4.6 Key Assumptions
The following assumptions underlie the conceptual development program and are subject to confirmation during the entitlement process:
• The City Council supports the proposed land use change in concept and is willing to initiate a GPA and Zoning Amendment process.
• The two parcels will be merged or encumbered with a reciprocal easement agreement (REA) to allow unified development and shared infrastructure. • The affordable component will be developed with a qualified affordable housing developer and financed through a combination of Low-Income Housing Tax Credits (LIHTC) and other sources appropriate to the income targeting. • The final unit count, building footprints, and densities are subject to refinement through the design process and coordination with the various City departments and surrounding community input.
5. ANTICIPATED DISCRETIONARY AND LEGISLATIVE ACTIONS
The following entitlement actions are anticipated to be required to authorize the proposed development. The Applicant intends to process these applications concurrently to the extent the City’s procedures allow.
Entitlement Description
General Plan Amendment
(GPA)
Amend the land use designation for both parcels from the existing industrial/commercial/office designation to a residential designation consistent with the proposed density and use (approximately 30.44 du/ac). The GPA will require City Council approval following a Planning Commission recommendation and public hearing.
Zoning Amendment Rezone both parcels from the existing commercial zone to a residential zone (or overlay district) consistent with the GPA. The Zoning Amendment will require City Council approval following a Planning Commission recommendation.
Use Permit (Conditional Use
Permit)
A Use Permit may be required to authorize the residential use within the amended zoning district. The Use Permit will be processed before the Planning Commission.
Vesting Tentative Map (VTM) A Vesting Tentative Map will be required to subdivide the property for the for-sale townhome component and to establish common areas, access easements, and infrastructure dedications. The VTM vests the Applicant’s right to develop the project in accordance with the entitlements in effect at the time of approval, providing certainty for the financing and construction program.
Tree Removal Permit Required under the City’s Tree Preservation Ordinance for removal of protected trees. Will be processed concurrently with other project entitlements.
------------------------------------------END OF DOCUMENT--------------------------------------------- 1814 Franklin St., Suite 400
Oakland, CA 94612
510.272.2910
Development Concept Study Session Application
Submittal Checklist Item
Architectural / Design Statement
The site sits at the intersection of Kiote Drive and Jarvis Avenue in Newark, California. It will be accessed primarily from a main entry drive off Kiote Drive, utilizing the existing curb cut, with a secondary entry through a shared access easement from Jarvis Avenue. Natural landscape edges will be preserved throughout, providing a buffer from both roads. Three-story townhouses will line the entry drive, before transitioning to the five-story affordable building as the drive approaches Jarvis Avenue.
The tallest building on site, the affordable building, will be similar in height to the neighboring Aloft hotel, and will house approximately 80 units. The architecture is envisioned to be contemporary in style with flat roofs and clean lines, standing five stories tall with four stories of Type V residential over a single-story Type I concrete garage. The building will front on Jarvis Avenue, with amenity and leasing spaces activating the street edge. The garage entry will open toward the shared access easement with the adjacent hotel. At the second level, a courtyard will overlook the townhouses below and serve as the main common open space for residents, programmed with tot lots, gathering areas, and passive landscape uses.
Approximately 74 Townhouse units will be grouped in three, four, and six plex configurations, each three stories tall with rear-loaded garages. In keeping with the rest of the site, the Townhouses have also been imagined to be contemporary in style with flat roofs. Their entry porches will face the front and sides of each building, supporting active sidewalk circulation and maximizing landscaping between buildings.
Smaller pockets of landscape between clusters of Townhouses create opportunities for more intimate open space programming. A generous setback along the site edge adjacent to the hotel will accommodate stormwater treatment while also leaving room for future landscaping. up up *
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KIOTE DR.
JARVIS AVE
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SHARED ACCESS EASMENT/ EVA
AMENITY/
PROP MGMT 26'-0"
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4-PLEX LOADING / TRASH LANE D
No.
888.456.5849 | ktgy.com BUCHANAN - 8000 & 8100 JARVIS AVE 20260096
VISIONING
NEWARK 0 15 30 60 MAY 27, 2026
SITE PLAN FRAMEWORK A00
4 over 1 (5 Stories)
IMAGE BOARD A5.0
No.
888.456.5849 | ktgy.com 5050 HOPYARD
250578 PLEASANTON, CA
*Representative imagery for scale, massing and
open space concepts. Not proposed design.
PRELIMINARY REVIEW SUBMITTAL No.
OCTOBER 1, 2025
888.456.5849 | ktgy.com BUCHANAN - 8000 & 8100 JARVIS AVE 20260096
VISIONING
NEWARK 0 15 30 60 MARCH 6, 2026
VISIONINGSITE PLAN FRAMEWORK
IMAGERY
A00
1 MAY 27, 2026
1 City Council Meeting
June 25, 2026
Development Concept
Study Session:
8000 & 8100 Jarvis Avenue
It is our mission to serve and partner with our community to continually enhance the quality of life of everyone in Newark Agenda
1. Introductions
2. Development Concept Study Sessions
3. Proposal
4. Applicant’s Presentation
5. Staff Recommendation
6. Next Steps
7. Discussion
2 Introductions
City of Newark
Carmelisa Lopez, Senior Planner
Steven Turner, Community Development Director
Art Interiano, Deputy Community Development Director
Applicant
Jason Laub, Laub Ventures, LLC
3 What is a Development Concept Study Session?
A new process for developers to receive preliminary City Council feedback on proposals that may:
• Require legislative actions such as a rezoning or General Plan amendment
• Warrant early review due to complexity, scale, or potential community interest
4 Purpose of Development Concept Study Sessions
• Provide developers with preliminary feedback on their proposals • Identify key policy considerations and entitlement pathways • Help developers refine their proposals prior to submitting a formal entitlement application
5 Development Concept Study Session Process
Application
Submittal
High-Level
Staff Review
Study
Session
6 Development Concept Proposal
• 159-unit residential development including for-sale attached townhouses and an affordable rental apartment building at 8000 & 8100 Jarvis Ave Townhouses Apartment Building
Proposed Land Use Attached Single-Unit
Dwellings
Multi-Unit Development
Lot Size 4.35 acres 0.89 acre
Unit Total 74 85
Density 17 units per acre 96 units per acre
Affordability 100% Market Rate 100% Affordable
Anticipated Entitlements Rezoning
General Plan Amendment
Design Review
Tentative Tract Map
7 8000 & 8100
Jarvis Avenue
Newark, California
General Plan Amendment | Rezoning | Use Permit
Vesting Tentative Map | Tree Removal Permit
Presented to the City of Newark City Council
June 25, 2026
8000 & 8100
Jarvis Avenue
Newark, California
Presented to the City of Newark City Council
June 25, 2026
THE TEAM
Jason Laub
Entitlement & Development Advisory
Jessica Musick
Architecture & Design
Mark Oddo
Property Ownership
Add Images
WHY WE'RE HERE
Two commercial buildings. Near-zero occupancy. A site that produces no housing, no jobs, and declining tax revenue. 8100 Jarvis Avenue
Life Science / R&D | ~50,000 sq. ft. | Built 2000; repositioned in 2024 0%
Occupancy
Ownership invested significant capital to reposition this building as a modern life science facility. Despite that investment over 2 years ago, the regional life science market has deteriorated sharply over the past 18-24 months, generating approximately one prospective tenant inquiry per quarter. Life Science vacancy has increased from below 5% to over 25% in the past 2 years.
The building has been unable to support continued operation. 8000 Jarvis Avenue
Office | ~50,000 sq. ft. | Built 2000
38%
Occupancy
The office market continues to struggle, particularly for older, less amenitized suburban properties. At roughly 38% occupancy the building does not generate sufficient revenue to support its operating costs and debt service.
Combined: ~100,000 sq. ft. of functionally obsolete commercial space at risk of becoming distressed assets. A change of use is the most productive path forward.
WHAT WE'RE PROPOSING
Demolish two vacant / underutilized commercial buildings. Redevelop as a mixed residential community designed by KTGY Architecture + Planning. 159
Total housing units
74 Market-rate for-sale townhomes
85 Deed-restricted affordable
apartments
53.5%
Affordable share of total units
Market-rate townhomes Affordable apartments
• 74 three-story attached townhomes in 3-plex, 4-plex, and 6-plex buildings • Oriented around internal private drives and landscaped common areas • Fills the 'missing middle' ownership gap between rentals and detached homes
• Access via Lanes from both Jarvis Avenue and Kiote Drive • 85 affordable for-rent apartments in a 4-over-1 (5-story) building • Income levels set collaboratively with the City and an affordable housing partner
• Financed through LIHTC / Bond and other complementary sources • Strong addition to RHNA compliance needs
Site: 8000 & 8100 Jarvis Avenue, Newark, CA | 6.31 acres | 30.44 du/ac | Architect: KTGY Architecture + Planning CONCEPTUAL SITE PLAN KTGY Architecture + Planning | June 2026 Orange & Grey = affordable apartment building | Tan = market-rate townhomes DESIGN CONCEPT KTGY Architecture + Planning | Representative imagery Representative imagery for scale, massing, and open-space concept. Final design subject to City design review.
COMMUNITY BENEFITS
Fiscal benefit
Adds 159 occupied residential units to the
property tax base. Construction generates local
employment and materials procurement.
Housing production
Delivers 159 new units 85 deed-restricted
affordable on a 6.31-acre site that currently
produces no housing.
RHNA compliance
Helps address Newark’s unit production for RHNA.
Supports the Housing Element and reduces state
non-compliance exposure.
Mitigate blight risk
Replaces near-zero-occupancy buildings at risk of
loan default and physical decline with occupied,
maintained residential.
Design quality
KTGY-designed pedestrian-friendly community
compatible in scale and massing with the adjacent
neighborhood across Kiote Drive.
Collaborative process
Applicant commits to working with City staff,
Council, Planning Commission, and community to
refine the program before formal submittal.
HOUSING NEED, MISSING MIDDLE & RHNA
Why this project addresses a real gap
RHNA obligations
Newark's current cycle (2023-2031) requires 1,874 housing units. As of the end of 2025, the City still needs to issue permits for 243 very-low income units, 249 low-income units, 299 moderate income units and 455 above-moderate income units. This project will make a sizeable contribution to delivering much-needed affordable housing units.
Missing middle housing
The 74 for-sale townhomes fill the structural gap between rental apartments and detached homes a product nearly absent from Bay Area new supply for two decades.
Newark teachers, nurses, and first responders are the target households for this product type.
Meaningful affordability
85 deed-restricted affordable apartments = 53.5% of total units. This is a very sizeable affordable-unit percentage of a mixed-income project.
State housing law alignment
Approving this land use change demonstrates proactive compliance, reducing Newark's exposure to consequences of Housing Element non-compliance. 159
Total new units
85 Deed-restricted affordable
74 For-sale townhomes
53.5%
Affordable share
Staff Recommendation
16 To facilitate the discussion, staff recommends that the City Council:
1. Identify which aspects of the proposal are appropriate and support City goals
2. Identify which aspects warrant further consideration Key aspects include:
• Potential General Plan and zoning amendments
• Site design and layout
• Residential characteristics (e.g., density, housing type, unit size, target population)
Conclusion & Next Steps
17 1. City Council may ask clarifying questions and provide conceptual feedback on the proposal
2. No formal action will be taken at this Study Session
3. Feedback will inform the applicant’s next steps
Item F. 3.
DATE 06/25/2026
TO Honorable Mayor and City Council Members
FROM Krysten Lee, Finance Director
SUBJECT Adopt a resolution approving the 2026-2028 Biennial Budget SUMMARY AND RECOMMENDATION
The 2026–2028 Biennial Budget establishes the City’s financial and operating plan for Fiscal Years (FY) 2026-27 and 2027-28. The budget aligns available resources with City Council strategic priorities, maintains core municipal services, supports long-term financial resilience, and provides the expenditure authority necessary for City operations.
A draft 2026–2028 Biennial Budget was presented to the City Council on May 28, 2026 for Council feedback and public input. Since that presentation, staff has incorporated Council direction, made technical corrections, updated fund schedules, revised budget tables, and made staff-recommended refinements into the proposed budget attached to this report. Separate redline pages and a change log are also provided to summarize material changes made since the May 28 presentation.
This action is limited to adoption of the 2026–2028 Biennial Operating Budget and related operating appropriations. The Capital Improvement Plan and any appropriations outside the operating budget will be considered under separate Council action and administratively incorporated to be reflected as appropriate in the budget.
Staff recommends that the City Council adopt the resolution approving the Fiscal Years 2026-27 and 2027-28 Biennial Operating Budget. Following Council approval, staff will finalize and post the adopted budget on the City’s website, implement ClearGov transparency reporting for public access, load the adopted appropriations into the City’s financial system, and administer expenditures consistent with the adopted budget, purchasing requirements, financial reporting procedures, and claims review processes.
BACKGROUND
The 2026–2028 Biennial Operating Budget was developed through a public budget process that included City Council work sessions, financial forecast review, departmental budget review, and public consideration prior to adoption.
March 26, 2026 City Council meeting: Staff presented an overview of the City’s budget process, economic trends, financial updates, Five-Year Forecast, and departmental priorities.
May 28, 2026 City Council meeting: Staff presented the draft 2026–2028 Biennial Budget for Council feedback and public input.
June 25, 2026 City Council meeting: Staff presents the proposed final 2026–2028 Biennial Operating Budget for City Council consideration and adoption.
DISCUSSION/ANALYSIS
Following the May 28, 2026 City Council budget work session, staff updated the proposed final 2026–2028 Biennial Operating Budget to incorporate Council feedback, current actuals, technical corrections; update financial assumptions; revise fund schedules; and refine department budgets.
To support Council review, staff prepared a Budget Revision Summary identifying the material updates made since the May 28 work session. The summary is organized by major budget area and describes the purpose and fiscal significance of each revision, including updates to the Five-Year Forecast, vacancy factor methodology, General Fund budget schedules, department budgets, operating priorities, debt service information, and budget transparency reporting.
The following summary provides the substantive changes incorporated into the final budget proposed for adoption.
Transmittal and budget presentation updates. The budget document was revised from a proposed draft to an adoption-ready budget document. Budget highlights, transmittal language, and FY 2026-27 and FY 2027-28 narratives were updated to reflect the final budget assumptions, current financial projections, and appropriation amounts proposed for Council adoption.
Five-Year Forecast updates. The Five-Year Forecast was updated to reflect current actuals, revised revenue estimates, refined personnel and non-personnel expenditure assumptions, updated Alameda County Fire Department Fire Services costs, and revised fund balance projections. Compared to the May 28 forecast, the updated forecast reflects an improved near-term operating position, primarily due to revised revenue assumptions for Sales Tax, Utility Users Tax, Other Taxes, Licenses, Permits and Fees, and Other Revenue. These improvements are partially offset by updated personnel, non-personnel, and service-cost assumptions.
The updated forecast projects operating results before transfers and designations of approximately $1.76 million in FY 2026-27 and approximately $20,000 in FY 2027-28.
After planned transfers and designations, the forecast continues to reflect the use of available unallocated fund balance in both budget years; however, projected ending unallocated fund balance improves to approximately $4.46 million in FY 2026-27 and $3.78 million in FY 2027-28.
Despite the improved near-term outlook, the forecast continues to show structural operating pressure after the biennial budget period. After planned transfers and designations, unallocated fund balance is projected to fall below zero beginning in FY 2028-29, and operating deficits before transfers and designations are projected beginning in FY 2029-30.
Vacancy factor refinement. Personnel expenditures were refined to apply a vacancy factor only where vacancies are budgeted or reasonably anticipated, rather than applying a uniform reduction across all departments. This approach improves departmental budget accuracy, avoids reducing departments without expected vacancies, and recognizes that vacancy savings should not be treated as a sustainable long-term balancing strategy because vacancies may affect service levels and increase overtime, temporary staffing, or contract service costs.
General Fund budget updates. The proposed final General Fund Operating Budget totals approximately $92.2 million for FY 2026-27 and $96.7 million for FY 2027-28.
General Fund expenditure schedules were updated to reflect approximate FY 2025-26 projected expenditures of $97.5 million, FY 2026-27 budgeted expenditures of $92.2 million, and FY 2027-28 budgeted expenditures of $96.7 million.
Department budget updates. Department budget tables were updated to align with the final budget model, including expenditure schedules, program and division allocations, staffing tables, expenditure category totals, and internal service allocations.
These updates primarily reflect revised personnel assumptions, non-personnel baseline refinements, internal service allocations, and technical corrections needed to align department-level budgets with the appropriations proposed for adoption. The City Council department budget was updated to include the proposed 7.5% compensation increase for the Mayor and City Council Members.
Operating priorities. The FY 2026-27 budget includes targeted staffing and service-level investments to support organizational capacity, service delivery, and Council priorities. These include a Senior Management Analyst, two Administrative Support Specialists, an Assistant/Associate Planner, two Recreation Specialists, a Public Works organizational and service-level assessment, enhancement of the Street Sweeping Program, a limited-term Capital Projects Manager, police recruiting software, police pursuit management technology, and expansion of the K-9 Program and Employee Wellness Program. The FY 2027-28 budget continues these efforts through additional staffing and service-level adjustments that support major City priorities and cross-department coordination.
Debt Services Overview. The Government-Wide Debt section was expanded to include additional debt service information for the ECAA LED project, including projected annual energy savings of more than $240,000 and annual debt service of approximately $105,243. This added narrative improves fiscal clarity and transparency by showing the relationship between project savings and debt service obligations.
ClearGov transparency. Following adoption, staff will post the adopted budget on the City’s website and implement ClearGov transparency reporting to improve public access to budget information, including easier navigation by department, fund, and revenue category.
The attached proposed final 2026–2028 Biennial Budget incorporates these updates.
Upon adoption, staff will incorporate any final Council direction, complete formatting and publication updates, and post the adopted budget on the City’s website for public access.
FISCAL IMPACT
The City’s spending plan for FY 2027 and FY 2028 is detailed in the 2026-2028 Biennial Budget and Capital Improvement Plan for each department and capital project.
The adoption of the 2026-2028 Biennial Budget and Capital Improvement Plan provides for specific amounts allocated for various revenue sources and expenditure appropriations. Subsequent changes to the adopted budget, as a result of unanticipated events, will be presented separately as budget amendments for City Council approval.
ENVIRONMENTAL/PLANNING COMMISSION REVIEW
REVIEW AND APPROVAL
Prepared by - Krysten Lee, Finance Director
Reviewed by - Kristopher J. Kokotaylo, City Attorney
Reviewed by - Lenka Hovorka, Assistant City Manager
Approved by - David J. Benoun, City Manager
Attachments
Budget Resolution
Exhibit A - 2026-2028 Biennial Budget
Summary 2026-2028 Biennial Budget Changes
Presentation - Adoption of 2026-2028 Biennial Budget
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF NEWARK ADOPTING THE 2026–2028 BIENNIAL
OPERATING BUDGET FOR FISCAL YEARS 2026–27
AND 2027–28 AND PROVIDING FOR THE POSTAUDITING OF PAID DEMANDS CERTIFIED OR
APPROVED AS CONFORMING TO SUCH APPROVED
BUDGET
WHEREAS, the City Council of the City of Newark desires to establish a 2026– 2028 Biennial Operating Budget that serves as the City’s financial and operating plan for Fiscal Years 2026–27 and 2027–28; and
WHEREAS, the 2026–2028 Biennial Operating Budget aligns available resources with City Council strategic priorities, maintains core municipal services, supports longterm financial resilience, and provides the expenditure authority necessary for City operations; and
WHEREAS, the 2026–2028 Biennial Operating Budget was developed through a public budget process that included City Council budget work sessions, review of economic trends and financial projections, departmental budget review, review of the City’s Five-Year Forecast, and public consideration prior to adoption; and WHEREAS, on March 26, 2026, staff presented an overview of the City’s budget process, economic trends, financial updates, the Five-Year Forecast, and departmental priorities; and
WHEREAS, on May 28, 2026, staff presented the draft 2026–2028 Biennial Budget to the City Council and solicited Council feedback; and WHEREAS, following the May 28, 2026 City Council budget work session, staff incorporated Council feedback, current actuals, technical corrections, updated financial assumptions, revised fund schedules, final departmental budget refinements, and other staff-recommended refinements into the proposed final 2026–2028 Biennial Operating Budget; and
WHEREAS, the proposed final 2026–2028 Biennial Operating Budget includes updated budget highlights, transmittal language, Five-Year Forecast assumptions, vacancy factor methodology, General Fund budget schedules, department budget tables, operating priorities, debt service information, and budget transparency reporting; and WHEREAS, the City Council department budget was updated to include the proposed 7.5% compensation increase for the Mayor and City Council Members; and WHEREAS, the City Council has reviewed and considered the proposed final 2026–2028 Biennial Operating Budget and has received input from the public; and WHEREAS, this action is limited to adoption of the 2026–2028 Biennial Operating Budget and related operating appropriations, and the Capital Improvement Plan and related capital appropriations will be considered under separate City Council action; and WHEREAS, the City’s spending plan for Fiscal Years 2026–27 and 2027–28 is detailed in the 2026–2028 Biennial Operating Budget for each fund, department, division, program, and applicable expenditure category; and
WHEREAS, subsequent changes to the adopted budget resulting from updated financial conditions, operational needs, grant activity, Council direction, or unanticipated events will be presented separately as budget amendments for City Council approval, as needed; and
WHEREAS, the City Manager has prepared a balanced budget which provides for organizational adjustments and allocation of resources in a manner which aligns with available resources; and
WHEREAS, the City Council desires to adopt the 2026–2028 Biennial Operating Budget before the beginning of Fiscal Year 2026–27 on July 1, 2026.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark as follows:
Section 1. The City of Newark, California, 2026–2028 Biennial Operating Budget for Fiscal Years 2026–27 and 2027–28, a copy of which is attached hereto and incorporated herein as Exhibit “A,” is hereby adopted and approved.
Section 2. The amounts set forth in Exhibit “A” are hereby appropriated for the purposes stated therein and constitute the City’s approved operating expenditure authority for Fiscal Years 2026–27 and 2027–28, subject to any subsequent amendments approved by the City Council.
Section 3. Pursuant to Sections 37201, 37202, 37207, and 37208 of the Government Code of the State of California, demands against the City for money or damages shall be audited by the Finance Director, or designee, and thereafter submitted to the City Council for approval or rejection prior to payment, either separately or in a register of audited demands, and shall include the certification or approval required by law as to the accuracy of the demands and the availability of funds for payment.
Section 4. Pursuant to Section 37208 of the Government Code of the State of California, payroll warrants or checks need not be audited by the City Council prior to payment, provided that such payrolls are presented to the City Council for ratification and approval in accordance with applicable law.
Section 5. Pursuant to Section 37208 of the Government Code of the State of California, warrants or checks may be drawn and delivered in payment of demands certified or approved as conforming to the detailed authorized expenditures set forth in the adopted 2026–2028 Biennial Operating Budget, even though such demands and warrants have not been audited by the City Council prior to payment, provided that such paid demands are presented to the City Council for ratification and approval in the register of audited demands presented at the first regular meeting after delivery of such warrants or checks, or as otherwise authorized by law.
Section 6. Within any specific appropriation set forth in Exhibit “A,” sums may be transferred from one activity, program, division, or expenditure category to another upon approval of the City Manager, or designee, provided that such transfers do not increase the total appropriation authorized by the City Council for the applicable fund or department unless separately approved by the City Council.
Section 7. The Finance Director, or designee, is hereby authorized to make and record budgeted transfers, interfund transfers, internal service charges, allocations, and other administrative budget entries consistent with the adopted 2026–2028 Biennial Operating Budget, applicable law, generally accepted accounting principles, and City financial policies.
Section 8. The City Manager, Finance Director, and their designees are hereby authorized to implement the adopted 2026–2028 Biennial Operating Budget, administer expenditures consistent with adopted appropriations, purchasing requirements, financial reporting procedures, and claims review processes, and make non-substantive technical, formatting, and clerical corrections necessary to finalize and publish the adopted budget.
Section 9. Following adoption, the Finance Director, or designee, is directed to load the adopted appropriations into the City’s financial system, publish the adopted budget on the City’s website, and implement budget transparency reporting for public access.
TABLE OF CONTENTS
Awards4
GFOA Distinguished Budget Presentation Award5
CSMFO Operating Budget Excellence Award6
Introduction7
Transmittal Letter8
Public Officials & Leadership 12
Organizational Structure 14
History of the City 15
Demographics 17
Mission Statement & Core Values 22
Fund Structure 24
Budget Structure 34
Basis of Budgeting 37
Budgeting Process 38
Budget Timeline 41
Financial Policies 42
Gann Appropriation Limit 49
Gann Appropriation Resolution 50
Executive Summary 52
Strategic Plan 53
City Initiatives 55
Department Priorities 57
Priorities and Issues 62
Economic and Financial Forecast 67
Five Year Forecast 79
Development Forecast 80
Funds Summary Overview 90
All Funds Summary 91
General Fund Summary 96
Departments Summary 100
Authorized Positions 101
Mayor & City Council 102
City Manager's Office 103
City Clerk 106
Emergency Services 107
City Attorney 108
Information Technology 109
Human Resources 112
Finance 115
Library 118
Police 119
Fire 123
Community Development 125
Public Works 128
Recreation & Community Services 132
Internal Service Funds 136
Capital Funds 138
Capital Improvement Plan 140
Capital Budgeting Process 141
Project Types 144
Expenditures 145
Capital Projects 146
FACILITIES 150
INFRASTRUCTURE 152
NEW EQUIPMENT 153
PARKS 154
STUDIES 155
Debt Services Overview 156
Government-Wide Debt 157
Appendix 162
Acronyms 163
Glossary 166
Resolutions 175
Resolution No. 10597 Pension and OPEB Reserves 176
Resolution No. 10981 Debt Policy 179
Resolution No. 11524 Investment Policy 195
Resolution No. 11534 Fund Balance and Policy Reserve 203 Resolution No. 11691 Maintenance Reserve Fund 206
AWARDS
Awards
2026-2028 Biennial Budget | Newark, CA Page 4
Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Newark, for its Biennial Budget for the fiscal year beginning July 1, 2024. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operations guide, and as a communications device.
This award is valid for a period of two years only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
GFOA Distinguished Budget Presentation Award
2026-2028 Biennial Budget | Newark, CA Page 5
The California Society of Municipal Finance Officers (CSMFO) presented a Certificate of Award for Excellence in Operating Budget for Fiscal Years 2024-25 and 2025-26 to the City of Newark.
As a recipient of this award, the City has met the criteria established to achieve the Operating Budget Excellence Award for budget development and presentation.
CSMFO Operating Budget Excellence Award
2026-2028 Biennial Budget | Newark, CA Page 6
INTRODUCTION
Introduction
2026-2028 Biennial Budget | Newark, CA Page 7
Transmittal
Honorable Mayor and Members of the City Council,
We are pleased to present the 2026–2028 Biennial Budget and 2026–2031 Capital Improvement Program (CIP).
Together, these planning documents provide the financial framework necessary to support the City’s full range of municipal services and long-term infrastructure investments.
The Biennial Budget and CIP support essential community services including public safety; maintenance and improvement of streets, parks, storm drainage systems, and other public infrastructure; recreational programs and human services; environmental stewardship; planning, zoning, economic and community development activities; emergency preparedness; code enforcement; and core administrative functions such as finance, human resources, and information technology.
Property Tax, Sales Tax, Transaction and Use Tax (Measure GG), and Utility Users Tax continue to serve as stable core revenues, with modest growth projected in the upcoming years compared to prior budget cycles. The Transient Occupancy Tax (TOT) rate was recently increased from 10% to 14%, effective January 2025 with the passage of Measure LL, and will help support infrastructure. Other revenues, including permits, licenses, service charges, and recreation program fees, continue to trend favorably following fee updates implemented through the City’s 2024 Comprehensive User Fee and Cost Allocation Study, along with annual Consumer Price Index (CPI) adjustments.
A comprehensive Recreation and Community Services cost-of-service and market analysis is currently underway.
Accordingly, the biennial budget does not include a full update to Recreation and Community Services fees at this time. Future revenue projections may be refined following completion of the fee study and subsequent City Council consideration of the recommended adjustments.
Investment earnings are also contributing to steady revenue growth, despite interest rates coming down from the Fiscal Year (FY) 2024 high average yield of 5.18% to now 4.05%. As of April 2026, the California Asset Management Program (CAMP) rate was 3.77% and Local Agency Investment Fund (LAIF) was 3.83% (each down from 4.23% and
4.17% earlier in the fiscal year, respectively).
The operating budgets for FY 2027 and FY 2028 reflect cautious optimism as geopolitical and economic factors impact both revenue growth and expenditure growth. While the City’s fiscal condition remains stable, the cost of providing municipal services continues to increase, particularly in utilities, contractual services, consultant support, insurance, and other operational expenditures. Maintaining local fiscal flexibility and preserving the City’s ability to respond to community priorities remain key budget objectives, ensuring Newark can continue delivering high-quality services while maintaining prudent and sustainable financial practices. This budget includes funding the following City priorities as elaborated in the Strategic Priority Areas section:
Foster a Safe and Healthy Community
Further Economic Vitality and Housing for All
Boost Financial Resilience and Excellence in Service Delivery Modernize Public Facilities and Infrastructure
Strengthen Community through Education and Engagement
Specifically, the City has focused on long-term strategic planning initiatives, including the development or update of strategic plans related to City facilities, parks, public art, transportation, broadband infrastructure, climate action and sustainability, hazard mitigation, emergency preparedness, and services and response strategies for the unhoused community. These planning efforts evaluate existing assets and service levels, incorporate community outreach and stakeholder engagement, and apply industry best practices to identify immediate, mid-term, and long-term strategies to address evolving community needs and infrastructure priorities.
Transmittal Letter
2026-2028 Biennial Budget | Newark, CA Page 8
Consistent with the 2025 Community Survey results, residents continue to identify infrastructure maintenance, traffic circulation, parks and recreational amenities, development services, and emergency preparedness as top City service priorities. These priorities continue to guide the City’s operational planning, capital investment strategies, and longterm financial planning efforts.
The first year of the Capital Improvement Program includes 61 new projects totaling approximately $32.4 million across infrastructure, parks, facilities, equipment, technology, and planning initiatives. Major infrastructure investments include approximately $9.3 million for projects such as the Thornton Avenue Pavement Overlays, Old Town Priority Development Area (PDA) Streetscape Improvements, and Broadband Initiative. Planned park improvement projects total approximately $8.0 million and include the Birch Grove Park Playground, Newark Community Park All Abilities Playground, and new park signage improvements.
Facilities-related projects total approximately $4.9 million and include various facility improvements, as well as initial planning and construction activities associated with the Fire Stations 27 and 29 Reconstruction Project. The CIP also includes approximately $1.3 million in equipment replacement and acquisition, primarily supporting Police and Public Works operations. In addition, approximately $1.9 million is allocated toward planning and policy studies, including the Urban Forest Master Plan, Four Corners Area Plan, and NewPark Place Specific Plan Enhancement, funded through the Community Development Maintenance Fee Fund.
In FY 2028, the second fiscal year of the Capital Improvement Program, 16 projects are planned totaling approximately $7.9 million. Key projects include Pedestrian Hybrid Beacon installations, Traffic Signal Interconnect improvements, sports field lighting and amenity upgrades, initial work associated with the Service Center Administrative Building Replacement Project, and various Public Works and Police equipment replacement projects.
FY 2027 Budget Highlights
The FY 2027 General Fund Operating Budget totals approximately $92.2 million, compared to the FY 2026 projected expenditure level of $97.5 million and the FY 2026 Amended Budget of $97.6 million. The reduction is primarily attributable to one-time General Fund transfers made in FY 2026 to support capital projects and infrastructure investments within the Capital Improvement Program. Future transfers to support capital projects will continue to be evaluated annually based on year-end operating results, reserve levels, infrastructure priorities, and overall fiscal conditions.
Personnel expenditures are projected at approximately $47.6 million and continue to represent the City’s largest operating expenditure category. Personnel costs reflect negotiated labor agreements, pension obligations, healthcare costs, inflationary adjustments, and strategic staffing investments necessary to maintain service levels and respond to increasing operational demands.
Non-personnel expenditures are budgeted at approximately $24.3 million and include contractual services, materials and supplies, utilities, travel and training, technology costs, and internal service fund allocations. While inflationary pressures continue to impact operational costs, departments have continued to exercise prudent spending controls and cost management efforts where feasible. The Alameda County Fire Department (ACFD) service contract is projected at approximately $15.4 million in FY 2027, reflecting continued regional public safety cost escalation.
In FY 2027, the City will also initiate a community-focused branding effort intended to help develop and strengthen Newark’s civic identity and community engagement efforts. In addition, the budget includes targeted staffing additions, including a Senior Management Analyst, two Administrative Support Specialists, a Principal Planner, and two Recreation Specialists. These positions are intended to support increasing service demands, operational workloads, development activity, and organizational capacity across multiple departments.
Transmittal Letter
2026-2028 Biennial Budget | Newark, CA Page 9
The budget also includes funding to initiate a Public Works organizational and service level assessment. The assessment will evaluate operational needs, staffing alignment, service delivery expectations, and long-term infrastructure maintenance requirements as the City’s Capital Improvement Program and operational demands continue to expand. The assessment is intended to help identify opportunities to improve operational efficiency, organizational alignment, and long-term service sustainability.
FY 2028 Budget Highlights
The FY 2028 General Fund Operating Budget totals approximately $96.7 million, reflecting an increase of approximately $4.5 million over the FY 2027 Budget. The increase is primarily attributable to projected inflationary cost escalation, including personnel costs, public safety services, utilities, contractual services, and other ongoing operational expenditures. Staffing levels are projected to remain generally consistent with FY 2027 and may be adjusted in future years based on operational needs, service demands, economic conditions, and City Council priorities.
To support the City’s expanding Capital Improvement Program (CIP) and long-term infrastructure initiatives, the budget includes a limited-term CIP Manager position to strengthen project management capacity and support implementation of the City’s transition from a two-year CIP to a five-year CIP planning framework. The position will assist in coordinating major capital initiatives, including the Fire Stations 27 and 29 Reconstruction Project, and ongoing planning efforts associated with a future Cultural Arts Center.
The budget also includes funding for a Public Works organizational and service level assessment to evaluate operational needs, staffing alignment, service delivery expectations, and long-term infrastructure maintenance requirements. Together, these efforts are intended to strengthen operational efficiency, organizational alignment, project delivery capacity, and long-term service sustainability as the City’s infrastructure responsibilities, facility needs, and capital program continue to expand.
In Closing
While economic uncertainty, geopolitical instability, and inflationary pressures continue to present challenges, the 2026–2028 Biennial Budget and Five-Year Capital Improvement Program position the City to continue delivering core services, advancing critical infrastructure investments, and maintaining prudent financial stewardship. The budget reflects the City’s commitment to balancing City Council priorities, emerging community needs, operational sustainability, and long-term fiscal resilience while continuing to provide high-quality services to the Newark community through conservative and strategic financial planning.
Acknowledgments
The preparation of the 2026–2028 Biennial Budget and 2026-2031 Capital Improvement Program reflects a collaborative effort across all City departments. The Finance Department led a significant citywide effort over several months to develop this document, working closely with departments to evaluate service level needs, establish operational and capital priorities, and align available resources with City Council goals, strategic priorities, and community expectations.
Transmittal Letter
2026-2028 Biennial Budget | Newark, CA Page 10
We also acknowledge the City’s Executive Team and department leadership for their collaboration and commitment to balancing organizational needs, service delivery expectations, and prudent fiscal management practices.
Finally, we appreciate the continued guidance and policy direction provided by the City Council throughout the budget development process. The City values the strong partnership between the City Council, City staff, and the Newark community as we continue working together to fulfill the City’s mission to serve and partner with our community to continually enhance the quality of life for everyone in Newark.
David J. Benoun Lenka Hovorka Krysten Lee
City Manager Assistant City Manager Finance Director
Transmittal Letter
2026-2028 Biennial Budget | Newark, CA Page 11
City of Newark City Council
Michael K. Hannon
Mayor
Matthew Jorgens
Vice Mayor
Terrence Grindall
Council Member
Julie Del Catancio
Council Member
Eve Marie Little
Council Member
Executive Leadership Team
David Benoun, City Manager
Lenka Hovorka, Assistant City Manager
Kristopher Kokotaylo, City Attorney
Krysten Lee, Finance Director
Jonathan Arguello, Police Chief
Steven Turner, Community Development Director
Brittney Frye, Human Resources Director
Ed Miranda, Chief Information Officer / Information Technology Director Roya Gonzalez, Recreation & Community Services Interim Director Howard Young, Public Works Director
William McDonald, Fire Chief (Alameda County Fire Department) Ryan Nishimoto, Deputy Chief, Operations (Alameda County Fire Department) Public Officials & Leadership
2026-2028 Biennial Budget | Newark, CA Page 12
Budget Preparation Team
Krysten Lee, Finance Director
Gloria del Rosario, Deputy Finance Director
Michelle Villanueva, Senior Accountant
Ivan Quon, Accountant
Roberto Garcia-Acosta, Accountant
Siobhan Henderson, Management Analyst
Executive Team and Department Contributors
Public Officials & Leadership
2026-2028 Biennial Budget | Newark, CA Page 13
Organizational Structure
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History of the City
The City of Newark, California is a family-oriented community nestled along the southeast end of San Francisco Bay. It is located 35 miles south of San Francisco, 25 miles south of Oakland, and 20 miles north of San Jose. With a growing population of over 46,903 residents, the City of Newark offers a small town feel while sitting in the heart of bustling Silicon Valley. The City occupies an area of approximately fourteen square miles.
Past
The City’s roots are over 150 years old. By California’s statehood in 1850, landings along the Bay in the vicinity of today’s City of Newark had already began to appear. In 1853, Mayhew’s Landing included warehouses for wheat, hay, and coal.
This activity triggered interest in the surrounding area and by 1856 the Mayhew Ranch included 1,500 acres of farmland extending inland to present-day I-880. In the 1870s, a swamp reclamation project was started and an English capitalist bought an interest in the property. The land was eventually bought out by a Scotsman who named the City ‘Newark’, after the castle ‘Newark’ in Port Glasgow, Scotland.
Work started on a railroad through the townsite in 1875. The South Pacific Coast Railroad was not only completed from Dumbarton Point south all the way to Santa Cruz, but the town site was also moved to coincide with the curve on the railroad where the tracks turned south toward San Jose. Eventually, the railroad was extended north from Newark to Alameda, providing direct ferry service to San Francisco.
The completion of the railroad precipitated additional development in Newark. Hotels and stores were soon erected, along with some of the first manufacturing industries. These enterprises joined the production of salt, which had been underway in the Newark area since the 1850’s. Acquisitions and mergers of salt production companies throughout the Bay Area ultimately resulted in the formation of today’s Cargill Salt.
History of the City
2026-2028 Biennial Budget | Newark, CA Page 15
Through the years, residents in Newark have retained a strong sense of independence and community. In 1953, a group representing the chambers of commerce of Centerville, Irvington, Mission San Jose, Niles, Warm Springs, and Newark commissioned a study to incorporate all six communities into one City. However, the Newark Chamber of Commerce began its own movement toward incorporation of just Newark. In September 1955, this effort paid off with the incorporation of Newark as the first new city in Alameda County in 47 years and defeating the effort to incorporate Newark as part of the Fremont metropolis.
Present
Newark has evolved throughout the years from its days enriched in agriculture, manufacturing, and railroad to today’s expansion of high-tech, bio-tech, advanced manufacturing, and the health sciences. Newark represents a diverse, bustling economy at the gateway to some of the world’s affluent markets. Small town values remain, and lower housing and development costs, close proximity to skilled workforce and universities, and a regionally strategic location make Newark a prime site for growth.
The City is a general law city and operates under the Council-Manager form of government. Under this form of government, policy-making and legislative authority are vested in a five-member elected City Council consisting of the Mayor and four Council Members. The Mayor and City Council have responsibility for passing ordinances, adopting and amending the operating and capital budgets, appointing various committee members, and hiring both the City Manager and City Attorney. The City Manager is responsible for carrying out the policies and ordinances established by the City Council, for overseeing the day-to-day operations of the City, and for appointing the various department heads.
The City provides a full range of municipal services to its community. These include public safety; construction and maintenance of streets, parks, storm drains, and other infrastructure; recreational activities and human services; planning, zoning, and other community, and economic development activities; emergency preparedness; code enforcement; and administrative services such as human resources, information technology, and finance. Fire protection services are contracted from the Alameda County Fire Department.
History of the City
2026-2028 Biennial Budget | Newark, CA Page 16
Demographics
Population
Demographics
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Demographics
2026-2028 Biennial Budget | Newark, CA Page 18
Household
TOTAL HOUSEHOLDS
15,252
Municipalities must consider the dynamics of household types to plan for and provide services effectively. Household type also has a general correlation to income levels which affect the municipal tax base. 22%
higher than state average
26%
higher than state average
-49%
lower than state average
-43%
lower than state average
* Data Source: American Community Survey 5-year estimates Family Households
66%
Married Couples
63%
Singles
12%
Senior Living Alone
6%
Demographics
2026-2028 Biennial Budget | Newark, CA Page 19
Economic
Household income is a key data point in evaluating a community’s wealth and spending power. Pay levels and earnings typically vary by geographic regions and should be looked at in context of the overall cost of living.
HOUSEHOLD INCOME
Above $200,000
43%
110.06%
higher than state average
Median income
$169,064
70.56%
higher than state average
Below $25,000
5%
-60.30%
lower than state average
* Data Source: American Community Survey 5-year estimates Over $200,000
$150,000 to $200,000
$125,000 to $150,000
$100,000 to $125,000
$75,000 to $100,000
$50,000 to $75,000
$25,000 to $50,000
Below $25,000
Demographics
2026-2028 Biennial Budget | Newark, CA Page 20
Housing
2024 MEDIAN HOME VALUE
$1,142,800
* Data Source: 2024 US Census Bureau, American Community Survey. Home value data includes all types of owner-occupied housing.
HOME VALUE DISTRIBUTION
* Data Source: 2024 US Census Bureau, American Community Survey. Home value data includes all types of owner-occupied housing.
HOME OWNERS VS
RENTERS
Newark State Avg.
31%
Rent
69%
Own
44%
Rent
56%
Own
* Data Source: 2024 US Census
Bureau, American Community
Survey. Home value data
includes all types of owneroccupied housing.
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
400K
600K
800K
1,000K
1,200K
5K
2K
1K
0K
0K
0 0K
0K
0K
0K
0K
> $1,000,000
$750,000 to $999,999
$500,000 to $749,999
$400,000 to $499,999
$300,000 to $399,999
$250,000 to $299,999
$200,000 to $249,999
$150,000 to $199,999
$100,000 to $149,999
$50,000 to $99,999
< $49,999
0 2K 4K 6K
Demographics
2026-2028 Biennial Budget | Newark, CA Page 21
Mission Statement
It is our mission to serve and partner with our community to continually enhance the quality of life of everyone in Newark.
Vision
We are a welcoming City...
...where it is safe to live, to play, and to raise children. ...where diverse and energetic people strive to live in harmony. ...that cherishes small town values and also enjoys being progressive. ...where educational programs are available and first-rate. ...where cultural and recreational opportunities are plentiful and spiritually enriching. ...with residents filled with civic pride, social concerns, and community involvement. ...with tree-lined streets and a diverse system of parks and open spaces. ...where the economy is strong and vital and provides jobs. ...where government is financially stable, accessible, and responsive. ...that provides timely, accurate, and transparent communication. ...that is well-planned, well-managed, and well-maintained.
Mission Statement & Core Values
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Values
We, the employees of the City of Newark, take PRIDE in our service to our community. In the daily course of our work, we value:
Personal Service. Our success and relationships are built upon a foundation of trust and transparency. We conduct ourselves with the highest degree of ethics, integrity, accountability, and professionalism, to ensure we are championing exemplary service to each other and to the community we serve.
Resourcefulness. We actively manage our resources in the most efficient and responsible way possible. We take initiative and build dynamic teams. We train, adapt, and persist to overcome challenges and optimize value and benefit for our community.
Innovation. We are committed to evolving for the future. We generate and execute new ideas to maximize progress for our community and organization. We leverage and invest in technology and other tools to cultivate an environment that inspires imagination, creative problem-solving and forward–thinking.
Diversity. Diversity is vital to our success. We ensure accessibility and a welcoming environment for everyone. We foster equity, inclusion and belonging by honoring our differences, nurturing sensitivity, and creating opportunities so everyone can contribute in meaningful ways.
Engagement. We promote a culture of wellbeing, empowerment, appreciation, and recognition. We practice impactful communication and collaborate to foster teamwork that nurtures lasting connections within our organization and community.
Mission Statement & Core Values
2026-2028 Biennial Budget | Newark, CA Page 23
Fund Structure & Descriptions
A fund is the basic fiscal and accounting entity of the City of Newark. Each fund is a separate self-balancing accounting entity established to account for specific activities or objectives in accordance with legal, regulatory, grant, contractual, or operational requirements.
The City annually evaluates its fund structure to determine whether funds with similar purposes may be consolidated for financial reporting purposes to improve transparency, efficiency, accountability, and clarity. The funds presented in this budget are maintained and reported as separate funds.
In accordance with governmental accounting standards, City funds are classified into three categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds.
Fund Structure
2026-2028 Biennial Budget | Newark, CA Page 24
Governmental Funds
Governmental Funds account for basic governmental services traditionally associated with municipal operations, including public safety, public works, recreation, community development, and general government functions. These funds are primarily supported through taxes, intergovernmental revenues, permits, service charges, and other nonexchange revenues.
Governmental Funds are further categorized as General Fund, Special Revenue Funds, Capital Project Funds, and Debt Service Funds.
General Fund (110)
The General Fund is the City’s primary operating fund and accounts for activities not required to be reported in another fund. Major revenue sources include property taxes, sales and use taxes, utility users taxes, business license taxes, franchise fees, permits, and other general governmental revenues.
General Fund expenditures support core municipal services, including City Council, City Administration, Police, Fire, Community Development, Recreation and Community Services, Public Works, and other general governmental operations.
Other General Fund Operating Funds
Paramedic Tax Fund (111)
Accounts for revenues and expenditures associated with the voter-approved Paramedic Tax Program supporting Fire Department paramedic services, training, equipment, supplies, and related operational costs.
Transaction and Use Tax Fund (112)
Accounts for revenues and expenditures associated with Measure GG, the City’s voter-approved one-half cent transactions and use tax measure approved in 2016.
Utility Users Tax Fund (115)
Accounts for revenues and expenditures associated with the City’s Utility Users Tax (UUT) Ordinance. The UUT is a voter-approved general tax imposed at a rate of 3.25% on electricity, natural gas, telecommunications, video, and related utility services consumed within the City. Measure PP, approved by Newark voters in 2020, extended the UUT through December 31, 2029.
Fund Structure
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General Fund Cost Centers
General Fund Cost Centers account for activities where fees or charges are intended to partially or fully recover the cost of providing services. In practice, certain services are not fully cost recoverable due to market conditions, affordability considerations, or community benefit objectives established by the City Council. General Fund contributions may therefore supplement user fee revenues to maintain service levels and community access.
Development Cost Center (120)
Accounts for Community Development, Planning, Engineering, and Building activities associated with private development and construction within the City. Operations are supported primarily through permits, plan check fees, inspection fees, and other development-related charges.
Recreation Cost Center (130)
Accounts for recreation programs, aquatic services, childcare, senior services, wellness programs, and other community-based recreational activities. Operations are funded primarily through user fees and program revenues, supplemented by General Fund support to maintain community access, affordability, and desired service levels.
Maintenance Cost Center (140)
Accounts for the maintenance, repair, and preservation of City infrastructure and public facilities, including streets, park and landscape maintenance, street lighting, weed abatement, and environmental services. Operations are supported through General Fund contributions and other available funding sources to maintain the safety, functionality, and long-term condition of public assets.
Fund Structure
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General Fund Reserves
The City maintains General Fund reserves to support long-term fiscal sustainability, operational continuity, cash flow stability, and financial resiliency. Reserve levels are guided by the City’s Fund Balance and Reserve Policy and informed by Government Finance Officers Association best practices. Reserves provide financial flexibility to address economic uncertainty, emergencies, deferred maintenance, long-term liabilities, and strategic capital needs while maintaining stable municipal services.
Emergency and Economic Uncertainty Reserve (101/102)
The Emergency and Economic Uncertainty Reserve is the City’s primary unrestricted fiscal stabilization reserve. This reserve provides funding capacity for unforeseen emergencies, natural disasters, legal liabilities, revenue shortfalls, economic downturns, or other unexpected fiscal disruptions impacting City operations. The reserve supports continuity of essential public services, mitigates operational risk, and provides financial flexibility during periods of economic volatility or one-time fiscal stress.
Pension and Other Post-Employment Benefits (OPEB) Reserve (103) Provides funding for pension obligations, Section 115 Trust contributions, retiree health obligations, and other longterm workforce-related liabilities. The reserve supports long-term cost management, reduces exposure to market volatility, and improves budget stability and financial sustainability.
Equipment Replacement Reserve (104)
Provides funding for the planned replacement and lifecycle management of vehicles, fleet equipment, technology systems, machinery, and other operational capital assets.
Maintenance and Infrastructure Reserve (105)
Provides funding for major maintenance, repair, rehabilitation, and preservation of City facilities, buildings, parks, streets, and infrastructure assets to support long-term asset management, operational reliability, and the reduction of deferred maintenance liabilities.
Fund Structure
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Special Revenue Funds
Special Revenue Funds account for revenues that are legally restricted or committed to specific operational or programmatic purposes.
Major Special Revenue Funds
Measure B – 1986 Alameda County Transportation Authority (ACTIA) Fund (280) Accounts for transportation-related revenues and reimbursements associated with the former 1986 Alameda County transportation sales tax measure. Although the original sales tax measure expired in 2002, the fund continues to account for eligible project reimbursements.
Miscellaneous State Grant Fund (492)
Accounts for State grant revenues received from various governmental agencies for designated program purposes.
Housing Impact Fees Fund (623)
Accounts for housing impact fees restricted to activities that increase, preserve, and support affordable housing opportunities for very low-, low-, and moderate-income households in accordance with applicable State law and City policy. Funds may be used for eligible affordable housing programs, projects, land acquisition, and related housing initiatives.
Development Maintenance Fees Fund (625)
Accounts for development maintenance fees restricted to updates and implementation of the City’s General Plan, zoning regulations, development codes, and related planning activities that support orderly community growth and development.
Non-Major Special Revenue Funds
Transportation and Infrastructure Funds
Gas Tax Fund (201)
Road Maintenance and Rehabilitation Account (RMRA) – SB1 Fund (202) State Construction Maintenance Funds (210–213)
Measure B – Alameda County Transportation Commission (ACTC) Funds (281–283) Measure BB – Alameda County Transportation Commission (ACTC) Funds (284–286) Measure F – Vehicle Registration Fee (VRF) Fund (287)
Alameda County Transportation Commission (ACTC) Discretionary Fund (288) These funds account for transportation-related revenues restricted for street maintenance, roadway rehabilitation, traffic operations, transportation infrastructure, and related eligible transportation improvements.
Fund Structure
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Public Safety and Emergency Response Funds
Police Grants Funds (230–236)
Board of State and Community Corrections (BSCC) Grants Fund (234) Alameda County Fire Fees Fund (240)
Federal Emergency Management Agency (FEMA) Fund (383)
These funds account for grant revenues, emergency reimbursements, public safety programs, fire services, law enforcement activities, and disaster-related expenditures.
Environmental and Recycling Funds
Measure D Recycling Fund (215)
Waste Management Augmentation Fund (216)
Hazardous Materials Program Fund (217)
Recycle AB 939 Fund (218)
These funds account for environmental compliance, recycling, waste diversion, hazardous materials management, and related environmental sustainability programs.
Housing and Community Service Funds
Housing and Community Development (HCD) Fund (214)
First Five Grant Fund (270)
Miscellaneous Local Grants Fund (491)
These funds account for housing, community development, social services, grant-funded community programs, and related public benefit activities.
Assessment District Funds
Landscape and Lighting District Funds (401–420)
These funds account for assessments and expenditures associated with landscape maintenance, lighting, and related infrastructure improvements within established assessment districts. These funds are administered separately through annual engineer’s reports and City Council resolutions.
State Legislative Funds
State Senate Bills Funds (260–262)
These funds account for revenues and expenditures associated with State legislative funding programs and mandates.
Fund Structure
2026-2028 Biennial Budget | Newark, CA Page 29
Capital Project Funds
Capital Project Funds account for financial resources restricted, committed, or assigned for the acquisition, construction, rehabilitation, replacement, or major improvement of capital assets and infrastructure.
Major Capital Project Fund (610)
Accounts for major capital improvement projects, including land, buildings, streets, parks, infrastructure, fleet, technology, and major equipment investments.
Public Safety Impact Fees Fund (620)
Accounts for development impact fees restricted to police and fire facility improvements necessitated by new development.
Community Service Impact Fees Fund (621)
Accounts for development impact fees designated for governmental, social, and cultural facility improvements associated with community growth and development.
Traffic Impact Fees Fund (622)
Accounts for development impact fees restricted for transportation system improvements and traffic operations enhancements.
Park Impact Fees Fund (624)
Accounts for development impact fees designated for parkland acquisition and park improvements.
Art in Public Places Fund (626)
Accounts for developer contributions restricted for public art acquisition, installation, and enhancement projects.
Non-Major Capital Fund
Public, Educational, and Governmental (PEG) Fees Fund (611) Accounts for cable franchise-related PEG fee revenues restricted for public access, educational, and governmental communication infrastructure and technology improvements.
Fund Structure
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Debt Service Funds
Debt Service Funds account for the accumulation of resources and payment of principal, interest, and related costs associated with the City’s long-term debt obligations.
Civic Center COP 2019 Fund (503)
Accounts for debt service associated with the City’s 2019 Certificates of Participation issued for the Civic Center project.
Fund Structure
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Proprietary Funds
Proprietary Funds account for activities that operate in a manner similar to private-sector businesses, where the costs of providing services are primarily recovered through user charges, fees, or internal cost allocations.
Internal Service Funds
Internal Service Funds account for centralized services provided internally to City departments on a costreimbursement basis. These funds allocate and recover the cost of shared operational support services and citywide overhead functions.
Equipment and Fleet Replacement Fund (701)
Accounts for the planned replacement and lifecycle management of City vehicles, fleet equipment, and related capital assets.
Technology Equipment Replacement Fund (702)
Accounts for the replacement and upgrade of City technology infrastructure, computer equipment, and related technology assets.
Equipment Maintenance Fund (703)
Accounts for maintenance, repair, and operational support of City vehicles and equipment.
Building Maintenance Fund (704)
Accounts for maintenance, repair, and preservation of City-owned facilities and buildings.
Office Support Fund (705)
Accounts for centralized administrative and office support services provided to City departments.
Public Liability Self-Insurance Fund (706)
Accounts for the City’s self-insurance activities related to public liability claims and risk management programs.
Workers’ Compensation Fund (707)
Accounts for the City’s workers’ compensation insurance program, including claims administration and related costs.
Fund Structure
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Fiduciary Funds
Fiduciary Funds account for assets held by the City in a trustee or custodial capacity for individuals, private organizations, or other governmental entities. These resources cannot be used to support the City’s own operations or programs.
Area Improvement District (AID) Funds
Area Improvement District funds account for resources collected and administered on behalf of assessment districts for specific improvements or maintenance activities. These funds are administered separately through annual assessments, budget amendments, and City Council resolutions.
Fund Structure
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Budget Structure
The City maintains a chart of accounts and uses this structure to maintain accountability over the assets and resources for which it has control. The following is the budget structure for the City of Newark: Funds – Organizational Units – Programs – Account Classifications
Funds
An accounting-related entity which exists to control and account for funds from various sources. All expenditures and revenues are classified into one of three types of funds.
Organizational Units
Departments and Divisions together is the organization unit responsible for a particular service. All funds have organizational units. These are some sample organizational units in the General Fund.
Programs
A category of services or administrative function provided by the organizational units. All organizational units have programs/activities. These are some sample programs/activities within the organizational unit.
Budget Structure
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Account Classifications
A category of cost designed to provide detail on the types of commodities, materials, supplies, or services purchased by the local government and the provision of services. All activities have account codes, also known as line items.
These are the three categories of account codes common to all organizational units.
Budget Structure
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Account Code Descriptions
The following Account Code descriptions are commonly referred to as expenditure codes. 5100 Regular Employees represent the personnel cost for services provided by full‐time and regular part‐time employees. Full‐time employees have a weekly average regular work schedule of 40 hours. Regular part‐time employees have a weekly average regular work schedule of 20‐35 hours. 5120 Personnel costs of services provided by temporary employees. 5140 Overtime represents the cost for services provided by employees for hours worked in excess of regularly scheduled hours (typically over 40 hours per week) to meet service level needs. 6100 Materials and Supplies represent the cost for tangible goods and commodities which are consumed or materially altered when used.
6200 Services (professional and contractual) represent the cost for general or special City services performed by either private agencies or outside governmental agencies. An example of a private agency contract is a contract for weed abatement services. An example of an outside governmental agency contract is the contract with the City of Fremont for animal shelter services.
6400 Membership, Travel, and Training represent the cost for membership in professional and trade associations, traveling to and participation in workshops, seminars, and conferences provided by these associations, and in‐house training programs. Examples of some activities under this category include disaster preparedness training and exercises, advanced training in computer software use, and technical workshops that introduce new legislative reporting requirements.
6800 Internal Service Charges represent allocation of costs incurred by the Internal Service Fund (ISF) activities to provide services to other City departments. The ISF activities include Office Support, Self‐Insurance (Workers’ Compensation and Public Liability), Maintenance (Equipment, Building), and Technology, Equipment, and Fleet Replacement.
7000 Debt Service represents principal and interest payments on long‐term debt for the Civic Center. This also includes lease payments for the acquisition of a fire pumper, street sweeper, and radio communications system. 8000 Capital Outlay represents the cost of major and significant acquisitions of equipment, land, buildings, and building improvements. An example is a purchase of a new vehicle that is added to the City’s fleet. Another example is the cost for a major building renovation that extends the building’s economic life and expands its functional use.
Budget Structure
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Basis of Budgeting
The City’s Biennial Budget is prepared in accordance with generally accepted accounting principles (GAAP) and Governmental Accounting Standards Board (GASB) standards and is intended to support long-term fiscal sustainability, operational stability, and City Council priorities. Certain special districts and assessment districts, including the Area Improvement District (AID) and Landscaping and Lighting District (LLD) funds, are budgeted separately through annual resolutions adopted by the City Council.
Governmental funds are budgeted and accounted for using the modified accrual basis of accounting and the current financial resources measurement focus, under which revenues are recognized when measurable and available, and expenditures are generally recognized when liabilities are incurred. Proprietary funds, including Internal Service Funds, are generally budgeted and accounted for using the full accrual basis of accounting and the economic resources measurement focus.
The Biennial Budget is organized on a fund basis using a line-item budgeting approach, with revenues classified by source and expenditures appropriated by department, program, activity, and object category.
The City utilizes a hybrid budgeting methodology that incorporates incremental budgeting, position-based budgeting for personnel costs, capital planning, and multi-year financial forecasting. The current year adopted budget serves as the baseline for future appropriations and is adjusted for known operational, contractual, economic, and service-level changes. Revenue projections are developed using historical trends, economic indicators, development activity, and external consultant forecasts, where appropriate.
New programs, staffing requests, and service enhancements are evaluated in relation to City Council priorities, operational needs, available resources, and long-term fiscal sustainability. The Biennial Budget is coordinated with the City’s Capital Improvement Program (CIP) to incorporate the operational, maintenance, staffing, and long-term financial impacts of capital projects and infrastructure investments.
While the City’s accounting records are maintained in accordance with GAAP and GASB standards, budgetary treatment may differ in limited areas, including capitalization thresholds, encumbrances, interfund transfers, and the timing of certain grant revenues and expenditures. Such differences are disclosed, as applicable, in the City’s Annual Comprehensive Financial Report (ACFR).
Basis of Budgeting
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Key Budget Information
The City of Newark prepares a biennial budget with a mid-cycle update each fiscal year. The budget details funding for day-to-day operations and capital obligations, including:
Personnel costs (salary, benefits, pension, and cafeteria contributions) Non-personnel costs (materials, supplies, utilities, training, etc.) Internal Service Fund allocations
Capital acquisitions and debt payments
Personnel Budgeting: Finance completes all personnel line items, applying current MOU terms, CalPERS rates, and confirmed staffing levels. Vacant positions are budgeted at top-step salary, employee plus one dependent cafeteria, and PEPRA pension rates.
Internal Service Allocations: Finance calculates allocations for Equipment and Fleet Replacement, Technology Equipment Replacement, Equipment Maintenance, Building Maintenance, Office Support, Public Liability, and Workers' Compensation based on cost recovery models reviewed biennially.
Budget Entry and Rounding: Amounts should generally be rounded to the nearest thousand (or hundred for smaller accounts).
Budgeting Process
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Budget Development Process
The City’s biennial budget process emphasizes collaboration, transparency, and accountability, ensuring public resources are aligned with City Council priorities and community needs. It integrates strategic planning, performance management, and financial sustainability consistent with Government Finance Officers Association (GFOA) and California Society of Municipal Finance Officers (CSMFO) best practices.
Phases of the Budget Process
The budget process includes four key phases:
1. Development - Departments prepare draft budgets, narratives, and performance measures.
2. Review - Finance compiles and analyzes submissions, while the City Manager oversees alignment with strategic and fiscal goals.
3. Adoption - City Council conducts workshops, holds public hearings, and adopts the Biennial Budget and Capital Improvement Plan (CIP) by resolution before June 30.
4. Evaluation - Mid-cycle updates and performance reviews measure results and inform future planning.
Roles and Responsibilities (Aligned with GFOA and CSMFO Biennial Budget Best Practices) Finance Department: Leads the biennial budget process by coordinating the budget calendar, preparing multiyear forecasts, developing personnel cost projections, and managing departmental submissions. Finance ensures compliance with City policies, Government Code, and GFOA/CSMFO standards, and prepares the proposed budget, under the City Manager’s direction, for publication and public transparency.
Departments: Prepare data-driven budget requests, performance measures, and narratives aligned with City Council’s strategic priorities. Departments identify service impacts, support requests with measurable outcomes, and maintain fiscal discipline within approved allocations.
City Manager: Provides executive oversight and strategic direction to ensure the proposed budget prepared by Finance reflects Council priorities, fiscal policies, and long-term sustainability. Reviews departmental submissions, recommends adjustments, and formally submits the Proposed Biennial Budget to the City Council for review and adoption.
City Council: Serves as the legislative and policy authority for budget adoption. Reviews the City Manager’s proposed budget, participates in workshops and public hearings, and adopts the Biennial Budget and Capital Improvement Plan by resolution before June 30. Provides ongoing policy direction for the Mid-Cycle Update and long-term fiscal planning.
Principles of the Budget Process
The City of Newark’s budget process aligns with the GFOA framework, emphasizing that budgeting is not just an accounting exercise but a strategic management tool connecting resources, results, and accountability.
1. Establish Broad Goals – Define priorities to guide decisions (Newark: Safe & Healthy Community, Economic Vitality, Financial Resilience, Modernized Infrastructure, Community Engagement).
2. Develop Approaches – Translate goals into actionable programs with measures.
3. Align the Budget with Goals – Allocate resources using a five-year forecast to maintain sustainability.
4. Evaluate and Adjust – Use mid-year and performance reporting to improve accountability and outcomes.
Budgeting Process
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Budget Adjustments and Carryforwards
Mid-year and year-end amendments may be submitted for Council consideration to address new grants, new revenue sources, personnel and operational changes, or capital adjustments. Unspent appropriations lapse on June 30 unless encumbered or authorized for carryforward under City policy. All requests must include documentation per Government Code §37208 and GFOA best practices.
Capital Improvement Plan (CIP)
The Five-Year Capital Improvement Plan (CIP) serves as the City’s long-term plan for maintaining and enhancing public infrastructure, facilities, and community assets. The CIP provides the framework for prioritizing capital investments, aligning funding with City Council strategic priorities, and ensuring fiscal accountability across multiple fiscal years.
Capital project appropriations represent continuing authorizations that remain in effect until a project is completed, closed, or re-programmed by formal Council action. This continuing appropriation model allows approved capital funds to remain available beyond a single fiscal year, consistent with GFOA Best Practice – Multi-Year Capital Planning and GASB Statement No. 34 requirements.
However, this model does not apply to annual recurring capital programs, such as the Street Overlay Program, Slurry Seal Program, or Curb and Gutter Replacement Program. These recurring programs are funded and executed on an annual basis to support ongoing infrastructure preservation. Their appropriations lapse at the end of each fiscal year unless encumbered under an executed contract.
The Finance Department and Public Works Department jointly conduct an annual review and reconciliation of all active capital projects to verify available balances, validate expenditures, and confirm project status. This process ensures the City’s capital program remains accurate, transparent, and aligned with adopted fiscal policies while maintaining accountability for all appropriated resources.
Budgeting Process
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Budget Cycle and Calendar
The City’s fiscal year runs July 1 through June 30. While the budget cycle may vary from year to year, the process generally follows a structured timeline.
Typical Annual Milestones:
Finance issues the Budget Preparation Guide and templates.
Departments develop and submit proposals.
Finance and the City Manager conduct review meetings.
City Council holds study sessions and adopts the final budget by June 30.
Budget Timeline
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Financial Policies
The following Financial Policies establish the framework for the City’s budget development, financial management, fiscal sustainability, long-range planning, and stewardship of public resources. These policies are aligned with Government Finance Officers Association (GFOA) best practices and are intended to guide the preparation, adoption, and administration of the City’s Biennial Budget.
Budget and Financial Planning Policies
The City’s Biennial Budget is developed to support long-term fiscal sustainability, operational stability, service delivery objectives, infrastructure needs, and City Council priorities.
The City shall adopt and maintain a structurally balanced budget in which recurring revenues and available financing sources are sufficient to fund recurring operating expenditures.
Budget development shall incorporate long-range financial planning, operational needs, infrastructure obligations, economic conditions, and City Council priorities to support ongoing fiscal sustainability.
Revenue projections shall be developed using conservative, yet realistic assumptions based on historical trends, economic indicators, development activity, inflationary factors, and other relevant financial data.
The City utilizes a hybrid budgeting methodology incorporating line-item, incremental, and position-based budgeting principles, supplemented by performance considerations and long-range financial planning to support operational accountability, strategic planning, and long-term fiscal sustainability.
Incremental budgeting shall generally be utilized for ongoing operating expenditures, with the prior year budget serving as the baseline and adjusted for known operational, contractual, inflationary, and service-level changes.
Position-based budgeting shall be utilized for personnel expenditures, with salary and benefit costs developed based on authorized staffing positions, labor agreements, retirement obligations, projected vacancies, and other personnel-related cost factors.
Performance, operational, and service-level considerations may be incorporated into the budget development process to support organizational accountability, resource allocation, and City Council priorities.
The Biennial Budget shall be coordinated with the Five-Year Capital Improvement Program (CIP) and Five-Year Financial Forecast to evaluate the long-term sustainability of revenues, expenditures, reserves, capital infrastructure, pension and OPEB obligations, debt commitments, and other long-range financial needs.
General Fund and other major fund balances shall be maintained at levels sufficient to support cash flow requirements, operational stability, financial contingencies, and economic uncertainties.
Departments are responsible for operating within adopted appropriations, approved staffing levels, and applicable budgetary authority.
Budget adjustments requiring additional appropriations shall require City Council approval in accordance with the Municipal Code and adopted financial policies.
Unexpended appropriations shall lapse at fiscal year-end unless associated with legally encumbered obligations, approved contracts, active capital projects, or other authorized commitments supported by prior approved appropriations. Eligible appropriations may be administratively carried forward into subsequent fiscal years, subject to funding availability and compliance with applicable budgetary and purchasing authority requirements.
One-time or nonrecurring revenues should generally not be used to fund ongoing operating expenditures and should instead be prioritized for capital improvements, reserves, pension or OPEB obligations, debt reduction, or other nonrecurring purposes.
Financial Policies
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Financial Forecasting and Long-Range Planning Policies
The City shall utilize multi-year financial forecasting and long-range planning practices to evaluate fiscal sustainability, identify emerging financial risks, and support informed policy and budget decisions.
Long-range financial planning shall consider economic conditions, revenue trends, infrastructure and capital needs, labor and pension obligations, service demands, inflationary pressures, debt commitments, reserve levels, and other operational or strategic factors affecting the City’s long-term fiscal condition.
The Five-Year Financial Forecast shall serve as a planning tool to evaluate future revenues, expenditures, reserve levels, capital funding needs, and long-term liabilities, identify structural budget trends, and support informed decision-making by the City Council and City management.
The City shall periodically update long-range financial projections to reflect changes in economic conditions, legislation, labor agreements, development activity, infrastructure requirements, and other significant financial or operational assumptions impacting the City’s fiscal outlook.
Revenue Management and Cost Recovery Policies
The City shall utilize conservative yet realistic revenue forecasting practices and monitor major revenue sources throughout the fiscal year to support fiscal stability and informed financial planning.
Revenue forecasts shall incorporate historical trends, economic conditions, development activity, assessed valuation growth, sales tax performance, consumer activity, inflationary factors, and other relevant financial data.
User fees, service charges, and development-related fees shall be periodically reviewed and updated in accordance with the City’s adopted Cost Recovery Policy, City Council direction, and applicable legal requirements.
The City may periodically conduct comprehensive user fee, development impact fee, and cost allocation studies to evaluate service costs, cost recovery levels, market conditions, and administrative cost allocations.
Fees and service charges shall generally not exceed the reasonable cost of providing services, including applicable direct and indirect costs, unless otherwise authorized by law.
The City shall strive to align fees and charges for fee-supported operations and enterprise-like activities with the full cost of service delivery, including operations, maintenance, capital replacement, administrative support, and debt obligations, where appropriate.
Fee structures may consider factors including cost recovery objectives, market comparability, community benefit, accessibility, equity considerations, legal limitations, and administrative feasibility.
Fees and service charges may be adjusted periodically based on changes in the Consumer Price Index (CPI), labor costs, operating costs, market conditions, or updated cost-of-service analyses.
Where fees have not been adjusted for extended periods or where significant increases are necessary to achieve cost recovery objectives, phased implementation strategies may be considered to reduce sudden financial impacts on residents, businesses, and service users.
Financial Policies
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Expenditure Management Policies
The City shall manage expenditures in a manner that supports long-term fiscal sustainability, operational stability, and alignment between ongoing service levels and available recurring revenues.
Expenditure growth, including labor, pension, insurance, utilities, contractual services, maintenance, and other operating costs, shall be monitored and evaluated as part of the City’s multi-year financial planning process.
Departments are responsible for managing expenditures within adopted appropriations, authorized staffing levels, and applicable budgetary authority, while identifying operational efficiencies and cost-effective service delivery practices where feasible.
Ongoing expenditure commitments and service level impacts shall be evaluated in the context of the City’s longrange financial outlook, projected revenue growth, operational needs, and overall fiscal sustainability.
Financial Policies
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Reserve and Fund Balance Policies
The City shall maintain reserves and fund balances in accordance with the City’s adopted Fund Balance and Reserve Policy to support fiscal stability, operational continuity, cash flow requirements, emergency response, economic uncertainty, long-term liabilities, capital infrastructure needs, and overall financial resilience. Reserve levels shall be periodically evaluated using a GFOA-informed fiscal risk assessment methodology that considers revenue volatility, expenditure trends, liquidity needs, unfunded liabilities, infrastructure conditions, economic conditions, and long-range financial planning considerations.
The City strives to maintain Emergency and Fiscal Uncertainty Reserves in accordance with reserve targets established under the City’s adopted Fund Balance and Reserve Policy. Reserve usage shall be limited to maintaining service continuity, addressing unforeseen financial obligations, responding to emergencies or economic downturns, mitigating revenue shortfalls, and supporting other strategic financial needs approved by the City Council. When reserve levels fall below established targets, the City shall strive to restore reserves over a reasonable multi-year period consistent with the City’s long-range financial plan.
Additional reserves and assigned or committed fund balances may be maintained for pension and OPEB obligations, infrastructure and facilities maintenance, equipment and technology replacement, capital improvements, self-insurance, debt management, economic stabilization, and other strategic or long-term financial purposes as determined by the City Council.
The City may maintain a Section 115 Pension Rate Stabilization and OPEB Trust (“Section 115 Trust”) to prefund pension and retiree healthcare obligations, mitigate contribution volatility, improve long-term budget predictability, strengthen financial flexibility, and reduce unfunded liabilities associated with CalPERS and OPEB obligations. The Section 115 Trust shall be administered in accordance with applicable Internal Revenue Service regulations, California Government Code Sections 53216 and 53620, GASB requirements, trust agreements, investment policies, and applicable City Council actions.
The Section 115 Trust is intended to function as a long-term pension and OPEB stabilization tool and shall not replace prudent General Fund reserves or be used to address unrelated structural operating deficits. Consistent with applicable legal and fiduciary requirements, trust assets may be strategically utilized to stabilize pension contribution volatility, reimburse eligible pension or OPEB expenditures, improve General Fund liquidity, support long-range financial planning, and preserve funding capacity for strategic capital and infrastructure investments.
The City may periodically evaluate discretionary contributions, accelerated unfunded liability payments, pension stabilization strategies, reimbursement approaches, funding corridors, and other prefunding methodologies intended to improve funded status, reduce long-term costs, and support fiscal sustainability objectives. Funding decisions may consider year-end operating surpluses, salary savings, one-time revenues, favorable pension contribution variances, reserve levels, capital needs, economic conditions, and long-range financial forecast assumptions.
The Maintenance Reserve Fund may be maintained to support the maintenance, repair, rehabilitation, replacement, and preservation of City facilities, buildings, parks, streets, utilities, technology systems, and other infrastructure assets necessary to maintain operational reliability, public safety, and long-term asset sustainability.
Equipment and technology replacement reserves may be maintained to support the planned replacement and lifecycle management of vehicles, heavy equipment, public safety equipment, technology infrastructure, cybersecurity systems, and other operational assets necessary to maintain reliable and efficient service delivery.
Transfers to, from, or between reserves, assigned fund balances, and Section 115 Trust accounts shall be evaluated in conjunction with the City’s annual and biennial budget process, long-range financial planning efforts, capital planning activities, reserve targets, and fiscal sustainability objectives, and shall be subject to applicable City Council approvals, policies, and legal requirements.
Financial Policies
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Capital Improvement Program Policies
The City shall maintain a multi-year Capital Improvement Program (CIP) to support infrastructure preservation, regulatory compliance, public safety, operational needs, and strategic community investments.
The CIP shall incorporate long-term infrastructure planning, asset management principles, fiscal sustainability, and City Council priorities to support sustainable infrastructure investment and service delivery.
Capital projects shall be evaluated and prioritized using objective and transparent criteria consistent with Government Finance Officers Association (GFOA) best practices and the City’s adopted CIP prioritization methodology. Evaluation criteria may include public safety, legal and regulatory requirements, asset condition, operational necessity, service impacts, infrastructure preservation, operational efficiencies, project readiness, funding availability, environmental sustainability, community benefit, and alignment with strategic goals and City Council priorities.
The City may utilize project ranking systems, prioritization scorecards, asset condition assessments, and other capital planning tools to support transparent, data-informed, and strategically aligned capital investment decisions.
Capital investment planning shall consider lifecycle costs, ongoing maintenance obligations, operating impacts, staffing implications, replacement needs, and long-term fiscal sustainability.
Capital improvements may be funded through available fund balances, impact fees, grants, debt financing, dedicated revenues, development-related funding sources, and other legally available funding mechanisms.
Capital projects and capital asset expenditures shall be evaluated in accordance with the City’s adopted capitalization policy, applicable accounting standards, and administrative procedures. Capitalization thresholds may be periodically reviewed to support operational efficiency, asset management objectives, financial reporting accuracy, and effective administration of the Capital Improvement Program.
Debt Management Policies
The City may utilize debt financing as a strategic financing tool for capital improvements, infrastructure, equipment, and other long-term assets that provide ongoing public benefit and support City Council priorities.
Debt shall be issued prudently and only when determined to be financially feasible, legally permissible, and consistent with the City’s adopted Capital Improvement Program, operating budget, and long-range financial plans.
Prior to issuing debt, the City shall evaluate affordability, repayment capacity, revenue stability, reserve levels, operating and maintenance impacts, existing and projected debt obligations, and long-term fiscal sustainability.
Debt financing shall generally be limited to projects or assets with useful lives that approximate or exceed the related repayment period.
The City shall not issue long-term debt to finance ongoing operating expenditures, recurring personnel costs, routine maintenance, or structural operating deficits.
The City shall evaluate alternative funding sources, including grants, impact fees, development contributions, reserves, pay-as-you-go financing, and available cash funding, prior to issuing debt.
Refunding or refinancing opportunities may be considered when they produce economic benefit, improve debt service structure, enhance operational flexibility, or support other strategic financial objectives.
The City shall seek to preserve strong financial management practices, maintain financial flexibility and creditworthiness, minimize borrowing costs, and comply with all applicable federal and state laws, disclosure requirements, and adopted debt management procedures.
Financial Policies
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Pension and OPEB Funding Policies
The City shall proactively manage pension and Other Post-Employment Benefit (OPEB) obligations through long-range financial planning, actuarially informed funding strategies, and ongoing evaluation of long-term liabilities and funding requirements.
Pension and OPEB funding strategies shall consider actuarially determined contributions, unfunded liability trends, investment performance, demographic assumptions, operating impacts, and long-term fiscal sustainability.
The City may utilize pension stabilization reserves, OPEB trust funds, Section 115 Trust assets, and other prefunding strategies to support long-term liability management, contribution stability, and fiscal sustainability.
The City may periodically evaluate discretionary contributions, accelerated unfunded liability payments, prefunding strategies, and other funding approaches intended to improve funded status and reduce long-term costs.
Pension and OPEB obligations, reserve funding levels, actuarial assumptions, and long-term liability trends shall be periodically reviewed as part of the City’s multi-year financial planning and reserve evaluation process.
Pension and OPEB trust assets shall be managed in accordance with applicable trust agreements, investment policies, fiduciary standards, and prudent long-term investment practices intended to balance risk, liquidity, and long-term return objectives.
Investment and Cash Management Policies
City funds shall be invested in accordance with the City’s annually adopted Investment Policy, applicable provisions of the California Government Code, and prudent public fund management practices.
The primary objectives of the City’s investment program, in order of priority, shall be preservation of principal, maintenance of adequate liquidity, and prudent investment yield.
The City shall maintain sufficient liquidity to meet operational cash flow requirements, payroll obligations, debt service payments, capital expenditures, and other financial commitments.
Investments shall be managed in a manner that emphasizes safety, liquidity, diversification, and prudent risk management while seeking market-appropriate returns within legal and policy limitations.
Investment maturities and portfolio structure shall be managed to align with anticipated cash flow requirements and minimize exposure to market, credit, and interest rate risk.
The City shall diversify investments by security type, maturity, issuer, financial institution, and investment strategy to reduce portfolio risk and maintain prudent investment practices.
The City shall utilize the prudent investor standard in managing public funds and investment activities, recognizing the importance of managing investments within the context of the overall portfolio and long-term financial objectives.
Investment activities shall incorporate appropriate internal controls, segregation of responsibilities, safekeeping procedures, and oversight practices to protect public funds and ensure compliance with applicable laws, fiduciary standards, and adopted policies.
Authorized investments, financial institutions, and investment counterparties shall be limited to those permitted under the City’s Investment Policy and applicable provisions of California law.
Investment performance and portfolio compliance shall be periodically monitored and reported in accordance with the City’s Investment Policy and applicable legal reporting requirements.
Financial Policies
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Authorized Position List Administration Policies
The City maintains personnel administration policies intended to support operational efficiency, workforce flexibility, fiscal sustainability, and effective public service delivery consistent with the City’s Personnel Rules and Regulations.
The City shall maintain centralized position control through the adopted budget process. No increases to authorized citywide staffing levels, or material ongoing staffing expansions shall occur without City Council approval through the budget process or separate City Council action.
Consistent with the City’s adopted Classification Plan, Compensation Plan or Salary Schedule, Personnel Rules and Regulations, applicable labor agreements, and adopted budget appropriations, the City Manager and Personnel Officer may administer routine personnel actions involving existing authorized and budgeted positions necessary to support operational and service delivery needs.
Routine personnel actions may include position allocations, reclassifications, transfers, advancement within approved flexibly staffed classification series, retitles, revisions to classification specifications, and other staffing adjustments within existing total authorized citywide staffing levels and adopted appropriations. Such actions shall be reviewed in consultation with the Finance Director and Human Resources Director, as appropriate.
Consistent with the Personnel Rules and Regulations, the City Manager or designee may create, revise, consolidate, or abolish classifications as necessary to support organizational and operational needs, provided such actions do not increase total authorized citywide staffing levels or materially increase ongoing fiscal obligations without City Council approval.
Personnel actions involving material organizational restructuring, creation of additional supervisory, management, or executive layers, significant compensation impacts, amendments to compensation plans or salary schedules, changes to benefit structures, authorized staffing positions, or actions materially affecting longterm fiscal obligations shall require City Council approval.
Administrative personnel authority is intended to support efficient personnel administration while preserving City Council oversight of organizational structure, staffing levels, compensation authority, labor obligations, and long-term fiscal sustainability.
Appropriations Limit (Gann Limit) Policy
The City shall annually calculate, adopt, and monitor its appropriations limit in accordance with Article XIIIB of the California Constitution and applicable State laws.
The City shall monitor appropriations subject to limitation as part of the annual budget process to ensure ongoing compliance with State appropriations limit requirements and maintain sufficient appropriations capacity for future operational and capital needs.
Financial Policies
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Gann Appropriation Limit
California voters approved Proposition 4, commonly known as the “Gann Limits” on November 6, 1979, establishing Article XIIIB of the State Constitution. This proposition mandates an appropriations (spending) limit on the amount of tax revenue that the State and most local government jurisdictions may appropriate within a fiscal year. The fundamental purpose of the Gann Limit is to keep real (inflation adjusted) per person government spending under 1978-79 levels.
The State election on June 5, 1990 resulted in the passage of Proposition 111, amending Article XIIIB of the California Constitution, the governing legislation for calculating the appropriations limit. The measure requires that a complex series of calculations be performed each year to compare appropriations to the limit. Under the amended legislation, the appropriations limit may increase annually by a factor comprised of the change in population (city or county), combined with either the change in California per capita personal income or the change in the local assessment roll due to local nonresidential construction.
The City used the change of City population along with the change in per capita personal income options to calculate the FY 2026 appropriation limit of $527.5 million. The City’s current FY 2026 Annual Budget includes appropriations subject to the limit of $74.2 million. This is well below the City’s appropriation limit.
The City of Newark’s appropriation limit is currently over five times its annual appropriations. With such a large margin, it is unlikely the city will reach the appropriation limit in the foreseeable future.
Gann Appropriation Limit
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Gann Appropriation Resolution
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Gann Appropriation Resolution
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EXECUTIVE SUMMARY
Executive Summary
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Strategic Priority Areas
Foster a Safe and Healthy Community
Provide a range of services that enhance the overall well-being of the community and cultivate a strong sense of safety and enjoyment.
Further Economic Vitality and Housing for All
Support business attraction and retention, revitalization of commercial areas, and development of diverse housing opportunities.
Boost Financial Resilience and Excellence in Service Delivery Elevate long-term financial health and sustainability with adequate resources, while delivering innovative, responsive, and high-quality City services with PRIDE.* Modernize Public Facilities and Infrastructure
Provide well-maintained infrastructure and conduct long-range planning to support community transportation, facility, and technology demands.
Strengthen Community through Education and Engagement
Empower and connect the community through partnerships with the school district and equitable engagement opportunities.
*PRIDE refers to the City's Values of Personal Service, Resourcefulness, Innovation, Diversity and Engagement.
City Council Review
The Strategic Priority Areas were developed through a collaborative process that included staff recommendations and City Council discussion and approval.
These priorities reflect the community's values and needs and serve as the foundation for departmental goals and initiatives.
They provide a clear, consistent message to the community about the City's focus areas, helping the community understand how resources and initiatives are aligned with City Council direction and community expectations.
Departmental Use
Departments link initiatives, projects and work plans to one or more Strategic Priority Areas, ensuring that operations, planning, and resource allocation directly support City Council priorities and long-term organizational goals.
Strategic Priority Areas provide a clear framework to guide decision-making, resource allocation, and program development across the organization.
Strategic Plan
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Budget Integration
The City Council Strategic Priority Areas provide a long-term framework to guide City policy, resource allocation and program implementation.
They serve as the foundation for reporting and communications, providing transparency and demonstrating how City actions advance City Council approved priorities and meet community needs.
Each major budget allocation is linked to one or more Strategic Priority Area to ensure City investments remain aligned with City Council priorities and community needs.
The following sections outline each priority area, and the specific actions City staff will undertake to advance the City's vision of a safe, thriving and inclusive community.
Strategic Plan
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City Initiatives
Foster a Safe and Healthy Community
Further Economic Vitality and Housing for All
City Initiatives
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Boost Financial Resilience and Excellence in Service Delivery Modernize Public Facilities and Infrastructure
Strengthen Community through Education and Engagement
City Initiatives
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Department Priorities
Alameda County Fire Department
Community Development Department
Department Priorities
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Finance Department
Human Resources Department
Department Priorities
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Information Technology Department
Police Department
Department Priorities
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Public Works Department
Department Priorities
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Recreation and Community Services
City Manager's Office
Department Priorities
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Priorities and Issues
Introduction
The City’s 2026–2028 Biennial Budget was developed recognizing several ongoing fiscal and operational challenges that continue to affect local governments throughout California and the broader Bay Area region. While Newark’s financial condition remains stable, the City continues to face increasing cost pressures associated with inflation, pension obligations, infrastructure maintenance, workforce recruitment, compensation competitiveness, cybersecurity risks, and long-term operational sustainability.
The City’s budget and five-year financial forecast incorporate conservative assumptions intended to address these challenges while maintaining service levels, preserving fiscal flexibility, and supporting long-term infrastructure and organizational needs. The City will continue monitoring economic conditions, operational risks, labor market trends, infrastructure needs, and evolving service demands to maintain long-term fiscal sustainability and organizational resiliency.
Inflationary Cost Pressures
Inflationary pressures continue to affect both residents and municipal operations. Although inflation has moderated compared to recent post-pandemic peaks, costs for utilities, construction materials, contractual services, professional services, insurance, fleet operations, and maintenance activities continue to increase above historical averages.
Energy and fuel prices remain particularly volatile due to geopolitical tensions, international conflicts, supply chain disruptions, and broader market uncertainty. These conditions continue to place upward pressure on operating and capital expenditures throughout the organization.
The City’s financial forecast incorporates conservative inflation assumptions across both operational and capital expenditure categories. While most non-personnel expenditures are projected to increase approximately 3.0% annually, several expenditure categories, including utilities, insurance, public safety-related costs, and construction activities, are projected to increase at higher rates during the forecast period.
Continued inflationary pressures may also affect consumer spending activity, development trends, and broader economic growth, potentially impacting economically sensitive revenues such as Sales Tax and Transient Occupancy Tax.
Priorities and Issues
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Infrastructure Maintenance and Capital Investment
The preservation, replacement, and modernization of the City’s infrastructure continue to remain among Newark’s highest long-term priorities. Aging public infrastructure, increasing maintenance costs, deferred replacement needs, and expanding facility responsibilities continue to require significant ongoing investment.
For the 2026-2028 Biennial Budget cycle, the City is transitioning from a two-year Capital Improvement Program (CIP) framework to a five-year CIP planning model to strengthen long-term infrastructure planning, project prioritization, operational coordination, grant alignment, and multi-year financial forecasting. The expanded five-year CIP framework provides a more comprehensive approach to planning and funding the City’s long-term capital and infrastructure needs while improving visibility into future project sequencing, funding strategies, operational impacts, and ongoing maintenance obligations. Major capital priorities include transportation infrastructure, pavement rehabilitation, park improvements, facility modernization, technology investments, Fire Stations 27 and 29 reconstruction, future Cultural Arts Center and community capital planning initiatives.
Infrastructure maintenance and replacement activities are supported through multiple funding sources, including the General Fund Maintenance Cost Center, Equipment and Building Maintenance Internal Service Funds, capital reserves, development-related funding sources, grants, and voter-approved local revenues.
The City has also completed several long-range planning initiatives, including a Facilities Master Plan, to evaluate existing assets, identify future replacement and rehabilitation needs, and support long-term capital planning efforts.
These planning efforts continue to inform the City’s five-year financial forecast and future capital investment strategies.
As infrastructure systems continue to age and construction costs remain elevated, maintaining sufficient funding for ongoing maintenance, rehabilitation, replacement, and future capital expansion will remain a significant long-term fiscal challenge.
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Pension and Long-Term Liabilities
Like most California public agencies, pension obligations continue to represent one of the City’s most significant longterm financial challenges. The City participates in the California Public Employees’ Retirement System (CalPERS), and employer contribution requirements continue to be influenced by investment performance, actuarial assumptions, demographic trends, payroll growth, inflation, and broader economic conditions.
Based on the most recent CalPERS actuarial valuation report, the City’s unfunded accrued liability (UAL) was estimated at approximately $121.2 million. Although the liability has modestly improved compared to prior years, pension costs are expected to remain elevated for the foreseeable future.
To proactively address long-term pension obligations, the City has implemented several pension management strategies over the past several years, including:
Cost-sharing arrangements with employees;
Fresh-start amortization options through CalPERS;
Prepayment of unfunded liability obligations to recognize available discounts; Establishment of a Pension and Other Post-Employment Benefits (OPEB) Reserve Fund; Additional discretionary payments (ADPs) toward pension liabilities; and Establishment of a Section 115 Pension Trust through Public Agency Retirement Services (PARS).
During FY 2025, the City transferred approximately $12.0 million into the PARS Section 115 Trust to improve long-term pension funding flexibility and reduce future budget volatility. As of April 2026, the PARS trust balance had increased to approximately $14.3 million due to investment performance and additional earnings.
The City continues to monitor CalPERS actuarial assumptions, investment performance, and contribution projections as part of its long-term financial planning process. Although pension costs are projected to remain significant, the City’s proactive funding strategies and reserve planning efforts are intended to improve long-term fiscal sustainability, reduce long-term liability exposure, and improve budget stability.
The City also continues to experience gradual workforce transition impacts associated with the California Public Employees’ Pension Reform Act (PEPRA). As additional employees are hired under PEPRA benefit formulas over time, long-term pension cost growth is expected to moderate; however, material short-term savings are not anticipated during the immediate forecast period.
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Workforce Recruitment, Retention, and Compensation
Pressures
Like many public agencies throughout California and the Bay Area, the City continues to face workforce recruitment and retention challenges driven by labor market competition, workforce retirements, evolving workplace expectations, and regional cost-of-living pressures. These conditions may impact the City’s ability to recruit and retain qualified employees across multiple service areas, particularly within specialized technical, public safety, engineering, planning, finance, information technology, and maintenance-related classifications.
Extended recruitment timelines and vacancies can affect service delivery, organizational capacity, project implementation, institutional knowledge retention, and operational continuity. While the City currently maintains relative staffing stability in many operational areas, future vacancies in specialized classifications may require extended recruitment periods and could present challenges in attracting and retaining qualified candidates in an increasingly competitive regional labor market.
Public agencies throughout Alameda County and the Bay Area also continue to experience increasing pressure to maintain competitive compensation structures while balancing long-term fiscal sustainability. Rising labor market competition, regional housing costs, pension obligations, and escalating healthcare and benefit costs continue to create pressure for both annual Cost-of-Living Adjustments (COLAs) and periodic market-based compensation adjustments necessary to remain competitive with neighboring agencies and the broader regional labor market.
Compensation increases affect not only salary expenditures, but also pension costs, payroll taxes, healthcare obligations, leave liabilities, and other long-term personnel-related expenditures. Accordingly, the City continues to evaluate compensation competitiveness, organizational staffing needs, succession planning, operational efficiencies, and long-term financial impacts as part of its ongoing workforce and financial planning strategies.
The 2026–2028 Biennial Budget includes targeted staffing additions, recruitment resources, organizational assessments, and operational planning initiatives intended to support workforce sustainability, organizational resiliency, and continued delivery of high-quality municipal services.
Cybersecurity and Technology Risks
Cybersecurity threats continue to increase in frequency, sophistication, and financial impact for public agencies nationwide. Local governments remain increasingly vulnerable to cybersecurity risks associated with ransomware attacks, data breaches, operational disruptions, phishing attempts, and evolving technology threats.
The City continues to invest in cybersecurity awareness training, system monitoring, network protection, software modernization, cloud-based technologies, and technology infrastructure improvements intended to reduce organizational risk and strengthen operational resiliency.
To support ongoing technology replacement and cybersecurity needs, the City established a Technology Replacement Internal Service Fund in FY 2025. The fund supports planned replacement of critical technology infrastructure, software systems, hardware assets, cybersecurity-related investments, and operational technology improvements necessary to safeguard City operations and public information systems.
As technology systems continue to evolve and cybersecurity threats become more sophisticated, ongoing investments in cybersecurity preparedness, operational resiliency, disaster recovery planning, and technology modernization will remain necessary.
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Housing Affordability and Regional Economic Pressures
Like many Bay Area communities, Newark continues to experience housing affordability challenges driven by regional housing demand, elevated construction costs, limited housing supply, and broader economic conditions. Housing affordability pressures can affect workforce recruitment and retention, particularly for public sector employees seeking housing within reasonable commuting distance of their workplace.
Broader regional economic conditions, including inflationary pressures, interest rate fluctuations, fuel price volatility, and changing consumer spending patterns, may also affect local development activity, taxable sales performance, and long-term economic growth.
The City continues to monitor these broader economic and demographic trends as part of its long-term financial planning, economic development, and organizational sustainability efforts.
Conclusion
While the City continues to face multiple fiscal and operational challenges, Newark remains financially stable and wellpositioned to respond through proactive financial planning, conservative budgeting practices, strategic reserve management, pension funding strategies, infrastructure planning, and long-term organizational planning.
The City will continue evaluating economic conditions, operational risks, labor market trends, infrastructure needs, pension obligations, and evolving community service demands to maintain fiscal sustainability, organizational resiliency, and long-term financial flexibility while continuing to provide high-quality municipal services to the Newark community.
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Economic and Financial Forecast
Introduction
Understanding key economic indicators is essential to informed financial planning, budget development, and longterm policy decision-making. This section provides an overview of regional and local economic conditions affecting the City of Newark, including inflation, household income, housing values, and unemployment trends. These indicators serve as the foundation for the City’s revenue projections, expenditure assumptions, capital planning, and long-term financial forecast.
Summary
The City of Newark, with its notable housing costs, median income figures, and low unemployment rate, remains resilient. Recent U.S. Census data confirms Newark's economic strength, with median household incomes surpassing state and national averages. Despite facing challenges such as housing affordability concerns, Newark remains an attractive destination within the competitive Bay Area real estate landscape. Newark also consistently maintains lower unemployment rates compared to broader regional and state counterparts, highlighting Newark's stable local economy and labor market, positioning it favorably amidst economic fluctuations.
The City of Newark continues to demonstrate economic resilience, supported by strong household incomes, stable property values, and unemployment rates that consistently remain below regional and statewide averages. While inflationary pressures, consumer uncertainty, and broader economic volatility continue to affect local governments statewide, Newark’s underlying economic indicators remain comparatively stable.
The City’s financial forecast reflects a cautious and measured outlook developed using historical trends, current economic conditions, development activity, and available revenue forecasting data. Major General Fund revenues, including Property Tax, Sales Tax, and Transactions and Use Tax (Measure GG), are projected to continue growing, although at more moderate rates than experienced in prior years. At the same time, expenditure growth continues to be driven by inflationary pressures, labor costs, pension obligations, utilities, contractual services, and ongoing infrastructure maintenance needs.
The forecast also recognizes several long-term fiscal considerations, including uncertainty surrounding future hotel market performance and the scheduled sunset of the Utility Users Tax (UUT) in December 2029 unless extended by voters.
To support long-term infrastructure investment, the City continues to strategically allocate excess Measure GG revenues, net of existing debt service obligations, together with the additional 4% increase in Transient Occupancy Tax (TOT) approved through Measure LL in November 2024. These revenues are intended to support major capital priorities, including replacement of Fire Stations 27 and 29, critical infrastructure improvements, and a future Cultural Arts Center and community capital planning initiatives.
Overall, Newark’s financial and economic outlook reflects modest but stable growth supported by prudent fiscal management, conservative forecasting practices, and strategic long-term planning. While economic uncertainty and fiscal challenges remain, the City continues to position itself to maintain service levels, address infrastructure needs, and preserve long-term financial sustainability.
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Economic Indicators
In April 2026, the Consumer Price Index (CPI) for the San Francisco-Oakland-Hayward region increased 1.7% over the prior two-month period, according to the U.S. Bureau of Labor Statistics. Food prices increased 1.5% during the same period, while the energy index rose 15.7% and gasoline prices increased 28.9%. Over the prior 12 months, food prices increased 5.4%, while energy and gasoline prices rose 13.6% and 19.9%, respectively. Excluding food and energy, the index for all other items increased 1.0% during the two-month period. Among key categories, recreation and shelter costs increased 2.7% and 2.9%, respectively, while prices for new and used vehicles and education and communication declined 1.7% and 1.3%, respectively.
These inflationary trends continue to affect both household purchasing power and municipal operating costs, including utilities, construction materials, fleet operations, insurance, contractual services, maintenance, and laborrelated expenditures. Energy and gasoline prices in particular remain highly volatile due to ongoing geopolitical uncertainty and broader market conditions. Accordingly, the City’s financial forecast incorporates conservative inflation assumptions across operational and capital expenditure categories.
Recent U.S. Census data further reflects Newark’s strong local economic profile. As of July 2024, Newark’s population was estimated at 46,903 residents, with a median household income of approximately $169,064 compared to Alameda County’s median household income of approximately $129,400. Newark’s strong income levels continue to exceed both state and national averages and are further reflected in the City’s per capita income of approximately $73,044.
Despite a relatively low poverty rate of approximately 4.3%, housing affordability remains a significant regional challenge reflective of the Bay Area’s competitive housing market.
Owner-occupied housing units represent approximately 69.4% of Newark’s housing stock. The median value of owneroccupied housing units in Newark is approximately $1,142,800 compared to approximately $1,090,100 countywide, reinforcing Newark’s continued position within the highly competitive Bay Area real estate market.
Newark has also consistently maintained unemployment rates below both Alameda County and statewide averages.
As of February 2026, Newark’s unemployment rate was approximately 4.2%, compared to 4.5% for Alameda County and 5.4% statewide. This trend continued into March 2026 and throughout much of the year, reflecting continued labor market stability and local economic resilience despite broader economic uncertainty.
The assumptions contained within this Economic and Financial Forecast are used in developing the City’s biennial operating budget, capital improvement planning assumptions, and long-term financial projections. Forecasting assumptions incorporate historical trends, anticipated development activity, regional economic conditions, consultant projections, and known policy considerations at the federal, State, and local levels.
The five-year financial forecast incorporates conservative inflationary and expenditure growth assumptions based on current market conditions, historical trends, and available economic data. FY 2027 and FY 2028 salary projections incorporate current Memoranda of Understanding (MOU), including 3.5% annual Cost-of-Living Adjustments (COLA), together with current benefit and CalPERS contribution rates. Beginning in FY 2029 and continuing through the out years, salary and related pension cost growth assumptions are reduced to 2.8% annually, consistent with CalPERS’ long-term actuarial inflation and payroll growth assumptions. Personnel expenditure projections also incorporate an estimated 10% vacancy savings assumptions based on historical staffing patterns, anticipated recruitment timelines, and current labor market conditions. Unless otherwise noted, most non-personnel operating expenditures are projected to increase approximately 3.0% annually.
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Key forecast assumptions include:
Training and Travel: 3.0% annual growth assumption reflecting continued elevated hotel, airfare, and conferencerelated costs.
Utilities: 5.0% annual growth assumption reflecting continued PG&E rate volatility and energy cost uncertainty.
General Services: 3.0% annual baseline operating inflation assumption.
Professional Services: 3.0% - 5.0% annual growth assumption for legal, consulting, engineering, audit, and related professional support services.
Contract Services: 3.0% annual growth assumption for janitorial, security, maintenance, and operational support contracts.
Policy decisions made at both the State and Federal levels can significantly impact local revenues and expenditures and are also taken into consideration when developing these projections. The following sections provide additional detail regarding the City’s major revenue assumptions and long-term financial outlook.
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Property Tax and Property Tax in Lieu of Vehicle License Fee (VLF)
Property Tax remains the City’s largest General Fund revenue source and continues to provide stable long-term growth primarily driven by Proposition 13 inflationary adjustments, property turnover, and new development activity.
Property Tax revenue is projected to increase from approximately $26.7 million in FY 2026 to approximately $33.2 million by FY 2031, reflecting average annual growth of approximately 4.4%. While growth has moderated compared to recent post-pandemic performance, projections remain stable and consistent with regional assessed valuation trends.
The forecast assumes continued but moderating property turnover activity, limited near-term appeals exposure, and ongoing residential and commercial valuation growth. As with all property tax forecasts, future performance remains sensitive to broader economic conditions, interest rates, housing market activity, and assessed valuation changes.
The Vehicle License Fee (VLF) Property Tax Compensation in-Lieu revenue, commonly referred to as the VLF backfill, is also projected to experience modest annual growth consistent with statewide assessed valuation trends. The VLF backfill was established in 2004 following the State’s reduction of the Vehicle License Fee rate from 2.0% to 0.65%, replacing lost local VLF revenues with a property tax-based allocation to cities.
Because VLF backfill revenues are directly tied to assessed valuation growth, the City anticipates continued steady increases throughout the forecast period. VLF revenues are projected at approximately $8.0 million in FY 2026, increasing to approximately $10.0 million by FY 2031. Forecasted revenues include approximately $8.3 million in FY 2027, $8.7 million in FY 2028, $9.1 million in FY 2029, and $9.5 million in FY 2030.
Together, Property Tax and VLF revenues continue to provide a stable and predictable funding base supporting General Fund operations, service delivery, and long-term infrastructure investment planning.
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Sales Tax (Bradley Burns)
Sales Tax revenues continue to reflect a cautious but generally stable outlook despite ongoing economic uncertainty, inflationary pressures, higher interest rates, tariff concerns, and fluctuating fuel prices. Consumers remain sensitive to inflation, interest rate movements, and energy costs; however, overall spending patterns have remained relatively resilient.
Sales Tax represents approximately 18% of the City’s operating revenues, making it the City’s second largest General Fund revenue source after Property Tax.
FY 2025 actual revenues totaled approximately $17.8 million and included one-time allocation corrections and unusually large equipment purchases that are not expected to recur. As a result, projected revenues moderate in FY 2026 and subsequent years to normalize ongoing revenue trends.
Sales Tax revenues are projected at approximately $16.5 million in FY 2026, decreasing slightly to $16.4 million in FY 2027 before gradually increasing to approximately $18.0 million by FY 2031. The forecast assumes continued moderate consumer spending, stable regional economic activity, ongoing e-commerce growth, and modest long-term economic expansion.
HdL Companies, the City’s sales tax consultant, continues to project modest statewide and regional sales tax growth across key industry sectors, including autos and transportation, business and industry, building and construction, fuel and service stations, restaurants and hotels, food and drugs, and general consumer goods. While certain sectors remain sensitive to inflationary pressures, fuel price volatility, and geopolitical uncertainty, the overall outlook for Newark remains stable with modest long-term growth assumptions.
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Measure GG (One-Half Cent Sales Tax)
In November 2016, Newark voters approved Measure GG, a one-half cent Transactions and Use Tax effective April 1, 2017. Measure GG was approved to support General Fund services and major civic infrastructure investments, including construction of the City’s new Civic Center consisting of the Police Station, Library, and City Hall. The measure remains in effect for 25 years unless extended by voters.
Measure GG revenues totaled approximately $11.3 million in FY 2025. However, FY 2025 revenues included one-time allocation corrections and prior-period adjustments that are not anticipated to continue in future years. As a result, Measure GG revenues are projected to normalize to approximately $9.0 million in FY 2026, followed by more moderate long-term growth assumptions. Revenues are forecasted at approximately $7.7 million in FY 2027 and are projected to gradually increase to approximately $8.5 million by FY 2031 as taxable sales activity stabilizes and economic conditions normalize.
Combined Bradley-Burns Sales Tax and Measure GG revenues are projected to remain relatively stable over the forecast period, reflecting continued consumer spending activity, regional economic resilience, and moderate longterm taxable sales growth assumptions. Nevertheless, sales tax revenues remain sensitive to broader economic conditions, inflationary pressures, consumer spending patterns, interest rates, online purchasing trends, and potential economic slowdowns.
Consistent with prior City Council direction, excess Measure GG revenues, net of existing debt service obligations, may continue to be strategically allocated toward future infrastructure investment, major facility replacement planning, capital maintenance needs, and other long-term community and capital priorities.
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Sales Tax Forecast
HdL Companies, the City’s sales tax consultant, completed a statewide sales tax forecast evaluating economic trends and revenue drivers across several major industry groups, including Autos and Transportation, Building and Construction, Business and Industry, General Consumer Goods, Restaurants and Hotels, Pools, and Other Retail and Service Categories.
Sales Tax remains the City’s second largest General Fund revenue source, representing approximately 18% of total General Fund operating revenues. Newark’s sales tax base remains relatively diversified, with Business and Industry, Pools, Autos and Transportation, General Consumer Goods, Building and Construction, and Restaurant activity representing significant contributors to local taxable sales activity.
Based on HdL’s current analysis, Newark’s sales tax outlook reflects moderating consumer spending trends, inflationary pressures, elevated interest rates, fuel price volatility, tariff uncertainty, and broader economic conditions affecting both statewide and regional markets. While taxable sales activity has generally stabilized following the postpandemic recovery period, several industry sectors continue to experience varying levels of economic pressure and consumer demand softening.
Current taxable sales activity within Newark is led primarily by Business and Industry (27%), Pools (20%), Autos and Transportation (17%), General Consumer Goods (11%), Building and Construction (10%), Restaurants (9%), and Other categories (5%). The City’s diversified sales tax base helps moderate volatility associated with economic fluctuations within any single industry sector.
The following details statewide as well as local trends within the aforementioned industry categories.
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Autos & Transportation
The expiration of federal electric vehicle tax credits in September 2025 contributed to a sharper-than-anticipated decline in auto sales, resulting in a modest downward revision to the current year forecast. Ongoing geopolitical tensions and international conflicts have also contributed to higher fuel prices, increased market volatility, and continued uncertainty within the automotive and energy sectors.
Despite near-term challenges, the sector’s long-term outlook remains generally positive. The historically high average age of the nation’s vehicle fleet continues to indicate significant pent-up replacement demand, which is expected to support renewed sales activity beyond 2026.
Building and Construction
The expiration of the 30% federal solar investment tax credit on December 31 contributed to a short-term increase in sales activity for certain material suppliers and electrical contractors. Infrastructure projects had limited direct impact on local taxable sales, as many construction materials were purchased through suppliers classified within the business and industry sector.
Roofing activity also experienced modest growth, although gains were concentrated among a limited number of contractors. Based on trends observed following the heavy rainfall events in previous years, additional repair and maintenance activity is anticipated during the upcoming summer months.
Business and Industry
The Business and Industry sales tax category continues to be supported by sustained growth in e-commerce and online purchasing activity. Consumers increasingly relied on mobile-enabled online shopping during the winter season, helping maintain stable taxable sales activity despite softer performance in other sectors.
California-based fulfillment centers account for an estimated 34% of statewide revenues within this category and continue to provide an important offset to broader market softness. Year-over-year comparisons were also influenced by one-time technology and energy-related payments received in prior years.
Although industrial sectors continue to face challenges associated with higher financing costs, tariffs, and broader economic uncertainty, the overall statewide outlook for the business and industry category remains cautiously optimistic.
Food and Drugs
Grocery stores experienced modest growth, supported by continued increases in online ordering and click-and-collect services. Consumer purchasing patterns were also influenced by viral social media trends, which periodically generated sharp increases in demand for specific products and accelerated inventory turnover.
Convenience stores and liquor markets experienced softer sales activity, although many operators continue adapting by expanding prepared food and grab-and-go offerings to help stabilize customer traffic. Drug stores also continued to face operational and financial pressures amid ongoing store closures, contributing to reduced pharmacy access in certain urban and underserved communities.
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Fuel and Service Stations
Fuel-related taxable sales entered 2026 with significant volatility following weaker performance during the fourth quarter of 2025. Geopolitical tensions involving Iran contributed to sharp fluctuations in crude oil markets, with West Texas Intermediate (WTI) prices ranging between approximately $80 and $120 per barrel during March.
As a general benchmark, every $10 increase in WTI crude oil prices typically translates to an approximate $0.24 per gallon increase at California fuel pumps. Additional upward pricing pressure continues to result from structural supply constraints, including the closure of the Phillips 66 refinery in Los Angeles and the scheduled shutdown of Valero’s Benicia refinery.
While short-term fuel price volatility may temporarily increase taxable sales revenues, long-term growth within the fuel and service station category is projected to remain modest at approximately 2% annually.
General Consumer Goods
Brick-and-mortar retailers maintained modest momentum in late 2025, with year-over-year growth of approximately
0.8%, driven primarily by family apparel, off-price retailers, and continued expansion of athleisure brands. As 2026 progresses, retail performance is expected to be influenced by prior-year national retail boycotts that impacted instore sales at several major chains. A partial rebound is anticipated, supported in part by larger tax refunds during the first half of the year.
While tariff-related uncertainty and inflationary pressures remain ongoing concerns, conditions within the general consumer goods sector are expected to gradually stabilize. However, discretionary spending remains sensitive to fuel price volatility, geopolitical instability, and broader economic uncertainty, which may continue to affect consumer purchasing behavior in the near term.
Restaurants and Hotels
Consumers remain highly value-conscious, and the restaurant industry continues to contend with elevated labor and operational costs. Several national chains are closing underperforming locations while reallocating resources toward higher-growth markets. Despite these pressures, the outlook includes notable potential regional economic benefits associated with upcoming major international events. Levi’s Stadium in nearby Santa Clara hosted Super Bowl LX in February 2026, and multiple Bay Area venues are scheduled to host matches during the FIFA World Cup in 2026. These events are anticipated to increase regional visitor activity and tourism-related spending, potentially generating temporary revenue gains for restaurants, hotels, retail, and related hospitality sectors throughout the Bay Area.
Overall, the forecast assumes modest growth across multiple sectors, reflecting a broadly stable outlook for Newark’s sales tax revenue over the forecast period. Despite ongoing geopolitical uncertainty, inflationary pressures, and evolving consumer spending patterns, household demand has generally remained resilient and regional economic activity is expected to remain relatively stable.
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Transient Occupancy Tax
Transient Occupancy Tax (TOT) remains an important General Fund revenue source supporting municipal services, infrastructure investment, and community initiatives. On November 5, 2024, Newark voters approved Measure LL with approximately 80.44% voter support, increasing the City’s TOT rate from 10% to 14% effective January 1, 2025.
The City currently has 11 hotels comprising a diverse mix of hospitality accommodations, including major brands such as DoubleTree by Hilton, Homewood Suites, and Courtyard by Marriott. Collectively, these establishments contribute significantly to Newark’s hospitality and visitor-serving economy.
As a major discretionary revenue source, TOT continues to play an important role in supporting the City’s long-term financial sustainability, capital infrastructure investment, and delivery of municipal services.
Transient Occupancy Tax (TOT) revenues in Newark have continued to recover but have not yet returned to prepandemic levels. Pre-pandemic hotel occupancy rates averaged approximately 78.1%, compared to current occupancy levels of approximately 69.6%. The hospitality industry continues to experience shifts in travel patterns, including increased remote work and reduced business travel activity, while much of the recent growth in leisure travel has been concentrated in destination-oriented markets.
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FY 2026 TOT revenues are projected at approximately $7.2 million, reflecting both the increase in the TOT rate effective January 2025 and continued improvement in hotel occupancy levels. Future TOT projections remain conservative due to ongoing uncertainty within the hospitality market and the potential long-term conversion of certain hotel properties to housing or alternative uses.
While TOT revenues are legally unrestricted general tax revenues that may be used for any municipal purpose, the City currently intends to strategically utilize the additional 4% increase authorized under Measure LL primarily for capital infrastructure and facility investment purposes.
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Utility Users Tax
In November 2010, Newark voters approved Measure U establishing a 3.5% Utility Users Tax (UUT) applied to electricity, natural gas, telecommunications, and cable services. The measure was originally adopted to help restore municipal services significantly impacted during the recession.
In November 2014, voters approved an extension of the UUT while reducing the rate to 3.25%. In November 2020, Newark voters approved Measure PP, extending the UUT for an additional nine years at the current 3.25% rate to continue supporting essential City services, including public safety, fire protection, street and pothole repairs, and crime prevention programs.
FY 2026 UUT revenues are projected at approximately $5.0 million based on current revenue trends and receipts to date. Gas and electric utilities continue to comprise the largest portion of UUT revenues, followed by telecommunications and cable services. Although rising utility costs may contribute to near-term revenue growth, the current UUT measure is scheduled to sunset in December 2029 unless extended by voters.
Accordingly, the City’s long-term forecast reflects a significant reduction in projected UUT revenues beginning in FY 2030, making the scheduled sunset of the UUT an important long-term fiscal consideration within the City’s five-year financial forecast and structural financial planning efforts.
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Five Year Forecast
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Post-Pandemic Economy and Development
Forecast
California and the Bay Area have moved beyond emergency COVID-19 recovery and into a more normalized postpandemic economy. The current development environment is best understood as a return to normal market cycles, but not a return to the conditions that existed before 2020. Consumer activity, travel, business operations, and public revenues have generally stabilized; however, the region continues to face elevated construction costs, higher financing costs, changing work patterns, and uncertainty associated with national economic conditions.
For local governments, the fiscal and development context is now less defined by temporary pandemic relief and more by recurring revenues, long-term service costs, and the need to maintain economic resiliency. Sales tax, transient occupancy tax, property tax growth, and development-related revenues remain important indicators. Public agencies are planning conservatively because business formation, office utilization, construction financing, and consumer spending remain uneven across sectors.
Area-Wide Economic Development Trends
in a Post-Pandemic Era
The regional economy continues to show substantial underlying strength. As reported through Joint Venture Silicon Valley's 2026 State of the Valley and the 2026 Silicon Valley Index, Silicon Valley remains one of the most productive and innovative regions in the nation, with $92 billion in venture capital investment, more than 23,000 patents, a regional market capitalization of approximately $35 trillion, and an unemployment rate of 3.8%. Much of this momentum is tied to artificial intelligence, advanced technology, and the region's concentration of high-value firms and talent.
At the same time, the 2026 State of the Valley findings describe a region with a strong economic engine but stalled or uneven growth. Employment has flattened, and the Index reported that regional employment fell by approximately 13,100 jobs, or 0.8%, from 2024 to 2025, while remaining slightly above pandemic levels. Remote and hybrid work remains embedded in the economy, accounting for an estimated 31% of work time. Artificial intelligence is also expected to reshape work: Joint Venture identified approximately 75,000 jobs with AI in the job description and another 410,000 jobs with tasks potentially exposed to AI-driven augmentation, restructuring, or replacement. 1 1 Source references: Joint Venture Silicon Valley, 2026 State of the Valley recap and 2026 Silicon Valley Index; Silicon Valley Institute for Regional Studies.
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Key economic indicator trends from the 2026 Silicon Valley Index include:
Employment and Innovation - The regional labor market remains tight by traditional measures, but job growth is no longer broad-based. The largest technology employers continue to adjust local headcounts while expanding globally, and the next phase of growth is likely to be more specialized, more capital-intensive, and more closely tied to artificial intelligence, advanced manufacturing, life sciences, clean technology, and other high-productivity sectors.
Commercial Space and Work Patterns - Office and commercial real estate remain in transition. Hybrid work, more selective leasing, and demand for higher-quality space continue to affect office utilization and investment decisions. These trends may temper near-term demand for traditional office projects while supporting adaptive reuse, mixed-use reinvestment, industrial-flex space, advanced manufacturing, research and development, and logistics uses where site conditions and market demand align.
Housing Affordability and Household Stability - Housing affordability remains one of the region's most significant constraints on long-term economic competitiveness. The 2026 Index reported median home prices nearing $2 million and found that approximately one-quarter of households cannot meet basic needs without assistance. These conditions affect workforce attraction and retention, increase pressure on lower- and moderateincome households, and reinforce the importance of housing production across income levels.
Development Feasibility - Residential and commercial construction continues to be affected by high material and labor costs, elevated interest rates, stricter lending standards, insurance costs, utility and infrastructure constraints, and market uncertainty. For-sale residential projects may remain more feasible than some rental or mixed-use projects in certain submarkets, while larger multifamily and commercial projects may require longer timelines, phased implementation, public-private coordination, or revised project assumptions to proceed.
Affordable Housing Challenges - Affordable housing development faces especially difficult feasibility conditions.
Even when land use approvals are in place, projects often require multiple layers of financing, including tax credits, State and regional housing funds, local affordable housing impact fees, project-based vouchers, county resources, and philanthropic or nonprofit partnerships. Rising construction costs, limited subsidy availability, higher operating costs, and the need for supportive services can delay projects or increase funding gaps. As a result, affordable housing will continue to require active local participation, regional collaboration, and sustained advocacy for State and federal funding.
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Local Development Activity
Similar to development and construction trends seen in California and the Bay Area region, Newark is experiencing a range of development activities across the commercial and residential sectors. As illustrated below, key commercial projects have recently commenced operations, but applications for new commercial projects have slowed. Residential development, both market-rate and affordable housing projects, remain active.
Commercial Development
Prologis Light Industrial/Warehouse
Prologis, a worldwide developer and owner of logistics-related industrial buildings and a significant property owner in Newark, received approvals in mid-2025 for a 315,000-square-foot flexible-use building on Central Avenue near the Union Pacific railroad tracks. Construction is anticipated to begin in mid-2026.
Commercial and Light-Industrial/General-Industrial development has traditionally been a strength in Newark. Since 2017, Newark has welcomed over one million square feet of advanced manufacturing, research and development logistics, and warehouse space to the community. Recent countywide studies have shown that demand for these uses is strong in southern Alameda County. To assess future opportunities, the City has completed a study of our existing industrial properties and will identify opportunities to develop additional space and attract businesses that would bring new jobs and revenue desired by the community.
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Residential Development – Affordable Housing
An important component of building an inclusive community is to provide affordable housing opportunities within Newark. The City’s General Plan 2023-2031 Housing Element and Municipal Code provide policy direction and requirements to encourage affordable housing development. In May 2021, the City Council adopted a work plan to focus City staff’s affordable housing policy and program efforts, and in October 2023, the city adopted the 2023-2031 Housing Element of the General Plan that will guide work to create more housing opportunities and support for residents in a fair and equitable manner over the next eight years.
Timber Street Senior Housing
Timber Street Senior Housing, a project by Eden Housing, a prominent Bay Area affordable housing developer, completed the conversion of a former light-industrial site on Timber Street near Central Avenue into an affordable rental housing community in 2026. This community provides 79 one-bedroom units for low- and low-income seniors.
On-site amenities include a community room with a kitchen, a podium courtyard with space for community garden planters, recreation, and organized activities, a computer learning center, an exercise room, a bicycle storage room, and offices to house on-site services staff. The City invested over $8 million in affordable housing impact fees and Alameda County Measure A1 housing obligation bond funds for the project.
Other notable affordable housing projects in the pipeline include:
Bayside Newark – FMC Willow: Approved in 2022, this development would include 90 affordable rental units within a distinct building with ground-floor retail in the Bayside Newark neighborhood. Construction could begin in 2026.
Satellite Affordable Housing Associates (SAHA) – Thorton Avenue: The City has issued entitlements to SAHA for the construction of 57 affordable apartments with one-, two-, and three-bedroom units. The City has invested $12 million in affordable housing impact fees for this project. SAHA recently received $2.3 million in Measure W funds from Alameda County, and the City and SAHA has applied for funding to help close the remaining funding gap.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 83
Mowry Village – In 2025, Integral Communities received approvals for the construction of a 30-unit, multi-family rental community associated with a single-family detached subdivision. The units will be available to very lowand low-income households.
Lepashki Homes – In 2023, the developer received approval for a residential community consisting of two buildings with 88 condominium units, including 13 affordable housing for sale units, the first of its kind in Newark. The project will have a Spanish-mission architectural style and is within the Old Town Newark Specific Plan area.
Residential Development – Market-Rate Housing
Newark is a regional leader in residential development, especially given the City's modest population. Since 2019, over 1,400 units have been either approved, constructed, or are under construction. Recent residential projects include:
Marabel by Robson Homes
In 2025, Robson Homes initiated construction of a 118-unit community, Marabel, consisting of three-story single-family townhomes and duplexes on a former light-industrial site on Cedar Blvd. The community is expected to be completed in early 2027.
The Emery by Taylor Morrison
Taylor Morrison is constructing an 80-unit subdivision consisting of three-story townhomes on a former light industrial site near the Marabel project described above. Construction commenced in 2025 and is expected to be completed in late 2027.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 84
Bayside Newark – FMC Willow
In 2022, Integral Communities received approval for a mixed-use project containing 279 market-rate townhomes in addition to the 90-unit affordable rental housing project with approximately 3,000 square feet of ground-floor retail.
Construction could begin in 2026.
Mowry Village
In 2025, Integral Communities received approvals to demolish an existing auto dismantling yard, remediate the site, and develop 196 single-family detached homes with the previously mentioned affordable housing community. The project would also include off-site improvements along Mowry Avenue.
Other Residential Projects Under Review
In addition to the recently approved projects, the City is currently reviewing additional residential projects, as described in the following table.
Project Name Location Housing Type/ Units
NewPark Plaza Cedar Blvd/ Balentine Drive
800 market-rate apartments; 200 affordable apartments.
Housing types and unit count may be updated in 2026.
Harvest Ohlone Community College
274 market-rate rentals, in a duplex and attached
townhome configuration.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 85
Specific Plans and Future Development
Over the past 20 years, Newark has developed visions, goals, and actions for specific neighborhoods to reimagine former industrial areas with new, beneficial uses and to promote residential development on underutilized lands. The vision for these neighborhoods is contained in specific plans (as defined in the State of California Government Code) adopted by the City Council and available on the City’s website.
Specific plans approved in the last six years also reflect the City’s vision for the physical and economic development of key areas. While earlier specific plans focused primarily on residential development, recent plans such as the NewPark Place Specific Plan and Old Town Newark Specific Plan envision a mix of residential and commercial uses that will contribute to vibrant neighborhoods where the community can live, shop, work, and gather.
NewPark Place Specific Plan
The NewPark Place Specific Plan, adopted in 2018, has the vision to transform the NewPark Mall into a vibrant, urban place with modern residential units, retail, dining opportunities, community venues, and enhanced multi-modal streets and transit opportunities that will act as a premier Bay Area destination to revive the regional retail uses within the mall and act as an economic engine for the City of Newark. In 2021, the Planning Commission and City Council held public hearings to consider amendments to the Specific Plan and to initiate a land-use plan, particularly for the first two phases of development.
The first phase was the Phase A Residential Project, a mixed-use project comprising 319 rental units (with 29 affordable units), approximately 3,700 square feet of groundfloor retail, and approximately 12,900 square feet of amenities. The second project was a Costco warehouse and 32-pump retail fuel facility.
Although Costco was developed and commenced operations in 2023, the approvals for the Phase A residential project expired in mid-2023. Negative economic trends contributed to the property owner's decision to pause residential development in the specific plan area. Future development will require new entitlements. Economic trends, particularly for regional malls, pose significant challenges to redeveloping large retail spaces in an environment where many transactions are conducted and fulfilled online.
In response to these trends, the City hired the Urban Land Institute (ULI) San Francisco in 2025 to convene a Technical Advisory Panel (TAP). Technical Assistance Panels provide expert, multidisciplinary advice to local governments, public agencies, and nonprofit organizations facing complex land use and real estate issues. Drawing on its seasoned professional membership base, ULI San Francisco offers objective and responsible guidance on a variety of land-use and real estate issues, ranging from site-specific projects to public policy questions. The TAP was held over two days in February 2026 and concluded its activities with a presentation of the initial findings to the City Council. The final TAP report, including findings and recommendations, is expected in mid-2026.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 86
Old Town Newark Specific Plan
The vision of this specific plan is to revitalize Old Town Newark as a vibrant mixeduse neighborhood, with a strong sense of place, thriving retail and commercial businesses, a range of housing choices for existing and future residents, a streetscape that prioritizes bicycles and pedestrians, and public spaces that allow community members to gather with their neighbors.
The Old Town Specific Plan brings together over 30 years of planning and analysis of the Old Town neighborhood to identify a grand vision supported by clear, realistic implementation steps. Relatively low commercial and residential rents have benefited small businesses. However, these low rents have prevented revitalization goals expressed in previous planning documents. Also, high construction costs are a burden for development. The specific plan implements long-standing revitalization goals, including new multi-family and mixeduse residential development, by responding to current market conditions and State housing requirements. At the same time, the specific plan provides steps to maintain the existing housing stock and avoid the displacement of existing residents and businesses.
A key aspect of the specific plan is the planned Streetscape Improvement Project. The streetscape plan for Thornton Avenue in Old Town will catalyze revitalization. The streetscape plan will complement improvements in the private realm and create a safe, attractive destination for residents and visitors, whether on foot, by bike, or in a vehicle.
Thornton Avenue will be narrowed from four lanes to two lanes to promote slower vehicle speeds; dedicated bike lanes will be established; sidewalks will be expanded, and new curb ramps will be installed to improve pedestrian access and allow outdoor seating; and enhanced lighting, landscaping, public art, and open plazas will be added to create new public spaces encouraging people to gather together in their community.
The streetscape project is partially funded from several grant sources, including the Metropolitan Transportation Commission’s One Bay Area Grant 3 program, Regional Measure 3, Bay Area Air Quality Management District’s Transportation Fund for Clean Air, administered by the Alameda County Transportation Commission, and State funding secured by Assemblymember Alex Lee. Streetscape construction is expected to commence in 2026.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 87
Four Corners Specific Plan
In 2026, the City of Newark will initiate preparation of a Four Corners Specific Plan, an update to the existing Four Corners Area Plan adopted in 1990. The Four Corners area is located at the intersection of Newark Boulevard and Jarvis Avenue, between the Lake‑Rosemont and Mirabeau neighborhoods.
The Four Corners Specific Plan will establish a clear vision, goals, and policies that will facilitate housing and commercial development, promote neighborhood revitalization through increased mixed-use development and walkability, facilitate transit station development, and incentivize multimodal station access. The Four Corners Specific Plan will identify opportunities to improve the certainty of residential and mixed-use development on underutilized commercial properties, such as local incentive or development streamlining programs and state laws. Community and stakeholder input will be collected to inform decision-making around housing, commercial, and public infrastructure improvements.
City Council and the Planning Commission are expected to review the draft Four Corners Specific Plan in 2027.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 88
Summary
The City of Newark has moved beyond the emergency phase of the COVID-19 pandemic and is now operating in a more normalized, post-pandemic economy. However, the current environment should not be viewed as a return to pre-2020 conditions. While consumer activity, travel, business operations, and public revenues have generally stabilized, development decisions are still being shaped by higher construction costs, elevated interest rates, stricter lending standards, changing work patterns, and broader national and regional economic uncertainty.
The regional economy remains strong, but uneven. The 2026 State of the Valley and Silicon Valley Index show that Silicon Valley remains a highly productive and innovative region, supported by venture capital investment, patents, artificial intelligence, and major technology-sector activity. At the same time, employment growth has flattened, remote and hybrid work remain significant, and artificial intelligence is expected to reshape the labor market. As a result, future economic growth is likely to be more specialized and concentrated in high-productivity sectors such as advanced technology, artificial intelligence, life sciences, clean technology, advanced manufacturing, research and development, and logistics.
Development feasibility will remain a central challenge. Traditional office and commercial real estate are still adjusting to hybrid work and changing tenant demand, while larger mixed-use and multifamily projects may require longer timelines, phased implementation, revised assumptions, or public-private coordination. Newark’s historical strength in commercial, light industrial, general industrial, advanced manufacturing, and logistics remains important, especially as the City continues to evaluate opportunities within its existing industrial lands.
Housing affordability remains one of the most significant constraints on regional economic competitiveness.
Affordable housing production will remain difficult, even where projects have land-use approvals, because most require multiple layers of financing and are vulnerable to rising construction and operating costs, limited subsidy availability, and funding gaps. Continued local participation, regional collaboration, and advocacy for state and federal funding will be necessary to advance affordable housing projects.
For Newark specifically, residential development remains a major area of activity. Both market-rate and affordable housing projects are advancing, including senior housing, affordable rental housing, affordable ownership units, townhomes, single-family homes, and mixed-use residential projects. Newark continues to perform as a regional residential development leader relative to its population size, though future production will depend on market conditions, financing availability, infrastructure capacity, and project-specific feasibility.
The City’s adopted and forthcoming specific plans will remain essential tools for guiding long-term growth. The NewPark Place Specific Plan, Old Town Newark Specific Plan, and future Four Corners Specific Plan will provide the City with policy direction for mixed-use development, housing production, commercial revitalization, streetscape improvements, walkability, and multimodal access. While economic conditions may affect the timing and form of development, these plans position the City to respond strategically as market conditions improve and new opportunities emerge.
Development Forecast
2026-2028 Biennial Budget | Newark, CA Page 89
FUNDS SUMMARY OVERVIEW
Funds Summary Overview
2026-2028 Biennial Budget | Newark, CA Page 90
All Funds Summary
FY27 Revenues by Fund
GENERAL FUND $88,450,740 65.08%
SPECIAL REVENUE, CAPITAL
& OTHER FUNDS
$24,888,000 18.31%
INTERNAL SERVICE
ALLOCATIONS
$10,250,000 7.54%
DEBT SERVICE $4,820,000 3.55%
DEVELOPMENT COST
CENTER
$4,121,000 3.03%
RECREATION COST CENTER $2,760,000 2.03%
MAINTENANCE COST CENTER $611,000 0.45%
FY28 Revenues by Fund
GENERAL FUND $92,789,574 66.05%
SPECIAL REVENUE, CAPITAL
& OTHER FUNDS
$25,451,000 18.12%
INTERNAL SERVICE
ALLOCATIONS
$9,780,000 6.96%
DEBT SERVICE $4,822,000 3.43%
DEVELOPMENT COST
CENTER
$4,219,000 3.00%
RECREATION COST CENTER $2,821,000 2.01%
MAINTENANCE COST CENTER $611,000 0.43%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
GENERAL FUND $88,810,207 $83,570,000 $86,612,677 $88,450,740 $92,789,574
DEVELOPMENT COST
CENTER
$4,661,354 $3,382,059 $4,211,000 $4,121,000 $4,219,000
RECREATION COST
CENTER
$3,049,715 $2,717,000 $3,498,000 $2,760,000 $2,821,000
MAINTENANCE COST
CENTER
$835,800 $610,059 $672,000 $611,000 $611,000
SPECIAL REVENUE,
CAPITAL & OTHER
FUNDS
$18,750,381 $26,996,907 $24,345,000 $24,888,000 $25,451,000 DEBT SERVICE $4,817,296 $4,824,000 $4,827,000 $4,820,000 $4,822,000
INTERNAL SERVICE
ALLOCATIONS
$10,181,773 $10,831,000 $10,905,000 $10,250,000 $9,780,000 Total Revenues $131,106,525 $132,931,024 $135,070,677 $135,900,740 $140,493,574 136M 140M
Revenues by Fund
All Funds Summary
2026-2028 Biennial Budget | Newark, CA Page 91
FY27 Revenues by Revenue Source
PROPERTY TAXES $36,156,000 26.60%
SALES TAX $16,445,000 12.10%
LICENSES, PERMITS & FEES $10,394,020 7.65%
REVENUE FROM OTHER
AGENCIES
$10,145,000 7.47%
OTHER REVENUES $9,996,000 7.36%
INTERGOVERNMENTAL $9,651,000 7.10%
MEASURE GG $7,735,000 5.69%
TRANSFERS IN $7,290,000 5.36%
TRANSIENT OCCUPANCY TAX $7,203,000 5.30%
IMPACT FEES $5,637,000 4.15%
UTILITY USERS TAX $5,459,000 4.02%
USE OF MONEY & PROPERTY $4,220,000 3.11%
OTHER TAXES $2,696,720 1.98%
CHARGES FOR SERVICES $2,295,000 1.69%
FINES AND FORFEITURES $578,000 0.43%
FY28 Revenues by Revenue Source
PROPERTY TAXES $37,781,000 26.89%
INTERGOVERNMENTAL $18,968,000 13.50%
SALES TAX $16,652,000 11.85%
LICENSES, PERMITS & FEES $10,605,000 7.55%
OTHER REVENUES $9,996,000 7.11%
TRANSFERS IN $8,552,000 6.09%
MEASURE GG $7,897,000 5.62%
TRANSIENT OCCUPANCY TAX $7,268,000 5.17%
UTILITY USERS TAX $5,732,000 4.08%
REVENUE FROM OTHER
AGENCIES
$4,865,000 3.46%
USE OF MONEY & PROPERTY $4,315,000 3.07%
OTHER TAXES $2,775,574 1.98%
CHARGES FOR SERVICES $2,346,000 1.67%
IMPACT FEES $2,163,000 1.54%
FINES AND FORFEITURES $578,000 0.41%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
TRANSFERS IN $7,074,746 $20,464,403 $15,701,211 $7,290,000 $8,552,000 OTHER REVENUES $10,316,041 $10,596,117 $10,802,000 $9,996,000 $9,996,000 PROPERTY TAXES $34,018,698 $34,904,000 $34,898,000 $36,156,000 $37,781,000 SALES TAX $17,774,129 $16,390,000 $16,500,000 $16,445,000 $16,652,000 TRANSIENT OCCUPANCY TAX $6,255,072 $7,180,000 $7,181,466 $7,203,000 $7,268,000 OTHER TAXES $2,282,750 $2,027,000 $2,276,000 $2,696,720 $2,775,574 LICENSES, PERMITS & FEES $10,478,500 $9,361,000 $10,989,000 $10,394,020 $10,605,000 FINES AND FORFEITURES $570,644 $522,000 $578,000 $578,000 $578,000 INTERGOVERNMENTAL $7,570,814 $6,496,504 $3,722,000 $9,651,000 $18,968,000 USE OF MONEY & PROPERTY $8,324,600 $4,508,000 $7,283,000 $4,220,000 $4,315,000 MEASURE GG $11,294,304 $7,623,000 $8,994,000 $7,735,000 $7,897,000 UTILITY USERS TAX $4,815,242 $4,549,000 $4,964,000 $5,459,000 $5,732,000 CHARGES FOR SERVICES $2,402,840 $2,309,000 $2,283,000 $2,295,000 $2,346,000
REVENUE FROM OTHER
AGENCIES
$4,304,179 $3,552,000 $5,170,000 $10,145,000 $4,865,000 IMPACT FEES $3,623,968 $2,449,000 $3,729,000 $5,637,000 $2,163,000 Total Revenues $131,106,525 $132,931,024 $135,070,677 $135,900,740 $140,493,574 136M 140M
Revenues by Revenue Source
All Funds Summary
2026-2028 Biennial Budget | Newark, CA Page 92
FY27 Expenditures by Fund
GENERAL FUND $52,659,146 37.84%
SPECIAL REVENUE, CAPITAL
& OTHER FUNDS
$35,079,900 25.21%
ACFD FIRE CONTRACT $15,402,000 11.07%
INTERNAL SERVICE
ALLOCATIONS
$11,909,000 8.56%
DEVELOPMENT COST
CENTER
$9,452,000 6.79%
MAINTENANCE COST CENTER $8,127,213 5.84%
RECREATION COST CENTER $6,548,600 4.71%
FY28 Expenditures by Fund
GENERAL FUND $54,935,948 39.22%
SPECIAL REVENUE, CAPITAL
& OTHER FUNDS
$31,439,200 22.44%
ACFD FIRE CONTRACT $16,666,000 11.90%
INTERNAL SERVICE
ALLOCATIONS
$11,939,500 8.52%
DEVELOPMENT COST
CENTER
$9,706,000 6.93%
MAINTENANCE COST CENTER $8,522,213 6.08%
RECREATION COST CENTER $6,867,400 4.90%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
GENERAL FUND $50,195,521 $58,542,630 $60,957,985 $52,659,146 $54,935,948 DEVELOPMENT COST CENTER $8,036,661 $9,316,101 $8,120,333 $9,452,000 $9,706,000 RECREATION COST CENTER $6,200,313 $6,997,000 $6,237,225 $6,548,600 $6,867,400 MAINTENANCE COST CENTER $6,654,344 $8,003,632 $7,479,198 $8,127,213 $8,522,213
SPECIAL REVENUE, CAPITAL &
OTHER FUNDS
$19,118,124 $38,570,823 $13,073,211 $35,079,900 $31,439,200
INTERNAL SERVICE
ALLOCATIONS
$8,857,510 $10,748,335 $10,156,000 $11,909,000 $11,939,500 ACFD FIRE CONTRACT $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 Total Expenditures $112,546,630 $146,904,521 $120,749,951 $139,177,859 $140,076,261 139M 140M
Expenditures by Fund
All Funds Summary
2026-2028 Biennial Budget | Newark, CA Page 93
FY27 Expenditures by Expense Type
NON-PERSONNEL $68,389,459 49.14%
PERSONNEL $50,566,400 36.33%
ACFD FIRE SERVICES $15,402,000 11.07%
TRANSFERS OUT $4,820,000 3.46%
FY28 Expenditures by Expense Type
NON-PERSONNEL $64,674,061 46.17%
PERSONNEL $53,914,200 38.49%
ACFD FIRE SERVICES $16,666,000 11.90%
TRANSFERS OUT $4,822,000 3.44%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL $43,687,126 $47,909,146 $47,256,972 $50,566,400 $53,914,200 GENERAL FUND $28,965,393 $32,352,834 $33,214,217 $34,605,600 $37,125,800
DEVELOPMENT
COST CENTER
$4,797,180 $5,650,101 $4,661,333 $5,593,000 $5,915,000
RECREATION COST
CENTER
$4,111,698 $4,250,000 $3,964,225 $4,294,600 $4,476,400
MAINTENANCE
COST CENTER
$3,013,380 $3,230,000 $3,188,198 $3,138,300 $3,311,300
SPECIAL REVENUE,
CAPITAL & OTHER
FUNDS
$1,025,563 $899,211 $815,000 $1,038,900 $1,104,200
INTERNAL SERVICE
ALLOCATIONS
$1,773,912 $1,527,000 $1,414,000 $1,896,000 $1,981,500
NON-PERSONNEL $36,304,878 $65,624,949 $43,535,365 $68,389,459 $64,674,061 GENERAL FUND $11,780,802 $14,189,393 $12,922,365 $13,233,546 $12,988,148
DEVELOPMENT
COST CENTER
$2,519,829 $3,666,000 $3,459,000 $3,859,000 $3,791,000
RECREATION COST
CENTER
$2,078,313 $2,747,000 $2,273,000 $2,254,000 $2,391,000
MAINTENANCE
COST CENTER
$3,576,778 $4,773,632 $4,291,000 $4,988,913 $5,210,913
SPECIAL REVENUE,
CAPITAL & OTHER
FUNDS
$9,500,558 $31,027,589 $11,848,000 $34,041,000 $30,335,000
INTERNAL SERVICE
ALLOCATIONS
$6,848,598 $9,221,335 $8,742,000 $10,013,000 $9,958,000 TRANSFERS OUT $19,070,469 $18,644,426 $15,231,614 $4,820,000 $4,822,000 GENERAL FUND $9,449,325 $12,000,403 $14,821,403 $4,820,000 $4,822,000
DEVELOPMENT
COST CENTER
$719,652 - - - -
139M 140M
Expenditures by Expense Type
All Funds Summary
2026-2028 Biennial Budget | Newark, CA Page 94
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
RECREATION COST
CENTER
$10,302 - - - -
MAINTENANCE
COST CENTER
$64,186 - - - -
SPECIAL REVENUE,
CAPITAL & OTHER
FUNDS
$8,592,003 $6,644,023 $410,211 - -
INTERNAL SERVICE
ALLOCATIONS
$235,000 - - - -
ACFD FIRE SERVICES $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000
ACFD FIRE
CONTRACT
$13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 Total Expenditures $112,546,630 $146,904,521 $120,749,951 $139,177,859 $140,076,261 All Funds Summary
2026-2028 Biennial Budget | Newark, CA Page 95
General Fund Summary
Revenues vs Expenditures Summary
Revenue Actual Revenue Budgeted Expenditures Actual
Expenditures Budgeted
2025 2026 2027 2028
0 $25M
$50M
$75M
$100M
$125M
General Fund Summary
2026-2028 Biennial Budget | Newark, CA Page 96
FY27 Revenues by Revenue Source
PROPERTY TAXES $36,156,000 37.68%
SALES TAX $16,445,000 17.14%
LICENSES, PERMITS & FEES $10,196,020 10.63%
MEASURE GG $7,735,000 8.06%
TRANSIENT OCCUPANCY TAX $7,203,000 7.51%
UTILITY USERS TAX $5,459,000 5.69%
USE OF MONEY & PROPERTY $4,220,000 4.40%
OTHER TAXES $2,696,720 2.81%
CHARGES FOR SERVICES $2,295,000 2.39%
TRANSFERS IN $2,000,000 2.08%
INTERGOVERNMENTAL $623,000 0.65%
FINES AND FORFEITURES $578,000 0.60%
OTHER REVENUES $336,000 0.35%
FY28 Revenues by Revenue Source
PROPERTY TAXES $37,781,000 37.62%
SALES TAX $16,652,000 16.58%
LICENSES, PERMITS & FEES $10,407,000 10.36%
MEASURE GG $7,897,000 7.86%
TRANSIENT OCCUPANCY TAX $7,268,000 7.24%
UTILITY USERS TAX $5,732,000 5.71%
USE OF MONEY & PROPERTY $4,315,000 4.30%
TRANSFERS IN $3,730,000 3.71%
OTHER TAXES $2,775,574 2.76%
CHARGES FOR SERVICES $2,346,000 2.34%
INTERGOVERNMENTAL $623,000 0.62%
FINES AND FORFEITURES $578,000 0.58%
OTHER REVENUES $336,000 0.33%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
TRANSFERS IN $1,399,460 $100,000 $100,211 $2,000,000 $3,730,000 OTHER REVENUES $499,958 $334,117 $485,000 $336,000 $336,000 PROPERTY TAXES $34,018,698 $34,904,000 $34,898,000 $36,156,000 $37,781,000 SALES TAX $17,774,129 $16,390,000 $16,500,000 $16,445,000 $16,652,000 TRANSIENT OCCUPANCY TAX $6,255,072 $7,180,000 $7,181,466 $7,203,000 $7,268,000 OTHER TAXES $2,282,750 $2,027,000 $2,276,000 $2,696,720 $2,775,574 LICENSES, PERMITS & FEES $9,885,528 $9,198,000 $10,313,000 $10,196,020 $10,407,000 FINES AND FORFEITURES $570,644 $522,000 $578,000 $578,000 $578,000 INTERGOVERNMENTAL $1,074,624 $635,000 $1,436,000 $623,000 $623,000 USE OF MONEY & PROPERTY $5,083,828 $4,508,000 $4,985,000 $4,220,000 $4,315,000 MEASURE GG $11,294,304 $7,623,000 $8,994,000 $7,735,000 $7,897,000 UTILITY USERS TAX $4,815,242 $4,549,000 $4,964,000 $5,459,000 $5,732,000 CHARGES FOR SERVICES $2,402,840 $2,309,000 $2,283,000 $2,295,000 $2,346,000 Total Revenues $97,357,076 $90,279,117 $94,993,677 $95,942,740 $100,440,574
95.9M 100M
Revenues by Revenue Source
General Fund Summary
2026-2028 Biennial Budget | Newark, CA Page 97
FY27 Expenditures by Expense Type
PERSONNEL $47,631,500 51.67%
NON-PERSONNEL $24,335,459 26.40%
ACFD FIRE SERVICES $15,402,000 16.71%
TRANSFERS OUT $4,820,000 5.23%
FY28 Expenditures by Expense Type
PERSONNEL $50,828,500 52.56%
NON-PERSONNEL $24,381,061 25.21%
ACFD FIRE SERVICES $16,666,000 17.24%
TRANSFERS OUT $4,822,000 4.99%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL $40,887,651 $45,482,935 $45,027,972 $47,631,500 $50,828,500 NON DEPARTMENTAL $521,801 $537,000 - -$913,800 -$433,500 MAYOR & COUNCIL $164,895 $208,000 $156,200 $161,400 $167,800 CITY CLERK $397,059 $392,300 $351,000 $340,100 $365,100 POLICE $21,148,772 $23,907,000 $25,625,017 $27,171,700 $28,780,600 CITY MANAGER $1,574,547 $1,895,800 $1,818,000 $1,936,300 $2,052,600 INFORMATION TECHNOLOGY $1,618,704 $1,663,885 $1,653,000 $1,792,200 $1,858,300 COMMUNITY DEVELOPMENT $2,120,317 $2,301,835 $2,358,000 $2,680,200 $2,828,000 HUMAN RESOURCES $864,367 $1,041,000 $929,000 $1,243,200 $1,308,700 PUBLIC WORKS $6,234,575 $7,159,000 $6,053,530 $6,660,900 $7,033,800
RECREATION & COMMUNITY
SVCS
$4,111,698 $4,250,000 $3,964,225 $4,294,600 $4,476,400
FINANCE $2,130,916 $2,127,115 $2,120,000 $2,264,700 $2,390,700 NON-PERSONNEL $19,955,722 $25,376,025 $22,945,365 $24,335,459 $24,381,061 NON DEPARTMENTAL - $210,700 $211,000 $211,000 $211,000
MAYOR & COUNCIL $218,495 $225,000 $214,000 $234,000 $238,000 CITY CLERK $182,768 $61,000 $50,000 $189,000 $85,000
LIBRARY $386,396 $394,000 $409,000 $357,000 $376,000
CITY ATTORNEY $503,580 $604,000 $582,000 $613,000 $629,000 POLICE $6,333,137 $7,131,000 $6,762,165 $6,348,600 $6,101,100 CITY MANAGER $278,979 $559,629 $423,000 $524,000 $533,000 FIRE $716,733 $716,000 $716,000 $257,000 $255,000
INFORMATION TECHNOLOGY $1,570,393 $1,787,744 $1,664,200 $2,167,946 $2,200,748 COMMUNITY DEVELOPMENT $893,989 $1,376,000 $1,075,000 $1,317,000 $1,334,000 HUMAN RESOURCES $403,935 $799,000 $549,000 $804,000 $816,000 PUBLIC WORKS $5,439,272 $7,453,932 $6,922,000 $7,818,913 $7,966,913
RECREATION & COMMUNITY
SVCS
$2,078,313 $2,747,000 $2,273,000 $2,254,000 $2,391,000
FINANCE $784,173 $1,073,020 $909,000 $1,030,000 $1,028,300 EMERGENCY SERVICES $165,559 $238,000 $186,000 $210,000 $216,000
92.2M 96.7M
Expenditures by Expense Type
General Fund Summary
2026-2028 Biennial Budget | Newark, CA Page 98
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
TRANSFERS OUT $10,243,465 $12,000,403 $14,821,403 $4,820,000 $4,822,000 NON DEPARTMENTAL $10,243,465 $12,000,403 $14,821,403 $4,820,000 $4,822,000 ACFD FIRE SERVICES $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 FIRE $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 Total Expenditures $84,570,996 $97,585,363 $97,520,740 $92,188,959 $96,697,561 General Fund Summary
2026-2028 Biennial Budget | Newark, CA Page 99
DEPARTMENTS SUMMARY
Departments Summary
2026-2028 Biennial Budget | Newark, CA Page 100
Authorized Regular Full Time Positions by Department
Summary
Department FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
City Clerk 1.00 1.00 1.00 1.00 1.00
City Manager's Office 5.00 6.00 6.00 6.25 6.25
Human Resources 4.00 4.00 4.00 5.00 5.00
Information Technology 6.00 6.00 6.00 6.75 6.75
Police Department 85.00 85.00 86.00 88.00 88.00
Community Development 10.00 13.00 13.00 14.00 14.00
Public Works 45.00 45.00 45.00 45.00 45.00
Recreation & Community Services 15.50 16.75 17.00 20.00 20.00 Finance 9.00 10.00 10.00 10.00 10.00
Total FTE 180.50 186.75 188.00 196.00 196.00
Authorized Temporary Positions by Department Summary
Department FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
City Clerk - - - - -
City Manager's Office 0.50 1.08 1.08 0.71 0.71
Human Resources 0.50 0.66 0.66 0.88 0.88
Information Technology - 0.50 0.50 0.50 0.50
Police Department 6.75 6.75 6.75 8.25 8.25
Community Development - 1.44 - - -
Public Works 1.00 2.75 2.75 3.50 3.50
Recreation & Community Services 37.75 41.72 41.72 41.72 41.72 Finance - 0.50 0.50 - -
Total FTE 46.50 55.40 53.96 55.56 55.56
Authorized Positions
2026-2028 Biennial Budget | Newark, CA Page 101
Mayor & City Council
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 four-year overlapping terms. The City Council appoints the City Manager and the City Attorney.
The City Council also creates and abolishes advisory committees and commissions and appoints the members of these advisory committees and commissions.
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $105,415 $108,000 $108,000 $112,000 $116,200
RETIREMENT
CONTRIBUTIONS
$34,287 $33,000 $22,000 $21,800 $22,700
BENEFITS (EE) $25,193 $67,000 $26,200 $27,600 $28,900
Total PERSONNEL $164,895 $208,000 $156,200 $161,400 $167,800
NON-PERSONNEL
MATERIAL/SUPPLIES $8,622 $6,000 $8,000 $9,000 $10,000
SERVICES $129,185 $114,000 $125,000 $126,000 $127,000
TRAVEL AND TRAINING $53,687 $78,000 $54,000 $58,000 $62,000
INTERDEPARTMENTAL
ALLOCATIONS
$27,000 $27,000 $27,000 $41,000 $39,000
Total NON-PERSONNEL $218,495 $225,000 $214,000 $234,000 $238,000 Total Expenditures $383,390 $433,000 $370,200 $395,400 $405,800 Expenditures by Expense Type
Mayor & City Council
2026-2028 Biennial Budget | Newark, CA Page 102
City Manager's Office
The mission of the City Manager’s Office is to ensure the goals and needs of the community, City Council and staff are all in alignment. Key functional areas associated with the the City Manger's Office include the City Attorney’s Office, the City Clerk’s office, Communications, and Emergency Management Services.
KEY OBJECTIVES
Assist other City departments in developing and carrying out inclusive and equitable City policies, maximizing the use of City resources and promoting long-term fiscal stability.
Successfully manage and support the November 3, 2026 election for City Council candidates and Mayoral candidates and any potential ballot measures.
Collaborate with Newark Unified School District to support their educational efforts, including the City-School Liaison Committee.
Collaborate with Newark secondary schools to develop a Youth Academy that offers civic engagement and education opportunities.
Host an Adult Community Academy to build Community Liaisons/Ambassadors.
Produce an Annual Report as a tool for communicating with residents about major projects and accomplishments, providing transparency, accountability, and a summary of performance to the community.
Provide specialized training to employees tasked with Emergency Operations Center responsibilities.
Promote the activities and training opportunities provided by the Community Emergency Response Team (CERT) volunteer program.
Partner to provide our business, residential, and service communities with Emergency Prevention, Preparedness, Response, and Recovery training.
Act on the results of the biennial Community Engagement Survey Complete a citywide branding effort to improve communication with our community.
Redesign the city’s website to ensure full ADA compliance while modernizing our digital presence so users can more easily access services and information.
Finalize the city’s virtual history website design to preserve, digitize, and showcase local history, providing interactive, personalized learning experiences for remote visitors.
City Manager's Office
2026-2028 Biennial Budget | Newark, CA Page 103
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
E Proclamations Processed - - - 94
E Commendations Processed - - - 82
E Resolutions Processed 151 145 94 103
E Ordinances Processed 6 4 5 16
E Legal Notices Published/ Posted 14 16 17 25
E
Fair Political Practices Commission
Form 700 Filings
82 71 161 200
E
City Council Agenda Packets
Processed
23 24 32 20
C, E
Public Records Act Requests
Processed
147 180 196 220
C, E Contracts Processed 167 200 94 225
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Support Specialist II - - - 0.25 0.25
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant to the City Manager 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Communications and Public Engagement Manager - 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 - - - -
Strategic Initiatives Manager - 1.00 1.00 1.00 1.00
Subtotal: 5.00 6.00 6.00 6.25 6.25
Temporary Full-Time Equivalent
Annuitant - 0.33 0.33 0.33 0.33
Office Assistant I 0.50 0.75 0.75 0.38 0.38
Subtotal: 0.50 1.08 1.08 0.71 0.71
TOTAL 5.50 7.08 7.08 6.96 6.96
City Manager's Office
2026-2028 Biennial Budget | Newark, CA Page 104
FY27 Expenditures by Program
MANAGEMENT & SUPPORT $2,355,300 95.73%
COMMUNICATIONS $105,000 4.27%
FY28 Expenditures by Program
MANAGEMENT & SUPPORT $2,472,600 95.63%
COMMUNICATIONS $113,000 4.37%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $993,216 $1,211,300 $1,283,000 $1,334,300 $1,413,300 RETIREMENT CONTRIBUTIONS $462,270 $537,500 $389,000 $418,300 $446,900 BENEFITS (EE) $119,062 $147,000 $146,000 $183,700 $192,400 Total PERSONNEL $1,574,547 $1,895,800 $1,818,000 $1,936,300 $2,052,600
NON-PERSONNEL
MATERIAL/SUPPLIES $18,052 $43,000 $16,000 $17,000 $18,000 SERVICES $138,204 $355,629 $248,000 $258,000 $268,000
SUBSCRIPTIONS/LICENSING $2,301 $5,000 $3,000 $4,000 $5,000 TRAVEL AND TRAINING $11,398 $16,000 $16,000 $22,000 $28,000
INTERDEPARTMENTAL
ALLOCATIONS
$138,000 $140,000 $140,000 $223,000 $214,000
Total NON-PERSONNEL $307,955 $559,629 $423,000 $524,000 $533,000 Total Expenditures $1,882,502 $2,455,429 $2,241,000 $2,460,300 $2,585,600
2.46M 2.59M
Expenditures by Expense Type
City Manager's Office
2026-2028 Biennial Budget | Newark, CA Page 105
City Clerk
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.
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
City Clerk 1.00 1.00 1.00 1.00 1.00
TOTAL 1.00 1.00 1.00 1.00 1.00
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $250,698 $272,300 $266,000 $250,100 $268,700 RETIREMENT CONTRIBUTIONS $114,079 $86,000 $69,000 $73,700 $79,700 BENEFITS (EE) $32,282 $34,000 $16,000 $16,300 $16,700
Total PERSONNEL $397,059 $392,300 $351,000 $340,100 $365,100
NON-PERSONNEL
MATERIAL/SUPPLIES $128 $2,000 $3,000 $4,000 $5,000
SERVICES $141,670 $13,000 $6,000 $123,000 $14,000
SUBSCRIPTIONS/LICENSING $2,515 $4,000 $3,000 $4,000 $5,000 TRAVEL AND TRAINING $4,455 $8,000 $4,000 $7,000 $10,000
INTERDEPARTMENTAL
ALLOCATIONS
$34,000 $34,000 $34,000 $51,000 $51,000
Total NON-PERSONNEL $182,768 $61,000 $50,000 $189,000 $85,000 Total Expenditures $579,826 $453,300 $401,000 $529,100 $450,100 Expenditures by Expense Type
City Clerk
2026-2028 Biennial Budget | Newark, CA Page 106
Emergency Services
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.
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
NON-PERSONNEL
MATERIAL/SUPPLIES $20,416 $53,000 $8,000 $9,000 $10,000 SERVICES $102,129 $123,000 $151,000 $139,000 $144,000
TRAVEL AND TRAINING $16,014 $35,000 - $21,000 $23,000
INTERDEPARTMENTAL
ALLOCATIONS
$27,000 $27,000 $27,000 $41,000 $39,000
Total NON-PERSONNEL $165,559 $238,000 $186,000 $210,000 $216,000 Total Expenditures $165,559 $238,000 $186,000 $210,000 $216,000 Expenditures by Expense Type
Emergency Services
2026-2028 Biennial Budget | Newark, CA Page 107
City Attorney
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.
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
NON-PERSONNEL
MATERIAL/SUPPLIES $20 - - - -
SERVICES $476,561 $577,000 $555,000 $572,000 $590,000
INTERDEPARTMENTAL
ALLOCATIONS
$27,000 $27,000 $27,000 $41,000 $39,000
Total NON-PERSONNEL $503,580 $604,000 $582,000 $613,000 $629,000 Total Expenditures $503,580 $604,000 $582,000 $613,000 $629,000 Expenditures by Expense Type
City Attorney
2026-2028 Biennial Budget | Newark, CA Page 108
Information Technology
The Information Technology Department (IT) provides reliable, secure, and cost-effective technology services to City staff and the community. The department maintain the City's technology infrastructure, protect its digital assets, support daily operations across all departments, and proactively identify technologies that improve service delivery and community connectivity. IT is committed to responsible stewardship of public resources and to making technology work for everyone.
KEY OBJECTIVES
Strengthen cybersecurity through advanced protocols, staff training, and regular security audits and risk assessments to identify and address potential vulnerabilities.
Implement and regularly test disaster recovery and business continuity plans to support uninterrupted service delivery during unforeseen events and cyber incidents.
Align technology investments with the City's Technology Master Plan and City Council goals and priorities to deliver customer-focused solutions.
Establish a technology governance framework to support collaborative decision-making, departmental planning, and staff training.
Develop and implement governance for Artificial Intelligence (AI) tools so they are used ethically, securely, and transparently, while evaluating practical applications that improve efficiency and service delivery.
Enhance the resilience of critical IT infrastructure to minimize downtime during system failures or cyber incidents.
Promote digital inclusion by implementing Broadband Master Plan priorities and expanding equitable access to reliable connectivity and public technology resources.
Support accessible, compliant, and customer-focused digital services, including public meeting technology, website and domain services, and smart city solutions aligned with the City's vision for a connected community.
Information Technology
2026-2028 Biennial Budget | Newark, CA Page 109
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Areas
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
C, D Help Desk Tickets Resolved 1,700 1,800 2,300 2,300 C, A Security Event: Spam Emails 81,000 82,000 97,000 114,000 A, C
Security Event: Phishing
Emails
10,300 11,000 12,000 13,000
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Support Specialist II - - - 0.75 0.75
Chief Information Officer/Information Technology
Director
1.00 1.00 1.00 1.00 1.00
Information Technology Analyst 2.00 2.00 2.00 2.00 2.00 Information Technology Technician I/II 2.00 2.00 2.00 2.00 2.00 Senior Information Technology Analyst 1.00 1.00 1.00 1.00 1.00 Subtotal: 6.00 6.00 6.00 6.75 6.75
Temporary Full-Time Equivalent
Annuitant - 0.50 0.50 0.50 0.50
Subtotal: - 0.50 0.50 0.50 0.50
TOTAL 6.00 6.50 6.50 7.25 7.25
Information Technology
2026-2028 Biennial Budget | Newark, CA Page 110
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $1,037,886 $1,072,500 $1,158,000 $1,255,300 $1,298,800 RETIREMENT CONTRIBUTIONS $456,168 $458,385 $341,000 $362,200 $377,800 BENEFITS (EE) $115,876 $133,000 $154,000 $174,700 $181,700
OTHER PERSONNEL
EXPENDITURES
$8,774 - - - -
Total PERSONNEL $1,618,704 $1,663,885 $1,653,000 $1,792,200 $1,858,300
NON-PERSONNEL
MATERIAL/SUPPLIES $51,545 $34,000 $10,000 $45,000 $48,000 SERVICES $251,871 $354,565 $326,000 $287,946 $310,748
SUBSCRIPTIONS/LICENSING $662,371 $731,200 $731,200 $851,000 $850,000 UTILITY SERVICES $347,373 $425,000 $395,000 $400,000 $420,000 TRAVEL AND TRAINING $39,995 $44,000 $22,000 $34,000 $34,000
INTERDEPARTMENTAL
ALLOCATIONS
$178,000 $180,000 $180,000 $533,000 $521,000
CAPITAL EXPENDITURES $39,237 $18,979 - $17,000 $17,000
Total NON-PERSONNEL $1,570,393 $1,787,744 $1,664,200 $2,167,946 $2,200,748 Total Expenditures $3,189,097 $3,451,629 $3,317,200 $3,960,146 $4,059,048 Expenditures by Expense Type
Information Technology
2026-2028 Biennial Budget | Newark, CA Page 111
Human Resources
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, the department strives to maximize individual and organizational performance.
KEY OBJECTIVES
Ensure a safe and effective work environment where employees are empowered, motivated, and equipped to deliver high-quality services to the community.
Foster a workplace culture that prioritizes diversity, equity, inclusion, and belonging by creating an environment where every employee feels valued, respected, and encouraged to contribute their unique perspectives and talents.
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.
Implement a Citywide employee experience plan using a whole person approach including professional development, training, succession planning, and employee engagement events and activities.
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 through innovative tools such as stay interviews.
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 data-driven decision-making.
Create and revise internal policies and procedures to ensure compliance with laws and regulations.
Formalize an internship program working with local schools and community.
Human Resources
2026-2028 Biennial Budget | Newark, CA Page 112
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
C New Hires: Regular Employees 19 18 15 16
C New Hires: Temporary Employees 73 80 74 76
C
Recruitments Conducted: Regular &
Temporary Employees
35 46 40 30
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Human Resources Director 1.00 1.00 1.00 1.00 1.00
Human Resources Technician 2.00 2.00 2.00 2.00 2.00
Management Analyst II 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst - - - 1.00 1.00
Subtotal: 4.00 4.00 4.00 5.00 5.00
Temporary Full-Time Equivalent
Annuitant - 0.66 0.66 0.25 0.25
Internship Program - - - 0.25 0.25
Office Assistant I 0.50 - - 0.38 0.38
Subtotal: 0.50 0.66 0.66 0.88 0.88
TOTAL 4.50 4.66 4.66 5.88 5.88
Human Resources
2026-2028 Biennial Budget | Newark, CA Page 113
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $572,642 $731,000 $618,000 $868,300 $913,400 RETIREMENT CONTRIBUTIONS $210,936 $198,000 $198,000 $251,800 $266,700 BENEFITS (EE) $80,788 $112,000 $113,000 $123,100 $128,600 Total PERSONNEL $864,367 $1,041,000 $929,000 $1,243,200 $1,308,700
NON-PERSONNEL
MATERIAL/SUPPLIES $41,835 $65,000 $46,000 $47,000 $50,000 SERVICES $170,887 $325,000 $304,000 $315,000 $326,000
SUBSCRIPTIONS/LICENSING $555 $31,000 $32,000 $33,000 $34,000 TRAVEL AND TRAINING $76,658 $263,000 $52,000 $248,000 $252,000
INTERDEPARTMENTAL
ALLOCATIONS
$114,000 $115,000 $115,000 $161,000 $154,000
Total NON-PERSONNEL $403,935 $799,000 $549,000 $804,000 $816,000 Total Expenditures $1,268,302 $1,840,000 $1,478,000 $2,047,200 $2,124,700 Expenditures by Expense Type
Human Resources
2026-2028 Biennial Budget | Newark, CA Page 114
Finance
The mission of the Finance Department is to provide strategic fiscal leadership and stewardship by ensuring the City’s financial activities are planned, managed, recorded, and reported in compliance with generally accepted accounting principles (GAAP), Governmental Accounting Standards Board (GASB) requirements, and professional and ethical standards, while delivering transparent, timely, and decision-useful financial information that supports City Council policy decisions and advances the City’s Strategic Priority Areas.
Finance advances these priorities through long-range financial planning, structurally balanced budgeting, capital planning, policy development, and transparent financial reporting.
KEY OBJECTIVES
Monitor City revenues, macroeconomic conditions (local, State, and national), and fiscal policy trends; evaluate impacts on the City’s financial position and recommend proactive strategies to the City Manager and City Council to maintain structural balance and fiscal resilience.
Develop the Biennial Budget and Five-Year Financial Forecast in coordination with departments and community input; monitor financial performance and recommend timely budget adjustments to Council.
Prepare and maintain accurate, transparent, and timely financial records and reports in compliance with GAAP, GASB, and all applicable Federal, State, County, and grant requirements.
Administer and enforce procurement processes in accordance with the City’s Purchasing Ordinance and Policy, ensuring compliance with Federal and State regulations and promoting transparency, competition, and costeffectiveness.
Lead the development, implementation, and periodic review of financial policies aligned with GFOA best practices and long-term fiscal sustainability.
Establish, monitor, and enforce internal controls across financial processes to safeguard public funds, mitigate risk, and ensure audit readiness.
Evaluate and manage capital projects and equipment replacement programs to ensure appropriate capitalization, lifecycle planning, and sustainable funding strategies aligned with the Capital Improvement Plan.
Administer core financial operations, including revenue collection, accounts payable, payroll, and business licensing, ensuring accuracy, efficiency, and high-quality service delivery.
Support and oversee grant administration to ensure compliance with funding requirements, reporting standards, and audit obligations.
Maintain and enhance the City’s Enterprise Resource Planning (ERP) system by implementing upgrades, improving workflows, and evaluating additional modules to strengthen efficiency and data-driven decisionmaking.
Finance
2026-2028 Biennial Budget | Newark, CA Page 115
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize the Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
C
Accounts Payable Invoices
Processed
4,238 4,715 4,746 4,333
C Purchase Orders Processed 958 726 709 768
C
# of New GASB Financial
Requirements Implemented
2 1 2 2
C
Fitch Bond Rating and
Outlook
AA+ / Stable AA+ / Stable AA+ / Stable AA+ / Positive
C
Audited ACFR to be
Published within 180 Days of
Fiscal Year-End
12/15/2023 12/20/2024 12/19/2025 12/19/2026
C
Receive GFOA Certificate of
Achievement for Excellence
in Financial Reporting
Yes Yes Yes Yes
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Accountant 2.00 2.00 2.00 1.00 1.00
Accounting Assistant I/II 2.00 3.00 3.00 3.00 3.00
Accounting Technician I/II 1.00 1.00 1.00 1.00 1.00
Collection Assistant 1.00 - - - -
Deputy Finance Director 1.00 1.00 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00 1.00 1.00
Management Analyst II - 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 2.00 2.00
Subtotal: 9.00 10.00 10.00 10.00 10.00
Temporary Full-Time Equivalent
Accounting Assistant I/II - 0.50 0.50 - -
Subtotal: - 0.50 0.50 - -
TOTAL 9.00 10.50 10.50 10.00 10.00
Finance
2026-2028 Biennial Budget | Newark, CA Page 116
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $1,317,094 $1,325,500 $1,423,000 $1,524,700 $1,608,800 RETIREMENT CONTRIBUTIONS $597,200 $590,615 $430,000 $456,000 $484,700 BENEFITS (EE) $216,622 $211,000 $267,000 $284,000 $297,200 Total PERSONNEL $2,130,916 $2,127,115 $2,120,000 $2,264,700 $2,390,700
NON-PERSONNEL
MATERIAL/SUPPLIES $4,937 $9,000 $6,000 $8,000 $10,000
SERVICES $419,332 $709,020 $524,000 $463,000 $462,300
SUBSCRIPTIONS/LICENSING $130,631 $104,000 $143,000 $149,000 $157,000 TRAVEL AND TRAINING $8,274 $28,000 $13,000 $16,000 $19,000
INTERDEPARTMENTAL
ALLOCATIONS
$221,000 $223,000 $223,000 $394,000 $380,000
Total NON-PERSONNEL $784,173 $1,073,020 $909,000 $1,030,000 $1,028,300 Total Expenditures $2,915,089 $3,200,135 $3,029,000 $3,294,700 $3,419,000 Expenditures by Expense Type
Finance
2026-2028 Biennial Budget | Newark, CA Page 117
Library Support
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.
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
NON-PERSONNEL
SERVICES $150,396 $158,000 $173,000 $179,000 $185,000
INTERDEPARTMENTAL
ALLOCATIONS
$236,000 $236,000 $236,000 $178,000 $191,000
Total NON-PERSONNEL $386,396 $394,000 $409,000 $357,000 $376,000 Total Expenditures $386,396 $394,000 $409,000 $357,000 $376,000 Expenditures by Expense Type
Library
2026-2028 Biennial Budget | Newark, CA Page 118
Police
The mission of the Police Department is to provide professional public safety services in partnership with our community.
KEY OBJECTIVES
Enhance crime and traffic safety outcomes through enforcement, public education, and deploying resources based on data-driven evaluation.
Be responsive to quality-of-life concerns such as inoperable and abandoned vehicles, illegal dumping, and graffiti abatement.
Recruit and retain talented police officers.
Increase focus on training of new officers.
Prioritize professional development and succession planning, including mentorship and opportunities for future leaders.
Broaden the Police Wellness Program to promote employee participation, to enhance employee satisfaction and quality customer service.
Research and maximize the use of new technology to improve efficiency and reduce risk.
Conduct continuous assessments of procedures and protocols to identify gaps in accountability; implement new procedures and/or equipment needs for improved safety and successful incident resolutions.
Boost community outreach in promoting the Newark Vehicle and Accessory Theft Prevention Program to reduce automotive theft.
Strengthen community engagement through renewed partnerships, community events, and volunteer efforts.
Expand program offerings of Explorer Program to broaden reach of youth engagement; Heighten recruitment for VOLT, and Graffiti Abatement volunteer programs to bolster impact of community partnerships.
Police
2026-2028 Biennial Budget | Newark, CA Page 119
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity CY 2023 CY 2024 CY 2025
CY 2024 - CY 2025
Percent Change
Communications Center
A Calls for Service 26,235 23,542 21,036 -11%
A Total Incidents 34,135 34,128 36,674 7%
Reporting
A Criminal Incident Reports 3,342 3,592 3,020 -16%
A Criminal Traffic Reports 160 201 167 -17%
A Informational Reports 1,068 1,223 956 -22%
A Traffic Collision Reports 181 228 189 -17%
Total 4,751 5,244 4,332 -17%
A Total Arrests 684 825 792 -4%
Police
2026-2028 Biennial Budget | Newark, CA Page 120
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Analyst 1.00 - - - -
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 Animal Control Officer 1.00 1.00 1.00 1.00 1.00
Community Engagement Manager 1.00 1.00 1.00 1.00 1.00
Community Service Officer 3.00 3.00 3.00 3.00 3.00
Crime Analyst 1.00 1.00 1.00 1.00 1.00
Lead Public Safety Dispatcher 2.00 1.00 1.00 - -
Management Analyst II - 1.00 1.00 1.00 1.00
Police Captain 2.00 2.00 2.00 2.00 2.00
Police Chief 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 3.00 3.00 3.00 3.00 3.00
Police Officer (Overhire) - - - 1.00 1.00
Police Officer 44.00 44.00 44.00 44.00 44.00
Police Records Supervisor 1.00 1.00 - - -
Police Records and Evidence Supervisor - - 1.00 1.00 1.00 Police Sergeant (Overhire) - - 1.00 2.00 2.00
Police Sergeant 8.00 8.00 8.00 8.00 8.00
Police Support Services Manager 1.00 1.00 1.00 1.00 1.00 Property Evidence Technician - - 1.00 1.00 1.00
Public Safety Clerk 3.00 3.00 2.00 2.00 2.00
Public Safety Dispatch Supervisor - 1.00 1.00 2.00 2.00 Public Safety Dispatcher 9.00 9.00 9.00 9.00 9.00
Red Light Photo Technician 1.00 1.00 1.00 1.00 1.00
Vehicle Abatement Officer 1.00 1.00 1.00 1.00 1.00
Subtotal: 85.00 85.00 86.00 88.00 88.00
Temporary Full-Time Equivalent
Patrol
Community Service Officer - - - 1.50 1.50
Police Officer Trainee 3.00 3.00 3.00 3.00 3.00
Professional Services Specialist - - - 1.00 1.00
Special Assistant 1.00 1.00 1.00 - -
Records & Communications
Police Services Aide I/II 2.50 2.50 2.50 2.50 2.50
Professional Services Specialist - - - 0.25 0.25
Special Assistant 0.25 0.25 0.25 - -
Subtotal: 6.75 6.75 6.75 8.25 8.25
TOTAL 91.75 91.75 92.75 96.25 96.25
Police
2026-2028 Biennial Budget | Newark, CA Page 121
FY27 Expenditures by Program
PATROL $20,758,600 61.53%
RECORDS &
COMMUNICATIONS
$6,451,200 19.12%
INVESTIGATIONS $3,992,600 11.83%
POLICE ADMINISTRATION $1,844,000 5.47%
ANIMAL CONTROL $520,400 1.54%
SCHOOL CROSSING GUARDS $170,000 0.50%
FY28 Expenditures by Program
PATROL $21,663,500 61.70%
RECORDS &
COMMUNICATIONS
$6,704,800 19.10%
INVESTIGATIONS $4,144,900 11.81%
POLICE ADMINISTRATION $1,909,700 5.44%
ANIMAL CONTROL $515,500 1.47%
SCHOOL CROSSING GUARDS $170,000 0.48%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $12,904,339 $13,277,211 $14,488,017 $15,128,000 $15,989,000 RETIREMENT CONTRIBUTIONS $6,204,403 $7,484,000 $8,366,000 $9,202,300 $9,813,900 BENEFITS (EE) $2,271,326 $3,218,000 $2,771,000 $2,904,900 $3,043,400 Total PERSONNEL $21,380,068 $23,979,211 $25,625,017 $27,235,200 $28,846,300
NON-PERSONNEL
MATERIAL/SUPPLIES $208,711 $238,792 $174,000 $271,000 $275,000 SERVICES $1,157,137 $1,727,000 $1,630,165 $1,799,300 $1,689,800 SUBSCRIPTIONS/LICENSING $458,864 $329,000 $358,000 $636,300 $626,300 UTILITY SERVICES $216 $88,000 $5,000 $6,000 $7,000
TRAVEL AND TRAINING $233,312 $343,997 $158,000 $176,000 $186,000
INTERDEPARTMENTAL
ALLOCATIONS
$4,210,000 $4,580,000 $4,580,000 $3,613,000 $3,478,000
CAPITAL EXPENDITURES $421,597 $132,219 $179,000 - -
Total NON-PERSONNEL $6,689,838 $7,439,008 $7,084,165 $6,501,600 $6,262,100 Total Expenditures $28,069,905 $31,418,219 $32,709,182 $33,736,800 $35,108,400
33.7M 35.1M
Expenditures by Expense Type
Police
2026-2028 Biennial Budget | Newark, CA Page 122
Fire
The Alameda County Fire Department provides fire services for the City of Newark by contract. These fire services are provided at the direction of the City and are in line with public safety priorities of the community.
KEY OBJECTIVES
Respond to and mitigate all fire and emergency service calls within the City to include emergency medical, hazardous materials, and rescue related incidents.
Maintain regional cooperation with other emergency service providers to ensure the City receives automatic and mutual aid to assist with mitigating large scale incidents.
Facilitate Emergency Operations Center (EOC) Training for City personnel to reinforce prior independent study learning modules.
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’s Emergency Operations Plan (EOP).
Conduct an annual review of the City’s Emergency Operations Plan (EOP) to ensure the plan elements are valid, current, and remain in compliance with Incident Command System (ICS), Standardized Emergency Management System (SEMS), National Incident Management System (NIMS), and other regulations.
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 Fire
2026-2028 Biennial Budget | Newark, CA Page 123
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
A Fire Calls for Service 4,069 4,161 4,261 4,200
A Primary Fire Inspections Completed 2,029 1,116 1,116 1,100 FY27 Expenditures by Division
FIRE ADMINISTRATION $15,653,000 99.92%
EMS ASSESSMENT $12,000 0.08%
FY28 Expenditures by Division
FIRE ADMINISTRATION $16,914,000 99.92%
EMS ASSESSMENT $14,000 0.08%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
NON-PERSONNEL
SERVICES $6,733 $12,000 $10,000 $12,000 $14,000
INTERDEPARTMENTAL
ALLOCATIONS
$710,000 $711,000 $711,000 $251,000 $248,000
Total NON-PERSONNEL $716,733 $723,000 $721,000 $263,000 $262,000
ACFD FIRE SERVICES
SERVICES $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 Total ACFD FIRE SERVICES $13,484,157 $14,726,000 $14,726,000 $15,402,000 $16,666,000 Total Expenditures $14,200,890 $15,449,000 $15,447,000 $15,665,000 $16,928,000
15.7M 16.9M
Expenditures by Expense Type
Fire
2026-2028 Biennial Budget | Newark, CA Page 124
Community Development
The mission of the Community Development Department is to encourage 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 support our 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
General Plan Parks, Recreation, and Open Space Element Updates. Update this General Plan element to conform with State law to promote equitable access to open space areas.
Residential Rental Inspection Program. Develop and implement a pilot program for residential rental inspections.
Information learned would be used to guide a permanent program.
Implement a first-time homebuyer program, including down payment assistance, and implement the program.
Develop a community-wide plan for the Four Corners commercial area to bring additional housing, retail, and commercial uses.
Complete minor adjustments to Title 17 to comply with State requirements and to adapt to current conditions.
Develop objective design standards that assist in streamlining the entitlement review process.
Address missing Middle Housing with Title 17 changes to promote duplexes, triplexes, fourplexes and additional density in residential neighborhoods.
Review existing parking standards and promote new standards.
Provide recommendations to City Council for a new Notice of Funding Availability (“NOFA”) for affordable housing projects.
Develop a website to promote Newark tourism and hotel room stays in Newark.
Attend industry conferences and retail–related events, as well as engage with commercial brokers on a regular basis, to promote Newark as an ideal location for business.
Develop a work program that will help guide business attraction efforts and the possible development of an Industrial Area master plan to attract more advanced manufacturing businesses.
Conduct business site visits to engage with local companies and their leadership teams as a business retention tool. Visits to include top sales tax producers, larger employers, auto dealerships, and industrial and retail groups.
Develop a Newark business recognition program, including issuance of proclamations, to recognize local businesses for special achievements or other unique contributions relating to economic prosperity, sustainability or resiliency, or other activities.
Explore a pilot program to offer architectural design services from a city-retained form(s) to encourage owner investment and economic vitality in commercial and retail properties.
Amend Title 7 to be consistent with State law and fill gaps to address new issues and conditions.
Community Development
2026-2028 Biennial Budget | Newark, CA Page 125
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
C
Average Review Time for Planning
Permits (Calendar Days)
26 Days 29 Days 18 Days 20 Days
A
Closed Code Enforcement Cases per
Year
501 328 294 315
E
Number of Emergency Preparedness
Training Participants
118 145 79 100
B
Number of Business Workshops,
Trainings, Sponsored Events
20 5 23 26
AUTHORIZED STAFFING
FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Support Specialist II 1.00 1.00 - - -
Assistant Planner - 1.00 1.00 1.00 1.00
Assistant/Associate Planner - - - 1.00 1.00
Associate Planner 1.00 1.00 1.00 - -
Community Development Director 1.00 1.00 1.00 1.00 1.00 Community Preservation Manager 1.00 1.00 1.00 1.00 1.00 Community Preservation Specialist I/II 2.00 2.00 2.00 2.00 2.00 Deputy Community Development Director 1.00 1.00 1.00 1.00 1.00 Deputy Economic Development Director - 1.00 1.00 1.00 1.00 Economic Development Manager 1.00 - - - -
Housing Policy Program Manager - 1.00 1.00 1.00 1.00
Management Analyst I/II 1.00 2.00 2.00 2.00 2.00
Principal Planner - - - 1.00 1.00
Senior Administrative Support Specialist - - 1.00 1.00 1.00 Senior Planner 1.00 1.00 1.00 1.00 1.00
Subtotal: 10.00 13.00 13.00 14.00 14.00
Temporary Full-Time Equivalent
Special Assistant - 1.44 - - -
Subtotal: - 1.44 - - -
TOTAL 10.00 14.44 13.00 14.00 14.00
Community Development
2026-2028 Biennial Budget | Newark, CA Page 126
FY27 Expenditures by Division
PLANNING $1,770,100 35.81%
ECONOMIC DEVELOPMENT $1,108,800 22.43%
COMMUNITY PRESERVATION $957,500 19.37%
GENERAL PLAN-LT $906,200 18.33%
COMMUNITY DEVELOPMENT
ADMINISTRATION
$200,200 4.05%
FY28 Expenditures by Division
PLANNING $1,840,800 35.63%
ECONOMIC DEVELOPMENT $1,145,500 22.17%
COMMUNITY PRESERVATION $997,500 19.31%
GENERAL PLAN-LT $963,400 18.65%
COMMUNITY DEVELOPMENT
ADMINISTRATION
$219,600 4.25%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $1,758,889 $2,056,255 $2,146,000 $2,508,300 $2,650,200 RETIREMENT CONTRIBUTIONS $759,366 $679,402 $638,000 $712,500 $758,900 BENEFITS (EE) $267,477 $296,178 $316,000 $365,000 $381,700 Total PERSONNEL $2,785,732 $3,031,835 $3,100,000 $3,585,800 $3,790,800
NON-PERSONNEL
MATERIAL/SUPPLIES $8,611 $34,000 $5,000 $7,000 $9,000
SERVICES $450,619 $1,015,100 $645,000 $670,000 $695,000 SUBSCRIPTIONS/LICENSING $13,602 $8,000 $25,000 $28,000 $31,000 TRAVEL AND TRAINING $64,157 $107,000 $76,000 $91,000 $103,000
INTERDEPARTMENTAL
ALLOCATIONS
$357,000 $362,000 $362,000 $561,000 $538,000
MISCELLANEOUS
EXPENDITURES
- $200,000 - - -
Total NON-PERSONNEL $893,989 $1,726,100 $1,113,000 $1,357,000 $1,376,000 Total Expenditures $3,679,722 $4,757,935 $4,213,000 $4,942,800 $5,166,800
4.94M 5.17M
Expenditures by Expense Type
Community Development
2026-2028 Biennial Budget | Newark, CA Page 127
Public Works
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
Continue evaluating projects while refining and updating the new 5‑Year Capital Improvement Program.
Complete design and start construction of the Old Town Streetscape Improvement Project and Thornton Avenue pavement rehabilitation projects.
Review, assess, and schedule 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 Continue the design and seek to obtain 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.
Utilize upgraded permit tracking software and continually evaluate internal processes for permit review streamlining to improve customer service.
Begin assessing and planning for implementation of Sea Level Rise Resiliency Study 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. .
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.
Begin the City’s Urban Forest contract implementation with consultant. With the goal of 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.
Public Works
2026-2028 Biennial Budget | Newark, CA Page 128
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 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 State-mandated 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.
Complete the Active Transportation Plan.
Begin updating the City's Americans with Disabilities Act (ADA) Transition Plan
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
A Applications Processed 1,671 1,670 1,874 2,400
A Permit Reviews 4,696 1,963 1,798 2,100
A Inspections Completed 11,922 8,162 8,582 8,300
A Permits Finaled 2,275 1,524 1,384 1,500
Public Works
2026-2028 Biennial Budget | Newark, CA Page 129
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Support Specialist II 1.00 1.00 1.00 1.00 1.00 Assistant Engineer - Civil 1.00 1.00 1.00 1.00 1.00
Associate Civil Engineer 1.00 2.00 2.00 2.00 2.00
Building Inspector I/II 3.00 3.00 3.00 3.00 3.00
Building Maintenance Mechanic I - 1.00 1.00 1.00 1.00
Building Maintenance Mechanic II 2.00 1.00 1.00 1.00 1.00 Chief Building Official 1.00 1.00 1.00 1.00 1.00
City Engineer 1.00 1.00 1.00 1.00 1.00
Engineering Technician I 1.00 1.00 1.00 1.00 1.00
Environmental Services Manager 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic I - 1.00 1.00 1.00 1.00
Equipment Mechanic II 2.00 2.00 1.00 1.00 1.00
Facilities Supervisor 1.00 1.00 1.00 1.00 1.00
General Laborer 3.00 3.00 3.00 3.00 3.00
Junior Engineer 1.00 - - - -
Landscape & Park - Maintenance Worker I 2.00 2.00 2.00 2.00 2.00 Landscape & Park - Maintenance Worker II 2.00 2.00 2.00 2.00 2.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
Maintenance Supervisor 2.00 2.00 2.00 2.00 2.00
Management Analyst I - 1.00 1.00 1.00 1.00
Management Analyst II 1.00 1.00 1.00 1.00 1.00
Permit Technician 1.00 1.00 2.00 2.00 2.00
Principal Civil Engineer 1.00 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Inspector 1.00 1.00 1.00 1.00 1.00
Senior Administrative Support Specialist 2.00 1.00 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00 - -
Senior Building Inspector/Supervising Building
Inspector - - - 1.00 1.00
Senior Building Mechanic 1.00 1.00 1.00 1.00 1.00
Senior Civil Engineer 2.00 2.00 1.00 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00 1.00 1.00
Senior Landscape & Parks Maintenance Worker 2.00 2.00 2.00 2.00 2.00 Senior Landscape Inspector 1.00 - - - -
Senior Street Maintenance Worker 1.00 1.00 1.00 1.00 1.00 Street Maintenance Worker I 1.00 1.00 2.00 2.00 2.00
Street Maintenance Worker II 2.00 1.00 1.00 1.00 1.00
Urban Forest Supervisor - 1.00 1.00 1.00 1.00
Subtotal: 45.00 45.00 45.00 45.00 45.00
Temporary Full-Time Equivalent
Capital Project Manager
- - - 1.00 1.00
Office Assistant I - 1.00 1.00 1.00 1.00
Special Assistant - 0.25 0.25 - -
General Maintenance Worker III 1.00 1.50 1.50 1.50 1.50 Subtotal: 1.00 2.75 2.75 3.50 3.50
TOTAL 46.00 47.75 47.75 48.50 48.50
Public Works
2026-2028 Biennial Budget | Newark, CA Page 130
FY27 Expenditures by Division
MAINTENANCE $6,525,300 42.24%
ENGINEERING $3,926,000 25.41%
BUILDING INSPECTION $2,461,600 15.93%
ENVIRONMENTAL SERVICES $1,438,913 9.31%
SPECIAL ASSESSMENTS $919,000 5.95%
PUBLIC WORKS
ADMINISTRATION
$179,000 1.16%
FY28 Expenditures by Division
MAINTENANCE $6,868,000 42.84%
ENGINEERING $4,128,200 25.75%
BUILDING INSPECTION $2,558,300 15.96%
ENVIRONMENTAL SERVICES $1,494,213 9.32%
SPECIAL ASSESSMENTS $976,000 6.09%
PUBLIC WORKS
ADMINISTRATION
$7,000 0.04%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $4,007,337 $4,806,000 $4,412,530 $4,612,000 $4,866,300 RETIREMENT CONTRIBUTIONS $1,721,148 $1,644,000 $1,079,000 $1,328,800 $1,413,600 BENEFITS (EE) $577,014 $709,000 $562,000 $720,100 $753,900
OTHER PERSONNEL
EXPENDITURES
-$5,377 - - - -
Total PERSONNEL $6,300,122 $7,159,000 $6,053,530 $6,660,900 $7,033,800
NON-PERSONNEL
MATERIAL/SUPPLIES $238,039 $457,984 $275,000 $463,000 $301,000 SERVICES $2,481,433 $4,826,975 $3,817,000 $4,449,913 $4,608,913 SUBSCRIPTIONS/LICENSING $75,779 $188,000 $207,000 $219,000 $222,000 UTILITY SERVICES $906,766 $1,322,720 $1,280,000 $1,348,000 $1,419,000 TRAVEL AND TRAINING $40,905 $130,000 $45,000 $68,000 $88,000
INTERDEPARTMENTAL
ALLOCATIONS
$2,109,000 $2,208,000 $2,208,000 $2,241,000 $2,359,000
Total NON-PERSONNEL $5,851,922 $9,133,679 $7,832,000 $8,788,913 $8,997,913 Total Expenditures $12,152,044 $16,292,679 $13,885,530 $15,449,813 $16,031,713
15.4M 16M
Expenditures by Expense Type
Public Works
2026-2028 Biennial Budget | Newark, CA Page 131
Recreation & Community Services
The mission of the Recreation and Community Services Department is to 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
Deliver high-quality recreation programs, community services, and events that promote health, social connection, and lifelong learning for Newark residents.
Enhance programs and services at the Senior Center to support active aging, social connection, health, and access to resources for older adults in the community.
Evaluate Child Care Center operations and service delivery, including long-term program needs and facility considerations, to support working families and better meet the needs of children and caregivers.
Activate the Newark Resource Center as a welcoming hub that connects residents to human services programs, expands access to community resources, and fosters partnerships with local organizations to provide coordinated referrals and supportive services.
Expand funding opportunities for youth scholarship programs through securing sponsorships and pursuing grant opportunities.
Promote water safety through educational initiatives and outreach efforts.
Certify key staff as CPR/AED and First Aid instructors to train temporary employees in lifesaving skills and expand community health and safety education.
Continue implementation of the Heart Smart Walking Challenge in partnership with Washington Hospital and the City of Union City to encourage residents to stay active, build healthy habits, and support heart health in a fun and accessible way.
Assess the effectiveness of programs and initiatives through data collection, stakeholder feedback, and performance metrics to improve outcomes and better reflect community needs and preferences.
Implement key components of the Public Art Master Plan, beginning with the launch of a Utility Art Box Program to expand public art throughout the community.
Provide staff support for the newly approved Public Art Committee as members are appointed and begin advancing initiatives identified in the Public Art Master Plan.
Develop targeted marketing campaigns and posting schedules to effectively engage Newark's diverse community and strengthen inclusive outreach.
Strengthen partnerships with community organizations, nonprofits, and local groups to promote collaboration, resource sharing, and support for residents in need.
Maintain regular coordination with Newark Unified School District and other local educational institutions to advance collaborative programs, shared resources, and community initiatives benefiting Newark residents.
Advance development of the City’s first Homelessness Action Plan to identify strategies, partnerships, and resources to support individuals experiencing homelessness and those at risk of homelessness, and to guide future implementation efforts to address homelessness citywide.
Develop initiatives that celebrate diversity and promote inclusion within the community, ensuring programs and services are accessible to all residents of all backgrounds and abilities.
Increase awareness of Ride-On Tri-City transportation services through outreach at community events, targeted print media, and social media campaigns to expand enrollment in subsidized Lyft and van services for seniors and residents with disabilities.
Recreation & Community Services
2026-2028 Biennial Budget | Newark, CA Page 132
PERFORMANCE MEASURES
Strategic Priority Areas
A Foster a Safe and Healthy Community
B Further Economic Vitality and Housing for All
C Boost Financial Resilience and Excellence in Service Delivery D Modernize Public Facilities and Infrastructure
E Strengthen Community through Education and Engagement Strategic
Priority Area
Performance Activity
FY 2023
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Projected
Rentals
C, E Silliman Center Rentals 419 937 535 560
C, E Field Rentals Participants 112 274 170 180
C, E Community Center Rentals 144 86 141 150
Total 675 1,297 846 890
Pass Holders
A, E Silliman Center Pass 1,518 1,512 1,635 1,700
E Senior Center Pass 550 487 338 350
Total 2,068 1,999 1,973 2,050
Attendance
A, E Silliman Center Attendance 55,468 74,230 82,639 85,000 E Senior Center Attendance 10,773 10,739 11,170 11,500
E Special Events Held 17 18 19 20
Participation
A, E Swim Lesson Participants 2,643 2,955 3,734 3,200
E
Licensed Child Care
Participants
32 65 46 50
Recreation & Community Services
2026-2028 Biennial Budget | Newark, CA Page 133
AUTHORIZED STAFFING
Classification FY 2024 FY 2025 FY 2026 FY 2027 FY 2028
Regular Full-Time Equivalent
Administrative Assistant 0.50 0.75 - - -
Administrative Support Specialist II 2.00 2.00 2.00 3.00 3.00 Childcare Instructor 4.00 4.00 4.00 4.00 4.00
Lead Childcare Instructor 1.00 - - - -
Management Analyst I/II - - 1.00 1.00 1.00
Recreation & Community Services Director 1.00 1.00 1.00 1.00 1.00 Recreation & Community Supervisor I 1.00 2.00 2.00 2.00 2.00 Recreation & Community Supervisor II 1.00 1.00 1.00 1.00 1.00 Recreation Coordinator 5.00 6.00 6.00 6.00 6.00
Recreation Specialist - - - 2.00 2.00
Subtotal: 15.50 16.75 17.00 20.00 20.00
Seasonal/Temporary Full-Time Equivalent
General Recreation Services
Activity Coordinator 0.50 2.00 2.00 2.00 2.00
Customer Service Representative 0.20 0.50 0.50 0.50 0.50 Preschool Instructor 2.00 2.00 2.00 2.00 2.00
Recreation Instructor 0.03 2.00 2.00 2.00 2.00
Recreation Leader I 1.75 1.75 1.75 1.75 1.75
Teen Activity Coordinator 1.00 0.50 0.50 0.50 0.50
Youth/Adult Sports, Fitness, & Wellness
Activity Coordinator 0.16 1.00 1.00 1.00 1.00
Dance Instructor 1.00 - - - -
Recreation Instructor - 1.00 1.00 1.00 1.00
Recreation Leader I/II 1.26 2.26 2.26 2.26 2.26
Special Assistant 0.05 0.50 0.50 0.50 0.50
Sports Official 0.09 - - - -
Family Aquatic Center
Activity Coordinator - 2.00 2.00 2.00 2.00
Aquatic Instructor 5.00 5.00 5.00 5.00 5.00
Cafe Worker I/II 1.00 - - - -
Customer Service Representative 4.00 4.50 4.50 4.50 4.50 Lifeguard I/II 12.00 9.00 9.00 9.00 9.00
Pool Technician 1.00 2.00 2.00 2.00 2.00
Program Coordinator 2.00 - - - -
Recreation Leader II 0.71 0.71 0.71 0.71 0.71
Senior Lifeguard 2.75 3.00 3.00 3.00 3.00
Licensed Childcare
Preschool Instructor 0.75 0.50 0.50 0.50 0.50
Senior Services
Recreation Leader 0.50 1.50 1.50 1.50 1.50
Subtotal: 37.75 41.72 41.72 41.72 41.72
TOTAL 53.25 58.47 58.72 61.72 61.72
Recreation & Community Services
2026-2028 Biennial Budget | Newark, CA Page 134
FY27 Expenditures by Division
SILLIMAN & AQUATICS $2,220,500 31.89%
GENERAL RECREATION
SERVICES
$1,746,500 25.08%
LICENSED CHILDCARE $1,163,500 16.71%
FITNESS & WELLNESS $862,800 12.39%
SENIORS SERVICES $643,800 9.25%
HUMAN SERVICES $326,300 4.69%
FY28 Expenditures by Division
SILLIMAN & AQUATICS $2,313,400 31.68%
GENERAL RECREATION
SERVICES
$1,828,500 25.04%
LICENSED CHILDCARE $1,236,000 16.93%
FITNESS & WELLNESS $897,700 12.29%
SENIORS SERVICES $680,200 9.32%
HUMAN SERVICES $346,300 4.74%
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $3,011,614 $3,413,000 $3,386,225 $3,367,600 $3,504,500 RETIREMENT CONTRIBUTIONS $857,504 $630,000 $413,000 $616,600 $650,300 BENEFITS (EE) $305,885 $304,000 $238,000 $380,200 $397,300 Total PERSONNEL $4,175,002 $4,347,000 $4,037,225 $4,364,400 $4,552,100
NON-PERSONNEL
MATERIAL/SUPPLIES $303,810 $478,000 $313,000 $330,000 $347,000 SERVICES $664,435 $1,473,874 $842,000 $863,000 $899,000 SUBSCRIPTIONS/LICENSING $17,623 $20,000 $16,000 $18,000 $20,000 TRAVEL AND TRAINING $42,209 $82,000 $40,000 $57,000 $73,000
INTERDEPARTMENTAL
ALLOCATIONS
$1,374,000 $1,392,000 $1,392,000 $1,331,000 $1,411,000
MISCELLANEOUS
EXPENDITURES
$65,772 - - - -
CAPITAL EXPENDITURES $2,681 - - - -
Total NON-PERSONNEL $2,470,529 $3,445,874 $2,603,000 $2,599,000 $2,750,000 Total Expenditures $6,645,531 $7,792,874 $6,640,225 $6,963,400 $7,302,100
6.96M 7.3M
Expenditures by Expense Type
Recreation & Community Services
2026-2028 Biennial Budget | Newark, CA Page 135
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 Cityowned 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.
FY27 Expenditures by Division
BUILDING MAINTENANCE $4,185,500 35.15%
PUBLIC LIABILITY SELF
INSURANCE
$2,495,500 20.95%
EQUIPMENT & FLEET
REPLACEMENT
$1,747,000 14.67%
EQUIPMENT MAINTENANCE $1,615,500 13.57%
WORKERS' COMPENSATION $1,056,500 8.87%
TECHNOLOGY EQUIPMENT
REPLACEMENT
$685,000 5.75%
OFFICE SUPPORT $124,000 1.04%
FY28 Expenditures by Division
BUILDING MAINTENANCE $4,747,900 39.77%
PUBLIC LIABILITY SELF
INSURANCE
$2,572,200 21.54%
EQUIPMENT MAINTENANCE $1,681,200 14.08%
EQUIPMENT & FLEET
REPLACEMENT
$1,318,000 11.04%
WORKERS' COMPENSATION $1,090,200 9.13%
TECHNOLOGY EQUIPMENT
REPLACEMENT
$400,000 3.35%
OFFICE SUPPORT $130,000 1.09%
11.9M 11.9M
Internal Service Funds
2026-2028 Biennial Budget | Newark, CA Page 136
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
PERSONNEL
SALARIES AND WAGES $1,130,084 $1,027,000 $963,000 $1,321,700 $1,378,800 RETIREMENT CONTRIBUTIONS $479,433 $371,000 $293,000 $362,700 $381,700 BENEFITS (EE) $164,395 $129,000 $158,000 $211,600 $221,000 Total PERSONNEL $1,773,912 $1,527,000 $1,414,000 $1,896,000 $1,981,500
NON-PERSONNEL
MATERIAL/SUPPLIES $644,785 $771,000 $758,000 $735,000 $762,000 SERVICES $1,561,255 $2,687,000 $2,288,000 $2,636,000 $3,102,000 SUBSCRIPTIONS/LICENSING $6,509 $147,000 $160,000 $227,000 $132,000 UTILITY SERVICES $1,178,391 $1,358,000 $1,291,000 $1,357,000 $1,427,000 TRAVEL AND TRAINING $10,829 $30,000 $16,000 $22,000 $28,000
MISCELLANEOUS
EXPENDITURES
$2,379,799 $2,898,000 $2,721,000 $2,804,000 $2,889,000
NON-OPERATING
EXPENDITURES
$14,329 $454,454 $454,000 $454,000 $454,000
CAPITAL EXPENDITURES $1,052,701 $875,881 $1,054,000 $1,778,000 $1,164,000 Total NON-PERSONNEL $6,848,598 $9,221,335 $8,742,000 $10,013,000 $9,958,000 Total Expenditures $8,622,510 $10,748,335 $10,156,000 $11,909,000 $11,939,500 Expenditures by Expense Type
Internal Service Funds
2026-2028 Biennial Budget | Newark, CA Page 137
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 Grants, 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.
FY27 Expenditures by Division
CIP/CAPITAL
OUTLAY/IMPROVEMENTS
$14,925,000 45.88%
STREET CONSTRUCTION $9,600,000 29.51%
PARK CONSTRUCTION $7,879,000 24.22%
HOUSING $123,000 0.38%
FY28 Expenditures by Division
CIP/CAPITAL
OUTLAY/IMPROVEMENTS
$14,719,000 51.22%
STREET CONSTRUCTION $13,372,000 46.54%
PARK CONSTRUCTION $644,000 2.24%
32.5M 28.7M
Capital Funds
2026-2028 Biennial Budget | Newark, CA Page 138
Category FY 2025 Actual
FY 2026
Amended
Budget
FY 2026
Projected
FY 2027
Budgeted
FY 2028
Budgeted
NON-PERSONNEL
MATERIAL/SUPPLIES $14,335 $9,000 - - -
SERVICES $8,254,917 $27,268,972 $10,243,000 $31,209,000 $27,906,000 CAPITAL EXPENDITURES $40,763 $705,888 - $1,318,000 $829,000 Total NON-PERSONNEL $8,310,015 $27,983,861 $10,243,000 $32,527,000 $28,735,000 Total Expenditures $8,310,015 $27,983,861 $10,243,000 $32,527,000 $28,735,000 Expenditures by Expense Type
Capital Funds
2026-2028 Biennial Budget | Newark, CA Page 139
CAPITAL IMPROVEMENT PLAN
Capital Improvement Plan
2026-2028 Biennial Budget | Newark, CA Page 140
Capital Improvement Plan
A Capital Improvement Plan is a comprehensive strategic plan that identifies, prioritizes, schedules, and determines funding for necessary project execution. The City of Newark's Capital Improvement Plan (CIP), is a Five-Year plan that is updated on a rolling basis as part of the Biennial Budget process. Guidance on preparing the CIP comes from the City's General Plan, Specific Plans, Master Planning documents, the City's Strategic Priority Areas, direction from City Council, and community input.
Capital Budgeting Process
The Capital Budgeting Process (Process) establishes projects and associated budgets within the Capital Improvement Plan (CIP) and utilizes a structured, transparent, and strategic approach that aligns with prudent public fiscal policies to ensure successful long-term planning, fiscal responsibility, and public accountability. The Process is interactive, dynamic, and occurs concurrently with the Biennial Budget process.
The Process begins with updates and/or review of the City's Mission, Vision, Values, strategic plans, priorities and goals.
This effort includes review of the City's General Plan, Specific Plans, Master Planning documents, the City's Strategic Priority Areas, direction from City Council, and community input. Potential new projects are identified with a detailed description of purpose and scope of work, rough cost estimates at time of construction, preliminary schedule, and potential funding sources. Existing CIP projects are also reviewed with estimated spending by the end of the current fiscal year ("Estimated Actuals"), updated purpose and scope of work, updated cost estimates escalated to estimated time of construction, updated schedule, and updated funding sources. Any existing CIP projects that have been completed or are nearing completion are removed from consideration. Balances, revenues, and expenditures for typical project funding as well as staffing and resources are forecasted, analyzed and reviewed within the CIP timeframe. Projects that cannot be completed within the CIP timeframe are analyzed for future funding needs beyond the CIP timeframe ("Future Budgeted").
The Process continues with the Project Ranking and Prioritization Process, whereby all projects are evaluated and scored based on established weighted criteria to determine those that may be incorporated into the Draft CIP.
Projects that scored high (corresponding to a higher priority) are reviewed by the City's Executive Team. Additional evaluation considers other factors that may warrant projects to be removed from consideration. New projects may be removed or delayed from consideration if there is an upcoming study or effort that has the potential to substantially alter the project priority; if the new project is redundant or conflicts with another higher priority project; or if there isn't sufficient staffing or resources available to execute the project.
The Process continues further with workshops or presentations of the draft list of projects and the Draft CIP to City Council. This provides an opportunity for City Council and the general public to review and provide feedback. The Draft CIP is also reviewed by the City's Planning Commission for conformance with the City's General Plan as required by State law.
The Process is finalized with incorporation of the Final CIP into the Biennial Budget process, and formal adoption by the City Council of the Final CIP with the Biennial Budget prior to the new fiscal cycle. The adopted Biennial Budget and CIP are posted on the City's website and monitored until the Process restarts.
Capital Budgeting Process
2026-2028 Biennial Budget | Newark, CA Page 141
Basis for Capital Estimates
Capital estimates are based on established and sound government accounting standards and practices. Estimates are based on a combination of analyzing recent and similar bid pricing, third-party expert consultant reviews, and engineering judgment. Estimates typically include contingencies consistent with the estimated amount, projected risks, and sound engineering practices. Estimates typically are escalated to represent the anticipated cost at the projected time of bidding.
Capital Improvement Project Ranking and Prioritization
Process
Project prioritization is based on standards established by the Government Finance Officers Association. Projects are prioritized and scored based on evaluating eight weighted criteria below. The maximum possible score is 125 points, and those projects with the higher scores have a higher priority. Project scores from 95 to 125 are "Critical Priority"; 70 to 94 are "High Priority"; 45-69 are "Medium Priority"; and below 45 are "Low Priority."
1. Public Safety / Regulatory Compliance: How well does the project address life safety risks, emergency response capacity, or regulatory requirements? (Score 1 through 5) x (weighted score of 5) = 25 maximum points
2. Infrastructure Condition / Asset Preservation: How well does the project rehabilitate or replace deteriorating infrastructure assets? (Score 1 through 5) x (weighted score of 5) = 25 maximum points
3. Strategic Alliance with Council Goals: How well does the project support adopted strategic priorities or City Council goals? (Score 1 through 5) x (weighted score of 4) = 20 maximum points
4. Service Level Impacts: How well does the project improve service delivery capacity or operational efficiency? (Score 1 through 5) x (weighted score of 3) = 15 maximum points
5. Financial Readiness / Funding Availability: How well does the project have funding sources identified or secured? (Score 1 through 5) x (weighted score of 3) = 15 maximum points
6. Community Benefit / Economic Impact: How well does the project enhance the community's quality of life or economic vitality? (Score 1 through 5) x (weighted score of 2) = 10 maximum points
7. Environmental Sustainability: How well does the project improve climate resilience, energy efficiency, or environmental outcomes? (Score 1 through 5) x (weighted score of 2) = 10 maximum points
8. Project Readiness: How well are the project's environmental review or design completion, or how ready is the project for implementation? (Score 1 through 5) x (weighted score of 1) = 5 maximum points Capital Budgeting Process
2026-2028 Biennial Budget | Newark, CA Page 142
Definitions and Criteria for Capital Projects
A CIP Project is generally defined as necessary work or study associated with the improvement (construction, reconstruction, erection, alteration, renovation, demolition, installation, or significant repair work) involving any publicly owned, leased, or operated facility which holds a major value (exceeding $25,000), has a useful life exceeding one year, and that can reasonably be started or substantially completed within the CIP timeframe given time, funding, and resource constraints. This definition combines the goals and policies of the City, the concept of asset capitalization used in the field of finance, and the definition of public projects used in the field of public works.
There are five types of CIP Projects:
Facility Projects consist of the renovation, replacement, or improvement of the public buildings and facilities that the City owns and operates, such as the George M. Silliman Community Activity Center, the Clark S. Redeker Senior Center, and Fire Stations #27, #28 and #29.
Infrastructure Projects consist of significant work within the City's right-of-way, such as streets, sidewalks, curbs, gutter, streetlights, traffic signals and associated equipment.
New Equipment consists of new vehicles and other significant technology or hardware.
Park Projects consist of the renovation, replacement, or improvement of the public parks that the City owns and maintains.
Studies consist of large-scale planning and engineering efforts that directly or indirectly impact capital assets.
Capital Budgeting Process
2026-2028 Biennial Budget | Newark, CA Page 143
Capital Improvement Plan - Project Types
FY27 - FY31 Capital Costs By Project Type (including Current Year Estimates, Future Budgeted) FACILITIES $127,984,000 45.95%
INFRASTRUCTURE $124,175,629 44.58%
NEW EQUIPMENT $3,868,000 1.39%
PARKS $17,581,000 6.31%
STUDIES $4,931,000 1.77%
279M
Project Types
2026-2028 Biennial Budget | Newark, CA Page 144
Capital Improvement Plan - Expenditures
FY27 - FY31 Expenditures by Fund (including Current Year Estimates, Future Budgeted) Capital (Fund 610) $83,967,000 30.15%
Community Service Impact
(Fund 621)
$2,000,000 0.72%
Development Maintenance Fee
(Fund 625)
$2,781,000 1.00%
Gas Tax (Fund 201) $7,250,000 2.60%
General Fund $15,708,000 5.64%
Measure BB (Fund 284-286) $12,650,000 4.54%
Measure GG $33,292,000 11.95%
Other Funding Sources $86,558,629 31.08%
Park Impact (Fund 624) $16,416,000 5.89%
Public Safety Impact (Fund 620) $3,000,000 1.08%
Public, Education, and
Government (PEG) Cable
Franchise Fees
$700,000 0.25%
RMRA (Fund 202) $13,617,000 4.89%
Vehicle Registration Fee (Fund
287)
$600,000 0.22%
279M
Expenditures
2026-2028 Biennial Budget | Newark, CA Page 145
Capital Projects
Capital Projects
Project No. / Project Name Years Departments Type Total CIP001359 ACTIVE TRANSPORTATION PLAN2027 PUBLIC WORKS STUDIES $145,000 CIP001397 ADA TRANSITION PLAN UPDATE2027 - 2028PUBLIC WORKS STUDIES $300,000 CIPA10001 ANNUAL CITYWIDE ACCESSIBLE
PEDESTRIAN RAMPS
2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $375,000
CIPA10007 ANNUAL CURB, GUTTER, AND
SIDEWALK
2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $2,000,000
CIPA10005/CIP
A10006
ANNUAL STREET RESURFACING 2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $20,000,000 CIPA10008 ANNUAL STREET STRIPING 2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $125,000 CIPA10002 ANNUAL STREET TREE
MAINTENANCE
2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $1,500,000
CIPA10003 ANNUAL TRAFFIC CALMING
MEASURES
2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $500,000
-- ARTICULATED AERIAL LIFT
TRUCK (35')
2031 PUBLIC WORKS NEW EQUIPMENT $188,000
-- BAYSIDE TRANSIT-ORIENTED
DEVELOPMENT PEDESTRIAN
BRIDGE DESIGN
2031 PUBLIC WORKS INFRASTRUCTURE $2,800,000
CIP001409 BIRCH GROVE PARK
PLAYGROUND
2027 PUBLIC WORKS PARKS $2,100,000
-- BRIDGEPOINT PARK
PLAYGROUND REPLACEMENT
2029 - 2030PUBLIC WORKS PARKS $1,400,000
-- BROADBAND INITIATIVES 2027 - 2029INFORMATION TECHNOLOGY INFRASTRUCTURE $3,500,000
CEDAR BOULEVARD COMPLETE
STREETS
2027 - 2029PUBLIC WORKS INFRASTRUCTURE $850,000
-- CENTRAL / SYCAMORE TRAFFIC
SIGNAL
2027 - 2028PUBLIC WORKS INFRASTRUCTURE $750,000
CIP001369 CHERRY STREET MEDIAN
MODIFICATIONS
2027 - 2028PUBLIC WORKS INFRASTRUCTURE $350,000
-- CIVIC CENTER NEW MULTI-USE
SPORTS FIELD
2030 - 2031 PUBLIC WORKS PARKS $150,000
-- CIVIC CENTER PLAYGROUND
REPLACEMENT
2029 - 2030PUBLIC WORKS PARKS $1,500,000
CIP001379 COMMUNITY DEVELOPMENT
POOL VEHICLE
2027 COMMUNITY DEVELOPMENT NEW EQUIPMENT $0
-- COMMUNITY PARK NEW
PATHWAY LIGHTING
2031 PUBLIC WORKS PARKS $250,000
-- COMMUNITY PARK RESTROOM
REPLACEMENT
2031 PUBLIC WORKS PARKS $450,000
-- CULTURAL ARTS CENTER 2027 - 2031 PUBLIC WORKS FACILITIES $40,900,000 -- FIRE STATION #28 SECURITY
AND SAFETY IMPROVEMENTS
2029 - 2030PUBLIC WORKS FACILITIES $1,500,000
CIP001398 FOUR CORNERS AREA PLAN 2027 COMMUNITY DEVELOPMENT STUDIES $320,000 CIP001334 FUEL MANAGEMENT SYSTEM
REPLACEMENT
2027 PUBLIC WORKS FACILITIES $45,000
-- GENERAL PLAN OPEN SPACE
ELEMENT UPDATE
2027 COMMUNITY DEVELOPMENT STUDIES $150,000
-- GENERAL PLAN UPDATE 2028 - 2031 COMMUNITY DEVELOPMENT STUDIES $1,700,000 CIP001399 HOUSING PROGRAMS -
IMPLEMENTATION OF
ADOPTED HOUSING ELEMENT
2027 - 2031 COMMUNITY DEVELOPMENT STUDIES $450,000
CIP001380 INFORMATION TECHNOLOGY
VEHICLE
2027 INFORMATION TECHNOLOGY NEW EQUIPMENT $98,000
Capital Projects
2026-2028 Biennial Budget | Newark, CA Page 146
Project No. / Project Name Years Departments Type Total -- IT CITYWIDE VIDEO AND
ACCESS CONTROL
MODERNIZATION
2027 - 2028INFORMATION TECHNOLOGY FACILITIES $250,000
-- IT EMERGENCY OPERATION
CENTER GENERATORS
2031 INFORMATION TECHNOLOGY NEW EQUIPMENT $250,000
-- IT ENTERPRISE DATA DISASTER
RECOVERY EXPANSION
2028 INFORMATION TECHNOLOGY FACILITIES $100,000
-- IT FIBER/CABLE NETWORK
IMPROVEMENTS - REMOTE
SITES
2027 INFORMATION TECHNOLOGY FACILITIES $86,000
-- IT SERVER ROOM
ENVIRONMENTAL MONITORING
2027 - 2028INFORMATION TECHNOLOGY FACILITIES $50,000
-- IT/POLICE SPEAKERS AND
SERVER ROOM POWER
2027 INFORMATION TECHNOLOGY FACILITIES $62,000
CIP001407 JERRY RABER ASH STREET
PARK PLAYGROUND
2027 PUBLIC WORKS PARKS $800,000
-- LAKESHORE PARK NEW
INTERIM RESTROOM
2027 - 2028PUBLIC WORKS PARKS $80,000
-- LAKESHORE PARK NEW
PATHWAY LIGHTING
2029 PUBLIC WORKS PARKS $200,000
-- MAYHEWS PLAYGROUND
REPLACEMENT
2029 - 2030PUBLIC WORKS PARKS $1,500,000
CIP001408 MIRABEAU PARK PLAYGROUND 2027 PUBLIC WORKS PARKS $520,000 -- NEW PARK SIGNAGE 2027 PUBLIC WORKS PARKS $1,600,000
CIP001411 NEWARK COMMUNITY PARK
ALL ABILITIES PLAY AREA
2027 PUBLIC WORKS PARKS $2,616,000
CIP001317 NEWARK COMMUNITY PARK
WELL AND PUMP
REPLACEMENT
2027 PUBLIC WORKS PARKS $115,000
CIP001400 NEWPARK PLACE SPECIFIC
PLAN ENHANCEMENT
2027 COMMUNITY DEVELOPMENT STUDIES $300,000
CIP001258 OLD TOWN PDA STREETSCAPE
IMPROVEMENTS
(CONSTRUCTION)
2027 - 2029PUBLIC WORKS INFRASTRUCTURE $16,576,500
CIP001370 PEDESTRIAN HYBRID BEACON
INSTALLATION
2028 PUBLIC WORKS INFRASTRUCTURE $800,000
-- POLICE 4X4 TRUCKS (2) 2031 POLICE NEW EQUIPMENT $250,000 -- POLICE ARMORY FIREARM
SECURITY RACKS
2027 POLICE FACILITIES $26,000
CIP001266 POLICE BARN CAR PATROL
VEHICLE
2028 POLICE NEW EQUIPMENT $93,000
-- POLICE DRONE AS FIRST
RESPONDER PROGRAM
2027 POLICE NEW EQUIPMENT $400,000
-- POLICE EVENT WALKTHROUGH METAL DETECTOR (2)2027 POLICE NEW EQUIPMENT $65,000 -- POLICE IN-CAR AUTOMATED
LICENSE PLATE READERS
2028 POLICE NEW EQUIPMENT $183,000
-- POLICE INTEGRATED
COMMUNICATIONS SYSTEM
2027 POLICE NEW EQUIPMENT $45,000
-- POLICE INTERVIEW ROOM
CAMERA SYSTEM
2028 - 2029POLICE FACILITIES $125,000
-- POLICE MODULAR MOVABLE
WALL TRAINING SYSTEM
2027 POLICE NEW EQUIPMENT $80,000
CIP001267 POLICE PATROL VEHICLE 2030 POLICE NEW EQUIPMENT $102,000 CIP001381 POLICE PATROL VEHICLES (2) 2027 POLICE NEW EQUIPMENT $0 -- POLICE PORTABLE BARRIER
SYSTEM
2027 POLICE NEW EQUIPMENT $80,000
-- POLICE REAL TIME
INFORMATION CENTER
2027 POLICE FACILITIES $400,000
Capital Projects
2026-2028 Biennial Budget | Newark, CA Page 147
Project No. / Project Name Years Departments Type Total -- POLICE SECONDARY
EMERGENCY OPERATIONS
CENTER
2031 POLICE FACILITIES $250,000
-- PUBLIC WORKS DUMP TRUCK 2029 PUBLIC WORKS NEW EQUIPMENT $133,000 CIP001269 PUBLIC WORKS MAINTENANCE
VEHICLE
2027 PUBLIC WORKS NEW EQUIPMENT $0
CIP001288 PUBLIC WORKS MAINTENANCE
VEHICLE #2
2027 PUBLIC WORKS NEW EQUIPMENT $0
-- PUBLIC WORKS MINI
EXCAVATOR (TOOL CAT)
2031 PUBLIC WORKS NEW EQUIPMENT $128,000
-- PUBLIC WORKS MOWER 2028 PUBLIC WORKS NEW EQUIPMENT $143,000 CIP001287 PUBLIC WORKS PESTICIDE
TRUCK CHASSIS
2027 PUBLIC WORKS NEW EQUIPMENT $0
CIP001383 PUBLIC WORKS STREET
SWEEPER
2027 PUBLIC WORKS NEW EQUIPMENT $500,000
-- PUBLIC WORKS SUPERVISOR
VEHICLES (2)
2028 PUBLIC WORKS NEW EQUIPMENT $160,000
CIP001390 PUBLIC WORKS WATER
TENDER TRUCK
2028 PUBLIC WORKS NEW EQUIPMENT $250,000
QUIET ZONES
IMPLEMENTATION -
CONSTRUCTION
2030 - 2031 PUBLIC WORKS INFRASTRUCTURE $14,200,000
CIP001357 QUIET ZONES
IMPLEMENTATION - DESIGN
2027 - 2030PUBLIC WORKS INFRASTRUCTURE $715,000
CIP001410 RECONSTRUCT FIRE STATIONS
#27 AND #29 (PLANNING)
2027 - 2031 PUBLIC WORKS FACILITIES $4,400,000
-- RECONSTRUCT FIRE STATIONS
#27 AND#29 (CONSTRUCTION)
2027 - 2031 PUBLIC WORKS FACILITIES $46,500,000
CIP001322 RECREATION AND COMMUNITY
SERVICES MOBILE RECREATION
VAN
2029 RECREATION & COMMUNITY SVCS NEW EQUIPMENT $85,000
-- RECREATION AND COMMUNITY
SERVICES VEHICLE
2027 RECREATION & COMMUNITY SVCS NEW EQUIPMENT $50,000
CIP001401 RENTAL HOUSING INSPECTION
PROGRAM
2027 COMMUNITY DEVELOPMENT STUDIES $150,000
CIP001356 REVISION TO CITY TRUCK
ROUTES
2027 PUBLIC WORKS STUDIES $73,000
-- SERVICE CENTER
ADMINISTRATIVE BUILDING
2028 - 2031 PUBLIC WORKS FACILITIES $4,500,000
CIP001335 SERVICE CENTER FUEL CANOPY2027 PUBLIC WORKS FACILITIES $70,000 CIP001310 SERVICE CENTER FUEL ISLAND
REPLACEMENT
2027 PUBLIC WORKS FACILITIES $200,000
CIP001330 SERVICE CENTER FUEL PUMP
ISLAND DRAINAGE
2027 PUBLIC WORKS FACILITIES $40,000
-- SERVICE CENTER LOCKER
ROOM IMPROVEMENTS
2030 - 2031 PUBLIC WORKS FACILITIES $1,600,000
CIP001311 SERVICE CENTER PERIMETER
WALL
2029 PUBLIC WORKS FACILITIES $120,000
CIP001375 SILLIMAN ACTIVITY CENTER
ROOF REPLACEMENT
2027 PUBLIC WORKS FACILITIES $900,000
CIP001291 SILLIMAN AQUATIC CENTER
ROOF REPLACEMENT
2027 PUBLIC WORKS FACILITIES $900,000
-- SILLIMAN AQUATIC CHEMICAL
SYSTEM CONVERSION
2029 - 2031 PUBLIC WORKS FACILITIES $300,000
CIP001289 SILLIMAN CENTER AIR
HANDLER #2 REPLACEMENT
2027 PUBLIC WORKS FACILITIES $250,000
CIP001372 SILLIMAN CENTER DOOR
CLOSER REPLACEMENT
2028 PUBLIC WORKS FACILITIES $100,000
Capital Projects
2026-2028 Biennial Budget | Newark, CA Page 148
Project No. / Project Name Years Departments Type Total CIP001373 SILLIMAN CENTER GYM FLOOR
REFINISHING
2027 PUBLIC WORKS FACILITIES $130,000
CIP001374 SILLIMAN CENTER LOCKER
ROOM FLOORING
REPLACEMENT
2027 PUBLIC WORKS FACILITIES $150,000
CIP001376 SILLIMAN CENTER SHOWER
TILE REPLACEMENT
2028 PUBLIC WORKS FACILITIES $100,000
CIP001378 SOFTBALL FIELDS RETROFIT
SCOREBOARDS AND
BLEACHERS
2027 PUBLIC WORKS PARKS $100,000
-- SPORTSFIELD PARK AMENITIES
AND PATHWAY
2028 - 2030PUBLIC WORKS PARKS $800,000
-- SPORTSFIELD PARK NEW
RESTROOM/CONCESSION
2027 - 2029PUBLIC WORKS PARKS $900,000
-- SPORTSFIELD PARK SPORTS
FACILITIES (NEW LIGHTING AND
FIELDS FOR BASEBALL,
SOCCER AND MULTI-SPORTS)
2028 - 2031 PUBLIC WORKS PARKS $1,900,000
CIP001284 THORNTON AVENUE
COMPLETE STREETS, HICKORY
TO GATEWAY
2027 - 2031 PUBLIC WORKS INFRASTRUCTURE $11,964,129
CIP001366 THORNTON AVENUE
PAVEMENT OVERLAY PHASE 1
(INTERSTATE 880 TO OLIVE
STREET)
2027 - 2028PUBLIC WORKS INFRASTRUCTURE $3,770,000
THORNTON AVENUE
PAVEMENT OVERLAY PHASE 2
(ASH TO SPRUCE STREET)
2027 - 2028PUBLIC WORKS INFRASTRUCTURE $2,000,000
CIP001402 TITLE 17 (ZONING) HOUSINGRELATED ASSESSMENT2027 COMMUNITY DEVELOPMENT STUDIES $180,000 -- TRAFFIC SIGNAL
INTERCONNECT
(CONSTRUCTION)
2028 - 2029PUBLIC WORKS INFRASTRUCTURE $10,000,000
CIP001403 URBAN FOREST MASTER PLAN 2027 COMMUNITY DEVELOPMENT STUDIES $200,000 -- VACANT CITY BUILDINGS
ASSESSMENT
2027 CITY MANAGER STUDIES $75,000
Capital Projects
2026-2028 Biennial Budget | Newark, CA Page 149
FACILITIES
Summary of Requests
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
-- CULTURAL ARTS CENTER $50,000 $200,000 $200,000 $500,000 $20,000,000 $20,000,000 $22,050,000 $63,000,000 -- FIRE STATION #28 SECURITY
AND SAFETY IMPROVEMENTS
$0 $0 $0 $750,000 $750,000 $0 $0 $1,500,000
CIP001334 FUEL MANAGEMENT SYSTEM
REPLACEMENT
$30,000 $45,000 $0 $0 $0 $0 $0 $75,000
-- IT CITYWIDE VIDEO AND
ACCESS CONTROL
MODERNIZATION
$0 $125,000 $125,000 $0 $0 $0 $0 $250,000
-- IT ENTERPRISE DATA DISASTER
RECOVERY EXPANSION
$0 $0 $100,000 $0 $0 $0 $0 $100,000
-- IT FIBER/CABLE NETWORK
IMPROVEMENTS - REMOTE
SITES
$0 $86,000 $0 $0 $0 $0 $0 $86,000
-- IT SERVER ROOM
ENVIRONMENTAL MONITORING
$0 $25,000 $25,000 $0 $0 $0 $0 $50,000
-- IT/POLICE SPEAKERS AND
SERVER ROOM POWER
$0 $62,000 $0 $0 $0 $0 $0 $62,000
-- POLICE ARMORY FIREARM
SECURITY RACKS
$0 $26,000 $0 $0 $0 $0 $0 $26,000
-- POLICE INTERVIEW ROOM
CAMERA SYSTEM
$0 $0 $50,000 $75,000 $0 $0 $0 $125,000
-- POLICE REAL TIME
INFORMATION CENTER
$0 $400,000 $0 $0 $0 $0 $0 $400,000
-- POLICE SECONDARY
EMERGENCY OPERATIONS
CENTER
$0 $0 $0 $0 $0 $250,000 $0 $250,000
CIP001410 RECONSTRUCT FIRE STATIONS
#27 AND #29 (PLANNING)
$100,000 $800,000 $800,000 $800,000 $800,000 $1,200,000 $0 $4,500,000 -- RECONSTRUCT FIRE STATIONS
#27 AND#29 (CONSTRUCTION)
$0 $500,000 $500,000 $15,000,000 $15,000,000 $15,500,000 $0 $46,500,000 CIP001394 SECOND CHANCE SHELTER
REPAIRS
$100,000 $0 $0 $0 $0 $0 $0 $100,000
-- SERVICE CENTER
ADMINISTRATIVE BUILDING
$0 $0 $200,000 $2,000,000 $1,500,000 $800,000 $0 $4,500,000 CIP001335 SERVICE CENTER FUEL CANOPY $70,000 $70,000 $0 $0 $0 $0 $0 $140,000 CIP001310 SERVICE CENTER FUEL ISLAND
REPLACEMENT
$800,000 $200,000 $0 $0 $0 $0 $0 $1,000,000
CIP001330 SERVICE CENTER FUEL PUMP
ISLAND DRAINAGE
$40,000 $40,000 $0 $0 $0 $0 $0 $80,000
-- SERVICE CENTER LOCKER
ROOM IMPROVEMENTS
$0 $0 $0 $0 $800,000 $800,000 $0 $1,600,000
CIP001311 SERVICE CENTER PERIMETER
WALL
$0 $0 $0 $120,000 $0 $0 $0 $120,000
CIP001391 SERVICE CENTER VACUUM
TRUCK SHELTER
$100,000 $0 $0 $0 $0 $0 $0 $100,000
CIP001375 SILLIMAN ACTIVITY CENTER
ROOF REPLACEMENT
$0 $900,000 $0 $0 $0 $0 $0 $900,000
CIP001395/CIP
001325
SILLIMAN AQUATIC CENTER
POOL SANITATION SYSTEM
RETROFIT
$260,000 $0 $0 $0 $0 $0 $0 $260,000
CIP001291 SILLIMAN AQUATIC CENTER
ROOF REPLACEMENT
$0 $900,000 $0 $0 $0 $0 $0 $900,000
CIP001271 SILLIMAN AQUATIC CENTER
WATER TANKS/HEATER
REPLACEMENT
$100,000 $0 $0 $0 $0 $0 $0 $100,000
-- SILLIMAN AQUATIC CHEMICAL
SYSTEM CONVERSION
$0 $0 $0 $100,000 $100,000 $100,000 $0 $300,000
CIP001289 SILLIMAN CENTER AIR
HANDLER #2 REPLACEMENT
$100,000 $250,000 $0 $0 $0 $0 $0 $350,000
CIP001372 SILLIMAN CENTER DOOR
CLOSER REPLACEMENT
$0 $0 $100,000 $0 $0 $0 $0 $100,000
FACILITIES
2026-2028 Biennial Budget | Newark, CA Page 150
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
CIP001373 SILLIMAN CENTER GYM FLOOR
REFINISHING
$0 $130,000 $0 $0 $0 $0 $0 $130,000
CIP001374 SILLIMAN CENTER LOCKER
ROOM FLOORING
REPLACEMENT
$0 $150,000 $0 $0 $0 $0 $0 $150,000
CIP001376 SILLIMAN CENTER SHOWER
TILE REPLACEMENT
$0 $0 $100,000 $0 $0 $0 $0 $100,000
CIP001393 VIRTUAL REALITY POLICE
TACTICS TRAINING SYSTEM
$130,000 $0 $0 $0 $0 $0 $0 $130,000
Total Summary of Requests $1,880,000 $4,909,000 $2,200,000 $19,345,000 $38,950,000 $38,650,000 $22,050,000 $127,984,000
FACILITIES
2026-2028 Biennial Budget | Newark, CA Page 151
INFRASTRUCTURE
Summary of Requests
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
CIPA10001 ANNUAL CITYWIDE ACCESSIBLE
PEDESTRIAN RAMPS
$75,000 $75,000 $75,000 $75,000 $75,000 $75,000 $0 $450,000 CIPA10007 ANNUAL CURB, GUTTER, AND
SIDEWALK
$400,000 $400,000 $400,000 $400,000 $400,000 $400,000 $0 $2,400,000 CIPA10005/CIP
A10006
ANNUAL STREET RESURFACING $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $4,000,000 $0 $24,000,000 CIPA10008 ANNUAL STREET STRIPING $25,000 $25,000 $25,000 $25,000 $25,000 $25,000 $0 $150,000 CIPA10002 ANNUAL STREET TREE
MAINTENANCE
$300,000 $300,000 $300,000 $300,000 $300,000 $300,000 $0 $1,800,000 CIPA10003 ANNUAL TRAFFIC CALMING
MEASURES
$100,000 $100,000 $100,000 $100,000 $100,000 $100,000 $0 $600,000 -- BAYSIDE TRANSIT-ORIENTED
DEVELOPMENT PEDESTRIAN
BRIDGE DESIGN
$0 $0 $0 $0 $0 $2,800,000 $0 $2,800,000
-- BROADBAND INITIATIVES $0 $1,500,000 $1,000,000 $1,000,000 $0 $0 $0 $3,500,000
CEDAR BOULEVARD COMPLETE
STREETS
$0 $100,000 $100,000 $650,000 $0 $0 $25,150,000 $26,000,000 -- CENTRAL / SYCAMORE TRAFFIC
SIGNAL
$0 $150,000 $600,000 $0 $0 $0 $0 $750,000
CIP001369 CHERRY STREET MEDIAN
MODIFICATIONS
$50,000 $300,000 $50,000 $0 $0 $0 $0 $400,000
CIP001258 OLD TOWN PDA STREETSCAPE
IMPROVEMENTS
(CONSTRUCTION)
$500,000 $5,000,000 $10,000,000 $1,576,500 $0 $0 $0 $17,076,500 CIP001370 PEDESTRIAN HYBRID BEACON
INSTALLATION
$0 $0 $800,000 $0 $0 $0 $0 $800,000
QUIET ZONES
IMPLEMENTATION -
CONSTRUCTION
$0 $0 $0 $0 $7,000,000 $7,200,000 $0 $14,200,000
CIP001357 QUIET ZONES
IMPLEMENTATION - DESIGN
$200,000 $200,000 $200,000 $200,000 $115,000 $0 $0 $915,000 CIP001284 THORNTON AVENUE
COMPLETE STREETS, HICKORY
TO GATEWAY
$0 $100,000 $100,000 $500,000 $5,000,000 $6,264,129 $0 $11,964,129 CIP001366 THORNTON AVENUE
PAVEMENT OVERLAY PHASE 1
(INTERSTATE 880 TO OLIVE
STREET)
$300,000 $3,000,000 $770,000 $0 $0 $0 $0 $4,070,000
THORNTON AVENUE
PAVEMENT OVERLAY PHASE 2
(ASH TO SPRUCE STREET)
$300,000 $1,000,000 $1,000,000 $0 $0 $0 $0 $2,300,000
-- TRAFFIC SIGNAL
INTERCONNECT
(CONSTRUCTION)
$0 $0 $5,000,000 $5,000,000 $0 $0 $0 $10,000,000
Total Summary of Requests $6,250,000 $16,250,000 $24,520,000 $13,826,500 $17,015,000 $21,164,129 $25,150,000 $124,175,629
INFRASTRUCTURE
2026-2028 Biennial Budget | Newark, CA Page 152
NEW EQUIPMENT
Summary of Requests
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
-- ARTICULATED AERIAL LIFT
TRUCK (35')
$0 $0 $0 $0 $0 $188,000 $0 $188,000
CIP001379 COMMUNITY DEVELOPMENT
POOL VEHICLE
$50,000 $0 $0 $0 $0 $0 $0 $50,000
CIP001380 INFORMATION TECHNOLOGY
VEHICLE
$0 $98,000 $0 $0 $0 $0 $0 $98,000
-- IT EMERGENCY OPERATION
CENTER GENERATORS
$0 $0 $0 $0 $0 $250,000 $0 $250,000
-- POLICE 4X4 TRUCKS (2) $0 $0 $0 $0 $0 $250,000 $0 $250,000 CIP001266 POLICE BARN CAR PATROL
VEHICLE
$0 $0 $93,000 $0 $0 $0 $0 $93,000
-- POLICE DRONE AS FIRST
RESPONDER PROGRAM
$0 $400,000 $0 $0 $0 $0 $0 $400,000
-- POLICE EVENT WALKTHROUGH METAL DETECTOR (2)$0 $65,000 $0 $0 $0 $0 $0 $65,000 -- POLICE IN-CAR AUTOMATED
LICENSE PLATE READERS
$0 $0 $183,000 $0 $0 $0 $0 $183,000
-- POLICE INTEGRATED
COMMUNICATIONS SYSTEM
$0 $45,000 $0 $0 $0 $0 $0 $45,000
-- POLICE MODULAR MOVABLE
WALL TRAINING SYSTEM
$0 $80,000 $0 $0 $0 $0 $0 $80,000
CIP001267 POLICE PATROL VEHICLE $0 $0 $0 $0 $102,000 $0 $0 $102,000 CIP001381 POLICE PATROL VEHICLES (2) $200,000 $0 $0 $0 $0 $0 $0 $200,000 -- POLICE PORTABLE BARRIER
SYSTEM
$0 $80,000 $0 $0 $0 $0 $0 $80,000
CIP001382 POLICE UNMARKED VEHICLES
(2)
$135,000 $0 $0 $0 $0 $0 $0 $135,000
-- PUBLIC WORKS DUMP TRUCK $0 $0 $0 $133,000 $0 $0 $0 $133,000 CIP001269 PUBLIC WORKS MAINTENANCE
VEHICLE
$60,000 $0 $0 $0 $0 $0 $0 $60,000
CIP001288 PUBLIC WORKS MAINTENANCE
VEHICLE #2
$60,000 $0 $0 $0 $0 $0 $0 $60,000
-- PUBLIC WORKS MINI
EXCAVATOR (TOOL CAT)
$0 $0 $0 $0 $0 $128,000 $0 $128,000
-- PUBLIC WORKS MOWER $0 $0 $143,000 $0 $0 $0 $0 $143,000 CIP001287 PUBLIC WORKS PESTICIDE
TRUCK CHASSIS
$80,000 $0 $0 $0 $0 $0 $0 $80,000
CIP001383 PUBLIC WORKS STREET
SWEEPER
$0 $500,000 $0 $0 $0 $0 $0 $500,000
-- PUBLIC WORKS SUPERVISOR
VEHICLES (2)
$0 $0 $160,000 $0 $0 $0 $0 $160,000
CIP001390 PUBLIC WORKS WATER
TENDER TRUCK
$0 $0 $250,000 $0 $0 $0 $0 $250,000
CIP001322 RECREATION AND COMMUNITY
SERVICES MOBILE RECREATION
VAN
$0 $0 $0 $85,000 $0 $0 $0 $85,000
-- RECREATION AND COMMUNITY
SERVICES VEHICLE
$0 $50,000 $0 $0 $0 $0 $0 $50,000
Total Summary of Requests $585,000 $1,318,000 $829,000 $218,000 $102,000 $816,000 $0 $3,868,000
NEW EQUIPMENT
2026-2028 Biennial Budget | Newark, CA Page 153
PARKS
Summary of Requests
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
CIP001409 BIRCH GROVE PARK
PLAYGROUND
$200,000 $2,100,000 $0 $0 $0 $0 $0 $2,300,000
-- BRIDGEPOINT PARK
PLAYGROUND REPLACEMENT
$0 $0 $0 $300,000 $1,100,000 $0 $0 $1,400,000
-- CIVIC CENTER NEW MULTI-USE
SPORTS FIELD
$0 $0 $0 $0 $50,000 $100,000 $0 $150,000
-- CIVIC CENTER PLAYGROUND
REPLACEMENT
$0 $0 $0 $300,000 $1,200,000 $0 $0 $1,500,000
-- COMMUNITY PARK NEW
PATHWAY LIGHTING
$0 $0 $0 $0 $0 $250,000 $0 $250,000
-- COMMUNITY PARK RESTROOM
REPLACEMENT
$0 $0 $0 $0 $0 $450,000 $0 $450,000
CIP001407 JERRY RABER ASH STREET
PARK PLAYGROUND
$200,000 $800,000 $0 $0 $0 $0 $0 $1,000,000
-- LAKESHORE PARK NEW
INTERIM RESTROOM
$0 $40,000 $40,000 $0 $0 $0 $0 $80,000
-- LAKESHORE PARK NEW
PATHWAY LIGHTING
$0 $0 $0 $200,000 $0 $0 $0 $200,000
-- MAYHEWS PLAYGROUND
REPLACEMENT
$0 $0 $0 $300,000 $1,200,000 $0 $0 $1,500,000
CIP001408 MIRABEAU PARK PLAYGROUND $100,000 $520,000 $0 $0 $0 $0 $0 $620,000 -- NEW PARK SIGNAGE $0 $1,600,000 $0 $0 $0 $0 $0 $1,600,000 CIP001411 NEWARK COMMUNITY PARK
ALL ABILITIES PLAY AREA
$0 $2,616,000 $0 $0 $0 $0 $0 $2,616,000
CIP001317 NEWARK COMMUNITY PARK
WELL AND PUMP
REPLACEMENT
$50,000 $115,000 $0 $0 $0 $0 $0 $165,000
CIP001378 SOFTBALL FIELDS RETROFIT
SCOREBOARDS AND
BLEACHERS
$50,000 $100,000 $0 $0 $0 $0 $0 $150,000
-- SPORTSFIELD PARK AMENITIES
AND PATHWAY
$0 $0 $100,000 $300,000 $400,000 $0 $0 $800,000
-- SPORTSFIELD PARK NEW
RESTROOM/CONCESSION
$0 $100,000 $400,000 $400,000 $0 $0 $0 $900,000
-- SPORTSFIELD PARK SPORTS
FACILITIES (NEW LIGHTING AND
FIELDS FOR BASEBALL,
SOCCER AND MULTI-SPORTS)
$0 $0 $100,000 $600,000 $600,000 $600,000 $0 $1,900,000 Total Summary of Requests $600,000 $7,991,000 $640,000 $2,400,000 $4,550,000 $1,400,000 $0 $17,581,000 PARKS
2026-2028 Biennial Budget | Newark, CA Page 154
STUDIES
Summary of Requests
Project No. / Category
Estimated
Actuals
FY2027 FY2028 FY2029 FY2030 FY2031
Future
Budgeted
Total
CIP001359 ACTIVE TRANSPORTATION PLAN $50,000 $145,000 $0 $0 $0 $0 $0 $195,000 CIP001397 ADA TRANSITION PLAN UPDATE $50,000 $200,000 $100,000 $0 $0 $0 $0 $350,000 CIP001398 FOUR CORNERS AREA PLAN $30,000 $320,000 $0 $0 $0 $0 $0 $350,000 -- GENERAL PLAN OPEN SPACE
ELEMENT UPDATE
$0 $150,000 $0 $0 $0 $0 $0 $150,000
-- GENERAL PLAN UPDATE $0 $0 $300,000 $700,000 $500,000 $200,000 $0 $1,700,000 CIP001399 HOUSING PROGRAMS -
IMPLEMENTATION OF
ADOPTED HOUSING ELEMENT
$0 $90,000 $90,000 $90,000 $90,000 $90,000 $0 $450,000
CIP001400 NEWPARK PLACE SPECIFIC
PLAN ENHANCEMENT
$0 $300,000 $0 $0 $0 $0 $0 $300,000
CIP001401 RENTAL HOUSING INSPECTION
PROGRAM
$0 $150,000 $0 $0 $0 $0 $0 $150,000
CIP001356 REVISION TO CITY TRUCK
ROUTES
$0 $73,000 $0 $0 $0 $0 $0 $73,000
CIP001368 SEA LEVEL RISE VULNERABILITY
ASSESSMENT
$438,000 $0 $0 $0 $0 $0 $0 $438,000
CIP001402 TITLE 17 (ZONING) HOUSINGRELATED ASSESSMENT$220,000 $180,000 $0 $0 $0 $0 $0 $400,000 CIP001403 URBAN FOREST MASTER PLAN $100,000 $200,000 $0 $0 $0 $0 $0 $300,000 -- VACANT CITY BUILDINGS
ASSESSMENT
$0 $75,000 $0 $0 $0 $0 $0 $75,000
Total Summary of Requests $888,000 $1,883,000 $490,000 $790,000 $590,000 $290,000 $0 $4,931,000
STUDIES
2026-2028 Biennial Budget | Newark, CA Page 155
DEBT SERVICES OVERVIEW
Debt Services Overview
2026-2028 Biennial Budget | Newark, CA Page 156
Government-Wide Debt
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% of the assessed value of all real and personal property of the city.
The Code section was enacted prior to the change in basing the assessed value to full market value when it was previously 25% of market value. Thus, the limit shown as 3.75% is one-fourth the limit to account for the adjustment of showing assessed valuation at full cash value. 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, 2025, the City's assessed value was $15,496,518,922, therefore the debt limit for bonded indebtedness payable from tax proceeds was $145,279,865. 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.
On August 21, 2023, the City entered into an Energy Conservation Assistance Act Loan Agreement with the California Energy Commission to borrow up to $1,598,265 to upgrade the City’s streetlights to Light Emitting Diode (LED) luminaires which will improve the light quality, reduce maintenance costs and reduce energy use.
Semi-annual payments are due on December 22 and June 22 of each year until June 22, 2033. The loan payments are paid from energy cost savings as a result of reduced power usage, and over the last two years averaged over $240,000 in annual savings due to lower utility bills. The annual energy cost savings more than offsets the current annual debt service (principal and interest) of $105,243.
Proprietary Funds
The outstanding balances from these direct borrowings contain 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 FY 2029.
Ownership of the fire pumper reverts to the City at the end of the agreement period.
On November 24, 2024, the City entered into a non-cancelable agreement in the amount of $1,500,000 with PNC Equipment Finance, LLC to acquire a fire engine. Annual payments are due on November 22 until FY 2030.
Ownership of the fire pumper reverts to the City at the end of the agreement period.
Government-Wide Debt
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Debt Schedules
Government-Wide Debt
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Government-Wide Debt
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Government-Wide Debt
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Government-Wide Debt
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APPENDIX
Appendix
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Acronyms
AB: Assembly Bill
ACFD: Alameda County Fire Department
ACFR: Annual Comprehensive Financial Report
ACTC: Alameda County Transportation Commission
ACTIA: Alameda County Transportation Authority
ADA: Americans with Disabilities Act
ADP: Additional Discretionary Payment
AED: Automated External Defibrillator
AI: Artifical Intelligence
AID: Area Improvement District
ALM: Asset Liability Management
BSCC: Board of State and Community Corrections
CAlPERS: California Public Employees' Retirement System CAMP: California Asset Management Program
CD: Certificate of Deposit
CDBG: Community Development Block Grant
CERT: Community Emergency Response Team
CIP: Capital Improvement Plan
COP: Certificates of Participation
CPI: Consumer Price Index
CSMFO: California Society of Municipal Finance Officers EMS: Emergency Medical Services
EOC: Emergency Operations Center
EOP: Emergency Operations Plan
ERP: Enterprise Resource Planning
FEMA: Federal Emergency Management Agency
FTE: Full-Time Equivalent
Acronyms
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GAAP: Generally Accepted Accounting Principles
GASB: Generally Accounting Standards Board
GFOA: Government Finance Officers Association
HCD: Housing and Community Development
HUTA: Highway Users Tax Account
ICS: Incident Command System
IIJA: Infrastructure Investment and Jobs Act
ISF: Internal Service Funds
IT: Information Technology
LAIF: Local Agency Investment Fund
LLD: Landscape and Lighting District
NIMS: National Incident Management System
NOFA: Notice of Funding Availability
OPEB: Other Post-Employment Benefits
PEG: Public, Educational, and Governmental
PEP: Personal Emergency Preparedness
PEPRA: California Public Employees' Pension Reform Act
POST: Peace Officer Standards and Training
RDA: Redevelopment Agency
RMRA: Road Maintenance and Rehabilitation Account
SB: Senate Bill
SBITA: Subscription Based Information Technology Arrangement SEMS: Standardized Emergency Management System
TOT: Transient Occupancy Tax
TUT: Transaction and Use Tax
UAL: Unfunded Accrued Liability
UUT: Utility Users Tax
VLF: Vehicle License Fee
Acronyms
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VRF: Vehicle Registration Fee
WTI: West Texas Intermediate
Acronyms
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Glossary
Abatement: A reduction or elimination of a real or personal property tax, motor vehicle excise, a fee, charge, or special assessment imposed by a governmental unit. Granted only on application of the person seeking the abatement and only by the committing governmental unit.
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). (See Interest)
ACFR: Annual Comprehensive Financial Report - A detailed report of an organization's financial activities and performance over the fiscal year.
Adopted Budget: The budget that is adopted by the City Council. Typically adopted by a Resolution.
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.
Amortization: The gradual repayment of an obligation over time and in accordance with a predetermined payment schedule.
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.
Arbitrage: As applied to municipal debt, the investment of tax-exempt bonds or note proceeds in higher yielding, taxable securities. Section 103 of the Internal Revenue Service (IRS) Code restricts this practice and requires (beyond certain limits) that earnings be rebated (paid) to the IRS.
Assessed Valuation: A value assigned to real estate or other property by a government as the basis for levying taxes.
Assets: Items owned by an organization that have economic value, such as cash, investments, property, and equipment.
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.
Audit Report: Prepared by an independent auditor, an audit report includes: (a) a statement of the scope of the audit; (b) explanatory comments as to application of auditing procedures; (c) findings and opinions. It is almost always accompanied by a management letter which contains supplementary comments and recommendations.
Glossary
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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 onetime costs.
Balance Sheet: A statement that discloses the assets, liabilities, reserves and equities of a fund or governmental unit at a specified date.
Balanced Budget: A budget where the anticipated operating revenues and other financing resources including carryover of outstanding encumbrances from prior year are equal to or exceed operating expenditures.
Betterments (Special Assessments): Whenever a specific area of a community receives benefit from a public improvement (e.g., water, sewer, sidewalk, etc.), special property taxes may be assessed to reimburse the governmental entity for all or part of the costs it incurred. Each parcel receiving benefit from the improvement is assessed for its proportionate share of the cost of such improvements. The proportionate share may be paid in full or the property owner may request that the assessors apportion the betterment over 20 years. Over the life of the betterment, one year’s apportionment along with one year’s committed interest computed from October 1 to October 1 is added to the tax bill until the betterment has been paid.
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. (See Note)
Bond and Interest Record: (Bond Register) – The permanent and complete record maintained by a treasurer for each bond issue. It shows the amount of interest and principal coming due each date and all other pertinent information concerning the bond issue.
Bonds Authorized and Unissued: Balance of a bond authorization not yet sold. Upon completion or abandonment of a project, any remaining balance of authorized and unissued bonds may not be used for other purposes, but must be rescinded by the community's legislative body to be removed from community's books.
Bond Issue: Generally, the sale of a certain number of bonds at one time by a governmental unit.
Bond Rating (Municipal): A credit rating assigned to a municipality to help investors assess the future ability, legal obligation, and willingness of the municipality (bond issuer) to make timely debt service payments. Stated otherwise, a rating helps prospective investors determine the level of risk associated with a given fixed-income investment.
Rating agencies, such as Moody's and Standard and Poors, use rating systems, which designate a letter or a combination of letters and numerals where AAA is the highest rating and C1 is a very low rating.
Budget: A plan for allocating resources to support particular services, purposes and functions over a specified period of time. (See Performance Budget, Program Budget)
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 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 improvements.
Among other information, a capital budget should identify the method of financing each recommended expenditure, i.e., tax levy or rates, and identify those items that were not recommended. (See Capital Assets) Glossary
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Cash: Currency, coin, checks, postal and express money orders and bankers’ drafts on hand or on deposit with an official or agent designated as custodian of cash and bank deposits.
Cash Flow: The movement of money into or out of an organization, showing its liquidity and ability to meet financial obligations.
Cash Management: The process of monitoring the ebb and flow of money in an out of municipal accounts to ensure cash availability to pay bills and to facilitate decisions on the need for short- term borrowing and investment of idle cash.
Certificate of Deposit (CD): A bank deposit evidenced by a negotiable or non-negotiable instrument, which provides on its face that the amount of such deposit plus a specified interest payable to a bearer or to any specified person on a certain specified date, at the expiration of a certain specified time, or upon notice in writing.
Classification of Real Property: Assessors are required to classify all real property according to use into one of four classes: residential, open space, commercial, and industrial. Having classified its real properties, local officials are permitted to determine locally, within limitations established by statute and the Commissioner of Revenue, what percentage of the tax burden is to be borne by each class of real property and by personal property owners.
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 labor union, regarding wages, hours and working conditions.
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.
Compliance: Adherence to relevant laws, regulations, and internal policies governing financial reporting and operations.
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." Cost-Benefit Analysis: A decision-making tool that allows a comparison of options based on the level of benefit derived and the cost to achieve the benefit from different alternatives.
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 Burden: The amount of debt carried by an issuer usually expressed as a measure of value (i.e., debt as a percentage of assessed value, debt per capita, etc.). Sometimes debt burden refers to debt service costs as a percentage of the total annual budget.
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.
Glossary
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Enterprise Funds: Funds used to account for operations that are financed and operated in a manner similar to a private enterprise. Examples of enterprise funds are water and sewer, which are funded directly by fee and charges to external users.
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.
Equalized Valuations (EQVs): The determination of the full and fair cash value of all property in the community that is subject to local taxation.
Equity: The residual interest in the assets of an organization after deducting liabilities, representing the owners' stake in the business.
Estimated Receipts: A term that typically refers to anticipated local revenues often based on the previous year's receipts and represent funding sources necessary to support a community's annual budget. (See Local Receipts) Exemptions: A discharge, established by statute, from the obligation to pay all or a portion of a property tax. The exemption is available to particular categories of property or persons upon the timely submission and approval of an application to the assessors. Properties exempt from taxation include hospitals, schools, houses of worship, and cultural institutions. Persons who may qualify for exemptions include disabled veterans, blind individuals, surviving spouses, and seniors.
Expenditure: An outlay of money made by municipalities 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.
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 custodial funds.
Financial Statements: Reports summarizing an organization's financial activities and position, including the balance sheet, income statement, and cash flow statement.
Fiscal Year: The 12-month period for which an organization plans the use of its funds, typically not the same as the calendar year.
Fixed Costs: Costs that are legally or contractually mandated such as retirement, FICA/Social Security, insurance, debt service costs or interest on loans.
Float: The difference between the bank balance for a local government’s account and its book balance at the end of the day. The primary factor creating float is clearing time on checks and deposits. Delays in receiving deposit and withdrawal information also influence float.
Glossary
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Franchise Fees: A fee that is usually levied on utility companies for their use of City streets (right-of-way) or for their exclusive franchise to provide services to residents. Newark imposes a 1% tax on the gross receipts from Pacific Gas and Electric Company; a 20% tax on the gross receipts from Waste Management of Alameda County, Inc. (from both residential and nonresidential customers); a 5% tax on the gross receipts of the cable television franchise; and an annual franchise fee of approximately $6,000 on the gas pipeline that runs through Newark.
Full Faith and Credit: A pledge of the general taxing powers for the payment of governmental obligations. Bonds carrying such pledges are usually referred to as general obligation or full faith and credit bonds.
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.
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 Balance: The excess of current assets over current liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other uses.
GAAP: Generally Accepted Accounting Principles - The standard framework of guidelines, rules, and procedures for financial reporting that help ensure consistency and transparency.
GASB 34: A major pronouncement of the Governmental Accounting Standards Board that establishes new criteria on the form and content of governmental financial statements. GASB 34 requires a report on overall financial health, not just on individual funds. It requires more complete information on the cost of delivering value estimates on public infrastructure assets, such as bridges, road, sewers, etc. It also requires the presentation of a narrative statement the government's financial performance, trends and prospects for the future.
GASB 45: This is another Governmental Accounting Standards Board major pronouncement that each public entity account for and report other postemployment benefits in its accounting statements. Through actuarial analysis, municipalities must identify the true costs of the OPEB earned by employees over their estimated years of actual service.
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.
Governmental Accounting Standards Board (GASB): A standard-setting body, which establishes standard accounting practices for governmental units.
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.
Glossary
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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.
Internal Controls: Policies and procedures implemented by an organization to ensure the reliability of financial reporting and compliance with laws and regulations, aiming to prevent fraud and errors.
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.
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.
Internal Service Fund (ISF): These funds fund services provided to internal users and function on a costreimbursement 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 capital assets used in governmental operations.
Liabilities: Debts or obligations owed by an organization, including loans, accounts payable, and accrued expenses.
Line Item Budget: A budget that separates spending into categories, or greater detail, such as supplies, equipment, maintenance, or salaries, as opposed to a program budget.
Local Aid: Revenue allocated by the state or counties to municipalities and school districts.
Maturity Date: The date that the principal of a bond becomes due and payable in full.
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.
Municipal(s): (As used in the bond trade) "Municipal" refers to any state or subordinate governmental unit. "Municipals" (i.e., municipal bonds) include not only the bonds of all political subdivisions, such as cities, towns, school districts, special districts, counties but also bonds of the state and agencies of the state.
Net Income: The difference between an organization's revenues and expenses, representing its profit or loss for a specific period.
Non-Government Contribution: Reimbursement of staff costs for the administration of project consultants.
Glossary
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Note: A short-term loan, typically with a maturity date of a year or less.
Objects of Expenditures: A classification of expenditures that is used for coding any department disbursement, such as “personal services,” “expenses,” or “capital outlay.” Official Statement: A document prepared for potential investors that contains information about a prospective bond or note issue and the issuer. The official statement is typically published with the notice of sale. It is sometimes called an offering circular or prospectus.
Operating Budget: A plan of proposed expenditures for personnel, supplies, and other expenses for the coming fiscal year.
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.
Overlapping Debt: A community's proportionate share of the debt incurred by an overlapping government entity, such as a regional school district, regional transit authority, etc.
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.
Performance Budget: A budget that stresses output both in terms of economy and efficiency.
Principal: The face amount of a bond, exclusive of accrued interest.
Program: A combination of activities to accomplish an end.
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.
Proprietary Funds: Funds used to account for City activities that are similar to businesses found in the private sector.
There are two different types of proprietary funds: enterprise funds and internal service funds.
Glossary
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Purchased Services: The cost of services that are provided by a vendor.
Refunding of Debt: Transaction where one bond issue is redeemed and replaced by a new bond issue under conditions generally more favorable to the issuer.
Reserve Fund: An amount set aside annually within the budget of a town to provide a funding source for extraordinary or unforeseen expenditures.
Revaluation: The assessors of each community are responsible for developing a reasonable and realistic program to achieve the fair cash valuation of property in accordance with constitutional and statutory requirements. The nature and extent of that program will depend on the assessors’ analysis and consideration of many factors, including, but not limited to, the status of the existing valuation system, the results of an in-depth sales ratio study, and the accuracy of existing property record information.
Revenues: Inflows of resources or other enhancements of assets of an organization, usually from sales of goods or services.
Revenue Anticipation Note (RAN): A short-term loan issued to be paid off by revenues, such as tax collections and state aid. RANs are full faith and credit obligations.
Revenue Bond: A bond payable from and secured solely by specific revenues and thereby not a full faith and credit obligation.
Revolving Fund: Allows a community to raise revenues from a specific service and use those revenues without appropriation to support the service.
Sale of Real Estate Fund: A fund established to account for the proceeds of the sale of municipal real estate other than proceeds acquired through tax title foreclosure.
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.
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.
Stabilization Fund: A fund designed to accumulate amounts for capital and other future spending purposes, although it may be appropriated for any lawful purpose.
Surplus Revenue: The amount by which cash, accounts receivable, and other assets exceed liabilities and reserves.
Tax Rate: The amount of property tax stated in terms of a unit of the municipal tax base; for example, $14.80 per $1,000 of assessed valuation of taxable real and personal property.
Tax Title Foreclosure: The procedure initiated by a municipality to obtain legal title to real property already in tax title and on which property taxes are overdue.
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.
Glossary
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Trust Fund: In general, a fund for money donated or transferred to a municipality with specific instructions on its use.
As custodian of trust funds, the treasurer invests and expends such funds as stipulated by trust agreements, as directed by the commissioners of trust funds or by the community's legislative body. Both principal and interest may be used if the trust is established as an expendable trust. For nonexpendable trust funds, only interest (not principal) may be expended as directed.
Uncollected Funds: Recently deposited checks included in an account’s balance but drawn on other banks and not yet credited by the Federal Reserve Bank or local clearinghouse to the bank cashing the checks. (These funds may not be loaned or used as part of the bank’s reserves and they are not available for disbursement.) Undesignated Fund Balance: Monies in the various government funds as of the end of the fiscal year that are neither encumbered nor reserved, and are therefore available for expenditure once certified as part of free cash.
Unreserved Fund Balance (Surplus Revenue Account): The amount by which cash, accounts receivable, and other assets exceed liabilities and restricted reserves. It is akin to a "stockholders’ equity" account on a corporate balance sheet. It is not, however, available for appropriation in full because a portion of the assets listed as "accounts receivable" may be taxes receivable and uncollected. (See Free Cash) 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.
Valuation (100 Percent): The legal requirement that a community’s assessed value on property must reflect its market, or full and fair cash value.
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.
Glossary
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RESOLUTIONS
Resolutions
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Resolution No. 10597 Pension and OPEB Reserves
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Resolution No. 10597 Pension and OPEB Reserves
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Resolution No. 10597 Pension and OPEB Reserves
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
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Resolution No. 10981 Debt Policy
2026-2028 Biennial Budget | Newark, CA Page 194
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 195
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 196
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 197
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 198
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 199
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 200
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 201
Resolution No. 11524 Investment Policy
2026-2028 Biennial Budget | Newark, CA Page 202
Resolution No. 11534 Fund Balance and Policy Reserve
2026-2028 Biennial Budget | Newark, CA Page 203
Resolution No. 11534 Fund Balance and Policy Reserve
2026-2028 Biennial Budget | Newark, CA Page 204
Resolution No. 11534 Fund Balance and Policy Reserve
2026-2028 Biennial Budget | Newark, CA Page 205
Resolution No. 11691 Maintenance Reserve Fund
2026-2028 Biennial Budget | Newark, CA Page 206
Resolution No. 11691 Maintenance Reserve Fund
2026-2028 Biennial Budget | Newark, CA Page 207
Section Page May Version June Version Change Reason
General Fund Operating
Budget – FY 2026-27 p. 9 $92.0 million $92.2 million +$0.2 million Updated final budget model and appropriation amounts.
General Fund Operating
Budget – FY 2027-28 p. 10 $95.8 million $96.7 million +$0.9 million Updated second-year General Fund budget assumptions.
FY 2025-26 General Fund
Projection p. 9 / p. 99 $99.7 million $97.5 million -$2.2 million Refined current-year projection based on updated actuals and year-end estimates.
Five-Year Forecast – FY
2026-27 Operating Result
Before Transfers
p. 79 $0.39 million $1.76 million +$1.37 million Near-term operating position improved based on revised revenue and expenditure assumptions.
Five-Year Forecast – FY
2027-28 Operating Result
Before Transfers
p. 79 ($0.97 million) $0.02 million +$0.99 million Forecast improved from a deficit to approximately breakeven before transfers and designations.
Ending Unallocated Fund
Balance – FY 2026-27 p. 79 $1.58 million $4.46 million +$2.88 million Projected available fund balance improved in the first budget year.
Ending Unallocated Fund
Balance – FY 2027-28 p. 79 $0.08 million $3.78 million +$3.70 million Projected available fund balance improved in the second budget year.
All Funds Expenditures –
FY 2026-27 p. 95 $138.5 million $139.2 million +$0.7 million Updated all-funds spending plan to reflect final budget assumptions.
All Funds Expenditures –
FY 2027-28 p. 95 $139.8 million $140.1 million +$0.3 million Updated all-funds spending plan to reflect final budget assumptions.
Mayor and City Council
Budget p. 102 $374,600 $395,400 +$20,800 Reflects proposed 7.5% compensation increase for the Mayor and Council Members.
In addition to narrative, formatting, and technical edits made since the May 28, 2026 Council work session, the table below summarizes key financial changes by section and page number. The summary identifies the prior amount, revised amount, net change, and reason for each update to support Council review and decision-making. Note the key financial changes shown affected additional budget pages with summaries or illustrations containing the changes.
SUMMARY OF 2026-2028 BIENNIAL BUDGET CHANGES
Section Page May Version June Version Change Reason
Capital Funds / CIP p. 153 $200,000 $0 / Removed from CIP table ($200,000) Pursuit Intervention Technology Program removed
from the CIP equipment table; related technology
remains identified in operating priorities.
Debt Service / ECAA LED
Project p. 158 Not included $240,000+ annual savings / $105,243 annual debt service Narrative addition Added debt-service transparency to show the
relationship between project savings and debt
service.
2026–2028
Biennial Budget
Adoption
June 25, 2026
1 2026-2028 Biennial Budget
Summary and Recommendation
Summary:
• The 2026–2028 Biennial Operating Budget supports City Council priorities for FY 2026–27 and FY 2027–28 and provides the appropriation framework for City operations and services.
Recommendation:
• Staff recommends that the City Council adopt, by resolution, the 2026–2028 Biennial Operating Budget as presented.
2 Dedicated Budget Work Sessions and City Council Meetings • March 26, 2026: Staff presented an overview of the City’s budget process, economic trends, financial updates, the Five-Year Forecast, and department priorities.
• May 28, 2026: Staff presented the draft 2026–2028 Biennial Budget for Council feedback and public input.
• June 25, 2026: Staff presents the final 2026–2028 Biennial Operating Budget for City Council consideration and adoption. 3 2026-2028 Biennial Budget
Specific Edits Incorporated
• Updated budget highlights, transmittal language, and FY 2026–27 and FY 2027–28 narratives.
• Updated final budget assumptions, current financial projections, and appropriation amounts.
• Reflected current actuals and revised revenue estimates and fund balance projections.
• Refined personnel and non-personnel expenditure assumptions. 4 2026-2028 Biennial Budget
Near-term revenue assumptions were refined based
on updated projections and current financial data.
Transmittal and Budget Presentation Updates:
Five-Year Forecast Updates:
Specific Edits Incorporated
5 2026-2028 Biennial Budget
General Fund Budget Updates
• FY 2025–26 projected General Fund
expenditures refined to
approximately $97.5 million.
• FY 2026–27 General Fund Operating
Budget totals approximately $92.2
million.
• FY 2027–28 General Fund Operating
Budget totals approximately $96.7
million.
= $1.76 million
• FY 2026–27
operating result
before transfers
• FY 2027–28
operating result
before transfers
= $20,000 .
Near-term projections improved;
however, operating pressure remains
beyond the biennial budget period
Near Term Forecast Improvement
Specific Edits Incorporated
6 2026-2028 Biennial Budget
Vacancy Factor Refinement
• Personnel expenditures were refined to apply vacancy assumptions only where vacancies are budgeted or reasonably anticipated. • Applied assumptions based on current vacancies, recruitment timing, and historical vacancy trends.
• Avoided across-the-board reductions in departments without expected vacancies.
• Recognizes vacancy savings as a short-term budget assumption, not a sustainable long-term balancing strategy.
Specific Edits Incorporated
7 2026-2028 Biennial Budget
Department Budget Updates
• Updated department tables to align with the final budget model. • Refined personnel assumptions, non-personnel baselines, internal service allocations, and technical corrections.
• Updated the City Council department budget to include the proposed
7.5% compensation increase.
Specific Edits Incorporated
8 2026-2028 Biennial Budget
Debt Service Overview
• Added debt-service transparency for the Energy Conservation Assistance Act (ECAA) LED project.
• Projected annual energy savings of more than $240,000. • Annual debt service of approximately $105,243.
Estimated Net Annual Benefit: approximately $135,000
Summary of Key Financial Changes:
9 2026-2028 Biennial Budget
Section May -
Draft
June -
Final
Net
Change Reason for Update
Mayor and City Council Budget $374,600 $395,400 + $20,800 Reflects 7.5% compensation adjustment
FY 2025–26 GF Projection $99.7M $97.5M − $2.2M Refined year-end estimate GF Operating Budget FY 2026–27 $92.0M $92.2M + $0.2M Updated assumptions GF Operating Budget FY 2027–28 $95.8M $96.7M + $0.9M Updated assumptions FY 2026–27 Ending Unallocated
Fund Balance $1.58M $4.46M + $2.88M Improved projected available balance
FY 2027–28 Ending Unallocated
Fund Balance $0.08M $3.78M + $3.70M Improved projected available balance
Final budget updates reflect refined assumptions, improved fund balance projections, and incorporation of Council feedback.
Updated Five-Year Financial Forecast:
10 2026-2028 Biennial Budget
Updated Ending Unallocated Fund Balance:
11 2026-2028 Biennial Budget
Unallocated fund balance, net of transfers and designations, is projected at $4.46 million in FY 2026–27 and $3.78 million in FY 2027–28.
Specific Edits Incorporated
12 2026-2028 Biennial Budget
Budget Transparency
• ClearGov transparency reporting will be implemented for public access following adoption.
• The adopted budget will be available through ClearGov and as a searchable, accessible PDF on the City’s website.
• The Capital Improvement Plan and appropriations outside the operating budget are addressed through separate Council action.
2026-2028
Biennial Budget
Adoption
June 25, 2028
New Fiscal Year
July 1, 2027
Next Steps
13 2026-2028 Biennial Budget
Item F. 4.
DATE 06/25/2026
TO Honorable Mayor and City Council Members
FROM Colleen Lettire, Communications and Public Engagement Manager SUBJECT Provide direction regarding potential placement of proposed ballot measure updating business license tax and receive an overview of business/stakeholder engagement and feedback regarding
proposed ballot measure
SUMMARY AND RECOMMENDATION
The City Council previously considered information regarding a potential ballot measure to update, modernize and simply the City’s business license tax. Specifically, the City Council received a report from HdL Companies ("HdL"), the City's tax consultant, regarding Newark's Business License Tax ("BLT") on April 9, 2026.
Notably, the BLT was enacted in 1970 and has not undergone a comprehensive structural modernization in more than five decades. HdL presented several potential options for modernizing and simplifying the City's existing BLT structure and provided preliminary revenue projections associated with each alternative.
Subsequently, the City Council received a presentation from Godbe Research, an independent public opinion research firm, regarding the results of a revenue measure feasibility survey on May 28, 2026. The survey evaluated voter priorities, perceptions regarding City services and infrastructure needs, and potential support for a locally controlled measure to modernize and simplify Newark's existing BLT structure. The survey results indicated favorable voter support for a potential measure.
Since that time, City staff have continued to evaluate potential modernization and simplification of the BLT, worked with HdL to refine a recommended tax structure, and conducted outreach with Newark businesses and stakeholders.
The purpose of this report is to provide the City Council with: (1) an overview of the recommended BLT modernization and simplification ordinance and related options and impacts; and (2) a summary of stakeholder and business community outreach efforts.
Staff recommends that the City Council receive the presentation and provide direction to staff to prepare the necessary ordinance and resolutions required to place a BLT modernization and simplification measure on the November 3, 2026 ballot for voter consideration.
BACKGROUND
April 9 City Council Meeting – HdL Presentation
On April 9, 2026, the City Council received a report from HdL regarding Newark's existing BLT structure and potential modernization options. HdL's analysis concluded that Newark's current BLT ordinance, originally adopted in 1970, relies upon outdated classifications and fee structures that do not proportionately scale with business activity and economic growth. The analysis identified approximately 3,100 licensed businesses reporting more than $5 billion in taxable gross receipts while generating approximately $1.5 million annually in BLT revenue.
The analysis further revealed that Newark generates lower BLT revenue per resident and per business than several comparable jurisdictions that have modernized their business license tax structures.
HdL’s analysis revealed the following regarding the current BLT:
Tax contributions do not proportionately reflect business size or economic footprint.
Newark’s revenue per capita and per business lags comparable jurisdictions.
The current BLT contains legacy classifications that complicate administration and reflect varying types of taxes and categories.
The structure does not align with modern business models or varying levels of business activity.
HdL evaluated several modernization alternatives and identified a variable gross receipts model as a potential framework for further consideration.
The proposed variable gross receipts would amend the BLT to, among other things:
1) Simplify the categories by reducing the total number of business types and activity from over 30 categories and subcategories to an estimated five standardized categories plus one exempt category;
2) Under most circumstances establish an across the board gross receipts tax that will scale and increase depending on the amount of business activity generated – resulting in larger businesses paying equitable costs relative to business activity occurring within the City;
3) Lower the flat rate business tax amount to $25 for the first $100,000 in gross receipts resulting in a tax decrease for small businesses within the jurisdiction; 4) Ensure that certain types of uses (for example, warehouse uses and certain professional services) which do not generate sales tax revenue pay a higher percentage of gross receipts in business license tax; and 5) Generate approximately $4.1 million to $6.7 million in additional annual BLT revenue, depending on the rate structure selected, compared to the City’s current annual revenue of approximately $1.5 million, inclusive of penalties and registration fees.
At the conclusion of the April 9 presentation, the City Council directed staff to continue evaluating modernization and simplification of the BLT, including business community outreach, stakeholder engagement, revenue modeling refinement, ordinance development, public education, and voter feasibility analysis.
May 28 City Council Meeting – Godbe Research Presentation The City retained Godbe Research, an independent public opinion research firm, to conduct a revenue measure feasibility survey. Godbe Research conducted voter outreach between April 27 and May 4, 2026, utilizing a combination of online, text-to-web, cellular telephone, and landline methodologies.
On May 28, 2026, Godbe Research presented the results of the feasibility survey to the City Council. The survey found strong voter support for maintaining core City services and infrastructure and indicated favorable voter response to a potential BLT modernization and simplification measure. Following the presentation, staff continued refinement of a recommended BLT ordinance and expanded outreach efforts with Newark's business community and other stakeholders.
DISCUSSION/ANALYSIS
Existing Business License Tax Structure
The City of Newark's Business License Tax ("BLT") was originally adopted in 1970 and has not undergone a comprehensive structural modernization in more than five decades. During that time, Newark's economy has evolved significantly, including growth in logistics and distribution, manufacturing, professional services, technology, and regional-serving commercial businesses. However, the City's BLT structure remains largely based on classifications, methodologies, and assumptions developed under a much different economic environment.
Today, approximately 3,100 licensed businesses operate within Newark and collectively report more than $5 billion in annual gross receipts. Despite this substantial level of economic activity, the City's BLT generates only approximately $1.5 million annually. Analysis conducted by HdL Companies found that BLT revenues have remained relatively flat over time despite the significant growth in business activity, inflation, municipal service costs, and infrastructure needs.
HdL's analysis identified several limitations associated with the existing BLT structure:
Tax liability is calculated using multiple methodologies depending on business type, including gross receipts, payroll, vehicle counts, project valuation, and flat-fee schedules.
The ordinance contains more than 30 classifications and subcategories, creating administrative complexity for both businesses and the City.
Many classifications no longer align with modern business models and economic activity.
Tax contributions do not consistently reflect business size, economic output, or demand placed on City infrastructure and services.
Newark generates less business license tax revenue per resident and per business than many neighboring and comparable jurisdictions that have modernized their business tax structures.
The analysis also found that businesses generating the majority of reported gross receipts contribute a disproportionately smaller share of total BLT revenue. As a result, businesses with similar levels of economic activity may pay substantially different amounts based on classification rather than business activity.
This misalignment indicates that the existing structure does not consistently scale with business activity and economic output.
Proposed Business License Tax Modernization and Simplification Ordinance The proposed ordinance is intended to modernize and simplify Newark's business license tax structure while improving equity, transparency, administrative efficiency, and long-term fiscal sustainability.
The proposal does not create a new tax. Rather, it updates the City's existing business license tax framework to better reflect Newark's current economy and business environment.
The proposed ordinance would:
Consolidate more than 30 business classifications and subcategories into a limited number of standardized categories.
Simplify tax administration and improve transparency.
Establish a gross receipts-based structure that scales more proportionately with business activity.
Increase the minimum gross receipts threshold from $25,000 to $100,000 and reduce the minimum business license tax from approximately $39 to $25 - resulting in a tax savings for businesses that are in the early growth stage or have less gross receipts.
Improve consistency across business sectors.
Better align tax liability with economic activity occurring within Newark.
Maintain regional competitiveness while modernizing a tax structure that has remained largely unchanged for more than 55 years.
Estimated Business Impacts
The proposed ordinance is expected to affect businesses differently depending on business type, annual gross receipts, and industry classification.
The proposal is designed to improve tax equity while minimizing impacts on small businesses. The proposed ordinance increases the minimum gross receipts threshold from $25,000 to $100,000 and reduces the minimum business license tax from approximately $39 to $25. As a result, many small businesses, home-based businesses, and start-up businesses would experience either a reduction or little change in business license tax liability.
As business activity increases and gross receipts increase, tax liability would generally increase as well. This reflects the underlying policy objective of better aligning tax contributions with economic activity occurring within Newark.
Examples of estimated impacts include:
A small business generating $25,000 in annual gross receipts would see its annual business license tax decrease from approximately $39 to $25.
Additionally, increasing the minimum gross receipts threshold from $25,000 to $100,000 would allow businesses generating between $25,000 and $100,000 annually to remain subject to the minimum $25 business license tax, providing tax relief for small and growing businesses.
A small professional services business generating approximately $100,000 annually would see its business license tax decrease from approximately $130 to $25.
Many retail businesses and restaurants would experience little change or modest decreases under the proposed structure, although certain high-gross-receipt businesses may experience increases.
Contractors would generally experience modest changes, although larger contractors with substantial gross receipts would experience greater increases concurrent with their increased economic activity.
Manufacturing businesses would generally experience moderate increases. For example, a manufacturing business generating approximately $15 million annually would see its business license tax increase from approximately $5,311 to approximately $6,730.
Professional service, service, and distribution/logistics businesses with substantial gross receipts would generally experience larger increases because the proposed structure more closely aligns tax liability with business activity and revenue generation.
Analysis of the proposed rate structure indicates that additional revenue generated by the ordinance would be concentrated among businesses with substantial gross receipts and higher levels of economic activity. This reflects one of the primary objectives of the modernization effort: improving equity and better aligning business license tax responsibility with business scale, economic activity, and use of municipal services and infrastructure.
Overall, the proposed ordinance would shift a greater share of business license tax responsibility toward businesses generating substantial economic activity, while reducing or minimizing impacts on many small businesses.
Attachment A provides staff's proposed rates under the variable gross receipts model, the higher-revenue rates previously presented to the Council, and a revenue-neutral rate option as well as illustrative examples comparing Newark’s existing business license tax structure with the recommended ordinance and alternative rate options across various business types and gross receipts levels.
Comparison to Neighboring and Peer Jurisdictions
Many Bay Area jurisdictions have updated their business license tax structures in recent years to simplify administration and better align tax liability with business activity. Several neighboring and peer cities, including Fremont, Union City, Pleasanton, San Mateo, and East Palo Alto, utilize gross receipts-based business license tax systems.
Attachment A provides illustrative examples comparing the existing business license tax with the recommended ordinance relative to the above peer cities' business license taxes.
The recommended ordinance would modernize Newark's business license tax structure and move the City toward a framework that is more consistent with approaches utilized by neighboring and peer jurisdictions while continuing to support a competitive business environment.
Alternatives Evaluated
Staff, in collaboration with HdL Companies, evaluated multiple business license tax modernization alternatives, including revenue-neutral, moderate-revenue, and higher-revenue options. Alternatives were assessed based on equity, administrative simplicity, competitiveness, small business impacts, and long-term fiscal sustainability.
Revenue-neutral alternatives are not recommended because, while they would simplify administration, they would largely preserve the existing distribution of tax liability and would not meaningfully improve alignment between business activity and tax contributions.
Higher-revenue alternatives were also evaluated but are not recommended because they would impose substantially larger increases on certain business sectors and businesses with substantial gross receipts. Staff concluded that those alternatives placed greater emphasis on revenue generation than on balancing equity, competitiveness, small business impacts, and economic development objectives.
The recommended ordinance was selected because it best balances fairness, simplicity, competitiveness, and fiscal sustainability. The proposal modernizes an outdated tax structure, improves alignment between tax liability and economic activity, reduces taxes for many small businesses, aligns with neighboring cities that have modernized their tax and generates meaningful additional revenue without imposing the highest potential tax burden evaluated.
Based on the analysis conducted by staff and HdL, the recommended ordinance provides the most balanced approach to modernizing Newark's business license tax structure while improving equity and maintaining a competitive business environment.
A table is attached that shows some of the models that staff considered.
Business License Community and Stakeholder Outreach Update City staff is proactively engaging with Newark businesses to discuss the proposed updates to the business license tax structure. The outreach efforts include hosting in-person public convenings that are designed to be as accessible as possible to business owners and operators. The meetings are being held at a variety of times and locations, with the opportunity for company representatives to request one-on-one meetings.
Outreach invitations and information were distributed via email and phone calls, as well as posted on the City’s website with links to Frequently Asked Questions (FAQ) flyers (in English and translated versions in Spanish, Chinese, and Vietnamese).
Informational articles were also published in the Economic Development Division’s Business Buzz monthly newsletter.
Additionally, City staff canvassed shopping centers and other commercial areas throughout the city to distribute the FAQ flyers directly to businesses.
All businesses are encouraged to provide feedback or reach out with questions regarding the proposed updates by contacting [email protected].
Staff will present the business engagement summary and the received comments at the June 25, 2026, City Council meeting.
Next Steps
Staff will prepare the resolutions and documents needed for the City Council to consider placement of the proposed ballot measure at a future City Council meeting.
Placement of a general tax requires a 4/5 vote of the City Council while any general tax must be approved by 50%+1 of the voters.
FISCAL IMPACT
Placement of a Business License Tax modernization measure on the November 3, 2026 ballot will result in one-time election administration costs, which are expected to be funded through existing appropriations. The exact cost will depend on Alameda County election services, ballot content, and associated voter information requirements.
If approved by Newark voters, the proposed Business License Tax ordinance is projected to generate approximately $4.1 million to $6.7 million in additional annual General Fund revenue above the City's current Business License Tax revenue of approximately $1.5 million per year. Revenue projections are based on business activity and gross receipts data analyzed by the HdL, the City's consultant and will vary based on the final rate structure adopted by the City Council and approved by the voters. The proposal is estimated to increase total annual Business License Tax revenues to approximately $5.6 million to $8.2 million.
STRATEGIC PRIORITY AREA
Boost Financial Resilience and Excellence in Service Delivery REVIEW AND APPROVAL
Prepared by:
Krysten Lee, Finance Director
Gloria Del Rosario, Deputy Finance Director
Steven Turner, Community Development Director
Angela Tsui, Deputy Economic Development Director
Kristopher Kokotaylo, City Attorney
Colleen Lettire, Communications and Public Engagement Manager David J. Benoun, City Manager
Attachments
Attachment A BLT
Presentation - Business License Tax Study
Categories Base Rate O ption 1: H igher-Revenue
Contractor $2.00
Distribution/ Logistics $1.00
General/ Retail $1.00
M anufacturing $1.00
Professional $3.00
Property Rental $3.00
Service $2.00
Exempt $0.00 $0.00
Categories Base Rate O ption 2: Recommended
O rdinance O ption 3: Revenue-N eutral
Contractor $2.00 $0.70
Distribution/ Logistics $3.00 $0.30
General/ Retail $0.43 $0.30
M anufacturing $0.45 $0.10
Professional $2.50 $0.30
Property Rental $2.25 $0.50
Service $2.00 $0.30
Exempt $0.00 $0.00 $0.00
$25
(up to $25,000 Receipts)
$25
(up to $100,000 Receipts)
Attachment A – B usiness License Tax Rate Comparison by B usiness Category Illustrative Business Example Business Category Gross Receipts Employees/ Units Existing Newark BLT Option 1: Higher-Revenue Option 2: Recommended Ordinance
Option 3: RevenueNeutral
Outside Sub-Contractor Contractor $12,000 1 Emp. $96 $25 $25 $25 Home-Based Retail General/Retail $25,000 1 Emp. $39 $25 $25 $25 Professional Firm (e.g. Law Firm or Tax Preparation) Professional $100,000 1 Emp. $130 $250 $25 $25 Shoe Store General/Retail $200,000 5 Emp. $137 $200 $68 $55 Salon Service $450,000 5 Emp. $300 $875 $725 $130
Professional Firm (e.g. Law Firm or Tax Preparation) Professional $500,000 5 Emp. $650 $1,450 $1,025 $145 Restaurant General/Retail $625,000 15 Emp. $431 $625 $251 $183 Apartment Complex Property Rental $2,500,000 15 Emp.
120 Units $1,186 $7,450 $5,425 $1,225
Metal Treating Manufacturing $15,000,000 65 Emp. $5,311 $15,000 $6,730 $1,515 Large Service Business Service $30,000,000 115 Emp. $5,311 $59,975 $59,825 $8,995 Large Scale Distribution / Logistics Distribution/Logistics $40,000,000 125 Emp. $2,800 $40,000 $119,725 $11,995 Attachment A – Illustrative Business License Tax Impacts by Business Type and Rate Option Illustrative Business Example Business Category Gross Receipts Employees/ Units Existing Newark BLT Option 2: Recommended
Ordinance Fremont San Leandro Union City Hayward Hayward (Proposed) Outside Sub-Contractor Contractor $12,000 1 Emp. $96 $25 $121 $277 $150 $54 $60 Home-Based Retail General/Retail $25,000 1 Emp. $39 $25 $38 $224 $132 $27 $60 Professional Firm (e.g. Law Firm or Tax Preparation) Professional $100,000 1 Emp. $130 $25 $160 $303 $264 $100 $150 Shoe Store General/Retail $200,000 5 Emp. $137 $68 $80 $435 $132 $87 $60 Salon Service $450,000 5 Emp. $300 $725 $480 $699 $850 $80 $225 Professional Firm (e.g. Law Firm or Tax Preparation) Professional $500,000 5 Emp. $650 $1,025 $680 $831 $1,188 $632 $750 Restaurant General/Retail $625,000 15 Emp. $431 $251 $186 $962 $258 $167 $188 Apartment Complex Property Rental $2,500,000 15 Emp.
120 Units $1,186 $5,425 $3,280 $2,067 $5,569 $674 $7,500 Metal Treating Manufacturing $15,000,000 65 Emp. $5,311 $6,730 $1,575 $3,597 $6,739 $133 $11,500 Large Service Business Service $30,000,000 115 Emp. $5,311 $59,825 $30,030 $12,315 $59,950 $8,099 $33,750 Large Scale Distribution / Logistics Distribution/Logistics $40,000,000 125 Emp. $2,800 $119,725 $117 $12,501 $39,975 $136 $28,000 Attachment A – Illustrative Business License Tax Comparison with Peer Cities June 25, 2026
Business License
Modernization
Presentation Agenda
• Background
• Current Business License Tax Structure
• Proposed Revenue Structure Options
• Estimated Business Impacts
• Comparison to Neighboring and Peer
Jurisdictions
• Business and Community Stakeholder Outreach
Update
• Next Steps
2 Staff Recommendation
Staff recommends that the City Council receive the
presentation, provide feedback, and direct staff to
prepare the necessary resolution and related
documents for placement of a Business License Tax
modernization and simplification measure on the
November 3, 2026, ballot.
3 Council Direction to Date
4 Following prior Council direction, staff refined the business license structure, continued ordinance development, and expanded business/stakeholder outreach.
April 9 May 28 June 25 July 23 Nov. 3
HdL presented
existing structure
and modernization
options.
Godbe Research
presented voter
feasibility survey
results.
Staff presents
recommended
approach,
business impacts,
and outreach
update.
Proposed formal
ballot-placement
action, if directed
by Council.
Potential voter
consideration at
election.
Current Structure and Limitations
5 1970
Original adoption;
limited structural
updates
3,100+
Approximate
licensed businesses
operating in Newark
$5B+
Annual gross
receipts reported by
Newark businesses
$1.5M
Approximate
annual revenue
currently
generated
30+
Legacy
classifications and
subcategories
Key Limitations:
• Annual revenue has remained relatively flat
• Multiple calculation methods create administrative complexity • Legacy classifications do not consistently align with modern business models or economic activity
• The current structure does not consistently align with business scale or activity Current Structure: Flat Revenue Trend
6 Current Structure – System Complexity
Rate Types Count of Business Primary Tax Basis
Retail/Wholesale/General Businesses 1,542 Gross Receipt Contractor 658 Gross Receipt
Contractor Quarterly 228 Gross Receipt
Professional 136 Gross Receipt
Non-Residential Property 118 Gross Receipt
Multiple Rate Types 113 Varied rates based on classification Non-Profit 78 Exempt
Manufacturing 49 Gross Receipt
Admin/Support Office 43 Gross Payroll Tax
Delivery 43 Vehicle-based Flat fee (Optional GR Election) All Other (7) 95 Varied Rates based on Classification
Total 3,103
7 Why Modernize the Existing Ordinance
• Improve equity and proportionality
• Modernize and simplify the current business license tax structure
• Act on the opportunity to prepare for the future
• Provide funding that can be used to support capital
improvement projects and infrastructure needs
• Strengthen reserves and sustain long-term fiscal resilience 8 Proposed Revenue Structure Options
• Three structure options considered:
• Option 1 – High-revenue
• Option 2 – Recommended ordinance
• Option 3 – Revenue-neutral
9 Alternative Evaluated: Higher-Revenue Option
Not staff-recommended: Estimated Increase Revenue = $7.5 million. 10 Alternative Evaluated: Revenue-Neutral Option
Not staff-recommended: Estimated Increase Revenue = $29,000 11 Proposed Business License Tax Structure
Staff-recommended: Estimated Increase Revenue = $5.3 million Base Rate
$25
Flat annual rate for
businesses with
$100,000 or less in
annual gross
receipts
12 Changes Under the Proposed Revenue Structure
• Consolidates business classifications into seven categories • Shifts all business classifications to a gross receipts structure
• Applies rates based on business category and economic activity
• Increases the small business flat rate threshold from $25,000 to $100,000
• Provides a $25 annual base rate for businesses
with $100,000 or less in gross receipts
13 Small Business Impact Under Option 2
14 Small-Business Threshold
1,523
businesses report gross receipts of
$100,000 or less
(approximately half of licensed businesses)
Current Structure
$90K
collective annual business license amount
for this group
Recommended Option 2
$39K
collective annual amount with the $100,000
threshold and $25 base rate
Collective Annual Amount for Businesses at or Below $100,000 in Gross Receipts Current $90K
Option 2 $39K
Option 2 maintains a $100,000 small-business threshold and reduces the collective amount paid by approximately half of Newark businesses.
Figures reflect businesses reporting gross receipts of $100,000 or less; actual impacts vary by classification and gross receipts.
Comparison of Revenue Structure Options
15 Contractor
10%
Distribution/Logistics
17%
General/Retail
8%
Manufacturing
8%
Professional
24%
Property Rental
7%
Service
26%
Contractor
19%
Distribution/Logistics
6%
General/Retail
27%
Manufacturing
9%
Professional
14%
Property Rental
7%
Service
19%
% OF TOTAL REVENUE UNDER OPTION 2
Revenue Share by Business Category
16 % OF TOTAL REVENUE UNDER CURRENT STRUCTURE
How the Recommended Structure Adjusts Revenue Share
Revenue Share by Business Category
17 Percentages reflect each category’s share of estimated annual business license revenue; actual impacts vary by classification and gross receipts.
Illustrative Examples Across Business Types
The recommended structure aligns tax responsibility with business scale and activity while protecting small businesses.
18 Comparison to Neighboring and Peer Jurisdictions - Hypothetical 19 Fiscal Impact and Use of Revenue
• Current revenue: approximately $1.5 million annually
• Additional revenue would support General Fund services and infrastructure
• Potential uses include streets, pothole repair, parks, public safety, emergency response, and reserves
• Long-term fiscal resilience
20 Scheduled Convenings
• Wednesday, June 17 from 8:30am-10:00am
• Wednesday, June 17 from 3:00pm-4:30pm
• Monday, June 22 from 6:00pm-7:00pm (OTBA)
• Tuesday, June 23 from 2:30pm-4:00pm
• Friday, June 26 from 9:00am-10:30am
Other Engagement Efforts
• Article in the Business Buzz June edition
• Direct distribution of information to businesses
• Dedicated webpage and email address
Business and Community Stakeholder Outreach Update
21 • Request feedback and direction from the City Council on the proposed ordinance
• Solicit direction on whether to prepare the necessary documents and ordinances to place this time for
voter consideration
Next Steps
22 Item F. 5.
DATE 06/25/2026
TO Honorable Mayor and City Council Members
FROM Kristopher Kokotaylo, City Attorney
SUBJECT Adopt a resolution approving amendments to the City of Newark Salary Schedule effective July 1, 2026
SUMMARY AND RECOMMENDATION
Staff recommends that the City Council adopt a resolution approving amendments to the City of Newark Salary Schedule effective July 1, 2026, in conformance with California Code of Regulations, Title 2, Section 570.5.
The proposed Salary Schedule amendment incorporates previously approved and negotiated cost-of-living adjustments and salary range adjustments for represented and unrepresented classifications, and salary adjustments for certain Management, Supervisory, and Professional employee classifications based on a recent total compensation study.
BACKGROUND
The City of Newark maintains a publicly available Salary Schedule to identify the City’s classifications and corresponding salary ranges and pay rates in accordance with California Code of Regulations, Title 2, Section 570.5. The City Council periodically amends the Salary Schedule to reflect negotiated salary adjustments, classification and compensation changes, salary range corrections, and other updates necessary to maintain compliance with California Public Employees Retirement System (CalPERS) public pay schedule requirements.
As part of prior labor negotiations and Council actions, the City Council approved salary adjustments for various employee groups and classifications effective July 1, 2026. These include the following:
• A three and one-half percent (3.5%) salary increase for all classifications, effective July 1, 2026, as negotiated and previously adopted by the City Council, except where otherwise specified;
• A one and one-half percent (1.5%) salary increase for sworn employees in the Newark Police Management Association, effective July 1, 2026; • A one and one-half percent (1.5%) salary increase for Police Officer, Police Sergeant, Public Safety Dispatcher, and Public Safety Dispatch Supervisor, effective July 1, 2026;
• A five percent (5%) salary increase for the Police Chief classification, effective July 1, 2026. The Police Chief classification will not receive the additional three and one-half percent (3.5%) salary increase applicable to other classifications; and • A six percent (6%) increase to the salary ranges for Police Lieutenant and Police Captain, effective July 1, 2026, as negotiated and previously adopted by the City Council.
In addition, the City recently conducted total compensation studies for all unrepresented classifications and reviewed salary recommendations for classifications that were found to be two percent or more behind the market average. The proposed Salary Schedule amendment incorporates salary adjustments to the pay rates or salary ranges of the following classifications:
Classification Recommended Salary Adjustment Management Analyst II 6.80%
Senior Management Analyst 5.28%
Senior IT Analyst 5.23%
Principal Civil Engineer 5.06%
Information Technology Analyst 4.80%
Maintenance Supervisor 4.21%
Facilities Supervisor 4.21%
Management Analyst I 4.10%
City Clerk 3.63% Assistant Engineer - Civil 3.43%
DISCUSSION/ANALYSIS
The proposed resolution approves an amended Salary Schedule effective July 1, 2026.
The amended Salary Schedule consolidates previously negotiated and approved salary adjustments into a single publicly available pay schedule and ensures that the City’s posted Salary Schedule accurately reflects Council-approved compensation for all affected classifications.
The Salary Schedule amendment includes the cost-of-living adjustments previously approved in memoranda of understanding and compensation and benefit plans for represented and unrepresented classifications, additional negotiated adjustments for police management and public safety classifications, and the Police Chief salary adjustment. The amendment also includes additional salary adjustments for certain Management, Supervisory, and Professional classifications based on a total compensation study conducted in April 2026. The survey also included Confidential Employee Group classifications, with results showing all classifications were above the threshold for making salary adjustments.
The proposed action does not approve any new compensation beyond what has already been negotiated, previously approved, or incorporated into the 2026-2028 Draft Biennial Budget. Rather, this action formally adopts the amended Salary Schedule so that the City’s public pay schedule remains current and compliant with California Code of Regulations, Title 2, Section 570.5.
of Regulations, Title 2, Section 570.5.
FISCAL IMPACT
There is no additional fiscal impact associated with this action. The salary adjustments reflected in the amended Salary Schedule are included in the 2026-2028 Draft Biennial Budget being considered by the City Council on June 25, 2026.
STRATEGIC PRIORITY AREA
Boost Financial Resilience and Excellence in Service Delivery REVIEW AND APPROVAL
Prepared and Submitted by - Kristopher J. Kokotaylo, City Attorney Attachments
Newark Salary Schedule Resolution
Salary Schedule
RESOLUTION NO.
RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
NEWARK APPROVING AMENDMENTS TO THE CITY OF
NEWARK SALARY SCHEDULE EFFECTIVE JULY 1, 2026,
IN CONFORMANCE WITH CALIFORNIA CODE OF
REGULATIONS, TITLE 2, SECTION 570.5
WHEREAS, the City of Newark maintains a publicly available Salary Schedule identifying City classifications and corresponding salary ranges and pay rates in accordance with California Code of Regulations, Title 2, Section 570.5; and WHEREAS, the City Council periodically amends the Salary Schedule to reflect negotiated salary adjustments, classification and compensation changes, salary range corrections, and other updates necessary to maintain compliance with California Public Employees’ Retirement System public pay schedule requirements; and WHEREAS, as part of prior labor negotiations and City Council actions, the City Council previously approved salary adjustments for various employee groups and classifications effective July 1, 2026; and
WHEREAS, the City Council previously approved revisions to compensation and benefit plans for unrepresented employees that reflected salary adjustments effective July 1, 2026; and WHEREAS, the City recently conducted total compensation studies for all unrepresented classifications and reviewed salary recommendations for classifications that were found to be two percent or more behind the market average; and
WHEREAS, based on the total compensation study, the proposed amended Salary Schedule incorporates salary adjustments to the pay rates or salary ranges of Management Analyst II, Senior Management Analyst, Senior IT Analyst, Principal Civil Engineer, Information Technology Analyst, Maintenance Supervisor, Facilities Supervisor, Management Analyst I, City Clerk, and Assistant Engineer - Civil; and WHEREAS, the proposed amended Salary Schedule consolidates previously negotiated and approved salary adjustments into a single publicly available pay schedule and ensures that the City’s posted Salary Schedule accurately reflects Council-approved compensation for all affected classifications; and
WHEREAS, the City Council desires to approve the amended Salary Schedule effective July 1, 2026, attached hereto as Exhibit A and incorporated herein by this reference.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Newark that the City Council hereby approves the amended City of Newark Salary Schedule effective July 1, 2026, attached hereto as Exhibit A and incorporated herein by this reference.
BE IT FURTHER RESOLVED that the City Manager is authorized to take all actions necessary to effectuate the intent of this Resolution.
Resolution No. 11,372 2
Classification Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Accountant 56.55 4,524.00 117,624.00 59.39 4,751.20 123,531.20 62.36 4,988.80 129,708.80 65.46 5,236.80 136,156.80 68.74 5,499.20 142,979.20 Accounting Assistant I 39.38 3,150.40 81,910.40 41.36 3,308.80 86,028.80 43.42 3,473.60 90,313.60 45.59 3,647.20 94,827.20 47.88 3,830.40 99,590.40 Accounting Assistant II 43.30 3,464.00 90,064.00 45.47 3,637.60 94,577.60 47.73 3,818.40 99,278.40 50.13 4,010.40 104,270.40 52.64 4,211.20 109,491.20 Accounting Technician I 45.82 3,665.60 95,305.60 48.12 3,849.60 100,089.60 50.52 4,041.60 105,081.60 53.04 4,243.20 110,323.20 55.69 4,455.20 115,835.20 Accounting Technician II 50.40 4,032.00 104,832.00 52.93 4,234.40 110,094.40 55.58 4,446.40 115,606.40 58.35 4,668.00 121,368.00 61.27 4,901.60 127,441.60 Administrative Assistant 45.70 3,656.00 95,056.00 47.97 3,837.60 99,777.60 50.37 4,029.60 104,769.60 52.90 4,232.00 110,032.00 55.54 4,443.20 115,523.20 Administrative Support Specialist I 35.69 2,855.20 74,235.20 37.47 2,997.60 77,937.60 39.34 3,147.20 81,827.20 41.32 3,305.60 85,945.60 43.37 3,469.60 90,209.60 Administrative Support Specialist II 38.95 3,116.00 81,016.00 40.89 3,271.20 85,051.20 42.94 3,435.20 89,315.20 45.08 3,606.40 93,766.40 47.34 3,787.20 98,467.20 Animal Control Officer 44.40 3,552.00 92,352.00 46.63 3,730.40 96,990.40 48.96 3,916.80 101,836.80 51.41 4,112.80 106,932.80 53.98 4,318.40 112,278.40 Assistant City Manager 131.36 10,508.80 273,228.80 157.64 12,611.20 327,891.20 Assistant Engineer-Civil 61.43 4,914.40 127,774.40 64.50 5,160.00 134,160.00 67.72 5,417.60 140,857.60 71.09 5,687.20 147,867.20 74.66 5,972.80 155,292.80 Assistant Maintenance Superintendent 73.12 5,849.60 152,089.60 87.75 7,020.00 182,520.00 Assistant Planner 53.45 4,276.00 111,176.00 56.12 4,489.60 116,729.60 58.92 4,713.60 122,553.60 61.86 4,948.80 128,668.80 64.96 5,196.80 135,116.80 Assistant to the City Manager 69.65 5,572.00 144,872.00 83.58 6,686.40 173,846.40 Associate Civil Engineer 68.77 5,501.60 143,041.60 72.19 5,775.20 150,155.20 75.80 6,064.00 157,664.00 79.59 6,367.20 165,547.20 83.58 6,686.40 173,846.40 Associate Planner 61.17 4,893.60 127,233.60 64.24 5,139.20 133,619.20 67.45 5,396.00 140,296.00 70.81 5,664.80 147,284.80 74.35 5,948.00 154,648.00 Building Inspector I 58.03 4,642.40 120,702.40 60.93 4,874.40 126,734.40 63.98 5,118.40 133,078.40 67.18 5,374.40 139,734.40 70.54 5,643.20 146,723.20 Building Inspector II 60.93 4,874.40 126,734.40 63.98 5,118.40 133,078.40 67.18 5,374.40 139,734.40 70.54 5,643.20 146,723.20 74.06 5,924.80 154,044.80 Building Maintenance Mechanic I 43.48 3,478.40 90,438.40 45.67 3,653.60 94,993.60 47.94 3,835.20 99,715.20 50.35 4,028.00 104,728.00 52.87 4,229.60 109,969.60 Building Maintenance Mechanic II 47.90 3,832.00 99,632.00 50.29 4,023.20 104,603.20 52.82 4,225.60 109,865.60 55.47 4,437.60 115,377.60 58.22 4,657.60 121,097.60 Chief Building Official 100.14 8,011.20 208,291.20 121.72 9,737.60 253,177.60 Chief Information Officer/Information Technology 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 Child Care Instructor 29.14 2,331.20 60,611.20 30.62 2,449.60 63,689.60 32.15 2,572.00 66,872.00 33.75 2,700.00 70,200.00 35.47 2,837.60 73,777.60 City Clerk 84.66 6,772.80 176,092.80 101.57 8,125.60 211,265.60 City Engineer 102.92 8,233.60 214,073.60 123.51 9,880.80 256,900.80 City Manager 190.67 15,253.60 396,593.60
Communications and Public Engagement Manager 80.64 6,451.20 167,731.20 96.76 7,740.80 201,260.80 Community Development Director 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 Community Engagement Manager 73.12 5,849.60 152,089.60 87.75 7,020.00 182,520.00 Community Preservation Manager 80.64 6,451.20 167,731.20 96.76 7,740.80 201,260.80 Community Preservation Specialist I 48.39 3,871.20 100,651.20 50.81 4,064.80 105,684.80 53.34 4,267.20 110,947.20 56.01 4,480.80 116,500.80 58.82 4,705.60 122,345.60 Community Preservation Specialist II 53.23 4,258.40 110,718.40 55.89 4,471.20 116,251.20 58.67 4,693.60 122,033.60 61.61 4,928.80 128,148.80 64.70 5,176.00 134,576.00 Community Service Officer 44.91 3,592.80 93,412.80 47.14 3,771.20 98,051.20 49.50 3,960.00 102,960.00 51.98 4,158.40 108,118.40 54.59 4,367.20 113,547.20 Crime Analyst 59.39 4,751.20 123,531.20 62.36 4,988.80 129,708.80 65.47 5,237.60 136,177.60 68.73 5,498.40 142,958.40 72.18 5,774.40 150,134.40 Deputy Community Development Director 100.14 8,011.20 208,291.20 121.72 9,737.60 253,177.60 Deputy Economic Development Director 100.14 8,011.20 208,291.20 121.72 9,737.60 253,177.60 Deputy Finance Director 100.14 8,011.20 208,291.20 121.72 9,737.60 253,177.60 Engineering Technician I 50.08 4,006.40 104,166.40 52.59 4,207.20 109,387.20 55.22 4,417.60 114,857.60 57.97 4,637.60 120,577.60 60.88 4,870.40 126,630.40 Engineering Technician II 53.63 4,290.40 111,550.40 56.31 4,504.80 117,124.80 59.13 4,730.40 122,990.40 62.09 4,967.20 129,147.20 65.19 5,215.20 135,595.20 Environmental Services Manager 80.64 6,451.20 167,731.20 96.76 7,740.80 201,260.80 Equipment Mechanic I 44.71 3,576.80 92,996.80 46.95 3,756.00 97,656.00 49.30 3,944.00 102,544.00 51.76 4,140.80 107,660.80 54.35 4,348.00 113,048.00 Equipment Mechanic II 49.22 3,937.60 102,377.60 51.69 4,135.20 107,515.20 54.27 4,341.60 112,881.60 56.99 4,559.20 118,539.20 59.83 4,786.40 124,446.40 Executive Assistant 50.79 4,063.20 105,643.20 53.32 4,265.60 110,905.60 55.99 4,479.20 116,459.20 58.79 4,703.20 122,283.20 61.73 4,938.40 128,398.40 Facilities Supervisor 68.86 5,508.80 143,228.80 72.30 5,784.00 150,384.00 75.92 6,073.60 157,913.60 79.71 6,376.80 165,796.80 83.69 6,695.20 174,075.20 Finance Director 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 General Laborer 32.50 2,600.00 67,600.00 34.13 2,730.40 70,990.40 35.84 2,867.20 74,547.20 37.64 3,011.20 78,291.20 39.52 3,161.60 82,201.60 Housing Policies and Programs Manager 84.66 6,772.80 176,092.80 101.57 8,125.60 211,265.60 Human Resources Director 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 Human Resources Technician 46.66 3,732.80 97,052.80 49.00 3,920.00 101,920.00 51.44 4,115.20 106,995.20 54.02 4,321.60 112,361.60 56.72 4,537.60 117,977.60 Information Technology Analyst 65.37 5,229.60 135,969.60 68.63 5,490.40 142,750.40 72.08 5,766.40 149,926.40 75.67 6,053.60 157,393.60 79.45 6,356.00 165,256.00 Range 16
Range 24
Range 17
Range 24
Range 14
Range 16
Range 20
Range 20
Range 20
Range 17
Range 21
Range 16
Range 24
Range 26
Range 14
Range 13
Range 20
Range 24
CITY OF NEWARK
Salary Schedule Effective 07/01/2026
Step 1
Minimum
Step 2 Step 3 Step 4 Step 5
Maximum
Classification Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Hourly Biweekly Annual Information Technology Technician I 45.72 3,657.60 95,097.60 48.00 3,840.00 99,840.00 50.40 4,032.00 104,832.00 52.92 4,233.60 110,073.60 55.57 4,445.60 115,585.60 Information Technology Technician II 51.20 4,096.00 106,496.00 53.76 4,300.80 111,820.80 56.45 4,516.00 117,416.00 59.27 4,741.60 123,281.60 62.23 4,978.40 129,438.40 Junior Engineer-Civil 51.30 4,104.00 106,704.00 53.87 4,309.60 112,049.60 56.56 4,524.80 117,644.80 59.40 4,752.00 123,552.00 62.37 4,989.60 129,729.60 Landscape & Parks Maintenance Worker I 40.62 3,249.60 84,489.60 42.64 3,411.20 88,691.20 44.78 3,582.40 93,142.40 47.02 3,761.60 97,801.60 49.39 3,951.20 102,731.20 Landscape & Parks Maintenance Worker II 44.73 3,578.40 93,038.40 46.98 3,758.40 97,718.40 49.32 3,945.60 102,585.60 51.78 4,142.40 107,702.40 54.37 4,349.60 113,089.60 Landscape Inspector 41.74 3,339.20 86,819.20 43.83 3,506.40 91,166.40 46.02 3,681.60 95,721.60 48.32 3,865.60 100,505.60 50.74 4,059.20 105,539.20 Lead Childcare Instructor 33.53 2,682.40 69,742.40 35.21 2,816.80 73,236.80 36.97 2,957.60 76,897.60 38.82 3,105.60 80,745.60 40.76 3,260.80 84,780.80 Maintenance Superintendent 88.91 7,112.80 184,932.80 106.68 8,534.40 221,894.40 Maintenance Supervisor 68.86 5,508.80 143,228.80 72.30 5,784.00 150,384.00 75.92 6,073.60 157,913.60 79.71 6,376.80 165,796.80 83.69 6,695.20 174,075.20 Management Analyst I 55.64 4,451.20 115,731.20 58.43 4,674.40 121,534.40 61.34 4,907.20 127,587.20 64.41 5,152.80 133,972.80 67.62 5,409.60 140,649.60 Management Analyst II 63.43 5,074.40 131,934.40 66.60 5,328.00 138,528.00 69.93 5,594.40 145,454.40 73.42 5,873.60 152,713.60 77.09 6,167.20 160,347.20 Permit Technician 45.42 3,633.60 94,473.60 47.68 3,814.40 99,174.40 50.06 4,004.80 104,124.80 52.57 4,205.60 109,345.60 55.20 4,416.00 114,816.00 Police Captain 113.89 9,111.20 236,891.20 136.68 10,934.40 284,294.40 Police Chief 130.61 10,448.80 271,668.80 156.73 12,538.40 325,998.40 Police Lieutenant 98.35 7,868.00 204,568.00 118.01 9,440.80 245,460.80 Police Officer 66.27 5,301.60 137,841.60 69.58 5,566.40 144,726.40 73.06 5,844.80 151,964.80 76.71 6,136.80 159,556.80 80.55 6,444.00 167,544.00 Police Records and Evidence Supervisor 57.70 4,616.00 120,016.00 60.59 4,847.20 126,027.20 63.62 5,089.60 132,329.60 66.80 5,344.00 138,944.00 70.15 5,612.00 145,912.00 Police Sergeant 80.37 6,429.60 167,169.60 84.39 6,751.20 175,531.20 88.60 7,088.00 184,288.00 93.03 7,442.40 193,502.40 97.68 7,814.40 203,174.40 Police Support Services Manager 84.66 6,772.80 176,092.80 101.57 8,125.60 211,265.60 Principal Civil Engineer 84.66 6,772.80 176,092.80 101.57 8,125.60 211,265.60 Principal Planner 84.66 6,772.80 176,092.80 101.57 8,125.60 211,265.60 Property and Evidence Technician 43.31 3,464.80 90,084.80 45.48 3,638.40 94,598.40 47.74 3,819.20 99,299.20 50.15 4,012.00 104,312.00 52.65 4,212.00 109,512.00 Public Safety Clerk 42.26 3,380.80 87,900.80 44.37 3,549.60 92,289.60 46.59 3,727.20 96,907.20 48.91 3,912.80 101,732.80 51.37 4,109.60 106,849.60 Public Safety Dispatch Supervisor 60.80 4,864.00 126,464.00 63.83 5,106.40 132,766.40 67.02 5,361.60 139,401.60 70.36 5,628.80 146,348.80 73.89 5,911.20 153,691.20 Public Safety Dispatcher 52.59 4,207.20 109,387.20 55.23 4,418.40 114,878.40 57.98 4,638.40 120,598.40 60.88 4,870.40 126,630.40 63.92 5,113.60 132,953.60 Public Works Director 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 Public Works Inspector 60.94 4,875.20 126,755.20 63.99 5,119.20 133,099.20 67.19 5,375.20 139,755.20 70.55 5,644.00 146,744.00 74.07 5,925.60 154,065.60 Recreation and Community Services Director 119.15 9,532.00 247,832.00 142.96 11,436.80 297,356.80 Recreation and Community Services Supervisor I 59.40 4,752.00 123,552.00 62.37 4,989.60 129,729.60 65.47 5,237.60 136,177.60 68.77 5,501.60 143,041.60 72.19 5,775.20 150,155.20 Recreation and Community Services Supervisor II 65.48 5,238.40 136,198.40 68.78 5,502.40 143,062.40 72.20 5,776.00 150,176.00 75.81 6,064.80 157,684.80 79.60 6,368.00 165,568.00 Recreation Coordinator 46.76 3,740.80 97,260.80 49.09 3,927.20 102,107.20 51.55 4,124.00 107,224.00 54.13 4,330.40 112,590.40 56.83 4,546.40 118,206.40 Red Light Photo Enforcement Technician 43.09 3,447.20 89,627.20 45.24 3,619.20 94,099.20 47.51 3,800.80 98,820.80 49.88 3,990.40 103,750.40 52.38 4,190.40 108,950.40 Senior Accountant 65.48 5,238.40 136,198.40 68.78 5,502.40 143,062.40 72.20 5,776.00 150,176.00 75.81 6,064.80 157,684.80 79.60 6,368.00 165,568.00 Senior Administrative Support Specialist 42.85 3,428.00 89,128.00 44.99 3,599.20 93,579.20 47.25 3,780.00 98,280.00 49.61 3,968.80 103,188.80 52.09 4,167.20 108,347.20 Senior Building Inspector 63.67 5,093.60 132,433.60 66.85 5,348.00 139,048.00 70.19 5,615.20 145,995.20 73.70 5,896.00 153,296.00 77.40 6,192.00 160,992.00 Senior Building Maintenance Mechanic 52.75 4,220.00 109,720.00 55.39 4,431.20 115,211.20 58.15 4,652.00 120,952.00 61.08 4,886.40 127,046.40 64.11 5,128.80 133,348.80 Senior Civil Engineer 81.14 6,491.20 168,771.20 85.20 6,816.00 177,216.00 89.47 7,157.60 186,097.60 93.95 7,516.00 195,416.00 98.61 7,888.80 205,108.80 Senior Equipment Mechanic 54.19 4,335.20 112,715.20 56.89 4,551.20 118,331.20 59.74 4,779.20 124,259.20 62.74 5,019.20 130,499.20 65.88 5,270.40 137,030.40 Senior Information Technology Analyst 72.36 5,788.80 150,508.80 75.97 6,077.60 158,017.60 79.77 6,381.60 165,921.60 83.75 6,700.00 174,200.00 87.95 7,036.00 182,936.00 Senior Landscape & Parks Maintenance Worker 49.26 3,940.80 102,460.80 51.72 4,137.60 107,577.60 54.32 4,345.60 112,985.60 57.02 4,561.60 118,601.60 59.86 4,788.80 124,508.80 Senior Landscape Inspector 49.26 3,940.80 102,460.80 51.72 4,137.60 107,577.60 54.32 4,345.60 112,985.60 57.02 4,561.60 118,601.60 59.86 4,788.80 124,508.80 Senior Management Analyst 71.94 5,755.20 149,635.20 75.55 6,044.00 157,144.00 79.32 6,345.60 164,985.60 83.28 6,662.40 173,222.40 87.44 6,995.20 181,875.20 Senior Planner 70.81 5,664.80 147,284.80 74.35 5,948.00 154,648.00 78.07 6,245.60 162,385.60 81.98 6,558.40 170,518.40 86.08 6,886.40 179,046.40 Senior Street Maintenance Worker 49.27 3,941.60 102,481.60 51.73 4,138.40 107,598.40 54.32 4,345.60 112,985.60 57.03 4,562.40 118,622.40 59.89 4,791.20 124,571.20 Strategic Initiatives Manager 88.91 7,112.80 184,932.80 106.68 8,534.40 221,894.40 Street Maintenance Worker I 40.62 3,249.60 84,489.60 42.64 3,411.20 88,691.20 44.78 3,582.40 93,142.40 47.02 3,761.60 97,801.60 49.39 3,951.20 102,731.20 Street Maintenance Worker II 44.73 3,578.40 93,038.40 46.97 3,757.60 97,697.60 49.32 3,945.60 102,585.60 51.78 4,142.40 107,702.40 54.37 4,349.60 113,089.60 Urban Forest Supervisor 57.70 4,616.00 120,016.00 60.59 4,847.20 126,027.20 63.62 5,089.60 132,329.60 66.80 5,344.00 138,944.00 70.15 5,612.00 145,912.00 Vehicle Abatement Officer 35.49 2,839.20 73,819.20 37.25 2,980.00 77,480.00 39.12 3,129.60 81,369.60 41.09 3,287.20 85,467.20 43.13 3,450.40 89,710.40 Range 17
Range 17
Range 24
Range 24
Range 18
Range 18
Range 22 - CAP
Range 26 - CHIEF
Range 19 - LT
Range 17
Step 1
Minimum
Step 2 Step 3 Step 4 Step 5
Maximum
CITY OF NEWARK
Salary Schedule Effective 07/01/2026