San Juan Bautista City Council
June 17, 2025

City of San Juan Bautista
Digital Budget Book

DRAFT VERSION
Last updated 06/13/25
City of San Juan Bautista | Budget Book 2026 Page 1
DRAFT

TABLE OF CONTENTS
Introduction3
CITY OF SAN JUAN BAUTISTA PROFILE4
VISION STATEMENT7
City Officials8
Transmittal Letter9
Organization Chart 11
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) 64
Finance (Dept. 15) 68
City Library (Dept. 16) 72
Public Works (Depts 40 and 44) 76
Streets (Dept. 40) 80
Building and Grounds (Dept. 44) 84
Public Safety 88
Fire and EMS (Dept. 20) 92
Code Enforcement (Dept. 25) 96
Law Enforcement (Dept. 30) 100
Animal Control (Dept. 36) 104
Parks and Rec. (Dept. 33) 107
Admin Services (Dept. 13) 111
General Government (Dept. 45) 115
Building Dept. (Dept. 18) 119
Planning (Dept. 17) 123
Engineering (Dept. 19) 127
City of San Juan Bautista | Budget Book 2026 Page 2
PRIORITY:
1 = FY 25-26

CAPITAL IMPROVEMENT BUDGET FY
25/26 PROJECTS

PROJECT
#
FY 25/26

BUDGET FUNDING SOURCE(S)
1 Hwy 156 RTL (@ The Alameda) 20.03 $ 731,032.56 Developer Paid NEW** 1 2nd Street Safety Improve. Design (w/HRB Input) $ 70,000.00 Grant: $349,588, SB1:$164,512 1 PMP- Slurry Seal (Various Streets) 21.22 $ 524,480.00 RSTP Funds $351,316.02, Measure G (ANY BALANCE? $115,000?-New funds Paused for 10 yrs), TDA Funds $58,164. 1 Sidewalk Repairs (Combined with PMP) 23.01 $ - RSTP? Measure G ($115k) 1 Third Street Improvements Design 22.01 $ 120,000.00 Impact Fees $125,000 NEW** 2 SR 156 Improvement Project $ 322,155.00 City Portion $322,155 From COG Traffic Mitigation Fee Funds, which is 1.01% of the total estimated San Benito regional project cost of $31,832,000
NEW** 3 Third Street Improvement Construction $ - Pursue Grants NEW** 3 2nd Street Safety Improve. Construct $ - Grant: $349,588, SB1:$164,512 1 Construct Sewer Force Main to Hollister 23.02 $ - USDA Grant and Loan $25M, 1 Import Water Hollister Design 24.01 $ 1,600,000.00 HMGP Grant NOI Filed 5-29-2025, Water Fund NEW** 1 G7 Project Management for Importing Water $ 61,200.00 Water Fund 2 Rancho Vista Lift Station Site Improvements 20.05 $ 125,000.00 Wastewater (Sewer) Fund 2 Transfer Switches for Well 1 21.07 $ 10,261.71 Water Fund 2 Dias Lift Station Pump Upgrades 22.03 $ 251,697.54 Wastewater Fund 2 Telemetry SCADA 22.04 $ 175,000.00 Water & Wastewater Funds 2 Lift Station Pump-Portable Emergency Repl 22.05 $ 51,100.07 Wastewater Fund NEW** 2 Emergency Generators (Permanent) $ 170,000.00 FEMA Grant? 3 Microvi 24.02 $ 250,000.00 Unsecured Grant Funds
1 Luck Park Historical Improvements - Design 23.03 $ 90,000.00 Park Impact Fees, Library Fund 2 Abbe Park Ball Field Lights 24.03 $ 150,000.00 ?
3 Track and Field Contribution $ - ?
3 Luck Park Historical Improvements - Construction $ - Park Impact Fees, Library Fund 1 City Hall Improvements 23.08 $ 144,903.00 General Fund NEW** 1 Repair Vandalism @ School Bathrooms $ 10,000.00 2 Fire Station-City Hall Emerg Gen 21.15 $ 150,000.00 FEMA Grant? 2 Fire Station Ap Bay Improvements 21.23 $ 50,000.00 General Fund? NEW** 2 New Street-Sweeper $ 275,000.00 Street Funds?
2 Fire Engine Downpayment 24.05 $ 100,000.00 $434,000 in the vehicle replacement ISF fund (Increasing by $60k per year), and 91,000 in public safety 2 Fire Station - New Fire Engine 24.04 $ - $434,000 in the vehicle replacement ISF fund (Increasing by $60k per year), and 91,000 in public safety NEW** 1 Traffic Impact Fee Mitigation Study $ 12,500.00 Street Funds 1 Impact Fee Nexus Study 21.10 $ 100,000.00 Prorate among various Community Development, Funds that receive impact fees 1 StormWater Master Plan & CIP Program 24.06 $ 40,000.00 $67k in Storm Impact Fees 1 Urban Growth/Sphere of Infl 21.11 $ 97,939.32 Reap 2.0 2 Housing Element 23.07 $ 53,893.41 ?
TOTAL $ 5,756,163
Special Initiatives
Street Projects
Utility Projects
Parks Projects
Community Facilities Projects
Equipment
Studies

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

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 4
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 5
City of San Juan Bautista | Budget Book 2026 Page 6

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 7

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 8
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 9
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 10
Item: 5.A
City Council Meeting
June 4, 2025
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 4, 2025
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: FY 2025–26 BUDGET SUMMARY – ADVANCING STRATEGIC

GOALS, OPERATIONAL READINESS, AND ORGANIZATIONAL

DEVELOPMENT
RECOMMENDATION:

Receive report and provide direction as needed regarding the proposed FY 2025–26 Budget.

INTRODUCTION
It is with great care and consideration that staff presents the Proposed FY 2025–26 Budget for the City of San Juan Bautista. This document reflects the City’s strategic goals, community values, and commitment to responsible financial stewardship.

The proposed budget aligns department work plans, capital projects, and staffing strategies with the priorities outlined in the City’s 5-Year Strategic Plan. It also addresses key infrastructure investments, advances in organizational capacity, and improvements to community-facing programs such as recreation, library services, and customer engagement.

In preparing this year’s budget, staff conducted a thorough review of revenues, expenditures, and fund balances across all departments. The City enters FY 2025–26 in a stable financial position, with sufficient reserves and positive performance in enterprise and special revenue funds.

However, General Fund operations face a projected shortfall of approximately $210,000, requiring the City Council’s input and direction to make appropriate adjustments to maintain a structurally balanced budget.

This report summarizes the financial outlook, outlines proposed reductions to close the budget gap, and provides options for Council consideration and policy direction.

STRATEGIC ALIGNMENT AND ORGANIZATIONAL DEVELOPMENT
The FY 2025–26 Proposed Budget continues to reflect the City’s commitment to implementing its 5-Year Strategic Plan, now entering its third year. The plan centers on five strategic themes:

Economic Development, Transparent and Responsive Government, Infrastructure Investment, Page | 2
Community Vitality, and Organizational Capacity. Staff has made deliberate efforts to align department goals, staffing, and capital investments with these priorities.

In FY 2024–25, the City launched several initiatives to strengthen internal capacity and improve public service delivery. These efforts included formalizing a recreation program, discussing launching a community grant fund, and filling key roles in administrative services and planning.

With these foundations in place, FY 2025–26 focuses on stabilizing and optimizing the City’s organizational structure.

The proposed budget supports this evolution by integrating staff functions into a more cohesive and service-oriented model. Notably, the City Manager is developing a transition plan to unify Library and Recreation under a new Community Services Department, promoting synergy between program delivery and resident engagement. Similarly, the consolidation of administrative, HR, IT, and risk management duties under Administrative Services has helped streamline internal operations and improve staff coordination.

To reduce reliance on contract services and enhance in-house expertise, the City hired an Associate Planner in FY 2024–25 and proposes to add a Senior Planner position in FY 2025–26.

A new code enforcement/building inspector position is proposed to support minor building inspections and bolster code compliance. These changes aim to reduce long-term costs while improving customer service and regulatory responsiveness.

Overall, the City’s staffing strategy emphasizes efficiency, professionalism, and alignment with strategic objectives, ensuring that each role supports the broader mission of delivering highquality, responsive services to the community.

FINANCIAL SUMMARY
The proposed FY 2025–26 General Fund budget projects total revenues of approximately $2.5 million and expenditures of approximately $2.7 million, resulting in a preliminary deficit of $210,650. Despite this shortfall, the City begins the fiscal year with a healthy General Fund reserve of $521,969, ensuring that essential operations remain stable in the short term.

The budget reflects increased investments in personnel, recreation services, and internal capacity-building, while continuing to fund critical contractual obligations for public safety and infrastructure. Notably, the proposed budget incorporates several ongoing capital projects aligned with the 5-Year Strategic Plan, including water and sewer infrastructure improvements and ADA upgrades.

To address the projected shortfall and maintain fiscal balance, staff has developed a list of recommended adjustments totaling approximately $208,000. These include targeted reductions in soft costs, temporary position holds, reallocation of grant-funded contracts, and scaled-back professional service contracts.

Item: 5.A
City Council Meeting
June 4, 2025
Page | 3
With these adjustments, the City can continue to prioritize community-facing services and longterm capital investments without compromising fiscal responsibility. .CAPITAL IMPROVEMENT PLAN – FY 2025–26 PRIORITIES
The City of San Juan Bautista’s Capital Improvement Plan (CIP) for Fiscal Year 2025–26 reflects a focused, financially aligned investment strategy that advances core priorities around public safety, infrastructure resilience, accessibility, and community vitality. Projects were selected and scoped based on Council goals, staff capacity, external funding opportunities, and available reserves.

Following internal review and coordination with MNS Engineers, the FY 25–26 CIP emphasizes ready-to-implement projects with secured or planned funding, while deferring lower-priority items for future fiscal years. The proposed plan includes over $5.7 million in capital investments across the General Fund, Sewer and Water Enterprise Funds, and Special Revenue Funds.

Infrastructure and Utilities

1. Sewer Force Main to Hollister – this multi-year regionalization project is the City’s largest capital investment and will be substantially completed this fiscal year. It is funded through a mix of USDA loan proceeds and grant funding. This project addresses critical compliance mandates and positions the city for long-term environmental sustainability.

2. Rancho Vista Lift Station Upgrades – Approximately $100,000 has been allocated for improvements to key sewer infrastructure components, helping prevent system failures and support future development.

3. Third Street Storm Drain Improvements – A $250,000 investment in stormwater infrastructure addresses flooding and water quality issues in the downtown corridor. This project supports the recently adopted Stormwater Master Plan.

4. Water Import Project (Design Phase) – The City will continue work on the design of a pipeline to connect to the San Benito Water District’s West Hills Treatment Plant. This long-term project will improve water quality and reduce dependency on groundwater. While construction is deferred to a future year, design efforts are prioritized in FY 25–26.

Streets and Transportation

5. Pavement Management Program Implementation – Approximately $400,000 in Measure G and Gas Tax funding will support resurfacing, repair, and striping across the City's street network, guided by the updated Pavement Management Plan.

6. Sidewalk Accessibility & Pedestrian Improvements – A $150,000 investment in ADAcompliant infrastructure—targeting gaps near civic facilities and schools—will promote walkability and safe access.

Page | 4
Parks, Public Space, and Facilities

7. Luck Park Historical Preservation Improvements (Design) – $100,000 is reserved for structural and historical upgrades to Luck Park, supporting Council priorities around cultural preservation and accessible public space.

8. City Hall Improvements – The City has allocated $150,000 for work on City Hall, ensuring safe and comfortable conditions for employees and visitors.

9. Emergency Generator Upgrades – $80,000 is allocated to install or upgrade generators at essential City facilities to support continuity of operations during emergencies.

Studies and Special Initiatives

10. Traffic Impact Fee Mitigation Study- $13,000 in partnership with SBCOG, The findings will guide the City in updating its traffic impact fee structure to ensure that growth-related roadway improvements are adequately funded and proportionally assigned.

11. Impact Fee Nexus Study- $100,000 - will evaluate the legal and financial basis for all City impact fees, such as those for parks, public safety, and infrastructure, to ensure compliance with state law. It will establish the required “nexus” between new development and the public facilities needed to serve it, helping to defend and justify the City's fee schedule.

12. Stormwater Master Plan & CIP Program – $40,000- to address increasing concerns related to localized flooding, stormwater runoff, and infrastructure resilience. Under the direction of the City Engineer, this effort will produce a data-driven assessment of the City’s existing drainage system, identify vulnerable areas, particularly at the City’s north and south boundaries, and propose phased infrastructure solutions.

Summary and Outlook
This year’s CIP reflects a commitment to maintaining essential infrastructure while aligning projects with available resources. The city has taken a conservative approach to project phasing and has prioritized those with immediate community benefits, regulatory compliance needs, or secured funding.

Staff will continue pursuing state and federal grants to leverage local funds and will return to Council mid-year to reassess capacity, timing, and any emerging capital needs.

GENERAL FUND SUMMARY AND RECOMMENDED ADJUSTMENTS
The FY 2025–26 Proposed Budget initially presented a General Fund deficit of approximately $199,258. After thorough review, staff has identified several recommended adjustments to eliminate the shortfall and restore a balanced General Fund. These proposed actions align with Council priorities and minimize impacts to core services.

Item: 5.A
City Council Meeting
June 4, 2025
Page | 5
Below is a summary of the recommended adjustments for Council consideration:
• $30,000 – Reduce or pause the Community Fund (nonprofit grant program) • $40,000 – Reduce Cost of Living Adjustment (COLA) for staff from 2.8% • $25,000 – Eliminate or scale back RGS HR support
• $30,000 – Estimate of soft cost reductions across various departments (~20%) • $15,000 – Implement in-house Building Official and Permit Technician to reduce contract costs
• $34,000 – Pause hiring of Administrative Assistant intended for contract support • $31,000 – Shift MNS grant-funded contract costs to Water Enterprise Fund Total Estimated Adjustments: $205,000
These adjustments would fully address the General Fund shortfall and provide a modest surplus for unforeseen adjustments.

NEXT STEPS
City staff remain committed to tracking project performance, optimizing resource allocation, and refining internal processes. Department work plans, budget monitoring tools, and community engagement efforts will continue to be enhanced under the Strategic Plan’s framework.

ATTACHMENTS
• FY25/26 Budget Book
Item:

City Council Meeting
June 17, 2025
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: JUNE 17, 2025
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: FY 2025–26 BUDGET ADDENDUMS
The following addendums summarize budgetary and contractual updates made after the June 4, 2025, City Council meeting. They are provided for transparency and to document the final actions incorporated into the adopted FY 2025–26 Budget.

Addendum A: General Fund Revisions – Post-June 4 Council Direction Following the City Council’s review of the Proposed FY 2025–26 Budget on June 4, 2025, the City adopted targeted adjustments to address a projected General Fund shortfall of $193,955.

These adjustments are incorporated into the final adopted budget and ensure structural balance.

Adjustment Description Estimated Amount
Reduce Community Fund (Nonprofit
Grants)
$30,000
Modify Staff COLA Assumption (from

2.8%)
$40,000
Defer Administrative Assistant Hiring $34,000
Reduce Soft Costs Across Departments
(~20%)
$30,000
Reduce or Eliminate RGS HR Support $25,000
Shift MNS Grant-Funded Contract to
Water Fund
$31,000
In-House Building Official $15,000
Total Adjustments $205,000
Result:

The General Fund now reflects a $26,000 surplus, with a beginning reserve of $65,000 and no service reductions to core programs.

Page | 2
Addendum B: Post-June 4 Contractual and Strategic Updates The final FY 2025–26 Budget incorporates key updates approved by Council after June 4, 2025:

Fire Protection Services Agreement
- Council reaffirmed Amendment No. 1 to the Fire Protection Services Agreement with the City of Hollister.
- FY 25/26 Cost: $464,289.69
- Term: Through June 30, 2029
- Minimum Staffing: 2-person crew at Station 4
- 11% annual cost escalator
Capital Project Prioritization
- Funded new studies: Traffic Impact Fee Mitigation Study, Impact Fee Nexus Study, Stormwater Master Plan Phase I.
- CIP remains aligned with strategic goals and available funding.

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 11

CITY COUNCIL

CITY ATTORNEY

CITY OF SAN JUAN BAUTISTA

ORGANIZATIONAL STRUCTURE
FY 25/26

CITY MANAGER

TEXT COLOR KEY

CITY STAFF

CONTRACT STAFF

NOT DIRECTLY STAFFED

MAINTENANCE CITY

ENGINEER

PUBLIC WORKS
CIP, Sewer and
Water
Compliance
Projects
Pavement
Mgmt., Water
and Wastewater
Master Plan
Solid Waste
Assessment
Districts
Parks
Maintenance
Streets
Buildings and
Grounds
Utilities
Maintenance

PUBLIC SAFETY

FIRE LAW

ENFORCEMENT

EMERGENCY

PREPAREDNESS
ANIMAL

CONTROL
Code
Enforcement
Parking
Enforcement
Commercial
Vehicle
Enforcement
Emergency
Response Nuisance
Fire and
Medical
Response
Sheriff
Fire Marshal Dangerous Regional Incident
Management
CITY Training

TREASURER
(appointed by
City Council)
CITY
CLERK

ADMINISTRATION
Human
Resources
Risk
Management
City Council,
Planning
Committee and
Sub-Committees
Clerk of the
Board Duties
Accounts
Payable
Accounts
Receivable
Fixed Assets
and Property
Management
Information
Technology
Finance
(contract CPA)
Administrative
Services
Administrative Services Director Assistant to the City Manager

RECREATION
Recreation
Coordinator LIBRARY
Librarian Recreation
City-Sponsored
Special Events

BOARD OF

LIBRARY

TRUSTEES
YOUTH

COMMISSION

LIBRARY
Community Services Senior Planner

BUILDING AND
SAFETY
Building Permits
Inspection
(Private
Development)
Current
Planning*
(contract as
needed)
Advanced
Planning*
Urban Growth
Boundary / SOI /
Annexations
General Plan
Updates
Annual Housing
Reports / Housing
Element Updates*
Regional
Planning / COG
and AMBAG*
Population
Growth and
Regional
Planning*
Current
Planning Design
Guidelines*
Preservation of
Existing
Inventory*
3rd Street Design
Guidelines /
Parklets*
Mission and
State Park
Coordination*
* Senior & Associate Planner
Responsibilities
Community Development

PLANNING

COMMISSION

HISTORIC

RESOURCES
BOARD

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
City of San Juan Bautista
One-Year Strategic Goals and Implementation Plan (FY 2024/25 | 06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 1

ONE-YEAR STRATEGIC GOALS AND IMPLEMENTATION PLAN
from “Year Two” of San Juan Bautista’s 2023 Five-Year Strategic Plan This One-Year Strategic Goals and Implementation Plan covers priorities and recommendations gleaned from both community and employee surveys, stakeholder interviews, historical data, the General Plan, the recently adopted 2023 Five-Year Strategic Plan, and point-in-time items. This document includes “Combined Priorities” (items of importance to the City Council, City staff, and community) and “Citygate Recommendations” (recommendations developed as part of Citygate’s Citywide organizational review).

There are Combined Priorities and Citygate Recommendations within Tier 1 and Tier 2 of the 2023 Five-Year Strategic Plan that have yet to be addressed and prioritized. These priorities and recommendations concern the following areas:
 Economic Development
 Infrastructure
 Land Use | General Plan | Zoning
 Budget
 Conservation of Farmland and
Agricultural Economy
 Noise
 Celebrated Local Historic
Resources
 Police
 Fire
 Youth and Senior Recreation
Activities
 Communication
 Flood Related Hazards
 Reduction of Solid Waste
 Healthy Environment for Youth
 Maintenance of Historical and
Cultural Parks and Open Space
 City Hall and Staff
 Pedestrian Network
 Maintenance and Protection of
Parks / Open Space
 Parkland System
 Educational Services and Facilities
 Health Programs
This document is an appendix to the adopted 2023 Five-Year Strategic Plan completed by the City last year. It includes priorities and recommendations to be considered for implementation from Year One and Year Two of the 2023 Five-Year Strategic Plan. Citygate recommends implementation actions begin by June 1, 2024. The actions related to the various goals detailed in City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 2 this document should be started and/or completed within the next 12 months, thus providing time for planning and resource allocation.

This document also provides opportunity for any necessary pivots, accommodations for any resource or staffing changes, input from new Councilmembers, and continued enhanced communications through ongoing community engagement—thus providing for a more effective and thoughtful process that is in greater alignment with current trends, challenges, expectations, and opportunities.

The One-Year Strategic Goals for 2024–2025 include addressing the 16 goals within the “Economic Development” category that have been paused due to the recent reduction of Economic Development staffing and resources. This document will also clarify and update the 16 “Agricultural” and “Conservation” goals due to the recent adoption of the City’s political boundaries (related to sphere of influence) that do not expand beyond the City’s current boundaries, thus impacting and requiring removal of the originally adopted 16 goals in these areas.

This adjustment is in accordance with LAFCO requirements and will be in alignment once the pending LAFCO approval is completed.

There are 63 goals addressed within this document requiring discussion and approval by City Council. In addition, during the past year, there have been 54 goals that were addressed, completed, or are still in process (Year One of the 2023 Five-Year Strategic Plan). The first-year accomplishments were a heavy lift, and City staff should be commended for their incredible accomplishments.

Table 1 reflects leftover items from Year One as well as items for Year Two. The table shows each Combined Priority and Citygate Recommendation, the estimated cost (if applicable), notes on implementation, and the recommended implementation priority as 1, 2, or 3. Priority 1 indicates the highest priority with efforts to begin the task within the first quarter of the FY 2024/25, Priority 2 indicates a mid-level priority, and Priority 3 indicates a lower priority.

NOTE: In the “Estimated Fiscal Impact” column of the table, “OG” refers to ongoing and reoccurring costs, and “OT” refers to one-time cost allocation. The “EDI” column stands for “Economic Development Impact.”
Table 2 has been included as an important and recommended tool that can be utilized to support the City’s priority decisions and rankings.

City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 3 Table 1—One-Year Strategic Goals and Implementation Plan (Year Two of 2023 Five-Year Strategic Plan) Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Community (Combined Priorities)

1. Vacant properties (program, ordinance, fees) 1 X 80 $1,000 (OT) Initial research initiated Staff (Combined Priorities)

2. Environment (space, technology, equipment,
hours of operations) and water fee collections 1 100 $25,000 (OT) Stakeholder Interviews (Combined Priorities)

3. Staff communication training / customer service 1 12 $15K? (OT) Scheduled May 4/5 (service and
hiring philosophies on-site
training)

4. Technology 1 $10,000 (OT)

5. Marketing of services (Events?) 3 X 24 $1,500 (OT)

6. Staff educational training/certifications 1 24 $10,000 (OG) Land Use (Zoning) {Top Priorities}

7. Maintain and rehabilitate housing in Downtown
(Affordable Housing Emphasis) 2 80
All land-use goals require
associate and senior or higherlevel planning staff (consulting or 1 FTE or combination)

8. Expand allowable housing types and areas in
which they can be built without compromising
local design standards, property values, and
quality of life
2 80
Hourly rate for consulting $
(Ex.: 80 hours x $ = )

9. Review and update parking per residential unit
requirements (removing/reducing regulatory
obstacles)
3 80 Request to keep it local if
possible
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 4 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes

10. Consider expanding “as of right” development
opportunities vs. variances (easing the approval
processes)
3 X
12ED
/80

11. Map, prepare, and market sites for new
residential development Completed

12. Evaluate and consider expanding workforce
housing (incentives, ordinances) 60 Moved to next FY 2025/26

13. Establish/adjust zoning standards to reduce
impacts of high-intensity uses (landscape
buffering, air quality, noise, odors, light, traffic)
1 100

14. Identify distinct neighborhoods and develop a
form-based code ordinance that maintains local
neighborhood features and guides future
development
2 200

15. Establish/adjust building height cap for all
neighborhoods 1 20

16. Adopt/evaluate impact fees and conditions of
approval that address unique characteristics of
solid waste generated by the development for
commercial and industrial development
1 X 40 $10,000 (OT) Cost if using consultant
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 5 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Economic Development

17. Hire an Economic Development
Specialist/Manager (staff replacement?) 1 X 12
High Priority (The 15 items
following cannot be
accomplished without
appropriate staffing allocation.

This position also impacts many
other goals listed within.)

18. Permitting processes (more efficient) “business
friendly”

19. Food truck ordinance
1/1 X 60

20. Promote Downtown (use marketing firm or
Chamber) 1 X 24 $5,000 (OT)

21. Develop Chamber of Commerce 3 X 48

22. Unified vision of Downtown with business
owners
2 X 12

23. Adjust/update zoning ordinances and standards
to facilitate mixed use development 2 X 30

24. Cleanliness, blight, trash 1 X 80 $35,000 (OG) Ongoing clean-up, volunteers, dumping/storage

25. Assess and implement wayfinding signage
program for Downtown 1 X 100 $40,000 (OT)

26. Business programs (façade improvement) 2 X 120 $50,000 (OT) Seed money for year one

27. Downtown Beautification Plan (lights,
landscape) 2 X 80 $75,000 (OT) Year one, possible two-year fiscal need

28. More events (including fees, cost recovery,
staffing, assessment, etc.) 1 X 200 $30,000 (OG) Based on 100 hours per event with support City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 6 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes

29. Marketing material to encourage private
development and investment in housing 3 X 24 $2,500 (OT)

30. Update the self-guided walking tours orientated
to historical points of interest, architecture,
shopping, or tourist destination
X 16 $3,500 (OT) Brochures, signage, maps (in
process)

31. Explore Residential Parking Permit Plan.
(combine w/ other) 2 X 80 $2,500 (OT)
Permits/Software (some
software requires monthly
monitoring w/ a fee)

32. Promote electric car charging stations 3 X 30 TBD$ Potential grant opportunity

33. Construct gateway monuments (use City’s
adopted marketing/branding plan) at three
entrances to the City
2 X 100 $100,000 (OT) Some maintenance will be
required ($2,500 ongoing)
Public Safety

34. Recruit for vacant S/O position County’s purview

35. Consider new public safety partnerships Completed

36. Implement mitigation measures, such as levying
police impact fees, if warranted 3 36

37. Support neighborhood watch groups and
establish annual community meetings to share
with community
100 Moved to FY 2025/26 (Year 3 of
Strategic Plan)

38. Facilitate communication between local/state
agencies that address drug-related issues 2 40 In process

39. Work with local organizations to provide
sufficient drug rehabilitation services and
facilities
2 40 Public Health (City to provide
info to public)
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 7 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes

40. Consider participating in the regional gang task
force Considered, completed
Infrastructure

41. Consider reducing parking requirements for
mixed-use development 2 X 20

42. Fund and develop a Flood Control Master Plan
(high priority) 1 160 $60K (OT) Consulting fee

43. Develop Active Transportation Plan to address
various items in this category: develop a
Pedestrian Master Plan, adopting Monterey Bay
Area Complete Streets Guidebook, complete
planned stormwater channel (mission-SR-156)
X Completed
Youth and Senior Recreation Activities (Parks and Recreation)

44. Develop funding strategies (grants,
scholarships, partnerships) 1 X 40

45. Facility assessment and inventory 1 80 $30,000 (OT) Consulting fee

46. Luck Park expansion (senior/visitor center) –
funding 1 200 $150,000 – $1M (OT)
TBD – RFPs | Other ongoing
maintenance impacts and
staffing fiscal impact TBD
Communication

47. Promotional materials Downtown 2 X 10 $2,500 (OT)

48. Quarterly updates to community and better
location on website of the updates 80 In process

49. Improve email distribution list 12 In process

50. Addition locations for printed updates 12 In process City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 8 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Budget/Fiscal

51. Fee Study 1 160 $75,000 (OT)
Consulting fee, biannual
process recommended; In
process

52. Revenue opportunities 1 X 30 In process

53. Disaster Fund 1 24
In process (pending FEMA
APP) Separate Fund and CM
credit card

54. Grant writer/opportunities 20/200 $20,000 (OG)
If using consultant as needed
hourly rate $50/hr.; One on
contract now; In process.

Consider for Parks & Rec.

55. Sewer Fund Completed

56. CIP Plan 1 20/200 $75,000 (OT) Consulting fee

57. Incorporate department and functional
performance measures to help achievement 1 24

58. Written policies recommended by GFOA 1 60
City Hall and Staff

59. Staff compensation analysis 2 120 $$50,000 (OT) Consulting fee Pedestrian Network | Maintenance Parks/Open
Spaces
Promotion Open Spaces | Connected Parkland
System
{All items voted for in years 3–5 and require
Active Transportation Plan}
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 9 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Conservation of Farmland | Agricultural
Economy | Flood-Related Hazards
N/A due to SPI & pending
LAFCO approval, then GP
amendment
Urban and Wildland Fire Hazards

60. Require landowners to abide by defensible
space standards per CDF Completed

61. Require new development along wildlands to
build in fire breaks 60 Hollister Fire purview

62. Collaborate with San Benito Fire Safe Council,
SBFD, and CDF on an effective /
environmentally sound weed abatement
program (including defensible space standards
and recommendations), and include new
development project standards
Completed
Noise | State Route 156 Noise | Neighborhood
Noise X 24 Voted in years 3–5
Reduction of Solid Waste County responsibility
High-Quality Educational Services and Facilities Voted in years 3–5 Healthy Environment for Youth

63. Engage youth with Mission docents and historic
preservation / archeology
In progress; share info w/ public
Regular communication
between agencies
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 10 Priority/Recommendation
Year 2
(6/1/24–6/30/25)
Priority Level
(1–3)
EDI
Estimated
Time (Hours)
Allocation
Estimated Fiscal
Impact Notes
Celebrated Local Historic Resources X 24 Voted in years 3-5 Health Programs Voted in year 5
Total: 63
Priority 1: {25}
Priority 2: {14}
Priority 3: {7}
_______________
Moved to FY 25/26:
{2}
Completed: {7}
Not City Preview: {2}
In Process: {5}
Tasks: 27
Hours: 1,278
Estimated
Hours: 3,572
Estimated OneTime (OT):
$783,500
Estimated
Ongoing (OG):
$95,000
ED Staff 1,278 est. hours for
new goals within Strategic Plan.

This does not include current or
other duties.
$783,500 one-time costs
included ($150K from item #46,
not the up to $1M estimate)
City of San Juan Bautista, CA
One-Year Strategic Goals and Implementation Plan (06-01-2024 – 06-30-2025) One-Year Strategic Goals and Implementation Plan Page 11 The following table is an important and recommended tool which can be utilized to support the City’s priority decisions and rankings.

Table 2—Top Ten Prioritization Methodologies
Methodology Description
Balanced Approach One size does not fit all. Spread the opportunities, resources, and funding throughout different goals.

Sequential Sense Do not put the cart before the horse. Thoughtfully consider a plan and find efficient approaches to solving various challenges.

Input Considerations Collect extensive and unbiased input from the community, volunteers, staff, and elected officials in a collaborative approach.

Data Collect and analyze relevant data.

Fiscal Care What can be funded and how can it support long-term fiscal stability? Voting Priorities Who was involved and how were the priorities determined? Utilize the voting in an appropriately weighted approach.

RICE Approach
Reach (how many people are impacted by this decision/choice), Impact (how are these people impacted; massively, high, medium, or low), Confidence (gut instincts and awareness to emotionally charged or politically sensitive situations), Effort (what will it take to really accomplish this goal).

Capacity Understand limitations. Work towards appropriately growing capacity to meet the needs.

MoSCoW Approach
Determine “Must haves” for survival and safety; “Should haves” for efficient and effective approaches and goals that support priorities and the overall wellness of the community and organization; “Could haves” that will have to wait but are eventually desired; and “Won’t haves” that have no current resource allocation and are a low priority.

Desire/Passion Alignment Does the work align with the culture, needs, and vision now and in the future? Item: ___
City Council Meeting
Date
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: MAY 20, 2025
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, INTERIM CITY MANAGER
TITLE: STAFF RETREAT SUMMARY AND DRAFT IMPLEMENTATION
PLAN
RECOMMENDATION:

Receive and file this report summarizing the Staff Retreat outcomes and action plan developed from the "SOAR with the City of San Juan" retreat sessions held in April 2025. Should time permit, a brief presentation summarizing key points will be provided.

BACKGROUND:

The City of San Juan Bautista conducted a Staff Retreat on April 19, 2025, at Saint Francis Retreat Center, supplemented by a "Mini SOAR" session on April 29, 2025, for staff members unable to attend the original event. The sessions were facilitated by Operate Well Consulting, LLC. The purpose of these sessions was to engage staff across all departments in a structured SOAR (Strengths, Opportunities, Aspirations, Results) analysis to identify internal strengths, opportunities for improvement, future aspirations, and desired outcomes for the city organization and its service delivery.

DISCUSSION
The retreat resulted in a comprehensive list of strengths, opportunities, aspirations, and results, which Operate Well Consulting clustered into four overarching themes:
• Internal Operations
• Team Dynamics
• Community Engagement
• Organizational Culture
Key findings and next steps include:
• Strengths: Strong sense of community, adaptability, collaboration, and communication skills across departments.

Page | 2
• Opportunities: Enhance internal processes through SOP development, strengthen crossdepartmental teamwork, leverage technology, and improve community outreach. • Aspirations: Refresh the City's brand, expand public engagement, improve operational efficiency, and foster inclusivity and a customer service mindset. • Results: Measurable goals include increased community engagement, improved internal processes, staff development initiatives, and enhanced public satisfaction.

DRAFT IMPLEMENTATION PLAN:

The staff has developed a phased action plan spanning the next 12 months, which includes:
• Initiating a comprehensive SOP review.
• Conducting technology assessments and upgrades.
• Hosting regular staff team-building events.
• Launching communication initiatives to better connect with residents. • Enhancing public-facing services and events.
• Regularly tracking metrics to ensure progress and accountability.

A visual Gantt Chart and a detailed timeline have been prepared to monitor progress effectively.

FISCAL IMPACT:

Most initiatives will be carried out within existing department budgets. Future resource needs identified through the strategic planning process will be brought forward for Council consideration as needed.

CONCLUSION:

The Staff Retreat process successfully engaged City employees in strategic thinking and planning for the City's continued success. The resulting action plan provides a strong foundation for organizational growth, enhanced community service, and measurable outcomes.

Staff recommends that the City Council receive and file this report, and authorize continued implementation of the action plan.

ATTACHMENTS:

1. Staff Action Plan 2025-2026

2. Visual Gantt Chart Timeline

3. SOAR Post-Retreat Full Report (Operate Well Consulting, LLC)

4. PowerPoint presentation
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.

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. $6,698,306 | $5,215,447 | $1,392,859 |

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
Item: ___
City Council Meeting
Date
Page | 1

CITY OF SAN JUAN BAUTISTA

CITY COUNCIL STAFF REPORT
DATE: MAY 20, 2025
DEPARTMENT: CITY MANAGER
FROM: ASHLEY COLLICK, CITY MANAGER
TITLE: PROPOSED ORGANIZATIONAL STRUCTURE AND STAFFING
PLAN – FY 2025–26 BUDGET PREPARATION

RECOMMENDATION
Receive presentation and provide direction to staff regarding the proposed organizational structure and related staffing adjustments for incorporation into the FY 2025–26 budget.

BACKGROUND
Staff has developed a proposed organizational structure to address challenges identified in previous budget cycles, particularly the flat reporting model adopted in FY 2024–25. The new model is designed to streamline executive oversight, improve operational efficiency, reduce reliance on contract services, and build internal capacity.

This proposal will guide the development of the FY 2025–26 budget and prepare for formal action during the June 17, 2025 budget adoption meeting.

Key proposed changes include:
• Creation of a Senior Planner position to internalize planning services. • Expansion of the Code Enforcement Officer role to include building inspections. • Filling the previously authorized but unfilled Administrative Assistant position to support contract management.

As part of the continued effort to reduce duplication of services and strengthen operational efficiency, the City Manager is also recommending that the Council consider the long-term benefits of combining Library and Recreation services into one consolidated department. This concept is offered for discussion and future exploration during the FY 2025–26 budget cycle and beyond.

PURPOSE
Page | 2
The purpose of this report is to provide the City Council with an updated briefing on organizational restructuring, staffing changes, and cost-containment strategies to support informed deliberation during the upcoming FY 2025–26 budget meetings scheduled for June 4 and June 17.

Approval of the proposed organizational structure is intended to occur as part of the FY 2025–26 budget adoption process.

HISTORICAL BUDGET CONTEXT AND ORGANIZATIONAL COMPARISON (FY 24/25 TO FY 25/26)
The FY 2024–25 budget was structured around a relatively flat organizational model. In that model:
• Most department-level operations reported directly to the City Manager. • Functional areas such as planning, building, code enforcement, and public works operated without designated mid-level oversight.
• There was a high reliance on contracted services for core municipal functions, particularly in planning, inspections, and administrative support.

While this structure provided short-term flexibility, it resulted in:
• Overextension of City Manager responsibilities.
• Lack of supervisory support for field staff and internal operations. • Limited long-term staff development and succession planning.

The FY 2025–26 proposed structure introduces:
• Clear vertical leadership through the addition of mid-management roles (Senior Planner, Administrative Services Director, Assistant to the City Manager). • Greater internal capacity and accountability.
• Improved service responsiveness and staff coordination. • A scalable framework that supports future program growth and performance evaluation.

This organizational evolution is a necessary shift from a contract-dependent model to a more resilient, professionalized municipal structure.

CITY MANAGER OVERSIGHT
Under the proposed structure, the following departments or functions will report directly to the City Manager:
• Senior Planner – overseeing Planning, Historic Preservation, and Building operations. • Public Works Supervisor – managing streets, utilities, parks, and facility maintenance.

Item: ___
City Council Meeting
Date
Page | 3
• Assistant to the City Manager – providing executive oversight of Public Safety, Library, and Recreation programs.
• Administrative Services Director – managing Finance, Human Resources, IT, Risk Management, and the Administrative Assistant.

This distribution of oversight will improve service delivery, streamline decision-making, and provide necessary support to executive leadership.

The City Manager also recommends that the Council consider initiating a discussion on consolidating Library and Recreation programs into a single department. While each program has its own history and public engagement model, combining them could allow for:
• Shared program coordination and outreach
• Improved scheduling and event planning
• More efficient use of facilities and administrative resources • Cross-training and staffing support for community engagement This option does not require immediate action, but Council direction would allow staff to study and return with options in the future.

KEY STRATEGIC CHANGES AND COST IMPACTS

1. Senior Planner Position
• Purpose: Internalize planning activities previously contracted to 4Leaf. • Salary: $48.64/hour
• Estimated Annual Savings: 185K estimated savings from reduced contract planning services.
• Action Required: Council approval is requested during the FY 2025–26 budget adoption process to authorize creation of this new position and job description.

2. Administrative Assistant (Contract Management Focus) • Purpose: Enhance citywide contract oversight and administrative compliance. • Salary: $26.13/hour
• Supports: Administrative Services Director
• Status: This position is already authorized in the City’s position listing but currently remains unfilled.

3. Expanded Role for Code Enforcement Officer
• Purpose: Take on basic building inspections and reduce external inspection contracts. • Support Strategy: Staff to undergo training and certification. • Estimated Annual Savings: $80K estimated reduction in building inspector contract costs
• Action Required: Council approval is requested to authorize expansion of duties and update the existing job description to reflect added building inspection responsibilities.

Page | 4

4. 4Leaf Retention (Limited, As-Needed)
• Building Official and Permit Tech services will remain contracted. • Building inspection services will be retained on an as-needed basis. • Reduced scope compared to prior years.

ORGANIZATIONAL STRUCTURE
An updated organizational chart has been developed and is attached to this report. The revised model reflects the following direct reports to the City Manager:
• Assistant to the City Manager (Public Safety, Recreation, Library) • Administrative Services Director (Finance, HR, IT, Risk Management, Admin Assistant) • Senior Planner (Building, Planning, Historic Preservation) • Public Works Supervisor (Utilities, Parks, Streets, Maintenance) The City Attorney continues to report directly to the City Council, maintaining legal independence.

NEXT STEPS
• Council will discuss and provide feedback during the May 20 presentation. • On June 4, staff will return with refined budget details based on direction received. • On June 17, Council will be asked to:
o Approve the proposed organizational structure
o Authorize the Senior Planner position
o Approve job description updates for the expanded Code Enforcement Officer role o Consider direction for future study on Library and Recreation program consolidation

FISCAL IMPACT
While initial staffing costs will increase modestly with the addition of a full-time Senior Planner, these costs are offset by the reduction in contract service expenditures. The expanded duties of the Code Enforcement Officer further minimize the need for external building inspection services.

Overall, the proposed changes are projected to result in a net fiscal savings to the City over the next fiscal year, while simultaneously improving service responsiveness and internal capacity. • Salaries for the Senior Planner and Administrative Assistant are included in the draft FY 2025–26 budget.
• Projected savings from reducing contract planning and inspection services. • Expanded Code Enforcement duties will be covered under an updated job description.

Item: ___
City Council Meeting
Date
Page | 5
• No immediate fiscal impact from Library and Recreation consolidation, pending future study.

ATTACHMENTS
• 24/25 Org. Chart
• 25/26 Proposed Updated Organizational Chart
• Staffing Plan Summary
• Cost Impact Spreadsheet

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 $2.64M of revenue in FY2026, which represents a 4.1% increase over the prior year.

Budgeted expenditures are projected to increase by 9.0% or $214.51K to $2.61M 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 (((222666...666%%%))) SSSaaallleeesss TTTaaaxxx (((222666...666%%%)))
MMMiiisssccceeellllllaaannneeeooouuusss RRReeevvveeennnuuueee (((222222...222%%%))) OOOttthhheeerrr TTTaaaxxx RRReeevvveeennnuuueeesss (((111888...333%%%))) FFFrrraaannnccchhhiiissseee FFFeeeeeesss (((444...999%%%))) BBBuuusssiiinnneeessssss &&& MMMiiisssccc... LLLiiiccc... &&& PPPeeerrrmmmiiitttsss (((111...333%%%))) 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

34..7%

18..3%

9..2%

7..1%

6..4%

6..2%

5..4%

5..1%

3..2%

2..8%

1..6%

0..06%
Public Safety
Public Works
Finance
City Attorney
City Library
Code Enforcement
Admin. Services
Parks and Recreation
City Manager
City Council
General Government
City Treasurer
Expenditures
City Council $65,357 $72,584 $7,227 11.1%
City Attorney $185,000 $185,000 $0 0%
City Manager $63,682 $83,310 $19,628 30.8%
Admin. Services $193,713 $140,480 -$53,233 -27.5%
City Treasurer $1,450 $1,450 $0 0%
Finance $253,204 $239,429 -$13,775 -5.4%
City Library $128,833 $167,936 $39,103 30.4%
Public Safety $822,607 $904,192 $81,585 9.9%
Code Enforcement $168,670 $162,363 -$6,307 -3.7%
Parks and Recreation $128,478 $134,292 $5,814 4.5%
Public Works $322,884 $477,349 $154,465 47.8%
General Government $61,000 $41,000 -$20,000 -32.8%
Total Expenditures: $2,394,878 $2,609,385 $214,507 9%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 21
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

44..7%

39..8%

4..9%

3..8%

2..4%

1..7%

1..6%
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 $1,166,945 4.6% $51,642
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 (%
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 ($
Change)
City of San Juan Bautista | Budget Book 2026 Page 22
Other Personnel Expenses $33,700 $42,600 26.4% $8,900
Contractual and Other Services $865,650 $1,038,740 20% $173,090 General & Admin. Expenses $156,475 $128,150 -18.1% -$28,325 Utilities $62,950 $62,500 -0.7% -$450
Materials & Parts $32,300 $25,550 -20.9% -$6,750
Maintenance & Repair Services $28,500 $44,900 57.5% $16,400 Capital Outlay $100,000 $100,000 0% $0
Total Expense Objects: $2,394,878 $2,609,385 9% $214,507 Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 (%
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 ($
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% -$2,100 Chg. for Planning/Eng. Services $89,050 $99,050 11.2% $10,000 Total Revenue Source: $124,150 $132,050 6.4% $7,900
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 (%
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 ($
Change)
City of San Juan Bautista | Budget Book 2026 Page 25
Expenditures by Function
Budgeted Expenditures by Function
EEEnnngggiiinnneeeeeerrriiinnnggg (((444000...666%%%))) PPPlllaaannnnnniiinnnggg (((333111...666%%%)))
BBBuuuiiillldddiiinnnggg (((222777...888%%%)))
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

48..4%

46..9%

3..2%

1..1%

0..4%
Wages & Benefits
Contractual and Other Services
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
Contractual and Other Services Wages & Benefits
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 $315,387 $230,395 271.1%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 27
Other Personnel Expenses $7,000 $7,000 $0 0%
Contractual and Other Services $535,200 $305,550 -$229,650 -42.9% General & Admin. Expenses $32,550 $21,050 -$11,500 -35.3% Utilities $2,500 $2,500 $0 0%
Total Expense Objects: $662,242 $651,487 -$10,755 -1.6% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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 11.7% or $100.51K to $962.8K 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 (((222666%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222555...555%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((222222...333%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111000%%%))) UUUtttiiillliiitttiiieeesss (((777...444%%%)))
FFFuuunnnddd TTTrrraaannnsssfffeeerrr (((444...666%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((333%%%))) 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 $249,943 -$33,687 -11.9%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 30
Other Personnel Expenses $5,700 $5,700 $0 0%
Contractual and Other Services $107,700 $245,570 $137,870 128% General & Admin. Expenses $96,200 $96,475 $275 0.3%
Utilities $42,200 $71,500 $29,300 69.4%
Materials & Parts $30,900 $29,250 -$1,650 -5.3%
Maintenance & Repair Services $8,250 $5,500 -$2,750 -33.3% Capital Outlay $243,101 $214,251 -$28,850 -11.9%
Fund Transfer $44,607 $44,607 $0 0%
Total Expense Objects: $862,288 $962,796 $100,508 11.7% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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 17.4% or $183.01K to $1.23M 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
$1M
$2M
$3M
$4M
City of San Juan Bautista | Budget Book 2026 Page 32
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

45..1%

19..1%

17..8%

7..6%

5..7%

2..6%

0..8%

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
Name FY2025
Budgeted
FY 2026 FY25/26 vs
8 FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 33
Salaries and Wages $207,863 $180,928 -$26,935 -13%
Health Insurance $27,225 $27,242 $17 0.1%
Payroll Taxes $17,980 $15,568 -$2,412 -13.4%
Worker's Compensation $10,054 $7,653 -$2,401 -23.9%
457k Retirement Contribution $3,852 $4,255 $403 10.5%
Total Wages & Benefits: $266,974 $235,646 -$31,328 -11.7% Other Personnel Expenses
Education & Training $5,000 $5,000 $0 0%
Travel $500 $500 $0 0%
Uniform & Alterations $500 $500 $0 0%
Drug Screening $100 $100 $0 0%
Total Other Personnel Expenses: $6,100 $6,100 $0 0%
Contractual and Other Services
Operational Contracts $134,700 $161,800 $27,100 20.1%
Engineering $0 $5,000 $5,000 N/A
Legal $1,500 $1,500 $0 0%
Security-Alarm System $2,000 $2,000 $0 0%
Chemical Testing $90,000 $50,000 -$40,000 -44.4%
Janitorial $200 $0 -$200 -100%
Total Contractual and Other Services: $228,400 $220,300 -$8,100 -3.5% General & Admin. Expenses
Dues and Subscriptions $17,500 $12,000 -$5,500 -31.4%
Information Technology (I.T.) $7,000 $5,000 -$2,000 -28.6% Liability Insurace $19,000 $19,000 $0 0%
Advertising $1,000 $1,000 $0 0%
Office Supplies $2,200 $2,000 -$200 -9.1%
Bank Charges $4,000 $4,000 $0 0%
Postage and Freight $2,700 $3,300 $600 22.2%
Copier Lease $2,200 $2,200 $0 0%
Food and Beverages $200 $200 $0 0%
Printing and Copies $2,200 $2,200 $0 0%
Filing Fees $50 $50 $0 0%
Licenses & Permits $11,000 $14,000 $3,000 27.3%
Miscellanious General and Admin
Expense
$250 $250 $0 0%
Bad Debt $5,000 $5,000 $0 0%
Total General & Admin. Expenses: $74,300 $70,200 -$4,100 -5.5% Utilities
Electricity $75,000 $90,500 $15,500 20.7%
Telecomm $3,500 $3,000 -$500 -14.3%
Name FY2025
Budgeted
FY 2026 FY25/26 vs
8 FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 34
Total Utilities: $78,500 $93,500 $15,000 19.1%
Materials & Parts
Materials $2,500 $5,000 $2,500 100%
Fuel $3,500 $1,500 -$2,000 -57.1%
Chemical and Gasses $5,000 $1,500 -$3,500 -70%
Small Tools $2,000 $1,000 -$1,000 -50%
Safety Gear $500 $200 -$300 -60%
Asphalt $1,000 $1,000 $0 0%
Total Materials & Parts: $14,500 $10,200 -$4,300 -29.7% Maintenance & Repair Services
Maintenance $1,500 $1,500 $0 0%
Vehicle Maintenance $1,000 $1,000 $0 0%
Outsourcing $1,500 $1,500 $0 0%
Building Maint $750 $750 $0 0%
Equipment Maint $5,000 $5,000 $0 0%
Total Maintenance & Repair Services: $9,750 $9,750 $0 0% Capital Outlay
Fines RWQCB $36,000 $72,000 $36,000 100%
Interest $246,250 $436,083 $189,833 77.1%
Amoritization Expense $49,085 $49,085 $0 0%
Total Capital Outlay: $331,335 $557,168 $225,833 68.2%
Fund Transfer
Fund Transfer $41,710 $31,710 -$10,000 -24%
Total Fund Transfer: $41,710 $31,710 -$10,000 -24%
Total Expense Objects: $1,051,569 $1,234,574 $183,005 17.4% Name FY2025
Budgeted
FY 2026 FY25/26 vs
8 FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8 (%
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.

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
$20K
$40K
$60K
$80K
City of San Juan Bautista | Budget Book 2026 Page 37
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((888666...999%%%))) UUUtttiiillliiitttiiieeesss (((888...111%%%)))
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((555%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
General & Admin. Expenses
Materials & Parts Maintenance & Repair Services
Fund Transfer Wages & Benefits
Utilities
Contractual and Other Services
FY2016
FY2017
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$0.02
$0.04
$0.06
$0.08
Expense Objects
Wages & Benefits $5,552 $1,939 -$3,613 -65.1%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 38
Contractual and Other Services $35,247 $33,860 -$1,387 -3.9% Utilities $3,125 $3,166 $41 1.3%
Maintenance & Repair Services $630 $0 -$630 -100%
Total Expense Objects: $44,554 $38,965 -$5,589 -12.5%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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 $14,426 86.7%
Total Revenue
Source:
$15,236 $16,645 $31,071 $31,071 $14,426 86.7%
Name FY2025
Actual
FY2025
Budgeted
FY2026
Budgeted
FY 2026 FY25/26
vs 8
FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8
($ Change)
FY2025 Budgeted vs.

FY 2026 FY25/26 vs 8
(% 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 -$672 -12.1%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 42
Contractual and Other Services $0 $22,296 $22,296 N/A
Utilities $823 $854 $31 3.8%
Maintenance & Repair Services $15,822 $1,248 -$14,574 -92.1% Total Expense Objects: $22,197 $29,278 $7,081 31.9%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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.

Summary
Actual Revenue Source
Budgeted Revenue Source
Actual Expenditures
Budgeted Expenditures
Over Budget Expenditures
FY2018
FY2019
FY2020
FY2021
FY2022
FY2023
FY2024
FY2025
FY2026
$0
$20K
$40K
$60K
$80K
$100K
City of San Juan Bautista | Budget Book 2026 Page 44
Expenditures by Expense Type
Budgeted Expenditures by Expense Type

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 -$73 -1.3%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 45
Contractual and Other Services $0 $33,569 $33,569 N/A
General & Admin. Expenses $0 $6,694 $6,694 N/A
Utilities $2,435 $2,527 $92 3.8%
Maintenance & Repair Services $28,894 $2,874 -$26,020 -90.1% Fund Transfer $5,837 $0 -$5,837 -100%
Total Expense Objects: $42,718 $51,143 $8,425 19.7%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 48
Maintenance & Repair Services $2,000 $2,000 $0 0%
Total Expense Objects: $21,000 $21,000 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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
$72,584
$7,227
(11.06% 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...111%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111555...666%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111333...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((888...999%%%))) UUUtttiiillliiitttiiieeesss (((000...777%%%)))
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 $44,334 -$673 -1.5%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 54
Other Personnel Expenses $5,000 $10,000 $5,000 100%
Contractual and Other Services $4,000 $6,450 $2,450 61.3% General & Admin. Expenses $9,750 $11,300 $1,550 15.9%
Utilities $1,200 $500 -$700 -58.3%
Materials & Parts $400 $0 -$400 -100%
Total Expense Objects: $65,357 $72,584 $7,227 11.1%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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
$83,310
$19,628
(30.82% 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 (((777777...222%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111111...444%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((555...999%%%))) UUUtttiiillliiitttiiieeesss (((444...888%%%)))
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((000...777%%%))) 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 $64,335 $19,328 42.9%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 58
Other Personnel Expenses $9,000 $9,500 $500 5.6%
Contractual and Other Services $325 $575 $250 76.9%
General & Admin. Expenses $6,850 $4,900 -$1,950 -28.5%
Utilities $2,500 $4,000 $1,500 60%
Total Expense Objects: $63,682 $83,310 $19,628 30.8%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
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 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 62
Total Expense Objects: $185,000 $185,000 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 63
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 64
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 65
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 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 66
General & Admin. Expenses $250 $250 $0 0%
Total Expense Objects: $1,450 $1,450 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 67
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 68
Expenditures Summary
$239,429
-$13,775
(-5.44% 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 69
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((555333...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((444000...555%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((444...111%%%))) UUUtttiiillliiitttiiieeesss (((111...111%%%)))
OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((000...999%%%))) 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 $127,804 -$16,675 -11.5%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 70
Other Personnel Expenses $1,600 $2,100 $500 31.3%
Contractual and Other Services $90,325 $97,075 $6,750 7.5% General & Admin. Expenses $14,300 $9,750 -$4,550 -31.8% Utilities $2,500 $2,700 $200 8%
Total Expense Objects: $253,204 $239,429 -$13,775 -5.4% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 71
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 72
Expenditures Summary
$167,936
$39,103
(30.35% 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 73
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((777888...666%%%))) UUUtttiiillliiitttiiieeesss (((888...888%%%)))
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((666...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222...222%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111...888%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((111...222%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...666%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Capital Outlay
Materials & Parts Maintenance & Repair Services
Other Personnel Expenses
Contractual and Other Services
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 $132,036 $45,953 53.4%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 74
Other Personnel Expenses $3,000 $3,000 $0 0%
Contractual and Other Services $1,300 $3,700 $2,400 184.6% General & Admin. Expenses $19,050 $11,400 -$7,650 -40.2% Utilities $13,650 $14,800 $1,150 8.4%
Materials & Parts $3,000 $1,000 -$2,000 -66.7%
Maintenance & Repair Services $2,750 $2,000 -$750 -27.3% Total Expense Objects: $128,833 $167,936 $39,103 30.4%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 75
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 76
Expenditures Summary
$477,349
$154,465
(47.84% 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 77
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666777...222%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((888...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((777...222%%%))) UUUtttiiillliiitttiiieeesss (((666...888%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((444...666%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...888%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((111...666%%%))) 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 $320,974 $115,690 56.4%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 78
Other Personnel Expenses $5,000 $7,400 $2,400 48%
Contractual and Other Services $10,050 $34,600 $24,550 244.3% General & Admin. Expenses $17,050 $17,925 $875 5.1%
Utilities $34,750 $32,400 -$2,350 -6.8%
Materials & Parts $27,000 $22,150 -$4,850 -18%
Maintenance & Repair Services $23,750 $41,900 $18,150 76.4% Total Expense Objects: $322,884 $477,349 $154,465 47.8% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 79
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 80
Expenditures Summary
$195,281
$53,789
(38.02% 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 81
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666999...666%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111333...222%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((666...222%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((333...888%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...555%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...666%%%))) 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 $135,856 $33,214 32.4%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 82
Other Personnel Expenses $2,650 $5,050 $2,400 90.6%
Contractual and Other Services $1,250 $25,800 $24,550 1,964% General & Admin. Expenses $4,950 $6,825 $1,875 37.9%
Utilities $2,000 $2,200 $200 10%
Materials & Parts $14,250 $12,150 -$2,100 -14.7%
Maintenance & Repair Services $13,750 $7,400 -$6,350 -46.2% Total Expense Objects: $141,492 $195,281 $53,789 38%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 83
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 84
Expenditures Summary
$282,068
$100,676
(55.50% 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 85
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666555...666%%%))) MMMaaaiiinnnttteeennnaaannnccceee &&& RRReeepppaaaiiirrr SSSeeerrrvvviiiccceeesss (((111222...222%%%))) UUUtttiiillliiitttiiieeesss (((111000...777%%%)))
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((333...999%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((333...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((333...111%%%))) 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 $185,118 $82,476 80.4%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 86
Other Personnel Expenses $2,350 $2,350 $0 0%
Contractual and Other Services $8,800 $8,800 $0 0%
General & Admin. Expenses $12,100 $11,100 -$1,000 -8.3% Utilities $32,750 $30,200 -$2,550 -7.8%
Materials & Parts $12,750 $10,000 -$2,750 -21.6%
Maintenance & Repair Services $10,000 $34,500 $24,500 245% Total Expense Objects: $181,392 $282,068 $100,676 55.5% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 87

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 88
Expenditures Summary
$904,192
$81,585
(9.92% 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 89
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((777777...999%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((111111...111%%%))) WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((111000...666%%%))) 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 -$118,430 -55.2%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 90
Other Personnel Expenses $1,500 $0 -$1,500 -100%
Contractual and Other Services $501,500 $704,290 $202,790 40.4% General & Admin. Expenses $1,275 $0 -$1,275 -100%
Utilities $3,500 $3,500 $0 0%
Materials & Parts $150 $150 $0 0%
Capital Outlay $100,000 $100,000 $0 0%
Total Expense Objects: $822,607 $904,192 $81,585 9.9%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 91
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 92
Expenditures Summary
$602,440
$202,290
(50.55% 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
$700K
City of San Juan Bautista | Budget Book 2026 Page 93
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((888222...888%%%))) CCCaaapppiiitttaaalll OOOuuutttlllaaayyy (((111666...666%%%))) UUUtttiiillliiitttiiieeesss (((000...666%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...000222%%%))) 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
$0.7
Expense Objects
Other Personnel Expenses $1,500 $0 -$1,500 -100%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 94
Contractual and Other Services $294,500 $498,790 $204,290 69.4% General & Admin. Expenses $500 $0 -$500 -100%
Utilities $3,500 $3,500 $0 0%
Materials & Parts $150 $150 $0 0%
Capital Outlay $100,000 $100,000 $0 0%
Total Expense Objects: $400,150 $602,440 $202,290 50.6% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 95
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 96
Expenditures Summary
$162,363
-$6,307
(-3.74% 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 97
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((999000...333%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222...555%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((222...222%%%))) MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((111%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Utilities Maintenance & Repair Services
Materials & Parts
General & Admin. Expenses
Contractual and Other Services
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 $146,538 -$10,982 -7%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 98
Other Personnel Expenses $1,500 $4,500 $3,000 200%
Contractual and Other Services $800 $4,100 $3,300 412.5% General & Admin. Expenses $3,600 $3,625 $25 0.7%
Utilities $2,250 $1,000 -$1,250 -55.6%
Materials & Parts $1,000 $1,600 $600 60%
Maintenance & Repair Services $2,000 $1,000 -$1,000 -50% Total Expense Objects: $168,670 $162,363 -$6,307 -3.7%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 99
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 100
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 101
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 -$118,430 -55.2%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 102
Contractual and Other Services $201,000 $204,500 $3,500 1.7% General & Admin. Expenses $775 $0 -$775 -100%
Total Expense Objects: $416,457 $300,752 -$115,705 -27.8% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 103
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 104
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 105
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 -$5,000 -83.3% Total Expense Objects: $6,000 $1,000 -$5,000 -83.3%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 106
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 107
Expenditures Summary
$134,292
$5,814
(4.53% vs. prior year)
Parks and Rec. (Dept. 33) Proposed and Historical Budget vs. Actual Actual Budgeted
FY2021 FY2023 FY2024 FY2025 FY2026
$0
$25K
$50K
$75K
$100K
$125K
$150K
City of San Juan Bautista | Budget Book 2026 Page 108
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((999222%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((222...777%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111...999%%%))) UUUtttiiillliiitttiiieeesss (((000...777%%%)))
MMMaaattteeerrriiiaaalllsss &&& PPPaaarrrtttsss (((000...555%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts
Utilities
Contractual and Other Services
Other Personnel Expenses
General & Admin. Expenses Wages & Benefits
FY2024
FY2025
FY2026
$0
$0.025
$0.05
$0.075
$0.1
$0.125
$0.15
Expense Objects
Wages & Benefits $69,978 $123,542 $53,564 76.5%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 109
Other Personnel Expenses $1,500 $3,000 $1,500 100%
Contractual and Other Services $50,000 $2,500 -$47,500 -95% General & Admin. Expenses $6,250 $3,600 -$2,650 -42.4%
Utilities $0 $1,000 $1,000 N/A
Materials & Parts $750 $650 -$100 -13.3%
Total Expense Objects: $128,478 $134,292 $5,814 4.5%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 110
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 111
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
$140,480
-$53,233
(-27.48% 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 112
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((777888...333%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111777...444%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((222...222%%%))) UUUtttiiillliiitttiiieeesss (((111...999%%%)))
CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((000...333%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Materials & Parts Maintenance & Repair Services
Capital Outlay
Contractual and Other Services
Utilities
Other Personnel Expenses
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 $109,930 -$36,133 -24.7%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 113
Other Personnel Expenses $5,600 $3,100 -$2,500 -44.6%
Contractual and Other Services $22,350 $450 -$21,900 -98% General & Admin. Expenses $17,100 $24,400 $7,300 42.7%
Utilities $2,600 $2,600 $0 0%
Total Expense Objects: $193,713 $140,480 -$53,233 -27.5% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 114
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 115
Expenditures Summary
$41,000
-$20,000
(-32.79% 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 116
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111000000%%%))) Budgeted and Historical Expenditures by Expense Type
Millions
Other Personnel Expenses
Contractual and Other Services
Capital Outlay
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
General & Admin. Expenses $61,000 $41,000 -$20,000 -32.8% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 117
Total Expense Objects: $61,000 $41,000 -$20,000 -32.8%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 118
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 119
Expenditures Summary
$181,196
$31,195
(20.80% 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 120
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((999555...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((222...888%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((111...444%%%))) 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 $173,596 531.2% $146,095
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 (%
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 ($
Change)
City of San Juan Bautista | Budget Book 2026 Page 121
Contractual and Other Services $120,000 $5,100 -95.7% -$114,900 General & Admin. Expenses $2,500 $2,500 0% $0
Total Expense Objects: $150,001 $181,196 20.8% $31,195
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 (%
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 ($
Change)
City of San Juan Bautista | Budget Book 2026 Page 122
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 123
Expenditures Summary
$205,791
-$41,950
(-16.93% 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 124
Expenditures by Expense Type
Budgeted Expenditures by Expense Type
WWWaaagggeeesss &&& BBBeeennneeefififitttsss (((666888...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll aaannnddd OOOttthhheeerrr SSSeeerrrvvviiiccceeesss (((111888...222%%%))) GGGeeennneeerrraaalll &&& AAAdddmmmiiinnn... EEExxxpppeeennnssseeesss (((888...333%%%))) OOOttthhheeerrr PPPeeerrrsssooonnnnnneeelll EEExxxpppeeennnssseeesss (((333...444%%%))) UUUtttiiillliiitttiiieeesss (((111...222%%%)))
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 $141,791 $84,300 146.6%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 125
Other Personnel Expenses $7,000 $7,000 $0 0%
Contractual and Other Services $152,200 $37,450 -$114,750 -75.4% General & Admin. Expenses $28,550 $17,050 -$11,500 -40.3% Utilities $2,500 $2,500 $0 0%
Total Expense Objects: $247,741 $205,791 -$41,950 -16.9% Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 126
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 127
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 128
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 $263,000 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 129
General & Admin. Expenses $1,500 $1,500 $0 0%
Total Expense Objects: $264,500 $264,500 $0 0%
Name FY2025 Budgeted FY 2026 FY25/26 vs 8 FY2025 Budgeted vs. FY 2026 FY25/26 vs 8 ($
Change)
FY2025 Budgeted vs. FY
2026 FY25/26 vs 8 (%
Change)
City of San Juan Bautista | Budget Book 2026 Page 130