City of San Leandro
FY24 and FY25
Biennial Budget
Department Presentations
City Council Work Session
April 10, 2023
Preliminary Department Budget Proposals
Current staffing structure
Priorities for the new biennium
Proposed desired staffing structure
Summary of budget changes
Revenues – if applicable
Expenditures
Capital Funding
No new capital funding
$13 M in already committed funds for Capital Improvement Program (CIP)
Focus will be on projects already funded
Staff will explore other revenue sources for future CIP funding Internal Service Funds Cost Increases
Cost recover goods and services between departments
Included all costs of these programs, including personnel Market forces (mostly inflation) have driven up costs Where possible, use of fund balance will alleviate pressure on General Fund
Other Key Factors
Aligning budget to actual needs and costs
Mid-year budget adjustment of salaries - $4 M to other uses Realistic onboarding of vacant positions
Conservative revenues given economic climate
Increased labor costs
Investments in staff training and recognition
Finance still fine-tuning details for proposed budget Overall City Budget Summary
REVENUE
2021 Actuals 2022 Actuals 2023 Adjusted
Budget
2024 Proposed
Budget
2025 Proposed
Budget
General Fund Revenue $131,848,874 $135,453,589 $133,526,710 $137,992,835 $140,939,935 Non-General Fund Revenue $68,085,505 $74,146,667 $98,020,971 $75,234,459 $75,967,212 Total $199,934,378 $209,600,256 $231,547,680 $213,227,294 $216,907,147 % Change from PY 5% 10.5% (7.9%) 1.7%
$ Change from PY $9,665,877 $21,947,424 -$18,320,386 $3,679,853 SURPLUS/(DEFICIT) $13,474,371 $15,495,266 ($125,440,710) ($2,085,672) $1,895,698 EXPENSES 2021 Actuals 2022 Actuals 2023 Adjusted
Budget
2024 Proposed
Budget
2025 Proposed
Budget
Salaries & Benefits $69,385,580 $67,820,475 $79,762,887 $86,139,316 $91,604,120 Operations $117,074,429 $126,284,515 $277,225,503 $129,176,651 $123,407,329 Total $186,460,008 $194,104,990 $356,988,390 $215,312,966 $215,011,449 % Change from PY 4% 84% (40%) (0.1%)
$ Change from PY $7,644,982 $162,883,400 ($141,675,424) ($301,517) General Fund Only
REVENUE 2021
Actuals
2022
Actuals
2023
Budget
2024 Proposed
Budget
2025 Proposed
Budget
Revenue $131,848,874 $135,453,589 $133,526,710 $137,992,835 $140,939,935 % Change from PY 3% (1.4%) 3.3% 2.1%
$ Change from PY $3,604,716 ($1,926,880) $4,466,125 $2,947,100 EXPENSES 2021
Actuals
2022
Actuals
2023
Budget
2024 Proposed
Budget
2025 Proposed
Budget
Salaries & Benefits $53,807,219 $54,153,772 $62,829,247 $65,940,896 $70,231,523 Operations $58,363,547 $69,243,737 $88,782,663 $77,823,105 $76,258,911 TOTAL $112,170,766 $123,397,509 $151,611,910 $143,764,000 $146,490,434 % Change from PY 10% 23% (5%) 2%
$ Change from PY $11,226,743 $28,214,401 ($7,847,910) $2,726,433 SURPLUS/(DEFICIT) $19,678,108 $12,056,081 ($18,085,200) ($5,771,165) ($5,550,499) General Fund Balance
Fund Balance By Category FY2023
Beginning Fund Balance (Est.) 72,859
Fund Balance By Category
Non-spendable 7,219
Restricted 13,915
Assigned 1,214
Unassigned 38,800
Total Committed 61,148
Available Fund Balance 11,711
Service Pillars
Administrative &
General
Government
• City Manager’s
Office
• Legislative
• Finance
• Human Resources
• Information
Technology
Culture & Services
• Library
• Recreation
• Human Services
Public
Infrastructure &
Development
• Engineering
• Public Works
• Community
Development
Public Safety
• Fire
• Police
• Questions and comments at the end of each service pillar Administrative & General Government
City Manager’s Office
Legislative
Finance
Human Resources
Information Technology
City of San Leandro
FY24 and FY25
Biennial Budget
City Manager's Office Budget
Presentation to City Council
April 10, 2023
City Manager
(1.0 FTE)
Executive Assistant
(1.0 FTE)
Assistant City
Manager
(1.0 FTE)
Deputy City Manager
(FTE 1.0)
Mgmt Analyst II
(Sustainability)
(1.0 FTE)
Admin Asst. III
(1.0 FTE)
Deputy City
Manager
(1.0 FTE)
Senior Mgmt Analyst
(Budget/Risk/Em. Mgmt)
(FTE 1.0)
Admin Specialist III
(1.0 FTE)
Admin Specialist III
(.75)
Public Information
Officer
(1.0 FTE)
College Intern
(Communications)
(0.5 FTE)
Challenges:
Bolster admin support
Video/design support
Analyst support for
special projects
Managing increased
claim volume
CURRENT
CITY MANAGER’S OFFICE
ORAGNIZATION CHART
Total FTE: 11.25
Bureau/
Division
Existing
Position
LEGEND
CITY MANAGER’S OFFICE
PRIORITIES
• Culture Change
• Mentoring Programs
• Innovation
• Training
Organizational Development
• Communications: Revenue Measures, Translation, and Outreach • Risk: Contracting Process Updates
• Sustainability: Trees and Resilience Hubs
• Emergency Management: Planning, Training, and EOC Upgrades Support Major Initiatives
City Manager
(1.0 FTE)
Executive Assistant
(1.0 FTE)
Admin Asst. III
(1.0 FTE)
Assistant City
Manager
(1.0 FTE)
Deputy City Manager
(FTE 1.0)
Mgmt Analyst II
(Sustainability)
(1.0 FTE)
Admin Specialist III
(Limited Duration)
(1.0 FTE)
Deputy City
Manager
(1.0 FTE)
Senior Mgmt Analyst
(Budget/Risk/Em.
Mgmt)
(FTE 1.0)
Admin Specialist III
(1.0 FTE)
Admin Specialist III
(0.75 to 1.0 FTE)
Public Information
Officer
(1.0 FTE)
Admin Specialist I
(Communications)
(1.0 FTE)
College Intern
(0.5 FTE)
PROPOSED
CITY MANAGER’S OFFICE
ORAGNIZATION CHART
Total FTE: 12.25
Net New FTE: 2.25
With new staff:
Improve
communications and
outreach
Improve analytical
support
Bureau/
Division
Existing
Position
LEGEND
Department Budget Changes
Staffing
Analyst: support with special projects and process improvements Communications: increase digital outreach efforts
Risk: bolster staffing to absorb claim volume increases Non-Staffing
Increase training budget for professional development Increase budget for translation services to expand outreach Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $87,500 $122,590 $105,000 $969,720 $1,020,000
Salaries & Benefits $1,428,331 $1,840,089 $1,991,808 $2,525,529 $2,658,246 Operations $276,336 $395,743 $888,082 $1,444,028 $986,038 Total Expenses $1,890,876 $2,498,609 $3,165,076 $4,389,438 $4,069,812 Surplus/ ( Deficit) ($1,803,376) ($2,376,019) ($3,060,076) ($3,419,718) ($3,049,812) % Change from PY 32% 27% 39% (7%)
$ Change from PY $607,733 $666,468 $1,224,362 ($319,627) FTE 11.3 11.3 11.3 13.5 13.5
City Manager's Department Operating Costs
Increased labor costs
New ongoing costs for staff development and recognition Expanded communications funding for outreach, translation services City of San Leandro
FY24 and FY25
Biennial Budget
Legislative Budget
Presentation to City Council
April 10, 2023
CITY CLERK'S DEPARTMENT
ORGANIZATION CHART
(no proposed changes)
All staff have access to leadership
City Clerk has more capacity for coaching
Cross training is enabled
Allows for implementation of citywide process
efficiencies in records management and
agenda packet management
Total FTE = 3
New FTE = 0
City Clerk
Elections Official, Legislative
Budget Manager
(1 FTE)
Deputy City Clerk
Records Manager, PRA
requests, FPPC Filing Officer
(1 FTE)
Administrative Assistant III
Public Counter & General
Office Support
(1 FTE)
Bureau/
Division
Existing
Position
LEGEND
Legislative Priorities
•Increase Leader Availability by Mentoring and Coaching •Professional Development
•Increase Capacity for Staff
Staff Technical Development
•Create policies and procedures citywide
•Implement new software for records management, agenda management and records retention schedule upgrade
•Create budget cost centers making budget tracking more efficient Programmatic Efficiencies
•2024 General Election
Elections
Category 2021
Actuals
2022
Actuals
2023
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue N/A N/A N/A N/A N/A
Salaries & Benefits $775,687 $943,192 $1,119,845 $1,000,585 $1,036,940 Operations $1,624,633 $1,735,819 $1,750,268 $1,242,391 $1,861,337 Total $2,400,320 $2,677,011 $2,870,113 $2,242,958 $2,898,276 Surplus/ (Deficit) ($2,400,320) ($2,677,011) ($2,870,113) ($2,242,958) ($2,898,276) % Change from PY 12% 7% (22%) 29%
$ Change from PY $276,691 $193,102 ($627,156) $655,319
Total FTE 2 3 3 3 3
Legislative Operating Costs*
Budget is being aligned with actual costs and true need Capacity is increased to meet priorities and transparency Investments in staff are being made to develop and retain talent *Includes costs for Mayor and City Council
City of San Leandro
FY24 and FY25
Biennial Budget
Finance Department Budget
Presentation to City Council
April 10, 2023
CURRENT FINANCE
DEPARTMENT
ORGANIZATION CHART
Unequal access to
leadership
Lack of capacity for staff
coaching and development
Insufficient cross training
Initiatives and systems not
fully supported
Budget monitoring lacking
Finance Director
1.0 FTE
Administrative
Assistant III
(1.0 FTE)
Assistant Finance Director
(1.0 FTE)
Assistant Finance Director
(Enterprise Resource Planning)
(1.0 FTE)
Finance Analyst
(Budget & Special Projects)
(1.0 FTE)
Purchasing
Technician
(Procurement)
(1.0 FTE)
Account Clerk
(Accounts
Receivable)
(1.0 FTE)
Sr. Account Clerk
(Accounts
Receivable)
(2.0 FTEs)
Finance Manager
(Disbursements, Accounting,
and Audit
(1.0 FTE)
Account Clerk
(Accounts
Payable)
(2.0 FTEs))
Payroll Specialist
(Payroll)
(1.0 FTE)
Accountant I
(Accounting)
(1.75 FTEs)
Accountant II
(Accounting)
(1.0 FTE)
Total FTE: 15.75
Bureau/
Division
Existing
Position
LEGEND
Priorities
• Increase mentoring and coaching
• Enable and empower staff
• Increase Training
• Internal cross training
• Conferences
Staff Development
• Realign budget to actuals
• Explore alternative revenue options
• Lower liabilities
• Increase transparency and efficiency
Support Major Initiatives
PROPOSED FINANCE DEPARTMENT ORGANIZATION CHART
All staff have
access to
leadership
Finance Analysts
have more
capacity to
provide more
coaching
Cross training is
enabled
Bandwidth is
added to
support projects
and best
practices
Allows for
citywide budget
monitoring
Finance Director
(1.0 FTE)
Finance Supervisor
(Citywide Budget
Support)
(1.0 FTE)
Accountant II
(Enterprise
Resource Planning)
(1.0 FTE)
Finance Manager
(Budget, Special Projects, and
Procurement)
(1.0 FTE)
Purchasing
Technician
(Procurement)
(1.0 FTE)
Account Clerk
(Accounts
Receivable)
(1.0 FTE)
Sr. Account Clerk
(Accounts
Receivable)
(1.0 FTE)
Finance Analyst
(Disbursements, Accounting,
and Audit)
(1.0 FTE)
Sr. Account Clerk
(Fixed Costs,
General Backup)
(1.0 FTE)
Payroll Specialist
(Payroll)
(1.0 FTE)
Accountant I
(Accounting
& Audit)
(1.75 to 2.0 FTE)
Accountant II
(Accounting &
Audit)
(1.0 FTE)
Assistant Finance Director
(1.0 FTE)
Accountant I
(Enterprise Resource
Planning)
(1.0 FTE)
Account Clerk
(Budget and
Special Projects)
(1.0 FTE)
Sr. Account Clerk
(Accounts
Payable)
(1.0 FTE)
Account Clerk
(Accounts
Payable)
(1.0 FTE)
Total FTE: 18
Net New FTE: 2.25
Bureau/
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing
Upgrade Administrative Assistant III to Finance Supervisor Increase 0.75 Accountant I to 1.0 Accountant I
Upgrade Account Clerk to Sr. Account Clerk
New Account Clerk
Accountant II and Accountant I to support ERP
Non-Staffing
Consulting services for Alternative Revenue Measures $300K Allocations for staff development
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue N/A N/A N/A N/A N/A
Salaries & Benefits $1,801,815 $2,234,725 $2,518,516 $2,886,001 $3,051,933 Operations $1,453,574 $1,414,967 $1,996,176 $2,029,909 $1,760,698 Total $3,255,389 $3,649,692 $4,514,691 $4,915,910 $4,812,632 Surplus/ (Deficit) ($3,255,389) ($3,649,692) ($4,514,691) ($4,915,910) ($4,812,632) % Change from PY 12% 24% 9% (2%)
$ Change from PY $394,303 $865,000 $401,219 ($103,279)
Total FTE 14 13 15.75 18 18
Finance Department Operating Costs
Increased labor costs
One-time costs in FY24 for researching revenue options to support capital program New ongoing costs for staff development and recognition City of San Leandro
FY24 and FY25
Biennial Budget
Human Resources
Department Budget
Presentation to City Council
April 10, 2023
HUMAN RESOURCES DEPARTMENT
Current Staffing
Human Resources Director
(1 FTE)
Senior HR Analyst (1 FTE)
Workers Compensation
Employee/Labor Relations
Recruitment, Class/Comp
HR Technician (1 FTE)
Administrative Assistant III PT
(0.7 FTE)
Senior HR Analyst (1 FTE)
Recruitment
Employee/Labor Relations
Position Control, Class/Comp
HR Technician (1 FTE)
HR Analyst (1 FTE)
Benefits/Leaves
HRIS/Payroll
HR Technician
(1 FTE Limited Duration)
Total 7.7 FTE
Recruiting function is
severely under
resourced in an
extremely tight labor
market
No staff capacity to
undertake new
program, projects, and
system improvements
Inadequate HR staffing
to support the City
workforce needs
Bureau/
Division
Existing
Position
LEGEND
HUMAN RESOURCES DEPARTMENT
Priorities
• Recruitments
• Employee Recognition & Engagement
• Comprehensive Classification & Compensation study
• Labor negotiations in 2024
• Enterprise Resource Planning (ERP)
Support Major Initiatives
• Need adequate HR staffing to support org/dept service delivery • Average industry staffing ratio is 2.6 (HR-to-Employee) • Current staffing ratio is 1.7
• Proposed staffing ratio will be 2.3
Support Employee/Workplace Needs
HUMAN RESOURCES DEPARTMENT
Proposed Staffing
Human Resources Director
(1 FTE)
Sr. HR Analyst (1 FTE)
Employee Relations
Labor Relations
W/C - OSHA training
Wellness
HR Analyst (1 FTE)
Benefits/Leaves
HRIS/Payroll
HR Technician (1 FTE)
Administrative Assistant II
(0.7 reduced to 0.25 FTE)
Sr. HR Analyst (1 FTE)
Employee Engagement
Employee Recognition
Performance Management
Training & Development
HR Technician (1 FTE)
Administrative Assistant II
(1 FTE)
Sr. HR Analyst (1 FTE)
Recruitment
Pre-employment/Onboarding
Position Control
Class/Comp
HR Analyst
(1 FTE Limited Dur)
HR Technician (1 FTE Temp)
HR Analyst
(1 FTE Limited Dur)
ERP
HR Technician
(1 FTE Limited Dur)
ERP
Dedicated team to
address Recruitment
demands
Provide capacity to
focus on Employee
Engagement and
Recognition
Better alignment of
functions and defined
roles
Adequate HR staffing
to better support
dept/org service
delivery
Total FTE: 12.25
Net New FTE: 4.55
Bureau/
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing (Net New FTE = 1.75 + 3 Limited duration)
NEW Sr. Human Resources Analyst (1)
NEW Human Resources Analyst (1 limited duration)
NEW Human Resources Analyst – ERP (1 limited duration) NEW Human Resources Technician – ERP (1 limited duration) NEW Administrative Assistant II (1)
Decrease Administrative Assistant III (0.5) to Administrative Assistant II (0.25) Operational
Increase funding to support Employee Engagement and Culture program, activities, and events; develop a robust Employee Recognition program Increase funding to support Recruitment functions.
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue N/A N/A N/A N/A N/A
Salaries & Benefits $1,155,259 $1,267,804 $1,372,027 $1,879,488 $1,929,049 Operations $432,552 $591,685 $792,267 $554,031 $546,977 Total $1,587,811 $1,859,489 $2,164,295 $2,433,518 $2,476,026 Surplus/ (Deficit) ($1,587,811) ($1,859,489) ($2,164,295) ($2,433,518) ($2,476,026) % Change from PY 17% 16% 12% 2%
$ Change from PY $271,678 $304,806 $269,224 $42,507
Total FTE 5 5 7.7 12.25 12.25
HUMAN RESOURCES DEPARTMENT
Operating Costs
Increased labor costs
Investment in Employee Recognition
City of San Leandro
FY24 and FY25
Biennial Budget
Information Technology
Department Budget Presentation to City
Council
April 10, 2023
INFORMATION TECHNOLOGY DEPARTMENT
CURRENT ORGANIZATION CHART
Chief Technology Officer
Technology Strategy,
Planning & Cybersecurity
Network, Infrastructure &
Operations
Helpdesk, Network,
Data Center, Servers,
Storage, Public Wi-Fi & Cloud
Administration & Central
Services
Administrative Support, Printing
and Mail Delivery
Helpdesk Technicians
(2.5 FTE)
Administrative Assistant III –
IT Administration
(1 FTE)
IT Systems Analyst
(2 FTE)
Innovation & Business
Applications
Deployment, Maintenance,
Project Management, Process
Improvement and Innovation
IT Innovation Analyst
(1 FTE)
Total FTE: 12
Information Services Specialist
(1 FTE)
Challenges:
Insufficient resources supporting innovation and core business applications, including Enterprise Resource Planning (ERP),City Website, Permitting and Police applications Insufficient resources for infrastructure and operational support Information Technology
Manager (1 FTE)
IT Application Specialist
(1 FTE)
College Intern
(.5 FTE)
Administrative Assistant I –
Central Services
(1 FTE)
Bureau/
Division
Existing
Position
LEGEND
INFORMATION TECHNOLOGY DEPARTMENT
PRIORITIES
•Maximize the City's cybersecurity posture
•Defend against increasing regional and global threats
Cybersecurity
•Stabilize critical technology infrastructure & enable a modern workforce •Replace aging network and data center infrastructure
•Deploy laptops to City staff and rugged laptops to Police to enable a modern workforce Infrastructure & Operations
•New Enterprise Resource Planning (ERP) System
•Deploy new Mobile 311 system
Improve Citywide Business Applications
•Build innovation and application support team to assist City with process improvement initiatives
•Develop and implement technology standards for hardware and software Improve City Processes & Build Foundation to Become a Smart City
INFORMATION TECHNOLOGY DEPARTMENT
PROPOSED ORGANIZATION CHART
Chief Technology Officer
Technology Strategy,
Planning & Cybersecurity
Network, Infrastructure &
Operations
Helpdesk, Network,
Data Center, Servers,
Storage, Public Wi-Fi & Cloud
Administration & Central
Services
Administrative Support, Printing
and Mail Delivery
Helpdesk Technicians
(2.5 FTE)
Administrative Assistant III –
IT Administration
(1 FTE)
IT Systems Analyst
(2 FTE)
Innovation & Business
Applications
Deployment, Maintenance,
Project Management, Process
Improvement and Innovation
IT Innovation Analyst
(1 FTE)
Information Services Specialist
(1 FTE)
Information Technology
Manager (1 FTE)
IT Application Specialist
(1 FTE)
College Intern
(.5 FTE)
Administrative Assistant I –
Central Services
(1 FTE)
Helpdesk Technician –
Police Department
(1 FTE)
Information Technology Manager
– Limited Duration
(1 FTE)
1 Innovation Analyst –
Police Department
(1 FTE)
1 Innovation Analyst – ERP –
Limited Duration (1 FTE)
Bureau/
Division
Existing
Position
LEGEND
16 Full-Time Equivalent (FTE) Positions
New FTE = 4
IT Department Budget Changes
Staffing:
2 limited duration FTEs
Information Technology Manager
Innovation Analyst - ERP
2 regular FTEs
Helpdesk Technician – Police Dept.
Innovation Analyst – Police Dept.
Non-Staff
No increase to operational budget from FY23
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $4,268,471 $4,450,115 $7,802,495 $7,272,645 $7,585,574 Salaries & Benefits $1,722,060 $1,791,085 $1,999,946 $3,521,367 $3,657,379 Operations $2,451,385 $2,794,639 $6,948,859 $3,227,097 $3,801,587 Total $4,173,445 $4,585,724 $8,948,806 $6,748,464 $7,458,966 Surplus/ (Deficit) $95,026 ($135,609) ($1,146,310) $524,181 $126,607 % Change from PY 10% 95% (25%) 11%
$ Change from PY $412,279 $4,363,082 ($2,200,342) $710,502 Total FTE 11 11.5 12.12 16.12 16.12
Information Technology Department
Operating Costs
Budget aligned with actual technology hardware, software and services costs Staffing additions needed to deliver transformational projects and services, including ERP, Mobile 311 and Public Safety technology services
Investment in cybersecurity and back up infrastructure to improve disaster recovery Questions
Culture & Services
Library
Recreation
Human Services
City of San Leandro
FY24 and FY25
Biennial Budget
Library Services Department
Budget
Presentation to City Council
April 10, 2023
CURRENT LIBRARY
DEPARTMENT
ORGANIZATION CHART
Café
3 PT Library Aides
(1.07 FTE)
Library Administration
Library Director (1FTE)
Strategy &
Financial/Operations
Management
Library Administration
Assistant Library Director (1 FTE)
Strategy & Financial/Operations
Management
Technical Services/Circulation
Senior Librarian (1 FTE)
Supervises – Materials Purchasing,
Cataloging & Circulation
Library Administration
Admin Assist III (1 FTE)
Security/Maintenance
Librarian (1 FTE)
Oversees Circulation, LINK+, Library
Data, Provides Reference Services
Senior Library Assistants (2 FTE)
Processes Materials, Leads Circulation
Services, & plans/conducts programming
Library Assistants (2 FTE)
Processes Materials & Circulation
Services
11 PT Library Clerks (4.76 FTE)
Customer/Circulation Services
5 PT Library Aides (1.90 FTE)
1.2 FTE Vacant
Customer/Circulation Services
6 Library Security Aides
(1.84 FTE)
4 Maintenance
Aides (1.45 FTE)
Adult Services
Senior Librarian (1 FTE)
7 Librarians (4.39 FTE)
Reference Services, Adult
Programming & Material
Selection
1 PT Senior Library Assistant
(0.48 FTE)
Family Literacy Program
Literacy Coordinator (1 FTE)
Volunteer Literacy Program
Branch Services
Senior Librarian (1 FTE)
Librarian (1 FTE)
Oversees Branch Youth
Collections, Programming &
Outreach
Senior Library Assistants
(2 FTE)
Leads Circulation Services, &
plans/conducts programming
3 PT Library Clerks (1.30 FTE)
Customer/Circulation Services
1 PT Library Aide (0.36 FTE)
Customer/Circulation Services
Youth Services
Senior Librarian (1 FTE)
Librarians (2 FTE)
Reference Services, Adult
Programming & Material
Selection
Museum
1 PT Museum
Curator (0.35 FTE)
Senior Library Assistant
(1 FTE)
Programming & Service
2 PT Senior Library
Assistants (0.72 FTE)
Tours
Need for increased capacity for strategic planning
Need for investment in coaching and staff development Opportunities exist to increase service delivery, enhance operations, and improve organizational efficiencies
Total FTE = 37.65
Bureau/
Division
Existing
Position
LEGEND
LIBRARY DEPARTMENT PRIORITIES
• Enable and empower
• Inspire appropriate risk-taking
• Exposure to industry standards and innovation
Staff Development
• Expand outreach and partnership
• Expand translations for marketing (esp. in schools)
• Express and celebrate the diverse community through art, history, and cultural programming
• Provide access to learn robotics, 3D printing, AI, graphic design, computer programming, and other current tech skills
• Advance workforce development – technology and literacy Engage the Community
LIBRARY DEPARTMENT PRIORITIES
• Expand translations of the library experience
• Deliver collections in multiple languages
• Provide Family Special Needs collections &
resources
• Diversify authors and protagonists that reflect
our community make up
• Continue to bridge the digital divide
• Revise policies with DEIB in mind
Diversity Equity Inclusion &
Belonging in Action
PROPOSED LIBRARY
DEPARTMENT
ORGANIZATION CHART
Library Administration
Library Director (1FTE)
Strategy &
Financial/Operations
Management
Library Administration
Assistant Library Director (1FTE)
Strategy & Financial/Operations
Management
Technical Services/Circulation
Senior Librarian (1 FTE)
Materials Purchasing, Cataloging &
Circulation
Library Administration
Admin Assist III (1FTE)
Clerical
Security/Maintenance Librarian (1 FTE)
Oversees Circulation, LINK+, Library
Data, Provides Reference Services
Senior Library Assistants (2 FTE)
Processes Materials, Leads Circulation
Services, & plans/conducts programming
Library Assistants (2 FTE)
Processes Materials, can leads
Circulation Services
11 PT Library Clerks (4.76 FTE)
Customer/Circulation Services
5 PT Library Aides (1.375 FTE)
0.83 FTE Vacant
Customer/Circulation Services
6 Library Security Aides
(2.48 FTE)
De-escalation w/upset
patrons and patrol
facilities
3 Maintenance Aides
(1.21 FTE)
Meeting Room Setup
and Transit Item
Delivery
Youth Services
Senior Librarian (1 FTE)
Librarians (2 FTE)
Reference Services, Adult
Programming & Material
Selection
Museum
1 PT Museum
Curator (0.48 FTE)
Senior Library Assistant
(1 FTE)
Programming & Service
2 PT Senior Library
Assistants (0.96 FTE)
Tours
Branch Services
Senior Librarian (1 FTE)
Librarian (1 FTE)
Branch Youth Collections,
Programming & Outreach
Senior Library Assistants
(2 FTE)
Leads Circulation Services, &
plans/conducts programming
3 PT Library Clerks (1.30 FTE)
Customer/Circulation Services
1 PT Library Aides (0.28 FTE)
Customer/Circulation Services
Café
2 PT Library Aides
(0.55 FTE)
Operate the Cafe
Adult Services
Senior Librarian (1 FTE)
7 Librarians (4.8 FTE)
Reference Services, Adult
Programming & Material
Selection
Senior Library Assistant
(0.48 FTE)
Family Literacy Program
Librarian (1 FTE)
Volunteer Literacy Program
Library Administration
Management Analyst II (1FTE)
Tactical Financial/Operations
Management
Builds capacity for strategic planning
Expands staff coaching and staff development
Improves service delivery, enhances operations
and increases organizational efficiencies
Total FTE = 38.67
Net New FTE = 1.02
Bureau/
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing
Add - Management Analyst II
Upgrade – Project Literacy Coordinator to Librarian
Hours Upgrades – PT Library Security Aide Hours
Hours Upgrades – PT Museum Curator to Actuals
Hours Upgrades – PT Museum Senior Library Assistants to actuals Hours Upgrades – PT Librarians
Hours/Position Reductions – PT Library Aides
Hours/Position Reductions – PT Maintenance Aides
Operational
Translation and collections for DEIB in action
Digital divide initiatives and historical preservation Increase in Summer Library Program and weekly performer/supply costs Allocation for staff development and recognition
Net New FTE = 1.02
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $462 $29,490 $125,000 $31,000 $31,000
Salaries & Benefits $3,140,300 $3,514,070 $4,278,596 $4,337,638 $4,754,942 Operations $2,416,804 $2,878,521 $3,290,522 $3,391,736 $3,514,781 Total $5,557,104 $6,392,591 $7,569,119 $7,729,375 $8,269,723 Surplus/ (Deficit) ($5,556,642) ($6,363,101) ($7,444,119) ($7,698,375) ($8,238,723) % Change from PY 15% 18% 2% 7%
$ Change from PY $835,487 $1,176,528 $160,256 $540,348
Total FTE 36 36 37.65 38.64 39.90
LIBRARY DEPARTMENT
Operating Costs
• Increased costs for labor, translation services, staff development, materials, and performers drive the 17%
increase in FY24 from FY23.
• Due to COVID, FY21 was underspent so FY22 looks inflated showing a 15% change in actuals from FY21.
City of San Leandro
FY24 and FY25
Biennial Budget
Recreation Department Budget
Presentation to City Council
April 10, 2023
CURRENT RECREATION
DEPARTMENT ORGANIZATION
CHART
Recreation Manager*
(1 FTE)
Recreation
Supervisor II (1 FTE)
Aquatics
Lifeguard,
Recreation Leader,
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Community
Engagement
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Facilities & Parks
Recreation Leader,
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Youth
Recreation Leader,
Recreation
Specialist I/II/III
Administrative
Assistant III (.5 FTE)
Total FTE: 34.98
Split administrative
support
Leadership focused on
administrative/ front-line
duties, not staff
development or coaching
Insufficient cross training
Engaging PT staff to retain
Bureau/
Division
Existing
Position
LEGEND
*Currently reporting to a Deputy City Manager
Recreation Priorities
• Teambuilding
• Mentoring and Coaching
• Internal Cross Training
Staff Development
• Cherry Festival & Parade
• Summer Series and Special Events
• Comprehensive Parks Assessment and Parks Master Plan
Community Enrichment and Engagement
•Quality of Life and Wellness
• Infrastructure
• Inclusive Work Environment
Council Initiatives
PROPOSED RECREATION DIVISION ORGANIZATION CHART
Dedicated
Administrative
Assistant assigned to
Recreation
Bandwidth is added to
support Recreation
Supervisors and
programs
Capacity to
provide coaching and
staff development
Internal cross training
is enabled
Total FTE: 36.48
Net New FTE: 1.5
Recreation Manager*
(1 FTE)
Recreation
Supervisor II (1 FTE)
Aquatics
Lifeguard,
Recreation Leader,
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Community
Engagement
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Facilities & Parks
Recreation Leader,
Recreation
Specialist I/II/III
Recreation
Supervisor II (1 FTE)
Youth
Recreation Leader,
Recreation
Specialist I/II/III
Administrative
Assistant I (2 FTE)
Bureau/
Division
Existing
Position
LEGEND
*Currently reporting to a Deputy City Manager
Recreation Division Budget Changes
Staffing
Bolster Administrative Assistant I positions to create supervisory bandwidth Organize staffing and operational costs by division/program Non-Staffing
Enhance training costs throughout the divisions/programs Expand consulting services for Community Promotions/Special Events Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $611,990 $1,001,289 $1,541,000 $1,347,900 $1,739,700 Salaries & Benefits $2,171,493 $2,505,166 $2,793,780 $2,454,138 $2,614,719 Operations $1,693,708 $2,131,166 $2,359,801 $2,394,016 $2,478,284 Total $3,865,201 $4,636,331 $5,153,582 $4,848,155 $5,093,003 Surplus/ (Deficit) ($3,253,211) ($3,635,042) ($3,612,582) ($3,515,718) ($3,380,434) % Change from PY 20% 11% (6%) (5%)
$ Change from PY $771,131 $517,251 ($305,427) $244,848
Total FTE 11 12 34.98 36.48 36.48
Recreation Division Operating Costs
• Increased labor costs
• New ongoing costs for staff development and recognition • Standalone Recreation Department budget (split from Human Services) City of San Leandro
FY24 and FY25
Biennial Budget
Human Services
Department
Budget Presentation to City
Council
April 10, 2023
CURRENT HUMAN SERVICES DEPT
STAFFING
Challenges:
Significant staffing
vacancies
Increased community needs
that exceed available
resources
New Department needs to
further refine
guiding mission, vision, core
values, and systems
Human Services Director
1.0 FTE
Human Services Manager
1.0 FTE
• Strategic Partnerships
• Organization/Program
Development
• Budget/Finance
• Community Relations
Administrative Assistant III
0.5 FTE
• Admin & Tech Support
• Agreements
• Records Management
• Clerical and Admin Tasks
Administrative Specialist
III
1.0 FTE
• Human Services
Commission
• Community
Assistance Program
(CAP) Grants
• Program planning
/evaluation
• RFP and contract
mgmt.
• strategic partnerships
• volunteer coordination
• special programs &
event coordination
Administrative Specialist III
Human Services
1.0 FTE
• Warming/Cooling Center
• Safe Parking Program
• Navigation Center support
• Homeless Contract
• Management
• Homeless outreach
planning and coordination
• Point-In-Time
Count Coordination
Administrative
Assistant II
1.0 FTE
• Street Outreach
• Homeless Case
• Management and
Coordination
• Point In Time
Support
Recreation Specialist II
0.50 FTE
• Senior ServicesParatransit,
• MBB Food Program,
Programs/classes
Recreation Specialist II
.50 FTE
• MBB Food Program,
Classes
• Special Events
Recreation Supervisor II
Senior Services
1.0 FTE
• Programs
• Classes
• Special Events
• Paratransit – Measure BB
• Senior Commission
Administrative Assistant II
1.0 FTE
• Paratransit Measure BB
Programs
• Website Support
Recreation Specialist
I
.50 FTE
• MBB Food Program
Senior
Programs/Classes
• Special Events
Total FTE: 9.0
Bureau/
Division
Existing
Position
LEGEND
Human Services Department
Priorities
• Update job classifications & fill vacancies
• Build sustainable foundation as a stand-alone department • Expand professional development & internal cross training Departmental Development
• Secure funding and advance Navigation Center
• Establish an overnight Safe Parking Program
• Extend existing Warming Center into summer cooling center & Winter 2024 warming center • Nurture and expand key partnerships (public and non-profit) Pursue funding + Establish a navigation center
• Develop Age-Friendly Action Plan
• Fully restore Senior Services programming to pre-pandemic levels • Collaborate with relevant departments to ensure facility operations support programming Major Initiavees—Senior Services
• Collaborate with ACFD and SLPD to launch Mental Health Crisis Response Unit pilot • Expand strategies to prevent or address domestic violence • Expand support for children and transitional-age youth • Further assess food access needs and expand opportunities with public and non-profits Major Initiatives—Community Health Services
Major Initiatives—Senior Services
Major Initiatives—Expand Support for the unhoused
Departmental Development
Increases leadership capacity
Expands admin support
Increases capacity to respond
to and track homeless
needs and
improves communication
Supports succession planning
Increases Department visibility
Fills program gaps and needs
PROPOSED HUMAN SERVICES
DEPARTMENT STAFFING Human Services Manager
1.0 FTE
• Strategic Partnerships
• Organization/Program Development
• Budget/Finance
• Community Relations
Administrative Assistant III
0.5 to 1.0 FTE
Administrative and Technical Support
• Commissions
• Agreements
• Public record requests
• Records Management)
• Timekeeper
• Clerical and Organizational Tasks
Administrative Specialist III
Homeless Services
1.0 FTE
• Warming/Cooling Center
• Safe Parking Program
• Navigation Center support
• Homeless Contract
• Management
• Homeless outreach planning
and coordination
• Point-In-Time Count
Coordination
Administrative Specialist III
Community Health Services
1.0 FTE
• Human Services Commission
• Community Assistance
Program (CAP) Grants
• Program planning /evaluation
• RFP and contract mgmt.
• strategic partnerships
• volunteer coordination
• special programs & event
coordination
Administrative
Assistant
1.0 FTE
• Street Outreach
• Homeless Case
Management and
Coordination
• Point-In-Time
Count Support
Recreation Specialist II
0.5 to .75 FTE
• Senior ServicesParatransit
• MBB Food Program
• Programs/classes
Recreation Specialist II
.50 FTE
• Senior Services—MBB
• Food Program
• Classes
• Special events
Recreation Supervisor II
Senior Services
1.0 FTE
Senior services
• Programs & classes
• Special Events
• Measure A
• Paratransit/ Measure
BB
• Senior Commission
Administrative Assistant II
1.0 FTE
• Paratransit
• Measure BB Programs
• Website Support
• supports Senior Services
Recreation Specialist I
0.5 to 1.0 FTE
• MBB Food Program
• Senior Programs/Classes
• Special Events
Human Services Director
1.0 FTE
Total FTE: 10.25
Net New FTE: 1.25
Bureau/
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing
Increase Admin Assist II from 0.5 FTE to 1.0 FTE
Increase hours for two part time positions in Senior Services Division Recreation Specialists I and II
Non-Staffing
Increases Senior Services programming budget to restore pre-pandemic service levels
Increases capacity for contracts with non-profits to address pressing human service needs
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue N/A N/A N/A
Salaries & Benefits $863,123 $1,457,599 $1,490,543
Operations $2,893,259 $3,296,430 $2,592,241
Total $3,756,382 $4,754,029 $4,082,784
Surplus/(Deficit) ($3,756,382) ($4,754,029) ($4,082,784) % Change from PY 26.6% (14%)
$ Change from PY $997,647 ($671,245)
Total FTE 9 10.25 10.25
Human Services Operating Costs
Notes:
• FY 24 budget reflects first full year as independent department • FY 25 budget reflects conclusion of ARPA related expenditures Questions
Public Infrastructure & Development
Engineering
Public Works
Community Development
City of San Leandro
FY24 and FY25
Biennial Budget
Engineering Department Budget
Presentation to City Council
April 10, 2023
Director (1 FTE)
ADMINISTRATIVE
SERVICES
Senior
Management
Analyst (1 FTE)
Administrative
Assistant III (1
FTE)
Administrative
Assistant II (2 FTE)
Administrative
Assistant III (1
FTE)
City Engineer (1
FTE)
Engineering
Manager (1 FTE)
TRANSPORTATION
Senior Engineer (1
FTE)
Senior Engineering
Aide (1 FTE)
Associate
Engineer (1 FTE)
Assistant Engineer
(1 FTE)
LAND
DEVELOPMENT
Senior Engineer (1
FTE)
Associate
Engineer (1 FTE)
Assistant Engineer
(1 FTE)
Senior Engineering
Aide (2 FTE)
INSPECTION
Supervising
Inspector (1 FTE)
Inspector (4 FTE)
Inspector (1 FTE)
PROJECT
DEVELOPMENT
Senior Engineer (1
FTE)
Associate
Engineer (4 FTE)
Assistant Engineer
(1 FTE)
Associate
Engineer (2 FTE)
Assistant Engineer
(1 FTE)
Interns (1.92 FTE)
ENGINEERING
DEPARTMENT
Current Staffing
Difficult to fill limited
duration positions for full
term
Projects, permits receive
less time than they require
Effective leadership is
impacted by limited
bandwidth
Division
Existing
Position
LEGEND
Total FTE: 29
Priorities
• Provide staff development, training for career advancements & project management • Enhance City participation at conferences & workshops • Increase staff retention
• Promote resiliency and succession planning
Team Development
• Respond to legislative/regulatory landscape
• Improve project, permit delivery times and customer service levels • Pursue alternative revenue sources
Process, Permitting and Projects
• Utilize software & new service delivery techniques to increase efficiency Technology and Innovation Toolbox
Director (1 FTE)
ADMINISTRATIVE
SERVICES
Senior
Management
Analyst (1 FTE)
Administrative
Assistant III (1
FTE)
Administrative
Assistant II (2
FTE)
Management
Analyst (1 FTE)
City Engineer (1
FTE)
Engineering
Manager (1 FTE)
TRANSPORTATION
Senior Engineer (1
FTE)
Senior
Engineering Aide
(1 FTE)
Associate
Engineer (1 FTE)
Assistant Engineer
(1 FTE)
LAND
DEVELOPMENT
Senior Engineer (1
FTE)
Associate
Engineer (1 FTE)
Assistant Engineer
(1 FTE)
Senior
Engineering Aide
(2 FTE)
Associate
Engineer (1 FTE)
Senior
Engineering Aide
(1 FTE – New)
INSPECTION
Supervising
Inspector (1 FTE)
Inspector (4 FTE)
Inspector (1 FTE)
Inspector (1 FTE –
New)
PROJECT
DEVELOPMENT
Senior Engineer (1
FTE)
Associate
Engineer (4 FTE)
Assistant Engineer
(1 FTE)
Interns (1.92 FTE)
Associate
Engineer (1 FTE)
Assistant Engineer
(1 FTE)
ENGINEERING
DEPARTMENT
Proposed Staffing
Provides succession planning
Staff development and
retention
Bandwidth added to reduce
project and permit backlog
Allows for division budget
and performance measures
monitoring
Pursue alternative revenue
sources
New FTE: 2
Total FTE: 36
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing
New – 2 FTEs
Construction Inspector – 1 FTE, limited duration
Senior Engineering Aide – 1 FTE, limited duration
Conversion – 4 FTEs
Associate Engineer – 2 FTEs
Assistant Engineer – 2 FTEs
Upgrade – 1 FTE
Limited duration Admin Assistant III to Management Analyst I Non-Staffing
Consultant services as needed for staff augmentation
Category 2021
Actuals
2022
Actuals
2023
Adjusted B
udget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $250,000 $250,000
Salaries & Benefits $2,507,837 $3,263,278 $3,670,451 $4,463,706 $4,538,274 Operations $1,056,850 $1,604,138 $1,890,772 $3,258,863 $2,436,798 Total $3,564,687 $4,867,415 $5,561,223 $7,818,393 $7,110,538 Surplus/(Deficit) ($3,564,687) ($4,867,415) ($5,561,223) ($7,472,569) ($6,725,072) % Change from PY 37% 14% 39% (9.7%)
$ Change from PY $1,302,729 $693,808 $2,161,346 ($47,497) Total FTE 27 27 29 36 35
Engineering Department Operating Costs
Increased labor costs
Staff costs charged back to CIP, grants, private developers Staff augmentation to be used proportionately to vacancies Professional development, training for staff to retain talent City of San Leandro
FY24 and FY25
Biennial Budget
Public Works Budget
Presentation to City Council
April 10, 2023
CURRENT PUBLIC WORKS ORGANIZATION CHART
Public Works Administration
Public Works Director (1 FTE)
Street Maintenance
Pavement Maintenance
Street Supervisor (1 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (3 FTE)
Street Maintenance Worker I (3 FTE)
Maintenance Worker Entry (3 FTE)
Maintenance Aide (1.44 FTE)
Traffic Maintenance
Traffic Supervisor (1 FTE)
Electrician I (2 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (1 FTE)
Street Maintenance Worker I (2 FTE)
Maintenance Aide (.77 FTE)
High School Intern (.25 FTE)
Street Services
Street Supervisor (1 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (2 FTE)
Street Maintenance Worker I (3 FTE)
Tree Trimmer I (2 FTE)
Maintenance Worker Entry – Temp. (2 FTE)
Maintenance Aide (1.22 FTE)
Building Maintenance
Building Supervisor (1 FTE)
Facilities Maintenance Worker III (1 FTE)
Facilities Maintenance Worker II (2 FTE)
Facilities Maintenance Worker I (3 FTE)
Maintenance Worker Entry (1 FTE)
Park Maintenance
Park Supervisor (1 FTE)
Park Maintenance Worker III (1 FTE)
Park Maintenance Worker II (2 FTE)
Park Maintenance Worker I (7 FTE)
Maintenance Aide (4.81 FTE)
Equipment Maintenance
Equipment Supervisor (1 FTE)
Equipment Mechanic (2 FTE)
Maintenance Aide (.96 FTE)
Solid Waste & Recycling
Administrative Specialist III (1 FTE)
Friends of San Leandro Creek
Recreation Specialist III (.34 FTE)
Water Pollution Control Administration
Water Treatment Plant Manager (1 FTE)
Management Analyst II (1 FTE)
Administrative Assistant III (1 FTE)
Plant Operations
Plant Operations Supervisor (1 FTE)
Plant Operations Lead (6 FTE)
Plant Operations II (5 FTE)
Plant & Pump Station Maintenance
Plant Maintenance Supervisor (1 FTE)
Plant Electrical Technician (1 FTE)
Maintenance Mechanic II (6 FTE)
Plant Maintenance Worker (1 FTE)
Maintenance Aide (.96 FTE)
Laboratory Services
Lab Supervisor (1 FTE)
Lab Technician II (2 FTE)
College Intern (.41 FTE)
Collection System Maintenance
Collection System Maint. Supervisor (1 FTE)
Collection System Maint. Worker (6 FTE)
Environmental Services
Environmental Services Supervisor (1 FTE)
Environmental Protection Specialist II (4 FTE)
Administrative Assistant II (.48 FTE)
Facilities & Open Space
Public Works Services Manager (1 FTE)
Public Works Administration
Senior Management Analyst (1 FTE)
Administrative Assistant III (1 FTE)
Administrative Assistant II (1 FTE)
College Intern (.29 FTE)
Organizational Challenges:
• Lack of dedicated management
oversight for street functions
(department needs cross-filled by
Director and Managers)
• Insufficient support for
purchasing and contracting needs
• Lack of capacity for capital
planning at the Treatment Plant
• Increased need for street
cleaning activities
• Unfunded mandates create
additional administrative burden
for managers
Total FTE: 107.78
Division
Existing
Position
LEGEND
PUBLIC WORKS DEPARTMENT PRIORITIES
•Businesses and multi-family properties in compliance with SB 1383 •Establish community compost distribution program
•Solid waste franchise procurement – solicit/negotiate services, including community clean-up options
Solid Waste Regulations & Contracts
•Assess condition of 25 City facilities
•Establish Preventive Maintenance (PM) program and annual service contracts •Provide data to City Engineer for CIP planning; 10-year CIP Plan for WPCP Infrastructure Assessments/CIP Planning
•Complete draft and obtain Council direction to proceed with public outreach and mail-in ballot process
•Implement public outreach and mail-in ballot process
•If approved, provide updated tax roll data to Alameda County Stormwater Rates Study/Approval Process
PROPOSED PUBLIC WORKS ORGANIZATION CHART
Public Works Administration
Public Works Director (1 FTE)
Street Maintenance
Pavement Maintenance
Street Supervisor (1 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (3 FTE)
Street Maintenance Worker I (3 FTE)
Maintenance Worker Entry (3 FTE)
Maintenance Aide (1.44 FTE)
Traffic Maintenance
Traffic Supervisor (1 FTE)
Electrician II (1 FTE)
Electrician I (1 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (1 FTE)
Street Maintenance Worker I (2 FTE)
Maintenance Aide (.77 FTE)
High School Intern (.25 FTE)
Street Services
Street Supervisor (1 FTE)
Street Maintenance Worker III (1 FTE)
Street Maintenance Worker II (3 FTE)
Street Maintenance Worker I (3 FTE)
Tree Trimmer I (2 FTE)
Maintenance Worker Entry – Perm. (1 FTE)
Maintenance Aide (1.22 FTE)
Building Maintenance
Building Supervisor (1 FTE)
Facilities Maintenance Worker III (1 FTE)
Facilities Maintenance Worker II (2 FTE)
Facilities Maintenance Worker I (3 FTE)
Maintenance Worker Entry (1 FTE)
Park Maintenance
Park Supervisor (1 FTE)
Park Maintenance Worker III (1 FTE)
Park Maintenance Worker II (3 FTE)
Park Maintenance Worker I (6 FTE)
Maintenance Aide (4.81 FTE)
Equipment Maintenance
Equipment Supervisor (1 FTE)
Equipment Mechanic (2 FTE)
Maintenance Aide (.96 FTE)
Solid Waste & Recycling
Administrative Specialist III (1 FTE)
College Intern (.48 FTE)
Friends of San Leandro Creek
Recreation Specialist III (.34 FTE)
Water Pollution Control Administration
Water Treatment Plant Manager
Public Works Services Manager (1FTE)
Management Analyst I (1 FTE)
Administrative Assistant III (1 FTE)
Plant Operations
Plant Operations Supervisor (1 FTE)
Plant Operations Lead (6 FTE)
Plant Operations II (5 FTE)
Plant & Pump Station Maintenance
Plant Maintenance Supervisor (1 FTE)
Plant Electrical Technician (1 FTE)
Maintenance Mechanic II (6 FTE)
Plant Maintenance Worker (1 FTE)
Maintenance Aide (.96 FTE)
Laboratory Services
Lab Supervisor (1 FTE)
Lab Technician II (2 FTE)
College Intern (.41 FTE)
Collection System Maintenance
Collection System Maint. Supervisor (1 FTE)
Collection System Maint. Worker (6 FTE)
Environmental Services
Environmental Services Supervisor (1 FTE)
Environmental Protection Specialist II (4 FTE)
Administrative Assistant II (.48 FTE)
Facilities & Open Space
Public Works Services Manager (1 FTE)
Public Works Administration
Senior Management Analyst (1 FTE)
Administrative Specialist III (1 FTE)
Administrative Assistant III (1 FTE)
Administrative Assistant II (1 FTE)
College Intern (.29 FTE)
Position Requests Provide:
• Dedicated staff to meet
departments contract and
purchasing needs
• Technical expertise for capital
planning and project
development
• Permanent staff for Street
Cleaning operations
• Promotional opportunities for
Maintenance Worker I positions
• Administrative support for SB
1383 Implementation
Total FTE: 112.26
New FTE: 4.48
Division
Existing
Position
LEGEND
DEPARTMENT BUDGET CHANGES
Staffing
Net New
Maintenance Worker Entry – Street Cleaning (Temp to Perm) $121,163 Street Maintenance Worker I (Temp to Perm) $129,477
Administrative Specialist III $157,476
Public Works Services Manager $209,859
Upgrade
Park Maintenance Worker I to II $7,239
Street Maintenance Worker I to II $7,239
DEPARTMENT BUDGET CHANGES (cont’d)
Non-Staffing
General Fund
SB 1383 Support
Alameda County Health SB1383 Inspections
Utilities
Tree Trimming Program
Median/ROW Contract Services
All Other Funds
Asphalt / Crack Seal Material (SB1)
Fuel
Tide Gate Maintenance
Category 2021 Actuals 2022 Actuals
2023
Adjusted
Budget
2024 Proposed
Budget
2025 Proposed
Budget
Revenue N/A N/A N/A N/A N/A
Salaries & Benefits $3,146,178 $2,688,277 $3,192,712 $4,123,657 $4,398,954 Operations $3,853,608 $3,925,560 $5,350,465 $3,998,508 $4,181,685 Total $6,999,786 $6,613,837 $8,543,177 $8,122,166 $8,580,640 Surplus/ (Deficit) ($6,999,786) ($6,613,837) ($8,543,177) ($8,122,166) ($8,580,640) % Change from PY (6%) 29% (5%) 6%
$ Change from PY ($385,949) $1,929,340 ($421,012) $458,474 Total FTE * 106.4 104.74 109.55 112.10 112.10
PUBLIC WORKS OPERATING COSTS
*Total FTE in all funds
• Salaries & Benefits in FY 2022 lower due to significant vacancies • Salaries & Benefits for the proposed biennial higher due to cost increases and requests for new positions • Operations showing increases due to inflation and return to post-COVID activities • Operations budget requests for FY 2024 and FY 2025 are nominal City of San Leandro
FY24 and FY25
Biennial Budget
Community Development
Department
Budget Presentation to City
Council
April 10,2023
Community
Development Director
(1 FTE)
Assistant Community
Development Director
(1 FTE) Administrative
Assistant III
(1 FTE)
Planning Manager
(1 FTE)
Senior Planner
(2 FTE)
Associate Planner
(1 FTE)
Assistant Planner
(1 FTE)
Code Enforcement
Supervisor
(1 FTE)
Code Enforcement
Officer II
(1 FTE)
Code Enforcement
Officer
(1 FTE)
Administrative
Assistant II
(1 FTE)
Housing Manager
(1 FTE)
Senior Project
Specialist
(1 FTE)
Project Specialist II
(1 FTE)
Project Specialist I
(1 FTE)
Econ. Development
Manager
(1 FTE)
Project Specialist II
(1 FTE)
Project Specialist I
(1 FTE)
Chief Building Official
(1 FTE)
Supervising Building
Inspector
(1 FTE)
Senior Building
Inspector
(1 FTE)
Building Inspector
(2 FTE)
Associate Engineer
(1 FTE)
Administrative
Assistant II
(1 FTE)
Permits Center
Coordinator
(1 FTE)
Permits Technician
(3 FTE)
Permits Clerk
(1 FTE)
College Intern
(0.5 FTE)
Total 31.5 FTE
Limited support staff
Increased work volume
COMMUNITY DEVELOPMENT DEPARTMENT
Current Staffing
Bureau/
Division
Existing
Position
LEGEND
COMMUNITY DEVELOPMENT DEPARTMENT
PRIORITIES
• Maintain flexible/skilled team to address Council priorities • Update/implement Economic Development Strategic Plan
• Address Homeless/Housing Crisis
Respond to Council Priorities
• Leverage technology to improve customer experience
• Enhance Economic Development programs and activities
• Recruit/retain staff to improve service delivery
Build Capacity for Service Delivery
Community
Development
Director
(1 FTE)
Assistant Community
Development
Director
(1 FTE)
Administrative
Specialist III
(1 FTE)
Administrative
Assistant III
(1 FTE)
Planning Manager
(1 FTE)
Senior Planner
(2 FTE)
Associate Planner
(1 to 2 FTE)
Assistant Planner
(1 FTE)
Code Enforcement
Supervisor
(1 FTE)
Code Enforcement
Officer II
(1 to 2 FTE)
Housing Manager
(1 FTE)
Senior Project
Specialist
(1 FTE)
Project Specialist II
(1 FTE)
Project Specialist I
(1 FTE)
Econ. Development
Manager
(1 FTE)
Project Specialist II
(1 FTE)
Project Specialist I
(1 to 2 FTE)
Chief Building
Official
(1 FTE)
Supervising Building
Inspector
(1 FTE)
Senior Building
Inspector
(1 FTE)
Building Inspector
(2 FTE)
Plans Examiner
(1 FTE)
Administrative
Assistant II
(1 FTE)
Permits Center
Coordinator
(1 FTE)
Permits Technician
(3 FTE)
Permits Clerk
(2 FTE:
Limited – 1 FTE
Permanent – 1 FTE)
College Intern
(0.5 FTE)
Total FTE: 34.5
New FTE: 3
Enhanced service delivery
Support for office efficiencies
COMMUNITY DEVELOPMENT DEPARTMENT
Proposed Staffing
Bureau/
Division
Existing
Position
LEGEND
Summary of Budget Changes
Staffing:
NEW – 3 FTEs
ED Project Specialist I
Assistant Planner
Permits Clerk
UPGRADED – 3 FTEs
Assistant Planner to Associate Planner
Code Enforcement Officer to Code Enforcement Officer II Administrative Assistant II (limited duration) to Administrative Specialist III DOWNGRADED – 1 FTE
Associate Engineer (underfilled) to Plans Examiner
Operational:
Consultants for service delivery enhancements:
Building permit plan check (100% cost-recovery)
Zoning modernization
Consultants for policy implementation:
Housing Element implementation
ED Strategic Plan and implementation
Grant support
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $3,841,368 $4,311,389 $4,184,503 $5,238,500 $5,238,500 Salaries & Benefits $3,723,986 $4,474,336 $5,206,517 $5,972,069 $6,371,862 Operations $2,345,189 $1,932,528 $2,807,837 $3,326,764 $3,881,823 Total $6,069,175 $6,406,864 $8,014,354 $9,298,833 $10,253,685 Surplus/ (Deficit) ($2,227,807) ($2,095,475) ($3,829,851) ($4,060,333) ($5,015,185) % Change from PY 6% 25% 16% 10%
$ Change from PY $337,689 $1,607,490 $1,284,479 $954,852 Total FTE 27.5 31.5 31.5 34.5 34.5
Community Development Department
Operating Costs
Increased labor costs
Investment in staff capacity to enhance service delivery Implementing Council priorities
Questions
Public Safety
Fire
Police
City of San Leandro
FY24 and FY25
Biennial Budget
Fire Department Budget
Presentation to City Council
April 10, 2023
CURRENT ACFD
ORGANIZATION CHART - SAN LEANDRO 63 Firefighters 1 Deputy Fire Marshal 1 Code Compliance Officer Regional services include: Overhead Support Robust Training Division Regional Rescue, Haz Mat, and Water Rescue Teams
Bureau/
Division
Existing
Position
LEGEND
Department Budget Summary
* Other Post-Employment Benefits’ actuarial determined contribution for retiree health medical benefits are new in 2024 and 2025
** 2024 CIP is to replace aging station alerting system for dispatching calls *
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Salaries & Benefits $22,032,045 $23,868,647 $24,895,564 $26,571,881 $28,001,136 OPEB ADC* $0 $0 $0 $986,830 $1,012,342
Program Services and
Supplies
$2,528,221 $2,308,644 $2,688,427 $3,334,313 $3,368,893
Total $24,560,266 $26,177,291 $27,583,991 $30,893,024 $32,382,371 Surplus/(Deficit) ($24,560,266) ($26,177,291) ($27,583,991) ($30,893,024) ($32,382,371) % Change from PY 7% 5% 13% 5%
$ Change from PY $1,617,025 $1,406,700 $3,537,035 $1,489,347 CIP (Capital Improvement
Projects)**
$411,416 $78,712 $13,750 $415,579 $12,000
Summary of Budget Changes
Staffing assumption
5% pay increase for IAFF Local 55 group for CY 2024, 3.5% pay increase for unrepresented groups on 6/27/23
5% health premium increase
Align retiree health pay-go to actuarial determined contribution amount
Employees contribute 4% of top step firefighter pay toward CERBT trust
Non-Staffing
Fire Station Alerting System
Increasing costs from Apparatus & Facilities, Radios, and Fuel programs
Priorities
• Mental Health Response Unit
• Station alerting system replacement
• Fire station replacement (9,12,13)
•Community Emergency Response
Team (CERT)
•OPEB liabilities
City of San Leandro
FY24 and FY25
Biennial Budget
Police Department Budget
Presentation to City Council
April 10, 2023
Animal Control
Police Service Technician II
(1 FTE)
CURRENT POLICE DEPARTMENT ORGANIZATIONAL CHART
Police Chief
(1 FTE)
Administrative Specialist I
(1 FTE))
OPERATIONS
Assistant Police Chief
(1 FTE)
SERVICES
Police Captain
(1 FTE)
Patrol Criminal
Investigations Traffic
PRECISION POLICING
Crime Analyst
(1 FTE)
Police Lieutenant
(3 FTE/1 Vacant)
Police Sergeant
(6 FTE)
Police Officer
(52 FTE/13 Vacant)
Police Service Technician
II (9 FTE)
Police Lieutenant
(1 FTE)
Police Sergeant
(3 FTE)
Police Officers
(12 FTE/6 Vacant)
Administrative Assistant II
(1 FTE)
Police Sergeant
(1 FTE)
Police Officer
(6 FTE/4 Vacant)
Administrative Specialist –
Police (1 FTE)
Police Lieutenant
(1 FTE)
Police Sergeant
(2 FTE)
Records Clerk
(1 FTE/1 Vacant)
Crime Prevention
Specialist
(1 FTE)
Police
Support Services Manager
(1 FTE/1 Vacant)
Administrative Specialist –
Police (1 FTE)
Records Clerk
(5 FTE/1 Vacant)
Public Safety Dispatcher
(12 FTE)
Public Safety Dispatch
Supervisor
(2 FTE)
Sr. Management Analyst
(1 FTE)
Professional
Standards Support Services Business
Administration
Property Clerk
(3 FTE/1 Vacant)
Bureau/
Division
Existing
Position
LEGEND
Police Service Supervisors
(2 FTE/1 Vacant)
Senior Public Safety
Dispatcher
(2 FTE/2 Vacant)
Total FTE: 135
College Intern
(1 FTE)
College Intern
(1 FTE)
College Intern
(1 FTE)
CURRENT POLICE DEPARTMENT ORGANIZATIONAL CHART
(CONTINUED)
• Agency growth is stunted when a command-level employee is burdened with paying invoices
• Our full community policing potential is not being realized under the current structure
POLICE DEPARTMENT PRIORITIES
• Build greater operational efficiency
• Enhance employee skills and innovation
• Leverage technology and employee role in reaching organizational goals Increase and Retaining Staffing
• Improve employee health and wellbeing
• Promote employee morale and job satisfaction
• Optimize performance and productivity
• Educate and alter lifestyle skills to attain best possible health goals • Enhance mental and physical health as well as resilience Employee Wellness
• Employ policies, practices, and technology to amplify accountability • Explore and adopt practices that promote greater internal and external transparency • Create and support systems to perform periodic audits, efficiency reviews, and critical incident/near-miss reviews
Transparency and Accountability
Animal Control
Police Service Technician II
(1 FTE)
PROPOSED POLICE DEPARTMENT ORGANIZATIONAL CHART
Police Chief
(1 FTE)
Administrative Specialist I
(1 FTE)
OPERATIONS
Assistant Police Chief
(1 FTE)
Office of Community Engagement & Accountability
Management Analyst II
(1 FTE)
Patrol Criminal
Investigations Traffic
Crime Analyst
(1 FTE) SERVICES
Police Captain
(1 FTE)
Police Lieutenant
(3 FTE)
Police Sergeant
(6 FTE)
Police Officer
(52 FTE)
Police Service Technician II
(9 FTE)
Police Lieutenant
(1 FTE)
Police Sergeant
(3 FTE)
Police Officers
(12 FTE)
Administrative Assistant II
(1 FTE)
Police Sergeant
(1 FTE)
Police Officer
(6 FTE)
Administrative Specialist –
Police(1 FTE)
Police Lieutenant
(1 FTE)
Police Sergeant
(2 FTE)
Records Clerk
(1 FTE)
Crime Prevention
Specialist
(1 FTE)
Police
Support Services Manager
(1 FTE)
Administrative Specialist –
Police (1 FTE)
Records Clerk
(5 FTE)
Public Safety Dispatcher
(12 FTE)
Public Safety Dispatch
Supervisor
(2 FTE)
Sr. Management Analyst
(1 FTE)
Administrative Assistant III
(1 FTE)
Professional
Standards
Support Services Business
Administration
Property Clerk
(3 FTE)
Police Service Supervisors
(2 FTE)
Senior Public Safety
Dispatcher
(2 FTE)
Total FTE: 137
Net New FTE: 2
Existing
Position
LEGEND
Requested
Position
Bureau/
Division
College Intern
(1 FTE)
College Intern
(1 FTE)
College Intern
(1 FTE)
PROPOSED POLICE DEPARTMENT ORGANIZATIONAL CHART
(CONTINUED)
• Accelerate the implementation of progressive and sustainable initiatives • Trust, accountability, and efficiency can be enhanced through a more comprehensive and intentional approach to community policing
POLICE DEPARTMENT BUDGET CHANGES
• Management Analyst II
• Administrative Assistant III
Staffing
•East Bay SPCA
•Flock Community Safety Cameras (82 Cameras)
•Outsourced Internal Affairs Investigations
•Meal Prep Delivery Service for Police Dispatchers
•Truleo Personal Video Recording System (PVRS) Review and Analysis •Recruitment Advertising
Increased Labor Costs
•New employees and ramping up post-COVID trainings
•Uniforms for New Hires
•Background Investigations
One-Time Expenses
•EBRCSA Radio Encryption
•Phone System Replacement (State Mandated)
Non-Staffing
Category 2021
Actuals
2022
Actuals
2023
Adjusted
Budget
2024
Proposed
Budget
2025
Proposed
Budget
Revenue $2,241,581 $1,583,936 $1,823,755 $1,508,500 $1,508,500 Salaries & Benefits $32,134,579 $29,894,183 $33,039,974 $33,889,357 $36,434,849 Operations $7,145,896 $7,085,846 $8,153,881 $8,080,059 $8,570,928 Total $39,280,475 $36,980,029 $41,193,855 $41,969,416 $45,005,777 Surplus/ (Deficit) ($37,038,893) ($35,396,093) ($39,370,100) ($40,460,916) ($43,497,277) % Change from PY (6%) 11% 2% 7%
$ Change from PY ($2,300,445) $4,213,825 $775,562 $3,036,361 Total FTE 137 135 135 137 137
POLICE DEPARTMENT
Operating Costs • PD will provide
increased level of
service and be
more efficient
• PD budget will be
aligned with
actual costs and
true needs
• Investments in
staff are being
made to develop
and retain talent
• Additional
supervision will
provide equity
with
accountability and
guidance
Questions
Next Steps
Continued work to balance and bring forward proposal
City Manager Townhall on May 11
Present balanced budget to Council in May
Public hearing on budget
Adoption