City Council and Authorities Concurrent
May 13, 2025

Budget Highlights
• There are no actions included in the Proposed Budget for the Assistant City Clerk’s Office. 301
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Assistant City Clerk’s Office

6.00 FTEs
Assistant City Clerk

1.00 Assistant City Clerk

1.00 Deputy City Clerk

1.00 Office Records Specialist

1.00 Senior Management Analyst

2.00 Staff Aide I

6.00 Total Assistant City Clerk FTE
302
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
2311 City Clerk- Council Admin
Support
455,747 508,143 433,121 (14.8%) 447,149 3.2%
2312 City Clerk-Public Info 738,690 770,008 862,167 12.0% 894,824 3.8% 2313 City Clerk-Political Reforms 526,409 338,760 393,625 16.2% 407,891 3.6% 1,720,846 1,616,911 1,688,913 4.5% 1,749,864 3.6%
1,720,846 1,616,911 1,688,913 4.5% 1,749,864 3.6%
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 1,720,846 1,616,911 1,688,913 4.5% 1,749,864 3.6% Total by Fund 1,720,846 1,616,911 1,688,913 4.5% 1,749,864 3.6% Dollars by Category
Salary and Benefits
Salary 614,458 708,945 752,645 6.2% 795,823 5.7%
As-Needed 78,050 53,583 56,373 5.2% 59,122 4.9%
Overtime 1113 1,108 1,147 3.5% 1,187 3.5%
Retirement 254,079 281,573 294,962 4.8% 286,543 (2.9%)
Health Allocations 70,670 102,023 123,154 20.7% 133,202 8.2% Medicare 10,514 11,951 12,502 4.6% 13,193 5.5%
Social Security 39,621 48,950 50,356 2.9% 52,118 3.5%
Other Benefits 38,832 41,869 53,992 29.0% 58,401 8.2%
Total Salary and Benefits 1,107,337 1,250,002 1,345,131 7.6% 1,399,589 4.0% Non-Personnel
Materials/Services/Supplies 502,023 237,166 259,022 9.2% 264,204 2.0% Interfund Services 111,486 129,743 84,760 (34.7%) 86,071 1.5% Total Non-Personnel 613,509 366,909 343,782 (6.3%) 350,275 1.9% Total by Category 1,720,846 1,616,911 1,688,913 4.5% 1,749,864 3.6% Total by Division / Program
Dollars by Division / Program
Assistant City Clerk Division
Total Assistant City Clerk Division
303
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
2311 Council/Administration Support 1.50 1.50 1.80 0.30 1.80 2312 Public Information/Legislative Records
Management 3.10 3.10 2.65 (0.45) 2.65
2313 Political Reform Act 1.40 1.40 1.55 0.15 1.55

6.00 6.00 6.00 0.00 6.00

6.00 6.00 6.00 0.00 6.00
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 6.00 6.00 6.00 0.00 6.00
Total by Fund 6.00 6.00 6.00 0.00 6.00
Position Classification
Assistant City Clerk 1.00 1.00 1.00 0.00 1.00
Deputy City Clerk 1.00 1.00 1.00 0.00 1.00
Office Records Specialist 1.00 1.00 1.00 0.00 1.00
Sr. Management Analyst 1.00 1.00 1.00 0.00 1.00
Staff Aide I 2.00 2.00 2.00 0.00 2.00
Total Positions 6.00 6.00 6.00 0.00 6.00
Positions by Division / Program
Assistant City Clerk Division
Total Assistant City Clerk Division
Total by Division / Program
304
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 6.00 1,616,911
Salary and benefits adjustments 95,129
Retention schedule increase 20,000
Net increase in materials, services and supplies 1,856
Net decrease in internal service fund allocations (44,983) Total FY 2025/26 Base Budget Adjustments 0.00 72,002
Total FY 2025/26 Base Budget 6.00 1,688,913
Total FY 2025/26 Proposed Budget 6.00 1,688,913
FY 2026/27 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and benefits adjustments 54,458
Net increase in materials, services and supplies 5,182
Net increase in internal service fund allocations 1,311 Total FY 2026/27 Base Budget Adjustments 0.00 60,951
Total FY 2026/27 Base Budget 6.00 1,749,864
Total FY 2026/27 Proposed Budget 6.00 1,749,864
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
305
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y C LE R K’ S O F FI C E Performance and Workload Measures
Assistant City Clerk Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of records authorized
and provided by the department
for destruction are destroyed
within 30 days
100% 100% 100% 100% 100% 100%
Percent of City Council reports
available online four days prior to
the meeting
100% 100% 100% 100% 100% 100%
Workload Measures
Number of Conflict of Interest
forms processed 347 392 250 366 250 250
306
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I I I I
City Auditor's
Office
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE City Auditor Division Description
The City Auditor’s Office is an independent office that reports to the Audit Committee and City Council. The Office conducts performance audits and reviews of City departments, programs and services, and makes recommendations to strengthen accountability and improve efficiencies and effectiveness of City programs and business processes. The audits may assess internal controls over financial reporting and evaluate the adequacy of system of internal controls, and compliance with applicable laws, rules, regulations, and City policies and procedures.

The Office prepares an annual audit work plan for the City Council’s approval and issues semi-annual audit status reports and annual follow-up reports on outstanding audit recommendations to the City Council for review.

The Office provides oversight of external auditors regarding the City’s annual financial audit, single audit, annual compliance review with the City’s Investment Policy, performance audits and related financial audits. The City Auditor’s Office is also responsible for the Stadium Authority’s annual financial audit.

Additionally, the Office administers the City’s Fraud Hotline program and performs investigations for all material complaints received related to fraud, waste, and abuse.

Divisions and Services
The City Auditor Division is organized independently from operations.

City Auditor
Division Mission
The City Auditor’s Office mission is to promote honest, efficient, effective and fully accountable city government through accurate, independent and objective audits.

Division Objectives
Establish performance audits within the organization to better understand how our programs are performing in comparison with neighboring jurisdictions Conduct in-depth financial and performance audits.

Oversee the City’s performance management system, auditing and approving all bills, invoices, payrolls, demands or charges against the City before payment. 309
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE Significant Accomplishments
• Completed the annual cash disbursement review for the City of Santa Clara. • Completed procurement and continuous oversight of the annual financial audit contracts for the City and Santa Clara Stadium Authority.
• Continued to maintain the comprehensive Fraud, Waste, and Abuse Policy that was established to facilitate the development of controls to aid in the detection of fraud, waste, and abuse against the City. • Completed the annual City-wide risk assessment and developed a two-year audit plan based on those results. • Investigated whistleblower hotline complaints for internal reporting of fraud, waste, and abuse or other ethical issues.
• Completed a vigorous review of City employee travel and reimbursement policies and procedures, and all City approved Memorandum of Understanding related employee reimbursements. • Completed regular audit status reports to provide status of projects contained in the annual workplan and presented audit results to the Audit Committee and City Council.

Significant Objectives
• Update the City’s annual risk assessment and prepare the report to effectively evaluate city functions and respond to any changes in risk identified in the City.
• Continue to advance audit work based on results of the City-wide risk assessment to promote accountability within City units.
• Increase efficiency, effectiveness, and accountability of City government through audits and providing recommendations for improvements.
• Maintain an effective follow-up process to monitor and evaluate the adequacy, effectiveness and timeliness of actions taken by management to address audit recommendations and report to the City Council on the actions taken.
• Administer the whistleblower hotline and perform investigations for all material complaints and report a summary of complaint types to the Audit Committee
• Provide oversight of external auditors regarding the City and Santa Clara Stadium Authority’s financial and performance audits.
• Prepare the City’s Annual Audit Work Plan for FY 2025/26 and FY 2026/27. • Procure additional audit consulting services to accomplish the projects recommended in the annual audit work plan.

Budget Highlights
• No substantial changes are brought forward in this budget cycle. This budget continues the freezing of the City Auditor position; the office will continue to be managed by two professional staff and the use of consultants. 310
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE City Auditor’s Division

2.00 FTEs
City Auditor

0.00 City Auditor*

1.00 Management Analyst

1.00 Senior Performance Auditor**

2.00 Total City Auditor FTE
* The City Auditor position is proposed to be frozen for FY 2025/26 and FY 2026/27 ** Currently overfilled as an Audit Manager
311
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2024/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
3352 City Auditor Administration 9,448 77,029 22,025 (71.4%) 22,648 2.8% 3353 City Auditor Services 771,474 913,149 1,053,529 15.4% 1,072,527 1.8% 780,922 990,178 1,075,554 8.6% 1,095,175 1.8%
780,922 990,178 1,075,554 8.6% 1,095,175 1.8%
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2024/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 780,922 990,178 1,075,554 8.6% 1,095,175 1.8% Total by Fund 780,922 990,178 1,075,554 8.6% 1,095,175 1.8% Dollars by Category
Salary and Benefits
Salary 368,852 382,330 401,435 5.0% 420,745 4.8%
Retirement 148,437 190,170 207,593 9.2% 199,308 (4.0%)
Health Allocation 22,995 22,772 22,772 0.0% 22,772 0.0% Medicare 5,820 5,970 6,246 4.6% 6,526 4.5%
Social Security 20,219 20,828 20,829 0.0% 20,830 0.0%
Other Benefits 16,969 17,467 18,380 5.2% 18,712 1.8%
Total Salary and Benefits 583,292 639,537 677,255 5.9% 688,893 1.7% Non-Personnel
Materials/Services/Supplies 195,428 349,261 356,424 2.1% 363,735 2.1% Interfund Services 2,202 1,380 41,875 2934.4% 42,547 1.6% Total Non-Personnel 197,630 350,641 398,299 13.6% 406,282 2.0% Total by Category 780,922 990,178 1,075,554 8.6% 1,095,175 1.8% Dollars by Division / Program
City Auditor Division
Total City Auditor Division
Total by Division / Program
312
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
3353 City Auditor Services 2.00 2.00 2.00 0.00 2.00

2.00 2.00 2.00 0.00 2.00

2.00 2.00 2.00 0.00 2.00
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
General Fund 2.00 2.00 2.00 0.00 2.00
Total by Fund 2.00 2.00 2.00 0.00 2.00
Position Classification
Management Analyst 1.00 1.00 1.00 0.00 1.00
Sr. Performance Auditor 1.00 1.00 1.00 0.00 1.00
Total Positions 2.00 2.00 2.00 0.00 2.00
Positions by Division / Program
City Auditor Division
Total City Auditor Division
Total by Division / Program
313
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 2.00 990,178
Salary and benefit adjustments 37,718
Change in interfund services 40,495
Non-personnel adjustments 7,163
Total FY 2025/26 Base Budget Adjustments 0.00 85,376
Total FY 2025/26 Base Budget 2.00 1,075,554
Total FY 2025/26 Proposed Budget 2.00 1,075,554
Salary and benefits adjustments 11,638
Non-personnel adjustments 7,311
Change in interfund services 672
Total FY 2026/27 Base Budget Adjustments 0.00 19,621
Total FY 2026/27 Base Budget 2.00 1,095,175
Total FY 2026/27 Proposed Budget 2.00 1,095,175
Ongoing Cost Adjustments
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
FY 2026/27 Base Budget Adjustments
314
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y AU DIT O R ’S O F F I CE Performance and Workload Measures
City Auditor Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of audit
recommendations management
agrees to implement
100% 100% 100% 90% 100% 100%
Percentage of approved workplans
completed or substantially
completed during the fiscal year
70% 75% 75% 100% 75% 75%
Percentage of hotline investigation
recommendations resolved 100% 100% 90% 100% 100% 100%
Workload Measures
Number of major work products
issued 4 4 5 3 3 3
315
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I 111
◄ a
I 111
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111 I
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1111
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City Manager's
Office
317
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE City Manager’s Office Description
The City Manager's Office is responsible for providing strategic direction and support to all City departments for day-today operations and planning, as well as support to the City Council with its policy making. In this capacity, the City Manager's Office resolves complex administrative matters, performs City-wide policy analysis, directs city-wide emergency preparedness efforts; drives strategic planning and organizational development; oversees employee relations; directs the preparation of the budget in conformance with the Council's approved priorities and Budget Principles, and advises the Council of the City’s financial outlook. In addition, the City Manager's Office has direct responsibility for economic development, community outreach and engagement, property and contract management, legislative advocacy, and special projects.

The City Manager’s Office also provides general administration for the Sports and Open Space Authority, Housing Authority, and Successor Agency of the former Redevelopment Agency.

Divisions and Services
The City Manager’s Office is organized into two Divisions: City Council Support; and Leadership and Management Services.

City Council Support
Division Mission
Support the City Council with its policy decisions and assist with establishing and implementing goals, objectives, and planning strategies to maintain a thriving community with efficiently delivered City services.

Division Objectives
Provide policy support for decision making by assisting Council in establishing policies and priorities, advancing the City’s position on regional, State, and federal legislative issues, and executing its legislative responsibilities.

Build and maintain intergovernmental relations and advocate for legislation that will benefit the City and advance its goals.
319
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Leadership and
Management Services
Division Mission
Support the Santa Clara community through strategic planning, day-to-day oversight of operations, policy development, and fiscal planning. This Division also leads economic development, organizational development, community outreach and engagement, and the implementation of key policies and programs.

Division Objectives
Implement Council direction while overseeing City operations and department resources, economic development, management of City-owned properties, and the development and implementation of key policies.

Plan and execute highly complex, citywide projects while strategically developing a more effective and efficient organization.

Provide accurate information and an effective and user-friendly experience to Santa Clara residents, businesses, and visitors through the City’s various communication channels including but not limited to the City website, Customer Relationship Management System, MySantaClara, print publications, social media channels, websites, eNews delivery, and other print and digital media Engage with local and national news agencies to positively represent the City and provide information on City actions, policies, and initiatives, and act as a City liaison to, and coordinate with various community groups, non-profit organizations and intergovernmental partners to address the needs of Santa Clara residents.

Lead development of economic development-related strategies, including economic and data analysis to support policy development, development agreements, business intelligence activities, and decision-making collaboration with internal and external partners.

Manage the City’s economic development programs and serve as the liaison between the City and the business community. Work with existing and potential Santa Clara businesses and entrepreneurs to encourage retention, expansion, and creation, including business outreach and development of small business assistance programs.

Promote the organizational vision and advance interdepartmental coordination for sustainability initiatives citywide including the implementation of the City’s adopted Climate Action Plan that advances local climate and sustainability targets and complies with State environmental regulations.

Manage the City’s real estate portfolio.
320
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Significant Accomplishments
City Council Support
 Supported the coordination of the annual process for City Council Committees and Outside Agency Committees and the timely distribution of meeting agendas.
 Provided administrative support for the day-to-day operations of the Mayor and Council Office, including scheduling Council briefings.
 Facilitated and supported the development of Newly Elected Office Orientation materials and onboarding.  Provided communications support for City Council and staff for regional events and conferences, State of the City, community events, groundbreaking and ribbon cutting events and speaking engagements.  Provided staff support to the City Council in their discussion and consideration of a proposed Joint Powers Agency Agreement to establish the Cities Association of Santa Clara County Joint Powers Agency; the City Council approved the agreement at the November 7, 2023, Council meeting.  Led interdepartmental efforts to prepare the City’s FY 2023/24 Community Project Fund request application that resulted in an award of $963,000 for Public Safety Communications Infrastructure based on Representative Ro Khanna’s submittal.
 Coordinated the City’s 2023 State budget funding requests which resulted in an award of $1,800,000 for Santa Clara Overnight Care Locations and $1,750,000 for Regional Public Safety Interoperable Radio Communications based on the State Senator Aisha Wahab and former Assembly Member Evan Low’s submittals.

Leadership and Management
 Implemented strategic staffing adjustments to address identified needs and priority projects, including economic development and sustainability, homeless services, and International Swim Center (ISC) project management.  Successfully filled executive recruitments and appointments to address vacant director positions in the Community Development and Parks & Recreation Departments, and key executive positions in the City Manager’s Office.  Coordinated efforts across City departments to process over 22,000 Public Records Act requests during FY 2022/23 and approximately 22,000 requests in FY 2023/24.
 Successfully completed the first Priority Setting Session with the new City Manager in support of the City Council Priority Setting process.
 Began organizational assessment processes with five key departments: Silicon Valley Power, Public Works, Water & Sewer Utilities, Parks & Recreation, and Community Development.

Community Outreach and Engagement
 The City’s bi-annual newspaper, “Inside Santa Clara” returned to print, with one edition covering the Spring/Summer timeframe and another covering the Fall/Winter. This publication is mailed to all residential and business addresses in the city and is published digitally online. The publication has been revamped to feature longform stories about City services, initiatives, and news of relevance to the public.  The City’s monthly digital publication, “City Hall News”, which focuses on short-form news and events listings, was migrated exclusively to the City’s eNews platform in March 2024. The publication was previously sent as an email with a link to the full PDF. The new format is more user-friendly and viewable directly from the recipient’s inbox.  Developed Council Policy 054, which allows for Mayor/Council District communications, in the form of monthly newsletters linked in City Hall News, and separate messages to Citywide or District constituents.  Changed and modernized the City’s social media strategy which has resulted in increased engagement and followers on the City’s social media platforms which include Instagram, X (formerly Twitter), Facebook, Nextdoor, and LinkedIn.
321
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE  Developed, designed, and facilitated mailers and utility bill insert content to keep the community apprised of special events, initiatives, and community meetings. City Communications sends out its own utility bill insert quarterly.  Revamped the City Calendar and Annual Report to include professional high-resolution images taken by City photographers.
 Joined national United Against Hate Campaign and developed a local campaign which included videos for social media featuring elected officials, community members and staff, as well as film screening at the library followed by a community discussion.
 Conducted a robust community outreach effort to educate voters about Measure I, the $400 million general obligation bond, to fund infrastructure needs in the City. Efforts included a community survey, dedicated webpage, social media posts, direct mail and community presentations. Voters approved Measure I by over 69% on the November 2024 ballot.
 Responded to over 200 media inquiries annually.

Economic Development
• Added Director of Economic Development & Sustainability position to oversee the City’s economic development and sustainability efforts.
• Re-convened the Economic Development & Marketing City Council Committee (AdHoc). • Supported large development projects including Related Santa Clara, Kylli Mission Point, 2101 Tasman Drive, and the Nvidia and Intel expansions.
• Hosted a City Council Session on the State of Real Estate and Development in Santa Clara, presented by Urban Land Institute, at the Santa Clara Convention Center. Information on factors affecting the current slowdown in construction, including unfavorable interest and capitalization rates, as well as foundational development finance concepts such as residual land value were shared. Approximately 80 audience members from the public and development community were in attendance.

Real Estate Management
• Executed approximately 25 leases and 15 purchase orders for operations and maintenance for Commerce and Peddlers Plaza.
• Entered into a purchase and sale agreement for the Loyalton and Hyatt Regency Santa Clara property disposition. • Completed move out of Morse Mansion after expiration of the lease. Conducted study to determine maintenance requirements of the property.
• Conducted analysis to determine the feasibility for operating and maintaining Commerce Plaza.

Sustainability
• Actively participated in regional climate collaboration efforts and policy development through partnerships such as the Santa Clara County Climate Collaborative, the Silicon Valley Urban Forest Alliance, Joint Ventures Silicon Valley, Santa Clara Valley Water, the Building Decarbonization Coalition, and other neighboring jurisdictions. • Water Conservation:
o Maintained water rebates with cost-sharing amount established during the recent drought for greywater and landscape rebate programs.
o Continued multi-pronged water conservation community outreach campaign to promote landscape conversion rebates and more, resulting in over 100,000 square feet of lawn conversions to water wise landscapes in FY 2023/24.
o Continued various messaging campaigns and spring/fall community classes focused on water conservation and water rebates.
322
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE o Met the State’s 2024 Water Use Efficiency requirement of 55 gallons per capita per day (GPCD) with Santa Clara’s GPCD of 51.8. Advocating continued conservation through outreach messaging toward the new State standard, effective from January 1, 2025, to December 31, 2029, reducing GPCD to 47. o Launched messaging campaign aimed at Commercial, Industrial and Institutional (CII) and homeowners’ association properties to address AB 1572, banning the use of potable water to irrigate non-functional turf, phasing in over the next several years. The ban for government properties goes into effect January 1, 2027. • Electrification:
o Launched residential building electrification rebates. o Launched commercial solar rebate and non-profit solar grant programs. o Funded on-demand shuttle program expansion into Santa Clara “SV Hopper” in partnership with the Department of Public Works, the City of Cupertino and Via. o Piloted an energy education after school program with Santa Clara Unified School District. • Investing in a Sustainable Future:
o Successfully concluded the 3rd year of the program, with fellows showcasing their impactful final projects at City Council meetings.
o Launched Silicon Valley Power’s (SVP) sustainability scholarship program with Mission College modeled after SVP’s Santa Clara University (SCU) scholarship, scaled, and fit to the community college landscape. o Collaborated with the SCU Career Center on vital workforce development initiatives and partnered with the SCU Engineering Department to initiate curriculum alignment for effective pipeline development. • Provided mentorship opportunities in sustainability to students from high school through university levels, including supporting SVP Sustainable Futures scholarship recipients in research projects that align with City climate action goals, and hiring college interns to work on sustainability projects.

Special Projects
• Led efforts to enter into an agreement with Care Solace to provide coordination for mental health care and social services to city residents and City of Santa Clara employees; efforts to implement the program are underway. These services will enhance existing City programs offered to residents and employees and complement future services that are being developed to further support community members from vulnerable populations, including those experiencing homelessness.

Significant Objectives
City Council Support
 Provide strategic leadership, policy analysis, and communications in support of Council priorities.  Facilitate and support a mix of in-person and virtual meetings including the coordination of policy priority setting initiatives.
 Provide staff and communications support for the State of the City, community events, groundbreaking/ribbon cutting events and speaking engagements.

Community Outreach and Engagement
 Develop, execute, and lead the City’s external and internal communications and outreach strategy using a broad range of communications channels and Citywide communications initiatives.  Continue to manage the City’s Customer Relationship Management System, MySantaClara, to provide a more effective and user-friendly experience to Santa Clara residents, businesses, and visitors.  Act as a City liaison to, and coordinate with, various community groups, non-profit organizations and intergovernmental partners to address the needs of Santa Clara residents. 323
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Leadership and Management
 Maintain excellence in the City’s service delivery by helping to resolve complex administrative matters in support of Council priorities and the day-to-day operations of City Departments.  Complete recruitment processes for key executive positions.  Continue to refine staffing and program strategies to create additional efficiencies and maximize staffing resources while maintaining a high level of service to City Council, stakeholders and community partners.  Complete transition of the Office of Emergency Services from the Fire Department to the City Manager’s Office to centralize authority, further enhance the facilitation of coordination across City departments, and ensure a unified and effective approach to emergency preparedness and response.  Strive to maintain effective working relationships with stakeholders and community partners to advance the best interests of the City.
 Develop and oversee strategies to enhance civic engagement using a range of social media and other platforms to promote inclusion and diversity of thought in the development of public policy initiatives.  Continue efforts to mitigate deficits projected in the City’s Ten-Year General Fund Financial Forecast through development of revenue strategies, implementation of alternative service delivery models and expenditure reductions.
 As required by the California Public Records Act, continue to develop and implement strategies to address the large volume of public records requests in a manner that is both timely and responsive with the goal of enhancing public transparency while balancing City resources.

Legislative Advocacy
 Continue to support departments in identifying and pursuing federal and State grant opportunities for City projects in coordination with the City’s legislative consultant.  Continue to build and maintain intergovernmental relations with elected officials and regional, State, and federal agencies, and advocate for legislation that will benefit the City and advance its goals.

Economic Development
• Develop Economic Development Programs to support small and large businesses and revenue generation. • Conduct an analysis of economic development policies to incentivize near term development. • Continue to lead and support the significant development projects including Related Santa Clara, Nvidia expansion, Intel expansion, as well as other significant development projects within the community.

Real Estate Management
• Continue to develop and implement a comprehensive real estate program to manage City-owned properties, promote economic development and generate revenue for the General Fund. • Evaluate next steps for City owned property in Downtown to align with City’s adopted Downtown Precise Plan.

Sustainability
• Work with the appropriate City departments to implement near term priorities identified in the approved 2022 City Climate Action Plan (CAP). Update to meet local goals and state regulatory targets. • Continue to utilize regional partnerships to implement CAP priorities. • Identify and implement a CAP dashboard system across departments to report progress on adopted targets. 324
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE • Ensure continued alignment of the City’s CAP with other relevant plans including, but not limited to, Fleet Electrification Plan, SVP Electric Vehicle Blueprint, Bicycle Master Plan, and the Santa Clara Urban Water Management Plan (UWMP), and meets the goals of state regulatory requirements in the areas of water, solid waste, transportation, and energy.
• Revise Reach Code to align with changes in recent law and establish aggressive requirements for increased levels of energy efficient building design beyond the California Building Standards Code. • Continue to provide mentorship and career growth opportunities for students at the high school, college and university levels including scholarship recipients.
• Explore the development of a sustainability apprenticeship/green jobs program in partnership with local trades or existing apprenticeship programs with an emphasis on energy related careers. • Launch City employee EV charging pilot program and update City of Santa Clara fleet transition plan. • Launch solar tune up program and finalize community solar feasibility study. • Expand and extend SVP Sustainable Futures Scholarship Program in partnership with Mission College and Santa Clara University.
• Launch residential all electric multi-family building programs and expand residential building electrification rebates.

Special Projects
 Continue to work with various stakeholders to advance the land use planning and development of Santa Clara’s downtown.
 Continue to work with stakeholders to advance economic development efforts to promote Santa Clara tourism and businesses.
 Continue to work with local schools and community organizations to explore partnerships that leverage resources to provide services and programs that enhance the educational, recreational and social outcomes of students and the most vulnerable of Santa Clara residents.

Budget Highlights
 The budget reflects a partial reallocation of the Deputy City Manager from Non-Departmental to support City Council’s priority to enhance the City’s focus on services for Santa Clara’s unsheltered community. This position will also continue to support the Stadium Authority and the City’s legislative program as well as other key efforts.  The budget also reflects a reallocation of the recently approved Director of Economic Development & Sustainability from Non-Departmental.
 The City Manager’s Office proposed budget includes:
o The addition of 1.0 Management Analyst position to directly support the newly added Director of Economic Development & Sustainability and support sustainability efforts, including work on the City's Climate Action Plan.
o The deletion of 1.0 Chief Operating Officer position and addition of 1.0 Assistant City Manager position. 325
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE City Manager’s Office

14.25 FTEs
Leadership and Management Services

0.50 City Manager

0.80 Assistant City Manager

0.30 Assistant to the City Manager

0.70 Development Project Manager

1.00 Director of Economic Development & Sustainability

0.70 Public Information Officer

0.90 Communications Coordinator

1.00 Management Analyst / Com. & Outreach Manager

2.70 Management Analyst

0.70 Executive Assistant to City Manager

0.70 Staff Aide I

1.00 Office Specialist III

11.00 Total Leadership and Management
Services FTE
City Council Support

0.50 City Manager

1.30 Assistant City Manager

0.15 Deputy City Manager

0.10 Communications Coordinator

0.30 Executive Assistant to the City Manager

0.30 Management Analyst

0.30 Public Information Officer

0.30 Staff Aide I

3.25 Total City Council Support FTE
326
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1021 Policy Support for Decision
Making
809,529 887,658 1,392,735 56.9% 1,430,189 2.7%
1022 Intergovernmental Relations
and Advocacy
182,001 239,225 257,001 7.4% 299,017 16.3%
991,530 1,126,883 1,649,736 46.4% 1,729,206 4.8%
1031 Day-to-Day Operations 6,189,652 5,366,705 1,827,660 (65.9%) 1,861,970 1.9% 1032 Strategic Planning 680,417 770,100 1,381,001 79.3% 1,452,860 5.2% 1033 Community Outreach and
Engagement
761,004 1,103,707 1,154,767 4.6% 1,184,596 2.6%
7,631,073 7,240,512 4,363,428 (39.7%) 4,499,426 3.1%
Total by Division / Program 8,622,603 8,367,395 6,013,164 (28.1%) 6,228,632 3.6% Leadership and Management Services Division
Total Leadership and Management
Services Division
Dollars by Division / Program
City Council Support Division
Total City Council Support Division
327
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 8,285,023 8,222,051 5,859,758 (28.7%) 6,070,190 3.6% Convention Center Enterprise Fund 92,298 0 0 N/A 0 N/A
13,884 0 0 N/A 0 N/A
Related Santa Clara Developer Fund 231,398 145,344 153,406 5.5% 158,442 3.3% Total by Fund 8,622,603 8,367,395 6,013,164 (28.1%) 6,228,632 3.6% Dollars by Category
Salary and Benefits
Salary 2,000,249 2,206,733 2,577,734 16.8% 2,734,139 6.1% As-Needed 256,151 217,629 196,780 (9.6%) 200,723 2.0%
Retirement 528,955 899,332 1,072,122 19.2% 1,026,564 (4.2%) Health Allocation 111,751 245,070 301,662 23.1% 324,700 7.6% Medicare 34,462 37,783 46,792 23.8% 48,932 4.6%
Social Security 93,183 106,063 133,234 25.6% 137,274 3.0% Other Benefits 2,389,214 101,236 163,601 61.6% 168,948 3.3% Total Salary and Benefits 5,413,965 3,813,846 4,491,925 17.8% 4,641,280 3.3% Non-Personnel
Materials/Services/Supplies 2,466,999 3,782,110 1,215,683 (67.9%) 1,277,052 5.0% Interfund Services 693,717 771,439 305,556 (60.4%) 310,300 1.6% Capital Outlay 47,922 0 0 N/A 0 N/A
Total Non-Personnel 3,208,638 4,553,549 1,521,239 (66.6%) 1,587,352 4.3% Total by Category 8,622,603 8,367,395 6,013,164 (28.1%) 6,228,632 3.6% Public, Education and Governmental
(PEG) Fee Fund
328
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
1021 Policy Support for Decision Making 2.10 2.10 2.85 0.75 2.85 1022 Intergovernmental Relations and Advocacy 0.30 0.30 0.40 0.10 0.40 Total City Council Support Division 2.40 2.40 3.25 0.85 3.25 Leadership and Management Services Division
1031 Day-to-Day Operations 4.50 5.30 5.00 (0.30) 5.00
1032 Strategic Planning 2.00 2.00 3.70 1.70 3.70
1033 Community Outreach and Engagement 2.40 2.40 2.30 (0.10) 2.30

8.90 9.70 11.00 1.30 11.00
Total by Division / Program 11.30 12.10 14.25 2.15 14.25 FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 10.30 11.10 13.80 2.70 10.30
Related Santa Clara Developer Fund 1.00 1.00 0.45 (0.55) 1.00 Total by Fund 11.30 12.10 14.25 2.15 11.30
Position Classification
Assistant City Manager 1.00 1.10 2.10 1.00 2.10
Assistant to the City Manager 0.30 0.30 0.30 0.00 0.30
Chief Operating Officer 1.00 1.00 0.00 (1.00) 0.00
City Manager 1.00 1.00 1.00 0.00 1.00
Communications Coordinator 1.00 1.00 1.00 0.00 1.00
Deputy City Manager 0.00 0.00 0.15 0.15 0.15
Development Project Manager 1.00 0.70 0.70 0.00 0.70
Director of Economic Development & Sustainability 0.00 0.00 1.00 1.00 1.00 Executive Asst. to the City Manager 1.00 1.00 1.00 0.00 1.00 Management Analyst / Com. & Outreach Manager 1.00 1.00 1.00 0.00 1.00 Management Analyst 1.00 2.00 3.00 1.00 3.00
Office Specialist III 1.00 1.00 1.00 0.00 1.00
Public Information Officer 1.00 1.00 1.00 0.00 1.00
Staff Aide I 1.00 1.00 1.00 0.00 1.00
Total Positions 11.30 12.10 14.25 2.15 14.25
Positions by Division / Program
City Council Support Division
Total Leadership and Management Services Division
329
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 12.10 8,367,395
Commerce and Peddler's Plaza Rebudget (1,500,000)
Organizational Structure Review Rebudget (100,000)
Chamber of Commerce Rebudget (30,000)
Salary and Benefits adjustments 607,005
Reallocation of 1.0 Director of Economic Development & Sustainability from 1.00 Non-Departmental
Reallocation of 0.15 Deputy City Manager from Non-Departmental 0.15 Non-personnel adjustments 83,573
Net decrease of internal service allocations (465,883)
Elimination of Commerce and Peddler's Plaza Maintenance (1,020,000) Total FY 2025/26 Base Budget Adjustments 1.15 (2,425,305) Total FY 2025/26 Base Budget 13.25 5,942,090
Sustainability Management Analyst 1.00 179,777
Addition of 1.0 Assistant City Manager and Deletion of 1.0 Chief Operating Officer 0.00 (108,703) Total Service Level Changes 1.00 71,074
Total FY 2025/26 Proposed Budget 14.25 6,013,164
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
Service Level Changes
330
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Positions Expenditures
(All Funds)
FY 2026/27 Base Budget Adjustments
Ongoing Cost Adjustments
Salary and Benefits adjustments 89,253
Non-personnel adjustments 61,369
Net increase of internal service allocations 4,744
Total FY 2026/27 Base Budget Adjustments 0.00 155,366
Total FY 2026/27 Base Budget 14.25 6,168,530
Sustainability Management Analyst 48,957
Addition of 1.0 Assistant City Manager and Deletion of 1.0 Chief Operating Officer 11,145 Total Service Level Changes 0.00 60,102
Total FY 2026/27 Proposed Budget 14.25 6,228,632
Service Level Changes
331
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Sustainability Management Analyst 1.00 0 179,777 0 228,734 Program: 1021 – Policy Support for Decision Making
As part of the 2024 Priority Setting Session, the City Council identified sustainability as a high priority for the City to address. In order to address that effort, this proposal adds 1.0 Management Analyst position to directly support the City's Director of Economic Development & Sustainability. This position will help with the implementation of and future amendments to the City's Climate Action Plan.

Performance Impact
Adding this position will allow for City staff to address City Council identified priorities in the area of sustainability.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Addition of 1.0 Assistant City Manager
and Deletion of 1.0 Chief Operating
Officer

0.00 0 (108,703) 0 (97,558)
Program:
1021 – Policy Support for Decision Making
1022 – Intergovernmental Relations & Advocacy
1031 – Day to Day Operations
1032 – Strategic Planning
1033 – Community Outreach & Engagement
The City's current executive management structure includes 1.0 Chief Operating Officer position alongside 2.0 Assistant City Manager positions. This proposal adds 1.0 Assistant City Manager position and deletes 1.0 Chief Operating Officer position in order to bring more consistency amongst the executive staff, while still providing the same level of service.

Performance Impact
This position change results in some General Fund savings, without having an impact of service delivery to the City departments supported by these positions.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 332
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Performance and Workload Measures
City Council Support Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of State and federal
legislative bills reviewed/tracked 124 171 100 120 120 120 Number of support/opposition
correspondence produced for
regional, State, and federal
legislation
19 19 15 15 18 18
Number of meetings/reports/
presentations to City
Departments and/or City
Council to share legislative
information
18 15 14 15 15 15
Number of City Council meeting
referrals open1 – Delete for FY
2025/26
19 N/A 30 N/A N/A N/A
Number of City Council meeting
referrals closed – Delete for FY
2025/26
21 8 30 N/A N/A N/A
Number of City Council agenda
reports approved 773 573 750 560 570 575
Number of City Council and
Council Committee meetings 55 52 70 50 55 55
Total Number of City Council
meeting hours including
Regular, Special and Closed
Sessions
N/A 226 240 210 220 225
1 During the 2024 City Council priority setting session, referrals which were not added to the final priority list were closed. Through the annual Council priority setting, the City Council will set priorities which will be tracked. Council referrals will not be tracked as a future workload measure as they are part of the baseline workload.
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Leadership and Management Services Support Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of submitted
MySantaClara requests closed2 –
Modified for FY 2025/26
53% 57% 70% 93% 90% 90%
Percent of forwarded constituent
concerns and inquiries to City
Manager and appropriate City
Department Director within three
business days
N/A 70% 100% 100% 100% 100%
Percentage of employees that
feel satisfied with the City as an
employer3
N/A N/A N/A N/A 70% 70%
Percentage of residents that
believe the City is doing an
excellent or good job4
N/A N/A N/A N/A 70% 70%
Percentage of residents that
believe the City is keeping the
residents informed5
N/A N/A N/A N/A 75% 75%
Citywide Social Media Posts
Percentage increase in X
followers6 – Modified for FY
2025/26
2% 2% 3% (0.6%) 0.5% 0.5%
Percentage increase in
Facebook followers 4.5% 3% 3% 3.2% 2% 2%
Percentage increase in
LinkedIn followers 19% 20% 5% 14% 12% 10%
Percentage increase in
Instagram followers 26% 30% 5% 25% 25% 20%
2 This performance measure was revised to focus on the completion rate of requests submitted to the City. 3 While the FY 2024/25 target was N/A, an employee survey was launched in FY 2024/25. Results are expected to be available early FY 2025/26.

Further staff evaluation will be conducted for future employee engagement surveys. 4 A community survey was conducted in FY 2023/24. 69% of residents indicated that they were satisfied or very satisfied with the overall job the City of Santa Clara is doing. Further staff evaluation will be conducted for future resident surveys. 5 A community survey was conducted in FY 2023/24. 70% of residents indicated they were satisfied or very satisfied with how the City is providing communication and education for the community. Further staff evaluation will be conducted for future resident surveys. 6 Twitter changed its name to X.
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Performance and Workload Measures
Leadership and Management Services Support Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of City properties
managed – Moved from NonDepartmental for FY 2025/2622 22 25 22 20 20 Percentage of community grants
approved within 30 business
days
87% 90% 75% 90% 90% 90%
Number of community grants
awarded to support events,
activities, and competitions
9 12 8 11 15 18
Number of Public Records Act
requests received, including subrequests7N/A 20,017 22,000 22,000 20,000 20,000 Number of economic
development visits with Santa
Clara businesses8
0 0 5 0 5 5
Number of external communication activities – Modified for FY 2025/26 Community surveys – Delete
for FY 2025/26 7 2 8 0 N/A N/A
Media inquiries 146 215 100 125 125 125
News Items on City Website 110 91 75 82 75 75
News releases/media
advisories 7 12 10 10 10 10
Videos, produced or edited –
Modified for FY 2025/26 97 8 15 20 10 10
E-News distribution – New
for FY 2025/26 N/A N/A N/A N/A 75 75
7The total amount reported for FY 2023/24 includes PRAs submitted to the City Clerk’s Office and the Police Department, 15,420 and 4,597 respectively. 8 For FY 2024/25, the number was zero due to a shortage in staff resources. This activity will resume during the next budget cycle. 335
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C I T Y M AN AG E R ’S O F F I CE Performance and Workload Measures
Leadership and Management Services Support Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Citywide Social Media Posts
Number of Facebook posts 1,286 870 1,000 850 800 800
Number of Nextdoor posts 255 264 300 200 200 200
Number of X posts9 –
Modified for FY 2025/26 972 656 800 750 500 500
Number of Instagram posts 876 871 600 850 800 800
Number of LinkedIn posts 83 134 100 100 100 100
Citywide Publications
Inside Santa Clara
Newsletter 2 1 2 2 2 2
Bill Insert 1 4 4 4 4 4
City Hall Monthly News 11 12 11 12 12 12
Annual Calendar 1 1 1 1 1 1
9 Previously known as Twitter.
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Community Development
Department
337
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Community Development Department Description
The Department consists of three divisions and one group: Planning, Housing and Community Services, Building, and an Innovation group. The Director, Assistant Director and a Management Analyst support the activities of the Department as a whole. The Department’s primary purpose is to guide the ongoing physical development of the community, which includes long-range land use planning, review of new development proposals, permitting and inspection of construction to ensure that it conforms to the standards of the City and State, and the provision of affordable housing within the City of Santa Clara. The Department acts as an advisor to the City's decision-makers in these areas and carries out the policies of the City Council. Santa Clara's policies and standards are contained in the General Plan, Zoning Ordinance, California Building Codes and adopted City Council policies. Plans for all new structures are reviewed and construction inspections are made to verify the safety and basic quality of work. Maintenance of the City’s General Plan, proactive land use planning to meet the future needs of the community, and the delivery of high-quality professional services, including the enhancement and streamlining of the development permit process, and forging partnerships to provide housing services to lower income members of the community are primary objectives of the Department.

Divisions and Services
The Community Development Department is organized into three Divisions and one group: Planning, Housing and Community Services, Building, and an Innovation Group. The Innovation Group is designed to support and enhance the overall Department’s current systems and processes through improved technology solutions, with emphasis on the permitting system.

Building Division
Mission
To provide high quality and efficient services for the design, construction, use, occupancy, and maintenance of all buildings and structures in order to safeguard the public health, safety and general welfare in the built environment.

Division Objectives
Provide excellent customer service and efficient plan review and permitting services at the Permit Center via walk in over the counter or through the online permit system.

Provide effective, reliable field inspection services for the community by ensuring Building Code safety regulations are met during construction and code enforcement concerns.

Continue streamlining the building permit process through new technologies and the internet. Continue improving and enhancing the permit information system to expand utilization to its fullest potential.

Continue to improve customer satisfaction by providing more staff and new innovative software to better assist Permit Center visitors.

Apply and implement new building codes and new State legislation.

Continue to coordinate plan checks and inspections statuses of the four development functions: Building, Fire Prevention, Planning and Public Works/Engineering. 339
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Housing and Community
Services Division
Mission
The Housing and Community Services Division is dedicated to expanding and preserving affordable housing opportunities. The Division manages assets, provides construction loans, implements the Affordable Housing Ordinance to build new affordable rental and ownership housing, helps residents connect to housing, and ensures long term compliance. Additionally, the Division administers federal and State grant funds to make capital improvements, to fund public services for lower income residents, to advance Fair Housing and access to opportunity, and to reduce homelessness and its impacts.

Division Objectives
Expand multi-family affordable housing development. Collaborate with developers to encourage the construction and preservation of multi-family housing that is affordable to lower- and moderate-income households.

Implement inclusionary housing and affordable rental programs by ensuring compliance with the City's inclusionary housing policy which requires 15% of all new residential developments to be set aside for a mix of very low, low, and moderateincome households, and increasing access to below-market rentals through strategic financing and partnerships.

Increase affordable homeownership opportunities through education and the marketing of income restricted homes to lower- and moderate-income first-time homebuyers.

Administer federal Community Development Block Grant (CDBG), HOME Investment Partnerships Act Program (HOME), HOME ARP, and State Permanent Local Housing Allocation (PLHA) grant funding programs. Implement affordable housing and public facilities capital improvements and oversee grants to agencies that provide public services for lower income residents.

Administer and monitor the Tenant-Based Rental Assistance (TBRA) program and Neighborhood Conservation and Improvement Program (NCIP).

Coordinate with City Departments, organizations, and service providers to connect unhoused residents with services, shelter, and supportive housing to reduce homelessness and its impacts.
340
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Planning Division
Mission
To enhance the community’s safety, welfare, quality of life, and economic opportunities by providing advanced planning and development review services.

Division Objectives
Review proposed development projects for consistency with City policies, ensure compliance with the California Environmental Quality Act (CEQA), and confirm construction complies with development approvals.

Continue streamlining the development process and facilitate public access to information through new technologies and the internet.

Prepare and implement long range plans; in coordination with consultants, prepare the El Camino Real and Santa Clara Station Area Specific Plans; maintain the updated Zoning Ordinance; and implement actions identified in the City’s certified Housing Element.

Support the City’s historic preservation efforts, provide code enforcement to respond to community concerns, implement the Climate Action Plan, and work with the Valley Transportation Authority (VTA) on planning for transit services.

Provide support for CEQA/National Environmental Policy Act (NEPA) review of City capital, affordable housing, and other public projects. 341
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Significant Accomplishments
• Revisions to the re-Adopted Housing Element addressing California Department of Housing and Community Development (HCD) comments from October 20, 2023, were reviewed by Santa Clara’s Planning Commission on April 17, 2024, and reviewed and adopted by the City Council on May 7, 2024. On May 31, 2024, the State Department of Housing and Community Development (HCD) issued a letter indicating that the City’s adopted 6th Cycle Housing Element was in substantial compliance with State Housing Element Law. • Adopted the Downtown Precise Plan and Form Based Zoning Code that implements the community’s vision and objectives for a vibrant, pedestrian-oriented destination Downtown with a mix of residential, office, and civic uses.

The Form Based Code will provide objective design standards to regulate new development within the historic 25- acre downtown area.
• Planning Division Code Enforcement staff proactively performed code enforcement efforts in the Mission Town neighborhood to improve the quality of life for the residents through effective community outreach and abatement of graffiti, trash, and inoperable vehicles. Staff also worked diligently to address numerous illicit and unpermitted advertising signs that plagued El Camino Real and to educate Mobile Food Vendors along the corridor on the City’s new mobile food vending regulations adopted in the updated Zoning Ordinance. • Invested approximately $1.0 million in the City’s Neighborhood Conservation and Improvement Program (NCIP) and minor repair programs.
• Invested approximately $1.0 million in the City’s Tenant Based Rental Assistance Programs. • Assisted one family in purchasing Below Market Purchase homes, approximately 2,050 residents through public service programs, and 524 homeless or at-risk Santa Clara residents through the Homeless Prevention Program and the County’s Supportive Housing Case Management Program. • Launched a modern and efficient queue and appointment booking application for the Permit Center for virtual appointments, live wait times, and text message reminders. • Effectively eliminated three years' worth of back log with expired permits caused by the pandemic, resulting in current and compliant permitted construction.
• The Building Division transitioned entirely from paper to digital timecards using a shared Teams channel, creating more efficiencies and reduced staffing time spent on timecards. • Implemented SolarAPP+, an automated plan check tool for residential solar photovoltaic permitting projects that supports a streamlined customer experience.
• Began implementation of a Permitting Online Portal refresh and permitting guide to make it easier for the public to apply for their permits.
• Continuously provided Building division-wide staff training to enhance technical knowledge, streamline the permit process, and ensure consistency across the division.
• Coordinated ongoing inter-departmental meetings with key City stakeholders to address challenges on critical projects and streamline the plan review and temporary certificate of occupancy process. • Collaborated with key developers and City stakeholders, to resolve potential issues and deliver excellent customer service.
• Supported State housing goals, created checklists to assist developers and designers for post entitlement Building permit application submittals to shorten permit processing and review times. • Aligned with the State accessory dwelling unit (ADU) mandate, developed pre-approved ADU programs to expedite the plan review and permitting processes and help homeowners obtain ADU project approvals with a quicker turn around.
• Aligned with the City Manager’s Office (CMO) citywide employee event planning effort, established a departmentwide Connected CDD Committee to coordinate events across divisions, fostering a collaborative environment and 342
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT enhancing employee morale.
• Advanced the City's Enterprise Permitting System by leading strategic improvements to the Accela Civic Platform, enhancing the user experience for both staff and the public and laid the foundation for more improvements to come. • Streamlined key permitting workflows and automated internal processes, reducing manual staff effort and improving turnaround times for permit processing, such as the Planning Zoning Clearance and the SolarAPP+ revisions application.
• Expanded the Accela Knowledge Base (AKB) as a centralized staff resource supporting the City’s enterprise permitting system. With over 150 employees using the platform and nearly 9,000 visits in 2024, the AKB has improved consistency, reduced staff response time, and enhanced service delivery for the public—advancing City Council priorities around customer service and digital transformation. • Fiscal Year 2023/24 data showed accomplishments in various Building Division areas including the Permit Center, Plan Review, Inspections and Administrative team:
• Number of applications: 7,284 records
• Number of issued permits: 6,545 records
• Number of inspections performed: 52,669 inspections
• Number of finalized permits: 6,195 records
• Number of housing units under review or construction: 5,214 units (31 Single Family + 98 Accessory Dwelling Units (ADU) + 5,085 Multifamily)
• Total square footage of nonresidential development under review or construction: 2,905,042 sq ft • Number of Public Records Act requests and subpoenas processed: 623 • Received and responded to 51,044 emails and 30,548 customer phone calls from the public concerning inspections scheduling, permit status updates, and various other customer service items.

Significant Objectives
• Continue to engage with the Santa Clara community to inform and involve community members in both long-range and current land use planning activities.
• Enhance economic development by meeting service demands; providing more timely development review and permit processing timeframes and inspections; keeping critical services in-house; providing consistency and continuity; and staying current with technology.
• Complete significant advanced planning efforts, including implementing the Short-Term Rental program, implementing actions identified in the 6th Cycle Housing Element, El Camino Real Specific Plan revisions, and Santa Clara Station Area Specific Plan.
• Focus on expanding the affordable housing pipeline by negotiating affordable housing agreements, Disposition and Development Agreements, as well as conducting loan due diligence and underwriting for the multi-family development pipeline.
• Continue to administer the Below Market Rental Program (BMR) and Below Market Purchase Program (BMP). • Develop and implement policies and programs to reduce displacement and homelessness. • Continue to work towards full cost recovery model and right-size staffing to meet growing work volume. • Work to reduce plan review timeframes for various project types, aiming to align with regional jurisdictions, streamline the plan review process and enhance customer service.
• Develop expedited review services based on the staff capacity for certain types of projects to assist small business owners and homeowners to obtain their permits quicker.
343
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT • Establish the Building Division’s Policy and Procedure Manual to enhance efficiency and promote consistency across the entire division.
• Develop and expand organizational structure by creating more attainable entry level positions in plan review and inspection programs which will also result in more balanced distribution of workload. • Continue to automate key tasks and processes in the Enterprise Permitting System to drive staff efficiencies. • Enhance the Permitting Online Portal to address customer feedback to make it more user-friendly, accessible, and modern; make it easier to find key information and perform actions, such as permit status, uploading and downloading of documents, scheduling inspections, and paying fees.
• Expand knowledge management and training resources in the Accela Knowledge Base for staff, including updates to internal documentation and support tools to ensure consistent system use and best practices. • Integrate permit system data with other City platforms, such as GIS and SolarAPP+, to provide a more holistic view of land use and development activity and provide more self-help records requests options. • Leverage system analytics and reporting tools to support data-informed decision making and continuous process improvement within Community Development and across departments. • Collaborate on Citywide digital transformation efforts, using the Permitting Online Portal as a model for service delivery modernization and customer-centered design.
• Complete a comprehensive web content audit to improve accessibility, clarity, and user-experience across Community Development webpages, aligning with Web Content Accessibility Guidelines (WCAG) standards and best practices for a Permit Center website while supporting the launch of the redesigned Permitting Online Portal.

Budget Highlights
• The Proposed Budget includes the following budget actions to address higher workload anticipated in the Housing and Community Services Division, including for the support of the homelessness program and Housing Element implementation:
• 1.0 Management Analyst
• 1.0 Staff Analyst II
• The following positions are also included to support the Building Division to help address current pace of development activity in the City, and to address issues identified as part of the internal audit of the Building Permitting Process:
• 0.5 Office Specialist III, reallocated from the Planning Division • 1.0 Senior Inspector
• 1.0 Plans Examiner
• 1.0 Business Analyst (0.7 funded by the Technology Fee) 344
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT *The positions above represent all funded positions, including the 5.0 positions recommended to be added as part of this budget.

Community Development
Department

84.00 FTE*
Building

1.00 Assistant Building Official

0.23 Assistant Director of Community
Development

1.25 Associate Planner

1.00 Building Official

1.00 Business Analyst

1.00 Code Enforcement Technician

8.00 Combination Inspector

2.00 Customer Service Representative

0.23 Director of Community Development

1.00 Inspection Manager

1.00 Management Analyst

1.00 Office Assistant

4.00 Office Specialist II

2.50 Office Specialist III

1.00 Office Specialist IV

1.00 Permit Center Supervisor

7.00 Permit Technician

1.00 Plan Review Manager

5.00 Plans Examiner

7.00 Senior Inspector

2.00 Senior Permit Technician

5.00 Senior Plans Examiner

1.00 Staff Analyst I

55.21 Total Building FTE
Planning

3.75 Associate Planner

0.77 Assistant Director of Community
Development

1.00 Code Enforcement Officer

2.00 Code Enforcement Technician

1.00 Development Review Officer

0.77 Director of Community
Development

1.00 Office Specialist II

0.50 Office Specialist III

1.00 Planning Manager

2.00 Principal Planner

2.00 Senior Planner

1.00 Staff Aide II

1.00 Staff Analyst I

17.79 Total Planning FTE
Housing and Community
Services

1.00 Building/Housing Inspector

1.00 Housing Development Officer

1.00 Housing Division Manager

3.00 Management Analyst

1.00 Office Specialist III

1.00 Staff Aide I

1.00 Staff Analyst I

2.00 Staff Analyst II

11.00 Total Housing and
Community Services FTE
345
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
5522 Development Review 2,023,801 2,058,799 1,960,015 (4.8%) 2,032,564 3.7% 5523 Advanced Planning 1,414,358 1,328,870 1,432,768 7.8% 1,493,298 4.2% 5524 Historical Preservation 461,567 577,545 624,555 8.1% 653,353 4.6% 5525 Code Enforcement 903,999 980,551 977,769 (0.3%) 1,006,419 2.9% 4,803,725 4,945,765 4,995,107 1.0% 5,185,634 3.8%
5532 Plan Review and Permit Services 12,433,737 10,458,616 12,577,512 20.3% 12,977,820 3.2% 5533 Field Inspection 4,157,837 4,785,362 4,946,080 3.4% 5,217,399 5.5% 5534 Housing Inspection 83,535 86,203 35,697 (58.6%) 36,858 3.3% 16,675,109 15,330,181 17,559,289 14.5% 18,232,077 3.8%
5542 Federal State Grant 401,568 1,537,729 518,599 (66.3%) 535,567 3.3% 5543 Neighborhood Conservation and
Improvement Program
106,942 86,399 253,096 192.9% 270,702 7.0%
5544 Community Development 852,708 954,377 930 (99.9%) 949 2.0% 5545 Affordable Housing 539,165 583,111 1,043,498 79.0% 1,169,283 12.1% 5546 Housing Authority 3,630,325 468,931 459,878 (1.9%) 471,936 2.6% 5547 City Affordable Housing 3,371,483 1,593,647 1,860,626 16.8% 1,891,765 1.7% 5548 Community Development
Housing Successor
629,577 902,579 1,127,973 25.0% 1,152,142 2.1%
9,531,768 6,126,773 5,264,600 (14.1%) 5,492,344 4.3%
31,010,602 26,402,719 27,818,996 5.4% 28,910,055 3.9%
Total Building Division
Housing and Community Services Division
Total Housing and Community
Services Division
Total by Division / Program
Dollars by Division / Program
Planning Division
Total Planning Division
Building Division
346
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 6,243,283 5,575,313 6,039,535 8.3% 6,355,866 5.2% 15,405,439 15,285,186 17,514,294 14.6% 18,187,082 3.8%
32,451 44,995 44,995 0.0% 44,995 0.0%
City Affordable Housing Fund 3,371,483 1,593,647 1,860,626 16.8% 1,891,765 1.7% 423,960 0 0 N/A 0 N/A
1,271,985 2,532,068 771,695 (69.5%) 806,269 4.5%
Housing Authority Fund 3,630,325 468,931 459,878 (1.9%) 471,936 2.6% Housing Successor Agency Fund 629,577 902,579 1,127,973 25.0% 1,152,142 2.1% Prefunded Plan Review Fund 2,099 0 0 N/A 0 N/A
Total by Fund 31,010,602 26,402,719 27,818,996 5.4% 28,910,055 3.9% Dollars by Category
Salary and Benefits
Salary 9,145,472 10,676,143 12,215,946 14.4% 13,053,352 6.9% As-Needed 645,954 417,514 710,556 70.2% 727,555 2.4%
Overtime 220,698 74,588 77,198 3.5% 79,901 3.5%
Retirement 3,560,769 3,947,221 4,206,674 6.6% 4,074,581 (3.1%) Health Allocation 949,620 1,358,326 1,617,663 19.1% 1,735,400 7.3% Medicare 149,209 168,372 187,144 11.1% 196,775 5.1%
Social Security 550,542 674,017 738,628 9.6% 762,287 3.2% Other Benefits 406,706 475,945 602,187 26.5% 711,624 18.2% Total Salary and Benefits 15,628,970 17,792,126 20,355,996 14.4% 21,341,475 4.8% Non-Personnel
Materials/Services/Supplies 6,241,399 3,907,207 4,088,241 4.6% 4,124,324 0.9% Interfund Services 6,794,519 2,274,492 3,173,019 39.5% 3,235,248 2.0% Other Expenditures 929,604 2,186,091 0 (100.0%) 0 N/A
Transfers to Other Funds 1,416,110 242,803 201,740 (16.9%) 209,008 3.6% Total Non-Personnel 15,381,632 8,610,593 7,463,000 (13.3%) 7,568,580 1.4% Total by Category 31,010,602 26,402,719 27,818,996 5.4% 28,910,055 3.9% Engineering Operating Grant Trust Fund
Housing and Urban Development Fund
Building Development Services Fund
Building Special Programs and Training
Fund
347
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Division / Program
Planning Division
5522 Development Review 6.50 6.50 6.10 (0.40) 6.10
5523 Advanced Planning 5.17 5.17 5.17 0.00 5.17
5524 Historical Preservation 2.36 2.36 2.36 0.00 2.36
5525 Code Enforcement 4.26 4.26 4.16 (0.10) 4.16
Total Planning Division 18.29 18.29 17.79 (0.50) 17.79
Building Division
5532 Plan Review and Permit Services 30.21 34.21 35.71 1.50 35.71 5533 Field Inspection 17.40 17.40 19.40 2.00 19.40
5534 Housing Inspection 0.10 0.10 0.10 0.00 0.10
Total Building Division 47.71 51.71 55.21 3.50 55.21
Housing and Community Services Division
5542 Federal State Grant 2.00 2.00 1.60 (0.40) 1.60
5543 Neighborhood Conservation and Improvement
Program

0.95 0.95 1.15 0.20 1.15
5544 Community Development 0.10 0.10 0.00 (0.10) 0.00
5545 Affordable Housing 2.10 2.10 4.20 2.10 4.20
5546 Housing Authority 0.65 0.65 0.45 (0.20) 0.45
5547 City Affordable Housing 1.95 1.95 2.00 0.05 2.00
5548 Community Development Housing Successor 1.25 1.25 1.60 0.35 1.60 Total Housing and Community Services Division 9.00 9.00 11.00 2.00 11.00 Total by Division / Program 75.00 79.00 84.00 5.00 84.00 *The positions above represent all funded positions, including the 5.0 positions recommended to be added as part of this budget.
348
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Fund
General Fund 23.44 23.44 21.99 (1.45) 21.99
Building Development Services Fund 47.71 51.71 55.21 3.50 55.21 City Affordable Housing Fund 1.95 1.95 2.00 0.05 2.00
Housing and Urban Development Fund 0.00 0.00 2.75 2.75 2.75 Housing Authority Fund 0.65 0.65 0.45 (0.20) 0.45
Housing Successor Agency Fund 1.25 1.25 1.60 0.35 1.60
Total by Fund 75.00 79.00 84.00 5.00 84.00
Position Classification
Assistant Building Official 1.00 1.00 1.00 0.00 1.00
Assistant Director of Community Development 1.00 1.00 1.00 0.00 1.00 Associate Planner 5.00 5.00 5.00 0.00 5.00
Building/Housing Inspector 0.00 0.00 1.00 1.00 1.00
Building Official 1.00 1.00 1.00 0.00 1.00
Business Analyst 0.00 0.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 0.00 1.00
Code Enforcement Technician 3.00 3.00 3.00 0.00 3.00
Combination Inspector 8.00 8.00 8.00 0.00 8.00
Customer Service Representative 2.00 2.00 2.00 0.00 2.00 Development Review Officer 1.00 1.00 1.00 0.00 1.00
Director of Community Development 1.00 1.00 1.00 0.00 1.00 Housing Development Officer 1.00 1.00 1.00 0.00 1.00
Housing Division Manager 1.00 1.00 1.00 0.00 1.00
Housing Inspector 1.00 1.00 0.00 (1.00) 0.00
Inspection Manager 1.00 1.00 1.00 0.00 1.00
Management Analyst 3.00 3.00 4.00 1.00 4.00
Office Assistant 1.00 1.00 1.00 0.00 1.00
Office Specialist II 5.00 6.00 5.00 (1.00) 5.00
Office Specialist III 2.00 3.00 4.00 1.00 4.00
Office Specialist IV 0.00 1.00 1.00 0.00 1.00
Permit Center Supervisor 1.00 1.00 1.00 0.00 1.00
Permit Technician 6.00 7.00 7.00 0.00 7.00
Plan Review Manager 1.00 1.00 1.00 0.00 1.00
Planning Manager 1.00 1.00 1.00 0.00 1.00
Plans Examiner 4.00 4.00 5.00 1.00 5.00
Principal Planner 2.00 2.00 2.00 0.00 2.00
Senior Inspector 6.00 6.00 7.00 1.00 7.00
Senior Permit Technician 2.00 2.00 2.00 0.00 2.00
Senior Planner 2.00 2.00 2.00 0.00 2.00
Senior Plans Examiner 5.00 5.00 5.00 0.00 5.00
Staff Aide I 1.00 1.00 1.00 0.00 1.00
Staff Aide II 1.00 1.00 1.00 0.00 1.00
Staff Analyst I 3.00 3.00 3.00 0.00 3.00
Staff Analyst II 1.00 1.00 2.00 1.00 2.00
Total Positions 75.00 79.00 84.00 5.00 84.00
*The positions above represent all funded positions, including the 5.0 positions recommended to be added as part of this budget.
349
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 79.00 26,402,719
Adjustment to the transfer from Building Development Services Fund to General Fund for Code Enforcement
7,311
Adjustment to the transfer from Building Development Services Fund to General Government Capital Fund
(41,374)
CDBG and HOME grant allocation (2,149,525)
Ongoing Cost Adjustments
Salary and benefits adjustments 1,326,975
Adjustment to cost allocation plan 729,991
Adjustment to the Building Division as-needed budget to align with actuals 282,000 Net increase of various internal service allocations 161,536 Increase in annual subscription costs 68,300
Non-personnel adjustments 49,364
Increase in conference, training and travel costs 34,300 Total FY 2025/26 Base Budget Adjustments 0.00 468,878
Total FY 2025/26 Base Budget 79.00 26,871,597
Building Division Permit Center Resources 1.00 198,677
Building Division Inspection Services 1.00 187,614
Homelessness Program Support 1.00 179,777
Building Division Innovation Group Resources 1.00 174,659 Housing Element Implementation 1.00 163,983
Building Division Onboarding and Training 29,070
Planning Division Resource Reallocation to Building Division 0.00 13,619 Total Service Level Changes 5.00 947,399
Total FY 2025/26 Proposed Budget 84.00 27,818,996
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Service Level Changes
350
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Adjustment to the transfer from Building Development Services Fund to General Fund for Code Enforcement
7,268
Building Division Onboarding and Training (15,300)
Ongoing Cost Adjustments
Salary and benefits adjustments 745,847
Net increase of various internal service allocations 62,229 Non-personnel adjustments 51,383
Total FY 2026/27 Base Budget Adjustments 0.00 851,427
Total FY 2026/27 Base Budget 84.00 28,670,423
Building Division Permit Center Resources 47,174
Building Division Inspection Services 48,760
Homelessness Program Support 48,958
Building Division Innovation Group Resources 43,805
Housing Element Implementation 49,991
Planning Division Resource Reallocation to Building Division 944 Total Service Level Changes 0.00 239,632
Total FY 2026/27 Proposed Budget 84.00 28,910,055
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
Service Level Changes
351
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Building Division Permit Center
Resources

1.00 0 198,677 0 245,851
Program: 5532 – Plan Review and Permit Services
This proposal adds 1.0 Plans Examiner position to the Building Division. The City continues to see robust development across various sectors including multi-family housing, high tech manufacturing, high-rise and commercial construction.

Substantial key projects are expected in the near future, requiring additional staffing resources to meet projected timesensitive demands. Existing experienced staff will take the lead on these highly complex and sensitive projects providing higher quality plan reviews and allowing for greater control of the plan review timeline. This Plans Examiner position will focus on the more typical projects, such as retail and restaurant establishments, tenant improvements, residential remodels and accessory dwelling units (ADU) although generally smaller in size they are a significant portion of our workload and deserve the same reliable, high-quality and timely plan review. This new position would also contribute to improving the overall timeliness of permit review and issuance for all development customers.

Performance Impact
This position will provide the additional capacity needed for the Permit Center to improve processing and response time goals.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Building Division Inspection Services 1.00 0 187,614 0 236,374 Program: 5533 – Field Inspection
This proposal adds 1.0 Senior Inspector position to the Building Division. The position will focus on mechanical, electrical, and plumbing (MEP) plan review as the Building Division has currently assigned two and a half of the Division's six Senior Building Inspector positions to providing full time MEP plan review. This accounts for approximately 60% of the Division's MEP plan review needs with the balance performed by consultant staff. Adding this position will increase the Building Division staff’s bandwidth with full time, permanent capacity to meet the demands of the incoming development activity and reinforce the enhancement of safety in the building environment.

Performance Impact
This position will provide additional capacity in on the Inspection Team to help manage the increasing activity levels for MEP type plan reviews.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 352
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Homelessness Program Support 1.00 0 179,777 0 228,735
Program: 5545 – Affordable Housing
This proposal adds 1.0 Management Analyst position to the Housing Division to help manage the implementation of the Homelessness Response Plan. This position would set up a pilot Safe Parking Program and assist the City Manager's Office with setting up and managing an Overnight Warming Location or a hotel respite program. This position would also be responsible for seeking out grant funding, procuring and managing vendors, and coordinating closely with internal and external stakeholders. The Management Analyst would also manage and coordinate with the City’s outreach team, assist with stakeholder outreach, assist with planning annual resource fairs, gather data and prepare annual reports, and presentations for City Council.

Performance Impact
This addition will enable the Community Development Department to address the City Council priority of homelessness support and provide critical staffing capacity to get these projects online.

Strategic Pillar: Promote and Enhance Economic, Housing and Transportation Development FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Building Division Innovation Group
Resources

1.00 0 174,659 0 218,464
Program: 5532 – Plan Review and Permit Services
This proposal adds 1.0 Business Analyst position (0.70 FTE funded by the Technology Fee, with the remaining 0.30 FTE funded in the Building Development Services Fund). The Accela Civic Platform is critical to the City’s permitting process, and its rapid expansion has increased both system complexity and the demand for improvements. The Business Analyst will help implement best practices identified in an internal audit, including optimizing technology to improve customer experiences, expanding automated workflows to enhance efficiency, and incorporating user feedback into system enhancements. With 70 active enhancements and an average lead time of 303 days, existing staffing levels create bottlenecks.

Performance Impact
This role is expected to cut turnaround time for new Accela features, accelerating improvements that reduce delays, enhance online self-service, and automate manual steps, making the permitting process more efficient, and user-friendly in direct support of the City Council’s priority to streamline and improve permitting for residents and businesses. By reducing delays, automating processes, and ensuring the system evolves to meet the City’s needs, this position will deliver measurable service improvements for applicants navigating the permitting process.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 353
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Housing Element Implementation 1.00 0 163,983 0 213,974 Program: 5545 – Affordable Housing
This proposal adds 1.0 Staff Analyst II position to the Housing Division to provide support for the implementation of the Housing Element. State law changes have added more requirements to the Housing Element, resulting in a heavier workload in order for the City to remain in compliance and ensure continued certification of the Housing Element. This position would conduct research, plan and conduct stakeholder outreach, coordinate and manage consultants, staff Santa Clara Community Planning Collaborative meetings, and gather and organize data. The position is also anticipated to work with the City's Geographic Information System team to set up new layers, coordinate ordinance updates, draft staff reports, and prepare presentations for City Council.

Performance Impact
This position will play a role in maintaining the certification of the City's Housing Element and providing support to Housing staff to implement the key projects to remain in compliance with State laws.

Strategic Pillar: Promote and Enhance Economic, Housing and Transportation Development FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Building Division Onboarding and
Training

0.00 15,300 13,770 0 13,770
Program: 5532 – Plan Review and Permit Services
5533 – Field Inspection
This proposal adds funding (both one-time and ongoing) for hardware, training, conference, and licensing costs associated with the position additions recommended as part of this operating budget.

Performance Impact
This increase will provide adequate equipment, training and work materials for the recommended new positions.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 354
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Planning Division Resource
Reallocation to Building Division

0.00 0 13,619 0 14,563
Program: 5532 – Plan Review and Permit Services
This proposal adds 1.0 Office Specialist III and deletes 1.0 Office Specialist II in order to appropriately reflect the intended increase of work responsibilities performed, including additional research, data collection and statistical analysis. This position will assist the Planning division manager and other management staff with complex administrative functions, such as ensuring compliance with both federal and State reporting requirements. This proposal also shifts 0.50 FTE to the Building Division to offer more administrative support.

Performance Impact
This position change will allow for a higher level of work to be performed in this administrative capacity and provide support to both the Planning and Building Divisions.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 355
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Performance and Workload Measures
Planning Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Complete Project Clearance
Committee (PCC) Review within
30 days of application submittal
and fees fully paid – Delete for
FY 2025/26
73% N/A 90% N/A N/A N/A
Workload Measures
Number of items forwarded to the
Planning Commission 46 30 50 30 30 30
Number of items forwarded to a
Development Review Hearing 71 44 40 45 45 45
Number of advanced-planning
items sent to City Council 8 6 15 10 10 10
Number of non-advanced
planning items sent to City
Council
N/A 20 30 16 15 15
Number of items forwarded to the
Historical and Landmarks
Commission
16 9 15 20 18 18
Number of Planning Permit
inquiries – Delete for FY 2025/26 4,177 N/A 9,000 N/A N/A N/A Number of Code Enforcement
cases opened 1,039 783 1,225 730 730 730
Number of Code Enforcement
cases closed 1,007 781 1,164 730 730 730
Number of Email Inquiries – New
for FY 2025/26 N/A N/A N/A N/A 1,532 1,500
Number of Permit Center
Appointments – New for FY
2025/26
N/A N/A N/A N/A 245 265
Number of Permit Center WalkIns – New for FY 2025/26 N/A N/A N/A N/A 91 111 356
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Performance and Workload Measures
Building Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of short cycle plan
checks performed within ten
business days
93% 93% 90% 90% 90% 90%
Percent of regular cycle plan
checks performed within target
dates at 4, 6, 8, and 10 weeks1
85% 92% 85% 90% 90% 90%
Percent of code complaints
responded to within two working
days
91% 93% 80% 90% 90% 90%
Workload Measures
Number of inspections performed
the next working day – Delete for
FY 2025/26
N/A N/A 30,000 N/A N/A N/A
1Regular cycle plan review times and target dates vary between four – ten weeks depending on project scope and valuation 357
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Housing and Community Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of audited Affordable
Rental projects in compliance –
New for FY 2025/26
N/A N/A N/A 85% 85% 85%
Ratio of households who have
filled out the homelessness
assessment for the first time,
compared to households exiting
homelessness – New for FY
2025/26
N/A N/A N/A 1.5 1.3 1.1
Workload Measures
Number of new Neighborhood
Conservation and Improvement
Program (NCIP) loan
applications processed –
Modified for FY 2025/26
2 2 8 8 10 10
Number of new Below Market
Purchase (BMP) affordable
homes sold – Modified for FY
2025/26
4 1 7 9 3 3
Total Housing & Urban
Development (HUD) funds
invested in public services and
capital improvement projects in
Community Revitalization (Not
including Multi-Family
Development Loans) – Modified
for FY 2025/26
$3.8 M $3.8M $3.8M $3.8M $2.5M $2.0M
Number of clients receiving Fair
Housing services including
education, counseling, and
enforcement of regulations
32 31 40 30 30 30
Number of affordable housing
units in development pipeline –
Delete for FY 2025/26
1,471 N/A 1,000 N/A N/A N/A
Funds invested in homelessness
prevention and response (e.g.,
service connection, shelter, safe
parking, transitional/interim
housing, etc.)
– New for FY 2025/26
N/A N/A N/A $1.0M $1.1M $1.1M
Total number of homeless (or
formally homeless) individuals
being housed – Delete for FY
2025/26
148 N/A 150 N/A N/A N/A
358
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | C O M MUN I T Y DE V E L O P ME NT D E P ART ME NT Performance and Workload Measures
Housing and Community Services Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of rental units added to City’s Affordable Housing inventory – Modified for FY 2025/26 Extremely Low-Income
Households (0-30% of AMI) 18 20 50 59 30 30
Very Low Average Median
Income Households (30%-
50% AMI)
59 20 50 135 80 80
Low Income Households
(50%-80% of AMI) 84 158 100 20 100 100
Moderate Household Income
(80% to 120% of AMI) 48 0 110 125 120 120
Number of Affordable Rental
projects monitored for
compliance – New for FY
2025/26
N/A N/A N/A 59 59 59
Number of Multi-Family project
feasibility analyses and related
transactions, including
underwriting, loan restructurings,
conversions, originations,
recapitalizations, closings,
refinancing, and payoffs – New
for FY 2025/26
N/A N/A N/A 12 12 12
Total number of homelessness
assessments completed for City
of Santa Clara affiliated residents
– New for FY 2025/26
N/A N/A N/A 502 530 560
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Electric Utility
Department
361
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362
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Electric Utility Department – Silicon Valley Power (SVP) Description Since 1896, Silicon Valley Power (SVP) has provided electricity for residents and businesses in Santa Clara. The Electric Department has a budgeted staff of 235 employees who provide diverse services such as operating, maintaining and dispatching electric service including power plants, substations, transmission and distribution lines; engineering; system planning; administrative and financial management; marketing; customer services; power trading; outdoor Wi-Fi services; and dark fiber leasing services. All of these critical services work together to make SVP successful for the City and its businesses and residents.

Divisions and Services
Functionally, SVP is organized into four Divisions: Administrative & Business Services; Engineering and Project Management; Resource Planning and Engagement; and Utility Operations. For budget tracking purposes, SVP has one additional division, Revenue and Resources. Beginning in FY 2025/26, the Customer Development and Project Management Division was renamed to the Engineering and Project Management Division.

Administrative &
Business Services
Division Mission
Plan, develop, coordinate and support the administrative activities of the Department and fiduciary responsibility for the benefit and safety of the community and the employees.

Division Objectives
Develop plans using the Strategic Plan to achieve goals and objectives of the City of Santa Clara.

Develop staff training plans to meet the growth opportunities within the City.

Manage budget, contracts, payments, debt and maintain fiduciary controls to maintain financial health.

Engineering and
Project Management
Division Mission
Be an agile and trusted partner in connecting our customers. Focus on execution to complete new capital investments for increased infrastructure, substations and system capacity expansion.

Division Objectives
Enhance SVP’s collaboration and connection with our customers and stakeholders leveraging transmission and distribution planning to facilitate electrification and decarbonization goals.

Enhance data driven decision making to innovate, design and develop plans to optimize and expand the utility’s physical assets. Maintain and update engineering design standards with GIS based maps and readily available digitized as-builts.

Focus on our core work and electric utility capital improvement projects with program management to streamline processes, remove barriers and lower our costs. 363
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Resource Planning
and Engagement
Division Mission
Retain and attract customers to the Santa Clara electric system by supporting environmental improvement programs, customer services, and implementing a sound marketing and communication strategy to accomplish the goals of the City. Manage the adequacy and cost of fuel and electric resources in a competitive market.

Division Objectives
Ensure adequate generation resources for reliable, economically competitive services to all SVP customers and meet all State and federal reliability and environmental compliance requirements.

Optimize value of assets through power trading and scheduling and procure costcompetitive fuel resources for power production.

Actively seek understanding of customers’ valuation of energy service needs and amend the marketing plan as necessary to meet the needs of a dynamic marketplace, including technologies responsive to customer needs.

Work with other public power agency partners to explore new generation and transmission resources to service growing sales and reduce SVP’s risks and average costs.

Revenue and
Resources Division
Mission
Centralized location for accounting and monitoring of revenue and expenses for resource and production of procured energy.

Division Objectives
Manage and monitor resource expenses including Joint Power Authorities (JPA) and Power Purchase Agreements (PPA).

Record and receive revenue.

Utility Operations
Division Mission
Provide safe and reliable electrical energy to the City of Santa Clara by maintaining and enhancing infrastructure to meet energy demands for our customers.

Division Objectives
Maintain continuous efforts to improve system reliability by targeting system improvements, through scheduled maintenance of equipment according to its useful life cycle, and ongoing inspections.

Strengthen the system through improved design, research of new technologies and systems, and implementation of new system and equipment.

Maintain safety as the highest priority and a culture of compliance with all regulatory requirements.
364
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Significant Accomplishments
• Successfully issued $130 million bond (2024A Bonds) to fund the design and equipment costs of SVP's system expansion projects following extensive financial and legal due diligence as well as collaboration with City Council, the Finance Department, bond counsel, underwriters, credit rating agencies, and other advisors. • Performed review of resource transactions from previous fiscal years and added detail to link resource transactions to specific assets or generators and completed financial condition assessment including evaluation of reserves. • Facilitated over 300 agreements, amendments, and related items including service agreements, leasing agreements, interconnection agreements, resource agreements, and requests for proposals during calendar year 2024. • Developed processes to track contract balances and improve management of over fifty master service agreements with over $250 million in Council authorization.
• Launched a residential building electrification rebate program, residential EV charging rebate program, and a commercial solar rebate program, processing 114 rebates totaling $82,580 in FY 2023/24. Processed Multifamily and Commercial rebates for EV charging installations and provided technical assistance/custom planning site evaluations. • Launched a Trade School Scholarship for income-qualified customers to support careers in the energy industry and increasing awareness of energy efficiency and renewable energy programs. • Awarded three grants to high school students under the Student Grant Program for projects and outreach efforts focused on energy efficiency and renewable energy.
• Hosted annual Key Customer engagement meeting "State of the Utility" with SVP top 50 Key Account customers and launched bi-monthly growth expansion update meetings with large customers. • Led a customer engagement campaign that incorporated public responses and helped shape the final submittal of the Integrated Resource Plan, a long-term plan outlining the City’s energy use and actions for meeting the renewable and greenhouse-gas targets mandated by the State of California. • Enrolled three (3) customers in 2023 for the 2024 program year and one (1) customer in 2024 for the 2025 program year in Option A of the Large Customer Renewable Energy (LCRE) Program that procures renewables on behalf of enrolled customers.
• Completed 32.27 miles of new dark fiber connections to five electric sites, seven water & sewer sites, six stormwater sites, and four smart park sites supporting the needs of key City services. • Completed 33.79 miles of new dark fiber connections to six external customers to retain and attract technology companies to the City of Santa Clara.
• Extended the Outdoor Distributed Antenna System Agreement in order to continue to provide support for major telecommunication carriers operating in the City of Santa Clara. • Hosted an in-person ribbon cutting community event celebrating SVP's 100th EV charger installation and sponsored the Silicon Valley Auto Show Ride & Drive at the Convention Center. Supported EV adoption community education through engagement, social media campaigns, digital marketing videos and direct mail. • Funded $1.2 million for income-qualified used EVs and eBikes and state-wide "California Clean Fuels Rewards Program" for the expansion of an on-demand shuttle program "SV Hopper" into Santa Clara in partnership with the City of Cupertino and administered through VIA (Shuttle Operator). • Continued the California Electric Vehicle Incentive Program (CALeVIP Program): EV charger rebates for commercial & multifamily properties and technical assistance resulting in four (4) applications with 24 connectors installed and $124,000 rebate funds issued, of which $80,000 was allocated to disadvantaged community (DAC) identified areas in Santa Clara; three (3) projects have received a milestone payment and are still under construction with $653,289 funds issued; and eight (8) projects with funds reserved. Enrolled thirty (30) new customers in the EV Charging Technical Assistance Program for multifamily and businesses customers and hosted one (1) educational webinar focused on EV charging for multifamily properties and EV charging for businesses. 365
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT • Expanded City-owned Electric Vehicle Supply Equipment (EVSE) infrastructure, including the installation of 22 Level 2 Electric Vehicle (EV) chargers totaling 42 connectors for public and City fleet use. Replaced 10 old combustion vehicles with all-electric vehicles for Police, Fire, Public Works, and other City departments as part of fleet electrification program.
• Negotiated and executed Casteneda Solar Power Purchase Agreement (PPA) and Grace Solar PPA. The Cimarron Wind Project PPA was re-negotiated and executed. These PPAs will assist SVP to meet expected load growth and meet resource adequacy requirements.
• Executed three-party small generator interconnection agreement (SGIA) between SVP, California Independent System Operator (CAISO), and PG&E for Grizzly Hydroelectric Project. • Executed new gas transportation rate with PG&E for the Gianera Generating Station, Donald Von Raesfeld Power Plant (DVR), and Lodi Energy Center (LEC), significantly reducing the costs projected for operating these facilities through December 2026, saving approximately $34 million. In addition to benefiting SVP ratepayers, the negotiated rate structure also facilitates more efficient dispatch of several natural gas-powered plants, leading to a reduction in overall greenhouse gas emissions.
• Successfully decommissioned SVP's 7MW Cogeneration plant. • Executed 10-year long-term rental agreement contract for Grape battery energy storage system (BESS) for up to 225 MW pending final assignment of deliverability by the CAISO. • Developed centralized procedures for routine tasks related to all resource settlements and created summary workbooks for all settlement checkouts.
• Optimized the use of settlement software by addressing bugs in settlement reports and calculations and implemented a new SQL database to enable more efficient access to settlement data. • Created a monthly variance report comparing actual and forecasted market power purchases, resource revenue, and fuel costs for in-town generation against the budget for the current fiscal year. • Boosted employee safety engagement by achieving record participation of approximately 50 employees at the introduction to SVP Compliance Presentation, launching a new SharePoint site for Safety and Environmental Compliance, and revitalizing the SVP Safety Committee and its charter. • Developed guidance and trained staff on Injury & Illness Reporting and three major compliance procedures across Safety, Environmental, and NERC Compliance (Accident/Incident Reporting, SF6 Compliance, and Cold Weather Preparedness).
• Protected critical infrastructure networks from over 87 million external potential threat actor entry attempts. • Established collaborative participation in CAISO RC WEST Cyber Security Working Group and increased collaboration with the Department of Homeland Security and Federal Bureau of Investigation through the Northern California Regional Intelligence Center.
• Completed the SVP System Expansion Plan for CAISO Transmission Planning Process for FY 2024/25 and FY 2025/26 to project SVP’s load growth over the next decade for inclusion in the CAISO modeling. • Completed construction of a storage area at the Utilities Corporation Yard for wooden utility poles allowing SVP to maintain compliance with storm water pollution rules.
• Energized 5 customer-dedicated substations and constructed any necessary transmission line extensions so SVP can continue to provide consistent service for customers pursuing large infrastructure projects and promote future investment and expansion within the City.
• Re-built Serra Substation to serve the changing customer load requirements and improve system reliability. The rebuild included the construction of a second transformer bank, replacement of switchgear, and the installation of a new control room.
• Established a summer assessment program for load management which considers projected load in relation to new project and maintenance work to better ensure grid reliability and minimize the possibility of outage and load 366
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT curtailment during the months where energy consumption is the highest. • Completed over 160 communication improvements for information flow for the metering program in the Operations Division.
• Conducted over 35 switchgear and major maintenance activities for 12 KV customers. • Upgraded over 5,000 meters to the Advanced Metering Infrastructure system. Installed gatekeepers across the city to collect meter data and enhance efficiency. Acquired new testing equipment to verify the operation and accuracy of distribution and sub-transmission metering for billing purposes. • Completed corrosion repairs at Kifer Receiving Station, and the Uranium and Central substations. Replaced circuit breakers at Central substation. Constructed four new remote panels for interconnection projects. • Replaced battery banks at Raymond, Central, Duane, Northwestern substation and mobile battery trailer. • Successfully met 100% of maintenance inspection goals, identifying critical infrastructure needing repair. Developed a comprehensive long-term plan to address these needs and ensure future reliability and efficiency. • Completed the commissioning of the control system upgrade at DVR Power Plant. This included a complete hardware replacement of the gas compressor, water treatment, duct burners and chiller controls. The upgrade also involved converting and integrating the logic to Ovation automation platform to the main distribution control system for DVR.

This upgrade helps the operators by consolidating the DVR plant controls to a single system rather than 4 independent systems, and it also offers improved transparency for troubleshooting issues. • Completed the overhaul of the DVR cooling tower, which included replacing degraded support beams, cooling tower fill, fan motors, fan blades, and hubs. After performance testing, the cooling tower is now operating at near brand-new performance metrics.
• Replaced the Selective Catalytic Reduction (SCR) catalyst on two (2) heat recovery steam generators at DVR. These SCR systems efficiently remove nitrogen oxides from the flue gas emitted by the power plant, ensuring compliance, easier control of NOx emissions and reduced ammonia consumption. • Replaced direct-buried cables in Maplewood Dr and Tanoak, Estella Drive, Glorietta Circle Phase 4. Completed construction for residential development for Gateway Crossing – Phase 1, and commercial projects including Related, The Station, Summerhill, Greystar of Tasman East Project, and 2900 Semiconductor Dr. 367
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Significant Objectives
• Facilitate a second debt issuance to fund construction costs related to SVP's system expansion projects. Continue to evaluate the amount and timing of the second bond based on construction timelines and financial liquidity analysis. • Complete SVP System Expansion Plan Report Transmission Planning Process FY2025/26 for short and long-term planning horizon years 2026, 2029, 2034, and 2039 to meet SVP forecasted peak demand of 884 MW, 1,057 MW, 1,409 MW, and 1,670 MW respectively.
• Participate in monthly engagement on the CAISO planning process so that direction is provided to participating transmission owners to develop and construct projects to increase bulk electric system transmission capacity to serve Santa Clara’s electric load growth.
• Complete SVP’s 50 MW Kifer Battery Energy Storage System Project (BESS) located at 3025 Raymond Street. The project will provide multiple benefits by serving peak loads, increasing the use of renewable energy, and improving system resiliency. The project aims to complete designs, order long-lead equipment, and begin construction for a commercial operation date in Q1, 2026.
• Proactively maintain SVP’s fleet of turbines and generators according to Original Equipment Manufacturer (OEM) recommendations, providing for highly reliable power generation resources within the SVP electric system. • Provide leadership to support the department’s resources by implementing staff development and succession planning to develop skills and enhance knowledge.
• Provide construction and commissioning support of multiple substation construction projects. • Develop design standards for use in substations.
• Provide enhanced vegetation management and maintenance of transmission lines in the City of Santa Clara and remote locations, including Glenn and Tehama Counties. Improve inspection programs by targeting problematic circuits with outage data and managing work proactively using maintenance management software. • Roll out a comprehensive substation maintenance plan including enhanced monitoring, phased end-of-life replacement, critical spare parts evaluation, and reporting. • Identify and execute replacement strategy for SCADA communications system used by SVP System Control. • Proactively work to identify and eliminate system reliability risks through engineered solutions and data-driven models. • Continue to ensure wholesale trading activities comply with Council-approved policy and regulations, minimize SVP's credit exposure, monitor counterparty credit risk, and ensure compliance with CAISO tariff and regulations. • Continue to provide energy efficiency education and programs to customers to help them reduce their energy use and lower their electric bills, promote renewable energy options, investigate emerging technologies, and provide assistance to qualified low-income customers to reduce the burden of their electric bills. • Participate and comply with the California Air Resources Board (CARB) Low Carbon Fuel Standard (LCFS) Program to develop, educate, and foster the adoption of electrification as the transportation fuel. • Meet state regulatory requirements for renewable resources and carbon reduction targets while keeping SVP cost competitive.
368
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Budget Highlights
• Engage contractors to perform maintenance activities of SVP’s distribution system to complete work orders for the underground and overhead electric infrastructure that will enable staff to focus on performing inspections. The inspections focus on assessing the integrity of poles, evaluating the condition of underground cables and conduits, and examining the structural soundness of manholes and electric boxes. The increased focus on inspections will support proactive preventive maintenance - enhancing safety, reliability of the electrical grid, and extending the system’s operational life while reducing the risk of outages. • Negotiate and execute a new lease agreement to relocate engineering and administrative staff to a larger office space. Ongoing funding is requested to cover the increased rent for a 50,000 sq. ft. building (increasing from 32,500 sq. ft.). One-time funding is requested for moving expenses and capital improvements. The current office space is insufficient, leading to shared cubicles and inadequate meeting and training rooms. The additional space will accommodate SVP's increased staff and student internship program to meet operational needs. • Secure staging and storage space for materials and equipment to support extensive capital and operational maintenance programs. A lease will be negotiated and executed with an initial 5-year term and options to renew for up to 10 years, ensuring future flexibility. New funding is required to cover lease payments, site maintenance, and necessary modifications.
• A purchase and sale agreement was approved by Council on December 3, 2024 in RTC 24-1117 for the property at 2900-2930 Lafayette St, which includes a 43,999 sq. ft. lot and a 153,375 sq. ft. building. Annual funding will be allocated to a commercial property manager to support existing tenants, carry out maintenance, and prepare additional spaces for use. Due to space constraints around current generating and receiving stations, SVP may use this property for other infrastructure projects and ongoing system expansion. • Acquire a 210,830 sq. ft. lot (4.84 acres) at 525 Mathew St, Santa Clara. The property has an existing connection to the SVP electric system and CAISO that may be used for future expansion of SVP facilities such as power generation and battery storage which will help meet renewable energy compliance and anticipated load growth. Until these facilities can be used for power generation or battery storage, the site can be used for storing materials and equipment for major capital projects.
• Increase reserve contributions to the Rate Stabilization Reserve that is used to absorb short-term revenue shortfalls and is designed to help stabilize utility rates and avoid wide swings in rates charged to SVP customers. Establish the Grizzly Project and Tie Line Reserve to cover the replacement of approximately 4.2 miles of 115kV transmission line (referred to as the Grizzly Tie Line) that interconnects with PG&E’s transmission system and other Grizzly assets.

This reserve may fund costs of other Grizzly Project facilities such as to replace end of life assets. The target for this reserve is based on replacement values primarily attributed to the transmission line and will be evaluated as needed by SVP.
369
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT 1 Beginning FY 2025/26, the Customer Development and Project Management Division was renamed to the Engineering and Project Management Division
Electric Utility Department
235.00 FTEs
Engineering and Project Management 1

2.00 Assistant Electric Utility Engineer

1.00 Electric Division Manager - Engineering

3.00 Electric Program Manager

8.00 Electric Utility Engineer

3.00 Engineering Aide - Electric

1.00 Office Specialist II

1.00 Principal Electric Estimator

6.00 Principal Electric Utility Engineer

1.00 Principal Engineer Aide

8.00 Senior Electric Utility Engineer

2.00 Senior Electric Utility Engineer -
Distribution Planning

1.00 Senior Electric Utility Engineer -
Operation Planning

1.00 Senior Electric Utility Engineer - Project
Relay

5.00 Senior Electrical Estimator

3.00 Senior Engineering Aide

46.00 Total Engineering and Project
Management 1 FTE
Administrative and Business Services

2.00 Account Clerk II

1.00 Account Clerk III

5.00 Assistant Director of Electric Utility

1.00 Chief Electric Utility Officer

1.00 Chief Operating Officer

2.00 Electric Division Manager

1.00 Electric Program Manager

3.00 Management Analyst

2.00 Office Specialist II

1.00 Office Specialist III

3.00 Power Contract Specialist

1.00 Senior Business Analyst

1.00 Senior Management Analyst

2.00 Time and Material Clerk

26.00 Total Administrative and Business
Services FTE
370
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Utility Operations

1.00 Compliance Manager

1.00 Database Administrator

7.00 Electric and Water System Operator

4.00 Electric Crew Foreperson

6.00 Electric Division Manager

2.00 Electric Maintenance Worker

3.00 Electric Meter Technician

5.00 Electric Program Manager

1.00 Electric Utility Engineer

2.00 Electric Utility Equipment Operator

9.00 Electric Utility Generator Technician

4.00 Electric Utility Helper/Driver

3.00 Electric Utility Network Administrator

5.00 Electric Utility Program Analyst

7.00 Electrician

14.00 Journey Lineworker

1.00 Journey Lineworker Apprentice

1.00 Management Analyst

2.00 Meter Data Analyst

1.00 Office Specialist II

1.00 Principal Utility Information System
Manager

2.00 Senior Electric and Water System
Operator

4.00 Senior Electric Division Manager

1.00 Senior Electric Meter Technician

1.00 Senior Electric Utility Engineer -
Generation

5.00 Senior Electric Utility Generation Tech

2.00 Senior Electrician Technician

3.00 Senior Energy Systems Analyst

2.00 Senior Instrument and Control
Technician

1.00 Senior Materials Handler

4.00 Service Coordinator - Inspector

3.00 Staff Aide II

2.00 Troubleshooter

1.00 Underground Crew Leader

6.00 Utility Electrician Technician

117.00 Total Utility Operations FTE
Resource Planning and Engagement

1.00 Business Analyst - Fiber

1.00 Business Analyst - Public Benefits

1.00 Communications Coordinator

3.00 Electric Division Manager

4.00 Electric Program Manager

1.00 Electric Utility Engineer

1.00 Energy Conservation Coordinator

1.00 Energy Conservation Specialist

1.00 Engineering Aide - Fiber

2.00 Fiber Splicing Technician

2.00 Key Customer Representative

1.00 Office Specialist III

1.00 Power Account Clerk I

1.00 Power Account Clerk III

6.00 Power System Scheduler/Trader

1.00 Power Trader

1.00 Principal Electric Utility Engineer

2.00 Principal Power Analyst

1.00 Resource Analyst II

1.00 Risk Control Analyst

1.00 Senior Business Analyst

2.00 Senior Electric Division Manager

1.00 Senior Electric Division Manager -
Marketing

1.00 Senior Electric Utility Engineer - Fiber

1.00 Senior Key Customer Representative

1.00 Senior Power System Scheduler / Trader

3.00 Senior Resource Analyst

2.00 Service Coordinator - Inspector Fiber

1.00 Utility Locator

46.00 Total Resource Planning and
Engagement FTE
371
I j\
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Division / Program
Administrative and Business Services Division
1311 Financial Services 1,167,637 1,793,411 1,680,754 (6.3%) 1,744,563 3.8% 1316 Administrative Services 53,318,824 58,082,726 85,470,813 47.2% 74,204,984 (13.2%) 54,486,461 59,876,137 87,151,567 45.6% 75,949,547 (12.9%) Engineering and Project Management Division 1
1361 Engineering 210,559,430 13,339,909 14,569,130 9.2% 15,170,696 4.1% 10,559,430 13,339,909 14,569,130 9.2% 15,170,696 4.1%
Utility Operations Division
1324 Utility Compliance 3
1,997,880 3,499,295 3,233,290 (7.6%) 3,348,659 3.6%
1351 Systems Support 4,874,506 6,980,929 7,491,556 7.3% 7,779,254 3.8% 1362 Power System Controls 4,928,503 7,238,207 6,596,251 (8.9%) 6,839,290 3.7% 1371 Metering 4
1,822,805 2,057,929 2,689,704 30.7% 2,771,325 3.0%
1372 Substation Maintenance 6,299,235 11,977,115 10,844,019 (9.5%) 11,217,532 3.4% 1376 Transmission & Distribution 16,299,731 21,237,627 24,835,566 16.9% 25,976,567 4.6% 1377 Generation 5
18,308,265 18,643,978 21,859,873 17.2% 22,626,057 3.5%
Total Utility Operations Division 54,530,925 71,635,080 77,550,259 8.3% 80,558,684 3.9% Resource Planning and Engagement Division
1312 Public Benefits 13,197,161 38,275,647 16,495,730 (56.9%) 17,486,785 6.0% 1313 Key Accounts 2,095,463 2,515,104 2,183,513 (13.2%) 2,334,789 6.9% 1315 LCRE Program 206,250 2,015,700 0 (100.0%) 0 0.0%
1317 Fiber Program 9,345,722 4,847,058 5,303,877 9.4% 5,609,116 5.8% 1319 Electric Vehicle Program 6
713,751 3,896,043 739,496 (81.0%) 748,416 1.2%
1325 Greenhouse Gas Program 15,279,619 26,654,609 41,109,962 54.2% 22,734,599 (44.7%) 1356 Resource Management 11,624,876 12,837,185 13,105,421 2.1% 13,699,894 4.5% 1358 Risk Management and
Settlements 2,905,064 4,137,919 3,861,334 (6.7%) 4,004,535 3.7% 55,367,906 95,179,265 82,799,333 (13.0%) 66,618,134 (19.5%) Total Engineering and Project
Management Division 1
Total Administrative and Business
Services Division
Total Resource Planning and
Engagement Division
1 In FY 2025/26, Customer Development and Project Management Division was renamed to Engineering and Project Management Division 2 In FY 2025/26, Program 1361 SVP Engineering was renamed Engineering 3 In FY 2025/26, Program 1324 Electric Compliance was renamed Utility Compliance 4 In FY 2025/26, Program 1371 Communications & Meter Technical Support was renamed Metering 5 In FY 2025/26, Program 1377 Generation Maintenance was renamed Generation 6 In FY 2025/26, Program 1319 SVP Electric Vehicle Program was renamed Electric Vehicle Program 372
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Revenue and Resources Division
1321 Revenues and Resources Costs 457,447,208 81,475,831 71,958,435 (11.7%) 110,822,442 54.0% 1326 Resource and Production 27,402,685 440,661,261 476,271,415 8.1% 542,532,255 13.9% Total Revenue and Resources Division 484,849,893 522,137,092 548,229,850 5.0% 653,354,697 19.2% 659,794,615 762,167,483 810,300,139 6.3% 891,651,758 10.0% 630,604,608 693,341,184 751,954,951 8.5% 850,681,958 13.1% 29,190,007 68,826,299 58,345,188 (15.2%) 40,969,800 (29.8%) 659,794,615 762,167,483 810,300,139 6.3% 891,651,758 10.0% Dollars by Category
Salary and Benefits
Salary 29,703,578 42,185,939 46,922,819 11.2% 49,307,789 5.1% As-Needed 276,208 1,642,000 902,000 (45.1%) 978,000 8.4% Overtime 8,154,652 8,140,300 9,360,000 15.0% 10,090,000 7.8% Retirement 11,871,745 15,028,306 16,579,929 11.9% 15,933,484 (3.4%) Health Allocation 3,201,497 4,809,060 5,500,931 14.4% 5,936,248 7.9% Medicare 673,820 848,839 846,578 (0.3%) 891,487 5.3%
Social Security 1,759,434 2,554,488 2,896,719 13.4% 2,964,055 2.3% Other Benefits 1,571,368 1,873,311 2,342,845 12.1% 2,482,374 3.1% Total Salary and Benefits 57,212,302 77,082,243 85,351,821 10.7% 88,583,437 3.8% Non-Personnel
Materials/Services/Supplies 37,865,780 63,583,274 51,683,655 (18.7%) 54,753,550 5.9% Resource/Production 406,269,579 440,661,261 479,618,515 8.8% 546,013,855 13.8% Interfund Services 12,224,315 12,821,739 16,991,891 32.5% 17,317,598 1.9% Transfers to Other Funds 113,064,817 130,207,903 120,201,401 (7.7%) 140,608,825 17.0% CLT and Franchise 33,143,505 35,799,063 41,371,856 15.6% 44,342,493 7.2% Capital Outlay 14,317 2,012,000 15,081,000 649.6% 32,000 (99.8%) Total Non-Personnel 602,582,313 685,085,240 724,948,318 5.8% 803,068,321 10.8% Total by Category 659,794,615 762,167,483 810,300,139 6.3% 891,651,758 10.0% Total by Fund
Total by Division / Program
Dollars by Division / Program
Dollars by Fund
Electric Utility Fund
Electric Operating Grant Trust Fund
373
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Administrative and Business Services Division
1311 Financial Services 5.00 7.00 6.00 (1.00) 6.00
1316 Administrative Services 16.00 16.00 20.00 4.00 20.00 Total Administrative and Business Services Division 21.00 23.00 26.00 3.00 26.00 Engineering and Project Management Division 1
1361 Engineering 241.00 41.00 46.00 5.00 46.00

41.00 41.00 46.00 5.00 46.00
Utility Operations Division
1324 Utility Compliance 3

8.00 8.00 7.00 (1.00) 7.00
1351 Systems Support 14.00 14.00 15.00 1.00 15.00
1362 Power System Controls 14.00 15.00 12.00 (3.00) 12.00 1371 Metering 4

6.00 6.00 6.00 0.00 6.00
1372 Substation Maintenance 21.00 19.00 21.00 2.00 21.00 1376 Transmission & Distribution 31.00 32.00 32.00 0.00 32.00 1377 Generation 5

22.00 22.00 24.00 2.00 24.00
Total Utility Operations Division 116.00 116.00 117.00 1.00 117.00 Resource Planning and Engagement Division
1312 Public Benefits 4.00 4.00 6.00 2.00 6.00
1313 Key Accounts 7.00 7.00 6.50 (0.50) 6.50
1317 Fiber Program 10.00 10.00 10.00 0.00 10.00
1319 Electric Vehicle Program 6

1.00 1.00 0.50 (0.50) 0.50
1325 Greenhouse Gas Program 1.00 1.00 0.50 (0.50) 0.50
1356 Resource Management 15.00 14.00 15.50 1.50 15.50
1358 Risk Management and Settlements 6.00 6.00 7.00 1.00 7.00 Total Resource Planning and Engagement Division 44.00 43.00 46.00 3.00 46.00 Total by Division / Program 222.00 223.00 235.00 12.00 235.00 Total Engineering and Project Management Division
1 1 In FY 2025/26, Customer Development and Project Management Division was renamed to Engineering and Project Management Division 2 In FY 2025/26, Program 1361 SVP Engineering was renamed Engineering 3 In FY 2025/26, Program 1324 Electric Compliance was renamed Utility Compliance 4 In FY 2025/26, Program 1371 Communications & Meter Technical Support was renamed Metering 5 In FY 2025/26, Program 1377 Generation Maintenance was renamed Generation 6 In FY 2025/26, Program 1319 SVP Electric Vehicle Program was renamed Electric Vehicle Program 374
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
Electric Utility Fund 216.00 217.00 228.00 11.00 228.00 Electric Operating Grant Trust Fund 6.00 6.00 7.00 1.00 7.00 Total by Fund 222.00 223.00 235.00 12.00 235.00
Position Classification

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

0.00 1.00 1.00 0.00 1.00

1.00 1.00 2.00 1.00 2.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

7.00 7.00 7.00 0.00 7.00

4.00 4.00 4.00 0.00 4.00

10.00 10.00 11.00 1.00 11.00

1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00

3.00 3.00 3.00 0.00 3.00

16.00 13.00 13.00 0.00 13.00

7.00 7.00 10.00 3.00 10.00

2.00 2.00 2.00 0.00 2.00

9.00 9.00 9.00 0.00 9.00

4.00 4.00 4.00 0.00 4.00

3.00 3.00 3.00 0.00 3.00

5.00 5.00 5.00 0.00 5.00

7.00 7.00 7.00 0.00 7.00
Energy Conservation Coordinator 1.00 1.00 1.00 0.00 1.00 Assistant Director Electric - Engineering and Project
Management
Assistant Director Electric - Business Services
Account Clerk III
Account Clerk II
Electric Utility Generator Technician
Electric Utility Helper/Driver
Electric Utility Network Administrator
Electric Utility Program Analyst
Electrician
Electric Maintenance Worker
Electric Meter Technician
Electric Program Manager
Electric Utility Engineer
Electric Utility Equipment Operator
Database Administrator
Electric and Water System Operator
Electric Crew Foreperson
Electric Division Manager
Electric Division Manager - Engineering
Business Analyst - Public Benefits
Chief Operating Officer
Chief Electric Utility Officer
Communications Coordinator
Compliance Manager
Assistant Director Electric - Energy Distribution
Assistant Director Electric - System Expansion
Assistant Director Electric - Planning and Strategic
Services
Assistant Electric Utility Engineer
Business Analyst - Fiber
375
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Position Classification

1.00 1.00 1.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00

3.00 3.00 3.00 0.00 3.00

1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00

12.00 14.00 14.00 0.00 14.00

3.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00

4.00 4.00 4.00 0.00 4.00

2.00 2.00 2.00 0.00 2.00

4.00 4.00 4.00 0.00 4.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 3.00 2.00 3.00

6.00 6.00 6.00 0.00 6.00

2.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

5.00 6.00 7.00 1.00 7.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 2.00 1.00 2.00

1.00 1.00 1.00 0.00 1.00

0.00 0.00 0.00 0.00 0.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 2.00 1.00 2.00

2.00 2.00 2.00 0.00 2.00

3.00 6.00 6.00 0.00 6.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

7.00 7.00 8.00 1.00 8.00

0.00 0.00 0.00 0.00 0.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

5.00 5.00 5.00 0.00 5.00
Office Specialist II
Office Specialist III
Power Account Clerk I
Power Account Clerk III
Power Contract Specialist
Journey Lineworker
Journey Lineworker Apprentice
Key Customer Representative
Management Analyst
Meter Data Analyst
Energy Conservation Specialist
Engineering Aide
Engineering Aide - Electric
Engineering Aide - Fiber
Fiber Splicing Technician
Power System Scheduler/Trader
Power Trader
Principal Electric Estimator
Principal Electric Utility Engineer
Principal Engineer Aide
Principal Power Analyst
Principal Utility Information System Manager
Project Manager
Resource Analyst II
Risk Control Analyst
Senior Business Analyst
Senior Electric and Water System Operator
Senior Electric Division Manager
Senior Electric Division Manager - Marketing
Senior Electric Utility Generation Tech
Senior Electric Meter Technician
Senior Electric Utility Engineer
Senior Electric Utility Engineer - Control
Senior Electric Utility Engineer - Fiber
Senior Electric Utility Engineer - Generation
Senior Electric Utility Engineer - Distribution Planning 376
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Position Classification

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

5.00 5.00 5.00 0.00 5.00

2.00 2.00 2.00 0.00 2.00

3.00 3.00 3.00 0.00 3.00

3.00 3.00 3.00 0.00 3.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

1.00 1.00 1.00 0.00 1.00

2.00 2.00 3.00 1.00 3.00

4.00 4.00 4.00 0.00 4.00

2.00 2.00 2.00 0.00 2.00

3.00 3.00 3.00 0.00 3.00

2.00 2.00 2.00 0.00 2.00

2.00 2.00 2.00 0.00 2.00

1.00 1.00 1.00 0.00 1.00

6.00 6.00 6.00 0.00 6.00

1.00 1.00 1.00 0.00 1.00
Total Positions 222.00 223.00 235.00 12.00 235.00
Time and Material Clerk
Troubleshooter
Utility Electrician Technician
Utility Locator
Senior Power System Scheduler / Trader
Senior Resource Analyst
Service Coordinator - Inspector
Service Coordinator - Inspector Fiber
Staff Aide II
Underground Crew Leader
Senior Engineering Aide
Senior Instrument and Control Technician
Senior Key Customer Representative
Senior Management Analyst
Senior Materials Handler
Senior Electric Utility Engineer - Operation Planning
Senior Electric Utility Engineer - Project Relay
Senior Electrical Estimator
Senior Electrician Technician
Senior Energy Systems Analyst
377
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 223.00 762,167,483
Capital Outlay - Miscellaneous Tools, Corona Camera, SF6 imaging camera, SF6 Gas Cart, Digger Derrick, Bucket Truck, and trailer (1,875,000) One time Transfer to the General Fund for Position Adds (383,129) One time Transfer to the Streets and Highways Capital Fund for CupertinoSanta Clara On-Demand Shuttle Project (808,855) Salary and benefits adjustments 4,528,110
Addition of 12.0 FTE from RTC 24-742 (Approved by City Council August 20, 2024)
- Add 1.0 Principal Electric Utility Engineer
- Add 1.0 Senior Electric Utility Engineer
- Add 3.0 Electric Utility Engineer
- Add 1.0 Assistant Electric Utility Engineer
- Add 1.0 Electric Division Manager
- Add 1.0 Senior Resource Analyst
- Add 1.0 Principal Power Analyst
- Add 1.0 Senior Business Analyst
- Add 2.0 Power Contract Specialist

12.00 3,741,468
Change in resources purchased and generation and pumping expenses 38,957,254 Contribution In Lieu increase 5,572,793
Change in debt service transfer due to reflect financing schedule 4,964,401 Net increase to various transfers for EV replacements and renewable power purchases 4,496,449
Changes in services from other funds - cost allocation plan 3,062,201 Net increase in various interfund services allocations 1,107,951 Net increase in Materials Services and Supplies 842,855 Reduced transfer to various capital improvement programs due to project schedule changes (18,275,368)
Change in Mandated Program costs (9,793,600)
Decrease to Contractual Services (3,702,400)
Net Decrease to Maintenance (2,496,474)
Decrease in Capital Outlay (56,000)
Total Base Budget Adjustments 12.00 29,882,656
Total FY 2025/26 Base Budget 235.00 792,050,139
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
378
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Land Acquisition 14,000,000
New Office Lease 2,050,000
Underground and Overhead Inspection and Maintenance 1,500,000 New Property Lease and Management 700,000
Total Service Level Changes 0.00 18,250,000
Total FY 2025/26 Proposed Budget 235.00 810,300,139
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
One Time Land Acquisition (14,000,000)
One Time New Office Lease Moving Expenses and Improvements (1,050,000) Ongoing Cost Adjustments
Salary and benefits adjustments 3,231,616
Change in resources purchased and generation and pumping expenses 66,395,340 Increased transfer to various capital improvement programs due to project schedule changes 38,890,370
Contribution In Lieu increase 2,970,637
Increase to Contractual Services 1,077,400
Change in Mandated Program costs 1,058,300
Net increase in Materials Services and Supplies 704,195 Changes in services from other funds - cost allocation plan 249,801 Net increase in various interfund services allocations 75,906 Debt service transfer due to reflect financing schedule 14,637 Decrease to transfers for renewable power purchases (18,497,583) Capital Outlay (49,000)
Total Base Adjustments 0.00 81,071,619
Total FY 2026/27 Base Budget 235.00 891,371,758
New Office Lease 35,000
Underground and Overhead Inspection and Maintenance 245,000 Total Service Level Changes 0.00 280,000
Total FY 2026/27 Proposed Budget 235.00 891,651,758
FY 2026/27 Service Level Changes
Service Level Changes
379
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Land Acquisition 0.00 14,000,000 0 0 0
Program: 1316 – Administrative Services
This action provides funding for SVP to acquire land at 525 Mathew St., Santa Clara that includes a 210,830 sq. ft. lot (4.84 acres). The property is situated in a strategic location to support SVP’s system needs. There is an existing connection to the SVP electric system and California Independent System Operator (CAISO) that may be used for future expansion of SVP facilities such as power generation and battery storage. SVP can use these future assets to meet renewable energy compliance requirements and provide energy for expected load growth. In the interim, SVP may use this site for storage needs of material and equipment for its major capital improvement projects. Prior to transferring ownership, the current owner will be responsible for delivering a fully demolished site including foundations, which SVP can use upon completion of the demolition.

Performance Impact
Purchasing this site will allow SVP to remain agile and provide reliable power through its electrical system that may support existing and additional load growth requests.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 380
◄ C
11 I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
New Office Lease 0.00 1,050,000 1,000,000 0 1,035,000
Program: 1316 – Administrative Services
This action adds funding for SVP to relocate from its existing leased office space for administrative and engineering staff to a larger space. Funding is included for executing a lease agreement and required tenant improvements. Onetime funding is requested for moving expenses and capital improvements to complete the transition to meet operational needs. Ongoing expenses are associated with the increase in rent due to the move from a 32,500 sq. ft. facility to a 50,000 sq. ft. facility. The additional space is needed to accommodate SVP increased staff levels; SVP added 21 new positions over the last three years and supports a student internship program.

The current office space is insufficient, resulting in multiple employees sharing individual cubicles, inadequate meeting and training rooms, and requiring updates to meet SVP's operational needs.

Performance Impact
Renovating and moving to a larger office space will allow SVP to accommodate the growing number of employees and facilitate a smooth transition to support operations.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 381
◄ a

I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | E LE CT RI C UT I L I T Y D E P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Augment Underground and Overhead
Inspection and Maintenance

0.00 0 1,500,000 0 1,745,000
Program: 1376 – Transmission & Distribution
This action provides funding to augment the current maintenance program for proactive maintenance of underground and overhead electric infrastructure. Using contractors for some maintenance activities enables staff to focus on inspections. The inspections include assessing the integrity of poles, evaluating the condition of underground cables and conduits, and examining the structural soundness of manholes and electric boxes to maintain safety and reliability of the electrical grid. Annually, SVP Transmission and Distribution crews conduct detailed inspections of 20% of the electrical system and patrol inspections of the remaining 80%. Maintenance work orders are generated for tasks identified during these inspections. This action will allow for increased support to complete and perform preventive maintenance tasks that are essential for ensuring safety, enhancing reliability, and extending the operational useful life of the transmission and distribution system. Furthermore, this proactive approach reduces the risk of outages.

Performance Impact
Adding additional outside resources, and additional equipment supports to underground and overhead maintenance ensures the integrity of the distribution system and minimize the risk of outages.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 382
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FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
New Property Lease and
Management

0.00 0 700,000 0 700,000
Program: 1316 – Administrative Services
This action adds funding for SVP to obtain space for staging and storage of material and equipment to support SVP’s extensive capital and operational maintenance programs. In January 2025, Council authorized staff to negotiate and execute a lease (RTC 25-1053) with an initial five-year term and options to renew for up to 10 years to provide flexibility for future needs. Funding of $600,000 will support lease payments as well as site maintenance and modifications as needed.

On December 3, 2024, in RTC 24-1117, Council authorized SVP to execute a purchase and sale agreement for property located at 2900-2930 Lafayette St. that consists of a 43,999 sq. ft. lot with a 153,375 sq. ft. building. This proposal provides funding of $100,000 annually to enter into an agreement with a commercial property manager to support the existing tenants within the building, perform maintenance activities, and setup for other space uses. Due to space constraints around existing generating and receiving stations, SVP may use this site for other infrastructure projects and support ongoing system expansion capital projects.

Performance Impact
Leasing open space and acquiring new property will support SVP’s system growth strategy plan to complete critical capital improvement projects and SVP’s continuing improvements in preventative maintenance activities.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 383
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Administrative & Business Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Maintain bond rating (Fitch Ratings) "AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
"AA−"
Rating
Maintain debt service coverage ratio on
senior and subordinate debt 2.01 6.69 2.0 2.0 1.10 1.10 Submit annual bond disclosures as
required by due dates 100% 100% 100% 100% 100% 100%
Timely, accurate submittal of various
State, local and federal agency reports 100% 100% 100% 100% 100% 100% Meet American Public Power
Association Public Power Provider
(RP3) and NWPPA standards of
performance
100% 100% 100% 100% 100% 100%
Workload Measures
Generate and submit bond disclosures
as required by the continuing
disclosure agreement for all SVP and
JPA revenue bonds
8 13 13 9 9 10
Actively participate in all JPA governing
boards 3 3 3 3 3 3
Actively participate in community
events 100% 100% 100% 100% 100% 100%
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Engineering and Project Management Division1
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Annual fiber lease gross
revenues
$3.19M $3.25M $3.11M $3.28M $3.32M $3.35M
Percent of fiber system
availability 98% 99.5% 100% 100% 100% 100%
Deliver fiber service order
estimates within two weeks of
initial request
100% 100% 100% 100% 100% 100%
Complete first encroachment
review within 15 days 100% 99% 100% 100% 100% 100%
Workload Measures
Substation drawing updates 315 300 300 300 300 300
Design and construction
standard document release 2 5 150 5 5 5
Customer/Developer estimates
released for requested work 148 120 125 130 125 125
Encroachment permit reviews
completed (incl. resubmittals) 371 594 600 600 600 600
Substructure estimates mapped;
city work estimates mapped 125 125 125 125 125 125
Approval of pole contacts
(communication and small cell
attachments)
24 195 475 150 300 300
Number of fiber service or job
requests completed 21 16 25 18 18 18
Number of fiber quotes
processed 28 55 50 50 50 50
Number of leased fiber miles per
year
1,553 1,523 1,596 1,531 1,538 1,546 1
In FY 2025/26, Customer Development and Project Management Division was renamed to Engineering and Project Management Division
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Resource Planning and Engagement Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
First year net energy
savings achieved (in MWh) N/A 11,013 10,604 8,913 7,305 6,651 State agency reports by due
dates 100% 100% 100% 100% 100% 100%
Maintain residential
customer satisfaction rating
a
N/A N/A 85% 85% 85% 85%
Maintain high customer
satisfaction rating for
business accounts using
1−10 rating matrix b
N/A 9.0 9.0 9.0 9.0 9.0
Cumulative total Gigawatt
hour (GWh) enrolled in the
Large Customer Renewable
Energy (LCRE) program c
N/A 50 GWh 50 GWh 50 GWh 50 GWh 50 GWh
Comply with the California
Energy Commission (CEC)
Renewables Portfolio
Standard (RPS) reporting
procedures c
100% 100% 100% 100% 100% 100%
Comply with Low Carbon
Fuel Standard program
(spending) requirements per
CARB
100% 100% 100% 100% 100% 100%
Host a minimum of two
outreach events annually 100% 100% 100% 100% 100% 100%
Participate in quarterly
carbon auctions to sell
allowances
4 4 4 4 4 4
a. Study performed by California Municipal Utility Association biennially, alternating between residential and commercial customers each occurrence, based on industry standard criteria on a sample of customers. b. Study performed by E-Source, based on industry standard criteria on SVP provided list of largest 50-75 customers. c. The Green Power Program was replaced with the Large Customer Renewable Energy (LCRE) Program beginning in January 2023 as described in RTC 21-1487 on November 16, 2021.
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Resource Planning and Engagement Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Successful submission of
SVP's yearly Resource
Adequacy plan to CAISO
100% 100% 100% 100% 100% 100%
Successful submission of
SVP's load forecast to the
CEC (1 report) and PG&E (3
reports)
100% 100% 100% 100% 100% 100%
Meet or exceed California's
RPS (Renewables Portfolio
Standard) requirement / RECs
(Renewable Energy Credits)
that are, or will be retired, to
meet the RPS program
obligations based on calendar
year
41%/41% 44%/44% 37%/38% 46%/46% 50%/50% 53%/53%
Analyze and evaluate
counterparty credit worthiness 100% 100% 100% 100% 100% 100% 387
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Resource Planning and Engagement Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of program brochures and
postcards generated and
distributed energy efficiency
programs
15 15 5 5 5 5
Number of educational videos
produced to promote energy
efficiency
3 2 4 4 4 4
Number of rebate applications
processed through energy
efficiency programs
85 68 200 200 300 400
Prepare and submit Bi−annual
Distributed Energy Resource (DER
report) for California Energy
Commission (CEC)
2 2 2 2 2 2
Hold large industrial/commercial
customer engagement meeting 1 1 1 1 1 1
Prepare and submit Bi-annual
customer update report for SVP
management and other internal
stakeholders *
4 2 2 2 2 2
Outreach materials reviewed and
refreshed 4 4 4 4 4 4
Submit annual compliance reports
to the CEC Yes Yes Yes Yes Yes Yes
Submit annual compliance reports
to the customer Yes Yes Yes Yes Yes Yes
Number of commercial customers
enrolled and contracted with Option
B (“Bring-Your-Own” renewable
energy) of the LCRE program
0 2 5 5 1 N/A
Provide customer compliance
progress update Yes Yes Yes Yes Yes Yes
* This measure was reworded from the prior year. Reports now generated bi-annually. 388
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Resource Planning and Engagement Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Attend CARB workshops and meetings
for program compliance 4 4 4 4 4 4
Prepare and submit Low Carbon Fuel
Standards report 5 5 5 5 5 5
Host annual public meetings, events,
or workshops 2 2 2 2 2 2
Process Electric Vehicle charger
rebates (annually) 130 200 60 200 200 150
Install electric public access EV
charging stations 49 50 50 50 50 10
Prepare Cap−and−Trade allowance
reports and forms for CARB 2 2 2 2 2 2
Develop ten-year load forecasts for
CEC, PG&E and CAISO) 3 3 3 3 3 3
Submit day ahead bids and schedules
to CAISO 82,000 >100,000 82,000 >100,000 >100,000 >100,000 Number of counterparty reviews
completed 55 55 55 55 55 55
Review CAISO reports on a weekly
basis to ensure SVP credit limit has not
been exceeded
52 52 52 52 52 52
Generate Power and Gas Gross
Margin Statements and Gas Pre−Pay
Reports every month
24 24 24 24 24 24
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Utility Operations Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of employees attended safety
and compliance training 95% 95% 95% 95% 90% 90%
Percent of sites in compliance with
environmental plans, permits, and
audit/inspection recommendations *
100% 90% 100% 100% 100% 100%
Annual self-certification of compliance
with up to 20 NERC Requirements
selected by the Compliance
Enforcement Authority WECC *
95% 95% 95% 100% 100% 100%
Maintain compliance with all
enforceable standards and
requirements from regulatory
agencies *
98% 95% 95% 95% 100% 100%
Perform on−going environmental,
health and safety, and NERC
compliance reporting by due dates *
100% 100% 100% 100% 100% 100%
Average Service Availability Index
(percentage) 99.99% 99.97% 99.99% 99.99% 99.99% 99.99%
Customer Average Interruption
Duration Index (CAIDI) (minutes) 78 131 125 125 125 125 System Average Interruption Duration
Index (SAIDI) (minutes) 75 149 85 120 85 85
System Average Interruption
Frequency Index (SAIFI) (long) 0.96 1.14 0.7 0.7 0.7 0.7 System Average Interruption
Frequency Index (SAIFI) (momentary) 0.11 0.28 0.25 0.25 0.25 0.25 Total number of outages 162 181 190 190 190 190
Hot washing of electrical substation
equipment 1
N/A 100% 100% 100% 100% 100%
Substation Infrared (IR) inspections 100% 100% 100% 100% 100% 100% * This measure was reworded from the prior year.
1 Skipped in FY 2022/23 due to heavy rains.
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Utility Operations Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Complete one detailed grid inspection
for underground and overhead
infrastructure per year
0% 100% 100% 100% 100% 100%
Complete four grid patrols in
accordance with GO165 (Walking,
Drive By)
0% 100% 100% 100% 100% 100%
Generation Availability 89% 82% 90% 90% 90% 90%
Safety and Compliance training
completion rate 98% 94% 90% 90% 90% 90%
NERC CIP compliance reports
submitted on time 100% 100% 100% 100% 100% 100%
Completion of system support work
orders within 3 business days >70% >70% >70% >70% >70% >70% On-time completion of preventative
maintenance work orders 92% 91% 90% 90% 90% 90%
Corrective work order backlog 28% 15% 35% 25% 25% 25%
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Utility Operations Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Develop and maintain NERC Reliability
Standard Audit Worksheets for current
and upcoming NERC standards –
Delete for FY 2025/26
10 10 10 10 N/A N/A
Develop new or revised existing SVP
compliance standards, plans or
procedures to meet compliance with
new Environmental, Safety, and NERC
regulations – New for FY 2025/26
N/A N/A N/A N/A 2 2
Refresh and update NERC Compliance
internal controls including automated
reminders and documents (e.g., guide
sheets, policies and procedures, and
workflows) – Delete for FY 2025/26
51 35 40 10 N/A N/A
Develop, review, or update compliance
internal controls - New for FY 2025/26 N/A N/A N/A N/A 15 15 Number of Internal Audit and
Compliance Monitoring Activities (Spot
Checks, Facility Inspections, and
Safety Inspections) *
N/A 20 20 10 20 20
Number of employees lost time due to
injuries 0 2 0 0 0 0
Number of employees attending safety
and compliance training – Delete for
FY 2025/26
191 186 186 174 N/A N/A
Number of completed internal
compliance standard/plan reviews * 10 10 10 15 15 15
Number of work orders processed by
the meter shop >600 >700 >600 >700 >700 >700
Number of detailed substation
inspections 396 348 360 403 429 455
Transformer dissolved gas analysis
performed per year 57 216 216 216 216 216
* This measure was reworded from the prior year.
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Utility Operations Division
Workload Measures

Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Load tap changer dissolved gas
analysis performed per year 43 216 216 216 216 216
Number of preventative
maintenance work orders
completed
1,687 1,388 1,600 1,300 1,300 1,300
Number of corrective
maintenance work orders
completed
246 276 200 250 250 250
Policy, program, and procedures
update and review 19 4 12 12 12 12
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Finance
Department
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Finance Department Description
The Finance Department administers the financial affairs of the City, including City-owned public utilities. These functions include: budget administration and control; maintaining a general accounting system and the preparation of annual comprehensive financial reports; collection of taxes, fees, special assessments and utility charges; investment of City funds; procurement of supplies, materials, equipment, and services; operating the City Warehouse; issuance of bonds and debt management; and financial management of contracts, including leases.

Divisions and Services
The Finance Department is organized into five Divisions: Accounting; Administrative Services; Budget; Municipal Services; and Purchasing.

Accounting Division
Mission
Provide relevant, accurate, and timely transaction processing and financial reporting services in compliance with laws, regulations, City policies and professional standards.

Division Objectives
Provide relevant, accurate, and timely transaction processing and financial reporting services in compliance with laws, regulations, City policies and professional standards.

Enhance and utilize the Finance/Human Resources Management System (FHRMS) in support of relevant, accurate and timely accounting processes.

Train Accounting staff and citywide end-users in FHRMS financial modules and process workflow.

Identify areas for improvements and streamlining of accounting processes in support of work product efficiencies. Continue to utilize new technology enhancements to empower end users to access financial information.

Manage production of the City’s general-purpose financial statements, annual comprehensive financial report (ACFR) and other required State reports.

Review Governmental Accounting Standards Board (GASB) pronouncements and implement them in the City’s accounting processes and procedures.

Administrative
Services
Division Mission
Be a proactive participant in Citywide strategic planning and decision-making, adding value as a provider of financial advice, analysis, and investment and debt management.

Division Objectives
Manage the outstanding debt of the City and its agencies in compliance with established policies and bond covenants.

Manage cash flow and invest cash in accordance with established policies and procedures. Prepare monthly reports for the City and its agencies.

Monitor the financing needs of the City and its agencies. Manage negotiated and public-bid bond issuance.

Manage special projects as assigned.
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Budget
Division Mission
Be the primary source of financial analysis in the City's continuing effort to maintain and strengthen its fiscally responsible core value.

Division Objectives
Manage and produce the biennial operating and capital budgets.

Produce the Ten-Year Financial Forecast for the City and prepare periodic and annual revenue forecasts.

Analyze budget performance during the year and prepare Monthly Financial Reports.

Monitor and report the City’s appropriations limit and general contingency reserves.

Monitor the State budget and related legislative activities with economic implications.

Develop strategies to balance the budget.

Assist and provide support for negotiations with employee bargaining groups.

Work collaboratively with departments on any necessary budget amendments during the year.

Municipal Services
Division Mission
Provide equitable and customer-centric service to utility and business license customers, ensuring all interactions reflect professionalism, integrity, and compassion. Manage the activities of the Municipal Services division in compliance with the City's rules and regulations, code, and policies consistent with professional and ethical standards, and be proactive in developing and delivering currently available automated features and conveniences to customers.

Division Objectives
Deliver accurate, courteous, and timely assistance to all customers, with a commitment to respectful and compassionate service.

Promote and enhance customer self-service options and electronic payment offerings for customers
Continue upgrading the functionality and underlying business processes of the Utility Management Information System (UMIS).

Promote and enhance on-line Business License enrollment and renewal.

Provide customers with safe, reliable self-service options for improved customer satisfaction.

Process and oversee custody of all cash and checks received over the counter or in the mail.

Foster a culture of continuous improvement and innovation to meet evolving customer needs and support operational resilience.
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Purchasing Division
Mission
Support and facilitate the timely and efficient procurement of supplies, materials, equipment, and services required by City Departments while ensuring compliance to City Policies, applicable government regulations, and best practices in public sector procurement to obtain the lowest cost while maintaining appropriate internal controls.

Oversee Central Warehouse operations to ensure that the City’s electric and water utilities are stocked with parts to support their operations and process outgoing mail for the City. Facilitate the disposition of surplus property to ensure a fair and transparent process is followed and maximum value is recovered.

Division Objectives
Provide internal customers and vendors with courteous, accurate, and timely solutions to their inquiries and requests.

Negotiate and recommend execution of contracts or blanket purchase agreements for the purchase of supplies, materials, equipment, and services.

Act to procure for the City the needed quality and quantity of supplies, materials and equipment at the lowest cost to the City.

Prepare and recommend rules governing the purchase of supplies, materials, equipment, and services to the City Manager.

Keep informed of current developments in the field of purchasing, prices, market conditions and new products.

Competitively procure inventory items for the Central Warehouse to ensure inventory is maintained at levels sufficient to support field operation requirements. 399
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Significant Accomplishments
 Implemented updates to the Business License system to support the Business Tax Ordinance approved in November 2022, including software upgrades and improvements to the customer self-service portal to align with the new business tax.
 Established a series of on-demand purchasing training materials addressing a wide variety of topics related to procurement and contracting.
 Restructured the purchasing team to enhance the City’s procurement and contracting process, including expanding the team to support the electric utility’s procurement needs and capital expansion projects.  Upgraded the Business Tax and License system enabling a new E-Check payment option for Business Tax Customers.  Provided cashiering training to municipal services staff and departments within City facilities, ensuring consistency in cash handling procedures and readiness for new payment platforms.  Transitioned from the legacy CORE Onestep cashiering system to the cloud-based i-Payment platform, modernizing payment processing citywide. The new system provides secure, flexible access for authorized staff, streamlines cashiering operations, and supports scalability through license-based access, eliminating dependency on locally hosted infrastructure.
 Supported the Emergency Operations Center including procurement and cost accounting functions. Reviewed FEMA requirements and accounted for citywide COVID-19 expenditures in order to maximize federal funding.  Updated the City’s Investment Policy to reflect the most recent allowable investment types mandated by the State.  Received the California Municipal Treasurers Association certification of excellence for the City’s Investment Policy for fiscal year 2023/24.
 Developed a citywide Payment Acceptance and Processing Fees Policy to maximize cost recovery for the City’s processing fees.
 Supported Silicon Valley Power’s 2024 Electric Revenue Bond Issuance and the Water and Sewer Department’s 2023 Wastewater Revenue Certificates of Participation Issuance.  Received the Government Finance Officers Association (GFOA) award for excellence in financial reporting for fiscal year 2022/23. This is the thirty-second consecutive year receiving the award.  Implemented the capital assets module in FHRMS to provide greater asset accountability.  Updated the accounts receivable module in FHRMS to utilize all the billing functions and to integrate all the transactions to the financial management system.
 Provided analysis and technical support in the development of the General Obligation Bond Measure approved by the voters in November 2024.
 Provided departmental trainings on the various phases of budget development.  Received the Capital Budget Excellence Award for FY 2024/25 and FY 2025/26 and the Operating Budget Excellence Award for FY 2023/24 and FY 2024/25 from the California Society of Municipal Finance Officers (CSMFO) and the Distinguished Budget Presentation Award from the Government Finance Officers Association (GFOA) for the FY 2023/24 and FY 2024/25 Biennial Operating Budget.
400
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Significant Objectives
 Continue to upgrade the Finance and Human Resources Management System (FHRMS) products to gain City-wide efficiencies and deliver updated reporting capabilities and features in the Accounting Division.  Implement automation for payroll and timekeeping functions across the City and coordinate with the Human Resources Department on the automation of benefits administration.  Update the accounts payable module in the FHRMS to provide decentralized entry and electronic approval workflows.  Support the successful transition from the legacy web customer portal to the Smart Energy Water (SEW) Customer Care Portal, enhancing the customer experience by providing improved access to billing information, payment options, and account management tools.
 Develop and implement processes, administrative policies, and procedures with the goal of streamlining and improving the procurement and contracting process.
 Continue to provide citywide training related to the various operations of the Finance Department, including accounting, budgeting, and purchasing.
 Continue to enhance the City’s budget development practices that connect to the City Council’s priorities and policy direction.
 Assist in the development of the Fiscal Sustainability Plan  Assist with the issuance of the City’s General Obligation Bond.  In coordination with Public Works, implement changes to the accounting of staff time that support capital project delivery to more accurately reflect total project costs.
 Implement updates in the FHRMS to improve various purchasing functions, including contract centralization, inventory and warehouse management, and process flow optimization.  Expand the Purchasing Division’s role to manage operations, staffing, and inventory systems at a new warehouse in support of SVP’s expansion projects, contractor staging, and utility maintenance activities.

Budget Highlights
• The proposed Operating budget adds resources to provide support to the City’s utility programs:
• Add 1.0 Field Service Worker in the Municipal Services Division • Add 1.0 Meter Reader in the Municipal Services Division • Add 1.0 Customer Service Representative and Funding for As-Needed Staff in the Municipal Services Division
• Add 1.0 Accounting Technician I in the Accounting Division • Additionally, resources are added to assist with recording staff time for capital project management to more accurately reflect project costs.
• Add 1.0 Accountant in the Accounting Division
401
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Finance Department

78.75 FTEs*
Administrative Services

1.00 Accounting Division Manager

0.10 Assistant Director of
Finance

1.00 Director of Finance

1.00 Management Analyst

0.67 Office Specialist IV

1.00 Principal Financial Analyst

4.77 Total Administrative
Services FTE
Accounting

5.00 Accountant

2.00 Accounting Technician I

4.75 Accounting Technician II

0.90 Assistant Director of Finance

1.00 Principal Accountant

3.00 Senior Accounting Technician

2.00 Senior Management Analyst

18.65 Total Accounting FTE
Purchasing

2.00 Buyer

2.00 Chief Storekeeper

4.00 Contracts Manager

1.00 Management Analyst

3.00 Materials Handler

1.00 Purchasing Division Manager

1.00 Senior Materials Handler

14.00 Total Purchasing FTE
Municipal Services

1.00 Business Analyst

15.00 Customer Service
Representative

2.00 Customer Service Supervisor

4.00 Meter Reader

1.00 Municipal Services Division
Manager

1.00 Office Specialist III

5.00 Senior Customer Service
Representative

1.00 Senior Management Analyst

3.00 Utility Field Services Worker

1.00 Utility Field Services Supervisor

2.00 Utility Services Technician

36.00 Total Municipal Services FTE
Budget

1.00 Budget Manager

2.00 Management Analyst

0.33 Office Specialist IV

2.00 Senior Management Analyst

5.33 Total Budget FTE
*The positions above represent all funded positions. This excludes the 1.0 Office Specialist III position that was frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). 402
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Budget Summary
FY 203/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
3322 General Accounting 3,415,334 4,297,180 4,796,037 11.6% 5,065,275 5.6% 3,415,334 4,297,180 4,796,037 11.6% 5,065,275 5.6%
3362 Citywide Fiscal Planning 1,582,475 1,565,124 1,614,320 3.1% 1,705,012 5.6% 1,582,475 1,565,124 1,614,320 3.1% 1,705,012 5.6%
3315 Budget and Financial Analysis 1,886,811 2,435,263 2,488,960 2.2% 2,573,427 3.4% 1,886,811 2,435,263 2,488,960 2.2% 2,573,427 3.4%
3332 Utility Billing Services 3,412,088 4,402,860 4,413,336 0.2% 4,586,171 3.9% 3333 Revenue Receipting/Cashiering 584,992 767,367 803,790 4.7% 841,508 4.7% 3334 Business Certificate 542,473 411,116 432,358 5.2% 431,891 (0.1%) 3335 Field Services 1,198,821 1,150,871 1,554,232 35.0% 1,678,681 8.0% 3336 Administration 283,859 345,962 369,402 6.8% 380,205 2.9% 3337 Contact Center/Communication 745,390 799,566 876,432 9.6% 906,535 3.4% 6,767,623 7,877,742 8,449,550 7.3% 8,824,991 4.4%
3341 Warehouse 1,827,458 2,012,725 1,252,560 (37.8%) 1,287,469 2.8% 3343 Purchasing 1,619,943 1,821,077 2,290,694 25.8% 2,390,045 4.3% 3344 Mail Services 12,023 11,064 11,273 1.9% 11,487 1.9% 3,459,424 3,844,866 3,554,527 (7.6%) 3,689,001 3.8%
17,111,667 20,020,175 20,903,394 4.4% 21,857,706 4.6%
Municipal Services Division
Dollars by Division / Program
Accounting Division
Total Accounting Division
Administrative Services Division
Total Administrative Services Division
Budget Division
Total Budget Division
Total Municipal Services Division
Purchasing Division
Total Purchasing Division
Total by Division / Program
403
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Budget Summary
FY 203/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 17,111,667 20,018,504 20,897,522 4.4% 21,851,708 4.6% 0 1,671 5,872 251.4% 5,998 2.1%
Total by Fund 17,111,667 20,018,504 20,897,522 4.4% 21,851,708 4.6% 0 1671 5872 5998
Dollars by Category
Salary and Benefits
Salary 7,241,969 8,464,141 9,394,753 11.0% 10,011,758 6.6% As-Needed 492,959 192,055 242,110 26.1% 247,782 2.3%
Overtime 17,232 18,157 18,792 3.5% 19,450 3.5%
Retirement 2,957,968 3,256,855 3,521,258 8.1% 3,400,637 (3.4%) Health Allocation 976,615 1,286,574 1,563,355 21.5% 1,683,629 7.7% Medicare 121,877 138,871 154,508 11.3% 162,194 5.0%
Social Security 453,995 555,917 614,934 10.6% 637,884 3.7% Other Benefits 430,097 465,830 612,550 31.5% 692,110 13.0% Total Salary and Benefits 12,692,712 14,378,400 16,122,260 12.1% 16,855,444 4.5% Non-Personnel
Materials/Services/Supplies 2,469,902 3,408,776 3,595,636 5.5% 3,798,163 5.6% Interfund Services 1,949,053 2,232,999 1,185,498 (46.9%) 1,204,099 1.6% Total Non-Personnel 4,418,955 5,641,775 4,781,134 (15.3%) 5,002,262 4.6% Total by Category 17,111,667 20,020,175 20,903,394 4.4% 21,857,706 4.6% Community Facilities District 2019-1
Lawrence Station Fund
404
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Accounting Division
3322 General Accounting 15.65 16.65 18.65 2.00 18.65
Total Accounting Division 15.65 16.65 18.65 2.00 18.65
Administrative Services Division
3362 Citywide Fiscal Planning 4.77 4.77 4.77 0.00 4.77
Total Administrative Services Division 4.77 4.77 4.77 0.00 4.77 Budget Division
3315 Budget and Financial Analysis 5.33 5.33 5.33 0.00 5.33 Total Budget Division 5.33 5.33 5.33 0.00 5.33
Municipal Services Division
3332 Utility Billing Services 14.80 14.80 15.80 1.00 15.80 3333 Revenue Receipting/Cashiering 4.10 4.10 4.10 0.00 4.10 3334 Business Certificate 1.60 1.60 1.60 0.00 1.60
3335 Field Services 6.15 6.15 8.15 2.00 8.15
3336 Administration 1.50 1.50 1.50 0.00 1.50
3337 Contact Center/Communication 4.85 4.85 4.85 0.00 4.85 Total Municipal Services Division 33.00 33.00 36.00 3.00 36.00 Purchasing Division
3341 Warehouse 5.45 5.45 5.45 0.00 5.45
3343 Purchasing 6.55 6.55 8.55 2.00 8.55
Total Purchasing Division 12.00 12.00 14.00 2.00 14.00
Total by Division / Program 70.75 71.75 78.75 7.00 78.75 405
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 70.75 71.75 78.75 7.00 78.75
Total by Fund 70.75 71.75 78.75 7.00 78.75
Position Classification
Accountant 3.00 4.00 5.00 1.00 5.00
Accounting Division Manager 1.00 1.00 1.00 0.00 1.00
Accounting Technician I 1.00 1.00 2.00 1.00 2.00
Accounting Technician II 4.75 4.75 4.75 0.00 4.75
Assistant Director of Finance 1.00 1.00 1.00 0.00 1.00
Budget Manager 1.00 1.00 1.00 0.00 1.00
Business Analyst 1.00 1.00 1.00 0.00 1.00
Buyer 1.00 2.00 2.00 0.00 2.00
Chief Storekeeper 1.00 1.00 2.00 1.00 2.00
Contracts Manager 4.00 4.00 4.00 0.00 4.00
Customer Service Representative 14.00 14.00 15.00 1.00 15.00 Customer Service Supervisor 2.00 2.00 2.00 0.00 2.00
Director of Finance 1.00 1.00 1.00 0.00 1.00
Management Analyst 4.00 4.00 4.00 0.00 4.00
Materials Handler 2.00 2.00 3.00 1.00 3.00
Meter Reader 3.00 3.00 4.00 1.00 4.00
Municipal Services Division Manager 1.00 1.00 1.00 0.00 1.00 Office Specialist III 1.00 1.00 1.00 0.00 1.00
Office Specialist IV 1.00 1.00 1.00 0.00 1.00
Principal Accountant 1.00 1.00 1.00 0.00 1.00
Principal Financial Analyst 1.00 1.00 1.00 0.00 1.00
Purchasing Clerk 1.00 0.00 0.00 0.00 0.00
Purchasing Division Manager 1.00 1.00 1.00 0.00 1.00
Senior Accounting Technician 3.00 3.00 3.00 0.00 3.00
Senior Customer Service Representative 5.00 5.00 5.00 0.00 5.00 Senior Management Analyst 5.00 5.00 5.00 0.00 5.00
Senior Materials Handler 1.00 1.00 1.00 0.00 1.00
Utility Field Services Supervisor 2.00 1.00 1.00 0.00 1.00 Utility Field Services Worker 1.00 2.00 3.00 1.00 3.00
Utility Services Technician 2.00 2.00 2.00 0.00 2.00
Total Positions 70.75 69.75 78.75 7.00 78.75
406
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 71.75 20,020,175
GASB/Actuarial Services (amounts vary every two years) (24,290) Cost Allocation Plan (every two years) (50,000)
Salary and benefits adjustments 675,186
Addition of 2.0 FTE from RTC 25-1053 (Approved by City Council January 14, 2025 Funded by SVP)

2.00 389,336

1.0 Materials Handler

1.0 Chief Storekeeper
Increase budget software annual subscription and property tax County admin 103,226
Increase for utility bill print, utility correspondence, postage & mailing 97,416 Increase financial software license 57,481
Increase for employee engagement 3,590
Net change in various interfund allocations (1,047,501) Net decrease in other Non-Personnel adjustments (563)
Total Base Budget Adjustments 2.00 203,881
Total FY 2025/26 Base Budget 73.75 20,224,056
Add 1.0 Utility Field Service Worker 1.00 129,541
Add 1.0 Meter Reader 1.00 127,596
Add 1.0 Customer Service Representative and As-Needed 1.00 160,480 Add 1.0 Accounting Technician I 1.00 107,361
Add 1.0 Accountant for Direct Charging for CIP Management 1.00 154,360 Total Service Level Changes 5.00 679,338
Total FY 2025/26 Proposed Budget 78.75 20,903,394
Service Level Changes
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
407
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Budget Reconciliation
Positions Expenditures
(All Funds)
GASB/Actuarial Services (amounts vary every two years) 25,903 Cost Allocation Plan (every two years) 52,500
Salary and benefits adjustments 540,159
Net increase in other Non-Personnel adjustments 124,124 Net increase in various interfund allocations 18,601
Total Base Budget Adjustments 0.00 761,287
Total FY 2026/27 Base Budget 78.75 21,664,681
Add 1.0 Utility Field Service Worker 36,880
Add 1.0 Meter Reader 38,825
Add 1.0 Customer Service Representative and As-Needed 37,903 Add 1.0 Accounting Technician I 32,540
Add 1.0 Accountant for Direct Charging for CIP Management 46,877 Total Service Level Changes 0.00 193,025
Total FY 2026/27 Proposed Budget 78.75 21,857,706
FY 2026/27 Base Budget Adjustments
Ongoing Cost Adjustments
Service Level Changes
One-Time Cost Adjustments
408
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Field Service Worker 1.00 0 129,541 0 166,421
Program: 3335 – Field Service
This proposal adds one additional full-time Field Service Worker (FSW) to focus on service disconnections, field inspections and meter-related fieldwork, ensuring timely and efficient service while maintaining revenue protection efforts. This position will also allow for better workload distribution and overall service reliability. With additional resources focused on disconnections, the city will increase its collection rates, improve consistency on its shutoff process to ensure services are disconnected in a timely manner, and reduce the number of aging delinquent accounts.

This position will also allow the department to process service orders faster, reducing delays in shutoffs, re-reads, and meter investigations. Current service orders may take longer than 120 days to complete due to FSW workload. With an additional FSW, completion times will be reduced, ensuring quicker resolution of customer requests. The position is anticipated have 0.75 FTE allocated for supporting Electric and 0.25 FTE for Water, which will be reflected in the FY 2026/27 cost allocation plan.

Performance Impact
The Field Service Worker (FSW) team plays a critical role in utility operations by managing service orders (customer access issues, move-in/move-out requests, meter re-reads, meter inspections, and field investigations) and disconnections for non-payment. This proposal will enable better service delivery and provide a dedicated resource for managing shut-offs. It will also contribute to more equitable service outcomes by ensuring timely support for all customers, including those at risk of disconnection.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 409
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Meter Reader 1.00 0 127,596 0 166,421
Program: 3335 – Field Service
This proposal adds 1.0 Meter Reader in the Municipal Services Division to ensure timely and accurate meter reads within the required 28-32 day cycle and reduce reliance on estimated billing, preventing further delays in billing, inaccuracies, and revenue loss caused by extended read cycles. Meter readers are responsible for accurately collecting consumption data for 201 routes during odd months and 206 routes during even months. With current staffing, some meter reads exceed the 28-32 day target, reaching 33-34 days, which increases the need for estimated billing. Estimated bills often lead to customer disputes, requiring re-reads and adjustments that further strain staff. With additional staff, cycles will be completed on time, reducing reliance on estimated bills and minimizing re-reads. The position is anticipated have 1.0 FTE allocated for supporting water, which will be reflected in the FY 2026/27 cost allocation plan.

Performance Impact
Provides resources for collecting accurate consumption data to ensure proper billing and revenue collection. It also supports customer confidence by reducing reliance on estimated billing, which can lead to frustration or payment disputes.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 410
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Customer Service
Representative and As-Needed

1.00 0 160,480 0 198,383
Program: 3332 – Utility Billing Services
This proposal adds 1.0 Customer Service Representative (CSR) and funding for one additional as-needed CSR to the Municipal Services Division's Contact Center. This center serves as a critical touchpoint for utility billing inquiries, service requests, and customer concerns. Historical data shows rising call volumes. While the length of calls has remained consistent at around 3 to 4 minutes, increased call volume year-over-year has led to longer wait times and increased abandonment rates. In 2024, the average queue time increased to 7 minutes compared to 3.5 minutes in 2021. The

14.0 budgeted CSR positions are currently filled for varying functions, from back-billing, cash handling, and 3.5 FTEs assigned to the Contact Center. Even with shifting of staffing during times with high call volumes, there has been insufficient support for call service. The addition of 1.0 CSR and as-needed CSR will provide needed support for the Contact Center to provide timely services for utility customers. The added CSR position is anticipated have 0.75 FTE allocated for supporting electric, 0.20 FTE for water, and 0.05 FTE for Solid Waste, which will be reflected in the FY 2026/27 cost allocation plan.

Performance Impact
These additional resources will enable Finance to provide timely services to reduce wait times and call abandonment.

They will also improve the quality of service during peak periods by reducing stress on existing staff, enabling more consistent customer interactions. The added flexibility from an as-needed CSR helps the division adapt to surges in call volume and maintain service continuity during staff absences or high-demand events.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 411
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Accounting Technician I 1.00 0 107,361 0 139,901 Program: 3322 – General Accounting
This proposal adds 1.0 Accounting Technician to provide oversight of daily utility payments and their interface with the financial system (0.75 FTE), as well as additional support to the Payroll and Accounts Payable (AP) units (0.25 FTE).

This position would review and reconcile daily utility transactions from the utility billing system to the financial accounting system and the bank. This includes processing daily credit card payments, reviewing all utility payment integrations, and reconciling daily cash utility receipts. Currently, this task is performed by an as-needed Accounting Technician. The addition of this position will address the ongoing gap and enhance oversight of detailed transactions flowing from the utility billing system to the financial accounting system. This position will also assist with monthly reconciliations of bank accounts and credit card statements related to utility billing and process weekly accounts payable vouchers and journal vouchers that are currently handled by an as-needed Accounting Technician.

The position would also support the Payroll unit in processing biweekly payroll. The Payroll unit currently operates with

3.75 FTEs and relies on temporary assistance from an as-needed Accounting Technician, as well as Accounting Technicians from Financial Reporting and the Stadium Authority units.

This position will improve the efficiency of routine SVP accounting tasks, such as data entry and account reconciliation, ensuring accurate transaction recording. It will also allow senior accounting staff to focus on more complex duties and eliminate the dependence on temporary staff.

Performance Impact
The addition of this position will improve utility payments processing to ensure accurate accounting and bi-weekly payroll and issuance of employee checks on time.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 412
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Accountant 1.00 0 154,360 0 201,237
Program: 3322 – General Accounting
This proposal adds 1.0 Accountant to implement changes to the accounting of City staff time that support capital project delivery. Currently, staff project delivery costs are charged to various capital funds but not directly to individual capital projects, which understates the total cost of an individual project. This also makes it difficult for benchmarking of project delivery and management costs. Staff plans to change this practice and charge staff costs associated with capital project management to the individual capital projects.

Limitations in the City’s financial accounting system do not allow all staff costs to be charged directly to individual capital projects. The benefits costs do not get directly allocated to the individual projects when projects are directly charged. Given this system limitation, the Accountant position will help set up and administer the accounting structure and process to capture all staff costs for project delivery. This model will better represent the total cost of projects and allows for better accounting of these costs in the City’s financial statements. This will also allow the City to track project management costs by project and to benchmark against other agencies.

Performance Impact
The addition of this position allows for more accurate accounting of actual project costs and assists in budget development and resource planning.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 413
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Performance and Workload Measures
Administrative Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Annual percentage yield on
investments while following
primary objectives of safety,
liquidity, and yield

1.62% 3.21% 2.4% 3.59% 3.93% 3.99%
Accounting Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Complete the external audit
process and preparation of City's
Annual Comprehensive Financial
Report with an unmodified audit
opinion by December 31
100% 100% 100% 100% 100% 100%
Complete the preparation and
submission of various State,
local, and federal agency reports
by due dates
100% 100% 100% 100% 100% 100%
Complete the month-end
accounting close process and
distribution of department budget
status reports by the 15th
working day of the following
month
33% 92% 100% 95% 100% 100%
Process bi-weekly payroll and
issuance of employee checks by
the due date and on time
100% 100% 100% 100% 100% 100%
Workload Measures
Number of invoices processed 21,400 20,100 25,000 20,000 22,000 22,000 Number of checks and ACH
payments issued 11,600 10,952 12,000 10,700 12,000 12,000 414
◄
.......
11 I I -
◄
.......

I II I -
◄
.......
11 I I -
◄
.......

I II I -
◄
.......
1111
-
◄
.......

I II I -◄
.......

I II I
-
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Performance and Workload Measures
Budget Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of variance between
budget and actual revenues in
the General Fund

9.7% 4.7% 2.0% 2.0% 2.0% 2.0%
Percentage of variance between
budget and actual expenditures
in the General Fund

6.0% 3.4% 2.0% 2.0% 2.0% 2.0%
Workload Measures
Average number of quarterly
comprehensive budget status
reviews conducted with City
departments to evaluate financial
performance and budget
deviations

3.24 3.35 4 3.5 4 4
Municipal Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of closed delinquent
accounts collected in-house 87% 90% 95% 90% 95% 95%
Percent of delinquent Business
License tax certificates at fiscal
year-end

4.2% 11% 2.0% 10% 8% 4%
Percent of customer calls
answered within 90 seconds 43% 21% 50% 30% 50% 50%
Average hold time of sequenced
calls (m:s) 1:26 1:37 2:00 1:45 1:30 1:30
Percentage of calls with a call
quality score of at least 4.75 out
of 5.0
100% 100% 90% 100% 95% 95%
Workload Measures
Average monthly number of
utility accounts paying by
automated methods
54,790 48,230 46,000 49,000 50,000 52,000
Average monthly utility payments
processed 67,335 59,632 59,000 60,000 60,000 62,000
Number of business tax
certificates processed annually 11,553 9,567 13,000 10,000 10,000 10,000 Number of service requests
processed yearly 41,143 43,033 55,000 45,000 48,000 51,000 415
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I N AN C E DE P A RT M E N T Performance and Workload Measures
Municipal Services Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Average number of utility
accounts invoiced 66,645 68,229 70,000 69,000 70,000 71,000 Average monthly number of
Business License renewals
processed via the online portal
5,469 6,559 5,000 5,000 5,000 5,000
Average number of meters read
monthly 86,748 87,480 88,000 91,000 94,500 99,500
Purchasing Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Writing off slow-moving inventory
10% of
total
value
10% of
total value
10% of
total value
10% of
total value
10% of
total value
10% of
total value
Internal Customer Satisfaction of
central warehouse – Delete for FY
2025/26

N/A N/A
90% rated
good or
better

N/A N/A N/A
Cost savings/avoidance for all
solicitations facilitated by the
Purchasing Division contracts team
11% 3% 10% 3% 3% 3%
Cycle time to process standard
purchase orders * 5 days 5 days 5 days 5 days 5 days 5 days Internal customer satisfaction of
Purchasing Division N/A N/A
75% rated
good or
better
75% rated
good or
better
75% rated
good or
better
75% rated
good or
better
Workload Measures
Number of RFx (RFP, RFQ, RFB)
facilitated by the Purchasing
Division
87 101 80 90 90 90
Number of purchase orders 1,224 1,223 1,290 1,290 1,290 1,290 Number of procurement card
transactions 10,502 11,710 9,000 9,000 9,000 9,000
Number of inventory items cycle
counted 1,972 2,454 2,500 2,500 2,500 2,500
Number of material requisitions 3,238 3,448 3,500 3,500 3,500 3,500 Number of mail pieces processed 64,650 56,799 60,000 60,000 60,000 60,000 * This measure was reworded from the prior year.
416
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Fire
Department
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418
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Fire Department Description
The Fire Department deploys highly-trained and well-equipped personnel to emergency incidents in a response time of less than six minutes at least 90% of the time for structure fires and less than eight minutes at least 90% of the time for Advanced Life Support (ALS) emergency medical calls. This response time is measured from the time of dispatch to arrival, allowing for two minutes of turnout time and four to six minutes of travel time.

Divisions and Services
The Santa Clara Fire Department’s mission is to protect and enhance the quality of life for the community. It is organized into five divisions: Field Operations, Emergency Medical Services (EMS), Community Risk Reduction, Training, and Administration.

The Field Operations Division is comprised of first responders who provide emergency response to residents, visitors, and businesses within the community. This division is made up of eight fire engines, two fire trucks, one Hazardous Materials response unit, one Rescue response unit, one ambulance, one Battalion Chief, and one Assistant Training Officer per shift.

Next, the Emergency Medical Services (EMS) Division provides first responder medical services (including Advanced Life Support) to all residents and visitors within the guidelines determined by the Santa Clara County EMS Authority. Using existing fire station staffing, the division also supports ambulance transport, while authorized under special circumstances approved by the Santa Clara County Emergency Medical Services agency. The division maintains paramedic and emergency medical technician (EMT) licensure and certifications, maintains emergency medical equipment caches, works closely with the County EMS Authority to ensure County protocols, ensures training and programs are deployed to personnel, and acts as the agency’s Designated Infection Control Officer (DICO).

The Community Risk Reduction Division (CRRD) of the Fire Department plays a vital role in protecting the safety and wellbeing of the community through education, outreach, and regulatory oversight. Its integrated approach includes community risk reduction programs, development-related plan reviews and inspections, state-mandated inspections, code enforcement, hazardous materials management, and fire and hazardous materials investigations. CRRD also serves as the local Certified Unified Program Agency (CUPA), a designation by the California Environmental Protection Agency. In this role, the division administers and enforces six environmental protection programs, providing consistent, streamlined oversight of environmental safety regulations—delivering significant benefits to the community. Through these efforts, CRRD empowers residents and businesses and supports long-term community safety, resiliency, and risk reduction.

The Fire Department’s Training Division conducts and evaluates a wide variety of activities including simulated emergency incidents, assessments, and classes to ensure Fire Department personnel are performing at the highest levels of the profession. The division maintains documentation to support State and Federal certification programs and develops and implements local and regional response/mitigation exercises focused on large-scale community events. Lastly, the Training Division assists the Human Resources Department in developing and administering Fire Department promotional examinations.

The Administrative Division provides management, organization, and support for the Fire Department’s various divisions.

The primary duties of this this division include budget development and management, recruitment, grant management, accounts payable and payroll processing, fire station maintenance and workers’ compensation coordination, strategic management and planning, data management, emergency/non-emergency photography, and data analysis. In addition, the division manages the department web page, social media outlets, annual department open house, and creation and management of department maps (including pre-incident planning). The Administrative Division also oversees the development, management, and implementation of department policies and procedures. 419
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Field Operations
Division Mission
To enhance the quality of life for the community by providing caring, communityoriented service to protect life, property, and the environment.

Division Objectives
Maintain a citywide emergency response standard in which the first Advanced Life Support (ALS) unit arrives on scene within eight minutes of fire crew notification for EMS incidents, and within six minutes for structure fires, at least 90% of the time.

Provide an effective response force (ERF) of 17 personnel on scene of a structure fire in less than ten minutes from dispatch of alarm, at least 90% of the time.

Provide hazardous materials response to protect the community from hazards associated with uncontrolled release of hazardous and toxic materials and respond to technical rescue emergencies efficiently and effectively.

Provide Fire and EMS services to Levi’s Stadium and all major special events held within the City of Santa Clara.

Emergency Medical
Services
Division Mission
Deliver quality emergency medical services to citizens and visitors of Santa Clara, ensuring all department EMTs and paramedics responding on all fire apparatus are certified.

Division Objectives
Process medical certifications and licenses for all Fire Department personnel and monitor for compliance with State and local government regulations.

Provide quality assurance/improvement processes for treatment-based EMS delivery.

Monitor and maintain custody and security of protected health information.

Provide high quality EMS/EMT training and equipment to all Fire Department personnel and local stakeholders, as needed.

Manage fire department ambulance transportation of patients to hospitals, while authorized under special circumstances approved by Santa Clara County Emergency Medical Services agency.

Train city employees in American Heart Association Cardiopulmonary Resuscitation (CPR) and Automated External Defibrillator (AED).
420
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Community Risk
Reduction
Division Mission
To protect life, property, and the environment through education, engineering, enforcement, economic incentives, empowerment, and emergency response.

Division Objectives
Leverage community-specific data to reduce risks and injuries through targeted community risk reduction education, outreach, and prevention programs.

Conduct comprehensive plan reviews and inspections for planning and building permits, fire and life safety systems, hazardous materials installations, and temporary structures for special events.

Investigate intentionally set fires and unauthorized hazardous materials releases in coordination with the Santa Clara Police Department and the County District Attorney’s Office to support criminal and civil prosecutions.

Promote continued compliance by providing risk reduction training, conducting emergency preparedness drills, and ensuring adherence to state-mandated hazardous materials reporting requirements.

Enforce six environmental protection programs under the Certified Unified Program Agency (CUPA) designation from the California Environmental Protection Agency (CalEPA).

Conduct state-mandated and operational permit inspections of local businesses and facilities to ensure compliance with fire, life safety, and environmental protection regulations.

Training Division Mission Deliver high-quality public safety education and training in public safety to all members of the Santa Clara Fire Department.

Division Objectives
Provide annual, semi-annual, and quarterly drills in the disciplines of firefighting, hazardous materials response, and rescue operations to members of the Fire Department to promote skill development and continuous improvement.

Maintain records to support State and Federal training certifications required for specific disciplines.

Perform self-contained breathing apparatus (SCBA) and respirator fit testing as part of the Respiratory Protection Program to maintain compliance with state and federal regulations.

Coordinate and schedule public education programs, school site visits, station tours, and other public outreach activities.
421
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Administrative Division
Mission
Provide management, organization, and support for the various Fire Department divisions that are actively engaged in the protection of life and property.

Division Objectives
Provide the community with information on Fire Department programs and services.

Establish and communicate the Department’s vision and mission to all Fire Department personnel.

Coordinate with other departments in the City as needed to support City projects and programs.

Create a biennial budget that meets department needs and supports Council goals and objectives.

Plan and prepare emergency responses for atypical or extraordinary incidents that exceed the capacity of normal Fire Department operations. 422
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Significant Accomplishments
 Completed update to the Santa Clara Fire Department Strategic Plan, including internal and external stakeholder participation.
 Established a department photography team with existing staff to capture images of Fire Department emergency response and daily events and activities.
 Successfully completed firefighter recruitment campaign and firefighter recruitment process.  Continued the staffing supported by the Staffing for Adequate Fire and Emergency Response (SAFER) grant that allowed for the hiring of 18 firefighters to provide backfill relief support.  Purchased a tractor-drawn aerial apparatus to replace a front-line apparatus with the expected delivery date of December 2026.
 Successfully implemented the Accela platform for fire operational permitting and inspections, transitioning CRRD to a fully digital, integrated, and streamlined permitting system.  Continued successful management of the County Fire Chief’s Youth Firesetter Prevention & Intervention Program.

Twelve students successfully completed the nationally recognized diversion program.  Delivered three City-wide training sessions in partnership with the City Manager’s Office of Emergency Management designed to empower employees to prepare their families for emergencies, with the goal of enabling them to serve more effectively as disaster service workers.
 Achieved record attendance and engagement at the 2024 Firehouse Family Fair, held in recognition of the National Fire Protection Association’s Fire Prevention Week—the nation’s longest-running public health and safety observance.
 Hosted State Fire Training Firefighter 1 and 2 Fire Academies for recruits from Santa Clara including a graduating class of 20 firefighters in 2023 and a class of 3 firefighters in 2025.  Established the infrastructure and procedures necessary to staff the Fire Department ambulance to maintain patient care during transport to local hospitals under special circumstances authorized by the Santa Clara County Emergency Medical Services agency.
 Purchased a Type 1 Ambulance and staffed an ALS ambulance daily responding to an average of 7 calls per shift and transporting patients to area hospitals an average of 5 times per shift under special circumstances authorized by the Santa Clara County Emergency Medical Services agency.  Obtained and integrated a live, find, search canine into operations capabilities in partnership with California Task Force 3; fully funded by FEMA and the National Disaster Search Dog Foundation.  Implemented the National Fire Protection Association’s CRAIG 1300 system to effectively collect community incident data, enabling the department to identify, assess, and share local demographic, geographic, and economic needs for the development of community risk reduction programs.  Reinvigorated the Community Emergency Response Team (CERT) program after a pause during the COVID-19 emergency response.
 Deployed crews to an increased number of wildland deployments, both in California and out-of-state.  Maintained CalOES Type 2 certification for Hazardous Materials and Urban Search and Rescue. 423
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Significant Objectives
 Improve workflow and efficiencies with administrative staffing.  Ensure policies and procedures are up-to-date.
 Continue to advance Fire Department initiatives in Inclusion, Diversity and Equity through community outreach, firefighter recruitment and public relations.
 Manage all aspects of the SAFER grant award.
 Complete the Code Enforcement Citation Program transition to Accela, further unifying operations under a single platform and automating the previously paper-based process.  Expand the Firefighters in Safety Education (FISE) program to provide more classes to public and private schools in the community.
 Complete the City’s compliance, monitoring, and enforcement data transfer protocols to the State’s CERS Next Gen Project estimated in 2026.
 Improve fire and life safety inspection documentation for Field Operations personnel.  Develop training to ensure personnel are prepared for major events, including Super Bowl 60 and FIFA World Cup in 2026.
 Continue to staff the Fire Department ambulance with existing fire station personnel while Santa Clara County is operating under Standard Dispatch Order 3, giving fire agencies the authority to provide transportation within the County.

Budget Highlights
 The Proposed Budget continues 12.0 Firefighter relief positions that were funded by the SAFER grant through FY 2025/26 partially offset by a reduction in overtime. This continues the 12.0 Firefighter positions that were previously frozen.
 The Proposed Budget includes the following budget actions to support the Community Risk Reduction Division to help address the current pace of development activity in the City and to provide additional administrative support to the division:
• 1.0 Fire Protection Engineer
• 1.0 Fire Prevention Specialist I
• 1.0 Management Analyst
• Contractual services for development inspections
 The Proposed Budget includes funding to train Field Operations personnel in preparation for the deployment of a new tractor-drawn aerial apparatus, as well as funding to transition the Fire Department’s self-contained breathing apparatus air quality testing to an external vendor to ensure greater consistency and reliability. 424
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Field Operations

1.00 Deputy Fire Chief

3.00 Battalion Chief 24 Hours

3.00 Assistant Training Officer

1.00 Fire Captain - Training

30.00 Fire Captain

40.00 Driver Engineer

60.00 Firefighter I/II
138.00 Total Field Operations FTE
Emergency Medical Services

1.00 Battalion Chief

1.00 Staff Aide I

2.00 Total Emergency Medical Services
FTE
Community Risk Reduction

1.00 Fire Marshal

1.00 Assistant Fire Marshal

2.00 Deputy Fire Marshal III

5.00 Deputy Fire Marshal II

2.00 Deputy Fire Marshal I

3.00 Fire Protection Engineer

2.00 Fire Prevention Specialist II

3.00 Fire Prevention Specialist I

1.00 Permit Technician

1.00 Management Analyst

1.00 Staff Aide I

2.00 Office Specialist II

24.00 Community Risk Reduction FTE
Training

1.00 Battalion Chief

1.00 Office Specialist II

2.00 Total Training FTE
Fire Department
175.50 FTEs*
*The positions above represent all funded positions in FY 2025/26, including the addition of 3.0 Community Risk Reduction Division positions recommended in this budget. This also incorporates the reallocation of 1.0 Management Analyst position from the Fire Department to Non-Departmental to reflect the transfer of the Office of Emergency Management function. The position count excludes the net reduction of 6.0 positions in FY 2026/27 due to the end of the SAFER grant (12.0 of the 18.0 positions are continued in this budget; these were the previously frozen positions). The remaining frozen positions include

1.0 Fire Protection Engineer and 1.0 Deputy Fire Marshal that were funded by Related and 0.75 Quality Improvement Nurse.

Administration

1.00 Fire Chief

1.00 Deputy Fire Chief

1.00 Assistant Training Officer

1.00 Management Analyst

1.00 Staff Analyst I

1.00 Battalion Chief

1.00 Fire Application Data Analyst

1.00 Fire Plan Draftsperson

1.00 Office Specialist II

0.50 Office Assistant

9.50 Total Administration FTE
425
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
7811 Administration 4,407,616 5,124,943 3,334,886 (34.9%) 3,853,140 15.5% 7812 Special Operations1
0 0 634,715 0.0% 677,845 6.8%
4,407,616 5,124,943 3,969,601 (22.5%) 4,530,985 14.1%
7822 Field Operations 57,830,355 58,373,918 65,874,239 12.8% 67,600,723 2.6% 57,830,355 58,373,918 65,874,239 12.8% 67,600,723 2.6%
7831 Administration, Investigation
and Education
1,189,825 1,070,520 1,301,910 21.6% 1,365,079 4.9%
7834 Development Services 2,673,114 2,929,148 3,820,349 N/A 4,082,508 6.9% 7835 Non-Development Services 1,273,121 1,544,820 1,972,797 N/A 2,069,500 4.9% 7836 Development CUPA 354,304 357,985 564,012 N/A 603,432 7.0% 7837 Non-Development CUPA 1,159,106 1,406,349 1,221,760 N/A 1,296,292 6.1% 6,649,470 7,308,822 8,880,828 21.5% 9,416,811 6.0%
7841 Training 1,229,245 1,520,632 1,152,288 (24.2%) 1,171,668 1.7% 1,229,245 1,520,632 1,152,288 (24.2%) 1,171,668 1.7%
7871 Office of Emergency Management2
254,562 284,445 0 (100.0%) 0 N/A
254,562 284,445 0 (100.0%) 0 0.0%
7861 Emergency Medical Services 1,490,960 1,373,117 1,421,593 3.5% 1,485,044 4.5% 1,490,960 1,373,117 1,421,593 3.5% 1,485,044 4.5%
71,862,208 73,985,877 81,298,549 9.9% 84,205,231 3.6%
Emergency Medical Services Division
Total Emergency Medical Services Division
Total by Division / Program
Community Risk Reduction Division
Community Risk Reduction Division
Training Division
Total Training Division
Office of Emergency Management Division2 Total Office of Emergency Services Division Total Field Operations Division
Dollars by Division / Program
Administration Division
Total Administration Division
Field Operations Division
1 Special Operations is a new program effective FY 2025/26 2 Office of Emergency Management (formerly known as Office of Emergency Services) is reallocated to Non-Departmental effective FY 2025/26
426
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
65,169,175 66,292,191 70,335,667 6.1% 78,139,209 11.1%
17,608 0 0 0.0% 0 0.0%
0 0 1,779,867 0.0% 1,893,649 6.4%
3,118,129 3,396,403 3,908,122 15.1% 4,172,373 6.8%
Fire Operating Grant Trust Fund 3,557,296 4,297,283 5,274,893 22.7% 0 (100.0%) Total by Fund 71,862,208 73,985,877 81,298,549 9.9% 84,205,231 3.6% Dollars by Category
Salary and Benefits
Salary 36,393,923 36,712,202 38,139,943 3.9% 39,216,590 2.8% As-Needed 125,395 45,726 47,157 3.1% 48,635 3.1%
Overtime 3,107,404 875,129 1,844,972 110.8% 3,032,791 64.4% Retirement 19,462,542 21,998,538 23,632,744 7.4% 23,829,667 0.8% Health Allocation 2,871,162 3,293,603 3,796,118 15.3% 3,970,742 4.6% Medicare 561,112 564,683 585,877 3.8% 596,587 1.8%
Social Security 111,755 138,476 159,790 15.4% 166,876 4.4% Other Benefits 1,274,262 1,325,929 1,435,620 8.3% 1,425,892 (0.7%) Total Salary and Benefits 63,907,554 64,954,286 69,642,221 7.2% 72,287,780 3.8% Non-Personnel
Materials/Services/Supplies 1,953,137 1,917,386 2,095,163 9.3% 2,153,221 2.8% Interfund Services 5,796,941 7,068,724 8,992,162 27.2% 9,197,995 2.3% Capital Outlay 49,349 37,000 565,196 N/A 565,600 N/A
Transfers to Other Funds 155,226 8,481 3,807 N/A 635 N/A Total Non-Personnel 7,954,654 9,031,591 11,656,328 29.1% 11,917,451 2.2% Total by Category 71,862,208 73,985,877 81,298,549 9.9% 84,205,231 3.6% General Fund
Expendable Trust Fund
Fire Development Services Fund
Fire Certified Unified Program Agency
(CUPA) Fund3
3 Fire Certified Unified Program Agency (CUPA) Fund is a new fund effective FY 2024/25 427
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Division / Program
Administration Division
7811 Administration 8.50 8.50 8.50 0.00 8.50
7812 Special Operations1

0.00 0.00 1.00 1.00 1.00
Total Administration Division 8.50 8.50 9.50 1.00 9.50
Field Operations Division
7822 Field Operations 138.00 138.00 138.00 0.00 132.00
Total Field Operations Division 138.00 138.00 138.00 0.00 132.00 Community Risk Reduction Division
7831 Administration, Investigation and Education 3.00 3.00 3.05 0.05 3.05 7834 Development Services 8.06 8.06 10.45 2.39 10.45
7835 Non-Development Services 5.21 5.21 6.55 1.34 6.55
7836 Development CUPA 0.98 0.98 1.00 0.02 1.00
7837 Non-Development CUPA 3.75 3.75 2.95 (0.80) 2.95
Total Community Risk Reduction Division 21.00 21.00 24.00 3.00 24.00 Training Division
7841 Training - Fire 3.00 3.00 2.00 (1.00) 2.00
Total Training Division 3.00 3.00 2.00 (1.00) 2.00
Office of Emergency Management Division2
7871 Office of Emergency Management21.00 1.00 0.00 (1.00) 0.00 Total Office of Emergency Services Division 1.00 1.00 0.00 (1.00) 0.00 Emergency Medical Services Division
7861 Emergency Medical Services 2.00 2.00 2.00 0.00 2.00 Total Emergency Medical Services Division 2.00 2.00 2.00 0.00 2.00 Total by Division / Program 173.50 173.50 175.50 2.00 169.50 1 Special Operations is a new program effective FY 2025/26 2 Office of Emergency Management (formerly known as Office of Emergency Services) is reallocated to Non-Departmental effective FY 2025/26
428
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Fund
General Fund 146.46 146.46 143.10 (3.36) 155.10
Fire Certified Unified Program Agency (CUPA) Fund3

0.00 0.00 3.95 3.95 3.95
Fire Development Services Fund 9.04 9.04 10.45 1.41 10.45 Fire Operating Grant Trust Fund 18.00 18.00 18.00 0.00 0.00 Total by Fund 173.50 173.50 175.50 2.00 169.50
Position Classification
Assistant Fire Marshal 1.00 1.00 1.00 0.00 1.00
Assistant Training Officer 0.00 0.00 3.00 3.00 3.00
Battalion Chief 3.00 3.00 3.00 0.00 3.00
Battalion Chief 24 Hrs 3.00 3.00 3.00 0.00 3.00
Deputy Fire Chief 2.00 2.00 2.00 0.00 2.00
Deputy Fire Marshal 4.00 4.00 4.00 0.00 4.00
Deputy Fire Marshal Haz Mats 5.00 5.00 5.00 0.00 5.00
Driver Engineer 40.00 40.00 40.00 0.00 40.00
Fire Application Data Analyst 1.00 1.00 1.00 0.00 1.00
Fire Captain 35.00 35.00 31.00 (4.00) 31.00
Fire Captain - Training 0.00 0.00 1.00 1.00 1.00
Fire Chief 1.00 1.00 1.00 0.00 1.00
Fire Marshal 1.00 1.00 1.00 0.00 1.00
Fire Plan Draftsperson 1.00 1.00 1.00 0.00 1.00
Fire Prevention Specialist I 2.00 2.00 3.00 1.00 3.00
Fire Prevention Specialist II 2.00 2.00 2.00 0.00 2.00
Fire Protection Engineer 2.00 2.00 3.00 1.00 3.00
Firefighter I/II 60.00 60.00 60.00 0.00 54.00
Management Analyst 2.00 2.00 2.00 0.00 2.00
Office Assistant 0.50 0.50 0.50 0.00 0.50
Office Specialist II 4.00 4.00 4.00 0.00 4.00
Office Specialist IV 0.00 0.00 0.00 0.00 0.00
Permit Technician 1.00 1.00 1.00 0.00 1.00
Staff Aide I 2.00 2.00 2.00 0.00 2.00
Staff Analyst I 1.00 1.00 1.00 0.00 1.00
Total Positions 173.50 173.50 175.50 2.00 169.50
*The positions above represent all funded positions, including the addition of 3.0 Community Risk Reduction Division positions recommended in this budget. This also incorporates the reallocation of 1.0 Management Analyst position from the Fire Department to Non-Departmental to reflect the transfer of the Office of Emergency Management function. The position count in FY 2026/27 reflects the net reduction of 6.0 positions due to the end of the SAFER grant (12.0 of the 18.0 positions are continued in this budget; these were the previously frozen positions). The remaining frozen positions include 1.0 Fire Protection Engineer and 1.0 Deputy Fire Marshal that were funded by Related and 0.75 Quality Improvement Nurse. 3 Fire Certified Unified Program Agency (CUPA) Fund is a new fund effective FY 2024/25 429
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 173.50 73,985,877
Remove fire station water replacement (one-time) (14,000) Remove SFT training courses for SAFER grant-funded positions (one-time) (5,000) Salary and benefit adjustments 3,062,336
Reclassification of 4.0 Fire Captain 24hr - Training to 4.0 Assistant Training Officers

0.00 Shift 1.0 Management Analyst from Fire Department to Non-Departmental (1.00) (231,847) Net increase in various interfund services allocations 1,923,438 Increase in daily minimum staffing overtime costs 884,415 Increase in overtime costs for various administrative tasks, training and events 85,428 Net increase in capital outlay (personal protective equipment, thermal imaging camera, and defribrillator replacements)
528,196
Compensatory time off (CTO) FLSA payouts 381,100
Net increase in materials, services and supplies 69,648 Shift recruitment costs (every two years) from FY 2026/27 to FY 2025/26 10,000 Increase in ladder testing and repair service costs 2,646 Increase in electric and hydraulic rescue tool maintenance costs 1,000 Remove Fire Department recruitment supplies (every two years) (71,094) Office of Emergency Management Non-personnel budget shift from Fire Department to Non-Departmental
(54,347)
Remove EMT and paramedic licensing fees (every two years) (6,226) Net decrease in transfers to other funds (4,674)
Total Base Budget Adjustments (1.00) 6,561,019
Total FY 2025/26 Base Budget 172.50 80,546,896
Add 1.0 Fire Protection Engineer 1.00 203,322
Add 1.0 Management Analyst 1.00 187,070
Add 1.0 Fire Prevention Specialist I 1.00 116,111
Contractual services for development inspections 200,000 Tractor-drawn aerial apparatus training (one-time) 40,900 Service Level Changes
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
430
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Service Level Changes
Self-contained breathing apparatus (SCBA) air quality testing 4,250 Total Service Level Changes 3.00 751,653
Total FY 2025/26 Proposed Budget 175.50 81,298,549
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
Remove tractor-drawn aerial apparatus training (one-time) (40,900) Remove SFT certification for SAFER grant-funded positions (one-time) (2,000) Ongoing Cost Adjustments
Salary and benefit adjustments 2,665,148
Elimination of 18.0 Firefighters relief positions that were funded by the SAFER grant through FY 2025/26
(4,297,283) (18.00)
Addition of 12.0 Firefighters relief positions that were previously funded by the SAFER grant (this continues the 12.0 Firefighter positions that were previously frozen)

12.00 2,931,146
Minimum staffing overtime net increase (increase of $3.2 million due to SAFER grant expiration, offset by reduction of $2.0 million due to continuation of 12.0 Firefighter relief positions)
1,197,396
Increase in overtime costs for various administrative tasks, training and events 5,786 Net increase in various interfund services allocations 205,833 Fire Department recruitment supplies (every two years) 72,516 Net increase in materials, services and supplies 18,410 EMT and paramedic licensing fees (every two years) 6,351 Net decrease in transfers to other funds (3,172)
Total FY 2026/27 Base Budget Adjustments (6.00) 2,759,231 FY 2026/27 Base Budget 169.50 84,057,780
431
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Budget Reconciliation
Positions Expenditures
(All Funds)
Service Level Changes
Add 1.0 Fire Protection Engineer 58,225
Add 1.0 Management Analyst 50,934
Add 1.0 Fire Prevention Specialist I 34,207
Contractual services for development inspections 4,000
Self-contained breathing apparatus (SCBA) air quality testing 85 Total Service Level Changes 0.00 147,451
Total FY 2026/27 Proposed Budget 169.50 84,205,231
432
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Fire Protection Engineer 1.00 0 203,322 0 261,547 Program: 7834 – Field Development Services
7836 – CRR-Development CUPA
This proposal adds 1.0 Fire Protection Engineer position to the Fire Department's Community Risk Reduction Division (CRRD) to support development and development CUPA services. This position is essential for reviewing hazardous materials facility submittals and ensuring effective succession planning in light of anticipated retirements of key personnel within the next 18 to 24 months. As the volume and complexity of construction projects continue to increase, in-house expertise is necessary, as outsourcing these specialized reviews to consultants is not always operationally feasible. The addition of this position will help CRRD meet customer permitting timelines and maintain operational efficiency.

Performance Impact
Adding this position will improve efficiencies by ensuring timely completion of permits, plan reviews, and inspections, while addressing the growing demands of development within the city. Complex construction projects often involve hazardous materials, requiring specialized reviews. Increased staffing will ensure these reviews are completed promptly, allowing the Fire Department to meet the rising demand for services and maintain high standards in safety and compliance.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 433
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Management Analyst 1.00 0 187,070 0 238,004
Program:
7834 – CRR-Development Services
7836 – CRR-Development CUPA
7837 – CRR-Non-Development CUPA
7835 – CRR-Non-Development Services
7831 – CRR-Administration/Investigation/Education
This proposal adds 1.0 Management Analyst position in the Fire Department's Community Risk Reduction Division (CRRD). Given the nature of CRRD’s business and regulatory operations, a Management Analyst is vital to ensuring accountability and supporting the division’s long-term financial stability. With CRRD’s implementation of Accela, this role can oversee critical financial aspects such as revenue collection and expense management. This role will also streamline regulatory and financial reporting processes, enhance overall efficiency, and enable technical staff to focus on fieldwork and operational management.

Performance Impact
The addition of this position will provide the oversight needed for the financial aspect of the division, which will include management and oversight of Accela, its fee collection structure, and applicable revenue. This position will oversee and manage data analytics and report completion for the division.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 434
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Fire Prevention Specialist I 1.00 0 116,111 0 150,318 Program: 7834 – Field Development Services
This proposal adds 1.0 Fire Prevention Specialist I position to the Fire Department's Community Risk Reduction Division (CRRD) to support development services. The Fire Prevention Specialist plays a key role in construction projects, ensuring buildings incorporate strong fire safety measures and comply with all relevant codes and regulations. The specialist will also assist with state-mandated inspections, helping streamline approvals and ensuring each project meets the highest safety standards for a resilient built environment. This position will be instrumental in meeting inspection timeframes, maintaining service standards, and responding to the growing development needs within the City of Santa Clara.

Performance Impact
This position will provide the additional support needed to enhance the division’s efficiency in development processes by ensuring safe, code-compliant construction and timely inspection services amid growing development. It will play a crucial role in ensuring that projects meet all relevant fire safety standards and will support the completion of statemandated inspections in a timely manner.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Contractual Services for Development
Inspections

0.00 0 200,000 0 204,000
Program: 7834 – Field Development Services
This proposal funds $200,000 for third-party contractual services for fire plan review and inspections for the Fire Department's Community Risk Reduction Division. This funding will provide essential development support, enabling the division to effectively manage demand surges and specialized projects without overburdening internal resources.

Performance Impact
This proposal will increase the division's efficiency in completing inspections, plan reviews, and projects, ultimately improving the development process for the city.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 435
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Tractor-Drawn Aerial Apparatus
Training

0.00 40,900 0 0
Program: 7841 – Training
This proposal provides one-time funding of $40,900 for contractual services and overtime costs in FY 2025/26 to support a "Train the Trainer" course for Field Operations personnel, in preparation for the new Tractor-Drawn Aerial Apparatus.

The training will consist of four days of instruction, during which the training cadre will be equipped to train other Fire Department personnel. The funding covers both the cost of the vendor-provided training and the overtime expenses for participating Fire personnel.

Performance Impact
Funding this training is needed to train Fire Department personnel on the safe and effective operation of a new TractorDrawn Aerial Apparatus, in order to provide more efficient service in the expanding develop of the city and its needs.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Self-contained Breathing Apparatus
(SCBA) Air Quality Testing

0.00 0 4,250 0 4,335
Program: 7822 – Field Operations
This proposal increases the self-contained breathing apparatus (SCBA) air quality testing budget by $4,250, from $1,524 to $5,774. This funding will allow the Fire Department to transition the testing process from Fire staff to an external vendor. The Fire Department currently operates four compressors for breathing air: two permanent units at Fire Stations #9 and #2, and two portable units on Rescue 92 and Hazmat 99.

Performance Impact
At present, the Fire Department collects air quality samples internally and ships them to an outside vendor for testing. If an air sample fails, the affected compressor is taken out of service until the issue is resolved and the sample passes a subsequent test. This proposal would engage an external vendor to conduct the air quality testing and interpret the results. The vendor would perform the quarterly tests directly at the respective stations where the equipment is located, ensuring more consistent and professional testing procedures.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 436
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Performance and Workload Measures
Field Operations Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of response time of
first in unit to Code 3 emergency
calls for structure fires in 6:00
minutes or less.1 - Modified for
FY 2025/2026
04:48 min 06:11 min 90% 90% 90% 90%
Percentage of response time of
Effective Response Force
(ERF)2 of 17 personnel to a first
alarm structure fire in 10:00
minutes or less. - Modified for
FY 2025/2026
11:38 min 09:05 min 90% 90% 90% 90%
Percentage of fires contained to
room of origin 57% 32% 75% 35% 75% 75%
Percentage of response time for
advanced life support (ALS)
medical calls with at least one
paramedic arriving on scene in
8:00 min or less - Modified for
FY 2025/2026
98% 98% 90% 90% 90% 90%
Workload Measures
Fire and life safety inspections
for regular businesses
completed by Field Operations
Division
2,500 1,745 2,900 1,575 2,075 2,075
Number of calls for service 10,688 10,911 9,000 11,309 9,000 9,000 Number of hours contributed by
the Volunteer/Reserve Program
- Delete for FY 2025/2026
1,000 0 5,000 0 N/A N/A
1 Code 3: Immediate response using red lights and siren; Code 2: No red lights or siren—expedited response adhering to all regular traffic laws.
2 The Effective Response Force for first alarm assignment to a structure fire is the number of firefighters, apparatus, and response times needed to perform the required critical tasks.

Note: Performance and Workload Measure data are based on calendar year.

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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Performance and Workload Measures
Emergency Medical Services Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of City employees
trained in Cardiopulmonary
Resuscitation/Automated
External Defibrillator (CPR/AED)
or BLS Provider
305 255 320 264 320 320
Number of Emergency Medical
Services (EMS) training hours 3,385 5,475 3,500 4,889 3,500 3,500 Community Risk Reduction Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Completion of Plan Review
within 30 days of application
submittal and fees fully paid –
Modified for FY 2025/26
2,497 3,073 2,069 2,069 90% 90%
Workload Measures
Fire-life safety and hazardous
materials business inspections
with no statutory requirements
completed by Community Risk
Reduction Division
1,068 1,420 1,300 1,300 1,325 1,350
Educational and Residential
occupancy inspections
completed within statutory
requirements – Modified for FY
2025/2026
1,197 1,238 1,200 1,228 1,228 1,228
Certified Unified Program
Agency (CUPA) Inspections:

Hazardous materials,
Underground Storage Tank,
Aboveground Petroleum
Storage, CA Accidental Release
Prevention (Cal-ARP)
inspections – Modified for FY
2025/26
388 376 404 353 400 400
Note: Performance and Workload Measure data are based on calendar year. 438
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | F I R E DE P ART ME NT Performance and Workload Measures
Community Risk Reduction Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of attendees of public
education events requirements 22,516 12,862 8,000 7,600 8,000 8,000 Training Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of fire prevention
training hours 1,365 792 800 792 800 800
Number of hazardous materials
training hours 1,864 1,239 1,200 1,239 1,200 1,200
Total department training hours
for Suppression personnel 20,168 27,184 20,000 27,184 20,000 20,000 Administrative Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Customer satisfaction rating
based on survey results (%) by
calendar year
99% 99% 95% 99% 95% 95%
Workload Measures
Number of Public Records Act
requests processed within
mandated timeframe3 3
95% 86% 95% 85% 95% 95%
3 This workload measure is inclusive of all divisions.

Note: Performance and Workload Measure data are based on calendar year. 439
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Human Resources
Department
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442
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Human Resources Department Description
The Human Resources (HR) Department is responsible for several areas: Benefits, Recruitment, Classification and Compensation, Employee and Labor Relations, Equal Employment Opportunity, Workers Compensation/Safety, and Employee Development.

The Department manages a variety of employee benefits, including health, dental, vision and retirement benefit programs, life insurance, Flexible Spending Accounts, VEBA, Retiree Medical Reimbursement Program, and a City Employee Assistance Program. The Department is also responsible for providing state-mandated benefits for employees injured on the job.

HR integrates job analyses into the selection process for each vacant position to ensure the accuracy of job specifications and the validity of examinations. Considerable time, labor, and expense are involved with each recruitment, especially for public safety positions where the process includes large pools of applicants, written exams, performance exams, and oral exams in addition to polygraph, psychological, comprehensive medical exams, and background investigations.

The Director of Human Resources (HR) is delegated as the Municipal Employee Relations Officer (MERO). The Employee Relations function is a direct function of the City Manager’s Office that is delegated to the Director of HR. Employee Relations includes negotiating with Bargaining Units and Labor Unions to negotiate successor Memoranda of Understanding (MOU’s) for each of the 10 specific represented groups, as well as receiving and reviewing grievances filed by employees or unions.

The City’s Equal Employment Opportunity (EEO) Officer is responsible for oversight of equal employment opportunity laws. The EEO Officer reviews, investigates and/or oversees investigations of complaints filed by applicants or employees alleging discrimination or hostile work environment, including sexual harassment. The City has zero-tolerance policy on discrimination and harassment. HR will continue to investigate and resolve grievances and discrimination complaints in accordance with federal and State laws, City policies, and in close coordination with the City Attorney’s Office.

The City strives to work on best practices related to safety, including proper ergonomics. We encourage all departments to invest in their staff, specifically related to occupational safety.

HR provides State-mandated harassment prevention training for all regular City employees and offers training programs in areas such as supervision, employment law, and other areas of interest.

Divisions and Services
The Human Resources Department is organized into two Divisions: 1) Employee Benefits and Records and 2) Recruitment, Classification, and Staff Development.
443
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Employee Benefits and
Records Division Mission
Provide quality service to employees and retirees in the responsible, cost efficient development and administration of City compensation, benefits, and related programs.

Division Objectives
Administer current Memoranda of Understanding (MOU) with the City's ten bargaining groups. Represent the City in various labor relation issues and negotiate, in collaboration with internal and external counsel, on wages, hours, and other terms and conditions of employment.

Administer benefits for City employees.

Manage employee relations matters for the City; advise and assist departments with grievance resolution and disciplinary action.

Strive to ensure equal employment opportunity and provide a work environment free of discrimination and harassment.

Manage benefit programs for employees, retiree medical reimbursement programs, and process retirements.

Provide city-wide Human Resources Management and Records Management.

Recruitment,
Classification, and Staff
Development
Division Mission
Provide centralized hiring services by developing and administering City recruitment and selection processes; administer and update the City's Classification Plan; and promote the advancement of ethical and sound human resources policies and practices in accordance with Civil Service Rules and Regulations, federal and State guidelines and industry standards.

Division Objectives
Develop and implement valid selection examinations designed to select and promote the most qualified candidates.

Ensure that positions are properly classified, described, and aligned to support the organizations’ effectiveness and efficiency.

Manage recruitment, assessment, and hiring processes to meet the City’s staffing needs. Review, streamline, and update human resources policies and procedures to improve efficiency and reflect current employment laws and industry best practices.

Make available to the public and employees employment information such as job opportunity announcements, job descriptions and salary and benefit data.

Provide training and development for employees City-wide to develop essential skills such as analysis and reporting, leadership, customer service, and public presentations.

Provide safety services city-wide, including trainings.

Provide state-mandated benefits for employees on the job. 444
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Significant Accomplishments
• Performed full-cycle recruitment, including classification studies, and appointed/promoted 125 regular employees during the last two fiscal years.
• Implemented a permanent Remote Workplace policy.
• Partnership with Mission College on Student Intern Program; as well as attended various college fairs in the bay area. • Transitioned from paper-copy to electronic employee personnel and benefits records, including moving to electronic submission of documents for the annual Benefits Open Enrollment, utilizing the City’s Laserfische system. • Since 2024, reached successor Memoranda of Understanding agreements with three of the City’s bargaining units. • Provided mandated supervisory and non-supervisory harassment/discrimination online training. • Provided a supervisory/leadership program for employees in a lead or supervisory capacity; offered other professional development trainings for employees.
• Reinstated the Annual Employee Recognition Luncheon and other employee engagement events. • Supported approximately 1,625 regular and as-needed employees in regard to benefits, wage adjustments, workers’ compensation, leaves and retirements.
• Conducted city-wide safety assessment and will begin implementing recommendations in FY 2025/26. • Staffed the Salary Setting and Civil Service Commissions.

Significant Objectives
• Conduct recruitments and manage effective, efficient, and defensible hiring processes to attract and retain qualified employees.
• Continue negotiations with Bargaining Units.
• Develop additional supervisory training opportunities for current employees. • Maintain the Sexual Harassment Prevention State Mandated training for all City employees, including the training of Elected Officials and City Commission and Committee members. • Work closely with the Finance Department to analyze and implement best practices in implementation, control, and audit of pay and benefit entries.
• Review and update various citywide policies, including the Employer-Employee Relations Resolution, the Personnel and Salary Resolution, and various City Manager Directives and coordinate these updated policies with each bargaining unit for implementation.

Budget Highlights
• The Proposed Budget includes budget proposals to increase non-personnel funding for a performance management system and recruiting tool.
445
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Human Resources Department

16.00 FTEs
Recruitment, Classification, and Staff
Development

0.50 Director of Human Resources

0.50 Assistant Director of Human Resources

1.00 Deputy Director

2.00 Human Resources Technician

2.00 Management Analyst

1.00 Senior Human Resources Assistant

2.00 Senior Human Resources Technician

9.0 Total Recruitment, Classification, and
Staff Development FTE
Employee Benefits and Records

0.50 Director of Human Resources

0.50 Assistant Director of Human Resources

1.00 Human Resources Division Manager

1.00 Human Resources Division Manager
(Safety Officer)

2.00 Management Analyst

1.00 Senior Human Resources Assistant

1.00 Senior Human Resources Technician

7.00 Total Employee Benefits and
Records FTE
446
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Budget Summary
FY 203/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
2514 Records – Compensation 691,245 895,472 1,150,705 28.5% 1,146,477 (0.4%) 2515 HR Workers’ Compensation
and Safety 557,398 775,821 1,158,003 49.3% 1,200,416 3.7% 1,248,643 1,671,293 2,308,708 38.1% 2,346,893 1.7%
Recruitment, Classification, and Staff Development Division 2521 Selection – Classification 1,370,739 1,652,546 1,688,494 2.2% 1,757,917 4.1% 2525
Recruitment, Staff
Development and Labor
Relations
897,760 1,521,417 1,223,667 (19.6%) 1,263,276 3.2%
2,268,499 3,173,963 2,912,161 (8.2%) 3,021,193 3.7%
3,517,142 4,845,256 5,220,869 7.8% 5,368,086 2.8%
FY 203/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 3,517,142 4,845,256 5,220,869 7.8% 5,368,086 2.8% Total by Fund 3,517,142 4,845,256 5,220,869 7.8% 5,368,086 2.8% Dollars by Category
Salary and Benefits
Salary 1,725,150 2,142,237 2,404,750 12.3% 2,549,922 6.0% As-Needed 49,587 40,163 41,569 3.5% 43,024 3.5%
Overtime 39 0 0 N/A 0 N/A
Retirement 630,765 817,241 867,687 6.2% 842,214 (2.9%)
Health Allocations 170,700 258,532 311,276 20.4% 335,164 7.7% Medicare 26,392 33,600 37,223 10.8% 39,391 5.8%
Social Security 93,462 124,565 134,560 8.0% 139,334 3.5% Other Benefits 95,333 110,153 153,680 39.5% 164,181 6.8% Total Salary and Benefits 2,791,428 3,526,491 3,950,745 12.0% 4,113,230 4.1% Total by Division / Program
Dollars by Division / Program
Total Employee Benefits and
Records Division
Total Recruitment, Classification,
and Staff Development Division
Employee Benefits and Records Division
447
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Budget Summary
FY 203/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Category
Non-Personnel
Materials/Services/Supplies 575,171 1,143,569 1,017,553 (11.0%) 998,381 (1.9%) Interfund Services 150,543 175,196 252,571 44.2% 256,475 1.5% Total Non-Personnel 725,714 1,318,765 1,270,124 (3.7%) 1,254,856 (1.2%) Total by Category 3,517,142 4,845,256 5,220,869 7.8% 5,368,086 2.8% 448
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Employee Benefits and Records Division
2514 Records – Compensation 2.50 2.50 3.00 0.50 3.00
2515 HR Workers’ Compensation and
Safety 3.00 3.00 4.00 1.00 4.00
Total Employee Benefits and Records Division 5.50 5.50 7.00 1.50 7.00 Recruitment, Classification, and Staff Development Division 2521 Selection – Classification 6.50 6.50 6.50 0.00 6.50 2525 Recruitment, Staff Development and
Labor Relations 3.00 3.00 2.50 (0.50) 2.50

9.50 9.50 9.00 (0.50) 9.00
Total by Division / Program 15.00 15.00 16.00 1.00 16.00 FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 15.00 15.00 16.00 1.00 16.00
Total by Fund 15.00 15.00 16.00 1.00 16.00
Position Classification
Assistant Director of Human Resources 1.00 1.00 1.00 0.00 1.00 Deputy Director 0.00 0.00 1.00 1.00 1.00
Director of Human Resources 1.00 1.00 1.00 0.00 1.00
Human Resources Division Manager 2.00 2.00 1.00 (1.00) 1.00

0.00 0.00 1.00 1.00 1.00
Risk Manager 1.00 1.00 0.00 (1.00) 0.00
Human Resources Technician 2.00 2.00 2.00 0.00 2.00
Management Analyst 3.00 3.00 4.00 1.00 4.00
Senior Human Resources Assistant 2.00 2.00 2.00 0.00 2.00 Senior Human Resources Technician 3.00 3.00 3.00 0.00 3.00 Total Positions 15.00 15.00 16.00 1.00 16.00
Total Recruitment, Classification, and Staff
Development Division
Human Resources Division Manager (Safety
Officer)
449
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 15.00 4,845,256
Contractual Services for Labor Negotiations Rebudget (100,000) Contractual Services for Ethics Document Review Rebudget (100,000) Contractual Services for Personnel Investigations Rebudget (75,000) Employee Survey (Every Two Years) (35,000)
Salary and Benefits adjustments 129,447
Add 1.0 Safety Officer/Division Manager and 1.0 Management Analyst Approved by Council on December 3, 2024

2.00 589,291
Shift 1.0 Risk Manager from Human Resources Department to City Attorney's Office
(1.00) (327,973)
Reclassification of 1.0 Human Resources Division Manager to 1.0 Deputy Director

0.00 33,489
Net increase in material services and supplies 58,721
Net increase in various interfund services allocations 77,375 Shift Employee Survey (Every Two Years) from FY 2026/27 to FY 2025/26 35,700 Shift VEBA Custody Fees from Finance to Human Resources 12,000 Employee Wellness Program 4,000
Citywide Fingerprinting 2,107
Employee Engagement 680
Total FY 2025/26 Base Budget Adjustments 1.00 304,837
Total FY 2025/26 Base Budget 16.00 5,150,093
FY 2025/26 Service Level Changes
Performance Management System 48,044
Attract Recruiting Tool 22,732
Total Service Level Changes 0.00 70,776
Total FY 2025/26 Proposed Budget 16.00 5,220,869
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
450
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Budget Reconciliation
Positions Expenditures
(All Funds)
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
Shift Employee Survey (Every Two Years) from FY 2026/27 to FY 2025/26 (35,700) Performance Management System (4,001)
Ongoing Cost Adjustments
Salary and benefits adjustments 162,485
Non-personnel adjustments 18,543
Net change in various interfund services allocations 3,904 Total FY 2026/27 Base Budget Adjustments 145,231
Total FY 2026/27 Base Budget 16.00 5,366,100
Service Level Changes
Attract Recruiting Tool 1,986
Total Service Level Changes 1,986
Total FY 2026/27 Proposed Budget 16.00 5,368,086
451
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Performance Management System 0 4,001 44,043 0 44,043
Program: 2514 – Records and Compensation
This proposal adds funding for a Performance Management System module in NeoGov. The Human Resources Department currently uses NeoGov as its applicant tracking system. NeoGov has a performance management module that streamlines and automates the performance appraisal process. The module eliminates manual administrative work with auto-reminders, overdue notifications, and evaluation tracking. Managers have the ability to track and manage the appraisals for their employees in one centralized system. The module is customizable and provides managers sample tools to write narrative on the performance appraisal form. Managers can also go in throughout the year to document information about the employee’s performance to make it easier to write the performance appraisal at the end of the rating cycle. The module is easy to use and has the capability to incorporate an approval workflow that auto-routes evaluations and provides status updates before, during and after the performance evaluation. Once it’s been through the approval sequence online, and the employee has met with the manager to go over the appraisal, the document can be converted to a PDF and moved to the employee’s personnel file in Laserfiche. Implementation of the performance appraisal module will streamline and automate the annual performance review for managers.

Performance Impact
The transition to an online performance management system will eliminate the monthly manual work currently performed by a Human Resources Technician and create efficiencies to perform other Human Resources duties. In addition, managers will have an online tool to document employee performance throughout the performance evaluation period, and it will include a built-in approval workflow sequence.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 452
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Attract Recruiting Tool 0 0 22,732 0 24,718
Program: 2525 – Recruitment, Staff Development and Labor Relations This proposal provides funding for a two-year pilot of a recruiting tool. The Human Resources Department actively recruits for most of its vacancies and uses NeoGov as its applicant tracking system. All applicants that are interested in applying for a City job, are required to apply through the NeoGov system. While many applications are received for most positions, there are a number of applicants that do not meet the minimum qualifications and are screened out or positions that receive few applications. To increase the reach of the job announcement in an effort to obtain more qualified applicants, hiring managers are given the option to post on websites targeting individuals the City may recruit for, which typically requires additional fees per job posting.

NeoGov is offering an additional recruiting tool, called Attract, that provides easy-to-use tools and access to new channels for capturing candidate leads. The Attract tool provides employers the ability to build custom landing pages, and access to target any applicant that has a profile in NeoGov, which expands the candidate sourcing options. This resource enables the City to target and send an email or contact any applicant that has a profile in NeoGov – such as an applicant that may have never applied to the City of Santa Clara but has applied to other agencies that utilize the NeoGov system. The Attract tool allows the City to target specific potential candidates and create and send personalized messages through NeoGov. Attract also provides analytics and reporting on candidates. The two-year pilot allows time to evaluate the effectiveness and results in additional candidates who may ultimately get hired.

Performance Impact
The Attract Recruiting Tool provides easy and quick access to a larger candidate pool that the City’s recruiters can use to efficiently target qualified candidates for each recruitment.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 453
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Performance and Workload Measures
Employee Benefits and Records Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of Workers'
Compensation claims processed
within five business days of
receipt in Human Resources
Department
100% 100% 100% 100% 100% 100%
Percent of work hours lost as a
result of industrial injuries and
illnesses

0.84% 0.90% 2.00% 2.00% 2.00% 2.00%
Enhanced risk management
practices resulting in reduction to
citywide claim losses
(% reduction)
N/A 6.5% 4.0% 4.0% 4.0% 4.0%
Percentage of Regular
Employees enrolled in Deferred
Compensation
76% 76% 75% 85% 85% 85%
Workload Measures
Number of Personnel
Transactions processed in the
HRIS
2,119 2,333 2,500 2,500 2,500 2,500
Number of Healthcare
Transactions processed in the
HRIS
2,465 2,153 1,400 2,200 2,200 2,200
Enhanced risk management
practices resulting in reduction to
citywide claim losses
(number of claims)
N/A 131 75 75 75 75
454
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | H U M AN R E S O UR C E S D E P ART M E NT Performance and Workload Measures
Recruitment, Classification, and Staff Development Division Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Average employee turnover rate 8.79% 7.51% 10.0% 8.96% 10.0% 10.0% Percent of employees attending
City required training classes 90% 97% 100% 100% 100% 100% Vacancy Rate at End of Fiscal
Year 16.3% 12.33% 10% 15.0% 10.0% 10.0%
Workload Measures
Number of successor MOUs
finalized after City Council
Approval
2 2 6 1 6 0
Number of formal disciplinary
actions received 6 1 5 4 5 5
Number of classification/
compensation projects
completed
16 17 20 20 20 20
Number of trainings offered
through the Human Resources
Department
79 89 50 50 50 50
Number of Regular and As-Needed Hires, Promotions and Transfers Completed Annually Full-Time
- New Hires/Rehires
- Promotions
- Transfers
As-Needed
- New Hires/Rehires
86 67
2 186
111
52 0
175
90 80
N/A
175
90 80
N/A
175
90 80
N/A
175
90 80
N/A
175
455
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Information Technology
Department
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Information Technology Department Description
The Information Technology Department (ITD) strives to provide superb affordable services and be the partner of choice for City information technology initiatives to improve the quality of life and strengthen the community through technology and innovation.

The award-winning ITD provides a full range of IT services through its Enterprise Services, Infrastructure and Support, Telecommunication Services and Contract Services Divisions, providing help desk, desk side support, data center and network management, cybersecurity, application consulting and support, training, technology project/program management and Geographic Information Service (GIS) capabilities.

Focus areas include:
• Improve government services - efficient, effective & transparent • Enable self-service - anytime, anywhere, access to government digital citizen centric services, customer request management
• Enhance citizen engagement and community participation • Assist City departments with their IT business requirements in support of delivering City services • Maintain Project and Portfolio Management practices to ensure successful implementation of technology projects
• Maintain and strengthen the City's enterprise-wide technology infrastructure in support of City departments • Protect and strengthen the City network and information security capabilities • Cybersecurity risk mitigation & compliance
• Manage IT vendors to control costs, drive service excellence, and mitigate risks to gain increased value throughout the product lifecycle
Divisions and Services
The IT Department is organized into four Divisions: Enterprise Services; Infrastructure and Support; Contract Services; and Telecommunication Services.
459
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Enterprise Services
Division Mission
To plan and implement applications leveraging technology to enhance citywide and departmental capabilities. Maintain a high availability digital presence, providing relevant information and quality on-line services to the residents and businesses of Santa Clara. Empower City employees to effectively serve the public using digital technologies.

Division Objectives
Provide application support for mission and business critical departmental applications. Manage business process improvements and vendor compliance updates. Maintain an Application Portfolio Management System and Enterprise Roadmap to provide for better planning. Work with department business owners to rationalize and modernize the current applications in line with City goals and objectives, plan for enhancements and upgrades to provide greater functionality and business value for City applications.

Manage the City’s websites, providing timely updates to citizens through the use of the City’s expanding digital presence. Ensure equal access to the City website for people with disabilities by providing websites that comply with accessibility requirements.

Provide enhanced support for business applications used within the City driven by a Structured Project Methodology and Project Management Office.

Through GIS data, provide trustworthy operational information, organized by location, and delivered in a timely manner to decision-makers for both tactical and strategic planning efficiency.

Infrastructure and
Support
Division Mission
Provide a reliable and secure citywide computing infrastructure to enable departments to accomplish business goals and provide City services and information to the community.

Division Objectives
Provide services to ensure the reliability, continuity, and sustainability of network, server, storage, and desktop systems.

Maintain, support, and enhance the City's enterprise-wide technology infrastructure in support of City departments.

Enable business continuity and delivery of essential services through remote workplace capabilities.

Ensure security and strengthen the reliability of the internal City systems and network. 460
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Contract Services
Division Mission
To provide superb professional, responsive, and cost-effective information technology services to the City.

Division Objectives
Manage the City technology contracts to ensure the adherence to scope and deliverables.

Implement information technology best practices and drive operational and continuous improvements with our technology providers.

Provide governance and oversight for the City technology vendors to ensure performance meets/exceeds contractual obligations. Ensure remediation plans are developed and adhered to as needed.

Telecommunication
Services
Division Mission
Provide support for general communications services for City staff, including telephony services, mobile, wireless communications, and cable services.

Division Objectives
Provide and maintain high quality telephony and mobile services to all City staff and departments. Assist in the planning and implementation of telecommunications services at City facilities.

Review and process billing for all telecommunication services.

Provide cable franchise oversight and monitoring.
461
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Significant Accomplishments
 The City has a robust application portfolio of 170 line-of-business applications that are core to City operations and the delivery of services to the public. The Department implemented, upgraded, or replaced approximately 20 applications in 2024.
 Replaced end-of-life Fire Alerting system for improved response times and enhanced firefighter health and wellness.
 Implemented business process streamlining and efficiencies in PeopleSoft, including Fixed assets, Accounts Receivables, Billing and HR Benefits administration.
 Implemented a new Business Tax – Transient Occupancy Tax (TOT) portal.  Completed Citywide multi-function device refresh for printing, copying, and scanning services.  Strengthened the City’s core infrastructure including enterprise compute, storage and cloud backup systems for improved resilience and capacity.
 Implemented GIS infrastructure, asset management and application upgrades to address increased demand and improve functionality, response times and infrastructure management.  Upgraded the Employee Web Map Viewer to infoMap 4.0, for enhanced access to GIS data layers and analysis tools.
 Upgraded MapSantaClara for quick access to Santa Clara map for residents, business and developers.  Upgraded ArcGIS Enterprise, the primary repository for storing, maintaining all city-related location data.  Upgraded Common Operation Picture (COP), a web-based application for multi-agency coordination, providing a shared view of stadium operations.
 Mapped recent Parks & Recreation facilities added to the City.  Improved the maturity of the City’s cybersecurity posture, safeguarding resident and City sensitive data.  Working with the AI Employee Engagement Team, drafted the City’s AI policy/City Manager Directive on how generative AI tools impact our work and the use of AI internally.

Significant Objectives
 Application Modernization: Support citywide and departmental business process transformation, system replacements and upgrades.
 Finance and HR Management (PeopleSoft) upgrades include HR Benefits Self Service and CalPERS, procurement and warehouse operations, and an application and infrastructure upgrade  Utility billing mobile payment and customer service Solution and utility billing system upgrade  Non-utility cashiering system upgrade
 Update and enhance the City’s websites to ensure full compliance with the Americans with Disabilities Act (ADA) and Web Content Accessibility Guidelines (WCAG) 2.1 standards  Metro Area Network Upgrade to address aging infrastructure, security, and a broader network transformation.  Internet redundancy and failover for mission critical applications.  Citywide WiFi refresh for improved performance.
 Desktop/laptop replacement and Windows 11 upgrade for performance, reliability and staff productivity.  Replace end-of-life Police Mobile Data Computers (MDCs) and modems in Police and Fire vehicles. 462
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T  Enterprise GIS projects to further citizen engagement, decision making, and effective infrastructure information lifecycle management. This includes an upgrade to ArcGIS Enterprise.  Improve collaboration capabilities by leveraging technologies such as the Microsoft 365 platform to enable anytime, anywhere access to City systems and resources.  Technology Infrastructure: Architect and replace aging technology infrastructure in a strategic and phased manner in support of increased digital, mobile and cloud solutions for anytime, anywhere device access in a secure manner.
 Cybersecurity and Risk Mitigation: Strengthen the City’s cybersecurity posture by providing a proactive defense against threats via intrusion prevention/detection systems and security information and event management systems and response protocols.
 Enhance Audio/Visual capabilities throughout the City for improved Civic engagement, collaboration and staff productivity.

Budget Highlights
 The proposed Operating budget adds resources to provide support to the Information Technology Department:
 Add 1.0 Senior Information Technology Services Manager to the Enterprise Services Division  Upgrade the ArcGIS Enterprise System
 Ensure accessibility compliance of the City’s Websites 463
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Information Technology
Department

8.00 FTEs
Infrastructure and Support

1.00 Director of Information Technology

1.00 Senior Information Technology
Services Manager

1.00 Information Technology Services
Manager

1.00 Office Specialist III

4.00 Total Infrastructure and Support FTE
Enterprise Services

1.00 Information Technology Services
Manager

3.00 Senior Information Technology
Services Manager

4.00 Total Enterprise Services FTE
Contract Services
Contract Services Division reflects the IT
Department’s model of partnering with a
service provider to meet citywide
technology needs
Telecommunication Services
Telecommunication services are delivered
through contractual services
464
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1931 Contract Services 8,320,237 8,256,253 10,837,926 31.3% 11,210,936 3.4% 8,320,237 8,256,253 10,837,926 31.3% 11,210,936 3.4%
1911 Application Services 964,853 1,003,373 1,364,829 36.0% 1,451,874 6.4% 1912 Web Services 159,411 267,210 412,556 54.4% 338,007 (18.1%) 1913 GIS Services 651,429 539,138 754,121 39.9% 595,120 (21.1%) 1,775,693 1,809,721 2,531,506 39.9% 2,385,001 (5.8%)
1921 Infrastructure and Support 2,687,975 4,800,117 4,232,202 (11.8%) 4,197,100 (0.8%) 2,687,975 4,800,117 4,232,202 (11.8%) 4,197,100 (0.8%)
1941 IT Telecommunication 463,886 773,247 798,245 3.2% 824,270 3.3% 463,886 773,247 798,245 3.2% 824,270 3.3%
Total by Division / Program 13,247,791 15,639,338 18,399,879 17.7% 18,617,307 1.2% Total Enterprise Services Division
Infrastructure and Support Division
Total Infrastructure and Support
Division
Telecommunication Services Division
Total Telecommunication Services
Division
Dollars by Division / Program
Contract Services Division
Total Contract Services Division
Enterprise Services Division
465
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
Information Technology Services Fund 13,006,651 15,439,338 18,199,879 17.9% 18,417,307 1.2% Expendable Trust Fund 26,663 0 0 N/A 0 N/A
150,000 0 0 N/A 0 N/A
64,477 200,000 200,000 0.0% 200,000 0.0%
Total by Fund 13,247,791 15,639,338 18,399,879 17.7% 18,617,307 1.2% Dollars by Category
Salary and Benefits
Salary 1,252,121 1,450,767 1,722,793 18.8% 1,855,732 7.7% As-Needed 183,050 254,488 262,504 3.1% 270,782 3.2%
Retirement 446,934 509,177 565,274 11.0% 543,471 (3.9%) Health Allocation 110,754 139,271 228,512 64.1% 249,060 9.0% Medicare 20,996 21,863 26,280 20.2% 27,473 4.5%
Social Security 57,521 69,692 79,587 14.2% 79,792 0.3%
Other Benefits 49,308 59,501 97,043 63.1% 99,452 2.5%
Total Salary and Benefits 2,120,685 2,504,759 2,981,993 19.1% 3,125,762 4.8% Non-Personnel
Materials/Services/Supplies 10,889,651 12,474,342 14,747,721 18.2% 14,811,934 0.4% Interfund Services 1,460 1,237 1,985 60.5% 2,067 4.1%
Capital Outlay 235,994 659,000 668,180 1.4% 677,544 1.4% Total Non-Personnel 11,127,106 13,134,579 15,417,886 17.4% 15,491,545 0.5% Total by Category 13,247,791 15,639,338 18,399,879 17.7% 18,617,307 1.2% Other City Departments Operating
Grant Trust Fund
Public, Educational, and
Governmental (PEG) Fee Fund
466
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Enterprise Services Division
1911 Application Services 2.00 3.00 4.00 1.00 4.00
Total Enterprise Services Division 2.00 3.00 4.00 1.00 4.00 Infrastructure and Support Division
1921 Infrastructure and Support 4.00 4.00 4.00 0.00 4.00 Total Infrastructure and Support Division 4.00 4.00 4.00 0.00 4.00 Total by Division / Program 6.00 7.00 8.00 1.00 8.00
Positions by Fund
Information Technology Services Fund 6.00 7.00 8.00 1.00 8.00 Total by Fund 6.00 7.00 8.00 1.00 8.00
Position Classification
Director of Information Technology 1.00 1.00 1.00 0.00 1.00 Information Technology Services Manager 2.00 2.00 2.00 0.00 2.00 Office Specialist III 1.00 1.00 1.00 0.00 1.00
Senior Information Technology Services Manager 2.00 3.00 4.00 1.00 4.00 Total Positions 6.00 7.00 8.00 1.00 8.00
467
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 7.00 15,639,338
One-Time Adjustments 0.00
IT Strategic Plan (100,000)
IT Sourcing Strategy (100,000)
Salary and benefits adjustments 220,728
Adjustment to information technology service delivery contract 1,500,000 Increase in appropriations for cybersecurity 407,928
Non-personnel adjustments 216,010
Net adjustments to various information technology contract renewals 48,621 Net increase to various internal service fund allocations 748 Total FY 2025/26 Base Budget Adjustments 0.00 2,194,035 Total FY 2025/26 Base Budget 7.00 17,833,373
Add 1.0 Senior Information Technology Services Manager 1.00 256,506 ArcGIS Enterprise Upgrade from 10.9.1 to 11 170,000
City Website Modernization and Accessibility Compliance 140,000 Total Service Level Changes 1.00 566,506
FY 2025/26 Proposed Budget 8.00 18,399,879
ArcGIS Enterprise Upgrade from 10.9.1 to 11 (170,000)
City Website Modernization and Accessibility Compliance (80,000) Salary and benefits adjustments 74,673
Non-personnel adjustments 323,577
Net increase to various internal service fund allocations 82 Total FY 2026/27 Base Budget Adjustments 0.00 148,332
Total FY 2026/27 Base Budget 8.00 18,548,211
Ongoing Cost Adjustments
One-Time Cost Adjustments
FY 2026/27 Base Budget Adjustments
FY 2025/26 Base Budget Adjustments
One-Time Cost Adjustments
Ongoing Cost Adjustments
Service Level Changes
468
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Budget Reconciliation
Positions Expenditures
(All Funds)
Add 1.0 Senior Information Technology Services Manager 69,096 Total Service Level Changes 0.00 69,096
Total FY 2026/27 Proposed Budget 8.00 18,617,307
Service Level Changes
469
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)

1.0 Senior Information Technology
Services Manager

1.00 0 256,506 0 325,602
Program: 1911 – Enterprise Services
The proposal adds 1.0 Senior Information Technology Service Manager to the Enterprise Services Division in the Information Technology Department. Departments citywide rely heavily on IT’s Enterprise Services Division, requiring support with GIS software and business applications to serve business needs. Additionally, the scope of Enterprise Services-related work in the IT department has increased significantly due to an increased use of software by City departments, as well as website accessibility for the City as a whole.

Performance Impact
The Enterprise Services Division is currently made up of three employees who work on all software, application and web-based services. This position will assist the IT Department in accomplishing its objectives in improving website accessibility, enhancing GIS services, and expanding application services citywide.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure 470
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
City Website Modernization and
Accessibility Compliance

0.00 140,000 0 60,000 0
Program: 1912 – Web Services
The City’s four websites (SantaClaraCA.gov, SCLibrary.org, SiliconValleyPower.com, SVPFiber.com) were visited by 2,689,339 visitors in 2024. The websites are a valuable informational resource for our residents, visitors, and businesses.

The Department of Justice ruled that state and local governments must make their websites and mobile apps accessible to people with disabilities according to Title II of the ADA (Americans with Disabilities Act) by April 2026. Therefore, it is recommended that staff time and financial resources be allocated to address these needs. This proposed project aims to update and enhance the City’s websites to ensure compliance with the ADA and Web Content Accessibility Guidelines (WCAG) 2.1 standards. The initiative will improve digital accessibility for all users, including individuals with visual, auditory, cognitive, and motor disabilities. The vendor will conduct an audit of every page, provide reports on analytics, provide user training, and conduct user testing. These findings will guide the ADA remediation, compliance and update process. Using these findings, the department will update each of our websites to conform to current accessibility standards, improve UI, and modernize look and feel. Accessibility enhancements will address accessibility issues at the HTML code level and correct color contrast and text readability issues. These fixes prevent a patch afterwards approach, and ensure accessibility is baked into the foundation of the websites.

Performance Impact
This investment in the City’s websites will provide ease-of-use to website visitors connecting them efficiently with City services, and ensuring information is accurate and easy to find. Second, the project will protect the City from legal liability once the new federal standards on web accessibility go into effect in April 2026.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure 471
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
ArcGIS Enterprise Upgrade from

10.9.1 to 11

0.00 170,000 0 0 0
Program: 1913 – GIS Services
The City completed an upgrade to ArcGIS Enterprise 10.9.1 in 2024, ensuring improved performance and system stability. Esri has announced that ArcGIS Enterprise 10.9.1 will be the last long-term support version before moving to ArcGIS Enterprise 11, marking a significant shift in modern GIS architecture, security, and cloud integration. ArcGIS Enterprise 10.9.1 will exit general support in November 2026, leaving the system vulnerable to security risks and performance degradation. Esri will no longer provide bug fixes, updates, or enhancements for 10.9.1 beyond this period.

The project budget is estimated at $170,000 and covers service costs associated with the upgrade. This budget ensures that all necessary technical, administrative, and testing efforts are accounted for, enabling a seamless transition to ArcGIS Enterprise 11 with minimal disruption to City operations.

Performance Impact
This proposed budget action will improve the performance of the City’s GIS services. Upgrading ArcGIS will ensure improved GIS architecture, appropriate cybersecurity and cloud integration to improve performance of those using ArcGIS.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure 472
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Performance and Workload Measures
Infrastructure and Support Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of Severity 1 and 2 tickets
resolved1 100% 100% 97% 100% 97% 97%
Average percent of tickets resolved at
first contact 25% 20% 25% 20% 25% 25%
Maintain critical server availability 100% 100 99.90% 100% 99.90% 99.90% Maintain data center availability 100% 100% 99.90% 100% 99.90% 99.90% Average customer satisfaction rating
(five-point scale) >4 >4 >4 >4 >4 >4
Deployment software releases/patches
per schedule 99% 99% 97% 99% 97% 97%
Percentage of devices with up-to-date
malware software 99% 99% 99% 99% 99% 99%
Workload Measures
Number of phishing attempts blocked 245,000 245,000 250,000 250,000 250,000 250,000 Number of malicious sites blocked 300,000 275,000 250,000 600,000 600,000 600,000 Number of end user devices supported 1,900 1,750 1,700 1,550 1,850 1,850 Number of responses to end user
HelpDesk tickets 5,300 5,400 5,250 5,300 5,250 5,250 1Severity 1 is systems down for public safety, internet, phones; Severity 2 is systems down for permitting, utility billing, payroll 473
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | I N F O R MAT IO N T E C H N O L O GY D E P A R T ME N T Performance and Workload Measures
Enterprise Services Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of GIS based web tools and
enhancements deployed 9 10 11 10 11 12
Number of visits to City websites 2,718,409 2,780,359 3,000,000 2,700,000 3,500,000 3,500,000 Number of City websites pages
browsed by visitors 6,467,325 6,192,588 6,600,000 6,100,000 6,600,000 6,600,000 Number of unique visitors to City
websites 1,624,482 1,776,517 2,000,000 1,340,000 2,500,000 2,500,000 Number of City Council and
Planning Commission meetings
supported
59 55 60 51 60 60
Number of Business applications 164 172 162 175 175 175 Number of Business applications
that are SAAS based 69 73 72 75 78 80
Business applications upgraded for
compliance and business process
improvements
23 20 20 30 25 25
Telecommunication Services Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of VoIP phones 1,058 1,100 1,160 1,160 1,160 1,160 Number of mobile devices 560 550 580 679 675 675
474
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Library Department
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476
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Library Department Description
The Santa Clara City Library is a dynamic community hub, providing access to information, literacy resources, educational programming, and civic engagement opportunities for the Santa Clara community. The Library advances the Council’s Priorities by delivering high quality, efficient services in the following core areas:
• Collections – Provides a relevant physical and digital collection of books, movies, music, magazines and research tools for a diverse community with wide-ranging interests and needs. • Technology and Information Access – Introduces and provides technology assistance to individuals and groups, and access to technologies that support community innovation, employment opportunities, entrepreneurship and that bridge the digital divide.
• Literacy and English as a Second Language (ESL) – Provides high quality adult and family literacy instruction and access to English as a Second Language support and resources. • Programming – Delivers high impact programming that supports early literacy through story times and other preschool age events. Offers teen and young adult activities that promote youth development and engagement.

Provides cultural enrichment and promotes inclusion via outreach and programs for new immigrants. Supports community engagement, well-being, health and lifelong learning through educational programming and services such as State and County Park Passes for free check-out, free technology resources, local history and genealogy collection, and sustainable practices with the Seed Share Library and Library of Things. • Community Partnerships – Pursues innovative partnerships with City departments, local educational institutions, local businesses and non-profits to enhance service delivery that promote reading, literacy, cultural enrichment and community building.
• Facilities – Maintains buildings that are a source of civic pride, provide opportunities for placemaking, encourages community engagement, and provide a clean, safe and welcoming place to study, learn and connect.

Divisions and Services
The Library Department is organized into seven Divisions: Administration, Adult Services, Branch Services, Customer Services, Facilities, Technical and Technology Services, and Youth Services.

Administration
Division Mission
Plans, directs, organizes, and manages the Library Department’s educational, cultural and lifelong-learning activities for the Santa Clara community; provides staff support for the Department’s central and administrative services.

Division Objectives
Manages the operational oversight of the Santa Clara City Library system including strategic planning, budgeting, personnel, facility management and community relations. Also provides support to the Library Board of Trustees and serves as liaison to the Santa Clara Library Foundation and Friends.

Identifies and implements creative solutions to ensure access to technology for all.

Establishes partnerships with community organizations to leverage resources and ensure a diverse portfolio of library programs and services.

Collaborates with internal and external stakeholders in the implementation of programs that advance the City Council’s Priorities.

Provides strategic leadership on expansion of library services and facilities to meet the growing needs of the changing Santa Clara population. 477
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Adult Services
Division Mission
Provides research and reader advisory services through effective reference and information delivery systems; curates relevant materials for adults in various formats, including electronic formats; provides special programs, collections, and services on local history, genealogy, and adult literacy; and creates programming for development of lifelong learning.

Division Objectives
Provides effective and efficient reference and reader advisory services for adults as well as technical assistance in the use of Library resources and technologies.

Selects and curates the Library’s extensive multilingual collection of print, media and digital resources as well as develops and implements programming for adults to support the love of literature, lifelong learning and community connections.

Delivers programs and services that promote literacy including Career Online High School, the READ Santa Clara Program and English as a Second Language programs.

Maintains and supports the development of the City’s local history and genealogy collection, through the partnership with Santa Clara County Historical and Genealogical Society.

Provides Santa Clarans with opportunities to serve the City and the Library through volunteer activities.

Branch Services
Division Mission
Provides access to collections, programs and community spaces to distinct neighborhoods and communities throughout the City.

Division Objectives
Provides relevant physical and digital collections of books, movies and music that appeal to diverse users.

Creates community through popular, informative and cultural programming that promotes lifelong learning.

Supports economic and entrepreneurial growth by offering free Wi-Fi, computers and group study rooms.

Provides Bookmobile service to outlying, underserved communities where they work, play, create, learn and live.

Provides clean and safe facilities that enhance the neighborhood. 478
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Customer Services
Division Mission
Provides customer-centered services to support the use of the Library collection; evaluates and develops library services and processes that are effective and promote equity of access.

Division Objectives
Ensures timely and effective circulation and access of Library materials and resources.

Provides quality services as the front-facing and initial point of contact for all Library visitors.

Coordinates the activities of the Interlibrary Loan and Link+ programs which allow patrons to secure materials from a consortium of partner academic and public libraries.

Provides troubleshooting and support to ensure optimal customer experience.

Provides logistical and operational support for special events and library programs.

Facilities Division
Mission
Manages Library facilities to maintain safe, attractive, comfortable, accessible and functional facilities for all Library visitors.

Division Objectives
Oversees and supports contract processes relating to building maintenance, safety and security.

Coordinates and manages capital improvements and building maintenance activities with other departments and outside vendors to ensure clean, safe and welcoming facilities.

Supports repairs and needed maintenance through work-order system, as well as larger and more complex projects, from multi-step repairs to multi-year projects.

Technical and
Technology Services
Division Mission
Provides support to manage acquisition and processing of all collection materials.

Manages access to library technology and equipment; provides relevant technology programs and services.

Division Objectives
Purchases and processes new library materials for delivery to customers in a timely fashion.

Synchronizes Library data with other City departments for procurement and maintaining data and statistics.

Sets up and maintains all public and staff computers and hardware, including workstations, audio visual systems, self-checks, automated material handling systems, hotspots, iPads, laptops and printers throughout the Library system.

Implements new library software and upgrades to existing applications to maintain functionality and security.

Designs, updates, and maintains content for Library website.

Provides trainings, programs and workshops to support community use of technology.
479
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Youth Services
Division Mission
Provides research and reader advisory services through effective reference and information delivery systems; curates relevant materials for children, young adults, and their families in various formats, including electronic formats, to support youth development; and creates programming for development of lifelong learning.

Provides Santa Clara youth with opportunities to serve the City and the Library through volunteer activities.

Division Objectives
Supports the role of caregivers as their child's first and most important teacher through collections, programs, training and resources.

Recognizes and honors Santa Clara’s diverse community through programming, multilingual story times and bilingual collections for children and their families.

Provides equitable and high-quality programming, reference and reader’s advisory services for all children and teens.

Publicizes the Library's resources, services and programs to elementary, middle and high schools within the City of Santa Clara, and positions the Library as a community educational partner.
480
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Significant Accomplishments
• Expanded Library hours in January 2025 to include Sundays from 1 p.m. to 5 p.m. at Central Park Library, reaching 148 hours/week. This effort was in response to requests from the community after Library expanded hours in October 2023 to further recovery from COVID-era hours, increasing time available to the public from 88 hours/week across all locations to 144 hours/week.
• As part of the Library Facilities Master Plan project, conducted strong outreach to the community to inform long-term goals for Library facilities. Tabling at community events elicited feedback from over 570 participants who shared their priorities for future planning. Stakeholder engagement with the participation of nine City commissions, boards and task forces in 2024, as well as community engagement boards to collect community feedback, collected nearly 600 responses from the community with additional priorities. • Held Comic Con 2024, featuring games, crafts and panels with artists, authors, cosplayers and museums with over 8,500 participants, a 29% increase from the prior Comic Con event. • Greatest Library User Ever (G.L.U.E.) program, developed in partnership with the Santa Clara Unified School District, worked to provide every third-grade student in Santa Clara with a library card, ensuring access to literacy and learning resources in and out of school. The program strengthened relationships between the Library and school Library Media Assistants and partners, and reached 675 students, representing 85% of all third-grade classes in SCUSD. • Collaborated with the County Registrar of Voters to add mail-in ballot collection boxes at all three library locations and several City staff provided assistance to library polling sites. The Library was a key draw for voting, bringing in thousands of in-person and mail-in ballots, with Central Park Library bringing the largest voter turnout in Santa Clara. • Celebrated Northside Branch Library’s 10th Anniversary on August 10, 2024, and drew over 1,000 community members. Library staff wrote and published a children picture book, Northside's 10th Birthday, to commemorate the anniversary.
• Library held 1,667 library programs serving all age groups in FY 2023/24, with 66,801 people attending. Popular yearround, 525 storytimes were held in FY 2023/24, drawing 35,054 participants. Programs were enhanced to offer bilingual storytime programs at all three library locations, featuring English paired with Arabic, Chinese, Japanese, Spanish, and Ukrainian. K-POP annual programming, developed to serve high interest in the community, brought in close to 300 young people.
• Summer Adventure programming helped to prevent summer learning loss and build community through fun activities, engaging events, and exciting incentives. In 2024, the Library reached 4,296 adult, teen and youth participants, hosted 221 events for over 16,000 attendees, and provided STEM outreach, book giveaways, and special community programs. 99% of participants reported they felt encouraged to read or learn more. • Library users listened to recorded Dial-a-Story 24/7 weekly stories in English and Spanish 1,491 times in FY 2023/24. • Read Santa Clara provided 4,566 hours of free literacy instruction to 165 adult learners in FY 2023/24, enabling 78% of them to achieve literacy goals they set for themselves to become stronger family members, workers, community members and lifelong learners.
• Launched a weekly Homework Help Center at Central Park Library with a two-year $89,551 grant from the California State Library. The Stronger Together: Teens Lead and Learn program supported Grades 2-6 while giving teens a valuable first job experience. Fifty paid teen interns completed 4,650 service hours, earning $67,975 in scholarships.

Teen Homework Helpers engaged weekly to assist 35+ students with over 551 assignments, with 12-15 families regularly seeking help. Additionally, the Teens Teach leadership program engaged 234 attendees in 12 programs in FY 2023/24.
• Launched new Ukrainian language collection for youth, the largest in the South Bay with more than 800 items. • Expanded Seed Share program to all three Library locations, providing seeds for herbs, vegetables and flowers, and supported by multiple informative programs.
• Obtained over $200,000 in grant funding to support collections and programming for the community, including Adult and Family Literacy services, ESL services, Summer Adventure reading programs, Lunch at the Library enrichment 481
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T programs for students over the summer, and science fiction, fantasy, and romance collections. Grant funding was also used to support targeted information and service outreach to underserved residents in the Montague Park neighborhood, encouraging engagement with and connection to the community. • State Parks Pass collection, used by the public over 2,000 times in FY 2023/24 to enjoy California State parks, was expanded to include 60 County parks passes. The new County parks passes were used 781 times between March 2024 to March 2025. Passes can be paired with hiking poles, bear canisters and hiking backpacks available via the Library of Things, to encourage community outdoor adventures. • Partnered with St. Justin’s School, collecting approximately 11,034 pounds of food donations on behalf of Second Harvest Silicon Valley Food Bank in FY 2023/24.
• Coordinated with Stanford Blood Mobile for blood drives, collecting over 137 units of blood in FY 2023/24. • Provided trainings and staff development in First Amendment rights, addressing intellectual freedom and first amendment auditors. Training and development opportunities provided to staff across library disciplines to support professional standards, including Verbal Judo customer service and de-escalation trainings. Library also held staff recognition event for the first time since COVID.

Significant Objectives
• Finalize Library Strategic Plan and Facilities Master Plan, to provide data-based planning for future efforts, scheduled to be shared with Council in fall 2025.
• Prioritize and enhance Library outreach, for improved understanding of community needs and continuing, adaptive growth of community connections and services.
• Strengthen partnerships with local organizations, businesses, and other city departments to expand service. • Streamline data collection practices including a biennial community survey. • Strengthen communications with development of an annual report and development of a communications position to coordinate the high volume of Library public messaging. • Develop volunteer coordination and integration into Library services, including volunteer docents providing tours of the Library.
• Complete facility-related projects in progress, including re-opening of the Library Cafe, installation of ERRCS radio system in Central Park Library garage to support first responder communications, installation of new Automated Materials Handling System at Northside Branch Library, and approve facility improvement projects supported by the City of Santa Clara General Obligation Bond.
• Pursue additional, diversified grant opportunities to support Library programs and services. • Expand diversity of collection in Library of Things.

Budget Highlights
• The proposed Operating Budget restores funding for library books and materials in FY 2025/26 and FY 2026/27, which was identified as a City Council priority.
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Library Department

42.75 FTEs
Adult Services

4.00 Librarian II

1.00 Library Program Coordinator - Ref

0.50 Literacy Advocate

1.00 Literacy Program Supervisor

1.00 Literacy Student/Tutor Coordinator

7.50 Total Adult Services FTE
Customer Services

6.00 Library Assistant II

1.00 Library Circulation Supervisor

2.00 Sr. Library Assistant

9.00 Total Customer Services FTE
Youth Services

1.00 Librarian l

2.00 Librarian II

1.00 Library Assistant II

1.00 Library Program Coordinator I

5.00 Total Youth Services FTE
Administration

1.00 City Librarian

1.00 Assistant City Librarian

0.75 Office Specialist II

1.00 Management Analyst

3.75 Total Administration FTE
Branch Services

2.00 Librarian II

2.00 Library Assistant I

3.00 Library Assistant II

2.00 Library Program Coordinator

2.00 Sr. Library Assistant

11.00 Total Branch Services FTE
Technical and Technology Services

0.50 Librarian II

2.00 Library Assistant II

2.00 Library Program Coordinator

1.00 Library Technology Assistant

5.50 Total Technical and Technology
Services FTE
Facilities

1.00 Library Division Manager

1.00 Total Facilities FTE
483
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1221 Administration 1,955,681 2,109,759 1,332,297 (36.9%) 1,388,758 4.2% 1263 Literacy Grants 174,072 0 64,709 N/A 0 (100.0%)
2,129,753 2,109,759 1,397,006 (33.8%) 1,388,758 (0.6%)
1234 Read Santa Clara 425,759 437,215 470,894 7.7% 480,114 2.0% 1241 Reference and Adult
Collections 568,520 864,746 910,793 5.3% 958,689 5.3%
1244 Local History 155,295 183,409 210,781 14.9% 216,963 2.9% 1,149,574 1,485,370 1,592,468 7.2% 1,655,766 4.0%
1233 Mission Library 767,066 805,352 970,395 20.5% 1,001,230 3.2% 1235 Northside Branch 1,117,941 1,185,705 1,353,565 14.2% 1,405,096 3.8% 1236 Bookmobile and Mobile
Library Services
176,791 206,707 224,007 8.4% 228,243 1.9%
2,061,798 2,197,764 2,547,967 15.9% 2,634,569 3.4%
1245 Customer Services 1,743,110 2,119,164 2,255,641 6.4% 2,322,881 3.0% 1,743,110 2,119,164 2,255,641 6.4% 2,322,881 3.0%
1271 Facilities 649,634 829,640 906,314 9.2% 936,817 3.4% 649,634 829,640 906,314 9.2% 936,817 3.4%
Total Adult Services Division
Branch Services Division
Total Branch Services Division
Customer Services Division
Total Customer Services Division
Facilities Division
Total Facilities Division
Dollars by Division / Program
Administration Division
Total Administration Division
Adult Services Division
484
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1251 Technical Services 1,299,078 1,391,105 1,523,276 9.5% 1,561,162 2.5% 1272 Technology 715,378 677,222 782,487 15.5% 805,618 3.0% 2,014,456 2,068,327 2,305,763 11.5% 2,366,780 2.6%
1231 Youth Services 756,768 753,357 886,865 17.7% 930,883 5.0% 1232 Young Adult 118,856 169,124 206,255 22.0% 219,414 6.4% 875,624 922,481 1,093,120 18.5% 1,150,297 5.2%
10,623,949 11,732,505 12,098,279 3.1% 12,455,868 3.0%
Dollars by Division / Program
Total by Division / Program
Technical and Technology Services
Division
Total Technical and Technology
Services Division
Youth Services Division
Total Youth Services Division
485
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 10,439,147 11,732,505 12,033,570 2.6% 12,455,868 3.5% Library Operating Grant Trust Fund 184,802 0 64,709 N/A 0 (100.0%) Total by Fund 10,623,949 11,732,505 12,098,279 3.1% 12,455,868 3.0% Dollars by Category
Salary and Benefits
Salary 4,464,178 4,998,951 5,194,467 3.9% 5,454,574 5.0% As-Needed 786,275 1,019,108 1,152,863 13.1% 1,130,194 (2.0%) Overtime 19 0 0 N/A 0 N/A
Retirement 1,772,651 1,812,388 1,887,245 4.1% 1,821,729 (3.5%) Health Allocation 552,949 632,781 753,312 19.0% 811,032 7.7% Medicare 77,832 77,002 79,498 3.2% 83,373 4.9%
Social Security 275,021 318,987 327,598 2.7% 341,544 4.3% Other Benefits 254,067 251,222 284,943 13.4% 338,801 18.9% Total Salary and Benefits 8,182,992 9,110,439 9,679,926 6.3% 9,981,247 3.1% Non-Personnel
Materials/Services/Supplies 1,567,440 1,624,149 1,859,381 14.5% 1,906,866 2.6% Interfund Services 871,304 997,917 558,972 (44.0%) 567,755 1.6% Capital Outlay 2,213 0 0 N/A 0 N/A
Total Non-Personnel 2,440,957 2,622,066 2,418,353 (7.8%) 2,474,621 2.3% Total by Category 10,623,949 11,732,505 12,098,279 3.1% 12,455,868 3.0% 486
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Administration Division
1221 Administration 3.75 3.75 3.75 0.00 3.75
Total Administration Division 3.75 3.75 3.75 0.00 3.75
Adult Services Division
1234 Read Santa Clara 2.50 2.50 2.50 0.00 2.50
1241 Reference and Adult Collections 4.00 4.00 4.00 0.00 4.00 1244 Local History 1.00 1.00 1.00 0.00 1.00
Total Adult Services Division 7.50 7.50 7.50 0.00 7.50
Branch Services Division
1233 Mission Library 4.00 4.00 4.00 0.00 4.00
1235 Northside Branch 6.00 6.00 6.00 0.00 6.00
1236 Bookmobile and Mobile Library Services 1.00 1.00 1.00 0.00 1.00 Total Branch Services Division 11.00 11.00 11.00 0.00 11.00 Customer Services Division
1245 Customer Services 9.00 9.00 9.00 0.00 9.00
Total Customer Services Division 9.00 9.00 9.00 0.00 9.00 Facilities Division
1271 Facilities 1.00 1.00 1.00 0.00 1.00
Total Facilities Division 1.00 1.00 1.00 0.00 1.00
Technical and Technology Services Division
1251 Technical Services 3.50 3.50 3.50 0.00 3.50
1272 Technology 2.00 2.00 2.00 0.00 2.00

5.50 5.50 5.50 0.00 5.50
Youth Services Division
1231 Youth Services 4.00 4.00 4.00 0.00 4.00
1232 Young Adult 1.00 1.00 1.00 0.00 1.00
Total Youth Services Division 5.00 5.00 5.00 0.00 5.00
Total by Division / Program 42.75 42.75 42.75 0.00 42.75 Total Technical and Technology Services
Division
487
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Fund
General Fund 42.75 42.75 42.75 0.00 42.75
Total by Fund 42.75 42.75 42.75 0.00 42.75
Assistant City Librarian 1.00 1.00 1.00 0.00 1.00
City Librarian 1.00 1.00 1.00 0.00 1.00
Librarian I 1.00 1.00 1.00 0.00 1.00
Librarian II 8.50 8.50 8.50 0.00 8.50
Library Assistant I 2.00 2.00 2.00 0.00 2.00
Library Assistant II 12.00 12.00 12.00 0.00 12.00
Library Circulation Supervsr 1.00 1.00 1.00 0.00 1.00
Library Div Mgr -Support Svcs 1.00 1.00 1.00 0.00 1.00
Library Prog Coord - Tech Svcs 1.00 1.00 1.00 0.00 1.00 Library Prog Coord-Technology 1.00 1.00 1.00 0.00 1.00
Library Program Coord - Ref 1.00 1.00 1.00 0.00 1.00
Library Program Coordinator 3.00 3.00 3.00 0.00 3.00
Library Technology Assistant 1.00 1.00 1.00 0.00 1.00
Literacy Advocate 0.50 0.50 0.50 0.00 0.50
Literacy Program Supervisor 1.00 1.00 1.00 0.00 1.00
Literacy Student/Tutor Coord 1.00 1.00 1.00 0.00 1.00
Management Analyst 1.00 1.00 1.00 0.00 1.00
Office Specialist II 0.75 0.75 0.75 0.00 0.75
Sr Library Assistant 4.00 4.00 4.00 0.00 4.00
Total Positions 42.75 42.75 42.75 0.00 42.75
488
City of
Santa Clara
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 42.75 11,732,505
ESL Tutoring Services 2025/26 grant 64,709
Salary and Benefits adjustments 505,406
Net increase in materials, services and supplies 89,604 Net decrease in various interfund services allocations (438,945) Total FY 2025/26 Base Budget Adjustments 0.00 220,774
Total FY 2025/26 Base Budget 42.75 11,953,279
Service Level Changes
Increase Library Collection Materials Budget 145,000
Total Service Level Changes 145,000
Total FY 2025/26 Proposed Budget 42.75 12,098,279
ESL Tutoring Services 2025/26 grant (64,709)
Salary and Benefits adjustments 365,402
Net increase in materials, services and supplies 48,113 Net increase in various interfund services allocations 8,783 Total FY 2026/27 Base Budget Adjustments 0.00 357,589
Total FY 2026/27 Base Budget 42.75 12,455,868
Total FY 2026/27 Proposed Budget 42.75 12,455,868
Ongoing Cost Adjustments
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
One-Time Cost Adjustments
489
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Increase Library Collection Materials
Budget
145,000 145,000
Program: 1251 – Library Technical Services
This proposal restores partial funding for library collection materials (print, media, online), which was identified as a City Council priority. This will enable the library to expand its offerings to library patrons and keep the materials up-to-date.

Performance Impact
This action increases the number of new items that can be added to the collection, as well as replacements for collection items that become worn out from heavy use.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure 490
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Performance and Workload Measures
Administration Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent increase in number of
responses to Biennial
Community Satisfaction Survey
– New for FY 2025/26
N/A N/A N/A N/A 5% 5%
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of Library Board of
Trustees packets submitted
annually – Delete for FY
2025/26
10 11 10 10 N/A N/A
Number of grants applied for
annually 15 8 13 11 10 10
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Adult Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of READ Santa
Clara’s adult learners who
achieved a literacy goal they set
77% 78% 70% 70% 70% 70%
Percentage of adult program
attendees who feel “very
satisfied” with the quality of the
program and reported that they
were able to apply the
knowledge or skills to benefit
their lives
93% 97% 90% 93% 90% 90%
Percentage of adult outreach
participants who feel “very
satisfied” with the quality of the
outreach activity – New for FY
2025/26
N/A N/A N/A N/A 90% 90%
Workload Measures
Number of reference, reader’s
advisory, and research questions
answered annually
13,089 30,817 11,433 20,000 20,000 20,000
Number of genealogy/local
history questions answered
annually
377 444 340 400 400 400
Number of adult programs 219 337 450 350 350 350
Total attendance at in-person
adult programs 1,055 3,252 1,500 3,000 2,500 3,000
Total views for virtual adult
programming 4,589 3,074 1,500 3,000 2,000 2,000
Number of adult outreach
activities – New for FY 2025/26 N/A N/A N/A N/A 10 10
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Branch Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of bookmobile
outreach participants who feel
“very satisfied” with the quality of
the outreach activity– New for
FY 2025/26
N/A N/A N/A N/A 90% 90%
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of items circulated
annually at Central Park Library
– New for FY 2025/26
1,414,083 1,383,329 N/A 1,400,000 1,420,000 1,430,000
Number of items circulated
annually at Mission Library 43,289 48,281 45,000 44,000 45,000 45,000 Number of items circulated
annually at Northside Library 118,018 132,050 125,000 125,000 128,000 131,000 Number of items circulated
annually via the Bookmobile 33,351 30,559 42,037 34,000 35,000 36,000 Number of annual visits at the
Central Park Library – New for
FY 2025/26
269,798 385,988 N/A 358,000 355,000 360,000
Number of annual visits at the
Mission Branch Library 31,388 54,302 30,000 60,000 60,000 60,000 Number of annual visits at the
Northside Branch Library 82,625 142,008 80,000 160,000 180,000 195,000 Number of annual visits at the
Bookmobile 15,598 17,960 15,129 17,000 17,000 19,000
Number of bookmobile outreach
activities and regular stops –
New for FY 2025/26
380 444 N/A 480 490 500
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | L I B RA R Y DE P A RT M E N T Performance and Workload Measures
Customer Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Average number of days until a
returned item is ready for
checkout
3 3 2 2 2 2
Percentage of community
members who feel “very
satisfied” with the quality of
services provided by the library
– New for FY 2025/26
N/A N/A N/A N/A 90% 90%
Workload Measures
Number of annual visits to all
library facilities – Modified for
FY 2025/26
399,409 600,258 400,000 650,000 675,000 680,000
Number of e-materials
circulated systemwide annually
– New for FY 2025/26
197,764 255,389 N/A 250,000 250,000 250,000
Number of items circulated
systemwide annually (includes
print and e-materials) –
Modified for FY 2025/26
2,153,539 2,242,159 2,500,000 1,835,000 1,835,000 1,835,000 Number of patrons registered
annually 12,536 15,190 14,000 16,000 15,000 15,000
Facilities Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of facility work orders
completed annually 250 303 250 250 300 325
Number of active annual facilities
projects – New for FY 2025/26 N/A 29 N/A 33 35 38
Number of safety inspections
made annually – Delete for FY
2025/26
36 36 36 36 N/A N/A
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Technical and Technology Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of technology
program attendees who feel
“very satisfied” with the quality of
the program and reported that
they were able to apply the
knowledge or skills to benefit
their lives – New for FY 2025/26
N/A N/A N/A N/A 85% 85%
Workload Measures
Library materials per capita 3.5 3.4 3.0 3.0 3.0 3.0
Number of physical items added
to the collection annually 34,905 25,950 20,000 20,000 20,000 20,000 Annual budget for library
materials – New for FY 2025/26 741,598 508,930 N/A 526,609 687,141 702,984 Number of Library public
computer sessions 26,352 40,039 24,000 35,000 35,000 35,000 Number of Library Wi-Fi sessions 101,058 156,372 77,000 100,000 105,000 110,000 Number of website visits – New
for FY 2025/26 576,871 664,159 N/A 600,000 610,000 610,000 Number of database uses – New
for FY 2025/26 N/A N/A N/A 40,000 40,000 40,000
Number of technology programs
– New for FY 2025/26 N/A N/A N/A N/A 20 20
Number of tech center visitor
questions – New for FY 2025/26 9,543 13,336 N/A 13,000 13,000 13,000 495
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Youth Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of children and teen
program attendees who feel
“very satisfied” with the quality of
the program
90% 96% 80% 85% 85% 85%
Percentage of children and teen
outreach participants who feel
“very satisfied” with the quality of
the outreach activity – New for
FY 2025/26
N/A N/A N/A N/A 85% 85%
Workload Measures
Number of children and teen
programs – New for FY 2025/26 591 1,044 N/A 900 900 900 Total attendance at in-person
children and teen programs –
Modified for FY 2025/26
35,874 48,513 25,000 47,000 50,000 50,000
Number of reference, reader’s
advisory, and research
questions answered annually
14,759 10,988 16,000 10,000 10,000 10,000
Total views of virtual children
and teen programs 405 110 200 200 100 100
Number of children and teen
outreach activities – New for FY
2025/26
N/A N/A N/A N/A 50 50
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Parks & Recreation
Department
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Parks & Recreation Department Description
The Parks & Recreation Department provides planning, development, operation, maintenance, and rehabilitation of the City's twenty-nine (29) neighborhood parks, fourteen (14) mini parks, two (2) community parks, three (3) open space sites, ten (10) recreation buildings, four (4) trails, multiple joint use facilities, and eleven (11) bodies of water at five sites.

Facilities include community centers, neighborhood park buildings, community gardens, playgrounds, pools, restrooms, picnic areas, turf, trees, vegetation, athletic fields, and joint use facilities. Service levels are set to promote the use of safe, clean, and attractive facilities for enjoyment and quality of life for all ages and abilities. The Department assists the public with facility rentals, community services, cultural programs, special events, enhanced natural environments, fitness and wellness programs, as well as sports and aquatics opportunities. The Senior Nutrition Program provides a congregate meal setting where seniors can improve their health through balanced meals and socialization and is funded through a grant from the Santa Clara County Social Services Agency’s Senior Nutrition Program. Seniors are encouraged to access the many services available at the senior center while on site and are given the opportunity to engage in health and wellness programs at the Senior Center. The Parks & Recreation Department also provides planning, development, operation and maintenance of the City's two cemetery properties to support families before, during, and after their time of need. The Cemetery Division maintains 33,000 interment sites in a peaceful public park and provides customer service in a professional and respectful manner, while demonstrating sensitivity to our diverse community.

Divisions and Services
The Parks & Recreation Department is organized into five divisions: Administration, Parks, Recreation, Cemetery, and Senior Nutrition Program.

Administration
Division Mission
Provide leadership, resource development and administrative support to Parks, Recreation, Cemetery, and Senior Nutrition Program Divisions; plan and develop new parks and recreation facilities to support the City’s programs, activities and special events; review new housing development plans for provision of new parkland dedication and recreation amenities.

Division Objectives
Plan and implement design, development, construction, and maintenance of new parks; rehabilitation of older facilities and infrastructure, including public outreach and Parks & Recreation Commission review and recommendations.

Research and develop partnerships, sponsorships, and grants from private, corporate, and other public agencies to supplement funding of facilities, projects, programs, and other services.

Provide leadership to four Commissions (Parks & Recreation, Senior Advisory, Cultural, and Youth).

Conduct plan reviews and prepare comments for new housing developers to optimize park and recreation amenities in new developments and to ensure compliance with City Code 17.35 (Park and Recreational Land).

Activate Mass Care & Shelter Function of the Emergency Operations Center (Commodity Points of Distribution, Heating Center, Cooling Center), as needed.

Plan and implement multiple citywide special events annually.

Support the Park Impact Fee program. Initiate annual land valuation study used to update the fees in the municipal fee schedule, initiate City park projects, evaluate developer-initiated park projects and calculate park in-lieu fees, ensure that all projects meet the needs of the community, and facilitate community input. 499
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Parks Division Mission
Maintain, acquire and rehabilitate Santa Clara's parks, community centers, playgrounds, pools, athletic facilities and neighborhood park buildings including restrooms, picnic areas, turf, trees, vegetation, athletic fields, pools, and sports venues at defined levels of service that promote the use of safe, clean, and attractive facilities for the enjoyment of the public.

Division Objectives
Provide administrative direction, updated training, and technical support for Parks Division staff, contract operators of facilities, and public users; plan for parks and facility maintenance rehabilitation needs, including volunteer projects to enhance natural habitat and urban forestry.

Maintain eleven clean, safe, and attractive municipal swimming pools and other bodies of water at five sites (International Swim Center, Mary Gomez, Warburton, Montague, and the Senior Center). Maintain and support the use of clean, safe, fully functional, and attractive Community Recreation Center, Senior Center, Youth & Teen Center, Reed & Grant Sports Park and six neighborhood park buildings.

Maintain and support community gardens and natural areas. All facilities and grounds are maintained on a year-round schedule of turf care, irrigation, facility maintenance, vegetation, tree care, litter control, and graffiti removal.

Provide physical and logistical support for citywide special events for planning, mapping, set up, safety and cleanup.

Recreation Division
Mission
Provide recreation opportunities for all residents of Santa Clara at the Community Recreation Center, Youth & Teen Center, Senior Center, Youth Soccer Park, Reed & Grant Sports Parks, City parks and athletic facilities, and City pools.

Division Objectives
The Sports, Aquatics, and Athletic Facilities Program coordinates use of the Youth Soccer Park, Reed & Grant Sports Park and some Santa Clara Unified School District (SCUSD) fields; manages the Santa Clara Tennis Center and the Gymnastics Center.

The Aquatics Program offers year-round access to lap swim for adults and seniors, aquatic fitness programming, and a variety of summer swim lessons for all ages, while also ensuring safe supervision of seasonal recreational swimming. The program partners with the field and pool user groups for consistent use and policy implementation and coordinates with recreation vendors to offer developmental sports programs and adult sports leagues.

Youth & Teen Center offers drop-in afterschool programs for children in K-12 grade, teen volunteer and leadership development, seasonal programs, summer day camp sessions, and serves middle and high school youth with specialized events and programs, including Skate Park programs.

The Performing Arts Program provides a variety of afterschool activities in dance, music, art, creative drama, and theater, along with summer drama and arts camps. It also hosts dance and musical recitals, performances, and exhibitions and coordinates City use of the Mission City Center for the Performing Arts.

The Senior Center offers a variety of health and wellness, fitness, arts and culture, and special interest classes, as well as volunteer opportunities for individuals over 50 years of age, including programs in the fitness area and natatorium at the Senior Center.

The Enrichment program provides art and expression classes, recreation vendor programs, coordinates membership and sustainability/garden programs at the City’s community gardens, and implements preschool enrichment programs, classes and summer camps.
500
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Senior Nutrition
Program Division
Mission
Provide a congregate meals program to improve senior health and ability to live independently.

Division Objectives
Offer a Monday through Friday senior nutrition program.

Encourage participation in Health and Wellness Programs, fitness, and social activities at the Senior Center and provides access to resources and case management referrals, to enhance quality of life.

Offer access to information about senior issues and current events.

Cemetery Division
Mission
The Mission City Memorial Park provides exemplary cemetery services in a well maintained, park-like setting with a customer-oriented atmosphere.

The Agnew Historic Cemetery maintains space for reflection and interprets historical artifacts.

Division Objectives
Mow and trim turf areas weekly; pruning and planting of trees as needed for safety and maintenance of existing canopy.

Maintain cemetery buildings daily, in keeping with City standards.

Coordinate interments and burials with people in their time of need.

Maintain accurate documentation, use best practices and depending on the availability of resources, use current technology to map and record all transactions and burials in the cemetery.

Develop in-ground and niche bank spaces to provide additional interment options for families in need.
501
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Significant Accomplishments
• Schematic design approval by Council for the Henry Schmidt Park Rehabilitation Project. • Initiated a Citywide Parks & Recreation Master Plan Study. • Completed Westwood Oaks Park Playground Rehabilitation Project – reopened to the community. • Completed the Montague Park Rehabilitation Project – reopened to the community. • Completed the Magical Bridge All-Inclusive Playground at Central Park – now open to the community. • Initiated Kindness Ambassador program at Magical Bridge All-Inclusive Playground at Central Park. • Completed the installation of a new restroom at Fairway Glen Park. • Qualified for full grant reimbursement of $2.65 million for the Magical Bridge Playground Project. • Initiated the temporary re-opening process for the International Swim Center. • Onboarded Nuevo Community Buildings at Lawrence Station Area Plan and opened for public use. • Provided Stihl Chainsaw Safety Operation and Maintenance training for fifteen (15) staff members.

Significant Objectives
• Develop a land acquisition program for parkland.
• Obtain City Council approval of schematic design and initiate Phase 2 of design for the Warburton Playground Rehabilitation Project.
• Initiate the construction phase of the Central Park Entrance and Parking Improvements Project. • Initiate the construction phase of the Henry Schmidt Park Playground Rehabilitation Project. • Initiate the design phase for rehabilitation projects at both Mary Gomez Park and Maywood Park. • Initiate Phase 2 of the Parks Service Center Improvements project, which includes final design services, preparation of bid-related documents, and securing permits for construction of the project. • Initiate rehabilitation project at the International Swim Center with the goal of opening for community-wide use. • Provide programming for the newly opened Nuevo Community Buildings at Lawrence Station Area Plan. • Provide approximately 20,000 nutritional meals annually to seniors in the Monday - Friday Senior Nutrition Program as the yearly trends show a growing need.
• Initiate Cemetery Master Plan Study, supporting long-term health of cemetery maintenance endowment. • Present Citywide Parks & Recreation Master Plan for Council approval. • Fill 75% of vacant staffing positions by fall of 2025. • Reconfigure staffing allocations to better fit the changing environment.

Budget Highlights
• The Proposed Budget includes the following actions to support the department’s Recreation Division services:
• Add 1.0 Recreation Manager in the Recreation Division • Reclassify 1.0 Sr. Center Coordinator with 1.0 Recreation Coordinator in the Recreation Division • The Proposed Budget also includes funding to evaluate cemetery operations and capital funding to prepare a public art master plan to provide a long-term strategic approach toward public art in the city. 502
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Parks & Recreation
Department

79.00 FTEs*
Parks

0.95 Deputy Parks & Recreation Director

13.99 Grounds Maintenance Worker I

14.93 Grounds Maintenance Worker II

7.99 Grounds Maintenance Worker III

0.99 Office Specialist II

2.97 Park Foreperson

1.98 Park Maintenance Crafts Worker

0.05 Parks & Recreation Director

1.97 Parks Construction, Maintenance and Repair
Manager

45.82 Total Parks FTE
Administration

0.05 Deputy Parks & Recreation Director

0.01 Grounds Maintenance Worker I

0.07 Grounds Maintenance Worker II

0.01 Grounds Maintenance Worker lll

0.05 Management Analyst

0.93 Office Specialist II

1.02 Office Specialist III

0.03 Park Foreperson

0.02 Park Maintenance Crafts Worker

0.94 Parks & Recreation Director

0.03 Parks Construction, Maintenance and Repair
Manager

0.55 Recreation Coordinator

0.05 Recreation Coordinator - Therapeutics

0.35 Recreation Manager

0.60 Recreation Supervisor

4.71 Total Administration FTE Recreation

1.00 Health and Wellness Coordinator

0.95 Management Analyst

2.08 Office Specialist II

1.98 Office Specialist III

0.01 Parks & Recreation Director

6.45 Recreation Coordinator

0.95 Recreation Coordinator - Therapeutics

1.65 Recreation Manager

7.40 Recreation Supervisor

1.00 Staff Analyst

23.47 Total Recreation FTE
Cemetery

1.00 Cemetery Operations Manager

1.00 Grounds Maintenance Worker l

1.00 Grounds Maintenance Worker ll

1.00 Grounds Maintenance Worker llI

1.00 Office Specialist II

5.00 Total Cemetery FTE
Senior Nutrition Program
Services are provided through a contract with the
County of Santa Clara
*The positions above represent all funded positions including the Therapeutics Recreation Coordinator 0.25 FTE increase and the addition of 1.0 Recreation Manager recommended as part of this budget. This excludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). 503
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
1121 Administration 1,336,660 1,493,781 565,923 (62.1%) 585,632 3.5% 1122 Park Development 190,721 210,585 226,038 7.3% 239,588 6.0% 1123 Park Projects 36,765 50,330 54,566 8.4% 56,701 3.9% 1171 Citywide Special Events 606,396 707,709 801,092 13.2% 825,458 3.0% 2,170,542 2,462,405 1,647,619 (33.1%) 1,707,379 3.6%
1132 Parks 7,855,768 9,115,464 10,371,661 13.8% 10,764,002 3.8% 1133 Pools 1,535,139 1,404,648 1,583,134 12.7% 1,633,933 3.2% 1134 Buildings 1,241,479 1,309,229 1,456,681 11.3% 1,502,745 3.2% 1135 Operations 320,627 536,641 596,842 11.2% 618,729 3.7% 10,953,013 12,365,982 14,008,318 13.3% 14,519,409 3.6%
1117 Program Operations 2,124 0 0 0.0% 0 0.0%
1141 Health and Wellness 193,308 229,135 248,556 8.5% 253,637 2.0% 1142 Administration 352,419 393,206 574,932 46.2% 610,426 6.2% 1143 Youth Activity Center and
Programs
1,415,047 1,511,423 1,629,714 7.8% 1,670,243 2.5%
1144 Senior Center and
Therapeutic Recreation
Programs
1,333,904 1,712,234 1,870,265 9.2% 1,742,672 (6.8%)
1145 Community Recreation
Center and Programs
2,692,616 3,020,815 2,947,979 (2.4%) 3,072,992 4.2%
1146 Youth Sports 419,456 561,131 603,229 7.5% 621,670 3.1% 1147 Aquatics 756,371 666,403 726,437 9.0% 752,875 3.6% 1148 Sports and Athletics 122,127 147,582 161,065 9.1% 166,370 3.3% 1149 Youth and Teen Center 188,975 350,262 382,642 9.2% 400,567 4.7% 7,476,347 8,592,191 9,144,819 6.4% 9,291,452 1.6%
1112 Senior Nutrition Program 188,138 152,363 167,324 9.8% 167,325 0.0% 188,138 152,363 167,324 9.8% 167,325 0.0%
Recreation Division
Total Recreation Division
Senior Nutrition Program Division
Total Senior Nutrition Program
Division
Dollars by Division / Program
Administration Division
Total Administration Division
Parks Division
Total Parks Division

504
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
0125 Cemetery Perpetual Care 762 500 500 0.0% 500 0.0%
0131 Cemetery Endowment Care 48,857 30,000 60,000 100.0% 60,000 0.0% 1162 Maintenance of Grounds 492,402 788,268 805,001 2.1% 843,197 4.7% 1163 Maintenance of Buildings 87,358 142,393 148,889 4.6% 155,186 4.2% 1164 Operations 424,228 700,776 803,212 14.6% 672,630 (16.3%) 1,053,607 1,661,937 1,817,602 9.4% 1,731,513 (4.7%)
21,841,647 25,234,878 26,785,682 6.1% 27,417,078 2.4%
Dollars by Fund
General Fund 20,607,171 23,172,047 24,548,978 5.9% 25,258,910 2.9% Cemetery Fund 990,668 1,631,437 1,757,102 7.7% 1,671,013 (4.9%) 3,896 248,531 251,785 1.3% 259,338 3.0%
Endowment Care Fund 48,857 30,000 60,000 100.0% 60,000 0.0% Park and Rec Grant Trust Fund 188,138 152,363 167,317 9.8% 167,317 0.0% Perpetual Care Fund 762 500 500 0.0% 500 0.0%
Public Donations Fund 2,155 0 0 0.0% 0 0.0%
Total by Fund 21,841,647 25,234,878 26,785,682 6.1% 27,417,078 2.4% Community Facilities District 2019 – 1 Lawrence
Station Fund
Total by Division / Program
Dollars by Division / Program
Cemetery Division
Total Cemetery Division
505
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Category
Salary and Benefits
Salary 7,227,933 8,385,967 8,882,113 5.9% 9,315,142 4.9% As-Needed 2,192,946 2,858,913 2,967,474 3.8% 3,076,325 3.7% Overtime 133,797 77,580 80,101 3.2% 82,706 3.3%
Retirement 2,790,622 3,122,638 3,291,284 5.4% 3,138,639 (4.6%) Health Allocation 987,986 1,386,901 1,615,339 16.5% 1,730,482 7.1% Medicare 141,070 131,923 140,672 6.6% 145,636 3.5%
Social Security 458,304 554,265 583,164 5.2% 600,446 3.0% Other Benefits 300,375 319,888 474,843 48.4% 516,781 8.8% Total Salary and Benefits 14,233,033 16,838,075 18,034,990 7.1% 18,606,157 3.2% Non-Personnel
Materials/Services/Supplies 5,726,000 6,381,229 6,780,786 6.3% 6,812,053 0.5% Interfund Services 1,832,173 1,982,437 1,909,406 (3.7%) 1,938,368 1.5% Capital Outlay 0 0 0 N/A 0 N/A
Transfers to Other Funds 50,441 33,137 60,500 82.6% 60,500 0.0% Total Non-Personnel 7,608,614 8,396,803 8,750,692 4.2% 8,810,921 0.7% Total by Category 21,841,647 25,234,878 26,785,682 6.1% 27,417,078 2.4% 506
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Division / Program
Administration Division
1121 Administration 1.60 1.60 1.60 0.00 1.60
1122 Park Development 1.12 1.12 1.12 0.00 1.12
1123 Park Projects 0.12 0.12 0.12 0.00 0.12
1171 Citywide Special Events 1.66 1.66 1.87 0.21 1.87
Total Administration Division 4.50 4.50 4.71 0.21 4.71
Parks Division
1132 Parks 35.51 35.51 35.51 0.00 35.51
1133 Pools 4.10 4.10 4.10 0.00 4.10
1134 Buildings 4.57 4.57 4.57 0.00 4.57
1135 Operations 1.64 1.64 1.64 0.00 1.64
Total Parks Division 45.82 45.82 45.82 0.00 45.82
Recreation Division
1141 Health and Wellness 1.00 1.00 1.00 0.00 1.00
1142 Administration 1.76 1.76 2.16 0.40 2.16
1143 Youth Activity Center and Programs 4.89 4.89 4.89 0.00 4.89 1144 Senior Center and Therapeutic Recreation Programs 4.04 4.04 4.24 0.20 4.24 1145 Community Recreation Center and Programs 6.05 6.05 6.49 0.44 6.49 1146 Youth Sports 1.39 1.39 1.39 0.00 1.39
1147 Aquatics 2.05 2.05 2.05 0.00 2.05
1148 Sports and Athletics 0.40 0.40 0.40 0.00 0.40
1149 Youth and Teen Center 0.85 0.85 0.85 0.00 0.85
Total Recreation Division 22.43 22.43 23.47 1.04 23.47
Cemetery
1162 Maintenance of Grounds 2.90 2.90 2.90 0.00 2.90
1163 Maintenance of Buildings 0.10 0.10 0.10 0.00 0.10
1164 Operations 2.00 2.00 2.00 0.00 2.00
Total Cemetery Division 5.00 5.00 5.00 0.00 5.00
Total by Division / Program 77.75 77.75 79.00 1.25 79.00 *The positions above represent all funded positions including the Therapeutics Recreation Coordinator 0.25 FTE increase and the addition of 1.0 Recreation Manager recommended as part of this budget. This excludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). 507
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Fund
General Fund 72.75 72.75 74 1.25 74
Cemetery 5.00 5.00 5.00 0.00 5.00
Total by Fund 77.75 77.75 79.00 1.25 79.00
Position Classification
Cemetery Operations Manager 1.00 1.00 1.00 0.00 1.00
Cemetery Worker I 1.00 1.00 0.00 (1.00) 1.00
Cemetery Worker III 1.00 1.00 0.00 (1.00) 1.00
Deputy Parks and Rec Director 1.00 1.00 1.00 0.00 1.00
Grounds Maintenance Worker I 16.00 16.00 15.00 (1.00) 16.00 Grounds Maintenance Worker II 14.00 14.00 16.00 2.00 14.00 Grounds Maintenance Worker III 8.00 8.00 9.00 1.00 8.00 Health and Wellness Coordinator 1.00 1.00 1.00 0.00 1.00 Management Analyst 1.00 1.00 1.00 0.00 1.00
Office Specialist II 5.00 5.00 5.00 0.00 5.00
Office Specialist III 3.00 3.00 3.00 0.00 3.00
Park Foreperson 3.00 3.00 3.00 0.00 3.00
Park Maintenance Crafts Worker 2.00 2.00 2.00 0.00 2.00 Parks and Recreation Director 1.00 1.00 1.00 0.00 1.00

2.00 2.00 2.00 0.00 2.00
Recreation Coordinator 6.00 6.00 7.00 1.00 7.00
Recreation Coordinator - Therapeutics 0.75 0.75 1.00 0.25 1.00 Recreation Manager 1.00 1.00 2.00 1.00 2.00
Recreation Supervisor 8.00 8.00 8.00 0.00 8.00
Senior Center Coordinator 1.00 1.00 0.00 (1.00) 0.00
Staff Analyst 1.00 1.00 1.00 0.00 1.00
Total Positions 77.75 77.75 79.00 1.25 79.00
Parks Construction, Maintenance and Repair Manager
*The positions above represent all funded positions including the Therapeutics Recreation Coordinator 0.25 FTE increase and the addition of 1.0 Recreation Manager recommended as part of this budget. This excludes the 1.0 Grounds Maintenance Worker l, 2.0 Grounds Maintenance Worker II and 1.0 Office Specialist II positions that were frozen, as approved by the City Council on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402). 508
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 77.75 25,234,878
ISC Temporary Portable Showers (funded in FY 2025/26 and FY 2026/27) 53,955 Salary and benefits adjustments 965,036
Minimum Wage Adjustments
Recreation Leader ll Minimum Hourly Rate Adjustments
Add 0.25 Therapeutics Recreation Coordinator (from 0.75 to 1.0 FTE) offset by reduction to as-needed budget

0.25 Net increase in materials, services and supplies 195,602 Net increase in transfers to other funds 27,363
Net decrease in various interfund services allocations (73,031) Total FY 2025/26 Base Budget Adjustments 0.25 1,168,925 Total FY 2025/26 Base Budget 78.00 26,403,803
Add 1.0 Recreation Manager 1.0 231,879
Cemetery Master Plan Study (one-time) 150,000
Reclassification of 1.0 Sr. Center Coordinator to 1.0 Recreation Coordinator 0.0 0 Total Service Level Changes 1.00 381,879
Total FY 2025/26 Proposed Budget 79.00 26,785,682
FY 2026/27 Base Budget Adjustments
ISC Temporary Portable Showers (funded in FY 2025/26 and FY 2026/27) 1,079 Remove one-time Cemetery Master Plan Study (150,000)
Ongoing Cost Adjustments
Salary and benefits adjustments 509,080
Net increase in materials, services and supplies 180,188 Net increase in various interfund services allocations 28,962 Total FY 2026/27 Base Budget Adjustments 0.00 569,309
Total FY 2026/27 Base Budget 79.00 27,354,991
One-time Cost Adjustments
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
One-time Cost Adjustments
FY 2025/26 Service Level Changes
509
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Budget Reconciliation Positions Expenditures
(All Funds)
Add 1.0 Recreation Manager 62,087
Reclassifcation of 1.0 Sr. Center Coordinator to 1.0 Recreation Coordinator 0 Total Service Level Changes 0.00 62,087
Total FY 2026/27 Proposed Budget 79.00 27,417,078
FY 2026/27 Service Level Changes
510
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Add 1.0 Recreation Manager 1.00 0 231,879 0 293,966
Program:
1142 – Recreation-Administration
1144 – Recreation-Senior Center & Therapeutic Recreation Programs 1145 – Recreation-Community Recreation Center and Programs 1171 – Administration-CW Special Events
The City is currently assessing the Parks and Recreation Department’s organizational structure, and as part of this evaluation, the need for an additional Recreation Manager has been identified as a priority. This proposal adds 1.0 Recreation Manager position to serve as a key leader within the department. The new position will provide leadership in the Parks Master Plan process, the City Arts Master Plan process, Measure I project management, and other special projects as they arise. Additionally, this position will help rebalance the workload across the department, particularly between the current Recreation Manager role and emerging responsibilities.

Performance Impact
Currently, a single Recreation Manager oversees the Recreation Division, which includes 23 full-time staff and 197 as-needed staff across multiple facilities, such as the Community Recreation Center, Youth and Teen Center, Senior Center, Reed & Grant Sports Park, Youth Soccer Park, and five pool locations (including the International Swim Center). The manager is also responsible for overseeing numerous programs, projects, and related staff within each facility.

Adding a second Recreation Manager will help the department better balance the workload of the current Recreation Manager, optimizing the use of time and resources across the division. This addition will move the department toward a more balanced approach to service delivery and address the need for more efficient and effective administrative project management. This position will also address several new projects and initiatives within the department.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 511
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Cemetery Master Plan Study 0.00 150,000 0 0 0
Program: 1164 – Cemetery-Operations
This proposal allocates $150,000 for a Comprehensive Cemetery Master Plan Study to help the department assess operational needs, long-term strategies, and the cemetery's ongoing impact on the General Fund.

Mission City Memorial Park is a 22-acre City-operated cemetery managed by the Parks & Recreation Department and is considered part of the City’s park inventory. It is funded through a combination of the General Fund, revenue from sales and services, and perpetual and endowment care, with an increasing gap between cemetery-related revenues and costs, resulting in a larger General Fund subsidy.

The proposed Comprehensive Cemetery Master Plan Study will evaluate current operations, accessibility issues, ways to optimize land utilization, reduce staffing and maintenance costs, and identify innovative expansion strategies; all with a goals of either maintaining or reducing the General Fund subsidy to limit future impacts to the General Fund, as well as improving service levels.

Performance Impact
The Cemetery Master Plan will assist the department in improving service levels, reducing the impact on the General Fund, and evaluating the long-term financial sustainability of the property. The plan has the potential to significantly influence service delivery, performance measures, public perception, and funding capabilities.

Additionally, it will positively enhance the quality of services by promoting more efficient operations, increasing revenue generation, and offering conceptual plans to improve the value of a key community asset to which many Santa Clarans have a deep, familial connection.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 512
'"
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Reclassification of 1.0 Sr. Center
Coordinator to 1.0 Recreation
Coordinator

0.00 0 0 0 0
Program: 1144 – Recreation-Senior Center & Therapeutic Recreation Programs 1171 – Administration-CW Special Events
This proposal replaces the Senior Center Coordinator position with a Recreation Coordinator position at the Senior Center. This change is budget-neutral and aims to provide better-qualified and more flexible support for Senior programs. Although both positions fall within the same pay range, the Senior Center Coordinator role has a narrower scope, limiting the pool of qualified candidates. In contrast, the Recreation Coordinator position offers a broader skill set, which will improve recruitment and enhance support for the Senior programs.

Performance Impact
Replacing the Senior Center Coordinator position with the Recreation Coordinator at the Senior Center will create a more flexible, qualified, and diverse pool of candidates. This change better aligns with the duties of the position and will enhance the level of service provided, all while having no impact on the department's budget.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 513
•
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Performance and Workload Measures
Administration Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of volunteers recruited,
trained, and supervised 201 245 350 232 200 200
Amount of funds raised through
grants $827,022 $826,076 $250,000 $0 $250,000 $250,000
Maintain public parkland acres
at or above current standard
level of service of (2.53) per
1,000 residents (projects
reviewed for Mitigation Fee Act
at 2.53 acres and Quimby Act at
3 acres per 1,000 residents)

2.6 2.34 2.8 2.36 2.8 2.8
Number of parkland acres
added 0.143 3.189 5.000 3.035 0 2.014
Amount of Park in Lieu fees
collected $36.6M $2.35M $2.0M $1.5M $2.0M $2.0M
Number of community input
meetings held (Online Surveys
included)
12 12 8 24 10 10
Number of parks/playgrounds
rehabilitation projects initiated 2 2 2 1 2 2
Number of new park parcels
acquired 1 10 2 4 0 1
Parks Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of pool chemical
tests balanced 100% 100% 50% 100% 100% 100%
Percentage of staff provided
training and certification for
Qualified Applicator Certificate
92% 92% 80% 95% 80% 95%
Parks acres maintained by
other entities 4.11 6.1 7 6.1 7 8
514
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Performance and Workload Measures
Parks Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Park acre/FTE maintenance
staff 7.17 7.1 8.00 8.32 7.5 7.5
Cost per acre maintained 28,791 26,958 28,800 29,645 30,150 30,750 Number of playgrounds certified
(i.e. PlayCore Play On, Nature,
Inclusion)
17 19 20 20 21 22
Number of staff certified as
Aquatic Facility Operators or
Certified Pool Operators
35 36 20 27 35 40
Number of staff provided
training and certification for
Qualified Applicator Certificate
34 34 38 30 35 40
Cost per square foot of building
maintained (269,769 square
feet)

3.88 4.60 4.90 4.95 5.00 5.25
Number of work orders
completed for buildings 661 1,200 300 1,260 1,323 1,323 Annual number of work orders
completed for parks 1,332 3,135 600 3,291 3,456 3,629
Number of staff certified as
South Bay Water Recycling
Supervisor
7 6 8 7 12 12
Number of certified arborists on
staff 5 5 6 4 7 8
Recreation Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percentage of registration
processed online 88% 87% 80% 89% 90% 90%
Workload Measures
Number of free biometric
screenings and resource
referrals on-site at the Senior
Center
1,179 946 100 873 800 800
Average monthly Health and
Wellness participants 358 401 400 422 350 350
Number of park building and
picnic rental bookings
processed
222 393 1,500 450 460 460
515
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1111
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Performance and Workload Measures
Recreation Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of drop-in program
attendance at the Youth & Teen
Center (After School Open
Gym/Special Activities)
19,601 18,314 25,000 19,130 19,500 19,500
Number of Sports Camp
participants 1,143 1,123 800 1,617 1,650 1,650
Number of classes offered at the
Youth & Teen Center 167 222 150 156 150 150
Number of drop-in program
participation (Fitness and Group
Exercise) at the Senior Center
47,007 68,265 60,000 78,800 70,000 70,000
Senior Center membership
cards issued 1,425 1,983 2,000 1,870 2,000 2,000
Number of senior recreation
class participants 2,691 3,780 7,500 3,350 3,400 3,400
Number of parent/child, youth
and adult classes offered 996 959 1,500 960 1,000 1,000 Number of Adult fitness drop-in
program participant attendance 3,739 3,796 2,500 4,600 3,500 3,500 Annual Santa Clara Youth
Sports groups field permits 116 108 150 103 150 150
Annual adult sports groups
issued use permits 25 21 15 16 15 15
Annual youth sports field
attendance 160,145 143,835 150,000 113,000 150,000 150,000 Annual adult sports field
attendance 10,537 7,565 1,000 10,700 5,000 5,000
Number of summer swim lesson
participants 698 891 700 820 750 750
Number of Lap Swim
participants (excluding resident
seniors)
6,079 4,209 7,500 1,820 5,000 5,000
516
• I
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P A R KS & R E C RE AT I O N D E P A R T ME N T Performance and Workload Measures
Recreation Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of Resident Senior Lap
Swim Participants 14,639 13,018 15,000 10,725 12,000 12,000 Number of Youth & Teen Center
drop-in participants per year 19,601 18,314 20,000 18,000 19,000 20,000 Average number of daily
participants in the Senior
Nutrition Program
75 72 60 83 85 85
Total number of unduplicated
participants in the Senior
Nutrition Program, annually
367 373 280 425 425 425
Total Annual Meals Served 18,336 17,555 15,000 20,496 20,995 20,995 Cemetery Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Cost per acre maintained
(22.6 ac.) $30,093 $18,003 $29,000 $23,690 $29,000 $29,000 Cost per square foot maintained
(10,656 square feet) $10.09 $7.46 $10.40 $8.89 $10.00 $10.00 Cemetery existing capacity
remaining (estimate) 614 647 1,000 913 900 900
Number of burial plots/interment
rights purchased 68 88 50 28 50 50
Number of interment services
conducted 116 118 100 54 100 100
Number of work orders
completed 68 94 80 295 100 100
Number of cemetery acres
needed to meet future demand 22.6 22.6 24.6 22.8 24.6 24.6 517
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Police Department
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Police Department Description
The Police Department provides law enforcement and related policing services to the City of Santa Clara. The Police Department is organized into four Divisions: Administrative Services; Field Operations; Investigations; and Special Operations.

The Administrative Services Division (Services) consists of the Chief’s Office, the Property & Evidence Unit, the Professional Standards Unit (Recruiting/Hiring, Internal Affairs, and the Training Unit), the Communications Center and the Community Services Unit.
 The Chief’s Office, headed by an elected Chief of Police, supervises the Police Department. Specific duties include managing local, State and federal grants, the Chief’s Advisory Committee and the Department’s community engagement efforts (e.g., webpage, social media outlets, print media, Citizens’ Police Academy, Chat with the Chief, Coffee with a Cop, Leadership Santa Clara, National Night Out, Talk and Tour, Department Open House, etc.). This office also facilitates major projects (technology upgrades, major purchases, ordinance changes, etc.), the Department’s budget, legislative advocacy positions, policy management, the community volunteer program, and responses to developer inquiries (e.g., calls for service data, staffing data).  The Property & Evidence Unit receives and stores seized property and holds items until no longer required as evidence.
 The Professional Standards Unit manages recruiting, training, and internal affairs.  The Communications Center receives, processes and directs emergency and non-emergency calls for the City.  The Community Services Unit has many community supporting functions, including acting as the liaison to private and public schools, Adult Crossing Guards, 5th Grade Safety Patrol, instruction related to crime trends (e.g., Run, Hide & Fight trainings).

The Field Operations Division (Patrol) is comprised of first responders who answer the majority of calls for service. The Division is comprised of patrol teams, a motorcycle traffic unit, a traffic/hit-and-run investigator, the Community Response Team (CRT), the Special Response Team (SRT), the Crisis Negotiation Team and community service officers who manage parking control and abandoned vehicle abatement (AVA).
 The CRT addresses quality of life issues in the City (e.g., homelessness, RV parking, mental health issues, drug activity, conflicts with neighbors, blights, abuse of the 911 system, referrals to programs, services and housing).

The CRT is the liaison to Santa Clara University. This team includes a permitting, inspecting and investigating section for food trucks, bingo, tow companies, and massage businesses, etc. The CRT includes Crisis Intervention Specialists to coordinate and support beneficial outcomes for vulnerable populations, including the City’s unhoused residents and persons experiencing mental illness.
 The Reserve Police Officer program complements the work of the Department and is supported by this Division.

The Investigations Division (Detective Bureau) is responsible for conducting investigations of major crimes. Detectives are assigned according to the nature of the crime: homicide, assault, robbery, theft, burglary, sexual assault, financial crimes, arson and juvenile crimes. The Investigations Division tracks and pursues “cold cases.” This Division houses the Department’s Forensic Coordinator and Crime Analyst, Records Unit, and serves as the liaison to specialized task forces.  The Records Unit is responsible for maintaining crime reports, producing statistical crime information to the Department of Justice and the Federal Bureau of Investigations, providing radio support to officers in the field, and preparing the release of information to the public. The Records Unit also performs customer service functions at the front desk at the Police Building and Northside Substation. 521
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T The Special Operations Division serves as the liaison between the City and outside entities for special event permits (e.g., walk/run, parades, festivals), and provides security support for dignitary visits and demonstrations. The Division develops operational orders for law enforcement, traffic and neighborhood protection needs associated with Levi's Stadium, Santa Clara Convention Center, California’s Great America, and Santa Clara University. This Division also manages the Temporary Holding Facility at the Police Building and Levi’s Stadium, the Jail Service Officers and the K-9 Unit.

Divisions and Services
Administrative Services
Division Mission
The Administrative Services Division (Services) consists of the Chief’s Office, Property & Evidence Unit, Professional Standards Unit (Recruiting/Hiring, Internal Affairs, and the Training Unit), Communications Center, and the Community Services Unit.

The Chief’s Office manages local, State and federal grants, the Chief’s Advisory Committee and the Department’s community engagement efforts (webpage, social media, print media, Citizens’ Police Academy, Chat with the Chief, Coffee with a Cop, Leadership Santa Clara, National Night Out, Talk and Tour, Department Open House, etc.). This office facilitates the Department’s budget, legislative advocacy positions, policy management, community volunteer program, and responses to developer inquiries (environmental reports, crime and response metrics).

The Communications Center receives, and processes emergency and nonemergency calls and texts for the Police and Fire Departments, as well as nonbusiness after hour response for other Departments throughout the City.

The Community Services Unit has many public facing functions: liaison to private and public schools, Adult Crossing Guards, 5th Grade Safety Patrol, instruction related to crime trends (e.g., Run, Hide & Fight trainings) and the Building Respect, Awareness and Values through Education (B.R.A.V.E) program.

Division Objectives
Strategically plan replacement of and identify needs for new training and equipment and develop a plan to address those needs, factoring in the impacts of new legislative requirements.

Proactively upgrade communication technology. This budget cycle, the Communications Center will work with Synergem Technologies to ensure the Next Generation 911 (NG911) system functions efficiently with the Communications Center’s current Viper phone system. Staff will also implement a new recording system for phone and radio communications, upgrade the Computer Aided Dispatch (CAD) system, and expand the Department’s successful Text-to-911 program to enhance accessibility. These improvements will strengthen emergency response, support quality assurance for dispatchers, and ensure the Department is wellprepared for the increased demands of the 2026 NFL and FIFA events. With these upgrades, the City’s communication infrastructure will be more reliable, secure, and better equipped to support first responders and incident commanders. 522
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Communication
Acquisitions
Division Mission
Replace amortized electronic equipment within the City, replacing equipment past its useful life cycle.

Division Objectives
Strategically provide continued funding for communications equipment replacement, as necessary. All departments with radios contribute to the replacement fund annually; public safety radios are amortized over an eight-year cycle. The last major radio replacement was funded through General Fund, federal and State earmarks, grants and the use of the Communications Acquisition Fund.

These are anticipated to complete deployment in spring/summer of 2025.

Cooperatively make adjustments to the Fire Department’s radios to accommodate State Load channels prior to wildfire season.

Investigations Division
Mission
The Investigations Division receives reports of crimes that have occurred in the community and conducts follow-up investigations utilizing witness statements, physical evidence, crime analysis, and deductive reasoning to identify perpetrators of crime. Detectives are assigned by type of crime, including homicide, assault, robbery, theft, burglary, sex crimes, financial crimes, arson, and juvenile crimes.

The Investigations Division tracks and pursues “cold cases.” Subpoenas for trial witness are processed and delivered from this Division.

The Records Unit is part of the Investigations Division. The Records Unit is responsible for maintaining crime reports, producing statistical crime information to the Department of Justice and the Federal Bureau of Investigations, providing radio support to officers in the field, and preparing responses to public record requests.

The Records Unit provides customer service at the front desk at the Police Building and Northside Substation.

The Special Enforcement Team (SET) continues to operate as a proactive unit dedicated to the suppression of crime in our community.

Division Objectives
Proactively serve the City's residents by combatting crime and identifying those responsible.

Determinedly track and monitor registered sexual offenders and gang members.

Competently investigate and track criminals resulting in a high volume of prosecutable cases.
523
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Field Operations
Division Mission
Protect and serve with honesty, fairness, professionalism, and integrity. Maintain a community atmosphere that provides citizens with a quality of life that enables them to enjoy the City to the fullest.

The Field Operations Division (Patrol) is comprised of “first responders” who provide immediate services to residents, visitors, and businesses within the City. The Division is comprised of patrol teams, a motorcycle traffic unit, a traffic/hit-and-run investigator as well as community service officers who manage parking control and abandoned vehicle abatement.

The Community Response Team (CRT) works to reduce crime and promote community wellness, often among vulnerable populations. In 2020, SCPD added two Crisis Intervention Specialist positions to the CRT. The Specialists coordinate and support beneficial outcomes for persons experiencing mental health issues. The CRT benefits the community by addressing long-term public safety issues, allowing patrol officers to focus on in-progress events, engaging with the community, and working proactively.

This Division is the home to specialized teams within the Department, including the Crisis Negotiation Team and the Special Response Team (SRT).

The Reserve Police Officer program complements the work of the Department in many ways and is supported by this Division.

Division Objectives
Actively monitor traffic violation statistics and enforce laws at identified problem areas and intersections.

Tactically use data from the Investigations Division in the deployment of officers to locations on specific days and times to prevent crime. Increase public safety while providing a compassionate response to persons experiencing mental health issues.

Effectively address alcohol related crimes and disturbances, particularly in the Santa Clara University footprint.

Proactively patrol the City of Santa Clara to deter, disrupt and investigate crime, including the implementation of California Proposition 36 to reduce drug and theft related crime.
524
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Special Operations
Division Mission
The Special Operations Division includes the Homeland Security and Special Events Units. It serves as the liaison between the City and outside agencies for special event permits (e.g., walk/run, parades, festivals), security support for dignitary visits and public demonstrations. It develops operational orders for law enforcement, traffic and neighborhood protection needs associated with Levi's Stadium, the Santa Clara Convention Center, California’s Great America, and Santa Clara University.

This Division manages the temporary holding facility and Jail Service Officers at the police building and Levi’s Stadium.

Division Objectives
Efficiently utilize technology to provide real-time updates during events to provide situational awareness and improve public safety capabilities.

Purposefully maintain critical information sharing and partnerships with federal, State and local law enforcement agencies to ensure the safety and security of the community.

Professionally facilitate operations related to Super Bowl LX and FIFA World Cup events.
525
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Significant Accomplishments
• Developed a template for the AB 481 Annual Report and conducted associated public meetings for FY 2022 through FY 2024 for continued use of the City’s equipment with a military distinction • Received notification of crime reporting certifications (CIBRS/NIBRS) as of September 1, 2021 • Secured grant funding and entered into a MOU with the County of Santa Clara for in-kind services for the Psychiatric Emergency Response Team (PERT) Program
• Finalized License Agreement with Silicon Valley Regional Interoperability Authority (SVRIA) for Use of Space at SCPD through 2027
• Obtained State Homeland Security Grant Program funding for mobile barricades for use as a vehicle barrier at Citywide special events and finalized MOU • Acquired 17 additional automated license plate reader cameras and implemented alerting system with the Communications Center
• Extended the lease for the Northside Police Substation through 2028 • Added the Town of Los Gatos to the Silicon Valley Animal Control Authority Agreement • Finalized the Hexagon Master Agreement for CAD, along with the 9.4 Upgrade • Secured funding (State, $1,750,000, and federal, $963,000) to support the Radio Communications Upgrade Project • Secured Citizens’ Option for Public Safety (COPS) grant funding, in addition to capital funding, for Mobile Data Computers, 5G Cradlepoint and Antennas
• Hired a third-party consultant to develop the B.R.A.V.E. curriculum, in partnership with Santa Clara Unified School District, and implemented the Pilot Program over the 2024/25 school year • Secured funding for the return of Parks Patrol / Team 200 in summer 2024 • Submitted reimbursements for eligible costs (Senate Bill 90 State Claim, Equitable Share, Asset Forfeiture, etc.) • Recommended adjustments to the City Code for a Pilot Program in connection with Senate Bill 946 Sidewalk Vendors Soliciting
Significant Objectives
• Upgrade the recording system within the 9-1-1 phone system • Conduct a ceremony for the naming of the Police Motor Garage in honor of Pete Malae, who retired after a distinguished career with the Police Department
• Restore programs, services and facilities to pre-pandemic levels, including but not limited to:
• Parks patrol
• School Resource Officer(s)
• Traffic/motorcycle Unit
• Northside Police Substation
• Community Engagement Programs
• Continue to utilize the 15-member Chief’s Advisory Committee to advise the Police Chief on issues, matters and public policies which influence or impact the ongoing relationship between the Police Department and the community • Develop a comprehensive, multi-phase strategy to recruit highly qualified, motivated applicants and facilitate the hiring of full-time and part-time employees in sworn and civilian professional capacities 526
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T • Develop a policy, fees and corresponding checklist to accept Conceal Carry Weapon permits • Complete the upgrade of the 9-1-1 phone system to include updated version of Next Generation 911 compatibility • Conduct the Hexagon Computer Aided Dispatch 9.4 version upgrade • Improve the Public Safety Dispatcher applicant process by replacing Dispatch POST Testing with the CritiCall testing software
• Evaluate the upgrade of equipment in the Communications Center that provides fire station alerting • Seek City Council guidance on the Bingo Ordinance in connection with State law • Amend the Police Department’s Retention Schedule
• Transition identified fleet vehicles to zero emission electric vehicles • Work with law enforcement partners to address local (e.g., abandoned vehicles, recreational vehicle (RV) parking, neighborhood parking) and regional issues (e.g., property crimes, homelessness, traffic, mental illness, street racing) • Develop a community engagement program utilizing the state-of-the-art use of force simulator to provide a realistic, yet safe environment for education with induced stimuli • Staff the Gun Violence Prevention Task Force
• Expand the Crisis Intervention Specialist program from two to four police officers to provide better coverage for 24/7, 365 operations
• Develop a Real Time Intelligence Center (RTIC)
• Secure grant funds to purchase front-line law enforcement equipment, conduct specialized operations, and offer officer training
• Implement new ways to staff all special events with highly trained and committed public safety personnel to ensure the safety of all attendees, control traffic and pedestrian movement, and reduce the impact on surrounding residents and businesses
• Proactively serve the City's residents by combatting crime and identifying those responsible Budget Highlights
• The Proposed Budget reflects the following:
• Restoration of 1.0 Police Sergeant and 2.0 Police Officers in FY 2026/27, offset by an increase to the Department’s vacancy factor
527
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Police Department
231.00 FTEs**
Special Operations

1.00 Community Service Officer II

1.00 Office Specialist III

1.00 Police Captain

1.00 Police Lieutenant

1.00 Police Officer

5.00 Police Sergeant

10.00 Total Special Operations FTE
Field Operations

10.00 Community Service Officer II

5.00 Jail Service Officer

1.00 Office Specialist III

1.00 Police Captain

4.00 Police Lieutenant

86.00 Police Officer

13.00 Police Sergeant
120.00 Total Field Operations FTE
Investigations

3.00 Community Service Officer II

1.00 Crime Analyst

1.00 Forensic Coordinator

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Police Captain

1.00 Police Lieutenant

16.00 Police Officer

1.00 Police Records Manager

15.00 Police Records Specialist II

4.00 Police Records Supervisor

5.00 Police Sergeant

51.00 Total Investigations FTE
Administrative Services

2.00 Assistant Police Chief

1.00 Communication Technician I

1.00 Communications Operation Manager

5.00 Community Service Officer II

1.00 Office Specialist II

1.00 Office Specialist III

1.00 Police Chief

1.00 Police Lieutenant

7.00 Police Officer

6.00 Policer Sergeant

1.00 Police Training Coordinator

16.00 Public Safety Dispatcher II

1.00 Senior Management Analyst

5.00 Senior Public Safety Dispatcher

1.00 Staff Aide

50.00 Total Administrative Services FTE
*The positions above represent all funded positions in FY 2025/26. The chart above excludes the 1.0 Police Sergeant and 2.0 Police Officer positions recommended to be restored in FY 2026/27. The remaining frozen positions in the Police Department include 1.0 Police Sergeant and 2.0 Police Officers. 528
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
7742 Administration 5,859,474 6,181,099 3,914,830 (36.7%) 4,071,541 4.0% 7744 Professional Standard 2,351,272 2,532,340 2,899,115 14.5% 3,045,421 5.0% 7745 Department Support 2,751,325 3,826,410 3,959,509 3.5% 4,089,032 3.3% 7746 Community Services Police 3,570,189 3,753,388 4,255,675 13.4% 4,426,975 4.0% 7747 911 Dispatch/Communications 4,981,356 6,192,121 7,137,773 15.3% 7,355,281 3.0% 7752 Police Grants 646,783 0 0 N/A 0 N/A
20,160,399 22,485,358 22,166,902 (1.4%) 22,988,250 3.7% Communication Acquisitions Division
7781 Communication Equipment
Amortization
311,831 1,067,904 1,064,336 (0.3%) 1,068,501 0.4%
311,831 1,067,904 1,064,336 (0.3%) 1,068,501 0.4%
7722 General Patrol 39,423,064 41,826,601 47,533,922 13.6% 49,526,087 4.2% 7723 Traffic 4,059,173 4,433,722 4,626,585 4.3% 4,799,603 3.7% 7724 Emergency Response /
Temporary Holding Facility
1,660,313 1,804,433 1,414,651 (21.6%) 1,438,746 1.7%
7765 Reserves1
95,034 383,656 400,598 4.4% 417,705 4.3%
45,237,584 48,448,412 53,975,756 11.4% 56,182,141 4.1%
7732 General Investigation 8,832,002 10,000,921 11,779,996 17.8% 12,715,437 7.9% 7733 Special Enforcement Team 2,237,232 2,159,408 2,411,640 11.7% 2,512,122 4.2% 7734 Records 4,404,105 4,958,606 5,560,907 12.1% 5,711,006 2.7% 15,473,339 17,118,935 19,752,543 15.4% 20,938,565 6.0%
7761 General 4,299,939 4,088,064 3,434,073 (16.0%) 4,673,270 36.1% 7764 Specialized Teams 88,427 31,132 31,825 2.2% 32,532 2.2% 4,388,366 4,119,196 3,465,898 (15.9%) 4,705,802 35.8%
Total by Division / Program 85,571,519 93,239,805 100,425,435 7.7% 105,883,259 5.4% Total Field Operations Division
Investigations Division
Total Investigations Division
Special Operations Division
Total Special Operations Division
Field Operations Division
Dollars by Division / Program
Administrative Services Division
Total Administrative Services Division
Total Communication Acquisitions
Division
1This program was previously in the Special Operations Division, but moving forward, will be part of the Field Operations Division.
529
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
General Fund 84,390,521 92,074,298 99,261,544 7.8% 104,713,212 5.5% Communication Acquisitions Fund 311,831 1,067,904 1,064,336 (0.3%) 1,068,501 0.4% 94,760 97,603 99,555 2.0% 101,546 2.0%
Expendable Trust Fund 66,984 0 0 N/A 0 N/A
Police Operating Grant Trust Fund 707,423 0 0 N/A 0 N/A Total by Fund 85,571,519 93,239,805 100,425,435 7.7% 105,883,259 5.4% Dollars by Category
Salary and Benefits
Salary 41,545,815 40,857,743 45,086,647 10.4% 47,330,355 5.0% As-Needed 985,857 809,998 842,582 4.0% 875,898 4.0%
Overtime 2,092,031 2,311,249 2,392,301 3.5% 2,476,189 3.5% Retirement 21,136,960 25,355,783 27,388,840 8.0% 29,504,405 7.7% Health Allocation 3,617,286 4,670,148 5,015,150 7.4% 5,491,832 9.5% Medicare 715,708 677,153 794,872 17.4% 834,498 5.0%
Social Security 540,602 709,961 658,396 (7.3%) 683,035 3.7% Other Benefits 1,763,235 3,988,185 2,075,123 (48.0%) 2,150,123 3.6% Total Salary and Benefits 72,397,494 79,380,220 84,253,911 6.1% 89,346,335 6.0% Non-Personnel
Materials/Services/Supplies 3,760,770 3,634,334 3,727,847 2.6% 3,810,500 2.2% Interfund Services 8,627,806 9,157,347 11,379,341 24.3% 11,657,923 2.4% Capital Outlay 785,449 1,067,904 1,064,336 (0.3%) 1,068,501 0.4% Total Non-Personnel 13,174,025 13,859,585 16,171,524 16.7% 16,536,924 2.3% Total by Category 85,571,519 93,239,805 100,425,435 7.7% 105,883,259 5.4% Community Facilities District 2019-1
Lawrence Station Fund
530
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change
FY 2026/27
Proposed
Positions by Division / Program
Administrative Services Division
7742 Administration 7.00 8.00 8.00 0.00 8.00
7744 Professional Standard 5.00 5.00 5.00 0.00 5.00
7745 Department Support 5.00 5.00 5.00 0.00 5.00
7746 Community Services Police 11.00 9.00 9.00 0.00 9.00 7747 911 Dispatch/Communications 23.00 23.00 23.00 0.00 23.00 Total Administrative Services Division 51.00 50.00 50.00 0.00 50.00 Field Operations Division
7722 General Patrol 96.50 103.00 104.00 1.00 106.00
7723 Traffic 9.50 11.00 10.00 (1.00) 10.00
7724 Emergency Response/Temporary Holding
Facility

7.00 7.00 6.00 (1.00) 6.00
Total Field Operations Division 113.00 121.00 120.00 (1.00) 122.00 Investigations Division
7732 General Investigation 24.00 23.00 24.00 1.00 25.00 7733 Special Enforcement Team 5.00 5.00 5.00 0.00 5.00
7734 Records 21.00 22.00 22.00 0.00 22.00
Total Investigations Division 50.00 50.00 51.00 1.00 52.00 Special Operations Division
7761 General 7.00 10.00 10.00 0.00 10.00
Total Special Operations Division 7.00 10.00 10.00 0.00 10.00 Total by Division / Program 221.00 231.00 231.00 0.00 234.00 531
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Position Summary
FY 2023/24
Adopted*
FY 2024/25
Adopted*
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Positions by Fund
General Fund 221.00 231.00 231.00 0.00 234.00
Total by Fund 221.00 231.00 231.00 0.00 234.00
Position Classification
Assistant Police Chief 2.00 2.00 2.00 0.00 2.00
Communications Operations Manager 1.00 1.00 1.00 0.00 1.00 Communications Technician I/II 1.00 1.00 1.00 0.00 1.00 Community Service Officer I/II 14.00 19.00 19.00 0.00 19.00 Crime Analyst 1.00 1.00 1.00 0.00 1.00
Forensic Coordinator 1.00 1.00 1.00 0.00 1.00
Jail Service Officer 5.00 5.00 5.00 0.00 5.00
Management Analyst 1.00 0.00 0.00 0.00 0.00
Office Specialist II 1.00 2.00 2.00 0.00 2.00
Office Specialist III 4.00 4.00 4.00 0.00 4.00
Office Specialist IV 1.00 1.00 0.00 (1.00) 0.00
Police Captain 3.00 3.00 3.00 0.00 3.00
Police Chief 1.00 1.00 1.00 0.00 1.00
Police Lieutenant 7.00 7.00 7.00 0.00 7.00
Police Officer 108.50 110.50 110.50 0.00 112.50
Police Officer - P.A.L. 0.50 0.50 0.50 0.00 0.50
Police Records Manager 1.00 1.00 1.00 0.00 1.00
Police Records Specialist I/II 13.00 15.00 15.00 0.00 15.00 Police Records Supervisor 4.00 4.00 4.00 0.00 4.00
Police Sergeant 29.00 29.00 29.00 0.00 30.00
Police Training Coordinator 1.00 1.00 1.00 0.00 1.00
Public Safety Dispatcher I/II 16.00 16.00 16.00 0.00 16.00 Senior Management Analyst 0.00 1.00 1.00 0.00 1.00
Senior Public Safety Dispatcher 5.00 5.00 5.00 0.00 5.00 Staff Aide 0.00 0.00 1.00 1.00 1.00
Total Positions 221.00 231.00 231.00 0.00 234.00
*The positions above represent all funded positions. In FY 2026/27, the position count includes the restoration of 1.0 Police Sergeant and 2.0 Police Officer positions. The remaining frozen positions in the Police Department include 1.0 Police Sergeant and 2.0 Police Officers.
532
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 231.00 93,239,805
Departmental vacancy factor decrease 1,615,695
Adjustment to reallocation of Police costs to Non-Departmental Stadium related to Super Bowl and FIFA Events
(1,126,626)
Salary and Benefits adjustments 4,384,622
Addition of 1.0 Staff Aide and deletion of 1.0 Office Specialist IV Net increase to various internal service fund allocations 2,221,994 Non-personnel adjustments 89,945
Total FY 2025/26 Base Budget Adjustments 0.00 7,185,630 Total FY 2025/26 Base Budget 231.00 100,425,435
Total FY 2025/26 Proposed Budget 231.00 100,425,435
Adjustment to reallocation of Police costs to Non-Departmental Stadium related to Super Bowl and FIFA Events
1,072,737
Salary and Benefits adjustments 4,019,687
Net increase to various internal service fund allocations 278,582 Non-personnel adjustments 86,818
Total FY 2026/27 Base Budget Adjustments 0.00 5,457,824 Total FY 2026/27 Base Budget 231.00 105,883,259
Restoration of 1.0 Police Sergeant and 2.0 Police Officers, offset by Vacancy Factor Increase

3.00 - Total Service Level Changes 3.00 - Total FY 2026/27 Proposed Budget 234.00 105,883,259 Service Level Changes
Ongoing Cost Adjustments
FY 2025/26 Base Budget Adjustments
Ongoing Cost Adjustments
FY 2026/27 Base Budget Adjustments
One-Time Cost Adjustments
One-Time Cost Adjustments
533
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Restoration of 1.0 Police Sergeant and

2.0 Police Officers; Offset by Vacancy
Factor Increase

3.00 0 0 0 0
Program: 7722 – General Patrol
7732 – General Investigation
This action unfreezes 1.0 Police Sergeant and 2.0 Police Officer positions that were frozen as part of the FY 2021/22 and FY 2022/23 Adopted Biennial Operating Budget. These positions are recommended to be unfrozen effective FY 2026/27.

In order to provide funding capacity for these positions, an increase to the Police Department’s budgeted vacancy factor is recommended (from 3% to 5.5%). Over the last decade, the Police Department has experienced an average vacancy rate of well over 7%, and the current vacancy rate is 12%. The higher vacancy rate would apply to FY 2026/27 through FY 2028/29, and would revert to the 3% level on an ongoing basis as the City works to reduce the vacancy rate. While the Department has made efforts in recruitment, the vacancy rate has remained high.

Performance Impact
The unfreezing of these positions will provide the Department more capacity in the Field Operations and Special Operations Divisions, with particular focus on traffic, regional task forces, and the Aerial Response Team.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 534
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Performance and Workload Measures
Administrative Services Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Percent of emergency calls answered
within ten seconds 97.8% 97.56% 90% 95% 90% 90%
Workload Measures
Amount of grant funds managed $1.4M $1.1M $1.1M $3.3M $1M $1M Number of volunteer hours
(chaplain, explorer, community) 890 941 1,000 950 1,000 1,000 Percent of Officers per 1,000 residents
– Modified for FY 2025/26 1.17% 1.19% 1.25% 1.16% 1.15% 1.14% Percent of civilian professionals
allocated per 1,000 residents –
Modified for FY 2025/26

0.63% 0.61% 0.62% 0.59% 0.58% 0.57%
Number of property items booked –
Modified for FY 2025/26 7,095 6,828 6,000 6,500 6,000 6,000 Number of property items destroyed
annually – Modified for FY 2025/26 1,540 10,566 7,700 8,900 7,000 7,000 Residential and business alarm permit
registrations 598 368 975 450 400 400
Business oversight permits managed
(bingo, taxi, massage, food truck, pedicab, tow, private, patrol, adult bookstores, pawn shops, firearm
dealers, solicitors)
151 228 230 250 230 230
Number of Community Response Team
abatements 18 12 50 10 20 20
Number of Run/Hide/Defend training
sessions 7 30 25 30 30 30
Number of B.R.A.V.E. graduations –
Modified for FY 2025/26 0 0 0 3 20 20
Number of calls received in the City’s
Communications Operations Center –
Modified for FY 2025/26
159,416 139,271 169,000 160,000 180,000 160,000
Number of Police Department policies
reviewed as a result of the Task Force
on Diversity, Equity, and Inclusion input
– Delete for FY 2025/26
0 N/A 0 N/A N/A N/A
Number of texts to 911 contacts 116 122 200 150 150 150 535
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Performance and Workload Measures
Field Operations Division
Performance Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Average response time for priority
one calls for service (from dispatch to
officer arrival)
2:53 min 2:45 min 2:50 min 2:50 min 2:50 min 2:50 min
Workload Measures
Number of police calls for service 43,306 41,333 45,000 43,000 45,000 45,000 Number of officer self-initiated calls for
service 12,313 12,854 13,000 13,000 13,000 13,000
Number of arrests – juvenile – Modified
for FY 2025/26 65 81 60 55 60 60
Number of arrests – adult – Modified for
FY 2025/26 2,163 3,017 2,400 2,600 2,500 2,500
Number of mental health contacts 836 686 1,000 600 800 800 Number of traffic citations 729 2,445 2,000 4,375 4,000 4,000 Number of parking citations 3,321 5,576 4,000 5,950 5,500 5,500 Number of mental health detentions –
Delete for FY 2025/26 270 N/A 350 N/A N/A N/A
Number of mental health crisis
intervention cases – Modified for FY
2025/26
356 306 450 280 400 400
Number of abandoned vehicle cases 2,548 3,131 2,600 3,230 3,200 3,200 Number of abandoned vehicle tows 182 231 250 220 220 220 Number of traffic collisions 1,094 981 1,000 1,000 1,000 1,000 536
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | P O L IC E DE P AR T ME N T Performance and Workload Measures
Investigations Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of warrants received 1,797 1,796 1,700 1,540 1,600 1,600 Number of warrants cleared 1,613 1,688 1,500 1,115 1,300 1,300 Number of missing persons located –
Modified for FY 2025/26 298 139 115 105 100 100
Number of stolen vehicle recoveries –
Modified for FY 2025/26 669 742 350 550 550 550
Number of police reports filed –
Modified for FY 2025/26 12,248 8,585 12,800 10,715 10,000 10,000 Number of citizen online police reports
submitted – Modified for FY 2025/26 4,392 2,137 3,800 2,285 2,200 2,200 Number of domestic violence cases 384 310 300 290 300 300 Number of fraud cases 532 657 N/A 585 550 550
Special Operations Division
Workload Measures
Strategic
Pillar
2022/23
Actual
2023/24
Actual
2024/25
Target
2024/25
Estimate
2025/26
Target
2026/27
Target
Number of stadium events with
20,000+ attendees 19 221 18 16 24 20
Number of operation plans developed
city-wide (e.g. city-wide special events,
dignitary visits, stockholder meetings,
Levi’s Stadium)
39 46 28 36 44 40
1There were 23 events scheduled, including FC Barcelona vs Juventus, however, this event was canceled, resulting in 22 stadium events. 537
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Department of Public
Works
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540
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Department of Public Works Description
The Department of Public Works (DPW) constructs, maintains and improves various components of the City’s infrastructure and provides quality, cost-effective, timely services to the residents and businesses of Santa Clara. DPW is responsible for a wide variety of programs throughout the City which include engineering, design, construction management, stormwater pollution prevention, inspection and maintenance of City streets, bridges, traffic signal systems, building facilities, street trees, landscaping, sidewalks, and the closed landfill. These responsibilities include the engineering aspects of the sanitary sewer system, which is maintained by the Water and Sewer Utilities Department, and maintenance of storm drain pipelines and trash racks for pump stations which are maintained and operated by the Water and Sewer Utilities Department. The Department manages the design and construction of public infrastructure construction projects, maintenance of records that delineate lot lines and easements, issuance of encroachment permits, coordination with outside agencies (Valley Water, FEMA, Caltrans, Valley Transportation Authority (VTA), County of Santa Clara and adjacent cities) and administration of bicycle, pedestrian, and vehicular safety programs. The Department also oversees the coordination and management support for the Convention Center Maintenance District, which consists of Hyatt Regency, Techmart, and the City, and maintains the grounds of the Franklin Square complex under the Downtown Parking Maintenance District. DPW manages solid waste contracts which provide services such as garbage, yard waste, recycling, street sweeping, household hazardous waste and the annual Clean-Up Campaign. Another significant component of DPW includes overseeing the procurement and maintenance of the City's fleet of vehicles and equipment. The Fleet Management program manages the lifecycle, replacement, procurement, upfit, and disposal of all vehicles and equipment within the City. This program also supports the City’s diverse fleet operations, ensuring safe, cost-effective, and sustainable maintenance, repair, fueling, replacement, and compliance of City-owned vehicles and equipment.

Divisions and Services
The Department focus areas include Engineering Services and Operations and Maintenance. Engineering is comprised of five divisions: Administration, Traffic, Design, Land and Property Development, and Field Services. Operations and Maintenance is comprised of three divisions: Streets, Facility Services, and Fleet Management. The Streets Division is further subdivided to operate in the following areas: Administration, Traffic Maintenance, Street Maintenance (streets and storm drains), Environmental Programs, Solid Waste, Landscape, and Code Enforcement. The Facility Services Division manages the Convention Center Maintenance District, the Street Division manages the Downtown Parking Maintenance District, and the Fleet Management Division manages the Vehicle Replacement and Fleet Operations Funds.

Engineering -
Administration
Division Mission
Provide administrative support services which meet the needs of the division, departments, and community.

Division Objectives
Manage and oversee all Department activities, represent the Department at the City Council meetings, and represent the City at various agency meetings.

Develop and manage an efficient, cost-effective department operating budget and capital improvement program (CIP) budget.

Provide management and assistance in the development and delivery of the City’s CIP.
541
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Engineering – Traffic
Division Mission
Provide safe and efficient movement of pedestrian, bicycle, transit, and vehicular traffic.

Division Objectives
Enhance safety and mobility for pedestrians and bicyclists through implementation of new or improved facilities such as bike lanes, pedestrian beacons, and intersection improvements consistent with the City’s Bicycle Plan and Pedestrian Master Plan.

Enhance safety, increase operational efficiency, and reduce delays for all users of the City roadway system through implementation of improvements, innovative technologies, and engineering designs.

Maintain, operate, and upgrade traffic infrastructure in an efficient and timely manner.

Apply for and administer transportation grants to augment the City's finances for improving traffic, pedestrian, and bicycle-related infrastructure.

Review proposed private development projects for consistency with City transportation policies and the California Environmental Quality Act (CEQA).

Review, investigate, and respond to resident and business inquiries/complaints regarding City traffic and roadway parking operations.

Engineering – Design
Division Mission
Provide high quality services to the community through efficient and effective delivery of capital improvement projects and management of the City’s infrastructure.

Division Objectives
Manage infrastructure and the capital improvement project programming for pavement management, storm drain facilities, and capacity improvements for the sanitary sewer system.

Provide capital project administration, engineering, and management services for a variety of projects including transportation, roadways, pedestrian and bicycle, storm drains, sanitary sewers, buildings, libraries, and parks to implement the City’s capital improvement program.

Coordinate the Community Rating System (CRS) program with Federal Emergency Management Agency (FEMA) to maintain the City’s Class 7 rating. This provides a reduction in flood insurance premiums for the property owners with flood insurance in the City of Santa Clara.

Maintain engineering design standard documents and maintain infrastructure record information such as as-builts and base maps.

Engineering – Land
and Property
Development
Division Mission
Assist customers and the community by providing effective and efficient services during project development and public improvement design phases.

Division Objectives
Facilitate the issuance of timely reviews and permits for residents, developers, and utilities in compliance with land use and development standards.

Provide developers, residents and permittees with information related to fees, general engineering, City utilities, property lines and design standards.

Develop new procedures to streamline processes and use new technology to facilitate current procedures.
542
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Engineering – Field
Services
Division Mission
Serve all City departments and the community through effective and efficient construction management, construction inspection, materials testing, surveying, and administration services of public improvement projects.

Division Objectives
Provide effective construction management, construction inspection, materials testing, surveying, and administration services for capital improvement projects, such as transportation, roadways, pedestrian and bicycle, sanitary sewers, storm drains, buildings, libraries, and parks.

Deliver effective construction inspection, material testing, surveying and administration services for private developments that involve the City’s infrastructure.

Facility Services
Division Mission
Perform cost effective repair and maintenance procedures to ensure City-owned buildings remain safe, attractive, and energy efficient. Provide a safe, clean, and wellmaintained public space in support of the Santa Clara Convention Center Maintenance District ensuring a safe environment while enhancing the property value.

Division Objectives
Maintain approximately 1,100,000 square feet of City-owned buildings in a safe, functional, and clean condition for all users. Oversee vendor contract to provide janitorial services to most City buildings and numerous service contracts to support the Facilities repairs and maintenance operations.

Provide oversight of the Convention Center Maintenance District for the upkeep of equipment, signs, landscaping, pavement, concrete curb, gutter and sidewalks, service roads, pedestrian bridges, including the garage at the Santa Clara Convention Center complex and the Tasman Parking Garage.

Streets
Division Mission
Maintain streets, sidewalks, signs, markings, storm drain pipeline infrastructure, trees, and other landscape in the public right-of-way. Implement reliable, costeffective solid waste programs that maximize landfill diversion.

Division Objectives
Repair street potholes and sidewalk tripping hazards.

Clean and maintain the storm drain collection system and implement the City’s Urban Run-off Pollution Prevention Program.

Maintain landscapes in the public right-of-way and remove graffiti.

Prune City trees and plant new trees to replenish the City forest.

Maintain traffic signs, striping, curb markings, and pavement messages.

Repair damaged City-owned parking lots and walkways.

Provide regular street sweeping services.

Implement solid waste collection and disposal diversion programs to achieve cost recovery and maintain compliance with regulations.

Implement the City’s urban runoff pollution prevention program to comply with State regulations.

Complete the annual Clean-Up Campaign swiftly and safely. 543
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Fleet Management
Division Mission
Provide and maintain safe and reliable vehicles and equipment essential for the delivery of City services. Optimize fleet services through timely and costeffective procurement, compliance, maintenance, fueling, and disposal services.

Division Objectives
Implement the City’s Green Fleet Policy.

Monitor the City’s fleet usage and remove under-utilized vehicles and unfunded retained assets from the fleet.

Perform manufacturer’s recommended preventative maintenance on fleet assets to increase reliability and reduce costs associated with repairs.

Procure equipment and vehicles identified for replacement.

Collaborate with departments on replacement equipment and vehicles before each purchase.

Evaluate alternative fuel options before purchasing new vehicles or equipment.

Ensure purchases of vehicles and equipment meet the highest air quality standards set by California Air Resources Board.
544
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Significant Accomplishments
Department Awards:
• Received a Project of the Year Award from the American Public Works Association (APWA) for the Laurelwood Pump Station Project.
• Received the 2024 APWA Honor Awards for Uncontrolled Sidewalks. • Received the 2024 APWA Honor Awards for Montague Park Rehabilitation. • Received the bronze rating (2024-2028) as a bicycle-friendly community from the League of American Bicyclists. • Maintained Tree City USA certification for the 38th consecutive year and received the Growth Award for the 25th time.

Administration:
• Managed Council priorities and reprioritized department workload to accomplish tasks while maintaining significantly lower staffing levels from previous budget reductions to help resolve the City’s budget deficit. • Prepared numerous Council reports and presentations to support Council decision making and City priorities. • Managed department budgets, staffing, work plans and performance measures to ensure work was being completed within approved budgets.
• Provided customer service support to residents to ensure all inquiries, work requests, and information requests were being addressed.
• Completed the FY 2023/24 & FY 2024/25 Biennial Operating Budget and the FY 2024/25 & FY 2025/26 Biennial Capital Improvement Program Budget.
• Completed updates to the Municipal Fee Schedule for FY 2024/25. • Created and monitored an ADA Coordinator inbox to track and ensure completion of ADA-related requests. • Helped facilitate replacement of all department multi-function devices in coordination with the Information Technology (IT) Department.
• Optimized the VTA BART Extension Project monthly reimbursement process to improve the user experience and make it easier to submit hours for reimbursement that fall under the Cooperative Agreement. • Helped facilitate the transition to the City’s new DocuSign agreement routing process through a new internal written procedure and the provision of training to staff.
• Planned two employee appreciation events to help increase employee engagement, morale, and recognition within the Department.

Design:
• Completed design work for the following capital improvement program projects/studies: ADA Self Evaluation and Transition Plan Update; 2024 Annual Street Maintenance and Rehabilitation; 2025 Annual Street Maintenance and Rehabilitation; Annual Curb Ramp Installation 2024 (CDBG); Annual Curb Ramp Installation 2025 (TDA Grant); Bassett Lane Bicycle Lane Improvements (Grant); Great America Parkway (GAP) & Tasman Traffic Signal interconnect; GAP/Mission College Blvd. (MCB) Intersection Improvements; Lick Mill Pedestrian Beacon Upgrade and Monroe St-Los Padres Blvd. Traffic Signal Modification; Citywide ITS Phase 2; Pruneridge Avenue Signal Timing Project; Miscellaneous Asphalt and Concrete Rehabilitation Project; Storm Drain Slide Gate Rehabilitation; CRS 5-Year Review with FEMA, Sanitary Sewer study for Inflow & Infiltration Reduction; Citywide Stationary Standby Emergency Generators Replacement - Phase 2; Westwood Oak Playground Improvement Project; Central Park New Entrance, Access, and Parking Improvements; Henry Schmidt Playground Rehabilitation; and Utility Corp Yard Field Service Center Building Renovation.
545
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS • Managed the City’s Pavement Management Program – annual update, reporting, and utility coordination. • Managed the City’s ADA Transition Plan Program, Storm Drain Program and Master Plan, and Sanitary Sewer Master Plan.
• Implemented pavement moratorium requirements, prepared five-year pavement program with list of streets, coordinated the five-year program with all utilities in the City, and made the information available on City’s website. • Managed, maintained, and provided sanitary sewer hydraulic modeling support services for approximately 10 land development projects.
• Provided support for the City’s Infrastructure Bond Measure program. • FEMA’s CRS program: coordinated with relevant City departments during the annual and five-year recertification process and provided Elevation Certificate & Letter of Map Amendment (LOMA) assistance to permit center and planning staff on an ongoing/as needed basis.
• Effectively implemented and coordinated use of BidNet for Request for Proposals and Bids, as well as online bid submittal.
• Provided core team support through active participation for the continued implementation of the City’s CIP Management Database, e-Builder.

Field Services:
• Completed coordination, inspection, and completion of development at 2323 Calle del Mundo, 3505 Kifer Road (Summerhill at Lawrence Station), 1850 El Camino Real, 3941 Stevens Creek Blvd. (Meridian), Vantage Data Centers (I), and 2330 Monroe Street.
• Completed construction of the following capital improvement projects: Uncontrolled Crosswalks Improvements Project; Sanitary Sewer Condition Assessment Repairs Project-Package 1; 2022 Joint CSC CSJ Paving Project ( Stevens Creek- Winchester); Santa Clara Access School Improvement Project; Public Right-of-Way ADA Improvements Packages 3; Bassett Lane Bicycle Lane Improvements; 2023 Annual Street Maintenance and Rehabilitation Project; 2023 ADA Upgrade project; Montague Park Rehabilitation; Laurelwood Pump Station Rehabilitation Project; Fairway Glen Park Restroom Construction project; Westwood Oak Playground Improvement Project; Magical Bridge Park Project; and Citywide Generator Project Phase 1. • Provided effective construction management, construction inspection, surveying, materials testing, and administration services for approximately 44 capital improvement projects and approximately 857 encroachment permits.

Land and Property Development:
• Issued approximately 1,030 encroachment permits over the last two fiscal years. Major encroachment permits for some notable development projects include: 2200 Calle De Luna (Holland - Tasman East Specific Area Plan); 2263 Calle Del Mundo (Ensemble - Tasman East Specific Area Plan); 2232 Calle Del Mundo & 2225 Calle De Luna (Greystar - Tasman East Specific Area Plan); 3517 Ryder St (Westlake Urban); 2655 The Alameda (Swenson); 80 Saratoga Av (TPC Housing); California High Speed Rail (SF-SJ) Environmental Impact Report/Environmental Impact Statement; Caltrans US 101 / De La Cruz Street Improvement; 2600 Walsh (Data Center); 1957 Pruneridge Avenue (SCS Development); 3155 El Camino Real (Toll Brothers); 5201 Patrick Henry Drive (DPR Construction); and San Tomas Expressway (El Camino Real to 101 Fwy County Pavement Rehabilitation). • Processed approximately 633 development site clearances for building permits and collected fees. • Processed 10 subdivision maps and approximately 130 land title documents which includes processing, reviewing, approving, and recording the title documents.
• Continued to lead and support private development throughout the City including large developments, such as Related Santa Clara, Tasman East, Patrick Henry Drive, Freedom Circle, and Lawrence Station. • Continued to lead coordination and support for VTA Bart Extension Phase II, including West Portal and Santa Clara Station.
546
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS • Continued to lead City utility coordination for the Capitol Corridor Joint Powers (CCJPA) Agnew Siding Project. • Provided dedicated support for the high-priority Related Santa Clara project by:

1. Providing engineering technical support for the City’s review of the Master Community Plan (MCP) amendment and Scheme C.

2. Participating in weekly project coordination meetings with the internal City team.

3. Providing project management and technical engineering support to the City Manager’s Priority Project Manager for the project.

Traffic:
• Completed five (5) bikeway studies that were identified as priority corridors in the Bicycle Master Plan:

1. De la Cruz Boulevard/Coleman Avenue Bikeway Planning Study

2. Walsh/Martin Avenue Bikeway Planning Study

3. Benton Street Bikeway Study

4. Monroe Street Class II Buffered Bikeway Study

5. De la Cruz Boulevard, Lick Mill Boulevard, and Scott Boulevard Bikeway Study • Started development of a Vision Zero Plan, supported by partial funding from Federal Safe Streets for All Grant in the amount of $450,000. The Vision Zero Plan aims to eliminate traffic deaths and severe injuries on city streets.

This plan will prioritize social equity and will explore various countermeasures and strategies to enhance safety using a Safe System Approach.
• Obtained $400,000 in Metropolitan Transportation Commission (MTC) Transit Oriented Communities Planning and Implementation Grant funding to conduct a feasibility study for a vehicular, bus, and enhanced bike/pedestrian crossing at Benton Street and Brokaw Road connecting the future Santa Clara BART station and the Caltrain station/downtown area.
• Obtained $1.725 million in MTC One Bay Area Grant Cycle 2 – Housing Incentive Program Grant funding towards construction of Uncontrolled Crosswalk Phase 2 improvements. • Provided the second year of a four-year pilot program for an on-demand transit service, SV Hopper. SV Hopper is a rideshare service accessed through a dedicated app that offers economical and convenient transportation throughout Cupertino, the southern half of Santa Clara, and to specific destinations beyond the city limits. • Upgraded one (1) mile of Class IIB (buffered) bike lanes to Class IV (protected) bike lanes on Mission College Boulevard.
• Received, investigated, and responded to 365 traffic requests from the public during FY 2024/25. • Supported traffic operations for 18 events at Levi’s Stadium in FY 2024/25.

Facility Services:
• Worked with Santa Clara County on obtaining a historical grant for the Harris Lass property improvements project. • Processed approximately 1,800 facility work orders for internal City customers and facilities with 95% satisfaction rate.
• Completed LED energy retrofit in over 40 city facilities including City Hall, Police station, Libraries, Senior Center, Fire Stations, Corporation Yards, etc.
• Created fifteen (15) mini projects in various stages of completion including numerous office remodels, television installs, EV charger installations, electrical upgrades, kitchenette installation in Planning Division, etc. • Provided core team support through active participation in the continued implementation of the City’s safety monthly training program, Target Solutions, which also included topics on annual specific training and stress related 547
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS trainings.
• Provided oversight and management at Maintenance District #183 Santa Clara Convention Center Complex. Goals include water management and turf conversion in addition to working with Silicon Valley Power on eventual EV Charger Installation throughout the site.
• Supported garage operations at Tasman Garage to support Convention Center and Levi’s Stadium events. • Supported 35 critical City facilities with emergency generator preventative maintenance and monthly operational inspections.
• Maintained preventative maintenance compliance with manufacturers’ recommended intervals.

Streets:
• Refined the inventory and identification of all tagged street trees north of Highway 101. • Organized the 2024 Earth/Arbor Day Celebration.
• Enhanced the development of enterprise asset management applications for City Street Trees, Parkways & Boulevards Trees, Sidewalk, Curb & Gutters, Storm Drain, and Traffic Programs. • Executed a new long-term yard trimmings composting agreement. • Executed a new disposal agreement that includes processing debris collected during the Cleanup Campaign to recover recyclable materials.
• Partnered with the Countywide Household Hazardous Waste Program to accept medicine for the first time at an event located in the City.
• Met the 100% trashload reduction requirement set forth in the Municipal Regional Stormwater Permit. • Completed the 2025 solid waste rate study that equitably calculated each rate based on the cost of service. • Identified two locations for green stormwater infrastructure installation and secured funding for design.

Fleet Operations:
• Used renewable diesel exclusively in the City’s diesel fleet since FY 2021/22. • Obtained “Blue Seal of Excellence” recognition from National Institute of Automotive Service Excellence (ASE) in 2021, 2022, 2023, and 2024.
• Placed more than 90 new Electric or Hybrid vehicles in service since FY 2021/22. • Retired and sold at auction 49 fleet assets yielding approximately $270,000 in revenue in 2024. • Maintained approximately 760 fleet assets with an 81% Preventive Maintenance (PM) Compliance rate. • Complied with two new California Air Resources Board (CARB) fleet regulations for medium/heavy duty vehicles introduced in 2024 – Clean Truck Check smog and Advanced Clean Fleets electrification programs.

Significant Objectives
Design:
• Provide infrastructure management services for the storm drain system and pavement maintenance program, and engineering planning for the sanitary sewer system.
• Provide effective capital improvement project management for a wide variety of projects city-wide including:

Enterprise Asset Management; Public Right-of-Way Standard Specs and Detail Update; Sanitary Sewer Capacity Improvement Project 1; Walsh Ave Siphon Relocation Study; Citywide Emergency Generator Replacement Phase 3; City Facilities Paid Parking Project; Central SC Improvement (Bike & Ped) (OBAG Cycle 3); FEMA Flood 548
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Insurance Program Management/Coordination; Manage and Maintain Sanitary Sewer Hydraulic Model; Henry Schmidt Playground Rehabilitation; Hope Dr Stormwater Green Infrastructure; Lafayette & Tasman Pedestrian Improvements Study; Maywood Park Playground Rehabilitation (Grant); Sanitary Sewer Master Plant Update; Emergency Operations Security Upgrades; Sanitary Sewer Conveyance Capacity Improvement Project 3; Creek Trail Pavement Maintenance and Rehabilitation Phase 1; Central Park New Entrance Access and Parking Improvements; Bowers Park Parking Lot Rehabilitation Project; Warburton Park Playground Rehabilitation; Mary Gomez Pool Building Roof Replacement; Fleet Electric Vehicle Charging Master Plan; Electric Vehicle (EV) Infrastructure - Phase 3; Pruneridge Avenue Signal Timing Project; Bowers Park Building Replacement; Anna Drive Neighborhood Flood Protection (Grant); Parks Service Center Roof Replacement; ADA Transition Plan Program Management; Sanitary sewer Conveyance Capacity Improvement Project 2; Earl Carmichael Playground Rehabilitation; Annual Playground Rehab/Replacement Project 1; Annual Playground Rehab/Replacement Project 2; Benton Bike Lanes; El Camino Real Bike Lane Phase 1; Tasman Complete Street Phase 1; Uncontrolled Crosswalk Improvements Project Phase 3; ADA Transition Plan Implementation; Bridge Preventative Maintenance Project (Caltrans Grant); Pavement Management Program Annual Update & Agency Reporting; Annual Street Pavement Maintenance and Rehabilitation Project; Agnew Rd Section 130 Grade Crossing Improvements (Grant); De La Cruz, Lick Mill & Scott Bike Lane Improvement; Lafayette Class IV Bike Lane (Laurelwood to Reed) (Grant); Uncontrolled Crosswalk Improvements Project Phase 2; and Sanitary Sewer Condition Assessment Repairs Project - Package 2.
• Provide Sanitary Sewer Hydraulic Modeling Support for Land Development Projects. • Provide design engineering and project management services for projects listed within the Infrastructure Bond program expenditure list.

Field Services:
• Provide effective construction management, construction inspection, surveying, materials testing, and administration services for capital improvement projects and private development projects that construct City infrastructure.
• Provide on-time and on-schedule completion of projects for transportation, roadways, parks, buildings, traffic signals, pedestrian-and bicycle improvements, sanitary sewer and storm drain rehabilitation, and other capital projects.
• Provide construction inspection and coordination for private development-built City infrastructure, such as: 2240 Calle de Luna (JMI); 80 Saratoga Avenue; 1125 Coleman (Gateway Crossing); 641 Walsh Avenue; 2201 Laurelwood Road; Santa Clara BART Station; 5403 Stevens Creek (Office Tower); 3155 El Camino Real; 2312 Calle del Mundo (USA Builders); 2225 Calle de Luna (Greystar); 1957 Pruneridge Avenue; Westfield Valley Fair Expansion; and 5201 Patrick Henry Drive.
• Provide field services (inspection and construction management) for projects listed within the Infrastructure Bond program expenditure list.

Land and Property Development:
• Facilitate significant private development projects by providing effective and efficient processing of site clearances, subdivision maps, land title documents, public improvement plan checks, and development fee collection. Some significant projects include Lawrence Station Area Plan at Kifer Road, Lawrence Expressway and Central Expressway; Tasman East Specific Area Plan at Lafayette Street, Calle del Mundo, Calle de Luna, and Calle del Sol; Related Santa Clara (formerly City Place) at Tasman Drive, Lafayette Street and Great America Parkway (on City's closed golf course); Patrick Henry Specific Plan at Patrick Henry Drive, Great America Parkway and Mission College Boulevard; Freedom Circle Focus Area Plan at Freedom Circle, Mission College Boulevard, and Agnew Road.
• Upcoming or in process notable development projects include: 2200 Calle Del Luna (Holland - Tasman East Specific Area Plan); 2232 Calle Del Mundo & 2225 Calle De Luna (Greystar – Tasman East Specific Area Plan); 2263/2273 Calle Del Mundo (Ensemble - Tasman East Specific Area Plan); 3517 Ryder Street (Westlake Urban – Lawrence 549
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Station Area Plan); 3710 El Camino Real (Gateway Village Phase 2); 2805 Mission College Boulevard (Data Center); 2610 El Camino Real (Moonlite Development Center); 451 El Camino Real (University Station); 2400 Condensa Street (NVIDIA Phase 3); 3065 Bowers Avenue (Intel); 2518 Mission College Boulevard (Irvine Company-Freedom Circle); 3295 Freedom Circle (Greystar-Freedom Circle); 1400 Coleman Avenue (Coleman Village); 1530-1540 Pomeroy Avenue; 2303 Gianera Street (VCI Companies); 4220 Network Circle (Valley Oak Partners); 4249 Cheeney Street (Marauti Builders); 3005 Democracy Way (Kylli-Mission Point); VTA-Bart Phase II; Developments within the Lawrence Station Area Plan; Developments within the Tasman East Specific Area Plan; Developments within the Patrick Henry Drive Specific Area Plan; Developments within the Freedom Circle Focus Area Plan; and Related Santa Clara (City Place – Related Project).

Traffic:
• Complete the following Traffic Engineering Projects: Creek Trail Expansion Master Plan; Traffic Signal Management Software Upgrade/Replacement and Adaptive Signal System; Traffic Pre-emptors; 15 miles per hour School Zones; and Travel Demand Model Update.
• Apply for grant opportunities to fund the design and construction of Walsh Avenue, Monroe Street, and De La Cruz Boulevard Bike Improvement Project.
• Work collaboratively and make progress on the joint jurisdictional Stevens Creek Visioning Study with the City of San José, City of Cupertino, County of Santa Clara, and Valley Transportation Authority. • Complete the Uncontrolled Crosswalks Project, Santa Clara Caltrain/BART Station Multimodal Crossing Feasibility Study, and Central Santa Clara Bike and Pedestrian Improvement Project. • Continue to operate an annual Shared Mobility Permit Program for the City. • Continue to operate an on-demand shuttle program with the City of Cupertino. • Complete the Vision Zero Study.
• Continue to implement recommendations in the approved Bicycle Plan Update and Pedestrian Master Plan. • Continue to support the Community Development Department with traffic engineering and traffic impact analysis support (i.e., Level of Service and Vehicle Miles Travelled Analysis) for proposed development projects and specific and precise plans.
• Continue to make progress responding to traffic calming and traffic safety related public inquiries.

Facility Services:
• Provide outstanding service to customers, which includes all types of requests such as janitorial repair needs and new infrastructure requirements with the objective to respond to every customer in a timely manner on projects and repairs.
• Provide upkeep and repairs to the Tasman Parking Garage. • Continue with regular maintenance and improvements to the Convention Center Maintenance District grounds, surfaces, and garage structure and begin planning and designing for parking lot repairs and maintenance. Provide building and mechanical maintenance services for all City buildings. • Operate and maintain the City’s elevators.
• Assist the City Manager’s Office with maintenance at properties such as Morse Mansion, Gianera House, and Commerce & Peddlers Plaza.
• Maintain preventative maintenance compliance with manufacturers’ recommended intervals on Facilities equipment, which includes replacement of air filters on a scheduled basis.

Streets:
• Update the Santa Clara City Code chapter pertaining Storm Drains. • Maintain recently developed asset management systems for traffic signs and storm drain infrastructure. 550
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS • Implement the agreement to purchase electricity derived from organic material to comply with SB 1383 procurement requirements.
• Ensure reliable garbage, yard trimmings, and residential recycling services. • Enter into new agreements for landfill disposal and composting services. • Continue to implement organic waste reduction programs to reduce methane emissions from landfills and comply with state legislation.

Fleet Operations:
• Maintain preventative maintenance compliance with manufacturers’ recommended intervals. • Continue work with City departments engaged in fleet electrification activity by supporting electric vehicle (EV) acquisitions, expanding EV charging infrastructure, and seeking related funding opportunities. • Continue to monitor and report evolving regulatory requirements for medium and heavy-duty fleets required by CARB that impacts City compliance, services, and budgets. • Assist in current CIP for fleet electrification charging plan for compliance with CARB’s Advanced Clean Fleet Rule. • Deploy vehicle telematics on City vehicles to optimize vehicle asset management. • Continue to monitor and adjust the vehicle replacement timeline for vehicles due to pricing and delivery schedules challenged by availability and regulatory changes impacting industry.

Budget Highlights
• The Proposed Budget adds the following positions to support the implementation of voter-approved bond projects (the associated budget for these positions is included in Non-Departmental under Bond Implementation):
• 1.0 Principal Engineer
• 1.0 Senior Engineer
• 1.0 Management Analyst (added in FY 2026/27)
• The addition of 1.0 Management Analyst is recommended to assist with recording staff time for capital project management to more accurately reflect project costs.
• The following non-personnel adjustments are recommended in the Proposed Budget:
• The replacement of the existing Bobcat loader with a new larger skid steer loader with attachments to improve efficiency in the Street Maintenance Division.
• Adjustments to the Urban Runoff Pollution Prevention Program contractual services budget to fund contracted stormwater inspections.
• Funding for street sweeping of protected bicycle lanes. • In the Capital Budget, funding is recommended for the Tasman/Lafayette Walkway Feasibility Study, which was identified as a City Council priority (the associated transfer to the capital fund is reflected in Non-Departmental). 551
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Public Works Department
123.50 FTEs*
Engineering –Administration

0.75 Director of Public Works

1.00 Assistant Director of Pub Works/City Engineer

2.00 Management Analyst

0.50 Office Specialist II

1.00 Office Specialist III

1.00 Staff Aide

1.00 Principal Engineer

1.00 Senior Engineer (Civil)

8.25 Total Engineering-Administration FTE
Engineering – Design

3.00 Associate Engineer (Civil)

1.00 Principal Engineer

4.00 Senior Engineer (Civil)

8.00 Total Engineering-Design FTE
Engineering – Field Services

1.00 Account Clerk II

1.00 Chief of Party

1.00 Principal Engineer

4.00 Public Works Inspector

1.00 Senior Engineer (Civil)

1.00 Senior Engineering Aide

9.00 Total Engineering-Field Services FTE
Engineering – Land and Property
Development

4.00 Associate Engineer (Civil)

1.00 Principal Engineer/City Surveyor

1.00 Senior Engineer (Civil)

1.00 Senior Engineering Aide

7.00 Total Engineering-Land and Prop Dev FTE
Engineering – Traffic

3.00 Associate Engineer (Civil)

1.00 Principal Planner

2.00 Senior Engineer (Civil)

1.00 Traffic Operations Engineer

1.00 Transportation Manager

8.00 Total Engineering-Traffic FTE
Facility Services

1.00 Building Maintenance Manager

6.00 Building Maintenance Worker

3.00 Mechanical Maintenance Worker

1.00 Office Specialist II

2.00 Public Works Supervisor

13.00 Total Facility Services FTE
552
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS *The positions above represent all funded positions in FY 2025/26. The chart above excludes 1.0 Management Analyst position recommended to be added in FY 2026/27. This also excludes frozen positions, including the following: 1.0 Assistant Engineer (Civil) and 1.0 Automotive Technician positions frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21-402); 1.0 Street Maintenance Worker IV, 3.0 Street Maintenance Worker III, and 1.0 Street Maintenance Worker I/II frozen on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526); and 1.0 Associate Engineer (Civil), 1.0 Principal Engineer, 1.0 Public Works Inspector, and 1.0 Senior Engineer (Civil) frozen beginning FY 2023/24 (these were originally funded by the Related project).

Fleet Management

1.00 Assistant Fleet Manager

1.00 Auto Services Utility Worker

2.00 Automotive Technician

1.00 Automotive Technician II

5.00 Automotive Technician III

0.15 Compliance Manager

0.05 Deputy Public Works Director

1.00 Fleet Coordinator

1.00 Fleet Manager

0.40 Office Specialist III

1.00 Public Works Supervisor

1.00 Senior Materials Handler

0.10 Staff Aide I

14.70 Total Fleet Management FTE
Streets

1.00 Code Enforcement Officer

2.00 Code Enforcement Technician

0.85 Compliance Manager

0.95 Deputy Public Works Director

0.25 Director of Public Works

1.00 Environmental Programs Manager

2.00 Equipment Operator

0.60 Office Specialist II

1.00 Office Specialist III

4.00 Public Works Supervisor

0.90 Staff Aide I

1.00 Staff Aide II - Environmental Programs

2.00 Staff Analyst I

3.00 Street Maintenance Worker I

12.00 Street Maintenance Worker II

11.00 Street Maintenance Worker III

6.00 Street Maintenance Worker IV

3.00 Street Sweeper Operator

1.00 Superintendent of Streets and Solid Waste

2.00 Tree Trimmer II

55.55 Total Streets FTE
553
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
2222 Maintenance Repair 2,607,338 2,708,483 3,002,202 10.8% 3,106,839 3.5% 2223 Janitorial 1,674,050 1,843,064 1,932,358 4.8% 2,004,670 3.7% 2961 Convention Center
Maintenance District 2,372,320 2,703,371 2,933,334 8.5% 3,154,141 7.5% 6,653,708 7,254,918 7,867,894 8.4% 8,265,650 5.1%
4411 General Services 408,281 481,743 1,291,133 168.0% 1,618,060 25.3% 4412 Developer Projects 449,374 466,518 533,976 14.5% 547,364 2.5% 4413 Capital Improvement Projects 692,280 705,179 1,152,360 63.4% 1,179,193 2.3% 1,549,935 1,653,440 2,977,469 80.1% 3,344,617 12.3%
4441 General Services 264,252 274,905 569,165 107.0% 592,988 4.2% 4442 Developer Projects 190,946 204,952 226,537 10.5% 231,804 2.3% 4443 Capital Improvement Projects 8,750,898 10,470,571 7,568,760 (27.7%) 8,044,372 6.3% 9,206,096 10,950,428 8,364,462 (23.6%) 8,869,164 6.0%
4461 General Services 297,157 344,119 420,155 22.1% 427,423 1.7% 4462 Developer Projects 750,261 795,737 883,143 11.0% 911,544 3.2% 4463 Capital Improvement Projects 1,570,164 1,453,758 1,499,202 3.1% 1,542,130 2.9% 2,617,582 2,593,614 2,802,500 8.1% 2,881,097 2.8%
Engineering-Land and Property Development Division
4451 General Services 254,957 300,455 312,762 4.1% 320,826 2.6% 4452 Development Support 1,827,629 1,680,536 1,825,944 8.7% 1,877,252 2.8% 2,082,586 1,980,991 2,138,706 8.0% 2,198,078 2.8%
Dollars by Division / Program
Facility Services Division
Total Facility Services Division
Engineering-Administration Division
Total Engineering-Administration
Division
Engineering-Design Division
Total Engineering-Design Division
Engineering-Field Services Division
Total Engineering-Field Services
Division
Total Engineering-Land and Property
Development Division
554
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
4431 General Services 486,820 475,541 471,911 (0.8%) 618,248 31.0% 4432 Developer Projects 3,931,901 718,652 784,531 9.2% 804,167 2.5% 4433 Capital Improvement Projects 2,414,190 1,968,790 1,145,765 (41.8%) 1,413,854 23.4% 4434 Traffic Signal Management 1,076,064 1,235,696 1,261,034 2.1% 1,287,139 2.1% 4435 Traffic Striping and Signing 139,065 165,892 176,780 6.6% 181,067 2.4% 8,048,040 4,564,571 3,840,021 (15.9%) 4,304,475 12.1%
2911 Street Maintenance 3,803,177 4,137,208 4,741,720 14.6% 4,714,637 (0.6%) 2921 Storm System Maintenance 1,100,008 1,160,666 1,411,783 21.6% 1,458,891 3.3% 2924 Non-Point Source 1,832,187 2,039,598 2,298,308 12.7% 2,373,032 3.3% 2931 Garbage Collection 26,590,912 29,484,367 30,059,857 2.0% 31,461,105 4.7% 2932 Clean Green Collection 2,807,227 3,468,889 3,731,235 7.6% 3,914,920 4.9% 2933 Clean-Up Campaign 1,753,778 2,553,616 2,544,778 (0.3%) 2,680,156 5.3% 2934 Residential Recycling 4,299,293 4,764,899 4,947,299 3.8% 5,193,528 5.0% 2935 Street Sweeping 1,077,006 1,119,495 1,422,385 27.1% 1,452,402 2.1% 2936 Household Hazardous Waste 569 - - N/A - N/A
2941 Parking District Maintenance 210,572 297,446 279,374 (6.1%) 294,195 5.3% 2951 Landscape Maintenance 4,029,314 4,222,185 4,599,371 8.9% 4,752,002 3.3% 2952 Street Tree Program 1,634,979 1,578,073 1,701,863 7.8% 1,751,395 2.9% 2971 Traffic Maintenance 1,259,655 1,406,680 1,610,714 14.5% 1,656,905 2.9% 50,398,677 56,233,122 59,348,687 5.5% 61,703,168 4.0%
2111 Fleet Acquisitions 5,294,895 5,827,284 3,994,000 (31.5%) 1,863,635 (53.3%) 2123 Fleet Operations 5,619,854 5,939,015 6,869,227 15.7% 7,066,227 2.9% 10,914,749 11,766,299 10,863,227 (7.7%) 8,929,862 (17.8%) 91,471,373 96,997,383 98,202,966 1.2% 100,496,111 2.3%
Dollars by Division / Program
Streets Division
Total by Division / Program
Total Streets Division
Fleet Management Division
Total Fleet Management Division
Engineering-Traffic Division
Total Engineering-Traffic Division
555
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Dollars by Fund
25,500,357 27,325,009 31,296,069 14.5% 32,558,541 4.0%
80,000 0 0 N/A 420,000 100.0%
0 38,337 39,103 2.0% 39,886 2.0%
1,566,937 1,862,825 1,993,225 7.0% 2,143,265 7.5%
3,301,046 0 0 N/A 0 N/A
65,569 153,126 139,990 (8.6%) 147,412 5.3%
5,619,854 5,939,015 6,757,227 13.8% 6,951,987 2.9%
4,650,000 4,520,000 2,975,000 (34.2%) 2,990,250 0.5%
4,169,722 4,373,674 4,991,087 14.1% 5,119,299 2.6%
362,251 0 0 N/A 0 N/A
2,500,000 4,301,915 2,900,000 (32.6%) 2,900,000 0.0%
36,476,832 41,325,198 42,617,265 3.1% 44,611,836 4.7%
1,883,910 1,331,000 500,000 (62.4%) 750,000 50.0%
5,294,895 5,827,284 3,994,000 (31.5%) 1,863,635 (53.3%) Total by Fund 91,471,373 96,997,383 98,202,966 1.2% 100,496,111 2.3% Road Repair and Accountability Act of
2017 SB1 Fund
Solid Waste Fund
Traffic Mitigation Fund
Vehicle Replacement Fund
General Fund
Downtown Parking Maintenance
District Fund
Fleet Operations Fund
Gas Tax Fund
Public Works Capital Projects
Management Fund
Related Santa Clara Developer Fund
Bridge Maintenance District #2 Fund
Community Facilities District No.
2019-1 (Lawrence Station) Fund
Developer Traffic Payments Fund
Convention Center Maintenance
District Fund
556
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Summary
FY 2023/24
Actual
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Change %
FY 2026/27
Proposed
FY 2026/27
Change %
Salary and Benefits
Salary 14,269,580 15,588,235 16,970,961 8.9% 18,217,088 7.3% As-Needed 138,630 287,128 275,485 (4.1%) 283,501 2.9%
Overtime 309,814 260,289 289,398 11.2% 299,427 3.5%
Retirement 5,471,035 5,630,389 6,040,611 7.3% 5,829,890 (3.5%) Health Allocation 1,850,229 2,287,847 2,469,553 7.9% 2,682,773 8.6% Medicare 227,147 258,199 281,368 9.0% 296,421 5.3%
Social Security 889,331 1,015,702 1,093,338 7.6% 1,138,499 4.1% Other Benefits 688,431 742,608 923,080 24.3% 996,290 7.9% Total Salary and Benefits 23,844,197 26,070,397 28,343,794 8.7% 29,743,889 4.9% Non-Personnel
Materials/Services/Supplies 12,349,164 14,035,150 14,734,448 5.0% 15,173,063 3.0% Resource/Production 28,305,592 33,139,513 34,106,079 2.9% 35,772,849 4.9% Interfund Services 5,044,772 5,309,481 8,047,897 51.6% 8,272,994 2.8% Franchise Tax 779,986 919,341 795,055 (13.5%) 853,745 7.4% Capital Outlay 5,235,154 5,843,784 4,165,000 (28.7%) 1,863,635 (55.3%) Other Expenditures 367,614 0 0 N/A 0 N/A
Transfer to Other Funds 15,544,894 11,679,717 8,010,693 (31.4%) 8,815,936 10.1% Total Non-Personnel 67,627,176 70,926,986 69,859,172 (1.5%) 70,752,222 1.3% Total by Category 91,471,373 96,997,383 98,202,966 1.2% 100,496,111 2.3% Dollars by Category
557
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Changed
FY 2026/27
Proposed
Positions by Division / Program
Facility Services Division
2222 Maintenance Repair 11.62 11.62 11.62 0.00 11.62
2223 Janitorial 1.28 1.28 1.28 0.00 1.28
2961 Convention Center Maintenance District 0.10 0.10 0.10 0.00 0.10 Total Facility Services Division 13.00 13.00 13.00 0.00 13.00 Engineering-Administration Division
4411 General Services 1.74 1.74 4.74 3.00 4.74
4412 Developer Projects 1.74 1.74 1.74 0.00 1.74
4413 Capital Improvement Projects 1.78 1.78 1.78 0.00 2.78 Total Engineering-Administration Division 5.25 5.25 8.25 3.00 9.25 Engineering-Design Division
4441 General Services 0.80 0.80 1.80 1.00 1.80
4442 Developer Projects 0.70 0.70 0.70 0.00 0.70
4443 Capital Improvement Projects 5.50 5.50 5.50 0.00 5.50 Total Engineering-Design Division 7.00 7.00 8.00 1.00 8.00 Engineering-Field Services Division
4461 General Services 0.90 0.90 0.90 0.00 0.90
4462 Developer Projects 3.50 3.50 3.50 0.00 3.50
4463 Capital Improvement Projects 4.60 4.60 4.60 0.00 4.60 Total Engineering-Field Services Division 9.00 9.00 9.00 0.00 9.00 Engineering-Land and Property Development Division
4451 General Services 0.82 0.82 0.82 0.00 0.82
4452 Development Support 6.18 6.18 6.18 0.00 6.18

7.00 7.00 7.00 0.00 7.00
Engineering-Traffic Division
4431 General Services 1.60 1.60 1.60 0.00 1.60
4432 Developer Projects 2.35 2.35 2.35 0.00 2.35
4433 Capital Improvement Projects 2.25 2.25 2.25 0.00 2.25 4434 Traffic Signal Management 1.20 1.20 1.20 0.00 1.20 4435 Traffic Striping and Signing 0.60 0.60 0.60 0.00 0.60 Total Engineering-Traffic Division 8.00 8.00 8.00 0.00 8.00 Total Engineering-Land and Property Development
Division
558
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Position Summary
FY 2023/24
Adopted
FY 2024/25
Adopted
FY 2025/26
Proposed
FY 2025/26
Changed
FY 2026/27
Proposed
Positions by Division / Program
Streets Division
2911 Street Maintenance 15.70 15.70 15.60 (0.10) 15.60
2921 Storm System Maintenance 3.25 3.25 3.25 0.00 3.25
2924 Non-Point Source 5.80 5.80 5.90 0.10 5.90
2931 Garbage Collection 2.95 2.95 2.95 0.00 2.95
2933 Clean-Up Campaign 0.45 0.45 0.45 0.00 0.45
2934 Residential Recycling 1.00 1.00 1.00 0.00 1.00
2935 Street Sweeping 2.70 2.90 2.90 0.00 2.90
2941 Parking District Maintenance 0.50 0.50 0.50 0.00 0.50 2951 Landscape Maintenance 16.40 13.40 13.35 (0.05) 13.35 2952 Street Tree Program 3.65 4.65 4.65 0.00 4.65
2971 Traffic Maintenance 3.20 5.00 5.00 0.00 5.00
Total Streets Division 55.60 55.60 55.55 (0.05) 55.55
Fleet Management Division
2123 Fleet Operations 14.65 14.65 14.70 0.05 14.70
Total Fleet Management Division 14.65 14.65 14.70 0.05 14.70 Total by Division / Program 119.50 119.50 123.50 4.00 124.50 Positions by Fund
General Fund 82.52 82.32 86.27 3.95 87.27
Downtown Parking Maintenance District Fund 0.50 0.50 0.50 0.00 0.50 Convention Center Maintenance District Fund 0.10 0.10 0.10 0.00 0.10 Public Works Capital Projects Management Fund 14.13 14.13 14.13 0.00 14.13 Fleet Operations Fund 14.65 14.65 14.70 0.05 14.70
Solid Waste Fund 7.10 7.30 7.30 0.00 7.30
Electric Utility Fund 0.50 0.50 0.50 0.00 0.50
Total by Fund 119.50 119.50 123.50 4.00 124.50
559
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Position Summary
FY 2023/24
Adopted*
FY 2024/25
Adopted*
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Position Classification
Account Clerk II 1.00 1.00 1.00 0.00 1.00
Assistant Director Of Public Works/City Engineer 1.00 1.00 1.00 0.00 1.00 Assistant Fleet Manager 0.00 0.00 1.00 1.00 1.00
Associate Engineer (Civil) 9.00 9.00 10.00 1.00 10.00
Auto Services Utility Worker 1.00 1.00 1.00 0.00 1.00
Automotive Technician I 2.00 2.00 2.00 0.00 2.00
Automotive Technician II 1.00 1.00 1.00 0.00 1.00
Automotive Technician III 5.00 5.00 5.00 0.00 5.00
Building Maintenance Manager 1.00 1.00 1.00 0.00 1.00
Building Maintenance Worker 5.00 5.00 6.00 1.00 6.00
Chief Of Party 1.00 1.00 1.00 0.00 1.00
Code Enforcement Officer 1.00 1.00 1.00 0.00 1.00
Code Enforcement Technician 2.00 2.00 2.00 0.00 2.00
Compliance Manager 1.00 1.00 1.00 0.00 1.00
Deputy Public Works Director 1.00 1.00 1.00 0.00 1.00
Director Of Public Works 1.00 1.00 1.00 0.00 1.00
Environmental Programs Manager 1.00 1.00 1.00 0.00 1.00 Equipment Operator 2.00 2.00 2.00 0.00 2.00
Fleet Coordinator 1.00 1.00 1.00 0.00 1.00
Fleet Manager 1.00 1.00 1.00 0.00 1.00
Management Analyst 1.00 1.00 2.00 1.00 3.00
Mechanical Maintenance Worker 3.00 3.00 3.00 0.00 3.00
Office Specialist II 2.50 2.50 2.50 0.00 2.50
Office Specialist III 2.00 2.00 2.00 0.00 2.00
Office Specialist IV 1.00 1.00 0.00 (1.00) 0.00
Principal Engineer 2.00 2.00 3.00 1.00 3.00
Principal Engineer/City Surveyor 1.00 1.00 1.00 0.00 1.00 Principal Planner 1.00 1.00 1.00 0.00 1.00
Public Works Inspector 4.00 4.00 4.00 0.00 4.00
Public Works Supervisor 8.00 8.00 7.00 (1.00) 7.00
Senior Engineer (Civil) 8.00 8.00 9.00 1.00 9.00
Senior Engineering Aide 2.00 2.00 2.00 0.00 2.00
560
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Position Summary
FY 2023/24
Adopted*
FY 2024/25
Adopted*
FY 2025/26
Proposed*
FY 2025/26
Change
FY 2026/27
Proposed*
Position Classification
Senior Materials Handler 1.00 1.00 1.00 0.00 1.00
Staff Aide I 1.00 1.00 2.00 1.00 2.00
Staff Aide II - Environmental Programs 1.00 1.00 1.00 0.00 1.00 Staff Analyst I 2.00 2.00 2.00 0.00 2.00
Street Maintenance Worker I 3.00 3.00 3.00 0.00 3.00
Street Maintenance Worker II 12.00 12.00 12.00 0.00 12.00 Street Maintenance Worker III 11.00 11.00 11.00 0.00 11.00 Street Maintenance Worker IV 6.00 6.00 6.00 0.00 6.00
Street Sweeper Operator 3.00 3.00 3.00 0.00 3.00
Superintendent of Streets and Solid Waste 1.00 1.00 1.00 0.00 1.00 Traffic Operations Engineer 1.00 1.00 1.00 0.00 1.00
Transportation Manager 1.00 1.00 1.00 0.00 1.00
Tree Trimmer II 2.00 2.00 2.00 0.00 2.00
Utility Worker 1.00 1.00 0.00 (1.00) 0.00
Total Positions 119.50 119.50 123.50 4.00 124.50
*The positions above represent all funded positions. In FY 2026/27, the position count includes 1.0 Management Analyst position recommended to be added in that year. This excludes frozen positions, including the following: 1.0 Assistant Engineer (Civil) and 1.0 Automotive Technician positions frozen on March 9, 2021 (Agenda Item 5.0 – Report to Council 21- 402); 1.0 Street Maintenance Worker IV, 3.0 Street Maintenance Worker III, and 1.0 Street Maintenance Worker I/II frozen on June 22, 2021 (Agenda Item 5.0 – Report to Council 21-526); and 1.0 Associate Engineer (Civil), 1.0 Principal Engineer, 1.0 Public Works Inspector, and 1.0 Senior Engineer (Civil) frozen beginning FY 2023/24 (these were originally funded by the Related project). 561
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Reconciliation
Positions Expenditures
(All Funds)
Prior Year Budget 119.50 96,997,383
One-Time Walkway Repairs (16,500)
Net Salary and benefits adjustments and position reallocations 2,086,324 Add 1.0 Building Maintenance Worker and Delete 1.0 Utility Worker 0.00 Unfreeze 1.0 Associate Engineer (Civil) 1.00
Add 1.0 Assistant Fleet Manager and Delete 1.0 Public Works Supervisor 0.00 Add 1.0 Staff Aide I and Delete 1.0 Office Specialist IV 0.00 Internal service funds adjustments 2,738,416
Net resource and production increase for solid waste collection, processing and disposal services (Mission Trail Waste Systems, Recology, Green Waste Recovery)
966,566
Net materials, services and supplies increase 342,725
Shift from Capital to Operating for the following needs:

Traffic Engineering Consultant Support 100,000
Storm Drain Pump Station Facility Maintenance & Repair 74,146 Hazardous Material Management for Soil and Groundwater on City Properties 52,500
Increase for contractual services for Urban Runoff Pollution Prevention Program 75,000
Increase to project management software costs 22,947
Increase for Non-Exclusive Franchise Fee payment audit 22,480 Net adjustments to various transfers to other funds (3,669,024) Capital Outlay for vehicle replacements (1,833,284)
Decrease to Solid Waste Fund contribution in lieu (124,286) Total FY 2025/26 Base Budget Adjustments 1.00 838,010
Total FY 2025/26 Base Budget 120.50 97,835,393
FY 2025/26 Service Level Changes
Bond Implementation Staffing 2.00 0

1.0 Management Analyst for Direct Charging for CIP Management 1.00 187,073 Skid Steer Loader with Attachments and Trailer 171,000
Street Sweeping of Protected Bicycle Lanes 12,000
Stormwater Inspection Services (2,500)
Total Service Level Changes 3.00 367,573
Total FY 2025/26 Proposed Budget 123.50 98,202,966
FY 2025/26 Base Budget Adjustments
One Time Cost Base Adjustments
Ongoing Cost Adjustments
562
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Budget Reconciliation
Positions Expenditures
(All Funds)
FY 2026/27 Base Budget Adjustments
One Time Cost Adjustments
Skid Steer Loader with Attachments and Trailer (171,000) Ongoing Cost Adjustments
Salary and benefits adjustments 1,349,161
Net resource and production increase for solid waste collection, processing and disposal services (Mission Trail Waste Systems, Recology, Green Waste Recovery)
1,666,770
Net adjustments to various transfers to other funds 805,243 Net materials, services and supplies increase 380,115
Internal service funds adjustments 225,097
Increase to Solid Waste Fund contribution in lieu 58,690 Capital Outlay for vehicle replacements (2,130,365)
Total FY 2026/27 Base Budget Adjustments 0.00 2,183,711 Total FY 2026/27 Base Budget 123.50 100,386,677
Bond Implementation Staffing 1.00 0

1.0 Management Analyst for Direct Charging for CIP Management 50,934 Street Sweeping of Protected Bicycle Lanes 6,000
Stormwater Inspection Services 52,500
Total Service Level Changes 1.00 109,434
Total FY 2026/27 Proposed Budget 124.50 100,496,111
FY 2026/27 Service Level Changes
563
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Bond Implementation Staffing 3.00 0 0 0 0
Program: 4411 – Engineering Admin – General Services
This proposal recommends the addition of 3.0 initial positions to begin delivering capital projects funded by the $400 million bond measure approved by the voters in November 2024. As the program is further developed, staff resources for delivering projects will be further evaluated to determine other positions that may be necessary. The current positions being requested are 1.0 Principal Engineer, 1.0 Senior Civil Engineer, and 1.0 Management Analyst to begin addressing the increased workload associated with the City’s bond implementation. The Principal Engineer and Senior Civil Engineer are budgeted in FY 2025/26, and the Management Analyst is budgeted in FY 2026/27. The funding for these positions is budgeted in Non-Departmental under the Citywide Strategic Programs & Initiatives program in the General Fund.

Performance Impact
The initial staffing additions will provide project delivery services for bond projects.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)

1.0 Management Analyst for Direct
Charging for CIP Management

1.00 0 187,073 0 238,007
Program: 4411 - Engineering Admin – General Services
This proposal adds 1.0 Management Analyst to implement changes to the tracking of City staff time and budgets for capital project delivery. Currently, staff project delivery costs are reviewed and allocated to various capital funds based on the projects being delivered but are not charged directly to individual capital projects. The current practice will change, and staff will begin transitioning to a new model where costs associated with capital project management will be charged directly to individual capital projects. This is a significant change, and the role of the additional Management Analyst will be used to manage the tracking of budgets, charge numbers and staff charges on capital improvement projects.

Performance Impact
The addition of this position allows for more accurate tracking of staff costs related to capital project delivery.

Strategic Pillar: Manage Strategically Our Workforce Capacity and Resources 564
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FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Skid Steer Loader with Attachments
and Trailer
0 171,000 0 0 0
Program: 2911 – Street Maintenance
This proposal requests an addition of a skid steer loader with attachments and a trailer to carry the skid steer. The Street Maintenance Division currently uses a small Bobcat Loader with attachments to perform asphalt trench restorations. The Bobcat does not have a high enough hydraulic flow rate to effectively power the milling attachment that is used to grind out the existing asphalt prior to making a street repair or trench restoration. Also, the milling attachment's grinding teeth require frequent replacement which takes about 2 hours. The total cost of the requested equipment is $223,300, which will in part be offset by the sale of the Bobcat and accumulated amortization of the vehicle, which reduces the total requested funds to $171,000.

Performance Impact
A larger skid steer loader and milling attachment will enhance the trench restoration process by making it quicker to remove and grind the existing asphalt and reduce the maintenance time associated with changing the grinding teeth.

The new machine will also be used to perform dig-outs, alleyway maintenance, and smaller jobs without the need to bring out a backhoe which will save additional time. The Street Maintenance Division is currently able to complete about 3 street opening permit repair jobs per day and it is projected that one (1) additional street opening permit repair job could be completed with a new skid steer, plus attachments.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 565
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I I I I
FY 20 2 5/ 2 6 A N D F Y 2 02 6 / 2 7 P RO P O S E D OP E R A T I NG B UD G E T | D E P ART M E NT O F P U B L I C W O R KS Service Level Changes
FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Street Sweeping of Protected Bicycle
Lanes
0 0 12,000 0 18,000
Program: 2971 – Traffic Maintenance
This proposal adds contractual street sweeping funding for protected bicycle lanes. Protected bicycle lanes will be installed along Mission Boulevard in 2025. The existing street sweeper vehicles are too large to operate in the protected bicycle lane. This funding will cover contractual street sweeping twice a month for the planned lanes, with additional lanes anticipated in FY 2026/27.

Performance Impact
This action will ensure the proper sweeping of the new protected bicycle lanes installed within the City.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure.

FY 2025/26 FY 2026/27
Title Positions
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
One-Time
Expenditures
(All Funds)
Ongoing
Expenditures
(All Funds)
Stormwater Inspection Services 0 0 (2,500) 0 50,000
Program: 2924 – Storm Drain – Non-Point Source
This proposal adjusts the funding for stormwater inspection services. In 2023, the City implemented a Private Land Drainage Areas (PLDA) inspection program to comply with trash load reduction requirements set forth in the Municipal Regional Stormwater National Pollutant Discharge Elimination System Permit (MRP) as an alternative to minimize the number of full trash capture devices needed to comply with the trash load reduction mandate. This budget was originally approved for FY 2024/25, with funding also in FY 2025/26 and then ongoing starting in FY 2028/29 based on the anticipated program implementation. However, it is now determined that funding is needed in each year. The PLDA inspection program will need to be continued in perpetuity to comply with the trash load reduction mandate unless the City chooses to install additional full trash capture devices. The requested funding will enable the department to assign approximately 180 inspections per year to a contractor instead of hiring additional staff members to comply with the state mandated stormwater inspection requirements. This includes a slight reduction in FY 2025/26 from the original budget and the addition of ongoing funds starting in FY 2026/27 rather than FY 2028/29.

Performance Impact
This request increases the City’s capacity to inspect full trash capture devices, therefore complying with state regulations for stormwater inspection programs.

Strategic Pillar: Deliver and Enhance High Quality Efficient Services and Infrastructure. 566
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