Nick Pegueros, Administrative Services Director & CFO
Hae Won Ritchie, P .E., City Engineer/Dep. Public Works Director
June 10, 2025
City Council Study Session
MEASURE Q SPENDING PLAN
& STORMWATER PROGRAM
2 AGENDA
Objective
Stormwater Program
Purpose of storm drain system
Causes of system not functioning “ideally”
Current and future projects
Timeline and costs
Proposed Spending Plan for Measure Q
3 OBJECTIVE
Receive a presentation on the Stormwater
Program and proposed plan for the first and
second issuances of general obligation bonds
or “tranches” of Measure Q
4 Stormwater Program
Hae Won Ritchie, P .E., City Engineer/Dep. Public Works Director
5 STORMWATER PROGRAM
Storm Drain System
Capacity
Maintenance and repair, capital improvements
Regulatory Compliance
Natural Setting
6 Conventional Stormwater Management
Green Infrastructure
7 Heavier rainstorms
Capacity – pipe size
Condition – deterioration, age
Boundary condition – outfall/tidal influence
SYSTEM NOT FUNCTIONING IDEALLY
8 Walnut
SFO
SSF
OneShoreline
Infrastructure
CALTRANS
Belle Air
(2022)
7th Avenue
(2022)
El Camino Real
(2014)
9 EXAMPLES OF FLOODING
IN SAN BRUNO
10 PIPELINE CONDITION
RAIN EVENT
Failing Pipe
Sinkhole
GROUNDWATER
Church of the Highlands
11 EXAMPLE OF SINKHOLE
IN SAN BRUNO
EXAMPLES OF LANDSLIDES
IN SAN BRUNO
Crestmoor Canyon Tank 4 Site
12 13
How Are We Addressing
The Situation?
NOW
• Storm Drain Condition Assessment ($250,000)
• $250,000 annual operating budget line-item to repair broken pipes • Concrete drainage near Recreation & Aquatic Center
• Collaboration with OneShoreline (FEMA grant)
Condition Issues
Regulatory Compliance
• Complying with Municipal Regional Permit (MRP) Citywide effort • Regional Stormwater Capture Project at I-280 and I-380 • Collaboration with OneWatershed/CCAG
Capacity/Outfall Issues
14 • Repairing storm drain condition issues ($1 million annually) • Storm Drain Master Plan update to address capacity issues • Identify and implement projects to increase infiltration/detention/attenuation • Continued partnership with OneShoreline, multijurisdictional collaboration Condition Issues
Regulatory Compliance
• Continued compliance with MRP
• Bioretention project in proposed budget
• Continued partnership with C/CAG on OneWatershed
Capacity
/Outfall Issues
UPCOMING
How Are We Addressing
The Situation?
15 Policy and/or legislation
Capture of private runoff
Maintain permeable surface on private property
Fund projects that detain and infiltrate runoff on
City property
Fund projects that provide flood protection
OTHER POTENTIAL ACTIONS
16 MEASURE Q ROADMAP
Proposed Program
• Storm Drain Condition Assessment
(already funded, 1 year)
• Storm Drain Master Plan Update
($500K)
• Bioretention Project ($1.8M)
• Pipeline repair near Tank 1 ($100k)
• Pipeline repair addressing near-term
condition issues (~$1M annually
starting FY27)
Regional Flood Mitigating
Improvements
• Rehabilitation of Angus Pump Station
and Walnut Pump Station
• San Bruno Creek tide gate
improvements
• Other concepts: inlet piping upsizing,
detention basins, creek widening,
habitat enhancements, and public
access opportunities
17 FLOOD MITIGATING PROJECT SCHEDULE
18 MEASURE Q – STORMWATER
19 Measure Q
Nick Pegueros, Administrative Services Director & CFO
20 MEASURE Q OVERVIEW
Capital expenditures for storm drains, streets,
and fire stations totaling $102 million
Issue 3 tranches
FY26 – $34.5 million
FY30 – $34.5 million
FY35 – $33 million
Must be spent within 5 years of issuance
21 MEASURE Q SPENDING PLAN
22 QUESTIONS?
NATIONAL MOSQUITO CONTROL
AWARENESS WEEK
Proclamation declaring June 15 - 21, 2025 as
NATIONAL AMATEUR RADIO WEEK
Proclamation declaring June 22 -28, 2025 as
Matthew Lee, P .E., Public Works Director
Ana Morales, Management Analyst
Kirsten Pinochi, Recology San Bruno
June 10, 2025
City Council Regular Meeting
FY2025
-
26 Solid Waste Rate Adjustment
AGENDA
Objective
Background
Rate Adjustment
Tonight’s Recommended Action
Questions
Fiscal Impact
2 3
OBJECTIVE
Hold Public Hearing
Consider Adoption of a Resolution Approving
an Increase to Rates for Solid Waste Collection
Services Provided by Recology San Bruno,
Effective July 1, 2025
3 BACKGROUND
4 Proposed
Rate
Adjustment
July 1, 2025
Customer
Type
Effective
Date
July 1, 2025
Example
Increase
Residential 2.87%
$1.17 monthly
increase for a
32-gallon
residential cart
Commercial &
Debris Box 2.87%
$3.27 monthly
increase for a
64-gallon
commercial
cart
5 o Recology entitled to annual adjustments
per Franchise Agreement and
amendments
oNew rate = based on “Interim Rate Year”
adjustment
oInflation adjustment methodology
Adjustment
Methodology
6 7
Comparative Rates Across
San Mateo County
7 San Bruno’s proposed 32
-
gallon rate:
$41.85
County average:
$45.77
San Bruno’s rate is
8.6% below
average;
7th lowest
of 18 cities
7 88
CITY 32G RATE SERVICED BY
Colma $30.05 Allied
Burlingame $35.76 Recology
El Granada $36.00 Recology
Foster City $37.66 Recology
San Mateo $37.93 Recology
Daly City $39.84 Allied
San Bruno (Proposed) $41.85 Recology
Montara $42.98 Recology
South San Francisco $44.18 SSF Scavenger
Half Moon Bay $44.93 Allied
Brisbane $45.72 SSF Scavenger
Millbrae $45.92 SSF Scavenger
Belmont $48.95 Recology
Pacifica $50.11 Recology
San Carlos $50.27 Recology
Menlo Park $58.64 Recology
Atherton $62.34 Greenwaste
Hillsborough $70.69 Recology
Average $45.77
Comparative Rates
Across San Mateo County
8 9
Historical Rate
Changes
Prev ious FA1998 Current FA 2034
1010
Prop 218 Process
Proposition 218 requires
45-day notice and public hearing
Notice mailed April 25, 2025
10 Date Action
Mar 11, 2025 Council authorized rate process
Apr 25, 2025 Hearing notices mailed
Jun 10, 2025 Public hearing & rate adoption
Jul 1, 2025 Rates take effect
Implementation
Timeline
11 12
FISCAL IMPACT
No fiscal impact . Recology reimburses the City for notices and mailers.
12 13
TONIGHT’S RECOMMENDED ACTION
Adopt a Resolution Approving an Increase to
Rates for Solid Waste Collection Services
Provided by Recology San Bruno, Effective July
1, 2025
13 Hold Public Hearing
14 QUESTIONS?
Assembly Bill 2561
June 10, 2025
City Council Regular Meeting
Scott Truong
Human Resources Manager
AGENDA
I. Objective
II. Background
III. Bargaining Groups and Vacancy Rates
IV. Recruitment and Retention
V. Recommended Action
VI. Next Steps
VII. Questions
2 OBJECTIVE
Conduct a Public Hearing in accordance with Assembly Bill 2561/Government Code Section 3502.3 Regarding the Status of Vacancies, Recruitment and Retention Efforts.
3 BACKGROUND
Assembly Bill 2561
1. Track job vacancies;
2. Present information on vacancies and recruitment and retention efforts at least once per fiscal year; and
3. Identify any policies, procedures, and recruitment activities that may present obstacles in hiring.
Additional Obligations May Apply if the Vacancy Rate in a Bargaining Unit Exceeds 20%.
4 BARGAINING GROUPS – 24/25 FTE
5 Six (6) Bargaining Groups
Teamsters Local 856, IBT
Fire
Miscellaneous
Police
Public Safety Mid-Management (PSMM)
Teamsters Local 350, IBT
Mid-Management
San Bruno Management Employee Association
(SBMEA)
BARGAINING GROUPS – 24/25 FTE
6 Six (6) Bargaining Groups Budgeted FTE
Teamsters Local 856, IBT
Fire 33
Miscellaneous 92
Police 56
Public Safety Mid-Management (PSMM) 15
Teamsters Local 350, IBT
Mid-Management 62
San Bruno Management Employee Association
(SBMEA) 6
VACANCY RATES
Effective May 1, 2025
7 Bargaining Groups Budgeted
FTE
Filled
FTE
Vacant
FTE
Vacancy
Rate
Fire 33 32 1 3%
Miscellaneous 92 77 15 19%
Police 56 50 6 12%
PSMM 15 14 1 7%
Teamsters Local 856
VACANCY RATES
Effective May 1, 2025
8 Bargaining Groups Budgeted
FTE
Filled
FTE
Vacant
FTE
Vacancy
Rate
Fire 33 32 1 3%
Miscellaneous 92 77 15 19%
Police 56 50 6 12%
PSMM 15 14 1 7%
Teamsters Local 856
VACANCY RATES
Effective May 1, 2025
9 Bargaining Groups Budgeted
FTE
Filled
FTE
Vacant
FTE
Vacancy
Rate
Mid-Management 62 53 9 17%
San Bruno Management
Employee Association
6 6 0 0%
Teamsters Local 350 and SBMEA
RECRUITMENT
• Recruitment Operations
Maintained internally and
aligned with the organization.
• New Human Resources
Management System (HRIS)
Promote efficiency and
transparency.
• Adapted Recruitment Strategies
Manager outreach
10 RETENTION
• Employee Engagement
Action plans
Unrepresented plan
• Comprehensive Compensation Study
Compensation guideline
Compensation study
• Learning and Development
Structured training series
Professional development conferences
11 TONIGHT’S RECOMMENDED ACTION
• Conduct a public hearing and receive report
12 NEXT STEPS
• In accordance with Assembly Bill 2561, Staff will report back in a year and in coordination with the budget.
13 QUESTIONS?
14 Community Services Department
Master Fee Schedule Update
June 10, 2025
Presented by: Damian Sandholm, Deputy Director
Slide Title Here
1. Fiscal Analysis Goals
2. RAC Year One Overview
3. Market Analysis
4. Overview: Dept. Fee Structure Proposal
5. Detailed changes to
1. RAC membership structure and fees
2. Facility & Program fees
6. Fiscal Impact
7. Recommendation for Council approval
Agenda
Slide Title Here
• Ensure the RAC provides the best value-for-membership experience of similar facilities across the region,
combining wellness, community, and recreation.
• Ensure the RAC’s long-term operational sustainability • Secure benefit for San Bruno residents
• Promote equitable access
• Assess Year 1 projections with operational data
Fiscal Analysis Goals
Slide Title Here
Summer 2024:
• RAC Grand Opening
• Early participation strategy: introductory membership pricing promotion
The RAC is now a vital hub of the broader San Bruno
community -- as of May 15, 2025:
Q2, 2025: community feedback and benchmarking study
Increased Operational Expenses
Year One Overview
• 1,700+ members
• 25,000+ admissions
• 200-300 visits daily
Slide Title Here
Comparative sites:
• Silliman Aquatic Center (Newark)
• Centennial Recreation Center (Morgan Hill)
• Private gyms (Fitness 19, 24-Hour Fitness, YMCA, Bay Club, Equinox) Key finding:
Market research demonstrates the RAC offers best value-for- membership experience of similar facilities across the region.
Market Analysis
Slide Title Here
Changes to RAC Memberships & Fees
• Proposed formal fee structure sunsets introductory promotion • Moderate increases to all membership categories
• Incentives for resident memberships provided by SBCF grant • New age-based tiers reduce cost burden for families
Changes to Community Services Facility & Program Fees
• Increases resident & nonprofit discount rates
• Introduces “Party Packages” @ RAC
• 3% adjustment Programs and Services not related to the RAC Proposal Overview
Slide Title Here
Moderate rate increases to all categories
• Resident Incentive: ~20% resident incentive funded by SBCF grant (FY25-26) Creates new rate tiers:
• Youth (2–13) - reduces cost burden for families
• Adult/Teen (14–59)
• Senior (50+)
Flexibility: Monthly without commitment and Annual options • Initiation fee for monthly memberships
Proposed: RAC Memberships
ere
Proposed: RAC Memberships
Current Proposed
Monthly
Rate
Annual
Rate
Monthly
Rate
Annual
Rate
Youth (2-13) N/A N/A $46 $552
Youth (2-13) Additional Member N/A N/A $39 $468
Teen/Adult (14-49) $36 $432 $66 $792
Teen/Adult (14-49) Additional Member $30 $360 $56 $672
Senior (50+) N/A N/A $53 $636
Senior (50+) Additional Member N/A N/A $45 $540
Current Proposed After 20% Incentive
Monthly
Rate
Annual
Rate
Monthly
Rate
Annual
Rate
Monthly
Rate
Annual
Rate
Youth (2-13) N/A N/A $39 $468 $31 $374
Youth (2-13) Additional Member N/A N/A $33 $396 $26 $317 Teen/Adult(14-49) $30 $360 $55 $660 $44 $528
Teen/Adult (14-49) Additional Member $25 $300 $47 $564 $38 $451 Senior (50+) N/A N/A $44 $528 $35 $422
Senior (50+) Additional Member N/A N/A $37 $444 $30 $355 Resident
Non-Resident
Slide Title Here
SBCF Incentive reduces the amounts residents pay by
approximately ~20% from the standard membership rates
Incentives
$0
$100
$200
$300
$400
$500
$600
$700
Youth (3-13)
Resident
Additional
Youth (3-13)
Resident
Adult/Teen (14-
49) Resident
Additional
Adult/Teen (14-
49) Resident
Senior (50+)
Resident
Additional
Senior (50+)
Resident
Annual
Rate Paid by Customer 20% SBCF subsidy
$0
$10
$20
$30
$40
$50
$60
Youth (3-13)
Resident
Additional
Youth (3-13)
Resident
Adult/Teen
(14-49)
Resident
Additional
Adult/Teen
(14-49)
Resident
Senior (50+)
Resident
Additional
Senior (50+)
ResidentMonthly
Rate Paid by Customer 20% SBCF subsidy
Slide Title Here
San Bruno Residents: Incentive
• Funded by $2.25M SBCF grant
• 20% discount for FY25-26
• Phased adjustment to incentive, FY26-27
Existing Members: Introductory Rate Lock-In
• Through August 1, pre-payment of annual dues
• Facilitated via email, phone, or front desk
• Reduced Initiation Fee Prior to August 1, 2025
NOTE: Dedicated community outreach and communications efforts to increase awareness of both incentives
Incentives con’t…
Slide Title Here
Proposed: standardized 3% increase
Exceptions based on market analysis:
• Indoor - Increased discounts for residents (35%) & nonprofits (30%) • Pools - Increased for staffing and cost recovery
• Introduction of RAC Party Packages
Proposed: Facility and Program Fees
Slide Title Here
Existing membership communications:
• Digital outreach for Lock-In Promotion
(July 2025)
Public communications:
• City Manager eNewsletter
• Social media, Direct mail
• Onsite signage
• Upcoming launch of dedicated RAC
website (July 2025)
Resident communications:
• Secondary promotional effort to promote
SBCF incentive: August 2025
Planned Outreach
Slide Title Here
Projected annual revenue increase: $400,000
• 3% Increase in Other Programs and Services
• Reduced General Fund reliance
• Balances financial sustainability with equitable community access Fiscal Impact
Slide Title Here
Thank You!
San Bruno
Community
Foundation
Slide Title Here
Adopt a resolution amending the City’s Master Fee Schedule to Increase or Establish Fees for Parks and Recreation Facilities and Services and to Increase Fees for Tree Maintenance Permits Effective July 1, 2025
• (RAC fees effective August 1, 2025)
Recommendation
Slide Title HereQ&A
Introduction of the City Manager’s
Recommended Fiscal Year 2025-26
Budget
June 10, 2025
AGENDA
I. Objective
II. Setting the Table
III. Budget Overview
IV. Capital Budget Overview
V. Recommendation
VI. Questions
2 OBJECTIVE
Receive the City Manager’s
Recommended Fiscal Year
2025-26 (FY26) Budget
• High level overview
• Key takeaways:
General Fund balanced
Maintaining existing services
Expanding services
3 SETTING THE
TABLE
Alex D. McIntyre, City Manager
4 Why do we
prepare a
budget?
• Required to pay bills
• Set service and program
priorities
• Communicate City finances
5 CURRENT FISCAL YEAR
ACCOMPLISHMENTS
6 Some 2024-25 Accomplishments
• Recreation and Aquatic Center
opened
• $10+ million and 9.93 miles of
street repairs
• 150 Regulated Output (RO)
streetlights replaced
• New police chief
• Centennial Plaza revamp
completed
• CityNet sale
• Measure Q
7 FY26 TAKEAWAYS
8 FY26 Takeaway:
City Finances by the Numbers
All Funds
• $287 million
• 49 Funds
• 287 employees
General Fund
• Balanced budget
• $68.8 million
• 188 employees
Capital
Improvements
• $136.85 million total
• 118 projects
• $13.49 million for street paving and sidewalks
9 FY26 Takeaway:
Expenditure Considerations
• General economic conditions
• New unfunded state mandates
• Service-based organization
73%, $50 million, of total
budget is personnel
All labor contracts expire on
December 31, 2025
Budget includes a
contingency for salary
increases
10 FY26 Takeaway:
Revenue Considerations
State Default on 2004 Legislation
San Mateo Co. cities losing backfill for lost
Vehicle License Fee revenue
$7 million, annually
State Controller’s Audit Determination
San Mateo Co. allocation of Excess ERAF
to cities rendered invalid
$2 million, annually
CDTFA Ruling
Tax Sharing Agreement misallocates sales
tax revenue to San Bruno, in litigation
$6-7 million, annually
2024 Senate Bill 549 Enabled Litigation
Authorizes casinos to sue cardrooms for
lost revenue
$3.7 million, annually
General Fund At Risk
$19-20 million, annually
11 FIVE YEAR PLAN:
“SAN BRUNO TRIPLE FLIP”
12 Available Revenue
• Measure Q, restricted revenue:
Streets
Fire Stations
Stormwater
• Measure G, unrestricted revenue:
Revenues are fungible
New City Council initiatives
Unfunded mandates
Leverage existing resources for long-term benefits
13 $30 million
Fire Station No. 52
SBCF grant & Measure Q
$40 million
Pavement Management
Program (PMP)
Measure Q
$17.5 million
General Fund Operations
Measure G
5-year San Bruno Triple Flip
• Flip 1 – $30 million Fire Station
No. 52 Reconstruction
(augmented by SBCF grant)
• Flip 2 – $40 million Pavement
Management Program
using Measure Q and
other restricted revenue
• Flip 3 – $17.5 million to support
General Fund operations
(Measure G)
Five Year Funding –
Paving with Triple Flip
15 Q
Q
G
Q
G
FY26 FY27 FY28
Q
G
FY29
Paving Funding Before
Triple Flip
Q
G
FY30 Paving funding
slightly higher
with Triple Flip
QQ Q
FY26 FY27 FY28
Q
FY29
Q
FY30
Paving Funding With
Triple Flip
SBCF funding for Fire Station opens up Measure Q funding, which can be used for paving, thereby allowing Measure G to fund operational costs that would have been funded from $3 M in VLF without cutting in services
FY26 TOP PRIORITY INITIATIVES
$2.51 MILLION
16 • Hot spot management
• Municipal code updates
and cost
recovery/mitigation efforts
• Abatement and median
maintenance services
• Right-of-Entry MOUs
• Public education
• 1.0 FTE Code
Enforcement Supervisor
17 "Cleanup San Bruno“
$1.46 million
Communications and Engagement Plan
$0.1 million
• Channels
Electronic and print media
Direct to residents & businesses
Workforce communications
• Standards
Style guidelines
News media
• Content development
18 Phase 2 of the Regulated Output (RO)
Streetlight Retrofit Project
$0.6 million
• Phase 1
Most pressing RO circuits
Recurring outages
• Phase 2
Replaces remaining
RO circuits (functional
but unreliable)
$1.8 million over 3 years
19 Residential Permit Parking Program
Reassessment
$0.25 million
• Commission a study to
Review existing documents
Survey and map on-street
parking spaces in several
impacted areas
Analyze socio-economic and
built environment
Engage stakeholders
Provide preliminary
recommendations
20 Strategic Analysis of Major City-owned
Properties
$0.1 million
Examples:
• City Hall
• Library
• Fire Stations
• CityNet building
• Carlton Corners
• Catalpa House
• Corporation Yard
21 In Summary
• FY25-26 is balanced
• Strong headwinds
• Continue to invest in
quality of life matters for
residents
• Support the workforce
22 BUDGET OVERVIEW
Nick Pegueros, Administrative Services Director/ CFO
23 Budget Building Blocks
One-time
expenditures
Long range
investments
Revenue & Personnel
budgets
City Council top priority
initiatives
City Council adopted budget principles
24 Budget Principles
25 Financial
• Cost recovery &
revenue
enhancements
• Unfunded liabilities
• One-time revenues
• Salary savings
• Investments
• Reserves
Capacity
• Maintain core
services
• Review City
services
• Institutional
knowledge
• Technology
• Employer of choice
Communication
• Budget document
FY26 Budget Timeline
26 Initial
budget
kickoff
October 2024
City
Council
Retreat
January 2025
FY26
Strategic
Initiatives
& Budget
Principles
February 2025
Revenue
Measure
Oversight
Committee
February
2025
5-Year
Financial
Forecast
&
Measures
G & Q
Spending
Plan
March 2025
FY26 City
Council
Priorities
Scoping
April 2025
Master
Fee
Schedule
& CIP
April 2025
Budget Preparation by Staff
FY26 Budget Timeline (continued)
27 !!!
Confirmation of Unfunded VLF In-Lieu Backfill
May 2025
General Fund
Budget Deficit
($3.0 million)
Reset FY26 budget
preparation
SBCF proposal
+ $15M restricted
one-time grant for
Fire Station 52
Revenue &
Expenditure
Re-evaluation
• Restricted
Measure Q
• Unrestricted
Measure G
Triple Flip
Proposal
Balances the budget
without any cuts to
services or
initiatives
Staff Resets Budget in a Month
FY26 Budget Timeline (continued)
28 Triple Flip
Balances the
budget
without any cuts to
services or
initiatives
FY26 Budget
Book
3-week Public
Review
May 2025
Revenue
Measure
Oversight
Committee
May 2025
FY26 Budget
Workshop
June 2025
RAC Fees,
FY26 Budget
Introduction,
CIP Public
Hearing, &
Adoption
June 2025
ALL FUNDS BUDGET
29 49 Different Funds
30 General Fund
Measure G
Budget
Stabilization
Reserve
Contingency
Reserve
One-time
Revenue
Reserve
General
Funds
Water
Wastewater
CityNet
Parking
Stormwater
Enterprise
Funds
Recreations &
Aquatic Center
Community
Development
Impact Fees &
Community
Benefit Fund
Grants and
restricted
revenue
Special
Revenue
Funds
Streets
Parks
Facilities
Technology
Capital
Funds
Information
Technology
Buildings &
Facilities
Central Garage
Workers
Compensation
General
Liability
Internal
Service
Funds
FY26 Expenditures by Fund
Total = $287 million
31 FY26 All Funds
287 Positions
32 FY26 Budget Summary
33 GENERAL FUND BUDGET
Not including Measure G or Reserves
34 FY26 General Fund Revenues
$68.8 million
35 FY26 General Fund Tax Revenues
$48.3 million
36 FY26 General Fund Expenditures
$68.8 million
37 FY26 Budgeting Changes
• Measure G and Measure Q – “San Bruno Triple Flip”
• One-time Revenue Reserve
• Top priority initiatives budgeted in City Council
• CityNet remains a separate fund
38 FY26 New Structural Expenditures
Item
FY26
Budget
($million)
Funding Source
Recreation & Aquatic Center (RAC) $1.25 General Fund
Parking Fund (no loan payment in FY25 or FY26, unknown
subsidy) 0.00 General Fund
“Cleanup San Bruno” – ongoing effort 1.00 Measure G
1.0 Deputy Fire Marshal 0.23 Measure G
July 4th Enhanced Enforcement and Education 0.08 Measure G
2.0 Associate/Senior Engineers 0.40 Project charge-
backs
Total $2.96 39
FY26 New One-time/Limited Term
Expenditures
Item
FY26
Budget
($million)
Funding Source
Council Priority Initiatives
Cleanup San Bruno – initial startup costs $0.46 Measure G Strategic Analysis of Major City-owned properties 0.10 Measure G Residential Parking Permit Program Assessment 0.08 Measure G Community Communications and Engagement Program 0.04 Measure G Augmented Wildfire Mitigation 0.30 Measure G
Phase 2A Regulated Output Streetlight Retrofit (3-year program) 0.60 Measure G Principal Special Projects Manager (3-year term position) 0.29 Measure G & Project Chargebacks
Total $1.87 40
FY26 New One-time Revenue Reserve
Expenditures
Item FY26 Budget ($
million)
Police equipment $0.14
Fire equipment 0.48
Pension Obligation Bond (2nd to final payment) 1.37
Transfer to Capital Improvement Program Budget 1.74
Total $3.73
41 FY26 in Summary
• Services maintained and
expanded to include Council
priority initiative funded
• $278.0 million all funds
• $68.8 million General Fund
• 287 employees
2.0 new (fire & code
enforcement)
2.0 new engineers, offset
by project chargebacks
1.0 new limited-term
project manager
42 CIP OVERVIEW
Brian Adam, Assistant to the City Manager
43 What is the Capital
Improvement Program (CIP)?
• Document detailing projects
that improve or maintain the
capital infrastructure or
assets of the city
• Anything from streets and
parks to water pipes and IT
software used for City
business and services
44 Making sense of
the CIP
45 Examples of completed projects
from last year
46 CIP Summary
47 CIP Budget $ millions
FY24-25 Adopted budget $168.73
Est. FY24-25 Actual expenditure 66.10
Est. Carryover appropriations $102.63
FY25-26 Project requests for new funds 34.22
FY25-26 New funds + carryovers $136.85
CIP Program Summary
(in millions)
48 Program FY24-25 Carryover FY25-26 New Requests Recommended Budget Facilities $7.88 $3.08 $10.97
Parks 4.24 2.08 6.32
Stormwater 4.07 2.10 6.17
Streets 8.42 13.01 21.43
Technology 2.31 - 2.31
Wastewater 29.92 7.5 37.42
Water 45.78 6.46 52.24
Grand total $102.63 $34.22 $136.85
In Summary
• Continuing to invest in
critical work, e.g. street
paving and wildfire
mitigation, despite budget
challenges
• Over a dozen projects
completed in FY24-25
49 NEXT STEPS AND
THANK YOUS
Alex D. McIntyre, City Manager
50 City Council Considerations
• City Council budget adoption on June 24th
Recommended General Fund budget is balanced
All other Funds surplus/deficits as expected
• City Council directed changes
Alignment with budget principles
Additions offset by subtractions
51 Next Steps
Master Fee Schedule (RAC Fees) &
Budget IntroductionTODAY
CIP Budget public hearing & full
budget adoptionJune 24th
New fiscal yearJuly 1st
52 Thank You
Brian Adam - Ana Morales – John Mercado – Leslie Salazar Galen Yusufzai-Boggs – Audrey Afe-Tuufuli – Henry Joves Robert Wood – Dan Jacobson – Dan Zuniga – Michael Ku
Jeremy Brandenburg – Brent Schimek – Hae Won Ritchie
Dennis Bosch – Steve Salazar – Ross Shkuratov
Phil Woffenden – Damian Sandholm – Tim Wallace
Meghan Rosin – Jennifer Dianos – Esther Garibay
Jeff Lichtenstein – Peter Gilli – Travis Karlen – Matt Lee – Ari Delay Susan Manheimer – Pam Antil – Trisha Ortiz
53 RECOMMENDATION
• Provide direction to staff on the City
Manager’s Recommended FY26 Budget
for Council adoption on June 24
th
54 QUESTIONS?
55 Presented by Leslie Hatamiya, Executive Director
June 10, 2025
Annual Report & Budget Review
2 Recreation & Aquatic Center
3 Centennial Plaza Improvement Project
4 Downtown Beautification Projects
5 Narita Sister City Program Grant
6 Crestmoor Fields Project
7 School Athletic Field Improvements
8 2024-2025 Community Grants Fund
$300,000 awarded
(incl. $100,000 from YouTube/Google.org)
29 programs funded
9 2025 Crestmoor Scholars
11 Scholarships Totaling $165,000
Scholars to Attend:
Cal Poly SLO ● College of San Mateo ● San Jose State University ● UC Berkeley ● UCLA ● UC Santa Barbara ● USC
10 A Decade of Community Investments
COMMUNITY GRANTS FUND
$2.65 million
221 Community Grants
CRESTMOOR SCHOLARSHIP
$1.52 million
102 Crestmoor Scholars
STRATEGIC GRANTS
$61.64 million
San Bruno Recreation and Aquatic Center • Crestmoor Fields Project • Centennial Plaza Improvement Project • Downtown Beautification Initiative Grant • RAC Startup Programming and Outreach Grant • COVID-19 Relief Grants • Music Education Strategic Initiative • First Responder Effectiveness Strategic Initiative • Pedestrian Safety Strategic Initiative • Community Day • Tanforan Memorial • SBPSD School Transformation Grant • SBPSD Field Trip Grant • School Athletic Field Improvements Grant • San Bruno-Narita Sister City Program Grants TOTAL 2016-2025:
$65.8 MILLION
11 Post-RAC Strategy Update
Spend down bulk of remaining net assets on small
number of legacy projects
● Funding partner for new Fire Station No. 52
● Also considering Crestmoor Field permanent lights and support for San Bruno public schools
Wind down other programs
Redesignate all funds in Quasi-Endowment to Strategic Pool
12 Financial Snapshot
Summary
(rounded)
Total Initial Assets $70.5 million
Total Investment Valued Added Through 4/30/2025 +$21.6 million Donations and Other Income Through 4/30/2025 +$1.8 million Total Funds Disbursed Through 4/30/2025 -$63.3 million
Total Assets as of 4/30/2025 $30.6 million
Total Liabilities as of 4/30/2025 -$6.8 million
Total Net Assets as of 4/30/2025 $23.8 million
13 2025-2026 Budget
2024-2025
Projected
2025-2026
Budget
EXPENSES
Direct Program Expenses $6,375,200 $5,000,000
Direct Personnel Expenses 291,674 259,265
Non-Personnel Support Costs 142,797 137,420
TOTAL EXPENSES $6,809,671 $5,396,685
14 Direct Program Expenses
Program $
Crestmoor Scholarships $0
Community Grants Fund 0
Strategic Grants 5,000,000
TOTAL $5,000,000
15 Savings Due to Change in Strategy
Estimated $
Community Grants Fund $300,000
Crestmoor Scholarship 165,000
Operating Expenses $57,000
TOTAL $522,000
16 2025-2026 Budget
2024-2025
Projected
2025-2026
Budget
OPERATING INCOME
Donations $157,298 $0
Miscellaneous Income 0 0
Subtotal Operating Income 157,298 0
TRANSFERS FROM INVESTMENTS
Quasi-Endowment 352,218 0
Strategic Pool 500,000 9,525,348
Subtotal Transfers from Investments 852,218 9,525,348
FUNDS AVAIL. FOR OPERATIONS $1,009,516 $9,525,348
17 RAC Grant Payments
$
RAC Grants Balance to Pay as of 4/30/2025 $305,305
RAC Grants Expected to be Paid by 6/30/2025 $45,941
Expected RAC Grants Balance to Pay at 6/30/2025 $259,364 Funds in Liquidity Pool Reserved for RAC Grants $259,364 Additional Strategic Payout Needed for RAC $0
18 Strategic Pool Cash Needs
$
Strategic Grants
RAC Grants $259,364
Downtown Beautification Initiative 350,000
School Athletic Field Improvements Grant 63,420
Narita Sister City Program Grants 36,000
RAC Startup Programming and Outreach Grant 600,000
Crestmoor Fields Project Grant 3,400,000
Other Potential Strategic Grants – Budgeted 5,000,000
Crestmoor Scholarship Payments 132,500
Strategic Cash Needs – Program $9,841,284
Strategic Cash Needs – Operating Costs $395,526
Total Strategic Cash Needs $10,236,810
19 Strategic Pool Payout
$
Total Strategic Cash Needs $10,236,810
Minus Carry Forward from FY2024-2025 -$711,463
Net Strategic Cash Needs $9,525,348
Strategic Payout $9,525,348
20 SBCF Board Action
Approved FY2025-2026 budget
Approved transfer from Strategic Pool to Liquidity Pool of $9,525,348 to cover FY2025-2026 cash needs
Directed Executive Director to submit FY2025-2026
budget to San Bruno City Council for approval