A - Presentation — San Leandro City Council, March 6, 2026

Photo by Mazin Omron on Unsplash
City of
San Leandro
City Council Workshop
March 7, 2026
Location?
Photo by Mazin Omron on Unsplash
City of
San Leandro
City Council Workshop
March 6, 2026
Surlene G. Grant Community Meeting Room
1 Welcome
from
Mayor
Juan González III
2 Public
Comment
Photo from Senior Center Webpage 3
Opening
Comments
from
City Manager
Janelle
Cameron
4 Today’s Objectives
 Build consensus on our approach to a
balanced budget in FY 2026-27 and long
term fiscal sustainability
 Confirm the existing five Council priorities
and add fiscal sustainability as a baseline
principle
 Consensus on the work plan
 Share and hear each other’s perspectives
 Strengthen collaboration in achieving fiscal
sustainability
Hansen Utility Box 5
Council Interview Themes
• Concerns about fiscal situation
• Current five priority areas remain relevant
• A variety of interests about projects – both small and large • Would like to discuss revenue measures
• Interest in different priority setting process than before 6 Today’s Agenda

1. Reflect on accomplishments

2. Understanding the City’s financial outlook

3. Consensus on approach to balancing the
budget and ensuring long term financial
sustainability

4. Lunch break

5. Discussion and consensus on Council
priorities and work plan

6. Collaboration for achieving financial
sustainability

7. Wrap up and next steps Chime Way
7 Meeting Norms
• Seek areas of consensus
• Respect different perspectives
• Hold a “One San Leandro”
mindset
• Think long-term
8 Bike
Rack
Time management tool
9 Icebreaker
Photo from City Recreation Webpage 10
Let’s Start With Good News:

Sample Examples Highlighted by Members of Council
• Public reporting on website of
largest projects
• Increased communications
• Rent stabilization ordinance
• Mulford Marina Library
groundbreaking
• Expanded library programming
• Lewelling Interim Housing &
Drop-In Center
• Steven Taylor Memorial
• Progress on infrastructure
projects
• Expansion of recreation
programming
• Opening of Centro
Callan/Sprouts
• Downtown improvements
• Memorial All Abilities Park
Many other accomplishments as
shown in the Work Plan and on
dashboard
11 What contributed
to our
accomplishments?
12 Financial
Outlook
13 City’s core
services are the
foundation for
our community
Requires financial
stability
Long Term Vision for
San Leandro
Council Priorities
Core Services
Fiscally Sustainable
Budget
14 Day to day operations
require 90+% of our City’s
budget and staff effort
Council priorities are best
implemented when
focused on the
fundamentals that
support basic services
15 General Fund
Budget Overview
We are
living
above our
means
16 What Our Financial Outlook Tells Us
• Not enough income to support our current services
• Reductions required are not small
• Priorities in spending need to be around the basics – funding the “first things first”
• The basics include costs to avoid critical failure
• Adding costs for new programs or projects will result in real reductions in services in other areas – some costs are baked in and cannot be reduced
• The trajectory is negative – will not get better by waiting • Cutting into our reserves will only delay problems and creates other risks
• Need an intentional, supported plan to get to balance that is sustainable in the long term 17
FY 2026 Adopted vs. Adjusted
18 Table 1: GF Forecast w/ Reduction Targets to Meet Goal (June 2025) Table 2: Updated GF Forecast w/ Adjusted Reduction Targets (February 2026)

A B C D E F
1 Fund Balance by Category
FY 2025
Adjusted
Budget
FY 2026
Adopted
FY 2027
Adopted
FY 2028
Projected
FY 2029
Projected
2 Beginning Balance $75,454 $54,733 $48,606 $43,732 $44,004 3 Revenue $143,404 $149,938 $154,448 $157,490 $160,442
4 Expenditures $158,236 $149,085 $155,931 $158,181 $163,360 5 FY 2027 Reduction ($1,483) ($1,483) ($1,483)
6 FY 2028 Reduction ($4,500) ($4,500)
7 FY 2029 Reduction ($3,400)
8 Transfers $5,890 $6,976 $4,875 $5,021 $5,172
9 Net / Use of Fund Balance ($20,723) ($6,124) ($4,875) $272 $1,293 10 Ending Fund Balance $54,733 $48,606 $43,732 $44,004 $45,297 11 % of Expenditures for Economic Uncertainties 22.7% 20.0% 16.2% 16.6% 17.2%

A B C D E F
1 Fund Balance by Category
FY 2025
Actuals
FY 2026
Adjusted*
FY 2027
Adjusted
FY 2028
Projected
FY 2029
Projected
2 Beginning Balance $74,929 $69,520 $53,482 $48,608 $48,633 3 Revenue $147,724 $149,303 $152,927 $156,001 $159,525
4 Expenditures $144,286 $149,345 $155,676 $158,295 $163,628 5 Prior Year Carry Over (FY 2025)* $9,396
6 Mulford Library $460 $469 $479
7 FY 2027 Reduction ($3,209) ($3,209) ($3,209)
8 FY 2028 Reduction ($6,100) ($6,100)
9 FY 2029 Reduction ($2,300)
10 Transfers $8,846 $6,600 $4,875 $6,521 $6,672
11 Net / Use of Fund Balance ($5,409) ($16,039) ($4875) $25 $356 12 Ending Fund Balance $69,520 $53,482 $48,608 $48,633 $48,989 13 % of Expenditures for Economic Uncertainties 38.6% 25.0% 22.0% 23.3% 23.0% $9.4M $11.6M
*Reflects mid-year adjustments and encumbrance carryovers of previously authorized budget appropriations (FY 2025).

This Is Not An Easy Fix
The "easy"
reductions
have been
taken – low
hanging fruit
has been
picked
Most dollars
go to pay
people,
buildings,
equipment
Core services
require most
of the City’s
income
Costs are high
– reductions
require tough
choices
Not a short
term problem
19 What Will We Be Asking of Council
Regarding the Budget
Council Consensus to:

1. Adopt principles for balancing the budget

2. Remove non-required costs to the budget
 Fund core services first

3. Identify majority views on “no go” cuts

4. Pause on adding any new non-required costs
to the budget
 Determine Trade-offs/offsets if something new is
added by the Council (what will be eliminated or
deferred that is of equivalent cost and staff effort)
 Always ask: Is the new program worth cutting
services elsewhere?
Lower
our costs
Increase
our
revenue
20 Library & Recreation
# Description FY 2027 FY 2028 FY 2029 Community Impact
1 Changes to Weekly Library
Hours ($649,357)
• Elimination of vacant staffing
• Main and Manor newly closed on Mondays,
resulting in 7 less hours per week each.
• Mulford increase from 12 to 28 hours/week
2 Reduce Digital &
Physical Collection
Allocations
($81,711)
• Inability to acquire requested materials; need to
prioritize popular materials
• LINK+ utilized more often, which will require more
staff intervention and longer public wait times
• Longer holds lists due to discontinuation of lease
program
3 Eliminate Library Public Arts
Funding ($50,000)
• Eliminate City-sponsored Comedy Festival
starting in June 2028
• Eliminate Arts Grants program
4 Reduce Recreation Events
and Supplies ($35,500)
• Reduce funding for field trip transportation,
entertainment, YAC events, and other program
supplies
5 Reduce Recreation and
Park Contract Services ($35,000) ($40,000) ($14,000)
• Security service reduced to large events/rentals,
and eliminate coverage at pools
• Reduce contract landscape services at City
Facilities to 1x per week or less starting in FY29
TOTAL ($851,568) ($40,000) ($14,000)
21 Public Works & Infrastructure
# Description FY 2027 FY 2028 FY 2029 Community Impact
6 Eliminate Third-Party Encampment
Cleanup ($219,800) ($94,022) ($82,728)
• Decreased ability to respond to requests for
encampment cleanups
• Increased blight and requests for service
• Outside vendors performed 28 cleanups in
2025
7 Eliminate Public WIFI ($108,131) • Elimination of WIFI access in downtown and parks for public access
Total ($327,931) ($94,022) ($82,728)
22 Community Support & Human Services
# Description FY 2027 FY 2028 FY 2029 Community Impact
8 Eliminate Funding for
Congregate Winter Shelter ($50,000)
• Program was discontinued in FY26 due to a
lack of a qualified provider. Staff recommends
eliminating funding for this program
permanently.
9 Reduce Community Agency
Program Grant Funding ($20,000) • Current funding is $170,000. Change will result in funding of $150,000 starting in FY28 10 Reduce Security Services at
Senior Community Center ($33,792) ($20,000) • Reduced on-site security presence at the Senior Community Center 11 Eliminate Domestic Violence
Case Management Funding ($50,000)
• Ongoing case management services following
domestic violence crisis intervention may be
reduced or eliminated for San Leandro residents
12 Eliminate Shelter Subsidy to
Building Futures ($50,000) • Potential funding gap for Building Futures to provide shelter for unhoused individuals 13 Eliminate City Support for
School Crossing Guard
Program
($90,000) • SLUSD will need to identify funding, and may impact program scope
14 Reduce Community
Sponsorships for Events and
Community Investment Grants
($60,000) • Reduced sponsorships for events, and grant
opportunities for investment in the Community
Total ($143,792) ($180,000) ($50,000)
23 Police & Fire
# Description FY 2027 FY 2028 FY 2029 Community Impact
15 Eliminate Vacant Crime Analyst ($161,629)
• Limits transparency and slower
response to community safety
concerns. Delays in data and
intelligence collection
16 Reduce Police Consulting
Services ($57,500)
• Potential delay in public messaging,
delays in hiring of police officers, and
recruitment website impact
17 Reduce Alternative Response Unit
(ARU) Program ($438,286)
• Reduced ARU staffing from 4 to 3;
Reduced respite beds from 4 to 2.
• Decreased support to follow up on
clients
• Impacts to clinical decision making -
prescriptions, 5150 decisions &
referrals
TOTAL ($219,129) ($438,286)
24 Community & Economic Development
# Description FY 2027 FY 2028 FY 2029 Community Impact
18 Reduce Planning & Building
Consulting Services ($25,000) ($100,000)
• Significant reduction in capacity to conduct longrange planning, respond to evolving state mandates, and implement the Housing Element
• Increase Building permit review time
19 Reduce Downtown
Ambassador Program Funding ($51,021) ($20,000)
• Reduction in service hours for Downtown Safety
Ambassadors
• Increased calls for PD service, reduced support
for Downtown businesses
• Possible negative impact on attracting new
businesses & development
20 Eliminate Business Incentive
Program ($157,000)
• No ability to recruit and assist unique small
businesses
• No ability to financially assist shopping centers in
making strategic and impactful upgrades
21 Eliminate Economic Development
Studies ($50,000) ($50,000)
• Discontinue Arts District Evaluation &
Placemaking/Plaza Planning
• Eliminate budget for new Economic Development
studies
25 Community & Economic Development
# Description FY 2027 FY 2028 FY 2029 Community Impact
22 Reduce Event Sponsorship ($32,000) ($1,000)
• Elimination of Downtown Event Sponsorship;
fewer tools to drive foot traffic, promote local
businesses & activate public spaces in the
Downtown
• Reduction of Downtown Farmers Market
Support
23 Reduce Chamber of Commerce
Support ($12,450) • Reduction in joint City-Chamber of Commerce activities
24 Reduce Branding & Marketing
Funds ($70,000) ($85,000) ($10,000)
• Reduction of City Brand Assessment &
Marketing Study & Brand Implementation
• Reduced funds to develop new Economic
Development marketing
• Elimination of San Francisco Business Times
advertising / spotlight on San Leandro
• Reduced recruitment of new businesses that
bring valuable jobs & revenue
26 Community & Economic Development
# Description FY 2027 FY 2028 FY 2029 Community Impact
25 Reduce Housing Division
Consulting Budget
($40,000)
• Reduced budget for third-party Tenant / Landlord
Services and Housing Assistance Services
• Discontinue Multi-Family Rental Assistance Program
Needs Analysis and Seminars / Outreach to Enhance
Housing Mobility (Housing Element)
• Reduced ability to meet regulatory & programmatic
requirements necessary for compliance with federal &
state funding sources
26 Reduce First Time Home
Buyer / Below Market
Rate (BMR) Program ($25,000) ($25,000)
• Reduced capacity to manage & monitor the City's
Below Market Rate (BMR) Program
• Proposed FY 29 reductions will result in loss of thirdparty contract - Significant increase in City staff time to manually administer the BMR Program
• Reductions & delays in application processing,
compliance reviews & annual reporting
• Increased compliance risks & diminished quality of
service provided to program participants
TOTAL ($374,000) ($211,021) ($168,450)
27 Transfer to Capital Funds
# Description FY 2027 FY 2028 FY 2029 Community Impact
27 Reduce General Fund Transfer
to Capital Funds ($1,000,000) ($1,000,000) ($1,000,000) • Decreased funding for infrastructure needs
resulting in continued degradation:
• Street/Road Improvements
• Facility/Building Major Maintenance
• Park Major Maintenance
• Explore other revenue sources to offset
current General Fund subsidy to Capital
Funds (i.e. Grants)
Total ($1,000,000) ($1,000,000) ($1,000,000)
28 Summary of Proposed Reductions
Functional Area FY 2027 FY 2028 FY 2029
Library & Recreation ($851,568) ($40,000) ($14,000)
Public Works & Infrastructure ($327,931) ($94,022) ($82,728) Community Support & Human Services ($143,792) ($180,000) ($50,000) Police & Fire ($219,129) ($0) ($438,286)
Community & Economic Development ($374,000) ($211,021) ($168,450) Transfer to Capital Funds ($1,000,000) ($1,000,000) ($1,000,000) Annual Community Impacted Reduction Subtotal ($2,916,420) ($1,525,043) ($1,753,464) 29 Cumulative Ongoing Community Impacted Reductions ($2,916,420) ($4,441,463) ($6,194,927) Cumulative Ongoing Internal Operational Reductions ($4,388,588) ($5,268,346) ($5,873,881) Overall Cumulative Total Of Reductions ($7,305,008) ($9,709,809) ($12,068,808) Additional Options to Consider
Option 1: Reimbursement of Cost from OPEB Trust Fund (up to $1,000,000) • Impact: Leverage annual investment earnings; up to $1,000,000 in trust reimbursement for annual retiree medical cost. Monitor trust performance and expenses on an annual basis for viability.

Option 2: Eliminate Alternative Response Unit (ARU) Program ($877,530) • Community Impact: Eliminate support for individuals who receive care through ARU program, such as respite beds, and clinical support on decision making - prescriptions, 5150 decisions & referrals.

Option 3: Fire Station “Brown Out” ($1,490,955)
• Community Impact: "Brown out" of a fire station for 6 months of the year, resulting in increased response times to calls for service and potential delay in life-saving interventions, such as CPR. 30 31
10-Year Financial Forecast with Reductions
*Reflects mid-year adjustments and encumbrance carryovers of previously authorized budget appropriations (FY 2025). 32 10-Year Financial Forecast WITHOUT Reductions
*Reflects mid-year adjustments and encumbrance carryovers of previously authorized budget appropriations (FY 2025).

Key Factors Driving Cost
Increases
External Influences
Economic
Uncertainties
Geopolitical
Climate
Pension Costs
Policy Influences
Implementation of
New Programs
Capital
Infrastructure
Employee Costs
33 There are other risks to the budget: State budget, unknown claims, disasters, new unfunded mandates First Things First 34
Core
Services
Law
Enforcement
Fire
Protection
Emergency
Medical
Services
(EMS)
Road
Maintenance
Traffic
Management
Utilities –
Water/ Sewer/
Garbage
Collection
Necessary Budget Focus
This Is Not An Easy Fix
The "easy"
reductions
have been
taken – low
hanging fruit
has been
picked
Most dollars
go to pay
people,
buildings,
equipment
Core services
require most
of the City’s
income
Costs are high
– reductions
require tough
choices
Not a short
term problem
35 Three Parts to Achieving Financial Stability
Current projections show need to
reduce about $11.6M
over next three fiscal years
Managing Costs
If adding expenses, must match to
available revenue
New Revenue
Explore new sources
Financial
Stability
36 Avoid New Programs / Projects
Add only when offset by the removal or reduction of current programs/projects
Fund the City’s Core Services
First things first: Focus on sustaining existing core services Council Agreement on the Path
37 Proposed Principles for Balancing the
Budget

1. Prioritize core services; but no department is immune to reductions

2. Retain City reserves at 20% for economic uncertainty + $5M for major emergencies – no increase or decrease

3. Refrain from adding new projects or programs

4. Attempt to minimize service reductions that impact the community and avoid layoffs

5. Preserve the health and safety of City employees

6. Retain the ability to train employees and maintain a positive work environment

7. Focus management and administrative staff time on core service delivery and approved major projects – “first things first” 38 What We Are Asking of Council
Regarding the Budget
Council Consensus to:

1. Adopt principles for balancing the budget

2. Remove non-required costs to the budget
 Fund core services first

3. Identify majority views on “no go” cuts

1.1 Staffing On Track

1.2 Recruitment On Track

1.3 Reduce Number of Strays Taken to the Shelter (Lower Animal Control Costs) On Track

1.4 Shelter Diversion Strategy (Lower Animal Control Costs) On Track

1.5 Fill Vacant Animal Control Officer Position (Lower Animal Control Costs) On Track

1.6 Increase Enforcement of Loose Dog Violations (Lower Animal Control Costs) On Track

1.7 Ensure Strong Community Engagement On Track

1.8 Encampment Removal On Track

1.9 Emergency Management On Track
47 2. INFRASTRUCTURE
48 Accomplishments
• Launched Revenue Measure
• Reopened Memorial Park
• Completed Steven Taylor Sanctity
of Life Pavilion project
• Initiated Trash Free San Leandro
Business Certifications
49 Infrastructure
On Track/Upcoming & Recommended Modifications
On Track/Upcoming Projects Status

2.1 New Revenue Measure on November 2026 Ballot On Track

2.2 Stormwater Fee Update Upcoming

2.3 PG&E Electric Vehicle Fleet Program On Track

2.4 Implementation of Environmental Programs On Track

2.5 Major Construction Project Delivery On Track
Projects with Recommended Modifications Recommended Action

2.6 Asset Management Discontinue - Software
budget eliminated
50 3. QUALITY

OF LIFE
51 Accomplishments
• Developed and Implemented Arts Grants Program
• Developed Programs Celebrating Community and the Diverse Cultures in San Leandro
• Expanded utilization of early childhood education programming • Expanded Technology Based Adult Education Programs
• Partnered with Local Organizations for Expanded Senior Services • Partnered with Local Organizations to create accessible and affordable healthy eating options, particularly for low-income families.
52 Accomplishments
• Expanded volunteer opportunities for cleaning streets and public spaces a citywide • Designed and implement a planting initiative to introduce native and drought-tolerant plants across city parks, medians, and public spaces
• Expanded Citywide Tree Canopy Coverage
• Developed Recreational Programs for Inclusivity and Diverse Age Groups • Hosted Health & Active Living Events
53 Quality of Life
On Track/Upcoming Projects & Recommended Modifications
On Track/Upcoming Projects Status

3.1 Expand Utilization of Art Gallery Spaces in City Facilities, establishing partnerships for installations On Track

3.2 Strategic placement of litter receptacles to maximize usage and enhance cleanliness. On Track

3.3 Collaborate with Schools for Public Use of Recreational Facilities On Track Projects with Recommended Modifications Recommended Action

3.4 Establish a Private Tree Protection Ordinance Discontinue project (unfunded)
54 4. ECONOMIC

DEVELOPMENT
55 Accomplishments
• Prepared Innovation Action Plan
• Prepared Retail Action Plan
• Held annual development event to promote opportunity sites • Updated the Commercial Incentive Programs
• Completed Development Process Evaluation
• Developed Workforce Partnership Strategy
• Updated Small Business Technical Assistance Workplan
56 Economic Development
On Track/Upcoming
On Track/Upcoming Projects Status

4.1 Support Major Developments and Update Zoning On Track

4.2 Preserve Industrial Districts and Address Infrastructure Needs Upcoming

4.3 Ensure Resident Workforce Training and Education for Access to High-quality Job Opportunities On Track

4.4 Support Small Business And Entrepreneurship On Track

4.5 Accelerate Innovation and Growth of Target Industries On Track

4.6 Create Vibrant Gathering Places with Quality Retail, Dining, Hospitality, and Entertainment Businesses On Track
57 5. HOUSING &

HOMELESSNESS
58 www.sanleandro.org/rentprogram
• Adopted Rent Stabilization Ordinance
• Advanced Rent Registry Ordinance implementation
• Right-Sized Park Development Impact Fees to support housing production, including fee waiver for affordable projects & ADUs • Evaluated market feasibility of key entitled residential development projects and presented findings to Council
• Advanced Homelessness Prevention Rental Assistance program Accomplishments
Updated Impact Fees
59 Housing & Homelessness
On Track/Upcoming & Recommended Modifications
On Track/Upcoming Projects Status

5.1 PLHA Rental Assistance Program On Track

5.2 Rent Registry Implementation On Track

5.3 Rent Stabilization Ordinance On Track

5.4 Local Preference / Disparate Impact Study On Track

5.6 Support Housing Production On Track
Projects with Recommended Modifications Recommended Action

5.7 Mobile Home Space Rent Stabilization Ordinance (MHRSO) Amendment Delay - Ordinance to Council from June 2027 to June 2028

5.8 Operate Lewelling Interim Housing & Drop-in Center Discontinue: Identify successor sites

5.9 Explore Safe Parking Discontinue project
(unfunded)

5.1 Explore Safety Ambassador Expansion Discontinue project (unfunded)
60 All Impacted Projects
Projects with Recommended Modifications Recommended Action 1 Infrastructure Asset Management Discontinue - Software budget eliminated
2 Quality of Life Establish a Private Tree Protection Ordinance Discontinue-Unfunded 3 Housing &
Homelessness
Mobile Home Space Rent Stabilization Ordinance (MHRSO)
Amendment
Delay - Ordinance to
Council from June 2027
to June 2028
4 Housing &
Homelessness Operate Lewelling Interim Housing & Drop-in Center Discontinue: Identify successor sites
5 Housing &
Homelessness Explore Safe Parking Discontinue: Unfunded 6 Housing &
Homelessness Explore Safety Ambassador Expansion Discontinue: Unfunded 61 Discussion of
Council Priorities
and Work Plan
Consensus Sought:

1. Retain existing Council
priorities

2. Agreement on changes to the
work plan
“First Things First”
62 Councilmember Interests Pertaining to
Priorities: General Comments
• All said to keep the 5 priority areas
• Balance the budget; exercise fiscal responsibility
• Raise revenue
• Fund the basic services people rely on
• Make decisions based on our long-range financial forecast • Strengthen trust with the community
• Balance longer term efforts with smaller projects that community members want
• Improve priority setting process
63 Existing Priorities: Is there Council
Consensus to Stay the Course
64 Add Baseline Principle: Financial Sustainability
City Manager’s Recommendations for Revised
Work Plan: Updated to Match Resources
Accomplished Working On Remove Delay
65 See handout
Criteria Applied by Staff for Modifications to
the Work Plan
Working On:
• Feasible (sufficient staffing, other
relevant factors for each project
make it feasible to proceed)
• Funded
Remove:
• No known or reliable funding
• Infeasible (insufficient staffing,
changes in state or federal laws,
lack of majority support to advance)
Delay:
• New source of funding is
likely in the future
• Outside agency is pausing
but has not dropped
• Staff capacity may be likely
within the next three years
but not now
66 Discussion of Proposed Work Plan
Revisions: Seeking Council Consensus
Where does the
Council agree with
the City Manager’s
recommendations?
What changes
would members of
Council suggest?
What needs more
information?
67 0 100
PCI

PUBLIC WORKS
DIRECTOR’S

DASHBOARD

CRITICAL FACILITIES
GRADE
TRASH

CAPTURE
19%
81%
59 68
100
59 PAVEMENT DETERIORATION CURVE
0 PAVEMENT

CONDITION
INDEX (PCI) $99/SY
Average PCI from 2023 MTC Pavement
Management Report
• Current funding level = $4.5M/year
• Citywide average PCI 60 minimum to be eligible for County direct distribution funding
• Below the critical point, delaying maintenance during this phase results in exponential cost increases for repairs.

Critical Point
/SY
69 LOREM IPSUM
Lorem ipsum dolor
sit amet,
consectetur
adipiscing elit.

TRASH

CAPTURE

CEASE AND

DESIST ORDER
December 10, 2025
Lorem ipsum dolor
sit amet,
consectetur
adipiscing elit.
• Regulatory requirement of 100% trash captured citywide by June 2025 was not met.
• The Water Board issued a Cease and Desist Order on
December 10, 2025.
• The City’s Trash Revised Load Reduction Plan outlines ~$16M projects to reach 100% trash capture by 2028.
• If Plan is not met, the Water Board or Attorney General is authorized to take enforcement action.

Remaining
19%
Capture Rate
to date
81%
70 FACILITY

CONDITION

LOREM IPSUM
Internal grading system based on:

1.Physical condition (age, lifecycle status, maintenance demands)

2.Functional adequacy (ability to meet operational and user requirements)
F A
B
C
D
Farrelly Pool
Downtown Parking Garage
South Offices PD
Senior Community Center
Manor Branch Library
Fire Station 10
Fire Station 11
City Hall
Environmental Services Office (South
Branch)
Boys and Girls Club Pool
Family Aquatic Center
History Museum
Main Library
Corporation Yard Admin
Building
Golf Maintenance Building
Washington Manor Recreation
Building
Police Department Building
Golf Club House
Halcyon Recreation Building
Marina Community Center
Fire Station 12
Fire Station 9
Fire Station 13
Casa Peralta
71 *Water Pollution Control Plant not listed, but is a critical facility.

PROACTIVE INVESTMENT TO

AVOID CRITICAL FAILURE

CITY FACILITY PRESERVATION
$1.63M

COMPUTER AIDED DISPATCHING

RECORD & MANAGEMENT

SYSTEM (CAD-RMS)
$3M
72 CITY FACILITY

PRESERVATION
Painting facilities provides protection from sun
exposure/UV damage, temperature changes,
moisture, and general deterioration.
• City Hall painting = $0.5M
• Marina Community Center painting = $0.5M
If not funded, deterioration accelerates leading to
internal damage, reduced workplace quality for
occupants, and increased repair costs.

The roof at Fire Station 10 is 23 years old and in need of replacement due to reported leaks.
• Fire Station 10 roof replacement = $625k
If not funded, roof leaks may damage interior building
components and equipment, reduced workplace
quality and increased repair costs.
73 • The City’s CAD-RMS no longer meets operational,
analytical or long-term needs.
• The CAD/Mobile and RMS platforms lack integration
and creates inefficient use of resources.
• The system is at the end of life and is in danger of
losing technical support from vendor.
• Estimated replacement cost = $3M
• If not funded, there will be a severe impact upon
police operations.
• Additionally, it will impact compliance with
California law/ DOJ standards and decrease efficient
processing of records and 911 dispatch services.

COMPUTER AIDED DISPATCHING RECORD
& MANAGEMENT SYSTEM (CAD-RMS)
74 MAINTENANCE ADDRESSES THE SYMPTOMS TEMPORARILY

STRATEGIC INVESTMENTS ADDRESSES THE ROOT CAUSES PERMANENTLY Leaks
Potholes
Malfunctions
Complaints
Rust
Localized flooding
Underfunding lifecycle
Too many priorities
Deferred maintenance

ROOT CAUSES

SYMPTOMS
Unfunded mandates Reactive vs. preventative culture
Staffing shortage/turnover
75 Council Referrals
Discussion:

1. For the 19 referrals received
since the last Council retreat:
• Should staff proceed in light of
budget reductions?
• Can these be eliminated or
paused?

2. Moratorium on any new referrals
after this meeting
Key Question:

In light of budget
principles and
expected
reductions, how
do these referrals
stack up?
76 Council Referrals Received after
2025 Council Retreat (1 of 4)

1. Complete and post results of a geotechnical report and cost estimate for full repair of Lake Chabot Road. - Viveros-Walton

2. Partial Sales Tax Waiver for Priority Innovation Industries. – ViverosWalton

3. Establish a Vacant Lot Activation Program. – Viveros Walton

4. Expand Artwalk project to include significant historical points of interest. – Bowen

5. Include in community polling potential vacancy tax and any applicable sin tax to be surveyed. – Bowen

6. Prohibit the accuser from voting on the accused in the ethics and discipline policies. – Simon
77 Council Referrals Received
after 2025 Council Retreat (2 of 4)

7. Enhancements to the Steven Taylor Sanctity of Life Pavilion. – Simon

8. Reverse Simon and Aguilar 2024 Censure Resolution and issue a formal apology. – Simon

9. New pedestrian bridge across San Lorenzo Creek near Kramer and Budge Streets and rehabilitate existing pedestrian bridge across San Lorenzo Creek near Vining Dr. and Hebron Ct. – Simon

10. Reform of the City’s discipline and investigation policies. – Simon

11. Resolution acknowledging and apologizing for the City’s role in historical redlining practices and their lasting impacts on the community. – Simon 78 Council Referrals Received after
2025 Council Retreat (3 of 4)

12. Council meetings are only 1st and 3rd Mondays of the month, starting at 5 pm with closed session only at the end if needed. Only if an additional closed session meeting is needed, it may be held the 2nd Monday of the month. – Simon

13. Change percentage of affordable housing units required within a multifamily building built in high priority construction zones. – Gonzalez

14. Limit the time that boats or other floating objects can be docked to 30 minutes. Impose a similar time limit for use of a boat launch. Limit the time that boats can reside to 48 hours, excluding those located at an operational and licensed marina. – Gonzalez

15.Pilot program to test the use of drones as first responders. – Gonzalez 79 Council Referrals Received after
2025 Council Retreat (4 of 4))

16. Double the number of trained traffic enforcement patrol officers in FY27. – Gonzalez

17. Minimum Budgeted Amount (MBA) policy related to road repair, maintenance, and replacement. – Gonzalez

18. Limit the number of Residential Structures within the City owned by a single corporation or its affiliates. – Gonzalez

19. Multi-family unit smoking ban. – Gonzalez
80 Recap Council Consensus
The Five
Existing Council
Priorities
Changes to the
Work Plan
Direction on
Referrals
81 Collaboration for
Achieving Financial
Sustainability

1. Staying focused on the priority of
fiscal responsibility and the budget
imperative

2. First things first – “big rocks”
approach to getting big things
done

3. Pause adding new items to staff’s
workload and the budget
82 The “Big Rocks” Approach
to Getting Big Things Done
83 Put the big rocks in first
Don’t fill up the jar with so many small rocks
that there isn’t room for the big ones
Then keep space for emergencies or new
requirements
By Stephen Covey, 7 Habits of Highly Effective People
83 Staying On Track
With Priorities • Do not take staff time away from established priorities and work plans that support those
priorities
Discipline and Focus • Once decisions are made, support them and the implementation involved
Full Council Support • What drops off or is delayed if something is added?
Choices
84 Best Practice
Criteria for
Adding Projects
Mid-Year
Emergency (natural disaster,
pandemic, civil unrest)
New outside funding
opportunity that is time sensitive
New multi-agency opportunity
that cannot be delayed
Community safety issue that
must be addressed in near term
Changes in laws or mandates
85 Pause any new items that fall outside these
Next Steps
• Raftelis will prepare a
workshop report to
document the outcomes
of our time together
• Staff will incorporate
Council direction into the
budget process
86 Share one
takeaway, or
one word that
you would use to
describe what
was useful to
you today
87 Contact:

Nancy Hetrick, Vice President Jan Perkins, Vice President [email protected] [email protected]
Thank you!
88

San Leandro City CouncilMarch 6, 2026

San Leandro City Council
March 6, 2026