 2020
Year Funded 2021 and 2022
This project will evaluate specific crosswalk locations in the City for potential safety enhancements and install recommended modifications. These locations would be those with a known or elevated pedestrian incident history. Modifications could include bulb-outs, enhanced crosswalk striping, signing or rapid-fire flashing beacons.
Citywide Document Scanning Services
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department City Manager’s Office
Contact Hovorka
Year First Proposed 2020
Year Funded Not Funded
This project would provide funding to scan and assign meta-tag data to paper documents into a searchable, electronic database. This service need is an important task in preparation for relocating city functions to the new civic center.
Citywide Geographic Information System (GIS) – Phase 2
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $150,000
Operating Impact Cost Savings
Priority Level Level Two – Service Level Increase
Implementing Department Information Technology
Contact Miranda
Year First Proposed 2002
Year Funded 2023
A GIS system is a computerized graphical mapping system which allows geographic information to be tied to a digital map and retrieved via specialized software. This geographic information can include site addresses, ownership information, City-owned utilities, zoning boundaries, aerial photography, etc. This project would provide for necessary hardware and software upgrades, specialized training for employees, expanded software licensing, and other data additions to the GIS to meet current needs.
235
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
Citywide Park Signage Program – Phase 1
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $80,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Reyes
Year First Proposed 2020
Year Funded 2021
Phase 1 of the program would develop a new standard design for all park identification signs throughout the City. The project could also potentially fund the installation of a first phase of new signs at parks with an identified need.
Citywide Parks Irrigation Systems Upgrade/Modification
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $170,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Connolly
Year First Proposed Annual
Year Funded 2017 and 2018
The irrigation systems and components in nine of the City parks are over 30 years old and three others were built in the 1980s. This project will take advantage of new technologies that will enable the City to better manage labor, parts, and material costs by renovating the existing irrigation systems and its components. These projects have been phased out of the CIP budget and incorporated as part of the operating budget, but some project funding remains. 236
Citywide Rail Station Alternatives Study
Critical Issue Quality of Life
Funding Source Community Development Maintenance Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level Two – Alternatives Study
Implementing Department Public Works - Engineering
Contact Cangco
Year First Proposed 2020
Year Funded 2021
This study will evaluate the desire and need for potential passenger rail transfer stations within the City. Although the General Plan is silent on potential for rail stations within the City, several passenger rail lines pass through Newark, including Capital Corridor, Amtrak, ACE and the potential Dumbarton Rail line. The study will analyze alternatives for potential locations and configurations of passenger rail transfer stations and will be performed in conjunction with Alameda County Transportation Commission’s Southern Alameda County Rail Study and the Dumbarton Rail Corridor Study by the San Mateo County Transit District and Cross Bay Transit Partners.
Citywide Trash Capture Devices – Phase 3
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $230,000
Operating Impact
Priority Level
Moderate Impact
Level One – Legal/Regulatory Requirement
Implementing Department Public Works – Engineering
Contact Scanlin
Year First Proposed 2018
Year Funded 2019
This project involves the installation of additional full trash capture devices in storm drain inlets for the purpose of reducing trash in the municipal separate storm sewer system. Regulatory: Installation of these devices will contribute to meeting trash reduction requirements under the Municipal Regional Storm Water Permit issued to the City by the Regional Water Quality Control Board. 237
Civic Center Building Modifications
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $870,000
Operating Impact
Priority Level
Moderate Impact
Level Two – Service Level Increase
Implementing Department Public Works Maintenance
Contact Connolly
Year First Proposed 2023
Year Funded 2024
This here are several smaller projects located at the new Civic Center buildings that were not part of the original project and are needed to enhance service levels. Projects include exterior and interior door modifications, window tinting, equipment additions, floor modifications, exterior building modifications, glass modifications and other improvements. Funds were reserved from the original project to complete these remaining items.
Civic Center Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,160,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Civic Center Park is a 5-acre neighborhood park in central Newark, adjacent to the City’s administration building and public library. The park currently has grass lawn, a perimeter path, two group picnic areas, a full court basketball, and a playground. The Newark Citywide Parks Master Plan envisions Civic Center Park to remain neighborhood oriented while improving the site as a civic destination through the addition of additional public gathering space. The Master Plan proposes Civic Center Park to include a small turf multi-sport field and a sheltered group picnic area as major community-serving projects. As amenities associated with the group picnic area, the Master Plan also proposes the addition of a volleyball court and an updated school-age play area. If the Newark Library is to be moved per future planning, Civic Center Park may also have a restroom added. 238
Clean-Up of CalTrans ROW and Landscaping (Thornton Ave/I-880) Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2022
Year Funded 2023
This project would perform maintenance and install landscape improvements at areas within State right-of-way adjacent to the Interstate 880 interchange at Thornton Avenue within Newark city limits.
Climate Action Plan Update
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $197,000
Operating Impact Moderate Impact
Priority Level Level Two – Plan Update
Implementing Department Public Works – Environmental Services Contact Scanlin
Year First Proposed 2023
Year Funded 2024
This project will utilize the services of an experienced consultant to develop an update to the City’s existing Climate Action Plan Framework. The resulting document will be provide an analysis of future greenhouse gas reduction targets and recommend detailed polices and actions necessary to satisfy those future targets. The project will include significant community engagement.
Community Preservation Vehicle NEW
Critical Issue Government Operations
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Minor Impact
Implementing Department Public Works/Community Development Priority Level Level Three
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
The Community Preservation Manager oversees the Division, and part of those duties include work in the field, such as inspections or site assessments. The Community Preservation Manager does not currently have an assigned vehicle. 239
Cultural Arts Center
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $40,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed Prior to 1995
Year Funded Not Funded
This project would provide for land acquisition and construction of a 25,000 square-foot cultural arts center with seating for 600. The overall concept is based on the cultural arts center in Rohnert Park. Elements to be included are a main stage, supplemental stage, box office, control booth, dressing room, lobby/lounge, scenery workshop, office space and storage. There is no location currently identified for this future facility. This project is a listed Community Service and Facilities project in the Impact Fee nexus analysis (17.7% maximum funding). This project will be deferred until the Facilities Master Plan study has been completed.
Document Conversion
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $45,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department City Manager’s Office
Contact Harrington
Year First Proposed 2014
Year Funded Not Funded
This project would continue the ongoing effort to convert paper documents into electronic format.
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Emergency Breaching Tools and Training NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $46,000
Operating Impact Minor Impact
Implementing Department Police
Priority Level Level Two
Contact Arguello
Year First Proposed 2024
Year Funded 2025
The Police Department has not conducted formalized training in the area of deployment of forcible entry – breaching tools for officers that have not worked as part of the Department’s SWAT team during recent years.
Department staff believes that in order to improve response times for needed use of forcible entry - breaching tools, such as door rams, Halligan tools and bolt cutters at rapidly evolving emergency scenes (such as active shooters and other emergency rescue situations that may not be safe for other first responders) it would be beneficial for the Department to acquire and deploy additional breaching tools in the field at a fleet-wide level.
Although the use of such breaching tools may seem intuitive, further ensuring formalized training of officers who have not formally experienced the breaching training received by SWAT officers would ensure all officers are familiar with the appropriate deployment of breaching tools. Hence improving overall safety during resolution of incidents and reducing the incidence of injury.
In order to best accomplish the formalized training for both tenured and incoming personnel, staff also recommends the acquisition of a breaching - forcible entry training door.
Facilities Master Plan
Critical Issue City Government Operations
Funding Source Community Development Maintenance Funds
Estimated Cost $248,000
Operating Impact No Significant Impact
Priority Level Level Two – Assessment Study
Implementing Department Public Works
Contact Hovorka/Gonzalez
Year First Proposed 2020
Year Funded 2021
The purpose of this assessment study would be to identify the long term needs of the community regarding programs and the facilities needed to house those program; assess the feasibility and capacity of all existing City buildings to serve those functions long term; and evaluate what could potentially be the best use for each of the City’s existing buildings. The project will also focus on long-term maintenance needs.
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Finance (ERP) System Program Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Cost Savings – Increased Efficiency
Implementing Department Finance
Contact Lee
Year First Proposed 2022
Year Funded 2023
This project will provide additional modules (such as payment receipts, parks and recreation class registrations, etc.) for our current ERP system which would allow for direct interfacing to the core financial system.
Finance System Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $1,250,000
Operating Impact Cost Savings – Increased Efficiency
Implementing Department Finance
Contact Lee
Year First Proposed 2004
Year Funded 2015 ($200,000) and 2016 ($1,050,000)
This project provides for the purchase of hardware, software and professional services to replace the City's existing financial system and companion modules.
Firearms Training System NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Implementing Department Police
Priority Level Level Three
Contact Arguello
Year First Proposed 2024
Year Funded 2025
This Firearms Training System is a robotic moving target that is a tool for delivering range training programs with realistic use of force and de-escalation scenarios 242
Fire Station No. 27 Cherry Street - Energy Efficient Windows Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $30,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2004
Year Funded Not Funded
This project provides for the replacement of single pane and low-performing dual pane windows at Fire Station No. 27. This would improve energy efficiency and also reduce traffic noise in the building from trucks on Cherry Street.
Fire Station No. 27 Cherry Street – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $32,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2018
Year Funded 2020
Fire Station No. 27 has not been painted in over 15 years and is in need of new paint (pricing includes tower).
Fire Station No. 27 Cherry Street – Roofing
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $55,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2018
Year Funded 2019-20
Fire Station No. 27’s roof replacement (spray foam) has several leaks over the living quarters and equipment bay. The two roofs currently have different applications of roofing (spray foam and shingle). This project proposes spraying over all roofing for consistency. Pricing includes permanent ladders (one from ground to roof and one from roof 1 to roof 2). 243
Fire Station No. 27 Cherry St. Training Tower – New Construction Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $2,000,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works - Engineering
Contact Cangco
Year First Proposed 2008
Year Funded Not Funded
While a training tower currently exists at Fire Station No. 27, this tower is not usable for live fire training. This long-term project would provide the improvements necessary to allow live fire training.
Fire Station No. 29 Ruschin Drive – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $23,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2018
Year Funded 2019-20
Fire Station No. 29 has not been painted in over 15 years and is in need of new paint.
Fire Station Nos. 27 and 29 Additional Fencing NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $500,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Three
Contact Connolly
Year First Proposed 2024
Year Funded 2025
Following a detailed evaluation of the need for fencing at Fire Station No. 27 and at Fire Station No. 29, an increase in scope is needed in order to provide the desired security at these locations. Fencing is needed to deter both vehicular and pedestrian access through each property. Wrought iron fencing with gate access points are recommended to ensure both security and visibility The project will need to be evaluated in terms of timing with other potential Fire Station improvement projects. An architectural design is needed.
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Four Corners Area Plan NEW
Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $350,000
Operating Impact No Impact
Implementing Department Community Development
Priority Level Level Two
Contact Turner
Year First Proposed 2024
Year Funded 2025
The City adopted a Four Corners Area Plan in 1990. The 2023-2031 Housing Element Program H2.3 describes the creation of a community-driven land use plan to bring housing and retail to the For Corners area. The land use plan would be represented through an update to the Four Corners Area Plan (Plan). The Plan would consist of community engagement, with the objective of developing communityled decision-making around housing, commercial space and public infrastructure improvements. As a key element of the community-guided Four Corners Area Plan, the city will incorporate the Transit Oriented Communities (TOC) development policies and requirements as a portion of the Four Corners area is within a transit priority area.
Fuel Management System Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Cost Savings
Priority Level Level Two
Implementing Department Public Works – Equipment Maintenance Contact Connolly
Year First Proposed 2014
Year Funded 2023
The fuel management system is used to control access and track usage of fuel supplied by the Service Center pump station for City vehicles. The current system is over 15 years old and no longer supported by the manufacturer.
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History Museum – Phase 2B (Restoration and Construction) Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $3,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2000
Year Funded Not Funded
This project includes the restoration of Watkins Hall, construction of a support structure and site improvements. Development of displays for the museum would be a separate phase of this project. This does not include the ongoing operation and maintenance of the facility.
This project is a listed Community Service and Facility project in the Impact Fee nexus analysis (17.7% maximum funding). This project should be deferred until the Facilities Master Plan study has been completed.
History Museum – Phase 3 (Exhibits)
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $750,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2000
Year Funded Not Funded
This project would develop the exhibits and displays for the museum. This project includes displays in the main exhibit hall, entry area and second floor. The work includes preparing an acquisition policy, research, interpretation, cataloging the collection and developing a database of the acquisitions, building the exhibit cases and preparing the artifacts for exhibition. This does not include the ongoing operation and maintenance of the exhibits.
This project is a listed Community Service and Facility project in the Impact Fee nexus analysis (17.7% maximum funding). This project should be deferred until the Facilities Master Plan study has been completed.
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Housing Programs – Implementation of Adopted Housing Element NEW Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $450,000
Operating Impact No Impact
Implementing Department Community Development
Priority Level Level Two
Contact Turner
Year First Proposed 2024
Year Funded 2025
This project implements other Housing Element programs that are not necessarily related to Title 17 amendments and special land use studies. Examples of programs include renter protection, accessible and developmentally disabled housing programs, housing rehabilitation and repair, universal design ordinance, anti-displacement, just-cause evictions, marketing and community outreach (particularly in multiple languages), shared housing, regional housing assistance, amendments to the building code, training programs, and housing monitoring programs.
Information Technology Vehicle NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Implementing Department Public Works/Information Technology Priority Level Level Three
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
The Information Technology Department is in need of a new vehicle for staff use in servicing multiple City sites. The vehicle needs to have sufficient cargo area to transport computer equipment on a regular basis. This vehicle can be used as a pool car by other departments.
Irrigation Mainline Partial Replacement at Community Park Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Cost Savings
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Cangco
Year First Proposed 2008
Year Funded 2015
The main irrigation line at Community Park is over 40 years old and is made of Asbestos Composite Pipe. Repairs are limited to attaching a coupling to seal leaks due to stringent Hazardous Material Safety Guidelines. This project would replace the segment of mainline that runs along the section of the park nearest the tennis courts with a new alignment. 247
Jerry Raber Ash Street Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,010,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Jerry Raber Ash Street Park is a community-serving neighborhood park in western Newark. The park is a well-used and active recreation facility with existing amenities including sheltered group picnic areas, playgrounds, full court basketball, grass lawn, pedestrian paths, two softball fields, and a restroom. The site additionally includes the privately operated Viola Blythe Community Service Center of Newark, a Head Start preschool facility, and a segment of the Hetch Hetchy right-of-way under the jurisdiction of the San Francisco Public Utilities Commission.
The Newark Citywide Parks Master Plan envisions Jerry Raber Ash Street Park to remain a neighborhood park while enhancing the site’s recreational capacity to meet the active needs of the park’s existing users and the community of Newark. The Newark Parks Master Plan proposes several projects to strengthen the site’s capacity as a recreational facility. These projects include the creation of a natural turf multi-sport field, an additional group picnic site, a volleyball court, and updated playgrounds. Additionally, a decorative garden and several bocce ball courts are proposed.
Jerry Raber Ash Street Park Sports Facilities
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $95,600
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2022
Year Funded 2023
The Newark Citywide Parks Master Plan proposes several improvements at Jerry Raber Ash Street Park to strengthen the site’s recreational capacity to meet the active needs of the park’s existing users and the community of Newark. This project would install a volleyball court, bocce ball court and a natural turf multi-sport field.
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Lakeshore Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $1,750,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Lakeshore Park is a neighborhood park located in northwest Newark. The park is comprised of a man made body of water surrounded by a perimeter network of pedestrian pathways and grass lawn.
The Newark Citywide Parks Master Plan envisions the activation of Lakeshore Park through an updated par course fitness trail and improved recreation amenities for community gathering. The Master Plan recommends the creation of a new school-age play area, and associated seating, as well as four new outdoor fitness areas to create an active pedestrian and fitness circuit along the perimeter of the park. Additionally, an update to the site’s existing boathouse is recommended to better serve user needs.
Lakeshore Park Lake Water Quality Analysis
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $25,000
Operating Impact No Significant Impact
Implementing Department Public Works – Engineering
Contact Tat
Year First Proposed 2008
Year Funded 2010
The summer months bring an algae bloom to the Lake due to the rise in water temperature. The depth of the water has decreased from sediment deposits which allow the water to more easily heat.
The Lake deposits consist mainly of street storm drain runoff sediment, decomposed plant material and waterfowl feces deposits. An updated water quality study of the lake waterbody needs to be completed to develop long-terms strategies for improved water quality conditions. 249
Lakeshore Park Landscape Restoration
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $326,000
Operating Impact Moderate Impact
Priority Level Level Two – Final Project Phase
Implementing Department Public Works
Contact Tat
Year First Proposed 2016
Year Funded 2017
This project provides for the restoration of targeted areas impacted by the Lakeshore Park Seawall Installation project, pending the resolution of current drought conditions. The project would conform to requirements under the California Model Water Efficient Landscape Ordinance and Bay Friendly Landscape Guidelines and was combined with the previously funded Geese Deterrent Landscaping project.
Lakeshore Park Restrooms
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $350,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2020
Year Funded Not Funded
The installation of a restroom at Lakeshore Park is included in the Citywide Parks Master Plan; however, it was assigned a “Priority Level” of 6, with “Priority Level 1” projects identified as those with the highest priority in the master plan document. Due to concerns regarding vandalism and crime prevention, use of prefabricated single-occupancy restroom units in lieu of more traditional restroom facilities will be evaluated by staff.
Lakeshore Park Tree Project
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $50,000
Operating Impact Minor Impact
Priority Level Level One - Safety
Implementing Department Public Works – Landscape Parks Maintenance Contact Cianciarulo
Year First Proposed 2018
Year Funded 2019
This project will include the removal of several very large Eucalyptus trees, Willow trees, Myoporum trees and Pine trees and installation of at least 15 new trees throughout the park. 250
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
MacGregor Fields Cricket Pitch
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $100,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2022
Year Funded 2023
MacGregor Community Playfields is located adjacent to Newark Community Park on land leased from the Newark Unified School District. The project would install a permanent cricket pitch within a portion of the existing playfields.
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Mayhews Landing Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $1,090,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Mayhews Landing Park is a designated neighborhood park near central Newark with existing recreational amenities that include grass lawn, a perimeter path, playgrounds, an un-sheltered group picnic site, and full court basketball. To enhance the site as a part of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of the Park’s existing playgrounds and the addition of a volleyball court as an amenity associated with the existing group picnic area.
Mel Nunes Sportsfield Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $1,483,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Cangco
Year First Proposed 2017
Year Funded 2023
The Newark Citywide Parks Master Plan envisions Mel Nunes Sportsfield Park as a destination sport and recreation facility for the City of Newark. In addition to the recently completed all-weather artificial turf fields and community skate park, the Master Plan proposes that the park provide several updated natural turf fields as a major community-serving project. Additional proposed facilities include group picnic areas, a playground, and concession stand with restroom.
Mel Nunes Sportsfield Park Softball Outfield Net Replacement Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $30,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Parks Maintenance Contact Perez
Year First Proposed 2020
Year Funded 2021
This project will replace the safety netting that runs along the softball field outfield fence that protects the Silliman Center parking lot from potential home run balls. 252
Mel Nunes Sportsfield Park Splash Pad
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $550,000
Operating Impact Permanent Significant Impact
Priority Level Level Three
Implementing Department Public Works
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
The Newark Citywide Parks Master Plan proposes the installation of a splash pad and water play features at Mel Nunes Sportsfield Park. These improvements were subsequently removed from the scope and estimated cost of the ‘Mel Nunes Sportsfield Park Completion’ project prior to the funding of that project in Fiscal Year 2023.
Mel Nunes Sportsfield Park Storage Unit NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact Minor Impact
Implementing Department Public Works
Priority Level Level Three
Contact Connolly
Year First Proposed 2024
Year Funded 2025
The Maintenance Division is in need of a Connex (storage) unit at Mel Nunes Sportsfield Park to store items that utilized in the ongoing maintenance of the all-weather turf fields. Storage of this equipment on-site will improve efficiency of these operations for the Division.
Mel Nunes Sportsfield Park Synthetic Turf Fields - Additional Netting Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $50,000
Operating Impact Minor Impact
Priority Level Level Two
Implementing Department Public Works – Parks Maintenance Contact Reyes
Year First Proposed 2022
Year Funded 2023
This project will install additional netting behind the soccer goal areas to help prevent errant balls from entering the neighboring private parcels.
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Mirabeau Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $680,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Mirabeau Park is designated a neighborhood park located in northwest Newark. The site’s existing recreation amenities include grass lawn, pedestrian paths, and a playground. To enhance the site as a component of Newark’s park system, the Newark Citywide Parks Master Plan proposes the update of the existing playground and the addition of a volleyball court and half-court basketball to activate the site for enhanced recreational use. A prior identified need was energy-efficient park security lighting for $40,000. This is included in the total estimated cost.
Mowry Avenue Backup Wall and Landscape Improvements
Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $900,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2004
Year Funded Not Funded
This project would include installation of a precast concrete backup wall along westbound Mowry Avenue and improve both median and backup landscaping on Mowry Avenue between I-880 and Cherry Street. This would be a future phase of the City's Arterial Beautification Program and could be broken down into two or three smaller projects.
254
Musick Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $720,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Musick Park is a 1-acre neighborhood park located in northeast Newark. The park’s existing amenities include grass lawn, a playground, and a pedestrian path utilized for passive recreation. The Newark Citywide Parks Master Plan recommends the update of the existing playground and the addition of seating as well as a perimeter fence. Fencing is recommended due to the high traffic volume on Cedar Boulevard. These features will improve user comfort and safety and enhance the site as a component of the City’s larger park network.
Newark Boulevard Backup Wall and Landscape Improvements Critical Issue Quality of Life
Funding Source Gas Tax
Estimated Cost $1,200,000
Operating Impact Moderate Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2004
Year Funded Not Funded
This project would include installation of a precast concrete backup wall where needed and improve both median and backup landscaping on Newark Boulevard between Civic Terrace Avenue and Ruschin Drive. This project is identified as phase five of the City's Arterial Beautification Program. 255
Newark Boulevard Complete Streets and Undergrounding Project Critical Issue Quality of Life
Funding Source Outside Funds/Gas Tax
Estimated Cost $6,800,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2024
Year Funded Not Funded
This project would provide for the undergrounding of existing overhead utility lines, median width reduction, placement of buffered bicycle lanes, pedestrian transit user infrastructure upgrades, landscaping improvements, and pavement resurfacing. The project segment is Cedar Boulevard to Thornton Avenue. Newark Boulevard is on the National Highway System and is a good candidate for Federal funding opportunities.
Newark Civic Center Technology
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $37,000
Operating Impact Moderate Impact
Priority Level Level Two – Service Level Increase
Implementing Department Information Technology
Contact Miranda
Year First Proposed 2021
Year Funded 2021
This project provides funding for general technology upgrades needed concurrent with the New Civic Center buildings.
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Newark Community Park Completion
Critical Issue Quality of Life
Funding Source Park Impact Fee
Estimated Cost $3,860,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2017
Year Funded Not Funded
Newark Community Park is one of the City’s largest and most active community parks. Located in northern Newark, the park contains grass lawn, pedestrian pathways, playgrounds, picnic areas, full court basketball, wall ball, tennis courts, and a restroom. The park is adjacent to the City’s Community Center.
The Newark Citywide Parks Master Plan envisions Newark Community Park to be a community open space with destination recreation features that will increase the site’s capacity to meet the City’s identified recreational needs. The Master Plan proposes the park to have a community dog park (see separate “Dog Park at Newark Community Park” project), accessible multi-age playgrounds, and reservable picnic sites.
It is also recommended that the proposed picnic sites provide associated recreation features including volleyball courts, basketball, and an updated (replacement) restroom. The addition of the proposed updates and recreation projects will enhance the park’s ability to meet the community’s current and future recreational needs.
Newark Community Park Restroom Restoration
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact Significant Permanent Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Engineering
Contact Connolly
Year First Proposed 2017
Year Funded 2019
The Newark Community Park Completion plan includes a component for complete replacement of the existing restroom. A complete replacement is currently unfunded. As an interim measure, the existing restroom can be restored with new fixtures, painting, and other interior and exterior improvements to extend the life of the facility and provide a more pleasant environment for park users. 257
Newark Community Park Well and Pump Replacement
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $165,000
Operating Impact Minor Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Parks Maintenance Contact Tat
Year First Proposed 2022
Year Funded 2023
Replacement of well pipe, submersible pump, pump motor, electrical components, and various other equipment required to rehabilitate the well system at Newark Community Park.
NewPark Place Specific Plan Enhancement and Expansion NEW Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $300,000
Operating Impact No Impact
Implementing Department Community Development
Priority Level Level Two
Contact Turner
Year First Proposed 2024
Year Funded 2025
This project would advance the work done to update the NewPark Place Specific Plan in 2021, which focused mainly on the Mixed Use I area that re-envisioned the NewPark Mall. This new effort would focus on the Mixed-Use II area in terms of refining the streetscape, refinement of uses and focus on massing of buildings for dense projects. In addition, staff would look for opportunities to expand the boundaries of the Specific Plan and ensure that those areas are internally consistent with the rest of the project but also identify future development opportunities for retail, office, hotel, and housing.
Newark Resource Center
Critical Issue Quality of Life
Funding Source Outside Grant Funds
Estimated Cost $1,800,000
Operating Impact Significant Permanent Impact
Implementing Department Public Works/City Manager’s Office Priority Level Level Two – Service Level Increase
Contact Oeverndiek/Gonzalez
Year First Proposed 2021
Year Funded 2024
This project will convert the existing Head Start Building at Jerry Raber Ash Street Park to the Newark Resource Center, a location for community members to seek assistance related a variety of social program opportunities in the local area.
258
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
259
Park Grid Tree Work Project
Critical Issue Quality of Life
Funding Source Park Impact Fees
Estimated Cost $250,000
Operating Impact Moderate Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Landscape Parks Maintenance Contact Cianciarulo
Year First Proposed 2020
Year Funded 2023 ($125,000), 2024 ($125,000)
This project would help standardize the level of tree maintenance across all City parks. All City park trees would be placed on a schedule for pruning every four years; hazardous trees and tree species would be identified and removed; and new trees would be planted on an annual basis.
Pedestrian Hybrid Beacon Installations NEW
Critical Issue Quality of Life
Funding Source Gas Tax Funds
Estimated Cost $800,000
Operating Impact Significant Impact
Implementing Department Public Works - Engineering
Priority Level Level One
Contact Jung
Year First Proposed 2024
Year Funded 2025
As a result of the Citywide Crosswalk Evaluation studies, some intersections have been identified for improvements. The existing crosswalks located on Newark Boulevard at Brittany Drive/Ruschin Drive and on Cedar Boulevard at Milani Avenue have been identified as appropriate locations for the installation of pedestrian hybrid beacons to improve pedestrian traffic safety.
Police Department Barn Car Patrol Vehicle
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2020
Year Funded 2021
The City had one “barn” (reserve) patrol car that was deployed for the replacement of another patrol unit; upon deployment, another patrol unit was taken out of service. This project would purchase of a second fully equipped barn car to ensure no shortage of patrol units. 260
Police Department Crime and Collision Scene Investigation Scanner Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $84,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Police
Contact Arguello
Year First Proposed 2022
Year Funded 2023
Purchase of a laser scanner to document the scene and evidence in crime scene and collision investigations. The technology takes a 3D laser scan of the entire crime scene area as well as photographs.
Police Department Patrol Vehicle
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2020
Year Funded 2021
This project funds the addition to fleet of one new patrol vehicle build due to overlapping in shifts, during which there is a need for additional units. The addition of one Dodge Charger is proposed to ensure there are sufficient vehicles during those overlap periods.
Police Department Patrol Vehicles (2) NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Moderate Impact
Implementing Department Public Works/Police
Priority Level Level Two
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
The Police Department has identified the need for two (2) additional patrol vehicles to add to the existing fleet. The additional vehicles are necessary to align with current staffing levels in the department. 261
Police Department Replacement Scheduling and Workforce
Management Software
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Police
Contact Arguello
Year First Proposed 2020
Year Funded 2021
This project provides for the purchase of software and professional services to replace the Police Department’s existing scheduling and workforce management system. The project requires coordination with the Finance Department and the Human Resources Department.
Police Department Unmarked Vehicles (2) NEW
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $135,000
Operating Impact Moderate Impact
Implementing Department Public Works/Police
Priority Level Level Two
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
The Police Department has identified the need for two (2) unmarked vehicles to supplement the existing fleet. Unmarked vehicles serve a variety of essential operational needs for the department.
Police Department Utility Vehicle
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $12,500
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Police
Contact Arguello
Year First Proposed 2022
Year Funded 2023
Purchase of an all-terrain light weight utility vehicle designed for emergency response versatility. This piece of equipment can provide a quick and efficient method of response for patrol personnel to multiple situations.
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Police Department Volunteer Radios
Critical Issue Public Safety Services
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Police
Contact Arguello
Year First Proposed 2022
Year Funded 2023
Purchase of four handheld radios for police volunteers. Handheld radios provide the ability to communicate immediately during an emergency and at other times when the speed of communication is paramount. Realtime communication is quick and efficient, and the use of handheld radios keep all staff connected in case of an emergency so resources can respond quickly and efficiently to mitigate the situation.
Portable Outdoor Stage
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $20,000
Operating Impact Minor Impact
Priority Level Level Three
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2022
Year Funded 2023
Purchase of a portable outdoor stage for City events. Purchase would also include accessible ramp attachment and equipment needed for storage and installation of the equipment.
Public Works Maintenance Dump Truck
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2022
Year Funded 2023
The Service Center currently possesses a 10-yard dump truck; however, it is currently out-of-service for day-to-day operations due to California Air Resources Board (CARB) non-compliance. This project will purchase a replacement 3.5-ton dump truck to service the City. 263
Public Works Maintenance Mini Excavator
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $120,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2024
Year Funded Not Funded
A mini excavator would be beneficial to Maintenance Division operations to assist at job sites where significant excavation is required but the work area is too small or partially inaccessible to the full-size backhoe. Significant hand digging is required at such locations which ultimately reduces efficiency.
Public Works Maintenance Mini Sweeper
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $260,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2022
Year Funded 2023
Purchase of a small-scale street sweeper to clean between curb and gutter and bollards associated with the Class IV separated bike lanes planned throughout the City as recommended in the City’s Pedestrian and Bicycle Master Plan. The distance between curb and bollards will be between 6-8 feet, thus necessitating the need for a much smaller and more agile street sweeper capable of providing street sweeping services for long distances, along major traffic routes, safely and efficiently.
Public Works Maintenance Robotic Mower
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $25,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2024
Year Funded Not Funded
A future purchase of a robotic mower would increase operational efficiency in areas with steep slopes where the use of standard mowers is not viable. This unit would be particularly beneficial at the future Grand Park in the Bayside Newark area once maintenance obligations shift from the developer to the City.
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Public Works Maintenance Street Sweeper NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $500,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Two
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
An additional street sweeping unit is needed to improve overall street sweeping operations for the City.
With recent staffing additions to the Street Maintenance Section of the Maintenance Division, there is now increased capacity to provide a higher level of service with multiple sweepers running concurrently.
The additional unit would be equipped with options to provide more flexibility for sweeping operations.
Public Works Maintenance Supervisor Vehicles (2) NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $160,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Two
Contact Icasiano
Year First Proposed 2024
Year Funded 2025
An The City recently add two supervisory positions in the Maintenance Division of the Public Works Department. These supervisors represent an increase in personnel for the division and there is a need for two additional vehicles for maintenance operations.
Public Works Maintenance Vehicles (2)
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $60,000 (2021); $60,000 (2022)
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Icasiano
Year First Proposed 2020
Year Funded 2021 and 2022
Maintenance staff have historically doubled-up in work vehicles due to a shortage of available maintenance vehicles. This have been impactful during peak work periods. This project provides for the purchase and outfitting of two new Ford F-250s maintenance personnel. 265
Public Works Maintenance Water Tank Spray Truck NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $250,000
Operating Impact Moderate Impact
Implementing Department Public Works
Priority Level Level Three
Contact Icasiano
Year First Proposed 2024
Year Funded 2024
A new water tank spray truck is needed for the Maintenance Division to help ensure that new trees located on streets and medians with no irrigation systems can be watered on a regular basis. This investment will help the City with anticipated objectives in the upcoming Climate Action Plan Update and Urban Forest Master Plan
Reserved for Potential Future Project
Critical Issue
Funding Source
Estimated Cost
Operating Impact
Priority Level
Implementing Department
Contact
Year First Proposed
Year Funded
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Recreation and Community Services Mobile Recreation Van Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $70,000
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Recreation and Community Services Contact Cuevas/Icasiano
Year First Proposed 2022
Year Funded 2023
Purchase a van to allow expanded access to pop-up style recreation opportunities in the Newark Community. Funds would also include the outfitting of the truck and supplies.
Rental Housing Inspection Program Assessment NEW
Critical Issue Community Development
Funding Source Community Development Maintenance Funds
Estimated Cost $150,000
Operating Impact Moderate Impact
Implementing Department Community Development
Priority Level Level Two
Contact Turner
Year First Proposed 2024
Year Funded 2024
A feasibility study assessing rental housing stock in the City of Newark and determining the need for a Rental Inspection program. This study will also prescribe funding sources and implementation of the program, which is expected to be a cost-recovery model funded by licensing or permitting costs paid by property owners who are part of the program, assess if current staffing levels will support such a program, and determine the cadence of proactive inspections. The cadence of the inspections may be determined by items such as the age of the building, number of units, permit history, and a history of complaints.
Owners of rental properties are responsible for maintaining their buildings in compliance with minimum housing standards. Newark currently depends on complaints from tenants to investigate allegations of substandard housing. Often, these investigations result in finding violations that impact not only the initial tenant but also the health and safety of all the occupants. Tenants are often hesitant to report substandard housing conditions for fear of retaliation, up to and including eviction.
A proactive inspection program would allow Newark to inspect rental stock to ensure they meet minimum housing standards and that all building maintenance and repairs are done in accordance with current building codes. A proactive inspection program ensures our residents are afforded a clean, safe, and healthy place to live.
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Revisions to City Truck Routes
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $73,370
Operating Impact Minor Impact
Priority Level Level Two – Service Level Increase
Implementing Department Public Works - Engineering
Contact Jung
Year First Proposed 2023
Year Funded 2023
The City has a relatively high number of designated truck routes. A project is underway with a traffic engineering consultant to evaluate all truck routes in an effort to reduce impacts in areas that have recently transitioned to more residential uses. Such modifications can result in fewer impacts on nonarterial streets, thereby reducing pavement maintenance costs. Public Works Engineering is coordinated this effort with the Police Department and the Community Development Department.
Sanctuary Park Conceptual Design
Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $150,000
Operating Impact No Significant Impact
Priority Level Level Two – Master Plan Study
Implementing Department Public Works – Engineering/Recreation and Community Services Contact Cangco
Year First Proposed 2022
Year Funded 2023
Sanctuary Park, located within the Sanctuary Village residential subdivision, was not included in the Citywide Parks Master Plan. Therefore, development of a conceptual park improvement plan or ranking of those improvements against other projects in the Parks Master Plan never occurred. The project will amend the Citywide Parks Master Plan to add Sanctuary Park, develop a conceptual park improvement plan, and perform a prioritization analysis based on recommendations and input from residents and the surrounding communities.
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Sea Level Rise Vulnerability Assessment and Adaptation Strategies Critical Issue Quality of Life
Funding Source Community Development Maintenance Fund
Estimated Cost $275,000
Operating Impact No Significant Impact
Priority Level Level Two – Master Plan Study
Implementing Department Public Works Environmental Services Contact Scanlin
Year First Proposed 2023
Year Funded 2024
This project will utilize a consultant with expertise in the field of sea level rise assessment and mitigation to develop a comprehensive planning document. The study will include an assessment and modeling of the local area to assess public and private vulnerabilities for varying scenarios of sea level rise and multiple time horizons. Adaptation strategies will be developed to address long-term needs for the protection of local property and infrastructure. The adaptation component requires coordination with other local and regional efforts. The project will include significant outreach with the local community and regional stakeholders.
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Second Chance Shelter Repairs NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Implementing Department Public Works
Priority Level Level Three
Contact Connolly
Year First Proposed 2020
Year Funded 2024
This project would provide much needed repairs to various areas in the Second Chance Homeless Shelter, including retrofit of the foundation and partial replacement and/or repairs to the sewer system.
Other repairs include replacement of the flooring in the hallway, kitchen, and pantry.
Security Cameras and Building Access Management
Critical Issue Quality of Life/Public Safety Services
Funding Source Capital Funds
Estimated Cost $1,352,000
Operating Impact Moderate Impact
Priority Level Level Two
Implementing Department Information Technology
Contact Miranda
Year First Proposed 2006
Year Funded 2024
This project will install exterior and interior security camera systems and update building access management infrastructure at multiple City facilities.
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Senior Center Driveway Relocation NEW
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact Minor Impact
Implementing Department Public Works
Priority Level Level Three
Contact Cangco
Year First Proposed 2024
Year Funded 2024
This initiative aims to evaluate the primary driveway entrance at the Clark W. Redeker Newark Senior Center with a focus on enhancing the safety of guests entering and exiting the facility. Presently, there exists a blind spot for those leaving the center due to oncoming traffic. This project will provide for a full evaluation and some potential interim solutions. A major relocation of the driveway would result in additional costs.
Senior Center HVAC Replacement
Critical Issue Quality of Life
Funding Source Potential CDBG Project
Estimated Cost $50,000
Operating Impact Cost Savings
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2012
Year Funded Not Funded
This project would replace the HVAC units that service Phase II of the Senior Center building.
These units are 21 years old and no longer function well. The newer system will increase energy efficiency and lower utility costs.
Senior Center – New Construction
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $8,000,000
Operating Impact Significant Permanent Impact
Priority Level Level Three
Implementing Department Public Works – Engineering
Contact Cangco
Year First Proposed 2006
Year Funded Not Funded
Although the Senior Center building on Enterprise Drive was expanded in 2007, a new Senior Center building will eventually need to be built in order to meet future anticipated needs. This project is a listed Community Service and Facility project in the Impact Fee nexus analysis (13.7% maximum funding). This project will be deferred until the Facilities Master Plan has been completed. 270
Senior Center Repainting NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Implementing Department Public Works
Priority Level Level One
Contact Perez
Year First Proposed 2024
Year Funded 2024
This project would provide for a repainting of the entire exterior of the Senior Center building utilizing the existing color scheme. The building has not been painted since 2007.
Senior Center Room Divider
Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $60,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Recreation and Community Services Contact Cuevas
Year First Proposed 2006
Year Funded 2023
The current room divider in the Senior Center building dining room is not designed to reduce acoustical noise. This is a significant problem during concurrent use times. A divider with acoustic properties would reduce noise when the room is separated, thereby increasing the programmability of each room.
Service Center Perimeter Wall
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $120,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2023
The rear of the Service Center borders the railroad tracks. The project will install an 8-10’ high block wall along the 550’ span to minimize entry points and thefts. 271
Service Center Buildings – Painting
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2018
Year Funded 2019
Facilities have not been painted for over 15 years, are sun damaged, and are in need of new paint.
Service Center Clean Water Requirements
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $95,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2008
Year Funded 2014
Trash, asphalt, and other waste should be placed on impermeable surfaces. Maintenance operations transport trash and other waste products from parks and the right-of-way in pick-up trucks. The pick-ups are emptied onto the ground and then a loader scoops up the debris and places it in dumpsters to be hauled to the disposal site. The Service Center needs impermeable surfaces installed in the dump areas to ensure liquids from the waste products do not leach into the ground.
Street crews use the vac-on unit to remove debris from storm drain inlets. The contents in the vacon should be placed into a settlement pond where the debris removed from the inlets can settle to the bottom and the water can be drained into a sewer connection. This project is driven by the Clean Water Act.
Service Center Fuel Island Replacement
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $1,000,000
Operating Impact No Significant Impact
Priority Level Level One – Regulatory Obligation
Implementing Department Public Works – Building Maintenance Contact Connolly
Year First Proposed 2022
Year Funded 2023
To comply with State Water Resource Control Board regulations, underground single-lined fuel tanks must be replaced or abandoned by December 2025.
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Service Center Fuel Pump Island Drainage System
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $80,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2008
Year Funded 2023
This project would install a drainage system that allows any spilled hydrocarbons to be diverted into the existing oil separation tank. The Clean Water Act prohibits any type of hydrocarbons from being introduced into the storm drain system.
Service Center Fuel Tank Canopy
Critical Issue Not Applicable
Funding Source Capital Funds
Estimated Cost $140,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2000
Year Funded 2023
This project would construct a canopy over the existing fuel pumps at the Service Center. The primary purpose of the installation is to prevent rain water from washing spilled fuel into the storm drain system. This project is a listed Community Service and Facilities project in the Impact Fee nexus analysis (17.7% maximum funding).
Service Center Rear Garage Overhang Repairs
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $75,000
Operating Impact No Significant Impact
Priority Level Level One – Preservation of Existing Assets Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2018
Year Funded 2019
The roofing plywood underneath the shingles around the perimeter was incorrectly installed and is rotting along with the fascia; the side wall is deteriorated and needs total replacement. The overall cost estimate includes painting.
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Service Center Skylights
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Building Maintenance Contact Perez
Year First Proposed 2022
Year Funded 2023
Multiple skylights at the Service Center are cracked or broken, resulting in several large leaks in the garages. The project would replace all damaged skylights to minimize leaks.
Service Center Vacuum Truck Shelter NEW
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $100,000
Operating Impact Minor Impact
Implementing Department Public Works
Priority Level Level One
Contact Connolly
Year First Proposed 2024
Year Funded 2024
The City acquired a new vacuum street and requires a separate shelter due to its overall height. A secured modular structure located at the Service Center is needed.
Service Center Waste Disposal Upgrades
Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $275,000
Operating Impact No Significant Impact
Priority Level Level Three
Implementing Department Public Works – Maintenance
Contact Connolly
Year First Proposed 2012
Year Funded 2023
This project includes the construction of truck ramps and placement of containers for dumping of solid and green waste at the Service Center, with connection to the existing sanitary sewer line. 274
Silliman Activity Center - Door Closers Replacement NEW Critical Issue City Government Operations
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 door closers at the Silliman Activity Center (Phase 1 portion) are original equipment and replacement parts are difficult to obtain. This project would provide replacement of the original closers at the Childcare area, Pool Room including alarms (3), Gym (2) and the exterior doors (outside of the Childcare area).
Silliman Activity Center - Energy Conservation Measures Critical Issue City Government Operations
Funding Source Capital Funds
Estimated Cost $200,000
Operating Impact Cost Savings
Priority Level Level Two – Service Level Increase
Implementing Department Public Works
Contact Connolly
Year First Proposed 2016
Year Funded Not Funded
The Silliman Activity and Family Aquatic Center continues to account for a large portion of the City’s energy costs and greenhouse gas emissions. As such, the center is also a source of potential financial savings through energy conservation measures such as lighting retrofits and lighting sensors and controls. Staff will coordinate with Pacific Gas & Electric Company regarding available incentive programs.
Silliman Activity Center - Gym and Dance Floor Refinishing NEW Critical Issue Quality of Life
Funding Source Capital Funds
Estimated Cost $130,000
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 Gymnasium and Dance Room floors at the Silliman Activity Center are in need of a complete refinishing, including restriping. This service should be performed every 10 to 15 years depending on the level of use.
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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. 276
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. 277
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. 279
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. 280
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
Community Preservation staff has been working actively with property owners of the multifamily apartments along 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 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. Placement of fencing at this location needs to be carefully evaluated prior to funding the project.
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. 283
Reserved for Potential Future Project
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Contact
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284
Reserved for Potential Future Project
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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. 285
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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287
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. 288
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. 290
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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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 293
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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Item E. 3.
DATE 06/27/2024
TO Honorable Mayor and City Council Members
FROM Brian Simon, Lieutenant
SUBJECT Public Hearing and Introduce By Title Only an Ordinance Approving and Re-Adopting a Military Equipment Use Policy as Stated in Chapter 2.50, “Military Equipment Use Policy” to Title 2. "Administration and Personnel" of the Newark Municipal Code in compliance with Assembly Bill 481
SUMMARY AND RECOMMENDATION
Assembly Bill (AB) 481 requires the Newark Police Department (NPD) to seek City Council approval by ordinance prior to funding, acquiring, or using equipment defined by the law as “military equipment.” This report outlines staff’s work in complying with AB 481 and includes staff’s recommendation to conduct a public hearing to receive input on the current military equipment policy and waive full reading and introduce an ordinance re-adopting Newark Municipal Code Chapter 2.50, “Military Equipment Use Policy.” The “2023 Annual Military Equipment Use Report and Qualifying Equipment Inventory” demonstrates compliance with all requirements set forth in AB 481 and no changes to the policy are recommended.
Staff recommends that the City Council conduct a public hearing to receive input on the current military equipment policy, waive full reading and introduce by title only an ordinance re-adopting Newark Municipal Code Chapter 2.50, “Military Equipment Use Policy.”
BACKGROUND
On September 30, 2021, Governor Gavin Newsom signed AB 481 into law, relating to the use of military equipment by law enforcement agencies, codified in California Government Code sections 7070 through 7075. The law now requires law enforcement agencies to obtain annual approval of the applicable governing body (City of Newark City Council), by an ordinance adopting a “military equipment” use policy.
The item must be heard during a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment.
The term “military equipment”, as used in Government Code section 7070, in fact does not necessarily indicate equipment that has been used by the military or purchased from the federal government and the definition includes, but is not limited to, unmanned aerial or ground vehicles, armored vehicles, command and control vehicles, pepper balls, less lethal shotguns, less lethal 40mm projectile launchers, and noise and flash diversionary devices, commonly referred to as "flashbangs". AB 481 allows the governing body of a city to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations.
On May 11, 2023, a public hearing was held to receive input on a Newark Police Department Military Equipment Use Policy and introduce by title only an ordinance adding Chapter 2.50, “Military Equipment Use Policy” to the Newark Municipal Code.
On May 25, 2023, a second reading of the ordinance was conducted to satisfy requirements of AB 481. The City Council determined that the NPD Military Equipment Use Policy was approved and adopted.
DISCUSSION/ANALYSIS
The City of Newark Police Department is in possession of equipment that qualifies as “military equipment” under AB 481 but does not currently receive or utilize surplus military equipment, does not possess any equipment that it has obtained from the military, nor does it possess any equipment that was designed for military use. The Newark Police Department does not participate in the Law Enforcement Support Officer (LESO) 10-33 program.
“Military equipment” is defined in California Government Code section 7070 and includes items used as a component of overall best practices for law enforcement agencies throughout the country. These tools have been tested in the field and are used by law enforcement agencies to enhance the safety of community members and peace officers. Loss of these items would jeopardize the welfare of the public and public safety personnel in the City of Newark.
AB 481 requires any proposed or final Military Equipment Use Policy to be made publicly available on the internet website of the Police Department for as long as the Military Equipment is available for use. On March 7, 2023, NPD posted the Military Equipment Policy (709) prominently on the department’s public website, including “Military Equipment Inventory,” which lists qualifying equipment owned/utilized by NPD.
After the second reading of the ordinance, NPD updated the website with the final, City Council reviewed Military Equipment Policy (709).
To comply with the review and approval of the Military Equipment Policy governed by AB 481, Newark Municipal Code Chapter 2.50, "Military Equipment Use Policy," requires that NPD submit an annual military equipment report to the City Council, containing information required in Government Code Section 7072, and City Council shall determine whether each type of military equipment identified in that report has complied with the standards for approval. The proposed ordinance relies on the state law definition of Military Equipment. The ordinance requires that the City Council review this ordinance and vote on whether to re-adopt it and NPD Policy 709, on an annual basis at a regular meeting to satisfy the requirements of Government Code 7070(d). basis at a regular meeting to satisfy the requirements of Government Code 7070(d).
The 2023 Annual Military Equipment Use Report and Qualifying Equipment Inventory was posted to the police department website and submitted to the City Council on April 9, 2024. As required per Government Code Section 7072, within 30 days of the report’s publication, a community engagement meeting was held on April 16, 2024, at the Newark Police Department. The well-publicized and conveniently located community engagement meeting was held to discuss and allow the public to ask questions about the 2023 Annual Military Equipment Use Report and Qualifying Equipment Inventory funding, acquisition, and use. Overall, community members were interested in learning about the various equipment and asked questions primarily about functionality.
Given the inherently unpredictable nature of providing for public safety, it is critically important that NPD maintains the ability to acquire and utilize equipment that could prove essential to emergency operations, even if that equipment has not previously been included in the approved Military Equipment Policy. In exigent circumstances, it is not feasible to convene City Council meetings to seek advance approval for the use of equipment that is needed to carry out critical operations. Therefore, the ordinance also includes a section establishing the parameters for use of Military Equipment that is not included in the approved Military Equipment Use Policy in exigent circumstances.
The following is a list of qualifying equipment that NPD currently possesses for review and approval. The items are described in greater detail within the Military Equipment Inventory attachment to the policy:
• Unmanned Aircraft Systems (UAS/Drones)
• Robotex Avatar Robots
• Armored Rescue Vehicle - Lenco BearCat G1
• Mobile Command Vehicle
• Patrol Rifles – Colt AR-15
• SWAT Rifles – M4 Style platform automatic rifle
• Compact Heckler Koch Submachine Guns
• .308 Bolt Action Rifles
• CTS CS gas systems
o Baffled Canister Grenades
o 40mm CS Liquid Barricade Projectile
o CS JetLite Rubber Ball Grenade
o CS Flameless Expulsion Canister
o CS Canister Grenade
o 40mm Frangible Impact – CS Powder
• CTS 7290 – Flash Bang Noise Flash Diversionary Device • PepperBall launcher
• Deftech LMT 40mm kinetic energy projectiles with 40 mm projectiles NPD intends to replace previously approved patrol rifles and intends to add five additional rifles to the equipment inventory for 2024. Replacement patrol rifles were listed in the 2022 Annual Military Equipment Use Report as an intended future purchase but were not acquired during 2023. Additionally, the police department will be exploring the potential purchase of six replacement in-service SWAT rifles that have exceeded their lifespan. The police department also intends to purchase twelve noise flash diversionary devices, commonly referred to as flashbangs, to replenish current inventory. Any other purchases for Newark PD in 2024 include items needed to maintain inventory for previously approved military equipment which need to be repaired or replenished after being used in either the field or training environments. The department will be exploring the potential to acquire a miniature confined space capable UAS/Drone. Future attempts to obtain the UAS/Drone or any additional types of military equipment not expressly provided herein, will adhere to procedures set forth in the Government Code and our Military Equipment policy; this includes a public hearing for City Council approval prior to acquisition.
FISCAL IMPACT
No significant fiscal impacts are anticipated other than additional staff time to prepare and present future items in compliance with AB 481.
REVIEW AND APPROVAL
Prepared by - Jolie Macias, Police Captain
Reviewed by - Jonathan Arguello, Police Chief
Reviewed by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Approved by - Lenka Hovorka, Assistant City Manager
Attachments
2024 AB 481 Ordinance
Ordinance No. 541
NPD Policy 709
Copy of 2023 Annual Report
AB 481 PowerPoint
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF NEWARK
APPROVING AND RE-ADOPTING A MILITARY EQUIPMENT USE POLICY AS STATED IN CHAPTER 2.50 “MILITARY EQUIPMENT USE POLICY” TO TITLE 2. “ADMINISTRATION AND PERSONNEL” OF THE NEWARK MUNICIPAL CODE IN COMPLIANCE WITH ASSEMBLY BILL 481
WHEREAS, on September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481 relating to the use of military equipment by California law enforcement agencies; and WHEREAS, Assembly Bill 481 seeks to provide transparency, oversight, and an opportunity for meaningful public input on decisions regarding whether and how military equipment is funded, acquired, or used by law enforcement agencies; and
WHEREAS, Assembly Bill 481, codified at California Government Code section 7070, et. seq., requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070 subdivision (c); and
WHEREAS, the Newark Police Department is in possession of certain items of equipment that may qualify as “military equipment” under Assembly Bill 481; and WHEREAS, Assembly Bill 481 requires that a law enforcement agency possessing and using such qualifying equipment prepare a publicly released, written, military equipment use policy.
The policy must be a document covering the inventory, description, purpose, use, acquisition, maintenance, fiscal impacts, procedures, training, oversight, and complaint process, applicable to the Department’s use of such equipment; and
WHEREAS, Assembly Bill 481 allows the governing body of a city to approve the military equipment use policy for continued or future funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations specified in Government Code Section 7071 subdivision (d); and
WHEREAS, on June 9, 2022, the City Council adopted Ordinance No. 536 approving and adopting a military equipment use policy identified as Newark Police Department Policy 709, having received the information required under Assembly Bill 481 regarding the Newark Police Department’s use of military equipment as defined in said law and upon a finding of the specified determinations required under Government Code section 7071(d); and WHEREAS, Government Code section 7072 provides that a law enforcement agency that receives approval for a military equipment use policy pursuant to Section 7071 shall submit to the governing body an annual military equipment report for each type of military equipment approved by the governing body within one year of approval, and annually thereafter for as long as the military equipment is available for use; and
WHEREAS, the law enforcement agency shall also make each annual military equipment report publicly available on its internet website for as long as the military equipment is available for use; and
WHEREAS, the annual military report shall include the following information for the immediately preceding calendar year for each type of military equipment:
a. A summary of how the military equipment was used and the purpose of its use; b. A summary of any complaints or concerns received concerning the military equipment;
c. The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response; d. The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report;
e. The quantity possessed for each type of military equipment; f. If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment; and WHEREAS, Government Code section 7071(d) provides the governing body shall determine, based on the annual military equipment report submitted pursuant to Section 7072, whether each type of military equipment identified in that report has complied with the following standards for approval:
a. The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety; b. The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties;
c. If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety;
d. Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance; and
WHEREAS, if the governing body determines that a type of military equipment identified in that annual military equipment report has not complied with the standards for approval set forth above, the governing body shall either disapprove a renewal of the authorization for that type of military equipment or require modifications to the military equipment use policy in a manner that will resolve the lack of compliance; and
WHEREAS, the governing body shall review any ordinance that it has adopted approving the funding, acquisition, or use of military equipment at least annually and vote on whether to renew the ordinance at a regular meeting held pursuant to open meeting laws; and WHEREAS, the City Council most recently approved and reaffirmed the Newark Police Department’s Policy (identified as Newark Police Department Policy 709) on May 25, 2023, (Ordinance No. 541), finding it met the requirements under AB 481 and re-adopting the military equipment use policy as stated in Chapter 2.50 “Military Equipment Use Policy”; and WHEREAS, the Newark Police Department’s 2023 annual military equipment report was posted on the department’s internet website on April 9, 2024, and within thirty (30) days thereafter a well-publicized public meeting concerning the renewal of the military equipment at issue was held on April 16, 2024, in compliance with Government Code Section 7072 (b); and WHEREAS, the Newark Police Department seeks renewal of Policy 709; and WHEREAS, the City Council of the City of Newark, having received the information required under Assembly Bill 481 regarding the Newark Police Department’s renewed use of military equipment as defined in said law, and makes the specified determinations required under Government Code Section 7070, et. seq., deems it to be in the best interest of the City to approve and renew the Newark Police Department’s Military Equipment Funding, Acquisition and Use Policy as set forth in the policy identified as Newark Police Department Policy 709.
THE CITY COUNCIL OF THE CITY OF NEWARK DOES ORDAIN AS FOLLOWS:
SECTION 1. Recitals.
The above recitals are true and correct and made a part of this Ordinance.
SECTION 2. Determinations.
Based on the findings above, in addition to information provided to the City Council at the public meeting, the City Council determines as follows:
1. The military equipment identified in the annual military equipment report has complied with the standards for approval as set forth in Government Code section 7071 subdivision (d).
2. The Newark Police Department’s Military Equipment Use Policy is necessary because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety.
3. The Newark Police Department’s Military Equipment Use Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
4. The military equipment identified in the Newark Police Department’s Military Equipment Use Policy is reasonably cost effective compared to available alternatives that can achieve the same objectives of officer and civilian safety.
5. Prior military equipment use by the Newark Police Department complied with the Military Equipment Use Policy although it was not yet in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.
6. The Newark Police Department’s Military Equipment Use Policy, Policy 709, setting forth the City’s military equipment use policy is approved and renewed.
SECTION 3. Severability.
If any section, subsection, sentence, clause or phrase of this ordinance is for any reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have passed this ordinance and each of every section, subsection, sentence, clause, or phrase not declared invalid or unconstitutional without regard to whether any portion of the ordinance would be subsequently declared invalid or unconstitutional.
SECTION 4. CEQA.
Approval of the ordinance is exempt from further environmental review under the general rule in California Environmental Quality Act (CEQA) Guidelines Section 15061(b)(3) that CEQA only applies to projects that have the potential for causing a significant effect on the environment. As a series of text amendments and additions that do not authorize any new activity, it can be seen with certainty that there is no possibility that the ordinance will have a significant effect on the environment.
SECTION 5. Publication and effective date.
Within fifteen (15) days from and after adoption, this Ordinance shall be published once in a newspaper of general circulation printed and published in Alameda County and circulated in the City of Newark, in accordance with California Government Code Section 36933. This Ordinance shall take effect and be enforced thirty (30) days after its adoption.
510.578.4000 [email protected] www.newark.org
City of Newark
Newark Police Department
37077 Newark Boulevard
Newark, CA 94560
April 9, 2024
2023 ANNUAL MILITARY EQUIPMENT USE REPORT
&
QUALIFYING EQUIPMENT INVENTORY
The acquisition and use of military equipment in our community may impact the public’s safety and welfare. Our community has a right to know about funding, acquisition, or use of military equipment by the Newark Police Department (PD), as well as a right to participate in the local government’s decision to fund, acquire, or use such equipment.
The Newark Police Department owns equipment defined as “military equipment” under California Government Code section 7070 subdivision (c). Newark PD does not possess any equipment received from the military, nor does it possess any equipment that was designed for military use. Newark PD does not participate in the Law Enforcement Support Officer (LESO) 10-33 program. The department does not currently receive or utilize surplus military equipment from the Federal government. It is the policy of the Newark Police Department to acquire and use equipment designed to enhance law enforcement’s ability to ensure public safety and welfare.
Newark PD’s Military Equipment Policy 709 requires the publication of an Annual Military Equipment Usage Report.
Per Government Code section 7072, our annual report must include the following information:
• A summary of how the military equipment was used and the purpose of its use. o The Qualifying Equipment Inventory details usage of each item • A summary of any complaints or concerns received concerning the military equipment. o Newark PD did not receive any complaints related to the use of military equipment in 2023. • The results of any internal audits or information about violations of military equipment use policy and any actions taken in response.
o All use of force incidents are reviewed by assigned Watch Commanders to ensure employees are performing their duties within guidelines set by department policy and applicable law. Reviews provide opportunities to reflect on officer actions, policies, procedures, legislation, training, and best practices. During the 2023 military equipment audit, no violations or concerns related to the use of military equipment were reported. Officers were found to be operating in a manner consistent with department policies and training.
• The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
o The Qualifying Equipment Inventory details the cost associated with all military equipment.
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• The quantity possessed for each type of military equipment. o The Qualifying Equipment Inventory details the quantity of all military equipment. • If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.
o Newark PD intends to replace 30 previously approved patrol rifles and intends to add 10 additional rifles to the equipment inventory for 2024 for a total of 40 patrol rifles. Replacement patrol rifles was listed in the 2022 Annual Military Equipment Use Report as an intended future purchase but was not acquired during 2023. Additionally, the department will be exploring the potential purchase of (6) replacement SWAT rifles to replace in-service SWAT rifles that have exceeded their lifespan. o Newark PD intends to purchase (12) noise flash diversionary devices (NFDD), commonly referred to as “flashbangs”, to replenish the current inventory.
o Any other purchases for Newark PD in 2024 include items needed to maintain inventory for previously approved military equipment which need to be repaired or replenished after being used in either the field or training environments. All items needed to be repaired or replenished are included in our policy and attached inventory, which was previously approved by the City Council. o The department will be exploring the potential to acquire a miniature confined space capable UAS/Drone. A confined space drone was listed in the 2022 Annual Military Equipment Use Report as a possible future purchase but was not acquired during 2023. Future attempts to obtain the UAS/Drone or any additional types of military equipment not expressly provided herein, will adhere to procedures set forth in the Government Code and our Military Equipment policy; this includes a public hearing for City Council approval prior to acquisition.
o The Qualifying Equipment Inventory and all costs associated with the use of this equipment is believed to be consistent with the Military Equipment inventory list, policy, and department budget, previously approved by the City Council. It should be noted, these operating costs are good faith estimates which are subject to changes made by vendors and/or manufacturers based on variables related to availability, shipping, and general market increases.
Public Comment
Newark PD strongly considers the public’s welfare, safety, civil rights, and civil liberties. In an effort for continued transparency, our department places high regard on public input related to the use of military equipment in our community. The department will hold a well-publicized and conveniently located community engagement meeting where members of the community may discuss and ask questions regarding the annual military equipment report. A meeting will be held within thirty days of posting this report on our department website.
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Qualifying Equipment Inventory: Owned/Utilized by the Newark Police Department Equipment Name: Unmanned Aircraft Systems (UAS/Drones) – CA Gov’t Code § 7070 (c)(1) Quantity Owned/Sought: 4 Lifespan: 5 years
Equipment Capabilities:
Remotely piloted aerial vehicle capable of providing live and recorded video images captured from aerial positions, including images enhanced by Forward Looking Infrared (FLIR), thermal and optical zoom lenses.
Manufacture Product Description:
DJI Phantom 4 Pro (quantity 1): The Phantom 4 Pro’s camera shoots 4K/60fps at a bitrate of 100Mbps and stills up to 20-megapixels. The Flight Autonomy system adds dual rear vision sensors and two Time of Flight range imaging cameras for a total of 5 directions of obstacle sensing with a range of up to 30m in all directions. The Lightbridge HD video transmission system offers an extended maximum transmission range of 4.3mi (7km) with the ability to switch between 2.4GHz and 5.8GHz. The aircraft’s Intelligent Flight Battery also have increased capability by 520mAh to enable an extended flight time of 30 minutes.
DJI Mavic 2 Enterprise (quantity 3): The Mavic 2 Enterprise Dual features a 24mm camera with a 1/2.3” 12MP sensor and FLIR thermal imaging sensor. The cameras can capture up to UHD 4K resolution video at 30fps, or thermal imaging images and temperature data. The Mavic 2 Enterprise can achieve speeds of up to
44.7 mph, and the four-call LiPo battery provides up to 31 minutes of flight time. The Mavic 2 Enterprise Dual also supports OcuSync 2.0 video transmission system. Additionally, there are three modular accessories to include a spotlight, speaker, and beacon. The Mavic 2 Enterprise also has omnidirectional obstacle sensing.
Purpose/Authorized Uses:
To be deployed when its view would assist officers or incident commanders with the following situations, which include but are not limited to:
1. Major collision investigations and crime scenes.
2. Search for missing persons and rescue events.
3. Natural disaster management.
4. Anytime a UAS would enhance public safety, improve operational safety, incident stabilization or incident mitigation.
5. SWAT, tactical or other public safety, fire services and life preservation missions.
Only assigned personnel who have completed the required department training shall be permitted to operate any UAS during approved missions. Any use of a UAS will be in strict accordance with constitutional and privacy rights and Federal Aviation Administration (FAA) regulations.
Fiscal Impacts:
DJI Phantom 4 Pro $1500
DJI Mavic 2 Enterprise $3350 each
Legal/Procedural Rules Governing Use:
The use of a UAV is in accordance with Newark Police Department Policy – 613 – Unmanned Aircraft Systems and FAA Regulation 14 CFR Part 107.
It is the policy of the NPD to utilize UAS only for official law enforcement purposes, and in a manner that respects the privacy of our community, pursuant to State and Federal law.
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Training Required:
Federal Aviation Administration “Part 107 – Remote Pilot License” and POST certified 24-hour Basic UAS Pilot course.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (14) UAS/Drone deployments.
In these cases, UAS/Drones were deployed to assist the Field Operations Division with active investigations to enhance officer safety and/or document fatal collision scenes. The deployment incidents included theft, stolen vehicles, high-risk warrants, and collision investigations.
Complaints Received:
No complaints were received regarding UAS/Drone usage.
Internal Audit
A review of UAS/Drones deployments found their use was within policy and determined no violations of the military equipment use policy were identified.
Quantity Possessed: 4
Annual Cost:
There are no reoccurring costs with the possession of the UAS/Drones. Drone pilot operation is a collateral assignment in addition to regular duties. Training is completed on an annual basis depending on training needs. This training occurs during normal duty hours and when staffing allows.
Anticipated Purchase(s):
In the coming year there is an interest in purchasing (1) mini UAS/Drone to assist with the purpose above where the location is too confined for conventional UAS/Drone use.
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Qualifying Equipment Inventory: Owned/Utilized by the Newark Police Department Equipment Name: Robotex Avatar III/ Robotex Avatar II Robot(s)- CA Gov’t Code § 7070 (c)(1) Quantity Owned/Sought:
Owned:
(1) Robotex Avatar III
(1) Robotex Avatar II
Lifespan: 10 Years
Equipment Capabilities: Robots designed for remote handling of objects, reconnaissance missions, two-way communication, and deliver/ retrieval tasks.
Manufacture Product Description: The Robotex Avatar III/ Robotex Avatar II are rugged, easy-to-use tactical robots that enhance the capabilities of law enforcement and first-responders by allowing them to safely and quickly inspect dangerous situations.
Purpose/Authorized Uses: To remotely gain visual/ audio data, deliver CNT phone, open doors, disrupt packages, and clear buildings, or for any other approved law enforcement purpose. Only to be utilized by officers who have been trained in their proper use and deployment.
Fiscal Impacts: $30,000 / unit
Legal/Procedural Rules Governing Use:
The use of a robot is in accordance with Newark Police Department Policy – 408– Special Weapons and Tactics.
It is the policy of the NPD to utilize robots only for official law enforcement purposes, and in a manner that respects the privacy of our community, pursuant to State and Federal law.
The use of an unmanned, remotely piloted, powered ground vehicles potentially involves privacy considerations. Absent a warrant or exigent circumstances, operators and observers shall adhere to all applicable privacy laws and shall not intentionally record or transmit images of any location where a person would have a reasonable expectation of privacy (e.g., residence, yard, enclosure). Post Hoc authorization is required per Penal Code § 632.
Training Required: Specialized yearly department training via NPD SWAT Personnel.
Other: Robotex Avatar III can be equipped with Avatar Extended Reach Manipulator Arm ($24,000 purchase price). The Avatar III with Avatar Extended Reach Manipulator Arm was obtained through State grant funds.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (2) Robotex Avatar deployments.
In both instances, the Avatar was deployed to assist Field Operations with the searching of a building for suspect(s) during a high-risk building search.
Complaints Received:
No complaints were received regarding Avatar usage.
Internal Audit
A review of Avatar deployments found their use was within policy and determined no violations of the military equipment use policy were identified.
Quantity Possessed: 2
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Annual Cost:
There are no reoccurring costs with the possession of the Robotex Avatar robots. An Avatar operator is a collateral assignment in addition to regular duties. Training with the Avatar occurs annually depending on training needs.
Anticipated Purchase(s):
We do not anticipate any purchases for the Avatar in the coming year.
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Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: Lenco Armored Rescue Vehicle (ARV) -CA Gov’t Code § 7070 (c)(3) Quantity Owned/Sought: 1 Lifespan: ~20 years
Equipment Capabilities:
The vehicle is equipped with emergency lights/sires, rotating roof hatch, electric winches, running boards, back-up camera, battering ram attachment, CS (tear gas) deployment attachment for battering ram, and spot/flood lights. The vehicle is armored with a 0.5 – 1.5” thick steel and ballistic windows rated to stop a
0.50 caliber bullet.
Manufacture Product Description:
2004 Lenco BearCat G1 Armored Rescue Vehicle (ARV) is the standard tactical armored vehicle for special operations units within the US Law Enforcement community. Since the early 2000s, agencies such as LAPD, LASD SEB, NYPD ESU, Boston PD and hundreds of Federal, State and Local Law Enforcement agencies have made the BearCat G1 part of their standard operating procedure. The G1 has excellent on-road driving characteristics and maneuverability in tight urban settings.
Purpose/Authorized Uses:
The Armored Rescue Vehicle (ARV) is primarily used during critical incidents. The ARV may be used by patrol and SWAT personnel for the safe transport of personnel, to conduct high risk rescue and evacuation operations, high risk warrant service operations, dangerous high risk tactical operations, training, community engagement efforts, or any other applications deemed appropriate by the SWAT Commander, Division Commander, or Chief of Police.
Fiscal Impacts:
The cost of the ARV was approximately $160,000. The refurbished 2004 vehicle was purchased by Newark Police Department in May of 2013 from the vendor, Lenco, on a lease agreement, which was budgeted and paid over 8 years out of the police department’s operating budget.
Legal/Procedural Rules Governing Use:
The use of the ARV may be considered a show of force and is governed by Newark Police Department Policy 300 – Use of Force and Policy 408.5.2 - Special Weapons and Tactics – Equipment.
It is the policy of the Department to use the ARV only for official law enforcement purposes, and in accordance with California State law regarding the operation of motor vehicles.
Training Required:
Officers are to be trained in the operation of the ARV prior to use. Training will include basic knowledge of electronic/mechanical functions on the vehicle and a driving exercise. SWAT personnel will receive advanced training and are expected to maintain a higher level of operational knowledge and expertise. Only NPD personnel who have completed training and possess a valid California Driver’s License will be authorized to drive/operate the ARV, unless a delayed deployment of an ARV would result in serious bodily injury or death.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (15) Lenco Armored Rescue vehicle (ARV) deployments. In these cases, the ARV was deployed to assist the Field Operations Division in (11) incident deployments where the ARV was used to protect officers during the following critical high stress incidents:
1/19/2023: SWAT Arrest/ Search warrant service for attempt homicide investigation 1/19/2023: Mutual aid for SACMCTF during homicide arrest Newark Police Department 8
3/8/2023: SWAT Arrest/ Search warrant service for automatic weapon investigation 3/8/2023: Response to shooting investigation
3/12/2023: Response to a carjacking investigation
4/8/2023: Response to disturbance with presence of a firearm 5/11/2023: Mutual aid for Fremont PD during hostage barricade 5/13/2023: Response to suicidal subject with a firearm
8/24/2023: Mutual aid for Southern Alameda Major Crimes TaskForce during attempt homicide investigation 9/9/2023: Response to disturbance with possible fatal injuries 9/20/2023: Mutual aid for SACMCTF during carjacking investigation In an additional (4) deployments, the ARV was used as an educational tool for public relation events: Newark Days, Children Summer Camp, Police Department tour, and Big Truck Day.
Complaints Received:
No complaints were received regarding ARV usage.
Internal Audit
A review of ARV deployments determined that its use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 1
Annual Cost:
Although there is no specialized reoccurring annual cost with the possession of this vehicle, there are routine maintenance costs for its upkeep, which are in-line with the upkeep of other fleet vehicles.
Anticipated Purchase(s):
There are no anticipated purchases for the coming year.
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Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: City of Newark- Mobile Command Vehicle (MCV) CA Gov’t Code § 7070 (c)(5) Quantity Owned/Sought: 1 Lifespan: 25 years
Equipment Capabilities:
The vehicle is capable of being used as a mobile command center, a temporary emergency operations center, for crisis negotiations, and as a dispatch center. The vehicle is capable of transporting personnel and equipment. The vehicle can be separated into two separate work areas by partitions to serve multiple functions simultaneously.
The Mobile Command vehicle serves as a resource management center, rallying point for outside resources, and location for centralized and unified command.
Manufacture Product Description:
LDV Model SS28RC-10CC SO243022. The Newark Police Department Mobile Command Vehicle is an 18’ dry van with a cab-to-axle length of 120”. It is built on a 2019 Ford F-550 Regular Cab 2WD single rear axle gasoline chassis. 19,500-lb with rear spring suspension and hydraulic brakes. It is painted white with police graphics affixed to the sides of the vehicle.
Purpose/Authorized Uses:
To be used for critical incident callouts, as a temporary emergency operations center, as a backup dispatch center, as a crisis negotiation workspace, or for other approved law enforcement purpose. The Mobile Command vehicle serves as a resource management center, rallying point for outside resources, and location for centralized and unified command.
The Mobile Command Vehicle can be used by staff who have been properly trained in the safe handling of the vehicle.
Fiscal Impacts:
Total cost of the Mobile Command Vehicle was $211,000. $135,000 was funded by State Grant and the remainder $76,000 was allocated through a General Fund Budget Amendment from the 2018-2020 Biennial Budget.
Legal/Procedural Rules Governing Use:
It is the policy of the Department to use the MCV only for official law enforcement purposes, and in accordance with California State law regarding the operation of motor vehicles.
Training Required:
Members of the Crisis Negotiations Team and Tactical Dispatchers receive annual training on the internal electrical system.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (4) Mobile Command Vehicle (MCV) deployments: Newark Days, Family Day in the Park, Big Truck Day, and a Christmas Tree Lighting Event. In these cases, the MCV was deployed to assist the Field Operations Division as a resource management center for public relations events where the public could connect with city personnel. On (2) Newark Police Department 10
occasions the MCV was used as an operations center for tactical dispatch and crisis negotiations during a Field Operations incident.
Complaints Received:
No complaints were received regarding MCV usage.
Internal Audit
A review of MCV deployments determined its use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 1
Annual Cost:
There is a general ongoing maintenance cost (oil changes, vehicle service etc.) including DMV registration in accordance with other department fleet vehicles. There are no other specialized costs with this equipment.
No formalized training is required to drive this class “C” vehicle.
Anticipated Purchase(s):
There is no anticipated purchase of this equipment in the coming future.
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Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: Patrol Rifles - Colt AR-15 ; CA Gov’t Code § 7070 (c)(10) Quantity Owned/Sought: 30 Lifespan: 10 years
Equipment Capabilities:
Carbine Rifle is a firearm, capable of accurately stopping an armed subject at various distances to include those that exceed the capabilities of a service pistol. The .223 / 5.56 cartridge is used as a lethal option designed to stop a violent encounter. The projectile is capable of penetrating soft body armor being worn by armed subjects.
Manufacture Product Description:
The Carbine Rifle is a lightweight, air-cooled, gas operated, magazine fed, shoulder fired weapon. AR-15 style barrel lengths varying from 10.3 to 16 inches.
• COLT AR-15 Carbine Patrol Rifle: 25
• Rock River Arms AR-15 Carbine Patrol Rifle: 5
Purpose/Authorized Uses: To be used as precision weapons to address a threat with more precision and/or greater distances than a handgun, if present and feasible.
Fiscal Impacts: $1,050 ea
Legal/Procedural Rules Governing Use:
All applicable State, Federal and Local laws governing police use of force. Newark Police Department Policy 300 – Use of Force, Policy 312.3.2 – Firearms – Patrol Rifles, Policy 408.5.2 - Special Weapons and Tactics – Equipment.
Possession of short-barreled rifles by police officers is governed by Penal Code § 33220. Possession of assault weapon by police officers in the discharge of their duties is governed by Penal Code § 30625.
Training Required:
Officers must successfully complete a CA POST certified 16-hour tactical rifle course as well as regular department firearms training and qualifications as required by law and policy.
Proficiency training shall be monitored and documented by POST certified firearms instructors.
All training and proficiency for firearms will be documented in the officer’s training file.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (4) patrol rifle deployments during training only. In these cases, patrol rifles were deployed in accordance with training needs to qualify and maintain proficiency with the rifle at an authorized police range.
Complaints Received:
No complaints were received regarding patrol rifle usage.
Internal Audit
A review of the patrol rifle deployments found their use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 30
Annual Cost:
There are no reoccurring costs with the possession of the patrol rifles except for replacement of broken parts which occur randomly.
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Anticipated Purchase(s):
In the coming year the department anticipates replacing the current (30) patrol rifles and purchasing (10) additional rifles.
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Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: M4 Style Platform Automatic SWAT Rifle; CA Gov’t Code § 7070 (c)(10) Quantity Owned/Sought: 15 Lifespan: 10 yrs
Equipment Capabilities:
Carbine Rifle is a firearm, capable of accurately stopping an armed subject at various distances to include those that exceed the capabilities of a service pistol. The .223 / 5.56 cartridge is used as a lethal option designed to stop a violent encounter. The projectile is capable of penetrating soft body armor being worn by armed subjects.
Manufacture Product Description:
• Sig Sauer SIG516 10.5-inch M4 style platform, fully automatic, pushrod gas system rifles in 5.56 caliber with flip up rear adjustable sights: 6
• Colt 10.5-inch M4 style platform, fully automatic, pushrod gas system rifles in .223 caliber with flip up rear adjustable sights: 6
• Bushmaster 10.5-inch M4 style platform, fully automatic, pushrod gas system rifles in .223 caliber with flip up rear adjustable sights: 3
Purpose/Authorized Uses:
To be used as precision weapons to address a threat with more precision and/or greater distances than a handgun, if present and feasible.
Fiscal Impacts: $2,100 ea.
Legal/Procedural Rules Governing Use:
All applicable State, Federal and Local laws governing police use of force. Newark Police Department Policy 300 – Use of Force, Policy 312.3.2 – Firearms – Patrol Rifles, Policy 408.5.2 - Special Weapons and Tactics – Equipment.
Possession of short-barreled rifles by police officers is governed by Penal Code § 33220. Possession of assault weapon by police officers in the discharge of their duties is governed by Penal Code § 30625.
Training Required: Only current NPD SWAT Team Members who have: 1) completed a 16 hour POST approved tactical rifle course. 2) successfully passed the NPD SWAT Rifle Qualification course and 3) enrolled in or successfully completed a POST approved Basic SWAT School course shall be authorized to utilize an M4 style platform. Users must continually display proficiency by successfully passing quarterly (4) qualification courses each calendar year.
Proficiency training shall be monitored and documented by POST certified firearms instructors.
All training and proficiency for firearms will be documented in the officer’s training file.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (6) SWAT rifle deployments. In these cases, SWAT rifles were deployed in accordance with training needs to qualify and maintain proficiency with the rifle at an authorized police range.
Complaints Received:
No complaints were received regarding patrol rifle usage.
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Internal Audit
A review of the SWAT rifle deployments determined their use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 15
Annual Cost:
There are no reoccurring costs with the possession of the SWAT rifles except for replacement of broken parts which occur randomly.
Anticipated Purchase(s):
There is an anticipated purchase of (6) replacement SWAT rifles, which are currently beyond their expected lifespan.
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Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: Compact Heckler Koch Submachine Gun; CA Gov’t Code § 7070 (c)(10) Quantity Owned/Sought: 7 Lifespan: 10 Years
Equipment Capabilities:
The submachine gun is a firearm, capable of accurately stopping an armed subject at various distances to include those that exceed the capabilities of a service pistol. It is a lightweight, air-cooled, gas operated, magazine fed, shoulder fired weapon. It is a short-barreled weapon which allows a trained officer better control inside of structures with greater accuracy than a handgun.
Manufacture Product Description:
Heckler Koch MP5 is a submachine gun using a blowback operating system for reliability, accuracy, and ease of handling in confined spaces. The barrels are cold hammer forged with the body consisting of stamped high strength steel and modern polymers.
• Heckler and Koch MP5 40cal with safe/semi/3rd burst/auto selector switch .40cal: 2 • Heckler and Koch MP5 9mm with safe/semi/3rd burst/auto selector switch 9mm: 5 Purpose/Authorized Uses:
To be used as precision weapons to address a threat with more precision and/or greater distances than a handgun, if present and feasible.
Fiscal Impacts: $3,025 per rifle
Legal/Procedural Rules Governing Use:
All applicable State, Federal and Local laws governing police use of force. Newark Police Department Policy 300 – Use of Force, Policy 312.3.2 – Firearms – Patrol Rifles, Policy 408.5.2 - Special Weapons and Tactics – Equipment.
Possession of short-barreled rifles by police officers is governed by Penal Code § 33220. Possession of assault weapon by police officers in the discharge of their duties is governed by Penal Code § 30625.
Training Required:
Officers must successfully complete a CA POST certified 16-hour tactical rifle course as well as regular department firearms training and qualifications as required by law and policy.
Only members that have successfully completed NPD sub gun range qualification are authorized to use these weapons.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (0) HK submachine gun deployments.
Complaints Received:
No complaints were received regarding patrol rifle usage.
Internal Audit
No internal audit was conducted as there were no deployments for 2023.
Quantity Possessed: 7
Annual Cost:
There are no reoccurring costs with the possession of the HK submachine guns.
Anticipated Purchase(s):
There are no anticipated purchases for the coming year.
Newark Police Department 16
Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: .308 Bolt Action Rifle – Accuracy International AE and ammo; CA Gov’t Code § 7070 (c)(10)
Quantity Owned/Sought: 2 Lifespan: 10 years
Equipment Capabilities:
The Accuracy International AE .308 rifle enables the stopping of an armed subject at a safe distance.
The rifle is capable of accurately stopping an armed subject at various distances to include those that exceed the capabilities of a service pistol. Additionally, the rifle, paired with the scope, creates a system which will allow for a trained sniper to gather real time information through observation at safe distances.
Manufacture Product Description:
The Accuracy International AE is a bolt action rifle manufactured for precision shooting. The rifle delivers a single .308 caliber shot from a short action rifle system. The Accuracy International AE rifle delivers precision accuracy in a powerful and rugged design. Features include a 24 inch floating barrel, a 5 round capacity magazine, manual safety, synthetic stock, carbon steel barrel, a Nightforce scope and Harris bipod. The rifle can deliver a precise shot engaging dangerous targets out to 600 meters and can be used for information gathering and observation at safe distances.
Purpose/Authorized Uses:
Accuracy International precision rifles are to be used exclusively by officers assigned to the SWAT Sniper Team. These rifles are typically deployed with the SWAT Sniper Team during high-risk SWAT operations and special events or instances wherein Sniper Over Watch Teams are needed.
Fiscal Impacts:
$5,500 each.
Legal/Procedural Rules Governing Use:
All applicable State, Federal and Local laws governing police use of force. Newark Police Department Policy 300 – Use of Force, Policy 312 – Firearms, Policy 408 - Special Weapons and Tactics.
Training Required:
SWAT Snipers must successfully complete SWAT school. SWAT Snipers must attend a 40 hour POST approved Basic Sniper School, and regularly train and qualify with various weapons systems including the .308 bolt action Sniper rifle to maintain proficiency.
Proficiency training shall be monitored and documented by POST certified firearms instructors.
All training and proficiency for firearms will be documented in the officer’s training file.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (0) .308 Bolt Action Rifle deployments.
Complaints Received:
Newark Police Department 17
No complaints were received regarding .308 Bolt Action Rifle usage.
Internal Audit
No internal audit was conducted as there were no deployments for 2023.
Quantity Possessed: 2
Annual Cost:
There are no reoccurring costs with the possession of the .308 Bolt Action Rifle.
Anticipated Purchase(s):
There are no anticipated purchases for the coming year.
Newark Police Department 18
Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: CS Gas systems- CA Gov’t Code § 7070 (c)(12) Quantity Owned/Sought:
Owned:
(20) CTS Irritant Munitions 5230B – CS Baffled
Canister Grenade
Sought :
(30) CTS Irritant Munitions 4330 – 40MM CS Liquid
Barricade Projectile
(12) CTS Irritant Munitions 9430 – CS Tear Ball
Grenade
(12) CTS Irritant Munitions 5430 – CS Flameless
Expulsion Canister
(12) CTS Irritant Munitions 6230 – CS Canister
Grenade
(25) CTS 40mm Munitions 4530 – 40mm Frangible
Impact- CS Powder
Lifespan: 5 years
Equipment Capabilities: The use of CS Gas causes mucous membranes and exposed skin to become inflamed resulting in a temporary respiratory effect and discomfort.
Manufacture Product Description:
CTS Irritant Munitions 4330 – 40MM CS Liquid Barricade Projectile – Spin Stabilized, 4.1” long liquid CS filled projectile penetrates intermediate barriers and delivers irritant agents into an adjacent room.
CTS Irritant Munitions 9430 – CS Tear Ball Grenade – "Rubber – ball" style grenades that upon initiation eject a powder payload of CS into a radius surrounding the device. Tear balls are primarily used for crowd control in indoor and outdoor situations.
CTS Irritant Munitions 5230B – CS Baffled Canister Grenade – Pyrotechnic grenade designed for indoor use delivering a maximum amount of irritant smoke throughout multiple rooms with minimal risk of fire.
CTS Irritant Munitions 5430 – CS Flameless Expulsion Canister Grenade – Large diameter flameless grenade posing no risk of fire and discharging a large powder payload instantaneously through multiple emission ports.
Newark Police Department 19
CTS Irritant Munitions 6230 – CS Canister Grenade – Pyrotechnic canister grenade emitting smoke through multiple emission ports for 30 to 40 seconds.
CTS 40mm Munitions 4530 – 40mm Frangible Impact- CS Powder – 40mm multi-effect munition delivering greater energy on the target with extreme accuracy and simultaneously dispersing a cloud of irritant or marking power.
Purpose/Authorized Uses:
Less lethal weapon systems may limit the escalation of conflict where employment of lethal force is prohibited or undesirable. In order to control subjects who are violent or who demonstrate the intent to be violent, tear gas may be used for crowd control, crowd dispersal or against barricaded suspects based on the circumstances. Only the Watch Commander, Incident Captain or SWAT Commander may authorize the delivery and use of tear gas, and only after evaluating all conditions known at the time and determining that such force reasonably appears justified and necessary. When practicable, fire personnel should be alerted or summoned to the scene prior to the deployment of tear gas to control any fires and to assist in providing medical aid or gas evacuation if needed.
Fiscal Impacts:
CTS Irritant Munitions 4330 – 40MM CS Liquid Barricade Projectile - $23.37 / unit CTS Irritant Munitions 9430 – CS Tear Ball Grenade - $ 44.49 / unit CTS Irritant Munitions 5430 – CS Flameless Expulsion Canister Grenade - $42.35 / unit CTS Irritant Munitions 6230 – CS Canister Grenade - $27.19 / unit CTS 40mm Munitions 4530 – 40mm Frangible Impact- CS Powder - $26.51 / unit CTS Irritant Munitions 6230 – CS Canister Grenade - $41.93 / unit Legal/Procedural Rules Governing Use:
The use of this equipment is governed by Newark Police Department Policy 300 – Use of Force, Policy 308.6 Control Devices and Techniques – Tear Gas Guidelines. Policy 312.3.3 - Firearms – Shotguns, Policy 467 – First Amendment Assemblies.
Tear gas is governed by Penal Code § 22810.
Additionally, use of kinetic projectiles and chemical agents for crowd control purposes is specifically governed by Penal Code § 13652.
Training Required:
Specialized yearly department training via a POST Certified Chemical Weapons Instructor.
Other:
CTS Irritant Munitions 4330 – 40MM CS Liquid Barricade Projectile, CTS Irritant Munitions 5230B – CS Baffled Canister Grenade, and CTS Irritant Munitions 6230 – CS Canister Grenade only to be utilized by properly trained NPD SWAT Personnel. CTS Irritant Munitions 9430 – CS JetLite Rubber Ball Grenade, CTS Irritant Munitions 5430 – CS Flameless Expulsion Canister Grenade, and CTS 40mm Munitions 4530 – 40mm Frangible Impact- CS Powder only to be utilized by properly trained NPD SWAT/ Crowd Management Team (CMT) personnel.
(3) converted shotgun with cup launcher attachment, to only be utilized in conjunction with CTS Irritant Munitions 5230B – CS Baffled Canister Grenade for deployment into a structure.
Newark Police Department 20
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (0) CS Gas systems deployments.
Complaints Received:
No complaints were received regarding CS gas usage.
Internal Audit
A review of the CS gas deployment found their use was within policy and no violations of the military equipment use policy were identified. We discovered during the replacement of expired CS gas supplies that our vendor included an additional CTS 4530 40mm Munition.
Quantity Possessed: Varied based on device listed above Annual Cost:
There are no reoccurring costs with the possession of the CS gas.
Anticipated Purchase(s):
There are no anticipated purchases for the coming year.
Newark Police Department 21
Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: CTS 7290 – Noise Flash Diversionary Device (NFDD) Flash Bang CA Gov’t Code § 7070 (c)(12)
Quantity Owned/Sought: Owned (32)/ Sought (40) Lifespan: 5 Years Equipment Capabilities: The device is intended to create a diversion during critical incidents in which the device deflagrates, emitting a bright light and thunderous noise to distract potentially dangerous individuals.
Manufacture Product Description: The CTS 7290 – Flash Bang is the standard for diversionary flash-bang devices. The 7290 produces 165-180db and 6-8 million candela of light output. The patented design of the 7290, incorporates a porting system that eliminates movement of the body at detonation even if the top or bottom of the device should be in contact with a hard surface. In addition, internal adjustments have greatly reduced smoke output. The device is an ATF-controlled Class C explosive device.
Purpose/Authorized Uses: Used during critical incidents as a diversionary device to disorient/ distract potentially dangerous individuals. Device shall only be used by officers who have been trained in their proper use and deployment. Situations for use of the device may include but are not limited to - 1) In hostage and barricaded subject situations. 2) In high-risk warrant (search/ arrest) services where there may be extreme hazards to officers. 3) During Riot/ Crowd control and civil unrest incidents 4) During other high-risk situations where their use would enhance officer safety and a tactical advantage can be obtained. 5) During training exercises or approved demonstrations.
Fiscal Impacts: $39.58/ CTS 7290 – Flash Bang
Legal/Procedural Rules Governing Use:
The use of flashbangs is governed by Newark Police Department Policy 300 – Use of Force and Policy 408.5.2 - Special Weapons and Tactics – Equipment.
It is the policy of the NPD to utilize diversion devices only for official law enforcement purposes, and pursuant to State and Federal law regarding the use of force.
Training Required: Specialized yearly department training via a POST Certified Noise-Flash-Diversionary Device Instructor.
Other: CTS 7290 – Flash Bang only to be utilized by properly trained NPD SWAT/ CMT Personnel.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (4) flash bang system deployments. In these (4) cases, flash bangs were deployed during training in accordance with training needed to qualify and maintain proficiency with the device at an authorized police training facility or for the purpose of demonstration to members of the public.
Complaints Received:
No complaints were received regarding flash bang usage.
Newark Police Department 22
Internal Audit
A review of flash bang deployments determined that their use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 22
Annual Cost:
There are no reoccurring costs with the possession of these devices.
Anticipated Purchase(s):
There is an anticipated purchase of (12) additional flashbangs to replenish the current inventory.
Newark Police Department 23
Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: Pepperball TAC-SF launcher- CA Gov’t Code § 7070 (c)(12) Quantity Owned/Sought: 3 Lifespan: 10 yrs
Equipment Capabilities: The TAC-SF semi-automatic pepperball launcher can launch over 250 .68 calibre pepperball projectiles containing 2% PAVA (OC) at an approximate distance of 150 feet per air tank charge providing distance and increasing safety.
Manufacture Product Description: Pepperball TAC-SF is a compact lightweight modular launcher constructed of glass nylon. It launches standard .68 calibre round projectiles using a high-capacity air pressure system.
Purpose/Authorized Uses:
Pepper projectiles are plastic spheres that are filled with a derivative of OC powder. Because the compressed gas launcher delivers the projectiles with enough force to burst the projectiles on impact and release the OC powder, the potential exists for the projectiles to inflict injury if they strike the head, neck, spine or groin.
Therefore, personnel using a pepper projectile system should not intentionally target those areas, except when the officer reasonably believes the suspect poses an imminent threat of serious bodily injury or death to the officer or others.
Fiscal Impacts: $1,900 ea.
Legal/Procedural Rules Governing Use:
Use is established under Newark Police Department Policy 308.47.2. - Control Devices and Techniques – Pepper Projectile Systems. It is the policy of the NPD to utilize PepperBall only for official law enforcement purposes, and pursuant to State and Federal law, including those regarding the use of force.
Additionally, use of kinetic projectiles and chemical agents for crowd control purposes is specifically governed by Penal Code § 13652.
Training Required:
Only those officers who have been trained in the use of Kinetic Energy Projectile Device are certified to carry the specific device.
Proficiency training shall be monitored and documented by POST certified less-lethal munitions and chemical agent instructors.
All training and proficiency for control devices will be documented in the officer’s training file.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (2) Pepperball system deployments. In (1) case, the Pepperball system was used to assist the Field Operations Division during a critical high stress incident in a less than lethal capacity. (1) incident was in accordance with training needed to qualify and maintain proficiency with the gas at an authorized police range. The Pepperball system was NOT used in any crowd control situations.
Complaints Received:
No complaints were received regarding the Pepperball system usage.
Internal Audit
A review of Pepperball system deployments determined their use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 3
Newark Police Department 24
Annual Cost:
There is no reoccurring cost for the possession of the Pepperball launchers. Forecasted costs related to maintaining inventory for previously approved Pepperball ammunition which occasionally needs to be replenished after being used in either the field or training environments.
Anticipated Purchase(s):
There are no anticipated purchases of Pepperball systems in the coming year.
Newark Police Department 25
Qualifying Equipment Owned/Utilized by the Newark Police Department Equipment Name: LMT Defense 40mm Launcher with 40mm kinetic energy projectiles- CA Gov’t Code § 7070 (c)(14)
Quantity Owned/Sought:
Owned:
(28) Defense Technology 1425 – 40mm LMT Tactical
Single Launcher, Expandable Stock
(180) Defense Technology 6325 – Exact Impact
40mm Standard Range Sponge Round
Lifespan: 10 Years (Defense Technology 1425 – 40mm
LMT Tactical Single Launcher, Expandable Stock)
5 years (Defense Technology 6325- Exact Impact
40mm Standard Range Sponge Round)
Equipment Capabilities: Kinetic energy projectiles, when used properly, are less likely to result in death or serious physical injury and can be used to de-escalate a potentially deadly situation. Department approved kinetic projectiles are fired from 40 mm launchers.
Manufacture Product Description:
Defense Technology 1425 – 40mm LMT Tactical Single Launcher, Expandable Stock – Tactical single shot launcher that features an expandable ROGERS Super Stoc and an adjustable Integrated Front Grip (IFG) with light rail. The ambidextrous Lateral Sling Mount (LSM) and QD mounting systems allow both a single and twopoint sling attachment. The launcher will fire standard 40mm less lethal ammunition, up to 4.8 inches in cartridge length. The Picatinny Rail Mounting System will accept a wide array of enhanced optics/ sighting systems.
Defense Technology 6325 – Exact Impact 40mm Standard Range Sponge Round – a point-of-aim, point-ofimpact direct-fire round. This lightweight, high-speed projectile consisting of a plastic body and sponge nose that is spin stabilized via the incorporated rifling collar and the 40mm launcher’s rifled barrel. The round utilizes smokeless powder as the propellant, and, therefore, have velocities that are extremely consistent.
Used for crowd control, patrol, and tactical applications.
Purpose/Authorized Uses: To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the Kinetic Energy Projectiles may include, but are not limited to: 1) Selfdestructive, dangerous and/or combative individuals. 2) Riot/ Crowd control and civil unrest incidents. 3) Circumstances where a tactical advantage can be obtained. 4) Potentially vicious animals. 5) Training exercises or approved demonstrations.
Fiscal Impacts: $725.00/ Defense Technology 1425- 40mm LMT Tactical Single Launcher, Expandable Stock $19.30/ Defense Technology 6325 – Exact Impact 40mm Standard Range Sponge Round Legal/Procedural Rules Governing Use: The use of 40mm Kinetic Energy Projectiles is governed by Newark Police Department Policy 300 – Use of Force, 308.9 - Control Devices and Techniques – Kinetic Energy Projectile Guidelines and Policy 497 - First Amendment Assemblies Additionally, use of kinetic projectiles and chemical agents for crowd control purposes is specifically governed by Penal Code § 13652.
Newark Police Department 26
Training Required:
Only those officers who have been trained in the use of Kinetic Energy Projectile Device are certified to carry the specific device.
Proficiency training shall be monitored and documented by a certified less-lethal munitions instructor.
All training and proficiency for control devices will be documented in the officer’s training file.
Other: Defense Technology 1425 – 40mm LMT Tactical Single Launcher, Expandable Stock can be utilized by properly trained NPD SWAT Personnel for the deployment of CTS Irritant Munitions 4330 – 40mm CS Liquid Barricade Projectile. Defense Technology 1425 – 40mm LMT Tactical Single Launcher, Expandable Stock can be utilized by properly trained NPD SWAT/CMT Personnel for the deployment of CTS 40mm Munitions 4530 – 40mm Frangible Impact- CS Powder.
Annual Report 2023
Use Summary:
During the 2023 calendar year, the Newark Police Department documented (4) LMT 40mm deployments. In (3) of these incidents, the 40mm was deployed to assist the Field Operations Division during critical incidents with the apprehension of suspect offenders. In (1) incident the 40mm was used in accordance with training needs to qualify and maintain proficiency with the gas at an authorized police range. There were no 40mm deployments for crowd control purposes.
Complaints Received:
An internal audit revealed that no complaints were received regarding this equipment.
Internal Audit
A review of the 40mm deployments determined their use was within policy and no violations of the military equipment use policy were identified.
Quantity Possessed: 28
Annual Cost:
There are no reoccurring costs with the possession of the LMT 40mm launcher units. Forecasted costs related to maintaining inventory for previously approved 40mm ammunition which occasionally needs to be replenished after being used in either the field or training environments.
Anticipated Purchase(s):
There are no anticipated LMT 40mm launcher unit purchases for this year.
Annual Report
2023 Military Equipment
May 23, 2024
Newark Police Department
Newark Police Department
2023 Military Equipment Annual Report
Why AB 481?
September 30, 2021 - Gov. Newsom signed 8 police reform bills, including Assembly Bill 481: Military Equipment, Funding, Acquisition and Use
- Increase transparency, accountability, oversight for acquisition and use of equipment
- Provide safeguards to protect public’s welfare, safety, civil rights, and liberties
3 2023 Military Equipment Annual Report
Timeline
AB 481
requires
city to
adopt
policy via
ordinance
Our policy
was
adopted by
City
Council
Annual
Report and
Inventory
was
published on
NPD website
Annual Use
Report
Community
Engagement
Meeting
January 1, 2022 May 25, 2023 April 9, 2024 April 16, 2024 Newark Police Department
Assembly Bill 481
What is considered “Military
Equipment”?
(Defined per AB 481)
Newark Police Department
Assembly Bill 481
“Military Equipment”
• Armored Rescue and Mobile Command
Vehicles
• Remote Powered Vehicles
• Robots & Unmanned Aircraft Systems
• Specialized Firearms
• Patrol & SWAT Rifles
• Flashbangs, Tear Gas, Pepper Ball & 40mm
launchers
Ensure
equipment
is
necessary
& without
alternative
Ensure
equipment
is cost
effective
Review
policy
annually
Ensure
equipment
safeguards
welfare,
safety, civil
rights, &
liberties
Annually
vote on
renewal
2023 Military Equipment Annual Report
City Council Responsibilities 7
Newark Police Department
Assembly Bill 481
Recommendation
Conduct a public hearing, waive full reading and
introduce an Ordinance Approving and Re-Adopting a
Military Equipment Use Policy as stated in Chapter
2.50, “Military Equipment Use Policy” of the Newark
Municipal Code.
Item F. 1.
DATE 06/27/2024
TO Honorable Mayor and City Council Members
FROM Kristopher Kokotaylo, City Attorney
SUBJECT Consider for adoption a resolution calling an election to be held on November 5, 2024, for voter consideration of a ballot measure seeking voter authorization to amend Municipal Code Chapter 3.16 to increase the City’s existing transient occupancy (hotel) tax; establishing policies and procedures in connection with such an election; requesting the Board of Supervisors of the County of Alameda to consolidate the general municipal election with the general election to be held on November 5, 2024; requesting certain services of the Registrar of Voters of Alameda County with respect to the consolidated general municipal election; and providing for submittal of ballot arguments and rebuttals and authorizing the filing of an impartial analysis
SUMMARY AND RECOMMENDATION
The City has an existing Transient Occupancy Tax (the “Hotel Tax”) that was established in 1972. The Hotel Tax, currently set at 10%, provides local funds to maintain services on which our community relies. The City Council most recently received a presentation on May 23, 2024 from Godbe Research regarding the results of a community survey. The community survey identified community priorities and City service needs as part of this year’s budget process. Furthermore, the survey assessed reactions for a potential locally controlled funding measure that would update the Hotel Tax.
The results of the community survey indicate community interest in a potential Hotel Tax increase. Following the presentation of the survey results at the May 23, 2024 City Council meeting, staff indicated that they would proceed with preparing the necessary actions for the City Council to consider placement of a ballot measure for voter consideration of a Hotel Tax increase. Staff recommends that the City Council adopt a resolution calling an election and submitting to the voters at the November 5, 2024 election the consideration of a measure increasing the existing Hotel Tax by 4%. The proposed resolution would: (1) place the Hotel Tax update on the November ballot; (2) request certain election services from the Alameda County Registrar of Voters; (3) provide a procedure for the submittal of ballot arguments and rebuttals; and (4) direct the City Attorney to author an impartial analysis.
BACKGROUND
The City’s Hotel Tax was initially established in 1972 and has been previously amended to establish its current rate of 10%. The Hotel Tax is a general tax that provides local funds to maintain services on which our community relies. The City Council previously received presentations at the February 22, 2024, City Council meeting regarding: (1) a summary of findings identified in the City’s first Facilities Master Plan; (2) an update on the status of Newark’s hotels; and (3) a request from staff to conduct a community survey to gauge Newark voter support of a potential ballot measure that would increase the Hotel Tax by 4% to fund the community’s current and future needs.
Godbe Research presented the results of the community survey at the May 23, 2024 City Council meeting. The community survey revealed that our residents prioritize the following City services:
Repairing potholes and city streets
Maintaining neighborhood police patrols/fire protection and 911/emergency medical response
Upgrading fire stations to ensure rapid response times/accommodate modern firefighting and life-saving emergency equipment
Improving emergency dispatch for rapid response during an earthquake or major disaster
Enhancing parks/recreation programs and maintaining sports fields and children’s play structures
The community survey also indicated that residents support increasing the Hotel Tax by 4% to fund these needs.
DISCUSSION/ANALYSIS
The current and future needs of the City are vast and critical. They include replacement of fire stations, tens of millions of dollars in maintenance needs, and various plans that need to be implemented for the safety and benefit of the City and community. Locally controlled funding sources are needed to address these essential needs.
In Fiscal Year 2024-25, the Hotel Tax is estimated to generate approximately $5.24 million in locally controlled funding, representing 6% of general fund revenues.
Increasing the Hotel Tax by 4% would provide an additional $2.1 million annually to support a number of critical programs and services in the City which may include street and sidewalk repairs, police patrols and emergency medical response, upgrading fire stations, and enhancing park and recreation amenities.
The proposed ordinance increases the Hotel Tax by 4%. Additionally, it provides that the Tax Administrator (the Finance Director) will administer the tax, instead of the City Clerk and provide for the formation of an independent community oversight committee to review the expenditure of funds from the Hotel Tax.
Community Survey
Community Survey
Earlier this year, the City Council directed staff to facilitate public opinion research to solicit community input on priorities as part of the budget process and to evaluate possible public interest in an increase of the existing Hotel Tax to support essential services.
The City retained the services of Godbe Research, an independent public outreach firm, to prepare and conduct the community survey. Godbe Research completed its work and presented the survey results to the City Council on May 23, 2024. The results of the survey showed residents prioritize public safety and public works services. If enacted, this measure would provide additional locally controlled funding that can be used for repairing potholes and maintaining the more than 105 miles of Newark streets. Furthermore, for victims of heart attacks, strokes, accidents and other emergencies, seconds can be the difference between life and death. Additional local funding can help ensure fast 911 emergency response times.
These additional funds would allow Newark to exercise control over local funds for local needs -allowing the City to be self-reliant in requiring that tax dollars be spent for Newark residents, with funding that cannot be taken by Sacramento. The results further indicate community support for a 4% increase in the Hotel Tax. The results also indicate that a majority of those polled have a favorable opinion of the job the City of Newark is doing in providing City services and in managing taxpayer dollars.
Summary of Election Actions
In order to place an ordinance increasing the Hotel Tax on the ballot for the November 5, 2024 General Election, staff has prepared a resolution that accompanies this staff report and generally does the following:
Calls for an election and places the Hotel Tax increase on the November ballot for voter consideration
Requests the services of the Alameda County Registrar of Voters to place the Hotel Tax increase on the November ballot
Provides the procedure for the submittal of ballot arguments and rebuttals Directs the City Attorney to prepare and submit an impartial analysis showing the effect of the measure on existing law
Ballot Question
The State Elections Code requires the ballot measure to be printed in the ballot pamphlet in the form of a “yes or no” ballot question of no more than 75 words. The following is the ballot question for City Council consideration:
“To maintain local services/ facilities, such as: repairing potholes/ city streets; replacing seismically unsafe fire stations; maintaining neighborhood police patrols, 9-1-1 and emergency medical response/ fire protection; and for general government use; shall the City of Newark measure be adopted increasing the existing voter approved transient occupancy (hotel) tax from 10% to 14%, paid only by hotel/ lodging guests, until ended by voters, providing $2,100,000 more annually, that cannot be taken by Sacramento, including independent citizen oversight?”
Ballot Arguments & Rebuttal Arguments
The State Elections Code allows the City Council to determine its interest in authoring an argument in favor of the ballot measure. Arguments of no more than 300 words each for and against the ballot measure can then be included in the voter information guide. The arguments must be submitted to the City Clerk, as the Elections Official, by 2:00 p.m. on July 11, 2024.
The State Elections Code also allows the City Council to determine its interest in allowing rebuttals. Any rebuttals, of no more than 250 words, must be submitted to the City Clerk no later than ten days after arguments are due. The rebuttals must be submitted to the City Clerk by 2:00 p.m. on July 18, 2024. If there is no argument put forward in opposition to the ballot measure, then there will be no rebuttal.
State law provides the orderly process by which the City Clerk selects the arguments for and against a ballot measure. Importantly, the City Council or members of the City Council are given priority if they submit an argument related to a ballot measure with varying levels of priority given to other individuals, groups and organizations.
The City Council has options regarding the preparation of ballot arguments and rebuttals, including the Mayor signing on behalf of the Council or the entire Council approving arguments and rebuttals in compliance with the Brown Act. In 2020 and in previous elections, the City Council authorized the Mayor to prepare and submit the argument and rebuttal for the Utility Users Tax. Staff recommends that the City Council repeat this process and authorize the Mayor to prepare and submit the argument along with community members.
FISCAL IMPACT
There is no direct fiscal impact associated with adopting the proposed resolution. If the voters approve the proposed ballot measure, it will result in an anticipate additional $2.1 million of general fund revenue.
REVIEW AND APPROVAL
Prepared by - Kristopher J. Kokotaylo, City Attorney
Reviewed by - Lenka Hovorka, Assistant City Manager
Approved by - David Benoun, City Manager
Attachments
Resolution Placing TOT
TOT Ordinance
TOT Ordinance Exhibit A
Presentation - TOT Ordinance
Memo Redlined Ordinance
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF NEWARK
CALLING AN ELECTION TO BE HELD ON NOVEMBER 5, 2024, FOR VOTER
CONSIDERATION OF A BALLOT MEASURE SEEKING VOTER
AUTHORIZATION TO AMEND MUNICIPAL CODE CHAPTER 3.16 TO
INCREASE THE CITY’S EXISTING TRANSIENT OCCUPANCY (HOTEL) TAX;
ESTABLISHING POLICIES AND PROCEDURES IN CONNECTION WITH SUCH AN ELECTION; REQUESTING THE BOARD OF SUPERVISORS OF
THE COUNTY OF ALAMEDA TO CONSOLIDATE THE GENERAL MUNICIPAL ELECTION WITH THE GENERAL ELECTION TO BE HELD ON NOVEMBER 5, 2024; REQUESTING CERTAIN SERVICES OF THE REGISTRAR OF VOTERS
OF ALAMEDA COUNTY WITH RESPECT TO THE CONSOLIDATED GENERAL MUNICIPAL ELECTION; AND PROVIDING FOR SUBMITTAL OF BALLOT
ARGUMENTS AND REBUTTALS AND AUTHORIZING THE FILING OF AN
IMPARTIAL ANALYSIS
WHEREAS, pursuant to section 7280 of California Revenue and Taxation Code, the legislative body of a city may levy a tax on the privilege of occupying a room or rooms, or other living space, in a hotel, inn, tourist home or house, motel, or other lodging for a period of 30 days or less; and
WHEREAS, Chapter 3.16 of the Newark Municipal Code establishes a transient occupancy tax (“TOT”) which, through resolution, is set at ten percent (10%) within the City of Newark (the “City”); and
WHEREAS, the City seeks to continue to exercise local control over local funds for local needs – allowing the City to be self-reliant and requiring any new local funding approved by its voters are spent for Newark residents and cannot be taken by Sacramento; and
WHEREAS, for victims of heart attacks, strokes, accidents and other emergencies, seconds can make a difference, and a measure supporting local funding will help ensure fast 911 emergency response times; and WHEREAS, additional local funding is needed to repair potholes and maintain streets on more than 105 miles of streets in the City; and WHEREAS, for any additional local funding, the City will continue its high standards of fiscal accountability and transparency by requiring that any money generated must be spent only on the community priorities, and not for any other purpose; and
WHEREAS, through an engagement effort and discussion around the City’s budget, residents identified City service funding priorities such as repairing potholes and City streets, maintaining neighborhood police patrols, fire protection and 911 emergency medical response, upgrading fire stations to ensure rapid response times, accommodate modern firefighting and life-saving emergency equipment, improving emergency dispatch for rapid response during an earthquake or major disaster and enhancing parks and recreation programs and maintaining sports fields and children’s play structures as priorities for any future spending; and
WHEREAS, additional local funding from a TOT (hotel) measure will ensure that visitors to Newark contribute towards the services they use and that the burden will not fall on homeowners as only hotel and lodging guests pay this tax; and
WHEREAS, Article XIIIC, section 2(b) of the California Constitution requires that any general tax for unrestricted general revenue purposes, such as a TOT, must be submitted to and approved by a majority vote of the voters voting on the issue of imposing any general tax; and
WHEREAS, the tax extension imposed by this proposed measure will only become effective if approved by a simple majority of the City’s voters voting on the question at the November 5, 2024 election; and
WHEREAS, based on all of the information presented at the June 27, 2024 meeting of the City Council, both written and oral, including the staff reports, minutes, and other relevant materials, the City Council finds that under CEQA Guidelines 15060(c)(2) and 15378, subdivisions (2) and (4) of subdivision (b), this tax does not constitute a project under CEQA and therefore review under CEQA, review is not required.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark that:
Section 1. The foregoing recitals are true and correct and hereby incorporated by reference.
Section 2. The City Council is authorized to present a measure to the voters for their consideration pursuant to Elections Code Section 9222 and Government Code Section 53724.
Section 3. Pursuant to the requirements of the laws of the State of California, the City Council hereby calls an election at which it shall submit to the qualified voters of the City of Newark a measure that, if approved by a majority vote, would increase the TOT rate from ten percent (10%) to fourteen percent (14%). This measure shall be designated by letter by the Alameda County Registrar of Voters.
Pursuant to California Elections Code Section 10400 et seq., the election for this measure shall be consolidated with the established statewide election to be conducted on November 5, 2024.
Section 4. The City Council does hereby submit for adoption by the qualified voters of the City of Newark at the General Municipal Election of November 5, 2024, the following question:
“To maintain local services/ facilities, such as: repairing potholes/ city streets; replacing seismically unsafe fire stations; maintaining neighborhood police patrols, 9-1-1 and emergency medical response/ fire protection; and for general government use; shall the City of Newark measure be adopted increasing the existing voter approved transient occupancy (hotel) tax from 10% to 14%, paid only by hotel/ lodging guests, until ended by voters, providing $2,100,000 more annually, that cannot be taken by Sacramento, including independent citizen oversight?”
YES
NO
Section 5. The full text of the proposed measure to be submitted to the voters is attached as Exhibit A (the “Measure”) hereto. If a simple majority (50%+1) of the qualified voters voting on the Measure vote in favor therefor, the Measure shall be deemed adopted and shall be in full force and effect ten (10) days after the date the vote is declared by the City Council of the City of Newark. The City Council hereby approves the Measure, attached as Exhibit A, the form thereof, and its submission to the voters of Newark at the November 5, 2024 election.
Section 6. The Board of Supervisors of Alameda County is hereby requested to permit the Alameda County Registrar of Voters to provide such services as may be necessary to properly and lawfully hold and conduct a Consolidated General Municipal Election in the City on November 5, 2024, pursuant to this Resolution, including but not restricted to the providing and printing of ballots and polling place cards, election supplies, voting booths, flags, registration lists and any other materials and services required to lawfully conduct the election. The City recognizes that additional costs will be incurred by the County by reason of this Consolidated General Municipal Election, and the City agrees to reimburse the County based on the County's established rates. This request is made pursuant to California Elections Code Sections 10002 and 10403.
Section 7. The City Clerk is authorized, instructed and directed to work with the Office of the Registrar of Voters as needed in order to properly and lawfully conduct the election. The ballots to be used in the election shall be in form and content as required by law. The Office of the Registrar of Voters is authorized to canvass the returns of the general municipal election. In all particulars not recited in this Resolution, the election shall be held and conducted as provided by law for holding municipal elections. The City Clerk is directed to file a certified copy of this resolution with the Board of Supervisors of Alameda County and the Registrar of Voters of Alameda County.
Section 8. Unless otherwise specified in this Resolution, the election on the Measure shall be held and conducted as provided in Resolution No. [_____________], and as provided by law for holding municipal elections.
Section 9. (a) In accordance with Elections Code Sections 9282 and 9283, arguments submitted for or against the Measure shall not exceed 300 words in length, and shall be printed upon the same sheet of paper and mailed to each voter with the sample ballot for the election and may be signed by not more than five (5) persons.
(b) In accordance with Elections Code Section 9282, the following headings, as appropriate, shall precede the arguments' wording, but shall not be counted in the 300 word maximum: "Argument Against Measure " or "Argument In Favor Of Measure " (the blank spaces being filled only with the letter or number, if any, designating the Measure). (c) In accordance with Elections Code Section 9283, printed arguments submitted to voters in accordance with Section 9282 of the Elections Code shall be filed with the City Clerk, accompanied by the printed name(s) and signature(s) of the author(s) submitting it or, if submitted on behalf of an organization, the name of the organization and the printed name and signature of at least one of its principal officers. Arguments are due in the office of the City Clerk prior to 2:00 p.m. on July 11, 2024.
(d) The City Council hereby authorizes Mayor Hannon to prepare and file a ballot argument in favor of the ballot measure set forth in this Resolution, which may be signed by members of the City Council, representatives of bona fide associations of citizens, and individual voters eligible to vote on the Measure. Members of the City Council who sign the ballot argument may use their titles. In accordance with Elections Code Section 9287, any council members authorized by the City Council to do so may sign the argument in favor of the Measure.
Section 10. (a) Pursuant to Elections Code Section 9285, when the City Clerk has selected the arguments for and against the Measure that will be printed and distributed to the voters, the City Clerk shall send copies of the argument in favor of the Measure to the authors of the argument against, and copies of the argument against to the authors of the argument in favor. Rebuttal arguments shall be printed in the same manner as the direct arguments. Each rebuttal argument shall immediately follow the direct argument that it seeks to rebut. (b) Rebuttal arguments shall not exceed 250 words and may be signed by not more than five persons. The persons that sign the rebuttal arguments may be different persons than the persons that signed the direct arguments.
(c) The last day for submittal of rebuttal arguments for or against the Measure shall be by 2:00 p.m. on July 18, 2024.
(d) The City Council hereby authorizes Mayor Hannon to prepare and file a rebuttal argument in favor of the ballot measure set forth in this Resolution, which may be signed by members of the City Council, representatives of bona fide associations of citizens, and individual voters eligible to vote on the Measure, who may be different from the people who signed the argument in favor of the measure. Members of the City Council who sign the rebuttal argument may use their titles. In accordance with Elections Code Section 9287, any council members authorized by the City Council to do so may sign the rebuttal argument for the Measure.
Section 11. In accordance with Elections Code Section 9280, the City Attorney is directed to file with the City Clerk, by 5:00 p.m. on July 11, 2024, an impartial analysis of the Measure, not to exceed 500 words, showing the effect of the Measure on the existing law and the operation of the Measure.
Section 12. (a) The City Clerk is directed to file a certified copy of this resolution with the Board of Supervisors of Alameda County and the Alameda County Registrar of Voters. The City Clerk is hereby authorized and directed to take all steps necessary to place the Measure on the ballot and to cause a synopsis of the Measure attached as Exhibit A to be published once in a newspaper of general circulation in accordance with California Elections Code Section 12111 and California Government Code Section 6061. A copy of the Measure shall be made available to any voter upon request. The City Clerk is authorized and directed to give further additional notice of the Measure in the time, form, and manner required by law.
(b) In all particulars not recited in this Resolution, and except as provided for in Elections Code Sections 10403 and 10418, the election shall be held and conducted as provided by law for holding municipal elections.
Section 13. The approval of this resolution is exempt from the California Environmental Quality Act (Public Resources Code §§ 21000 et seq., “CEQA,” and 14 Cal. Code Reg. §§ 15000 et seq., “CEQA Guidelines”), based on the general rule set forth in CEQA Guidelines Section 15061(b)(3) that CEQA applies only to projects which have the potential for causing a significant effect on the environment. This resolution places a measure on the ballot that, if approved, increases the TOT rate; thus, it can be said with certainty that there is no possibility that the Measure will have a significant effect on the environment.
Additionally, under CEQA Guidelines section 15378(b)(4), the tax is not a project within the meaning of CEQA because it creates a government funding mechanism that does not involve any commitment to any specific project that may result in a potentially significant physical impact on the environment. If revenue from the tax were used for a purpose that would have such effect, the City would undertake the required CEQA review for that particular project at the earliest feasible time prior to approval of the project, consistent with CEQA Guidelines Sections 15004 and 15352. Therefore, pursuant to CEQA Guidelines section 15060, CEQA analysis is not required.
1 ORDINANCE NO. ____
AN ORDINANCE OF THE CITY OF NEWARK AMENDING
CHAPTER 3.16 OF THE NEWARK MUNICIPAL CODE
RELATING TO THE TRANSIENT OCCUPANCY (HOTEL)
TAX
WHEREAS, pursuant to section 7280 of California Revenue and Taxation Code, the legislative body of a city may levy a tax on the privilege of occupying a room or rooms, or other living space, in a hotel, inn, tourist home or house, motel, or other lodging for a period of less than 30 days; and
WHEREAS, Chapter 3.16 of the Newark Municipal Code establishes a transient occupancy tax (“TOT”) which, through resolution, is set at ten percent (10%) within the City of Newark (the “City”); and
WHEREAS, the City seeks to continue to exercise local control over local funds for local needs – allowing the City to be self-reliant and requiring any new local funding approved by its voters are spent for Newark residents and cannot be taken by Sacramento; and WHEREAS, for victims of heart attacks, strokes, accidents and other emergencies, seconds can make a difference, and a measure supporting local funding will help ensure fast 911 emergency response times; and
WHEREAS, additional local funding is needed to repair potholes and maintain streets on more than 105 miles of streets in the City; and
WHEREAS, for any additional local funding, the City will continue its high standards of fiscal accountability and transparency by requiring that any money generated must be spent only on the community priorities, and not for any other purpose; and WHEREAS, through an engagement effort and discussion around the City’s budget, residents identified City service funding priorities such as repairing potholes and City streets, maintaining neighborhood police patrols, fire protection and 911 emergency medical response, upgrading fire stations to ensure rapid response times, accommodate modern firefighting and lifesaving emergency equipment, improving emergency dispatch for rapid response during an earthquake or major disaster and enhancing parks and recreation programs and maintaining sports fields and children’s play structures as priorities for any future spending; and WHEREAS, additional local funding from a TOT (hotel) measure will ensure that visitors to Newark contribute towards City services they use and that the burden will not fall on homeowners as only hotel and lodging guests pay this tax; and WHEREAS, the People of the City of Newark desire to increase the TOT rate.
NOW, THEREFORE, the People of the City of Newark do ordain as follows:
2 Section 1. Recitals.
The above recitals are true and correct and made a part of this Ordinance.
Section 2. Municipal Code Amendment.
Chapter 3.16, “Transient Occupancy Tax” of the Newark Municipal Code is hereby amended to read as to read as set forth in Exhibit A, attached hereto and incorporated herein by reference (deletions in strikethrough; additions in underline).
Section 3. Severability.
If any provision of this Ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the Ordinance, including the application of such part or provision to other persons or circumstances shall not be affected thereby and shall continue in full force and effect. To this end, provisions of this Ordinance are severable. The People of the City of Newark hereby declare that they would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be held unconstitutional, invalid, or unenforceable.
Section 4. Amendment or Repeal.
Chapter 3.16 of title 3 of the Newark Municipal Code may be repealed or amended by the City Council without a vote of the People. However, as required by Article XIII C of the California Constitution, voter approval is required for any amendment provision that would increase the rate of any tax levied pursuant to this Ordinance or impose the tax on a person not currently subject to the tax. The People of the City of Newark affirm that the following actions shall not constitute an increase of the rate of a tax:
A. The restoration of the rate of the tax to a rate that is no higher than that set by this Ordinance if the City Council has acted to reduce the rate of the tax; B. An action that interprets or clarifies the methodology of the tax or any definition applicable to the tax so long as interpretation or clarification (even if contrary to some prior interpretation or clarification) is not inconsistent with the language of this Ordinance; C. The establishment of a class of person that is exempt or excepted from the tax or the discontinuation of any such exemption or exception other than the discontinuation of an exemption or exception specifically set forth in this Ordinance; and, D. The collection of the tax imposed by this Ordinance, even if the City had for some period of time failed to collect the tax.
Section 5. Codification.
3 Upon adoption of this Ordinance pursuant to the voter approval referenced above, the City Clerk, in consultation with the City Attorney, is hereby authorized and directed to codify this Ordinance in the Newark Municipal Code.
Section 6. Publication and Effective Date.
Within fifteen (15) days from and after adoption, this Ordinance shall be published once in a newspaper of general circulation printed and published in Alameda County and circulated in the City of Newark, in accordance with California Government Code Section 36933. If this Ordinance is approved by a majority of the voters voting on the issue at the November 5, 2024 election, pursuant to Elections Code Section 9217, this Ordinance shall become effective ten (10) days after the Council declares the results of the election.
Exhibit A
Newark, California, Code of Ordinances Created: 2024-03-08 11:48:10 [EST] (Supp. No. 22, Update 4)