Town of Portola Valley
Fiscal Year 2026-27 Expenditure Budget Study Session
April 8, 2026
Overview
• Town Organization
• Departments
• Funds
• Expense Categories
Town
Departments
• 22 total functions
Town Departments
Administration Dept No Recreation Dept No
Town Council 110 Community Hall 410
Town Committees 115 Parks & Fields Maintenance 420
Town Manager 120
Town Attorney 125 Public Works
Town Clerk 130 Roads, Facilities & Development Services 510 Finance 140
Non-Departmental
Public Safety Non-Departmental 610
Police Services 210
Fire Services 220 Road Maintenance Districts
Dispatch Services 230 Road Maintenance Districts 620
Planning & Building Capital Projects
Planning Division 310 Roads & Right of Way Improvements 710 Building Division 320 Parks & Fields Improvements 720
Code Compliance 330 Open Space Improvements 725
Customer Deposits 340 Facilities & Buidings Improvements 730 Town Funds • 19 Active Funds
• 5 Categories
Town Funds
General Fund Capital Projects
General Fund 101 Capital Projects 401
Special Revenue Funds Special Districts
Grants 201 Crescent RMD 501
Public Safety Sales Tax 202 Portola Valley Ranch RMD 502 Public Safety COPS Grant 203 Wayside II RMD 504
Open Space 204 Woodside Highlands RMD 505
Library 205
Gas Tax 206 Agency Funds
Frog Pond 208 Customer Deposits 701
Measure A 211
Measure M 212
Measure W 213
Park in-lieu 221
Inclusion in -lieu 222
Town
Funds –
Sources
and Uses
Sources and Uses
Fund Source Use
101-General Fund Taxes, Fees General Operations
201-Grants Grants Operations, Capital
202-Public Safety Sales Tax Sales Tax Public Safety
203-Public Safety COPS Grant Sales Tax Public Safety
204-Open Space UUT, Contributions Open Space acquisitions and preservation 205-Library County Library
206-Gas Tax HUTA, RMRA Transportation
208-Frog Pond Contributions Frog Pond remnant preservation 211-Measure A Sales Tax Transportation
212-Measure M Motor Vehicle Fee Transportation
213-Measure W Sales Tax Transportation
221-Park in-lieu Developer Fee Parks and fields
222-Inclusion in -lieu Developer Fee Affordable Housing 401-Capital Projects General Fund Capital Projects
501-Crescent RMD Assessments Private road maintenance
502-Portola Valley Ranch RMD Assessments Private road maintenance 504-WaysideII RMD Assessments Private road maintenance
505-Woodside Highlands RMD Assessments Private road maintenance 701-Customer Deposits Applicant Applicant projects
Expenses
Salaries & Benefits
Contract Services
Supplies
Maintenance
Capital Improvements (CIP)
Transfers
Council Priorities
Financial
Responsibility and
Long-term Viability
Safety
Operational
Efficiency and
Effectiveness
Responsible Land
Use
Community Environmental
Sustainability
Salary Schedule
• Adopted annually by Council
• Council Direction needed
• COLA and Merit increases
• Used to develop the Budget Workforce
Plan
Bottom Top Bottom Top
Town Manager
Assistant Town Manager $190,962 $246,129 salary
Town Clerk $120,119 $157,060
Administrative Services Manager $127,308 $167,622 salary Senior Administrative Analyst $120,119 $157,060 salary
Administrative Analyst $103,941 $129,411 $49.97 $62.22
Administrative Assistant $77,441 $93,863 $37.23 $45.13
Finance Director $180,353 $235,520
Senior Accountant $114,577 $137,917
Finance Technician $58,091 $101,524 $27.93 $48.81
Planning and Building Director $180,353 $235,520
Deputy Building Official $121,422 $180,138 $58.38 $86.60 Senior Planner $122,686 $172,873 $58.98 $83.11
Associate Planner $103,440 $141,229 $49.73 $67.90
Assistant Planner $94,972 $128,187 $45.66 $61.63
Senior Development Review Technician $88,142 $111,646 42.38 53.68 Development Review Technician I/II $57,077 $100,112 $27.44 $48.13 Town Engineer $185,400 $210,120
Engineering Technician $88,141 $111,646 42.38 53.68
Maintenance Worker III $96,707 $135,617 $46.49 $65.20
Maintenance Worker II $88,470 $110,745 $42.53 $53.24
Maintenance Worker I $70,147 $99,574 $33.72 $47.87
Consultant/Intern/Temporary Help - - $25.00 $175.00
set by contract salary
FY 2025-26 Salary Schedule:
Administration
Annual Range Hourly Range
salary
Finance
salary
salary
Planning & Building
Public Works / Facilities Maintenance
salary
salary
Salaries
• Total FTE 15.5
• Recruitment ongoing for Senior Development Review
Technician
Budgeted Positions
Administration Status Planning & Building
Town Manager Filled Planning & Building Director Filled Assistant Town Manager Recruiting Senior Planner Filled Administrative Services Manager Filled Senior Development Review Technician Recruiting Town Clerk Filled
Administrative Analyst Filled Temporary Help PT
Administrative Analyst Filled
Finance Public Works / Facilities Maintenance
Finance Director Filled Town Engineer Filled
Senior Accountant Filled Maintenance Worker III Filled
Finance Technician Filled Maintenance Worker III Filled Total FTE 15.5
Cost-of-Living
Adjustment (COLA)
• 3.62% average increase since 2022
• 2.0% increase - $42K
• 3.0% increase - $63K
• 4.0% increase - $84K
• Staff recommends 3% COLA increase totaling $63,000
CPI Index - San Francisco (All items)
2022 2023 2024 2025 2026 Average
5.2 5.3 2.4 2.7 2.5 3.62
Merit
Merit
1% 15,500
2% 31,000
3% 46,000
4% 61,500
5% 77,000
• For employees not at the top range
• 11 employees
• No merit increases in last two budget
cycles
• Staff recommends a 2% pool for merit
increases
Benefits
Retirement Medical Dental Vision
Retirement
Employer Contribution Rates
Classic Inc/Dec PEPRA Inc/Dec
FY 2021-22 10.34% 0% 7.59% 0%
FY 2022-23 10.32% -0.02% 7.47% -0.12%
FY 2023-24 11.84% 1.52% 7.68% 0.21%
FY 2024-25 11.88% 0.04% 7.87% 0.19%
FY 2025-26 11.94% 0.06% 7.96% 0.09%
FY 2026-27 11.92% -0.02% 7.93% -0.03%
• Two Tiers
• Classic – 2% @ 55
• PEPRA – 2% @ 62
• Employee Contribution Rate
• Classic – 7.00%
• PEPRA – 7.75%
• Total Contributions
• FY 21-22 - $175,839
• FY 22-23 - $176,126
• FY 23-24 - $173,836
• FY 24-25 - $136,587
• FY 25-26 - $111,223
Unfunded Accrued
Liability (UAL)
• The difference between the actuarily
determined pension liability and the
market value of assets (MVA) held at
CalPERS amortized on an annual basis
over years.
• Agencies can elect one-time
prepayment for savings
• Pension Liability – $1.97 Million
• Accrued Liability - $10.97 Million
• MVA - $9.0 Million
Unfunded Accrued Liability - UAL
Classic PEPRA Total
FY 2021-22 87,654 3,927 91,581
FY 2022-23 103,055 4,125 107,180
FY 2023-24 93,769 - 93,769
FY 2024-25 129,326 2,216 131,542
FY 2025-26 162,957 4,802 167,759
FY 2026-27 194,952 - 194,952
Medical
• Anthem rates have increased 12% on average since FY 2021-22 • Kaiser rates have increased 8% on average since FY 2021-22 • Since premium increases go into effect Jan 1 assumes a 5% increase in medical premiums
• Rates displayed are for employee only plans
Medical Premium
Anthem Perc Kaiser Perc
FY 2021-22 1,057.01 0% 857.06 0%
FY 2022-23 1,200.12 13.54% 913.74 6.61%
FY 2023-24 1,314.27 9.51% 1,021.41 11.78%
FY 2024-25 1,476.10 12.31% 1,112.90 8.96%
FY 2025-26 1,670.14 13.15% 1,168.86 5.03%
FY 2026-27* 1,870.56 12.00% 1,262.37 8.00%
*Projected
Medical
Medical Premium
Premium Increase Perc
FY 2021-22 154,340.00 - -
FY 2022-23 188,125.00 33,785 21.89%
FY 2023-24 207,374.00 19,249 10.23%
FY 2024-25 193,046.00 (14,328) -6.91%
FY 2025-26 224,453.00 31,407 16.27%
FY 2026-27* 251,387.36 26,934 12.00%
Contract Services
Some Town services are supported
through contract providers and
consultants
• San Mateo County Sheriff’s Office
• Woodside Fire Protection District Public Safety
• Good City
• CSG Consultants Planning & Building
Subscriptions • OpenGov
San Mateo County
Sheriff • $197K increase to FY 26
-27
contract
• $508K - Increase to FY 26-27 GF
Budget • $197K Increase • $211K expired credit • $100K use of ARPA funds Sheriff Contract
Fiscal Year Amount Increase Percentage
FY 2018-19 1,058,278 - 0.00%
FY 2019-20 1,153,523 95,245 9.00%
FY 2020-21 1,257,340 103,817 9.00%
FY 2021-22 1,370,500 113,160 9.00%
FY 2022-23 1,493,845 123,345 9.00%
FY 2023-24 2,346,584 852,739 57.08%
FY 2024-25 2,382,817 36,233 1.54%
FY 2025-26 2,339,626 (43,191) -1.81%
FY 2026-27 2,536,758 197,132 8.43%
Woodside Fire
Protection District
• Crew – costs associated with the Town
right-of-way vegetation management
program
• Chipper – costs associated with the
Town’s share of the annual Chipper
program
• FME – costs associated with the Fuel
Mitigation Engineer.
Woodside Fire Protection District
Fiscal Year FME Chipper Crew Total
FY 2020-21 35,532 26,533 26,140 88,205
FY 2021-22 36,960 38,553 67,778 143,291
FY 2022-23 38,816 47,954 199,634 286,404
FY 2023-24 41,969 40,133 146,459 228,561
FY 2024-25 55,384 68,911 121,391 245,686
FY 2025-26 59,179 47,843 134,646 241,668
FY 2026-27 59,179 38,569 142,300 240,048
Capital Improvement Plan (CIP)
Category
Project Amount 101 401 201 206 211 212 213 222
2025-001 2025 Street Resurfacing $ 900,000 $ - 156,903 - 114,967 421,130 57,000 150,000 - 2025-003 Storm Drain Repairs 20,000 - 20,000 - - - - - - Total - Roads & Right of Way $ 920,000 - 176,903 - 114,967 421,130 57,000 150,000 - 2025-004 Ford Field Bathroom - Design $ 51,000 $ 6,000 - - - - - - 45,000 2025-005 Town Courts Resurfacing 35,000 - - 35,000 - - - - - Total - Parks & Fields $ 86,000 6,000 - 35,000 - - - - 45,000 2025-006 Valley Oak Trail Bridges $ 50,000 $ - 50,000 - - - - - - 2025-007 Trail Rehabilitation 25,463 - 25,463 - - - - - - Total - Open Space 75,463 - 75,463 - - - - - -
2025-008 Town Hall Energy Efficiency Upgrades $ 64,000 $ - - 64,000 - - - - - 2025-010 Town Hall IT Upgrades 50,000 - 50,000 - - - - - - 2025-011 Schoolhouse IT Upgrades 100,000 - - 100,000 - - - - - Total - Buildings & Facilities 214,000 - 50,000 164,000 - - - - - Total - CIP Budget 1,295,463 6,000 302,366 199,000 114,967 421,130 57,000 150,000 45,000 Buildings & Facilities
Funding
Parks & Fields
Open Space
Roads & Right of Way
Capital
Improvement
Plan (CIP)
Multi-year roadmap that helps prioritize and
manage capital projects
Outlines an organization’s long-term investments in
infrastructure, facilities and equipment
Effective budgeting and resource allocation tool
Aligns strategic and comprehensive plans with fiscal
capacity
Capital
Improvement
Plan
A working document that should
be reviewed and updated annually
Defines difference between
maintenance and capital
improvements
Informs residents about the Town’s
investment in infrastructure,
facilities and equipment
Capital Improvement Plan
Step 1 – Organizing the CIP
Engage all departments for process, forms, criteria and schedule Identify infrastructure needs, equipment replacement, and facility improvements
Step 2 – Identify projects and funding options
Step 3 – Prepare and recommend a
capital plan and capital budget
Stakeholder outreach
Council approves capital plan
Step 4 – Adopt the capital budget First year of the capital plan Fiscal
Forecast
Fiscal Forecast
Structural Deficit – ($700,000) Without new revenue corrective action on the expense side would impact
Financial Responsibility and Long-term viability
Safety
Operational Efficiency and Effectiveness
Community
Expense Reductions to be Considered at Mid-Year
Reduce
Reduce Personnel
Priority Impact
- Operational
Efficiency &
Effectiveness
Suspend
Suspend Town
Committee and
Non-profit Funding
Priority Impact
-Community
Reduce
Reduce Staff
Development
Priority Impact
- Operational
Efficiency &
Effectiveness
Cap
Cap Consultant
Hours in Building &
Planning
Priority Impact
- Operational
Efficiency &
Effectiveness
- Community
- Responsible Land
Use
Reduce
Reduce Fire
Mitigation services
Priority Impact
- Safety
-Community
Reduce
Reduce Sheriff
services
Priority Impact
- Safety
- Community
Discussion & Direction