San Bruno City Council
June 10, 2025

The bill amended Government Code Section 51178 to require the identification of not only “Very High,” but also “High” and “Moderate” FHSZs within an LRA. These designations are based on uniform statewide criteria and reflect the anticipated severity of wildfire hazards in each area. Key factors include fuel loading, topography, fuel weather, and other relevant conditions, particularly in areas where wind has been recognized as a significant factor in wildfire spread.

On February 24, 2025, the State Fire Marshal transmitted the updated LRA FHSZ maps to the City of San Bruno. These revised maps now designate Very High, High, and Moderate FHSZs within the City of San Bruno.

Developed using updated advanced scientific modeling, the FHSZ maps incorporate data on vegetation, terrain, weather patterns, and other variables that influence wildfire behavior. It is important to note that these maps assess fire hazard, not fire risk. Fire hazard refers to the likelihood and potential behavior of wildfire under specific physical conditions over a 30- to 50- year timeframe. This assessment does not account for mitigation measures such as defensible space, home hardening, recent wildfire activity, or fuel reduction efforts. Fire risk is the potential damage a fire can have on an area under existing conditions, including any modifications such as defensible space, irrigation and sprinklers, and ignition resistant building construction.

To fulfill the requirements in Government Code Section 51178.5, the City of San Bruno and the San Bruno Fire Department made the information available for public review and comment by publishing the FHSZ maps on agency websites for public access within 30 days of release.

Government Code Section 51179(a) requires local agencies to designate, by ordinance, Moderate, High, and Very High FHSZs within their jurisdiction within 120 days of receiving recommendations from the State Fire Marshal pursuant to Section 51178.

As a local agency, the City may expand LRA FHSZs. At its discretion, the City may designate areas not identified by the State Fire Marshal as Very High (when supported by substantial evidence), High, or Moderate FHSZs, however, a local agency cannot reduce the fire hazard severity level assigned by the State Fire Marshal for any area. Once adopted, changes made by the local agency to FHSZs are considered final and cannot be rebutted by the State Fire Marshal. Within 30 days of adopting the ordinance, the City must transmit a copy to the California Board of Forestry and Fire Protection.

It is important to note that according to guidance provided by CAL FIRE and the California Department of Insurance, the adoption of FHSZ maps is intended to support local land use planning and mitigation strategies and is not intended to influence insurance underwriting or availability.

DISCUSSION:

The City Council conducted the first reading of the proposed ordinance at its regular meeting on May 27, 2025. No changes to the proposed Ordinance were requested; therefore, the Ordinance is presented to the City Council for second reading and adoption.

Adoption of these FHSZ maps has regulatory implications for both the City and its residents.

The adoption of LRA FHSZs within the City will trigger additional regulatory requirements for property owners, City departments, and the San Bruno Fire Department. These requirements

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stem from a range of state-level codes and statutes intended to reduce wildfire risk and enhance public safety within Wildland-Urban Interface (WUI) areas. A summary of the applicable regulations is provided below:

Wildland-Urban Interface Requirements - 2022 California Fire Code, Chapter 49:

Chapter 49 of the Fire Code establishes fire protection standards for properties located in WUI areas, including LRA Very High FHSZs. Its primary focus is on mitigating wildfire risk through vegetation management, defensible space, and access for emergency responders. Notable provisions include:
• Section 4906 - Vegetation Management: Requires all new landscaping within Very High FHSZs to be selected and maintained to reduce flammability in proximity to Structures.
• Section 4908 - Fire Safe Development Regulations: Subdivisions that require a tentative map or a parcel map, where a tentative map is not required, must Demonstrate compliance with Fire Safe Regulations. Additionally, findings must be made regarding the availability of structural fire protection and suppression services. • Section 4910 - General Plan Safety Element: The City is required to review and update its General Plan Safety Element to reflect the risks associated with Designated LRA Very High FHSZs. The revised element must be submitted to the California Board of Forestry and Fire Protection at least 90 days prior to its adoption or amendment.

Defensible Space Requirements - California Government Code Section 51182:

Property owners, lessees, or anyone who controls, operates, or maintains an occupied dwelling or structure within the LRA Very High FHSZ are required to maintain 100 feet of defensible space around all sides of the structure, without extending beyond the property line. The San Bruno Fire Department will be responsible for the defensible space inspections in the Very High FHSZs within the City. Further, property owners, lessees, or anyone who controls, operates, or maintains an occupied dwelling or structure must:
• Remove any portion of a tree that extends within 10 feet of the outlet of a chimney or Stovepipe.
• Maintain a tree, shrub, or other plant adjacent to or overhanging a building free of dead or dying wood; and
• Maintain the roof of a structure free of leaves, needles, or other vegetative materials.

In addition, in 2020, the Legislature adopted Assembly Bill 3074 to introduce forthcoming requirements for a five-foot ember-resistant zone, known as "Zone Zero." This zone is intended to eliminate flammable materials within five feet of a structure to reduce the risk of ignition from wind-driven embers.

Pursuant to Governor Newsom's Executive Order N-18-25, and consistent with Public Resources Code Section 4291 and Government Code Section 51182, the Board of Forestry and Fire Protection, in consultation with the State Fire Marshal, is expected to complete Zone Zero rulemaking by December 31, 2025. Once finalized, these requirements are anticipated to apply to both existing structures and new construction within the City's Very High FHSZs.

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Construction Standards for Exterior Wildfire Exposure 2022 California Building Code, Chapter 7A
Building Code Chapter 7A outlines ignition-resistant construction requirements for new buildings located within WUI areas and FHSZs. These provisions are intended to reduce a structure's vulnerability to wildfire by regulating materials and construction methods for:

• Exterior walls
• Roof coverings
• Vents and eaves
• Windows and doors
• Decking and projections
These requirements are intended to minimize structural ignition from direct flame contact or airborne embers during wildfire events.

Real Estate Transactions - CA Civil Code Section 1102.6f Civil Code Section 1102.6f requires that, starting January 1, 2021, sellers of residential properties located in High or Very High FHSZs must provide an additional fire risk disclosure if the home was built before January 1, 2010. The disclosure must:
• Include the fire hardening statement located in Civil Code Section 1102.6f(a)(l) explaining that the home was built before the WUI building codes and may benefit from improvements.
• Beginning July 1, 2025, provide a list of low-cost retrofits recommended under Government Code Section 51189 and disclose which of these retrofits, if any, the seller has completed.
• Disclose, to the best of the seller's knowledge, whether any of the following fire- Vulnerable features exist on the property:
o Non-fire-resistant roof or eave vents
o Untreated wood shingle or shake roofs
o Combustible materials or landscaping within five feet of the structure o Single-pane or non-tempered windows
o Missing roof flashing or bird stops
o Rain gutters lacking metal or noncombustible covers
Additionally, if the seller has obtained a final inspection report under Government Code Section 51182, it must be provided to the buyer or made available.

FISCAL IMPACT:

The adoption of Very High Fire Hazard Severity Zones (VHFHSZs) within the City of San Bruno, pursuant to Government Code Section 51179, will require the City to enforce defensible space and fire hazard reduction requirements in these newly designated zones. To carry out these responsibilities effectively, the City will require dedicated personnel to conduct timely inspections, enforce compliance, and provide public education. In addition, the acquisition of software to document, track, and report inspection data is essential to ensure transparency, accountability, and operational efficiency. Implementing this program will not only support State mandates but will also enhance the City’s readiness and resilience in the face of growing

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wildfire threats. At this time, the total cost of the program remains uncertain. The San Bruno Fire Department will return to provide further cost analysis for the Council to consider cost recovery efforts, enforcing these regulations.

ENVIRONMENTAL IMPACT:

The adoption of this Ordinance is exempt from the State Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15061(b)(3) on the grounds that it can be seen with certainty that the Ordinance will not have a significant effect on the environment. To the extent this is a project under CEQA, the City Council finds and determines that it is categorically exempt pursuant to CEQA Guidelines Sections 15304 (Minor Alterations to Land), 15305 (Minor Alterations in Land Use Limitations), 15307 (Actions by Regulatory Agencies for Protection of Natural Resources), and 15308 (Actions by Regulatory Agencies for Protection of the Environment).

RECOMMENDATION:

Adoption of the ordinance Designating the Fire Hazard Severity Zones and Finding the Action Exempt from the California Environmental Quality Act.

ALTERNATIVES:

1. Introduce the Recommended Map with Additions - designate additional areas as higher hazard zones than those identified by the State Fire Marshal.

2. Request additional information or postpone the adoption, recognizing the potential risks of delaying adoption.

3. Do not proceed with the adoption process, which would place the city out of compliance with Government Code requirements.

ATTACHMENTS:

1. Ordinance of the City of San Bruno designating the FHSZs

2. Map showing the San Bruno FHSZs

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1 ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO DESIGNATING FIRE

HAZARD SEVERITY ZONES AND FINDING THE ACTION EXEMPT FROM THE CALIFORNIA

ENVIRONMENTAL QUALITY ACT
WHEREAS, On February 24, 2025, pursuant to Government Code Section 51178, the State Fire Marshal published a map indicating the Local Responsibility Area fire hazard severity zones, designating various areas in the City of San Bruno (the“City”) as moderate, high, and very high fire hazard severity zones; and
WHEREAS, Government Code Section 51178 requires the State Fire Marshal to identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas. Moderate, high, and very high fire hazard severity zones are based on fuel loading, slope, fire weather, and other relevant factors, including areas where winds have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread; and WHEREAS, recent updates to fire hazard severity zones in California provide a more accurate assessment of wildfire risks based on modern climate data and fire modeling; these updates affect both State Responsibility Areas and Local Responsibility Areas, influencing fire prevention measures, building codes, and real estate disclosures; and WHEREAS, Within 30 days after receiving a transmittal from the State Fire Marshal that identifies fire hazard severity zones, the City made the maps and information available for public review and comment and placed the information and maps on its website in an understandable and accessible form; and
WHEREAS, Government Code Section 51179 requires the City to designate, by ordinance, moderate, high, and very high severity zones in its jurisdiction within 120 days of receiving recommendations from the State Fire Marshal pursuant to Government Code 51178; and
WHEREAS, the City has fulfilled all requirements for the adoption of the fire hazard severity zone maps.

The City Council of the City of San Bruno ORDAINS as follows:

Section 1. Recitals. The recitals set forth above are true and correct and are hereby incorporated herein by this reference.

Section 2. Adoption of Map. The City Council hereby designates the Fire Hazard Severity Zones for the City as recommended by the State Fire Marshall pursuant to Government Code Section 51178. The map, entitled “City of San Bruno - San Mateo County, Local Responsibility Area Fire Hazard Severity Zones, as Identified by the State Fire Marshal, dated February 24, 2025,” and attached hereto as Exhibit A, and incorporated herein by this reference, is hereby approved. The official map is also located electronically on the following website:
https://www.sanbruno.ca.gov/DocumentCenter/View/6793/FHSZ_City_LRA_11x17_SanBruno.

Section 3. State Submittal. Within 30 days of adoption of this Ordinance, the City Clerk shall cause a copy to be transmitted to the State Board of Forestry and Fire Protection. 169 of 229
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2 Section 4. Constitutionality; Severability. If any section, subsection, sentence, clause or phrase of this Ordinance is for any reason held to be unconstitutional, invalid or ineffective by a court of competent jurisdiction, such decision shall not affect the validity or effectiveness of the remaining portions of this Ordinance. The City Council hereby declares that it would have passed this Ordinance, and each section, subsection, sentence, clause and phrase thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared unconstitutional, invalid or ineffective.

Section 5. CEQA Determination. The City Council finds and determines that the adoption of this Ordinance is exempt from the State Environmental Quality Act (CEQA) pursuant to State CEQA Guidelines Section 15061(b)(3) on the grounds that it can be seen with certainty that the Ordinance will not have a significant effect on the environment. To the extent this is a project under CEQA, the City Council finds and determines that it is categorically exempt pursuant to CEQA Guidelines Sections 15304 (Minor Alterations to Land), 15305 (Minor Alterations in Land Use Limitations), 15307 (Actions by Regulatory Agencies for Protection of Natural Resources), and 15308 (Actions by Regulatory Agencies for Protection of the Environment).

Section 6. Effective Date. This Ordinance shall take effect thirty (30) days from and after the date of its adoption.

Section 7. Publication. The City Clerk is directed to cause publication of this Ordinance as required by law.
______________________________
Rico E. Medina, Mayor
ATTEST:

______________________________
Lupita Huerta, City Clerk APPROVED AS TO FORM:

______________________________
Trisha A. Ortiz, City Attorney

---oOo---
I hereby certify that foregoing Ordinance No. ___
was introduced at a regular meeting of the San Bruno City Council on May 27, 2025 and adopted by the San Bruno City Council at a regular meeting on June 10, 2025 by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

______________________________
Lupita Huerta, City Clerk

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE
: June 10, 2025
TO: H
onorable Mayor and Members of the City Council
FR
OM: Alex D. McIntyre, City Manager
PRE
PARED BY: Matthew Lee, P.E., Public Works Director
Ana Morales, Management Analyst
SUBJ
ECT: Consider Adoption of an Ordinance Entitled “An Ordinance of the City Council of the City of San Bruno Amending Title 7 (Vehicles And Traffic) By Replacing the Police Chief with the City Manager for Management of the Downtown Paid Parking Program”
BACKG
ROUND:

On M
ay 27, 2025, the City Council unanimously voted to introduce an ordinance to amend the Municipal Code to replace the Police Chief with the City Manager for management of the Downtown Paid Parking Program.

DI
SCUSSION:

This
agenda item is the consideration of the adoption of the Ordinance introduced on May 27, 2025 to replace the Police Chief with the City Manager for management of the Downtown Paid Parking Program. This change shall allow for the City Manager or their designee to exercise the authority granted under Resolution No. 2023 – 115 to set meter rates in amounts to achieve a parking occupancy rate of 85%. Staff recommends these changes because staff in the City Manager’s Office will be analyzing utilization rates, and staff in the Administrative Services Office will be recommending rate adjustments to the City Council when needed or as part of the annual budget process.

FI
SCAL IMPACT:

There i
s no fiscal impact.

ENV
IRONMENTAL IMPACT:

The adoptio
n of this ordinance and resolution is categorically exempt from environmental review under the California Environmental Quality Act under Section 15378(b)(5), in that it is not a project that has the potential for causing a significant effect on the environment.

REC
OMMENDATION:

Adopt an O
rdinance entitled “An Ordinance of the City Council of the City of San Bruno Amending Title 7 (Vehicles And Traffic) of the Municipal Code Replacing The Police Chief With Item 6n.
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The City Manager For Management of the Downtown Paid Parking Program,” and Find Such Action Exempt from the California Environmental Quality Act

ALTERNATIVES:

1. Do not adopt the Ordinance.

2. Continue the item and direct staff to make modifications to the Ordinance.

ATTACHMENTS:

1. Ordinance

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1 ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO AMENDING TITLE 7 (VEHICLES AND TRAFFIC) BY REPLACING THE POLICE CHIEF WITH THE CITY

MANAGER FOR MANAGEMENT OF THE PAID PARKING PROGRAM
WHEREAS, on November 14, 2023, the City Council adopted Ordinance No. 1941 to establish a paid parking program by amending San Bruno Municipal Code Chapter 7.16 (Stopping, Standing and Parking) and by adding San Bruno Municipal Code Chapter 7.26 (Paid On and Off-Street Parking) (together, the “Parking Regulations”); WHEREAS, the Parking Regulations task the Chief of Police or their designee with certain functions for implementing the Parking Regulations; and WHEREAS, the management of the paid parking program and the implementation of the Parking Regulations are functions that the City Manager or their designee desires to perform.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN BRUNO ORDAINS AS FOLLOWS:

Section 1. All references to the “Chief of Police” shall be replaced by the “City Manager” in the following sections: 7.16.150 (Parking in excess of time limits prohibited),

7.26.020 (Establishment of parking meter areas), and 7.26.030 (Establishment of range of paid parking rates, days and hours of paid parking enforcement, time limits, and methodology for periodic adjustment of paid parking rates for parking meter areas).

Section 3. If any section, subsection, clause or phrase of this ordinance is for any reason held to be invalid, such decision shall not affect the validity of the remaining portion or sections of the ordinance. The city council hereby declares that it should have adopted the ordinance and each section, subsection, sentence, clause or phrase thereof irrespective of the fact that any one or more sections, subsections, sentences, clauses or phrases be declared unconstitutional.

Section 4. This Ordinance shall become effective thirty days from and after its adoption. The City Clerk shall certify to the adoption of this ordinance and shall cause a summary thereof to be published in a newspaper of general circulation at least five (5) days prior to the meeting at which the proposed ordinance is to be adopted and shall post a certified copy of the proposed ordinance in the office of the City Clerk, and within fifteen (15) days of its adoption, shall cause a summary of it to be published, including the vote for and against the same, and shall post a certified copy of the adopted ordinance in the office of the City Clerk, in accordance with California Government Code Section 36933. ______________________________
Rico E. Medina, Mayor
ATTEST:
______________________________
Lupita Huerta, City Clerk

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2 APPROVED AS TO FORM:
______________________________
Trisha A. Ortiz, City Attorney
---oOo---
I hereby certify that foregoing Ordinance No. ____
was introduced at a regular meeting of the San Bruno City Council on May 27, 2025 and adopted by the San Bruno City Council at a regular meeting on June 10, 2025, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
______________________________
Lupita Huerta, City Clerk

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: June 10, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Matthew Lee, P.E., Public Works Director
Ana Morales, Management Analyst
SUBJECT: Hold Public Hearing and Consider Adoption of a Resolution Approving an Increase to Rates for Solid Waste Collection Services Provided by Recology San Bruno, Effective July 1, 2025
BACKGROUND:

The City of San Bruno’s (City) current Franchise Agreement (Agreement) with Recology San Bruno (Recology) governs the collection, transportation, and disposal of solid waste for the City.

The Agreement entitles Recology to a rate adjustment, effective July 1, 2025, based on an inflation adjustment methodology.

Under the Agreement, the City must increase rates effective July 1, 2025. This “Interim Rate Year” adjustment is based on a cost-index adjustment methodology that requires a 2.87% increase for residential, commercial, and debris box services in accordance with Article 4 of the Agreement. Table 1 reflects the proposed rate adjustments.

Table 1: Proposed Rate Adjustments
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
DISCUSSION:

The 2.87% cost-index adjustment is shown via some of the sample monthly fee changes demonstrated in Table 2. The percentage adjustment reflects:
 The “Interim Rate Year” adjustment which is calculated annually by considering two factors: inflation (CPI) and disposal costs. The weight of each factor is determined based on the proportion of Recology’s total costs that come from disposal fees, with the remainder assigned to inflation. The CPI adjustment is based on the year-over-year change in consumer prices, while the disposal adjustment reflects changes in the per- ton fee charged for waste disposal. These two adjustments are weighted and combined to determine the new service rates for the year; and
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 Moving disposal facilities from Ox Mountain to Hay Road, which was approved by Council on March 11, 2025.

Table 2: Sample Monthly Fee Changes
Type Current Rate
FY 2024-25
Proposed Rate
July 1, 2025 Change
Residential
16-gallon toter $25.73 $26.47 $0.74
20-gallon toter $31.54 $32.45 $0.91
32-gallon toter $40.68 $41.85 $1.17
64-gallon toter $81.37 $83.71 $2.34
96-gallon toter $122.05 $125.55 $3.50
Commercial
64-gallon toter, 1 per week $113.88 $117.15 $3.27
1-yard container, 1 per week $239.08 $245.94 $6.86
Rate Adoption by Resolution
The Municipal Code Section 10.08.020 Rates, fines, penalties, and fees for special services establishes that “The city council shall adopt rates or charges for municipal services, as needed, by resolution or ordinance.” Any charge for disposal of garbage and rubbish is defined as a municipal service under Section 10.08.010.B. City staff recommend that Council adopt the garbage rate increase by Resolution to reduce administrative and publishing costs for the negotiated rate increase.

San Mateo County – City Disposal Rate Comparison
Solid waste collection and disposal rates vary among San Mateo County cities as listed in Table

3. Costs for service can depend upon the frequency of recycling collection, organics composting, ratio of residential and commercial customers, and unique operational constraints in some jurisdictions. Table 3 lists current (adjustments may be pending) monthly rates in seventeen nearby cities for a residential 32-gallon toter compared to the FY2025-26 proposed rate for the City of San Bruno.

Table 3: Comparative Rates – San Mateo County Agencies, as of February 2025 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

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Atherton $62.34 Greenwaste
Hillsborough $70.69 Recology
Average $45.77
The average residential 32-gallon toter for the 18 cities listed is $45.77. San Bruno’s residential toter monthly rate is the seventh lowest compared to these cities and is $3.92, or 8.6% lower than the average, as of February 2025.

Historical Rate Changes
Since FY2008-09, the average annual rate increase has been 3.56%. Figure 1 below shows the annual rate increase in each fiscal year beginning in FY2008-09, with the grey bars showing the detailed rate review years, the blue bars showing the interim rate review years, and the orange bars showing the negotiated rate years. It should be noted that the City was under their previous Agreement with Recology from 1998 to 2022, and rate increases during this timeframe were agreed to by City Council under this previous Agreement.

Figure 1: Historical Rate Changes
Protest Period and Timeline to Implement New Rates
Proposition 218 was approved by the voters in 1996 and establishes legal requirements for imposing or increasing property-related fees, such as solid waste collection service charges.

Per Proposition 218, the City must provide notices to residents and property owners 45 days before a public hearing. Following the hearing, the City Council may adopt the increase if there is no “majority protest.” A majority protest will exist if written protests have been presented, and not withdrawn, by a majority of the record owners or customers of record of the parcels subject to the rates. If a majority protest exists, the City Council cannot adopt the proposed rates.

Notices were mailed by April 25, 2025.

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Table 4 outlines the City’s implementation of the proposed process for considering the proposed rate adjustment effective July 1, 2025, adopted by Resolution.

Table 4: Rate Setting Resolution Adoption Timeline
March 11, 2025 City Council authorizes staff to begin the process for a rate adjustment adoption by Resolution and directs staff to provide 45-day notice to property owners.

April 25, 2025 Last day to mail hearing notices.

June 10, 2025 City Council holds public hearing, considers any protests, takes action to adopt Resolution setting new rates.

July 1, 2025 New FY2025-26 rates take effect.

FISCAL IMPACT:

Recology will reimburse the City for costs incurred, approximately $15,000, to manage the rate adjustment process, including printing and mailing notices, staff time to prepare staff reports, answering questions from the public, and coordinating the rate change with Recology.

ENVIRONMENTAL IMPACT:

City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Consider Adoption of a Resolution Approving an Increase to Rates for Solid Waste Collection Services Provided by Recology San Bruno, Effective July 1, 2025 ALTERNATIVES:

1. Take no action. No action on the rates triggers Section 4.5.6 “Failure to Adjust Rates” of the Agreement.

ATTACHMENTS:

1. Resolution

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RESOLUTION NO. 2025-__

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO APPROVING AN

INCREASE TO RATES FOR SOLID WASTE COLLECTION SERVICES PROVIDED BY RECOLOGY SAN BRUNO, EFFECTIVE JULY 1, 2025
WHEREAS, a Franchise Agreement for Solid Waste Collection Services (the “Agreement”) with Recology San Bruno became effective on January 1, 2023; and WHEREAS, the Agreement provides for a rate adjustment effective July 1, 2025, as shown in Exhibit A (the “Rates”), attached to this Resolution; and WHEREAS, the City identified the parcels upon which the proposed Rates would be imposed and calculated the amount of the proposed Rates; and WHEREAS, on April 25, 2025, the City Clerk caused a notice of the time and place of a public hearing on the proposed Rates to be mailed as required by Section 6 of Article XIIID of the California Constitution (“Proposition 218”); and
WHEREAS, each notice described the amount of proposed Rates, the basis upon which the amount of the proposed Rates was calculated, the reason for the proposed Rates, and the date, time, and location of a public hearing on the proposed rates; and WHEREAS, on June 10, 2025, the City Council conducted a public hearing on the proposed Rates and heard and considered all objections and protests thereto and at the close of the public hearing, the City Council determined that written protests had not been presented by a majority of owners of the identified parcels.

NOW, THEREFORE, BE IT RESOLVED THAT the San Bruno City Council hereby adopts the Rates, effective July 1, 2025, as shown in Exhibit A. ---oOo---
I hereby certify that foregoing Resolution No. 2025 - ______ was introduced and adopted by the San Bruno City Council at a regular meeting on June 10, 2025, by the following vote:

AYES:

NOES:

ABSENT:

Lupita Huerta, City Clerk
Exhibit A: Rates Effective July 1, 2025
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Proposed Increase for Recology San Bruno’s
Solid Waste Rates
Effective July 1, 2025
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Proposed Increase for Recology San Bruno’s
Solid Waste Rates
Effective July 1, 2025
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Proposed Increase for Recology San Bruno’s
Garbage and Recycling Rates
Effective July 1, 2025
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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: June 10, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Nick Pegueros, Administrative Services Director & CFO SUBJECT: Hold Public Hearing in Accordance with Assembly Bill 2561, Government Code Section 3502.3 Regarding the Status of Vacancies, Recruitment and Retention Efforts
BACKGROUND:

State of California Assembly Bill 2561 (AB 2561) was introduced in September 2024 and subsequently approved by the State, to address the issue of job vacancies in local government, which adversely affects the delivery of public services and employee workload. Among other requirements, AB 2561 mandates that public agencies present the status of vacancies and recruitment and retention efforts during a public hearing before the agency’s governing body at least once per fiscal year. The bill was enacted into law and is codified at Government Code section 3502.3 (GC 3502.3). The new law is effective January 1, 2025.

GC 3502.3 requires public agencies to present the status of their vacancies and recruitment and retention efforts during a public hearing before their governing board at least once per fiscal year prior to the adoption of a final budget for the fiscal year. During the presentation, the public agency is also required to identify any changes to policies, procedures, or recruitment activities that may lead to obstacles in the hiring process.

Additionally, if the number of vacancies meets or exceeds 20% of the total number of authorized full-time positions in a particular bargaining unit, GC 3502.3 requires the public agency to include the following information in its presentation upon request of the recognized bargaining groups:

1. The total number of job vacancies within a bargaining unit.

2. The total number of applicants for vacant positions within the bargaining unit.

3. The average number of days to complete the hiring process from when a position is posted.

4. Opportunities to improve compensation and other working conditions.

GC 3502.3 entitles recognized bargaining groups, regardless of the vacancy rate, to make a presentation before the governing board of a public agency during the same public hearing in which the public agency makes its annual presentation on vacancies. This information was provided to the Union representatives on May 7, 2025.
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June 10, 2025

DISCUSSION:

As of May 1, 2025, the City of San Bruno does not meet or exceed AB 2561’s identified 20% vacancy rate, as detailed in the data below.

City of San Bruno Bargaining Groups
There are six (6) bargaining groups and one (1) unrepresented group at the City consisting of 276 authorized regular full-time equivalent (FTE) roles. This number does not include the City Council, comprised of one (1) directly elected Mayor and four (4) district-elected City Council Member positions.

The data used for this report reflects a snapshot as of May 1, 2025, and provides the data as of that time. For future reporting cadence, staff will present an annual vacancy snapshot using this same time frame (May 1), to ensure consistency and year-over-year comparison.

Table 1: Count of Regular Full time Positions by Bargaining Group as May 1, 2025

Bargaining Unit Budgeted FTE
Fire Teamsters - Local 856, IBT 33
Mid-Management - Teamsters Local 350, IBT 62
Miscellaneous - Teamsters Local 856, IBT 92
Police - Teamsters Local 856, IBT 56
Public Safety Mid-Management - Teamsters Local 856,
IBT 15
San Bruno Management Employee Association
(SBMEA) 6
Table 2: Vacancy Rate by Bargaining Group as of May 1, 2025

Bargaining Unit
Budgeted
FTE
Filled
FTE
Vacant
FTE Rate
Fire Teamsters - Local 856, IBT 33 32 1 3 %
Mid-Management - Teamsters Local 350, IBT 62 53 9 17 %
Miscellaneous - Teamsters Local 856, IBT 92 77 15 19 %
Police - Teamsters Local 856, IBT 56 50 6 12 %
Public Safety Mid-Management - Teamsters
Local 856, IBT 15 14 1 7 %
San Bruno Management Employee
Association (SBMEA) 6 6 0 0 %
The data above demonstrates that none of the City’s current bargaining groups exceeds 20% of the total number of authorized full-time positions. In addition, 11 positions in our Miscellaneous group are currently being held vacant as part of our CityNet transition. These positions are factored into our Full-Time Equivalent (FTE) vacancy rate and will remain in place until the transition is complete.

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Honorable Mayor and Members of the City Council
June 10, 2025

Recruitment
The Human Resources Division (HR) has developed mitigation strategies and recruitment process that executes a multi-tiered plan combining process redesign, technology upgrades, and hiring manager partnership. This includes:
 Maintaining recruitment operations internally by current HR staff to enhance control, responsiveness, and efficiency.
 Refreshing recruitment strategies to enhance outreach and candidate engagement.  Working collaboratively with hiring managers to develop core competencies and position evaluation criteria.
 Streamlining the hiring processes to improve candidate experience through our Human Resources Information System (HRIS) that captures end-to-end applicant tracking, auto posting to job boards, real-time vacancy metrics, and wider transparency for hiring managers (live dashboards) and applicants (application status updates).

Compiling vacancy data, applicant metrics, and process timelines to align with leadership

Below highlights HR's current recruitment categories and process:

1. Workforce Planning & Requisition: HR and Hiring Managers collaborate in gathering the preliminary information needed to confirm budgeted FTEs through position control and use this touchpoint to strategize recruitment goals before the position is posted, as well to prioritize the recruitment based on the Department needs and HR resources.

2. Job Posting & Outreach: HR posts vacancies to the City’s website, and other promotional sites to help advertise recruitments, such as Cal Opps, Government Jobs, LinkedIn, and/or professional associations. All postings originate through our HRIS.)

3. Application Screening: HR and the hiring manager evaluate the material submitted by applicants against a standardized competency rubric within the HRIS.

4. Structured Interview: This process begins with an application screening to confirm minimum qualifications and answer questions from applicants, and a panel interview that may include external subject matter experts and representatives from relevant departments. Additional steps, such as practical assessments or background investigations, may be required for specific roles, particularly those in public safety or leadership. Second-round interviews are conducted with the hiring manager and/or direct leadership to assess role-specific and department alignment.

5. Conditional Offer: HR drafts all offer letters and secures any required department or executive approvals; once approvals are in place, the offer is issued to the applicant.

Offers remain contingent upon the successful completion of background and reference checks.

6. Background & Reference Checks: Once the conditional Offer is accepted, HR initiates background checks. This includes Live Scan fingerprinting, reference checks, employment and education verification, criminal history screening, and additional components for public safety roles, such as psychological evaluations and medical examinations.

7. Onboarding: HR conducts onboarding on each employee's first day. Additional department requirements may occur.

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June 10, 2025

Retention
The Human Resources Division continually refines its retention strategies to meet employee needs while keeping vacancy levels below the AB 2561 threshold. We are currently focusing on the following measures:

Employee Engagement Survey Action Plan
HR and Departments continue to work on the implementation of the action plans developed as a result of the 2023 City-wide employee engagement survey results. The City-wide plan incorporates enhanced internal communication strategies and events, along with individual Department action plans.

Comprehensive Compensation Study
Identified by the City Council as one of their annual strategic initiatives, Staff initiated this process by creating our Compensation Guideline. This guideline provides the framework for evaluating and recommending compensation adjustments to support recruitment and retention.

Building on this foundation, the City initiated a comprehensive compensation study and is working with a business partner. A compensation study benchmarks identified job classifications against those in peer municipalities to analyze internal equity and total compensation.

Continued Support for Learning and Development
HR provides structured training series and targeted courses to support employee growth. HR also maintains a tuition reimbursement program to facilitate formal education and credential attainment aligned with the needs of the city workforce. These resources complement on-the- job development and reinforce the City’s commitment to career learning and enhancement.

FISCAL IMPACT:

There is no direct fiscal impact associated with conducting the public hearing required under Government Code section 3205.3.

ENVIRONMENTAL IMPACT:

The action is not a project subject to CEQA. City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Conduct a Public Hearing in accordance with Assembly Bill 2561/Government Code Section 3502.3 Regarding the Status of Vacancies, Recruitment and Retention Efforts.

ALTERNATIVES:

The public hearing is required by Government Code Section 3502.3. There is no alternative to conducting the hearing.

ATTACHMENTS:

None.

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: June 10, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Damian Sandholm, Deputy Director Community Services SUBJECT: Hold Public Hearing and Consider Adoption of 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
BACKGROUND:

This Master Fee Schedule update focuses on the Recreation and Aquatic Center (RAC), indoor and outdoor facility rentals, senior center programs, and revised RAC membership structures.

The proposed changes are guided by benchmarking data, usage trends, and cost recovery goals, and are designed to balance financial sustainability with equitable community access. As part of a broader effort to align fees with operational needs and community expectations, staff conducted a comprehensive review of the Community Services Department fee schedule excluding Library fees, which were approved by the City Council on April 22, 2025.

The San Bruno Recreation and Aquatic Center (RAC) opened in Summer 2024 and has quickly become a vital hub for community wellness, fitness, recreation, aquatics, and civic engagement.

The RAC has been a transformative facility for the San Bruno community, offering a unique blend of fitness, aquatic, and recreational amenities. Since opening, the RAC has seen growing attendance and enthusiasm from residents and non-residents alike.

The RAC membership was at 1,700 members and over 25,000 daily admissions as of May 15, 2025. The facility generally experiences an average of 200 to 300 visits per day, hosting a diverse range of programs including youth camps, swim lessons, fitness classes, civic meetings, and private rentals.

To promote early participation, the City opened the RAC with introductory membership pricing.

These rates were communicated as temporary and effective in building a strong membership base and community presence.

Initial base membership pricing was set at an introductory rate:
 Residents: $30/month or $360/year
 Non-Residents: $36/month or $432/year
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Honorable Mayor and Members of the City Council
June 10, 2025

Memberships were available to individuals aged 14 and older. Youth under 14 accessed the facility through daily admissions or punch passes. This cost structure was found to be burdensome for families seeking regular access for younger children and there have been increasing requests to have a membership option for youth.

In response to community feedback and data analysis, staff conducted a comprehensive benchmarking study with support from an external financial consultant. The study compared the RAC to comparable municipal facilities such as the Silliman Aquatic Center in Newark and the Centennial Recreation Center in Morgan Hill, as well as private fitness centers ranging from entry-level gyms like Fitness 19 and 24-Hour Fitness to clubs like the YMCA, Bay Club and Equinox. The analysis confirmed that the RAC offers a broader range of amenities than basic gyms but is more closely aligned with full-service municipal community centers in terms of service offerings, pricing expectations, and target users.

Additionally, the benchmarking and market analysis informed a reassessment of rental fees and discounts. While base rental rates were found to be consistent with market standards, affordability concerns were voiced by residents and local non-profit organizations.

DISCUSSION:

To improve equity, financial sustainability, and facility use, staff recommends updates to the Community Services Department fee schedule. Changes focus on RAC memberships, facility rentals, party packages, and senior programs. Most fees follow a standard 3% adjustment, with exceptions based on market analysis. A membership incentive for residents, funded by the San Bruno Community Foundation, and a comprehensive outreach plan will support a smooth transition and strong community engagement.

The incentive will not be available to Non-Residents and aligns with the Cost Recovery Policy (Resolution No. 2025-30) Section III. C. stating; Because non-residents generally contribute less to the City’s general-purpose taxes than residents, non-residents should pay the full cost of a service unless policy or compelling market conditions encourage a subsidy.

Indoor Rental Fees
Rental fees were found to be near market value; however, feedback from residents and non- profits highlighted affordability concerns. Staff is recommending more generous discounts for residents and non-profit organizations to increase the use of rentable facility space. Staff is proposing a resident discount of 35% off the base rate and a non-profit discount of 30% of base rate. Previously both groups received a 20% discount from the base rate.

The base rates for pool rentals have been increased to account for applicable discounts and to ensure cost recovery. These updated rates include the minimum staffing costs for lifeguards required to safely operate the facility. Additional lifeguard fees may apply for larger groups or events that require increased supervision.

Outdoor Rental Fees
Fees for most outdoor rental spaces have been increased by 3%, with the exception of Centennial Plaza. The daily rental fee for Centennial Plaza has been reduced to improve access to the space and support the City’s goal of enhancing community activities and vibrancy in the downtown area.

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Honorable Mayor and Members of the City Council
June 10, 2025

Senior Center Fees
The fee range for meals at the Senior Center has been increased to provide flexibility in setting prices that more closely reflect the full cost of meal provision. This adjustment allows the City to improve cost recovery, should it choose to pursue that objective in the future.

Recreation and Aquatic Center Fees
Updated Membership Categories
To promote equity and respond to the community for improved engagement, new age-based membership categories are proposed to be in line with market pricing dependent on use:
 Youth Membership (ages 2 –13)
 Adult Membership (ages 14–59)
 Senior Membership (ages 60+)
These new membership tiers replace the prior adult/teen-only membership model and provide more cost-effective access for families and older adults.

Membership Rate Adjustments
The RAC’s operational costs have surpassed the levels sustainable under the introductory pricing model. To ensure the continued delivery of high-quality services, safety standards, and programming, an adjustment to the fee schedule is necessary.

Staff recommends the following rate adjustments to ensure the sustainability of the facility:

RESIDENT
Current Proposed
Monthly
Rate
Annual
Rate
Monthly
Rate
Annual
Rate
Youth (2-13) N/A N/A $39 $468
Youth (2-13) Additional Member N/A N/A $33 $396
Adult/Teen (14-49) $30 $360 $55 $660
Adult/Teen (14-49) Additional Member $25 $300 $47 $564
Senior (50+)
N/A N/A $44 $528
Senior (50+) Additional Member N/A N/A $37 $444

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Honorable Mayor and Members of the City Council
June 10, 2025

NON-RESIDENT
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
Adult/Teen (14-49) $36 $432 $66 $792
Adult/Teen (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
To support equitable access and ease the transition to updated RAC membership rates, the City will apply a portion of the $2.25 million operational ramp-up grant from the San Bruno Community Foundation to offer limited-time membership incentives for San Bruno residents during Fiscal Year 2025–26. These incentives will reduce the amounts residents pay by approximately 20% from the standard membership rates and are intended to soften the impact of proposed rate increases, 83% for resident adult/teen memberships and 87% for non- residents, while encouraging early enrollment and sustained growth in facility usage.

A phased adjustment to the incentive program is anticipated in Fiscal Year 2026–27, with updated rates and incentive levels to be reviewed by the City Council in spring 2026. The charts below illustrate the share of membership fees covered by residents and the portion supported by SBCF-provided incentives. Additionally in compliance with the Cost Recovery Policy, to encourage use of the Recreation and Aquatics Center (RAC), the Community Services Director may create promotional programs offering specific fee waivers or discounts for a limited time to City residents. Promotional programs must be pre-approved by the Administrative Services Director and City Manager. City officials, employees, and their families are not eligible for promotional programs or rates unless approved by City Council.

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Honorable Mayor and Members of the City Council
June 10, 2025

$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+) Resident
Rate Paid by Customer
20% SBCF subsidy
Monthly
$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
Rate Paid by Customer
20% SBCF subsidy
Annual

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The introduction of youth membership will reduce the cost burden for families compared to the current pricing model requiring daily admission or punch pass usage for youth.

For example, below is a representation of a fee comparison for a family of four (two adults, two children ages 8 & 10):

Resident Previous
Proposed
(Before 20%
SBCF Incentive)
Adult Primary $30 $55
Adult Additional $25 $47
Youth #1 $52 (punch passes) $33 (memberships)
Youth #2 $52 (punch passes) $33 (memberships)
Monthly Total $159 $168
Non- Resident Previous Proposed
Adult Primary $36 $66
Adult Additional $30 $56
Youth #1 $78 (punch passes) $39 (memberships)
Youth #2 $78 (punch passes) $39 (memberships)
Monthly Total $222 $200
Monthly membership will be offered on a month-to-month basis with no commitment and will include a $50 initiation fee. This flexible option lowers the barrier to entry and aligns with modern consumer expectations, making the Recreation and Aquatic Center more accessible and marketable. It appeals to a wider range of users, including those with short-term needs or financial limitations by reducing perceived risk and fostering trust. The no-commitment model also encourages trial use, increases word-of-mouth referrals, and supports better facility utilization by accommodating variable schedules. In contrast, annual memberships will be available without an initiation fee and will allow members to lock in pricing for a full year.

The RAC has hired in-house fitness instructors to support programs at the RAC. All eligible RAC members and daily users will also receive free access to in-house staff-led fitness classes, increasing the overall value of membership and daily use.

RAC Party Packages
A fee range is proposed for birthday party packages to allow staff the flexibility to develop a tiered party program at the Recreation and Aquatic Center (RAC). The basic party package includes a three-hour rental of the small classroom and one hour of half-gym use. Additional, higher-tier packages may offer enhanced amenities such as a dedicated party host, staff-led games and activities, and food and beverage options. Establishing a fee range supports scalable pricing based on service level and helps meet the diverse needs and budgets of community members.

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June 10, 2025

Member Communication and Outreach Plan
To ensure a smooth transition and build community understanding, staff will launch a comprehensive outreach campaign that includes:
 A promotional period for the month of July allowing current members to extend their introductory rate for an additional year
 Targeted email and social media campaigns
 Citywide direct mail to San Bruno households
 Onsite signage, flyers, and an FAQ sheet
 A dedicated RAC website detailing new fees, benefits, and member support resources Annual Rate Review
Formal RAC rates will be subject to annual review and approval by the City Council to ensure they remain aligned with market conditions, operational needs, and community priorities.

FISCAL IMPACT:

The proposed fee adjustments across the Community Services Department aim to improve cost recovery while preserving equitable access. A 3% fee increase is proposed for most recreation programs and outdoor rentals.

The RAC is set up as a Special Revenue Fund. The Cost Recovery Policy states; All Special Revenue Funds are expected to achieve full cost recovery, unless managing the fund requires a level of City staff time that cannot be fully recovered by fees in any one period and necessitates a subsidy from the General Fund. The restructuring of RAC membership rates is projected to increase annual revenue by $300,000 - $400,000 based on current trends and expected growth from new memberships and punch pass conversions.

Revised rental fees, combined with expanded discounts for residents (35%) and non-profits (30%), are expected to boost facility usage. While higher discounts may reduce revenue per rental, increased volume is anticipated to offset this effect. The proposed Senior Center meal fee range offers flexibility for future cost recovery, with no immediate revenue impact expected.

Overall, these changes support a long-term plan to reduce General Fund dependence, supported by a $2.25 million grant from the San Bruno Community Foundation to subsidize resident RAC memberships in FY 2025–26.

ENVIRONMENTAL IMPACT:

City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

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.

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Honorable Mayor and Members of the City Council
June 10, 2025

ALTERNATIVES:

The City Council may choose not to approve the proposed fee increases. If the fee adjustments are not implemented, it is estimated that General Fund support for Recreation and Aquatic Center (RAC) operations would need to increase by approximately $400,000 to offset the projected shortfall in revenue.

ATTACHMENTS:

1. Resolution

2. Fee Comparison

3. Final Fees for Master Fee List

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RESOLUTION NO. 2025 - __

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN BRUNO 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
WHEREAS, the City of San Bruno annually adopts updates to the Master Fee Schedule that include annual increases to maintain City Council adopted cost recovery targets, or to add new or revised fees to reflect new or revised services as provided in the City’s User Fee Cost Recovery Policy, adopted pursuant to Resolution No. 2021-51; and WHEREAS, the City Council held a duly notice public hearing on amendments to the Master Fee Schedule, to increase the City’s fees to reflect annual index adjustments and to add new fees to promote cost recovery pursuant to the User Fee Cost Recovery Policy; and WHEREAS, the San Bruno Recreation and Aquatic Center (RAC) has become a vital hub for community wellness, fitness, recreation, and civic engagement since opening in Summer 2024; and WHEREAS, a comprehensive review of the Community Services Department fee schedule, excluding Library fees, was conducted; and
WHEREAS, the proposed fee adjustments include updates to RAC membership categories, facility rentals, party packages, and senior programs and include an increase to the fees for tree maintenance permits; and
WHEREAS, the proposed changes are intended to improve equity, financial sustainability, and facility use, and include increased resident and non-profit discounts for RAC rental spaces; and WHEREAS, to support equitable access and ease the transition to updated RAC membership rates, the City will apply a portion of the $2.25 million operational ramp-up grant from the San Bruno Community Foundation to offer limited-time membership incentives for San Bruno residents during Fiscal Year 2025-26; and
WHEREAS, the City Council finds that the proposed updates to the Master Fee Schedule are in the best interest of the residents of San Bruno and will support the continued provision of high-quality community services.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL HEREBY adopts the Master Fee Schedule in the form on file with the City Clerk, effective on July 1, 2025. ---oOo---
I hereby certify that foregoing Resolution No. 2025 - __ was introduced and adopted by the San Bruno City Council at a regular meeting on June 10, 2025, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:
_____________________________
Lupita Huerta, City Clerk
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$77$&+0(17
CHAPTER 9: Parks & Recreation
I. INDOOR RENTALS
Community Centers (Hourly Base Rate) FY2024-25 FY2025-26 Portola Community Center $71.00 $73.00
Senior Center (Hourly Base Rate)
Conference Room $105.00 $109.00
Craft Room $105.00 $109.00
Assembly Room $184.00 $190.00
Kitchen Rental (Hourly Rate Without Assembly Room) $225.00 $231.00 Kitchen Rental (Flat Rate With Assembly Room) $112.00 $116.00 Library (Hourly Base Rate)
Community Room $99.00 $102.00
Recreation and Aquatic Center
Community Hall $571.00 $571.00
Community Hall – Room A or B $285.00 $314.00
Conference Room $78.00 $78.00
Classroom 1 and 2 $394.00 $315.00
Classroom 1 or 2 $197.00 $197.00
Small Classroom $155.00 $155.00
Gymnasium, Full $207.00 $233.00
Gymnasium, Half $103.00 $116.00
Group Exercise Room $125.00 $125.00
Pool, Wading (Includes Two (2) Lifeguards) $150.00 $250.00 Pool, Indoor or Outdoor (Includes Three (3) Lifeguards) $150.00 $275.00 Aquatics – Party Room $40.00 $40.00
Aquatics – Lane Use Fee $20.00 $20.00
II. OUTDOOR RENTALS
Outdoor Facilities FY2024-25 FY2025-26
Centennial Plaza $450.00 $250.00
Rotary Pavilion $225.00 $250.00
RAC Plaza $225.00 $225.00
Picnic Areas (Small)
City Park Area 1-5 and 8-11, Commodore Park, Grundy
Park
$124.00 $127.00
Picnic Areas (Medium)
City Park Area 6, 7 and 12 $135.00 $139.00
Picnic Areas (Large)
City Park Area 14 – Beckner Shelter $450.00 $462.00
Concession Stand (Tom Lara Field) – 2 Week Rental
March & April $225.00 $231.00
May, June, July, August $338.00 $347.00
September, October $169.00 $174.00
Daily Rate $84.00 $87.00
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III. ATHLETIC FIELDS & TENNIS COURTS
Athletic Field Rental for Other Than Organized Youth Sports (Hourly Rates) FY2024-25 FY2025-26
Base Rate $56.00 $58.00
Resident $45.00 $45.00
Non-Profit Organization $22.00 $22.00
Sport Field Lighting Fee (Hourly Rates)
Diamond 2 or 3 $11.00 $12.00
Diamond 2 or Center Field $20.00 $21.00
Center Field Only $9.00 $10.00
Lara & Center Field $22.00 $24.00
Lions Baseball Field $13.00 $14.00
Lions Football Field $6.00 $7.00
Field Use Fee (Per Player Per Season – Organized Youth Sports Only Base Rate $16.00 $18.00
Resident or Non-Profit Organization $11.00 $11.00
Tennis Cour (Hourly Fees Per Court)
Base Rate $11.00 $11.00
Resident or Non-Profit Organization $7.00 $7.00
IV. TREE MAINTENANCE FEES
New Street Trees Fee FY2024-25 FY2024-25
0% Cost Recovery - $124 cost) $0.00 $0.00
Private Tree Maintenance - Permits
Tree Pruning Permit (33% Cost Recovery) $85.00 $88.00
Tree Removal Permit (67% Cost Recovery) $171.00 $176.00 Private Tree Maintenance Removal/Replacement
One 36” box tree or Two 24” box trees per tree removal
(84% cost recovery)
$504.00 $517.00
Non-Replacement Fee $598.00 $614.00
V. MEMORIALS
Memorial Items FY2024-25 FY2025-26
Plaque – (84% Cost Recovery) $486.00 $497.00
Bench $1,302.00 $1,341.00
Tree $922.00 $944.00
VI. RAC MEMBERSHIP
FY2024-25 FY2025-26Membership Types
(Age Groups/Residents and Non-Resident
Rates)
Monthly Annual Monthly Annual
Youth (2-13) Resident N/A N/A $39.00 $468.00
Youth (2-13) Non-Resident N/A N/A $46.00 $552.00
Adult/Teen (14-49) Resident $30.00 $360.00 $55.00 $660.00 Adult/Teen (14-49) Non-Resident $36.00 $432.00 $66.00 $792.00 Senior Resident (50+) Resident N/A N/A $44.00 $528.00

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Senior Resident (50+) Non-Resident N/A N/A $53.00 $636.00 Additional Youth (2-13) Resident N/A N/A $33.00 $396.00 Additional Youth (2-13) Non-Resident N/A N/A $39.00 $468.00 Additional Adult/Teen (14-49) Resident $25.00 $300.00 $47.00 $564.00 Additional Adult/Teen (14-49) Non-Resident $30.00 $360.00 $56.00 $672.00 Additional Senior (50+) Resident N/A N/A $37.00 $444.00 Additional Senior (50+) Non-Resident N/A N/A $45.00 $540.00 Military (Discount to Base Rate) N/A N/A Less 10% Less 10% Other Fees
FY2024-25 FY2025-26
Initiation Fee per member
(Monthly Memberships) $20.00 $50.00
Cancellation Fee per member
(Annual Memberships) $50.00 $50.00
15-Visit Pass FY24-25 FY25-26
Youth (2-13) Resident $52 $90.00
Youth (2-13) Non-Resident $78 $120.00
Adult/Teen (14-49) Resident $104.00 $150.00
Adult/Teen (14-49 Non-Resident $130.00 $180.00
Senior (50+) Resident $78.00 $120.00
Senior (50+) Non-Resident $104.00 $150.00
Daily Drop-In
FY24-25 FY25-26
Youth (2-13) Resident $4 $6.00
Youth (2-13) Non-Resident $6 $8.00
Adult/Teen (14-49) Resident $8.00 $10.00
Adult/Teen (14-49 Non-Resident $10.00 $12.00
Senior (50+) Resident $6.00 $8.00
Senior (50+) Non-Resident $8.00 $10.00
Group Rate (15 people or more, purchased 72hrs in advance) N/A $6.00 Military Discount to Daily Drop In Base Rate N/A Less $2 Drop In Fee Infant to 2 years – Aquatics Only No Charge No Charge VII. RAC Program Fees
FY24-25 FY25-26Aquatics Resident Non-Resident Resident Non-Resident Swim Lessons Parent/Tot Classes (per
class)
$8.00 $9.60 $8.25 $10.30
Swim Lessons Preschool Group Classes (per
class)
$12.00 $14.40 $12.40 $14.90
Swim Lessons Youth Group Classes (per
class)
$10.75 $12.90 $11.10 $13,30
Swim Lessons Adult Group Classes (per
class)
$12.00 $14.40 $12.40 $14.90
Swim Lessons (Semi) Private Lessons (per
class)
$40 - $60 $48 - $72 $41 - $62 $49-$74
Lifeguard Certification Class $325.00 $390.00 $335 $402

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Birthday Party Package N/A N/A $350-
$750
$420-$900
FY24-25 FY25-26Fitness Resident Non-Resident Resident Non-Resident Personal Training (per hour) N/A N/A $50.00 $60.00
RAC Child Watch Program Daily Fee $5.00 $7.00 $5.00 $7.00 RAC Child Watch Program Monthly Unlimited $30.00 $42.00 $30.00 $42.00 For services with a fee range, fees will be determined in negotiation with outside vendors and approved by the Community
Services Director based on market rate and desired cost recovery for the program.

VIII. Recreation Program Fees
FY24-25Youth Sports - Prices per season
** 20% fee for Non-Residents Resident Non-Resident
FY25-26
Resident Non-Resident
Middle School Sports $125-$300 $150-$300 $130-$400 $155-$480 Elementary School Sports $75-$150 $90-$180 $80 - $250 $95 - $300 Adult Sports – Prices per season
**Resident rate requires 50% participants are residents FY24-25
Resident Non-Resident
FY25-26
Resident Non-Resident
Adult Sports Leagues Teams $200-
$1,000
$240-$1,200 $215-
$1,250
$260-
$1,500
City Run Camps FY24-25
Resident Non-Resident
FY25-26
Resident Non-Resident
Camp Connection AM/PM (1wk) $15.00 $18.00 $15.00 $18.00 Camp Connection Lunch $0 $0 $0 $0
Late Pick-Up (10 minutes after end of program) $20.00 $24.00 $20.00 $24.00 Social Connection $4.00 $5.00 $4.00 $5.00
Special Events FY24-25
Resident Non-Resident
FY25-26
Resident Non-Resident
Outdoor Event Booth Fee $50-$200 $60-$240 $50-$300 $60-$360 Indoor Event Vendor Booth Fee $45-$100 $54-$120 $45 - $250 $55-$300 Family Special Events Reg. Fee $10-$50 $12-$60 $10-$75 $12-$90 Special Events Permit Fees FY24-25
Resident Non-Resident
FY25-26
Resident Non-Resident
Minor Event Non-Profit/Resident (25-499 people) $50.00 $60.00 $50.00 $60.00 Minor Event Commercial (25-499 people) $100.00 $120.00 $100.00 $120.00 Moderate Event Non-Profit/Resident (500-1,999
people)
$75.00 $90.00 $75.00 $90.00
Moderate Event Commercial (500-1,999 people) $125.00 $150.00 $125.00 $150.00 Major Event Non-Profit/Resident (2,000+ people) $100.00 $120.00 $100.00 $120.00 Major Event Commercial (2,000+ people) $150.00 $180.00 $150.00 $180.00 For services with a fee range, fees will be determined in negotiation with outside vendors and approved by the Community
Services Director based on market rate and desired cost recovery for the program.

IX. Senior Center Fees
FY24-25 FY25-26
Resident Non-
Resident
Resident Non-Resident
Voluntary Membership Fee (Resident) $25 - $4 5 $25 - $45 $25 - $45 $25 - $45

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Voluntary Membership Fee (Non-Resident) $30 - $54 $30 - $54 $30 - $54 $30 - $54 Senior Center Member Discount for
Classes (With Contract Instructor
Approval)
$1.00 $1.00 $1.00 $1.00
Senior Center Specialty Classes $3 - $1 5 $3 - $15 $3 - $15 $3 - $15 Senior Transportation Donation Donation Donation Donation Senior Meals Donat ion Donatio n Donation Donation
Senior Meals (Non Qualifying 59 and
Under)
$6 - $8 $6 - $8 $6 – Full Cost
Recovery
$6 – Full
Cost
Recovery
Indoor Event Vendor Booth Fee – Senior
Center
N/A N/A $5 - $75 $5 - $90
X. Miscellaneous Fees and Discounts
FY24-25 FY25-26
RAC Membership Card Replacement Fee $5.00 $5.00
Promotional Discounts for Monthly Membership 15% 15%
Promotional Discount for Punch Passes 10% 10%
Merchandise Cost Recovery Cost Recovery
*Promotional Discounts are at the Discretion of the City Manager or his/her designee.

XI. Discounts/Deposits/Cancellation & Other Fees for
Indoor/Outdoor Rentals Above
Discounts (Applied to Base Rates Above for Community Centers, Senior Center, Library)
FY24-25 FY24-25
San Bruno Based Non-Profit or Community Organization services that benefit San Bruno community 50% 50%
San Bruno Resident or Business
Extended Rental (at least 6 months/year & 2 days/month) Multi Room Rental
20% 20%
Discounts (Applied to Base Rates Above for Recreation and Aquatic Center)
FY24-25 FY25-26
Commercial use, or private use by a non-resident or a non-San Bruno business 0% 0%
Non-San Bruno Non-Profit, Community or Civic Organization 0% 25% San Bruno Based Non-Profit, Community Organization, or a Business that services San Bruno community 20% 30%
San Bruno Resident 20% 35%
Extended Rental (at least 6 months/year & 2 days/month) 20% 35% Multi Room Rental 20% 35%
Off Peak (Monday to Friday from 10AM-4PM)
FY24-25 FY25-26
Community Centers, Senior Center, Library 20% 20%
RAC Community Hall, Conference Room, Small Classroom, and Classrooms 1 & 2 20% 30%
RAC Gymnasium & Group Exercise Room 20% 10%
Deposits (Refundable) FY24-25 FY25-26
RAC Community Hall (without Alcohol) 50%>$400 $500.00

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RAC Community Hall (with Alcohol) 50%>$400 $1,000.00
RAC Conference 50%>$400 $50.00
All other Rooms at Community Centers, Library, Senior Center (without Alcohol) 50%>$400 $250.00
All other Rooms at Community Centers, Library, Senior Center (with Alcohol) 50%>$400 $500.00
All Rentals up to $400 Pay in Full Pay in
Full
Damage & Cleaning Deposit - Large Picnic Area: City Park 14 (Beckner Shelter $169.00 $169
Damage & Recycling Deposit Lessor of 2x
the Hourly
Rental Rate
or $500
Rental Cancellation/Change/Administrative Fees – Per Total Rental FY24-25 FY25-26 6 months prior to the event 0% 0%
31 to 180 days prior to the event 50% 50%
30 days prior to the event 100% 100%
Service/Administrative Fees FY24-25 FY25-26
Staffing – Hourly Per Staff Member $28.00 $29.00
Rental Change Fee Less than 30 day notice $10.00 $10.00 Final Payment Late Fee (charge per day) $50.00 $50.00
Cancellation Administration Fee $65.00 $65.00
Approved Caterer Application Fee $65.00 $65.00
Garbage and Recycling $0.00 $150.00
Janitorial Fee – Market Rate Value MRV MRV
Permits FY24-25 FY25-26
Alcohol Permit Processing Fee (does not include permit to sell) $41.00 $43.00 Equipment Usage Fees FY24-25 FY25-26
Lectern $15.00 $15.00
Projector and Screen $25.00 $25.00
Microphone $10.00 $10.00
Stage N/A $150.00

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CHAPTER 9: Parks & Recreation
I. INDOOR RENTALS
Community Centers (Hourly Base Rate) FY2025-26
Portola Community Center $73
Senior Center (Hourly Base Rate)
Conference Room $109
Craft Room $109
Assembly Room $190
Kitchen Rental (Hourly Rate Without Assembly Room) $231 Kitchen Rental (Flat Rate With Assembly Room) $116
Library (Hourly Base Rate)
Community Room $102
Recreation and Aquatic Center
Community Hall $571
Community Hall – Room A or B $314
Conference Room $78
Classroom 1 and 2 $315
Classroom 1 or 2 $197
Small Classroom $155
Gymnasium, Full $233
Gymnasium, Half $116
Group Exercise Room $125
Pool, Wading (Includes Two (2) Lifeguards) $250
Pool, Indoor or Outdoor (Includes Three (3) Lifeguards) $275 Aquatics – Party Room $40
Aquatics – Lane Use Fee $20
II. OUTDOOR RENTALS
Outdoor Facilities FY2025-26
Centennial Plaza $250
Rotary Pavilion $250
RAC Plaza $225
Picnic Areas (Small)
City Park Area 1-5 and 8-11, Commodore Park, Grundy Park $127 Picnic Areas (Medium)
City Park Area 6, 7 and 12 $139
Picnic Areas (Large)
City Park Area 14 – Beckner Shelter $462
Concession Stand (Tom Lara Field) – 2 Week Rental
March & April $231
May, June, July, August $347
September, October $174
Daily Rate $87
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$77$&+0(17
III. ATHLETIC FIELDS & TENNIS COURTS
Athletic Field Rental for Other Than Organized Youth Sports (Hourly Rates) FY2025-26 Base Rate $58
Resident $45
Non-Profit Organization $22
Sport Field Lighting Fee (Hourly Rates)
Diamond 2 or 3 $12
Diamond 2 or Center Field $21
Center Field Only $10
Lara & Center Field $24
Lions Baseball Field $14
Lions Football Field $7
Field Use Fee (Per Player Per Season – Organized Youth Sports Only Base Rate $18
Resident or Non-Profit Organization $11
Tennis Cour (Hourly Fees Per Court)
Base Rate $11
Resident or Non-Profit Organization $7
IV. TREE MAINTENANCE FEES
New Street Trees Fee FY2025-26
0% Cost Recovery - $124 cost) $0
Private Tree Maintenance - Permits
Tree Pruning Permit (33% Cost Recovery) $88
Tree Removal Permit (67% Cost Recovery) $176
Private Tree Maintenance Removal/Replacement
One 36” box tree or Two 24” box trees per tree removal (84% cost recovery) $517 Non-Replacement Fee $614
V. MEMORIALS
Memorial Items FY2025-26
Plaque – (84% Cost Recovery) $497
Bench $1,341
Tree $944
VI. RAC MEMBERSHIP
FY2025-26Membership Types
(Age Groups/Residents and Non-Resident Rates) MONTLY ANNUAL Youth (2-13) Resident $39 $468
Youth (2-13) Non-Resident $46 $552
Adult/Teen (14-49) Resident $55 $660
Adult/Teen (14-49) Non-Resident $66 $792
Senior Resident (50+) Resident $44 $528
Senior Resident (50+) Non-Resident $53 $636
Additional Youth (2-13) Resident $33 $396

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Additional Youth (2-13) Non-Resident $39 $468
Additional Adult/Teen (14-49) Resident $47 $564
VII. RAC MEMBERSHIP (continue)
FY2025-26Membership Types
(Age Groups/Residents and Non-Resident Rates) MONTLY ANNUAL Additional Adult/Teen (14-49) Non-Resident $56 $672
Additional Senior (50+) Resident $37 $444
Additional Senior (50+) Non-Resident $45 $540
Military (Discount to Base Rate) Less 10% Less 10%
Other Fees
FY2025-26
Initiation Fee per member (Monthly Memberships) $50
Cancellation Fee per member (Annual Memberships) $50
15-Visit Pass
FY2025-26
Youth (2-13) Resident $90
Youth (2-13) Non-Resident $120
Adult/Teen (14-49) Resident $150
Adult/Teen (14-49 Non-Resident $180
Senior (50+) Resident $120
Senior (50+) Non-Resident $150
Daily Drop-In
FY2025-26
Youth (2-13) Resident $6
Youth (2-13) Non-Resident $8
Adult/Teen (14-49) Resident $10
Adult/Teen (14-49 Non-Resident $12
Senior (50+) Resident $8
Senior (50+) Non-Resident $10
Group Rate (15 people or more, purchased 72hrs in advance) $6 Military Discount to Daily Drop In Base Rate Less $2
Drop In Fee Infant to 2 years – Aquatics Only No Charge VIII. RAC PROGRAM FEES
FY2025-26
Aquatics RESIDENT NON-

RESIDENT
Swim Lessons Parent/Tot Classes (per class) $8.25 $10.30 Swim Lessons Preschool Group Classes (per class) $12.40 $14.90 Swim Lessons Youth Group Classes (per class) $11.10 $13,30 Swim Lessons Adult Group Classes (per class) $12.40 $14.90 Swim Lessons (Semi) Private Lessons (per class) $41 - $62 $49-$74 Lifeguard Certification Class $335.00 $402.00
Birthday Party Package $350-$750 $420-$900
FY2025-26
Fitness RESIDENT NON-

RESIDENT
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Personal Training (per hour) $50.00 $60.00
RAC Child Watch Program Daily Fee $5.00 $7.00
RAC Child Watch Program Monthly Unlimited $30.00 $42.00 For services with a fee range, fees will be determined in negotiation with outside vendors and approved by the Community
Services Director based on market rate and desired cost recovery for the program.

VII. RECREATION PROGRAM FEES (CONTINUED)
FY2025-26Youth Sports - Prices per season
** 20% fee for Non-Residents

RESIDENT NON-

RESIDENT
Middle School Sports $130-$400 $155-$480
Elementary School Sports $80 - $250 $95 - $300
FY2025-26Adult Sports – Prices per season
**Resident rate requires 50% participants are residents RESIDENT NON-

RESIDENT
Adult Sports Leagues Teams $215-$1,250 $260-$1,500
FY2025-26
City Run Camps RESIDENT NON-

RESIDENT
Camp Connection AM/PM (1wk) $15.00 $18.00
Camp Connection Lunch $0 $0
Late Pick-Up
(10 minutes after end of program) $20.00 $24.00
Social Connection $4.00 $5.00
FY2025-26
Special Events RESIDENT NON-

RESIDENT
Outdoor Event Booth Fee $50-$300 $60-$360
Indoor Event Vendor Booth Fee $45 - $250 $55-$300
Family Special Events Reg. Fee $10-$75 $12-$90
FY2025-26
Special Events Permit Fees RESIDENT NON-

RESIDENT
Minor Event Non-Profit/Resident (25-499 people) $50.00 $60.00 Minor Event Commercial (25-499 people) $100.00 $120.00
Moderate Event Non-Profit/Resident (500-1,999 people) $75.00 $90.00 Moderate Event Commercial (500-1,999 people) $125.00 $150.00 Major Event Non-Profit/Resident (2,000+ people) $100.00 $120.00 Major Event Commercial (2,000+ people) $150.00 $180.00
For services with a fee range, fees will be determined in negotiation with outside vendors and approved by the Community
Services Director based on market rate and desired cost recovery for the program.

IX. SENIOR CENTER FEES
Membership/Transportation/Meals/Events FY2025-26

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RESIDENT NON-

RESIDENT
Voluntary Membership Fee (Resident) $25 - $4 5 $25 - $45 Voluntary Membership Fee (Non-Resident) $30 - $54 $30 - $54 Senior Center Member Discount for Classes
(With Contract Instructor Approval) $1 $1
Senior Center Specialty Classes $3 - $15 $3 - $15
Senior Transportation Donation Donation
Senior Meals Donati on Donation
Senior Meals (Non Qualifying 59 and Under) $6 – Full Cost Recovery
$6 – Full Cost
Recovery
Indoor Event Vendor Booth Fee – Senior Center $5 - $75 $5 - $90

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X. MISCELLANEOUS FEES AND DISCOUNTS
FY2025-26
RAC Membership Card Replacement Fee $5
Promotional Discounts for Monthly Membership 15%
Promotional Discount for Punch Passes 10%
Merchandise Cost Recovery
*Promotional Discounts are at the Discretion of the City Manager or his/her designee.

XI. DISCOUNTS/DEPOSITS/CANCELLATION & OTHER FEES FOR

INDOOR/OUTDOOR RENTALS ABOVE
Discounts
(Applied to Base Rates Above for Community Centers, Senior Center, Library Only)
FY2025-26
San Bruno Based Non-Profit or Community Organization services that benefit San Bruno community 50%
San Bruno Resident or Business
Extended Rental (at least 6 months/year & 2 days/month) Multi Room Rental
20%
Discounts (Applied to Base Rates Above for Recreation and Aquatic Center)
FY2025-26
Commercial use, or private use by a non-resident or a non-San Bruno business 0%
Non-San Bruno Non-Profit, Community or Civic Organization 25% San Bruno Based Non-Profit, Community Organization, or a Business that services San Bruno community 30%
San Bruno Resident 35%
Extended Rental (at least 6 months/year & 2 days/month) 35% Multi Room Rental 35%
Off Peak (Monday to Friday from 10AM-4PM) FY2025-26
Community Centers, Senior Center, Library 20%
RAC Community Hall, Conference Room, Small Classroom, and Classrooms 1 & 2 30%
RAC Gymnasium & Group Exercise Room 10%
Deposits (Refundable) FY2025-26
RAC Community Hall (without Alcohol) $500
RAC Community Hall (with Alcohol) $1,000
RAC Conference $50
All other Rooms at Community Centers, Library, Senior Center (without Alcohol) $250
All other Rooms at Community Centers, Library, Senior Center (with Alcohol) $500
All Rentals up to $400 Pay in Full
Damage & Cleaning Deposit - Large Picnic Area: City Park 14 (Beckner Shelter $169 Rental Cancellation/Change/Administrative Fees – Per Total Rental FY2025-26 6 months prior to the event 0%
31 to 180 days prior to the event 50%
30 days prior to the event 100%
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XI. DISCOUNTS/DEPOSITS/CANCELLATION & OTHER FEES
FOR

INDOOR/OUTDOOR RENTALS ABOVE (CONTINUED)
Service/Administrative Fees FY2025-26
Staffing – Hourly Per Staff Member $29
Rental Change Fee Less than 30 day notice $10
Final Payment Late Fee (charge per day) $50
Cancellation Administration Fee $65
Approved Caterer Application Fee $65
Garbage and Recycling $150
Janitorial Fee – Market Rate Value MRV
Permits FY2025-26
Alcohol Permit Processing Fee (does not include permit to sell) $43 Equipment Usage Fees FY2025-26
Lectern $15
Projector and Screen $25
Microphone $10
Stage $150

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: June 10, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre, City Manager
PREPARED BY: Nick Pegueros, Chief Financial Officer
Brian Adam, Assistant to the City Manager
SUBJECT: Receive the City Manager's Recommended Budget for Fiscal Year 2025- 26 and Provide Direction for Preparation of the City Council Adopted Budget Which is Scheduled for Final Approval on June 24, 2025 BACKGROUND:

San Bruno Municipal Code Section 2.12.060.H requires the City Manager to prepare and submit to the City Council an annual budget for their review and approval. With the City’s fiscal year beginning July 1st, this agenda item formally transmits the City Manager’s Recommended Fiscal Year 2025-26 (FY26) budget (Budget) for presentation, discussion, and direction. At the conclusion of this review, City staff will compile the Draft City Council Adopted Budget reflecting any recommended changes by the Council for final approval at their June 24, 2025 meeting following a public hearing. Overall, it is a balanced $287 million proposed spending plan for the coming year.

DISCUSSION:

The City Manager’s Recommended FY25 Budget was published on the week of May 19 and is available online on the City of San Bruno website (https://www.sanbruno.ca.gov/250/Finance). A printed copy of the document is available for review at the San Bruno City Clerk’s Office.

Revenue Measure Oversight Committee Input
Following the posting of the Budget, a special meeting of the Revenue Measure Oversight Committee (RMOC) was held on May 29, 2025, as requested by staff. During this meeting, the RMOC reviewed staff's recommendation and voted to support staff’s recommendation to the City Council, except for moving 2.0 full-time equivalent personnel from the General Fund to the Measure G Fund. Staff’s recommendation to the City Council remains unchanged after the RMOC meeting. If the Council directs staff to reverse the transfer of maintenance workers to Measure G funds, $540,000 will need to be cut from the General Fund budget or another backfill will be necessary.

The recommended budget reflects City Council input at multiple public meeting agenda items, each serving as a critical building block to developing the balance budget. City Council actions are detailed in Table 1.
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,WHPD
Honorable Mayor and Members of the City Council
June 10, 2025

Table 1. City of San Bruno’s FY26 Budget Preparation Calendar Date Action
1/24/25 City Council Retreat
2/11/25 City Council adoption of FY26 Budget Principles and Priority Initiatives 2/13/25 Revenue Measure Oversight Committee received staff recommendation on FY26 Measure G appropriations
3/11/25 City Council received a presentation on the long-range financial forecast for FY26 through to FY35
3/11/25 City Council provided direction to shift approximately $0.78 million from Measure G to the General Fund operating budget
4/8/25 City Council received project scopes for priority initiatives and provided direction to staff
4/22/25 City Council received an overview of proposed capital improvement spending and resource allocation
4/22/25 City Council adopted fee increases based on the annual change in the US Bureau of Labor Statistic’s Consumer Price Index (CPI-W) for the San Francisco region. Select fees, indexed to the Construction Cost Index, were not increased.

Week of
5/19/25 Budget Transmittal Letter and Budget Book published 5/29/25 Revenue Measure Oversight Committee (RMOC or Measure G Committee) 6/3/25 City Manager’s Budget Workshop
6/10/25 Presentation to City Council on the City Manager’s Recommended FY26 Budget and provide direction for preparation of the City Council Adopted Budget
6/10/25 Presentation to City Council on proposed updates to Community Services fees in the Master Fee Schedule to take effect in FY26
6/24/25 Hold Public Hearing on the FY26 CIP budget and adopt enabling budget resolutions
Since the Budget’s publication during the week of May 19, City staff has identified several corrections which have limited impact to the overall budget and will be incorporated in the final City Council Adopted FY26 Budget scheduled to be released in July:
 Capital Improvement Program budget updates
o Measure Q Spending Plan – the Capital Improvement Plan requires adjustment in funding the project financials section for the PMP (page 226) and the Fire Station No. 52 replacement project (page 187) if the Council supports the recommended “San Bruno Triple Flip.”
o Removal of the proposed Stormwater capital improvement project titled “Bennington Storm Drain” (page 242) and transfer requested budget to the “Green Stormwater Infrastructure (GSI) Implementation (page 244) – Originally proposed as a Measure Q-funded project, City staff are investigating a cheaper and more effective alternative before initiating a project.  Update table on the Conceptual 5-year plan “San Bruno Triple Flip” to include transferring the funding of 2.0 Maintenance Workers and patching supplies/equipment

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Honorable Mayor and Members of the City Council
June 10, 2025

from the General Fund to the Measure G. The two positions were added in FY22 with approval of the patch truck “T.E.D.” using General Fund monies. With the San Bruno Triple Flip, these positions would be funded via Measure G revenues, maintaining both positions and ensuring resources to perform street maintenance work. The correct would be inserted into the table under the section “Streets Maintenance.” Other Funds from Measure G are already included in the Measure G budget on page 13.

Table 2. Measure G allocations proposed for FY2025-26 update for City Council’s June 24, 2025 regular meeting.
 Update Glossary of Terms for “Capital Outlay (page 279) - Update the definition to:
"Acquisition of assets with a multi-year useful life, including equipment, tools, or infrastructure investments from the Capital Improvement Program."  Formatting and typo corrections. With the new budget format and updated content, staff has identified several immaterial corrections that will be updated in the final City Council Adopted Budget book.

Next Steps
City staff will update the budget book as outlined above, correct any clerical errors identified, and incorporate any direction from City Council. The update will return to City Council on June 24 for final adoption.

FISCAL IMPACT:

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Honorable Mayor and Members of the City Council
June 10, 2025

The City Manager’s Recommended Fiscal Year 2025-26 Budget is balanced. Changes directed by the City Council may have an impact on the budget requiring use of reserves.

ENVIRONMENTAL IMPACT:

The action is not a project subject to CEQA.  City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Receive the City Manager's Recommended Budget for Fiscal Year 2025-26 and provide final direction to City staff to prepare the City Council Adopted Budget which is scheduled for final approval on June 24, 2025.

ALTERNATIVES:

No action required.

ATTACHMENTS:

1. City Manager’s Recommended FY26 Budget

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City Council Agenda Item
Staff Report

CITY OF SAN BRUNO
DATE: June 10, 2025
TO: Honorable Mayor and Members of the City Council
FROM: Alex D. McIntyre
PREPARED BY: Brian Adam, Assistant to the City Manager
SUBJECT: Receive Report on the Fiscal Year 2025-26 San Bruno Community Foundation Operating Budget
BACKGROUND:

The San Bruno Community Foundation (SBCF) is the Not-for-Profit organization created by the San Bruno City Council to invest, manage and expend the restitution settlement of $70 million in cash and real property that the City of San Bruno received from PG&E after the natural gas pipeline explosion in San Bruno’s Crestmoor neighborhood.

Under Article XVI (section c) of the Foundation’s Bylaws, approval of the SBCF’s annual budget by the City Council is required.

DISCUSSION:

On June 4, 2025, the SBCF adopted their annual budget. The attached SBCF staff report and budget describes all of the line items in the SBCF budget including:

1. Foundation’s Overall Financial Picture;

2. Foundation’s Budgeting Principles;

3. Foundation’s Fiscal Year 2025-26 Expenses; and,

4. Foundation’s Fiscal Year 2025-26 Funds Available for Operations At the June 10th City Council meeting, the SBCF Executive Director, Leslie Hatamiya, will provide a presentation to the City Council on the SBCF’s proposed budget and will be available to answer any questions.

If approved, the San Bruno City Council will consider adoption of the budget at the June 24, 2025 City Council meeting.

FISCAL IMPACT:

There is no fiscal impact associated with receiving this report. 215 of 229
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Honorable Mayor and Members of the City Council
June 10, 2025

ENVIRONMENTAL IMPACT:

There is no environmental impact. The action is not a project subject to CEQA. City Council’s action is not considered a “Project” per CEQA Guidelines and therefore no further environmental analysis is required.

RECOMMENDATION:

Receive Report on the Fiscal Year 2025-26 San Bruno Community Foundation Operating Budget.

ALTERNATIVES:

Provide direction to the SBCF regarding the budget line items.

ATTACHMENTS:

1. San Bruno Community Foundation Budget Staff Report and Budget

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Memorandum

DATE: May 29, 2025
TO: Board of Directors, San Bruno Community Foundation
FROM: Leslie Hatamiya, Executive Director
SUBJECT: SBCF Budget and Transfer from the Strategic Pool to the Liquidity Pool for Fiscal Year 2025-2026
Under our Bylaws, the Foundation’s fiscal year runs from July 1 to June 30, and its annual budget must be approved by the San Bruno City Council. As we approach the end of the 2024- 2025 fiscal year, I will present the 2025-2026 budget to the Board for approval at the June 4, 2025, Board meeting. If the Board approves the budget, I am scheduled to present the budget to the City Council at its regular meeting on June 10, and the City Council will take formal action of approval at its regular meeting on June 24.

At its May 7, 2025, meeting, the Board updated the Foundation’s program and investment strategies to spend down the bulk of the Foundation’s remaining total net assets at the end of the current fiscal year in the near-to-mid-term on at least one large legacy project and wind down all other programs; identified a new Fire Station No. 52 as the Foundation’s top choice for the legacy project to receive most of the total net assets earmarked for legacy projects; directed the discontinuation of all other programs, including the Crestmoor Scholarship and the Community Grants Fund, at the end of the current fiscal year; directed the Ad Hoc Committee on Strategic Planning to review the Foundation’s Program Strategy Framework and recommend any needed updates to reflect these changes in strategy; directed the Investment Committee to review the Foundation’s Investment Policy Statement and Investment Operating Plan and recommend any needed updates to both documents to reflect these changes in strategy; and directed the Executive Director to review staffing needs and begin trimming operating expenses, as appropriate, in the fiscal year 2025-2026 budget to reflect these changes in strategy. The fiscal year 2025-2026 budget being presented incorporates the approved strategy changes and the associated adjustments in staffing needs and operating expenses.

1. SBCF’s Overall Financial Picture
Before I provide a detailed account of the FY2025-2026 budget, I think it is instructive to review the overall financial health of the organization. The following chart provides a high-level picture of the Foundation’s overall financial history and health and includes both the investment portfolio managed by Sand Hill Global Advisors, LLC, as well as other funds 217 of 229
$77$&+0(17

Memorandum

(including initial funds received from the restitution funds to support the Foundation’s operations in 2015-2016 prior to establishing the investment accounts as well as donations received):

SBCF Financial Snapshot (rounded)
Total Initial Assets $70.5 million
Total Investment Value Added as of 4/30/2025 +$21.6 million Total Donations and Other Income as of 4/30/2025 +$1.8 million Total Funds Disbursed as of 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

Total initial assets include the $69.8 million that was transferred to our Fidelity investment accounts in 2016 as well as about $700,000 in cash that the City had previously transferred to the Foundation to cover our expenses from inception through June 2016. Total investment value added is the investment gains made by the investment portfolio (the funds managed by Sand Hill). Note that total investment value added fluctuates based on the current value of the Foundation’s investment portfolio, and recent market volatility due to economic and tariff policy changes by the new federal administration has caused this number to fluctuate greatly over the past few months (for example, total investment value added rose to $22.6 million as of May 16, 2025). Donations and other income have flowed through our operating accounts but are not reflected in our investment portfolio. Total funds disbursed include RAC grant payments, Community Grant payments, Crestmoor Scholarship payments, and other strategic grant payments disbursed thus far, as well as operating expenses paid out since the Foundation’s creation in late 2013. Total liabilities are operating and program expenses that the Foundation has incurred but not yet paid out. Total net assets equal total assets minus total liabilities.

Although we remain in a period of market volatility, the Foundation’s overall financial health remains strong. As of April 30, 2025, the Foundation’s total assets were $30,570,069, with total liabilities of $6,785,482 and total net assets of $23,784,587.

2. Budgeting Principles

In developing this budget, I am guided by the principles of transparency and economy. As prudent stewards of the restitution funds, we want to communicate our decisions and activities with the community and have accordingly provided ample budget to do so. At the same time, we will be cost-conscious in all categories of expenses.

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As I remind the Board each year, ours is not a typical nonprofit budget, where the goal is for expenses to equal revenues. Most nonprofit budgets are income-driven because the nonprofit is able to spend only the funds it expects to bring in that year. In contrast, as a result of our investment portfolio, the Foundation’s budget is expense-driven. Our budgeted “income” consists primarily of transfers from our investment assets to our operating budget to cover our cash needs during the fiscal year, along with a relatively small cohort of donations and other income. We do not seek – and typically do not achieve – a “balanced budget,” as our cash needs do not necessarily match our recorded expenses in a given year. This is because we record grant and scholarship commitments as expenses at the time agreements are executed and scholarships awarded, but grant and scholarship payments are often made in a later fiscal year. As a result, the fact that funds available for operations ($9,525,348) in the FY2025-2026 budget far exceed expenses ($5,396,685) should not be a cause for concern. The calculations of our expenses and funds available for operations should be analyzed separately, as they are based on different factors and needs.

3. FY2025-2026 Expenses

We have three main categories of expenses: Direct Program Expenses, Personnel Expenses, and Non-Personnel Support Costs. As previously mentioned, grant and scholarship commitments are recorded as expenses at the time grant agreements are executed and scholarships are awarded (but not necessarily paid out). We are currently projecting total expenses of $5,396,685.

a. Direct Program Expenses

x Crestmoor Scholarships and Community Grants Fund: Per the Board’s decision, the Foundation will not be offering the Crestmoor Scholarship or the Community Grants Fund in 2025-2026, and both of these lines are budgeted at zero.

x Strategic Grants: This line is budgeted at $5,000,000 as a placeholder. Under the updated strategy to focus on a small number of legacy projects with the bulk of the Foundation’s remaining net assets, these funds could be used to fund one or more of the legacy projects the Board has discussed, such as the first grant related to the Fire Station No. 52 project (if the City Council accepts the Foundation’s offer to help fund the project), permanent lighting as part of the Crestmoor Fields Project, and a final strategic grant in support of San Bruno’s public schools. The Foundation may also award grants consistent with restricted donations totaling $50,000 expected from Comcast.

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As a reminder, all strategic grants require specific Board approval, not just inclusion in the budget. Decisions on specific strategic grants will take place as proposals are vetted during the course of the year.

x Other Grants: With the conclusion of the Community Grants Fund, the proposed budget does not include any funding for our Off-Cycle Small Grants process.

b. Direct Personnel Expenses

x Salaries & Wages: This line reflects the Executive Director’s current salary and costs related to the phase out of the Program Manager position. With the wind down of the Crestmoor Scholarship and the Community Grants Fund, the Program Manager position is being eliminated.

x Payroll Taxes & Benefits: This line reflects payroll taxes, workers compensation insurance premiums, and employee benefits for the fiscal year. Benefits include retirement plan contributions, life insurance, and personal time off.

Total Personnel Expenses are budgeted to decrease 11.1% ($32,409) from the year- end projected level for 2024-2025, due to the elimination of the Program Manager position.

c. Non-Personnel Support Costs

x Occupancy: Under current audit standards, the expense for office rent is based on one year of the average monthly rent under the current office lease ($1,290.25 per month). This is a change in accounting from previous budgets, which reflected actual rent payments for the full fiscal year. The current lease runs through March 31, 2030, which should roughly coincide with the wind down of the Foundation once all grant and scholarship payments are disbursed and final reporting obligations are completed.

x Insurance: This line is based on the Foundation’s current commercial general liability, property, auto, cyber, and directors and officers liability insurance policies ($9,328), which have an annual renewal date of March 21. It also includes the Foundation’s crime insurance policy ($3,240), which has a renewal date of May 27. I have added an extra $1,000 in case we experience any premium increases upon renewal in 2026.

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x Telecommunications: This line includes continuation of cell phone expenses for the Executive Director ($800), broadband Internet access for the office, and the office landline ($1,100 for Internet and landline combined). However, office Internet and landline costs are likely to change with the sale of San Bruno CityNet Services (our current provider) to Comcast, which has yet to provide updated pricing for our services. This line reflects savings in cell phone and Internet access expenses resulting from the elimination of the Program Manager position.

x Postage & Shipping: This line includes office postage ($840) as well as the projected postage required for the fall Annual Report mailing (nonprofit rate) to all San Bruno addresses ($2,200). Postage rates are expected to increase in July 2025 and again in January 2026. I am budgeting a slight increase for the Annual Report mailing based on actual 2024 costs. With the wind down of the Community Grants Fund and the Crestmoor Scholarship, I have decreased the monthly postage estimate from $85 per month in the 2024-2025 budget to $70 per month in this year’s budget, and we typically come in under budget on this line.

x Marketing & Communications: The largest items in this line are the projected printing ($12,000) and graphic design ($650) costs associated with the Annual Report. This line also includes website and e-newsletter costs ($455) and holiday cards ($250). Under this line, we will realize savings related to the wind down of the Community Grants Fund and Crestmoor Scholarship, as we will no longer need to incur graphic design and printing costs for the programs’ marketing materials and the costs associated with online grant and scholarship applications.

x Office Supplies and Equipment: This line includes $120 monthly for office supplies (down from $175 per month in the 2024-2025 budget) and $1,160 for computer backup and other software fees and miscellaneous office equipment expenses (such as repairing the printer, which has seen considerable wear and tear over the past ten years).

x Legal Fees: This line includes $9,900 for our outside nonprofit counsel, NEO Law Group (budgeted at 1.5 hours per month vs. two hours per month last year), and $30,432 for our outside municipal law counsel, Shute, Mihaly & Weinberger, LLP (budgeted at eight hours per month vs. nine hours per month last year). For NEO Law Group, I decreased the anticipated hours per month because I will no longer need outside counsel to help draft the Community Grants Fund grant agreements.

For Shute, Mihaly & Weinberger, I decreased the anticipated hours per month based on actual 2024-2025 expenses. In general, we typically come in well under budget

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on this line, but I like to include a cushion in the event that any unexpected issues requiring legal assistance arise.

x Accounting & Payroll Fees: Payroll fees ($1,137) are based on the current arrangement with our payroll vendor (Intuit QuickBooks). For audit and tax preparation services, $11,600 is budgeted, per the Foundation’s contract with Novogradac & Company. In addition to $710 for QuickBooks accounting software, $19,008 is included for the accounting consultant/full charge bookkeeper, which is a decrease from the 2024-2025 budget due to the decrease in accounting needs associated with no longer offering the Community Grants Fund and Crestmoor Scholarship.

x Other Consultants: This line includes $3,775 (approximately two hours/month) for the IT consultant (based on significantly decreased usage and the terms of our professional services agreement). The IT consultant has primarily supported the online application and application review processes for the Community Grants Fund and the Crestmoor Scholarship, so this line represents a significant decrease (64%) from expected expenses for 2024-2025.

x Travel, Meetings & Conferences: Although the Board’s regular meetings are still scheduled to be held at the Senior Center, this line allows for the Board to consider moving its regular meetings to the Recreation and Aquatic Center, which has higher facility rental rates than the Senior Center. This line includes the expenses for 10 Board meetings in one-half of the RAC Community Room; although the Board is scheduled to meet monthly, it typically cancels at least two, if not more, meetings each year. If the Board continues to meet at the Senior Center, actual costs should come in under budget. This line also includes $640 for one Zoom Pro subscription and one Zoom webinar subscription and $500 for miscellaneous conference, training, and meeting expenses.

x Miscellaneous: This line includes various expenses that may arise and do not fit in any of the other cost categories. It typically covers professional organization membership fees (such as Thrive: Alliance of Nonprofits and the California Association of Nonprofits, and we expect membership fees to increase for both this year), bank fees, online news subscriptions, Board and partner recognition, and government/agency taxes and fees.

Total Non-Personnel Support Costs are budgeted to decrease $5,377 from the 2024- 2025 year-end projection and $57,313 from the 2024-2025 budgeted amounts. This

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is due to a combination of (a) budgeting providing flexibility for unanticipated expenses, and (b) decreases related to the wind down of the Community Grants Fund and Crestmoor Scholarship programs. Budgeted amounts operate as ceilings, and I am very cost-conscious in all purchasing decisions, so that actual costs often turn out to be lower than the budget projections. Please note that in the current fiscal year (2024-2025), actual Non-Personnel Support Costs are projected to be

26.7% ($51,936) lower than the budgeted amount.

d. Savings Due to Change in Strategy

As a result of the strategy changes approved by the Board in May, the FY2025-2026 budget includes estimated savings of $465,000 in direct program expenses ($300,000 for the Community Grants Fund and $165,000 for the Crestmoor Scholarship) and roughly $57,000 in operating expenses, with budgeted savings realized in the following expense categories: salaries and wages, payroll taxes and benefits, telecommunications, postage and shipping, marketing and communications, office supplies and equipment, legal fees, accounting and payroll fees, other consultants, and travel, meetings, and conferences.

4. FY2025-2026 Funds Available for Operations

As mentioned above, this is not a balanced budget, where income equals expenses. Instead, the Funds Available for Operations are determined by analyzing the Foundation’s cash needs for the fiscal year. Cash needs for Personnel Expenses and Non-Personnel Support Costs are estimated at $395,526, under the assumption that all budgeted Personnel Expenses and Non- Personnel Support Costs will be paid out during the fiscal year. 1 Projected cash needs for
Program Disbursements (total of $9,841,284) are as follows:

Crestmoor Scholarship
2020 Scholars $5,000
2021 Scholars $5,000
2022 Scholars $10,000
2023 Scholars $30,000
2024 Scholars $30,000
2025 Scholars $52,500
Total Crestmoor Scholarship $132,500

1 The one exception is for office rent. The amount expensed is the average rent per month over the life of the lease times 12 months, or $15,483. However, the amount that will be paid out from July 2025 to June 2026 is $14,324.

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Strategic Grants
RAC Grants (remaining balance) $259,364
Downtown Beautification Grant (total grant amount) $350,000 School Field Improvements Grant (remaining balance) $63,420 Narita Sister City Grants (year 2 payments) $36,000
RAC Startup Outreach and Programming Grant (expected year 1 payment)
$600,000
Crestmoor Fields Project Grant (total grant amount) $3,400,000 Miscellaneous Strategic Grants (budgeted) $5,000,000
Total Strategic Grants $9,708,784

Total cash needs for 2025-2026 are estimated at $10,236,810. This figure, after adjustment for the residual 2024-2025 cash balance, drives the Foundation’s Funds Available for Operations in 2025-2026.

We have two categories of Funds Available for Operations: Operating Income and Transfers from Investments.

a. Operating Income

At this time, projected Operating Income is zero ($0):

x Donations: There are no firm commitments for donations, but we may receive such donations during the year.

x Miscellaneous Income: Miscellaneous income is typically unexpected income that arises, such as the return of some or all of a grant payment that was expensed in a previous fiscal year.

b. Transfers from Investments

The FY2025-2026 budget assumes that the Board will approve the resolution redesignating all funds in the Quasi-Endowment to the Strategic Pool by June 30, 2025, which is also on the Board’s June meeting agenda. Once the Quasi-Endowment is zeroed out, the Foundation’s available funds will primarily come from transfers from the Strategic Pool to the Liquidity Pool.

x Quasi-Endowment Pool: The budget assumes the Quasi-Endowment balance is zero, and, as a result, there can be no transfers from the Quasi-Endowment.

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x Strategic Pool: All funds needed to cover the Foundation’s cash needs in 2025-2026 ($9,525,348) are budgeted to come from the Strategic Pool. As we finished transferring to Liquidity all funds needed to pay out the remaining RAC grant payments in fiscal year 2022-2023, 100% of the $9,525,348 (along with the projected cash remaining from 2024-2025) will cover all operating expenses and non-RAC grant and scholarship payments.

As in past years, the attached budget resolution would give the Executive Director the discretion to manage the transfer from the Strategic Pool account, including the discretion to divide the transfer into smaller increments, set the timing of the incremental transfers based on the Foundation’s cash flow needs, and transfer less than the approved transfer amount as circumstances may warrant. Thus, the Executive Director can wait to transfer funds from the Strategic Pool to cover any non-RAC strategic grants until such grants are approved and grant payments are due.

Together, the budget results in a total of $9,525,348 in Funds Available for Operations. With residual cash from FY2024-2025 carried forward into FY2025-2026, this total will cover anticipated FY2025-2026 cash needs.

The attached resolution, which I recommend the Board adopt, authorizes three actions. It: (a) approves the FY2025-2026 budget; (b) approves a transfer from the Strategic Pool to the Liquidity Pool as part of the FY2025-2026 operating budget; and (c) directs the Executive Director to submit the FY2025-2026 budget to the San Bruno City Council for consideration and approval. It also gives the Executive Director the discretion to manage the transfer from the Strategic Pool account, including the discretion to divide the transfer into smaller increments, set the timing of the incremental transfers based on the Foundation’s cash flow needs, and transfer less than the approved transfer amounts, based on the Foundation’s cash flow needs.

Attachments:

1. Resolution (a) Approving Fiscal Year 2025-2026 Budget, (b) Approving Transfer from the Strategic Pool Investment Account to the Liquidity Account for Fiscal Year 2025-2026, and (c) Directing the Executive Director to Submit the Fiscal Year 2025-2026 Budget to the San Bruno City Council for Consideration and Approval

2. Exhibit A: 2025-2026 Proposed Budget

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EXHIBIT A
Aprȱ2025 May ȬJunȱ2025 Projected Proposed Change ȱvs.

INCOME 2024 Ȭ25ȱBudget Actual Projected 2024Ȭ25 2025Ȭ26ȱBudget 2024Ȭ25ȱActual 1D o n a t i o n s Ȭȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 107,298ȱȱȱȱȱȱȱȱȱȱȱȱȱ 50,000ȱȱȱȱȱȱȱȱȱȱȱȱ 157,298ȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (157,298)ȱȱȱȱȱȱȱȱȱȱȱȱ 2 Miscellaneous ȱIncome Ȭȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3 Subtotal ȱOperatingȱIncome Ȭȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 107,298ȱȱȱȱȱȱȱȱȱȱȱȱȱ 50,000ȱȱȱȱȱȱȱȱȱȱȱȱ 157,298ȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (157,298)ȱȱȱȱȱȱȱȱȱȱȱȱ 4 Transfers ȱfromȱQuasiȱEndowment 352,218 ȱȱȱȱȱȱȱȱȱȱȱȱȱ 200,000ȱȱȱȱȱȱȱȱȱȱȱȱȱ 152,218ȱȱȱȱȱȱȱȱȱȱ 352,218ȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (352,218)ȱȱȱȱȱȱȱȱȱȱȱȱ 5 Transfers ȱfromȱStrategicȱPool 3,030,152 ȱȱȱȱȱȱȱȱȱȱ 500,000ȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 500,000ȱȱȱȱȱȱȱȱȱȱȱȱ 9,525,348ȱȱȱȱȱȱȱȱȱȱȱ 9,025,348ȱȱȱȱȱȱȱȱȱȱȱ 6 Subtotal ȱTransfersȱfromȱInvestments 3,382,370 ȱȱȱȱȱȱȱȱȱȱ 700,000ȱȱȱȱȱȱȱȱȱȱȱȱȱ 152,218ȱȱȱȱȱȱȱȱȱȱ 852,218ȱȱȱȱȱȱȱȱȱȱȱȱ 9,525,348ȱȱȱȱȱȱȱȱȱȱȱ 8,673,130ȱȱȱȱȱȱȱȱȱȱȱ 7F U N D SȱAVAILABLEȱFORȱOPERATIONS 3,382,370ȱȱȱȱȱȱȱȱȱȱ 807,298ȱȱȱȱȱȱȱȱȱȱȱȱȱ 202,218ȱȱȱȱȱȱȱȱȱȱ 1,009,516ȱȱȱȱȱȱȱȱȱ 9,525,348ȱȱȱȱȱȱȱȱȱȱȱ 8,515,832ȱȱȱȱȱȱȱȱȱȱȱ

EXPENSES
8 Crestmoor ȱScholarships 165,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 165,000ȱȱȱȱȱȱȱȱȱȱ 165,000ȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (165,000)ȱȱȱȱȱȱȱȱȱȱȱȱ 9 Community ȱGrantsȱFund 300,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱ 300,000ȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 300,000ȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (300,000)ȱȱȱȱȱȱȱȱȱȱȱȱ 10 Strategic ȱGrants 2,500,000 ȱȱȱȱȱȱȱȱȱȱ 5,910,200ȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 5,910,200ȱȱȱȱȱȱȱȱȱ 5,000,000ȱȱȱȱȱȱȱȱȱȱȱ (910,200)ȱȱȱȱȱȱȱȱȱȱȱȱ 11 Other ȱGrants 10,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ Ȭ ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 12 Subtotal ȱDirectȱProgramȱExpenses 2,975,000 ȱȱȱȱȱȱȱȱȱȱ 6,210,200ȱȱȱȱȱȱȱȱȱȱ 165,000ȱȱȱȱȱȱȱȱȱȱ 6,375,200ȱȱȱȱȱȱȱȱȱ 5,000,000ȱȱȱȱȱȱȱȱȱȱȱ (1,375,200)ȱȱȱȱȱȱȱȱȱ 13 Salaries ȱ&ȱWages 246,512 ȱȱȱȱȱȱȱȱȱȱȱȱȱ 212,363ȱȱȱȱȱȱȱȱȱȱȱȱȱ 41,198ȱȱȱȱȱȱȱȱȱȱȱȱ 253,561ȱȱȱȱȱȱȱȱȱȱȱȱ 226,207ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (27,354)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 14 Payroll ȱTaxesȱ&ȱBenefits 28,094 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 26,004ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 12,109ȱȱȱȱȱȱȱȱȱȱȱȱ 38,113ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 33,058ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (5,055)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 15 Subtotal ȱDirectȱPersonnelȱExpenses 274,606 ȱȱȱȱȱȱȱȱȱȱȱȱȱ 238,367ȱȱȱȱȱȱȱȱȱȱȱȱȱ 53,307ȱȱȱȱȱȱȱȱȱȱȱȱ 291,674ȱȱȱȱȱȱȱȱȱȱȱȱ 259,265ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (32,409)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 16 Occupancy 18,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 14,440ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,580ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 17,020ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 15,483ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (1,537)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 17 Insurance 17,093 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 13,117ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,200ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 15,317ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 13,590ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (1,727)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 18 Telecommunications 2,610 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,011ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 450ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,461ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,100ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (361)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 19 Postage ȱ&ȱShipping 2,920 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,681ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 150ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,831ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3,040ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 209ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 20 Marketing ȱ&ȱCommunications 18,921 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 15,129ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 200ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 15,329ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 13,855ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (1,474)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 21 Office ȱSuppliesȱandȱEquipment 6,100 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3,590ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 675ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 4,265ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,600ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (1,665)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 22 Legal ȱFees 44,280 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 28,444ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 9,000ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 37,444ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 41,332ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3,888ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 23 Accou ntingȱ&ȱPayrollȱFees 37,257 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 29,185ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 4,000ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 33,185ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 32,955ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (230)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 24 Other ȱConsultants 30,382 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 4,797ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 5,585ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 10,382ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3,775ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (6,607)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 25 Travel, ȱMeetingsȱ&ȱConferences 15,170 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 324ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,540ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,864ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 6,140ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 3,276ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 26 Miscellaneous 2,000 ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 1,299ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 400ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 1,699ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 2,550ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 851ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 27 Subtotal ȱNonȬPersonnelȱSupportȱCosts 194,733 ȱȱȱȱȱȱȱȱȱȱȱȱȱ 115,017ȱȱȱȱȱȱȱȱȱȱȱȱȱ 27,780ȱȱȱȱȱȱȱȱȱȱȱȱ 142,797ȱȱȱȱȱȱȱȱȱȱȱȱ 137,420ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ (5,377)ȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱȱ 28 TOTAL ȱEXPENSES 3,444,339 ȱȱȱȱȱȱȱȱȱȱ 6,563,584ȱȱȱȱȱȱȱȱȱȱ 246,087ȱȱȱȱȱȱȱȱȱȱ 6,809,671ȱȱȱȱȱȱȱȱȱ 5,396,685ȱȱȱȱȱȱȱȱȱȱȱ (1,412,986)ȱȱȱȱȱȱȱȱȱ 29 NETȱSURPLUS (61,969) $ȱȱȱȱȱȱȱȱȱȱȱȱ (5,756,286)$ȱȱȱȱȱȱ (43,869)$ȱȱȱȱȱȱȱȱȱ (5,800,155)$ȱȱȱȱȱ 4,128,663$ȱȱȱȱȱȱȱȱȱ 9,928,818$ȱȱȱȱȱȱȱȱȱ 2025Ȭ2026ȱBudget

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