Agenda packet — San Juan Bautista City Council, June 4, 2025

City of San Juan Bautista
The “City of History”
www.san-juan-bautista.ca.us

CITY COUNCIL

SPECIAL MEETING
WEDNESDAY, JUNE 4, 2025, 5:30 P.M.

HYBRID MEETING
City Hall, Council Chambers
311 Second Street, San Juan Bautista, California
AGENDA

ZOOM WEBINAR PARTICIPATION
The meeting can also be accessed by the public in the following methods: Through Zoom (https://zoom.us/join) per the instruction stated below, and on Facebook.

Please note: If all Council Members are present in person, public participation by Zoom or viewing on Facebook is for convenience only and is not required by law. If the Zoom or Facebook feed is lost for any reason the meeting may be paused while a fix is attempted but the meeting may continue at the discretion of the presiding officer.

JOIN ZOOM WEBINAR TO PARTICIPATE LIVE
https://us02web.zoom.us/j/88373320235

To participate telephonically:
call 1 (669) 900-6833
Webinar ID: 883 7332 0235

PUBLIC COMMENT - ADVISEMENT
Public comments are limited to items on this special meeting agenda pursuant to California Government Code section § 54954.3(b). Public comments are generally limited to three (3) minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule.

1. CALL TO ORDER
A. Pledge of Allegiance
B. Roll Call

2. CLOSED SESSION 5:30 P.M. – 6:00 P.M.

3. CONSENT
All matters listed under the San Juan Bautista City Council Consent Agenda may be enacted by one motion unless a member of the City Council or the public requests discussion or a separate vote.

A. Affidavit of Posting Agenda
B. Waive Reading of Resolutions and Ordinances on the Agenda Beyond Title C. Approve a RESOLUTION Authorizing Changes to the Designated Signers on the City’s Bank Accounts with U.S. Bank.

D. Approve the creation of a Senior Planner position and adopt a RESOLUTION approving the job description.

E. Approve the Creation of an Assistant to the City Manager position and adopt a RESOLUTION approving the job description.

F. Approve the Creation of a Building Inspector/Code Enforcement Officer and adopt a RESOLUTION approving the job description.

G. Approve a RESOLUTION Authorizing the Closure of Streets for the 2025 Rotary Rainbow Run on June 7, 2025.

H. Approve the Regular Meeting Minutes of April 15, 2025.

4. PUBLIC HEARING
A. Ordinance Designating Fire Hazard Severity Zones (FHSZ) in the City of San Juan Bautista City Limits.

Recommendation: Hold a Public Hearing and Introduce an Ordinance designating Fire Hazard Severity Zones (FHSZ) in the City of San Juan Bautista City limits.

5. ACTION
The Recommendation indicates the staff recommendation at the time the agenda was prepared. That recommendation does not limit the City Council alternative actions on any matter before it.

A. Fiscal Year Budget 2025-2026
Recommendation: Discuss the Proposed Budget for Fiscal Year 2025/26, Share its Questions or Concerns, and Consider Additional Details Provided.

6. DISCUSSION
A. Provide an Update and discuss Fireworks Ordinance with the City of San Juan Bautista.

7. ADJOURNMENT

AGENDA MATERIAL / ADDENDUM
Any addendums will be posted not later than 72 hours before regular meetings or 24 hours of special meetings unless otherwise allowed under the Brown Act. City Council reports may be viewed at the City of San Juan Bautista City Hall at 311 Second Street San Juan Bautista and are posted on the City website www.san-juan-bautista.ca.us subject to Staff’s ability to post the documents before the meeting, or City Clerk Elizabeth Soto at [email protected] or calling (831) 623-4661 during normal business hours.

In compliance with the Americans with Disabilities Act, and Govt. Code 54953(a), the city will make reasonable arrangements to ensure accessibility to this meeting. If you need special assistance to participate in this meeting, please contact the City Clerk, a minimum of 48 hours prior to the meeting at (831) 623-4661.

Page | 3 City Council June 4, 2025

PUBLIC COMMENT PROCEDURES
If you wish to make a public comment and are attending in person, please fill out a speaker card. If you are attending via Zoom, join the Zoom Webinar, and use the "Raise Hand" or if joining by telephone, press *9 on your telephone keypad icon.

SUBMISSION OF PUBLIC COMMENTS
Written comments may be submitted via mail to the City Clerk at City Hall (P.O. Box 1420, San Juan Bautista, CA 95045), or emailed to [email protected] no later than 5:00 p.m. the day before the meeting. Written comments will be read into the record provided that the reading does not exceed three (3) minutes.

PUBLIC NOTIFICATION
This agenda was posted on Friday, May 30, 2025, on the bulletin board at City Hall, 311 Second Street, the bulletin board at the City Library, 801 Second Street, the bulletin board at the entrance to the United States Post Office, 301 The Alameda, and the City’s website. Meetings are streamed live at https://www.facebook.com/cityofsanjuanbautista/.

Item: 3.A
City Council Meeting
June 4, 2025

AFFIDAVIT OF POSTING
I, Elizabeth Soto, Do Now Declare, Under the Penalties of Perjury That I Am the Acting City Clerk / Administrative Services Manager in the City of San Juan Bautista and That I Posted Three (3) True Copies of the attached City Council Agenda. I Further Declare That I Posted Said Agenda on the 30th day of May 2025, and in the Following Locations in said City of San Juan Bautista, County of San Benito, California.

1. On The Bulletin Board at City Hall, 311 Second Street.

2. On The Bulletin Board at The City Library, 801 Second Street.

3. On The Bulletin Board at The Entrance to The United States Post Office, 301 The Alameda
Signed at San Juan Bautista, County of San Benito, California, on the 30th day of May 2025.
____________________________________________
Elizabeth Soto, CMC, CPMC
City Clerk / Administrative Services Director
Item: 3.B
City Council Meeting
June 4, 2025

WAIVER OF READING

OF ORDINANCES
State law requires that an ordinance be read in its entirety prior to adoption unless the City Council waives reading beyond the title. Reading an entire ordinance at the meeting is extremely time-consuming; reading of the title alone usually gives the audience sufficient understanding of what the Council is considering.

To ensure that this waiver is consistently approved by the Council, Council should make the waiver at each meeting, thus, you should do it at this point on the Consent Agenda. The Council then does not have to worry about making this motion when each ordinance comes up on the agenda.

GC36934
Item No. #3.C
City Council Meeting
June 4, 2025
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CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: ADMINISTRATION / CITY CLERK
FROM: ELIZABETH SOTO, CITY CLERK / ADMINISTRATIVE

SERVICES DIRECTOR
TITLE: CHANGING CHECK SIGNING RESPONSIBILITIES ON CITY

BANK ACCOUNTS
RECOMMENDED MOTION:

A motion to approve a Resolution authorizing changes to the designated signers on the City’s Bank Accounts with U.S. Bank.

RECOMMENDATION:

Staff recommends that the City Council adopt a Resolution, which removes former City Manager Don Reynolds as a signer on City bank accounts and designates newly appointed City Manager Ashley Collick as an authorized signer. The resolution also reaffirms and updates the complete list of current authorized signers and confirms non-signatory access for the City’s CPA.

EXECUTIVE SUMMARY:

The proposed resolution authorizes the following changes:
 Removal of Don Reynolds from all City bank accounts.
 Addition of Ashley Collick, the newly appointed City Manager, as an authorized check signer.
 Revocation of all previously authorized signers not named in this resolution.

Confirmation of the following individuals as the sole authorized signers for the City’s checking account:
 Jose Aranda
 Scott Freels
 Jackie Morris-Lopez
 Leslie Q. Jordan
 Ashley Collick
Item No. #3.C
City Council Meeting
June 4, 2025
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Authorization of Wendy Cumming, CPA, to access City bank account information in a nonsignatory capacity to support financial management and oversight.

These changes are administrative and procedural in nature and are consistent with best practices for fiscal responsibility and proper oversight.

BACKGROUND:

With the recent retirement of Don Reynolds, and the City Council's appointment of Ashley Collick as City Manager on May 13, 2025, it is necessary to update the authorized signers on the City’s accounts at U.S. Bank.

FISCAL IMPACT:

There is no direct fiscal impact associated with the adoption of this resolution.

STRATEGIC PLAN INITIATIVE:

This action aligns with the City’s strategic objective to maintain strong internal controls, ensure transparent financial practices, and uphold accountability in municipal operations.

CEQA CONSIDERATION:

This action is not a project under CEQA and is therefore not subject to environmental review.

ATTACHMENTS:

Resolution
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA AUTHORIZING CHANGES TO THE DESIGNATED SIGNERS ON THE CITY’S BANK

ACCOUNTS AT US BANK
WHEREAS, Don Reynolds retired and is no longer an employee of the City of San Juan Bautista, and
WHEREAS, Ashley Collick was appointed by the City Council on May 13, 2025 to serve as the City Manager for the City of San Juan Bautista.

NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL hereby requests US Bank remove Don Reynolds from the City bank accounts, and add Ashley Collick as an authorized signer on City bank accounts.

FURTHER, the City Council hereby confirms that the total list of signatories consists of Jose Aranda, Scott Freels, Jackie Morris-Lopez, Leslie Q. Jordan, and Ashley Collick, and all previously authorized check signers are hereby revoked. This shall be in effect for the checking account, and
FURTHER, the City Council hereby authorizes Wendy Cumming, CPA to have access to bank information but not added as a check signer.

PASSED AND APPROVED this 4th day of June 2025 by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:

____________________
Leslie Q. Jordan, Mayor
ATTEST:
_____________________
Elizabeth Soto, City Clerk
Item No.: 3.D
City Council Meeting
June 4, 2025
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CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: ADMINISTRATION/HUMAN RESOURCES
FROM: ELIZABETH SOTO, CITY CLERK/ADMINISTRATIVE

SERVICES DIRECTOR
TITLE: CREATING A SENIOR PLANNER POSITION AND APPROVING

A JOB DESCRIPTION
RECOMMENDED MOTION:

Approve the creation of a Senior Planner position and adopt a Resolution approving the job description.

RECOMMENDATION:

Staff recommends that the City Council adopt the attached resolution to formally establish a Senior Planner position within the Community Development Department. This new role will report directly to the City Manager and supervise the Associate Planner, Building Inspector, and the Planning Services Contracts.

EXECUTIVE SUMMARY:

The proposed Senior Planner role is designed to fill a critical supervisory need within the City's Community Development Department. This position will focus on both current and long-range planning efforts and will be responsible for leading and supporting the City’s planning and permitting operations. The Senior Planner will be working closely with the 4Leaf Inc., Building Official.

The Senior Planner will provide essential leadership and coordination to ensure effective service delivery, regulatory compliance, and responsible growth in San Juan Bautista.

This role has been identified as necessary in response to increasing volumes of development applications and long-range planning initiatives. Establishing a mid-management position will help address the leadership gap in the department and improve coordination of planning activities.

Item No.: 3.D
City Council Meeting
June 4, 2025
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Salary Schedule
The Senior Planner position is classified as a full-time, exempt, at-will position. The hourly rate is set at $48.64 (Step 1), which equates to an annual salary of approximately $101,171.20, based on a 40-hour work week. This position is eligible for standard City benefits as outlined in the City's Compensation Plan, including health, dental, vision, retirement, and leave accruals.

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Hourly Hourly Hourly Hourly Hourly Hourly Hourly
Senior Planner 56 48.64 51.07 53.63 56.31 59.12 62.08 65.18 Hiring Plan
The City Council has directed staff to include the Senior Planner position in the upcoming fiscal year budget. As such, the following steps outline the hiring plan to fill this new position:
 Finalize and approve the job description and salary schedule (included in the FY budget proposal).
 Post the job announcement on the City's website, regional planning organizations, and relevant professional associations (e.g., APA, CalOpps).  Advertise the position over a 4-week application window to ensure a diverse and competitive pool of candidates.
 Form a panel for the first round of interviews composed of a peer management staff member, and an outside planning professional.
 Conduct a second round of interviews with the top candidates.  Complete background, reference, and qualifications checks.  Extend an offer to the top candidate and onboard by the start of the new fiscal year, or as soon as possible thereafter.

BACKGROUND:

Since 2017, the City of San Juan Bautista has contracted with 4LEAF, Inc. to provide key Community Development support services. The scope of work includes:

1. Plan Review Services – Ensuring compliance with State Building Codes and local ordinances, including timely correction notices or approvals.

2. On-Call Staffing Support – Providing inspectors, permit technicians, code enforcement personnel, and engineers within one to two business days.

Item No.: 3.D
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June 4, 2025
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3. Building Official – Oversees the administration and enforcement of building codes, regulations, and ordinances to ensure the health, safety, and welfare of the public.

Supervises plan reviews, permitting, inspections, and code enforcement activities.

These services have supported the City's building needs. However, increasing planning demands now require enhanced internal leadership and oversight.

FISCAL IMPACT:

The City is expected to generate an annual savings of approximately $185,000 by reducing planning expenses.

ATTACHMENTS:

1. Resolution

2. Job Description

3. Salary Schedule
Page | 1
RESOLUTION NO. 2025-xx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA

APPROVING THE CREATION OF A SENIOR PLANNER POSITION IN THE

COMMUNITY DEVELOPMENT DEPARTMENT
WHEREAS, the City of San Juan Bautista has experienced increased development activity and complex land use needs; and
WHEREAS, there is an organizational need for experienced leadership to manage the planning team and advise the City Manager; and
WHEREAS, a Senior Planner role is proposed to serve as a supervisory professional overseeing the Associate Planner and Permit Technician while directly reporting to the City Manager; and
WHEREAS, the responsibilities and qualifications of the proposed position align with established standards in similarly situated municipalities; and NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista:

1. A full-time Senior Planner position is hereby established within the Community Development Department.

2. This position shall report directly to the City Manager and serve in a leadership capacity for the City's planning functions.

3. The position will supervise the Associate Planner and Building Inspector, providing oversight for current and long-range planning.

4. The City Manager is directed to include the position in the City’s classification plan and bring back an amended salary schedule and budget proposal.

PASSED AND APPROVED by the San Juan Bautista City Council on this 4th day of June, 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

Page | 2
APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
_____________________
Elizabeth Soto, City Clerk
Senior Planner
Job Description
Page | 1 06/04/2025 es
City of San Juan Bautista
Position Description

SENIOR PLANNER
Full Time, 40 Hr. Week
Permanent Employee
Exempt Classification – Compensation Time Provided per Municipal Personnel Policy

GENERAL DESCRIPTION OF FUNCTION & PURPOSE
Under the general direction of the City Manager, the Senior Planner leads the City’s planning operations, including current and long-range planning, environmental review, and zoning and land use regulation. This position ensures the City’s development aligns with adopted plans and policies, balancing growth, sustainability, and community vision.

The Senior Planner supervises professional and technical staff, manages consulting contracts, advises the City Manager and Council, and coordinates planning efforts with internal departments and external agencies. This role requires high-level expertise, independent judgment, and a proactive approach to strategic planning and public engagement.

Key Responsibilities
 Leadership & Management
 Directs day-to-day activities of the Planning Division.  Supervises and trains planning staff; evaluates performance and recommends disciplinary action when necessary.
 Participates in hiring, promotion, and staff development decisions.  Policy & Planning
 Leads the development and implementation of planning goals, policies, and procedures.  Oversees updates to the General Plan, Housing Element, and Zoning Ordinance.  Advises on historic preservation and provides staff support to the Historic Resources Board.
 Project Oversight
 Serves as project manager for complex development proposals and long-range studies.  Reviews applications for compliance with planning regulations and CEQA.  Conducts site inspections and coordinates cross-departmental project reviews.  Public Engagement & Communication
 Represents the City in public meetings, hearings, and advisory bodies.  Prepares and presents reports to the Planning Commission and City Council.  Interacts with the public, developers, consultants, and regulatory agencies.  Research & Environmental Review
 Conducts advanced planning studies and impact evaluations.  Prepares staff reports, technical documents, and environmental assessments.  Monitors compliance with mitigation measures and conditions of approval.

Senior Planner
Job Description
Page | 2 06/04/2025 es

QUALIFICATIONS
Required Knowledge
 Principles of urban planning, land use, and environmental review.  Zoning, CEQA, and other regulatory frameworks.
 Project management, contract administration, and budgeting.  Public engagement practices and customer service standards.  Architectural design, traffic, drainage, and site planning fundamentals.  Research methodology and data analysis.

Required Skills & Abilities
 Lead, supervise, and mentor planning staff.
 Analyze complex development proposals and environmental impacts.  Manage multiple projects with competing priorities.
 Communicate clearly and concisely in oral and written formats.  Interpret and apply planning regulations and policies.  Establish positive relationships with staff, stakeholders, and the public.  Use planning software and business applications effectively.

Education
 Bachelor’s degree in Urban Planning, Public Administration, or a related field (required).  Master’s degree and/or AICP certification (preferred).  Experience
 5–7 years of progressively responsible planning experience, including at least 2 years in a supervisory role.
 License
 Valid California Class C Driver’s License with a satisfactory driving record.

PHYSICAL DEMANDS & WORK ENVIRONMENT
 Ability to work in office and field settings; traverse construction sites and uneven terrain.  Lift and carry up to 25 pounds.
 Occasional exposure to weather, moisture, and airborne particles.  Typical noise levels range from moderate (office) to variable (field).

I have received a copy of this job description.
__________________________________ ___________________
Signature Date
City of San Juan Bautista
Salary Schedule by Benefit Group
Benefit Group Grade Position Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Hourly Hourly Hourly Hourly Hourly Hourly Hourly
Community Development
(Inactive) 65 Community Development Director 48.64 51.07 53.63 56.31 59.12 62.08 65.18 Planning
56 Senior Planner 48.64 51.07 53.63 56.31 59.12 62.08 65.18 59 Associate Planner 39.77 41.76 43.85 46.04 48.34 50.76 53.30 Item No.: 3.E
City Council Meeting
June 4, 2025
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CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: ADMINISTRATION/HUMAN RESOURCES
FROM: ELIZABETH SOTO, CITY CLERK/ADMINISTRATIVE

SERVICES DIRECTOR
TITLE: CREATING AN ASSISTANT TO THE CITY MANAGER

POSITION AND APPROVING A JOB DESCRIPTION
RECOMMENDED MOTION:

Approve the creation of an Assistant City Manager position and adopt a Resolution approving the job description.

RECOMMENDATION:

Staff recommends that the City Council approve the creation of a new position titled Assistant to the City Manager, adopt the associated job description, and authorize staff to include this position in the City’s classification plan.

EXECUTIVE SUMMARY:

As the City continues to expand its services and improve the quality of life for its residents, the demand for enhanced coordination and oversight of community-focused departments has grown.

In response, staff proposes the creation of a new position: Assistant to the City Manager.

This is a distinct and newly defined role which differs in function from the previously held Assistant City Manager/Community Development position. While the former was centered on land use and planning, this new position will have a broader focus across three essential service areas:
 Library and Community Services
 Code Enforcement
 Public Works
The Assistant to the City Manager will work closely with the City Manager to ensure alignment of departmental goals with the City’s strategic priorities, provide administrative and operational support, and lead or coordinate interdepartmental initiatives. This position will play a pivotal role in advancing community engagement, ensuring regulatory compliance, and enhancing Item No.: 3.E
City Council Meeting
June 4, 2025
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infrastructure services.

A proposed job description is attached to this staff report for Council review and approval.

BACKGROUND:

From 2021 to 2024, the City employed an Assistant City Manager/Community Development who was responsible primarily for planning and development-related duties. That role was vacated and has not been refilled. Since that time, staff has evaluated the current organizational structure to identify opportunities to improve operational support to the City Manager and oversight of key departments.

FISCAL IMPACT:

There is no fiscal impact associated with this action. The position will be filled through a lateral move within the current staffing structure and salary range.

ATTACHMENTS:

1. Resolution

2. Job Description

3. Revised Organizational Chart
Page | 1
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA

APPROVING THE CREATION OF THE POSITION ASSISTANT TO THE CITY

MANAGER AND ADOPTING THE ASSOCIATED JOB DESCRIPTION
WHEREAS, the City Council of the City of San Juan Bautista is committed to effective and efficient municipal operations; and
WHEREAS, the City previously employed an Assistant City Manager/Community Development from 2021 to 2024, whose duties were focused primarily on land use and planning; and
WHEREAS, the City Manager has identified a need for additional executive-level support to oversee multiple departments, including the Library and Community Services Department, Code Enforcement, and Public Works; and
WHEREAS, the proposed position of Assistant to the City Manager is distinct from the former role and is intended to enhance internal operations, coordination, and departmental oversight across a broader spectrum of community services; and WHEREAS, the position will be filled through a lateral move, resulting in no additional fiscal impact to the City; and
WHEREAS, the City has prepared and presented a formal job description for the position to define its duties, responsibilities, and reporting structure.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:

1. The City Council hereby establishes the position of Assistant to the City Manager within the City’s classification structure.

2. The job description attached hereto as Exhibit A and incorporated herein by this reference is hereby adopted.

3. Staff is authorized and directed to make all necessary updates to the City’s classification plan and organizational chart to reflect the creation of this position.

PASSED AND APPROVED by the City Council of the City of San Juan Bautista on this 6th day of June, 2025, by the following vote:

AYES:

NOES:

Page | 2
ABSENT:

ABSTAIN:

APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
_____________________
Elizabeth Soto, City Clerk
Assistant to the City Manager
Job Description
Page | 1 06/04/2025 es
City of San Juan Bautista
Job Description

ASSISTANT TO THE CITY MANAGER
Full Time, 40 Hr. Week
Exempt/Permanent Employee
Job Classification: Confidential / At-Will

GENERAL DESCRIPTION OF FUNCTION & PURPOSE
The Assistant to the City Manager performs high-level administrative, research, and analytical work in support of the City Manager’s Office. This role serves as a liaison between the City Manager and various City departments, elected officials, regional partners, and the public. The position is designed to improve internal coordination and policy follow-through, while supporting special projects in the areas of public safety, recreation, library services, community engagement, and strategic initiatives.

Essential Functions
 Assist the City Manager in tracking and managing policy initiatives, interdepartmental projects, and public-facing programs.
 Provide support for City Council agenda preparation, follow-up assignments, and legislative tracking.
 Conduct research and prepare reports, briefings, and presentations on administrative, operational, or policy matters.
 Serve as staff liaison to committees, interagency workgroups, and civic organizations as assigned.  Monitor project timelines and ensure departmental compliance with executive directives.  Coordinate events, programs, and outreach activities across departments, including recreation and library services.
 Prepare correspondence, reports, press releases, and public information materials on behalf of the City Manager.
 Provide logistical and policy support for emergency operations and public safety initiatives.  Assist in grant research and application processes when applicable.

QUALIFICATIONS
Knowledge, Skills & Abilities
 Knowledge of municipal operations, functions, and organizational structures.  Strong analytical, communication, and problem-solving skills.  Ability to work independently with minimal supervision in a fast-paced environment.  Excellent writing, public presentation, and interpersonal skills.  Discretion in handling sensitive or confidential information.

Minimum Qualifications
 Bachelor’s Degree in Public Administration, Political Science, Business Administration, or a related field.
 Three (3) years of progressively responsible administrative or management support experience, preferably in a public agency setting.
 A Master’s Degree in a related field may substitute for one year of experience.

Assistant to the City Manager
Job Description
Page | 2 06/04/2025 es
Preferred Qualifications
• Experience supporting executive-level administration or City Manager’s Office. • Experience working with recreation, library, or community development programs. • Familiarity with Brown Act, FPPC, and public meeting protocols.

PHYSICAL DEMANDS & WORK ENVIRONMENT
 Typical office environment with occasional off-site meetings or public events.  May require attendance at evening City Council or community meetings.

I have received a copy of this job description.
__________________________________ ___________________
Signature Date
Item No.: 3.F
City Council Meeting
June 4, 2025
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CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: ADMINISTRATION/HUMAN RESOURCES
FROM: ELIZABETH SOTO, CITY CLERK/ADMINISTRATIVE

SERVICES DIRECTOR
TITLE: CREATING A BUILDING INSPECTOR/CODE ENFORCEMENT

OFFICER POSITION AND APPROVING A JOB DESCRIPTION
RECOMMENDED MOTION:

Approve the creation of a Building Inspector/Code Enforcement Officer position and adopt a Resolution approving the job description.

RECOMMENDATION:

Staff recommends that the City Council approve the creation of a full-time Building Inspector/Code Enforcement Officer position, adopt the associated job description, and authorize the elimination of the current Code Enforcement and Community Services Officer position.

EXECUTIVE SUMMARY:

The proposed Building Inspector/Code Enforcement Officer role is designed to streamline operations by combining two essential regulatory functions under one position. The responsibilities of the new position will include:
 Conducting on-site building inspections of new construction, remodels, and repairs to ensure compliance with the California Building Standards Code and City ordinances;  Enforcing a wide range of municipal codes, including property maintenance, zoning, signage, and nuisance regulations;
 Coordinating with Public Works, Planning, and the City Manager to support safe, lawful, and orderly community development;
 Responding to complaints and proactively identifying code violations;  Reducing reliance on contract-based inspection services while ensuring consistent, locally accountable enforcement.

This reorganization will result in the elimination of the current Code Enforcement and Item No.: 3.F
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Community Services Officer position and bring building inspection duties in-house, ending the City’s current reliance on 4Leaf, Inc. Infrastructure services.

Salary Schedule:

Grade Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7
Hourly Hourly Hourly Hourly Hourly Hourly Hourly
Building
Inspector/ Code
Enforcement
Officer
56 51.33 53.90 53.59 59.42 62.39 65.51 68.79
BACKGROUND:

The City of San Juan Bautista currently maintains a full-time Code Enforcement and Community Services Officer, responsible for enforcing municipal codes and supporting community programs. Building inspection services are presently contracted through 4Leaf, Inc., an external provider specializing in plan review and site inspections.

As the City's needs evolve, and with increased demand for comprehensive and consistent enforcement and inspection services, staff has evaluated the operational and fiscal advantages of consolidating these functions into one full-time, in-house position.

FISCAL IMPACT:

This action is expected to result in significant cost savings. The City currently spends approximately $120,000 annually on contracted inspection services. Establishing a full-time inhouse Building Inspector/Code Enforcement Officer will reduce these expenses by an estimated $80,000 per year, even after accounting for an increased salary to reflect the broader scope of responsibilities and required professional certifications.

These savings will improve the City’s long-term fiscal sustainability while delivering more consistent and responsive services to residents and developers.

ATTACHMENTS:

1. Resolution

2. Job Description
Page | 1
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA

ESTABLISHING THE POSITION OF BUILDING INSPECTOR/CODE

ENFORCEMENT OFFICER AND ELIMINATING THE POSITION OF CODE

ENFORCEMENT AND COMMUNITY SERVICES OFFICER
WHEREAS, the City currently contracts with 4Leaf, Inc. for building inspection services and maintains a full-time Code Enforcement and Community Services Officer; and WHEREAS, the City Manager and administrative staff have reviewed current service needs and determined that combining the roles of building inspection and code enforcement into one full-time position will enhance efficiency, consistency, and local accountability; and WHEREAS, the creation of the new Building Inspector/Code Enforcement Officer position will eliminate the need for ongoing contracted inspection services, resulting in a projected annual savings of approximately $80,000, while increasing compensation to reflect the expanded scope and professional certification requirements; and WHEREAS, the position of Code Enforcement and Community Services Officer will be eliminated as part of this reorganization; and
WHEREAS, the City Council has reviewed and considered the proposed job description for the Building Inspector/Code Enforcement Officer;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of San Juan Bautista as follows:

1. The position of Building Inspector/Code Enforcement Officer is hereby established as a full-time position.

2. The job description attached hereto as Exhibit A is hereby adopted.

3. The position of Code Enforcement and Community Services Officer is hereby eliminated.

4. The City Manager and administrative staff are hereby authorized and directed to make all necessary updates to the City’s classification plan and budget to implement this resolution.

PASSED AND APPROVED by the City Council of the City of San Juan Bautista on this 4th day of June, 2025, by the following vote:

AYES:

NOES:

Page | 2
ABSENT:

ABSTAIN:

APPROVED:
___________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
Building Inspector/Code Enforcement Officer
Job Description
Page | 1 06/04/2025 es
City of San Juan Bautista
Job Description

BUILDING INSPECTOR/CODE ENFORCEMENT OFFICER
Full Time, 40 Hr. Week
Non-Exempt/Permanent Employee
Job Classification: Confidential / At-Will

GENERAL DESCRIPTION OF FUNCTION & PURPOSE
Under general supervision, the Building Inspector/Code Enforcement Officer performs technical building inspections to ensure compliance with applicable codes and regulations, and enforces municipal codes related to zoning, building, property maintenance, and public nuisances. This is a full-time position that integrates responsibilities across both building inspection and code enforcement functions.

Essential Functions
 Perform on-site inspections of buildings under construction, renovation, or repair for compliance with California Building Standards Code and municipal ordinances.  Issue correction notices, stop-work orders, and follow-up directives as necessary.  Investigate complaints and violations of zoning, building, and health and safety codes.  Serve notices of violation, issue administrative citations, and prepare evidence for legal proceedings.
 Maintain accurate and comprehensive documentation and inspection logs.  Provide technical assistance to contractors, property owners, and the general public.  Coordinate enforcement actions with other City departments and outside agencies.  Stay current on relevant laws, regulations, and inspection techniques through training and continuing education.

QUALIFICATIONS
Knowledge of:
• Building construction practices, materials, and methods. • California Building Standards Code and municipal codes. • Enforcement procedures, investigative techniques, and legal processes. • Principles of customer service and public communication.

Ability to:
• Read and interpret building plans, codes, and regulations. • Conduct thorough inspections and investigations.
• Prepare clear, concise, and legally defensible reports. • Maintain professionalism in difficult or confrontational situations. • Use computers and standard office software.

Minimum Qualifications
 High school diploma or GED required.
 Coursework in construction technology, code enforcement, or public administration is desirable.

Building Inspector/Code Enforcement Officer
Job Description
Page | 2 06/04/2025 es
Experience:
• At least three (3) years of experience in building inspection, construction, or municipal code enforcement.

LICENSES AND CERTIFICATIONS
• Valid California Class C Driver’s License.
• ICC Certification as Building Inspector within one (1) year of appointment. • CACEO or equivalent Code Enforcement certification is highly desirable.

PHYSICAL DEMANDS & WORK ENVIRONMENT
 Typical office environment with occasional off-site meetings or public events.  May require attendance at evening City Council or community meetings.

I have received a copy of this job description.
__________________________________ ___________________
Signature Date
Item No. #2.G
City Council Meeting
June 4, 2025
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: PLANNING DEPARTMENT AND CITY MANAGER OFFICE FROM: ILSE LOPEZ-NARVAEZ, ASSOCIATE PLANNER

ASHLEY COLLICK, INTERIM CITY MANAGER
TITLE: STREET CLOSURE RESOLUTION FOR ROTARY RAINBOW
RUN (SEP25-312)
RECOMMENDATION:

Staff recommends that the City Council review the request for street closures associated with the proposed special event and determine whether to approve, deny, or modify the request based on the Council’s assessment of community impact, public safety, and overall benefit to the city.

Staff remains neutral on the matter and has abstained from making a formal recommendation regarding approval or denial of the street closures. This approach ensures that the decision is made solely by the City Council, with full consideration of public input, departmental feedback, and policy implications.

EXECUTIVE SUMMARY:

On May 19, 2025, the City of San Juan Bautista received a Special Event Permit (SEP) application for the Rotary Rainbow Run, an annual community event hosted by the San Juan Bautista Rotary Club. The proposed event is scheduled to take place on Saturday, June 7, 2025, from 6:00 AM to 11:00 AM, and includes temporary street closures that require formal City Council approval due to their scope and impact on public thoroughfares.

The proposed race route includes the Cemetery District, which lies within the City limits. The applicant, Rotary of San Juan Bautista, understands that they are solely responsible for ensuring and obtaining proper approvals and authorization from the Cemetery District regarding any street closures and any associated district fees. The revised SEP application and supporting documentation were submitted by May 29, 2025, with route revisions on May 30, 2025, which was in accordance with the City’s deadline for inclusion in the agenda packet for the June 4, 2025, Special Council Meeting.

BACKGROUND:

Item No. #2.G
City Council Meeting
June 4, 2025
Page | 2
The Rotary Rainbow Run is a longstanding annual event in the City of San Juan Bautista. On May 17, 2025, Jose Aranda submitted a SEP application for the Rotary Rainbow Run scheduled to take place on June 7, 2025, which was received by the City on May 19, 2025.

After initial review of the application, staff determined that the application was incomplete due to submission of an incorrect form, unpaid fees, and the inability to meet the deadline for the May 20, 2025, City Council meeting to have the City Council review the street closure resolution for this event.

On May 22, 2025, a revised and complete SEP application was submitted by Jessie Solis on behalf of the San Juan Bautista Rotary Club. The City provided the applicant with the opportunity to meet all submittal requirements by May 29, 2025, in order to be considered during the scheduled Special City Council Meeting on June 4, 2025. The applicant was notified of the responsibility to obtain all necessary internal and external agency approvals by that date. On May 30, 2025, the applicant submitted a revised site plan and obtained approvals from all departments and agencies, as well as paid associated permit application fees.

All required approvals have since been secured, and the application is now being presented to the City Council for final consideration of the street closures.

PROPOSED STREET CLOSURES:

The event proposes the closure of the following streets within the City’s jurisdiction:
• Third Street starting from the cross section of The Alameda and Fourth Street to Rancho Way
• Rancho Way between Third Street to Vista Way
• Vista Way from Rancho Way to Lavagnino Drive
• Lavagnino Drive between First Street and Third Street • Second Street starting from Franklin Street to Monterey Street • Franklin Street between Second Street and Third Street • Monterey Street between Third Street and First Street • Side Streets between Second Street and Third Street starting from Franklin Street to North Street
• First Street from Monterey Street to Lavagnino Drive
• Side Streets between Third Street and First Street starting from Monterey Street to Lavagnino Drive
• Church Street between Third Street and Monterey Street • Entrance of San Juan Bautista Cemetery located on Monterey Street Furthermore, as the route of the Rotary Rainbow Run also encompasses the Cemetery district, the San Juan Bautista Rotary will need to obtain consent as required as part of this Special Event Permit.

FISCAL IMPACT:

Item No. #2.G
City Council Meeting
June 4, 2025
Page | 3
There is no direct fiscal impact to the city. The applicant is responsible payment of all applicable City fees associated with the Special Event Permit.

ATTACHMENTS:

Attachment A: Street Closure Resolution 2025-XX
Attachment B: Street Closure Map
Attachment C: SEP Application
Page | 1
RESOLUTION NO. 2025-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA AUTHORIZING CLOSURE OF STREETS FOR THE 2025 ROTARY RAINBOW RUN WHEREAS, the City of San Juan Bautista has received an application for a Special Event Permit in 2025, and authorization for Street Closure from the City Council is a prerequisite for issuance of such permit for the following event:
2025 Rotary Rainbow Run
June 7, 2025 from 6:00AM – 11:00AM
Third Street starting from the cross section of The Alameda and Fourth Street to Rancho Way Rancho Way between Third Street to Vista Way
Vista Way from Rancho Way to Lavagnino Drive
Lavagnino Drive between First Street and Third Street
Second Street starting from Franklin Street to Monterey Street Franklin Street between Second Street and Third Street
Monterey Street between Third Street and First Street
Side Streets between Second Street and Third Street starting from Franklin Street to North Street First Street from Monterey Street to Lavagnino Drive
Side Streets between Third Street and First Street starting from Monterey Street to Lavagnino Drive
Church Street between Third Street and Monterey Street
Entrance of San Juan Bautista Cemetery located on Monterey Street WHEREAS, the proposed Rotary Rainbow Run race includes the Cemetery District that is within the City limits, the applicant (Rotary Club of San Juan Bautista) understands that they are solely responsible in ensuring and obtaining proper approvals and authorization from the Cemetery District regarding any street closures and associated district fees; BE IT RESOLVED that the City Council does hereby authorize the referenced entities to close streets on the dates and times referenced herein subject to the following requirements:

1. All conditions and requirements of agencies, including the Fire Marshal, San Benito County Sheriff, Building Official, Public Works Director, San Benito County Health Dept., San Benito County Integrated Waste Management, Community Development Director shall be met before, during, and after the event in the manner deemed necessary by the City Manager.

2. Before each event, Sponsors shall submit an agreement to reimburse the City by an invoice duly issued by the City to cover City expenses as deemed necessary by the City Manager to support administrative, material, and City staff time associated with the Street Closure.

Page | 2
PASSED AND APPROVED by the City Council of the City of San Juan Bautista City n this 4th day of June 2025 by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
______________________
Leslie Q. Jordan, Mayor
ATTEST:
___________________________
Elizabeth Soto, City Clerk
Datos del mapa ©2025 500 pies
Medir distancia
Superficie total: 2.166.503,47 pies² (201.274,76 m²)
Distancia total: 3,11 mi (5,01 km)
RAINBOW RUN RUTE 5K (2025)
Applicant Name or Organization: Datcfrime Received:

Form Update: December 2022
Special Event/ Activities - Permit Application
All forms must be submitted at least 60 days prior to event with fees Cover Page

EVENT INFORMATION
Event Title:

NOTIFICATIONS please fill out the appropriate lh1e, and then retum directly to City Planner.

Department
0 Planning
Staff Notice Sent Approved?
0 Fire
0 Public Works
D City Manager
0 Police
LJ Environment Health
0 Integrated Waste
0 Yes
1□ Yes
1□ Yes
1□ Yes
ID Yes
ID Yes
D Yes
KEY ISSUES for your reference, these are the issues we have identified in this application. � Amp Ii ficd Sound 0 Banner Request 0 Block Party 0 Public Building Reservation D Car Wash 0 Cookmg J8J Crowd Control 0 First Aid/Security Plan D Item Sales 0 Parade D Parking D Park Reservation
□ Tent D Trash./Recycling 0 Animals D Sanitation (Port-a-Potty) D Other: (explain)
City of San Juan Bautista Special EvenVActivities- Permit Application □ No
□ No
□ No
□ No
0 No
□ No
□ No
0 £tern Sales
0 Generator
;k3 Street Closure
D Electrical
1 Special Event/ Activities - Permit Application
Dear Event Organizer:

Thank you for your interest in holding a community event in San Juan Bautista. Special events can be impmtant ways to build community and celebrate the City's diversity, heritage, and uniqueness. All events require a permit with approvals to ensure a wellplanned and safe event. The City of San Juan Bautista has created a simplified process to help you determine what types of permits and approvals you will need. Simply fill out the enclosed community events application and submit it to the City at least 60 davs before your event. Additionally, there will be fees associated your event. Your application fee is due when you submit this form. The fee schedule for applications is:

Non Profits': No street blockage and less than 250 people $75.00 Non Profits: No street blockage or blockage of side streets, up to one block., and less than 750 people $100.00 Non Profits: Street blockage of Second, Third or Fourth Streets and side streets between Franklin & $200.00 Muckelemi and more than 1,000 people2
Private Promoter Organizations3
: No street blockage, Assembly less than 250 people $250.00 Private Promoter Organizations: No street blockage or blockage of side streets, up to one block. $400.00 Assembly less than 750 people
Private Promoter Organizations: Street blockage of Second, Third or Fourth Streets and side streets $800.00 between Franklin & Muckelemi, and more than 1,000 people Once we receive your application, one or more City representatives will contact you to let you know of any insurance, permits, approvals, or additional fees that apply. We appreciate your time and interest in planning a successful and safe event. A well-planned event translates to a_successful activity that benefits everyone. If you need further assistance, call (831) 623-4661 or e-mail citymanager@sanjuan-bautista.ca.us.

Please NOTE: You are required to have sanitary facilities. If you are serving or selling food you will be required to obtain a permit from the San Benito County Environment Health Department in Hollister. You are also required to coordinate all security arrangement with the San Benito County Sheriffs office.

SECTION 1: EVENT DESCRIPTION (attach pages as needed)
/t,tjµ,Jnow <ud t-S .s,Ml·"«-'6 t> 4Y "tT4 G")YA<,'( "-"' d t· rl{.l l"df¥(.:?J.--u.S tJCN(K"; 7 4(Al, e,dtf�m� t SUtoLtnt:.91.Jr.s I M,r- ,,,a. Jm,er 41Y Al,S.d-te?> >9- � - 11.AdP il:C- � ••• 4 r JN '('"rtrolt)7 �F- '&"'OCC-�F.l',-'1 o • �"- /4-t M/4/6 ;, ,7',.,.. c;H-e� SECTION 2: CONT ACT INFORMATION
1 Requires proof of charitable non-profit status.
2 All street closures and blockades require review and approval of the City Council. 3 Additional fees for use of public facilities may apply.

City of San Juan Bautista Special Event/Activities - Permit Application 2 Event Setup
I I
Event Starts Date '/ 7h5
ANTICIPATED ATTENDANCE:

Time: ''.oo A-wt Event Ends
Time: '1: C>b t:\� Dismantle
Total for the Event: l.tf W
�'J>()
Total per Day: �r" 7o a�
LOCATION OF EVE T (please be specific): 5"� PJA,I"

INSURANCE
Time: Jj;e,t)fo;,1-?
Time: ;t>;go �
The City will require that you co-insure the city ("additional insure"). Depending on your event, the minimum "coverage" will be dictated by the City's insurance carrier (PARSAC}. After the application and fee is submitted the City Manager, or designee, will contact P ARSAC with your proposal and the conditions of the insurance will be promptly conveyed to you.

CITY FACILITIES
Do you plan to hold your event at a City building?
Tfyes, which facility?
Have you reserved the facility yet?
Will this event require any City streets to be closed? (Public Works charges will apply) Tfyes, please be specific on which streets and cross streets need to be closed below: ::>e� f'I\� Does this event involve a parade?
Tfyes, attach a separate page with a map of the event.
0 Yes }&J No
0 Yes �No
Ji'Yes O No
0 Yes �No
Tfyou wish to rent barricades, chairs, tables, or other City equipment, list the equipment and numbers (charges will apply for rentals) If you do not wish to rent the City's equipment, you will be responsible for providing appropriate barriers if your event involves a street closure:

PRIVATE PROPERTY (Private Property needs to fill out an event application only if the event's attendance will exceed 250) Do you plan to hold your event on private property? 0 Yes �No Tfyes, describe the location:

VENDORS
Will this event have vendors selling items, food, or promoting their causes/services/products? 0 Yes �No Tfyes, please note a Board of Equalization form will be required for each vendor proving that they are appropriately registered with the State of California. This link to this form is available on the City of San Juan Bautista website. Additionally, fees will be assessed on the basis of $15/day/ IO feet of vendor space for vendors on Lhe street and $15/day/vendor for events not on the streets. Other charges may apply. Allocations are made for local not for profit booths to be exempt from these charges. Each event is allowed a minimum of 5 local non-profit IO ft. spaces for free up to a City of San Juan Bautista Special Event/Activities - Permit Application 3 maximum of5% of the total number of booth feet for an event.

NEW! For any food sold, please note that food must be served in BPI-Certified compostable, recyclable 1-5 plastic, or reusable food ware. No Styrofoam food ware is allowed. No plastic straws are allowed, unless upon special request. Fiber-based compostab/e straws can be provided but only upon request by event attendees. Reusable or fiber-based BPI-Certified compostable serving products are preferred over plastic. For a list of BPI-Certified products, visit bpiworld.orgljind-certified-products.

Will this event have vendors providing or selling water? 0 Yes 9(No If yes, please note that the distribution or sale of plastic water bottles are not allowed during city events by vendors. Any water sold by vendors must be in aluminum cans.

Will this event feature any hands-on attractions such as climbing walls, bounce-houses, or petting zoos? If yes, please describe: (insurance coverage will be required) FOOD AND ALCOHOL (all food preparation is subject to state regulations; provide insurance if appropriate) If you are serving or selling food, you must obtain a permit from the Sa11 Be11ito County E11vironment Health Department Does your event include food concessions and/or preparation areas? D Yes �No If yes, please provide a copy of your San Benito County Environmental Health Permit.

If you plan to sell or furnish alcoholic beverages at your event, you are required to obtain a permit from the State Department of Alcoholic Beverage Control. The public consumption of alcohol is illegal in some parts of the City. If your event includes the use of alcohol on City property, you will need to provide Liquor Liability Coverage on your certificate of insurance.

Does your event involve the use of alcoholic beverages? D Yes 'lj No PORT ABLE REST ROOMS (These permits are handled through the San Benito County Environmental Health Department) Unless you can substantiate the sufficient availability of both Americans with Disabilities Act and non-ADA accessible facilities in the immediate area of the event site and you have wrinen pennission to use this facility, you may be required to provide portable rest room facilities at your event, which will be available to the public during your event. Please note that State Parks toilets do not qualify as event facilities unless you obtain written permission from the local State Parks office to allow use of these State owned toilets and included as part of this application.

Do you plan to provide portable rest room facilities at your event? 0 Yes �o Please provide a copy of your San Benito County Environmental Health Permit. Please note that if you state "no", City staff will inquire as to what plans you have made to accommodate the public including written pennission from the State if applicable.

LIGHTING AND SOUND
Will you be using any amplified sound (i.e. public address system)? 'Elves □ No Will this event use any lighting? D Yes $No
Will you be using any type of generator? D Yes '.9J No
If yes, please describe (type/location/period/noise levels, etc. Preference is given to "silent" generators):

If no, do you need electricity? (fees will apply for use of City electricity):

SOLID WASTE DIVERSION PLAN & REQUIREMENTS
Solid Waste Diversion Plan: In accordance with State law (Public Resource Code 42648-42648.7), as a large venue or large event, a waste reduction and recycling plan shall be developed. This plan shall estimate the amount and types of waste anticipated from the event, proposed actions to reduce the amount of waste generation related to the event, and arrangements for separation, collection, and diversion from landfill of reusable, recyclable, and organic materials, as well as a tracking system that validates the final destination of the materials. You are encouraged to include a requirement for a "Solid Waste Diversion Plan" in your subcontract and vendor City of San Juan Bautista Special Event/Activities - Permit Application 4 agreements. For your convenience, a Solid Waste Diversion Plan Event Form has been prepared and is included as an attachment to this permit application. The Solid Waste Diversion Plan shall be approved by the San Benito County Integrated Waste Management Regional Agency.

The City of San Juan Bautista is mandated by the State of California to report annually specified information regarding large venue waste diversion programs. You are therefore required to report and provide verification of the quantity of waste disposed and recycled by this event. There is a $150/event fine for non-reporting. Reporting is due 30 days after the event. The solid waste collection hauler can provide this information for you.

Event Dumpsters/Containers and Event Collection Stations: You may coordinate with the City's Franchise Collection Hauler for dumpsters and event collection stations for solid waste, recyclables, and organic material. Requests to the City's Franchise Collection Hauler must be made 30 days prior to the event start date. Charges for dumpsters, containers, and collection stations may apply. The City has trash, organics, and recycling receptacles for event collection stations available for rent. Solid waste, organic, and recycling rental receptacle rates are set annually by the City Council and posted on the City's website under Forms and Fees in a document that contains all the City Service Fees. Deposits are refundable, daily rental rates are not.

Food Ware Requirements: As the event organizer, you are responsible for a waste prevention strategy for all waste material generated by all operations and all events subcontractors and vendors. The event organizer, event subcontractors, and food vendors must use reusable, BPI-Certified compostable, or recyclable# 1-5 plastic food ware. Reusable or fiber-based BPI-Certified compostable food ware products are preferred over plastic. No Styrofoam food ware is allowed. No plastic straws are allowed, unless upon special request. Fiber-based compostable straws can be provided but only upon request by event attendees. For a list of BPI-Certified products, visit bpiworld.org/f
ind-certified-products. The event organizer must distribute the City's Special Event Vendor Food Ware Requirements handout and other resources requested by the City or by the San Benito County Integrated Waste Management Regional Agency prior to the event.

SUPPLEMENT AL QUESTIONS
I. Please provide a description of your event, including activities, time line, sequence of events, road closures, etc. Please note:
road closures require Public Works time and the event will be billed for the actual time used. (If additional space is required, please attach it to this application).

2. Please describe your security plan, including crowd control.

V""',.,.,.�� t:NtcL (;<1'"'1' ,.-/ &Je fr, ✓ott::-(i1(:. fi&1..,,t:> s-rr,,z. '"71 ;v6- h r g -'a:1 >6'l,v, jf.1Y1t1tt.,1,'t-YII� t,..JttL /(J(,-OOc., al-q:::- �<dY7$ ..5'-;Jq..,t, 7/N?. /r T 8° ;� � , J+7 /J/) IV"1 w1l(. f3©,A �e:5-o-r�A-�t;,,./ P's--1 �o<C l/� TJ&?,f':), /1-+G"Ytcr WJU A$€ ,4- Co>t"1>1,'9-.v..l) CL-1tJ-r{;s},{ 11-, J;;,cc �1tZ;'::::. , 1 k vJ ,J l .s-.J..; v/. A r er:� - t s k I// I/ s.J-.:.,, I �r
�3o �- ;:Jw/"'<vt,,a:5 f' CC>:s-('14m6/' (o;,v-r<:::J"7 vJ 1i-l. 0.:;-,.,,-}- A-7 /D;c::>o ;,e,-z P-ve,.l-r- w ,c..c ti.Al D 1 HinA.fA. ¾t'--,:::o_w ,v S'rr' JL "1::i' A--r // :1>t:> �-

3. In or'aer to comply wifu the American Disaoilities Act, describe how your event will be accessible to people with disabilities.

II.fir t:ve/1,J, tS /',V Tff� �&Jc /l./6-rtT A �,4.� i s,-l��IA.J � i+l'-'l IJ'1 L-A'-t/ /'4tCC- ,A.o,9- C-"�b/t;,V-r

4. Please describe your emergency/medical plan, including your communications procedures. (ofl'lrAA;-.1'1
:/· C(J;IJ1(:;J(__ 1 viJ�,,.,r-�� \,111<...l. H�vlf ccrll /7/f-ow� Ar'D otr -D1>1,,tfC.7b?J to Colv</9-C-r t:,'h'J&e(J,tfNc){ ...S� v 1c,<::t5 v,� '1/1 City of San Juan Bautista Special Eventl'Activities - Permit Application 5 Please provide a site plan/route map for your event. Attach additional sheets as necessary. The map should include:
a. An outline of the event site including the f. Food booth and cooking area configuration names of streets or areas that are part of including all vendors cooking with the venue and the surrounding area. If the
event involves a moving route of any kind
(such as a parade), indicate the direction of
travel, including starting location and
ending destination.
b. Any street or lane closures and parking tow
zones.
c. The locations of fencing, barriers, or
barricades. Include any removable fencing for
emergency access.
d. The location offirst-aid facilities.
e. The locations of all stalls, platforms booths,
cooking areas, trash containers, etc.

City of San Juan Bautista Special Event/Activities - Permit Application flammable gases or barbecue grills.
g. Generator locations and/or source of electricity.
h. Placement of vehicles or trailers used for the
event.
i. Anticipated parking locations.
j. Placement of promotional signs or banners.
k. Placement of portable toilets/restroom facilities.

I. Exit locations for outdoor events that are fenced.
m. Locations of all other event activities
6 Fee Calculations:

Fee Description Fee
Application Fees:

Vendor Fees:

Public Works Fees:

Other:

Total:

City of San Juan Bautista Special Event/Activities - Permit Application 7

SPECIAL EVENT SECURITY AND SAFETY
Special Event organizers/applicants shall contact the Sheriff's Office 60 days prior to any event requiring a street closure and any recommendations shall be contained within a safety and security plan which shall be reviewed and approved by the City no later than 30 days prior to the event. The plan shall reference security and/or law enforcement personnel, available hours, locations and contact phone numbers. The following form shall be used to request San Benito County Sheriff Office Services Applicants shall contact
San Benito County Sheriff's Office
Request for Special Law Enforcement Services
Type of Event: E"'w Jt.,,,.;
Event Date: cf� �� Start Time: --�---- J:oc.>�
Will Alcohol be served? Yes
End Time: ---=-"' JL..a.,:_oo_�--'---....;.._-
Number of Guests: __ �--�_<> ___ _
l Number of Deputies requested: _____ _
Person Responsible for Payment:

Phone:

Cell Phone:

Work Phone:

Hourly rate for Special Law Enforcement i:s $65.00 per Deputy, per hour.

There is a Four (4) hour minimum per Deputy.

Deputy (s) assigned to this event:

Name Time On Dutv Time Off Dutv Total Hour Total Fee Approved Form may be faxed to 831-636-1416 or mailed to 2301 Technology Parkway, Hollister, CA. 95023 Request for services must be submitted 21 days prior to event date.

Solid Waste Diversion Plan Event Form
In accordance with State law (Public Resource Code 42648-42648.7), as a large venue or large event organizer, a waste reduction and recycling plan shall be developed. This Solid Waste Diversion Plan Event Form shall be approved by the San Benito County Integrated Waste Management Regional Agency and the City of San Juan Bautista. For questions regarding this form, please email [email protected] or call (831) 636...t 110.

Contact Information Event Information
Event Organi.ter Event Name
Non Profit? (YIN) Selling Tickets? (YIN)
Address Address
Phone E.stim:;.ated Attendance/Day
Email Start Date & Time
End Dato & Time
What generated waste do you anticipate from this event? Collection stations are mandatory for any category generated. Please select all that apply.

Recycling Organics Solid Waste Hazardous Waste
□ Plastic Bottles □ Food Scraps □ Plastic Film & □ Batteries □ Glass Bottles □ Food Soiled Papers Bags □ Paint
□ Aluminum □ Yard Trimmings □ Polystyrene □ Other:

Cans □ Note:

BPI-Certified Compostable Food polystyrene is □ Cardboard Ware banned □ Mixer Paper □ Balloons
What actions will be taken to reduce the amount of waste generated from this event by the event organizer, subcontractors, and vendors? Please select all that apply. � Offer training to appropriate staff regarding waste and recycling best practices 0 Request or require that vendors:
0 Reduce unnecessary packaging by buying in bulk or buying only what is needed. 0 Use reusable con tainers Instead of disposable items
0 Serve condiments in bulk rather than in single servings D Donate leftover food and other items to schools.non-profits, hospitals, or other groups D Recycle fats, oils, and greases
0 Reuse packaging, boxes. and other items generated from the event Rent equipment (tables, tableware, carts, overhead projectors, etc.) rather than purchasing new.

Reduce pr nted media. Example: Offer digital signs and scan codes rather than printed signs and handouts Other:

Arrange for collection and hauling of your solid waste, recyclables, and organics. Please provide details below. 0 City's Franchise Hauler (Recology) Garbage will be hauled to: _____________ _ 0 Other Hauler: ______ _
0 SelfHaul
Recyclables will be hauled to: ___________ _
D Other: ________ _ Organics will be haule d to: ____________ _ Not Applicable. No waste will be generated.

How will event staff or volunteers monitor and service these stations to avoid contamination, litter, and overflow? Please provide details below.
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EST. 1875
OUTDOOR FESTIVAL and SPECIAL EVENT GUIDEBOOK
Hollister Fire Department
110 Fifth Street, Hollister CA.
95023
Ph: (831) 636-4325
The purpose of this guidebook is to establish the responsibilities for the event promoters, sponsors, vendors and the Hollister Fire Department. This guidebook will also provide information regarding the fire and life safety regulations that will be enforced.

The Hollister Fire Department views these events as a team effort. The more awareness each member of the team has of the role and responsibilities of the group, the better the team will function.

With willingness and effort on the part of all the team members, a safe and enjoyable event is more likely to occur.

Event Sponsor:

The Event Sponsor assumes overall responsibility for the set-up and running of the event and ensures compliance with Fire and Life Safety guidelines.

The Event Sponsor shall:
• Secure the proper permits from City or County
• Secure any additional permits from the Fire Department Prevention Bureau. These may include Pyro, Open Flame and Tents
• Provide a site plan to the Fire Department showing:
o The name of all streets and areas that is included in the event o The location(s) of Fire Department Access Lanes (20 ft. minimum width) o The location of stages, non- food booth vendors, food vendors and display areas o Location of Emergency Exits
o A list of food vendors with the type of food and cooking method • The Event sponsor shall distribute to each Hot Food Vendor a copy of the requirements for Hot Food Vendors
• Provide event radios (if used) with a list of assigned channels Event Vendors:

Event Vendors are responsible for the safe operation of their booth, display or attraction. Vendors shall coordinate the event setup and take down with the Event Sponsor to ensure compliance with Fire and Life Safety regulations.
• Shall keep Fire Lanes, Fire Department Connections and building access clear and unobstructed • Read, sign and post the Hot Food Vendor requirements in the booth • Be prepared, at any time, for a Fire Inspection
• Correct any violations prior to opening for business
• Maintain all Fire and Life Safety requirements for the duration of the event Fire Department Special Event Staff:

Fire Department Staff are responsible for inspecting the event prior to opening. They shall inspect all related aspects of the event. The event inspectors shall issue correction notices if required and re-inspect to ensure compliance.

The Fire Department Inspections shall include, but not be limited to the following:
• Hot Food Vendors
• FireDepartmentaccess
• Access to hydrants, Fire Department Connections, and Fire Control Rooms • Eventegress
• Rides and displays
• Generators and propane tanks
• Stages
• Non-food vendors
• Beer and wine gardens
• Pyrotechnicsand openflameeffects
Fire Department Standby and Fees:

There shall be a charge of $161 per hour with a 3-hour minimum for each Fire Department Event Staff assigned to the event. Fire Department staffing shall be determined by the Special Event Coordinator.

Staffing levels will be determined by:
• Duration of the event
• Nature of the event
• Size of the event
First Aid:

While not required, it is highly recommended that large events provide some form of First Aid coverage. A large event is considered to have a daily attendance more than S,000 people.

Coverage can be provided by either a private entity, the Fire Department, or qualified individuals from the event staff.

PYROTECHNICS AND OPEN FLAME EFFECTS
Pyrotechnics: All Pyrotechnic displays are required to be permitted by the Hollister Fire Department. A licensed pyrotechnic operator is required for all displays.

The following information is required for a Pyrotechnic Permit:
• A copy of the Operators and crew Licenses
• Site plan of shooting area, including fallout zones
• Show script with a list of products to be used
• Method of transport and storage plan
• Hold harmless or co-insured insurance for the city or county Some effects may require a demonstration at the request of the Fire Department. Permit fees for Pyrotechnic Events are $211, and fire Department standby is required.

Open Flame Effects: All Open Flame and theatrical flame effects shall be reviewed by the Fire Department.

Open Flame effects shall include, but not be limited to the following:
• Firedancing
• Stage props and effects
• Fire eating
• Magicacts
• Bonfires
Movie Productions:

All movies or films produced with in the City of Holl_ister, City of San Juan Bautista and San Benito County require permits.

All Productions requires that all filming permits be reviewed and approved by the Fire and Police Departments.

In some instances, Fire Department stand-by may be required. To expedite the process please provide the following:
• A current copy of the shooting schedule
• A list and description of any open flame or pyrotechnic effects to be used • A description of any stunts
• A site plan, showing basic locations of equipment
This information may be emailed to: [email protected] Carnivals:

Carnivals and Circus' require an inspection and a permit. The current permit fee for these events is $372. To keep the costs at a minimum please request the inspection during normal business hours. The following information shall be submitted:
• Certificateofliability lnsurance
• Site plan
• Date and time of set-up
• Days and time of the event

ACCESS FOR FIRE APPARATUS
During large events it is especially important to maintain access for Fire apparatus. This not only includes Suppression (engines and trucks) vehicles, but Medical Units as well. To ensure a safe event, all fire access code shall be enforced.

Access thru the event:
• A Fire Lane of not less than 20 feet in width and no lower than 13.5 feet shall be maintained as designated bythe Fire Department.
• Fire Lanes more than 150 feet, with no exit, shall have provisions for turning the apparatus. The radius for the turns shall be approved by the Fire Department. • As required by the Fire Department, signs shall be provided designating Fire Access /No Parking • All existing Fire Lanes shall be enforced
Access to Buildings:

As required by the Fire Department, access to building openings and walkways shall be provided. The width of the access and walkways shall also be determined by the Fire Department.

Please note: The access to buildings may vary depending on the building and the venue. Access to the following shall not be obstructed:
• All exterior doors and openings
• Fire Control Rooms
• Fire Pump Rooms
• Parking structures
• ExteriorSMUDvaults
Access to Water Supplies:

All existing requirements for access to Fire Hydrants and other water supply connections shall be enforced.

Vendors shall be required to maintain the same clearance as required for vehicles. [15 feet per side] Any vendors blocking access to water supplies shall be relocated immediately.

The access to the following shall not be obstructed:
• Fire Hydrants
• Fire Department Connections (see illustration at end of section} • Post Indicator Valves (see illustration at end of section} • OS&Y Valves (see illustration}
• All Fire Code sections pertaining to blocking of hydrants and connections shall be enforced Event Egress:

This section will address two types of events:
• First: Fenced off events located in Parks or other open areas • Second: Events that block street access
Fenced Events:

This type of event typically takes place in a Park or other large open area. The designated area for the event is closed off by temporary fencing.

Number of Exits:

The number of exits shall be in addition to the main entrance.

Three Exits shall be provided when the site accommodates from 1,000 to 3,000 persons. Four Exits shall be provided when the site accommodates more than 3,000 persons.

Exit Spacing:

Exits shall be equally spaced along the perimeter of the fence. The exits shall be spaced so that no exit is greater than 400 ft. of travel. Additional exits shall be added if needed.

Exit Width:

Exit width shall be understood to be a panel's width of temporary fencing, to provide an opening of no less than 48 inches.

Exit Staffing:

Each exit shall have a member of the security staff assigned to it. The Security provider shall provide a gate assignment roster upon request.

Exit Sign / Marking:

Each emergency exit shall be designated as follows:
• Exit signs shall have a white background with contrasting red letters; Exit signs shall measure 18 x 24 inches;
• Sign lettering shall measure 12 inches in height;
• Signs shall be placed at the top center of the exit panel Blocked Streets:

This type of event blocks off a main street and may block cross streets. In addition to providing access for fire apparatus, public egress shall also be accounted for.

Exit Placement:

Exits shall be placed at both ends of the street closure. Cross streets shall also have Emergency Exit access.

HOT FOOD VENDOR REQUIREMENTS
The use of food booths is regulated by the Fire Department and the San Benito County Health Department.

These requirements apply to single vendor, freestanding booths. Cooking within tents containing seating is subject to additional requirements. All food vendors are subject to inspection prior to an event. Failure to comply with the following regulations may result in closure of the location.

Flame Retardant Requirements
The sidewalls drop, and tops of tents and canopies shall be of flame-resistant material or treated with a flame retardant in an approved manner. A California State Fire Marshal tag shall be permanently fixed to the structure.

Portable Fire Extinguishers
A portable fire extinguisher shall be provided for each food booth. The minimum size for the extinguisher is 2A 10B: C (5 lbs.). If a Deep Fat Fryer is being used, a K TYPE extinguisher shall also be provided. Extinguishers shall have a current California State Fire Marshals tag. The extinguishers shall be attached in an accessible and visible location, between 3 and 5 feet above the ground.
location
Food booths shall have a clearance of at least 20 feet on two sides. The booth shall not be located within 10 feet of any rides or devices. Cooking that produces sparks or grease-laden vapors shall not be conducted within 10 feet of a structure.

Gas Stoves
All gas stoves, BBQ's and burners shall be listed by either Underwriters Laboratories (UL) or the American Gas Association (AGA).

Deep Fat fryers
Deep Fat Fryers shall not be used in food vendor tents. If a Deep Fat Fryer is to be used it shall be outside the tent and at least 18 inches from the outside wall of the tent. If a Fryer is used in conjunction with a BBQ, it shall be at least 3 feet away from the BBQ. Deep Fay Fryers also require the addition of a K TYPE fire extinguisher.

Bar-8-Ques
BBQ's are not permitted within the food booth. Fuel for the BBQ shall be kept at least 10 feet away from the BBQ. BBQ's shall be located at least 10 feet from a structure or combustible materials (20 feet is recommended). BBQ's and other open flame devices located outside of structures shall be secured from falling and contact by the public.

Fuel
Fuel tanks (LPG) shall be stored outside of the structure. The tanks shall also be located away from public access. The size of the tank shall be limited to 7 gallons, unless otherwise approved. Fuel tanks shall be secured from falling.

Smoking
Smoking is not allowed at any time within the food booth, or within 25 feet of any fuel source.

Generators
Generators shall be located a minimum of 20 feet from tents or canopies. They shall also be isolated from contact with the public by approved means. The refueling of hot generators is not allowed.

A copy of these regulations shall be posted in the structure and signed by the vendor. By signing this form, the vendor agrees to comply with these regulations. The signed copy will be available on request for review by the Fire Department.

Should you have any questions, contact: [email protected]

HOT FOOD VENDOR COOKING BOOTH

FIRE RESIST ANT TOP

AND SIDES
EXIT
6'8"
Min.
3 Feet Min.

NOTE: Deep Fat Fryer Requires
AK-Type Fire Extinguisher in
addition to the 2A1 0BC
'10 Feet Min. 6J
�---- _., Deep fat fryer , /4 Min
"18 Inches Min. 11

TENTS, CANOPIES AND TEMPORARY MEMBRANE STRUCTURES
Do tents need permits?
The following tents and canopies are subject to permits: Tents that are larger than 200 square feet and canopies larger than 400 square feet.

What qualifies as a tent?
For the purposes of this information, a tent shall be defined using the 2016 California Fire Code, section 221. Tent - a temporary structure, enclosure or other shelter constructed of fabric or pliable material supported by any other manner except by air or the contents it protects.

Who needs to apply for a permit?
Any group that uses a tent for any reason.

How do I apply for a tent permit?
Fill the Tent Permit Application form out completely
The following items shall be submitted along with the application:
• A site plan for the location of the tent, with measurements showing distances to buildings and property lines. A minimum 20-foot separation and fire access is required. • A floor plan of the tent, showing the location and number of exits, fire extinguishers, stages, seating arrangements, tables and other objects.
• Certificates showing the tent to be flame retardant and the State Fire Marshal's seal. • A copy of your Insurance liability for this event. The City or County shall be listed as a co-insured or hold harmless.
• Any cooking or open flames.
• Heaters and ventilation
• Any other information that may be required specific to your event.

What fees can I expect?
The following fees may apply to your tent permit:
• $50 - for the permit
• $50 - for an assembly permit (if applicable)
• $161 per hour {minimum 3 hours) - for an overtime inspection {if applicable) Please note that not all fees may apply to your specific event.

Fees are payable at the time of application for the permit.

Who is responsible for the fees and permit?
That is something you must cover with the rental company. Some companies will do this for you.

Remember, the renter is ultimately responsible for the permit.

What happens if I don't get a permit for my tent?
There is a broad range of options. They may range from modification of the tent to meet the code to closure and citation. Please note that a permit shall be required for the continued use of the tent.

Where do I apply for a tent permit?
You may apply for your permit at the Fire Department Headquarters, located at 110 Fifth Street, Hollister,CA. 95023 during normal business hours. Please have permit applications in a minimum of fifteen days prior to the event.

How long is the permit good for?
Tents, canopies, and temporary membrane structures cannot be used more than 180 days in a 12- month period. The permits are for the specific event they are issued for and the period of use will be specified on the permit.

When will I receive my permit?
A representative from the Fire Prevention Bureau will set a time for an inspection.

The inspection will only occur after the application has been approved and the fees paid. You will be issued your permit upon the successful completion of the field inspection. The permit shall be posted in the tent for the duration of the event.

Generators
Generators and other internal combustion power sources shall be separated from temporary membrane structures, tents and canopies by a minimum of 20 feet and be isolated from contact with the public by fencing enclosure or other approved methods. The refueling of hot generators or other equipment is not permitted. Electrical cords and connections shall be protected.

Flammable and Combustible Liquids
• Flammable liquid filled equipment shall not be used in temporary membrane structures, tents, or canopies.
• Flammable and combustible liquids shall be stored outside and in an approved manner no less than 50 feet from temporary membrane structures, tents, or canopies. • Refueling shall be performed in an approved location not less than 20 feet from temporary membrane structures, tents, or canopies. No Hotfilling Allowed.

Sources of Ignition
Smoking is prohibited in tents, canopies, and temporary membrane structures and in adjacent areas where combustible materials are stored or used. "No Smoking" signs shall be conspicuously posted.

Fireworks, open flames and devices capable of igniting combustible material shall not be used adjacent to temporary membrane structures, tents or canopies unless otherwise approved. (Propane powered heaters are not permitted inside).
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TENT PERMIT APPLICATION
Location of Tent:

Date of set-up: Date of take down:

Event Date(s): Start Time:

Event Sponsor:

Sponsor Address:

City: ------- State: Zip: ------
Sponsor Contact:

Rental Company:

Rental Address:

City: -------State: Zip: ------
Rental Contact:

Brief description of event:

Tent Permit Fees are $161.00.

Phone#:

I I O Fifth Street
Hollister, CA. 95023
831-636-4325
Please indicate whom will be responsible for the payment of fees:

D Rental Company
Event D Sponsor
* Permits that require after hours inspection will be billed by invoice for the inspection.

Normal inspection hours are Monday - Friday 8:00 AM to 5:00 PM. ity of San Juan Bautista
equirements for Food Service Ware

REQUIREMENTS FOR FOOD PROVIDERS AND SPECIAL EVENT PARTICIPANTS BUSINESSES MUST COMPLY BY JANUARY 1, 2022
Allowed
• Dine-In Services
o Reusable plates. cutlery, and cups
o Compostable straws only upon request
Plastic straws may be made available upon special request • Dine-Out Services
o Compostable food service ware and accessories
C0MP0STABLE ...._. ... -.Ulo-, ustt•••UlJJI t!:PK1'1.
(must be BPI Certified- bQiworld.org.) - -· 1',. I),_ I),_ 1',. /),_ I {JjlJj�j�j t;>j o Plastic food service ware #l-#5
Prohibited
• Compostable Straws without request
.. PETE HOPE V LOPE PP
...
• Disposable food service ware when providing dine-in services • Polystyrene (Styrofoam) for Dine-In and Dine-Out Food • Food service ware that is not recyclable #l-5 or BPI Compostable Encouraged
• Persons and establishments not mentioned are encouraged to use and distribute reusable food service ware OR
compostable/recyclable food ware
• Discontinue the use of Styrofoam in non-prepared foods and other items
For more questions and information contact (831) 623-4661 Tl,_:_ Cl .. - .. ... __ .. • It -
Compostable Straws

SAN JUAN BAUTISTA
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Sorbete Compostible

SAN JUAN BAUTISTA
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Page | 1 City Council Meeting Minutes (April 15, 2025)

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL

UNOFFICIAL MEETING MINUTES
APRIL 15, 2025

1. CALL TO ORDER
Mayor Jordan called the regular meeting of the City Council to order at 5:00 p.m. in the Council Chambers at 311 Second Street, San Juan Bautista, California.

PLEDGE OF ALLEGIANCE
Councilmember Aranda led the pledge of allegiance.

ROLL CALL Present:

Councilmember Jose Aranda
Councilmember Scott Freels
Councilmember Jackie Morris-Lopez
Mayor Leslie Q. Jordan

Absent:

Mayor Pro Tem EJ Sabathia
Staff Present:

Ashley Collick, Interim City Manager
Jon R Giffen, City Attorney
Elizabeth Soto, City Clerk
Also Present:

Roy Morales, Public Safety Coordinator

2. CLOSED SESSION 5:00 P.M. – 6:00 P.M.

Receive public communication from the audience on Closed Session items. The City Council will recess to closed session pursuant to:
a. Conference with Legal Counsel—Existing Litigation – Orozco v. City of San Juan Bautista, et al. (California Government Code section 54956.9(d)(1)) b. Conference with Legal Counsel—Anticipated Litigation – Significant exposure to litigation pursuant to paragraph (2) or (3) of subdivision (d) of Section 54956.9(e)(2):
(Enforcement Action by State Water Resources Control Board and an additional matter with facts and circumstances that might result in litigation, which are not yet known to a potential plaintiff.)
Mayor Jordan recessed to closed session at 5:03 p.m.

Mayor Jordan reconvened the meeting at 6:04 p.m.

Page | 2 City Council Meeting Minutes (April 15, 2025)
City Attorney Giffen reported that the City Council met in closed session and noted that there was no reportable action.

3. PUBLIC COMMENT
Public commented made by the following members of the public:

Michael Ponce
Bob Quaid
Linda Quinn
David Rodriguez
Shawna Freels

4. PROCLAMATION
The City of San Juan Bautista proclaimed:

A. Water Awareness Month, May 2025 – Water Resources Association of San Benito County
B. National Preservation Month, May 2025

5. ADMINISTRATIVE REPORT
A. Treasurer’s Report and Monthly Financial Statements
Wendy Cumming, CPA, presented the financial report for the period ending February 2025.

General fund revenues at 65% and expenditures at 60% for the fiscal year. Positive changes in fund balances: General Fund ($213,000), Water Enterprise Fund ($695,000), Sewer Enterprise Fund ($684,000).

No public comments were received.

6. CONSENT
A. Approve the Affidavit of Posting Agenda
B. Waive Reading of Resolutions and Ordinances on the Agenda Beyond Title C. Approve a Resolution Authorizing Closure of Streets for Special Events.

D. Consider Resolution Declaring the Condition of Certain Properties to Constitute a Public Nuisance and Ordering the Abatement of Weeds Thereon, and Noticing a Hearing for the Receipt of Objections to the Proposed Abatement Recommendation: Approve a RESOLUTION Declaring the Condition of Certain Properties to Constitute a Public Nuisance and Ordering the Abatement of Weeds Thereon, and Noticing a Hearing for the Receipt of Objections to the Proposed Abatement.

E. Partnering with Enterprise Fleet Management for Immediate Vehicle Needs as Well as Long Term Sustainability for Capital and Operating Budget Recommendation: Approve a RESOLUTION Authorizing the City Manager to Page | 3 City Council Meeting Minutes (April 15, 2025)
execute a Master Equity Lease Agreement with Enterprise Fleet Management, and to acquire seven (7) vehicle leases.

F. Approval of Engineering Memo – Fence Modification at 701 Seconded Street Recommendation: Review and approve the engineering memorandum prepared by Resolution No. 2025-02).

G. Draft Memorandum of Understanding Between the County of San Benito and the City of San Juan Bautista.

Recommendation: Approve a RESOLUTION Approving the Memorandum of Understanding (MOU) between the County of San Benito and the City of San Juan Bautista regarding development within the city’s planning area, and forward it to the San Benito County Board of Supervisors for review and approval.

H. Permit the Use of Safe and Sane Fireworks Within the City, and Authorize Anzar High School Booster Club to Sell Safe and Sane Fireworks for the Fourth of July Holiday.

Recommendation: Approve a RESOLUTION Authorizing Non-Profit Organization Anzar High School Booster Club to Sell Safe and Sane Fireworks for the Fourth of July Holiday; and Permit the Use of Safe and Sane Fireworks Within the City, Only Between Noon and 10:00 p.m., on July 4, 2025.

I. Approve the Regular Meeting Minutes of March 18, 2025.

MOTION:

Upon motion by Mayor Pro Tem Sabathia, seconded by Councilmember Morris-Lopez, the consent calendar items A, B, D, G, and I, were approved.

AYES: Councilmembers: Aranda, Freels, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN: None; ABSENT: Councilmember Sabathia
Item No. C. Approve a Resolution Authorizing Closure of Streets for Special Events.

The City Manager clarified that the Rib Cook-Off Street closure had already been approved by the council for Friday, Saturday, and Sunday. The promoter was requesting an additional closure on Thursday evening at 5:00 PM to allow for setup before the event's Friday start time. The City Manager acknowledged that this request was not included in the original approval and was being presented now for consideration.

The City Manager also noted that the city would incur costs for staff to close the road at the requested time and emphasized that the council had the discretion to change the timing or deny the Thursday evening closure request.

Councilmember Freels stated that he supported the earlier resolution, which specified that the street closure would begin at 10:00 a.m. on Friday.

Page | 4 City Council Meeting Minutes (April 15, 2025)
Public comment was made by the following member of the public:

Linda Ginn
Michael Ponce
David Rodriguez
There was a consensus from the City Council to reject the request to close streets on Thursday evening for setup. The City Council approved road closure starting Friday morning at 5:00 AM for the Rib Cook-Off event, in order to minimize the impact on local businesses and residents while still allowing adequate time for event setup.

MOTION:

Upon motion by councilmember Freels, seconded by Councilmember Morris-Lopez, a Resolution Authorizing the Closure of Streets for the Rib Cook to begin at 5:00 am on Friday, April 26, 2025, was approved as amended.

AYES: Councilmembers: Freels, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN:

Councilmember Aranda; ABSENT: Councilmember Sabathia
Item No. E. Partnering with Enterprise Fleet Management for Immediate Vehicle Needs as Well as Long Term Sustainability for Capital and Operating Budget MOTION:

Upon motion by Councilmember Aranda, seconded by Councilmember Morris-Lopez, Approved a Resolution Authorizing the City Manager to execute a Master Equity Lease Agreement with Enterprise Fleet Management, and to acquire seven (7) vehicle leases, was approved.

AYES: Councilmembers: Aranda, Freels, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN: None; ABSENT: Councilmember Sabathia
Item No. F. Approval of Engineering Memo – Fence Modification at 701 Seconded Street MOTION:

Upon motion by Councilmember Morris-Lopez, seconded by Councilmember Aranda, Approving the engineering memorandum prepared by Resolution No. 2025-02), was approved.

AYES: Councilmembers: Aranda, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN:

Councilmember Freels; ABSENT: Councilmember Sabathia
Item No. H. Permit the Use of Safe and Sane Fireworks Within the City, and Authorize Anzar High School Booster Club to Sell Safe and Sane Fireworks for the Fourth of July Holiday.

Councilmember Aranda expressed concern about the timing of the fireworks sales and the activity in the shopping center after businesses close. He suggested limiting the sales to 9:00 PM Page | 5 City Council Meeting Minutes (April 15, 2025)
instead of later to avoid random traffic and potential issues in the area.

There was a consensus of the City Council to authorizing the Anzar High School Booster Club to sell safe and sane fireworks on July 4, 2025, with the following conditions:
 Sales allowed until 9:00 p.m.
 Use of fireworks permitted until 10:00 p.m. on the Fourth of July No public comments were received.

MOTION:

Upon motion by Councilmember Aranda, seconded by Councilmember Freels, Approve a Resolution Authorizing Non-Profit Organization Anzar High School Booster Club to Sell Safe and Sane Fireworks for the Fourth of July Holiday; and Permit the Use of Safe and Sane Fireworks Within the City, Only Between Noon and 9:00 p.m., on July 4, 2025, was approved.

AYES: Councilmembers: Aranda, Freels, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN: None; ABSENT: Councilmember Sabathia
Mayor Jordan recessed to a short break at 7:34 p.m. and reconvened at 7:42 p.m.

7. DISCUSSION
A. Discussion on the Feasibility of a Pilot Community Fund Program City Manager Ashley Collick and Recreation Coordinator Caitlin Brady provided the report.

The Community Fund Program proposed by the City of San Juan Bautista aims to provide smallscale financial support to local nonprofits and community organizations for projects and services that benefit residents. The program seeks to increase civic participation, enhance public spaces, and expand access to inclusive, community-driven activities. Funding awards are recommended to range between $2,500 and $5,000, with an option for microgrants under $1,000. The program will involve structured processes for application, review, award determination, project implementation, and reporting, with oversight by city staff and the City Council.

Councilmember Aranda supported the microgrant concept to allow broader community access to funds.

Councilmember Freels emphasized the need for transparency, requiring audited financials, proof of solvency, and limiting eligibility to entities with meaningful service to San Juan Bautista residents.

Councilmember Morris-Lopez encouraged defining community benefit clearly and raised the idea of using some funds for children’s programming, such as recreational events or supplies.

Mayor Jordan reiterated the importance of partnership-based grants that fill service gaps the City cannot address on its own.

Page | 6 City Council Meeting Minutes (April 15, 2025)
The following members of the public commented on the report:

Michael Ponce expressed support for using the fund to assist groups which struggle with costly fundraising barriers like permitting and insurance. He noted these programs provide essential youth and community services.

Shawna Freels, Rozas House Organization, explained how past City grant funding helped establish the San Juan Bautista Historic Walking Trail, and advocated for the City to continue offering upfront funding rather than solely reimbursement-based support. She also urged the City to act soon so remaining FY 2024–25 funds aren’t forfeited.

8. ACTION ITEMS
A. Hollister Fire Services Agreement No. 1
Recommendation: Approve a Resolution and its attached proposed Amendment No. 1 to the Hollister Fire Services Agreement
City Manager Ashley Collick provided the report. The Hollister City Council approved a contract amendment on October 15, 2024, with a $150,000 upfront payment increasing the FY 24/25 budget to $468,000. The annual contract cost is $418,000, escalating 11% annually through June 2028. A $1.25 million one-time payment is due on May 9, 2025, to offset negotiation costs, with a 270-day mutual termination clause included.

Explore Alternative Options:

Consider issuing an RFP to secure fire protection and emergency medical services for San Juan Bautista. Explore partnerships with San Benito County or other agencies.

Investigate working with CalFire or other regional fire service providers.

Support Fire District Feasibility Study:

The City Manager recommended continuing with the fire district feasibility study being developed by the Fire Advisory Committee in partnership with Baker Tilly.

City Manager Collick stated that the proposed costs were unsustainable for San Juan Bautista and could not be recommended for approval. The upfront payment of $1.25 million and the annual escalators were deemed too high for the city's budget.

City Manager Collick recommended resubmitting the previously negotiated terms from March 2025, which included: $150,000 upfront payment; annual contract cost of $418,000 with an 11% escalator; minimum two-person response; staffing levels set at Hollister's discretion.

Councilmember Aranda expressed concern about the high costs in Hollister's revised proposal (Option E), particularly the $1.25 million upfront payment and escalating annual costs.

Felt the city was being backed into a corner with limited time to respond to the proposal.

Supported rejecting Hollister's revised proposal and countering with the original terms negotiated in March 2025. Councilmember Aranda acknowledged the importance of maintaining fire services and stated that having a fire station, even with a minimum two-person response, was better than losing fire protection entirely. He supported exploring alternative options, including partnerships with San Benito County, CalFire, or other nearby cities like Gilroy or Morgan Hill.

Page | 7 City Council Meeting Minutes (April 15, 2025)
Councilmember Freels agreed with Councilmember Aranda's position to reject Hollister's revised proposal and counter with the original terms. He supported moving forward with the fire district feasibility study and exploring all available options for fire protection services.

Councilmember Morris-Lopez highlighted the importance of the original contract offer, which was more in line with what the city could afford. Clarified that the minimum two-person response meant that there could occasionally be a third firefighter, but at least two personnel would always be available. Rejected Hollister's revised proposal, citing its unsustainability for the city's budget. Supported the original terms negotiated in March 2025 and emphasized the need for collaboration with San Benito County. Councilmember Morris-Lopez expressed concern about the financial challenges facing all jurisdictions and stressed the importance of finding a solution that works for San Juan Bautista.

Mayor Jordan provided context on the April 11th meeting with San Benito County, where productive discussions were held with county supervisors and staff regarding fire services.

Emphasized the importance of collaboration between San Juan Bautista and San Benito County in addressing fire protection needs. Mayor Jordan supported rejecting Hollister's revised proposal and countering with the original terms. She highlighted the need to explore alternative options, including partnerships and the fire district feasibility study, to ensure fire protection services for the city.

The council unanimously agreed to:
 Reject Hollister's revised proposal (Option E).
 Counter with the original terms negotiated in March 2025.  Move forward with the fire district feasibility study.  Explore alternative options for fire protection services, including partnerships with San Benito County, CalFire, or other agencies.

The following members of the public commented on the report:

Michael Ponce
MOTION:

Upon motion by Councilmember Freels, seconded by Mayor Jordan, rejected the Amended Contract and requested the two City of San Juan Bautista Ad Hoc members to negotiate with the Fire Chief to come up with any future proposed amendments.

AYES: Councilmembers: Aranda, Freels, Morris-Lopez, and Mayor Jordan; NOES: None; ABSTAIN: None; ABSENT: Councilmember Sabathia

9. INFORMATIONAL ITEMS AND REPORTS
A. City Manager’s Report
Interim City Manager Ashley Collick presented the report. The Interim City Manager announced that there will be an in-service training scheduled for April 19, 2025, which includes staff development initiatives and team meetings.

No public comments were received.

Page | 8 City Council Meeting Minutes (April 15, 2025)
a. Fire Department Update –
The presentation was provided by Public Safety Coordinator Roy Morales as part of his report.

No public comments were received.
b. Sheriff Department Update –
The presentation was provided by Public Safety Coordinator Roy Morales as part of his report.

No public comments were received.
c. Public Safety Department Update –
Roy Morales, Public Safety Coordinator reported on the Sheriff's Office, Fire Department, and Code Enforcement Department activity for February 2025. The Request for Proposals (RFP) was approved by all bodies. Mr. Morales reported that there was an increase in traffic citations and code enforcement cases. The Flock camera system capturing over 235,000 vehicles for public safety.

The following members of the public commented on the report:

Michael Ponce
d. Recreation Department Update
Recreation Coordinator Caitlin Brady reported on the Junior Giants registration, Porch Sounds music series, and community cleanups. The Recreation Department will focus on building traditions and partnerships with local organizations.

B. Reports from City Council Representatives to Regional Organizations and Committees
The City Council reported on the Regional meetings they attended.

C. City Council Announcements
Hollister Earth Day event on April 19th.

Green Foothills presentation at Luna Gallery on April 19th

10. ADJOURNMENT
Motion to adjourn the meeting by Councilmember Aranda, seconded by Councilmember Freels.

All in favor.

There being no other business, Mayor Jordan adjourned the meeting at 9:54 p.m.

Page | 9 City Council Meeting Minutes (April 15, 2025)
APPROVED:
_____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
Item No. #4.A
City Council Meeting
June 4, 2025
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: FIRE DEPARTMENT / ADMINISTRATION
FROM: JONATHAN GOULDING, FIRE CHIEF
BY: ELIZABETH SOTO, CITY CLERK
THRU: JON GIFFEN, CITY ATTORNEY
TITLE: ORDINANCE AMENDING TITLE 5 OF THE SAN JUAN
BAUTISTA MUNICIPAL CODE TO ADD CHAPTER 5-40, “FIRE
HAZARD SEVERITY ZONES,” DESIGNATING LOCAL FIRE

HAZARD ZONES
RECOMMENDED MOTION:

Introduce an ordinance to designate Fire Hazard Severity Zones (FHSZ) within the City of San Juan Bautista, and amend San Juan Bautista Municipal Code, Title 5, Public Health, Safety, and Welfare by adding Chapter 5-40, “Fire Hazard Severity Zones.” RECOMMENDATION:

Adopt an Ordinance designating Fire Hazard Severity Zones (FHSZ) in the City of San Juan Bautista and amend San Juan Bautista Municipal Code Title 5, Public Health, Safety and Welfare by adding Chapter 5-40 “Fire Hazard Severity Zones.” EXECUTIVE SUMMARY:

The California State Fire Marshal has identified areas in the state as moderate, high, and very high fire hazard severity zones based on consistent statewide criteria. These zones are determined using consistent statewide criteria, including fuel loading, slope, fire weather, and other relevant factors such as wind patterns identified by the Office of the State Fire Marshal as contributing to wildfire spread. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, and other relevant factors, including areas where winds have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread. Government Code Section 51178.5 requires local agencies to make the information available for public review and comment within 30 days of receiving the updated information.

Item No. #4.A
City Council Meeting
June 4, 2025
Page | 2
BACKGROUND:

The City received updated Fire Hazard Severity Zone mapping from CAL FIRE on March 11, 2025. In accordance with Government Code Section 51178.5, the City made these maps available to the public on its official website the same day.

Government Code Section 51179 requires local agencies to designate, by ordinance, moderate, high, and very high fire hazard severity zones in its jurisdiction within 120 days of receiving recommendations from the California State Fire Marshal's Office.

FISCAL IMPACT:

No fiscal impact.

ATTACHMENTS:

1. Ordinance

2. Maps

3. Official Transmittal of Fire Hazard Severity Zones Letter

4. PowerPoint Presentation
Page | 1
ORDINANCE NO. 2025-xx

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA

DESIGNATING FIRE HAZARD SEVERITY ZONES (FHSZ) IN THE CITY, AND AMENDING THE MUNICIPAL CODE TO ADD CHAPTER 5-40, “FIRE HAZARD SEVERITY ZONES”
WHEREAS, the State Fire Marshal is responsible for identifying areas in the State as “Moderate,” “High,” and “Very High” severity zones based on consistent statewide criteria and based on the severity zone of fire hazard that is expected to prevail in those areas; and WHEREAS, the California Department of Forestry and Fire Protection (“CAL FIRE”) released updated Fire Hazard Severity Zone (FHSZ) maps to the City on March 10, 2025, designating certain areas within the City limits as “Moderate” hazard zones; and WHEREAS, in accordance with Government Code Section 51178.5, the City posted the FHSZ maps for public review and comment within 30 days after receiving the transmittal from the State Fire Marshal that identifies fire hazard severity zones; and WHEREAS, the City posted the FHSZ maps electronically to the City’s website; and WHEREAS, under California Government Code Section 51179(a), the City is required to adopt the updated FHSZ maps by ordinance within 120 days of receiving recommendations from the State Fire Marshal pursuant to Section 51178, and transmit a copy to the State Board of Forestry and Fire Protection (“Forest Board”) pursuant to Government Code Section 51179(c); and
WHEREAS, adoption of the updated FHSZ maps will promote public safety, ensure compliance with state law, and align local planning efforts with current fire risk assessments; and WHEREAS, the City hereby designates the FHSZ as recommended by CalFire pursuant to Government Code Section 51178.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN JUAN BAUTISTA HEREBY ORDAINS AS FOLLOWS:

SECTION 1.

The City of San Juan Bautista hereby adopts and designates the Fire Hazard Severity Zones as identified by the California Department of Forestry and Fire Protection (“CAL FIRE”) in accordance with Government Code Section 51178. The official map is available electronically on the City’s website.

SECTION 2. SEVERABILITY.

If any part of this Ordinance is held invalid for any reason by a court of competent jurisdiction, such decision shall not affect the validity of the remaining portion of this Ordinance, and the City Page | 2
Council hereby declares that it would have passed the remainder of the Ordinance if such invalid portion thereof had been deleted.

SECTION 3. EFFECTIVE DATE.

This ordinance shall take effect and be in force thirty (30) days from and after its final passage.

SECTION 4. PUBLICATION.

Within fifteen (15) days after adoption, the City Clerk shall cause this ordinance to be published in a newspaper of general circulation pursuant to Government Code Section 36933.

The forgoing Ordinance was introduced on June 4, 2025, and was passed and adopted on June 17, 2025.

PASSED AND ADOPTED by the San Juan Bautista City council on the 17th day of June 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

APPROVED:
____________________
Leslie Q. Jordan, Mayor
ATTEST:
______________________
Elizabeth Soto, City Clerk
APPROVED AS TO FORM:
_______________________
Jon R. Giffen, City Attorney
City and County boundaries as of 10/22/24 (CA Board of Equalization) CAL FIRE State Responsibility Areas (SRA25_1)
CAL FIRE Fire Hazard Severity Zones (FHSZSRA23_3, FHSZLRA_25_1) Data Sources:

Daniel Berlant, State Fire Marshal, CA Department of Forestry and Fire Protection Joe Tyler, Director/Fire Chief, CA Department of Forestry and Fire Protection Wade Crowfoot, Secretary for Natural Resources, CA Natural Resources Agency The State of California and the Department of Forestry and Fire Gavin Newsom, Governor, State of California Protection make no representations or warranties regarding the accuracy of data or maps. Neither the State nor the Department shall be liable under any circumstances for any direct, special, incidental, or consequential damages with respect to any claim by any user or third party on account of, or arising from, the use of data or maps. and other relevant factors including areas where winds
have been identified by the Office of the State Fire Marshal as a major cause of wildfire spread.
statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, Government Code section 51178 requires the State Fire
Marshal to identify areas in the state as moderate, high, and very high fire hazard severity zones based on consistent Waterbody
Unzoned LRA
Incorporated City
Projection: NAD 83 California Teale Albers
Scale: 1:12,000 at 11" x 17"
Km 0 0.2 0.4 0.6 0.8
Mi 0 0.2 0.4 0.6
High Moderate
Fire Hazard Severity Zones in State Responsibility Area (SRA), Effective April 1, 2024
High Moderate
Fire Hazard Severity Zones (FHSZ) in Local Responsibility Area (LRA), as Identified by the State Fire Marshal
San Juan
Bautista
Polk St
2nd St
Washington St
The Alameda
4th St
Monterey St
Third
St
3rd St
6th St
Franklin St
Old San Juan Hollister Rd

UNINCORPORATED
SAN BENITO CO.

UNINCORPORATED
SAN BENITO CO.
156
March 10, 2025
As Identified by the
State Fire Marshal
Local Responsibility Area
Fire Hazard Severity Zones
CITY OF SAN JUAN BAUTISTA – SAN BENITO COUNTY
STATE OF CALIFORNIA NATURAL RESOURCES AGENCY Gavin Newsom, Governor “The Department of Forestry and Fire Protection serves and safeguards the people and protects the property and resources of California.”

DEPARTMENT OF FORESTRY AND FIRE PROTECTION

OFFICE OF THE STATE FIRE MARSHAL
P.O. Box 944246
SACRAMENTO, CA 94244-2460
(916) 568-3800
Website: www.fire.ca.gov
March 10, 2025
Dear: County Chief Administrative Officer, City Manager, Fire Chief, Fire Marshal Re: Official Transmittal of Fire Hazard Severity Zones
The State Fire Marshal is mandated by Government Code (GC) 51178 to identify levels of fire hazard based on consistent statewide criteria and the expected severity of fire hazards.

Government Code 51179 requires the State Fire Marshal to make recommendations of fire hazard severity zones to local agencies, as defined per GC 51177(e), for their designation and adoption by ordinance. This letter serves as the official transmittal of the recommendation. For the Statutory requirements for local adoption please review California Code, GOV 51179.

Your City/County has been identified as having Moderate, High, Very High or a combination of Fire Hazard Severity Zones (FHSZ) within your jurisdiction. The maps and data are available in the FHSZ HUB at https://fire-hazard-severity-zones-rollout-calfire-forestry.hub.arcgis.com/ .

Please complete the Public Contact Survey in the FHSZ HUB using the link above. This information will be used for a public Webmap on the CAL FIRE-Office of State Fire Marshal website to guide your constituents to the appropriate contact person or website for the Local Responsibility Area FHSZ in your jurisdiction.

If you have additional questions, please feel free to contact our Team at [email protected].

Sincerely,
Daniel Berlant
State Fire Marshal
CAL FIRE – Office of the State Fire Marshal
Fire Hazard Severity Zones
Hollister Fire Department
Jonathan Goulding, Fire Chief
June 4, 2025
 What is a Fire Hazard Severity Zone (FHSZ)?
 What do we need to do?
 Can we dispute/amend the FHSZ determinations?
 What does this mean?
Background
2 Requirements
3 Map
4 Any Questions?
City of San Juan Bautista
Digital Budget Book
Final Version
Last updated 06/02/25
City of San Juan Bautista | Budget Book 2026 Page 1

TABLE OF CONTENTS
Introduction3
VISION STATEMENT4
City Officials5
Transmittal Letter6
Organization Chart8
CITY OF SAN JUAN BAUTISTA PROFILE9
Budget Overview 12
Strategic Plan 13
Priorities & Issues 15
Personnel Changes 17
Fund Summaries 18
General Fund 19
Community Development 24
Water Enterprise Fund 29
Sewer Enterprise Fund 32
COPS (Fund 50) 36
Valle Vista Lght Dst (Fund 60) 37
CFD Z1 Copperleaf (Fund 65) 40
CFD Z2 Rancho Vista (Fund 66) 44
Gas Tax (Fund 75) 47
Parking and Restrooms (Fund 55) 50
Departments 51
City Council (Dept. 10) 52
City Manager (Dept. 12) 56
City Attorney (Dept. 11) 60
Treasurer (Dept. 14) 63
Finance (Dept. 15) 67
City Library (Dept. 16) 71
Public Works (Depts 40 and 44) 75
Streets (Dept. 40) 79
Building and Grounds (Dept. 44) 83
Public Safety 87
Fire and EMS (Dept. 20) 91
Code Enforcement (Dept. 25) 95
Law Enforcement (Dept. 30) 99
Animal Control (Dept. 36) 103
Parks and Rec. (Dept. 33) 106
Admin Services (Dept. 13) 110
General Government (Dept. 45) 114
Building Dept. (Dept. 18) 118
Planning (Dept. 17) 122
Engineering (Dept. 19) 126
City of San Juan Bautista | Budget Book 2026 Page 2

INTRODUCTION
City of San Juan Bautista | Budget Book 2026 Page 3

VISION AND MISSION STATEMENT
VISION
San Juan Bautista is a vibrant, thriving community that strives to tell its complete history and cultural heritage while honoring the needs of its residents and businesses. The City offers the world a unique destination with its boundless natural beauty, open spaces, and agricultural resources.

MISSION
The City strives to provide exceptional service to the community by fostering a sustainable economy while preserving its uniqueness through collaboration, honesty,and resourcefulness.

City of San Juan Bautista | Budget Book 2026 Page 4

CITY OFFICIALS

CITY COUNCIL
Leslie Q. Jordan, Mayor
E.J. Sabathia, Mayor Pro-Tem
Jose Aranda
Scott Freels
Jackie Morris - Lopez
City Manager
Ashley Collick
City Attorney
Jon R. Giffen
Assistant to the City Manager ..................................................................... Roy Morales Administrative Services Director (City Clerk, HR)…..............…...............… Elizabeth Soto Finance Director .......................................................................................... Wendy Cumming, CPA Police Services ............................................................................................ San Benito County Sheriff's Department
Planning........................................................................................................ Ilse Lopez - Narvaez Fire Protection Services ............................................................................... City of Hollister Fire Department
Library Services ............................................................................................ Rochelle Eagen Recreation Services ...................................................................................... Caitlin Brady Public Works ................................................................................................. Nicholas Bryan Building Official………............................................................................…… Minnie Arredondo Code Enforcement .........................................................................................Oscar Soto City of San Juan Bautista | Budget Book 2026 Page 5
TRANSMITTAL LETTER - June 4th, 2025
Ashley Collick, City Manager
City of San Juan Bautista
City Manager │311 Second Street │ P.O. Box 1420, San Juan Bautista, CA 95045 Phone: (831) 453-8995 ext.1004 │ Fax: (831) 623-4093│ www.san-juan-bautista.ca.us (http://www.san-juan-bautista.ca.us)
June 4, 2025
Honorable Mayor and Members of the City Council
City of San Juan Bautista
311 Second Street
San Juan Bautista, CA 95045
RE: TRANSMITTAL OF FY 2025–26 BUDGET REPORT AND IMPLEMENTATION PLAN Dear Mayor Jordan and Council Members,
I am pleased to present the Proposed Budget for the City of San Juan Bautista for Fiscal Year 2025–26. This year’s budget reflects the City’s continued commitment to responsible financial stewardship, strategic investment in public services, and long-term planning aligned with the City’s 5-Year Strategic Plan.

The FY 2025–26 budget prioritizes projects that support health, safety, long-term utility resilience, and community engagement. Notably, the City is initiating design on a water import pipeline to secure future supply, continuing construction on a major sewer force main to Hollister, and implementing its newly adopted stormwater master plan. Other projects—like the rehabilitation of City Hall, launch of a community grant program, and completion of critical ADA improvements—highlight the City’s attention to accessibility, inclusion, and place-based investment.

As the City embarks on the third year of Strategic Plan implementation, staff have aligned department work plans, capital projects, and organizational development goals with Council priorities. This includes new staff capacity in planning, administrative services, and recreation, as well as process improvements to streamline permitting, strengthen code compliance, and enhance customer service. Public engagement will continue under the “One City, One Voice” initiative, ensuring that government remains accessible and transparent.

The City enters FY 2025–26 with stable reserves and a continued commitment to prudent fiscal management. The General Fund remains modest in scale, yet structurally sound, with a projected beginning balance of $65,000 and total projected revenues of approximately $2.5 million. These revenues reflect modest but steady growth driven primarily by sales tax, property tax, and other recurring sources. As in previous years, a balanced approach has been taken to match this revenue with critical operational and capital needs.

The City’s enterprise funds—Water and Sewer—remain in strong financial health. The Water Fund projects an opening fiscal year balance of $2.70 million, and the Sewer Fund with $1.37 million. Both are expected to collect sufficient revenues to meet operational obligations and support high-priority capital improvements, including the Sewer Force Main and water import design.

The Community Development Fund shows signs of structural imbalance. The level of activity anticipated— particularly in planning, code enforcement, and historic preservation—will exceed available resources. This City of San Juan Bautista | Budget Book 2026 Page 6
underscores the ongoing need for alternative revenue strategies to stabilize and sustain core services in this area.

Special revenue and impact fee funds provide important supplemental support for projects such as drainage improvements, recreation, public safety, and library operations. For example, the Library Fund has a healthy projected balance of $220,000, and the Public Safety Fund holds $90,000. These balances will be directed toward facility upgrades, programmatic enhancements, and equipment purchases aligned with Council goals.

It is worth noting that the City has received another clean audit opinion, with no findings or adjustments, for the fiscal year ending June 30, 2024. This audit also contained the City's first single audit report. The single audit was mandated as the City had expended $5.4 million in federal funds toward the sewer line project.

This audit also provided a clean opinion, with no findings or adjustments.

Overall, the City maintains a cautious but optimistic fiscal posture. Strategic fund allocations, steady tax base performance, and targeted investments in economic development and infrastructure will guide financial decisions throughout the fiscal year. Where gaps exist—such as in community development and long-range planning—staff will pursue external funding, realignment, and Council guidance to ensure mission-critical services continue uninterrupted.

On behalf of the City staff, I extend appreciation to the City Council and community members for their continued engagement and leadership. We look forward to collaborating on another year of thoughtful progress and measurable achievement.

Ashley Collick
City Manager
City of San Juan Bautista
Attachments
City of San Juan Bautista | Budget Book 2026 Page 7
ORGANIZATION CHART FISCAL YEAR 2025-26
The proposed Personnel Changes provided in the Narrative portion of the Budget Book if approved, will be updated for the new Fiscal Year.

City of San Juan Bautista | Budget Book 2026 Page 8

CITY OF SAN JUAN BAUTISTA PROFILE
Image source:californialocal.com
History and Geography
The City of San Juan Bautista, widely recognized as the “City of History,” lies within the fertile San Juan Valley in San Benito County, California. Surrounded by the Gabilan Mountains and Flint Hills, the city’s geographic setting is as notable as its historical legacy. It was originally inhabited by the Mutsun people of the Ohlone Nation and became a significant Spanish colonial site with the founding of Mission San Juan Bautista in 1797.

This mission, the 15th in California’s mission chain, catalyzed settlement in the area.

San Juan Bautista is home to California’s only original Spanish-era plaza and sits directly along the San Andreas Fault, a factor that has shaped both its architecture and emergency preparedness planning. Incorporated in 1869, the city continues to preserve its historic charm while navigating the challenges of modern growth and development.

As of the most recent estimates, San Juan Bautista has a population of approximately 2,200 residents, offering a small-town atmosphere with close community ties. The city’s population has remained relatively stable, fostering a strong sense of identity and local stewardship.

The city experiences a Mediterranean climate, characterized by warm, dry summers and mild, wet winters.

Average high temperatures range from the mid-50s °F in winter to the high 80s °F in summer, while rainfall is concentrated primarily between November and March. This favorable climate supports both the city’s agricultural surroundings and a year-round schedule of community events and tourism.

City Authority
San Juan Bautista operates under the Council-Manager form of government as a General Law city. This structure ensures a clear separation between policy-making and administration. The City Council, acting as the legislative body, is responsible for setting ordinances, adopting the budget, and providing direction for the city.

The City Manager, appointed by the Council, serves as the Chief Executive Officer and is charged with the daily implementation of city policies, operational management, and strategic planning. This governance model allows for professional administration while ensuring accountability to the community through elected leadership.

City Council
The City Council serves as the governing body of San Juan Bautista and is composed of five elected members serving staggered four-year terms. Each December, the Council selects a Mayor and Mayor Pro Tempore from among its members to serve one-year terms. These officials provide leadership on key city issues and represent the city in various official capacities.

The Council sets policy and exercises the legislative authority of the City, ensuring that municipal actions align with the community’s goals and legal framework. Council responsibilities include adopting ordinances and resolutions, approving the annual budget, and directing the City Manager on matters of public administration.

City of San Juan Bautista | Budget Book 2026 Page 9
Regular City Council meetings are held on the third Tuesday of each month, and additional meetings may be scheduled as necessary to address emerging issues or time-sensitive matters. These meetings are open to the public and serve as a vital platform for civic engagement and transparent governance.

The Council plays a pivotal role in establishing the city’s strategic direction and in ensuring that San Juan Bautista remains responsive to the needs of its residents while preserving its historic character and cultural heritage.

Administration and Management
San Juan Bautista operates under the Council-Manager form of government. The City Council appoints the City Manager, who in turn appoints other City staff and is charged with overseeing the City’s daily operations. This structure provides a balance between elected leadership and professional administration, allowing for efficient, responsive governance.

The City Manager serves as the Chief Executive Officer of the city organization, responsible for executing City Council policies, managing day-to-day operations, and guiding long-term strategic planning. In May 2025, Ashley Collick was appointed City Manager following her interim service. She brings a strong background in organizational leadership and civic engagement, with a focus on economic revitalization, infrastructure investment, and intergovernmental coordination.

To support the functions of government, several boards, commissions, and committees assist both the City Council and administration in carrying out various aspects of public service and policy implementation. These advisory bodies play an essential role in community input, regulatory oversight, and specialized project development, contributing to the inclusive and participatory governance model that San Juan Bautista upholds.

City Services
San Juan Bautista provides essential services that support the health, safety, and well-being of its residents:

Water and Sewer: The city manages its own water and wastewater services, and is actively engaged in infrastructure upgrades in partnership with regional entities such as the Hollister Wastewater Treatment Plant.

Public Works: Responsible for the maintenance of public streets, parks, and city-owned facilities, Public Works ensures the city remains functional and visually appealing.

Public Safety: Law enforcement services are contracted through the San Benito County Sheriff's Office.

Fire protection is coordinated through CalFire and the Hollister Fire Department, offering reliable emergency response and fire prevention services.

Planning and Community Development: The Planning Department handles land use, building permits, zoning, and historic preservation, supporting sustainable growth and development while safeguarding the city’s cultural assets.

Library and Community Programs: The city supports public library services, youth and senior programs, and a variety of community events that foster civic pride and connection.

Through these services, San Juan Bautista maintains its commitment to honoring its past while proactively planning for the future.

City of San Juan Bautista | Budget Book 2026 Page 10
City of San Juan Bautista | Budget Book 2026 Page 11

BUDGET OVERVIEW
City of San Juan Bautista | Budget Book 2026 Page 12

STRATEGIC INITIATIVES AND ALIGNMENTS
Summary of the 5-Year Strategic Plan
In 2023, the City of San Juan Bautista adopted a 5-Year Strategic Plan to guide service delivery, financial planning, and organizational capacity development through FY 2028. The plan reflects Council direction, staff insight, and community priorities gathered from interviews, surveys, and public workshops.

The Strategic Plan is organized around five core themes:

Economic Development and Historic Preservation
Transparent and Responsive Government
Infrastructure Investment and Modernization
Recreation and Community Vitality
Organizational Capacity and Service Professionalization During the FY 2024–25 implementation cycle (Year 2), the City tracked 63 strategic goals, categorized as:
25 Priority 1 goals (immediate implementation focus)
14 Priority 2 goals (secondary emphasis)
7 Priority 3 goals (long-term/future planning)
2 Deferred to FY 2025–26
7 Completed
5 In Process
2 Outside City Jurisdiction
Over 27 goals directly supported economic development, and full implementation was estimated to require 3,572 staff hours, with $783,500 in one-time costs and $95,000 in recurring costs. These estimates helped inform staffing changes and resource allocation in the FY 2025–26 budget.

A ranked implementation list developed in FY 2024/25 highlighted goals such as:

Launching a recreation program and converting staff to full-time (Goal 28) Establishing a nonprofit grant program (Goal 34)
Completing major CIP planning and execution (Goals 42, 56) Developing SOPs and staff onboarding tools (Goals 57–58) Revisiting the zoning code and permit process (Goal 17) Enhancing public communication and outreach (Goal 47)
FY 2024–25 Accomplishments
The City made meaningful progress across all strategic pillars:

Recreation & Community Engagement
Launched Earth Day and Fire Department Open House events Expanded youth and senior programming
Created a $50,000 nonprofit support fund, fulfilling Goal 34 Fiscal Management & Capital Planning
Maintained a positive General Fund balance and completed a clean audit Delivered a 5-Year Capital Improvement Plan (Goal 42) with $5.7M+ in projects Upgraded accounting software and restructured the Chart of Accounts Infrastructure & Development
Continued construction of the Sewer Force Main (Goal 56) Bid Microvi water treatment system and updated Rancho Vista bonds City of San Juan Bautista | Budget Book 2026 Page 13
Completed ADA design upgrades for City Hall and Luck Park Public Safety
Installed a citywide surveillance network
Hired a Public Safety Coordinator and full-time Community Services Officer Adopted the Multi-Jurisdictional Hazard Mitigation Plan (Goal 43) FY 2025–26 Focus Areas & Strategic Alignment
FY 2025–26 (Year 3 of the Strategic Plan) emphasizes operational maturity and institutionalization—described in the Strategic Tracker as the “Make It Stick” phase. This year, the City will embed new systems and leadership models to scale service delivery and prepare for growth.

Strategic Theme FY 25/26 Focus Areas
Economic Development Business retention strategy, zoning and fee updates, support for downtown improvements
Infrastructure & Environment Advance water import design, complete Sewer Force Main, implement stormwater planning
Transparent & Responsive
Government
Adopt citywide SOPs and a Staff Handbook; enhance outreach under "One City, One Voice"
Community Vitality
Maintain full-time recreation staffing; administer nonprofit grants (Year 2 of Goal 34)
Organizational Capacity &
Professionalization
Integrate Senior Planner and Admin Assistant roles; deploy mid- management to reduce executive load The FY 25/26 Budget also advances strategic initiatives that were deferred or carried forward from the Year 2 Tracker:

Continued SOP development (Goal 57)
Public communication and staff onboarding tools (Goals 47, 58) Organizational structure implementation (Goal 48)
Revisions to development-related policies and incentives (Goals 17–21) Staff Retreat: Enabling Year 3 Execution
The April 2025 Staff Retreat served as a launchpad for the institutional focus of Year 3. Using a SOAR framework and the “One City, One Voice” message, staff helped shape a service-forward culture rooted in consistency and accountability. Key retreat outcomes now in motion include:

SOP development schedule across departments
A Citywide Staff Handbook (under Goal 57)
Internal communication strategy and branding tools
Values-based leadership and succession support
Together, these efforts strengthen the City’s ability to implement its Strategic Plan through clear expectations, documented procedures, and empowered staff.

City of San Juan Bautista | Budget Book 2026 Page 14
PRIORITIES & ISSUES FOR FISCAL YEAR 25/26

SUMMARY
The City of San Juan Bautista enters FY 2025–26 with continued fiscal stability, bolstered by careful stewardship of limited General Fund resources. At just $2.3 million annually, San Juan Bautista's General Fund remains one of the smallest per capita in the state, and is especially vulnerable to uncontrollable cost increases—particularly in public safety contracts. Staff efforts this year have focused on balancing core services, planning for future resilience, and aligning budget decisions with the 5-Year Strategic Plan.

The City ended FY 2024–25 with a projected General Fund surplus of $65,000. This result reflects disciplined cost containment, savings from vacancies, and the elimination of the City’s private security contract. However, uncertainties persist—especially regarding potential renegotiations of law enforcement and fire service contracts. These two areas remain the largest financial risks.

KEY CHALLENGES & POLICY ISSUES
Public Safety Contracts
Fire Services: The City’s agreement with Hollister expires December 20, 2025, and was terminated with a 270-day notice. Hollister dissolved its fire ad hoc committee in May 2025 and declined to re-negotiate a revised contract. San Benito County is leading a regional planning effort and is recruiting a County Fire Chief to develop a cost-effective fire protection model.

Law Enforcement: The City continues to contract for one full-time deputy at $91.50 per capita—far below the $651 statewide average for contract cities. The City will determine whether a second deputy is needed and will request support from the San Benito County Sheriff’s Department if appropriate.

Revenue Generation
A potential sales tax measure for the November 2025 ballot is under study. A 0.25–0.50% increase could yield $250,000–$500,000 annually.

The City will evaluate impact and development fees in light of the Sheetz v. El Dorado County Supreme Court decision, which mandates that such fees must meet the "nexus and proportionality" test.

Staff recommends pursuing film industry certification through the California Film Commission to promote local economic development and tourism.

Capital Improvement Priorities
Over $5.7 million in capital improvements are proposed for FY 2025–26, including street safety upgrades, utility infrastructure, stormwater planning, and ADA facility improvements. These investments are essential to reducing deferred maintenance and improving livability.

STRATEGIC PLAN ALIGNMENT
The FY 2025–26 Budget is structured around the Strategic Plan’s five themes:

Strategic Theme FY 25/26 Budget Priorities
Economic Development
Launch new business retention efforts, update zoning and fees, consider vacancy incentives
Infrastructure & Environment Advance sewer and water infrastructure, stormwater planning, and PMP projects
Transparent & Responsive
Government
Implement new SOPs, City Staff Handbook, and improve outreach via “One City, One Voice”
Community Vitality Full-time recreation staffing, non-profit grant program, community events Organizational Capacity
New mid-management structure, staffing realignments, and a focus on professionalization
City of San Juan Bautista | Budget Book 2026 Page 15
FY 2025–26 FUND SUMMARY
Fund Revenues ExpendituresSurplus
General Fund $2,480,525$2,426,934 $53,591
Sewer Enterprise $1,960,000$1,051,569 $908,431
Water Enterprise $1,718,000 $862,288 $855,712
Community Development$124,150 $678,912 ($554,762)
COPS $100,000 $100,000 -
Perm. Local Housing $71,585 $71,585 -
CFD Z2 Rancho Vista $67,512 $42,718 $24,794
Valle Vista Lighting Dist. $23,889 $28,244 ($4,355)
CFD Z1 Copperleaf $16,645 $22,197 ($5,552)
Gas Tax $108,000 $21,000 $87,000
Parking & Restroom Fund$28,000 - $28,000
TOTAL $6,698,306$5,215,447 $1,392,859
The City of San Juan Bautista enters FY 2025–26 with stable reserves and a continued commitment to prudent fiscal management. The General Fund remains modest in scale, yet structurally sound, with a beginning balance of $521,969 and total projected revenues of approximately $2.5 million. These revenues reflect modest but steady growth driven primarily by sales tax, property tax, and other recurring sources. As in previous years, a balanced approach has been taken to match this revenue with critical operational and capital needs.

The City’s enterprise funds—Water and Sewer—remain in strong financial health. The Water Fund opens the fiscal year with a balance of $1.73 million, and the Sewer Fund with $395,500. Both are expected to collect sufficient revenues to meet operational obligations and support high-priority capital improvements, including the Sewer Force Main and water import design.

The Community Development Fund shows signs of structural imbalance. While it began the year with a balance of $75,999, the level of activity anticipated—particularly in planning, building inspector, and historic preservation—will exceed available resources. This underscores the ongoing need for alternative revenue strategies to stabilize and sustain core services in this area.

Special revenue and impact fee funds provide important supplemental support for projects such as drainage improvements, recreation, public safety, and library operations. For example, the Library Fund has a healthy opening balance of $231,196, and the Public Safety Fund holds $169,230. These balances will be directed toward facility upgrades, programmatic enhancements, and equipment purchases aligned with Council goals.

LOOKING AHEAD
City staff will continue preparing for possible contract re-negotiations, long-term revenue initiatives, and implementation of key CIP projects. With careful financial planning and steady execution of the Strategic Plan, the City is well-positioned to sustain and improve community services over the next fiscal year.

City of San Juan Bautista | Budget Book 2026 Page 16
PERSONNEL SUMMARY UPDATE FY 25/26
Personnel Changes – FY 2025–26
Overview
The FY 2025–26 budget advances key structural improvements in staffing, supervision, and service delivery, shaped by the 5-Year Strategic Plan and lessons learned from prior fiscal years. These changes strengthen the City’s operational capacity while reducing reliance on outside consultants and improving long-term sustainability.

Key Personnel Updates and Strategic Alignment
Position Description Strategic Plan Alignment Fiscal Impact Senior Planner
Leads Planning, Building, and
Historic Preservation in-house.

Replaces costly contracts.

Goal 17 (Internalize Planning
Services), Goal 13 (Preserve
Historic Resources)
Cost: $122,926 Savings:
~$185,393 compared to
prior contracts
Administrative
Assistant
Supports interdepartmental
operations, including grant and
contract management.

Goal 21 (Professionalize Internal
Processes), Goal 43 (Improve
Records & Grants Tracking)
Supports improved staff
efficiency. Implemented
in FY 24/25.

Code Enforcement
Officer (Expanded
Role)
Now handles minor building
inspections, supporting the
Senior Planner.

Goal 18 (Improve Code
Compliance), Goal 49
(Modernize Inspection
Protocols)
$51.33/hr, reduces
external building
inspection costs
Strategic Rationale
All personnel updates reflect the City’s commitment to:

Internalizing core services (e.g., planning, code enforcement) Expanding public-facing programming (e.g., recreation, library) Supporting staff with mid-management supervision
Reducing long-term contract obligations and duplicative roles By realigning staffing structures and duties, the City is not only addressing immediate service needs but also paving the way for sustainable long-term growth. The new positions bolster implementation of at least seven of the 25 FY 25/26 strategic priorities, creating measurable operational and fiscal benefits.

City of San Juan Bautista | Budget Book 2026 Page 17

FUND SUMMARIES
City of San Juan Bautista | Budget Book 2026 Page 18
General Fund
The City’s General Fund Budget for Fiscal Year 2025–26 begins with a projected starting balance of $65,000. Total projected revenues are $2,507,106, comprised of year-to-date receipts and a fourth-quarter projection. This represents a modest increase over the prior year, indicating stable local tax streams.

Expenditures for the year are estimated at $3,228,333, including both operational and capital costs. Key drivers of the increase include expanded personnel investments, implementation of updated service contracts, and targeted capital project spending. Transfers into the General Fund— including administrative and interfund transfers—are projected at $263,831, supporting overall liquidity.

After accounting for all revenues, expenditures, and transfers, the projected ending fund balance is $64,573. This maintains a positive but narrow margin, emphasizing the importance of cost control and revenue diversification efforts moving forward.

Summary
The City of San Juan Bautista is projecting $2.53M of revenue in FY2026, which represents a 0% increase over the prior year.

Budgeted expenditures are projected to increase by 13.8% or $329.6K to $2.72M in FY2026.

Actual Revenue Source
Budgeted Revenue Source
Over Budget Revenue Source
Actual Expenditures
Budgeted Expenditures
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$1M
$2M
$3M
$4M
City of San Juan Bautista | Budget Book 2026 Page 19
Revenues by Source
Projected 2026 Revenues by Source
PPPrrrooopppeeerrrtttyyy TTTaaaxxxeeesss (((222777...777%%%))) SSSaaallleeesss TTTaaaxxx (((222777...777%%%)))
OOOttthhheeerrr TTTaaaxxx RRReeevvveeennnuuueeesss (((111999%%%))) MMMiiisssccceeellllllaaannneeeooouuusss RRReeevvveeennnuuueee (((111999%%%))) FFFrrraaannnccchhhiiissseee FFFeeeeeesss (((555...111%%%))) BBBuuusssiiinnneeessssss &&& MMMiiisssccc... LLLiiiccc... &&& PPPeeerrrmmmiiitttsss (((111...444%%%))) FFFiiinnneeesss &&& PPPeeennnaaallltttiiieeesss (((000...000888%%%))) CCChhhaaarrrgggeeesss fffooorrr MMMiiisssccc... SSSeeerrrvvviiiccceeesss (((000...000222%%%))) City of San Juan Bautista | Budget Book 2026 Page 20
Expenditures by Function
Budgeted Expenditures by Function

31..5%
18%

9..1%

7..1%

6..8%

6..4%

6..1%
6%

3..4%

2..9%

2..6%

0..05%
Public Safety
Public Works
Finance
Admin. Services
City Attorney
City Library
Parks and Recreation
Code Enforcement
City Manager
City Council
General Government
City Treasurer
Expenditures
City Council $65,357 $79,403 21.5%
City Attorney $185,000 $185,000 0%
City Manager $63,682 $91,464 43.6%
Admin. Services $193,713 $192,781 -0.5%
City Treasurer $1,450 $1,450 0%
Finance $253,204 $249,214 -1.6%
City Library $128,833 $174,073 35.1%
Public Safety $822,607 $858,181 4.3%
Code Enforcement $168,670 $164,456 -2.5%
Parks and Recreation $128,478 $167,202 30.1%
Public Works $322,884 $489,186 51.5%
General Government $61,000 $72,070 18.1%
Total Expenditures: $2,394,878 $2,724,480 13.8%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 21
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

44..8%

39..6%

5..1%

3..7%

2..3%

1..9%

1..7%
1%
Wages & Benefits
Contractual and Other Services
General & Admin. Expenses
Capital Outlay
Utilities
Maintenance & Repair Services
Other Personnel Expenses
Materials & Parts
Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts
Other Personnel Expenses
Maintenance & Repair Services
Utilities
Capital Outlay
General & Admin. Expenses
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.5
$1
$1.5
$2
$2.5
$3
$3.5
Expense Objects
Wages & Benefits $1,115,303 $1,219,881 9.4%
Other Personnel Expenses $33,700 $45,600 35.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 22
Contractual and Other Services $865,650 $1,078,849 24.6% General & Admin. Expenses $156,475 $139,950 -10.6%
Utilities $62,950 $62,500 -0.7%
Materials & Parts $32,300 $27,200 -15.8%
Maintenance & Repair Services $28,500 $50,500 77.2%
Capital Outlay $100,000 $100,000 0%
Total Expense Objects: $2,394,878 $2,724,480 13.8%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 23
Community
Development
Revenues for the year are projected at approximately $165,000, based on collected receipts and anticipated fourth-quarter activity. These revenues are largely fee-based and fluctuate with market conditions and permit demand.

This fund plays a critical role in funding planning, building, and engineering operations. In previous years, Community Development helped offset staffing costs such as the Assistant City Manager/Community Development Director. While this position is currently consolidated under the City Manager with consultant support, the fund continues to sustain development-related services. The City’s goal remains to minimize General Fund subsidies while maintaining responsive permitting, inspection, and historic preservation services.

Due to recent court rulings on development impact fees, the City is also reassessing its fee schedules to ensure legal compliance and fee adequacy.

A study to update the City’s impact fees is planned to be carried forward in FY 2025–26.

Summary
Actual Revenue Source
Budgeted Revenue Source
Actual Expenditures
Budgeted Expenditures
Over Budget Expenditures
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$200K
$400K
$600K
$800K
$1M
City of San Juan Bautista | Budget Book 2026 Page 24
Revenues by Source
Projected 2026 Revenues by Source
CCChhhggg... fffooorrr PPPlllaaannnnnniiinnnggg///EEEnnnggg... SSSeeerrrvvviiiccceeesss (((777555%%%))) PPPlllaaannnnnniiinnnggg,,, BBBuuuiiillldddiiinnnggg,,, EEEnnnggg... PPPeeerrrmmmiiittt (((222555%%%))) Budgeted and Historical 2026 Revenues by Source
Millions
Other Tax Revenues
Business & Misc. Lic. & Permits
Grant Funds Miscellaneous Revenue
Planning, Building, Eng. Permit
Chg. for Planning/Eng. Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.2
$0.4
$0.6
$0.8
$1
Revenue Source
Planning, Building, Eng. Permit $35,100 $33,000 -6%
Chg. for Planning/Eng. Services $89,050 $99,050 11.2%
Total Revenue Source: $124,150 $132,050 6.4%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 25
Expenditures by Function
Budgeted Expenditures by Function
EEEnnngggiiinnneeeeeerrriiinnnggg (((333777...888%%%))) PPPlllaaannnnnniiinnnggg (((333555...666%%%)))
BBBuuuiiillldddiiinnnggg (((222666...666%%%)))
Budgeted and Historical Expenditures by Function
Millions
Building
Planning
Engineering
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.2
$0.4
$0.6
$0.8
$1
City of San Juan Bautista | Budget Book 2026 Page 26
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

49..5%
46%

3..2%
1%

0..4%
Contractual and Other Services
Wages & Benefits
General & Admin. Expenses
Other Personnel Expenses
Utilities
Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Capital Outlay
Utilities
Other Personnel Expenses
General & Admin. Expenses Wages & Benefits
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.2
$0.4
$0.6
$0.8
$1
Expense Objects
Wages & Benefits $84,992 $321,442 278.2%
Other Personnel Expenses $7,000 $7,000 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 27
Contractual and Other Services $535,200 $390,950 -27%
General & Admin. Expenses $32,550 $22,550 -30.7%
Utilities $2,500 $2,500 0%
Total Expense Objects: $662,242 $744,442 12.4%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 28
Water
Enterprise
Fund
The Water Enterprise Fund entered FY 2025–26 with a projected beginning balance of $1,731,587. Over the course of the fiscal year, the City anticipates generating approximately $1,730,000 in total revenue from water service charges, inclusive of both collected and projected receipts.

Operational expenditures are estimated at approximately $760,000, which supports routine maintenance, water testing, and compliance with regulatory standards, and interfund transfer for debt repayment to the general fund. With total revenues significantly exceeding expenditures, the projected ending fund balance is $2,701,587.

This healthy reserve reflects continued financial stewardship and positions the City well to proceed with its long-term water importation project in partnership with the San Benito County Water District. This capital improvement will supply the City with high-quality surface water from the West Hills Treatment Plant, reducing reliance on groundwater and the need for residential water softeners.

A prior 14% water rate increase, approved in 2022, was structured to offset anticipated operational and capital costs related to this project. The Fund’s strong balance ensures that system upgrades, water quality enhancements, and future operational needs can be sustained without compromising service affordability.

Summary
The City of San Juan Bautista is projecting $1.8M of revenue in FY2026, which represents a 4.8% increase over the prior year.

Budgeted expenditures are projected to increase by 8.6% or $73.93K to $936.22K in FY2026.

Actual Revenue Source
Budgeted Revenue Source
Over Budget Revenue Source
Actual Expenditures
Budgeted Expenditures
Over Budget Expenditures
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$500K
$1M
$1.5M
$2M
$2.5M
City of San Juan Bautista | Budget Book 2026 Page 29
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((222777...222%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((222222...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222222...999%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111000...333%%%))) UUUtttiiillliiitttiiieeesss (((777...666%%%)))
FFFuuunnnddd TTTrrraaannnsssfffeeerrr (((444...888%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((333...111%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((000...666%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((000...666%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Maintenance & Repair Services
Other Personnel Expenses
Materials & Parts
Fund Transfer
Utilities
General & Admin. Expenses
Capital Outlay
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.5
$1
$1.5
$2
Expense Objects
Wages & Benefits $283,630 $254,436 -10.3%
Other Personnel Expenses $5,700 $5,700 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 30
Contractual and Other Services $107,700 $214,500 99.2%
General & Admin. Expenses $96,200 $96,475 0.3%
Utilities $42,200 $71,500 69.4%
Materials & Parts $30,900 $29,250 -5.3%
Maintenance & Repair Services $8,250 $5,500 -33.3%
Capital Outlay $243,101 $214,251 -11.9%
Fund Transfer $44,607 $44,607 0%
Total Expense Objects: $862,288 $936,219 8.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 31
Sewer
Enterprise
Fund
The Sewer Enterprise Fund began FY 2025–26 with a balance of $395,500.

The City expects to generate approximately $2,026,667 in total revenue, driven primarily by user fees which are set on a flat monthly rate per customer. These fees fund the operation, maintenance, and planned upgrades of the sewer collection and treatment systems.

In early 2022, the City approved a five-year rate increase schedule of approximately 14–15% annually to support the Sewer Force Main project and the transition to regionalized wastewater treatment. This project, anticipated to be completed by June 2025, will allow the City to permanently redirect its wastewater to Hollister, significantly improving environmental compliance and long-term system sustainability.

Although a final expenditure figure is pending, a transfer of approximately $36,496 to the general fund for the annual interfund loan payment, is reflected in the fund, with major capital expenditures being supported by grants and low-interest loans. The USDA has approved a $10 million loan as part of the financing structure, and the City is on track to secure an additional $6 million in grants to reduce the burden on ratepayers.

Because construction costs are currently offset by external funding, the fund balance remains stable. Over time, revenues will transition to covering debt service and long-term maintenance, ensuring ongoing fiscal health and system reliability.

Summary
The City of San Juan Bautista is projecting $2.07M of revenue in FY2026, which represents a 5.4% increase over the prior year.

Budgeted expenditures are projected to increase by 17.8% or $187.25K to $1.24M in FY2026.

19..4%

17..8%

7..5%

5..7%

2..6%

0..8%

0..5%
Capital Outlay
Wages & Benefits
Contractual and Other Services
Utilities
General & Admin. Expenses
Fund Transfer
Materials & Parts
Maintenance & Repair Services
Other Personnel Expenses
Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
Maintenance & Repair Services
Materials & Parts
Fund Transfer
General & Admin. Expenses
Utilities
Contractual and Other Services Wages & Benefits
Capital Outlay
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.5
$1
$1.5
$2
Expense Objects
Wages & Benefits
Salaries and Wages $207,863 $184,613 -11.2%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 33
Health Insurance $27,225 $27,242 0.1%
Payroll Taxes $17,980 $15,887 -11.6%
Worker's Compensation $10,054 $7,811 -22.3%
457k Retirement Contribution $3,852 $4,342 12.7%
Total Wages & Benefits: $266,974 $239,895 -10.1%
Other Personnel Expenses
Education & Training $5,000 $5,000 0%
Travel $500 $500 0%
Uniform & Alterations $500 $500 0%
Drug Screening $100 $100 0%
Total Other Personnel Expenses: $6,100 $6,100 0%
Contractual and Other Services
Operational Contracts $134,700 $161,800 20.1%
Engineering $0 $5,000 N/A
Legal $1,500 $1,500 0%
Security-Alarm System $2,000 $2,000 0%
Chemical Testing $90,000 $50,000 -44.4%
Janitorial $200 $0 -100%
Total Contractual and Other Services: $228,400 $220,300 -3.5% General & Admin. Expenses
Dues and Subscriptions $17,500 $12,000 -31.4%
Information Technology (I.T.) $7,000 $5,000 -28.6%
Liability Insurace $19,000 $19,000 0%
Advertising $1,000 $1,000 0%
Office Supplies $2,200 $2,000 -9.1%
Bank Charges $4,000 $4,000 0%
Postage and Freight $2,700 $3,300 22.2%
Copier Lease $2,200 $2,200 0%
Food and Beverages $200 $200 0%
Printing and Copies $2,200 $2,200 0%
Filing Fees $50 $50 0%
Licenses & Permits $11,000 $14,000 27.3%
Miscellanious General and Admin Expense $250 $250 0%
Bad Debt $5,000 $5,000 0%
Total General & Admin. Expenses: $74,300 $70,200 -5.5%
Utilities
Electricity $75,000 $90,500 20.7%
Telecomm $3,500 $3,000 -14.3%
Total Utilities: $78,500 $93,500 19.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 34
Materials & Parts
Materials $2,500 $5,000 100%
Fuel $3,500 $1,500 -57.1%
Chemical and Gasses $5,000 $1,500 -70%
Small Tools $2,000 $1,000 -50%
Safety Gear $500 $200 -60%
Asphalt $1,000 $1,000 0%
Total Materials & Parts: $14,500 $10,200 -29.7%
Maintenance & Repair Services
Maintenance $1,500 $1,500 0%
Vehicle Maintenance $1,000 $1,000 0%
Outsourcing $1,500 $1,500 0%
Building Maint $750 $750 0%
Equipment Maint $5,000 $5,000 0%
Total Maintenance & Repair Services: $9,750 $9,750 0%
Capital Outlay
Fines RWQCB $36,000 $72,000 100%
Interest $246,250 $436,083 77.1%
Amoritization Expense $49,085 $49,085 0%
Total Capital Outlay: $331,335 $557,168 68.2%
Fund Transfer
Fund Transfer $41,710 $31,710 -24%
Total Fund Transfer: $41,710 $31,710 -24%
Total Expense Objects: $1,051,569 $1,238,823 17.8%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 35
COPS (Fund
50)
The Community Oriented Policing Services (COPS) Fund began FY 2025–26 with a balance of $224,699. These funds are federal allocations administered by the U.S. Department of Justice to enhance community policing efforts and are used to supplement local public safety expenditures.

In San Juan Bautista, COPS funding is used to offset General Fund expenses related to law enforcement contracts with the San Benito County Sheriff’s Department. These funds help maintain a base level of service and public presence while reducing reliance on core discretionary revenues. There are no new expenditures or transfers out of this fund reflected at this time, and the balance remains fully intact pending future deployment aligned with public safety priorities.

Summary
The City of San Juan Bautista is projecting $100K of revenue in FY2026, which represents a 0% increase over the prior year.

Budgeted expenditures are projected to increase by 0% or $0 to $100K in FY2026.

Revenue by Fund
Budgeted and Historical 2026 Revenue by Fund
Millions
COPS
FY2016
FY2017
FY2018
FY2019
FY2020
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
City of San Juan Bautista | Budget Book 2026 Page 36
Valle Vista
Lght Dst
(Fund 60)
The Valle Vista Landscaping and Lighting Assessment District, established over two decades ago, continues to maintain its fiscal sustainability through property owner assessments. These annual assessments are adjusted for inflation and are restricted to maintaining the neighborhood’s common-area improvements—including the park, street trees, lighting, trails, and shared landscaping.

For FY 2025–26, the beginning fund balance is projected to be $14,758.

Operational expenditures for the year are expected to total $38,965, which includes routine maintenance obligations.

With a modest operational footprint and no planned capital projects, the District anticipates an ending balance of $16,500, affirming that it remains adequately funded for near-term needs.

The City will continue to review and renew assessments annually in accordance with Proposition 218.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 38
Contractual and Other Services $35,247 $33,860 -3.9% -3.9% Utilities $3,125 $3,166 1.3% 1.3%
Maintenance & Repair Services $630 $0 -100% -100%
Total Expense Objects: $44,554 $38,965 -12.5% -12.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 39
CFD Z1
Copperleaf
(Fund 65)
The Copperleaf Community Facilities District (CFD), consisting of 45 homeowners, continues to be a reliable funding source for maintaining neighborhood-specific public infrastructure. Each homeowner contributes equally through annual assessments, which are reviewed and adjusted for inflation when necessary.

For FY 2025–26, the fund reflects a beginning balance of $28,507. With annual revenues of $31,071 and budgeted expenditures of $29,228, the District is projected to end the fiscal year with a positive fund balance of $30,300. The budgeted ending balance includes anticipated assessments for reserves. This represents a modest drawdown of reserves while still preserving the district’s financial stability.

The funds support services above and beyond standard municipal obligations, such as landscaping, park maintenance, and upkeep of sidewalks, street trees, and lights. A competitive three-year landscaping contract helps maintain cost predictability through FY 2026–27.

City staff are planning a neighborhood meeting to review the fund status and determine whether a cost-of-living adjustment to assessments should be proposed for the next fiscal year.

Summary
Actual Revenue Source
Budgeted Revenue Source
Actual Expenditures
Budgeted Expenditures
Over Budget Expenditures
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$10K
$20K
$30K
$40K
City of San Juan Bautista | Budget Book 2026 Page 40
Revenues by Source
Projected 2026 Revenues by Source
Other Tax Revenues 100%
Budgeted and Historical 2026 Revenues by Source
Millions
Other Tax Revenues
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.005
$0.01
$0.015
$0.02
$0.025
$0.03
$0.035
Revenue Source
Other Tax
Revenues
$15,236 $16,645 $31,071 $31,071 86.7% 86.7%
Total Revenue
Source:
$15,236 $16,645 $31,071 $31,071 86.7% 86.7%
Name FY2025
Actual
FY2025
Budgeted
FY2026
Budgeted
FY 2026 FY24/25
vs 5
FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs.

FY 2026 FY24/25 vs 5
(% Change)
City of San Juan Bautista | Budget Book 2026 Page 41
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

76..2%

16..7%

4..3%

2..9%
Contractual and Other Services
Wages & Benefits
Maintenance & Repair Services
Utilities
Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
General & Admin. Expenses
Materials & Parts
Utilities Maintenance & Repair Services Wages & Benefits Contractual and Other Services
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.005
$0.01
$0.015
$0.02
$0.025
$0.03
$0.035
Expense Objects
Wages & Benefits $5,552 $4,880 -12.1% -12.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 42
Contractual and Other Services $0 $22,296 N/A N/A
Utilities $823 $854 3.8% 3.8%
Maintenance & Repair Services $15,822 $1,248 -92.1% -92.1% Total Expense Objects: $22,197 $29,278 31.9% 31.9%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 43
CFD Z2
Rancho Vista
(Fund 66)
Each of the 87 homeowners in the Rancho Vista community pay equally into an assessment district (Community Facilities District). The budget and assessment rates are reviewed annually, and are subject to cost-of-living increases (none last year). Any major changes to the rates are subject to a vote by the homeowners.

The City receives these payments from the County Assessor and keeps them in a special fund. It uses these funds to maintain the common areas of the neighborhood above and beyond the standard City responsibilities.

This work includes the park, trails, benches, retention basin, sidewalks, street trees, streetlights, and common area landscaping.

The City has agreed to bring its landscape maintenance contractor to maintain the District but has not formally accepted the improvements yet.

Once the City inspects and excepts the improvement as being built in compliance with the City Engineer's standards, the City's warranty period of one year begins.

The City contracts with a landscaping company to provide weekly maintenance. These services comprise the majority of the cost. They were bid last fall, and a three-year agreement was awarded. Staff are planning to meet with the residents before the next fiscal year as a Cost-Of-Living Increase is proposed.

65..6%

13..1%

10..7%

5..6%

4..9%
Contractual and Other Services
General & Admin. Expenses
Wages & Benefits
Maintenance & Repair Services
Utilities
Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
Materials & Parts
Fund Transfer
Utilities Maintenance & Repair Services Wages & Benefits General & Admin. Expenses
Contractual and Other Services
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.02
$0.04
$0.06
$0.08
$0.1
Expense Objects
Wages & Benefits $5,552 $5,479 -1.3% -1.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 45
Contractual and Other Services $0 $33,569 N/A N/A
General & Admin. Expenses $0 $6,694 N/A N/A
Utilities $2,435 $2,527 3.8% 3.8%
Maintenance & Repair Services $28,894 $2,874 -90.1% -90.1% Fund Transfer $5,837 $0 -100% -100%
Total Expense Objects: $42,718 $51,143 19.7% 19.7%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs.

FY2026 Budgeted (%
Change)
FY2025 Budgeted vs. FY
2026 FY24/25 vs 5 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 46
Gas Tax
(Fund 75)
The City receives Gas Tax funds through a per-capita distribution by the State of California. These funds, derived from gasoline sales, are designated for street and road maintenance. As fuel efficiency and electric vehicle adoption increase, gas tax revenues have declined. To address this, the State passed SB1, which provides supplemental funding to cities for road infrastructure maintenance and repair.

For FY 2025–26, the Gas Tax Fund begins with a projected balance of $96,949. Revenues are projected at $110,933, while expenditures are projected at $24,000. The City has planned a transfer of $85,000 to support eligible capital projects or maintenance activities.

These funds are pooled with Measure G and other road-dedicated sources to fund street-related capital improvements, such as the City’s slurry seal program and sidewalk repairs identified in the FY 2025–26 Capital Improvement Plan.

Summary
Actual Revenue Source
Budgeted Revenue Source
Actual Expenditures
Budgeted Expenditures
FY2016
FY2017
FY2018
FY2019
FY2020
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$50K
$100K
$150K
$200K
$250K
City of San Juan Bautista | Budget Book 2026 Page 47
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
UUUtttiiillliiitttiiieeesss (((999000...555%%%)))
MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((999...555%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Wages & Benefits
General & Admin. Expenses
Capital Outlay
Fund Transfer Maintenance & Repair Services
Utilities
FY2016
FY2017
FY2018
FY2019
FY2020
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
$0.25
Expense Objects
Utilities $19,000 $19,000 0%
Maintenance & Repair Services $2,000 $2,000 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 48
Total Expense Objects: $21,000 $21,000 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 49
Parking and
Restrooms
(Fund 55)
This fund is dedicated to promoting sustainable tourism by supporting clean public restrooms and adequate parking infrastructure throughout the City. It receives dedicated revenue from the City's Transient Occupancy Tax (TOT), with 16.678 cents of every dollar collected allocated to this purpose.

In FY 2025/26, the fund is projected to begin with a beginning balance of $128,507. Revenues are projected to be $32,890. Expenditures are projected $94,000 to support allowable capital improvements.

The fund has previously supported the installation of new restrooms at Verutti Park and continues to be available for similar high-impact improvements aligned with tourism and visitor-serving amenities. Should the City implement a paid parking program in the future, those revenues will also be directed to this fund.

Summary
Actual Revenue Source
Budgeted Revenue Source
Actual Expenditures
Budgeted Expenditures
FY2016
FY2017
FY2018
FY2019
FY2020
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$25K
$50K
$75K
$100K
$125K
City of San Juan Bautista | Budget Book 2026 Page 50

DEPARTMENTS
City of San Juan Bautista | Budget Book 2026 Page 51
CITY COUNCIL (Dept. 10)
Department Overview
The City Council is the legislative and policy-making body of San Juan Bautista. The operating budget for this department includes:

A portion of City staff time dedicated to supporting Council meetings and legislative processes; Allocated costs for central services including utilities, insurance, and office supplies; Dues and memberships in local and regional governance organizations; Support for Councilmember education and professional development through trainings, conferences, and networking events.

FY 2024/25 Accomplishments
During the past fiscal year, the Council advanced key components of the 5-Year Strategic Plan, including expanded recreation programming, regional infrastructure planning, and strengthened budget oversight.

The Council also hosted a public workshop to review fiscal and strategic priorities, updated staff policies, and guided the expansion of internal services.

FY 2025/26 Focus
The FY 25/26 Budget maintains allocations for Council training and organizational memberships, recognizing their importance in sustaining informed and effective governance. Staff time and support services remain consistent with prior years. The Council will continue to:

Provide direction on major infrastructure investments;
Guide long-term fiscal sustainability strategies;
Oversee strategic plan implementation across departments; Engage the public through transparent decision-making.

Strategic Plan Alignment
City Council leadership supports all five strategic pillars, with a strong emphasis on:

Transparent and Responsive Government
Organizational Capacity and Professionalization
Infrastructure Investment and Modernization
City of San Juan Bautista | Budget Book 2026 Page 52
Expenditures Summary
$79,403
$14,046
(21.49% vs. prior year)
City Council (Dept. 10) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$20K
$40K
$60K
$80K
$100K
City of San Juan Bautista | Budget Book 2026 Page 53
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666111...222%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111777...444%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111222...666%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((888...222%%%))) UUUtttiiillliiitttiiieeesss (((000...666%%%)))
Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Utilities
Contractual and Other Services
Other Personnel Expenses
General & Admin. Expenses Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.02
$0.04
$0.06
$0.08
$0.1
Expense Objects
Wages & Benefits $45,007 $48,603 8%
Other Personnel Expenses $5,000 $10,000 100%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 54
Contractual and Other Services $4,000 $6,500 62.5%
General & Admin. Expenses $9,750 $13,800 41.5%
Utilities $1,200 $500 -58.3%
Materials & Parts $400 $0 -100%
Total Expense Objects: $65,357 $79,403 21.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 55
CITY MANAGER (Dept. 12)
Ashley Collick
City Manager
Department Overview
The City Manager's Office is responsible for the day-to-day administration of all City operations, implementation of City Council policy, and delivery of services across departments. The department also plays a critical role in strategic planning, intergovernmental relations, and organizational leadership.

Budgeted expenses include the City Manager’s salary and benefits, administrative support, and professional development.

FY 2024/25 Accomplishments
Successfully led the implementation of the second year of the 5-Year Strategic Plan, supporting over 60 strategic initiatives across departments.

Organized and facilitated the City’s first staff retreat in lieu of a formal strategic planning session to align departmental goals with organizational culture.

Advanced high-priority projects such as the sewer force main to Hollister, regional fire services review, and staffing realignments to strengthen internal capacity.

Oversaw the development of a comprehensive Capital Improvement Plan and guided budget preparation efforts.

FY 2025/26 Budget Highlights
The FY 25/26 budget reflects full staffing in the City Manager's Office following the restructuring of the Assistant City Manager/Community Development Director role. Rather than refilling the position as a director-level role, the City created a new Senior Planner position and reassigned direct oversight of Public Works, Recreation, and Public Safety to the Assistant to the City Manager. This change reduced departmental costs while expanding mid-management oversight capacity.

FY 2025/26 Priorities
Continue driving implementation of the Strategic Plan through interdepartmental coordination and performance tracking.

Lead regional negotiations related to fire service and long-term water import solutions.

Advance internal initiatives including the adoption of SOPs, a citywide handbook, and fiscal sustainability planning.

Maintain oversight of capital projects, grant development, and succession planning efforts across all departments.

Strategic Plan Alignment
The City Manager’s Office is central to delivering on all five strategic priorities, with notable leadership in:

Organizational Capacity and Professionalization
Infrastructure Investment and Modernization
Transparent and Responsive Government
City of San Juan Bautista | Budget Book 2026 Page 56
Expenditures Summary
$91,464
$27,782
(43.63% vs. prior year)
City Manager (Dept. 12) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$20K
$40K
$60K
$80K
$100K
City of San Juan Bautista | Budget Book 2026 Page 57
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((777555...444%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111000...444%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((999...222%%%))) UUUtttiiillliiitttiiieeesss (((444...444%%%)))
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((000...666%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Contractual and Other Services
Utilities
General & Admin. Expenses
Other Personnel Expenses Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.02
$0.04
$0.06
$0.08
$0.1
Expense Objects
Wages & Benefits $45,007 $68,989 53.3%
Other Personnel Expenses $9,000 $9,500 5.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 58
Contractual and Other Services $325 $575 76.9%
General & Admin. Expenses $6,850 $8,400 22.6%
Utilities $2,500 $4,000 60%
Total Expense Objects: $63,682 $91,464 43.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 59
CITY ATTORNEY (Dept. 11)
Jon R. Giffen
City Attorney
Department Overview
The City contracts with Kennedy, Archer & Giffen to provide City Attorney services. The firm brings a comprehensive, full-service legal team with expertise in municipal law, land use, contracts, personnel, code enforcement, and litigation. The City Attorney advises the City Council, City Manager, staff, and commissions on legal matters and ensures that City decisions and operations comply with applicable laws.

FY 2024/25 Accomplishments
Provided counsel on key agreements, including public safety and infrastructure contracts.

Supported implementation of new administrative procedures and updates to municipal code compliance.

Reviewed proposed zoning and policy amendments related to housing, temporary uses, and fee structures.

FY 2025/26 Budget Outlook
The legal services budget remains consistent with prior years. The City continues to make strategic use of legal counsel to minimize risk, support regulatory compliance, and pursue cost recovery when appropriate.

The City has historically recovered legal expenses associated with private development and enforcement actions and will continue this practice when feasible.

FY 2025/26 Priorities
Legal review of updated development impact fees and the ADU ordinance.

Counsel on negotiations related to fire protection services and law enforcement agreements.

Ongoing support for code enforcement actions and personnel-related matters.

Provide legal guidance during policy and zoning updates in support of the Strategic Plan.

Strategic Plan Alignment
The City Attorney supports several strategic goals, with an emphasis on:

Transparent and Responsive Government
Economic Development and Historic Preservation
Organizational Capacity
City of San Juan Bautista | Budget Book 2026 Page 60
Expenditures Summary
$185,000
$0
(0.00% vs. prior year)
City Attorney (Dept. 11) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
City of San Juan Bautista | Budget Book 2026 Page 61
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
Contractual and Other Services 100%
Budgeted and Historical Expenditures by Expense Type
Millions
General & Admin. Expenses
Maintenance & Repair Services
Capital Outlay
Contractual and Other Services
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
Expense Objects
Legal $185,000 $185,000 0%
Total Expense Objects: $185,000 $185,000 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 62
TREASURER (Dept. 14)
Department Overview
The City Treasurer is an appointed position responsible for advising on treasury and investment activities.

Although the position is currently vacant, the City continues to allocate a portion of administrative overhead to this department in anticipation of future appointment and to maintain compliance with budget accounting practices.

FY 2025/26 Budget Outlook
The budget maintains a placeholder for general government cost allocations and a modest training allowance. No direct personnel expenditures are anticipated while the position remains unfilled. Strategic oversight functions previously associated with the City Treasurer are expected to be incorporated into the proposed Budget and Finance Committee, which will include participation from the Mayor, City Manager, and designated staff.

Planned Priorities
Establishment of the Budget and Finance Committee to assume key fiscal review responsibilities.

Maintain compliance with investment policy reporting and fiscal transparency obligations.

Evaluate whether to recruit for or restructure the Treasurer role based on administrative needs and governance efficiency.

Strategic Plan Alignment
Transparent and Responsive Government
Organizational Capacity
City of San Juan Bautista | Budget Book 2026 Page 63
Expenditures Summary
$1,450
$0
(0.00% vs. prior year)
Treasurer (Dept. 14) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$250
$500
$750
$1K
$1.25K
$1.5K
$1.75K
City of San Juan Bautista | Budget Book 2026 Page 64
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((888222...888%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111777...222%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Utilities
General & Admin. Expenses Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.00025
$0.0005
$0.00075
$0.001
$0.00125
$0.0015
$0.00175
Expense Objects
Wages & Benefits $1,200 $1,200 0%
General & Admin. Expenses $250 $250 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 65
Total Expense Objects: $1,450 $1,450 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 66
FINANCE (Dept. 15)
Department Overview
The Finance Department is responsible for the fiscal operations of the City, including payroll, accounts payable, revenue processing, budget management, and financial reporting. The department includes the City Accountant role and reflects allocated staff time from multiple departments that support financial functions.

FY 2024/25 Accomplishments
Continued transition and data reconciliation using the new MIP municipal finance software, improving transparency and reporting accuracy.

Completed the FY 23/24 audit and maintained compliance with financial reporting standards.

Reorganized the City’s Chart of Accounts to better reflect operational structure and improve tracking for grants, departments, and capital projects.

FY 2025/26 Budget Outlook
The FY 25/26 budget reflects an increase in staff allocations and accounting services in line with expanded tracking needs, budget documentation, and grant compliance. Ongoing investments in software improvements and support services continue to modernize financial operations.

Planned Priorities
Leverage the full capabilities of the MIP system for multi-year forecasting, fund balance tracking, and project-level accounting.

Increase internal coordination on capital improvement project tracking and fund reconciliation.

Expand financial training and documentation to support new staff roles and department managers.

Implement new budgeting workflows aligned with ClearGov for public transparency.

Utility Billing Modernization - The City will implement a 5-year Software-as-a-Service (SaaS) subscription with MuniBilling, incorporating Merchant-as-a-Service (MaaS) functionality. This initiative is aimed at modernizing the utility billing system and enhancing customer convenience. The new platform will allow residents to submit payments electronically, including through their banking apps, offering a secure, user-friendly, and efficient method for managing utility payments. This effort supports the City's broader goals of improving service delivery, expanding digital access, and streamlining financial processes.

The City will develop and implement a formal Purchase Order Policy to ensure that budget encumbrances are accurately tracked and reflected in financial reports. This policy will promote fiscal accountability, improve budget monitoring, and provide clearer guidelines for departmental purchasing processes.

Strategic Plan Alignment
Transparent and Responsive Government
Organizational Capacity and Professionalization
City of San Juan Bautista | Budget Book 2026 Page 67
Expenditures Summary
$249,214
-$3,990
(-1.58% vs. prior year)
Finance (Dept. 15) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
$250K
$300K
City of San Juan Bautista | Budget Book 2026 Page 68
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((555555%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((333999%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((444...222%%%))) UUUtttiiillliiitttiiieeesss (((111...111%%%)))
OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((000...888%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Capital Outlay
Other Personnel Expenses
Utilities
General & Admin. Expenses
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
$0.25
$0.3
Expense Objects
Wages & Benefits $144,479 $136,989 -5.2%
Other Personnel Expenses $1,600 $2,100 31.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 69
Contractual and Other Services $90,325 $97,075 7.5%
General & Admin. Expenses $14,300 $10,350 -27.6%
Utilities $2,500 $2,700 8%
Total Expense Objects: $253,204 $249,214 -1.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 70
CITY LIBRARY (Dept. 16)
Department Overview
The San Juan Bautista City Library continues to serve as a central hub for community learning, engagement, and connection. Open six days a week, the Library operates year-round with modified hours during Daylight Saving Time (March through October: Monday–Friday 11 AM–6 PM, Saturday 11 AM–2 PM; and closing at 5 PM during the winter season). The Library is fully staffed by dedicated part-time personnel who demonstrate exceptional commitment to the City’s educational and cultural mission.

FY 2024/25 Accomplishments
Hosted a wide range of events including Town Halls, community meetings, and library programs in partnership with nonprofits and local businesses.

Maintained consistent operating hours and provided continuity of service despite staff transitions.

Strengthened its role as a community anchor through programs hosted both within the Library and at Carl Martin Luck Memorial Park.

FY 2025/26 Budget Outlook
The FY 25/26 budget reflects the City’s ongoing commitment to maintaining six-day service and improving resiliency in Library operations.

Departmental Transition
Under the direction of the City Manager, the City is developing a transition plan to integrate the Recreation and Library departments into a single, unified Community Services Department. This structural shift will enhance collaboration, streamline staffing, and improve service delivery to the public.

Planned Priorities
Expand programming in partnership with local organizations.

Explore grant funding to support technology and facility upgrades.

Plan for a future review of Library Services and space utilization.

Strategic Plan Alignment
Recreation and Community Vitality
Organizational Capacity and Professionalization
City of San Juan Bautista | Budget Book 2026 Page 71
Expenditures Summary
$174,073
$45,240
(35.12% vs. prior year)
City Library (Dept. 16) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
City of San Juan Bautista | Budget Book 2026 Page 72
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((777777...444%%%))) UUUtttiiillliiitttiiieeesss (((888...555%%%)))
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((777%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...333%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222...111%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((222%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...777%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Capital Outlay
Materials & Parts Maintenance & Repair Services
Contractual and Other Services
Other Personnel Expenses
General & Admin. Expenses
Utilities Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
Expense Objects
Wages & Benefits $86,083 $134,723 56.5%
Other Personnel Expenses $3,000 $4,000 33.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 73
Contractual and Other Services $1,300 $3,700 184.6%
General & Admin. Expenses $19,050 $12,150 -36.2%
Utilities $13,650 $14,800 8.4%
Materials & Parts $3,000 $1,200 -60%
Maintenance & Repair Services $2,750 $3,500 27.3%
Total Expense Objects: $128,833 $174,073 35.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 74
PUBLIC WORKS (Depts 40 and 44)
Department Overview
The Public Works Department maintains the City’s critical infrastructure, including streets, parks, water and sewer systems, storm drains, and public facilities. The team delivers responsive daily operations while supporting major capital improvements that shape San Juan Bautista’s future.

FY 2024/25 Accomplishments
Successfully filled a full-time maintenance worker position and hired a provisional full-time maintenance staffer, with the goal of converting this role into a permanent appointment.

Provided vital support to the Sewer Force Main to Hollister project—one of the City’s largest infrastructure initiatives.

Maintained daily operations across utilities, facilities, and public spaces, ensuring service continuity and quality.

Collaborated closely with the Deputy City Engineer from MNS Engineers, enhancing project coordination and delivery.

FY 2025/26 Budget Outlook
The FY 25/26 budget reflects staffing stabilization following prior vacancies. Operational leadership now reports to the Assistant to the City Manager, facilitating greater alignment with other community-serving departments such as Recreation, Library, and Public Safety. The department continues to rely on both inhouse and contract engineering expertise.

Planned Priorities
Support implementation of the Storm Water Master Plan and sidewalk/ADA upgrades.

Advance infrastructure modernization with targeted projects: lift station upgrades, street improvements, and facility maintenance.

Coordinate with the City Engineer to complete the Sewer Force Main and initiate water import system improvements.

Enhance preventive maintenance, asset management, and service responsiveness.

Strategic Plan Alignment
Infrastructure Investment and Modernization
Transparent and Responsive Government
Organizational Capacity and Service Professionalization City of San Juan Bautista | Budget Book 2026 Page 75
Expenditures Summary
$489,186
$166,302
(51.51% vs. prior year)
Public Works (Depts 40 and 44) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
$500K
$600K
City of San Juan Bautista | Budget Book 2026 Page 76
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666666...888%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((999...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((777...111%%%))) UUUtttiiillliiitttiiieeesss (((666...666%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((444...888%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...888%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111...555%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Capital Outlay
Other Personnel Expenses
General & Admin. Expenses
Materials & Parts
Utilities
Contractual and Other Services Maintenance & Repair Services Wages & Benefits FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$-0.1
$0
$0.1
$0.2
$0.3
$0.4
$0.5
$0.6
Expense Objects
Wages & Benefits $205,284 $326,786 59.2%
Other Personnel Expenses $5,000 $7,400 48%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 77
Contractual and Other Services $10,050 $34,600 244.3%
General & Admin. Expenses $17,050 $18,500 8.5%
Utilities $34,750 $32,400 -6.8%
Materials & Parts $27,000 $23,500 -13%
Maintenance & Repair Services $23,750 $46,000 93.7%
Total Expense Objects: $322,884 $489,186 51.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 78
STREETS (Dept. 40)
Department Overview
Department 40 supports the City’s effort to maintain and improve its non-utility public infrastructure, including streets, sidewalks, storm drains, bike lanes, crosswalks, curb ramps, street signs, and street trees.

The work ensures safe mobility for pedestrians, cyclists, and vehicles alike while enhancing the visual character of San Juan Bautista’s neighborhoods and commercial areas.

FY 2025/26 Budget Outlook
The department remains staffed by members of the Public Works crew, who rotate between streets and other assignments such as water and sewer, depending on seasonal demands and project priorities. The budget accounts for approximately 1.95 Full-Time Equivalent (FTE) employees, including contributions from a provisional maintenance worker position filled at the end of FY 24/25.

The budget includes routine materials, equipment, and tools for ongoing repair and maintenance operations. While additional funding has been allocated to increase pothole repairs, the overall demand for street rehabilitation continues to exceed available General Fund and Gas Tax revenue. Therefore, the City relies heavily on the Capital Improvement Program (CIP) for major resurfacing and infrastructure upgrades.

Capital Investments and Priorities
FY 25/26 marks the implementation of several key initiatives:

Continued prioritization of street maintenance through the Pavement Management Plan (PMP) Design for Third Street improvements and submission of an Active Transportation Program (ATP) grant for expanded bike and pedestrian infrastructure
Developer-led construction of a right-turn lane at Highway 156 and The Alameda Expansion of ADA-compliant curb ramps and sidewalk repairs through CIP allocations Strategic Plan Alignment
Infrastructure Investment and Modernization
Transparent and Responsive Government
Community Vitality and Mobility
City of San Juan Bautista | Budget Book 2026 Page 79
Expenditures Summary
$199,781
$58,289
(41.20% vs. prior year)
Streets (Dept. 40) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
$250K
City of San Juan Bautista | Budget Book 2026 Page 80
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666999...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111222...999%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((666...111%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((444...555%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...666%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...555%%%))) UUUtttiiillliiitttiiieeesss (((111...111%%%)))
Budgeted and Historical Expenditures by Expense Type
Millions
Capital Outlay
Utilities
Other Personnel Expenses
General & Admin. Expenses
Maintenance & Repair Services
Materials & Parts
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2023
FY2024
FY2025
FY2026
$-0.05
$0
$0.05
$0.1
$0.15
$0.2
$0.25
Expense Objects
Wages & Benefits $102,642 $138,331 34.8%
Other Personnel Expenses $2,650 $5,050 90.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 81
Contractual and Other Services $1,250 $25,800 1,964%
General & Admin. Expenses $4,950 $7,150 44.4%
Utilities $2,000 $2,200 10%
Materials & Parts $14,250 $12,250 -14%
Maintenance & Repair Services $13,750 $9,000 -34.5%
Total Expense Objects: $141,492 $199,781 41.2%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 82
BUILDING and GROUNDS (Dept. 44)
Department Overview
The Buildings and Grounds division plays a vital role in shaping San Juan Bautista’s image as a welcoming and well-kept community. This team is responsible for the maintenance and routine repair of City-owned parks, landscaped areas, public restrooms, and municipal buildings. Their consistent work directly enhances quality of life for residents and ensures visitors experience the City’s charm and beauty.

FY 2025/26 Budget Outlook
The FY 25/26 budget reflects continued investment in maintaining high standards for public spaces. This includes:

Routine maintenance of existing parks and green spaces
Upkeep of municipal buildings including City Hall and the Library Maintenance of newly added amenities such as public restrooms at Verutti Park Continued irrigation of parks and landscape areas, now formally accounted for with internal water usage billing
The budget allocates portions of time from multiple Public Works employees to reflect the shared responsibility for buildings and grounds. In recognition of this department's role in beautification and hospitality, funding for seasonal planting, turf care, and repair materials remains in place.

Ongoing Priorities and Additions
Monitoring irrigation efficiency as the City begins design work for new imported water infrastructure Addressing landscape needs in new or improved facilities as part of the expanded Capital Improvement Plan
Continued collaboration with Recreation and Library staff to ensure shared spaces remain clean, safe, and functional
Strategic Plan Alignment
Community Vitality and Recreation
Infrastructure Investment and Modernization
Organizational Capacity and Service Professionalization City of San Juan Bautista | Budget Book 2026 Page 83
Expenditures Summary
$289,405
$108,013
(59.55% vs. prior year)
Building and Grounds (Dept. 44) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
$500K
City of San Juan Bautista | Budget Book 2026 Page 84
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666555...111%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((111222...888%%%))) UUUtttiiillliiitttiiieeesss (((111000...444%%%)))
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...999%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((333...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((333%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((000...888%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Capital Outlay
Other Personnel Expenses
Contractual and Other Services Materials & Parts
General & Admin. Expenses
Utilities Maintenance & Repair Services Wages & Benefits FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$-0.1
$0
$0.1
$0.2
$0.3
$0.4
$0.5
Expense Objects
Wages & Benefits $102,642 $188,455 83.6%
Other Personnel Expenses $2,350 $2,350 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 85
Contractual and Other Services $8,800 $8,800 0%
General & Admin. Expenses $12,100 $11,350 -6.2%
Utilities $32,750 $30,200 -7.8%
Materials & Parts $12,750 $11,250 -11.8%
Maintenance & Repair Services $10,000 $37,000 270%
Total Expense Objects: $181,392 $289,405 59.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 86

PUBLIC SAFETY
Roy Morales
Assistant to the City Manager
Department Overview
The Public Safety Department is a consolidated function that includes oversight of law enforcement, fire and emergency services, animal control, code enforcement, and related public safety initiatives. It is managed by the City Manager with direct support from the Public Safety Coordinator, a position created in FY 2023/24 to strengthen inter-agency coordination and proactively manage safety-related programs and contracts.

FY 2025/26 Budget Outlook
The FY 25/26 Public Safety budget reflects a continuation of the strategic shift toward local oversight and program alignment. While operating under one full-time Sheriff’s Deputy remains the current status, the City is holding off on any major staffing expansions—including the proposed second deputy—until a midyear review. The City has also formally discontinued the contract with private security provider Kysmet, reallocating those resources internally.

Key developments this year include:

Continued leadership by the Public Safety Coordinator, now fully integrated and overseeing coordination across all public safety services
A focus on evaluating long-term options for both law enforcement and fire protection service models Progress in strategic discussions with Hollister Fire Department, with updated reports submitted to Council in April and May 2025 regarding the contract's renewal and cost scenarios Ongoing community engagement around crime prevention tools and data-driven policing enhancements like the Flock license plate reader system Strategic Plan Alignment
Transparent and Responsive Government: By prioritizing oversight, performance evaluation, and transparency in safety contracts
Organizational Capacity and Professionalization: With formal staffing structure for public safety administration
Community Vitality and Resilience: Through emergency planning, hazard mitigation, and neighborhood security initiatives
Outlook
Looking ahead, the City will evaluate the need for a second full-time deputy based on mid-year data and community feedback. The Council and staff are also exploring sustainable long-term partnerships for fire protection, including a potential sales tax measure to support public safety needs.

City of San Juan Bautista | Budget Book 2026 Page 87
Expenditures Summary
$858,181
$35,574
(4.32% vs. prior year)
Public Safety Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$200K
$400K
$600K
$800K
$1M
City of San Juan Bautista | Budget Book 2026 Page 88
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((777666...777%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((111111...777%%%))) WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((111111...222%%%))) UUUtttiiillliiitttiiieeesss (((000...444%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...000222%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
General & Admin. Expenses
Maintenance & Repair Services
Materials & Parts
Utilities Wages & Benefits
Capital Outlay
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.2
$0.4
$0.6
$0.8
$1
Expense Objects
Wages & Benefits $214,682 $96,252 -55.2%
Other Personnel Expenses $1,500 $0 -100%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 89
Contractual and Other Services $501,500 $658,279 31.3%
General & Admin. Expenses $1,275 $0 -100%
Utilities $3,500 $3,500 0%
Materials & Parts $150 $150 0%
Capital Outlay $100,000 $100,000 0%
Total Expense Objects: $822,607 $858,181 4.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 90
FIRE and EMS (Dept. 20)
Department Overview
The Fire and EMS Department provides emergency fire protection and medical response services to the residents of San Juan Bautista through a contract with the City of Hollister. While Hollister Fire staffs and manages the operations, the City owns the fire station facility and primary fire apparatus.

FY 2025/26 Budget Outlook
The current contract with the City of Hollister is set to expire on December 20, 2025, prompting the City to reevaluate its long-term fire protection strategy. In anticipation of this, the City has initiated interagency coordination with San Benito County to explore a potential transition or restructuring of fire services. This approach aims to ensure continuity of service while improving cost efficiency.

Key budgetary considerations include:

Maintaining existing operational funding while negotiations are underway Setting aside capital reserves for fire engine replacement, with a down payment allocated in this year’s Capital Improvement Plan (CIP)
Completion of the fire station roof replacement in FY 2024/25, removing this item from upcoming capital maintenance needs
Strategic Plan Alignment
Transparent and Responsive Government: By evaluating alternative models and fostering transparency in contract negotiations
Infrastructure and Modernization: Investment in vehicles and facilities ensures long-term readiness Organizational Capacity: The City's administrative oversight is increasing through strategic staffing and interagency planning
Outlook
The City is expected to finalize its fire protection strategy by fall 2025 to ensure uninterrupted service beyond the contract expiration. In the meantime, the FY 2025/26 budget preserves flexibility for mid-year adjustments based on the outcome of these discussions and potential service transitions.

City of San Juan Bautista | Budget Book 2026 Page 91
Expenditures Summary
$556,429
$156,279
(39.06% vs. prior year)
Fire and EMS (Dept. 20) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
$500K
$600K
City of San Juan Bautista | Budget Book 2026 Page 92
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((888111...444%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((111888%%%))) UUUtttiiillliiitttiiieeesss (((000...666%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...000333%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Wages & Benefits
Other Personnel Expenses
General & Admin. Expenses
Maintenance & Repair Services
Materials & Parts
Utilities
Capital Outlay
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$-0.1
$0
$0.1
$0.2
$0.3
$0.4
$0.5
$0.6
Expense Objects
Other Personnel Expenses $1,500 $0 -100%
Contractual and Other Services $294,500 $452,779 53.7%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 93
General & Admin. Expenses $500 $0 -100%
Utilities $3,500 $3,500 0%
Materials & Parts $150 $150 0%
Capital Outlay $100,000 $100,000 0%
Total Expense Objects: $400,150 $556,429 39.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 94
CODE ENFORCEMENT (Dept. 25)
Department Overview
The Code Enforcement Department is responsible for ensuring compliance with the City’s Municipal Code, with a focus on health, safety, nuisance abatement, and zoning enforcement. This department plays a vital role in protecting property values, enhancing community aesthetics, and promoting quality of life in San Juan Bautista.

FY 2025/26 Budget Outlook
This fiscal year, the City has continued to realign and professionalize its code enforcement function under the broader umbrella of Public Safety services. The Code and Community Safety Liaison role replaces the previous “Community Safety Officer” title, with no budget impact but a clearer, service-oriented title that emphasizes education and community engagement. The position works closely with Planning, Building, and Public Works to ensure consistent interpretation and enforcement of local ordinances and zoning regulations.

Key priorities for the upcoming fiscal year include:

Strengthening coordination with Planning and Historic Preservation to improve enforcement in the Historic District
Continuing proactive enforcement strategies to address illegal dumping, property maintenance, and signage violations
Improving data tracking and reporting of code cases for better transparency and performance management
Strategic Plan Alignment
Transparent and Responsive Government: Focus on communication, visibility, and responsiveness to community concerns
Organizational Capacity and Professionalization: Reclassification of the role reflects the City's commitment to service excellence
Economic Development and Historic Preservation: Active enforcement in historic and commercial areas supports business investment and preservation goals
Outlook
As community expectations and regulations evolve, the City is investing in building a code enforcement program that is equitable, proactive, and integrated with long-range planning. Continued interdepartmental collaboration and enhanced public communication are central to these efforts.

City of San Juan Bautista | Budget Book 2026 Page 95
Expenditures Summary
$164,456
-$4,214
(-2.50% vs. prior year)
Code Enforcement (Dept. 25) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026
$0
$50K
$100K
$150K
$200K
City of San Juan Bautista | Budget Book 2026 Page 96
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((999000...111%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...777%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((222...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222...555%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((111%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Utilities Maintenance & Repair Services
Materials & Parts
Contractual and Other Services
General & Admin. Expenses
Other Personnel Expenses Wages & Benefits
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
Expense Objects
Wages & Benefits $157,520 $148,106 -6%
Other Personnel Expenses $1,500 $4,500 200%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 97
Contractual and Other Services $800 $4,100 412.5%
General & Admin. Expenses $3,600 $4,150 15.3%
Utilities $2,250 $1,000 -55.6%
Materials & Parts $1,000 $1,600 60%
Maintenance & Repair Services $2,000 $1,000 -50%
Total Expense Objects: $168,670 $164,456 -2.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 98
LAW ENFORCEMENT (Dept. 30)
Department Overview
Law Enforcement services for the City of San Juan Bautista are provided through a contract with the San Benito County Sheriff’s Office. This department is responsible for public safety, crime prevention, and ensuring peace within the city through patrols, investigations, and community engagement.

FY 2025/26 Budget Outlook
The City continues to fund one dedicated Sheriff’s deputy, providing 40 hours of weekly patrol coverage. In prior years, these efforts were supplemented by a private security contractor; however, the private security contract was terminated, and all enforcement is now coordinated through the Sheriff and in-house Code and Community Safety Liaison staff.

While there has been community interest in expanding patrol coverage, no new deputy has been added for FY 25/26. The City Manager has recommended reassessing the need for additional law enforcement personnel at mid-year, taking into account budget conditions, community feedback, and evolving safety needs.

The Public Safety Committee has not convened in the past year, and staff recommends holding off on reactivating it until the City evaluates law enforcement priorities after the mid-year review.

Strategic Plan Alignment
Transparent and Responsive Government: Ongoing evaluation of public safety needs in consultation with residents
Organizational Capacity: Realignment of internal staff and clearer oversight roles to support field operations
Fiscal Responsibility: Preserving core law enforcement services while monitoring long-term contract cost trends
Outlook
The FY 2025/26 approach maintains a lean, essential public safety footprint while ensuring the flexibility to respond to evolving needs. The City remains committed to public safety while balancing fiscal constraints and long-term planning.

City of San Juan Bautista | Budget Book 2026 Page 99
Expenditures Summary
$300,752
-$115,705
(-27.78% vs. prior year)
Law Enforcement (Dept. 30) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
$500K
$600K
City of San Juan Bautista | Budget Book 2026 Page 100
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((666888%%%))) WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((333222%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
General & Admin. Expenses
Utilities Wages & Benefits
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.1
$0.2
$0.3
$0.4
$0.5
$0.6
Expense Objects
Wages & Benefits $214,682 $96,252 -55.2%
Contractual and Other Services $201,000 $204,500 1.7%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 101
General & Admin. Expenses $775 $0 -100%
Total Expense Objects: $416,457 $300,752 -27.8%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 102
ANIMAL CONTROL (Dept. 36)
Department Overview
Animal Control services in San Juan Bautista are currently provided through the City’s Code and Community Safety Liaison, who responds to calls involving stray animals, welfare checks, and other animal-related concerns. The City does not maintain a dedicated animal control division but continues to explore options to improve its response and containment capabilities.

FY 2025/26 Budget Outlook
As part of the FY 25/26 Capital Improvement Plan, the City is considering the installation of a kennel at Well

6. This facility would serve as a temporary, overnight holding location for animals, acting as a transfer station to assist with emergency containment and facilitate coordination with regional animal care providers.

Ongoing discussions with the City of Hollister regarding potential collaboration on animal control services have not yet resulted in a formal agreement, but remain a focus of long-term planning.

Strategic Plan Alignment
Transparent and Responsive Government: Addressing community needs through improved animal control capacity
Organizational Capacity: Supporting enhanced public safety operations with targeted infrastructure Community Vitality: Ensuring humane treatment and safety in response to animal-related service requests
Outlook
While a full-service animal control program is not in place, strategic planning for temporary sheltering and potential interagency cooperation positions the City to expand services incrementally in response to community needs.

City of San Juan Bautista | Budget Book 2026 Page 103
Expenditures Summary
$1,000
-$5,000
(-83.33% vs. prior year)
Animal Control (Dept. 36) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$2.5K
$5K
$7.5K
$10K
$12.5K
$15K
Expenditures by Expense Type
City of San Juan Bautista | Budget Book 2026 Page 104
Budgeted and Historical Expenditures by Expense Type
Millions
Contractual and Other Services
FY2018FY2019
FY2020FY2021
FY2022
FY2023FY2024FY2025
FY2026
$0
$0.0025
$0.005
$0.0075
$0.01
$0.0125
$0.015
Expense Objects
Contractual and Other Services $6,000 $1,000 -83.3%
Total Expense Objects: $6,000 $1,000 -83.3%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 105
PARKS and REC. (Dept. 33)
Department Overview
The Recreation Department continues to play a vital role in enhancing community engagement, wellness, and quality of life for residents of all ages. Through a diverse range of programming and successful community events, the department has become a valued resource, particularly for youth and seniors.

FY 2025/26 Budget Outlook
In FY 2024/25, the part-time Recreation Assistant position transitioned into a full-time Recreation Coordinator role. The FY 2025/26 budget continues to support this position, enabling the department to:

Expand recreational offerings and city-hosted events
Oversee the $30,000 nonprofit support fund, which facilitates grants to organizations that serve local residents
Deepen engagement with volunteers and civic partners
Departmental Transition
Under the direction of the City Manager, the City is developing a transition plan to integrate the Recreation and Library departments into a single, unified Community Services Department. This structural shift will enhance collaboration, streamline staffing, and improve service delivery to the public.

Strategic Plan Alignment
Community Vitality: Providing equitable access to high-quality programs and amenities Transparent and Responsive Government: Enhancing coordination and maximizing community benefit Organizational Capacity: Advancing professionalization and efficient service models Outlook
With full-time staffing secured and a departmental merger on the horizon, the Recreation program is poised for expanded impact in FY 2025/26. The City aims to build a more integrated model of community services that unifies library and recreation under a common vision for public benefit.

City of San Juan Bautista | Budget Book 2026 Page 106
Expenditures Summary
$167,202
$38,724
(30.14% vs. prior year)
Parks and Rec. (Dept. 33) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2021 FY2023 FY2024 FY2025 FY2026
$0
$50K
$100K
$150K
$200K
City of San Juan Bautista | Budget Book 2026 Page 107
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((777555...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111999...444%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((222...555%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111...888%%%))) UUUtttiiillliiitttiiieeesss (((000...666%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...444%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts
Utilities
Other Personnel Expenses
General & Admin. Expenses
Contractual and Other Services Wages & Benefits
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
Expense Objects
Wages & Benefits $69,978 $125,752 79.7%
Other Personnel Expenses $1,500 $3,000 100%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 108
Contractual and Other Services $50,000 $32,500 -35%
General & Admin. Expenses $6,250 $4,200 -32.8%
Utilities $0 $1,000 N/A
Materials & Parts $750 $750 0%
Total Expense Objects: $128,478 $167,202 30.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 109
ADMINISTRATIVE SERVICES (Dept. 13)
Elizabeth Soto
Administrative Services Director
Department Overview
On November 8, 2022, voters passed Measure W, changing the City Clerk position from elected to appointed.

The position had remained vacant since the resignation of the previous City Clerk in 2021. In the interim, the Deputy City Clerk, hired on January 7, 2023, had been fulfilling the duties of the City Clerk. On April 16, 2024, the City Council adopted a resolution establishing the City Clerk/Administrative Services Director position and directed the City Manager to initiate recruitment for the role. The new City Clerk/Administrative Services Director was officially hired in August 2024. This department is overseen by the Administrative Services Director, who also fulfills the responsibilities of the City Clerk.

Core Functions Include:

Human Resources management and employee onboarding
Oversight of risk management and insurance programs
Coordination of Information Technology services and vendor contracts Clerking responsibilities for the City Council, Planning Commission, and Historic Resources Board Maintenance of the City’s website and communications infrastructure Public Records Act compliance and records retention
FY 2025/26 Departmental Changes
In FY 2024/25, the City transitioned the City Clerk from an elected to an appointed position, which streamlined operations and increased accountability. The department has also added a part-time Administrative Assistant position to support clerical and customer service functions.

This year, the City reorganized its administrative team to strengthen organizational capacity. The Administrative Services Director now serves in a mid-management capacity and provides oversight to administrative staff across multiple departments, including Finance, IT, and customer service.

FY 2025/26 Priorities
Implementation of Document Management System (DMS):

The City Clerk will implement an existing Document Management System (DMS) to enhance organizational efficiency and effectiveness. This system will streamline document retrieval and organization, support collaboration through centralized access and sharing tools, reduce costs associated with paper storage and IT support, strengthen document security with access controls and encryption, and support regulatory compliance through audit trails and version tracking.

City Website:

The new city website redesign will ensure it is clear, user-friendly, and accessible to all users. The redesign will focus on improving navigation, enhancing transparency, and ensuring compliance with legal requirements, including accessibility standards and public records laws.

Records Management Enhancement:

The City Clerk will prioritize updates to its Records Retention Policy to ensure alignment with current legal and operational requirements. This includes conducting a comprehensive review of existing records, identifying outdated or unnecessary documents, and purging them in accordance with approved retention schedules. These efforts will promote efficient information management and reduce physical and digital storage demands.

Agenda Management:

City of San Juan Bautista | Budget Book 2026 Page 110
To improve legislative efficiency, the City Clerk’s Department will work to streamline the agenda management process.

This includes evaluating current practices, identifying opportunities for automation or simplification, and developing a formal agenda preparation policy. The goal is to reduce the time required to compile, review, and distribute agenda packets while maintaining accuracy, transparency, and compliance with applicable laws and timelines.

Strategic Plan Alignment
Organizational Capacity: Enhancing internal systems and professional roles Transparent and Responsive Government: Supporting compliance and public engagement Economic Development: Increasing administrative efficiency to support permitting and business services
Looking Ahead
With improved staffing and leadership structure, the Administrative Services Department is well-positioned to meet increasing service demands while continuing to uphold the City’s values of accountability, accessibility, and innovation.

Expenditures Summary
$192,781
-$932
(-0.48% vs. prior year)
Admin Services (Dept. 13) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
$250K
City of San Juan Bautista | Budget Book 2026 Page 111
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666888...777%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111444...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111333...222%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...666%%%))) UUUtttiiillliiitttiiieeesss (((111...333%%%)))
Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Capital Outlay
Utilities
Other Personnel Expenses
Contractual and Other Services
General & Admin. Expenses Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
$0.25
Expense Objects
Wages & Benefits $146,063 $132,481 -9.3%
Other Personnel Expenses $5,600 $5,100 -8.9%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 112
Contractual and Other Services $22,350 $25,450 13.9%
General & Admin. Expenses $17,100 $27,150 58.8%
Utilities $2,600 $2,600 0%
Total Expense Objects: $193,713 $192,781 -0.5%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 113
GENERAL GOVERNMENT (Dept. 45)
Department Overview
The General Government Department serves as a flexible account for citywide expenditures that do not fit cleanly into other departmental budgets. It plays an important role in facilitating regional cooperation, civic engagement, and cultural heritage initiatives.

Key Expenditures Include:

Membership dues for intergovernmental and municipal associations Allocations to local nonprofits and community-based organizations Support for City advisory bodies and volunteer-led initiatives Special projects and celebrations that reflect the City’s historical identity and community pride FY 2025/26 Highlights
This fiscal year, the department continues its support for citywide cultural and promotional efforts, including small-scale community events and information-sharing platforms. While no major commemorative events are currently budgeted, the City remains committed to preserving its historic character and supporting tourism, a key driver of local revenue.

Additionally, funds from this department may be used to seed new civic engagement programs or pilot initiatives aligned with Strategic Plan goals—particularly those under the themes of community vitality and transparent governance.

Strategic Plan Alignment
Community Vitality: Supporting events and organizations that promote civic pride Transparent and Responsive Government: Sustaining advisory group operations Economic Development: Promoting tourism and downtown revitalization City of San Juan Bautista | Budget Book 2026 Page 114
Expenditures Summary
$72,070
$11,070
(18.15% vs. prior year)
General Government (Dept. 45) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$25K
$50K
$75K
$100K
$125K
$150K
City of San Juan Bautista | Budget Book 2026 Page 115
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((555666...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((444333...111%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
Capital Outlay
Contractual and Other Services
General & Admin. Expenses
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021FY2022
FY2023
FY2024FY2025
FY2026
$0
$0.025
$0.05
$0.075
$0.1
$0.125
$0.15
Expense Objects
Contractual and Other Services $0 $31,070 N/A
General & Admin. Expenses $61,000 $41,000 -32.8%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 116
Total Expense Objects: $61,000 $72,070 18.1%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 117
BUILDING DEPT. (Dept. 18)
Department Overview
The Building Department provides oversight for all building permit activity, including application intake, plan review coordination, inspections, and permit issuance. Services are primarily delivered through the City’s contract with 4Leaf, but beginning in FY 2025/26, the City will begin phasing in minor inspections inhouse as part of an effort to expand the Code Enforcement Officer’s role and reduce contract service costs.

FY 2025/26 Highlights
Development activity is expected to increase in FY 2025/26, including the start of at least one major residential subdivision and multiple infill housing projects.

The City will reduce reliance on 4Leaf by transitioning select inspection duties to internal staff, leveraging cross-training within the Public Safety division.

The iWorQ permitting system remains a valuable tool, ensuring real-time tracking, deadline management, and seamless collaboration across departments.

Operational Shifts
The Code Enforcement Officer’s expanded role will include support for basic construction inspections, enhancing responsiveness and cost-effectiveness.

Contracted support from 4Leaf will continue for complex plan checks and specialized inspections, while the permit technician remains stationed at City Hall to ensure continuity in processing and customer service.

Budget Considerations
The budget reflects cost savings from a reduced scope of contracted services, while supporting investment in internal staff development and interdepartmental coordination.

Fees generated from permits and plan reviews continue to provide a sustainable funding source, with the goal of keeping General Fund subsidy to a minimum.

Strategic Plan Alignment
Organizational Capacity and Service Professionalization: Builds internal capability and reduces contractor dependence
Infrastructure Modernization: Ensures projects meet health, safety, and environmental standards Economic Development: Facilitates efficient development approvals and supports business and housing growth
City of San Juan Bautista | Budget Book 2026 Page 118
Expenditures Summary
$185,801
$35,800
(23.87% vs. prior year)
Building Dept. (Dept. 18) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$50K
$100K
$150K
$200K
$250K
$300K
City of San Juan Bautista | Budget Book 2026 Page 119
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((999555...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((333%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111...333%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
Utilities Materials & Parts Maintenance & Repair Services Capital Outlay
General & Admin. Expenses
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
$0.25
$0.3
Expense Objects
Wages & Benefits $27,501 $177,801 546.5%
Contractual and Other Services $120,000 $5,500 -95.4%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 120
General & Admin. Expenses $2,500 $2,500 0%
Total Expense Objects: $150,001 $185,801 23.9%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 121
PLANNING (Dept. 17)
Department Overview
The Planning Department is primarily funded by the Community Development Fund, sustained through development application fees, entitlement reviews, and targeted grants. When necessary, this fund is supplemented by General Fund transfers to ensure continuity of service and strategic advancement.

FY 2025/26 Highlights
In FY 2024/25, the City filled a new Associate Planner position to stabilize planning functions, reduce contractor reliance, and support both current and long-range planning efforts.

In FY 2025/26, the City plans to hire a Senior Planner to assume broader leadership responsibilities in the areas of historic preservation, zoning reform, and state compliance, further reducing the scope and cost of contract planning services.

Major Initiatives
Urban Growth/Sphere of Influence Planning: Advancing a targeted General Plan Amendment with a focus on infill development, infrastructure readiness, and growth forecasting.

Historic Preservation Oversight: With new staff capacity, the City will enhance support to the Historic Resources Board and implement updated guidelines and review processes.

Third Street Master Plan: Completing the design phase of this streetscape and economic revitalization effort, funded in part through external transportation and capital grants.

Housing Element Implementation: Execution of housing programs and regulatory updates tied to the City’s recently certified Housing Element.

Zoning & Code Updates: Continued work to update the City’s zoning and ADU ordinances, and to streamline application processing.

Staffing Strategy
The addition of the Associate Planner in FY 2024/25 has provided dedicated staffing for Planning Commission and development review.

The Senior Planner position proposed for FY 2025/26 will assume strategic leadership and manage key planning projects, providing supervision over consultants and internal integration across departments.

Strategic Plan Alignment
Economic Development & Historic Preservation: Focused oversight of downtown development and design standards
Infrastructure Modernization: Zoning and land use planning integrated with capital improvements Organizational Capacity: Internal staffing reduces contract costs and strengthens institutional knowledge
Transparent & Responsive Government: Supports inclusive planning processes, public hearings, and state-mandated reporting
City of San Juan Bautista | Budget Book 2026 Page 122
Expenditures Summary
$249,141
$1,400
(0.57% vs. prior year)
Planning (Dept. 17) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
City of San Juan Bautista | Budget Book 2026 Page 123
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((555777...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((333111...111%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((777...444%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...888%%%))) UUUtttiiillliiitttiiieeesss (((111%%%)))
Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Capital Outlay
Utilities
Other Personnel Expenses
General & Admin. Expenses
Contractual and Other Services Wages & Benefits
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.05
$0.1
$0.15
$0.2
$0.25
$0.3
Expense Objects
Wages & Benefits $57,491 $143,641 149.8%
Other Personnel Expenses $7,000 $7,000 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 124
Contractual and Other Services $152,200 $77,450 -49.1%
General & Admin. Expenses $28,550 $18,550 -35%
Utilities $2,500 $2,500 0%
Total Expense Objects: $247,741 $249,141 0.6%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 125
ENGINEERING (Dept. 19)
Department Overview
The Engineering Department manages all aspects of the City’s public infrastructure engineering. The City contracts with MNS Engineers, now in their fourth year serving as the City Engineer. Based in Santa Barbara, MNS provides a robust multidisciplinary team, bringing expanded capacity to manage both long-term capital improvements and day-to-day technical support for Public Works and Planning.

FY 2025/26 Highlights
MNS continues to provide essential oversight of major capital improvement projects, including the Sewer Force Main to Hollister, water system upgrades, and stormwater infrastructure design.

The Engineering team provides operational support to Public Works on an ongoing basis, including assistance with project scoping, informal bidding, contracting, and technical troubleshooting.

Encroachment permitting and development review remain key responsibilities, ensuring private projects meet City standards for public improvements and utility integration.

Key Areas of Focus
Third Street Transformation: The Engineering Department will play a central role in design review, utility coordination, and implementation planning for the multi-modal streetscape project.

Grant-Funded Capital Projects: The department continues to support the City in executing grantfunded infrastructure work, from bidding to compliance tracking.

Developer Support: A portion of staff time is allocated to reviewing private developer improvement plans, construction inspection, and technical consulting.

Strategic Support Functions
Engineering provides a critical link between policy and execution, translating the City’s Strategic Plan and Capital Improvement Plan (CIP) into deliverable projects.

By participating in weekly interdepartmental meetings, MNS helps align infrastructure planning with land use goals and community development timelines.

Strategic Plan Alignment
Infrastructure Investment: Provides technical leadership for sewer, water, and street modernization Organizational Capacity: Reduces internal workload by offering outsourced expertise and continuity Transparent Government: Supports permitting transparency and code compliance through regular plan review and public-facing engagement
City of San Juan Bautista | Budget Book 2026 Page 126
Expenditures Summary
$264,500
$0
(0.00% vs. prior year)
Engineering (Dept. 19) Proposed and Historical Budget vs. Actual Actual Budgeted Over Budget
FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026 $0
$100K
$200K
$300K
$400K
City of San Juan Bautista | Budget Book 2026 Page 127
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

99..4%

0..6%
Contractual and Other Services
General & Admin. Expenses
Budgeted and Historical Expenditures by Expense Type
Millions
Wages & Benefits
Other Personnel Expenses
Utilities Maintenance & Repair Services
Capital Outlay
General & Admin. Expenses
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.1
$0.2
$0.3
$0.4
Expense Objects
Contractual and Other Services $263,000 $308,000 17.1%
General & Admin. Expenses $1,500 $1,500 0%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 128
Total Expense Objects: $264,500 $309,500 17%
Name FY2025 Budgeted FY 2026 FY24/25 vs 5 FY2025 Budgeted vs. FY 2026 FY24/25 vs 5 (% Change)
City of San Juan Bautista | Budget Book 2026 Page 129
6/3/2025
1 City of San Juan Bautista
Fourth of 2025 July Plan
Report Created by Public Safety Coordinator Roy Morales 6/02/2025 1
Roy Morales- Public Safety Coordinator
Safe & Sane Fireworks sales
Anzar High School Booster Club
• Permit from:

Noon on June 30 – 7:00 PM on July 4, 2025
Daily Firework Sales 9:00 AM – 9:00 PM
• At Windmill Market
Report Created by Public Safety Coordinator Roy Morales 04/01/2024 2
6/3/2025
2 Legal vs Illegal Fireworks
Report Created by Public Safety Coordinator Roy Morales 04/01/2024 3
Enforcement
Placed at three entrance points of the city
• “LEGAL FIREWORKS PERMITTED ONLY ON JULY 4th BETWEEN NOON – 9:00 PM”
• 4 camera trailers: Copperleaf, Library, Abbie Park,
• State Parks X from Daisy’s facing 3rd St.

Report Created by Public Safety Coordinator Roy Morales 06/01/2025 4
6/3/2025
3 Fourth of July Plan
• Law
• Deputy Villanueva will adjust his hours for the entire weekend • The Sheriff’s Office will have additional personnel assigned throughout the county • Sheriff and Kysmet will issue citations for violators • Sheriff’s Office will collect illegal fireworks and turn into Fire personnel • Fire
• Normal 3/0 staffing
• Private Security- Kysmet
• Two officers from July 2nd through July 8th.
• Hours 6pm – Midnight (4th-7th)
Report Created by Public Safety Coordinator Roy Morales 6/01/2025 5
Resolution No. 2021-34A
• Established a bail schedule for citations issued under Municipal Code Section 5-16-100 as follows:
• $1000.00 for the first offense
• $2500.00 for the second offense
• $5000.00 for the third offense and each offense thereafter Report Created by Public Safety Coordinator Roy Morales 06/01/2025 6

San Juan Bautista City CouncilJune 4, 2025

San Juan Bautista City Council
June 4, 2025