San Leandro City Council
June 2, 2025

City Council
June 2, 2025
FYs 26 & 27 Proposed
Biennial Budget
Presentation
Pg 1
Background
1 AGENDA
Citywide
Operating
Budget
2 General Fund
Operating
Budget
3 4
Finance
Committee
Direction
5 Next Steps
6 7
Discussion &
Feedback
8 Pg 2 Meeting Date: June 2, 2025
Department
Budget
Presentations
Background
Pg 3 Meeting Date: June 2, 2025
November / December 2024
• Start of FYs 2026 & 2027 Biennial Budget Process
February / March 2025
• Held Two (2) Community Engagement Forums
• Staff provided an overview of the City’s General Fund forecast • Community members reviewed and voted on City Council priorities, which included:
 Homeless and Housing:
• Draft a Just Cause Eviction and Tenant Protection Ordinance • Establishing a vacancy tax for property owners whose properties are unused or underused  Public Safety:
• Citywide emergency preparedness for residents and businesses  Infrastructure:
• Comprehensive funding plan and policy for repair, maintain or replace city assets Background
Pg 4 Meeting Date: June 2, 2025
April 23, 2025 – Finance Committee Meeting:
• Staff Presented a Proposed FYs 2026 & 2027 Biennial Budget • Committee provided feedback:
 FYs 2026 & 2027 – Expenses (less transfers) should be equal to projected revenue  Beginning in FY 2028 – All expenses should be equal to projected revenue  Recommended additional funding for Rent Registry, Encampment Cleanup, Alternative Response Unit May 12, 2025 - Finance Committee Meeting:
• Staff Presented a Proposed FYs 2026 & 2027 Biennial Budget  Staff met the goal in FY 2026
 Staff did not meet the goal in FY 2027 – Committee provided staff with flexibility to meet the goal for FY 2027 and beyond over the next 12 months; and adjust at mid-cycle • Committee recommended that the Proposed FYs 2026 & 2027 Biennial Budget be presented to the full Council for consideration
Citywide Operating Budget
($ in millions)
Pg 5 Meeting Date: June 2 , 2025

A B C D E
1 FY 2025-26 FY 2026-27
2 ($ in millions) Revenue Expenditures Revenue Expenditures 3 General Fund $149.9 $156.1 $154.4 $160.8
4 Special Revenue Funds 12.2 12.0 10.3 9.5
5 Internal Service Funds 28.3 32.2 23.7 27.4
6 Enterprise Funds 31 34.5 32.8 34.2
7 Other Funds 3.4 4.2 3.4 3.4
8 Total - All Funds $224.8 $239.0 $224.6 $235.3
What is Fund Balance?
Pg 6 Meeting Date: June 2, 2025
 What is Fund Balance?
• Represents the difference between the City’s totals assets and current/future liabilities. It essentially shows the net available resources in that fund at a given point in time. • Categories of Fund Balance:
• Nonspendable – Resources that cannot be spent.
• Restricted – Resources with external restrictions (i.e. grants). • Committed – Set aside for specific purposes by formal government action. • Assigned – Intended for specific purposes but not legally restricted (i.e. encumbrances). • Unassigned – Available for any purpose.
 What is a Targeted Fund Balance?
• A targeted fund balance percentage refers to the desired level of reserves a government or organization aims to maintain in its General Fund.
• The Government Finance Officers Association (GFOA) recommends that general-purpose governments maintain unrestricted fund balance in their General Fund of at least two months (or approximately 20%) of regular operating expenditures (excluding transfers).

What is Fund Balance? (cont.)
 Why is a targeted 20% fund balance important?
• Ability to pivot for unexpected expenses without resulting in direct to significant service reductions or borrowing.
• Improved ability to weather economic downturns.
• Ability to remain operational during natural disasters. • May impact / improve credit ratings, leading to lower borrowing cost. • Enhanced financial stability and resilience.
 What is the City Fund Balance Policy?
• $5M for Major Emergencies
• 20% of Total Expenditures for Economic Uncertainties
• Set policy meets and exceed industry best practice
Pg 7 Meeting Date: June 2, 2025
What is a Structural Deficit?
 What is structural deficit?
• A structural deficit is a persistent imbalance where a government's spending consistently outpaces its revenue.
 What are some causes that attribute to a structural deficit? • Insufficient revenue or fluctuating revenue
• Unpredictable rate changes to pensions
• Growing infrastructure needs
• Economic instability/uncertainties
• Excessive spending
 Why is a structural deficit is bad?
• Persistent structural deficits are unsustainable.
• Eventually, all available funds are expended, which can put the City in a position of filing for bankruptcy.

Pg 8 Meeting Date: June 2, 2025
City’s Historical Structural Deficit
Fiscal Year
Adopted
Use of Fund Balance
($ in Millions)
2019-2020 $0
2020-2021 $2.3
2021-2022 $6.9
2022-2023 $8.5
2023-2024 $5.3
2024-2025 $5.9
Pg 9 Meeting Date: June 2, 2025
Fiscal Stability
Increased employee costs
Reduce discretionary budgets
to preserve service levels
Raising Pension / OPEB
Capital / Internal Service
Fund Needs
Economic Uncertainty
Key Driving
Factors
Impacting
FY26 & FY27
Budget
Align budget to actual need
and costs
Pg 10 Meeting Date: June 2, 2025
General Fund 10-Year Forecast
(Proposed – Presented on April 23, 2025 at Finance Committee) ($ in millions)
Pg 11 Meeting Date: June 2, 2025
General Fund 10-Year Forecast
(Proposed – Presented on May 12, 2025 at Finance Committee ) ($ in millions)
Pg 12 Meeting Date: June 2, 2025
General Fund 10-Year Forecast (Proposed – Presented on June 2, 2025 at City Council) ($ in millions)
Pg 13 Meeting Date: June 2, 2025
General Fund By Category
(Proposed – Presented on June 2, 2025 at City Council)
Pg 14 Meeting Date: June 2, 2025

A B C D E F G
1 2024-2025
Budgeted
2025-26
Proposed
2026-27
Proposed
2027-28
Projected
2028-29
Projected
2029-30
Projected
2 Revenue
3 Property Tax $31,925 $33,776 $35,392 $36,631 $37,913 $39,240 4 Sales Tax $53,276 $54,874 $56,521 $56,944 $57,547 $58,792 5 Other Tax $29,475 $29,878 $30,820 $31,437 $32,066 $32,707 6 Other Revenue $28,728 $31,410 $31,715 $32,478 $32,916 $33,369 7 Total Revenue $143,404 $149,938 $154,448 $157,490 $160,442 $164,108 8 9 Expenditures
10 Salaries & Benefits $75,172 $73,998 $79,062 $82,184 $85,819 $89,050 11 Services & Supplies $65,112 $53,592 $57,572 $55,758 $56,886 $58,086 12 Fixed Assets $1,338 $71 $71 $72 $73 $75
13 Internal Service Funds $16,191 $21,003 $18,804 $19,744 $20,139 $20,542 14 Debt Service $422 $422 $422 $422 $443 $445
15 Transfers $5,890 $6,976 $4,875 $5,021 $5,172 $5,327
16 Total Expenditures $164,126 $156,062 $160,806 $163,202 $168,532 $173,524 17 18 Beginning Fund Balance $75,454 $54,733 $48,609 $42,251 $36,539 $28,449 19 Net Change in Fund Balance ($20,722) ($6,124) ($6,358) ($5,712) ($8,090) ($9,416) 20 Ending Fund Balance $54,733 $48,609 $42,251 $36,539 $28,449 $19,033 General Fund Estimated Fund Balance
(Proposed – Presented on June 2, 2025 at City Council)
($in thousands)
Pg 15 Meeting Date: June 2, 2025

A B C D E F
1 Fund Balance by Category
FY 2024-25
Adjusted Budget
FY 2025-26
Proposed
FY 2026-27
Proposed
FY 2027-28
Projected
FY 2028-29
Projected
2 3 Ending Fund Balance $54,733 $48,609 $42,251 $36,539 $28,449 4 Ending Balance as % of Expenditure 34.6% 32.6% 27.1% 23.1% 17.4% 5 6 Fund Balance by Category
7 Non-spendable ($6,455) ($6,455) ($6,455) ($6,455) ($6,455) 8 Restricted ($50) ($50) ($50) ($50) ($50)
9 Committed ($500) ($500) ($500) ($500) ($500)
10 Assigned ($6,050) ($6,050) ($6,050) ($6,050) ($6,050) 11 12
13 Unassigned $41,678 $35,554 $29,196 $23,484 $15,394
14 Compensated Absences ($708) ($708) ($708) ($708) ($708) 15 Major Emergencies ($5,000) ($5,000) ($5,000) ($5,000) ($5,000) 16 Available Economic Uncertainties $35,969 $29,846 $23,487 $17,776 $9,686 17 18 % of Expenditures for Economic Uncertainties 22.7% 20.0% 15.1% 11.2% 5.9% General Fund Summary of Net Changes
by Department
Pg 16 Meeting Date: June 2, 2025
A B C
1 Department FY 2025-2026 FY 2026-2027
2 City Manager ($573,746) ($311,207)
3 Community Development $119,839 ($51,767)
4 Finance ($351,632) ($187,687)
5 Fire ($1,353,632) ($149,323)
6 Human Resources ($218,492) ($95,008)
7 Human Services ($1,500,929) ($244,138)
8 Legislative ($854,354) $455,800
9 Library ($553,165) ($365,505)
10 Police ($423,402) ($1,350)
11 Public Works ($259,141) $16,145
12 Recreation & Parks ($521,311) ($906,907)
13 Total Net Change ($6,489,965) ($1,840,947)
Pg 17 Meeting Date: June 2, 2025
General Fund Transfers

A B C D E
1 Description FY 2024
Actuals
FY 2025
Adopted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Capital Funds
3 City Building Major Maintenance $600,000 $600,000 $600,000 $600,000 4 City Park Major Maintenance $475,000 $475,000 $475,000 $475,000 5 Street Overlay Rehab $3,600,000 $3,600,000 $3,600,000 $3,600,000 6 ADA Transition Plan $150,000 $150,000 $150,000 $150,000 7 Capital General Fund $513,211 $9,996 $0 $0
8 Operating Funds
9 Links Shuttle Service $50,000 $50,000 $50,000 $50,000 10 Parking Fund Subsidy $400,425 $376,178 $376,178 $0
11 Street Maintenance $635,826 $638,826 $0 $0
12 Fleet Fund $100,000 $0 $1,500,000 $0
13 IT Fund $836,500 $0 $0 $0
14 Insurance Fund $128,915 $0 $0 $0
15 Pension Fund $16,460,225 $0 $0 $0
16 Stormwater Fund $0 $0 $225,000 $0
17 Total General Fund Transfers $23,950,102 $5,900,000 $6,976,178 $4,875,000 Future Funding Needs
Estimated replacement
cost of $6M by 2030; and
additional Fire Fleet
replacement cost at
$7.1M by 2030
Fleet Replacement
Building capital
maintenance and
replacement estimated at
$19M by 2030;
IT capital maintenance
and replacement
estimated at $6.8M by
2030
Building / IT
Street capital
infrastructure needs at
$12.5M/annually over the
next 5 years
Parks capital infrastructure
needs at $14M over next
10 years
Capital Infrastructure
Pg 18 Meeting Date June 2, 2025
Pg 19 Meeting Date: June 2, 2025
Fleet Funding Needs
 Ongoing Fleet Replacement Needs
• City Fleet
• Police Fleet
• Fire Fleet
• Ongoing operational needs to provide core services
 Procurement Challenges
• Public safety fleet
• Fire Fleet - Estimated date of delivery is approximately 4-5 years from date of order  Legislative Requirements
• Transition to Electric Vehicles (EV) for Heavy Duty Vehicles by FY 2027 • Increase costs for EV
 Continue efforts to establish sustainable fund balance for future purchases  Next Steps: Staff will return to Council during mid-cycle with an in-depth review of fleet needs and funding strategies
Pg 20 Meeting Date: June 2, 2025
Questions?
Pg 21 Meeting Date: June 2, 2025
Department
Operating Budget
Presentations
City Manager’s Office
Finance
Human Resources
Information Technology
Administrative &
General
Government
Pg 22 Meeting Date: June 2, 2025
City Manager’s Office
Budget Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 23 Meeting Date: June 2, 2025
City Manager’s Office
Organization Chart
Pg 24 Meeting Date: June 2, 2025
City Manager
(1)
Assistant City
Manager
(1)
Deputy City Manager
(1)
Senior Management
Analyst
(1)
Emergency Services
Coordinator (1)
Risk Management
Technician
(1)
Security Aide
(0.48) (1)
Executive Assistant
(1)
Administrative
Assistant II
(1)
Administrative
Specialist III
(1)
Deputy City Manager
(1)
Public Information
Officer
(1)
Administrative
Specialist
(1)
Audio Visual
Operators
(1)
College Interns
(0.96) (0.48)
Legislative Water Pollution
Control Plant
Current FTE*: 14.44
Proposed FTE*: 13.48
*Excludes: WPCP, and Legislative
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
City Manager’s
Office Priorities
Legislative Affairs
• Pursue new and protect existing
federal and state funding
Parking Services
• Improve parking equipment
infrastructure
• Make the Parking Fund selfsustainable by FY 2027
Community Relations &
Communications
• Saturate the community with
information about City programs
and services
• Increase awareness and
participation
Risk Management
• Lower risk to reduce loss ratio to
be in good standing with risk pool
Water Pollution Control
• Utilize modern technology to
monitor the sewer system and
lower costs
Emergency Services
• Planning and training for
emergency preparedness
The City Manager's Office is charged with
administrative and policy management
responsibilities as designated by the City Charter
and Municipal Code. The City Manager’s duties
include the direction and supervision of
departments, preparation and administration of
the annual budget, and planning and
implementation of key projects.

Pg 25 Meeting Date: June 2, 2025
Performance Measures
Performance Objective
FY 2026
Target
FY 2027
Target
Achieve a positive percentage increase in community satisfaction survey Positive Increase N/A1 Conduct at least one full-scale emergency staff response drill each year 1 1 Resolve liability tort claims within 180 days 80% 80%
Increase the number of followers to City social media by at least 5% annually 2,795 2,935
Coordinate transition from at-large to district-based voting June 2026 N/A Clean 80% of the sewer system annually 80% 80%
1 Survey is conducted every two years.

Pg 26 Meeting Date: June 2, 2025
General Fund Costs
Pg 27 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $1,840,089 $2,551,576 $2,462,275 $2,450,952 $3,327,119 $3,590,772 3 Services & Supplies 403,368 731,732 890,434 1,638,513 465,770 419,125 4 Fixed Assets - - 32,597 287,336 - -
5 Internal Service Funds (ISF) 262,777 286,147 474,798 480,041 885,800 795,469 6 Debt Service - - - - - -
7 Total Costs $2,506,234 $3,569,456 $3,860,104 $4,856,842 $4,678,688 $4,805,367 8 % Change Over PY 42% 8% 26% -4% 3%
9 $ Change Over PY $1,063,222 $290,649 $996,737 ($178,153) $126,678 General Fund Changes
Pg 28 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($27,564) ($28,807) Reduce College Intern hours 3 Services ($2,200) $0 Reduce food & beverage
4 Professional Services ($349,300) ($267,000) General consulting needs, communication consultants; professional team development, space planning
5 Repair & Maintenance ($5,570) $0 Reduce software
6 Administrative ($44,908) ($5,400) Reduction in trainings, conferences, memberships, and employee recognitions
7 Miscellaneous Services ($3,894) $0 Eliminate miscellaneous expenses 8 Operating Supplies $0 ($1,500) Reduce promotional give-a-ways 9 Office Supplies ($18,600) $0 Reduce postage and general office supplies 10 Furniture & Equipment ($177,700) ($8,500) Office furniture, Media Equipment 11 12 Total Reductions ($629,736) ($311,207)
13 Professional Services $43,000 $0 Increase for translation services; and SLUSD crossing guard program
14 Repair & Maintenance $400 $0
15 Administrative $4,690 $0 Increase for subscriptions
16 Operating Supplies $5,000 $0
17 Office Supplies $2,900 $0
18 19 Total Increases $55,990 $0
20 21 Net Change ($573,746) ($311,207)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue & ISF Costs*
Pg 29 Meeting Date: June 2, 2025
*Includes: Risk Fund, Parking Fund, Public Finance Authority Fund

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $426,390 $488,526 $494,160 $577,597 $270,014 $347,211 3 Services & Supplies 6,382,200 5,391,460 10,782,858 8,260,854 8,013,758 8,726,400 4 Fixed Assets - 1,544 - - - -
5 Internal Service Funds (ISF) 102,345 102,602 136,040 136,558 144,926 145,826 6 Debt Service 872,816 873,996 873,836 875,017 875,351 875,943 7 Total Costs $7,783,751 $6,858,129 $12,286,894 $9,850,025 $9,304,049 $10,095,380 8 % Change Over PY -12% 79% -20% -6% 9%
9 $ Change Over PY ($925,623) $5,428,765 ($2,436,868) ($545,976) $791,331 Legislative Organization
Chart
Pg 30 Meeting Date: June 2, 2025
City Clerk
(1)
Deputy City Clerk
(1)
Administrative
Assistant II
(1)
Current FTE: 3
Proposed FTE: 3
City Council
City Attorney’s
Office
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
General Fund Costs
Pg 31 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022 Actuals FY 2023 Actuals FY 2024 Actuals FY 2025 Adjusted Budget
FY 2026 Proposed
Budget
FY 2027 Proposed
Budget
2 Salaries & Benefits $943,192 $983,377 $881,621 $1,154,395 $1,130,287 $1,188,054 3 Services & Supplies 1,564,562 1,709,283 1,263,069 1,823,700 1,369,377 2,480,344 4 Fixed Assets - 256 - - - -
5 Internal Service Funds (ISF) 171,257 187,468 271,024 291,626 200,112 196,137 6 Debt Service - - - - - -
7 Total Costs $2,679,011 $2,880,385 $2,415,713 $3,269,721 $2,699,775 $3,864,534 8 % Change Over PY 8% -16% 35% -17% 43%
9 $ Change Over PY $201,374 ($464,672) $854,008 ($569,946) $1,164,759 General Fund Changes
Pg 32 Meeting Date: June 2, 2025

A B C D
1 Account
FY 2026
Proposed
FY 2027
Proposed Details & Potential Impact
2 Professional Services ($285,811) ($21,205) Reduce program services; and new translation solution - Wordly 3 Utilities ($8,400) ($8,400) Reduce Technology allowance for Council 4 Administrative ($17,438) ($1,575) Reduce employee recognition cost, memberships, and notices/publications 5 Administrative - Council
Training/Travel ($22,425) ($22,960) Reduce Training/Travel for Council 6 Miscellaneous Services ($553,961) $0 Remove elections budget baseline from prior year (FY2024-2025) 7 Operating Supplies ($3,121) ($4,775) Eliminate Film/Development costs; reduce City uniform and apparel costs 8 Office Supplies ($100) ($450) Reduce postage and forms/business costs 9 10 Total Reductions ($900,397) ($62,200)
11 12 Professional Services $53,743 $0 Increase for consultant and legal services 13 Miscellaneous Services $0 $518,000 Election costs (special election year June 2026) 14 Repairs & Maintenance
Supplies $990 $0 Reduce purchase of books
15 Office Supplies $310 $0 Reduce general office supplies 16 Total Increases $55,043 $518,000
17 18 Net Change ($845,354) $455,800
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget PEG Fund Costs
Pg 33 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $13,435 $9,585 $491 $- $- $-
3 Services & Supplies 77,506 90,579 21,947 287,577 96,700 20,785 4 Fixed Assets 11,916 48,945 - - - -
5 Internal Service Funds (ISF) - - - - - -
6 Debt Service - - - - - -
7 Total Costs $102,857 $149,110 $22,438 $287,577 $96,700 $20,785 8 % Change Over PY 45% -85% 1182% -66% -79%
9 $ Change Over PY $46,252 ($126,671) $265,139 ($190,877) ($75,915) WPCP Organization Chart
Water Pollution Control
Manager (1)
Collections
Supervisor (1)
Sr Collections
System
Maintenance
Worker (1)
Collections System
Maintenance
Worker I/II (5)
Environmental
Protection
Supervisor (1)
Environmental
Protection
Specialist (4)
College Intern
(0.5)
Lab & Compliance
Supervisor (1)
Chemist (1)
Laboratory
Technician (1)
College Intern (0.5)
Maintenance
Supervisor (1)
Senior Plant
Maintenance
Mechanic (1)
Plant Maintenance
Mechanic (4)
Plant Electrical
and
Instrumentation
Technician (2)
Plant Maintenance
Worker (1)
Maintenance Aide
(1)
Management
Analyst (1)
Administrative
Assistant III (1)
Operations
Supervisor (1)
Plant Lead
Operator (6)
Plant Operator
OIT/I/II (5)
PW Services
Manager (1)
Current FTE: 41
Proposed FTE: 39.5
Pg 34 Meeting Date: June 2, 2025
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Enterprise Funds Costs
Pg 35 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $4,293,216 $6,955,716 $6,090,413 $7,074,848 $8,401,496 $8,861,135 3 Services & Supplies 2,545,191 3,005,325 3,333,140 4,611,750 4,905,381 5,002,478 4 Fixed Assets - - - 56,189 67,250 25,000
5 Internal Service Funds (ISF) 2,141,686 2,221,284 2,534,652 2,736,302 3,356,826 2,977,578 6 Debt Service 3,358,789 3,358,789 3,358,789 3,358,789 3,358,789 3,358,789 7 Total Costs $12,338,882 $15,541,114 $15,316,994 $17,837,879 $20,089,742 $20,224,979 8 % Change Over PY 26% -1% 16% 13% 1%
9 $ Change Over PY $3,202,232 ($224,120) $2,520,885 $2,251,863 $135,237 Finance Department Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 36 Meeting Date: June 2, 2025
Finance
Department
Organization
Chart
Finance Director
(1)
Assistant Finance
Director
(1)
Budget & Analysis
Division
Finance Analyst
(1)
Accountant I
(1)
Accounting
Assistant I (0.5)
Procurement &
Accounts Payable
Division
Purchasing
Technician (1)
Accountant II
(0.5)
Accounting
Assistant I A/P
(2)
Finance Manager
(1)
Accounting Operations
Division
Payroll Specialist
(1)
Senior
Accountant (1)
Accountant II
(0.5)
Accountant II (1)
LTD
Accountant I (1)
LTD
Revenue & Accounts
Receivable
Division
Accountant I (1) Accounting
Assistant II (2)
Accounting
Assistant I
(0.5)
Administrative
Assistant II (1)
Current FTE: 18
Proposed FTE: 17
2025Pg 37 Meeting Date: June 2, 2025
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Finance
Department
Priorities
Fiscal Stability
• Continue to work towards long- term fiscal sustainability and health while balancing core
services needs of the organization
and community.

Audit & Compliance
• Ensure compliance with all
regulatory agencies, meeting all
statutory state submission
deadlines, adherence to all San
Leandro Municipal and
Administrative codes.

Budget & Analysis
• Streamline budget development
process, perform financial analysis
to foster informed policy
decisions, and increase
transparency and efficiencies.

ERP Implementation
• Continue with effort to complete
Enterprise Resource Planning
(ERP) implementation to enhance
efficiencies, effectiveness, data
integrity, and diverse and indepth reporting capabilities.

Revenue Enhancements
• Explore revenue enhancement
opportunities.

The Finance Department core
values and priorities are focused
on excellence, integrity, and the
commitment to providing accurate,
transparent, and complete and
timely financial information to
support going operational and
community needs - while working
to ensure long-term fiscal stability.
2025Pg 38 Meeting Date: June 2, 2025
Performance Measures
Performance Objective FY 2026
Target
FY 2027
Target
Complete the implementation of Enterprise Resource
Planning (ERP)
100%
by Summer 2026
Percent of business licenses issued within 14 days 98% 98% Percent of ACH / electronic invoice payments processed Increase to 25% Percent of time City completes bank reconciliation within 30 days from month-end close Increase to 75% Increase to 90% 2025Pg 39 Meeting Date: June 2, 2025
General Fund Costs
2025Pg 40 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $2,234,725 $2,402,041 $2,083,443 $2,941,193 $2,993,146 $3,177,108 3 Services & Supplies 1,018,344 1,269,764 1,905,616 1,716,127 1,389,502 1,404,502 4 Fixed Assets - - - - - -
5 Internal Service Funds (ISF) 396,622 438,518 432,548 458,404 704,150 649,754 6 Debt Service - - - - - -
7 Total Costs $3,649,692 $4,110,323 $4,421,607 $5,115,725 $5,086,798 $5,231,364 8 % Change Over PY 13% 8% 16% -1% 3%
9 $ Change Over PY $460,632 $311,284 $694,117 ($28,927) $144,566 General Fund Changes
Pg 41 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($174,937) ($174,937) Eliminate Accountant II (vacant) 3 Services ($183,814) ($28,750) Reduce consultant costs based on current contract needs
4 Administrative ($1,700) $0 Reduce training
5 Miscellaneous Services ($4,750) $0 Eliminate miscellaneous expenses 6 Office Supplies ($3,000) $0 Reduce forms/business cards; and general office supplies
7 Furniture & Equipment ($10,931) $0 Eliminate purchase of office furniture 8 9 Total Reductions ($379,132) ($203,687)
10 11 Services $2,500 $0 Shred It services, and GFOA Program participation 12 Miscellaneous Services $25,000 $16,000 GFOA Program participation, increase in bank service charges; and County administrative fees
13 14 Total Increases $27,500 $16,000
15 16 Net Change ($351,632) ($187,687)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Human Resources Budget Presentation
to City Council
FY26 and FY27
Biennial Budget
Pg 42 Meeting Date: June 2, 2025
Human Resources
Department
Organization
Chart
Pg 43 Meeting Date: June 2, 2025
Human Resources Director
(1)
Senior Human Resources
Analyst (1)
Recruitment & Selection
Employee Engagement &
Development
Human Resources Analyst
(1)
Human Resources Technician
(2) (1) LTD
Human Resources Manager (1)
Senior Human Resources Analyst (1)
Employee & Labor Relations
Classification & Compensation
Human Resources Analyst
(1)
Human Resources Technician
(1)
Administrative Assistant II
(1.25)
Senior Human Resources
Analyst (1)
Benefits & Leaves
Workers’ Compensation
Human Resources Analyst
(1) LTD
Human Resources Technician
(1) Current FTE: 12.25
Proposed FTE: 11.25
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Human
Resources
Department
Priorities
The Department focuses on recruiting the
best talent, developing that talent and
providing the workforce with a safe and
supportive work environment.

Recruitment &
Retention
• Attract and hire talented and
skilled employees. Develop
strategies to keep high
performing employees and
reduce turnover
Labor &
Employee Relations
• Promote a positive workplace
and support employee
wellbeing.

ERP Implementation
• Complete Enterprise
Resource Planning (ERP)
implementation to
streamline and automate
operations and use data
analytics for planning.
• Conduct assessment and gap
analysis of the City’s safety
and training programs to
minimize and prevent
workplace injuries
Safety & Workers
Compensation
• Maintain working
relationships with labor
partners and oversee all
employee personnel matters
to resolution.

Employee Engagement
& Wellness
Legal Compliance
• Ensure compliance with
federal and state labor laws
and regulations and updating
policies and procedures
Pg 44 Meeting Date: June 2, 2025
Performance Measures
Performance Objective FY 2026
Target
FY 2027
Target
Percent of vacant positions to budgeted positions (i.e. vacancy rate) Below 11% Below 11%
Percent of employee participation in annual engagement
survey
Above 75% Above 75%
Percent of separating full-time employees who complete an exit interview or questionnaire Above 75% Above 75%
Pg 45 Meeting Date: June 2, 2025
General Fund Costs
Pg 46 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $1,267,804 $1,611,590 $1,673,741 $1,831,443 $2,063,356 $2,202,413 3 Services & Supplies 368,951 302,923 477,274 520,392 358,500 359,500 4 Fixed Assets - - 5,225 - - -
5 Internal Service Funds (ISF) 222,734 238,830 187,007 220,759 395,616 343,142 6 Debt Service - - - - - -
7 Total Costs $1,859,489 $2,153,342 $2,343,247 $2,572,594 $2,817,471 $2,905,055 8 % Change Over PY 16% 9% 10% 10% 3%
9 $ Change Over PY $293,854 $189,905 $229,347 $244,878 $87,584 General Fund Changes
Pg 47 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($149,892) ($161,008) Eliminate LTD Human Resources Technician (vacant). 3 Services ($4,000) $0 Reduce food purchases to for meetings, etc. 4 Professional Services ($44,000) $0 Eliminate employee wellness initiatives. 5 Administrative ($13,600) $0 Reduce trainings, memberships, and the number of law posters, and post in higher visibility areas.
6 Miscellaneous Services ($52,000) $0 Reduce costs for executive recruiters. Currently charged to department through vacancy savings.
7 Total Reductions ($263,492) ($161,008)
8 Professional Services $45,000 $65,000 Increase in number of workplace investigations requiring external support.
9 Administrative $0 $1,000 Increase training, employee education reimbursement. 10 11 Total Increases $45,000 $66,000
12 13 Net Change ($218,492) ($95,008)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Information Technology Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 48 Meeting Date: June 2, 2025
Information
Technology
Department
Organization
Chart
Pg 49 Meeting Date: June 2, 2025
Chief Technology
Officer
(1)
IT Manager -
Infrastructure &
Operations (1)
IT Infrastructure
Analyst (3)
IT Technician (3)
Part Time IT
Technician (.5)
Administration &
Central Services
Admin. Assistant III
(1)
Admin. Assistant I
(1)
IT Manager - Innovation
& Applications (1) LTD
IT Applications &
Innovation Analyst
(3)
IT Applications &
Innovation Analyst
(1) LTD
Current FTE: 15.5
Proposed FTE: 15
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Information
Technology
Department
Priorities
Enable & Innovate City Services
• Enable a total experience for community members, businesses, and visitors with technology and innovation projects and services
Cybersecurity Improvements
• No ransomware attacks
• Cyber-safe and trained City employees
• Reduce or eliminate business interruptions
Modernize Operations & Improve Productivity
• Maximize efficiency and standardization
• Build and maintain safe, secure, and resilient systems and solutions • Explore emerging technologies
• Provide for ethical and appropriate use of artificial intelligence Replace Aging Infrastructure
• Replace aging technology infrastructure, including servers, network equipment, computers, mobile devices and business applications
The Information Technology Department
provides critical technology services to all
City Departments. The department is
responsible for developing and maintaining
the City’s technology infrastructure and
business applications, including network,
data center, servers, storage, geographic
information systems (GIS), and Helpdesk
support.

Pg 50 Meeting Date: June 2, 2025
Performance Measures
Performance Objective 2026
Target
2027
Target
Overall customer satisfaction on service requests and incident response 90% 90% Percentage of Application Uptime During Business Hours 99% 99% Percentage of City employees and City Council cyber-trained 100% 100% Percent of Service Requests Fulfilled within Established Service Level Agreements 85% 85%
Pg 51 Meeting Date: June 2, 2025
IT Fund Costs
Pg 52 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $1,791,085 $2,010,845 $2,021,076 $2,358,351 $2,848,014 $2,990,796 3 Services & Supplies 2,281,498 3,011,338 3,257,764 6,387,425 3,873,844 3,849,797 4 Fixed Assets 8,442 142,364 734,118 590,148 150,000 75,000 5 Internal Service Funds (ISF) 410,907 424,931 596,934 602,657 667,505 673,792 6 Debt Service - - - - - -
7 Total Costs $4,491,932 $5,589,479 $6,609,891 $9,938,582 $7,539,363 $7,589,386 8 % Change Over PY 24% 18% 50% -24% 1%
9 $ Change Over PY $1,097,547 $1,020,413 ($3,328,690) ($2,399,219) $50,023 IT Budget Changes
Pg 53 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($53,436) ($53,436) Eliminate Part-Time IT Technician I (Vacant). 3 Professional Services ($871,850) $0
Reduce A/V streaming services; and consultant service
needs
4 Repair & Maintenance/Software $0 ($150,000) Reduce software and license costs 5 Utilities ($10,710) $0 Reduce Library hotspots
6 Miscellaneous Services ($2,249) $0 Eliminate miscellaneous services 7 Office Supplies ($20,638) $0 Reduction in general office supplies 8 Furniture & Equipment $0 ($857,000)
9 10 Total Reductions ($958,883) ($1,060,436)
11 12 Repair & Maintenance/Software $2,886,750 $0 Completion of ERP Implementation 13 Administrative $20,017 $0 Increase in members, and trainings 14 Rent & Concessions $55,564 $0 Equipment-Outside
15 Office Supplies $42,000 $0 Increase in postage and delivery 16 Furniture & Equipment $86,475 $0
17 18 Total Increases $3,090,806 $0
19 20 Net Change $2,131,923 ($1,060,436)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund Costs*
Pg 54 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $ - $ - $ - $ - $ - $ -
3 Services & Supplies - - 28,056 399,504 - -
4 Fixed Assets - - 394,612 27,929 - -
5 Internal Service Funds (ISF) - - - - - -
6 Debt Service - - - - - -
7 Total Costs $- $- $422,667 $427,433 $- $-
8 % Change Over PY 0% 0% 1% -100% 0%
9 $ Change Over PY $- $422,667 $4,765 ($427,433) $-
*Special Revenue Funds include ARPA and Grant Funds
Pg 55 Meeting Date: June 2, 2025
Questions?
Library
Recreation & Parks
Human Services
Culture
&
Services
Pg 56 Meeting Date: June 2, 2025
Library Department Budget
Presentation to City Council
FY26 and FY27
Proposed
Biennial Budget
Pg 57 Meeting Date: June 2, 2025
Pg 58 Meeting Date: June 2, 2025
Current FTE: 41.9
Proposed FTE: 36.84
Library Department Organization Chart
Library Director
(1)
Assistant Library Director
(1)
Technical
Services/Circulation
Division
Supervising
Librarian
(1)
Librarian
(1)
Senior Library
Assistant
(1)
Library Assistant
(2)
PT Library Clerk
(3) (2)
PT Library Aide
(1.1) (0.275)
Branch Services
Division
Supervising
Librarian
(1)
Librarian
(2)
Senior Library
Assistant
(2)
Library Assistant
(1)
PT Library Clerk
(1.5) (1)
PT Library Aide
(0.275)
Adult Services
Division
Supervising
Librarian
(1)
Librarian
(3)
PT Librarian
(1.5)
Librarian
(Project Literacy)
(1)
PT Senior Library
Assistant
(Project Literacy)
(0.48)
PT Library Clerk
(2.5)
PT Library Aide
(0.825)
Youth Services
Division
Supervising
Librarian
(1)
Librarian
(2)
PT Librarian
(0.50)
Senior Library
Assistant
(2)
PT Museum
Curator
(0.5)
PT Senior Library
Assistant
(Museum)
(1)
Management
Analyst II
(1)
Admin Assistant III
(1)
PT Library Security
Aide
(2.5)
Library Security
Aides (2)
PT Maintenance
Aide
(1.21) (.80)
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Library
Department
Priorities
San Leandro Public Library engages
minds, connects community, sparks
engagement, and inspires
courageousness to embrace and
impact the changing world.

Cultural Programming
• Heritage Months
• Public arts
• Early childhood education
• Educational exhibits
• Repurposing spaces for
current community needs
• Process improvement
Efficiencies
• Cultural
• Arts
• Scientific
• Nature
Pg 59 Meeting Date: June 2, 2025
Traveling Exhibits
Outreach
• Connect with the community
outside of the library
• Collaborate with schools,
nonprofit, faith-based,
and business organizations
Performance Measures
Performance Objective FY 2026
Target
FY 2027
Target
Maintain annual library visits 292,114 292,114
Mitigate loss of total annual circulation of physical and electronic items 461,532 461,532 Increase average annual program attendance by 3% 61
(3%)
63 (3%)
Increase annual Study Room/Pod use by 80% 5,000 9,000
Pg 60 Meeting Date: June 2, 2025
General Fund Costs
Pg 61 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022 Actuals FY 2023 Actuals FY 2024 Actuals FY 2025 Adjusted Budget
FY 2026 Proposed
Budget
FY 2027 Proposed
Budget
2 Salaries & Benefits $3,514,070 $4,469,155 $4,244,804 $5,151,509 $5,762,386 $6,065,171 3 Services & Supplies 999,545 1,075,689 1,383,853 1,238,327 1,064,275 1,090,638 4 Fixed Assets 52,000 12,291 10,860 295,241 - -
5 Internal Service Funds (ISF) 1,826,976 2,086,540 2,285,372 2,359,919 2,911,402 2,612,632 6 Debt Service - - - - - -
7 Total Costs $6,392,591 $7,643,675 $7,924,889 $9,044,996 $9,738,064 $9,768,441 8 % Change Over PY 20% 4% 14% 8% 0%
9 $ Change Over PY $1,251,084 $281,215 $1,120,107 $693,068 $30,378 General Fund Changes
Pg 62 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($60,329) ($69,853) Eliminate PT Museum Curator (vacant) - Community Impact: Remain open for school tours, supporting SLUSD curriculum.
3 Salaries & Benefits ($35,062) ($35,913) Reduce Part-time Library Aides. 4 Salaries & Benefits ($22,434) ($22,434) Convert PT Security Aides to two (2) FT Security Aides. 5 Salaries & Benefits ($168,566) ($172,266)
Reduce PT Librarians I/II, PT Clerks, and PT Maintenance Aides - Community Impact: Reduction of Library hours of operation: eliminate Main and Manor Branch Sunday hours and reduce Monday open hours to 10-5pm.
6 Professional Services ($26,187) $0
Reduce public art funds the Arts, Culture & Library Commission advise; and reduce adult programming services - Community Impact: Less adult programming and 33% less public arts funding.
7 Administrative ($16,195) ($631) Decrease in subscriptions and staff training; and eliminate staff branded gear.
8 Rent & Concessions ($1,500) $0 Reduce equipment-outside 9 Miscellaneous Services ($306) $0 Eliminate Café Bank Fees 10 Operating Supplies ($212,066) ($64,408)
Reduce audio visual, print books, and electronic materials; and reduce program supplies - Community Impact: Reduce new purchases by 31% of print materials, 31% of physical audio/visual materials, 13% programming supplies, and 32% e-books and online learning platforms 11 Office Supplies ($10,214) $0 Reduce general office supplies by 35%. 12 Total Reductions ($553,165) ($365,505)
13 14 Net Change ($553,165) ($365,505)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund Costs*
*Special Revenue costs include; Grant Funds, and ARPA Funds Pg 63 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $97,177 $93,475 $62,232 $411,051 $130,032 $138,802 3 Services & Supplies 367,546 179,947 257,389 59,447 - - 4 Fixed Assets 86,462 - - - - -
5 Internal Service Funds (ISF) - - - - - -
6 Debt Service - - - - - -
7 Total Costs $551,185 $273,422 $319,620 $470,498 $130,032 $138,802 8 % Change Over PY -50% 17% 47% -72% 7%
9 $ Change Over PY ($277,763) $46,198 $150,877 ($340,465) $8,770 Library Department Budget
Impact on Mulford Library
Mulford Library Replacement is
slated to reopen in FY27.

The FY26- FY27 budget affords
reopening Mulford Library with
its current hours.

Current Hours/Week 12 Tuesday, Wednesday, and Thursday
1PM-5PM
Pg 64 Meeting Date: June 2, 2025
Recreation & Parks Department Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 65 Meeting Date: June 2, 2025
Recreation &
Parks
Department
Organization
Chart
Pg 66 Meeting Date: June 2, 2025
Recreation & Parks
Director (1)
Recreation
Manager (1)
Recreation
Division
Recreation
Supervisor
(4) (3)
Administrative
Assistant II
(1)
Leader
(4) (7)
Recreation
Specialist I/II/III
Part-Time
(16) (11)
Lifeguards
Part-Time
(11) (5)
Administrative
Assistant II
(2)
Parks &
Landscape
Manager (1)
Parks
Division
Parks &
Landscape
Supervisor
(1)
Senior
Maintenance
Worker
(1)
Maintenance
Worker I/II
(8)
Maintenance
Aide Part-Time
(5.5)
Urban Forestry
Division
Parks &
Landscape
Supervisor
(1)
Tree Trimmer I/II
(4) (2)
Maintenance
Worker I/II
(2)
Golf
Current FTE: 61.5
Proposed FTE: 52.5
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Recreation &
Parks
Department
Priorities
Our mission is to enrich the lives of our
community members by providing diverse
and accessible recreational programs,
preserving natural spaces, and fostering a
sense of well-being and community
engagement.

Expand Amenities
Expand Program Offerings
Strengthen Partnerships
Achieve Operational
Excellence
Promote Environmental
Stewardship
• Provide visible
improvements that meet top
community demands and
increase the usage of
existing parks.
• Pilot inclusive, high-interest
recreation programs to
reach underserved
populations and evaluate
return on investment.
• Build strategic partnerships
with local organizations to
broaden access to programs
and maximize community
impact.
• Integrate sustainable
practices into operations
and engage the public in
conservation efforts to
protect and enhance our
natural spaces.
• Leveraging data-driven tools,
enhance park maintenance
systems, and ensuring fiscal
responsibility.

Pg 67 Meeting Date: June 2, 2025
Performance Measures
Performance Objective 2026
Target
2027
Target
Increase the number of recreation program registrations. 10% 12,100
10%
13,310
Increase the number of facility rental hours. 5%
26,250
5%
27,563
Ensure that there is no net loss of city-maintained trees throughout the city. 100% 100%
Increase the number of driving range buckets sold. 5%
131,250
5%
137,813
Pg 68 Meeting Date: June 2, 2025
General Fund Costs
Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted
Budget
FY 2026
Proposed
Budget
FY 2027
Proposed
Budget
Salaries &
Benefits $3,801,763 $3,630,701 $4,155,784 $5,283,333 $5,754,058 $5,867,192 Services &
Supplies 1,758,392 1,859,489 3,031,422 3,909,906 3,229,510 3,447,824 Fixed Assets 15,594 - 9,158 29,874 6,000 6,000
Internal Service
Funds (ISF) 2,027,801 2,162,197 2,185,897 2,254,853 2,803,141 2,288,888 Debt Service - - - - - -
Total Costs $7,603,551 $7,652,387 $9,382,262 $11,477,965 $11,792,708 $11,609,904 % Change Over
PY 1% 23% 22% 3% -2%
$ Change Over
PY $48,837 $1,729,874 $2,095,704 $314,743 $(182,805)
Pg 69 Meeting Date: June 2, 2025
General Fund Changes
Pg 70 Meeting Date: June 2, 2025

A B C D
1 Account
FY 2026
Proposed
FY 2027
Proposed Details & Potential Impact
2 Revenue $220,000 $220,000 Increase programmatic revenue 3 Salaries & Benefits ($27,920) ($27,920) Eliminate PT Recreation Specialist III Hours: staff dedicated to creek education (vacant) 4 Salaries & Benefits ($81,735) ($172,569) Eliminate Recreation Supervisor (vacant) 5 Salaries & Benefits ($123,131) ($303,668)
Reduce and redistribute part-time hours to prioritize high-demand programs. 6 Community Impact:
7 •Increase operating hours at Farrelly Pool.
8 •Expand capacity at Chabot and Hooty Day Camps.
9 •Add additional staff to enhance contracted instructors. 10 •Transition the Junior Giants Program to a volunteer-based model. 11 •Eliminate the Park Reservation Specialist positions. 12 •Eliminate the Kid's Club program.
13 •Eliminate volunteer coordination for community beautification events. 14 •Eliminate weekend customer service hours beginning January 1, 2026. 15 Services ($13,200) ($22,500) Reduce the special event entertainment 16 Professional Services ($113,000) ($23,000) Suspend the purchase of Active Net Dashboard 17 Repair & Maintenance ($8,500) $0 Reduce equipment and repair, and software maintenance needs 18 Administrative ($18,850) ($17,250) Reduce employee recognition, memberships, subscriptions; and training/conferences 19 Rent & Concessions ($6,000) ($16,000) Reduce transportation; Eliminate transportation for Camp Hooty field trips in FY27 20 Miscellaneous Services ($54,075) ($16,000) Eliminate field trip admissions for Camp Hooty in FY27; Eliminate security at SLFAC 21 Repairs & Maintenance Supplies ($15,000) ($40,000) Reduce cost for horticultural 22 Operating Supplies ($16,200) ($26,000) Reduce City uniform and apparel costs, reduce program supplies 23 Office Supplies ($2,050) ($4,000) Reduce general office supplies 24 Furniture & Equipment ($53,700) ($18,000) Reduced fixed asset costs; park maintenance equipment 25 Automotive Equipment ($7,000) $0
26 Total Reductions ($540,361) ($686,907)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget General Fund Changes (cont.)
Pg 71 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Professional Services $92,900 $0
Increase for contractors providing programmatic services (i.e. class); offset by increase in revenue; Increase in marketing material (4 Seasonal Guides from 3 Seasonal
Guides)
3 Administrative $11,650 $0 Increase in mandated training requirements (CPR, firstaid) 4 Rent & Concessions $15,500 $0 Increase for event materials: stages, additional barricades, signage; transportation
5 Miscellaneous Services $5,500 $0 Increase in bank service charges; Increase in field trips included in summer guide
6 Repairs & Maintenance Supplies $88,500 $0
Reallocation of janitorial supplies from PW; minor
building and park maintenance costs, such a paint,
irrigation/pluming
7 Operating Supplies $25,000 $0
Increase in purchase of pool chemicals with re-opening
of SLFAC; program supplies; uniform and apparel for
seasonal recreation staff
8 Total Increases $239,050 $0
9 10 Net Change ($521,311) ($906,907)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue & Enterprise Funds Costs*
*Includes: ARPA, Shoreline Fund, Golf Fund, and Grant Funds Pg 72 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $582,864 $468,011 $240,755 $567,242 $603,382 $637,401 3 Services & Supplies 4,108,213 5,022,451 4,783,125 7,396,818 6,950,157 7,728,673 4 Fixed Assets - - 1,568,188 192,239 300,000 50,000
5 Internal Service Funds (ISF) 285,633 294,159 781,299 427,301 514,734 475,596 6 Debt Service 583,762 583,762 583,762 583,762 583,762 583,762 7 Total Costs $5,560,472 $6,368,383 $7,957,130 $9,167,360 $8,952,035 $9,475,431 8 % Change Over PY 15% 25% 15% -2% 6%
9 $ Change Over PY $807,911 $1,588,747 $1,210,231 ($215,325) $523,396 Human Services Department
Budget Presentation to City Council
FY26 and FY27
Proposed
Biennial Budget
Pg 73 Meeting Date: June 2, 2025
Human Services
Department
Organization
Chart
Pg 74 Meeting Date: June 2, 2025
Human Services Director
(1)
Manager
(1)
Senior Services
Program Coordinator
(1)
Program Assistant
(3)
Customer Service
(1)
Facility Aide
(1)
Homelessness Response
Program Coordinator
(1)
Community Outreach and
Support
Program Coordinator
(1)
Management Analyst
(1)
Administrative
Assistant
(1)
Current FTE: 10
Proposed FTE: 11
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Human
Services
Department
Priorities
Prevent Homelessness in
San Leandro
Expand and Enhance Senior
Services
Strengthen Data, Evaluation,
and Accountability
• Launch Homeless Prevention
Rental Assistance program
• Explore development of
youth programming focused
on preventing homelessness
and joblessness amount
youth
• Implement Age Friendly
Action Plan
• Diversify Senior Community
Center programming
• Maximize space utilization and
program offerings
• Identify baseline data
across all grant funded
programs
• Develop benchmark
performance targets
The Human Services Department
advances equity and well-being in San
Leandro by funding and coordinating
programs that address homelessness,
support seniors, and strengthen
community-based services.

Pg 75 Meeting Date: June 2, 2025
Support Local Service
Providers
• Seek external grant funding to
support ongoing services in
San Leandro
• Sustain the Alternative
Response Unit
Performance Measures
Performance Objective FY 2026
Target
FY 2027
Target
Number of individuals served through organizations receiving Community Agency Program grant funding
575
individuals
575
individuals
Increase the number of FLEX RIDES Program members by 5% annually 690 individuals
724
individuals
Number of unduplicated individuals served with interim housing at the Lewelling Navigation Center annually
29 individuals
29 individuals
Pg 76 Meeting Date: June 2, 2025
General Fund Costs
Pg 77 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $ - $490,661 $1,079,050 $1,794,130 $1,597,846 $1,666,880 3 Services & Supplies - 458,053 273,462 5,724,605 1,132,922 1,668,888 4 Fixed Assets - - - - - -
5 Internal Service Funds (ISF) - 55,435 146,064 244,368 527,796 486,218 6 Debt Service - - - - - -
7 Total Costs $ - $1,004,148 $1,498,576 $7,763,102 $3,258,564 $3,8,21,985 8 % Change Over PY 0% 49% 418% -58% 17%
9 $ Change Over PY $1,004,148 $494,427 $6,264,526 ($4,504,538) $563,421 General Fund Changes
Pg 78 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($173,503) ($179,796) Eliminate Management Analyst (vacant). 3 Services ($11,020) $0 Reduce food and beverage costs. 4 Professional Services ($617,346) ($677,617) Community Impact: Subsequent slides provide more detail on reductions and impacts on service levels.
5 Administrative ($13,000) ($570) Reduction in notices/publications, and subscriptions in FY27 6 Rent & Concessions ($1,003,376) ($258,685)
Utilize FY25 allocated funds for FY26 and FY27; and
7 Community Impact: Eliminate cost for 3 senior trips/annually ($3,376)
8 Miscellaneous Services ($12,000) $0 Eliminate miscellaneous expenses 9 Office Supplies ($4,500) $0 Reduce cost for forms and business cards 10 Operating Supplies ($2,630) $0 Reduction in program supplies, and uniform and safety apparel
11 Furniture & Equipment $0 ($1,000) Eliminate office furniture 12 Loans & Grants $0 ($4,000) Community Impact: Reduce scholarship program in FY27 providing subsidy to low-income seniors
13 14 Total Reductions ($1,837,375) ($1,121,668)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Changes in Professional Services after Reductions
Pg 79 Meeting Date: June 2, 2025

A B C D
1 Program
FY 2026
Proposed
FY 2027
Proposed Details & Potential Impact
2 Congregate Winter
Shelter $50,000 $50,000
Staff will pursue County funding to help sustain the program. Without County funding, program may be discontinued or significantly reduced.

Baseline recommendation: $160K, total reductions = $110K. Proposed budget = $50K.
3 Winter Shelter Motel
Voucher $0 $0
Eliminate funding for Winter Shelter Motel Voucher program. Provider may continue providing this program in limited scope using other funding or may discontinue completely due to existing capacity issues.

Baseline recommendation: $100K, total reductions = $100K. Proposed budget = $0. 4 Domestic Violence Case
Management $50,000 $50,000
Reduce funding for domestic violence services in San Leandro. This reduction will eliminate funding for youth and public education presentations and the dedicated phone line for San Leandro residents. Staff will use one-time FY25 funds to temporarily sustain these services through FY26 and FY27.

Baseline recommendation: $100K, total reductions = $50K. Proposed budget = $50K
5 Human Services Gaps
Analysis $0 $0 Eliminate funding for updated Human Services Gaps Analysis.

Baseline recommendation: $150K, total reductions = $150K. Proposed budget = $0. 6 Countywide 211 System $40,000 $25,000
Reduce funding for Eden I&R countywide 211 system. Community members can still access this service.

Baseline recommendation: $40K, total reductions: $15K. Proposed budget: $25K.

Changes in Professional Services after Reductions(cont.) Pg 80 Meeting Date: June 2, 2025

A B C D
1 Program
FY 2026
Proposed
FY 2027
Proposed Details & Potential Impact
2 Immigration Services at Senior Center $95,000 $0
Eliminate FY27 funding for immigration services at the Senior Center, including citizenship classes, translation, referrals, and assistance with public benefits, housing, and rental aid.

Baseline recommendation: $95K, total reductions: $95K. Proposed budget: $0 3 Homelessness Mobile Outreach $147,000 $123,450
Reduce funding by $24K. Funding reduction may reduce outreach staff available and reduce outreach days.

Baseline recommendation: $147K, total reductions: $24K. Proposed budget:
$123,450
4 Senior Lunch Program at Senior
Center $0 $0
Senior Lunch Program at Senior Center recommended for FY26/FY27 funding through CDBG Public Services in the amount of $35K annually.

Baseline recommendation: $64,762, total reductions: $64,762. Proposed budget:
$0
5 Basic Needs Program $0 $0
Basic Needs Program recommended for FY26/FY27 funding through CAP in the amount of $23.5K annually.

Baseline recommendation: $75K, total reductions = $75K. Proposed budget = $0K. 6 Age Friendly Action Plan
Implementation $0 $0
Eliminate funding for Age Friendly Action Plan program implementation (technology education, caregiver support, medical appointment support).

Baseline recommendation: $67,584, total reductions: $67,5842. Proposed budget:
$0
7 Total Revised Budget $382,654 $248,450
FY26 Baseline: $1M. Total FY26 reductions: $617,346. Revised FY26 Budget:
$382,654
FY27 Baseline: $926,067. Total FY27 reductions: $677,617. Revised FY27 Budget:
$248,450
General Fund Changes (cont.)
Pg 81 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Professional Services $219,683 $877,530
Community Impact: ARU - Previously funded by ARPA;
continuation of the program will require General Fund
support
3 Repair & Maintenance $500 $0 Increase in repair and maintenance 4 Administrative $9,949 $0 Increase for memberships, subscriptions, and training 5 Miscellaneous Services $67,584 $0 Security Services - Budget moved from Recreation and Parks due to re-organization (SCC)
6 Operating Supplies $10,000 $0 Increase in program supplies 7 Office Supplies $3,980 $0 Increase in general office supplies, and postage/delivery 8 Loans & Grants $24,750 $0 Community Assistance Grants; And Senior Program Scholarship
9 10 Total Increases $336,446 $877,530
11 12 Net Change ($1,500,929) ($244,138)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund Costs*
Pg 82 Meeting Date: June 2, 2025
*Special Revenue Funds Includes: Grant Fund, Measure BB-Paratransit, HOME-ARP and ARPA Funds

A B C D E F G
1 Category FY 2022 Actuals FY 2023 Actuals FY 2024 Actuals FY 2025 Adjusted Budget
FY 2026 Proposed
Budget
FY 2027 Proposed
Budget
2 Salaries & Benefits $162,708 $266,591 $8,101 $188,245 $232,801 $198,731 3 Services & Supplies 400,220 515,069 2,517,436 5,159,309 2,387,119 1,174,043 4 Fixed Assets - - - - 380,782 -
5 Internal Service Funds (ISF) - - - - - -
6 Debt Service - - - - - -
7 Total Costs $562,928 $781,661 $2,525,537 $5,347,554 $3,000,702 $1,372,774 8 % Change Over PY 39% 223% 112% -44% -54%
9 $ Change Over PY $218,733 $1,743,876 $2,822,017 ($2,346,852) ($1,627,928) Pg 83 Meeting Date: June 2, 2025
Questions?
Public Works
Community Development
Public
Infrastructure
Pg 84 Meeting Date: June 2, 2025
Public Works Department Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 85 Meeting Date: June 2, 2025
Public Works Director (1)
City Engineer (1)

ENGINEERING
Senior Engineer (3)
Inspector
Engineering I/II
(4)
Supervising
Engineering
Inspector (1)
Engineering
Inspector I/II
(2) (1) LTD
Associate/Assistant/
Junior Engineer
(4) (2) LTD
Engineering
Technician I/II
(1) LTD
Engineering
Manager (1)
Associate/Assistant/
Junior Engineer (8)
PT College Interns,
(1)
Engineering
Technician I/II (3)
Environmental
Services Manager (1)

ENVIRONMENTAL

SERVICES
Management
Analyst II (1)
Waste Reduction
Program Coordinator
(1)
PW Administrative
Manager (1)

ADMINISTRATION
Management
Analyst I (2)
Administrative
Technician (1)
Administrative
Assistant I/II (4) (3)
Assistant PW
Director (1)

MAINTENANCE
Maintenance
Supervisor (4)
Senior Maintenance
Worker (4)
Maintenance
Worker I/II (23) (21)
Traffic Control
Technician (2)
PT Maintenance
Aide (4) (2.5)
Mechanic I/II (2)
Equipment Services
Technician (1)
PT High School
Intern (0.5)
Public Works
Department
Organization
Chart
Current FTE: 82.5
Proposed FTE: 71.5
Pg 86 Meeting Date: June 2, 2025
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Public Works
Department
Priorities
The Public Works Department is
responsible for the design, construction,
and maintenance of public infrastructure
that improves quality of life, supports
community well-being, and safeguards the
environment.

Construction
• Construct Cary-Haas Pedestrian
bridge
• Replace end of life roofs on
buildings
• Install EV chargers for incoming
fleet vehicles
Quality of Life
Maintenance Environment
• Promote reduced waste
alternatives for City and public. • Maximize amount of pavement repair and maintenance
Pg 87 Meeting Date: June 2, 2025
• Implement 2025 Bicycle and
Pedestrian Master Plan
Performance Measures
Pg 88 Meeting Date: June 2, 2025
Performance Objective FY 2026
Target
FY 2027
Target
Resolve Facility service requests within five (5) business days 70% 75%
Remove/Clean up reported illegal dumping (excludes encampment cleanup) incidents within three (3) business days 95% 95% Respond to traffic signal outages/issues within one (1) business day 95% 95%
Review and comment on land subdivision, grading permit, use permit, and building permit applications within four (4) weeks of submittal 80% 80% General Fund Costs
Pg 89 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $4,662,099 $5,876,589 $5,921,143 $7,183,947 $5,834,072 $6,227,108 3 Services & Supplies 1,404,706 2,324,297 2,269,906 1,890,663 1,714,373 1,763,951 4 Fixed Assets 83,123 56,007 60,007 64,526 64,526 64,526 5 Internal Service Funds (ISF) 2,113,397 2,322,747 2,985,049 1,684,305 2,496,567 2,165,199 6 Debt Service - - - - - -
7 Total Costs $8,263,325 $10,579,641 $11,236,105 $10,823,442 $10,109,539 $10,220,784 8 % Change Over PY 28% 6% -4% -7% 1%
9 $ Change Over PY $2,316,316 $656,464 ($412,664) ($713,903) $111,245 General Fund Changes
Pg 90 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($144,358) ($154,641) Reallocate portion of Engineering Manager to CIP projects 3 Salaries & Benefits ($144,061) ($158,061)
Eliminate (3) Part time Maintenance Aides and (1) Maintenance Worker (vacant); reallocate portion of Traffic Control Technician to Gas Tax Fund 4 Community Impact: Reduced pavement repair
5 Salaries & Benefits ($127,443) ($137,073) Eliminate Administrative Assistant (vacant) 6 Community Impact: Increased time to release encroachment permit deposits 7 Salaries & Benefits ($123,761) ($129,532) Eliminate Intern Positions (vacant) 8 Salaries & Benefits ($68,259) ($72,177) Reallocate portion of Maintenance Supervisor to Gas Tax 9 Salaries & Benefits ($36,259) ($38,079) Reallocate portion of Public Works Director to Gas Tax 10 Salaries & Benefits ($35,096) ($38,329) Reallocate portion of Environmental Services Manager to Measure D Fund 11 Services ($3,500) $0 Reduce food and beverage costs
12 Professional Services ($103,000) $0 Reduce consultant service needs, and reallocation to Environmental Services fund; and Reduce marketing / outreach materials
13 Repair & Maintenance ($156,103) $0 Reduce and reallocate to Recreation & Parks for median maintenance; and software maintenance reallocated to Environmental Services Fund 14 Utilities ($12,000) $0 Reduce refuse expenses
15 Administrative ($3,266) $0 Reduce training
16 Miscellaneous Services ($21,222) $0 Reduce miscellaneous expenses; and Other Gov't Agency Fees reallocated to Environmental Services fund
17 Repairs & Maintenance Supplies ($21,240) $0 Reduce hardware expenses, janitorial supplies, and sign expenses 18 Operating Supplies ($7,161) $0 Reduce purchase of books, and program supplies 19 Office Supplies ($5,025) $0 Reduce general office supplies 20 Furniture & Equipment ($11,000) $0 Eliminate costs for office furniture 21 Automotive Equipment ($6,000) $0 Reallocated to the Fleet Fund 22 23 Total Reductions ($1,028,754) ($727,892)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget General Fund Changes (cont.)
Pg 91 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits $244,377 $263,037 Amend staff allocation between General Fund / CIP 3 Professional Services $0 $50,000 On-call consultant needs 4 Repair & Maintenance $438,725 $430,000 Encampment cleanup, previously funded by ARPA 5 Administrative $57,675 $0 Alameda County Transportation Commission member agency fees
6 Repairs & Maintenance Supplies $27,254 $1,000
Equipment and material needed for streetlights and traffic signals damaged due to accidents; and paints and marking supplies
7 Operating Supplies $1,582 $0 Purchase necessary safety equipment/apparel 8 9 Total Increases $769,613 $744,037
10 11 Net Change ($259,140) $16,145
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund & ISF Costs*
Pg 92 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022 Actuals FY 2023 Actuals FY 2024 Actuals FY 2025 Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $4,772,192 $6,058,048 $4,375,753 $5,253,412 $5,073,779 $5,432,283 3 Services & Supplies 5,146,287 8,901,016 8,673,417 8,658,550 7,146,296 9,008,329 4 Fixed Assets 10,296 52,410 96,825 2,426,613 4,009,000 9,000 5 Internal Service Funds (ISF) 2,802,747 3,267,945 2,509,740 2,906,418 3,433,831 2,903,660 6 Debt Service 3,405 3,400 4,250 3,570 4,500 4,500
7 Total Costs $12,734,927 $18,282,819 $15,659,985 $19,248,563 $19,667,406 $17,357,772 8 % Change Over PY 44% -14% 23% 2% -12%
9 $ Change Over PY $5,547,893 ($2,623,325) $3,589,069 $418,843 ($2,309,634) *Includes: Grant Funds, Gas Tax, SB1, CDBG, ARPA, Environmental Services, Storm Water, Facilities Maintenance, and Fleet Funds Community Development Department
Budget Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 1 Meeting Date: June 2, 2025
Community Development Department Organization Chart
Community
Development
Director
Assistant Community
Development Director (1)
Planning Division
Planning Manager
(1)
Senior Planner
(1)
Associate Planner
(3)
Assistant Planner
(1)
Community
Preservation
Division
Community
Preservation
Supervisor
(1)
Community
Preservation Officer
I/II (2)
Administrative
Division
Administrative
Technician
(1)
Administrative
Assistant III
(1)
Economic
Development
Division
Economic
Development
Manager (1)
Program Specialist
I/II (3)
Housing Division
Housing Manager
(1)
Senior Program
Specialist
(1)
Program Specialist
I/II
(2)(1)
Management
Analyst II
(1)
Program Specialist
I/II
(1)
Building Division
Chief Building
Official (1)
Supervising Building
Inspector
(1)
Senior Building
Inspector
(1)
Building Inspector
I/II
(2)
Plan Check Engineer
(1)
Plans Examiner
(1)
Permits Center
Coordinator
(1)
Permits Technician
I/II
(4)
College Intern
(0.5)
Administrative
Assistant II (1)
Current FTE: 34.5
Proposed FTE: 34.5
Pg 94 Meeting Date: June 2, 2025
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Community
Development
Department
Priorities
The Community Development Department
is committed to planning, maintaining, and
improving our diverse community’s quality
of life, economic opportunities, and safety.

Advance Economic
Development
• Innovation Action Strategy to
attract businesses in key industries
• City Brand Assessment &
Marketing Strategy
• Retail Action Strategy to attract
quality retail & experiential uses
• Small Business Assistance &
Workforce Support Strategies
Monitoring
and Compliance
• Proactive code enforcement
• Housing protections
• Regulatory compliance
• Affordable Housing Units
• Building Safety Codes
• Soft-Story Ordinance
• State Housing Laws
• CA Environmental Quality
Act (CEQA)
• Flood Zone Requirements
Deliver Quality Services
• Maximize use of technology
• Optimize workflow efficiency
• Improve development services
transparency and reporting
Enable Development
• Assess market feasibility
• Facilitate transformative
development
• Kaiser North
• Shoreline
• Bay Fair
• Downtown • Evaluate and update Zoning Code
development regulations
Pg 95 Meeting Date: June 2, 2025
Performance Measures
Performance Objective 2026
Target
2027
Target
Complete Building Division Plan Checks within 10 Days 75% 75% Issue Building Permits within four or fewer cycles 75% 75% Distribute Commercial Incentive Funds to support meaningful improvements for local businesses 3 Businesses 3 Businesses Process planning applications within three or fewer cycles. 80% 80% Pg 96 Meeting Date: June 2, 2025
General Fund Costs
Pg 97 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $4,465,194 $5,070,038 $5,214,707 $6,635,322 $6,550,514 $7,229,551 3 Services & Supplies 1,574,572 1,769,985 2,632,597 4,945,793 2,746,416 2,345,172 4 Fixed Assets 7,751 - 20,858 313,452 - -
5 Internal Service Funds (ISF) 326,725 806,478 1,022,874 1,952,374 1,688,869 1,566,541 6 Debt Service 432,533 31,430 61,773 108,028 - -
7 Total Costs $6,806,775 $7,677,931 $8,952,809 $13,954,968 $10,985,798 $11,141,264 8 % Change Over PY 13% 17% 56% -21% 1%
9 $ Change Over PY $871,156 $1,274,878 $5,002,159 ($2,969,170) $155,465 General Fund Changes
Pg 98 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits ($187,714) ($201,171) Eliminate Plan Check Engineer (vacant) 3 Salaries & Benefits ($17,499) ($17,499) Eliminate request for position reclassification 4 Salaries & Benefits ($17,499) ($17,499) Eliminate request for position reclassification 5 Salaries & Benefits ($150,038) ($160,777) Eliminate Housing Program Specialist I (vacant) 6 Professional Services ($15,500) ($280,000)
Reduction in Community Preservation, Housing, and
Planning consulting
7 Community Impact: Reduced funds for special projects, staff augmentation, and Housing Element Implementation
8 Utilities ($44,000) $0 Reduction in downtown common area maintenance charges 9 Administrative ($6,600) ($6,150) Reduce / absorb costs associated with noticing and reduce training
10 Miscellaneous Services ($4,649) ($18,000) Community Impact: Reduction of Façade Grant Program – award one less grant
11 Operating Supplies ($3,520) $0 Reduce book and City uniform purchases 12 Office Supplies ($800) ($1,350) Reduce number of business card orders 13 14 Total Reductions ($447,819) ($702,446)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget General Fund Changes (cont.)
Pg 99 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Salaries & Benefits $241,691 $525,679 Rent Registry Program - Management Analyst and Housing Specialist II
3 Professional Services $161,000 $122,000 Rent Registry Program - Housing consultant; registry database purchase, maintenance/technical assistance
4 Professional Services $60,151 $0 Net increase in consulting services for Housing, Planning, and Economic Development
5 Repair & Maintenance $2,015 $0 Maintenance fee for plotter and microfiche scanner 6 Administrative $27,444 $3,000 Increase in memberships and training for new staff and Planning Commission members; and Real Estate software
7 Miscellaneous Services $17,500 $0 Façade grant program increase in FY2026, and then reduced in FY2027
8 Office Supplies $16,950 $0 Citywide Community Preservation postcards, education campaign
9 Loans & Grants $40,907 $0 First Time Home Buyer / Below Market Rate program administration
10 11 Total Increases $567,658 $650,679
12 13 Net Change $119,839 ($51,767)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund Costs*
Pg 100 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $409,823 $492,245 $463,233 $411,572 $304,624 $372,713 3 Services & Supplies 1,909,264 1,438,898 1,810,562 5,829,833 2,563,226 1,699,500 4 Fixed Assets 40,255 - 456,770 - - -
5 Internal Service Funds (ISF) 292,465 89,404 24,417 14,945 19,665 20,565 6 Debt Service 1,542,446 1,205,033 1,064,849 3,664,694 2,804,302 2,784,013 7 Total Costs 4,194,254 $3,225,580 $3,819,830 $9,921,044 $5,691,816 $4,876,790 8 % Change Over PY -23% 18% 160% -43% -14%
9 $ Change Over PY ($968,674) $594,251 $6,101,213 ($4,229,227) ($815,026) *Includes: Grant Funds, CDBG, Affordable Housing, Links Shuttle, ARPA, and ROPS Pg 101 Meeting Date: June 2, 2025
Questions?
Fire
Police
Public
Safety
Pg 102 Meeting Date: June 2, 2025
Fire Department Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 103 Meeting Date: June 2, 2025
Pg 104 Meeting Date: June 2, 2025
Fire Chief
(.18)
Fire Marshall
(.24)
Division Chief
(.92)
Plan Check Supervisor
(.44)
Fire Station 13
Firefighters (3)
Engineers (3)
Captains (3)
Battalion Chief
(2.45)
Fire Station 9
Firefighters (6)
Engineers (6)
Captains (6)
Fire Station 11
Firefighters (3)
Engineers (3)
Captains (3)
Fire Station 10
Firefighters (3)
Engineers (3)
Captains (3)
Fire Station 12
Firefighters (6)
Engineers (6)
Captains (6)
Fire Department Organization Chart
 63 Firefighters
 Alternative Response Unit
 Regional services include:
 Alameda County Regional
Emergency Communications
Center
 Geographic Information Systems
 Fleet Maintenance and Repair
 Training Division
 Regional Rescue, Haz Mat, and
Water Rescue Teams
Code Compliance
Officer
(1)
Plan Checker II
(1)
Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Fire
Department
Priorities
Fire Station
Replacement

CERT & PEP
Training
Fire Station Alerting
System Replacement
We will provide the highest level of
service to our communities by
valuing our members, promoting
positive leadership, and dedicating
ourselves to excellence.

CORE VALUES
Members
Organization
Customer Service
Strategic Management
Regional Cooperation
• New system supports
employee health and
well being
• Partnership with
Human Services and PD
provides our most
vulnerable citizens with
care and services they
would otherwise not
receive
• New fire stations are
needed to meet modern
safety and accessibility
standards
• Community Emergency
Response Training &
Personal Emergency
Preparedness
• Continue to educate,
inform, and partner with
the community
Alternative
Response Unit
Pg 105 Meeting Date: June 2, 2025
Performance Measures
Performance Objective 2026
Target
2027
Target
Fire Code Administration will meet requested time
frame for completed plan checks. 80% 80%
Provide Community Emergency Response Team (CERT)
Training four times per year. 100% 100%
Provide Personal Emergency Preparedness (PEP)
Training four times per year. 100% 100%
Emergency responses (first-due unit) will be under five (5:00) minutes. 90% 90%
Pg 106 Meeting Date: June 2, 2025
General Fund Costs
Pg 107 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Fire Service Contract $26,256,051 $27,151,012 $31,518,750 $33,091,796 $33,614,114 $36,148,255 3 Services & Supplies 139,899 161,555 155,029 300,832 347,493 211,031 4 Fixed Assets 238,318 51,205 - - - -
5 Internal Service Funds (ISF) 400,041 469,403 573,957 580,762 544,678 542,687 6 Debt Service - - - - - -
7 Total Costs $27,034,310 $27,833,175 $32,247,736 $33,973,390 $34,506,285 $36,901,973 8 % Change Over PY 3% 16% 5% 2% 7%
9 $ Change Over PY $798,865 $4,414,561 $1,725,654 $532,895 $2,395,688 General Fund Changes
Pg 108 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Fire And Emergency Services ($1,353,632) ($149,323)
Reduction in ACFD contract, including freezing three
unfilled positions, 50% reduction in recruit academy
size, and reduction in medical equipment
replacement. FY 2026 reflects a one-time reduction in
OPEB contribution for unfunded liabilities payment.
3 Total Reductions ($1,353,632) ($149,323)
4 5 $0 $0
6 Total Increases $0 $0
7 8 Net Change ($1,353,632) ($149,323)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Police Department Budget
Presentation to City Council
FY26 and FY27
Biennial Budget
Pg 109 Meeting Date: June 2, 2025
Department Organization Chart
Pg 110 Meeting Date: June 2, 2025
Current FTE: 138.41
Proposed FTE: 138.41
Police Chief
(1 FTE)
PATROL

CRIMINAL

INVESTIGATIONS TRAFFIC

SERVICES
Police Captain
(1 FTE)
Police Lieutenant
(3 FTE)
Police Sergeant
(6 FTE)
Police Officer
(52 FTE)
Police Service Tech II
(9 FTE)
Police Lieutenant
(1 FTE)
Property & Evidence Sup
(1 FTE)
Sr Management Analyst
(1 FTE)

PROFESSIONAL

STANDARDS

BUSINESS

ADMINISTRATION
Police Service Supervisor
(2 FTE)

OPERATIONS
Assistant Police Chief
(1 FTE)
Police Sergeant
(3 FTE)
Police Officer
(12 FTE)
Admin Assistant II
(1 FTE)
Property Clerk
(3 FTE)
Crime Analyst
(1 FTE)
Police Sergeant
(1 FTE)
Police Officer
(6 FTE)
Police Service Tech II
Animal Control
(1 FTE)
Police Lieutenant
(1 FTE)
Police Sergeant
(2 FTE)
Records Clerk
(1 FTE)
College Intern
(0.94 FTE)
Crime Prevention Spec
(1 FTE)

SUPPORT SERVICES
Police Support Svcs Mgr
(1 FTE)
Public Safety Dispatcher
(12 FTE)
Public Safety Dispatch Sup
(2 FTE)
Sr Public Safety
Dispatcher (2 FTE)
Admin Specialist – Police
(Underfill Admin Spec III)
(1 FTE)
Records Clerk
(4.47 FTE)
Admin Assistant III
(Underfill II)
(1 FTE)
Admin Specialist I
(1 FTE)
Police Captain
(Underfill Lieutenant)
(1 FTE)
Management Analyst II
(Underfill Crime Analyst)
(1 FTE) Legend:

Blue – Department Head
Red – Management
Green – Division
Purple – Operational Staff
Dark Gray – Limited Term Duration
Police
Department
Priorities
Technology & Data-Driven
Policing
Accountability &
Transparency
Staff Wellness & Training Policy Review
• Promote data analytics and intelligence
led policing
• Improve resource allocation and crime
prevention for community safety
• Enhance transparency and
accountability
• Focus on de-escalation and nonlethal alternatives
• Comprehensive mental health and
wellness programs
• Ongoing training in de-escalation,
cultural competency, implicit bias and
ethics
• Ongoing review of use of force and
bias-related policies
• Align practices with evolving
community standards
Recruitment & Retention
• Attract and hire talented and skilled
employees. Develop strategies to keep
high performing employees and reduce
turnover.

The Police Department is committed to
providing professional police services
and safety to our community in a
manner in which we, ourselves, expect.

Pg 111 Meeting Date: June 2, 2025
Performance Measures
Performance Objective 2026
Target
2027
Target
Hire 3 Officers Per Quarter 12 12
Reactivate the Crime Intelligence Meeting Through Analytics & Deploy Staff Through Data (Hotspot Analysis)
Monthly meeting
with command
staff/CID/Patrol
Monthly meeting
with command
staff/CID/Patrol
Implement Annual Implicit Bias Training
1 1
Pg 112 Meeting Date: June 2, 2025
General Fund Costs
Pg 113 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $29,894,183 $29,661,552 $33,974,418 $36,837,042 $38,899,004 $41,658,223 3 Services & Supplies 2,092,450 2,730,135 3,117,779 4,292,401 2,705,514 2,722,535 4 Fixed Assets - - - 321,358 - -
5 Internal Service Funds (ISF) 4,993,396 5,563,622 5,280,883 5,568,642 8,045,296 7,353,710 6 Debt Service - - - - - -
7 Total Costs $36,980,029 $37,955,310 $42,373,080 $47,019,443 $49,649,814 $51,734,469 8 % Change Over PY 3% 12% 11% 6% 4%
9 $ Change Over PY $975,280 $4,417,770 $4,646,364 $2,630,371 $2,084,655 General Fund Changes
Pg 114 Meeting Date: June 2, 2025

A B C D
1 Account FY 2026 Proposed FY 2027 Proposed Details & Potential Impact 2 Services ($1,500) $0 Reduce food and beverage costs
3 Professional Services ($61,944) $0
Discontinue current wellness program, and replace with wellness app; Eliminate third party vendor for analytics of community events marketing, and recruitment ads
4 Repair & Maintenance ($222,052) $0 Reduce and reallocation software costs to Information Technology 5 Utilities ($25,000) $0 Reduce/reallocation to capture costs accurately 6 Administrative ($48,300) $0 Reduce employee recognition; and training and conferences 7 Rent & Concessions ($4,000) $0 Reduce costs for equipment rental needs 8 Miscellaneous Services ($11,950) ($27,000) Reallocated to salaries and benefits 9 Repairs & Maintenance Supplies ($1,500) $0 Reduce janitorial supplies 10 Operating Supplies ($92,844) ($10,000) Reduce uniform and safety apparel; general police supplies, and community outreach supplies
11 Furniture & Equipment ($166,747) $0 Eliminate office furniture replacement, and technology hardware 12 Total Reductions ($635,837) ($37,000)
13 Professional Services $82,420 $30,750 Increase in new towing contracts for abatement 14 Repair & Maintenance $293 $0 Increase in the cost of laundry services 15 Administrative $50,501 $400 Increase in cost for Academy and Post trainings; membership 16 Miscellaneous Services $700 $0 Increase in bank services 17 Repairs & Maintenance Supplies $50,000 $4,500 Increase in the cost of fuel 18 Operating Supplies $14,365 $0 Increase in jail supplies, laboratory supplies; health and wellness supplies 19 Office Supplies $14,156 $0 Increase in general office supplies 20 Total Increases $212,435 $35,650
21 22 Net Change ($423,402) ($1,350)
*Changes are based on FY 26 and FY 27 Baseline assumptions, and not FY 2025 Adjusted Budget Special Revenue Fund Costs*
*Special Revenue Costs includes: Heron Bay, Asset Forfeiture, Fleet, and Grant Funds Pg 115 Meeting Date: June 2, 2025

A B C D E F G
1 Category FY 2022
Actuals
FY 2023
Actuals
FY 2024
Actuals
FY 2025
Adjusted Budget
FY 2026
Proposed Budget
FY 2027
Proposed Budget
2 Salaries & Benefits $- $16,680 $197 $174,398 $14,613 $16,239 3 Services & Supplies 61,885 23,345 482,183 123,560 497,734 462,500 4 Fixed Assets 126,769 603,178 205,027 95,572 545,000 635,000 5 Internal Service Funds (ISF) - - - - - -
6 Debt Service - - - - - -
7 Total Costs $188,655 $643,203 $687,406 $393,529 $1,057,347 $1,113,739 8 % Change Over PY 241% 7% -43% 169% 5%
9 $ Change Over PY $454,548 $44,204 ($293,877) $663,818 $56,392 Pg 116 Meeting Date: June 2, 2025
Questions?
Pg 117 Meeting Date: June 2, 2025
Overall Feedback Including Finance Committee Direction
• Finance Committee Direction:
FYs 2026 & 2027 – Expenses (less transfers) should be equal to projected revenue Beginning in FY 2028 – All expenses should be equal to projected revenue • Staff met the goal in FY 2026
• Staff did not meet the goal in FY 2027 – Committee provided staff with flexibility to meet the goal for FY 2027 and beyond over the next 12 months; and adjust at mid-cycle Additional Funding for Rent Registry, Alternative Response Unit, and Encampment Cleanup
Not supportive of funding for revenue measure campaign efforts (increase of $500k) Recommended that staff present City Council with the proposed FYs 2026 & 2027 Biennial Budget
ARPA Projects – General Fund Request
Pg 118 Meeting Date: June 2, 2025

A B C D E
1 Program Name FY26 GF Needed
Allocation
FY27 GF Needed
Allocation
Finance Committee
Recommended Potential Impact
2 Alternative Response Unit $219,383 $877,530 Yes Program would be discontinued. 3 Encampment Cleanup $430,000 $430,000 Yes
Limit ability to respond to encampments
cleanup and dispose of abandoned RVs and
boats.
4 Beautify San Leandro $95,000 No
These funds would cover annual events and
beautification initiative grants to 10
community organizations. If not awarded, the
Beautify San Leandro program will end on
June 30, 2026.
5 Landscape Maintenance $110,000 $110,000 No Reduce the frequency and level of service citywide.
6 Lewelling Weed Abatement $48,000 $48,000 No Weed abatement on Lewelling would be discontinued.
7 Tree Maintenance & Planting $50,000 $50,000 No
Reduce ability to purchase and install trees
citywide. Service levels would be based on
replacement as needed.
8 Small Business Technical Assistance Program $85,000 $85,000 No Program would be discontinued, resulting in
no support to four (4) Agreements with
diverse business providers - serving 95 small
businesses
9 TOTAL $942,383 $1,695,530
Pg 119 Meeting Date: June 2, 2025
Next Steps
Provide feedback and input on
the presented Proposed
Biennial Budget
Consider Additional Funding to
Support Revenue Measure
Campaign
Discussion &
Feedback
Pg 120 Meeting Date: June 2, 2025