More details on the capital projects can be found in the Capital Project Section of the budget.
Other Revenue Categories
FY 2025-26. This revenue is generated from investment income and rental income on city-owned properties. For FY 2025-26, this revenue category is estimated to be 59.4% lower than the FY 2024-25 projections. The decrease is mainly due to the sale of property on Cherry Street for the affordable housing project.
FY 2026-27. The FY 2026-27 revenue estimates reflect an increase of 3.0% over the FY 2025- 26 estimates based on general inflationary increases. More details on the capital projects and specific grants can be found in the Capital Project Section of the budget.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 148
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GENERAL FUND REVENUES (0001) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION 1,265,900 1,342,096 1,316,600 1,370,800 1,368,700 1,422,800 CHARGES FOR CURRENT SERVICES 5,122,800 6,212,220 5,167,550 6,575,600 6,618,400 6,816,800 FINES & FORFEITURES 319,000 159,740 328,700 164,300 168,600 173,600 FROM OTHER AGENCIES 11,200 158,591 11,600 88,200 12,000 12,400 LICENSES & PERMITS 2,589,800 4,210,068 2,667,500 3,278,700 3,213,500 3,309,900 OTHER REVENUE 931,600 4,184,624 834,400 995,250 749,000 772,200 OTHER TAX 2,101,100 2,326,044 2,121,400 2,274,000 2,276,400 2,344,700 PROPERTY TAX 17,980,000 18,553,488 19,464,800 19,570,400 20,970,400 22,151,800 SALES TAX 13,063,900 12,491,208 13,330,670 11,662,600 12,519,200 12,925,800 TRANSIENT OCCUPANCY TAX 4,200,000 3,422,950 4,468,000 4,000,000 4,350,000 4,619,500 PAMF TARGET REVENUE 868,500 868,462 890,170 890,170 912,400 935,200 USE OF MONEY & PROPERTY 2,974,500 8,282,668 3,234,700 3,654,600 4,814,200 4,842,200 VEHICLE IN LIEU 3,911,000 3,659,037 3,407,000 4,536,900 3,611,400 3,828,100 SUB TOTAL ----> 55,339,300 65,871,197 57,243,090 59,061,520 61,584,200 64,155,000 WASTEWATER FUND REVENUE (0006)
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
OTHER REVENUE 27,129,200 23,217,882 26,931,400 22,531,400 27,824,300 27,637,400 USE OF MONEY & PROPERTY 737,300 2,595,334 814,600 1,937,600 1,073,500 1,105,700 SUB TOTAL ----> 27,866,500 25,813,216 27,746,000 24,469,000 28,897,800 28,743,100
SPECIAL REVENUE FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
GRANTS - POLICE (0017) 181,300 205,326 187,100 197,900 193,500 199,300 LIBRARY TENANT REVENUE (0095) 283,800 787,824 1,377,300 2,518,000 - - NPDES/ STORMWATER FUND (0015) 713,100 824,743 719,700 738,000 728,200 736,300 SUB TOTAL ----> 1,178,200 1,817,893 2,284,100 3,453,900 921,700 935,600 OPERATING SUB TOTAL ----> 84,384,000 93,502,306 87,273,190 86,984,420 91,403,700 93,833,700
CAPITAL FUND REVENUES
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
EQUIPMENT REPLACEMENT FUND (0010) - - - - - -
MEASURE A/K FUND (0014) 1,234,500 1,157,463 1,257,000 1,260,700 1,299,600 1,338,600 MEASURE W FUND (0018) 395,500 509,876 407,500 417,100 425,400 438,200 GAS TAX (0016) 1,899,300 2,725,979 2,078,500 2,625,300 2,217,600 2,280,300 CAPITAL IMPROVEMENT (0025) 9,300,849 13,623,175 11,238,557 7,379,857 16,233,000 7,964,200 CHILD CARE (0026) 3,671,700 1,090,502 4,078,400 38,300 3,157,500 28,300 PARK IN LIEU (0027) 475,100 338,395 1,243,900 376,500 187,800 1,042,800 PARKING IN LIEU (0028) 700 7,974 - 2,900 - -
AFFORDABLE HOUSING IN LIEU (0029) 15,167,000 4,620,314 7,618,600 1,311,900 16,231,000 7,167,500 LOW-MOD HOUSING ASSET (0031) 34,300 38,102 35,300 48,500 63,100 65,000 CAPITAL SUB TOTAL ----> 32,178,949 24,111,779 27,957,757 13,461,057 39,815,000 20,324,900
CITY DEBT SERVICE
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SC LIBRARY - BOND SERVICE (0093) 427,500 535,699 412,000 444,000 0 0 CITY DEBT SERVICE FUND TOTAL ----> 427,500 535,699 412,000 444,000 0 0
INTERNAL SERVICE FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
WORK COMPENSATION INSURANCE (0032) 5,700 20,921 5,000 13,900 9,700 10,000 LIABILITY INSURANCE (0033) 26,300 125,236 27,500 51,200 49,100 50,600 POST-EMPLOYMENT BENEFITS (0035) 1,114,700 1,096,624 1,186,700 1,210,200 1,139,500 1,172,500 INTERNAL SERVICE FUND TOTAL ----> 1,146,700 1,242,781 1,219,200 1,275,300 1,198,300 1,233,100 GRAND TOTAL 118,137,149 119,392,565 116,862,147 102,164,777 132,417,000 115,391,700
REVENUES BY MAJOR CATEGORY AND SOURCE
Proposed
Proposed
Proposed
Proposed
Proposed
Projected
Projected
Projected
Projected
Projected
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Proposed
Proposed
Proposed
Proposed
Proposed
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 149
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GENERAL FUND (0001)
BUSINESS REGISTRATION Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
406001 BUSINESS REGISTRATION FEE 1,205,900 1,253,682 1,254,800 1,254,800 1,305,000 1,357,200 406100 BUSINESS REGISTRATION LATE FEE 60,000 88,414 61,800 116,000 63,700 65,600 SUB TOTAL ----> 1,265,900 1,342,096 1,316,600 1,370,800 1,368,700 1,422,800 CHARGES FOR CURRENT SERVICES Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
407007 ZONING/VARIANCE/USE PERMIT FEE 381,500 818,825 392,900 650,000 761,000 783,800 407009 PLANNING DEPT- KEY DEVELOPMENT 844,400 909,908 869,700 869,700 895,800 922,700 407011 PLAN CHECK - ENGINEERING 337,400 162,904 347,500 347,500 357,900 368,600 407012 PLAN CHECK - ACCESSIBILITY 2,100 3,004 2,200 2,200 2,300 2,400 407013 PLAN CHECK - ENERGY CALCULATION 28,500 30,123 29,400 29,400 30,300 31,200 407015 PLAN CHECK - BUILDING 1,046,000 1,492,522 768,400 1,268,400 1,592,200 1,640,000 407018 APARTMENT INSPECTION FEES 33,800 14,310 34,800 15,000 15,800 16,300 407019 GIS FEES 10,000 9,985 10,300 10,300 10,600 10,900 407026 CONSTRUCTION DEMOLITION DEPOSIT - - - 490,000 - - 407033 PLAN CHECK FEES 78,100 124,201 80,400 100,000 82,800 85,300 407034 INSPECTION FEE 58,600 68,836 60,400 60,400 62,200 64,100 407035 MISCELLANEOUS SERVICES - - - - - -
407036 ADV LIFE SUPPORT/FIRST RESPONSE 63,100 40,228 65,000 40,000 40,000 41,200 408101 RECREATION 327,000 227,594 291,050 239,000 244,200 251,100 408105 VENDING MACHINE CONTRACT 1,000 1,138 1,000 1,000 1,000 1,000 408200 CLASS SYSTEM 1,699,400 1,981,328 1,936,200 2,120,400 2,201,600 2,268,000 408501 BUILDING RENTAL DEPOSIT/REFUND 39,800 68,371 41,100 52,000 51,700 53,300 408502 ADMINISTRATIVE FEE 31,200 117,823 92,100 108,400 106,900 110,200 408510 RESERVATIONS 92,000 113,262 94,700 114,200 117,500 120,900 408601 GENERAL RECEIPTS - - - - - -
430012 FIRST CHANCE FEE 2,100 - 2,200 - - -
430015 ALARM RESPONSE 46,800 27,860 48,200 53,200 44,600 45,800 SUB TOTAL ----> 5,122,800 6,212,220 5,167,550 6,575,600 6,618,400 6,816,800 FINES & FORFEITURES Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
410001 VEHICLE CODE FINES 158,400 86,072 163,200 87,000 88,100 90,700 410004 BUILDING PERMITS VIOLATIONS 2,100 1,200 2,200 2,200 2,300 2,400 410005 NSF CHARGE 100 250 100 100 100 100
430017 PARKING FINES - TURBO DATA 158,400 72,219 163,200 75,000 78,100 80,400 SUB TOTAL ----> 319,000 159,740 328,700 164,300 168,600 173,600 FROM OTHER AGENCIES Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
420501 GRANTS - 134,476 - 50,000 - -
480016 SB90 REIMBURSEMENT 5,200 13,674 5,400 32,000 5,600 5,800 480201 STATE HIGHWAY MAINTENANCE REIMBURSEMENT 6,000 10,441 6,200 6,200 6,400 6,600 SUB TOTAL ----> 11,200 158,591 11,600 88,200 12,000 12,400 LICENSES & PERMITS Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
407001 BUILDING PERMITS 1,387,500 2,026,370 1,429,100 1,800,000 1,672,000 1,722,200 407002 PLUMBING PERMITS 114,200 230,112 117,600 175,000 121,100 124,700 407003 MECHANICAL PERMITS 140,700 211,791 144,900 144,900 149,200 153,700 407004 ELECTRICAL PERMITS 220,700 403,332 227,300 300,000 384,100 395,600 407005 GRADING PERMITS - - - - - -
407006 ENCROACHMENT PERMITS 327,600 371,787 337,400 337,400 347,500 357,900 407022 TREE REMOVAL PERMITS 222,000 89,277 228,700 100,000 85,600 88,200 407027 TREE PLANTING FUND - - - - - -
407028 GENERAL PLAN SURCHARGE FEE 119,700 744,053 123,300 300,000 327,000 336,800 407029 DEMOLITION FEE 2,800 3,672 2,900 2,900 3,000 3,100 407032 PERMIT FEES 32,800 86,513 33,800 50,000 54,800 56,400 407039 C4 INSPECTION 21,800 16,882 22,500 22,500 23,200 23,900 407041 PERMIT PARKING - - - - - -
407042 PARKLET PROGRAM - 26,280 - 46,000 46,000 47,400
SUB TOTAL ----> 2,589,800 4,210,068 2,667,500 3,278,700 3,213,500 3,309,900
REVENUE DETAIL BY FUND
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 150
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REVENUE DETAIL BY FUND
OTHER REVENUE Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
430016 MISCELLANEOUS 1,000 208,025 1,000 300 500 500
440106 COST REIMB-CCAG 104,600 105,400 107,700 108,400 110,900 114,200 440112 COST REIMB-COMMUTE.ORG 90,000 103,600 - - - -
440204 COST REIMB-SC LIBRARY RENT - - 43,700 - - -
440206 COST REIMB-CHARGING STATION - 30,504 5,400 33,200 30,000 30,900 440311 COST REIMB - PW STAFF PLAN CHECK - - - - - -
440301 COST REIMB - CREDIT CARD FEES 114,400 75,367 117,800 85,000 - - 440304 COST REIMBURSEMENT 328,400 355,004 230,400 296,650 315,000 325,500 440308 COST REIMB COBRA/RETIREE 400 518 400 400 400 400 440312 COST REFUND FM PRIOR YEAR - 9,203 - 12,000 - -
440313 SCHOOL SPORTS FIELD MAINTENANCE 99,700 102,240 102,700 116,400 115,800 119,300 480505 CLAIM AND SETTLEMENT - 420,952 - 132,000 - -
480008 MISCELLANEOUS - 72 - 1,300 - -
480009 DOC RECYCLE ST DEPT CONSERVATION - 7,734 - 7,700 7,500 7,500 480100 DONATIONS 165,800 148,724 197,200 134,700 133,000 136,900 482002 PROCEEDS FROM SALE OF PROPERTY - 2,548,372 - - - - 480203 SALE OF MAPS & SPECIFICATIONS 2,100 5,037 2,200 5,000 4,300 4,400 480204 COPY CHARGES - 15 - - - -
480206 IMAGING/MICROFILMING 25,200 37,413 25,900 31,000 26,600 27,400 480209 SALE OF PERSONAL PROPERTY - 18,995 - 15,000 5,000 5,200 480412 TREES REPLANTING IN LIEU FEE - 6,900 - - - -
480505 CLAIM SETTLEMENT - - - - - -
SUB TOTAL ----> 931,600 4,184,624 834,400 995,250 749,000 772,200 OTHER TAX Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
405001 FRANCHISE FEES - RECOLOGY 960,000 1,063,044 969,600 1,044,000 1,080,000 1,112,400 405002 FRANCHISE FEES - PG&E 500,000 645,106 505,000 630,000 620,200 638,800 405003 FRANCHISE FEES - COMCAST 400,000 354,044 400,000 320,000 322,000 331,700 405004 FRANCHISE FEES - CALIF WATER 191,100 234,986 196,800 230,000 229,700 236,600 405006 FRANCHISE FEES - AT&T U-VERSE 50,000 28,865 50,000 50,000 24,500 25,200 SUB TOTAL ----> 2,101,100 2,326,044 2,121,400 2,274,000 2,276,400 2,344,700 PROPERTY TAX Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
402001 PROPERTY TAX - CURRENT SECURED 15,055,000 15,186,438 15,870,600 15,870,600 17,239,000 18,288,000 402002 PROPERTY TAX - CURR UNSECURED 569,000 525,172 638,900 638,900 688,600 720,500 402004 PROPERTY TAX - AIRCRAFT 235,000 305,811 316,800 316,800 300,000 300,000 402005 PROPERTY TAX - UNITARY 113,000 145,771 144,800 160,000 165,000 170,000 402007 PROPERTY TAX - SB813 SECURED 386,000 472,546 433,700 433,700 533,100 549,100 402010 REAL PROPERTY TRANSFER TAX 444,000 402,935 626,000 626,000 462,900 476,800 402011 HOMEOWNERS TAX RELIEF 50,000 48,692 50,000 50,000 50,000 50,000 402012 RDA PASS THROUGH TO COUNTY 1,128,000 1,466,123 1,384,000 1,474,400 1,531,800 1,597,400 SUB TOTAL ----> 17,980,000 18,553,488 19,464,800 19,570,400 20,970,400 22,151,800 SALES TAX Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
401001 SALES TAX 12,848,400 12,279,660 13,108,670 11,450,000 12,300,000 12,700,000 401002 1/2 CENT SALES TAX PUBLIC SAFE 215,500 211,547 222,000 212,600 219,200 225,800 SUB TOTAL ----> 13,063,900 12,491,208 13,330,670 11,662,600 12,519,200 12,925,800 TRANSIENT OCCUPANCY TAX Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
404001 TRANSIENT OCCUPANCY TAX 4,200,000 3,422,950 4,468,000 4,000,000 4,350,000 4,619,500 SUB TOTAL ----> 4,200,000 3,422,950 4,468,000 4,000,000 4,350,000 4,619,500 PAMF TARGET REVENUE Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
450101 PAMF TARGET REVENUE 868,500 868,462 890,170 890,170 912,400 935,200 SUB TOTAL ----> 868,500 868,462 890,170 890,170 912,400 935,200 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 151
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REVENUE DETAIL BY FUND
USE OF MONEY & PROPERTY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409100 INVESTMENT INCOME 2,390,000 7,025,953 2,490,000 3,708,000 3,915,300 4,032,800 409101 INVESTMENT INC GASB31 FAIR VALUE - 3,150,092 - - - - 409102 INVESTMENT INCOME ALLOCATION (1,450,800) (4,640,639) (1,479,500) (3,114,700) (2,241,500) (2,308,700) 409301 RENTS CONCESS - SKYWAY PROP 120,500 114,245 124,100 120,000 124,800 128,500 409303 RENTS CONCESS - DOLLAR COMPANY 120,000 124,106 123,600 127,200 130,300 134,200 409304 RENTS CONCESS - CINGULAR 160,700 173,305 165,500 177,600 178,500 183,900 409305 RENTS CONCESS - INNS OF AMER 230,800 236,010 237,700 276,700 244,800 252,100 409316 RENTS CONCESS - FACES - - 153,600 63,300 - -
409323 RENTS & CONC - THREE SISTERS 271,200 277,603 279,300 279,300 287,700 296,300 409321 RENTS CONCESS - BAY AREA CELL 3,000 3,000 3,000 3,000 3,000 3,000 409324 RENTS CONCESS KIWANIS 110,500 99,516 114,400 112,800 117,800 121,300 409328 RENTS CONCESS-BILLBOARDS 1,018,600 1,057,238 1,023,000 1,298,400 1,450,500 1,451,800 409332 GASB87 LEASE REVENUE - 662,237 - 603,000 603,000 547,000 SUB TOTAL ----> 2,974,500 8,282,668 3,234,700 3,654,600 4,814,200 4,842,200 VEHICLE IN LIEU Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
403001 MOTOR VEHICLE IN-LIEU FEE 3,911,000 3,659,037 3,407,000 4,536,900 3,611,400 3,828,100 SUB TOTAL ----> 3,911,000 3,659,037 3,407,000 4,536,900 3,611,400 3,828,100 TOTAL GENERAL FUND (0001) 55,339,300 65,871,197 57,243,090 59,061,520 61,584,200 64,155,000 WASTEWATER ENTERPRISE FUND (0006)
WASTEWATER (0006) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 737,300 2,595,334 814,600 1,937,600 1,073,500 1,105,700 440304 COST REIMBURSEMENT - 2,891 - - - -
480301 SANITARY SEWER INSPECTION - - - - - -
480302 SEWER CONNECTION - SAN CARLOS 5,350,000 1,289,901 4,500,000 100,000 4,720,000 3,840,000 480303 SEWER SERVICE ASSESSMENT 21,779,200 21,460,608 22,431,400 22,431,400 23,104,300 23,797,400 480306 SEWER CHRG HARBOR INDUST DISTRICT - - - - - -
480308 INCREASE/DECREASE IN AUTHORITY - 464,482 - - - - TOTAL ENTERPRISE FUND ----> 27,866,500 25,813,216 27,746,000 24,469,000 28,897,800 28,743,100
SPECIAL REVENUE FUNDS
STORMWATER FUND (0015) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 14,000 44,992 13,400 31,700 19,600 20,200 480002 NPDES FEES 455,000 457,345 455,000 455,000 455,000 455,000 480034 2% TRASH 173,100 208,897 178,300 178,300 183,600 189,100 403003 MEASURE M 66,000 108,510 68,000 68,000 65,000 67,000 480019 LEVEE DIST 5,000 5,000 5,000 5,000 5,000 5,000
STORMWATER SUB TOTAL ----> 713,100 824,743 719,700 738,000 728,200 736,300 GRANTS-POLICE (0017) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
420102 SLESF 174,800 186,159 180,000 181,000 185,400 191,000 409102 INVESTMENT INCOME ALLOCATION 6,500 19,167 7,100 16,900 8,100 8,300 POLICE GRANTS SUB TOTAL ----> 181,300 205,326 187,100 197,900 193,500 199,300 SC LIBRARY TENANT (0095) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 24,100 122,148 - - - - 409314 RENTS CONCESS - SBWMA 63,000 66,276 - - - -
409316 RENTS CONCESS - STAR VISTA 149,100 153,543 - - - - 409329 RENTS CONCESS - CHAMBER OF COMMERCE - - - - - -
440206 COST REIMB-CHARGING STATION 5,200 9,876 - - - -
440202 COST REIMB-SC LIBRARY UTILITIES 42,400 55,430 - - - - 440314 LIBRARY EXCESS FUNDS 380,551 1,377,300 2,518,000 - - SC LIBRARY TENANT SUB TOTAL ----> 283,800 787,824 1,377,300 2,518,000 - - SPECIAL REVENUE FUNDS TOTAL 1,178,200 1,817,893 2,284,100 3,453,900 921,700 935,600 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 152
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REVENUE DETAIL BY FUND
CAPITAL FUNDS
MEASURE A/K TRAFFIC CONGESTION (0014) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
401003 SAN MATEO COUNTY MEASURE A/K FUND 1,221,700 1,130,225 1,246,100 1,246,100 1,283,500 1,322,000 409102 INVESTMENT INCOME ALLOCATION 12,800 27,238 10,900 14,600 16,100 16,600 MEASURE A SUB TOTAL ----> 1,234,500 1,157,463 1,257,000 1,260,700 1,299,600 1,338,600 MEASURE W TRAFFIC CONGESTION FUND (0018) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
401004 1/2% SALES TAX MEASURE W 0 395,000 496,342 406,900 406,900 419,100 431,700 409102 INVESTMENT INCOME ALLOCATION 500 13,534 600 10,200 6,300 6,500 MEASURE W SUB TOTAL ----> 395,500 509,876 407,500 417,100 425,400 438,200 GAS TAX (0016) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
403003 MEASURE M 66,000 108,510 68,000 68,000 65,000 67,000 407025 DIRT HAULING PERMIT 23,000 2,924 23,700 23,700 81,500 83,900 407038 MORATORIUM STREET CUT 3,000 629 3,100 3,100 3,200 3,300 409102 INVESTMENT INCOME ALLOCATION 123,000 961,732 140,100 728,000 264,600 272,500 420201 DEPT OF TRANSPORTATION GRANT - - - - - -
440304 COST REIMBURSEMENT 40,000 26,705 150,000 150,000 120,000 120,000 470001 STATE GAS TAX 2105 202,000 186,531 208,100 194,100 196,000 201,900 470002 STATE GAS TAX 2106 CONSTRUCTIO 129,000 122,895 132,900 127,300 128,300 132,100 470003 STATE GAS TAX 2107 MAINTENANCE 242,300 252,486 249,600 265,000 267,000 275,000 470004 STATE GAS TAX 2107.5 ENGINEER 6,000 6,000 6,000 6,000 6,000 6,000 470007 STATE GAS TAX 2103 305,000 279,703 314,200 284,000 280,000 288,400 470008 ST CODE 2032 SB1 RD MAIN REHAB 760,000 777,864 782,800 776,100 806,000 830,200 GAS TAX SUB TOTAL ----> 1,899,300 2,725,979 2,078,500 2,625,300 2,217,600 2,280,300 CAPITAL IMPROVEMENT PROJECTS (0025) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
402009 PROPERTY TAX - ERAF REFUND 1,500,000 3,239,544 3,000,000 3,000,000 3,000,000 3,000,000 405005 FRANCHISE FEE- SBWMA FRANCHISE 2,500,000 2,661,609 2,600,000 2,700,000 2,678,000 2,758,300 405009 GROUP 8 COMCAST RENEWAL LEGAL - 71,193 - 20,000 20,000 20,600 407028 G PLAN SURCHARGE FEE 33,700 112,015 100,000 100,000 103,000 106,100 407031 TECHNOLOGY FEE 33,700 18,449 34,700 34,700 35,700 36,800 407040 TRAFFIC MITIGATION FEE 2,805,700 992,344 1,057,400 150,000 2,560,000 1,090,000 407041 PERMIT PARKING 3,300 4,952 3,400 6,000 3,500 3,600 407043 DOWNTOWN IMPROVEMENT FUND - - - - - -
407044 COMMUNITY IMPROVEMENT AND RECREATION FUND - - - - - - 407045 GREEN ENERGY AND EFFICIENCY FUND - - - - - -
407046 CREEK IMPROVEMENT FUND - - - - - -
407047 OTHER COMMUNITY BENEFITS FUND - - - - 4,200,000 - 409102 INVESTMENT INCOME ALLOCATION 111,900 281,328 124,900 112,900 434,100 447,100 420202 DEPT TRANSPORTATION ACT FUND 400,000 - 400,000 400,000 - - 420501 GRANTS 1,708,749 5,098,681 150,000 575,800 2,629,100 329,100 440304 COST REIMBURSEMENT - 8,975 20,457 20,457 - -
440314 LIBRARY EXCESS FUNDS - - - - 400,000 -
480018 TRAFFIC MITIGATION FEE - - - - - -
480019 LEVEE DIST 30,000 3,171 30,000 30,000 30,900 31,800 480100 DONATIONS 45,000 20,000 3,585,000 85,000 2,000 - 480505 CLAIM AND SETTLEMENT - 850,000 - - - -
480100 HIGHLAND FIELD USER FEE 128,800 260,914 132,700 145,000 136,700 140,800 CAPITAL IMPROVEMENT SUB TOTAL ----> 9,300,849 13,623,175 11,238,557 7,379,857 16,233,000 7,964,200 CHILD CARE IMPACT FUND (0026) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
480411 CHILD CARE IMPACT FEE 3,600,000 1,033,530 4,000,000 - 3,130,000 - 409102 INVESTMENT INCOME ALLOCATION 71,700 56,972 78,400 38,300 27,500 28,300 CHILD CARE IMPACT FUND SUB TOTAL ----> 3,671,700 1,090,502 4,078,400 38,300 3,157,500 28,300 PARK IN-LIEU (0027) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 8,800 87,194 22,800 60,500 48,300 49,700 420303 COST REIMBURSEMENT 178,000 196,287 - - - -
480100 DONATIONS 30,000 20,000 105,000 100,000 20,000 - 480401 IN LIEU PARK LAND DEDICATION FEE 112,600 - 116,000 116,000 119,500 123,100 480402 PARK FACILITY DEV FEE BEDROOM 145,700 34,914 1,000,100 100,000 - 870,000 PARK-IN-LIEU SUB TOTAL ----> 475,100 338,395 1,243,900 376,500 187,800 1,042,800 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 153
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June 09, 2025 Packet Pg. 287
REVENUE DETAIL BY FUND
PARKING IN-LIEU (0028) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
407041 PERMIT PARKING - 843 - - - -
409102 INVESTMENT INCOME ALLOCATION 700 7,131 - 2,900 - - 409308 RENTS CONCESS - SNEAKERS - - - - - -
PARKING IN-LIEU SUB TOTAL ----> 700 7,974 - 2,900 - -
HOUSING IN-LIEU (0029) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 287,600 231,206 227,800 109,900 263,800 271,700 409333 RENTS CONCESS - 1131-33 EATON 1 - 16,432 - 24,000 25,200 26,000 409333 RENTS CONCESS - 1131-33 EATON 2 - 20,222 - 30,000 30,000 30,900 409333 RENTS CONCESS - 1800 EL CAMINO REAL - 60,000 - 48,000 48,000 49,400 482002 PROCEEDS FROM SALE OF PROPERTY - - - 800,000 - - 480404 AFFORDABLE HSG I LIEU FEE (BMR 173,400 78,300 178,600 300,000 184,000 189,500 480409 COMMERICAL LINKAGE FEE 14,706,000 4,134,120 7,212,200 - 15,680,000 6,600,000 420501 GRANTS - 80,034 - - - -
HOUSING IN-LIEU SUB TOTAL ----> 15,167,000 4,620,314 7,618,600 1,311,900 16,231,000 7,167,500 LOW-MOD HOUSING ASSET (0031) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 200 - 200 - 15,000 15,500 409202 INTEREST INCOME MORTGAGE LOAN 13,100 2,474 13,500 13,500 13,900 14,300 409330 RENTS CONCESS-633 ELM ST #305 21,000 35,628 21,600 35,000 34,200 35,200 430016 MISCELLANEOUS - - - - - -
HOUSING IN-LIEU SUB TOTAL ----> 34,300 38,102 35,300 48,500 63,100 65,000 CAPITAL FUNDS TOTAL 32,178,949 24,111,779 27,957,757 13,461,057 39,815,000 20,324,900
CITY DEBT SERVICE
SC LIBRARY BOND SERVICE (0093) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
402001 PROPERTY TAX - CURRENT SECURED 344,000 367,528 344,000 344,000 - - 402002 PROPERTY TAX - CURR UNSECURED 11,000 13,036 11,000 11,000 - - 402005 PROPERTY TAX - UNITARY 48,000 94,555 48,000 48,000 - - 402007 PROPERTY TAX - SB813 SECURED 8,000 11,890 8,000 8,000 - - 402011 HOMEOWNERS TAX RELIEF 1,000 1,038 1,000 1,000 - - 409102 INVESTMENT INCOME ALLOCATION 15,500 47,652 - 32,000 - - LIBRARY BOND TOTAL ----> 427,500 535,699 412,000 444,000 - -
INTERNAL SERVICE FUNDS
WORKERS COMP (0032) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 5,700 20,921 5,000 13,900 9,700 10,000 480501 WORKERS COMP REIMBURSEMENT - - - - - -
WORKERS COMP SUB TOTAL ----> 5,700 20,921 5,000 13,900 9,700 10,000 GENERAL LIABILITY (0033) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
420501 GRANTS - - - - - -
409102 INVESTMENT INCOME ALLOCATION 26,300 113,266 27,500 51,200 49,100 50,600 440306 COST REIMB - LIABILITY - 11,970 - - - -
GENERAL LIABILITY SUB TOTAL ----> 26,300 125,236 27,500 51,200 49,100 50,600 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 154
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June 09, 2025 Packet Pg. 288
REVENUE DETAIL BY FUND
POST-EMPLOYMENT BENEFITS (0035) Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
409102 INVESTMENT INCOME ALLOCATION 4,200 10,824 6,200 29,700 5,800 6,000 480504 CR-POST-EMPLOYMENT BENEFITS 1,110,500 1,085,800 1,180,500 1,180,500 1,133,700 1,166,500 POST-EMPLOYMENT BENEFITS SUB TOTAL ----> 1,114,700 1,096,624 1,186,700 1,210,200 1,139,500 1,172,500 INTERNAL SERVICE FUNDS TOTAL 1,146,700 1,242,781 1,219,200 1,275,300 1,198,300 1,233,100 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 155
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June 09, 2025 Packet Pg. 289
CITYWIDE REVENUES BY MAJOR CATEGORY AND SOURCE
FY 2025-26 And FY 2026-27
$-
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
Proposed
FY 2026
Proposed
FY 2027
Other Revenue Funds $0.92 $0.94
City's Debt/Internal Services Funds $1.20 $1.23
Wastewater Fund $28.90 $28.74
Capital Funds $39.82 $20.32
General Fund $61.58 $64.16
$ in Millions
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 156
10.c
June 09, 2025 Packet Pg. 290
$-
$10.00
$20.00
$30.00
$40.00
$50.00
$60.00
$70.00
FY 2026 Proposed
Revenues
FY 2027 Proprosed
Revenues
Other Tax $2.28 $2.34
Other $1.84 $1.89
Licenses & Permits $3.21 $3.31
Uses of Money & Property $4.81 $4.84
Vehicle in Lieu $3.61 $3.83
Charges for Services $6.62 $6.82
TOT/Business Registration $5.72 $6.04
Sales Tax $12.52 $12.93
Property Tax $20.97 $22.15
GENERAL FUND OPERATING REVENUES BY TYPE
FY 2025-26 AND FY 2026-27
$ in Millions
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 157
10.c
June 09, 2025 Packet Pg. 291
2023-24
Audited 2024-25 Projected 2025-26Proposed
2026-27
Proposed
2027-28
Forecasted
2028-29
Forecasted
Property Tax $18.6 $19.6 $21.0 $22.2 $23.4 $24.6
Sales Tax $12.5 $11.7 $12.5 $12.9 $13.3 $13.7
Fees for Services $10.4 $9.8 $9.9 $10.2 $10.3 $10.7
Vehicle In-Lieu $3.7 $4.5 $3.6 $3.8 $4.1 $4.3
Use of Assets $8.3 $3.7 $4.8 $4.8 $4.9 $5.0
Other Taxes $5.7 $6.3 $6.6 $7.0 $8.1 $8.4
Other $6.7 $3.5 $3.2 $3.3 $3.5 $3.6
$-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
Millions $
GENERAL FUND OPERATING REVENUE
Multi-Year Comparison
(Funds are Reflected in Millions)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 158
10.c
June 09, 2025 Packet Pg. 292
THE CITY OF SAN CARLOS
PROPERTY TAX DOLLAR BREAKDOWN
$ 0.11928 ERAF Share of San Mateo Cou!]ty
$ 0.1522 San Mateo County
$ 0.2127 San Carlos Elementary General Purpose
$ 0.1789 Sequoia High General Purpose
$ 0.02462
$0.1081
$ 0.0777
$ 0.0404
$ 0.0396
$ 0.0210
$ 0.01677
$ 0.00404
$ 0.00239
$ 0.00220
$1.0000
ERAF Share of San Carlos Genera Eund
San Carlos General Fund
San Mateo Junior College General Purpose
County Education Tax
County Library
Mid-Penninsula Regional Open Space
Sequoia Hospital District
County Harbor District
Bay Area, Air Pollution
Mosquito Abatement
Data Source: San Mateo County Assessor 2024-25 Annual Tax Increment Tables PROPOSED BUDGET FY 2025-2027
159
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June 09, 2025 Packet Pg. 293
SAN MATEO COUNTY PROPERTY TAX - 2024/25
REPRESENTATIVE GENERAL LEVY SHARE ESTIMATE
Estimate of City Representative Share of the General Levy before ERAF Shifts Applied by County Auditor
City City Rate* Other Rates* Total
East Palo Alto 0.3375 0.3375
Foster City 0.0000 0.2597 0.2597
Redwood City 0.2588 0.2588
Belmont 0.0973 0.1611 0.2584
Pacifica 0.2366 0.2366
Daly City 0.2297 0.2297
Hillsborough 0.1871 0.1871
San Mateo 0.1761 0.1761
South San Francisco 0.1720 0.1720
Burlingame 0.1706 0.1706
Brisbane 0.1619 0.1619
Millbrae 0.1579 0.1579
San Bruno 0.1467 0.1467
San Carlos 0.1327 0.1327
Menlo Park 0.1222 0.1222
Atherton 0.1056 0.1056
Colma 0.0000 0.1022 0.1022
Half Moon Bay 0.0665 0.0665
Woodside 0.0520 0.0520
Portola Valley 0.0430 0.0430
County Average: 0.1427 0.0262 0.1689
*The City tax rate is based on the largest non-redevopment Tax Rate Area in each city; other rates include city-governed overlaying districts such as lighting or maintenance districts.
This report is not to be used in support of debt issuance or continuing disclosure statements without the written consent of HdL, Coren & Cone Data Source: San Mateo County Assessor 2024/25 Combined Tax Rolls PROPOSED BUDGET FY 2025-2027
160
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June 09, 2025 Packet Pg. 294
SALES TAX BY MAJOR INDUSTRY GROUPS
CALENDAR YEAR 2024
City of San Carlos County Statewide
Autos & Transportation 7% 23% 18%
Building & Construction 34% 9% 10%
Business & Industry 22% 16% 21%
Food & Drugs 3% 6% 5%
Fuel & Service Stations 4% 8% 10%
General Consumer Goods 16% 20% 20%
Restaurants & Hotels 14% 18% 16%
Totals 100% 100% 100%
* Information provided by Hinderliter de Llamas & Associates 2024 0%
5%
10%
15%
20%
25%
30%
35%
40%
Autos &
Transportation
Building &
Construction
Business &
Industry
Food & Drugs Fuel & Service
Stations
General
Consumer
Goods
Restaurants &
Hotels
City of San Carlos County Statewide
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 161
10.c
June 09, 2025 Packet Pg. 295
SALES TAX REVENUE PER CAPITA
CALENDAR YEAR 2024
Per Capita (28,862)
Per Capita
(726,353)
Per Capita
(39,198,693)
City of San Carlos County Statewide
Autos & Transportation $ 23.38 $ 57.21 $ 34.85
Building & Construction 119.14 22.98 18.82
Business & Industry 75.03 39.15 42.17
Food & Drugs 10.40 13.52 11.02
Fuel & Service Stations 13.64 19.35 18.60
General Consumer Goods 53.81 50.27 37.84
Restaurants & Hotels 46.22 43.16 31.30
Totals $ 341.62 $ 245.64 $ 194.60
* Information provided by Hinderliter de Llamas & Associates 2024 $-
$20.00
$40.00
$60.00
$80.00
$100.00
$120.00
$140.00
Autos &
Transportation
Building &
Construction
Business &
Industry
Food & Drugs Fuel & Service
Stations
General
Consumer
Goods
Restaurants &
Hotels
City of San Carlos County Statewide
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 162
10.c
June 09, 2025 Packet Pg. 296
GENERAL GOVERNMENT Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
CITY COUNCIL 364,400 307,121 369,400 307,800 379,200 389,600 CITY MANAGER 2,910,875 2,350,514 2,766,230 2,636,800 2,949,600 3,058,500 CITY CLERK 734,050 570,504 862,050 762,100 942,550 971,650 CITY TREASURER 33,400 21,491 34,600 24,300 34,600 35,800 CITY ATTORNEY 898,750 642,062 803,350 780,925 972,750 1,006,850 ADMINISTRATIVE SERVICES 1,009,600 965,019 1,039,000 1,061,900 1,162,700 1,206,900 FINANCE 2,102,400 1,737,935 2,167,800 1,936,500 2,043,550 2,116,550 HUMAN RESOURCES 736,450 708,453 755,750 755,600 800,450 829,150 INFORMATION TECHNOLOGY 1,717,800 1,467,855 1,765,600 1,733,300 2,043,700 2,114,600 GENERAL FUND (NON-DEPARTMENTAL) 3,678,200 3,799,885 4,433,600 4,499,700 615,200 621,900 GENERAL GOVERNMENT SUB TOTAL ----> 14,185,925 12,570,840 14,997,380 14,498,925 11,944,300 12,351,500
COMMUNITY DEVELOPMENT
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
COMMUNITY DEVELOPMENT ADMINISTRATION 1,217,950 1,193,674 1,380,500 1,282,050 1,657,950 1,720,850 DEVELOPMENT AND PERMITTING 6,581,550 5,536,854 6,626,350 6,200,900 7,070,650 7,316,450 ECONOMIC DEVELOPMENT 909,400 543,672 1,102,800 1,025,000 1,159,000 1,198,300 COMMUNITY DEVELOPMENT SUB TOTAL ----> 8,708,900 7,274,199 9,109,650 8,507,950 9,887,600 10,235,600
PUBLIC SAFETY
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
POLICE DEPARTMENT 12,891,400 12,187,838 13,711,770 13,298,270 14,633,500 15,013,600 FIRE DEPARTMENT 12,244,800 11,749,707 12,899,900 12,687,600 13,647,700 14,770,000 PUBLIC SAFETY SUB TOTAL ----> 25,136,200 23,937,545 26,611,670 25,985,870 28,281,200 29,783,600
PUBLIC WORKS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
PUBLIC WORKS ADMIN/ENGINEERING 3,747,350 3,473,938 4,002,100 3,753,600 4,426,650 4,587,650 FLEET 263,825 227,683 271,525 267,500 292,625 302,825
STREET MAINTENANCE 821,783 764,023 823,400 823,400 848,000 873,300 PARK MAINTENANCE 2,839,325 2,717,136 3,116,025 2,960,700 3,326,325 3,439,225 BUILDING MAINTENANCE 1,458,375 1,421,856 1,818,975 1,779,100 1,913,575 1,975,775 PUBLIC WORKS SUB TOTAL ----> 9,130,658 8,604,635 10,032,025 9,584,300 10,807,175 11,178,775
PARK & RECREATION
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
PARKS & RECREATION LEADERSHIP AND MANAGEMENT 953,650 881,306 987,950 969,100 1,046,350 1,085,050 ADULT SERVICES 970,000 884,889 991,500 920,300 1,085,200 1,124,800 ATHLETICS 604,200 597,104 647,600 591,100 673,800 696,500 PERSONAL AND FAMILY DEVELOPMENT 824,600 956,484 930,540 1,069,800 1,115,600 1,152,220 SPECIAL COMMUNITY EVENTS 1,076,848 994,299 1,091,575 1,076,575 1,136,100 1,172,900 YOUTH DEVELOPMENT 645,100 652,121 707,650 729,050 961,500 998,400 PARK & RECREATION SUB TOTAL ----> 5,074,398 4,966,202 5,356,815 5,355,925 6,018,550 6,229,870 GENERAL FUND (0001) TOTAL 62,236,081 57,353,421 66,107,540 63,932,970 66,938,825 69,779,345 Projected
Projected
Proposed
Proposed
EXPENDITURES BY MAJOR CATEGORY AND SOURCE
Proposed
Proposed
Projected
Projected
Revised Audited Revised
Revised Audited Revised
Proposed
Proposed
Revised Audited Revised
Revised Audited Revised
Proposed
Proposed
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 163
10.c
June 09, 2025 Packet Pg. 297
EXPENDITURES BY MAJOR CATEGORY AND SOURCE
ENTERPRISE FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
WASTEWATER (SEWER) FUND (0006) 22,909,018 12,739,000 25,091,651 24,756,851 29,002,800 26,122,800 WASTEWATER FUND SUB TOTAL ----> 22,909,018 12,739,000 25,091,651 24,756,851 29,002,800 26,122,800
SPECIAL REVENUE FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
NPDES - STORMWATER (0015) 125,600 122,719 129,300 129,300 133,000 136,900 GRANTS-POLICE (0017) 163,900 150,000 168,800 168,800 173,900 179,100 LIBRARY TENANT REVENUE (0095) 2,573,031 525,932 3,272,859 3,392,239 - - SPECIAL REVENUE FUNDS SUB TOTAL ----> 2,862,531 798,651 3,570,959 3,690,339 306,900 316,000 OPERATING BUDGET TOTAL 88,007,631 70,891,073 94,770,150 92,380,160 96,248,525 96,218,145 CAPITAL FUNDS:
REPLACEMENT/RESERVE FUND
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
EQUIPMENT REPLACEMENT/RESERVE (0010) 1,554,757 1,499,248 289,300 289,300 81,370 280,527 TECHNOLOGY REPLACEMENT/RESERVE (0010) 220,100 105,417 249,300 249,300 507,800 282,067 REPLACEMENT FUNDS SUB TOTAL ----> 1,774,857 1,604,665 538,600 538,600 589,170 562,594
TRAFFIC MANAGEMENT FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
MEASURE A TRAFFIC CONGESTION (0014) 94,000 98,533 95,900 95,900 87,000 89,600 MEASURE W TRAFFIC CONGESTION (0018) - - - - - -
PARKING IN LIEU (0028) 75,000 23,504 51,496 51,496 - -
TRAFFIC MANAGEMENT SUB TOTAL ----> 169,000 122,037 147,396 147,396 87,000 89,600
GAS TAX
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
GAS TAX (0016) 7,725,000 1,748,426 9,460,000 9,460,000 9,100,000 9,600,000 GAS TAX SUB TOTAL ----> 7,725,000 1,748,426 9,460,000 9,460,000 9,100,000 9,600,000
CAPITAL IMPROVEMENT
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
CAPITAL IMPROVEMENT PROJECTS (0025) 40,218,652 12,296,813 39,468,024 38,569,824 17,603,083 10,379,100 GENERAL CAPITAL SUB TOTAL ----> 40,218,652 12,296,813 39,468,024 38,569,824 17,603,083 10,379,100
CHILD CARE FUND
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
CHILD CARE (0026) - - 1,500,000 500,000 250,000 250,000 CHILD CARE FUND SUB TOTAL ----> - - 1,500,000 500,000 250,000 250,000
PARK IN LIEU
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
PARK IN LIEU (0027) 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000 PARK IN LIEU SUB TOTAL ----> 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000 Projected
Projected
Projected
Projected
Projected
Projected
Projected
Proposed
Proposed
Proposed
Proposed
Proposed
Proposed
Proposed
Proposed
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Proposed
Proposed
Proposed
Proposed
Proposed
Proposed
Proposed
Revised Audited Revised Projected Proposed
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 164
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June 09, 2025 Packet Pg. 298
EXPENDITURES BY MAJOR CATEGORY AND SOURCE
AFFORDABLE HOUSING IN LIEU
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
HOUSING IN LIEU (0029) 23,652,336 12,976,200 20,823,934 10,843,474 589,300 606,900 HOUSING IN LIEU SUB TOTAL ----> 23,652,336 12,976,200 20,823,934 10,843,474 589,300 606,900
LOW MOD HOUSING ASSET
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
LOW MOD HOUSING ASSET (0031) 149,800 33,386 154,200 154,200 158,800 163,600 LOW MOD HOUSING ASSET SUB TOTAL ----> 149,800 33,386 154,200 154,200 158,800 163,600 CAPITAL FUNDS TOTAL 75,664,645 29,003,925 74,664,757 61,636,097 28,827,353 21,801,794
CITY DEBT SERVICE
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SC LIBRARY BOND SERVICE (0093) 469,250 469,150 1,504,900 1,504,900 - - CITY DEBT SERVICE SUB TOTAL ----> 469,250 469,150 1,504,900 1,504,900 0 0
INTERNAL SERVICE FUNDS
2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
WORKERS COMPENSATION (0032) 275,400 268,444 355,900 275,809 614,400 654,300 GENERAL LIABILITY - RISK MANAGEMENT (0033) 1,488,600 1,660,108 2,087,200 2,028,300 2,232,200 2,453,700 POST-EMPLOYMENT BENEFITS (0035) 1,123,600 1,123,600 1,132,500 1,132,500 1,138,300 1,158,100 INTERNAL SERVICE FUND SUB TOTAL ----> 2,887,600 3,052,152 3,575,600 3,436,609 3,984,900 4,266,100 Proposed
Proposed
Proposed
Projected
Projected
Projected
Revised Audited Revised Projected Proposed
Revised Audited Revised
Revised Audited Revised
Revised Audited Revised
Proposed
Proposed
Proposed
Proposed
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 165
10.c
June 09, 2025 Packet Pg. 299
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Proposed
FY 2025-26
Proposed
FY 2026-27
General Fund $66.94 $69.78
Capital Funds $28.83 $21.80
Wastewater Fund $29.00 $26.12
Internal Service Funds $3.98 $4.27
City's Debt/Other Revenue Fund $0.31 $0.32
$0.31 $0.32 $3.98 $4.27
$29.00 $26.12
$28.83
$21.80
$66.94 $69.78
CITYWIDE EXPENDITURES BY MAJOR CATEGORY & SOURCE
FY2025-26 AND FY2026-27
City's Debt/Other Revenue Fund Internal Service Funds
Wastewater Fund Capital Funds
General Fund
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 166
10.c
June 09, 2025 Packet Pg. 300
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Parks & Recreations 9% 9%
Public Works 16% 16%
Community Development 15% 15%
Geneal Government 18% 19%
Public Safety 42% 43%
42% 43%
18% 19%
15% 15%
16% 16%
9% 9%
GENERAL FUND OPERATING EXPENDITURES
FY2025-26 AND FY2026-27
Public Safety Geneal Government Community Development
Public Works Parks & Recreations
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 167
10.c
June 09, 2025 Packet Pg. 301
OPERATING EXPENDITURES MULTI-YEAR COMPARISON
Multi-Year Comparison
(Funds are Reflected in Millions)
2021-22 Audited 2022-23 Audited 2023-24 Audited 2024-25 Projected 2025-26 Proposed2026-27 Proposed Police and Fire $21.0 $22.6 $23.9 $26.0 $28.3 $29.8 Sewer Maintenance $11.8 $12.9 $12.7 $24.8 $29.0 $26.1 General Government * $7.9 $10.3 $9.6 $10.5 $11.9 $12.4 Parks and Recreation $3.6 $4.4 $5.0 $5.3 $6.0 $6.2 Community Development $6.3 $7.3 $7.3 $8.5 $9.9 $10.2 Public Works $6.5 $7.8 $8.6 $9.6 $10.8 $11.2 Other Revenue Funds $0.6 $1.9 $0.8 $3.7 $0.3 $0.3 $-
$5.0
$10.0
$15.0
$20.0
$25.0
$30.0
$35.0
$ in Millions
FY2023-24 and FY2024-25 expenditures excluded one-time
costs for the pay down of unfunded liabilities
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 168
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June 09, 2025 Packet Pg. 302
Community
Development
Department
Administrative
Services
Department
Parks &
Recreation
Department
Organization Chart
Public Works
Department
The Residents of
the
City of San Carlos
Finance Engineering
Fleet Maintenance
Advance
Planning
Adult Community
Center
Personal Family
Development
Police
City Manager
City Council
City Treasurer
City Clerk Assistant
City Manager
Fire
Human Resources
Information
Technology
Risk Management
Current Planning
Building
Economic
Development &
Housing
Athletics
Youth
Development
Events
Parks
Maitnenance
Facilities
Maintenance
Wastewater
Stormwater
Street
Maintenance
City Attorney
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 169
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 170
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June 09, 2025 Packet Pg. 304
Museum of San Carlos
History Board of
Directors
City of San Carlos Boards,
Commissions and Committees
Economic
Development
Advisory Commission
City
Council
Parks, Recreation and
Culture Commission
SMC Mosquito &
Vector Control
District Board of
Trustees
Downtown Advisory
Committee
Planning and
Transportation
Commission
Youth Advisory
Council
City Council Regional JPAs, Boards
& Committee Assignments
2+2 – City/
School District
Advance Life
Support (ALS)
Alexandria
Subcommittee
Airport Land
Use Committee
Airport
Roundtable
Association of
Bay Area
Governments
Belmont-San
Carlos Fire
Department
Caltrain
Modernization
Local Policy Maker
Working Group
Chamber San
Mateo County
Childcare
Subcommittee
City County
Association of
Governments
City Manager
Recruitment
Subcommittee
City Selection
Committee
Community
Benefits
Subcommittee
Downtown
Subcommittee
Infrastructure
Financing
Subcommittee
Emergency
Services
Council
Multifamily Housing
(Eaton)
Subcommittee
Four Corners
Working Group
Grand Boulevard
Initiative
Harbor Industrial
Association
Infrastructure
Innovation and
Improvement
Subcommittee
League of
California Cities
Library Governing
Board JPA
Parks and
Recreation Public
Art Task Force
Peninsula Clean
Energy JPA Board
Peninsula
Congestion Relief
Alliance
US 101/Holly
Street
Subcommittee
Parks and
Recreation Master
Plan Subcommittee
Housing
Endowment &
Regional Trust
Board
San Carlos
Educational
Foundation
San Mateo County
Convention and
Visitors Bureau
Silicon Valley
Clean Water
South Bayside
Waste Management
Authority
San Mateo County
Council of Cities
Trails and Open
Space
Subcommittee
OneShoreline
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 171
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June 09, 2025 Packet Pg. 305
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 172
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June 09, 2025 Packet Pg. 306
MAJOR MUNICIPAL SERVICE LINES AND
OPERATING PROGRAMS
The City of San Carlos is a municipal corporation providing a wide range of services and functions to San Carlos. Administrative Support Services are also provided to the City and operating departments. Following is a list of specific services and functions, in the form of operating programs, which the City is currently providing.
ADMINISTRATIVE AND SUPPORT FUNCTIONS
A. CITY COUNCIL
City Leadership
Legislation, Policy, and Budget
B. CITY MANAGER
Executive Management
Community Satisfaction
Communications
Interdepartmental and Interagency
Emergency Management Services
Work
C. CITY ATTORNEY
General Legal Services
Litigation and Specialized Services
D. CITY CLERK
Council and City Manager Support
Agenda Process Management &
Meeting Support
Elections Management
Records Management
E. ADMINISTRATIVE SERVICES
Administration/Risk Management
Leadership and Management
Risk Management
Financial Services
Human Resources
Information Technology
PUBLIC SERVICES
F. COMMUNITY DEVELOPMENT SERVICES
Leadership and Management
Leadership and Management
Climate Mitigation and Adaptation
Plan
Development and Permitting Services
Current Planning, Development
Services, Key Development Project
Facilitation
Permits and Inspections
Code Enforcement
Advance Planning - Long Range
Planning Initiatives, State Law
Compliance, and Plan Implementation
Economic Development
Housing Compliance and Assistance
G. PARKS & RECREATION SERVICES
Leadership and Management
Athletics
Adult Services
Youth Development
Personal and Family Development
Special Community Events
H. POLICE SERVICES
Traffic
School Resource
Sheriff’s Activities League/Community
Engagement
Sheriff’s Volunteer Policing
Sheriff’s Office Resource
Public Safety Communications
I. FIRE SERVICE
Fire Suppression
Emergency Medical Service
Fire Prevention/Inspections
Public Assist Calls for Service
Rescue Response
Community Emergency Response Team
(CERT)
Public Education/Community Outreach
J. PUBLIC WORKS SERVICES
Administration/Engineering
Leadership and Management
Sidewalks
Traffic Engineering
Parking
Development and Permitting
Capital Improvement Program
Facilities Maintenance
Fleet Maintenance
Parks Maintenance
Wastewater
Stormwater
Street Maintenance
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 173
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� �ARL0S�P0TLIGHT
'Tlie Zeli J-f ouse
.·t.\ C \PT\l, I'll lll"ll.11
(',lptain 7.fll r lh. !-l••;tm r l r •1<!, I l
1� Ira vlng plan« pr pat cl for a two , tory
hom n Elm str t, making th fifth
horn pla n d tor ·an ·arlo in the pa t I thr w ks.
San Francisco Call, 1917
Springtime Building
Impulse Starts Six
HQmes in San Carlos
The p ninirula !s thc J)Ol)Ulllr <l,:<·
r,�t hi"' v • r for home� ker •. :iml
:--.111 l',irlo� ,., more than• unholding
it popu\ari .• a. a gard •n !'Jl •. ln
:\r!d,l! n to the !'i horn s to be :;tar·•
,d thi. week. two more owncrc; or
hum :•1te are ha.\'ln� plans prep r cl
for buna-&10111· homel'!. apl&ln Z h,
who c plan we temporarily hclrl
up on account o( the war, ill !'tart
bulldinc oon on his highly developed homesltc.
Th w t.cr company l11 cxlendln
It.'! mains throughout thr town undl'r
the upcrvh;ion or J. Y. Clark. WHhln a week six hom s Ill b under con tructlon al on�, which ts considered a sood 11howins for one oml munl_ty the size or • n 'arlo11.
San Francisco Call, 1919
NEW HOME AT SAN CARLOS
. One of the most attractive of the new homes recently
b_ullt a� San Carlos is that of Captain George Zeh. To date S1xty-n1ne new residences have been erected in the popular garden community down the peninsula.
San Francisco
May 2025
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
174
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June 09, 2025 Packet Pg. 308
Vice Mayor
City Council
Organization Chart
Mayor Council
Member
Council
Member
Council
Member
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 175
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June 09, 2025 Packet Pg. 309
� �ARL0S�P0TLIGHT
Cityf;;2unci{
Carl Philip Appointed
City Judge By
Council
SAN CARLOS, Apr. 19.-A.u Hull
was named mayor or San Carlos
Ill a council meeting held last
evening at the civic auditorium.
Hull is a prominent buslnc .. man
of Redwood City and a pioneer of
San M11teo county. The motion
was made by Mayor John E. Cowgill, nnd •cconded by Councilman John B. Bryan. Hull was elected
to tho council April 11.
City Clerk J. �I. Edllni; read the
appllcailons ot Carl Phlllp, John
S. G. Walker, A. S. Plllmer and
E. C. Mahoney for city judge.
Olhtr appllcaUons filed last Thursda)' were tho•c or Wesley Haydock, Capt. Marlin J. Cahill and Jerome Macdonald of Redwood
Cll)•.
Philip was appointed u cltv
Judge on motion or Claude E. Sorensen, seconded by Cowgill.
Chier or Police Ed,.·ard J.
\\'hl'clcr was retained as cbiC! on
motion of Cowgill. Albert S. Mansfield was retained u city attorney ---o---
Firehouse Vote
At San Carlos
/('l'lm,•1111 l"•rnttfy :\t•1u, P,:rnlt•••I
SA� CAHl,OS, ]\larch 1.-,\ l
lf"·
po�•·•I $:!!,,0011 b11nol i��U<' to huil,!
n 11 ,,,, San (;:u lo\; firrhou�c w:o 1 11l11ccd on lh,· A1,ril !I halluL dul'ini:, :in :11ljo11rn,•d Ille tin!! uf the cily
co11ncil h •re ln�l 11iJ.:hl.
l.0111; :uh·ocat,,,I by impro\'cm,·nl
1[1·ou11s, the l,muls woul,t 11r11\0
i,lc
for a l.wu•t(lt>I'\" i"OIH't'l'tt' �true•
lure r.fl hy li0 fceL 1111juccml lo llll•
l
ll'l'�l'lll fil'rhou�c.
l•'ollowiaµ- the 111ccli11J!. Cuu11cilm1111 l>u1111hl It I.illy, whus1• c1111tlidacy for rc-1•k'Clin11 wu� once :i11- 11111111c•••I 1111,I l11t,1r wilh,lrnwu, 1111-
11111111,·,·11 th:it hr ha,I bce11 i11,l11rc,I
to r1111 fu1· n·-clccl i1111.
111 his sta1L-mc11l 1111nou11ci111� his
c:1111li,l:1cy, J.illy citr,I hiK four-y1•nr
1•x111°
l'ie11cc 011 the council n� riunlific::iti II for the 11n�i1in11 nu,! said thnl tho cxpcric11cl\ woul,1 11111kt•
il po,sibll\ (m· him to "work mor,:
,,ff,•clivcl)
' lo lmb11cc lh pro1;ra111
in n 1?1"uwl111? c,,mmunily.'' ---o-----
The Times, 1940
Redwood City Tribune, 1932
•
SC Budget
On Agenda
Tonight
- The rl y
council may finlsh he 1960-61
budg t. a wha u hoped Lo b
I.he final bud se ion t.onlgh
at 8.
The meet ng will be held In
the Red ro buJlding adjaj cen Lo ity Hall.
I 11 to be decld d Is a lary,
ral tor lty emplo es whJch
Is the ma or t m or th whole
budg . Final revenue rigurPs
al o will b pre n ed onlght. I Th preliminary budg I, th ouncll h b n working on
called for $1,121.359.80 In xpendltures. uppor d by a x rate or $1 0393. Th curr tax
ra SJ 0769.
If a al I
r omm rvlce comm n I
xp d
Redwood City Tribune, 1960
TAX-LICENSE
PLAN 'FORMED
FOR NEW CITY
OF SAN CARLOS
(Special to The Da.11; T1mu)
SAN CARLOS, July 28.-Formulation of a bx and license plan to provide immediate funds for financing the recer.tly incorporated city of San
Carlos was con$idered by the board
of trustees in a meeting here last
night.
non
Finance Commissioner
declared that be ha.a made
George
a care Sesful study of all systems now in use in
nearby peninsula cities and presented
:functioning
a plan mapped closely after that now
at Burlin&'ame. It was
presented for first reading as an or-
•• • ••• • • � --J -----� uau.,.U"--O •uw .,.,._. ""- ... -...-,... ....... ...- � .... _ at the next meeting of the board. At
that time citizens and business people
of San Carlos '9-ill be given an OP1>0rtunity to discuss wtih the trustees the various phases of the ordinance.
The Times, 1925
-Tn......_ �
New Administrator
Charles Robert Allen (right), new Son Carlos c,ty odm,n,slralor, gels a short briefing from Deputy Tax Collector lou,s Vargas
this morning after tak,ng over the position.
Vargas was acting c,Jy adm1n,slro1or for
lhe lwo monlhs the c,ty wos w,thout o
ch,ef officer
RWC Tribune, 1963
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
176
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June 09, 2025 Packet Pg. 310
CITY COUNCIL DEPARTMENT
Mission
The City of San Carlos provides high-quality services and facilities to its residents in an equitable, sustainable, transparent, responsive, and friendly manner to foster an inclusive, safe, and healthy community now and in the future.
Organization
The Council is composed of five members who are elected at-large, on a non-partisan basis, for four-year staggered terms. The Mayor is appointed annually from amongst the Council.
Org Code
01101000
Dept #
1010
Description
The City Council is the governing body of the City. It provides community leadership, enacts laws, adopts resolutions, and establishes policies for the City government. The City Council also adopts a budget. The Mayor appoints members of the City Council to working committees.
The Mayor and the City Council represent the City of San Carlos on various local, regional, and state policy committees and commissions. The Council meets the second and fourth Monday of each month in formal, public sessions and conducts additional special meetings as needed.
All City Council meetings are open to the public. Regularly scheduled meetings are streamed live on the City's website (www.cityofsancarlos.org). City Council minutes and archives of the meetings are also available online at www.cityofsancarlos.org/residents/public-meetings.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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June 09, 2025 Packet Pg. 311
CITY COUNCIL DEPARTMENT
Program Name City Leadership
Major Services • Legislative activities to support San Carlos • Policy establishment and direction
• Budget establishment and oversight to ensure fiscal sustainability • Serve on various regional boards
• Provide leadership during emergency situations
• Serve the community through active engagement and leadership • Prioritize and develop strategic initiatives that are of interest to the community • Ensure that San Carlos remains a desirable, vibrant, equitable, inclusive, and business friendly community
FY 2024-25
Accomplishments
• Childcare. Distributed $500,000 in childcare impact fee funds to five providers through grant funding. Facilitated discussions with childcare providers, relaxed zoning restrictions, and reduced permit fees to lower barriers for the creation and expansion of childcare facilities
• Climate Change, Mitigation, Adaptation, and Resilience. Secured a $457,000 Peninsula Clean Energy (PCE) grant for solar installation at the Corporation Yard.
Partnered with PCE on the San Carlos Multifamily Electric Vehicle (EV) Charging Incentive, supporting five projects in design and two in pre-construction, which will install 35 EV charging stations. Applied for $523,131 from the Metropolitan Transportation Commission’s 2024 Climate Program Implementation Grant to install 18 publicly accessible electric vehicle charging stations downtown.
Strengthened emergency preparedness by building an Emergency Operations Center (EOC) staff roster, developing a communication plan, and delivering two EOC training sessions to staff
• Downtown. Approved new street designs for downtown San Carlos including new plazas on the 600 and 700 blocks of Laurel St, wider sidewalks, protected bike lanes, enhanced outdoor dining areas, more greenery, and improved connectivity between Downtown, the Caltrain station, and East San Carlos. Advanced the Downtown Specific Plan by engaging stakeholders and shaping streetscape designs
• Housing. Established an annual grant program, awarding $168,000 to local nonprofits in 2024 to support housing initiatives. Approved a development project at 308-310 Phelps Road, adding nine single-family homes and eight accessory dwelling units (ADU) to the community
• Mobility, Traffic, and Transportation Infrastructure. Adopted the Traffic Signal Master Plan to create a unified strategy for optimizing and integrating traffic signals citywide. Submitted a $1 million grant application to C/CAG for the Brittan Avenue Sidewalk Construction project. Published a Traffic and Transportation Spotlight to inform the community on traffic calming measures, safe routes to school, the Bicycle and Pedestrian Master Plan, and more. Paved 64 streets and constructed 33 ADA curb ramps to improve road conditions and accessibility • Northeast Area Specific Plan. Developed a preferred land-use scenario to guide future growth, incorporating mobility improvements, climate change strategies, and flood mitigation efforts
• Recreation Services. Collaborated with the Centennial Advisory Committee to engage the community in planning the City’s centennial celebrations. Explored development opportunities at North Crestview Park to address community needs.
Initiated a Parks, Open Space, and other Recreational Opportunities Master Plan Assessment
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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June 09, 2025 Packet Pg. 312
FY 2025-27 Goals • Climate Change Mitigation, Adaptation, and Resilience. Support sustainability initiatives and address climate change. As part of its focus on climate change, the City of San Carlos will continue to address vulnerability and adapt to changing climate conditions such as wildfires, flooding, drought, and sea level rise • Downtown. Work with residents, property owners, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan to understand and ensure that the downtown meets the needs of the community and businesses now and into the future • Housing. Actively encourage and support the creation of housing to provide a safe, inclusive, diverse, and affordable supply by facilitating development of housing for all income levels
• Mobility, Traffic and Transportation Infrastructure. Actively pursue plans and strategies for improving mobility, traffic, parking, transportation infrastructure, and street maintenance while encouraging alternative modes of transportation to provide efficient, safe, and effective movement throughout the city • Northeast Area Specific Plan. Work with residents, property owners, stakeholders, business owners, committees, commissions, the Chamber of Commerce, and all other interested members of the community to develop a plan in response to continued development interest in the life sciences and biotechnology sectors and develop policies and strategies to incorporate housing as part of this new development
• Recreation Services. Explore new recreational opportunities by completing an assessment of parks, open space, and other recreation facilities to support the health and well-being for community members of all ages CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
179
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June 09, 2025 Packet Pg. 313
Program Goals The goal of the Council is to provide leadership to the City organization to: foster a safe, diverse, welcoming, and engaged community that recognizes the importance of social equity; ensure fiscal responsibility and the sustainability of San Carlos’ resources, infrastructure, and social/cultural environment; proactively protect our physical environment from the threats of climate change and reduce greenhouse gas emissions; recognize the needs and challenges of the community and promote its well-being; demonstrate high ethical and professional standards, including high quality customer service; lead and manage effectively by engaging the community, thinking strategically, remaining proactive, and planning for the future; and support the well-being of employees, investing in their development, and aligning staffing and resources with the demand for City services.
City Leadership
Objective
Legislation, policy, and budget.
The City Council values public input into the decision-making process, keeping residents informed, and using boards and committees for civic engagement and regional collaboration.
Key Performance Measure FY 2024
Actuals
FY 2025
Actual
FY 2026
Proposed
FY 2027
Proposed
% of residents who feel that the City is
responsive to residents' needs N/A 77% N/A 80%
% of residents who agree the City listens to
residents when making important decisions N/A 71% N/A 74% % of residents who indicate that they trust
the City N/A 84% N/A 87%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025, and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of boards and committees with
councilmember participation 41 41 41 39
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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June 09, 2025 Packet Pg. 314
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 33,500 33,600 50,500 42,500 57,000 57,000
BENEFITS 126,000 112,178 129,700 109,900 137,000 143,000 PERSONNEL TOTAL ----> 159,500 145,778 180,200 152,400 194,000 200,000
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 800 1,622 800 800 800 800
PROFESSIONAL SERVICES 44,900 6,444 39,200 15,000 33,400 34,400
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 44,100 47,440 52,400 49,500 60,900 62,800 COMMUNITY RELATIONS 60,000 60,000 40,000 40,000 40,000 40,000 LOW INCOME SUBSIDY 55,000 45,836 56,700 50,000 50,000 51,500
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 204,900 161,343 189,200 155,400 185,200 189,600
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 364,400 307,121 369,400 307,800 379,200 389,600
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 2,400 2,400 2,500 2,500 4,000 4,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 700 700 700 700 500 500 TRANSFER OUT TOTAL ----> 3,100 3,100 3,200 3,200 4,500 4,800 EXPENDITURES & TRANSFERS TOTAL ----> 367,500 310,221 372,600 311,000 383,700 394,400 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 29,300 29,300 30,200 30,200 36,800 37,900 ALLOCATIONS IN FROM NPDES 300 300 300 300 400 400
ALLOCATIONS IN FROM GAS TAX 2,300 2,300 2,400 2,400 2,500 2,600 ALLOCATIONS IN FROM WORK COMP 400 400 400 400 400 300
ALLOCATIONS IN FROM RISK MGT 800 800 800 800 800 800
TRANSFER AND ALLOCATIONS IN TOTAL ----> 33,100 33,100 34,100 34,100 40,900 42,000 REVENUE & TRANSFERS TOTAL ----> 33,100 33,100 34,100 34,100 40,900 42,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 334,400 277,121 338,500 276,900 342,800 352,400 CITY COUNCIL (01101000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 181
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June 09, 2025 Packet Pg. 315
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 182
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Assistant City
Manager
(1)
City Manager Department
Organization Chart
City Manager
(1)
Senior Management
Analyst
(1)
Communications
Manager
(1)
Management Analyst
(1)
Executive Assistant
(1)
Underfilled
Seasonal Staff
Intern
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 183
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June 09, 2025 Packet Pg. 317
� �ARL0S�P0TLIGHT
City 2'::k!nager __ c?u,6\D
City Manager's Office, 1968
'Strong' Mgr
For SC Voted
• a
r
12-
mh :t
din rt
t d
b d
d "
The de i ion w
n r th
h I( hour m
op n d 1'ith a
the ity hould
uliv " but ran Into diffl ultic a to, h t th t m • n . m
ca
h
01 I
pl .
-
r
II
g
I'
a
I
ISC Administrator
Calls for Budgets
SAN CARLOS-A sure sign of
spring-talk of taxes and budgets - pervaded San Garlos City Hall with notice sent out by
City Admn. Harry L. Grant that
department heads whip their
budget estimates into shape '"by
April 1.
Grant said he will schedule
!
budget conferences throughout
the month or April with heads
of the police, fire, streets and !sewers, tax collector, building inspector and city clerk's office.
By May 1, he hopes to begin conferring with the city
council in time to orrer the
final budget for council action at the end of June.
Last year's record budget, of
$642,936.52, up $159,177 from the
!previous year, was adopted on
August, 13, and marked the
first time in San Carlos history
that the city released the entire budget for public consumption.
Although the budget exceeded that of the previous year, San Carlos City Council trimmed the tax rate from $1.317 to $1.223, or 9.4 cents per $100
assessed valuation. The cut was
accomplished, through increased
assessments.
Redwood City Tribune, 1953
• •
halrman Mar h
a not • l\'11
dn • to a
ent
ap
lh
,,ordin
,au,, th am
Times-Gazette, 1951
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CITY MANAGER DEPARTMENT
Mission
Provide overall management of the City, execute Council policy, and ensure that San Carlos remains the City of Good Living.
Organization
The Department is comprised of City Manager, Assistant City Manager, Senior Management Analyst (underfilled by Management Analyst), Communications Manager, Management Analyst, and an Executive Assistant.
Org Code
01111000
Dept #
1110
Description
Under the direction of the City Manager, the City Manager Department consists of six full-time regular employees. The staff in the department also serve in the following capacities:
Board of Directors of IEDA
CITY MANAGER
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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CITY MANAGER DEPARTMENT
Program Name Executive Management
Major Services • Manage overall City operations, departments, and programs • Provide Council support
• Oversee community relations and engagement, public information, social media, and website
• Develop and manage the implementation of the Council's strategic plan • Manage special projects and initiatives
• Direct the activities of staff and consultants to plan and respond to an emergency FY 2024-25
Accomplishments
• Print and Digital Communications. Launched the San Carlos Weekly Digest enewsletter, introduced a new Centennial microsite to share information about the year’s upcoming festivities, and developed a Community Benefits webpage.
Published 23 Council Newsletters, four Good Living newsletters, and three Spotlight newsletters to keep the community informed. Developed a website policy with the City Attorney’s Office.
• Video Communications. Expanded social media outreach with engaging videos that showcase City events, government operations, and community initiatives.
Partnered with the Human Resources division to produce a recruitment video, increasing visibility for City job opportunities.
• Grant Funding. Secured $457K from Peninsula Clean Energy for critical upgrades to the Corporation Yard roof and solar panel system. Successfully applied for federal Community Project Funding in the amount of $500K for U.S. 101/Holly Street Interchange and Overcrossing through Rep. Kevin Mullin’s office, which is pending approval by the Full Appropriations Committee. Collaborated with the County of San Mateo and multiple cities to pursue the Metropolitan Transportation Commission’s (MTC) 2024 Climate Program Implementation Grant for downtown electric vehicle charging infrastructure. Additionally, developed a grant funding guide and calendar to strategically support future large-scale projects.
• Emergency Preparedness. Strengthened disaster response capabilities through Emergency Operations Center section trainings and a mock-earthquake tabletop exercise. Participated in Cal Water's Bayshore Community EOC, reaffirming the importance of collaboration for disaster readiness and response. • Leadership and Community Engagement. Celebrated sustainability initiatives and hosted a Youth Center solar panel ribbon cutting and tabled at Caltrain’s Electrification Service Launch event.
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FY 2025-27 Goals • Collaborate with neighboring jurisdictions and regional and state agencies to study, develop, and implement coordinated approaches to mitigating flood protection, sea level rise, and rising groundwater levels • Empower community and staff with emergency management skills through emergency preparedness trainings
• Continue to elevate community engagement efforts on social media platforms by incorporating more dynamic and interactive content, including videos and innovative posts
• Refine internal communications processes and support staff through internal trainings, updated outreach guidance, and streamlined communications templates and checklists
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Program Goals The first goal of the Executive Management program is to provide overall management of City operations, implement Council’s strategic and policy directions, and ensure effective, efficient, and responsive services to the community in a financially sustainable manner which leads to overall community satisfaction.
The second goal of the Executive Management program is related to community engagement. The goal is to reach out to the community on City-related matters that serve the community and to demonstrate transparency and inclusivity in the pursuit of civic governance. Includes managing media relations, the City’s website, E-News, videos, social media, the City newsletters and postcards, the City cable channels, and billboards. Coordinate with community groups and volunteers so the community is well informed and engaged in events, services, proposed developments, projects, and local issues and can provide input to the City.
The third goal of the Executive Management program is to prepare for public safety emergencies, such as wildfire, earthquake, flood, and other emergencies by developing and implementing risk mitigation and reduction strategies. The Executive Management program oversees the planning of these strategies in partnership with other departments.
Community
Satisfaction
Objective 1
Effective management of overall City operations, communications, departments, and programs contributes to overall community satisfaction with City staff interaction.
Results from the community satisfaction survey conducted in 2025 reported high satisfaction with City services.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of survey respondents indicating that City
staff were professional N/A 91% N/A 94%
% of survey respondents indicating that City
staff were accessible N/A 89% N/A 92%
% of survey respondents indicating that City
staff were helpful N/A 81% N/A 84%
% of residents satisfied with the City’s efforts
to provide municipal services N/A 86% N/A 89%
Description This set of data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports reviewed 227 145 185 185
Communications
Objective 2
The Communications division aims to maintain and expand communications, providing a variety of outreach materials and communication channels that continue to inform, educate, and empower the San Carlos community.
Per the 2025 Community Satisfaction Survey, San Carlos maintains a high overall communications satisfaction level in the 82% to 85% range, coming in at 82% in 2025. The fact that San Carlos residents primarily rely on City-sponsored sources of information to find out about San Carlos news, events, and programming is undoubtedly one of the reasons for this stability in satisfaction over the past 11 years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% residents who are satisfied with the City’s
communications efforts N/A 82% N/A 85%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Open rate for San Carlos Weekly Digest N/A 80% 80% 80%
# of Facebook post impressions 270,228 273,000 281,190 289,626 # of Instagram post impressions 117,219 120,000 123,600 127,308 # of X post impressions 97,756 100,000 103,000 106,090
# of Nextdoor post impressions 161,141 165,000 169,950 175,049 # active website users 212,000 215,000 221,450 228,094
Description Digital communications refer to all emailed communications, including the Weekly Digest and all E-News emails. Open rates measure the number of emails opened compared to the number of emails sent. Social media impressions identify the number of times our content was seen, including multiple views by the same user. Number of website users refers to how many unique users visit our site.
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Purpose Open rates, subscriber numbers, impressions, and number of users all provide snapshots of the reach the City of San Carlos’ digital communications have in the community. Open rates for digital communications provide insights into how many subscribers are actually interested in and reading what the City is communicating. Impressions show how many of the City’s posts are seen by the community.
Status The City’s email open rates are high, indicating high readership and interest in City emails. As of December 2024, our open rate of 79% is high above the industry standard open rate of 42.1%. The higher the impressions on the City’s posts across social media platforms is an indicator that users are viewing our content multiple times (per Hootsuite – a social media marketing and management tool).
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of digital communications 1,383 1,400 1,400 1,400
# of print publications* 18 21 25 25
# of Council Newsletters 23 23 23 23
# Inform San Carlos users N/A 501 516 531
*This includes Spotlight newsletters, Good Living newsletters, postcards, and notices.
Interdepartmental
and Interagency
Emergency
Management
Objective 3
Interdepartmental and interagency emergency management: develop plans and reports, oversee training and exercises, and prepare the Emergency Operations Center, City facilities, and staff for emergencies; collaborate with regional agencies to prepare regional plans and response and partner to provide improved services.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s
emergency preparation N/A 87% N/A 91%
Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of cross-departmental community
preparedness and education workshops
hosted
0 0 1 1
# of San Carlos residents who graduated
from CERT Academy 7 14 21 28
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 1,297,475 1,220,686 1,248,980 1,275,450 1,407,300 1,449,000 BENEFITS 649,500 527,958 631,950 561,150 628,600 664,200 PERSONNEL TOTAL ----> 1,946,975 1,748,645 1,880,930 1,836,600 2,035,900 2,113,200
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 8,600 7,168 8,900 8,900 9,200 9,500 PROFESSIONAL SERVICES 893,000 573,909 812,200 749,200 838,400 867,800
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 24,300 12,166 25,100 19,300 25,900 26,700 COMMUNITY RELATIONS 32,900 8,627 33,900 20,000 34,900 35,900
INSURANCE - - - - - -
VEHICLE USAGE 300 - 300 300 300 300
EQUIPMENT MAINTENANCE 500 - 500 500 500 500
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 959,600 601,870 880,900 798,200 909,200 940,700 CAPITAL OUTLAY 4,300 - 4,400 2,000 4,500 4,600
CAPITAL OUTLAY TOTAL ----> 4,300 - 4,400 2,000 4,500 4,600 EXPENDITURES TOTAL ----> 2,910,875 2,350,514 2,766,230 2,636,800 2,949,600 3,058,500
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 17,200 17,200 17,700 17,700 27,300 28,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 5,300 5,300 5,500 5,500 5,100 5,300 TRANSFER OUT TOTAL ----> 22,500 22,500 23,200 23,200 32,400 34,200 EXPENDITURES & TRANSFERS TOTAL ----> 2,933,375 2,373,014 2,789,430 2,660,000 2,982,000 3,092,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 124,000 21,600 20,000 21,000 30,000 31,000
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 124,000 21,600 20,000 21,000 30,000 31,000
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 250,300 250,300 257,800 257,800 313,900 323,300 ALLOCATIONS IN FROM NPDES 1,400 1,400 1,400 1,400 1,800 1,900 ALLOCATIONS IN FROM GAS TAX 11,000 11,000 11,300 11,300 11,600 11,900 ALLOCATIONS IN FROM WORK COMP 3,400 3,400 3,500 3,500 3,600 3,700 ALLOCATIONS IN FROM RISK MGT 6,200 6,200 6,400 6,400 6,600 6,800 TRANSFER AND ALLOCATIONS IN TOTAL ----> 272,300 272,300 280,400 280,400 337,500 347,600 REVENUE & TRANSFERS TOTAL ----> 396,300 293,900 300,400 301,400 367,500 378,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,537,075 2,079,114 2,489,030 2,358,600 2,614,500 2,714,100 CITY MANAGER (01111000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 192
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Legal Secretary
(1)
City Attorney Department
Organization Chart
City Attorney
(1)
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San Carlos Spotlight
City Attorney
Redwood City Tribune, 1931
Redwood City Tribune, 1934
Redwood City Tribune, 1963
The Times, 1965
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CITY ATTORNEY DEPARTMENT
Mission
Provide the City, the City Council, and City staff with prompt, high quality, and efficient legal services.
Organization
The Department is comprised of a City Attorney and a Legal Secretary.
Org Code
01151000
Dept #
1510
Description
The City Attorney Department consists of two full-time regular employees.
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CITY ATTORNEY DEPARTMENT
Program Name General Legal Services, Litigation and Specialized Services Major Services • Advise staff and review contracts
• Attend City Council and most Planning Commission meetings • Participate in strategic planning for the City
• Participate in negotiations and development projects
• Participate in litigation involving the City
• Drafting ordinances and resolutions
• Overseeing code enforcement
• Ensuring Public Records Act and Brown Act compliance
• Overseeing election law
• Participating in emergency management operations
FY 2024-25
Accomplishments
• Advised on trails plan updates and implementation
• Provided ethics advice to the City Council and Planning Commissioners • Assisted staff in the downtown plan and parklet program • Participated in Brown Act training for new and existing commissioners • Monitored liability claims with PLAN JPA appointed defense counsel • Supervised outside counsel on settlement of eminent domain litigation • Oversaw numerous Public Records Act requests
• Advised staff on density bonus project provisions and conditions of approval • Reported on recent litigation and legislation
• Participated in Risk Management program meetings
• Proactively addressed citizen concerns and issues related to easements, boundary disputes, development issues, and tree maintenance • Participated in the implementation of the San Carlos Strategic Plan • Analyzed and provided interpretation regarding the Pulgas Ridge Trail connection • Settled issues related to easement boundary
• Assisted staff in logistics of the childcare grant program • Assisted staff in negotiating a contract with Redwood City for Fire Service Assistance
• Assisted staff in negotiating a contract with the County of San Mateo for law enforcement services
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FY 2025-27 Goals • Implement the Strategic Plan
• Draft new ordinances as mandated by state or federal law or as directed by the City Council
• Advise on the many residential and commercial housing projects being proposed • Work and advise on establishing process and implementation for the East Side Innovation District Visioning Plan
• Assist in the development of affordable housing projects and units • Advise the Fire Department concerning disaster preparedness and fire issues • Monitor legislation, claims, and litigation
• Update the municipal code
• Advise staff and assist in the implementation of the City trails plan • Assist the City Council and staff by providing prompt and effective legal representation with emphasis on cost effective solutions or appropriate defense with proactive advice on issues facing the City
• Assist and provide legal advice for the Downtown and Northeast Specific Plans • Advise on major development projects
• Develop a system to capture the City Attorney’s time devoted to development projects and code enforcement as a budget offset
• Establish internal enforcement procedures for minimum wage violations, which had formerly been contracted out to the City of San Jose’s Office of Equality Assurance
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Program Goals The goal of the Legal Services, Litigation, and Specialized Services Program is to provide leadership, oversight, and support to ensure that the City organization, including City officials, management, and staff, receive high quality legal support. This goal includes litigation and specialized services to evaluate, analyze, and make recommendations to the City Manager and City Council with the goal of reducing litigation costs, claims liabilities, and cost of lawsuits.
General Legal
Services,
Litigation and
Specialized
Services
Objective
Prompt and effective legal review related to legal inquiries and official documents, such as contracts, ordinances, resolutions, agreements, etc. Includes legal support to all City departments, litigation review and support, advising City Council, staff and commissioners, and managing unanticipated or specialized legal services.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ collected as cost recovery for development projects N/A N/A $1,272 $1,272 Description This measure tracks the dollar amount the City Attorney’s office recovers for development projects.
Purpose By collecting money as cost recovery, the City Attorney budget cost would be reduced by the amount recovered.
Status This is a new metric introduced for FY 2024-25. There was insufficient data in FY 2023- 24 and FY 2024-25 for this measure; therefore, data for FYs 2024-25 and 2025-26 is not available. The trend of cost recovery for development projects will resume in FY 2025-26 and is expected to continue through FY 2026-27.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ of contract counsel services monitored $109,509 $115,000 $110,000 $115,000 Total # of code enforcement cases 4 5 5 5
Council, public, and staff meetings attended 50 51 51 51 # of contracts reviewed 194 200 210 215
# of ordinance amendments 11 10 11 11
Hours spent responding to public inquiries 120 130 120 125 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 413,750 370,942 426,150 443,400 461,750 475,250 BENEFITS 199,100 187,192 201,400 190,525 201,200 212,600 PERSONNEL TOTAL ----> 612,850 558,134 627,550 633,925 662,950 687,850
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 6,000 8,575 11,200 11,200 11,500 11,800 PROFESSIONAL SERVICES 241,900 71,330 125,800 125,800 258,300 266,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 38,000 4,024 38,800 10,000 40,000 41,200
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 285,900 83,929 175,800 147,000 309,800 319,000
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 898,750 642,062 803,350 780,925 972,750 1,006,850
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,800 4,800 4,900 4,900 7,600 8,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,600 1,600 1,600 1,600 1,400 1,400 TRANSFER OUT TOTAL ----> 6,400 6,400 6,500 6,500 9,000 9,400 EXPENDITURES & TRANSFERS TOTAL ----> 905,150 648,462 809,850 787,425 981,750 1,016,250 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 197,300 197,300 203,200 203,200 247,500 254,900 ALLOCATIONS IN FROM NPDES 2,800 2,800 2,900 2,900 3,800 3,900 ALLOCATIONS IN FROM GAS TAX 20,600 20,600 21,200 21,200 21,800 22,500 ALLOCATIONS IN FROM WORK COMP 5,200 5,200 5,400 5,400 5,600 5,800 ALLOCATIONS IN FROM RISK MGT 19,800 19,800 20,400 20,400 21,000 21,600 TRANSFER AND ALLOCATIONS IN TOTAL ----> 245,700 245,700 253,100 253,100 299,700 308,700 REVENUE & TRANSFERS TOTAL ----> 245,700 245,700 253,100 253,100 299,700 308,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 659,450 402,762 556,750 534,325 682,050 707,550
BUDGET SUMMARY
CITY ATTORNEY/LEGAL SERVICES (01151000)
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Deputy City Clerk
(1)
City Clerk Department
Organization Chart
City Clerk
(1)
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� �ARL0S�P0TLIGHT
City C{erk
City Clerk's Office, 1968
Times-Gazette, 1950 Times-Gazette, 1952
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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT
Mission
Provide the residents of San Carlos, the City Council, and staff with access to public records and ensure all facets of agenda preparation, public meetings, and municipal elections are conducted according to state law.
Organization
The Department is comprised of the Director of Community Relations/City Clerk and a Deputy City Clerk.
Org Code
01121000
Dept #
1210
Description
Under the direction of the Director of Community Relations/City Clerk, the City Clerk Department consists of two full-time employees.
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CITY CLERK-COMMUNITY RELATIONS DEPARTMENT
Program Name Council and City Manager Support
Major Services • Agenda process management and meeting support • Administration of municipal elections
• City Council/Treasurer candidate assistance and orientation • Research and retrieval of records
• Maintenance of the City’s records retention schedule
• Recruitment management for the City's Commissions
• New commissioner orientation
• Compliance Officer for the Fair Political Practices Commission • Mailroom management and legal process service receipt for all departments • Provide notary services for City business
FY 2024-25
Accomplishments
• Conducted a municipal election for three elected seats (two City Council and the City Treasurer) and a ballot measure
• Onboarded a new councilmember
• Coordinated with the County Election’s Office to prepare vote centers and ballot drop-boxes for the November 5, 2024 and March 4, 2025 elections, including a drive-up ballot drop-off station for the November election • Coordinated a Council reorganization ceremony with a tribute honoring an outgoing councilmember
• Delivered ongoing training sessions on the City’s Document Management System for new employees and provided refresher courses
• Ensured compliance with Ethics Training and the Fair Political Practices Commission’s Statement of Economic Interests and Campaign Statements • Managed Commission reappointments and recruitments and provided orientations to new members
• Continued to manage the mailroom for all City departments; processed over 21,000 pieces of mail
• Continued to provide proof of life verification services • Managed testing group in preparation for OnBase Cloud migration • Contributed to the Library’s Makerspace Task Force
• Updated City’s Conflict of Interest Code
• Conducted five public project bid openings
• Coordinated five City Hall youth tours/visits
• Managed web enabled applications that provide the public with self-service tools to search City records (public meeting portal, PRA system, document repository) • Collaborated with all departments to publish over 32 legal notices, including, but not limited to, public hearings, notice of election, financial transaction report summaries, notice of bids and ordinance summaries
• Conducted a request for proposals (RFP) for publication of legal ad services • Managed and maintained the City’s Do Not Knock and Refusal of Consent Registries
FY 2025-27 Goals • Research agenda management systems
• Implement ethics training module to current e-filing platform • Update Citywide Records Retention Schedule in FY 2025-26 • Conduct a Municipal Election in FY 2026-27
• Update the City’s Conflict of Interest Code in FY 2026-27 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Program Goals The goal of Council and City Manager Support is to: facilitate the Council agenda process for the City Manager and support the Council during its meetings; facilitate the legislative process in compliance with legal requirements for timely notifications and open meetings; oversee the contract with the County of San Mateo for municipal elections according to state law and assist and orient local candidates; coordinate and monitor permanent, non-permanent and historical records; and respond to requests for public records in accordance with the City's records retention schedule and state law.
Agenda Process
Management and
Meeting Support
Objective 1
Agenda process management, meeting support, and management of commission appointment process.
The City Clerk’s Department provides meeting support to the City Council. This includes preparation of agenda packets and post meeting records (i.e., minutes, resolutions, ordinances, contracts). Timely preparation of agendas, post meeting materials, and meeting videos are essential in providing transparency to the public.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Council meeting minutes approved within
three regular meetings 100% 100% 100% 100%
Description After each Council meeting, the City Clerk’s office prepares minutes to document the actions Council took and provides them to the Council at a subsequent meeting for approval.
Purpose This promotes transparency by providing the public with access to Council actions in a timely manner.
Status The City Clerk’s Office has maintained a high-performance level with 100% of minutes approved within three regular council meetings and anticipates maintaining this level of performance.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports finalized 227 145 185 185
# of public meetings supported 31 29 30 30
# of meeting videos prepared and posted 20 21 21 21
# of resolutions and ordinances processed 163 125 140 140 # of proclamations and certificates prepared 43 33 44 44 # of commission applications received 17 18 5 5
# of commissioners oriented 42 6 2 2
# of City booths at Farmers’ Market coordinated 11 10 12 12 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Elections
Management
Objective 2
Elections management and support.
Elections give our community a voice in government. As the City’s Elections Official, the City Clerk is trusted to submit accurate and timely information about candidates and ballot measures for the public to make informed decisions with their votes.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of elections held without error 100% 100% 100% 100%
Description The City Clerk’s Office collaborates with the County Elections Office to oversee municipal elections, managing key responsibilities of the electoral process in accordance with State and Federal election laws.
Purpose Effective administration of the election process upholds the people’s right to vote by ensuring a swift, thorough, and accurate process.
Status The City Clerk’s Office, recognized for its impartiality and integrity, has consistently managed election materials with precision and efficiency. Committed to transparency, the office will continue to provide timely and accurate information to the public, ensuring confidence in the electoral process.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of interested candidates assisted 4 0 5 0
# of measures on the ballot 1 0 1 0
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Records
Management
Objective 3
Management of City records and public records requests.
The City Clerk’s Department serves as the Records Manager for the City and as such, coordinates all public records requests and assists with research, indexing, storing and retrieval of records. Timely response to public records requests is a priority as it is not only legally mandated but provides high quality public service.
Digitizing long-term and permanent records not only reduces storage cost and saves time in retrieval, but also enables staff, outside agencies and the community to independently perform searches and easily access records.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Public Records Act requests responded
to within 5 days 100% 100% 100% 100%
Description The California Public Records Act mandates that requests be responded to within 10 days of receipt, either by providing the requested records or notifying the requester that additional time is needed to gather them. Our office exceeds this requirement, striving to respond within half the legally mandated timeframe.
Purpose The accurate collection, preservation, and accessibility of official documents ensure a quick turnaround to meet public interest and legal requirements.
Status The City Clerk’s Office consistently delivers this vital public service with efficiency and fairness and remains committed to upholding these high standards.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of public records requests processed 395 426 430 430
# of long-term and permanent records boxes added
to City’s electronic document management system 21 10 15 20 # of agreements/contracts finalized and processed
into document management system 322 263 290 290
# of boxes of destroyed from the records center
past the City’s Records Retention Schedule 45 30 25 25
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
207
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 284,450 293,997 295,550 327,900 349,750 360,150 BENEFITS 151,200 131,378 154,800 141,400 172,500 182,400 PERSONNEL TOTAL ----> 435,650 425,375 450,350 469,300 522,250 542,550
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 89,600 33,698 90,800 44,500 93,500 96,300 PROFESSIONAL SERVICES 187,600 92,876 297,600 225,000 302,800 308,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 5,300 5,714 6,900 6,900 7,100 7,300 COMMUNITY RELATIONS 15,900 12,841 16,400 16,400 16,900 17,400
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 298,400 145,129 411,700 292,800 420,300 429,100
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 734,050 570,504 862,050 762,100 942,550 971,650
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,800 4,800 4,900 4,900 7,600 8,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,400 1,400 1,400 1,400 1,300 1,300 TRANSFER OUT TOTAL ----> 6,200 6,200 6,300 6,300 8,900 9,300 EXPENDITURES & TRANSFERS TOTAL ----> 740,250 576,704 868,350 768,400 951,450 980,950 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 1,000 376 1,000 500 500 500
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 1,000 376 1,000 500 500 500
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 100,100 100,100 103,100 103,100 125,600 129,400 ALLOCATIONS IN FROM NPDES 1,400 1,400 1,400 1,400 1,800 1,900 ALLOCATIONS IN FROM GAS TAX 10,600 10,600 10,900 10,900 11,200 11,500 ALLOCATIONS IN FROM WORK COMP 2,600 2,600 2,700 2,700 2,800 2,900 ALLOCATIONS IN FROM RISK MGT 7,500 7,500 7,700 7,700 7,900 8,100 TRANSFER AND ALLOCATIONS IN TOTAL ----> 122,200 122,200 125,800 125,800 149,300 153,800 REVENUE & TRANSFERS TOTAL ----> 123,200 122,576 126,800 126,300 149,800 154,300 GENERAL FUND NET EXPENSE (REVENUE) ----> 617,050 454,128 741,550 642,100 801,650 826,650 CITY CLERK (01121000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 208
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Human Resources
Manager
(1)
Sr Management
Analyst
(1)
Information Technology
Manager
(1)
Administrative Services Department
Organization Chart
Financial Services
Manager
(1)
Administrative Services
Director
(1)
Management Analyst
(1)
Senior Accountant
(2)
Accountant
(1)
HR Management
Analyst
(1)
Sr Systems Analyst
(1)
Systems Analyst
(2)
Accounting Technician
I/II ‐ AP/AR
(2)
Administrative
Assistant
(1)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 209
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� �ARL0S�P0TLIGHT
:4.dniinistrative Services 1Jeyartnient
----·
'�!�/
•
Finance Department 1968
'
E 1. · ·p Seal� .l'old ;he new schedule would r.stab• mp oy· ee ay City Clerk Kathleen M. Gr:int ::sh .J the posltinris. 0£ stre_ct' "dcparl• • �id she docs not know how mucn ·rr.cnt fon:mtn, • building in.spec· B I S C tllc new sctedulc, i[ adopted, tor deputy tax c o I I e ct or end oost n ' . . . \�Dold adc· to the _citfs payroll, I �ec'rca::on $Uperintmdent in a pay
I s:nce the pro?Osed sc�edule pre- gude r:i:igiur. ,[rom $51� to $&49 a , l vides new p.iy sc�les b�sed <>n . month, es compared to the pres- /" �ts Approva be the rccla55ific11tlon of employ� j enl scnle -o[ $440 to S518 a mo_r.tt:. . , in _the �treet departrr.ent _and t�e Th
e p:iy sc:ile. for p o J I c c
;T1.,,. ,.,., ... 1a !<••• ••nice> . ! creali_on o( so:ne new positions 10 serge.ints �nd fire lieutenants SAN C:\RLOS :".!arch 29. _ ;,,. I tl:e city govcmmer.l ,vouk! be incrc.'lsed (Tern the presrooosed • r.e,r s�;ry "ch e du I e Police, :ind firemen wo:ild start ent $362-$H0 to 3 scale of �l-$45t. , :.hfch would cut one· year o!f the at $332 n month under the new Police lieutuants, and !tre cap- . 1 lime !or L'iis city's co schedu!e, as ccm;iared to $336 Laios wo·Jld be upped rroro t!:e :��c�'ice employtts and would �
nccr the pre.sent - schedule. D�t
preser.t scale or $H4•$492 to $4.1;·
grant sub•tantial increases to a mcreme:,ts wc,uld be grca)er until Nl9. uw·uber o: ,mployccs h11s rccoivod the $-115 ma�1mum. n 1l1g:ter Uian the prelimin.1ry approval o! the .it present. is reached. cicv council. �... Schedule
The p!"Oposed schedule, prepared Street depar
_tJ:neDt w or It er s,
by city department heads, has , presently class1hed ocly as lab��er been submitted to . tbe city civil • or gardener. would be rcclas�1f.od. service conu:iission Cor study anc into ·a number ?f cate:�ries u�er :-ecornmendllUcns. U·,e ne·
,v �cr.cd·Jle,
.
includ.ng
I The new schedule would allow laborer. s:�rrler.cr. cust? dien, rnaiD•
• •cnancc man (scm1-sk11lcd). ma:n- 1
_
an c�plo�
ee to rcac� the llljll
:· icnance man <slullc(!l and :,ssist• l mum·1n his.pay scale m (2 mon1l:s. , r !· Under I.he pre.er.I salary schedule "�· r, remeo.
!',!laimum•
T·he rr.inim1m pay scale Io� an,
dy e.mployee would b�gin at s:!f,2
and go :o a maximam o! S3H.
c�rr.:natir.g U1e present scale of
$207·$285. :
Dcpar�mcnt beads based tl:eu"
I'r:ipose<! salary schedule on the
, sct.ed;iles now i:t cf(cct !or eU'I·
I ployees c: S:m t.131.to co u n_
t Y
and of th!! city
.
or Redwood c,ty.
1 it takes 54 mor:ths lo l(o !rom the j minimum to the m:ixirnt:rn o� the I salarr rani:e.
The Times, 1956
·--
! Sa11 Carlos
Vote 011 Use.
Of Sales Tax
SA� CARLOS - City Counciln:;.n .Joseph Callahan says it should be pu� up to lhe people
, helhcr th�)' want lo go al,,og
with cily i-ervicrcr; the way they
an: , r whet:1cr the.r want co
change the saler; t.ex restriction
·o tht' city c.in xp:rnd its sen••
iC('S t the public.
A big !ire yesterday afternoon,
C:ill:ihnn :oaid, dramati.!ed the
nPe'1 for n third fire station which
the city plan:t to c,·entually bu Ho
al Howard &\'enue :ind Alameda
di! la. Pulgas.
lIP. noted :hat (unris :ire :iv:iil
:il,lc lo build the stnti n, but th:it
thP. $40,000 per ye:ir needed to
operate tht st:ition ill not :ivail•
a hie.
The rcc1son for this. the counc.:ilman contends, is ,the require• mcnt that 60 per cent of the city
srlcs tax revenue must he alloc ted for reduction of property taxes.
Tl:is was done by a vote o! t11e
pco,)le, and it will have to be by
a vote of the people to remove
the restrictjon if the city is to
inc�ease the :imount of services
it i.c; going to render, Callahan
said.
San Mateo Times, 1959
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
210
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ADMINISTRATIVE SERVICES DEPARTMENT
Mission
Provide overall management of the City's administrative services, execute the City's administrative policies, and ensure that the City organization, including officials, management, and staff receive high quality, effective and efficient administrative support.
Organization
The department is comprised of Administration/Risk Management (Workers' Compensation & General Liability), Finance Division, Human Resources Division, and Information Technology Division Org Code
01000000, 01210000-01213000, 32321000-35351000, 93931000 Dept #
2100-2130, 3210-3510, 9310
Description
Under the direction of the Administrative Services Director, the Administrative Services Department consists of 16 full-time regular employees in four programs.
Program Management
Administration/Risk Management (4 FTEs) Administrative Services Director/Senior Management Analyst
Finance (6 FTEs) Financial Services Manager
Human Resources (2 FTEs) Human Resources Manager
Information Technology (4 FTEs) Information Technology Manager CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
211
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 2,344,650 2,196,217 2,423,950 2,465,400 2,686,800 2,767,600 BENEFITS 1,300,400 1,039,270 1,321,600 1,140,600 1,362,700 1,438,600 PERSONNEL TOTAL ----> 3,645,050 3,235,487 3,745,550 3,606,000 4,049,500 4,206,200 UTILITIES 109,600 126,264 112,900 112,900 121,300 124,900 OFFICE ADMINISTRATIVE 249,500 204,592 261,000 260,000 147,500 152,000 PROFESSIONAL SERVICES 1,058,500 977,355 1,090,200 1,005,400 987,900 1,017,600
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 83,000 48,590 85,400 85,400 88,100 90,800 COMMUNITY RELATIONS 11,400 5,823 11,700 11,700 12,100 12,500
INSURANCE - - - - - -
VEHICLE USAGE 1,600 104 1,600 1,600 1,600 1,600
EQUIPMENT MAINTENANCE 385,800 272,213 397,300 397,300 619,200 637,700
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 1,899,400 1,634,941 1,960,100 1,874,300 1,977,700 2,037,100 CAPITAL OUTLAY 21,800 8,834 22,500 7,000 23,200 23,900
CAPITAL OUTLAY TOTAL ----> 21,800 8,834 22,500 7,000 23,200 23,900 EXPENDITURES TOTAL ----> 5,566,250 4,879,262 5,728,150 5,487,300 6,050,400 6,267,200
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 38,600 38,600 39,700 39,700 61,000 64,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 40,700 40,700 41,900 41,900 46,900 48,300 TRANSFER OUT TOTAL ----> 79,300 79,300 81,600 81,600 107,900 112,600 EXPENDITURES & TRANSFERS TOTAL ----> 5,645,550 4,958,562 5,809,750 5,568,900 6,158,300 6,379,800 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION 1,265,900 1,342,096 1,316,600 1,370,800 1,368,700 1,422,800 CHARGES FOR CURRENT SERVICES - 2,451 - 400 - -
FINES & FORFEITURES 100 250 100 100 100 100
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 309,500 292,922 225,900 195,100 111,300 114,600
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 939,200 5,535,406 1,010,500 593,300 1,673,800 1,724,100
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 2,514,700 7,173,126 2,553,100 2,159,700 3,153,900 3,261,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 1,175,500 1,175,500 1,210,800 1,210,800 1,474,700 1,519,000 ALLOCATIONS IN FROM NPDES 15,000 15,000 15,400 15,400 20,100 20,800 ALLOCATIONS IN FROM GAS TAX 22,800 22,800 23,400 23,400 24,000 24,600 ALLOCATIONS IN FROM WORK COMP 94,800 94,800 97,600 97,600 100,500 103,600 ALLOCATIONS IN FROM RISK MGT 113,500 113,500 116,900 116,900 120,400 124,000 TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,421,600 1,421,600 1,464,100 1,464,100 1,739,700 1,792,000 REVENUE & TRANSFERS TOTAL ----> 3,936,300 8,594,726 4,017,200 3,623,800 4,893,600 5,053,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,709,250 (3,636,164) 1,792,550 1,945,100 1,264,700 1,326,200
ADMINISTRATIVE SERVICES DEPARTMENT
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 212
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Administration/Risk Management
Organization 4 FTEs: Administrative Services Director, Senior Management Analyst, Management Analyst, Administrative Assistant
Major Services • Strategic planning/special projects oversight • Project management
• Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA) and Cities Group, currently staff are serving as President of the Board for both JPAs
• Liaison for all public safety contracts
• General liability insurance oversight
• Workers' compensation and general liability claims program administration • Citywide safety and risk management committees management • Procurement assistance and guidance
FY 2024-25
Accomplishments
• Submitted two FEMA applications for the 2022-23 winter storm disasters and received a total of $722,000 in reimbursement funds
• Updated the Heat Illnesses Prevention Program per new CalOSHA regulations • Rolled out the Department of Transportation Clearinghouse Registration Program as required by the Federal Motor Carrier Safety Administration (FMCSA) • Internally audited 110 contracts in effort to ensure compliance with Municipal Code and to better record and track City contracts
• Joined the Bay Area Procurement Alliance (BAPA) and proactively engaged in receiving purchasing resources
• Conducted citywide annual contracts and purchasing training FY 2025-27 Goals • Review and update existing safety plans as needed • Continue to manage the claims administration process for workers’ compensation and general liability claims and incidents
• Work with new workers compensation provider to provide a seamless transition to the employees
• Continue to work with FEMA on the Public Assistance Grant reimbursement process related to the severe storms and flooding during the winter of 2022-23 for the remaining request of $880,000
• Strategize and implement a plan to reduce workers’ compensation claims CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
213
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Program Goals The goal of Administration is to provide leadership, oversight, and support to ensure that the City organization, including officials, management, and staff, receive high quality administrative support services.
The goal of the Risk Management program is to develop City safety policies and procedures and insure assets to minimize and protect the City's resources against risk or liability.
Leadership and
Management
Objective 1
Manage the Administrative Services Department Divisions and serve on the Board of Directors for the Pooled Liability Assurance Network Joint Powers Authority (PLAN JPA), Cities Group, and the SBWMA Finance Committee as the City’s representative.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of board/committee meetings attended 11 20 15 15
Description This measure tracks the number of board meetings as well as committee meetings attended for the PLAN JPA, Cities Group, and SBWMA Finance Committee. The PLAN JPA is a joint powers insurance authority consisting of 28 member cities under the PLAN JPA and six members under Cities Group.
Purpose Active involvement in a JPA board ensures effective collaboration among agencies, aligning shared goals, and maximizing collective benefits. The City’s participation in PLAN JPA and Cities Group board meetings and special committee meetings has helped make important decisions on the operation of the program and claims administration, accounting and finance, risk control, loss prevention, actuarial services, and training.
Status While the JPAs and JPA committees meet regularly throughout the year, board members also meet for special meetings as specific issues or urgent matters come up.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of citywide staff reports reviewed 227 145 185 185
# of department staff reports reviewed 56 60 50 50
# of policies reviewed/updated/created 2 10 3 3
# of contracts audited 240 200 225 225
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
214
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Risk Management
Objective 2
Manage the City’s General Liability insurance, Workers’ Compensation claims and Americans with Disabilities Act (ADA) coordination.
The objective of the Risk Management program is to protect the City’s resources against risks or liability.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total injury days lost 319 360 330 300
Description This measure tracks the number of calendar days employees are unable to work due to a work-related injury. The method of tracking is consistent with the CalOSHA annual reporting requirement. CalOSHA requires tracking up to 180 days for each claim.
Purpose Injury days lost is a key indicator of workplace safety.
Status The City’s workers’ compensation cases are on average small; therefore, a small number of injury cases can significantly impact the number of days lost. Staff are actively working to reduce the number of workers’ compensation claims.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of FTEs without any job injuries 95% 96% 95% 95%
Description This measures the percentage of staff that are free of job injuries.
Purpose A high percentage of staff free of job injuries indicates effective safety measures.
This measure helps create a safer and more efficient work environment.
Status The number of workers’ compensation cases is small with 95% of staff free from job injuries in FY2024. This percentage is expected to remain stable.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total general liability claims paid $557,427 $327,500 $337,3000 $347,400 Description This measures the amount of general liability claims paid out within the City’s self insured retention (SIR) of $100,000 per claim. Eligible claims over $100,000 are covered by the risk pool and excess insurance.
Purpose The amount of general liability claims paid is influenced by both the frequency and severity of claims. It is important to measure how much is paid out in claims to better manage costs, assess risks, and improve safety.
Status General liability claims often have a delay in incurred costs due to the claims process (such as time required for investigation, negotiation, and sometimes legal processes). As most of the storm claims related to the 2022/2023 winter storm are resolved, the amount of claim paid has come down in FY 2024-25. However, there are several active claims including litigated claims that will continue to incur costs in the future.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
215
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of safety inspections conducted 2 2 2 2
# of workers’ compensation claims processed 8 8 3 5
# of general liability claims processed 50 15 15 15
# of insurance policies handled 9 9 10 10
# of safety and risk management training
sessions offered 56 63 60 60
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
216
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 625,100 620,588 646,900 695,100 744,300 766,600 BENEFITS 327,100 287,983 332,900 312,200 357,400 377,400 PERSONNEL TOTAL ----> 952,200 908,571 979,800 1,007,300 1,101,700 1,144,000
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 12,200 9,645 12,600 11,600 13,000 13,400 PROFESSIONAL SERVICES 21,000 38,231 21,600 21,600 22,200 22,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 15,600 6,800 16,100 16,100 16,600 17,100
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 1,000 21 1,000 1,000 1,000 1,000
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 49,800 54,697 51,300 50,300 52,800 54,400 CAPITAL OUTLAY 7,600 1,750 7,900 4,300 8,200 8,500
CAPITAL OUTLAY TOTAL ----> 7,600 1,750 7,900 4,300 8,200 8,500 EXPENDITURES TOTAL ----> 1,009,600 965,019 1,039,000 1,061,900 1,162,700 1,206,900
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 9,800 9,800 10,100 10,100 15,400 16,200 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 32,000 32,000 33,000 33,000 38,700 39,900 TRANSFER OUT TOTAL ----> 41,800 41,800 43,100 43,100 54,100 56,100 EXPENDITURES & TRANSFERS TOTAL ----> 1,051,400 1,006,819 1,082,100 1,105,000 1,216,800 1,263,000 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 106,200 106,200 109,400 109,400 133,300 137,300 ALLOCATIONS IN FROM NPDES 1,400 1,400 1,400 1,400 1,800 1,900 ALLOCATIONS IN FROM GAS TAX 10,900 10,900 11,200 11,200 11,500 11,800 ALLOCATIONS IN FROM WORK COMP 65,700 65,700 67,700 67,700 69,700 71,800 ALLOCATIONS IN FROM RISK MGT 76,800 76,800 79,100 79,100 81,500 83,900 TRANSFER AND ALLOCATIONS IN TOTAL ----> 261,000 261,000 268,800 268,800 297,800 306,700 REVENUE & TRANSFERS TOTAL ----> 261,000 261,000 268,800 268,800 297,800 306,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 790,400 745,819 813,300 836,200 919,000 956,300 ADMINISTRATIVE SERVICES LEADERSHIP AND MANAGEMENT (01210000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 217
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 1,300 734 1,300 1,300 1,300 1,300 PROFESSIONAL SERVICES 76,300 - 78,600 78,600 81,000 83,400
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 14,000 3,486 14,400 14,400 14,800 15,200
COMMUNITY RELATIONS - - - - - -
INSURANCE 1,397,000 1,655,888 1,992,900 1,934,000 2,135,100 2,353,800
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 1,488,600 1,660,108 2,087,200 2,028,300 2,232,200 2,453,700
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 1,488,600 1,660,108 2,087,200 2,028,300 2,232,200 2,453,700
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 147,800 147,800 152,200 152,200 156,700 161,300 TRANSFER OUT TOTAL ----> 147,800 147,800 152,200 152,200 156,700 161,300 EXPENDITURES & TRANSFERS TOTAL ----> 1,636,400 1,807,908 2,239,400 2,180,500 2,388,900 2,615,000 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 11,970 - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 26,300 113,266 27,500 51,200 49,100 50,600
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 26,300 125,236 27,500 51,200 49,100 50,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM GENERAL FUND 269,000 269,000 277,200 277,200 335,600 345,600 ALLOCATIONS IN FROM SEWER 822,200 822,200 846,900 846,900 1,307,200 1,346,400 ALLOCATIONS IN FROM NPDES 113,900 113,900 117,300 117,300 196,300 202,200 ALLOCATIONS IN FROM GAS TAX 531,100 531,100 547,000 547,000 824,000 848,700 TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,736,200 1,736,200 1,788,400 1,788,400 2,663,100 2,742,900 REVENUE & TRANSFERS TOTAL ----> 1,762,500 1,861,436 1,815,900 1,839,600 2,712,200 2,793,500 GENERAL LIABILITY NET EXPENSE (REVENUE) ----> (126,100) (53,528) 423,500 340,900 (323,300) (178,500) GENERAL LIABILITY / RISK MANAGEMENT FUND (33331000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 218
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 4,100 4,352 4,200 4,200 4,300 4,400 PROFESSIONAL SERVICES 11,400 10,884 11,700 11,700 12,000 12,300
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 20,800 21,798 21,400 21,400 22,000 22,700
COMMUNITY RELATIONS - - - - - -
INSURANCE 238,000 231,409 317,500 237,409 575,000 613,800 VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 274,400 268,444 354,900 274,809 613,400 653,300 CAPITAL OUTLAY 1,000 - 1,000 1,000 1,000 1,000
CAPITAL OUTLAY TOTAL ----> 1,000 - 1,000 1,000 1,000 1,000 EXPENDITURES TOTAL ----> 275,400 268,444 355,900 275,809 614,400 654,300
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 106,500 106,500 109,700 109,700 113,000 116,400 TRANSFER OUT TOTAL ----> 106,500 106,500 109,700 109,700 113,000 116,400 EXPENDITURES & TRANSFERS TOTAL ----> 381,900 374,944 465,600 385,509 727,400 770,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 5,700 20,921 5,000 13,900 9,700 10,000
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 5,700 20,921 5,000 13,900 9,700 10,000
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM GENERAL FUND 268,600 268,600 276,500 276,500 511,400 540,000 ALLOCATIONS IN FROM SEWER 113,500 113,500 116,900 116,900 102,900 108,800
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 382,100 382,100 393,400 393,400 614,300 648,800 REVENUE & TRANSFERS TOTAL ----> 387,800 403,021 398,400 407,300 624,000 658,800 WORKERS COMP FUND NET EXPENSE (REVENUE) ----> (5,900) (28,077) 67,200 (21,791) 103,400 111,900 WORKERS COMPENSATION FUND (32321000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 219
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 6,700 6,720 6,700 6,700 6,700 6,700
BENEFITS 25,200 14,771 26,400 16,100 26,400 27,600
PERSONNEL TOTAL ----> 31,900 21,491 33,100 22,800 33,100 34,300
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 1,500 - 1,500 1,500 1,500 1,500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 1,500 - 1,500 1,500 1,500 1,500
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 33,400 21,491 34,600 24,300 34,600 35,800
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 500 500 500 500 800 800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 100 100 100 100 100 100 TRANSFER OUT TOTAL ----> 600 600 600 600 900 900
EXPENDITURES & TRANSFERS TOTAL ----> 34,000 22,091 35,200 24,900 35,500 36,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 12,700 12,700 13,100 13,100 16,000 16,500 ALLOCATIONS IN FROM NPDES 200 200 200 200 300 300
ALLOCATIONS IN FROM GAS TAX 1,200 1,200 1,200 1,200 1,200 1,200 ALLOCATIONS IN FROM WORK COMP 100 100 100 100 100 100
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 14,200 14,200 14,600 14,600 17,600 18,100 REVENUE & TRANSFERS TOTAL ----> 14,200 14,200 14,600 14,600 17,600 18,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 19,800 7,891 20,600 10,300 17,900 18,600 CITY TREASURER (01141000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 220
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS 3,000,000 3,000,000 4,000,000 4,000,000 - -
PERSONNEL TOTAL ----> 3,000,000 3,000,000 4,000,000 4,000,000 - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 3,700 204,218 3,800 3,800 3,900 4,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS 151,000 151,000 - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE 446,000 431,598 350,000 470,900 529,100 533,200 OPERATING EXPENSE TOTAL ----> 600,700 786,817 353,800 474,700 533,000 537,200 CAPITAL OUTLAY 77,500 13,068 79,800 25,000 82,200 84,700 CAPITAL OUTLAY TOTAL ----> 77,500 13,068 79,800 25,000 82,200 84,700 EXPENDITURES TOTAL ----> 3,678,200 3,799,885 4,433,600 4,499,700 615,200 621,900 TRANSFERS OUT 8,234,000 8,234,000 5,234,000 5,234,000 13,387,000 7,296,000
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 8,234,000 8,234,000 5,234,000 5,234,000 13,387,000 7,296,000 EXPENDITURES & TRANSFERS TOTAL ----> 11,912,200 12,033,885 9,667,600 9,733,700 14,002,200 7,917,900 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES 5,200 13,674 5,400 32,000 5,600 5,800
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 2,988,333 - 147,000 5,000 5,200
OTHER TAX 2,101,100 2,326,044 2,121,400 2,274,000 2,276,400 2,344,700 PROPERTY TAX 17,980,000 18,553,488 19,464,800 19,570,400 20,970,400 22,151,800 SALES TAX 13,063,900 12,491,208 13,330,670 11,662,600 12,519,200 12,925,800 TRANSIENT OCCUPANCY TAX 4,200,000 3,422,950 4,468,000 4,000,000 4,350,000 4,619,500 USE OF MONEY & PROPERTY 1,764,100 2,474,441 1,790,700 2,707,600 2,844,100 2,812,900 PAMF PROJECT 868,500 868,462 890,170 890,170 912,400 935,200 VEHICLE IN LIEU 3,911,000 3,659,037 3,407,000 4,536,900 3,611,400 3,828,100 REVENUE TOTAL ----> 43,893,800 46,797,636 45,478,140 45,820,670 47,494,500 49,629,000 GENERAL TRANSFERS IN 712,400 712,400 855,800 855,800 770,500 801,300
TRANSFER IN ECONOMIC UNCERTAINTY - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 712,400 712,400 855,800 855,800 770,500 801,300 REVENUE & TRANSFERS TOTAL ----> 44,606,200 47,510,036 46,333,940 46,676,470 48,265,000 50,430,300 GENERAL FUND NET EXPENSE (REVENUE) ----> (32,694,000) (35,476,151) (36,666,340) (36,942,770) (34,262,800) (42,512,400) GENERAL FUND (NON-DEPARTMENTAL) (01000000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 221
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY 1,554,757 1,499,248 289,300 289,300 81,370 280,527 CAPITAL OUTLAY TOTAL ----> 1,554,757 1,499,248 289,300 289,300 81,370 280,527 EXPENDITURES TOTAL ----> 1,554,757 1,499,248 289,300 289,300 81,370 280,527
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 1,554,757 1,499,248 289,300 289,300 81,370 280,527 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN 260,000 260,000 260,000 260,000 242,000 250,000
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 260,000 260,000 260,000 260,000 242,000 250,000 REVENUE & TRANSFERS TOTAL ----> 260,000 260,000 260,000 260,000 242,000 250,000 EQUIPMENT FUND NET EXPENSE (REVENUE) ----> 1,294,757 1,239,248 29,300 29,300 (160,630) 30,527 EQUIPMENT REPLACEMENT FUND (10998000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 222
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS 1,123,600 1,123,600 1,132,500 1,132,500 1,138,300 1,158,100 PERSONNEL TOTAL ----> 1,123,600 1,123,600 1,132,500 1,132,500 1,138,300 1,158,100
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 1,123,600 1,123,600 1,132,500 1,132,500 1,138,300 1,158,100
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 1,123,600 1,123,600 1,132,500 1,132,500 1,138,300 1,158,100 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 1,110,500 1,085,800 1,180,500 1,180,500 1,133,700 1,166,500
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 4,200 10,824 6,200 29,700 5,800 6,000
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 1,114,700 1,096,624 1,186,700 1,210,200 1,139,500 1,172,500
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM GENERAL FUND - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 1,114,700 1,096,624 1,186,700 1,210,200 1,139,500 1,172,500
POST-EMPLOYMENT BENEFITS NET EXPENSE
(REVENUE) ----> 8,900 26,976 (54,200) (77,700) (1,200) (14,400) POST-EMPLOYMENT BENEFITS FUND (35310000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 223
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 224
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Financial Services
Program Goals The goal of the Finance Services program is to provide timely and accurate financial services that effectively protect and optimize the use of City resources for the good of the community.
Organization 6 FTEs: Financial Services Manager, 2 Senior Accountants, 1 Accountant, 2 Accounting Technicians
Major Services • Financial planning/budgeting
• Accounting for all City financial transactions
• Reporting and analysis
• Audit management
• Disbursements
• Payroll
• Business registration
• Cashiering services
• Revenue management
• Banking and investment management
• Custodian of City’s financial enterprise resource planning (ERP) system • Financial Services Provider for City/County Association of Governments (C/CAG) FY 2024-25
Accomplishments
• Completed a clean financial audit for FY 2023-24
• Completed bank account transition to ensure full collateralization of City checking funds
• Completed transition of Commute.org to new financial services provider • Implemented US Bank Calcard purchasing card pilot
• Assisted in Energov permitting and licensing software implementation and expansion of Tyler Payments for online payments
• Completed overhaul of solicitors permit process and updated City website FY 2025-27 Goals • Leverage Tyler financial system capabilities to improve invoice management, accounts payable, and capital asset accounting processes • Explore options for the requisition and accounts payable batch routing and review workflow in the general ledger system
• Explore options for a new fixed asset and capital tracking system • Complete clean financial audits and obtain GFOA Certificates of Achievement for Excellence in Financial Reporting
• Implement new GASB 101 – Compensated Absences
• Complete roll out of Calcard program to the rest of the City • Provide excellent financial services support to residents and internal departments • Continue to review documents (both electronic and paper) for destruction as permitted by the retention policy. Confirm all necessary documents from network folders into OnBase Document Management System.
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Financial Services
Objective 1
To provide efficient services to city residents and internal departments with respect to financial planning/budgeting, accounting for city financial transactions, reporting and analysis, management of the audit, disbursements, payroll, business registration and management of other revenue streams, cashiering, and managing financial systems.
Two of the key services of the Finance Division is financial planning and budgeting for the City through the production of a budget for the one-year or two-year cycles and the mid-cycle update. The budget provides the departments an opportunity to review their revenue and expenditure projections, capital projects, and performance measures. Receiving the Government Finance Officers’ Association (GFOA) Distinguished Budget Presentation award demonstrates that the City’s budget documents are of the highest quality, reflecting both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting. The City has been awarded this prestigious award for a number of years and strives to continue receiving the award.
Accurately accounting for all City financial transactions is also of the utmost importance to the Financial Services Division and is imperative to ensure robust financial reporting and audits. Obtaining the GFOA Certificate of Excellence in Financial Reporting confirms that the City is able to go beyond the minimum requirements of Generally Accepted Accounting Principles (GAAP) to prepare the Annual Comprehensive Financial Report (ACFR) with transparency and full disclosure. The benchmarks below are indications of the division’s ability to maintain budget and accounting accuracy and integrity, and ensure strong customer service to residents, other departments, businesses and vendors by meeting transactional demands.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Receive GFOA Distinguished Budget
Presentation Award Yes Yes Yes Yes
Description GFOA’s budget award program recognizes governments who produce budget documents of the very highest quality that meet strict criteria and excel as a policy document, financial plan, operations guide, and communication tool.
Purpose To ensure residents are provided with clear and comprehensive budget information for the city to keep them informed about how the city is run and uses its resources.
Status The City normally prepares a biennial budget and therefore is eligible for the award every two years. The City has been in receipt of the award for at least the last five budget cycles and will continue to apply for the award going forward.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Receive GFOA Certificate of Achievement
for Excellence in Financial Reporting Yes Yes Yes Yes
Description GFOA’s financial reporting award program recognizes governments who go beyond the minimum requirements of preparing annual comprehensive financial reports (ACFR) by preparing the reports with a spirit of full transparency and disclosure.
Purpose The goal is not to assess the financial health of the government, but to ensure that users of financial statements have the information they need to do so themselves.
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Status The City undergoes a financial audit and prepares financial statements and accompanying notes and schedules, aggregated into an ACFR every year. The City applies for the program every year and has been in receipt of the award every year for at least the last twelve years.
Key Performance Measure FY2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
General Fund Reserve Balances ($ in
millions)
$54.02 $49.37 $37.06 $30.14
General Fund Reserve Balances (% of
operating expenses before transfers) 99.4% 82.4% 55.4% 43.2% Description The City holds different General Fund reserves for a variety of reasons including Economic Uncertainty, Strategic Property Acquisition, Unfunded Liabilities and Facility/Infrastructure funding.
Purpose It is useful to measure these reserves as it acts as an indicator of the financial health of the City as well as how funds are being used and allocated from one year to another
Status The GFOA has issued a best practice for the appropriate level of reserves that should be maintained in the General Fund. The level is recommended to be no less than two months of regular General Fund operating revenues or expenditures, which equates to approximately 17%. The City is currently maintaining reserves significantly higher than this
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of journal entries processed 304 305 315 325
# of vendor payments processed 4,682 4,720 4,750 4,800
# of invoices/bills sent out 1,188 1,020 1,050 1,080
AA+ or higher bond rating Yes Yes Yes Yes
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Financial Services
Objective 2
Provide quality financial services to the City/County Association of Governments (C/CAG) in FY 2025-27.
The Finance Division prides itself on providing excellent customer service to the agencies that we serve. The following benchmarks show that we provide timely and accurate transactional support to C/CAG. We also serve as custodians for their investments and strive to meet the primary objectives of safety of principal and liquidity.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Finance Committee meetings
supported/attended 4 4 4 4
Description C/CAG’s Finance Committee was established to provide oversight of the C/CAG investment portfolio and to advise on other financial related matters for the agency and meets at least quarterly.
Purpose Since the City of San Carlos Finance team acts as the fiscal agent for C/CAG, which involves producing quarterly investment reports and managing the agency’s various audits, it is essential to attend the Finance Committee meetings to support their decision-making.
Status The City of San Carlos has a long history as the fiscal agent for C/CAG and has built strong working relationships and high level of service over the years. City Finance staff currently attend all quarterly Finance Committee meetings.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of journal entries processed 41 40 41 42
# of vendor payments processed 617 620 625 630
# of invoices/bills sent out 163 165 167 169
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 228
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Financial Services
Objective 2
Provide quality financial services to the City/County Association of Governments (C/CAG) in FY 2025-27.
The Finance Division prides itself on providing excellent customer service to the agencies that we serve. The following benchmarks show that we provide timely and accurate transactional support to C/CAG. We also serve as custodians for their investments and strive to meet the primary objectives of safety of principal and liquidity.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Finance Committee meetings
supported/attended 4 4 4 4
Description C/CAG’s Finance Committee was established to provide oversight of the C/CAG investment portfolio and to advise on other financial related matters for the agency and meets at least quarterly.
Purpose Since the City of San Carlos Finance team acts as the fiscal agent for C/CAG, which involves producing quarterly investment reports and managing the agency’s various audits, it is essential to attend the Finance Committee meetings to support their decision-making.
Status The City of San Carlos has a long history as the fiscal agent for C/CAG and has built strong working relationships and high level of service over the years. City Finance staff currently attend all quarterly Finance Committee meetings.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of journal entries processed 41 40 41 42
# of vendor payments processed 617 620 625 630
# of invoices/bills sent out 163 165 167 169
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 229
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 787,600 694,084 815,800 763,700 875,150 901,450 BENEFITS 448,100 317,565 455,400 361,000 466,300 491,900 PERSONNEL TOTAL ----> 1,235,700 1,011,649 1,271,200 1,124,700 1,341,450 1,393,350
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 214,700 186,139 225,100 225,100 110,500 113,900 PROFESSIONAL SERVICES 640,600 532,987 659,800 575,000 579,600 597,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 10,000 5,948 10,300 10,300 10,600 10,900
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 200 83 200 200 200 200
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 865,500 725,156 895,400 810,600 700,900 722,000 CAPITAL OUTLAY 1,200 1,130 1,200 1,200 1,200 1,200
CAPITAL OUTLAY TOTAL ----> 1,200 1,130 1,200 1,200 1,200 1,200 EXPENDITURES TOTAL ----> 2,102,400 1,737,935 2,167,800 1,936,500 2,043,550 2,116,550
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 14,400 14,400 14,800 14,800 22,800 24,100 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 4,200 4,200 4,300 4,300 4,000 4,100 TRANSFER OUT TOTAL ----> 18,600 18,600 19,100 19,100 26,800 28,200 EXPENDITURES & TRANSFERS TOTAL ----> 2,121,000 1,756,535 2,186,900 1,955,600 2,070,350 2,144,750 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION 1,265,900 1,342,096 1,316,600 1,370,800 1,368,700 1,422,800 CHARGES FOR CURRENT SERVICES - 2,451 - 400 - -
FINES & FORFEITURES 100 250 100 100 100 100
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 309,400 292,906 225,900 195,100 111,300 114,600
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 939,200 5,535,406 1,010,500 593,300 1,673,800 1,724,100
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 2,514,600 7,173,110 2,553,100 2,159,700 3,153,900 3,261,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 473,300 473,300 487,500 487,500 593,700 611,500 ALLOCATIONS IN FROM NPDES 7,400 7,400 7,600 7,600 9,900 10,200 ALLOCATIONS IN FROM GAS TAX 4,600 4,600 4,700 4,700 4,800 4,900 ALLOCATIONS IN FROM WORK COMP 17,500 17,500 18,000 18,000 18,500 19,100 ALLOCATIONS IN FROM RISK MGT 25,500 25,500 26,300 26,300 27,100 27,900 TRANSFER AND ALLOCATIONS IN TOTAL ----> 528,300 528,300 544,100 544,100 654,000 673,600 REVENUE & TRANSFERS TOTAL ----> 3,042,900 7,701,410 3,097,200 2,703,800 3,807,900 3,935,200 GENERAL FUND NET EXPENSE (REVENUE) ----> (921,900) (5,944,875) (910,300) (748,200) (1,737,550) (1,790,450)
BUDGET SUMMARY
FINANCIAL SERVICES (01211000)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 230
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Human Resources
Program Goals The goal of the Human Resources program is to provide a quality workforce for the City following best practices and policies consistent with mandatory federal, state, and local regulations.
Organization 2 FTEs: Human Resources Manager, Human Resources Analyst Major Services • Labor Relations
• Recruitment
• Training
• Benefit Administration
• Employee Relations
FY 2024-25
Accomplishments
• 100% of the workforce attended bi-annual anti-harassment training in compliance with AB2053
• Successful recruitments: Hired 10 full-time employees and 8 part-time employees • Reduced turnover rate from the prior fiscal year
• Conducted an employee survey to provide input on what City-branded merchandise employees would like
• Conducted a benefit analysis to review cost effective options. • Worked with employee benefits broker to find replacement coverage for long term disability (LTD), life and accidental death & dismemberment (AD&D) insurance coverage
FY 2025-27 Goals • Negotiate successor agreements with American Federation of State, County and Municipal Employees, Local 829 (AFSCME), Teamsters, Local 856 and update the City’s Management and Confidential group’s Salary and Benefit Resolution • Continue to enhance recruitment strategies to maximize capacity and reduce the number of vacancies
• Expand communication and educational tools to improve delivery of Human Resource services
• Enhance and modernize the employee evaluation process CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 231
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Human Resources
Objective
Labor relations, recruitment, training, benefit administration, and employee relations.
The effective planning of labor helps keep resources and overhead to a minimum while eliminating waste. Working with individual hiring managers, Human Resources tries to hire the right person for the job the first time to reduce costs and avoid new expenses incurred through the recruitment, rehiring, and retraining process. We measure the number of recruitments we process and the amount of applications we receive to confirm that our recruitments are targeting the right candidate pool.
Training and development are key components of hiring and retaining good employees. Human Resources offers a variety of different training opportunities for our employees. When employees are well equipped and continue learning, their levels of productivity and morale are increased.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total Turnover Rate 18.2% 7.3% 15% 10%
• Involuntary Turnover 4.3% 0% 0% 0%
• Voluntary Turnover 8.6% 5.2% 5.3% 5.3%
• Retirement Turnover 5.3% 2.1% 6.8% 2.2%
Description This measures the percentage of employees who leave the City during each fiscal year. It includes both voluntary resignations, retirements and involuntary separations.
Purpose A high turnover rate, or a rate above 20%, can indicate issues like poor job satisfaction, low morale, inadequate compensation, or lack of opportunities for upward career growth. A high turnover rate can be costly due to the loss of institutional knowledge and experience employees take when they leave, the disruption to workflows and productivity and time and expense to recruit and train new employees.
Status The voluntary turnover rate is expected to continue to decline due to changes in labor agreements and total compensation strategies. The involuntary turnover rate is expected to continue to decline due to changes in recruitment and hiring strategies.
The retirement turnover rate is expected to vary annually without the ability to make adjustments. However, understating our potential retirement turnover rate will help us plan effectively for succession.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average time to fill a vacancy (in days) 101 76 60 55
Description This measure will provide the average number of days to fill a position from the start of recruitment until hire.
Purpose Tracking time to fill vacancies allows the City to identify bottlenecks in our hiring process and improve efficiency. A faster hiring process ensures the top talent is secured, reducing the risk of losing skilled candidates to other organizations.
Status The days to fill a position are projected to decrease in FY 2024-25 and beyond partially due to establishment of a timeline and commitment from hiring managers prior to posting a recruitment. Hiring managers understand the risk of a prolonged recruitment and the impact a vacancy can have on the workforce.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 232
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of citywide recruitments opened 24 23 25 27
# of applications processed 655 627 675 730
# of new hires onboarded 47 31 38 40
• Full-time employees 20 11 13 10
• Part-time employees 27 20 25 30
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 233
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 314,950 328,850 324,350 348,200 373,150 384,350 BENEFITS 202,000 181,407 205,500 181,500 194,600 205,200 PERSONNEL TOTAL ----> 516,950 510,257 529,850 529,700 567,750 589,550
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 16,900 3,790 17,400 17,400 17,900 18,400 PROFESSIONAL SERVICES 163,700 181,815 168,600 168,600 173,700 178,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 22,400 6,768 23,000 23,000 23,700 24,400 COMMUNITY RELATIONS 11,400 5,823 11,700 11,700 12,100 12,500
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE 4,500 - 4,600 4,600 4,700 4,800
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 219,000 198,196 225,400 225,400 232,200 239,100 CAPITAL OUTLAY 500 - 500 500 500 500
CAPITAL OUTLAY TOTAL ----> 500 - 500 500 500 500
EXPENDITURES TOTAL ----> 736,450 708,453 755,750 755,600 800,450 829,150
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,800 4,800 4,900 4,900 7,600 8,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,400 1,400 1,400 1,400 1,300 1,300 TRANSFER OUT TOTAL ----> 6,200 6,200 6,300 6,300 8,900 9,300 EXPENDITURES & TRANSFERS TOTAL ----> 742,650 714,653 762,050 761,900 809,350 838,450 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 100 16 - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 100 16 - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 177,200 177,200 182,500 182,500 222,300 229,000
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 177,200 177,200 182,500 182,500 222,300 229,000 REVENUE & TRANSFERS TOTAL ----> 177,300 177,216 182,500 182,500 222,300 229,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 565,350 537,437 579,550 579,400 587,050 609,450 HUMAN RESOURCES (01212000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 234
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ADMINISTRATIVE SERVICES DEPARTMENT
Program Name Information Technology
Program Goals The goal of the Information Technology (IT) program is to provide high-quality, accessible technology infrastructure and automated systems support to all users for receipt of timely information and to conduct City business efficiently without interruption. The goal of communications is to provide highly reliable telephone and mobile device services for City employees and highly reliable City television channel services for viewers.
Organization 4 FTEs: IT Manager, Senior Systems Analyst, and 2 Systems Analysts Major Services • IT support services for all City departments • Network infrastructure and cybersecurity management
• Phone system support
• Software integration
• Mobile device support
• Hardware support
• Technology replacement
• Data management
• Stream TV channel
• Support Council and Commission meetings
• Online services and resources
FY 2024-25
Accomplishments
• Upgraded to Windows 11
• Upgraded firewall
• Migrated GIS to cloud service
• Migrated Onbase to cloud service
• Expanded the IT office to accommodate four cubicles and a storage room • Coordinated with Public Works Corp Yard to modernize the EOC • Re-cabled the Corp Yard building to include new offices • Migrated mobile management system to Intune
• Upgraded internet speed
• Finalized Intune management for City devices
• Upgraded backup software to work with cloud services
• Replaced Mitel with Ringcentral
• Installed battery backups in all remote sites
• Hired 2nd Systems Analyst
FY 2025-27 Goals • Update / create IT Policies
• Continue to reduce cyber security vulnerabilities
• Create/ finalize Incident Response Plan
• Coordinate networking for 2nd floor library and 2nd floor City Hall • Support the Community Development Department’s transition out of the Tyler EPL Permitting System
• Implement multi factor authentication (MFA) to all staff • Manage the implementation of the migration of files from the hosted file server to Sharepoint
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 235
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Information
Technology
Objective
Project planning, network infrastructure, end user and desktop support, application integration and support, server support, data management, security, TV channel, City Council and Planning Commission meeting broadcasts, mobile devices, telephony services, technology replacement, and website integration and support.
The Information Technology (IT) Division has identified uptime, response time, upgrades, and implementation as key measures because IT needs to maintain an infrastructure that is always available so staff can serve the public daily. We monitor supported devices so we can create accurate technology replacement plans to replace outdated equipment and implement new technologies.
Identifying intrusions is critical in protecting data and uptime of IT infrastructure. We monitor intrusions and uptime to ensure we have the proper tools in place to keep our servers secure.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of uptime and availability 99.999% 99.999% 99.999% 99.999% Description The percentage of time that the IT infrastructure (network, servers, applications, website, etc.) is fully operational and available to staff and the public.
Purpose Ensuring maximum uptime is critical for the effective functioning of all IT services, from daily operations to public-facing services like broadcasts and website access.
Status The percent of time that IT infrastructure is up and available has continued to be at
99.999% or higher.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average incident resolution time (in
business hours)
- Critical incidents 6 4 4 4
- High incidents 0 8 8 8
- Medium incidents 7 16 16 16
- Low incidents 41 40 40 40
Description The measure shows average time it takes to resolve IT incidents (such as network issues, security breaches, or device malfunctions).
Purpose A quick resolution time ensures minimal disruption to services, allowing staff to continue serving the public without delays. This measure includes both general IT support and critical issues like intrusions and system outages.
Status Response time is within the Service Level Agreement (SLA), and staff expects to continue to resolve incidents efficiently.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 236
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of users completed the cybersecurity
training 234 242 240 240
Description The security awareness training program is designed to educate employees on recognizing and mitigating cybersecurity threats, including phishing, social engineering, and malware attacks. This proactive approach helps safeguard the organization’s data and systems from potential breaches.
Purpose Cyber threats are constantly evolving, and human error remains one of the biggest vulnerabilities in any organization. Regular training ensures that employees can identify and respond appropriately to security risks, reducing the likelihood of successful attacks.
Status The 2024 cybersecurity awareness training has a 97% completion rate among staff. While our goal is 100%, this number accounts for former employees who left before completing the training and new hires who are still in progress.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of devices supported 1,805 1,850 1,900 1,925
# of tickets created 2,670 2,700 2,700 2,700
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 237
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 617,000 552,695 636,900 658,400 694,200 715,200 BENEFITS 323,200 252,315 327,800 285,900 344,400 364,100 PERSONNEL TOTAL ----> 940,200 805,010 964,700 944,300 1,038,600 1,079,300 UTILITIES 109,600 126,264 112,900 112,900 121,300 124,900 OFFICE ADMINISTRATIVE 5,700 5,019 5,900 5,900 6,100 6,300 PROFESSIONAL SERVICES 233,200 224,322 240,200 240,200 212,400 218,800
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 35,000 29,074 36,000 36,000 37,200 38,400
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 300 - 300 300 300 300
EQUIPMENT MAINTENANCE 381,300 272,213 392,700 392,700 614,500 632,900
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 765,100 656,891 788,000 788,000 991,800 1,021,600 CAPITAL OUTLAY 12,500 5,955 12,900 1,000 13,300 13,700
CAPITAL OUTLAY TOTAL ----> 12,500 5,955 12,900 1,000 13,300 13,700 EXPENDITURES TOTAL ----> 1,717,800 1,467,855 1,765,600 1,733,300 2,043,700 2,114,600
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 9,600 9,600 9,900 9,900 15,200 16,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 3,100 3,100 3,200 3,200 2,900 3,000 TRANSFER OUT TOTAL ----> 12,700 12,700 13,100 13,100 18,100 19,000 EXPENDITURES & TRANSFERS TOTAL ----> 1,730,500 1,480,555 1,778,700 1,746,400 2,061,800 2,133,600 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 418,800 418,800 431,400 431,400 525,400 541,200 ALLOCATIONS IN FROM NPDES 6,200 6,200 6,400 6,400 8,400 8,700 ALLOCATIONS IN FROM GAS TAX 7,300 7,300 7,500 7,500 7,700 7,900 ALLOCATIONS IN FROM WORK COMP 11,600 11,600 11,900 11,900 12,300 12,700 ALLOCATIONS IN FROM RISK MGT 11,200 11,200 11,500 11,500 11,800 12,200 TRANSFER AND ALLOCATIONS IN TOTAL ----> 455,100 455,100 468,700 468,700 565,600 582,700 REVENUE & TRANSFERS TOTAL ----> 455,100 455,100 468,700 468,700 565,600 582,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,275,400 1,025,455 1,310,000 1,277,700 1,496,200 1,550,900 INFORMATION TECHNOLOGY (01213000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 238
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY 220,100 105,417 249,300 249,300 507,800 282,067 CAPITAL OUTLAY TOTAL ----> 220,100 105,417 249,300 249,300 507,800 282,067 EXPENDITURES TOTAL ----> 220,100 105,417 249,300 249,300 507,800 282,067
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 220,100 105,417 249,300 249,300 507,800 282,067 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN 200,000 200,000 200,000 200,000 118,000 121,000
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 200,000 200,000 200,000 200,000 118,000 121,000 REVENUE & TRANSFERS TOTAL ----> 200,000 200,000 200,000 200,000 118,000 121,000 TECHNOLOGY FUND NET EXPENSE (REVENUE) ----> 20,100 (94,583) 49,300 49,300 389,800 161,067 TECHNOLOGY REPLACEMENT FUND (10999000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 239
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 240
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Sr. Admin Clerk
(1)
Associate Planner
(1)
Planning Manager –
Advance Planning
(1)
Assistant Community
Development Director
(1)
Community Development Department
Organization Chart
Community
Development Director
(1)
Senior Planner
(1)
Economic
Development
Coordinator
(1)
Assistant Planner
(1)
Building Official
(1)
Principal Planner –
Current Planning
(1)
Associate Planner
(1)
Administrative
Assistant
(1)
Senior Admin Clerk
(1)
Contract Development
Services Technicians
Management Analyst
(1)
Senior Planner
(1)
Assistant Building
Official
(1)
Senior Management
Analyst
(2)
Economic Development
& Housing Manager
(1)
Building Inspector II
(2)
Building Inspector II
(1)
Building Inspector II
(1)
Permit Technician
(1)
Contract Code
Enforcement Officer
Contract Planning,
Economic Development
& Administrative
Support
Underfilled
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 241
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� �ARL0S�P0TLIGHT
Coniniunity 1Jeve{oynient 1Jeyartnient
---·-'"==========================::::::::::::=:::::::::===========================-··--- '�!6\5 / •
San Carlos Tops Redwood City
In Building Permits for 1946 -
-fi;1[00n1. me nwhlle. Jralla In the
b th�lty bu1ld,,0g aweep,9takca with
a total .a far thll year of $1,135 . Tbla ftp.re la Ices than half the total figure for San Carloa and la
only 11Jghtly Jess than half that for
Redwood City. Be1mont, however.
atlll holds the record so far thi1
ye r for a 1tn,:;I do.y'a building permit rtgure. The Belmont d partmcnt i ued permit• tot.a.ling $683, iOO on May 2.
r
n
City Tribune, 1946
Council To Discuss
'Off Street Parking'
"'0(( ... rt t J,. rk u J t • 1 •
C I lo 1'I nnlr. < 11
th
th 11
u tu•
evf'n1ng nt o _
hull. County A I Fly11 all
·ng t • l
a Ii t i lso on 111,
n
• ·nn app
RWC Tribune, 1952
f'O
I}'
ll
I(
'New Setback
Line Law
Takes Effect
Vlncrnt C. Murphy, San Carlo.
bu1ldln� lnspcc•or, today warnctl lconlrnct rs and constru ti n mrn thaL ves erda the new srlback
line Jaw :idop rd by lhc San r•
lo� City ouncil, became cffccll
lve,
Thr new ordmanrr, drof rd b:;
the s�n arlos Planning Commls.s1on. lnrreases , tback rcqulrcmmts In both the lnhabl ed and unhabltaled p rtlons or th•
rl y, I Side .se ba•ks requlrcmrn' In
lnh1b1lcd ttrrltory hav• been
oostcd from the former 3-f et
rcqulremen to 5 fee on lots 50
fcrl or morr In width. Smaller
lots can dcduc' 10 per crn from
the 5-foo rcquircmcn ,
Where there Is virtually no lnh:ibl atlon, lhe rcqu1rcmenL is now 4 feet. It wos pr vlously 3
I feel.
Setbark linr. In the rr nt or
corner-lo: rrsldrncrs 1., Ia fre+
boos mg by 5 fret hr former requirement Re:ir se back llnes are Increased to 10 feet.
Th sldt• rrqulrrmrnl on a corner lot. where th home facts the , rec, ls7': !cet.
Times-Gazette, 1952
Anoth r R zoning Prob( m
aces Planners Monday Night
Tht 4ue&t1on or I zon,n c-t t l c-omm1 -.Ion on<l <"ompliPd in ,y ht- ! lot .. U\ th L> von t.u t· I � . cl from council.
bu Ull to rt·-1drnt1al v. Ill 00 up upH;:,�·e;�:�ii� �:�ri��- �: �o��n'::; (01 public h rln befo1e the S n mstl .. 1t known throu�h It uttotnf')' Carlo Plannink Cornnu:-- 10n wh,·n that lt had ttan�r�ru�d Its plans for It n1t t nt!. t Monday night at thf'.e l"o unit ho11w1 to Knollur o•cJMk al the cit}" hull, Guut n llyf', catr .
. ,, .. h,ch wa f'agt•r for th,e,m."
chairnian. � uJ today. ft al o !"l.:uifiP<l that that h·ft no Tht:.·t• lot.s, wh1c-i llt P O\li nf'll h�� }!:� ":.���11 1 � 1
/�f"
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tlH• citv' �lt•clion la l Sp• Ill . Ju..., pt:rn otiginall,- th. pl )'Pel tor thP to t ht" f:tC'l thut the own�, hnJ Juph xeat took in ... ,.vetal lot fot lipµJl ,tt nt lhnt timt• for 1,•zoning to r
a
,
��::;;:�k
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nd howt•d consld<•rablc-
._..cnnd r uJenti 1 ·o tht-y could �et�bnck lint-. on East Ran Car-I s Pr t a nun1bt'r of t.luplexr. 011 th1
tot • Th 11•zonln. wa. dt!ni�d . b} :�·
:tnf'w
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l
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t ,·comn1 nd tion of the pl:innan at 1h1 mt'f'lin�. Bye inUI<." tP<l, Redwoo City Tr
0 1bune, 1945
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
242
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June 09, 2025 Packet Pg. 376
COMMUNITY DEVELOPMENT DEPARTMENT
Mission
The Community Development Department manages future development in the city to ensure a high quality of life, safety, and economic viability for the entire community. Through the coordination of current and longrange planning, economic development, housing programs, plan review processes, permit issuance, inspection services, and administration of the appropriate City ordinances, the Department preserves neighborhood character and enhances the community’s quality of life within the context of the City's General Plan. Services are provided through five programs: Development and Permitting Services; Key Development Project Facilitation; Code Enforcement and Advance Planning; Economic Development; and Housing Compliance and Assistance.
Organization
The Department is comprised of Current Planning, Advance Planning, Building, Economic Development, and Housing
Org Code
01181000, 01191000, 01191001, 0164000, 01640033, 29291000, 31313000 Dept #
1810, 1910, 1911, 2910, 3130, 6400
Description
Under the direction of the Community Development Director, the Community Development Department consists of 24 full-time regular employees, 4.2 FTEs equivalent of planning contractors, and 1 FTE Code Enforcement contractor across four divisions.
Program Management
Leadership and Management (3.8 FTEs) Community Development Director Development and Permitting, Key Development Project
Facilitation, Code Enforcement, Advance Planning, and
Code Enforcement (22.75 FTEs/contractors)
Community Development Director
Assistant Community Development Director
Planning Manager
Principal Planner
Building Official
Economic Development (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager
Housing Compliance and Assistance (1.325 FTE) Assistant Community Development Director Economic Development & Housing Manager
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
243
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 3,352,900 2,936,175 3,562,200 3,288,600 3,993,300 4,112,500 BENEFITS 1,819,400 1,369,719 1,880,450 1,559,550 2,015,300 2,127,800 PERSONNEL TOTAL ----> 5,172,300 4,305,895 5,442,650 4,848,150 6,008,600 6,240,300
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 150,900 153,031 155,500 152,400 160,200 165,100 PROFESSIONAL SERVICES 3,279,100 2,752,972 3,401,800 3,397,700 3,605,900 3,714,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 88,700 56,312 91,300 91,300 94,000 96,800 COMMUNITY RELATIONS 10,700 3,748 11,000 11,000 11,300 11,600
INSURANCE - - - - - -
VEHICLE USAGE 800 - 800 800 800 800
EQUIPMENT MAINTENANCE 4,000 2,242 4,100 4,100 4,200 4,300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 3,534,200 2,968,304 3,664,500 3,657,300 3,876,400 3,992,600 CAPITAL OUTLAY 2,400 - 2,500 2,500 2,600 2,700
CAPITAL PROJECTS - - - - - -
CAPITAL OUTLAY TOTAL ----> 2,400 - 2,500 2,500 2,600 2,700 EXPENDITURES TOTAL ----> 8,708,900 7,274,199 9,109,650 8,507,950 9,887,600 10,235,600
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 55,200 55,200 56,900 56,900 89,300 94,100 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 47,200 47,200 48,700 48,700 54,400 56,000 TRANSFER OUT TOTAL ----> 102,400 102,400 105,600 105,600 143,700 150,100 EXPENDITURES & TRANSFERS TOTAL ----> 8,811,300 7,376,599 9,215,250 8,613,550 10,031,300 10,385,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 2,346,300 3,278,677 2,107,700 3,335,000 3,308,000 3,407,300 FINES & FORFEITURES 2,100 1,200 2,200 2,200 2,300 2,400
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS 2,207,600 3,708,607 2,273,800 2,822,800 2,742,000 2,824,300 OTHER REVENUE 25,200 37,963 25,900 31,000 26,600 27,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 4,581,200 7,026,446 4,409,600 6,191,000 6,078,900 6,261,400
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
ALLOCATIONS IN FROM LMI TO GF 104,100 104,100 107,200 107,200 110,400 113,700 ALLOCATIONS IN FROM HOUSING 317,300 317,300 326,900 326,900 436,700 449,800 TRANSFER AND ALLOCATIONS IN TOTAL ----> 421,400 421,400 434,100 434,100 547,100 563,500 REVENUE & TRANSFERS TOTAL ----> 5,002,600 7,447,846 4,843,700 6,625,100 6,626,000 6,824,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 3,808,700 (71,247) 4,371,550 1,988,450 3,405,300 3,560,800
COMMUNITY DEVELOPMENT DEPARTMENT
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 244
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Leadership & Management
Organization 3.8 FTEs: Community Development Director, Assistant Community Development Director, Senior Management Analysts, Planning Manager, Principal Planner, Economic Development & Housing Manager, Economic Development Coordinator, Building Official, Administrative Assistant
Major Services • Manage development in the city
• Enhance and protect the quality of life
• Secure and enhance economic vitality and housing stock • Provide staff to numerous committees and the Planning and Transportation Commission
• Manage Divisions
– Current Planning
– Building & Code Enforcement
– Economic Development & Housing
– Advance Planning
FY 2024-25
Accomplishments
• Established the Development Coordination Committee (DCC) and successfully conducted seven meetings to facilitate efficient inter-departmental project reviews for key development projects
• Adopted two Ordinance amendments: one allowing childcare in certain existing facilities and another eliminating the undergrounding requirement for utilities in single-family homes
• Launched a community benefits webpage with an interactive map tracking a variety of benefits negotiated through development agreements that benefit the public such as plazas and walkways
• All division heads continued to serve on interview panels to meet staffing needs within the Community Development Department
• Received $300,000 in grant funding for long range planning projects FY 2025-27 Goals • Continue ongoing code update training for Building Division staff and code enforcement
• Continue to initiate Ordinance amendments to streamline housing and manage development in the city
• Continue ongoing accessory dwelling unit (ADU)/junior accessory dwelling unit (JADU) and new housing state law trainings for staff in Planning and Economic Development and Housing Divisions
• Continue to find and apply for grant funding for any applicable projects/initiatives • Launch New Cloud Permitting System: Streamlined reviews, effective internal collaboration, new reporting mechanisms
• Continuous analysis of internal processes and communication CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Program Goals The goal of the leadership and management team is to provide leadership, oversight, longevity planning, and support to develop and deliver innovative, highquality programs and services that meet the needs and interests of San Carlos residents and to provide professional recommendations and administrative support services to the City Council, the Planning and Transportation Commission (PTC), Economic Development Advisory Commission (EDAC), Zoning Administrator, Successor Agency, Citywide Safety Committee, Risk Management Committee, and other appointed advisory committees or subcommittees. Another component of this program is to comply with State Law AB 1X 26 regarding the dissolution of the former Redevelopment Agency and liquidation of assets in a manner that maximizes value for the local taxing entity.
Leadership &
Management
Objective 1
Manage internal administration, master plans, GIS, maps, emergency response, outreach, intergovernmental relations, grant applications, staff training, development and supervision, Municipal Code updates, regulatory compliance, City Council Strategic Plan initiatives, consultant contract administration, budgeting, file management, purchasing, and flood plain administration. Prepare reports and recommendations and provide presentations to the City Council, PTC Zoning Administrator, Successor Agency, EDAC, and other advisory or subcommittees. Prepare agendas and minutes and facilitate meetings. Evaluate and conduct orderly disposition of properties and assets in a manner to maximize value.
The Key Performance Measures below are selected because each of them requires direct oversight, involvement, and attendance by senior management staff. These measures show the broad span of meetings and tasks requiring indepth preparation and hands-on expertise on a wide range of complex topics throughout the budget cycle.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s effort to
promote economic development to stimulate
the local economy
N/A 88.1% N/A 85%
Description This satisfaction survey data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Community Development Department
staff who participate in continued learning 86% 90% 92% 95% Description This key performance measure tracks the percentage of staff who actively participated in continued learning, training certifications, leadership programs, etc.
Purpose Continued learning and participation in various programs ensures that staff is up to date with current requirements, laws, and best practices and is therefore able to provide excellent customer and share knowledge with a high level of confidence.
Status Community Development Department staff place a premium on continuous education and learning and participate as often as possible as workloads allow.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Participation and attendance at countywide
and regional meetings 72 72 72 72
Description This key performance measure indicates the various collaborative meetings staff participated in and/or were involved with that inform a wide variety of tasks that are performed. These include cross-collaboration with other entities/groups such as 21 Elements, MTC, SamTrans, Building Official Collaborations, SVEDA, SAMCEDA, and the Chamber of Commerce.
Purpose Due to the complex nature of the work, collaboration and assistance with colleagues and agencies is important to accomplishing local and regional goals.
Status Staff participate in several regional and/or countywide meetings a month.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Climate Mitigation
and Adaptation
Plan
Objective 2
Climate Mitigation and Adaptation Plan (CMAP) implementation.
The CMAP contains 45 climate mitigation and adaptation strategies.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% reduction in greenhouse gases community
wide since 1990
9.2% as of
2019
9.2% as of
2019
9.2% as of
2019
9.2% as
of 2019
% reduction in greenhouse gases by municipal
government since 2015
26% as of
2018
26% as of
2018
26% as of
2018
26% as of
2018
# of climate strategies addressed 32 32 34 35
% of climate strategies addressed 71% 71% 75% 77%
Description The CMAP is San Carlos’ strategic plan to reduce greenhouse gas emissions and to adapt to changing climate conditions.
Purpose The CMAP identifies 45 strategies that, if implemented, will allow the community to achieve its emissions reduction targets.
Status The City of San Carlos is implementing the CMAP strategies on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# PTC meetings facilitated 17 17 24 24
# of EDAC meetings facilitated 5 5 6 6
# of Zoning Administrator hearings
facilitated 1 2 2 2
# of City Council Subcommittee meetings
facilitated 17 22 15 15
# of civic engagement events organized and
attended by staff 27 15 15 15
# of new state laws addressed 6 6 6 6
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 248
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 704,250 716,197 829,550 757,100 1,018,250 1,048,750 BENEFITS 360,800 343,657 393,550 367,550 477,700 505,300 PERSONNEL TOTAL ----> 1,065,050 1,059,854 1,223,100 1,124,650 1,495,950 1,554,050
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 101,800 101,860 104,800 104,800 107,900 111,100 PROFESSIONAL SERVICES 36,500 23,079 37,600 37,600 38,700 39,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 14,400 8,881 14,800 14,800 15,200 15,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 200 - 200 200 200 200
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 152,900 133,820 157,400 157,400 162,000 166,800
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 1,217,950 1,193,674 1,380,500 1,282,050 1,657,950 1,720,850
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 9,600 9,600 9,900 9,900 15,200 16,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 33,200 33,200 34,200 34,200 40,500 41,700 TRANSFER OUT TOTAL ----> 42,800 42,800 44,100 44,100 55,700 57,700 EXPENDITURES & TRANSFERS TOTAL ----> 1,260,750 1,236,474 1,424,600 1,326,150 1,713,650 1,778,550 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> - - - - - -
GENERAL FUND NET EXPENSE (REVENUE) ----> 1,260,750 1,236,474 1,424,600 1,326,150 1,713,650 1,778,550 COMMUNITY DEVELOPMENT LEADERSHIP AND MANAGEMENT (01640000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 249
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 250
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Development and Permitting Services, Key Development Project Facilitation, Code Enforcement and Advance
Planning
Organization 22.75 FTEs: Community Development Director, Assistant Community Development Director, Planning Manager, Principal Planner, Senior Planner - Current, Senior Planner – Advance, Associate Planners, Assistant Planner, Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, Senior Administrative Clerks, Building Official, Assistant Building Official, Building Inspectors, Permit Technician, Management Analyst, and planning contractors, including a San Mateo County Code Enforcement Officer Major Services • Building
Pre-project technical assistance
Issue permits and collect fees
Conduct project inspections
Coordinate all agency final approvals
Apartment inspection program
Flood plain management
• Code Enforcement
Respond to complaints/resolve problems
Enforce zoning and municipal codes
Issue stop-work notices/construction without permits
• Current Planning
Project Review
Conduct development project reviews
Process complex development projects through entitlement, including public hearings with the PTC and City Council
Respond to planning inquiries (email, telephone, in-person) Review protected tree removal/pruning permit applications Review business license registration applications
Zoning & Land Use Regulation
Ensure compliance with zoning and land use regulation Oversee environmental compliance (“CEQA)
Ensure adherence to state laws
• Advance Planning
General Plan updates and implementation
Long range planning initiatives and implementation
Specific Plan development and implementation
Housing Element development, compliance, and implementation State law compliance
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
251
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FY 2024-25
Accomplishments
• Adopted the 2045 General Plan Reset (including Certification of Environmental Impact Report (EIR))
• Adopted the Downtown Streetscape Master Plan
• Adopted zoning Ordinance for multi-family and mixed-use objective design standards
• Adopted a new Northeast Area Overlay District as part of the Zoning Ordinance to require a conditional use permit for most projects until the Northeast Area Specific Plan is adopted
• Adopted the Pulgas Creek Watershed Management Plan (East Side Innovation District Vision Plan implementation item)
• Completed design/engineering schematic design for the 700 Block of Laurel Street + Harrington Park (Downtown Streetscape Master Plan implementation) • Issued 70 business license registration applications
• Issued 152 solar installation permits and 30 ADU/JADU permits FY 2025-27 Goals • Adopt the Downtown Specific Plan
• Adopt the Northeast Area Specific Plan
• Adopt amendments to the Transportation Demand Management Ordinance and amendments to on-street and off-street parking regulations (East Side Innovation District Vision Plan implementation)
• Break ground and complete construction on Phase1A Harrington Park Downtown Streetscape Master Plan Implementation
• Implement the multi-family and mixed-use objective design standards • Adopt a new comprehensive Streetscape Master Plan for the East Side (East Side Innovation District Vision Plan and Northeast Area Specific Plan implementation)
• Continue with timely plan review of project applications CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
252
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Program Goals The goal of the Development and Permitting Services, Key Development Project Facilitation, Code Enforcement, and Advance Planning program is to assist customers with the permitting process and procedures, and review applications for compliance with local regulations and policies, federal and state laws and codes to ensure a well-planned and safe community for the residents and businesses of San Carlos. In addition, this program ensures long-range plans and policies reflect the goals and vision of the City and satisfy and comply with state law. This includes development of and updates to the General Plan, specific plans, and Zoning Ordinance, as well as implementation. Key development project facilitation is also included within the program to ensure high profile projects are of quality design, meet City objectives, are appropriate, are feasible, and are of fiscal and economic benefit for the community.
Current Planning
Division -
Development and
Services and Key
Development
Project Facilitation
Objective 1
Provide customer service by responding to a wide range of inquiries generated by email, telephone, meeting requests, and at the service counter. Review development and protected tree removal applications, design drawings, issue planning permits and evaluate review process improvements on an ongoing basis.
Coordinate and oversee internal and external plan checks. Prepare reports, presentations, and provide recommendations for decision makers. Assist and facilitate key development projects in the city, including meeting with developers and providing direction. Provide project management services to facilitate the review and processing of large scale and/or complex development proposals through the City’s regulatory process; prepare reports and presentations; facilitate community informational meetings and community outreach; negotiate agreements and conditions of project approval; provide leadership; and ensure full involvement from department/divisions.
These Key Performance Measures reflect the range of projects planning division staff process. Each application below represents staff time and project management from time of application to completion/approval of the planning review phase to planning-final inspections. The types of applications provide insight into the level of development activity in the community. For example, high volume of business registrations and sign permits are positive indicators of business activity. Conversely, low volume of appeals and variances indicates that the process and regulations are effective in implementing the community’s standards. The volume of applications is also an indication of workload volume and directly correlates to staff resource needs.
Key development projects include the most complex and significant projects from a citywide perspective. The Key Performance Measures illustrate critical steps in development review and project management, including public hearings and community meetings. Each step requires the highest level of project management expertise, extensive technical analysis, and community outreach.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of telephone and email inquiries answered
within 3 business days 83% 92% 92% 92%
Description This performance measure ensures the timely and efficient delivery of zoning information to community members, developers and business owners. Providing accurate and prompt information reflects excellent customer service, helping customers plan their construction timelines and make informed decisions about leasing, buying or developing a property.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Purpose Adhering to timelines reduces costs for developers and property owners while directly contributing to City’s economic vitality. Providing timely and accurate information also fosters trust within the community, making San Carlos a desirable and attractive place to do business, work and live.
Status Staff continuously seek ways to improve processes and enhance customer service.
Efforts include developing response templates for frequently asked questions, creating an FAQ webpage for planning inquiries, maintaining an inquiry tracking sheet to ensure timely responses and follow-ups, and coordinating efficient staff coverage during absences to avoid response delays.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of planning applications approved within
three review cycles 94% 97% 97% 97%
Description This performance measure tracks the percentage of planning permits successfully reviewed and approved by all relevant City departments within the required timeframe, including all subsequent reviews. While the City complies with the state-mandated 30-day review period (Permit Streamlining Act), most projects require multiple review cycles to achieve compliance before approval. The review process involves coordination among various departments and divisions including, Public Works, Planning, Building, Fire, Housing, and Advance Planning. A planning permit cannot be issued, and discretionary planning permits cannot proceed to the Planning and Transportation Commission or City Council without full approval from all required departments.
Purpose To streamline the planning review process, reducing the need for multiple resubmittals. This benefits both applicants and City staff by minimizing review and processing time while promoting continuous process improvements. Efficient and optimized procedures help facilitate development.
Status Staff actively work to improve the internal review process to reduce the time spent on planning permit reviews and minimize the need for resubmittals. This includes creating a comprehensive submission checklist for applicants, streamlining fee payment procedures, providing online resources, and developing incomplete items letter templates for staff.
For key development projects, which are typically more complex, multiple rounds of revisions and resubmittals are common. In mid-2024, planning staff established a monthly Development Coordination Committee, allowing applicants to present their projects and receive early input and feedback. This committee is generally for commercial and multi-family residential development but can also be used for coordination on CIP projects. The Development Coordination Committee meeting is where all departments meet to hear from an applicant as they present their proposal. After the applicant is done, staff will ask any questions, then the applicant leaves. Staff remains to discuss the proposal, flag any “dealbreakers”, note items that need additional analysis, etc. The feedback is then given to the applicant as they move forward in their project. The Committee is held either prior to submittal, or at a very early stage so that broad-brush comments can be given as soon as possible within the development phase and provide early clarity for applicants.
Both developers and staff have found this process extremely helpful. This was initiated because staff identified a need for better internal coordination and the benefit of doing this as a part of the initial phase of development. This initiative has been highly successful and well attended, and staff plans to continue holding these meetings while refining processes as needed.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of planning permits approved 305 250 250 275
# of pre-applications processed 2 3 3 3
# of protected tree removal applications
approved 70 72 70 70
# of building plan checks approved 234 196 210 210
# of business license applications approved 129 130 135 135 # of Development Coordination Committee
(DCC) meetings facilitated 1 6 7 7
# of zoning ordinance amendment completed
in response to state law 3 3 3 3
Building Division
- Permits and
Inspections
Objective 2
The goal of the Building Division permitting, plan review, and inspection services is to assist customers with development projects.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of phone and email inquiries answered
within 24 hours 98% 98% 98% 98%
Description This key performance measure demonstrates that email and phone inquiries are responded to within 24 hours 98% of the time.
Purpose Rapid response time is a key measure which contributes greatly to customer service.
Status Building Division staff continue to prioritize quick response times to email and phone inquiries on a daily basis to assist with the building application inquiries, review, and inspection process.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of inspection requests scheduled next day 90% 90% 90% 90% Description This key performance measure indicates requests for building inspections that are able to be accommodated on the next business day.
Purpose Next-day inspections help keep development projects moving forward to achieve their completion date goals.
Status Accommodating next day inspection requests remains a priority of the Building Division to adhere to City of San Carlos customer service goals.
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Building Division plan checks completed
within the posted construction project review
timelines
99% 99% 99% 99%
Description This key performance measure tracks plan review turnaround time.
Purpose A prompt and efficient plan review turnaround accelerates the seamless issuance of project permits.
Status The Building Division continues to prioritize quick plan review turnaround time to help facilitate development project permit issuance.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of permits issued 1,475 1,400 1,400 1,400
# of public records requests completed 202 200 200 200
# of inspections performed 7,072 7,000 7,125 7,250
# of plan reviews completed 1,608 1,600 1,650 1,700
# of solar permits issued 152 150 165 165
# of ADU/JADU permits issued 30 35 40 45
# of apartment inspections performed 108 180 180 180
Building Division
- Code
Enforcement
Objective 3
Receive, monitor, and respond to Code Enforcement cases. Provide coordinated and improved Code Enforcement through shared services with San Mateo County Code Enforcement to efficiently resolve Municipal Code violations in San Carlos.
The Key Performance Measures for the City’s Code Enforcement program reflect the range and volume of cases handled by the Code Enforcement officer.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Code Enforcement complaints responded
to within 72 hours. 98% 98% 98% 98%
Description This key performance measure displays the commitment of Code Enforcement to making timely first contact with complainants and providing clear and legally-sound guidance regarding any and all property code violations, regardless of severity.
Purpose Responsiveness to code violations sends a clear message to property owners and residents of the department’s serious commitment to life safety.
Status Code enforcement continues to provide timely responses and guidance to property owners, business owners and residents to all code enforcement complaints and inquiries with one full-time Code Enforcement Officer at 1,580 hours per year.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of code enforcement cases closed in one
fiscal year 213 220 220 220
# of code enforcement cases opened 220 220 220 220
# of code enforcement cases requiring citation 51 50 50 50 # of formal site visits performed 109 110 110 110
Notices of violation issued 152 150 150 150
Advance Planning
Division – Long
Range Planning
Initiatives, State
Law Compliance,
and Plan
Implementation
Objective 4
Review, assess, and provide policy updates to ensure current policies are effective and respond to community and Council priorities and comply with state law.
Prepare updates to the General Plan, Specific Plans, and Zoning Ordinance as necessary. Coordinate and respond to long range planning initiatives as set forth in the City Council Strategic Plan, General Plan, and Specific Plans. Conduct studies, perform research, and investigate best practices. Attend meetings of regional or local agencies including City and County Association of Governments, Association of Bay Area Governments, Grand Boulevard Initiative, Metropolitan Transportation Commission, Airport Land Use Committee, Sam Trans, Commute.org, Bay Area Planning Directors Association, 21 Elements, and others to ensure regional planning efforts are coordinated. Monitor state and regional legislation and provide recommendations to the City Council for consideration.
The Advance Planning Division implements plans, projects, initiatives, and responds to compliance with state law as a regular course of business. This sometimes requires assistance from professional planning/technical consultants through requests for proposals (RFPs), special studies, interdepartmental collaboration, and robust civic engagement.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of 2045 General Plan action items implemented 89% 91% 93% 95% Description This key performance measure evaluates the percentage of General Plan action items that have been completed, are underway, or ongoing. There are over 300 action items contained in the City’s adopted 2045 General Plan (for the 2025-2045 planning period). This measure identifies the rate of General Plan implementation (Housing Element implementation is addressed as a separate performance measure). In 2025, the San Carlos’ 2030 General Plan was updated to account for development projections to the year 2045. Because this was not a comprehensive update, no new actions items were developed.
Purpose The 2045 General Plan is San Carlos’ blueprint for meeting the City Council and community’s long-term vision for the future. This is done through implementation. In addition, all California jurisdictions are required to provide the Governor’s Office of Land Use and Climate Innovation (formerly Office of Planning and Research) with an annual progress report showing progress on General Plan implementation.
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Status The 2030 General Plan was comprehensively updated in 2009; updated in January 2023 (Housing and Safety Elements), and in May 2025 the General Plan was updated again to set a new horizon year to 2045 with new buildout projections. At present, 52 programs have been completed, 20 are underway, and 203 are ongoing. It is rare to achieve 100% implementation over a 20-year period due to many factors including funding, feasibility, phasing or other limiting factors. The General Plan is an aspirational document that guides decision making.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Housing element action items implemented 85% 97% 98% 98% Description This key performance measure evaluates the percentage of Housing Element action items that have been completed, are underway, or ongoing. This measure will evaluate the rate of Housing Element implementation.
Purpose Effective implementation of all programs (i.e. action items) are required by the State Department of Housing and Community Development. Staff track the progress of the Housing Element annually pursuant to state law. Meeting San Carlos’ housing needs remains a high priority of the City Council and staff; this performance measure highlights overall progress in one easy metric. Failure to implement programs included in the Housing Element could result in revocation of compliance (i.e. certification) by the state.
Status The Housing Element was adopted on January 23, 2023. Since then, 20 programs have been completed, 24 are underway, and 103 are ongoing.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Projected
FY 2027
Projected
Progress towards regional housing needs
allocation, Housing Element 2023-2031- # of net
new units
31 32 284 30
Description This key performance measure identifies how many net new units per calendar year are counted towards meeting San Carlos’ Regional Housing Needs Allocation (RHNA). The 2023-2031 Housing Element Regional Housing Needs Allocation for San Carlos is 2,735 units to the year 2031. While it is not the role of the City of San Carlos to produce housing, it is the role of the City to ensure there are no constraints towards the production of housing. This measure tracks the number of net new residential units added to the City’s housing supply each calendar year. Each fiscal year will report on the prior calendar year. For example, for FY 2023-24 the number of new residential units is reported for the 2023 calendar year; for FY 2024-25, the number of new residential units will be reported for the 2024 calendar year and so on.
Purpose One primary function of Housing Element reporting to the State Department of Housing and Community Development is to track each local government’s progress towards meeting its annual Regional Housing Needs Allocation (RHNA) over the 8-year planning cycle (e.g. 2023-2031). The key benchmark for tracking RHNA progress is the number of issued building permits reported each calendar year.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Status For the City of San Carlos FY 2024-25 performance measures reporting period, in the calendar year 2024, San Carlos has added an additional 32 units to its housing inventory. For the 2023-2031 planning horizon, a total of 77 net new units are presented as additional housing opportunities for San Carlos’ existing and new residents.
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 2,318,850 1,922,994 2,392,550 2,234,200 2,600,450 2,678,050 BENEFITS 1,281,900 891,790 1,307,800 1,047,900 1,354,300 1,429,100 PERSONNEL TOTAL ----> 3,600,750 2,814,784 3,700,350 3,282,100 3,954,750 4,107,150
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 43,900 48,199 45,300 42,200 46,700 48,200 PROFESSIONAL SERVICES 2,881,900 2,647,092 2,824,100 2,820,000 3,011,000 3,101,200
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 37,800 20,789 38,900 38,900 40,000 41,200 COMMUNITY RELATIONS 10,700 3,748 11,000 11,000 11,300 11,600
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE 4,000 2,242 4,100 4,100 4,200 4,300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 2,978,400 2,722,069 2,923,500 2,916,300 3,113,300 3,206,600 CAPITAL OUTLAY 2,400 - 2,500 2,500 2,600 2,700
CAPITAL OUTLAY TOTAL ----> 2,400 - 2,500 2,500 2,600 2,700 EXPENDITURES TOTAL ----> 6,581,550 5,536,854 6,626,350 6,200,900 7,070,650 7,316,450
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 40,800 40,800 42,100 42,100 66,500 70,100 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 12,300 12,300 12,700 12,700 12,300 12,700 TRANSFER OUT TOTAL ----> 53,100 53,100 54,800 54,800 78,800 82,800 EXPENDITURES & TRANSFERS TOTAL ----> 6,634,650 5,589,954 6,681,150 6,255,700 7,149,450 7,399,250 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 2,346,300 3,278,677 2,107,700 3,335,000 3,308,000 3,407,300 FINES & FORFEITURES 2,100 1,200 2,200 2,200 2,300 2,400
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS 2,207,600 3,708,607 2,273,800 2,822,800 2,742,000 2,824,300 OTHER REVENUE 25,200 37,963 25,900 31,000 26,600 27,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 4,581,200 7,026,446 4,409,600 6,191,000 6,078,900 6,261,400
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
ALLOCATIONS IN FROM HOUSING 48,400 48,400 49,900 49,900 66,700 68,700 TRANSFER AND ALLOCATIONS IN TOTAL ----> 48,400 48,400 49,900 49,900 66,700 68,700 REVENUE & TRANSFERS TOTAL ----> 4,629,600 7,074,846 4,459,500 6,240,900 6,145,600 6,330,100 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,005,050 (1,484,893) 2,221,650 14,800 1,003,850 1,069,150
DEVELOPMENT AND PERMITTING SERVICES, KEY DEVELOPMENT PROJECT FACILITATION, CODE ENFORCEMENT AND LONG RANGE PLANNING (01181000 & 01191000 & 01191001)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 260
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Economic Development
Organization 1.2 FTEs: Community Development Director, Assistant Community Development Director, Economic Development & Housing Manager, Economic Development Coordinator, Administrative Assistant, and contractors
Major Services • Expand property and sales tax base to improve fiscal health • Retain, expand, and attract desirable businesses and jobs • Evaluate projects for fiscal and economic benefit
• Promote and market the city
• Support businesses seeking to expand
• Liaise with the Chamber of Commerce to support existing businesses • Administer and manage City land and building assets
• Pursue strategic property acquisitions
• Manage commercial leases
• Collect Commercial Impact and Childcare Development Impact Fees • Implement the goals and actions of the Economic Development Plan • Implement Shop Local programs
• Administer the Economic Development Advisory Committee FY 2024-25
Accomplishments
• Evaluated the extension of a cell antenna lease
• Monitored existing commercial leases to collect rents and excess payments • Evaluated two trash enclosure leases for commercial properties to utilize Cityowned property for trash services in the Downtown • Commenced the lease on a new digital billboard at 611 Industrial Road • Collected Childcare Impact Fees for commercial projects • Launched the Childcare Grant Program using funds from the Childcare Impact Fees and awarded $500,000 to 5 local providers to help increase access to quality childcare in San Carlos
• Adopted the Economic Development Plan effective 2025-2028 • Submitted offer letters to acquire property in the Downtown • Evaluated the community benefits program for the Northeast Area Specific Plan • Installed wayfinding signs throughout the City including the Industrial Arts District
• Partnered with Parks and Recreation to distribute materials for the centennial celebrations
FY 2025-27 Goals • Negotiate with developers of large commercial properties to procure the best possible community benefits
• Attract more revenue-producing businesses into the city, particularly on catalyst sites
• Implement the Economic Develop Plan 2025-2028 action items • Work with the Industrial Arts Business Association (IABA) to promote the district as a prime destination for artisan, craft, and creative businesses • Continue administering the Childcare Grant Program through the collection of Childcare Impact Fees
• Create/modify resources and learning opportunities for stakeholders and foster connection between providers and community
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Program Goals The goal of the Economic Development program is to foster a thriving local economy by increasing the City’s tax revenue base and supporting business growth, real estate development, and job creation. Through strategic partnerships, proactive business outreach, and targeted marketing, the program enhances the City’s economic vitality while ensuring San Carlos remains a premier place to live, work, play, and learn.
Economic
Development
Objective 1
Support Existing Businesses and Commercial Owners:
Strengthen the local business community by providing accurate and timely information, connecting businesses with resources, facilitating tenant-site matching, and engaging with local business groups. Support interdepartmental efforts that impact businesses and track key financial indicators to assess the health of the real estate market and business environment.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of businesses that applied to the Small
Business Spotlight Program 31 26 35 38
Description This key performance measure showcases the City's commitment to recognizing local businesses for their contributions to San Carlos' economic growth. Open to all small businesses through a competitive application, the EDAC selects ten finalists, who receive a featured article, professional photography, and City-promoted social media posts.
Purpose Tracking the number of applicants to the Small Business Spotlight Program helps measure demand for free promotional support, highlighting the need among small businesses for increased visibility and marketing assistance.
Status The Small Business Spotlight Program will continue annually in partnership with the Economic Development and Communications Divisions.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of meetings, calls, and emails with existing
businesses and/or commercial property
owners
85 90 100 100
# of Economic Development Newsletters sent 10 10 12 12
# of Businesses that participated in the Shop
Small Program 35 45 50 55
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Economic
Development
Objective 2
Attract New Businesses and Facilitate Investment:
Increase awareness of San Carlos as a prime business and development destination through strategic marketing, electronic resources, and promotional events. Engage with regional advocacy groups and industry networks to enhance business attraction efforts. Encourage new investment by assisting prospective businesses and developers with site selection, identifying key opportunity sites, supporting largescale City-partnered projects, and managing impact fees to drive sustainable growth.
Track business inquiries, employment trends, and investment activity to assess economic vitality.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% change in business license renewals 81% 83% 85% 87%
# of business license renewals 2,945 3,000 3,100 3,200
Description This key performance measure tracks how many business licenses were issued by the City to raise revenue for municipal purposes.
Purpose Tracking the change in the number of business license registrations helps assess economic growth, revenue trends, and the overall business climate in a city. It provides valuable insights into industry shifts, workforce impacts, and the effectiveness of local policies, guiding economic development strategies and budget planning.
Status Although there is a drop from FY 2023-24 to FY 2024-25 due to market conditions, the number of license registrations may increase in the upcoming years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of childcare grants awarded 0 5 3 2
Amount of childcare grants awarded 0 $500,000 $300,000 $200,000 Description This key performance measure tracks the number of childcare providers awarded grants and the total funding distributed. Launched in 2024, the childcare grant program supports qualified providers in making capital improvements that expand childcare capacity within the city. Funding for these grants comes from childcare development impact fees.
Purpose Tracking the number of childcare grants awarded helps gauge demand for the program and its effectiveness. Under the Mitigation Fee Act, childcare impact fees must be used within five years, making it essential to monitor grant expenditures to ensure compliance and progress toward spending goals.
Status The grant program launched in 2024 with an initial funding pool of $1 million. After awarding $500,000 in the first round, approximately $500,000 remains, with future annual funding contingent on replenishment from the childcare development impact fee.
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of business group and regional advocacy
group meetings attended (Silicon Valley
Economic Development Alliance, Chamber
San Mateo County, Harbor Industrial
Association, Urban Land Institute, City of San
Carlos Economic Development Advisory
Commission, Association of Bay Area
Governments, SF Bay Area Planning and
Urban Research Association, Plan Bay Area,
21 Elements, etc.)
35 36 40 45
# of inquiries and meetings from prospective
businesses and/or developers and their
brokers
8 10 10 10
# of development community networking
events attended (Urban Land Institute,
International Council of Shopping Centers,
BisNOW, Broker Breakfasts, Chamber San
Mateo County Networking, etc.)
12 15 12 12
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 329,800 296,985 340,100 297,300 374,600 385,700 BENEFITS 176,700 134,272 179,100 144,100 183,300 193,400 PERSONNEL TOTAL ----> 506,500 431,256 519,200 441,400 557,900 579,100
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 5,200 2,972 5,400 5,400 5,600 5,800 PROFESSIONAL SERVICES 360,700 82,801 540,100 540,100 556,200 572,900
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 36,500 26,643 37,600 37,600 38,800 40,000
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 500 - 500 500 500 500
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 402,900 112,415 583,600 583,600 601,100 619,200
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 909,400 543,672 1,102,800 1,025,000 1,159,000 1,198,300
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 4,800 4,800 4,900 4,900 7,600 8,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,700 1,700 1,800 1,800 1,600 1,600 TRANSFER OUT TOTAL ----> 6,500 6,500 6,700 6,700 9,200 9,600 EXPENDITURES & TRANSFERS TOTAL ----> 915,900 550,172 1,109,500 1,031,700 1,168,200 1,207,900 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
ALLOCATIONS IN FROM LMI TO GF 104,100 104,100 107,200 107,200 110,400 113,700 ALLOCATIONS IN FROM HOUSING 268,900 268,900 277,000 277,000 370,000 381,100 TRANSFER AND ALLOCATIONS IN TOTAL ----> 373,000 373,000 384,200 384,200 480,400 494,800 REVENUE & TRANSFERS TOTAL ----> 373,000 373,000 384,200 384,200 480,400 494,800 GENERAL FUND NET EXPENSE (REVENUE) ----> 542,900 177,172 725,300 647,500 687,800 713,100 ECONOMIC DEVELOPMENT (01640033)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 265
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 266
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COMMUNITY DEVELOPMENT DEPARTMENT
Program Name Housing Compliance and Assistance
Organization 1.2 FTE: Community Development Director, Assistant Community Development Director, Economic Development & Housing Manger, Economic Development Coordinator, Administrative Assistant, and contractors
Major Services • Support regional affordable housing programs • Monitor affordable housing inventory in the city
• Collect affordable housing fees for affordable housing development • Administer affordable housing funds
• Review and approve Below Market Rate (BMR) plans
• Streamline new affordable housing development projects • Provide BMR compliance reports
FY 2024-25
Accomplishments
• Successfully conveyed City and Housing Authority property for the development of Cherry Street Commons, an affordable housing development with 33 family units. Construction began Spring 2025.
• Awarded $173,900 in funding to non-profit organizations working to expand and preserve affordable housing in the San Carlos community • Contracted with HEART for special projects related to housing compliance FY 2025-27 Goals • Explore strategically acquiring property for future affordable housing projects, maintaining relationship with the local broker community and bringing opportunities to the Council for direction as needed
• Finish construction of Cherry Street Commons and achieve full occupancy by 2027
• Complete regulatory agreements for market rate multi-family projects building BMR units
• Calculate and collect BMR fees
• Update the BMR fees to reflect current market conditions • Implement Housing Element Action items
• Offer ongoing consultations and provide online resources to help developers understand the benefits and requirements of both the City’s enhanced Density Bonus and the State Density Bonus programs
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 267
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Program Goals The goal of the Housing Compliance and Assistance Program is to provide safe, high-quality, accessible, and affordable housing in San Carlos for all income levels by supporting the development, rehabilitation, and preservation of units for low-to moderate-income households.
Housing
Compliance &
Assistance
Objective 1
Enhancing Affordable Housing Programs:
Administer the Below Market Rate (BMR) Housing Ordinance and Affordable Housing Impact Fee Resolution and monitor existing BMR units to ensure compliance with regulatory agreements. Support the production, preservation, and rehabilitation of affordable housing, assist local and regional housing organizations, and provide housing resources to the community.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of people on the BMR waitlist (cumulative) 7,084 7,468 8,000 8,500 Description This key performance measure demonstrates the demand for affordable housing in the city. When a BMR unit becomes available (rental or owner-occupied), potential occupants are selected from this waitlist of eligible households. Preferences will be given to those households where at least one member in the household lives or works in San Carlos, including part-time and household workers, or works for a public agency, such as a school district or fire district, serving residents living in the City of San Carlos.
Purpose Tracking the year-over-year increase in the number of people added to the BMR housing list highlights the strong demand for affordable housing. This data provides valuable support for the City's decisions on approving additional affordable housing projects or allocating funds to facilitate their development.
Status The City currently has 7,468 people on the BMR waitlist, which is anticipated to grow annually.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of affordable housing grants awarded 7 7 7 8
Amount of affordable housing grant awarded $168,800 $173,900 $179,100 $184,500 Description This key performance measure tracks the affordable housing grant program which comes from Fund 29, the BMR Housing Trust Fund. The grant program began in 2012 when the first Notice of Funding Availability (NOFA) was issued to local affordable housing providers inviting them to submit an application for funding. The funds are used to maintain or increase the quality, quantity, and variety of affordable housing units or assist other governmental entities, private organizations, or individuals to do so.
Purpose The purpose of the grant program is to support affordable housing organizations so they can continue to provide direct and immediate affordable housing services to San Carlos residents and/or residences within San Carlos. By apportioning the total available funding to multiple agencies, the range of affordable housing services and programs that can be offered to the community is broadened and better addresses a wider range of adopted affordable housing policies. This grant program supports the adopted purpose, goals, policies, and provisions of the City’s Housing Element and Affordable Housing Program Ordinance.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 268
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Status The approved budget for FY 2023-24 was $168,800. The grant program will continue annually contingent on replenishment of reserves from the BMR Trust Fund.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of BMR units in San Carlos (cumulative) 143 149 220 221 Description This key performance measure tracks the City’s progress to constructing the required affordable housing as mandated by the State’s Regional Housing Needs Allocation (RHNA) program. San Carlos’ RHNA for the sixth cycle planning period is 2,735 housing units, of which 1602 units have to be affordable. Encouraging the development and availability of housing affordable to a broad range of households with varying income levels within the City is a key objective of the Housing Element, General Plan, and BMR Ordinance. Currently, for all residential ownership developments of five or more dwelling units, at least twenty percent of the total units shall be below market rate units restricted for sale to and occupancy by low-income households. For all residential rental developments of seven or more dwelling units, at least fifteen percent of the total units shall be below market rate units restricted for rent to and occupancy by low and very low-income households.
Purpose Tracking both existing and newly constructed BMR units is essential for assessing the pace of affordable housing development and determining the City's progress toward meeting its RHNA goals. By monitoring the rate of BMR construction, the City can evaluate whether current efforts are meeting demand and identify gaps in housing availability. This data helps inform policy decisions, guiding the approval of new projects and the allocation of funding to ensure that affordable housing supply keeps up with community needs.
Status The total number of BMR units to date is 143 units. This includes 51 very low, 58 low, and 34 moderate income units, of which 100 are rentals and 43 are ownership units.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of new BMR housing regulatory agreements
processed 1 1 2 2
# of BMR ownership units monitored 39 42 42 42
# of BMR units preserved or rehabilitated 0 6 0 0
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 269
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 76,100 21,469 78,300 78,300 80,700 83,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS 50,100 - 51,600 51,600 53,100 54,700
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 23,600 11,918 24,300 24,300 25,000 25,800
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 149,800 33,386 154,200 154,200 158,800 163,600
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 149,800 33,386 154,200 154,200 158,800 163,600
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 104,100 104,100 107,200 107,200 110,400 113,700
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 104,100 104,100 107,200 107,200 110,400 113,700 EXPENDITURES & TRANSFERS TOTAL ----> 253,900 137,486 261,400 261,400 269,200 277,300 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 34,300 38,102 35,300 48,500 63,100 65,000
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 34,300 38,102 35,300 48,500 63,100 65,000
TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 34,300 38,102 35,300 48,500 63,100 65,000 LOW MOD HOUSING ASSET FUND NET EXP (REV) ----> 219,600 99,385 226,100 212,900 206,100 212,300 HOUSING COMPLIANCE AND ASSISTANCE (31313000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 270
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June 09, 2025 Packet Pg. 404
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - 5,857 - 12,540 11,300 11,600
OFFICE ADMINISTRATIVE 500 - 500 500 500 500
PROFESSIONAL SERVICES 349,600 7,817 359,900 359,900 370,700 381,800
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 15,900 9,467 16,300 16,300 16,800 17,300 COMMUNITY RELATIONS 168,800 168,800 173,900 173,900 179,100 184,500
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 10,400 - 10,600 10,600 10,900 11,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 545,200 191,941 561,200 573,740 589,300 606,900
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 23,107,136 12,784,259 20,262,734 10,269,734 - - CAPITAL OUTLAY TOTAL ----> 23,107,136 12,784,259 20,262,734 10,269,734 - - EXPENDITURES TOTAL ----> 23,652,336 12,976,200 20,823,934 10,843,474 589,300 606,900
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 317,300 317,300 326,900 326,900 436,700 449,800
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 317,300 317,300 326,900 326,900 436,700 449,800 EXPENDITURES & TRANSFERS TOTAL ----> 23,969,636 13,293,500 21,150,834 11,170,374 1,026,000 1,056,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - 80,034 - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 14,879,400 4,212,420 7,390,800 1,100,000 15,864,000 6,789,500
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 287,600 327,860 227,800 211,900 367,000 378,000
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 15,167,000 4,620,314 7,618,600 1,311,900 16,231,000 7,167,500
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 15,167,000 4,620,314 7,618,600 1,311,900 16,231,000 7,167,500 HOUSING IN LIEU FUND NET EXPENSE (REVENUE) ----> 8,802,636 8,673,186 13,532,234 9,858,474 (15,205,000) (6,110,800) HOUSING IN LIEU (29291000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 271
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June 09, 2025 Packet Pg. 405
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 272
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June 09, 2025 Packet Pg. 406
Cook
(1)
Recreation Supervisor –
Adult Services &
Personal & Family Dev
(1)
Recreation Manager
(1)
Parks & Recreation Department
Organization Chart
Recreation
Supervisor - Events
(1)
Parks and Recreation
Director
(1)
Recreation
Coordinator – Adult
Community Center
(1)
Recreation
Coordinator
(1)
Staff
(PT)
Recreation
Coordinator - Athletics
(1)
Recreation
Coordinator - Youth
(1)
Volunteers
Administrative
Assistant
(1)
Sr. Admin Clerk
(1)
Recreation
Coordinator - Classes
(1) Senior Facility
Attendant
(1)
Facility Attendant
(PT)
Program Coordinator
(PT) Volunteers
Contract Instructors
Recreation Leaders
(PT) Youth Center Staff
(PT)
Contract Instructors
Summer Camp Leaders
(PT)
Seasonal
Recreation
Supervisor – Youth Dev
& Athletics
(1)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 273
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June 09, 2025 Packet Pg. 407
� �ARL0S�P0TLIGHT
Parks & 'Recreation 1Jeyartm,ent
---·--=======================:::::=:=::::=::::======================�-·--- .
.
.
...
..
Recreation Center 1
ummer Schedule
vrnts thi .'11mm,.,
1 lus H,,, , t Inn <'P.n
m ut 111::.'I, n.m
lll t ll) �:; Ju&ly, f'.
1ih1&,·11 4 7 ur th ..
ndnya and
n outdoor
moll
n.
Tinn.
• lh l('ll
nl 11 .. badminton, 11
am.: u p.m.: dun in, und
dt :llll t IC , 2 p.m., .mtl ofl hall, I
p.m.
In n . fonuay,, \\' u111• d y
n,I y11. ro, .:hi 1:\-JT )"ar,,
tt n Jo p.m.; b um111ton, II
.m Pt ·, l p.m.; dramatic .
:! 11.m,, anti : ortball. 4 p.m.
In 11uctio11, ltond y thrnugh lid y, Ccu )' .. ba • ball, 9·3 a.m.; croqu t anu voJlpyball. I p,m.:
an·h t), p.m.
Saturday morning, tourn mPnt�.
Sp ral rl' Prv tion.q for ny cllon of thP. r·k may b madl' by Callin thP C'l'nl r
Redwood City Tribune, 1945
'�!6\5 /
•
BURTON PARK
July 28, 1940, Burton Park and
its attendant buildings are significant as
the first public recreation facility
established by the City of San Carlos, and
as the first Works Progress Administration
(WPA) project in San Carlos. The use of
adobe for the parks buildings represents a
local manifestation of the use of rustic
materials and designs established during
this period by the National Park Service.
Source: Library of Congress
, , ,
1 Youth Center Plan
I �� e ! ��loAJ �� ��n Commtssion will hold its regular meetIng l\1 nday night at hi' recreation center.
At a _ peciol s s ion called in
July by the n w chairman, Kennl'th Thomp,on, o ommitt was ppolnt d to look into th reasibil1ty of r tin a youth Pnl r buildIng with a swlmmklg pool and gymn i<lum. m d on this committeP wPrl' former chairmen, Franklin
Duxbury, Alb rt Knor·p and Thompn.
Lu. t ypar's r r ntion commi. -
_ Ion m«'mb r had r�ommended a
youth building and h d mad a
study of nrchit ct'. de ign and
ultabll' location.. Th y had gon
on r rd a. no advocntln po I
t pre. nt. Th committee recently
ppolnt d I xpP.cted. to rC'pon
�onday nl ht.
Redwood City Tribune, 1946
San Carlos
Rec Lighting
Plans Told
ll11p f<1r lolh ,11 ,l(('Q\1,11'
11• r •at on building .111d llf\h :
for tht' b;,s b:1II cllan ond a he
R. n 'arln� Hr rr•11 Ion :rn Pr
hrlr,h 1•111• l d y r1f r th S:111
arlo. lvlr Aff lrs '(llllllll ('
hc,1rd Mnv r E. ll. Dur n prom
!� llgh \ for LhP ll ·Id, r � rvl!·.
club. wnuld gt· bc•hlnrt lw bond
ls. 111' for the rrrrrall II hulldlni:.
Th long-awn It ,·cl li11,l1 for
ni hL 3111t'. wlll br pr v drd oui.
or city funds If all nn ·a lo�
rf\antr.at!ons will back Lh prlJP sNI q !l. 00 b nd 1.-. ur lor a 11111I lpl, us rrrrrat irm hullcllng,
th• mayor aid.
('omrnilll'c mtml>cr:ot 101-
mrcliat,1 , �d to work to 11la11
ll'lf' ht�t methnct ror ntrr ing
0111 r1romotlnn of the hond
b�ut.
Times-Gazette, 1950
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
274
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June 09, 2025 Packet Pg. 408
PARKS & RECREATION DEPARTMENT
Mission
The Parks and Recreation Department enhances the quality of life for residents of San Carlos by providing recreational opportunities for all ages, providing safe and well-maintained parks and facilities, and providing community events for all. The department strives to offer a variety of programs and services that support the City Council’s goals and core values by offering adult services, tots, youth and teen programming, youth and adult sports programs, after school programs, and community events. The department manages use of recreation facilities, oversees the City’s park system, supports the Parks, Recreation and Culture Commission, and partners with the Parks and Recreation Foundation of San Carlos.
Organization
The Department is organized into Administration, Recreation Programs and Services, and Community Events Divisions
Org Code
01701000, 01721000-01791034, 27271000
Dept #
7010-7910, 2710
Description
Under the direction of the Parks and Recreation Director, the Parks and Recreation Department consists of 14 full-time regular employees. Five program areas – Athletics, Adult Services, Youth Development, Personal & Family Development, and Community Events – are managed by one Recreation Manager, three Recreation Supervisors, and supported by five Recreation Coordinators.
Program Management
Leadership & Management (3 FTEs) Parks & Recreation Director Athletics (1.5 FTEs) Recreation Supervisor
Adult Services (3.5 FTEs) Recreation Supervisor
Youth Development (1.5 FTEs) Recreation Supervisor
Personal & Family Development (2.5 FTEs) Recreation Supervisor Community Events (2 FTE) Recreation Supervisor
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
275
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June 09, 2025 Packet Pg. 409
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 2,043,450 2,058,387 2,136,000 2,143,750 2,450,650 2,529,150 BENEFITS 907,000 763,455 924,100 794,300 1,054,400 1,111,800 PERSONNEL TOTAL ----> 2,950,450 2,821,842 3,060,100 2,938,050 3,505,050 3,640,950 UTILITIES 43,600 70,987 44,900 44,900 46,200 47,600
OFFICE ADMINISTRATIVE 685,248 658,929 699,700 728,500 751,700 774,100 PROFESSIONAL SERVICES 1,158,800 1,211,292 1,284,215 1,376,575 1,439,900 1,483,620 UNIFORMS & SAFETY EQUIPMENT 3,900 3,625 4,000 4,000 4,100 4,200 PROFESSIONAL DEVELOPMENT 28,800 27,973 29,600 29,600 30,400 31,200 COMMUNITY RELATIONS 118,700 95,683 136,900 136,900 141,000 145,200 INSURANCE 48,600 46,428 50,100 50,100 51,600 53,100
VEHICLE USAGE 2,500 32 2,500 2,500 2,500 2,500
EQUIPMENT MAINTENANCE 14,600 8,145 25,000 25,000 25,700 26,400
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 2,104,748 2,123,093 2,276,915 2,398,075 2,493,100 2,567,920 CAPITAL OUTLAY 19,200 21,267 19,800 19,800 20,400 21,000
CAPITAL PROJECTS - - - - - -
CAPITAL OUTLAY TOTAL ----> 19,200 21,267 19,800 19,800 20,400 21,000 EXPENDITURES TOTAL ----> 5,074,398 4,966,202 5,356,815 5,355,925 6,018,550 6,229,870
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 69,500 69,500 71,500 71,500 110,600 117,000 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 15,200 15,200 15,700 15,700 17,100 17,600 TRANSFER OUT TOTAL ----> 84,700 84,700 87,200 87,200 127,700 134,600 EXPENDITURES & TRANSFERS TOTAL ----> 5,159,098 5,050,902 5,444,015 5,443,125 6,146,250 6,364,470 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 2,190,400 2,444,219 2,396,150 2,574,600 2,661,100 2,740,800
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - 50,000 - 50,000 - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 165,800 158,660 197,200 136,950 133,000 136,900
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 271,200 272,821 279,900 290,400 296,300 305,200
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 2,627,400 2,925,700 2,873,250 3,051,950 3,090,400 3,182,900
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 2,627,400 2,925,700 2,873,250 3,051,950 3,090,400 3,182,900 TOTAL PARKS & RECREATION NET EXP (REV) ----> 2,531,698 2,125,202 2,570,765 2,391,175 3,055,850 3,181,570
PARKS & RECREATION DEPARTMENT
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 276
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June 09, 2025 Packet Pg. 410
PARKS & RECREATION DEPARTMENT
Program Name Leadership & Management
Organization 3 FTEs: Parks & Recreation Director, Recreation Manager, and Administrative Assistant
Major Services • Meet with boards and commissions
• Provide support to the City Manager on matters related to Parks and Recreation • Oversee Capital Improvement Program projects for Parks, Recreation, and Facilities
• Assign and oversee workloads for supervisory staff
• Collaborate with the Parks and Recreation Foundation of San Carlos on community event partnerships and program and project funding needs FY 2024-25
Accomplishments
• Initiated the North Crestview Park Master Plan process • Initiated the Parks Master Plan project by engaging with community through two pop-up events, in-person workshops, and online surveys
• Completed the pedestrian and hiking access into Pulgas Ridge Open Space Preserve from Los Vientos Way
• Completed construction of the new trail in Devonshire Canyon • Partnered with the Parks and Recreation Foundation of San Carlos on community events and secured $113,600 of supportive funding for projects and programs • Led the 22-member City Centennial Advisory Committee to brainstorm recommend centennial celebration ideas to City Council
• Executed a joint use agreement in partnership with the San Carlos School District on shared facility needs, field maintenance, and other community priorities FY 2025-27 Goals • Complete the Parks Master Plan project with a focus on strong community engagement
• Complete the North Crestview Park Master Plan
• Continue partnership with Parks and Recreation Foundation of San Carlos on community events and funding of projects and programs
• Continue partnership with the San Carlos School District on shared facility needs, field maintenance and other community priorities through the joint user agreement CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
277
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June 09, 2025 Packet Pg. 411
Program Goals The goal of Leadership and Management is to provide leadership, oversight, and administrative support to develop and deliver innovative and high-quality programs, services, parks, and facilities that meet the needs and interests of all San Carlos residents.
Leadership &
Management
Objective
Leadership and Management provide administrative support for delivery of programs and services that creates a positive impact on community image and sense of place; increases safety and security, provides economic development opportunities; protects environmental resources; enhances cultural understanding; improves health and wellness; fosters human development; assists in community problem solving; and provides a wide range of recreation experiences.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total annual amount of funding committed by
the Parks and Recreation Foundation for park
improvement projects and programs
$43,125 $85,000 $100,000 $150,000
Description The Parks and Recreation Department partners with the Parks and Recreation Foundation on funding partnership opportunities. In recent years, the Foundation took on the management of alcohol sales at community events so that they may donate back to park and facility improvements, program implementation, and other services provided by Parks and Recreation.
Purpose The funding partnership aims to build a private-public partnership to bridge the gap between City resources and community expectations.
Status The Parks and Recreation Foundation has received lump sum funding from the dissolution of the Youth Center Foundation and staff will be submitting requests now to the Parks and Recreation Foundation for the Youth Center programs.
Additionally, with the adoption of the Parks Master Plan in 2026, it is anticipated to have an increase of park improvement projects available to fund.
Key Performance Measure FY2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents that are very or somewhat
satisfied with the City’s efforts to provide parks,
sports fields and recreation facilities
N/A 92.7% N/A 93%
% of residents that are very or somewhat
satisfied with the City’s efforts to provide
recreation programs for youth
N/A 94% N/A 95%
% of residents that are very or somewhat
satisfied with the City’s efforts to provide
recreation programs for adults and seniors
N/A 93% N/A 94%
% of residents that are very or somewhat
satisfied with the City’s efforts to hold
community events
N/A 95.9% N/A 96%
Description The City conducts a community survey every other year on satisfaction ratings of city services. In the survey, metrics for Parks and Recreation services are included, categorized by parks, sports fields, and facilities; youth programs; adult and senior programs; and community events. Parks and Recreation programs and services have ranked very high in satisfaction of residents, with responses of CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
278
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June 09, 2025 Packet Pg. 412
residents’ satisfaction rate of very or somewhat satisfied landing between 92%- 96%.
Purpose The purpose of the survey is to provide City staff with statistically reliable results of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City, giving staff a better understanding of where improvements are needed.
Status Providing recreation programs for adults and seniors increased by 3.5% from 2023 to 2025; providing parks, sports fields and recreation facilities increased by
2.1% for 2023 to 2025; providing community events increased by 1.5% from 2023 to 2025; and providing recreation programs youth increased by 0.1% from 2023 to 2025.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Parks, Recreation and Culture
Commission meetings held 6 6 6 6
# of Parks and Recreation Foundation
meetings attended 12 12 12 12
# of meetings conducted with School District 6 14 8 8
# of community engagement and staff
meetings related to Strategic Plan initiatives
(including Parks Master Plan, North Crestview
Park Master Plan, trails and non-motorized
boat launch)
68 76 60 36
# of contracts executed 27 20 22 25
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 279
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June 09, 2025 Packet Pg. 413
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 513,650 494,027 529,350 534,100 577,450 594,650 BENEFITS 266,000 228,688 269,800 246,200 274,500 290,200 PERSONNEL TOTAL ----> 779,650 722,715 799,150 780,300 851,950 884,850 UTILITIES 800 - 800 800 800 800
OFFICE ADMINISTRATIVE 66,400 67,239 68,300 68,300 70,300 72,400 PROFESSIONAL SERVICES 41,500 35,403 42,700 42,700 44,000 45,300 UNIFORMS & SAFETY EQUIPMENT 100 - 100 100 100 100
PROFESSIONAL DEVELOPMENT 18,400 19,130 19,000 19,000 19,600 20,200 COMMUNITY RELATIONS 33,300 21,952 44,000 44,000 45,300 46,700
INSURANCE - - - - - -
VEHICLE USAGE 400 - 400 400 400 400
EQUIPMENT MAINTENANCE 300 - 300 300 300 300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 161,200 143,724 175,600 175,600 180,800 186,200 CAPITAL OUTLAY 12,800 14,867 13,200 13,200 13,600 14,000 CAPITAL OUTLAY TOTAL ----> 12,800 14,867 13,200 13,200 13,600 14,000 EXPENDITURES TOTAL ----> 953,650 881,306 987,950 969,100 1,046,350 1,085,050
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 7,500 7,500 7,700 7,700 11,500 12,200 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 2,000 2,000 2,100 2,100 3,100 3,200 TRANSFER OUT TOTAL ----> 9,500 9,500 9,800 9,800 14,600 15,400 EXPENDITURES & TRANSFERS TOTAL ----> 963,150 890,806 997,750 978,900 1,060,950 1,100,450 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 5,300 7,142 5,500 1,100 1,700 1,700
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 9,626 - 2,250 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 271,200 272,821 279,900 290,400 296,300 305,200
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 276,500 289,589 285,400 293,750 298,000 306,900
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 276,500 289,589 285,400 293,750 298,000 306,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 686,650 601,217 712,350 685,150 762,950 793,550 PARKS & RECREATION LEADERSHIP AND MANAGEMENT (01701000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 280
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000 CAPITAL OUTLAY TOTAL ----> 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000 EXPENDITURES TOTAL ----> 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 1,975,000 222,396 2,572,604 1,422,604 450,000 150,000 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 466,300 251,201 1,221,100 316,000 139,500 993,100
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 8,800 87,194 22,800 60,500 48,300 49,700
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 475,100 338,395 1,243,900 376,500 187,800 1,042,800 TRANSFERS IN - - - - 400,000 -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - 400,000 - REVENUE & TRANSFERS TOTAL ----> 475,100 338,395 1,243,900 376,500 587,800 1,042,800 PARK IN LIEU FUND NET EXPENSE (REVENUE) ----> 1,499,900 (115,999) 1,328,704 1,046,104 (137,800) (892,800) PARK IN LIEU (27271000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 281
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PARKS & RECREATION DEPARTMENT
Program Name Athletics
Organization 1.5 FTEs: Recreation Supervisor and Recreation Coordinator Major Services • Develop and promote sports camps and classes for tots, youth, and adults • Coordinate adult sports leagues, including softball, basketball, soccer, bocce ball, and cornhole
• Coordinate indoor adult drop-in programs including pickleball, basketball, and volleyball
• Coordinate rentals for City-owned sports fields and facilities • Coordinate and schedule community field use for San Carlos youth sports organizations for City and School District owned fields • Coordinate in-house youth basketball and flag football leagues and programs • Recruit and assign part-time staff
FY 2024-25
Accomplishments
• Expanded Adult Men’s Basketball leagues to offer an additional night, increasing team participation by 9 additional teams each season
• Increased in-house youth flag football league participation by 120 youth, or 31% • Created an in-house flag football class “Training Camp” offered two days per week with 40 youth enrolled each season
• Established the first Annual Hometown Days Cornhole Tournament, featuring 20 teams and 40 participants
• Increased the summer flag football camp from three weeks to seven weeks, doubling participation
• Held 6 collaborative Athletics Sites Advisory Committee (ASAC) meetings with community partners for community-wide field use and scheduling FY 2025-27 Goals • Increase in-house sports camp offerings, including softball, baseball, volleyball • Add a second age group for flag football camp (6-8 years, and 9-12 years) to more appropriately tailor camp lessons and skill development to age and ability • Establish a 7th and 8th grade girls’ flag football league • Continue to collaborate with youth sports organizations to maximize efficiencies in field scheduling
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
283
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Program Goals The goal of Athletics is to offer well-rounded sports programs and facilities for San Carlos residents that foster sportsmanship, develop skills and encourage and promote health and wellness.
Athletics
Objective
Athletics develops and promotes sports classes and camps for youth, fitness and sports classes for adults, youth and adult sports leagues, and coordinates community sports field use scheduling.
The Performance Measures for Athletics provide data to ensure staff are meeting program objectives. The data below serves as benchmarks to determine whether or not staff are continuing to provide an acceptable number of program opportunities to meet the needs of the community. The number of organized play participants reflects the overall number of individuals using our fields and facilities throughout the year.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth sports classes, camps and league
registrations 2,055 2,075 2,300 2,325
Description The Athletics division offers sports classes, camps and leagues for youth ages 2- 17 years old. Programs include volleyball, basketball, tennis, pickleball, soccer, flag football and multi-sport options.
Youth sports are offered across four sessions throughout the year, in addition to a summer camp session for specialized program offerings.
Purpose Measuring the number of participants indicates how successful staff are at providing a variety of sports opportunities that meet the needs of the community.
The purpose of youth sports programs is to encourage active lifestyles, develop motor skills, establish teamwork, gain knowledge of a particular sports or activity, and have fun.
Status Youth participation in sports classes, camps and leagues have remained strong and are projected to slightly increase in future years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of adults sports program and league
participants 2,527 2,600 2,650 2,700
Description The Athletics division offers sports programs including pickleball and tennis lessons, drop-in pickleball, volleyball and basketball, and basketball, soccer, bocce ball, cornhole, and softball leagues.
Adult sports classes and drop-in programs are offered for four seasons throughout the year. Adult leagues offerings vary. Basketball is offered three nights per week across four seasons; bocce ball is offered three nights across three seasons; cornhole is offered one night across three seasons; softball is offered two nights across three seasons; and soccer is offered two nights across two seasons. Team numbers fluctuate depending on sport and from season to season.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
284
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Purpose Measuring the number of adult sports program and league participants indicates how successful staff is at providing a variety of sports opportunities that meet the needs of the community. The purpose of adult sports programs and leagues is to promote health and wellness by providing opportunities to be active.
Status Adult participation in sports programs and leagues have remained strong and are projected to slightly increase in future years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth sports organizations participants
(AYSO, Little League, Youth Softball, San
Carlos United)
2,720 2,800 2,800 2,800
Description The Athletics division coordinates with and manages field use at City and School District fields for community youth sports groups including, but not limited to, AYSO, San Carlos United, San Carlos Little League, San Carlos Youth Softball Association, St. Charles Baseball, Missions Baseball and San Carlos Elite Softball.
Purpose Measuring the number of youth sports organization participants reflects the volume of use of community fields.
Status For FY 2023-24, there were 2,720 youth sports participants across all organizations. This number can fluctuate year-to-year, depending on enrollment in youth sports organizations.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of gym rental hours permitted 309 320 330 330
# of volunteer youth sports coaches 120 30 140 140
# of ASAC meetings held 6 6 6 6
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
285
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 178,600 162,708 185,000 185,900 214,000 221,400 BENEFITS 64,700 47,062 66,100 51,400 72,200 76,100
PERSONNEL TOTAL ----> 243,300 209,770 251,100 237,300 286,200 297,500 UTILITIES 42,800 70,987 44,100 44,100 45,400 46,800
OFFICE ADMINISTRATIVE 56,400 44,215 58,000 58,000 64,700 66,600 PROFESSIONAL SERVICES 257,000 268,800 279,600 236,900 262,300 270,000 UNIFORMS & SAFETY EQUIPMENT 700 530 700 700 700 700
PROFESSIONAL DEVELOPMENT 3,600 2,802 3,700 3,700 3,800 3,900
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 200 - 200 200 200 200
EQUIPMENT MAINTENANCE 200 - 10,200 10,200 10,500 10,800
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 360,900 387,334 396,500 353,800 387,600 399,000
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 604,200 597,104 647,600 591,100 673,800 696,500
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 6,400 6,400 6,600 6,600 10,100 10,700 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,500 1,500 1,500 1,500 1,500 1,500 TRANSFER OUT TOTAL ----> 7,900 7,900 8,100 8,100 11,600 12,200 EXPENDITURES & TRANSFERS TOTAL ----> 612,100 605,004 655,700 599,200 685,400 708,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 611,300 623,123 676,600 653,900 666,900 687,200
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 611,300 623,123 676,600 653,900 666,900 687,200
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 611,300 623,123 676,600 653,900 666,900 687,200 GENERAL FUND NET EXPENSE (REVENUE) ----> 800 (18,120) (20,900) (54,700) 18,500 21,500
BUDGET SUMMARY
ATHLETICS (01741000)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 286
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PARKS & RECREATION DEPARTMENT
Program Name Adult Services
Organization 3.5 FTEs: Recreation Supervisor, Recreation Coordinator, Senior Facility Attendant, Cook
Major Services • Operate the Curbside Lunch Program four days per week • Organize and promote free and/or low-cost recreation and fitness classes for active adults
• Develop and implement Special Events at the ACC
• Organize and promote the Trips and Tours Program
• Partner with the San Carlos Service Clubs for Seniors to operate the Caring Cupboard Program, providing free weekly groceries to low-income San Carlos residents
• Collaborate with the Friends of the San Carlos Adult Community Center on program funding needs
• Manage private Adult Community Center facility rentals FY 2024-25
Accomplishments
• Received a $50,000 grant from Sequoia Healthcare District for the Curbside Lunch Program
• Developed the Lunch Bunch Program in collaboration with the Friends of the Adult Community Center, fostering social connections while supporting local businesses • Designed and implemented a seminar series, in coordination with Sutter Health, providing support and resources for middle-aged adults
• In partnership with the Friends of the Adult Community Center, coordinated a 12- week “Active Aging” course, promoting long-term wellness for older adults • Established Generation Buddies program in partnership with the Youth Advisory Council, an intergenerational program where older adults and youth connect through shared activities and meals
• Increased fitness class offerings, including new programs Qigong, Chair Zumba Gold, Chair Yoga, Senior Line Dancing, Dance, Fit Fun and Jazz Dance • Sold out every monthly luncheon (144 attendees)
FY 2025-27 Goals • Expand intergenerational programming • Focus on programming that fosters social connections and combats loneliness among older adults
• Continue to work with the Friends of the Adult Community Center on funding partnership opportunities
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 287
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Program Goals The goal of Adult Services is to provide a variety of programs, activities, and services that promote health and wellness, foster human development, strengthen community image and sense of place, and increase social interaction and cultural unity.
Adult Services
Objective
Adult Services offers a meal program, coordinates recreation activities and special events, provides social gatherings, provides wellness and educational classes, organizes and promotes adult trips and tours, and provides volunteer opportunities for all ages and abilities.
All programs offered at the Adult Community Center meet one of more of the seven dimensions in wellness: social, emotional, spiritual, environmental, occupational, intellectual, and physical. By measuring the following data, staff can ascertain if they are providing enough programs to meet the program goal of promoting health and wellness, social interaction, and fostering a sense of belonging. The information collected is also vital to staff when applying for grants and other outside funding opportunities to support Adult Services programs.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average # of daily Adult Community Center
visits
120 130 140 140
Description The Adult Community Center serves as a central hub for older adults in our community. Visitors may enjoy a free cup of coffee in the lounge, play cards in the game room, socialize with familiar or new friends on the patio, or participate in numerous free, drop-in classes led by volunteers. The ACC also features a fitness room where individuals can drop-in to work out. These drop-in activities provide accessible opportunities for social interaction, community engagement, and health and wellness, all of which contribute to the overall well-being of participants.
Purpose Tracking daily attendance provides insight into how well programs are attended, a reflection of the satisfaction of participants with program offerings.
Status The Adult Community Center is an active and well-utilized facility. The popular drop-in Strength, Stretch, and Balance class, held three times a week, attracts 70 participants per class. With a variety of engaging activities to choose from, the ACC serves an average of 130 drop-in visitors daily. Due to high engagement, this number is expected to remain steady in the coming years, rising only slightly.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Adult Community Center fee-based
class/program participants 1,102 1,380 1,400 1,450
Description Although most programs are free at the Adult Community Center, there are a variety of fee-based classes and programs taught by contract instructors. These programs are partially subsidized and priced at $5 per class and include fitness, art, and health and wellness, providing opportunities for personal growth and lifelong learning.
Purpose Tracking the average number of paid participants helps evaluate the success of fee-based programs which tend to attract a different demographic to the ACC.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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This also helps gauge community interest, engagement, and the effectiveness of the classes.
Status There has been observed growth in the popularity of fee-based fitness classes.
Surveys indicate a strong interest in continuing these classes, and participation is expected to grow as more contract instructors are added and the offerings are expanded.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Adult Community Center events 24 24 24 24
Description The Adult Community Center hosts a wide range of special events throughout the year to promote social engagement and community connection. These events include a Lunar New Year Celebration, Crab Feed, Pasta Bingo, Nutcracker Tea, Pedro Tournaments, luncheons, and more. Attendance varies between 70 to 250 participants, depending on the scale of the event.
Purpose Tracking the number of special events ensures there are plenty of opportunities for social interaction and community connection throughout the year, contributing to participants' overall well-being.
Status Special events at the Adult Community Center are well attended, with each monthly luncheon selling out at 144 participants. Additionally, other special events frequently reach capacity. This indicates that participants greatly value the opportunity to socialize and connect with others. Given the consistent demand, the number of special events coordinated by the ACC is expected to remain consistent.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of weekly participants supported by the
Caring Cupboard program 185 190 195 195
# of pounds of food distributed annually to
Caring Cupboard participants 126,234 128,068 129,250 129,250 Description Caring Cupboard is a free and confidential food support program operated by the San Carlos Service Clubs for Seniors, in partnership with the Adult Community Center. The program provides weekly groceries to low-income residents and families year-round. Caring Cupboard is open to all San Carlos residents who meet the eligibility requirements.
Purpose Tracking program participation helps to measure impact, assess community needs, and ensure resources support those facing food insecurity.
Status The number of participants in the Caring Cupboard Program fluctuates throughout the year and it’s influenced by factors such as economic conditions and seasonal changes.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual trips and tours participants 537 559 565 565 Description The Trips and Tours Program offers older adults the opportunity for day trips and excursions to various destinations primarily around the greater Bay Area. This program promotes social interaction and provides enriching experiences.
Purpose Tracking trip participation helps ensure that resources are allocated to meet the interests and needs of participants. It also measures the program's impact on social engagement and identifies popular destinations.
Status The Trips and Tours Program is one of the most popular offerings at the Adult Community Center, with trips frequently selling out. Surveys consistently show that this program is a favorite among participants. Due to high demand and program capacity, participation numbers are expected to remain stable.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Adult Community Center rental permits
issued 24 24 25 25
# of Curbside Lunch meals served 22,432 23,112 23,350 23,500 # of Adult Community Center volunteers 90 93 95 95
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 449,200 459,508 457,200 435,700 514,200 530,300 BENEFITS 242,400 206,745 247,600 197,900 263,700 278,000 PERSONNEL TOTAL ----> 691,600 666,253 704,800 633,600 777,900 808,300
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 123,900 116,336 127,600 127,600 131,500 135,500 PROFESSIONAL SERVICES 137,700 88,849 141,900 141,900 158,200 163,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT 1,800 2,077 1,800 1,800 1,800 1,800 COMMUNITY RELATIONS 500 500 500 500 500 500
INSURANCE 4,700 1,974 4,800 4,800 4,900 5,000
VEHICLE USAGE 500 - 500 500 500 500
EQUIPMENT MAINTENANCE 2,900 2,500 3,000 3,000 3,100 3,200
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 272,000 212,236 280,100 280,100 300,500 309,500 CAPITAL OUTLAY 6,400 6,400 6,600 6,600 6,800 7,000
CAPITAL OUTLAY TOTAL ----> 6,400 6,400 6,600 6,600 6,800 7,000 EXPENDITURES TOTAL ----> 970,000 884,889 991,500 920,300 1,085,200 1,124,800
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 19,000 19,000 19,600 19,600 30,600 32,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 3,800 3,800 3,900 3,900 4,100 4,200 TRANSFER OUT TOTAL ----> 22,800 22,800 23,500 23,500 34,700 36,500 EXPENDITURES & TRANSFERS TOTAL ----> 992,800 907,689 1,015,000 943,800 1,119,900 1,161,300 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 266,100 220,838 274,000 248,200 269,700 277,900
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - 50,000 - 50,000 - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 2,419 - 7,700 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 266,100 273,256 274,000 305,900 269,700 277,900
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 266,100 273,256 274,000 305,900 269,700 277,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 726,700 634,433 741,000 637,900 850,200 883,400 ADULT SERVICES (01771000, 01771008, 01771011, 01771013, 01771018, 01771019, 01771021 AND 01771024)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 291
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PARKS & RECREATION DEPARTMENT
Program Name Youth Development
Organization 1.5 FTEs: Recreation Supervisor and Recreation Coordinator Major Services • Operate the free After School Drop-In program for youth ages 10-17 years • Coordinate and promote summer camps for youth ages 4-12 years • Coordinate the summer Leader in Training Education program for 13-15 year olds • Manage private Youth Center rentals
• Coordinate the Birthday Party program
• Advise and provide leadership to the Youth Advisory Council • Develop and train part-time staff in career development and skill building FY 2024-2025
Accomplishments
• Expanded the Leader in Training Education (LITE) Program to include in-house sports camps
• Introduced a digital platform educational game, Agents of Discovery, collaborating with 12 San Carlos-based organizations to create custom content on general San Carlos history, organizations, and parks
• Coordinated special events including the Drop-In Program Open House, Middle School Dances, Pancakes and Pickleball Tournament, Kids Night Out, Monday Night Football watch parties, and monthly after school youth special activities • Increased daily participation in the Drop-In tutoring program from 12 to 20 average daily participants
• Implemented 12 free cooking classes at the Drop-In Program • In partnership with the City of Belmont, coordinated the second annual Teen Wellness Retreat, adding a parent/guardian workshop and increasing registered teen participation by 28%
• Coordinated youth Mental Health First Aid training for two full-time employees, four part-time employees, and community members working with youth • Coordinated monthly part-time staff development training focusing on mental health and wellness, behavior management, conflict resolution, emergency preparedness, job skills and inclusive youth programing • Advised the Youth Advisory Council for the year, establishing monthly intergenerational programing and holding community drives and events, including the Halloween Movie Night and Haunted House, Pop-Up Thrift Shop, Blood Drives, YAC Social, Youth Dance Coat Checks, Finals and Fries study sessions, and the Laurel Street Cleanup
FY 2024-25 Goals • Establish summer camp program designed for tweens and teens • Continue to promote youth mental health and wellness through programs and workshops
• Increase intergenerational programs offerings, in partnership with the ACC CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
293
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Program Goals The goal of Youth Development is to provide a variety of recreational opportunities for youth in a safe and inclusive environment that support leadership development, create positive social experiences, increase cultural unity, facilitate community problem solving, and strengthen community image and sense of place.
Youth Development
Objective
Youth Development operates the After School Drop-In Program and special events, coordinates the in-house summer camp, enhances recreational and social opportunities for youth in the community by partnering with community organizations, and provides guidance and leadership to the Youth Advisory Council.
The performance measures for the Youth Development program area are indicators of the number of youth we are serving; both daily and annually. The number of daily After School Drop-In participants, Special Event participants, and Summer Camp registrants are strong indicators of the quality of programs and services provided to youth in the community.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average # of daily Drop-in Program
participants
67 72 72 72
Description The Youth Center offers a free and supervised drop-in program for youth ages 10- 17 years old and is a fun, inclusive and safe environment for youth to enjoy after school. The program offers gym time, a game room, homework support, arts & crafts and other programmed activities.
The average number of daily Drop-In participants includes only days school is in session and excludes Extended Drop-In days which occur on school breaks.
Purpose Tracking daily average attendance of the Drop-In Program provides insight into how well the program it utilized by the community as well as if the program components are meeting the demand of the community.
Status The average number of daily Drop-In participants on regular school days has increased which reflects an increase in engagement of youth in after school activities and social-emotional community building.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of youth summer Adventure Camp
participants 1,243 1,273 1,285 1,300
Description The Adventure Camp program includes 9 weeks of Wee Woods (ages 4-5 years), Burton (ages 6-9 years), Arguello (ages 9-12 years), Extreme Adventure Camp (ages 13-17 years) and Leaders In Training Education (L.I.T.E.s) (ages 13-17 years). All camps include daily planned games, crafts and activities led by Recreation Leaders, and either an off-site or on-site special activity (i.e. field trips, pool days or water play and special assemblies). Camps also encourage socialemotional child development, and opportunities for outdoor experiences, physical activity and fun.
The LITE program encourages the growth of leadership skills, mentorship experiences and develops self-confidence among tweens and teens.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
294
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June 09, 2025 Packet Pg. 428
Purpose Tracking the number of participants of Adventure Camp provides insight to how well our program offerings are meeting the needs and demand of the community.
Status For FY 2024, the number of youth summer Adventure Camp and LITE participants has increased. This increase in participation reflects youth having positive experiences from these programs. An item to note for this metric is that Adventure Camp maximum enrollment at this time is 1,315.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of part-time staff training hours offered 52 52 52 52 Description The Youth Center oversees anywhere from 30-60 part-time staff at any given time during the year. As part of staff development, training courses are coordinated and offered to gain important leadership skills, employee and participant safety and additional state-required training. Training topics include but are not limited to CPR/First Aid/AED training, mandated reporter, workplace violence, workplace harassment, summer safety, heat illness prevention, blood borne pathogens, defensive driving training, emergency scenario preparedness, monthly staff meetings, program planning, behavioral management, special event specific training, interview facilitation, policies and procedures, game play, inclusion, and mental health.
Purpose The part-time staff training and skill development opportunities can enhance job satisfaction and increase staff retention by effectively preparing staff for their job expectations and cultivating a positive and growth-minded team environment.
Tracking the number of hours annually highlights the continued prioritization of employee development, as included as a core value in the City of San Carlos Strategic Plan.
Status Trainings are held on a monthly basis and have increased overall staff morale, efficiency, and staff retention. 16 of the 52 hours consist of state and Citymandated training, while the remaining hours are supplemental and determined by staff and current programming needs.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Drop-In Program special events 17 18 18 18
# of new part-time staff onboarded 20 25 22 25
# of Drop-In members 621 650 660 670
# of Youth Center fee-based youth program
participants 625 630 635 640
# of Youth Advisory Council-coordinated
events 15 15 15 15
# of Youth Center birthday parties and private
facility rentals 25 26 27 28
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
295
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June 09, 2025 Packet Pg. 429
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 365,100 395,816 409,150 413,350 559,900 580,500 BENEFITS 79,000 73,945 80,600 69,000 171,200 180,100
PERSONNEL TOTAL ----> 444,100 469,761 489,750 482,350 731,100 760,600
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 119,100 125,118 133,600 162,400 163,700 168,600 PROFESSIONAL SERVICES 60,100 47,971 61,900 61,900 43,700 45,600 UNIFORMS & SAFETY EQUIPMENT 2,800 2,795 2,900 2,900 3,000 3,100 PROFESSIONAL DEVELOPMENT 3,400 2,730 3,500 3,500 3,600 3,700
COMMUNITY RELATIONS - - - - - -
INSURANCE 6,700 870 6,900 6,900 7,100 7,300
VEHICLE USAGE 800 32 800 800 800 800
EQUIPMENT MAINTENANCE 8,100 2,845 8,300 8,300 8,500 8,700
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 201,000 182,360 217,900 246,700 230,400 237,800
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 645,100 652,121 707,650 729,050 961,500 998,400
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 18,300 18,300 18,800 18,800 29,400 31,100 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 3,400 3,400 3,500 3,500 3,800 3,900 TRANSFER OUT TOTAL ----> 21,700 21,700 22,300 22,300 33,200 35,000 EXPENDITURES & TRANSFERS TOTAL ----> 666,800 673,821 729,950 751,350 994,700 1,033,400 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 326,900 436,274 364,800 457,300 458,900 472,700
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - 15,300 - 5,000 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 326,900 451,574 364,800 462,300 458,900 472,700
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 326,900 451,574 364,800 462,300 458,900 472,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 339,900 222,247 365,150 289,050 535,800 560,700 YOUTH DEVELOPMENT (01731000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 296
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PARKS & RECREATION DEPARTMENT
Program Name Personal and Family Development
Organization 2.5 FTEs: Recreation Supervisor, Recreation Coordinator, and Senior Administrative Clerk
Major Services • Develop and promote recreation classes for youth and adults • Coordinate Club Ed summer enrichment camps, partnering with the San Carlos School District for facility space
• Produce seasonal Activity Guide three times per year and mail to all households • Provide customer service to program participants and general community FY 2024-25
Accomplishments
• Fee assistance program served 50 individuals, totaling $36,640 in assistance • Implemented a year-round picnic reservation program, allowing the community to reserve a picnic site between the months of November through February for the first time
• Continued the strong partnership with the school district in order to utilize their facility for our Club Ed summer camp program
FY 2025-27 Goals • Continue partnership with School District on facility use • Increase the total number of annual picnic reservations CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
297
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June 09, 2025 Packet Pg. 431
Program Goals The goal of Personal and Family Development is to provide a variety of fee-based recreation programs and activities for residents of all ages that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
Personal & Family
Development
Objective
The Personal & Family Development program develops and promotes fee-based recreation classes for tots, youth, teens, and adults, coordinates the summer Club Ed enrichment camps, and manages picnic rentals.
The performance measures for the Personal & Family Development program areas are designed to measure our total registration numbers, monitor the number of new programs City offers each year, and evaluate the participant’s satisfaction level with the programs City is offering. The new programs offered number correlates to our objective of developing recreation offerings for youth and adults. The number of program registrations is used to evaluate the success of promoting class offerings.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual fee-based recreation class
participants 2,261 2,300 2,325 2,350
Description The Personal & Family Development division offers a variety of classes for all ages. Programs include music, art, and fitness to name a few. Classes are offered across four sessions throughout the year.
Purpose Measuring the number of participants indicates how successful we are at providing a variety of class opportunities that meet the needs of the community.
The goal is to provide a variety of fee-based recreation programs and activities for residents of all ages that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
Status Class participation numbers continue to be strong. Staff projects an increase next fiscal year due to the additional class offerings.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual Club Ed Enrichment camp
participants 1,203 1,417 1,425 1,450
Description The Personal & Family Development division offers a Club Ed Enrichment summer camp program. Classes are offered across 8 weeks throughout the summer.
Purpose Measuring the number of participants indicates how successful we are at providing a variety of camp opportunities that meet the needs of the community.
The goal is to provide a variety of fee-based recreation camps for youth that strengthen community image and sense of place, promote health and wellness, foster human development, and offer a positive recreational and social experience.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
298
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June 09, 2025 Packet Pg. 432
Status Club Ed participation numbers for FY 2023-24 are 1,203. We are projecting an increase next fiscal year but then staying somewhat steady into future years as we are starting to reach capacity with our programming space.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of class and camp sessions offered annually 676 744 750 755 Description The Personal & Family Development division offers a variety of classes for all ages. Programs include music, art, and fitness to name a few. Classes are offered across four sessions throughout the year.
Purpose Measuring the number of class and camp sessions offered annually highlights the prioritization City has to offer a wide variety of options to the community year after year.
Status Staff works hard every year to add more class offerings each year. This number can fluctuate from year to year depending on what opportunities present themselves to partner with contract instructors, as well as facility space availability.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of picnic rental permits issued 448 500 510 520
# of Fee Assistance Program participants 50 54 58 62
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
299
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June 09, 2025 Packet Pg. 433
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 222,300 232,523 231,300 242,600 241,700 249,300 BENEFITS 120,300 110,041 122,800 115,700 127,300 134,000 PERSONNEL TOTAL ----> 342,600 342,564 354,100 358,300 369,000 383,300
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 16,200 14,444 16,700 16,700 17,200 17,700 PROFESSIONAL SERVICES 451,500 582,460 545,040 680,100 714,300 735,720 UNIFORMS & SAFETY EQUIPMENT 300 300 300 300 300 300
PROFESSIONAL DEVELOPMENT 1,600 1,234 1,600 1,600 1,600 1,600 COMMUNITY RELATIONS 500 - 500 500 500 500
INSURANCE 8,500 12,682 8,800 8,800 9,100 9,400
VEHICLE USAGE 600 - 600 600 600 600
EQUIPMENT MAINTENANCE 2,800 2,800 2,900 2,900 3,000 3,100
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 482,000 613,920 576,440 711,500 746,600 768,920
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 824,600 956,484 930,540 1,069,800 1,115,600 1,152,220
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 7,400 7,400 7,600 7,600 11,700 12,400 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 1,900 1,900 2,000 2,000 1,900 2,000 TRANSFER OUT TOTAL ----> 9,300 9,300 9,600 9,600 13,600 14,400 EXPENDITURES & TRANSFERS TOTAL ----> 833,900 965,784 940,140 1,079,400 1,129,200 1,166,620 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 670,400 938,817 801,300 985,100 1,032,300 1,063,200
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 670,400 938,817 801,300 985,100 1,032,300 1,063,200
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 670,400 938,817 801,300 985,100 1,032,300 1,063,200 GENERAL FUND NET EXPENSE (REVENUE) ----> 163,500 26,966 138,840 94,300 96,900 103,420 PERSONAL AND FAMILY DEVELOPMENT (01721000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 300
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PARKS & RECREATION DEPARTMENT
Program Name Special Community Events
Organization 2 FTEs: Recreation Supervisor, Recreation Coordinator Major Services • Design, manage, and promote a wide variety of City-operated community events • Partner with outside agencies for event sponsorships and support • Research and obtain necessary permits and licenses for public community events • Showcase the unique family-friendly and community-oriented lifestyle in San Carlos, highlighting our parks and vibrant downtown
• Host the annual weekend Hometown Days and Art & Wine Faire events • Facilitate and approve all non-profit special event permits, including youth sporting tournaments, school fun runs, community car show and neighborhood block parties FY 2024-25
Accomplishments
• Hosted the 3rd Annual Volunteer Appreciation dinner with a 40% increase in attendees
• Hosted two Harringtunes events downtown, bringing bands and entertainment to an underutilized stage
• Increased the number of registered community volunteers to over 1,100 for all Parks and Recreation Department programs
• Hosted 30 community events including a large-scale centennial Hometown Days event
• Assisted leadership and management team in the planning and execution of centennial events and programs, including StoryCorps recorded community conversations, San Carlos History Markers, and centennial community grant program
• Successfully transitioned and onboarded a new Recreation Supervisor and Recreation Coordinator of Community Events
FY 2025-27 Goals • Work with Public Works to improve upon and expand accessibility measures for large-scale community events
• Work with Sheriff’s Office to improve event safety through detailed planning and expanded training
• Implement two additional summer concerts to celebrate the centennial year • Host Centennial Wrapped: Year in Review movie event in Burton Park in November 2025
CITY OF SAN CARLOS
PROPOSED BUDGET FY 2025-2027
301
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June 09, 2025 Packet Pg. 435
Program Goals The goal of Special Community events is to provide events for residents and visitors that reflect the community's unique character, strengthen community image and sense of place, encourage community-wide involvement, and support local business.
Special Community
Events
Objective
Special Community Events provide opportunities for residents and visitors to attend City-sponsored events, including the Art & Wine Faire, Music in the Park, Hometown Days, Goblin Walk and Night of Holiday Lights. Parks & Recreation also partners with businesses, families, and non-profit community organizations to facilitate Special Event Permits such as the Farmers’ Market, sports tournaments, and neighborhood block parties.
By measuring the following data, staff can determine whether this program is on track to meet the program’s objective of providing ample opportunities for residents to engage in community building activities, whether it is a small neighborhood event or a large community-wide event, and foster support for our local businesses.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of annual City-organized community events 30 32 34 32 Description The Community Events division plans and executes City-organized community events throughout the year that include Hometown Days, Public Safety Fair, Volunteer Appreciation Dinner, Staff Appreciation Dinner, Pride in the Park, two Harringtunes concerts, Music in the Park Concerts, Art and Wine Faire, Goblin Walk, Night of Holiday Lights, Box Office movies at Burton Park, Day of Service, and Family Campout.
Purpose Tracking the number of City-organized events highlights the continued prioritization of community events, which foster a sense of connection and civic engagement among San Carlans of all ages and demographics.
Status The number of community events City hosts will temporarily rise in fiscal year 2024- 25 and fiscal year 2025-26 because of the Centennial year’s expanded calendar of celebrations including more concerts, birthday party, other centennial specific events.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total # of community event volunteer hours 1,757 1,810 1,850 1,850 Description The Community Events division manages volunteers for City events as well as City co-sponsored events. Available volunteer shifts range for each event, depending on size and scale of needs.
Purpose Tracking community event volunteer hours reflects growth or stability of volunteer needs, as well as the level of stewardship of active community volunteers.
Maintaining a database of existing volunteers contributes to the success of events and gives participating volunteers a sense of ownership over their favorite community events.
Status In FY 2024-25 and FY 2025-26, staff anticipate a higher volunteer demand due to additional events related to the City’s centennial celebrations.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
302
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June 09, 2025 Packet Pg. 436
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of community event sponsors 45 53 50 50
Annual amount of event sponsorships $131,314 $170,000 $150,000 $150,000 Description Community Events offers a variety of sponsorship opportunities for community organizations and businesses, ranging from $500-$10,000. Sponsorship agreement benefits range from premium on-site space, recognition on promotional materials and social media, and verbal recognition at events.
Purpose Monitoring community event sponsorship revenue is a way to measure our business and community engagement for City events. A majority of sponsorships come from local San Carlos businesses.
Status In FY 2023-24, community sponsorship revenue totaled $131,314. In FY 2024-25, staff is projecting a total of $170,000 in sponsorship revenue across all events with an increase of participation with the anticipation and excitement of the centennial celebrations. Staff anticipate a slight decline of sponsorship revenue following the conclusion of centennial events.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of special event permits issued 25 25 25 25
# of block party permits issued 18 25 22 22
Total # of community event volunteers 656 675 695 716
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
303
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June 09, 2025 Packet Pg. 437
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 314,600 313,804 324,000 332,100 343,400 353,000 BENEFITS 134,600 96,975 137,200 114,100 145,500 153,400 PERSONNEL TOTAL ----> 449,200 410,779 461,200 446,200 488,900 506,400
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE 303,248 291,577 295,500 295,500 304,300 313,300 PROFESSIONAL SERVICES 211,000 187,809 213,075 213,075 217,400 224,000
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS 84,400 73,231 91,900 91,900 94,700 97,500 INSURANCE 28,700 30,902 29,600 29,600 30,500 31,400
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 300 - 300 300 300 300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 627,648 583,519 630,375 630,375 647,200 666,500
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 1,076,848 994,299 1,091,575 1,076,575 1,136,100 1,172,900
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 10,900 10,900 11,200 11,200 17,300 18,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 2,600 2,600 2,700 2,700 2,700 2,800 TRANSFER OUT TOTAL ----> 13,500 13,500 13,900 13,900 20,000 21,100 EXPENDITURES & TRANSFERS TOTAL ----> 1,090,348 1,007,799 1,105,475 1,090,475 1,156,100 1,194,000 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 310,400 218,025 273,950 229,000 231,600 238,100
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 165,800 131,315 197,200 122,000 133,000 136,900
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 476,200 349,340 471,150 351,000 364,600 375,000
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 476,200 349,340 471,150 351,000 364,600 375,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 614,148 658,458 634,325 739,475 791,500 819,000 SPECIAL COMMUNITY EVENTS (01791000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 304
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June 09, 2025 Packet Pg. 438
Undersheriff
San Mateo County Sheriff’s Office
San Carlos Police Bureau
Organization Chart
Sheriff
Assistant
Sheriff
Police Chief/
Captain
(0.8)
Community
Services Officers
(6)
Team 1
Sergeant
(1)
Management
Analyst
(1)
Criminal
Records Tech
(1)
Detectives
(2)
Team 2
Sergeant
(1)
Team 3
Sergeant
(1)
Team 4
Sergeant
(1)
Administrative
Sergeant
(1)
Deputy
(3)
Motor/Traffic
Deputy
(1)
Deputy
(3)
Deputy
(2)
Motor/Traffic
Deputy
(1)
Deputy
(2)
Deputy K9
(1)
Deputy K9
(1)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 305
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June 09, 2025 Packet Pg. 439
� �ARLOS�POTLIGHT
--·· Porice 'Devartment
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San Carlos Police Department, year unknown
POLICE HEAD
COMMENDED
BY COUNCIL
Chi f Wheeler Gi en
A
Praises of C.
City Board
CARLO. pt. 25. H roi
efforts or Police Chi r Ed w rd J.
Wheel r In di.sr
cons q u nces to
family and thin of proof n Carlos when
confronted by gunman
k who fired two shot
lo ran were w
o the record. of the u
)' Coundl at it. m tin
Chief
btoughl l0 th uncil
&It ntion by o ion°r
Merrill R. H r. H.- larctl
thAt thP rPc,.nt occurr n n
tht> only tim Chi f W h d
rl:;k d hl,1 life In the oz..-n
ye r:s.
� yor Asa Hull I o c mmendd h1ef \\11 eler f r the br , . ry
hown In fulfill ng hl dutle . nd
dded th t the council hould htproud to h ,. uch man ot th, head f th city·� police d !'l•
ment.
arch. no
who enrunnln,:
•un bat le to R•dwood City h1,s
b .. n found. and ftn rprint • f und
n the CUI of H. B. ook v.·ht h
lh1• thui: IOI' h V defied Id ntll •
t1t1on.
Redwood City Tribune, 1936
. Police ·n
N1 ht Ch se
Of 'Ferdinand'
"f 1I tln'l hav
our h,11 ta t>d in
It I pt,onP n•µorts,"
I I t'f>
h,• : ll
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II
0 II
t.
g
indow and could
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e Edling and Harry
tlnu d the hru or th
11 ro>fot bull nnd his bovine mole,
all o, 1 lo· until lh day'
nt j n.m. wh n with
fie r orge ly :ind
City Pound th wild
unu .. ual n Cn11 .
th ir unwlllin purbrough to an abrupt
n ha,: om for h to I lui as y l. -------
Redwood City Tribune, 1946
Downhill Slider -
SI\'- <.ARLO'>, Cal,t. {AP)-A Red"ood (111 \\0mJn
hJ-. ht'r O\\ n c,olut,on to the gc1,olirw ,hortc1�c -
mom<'nturn.
The• 21-veJr old '">mJn \\JS stopped and rned tor
spN•d,ng c•Jrly undav whP11 an Ca, lo, pol,«• clock('(I hN JI 75 mph in a 35 mph ,one.
Sh<• told th<•m ,he \\JS running out ot ga,ol111e and
"•" 1r11ng 10 build up enough ,pe<'d to COJst to h,•r
honw 1;i<''-"erc1I milt-� JWc.1\ \\hl'n her tdnk lrnctlh rc1ri dn California Aggie, 1979
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
306
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June 09, 2025 Packet Pg. 440
POLICE SERVICES
Mission
The mission of the San Carlos Police Services Bureau (“Bureau”) is to collaborate with the community and other City departments to enhance the quality of life for all residents and business owners. This mission is achieved through several key strategies: apprehending violent criminals, implementing crime prevention measures, addressing and resolving community issues, and engaging with local youth.
Organization
The San Carlos Police Services Bureau is a separate Bureau of the San Mateo County Sheriff's Office.
Org Code
01411000-01413000, 01461000, 17000000
Dept #
4110-4130, 4610, 1700
Description
Under the direction of the Chief of Police (Sheriff's Captain), the Police Services team consists of 29 employees from the San Mateo County Sheriff’s Office and six Communications Officers from the San Mateo County Office of Public Safety Communications. Additionally, all resources of the San Mateo County Sheriff’s Office support various aspects of police operations in San Carlos.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
307
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June 09, 2025 Packet Pg. 441
POLICE SERVICES
Major Services • Dedicated Traffic Deputies
• School Resource Deputies
• Sheriff’s Activities League/Community Engagement Unit • Sheriff’s Volunteers in Policing (SVIPs)
• Numerous other Sheriff’s Office Resources
• Public Safety Communications
FY 2024-25
Accomplishments
• Wellness: Enhanced wellness programs and emphasized mental health support for staff. All Bureau employees were provided with wellness coaches, in-house massages, and access to additional wellness resources
• Permits: Collaborated with other City departments to streamline and improve permit processes, aligning them with City ordinances to provide greater clarity and consistency for residents
• Traffic Enforcement Operations: The Bureau’s Traffic Unit conducted multiple operations focusing on three primary collision factors: driving under the influence, driver’s license compliance, and pedestrian and bicycle safety. The results indicate a decrease in traffic collisions in the City of San Carlos • Community Engagement: Worked to improve transparency and foster community engagement by introducing two informative events: "Coffee with a Motor," where residents can discuss traffic-related questions, and a Town Hall meeting for open discussions on various community issues and to provide feedback • Technology Upgrade: Procured a new 3D measurement and imaging solution to process full scene documentation of crash reconstruction, bullet trajectory, and bloodstain pattern analysis. This innovative technology will greatly enhance the efficiency of our traffic unit by providing clearer and more precise imaging capabilities FY 2025-27 Goals • Increase community engagement in traffic safety by providing educational programs that inform residents about safe driving practices, pedestrian rights, and the importance of adhering to traffic laws
• Maintain targeted enforcement efforts and saturation patrols in high-risk areas to deter dangerous driving behaviors and enhance overall road safety • Implement training programs to foster a safe workplace environment and ensure that all personnel feel secure, respected, and supported in their roles • Strengthen relationships with local businesses by organizing collaborative initiatives that focus on sharing information and resources to effectively address organized retail theft and enhance community safety
• Strengthen evacuation preparedness by actively involving the community in planning and training initiatives
• Continue to actively support the City by engaging in various City-sponsored community events throughout the year
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
308
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June 09, 2025 Packet Pg. 442
Program Goals Police Services aim to prevent and reduce crime, offer prompt and effective services to the community, and coordinate essential outreach efforts to improve safety and security.
Police Services
Objective 1
Respond to emergency and non-emergency calls, initiate actions, and write reports.
These service level measures are systematically tracked to maintain or enhance our operational efficiency, ensure a high standard of customer service, and meet our established service goals.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average response time (minutes) for
emergency calls 4:14 3:57 3:47 3:37
Description This metric indicates the time elapsed from receiving a call to the arrival of first responders at the incident location for a priority 1 service call.
Purpose The evaluation of emergency services emphasizes deputies' effectiveness and efficiency, particularly their speed in arriving at the scene of an incident. This response time is crucial as it directly impacts patient outcomes, especially in lifethreatening situations where immediate intervention is essential.
Status The bureau successfully maintained response times under 5 minutes in FY 2023- 24, which aligns with the national average for emergency response and is expected to continue doing so in the coming fiscal years.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total number of reports taken 1,779 1,915 2,000 2,200
Description This measure tracks the number of police reports filed over a specific period. The total accounts for reports submitted by deputies in the field and those filed by the public through various channels (e.g., the online reporting system).
Purpose This metric offers important insights into crime trends in our city. It helps our bureau identify high-crime areas, allocate resources more effectively, and develop targeted strategies for crime prevention.
Status An increase in reports is expected in the coming fiscal years, as deputies and residents document more incidents alongside changes in police procedures and policies.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total number of arrests made 553 532 500 450
Description This measure tracks arrests made by our sworn personnel, categorized as felony or misdemeanor. If convicted, felony arrests can result in state imprisonment or over a year in county jail. Misdemeanor arrests may lead to up to one year in county jail and penalties such as fines, probation, or restitution.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
309
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Purpose This measure provides crucial insights into crime patterns, specifically the recurring locations and types of criminal activity in the city. It helps identify highcrime areas, develop targeted prevention strategies, and assess the effectiveness of policing tactics.
Status There has been a notable decline in arrests, even at the state level, attributed to reductions in crime rates and reforms in the criminal justice system. Multiple factors contribute to this trend, and it is essential to consider the context of these evolving changes.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of calls for service 12,014 12,228 12,350 12,400
# of directed patrol activities completed 950 1,190 1,200 1,250 # of passing checks conducted 1,394 2,105 2,150 2,200
Police
Services
Objective 2
Conduct interviews, manage crime scenes, collect evidence, and conduct investigations.
These measures are based on comprehensive information gathering, follow-up investigations, and monitored outcomes compared to other agencies throughout California.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of violent crimes cleared 79% 79% 85% 85%
Description Clearance rates for violent crimes are essential measures for assessing the Bureau's effectiveness in solving crimes and identifying offenders.
Purpose Examining clearance rates for various crime types and locations can reveal areas where police strategies may require improvement.
Status The national violent crime clearance rate has been around 41% in recent years. In contrast, our clearance rate has reached 79%, significantly exceeding the national average. Personnel have worked hard to solve the crimes reported to the Bureau.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of property crimes cleared 30% 21% 25% 30%
Description This metric represents the number of reported property crimes that were effectively investigated and "closed," either by arresting a suspect or identifying them through exceptional means, indicating that the case is considered solved.
Purpose Tracking property crimes cleared is a way to gauge the effectiveness of police work in addressing theft-related offenses and monitoring crime trends within the city.
Status The national property crime clearance rate stands at 13.9%, and California's rate falls below the national average, with some cities reporting rates as low as 7.2%.
However, we have cleared 30% this year, maintaining above-average rates in solving property-related crimes reported to the Bureau.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
310
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Total evidence items processed 4,402 4,643 4,650 4,700
Description This metric refers to the total number of physical and digital evidence items collected and examined during an investigation.
Purpose It provides concrete evidence that can be used to identify a suspect, establish the specifics of a crime, and ultimately build a strong case for prosecution. By linking a perpetrator to the crime scene and ensuring a fair trial where guilt or innocence can be determined beyond a reasonable doubt, justice is served.
Status We anticipate an increase in the volume of evidence submitted as a result of the new advanced tools and software being implemented by the Property Bureau.
These cutting-edge technologies, including enhanced data analysis programs and digital evidence management systems, will streamline the collection and organization of evidence. With these improvements, we anticipate generating more comprehensive and high-quality evidence for each case. As a result, this will not only enhance our investigative capabilities but also contribute to more successful outcomes in legal proceedings.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of automated license plate readers (ALPR)-
assisted investigations 28 48 70 80
# of cases submitted to the Investigations
Bureau for review 495 454 470 500
# of cases sent to the District Attorney’s
Office 327 360 375 380
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of parking citations issued 1,440 2,371 3,000 3,500
Description This measure tracks the number of written and electronic notices issued to vehicle owners when their cars are parked in violation of local parking regulations.
Purpose A metric used to evaluate the effectiveness of parking enforcement and to assess how well the parking enforcement team performs their duties.
Status We have observed a significant reduction in the total number of parking citations issued over the past year. However, we anticipate an increase in citations in FY 2025. Due to the recent hiring of several new Community Services Officers, we expect to improve our ability to identify and address parking violations more effectively.
Police Services
Objective 3
Traffic and parking enforcement, citation issuance rate, warnings, targeted enforcement, and actions aimed at improving roadway safety.
Deputies engaged in ongoing, targeted traffic enforcement activities enhance visibility and help reduce traffic accidents.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
311
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June 09, 2025 Packet Pg. 445
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of traffic citations issued 2,077 3,624 3,700 3,800
Description This metric refers to the number of written and electronic notices issued by deputies to a motorist notifying them that they have violated a traffic law.
Purpose This measure directly reflects the number of traffic violations detected and cited by deputies, providing a basic indicator of their enforcement activity on the road.
Status The anticipated increase in traffic citations may be attributed to several factors.
One reason could be the heightened efforts of law enforcement, including more patrols and checkpoints. Additionally, an increase in traffic volume in the city creates more opportunities for violations. Moreover, technological advancements, such as automated traffic cameras, may also play a role in catching infractions.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of abandoned vehicles tagged 470 500 525 550
Description This measure tracks the number of abandoned vehicles, with a notice that displays the date and time of the marking, highlighting the effectiveness of our Community Services Officers in removing potential roadway hazards.
Purpose To identify potential roadway hazards, improve traffic flow, and prevent accidents caused by vehicles left in dangerous positions.
Status In FY 2023-24, we noted a significant increase in the number of abandoned vehicles tagged for removal. This rise is likely due to enhanced educational efforts through our community publications, which have raised awareness about the issue. Additionally, residents are taking more proactive measures by actively reporting the abandoned vehicles they encounter.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of complaints addressed through Inform San
Carlos (Accela) 615 692 700 720
# of traffic stops 1,412 1,500 1,520 1,550
# of parking complaints 498 688 700 720
# of targeted enforcement campaigns 20 20 25 30
# of DUI arrests 30 25 30 35
# of vehicles screened during DUI checkpoints 1,076 1,800 2,000 2,000 # of overtime hours dedicated to downtown
patrol 170 330 300 300
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
312
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June 09, 2025 Packet Pg. 446
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS 1,470,100 1,465,104 1,697,500 1,709,000 1,898,100 2,040,500 PERSONNEL TOTAL ----> 1,470,100 1,465,104 1,697,500 1,709,000 1,898,100 2,040,500
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 11,367,300 10,643,674 11,958,670 11,533,670 12,678,100 12,914,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 54,000 79,061 55,600 55,600 57,300 59,000
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 11,421,300 10,722,735 12,014,270 11,589,270 12,735,400 12,973,100
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 12,891,400 12,187,838 13,711,770 13,298,270 14,633,500 15,013,600
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - - - - -
EXPENDITURES & TRANSFERS TOTAL ----> 12,891,400 12,187,838 13,711,770 13,298,270 14,633,500 15,013,600 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 48,900 27,860 50,400 48,200 39,600 40,800 FINES & FORFEITURES 316,800 158,290 326,400 162,000 166,200 171,100
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 1,000 216,928 1,000 12,300 500 500
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 366,700 403,078 377,800 222,500 206,300 212,400 GENERAL TRANSFERS IN - - - - 100,000 100,000
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - 100,000 100,000 REVENUE & TRANSFERS TOTAL ----> 366,700 403,078 377,800 222,500 306,300 312,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 12,524,700 11,784,760 13,333,970 13,075,770 14,327,200 14,701,200
POLICE SERVICES
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 313
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June 09, 2025 Packet Pg. 447
EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 163,900 150,000 168,800 168,800 173,900 179,100
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 163,900 150,000 168,800 168,800 173,900 179,100
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 163,900 150,000 168,800 168,800 173,900 179,100 TRANSFERS OUT - - - - 100,000 100,000
ALLOCATIONS OUT FOR WORKERS COMP - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> - - - - 100,000 100,000
EXPENDITURES & TRANSFERS TOTAL ----> 163,900 150,000 168,800 168,800 273,900 279,100 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES 174,800 186,159 180,000 181,000 185,400 191,000
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 6,500 19,167 7,100 16,900 8,100 8,300
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 181,300 205,326 187,100 197,900 193,500 199,300
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 181,300 205,326 187,100 197,900 193,500 199,300 PD GRANT FUND NET EXPENSE (REVENUE) ----> (17,400) (55,326) (18,300) (29,100) 80,400 79,800 POLICE GRANTS (17000000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 314
10.c
June 09, 2025 Packet Pg. 448
Management Analyst
(0.33)
Deputy Fire Chief
(0.66)
Redwood City/San Carlos Fire Department
Organization Chart
Fire Chief
(0.25)
Battalion Chief
(1)
Battalion Chief
Training Officer
(0.33)
Administrative
Assistant
(0.33)
Battalion Chief EMS
Division
(Contract Employee)
Fire Marshal
(0.33)
Fire Prevention
Administrative
Secretary
(0.33)
Fire Captain
(6)
Fire Prevention
Officer
(1.5)
Firefighter
(6)
Paramedic
(6)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 315
10.c
June 09, 2025 Packet Pg. 449
� �ARL0S�P0TLIGHT
San Car os Fire Department 1926
San Carlos to Have a
Modern Fire Department
81111 :11rlo., th" hu. !ling- 111111' 1°011 1
111 111111v Ju. 1 011th or 8:111 \l111Pu. 111
10 hnvp u mndl'rn fin• <11•pnr1111, 111
\JlJIUl'UIIIH whkh will lor111 lht• rlr I
111111 of th•· rirP rlghlin� Pq11lp1111•111
I. to II(• (lpfl\1•n•1l withl11 11 f1•11 1111
l'lllll 11111(1 h,t!I lt1•1'II Jllll'lhll�l'd OIi
11 hkh 10 l'l'Prl a 1110<1, 111 hP,1<lq11:1r
1 11'1 .
I Thi' 1111,. I. ut lht• rt1r11\'r or 1.1 111
rt•I 111111 C'111,,,,.. ""1•11111 • Orgu11l1.11
11011 0 II vol1111t,•l'r <IP11,1rlrnP•tl ,,. 1111
11 r 11·av un<I .'an C'arlo 11 ill """n
Utk11 ht•r pl111· • 01110111-: tlw pruvn•� ll't•
t'lti1•. or 11w P1 11f11,.11la 111111 11 11w<l
•r11 flr,•-fl •h1i11� org1111lz11tio11.
Daily News Leader, 1923
Sanitary and Fire District Elections at San
Carlos Given Majorities
E!!' llonR ror th!' formation or o
�anliary dl11lrlct 111 Sun Corio. ond
ror a bond lssu or 2500 ror Quipm nt or a rlr!' cl1•11n rtnwnt. lllll'!' b<' n t•arl d with h1111dRom maJoritle11 In
both l'R!tl'II and Lh lll'XI Hl ll In 1 h It{'
lm11rovom 11111 ror th bu. tllng llrtl
l' mmunlty ,are Roon to be under way,
It was stutrd today.
Dir rtors ror th s11nlt11ry dlslrl t
wer h•ct cl 11s follow : nob rt
John11011. Dr. J. G. Null, William
. rott. C: org , r•snon and .\I. JlCllkr.
�
--
r!'tl Odg!'r11 11·:1� rll' ll'cl U!i�(')IKOr for
I hp ,ll)ltl'I L.
Daily News Leader, 1923
Tl.7• :.ql,,( al on h(•h ,ir or tht' llrP
1•omml�1dnnpr or Hun \nrlo�. w1u, h�
Ht1Pd todny R!i to hH\'"
Fire Danger Warning
Issued in San Carlos "Tlw fir<' c-01111 1 ... ,1011 ,, s or �an CnrloR rNt1n•flt lh t t hO.i • tl11slrfn lo
l)up to tht• unu uni clry . ('11!1'111 In hurn gr••· or M11M,1t• on th1•lr own tlll' 1fto
lni ) or. Al l 1•rlo , f(' ltknt:oo or octjn(t'lll pruJ'Pl'I•. t·ornrnunltat or lh t ('Ollllllllllfl� (Ip lrln' lo h11rn "Ith an, m(•mhn I lh•• ho:>ril or llr, rf ,·omml��, n,•r"' to thut thf' nr,1 dr--
• raA. utul rnhhl�b In ou11loor rP. parunrnt ""'l 11 ,,,., und thu• uld In 11:111 ht•t•n II kt•tl to 1·0J>1 nuniralt• ·I 11 n•dut'lng th•• tlrt• haaurd u•uall) ut 11rn11t•r uthnrlllt•� lO tlrt lt'lll )10'1Hi- tt•ndnnt upon th<• burning of dry hip ll'P, ,I nr tlw flllllh � 11rssK."
Daily News Leader, 1924
FIRE CHIEF or
SAN CARLOS IS
BAOLYHURTAS
TANK EXPLODES
}:1hoortl J. Whl'o•l,•r, ••·ll•lcno n
rt•h tl1•n1 or 1'11n C'arlo 001I c·hh•r or
th!' flan C'arlo volun11 r ftrP t11•par1
UH nt I In th �•n �l:ltc'O 1·ounty
ron1muoh' Ito pit I loday •ll h lll'TI•
on l11J11rll' a tltt > r•• ult or n ,. -
plo loo or a l'lu•ml al t nk at thl'
i:; n (' rlo1 tlrt• d 11artml'ot.
I Ito 1 .h uft'PrluK a rrartur or
llu �kull nil ot h••r lnJurl . h I•
1• �•·ted to N'l'OY r. a rordln,r to
nr. II. . latt.-nbur or R.-d ood
It . all •ndlnit ph)'lli<'I D.
II Id thl' kull Cral'turP, C"hlpf
Wht'{'I r' iuJurlt>M In lud1• a rractur
or the DO {', hrok,•n IIDICl'f OD lhl'
rl11ht hand. 11erlou11 loJurl.- to both
t• l' an,I a hall 1'111 OVPr tho rl11ht
a w1•1l AM minor IBl'1>ratloo11.
lit> Y.R ru llt'd to th•• ho pllal.
wh N' phy lrlan11 111 Or t d • pair !Cl
or "8 lnl{ thP rl11ht (')'I'. hll'h wa
mo l rlOUMI)' lnju1 d. Dr. ("lalll'nhurl{ tat1•d todll) I hat th• 111,rht or hoth PY"" I rl'lurnln• and that Chi r
\\'h I r •·Ill r l'O\' •r uni 1•ompll1'11tlon11 IITI
Thi' II <'hll'nt OCl'DrN'd u the D
Carlo hi r •·1111 11ho11t to r load a
l'hl'mlral tonic, whfrh had bN>n partially rmptll'd at ■ nr . 11 <'hlc-r Wh lt>r WII 1• amlnln thf' tanlr lb,
rt•m:1lnlnl{ 1•h.-ml al P plod1'CI, a
hPII\ • hrODlW l'OH•r or lhl' l'Ont lnf'r
hdn,c thro"n Into hi rBl't>.
('hlt•r Whl't•I r ·a r nderf'CI unron,wlou11 II)' thl' blow, whkh hat• tl'N'd hi� no " ■ml rraetured a rrootnl kull bou,• JUMl al)OY th ftOM' •• II II lnftlC'lln a rlou11 al\Jlh OYl'r
1 hi' rl,cht 1•\t•, whir It N'quln-d many
tltl'lll·M to I l'I'.
Ur. C"latt1•11h11ri:; ••a11 nlle,I by
omrnd,• of thl' t·hlrf, •·ho hnrri -d
tht• Injured mun 10 th,• ho pltal
lll'Orh)'.
hlrr \\'ht ler I one of thP ploD('('r r 11ld nt of 1h !I n C'arlc>11 eommunll)'. 11nlf wn <·ho 1•n rhl •r of th volunt...-r fir dppnrtm nt at th 11ml'
or lt11 or,:antz tlon v1•r I month
1(0.
Daily News Leader, 1924
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
316
10.c
June 09, 2025 Packet Pg. 450
FIRE & EMERGENCY SERVICES
Mission
Protect life, property, and the environment from fire, medical, disaster, and hazardous materials-related incidents through emergency mitigation, public education, and code enforcement.
Organization
San Carlos Fire Services (“Fire Services”) is provided by the City of Redwood City Fire Department, which delivers service out of two San Carlos fire stations.
Org Code
01491000, 01491031
Dept #
4910
Description
Under the direction of the City of Redwood City Fire Chief, Fire Services consists of the complete firefighting personnel resources of the City of Redwood City Fire Department delivering emergency and non-emergency services to San Carlos. The Redwood City Fire Department supervises and manages one full-time regular Fire Prevention Officer for the City of San Carlos
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
317
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June 09, 2025 Packet Pg. 451
FIRE & EMERGENCY SERVICES
Program Name Fire Services
Major Services • Fire suppression
• Emergency medical services
• Fire prevention
– Fire and life safety inspections
– Fire origin and cause investigations
– Plan reviews
• Public assist calls for service
– Lock outs
– Smoke investigation
– Occupants stuck in elevators
– Water leaks/flooding
– Assist people with access and functional needs
– Trees/wires down
– Other non-emergency requests for service
• Rescue response
• Community Emergency Response Team (CERT)
• Public Education/Community Outreach
– Station tours
– School visits
– Community events (i.e., meetings, Public Safety Fair, Hometown Days, etc.) – Junior Fire Academy
– Explorer Program
FY 2024-25
Accomplishments
Fire and Life Safety Inspections: Completed 100% of all annual statemandated fire and life safety inspections on time. Recruitment Process: Standardized recruitment by offering at least twice yearly recruitments to ensure active hiring eligibility lists are readily available to fill vacant positions. In this past fiscal year, Fire Services conducted five recruitments, including positions for Fire Chief, Deputy Fire Chief, Fire Captain, Emergency Preparedness and Outreach Coordinator, and all Firefighter positions
Fire and Emergency Services Contract: Signed third amended and reinstated agreement between Redwood City and San Carlos for Fire and Emergency Services through June 30, 2027, including an option to extend the agreement for up to two additional years
Wellness Program: Submitted a detailed request for proposal and evaluated potential vendors based on specific criteria and measurable metrics in line with National Fire Protection Association (NFPA) standards. Selected a vendor to conduct on-site annual physicals for all Fire Services personnel to ensure their health and well-being
Fuel Mitigation: Completed annual fuel mitigation work to establish fire breaks in collaboration with the Parks and Recreation and Public Works Departments.
This past year, the Fire Department focused primarily on Eaton Park, Big Canyon Park, Arguello Park, and a city-owned parcel off La Mesa Drive FY 2025-27 Goals Host a community presentation on emergency preparedness in June/July 2025 to inform and educate the community on how they and the City can prepare and respond to disasters
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
318
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Prepare and mail an “Emergency Preparedness Spotlight” in September 2025 to inform and educate the community on how they and the City can prepare and respond to disasters
Partner with the City of Belmont to enable emergency vehicle access and community evacuation access at Hallmark Drive (Belmont) and Crestview Drive (San Carlos) by December 2025
Continue maintaining up-to-date information on the City’s “Wildfire Preparedness” and “Emergency Preparedness” webpages. Educate community volunteers about disaster preparedness and train them in basic disaster response skills through the Community Emergency Response Team (CERT) program
Rebrand the Fire Prevention Bureau to Community Risk Reduction Division (CRRD)
Establish baseline data and a reporting format for new Fire Services performance measures identified in February 2025, collaborating with relevant departments to ensure feasibility and integration into the reporting framework, with an initial report to the City Manager in February 2026 Initiate a comprehensive update of the Local Hazard Mitigation Plan (LHMP) by June 2026 to align with the latest state and federal requirements, ensuring continued eligibility for disaster funding and risk reduction initiatives Provide annual fire and emergency services update to the City Council by March of 2026 and 2027
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Program Goals Fire Services aims to protect life, property, and the environment from fire, hazards, and other types of emergencies.
Fire Services
Objective 1
Provide professional emergency response services to San Carlos.
The goal of measuring the response metrics is to track changes over time. As the city grows, demand grows with it. These statistics allow us to forecast the community's future needs and plan accordingly.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Average reaction time for EMS Calls
Average reaction time for all calls
1:31
1:34
1:30
1:31
1:28
1:27
1:27
1:23
Average travel time for EMS calls
Average travel time for all calls
3:57
4:36
4:03
4:56
4:09
5:01
4:15
5:05
Average Response Time for EMS Calls
Average response time for all calls
6:09
6:21
6:15
6:23
6:21
6:27
6:26
6:31
Description The San Carlos Fire Department is dedicated to delivering timely, professional, and effective emergency response services to the community. This includes fire suppression, emergency medical services, public assistance calls, and other critical responses to hazardous incidents. The department ensures its personnel are highly trained and equipped to handle emergencies efficiently, mitigating risks and safeguarding residents, businesses, and property.
This key performance measure tracks the overall response time in minutes for emergency calls, including reaction time (time from dispatch to unit en route), travel time (time from en route to arrival), and total response time (from dispatch to onscene arrival). These metrics apply to Emergency Medical Services (EMS) and all emergency call types, providing insight into the department’s efficiency in responding to incidents. The county standard is to have a fire agency paramedic on scene within 6:59 minutes.
Purpose Monitoring response times evaluates the effectiveness of emergency service delivery and identifies areas for improvement. By analyzing these times, Fire Services can enhance operational efficiency, optimize resource deployment, and ensure rapid emergency response, ultimately improving public safety and patient outcomes.
Status The dispatch and response data analysis for the current fiscal year shows that the department is maintaining or improving its response time targets. As of March 2025, average reaction and travel times for EMS and fire calls are within the expected range. Ongoing efforts to optimize deployment strategies, improve route efficiencies, and enhance firefighter training continue contributing to stable response performance.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fires contained to the structure of
origin N/A 90% 90% 90%
Description This key performance measure tracks the percentage of fires successfully contained within the structure where they originated, preventing their spread to adjacent CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
320
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buildings or areas. It reflects the effectiveness of station locations, response times, and fire suppression efforts.
Purpose Monitoring this measure aims to assess the efficiency of fire containment strategies and firefighting operations. A higher percentage indicates successful intervention, minimizing property damage and reducing the risk of casualties. It must be noted, however, delays in reporting an incident or the absence of detection systems can negatively impact this performance measure. Tracking this metric helps continuously evaluate training, resource allocation, and response effectiveness to improve fire suppression efforts.
Status This is a new metric introduced for fiscal year 2025. Preliminary tracking indicates that the department is on pace to meet the 90% containment target, with early data suggesting successful suppression efforts. The department is updating fire incident reports to ensure accurate documentation and will refine data collection methodologies as the year progresses.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents indicate that they are
satisfied with the City’s effort to provide
fire protection, prevention, and emergency
medical services
N/A 93.6% N/A 95%
Description This satisfaction survey data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
Status The latest survey was conducted in 2025 and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Call Volume by Service Type:
- EMS/Rescue 1,752 1,848 1,950 2,057
- Fire 37 39 41 43
- Service Call 1 467 493 520 548
- False Alarm 271 286 302 318
- Good Intent 2 526 555 585 618
- Hazardous Condition 96 101 107 113
- Rupture/Explosion 0 0 0 0
1 Service Call includes calls for person in distress, water problem, smoke problem, animal problem or rescue, public service assistance, unauthorized burning, and cover assignment/standby at fire station/move-up 2 Good Intent calls include calls that are dispatched and canceled in route, wrong location/no emergency found, controlled burning, vicinity alarm, steam/other gas mistaken for smoke, EMS call where party has been transported, hazmat release investigation with no hazmat
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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- Severe Weather 9 10 11 12
Total number of calls for service 3,158 3,332 3,515 3,708 Fire Services
Objective 2
Public outreach and citizen training efforts.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CERT and public education
events/class participants 2,000 3,200 3,500 3,605
% of class participants satisfied with the
event/class N/A N/A 90% 95%
# of CERT volunteers 32 42 45 48
Description Public education and community engagement are integral to fire prevention and emergency preparedness. The Fire Department conducts educational programs such as Community Emergency Response Team (CERT) training, school visits, station tours, and public safety fairs. These initiatives aim to equip residents with the knowledge and skills to prevent fires, enhance disaster preparedness, and assist first responders during emergencies.
Purpose This aims to increase public awareness and resilience through proactive engagement and training programs. Fire Services can assess community participation and improve its strategies for disseminating critical safety information by measuring the number of outreach events, CERT classes, and social media interactions.
Status This is a new metric introduced in fiscal year 2025. As of March 2025, the department has completed the majority of scheduled CERT and public education events, with attendance levels meeting or exceeding expectations. Public outreach and increased coordination with community partners and schools have contributed to strong participation. Plans for the remainder of the fiscal year include additional outreach efforts focused on wildfire preparedness and home fire safety.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of department social media
followers/members N/A 91,105 93,883 96,698
Description This key performance measure tracks the number of social media followers and members across the department's official communication platforms (Instagram, Meta, X, TikTok, & Nextdoor). It reflects the reach and engagement of the Department's digital presence, including updates on emergency preparedness, fire prevention tips, public safety announcements, and community events.
Purpose Tracking social media followers and members assesses the effectiveness of the department’s online outreach and public engagement efforts. A growing social media presence indicates increased community awareness and accessibility of critical safety information. By monitoring these metrics, the Department can refine its digital communication strategies to ensure the timely and widespread dissemination of essential fire safety and emergency preparedness messages.
Status This is a new metric introduced in fiscal year 2025. The department’s online presence continues to expand, with a steady increase in social media followers. As of March 2025, engagement metrics show positive trends in public interaction with safety CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
322
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messages and emergency preparedness content. Continued focus on high-quality content and timely updates will support further growth. Once we have baseline data, we will measure predictions and success by using a follower growth rate.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CERT and public education
events/classes conducted 72 85 88 90
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Fire Services
Objective 3
Fire code inspections, permitting, and enforcement.
The primary goal of code inspections and enforcement is fire prevention. During inspections, we confirm that businesses have proper fire protection in place, all cooking areas are free from grease buildup, and escape routes are clear for quick escape during a fire. Our plan review process ensures that new construction is compliant with state and City codes regarding fire suppression and alarm systems, proper occupant load, proper exits, etc.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of Fire & Life Safety mandated
inspections that are completed
100% 100% 100% 100%
Description State and local codes require mandated inspections, including those for schools, apartment buildings, and other occupancies with specific fire life safety requirements.
Construction inspections ensure that fire safety systems are installed and maintained according to approved plans and codes.
Purpose These inspections aim to proactively identify and correct potential fire hazards, protect public safety, and ensure compliance with fire and building codes. Regular inspections reduce the risk of fire-related incidents and ensure that buildings meet minimum safety standards for occupancy.
Status As of March 2025, the department has completed over 90% of its mandated annual inspections and regularly conducts construction inspections. The department is on track to finish 100% of the required inspections by the end of FY 2024–25.
Collaboration with building officials and improved scheduling tools can enhance inspection efficiency and compliance tracking.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fire investigations with a determined
cause
63% 50% 50% 50%
Description This measure reflects the percentage of fire origin and cause investigations in which the department determined a definitive cause. For comparative purposes, in FY 2023, 25% of fire investigations resulted in a determined cause.
Purpose Investigating the cause of fires supports fire prevention efforts, helps identify trends or common ignition sources, and contributes to legal or insurance proceedings when necessary. Determining cause also guides public education strategies and informs code enforcement priorities.
Status As of March 2025, the department has conducted a consistent number of fire investigations, with a fair percentage resulting in a determined cause. This reflects the training and experience of fire prevention personnel and supports the department’s goal of learning from incidents to prevent future occurrences. Ongoing documentation improvements are helping enhance investigative accuracy and reporting.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Fire & Life Safety mandated inspections
conducted 228 228 228 228
# of Fire & Life Safety construction 346 356 367 378
# of plans reviewed 208 252 260 267
# of plans reviewed on time 208 252 260 267
# of fire investigations conducted 8 4 4 4
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
325
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 204,300 126,829 210,400 165,200 216,700 223,000 BENEFITS 2,075,100 1,982,185 2,178,200 2,164,500 2,404,300 2,927,400 PERSONNEL TOTAL ----> 2,279,400 2,109,014 2,388,600 2,329,700 2,621,000 3,150,400 UTILITIES 42,700 43,165 44,000 44,000 45,300 46,600
OFFICE ADMINISTRATIVE - 300 - - - -
PROFESSIONAL SERVICES 9,800,500 9,531,684 10,341,500 10,241,500 10,904,800 11,494,100 UNIFORMS & SAFETY EQUIPMENT 600 - 600 600 600 600
PROFESSIONAL DEVELOPMENT - 1,446 - - 1,000 1,000
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 121,600 64,099 125,200 71,800 75,000 77,300
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 9,965,400 9,640,694 10,511,300 10,357,900 11,026,700 11,619,600
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 12,244,800 11,749,707 12,899,900 12,687,600 13,647,700 14,770,000 TRANSFERS OUT 76,000 76,000 76,000 76,000 72,000 75,000 ALLOCATIONS OUT FOR WORKERS COMP 6,500 6,500 6,700 6,700 36,300 38,200
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 82,500 82,500 82,700 82,700 108,300 113,200 EXPENDITURES & TRANSFERS TOTAL ----> 12,327,300 11,832,207 12,982,600 12,770,300 13,756,000 14,883,200 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 199,800 233,265 205,800 205,400 190,000 195,600
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS 32,800 86,513 33,800 50,000 54,800 56,400 OTHER REVENUE - 275 - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 232,600 320,053 239,600 255,400 244,800 252,000
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 232,600 320,053 239,600 255,400 244,800 252,000 GENERAL FUND NET EXPENSE (REVENUE) ----> 12,094,700 11,512,155 12,743,000 12,514,900 13,511,200 14,631,200
FIRE & EMERGENCY SERVICES
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 326
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Sr Maintenance
Worker – Parks
(1)
City Engineer
(1)
Public Works
Superintendent
(1)
Public Works Department
Organization Chart
Public Works
Director
(1)
Maintenance
Contractors
Sr Maintenance
Worker - Facilities
(2)
Public Works
Assistant
Superintendent
(1)
Sr Maintenance
Worker
(2)
Administrative
Assistant
(1)
Management
Analyst
(1)
Sr Maintenance
Worker- Parks
(4)
Maintenance Worker
(10)
Sr Admin Clerk
(1)
Maintenance
Contractors
Reclassed
Underfilled
Seasonal Staff
Principal Engineer
(1)
Senior Traffic
Engineer
(1)
Associate Engineer
(1)
Associate Engineer
(1)
Civil Engineering
Assistant
(1)
Civil Engineering
Technician
(1)
Associate Engineer
(1)
Sr Mechanic
(1)
Public Works
Inspector
(1)
Sr Maintenance
Worker - Facilities
(1)
Intern
(1)
Public Works
Assistant
Superintendent
(1)
Assistant Public
Works Director
(1)
Civil Engineering
Assistant
(1)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 327
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June 09, 2025 Packet Pg. 461
� �ARL0S�P0TLIGHT
2fu/3{ic Works 1Jeyartme11t �!� .,
Public Works Vehicles, 1960s
SlN Cl�lOS lETS
ST�EET CDNnlCT
SAN CARLOS, Aug. 11.-Con
tract for the paving of Holly
treet as a traffic arterial
the old county road to the Bayshore highway was awarded by the city coun i1 this morning to
hrls L. Jordan of Belmont, who e
figure was 6375.
Jordan' bid was the lower of
two ubmttted. \; .
t I u a hill of ,6'i _
c-n n y , .. ill be r
1 ta.1 cost.
Ty on
, an 1\fa
d the
Redwood City Tribune, 1930
San CarloR />
la.ns
lJ{oJ'e Street W
1urk
fl,\ N C.A RT.0�, Juno 10.-Plr.ll .. '
fol' pn•;ii:, on r.cld1t1uriul l 7 nrrr.�
t'l'<"l'11tl�• ,11:lrliv'<lcri in Lhc 11outl1-
1c&L 11onion or C:.in C<1r:os ,1· 1·r,
lls�:1. c; I, hy thr ciry co1..11cH lni,t
nii;lit. Nl:un the rcsu:t o! 11 :ipccinl
elect on on :i t,1 �/)( :l hone! i:;i;uc wa
�:rnvo.,?e:d. The o·Jr.cil oppr-1vc1!
' �he ·.·ol!: o� �•-t to I :1. l'hl\ lond
will 11rnv:<lc ulveit
., nlo11c P11:�s
ere k nc one m·N· ,r<iilkr�u
err k t.i Tk-<l \OOd Cltr, Pinnc; ior
l11..: :sln.-<.:t work w1ll bn pr�c:ilctl
to the C<>U!"lcil Tl:urs<loy night Ly
1 Cily E11L{i111:t� G.:c-r;::o A. Kncc:.c, i
\\'U :.1111 Cl 1:>.�t ni[:ht.
The Times, June 10, 1930
Redwood City Tribune, 1946
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
328
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PUBLIC WORKS DEPARTMENT
Mission
The Department of Public Works is responsible for the design, construction, contract administration, and overall maintenance and operation of the City's transportation, stormwater, wastewater, parking, buildings, and parks infrastructure.
Organization
The Department is comprised of Administration/Engineering and Maintenance, including Streets, Sewer, Storm, Traffic, Fleet, Parks, and Facilities. Overall, Department funding is allocated to seven operational budgetary units: Admin/Engineering (5110); Fleet (5311); Street Maintenance (5411); Traffic Operations (5611); Wastewater (6311); and Stormwater (5211); and three capital budget units: Gas Tax (1610); Measure A (5711); and Parking (2811). Descriptions are included within each budgetary unit.
Org Code
01511000, 01531000, 01541000, 01561000, 01711000-01719000, 06631000, 14391000, 14571000, 15521000, 16610000, 18188000, 28281000, 95951000
Dept #
1880, 2810, 3910, 5110, 5210, 5310, 5410, 5610, 5710, 6100, 6310, 7110-7190, 9510 Description
Under the direction of the Public Works Director, the Public Works Department consists of 39 fulltime regular employees and 12.9 contract employees.
Program Management
Administration/Engineering (13 FTEs) Public Works Director/City Engineer Facilities Maintenance (8 FTEs/Contract) Public Works Superintendent Fleet Maintenance (1 FTE) Public Works Superintendent
Park Maintenance (14.9 FTEs/Contract) Public Works Superintendent Wastewater (10 FTEs) Public Works Superintendent
Stormwater (2.5 FTEs) Public Works Superintendent
Street Maintenance (2.5 FTEs) Public Works Superintendent CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 329
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 3,270,775 3,125,733 3,626,075 3,464,100 4,075,775 4,197,575 BENEFITS 1,706,600 1,357,061 1,833,950 1,555,900 1,983,200 2,092,400 PERSONNEL TOTAL ----> 4,977,375 4,482,794 5,460,025 5,020,000 6,058,975 6,289,975 UTILITIES 762,900 787,951 970,400 970,000 999,200 1,029,000 OFFICE ADMINISTRATIVE 233,200 230,513 240,100 240,100 247,200 254,500 PROFESSIONAL SERVICES 2,896,152 2,920,734 3,101,700 3,101,700 3,234,600 3,330,500 UNIFORMS & SAFETY EQUIPMENT 10,200 5,966 10,400 10,400 10,600 10,800 PROFESSIONAL DEVELOPMENT 36,931 19,254 35,600 35,600 36,600 37,600
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 400 - 400 400 400 400
EQUIPMENT MAINTENANCE 155,600 134,810 153,700 153,700 158,100 162,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 4,095,383 4,099,228 4,512,300 4,511,900 4,686,700 4,825,400 CAPITAL OUTLAY 57,900 22,613 59,700 52,400 61,500 63,400 CAPITAL OUTLAY TOTAL ----> 57,900 22,613 59,700 52,400 61,500 63,400 EXPENDITURES TOTAL ----> 9,130,658 8,604,635 10,032,025 9,584,300 10,807,175 11,178,775
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO SEWER 52,100 52,100 53,700 53,700 55,300 56,900 ALLOCATIONS OUT FOR WORKERS COMP 70,800 70,800 73,000 73,000 168,300 177,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 155,100 155,100 159,800 159,800 207,400 213,700 TRANSFER OUT TOTAL ----> 278,000 278,000 286,500 286,500 431,000 448,400 EXPENDITURES & TRANSFERS TOTAL ----> 9,408,658 8,882,635 10,318,525 9,870,800 11,238,175 11,627,175 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 337,400 225,749 407,500 412,000 419,700 432,300
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES 6,000 94,917 6,200 6,200 6,400 6,600 LICENSES & PERMITS 349,400 414,949 359,900 405,900 416,700 429,200 OTHER REVENUE 305,100 467,568 363,400 451,400 442,100 456,100
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - 153,600 63,300 - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 997,900 1,203,182 1,290,600 1,338,800 1,284,900 1,324,200
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 1,164,500 1,164,500 1,374,500 1,374,500 1,674,000 1,724,200 ALLOCATIONS IN FROM NPDES 152,000 152,000 156,600 156,600 205,300 211,500 ALLOCATIONS IN FROM GAS TAX 335,300 335,300 345,400 345,400 355,800 366,500
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,651,800 1,651,800 1,876,500 1,876,500 2,235,100 2,302,200 REVENUE & TRANSFERS TOTAL ----> 2,649,700 2,854,982 3,167,100 3,215,300 3,520,000 3,626,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 6,758,958 6,027,654 7,151,425 6,655,500 7,718,175 8,000,775
PUBLIC WORKS DEPARTMENT
BUDGET SUMMARY (General Fund only)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 330
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PUBLIC WORKS DEPARTMENT
Program Name Administration/Engineering
Organization 13 FTEs: Public Works Director, Assistant Public Works Director, City Engineer, Principal Engineer, Senior Traffic Engineer, 2 Associate Engineers, 3 Civil Engineering Assistants, Civil Engineering Technician, Public Works Inspector, Management Analyst, Administrative Assistant
Major Services • Capital Improvement Program/engineering • Development and permitting
• Traffic engineering
• Traffic operations analysis and investigation services • Safety and effective movement of people and vehicles
• Parking programs
• Sidewalk Maintenance Program
FY 2024-25
Accomplishments
• Completed the Pulgas Creek Watershed Management Plan
• Completed the update to the Sewer Master Plan
• Completed the update to the 5-year Paving Master Plan • Completed construction of Fire Station 16
• Constructed San Carlos Ave. Phase III Pedestrian Safety Improvement Project • Completed landslide repairs across from 270 Dartmouth Ave, behind 995 Crestview Dr., behind, 3144 Brittan Ave., and behind 3141-61 Melendy Dr. • Completed Storm Drainage improvements at 1000 Drake Ct., 1005 Drake Ct., 261 El Camino Real, and 3017 Brittan Ave.
• Completed the demolition of the 1232 Cherry Street building • Completed approximately 8,700 lineal feet of pavement crack sealing • Completed the largest Pavement Rehabilitation Progrm project to date with the resurfacing of 68 streets
• Completed the largest Sewer Rehabilitation Program project to date with replacement/rehabilitation of 9,300 linear feet of sewer mains, 216 lower laterals, and 50 manholes
• Completed sidewalk shaving throughout the entire city • Completed the Traffic Signal Master Plan
• Completed the Local Roadway Safety Plan
• Completed Transportation Study Guidelines
• Completed the Midblock Crossing Project at Industrial Rd. • Completed the Safe Routes to School Project at Arroyo Ave. and Chestnut St. • Completed Upgrade of 75 Pedestrian Signal Heads
• Completed the Illuminated Street Name Sign Replacement Project • Completed the pre and post installation study and public outreach for the Greater East San Carlos Slow Street Pilot Project
• Completed installation of Kadence technology at all traffic signals along El Camino Real
• Completed Pick Up/Drop Off Pilot Project in Downtown
FY 2025-27 Goals • Design of safety improvements for pedestrians and bicyclists at the Holly/US 101 interchange
• Complete public outreach and design of improvements for the San Carlos Pedestrian Safety Improvement Phase IV Project
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 331
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• Complete the environmental processing and design of the Shoreway Rd.
Sanitary Sewer Main Replacement Project
• Conduct a nexus study and update transportation impact fees • Complete the School Travel Fellowship Program Project at Mariposa and Tierra Linda Schools
• Complete installation of video detection pilot equipment at 2 locations • Complete installation of a Kimley-Horn Integrated Transportation System at 12 intersections
• Complete installation of battery backup systems at all San Carlos-maintained traffic signals
• Complete installation of rapid rectangular flashing beacons at Industrial Rd. and Tanklage Rd.
• Complete the Industrial Rd. Turning Mitigation Project • Complete the Crestview Dr. and Edmonds Rd. Pilot Roundabout • Complete the downtown traffic study as part of the Downtown Specific Plan • Complete the downtown parking study as part of the Downtown Specific Plan • Complete the Parking Policy and TDM ordinance update
• Complete the upgrade of accessible push buttons
• Complete public outreach and sidewalk improvements along Brittan Ave., between Milano Way and Alameda de las Pulgas
• Complete sidewalk improvements along San Carlos Ave., between Cordilleras Ave. to Alameda De La Pulgas
• Complete the Tierra Linda Sanitary Sewer Pump Station improvements • Complete the annual Sanitary Sewer Rehabilitation, Lateral Replacement and On-call Sewer Replacement projects
• Complete the annual Sanitary Sewer Main Root Foaming Project • Complete the annual On-call Traffic Markings and Striping Project • Complete the annual Storm Drain Improvements Project
• Complete the Library Building Emergency Back-Up Generator Project • Complete the Highland Park Path Project
• Complete the 2025 Landslide Repairs Project
• Complete the Wastewater Financial Rate and Capacity Charge Study CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 332
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Program Goals The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs and services that meet the needs and interests of San Carlos residents and businesses.
The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.
The goal of the Traffic/Engineering Program is to provide traffic operation analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.
The goal of the Parking Program is to administer permits for existing City parking lots and on-street parking to provide for resident and business parking needs.
The goal of the Capital Improvement Program (CIP) is to systematically undertake and evaluate potential projects to preserve the City’s infrastructure while ensuring efficient use of public funds.
The goal of the Development and Permitting Program is to process, review, and approve development of public and private plans and applications to ensure conformance with local, state, and federal requirements.
Leadership and
Management
Objective 1
The goal of Administration/Engineering is to provide leadership, oversight, and support to develop and deliver innovative, high-quality programs and services that meet the needs and interests of San Carlos residents and businesses.
The performance measures we use are designed to ensure we are meeting this objective. We prioritize the Council’s Strategic Plan objectives assigned to our department to ensure their completion. We ensure we expedite our activities, including taking items regularly to Council for direction. We provide regular updates and communications to the Council and community through the Council Newsletter and presentations to committees. We also receive many requests electronically, which is an efficient way to communicate with the community about our activities.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of residents satisfied with the City’s effort to
maintain storm drains, sewers, and creeks N/A 93% N/A 95% Description This data is collected as part of the Community Satisfaction Survey that is conducted biennially by True North Research, Inc. This year’s survey polled 680 adults in January 2025.
Purpose The survey provides a statistically reliable understanding of residents’ satisfaction, priorities, and concerns as they relate to services and facilities provided by the City.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 333
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Status The last survey was conducted in 2025, and the next survey will be conducted in 2027. Community survey reports can be found at
www.cityofsancarlos.org/communitysurveys.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of staff reports taken to Council 56 50 50 50
# of Inform San Carlos requests received
(Engineering) 192 255 250 250
# of council, commission, subcommittee &
workshop presentations made 13 15 15 15
Sidewalk Program
Objective 2
The goal of the Sidewalk Maintenance Program is to provide repair and inspection services to ensure that public sidewalks and walkways are well maintained and free of obstructions to enhance pedestrian safety and mobility.
The performance measures we use quantify our progress with this program. We include the number of sidewalks, curbs and gutters, and driveway approaches repaired. We also track the number of inspections performed, as not all lead to repairs during that year. We also track the number of sidewalks permits so we know the amount of sidewalk being repaired in the city outside of our program.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Linear footage of new sidewalk installed 0 1,600 2,200 2,000 Description This measure tracks the linear footage of new sidewalks installed throughout the City per the Bicycle and Pedestrian Master Plan and Safe Routes to School recommendations.
Purpose This measure allows the City to install new sidewalks to complete gaps in areas that currently do not have sidewalks to improve accessibility.
Status The City is committed to installing new sidewalks along San Carlos Ave. and Brittan Ave. to close gaps along two of the city’s busiest corridors. No new sidewalk was installed in FY 2024. The allocated funding was rolled over into FY 2025 to accumulate a larger budget. This approach is intended to achieve economies of scale, allowing the City to secure more competitive bids and lower unit prices for the work.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Square footage of sidewalk shaving 33,000 48,000 500 500 Description This measure tracks the square footage of sidewalk shaved through concrete cutting.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 334
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Purpose This measure allows the City to reduce the amount of sidewalk deviations throughout the city to improve safety.
Status The City expects to complete sidewalk shaving throughout the entire city by the end of FY 2024-25 to catch up with the backlog and will continue to use sidewalk shaving to maintain City facilities in the future.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Sq. ft. of sidewalk repaired by City (in CIP) 34,313 52,878 1,000 1,000 Sq. ft. of driveway approaches repaired by City
(in CIP) 771 1,163 500 500
Linear feet of curb/gutter repaired by City (in
CIP) 155 283 175 175
# of sidewalk inspections conducted 65 50 50 50
# of sidewalk locations repaired by City
program
1,334 2,012 100 100
# of private sidewalk permits issued 39 39 42 42
Traffic Engineering
Objective 3
The goal of the Traffic Engineering program is to provide traffic operations analysis and investigation services to provide efficient, safe, and effective movement of people and vehicles throughout the city.
Traffic requests are among the most common requests we receive and must be investigated. These performance measures help us track how well we are doing.
We track how many studies we’ve completed and how many result in traffic calming measures implemented to determine how often requests result in the need to slow traffic. We measure the number of traffic speed surveys we conduct and their timeliness to resolve safety concerns as soon as practicable. We also track the number of requested investigations, and the number completed to ensure we are dealing with traffic issues efficiently.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of resident-initiated traffic cases resolved 31% 40% 50% 55% Description This measure tracks the percentage of community traffic related issues and concerns that are resolved. Most cases require traffic engineering staff to perform analysis, consisting of policy review, traffic counts and neighborhood outreach.
Resolution of investigations may require coordination with Fire and Sheriff’s offices, Caltrans, San Carlos School District, and property and business owners.
Purpose Traffic investigations address citizen concerns and complaints. This also ensures traffic operations are in good working order and infrastructure safety concerns are addressed.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 335
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Status Community members continuously report concerns and issues related to speed, safety, and congestion. Staff respond to complaints and resolve them in a timely manner despite the large volume of concerns received annually.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Safe Routes to School (SRTS) Projects
completed or in progress 8 5 5 5
Description This measures the number of projects that are developed from school walk audits, SRTS program recommendations, and community concerns. Projects involve design and construction of transportation infrastructure improvements and are identified in collaboration with the San Carlos School District, individual schools, parents/students, emergency response services, and the County Office of Education.
Purpose The SRTS Program seeks to improve traffic operations and safety through infrastructure improvement projects in the vicinity of schools. Improvements increase safety and provide connectivity for pedestrians and cyclists to schools.
Status Several SRTS projects are in progress at various stages of design and construction. Further, the City was awarded the 2025 School Travel Fellowship Cycle 4, which focuses on the ingress and egress to the Mariposa and Tierra Linda school campus.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of traffic policies, guidelines & master plans
developed 6 2 2 1
Description Plan/policy documents are developed to govern the City’s transportation related projects and ensure the transportation network is safe, up to date, and operates effectively.
Purpose The purpose of these plans/policies is to bring San Carlos up to date with current codes and regulations as well as address grant eligibility requirements.
Status Drafted plans/policies undergo a robust public outreach process, are presented to the Planning and Transportation Commission, approved by the City Council, and published as needed.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of resident-initiated traffic cases 68 75 80 85
# of resident traffic cases resolved 21 30 40 47
# of traffic and circulation studies conducted or
in progress
25 20 20 20
# of traffic counts performed 21 20 20 20
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 336
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# of encroachment permit projects submitted
with needed detailed and iterative traffic
control plan review. Each project requires an
average of 3 rounds of reviews before
approval
40 40 40 40
Parking Program
Objective 4
The goal of the parking program is to administer permits for existing City parking lots and on-street parking to provide for the parking needs of residents and businesses in San Carlos.
The measure we use to track the success of each permit program is the number of permits issued. We also track the number of complaints received to determine how much effort needs to be made to resolve parking issues. We also track how quickly we are responding to and resolving parking complaints to ensure we are efficiently responding to them.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of total residential GESC permits issued 87% 88% 90% 90% Description This measure tracks the percentage of parking permits issued to residents in the Greater East San Carlos (GESC) neighborhood. This is by far the largest parking program the City manages, and all permits are free to residents.
Purpose The GESC parking permits exempt GESC residents from the two-hour parking limit in the participating GESC residential zones.
Status The GESC parking permits are valid for one calendar year and are applied for and distributed throughout the year on an as-needed basis. The percentage will never be 100% because not all residents choose to participate in the program.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of parking complaints addressed within 24
hours 40% 45% 50% 50%
Description This metric tracks the percentage of parking-related complaints that are acknowledged or responded to within 24 hours of receipt.
Purpose To measure the responsiveness of the City’s customer service team. Improving this metric helps ensure timely resolution of residents’ concerns and supports community satisfaction.
Status Performance has steadily improved over the past few years and is expected to stabilize at 50% in FYs 2026 and 2027. Further improvements may require additional staffing, training, or process optimization.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 337
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of business GESC permits issued 116 133 140 140
# of downtown employee permits issued 36 55 60 60
# of resident parking complaints received 6 7 10 10
\\Development
and Permitting
Objective 5
The goal of the Development and Permitting program is to process, review, and approve public and private plans and applications for development projects to ensure conformance with local, state, and federal requirements.
Permitting is an important function of the City to ensure that work performed in San Carlos meets our standards. Our department tracks the number of permits to determine how much staff time must be devoted to efficiently process permits. It also provides staff with information on how much activity is happening in the city to ensure adequate resources are available.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of planning applications reviewed within 3
weeks 100% 100% 100% 100%
Description This measure tracks the percentage of private development projects—ranging from single-family residences to large commercial developments—that are reviewed by the Engineering Division during the entitlement (planning application) phase. Under California’s Permit Streamlining Act and related “shot clock” laws, these applications are required to be reviewed within 30 days to ensure timely feedback and avoid automatic approval due to processing delays.
Purpose Conducting development review at the early stage of planning and entitlement ensures that conditions of approval are established to protect public utilities and infrastructure, and to ensure compliance with City codes and safety requirements.
Status Development activity continues to increase. While actual construction may have slowed due to rising material and construction costs, project entitlements are still actively being pursued. The Engineering Division remains committed to timely review despite the growing volume of applications.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# encroachment permits issued 628 630 630 630
# sewer lateral permits issued 85 68 68 68
# utility permits issued 292 350 350 350
# of grading permits reviewed 12 15 15 15
# of inspections conducted 836 800 800 800
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 338
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Capital
Improvement
Program
Objective 6
The goal of the Capital Improvement Program (CIP) is to systematically evaluate and undertake potential projects to improve and preserve the City’s infrastructure while ensuring efficient use of public funds.
Maintaining and improving the City’s infrastructure are essential goals of the City.
We track the number of projects, cost, and how well we are delivering these projects to our community to ensure we are meeting this objective.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of CIP projects initiated or managed 41 41 38 38
Description This measure tracks the number of capital improvement projects being initiated or managed.
Purpose This measure helps gauge the City’s capacity to manage multiple projects simultaneously, while also providing insight into the overall scope of activity within the Capital Improvement Program.
Status The City has implemented an ambitious capital improvement program aimed at accelerating the preservation and enhancement of its infrastructure. Capital improvement projects are continuously completed and added to maintain and improve the City's infrastructure.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
$ of capital invested $38,640,000 $38,705,000 $35,000,000 $35,000,000 Description This measure tracks the total dollar amount invested in capital improvement projects.
Purpose This measure allows the City to track its financial commitment to capital projects while also providing insight into the overall scale of activity.
Status The City Council adopted a substantial increase in funding for the improvement of street pavement and the rehabilitation of the sanitary sewer system in the adopted FY 2024-25 budget. Availability of funding is expected to be a challenge, so it is important to continue pursuing grant funding opportunities.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of RFPs 5 6 7 7
# of projects bid out 7 7 8 8
# of project change orders 19 22 20 20
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 339
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 1,965,650 2,027,384 2,143,950 2,130,600 2,414,650 2,486,750 BENEFITS 1,015,100 743,360 1,068,650 833,500 1,158,900 1,223,500 PERSONNEL TOTAL ----> 2,980,750 2,770,744 3,212,600 2,964,100 3,573,550 3,710,250 UTILITIES 100 - 100 100 100 100
OFFICE ADMINISTRATIVE 10,900 9,095 11,200 11,200 11,500 11,800 PROFESSIONAL SERVICES 729,200 675,183 751,100 751,100 813,600 836,800 UNIFORMS & SAFETY EQUIPMENT 800 - 800 800 800 800
PROFESSIONAL DEVELOPMENT 22,000 13,800 22,600 22,600 23,300 24,000
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 300 - 300 300 300 300
EQUIPMENT MAINTENANCE 1,600 1,415 1,600 1,600 1,600 1,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 764,900 699,494 787,700 787,700 851,200 875,400 CAPITAL OUTLAY 1,700 3,700 1,800 1,800 1,900 2,000
CAPITAL OUTLAY TOTAL ----> 1,700 3,700 1,800 1,800 1,900 2,000 EXPENDITURES TOTAL ----> 3,747,350 3,473,938 4,002,100 3,753,600 4,426,650 4,587,650
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR SEWER - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 37,300 37,300 38,400 38,400 59,200 62,500 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 66,600 66,600 68,600 68,600 76,200 78,500 TRANSFER OUT TOTAL ----> 103,900 103,900 107,000 107,000 135,400 141,000 EXPENDITURES & TRANSFERS TOTAL ----> 3,851,250 3,577,838 4,109,100 3,860,600 4,562,050 4,728,650 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES 337,400 225,749 407,500 412,000 419,700 432,300
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - 84,476 - - - -
LICENSES & PERMITS 349,400 414,949 359,900 405,900 416,700 429,200 OTHER REVENUE 69,700 78,171 71,800 78,100 92,300 95,800
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 756,500 803,344 839,200 896,000 928,700 957,300
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 913,500 913,500 1,090,900 1,090,900 1,328,600 1,368,500 ALLOCATIONS IN FROM NPDES 152,000 152,000 156,600 156,600 205,300 211,500 ALLOCATIONS IN FROM GAS TAX 335,300 335,300 345,400 345,400 355,800 366,500
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 1,400,800 1,400,800 1,592,900 1,592,900 1,889,700 1,946,500 REVENUE & TRANSFERS TOTAL ----> 2,157,300 2,204,144 2,432,100 2,488,900 2,818,400 2,903,800 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,693,950 1,373,694 1,677,000 1,371,700 1,743,650 1,824,850 PUBLIC WORKS ADMINISTRATION/ENGINEERING (01511000 and 01551000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 340
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PUBLIC WORKS DEPARTMENT
Program Name Facilities Maintenance
Organization 3 FTE: Senior Maintenance Workers
5 FTEs: Contractors
Major Services • Manage maintenance for all City buildings • Respond to service requests from City staff
• Respond to service requests from the public
FY 2024-25
Accomplishments
• Purchased two sets of commercial scrubbers—one for the Library and City Hall parking garages, and the other for the Wheeler parking garage and downtown sidewalks—along with additional cleaning equipment to enable efficient in-house maintenance
• Purchased commercial scrubbers and cleaning equipment for the maintenance of parking lots, garages, and downtown sidewalks, resulting in an estimated annual savings of $126,783.72
FY 2025-27 Goals • Replace the roofs at the Corporation Yard and Library, integrating new solar panel systems at the Library and upgrading the existing ones at the Corporation Yard • Remodel the kitchen and six bathrooms at the Library
• Install security cameras in the Library parking garage CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 341
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Program Goals The goal of Facility Maintenance is to ensure that all City buildings are safe, functional, and clean by performing regular maintenance, cleaning, and inspections using a combination of in-house staff and contract services.
Facilities
Maintenance
Objective
Manage maintenance for all City buildings.
We track how many buildings and the total square footage of them to ensure we have the resources needed to properly maintain them.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% requests addressed within 48 hours 100% 100% 100% 100% % requests completed within one week 85% 85% 85% 85%
Description The Maintenance team receives facility requests on a continual basis, responds to the requests within two days, and strives to complete the tasks within one week.
Purpose City facilities are maintained by a staff of three senior maintenance workers who oversee several contractors to address and resolve all requests.
Status Staff is committed to the ongoing maintenance of all City facilities.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of facilities maintained 9 9 9 9
# of requests received 1,428 1,431 1,500 1,500
Square footage of facilities maintained 205,786 205,786 205,786 205,786 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 342
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 370,375 320,281 381,475 366,200 429,675 442,575 BENEFITS 198,900 165,866 204,400 180,200 214,300 225,800 PERSONNEL TOTAL ----> 569,275 486,146 585,875 546,400 643,975 668,375 UTILITIES 316,700 329,443 510,900 510,500 525,900 541,500 OFFICE ADMINISTRATIVE 500 1,919 500 500 500 500
PROFESSIONAL SERVICES 444,200 499,952 596,700 596,700 614,600 633,100 UNIFORMS & SAFETY EQUIPMENT 2,000 1,720 2,000 2,000 2,000 2,000 PROFESSIONAL DEVELOPMENT 500 - 500 500 500 500
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 125,200 99,929 122,500 122,500 126,100 129,800
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 889,100 932,963 1,233,100 1,232,700 1,269,600 1,307,400 CAPITAL OUTLAY - 2,747 - - - -
CAPITAL OUTLAY TOTAL ----> - 2,747 - - - -
EXPENDITURES TOTAL ----> 1,458,375 1,421,856 1,818,975 1,779,100 1,913,575 1,975,775
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 9,000 9,000 9,300 9,300 30,600 32,300 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 2,500 2,500 2,600 2,600 61,800 63,700 TRANSFER OUT TOTAL ----> 11,500 11,500 11,900 11,900 92,400 96,000 EXPENDITURES & TRANSFERS TOTAL ----> 1,469,875 1,433,356 1,830,875 1,791,000 2,005,975 2,071,775 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - 49,100 19,400 - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - 153,600 63,300 - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - 202,700 82,700 - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 75,400 75,400 77,700 77,700 94,600 97,400
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 75,400 75,400 77,700 77,700 94,600 97,400 REVENUE & TRANSFERS TOTAL ----> 75,400 75,400 280,400 160,400 94,600 97,400 GENERAL FUND NET EXPENSE (REVENUE) ----> 1,394,475 1,357,956 1,550,475 1,630,600 1,911,375 1,974,375 FACILITIES MAINTENANCE (01712000-01719000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 343
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PUBLIC WORKS DEPARTMENT
Program Name Fleet Maintenance
Organization 1 FTE: Senior Mechanic
Major Services • Manage vehicle equipment maintenance and purchasing • Operate the Corp Yard fuel station
• Dispose of surplus City vehicles and equipment
FY 2024-25
Accomplishments
• Surplused the following vehicles to optimize fleet management and reduce unnecessary inventory: Ford F-450 dump truck #113, Dodge Ram 2500 pick-up #121, Ford Ranger #185, GMC Topkick dump truck #123, and Ford F-250 #104 • Smog checked all vehicles with even VINs and performed smoke tests on heavyduty trucks, ensuring compliance with new regulations • Maintained low usage hours for California Air Resources Board (CARB) vehicles and vehicles patch truck, supporting operational efficiency for the Streets/Traffic Division
• Provided aerial lift training for articulating lift vehicle and new vehicle Altec Boom truck to Corp Yard employees
• Provided Hazmat training for Corp Yard employees
• In accordance with Advanced Clean Fleet Strategy from CARB, the City met the mandates to transition fleet to zero emission vehicles
• Purchased electrical equipment and skid steer
• 100% of in-house landscape maintenance equipment has been converted to electric FY 2025-27 Goals • Investigate and secure a new combination vacuum truck • Proceed with the surplus of Ford Ranger #186, Chevy 1500 pick-up #124, Chevy 1500 pick-up #168, and small engine equipment
• Continue specifying and submitting purchase requests for replacements of Sewer, Street, Traffic, and Building Inspector vehicles
• As vehicles reach the end of life cycle the City will pursue EV options as they become available
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 345
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Program Goals The goal of the Fleet Program is to provide vehicle services to manage and maintain the Department of Public Works, Parks, Building, and Pool vehicles in a safe and drivable manner.
Fleet Maintenance
Objective
Manage vehicle and equipment maintenance and purchasing, operate the fuel station, and dispose of surplus equipment.
These metrics help us track the resources needed to purchase and maintain the vehicles and equipment used in service to the community. We also track the value of surplus (retired) vehicles and equipment, which is used toward the purchase of replacements. We also track our fuel station violations to ensure we have successful safety practices in place.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of fleet receiving preventative maintenance
inspections each year 80% 90% 90% 90%
Description The Senior Mechanic inspects and maintains the City’s entire fleet of vehicles and equipment.
Purpose Annual preventative maintenance inspections serve to ensure the safety of the vehicles and the staff who use them for day-to-day operations. In addition, the inspections extend the lifespan of the vehicles providing cost savings on future replacements.
Status Inspections are conducted on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of inventory vehicles, equipment, misc.
equipment 201 201 201 201
# of vehicles/equipment pieces maintained
(routine and non-routine) 201 201 201 201
# of employees certified in aerial lift training for
articulating lift 20 22 22 22
$ auction proceeds from surplus vehicles and
equipment $18,994.66 $6,000 $6,000 $6,000
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 346
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 127,125 110,827 130,525 118,600 146,025 150,325 BENEFITS 66,300 73,772 68,600 78,700 72,200 76,000
PERSONNEL TOTAL ----> 193,425 184,599 199,125 197,300 218,225 226,325 UTILITIES 200 - 200 200 200 200
OFFICE ADMINISTRATIVE 4,800 3,238 4,900 4,900 5,000 5,100 PROFESSIONAL SERVICES 10,100 16,387 10,400 10,400 10,700 11,000 UNIFORMS & SAFETY EQUIPMENT 1,400 1,497 1,400 1,400 1,400 1,400 PROFESSIONAL DEVELOPMENT 1,100 1,408 1,100 1,100 1,100 1,100
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 3,300 5,084 3,400 3,400 3,500 3,600
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 20,900 27,613 21,400 21,400 21,900 22,400 CAPITAL OUTLAY 49,500 15,471 51,000 48,800 52,500 54,100 CAPITAL OUTLAY TOTAL ----> 49,500 15,471 51,000 48,800 52,500 54,100 EXPENDITURES TOTAL ----> 263,825 227,683 271,525 267,500 292,625 302,825
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 2,400 2,400 2,500 2,500 3,900 4,200 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 600 600 600 600 600 600 TRANSFER OUT TOTAL ----> 3,000 3,000 3,100 3,100 4,500 4,800 EXPENDITURES & TRANSFERS TOTAL ----> 266,825 230,683 274,625 270,600 297,125 307,625 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> - - - - - -
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER 175,600 175,600 180,900 180,900 220,300 226,900
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 175,600 175,600 180,900 180,900 220,300 226,900 REVENUE & TRANSFERS TOTAL ----> 175,600 175,600 180,900 180,900 220,300 226,900 GENERAL FUND NET EXPENSE (REVENUE) ----> 91,225 55,083 93,725 89,700 76,825 80,725 FLEET MAINTENANCE (01531000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 347
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 348
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PUBLIC WORKS DEPARTMENT
Program Name Parks Maintenance
Organization 7 FTEs: Public Works Superintendent, Public Works Assistant Superintendent, 5 Senior Maintenance Workers
7.9 FTEs: Contractors
Major Services • Manage maintenance, upkeep, and safety of all City parks, playgrounds, medians, hiking trails, athletic fields and courts
• Manage third party contractors who provide maintenance services • Maintain Water Conservation Plan
FY 2024-25
Accomplishments
• Conducted regular watering, pruning, cleaning, and monitoring of plant health to promote vibrant urban greenery and ensure a visually appealing environment for the water wall sleeves in the downtown area
• Completed resurfacing and restriping initiatives for basketball courts in City parks to improve playability and safety
• Installed sod at Les Mundell Grove
• Eliminated uneven surfaces at the Laureola Park picnic area FY 2025-27 Goals • Continue supporting the implementation of the Parks and Recreation Master Plan • Install electric vehicle (EV) charging stations at key public parks across the city, providing accessible and sustainable charging options
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 349
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Program Goals The goal of Parks Maintenance is to provide safe, attractive, and well-maintained parks, trails, and open space using a combination of in-house staff and contract services while maintaining responsible water use and waste diversion practices.
Parks
Maintenance
Objective
Manage maintenance and upkeep of all City parks, playgrounds, residential and commercial medians, hiking trails, athletic fields, and tennis courts. Manage third party contractors who provide park and median maintenance services.
These metrics allow us to track the amount of park and medians we maintain. It helps us determine the amount of resources needed to properly maintain them. We track them separately, as the level of effort varies depending on the kind of maintenance needed. We also track them to measure our efficiency in responding to requests for service.
Key Performance Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of requests addressed within 48 hours 80% 80% 90% 90% % of requests completed within one week 90% 90% 90% 90% Description The Parks Maintenance staff receives requests throughout the year, responds to the requests within two days, and strives to complete the tasks within one week.
Purpose All City parks are maintained by Maintenance staff who also oversee the work of several contractors to address and resolve all requests and to ensure the safety of all the residents who enjoy the parks.
Status Staff maintains all parks on a continual basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of water wall planters maintained 139 139 139 139
# of acres of developed parks maintained 62.5 62.5 62.5 62.5 # of work orders completed in-house 1,000 1,300 1,300 1,300 # of total work orders completed 3,600 3,600 3,600 3,600 # acres open space non-developed parks
maintained 110 110 110 110
# sports fields maintained 10 10 10 10
% of year sports fields are available for use 88% 88% 88% 88% # playground inspections conducted (integrity
inspection) 96 96 96 96
# of playgrounds maintained 9 9 9 9
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 350
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 807,625 667,241 970,125 848,700 1,085,425 1,117,925 BENEFITS 426,300 374,064 492,300 463,500 537,800 567,100 PERSONNEL TOTAL ----> 1,233,925 1,041,305 1,462,425 1,312,200 1,623,225 1,685,025 UTILITIES 237,400 246,825 244,500 244,500 251,900 259,500 OFFICE ADMINISTRATIVE 175,900 173,731 181,200 181,200 186,600 192,200 PROFESSIONAL SERVICES 1,159,200 1,225,545 1,194,000 1,194,000 1,229,700 1,266,600 UNIFORMS & SAFETY EQUIPMENT 4,300 2,479 4,500 4,500 4,700 4,900 PROFESSIONAL DEVELOPMENT 7,300 2,545 7,500 7,500 7,700 7,900
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE 14,800 24,009 15,200 15,200 15,600 16,000
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 1,599,000 1,675,135 1,647,000 1,647,000 1,696,300 1,747,200 CAPITAL OUTLAY 6,400 696 6,600 1,500 6,800 7,000
CAPITAL OUTLAY TOTAL ----> 6,400 696 6,600 1,500 6,800 7,000 EXPENDITURES TOTAL ----> 2,839,325 2,717,136 3,116,025 2,960,700 3,326,325 3,439,225
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT FOR WORKERS COMP 22,100 22,100 22,800 22,800 74,600 78,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 85,400 85,400 88,000 88,000 68,800 70,900 TRANSFER OUT TOTAL ----> 107,500 107,500 110,800 110,800 143,400 149,700 EXPENDITURES & TRANSFERS TOTAL ----> 2,946,825 2,824,636 3,226,825 3,071,500 3,469,725 3,588,925 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 99,700 149,820 102,700 120,800 115,800 119,300
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY - - - - - -
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 99,700 149,820 102,700 120,800 115,800 119,300
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - 25,000 25,000 30,500 31,400
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - 25,000 25,000 30,500 31,400 REVENUE & TRANSFERS TOTAL ----> 99,700 149,820 127,700 145,800 146,300 150,700 GENERAL FUND NET EXPENSE (REVENUE) ----> 2,847,125 2,674,816 3,099,125 2,925,700 3,323,425 3,438,225 PARK MAINTENANCE (01711000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 351
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 352
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PUBLIC WORKS DEPARTMENT
Program Name Wastewater
Organization 10 FTEs: Public Works Assistant Superintendent, Civil Engineer Technician, Senior Maintenance Worker, 6 Maintenance Workers, Senior Administrative Clerk Major Services • Manage maintenance of sanitary sewer mains, laterals, and lift station pumps • Manage capital projects for sewer collection system replacement • Respond to resident requests and emergencies
• Respond to Silicon Valley Clean Water funding needs
FY 2024-25
Accomplishments
• Completed the largest Sewer Rehabilitation Project to date with replacement/rehabilitation of 9,300 linear feet of sewer mains, 216 lower laterals, and 50 manholes
• Completed the update to the Sewer Master Plan
• Secured CIP approval for the Smart-Cover manhole telemetry system to monitor critical manholes
• Successfully reduced sewer spills compared to the previous year by 50% • Ensure ongoing compliance with State Water Board regulations under the Waste Discharge Requirements (WDR)
• Repaired various Grade 4 and 5 defects in sewer main lines FY 2025-27 Goals • Purchase, install, and implement the manhole telemetry system for monitoring critical manholes
• Enhance and modernize the existing wet-well telemetry system • Maintain ongoing initiatives to minimize the occurrence of sewer spills • Ongoing process of repairing Grade 4 and 5 defects in sewer main lines to enhance system reliability and performance
• Complete the environmental processing and design of the Shoreway Road Sanitary Sewer Main Replacement Project
• Complete the Tierra Linda Sanitary Sewer Pump Station Improvements • Complete the annual Sanitary Sewer Rehabilitation, Lateral Replacement, and Oncall Sewer Replacement projects • Complete the annual Sanitary Sewer Main Root Foaming Project • Complete the Wastewater Financial Rate and Capacity Charge Study CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 353
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Program Goals The goal of the Wastewater program is to manage, maintain, repair, and enhance the City's sewer system for the residents and businesses in conformance with local, state, and federal requirements.
Wastewater
Objective
Manage maintenance of sanitary sewer mains, laterals, and lift station pumps and manage capital projects for infrastructure replacement.
We track these metrics to comply with various regulatory requirements and to understand the resources required to maintain the sewer system.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of linear feet of sewer lines cleaned 249,857 0 310,000 0 Description This measure refers to the total distance of sewer pipes that have undergone cleaning operations to remove debris, grease, tree roots, and other obstructions that can hinder the flow of wastewater.
Purpose The primary purpose of this key performance measure is to track the linear feet of sewer lines cleaned compared to the target goal of cleaning and inspecting the entire system every four to five years. This project is completed every other year.
As such, no cleaning or inspection will be performed in FYs 2025 and 2027.
Status The City conducts sewer cleaning and inspection projects consisting of three to five sewer basins each. The result will be that the City will have cleaned and inspected the entire sewer system every four to five years and will coordinate the schedule of inspection with anticipated future sewer rehabilitation projects.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of sewer system cleaned 45% 0% 53% 0%
Description This measure refers to the percentage of the entire length of sewer lines that have undergone cleaning compared to the total length of the sewer system to remove debris, grease, tree roots, and other obstructions that can hinder the flow of wastewater.
Purpose The primary purpose of this key performance measure is to track the percentage of sewer lines cleaned compared to the target goal of cleaning and inspecting the entire system every four to five years. This project is completed every other year.
As such, no cleaning or inspection will be performed in FYs 2025 and 2027.
Status The City conducts sewer cleaning and inspection projects consisting of three to five sewer basins each. The result will be that the City will have cleaned and inspected the entire sewer system every four to five years and will coordinate the schedule of inspection with anticipated future sewer rehabilitation projects.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 354
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Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of Smart-Covers installed 0 25 25 25
# sewer line point repairs 14 80 80 80
# of emergency responses 209 180 180 180
# of citizen requests 92 100 100 100
# of feet of sewer line rehabilitated 7,932 9,153 9,153 9,153 # of laterals replaced (by City and permitted
private work)
85 250 250 250
# of laterals cleaned 638 680 680 680
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 355
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES 1,614,500 1,356,429 1,663,900 1,511,100 1,840,500 1,895,200 BENEFITS 924,400 556,150 950,300 768,300 986,700 1,039,300 PERSONNEL TOTAL ----> 2,538,900 1,912,580 2,614,200 2,279,400 2,827,200 2,934,500 UTILITIES 17,800 28,001 18,300 18,300 18,800 19,300
OFFICE ADMINISTRATIVE 66,000 63,536 68,000 68,000 70,100 72,200 PROFESSIONAL SERVICES 5,285,300 4,871,629 4,588,300 4,588,300 5,995,000 5,854,200 UNIFORMS & SAFETY EQUIPMENT 15,600 33,762 16,100 16,100 16,600 17,100 PROFESSIONAL DEVELOPMENT 19,600 18,747 20,300 20,300 21,000 21,700
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE 100 - 100 100 100 100
EQUIPMENT MAINTENANCE 79,700 90,837 82,100 82,100 84,700 87,300 SERIAL BONDS 3,307,700 3,270,459 6,401,600 6,401,600 4,692,000 4,690,000
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 8,791,800 8,376,972 11,194,800 11,194,800 10,898,300 10,761,900 CAPITAL OUTLAY 220,000 1,306,779 78,400 78,400 52,300 551,400 CAPITAL PROJECTS 11,358,318 1,142,670 11,204,251 11,204,251 15,225,000 11,875,000 CAPITAL OUTLAY TOTAL ----> 11,578,318 2,449,449 11,282,651 11,282,651 15,277,300 12,426,400 EXPENDITURES TOTAL ----> 22,909,018 12,739,000 25,091,651 24,756,851 29,002,800 26,122,800 TRANSFERS OUT 712,400 712,400 740,900 740,900 770,500 801,300 ALLOCATIONS OUT TO GENERAL FUND 2,929,700 2,929,700 3,192,700 3,192,700 3,888,500 4,005,200 ALLOCATIONS OUT FOR WORKERS COMP 113,500 113,500 116,900 116,900 102,900 108,800 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 822,200 822,200 846,900 846,900 1,307,200 1,346,400 TRANSFER OUT TOTAL ----> 4,577,800 4,577,800 4,897,400 4,897,400 6,069,100 6,261,700 EXPENDITURES & TRANSFERS TOTAL ----> 27,486,818 17,316,800 29,989,051 29,654,251 35,071,900 32,384,500 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 27,129,200 23,217,882 26,931,400 22,531,400 27,824,300 27,637,400
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 737,300 2,595,334 814,600 1,937,600 1,073,500 1,105,700
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 27,866,500 25,813,216 27,746,000 24,469,000 28,897,800 28,743,100
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM GENERAL FUND 52,100 52,100 53,700 53,700 55,300 56,900 ALLOCATIONS IN FROM NPDES 351,700 351,700 362,300 362,300 323,200 332,900 ALLOCATIONS IN FROM GAS TAX 245,900 245,900 253,300 253,300 260,900 268,700
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 649,700 649,700 669,300 669,300 639,400 658,500 REVENUE & TRANSFERS TOTAL ----> 28,516,200 26,462,916 28,415,300 25,138,300 29,537,200 29,401,600 WASTEWATER FUND NET EXP (REV) ----> (1,029,382) (9,146,116) 1,573,751 4,515,951 5,534,700 2,982,900 WASTEWATER (SEWER) FUND (06631000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 356
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PUBLIC WORKS DEPARTMENT
Program Name Stormwater
Organization 2.5 FTEs: 0.5 Senior Maintenance Worker, 2 Maintenance Workers Major Services • Monitoring and maintenance of storm drain systems. • Levee maintenance and repair
• Storm drainpipe/culvert cleaning
• Implementation of National Pollution Discharge Elimination System permit requirements
• Creek monitoring
FY 2024-25
Accomplishments
• Collaborated with Engineering to repair damaged storm lines, ensuring proper drainage and infrastructure integrity
• Partnered with Engineering to address and mitigate landslides, completing rear yard concrete retaining walls at 3017 Brittan Ave. and 1000/1005 Drake Ct. • Conducted thorough cleaning of all trash capture devices • Proactively prepared for the upcoming storm season by implementing necessary maintenance and readiness measures
FY 2025-27 Goals • Continue ongoing maintenance and monitoring of the storm pump station to ensure optimal performance and reliability
• Continue collaborating with the public to support and implement the Annual Creek Maintenance Program
• Prepare proactively for the upcoming storm season, ensuring system readiness • Minimize sewer spills to protect and maintain the integrity of the stormwater system
• Implement an Adopt-a-Drain program
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 357
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Program Goals The goal of the Stormwater program is to manage, maintain, repair, and enhance the City's creeks, levees, drains, pipes, and culverts for the residents and businesses of San Carlos in conformance with local, state, and federal requirements.
Stormwater
Objective
Manage maintenance of storm drainage systems, creek monitoring, levee maintenance and repair, pipe/culvert cleaning, and implementation of National Pollution Discharge Elimination System permit requirements.
We track these metrics to ensure compliance with regulatory requirements and to provide the necessary resources where needed.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of inspections conducted (storm drain,
creek, levee) 100% 100% 100% 100%
% of linear feet of culvert cleaned 100% 100% 100% 100% % of linear feet of ditches cleaned 100% 100% 100% 100% Description Staff conducted numerous and thorough cleanings of all storm drains, creeks, levees, culverts, ditches and trash capture devices, ensuring the effective removal of debris and pollutants from the stormwater system.
Purpose This ongoing maintenance effort helps prevent blockages, reduces environmental contamination, and supports compliance with stormwater regulations. By keeping these devices, areas, and waterways clean and fully operational, the City enhances water quality and upholds its commitment to environmental stewardship and public health.
Status Continuous upkeep initiative.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of inspections conducted (storm drain,
creek, levee) 2,630 2,800 1,500 1,500
# of linear feet of culvert cleaned 9,021 9,000 6,000 6,000 # of catch basins cleaned 906 1,315 1,000 1,000
Linear feet of ditches cleaned (sediment
removed) 1,974 2,000 2,500 2,500
Tons of debris removed from inlets and creek
guards 40 50 35 35
Linear feet of storm drain lines installed 176 101 101 101 # of trash capture devices cleaned 250 250 250 250
# of inlets replaced 2 5 5 5
% or # of MRP 3.0 internal deadlines met 100% 100% 100% 100% CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 358
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES 3,900 5,077 4,000 4,000 4,100 4,200
OFFICE ADMINISTRATIVE 7,000 8,433 7,200 7,200 7,400 7,600 PROFESSIONAL SERVICES 83,000 95,138 85,500 85,500 88,000 90,700 UNIFORMS & SAFETY EQUIPMENT 2,600 1,627 2,600 2,600 2,600 2,600 PROFESSIONAL DEVELOPMENT 25,600 11,482 26,400 26,400 27,200 28,000
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE 3,500 962 3,600 3,600 3,700 3,800
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 125,600 122,719 129,300 129,300 133,000 136,900
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 125,600 122,719 129,300 129,300 133,000 136,900
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 173,100 173,100 178,200 178,200 233,500 240,700 ALLOCATIONS OUT TO SEWER 351,700 351,700 362,300 362,300 323,200 332,900 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 113,900 113,900 117,300 117,300 196,300 202,200 TRANSFER OUT TOTAL ----> 638,700 638,700 657,800 657,800 753,000 775,800 EXPENDITURES & TRANSFERS TOTAL ----> 764,300 761,419 787,100 787,100 886,000 912,700 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE 633,100 671,241 638,300 638,300 643,600 649,100 OTHER TAX 66,000 108,510 68,000 68,000 65,000 67,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 14,000 44,992 13,400 31,700 19,600 20,200
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 713,100 824,743 719,700 738,000 728,200 736,300
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 713,100 824,743 719,700 738,000 728,200 736,300 STORMWATER FUND NET EXP (REV) ----> 51,200 (63,324) 67,400 49,100 157,800 176,400 NPDES/STORMWATER FUND (15521000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 359
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PUBLIC WORKS DEPARTMENT
Program Name Street Maintenance
Organization 2.5 FTEs: 0.5 Senior Maintenance Workers, 2 Maintenance Workers Major Services • Manage bridge and retaining wall inspections • Pavement maintenance and repair
• Maintain street lighting system and traffic signals and respond to requests • Maintain traffic signs and markings and respond to requests FY 2024-25
Accomplishments
• Expected to address 420 Inform San Carlos requests, ensuring timely and effective responses to community needs
• Identified a cost-effective alternative for materials to replace and rebuild pedestrian paddles
• Provided ongoing support for minor road repairs, enhancing roadway safety and functionality
• Successfully completed the pilot program to evaluate the retro-reflective value of signs, leading to the expansion of geographic information system (GIS) layering and the development of a comprehensive maintenance program for signs, striping, and curb lining to enhance visibility and safety • Provided minor asphalt repairs, ensuring road quality preservation and extending pavement lifespan
FY 2025-27 Goals • Replace illuminated street signs to enhance visibility, improve safety, and ensure long-term reliability
• Acquire a cold planer attachment for the skid steer to enhance road maintenance capabilities
• Invest in a new pothole filling product to improve repair efficiency and durability • Continue to expand GIS layers to be able to enhance roadway visibility and safety • Improve the Pavement Condition Index (PCI) to 60 or greater CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 361
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Program Goals The goal of the street maintenance program is to maintain a street and highway system for the public that maintains acceptable levels of service and street condition to support a safe and responsive transportation system.
Street
Maintenance
Objective 1
Manage bridge and retaining wall inspections, pavement maintenance and repair, street lighting and traffic signals, signs, and striping.
These metrics are tracked to determine where resources are needed and to measure our efficiency in responding to requests.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
% of street signs replaced 5% 13% 20% 20%
Description Staff create and install new street signs to replace broken, damaged, or faded signs.
Purpose Clear and intact street signs enhance roadway safety for vehicles and pedestrians.
Status Staff evaluate and replace street signs on an ongoing basis.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of streetlights repaired 11 20 30 30
# of traffic signals repaired 54 25 30 30
# of linear feet of curb painted 6,400 7,500 8,000 8,000 # of street signs replaced 308 832 300 300
# of square feet of potholes repaired by
Maintenance 1,440 1,400 1,300 1,300
# of requests received by PW Maintenance 381 420 215 215 Average response rate for requests received 3 days 3 days 3 days 3 days CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 362
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Street
Maintenance
Objective 2
Maintain quality and reliability of streets through annual striping, repair, and upgrading projects.
We use these metrics along with the Pavement Condition Index (PCI) to help us track how much work we are accomplishing with the limited resources we have to devote to streets. They also show that we continue to make progress on maintaining our streets.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
City’s overall PCI 56 56 60 63
Description This measure tracks the City’s overall PCI, which details the overall pavement rating based on all the streets throughout the City. 100 represents a brand-new or perfect pavement with no visible defects. 0 indicates a pavement that is completely deteriorated. The following typical ranges are referenced from the Bay Area Metropolitan Transportation Commission (MTC) Annual Pavement Condition Report:
Excellent (PCI 90-100): Pavement is in very good condition with no or minimal distress. Only routine maintenance is needed.
Very Good (PCI 80-89): Pavement shows minor signs of wear, but it is still in very good condition. Preventive maintenance is required to preserve the pavement.
Good (PCI 70-79): Pavement shows minor signs of wear, minor cracks, but it is still in good condition. Preventive maintenance is required to preserve the pavement.
Fair (PCI 60-69): Pavement has noticeable distress such as cracks and minor surface damage. Maintenance or rehabilitation is necessary soon to avoid further deterioration.
At Risk (PCI 50-59): Pavement shows wear and tear, and rehabilitation may be needed to prevent rapid deterioration.
Poor (PCI 40-49): Pavement shows significant deterioration. There are major cracks, potholes, and other signs of severe distress. Rehabilitation or full resurfacing is likely required.
Very Poor (PCI 0-39): Pavement is severely damaged, with large cracks, extensive potholes, and significant structural failure. Immediate repair or replacement is necessary.
Purpose This measure allows the City to understand its overall PCI rating and determine the steps needed to maintain or improve the pavement condition throughout the City.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 363
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Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of miles paved 0 2.42 4.6 4.6
% of total system paved since 2010 0 2.79% 5.32% 5.32%
Description This measure tracks the length of roadway paved in miles via grind and overlay.
Purpose This measure allows the City to resurface a number of streets every year in order to improve roadway conditions by bringing those streets back to a like-new condition throughout the City and improve its overall PCI rating.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
Key Performance Measure FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
# of miles streets sealed 0 6.53 5.85 5.85
% of total system sealed since 2010 0 7.57% 6.78% 6.78% Description This measure tracks the length of roadway paved in miles via slurry sealing.
Purpose This measure allows the City to slurry seal a number of streets every year as part of pavement maintenance in order to prevent further weathering and deterioration of the current roadway conditions while other streets are resurfaced via grind and overlay.
Status The City is committed to provide additional funding for the Pavement Program in order to improve its overall PCI rating to reach 65 by the end of this current 5-year paving plan.
Workload Measures FY 2024
Actuals
FY 2025
Projected
FY 2026
Proposed
FY 2027
Proposed
Linear feet of striping replaced 22,546 25,164 40,000 40,000 Square feet of markings replaced 2,096 2,543 5,000 5,000 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 364
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES T - - - - - -
BENEFITS T - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES T 208,500 211,683 214,700 214,700 221,100 227,700 OFFICE ADMINISTRATIVE T 41,100 42,529 42,300 42,300 43,600 44,900 PROFESSIONAL SERVICES T 553,452 503,667 549,500 549,500 566,000 583,000 UNIFORMS & SAFETY EQUIPMENT T 1,700 269 1,700 1,700 1,700 1,700 PROFESSIONAL DEVELOPMENT T 6,031 1,500 3,900 3,900 4,000 4,100
COMMUNITY RELATIONS T - - - - - -
INSURANCE T - - - - - -
VEHICLE USAGE T - - - - - -
EQUIPMENT MAINTENANCE T 10,700 4,374 11,000 11,000 11,300 11,600
SERIAL BONDS T - - - - - -
PROGRAM COSTS T - - - - - -
OPERATING EXPENSE T - - - - - -
OPERATING EXPENSE TOTAL ----> 821,483 764,023 823,100 823,100 847,700 873,000 CAPITAL OUTLAY T 300 - 300 300 300 300
CAPITAL OUTLAY TOTAL ----> 300 - 300 300 300 300
EXPENDITURES TOTAL ----> 821,783 764,023 823,400 823,400 848,000 873,300
TRANSFERS OUT T - - - - - -
ALLOCATIONS OUT TO SEWER T 52,100 52,100 53,700 53,700 55,300 56,900
ALLOCATIONS OUT FOR WORKERS COMP T - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE T - - - - - -
TRANSFER OUT TOTAL ----> 52,100 52,100 53,700 53,700 55,300 56,900 EXPENDITURES & TRANSFERS TOTAL ----> 873,883 816,123 877,100 877,100 903,300 930,200 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION T - - - - - -
CHARGES FOR CURRENT SERVICES T - - - - - -
FINES & FORFEITURES T - - - - - -
FROM OTHER AGENCIES T 6,000 10,441 6,200 6,200 6,400 6,600
LICENSES & PERMITS T - - - - - -
OTHER REVENUE T 135,700 239,577 139,800 233,100 234,000 241,000
OTHER TAX T - - - - - -
PROPERTY TAX T - - - - - -
SALES TAX T - - - - - -
TRANSIENT OCCUPANCY TAX T - - - - - -
USE OF MONEY & PROPERTY T - - - - - -
VEHICLE IN LIEU T - - - - - -
REVENUE TOTAL ----> 141,700 250,018 146,000 239,300 240,400 247,600
GENERAL TRANSFERS IN T - - - - - -
ALLOCATIONS IN FROM SEWER T - - - - - -
ALLOCATIONS IN FROM NPDES T - - - - - -
ALLOCATIONS IN FROM GAS TAX T - - - - - -
ALLOCATIONS IN FROM WORK COMP T - - - - - -
ALLOCATIONS IN FROM RISK MGT T - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 141,700 250,018 146,000 239,300 240,400 247,600 GENERAL FUND NET EXPENSE (REVENUE) ----> 732,183 566,105 731,100 637,800 662,900 682,600 STREET MAINTENANCE (01541000 and 01561000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 365
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES 94,000 98,533 95,900 95,900 87,000 89,600
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> 94,000 98,533 95,900 95,900 87,000 89,600
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> 94,000 98,533 95,900 95,900 87,000 89,600 TRANSFERS OUT 1,200,000 1,200,000 1,236,000 1,236,000 1,523,000 1,311,000
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 1,200,000 1,200,000 1,236,000 1,236,000 1,523,000 1,311,000 EXPENDITURES & TRANSFERS TOTAL ----> 1,294,000 1,298,533 1,331,900 1,331,900 1,610,000 1,400,600 REVENUE SUMMARY Revised Revised Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX 1,221,700 1,130,225 1,246,100 1,246,100 1,283,500 1,322,000
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 12,800 27,238 10,900 14,600 16,100 16,600
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 1,234,500 1,157,463 1,257,000 1,260,700 1,299,600 1,338,600
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 1,234,500 1,157,463 1,257,000 1,260,700 1,299,600 1,338,600 MEASURE A FUND NET EXP (REV) ----> 59,500 141,070 74,900 71,200 310,400 62,000 MEASURE A TRAFFIC CONGESTION FUND (14571000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 366
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL OUTLAY TOTAL ----> - - - - - -
EXPENDITURES TOTAL ----> - - - - - -
TRANSFERS OUT 495,000 495,000 406,900 406,900 619,100 431,700
ALLOCATIONS OUT TO GENERAL FUND - - - - - -
ALLOCATIONS OUT TO SEWER - - - - - -
ALLOCATIONS OUT FOR GEN LIAB INSURANCE - - - - - -
TRANSFER OUT TOTAL ----> 495,000 495,000 406,900 406,900 619,100 431,700 EXPENDITURES & TRANSFERS TOTAL ----> 495,000 495,000 406,900 406,900 619,100 431,700 REVENUE SUMMARY Revised Revised Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS - - - - - -
OTHER REVENUE - - - - - -
OTHER TAX - - - - - -
PROPERTY TAX - - - - - -
SALES TAX 395,000 496,342 406,900 406,900 419,100 431,700
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 500 13,534 600 10,200 6,300 6,500
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 395,500 509,876 407,500 417,100 425,400 438,200
GENERAL TRANSFERS IN - - - - - -
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> - - - - - -
REVENUE & TRANSFERS TOTAL ----> 395,500 509,876 407,500 417,100 425,400 438,200 MEASURE W FUND NET EXP (REV) ----> 99,500 (14,876) (600) (10,200) 193,700 (6,500) MEASURE W TRAFFIC CONGESTION FUND (18188000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 367
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EXPENDITURES SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
SALARIES - - - - - -
BENEFITS - - - - - -
PERSONNEL TOTAL ----> - - - - - -
UTILITIES - - - - - -
OFFICE ADMINISTRATIVE - - - - - -
PROFESSIONAL SERVICES - - - - - -
UNIFORMS & SAFETY EQUIPMENT - - - - - -
PROFESSIONAL DEVELOPMENT - - - - - -
COMMUNITY RELATIONS - - - - - -
INSURANCE - - - - - -
VEHICLE USAGE - - - - - -
EQUIPMENT MAINTENANCE - - - - - -
SERIAL BONDS - - - - - -
PROGRAM COSTS - - - - - -
OPERATING EXPENSE - - - - - -
OPERATING EXPENSE TOTAL ----> - - - - - -
CAPITAL OUTLAY - - - - - -
CAPITAL PROJECTS 7,725,000 1,748,426 9,460,000 9,460,000 9,100,000 9,600,000 CAPITAL OUTLAY TOTAL ----> 7,725,000 1,748,426 9,460,000 9,460,000 9,100,000 9,600,000 EXPENDITURES TOTAL ----> 7,725,000 1,748,426 9,460,000 9,460,000 9,100,000 9,600,000
TRANSFERS OUT - - - - - -
ALLOCATIONS OUT TO GENERAL FUND 403,800 403,800 415,800 415,800 428,100 440,800 ALLOCATIONS OUT TO SEWER 245,900 245,900 253,300 253,300 260,900 268,700 ALLOCATIONS OUT FOR GEN LIAB INSURANCE 531,100 531,100 547,000 547,000 824,000 848,700 TRANSFER OUT TOTAL ----> 1,180,800 1,180,800 1,216,100 1,216,100 1,513,000 1,558,200 EXPENDITURES & TRANSFERS TOTAL ----> 8,905,800 2,929,226 10,676,100 10,676,100 10,613,000 11,158,200 REVENUE SUMMARY Revised Audited Revised Projected Proposed Proposed 2023-24 2023-24 2024-25 2024-25 2025-26 2026-27
BUSINESS REGISTRATION - - - - - -
CHARGES FOR CURRENT SERVICES - - - - - -
FINES & FORFEITURES - - - - - -
FROM OTHER AGENCIES - - - - - -
LICENSES & PERMITS 26,000 3,553 26,800 26,800 84,700 87,200 OTHER REVENUE 1,684,300 1,652,184 1,843,600 1,802,500 1,803,300 1,853,600 OTHER TAX 66,000 108,510 68,000 68,000 65,000 67,000
PROPERTY TAX - - - - - -
SALES TAX - - - - - -
TRANSIENT OCCUPANCY TAX - - - - - -
USE OF MONEY & PROPERTY 123,000 961,732 140,100 728,000 264,600 272,500
VEHICLE IN LIEU - - - - - -
REVENUE TOTAL ----> 1,899,300 2,725,979 2,078,500 2,625,300 2,217,600 2,280,300 GENERAL TRANSFERS IN 3,795,000 3,795,000 2,892,900 2,892,900 3,297,100 (325,200) TRANSFER IN FROM MEASURE A (14571000) 750,000 750,000 1,150,000 1,150,000 1,200,000 1,236,000 TRANSFER IN FROM MEASURE W (14391000 and 18188000) 300,000 300,000 600,000 600,000 495,000 406,900 TRANSFER IN FROM CAPITAL IMPROVEMENT FUND (0025) 2,975,000 2,975,000 3,125,000 3,125,000 3,275,000 3,275,000
ALLOCATIONS IN FROM SEWER - - - - - -
ALLOCATIONS IN FROM NPDES - - - - - -
ALLOCATIONS IN FROM GAS TAX - - - - - -
ALLOCATIONS IN FROM WORK COMP - - - - - -
ALLOCATIONS IN FROM RISK MGT - - - - - -
TRANSFER AND ALLOCATIONS IN TOTAL ----> 7,820,000 7,820,000 7,767,900 7,767,900 8,267,100 4,592,700 REVENUE & TRANSFERS TOTAL ----> 9,719,300 10,545,979 9,846,400 10,393,200 10,484,700 6,873,000 GAS TAX FUND NET EXPENSE (REVENUE) ----> (813,500) (7,616,753) 829,700 282,900 128,300 4,285,200 GAS TAX FUND (16610000)
BUDGET SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 368
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SUMMARY OF EMPLOYEE COMPENSATION AND BENEFITS
The Administrative Services Department is responsible for initiating recruitment and providing employment services to all City departments and employees and for implementing Federal, State and court mandates and requirements related to employment. These services include: recruitment and selection of qualified employees; administration of the City’s benefit programs; administration of workers’ compensation programs; maintenance of the City’s classification and salary structure; coordination of Citywide training and development for employees; administration of various Memoranda of Understanding (MOU) between the City and employee unions; and problem solving and employee assistance activities. The Administrative Services Department is also responsible for the labor negotiation process and employee relations. The department arranges legally required training for employees, such as Anti-Harassment Training, and many other training seminars throughout the year. The Human Resources Division maintains all personnel files and records, including the performance evaluation records.
The City of San Carlos has successfully negotiated and implemented five labor contracts with the bargaining units below. Any changes to MOU provisions are done through the negotiations process and are approved by Council separately from the budget process.
Confidential 07/01/23-06/30/26
Management 07/01/23-06/30/26
AFSCME Technical and Professional 07/01/23-06/30/26
Teamsters 09/01/23-08/31/26
Part-Time Employees 1/1/24
The Compensation Plan for authorized positions in the unit consists of job title classifications/job codes with corresponding salary scales spanning five steps with 5% differential between each step. The City of San Carlos participates in the CalPERS program and offers a variety of retirement and health benefit programs and services to employees. Below is a sample of these benefits:
MEDICAL/VISION/DENTAL
Employees have the choice between nine PERS Health Plans offered by the City for employee only; employee plus dependent; and family coverage. The City pays for the employee’s dental and vision insurance. The City pays monthly contributions towards the premium for employee and dependent medical coverage for employees working 130 hours or more per month.
FLOAT TIME
Employees in the Management unit receive 24 hours of float time. All other full time employees are given up to 40 hours of float time per year.
ADMINISTRATIVE LEAVE
Employees in the Management unit receive 80 hours of administrative leave per year. Exempt employees in the following job classifications of Associate Engineer, Associate Planner, Executive Assistant, HR Management Analyst, Assistant Public Works Superintendent, Recreation Supervisor, Senior Systems Analyst and Recreation Coordinator receive 60 hours of administrative leave.
LIFE INSURANCE/ACCIDENTAL DEATH & DISMEMBERMENT
The City of San Carlos pays basic life insurance coverage up to $200,000 for employees. Accident Death & Dismemberment Insurance is available to all regular employees.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 369
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EMPLOYEE ASSISTANCE PROGRAM
The City of San Carlos provides an employee assistance program for employees and their dependents.
VACATION/HOLIDAY/SICK LEAVE
Employees accrue 12 to 25 days of vacation per year depending upon length of service, up to 12 days of sick leave and receive 11 (eleven) paid holidays per year.
LONG TERM DISABILITY/WORKERS’ COMPENSATION INSURANCE
The City of San Carlos provides workers’ compensation and long term disability insurance for employees.
RETIREMENT
The City is part of the California Public Employee’s Retirement System. The benefit tiers are:
PERS 2.7% @ 55 for civilian employees hired before March 16, 2009; 2.5% @ 55 for civilian employees hired on or after March 16, 2009 but before April 22, 2012; 2% @ 55 for civilian employees hired on or after April 22, 2012 but before January 1, 2013 or Classic member as defined by CalPERS; 2% @ 62 for new members as defined by CalPERS hired on or after January 1, 2013; and 2% @ 50 for Public Safety/Fire Department Employees; and 2.7% @ 57 for new Safety/Fire members as defined by CalPERS hired on or after January 1, 2013.
LONGEVITY PAY
The City provides a longevity recognition program for employees who have completed at least 10 years of continuous City service and retired from PERS. This benefit has been eliminated and no employees hired on or after January 1, 2009 is eligible for the longevity benefits.
COMMUTER BENEFIT REIMBURSEMENT
Employees who work a minimum of 20 hours per week may participate in the Commuter Benefit Reimbursement plan on a pre-tax contribution basis up to $325 per month for transit passes and van pool services and up to $325 per month for qualified parking expenses in 2025. The City contributes up to $225 per year per employee toward a commuter benefit program which would also be subject to the IRS allowable maximums, for the Management and Confidential units.
HEALTH CARE & DEPENDENT CARE REIMBURSEMENT ACCOUNTS (FLEXIBLE
SPENDING ACCOUNTS)
Employees can contribute an anticipated amount for eligible health care up to $3,300 per calendar year and up to $5,000 per calendar year for eligible dependent care (for 2025). Money in the reimbursement accounts must be used by the end of the calendar year. Up to $660 of unused money in a health care reimbursement account can be carried over to the following plan year. 457(b) DEFERRED COMPENSATION
Employees can contribute up to $23,500 of pre-tax dollars towards a 457(b) deferred compensation plan per year (in 2025). Employees age 50 or older may contribute up to an additional $7,500 for a total of $31,000 per year (in 2025). Employees between ages 60-63 may contribute up to an additional $11,250 for a total of $34,750 per year (in 2025). The City provides a contribution to an employee’s deferred compensation account in an amount equal to the employee’s contribution at a ratio of 1:1, to a maximum of $225 per month for Confidential Group, AFSCME and Teamsters Units and a maximum of $400 per month for Management Group.
STATE DISABILITY INSURANCE (SDI)
Employees in the Confidential Group, Management Group, and Teamsters Unit are eligible for partial wage replacement benefits if they are unable to work due to a non-work related illness, injury, or pregnancy. SDI contributions are paid for through employee payroll deductions.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 370
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CITY OF SAN CARLOS
CALPERS PENSION PLAN ANALYSIS
The City has seven different pension plans in the CalPERS system that can be grouped into three general categories: miscellaneous employees; safety employees; and the City’s remaining obligations related to the dissolution of the Belmont San Carlos Fire Department (BSCFD).
A pension plan’s obligations are the dollar value of the benefits that have been promised by the plan and earned by the employees and retirees. An unfunded liability occurs when the benefits owed to current and future retirees exceeds the amount of money that has already been contributed or the plan’s current assets.
Based on the last CalPERS actuarial reports dated July 2024, the City had a total pension obligation of $211.9 million offset by the City’s Plan market value of assets totaling $148.5 million, leaving an unfunded balance of approximately $63.3 million.
Misc Plan Safety Plan BSCFD Plan* Total All Plans
Total Gross Accrued Liability (AL) 93,425,701 61,977,007 56,451,766 $ 211,854,474 Plan's Market Value of Assets (MVA)
(funded portion) ** 76,179,353 38,636,056 37,695,551 152,510,960 Unfunded Accrued Liability (UAL) (ALMVA) 17,246,348 23,340,951 18,756,215 59,343,514 Funded Ratio (MVA/AL) 81.54% 62.34% 66.77% 71.99%
*BSCFD Plan numbers reflect San Carlos portion (52.9%) only **includes $4m payment in FY 2024-25
The annual amount of contribution is determined through an actuarial analysis. The Plan actuary determines the cost associated with new benefits earned that year (normal cost) plus any additional amount that might be required to make up shortfalls that have developed over time.
This amount is called the “annual required contribution” (ARC). The ARC amounts are incorporated into the annual operating budget. The normal cost is paid based on a percentage of the employee’s payroll. The remaining part of the ARC is the amount required to pay down the unfunded accrued liability (UAL) and is paid in one payment at the beginning of July.
The CalPERS Public Employees’ Retirement Fund (PERF) has experienced fluctuations in returns over the last several years. In addition to the volatility in the returns, the CalPERS Board has made changes to the discount rate assumptions. Both factors drive the annual pension obligations of the City.
The City also continues to pay for 52.9% of the unfunded liabilities of the BSCFD. Since this is an inactive plan, it will be fully paid off or closed in FY 2033-34. However, this means that any volatility or changes in the assumption rates will be reset over the remaining years, which will decrease as we approach FY 2033-34. Assuming CalPERS has 0% investment returns in FY 2024-25, the BSCFD unfunded liability is projected to increase by $5.8 million. This additional cost would be amortized over a shorter period and would increase our costs beginning in FY 2027-28 by $828,000. Since we share these costs with the City of Belmont, any prepayment would need to be coordinated and may not be feasible.
The City Council has previously approved one-time payments in the amount of $5 million in FY CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 371
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2017-18, $7 million in FY 2019-20, $3 million in FY 2023-24, and $4 million in FY 2024-25 to reduce the long-term obligations that are impacted by the changes in the discount rate and investment returns in the CalPERS PERF.
While the City pays a portion of the pension costs, the largest contribution comes from CalPERS’ investments, with additional funding from employee contributions. Statewide, some workers currently contribute up to 17% of their paychecks to help fund their own pensions. In San Carlos, non-sworn employees contribute between 7-8% and sworn employees contribute 14%.
The “CalPERS Pension Buck” below illustrates the sources of income that fund public employee pensions.
Based on a 20-year average ending June 30, 2024, for every dollar CalPERS pays in pensions:
• 55 cents from investment earnings
• 34 cents from employer contributions
• 11 cents from employee contributions
In other words, 66 cents out of every public employee pension dollar is funded by CalPERS' own investment earnings and member contributions. In the fiscal year ended June 2024, CalPERS paid out more than $32 billion in pension benefits.
-
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
202520262027202820292030203120322033203420352036203720382039204020412042204320442045 Required Annual CalPERS Unfunded Accrued Liability
Contributions
Misc Tier 1 Misc Tier 2 Misc Tier 3 Misc PEPRA Safety Plan BSCFD Safety BSCFD Misc CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 372
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Source: CalPERS website https://www.calpers.ca.gov/about/organization/facts-at-a-glance/pension-buck CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 373
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 374
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2022-23 2023-24 2024-25 2025-26 2026-27
FULL TIME EQUIVALENT EMPLOYEES
Accountant1 1.00 1.00 1.00 1.00 1.00
Accounting Technician II2 1.00 2.00 2.00 2.00 2.00
Administrative Assistant3 5.00 4.00 4.00 4.00 4.00
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Assistant Building Official4 0.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Assistant Community Development Director5 1.00 1.00 1.00 1.00 1.00 Assistant Planner 1.00 1.00 1.00 1.00 1.00
Assistant Public Works Director6 0.00 0.00 1.00 1.00 1.00 Associate Engineer7 3.00 3.00 3.00 3.00 3.00
Associate Planner8 2.00 2.00 2.00 2.00 2.00
Building Inspector II9 4.00 4.00 4.00 4.00 4.00
Building Official 1.00 1.00 1.00 1.00 1.00
City Attorney10 0.00 1.00 1.00 1.00 1.00
City Clerk/Community Relations Director 1.00 1.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00 1.00
Civil Engineering Assistant11 1.00 1.00 1.00 2.00 2.00
Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00
Communications Coordinator12 1.00 0.00 0.00 0.00 0.00
Communications Manager13 1.00 1.00 1.00 1.00 1.00
Community Development Director 1.00 1.00 1.00 1.00 1.00 Cook14 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk15 0.00 1.00 1.00 1.00 1.00
Economic Development Coordinator 1.00 1.00 1.00 1.00 1.00 Economic Development/Housing Manager 1.00 1.00 1.00 1.00 1.00 Executive Assistant 1.00 1.00 1.00 1.00 1.00
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Fire Prevention Officer 1.00 1.00 1.00 1.00 1.00
Human Resources Management Analyst 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Legal Secretary16 0.00 1.00 1.00 1.00 1.00
Maintenance Worker 10.00 10.00 10.00 10.00 10.00
Management Analyst17 3.00 4.00 4.00 4.00 4.00
Mechanic18 1.00 0.00 0.00 0.00 0.00
Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00
Permit Technician19 1.00 1.00 1.00 1.00 1.00
Planning Manager 1.00 1.00 1.00 1.00 1.00
Principal Engineer20 0.00 1.00 1.00 1.00 1.00
Principal Planner 1.00 1.00 1.00 1.00 1.00
Public Works Assistant Superintendent21 1.00 1.00 2.00 2.00 2.00 Public Works Director 1.00 1.00 1.00 1.00 1.00
Public Works Inspector22 2.00 2.00 2.00 1.00 1.00
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Recreation Coordinator 5.00 5.00 5.00 5.00 5.00
Recreation Manager23 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor24 2.00 2.00 2.00 3.00 3.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00
Senior Administrative Clerk25 4.00 4.00 4.00 4.00 4.00
Senior Building Inspector26 1.00 0.00 0.00 0.00 0.00
Senior Engineer27 1.00 0.00 0.00 0.00 0.00
Senior Facility Attendant 1.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker28 10.00 10.00 10.00 10.00 10.00 Senior Management Analyst29 3.00 3.00 4.00 4.00 4.00
Senior Mechanic30 0.00 1.00 1.00 1.00 1.00
PERSONNEL SUMMARY
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 375
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budget Budget
Classification 2022-23 2023-24 2024-25 2025-26 2026-27
PERSONNEL SUMMARY
Senior Planner31 2.00 2.00 2.00 2.00 2.00
Senior Sustainability Analyst32 1.00 1.00 0.00 0.00 0.00 Senior Systems Analyst 1.00 1.00 1.00 1.00 1.00
Senior Traffic Engineer33 1.00 1.00 1.00 1.00 1.00
Systems Analyst 2.00 2.00 2.00 2.00 2.00
TOTAL REGULAR FULL-TIME EMPLOYEES 98.00 101.00 103.00 104.00 104.00
ELECTED & APPOINTED OFFICIALS
City Council 5.00 5.00 5.00 5.00 5.00
City Treasurer 1.00 1.00 1.00 1.00 1.00
TOTAL ELECTED AND APPOINTED OFFICIALS 6.00 6.00 6.00 6.00 6.00
PART-TIME FUNDING BY DEPARTMENT
Recreation Division 431,500 580,867 583,350 564,300 588,100 Sewer Fund 7,500 0 7,900 8,000 8,100
TOTAL PART-TIME FUNDING BY DEPARTMENT $439,000 $580,867 $591,250 $572,300 $596,200 2 Account Technician II position added in FY2023-24 to support the increased volume 33 Senior Traffic Engineer added in FY2022-23 to better respond to traffic calming request and to manage mobility and transportation infrastructure projects and initiatives 28 Two Senior Maintenance Worker positions added in FY2022-23 to support parking lot maintenance and open space maintenance 29 A Senior Management Analyst position reclassed from the Senior Sustainability Specialst position on the January 27th, 2025 Council meeting, and position moved from the City Manager's Office to the Community Development Department
30 Senior Mechanic position upgraded from Mechanic in FY2023-24 to support the transition from internal combustion engines to an EV platform which requires senior level skill set 31 Senior Planner position was eliminated in FY2020-21 as a cost saving measure and restored FY2021-22 to help manage long-range planning projects; another Senior Planner position added in FY2022-23 to provide support to the Current Planning Division 3 Administrative Assistant position in the Public Works Department added in FY2022-23 to support administrative duties in the Engineering Division; Administrative Assistant position in the City Clerk's Department upgraded to Deputy City Clerk in FY2023-24 to provide City Clerk with support requiring greater depth of skill and expertise above and beyond basic clerical functions 4 Assistant Building Official position upgraded from Senior Building Inspector position in FY2023-24 in order to assume a lead role with large scale development projects as well as assisting the Building Official with training and coordination of field inspections and mentoring of field inspectors and permit technicians 5 Assistant Community Development Director added in FY2022-23 to assist and implement at least 5 to 10 years of anticipated work in the Community Development Department 6 Assistant Public Works Director added FY2024-25 to assist the Public Works Director with the Engineering Division 32 Senior Sustainability Analyst position in the City Manager's Department added in FY2022-23 to support the implementation of the Climate Mitigation and Adaptation Plan ("CMAP"). Position was reclassed from the Senior Sustainability Analyst on the January 27, 2025 Council Meeting, and moved from the City Manager's Office to the Community Development Department 27 Senior Engineer position upgraded to Principal Engineer position in FY2023-24 to manage and deliver Capital Improvement Program projects 7 Associate Engineer position added in FY2022-23 to support the increasing number of Capital Improvement Program projects 8 Associate Planner position added in FY2022-23 to support the Advance Planning Division 13 Communications Manager position upgraded from the Management Analyst position in the City Manager's Department in FY2022-23 to support the increasing demand for City communication in the department
23 Recreation Manager position downgraded to the Recreation Supervisor position in FY2020-21 as a cost savings measure, and upgraded from the Recreation Supervisor position in FY2022-23 24 Recreation Supervisor position downgraded from the Recreation Manager position in FY2020-21 as a cost saving measure but upgraded to the Recreation Manager position in FY2022-23 to support the growth of the department and impending staff transitions; another Recreation Supervisor position added in FY2020-21 on the April 12th, 2021 Council Meeting to support the coordination and management of special events; the third Recreation Supervisor position added in FY2025-26 to oversee Youth Development and Athletics 25 Senior Administrative Clerk position in Planning Division eliminated in FY2020-21 as a cost saving measure; Senior Administrative Clerk position in Advance Planning Division was eliminated in FY2020-21, and restored in FY2021-22 to support the management of long-range planning projects; Senior Administrative Clerk position in Parks & Recreation eliminated in FY2020-21 as a cost saving measure but restored in FY2021-22 to support administrative duties in the Parks and Recreation Department; Senior Administrative Clerk position in Current Planning Division added in FY2022-23 to provide administrative support in the division 26 Senior Building Inspector upgraded from Building Inspector II in FY2021-22 to assist with large scale development projects, electronic plan review, and assist the Building Official with training and coordination of field inspections; and upgraded to Assistant Building Official in FY2023-24 in order to assume a lead role with large scale development projects as well as assist the Building Official with training and coordination of field inspections and mentoring of field inspectors and permit technicians 19 Permit Technician position in the Public Works Department added in FY2022-23 to assist with ongoing permit application intake, minor tenant improvement projects, electronic plan review of residential solar and fire permit applications, and review of kitchen and bath remodel projects 20 Principal Engineer position upgraded from the Senior Engineer position in FY2023-24 to manage and deliver Capital Improvement Program projects 21 2nd Public Works Assistant Superintendent added in FY2024-25 to assist with Public Works Superintendent to oversee two of the four divisions in Public Works Maintenance Division 22 Public Works Inspector position added in FY2022-23 to support the increasing number of capital improvement projects; one Public Works Inspector position reclassified to a Civil Engineering 14 Cook position upgraded from Part Time to Full Time in FY2022-23 to support the expansion of the Adult Community Center Lunch Program 15 Deputy City Clerk position added FY2023-24 to provide City Clerk with support requiring greater depth of skill and expertise above and beyond basic clerical functions 16 Legal Secretary position added in FY2023-24 to support the full time in house City Attorney 17 Management Analyst positions in the City Manager upgraded to Communications Manager and Senior Sustainability Coordinator in FY2022-23; Management Analyst position added to the Administrative Services Department in FY2022-23 to support the increasing needs in the department; Management Analyst position in the City Manager's Office reclassed from Communications Coordinator position in FY2023-24 to better represent the full scope of services provided by the Communications Coordinator 18 Mechanic position upgraded to Senior Mechanic position in FY2023-24 to support the transition from internal combustion engines to an EV platform which requires senior level skill set 1 Accountant position upgraded from Account Technician II position on the October 24, 2022 Council Meeting as a part of succession planning efforts to offer growth opportunities and reduce high turnover rate in this position
9 Building Inspector II positions upgraded to Senior Building Inspector in FY2021-22 to assist with large scale development projects, electronic plan review, and assist the Building Official with training and coordination of field inspections; Building Inspector II position added in FY2022-23 to assist with ongoing resident projects, minor tenant improvement projects, permit intake, and electronic plan review
10 City Attorney position converted from a contract position to a full time in house position in FY2023-24 to support increasing legal services 12 Communications Coordinator position added in FY2022-23 to support communications and outreach efforts and upgraded to Management Analyst in FY2023-24 to better represent the full scope of services provided by the Communications Coordinator 11 Civil Engineering Assistant position eliminated in FY2020-21 as a cost saving measure, and restored in FY2021-22 to support the increasing commercial development applications. One Civil Engineering Assistant position was reclassed from Public Works Inspector position in FY2025-26 in order to meet the increasing CIP project demands CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 376
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budged Budget
Classification FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
FULL TIME EQUIVALENT EMPLOYEES BY DEPARTMENT
CITY MANAGER'S OFFICE
CITY MANAGER - 01111000
City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00 1.00
Senior Management Analyst 1.00 1.00 1.00 1.00 1.00
Communications Coordinator 1.00 0.00 0.00 0.00 0.00
Communications Manager 1.00 1.00 1.00 1.00 1.00
Senior Sustainability Analyst 1.00 1.00 0.00 0.00 0.00
Management Analyst 0.00 1.00 1.00 1.00 1.00
TOTAL CITY MANAGER'S OFFICE 7.00 7.00 6.00 6.00 6.00
CITY CLERK - 01121000
City Clerk/Community Relations Director 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 0.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 0.00 0.00 0.00 0.00
TOTAL CITY CLERK 2.00 2.00 2.00 2.00 2.00
CITY ATTORNEY- 01151000
City Attorney 0.00 1.00 1.00 1.00 1.00
Legal Secretary 0.00 1.00 1.00 1.00 1.00
TOTAL CITY ATTORNEY 0.00 2.00 2.00 2.00 2.00
COMMUNITY DEVELOPMENT - ADMINISTRATION
Community Development Director 1.00 1.00 1.00 1.00 1.00 Assistant Community Development Director 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 2.00 2.00 2.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL ADMINISTRATION DIVISION 4.00 4.00 5.00 5.00 5.00
BUILDING DIVISION - 01181000
Building Official 1.00 1.00 1.00 1.00 1.00
Assistant Building Official 0.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 0.00 0.00 0.00 0.00
Building Inspector II* 4.00 4.00 4.00 4.00 4.00
Permit Technician 1.00 1.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
TOTAL BUILDING DIVISION 8.00 8.00 8.00 8.00 8.00
*Position underfilled
ECONOMIC DEVELOPMENT DIVISION - 01640033
Economic Development & Housing Manager 1.00 1.00 1.00 1.00 1.00 Economic Development Coordinator 1.00 1.00 1.00 1.00 1.00 TOTAL ECONOMIC DEVELOPMENT DIVISION 2.00 2.00 2.00 2.00 2.00 PLANNING DIVISION - 01191000
Principal Planner 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Assistant Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Senior Administrative Clerk 1.00 1.00 1.00 1.00 1.00
TOTAL PLANNING DIVISION 5.00 5.00 5.00 5.00 5.00
PERSONNEL SUMMARY BY DEPARTMENT
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 377
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budged Budget
Classification FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
PERSONNEL SUMMARY BY DEPARTMENT
ADVANCED PLANNING DIVISION - 01191001
Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 1.00 1.00 1.00 1.00 1.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Senior Administrative Clerk 1.00 1.00 1.00 1.00 1.00
TOTAL ADVANCED PLANNING DIVISION 4.00 4.00 4.00 4.00 4.00
ADMINISTRATIVE SERVICES
ADMINISTRATIVE SERVICES - 01210000
Administrative Services Director 1.00 1.00 1.00 1.00 1.00 Senior Management Analyst 1.00 1.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL ADMINISTRATIVE SERVICES 4.00 4.00 4.00 4.00 4.00
FINANCE DIVISION - 01211000
Financial Services Manager 1.00 1.00 1.00 1.00 1.00
Senior Accountant 2.00 2.00 2.00 2.00 2.00
Accountant 1.00 1.00 1.00 1.00 1.00
Accounting Technician II 1.00 2.00 2.00 2.00 2.00
Accounting Technician I 0.00 0.00 0.00 0.00 0.00
TOTAL FINANCE DIVISION 5.00 6.00 6.00 6.00 6.00
HUMAN RESOURCES DIVISION - 01212000
Human Resources Manager 1.00 1.00 1.00 1.00 1.00
Human Resources Management Analyst 1.00 1.00 1.00 1.00 1.00 TOTAL HUMAN RESOURCES DIVISION 2.00 2.00 2.00 2.00 2.00 INFORMATION TECHNOLOGY DIVISION - 01213000
Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Senior Systems Analyst 1.00 1.00 1.00 1.00 1.00
Systems Analyst 2.00 2.00 2.00 2.00 2.00
TOTAL INFORMATION TECHNOLOGY DIVISION 4.00 4.00 4.00 4.00 4.00 FIRE DEPARTMENT - 01491031
Fire Prevention Officer 1.00 1.00 1.00 1.00 1.00
TOTAL FIRE 1.00 1.00 1.00 1.00 1.00
PUBLIC WORKS DEPARTMENT
PUBLIC WORKS ENGINEERING DIVISION - 01511000
Public Works Director 1.00 1.00 1.00 1.00 1.00
Assistant Public Works Director 0.00 0.00 1.00 1.00 1.00 City Engineer 1.00 1.00 1.00 1.00 1.00
Principal Engineer 0.00 1.00 1.00 1.00 1.00
Senior Engineer 1.00 0.00 0.00 0.00 0.00
Senior Traffic Engineer 1.00 1.00 1.00 1.00 1.00
Associate Engineer* 3.00 3.00 3.00 3.00 3.00
Public Works Inspector 2.00 2.00 2.00 1.00 1.00
Civil Engineering Assistant 1.00 1.00 1.00 2.00 2.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL PUBLIC WORKS ENGINEERING 12.00 12.00 13.00 13.00 13.00 *Position underfilled
FLEET MAINTENANCE DIVISION - 01531000
Mechanic 1.00 0.00 0.00 0.00 0.00
Senior Mechanic 0.00 1.00 1.00 1.00 1.00
TOTAL FLEET MAINTENANCE 1.00 1.00 1.00 1.00 1.00
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 378
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budged Budget
Classification FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
PERSONNEL SUMMARY BY DEPARTMENT
PARKS DEPARTMENT
PARKS ADMINISTRATION - 01701000
Parks and Recreation Director 1.00 1.00 1.00 1.00 1.00
Recreation Manager 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
TOTAL PARKS ADMINISTRATION 3.00 3.00 3.00 3.00 3.00
RECREATION DIVISIONS - 01721000 - 01771000
Recreation Supervisor 2.00 2.00 2.00 3.00 3.00
Recreation Coordinator 5.00 5.00 5.00 5.00 5.00
Senior Administrative Clerk 1.00 1.00 1.00 1.00 1.00
Senior Facility Attendant 1.00 1.00 1.00 1.00 1.00
Cook 1.00 1.00 1.00 1.00 1.00
TOTAL RECREATION DIVISIONS 10.00 10.00 10.00 11.00 11.00 PARK MAINTENANCE DIVISION - 01711000
Public Works Superintendent 1.00 1.00 1.00 1.00 1.00
Public Works Assistant Superintendent 0.00 0.00 1.00 1.00 1.00 Senior Maintenance Worker 5.00 5.00 5.00 5.00 5.00
TOTAL PARK MAINTENANCE 6.00 6.00 7.00 7.00 7.00
BUILDING MAINTENANCE DIVISION 01712000 - 01718000
Senior Maintenance Worker 3.00 3.00 3.00 3.00 3.00
TOTAL BUILDING MAINTENANCE 3.00 3.00 3.00 3.00 3.00
SEWER FUND - 06631000
Public Works Assistant Superintendent 1.00 1.00 1.00 1.00 1.00 Civil Engineering Technician 1.00 1.00 1.00 1.00 1.00
Senior Maintenance Worker 2.00 2.00 2.00 2.00 2.00
Maintenance Worker 10.00 10.00 10.00 10.00 10.00
Senior Administrative Clerk 1.00 1.00 1.00 1.00 1.00
TOTAL SEWER FUND 15.00 15.00 15.00 15.00 15.00
TOTAL REGULAR FULL-TIME EMPLOYEES 98.00 101.00 103.00 104.00 104.00 CONTRACT POSITIONS:
LEGAL SERVICES
Burke, Williams, & Sorenson, LLP
City Attorney 1.00 0.00 0.00 0.00 0.00
TOTAL LEGAL SERVICES CONTRACT 1.00 0.00 0.00 0.00 0.00
LAW ENFORCEMENT SERVICES
San Mateo County Sheriff's Office
Police Chief/Captain 0.80 0.80 0.80 0.80 0.80
Deputy 12.00 12.00 12.00 12.00 12.00
Motorcycle Deputy 2.00 2.00 2.00 2.00 2.00
Detective 2.00 2.00 2.00 2.00 2.00
General Sergeant 4.00 4.00 4.00 4.00 4.00
Administrative Sergeant 1.00 1.00 1.00 1.00 1.00
Community Service Officer 6.00 6.00 6.00 6.00 6.00
Administrative Secretary III 0.00 0.00 0.00 0.00 0.00
Management Analyst 1.00 1.00 1.00 1.00 1.00
Criminal Records Technician 1.00 1.00 1.00 1.00 1.00
TOTAL POLICE SERVICES CONTRACT 29.80 29.80 29.80 29.80 29.80 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 379
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budged Budget
Classification FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
PERSONNEL SUMMARY BY DEPARTMENT
FIRE AND EMERGENCY OPERATIONS SERVICES
City of Redwood City Fire Department
Fire Chief 0.25 0.25 0.25 0.25 0.25
Deputy Fire Chief 0.66 0.66 0.66 0.66 0.66
Battalion Chief 1.00 1.00 1.00 1.00 1.00
Fire Marshal 0.33 0.33 0.33 0.33 0.33
Fire Prevention Admin 0.33 0.33 0.33 0.33 0.33
Deputy Fire Marshal 0.00 0.00 0.00 0.00 0.00
Fire Prevention Officer 0.50 0.50 0.50 0.50 0.50
Training Battalion Chief 0.33 0.33 0.33 0.33 0.33
Fire Captain 6.00 6.00 6.00 6.00 6.00
Firefighter/Paramedics 6.00 6.00 6.00 6.00 6.00
Firefighters 6.00 6.00 6.00 6.00 6.00
Management Analyst 0.33 0.33 0.33 0.33 0.33
Administrative Assistant 0.33 0.33 0.33 0.33 0.33
TOTAL FIRE SERVICES CONTRACT 22.06 22.06 22.06 22.06 22.06
DISPATCH SERVICES
SM County Communications Office
Communications Officer 4.00 4.00 4.00 4.00 4.00
TOTAL DISPATCH SERVICES CONTRACT 4.00 4.00 4.00 4.00 4.00
PARKS MAINTENANCE
Landscape Providers
Maintenance Worker 3.10 3.10 3.10 3.10 3.10
Irrigation Specialist 0.40 0.40 0.40 0.40 0.40
Spray Operator 0.10 0.10 0.10 0.10 0.10
Supervisor 0.40 0.40 0.40 0.40 0.40
TOTAL PARK MAINTENANCE CONTRACT 4.00 4.00 4.00 4.00 4.00
MEDIAN & OPEN SPACE MAINTENANCE
Median Landscaper
Maintenance Worker 2.00 2.00 2.00 2.00 2.00
Irrigation Specialist 0.20 0.20 0.20 0.20 0.20
Supervisor 0.20 0.20 0.20 0.20 0.20
Open Space Landscaper
Maintenance Worker 1.50 1.50 1.50 1.50 1.50
TOTAL MEDIAN & OPEN SPACE CONTRACT 3.90 3.90 3.90 3.90 3.90
BUILDING MAINTENANCE
Janitorial Services
Janitor 5.00 5.00 5.00 5.00 5.00
Supervisor 0.00 0.00 0.00 1.00 1.00
TOTAL BUILDING MAINTENANCE CONTRACT 5.00 5.00 5.00 6.00 6.00
CITY PLANNING SERVICES
Planning Contractor Services
Sr. Planner 0.40 0.40 0.40 0.50 0.50
Principal Planner 0.80 0.80 0.80 0.50 0.50
Assistant Planner 1.00 1.00 1.00 2.00 2.00
Associate Planner 1.00 1.00 1.00 1.00 1.00
Planning Technician 1.00 1.00 1.00 0.25 0.25
Advance Planning Contractor Services
Assistant Planner 0.00 0.00 0.00 1.00 1.00
Principal/Partner 0.00 0.00 0.00 0.20 0.20
TOTAL PLANNING CONTRACT 4.20 4.20 4.20 5.45 5.45
BUILDING SERVICES
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 380
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Revised Audited Projected Proposed Proposed
Budget Budget Budget Budged Budget
Classification FY22-23 FY23-24 FY24-25 FY25-26 FY26-27
PERSONNEL SUMMARY BY DEPARTMENT
San Mateo County Code Enforcement
Code Enforcement Officer 1.00 1.00 1.00 1.00 1.00
TOTAL BUILDING SERVICES CONTRACT 1.00 1.00 1.00 1.00 1.00 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 381
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 382
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FISCAL YEARS 2025-30 CAPITAL IMPROVEMENT PROGRAM SUMMARY The capital project budget funds significant one-time capital infrastructure improvement needs and recurring or routine maintenance items, including: resurfacing and sidewalk projects; traffic safety improvements; park construction and improvements; storm drainage improvements; facility improvements; and enterprise technology projects. Funds are often accumulated in this budget over a period of years and are then spent when a sufficient amount of revenue is available to pay for the desired projects.
For the past 15 to 20 years, the City has adopted a “pay as you go” funding method for capital projects. Conservative budgeting and strong financial controls have generated an average annual operating surplus of $4.1 million. These operating savings are combined with dedicated funding sources to pay for capital projects without relying on debt.
The projects listed in the capital budget are developed from several sources including City Council direction, strategic planning, departmental recommendations, and policy plan documents.
Additional sources include, but are not limited to, the Development Impact Fee Program, the Bicycle and Pedestrian Master Plan, the Parks Master Plan, the Downtown Plan, the General Plan, and projects that address regulatory compliance requirements.
The proposed projects are prioritized based on City Council’s direction, public safety concerns, public expectations, and any projects that are grant funded. Once prioritized, the projects are approved based on available funding. Any projects that are not approved are placed on the Unfunded List for review when funds become available. A study session to review the capital budget recommendations is held before final adoption of the budget.
Capital assets are tangible and intangible assets acquired for use in operations that will benefit the local government for more than a single fiscal period. Major outlays for capital assets and improvements are capitalized as projects are constructed.
All capital assets are valued at historical cost or estimated historical cost if actual historical cost is not available. Capital assets received in a service concession arrangement should be reported at acquisition value rather than fair value. The City's policy is to capitalize all assets with costs exceeding the $5,000 threshold and a useful life of more than one year. Donated capital assets, donated works of art, and similar items are reported at acquisition value rather than fair value.
The Fiscal Years (FY) 2025-30 Capital Improvement Program Budget (CIP) contains $164 million in spending over the five-year period. Of this, the majority of the spending, or $151.3 million, will consist of capitalized projects and the remainder, or $12.7 million, are routine or non-capitalized items.
CIP projects can further be broken down into project categories: sewer improvements and replacements; street improvements; safe routes to schools; storm drainage system; traffic and transit; parks and recreation; planning; facilities and technology; childcare; and housing.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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FISCAL YEARS 2025-30 CAPITAL IMPROVEMENT PROGRAM SUMMARY (in millions)
Capitalized Projects
Sewer $ 53.0
Streets 44.1
Safe Routes 6.0
Storm 5.2
Traffic and Transit 17.0
Parks and Recreation 1.2
Planning 16.6
Child Care 5.0
Housing -
Facilites/Technology 3.2
Total Capitalized $ 151.3
Routine/Non-Capitalized
Sewer $ 7.0
Streets -
Safe Routes 1.4
Storm -
Traffic and Transit 1.3
Parks and Recreation -
Planning -
Child Care 3.0
Housing -
Facilites/Technology -
Total Non-Capitalized $ 12.7
92%
8%
FY 2025-30 CIP
Capitalized Non-Capitalized
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
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CAPITAL IMPROVEMENT PROGRAM BUDGET
During the Capital Improvement Program (CIP) budget process, departments submit Project Request Forms for existing and potential projects. These forms capture the costs spent to date, five-year budget requests, total estimated project costs, and funding sources. Each form also captures any potential operating or staffing costs that the project will require. These operating costs are then incorporated into the appropriate operating budgets.
The City Council held a budget study session on April 29, 2025 to review the City’s five-year capital project budget recommendations. The CIP Budget Detail schedule that follows this summary shows the full list of projects and incorporates any changes agreed upon during the study session.
Sections 65400, 65401, and 65403 of the State Planning and Zoning Code require annual Planning Commission review of public works projects planned for the next fiscal year to determine conformity with the adopted General Plan. The Planning and Transportation Commission will review the CIP Budget at its June 2, 2025 meeting with a view to concluding that the proposed capital projects are in conformance with the goals, policies, and actions contained within the General Plan.
The proposed FYs 2025-30 CIP is funded with capital project funds, as outlined in the CIP Fund Summary. If approved by the City Council, the CIP will draw down on capital fund balances over the course of the projects. The total proposed CIP budget of $164 million will fund the following project categories over the next five years.
Project Category
Wastew ater
Fund Gas Tax Fund General Capital Fund
Child Care
Fund Parks in Lieu Housing Funds
Sew age Improvements and
Replacements $ 60,025,000
Storm Drainage System $ 5,150,000
Street Improvements $ 42,140,000 $ 1,881,000
Safe Routes to School $ 7,400,000
Traffic and Transit $ 18,338,083
Parks and Recreation $ (350,000) $ 1,600,000
Planning $ 16,639,900
Facilities and Technology $ 3,208,200
Child Care $ 8,000,000
Housing
TOTAL $ 60,025,000 $ 42,140,000 $ 52,267,183 $ 8,000,000 $ 1,600,000 $ - PROJECTED SPENDING OVER NEXT FIVE YEARS (FY 2025 - FY 2030) In addition to the direct funding received into the capital funds, the recommended CIP Budget includes transfers from various funds. The transfers include the closure of the Parking In Lieu Fund and the closure of the Library Improvement Fund. The Parking In Lieu fund has been combined with the General Capital Fund and any future revenue will be restricted for parking projects. The Library Improvement Fund will be closed following the payoff of the Library General Obligation Bonds in FY 2024-25 and any future revenue will be restricted for library building maintenance or improvement projects which will be managed under the General Capital Fund.
CIP projects can also be funded by grants from various local, state, or federal sources. This has the beneficial effect of reducing the amount of the City’s own resources required to complete those particular projects. The table below provides a summary of the grants that the City is in the process of pursuing, or have already been awarded or received:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 385
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The FYs 2025-30 CIP budget summary by funding source is provided within the following pages.
The projects are listed in project number order within each of the funds and further detail for each project is provided in their respective sections of the budget document.
Wastewater Fund 06:
The Wastewater Fund is the City’s only Enterprise Fund. An Enterprise Fund is used to account for operations that are financed and operated like a private business enterprise. The Wastewater Fund, therefore, has the rates and fees necessary to fund the sewage treatment, transmission, major capital replacements, and improvements to the sewer system. Over the next five years, staff proposes an investment of $60.0 million in the City’s wastewater system.
Staff requests continued and additional funding, where applicable, for the following previously approved projects:
• Wastewater Financial Plan and Rate Study (C9609). $120,000 was previously appropriated for FY 2022-23. The rate study started in early 2023 and is currently in process. No additional funding is requested.
• Annual Sewer System Rehabilitation Program (C9617). $7 million was appropriated in FY 2024-25. Staff proposes funding of $35 million over five years, or $7 million per year, for FY 2025-26 through FY 2029-30 to continue the rehabilitation work. The additional appropriation will be used to repair, rehabilitate, and replace significant structural deficiencies. The annual rehabilitation project has steadily addressed grade 4 and 5 defects, as well as replaced additional lower laterals. • Annual On-call Sewer Contracts (C1702). $900,000 was previously approved for FY 2024-25. Staff proposes $900,000 per year for FYs 2025-26 through 2029-30 to retain sewer contractors and to replace failed sewer infrastructure on an as-needed basis. • Sewer System CCTV Inspection (C1736). $400,000 was previously approved in FY 2023-24 and $47,338 was rolled over from the previous year. Since this was not spent, the full $447,338 was rolled over into FY 2024-25 to cover the cost of contracted work.
Staff proposes an additional $400,000 in FY 2025-26 and requests an additional $400,000 per year in FYs 2027-28 and 2029-30 to continue the schedule of cleaning and inspection of the City’s sewer system.
• Annual Sewer Lateral Replacement (C1737). $300,000 was previously appropriated in CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 386
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FY 2024-25. Staff proposes $300,000 per year for FYs 2025-26 through 2029-30 to continue to conduct annual sewer lateral replacements.
• Annual Sewer System Root Foaming (C1752). $175,000 was previously approved by Council for FY 2024-25 to hire a contractor to remove roots from sewer lines using a nontoxic chemical root control method. Staff proposes $175,000 each year for FYs 2025-26 through 2029-30 to continue with this work, thereby reducing and preventing root defects until each sewer pipe is scheduled for complete repair or replacement. • Generator Installation at Sewer Pump Stations (C2101). $250,000 of funding was previously appropriated by the Council for FY 2021-22 to design transfer switches and permanent generators at three sewer pumps located throughout the city. Installing permanent generators will reduce the risk of sanitary sewer overflows during an emergency and free up staff time to address other emergencies. No additional funding was requested.
• Sewer and Storm Pump Station Assessment (C2301). Funding of $150,000 in FY 2023-24 was previously appropriated to perform a sewer and storm pump station assessment. The assessment will assist in evaluating the storage of waste and stormwater, the condition of the pumps, and necessary improvements to the electrical panels and services to improve efficiency. The pump stations are crucial in order to collect, store, and lift waste and stormwater, as failures can cause sewer overflows or flooding in the streets.
• Sewer Model Update (C2302). $374,560 was previously appropriated for a sewer model update. The model update will allow staff to plan for future infrastructure improvements and maintenance strategies. Staff will also identify any capacity issues for improving the overall safety of the sanitary sewer system and reducing the potential for sanitary sewer overflows. No additional funding was requested.
Shoreway Road Sewer Main Relocation Project (C2303). $605,000 was previously appropriated in FY 2023-24 for this project for planning and design for the relocation of the sewer main. The existing main is sagging and is at risk of overflows and backups, and continued repair and rehabilitation is no longer an option. Staff proposes funding of $3 million in FY 2025-26 for the construction phase of the sewer main relocation. • Tierra Linda Pump Station Improvements (C2304). Funding of $1 million was adopted in FY 2023-24. Relocating and replacing the sewer main will reduce the potential for overflows and backups. The existing pump station poses difficulty and challenges to staff because it cannot be fully utilized to lift, transport, and clear wastewater. The two pumps cannot be used simultaneously out of concern for safety and sewer overflows and backups within the force main along San Carlos Avenue. • Capacity Improvements Project (C2305). $9.5 million in funding for FYs 2025-28 was previously requested for improvements needed to address capacity deficiencies through upsizing or adding sewer mains, and to accommodate and convey peak wet weather flows without causing sanitary sewer overflows during a storm. Staff proposes reducing funding in FY 2025-26 from $4.5 million to $2 million, mainly due to a delay in the receipt of CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 387
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connection fees from development projects and to open up funding opportunities for other needed new projects in FY2025-26. This request also adds $2 million to $1.5 million that was previously requested for FY 2027-28, $2.5 million to FY 2028-29, and $1 million to FY 2029-30.
• Manhole Monitoring System Upgrade (C2401). $150,000 was previously appropriated for this project to install telemetry monitoring technology at various sewer manholes to improve operational reliability, efficiency, and environmental sustainability, concurrently fostering cost reduction and advancing public health and safety initiatives. No additional funding is requested.
The following new Wastewater Fund capital projects are proposed. Detailed descriptions can be found in the attachments that follow:
• Replacement of Combination Sewer Truck (C2501). The current Vactor 2100 Plus truck is over 13 years old with nearly 9,000 hours of operation (equivalent to approximately 360,000 miles) and has become increasingly prone to breakdowns. Funding of $900,000 for FY 2025-26 is proposed to purchase a new combination sewer truck that will provide more reliable and consistent performance, minimize service interruptions, lower operational costs, reduce downtime, and improve overall service efficiency. • Upgrade Existing SCADA Hardware at all Sewer and Storm Pump Stations (C2502).
Funding of $450,000 for FY 2025-26 is proposed to replace the current Supervisory Control and Data Acquisition (SCADA) hardware which is outdated and no longer supported by manufacturers, leaving it vulnerable to security risks. An updated system will ensure continuous communication with pump stations, reducing the risk of costly sewer spills and flooding.
• Wastewater Rate and Capacity Charge Study (C2503). $100,000 of funding is proposed for FY 2025-26 for a wastewater rate study to evaluate the current operating costs, evaluate the upcoming capital cost impacts, and develop sewer rate recommendations to ensure long-term financial sustainability of the City’s sewer fund and system. The last rate study completed in 2024 set rates for FY 2024-25, FY 2025-26, and FY 2026-27.
Gas Tax Fund 16
The Gas Tax Fund is used to account for revenue received and expended under the State of California Street and Highways Code Sections 2106, 2107, and 2107.5. The revenues received must be expended for maintenance and construction related to streets.
SB 1. In April 2017, the Governor signed into law the Road Repair and Accountability Act of 2017 (Senate Bill “SB” 1). SB 1 provides $5.2 billion annually statewide and is a significant investment in California’s transportation infrastructure. The law provides approximately $800,000 for the City’s local streets and roads. This revenue has been incorporated into the five-year capital project proposal. Local Street Rehabilitation (LSR) revenues are projected at $1.68 million in FY 2025- 26 and $1.73 million in FY 2026-27.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 388
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Measure A/K. Measure A was passed originally in 1988 and then extended by voters in 2017 as Measure K (to 2043) to improve transit and relieve traffic congestion. It includes funds for local community shuttle services, railroad/street grade separations, and a major infusion of tax dollars for pedestrian and bicycle projects and some operating funds that can be channeled to Caltrans.
Measure W. Measure W was passed in 2018, and went into effect in July 2019, approving a halfcent sales tax to provide the County with additional resources to improve transit and relieve traffic congestion. This tax measure is generating funds for a period of 30 years, from July 2019 to June 30, 2048. Measure W contains the Congestion Relief Plan, which establishes five Investment Categories for the following funds: Highway/Interchange; Local Safety/Pothole; Bicycle/Pedestrian; Regional Connections; and Public Transit.
The transfer from Fund 14 (Measure A/K) and Fund 18 (Measure W) into Fund 16 (Gas Tax Fund) is recommended to be $2.14 million in FY 2025-26 and $1.74 million in FY 2026-27.
To raise the Pavement Condition Index (PCI) from 57 to 65 for City streets in the next five years, staff recommends an investment in the street resurfacing project of $39.5 million over the next five years. This includes funding from the General Capital Fund in the amount of $3.28 million in FY 2025-26 and $2.85 million in FY 2026-27 and FY 2027-28.
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• Annual Street Resurfacing Project (C9416). $8.5 million was previously appropriated for this project in FY 2024-25. Over the next five years, staff proposes an investment of $39.5 million which includes $2.85 million in funding from the Facility/Infrastructure Reserve. Timely and regular maintenance and rehabilitation will prevent costly reconstruction, and spending at this level will raise the PCI from its current level of 57 “at risk” to a level of 65, or “fair” condition, over the next five years. To achieve this, approximately 17% of City streets will be under construction per fiscal year or 80% of the City’s total streets over the five-year period.
• Annual Traffic Markings & Striping (C9417). $300,000 was previously appropriated for FY 2024-25. Staff proposes to continue the funding of $300,000 for FY 2025-26 through FY 2029-30. This work is done in conjunction with the annual resurfacing project and includes striping, signage, and/or marking changes initiated by staff, suggested by the public, or approved by the Planning and Transportation Committee. This funding is necessary to continue maintaining public safety, minimizing liability, and improving pedestrian crossings. Additionally, the Safe Routes to School Plan has identified specific intersections and streets where traffic striping and pavement marking improvements can be made.
• Annual Sidewalk Replacement/Reconstruction (C9465). $180,000 was originally requested in FY 2025-26 and FY 2026-27. Staff proposes additional funding of $120,000 in both fiscal years and $180,000 in each of the following three fiscal years. The City performs sidewalk repair projects annually and then bills property owners for their cost of the work. The sidewalk program continues to grow as more property owners are participating. In addition, this project includes repairs along sidewalk, curb, gutter, and driveway approaches around City-owned buildings and parks.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 389
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General Fund Capital Projects Fund 25
The General Fund Capital Projects Fund accounts for general capital improvements and replacements, including building construction, technology, and other infrastructure improvements.
Over the next five-year period, staff proposes $52.27 million in infrastructure improvements and one-time projects.
The major sources of revenue for this fund are the franchise fee revenue received from the Shoreway Transfer Station, estimated at $2.68 million in FY 2025-26 and $2.76 million in FY 2026-27 with estimated increases of $80,000 per year in the next three fiscal years; and the Educational Revenue Augmentation Fund (ERAF) rebate, which reflects property taxes previously taken from the City by the state, estimated at $3 million per year.
Staff proposes a transfer of $10.25 million from the General Fund Facility/Infrastructure “Assigned” Reserve balance in FY 2025-26, another $7 million in FY 2026-27, $2 million in FY 2027-28, and $1.5 million in FY 2028-29 and FY 2029-30. The transfers will go towards funding the Downtown Renovation Plan project, the Holly St./101 Interchange and Pedestrian Overcrossing project, storm drain improvements, and various other infrastructure projects.
Staff also proposes a transfer of $3.28 million in FY 2025-26 and $2.85 million in both FY 2026- 27 and FY 2027-28 from the General Capital Fund to the Gas Tax Fund to help offset the increasing annual street resurfacing costs, and a transfer of $400,000 in FY 2025-26 to the Parksin-Lieu fund to help fund the Parks Master Plan and related improvements.
Completed projects in FY 2024-25:
• Guardrail Installation at Torino Way/Winding Way Intersection (C1744) • Installation of New Sports Field Lighting at Flanagan and Stadium Fields (C1818) • Wheeler Plaza Garage Wayfinding Signage Installation (C2003) • Standards of Cover Study (C2110)
• Drone Unmanned Aerial Vehicle (UAV) Program (C2111)
• Second Floor Library Remodel (Former Chamber Area Suite 206) (C2202) • 447 Hillcrest Road Wall Replacement (C2203)
• Website and Intranet Refreshment (C2217)
• Greater East San Carlos Neighborhood Slow Streets (C2219) • Greenhouse Gas In-Lieu Fee Study (C2220)
• Arguello Scoreboard (C2308)
Projects nearing completion in FY 2024-25:
• Roof Repairs at Various Buildings (C1721)
• GIS Sign Inventory (C1808)
• Wheeler Plaza Garage Extra Lighting, Painting and EV Stations (C1904) • Storm Water Motor Control Center and Pump Replacements (Holly Street/Old County • Road and Brittan Avenue/Old County Road (C2108)
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 390
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• Objective Design and Development Standards for Single-Family, Multi-Family and Mixed-Use Residential Projects (C2115)
• City Facility Cameras (C2205)
• East Side Innovation District Pulgas Creek Watershed Study (C2208) • 2030 General Plan Amendment - Resetting Buildout to Allow Continued Improvements to 2030 (C2311)
• OnBase Upgrade (SaaS) (C2314)
• Phone System Replacement (C2315)
• Second Floor Library Remodel (Phase II) (C2316)
• Second Floor City Hall Remodel Design (C2317)
• Big Canyon Park Landslide Repair (Behind 995 Crestview Drive) (C2318) • Big Canyon Park Landslide Repair (Above 3144 Brittan Avenue) (C2319) • Big Canyon Park Landslide Repair (Behind 3141-3161 Melendy Drive) (C2320) • Dartmouth Road Landslide Repair (Between Garden Lane & Northam Avenue) (C2321) • Industrial Equipment and new vehicle Purchases for Corp Yard (C2323) • Landslide Review and Inspection (Geotech Engineer) (C2335) • Construct and Install Wooden Planters Over Orange Water Wall Barriers (C2338) • AED Installment (C2339)
• Highlands Park Snack Shack Repairs (C2406)
• Fire Station 16 Replacement (C9823)
Previously approved projects moved back to the unfunded list due to limited resources and other higher priority projects:
• East Side Innovation District Zoning Code: Stream Development and Maintenance Overlay District Amendment (C2209)
• Filing Cabinet System– City Clerk/Finance (C2310)
• Replace Turf at Burton Park (C2204)
Storm Drainage System
Total requested net funding for storm drainage improvements for the five-year plan period is $5.15 million.
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• Storm Drain Improvements (C9531). $3.1 million of additional funding was initially requested for this project to further address the drainage issues in San Carlos identified in the 2016 Citywide Storm Drain System Master Plan. However, to free up fund balance for other high priority projects, it is recommended that this funding request be moved to the Unfunded List for now.
• Belmont Creek Watershed Improvement (C9806). $500,000 was previously approved for this project to begin construction of an upstream detention facility to be located in the CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 391
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City of Belmont to reduce downstream flooding of Belmont Creek. San Carlos is partnering with Belmont and San Mateo County on this joint project since a portion of the creek is the responsibility of the City of San Carlos. $550,000 is also requested in FY 2025-26 to complete the project.
• Storm Channel Sediment Removal (C9828). $500,000 for each year from FY 2025-26 to FY 2027-28 had previously been requested for this project in the FY 2024-25 adopted budget update. Since there is still significant previously adopted budget available to be spent, staff proposes moving the requested funding, which includes an additional $150,000 for FY 2028-29 and FY 2029-30, to the Unfunded List to free up fund balance for other priority projects. A total of $1.8 million has been added to the Unfunded List.
The following new storm drainage capital project is proposed. A detailed description can be found in the attachments that follow:
• Industrial Road Bridge and Culvert Repair (C2514). $100,000 funding for FY 2025-26 and $500,000 for FY 2026-27 is proposed to repair the culvert located on Industrial Road above Cordilleras Creek in accordance with recommendations from Caltrans who inspects the bridge and culvert annually and provides recommendations for general upkeep and maintenance.
The following new storm drainage project is proposed but, due to funding limitations, is added to the Unfunded List:
• Pulgas Creek Watershed Native Planting Pilot project. The project involves installing and replacing native plants, treating topsoil, irrigation, and monitoring runoff in the Pulgas Creek Watershed region of San Carlos at Big Canyon Park. The replacement and planting of native plants would help stabilize the soil through natural means and lessen the effects of erosion and soil transportation to further points downstream in the watershed. This project is expected to cost $500,000 and take one year to complete.
Streets and Sidewalks
Total requested net funding in the Streets and Sidewalks category for the five-year plan period is $1.88 million.
In addition to the Streets and Sidewalks projects in the Gas Tax Fund, staff requests continued and additional funding, where applicable, for the following previously approved Streets and Sidewalks projects paid from the General Capital Fund:
• Illuminated Street Name Sign Replacement (C1712). $205,000 of total project funding was previously appropriated to replace 92 existing, internally illuminated street name signs, mounted on signal mast arms with two-sided retroreflective signs, at 24 signalized intersections in the city. No additional funding was requested. • San Carlos Avenue Asphalt Pathway Replacement (Alameda de las Pulgas to Cordilleras Avenue) (C1722). $1.3 million was previously appropriated for this project. In September 2024, the City applied for San Mateo County Transit Authority (SMCTA) Cycle CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 392
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7 Pedestrian and Bicycle Grant funding in the amount of $2 million for this project and C2106 (Brittan Avenue Sidewalk Improvements) and received notification of approval in December 2024. Staff proposes applying $500,000 of the grant to this project in FY 2025-
26. • Upgrade Pedestrian Signal Heads to Countdown Pedestrian Signals (C1725). $830,000 in funding was previously appropriated to fund the upgrade of pedestrian signal heads at signalized intersections to countdown pedestrian signal (CPS) heads, as well as upgrade pedestrian pushbuttons to accessible pedestrian signals (APS). No additional funding is requested.
• 5KV Streetlight Conversion (C1728). $335,000 was previously appropriated for this project to convert 56 streetlights to LEDs. No additional funding is requested. • ECR/Rail Corridor Tree Planting and Irrigation Installation (C1746). $610,000 was previously appropriated to plant new street trees and install irrigation from Arroyo Avenue to the southern City limits. It is partially funded by $150,000 received as part of the San Mateo Transit Village development project. Staff proposes moving the remaining budget balance ($434,000) to the Unfunded List, as the project is on hold pending final tree selection and the vision for the Grand Boulevard Initiative. • San Carlos Avenue Pedestrian Safety Improvements (C1806). $6.7 million was previously appropriated for this project. $4.8 million is currently offset by developer donations, Measure A bicycle/pedestrian funding, and Traffic Mitigation Fee Reserve funds. No additional funding is requested.
• Repave Asphalt Walking Path at Highlands Park (C1811). $1.02 million was previously appropriated to repave the lower park entrance of Highlands Park on Coronado Street. No additional funding is requested.
• Brittan Avenue Sidewalk Improvements (Between Rogers Avenue & Sunset Drive) (C2106). $2.03 million was previously appropriated for this project to improve safety for pedestrians between Milano Way and Alameda de las Pulgas along Brittan Avenue. $2 million of Traffic Impact Fee funding was also approved to offset the costs. Staff requests an additional $975,000 in appropriations for FY 2025-26 for the next stage of the project and also proposes reducing Traffic Impact Fee funding by $500,000 to a total of $1.5 million funded in FY 2025-26, with the remaining project expenditures offset by the remaining $1.5 million of San Mateo County Transit Authority (SMCTA) Cycle 7 Pedestrian and Bicycle Grant funding, also in FY 2025-26.
• Arroyo Avenue and Chestnut Street Safe Routes to School Improvements and Paving (C2201). $867,000 was appropriated previously for this project to make improvements at the intersection of Arroyo Avenue and Chestnut Street, which was identified in the City's Safe Routes to School Plan due to its proximity to Central Middle School and Arroyo Elementary school. The improvements will also provide connectivity for pedestrians going to Burton Park and for students going to the Youth Center. $150,000 is covered by the Priority Legislative Budget Projects Grant, $375,000 by the Traffic CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 393
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Mitigation Fee Reserve and $20,457 by the San Carlos School District. No additional funding is requested.
• Tree Well Replacement on Industrial Road (C2212). $400,000 was previously appropriated for this project to expand 17 tree wells along Industrial Road, from Taylor Way to Holly Street, to accommodate new trees, and to construct a new irrigation system for the trees. $360,000 of the previous funding will be moved to unfunded for now to free up funding for other projects. Of the total remaining costs, $27,000 has been paid as part of the development agreement at 405 Industrial Road to offset the costs of the trees and planting.
• Intersection Pedestrian Improvements (C2213). Funding of $1 million was previously appropriated to design and begin construction of pedestrian improvements such as curb extensions, high visibility crosswalk markings, and curb ramps to high priority intersections listed in the Bicycle Pedestrian Master Plan. $500,000 is requested in FY 2025-26 to complete construction.
• San Carlos Avenue Pedestrian Safety Improvement Phase IV (C2325). $1.2 million in appropriations and $1.15 million in Traffic Impact Fees funding for this project was previously approved for FY 2024-25. Staff proposes pushing out the appropriation and funding, at the same level, to FY 2028-29, since Phase III of the project is still underway, and this timing more closely aligns with projected inflow of Traffic Impact Fees related to developments.
• Landslide Repairs (Hillsides above Eaton Trail, 3101 Brittan Avenue, Sheldon Road & Chilton Park) (C2403). $1 million in funding was previously appropriated for mitigation measures to prevent future erosion and slippage of the hillsides above Eaton Trail, 3101 Brittan Avenue, Sheldon Road, and Chilton Park. This area slipped and eroded following the 2022-23 winter storms due to oversaturated soil and caused soil and debris to mobilize down the slope into the property owner's rear yard and the roadway. Work will also eliminate or reduce impact and damage to the residences adjacent to the hillside and rightof-way; provide a safe path of travel for pedestrians using Eaton Trail above the hillside and Sheldon Avenue; and improve drainage to reduce the amount of runoff, dirt, and debris that enters adjacent properties. No additional funding is requested.
Safe Routes to School
This is a new category for this budget cycle due to the increase in the number of projects falling within the objective of improving safety for those travelling to and from schools within San Carlos.
Historically, these projects would have been categorized under Streets and Sidewalks. Total net funding requested in the Safe Routes to School category for the five-year plan period is $7.4 million.
Amounts requested for the different projects have been staggered across the CIP plan period to align with funding availability.
Staff proposes continued funding for the following previously approved project:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 394
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• Safe Routes to School (SRTS) Intersection and Sidewalk Improvements (Tamarack Avenue, Belle Avenue, Elm Street, Arroyo Avenue, Belmont Avenue, Cedar Street, and St. Francis Way) (C2214). $1 million was previously appropriated for this project.
Staff requests an additional $500,000 in FY 2025-26 and $1.5 million in both FY 2026-27 and FY 2027-28 to focus on constructing sidewalks and pathways recommended in the SRTS.
The following new Safe Routes to School projects are proposed. Detailed descriptions can be found in the attachments that follow:
• Traffic Safe Routes to School & Pavement Project - Clifford Street (C2508). Funding of $100,000 for FY 2026-27 and $300,000 for FY 2027-28 is proposed to design and construct Safe Routes to School improvements and perform pavement rehabilitation along Clifford Avenue, which serves Clifford School. Improvements include American with Disabilities Act compliant curb extensions with ramps, high visibility crosswalks, raised crosswalk and rectangular rapid flashing beacons. Grant funding will be sourced where possible.
• Safe Routes to School Improvements near Tierra Linda Middle School, Mariposa Elementary School and San Carlos Charter School (C2509). Funding of $200,000 was proposed for FY 2025-26 to construct Safe Routes to School improvements around Mariposa Elementary School, Tierra Linda Middle School, and San Carlos Charter school campuses. The improvements on the roadway will provide safer routes for pedestrians and cyclists, while alleviating vehicular congestion.
• Safe Routes to School Improvements near Brittan Acres Elementary School and Heather Elementary School (C2510). Funding of $300,000 for FY 2028-29 and $800,000 for FY 2029-30 proposed to make improvements around Brittan Acres Elementary School to include installation of two radar feedback signs and refreshing crosswalk striping and extending sidewalks along Cordilleras Avenue between San Carlos Avenue and Carmelita Drive. Improvements around Heather School would include installation of radar feedback signs on Melendy Drive. • Safe Routes to School Improvements near Arundel Elementary School (C2511).
Funding of $250,000 is proposed for FY 2028-29 and $1.2 million for FY 2029-30 to design and construct the closure sidewalk gaps along Phelps Road from San Carlos Avenue to Palm Avenue towards Arundel Elementary School. The improvements on Phelps Road are identified in the Safe Routes to School Plan due to the close proximity to the school. The project encourages use of pedestrian pathways. • Complete Streets & Corridor Studies (C2512). Funding of $350,000 for FY 2027-28 and $400,000 for FY 2029-30 is proposed to fund various complete streets studies along major corridors throughout the city to identify opportunities for improvements that would make it safer and more accessible for all users. The corridors and major streets to be evaluated in order of priority are: Crestview Drive, Brittan Avenue (including Big Canyon Midblock Crossing), Arroyo Avenue, Cedar Street, and Alameda de las Pulgas.
Traffic and Transit
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 395
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Total requested net funding in the Traffic and Transit category for the five-year plan period is $18.34 million.
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• Holly Street/US 101 Interchange Modifications (C9459). This project to re-configure the Holly Street/US 101 interchange has been on hold for a number of years due to prioritization of Caltrans’ Express Lanes project and funding issues. While staff have explored renewed grant funding opportunities, the community has expressed a desire to explore near-term options that can be implemented prior to the longer-term scope of interchange modification and pedestrian/bicycle overcrossing construction. Staff requests $5 million in FY 2025-26 and $5 million in FY 2026-27 as matching funds for three grants the City is currently pursuing: two through the San Mateo County Transportation Authority (SMCTA) and one directly with the US Department of Transportation (USDOT) Safe Streets for All (SS4A) grant. All grants require local matching which is currently estimated to be $10 million.
• Brittan Avenue Widening at Industrial Road (C9461). $846,000 in appropriations and $300,000 in Traffic Impact Fee funding was previously approved for this project. Staff proposes moving the remaining budget of $496,917 to the unfunded list due to pending right-of-way issues.
• Four Corners Traffic Improvements (C9838). $250,000 was previously appropriated for this project, with $250,000 requested for FY 2025-26 for further design work and $1.75 million in FY 2027-28 for construction. Delays have been experienced due to the project’s inherent complexity involving multiple agencies. Staff determined that the initial request of $250,000 for FY 2025-26 for further design work will not be needed as the City of Belmont will be able to complete the design requirement without additional funding. Staff also proposes moving the $1.75 million of aforementioned anticipated construction funding to the Unfunded List until such time as the project is ready to begin. • Preliminary Study for Citywide Way-Finding Program (C1719). $555,000 was previously appropriated for design and construction drawings, fabrication and installation to improve the flow of traffic throughout San Carlos. No additional funds are requested. • Brittan Avenue & Alameda de las Pulgas Widening (C1803). $1.1 million was previously appropriated for this project to design and construct a separate northbound right turn lane on Alameda de las Pulgas, as well as conduct a feasibility study of an additional, dedicated left turn pocket to east and westbound Brittan Avenue at the existing signal. A commensurate $100,000 of Traffic Impact Fee funds was also approved to offset the project costs. Staff proposes moving the project to the Unfunded List and removing the Traffic Impact Fee funding due to pending right-of-way acquisition opportunities. • Traffic Circle and Midblock Crossing (Alameda de las Pulgas , Industrial Road, Crestview Drive, and Morse Boulevard) (C1807). $2.755 million was previously CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 396
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appropriated, with an additional $51,000 appropriated at the April 14, 2025 City Council meeting, to fund various traffic calming improvements throughout the city to address community safety concerns. Staff proposed $650,000 in additional funds for FY 2025-26 for design and construction of a high visibility crosswalk and a rectangular rapid flashing beacon system at the intersection of Industrial Road and Tanklage Road. • Traffic Signal System Analysis/Study (C2007). $350,000 was previously appropriated for this project to analyze and inspect the existing traffic signal systems and components; to identify upgrades needed to the existing infrastructure; to adopt and implement new technology; to establish battery back-up for traffic signals, video detection systems, and wireless communication; and to provide connectivity to enhance safety and mobility. No additional funding is requested.
• East Side Innovation District Zoning Code: Transportation Demand Management Ordinance Amendment (C2210). $522,300 of funding was previously appropriated for this project. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation of the district. Big Move #9 is to reduce congestion through coordinated transportation strategies, which calls for expanding the San Carlos Municipal Code Chapter 18.25 Transportation Demand Management ordinance to better calibrate City standards to the East Side District's needs and also to meet future regional requirements. No additional funding is requested.
• Kadence Adaptive Traffic Signal (C2340). $200,000 was previously appropriated for this project to install and configure Kimley-Horn’s Kadence adaptive traffic control software solution for 14 traffic signals along El Camino Real and on adjacent city roads where city and Caltrans coordination is required. The system will maximize traffic throughput on these routes and reduce congestion. No additional funding is requested. • Pilot Roundabout at Crestview Drive and Edmonds Road (C2402). $316,000 was previously appropriated for this project to fund a traffic calming pilot improvement at the intersection of Crestview Drive and Edmonds Road to address community safety concerns. Staff requested $250,000 in FY 2025-26 to study the pilot improvements in preparation for potential permanent improvements. An additional $150,000 in FY 2027-28 and $450,000 in FY 2028-29 was originally requested but since the need for this funding is dependent on the outcome of the pilot improvement study, this was moved to the Unfunded List and will be brought back to the Council at a later date as appropriate. • Industrial Road Turning Mitigation (Between Holly Street and the Palo Alto Medical Foundation) (C2404). $100,000 was previously appropriated for this project to improve turning movements necessitated by increased development in the neighborhood. This project will repave the roadway and construct improvements to address the turning movements. An additional $400,000 in FY 2025-26 is also requested to complete the work. • Traffic Signal Masterplan Implementation (C2405). $250,000 was previously appropriated for this project, with an additional $150,000 appropriated at the February 24, 2025 City Council meeting, to begin implementing the Traffic Signal Master Plan approved by City Council in April 2024. Staff requests $450,000 in FY 2025-26, $500,000 in both FY 2026-27 and FY 2027-28, and $600,000 in FY 2028-29 and FY 2029-30, totaling $2.65 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 397
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million, to continue implementing the different phases of the project.
The following new Traffic and Transit projects are proposed. Detailed descriptions can be found in the attachments that follow:
• Traffic Studies & Pilot Improvements (C2504). Funding of $500,000 is proposed per year for the five-year CIP plan period, totaling $2.5 million, to fund various traffic improvements throughout the city. The project covers staff support for addressing community concerns more efficiently, intersection all way stop control and safety analyses, speed surveys, neighborhood cut-through studies, traffic signal operations concerns and traffic studies & policies. It will also include initial, quick-build, or pilot improvements arising from elevated community concerns before improvements are enhanced with a larger project.
• Traffic Technology & Funding Development (C2505). Funding of $450,000 is proposed for FY 2025-26 and $250,000 per year for the remaining five-year CIP plan period, totaling $1.45 million, to fund various traffic software platforms (including Synchro suite, Nearmaps, and AutoTURN) and support traffic maintenance and repair projects citywide.
The project will support assessing, evaluating and implementing improvements throughout the city to address community traffic and safety concerns, and also support traffic equipment repairs and upgrades on an as-needed basis. • Traffic Signal Fiber Project (C2506). Funding of $250,000 is proposed for this project for FY 2026-27, $1.25 million in FY 2027-28, $65,000 in FY 2028-29 and $320,000 in FY 2029-30, totaling $1.89 million over the five-year CIP plan period. Following the approval of the Traffic Signal Master Plan in April 2024, this project will execute traffic signal fiber projects in multiple phases as part of that plan and will upgrade the City’s 24 signalized intersections to utilize available technology, improve operations and reduce traffic congestion.
• Traffic Impact Fee Study and Update (C2507). Funding of $150,000 is proposed for FY 2025-26 to re-evaluate the City’s Traffic Impact Fee. The last study was conducted in 2020 under the 2009 General Plan. Since then, the City has approved a General Plan Reset, initiating the need for a new nexus study and updating the Traffic Impact Fee structure.
The following new Traffic and Transit project was proposed but, due to funding limitations, has been added to the Unfunded List.
• Data Management Updates. This upgrade project would support the building and maintenance of the City's infrastructure database. Upgrades help develop strategies to determine cost-effective approaches to asset management. The project explores more efficient processes between service requests, maintenance actions, and infrastructure inventory. This project is expected to cost $1.3 million over a five-year period.
Parks & Recreation
Total net funding in the Parks and Recreation category is being reduced by $350,000 over the CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 398
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five-year plan period.
Staff proposes continued and funding adjustments, where applicable, for the following previously approved projects:
• City Tree Consultant (C1815). $100,000 was previously appropriated to assist in determining a tree maintenance program to properly prune trees. No additional funding is requested.
• Upgrade of Existing Tennis and Basketball Court Lighting (C2102). $350,000 of funding was previously appropriated to upgrade court lighting to LEDs, which will reduce annual utility costs due to less energy usage. No additional funding is requested. • Madsen Score Booth at Burton Park. $450,000 was previously appropriated for this project to refurbish the existing score booth at Madsen Field in Burton Park with $25,000 of the cost funded by the Parks and Recreation Foundation. The total cost for this project are being modified, as the structure will be part of the Parks Master Plan currently underway. Therefore, staff proposes moving $350,000 to the Unfunded List and removing the Parks and Recreation Foundation contribution. The remaining budget of $100,000 will be retained for general repair work.
• Replacement of Existing Fencing in Burton and Highland Parks (C2307). $300,000 in funding was previously appropriated for this project to replace park and field fencing in Burton and Highlands parks. No additional funding is requested. • City of San Carlos Centennial Celebration (C2309). $1 million was previously appropriated for this project to celebrate the City of San Carlos turning 100 in 2025. The celebration includes expansion of community events, such as Hometown Days, to incorporate the centennial, downtown banners, City swag, apparel and etc. and other programs throughout the year. No additional funding is requested. • Tree Replacement in Burton Park (C2334). $150,000 in funding was previously appropriated to replace most of the fallen trees in Burton Park following the 2022-23 winter storms and install temporary irrigation, as needed, in order to fully establish the trees for successful growth. No additional funding is requested.
Planning
Total requested net funding in the Planning category for the five-year plan period is $16.64 million.
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• Greater East San Carlos Street Tree/Neighborhood Improvement (C1903). $83,340 was previously appropriated for this project. One hundred percent of the funding is covered by developer contributions. No additional funding is requested. • Downtown Planning Initiative (C2105). $1.45 million was previously appropriated for this project to involve the broader community to develop a plan to understand and ensure CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 399
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the City’s downtown meets the needs of the community and businesses now and into the future. Staff requests an additional $69,900 for FY 2025-26 for an additional six months of work to complete this project. A grant for $300,000 has been awarded, due to be received in FY 2025-26, which will offset part of the project costs. • East Side Innovation District Parking Strategy (C2206). $100,000 in funding was previously appropriated for this project. The East Side Innovation District Vision Plan was approved by the City Council in October 2022. The Plan contains 10 “Big Moves” for transformation in the district. Big Move #10 is to adopt a shared district parking strategy, which includes refining parking requirements and developing a “park-once” and shared strategy. The goal is to develop and define district parking requirements that address the range of existing and future users in the district. A transfer of $43,983 from Fund 28 to partially cover the cost of this project was previously approved. No additional funding is requested.
• Comprehensive East Side Master Streetscape Plan (C2207). $200,000 was previously appropriated for this project. An additional $150,000 is proposed for FY 2025-26 to extend the scope of work.
• Northeast Area Specific Plan (C2211). Funding of $1.55 million was previously appropriated for this project. As part of the 2022 Strategic Plan, the Council directed staff to prepare a specific plan for the Northeast Area in anticipation of new development proposals. In addition to extensive community outreach, this work would require hiring professional consultants to assist staff. Considerations include land use; urban design; infrastructure (sewer, water, etc.); street functions/operations; building design and massing; public realm and traffic/circulation, including multiple modalities for travel, walkability, housing, and districtwide maintenance. No additional funding is requested. • Downtown Renovation Plan Design/Implementation (C2215). $3.5 million was previously appropriated for this project for the conceptual planning, design, and construction of various improvements downtown, with a commensurate amount from developer contributions to offset the initial project costs. Following recent continued discussions and projections in the timing of development contributions, staff proposes moving the $3.5 million in developer contributions out to FY 2029-30, and increasing it to a total of $10 million.
• Staff also requests $6.25 million in additional funding for FY 2025-26 which, combined with the existing approved funding, will fund the design and construction of Harrington Park and an election campaign consultant to assist with a potential bond issuance. Further funding of $2.42 million and $7.83 million in FY 2028-29 and FY 2029-30, respectively, is also requested to fund future downtown project phases, rounding out the total five-year plan funding requests at $16.5 million.
• General Plan Open Space Element Update (C2324). $300,000 was previously appropriated for this project with 100% of the funding coming from the General Plan Update reserve. Staff have determined that this work will be covered by the Parks Master Plan. Since the projects are duplicative, staff proposes that this project be cancelled.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 400
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The following new Planning capital project is proposed. A detailed description can be found in the attachments that follow:
• Climate Mitigation and Adaptation Plan Update (C2516). Funding of $250,000 for FY 2025-26 is proposed for this project to update the City’s Climate Mitigation and Adaptation Plan (CMAP) following initiation of the General Plan Reset project to update the development projections to the year 2045. Per the required Environmental Impact Report, significant impacts to the City's greenhouse gas emissions under the projected development are anticipated. As a mitigation measure, the City is required to update its CMAP.
Facilities, Technology, and Equipment
Total requested net funding in the Facilities, Technology and Equipment category for the five-year plan period is $3.21 million.
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• Fire Stations Repair (C1711). $130,775 was previously approved with a transfer from the Facility Infrastructure Improvement Reserve to upgrade Fire Station 13 and 16 electrical panels and utility rooms. No additional funding is requested. • Wheeler Plaza Garage Parking Management System Expansion and Extension (C1753). $184,728 was appropriated previously. The funding is to replace the current obsolete parking sensor equipment with an Automatic License Plate Reader (ALPR) system. An ALPR parking management system will provide real-time parking space availability. No additional funding is requested.
• Transfer Switches for Portable Generators (C1813). $250,000 was previously appropriated to add transfer switches for portable generators for all sewer/storm pump station locations and the Adult Community Center, Youth Center, and Library. No additional funding is requested.
• 1201 San Carlos Avenue Property Acquisition (C1908). $500,000 was appropriated previously to purchase a 15 by 99-foot strip of land adjacent to the planned Wheeler Plaza redevelopment site. A portion of the land will be developed as a mixed-use commercial building and a portion as a public plaza. No additional funding is requested. • Permitting Software (C2218). $500,000 was previously appropriated and the full cost was approved to be offset by the Technology Fee Reserve. This project would consist of a complete replacement/upgrade of the City's current permitting system. No additional funding is requested.
• Migration from Hosted Server to Sharepoint (C2312). $100,000 in funding was previously appropriated to migrate the City’s on-premise file server to Sharepoint to CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 401
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provide secure, cloud-based file access from anywhere, to protect against ransomware, and support a cloud-based, paperless environment. No additional funding is requested. • Door Access System Upgrade (C2313). $150,000 was previously appropriated to upgrade the physical card readers and hardware to support a newer, secure door system and to add Corporation Yard doors that are still controlled by physical keys. No additional funding is requested.
• Citywide Pole Banners (C2322). $235,000 was previously appropriated for this project to design and purchase a full new set of pole banners to be located on El Camino Real and Laurel Street. Banners will include promotion for events and the general community.
There will be a total of 27 poles and banners, double sided. Additionally, this project will include replacement of all hardware on the poles along El Camino Real. No additional funding is requested.
• Installation of New Electric Vehicle Charging Stations in Public Parking Lots Downtown (C2336). $200,000 was previously appropriated for this project to install new electric vehicle (EV) chargers in various public parking and downtown locations. Staff requests $658,200 in additional funding over FY 2025-26 and FY 2026-27, to install 18 chargers. Two grants have been awarded which will offset $658,000 in costs: $523,200 from the Metropolitan Transportation Commission and $135,000 from Peninsula Clean Energy.
• Adult Community Center Sound Panels & Office/Conference Room Door Replacement (C2407). $150,000 was previously appropriated to install sound absorption panels throughout the Adult Community Center lobby, lounge, and Chestnut room. Staff will work with a consultant for proper design and aesthetics to complement the facility. $50,000 will be covered by Friends of San Carlos Adult Community Center . No additional funding is requested.
• Fire Alarm System Upgrade (C2408). $150,000 was previously appropriated to replace the existing Corporation Yard fire alarm panel system, which has been operational since 1990. No additional funding is requested.
• Corporation Yard Kitchen and Restroom Upgrade (C2409). Funding in the amount of $170,000 was previously appropriated. This project is to replace and upgrade the kitchen area and restroom amenities that are used by employees on a daily basis. No additional funding is requested.
• Roof Replacement and Solar Panel Upgrade (C2410). $175,000 was originally appropriated to replace the roof and existing solar panels at the Corporation Yard to optimize operational efficiency and address critical requirements. An additional $250,800 was also appropriated at the May 12, 2025 City Council meeting, bringing total funding to $425,800. All costs will be offset by a Peninsula Clean Energy Grant. • Sheriff's Department Floor and Cabinet Replacements (C2411). $175,000 was previously appropriated for this project to replace the current flooring in the common area, reporting room, and locker room, in addition to upgrading the cabinetry in both the kitchen CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 402
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and common area. The cost will be fully covered by the Sheriff’s Office Trust Fund Reserve. No additional funding is requested.
• Comprised Maintenance Management System Tool Upgrade and Integration with Other IT Tools (C2412). $150,000 was previously appropriated for this project to upgrade the City's comprised maintenance management system (CMMS) which manages Corp Yard assets, scheduled maintenance, and tracks and prioritizes work orders for sewer, streets, traffic, stormwater, parks (developed and open space), and facilities. No additional funding is requested.
• Second Floor City Hall Remodel (C2414). $1.75 million is requested in FY 2025-26 for this project to remodel and update the second floor of City Hall (south end) to provide a more efficient layout and employee work area for the Public Works staff and permitting services, the City Manager's Office, Emergency Operations, the City Attorney's Office, and the employee break room.
• Agenda Management Software Replacement (C2415). $150,000 in funding is requested for FY 2025-26 to replace the existing OneMeeting agenda and meeting management system. Staff proposes moving this funding out to FY 2027-28 to give more time to identify a suitable replacement.
The following new Facilities, Technology and Equipment capital projects are proposed.
Detailed descriptions can be found in the attachments that follow:
• City Hall Roof Replacement (C2513). Funding of $450,000 for FY 2026-27 is proposed for this project to replace the City Hall roof which has surpassed its expected lifespan and not undergone renovations in over 30 years. This project will be partially funded by $107,225 from the Building and Maintenance reserve.
• Adult Community Center Kitchen Remodel Design (C2515). Funding of $200,000 for FY 2025-26 is proposed for this project to remodel the kitchen at the Adult Community Center. The costs will be fully offset by the Parks and Recreation Donation reserve.
The following new Facilities, Technology and Equipment capital project was proposed but, due to funding limitations, was added to the Unfunded List:
• Planning and Installation of New Electric Vehicle Charging Stations in Public Parking Spaces. This project is consistent with the Council's strategic goals to promote Climate Change Mitigation, Adaptation, and Resilience and the goal is to install more electric chargers throughout the city, over and above the 10 that already exist and the additional 18 chargers that will be installed downtown through project C2336. Estimated cost is approximately $100,000 per year (with a total of $480,000) to prepare for California’s law requiring all new cars sold to be electric vehicles by 2035. Since there is already a project underway, this project has not been incorporated into the proposed CIP.
As mentioned previously, the Library Improvement Fund will be closed following the payoff of the Library General Obligation Bonds in FY 2024-25. All projects previously accounted for in the CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 403
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Library Improvement Fund will be classified under the Facilities, Technology and Equipment category in the General Capital Fund.
Staff proposes continued and additional funding, where applicable, for the following previously approved Library projects:
• Library Furnishings, Restroom, and Exterior Improvement (C1734). $588,568 was previously appropriated for this project. $188,565 was approved to be offset by the San Mateo County Library Fund. No additional funding is requested. • Library Building Emergency Backup Power (C2008). $1 million of funding was previously appropriated to design and install a diesel generator to provide emergency backup power for the library building. Providing backup power will allow the building to be functional during an emergency, particularly for an evacuation event or PG&E Public Safety Power Shutoff. $600,000 was originally approved to be offset by the San Mateo County Library Fund. An additional $400,000 offset in FY 2025-26 is proposed. No additional appropriation is requested.
• City Library Foundation Study and Stair Repair (C2114). $250,000 was previously appropriated for this project. $150,000 was approved to be offset by the San Mateo County Library Fund. No additional funding is requested.
• Library New Air Conditioning Rooftop Unit (C2337). $800,000 was previously appropriated to replace the air conditioning unit on the library rooftop. The full $800,00 was approved to be offset by the San Mateo County Library Fund. No new funding is requested.
• Library Bathroom and Kitchen Upgrade (C2418). $500,000 was previously appropriated for this project to upgrade the library kitchen and bathrooms. $500,000 was also approved to be offset by the San Mateo County Library Fund. No new funding is requested.
• Library Roof Upgrade (C2419). $250,000 was previously appropriated to upgrade the library roof with an additional $119,380 appropriated at the May 12, 2025 City Council meeting, totaling $369,380. $250,000 was approved to be offset by the San Mateo County Library Fund.
• Library Parking Garage Cameras (C2420). $500,000 was previously appropriated to install cameras in the library parking garage. $375,000 was approved to be offset by the San Mateo County Library Fund. No new funding is requested.
Child Care Development Fund 26
The Child Care Fund accounts for development fees collected and used to finance the new childcare facility development and childcare space. Over the next five years, total requested net funding in childcare related projects is $8.0 million.
Staff requested the following changes to previously approved projects:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 404
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• New Child Care Facility Development (C2326). $5 million in funding in FY 2025-26 was previously requested as a placeholder to develop new child care space in the City.
Staff proposes moving this funding out to FY 2029-30, based on the estimated timing of development revenues to fund these improvements.
• Child Care Space Reimbursement (C2327). $1 million in funding was previously appropriated in FY 2024-25 and $1 million per year is requested in both FY 2025-26 and FY 2026-27 for this project to reimburse applicants who choose to meet the Child Care Impact Fee requirement by building child care onsite, rather than by paying the fee, and who oversize the child care space provided relative to the value of the impact fee. Staff proposes removing the originally appropriated $1 million of funding and moving out the $1 million per year from the two later years to FY 2028-29 and FY 2029-30. This also better aligns with the estimated timing of development payments. • Family and Commercial Daycare Grant Program (C2333). $250,000 was previously appropriated in FY 2024-25 for this project to make child care impact fee revenue available as grants to at-home and commercial day care providers to increase service capacity to accommodate more children. An additional $250,000 was appropriated during FY 2024-25 to increase the dollar amount of grants available to applicants. Staff also proposes funding of $250,000 in each of the four years from FY 2025-26 to 2028-29 to continue this program.
Park-in-Lieu Fund 27
The Park-in-Lieu Fund accounts for development fees collected and used to finance the acquisition, construction, and major improvement of City parks. Over the next five years, total requested net funding in parks-in-lieu related projects is $1.6 million.
Completed projects in FY 2024-25:
• Chilton Park Improvements (C1905)
Previously approved projects moved back to the Unfunded List due to limited resources and other higher priority projects:
• Laureola Park Improvements (C1732)
Staff proposes continued and additional funding, where applicable, for the following previously approved projects:
• North Crestview Park New Master Plan (C2221). $225,000 was previously appropriated for this project which is under the new strategic plan goal and objective of exploring new recreational opportunities. No additional funding is requested at this time. • Arguello Shade Structure (C2328). $50,000 was previously appropriated to add new shade canopies over the sunny picnic site at Arguello Park. $10,000 is expected to be covered by San Carlos Parks and Recreation Foundation. No additional funding is CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 405
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requested.
• Parks Master Plan (C2329). $650,000 was previously appropriated for this project. Staff proposes moving out $200,000 from this appropriation to FY 2025-26 to better align with the project timelines. In addition, staff proposes applying $150,000 of the General Plan Surcharge Fee reserve to finance this project.
• Trail Improvements, Expansion and Connections (C2330). $570,000 was previously appropriated for this project and an additional $250,000 is requested in FY 2025-26 to cover the cost of any identified trail improvements, connections, and land acquisitions.
San Carlos Park and Recreation Foundation will cover a total of $60,000 for this work. • Conceptual Design of Community Center (C2331). $200,000 was previously appropriated for a community input process to identify residents’ expectations, needs, and wants for a potential community center. The project will identify possible locations, estimated costs, and funding mechanisms. No additional funding is requested. • Burton Park Infield Renovations (C2416). $150,000 was previously appropriated to renovate the infields at Burton Park, to reduce the dimensions of the Flanagan Field infield, and to increase the dimensions of Madsen Field infield to better accommodate the age and skill levels that primarily use each of these fields for softball and baseball play. The renovation will also result in an increase in the amount of grass to expand the playable space for youth soccer. $75,000 will be covered by donations from Softball, AYSO, and the San Carlos Parks & Recreation Foundation. No additional funding is requested. • Chilton Park Pathway Modifications (C2417). This project had $150,000 previously appropriated in FY 2024-25 to repair cracks in the pathway at the park. Due to competing funding requests of other high priority projects, staff proposes moving the existing funding out to FY 2026-27.
The following new Park-in-Lieu capital project is proposed. A detailed description can be found in the attachments that follow:
• Parks Master Plan Improvements (C2517). Funding of $500,000 for both FY 2027-28 and FY 2028-29 is proposed for this project that will include the initial project design for improvements identified through the Parks Master Plan, which is scheduled to be adopted by the Council by the end of 2025. Staff expect $25,000 funding per year from the Parks and Recreation Foundation towards the costs of this project in both FY 2027-28 and FY 2028-29.
The following new Park-in-Lieu Fund capital project was proposed but, due to funding limitations, was added to the Unfunded List:
• North Crestview Park Design and Construction. Staff proposes placing this new project that will include the initial project design of recommended improvements to North Crestview Park, as identified in the master planning process, on the Unfunded List for now due to insufficient funding. Total estimated funding need is $7.25 million.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 406
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Housing Funds 29 and 31
The Housing-in-Lieu Fund (Fund 29) accounts for development fees and the Low and Moderate Income (LMI) Housing Fund (Fund 31) accounts for LMI assets transferred from the dissolved San Carlos Redevelopment Agency. Both funds must be used to increase and improve the supply of housing affordable to moderate-, low-, very low-, and extremely low-income households.
Monies may also be used to cover reasonable administrative or related expenses associated with the administration of this function.
Completed projects in FY 2024-25:
• Study Land Use and Regulatory Options (C1906)
• 1232 Cherry Street Building Demolition (C2216)
Staff proposes continued funding for the following previously approved projects:
• Cherry Street Below Market Rate Housing Acquisition (C9754). $12.7 million was previously appropriated to fund the redevelopment of a site on Cherry Street to create a new affordable housing project. The project includes acquisition of the property at 1232 Cherry Street for assemblage with the adjacent property to create a viable site that can be used for a new, higher-density project. No additional funding is requested. • 817 Walnut Oven Installation (C2222). $200,000 was previously appropriated to cover the cost of installing full-sized ovens with four burner stovetops at the 817 Walnut Street affordable housing project. No additional funding is requested. • Affordable Housing Site Acquisition/Construction (C2332). $23.1 million was previously appropriated for this project to explore the acquisition, conversion, and future development of properties for the expansion of affordable housing in the City. No additional funding was requested to allow the fund balance with the Housing fund to accumulate. Any new acquisition recommendation will be brought to City Council at a later date as appropriate.
Unfunded List
The Unfunded List represents projects totaling approximately $364 million across all capital funds that have been requested but not proposed for funding at this time. After the audit has been completed, if there are savings from FY 2024-25, the City Manager may bring forward a recommendation to possibly fund some of these projects.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 407
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CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 408
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$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
$18,000,000
FY 2025-26
Proposed
FY 2026-27
Proposed
Other Funds $700,000 $400,000
Gas Tax Fund $9,100,000 $9,600,000
Wastewater Fund $15,225,000 $11,875,000
General Projects Fund $17,603,083 $10,379,100
Housing Fund $- $-
CAPITAL IMPROVEMENT PROGRAM
FY 2025-26 and FY 2026-27
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 409
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Wastewater Fund - Fund 0006 Restricted
Restricted Fund Balance $ 41,156,742 $ 38,406,124 $ 47,008,338 SVCW Investment 7,467,296 7,467,296 7,931,778
Total Restricted Fund Balance 48,624,038 45,873,420 54,940,116
3.0% 3.0%
Operating Revenues * 25,348,734 27,746,000 24,469,000
General Operating Expenses (3,661,995) (3,552,800) (3,218,000) Capital Projects (1,142,670) (8,525,000) (11,204,250)
SVCW Operating Expenses (4,066,432) (3,132,053) (3,132,053) Existing SVCW Bonds (2,984,601) (2,989,100) (2,989,100) Cash-in-lieu of Debt (2,062,500) (2,062,500)
SCVW Future Bonds - - -
SCVW Future SRF Loans - (1,350,000) (1,350,000)
State Revolving Loan & Reserve Requirement (285,858) - - SVCW Capital Contributions (597,444) (800,947) (800,947) Net Transfers & Allocations to other funds (3,928,100) (4,228,100) (4,228,100) Investment in SVCW 464,482 - -
Net change in current year 9,146,114 1,105,500 (4,515,950) SVCW Investment 7,931,778 7,467,296 7,931,778
Wastewater Fund - Est. Restricted Ending Balance $ 47,008,338 $ 39,511,624 $ 42,492,388 * Note: Sewer Projected Revenues include Fee Increases that will need to be approved by Council and will be subject to Prop 218 hearings Gas Tax Fund - Fund 0016
Beginning Fund Balance $ 10,070,170 $ 10,828,779 $ 17,686,924 Other Operating Revenues 965,285 166,900 754,800
Gas Tax Revenues 1,625,479 1,693,600 1,652,500
Measure M 108,510 68,000 68,000
Outside Funding for Capital Projects 26,705 150,000 150,000 Capital Projects (1,748,425) (9,460,000) (9,460,000)
Transfer from GF - Facility/Infrastructure Reserve - 2,850,000 2,850,000 Transfer from GF - PG&E Settlement - - -
Transfer from GF 3,345,000 - -
Transfer from General Capital Fund 25 3,275,000 3,275,000 3,275,000 Transfer from Fund 25 Traffic Mitigation Fee Reserve -
Transfer from Measure A/K (F14) and Measure W (F18) Funds 1,200,000 1,642,900 1,642,900 Net Transfers & Allocations from/(to) other funds* (1,180,800) (1,216,100) (1,216,100) Net Change in Fund Balance 7,616,754 (829,700) (282,900) Gas Tax Fund - Estimated Ending Balance $ 17,686,924 $ 9,999,079 $ 17,404,024 Capital Projects Fund - Fund 0025
Unrestricted Fund Balance Unrestricted Fund Balance $ 28,051,142 $ 2,003,574 $ 32,095,630 Restricted 3,741,622 3,538,672 2,998,495
Total Beginning Fund Balance 31,792,764 5,542,246 35,094,125 Operating Revenues 6,287,601 5,728,300 5,838,900
Restricted Revenues 1,386,893 1,354,800 459,700
Outside Funding for Capital Projects 5,098,681 3,730,457 1,081,257 Capital Projects (12,296,813) (11,279,300) (38,569,824) Net Transfers & Allocations from/(to) other funds 2,825,000 (267,530) 386,227 Net Change in Fund Balance 3,301,362 (733,274) (30,803,740) Restricted Fund (Bldg. Maintenance/Imp) 79,500 79,500 107,225 677,384 642,938 822,384
Technology Fee Reserve 182,540 223,035 217,240
Traffic Mitigation Fee Reserve 264,949 372,946 39,949
General Plan Update Reserve 451,515 - 237,494
Levee Assessment Reserve 159,151 204,062 189,151
PEG Fund Reserve 334,282 227,160 334,282
Parks and Recreation Donations Reserve 849,174 804,810 849,174 Library Reserve - -
Community Benefits Reserve - - -
Total Restricted Fund 2,998,495 2,554,451 2,796,899
Capital Fund - Est Unrestricted Ending Balance $ 32,095,630 $ 2,254,522 $ 1,493,485 FY 23-24
Audited
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 24-25
Revised
Turf Replacement Reserve
Projected Sewer Rate Increase
FY 24-25
Adopted Update
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
410
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$ 42,492,388 $ 36,957,688 $ 33,974,788 $ 29,626,088 $ 25,867,188 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296
49,959,684 44,424,984 41,442,084 37,093,384 33,334,484
3.0% 3.0% 4.0% 4.0% 4.0%
28,897,800 28,743,100 29,638,900 29,993,100 29,241,300
(3,765,800) (4,398,800) (4,144,300) (4,846,300) (4,479,400) (15,225,000) (11,875,000) (12,275,000) (10,875,000) (9,775,000) (4,610,000) (4,477,000) (4,648,000) (4,824,000) (5,008,000) (2,975,900) (2,973,500) (2,976,900) (2,975,500) (2,969,900) - - - - -
(366,100) (366,500) (366,100) (365,500) (563,100)
(1,350,000) (1,350,000) (1,350,000) (1,350,000) (1,350,000) - - (1,689,000) (1,689,000) (1,917,000)
(710,000) (682,000) (757,000) (833,000) (909,000)
(5,429,700) (5,603,200) (5,781,300) (5,993,700) (6,193,400) - - - - -
(5,534,700) (2,982,900) (4,348,700) (3,758,900) (3,923,500) 7,467,296 7,467,296 7,467,296 7,467,296 7,467,296
$ 36,957,688 $ 33,974,788 $ 29,626,088 $ 25,867,188 $ 21,943,688 $ 17,404,024 $ 17,275,724 $ 12,990,524 $ 8,355,324 $ 2,913,124 349,300 359,700 370,500 381,600 393,100
1,683,300 1,733,600 1,785,600 1,839,000 1,894,000
65,000 67,000 69,000 82,400 96,200
120,000 120,000 80,000 80,000 80,000
(9,100,000) (9,600,000) (9,980,000) (7,980,000) (5,480,000) 2,850,000 - - - -
- - - - -
- - - - -
3,275,000 2,850,000 2,850,000 - -
2,142,100 1,742,700 1,794,700 1,808,000 1,831,700
(1,513,000) (1,558,200) (1,605,000) (1,653,200) (1,702,900) (128,300) (4,285,200) (4,635,200) (5,442,200) (2,887,900) $ 17,275,724 $ 12,990,524 $ 8,355,324 $ 2,913,124 $ 25,224 $ 1,493,485 $ 1,028,167 $ 1,464,992 $ 1,141,392 $ 4,131,492 2,796,899 8,466,134 9,764,409 11,799,409 12,824,209
4,290,384 9,494,301 11,229,401 12,940,801 16,955,701
6,135,600 6,229,600 6,326,400 6,426,100 6,528,900
7,466,300 1,405,500 2,035,000 2,174,800 1,004,900
2,631,100 329,100 - - 10,000,000
(17,603,083) (10,379,100) (5,800,000) (6,086,000) (12,399,000) 6,574,000 4,150,000 (850,000) 1,500,000 1,500,000
5,203,917 1,735,100 1,711,400 4,014,900 6,634,800
107,225 - - - -
959,084 1,099,884 1,244,884 1,394,284 1,548,184
252,940 289,740 327,640 366,640 406,840
1,252,884 2,342,884 4,052,884 4,742,884 5,402,884
490,494 596,594 705,894 818,494 934,494
220,051 251,851 284,651 318,451 353,251
334,282 334,282 334,282 334,282 334,282
649,174 649,174 649,174 649,174 649,174
- - - - -
4,200,000 4,200,000 4,200,000 4,200,000 4,200,000
8,466,134 9,764,409 11,799,409 12,824,209 13,829,109
$ 1,028,167 $ 1,464,992 $ 1,141,392 $ 4,131,492 $ 9,761,392 FY 28-29
Requested
FY 29-30
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 26-27
Proposed
FY 27-28
Requested
FY 25-26
Proposed
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027
411
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FY 23-24
Audited
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 24-25
Revised
FY 24-25
Adopted Update
Child Care Fund - Fund 26
Beginning Fund Balance - 1,105,700 1,090,502
Operating Revenues 1,090,502 4,078,400 38,300
Operating Expenses - private grant program - - -
Outside Funding for Capital Projects - - -
Capital Projects - (1,250,000) (500,000)
Net Transfers & Allocations to other funds - - -
Net Change in Fund Balance $ 1,090,502 $ 2,828,400 $ (461,700) Child Care Fund - Est Ending Balance $ 1,090,502 $ 3,934,100 $ 628,802 Park In Lieu Fund - Fund 27
Beginning Fund Balance $ 1,546,077 $ 64,477 $ 1,662,076 Operating Revenues 122,108 1,138,900 281,500
Operating Expenses - - -
Transit Village (600,000)
Outside Funding for Capital Projects 216,287 20,000 95,000 Capital Projects (222,396) (820,000) (1,422,604)
Transfer from Capital Improvement Fund (fund 25)
Net Transfers & Allocations to other funds - - -
Transit Village Reserve 600,000
Net Change in Fund Balance $ 115,999 $ 338,900 $ (1,646,104) Total Restricted Fund - - 600,000
Park In Lieu Fund - Est Ending Balance $ 1,662,076 $ 403,377 $ 15,972 Parking In Lieu Fund - Fund 0028
Beginning Fund Balance $ 397,955 $ 73,655 $ 132,425
Operating Revenues 7,974 - $ 2,900
Operating Expenses - - $ (51,496)
Capital Projects (23,504) - $ -
Net Transfers & Allocations to other funds (250,000) (73,655) $ (83,829) Net Change in Fund Balance (265,530) (73,655) (132,425) Parking In Lieu Est Ending Balance $ 132,425 $ - $ 0
Housing Fund - Fund 0029 and 0031
Beginning Fund Balance $ 23,024,910 $ 14,002,675 $ 14,252,339 Operating Revenues 4,658,416 7,653,900 1,360,400
Operating Expenses (225,327) (715,400) (727,940)
Capital Projects (12,784,259) (10,000,000) (10,262,734) Net Transfers & Allocations to other funds (421,400) (434,100) (434,100) Net Change in Fund Balance (8,772,571) (3,495,600) (10,064,374) Housing in Lieu Est Ending Balance $ 14,252,339 $ 10,507,075 $ 4,187,965 Library Improvements Fund 0095
Beginning Fund Balance $ 2,447,613 $ 1,331,981 $ 2,709,505 Operating Revenues 407,273 - 1,393,000
Operating Expenses (326,959) - -
Outside Funding for Capital Projects 380,551 - 1,125,000 Capital Projects (198,972) - (3,392,239)
Transfer to Capital Improvement Fund (fund 25) (1,577,398) Transfers & Allocations to other funds - (1,331,981) (257,868) Net Change in Fund Balance 261,892 (1,331,981) (2,709,505) Library Improvements Est Ending Balance $ 2,709,505 $ - $ 0 CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 412
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FY 28-29
Requested
FY 29-30
Requested
CAPITAL IMPROVEMENT PROGRAM
FUND SUMMARY
FY 26-27
Proposed
FY 27-28
Requested
FY 25-26
Proposed
628,802 3,536,302 3,314,602 4,443,702 6,573,702
3,157,500 28,300 1,379,100 3,380,000 30,900
- - - - -
- - - - -
(250,000) (250,000) (250,000) (1,250,000) (6,000,000)
- - - - -
$ 2,907,500 $ (221,700) $ 1,129,100 $ 2,130,000 $ (5,969,100) $ 3,536,302 $ 3,314,602 $ 4,443,702 $ 6,573,702 $ 604,602 $ 15,972 $ 153,772 $ 1,046,572 $ 749,572 $ 457,872
167,800 1,042,800 178,000 183,300 968,800
- - - - -
20,000 - 25,000 25,000 -
(450,000) (150,000) (500,000) (500,000) -
400,000
- - - - -
600,000 600,000 600,000 600,000 600,000
$ 137,800 $ 892,800 $ (297,000) $ (291,700) $ 968,800
$ 600,000 $ 600,000 $ 600,000 $ 600,000 $ 600,000
$ 153,772 $ 1,046,572 $ 749,572 $ 457,872 $ 1,426,672
$ 0 $ 0 $ 0 $ 0 $ 0
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
$ 0 $ 0 $ 0 $ 0 $ 0
$ 4,187,965 $ 19,186,865 $ 25,085,365 $ 29,773,165 $ 45,589,665 $ 16,294,100 7,232,500 6,061,600 17,231,200 691,300
(748,100) (770,500) (793,400) (817,000) (841,600)
- - - - - #
(547,100) (563,500) (580,400) (597,700) (615,600)
14,998,900 5,898,500 4,687,800 15,816,500 (765,900)
$ 19,186,865 $ 25,085,365 $ 29,773,165 $ 45,589,665 $ 44,823,765 $ 0 $ 0 $ 0 $ 0 $ 0
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
- - - - -
$ 0 $ 0 $ 0 $ 0 $ 0
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 413
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CAPITAL IMPROVEMENT PROGRAM BUDGET DETAIL
Total Approved
Budget as of
6/30/2025
Total Project
Spent as of
3/4/2025
C9609 Wastewater Financial Plan & Rate Study 120,000 54,108 - - - - 120,000 C9617 Annual Sewer System Rehabilitation Program 7,000,000 6,144,304 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 7,000,000 42,000,000 C1702 Annual On-Call Sewer Contracts 900,000 666,459 900,000 900,000 900,000 900,000 900,000 900,000 5,400,000 C1736 Sewer System CCTV Inspection 1,382,701 935,364 - 400,000 - 400,000 - 400,000 2,582,701 C1737 Annual Sewer Lateral Replacement 300,000 130,894 300,000 300,000 300,000 300,000 300,000 300,000 1,800,000 C1752 Annual Sewer System Root Foaming 175,000 160,684 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000 C2101 250,000 61,168 - - - - 250,000
C2301 Sewer and Storm Pump Station Assessment 150,000 - - - - - 150,000 C2302 Sewer Model Update 374,560 282,787 - - - - 374,560 C2303 Shoreway Road Sewer Main Relocation Project 605,000 136,729 - 3,000,000 - - 3,605,000 C2304 Tierra Linda Pump Station Improvements 1,000,000 86,471 - - - - 1,000,000 C2305 Capacity Improvements - - - 2,000,000 3,500,000 3,500,000 2,500,000 1,000,000 12,500,000 C2401 Man Hole Monitoring System Upgrade 150,000 138,415 150,000 - - - 150,000 C2501 Replacement of Combination Sewer Truck 900,000 900,000 C2502 Upgrade of Existing SCADA Hardware at all Sewer and Storm Pump Stations 450,000 450,000 C2503 Wastewater Rate and Capacity Charge Study - NEW 100,000 100,000 Total Outside Funding - - - - - - - - -
Total Capital 12,407,261 8,797,382 8,525,000 15,225,000 11,875,000 12,275,000 10,875,000 9,775,000 72,432,261 Total Transfers (Inter-project) - - - - - - - - -
Total Wastewater Fund 0006 12,407,261 8,797,382 8,525,000 15,225,000 11,875,000 12,275,000 10,875,000 9,775,000 72,432,261 Ending Fund Balance Wastewater Fund 0006 39,511,624 36,957,688 33,974,788 29,626,088 25,867,188 21,943,688 Previously approved/Ongoing projects
FY 24-25
Adopted Update
FY 28-29
Requested
FY 29-30
Requested
Total Project
Funding
0006
FY 25-26
Proposed
Fund/
Project Project Name
FY 26-27
Proposed
FY 27-28
Requested
Generator Installation for Sewer Pump Stations
New Proposed Projects
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 415
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Public Works No
Grace Le Financial Solvency
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 120,000 $ 54,108 $ - $ - $ - $ - $ - $ 120,000 New Request - - - - - - - -
Total $ 120,000 $ 54,108 $ - $ - $ - $ - $ - $ 120,000
Fund Financing Sources
$ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ - $ - $ - $ -
Total Capital Project
$ 120,000 $ 54,108 $ - $ - $ - $ - $ - $ 120,000
Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Duration
Status
Programmed Funding
July 2022 to June 2025
Ongoing
Current Strategic Plan Objective
Future Impact on Operating Budget
Negligible impact.
C9609: Wastewater Financial Plan & Rate Study
Description
A Financial Plan/Rate Study is used to evaluate the current operating costs, take into account upcoming capital cost impacts, and develop recommendations to ensure long-term financial sustainability. A rate study was performed in 2019 for the four-year rate setting. The rate study started in early 2023. At that time, we also updated the Sewer Connection Fee, which was last updated in 2016.
Justification
The Wastewater Enterprise Fund is facing unprecedented cost increases, including urgently needed rehabilitation of the collection system, capital renewal of Silicon Valley Clean Water's (SVCW) wastewater treatment and conveyance systems, preventive maintenance of the collection system, and additional capacity to relieve flow constraints in the collection system. Accurate cost accounting and recommendations for rate setting are critical to the City's credibility with ratepayers.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 417
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Alex Tat
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 7,000,000 $ 6,144,304 $ 5,000,000 $ 5,000,000 $ 5,000,000 -$ -$ 22,000,000 $ New request - - 2,000,000 $ $ 2,000,000 $ 2,000,000 $ 7,000,000 $ 7,000,000 $ 20,000,000 Total $ 7,000,000 $ 6,144,304 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 42,000,000 Fund Financing Sources
$ - -$ -$ -$ -$ -$ -$ $ -
Total $ - -$ -$ -$ -$ -$ -$ $ -
Total Capital Project
$ 7,000,000 $ 6,144,304 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 7,000,000 $ 42,000,000 X Climate Change Mitigation, Adaptation & Resilience
Downtown Insert photo here
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
Continuous.
On-going.
C9617: Annual Sewer System Rehabilitation Program - AMENDED Description
The Sewer Master Plan was approved by the Council in March 2013. The estimated cost of repair, rehabilitation, or replacement cited in the Sewer Master Plan will range between $60 and $72 million for a comprehensive repair approach that would include manhole-to-manhole pipe rehabilitation and replacement targeted at restoring the sewers to a better overall condition to maximize their remaining service lives. Additionally, the project replaces or installs the lower portion of the sanitary sewer laterals and property line clean-outs to prevent or reduce sanitary sewer overflows. The upgrades are funded by sewer rate fee increases over the next few years as approved by the Council in 2024 based on recommendations from a rate study completed in 2023.
Justification
Sewer System rehabilitation is necessary to maintain the City's aging sewer collection system. Based on the condition assessment from the Sewer Master Plan, it was estimated that over 40 percent of the pipes in the collection system are in need of repair, rehabilitation, or replacement to address significant structural deficiencies. The annual rehabilitation project has steadily addressed grade 4 and 5 defects to reduce the estimate provided in the Sewer Master Plan. Replacing the programmed funding is based on the San Carlos Wastewater Cash Flow projections of the Sewer Financial Plan & Rate Studies prepared by Bartle Wells Associates in 2019 and HF&H Consultants in 2023. The additional appropriations will address more grade 4 and 5 defects as well as replace additional lower laterals. Overall, the Project aims to reduce sanitary sewer overflows, additional staff time needed to address and maintain the sewer system, and retaining contractors to perform emergency repairs at higher costs.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
Master Plan; Safety; Legal mandate and
requirement; and Council's Strategic Plan
X
Current Strategic Plan Objective
Future Impact on Operating Budget
This is a continuous capital improvement project funded by Sewer Fund.
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 418
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Public Works Yes
Alex Tat
Sewer
1 Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 900,000 $ 622,317 $ 900,000 $ 900,000 $ 900,000 $ - $ - 3,600,000 $ New request - - $ - $ - $ - 900,000 $ $ 900,000 1,800,000 Total $ 900,000 $ 622,317 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 5,400,000 Fund Financing Sources
$ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ - $ - $ - $ -
Total Capital Project
$ 900,000 $ 622,317 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 900,000 $ 5,400,000 X Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Sewer Fund, Master Plan, Safety, Cost of
Deferred Maintenance; Previously Funded
Duration
Status
Programmed Funding
Continuous.
On-going.
Current Strategic Plan Objective
Future Impact on Operating Budget
This is a continuous capital improvement project funded by Sewer Fund.
C1702: Annual On-Call Sewer Contracts
Description
The City is responsible for maintenance and rehabilitation of the sewer collection system, which consists of 106 miles of sewer mains, one mile of force main, and over 8,000 lower laterals. As the sanitary sewer collection system continues to age and deteriorate, there is a high risk of the system failing and sewage spilling into the environment causing sanitary sewer overflows (SSOs). Once a sewer main overflows or fails, it is necessary to have a contractor mobilize and make immediate repairs to prevent sewage from further spilling into the environment. Being proactive to prevent main failures or recurring overflows enables the City to reduce SSOs within sanitary sewer collection system and continue the positive progress made by the City.
Justification
Retaining a sewer contractor through the Annual On-Call Sewer Contracts project to replace and rehabilitate failed sewer infrastructure on an asneeded basis allows the City to reduce SSOs for sanitary sewer collection system.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 419
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June 09, 2025 Packet Pg. 553
6 Citywide
Public Works Yes
Alex Tat Master Plan, Safety, Previously Funded
Sewer 2
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 1,382,701 $ 935,364 $ 400,000 $ - $ 400,000 $ - $ - 2,182,701 $ New request - - - - - - 400,000 400,000
Total $ 1,382,701 $ 935,364 $ 400,000 $ - $ 400,000 $ - 400,000 $ $ 2,582,701 Fund Financing Sources
$ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ - $ - $ - $ -
Total Capital Project
$ 1,382,701 $ 935,364 $ 400,000 $ - $ 400,000 $ - 400,000 $ $ 2,582,701 X Climate Change Mitigation, Adaptation & Resilience Insert photo here Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project X
Current Strategic Plan Objective
Future Impact on Operating Budget
This is a continuous capital improvement project funded by Sewer fund.
Duration
Status
Programmed Funding
Continuous.
On-going.
C1736: Sewer System CCTV Inspection
Description
Sewer Closed Circuit Television (CCTV) Inspection Program.
Justification
The last citywide sewer cleaning and inspection project was completed in 2017 and included video inspection and condition ratings for all pipes in the City’s sewer system (approximately 106 miles of pipeline). Staff uses the closed circuit television footage and defect data from this past project to prioritize lines for repair, rehabilitation, or replacement in upcoming sewer rehabilitation projects. Over time, sewer pipe conditions change due to deterioration, tree roots intrusion, grease, or other causes, so it is crucial to regularly monitor and record the condition of the sewer pipes to identify potential issues before sanitary sewer overflows (SSOs) or backups occur in the system. The City plans to conduct sewer cleaning and inspection projects consisting of three to five sewer basins each. The result will be that the City will have inspected the entire collection system every four to five years and will coordinate the schedule of inspection with anticipated future sewer rehabilitation projects. Video recordings and inspection data are archived on the City’s server and Computerized Maintenance Management System (CMMS), and are used jointly by Engineering and Maintenance staff to monitor the system. The estimated cost of cleaning and inspection will range from $200,000 - $400,000 every other year, depending upon the number, size, and accessibility of sewer lines to be cleaned and inspected.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager:
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 420
10.c
June 09, 2025 Packet Pg. 554
6 Citywide
Public Works Yes
Alex Tat
Legal Requirement and Mandate
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 300,000 $ 130,894 $ 300,000 $ 300,000 $ 300,000 $ - $ - $ 1,200,000 New request - - $ - $ - $ - 300,000 $ $ 300,000 600,000 Total $ 300,000 $ 130,894 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 Fund Financing Sources
$ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ - $ - $ - $ -
Total Capital Project
$ 300,000 $ 130,894 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 300,000 $ 1,800,000 X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Current Strategic Plan Objective
Future Impact on Operating Budget
This is a continuous capital improvement project funded by Sewer Fund.
Duration
Status
Programmed Funding
Continuous.
On-going.
X
C1737: Annual Sewer Lateral Replacement
Description
Annual Sewer Lateral Replacement Program.
Justification
The typical sanitary sewer lateral is broken into two parts: the upper lateral extending from the house to the City right-of-way line and the lower lateral extending from the City right-of-way line to the sewer main in the street. Typically, the private property owner is responsible for the upper lateral, and when a clean-out either exists or is provided in conjunction with needed repairs to the lower lateral, the City will accept future maintenance responsibility for the lower lateral. This maintenance involves as-needed cleaning to resolve blockages, such as roots, or repair and replacement if the integrity of the pipe is compromised and there have been repeated calls for service. City Maintenance staff generates a list of laterals that require replacement but are not connected to a planned main rehabilitation or replacement project. Aging laterals are prone to root intrusion, structural deficiencies, and grease build-up, and contribute to sewer backups, blockages and rainwater intrusion into the sewer. In August 2013, the Sewer Lateral Replacement Program (Program) was created to reduce sanitary sewer overflows (SSOs) caused by defective laterals and reduce recurring maintenance costs. Sewer Lateral Replacement projects are conducted annually.
Category:
Location:
Strategic Plan:
Priorities:
Priority Rating:
Department:
Fund Number:
Project Manager: Safety, Previously Funded,
CITY OF SAN CARLOS PROPOSED BUDGET FY 2025-2027 421
10.c
June 09, 2025 Packet Pg. 555
6 Citywide
Public Works Yes
Alex Tat Safety, Legal Requirement and Mandate,
Previously Funded
Sewer 1
Appropriations
Total Approved
Budget Total Spent
Proposed
2025-26
Proposed
2026-27
Requested
2027-28
Requested
2028-29
Requested
2029-30
Total Project
Funding
Expenses $ 175,000 $ 160,684 $ 175,000 $ 175,000 $ 175,000 $ - $ - $ 700,000 New request - - - - - 1 75,000 1 75,000 350,000
Total $ 175,000 $ 160,684 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 1,050,000 Fund Financing Sources
$ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ - $ - $ - $ -
Total Capital Project
$ 175,000 $ 160,684 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 175,000 $ 1,050,000 X Climate Change Mitigation, Adaptation & Resilience
Downtown
Housing
Mobility, Traffic & Transportation Infrastructure
Northeast Area Specific Plan
Recreation Services
Capitalized Project Non-Capitalized Project
Duration
Status
Programmed Funding
Continuous.
On-going.
C1752: Annual Sewer System Root Foaming
Description
Annual Sewer Root Foaming Program.
Justification
Tree root growth inside sewer pipes is a significant cause of sanitary sewer overflows (SSOs) in San Carlos. Root intrusions cause approximately 30% of SSOs. Though sewer line rehabilitation and replacement are still the City's primary means of repairing sewer line defects, the use of chemical root control can be an effective means of reducing and preventing root defects until a pipe is scheduled for complete repair or replacement. Over the past eight years, root control has been managed by the City's Maintenance staff, but to address the large number of lines with root defects and to coordinate the work with planned rehabilitation projects, the City's Engineering staff will take over the root control program. The chemical used is nontoxic and approved by the Environmental Protection Agency for root control. It is also approved for use by the Silicon Valley Clean Water sewer treatment plant and does not impair the health of trees. The City plans to hire a contractor to conduct annual sewer root foaming to chemically control root growth within sewer pipelines. Sewer lines will be prioritized by sewer basin and number of root defects as identified by Closed Circuit Television (CCTV) inspections, and by maintenance history, such as the number of blockages caused by roots. Chemical root control kills roots on contact inside pipe walls and the foam penetrates through wye connections to kill roots in lateral lines. Trees and other above-ground vegetation are not harmed. Six months after root foaming, when the roots have decayed, the City will use a separate contractor to clean the sewer lines to knock off any decayed roots. The herbicidal treatment will prevent root re-growth for two to three years, reducing or preventing sewer line blockages caused by roots.