Agenda — Santa Maria City Council, June 3, 2025 (part 4 of 4)

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-045 CONTINUANCE REQUESTED BY

APPLICANT
$370 per request plus any
additional noticing costs
$382 per request plus any
additional noticing costs
S-046A ANNEXATION $24,105 per application
plus Legal Ad Noticing fee
$24,900 per application
plus Legal Ad Noticing fee
S-046C AMEND GENERAL PLAN AND/OR
ZONING
$1,745 per application
plus Legal Ad Noticing fee
$1,803 per application plus
Legal Ad Noticing fee
S-
046E.1

SPECIFIC PLAN AMENDMENT
[MAJOR]
$16,395 per application
plus Legal Ad Noticing fee
$16,936 per application
plus Legal Ad Noticing fee
S-
046E.2

SPECIFIC PLAN AMENDMENT
[MINOR]
$10,410 per application
plus Legal Ad Noticing fee
$10,754 per application
plus Legal Ad Noticing fee
S-046F DEVELOPMENT AGREEMENT $3,850 pe r application $3,977 per application S-046G CERTIFICATION OF COMPLIANCE $350 per application $362 per application S-046H ZONING VERIFICATION $350 per letter $362 per letter S-046I DOCUMENT COPY - COLOR 11X17 $2 per page $2 per page S-046J EXTRA PLANNING PLAN CHEC K Charge the fully allocated hourly rates for all
personnel involved, with a
1 hour minimum.

Charge the fully allocated
hourly rates for all
personnel involved, with a
1 hour minimum.

S-046K EXTRA PLANNING INSPECTI ON Charge the fully allocated hourly rates for all
personnel involved, with a
1 hour minimum.

Charge the fully allocated
hourly rates for all
personnel involved, with a
1 hour minimum.

S-047 BUILDING PLAN CHECK/INSPECTION Sugges t no change in fees Increase by CPI. See Appendix for fee details
S-047B ADU PLAN CHECK/INSPECTION $6.35 per sq ft $7.00 per sq ft S-049 NEW METER SET/INITIAL READ $350 per meter $362 per meter S-050 DEVELOPMENT FEE ESTIMATION $135 per projec t $139 per projec t S-051 BUILDING PLAN COPY $135 per plan
$ 45 each additional
design professional

Plus actual cost of
reproduction to the City
$139 per plan
$ 46 each additional
design professional

Plus actual cost of
reproduction to the City
S-052 ENCROACHMENT PERMIT -

SIDEWALK
$480 - 1st 50 ft
$140 - ea addl 50 ft
$496 - 1st 50 ft
$145 - ea addl 50 ft
S-053 ENCROACHMENT PERMIT -

CURB/GUTTER
$515 - 1st 50 ft
$175 - ea addl 50 ft
$532 - 1st 50 ft
$181 - ea addl 50 ft
S-054 ENCROACHMENT PERMIT -

DRIVEWAY APPR
$480 - Residential
$620 - Commercial
$765 - At-grade
$496 - Residential
$640 - Commercial
$790 - At-grade

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REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-055 ENCROACHMENT PERMIT - STREET
EXCAV
Trench - $765 + $280 ea
50 linear ft over 50 linear
ft
Patch - $480
Pothole - $340 + $280 for
ea 50 linear ft over 50
linear ft
Bore Pit - $410
In addition to above fees:

Water T/Cross
Connection - $1,185
Water Hot Tap (up to 2") -
$905
Water Hot Tap (4"+) -
$1,050
Sewer Tie-In Connection -
$1,050
Trench - $790 + $289 ea 50
linear ft over 50 linear ft
Patch - $496
Pothole - $351 + $289 for
ea 50 linear ft over 50
linear ft
Bore Pit - $424
In addition to above fees:

Water T/Cross Connection
- $1,224
Water Hot Tap (up to 2") -
$935
Water Hot Tap (4"+) -
$1,085
Sewer Tie-In Connection -
$1,085
S-056 TEMPORARY ENCROACHMENT
PERMIT
$200 per permit $207 per permit
S-057 PUBLIC IMPROVEMENT INSPECTION $0-$10,000 - 12% of project valuation

$10,001- $25,000 - $1,245
plus 8.3% of project
valuation over $10,000

$25,001- $250,000 -
$2,495 plus 4.7% of
project valuation over
$25,000

$250,001 - $13,145 plus

5.1% of project valuation
over $250,000
$0-$10,000 - 12% of
project valuation

$10,001- $25,000 - $1,245
plus 8.3% of project
valuation over $10,000

$25,001- $250,000 -
$2,495 plus 4.7% of project
valuation over $25,000

$250,001 - $13,145 plus

5.1% of project valuation
over $250,000
S-058 PUBLIC IMPROVEMENT PLAN CHECK $0-$10,000 - 11% of the project valuation

$10,001- $25,000 - $1,100
plus 2.8% of valuation
over $10,000

$25,001- $250,000 -
$1,520 plus 1.6% of
valuation over $25,000

$251,001+ - $5,135 plus

1.1% of valuation over
$250,000
$0-$10,000 - 11% of the
project valuation

$10,001- $25,000 - $1,100
plus 2.8% of valuation over
$10,000

$25,001- $250,000 -
$1,520 plus 1.6% of
valuation over $25,000

$251,001+ - $5,135 plus

1.1% of valuation over
$250,000

Page 10 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-059 TRAFFIC CONTROL PLAN

CHECK/INSPECT
Residential $165 plus $35
for each additional day

Arterial/collector lane
closure - $270 plus $70
for each additional day
Arterial/collector street
closure - $400 plus $70
for each additional day
Residential $170 plus $36
for each additional day

Arterial/collector lane
closure - $279 plus $72 for
each additional day
Arterial/collector street
closure - $413 plus $72 for
each additional day
S-060 ROUGH GRADING PLAN CHECK $475 per plan $491 per plan S-061 FINE GRADING PLAN CHECK $1,740 - 0-20,000 sq ft
$2,055 - 20,001 sq ft - 1
acre
$3,215 - 1-2 acres
$4,050 - 2-4 acres
$4,885 - 4-10 acres
$5,720 - 10+ acres
$1,797 - 0-20,000 sq ft
$2,123 - 20,001 sq ft - 1
acre
$3,221 - 1-2 acres
$4,184 - 2-4 acres
$5,046 - 4-10 acres
$5,909 - 10+ acres
S-062 GRADING INSPECTION $1,125 - 0-20,000 sq ft
$2,255 - 20,001 sq ft - 1
acre
$2,980 - 1-2 acres
$6,760 - 2-4 acres
$9,015 - 4-10 acres
$10,140 - 10+ acres
$1,162 - 0-20,000 sq ft
$2,329 - 20,001 sq ft - 1
acre
$3,078 - 1-2 acres
$6,983 - 2-4 acres
$9,312 - 4-10 acres
$10,475 - 10+ acres
S-065 TENTATIVE PARCEL MAP -

ENGINEERING
$5,000 per map $5,165 per map
S-066 TENTATIVE TRACT MAP -

ENGINEERING
5-20 lots - $4,710
21-40 lots - $7,180
41-80 lots - $10,265
81-120 lots - $14,790
121+ lots - $19,085
5-20 lots - $4,865
21-40 lots - $7,417
41-80 lots - $10,604
81-120 lots - $15,278
121+ lots - $19,715
S-067 FINAL PARCEL MAP - ENGINEERING $3,435 per map $3,448 per map S-068 FINAL TRACT MAP - ENGINEERING 5-20 lots - $3,645 plus $135 per lot
21-50 lots - $5,680 plus
$120 per lot over 20 lots
51+ lots - $9,325 plus $80
per lot over 50 lots
5-20 lots - $3,765 plus
$139 per lot
21-50 lots - $5,867 plus
$124 per lot over 20 lots
51+ lots - $9,633 plus $83
per lot over 50 lots
S-069 LOT LINE ADJUSTMENT -

ENGINEERING
$3,345 per application $3,455 per application
S-070 LOT MERGER - ENGINEERING $2,625 per application $2,712 per application S-071 CERTIFICATE OF COMPLIANCE $3,820 per application $3,946 per application S-072 MAP AMENDMENT $1,790 per map $1,849 per map
S-073 REIMBURSEMENT MAP AGREEMENT $4,660 per application $4,814 per application S-074 STREET/EASEMENT ABANDONMENT $6,215 per application $6,420 per application S-075 DEDICATION/EASEMENT CREATION $2,925 per application $3,022 per application

Page 11 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-077 APPEAL TO THE TRAFFIC

COMMITTEE
$420 per appeal $434 per appeal
S-078 APPEAL OF TRAF COMM TO CITY

COUNCIL
$1,420 per appeal $1,467 per appeal
S-079 TRENCH RESURFACING 0-50 square feet -
$10050-100 square feet -
$200101+ square feet -
$1.50 square feet ($200
minimum)For areas
greater than 1,000 square
feet, the customer can get
quotes and self-perform
the work as long as it
meets City specifications.
0-50 square feet - $10350-
100 square feet -
$207101+ square feet -
$1.50 square feet ($207
minimum)For areas
greater than 1,000 square
feet, the customer can get
quotes and self-perform
the work as long as it
meets City specifications.

S-082 WORK WITHOUT ENCROACHMENT
PERMIT
$250 - 1st violation (plus
notification to Code
Enforcement)
$500 - 2nd violation (plus
notification to Code
Enforcement and
potential additional fees)
$1,000 - Each additional
violation (plus
notification to Code
Enforcement, potential
additional fees, and
potential revocation of
right to work on City ROW
projects)

Inspection time will be
added at the fully
allocated hourly rates
when violation requires
time of City staff in excess
of violation fee charged.
$258 - 1st violation (plus
notification to Code
Enforcement)
$516 - 2nd violation (plus
notification to Code
Enforcement and potential
additional fees)
$1,033 - Each additional
violation (plus notification
to Code Enforcement,
potential additional fees,
and potential revocation of
right to work on City ROW
projects)

Inspection time will be
added at the fully allocated
hourly rates when
violation requires time of
City staff in excess of
violation fee charged.

S-085 CODE ENFORCEMENT INSPECTION $95 per inspection $98 per inspection S-086 INSPECTION WARRANT $590 per warrant $609 per warrant S-087 ABATEMENT WARRANT $1,065 per warrant $1,100 per warrant S-088 ABATEMENT PROCESSING $1,535 per abatement $1,586 per abatement S-089 CODE ENFORCEMENT LIEN SETUP $350 per lien plus any County filing fees
$362 per lien plus any
County filing fees
S-090 CODE ENFORCEMENT APPEAL $ 630 per appeal $651 per appeal S-091 COMPLIANCE ORDER HEARING $695 per hearing $718 per hearing S-093 SPECIAL BUSINESS INSPECTION $ 240 per business $248 per business

Page 12 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-094 WEED ABATEMENT $155 plus actual
clearance cost if lots
needs to be cleared
$300 per lien processing
plus any County filing fees
$160 plus actual clearance
cost if lots needs to be
cleared
$310 per lien processing
plus any County filing fees
S-096 NEW FIRE SP RINKLER SYSTEM

PC/INSP
$240 - 1 to 100 heads
$325 - 101 to 200 heads
$405 - 201 to 350 heads
$ 80 - ea addl 25 heads
beyond 350
$248 - 1 to 100 heads
$336 - 101 to 200 heads
$418 - 201 to 350 heads
$ 83 - ea addl 25 heads
beyond 350 heads
S-097 TI FIRE SPRINKLER SYSTEM PC/INSP $ 80 - 1 to 20 heads $160 - 21 to 100 heads
$240 - 101 to 200 heads
$325 - 201 to 350 heads
$ 80 - each additional 25
heads beyond 350
$ 83 - 1 to 20 heads
$165 - 21 to 100 heads
$248 - 101 to 200 heads
$336 - 201 to 350 heads
$ 83 - each additional 25
heads beyond 350 heads
S-098 STAND PIPE PLAN

CHECK/INSPECTION
$160 per plan/permit $160 per plan/permi t
S-099 UNDERGROUND PIPING

PC/INSPECTION
$325 per plan/permit $336 per plan/permit
S-100 FIRE CYCLE SYSTEM PC/INSPECTION $ 325 per plan/permit $336 per plan/permit S-101 DRY CHEMICAL SYSTEM

PC/INSPECTION
$325 per plan/permit $336 per plan/permit
S-102 NEW WET CHEM/KITCHEN HOOD

PC/INSP
$325 per plan/permit $336 per plan/permit
S-103 FIRE ALARM SYSTEM PC/INSPECTION $ 485 per plan/permit $501 per plan/permit S-104 FIRE ALARM MONITOR

PC/INSPECTION
$160 per plan/permit $165 per plan/permit
S-105 NEW KITCHEN HOOD SYST

PC/INSPECTION
$285 per plan/permit $294 per plan/permit
S-106 NEW HIGH PILED STORAGE

PC/INSPECT
$645 per plan/permit $666 per plan/permit
S-107 FIRE HYDRANT FLOW TEST WITNE SS $160 per test $165 per test S-109 CODE INSP - KITCHEN HOOD SYSTEM $ 120 per inspection $124 per inspection S-110 CODE INSP - HIGH PILED STORAGE $ 240 per inspection $248 per inspection S-111 FIRE PRMT - EXHIBITS & TRADE $685 per permit $708 per permit S-112 FIRE PRMT - EXPLOSIVES $445 per permi t $460 per permi t S-113 FIRE PRMT - FIREWORKS AERIAL $845 per permit $873 per permit S-114 FIRE PRMT - TANKS & WELLS $525 per permit $542 per permit S-115 FIRE PRMT - LUMBER YARDS $365 per permit $377 per permit S-116 FIRE PRMT - CARNIVALS, FAIRS $685 per permit $708 per permit S-117 FIRE PRMT - PYROTECHNIC Actual staff time at fully allocated hourly rate plus
any actual costs
Actual staff time at fully
allocated hourly rate plus
any actual costs
S-118 FIRE PRMT - REFRIGERATION EQUIP $525 per permit $542 per permit

Page 13 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-119 FIRE PRMT - TEMP

MEMBRANE/TENT
$201 - 1 to 4 tents
$365 - 5 to 8 tents
$425 - 9 to 12 tents
$685 - 13+ tents
$208 - 1 to 4 tents
$377 - 5 to 8 tents
$439 - 9 to 12 tents
$708 - 13+ tents
S-120 FIRE PRMT - TIRE REBUILDING
PLANT
$365 per permit $377 per permit
S-121 FIRE PRMT - COMBUSTIBLE DUST $365 per permit $377 per permit S-124 GENERAL FIRE CODE PERMIT $200 per permit $207 per permit S-125 LIFE SAFETY - HOTELS/MOTELS $160 - 4 to 15 units
$240 - 16 to 30 units
$405 - 31 to 50 units
$25 ea addl 25 units over
50 $165 - 4 to 15 units
$248 - 16 to 30 units
$418 - 31 to 50 units
$26 ea addl 25 units over
50 units
S-126 LIFE SAFETY - ASSEMBLY

OCCUPANCY
$160 - 50 to 100
occupants
$325 - 101+ occupants
$165 - 50 to 100 occupants
$336 - 101+ occupants
S-127 LIFE SAFETY - HAZ MAT FACILIT Y $405 per inspection $418 per inspection S-128 MULTI-FAMILY DWELLING

INSPECTION
$160 - 3 to 15 units
$240 - 16 to 30 units
$405 - 31 to 50 units
$25 ea addl 25 units over
50 $165 - 3 to 15 units
$248 - 16 to 30 units
$418 - 31 to 50 units
$26 ea addl 25 units over
50 units
S-128A COMMERCIAL BUILDING INSPECTION $120 Up to 2,000sq.ft. $150 2,001–5,000sq.ft.
$180 5,001–10,000sq.ft.
$210 10,001–25,000sq.ft.
$240 25,001–50,000sq.ft.
$300 50,001–
100,000sq.ft.
$360 100,001–
200,000sq.ft.
$420 Over 200,001sq.ft.
$240 16 to 30units
$405 31 to 50units
$25 ea addl 25 units over
50 $124 Up to 2,000sq.ft.
$155 2,001–5,000sq.ft.
$186 5,001–10,000sq.ft.
$217 10,001–25,000sq.ft.
$248 25,001–50,000sq.ft.
$310 50,001–100,000sq.ft.
$371 100,001–
200,000sq.ft.
$434 Over 200,001sq.ft.
$248 16 to 30units
$418 31 to 50units
$26 ea addl 25 units over
50 S-129 OCCUPANCY INSP - BOARD & CARE
HOME
$240 - 1st 10 bedrooms
$ 80 - ea addl 10
bedrooms
$248 - 1st 10 bedrooms
$ 83 - ea addl 10
bedrooms
S-130 OCCUPANCY INSP - DAY CARE

FACILITY
$200 - 9-14 occupants
$240 - 15+ occupants
$207 - 9-14 occupants
$248 - 15+ occupants
S-131 OCCUPANCY INSP - CONVALESCENT
HOSP
$145 - 1st 10 beds
$ 75 - ea addl 10 beds
over 10
$150 - 1st 10 beds
$ 77 - ea addl 10 beds over
10 S-132 OCCUPANCY INSP - OTHER HOSPITAL $ 645 per inspection $645 per inspection S-133 OCCUPANCY INSP - PUBLIC/PRIV
SCHOOL
$485 - Elementary
$970 - Secondary
$501 - Elementary
$1,002 - Secondary

Page 14 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-134 OCCUPANCY INSP - OTHER STATE
PROG
$160 per inspection $165 per inspection
S-135 ENGINE COMPANY INSPECTION $175 per inspection $181 per inspection S-136 FIRE BUSINESS INSPECTION $155 pe r inspection $160 per inspection S-137 BUSINESS LICENSE FIRE REVIEW $75 per business $77 per business S-138 FIRE CODE ENFORCEMENT

INSPECTION
$160 per inspection after
the 3rd visit
$165 per inspection after
the 3rd visit
S-139 ADDITIONAL FIRE PLAN REVIEW $160 per re-submittal after the second submittal
$160 per re-submittal after
the second submittal
S-140 ADDITIONAL FIRE INSPECTION $160 per additional visit $165 per additional visit S-141 FALSE ALARM RESPONSE $300 per response after
1st visit and subsequent
false alarms in any 12
month period
$310 per response after
1st visit and subsequent
false alarms in any 12
month period
S-143 EMERG RESP - AMBULANCE TO

HOSPITAL
$165 per response $170 per response
S-144 EMERG RESP - LIFT ASSIST NON-
EMER
$165 per response $170 per response
S-146 SMALL FUELS CLEAN-UP Actual staff time at fully
allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus
any outside costs
S-147 HAZ MAT INCIDENT RESPONSE Actual staff time at fully allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus
any outside costs
S-148 FIREWORKS BOOTH

REVIEW/INSPECTION
$795 per booth $821 per booth
S-149 FIRE INCIDENT REPORT COPY First 10 pages - No Charge Each page after 10 - $0.25
per page
First 10 pages - No Charge
Each page after 10 - $0.25
per page
S-150 FIRE ELECTRONIC FILE COPY $5 per disk $5 per disk S-151 POLICE FALSE ALARM RESPONSE $360 per response after the third response
$372 per response after
the third response
S-152 POLICE ALARM PERMIT $15 per permit $15 per permit S-153 SPECIAL BUSINESS REVIEW - NEW $105 per business $108 per business S-154 SPECIAL BUSINESS REVIEW -

RENEWAL
$105 per business $108 per business
S-155 GUN DEALER PERMIT $165 per permi t $170 per permi t S-156 MASSAGE TECH/PARLOR LICENSE $ 105 per permit $108 per permit S-157 TOBACCO RETAILER PERMIT $585 - New

$350 - Renewal
$604 - New
$362 - Renewal
S-158 ABC ONE-DAY LICENSE $125 per application $129 per application S-159 TAXI CAB INSPECTIONS $85 per taxi/business $88 per taxi/business S-161 STORED VEHICLE RELEASE $230 per vehicle $238 per vehicle S-162 CITATION SIGN OFF $15 per citation $15 per citation

Page 15 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-164 CONCEALED WEAPON PERMIT $935 - New. 50% of the
fee is to be paid at
application submission
$620 - Renewal
$545 - Amendment

Applicant must also pay
outside party for LiveScan
and psychological testing
$966 - New. 50% of the fee
is to be paid at application
submission
$640 - Renewal
$563 - Amendment

Applicant must also pay
outside party for LiveScan
and psychological testing
S-165 CLEARANCE LETTER $50 per letter $52 per letter
S-166 FINGERPRINT / LIVESCAN $50 per request $52 per request S-167 POLICE REPORT COPY Fi rst 10 pages - No Charge
Each page after 10 - $0.25
per page
First 10 pages - No Charge
Each page after 10 - $0.25
per page
S-168 POLICE ELECTRONIC FILE COPY $5 per disk $5 per disk S-188 TEMPORARY DUMPSTER BIN Fees include volume
charges
Residential:
90 gallon - $39
Cancellation - $36
(after delivery but before
use)
Commercial:
4 yard - $162
6 yard - $172
Cancellation - $70
(after delivery but before
use)
Fees include volume
charges
Residential:
90 gallon - $40
Cancellation - $37
(after delivery but before
use)
Commercial:
4 yard - $167
6 yard - $178
Cancellation - $72
(after delivery but before
use)
S-189 DUMPSTER GRAVITY LOCK

INSTALLATION
$136 per lock plus cost of
lock
$140 per lock plus cost of
lock
S-190 REFUSE CONTAINER SIZE

EXCH/DELIV
Residential - $36 per visit
Commercial - $70 per visit
Residential - $37 per visit
Commercial - $72 per visit
S-191 SOLID WASTE EXTRA HAUL Fees below include
volume charges
Residential:
60 gallon - $16
90 gallon - $20
Commercial:
350 gallon - $70
2 yard - $80
3 yard - $90
4 yard - $90
6 yard - $100
Fees below include volume
charges
Residential:
60 gallon - $17
90 gallon - $21
Commercial:
350 gallon - $72
2 yard - $83
3 yard - $93
4 yard - $93
6 yard - $103

Page 16 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-192 OVERLOADED SOLID WASTE

CONTAINER
Fees include volume
charges
Residential:
60 gallon - $4
90 gallon - $6
Commercial:
350 gallon - $10
2 yard - $10
3 yard - $16
4 yard - $20
6 yard - $30
Fees include volume
charges
Residential:
60 gallon - $4
90 gallon - $6
Commercial:
350 gallon - $10
2 yard - $10
3 yard - $17
4 yard - $21
6 yard - $31
S-193 SOLID WASTE CLEAN UP

HAULING/DISP
Cost determined by staff
with charges at 100% of
the fully allocated hourly
rate for all personnel
involved plus any outside
costs
Cost determined by staff
with charges at 100% of
the fully allocated hourly
rate for all personnel
involved plus any outside
costs
S-195 SOLID WASTE TUB-OUT SERVICE $16 per account per
month
$17 per account per month
S-196 RECYCLE SERVICE ONLY Charge monthly refuse
services
Charge monthly refuse
services
S-196A RECYCLE BIN - 8 YARD # of pickup: 1st Bin/Ea
Addl
1 pu/wk:
$338.90/$280.50
2 pu/wk:
$638.01/$534.50
3 pu/wk:
$937.13/$788.49
4 pu/wk:
$1,236.25/$1,042.49
5 pu/wk:
$1,535.36/$1,296.49
6 pu/wk:
$1,834.48/$1,550.49
# of pickup: 1st Bin/Ea
Addl
1 pu/wk: $350/$290
2 pu/wk: $659/$552
3 pu/wk: $968/$815
4 pu/wk: $1,277/$1,077
5 pu/wk: $1,586/$1,339
6 pu/wk: $1,895/$1,602
S-196B COMPACTOR SERVICE Double the rate of
equivalent sized
dumpster (minimum
charge); additional
charges may apply based
on overall density as
determined by staff
Double the rate of
equivalent sized dumpster
(minimum charge);
additional charges may
apply based on overall
density as determined by
staff

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REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-197 CONSTRUCTION WATER METER
RENTAL
$165 - Installation$ 65 -
Monthly read$165 -
Relocation$165 -
Removal$15 - Daily
RentalWater Usage -
Current water rates based
on water usage
$170 - Installation$ 67 -
Monthly read$170 -
Relocation$170 -
Removal$15 - Daily
RentalWater Usage -
Current water rates based
on water usage
S-198 FIRE METER ANNUAL REVIEW $35 per meter $36 per meter S-199 WATER WELL PERMIT $840 per permit $868 per permit S-200 REPAIR BROKEN ANGLE-STOP $565 per repair $584 per repair S-201 BROKEN WATER METER $165 plus actual costs of
replacement meter
$170 plus actual costs of
replacement meter
S-201A EXCESS OR LOST WATER 50% of excess/lost water
over the average
50% of excess/lost water
over the average
S-201B WATER USE AFTER DISCONNECT $70.40 per incident $73 per incident S-202 UTILITY AGREEMENT Deposit determined by
staff, but not less than
$3,000, with charges at
the fully allocated hourly
rates for all personnel
involved plus any outside
costs
Deposit determined by
staff, but not less than
$3,000, with charges at the
fully allocated hourly rates
for all personnel involved
plus any outside costs
S-203 PRETREAT CLASS III PERMIT - NEW $215 per permit $222 per permit S-204 PRETREAT CLASS III PERMIT -

RENEWAL
$70 per permit $72 per permit
S-205 PRETREAT CLASS III PERMIT -

INSPECT
$215 per permit $222 per permit
S-206 PRETREAT CLASS III PERMIT -
REINSP
$145 per permit $150 per permit
S-207 PRETREAT HAULER PERMIT - NEW $215 per permit $222 per permit S-208 PRETREAT HAULER PERMIT -

RENEWAL
$145 per permit $150 per permit
S-209 SEPTAGE STATION ACCESS CARD $35 per card $36 per card S-210 PRETREAT CLASS IV PERMIT - NEW $1,155 per permit $1,193 per permit S-211 PRETREAT CLASS IV PERMIT -

RENEWAL
$575 per permit $594 per permit
S-212 PRETREAT CLASS IV PERMIT -

INSPECT
$435 per inspection $449 per inspection
S-213 QUARTERLY POTW SAMPLING Tier 1 - $360 per
sampling event
Tier 2 - $610 per
sampling event
Tier 3 - $1,100 per
sampling event

These fees include
contract lab costs
Tier 1 - $372 per sampling
event
Tier 2 - $630 per sampling
event
Tier 3 - $1,136 per
sampling event

These fees include contract
lab costs

Page 18 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-214 GREASE WASTE HAULER TANK

DEPOSIT
Security deposit - $2,700
per tank (based on cost to
remove and dispose of
grease tank) plus $0.54
per gallon based on the
size of the tank (based on
the cost to dispose of
grease)

The security deposit is
refundable when the tank
and contents have been
removed from City
property and the area has
been satisfactorily
cleaned.

Security deposit - $2,700
per tank (based on cost to
remove and dispose of
grease tank) plus $0.54 per
gallon based on the size of
the tank (based on the cost
to dispose of grease)

The security deposit is
refundable when the tank
and contents have been
removed from City
property and the area has
been satisfactorily cleaned.

S-215 PRETREAT CLASS IV MNTHLY METER
READ
$70 per reading $72 per reading
S-216 PRETREAT BLDG PERMIT PRE-
SCREEN
$35 per permit $36 per permit
S-217 PRE-TREATMENT BUILDING PERMIT
REV
$215 - Initial review
$ 70 - Each additional
review
$145 - Sign-off inspection
$222 - Initial review
$ 72 - Each additional
review
$150 - Sign-off inspection
S-218 NEW BACKFLOW DEVICE REVIEW $240 - Initial review
$ 70 - Each additional
review
$145 - Sign-off inspection
$248 - Initial review
$ 72 - Each additional
review
$150 - Sign-off inspection
S-219 POST-CONST REQ ANN STORMWTR
REPORT
$360 per facility per year $372 per facility per year
S-220 SEWER FLOW ANALYSIS Fee determined by staff
estimate for each review
Fee determined by staff
estimate for each review
S-221 SEWER MAIN CAPACITY

VERIFICATION
$390 per application $403 per application
S-222 VIDEO SEWER LATERAL

VERIFICATION
$315 per application $325 per application
S-222A SEPTAGE FEE $0.1297 per gallon,
effective July 1, 2022
$0.1339 per gallon
S-222B EXPEDITED PLAN REVIEW -

WASTEWATER
Additional 50% over
standard plan review fees
Additional 50% over
standard plan review fees
S-222C BACKFLOW PERMIT PRESCREEN $35 per permit $36 per permit S-222D PRETREATMENT PERMIT UPDATE $70 per permit $72 per permit S-223 NEW UTILITY ACCOUNT SETUP $80 per account $83 per account S-225 AFTER HOURS UTILITY TU RN-ON $150 per reconnection due to the limits set in SB
998
$150 per reconnection due
to the limits set in SB 998
S-226 WATER METER LOCK INSTALLATI ON $75 per lock $77 per lock

Page 19 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-227 BROKEN WATER METER LOCK $75 per lock plus cost of the lock
$77 per lock plus cost of
the lock
S-228 PULLED WATER METER $105 per meter $108 per meter
S-229 BUSINESS LICENSE - NEW $35 per application $36 per application S-230 BUSINESS LICENSE RENEWAL

PROCESSING
$35 per renewal $36 per renewal
S-231 BUSINESS LICENSE - CHANGE $35 per business $36 per business S-232 BUSINESS LICENSE - DUPLICATE
COPY
$10 per business $10 per business
S-233 GOOD NEIGHBOR LICENSE $255 per license $263 per license S-234 NSF CHECK / ACH CHARGEBACK $100 per
check/chargeback

Per Govt Code Section
6157, public agencies are
permitted to charge full
cost for this service.
$103 per
check/chargeback

Per Govt Code Section
6157, public agencies are
permitted to charge full
cost for this service.

S-236 DOCUMENT COPY Firs t 10 pages - No Charge

Each page after 10 - $0.25
per page
First 10 pages - No Charge

Each page after 10 - $0.25
per page
S-237 ELECTRONIC DOCUMENT COPY $5 per device $5 per device S-238 DOCUMENT CERTIFICATION $50 per document $52 per document S-241 LEGAL AD NOTICING $580 per notice - 1/8
page
$150 per notice - 1/4
column
$300 per Ordinance -
includes 2 notices
$599 per notice - 1/8 page
$155 per notice - 1/4
column
$310 per Ordinance -
includes 2 notices
S-242A TAXI CAB PERMIT AFFIRMATION $405 per business $418 per business S-244 AFFORDABLE HOUSING LIEN

PROCESS
$245 per lien plus any
County filing fees
$253 per lien plus any
County filing fees
S-245 AFFORDABLE HOUSING

RECONVEYANCE
$245 per lien plus any
County filing fees
$253 per lien plus any
County filing fees

2) Unchanged – Current Fee already at full cost recovery or limited by State laws

This second group represents 27 fees out of the total 247 evaluated by RCS. The fees below are already at 100% cost recovery, pass th rough costs from outside consultants and services, are calculated based on another fee, have been restricted by State laws, or suggested to remain subsidized to be effect ive for the City. These fees do not require changes.

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025)

Page 20 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-033 AMENDMENT - TO PC/COUNCIL 80% of original application fee
80% of original application
fee
S-034 AMENDMENT - ADMIN 80% of original application
fee
80% of original application
fee
S-046 GENERAL PLAN MAINTENANCE 5% of Building Permit fees 5% of Building Permit fees S-047A EXPEDITED BUILDING PE RMIT Additional 50% over
standard building permit
fees
Additional 50% over
standard building permit fees
S-048 COM DEV TECHNOLOGY SURCHARGE 2.5% of all Building & Safety fees

2.5% of all Building & Safety
fees
S-063 SWPP BMP INSPECTION Fee is based on the
estimated hours and costs
related to a particular
project
Fee is based on the estimated
hours and costs related to a
particular project
S-064 POST-MITIGATION INSPEC TION Fee is based on the
estimated hours and costs
related to a particular
project
Fee is based on the estimated
hours and costs related to a
particular project
S-076 TRAFFIC STUDY REVIEW 110% of consultant costs
- 100% to consultant
- 10% to City for review
110% of consultant costs
- 100% to consultant
- 10% to City for review
S-080 MISCELLANEOUS ENGINEERING

SERVICES
Charge the fully allocated
hourly rates for all
personnel involved plus any
outside costs.

Charge the fully allocated
hourly rates for all personnel
involved plus any outside
costs.

S-081 CONSULTANT/OUTSIDE PLAN CHEC K Charge the actual costs of the consultant plus 20%
Charge the actual costs of the
consultant plus 20%
S-083 PUBLIC WORKS ADMINISTRATION 110% of consultant costs -100% to consultant
- 10% to City for review
110% of consultant costs
-100% to consultant
- 10% to City for review
S-084 TRAFFIC MODEL MAINTENANCE 6% of Construction-related Conditional Use Permit and
Planned Development fees
6% of Construction-related
Conditional Use Permit and
Planned Development fees
S-092 UNPERMITTED CONSTR SPCL INVESTIG Actual staff time at fully allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus any
outside costs
S-095 CODE ENFORCEMENT FINES $175 - 1st violation
$500 - 2nd violation
$1,000 - Each additional
violation

These fines are for all code
violations
$175 - 1st violation
$500 - 2nd violation
$1,000 - Each additional
violation

These fines are for all code
violations
S-108 NEW OCC/TENANT IMPR FIRE

PC/INSPECT
35% of Building Plan Check
and Permit fees for this
project.
35% of Building Plan Check
and Permit fees for this
project.

S-122 FIRE PRMT - MULTIPLE PERMITS Charge the highest
applicable fee
Charge the highest applicable
fee
S-123 LIVE AUDIENCE FIRE INSPECTION Actual staff time at fully allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus any
outside costs

Page 21 of 21 ends

REF NO SERVICE TITLE ADOPTED FEE (2024) SUGGESTED FEE (2025) S-142 FIRE INVESTIGATION Actual staff time at fully
allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus any
outside costs
S-145 FIRE DUI ACCIDENT RESPONSE Per California Government Code 53155, charge the
actual costs incurred up to
$12,000 per response for all
responding personnel
Per California Government
Code 53155, charge the actual
costs incurred up to $12,000
per response for all
responding personnel
S-160 REPOSSESSED VEHICLE RELEASE California Government Code 26751

$15 per vehicle
California Government Code
26751

$15 per vehicle
S-163 POLICE DUI ACCIDENT RESPONSE Per California Government Code 53155, charge the
actual costs incurred up to
$12,000 per response for all
responding personnel
Per California Government
Code 53155, charge the actual
costs incurred up to $12,000
per response for all
responding personnel
S-224 DELINQUENT WATER TURN-OFF/ON Late payment penalty - $15 48 hour notice - $5
Delinquent tagging - $25
Reconnection - $50 (limited
by SB 998)
Late payment penalty - $15
48 hour notice - $5
Delinquent tagging - $26
Reconnection - $50 (limited
by SB 998)
S-232A BUSINESS LICENSE - ADA FEE $4 pe r business license $4 per business license S-235 CREDIT CARD PROCESSING 2.5% of the amount charged 2.5% of the amount charged S-239 NOTARY PUBLIC California Government Code
8211

$15 per signature
California Government Code
8211

$15 per signature
S-242 DOCUMENT/REPORT COMPILATION Actual staff time at fully allocated hourly rate plus
any outside costs
Actual staff time at fully
allocated hourly rate plus any
outside costs
S-243 CIVIL LITIGATION ATTORNEY SERVICE Charge market rates for attorney services, which
should at a minimum be the
fully allocated hourly rate
for each position
Charge market rates for
attorney services, which
should at a minimum be the
fully allocated hourly rate for
each position

Project Summary

The City of Santa Maria set their fees to full cost recovery in 2024, the proposed increase by CPI will help the city maintain full cost recovery.

COUNCIL AGENDA REPORT

TO: Mayor and City Council

FROM: Alex Posada, Director of Recreation and Parks

DATE: June 3, 2025

SUBJECT: Adoption of a Resolution Adopting a Cost-of-Service Study

Description:

The City Council will consider a recommendation by the Recreation and Parks Commission to adopt a Cost -of-Service Study prepared by Revenue & Cost Specialists. The study evaluates the direct and indirect costs of providing recreation and parks services in Santa Maria and establishes a framework for future fee adjustments and cost recovery strategies.

RECOMMENDATION:

Adopt a Resolution approving a new Cost Recovery Structure for Recreation and Parks Programs and Services based on the 2025 Cost-of-Service Study prepared by Revenue & Cost Specialist.

BACKGROUND:

The City of Santa Maria Recreation and Parks Department contracted with Revenue & Cost Specialists (RCS) of Fullerton, CA, to conduct a Cost -of-Service Study. This study was designed to assess the actual costs associated with providing various department services, including recreation programs, special events, and facility rentals. The findings will help guide future decisions regarding fee structures and cost recovery strategies . The Recreation and Parks Commission on February 25, 2025 , approved the Cost of Service Study.

DISCUSSION:

The Cost -of-Service Study categorizes programs based on the level of public versus individual benefit and identifies cost recovery rates for different services. Key findings indicate t hat many programs operate at a significant subsidy, with cost recovery percentages varying widely. The study provides recommendations to align fee structures with cost recovery goals established by the City Council while maintaining accessibility for residents.

Adopting the study will enable the City to make data -driven decisions regarding fee adjustments, ensuring financial sustainability and equitable pricing for users.

The chart below was prepared using the detailed information contained in the fee study in Exhibit A. The purpose of this chart is to show potential levels of cost recovery vs. the 2 actual cost of providing the services to our residents. The Commission rev iewed each category of program fees and felt that those programs/services that can be defined as benefiting the individual should have a higher -cost recovery formula, and those with a community-wide or youth-oriented focus should have a lower-cost recovery formula. The Commission also considered the argument that City residents are already entitled to some basic recreational services by virtue of their payment of local taxes. Commissioners agreed that there was a need to begin to increase some recreation fees and felt that using the cost recovery pyramid and the individual benefit as the criterion was a good place to start the process. The Commissioners also felt, that in their roles as your representatives to the community on all leisure and parks matters, that the City Council could consider delegating the responsibility of hearing new fees and program proposals, vetting these fees and programs with the community by holding public hearings and making recommendations to the City Council on future fees, charges and program offerings.

Proposed recovery target
percentages:

Program
Current
Recovery Rate
(in percentage)
Increase To
(in percentage) Comments
Adult Sports
Program 24.01 percent 40 percent
Youth Sports
Program 6.4 percent 19 percent
Recreation
Classes 7.63 percent 30 percent
Youth Rec
Programs 0.43 percent 1 percent Keep costs low
Teen Rec
Programs 0.02 percent 1 percent Same considered as youth Adaptive Rec
Programs 0 percent 0 percent
Gen. Rec
Programs-
Special Events
0 percent 0 percent
3 Senior
Programs 0 percent 0 – 100 percent Based on Cost Recovery Pyramid
Recreation Lap
Swim

2.8 percent

4.72 percent

Swim Lessons 10.75 percent

13.44 percent
Private Pool
Rental

2.92 percent

3.92 percent

Recreation Pool $149/hour to
$200/hour

Rec. Facility
Rental 20.83 percent 35 percent
Parks 20.80 percent 25.83 percent
Ballfield Rental 20.83 percent 25.83 percent
Sports Lighting $18-
$40/hour/field
100 percent of
PG&E cost and
extended
maintenance
Prices vary on field conditions
and availability

Alternative(s)
 The City Council may choose not to adopt the study ; doing so would leave the current methodology in place.
 The City Council may request modifications to the recommendations.  The Recreation and Parks Commission can be directed to do more study on the issue and return the item to the Council in the future.

Fiscal Considerations
The goal of the Cost-of-Service Study is to establish a process by which recreation programs and services can begin to offset more of the cost of offering these important 4 community services and providing some relief to the General Fund. Over the past several years, the City Council has adopted other measures to reduce the impacts of recreation programs on the General Fund, most recently the adoption of the Sports Field Use policy, which set a tiered process for local sports organizations to increase their contribution to the cost of field use and maintenance. This has proven to be quite successful, and groups now are accustomed to paying a larger part of the cost to offer services.

Impact to the Community
The study ensures that recreation programs remain financially viable while considering affordability for residents. Establishing cost recovery goals will help maintain and enhance services, facilities, and programming in a fiscally responsible manner.

Attachments:

A: Resolution
Exhibit A: Cost of Services Study

Attachment A

RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MARIA,

CALIFORNIA, APPROVING A NEW COST RECOVERY STRUCTURE FOR

RECREATION AND PARKS PROGRAMS AND SERVICES BASED
ON THE 2025 COST-OF-SERVICE STUDY PREPARED BY REVENUE & COST SPECIALIST.

WHEREAS, the City of Santa Maria Recreation and Parks Department contracted with Revenue & Cost Specialists (RCS) to conduct a Cost -of-Service Study to analyze the direct and indirect costs of providing recreation and parks services; and

WHEREAS, the Cost-of-Service Study (Study) was completed and reviewed by staff and approved by the Recreation and Parks Commission on February 25, 2025; and

WHEREAS, the Study recommends a revised pricing structure that reflects actual service costs, aligns with cost recovery goals, and promotes financial sustainability while maintaining equitable access to recreation programs and services for community members; and

WHEREAS, the implementation of the recommended cost recovery methodology contained in the Study provides a clear and data -driven foundation for evaluating and setting future programs and service fees, as well as rental rates into the future; and

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

SECTION 1. The City Council hereby adopts the 2025 Recreation and Parks Cost of Service Study and authorizes the implementation of the recommended fee structure for recreation and parks programs/services.

///

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 3rd day of June 2025.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager
Exhibit:

A: Cost of Services Study
DRAFT
Cost of Services Study
for the
City of Santa Maria
Recreation
NOVEMBER 2024
Revenue & Cost Specialists
1519 East Chapman Ave, Suite C
Fullerton, CA 92831
www.revenuecost.com
(714) 992-9020
Exhibit A

EXECUTIVE SUMMARY

This Recreation Cost Study details the costs of pro
viding Recreation services in the City of Santa
Maria. This report will detail the costs of provid
ing these services, both direct and indirect, and
will provide recommendations for cost recovery goal
s. Due to the various demands made of
the City, it is essential that the City Council and
management have complete information upon
which to assess fees charged to the public for serv
ices provided.

TYPES OF COSTS

Salaries and Wages. City government is in fact a s
ervice industry, therefore it is natural that
salaries make up the largest single element of cost
in most services.

Employee Fringe Benefits. Since the annual time of
an employee has been fully allocated to
service centers, fringe benefit costs also must be
included. These costs are current operating
expenses and are included in the City's Annual Budg
et. Fringe benefit costs were taken into
consideration by salaried personnel employed by the
City.

Maintenance and Operation Costs. All maintenance a
nd operation costs, including non-
personnel expenses such as professional services, i
nsurance, operating supplies, etc., were
derived from the 2024-2025 Council-approved budget
and allocated via percentages or through
actual allocation to each of the service centers id
entified in a department or division.

Overhead Costs. Overhead is a well established and
necessary expense item in government,
and government is no different than a good corporat
ion -- the axiom "Buy good management"
should prevail in government corporations. RCS uti
lizes two types of overhead, which are
discussed below in turn.

General City Overhead is for the general administra
tion of the City, such as the functions for
City Council, City Manager, City Clerk, City Attorn
ey, Human Resources, and Finance. Each
service is very important to the smooth functioning
of the City. But, their primary function is to
support other departments and not to provide an end
-user service to the public.

Departmental Overhead is for allocations of the dep
artment head, departmental administrative
staff, and general operating expenses. Again, the p
urpose of this service is to insure the smooth
functioning of the department and not to provide an
end-user service to the public.

RCS calculated general overhead through our Cost Al
location Process and identified
departments receiving each type of overhead service
. Costs associated to the department were
included as well as a uniquely determined departmen
tal overhead rate.

3 City of Santa Maria Recreation Cost Study

FINDINGS

As anticipated, the findings in the summary schedul
e on the next page suggest that a subsidy
level exists for recreation activities – an amount
that varies depending upon whether one
considers direct versus indirect costs.

This report recommends that Leisure & Cultural cost
recovery goals be set as a percentage of
direct costs. This practice is quite common in loca
l government operations, not because indirect
costs do not exist and are not important, but rathe
r to insure that the cost recovery goals
remain relevant, market competitive and are easily
reproducible.

Given the above mentioned observations, much remain
s to consider in evaluating price and
costing levels in this sensitive service area – con
siderations that are further detailed below.

By their nature, leisure and cultural services are
highly market driven and subject to a variety of
external factors including consumer demand, locatio
n, facility amenities, demographics, and
competing service providers. Adjustments in fees ca
n arguably have a significant impact on
consumer demand given a variety of elasticity facto
rs that may be in play. This comment does
not imply that additional revenues are unavailable
but makes the case that fee levels are best
set at the delivery point based on a flexible and m
arket based pricing model. It also suggests
that recreation performance levels might be best se
t at a macro level, rather than at the
individual program level, to allow for optimal mark
eting and program pricing flexibility.

In pondering these cost results, the reader would b
e well served to consider the following
observations common to Leisure and Recreation servic
es.

General Methodology Assumptions

The methodology generally used in developing servic
e center revenue/cost computations, as
has been done in this study, is founded on key assu
mptions:

Firstly, service volumes are fairly constant and vo
id of wide fluctuations in consumer patronage
from year to year.

Secondly, consumers have come to accept the economi
c value of continuing to use the
identified service at a value that equates to the c
ost of providing the service.

Leisure and cultural service fees are influenced by
two factors generally not a factor in the
delivery of other City services - marketing and soc
ial policy.

4 PROGRAM FULL TIME FACILITY INDIRECT DIRECT + CITY/DEPT + FACILITY

SERVICE COST COST TOTAL MAINT COSTS TOTAL REVENUES RECOVERY INDIRECT MAINT ADULT SPORTS PROGRAMS 311,969 123,418 435,387 127,305 17 4,270 736,962 176,939 40.6% 29.0% 24.0% YOUTH SPORTS PROGRAMS 176,027 60,262 236,289 0 97,534 333 ,823 21,631 9.2% 6.5% 6.5% RECREATION CLASSES 12,000 98,381 110,381 107,706 42,267 2 60,354 19,853 18.0% 13.0% 7.6% YOUTH RECREATION PROGRAMS 377,319 239,915 617,234 0 249, 491 866,725 3,721 0.6% 0.4% 0.4% TEEN RECREATION PROGRAMS 481,858 203,951 685,809 0 415,4 34 1,101,243 175 0.0% 0.0% 0.0% ADAPTIVE RECREATION PROGRAMS 10,803 0 10,803 0 0 10,803 0 0 .0% 0.0% 0.0% GENERAL RECREATION PROGRAMS 477,268 266,172 743,440 0 34 2,805 1,086,245 0 0.0% 0.0% 0.0% SENIOR PROGRAMS 235,451 623,791 859,242 0 384,356 1,243,5 98 0 0.0% 0.0% 0.0% RECREATION/LAP SWIM 1,188,639 0 1,188,639 0 0 1,188,639 33 ,632 2.8% 2.8% 2.8% SWIM LESSONS 427,910 0 427,910 0 0 427,910 45,985 10.7% 10.7% 10.7% POOL ACTIVITIES 71,318 0 71,318 0 0 71,318 0 0.0% 0.0% 0.0% HIGH SCHOOL POOL USAGE 0 0 0 599,817 0 599,817 212,000 N/A N/A 35.3% PRIVATE POOL RENTAL 0 0 0 689,411 0 689,411 20,140 N/A N/A 2.9% RECREATION FACILITY RENTAL 0 0 0 903,741 0 903,741 187,957 N/A N/A 20.8% BALLFIELD RENTAL 0 0 0 453,120 0 453,120 94,363 N/A N/A 20.8% 3,770,563 1,615,889 5,386,452 2,881,100 1,706,157 9,973,709 816,396 15.2% 11.5% 8.2%

PROGRAM COSTS ARE PART TIME COSTS (INCLUDING BENEFITS) AND DIRECT OPERATING EXPENSES

FULL TIME COSTS ARE SALARIES AND BENEFITS
INDIRECT COSTS INCLUDES CITY OVERHEAD AND DEPARTMENTAL OVERHEAD.

DIRECT COSTS

RECOVERY

CITY OF SANTA MARIA

DETAIL OF RECREATION SERVICES
FISCAL YEAR 2024-2025
0%
5%
10%
15%
20%
Direct With City/Dept Indirect With Facility
15%
12%
8%
% Recovery
Costing Levels
Recovery Levels
City of Santa Maria Recreation Cost Study

Marketing

Given that these services are highly market sensiti
ve and financed mostly by discretionary
income, a special burden is placed on program manag
ers to innovate and promote attendance.

Those who run these programs know too well the need
to convince customers of the value
added features of their services. Their market is u
nforgiving. If fees are set too high, attendance
and consequently revenues will drop. On the other h
and, establishing fee levels artificially low
will result in a flood of demand beyond resource ca
pabilities.

Pricing
If priced strictly at average cost, fee increases c
an result in reduced participation leading to
additional reactionary price increases and further
losses in patronage. As such, prices for leisure
and cultural services must be set carefully. The po
tential number of target customers should be
estimated as part of an aggressive program marketin
g those services at determined price levels.

Some important considerations in setting pricing fo
llow:

Has a marketing study been performed?

Have programs been selected for their popularity?

Do City programs compete with offerings made by oth
er agencies, organizations, or private
businesses who can supply the program at less cost?

Is there a less costly way for the City to supply t
he service?

Has sufficient money been budgeted to advertise the
program adequately and how is the
number of participants affected by the level of adv
ertising?

What costs would NOT be incurred or REMAIN were the
program not to be offered?

What is the cost of adding one more participant; of
opening one more section of the activity?

Are participants polled for their reaction to the o
ffering, the instructor, the facility, and for thei
r
ideas for possible programs and the amounts that th
ey are willing to pay?

Are some facilities more costly to operate than oth
ers? What are the costs of electricity, water,
gas, janitorial, maintenance, telephone, vandalism,
and the like for each facility?

How do existing facilities compare to those provide
d by the competition in creating either a
price advantage or disadvantage?

Has the clientele of the activity been defined allo
wing the City to understand the social purpose
6 City of Santa Maria Recreation Cost Study

in subsidizing the activity?

A number of these issues have already been addresse
d by City staff and are merely presented
to illustrate the issues involved in operating such
services.

In determining what should be charged for services
it ultimately is the responsibility of
recreation professionals to recommend a combination
of decreased costs, increased
participation and fee adjustments needed to meet th
e degree of recovery that is ultimately
determined by City Council.

What Can Be Charged?
In so far as Leisure and Cultural services are marke
t driven by definition, they are not subject to
the cost limitations of Proposition 4. As such, pri
cing for class programs and related facility and
field rentals can be set at market rate and consume
r valued pricing levels subject to policy
defined discount and subsidy levels.

Social Policy

City Council should develop a conscious policy as t
o which programs and service centers should
be subsidized with tax monies in promoting social b
enefit, and to what extent. It may well be
that some level of subsidy for many of the services
identified in this group not only is necessary,
but also appropriate. If that is deemed to be the c
ase, subsidy levels can be set as part of a
budgetary or programmatic policy statement. These p
olicy statements can also explicitly
describe the social reasoning involved in the decis
ion making process.

Achieving & Tracking Social Goals

In many of the cities studied by RCS, there is a ge
neral lack of meaningful statistics useful in
measuring participation in subsidized leisure activ
ities. The City should actively develop a
mechanism for obtaining such important data, especi
ally if a program is benefitting from
subsidy levels. In this way taxpayers and their ele
cted body can know exactly who and how
many participants have been served by the City’s so
cial policy and justify the diversion of tax
dollars from other vital services, such as safety,
maintenance, and infrastructure improvements.

Discounts & Exemptions:

The provision of scholarships and exemptions to dis
advantaged
youths and seniors is a viable and appropriate alte
rnative to reducing fees to the entire
community and should be considered in the fee setti
ng process.

Facility and Field Rental Charges: Comparing the c
ost of renting a City facility or field with the
cost of renting an alternative, but similar, facili
ty or field is an easy way to determine whether
the marketplace will tolerate an increase in City r
ental rates.

7 City of Santa Maria Recreation Cost Study

Conclusion of Leisure and Cultural Services

City staff and the City Council may wish to ponder
the marketing criteria set out earlier in this
Chapter and review the cost figures provided herein
. It may well be the case that additional
revenues can be generated if the marketplace permit
s it. In setting fiscal goals for such services,
it is recommended that financial targets be establi
shed at the macro (Department or Major
Program Level) level to allow for maximum price adap
tability at the minor program and class
level. That being said, monitoring and reporting pe
rformance at the targeted level is critical in
assessing class/program viability as a bias for pro
perly allocating resources to the most
financially and socially productive activities. Th
e Cost Recovery Pyramid in Appendix A can
provide a framework for determining these cost reco
very goals.

The data and findings detailed in Appendix B in thi
s Study are meant to provide meaningful
information for the City to make decisions about th
e subsidy and fee levels for recreation
services provided by the City. This would also pro
vide far more equity between taxpayers and
fee-payers, as well as fairness between property-re
lated and non property-related services.

Appendix A – Cost Recovery Pyramid

Appendix B – Detail of Service Summary and Cost Det
ail Worksheets

8 APPENDIX A

COST RECOVERY

PYRAMID
9 Exclusive Individual Benefit (Level 5)
75%-100% Cost Recovery
Participation in this level is an exclusive benefit to
individual participants, including but not
limited to hobbies and extra-curricular activities. Activ ities within this category limit the
community's access to City programs or facilities, and mo re importantly, do not substantially
benefit the community and advance the mission of Recreation & Parks. Fees are priced to
recover most, if not 100% of the total cost. Examples incl ude Private Party Facility, Pool, and
Ballfield Rentals.

Substantial Individual Benefit (Level 4)
50%-75% Cost Recovery
This level represents programs and services generally for specific groups, and those which may have a targeted focus. Fee s
are set to recover a higher percentage of costs, as the benef it is more considerable for the individual than the community a s a
whole. Furthermore, such programs and services may be off ered by other agencies or the business community. Examples include Adult Sports and Recreation Classes.

Balanced Beneficiaries (Level 3)
25%-50% Cost Recovery
These programs provide a mutual benefit to the individual a nd community by promoting wellness, character building, and positive and memorable experiences, recognizing that Santa Maria is a better community when residents’ lives are e nriched
and fulfilled through recreational activities. The user fee s are priced accordingly recognizing the reciprocal benefits.

Examples include Youth Sports Programming, Recreation/Lap Swi m, Swim Lessons, and Pool Activities.

Community Benefit (Level

2 )

0%-25% Cost Recovery
This level builds upon the cost recovery pyramid’s foundation by providing meaningful programs and services that
substantially benefit the community and instill a sense of community pride. Services and programs are designed to re spond
to community matters, provide educational and enrichment o pportunities, develop essential life skills, and foster com munity
involvement. These programs and services have zero to mini mal user fees, acknowledging the substantial community
benefit. Examples of programs and services in this categor y include Youth and Teen Programming, Senior Services,
Adaptive Services, and General Programs.

Community Benefit/Access (Level

1 )

0% Cost Recovery
The fundamental purpose of the City of Santa Maria’s Recreation & Parks department is to enhance residents’ quality
of life through providing vital services, programs, facilities, and ameniti es. As such, the foundation of the cost
recovery pyramid is the largest, reaffirming the Council’s commitment to p reserving Santa Maria as a premier
community. Therefore, residents enjoy such services at no additional cost. Exa mples include City Special Events and
Parks Programming.

10 APPENDIX B

REVENUE AND COST

SUMMARY WORKSHEETS
Matched With

COST DETAIL WORKSHEETS
11 T-169ADULT SPORTS PROGRAMS

RECREATION
Providing adult sports programs to the community, such as Basketball, Volleyball, Softball, Cornhole, and Dodge Ball.

Basketball League: Resident: $329; Non-Resident: $411
Volleyball Leagues: Resident: $317; Non-Resident: $395
Softball Leagues: Resident: $560; Non-Resident: $727
Pickleball Leagues (ages 16-64) : Resident: $81; Non-Resident: 106 Pickleball League (65+): Free
Pickleball Clinic (ages 16-99): Rsident: $15; Non-Resident: $20 This program is recovering 40.6% of the direct costs of program salaries, benefits, services, and supplies. 40%
$176,939.00
$736,962.00
$(560,023.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 24.01%
$(560,023)
$736,962
$176,939
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
ADULT SPORTS PROGRAMS T-169
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION COMM OUTREACH COORD-PT BE12.5% Of $42,544 169.80 $13,205.35 1 $13,205 RECREATION FACIL SPEC II-P/T BENES 20% Of $230,296 1,630.08 $114,399.01 1 $114,399 RECREATION GRAPHICS TECH-P/T BENES 10% Of $38,369 135.84 $9,529.18 1 $9,529 RECREATION REC ACTIVITY SPEC-P/T BEN 20% Of $163,147 1,358.40 $81,028.56 1 $81,029 RECREATION RECREATION SVCS MGR 15% 237.75 $48,714.98 1 $48,715 RECREATION TECH AIDE II-P/T $34,079 1,920.00 $66,796.80 1 $66,797 RECREATION Adult Sports 0.00 $86,800.00 1 $86,800 FACILITIES FACIL SPEC II-P/T BENES 40% Of $39,527 543.36 $41,626.81 1 $41,627 FACILITIES MAINT WORKER II 45% 739.80 $63,334.28 1 $63,334 FACILITIES TECH AIDE II-P/T 85% Of $16,215 816.00 $29,074.08 1 $29,074 PAUL NELSON POOL RECREATION SUPV 25% 411.00 $55,147.98 1 $55,148 PARKS Field Allocation 0.00 $127,305.10 1 $127,305 $736,962 $736,962.13 7,962.03TYPE SUBTOTAL
$736,962 7,962.03TOTALS $736,962.00
T-170YOUTH SPORTS PROGRAMS

RECREATION
Providing youth basketball, volleyball, and soccer programs to the community.

Basketball: Resident: $42; Non-Resident: $49
Soccer League(U8/U10/U12/U14): Resident: $42.50; Non-Resident: $53 Volleyball Clinic (ages 8-12): Resident: $0; Non-Resident: $49 This program is recovering 9.2% of the direct costs of program salaries, benefits, services, and supplies. 9%
$21,631.00
$333,823.00
$(312,192.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 6.48%
$(312,192)
$333,823
$21,631
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
YOUTH SPORTS PROGRAMS T-170
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION COMM OUTREACH COORD-PT BE12.5% Of $42,544 169.80 $13,205.35 1 $13,205 RECREATION FACIL SPEC II-P/T BENES 20% Of $230,296 1,630.08 $114,399.01 1 $114,399 RECREATION GRAPHICS TECH-P/T BENES 10% Of $38,369 135.84 $9,529.18 1 $9,529 RECREATION REC ACTIVITY SPEC-P/T BEN 20% Of $163,147 1,358.40 $81,028.56 1 $81,029 RECREATION RECREATION SVCS MGR 5% 79.25 $16,238.33 1 $16,238 RECREATION Program Expenses 0.00 $21,700.00 1 $21,700 FACILITIES FACIL SPEC II-P/T BENES 10% Of $39,527 135.84 $10,406.70 1 $10,407 FACILITIES MAINT WORKER II 5% 82.20 $7,037.14 1 $7,037 FACILITIES TECH AIDE II-P/T 15% Of $16,215 144.00 $5,130.72 1 $5,131 PAUL NELSON POOL RECREATION SUPV 25% 411.00 $55,147.98 1 $55,148 $333,823 $333,822.97 4,146.41TYPE SUBTOTAL
$333,823 4,146.41TOTALS $333,823.00
T-171RECREATION CLASSES

RECREATION
Providing various recreation classes to the community.

Various class fees such as:

Adult Pottery (ages 18+): $32-$38
Chairobics: Resident: $33; Non-Resident: $43
Zumba Gold: Resident: $33; Non-Resident: $43
This program is recovering 18.0% of the direct costs of program salaries, benefits, services, and supplies. 18%
$19,853.00
$260,354.00
$(240,501.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 7.63%
$(240,501)
$260,354
$19,853
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
RECREATION CLASSES T-171
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION RECREATION COORD 15% Of 5 1,233.00 $140,648.31 1 $140,648 RECREATION Comm Art Classes 0.00 $12,000.00 1 $12,000 FACILITIES Facility Allocation 0.00 $107,706.00 1 $107,706 $260,354 $260,354.31 1,233.00TYPE SUBTOTAL
$260,354 1,233.00TOTALS $260,354.00
T-172YOUTH RECREATION PROGRAMS

RECREATION
Providing various youth recreation programs to the community.

End of Summer Extravaganza (ages 6-12): Resident: $19; Non-Resident: $24 Fall Into Fun (ages 6-12): Resident: $19; Non-Resident: $24 Spooktacular Craftober: Resident: $19; Non-Resident: $24 Coastal Mountain Horseback Riding (ages 12-18): $0
DIY Garden Art/DIY Kites (ages 6-12): $0
Perler Bead Fun (ages 6-12): $0
Sailboat Battle/Seed Bombs (ages 6-12): $0
Star Gazing Party (all ages): $0
Stepping Stones (ages 6-12): $0
Tiny Terrarium/Mandala Rock Painting (ages 6-12): $0
This program is recovering 0.6% of the direct costs of program salaries, benefits, services, and supplies. 1%
$3,721.00
$866,725.00
$(863,004.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.43%
$(863,004)
$866,725
$3,721
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
YOUTH RECREATION PROGRAMS T-172
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION COMM OUTREACH COORD-PT BE12.5% Of $42,544 169.80 $13,205.35 1 $13,205 RECREATION FACIL SPEC II-P/T BENES 20% Of $230,296 1,630.08 $114,399.01 1 $114,399 RECREATION GRAPHICS TECH-P/T BENES 15% Of $38,369 203.76 $14,293.76 1 $14,294 RECREATION REC ACTIVITY SPEC-P/T BEN 20% Of $163,147 1,358.40 $81,028.56 1 $81,029 RECREATION RECREATION COORD 10% Of 5 822.00 $93,765.54 1 $93,766 RECREATION REC LEADER II-P/T 34% Of $310,436 4,732.80 $206,870.69 1 $206,871 RECREATION RECREATION SUPV 34% Of 2 1,117.92 $140,567.26 1 $140,567 RECREATION RECREATION SVCS MGR 12% 190.20 $38,971.98 1 $38,972 RECREATION Program Expenses 0.00 $45,000.00 1 $45,000 YOUTH CENTER (AMYC)RECREATION TECH 25% 411.00 $53,623.17 1 $53,623 YOUTH CENTER (AMYC) Temp Services 0.00 $35,000.00 1 $35,000 YOUTH CENTER (AMYC) Contract & Prof Svcs 0.00 $30,000.00 1 $30,000 $866,725 $866,725.32 10,635.96TYPE SUBTOTAL
$866,725 10,635.96TOTALS $866,725.00
T-173TEEN RECREATION PROGRAMS

RECREATION
Providing various teen recreation programs to the community.

Girls Night Out - Strikes & Sundaes at Rancho Bowl (ages 12-17): $0 Movie Night at the Regal (ages 12-16): $15
Rave 'n' Bowl at Rancho Bowl (ages 12-16): $15
This program is recovering 0% of the direct costs of program salaries, benefits, services, and supplies. 0%
$175.00
$1,101,243.00
$(1,101,068.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.02%
$(1,101,068)
$1,101,243
$175
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
TEEN RECREATION PROGRAMS T-173
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST REC & PARKS ADMIN OUTREACH COORD 100% Of 1 1,644.00 $153,023.52 1 $153,024 RECREATION COMM OUTREACH COORD-PT BE12.5% Of $42,544 169.80 $13,205.35 1 $13,205 RECREATION GRAPHICS TECH-P/T BENES 15% Of $38,369 203.76 $14,293.76 1 $14,294 RECREATION REC ACTIVITY SPEC-P/T BEN 20% Of $163,147 1,358.40 $81,028.56 1 $81,029 RECREATION RECREATION SVCS MGR 11% 174.35 $35,724.32 1 $35,724 FACILITIES FACIL SPEC II-P/T BENES 50% Of $39,527 679.20 $52,033.51 1 $52,034 YOUTH CENTER (AMYC)FACIL SPEC II-P/T BENES $71,706 2,716.80 $194,930.40 1 $194,930 YOUTH CENTER (AMYC)REC LEADER II-P/T $211,498 11,040.00 $464,452.80 1 $464,453 YOUTH CENTER (AMYC)RECREATION TECH 25% 411.00 $53,623.17 1 $53,623 YOUTH CENTER (AMYC)TECH AIDE I-P/T $17,729 960.00 $38,928.00 1 $38,928 $1,101,243 $1,101,243.39 19,357.31TYPE SUBTOTAL
$1,101,243 19,357.31TOTALS $1,101,243.00
T-174ADAPTIVE RECREATION PROGRAMS

RECREATION
Providing various adaptive and therapeutic recreation programs to the disabled community.

None
This program is recovering 0% of the direct costs of program salaries, benefits, services, and supplies. 0%
$0.00
$10,803.00
$(10,803.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.00%
$(10,803)
$10,803
$0
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
ADAPTIVE RECREATION PROGRAMS T-174
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION Program Expenses 0.00 $10,803.00 1 $10,803 $10,803 $10,803.00 0.00TYPE SUBTOTAL
$10,803 0.00TOTALS $10,803.00
T-175GENERAL RECREATION PROGRAMS

RECREATION
Providing general Recreation services to the community, such as private-party programs, festivals and community events.

None
This program is recovering 0.0% of the direct costs of program salaries, benefits, services, and supplies. 0%
$0.00
$1,086,245.00
$(1,086,245.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.00%
$(1,086,245)
$1,086,245
$0
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
GENERAL RECREATION PROGRAMS T-175
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST RECREATION COMM OUTREACH COORD-PT BE12.5% Of $42,544 169.80 $13,205.35 1 $13,205 RECREATION FACIL SPEC II-P/T BENES 20% Of $230,296 1,630.08 $114,399.01 1 $114,399 RECREATION GRAPHICS TECH-P/T BENES 15% Of $38,369 203.76 $14,293.76 1 $14,294 RECREATION REC ACTIVITY SPEC-P/T BEN 20% Of $163,147 1,358.40 $81,028.56 1 $81,029 RECREATION REC LEADER II-P/T 33% Of $310,436 4,593.60 $200,786.26 1 $200,786 RECREATION RECREATION SUPV 33% Of 2 1,085.04 $136,432.93 1 $136,433 RECREATION RECREATION SVCS MGR 11% 174.35 $35,724.32 1 $35,724 RECREATION RECREATION TECH 100% Of 1 1,644.00 $155,505.96 1 $155,506 RECREATION SECURITY AIDE-P/T $48,240 2,880.00 $94,550.40 1 $94,550 RECREATION Special Events 0.00 $6,534.00 1 $6,534 RECREATION Temporary Services 0.00 $74,475.00 1 $74,475 RECREATION Dept Programs 0.00 $10,000.00 1 $10,000 $936,936 $936,935.55 13,739.03TYPE SUBTOTAL
FACILITIES LABORER III-P/T BENES 10% $36,369-Comm Ev 135.84 $9,574.00 1 $9,574 FACILITIES REC LEADER II-P/T 10% $549,526-Comm Ev 2,784.00 $115,953.60 1 $115,954 FACILITIES RECREATION SUPV 10% - Comm Ev 164.40 $23,782.10 1 $23,782 $149,310 $149,309.70 3,084.24TYPE SUBTOTAL
$1,086,245 16,823.27TOTALS $1,086,245.00
T-176SENIOR PROGRAMS

RECREATION
Providing various senior recreation programs to the community.

None
This program is recovering 0% of the direct costs of program salaries, benefits, services, and supplies. 0%
$0.00
$1,243,598.00
$(1,243,598.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.00%
$(1,243,598)
$1,243,598
$0
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
SENIOR PROGRAMS T-176
1 REFERENCE NO.

RECREATION
Providing Recreational Swim and Lap Swim usage to the community.

Recreation Swim (under 5): $0
Lap Swim (ages 16-17): Resident: $1.50; Non-Resident: $2.50 Lap Swim (ages 18-64): Resident: $3; Non-Resident: $4
Lap Swim (ages 65+): Resident: $1.50
This program is recovering 2.8% of the direct costs of program salaries, benefits, services, and supplies. 3%
$33,632.00
$1,188,639.00
$(1,155,007.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 2.83%
$(1,155,007)
$1,188,639
$33,632
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
RECREATION/LAP SWIM T-177
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PAUL NELSON POOL PNAC Pool Alloc 0.00 $1,188,639.00 1 $1,188,639 $1,188,639 $1,188,639.00 0.00TYPE SUBTOTAL
$1,188,639 0.00TOTALS $1,188,639.00
T-178SWIM LESSONS

RECREATION
Providing Group Swim Lessons to the community.

Deep Water Walking: Resident: $28.50; Non-Resident: $35.50 Adaptive Aquatics (ages 5-99): Resident: $40; Non-Resident: 50 Adult Swim Lessons (ages 15-99): Resident: $40; Non-Resident: $50 Level 1-5 (ages 5-13): Resident: $40; Non-Resident: $50 Parent & Child (6 mos-2 yrs): Resident: $40; Non-Resident: $50 Super Tot Level (ages 3-4): Resident: $40; Non-Resident: $50 This program is recovering 10.7% of the direct costs of program salaries, benefits, services, and supplies. 11%
$45,985.00
$427,910.00
$(381,925.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 10.75%
$(381,925)
$427,910
$45,985
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
SWIM LESSONS T-178
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PAUL NELSON POOL PNAC Pool Alloc 0.00 $427,910.00 1 $427,910 $427,910 $427,910.00 0.00TYPE SUBTOTAL
$427,910 0.00TOTALS $427,910.00
T-179POOL ACTIVITIES

RECREATION
Providing pool activities to the community, such as Water Walk and Makin' Waves.

None
This program is recovering 0% of the direct costs of program salaries, benefits, services, and supplies. 0%
$0.00
$71,318.00
$(71,318.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 0.00%
$(71,318)
$71,318
$0
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
POOL ACTIVITIES T-179
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PAUL NELSON POOL PNAC Pool Alloc 0.00 $71,318.00 1 $71,318 $71,318 $71,318.00 0.00TYPE SUBTOTAL
$71,318 0.00TOTALS $71,318.00
T-180HIGH SCHOOL POOL USAGE

RECREATION
Providing usage of the pools to the high schools.

Pool usage negotiated with high schools
This program is recovering 35% of the pool maintenance costs. 35%
$212,000.00
$599,817.00
$(387,817.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 35.34%
$(387,817)
$599,817
$212,000
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
HIGH SCHOOL POOL USAGE T-180
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PAUL NELSON POOL PVHS Pool Alloc 0.00 $239,927.00 1 $239,927 $239,927 $239,927.00 0.00TYPE SUBTOTAL
PAUL NELSON POOL SMHS Pool Alloc 0.00 $239,927.00 1 $239,927 $239,927 $239,927.00 0.00TYPE SUBTOTAL
PAUL NELSON POOL Righetti HS Pool 0.00 $119,963.00 1 $119,963 $119,963 $119,963.00 0.00TYPE SUBTOTAL
$599,817 0.00TOTALS $599,817.00
T-180APRIVATE POOL RENTAL

RECREATION
Providing private rental of the pools to the community.

Recreation Pool:

Resident - $149/hour
Non-Resident - $186/hour
Non-Profit - $119/hour
50 Meter Pool:

Resident - $205/hour
Non-Resident - $256/hour
Non-Profit - $164/hour
This program is recovering 3% of the pool maintenance costs. 3%
$20,140.00
$689,411.00
$(669,271.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 2.92%
$(669,271)
$689,411
$20,140
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
PRIVATE POOL RENTAL T-180A
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PAUL NELSON POOL SMSC - PNAC Alloc 0.00 $594,320.00 1 $594,320 $594,320 $594,320.00 0.00TYPE SUBTOTAL
PAUL NELSON POOL PNAC - Paid Rental 0.00 $95,091.00 1 $95,091 $95,091 $95,091.00 0.00TYPE SUBTOTAL
$689,411 0.00TOTALS $689,411.00
T-181RECREATION FACILITY RENTAL

RECREATION
Provding facilities to rent to the community.

Community Center:

Fees vary on center and requirements (alcohol, security) Parks:

Fees vary by park and requirements (bbq, picnic areas, tables, etc.) This program is recovering 20.8% of the facility maintenance costs. 21%
$187,957.00
$903,741.00
$(715,784.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 20.80%
$(715,784)
$903,741
$187,957
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
RECREATION FACILITY RENTAL T-181
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST FACILITIES Group Meet - Facil 0.00 $155,255.00 1 $155,255 $155,255 $155,255.00 0.00TYPE SUBTOTAL
FACILITIES Paid Rental - Facil 0.00 $294,767.00 1 $294,767 $294,767 $294,767.00 0.00TYPE SUBTOTAL
FACILITIES Weekend -Facility 0.00 $307,588.00 1 $307,588 $307,588 $307,588.00 0.00TYPE SUBTOTAL
FACILITIES Non-Profit - Facil 0.00 $146,131.00 1 $146,131 $146,131 $146,131.00 0.00TYPE SUBTOTAL
$903,741 0.00TOTALS $903,741.00
T-182BALLFIELD RENTAL

RECREATION
Providing athletic ballfields to rent to the community.

Unlighted - $20 per hour
Lighted - additional $20 per hour
This program is recovering 20.8% of the ballfield maintenance costs. 21%
$94,363.00
$453,120.00
$(358,757.00)
1 CITY OF SANTA MARIA
FY 2024-25

REVENUE AND COST SUMMARY WORKSHEET
SERVICE REFERENCE NO.

PRIMARY DEPARTMENT UNIT OF SERVICE SERVICE RECIPIENT

DESCRIPTION OF SERVICE

CURRENT FEE STRUCTURE

REVENUE AND COST COMPARISON
UNIT REVENUE:

UNIT COST:

UNIT PROFIT (SUBSIDY):

TOTAL UNITS:

TOTAL REVENUE:

TOTAL COST:

TOTAL PROFIT (SUBSIDY):

PCT. COST RECOVERY: 20.83%
$(358,757)
$453,120
$94,363
SUGGESTED FEE FOR COST RECOVERY OF:

November 20, 2024
November 20, 2024

CITY OF SANTA MARIA
FY 2024-25

COST DETAIL WORKSHEET

SERVICE
BALLFIELD RENTAL T-182
1 REFERENCE NO.

TOTAL UNITSNOTE
Unit Costs are an Average of Total Units
DEPARTMENT POSITION TYPE UNIT TIME UNIT COST ANN. UNITS TOTAL COST PARKS Paid - Field Alloc 0.00 $453,119.85 1 $453,120 $453,120 $453,119.85 0.00TYPE SUBTOTAL
$453,120 0.00TOTALS $453,120.00

COUNCIL AGENDA REPORT

TO: Mayor and City Council

FROM: Rebecca Campbell, Director of Finance

DATE: June 3, 2025

SUBJECT: Receive and File the Financial Report for the Third Quarter Ending March 31, 2025, and Adoption of a Resolution Approving Third Quarter Amendments

Description:

The City Council will consider receiving the Fiscal Year 2024-25 Third Quarter Financial Report and approving proposed budget amendments.

Environmental Notice: The activity is not a “Project” as defined under Sec tion 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATION:

1. Receive and file the Financial Report for the Third Quarter ending March 31, 2025; and

2. Adopt a Resolution approving Third Quarter Amendments to the Fiscal Year 2024- 25 Budget for personnel and operational changes.

BACKGROUND:

Four times each year, City staff completes a comprehensive analysis of City finances, including projected fund balances, revenues to date, departmental expenditures, encumbrances, and potential adjustments. This financial report summarizes the third quarter financial analysis.

DISCUSSION:

The Quarterly Financial Report for the Third Quarter Ending March 31, 2025 (Attachment B) provides an overview of the current economic outlook at the State and National levels; General Fund revenues, expenditures, projected fund balances; Measure U activity; and activity in the three Enterprise Funds. Though this information is not audited and does not contain all the usual year-end adjustments, accruals, or disclosures, the information does provide a general picture of the City’s activity and the developing financial trends.

While the 2024-25 adopted budget sets forth the budget and approved programs for the fiscal year, from time to time the need to adjust the budget may occur. Through quarterly reports, City departments submit budget requests to Finance and the City Manager for 2 review. The budget amendments shown in Attachment C are recommended by the City Manager for approval. Reasons for the requested budget amendments are provided for each item within the attachment.

Fiscal Impact
The proposed budget amendments will result in the following increases and decreases in the financial position by fund.

1. Increase appropriations in the General Fund by $20,000 for the Public Works Department’s Homeless Safety/Quality of Life Project.

2. Increase appropriations in the Fleet Services Fund by $200,000 for the repairs and maintenance of a D8 Dozer and a D7 Dozer.

3. Increase appropriations in the Growth Mitigation Fund by $976,728 to finalize Reimbursement Agreement # K-PW 2025-007 to Betteravia Park, LLC.

4. Increase appropriations in the Transit Fund by $2,101,905 f or the purchase of five buses.

5. Reduce appropriations by $1,280,000 in the Quimby Act Subdivision -In-Lieu Fund and increase appropriations by $1,280,000 in the Growth Mitigation Fund for the Recreation & Parks Department’s Sports Complex Project.

6. Increase a llocation of one (1) Full -Time Lead Customer Service Technician position in the Water Fund for the Utilities Department’s Water Resources Division.

7. Increase appropriations by $12,800 in the Water Fund, $21,710 in the Wastewater Fund, $40,700 in the Solid Waste Collection Fund, and $21,710 in the Solid Waste Disposal Fund for the cost associated with configuring integrations between Workday and the Utilities Department’s Portalogic and Paradigm applications, between SpryPoint’s SpryIDM model and the Utilitie s Department’s Sensus meter reading application, between SpryPoint and Utilities Department’s Routeware application, between SpryPoint and the City’s Paymentus application, and for the addition of Single Sign -On (SSO) for SpryPoint.

Impact to the Community
The interim financial statement provides the community with an understanding of the financial activity of the City’s primary funds.

ATTACHMENTS
A. Resolution
B. Quarterly Financial Report Third Quarter Ending March 31, 2025 C. Proposed Budget Amendments

ATTACHMENT A
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL

OF THE CITY OF SANTA MARIA, CALIFORNIA,

APPROVING THIRD-QUARTER AMENDMENTS TO
THE FISCAL YEAR 2024-25 BUDGET FOR PERSONNEL AND

OPERATIONAL CHANGES

WHEREAS, certain personnel and operational issues are brought forward for the City Council’s consideration in conjunction with the quarterly financial report; and

WHEREAS, it is recommended to amend the 2024-25 budget for subsequent appropriations, actions, and costs as determined to be in the public’s best interest.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

SECTION 1. Increase appropriations in the General Fund by $20,000 for the Public Works Department’s Homeless Safety/Quality of Life Project.

SECTION 2 . Increase appropriations in the Fleet Services Fund by $200,000 for the repairs and maintenance of a D8 Dozer and a D7 Dozer.

SECTION 3 . Increase appropriations in the Growth Mitigation Fund by $ 976,728 to finalize Reimbursement Agreement # K-PW 2025-007 to Betteravia Park, LLC.

SECTION 4. Increase appropriations in the Transit Fund by $2,101,905 for the purchase of five buses.

SECTION 5. Reduce appropriations by $1,280,000 in the Quimby Act Subdivision-In-Lieu Fund and increase appropriations by $1,280,000 in the Growth Mitigation Fund for the Recreation and Parks Department’s Sports Complex Project.

SECTION 6. Increase allocation of one (1) Full-Time Lead Customer Service Technician position in the Water Fund for the Utilities Department’s Water Resources Division.

SECTION 7 . Increase appropriations by $12,800 in the Water Fund, $21,710 in the Wastewater Fund, $40,700 in the Solid Waste Collection Fund, and $21,710 in the Solid Waste Disposal Fund for the cost associated with configuring integrations between Workday and the Utilities Department’s Portalogic and Paradigm applications, between SpryPoint’s SpryIDM model and the Utilities Department’s Sensus meter reading application, between SpryPoint and Utilities Department’s Routeware application, between SpryPoint and the City’s Paymentus application, and for the addition of Single Sign-On (SSO) for SpryPoint.

SECTION 8. The Chief Depu ty City Clerk is hereby authorized to make m inor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Santa Maria held this 3rd day of June 2025.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Interim Department Director
_______________________________
City Manager

QUARTERLY

FINANCIAL
REPORT

THIRD QUARTER ENDED
MARCH 31, 2025
ATTACHMENT B

1 MAYOR
Alice Patino

MAYOR PRO TEM
Carlos Escobedo

COUNCIL
Gloria Soto
Maribel Aguilera-Hernandez
Gloria Flores

CITY MANAGER
David W. Rowlands

REPORT PREPARED BY
Rebecca Campbell
Director of Finance
206 East Cook Street
Santa Maria, CA 93454
(805)925-0951 Ext. 2215
www.cityofsantamaria.org

QUARTERLY

FINANCIAL
REPORT

CITY OF SANTA MARIA, CA
V

TABLE OF CONTENTS
ECONOMIC INDICATORS ................................................... 1 GENERAL FUND ................................................................ 2 MEASURE U FUND ............................................................. 6 ENTERPRISE FUNDS ............................................................ 7

WATER/WASTEWATER FUND

SOLID WASTE FUNDS

PUBLIC TRANSIT FUNDS
FY 2024-26 BIENNIAL BUDGET .......................................... 8 FUND BALANCE ................................................................ 8

GENERAL FUND

MEASURE U FUND
Quarterly Financial Report: Third Quarter Ending March 31, 2025

1 ECONOMIC INDICATORS
The economy slowed in the first quarter (January -March 2025) but the long-resilient job market continued to hold steady. The economy shrank at an annual rate of negative 0.3 percent in the first quarter, marking the first decline in three years. This followed a healthy 2.4 percent growth in the fourth quarter (October-December 2024). Inflation slowed ma rginally and home prices continued to climb.

Experts attribute the contraction to a surge in imports as businesses stocked up before Trump’s tariffs took effect. Overall U.S. imports were up over 41 percent for the quarter with goods imports jumping more than 50 percent over the period. Import s count against the GDP calculation because the category represents spending on foreign-made goods and services.

Economists predict slower economic growth later this year, with some forecasting a mild recession due to tariffs. Consumer spending, which powers about 70 percent of the economy, slowed sharply in the first quarter to a 1.8 percent rate, down considerab ly from 4 percent in the prior three-month period.

That slowdown was largely due to Americans cutti ng their spending on goods and was the weakest rate since mid-2023.

Unemployment remained relatively low at 4.2 percent as of March. The jobless rate has remained in a narrow range of 4.0 to 4.2 percent since May 2024. The number of unemployed people stood at 7.2 million in March. Santa Maria’s jobless rate in March was 8.1 percent (4,500 people), and Santa Barbara County’s unemployment rate was 4.9 percent (10,900 people).

Central banks continued to maintain a cautious stance on interest rates during the first quarter. The Federal Reserve kept its benchmark interest rate at 4.25-4.50 percent, signaling a wait-and-see approach amid improving economic conditions. The decision was based on a mix of solid GDP growth and inflation that, while still above target, showed signs of easing. While inflationary pressures moderated, there was concern about wage growth an d housing prices keeping inflation higher than desired.

Inflation was 2.4 percent for the 12 months ending in March. Inflation eased more than expected to a five-month low in March as gasoline and used car prices tumbled and rent increases softened further, offsetting a sharp rise in grocery costs. Many Americans are questioning what the tariffs announced in April will do to their wallets.

California’s economic output has surpassed $4 trillion a year as of 2024 and in so doing has surpassed Japan to become the world’s fourth-largest economy, surpassed only by the United States, China, and Germany. The Golden State, however, continues to ex perience chronic multi-billion dollar deficits, its unemployment rate of 5.3 percent in March is the th ird-highest in the nation with more than a million jobless workers (1,054,200), and its housing costs are averaging more than $880,000.

California home sales dialed back slightly in March as consumers grow increasingly concerned about their financial outlook in the year ahead. With tariff threats and recession fears growing and home buyer optimism fading, home sales could remain soft in the months ahead. Pending home sales across the state declined in March for the fourth straight month, reflecting continued weakening in housing sentiment. Fluctuating mortgage rates and rising recession fears likely contributed to the drop in demand. With rates expected to remain volatile, pending sales may stay soft as the spring homebuying season begins.

The March statewide median price climbed 6.7 percent from $829,060 in February to $884,350 in March and 3.5 percent from $854,370 in March 2024. The year-over-year increase was the 21 st straight month
of price gains, but the improvement continued to be mild.

Quarterly Financial Report: Third Quarter Ending March 31, 2025

2 ECONOMIC INDICATORS (CONTINUED)
At the regional level, all five major California regions registered a median price increase from last year, but the increases were mild except for one region . The Central Coast region, again, had the largest price growth from a year ago at a jump of 16.6 perc ent, as prices in both Santa Barbara and San Luis Obispo counties within the region surged by double-digits. The median number of days it took to sell a California single-family home was 22 days in March, up from 18 days in March 2024.

GENERAL FUND
Budget:

The table below presents the budget as adopted and amended along with expenditures through March 31, 2025. General Fund appropriations adopted on June 18, 2024, were $108.72 million compared to budgeted sources of $100.15 million, inclusive of an $8.34 million draw from the Local Economic Augmentation Fund (LEAF) as a revenue source, and the use of $8.57 million of available General Fund balance. At the end of FY 2023- 24 there were several projects, contracts, and transactions that were not yet completed. The re maining appropriations for those have been carried forward into FY 2024-25. Current General Fund appropriations are $112.01 million compared to budgeted sources of $98.70 million, inclusive of a $5.15 million draw from the LEAF as a revenue source, and the use of $13.31 million of available General Fund balance.

GENERAL FUND

(in thousands)
Adopted
Budget
Current
Budget
2024-25
Actual
Percent of
Current Budget
Revenues & Transfers In
Sales Tax $ 31,872 $ 31,872 $ 23,211 72.8%
Property Tax 26,498 26,498 14,694 55.5%
Hotel/Bed Tax 4,274 4,274 2,517 58.9%
Licenses, Permits & Fees 3,196 3,196 4,499 140.8% All Other Revenues 34,309 32,863 25,494 77.6%
Total Revenues & Transfers In $ 100,149 $ 98,703 $ 70,415 71.3%

Expenses & Transfers Out
Staffing $ 73,048 $ 73,028 $ 48,198 66.0%
Contracts & Services 10,184 12,353 7,311 59.2%
Materials & Supplies 4,257 4,463 3,620 81.1%
Maintenance & Operations 10,835 10,860 7,990 73.6%
Capital Outlay 1,800 2,501 1,979 79.1%
Debt Service 267 267 267 100.0%
Transfers 8,328 8,538 7,085 83.0%
Total Expenses & Transfers Out $ 108,719 $ 112,010 $ 76,450 68.3%

KEY STATISTICS

Quarterly Financial Report: Third Quarter Ending March 31, 2025

3 GENERAL FUND (CONTINUED)
Year-Over-Year Comparison:

The chart below compares revenue receipts, expenditures, and transfers through the third quarter ending March 31, 2025, versus the third quarter ending March 31, 2024.

Major Revenues:

Through the third quarter, receipts for four major General Fund revenue sources (Sales Tax, Property Tax, Hotel Tax, and Licenses, Permits, & Fees) are at 68.2 percent of projections and account for 63.8 percent of total General Fund revenues.

Revenue Variances:

Revenues are higher than the third quarter receipts from the prior year primarily due to property tax, sales tax and licenses, permits & fees. The following highlights what is driving the variances in these individual revenue sources received through the third quarter:
 Property Tax : The bulk of these payments are received through Santa Barbara County in December, January, April, and May of each year. Property Tax received is 4.2 percent, or $597 thousand more than that received in the same period last fiscal year.  Sales Tax: The chart below displaying activity by major business group as of the second quarter of FY 2024-25, reflects total sales taxes coming in 2.0 percent, or $162 thousand, less than the 

Quarterly Financial Report: Third Quarter Ending March 31, 2025

4 GENERAL FUND (CONTINUED)
second quarter of FY 2023-24. Due to conc erns about the economy, consumers reduced spending in the General Consumer Goods category.

Receipts through the third quarter of FY 2024- 25 are 0.9 percent, or $213 thousand, more than those for the same period last year.

 Hotel/Bed Tax: Through March, Transient Occupancy Tax (TOT) receipts are 2.6 percent, or $67 thousand, less than last fiscal year and behind estimates by 16.1 percent, or $688 thousand.  Licenses, Permits, & Fees: Revenue of $4.50 million through the third quarter exceeds projections by 65.8 percent, or $2.10 million, and is 61.5 percent, or $1.71 million, more than that through the third quarter of FY 2023-24. This is due to a ma rked increase in development, including strong commercial activity as well as Accessory Dwelling Units (ADUs) and Junior Accessory Dwelling Units (JADUs). ADUs have continued to increase in popularity, with the number of permits issued outpacing those issued last year by 25 percent. The proliferation of ADUs in Santa Maria is among the highest in the state on a per-capita basis, wi th unit counts exceeding those of cities with much larger populations. Permit activity is an ticipated to continue to exceed projections throughout the current fiscal year as developm ent remains strong and housing prices remain high, driving residents to seek more affordable alternatives.

Expenditures:

Through the third quarter, operating expenditures, excluding debt service and transfers, are at 67.0 percent of total budget. Expenditures, as shown above in the Expenditure Categories chart above on the right, are trending within budget except for Materials & Supplies.

Expenditure Variances:

Financial Reporting policies require an explanation of variances greater than 5 percent of major categories and departmental variances greater than 10 percent.

Quarterly Financial Report: Third Quarter Ending March 31, 2025

5 GENERAL FUND (CONTINUED)
 Staffing: Under budget by 9.0 percent, or $6.57 million, due to vacancies mostly experienced in the Police and Fire departments, as well as overtime savings for the Fire Department, mostly due to the over hire of Firefighter positions in antici pation of staffing new Engine 6. Recruitments of lateral and entry positions continue to be the Police Department’s focus to fill 33 vacancies. The Fire Department has eight vacant positions.
 Contracts & Services : Under budget by 15.8 percent, or $1.95 million, due to timing of the General Plan Update project and the payment fo r contractual services with Santa Barbara County for Animal Control Services.
 Materials & Supplies : Over budget by 6.1 percent, or $272 thousand, due to a significant increase in the amount of watering required of the Recreation & Parks Department necessitated by Senate Bill (SB) 1383, which requires the spreading of a pre-defined amount of compost each year. Once placed at appropriate depths the co mpost needs to be watered regularly until it has been locked into the ground. As of December 31, irrigation has been shut off at all parks, except those areas with new vegetation that will require ongoing irrigation.  Debt Service: Over budget by 25.0 percent, or $67 th ousand, due to the timing of debt service payments.
 Transfers Out: Over budget by 8.0 percent, or $682 thousand, due to timing of the transfers from the General Fund to other funds as approved in the adopted budget. The General Fund subsidy of the Library Fund is anticipated to be under budget due to savings from vacant positions.

The chart below presents the percentages of expenditures by department.  Community Development: Under budget by 17.7 percent, or $1.28 million, due to timing of the General Plan Update project and the payment fo r contractual services with Santa Barbara County for Animal Control Services.
 Fire Department: Under budget by 14.9 percent, or $2.16 million, due to vacancies, as well as overtime savings mostly due to the over hire of Firefighter positions in anticipation of staffing new Engine 6.

Quarterly Financial Report: Third Quarter Ending March 31, 2025

6 MEASURE U FUND
The table below presents the budget as adopted and amended along with actual expenditures as of March 31, 2025. Measure U Fund appropriations adopted on June 20, 2024, were $31.1 million compared to budgeted sources of $26.7 million and the use of $4.4 million of available Measure U Fund balance. Current Measure U Fund appropriations are $37. 6 million compared to budgeted sources of $26.7 million and the use of $10.9 million of available General Fund balance.

MEASURE U FUND

(in thousands)
Adopted
Budget
Current
Budget
2024-25
Actual
Percent of
Current Budget
Revenue $ 26,716 $ 26,716 $ 19,723 73.8%

Expenses
Community Development $ 824 $ 824 616 74.7%
City Manager’s Office 1,435 1,435 753 52.4%
Finance 3 3 - 4.4%
Library 1,015 1,015 724 71.4%
Recreation & Parks 3,071 3,489 2,057 58.9%
Fire 11,946 17,939 8,404 46.8%
Police 12,836 12,870 9,555 74.2%
Total Expenses $ 31,130 $ 37,575 $ 22,109 58.8%

Revenues received through the third quarter are at 73.8 percent of budget, or $19.7 million.

Expenditures are at 58.8 percen t of budget, or $6.1 million under budget, primarily due to capital project activity and a delay in the operation of Regional Dispatch noted below.

The City Manager’s Office budget includes costs of maintaining the City’s mass notification system database, a position for the Public, Education, an d Government (PEG), and the Motorola Backhaul Refresh and Refresh of CAD/RMS capital projects. Th e Finance budget is for the annual independent audit of Measure U financial activity. The Fire Department budget includes the City’s proportional cost of participating in the Regional Dispatch, which was anticipated to begin in early 2025 but is now expected to begin in May 2025, as well as fundin g for the Fire Station 1 Expansion project and fleet expenses.

Through March, Measure U expended 86.9 percent on Public Safety, 5.5 percent on Youth Services, and 7.6 percent on Quality of Life.

Quarterly Financial Report: Third Quarter Ending March 31, 2025

7 ENTERPRISE FUNDS
The Statement of Revenues and Expenses through the third quarter ending March 31, 2025, for the three enterprise funds, are shown in the table below.

ENTERPRISE FUNDS

(in thousands)
Water /
Wastewater
Solid
Waste
Public
Transit
Revenues
Charges for Service $ 43,443 $ 25,718 $ 477
Interest Income 1,782 757 130
Other Revenue 1,739 333 7,099
Total Revenues $ 46,964 $ 26,808 $ 7,706

Expenses
Operating $ 12,853 $ 23,372 $ 5,362
Capital 3,511 14,901 2,215
State Water Payment 18,532 - -
Debt Service 3,622 - -
Total Expenses $ 38,518 $ 38,273 $ 7,577
Revenues/Expenses $ 8,446 $ (11,465) $ 129

Water/Wastewater Funds:

Revenues exceeded expenditures by $8. 5 million, which is $1.6 million less than last year. Revenues increased 1.5 percent, or $675 thousand, compared to the prior year due to higher sewer service ch arges (+7.8%, or $3.1 million) offset by lower revenues generated through sales of metered water (-62.3%, or $2.9 million). Expenses are $2.3 million more than last year. Water and Wastewater operational expenses are under budget by 49.0 percent due to personnel savings from vacant positions and timing of maintenance and contractual agreements.

Solid Waste Funds:

The Solid Waste Fund reports refuse collection and disposal activities. Solid Waste revenues were $11.5 million less than expenditures. Operational costs are under budget by 9.5 percent, or $3.4 million due to personnel savings from vacant positions and timing of maintenance and contractual agreements.

Public Transit Funds:

The City operates the Santa Maria Regional Transit (SMRT) and Breeze Transit systems, which are funded by a combination of Federal grants, State transportation funds, and user fares. Fare revenue is $478 thousand, which is about $31 thousand more than last year. The farebox ratio is 8.9 percent based on fares received and operating expenses recorded to date.

Quarterly Financial Report: Third Quarter Ending March 31, 2025

8 FY 2025-26 MID-CYCLE BUDGET REVIEW
The City is currently developing the FY 2025-26 Mi d-Cycle Budget Review. Public engagement will be encouraged at the City’ Council’s meeting on June 3, 2025, during which budget presentations and discussion will be conducted and feedback receiv ed. Get the latest information on the public meetings related to the development of the FY 2024- 26 biennial budget by visiting the City’s website at: https://www.cityofsantamaria.org/services/departments/city-clerk-records/agendas-reports- meeting-videos.

GENERAL FUND & MEASURE U FUND BALANCE SUMMARY
General Fund:

The table below shows revenues are at 71.3 percen t of projections while expenditures are at 68.3 percent of appropriations through the third quarter of Fiscal Year 2024-25.

GENERAL FUND

(in thousands)
Adopted
Budget

3rd Quarter

Percent
Beg. Fund Bal. $ 8,570
Revenues* 100,149 70,415 71.3%
Expenditures* 108,719 76,450 68.3%
Rev/Exp $ (8,570) $ (6,035)
It is important to note these are only estimates because the City’s annual audit for FY 2023-24 is not finalized.

Measure U Fund:

The table below shows revenues are at 73.8 percen t of projections while expenditures are at 58.8 percent of appropriations.

MEASURE U FUND

(in thousands)
Adopted
Budget

3rd Quarter

Percent
Beg. Fund Bal. $ 4,414
Revenues* 26,716 19,723 73.8%
Expenditures* 31,130 22,109 58.8%
Rev/Exp $ (4,414) $ (2,386)

It is important to note these are only estimates because the City’s annual audit for FY 2023-24 is not finalized.

This Page Intentionally Left Blank

MAYOR & COUNCIL

Gloria Soto
Councilmember
District 3

Maribel
Aguilera-
Hernandez
Councilmember
District 4

Alice Patino
Mayor
At-Large

Carlos
Escobedo
Councilmember
District 1

Gloria Flores
Councilmember
District 2

City of Santa Maria, California
110 E. Cook Street
Santa Maria, CA 93454
cityofsantamaria.org

EXPLORE
the City’s budget online at
www.cityofsantamaria.org/services/departments/city-manager-s-office/city-budget

CITY OF SANTA MARIA DISTRICTS
DISTRICT 2
Gloria Flores
DISTRICT 1
Carlos Escobedo
DISTRICT 3
Gloria Soto
DISTRICT 4
Maribel Aguilera-Hernandez

ATTACHMENT C

PROPOSED BUDGET AMENDMENTS:

PUBLIC WORKS / GENERAL FUND

Increase appropriations by $20,000 for Homeless Safety/Quality of Life Project.

The Public Works Department is requesting an increase in appropriations of $20,000 in the General Fund for the Homeless Safety/Quality of Life Project. The initial appropriation for unhoused cleanup was $159,129, which was funded by the American Rescue Plan Act (ARPA) and was nearly exhausted as of May. With two months left in the fiscal year, additional funding will be required to continue the clean-up and disposal of materials and refuse from the unhoused community.

PUBLIC WORKS / FLEET SERVICES FUND

Increase appropriations by $200,000 for the repairs and maintenance of a D8 Dozer and a D7 Dozer.

The Public Works Department is requesting an increase in appropriations of $200,000 in the Non-Agreement Vehicle Repairs account in the Fleet Services Fund to fund the repairs and maintenance of a D8 Dozer (#6432-24) in the amount of $110,000 and a D7 Dozer (#6433-21) in the amount of $90,000. This amendment is requested due to a change in cost allocation which requires the Fleet Services Fund to pay for the repairs and maintenance rather than direct charging the expenses to the Utilities Department. Should the amendment not be approved, the Utilities Department’s ability to perform critical operations at the landfill will be adversely impacted. As a result, the City would be required to rent two dozers to maintain operations, the cost of which would significantly exceed the proposed maintenance expenditures.

PUBLIC WORKS / GROWTH MITIGATION FUND

Increase appropriations by $976,728 to finalize the Reimbursement Agreement # K-PW 2025- 007 to Betteravia Park, LLC.

The Public Works Department is requesting an increase in appropriations of $976,728 to finalize the Reimbursement Agreement # K -PW 2025 -007 to Betteravia Park, LLC . Funding for this appropriation comes from Traffic Mitigation Fee revenue deposited in the Growth Mitigation Fund. The Reimbursement Agreement states the City shall reimburse the Developer the actual direct costs of constructing the Traffic Facilities set forth in the agreement and is backed by Council Resolution No. 2025-39.

PUBLIC WORKS / TRANSIT FUND

Increase appropriations by $2,101,905 for Purchase of Five Buses.

The Public Works Department is requesting an increase in appropriations for Transit to purchase five buses. The appropriation is supported by awarded Federal and State funding.

RECREATION AND PARKS/QUIMBY ACT SUBDIVISION-IN-LIEU FUND AND GROWTH

MITIGATION FUND

Reduce appropriations by $1,280,000 in the Quimby Act Subdivision-In-Lieu Fund and increase appropriations by $1,280,000 in the Growth Mitigation Fund for the Sports Complex Project.

On November 19, 2024, the Public Works Department presented to the City Council a Resolution awarding a bid to Specialty Construction Inc for the construction of the Sports Complex Project, Bid No. 2024-11. Funding sources identified for the project and designated through the adopted Resolution included $1,280,000 from the Quimby Act Subdivision -In-Lieu Fund. Upon recent review of the fiscal health of that fund it has been determined that there is insufficient fund balance necessary to support the project. The Recreation and Parks Department is requesting a decrease in appropriations in the amount of $1,280,000 in the Quimby Act Subdivision-In-Lieu Fund and an increase in appropriations in the amount of $ 1,280,000 in the Growth Mitigation Fund to pay for the Sports Complex Project.

UTILITIES / WATER FUND

Increase allocation of one (1) Full-Time Lead Customer Service Technician position.

The Utilities Department is requesting the addition of 1.0 0 FTE Lead Customer Service Technician position in the Water Resources Division. The new position was approved in FY 2023-24 but was not funded at the time pending the develo pment of a job specification and establishment of a salary range. Since then, the salary range has been set, the job classification created, and the meet-and confer process concluded. The Utilities Department is ready to fill the position and approval of t his request completes implementation of the previously authorized position and ensures the division has the staffing needed to support essential customer service operations. There is no fiscal impact of this addition throughout the remainder of FY 2024-25 as appropriations in the Water Fund are sufficient. The annualized fiscal impact beginning in FY 2025-26 is estimated at $115,000.

UTILITIES / WATER FUND, WASTEWATER FUND, SOLID WASTE COLLECTION FUND AND

SOLID WASTE DISPOSAL FUND

Increase appropriations by $ 12,800 in the Water Fund, $21,710 in the Wastewater Fund, $40,700 in the Solid Waste Collection Fund, and $21,710 in the Solid Waste Disposal Fund for the cost associated with configuring integrations between Workday and the Utilities Department’s Portalogic and Paradigm applications, between SpryPoint’s SpryIDM model and the Utilities Department’s Sensus meter reading application , between SpryPoint and Utilities Department’s Routeware application, between SpryPoint and the City’s Paymentus application, and for the addition of Single Sign-On (SSO) for SpryPoint.

The Utilities Department is requesting additional appropriation in the amount of $96,920 for the cost associated with configuring integrations between Workday and the Utilities Department’s Portalogic and Paradigm applications, between SpryPoint’s SpryIDM model and the Utilities Department’s Sensus meter reading application, between SpryPoint and Utilties Department’s Routeware application, between SpryPoint and the City’s Paymentus applicati on, and the cost of adding Single Sign-On for SpryPoint. The additional appropriation requested is comprised of:

 $19,360 for the cost associated with the configuration of the integration between Workday and Portalogic. The original scope called for $3,200 to build an integration between SpryPoint and Portalogic, and this was approved by council as part of the ERP Project, but the project team realized it would work better for the City to build the integration between Portalogic and Workday instead of SpryPoint. The cost of the integration addition is $22,560 and the $3,200 SpryPoint piece will be removed from scope resulting in a net increase of $19,360. This increase in appropriations is for the Wastewater Fund.  $19,360 for the cost associated with the configuration of the integration between Workday and Paradigm. The original scope called for $3,200 to build an integration between SpryPoint and Paradigm and this was approved by council as part of the ERP Project, but the project team realized it would work better for the City to build the integration between Paradigm and Workday instead of SpryPoint. The cost of the integration addition is $22,560 and the $3,200 SpryPoint piece will be removed from scope resulting in a net increase of $19,360. This increase in appropriations is for the Solid Waste Disposal Fund.  $10,450 for the cost associated with the configuration of the integration between SpryPoint and the Sensus meter reading program. Staff identified the value of building a direct connection between the meter reading system and SpryPoint to automate a large portion of the data gathering and billing process. This increase in appropriations is for the Water Fund.
 $36,000 for the cost associated with the configuration of the integration between SpryPoint a nd Routeware. Staff identified the value of building a direct connection between Routeware and SpryPoint which was not identified in the initial scope of the ERP Project. This increase in appropriations is for the Solid Waste Collection Fund.  $9,750 for the cost associated with the configuration of the integration between SpryPoint and Paymentus. Staff identified the value of building a direct connection between Paymentus and SpryPoint which was not identified in the initial scope of the ERP Project.

This increase in appropriations will be split 20 percent for the Water Fund, 20% for the Wastewater Fund, 40 percent for the Solid Waste Collection Fund, and 20 percent for the Solid Waste Disposal Fund.
 $2,000 for the cost associated with the addition of Single Sign-On (SSO) in the SpryPoint application. This feature was not identified in the initial scope of the ERP Project. This increase in appropriations will be split 20 percent for the Water Fund, 20% for the Wastewater Fund, 40 percent for the Solid Waste Collection Fund, and 20 percent for the Solid Waste Disposal Fund.

COUNCIL AGENDA REPORT

TO: Mayor and City Council

FROM: Alex Posada, Director of Recreation & Parks

DATE: June 3, 2025

SUBJECT: Adoption of a Resolution to name a City Park in honor of James “Jim” Glines.

Description:

The City Council will consider approving and naming a City facility in honor of James “Jim” Glines.

RECOMMENDATION:

Adopt a Resolution approving the addition of the name James “Jim” Glines to the resource list from which names are selected for naming City facilities and selecting an available park from the resource list for naming.

BACKGROUND:

From time to time, the Recreation and Parks Commission receives requests to name City parks in honor of individuals. To provide for the consistent handling of such requests, the City Manager’s Office reviewed and established a naming procedure. A review process was used in the screening of the request to add James Glines to the resource list from which to name City facilities. After review by the City Manager’s Office and the Recreation and Parks Commission, it was determined that James Glines met the criteria to be added to the resource list. The Recreation and Parks Commission also heard testimony from several residents requesting that a park be named in honor of James Glines at their April 8, 2025, meeting.

DISCUSSION:

During his early childhood, James “Jim” Glines’ family relocated to the Santa Maria area, where Jim attended St. Mary's School in Santa Maria, then went on to Santa Maria High School, and ultimately graduated from Cal Poly, San Luis Obispo in 1965 with a degree in farm management.

Jim went to work for the Bank of Santa Maria in 1983 , where he met Bill Hares, then President of the bank. After the bank was sold to Mid-State Bank, Jim and Bill decided to open their own bank. The two founded Community Bank of Santa Maria, which opened its doors in 2001.

2 Jim was a fixture at the annual Santa Maria Elks’ Rodeo held each June and was instrumental in helping form the Allan Hancock College Rodeo Team. Jim was well known for his barbecue skills and spent many weekends cooking for non-profit causes to help them raise money.

Jim has been described by many as a caring, compassionate, and generous community leader. He is known for his Santa Maria way of doing business, with a handshake as commitment.

Staff recommends that the City Council select a park to name for “James “Jim” Glines” from the Available Facility Naming List (Attachment B).

Alternatives:

The alternative would be to not name the park at this time and defer the decision to a future date or wait for another naming opportunity to be added to the resource list.

Fiscal Considerations
New signage for the park would be paid for from the Recreation and Parks Department's operating budget, and any special recognition items would be solicited from the community.

Impact to the Community:

This recommendation, if approved, will posthumously recognize James “Jim” Glines for his community service now an d into the future. The Recreation and Parks Department and Commission will work with the Glines family and the City Council to hold a dedication ceremony later this year.

ATTACHMENT(S)
A: Resolution- Jim Glines Naming Facility
B: Available Facility Naming List- 2025

CITY OF SANTA MARIA

RECREATION AND PARKS

FACILITIES AND SITES AVAILABLE FOR NAMING

COMMUNITY CENTERS
Major Room within Community Centers

1. Elwin Mussell Senior Center – 510 East Park Avenue
a. Multi-use Room

2. Minami Community Center – 600 West Enos Drive
a. Assembly Room
b. Gymnasium
c. Studio Room

3. Veterans’ Memorial Community Center – 313 West Tunnel Drive a. Auditorium
b. Community Hall (smaller room)
c. Studio Room (room with kitchen)

4. Edwards Community Center – 809 Panther Drive
a. Assembly Room

PARKS OR DESIGNATED AREAS WITHIN PARKS

1. Preisker Park – 330 Hidden Pines Drive
a. Group Picnic Area #1
b. Group Picnic Area #2
c. Group Picnic Area #3
d. Group Picnic Area #4
e. Group Picnic Area #5
f. Group Picnic Area #6 (Gazebo)

2. North Preisker Park – 801 West Boxcar

3. Sierra Vista Park – 809 Panther Drive

4. Taylor Pocket Park -TBD

5. Sports Complex- TBD

SPORTS FACILITIES
Ballfields within the Parks

1. Tunnell Park (Ballfield)

2. Atkinson Park (Soccer Field)

3. Adam Park (Sports Field)

4. Maramonte Park (Softball Field)

5. Rodenberger Park (Sports Field)

OTHER SITES FOR CONSIDERATION

1. Horseshoe Pits

2. Soccer Fields at Adam Basin- Entire Complex

3. Tennis Courts
RESOLUTION NO.

A RESOLUTION OF THE

CITY COUNCIL OF THE CITY OF SANTA MARIA, CALIFORNIA,

APPROVING THE ADDITION OF THE NAME
JAMES “JIM” GLINESTO THE RESOURCE LIST FROM WHICH

NAMES ARE SELECTED FOR CITY FACILITIES, AND

APPROVING THE NAMING OF AN AVAILABLE PARK FROM

THE RESOURCE LIST OF FACILITIES

WHEREAS, on February 27, 2025, the Santa Maria community lost an icon of the business and community service with the passing of James “Jim” Glines; and

WHEREAS, “Jim” Glines has been a member of the Santa Maria community since childhood, growing up to be a well-known and respected businessman, local historian, and active supporter of local charities; and

WHEREAS, “Jim” Glines was one of the founders of the Community Bank of Santa Maria; and

WHEREAS, “Jim” Glines was known throughout the Santa Maria Valley for his support of local non-profit organizations by providing his professional auctioneer services, raising thousands of dollars for many important causes; and

WHEREAS, “Jim” Glines was an active member of Elks’ Lodge 1538 and the Elks’ Recreation Foundation, where he chaired the annual Elks’ Rodeo Queen Contest for 20 years , and in 2008 was recognized as the Elks’ Citizen of the Year; and

WHEREAS, “Jim” Glines also served the Santa Maria Valley and surrounding communities when he was appointed to the Santa Barbara County Fair Board of Directors by Governor Deukmejian; and

WHEREAS, the City Council sees it fitting to recognize James Glines for his service and to place his name upon a City Park, to memorialize his contributions to the residents of the City of Santa Maria.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, that the City Park at ___________________ shall now be known as;

JAMES “JIM” GLINES PARK
Recognizing James Glines for his dedicated service to the residents of the City of Santa Maria and countless contributions to the community. On behalf of all those that he served, we thank his family for sharing “Jim” with us all.

PASSED AND ADOPTED at a regular meeting of the Recreation and Parks Commission of the City of Santa Maria held this 3rd day of June 2025.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
City Manager

COUNCIL AGENDA REPORT

TO: Mayor and City Council

FROM: David W. Rowlands, City Manager

DATE: June 3, 2025

SUBJECT: Adoption of a Resolution Approving Amendments to the Previously Adopted FY 2025-26 City Budget (Second Year of the Approved Two - Year Budget)

Description:

The City Council will consider making amendments to the Fiscal Year 2025-26 mid-cycle City Budget.

Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATION:

Adopt a Resolution approving amendments to the Fiscal Year 2025 -26 Mid-Cycle City Budget, and delegating the City Manager to implement the same.

BACKGROUND:

On June 18, 2024, the City Council adopted two one -year budgets covering the period from July 1, 2024, to June 30, 2026. The Fiscal Year (FY) 2024-25 budget was adopted as a balanced budget closing a very significant $21.3 million imbalance between revenues and expenditures with a short -term strategy of using one -time reserves to balance the General Fund (including Measure U) by drawing on undesignated General Fund and Measure U reserves in the amounts of $8.6 million and $4.4 million, respectively, in addition to cancelled reserves from the Local Economic Augmentation Fund (LEAF) in the amount of $8 .3 million. The FY 2025 -26 budget was adopted as an unbalanced budget due to the depletion of the General Fund and Measure U unassigned reserves.

At the budget hearing, the City Council directed staff to return in the September 2024 timeframe with long-term budget strategy recommendations to close the ongoing budget deficit and avoid relying only on the use of one-time reserves. Subsequently, staff updated the General Fund long -term fiscal forecast with FY 2023 -24 year -end actual results.

Furthermore, City departments engaged in a budget balancing analysis to determine service level impacts if the potential reductions were taken across-the-board from all City operations. Revenue enhancement options were also explored. The summary of findings 2 and further recommendations were summarized in the reports presented to the City Council on September 17, 2024, and October 1, 2024.

FUND ANALYSIS – GENERAL FUND & MEASURE U

GENERAL FUND MEASURE U FUND

(in thousands)
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2024-25
Adopted
FY 2025-26
Adopted
Beginning Fund Balances $ 8,570 $ - $ 4,414 $ -
Revenues 91,813 93,420 26,716 26,886
Cancelled Reserves 8,336 - - -
Total Financing Sources $ 108,719 $ 93,420 $ 31,130 $ 26,886 Expenditures (108,719) (109,102) (31,130) (31,443)
Increased Reserves - - - -
Ending Fund Balances $ - $ (15,682) $ - $ (4,557)

Budget Balancing Analysis:

In July and August 2024, staff engaged in a budget balancing analysis. While the deficit for FY 2024 -25 amounted to $21.3 million, the ongoing budget gap, excluding expenditures classified as one -time, was determined to be $16.7 million, or 14 percent, of operational General Fund appropriations. The departments submitted an analysis of impacts to their programs and services if each department were to absorb a proportional share of the 14 percent reduction to fully close the structural budget gap.

Departmental analysis of potential reductions in operations were categorized into the following tiers:
 Tier 1: Reductions having only a moderate impact to operations,  Tier 2 Reductions having significant impacts to s ervices offered or lead to departmental inefficiencies, and
 Tier 3 reductions resulting in significant service level impacts, including public safety as well as layoffs.

The identified Tier 1 and Tier 2 reductions amounted to $4.3 million on an annual bas is.

The identified Tier 3 reductions amounted to $10.5 million on an annual basis.

On October 1, 2024, staff provided the City Council with an update on Citywide efforts to begin closing the budget gap in alignment with the City Council’s goal of attaining long- term financial sustainability. The report included a summary of the Tier 1, Tier 2, and Tier 3 reductions. Staff recommended further analyzing actions to be taken to effectuate Tier 1 and Tier 2 reductions and return to the City Council with specific budget reduction amendments with the FY 2024 -25 Second Quarter Financial Report, slated to be presented to the City Council in February 2025. Tier 3 reductions were not recommended 3 to move forward pending further direction from the City Council due to the significant impacts to public safety and staff.

Following that meeting, the City Manager placed into effect a “hiring chill” policy requiring justification and analysis before any vacancy can be filled by a General Fund department, except for public safety departments. Through this process, the City continued to engage in analysis to seek efficiencies in operations and only fill positions identified as critical to perform essential functions. Staff continued to further analyze actions to be taken to effectuate Tier 1 and Tier 2 reductions.

On February 18, 2025, staff provided the City Council with an update as part of the FY 2024-25 Second Quarter Financial Report. Staff reported that $6.5 million in operating reductions were placed into effect, however thi s was not the case, as only a hiring chill had been put in place by the City Manager. Departments estimated savings of $3.7 million would be realized by holding positions vacant.

DISCUSSION:

The Mid-Cycle Budget Review of the FY 2024 -2026 Biennial Budget, encompassing FY 2024-25 and FY 2025 -26, began in earnest by engaging City staff in January through March 2025 in a thorough review of year -end estimates for expenditures and revenues, development of revenue estimates for FY 2025 -26, and assessment of their operational needs. The financial planning cycle will conclude with the City Council’s consideration of proposed amendments to the previously adopted FY 2025-26 Budget presented with this report. The proposed amendments to the FY 2025 -26 Budget do not inc lude any of the ongoing reductions identified by departments in the budget balancing exercise discussed above. Rather, it maintains services and reflects the City Council’s goals and priorities for the next year. The adopted goals and priorities of the City Council are as follows:

Goals:
 Long-term financial sustainability
 Community quality of life
 Planning and infrastructure
 Organizational well-being

Priorities:
 New approach to economic
development
 Provide youth opportunities
 Provide public safety resources
 Establish a staffing plan
All Funds Overview
The table below provides a high-level summary of financing sources and uses for all funds as previously adopted for FY 2024-26, estimated for FY 2024-25 and proposed amended for FY 2025-26. The table illustrates that year -end estimates developed for FY 2024 -25 reduce the amount of cancelled reserves (use of Genera l Fund reserves for unfunded liability pension payments and draw from the Local Economic Augmentation Fund) from $8.3 million to $3.6 million. The table also shows that previously adopted FY 2025 -26 appropriations for all funds totaled $346.9 million. The recommended Mid-Cycle 2025-26 appropriations total is proposed at $407.8 million.

4 FUND ANALYSIS – ALL FUNDS

(in thousands)
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2024-25
Estimates
FY 2025-26
Proposed
Beginning Fund Balances $ 261,656 $ 221,488 $ 417,621 $ 288,701 Cancelled Reserves 8,336 - 3,607 -
Revenues 315,472 324,672 345,309 337,716
Total Financing Sources $ 585,464 $ 546,160 $ 765,537 $ 626,417 Expenditures (363,976) (346,865) (477,836) (407,797) Increased Reserves - - - -
Ending Fund Balances $ 221,488 $ 199,295 $ 288,701 $ 218,620

FY 2025-26 Fund Analysis – General Fund:

The table below provides a high -level summary of financing sources and uses for the General Fund (including Measure U) as previously adopted for FY 2024-26, estimated for FY 2024-25, and proposed amended for FY 2025 -26. The table illustrates that year-end estimates developed for FY 2024 -25 reduce the amount of cancelled reserves (use of General Fund reserves for unfunded liability pension payments and draw from the Local Economic Augmentation Fund) from $8.3 million to $3.6 million. The year-end estimates also result in the depletion of General Fund reserves and reduce Measure U reserves to $1.3 million.

FUND ANALYSIS – GENERAL FUND & MEASURE U

(in thousands)
FY 2024-25
Adopted
FY 2025-26
Adopted
FY 2024-25
Estimates
FY 2025-26
Proposed
Beginning Fund Balances $ 12,984 $ - $ 22,236 $ 1,319
Cancelled Reserves 8,336 - 3,607 -
Revenues 118,529 120,307 117,369 121,102
Total Financing Sources $ 139,849 $ 120,307 $ 143,212 $ 122,421 Expenditures (139,849) (140,545) (141,893) (147,556) Ending Fund Balances $ - $ (20,238) $ 1,319 $ (25,135)

Factors considered when reviewing fund balances, revenues, and appropriations are discussed below.

Fund Balance:
5 Refer to Attachment E for a summary of beginning fund balances, financing sources and uses and resulting fund balances. Fund balance estimates were developed with unassigned fund balances (fun ds not set aside for a particular purpose by Council or another law or authority) being updated based on the FY 2023 -24 year-end unaudited actuals as shown on next page the FY 2024-25 Estimates column.

FUND ANALYSIS – GENERAL FUND & MEASURE U

GENERAL FUND MEASURE U FUND

(in thousands)
FY 2024-25
Adopted
FY 2024-25
Estimates
FY 2024-25
Adopted
FY 2024-25
Estimates
Beginning Fund Balances $ 8,570 $ 10,072 $ 4,414 $ 12,164 Revenues 91,813 91,664 26,716 25,705
Cancelled Reserves 8,336 3,607 - -
Total Financing Sources $ 108,719 $ 105,343 $ 31,130 $ 37,869 Expenditures (108,719) (105,343) (31,130) (36,550)
Increased Reserves - - - -
Ending Fund Balances $ - $ - $ - $ 1,319

To alleviate some of the draw on LEAF in FY 2024 -25, staff recommended and Council approved the use of General Fund reserves for unfunded liability pension payments. Per the City Council policy established in 2018, the City has designated a total of $13.2 million in reserves for unfunded liability pension payments. Payments toward the unfunded liability for pensions are contributing to the structural deficit. Through the budget amendment presented with the FY 2024 -25 Second Quarter Financial Report, the Cit y Council approved a reduction of the cancellation of Local Economic Augmentation Fund (LEAF) reserves by $3.2 million. As a result, $5.1 million of LEAF was anticipated to be used to balance FY 2024 -25. Based on year -end estimates developed for FY 2024 -25 the amount of cancelled reserves (use of General Fund reserves for unfunded liability pension payments and cancellation of LEAF reserves) is reduced from $8.3 million to $3.6 million.

The following points highlight the FY 2025-26 amended budget’s impact on fund balances for the General Fund and Measure U:
 Available fund balance for the General Fund is anticipated to be depleted in FY 2024-25 and for Measure U is forecast at $1.3 million.
 General Fund and Measure U appropriations exceed estimated revenues for each fund by $20.3 million and $6.1 million, respectively for a combined total of $26.4 million.
 Available fund balance is insufficient to balance the General Fund and Measure U, thereby resulting in negative ending fund balances estimated at $20.3 mill ion and $4.8 million, respectively for a combined total of $25.1 million.

6 Revenues:

Refer to Attachment B for a summary of previously adopted and proposed amended revenues. The following table provides a comparison of the breakdown of FY 2025 -26 previously adopted and proposed revenues by major revenue type.

GENERAL FUND & MEASURE U REVENUES

(in thousands)
FY 2025-26
Adopted
FY 2025-26
Proposed

Variance
Percent
Change
Revenues & Transfers In
Taxes $ 96,989 $ 97,673 $ 684 0.7%
Licenses, Permits & Fines 3,323 3,804 481 14.5%
Revenues from Use of Money &
Property
3,131 3,148 17 0.5%
Revenues from Other Agencies 574 607 33 5.8%
Charges for Service 7,517 7,059 (457) -6.1%
Other Revenue and Transfers 8,773 8,811 38 0.4%
Total Revenues & Transfers In $ 120,307 $ 121,102 $ 796 0.7%

Revenue estimates for FY 2024 -25 and FY 2025 -26 were prepared in January through February 2025 through an objective, analytical process based on year -to-date trends, prior years’ data, and anticipated one -time adjustments. Also essential to any budget development are economic assumptions that were used to forecast changes to baseline revenues for FY 2025-26. In all instances, the departments provide reasonable revenue projections to prevent undue or unbalanced reliance on certain revenues and to ensure the ability to provide ongoing services.

Appropriations:

Refer to Attachment C for a summary of previously adopted and proposed amended appropriations by department. The table below provides a comparison of the breakdown of the previously adopted and proposed appropriations by major category.

GENERAL FUND & MEASURE U APPROPRIATIONS

(in thousands)
FY 2025-26
Adopted
FY 2025-26
Proposed

Variance
Percent
Change
Expenses & Transfers Out
Salaries & Benefits $ 103,084 $ 109,943 $ 6,859 6.7%
Services & Supplies 28,956 30,145 1,189 4.1%
Capital & Outside Agencies 1,820 2,451 631 34.7%
7 Debt Service 267 267 0 0.0%
Transfers 6,418 4,750 (1,668) -26.0%
Total Expenses & Transfers Out $ 140,545 $ 147,556 $ 7,011 5.0%

Expenditure estimates for FY 2024-25 were also prepared in January and February 2025 by departments. Some of the one -time savings projected to result from holding vacant positions are reflected in the FY 2024 -25 estimates. When developing expenditure assumptions for FY 2025-26, known factors, such as the impact of employee Memoranda of Understanding (MOUs); insurance premiums , and contractual obligations are considered.

FY 2025-26 Citywide Personnel Overview:

Full-time and part-time positions by department are summarized in Attachment F, which also shows the previously authorized FY 2025-26 allocations and the amended personnel changes proposed for FY 2025 -26. The Full-Time Equivalent (FTE) count reflects those reclassifications, and added and deleted posit ions that were implemented by the City Manager and through City Council actions, specifically as part of the budget amendments presented with the First and Second Quarter 2024 -25 Financial Reports, as well as the Enterprise Resource Planning System Project Implementation budget amendment adopted by Council in March 2024, which added 10.00 FTE limited-term positions for the project.

The FY 2025-26 previously adopted positions for the General Fund, inclusive of Measure U, included 499.12 FTE. This FY 2025 -26 proposed amended budget includes 498.87 FTE, due to a reallocation of 0.25 FTE for the Grants Manager position in the Finance Department from the General Fund to the Public Transit Fund.

POSITION ALLOCATION BY FUND – GENERAL FUND & MEASURE U
FY 2024-25 FY 2025-26
Fund Positions FTE Positions FTE
General Fund 365 361.52 365 361.27
Measure U Fund 141 137.60 141 137.60
Subtotal 506 499.12 506 498.87

In total, the FY 2025-26 previously adopted positions included 690 full-time and 53 part- time positions, for a combined total of 743 positions (732.40 FTE). This FY 2025 -26 proposed amended budget includes 700 full-time and 52 part-time positions, for a total of 752 positions equating to 741.60 FTE. This reflects an increase of 9 positions (9.20 FTE).

POSITION ALLOCATION BY FUND – ALL FUNDS
8 FY 2024-25 FY 2025-26
Fund Positions FTE Positions FTE
General Fund 365 361.52 365 361.27
Measure U Fund 141 137.60 141 137.60
Enterprise and other funds 237 233.28 246 242.73
Subtotal 743 732.40 752 741.60

 The General Fund supports 361.27 FTEs, or 48.7 percent, of the City's workforce.

Service levels are largely maintained for FY 2025-26.
 Measure U sales tax revenue supports 137.60 FTEs, or 18.5 percent, of the City’s workforce.
 Enterprise Funds and other funds support 242.73 FTEs, or 32.6 percent, of the workforce. The FTE count reflects the following: six full -time positions added for the Landscape Districts in the Recreation and Parks Department through the budget amendments proposed with the FY 2024-25 First Quarter Financial Report; four full-time positions added and one part-time position eliminated for the Utilities Department for FY 2025 -26; and the creation of a Transit Depa rtment reflecting the shift of five full-time positions from the Public Works Department.  Compensation Considerations:

Personnel costs are the first largest spending category and include salaries, benefits, workers ’ compensation insurance, and retirement c osts, including the California Public Employees Retirement System Unfunded Accrued Liability (CalPERS UAL). Costs in the FY 2025-26 proposed budget exceed 65 percent of the total General Fund Budget, when the CalPERS UAL is excluded.

Factored into compensa tion are terms related to new agreements reached with bargaining units as of May 2025 that includes the following:
o a base salary increase of 10.0 percent over two calendar years (2023-2024) for members of SEIU Local 620, for management and confidential employees, and for sworn Police and Fire Managers;
o a base salary increase of 10.0 percent over two calendar years (2025-2026) for members of the Santa Maria Police Officers’ Association; and o a base salary increase of 14.0 percent and certain equity adjustment s for members of the Santa Maria City Fire Fighters’ Union Local #2020 (from May 2025 through June 2027).

The increase in compensation drives up CalPERS costs.

Salaries and Benefits in the FY 2025 -26 previously adopted budget were anticipated to increase from those for FY 2024-25 by $3.8 million and $2.0 million, respectively. For the FY 2025 -26 proposed budget, they are now anticipated to increase an additional $2.3 million and $2.2 million, respectively.  Health Insurance Premium:
9 City-paid health insurance premiums factored into the FY 2025 -26 previously adopted budget totaled $8.9 million, which represented an increase of $0.5 million from the FY 2024 -25 Budget. The new agreements reached with the bargaining units increased the City’s contribution toward the CalPERS Gold plans. As a result, the FY 2025 -26 proposed budget includes $9.5 million, which represents an additional increase of $0.6 million.

 CalPERS UAL:

The minimum required contribution toward the CalPERS UAL factored into the FY 2025-26 previously adopted budget totaled $11.9 million, which represented an increase of $0.4 million from the FY 2024-25 Budget. The latest actuarial increases the minimum required contribution to $13.2 million, which represents an additional increase of $1.3 million.
 Workers’ Compensation Insurance Premium:

The City allocates the costs of its self -insured workers’ compensation program, commonly referred to as Workers’ Compen sation. The total cost to be allocated for program year 2025 -26 is $9.548 million. This is an increase of $2.953 million from that factored into the FY 2025-26 previously adopted budget, of which $2.374 million impacts the General Fund Budget.
 General Liability Insurance Premiums:

The City allocates the costs of its self-insured liability program, commonly referred to as General Liability. The total cost to be allocated for program year 2025 -26 is $12.040 million. This is an increase of $5.211 million from that factored into the FY 2025-26 previously adopted budget, of which $2.151 million impacts the General Fund Budget.

FY 2025-26 Local Economic Augmentation Fund Analysis:

The Local Economic Augmentation Fund (LEAF) is a reserve fund, established in FY 2000-01, made up of one -time discretionary resources, distinct from the General Fund that is designed to help balance the General Fund’s operating budget during times of economic and/or financial crisis. The City Council set aside any year -end General Fund operating surplus (revenues that exceeded expenditures) into this account. Through adoption of the FY 2024-26 Biennial Budget, a new policy will limit the amount set -aside in the LEAF to five percent of operating General Fund and Measure U operating appropriations. The intent of this fund is to be used as a “gap financing” mechanism during downturns in the local economy. In FY 2023-24, $8.9 million was transferred out of LEAF with $2.0 million going to the General Fund to cover operating expenditures and $6.8 million going to the General Fund Capital Projects Fund for capital projects. Upon reviewing year-end results, it is anticipated $3.6 million will be deposited from the General Fund back into LEAF.
10 Staff initially projected using $8.3 million from the LEAF in FY 2024 -25. Through the budget amendment presented with the FY 2024-25 Second Quarter Financial Report, the City Council reduced the use of LEAF by making available additional fund balance in the General Fund in the amount of $3.2 million previously reserved for pensions. Based on year-end estimates developed for FY 2024 -25 the amount of cancelled reserves (draw from the Local Economic Augmentation Fund) is further reduced from $5.1 million to $3.6 million, thereby leaving the LEAF balance at $22.7 million at the end of FY 2024-25.

11 2025-26 Supplemental Budget Requests:

In preparation for the Mid -Cycle Budget Update process, departments assessed their operational needs and requested the addition, consolidation, or deletion of positions and/or operating budget through Supplemental Budget Requests (SBRs) that have a nexus to support and align with the City Council’s goals and priorities. There were 61 SBRs requested, of which 46 are recommended for approval for the amendment of the budget. Approved SBRs by fund and department are summarized in Attachment G. There were a number of reclassification requests received, and it is recommended that related requests with a fiscal impact to the General Fund and/or Measure U Fund be included in the classification and compensation study that is in progress. Also, it is recommended at this time to hold on most General Fund and Measure U funded requests in order to be reevaluated as a plan to close the budget gap is assessed and implemented. 2025-26 Interfund Transfers:

Interfund transfers represent a transfer of resources from one fund to another fund. The transfer appears as a resource in the fund receiving the transfer and as a budget requirement in the fund that is sending the transfer. The nature of interfund transfers causes revenue and expenditures to be double counted in the citywide budget; however, the inclusion of interfund transfers provides transparency to the performance of individual funds and the subsidies from one City fund to another. Refer to Attachment D for a summary of previously adopted and proposed appropriations and transfers out by fund.

Cost Allocation Transfer:

Payments, by operating departments of the City to the General Fund, for central support services such as administration, payroll, and accounts payable. No changes are proposed for FY 2025-26.

Interfund Transfers and Loans:

In adherence to grant requirements, Generally Accepted Accounting Principles (GAAP), and public policy goals, the City has established various special revenue, capital project, debt service, and enterprise funds to account for revenues that are restricted to certain activities. Accordingly, each fund exists as a separate financing entity from other funds, with its revenue sources, expenditures, and fund equity.

Transfers among funds for operating purposes are outlined in the budget and can only be made by the Director of Finance, following the adopted budget. These operating transfers, under which financial resources are transferred from one fund to another, are distinctly different from inter-fund borrowing, which are customarily made for te mporary cash flow reasons, and are not intended to result in a transfer of financial resources by the end of the fiscal year. In summary, inter -fund transfers result in a change in fund equity; inter - fund borrowings do not, as the intent is to repay the loan in the near term.

From time-to-time, interfund borrowings may be appropriate; however, these are subject to the following criteria to ensure that the fiduciary purpose of the fund is met:
 The Director of Finance is authorized to approve temporary inter -fund borrowings for cash flow purposes whenever the cash flow is expected to be resolved within 45 days. The most common use of this type of inter -fund borrowing is for grant 12 programs such as Local Law Enforcement Block Grant Funds, where costs are incurred before drawdowns are initiated and received; and the receipt of funds is typically received shortly after the request for funds was made.  Other interfund borrowings, for cash flow or other purposes, are dealt with by a case-by-case review by the Director of Finance.

2025-26 Capital, Maintenance and Equipment Projects:

The purpose of the Capital, Maintenance, and Equipment Project (CMEP) is to systematically plan, schedule, budget, and finance capital projects to ensure cost effectiveness and efficiency of construction.

General Fund CMEPs will be budgeted in the Capital Projects – General Fund, while Enterprise and Internal Service Fund CMEPs will be budgeted in the individual funds.

The City Manager’s Office, in combination with the Public Works and Finance Departments, reviewed the project proposals and determine a listing of projects. CM EP projects that were previously approved but do not start by the end of the year will be ineligible for carryover to the new budget.

This section is designed to incorporate appropriation authority for approved, maintenance and equipment projects proposed in the 2025 -26 Mid -Cycle Budget Update. Capital projects range from road maintenance or construction to the renovation of municipal buildings, recreation centers and ball fields, to water main and sewerage system replacement. The first two years of the Cap ital Improvement Plan (CIP) were approved Incoming resources
(Revenues/Transfers In)
are budgeted twice
Provider Fund
Records Operating Revenue
from the normal course of
business
Records an Expense in the
form of a Transfer Out (e.g.,
for its share of debt
payments)
Recipient Fund
Records Revenue (in the
form of a Transfer In)
received from another fund
Records an Expense when
using the transferred funds
(e.g., to make a debt
payment)
Citywide Budget
Perspective
Outgoing resources
(Expenditures/Transfers Out)
are budgeted twice
$329,120,940
FY 2025-26 Adopted
Appropriations excluding
Interfund Transfers
$391,089,842
FY 2025-26 Proposed
Appropriations excluding
Interfund Transfers
13 by the City Council with the adoption of the Fiscal Year 2024 -26 Budget, while the following years are subject to future Council approval. However, individual capital projects and their estimated budgets may also b e approved by separate City Council action throughout the fiscal year, allowing the planned appropriations to be carried forward each year until project completion. Recommended funding for new capital projects is based on departmental priorities. Additionally, all projects submitted by departments were subject to review against the following criteria: 1) additional funds needed to make committed projects operational; 2) required to meet a legal or policy mandate; 3) required to improve unacceptable health and/or safety concerns; 4) required to maintain existing facilities or assets; 5) required to maintain existing service levels; 6) reduces other City costs; 7) will enhance and maximize operational efficiencies; and, 8) other justifications to merit consideration.

Staff reviewed 94 CMEPs, of which 90 are recommended for approval. In all, the adopted CMEP Budget for 2025-26 consists of $80.7 million in appropriations, which is an increase of $27.1 million from the previously adopted $53.6 million.

The proposed budget strives to maintain service levels to the public, invests in needed City infrastructure, and undertakes many projects that will directly benefit residents.

Fiscal Considerations
Proposed FY 2025-26 General Fund appropriations (including Measure U) are $147.6 million, an increase of 5.0 percent from those previously adopted. General Fund and Measure U revenues are forecast to continue to fall short of operational and capital expenses in each fund for FY 2025-26 by $20.3 million and $6.1 million, respectively, for a combined total of $26.4 million. The draw of the projected $1.3 million of fund balance in the Measure U Fund leaves a gap of $25.1 million to be closed. In addition, the General Fund Capital Projects Fund is projected to have a shortfall of $3.5 million. At this time, staff recommended actions to balance FY 2025-26 include:

1. Cancel additional General Fund reserves for unfunded liability pension payments in the amount of $5.9 million, thereby leaving a balance of $4.0 million in reserves for unfunded liability pension payments, and

2. Cancel the balance of LEAF reserves in the amount of $22.7 million with $14.4 million used to balance the General Fund, $4.8 million used to balance the Measure U Fund, and $3.5 million used to balance the General Fund Capital Projects Fund, thereby depleting LEAF reserves.

The proposed appropriation for all operating funds in FY 2025 -26 is $329.9 million, an increase of 13.6 percent from those previously adopted. The proposed appropriation for all funds (including capital projects, internal service funds, landscape services, mitigation, and grant funds) in FY 2025-26 is $407.8 million, an increase of 17.6 percent from those previously adopted.

14 Next Steps
The Finance Department and all City Departments will engage in a rebalancing initiative to develop a plan to address the structural deficit. This will entail the following:
 Revisiting the FY 2024-25 Year-End Estimates. These estimates were developed in Quarter 3, and updating these estimates will update expenses a nd revenues that were experienced and not accounted for. Additionally, any other costs that were not included in the projections will be updated. This process will assist in updating fund balances that will help with the rebalancing effort.  Vacant Position evaluation. This will involve a review of persistent vacancies and chilled positions and how they are affecting the budget.  Departmental budget re-evaluation. This will involve a review of all revenues and expenses for each department.
 Revenue generation opportunity evaluation. This will involve looking into potential revenue-generation initiatives.
 Development of short - and long -term rebalancing initiatives that resolve the structural deficit and assist with strategic planning for the future.  Establish a City Council ad-hoc committee for the rebalancing initiative. Staff will bring back a request to establish this ad-hoc committee at a future City Council meeting.

Staff will plan to return in the fall with an update to the City Council on the plan to move forward.

Impact to the Community
Adoption of the FY 2025 -26 Proposed Budget sets the stage for 2025 -26 service levels to remain intact. Any service level impacts identified through the upcoming rebalancing initiative will be presented to the City Council in the Fall of 2025.

ATTACHMENTS:

A: Resolution
B: Summary of Proposed Revenues
C: Summary of Proposed Appropriations
D: Revenue and Expenditures by Fund and Category
E: Fund Analysis
F: Position Allocation by Fund and Position Allocation by Department G: Proposed Supplemental Budget Requests
H: Capital Projects by Category

ATTACHMENT A
RESOLUTION NO.

A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF SANTA MARIA, CALIFORNIA, APPROVING
AMENDMENTS TO THE FISCAL YEAR 2025-26 MID-

CYCLE CITY BUDGET, AND DELEGATING THE

CITY MANAGER TO IMPLEMENT THE SAME

WHEREAS, the 2025-26 Budget of the City of Santa Maria had previously been adopted by the City Council; and

WHEREAS, certain amendments are appropriate at this time and the amended 2025-26 Budget is in final form and substance satisfactory to the City Council.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Santa Maria, California, as follows:

SECTION 1. All amendments as approved by the City Council as part of the Mid - Cycle Budget Review be incorporated into the 2025-26 Budget; and

SECTION 2. Said Budget of the City of Santa Maria for 2025 -26 and the summaries incorporated by reference fully set forth herein, is hereby adopted in the form on file with the Chief Deputy City Clerk; and

SECTION 3. The City Manager is hereby authorized to take all necessary actions to implement the provisions of the said Budget as adopted on this date, including the policy actions referenced in the Council Agenda Report, future adjustments to the Budget for unanticipated expenditures offset by revenues, transfers of Budget amounts within a Fund, and any other adjustments approved by the City Council during the fiscal year including the approval of change order requests for City Council-approved projects; and

SECTION 4. Approve the re commended new job classifications as presented in the mid -cycle Budget and delegate authority to the City Manager to approve their respective Job Description (Specifications); and

SECTION 5. Authorize the City Manager or his designee to approve grant applications; and

SECTION 6. The use of three reserve funds (General Fund, Measure U, and Local Economic Augmentation Fund) may be used in 202 5-26 to fund the authorized , aforementioned adopted budget; and

SECTION 7. All other provisions of Resolution No. 2024-92 shall be in effect; and

SECTION 8. All encumbrances as of June 30 th of each year, as represented by outstanding purchase orders and approved capital projects in process, are hereby authorized to be carried forward and appropriated into the next fiscal year budget as determined by the Director of Finance; and

ATTACHMENT A
SECTION 9. The City Manager is hereby authorized to process the carry-over of funds from 2024-25 to 2025-26 as determined by the Director of Finance in accordance with the Council adopted financial policies and GASB; and

SECTION 10. The City Manager is hereby authorized to make administrative changes to the adopted budget record to reflect the City Council action taken at the Budget Hearing on June 3rd if any.

SECTION 11. The City Manager is also authorized, until otherwise directed, to continue to under-fill classifications by existing classifications when warranted to address operational demands, approve promotional opportunities for employees in established flexibility staffed positions based on merit and full journey -level experience; continue the performance-based pay program for management employees on employment contracts; entering into side letters of agreement with the employee bargaining groups to address operational issues when warranted; and

SECTION 12. The City Manager is authorized to approve the purchase of capital equipment and replacement equipment for the 202 5-26 fiscal year, as delineated in the Capital Projects section in conformance with the City’s purchasing guidelines and any applicable State and Federal guidelines; and

SECTION 13. All General Fund operating surplus as of June 30th of each year will revert equally to General Fund Assigned Fund Bal ance for Unfunded Pension Benefits, the Capital Projects fund for “one-time-only” General Fund expenditures , and to Local Economic Augmentation Fund (LEAF) until the LEAF fund balance reaches 5 percent of operating General Fund and Measure U operating appropriations; and

SECTION 14. The Chief Deputy City Clerk is hereby authorized to make minor changes herein to address clerical errors, so long as substantial conformance of the intent of this document is maintained. In doing so, the Chief Deputy City Clerk shall consult with the City Manager and City Attorney concerning any changes deemed necessary.

///

ATTACHMENT A
PASSED AND ADOPTED at a regul ar meeting of the City Council of the City of Santa Maria on this 3rd day of June 2025.

ATTEST:

Chief Deputy City Clerk

Mayor

APPROVED AS TO FORM:
_______________________________
City Attorney
APPROVED AS TO CONTENT:
_______________________________
Department Director
_______________________________
Interim City Manager

SUMMARY OF PROPOSED REVENUES

PREVIOUSLY MID-CYCLE

ADOPTED ESTIMATED ADOPTED PROPOSED INCREASE /
2024-25 2024-25 2025-26 2025-26 (DECREASE)
GENERAL FUND:

Taxes:

Property Tax 26,498,432 $ 27,698,745 $ 26,973,829 $ 28,887,596 $ 1,913,767 $ Sales Tax 31,872,153 30,621,276 32,788,765 31,665,725 (1,123,040) Transient Occupancy Tax 4,273,426 4,023,430 4,273,426 4,023,430 (249,996) Other Taxes 6,237,590 6,190,283 6,237,590 6,756,675 519,085 Total Taxes 68,881,601$ 68,533,734$ 70,273,610$ 71,333,426$ 1,059,816$ Revenues from Other Agencies:

Other Subventions 573,676$ 1,823,013$ 573,676$ 606,881$ 33,205$ Total Revenues from Other Agencies 573,676$ 1,823,013$ 573,676$ 606,881$ 33,205$ Charges for Services
Impacted Soil & Surplus Water
Other Charges for Services 7,298,921$ 7,957,474$ 7,516,939$ 7,059,673$ (457,266)$ Total Charges for Services 7,298,921$ 7,957,474$ 7,516,939$ 7,059,673$ (457,266)$ Other Revenues 209,376$ 249,687$ 209,426$ 247,573$ 38,147$ Licenses, Permits, & Fines 3,325,334 4,701,997 3,323,334 3,803,834 480,500 Interest and Use of Property 2,959,513 3,003,854 2,959,513 2,976,515 17,002 Transfers In 16,900,130 9,001,146 8,563,862 8,563,862 Sub-Total General Fund 100,148,551$ 95,270,905$ 93,420,360$ 94,591,764$ 1,171,404$ MEASURE U FUND:

Transactions & Use Tax 26,544,951$ 25,533,465$ 26,715,000$ 26,339,331$ (375,669)$ Operating Transfers In
Interest and Use of Property 171,354 171,354 171,354 171,354
Sub-Total Measure U Fund 26,716,305$ 25,704,819$ 26,886,354$ 26,510,685$ (375,669)$ Total General Funds 126,864,856$ 120,975,724$ 120,306,714$ 121,102,449$ 795,735$ ENTERPRISE FUNDS:

Water Resources:

Charges for Services 59,034,878$ 59,034,878$ 63,254,361$ 63,254,361$ Interest and Use of Property 1,408,497 1,408,497 1,408,497 1,408,497 Other Revenue 966,622 1,056,622 1,071,290 1,071,290 Sub-Total Water Resources Funds 61,409,997$ 61,499,997$ 65,734,148$ 65,734,148$ -$ Solid Waste:

Charges for Services 36,649,168$ 36,649,168$ 38,165,777$ 38,165,777$ Interest and Use of Property 720,094 720,094 720,094 720,094 Other Revenue 152,979 195,812 155,272 155,272 Sub-Total Solid Waste Funds 37,522,241$ 37,565,074$ 39,041,143$ 39,041,143$ -$ Public Transit:

Revenue From Other Agencies 20,930,701$ 32,456,226$ 20,931,429$ 20,478,672$ (452,757)$ Passenger Fares 642,641 642,641 691,261 691,261 Other Revenue 2,022,818 1,537,966 2,022,818 2,022,818 Sub-Total Public Transit Funds 23,596,160$ 34,636,833$ 23,645,508$ 23,192,751$ (452,757)$ Radio/Technology
Charges for Services 1,729,459$ 1,467,909$ 1,729,459$ 1,694,859$ (34,600)$
Interest and Use of Property
Sub-Total Radio/Technology Fund 1,729,459$ 1,467,909$ 1,729,459$ 1,694,859$ (34,600)$ Total Enterprise Funds 124,257,857$ 135,169,813$ 130,150,258$ 129,662,901$ (487,357)$ SPECIAL REVENUE FUNDS:

Library 5,517,537$ 4,988,677$ 5,692,582$ 5,208,149$ (484,433)$ Park Acquisition & Development 629,623 629,623 629,623 629,623 Park Residential Development Tax 66,880 66,880 66,880 66,880 County Measure A 7,997,327 8,116,852 7,382,731 8,073,387 690,656 CDBG - Block Grant 1,565,083 2,547,875 1,565,083 1,565,083 Economic Development 6,880 6,880 6,880 6,880
Public Access TV 294,128 294,128 294,128 294,128 Traffic Safety 370,000 370,000 370,000 370,000 Total Special Revenue Funds 16,447,458$ 17,020,915$ 16,007,907$ 16,214,130$ 206,223$ TOTAL OPERATING FUNDS 267,570,171$ 273,166,452$ 266,464,879$ 266,979,480$ 514,601$ LANDSCAPE SERVICES, MITIGATION & GRANT FUNDS:

Growth Mitigation 4,733,351$ 3,875,966$ 4,733,351$ 4,733,351$ Landscape Services 7,232,873 8,222,333 7,249,393 7,249,393 Stowell Parking & Lighting 86,800 92,764 86,800 86,800 Grant Funds
Total Landscape Services, Mitigation & Grant
Funds
12,053,024$ 12,191,063$
12,069,544$ 12,069,544$ -$

ATTACHMENT B
1 SUMMARY OF PROPOSED REVENUES

PREVIOUSLY MID-CYCLE

ADOPTED ESTIMATED ADOPTED PROPOSED INCREASE /
2024-25 2024-25 2025-26 2025-26 (DECREASE)
CAPITAL PROJECTS FUNDS:

General Fund 2,244,802 $ 12,234,853 $ 2,244,802 $ 2,875,334 $ 630,532 $ Gas Tax & Local Transportation 6,064,282 6,142,677 6,066,045 6,066,045 Developer/Grant Street Projects 3,327,000 7,134,507 8,608,000 10,743,480 2,135,480 Total Capital Projects Funds 11,636,084$ 25,512,037$ 16,918,847$ 19,684,859$ 2,766,012$ INTERNAL SERVICE FUNDS:

Fleet Services 10,989,715$ 15,077,297$ 10,989,715$ 10,989,715$ Equipment 4,400,941 5,810,942 4,400,941 5,666,642 1,265,701 Insurance 17,158,500 17,158,500 13,828,500 22,325,500 8,497,000 Total Internal Service Funds 32,549,156$ 38,046,739$ 29,219,156$ 38,981,857$ 9,762,701$ TOTAL CITY REVENUES 323,808,435$ 348,916,291$ 324,672,426$ 337,715,740$ 13,043,314$

ATTACHMENT B
2 SUMMARY OF PROPOSED APPROPRIATIONS

PREVOUSLY MID-CYCLE

ADOPTED ESTIMATED ADOPTED PROPOSED INCREASE/
2024-25 2024-25 2025-26 2025-26 (DECREASE)
GENERAL FUND:

Mayor & Council 210,716$ 210,716$ 227,015$ 299,358$ 72,343$ City Attorney 1,816,866 1,821,674 1,878,493 1,975,752 97,259 City Manager 11,626,021 11,316,381 11,917,704 12,991,048 1,073,344 Finance 15,203,66 4 14,193,729 12,229,624 11,451,833 (777,791) Community Development 6,090,768 7,251,939 6,354,137 6,880,630 526,493 Recreation & Parks 12,988,690 12,835,634 13,228,980 13,518,353 289,373 Fire 13,762,535 13,300,896 14,195,037 15,281,873 1,086,836 Police 41,626,82 6 38,964,623 43,405,481 46,328,230 2,922,749 Public Works 5,392,822 5,447,233 5,665,389 6,213,438 548,049 Sub-Total General Fund 108,718,908$ 105,342,825$ 109,101,860$ 114,940,515$ 5,838,655$ MEASURE U FUND:

Police 12,835,790$ 12,869,674$ 13,568,555$ 14,161,740$ 593,185$ Fire 11,945,87 8 17,163,767 12,561,827 13,014,868 453,041 Recreation & Parks 3,071,312 3,254,463 3,152,287 3,216,641 64,354 Library 1,014,709 1,014,709 1,025,97 0 1,015,154 (10,816) Community Development 824,287 824,287 884,148 953,525 69,377 City Attorney - - - - -
City Manager 1,435,220 1,420,220 247,700 251,401 3,701 Finance 2,757 2,757 2,757 2,757 -
Sub-total Measure U Fund 31,129,953$
36,549,877$ 31,443,244$ 32,616,086$ 1,172,842$ Total General Funds 139,848,861$ 141,892,702$ 140,545,104$ 147,556,601$ 7,011,497$ ENTERPRISE FUNDS:

Water Resources 64,055,323$ 87,645,118$ 77,154,826$ 81,278,603$ 4,123,777$ Solid Waste 54,134,82 2 64,520,112 37,815,781 42,358,400 4,542,619 Public Transit 15,638,045 28,299,787 16,224,857 39,239,671 23,014,814 Radio/Technology 839,188 839,188 872,663 902,519 29,856 Total Enterprise Funds 134,667,378$ 181,304,205$ 132,068,127$ 163,779,193$ 31,711,066$ SPECIAL REVENUE FUNDS:

Library 5,517,537$ 5,814,346$ 5,692,582$ 5,208,149$ (484,433)$ Park Acq. & Development 150,000 558,663 150,000 675,000 525,000 Park Residential Development Tax 500,000 1,526,896 500,000 175,000 (325,000) Business Attraction Loan - - - - -
County Measure A 8,551,450 14,427,976 9,201,358 10,181,757 980,399 CDBG-Block Grant 1,540,952 2,532,275 1,540,952 1,540,952 - Economic Development 130,000 130,000 130,000 130,000 -
Public Access TV 167,875 299,875 150,300 271,948 121,648 Traffic Safety 340,250 340,250 340,250 340,250 -
Total Special Revenue Funds 16,898,064$
25,630,281$ 17,705,442$ 18,523,056$ 817,614$ TOTAL OPERATING FUNDS 291,414,303$ 348,827,188$ 290,318,673$ 329,858,850$ 39,540,177$

LANDSCAPE SERVICES, MITIGATION & GRANT FUNDS
Growth Mitigation 8,167,000$ 25,902,081$ 4,952,720$ 5,076,197$ 123,477$ Landscape Maintenance Services 7,052,161 7,670,137 6,941,799 8,236,518 1,294,719 Stowell Parking & Lighting 31,666 31,666 31,666 31,618 (48) Grant Funds -
- - - -
Total Landscape Services, Mitigation & Grant
Funds
15,250,827$ 33,603,884$ 11,926,185$ 13,344,333$ 1,418,148$ CAPITAL PROJECT FUNDS:

General Capital Projects Fund 3,507,850$ 31,075,702$ 2,849,658$ 9,300,572$ 6,450,914$ Gas Tax & Local Transportation 6,151,677 7,929,825 6,066,045 6,066,045 - Developer/Grant Projects 1,977,000 8,297,645 6,818,000 7,913,480 1,095,480 Total Capital Projects Funds 11,636,527 $ 47,303,172 $ 15,733,703 $ 23,280,097 $ 7,546,394 $ INTERNAL SERVICE FUNDS:

Fleet Services 14,537,549 $ 23,902,109$ 8,697,649$ 11,336,113$ 2,638,464$ Bus., Comm., & Tel. Equipment 3,748,124 4,703,469 3,857,124 7,459,094 3,601,970 Local Economic Aug. Fund 8,336,268 419,427 - - - Insurance & Workers' Comp. 19,051,984 19,076,484 16,331,972 22,518,900 6,186,928 Total Internal Serivce Funds 45,673,925 $ 48,101,489 $ 28,886,745 $ 41,314,107 $ 12,427,362 $ TOTAL CITY APPROPRIATIONS 363,975,582 $ 477,835,733 $ 346,865,306 $ 407,797,387 $ 60,932,081 $

ATTACHMENT C
1 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26

GENERAL FUND
General Fund (Fund 001)
Revenues & Transfers In
Taxes
Property Tax 25,253,482$ 26,723,568$ 26,498,432$ 27,698,745$ 26,973,829$ 28,887,596$ Sales Tax 31,867,156 30,978,619 31,872,153 30,621,276 32,788,765 31,665,725 Transient Occupancy 4,478,613 4,021,568 4,273,426 4,023,430 4,273,426 4,023,430 Other Taxes 5,852,024 6,246,481 6,237,590 6,190,283 6,237,590 6,756,675 Total Taxes 67,451,275$ 67,970,235$ 68,881,601$ 68,533,734$ 70,273,610$ 71,333,426$ Revenues from Other Agencies
Other Subventions 1,335,754 $ 1,021,036$ 573,676$ 1,823,013$ 573,676$ 606,881$ Total Revenues from Other Agencies 1,335,754$ 1,021,036$ 573,676$ 1,823,013$ 573,676$ 606,881$ Charges for Services
Impacted Soil & Surplus Water 656,346$ 99,361$ -$ -$ -$ -$ Other Charges for Services 6,297,346 5,881,392 7,298,921 7,957,474 7,516,939 7,059,673 Total Charges for Services 6,953,692$ 5,980,753$ 7,298,921$ 7,957,474$ 7,516,939$ 7,059,673$ Other Revenue 382,194 1,586,623 209,376 249,687 209,426 247,573 Licenses, Permits & Fines 4,211,829 3,757,159 3,325,334 4,701,997 3,323,334 3,803,834 Interest and Use of Property 521,688 7,992,263 2,959,513 3,003,854 2,959,513 2,976,515 Transfers In 6,756,544 8,856,956 16,900,130 9,001,146 8,563,862 8,563,862 Total Revenues & Transfers In 87,612,975$ 97,165,025$ 100,148,551$ 95,270,905$ 93,420,360$ 94,591,764$ Expenditures & Transfers Out
Salaries & Benefits 55,067,746 $ 58,661,842$ 73,047,845$ 67,077,410$ 76,671,148$ 82,353,978$ Services & Supplies 20,659,062 24,727,615 25,276,143 27,899,628 25,190,748 26,383,394 Capital & Outside Agencies 5,171,211 2,809,712 1,800,468 2,487,084 1,800,468 2,431,000 Debt Service 286,266 288,266 266,912 267,252 266,911 266,911 Transfers 3,884,204 3,042,031 8,327,540 7,611,451 5,172,585 3,505,232 Total Expenditures & Transfers Out 85,068,489$ 89,529,467$ 108,718,908$ 105,342,825$ 109,101,860$ 114,940,515$ General Fund Surplus/(Shortfall) 2,544,485$ 7,635,559 $ (8,570,357)$ (10,071,920)$ (15,681,500)$ (20,348,751)$ Measure U (Fund 011)
Revenues & Transfers In
Measure U Transaction & Use Tax 26,461,516 $ 25,656,492$ 26,544,951$ 25,533,465$ 26,715,000$ 26,339,331$ Interest Income 642,979 290,617 171,354 171,354 171,354 171,354 Operating Transfers In - - - - - -
Total Revenues & Transfers In 27,104,495$ 25,947,109$ 26,716,305$ 25,704,819$ 26,886,354$ 26,510,685$ Expenditures & Transfers Out
Salaries & Benefits 20,888,021 $ 24,802,183$ 24,833,962$ 24,833,962$ 26,412,353$ 27,589,320$ Services & Supplies 3,516,970 2,419,781 3,765,838 3,046,107 3,765,738 3,761,613 Capital & Outside Agencies 1,282,505 1,781,637 1,285,000 7,424,655 20,000 20,000 Debt Service - 13,090 - - - -
Transfers 1,777,777 1,778,255 1,245,153 1,245,153 1,245,153 1,245,153 Total Expenditures & Transfers Out 27,465,273$ 30,794,947$ 31,129,953$ 36,549,877$ 31,443,244$ 32,616,086$ Measure U Surplus/(Shortfall) (360,778)$ (4,847,838)$ (4,413,648)$ (10,845,058)$ (4,556,890)$ (6,105,401)$ TOTAL GENERAL FUND SURPLUS/(SHORTFALL) 2,183,707$ 2,787,721 $ (12,984,005)$ (20,916,978)$ (20,238,390)$ (26,454,152)$

ENTERPRISE FUNDS
Water Resources
(Funds 002 & 004)
Revenues & Transfers In
Water Sales 41,981,610 $ 44,900,548$ 44,994,344$ 44,994,344$ 49,150,770$ 49,150,770$ Wastewater Charges 13,424,414 14,608,076 13,485,034 13,485,034 13,542,536 13,542,536 Connections & Reimbursements 1,085,841 2,672,298 555,500 555,500 561,055 561,055 Interest Income 985,923 5,974,202 1,426,497 1,426,497 1,426,497 1,426,497 Other 1,467,779 1,776,973 948,622 1,038,622 1,053,290 1,053,290 Total Revenues & Transfers In 58,945,567 $ 69,932,096 $ 61,409,997 $ 61,499,997 $ 65,734,148 $ 65,734,148 $ Expenditures & Transfers Out
Salaries & Benefits 7,942,199 $ 6,998,621$ 9,785,429$ 9,742,633$ 10,363,472$ 11,566,210$ Services & Supplies 10,809,120 9,644,017 12,657,507 13,378,475 12,344,027 14,232,436 Capital & Outside Agencies 22,076,368 24,960,151 36,425,200 59,336,823 49,256,640 50,289,270 Debt Service 1,377,925 1,334,869 3,622,100 3,622,100 3,625,600 3,625,600 Transfers 793,252 793,252 1,565,087 1,565,087 1,565,087 1,565,087 Total Expenditures & Transfers Out 42,998,864$ 43,730,909$ 64,055,323$ 87,645,118$ 77,154,826$ 81,278,603$ Water Resources Surplus/(Shortfall) 15,946,703$ 26,201,186 $ (2,645,326)$ (26,145,121)$ (11,420,678)$ (15,544,455)$

ATTACHMENT D
1 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26
Solid Waste (Funds 003 & 010)
Revenues & Transfers In
Charges for Service 31,761,697$ 34,454,002$ 36,649,168$ 36,649,168$ 38,165,777$ 38,165,777$ Interest Income 324,688 2,166,790 720,094 720,094 720,094 720,094 Other Income 7,339,112 1,782,022 152,979 168,177 155,272 155,272 State Grants 66,258
185,428 - 27,635
- -
Total Revenues & Transfers In 39,491,755$ 38,588,242$ 37,522,241$ 37,565,074$ 39,041,143$ 39,041,143$ Expenditures & Transfers Out
Salaries & Benefits 6,533,006 $ 6,882,480$ 9,772,213$ 9,751,134$ 10,315,342$ 11,512,478$ Services & Supplies 27,962,781 24,985,605 25,061,105 25,779,244 25,003,195 26,803,498 Capital & Outside Agencies 1,163,170 2,172,953 18,003,080 27,691,310 1,198,820 2,744,000 Debt Service - - - - - -
Transfers 898,021 898,021 1,298,424 1,298,424 1,298,424 1,298,424 Total Expenditures & Transfers Out 36,556,979$ 34,939,060$ 54,134,822$ 64,520,112$ 37,815,781$ 42,358,400$ Solid Waste Surplus/(Shortfall) 2,934,776$ 3,649,182 $ (16,612,581)$ (26,955,038)$ 1,225,362$ (3,317,257)$ Public Transit (Funds 066 & 067)
Revenues & Transfers In
Federal Grant - Operating 1,226,793$ 66,263$ 4,228,069$ 11,877,446$ 4,228,069$ 4,228,069$ Federal Grant - Capital 1,365,189 3,241,963 9,803,637 13,210,395 9,803,637 9,803,637 State Gas Tax 9,412,258 5,830,308 7,415,648 7,378,386 7,416,376 6,963,619 Passenger Fares 649,031 638,714 647,841 664,641 696,461 696,461 Interest 415,427 478,612 325,965 325,965 325,965 325,965 Other 583,972 2,397,281 1,175,000 1,180,000 1,175,000 1,175,000 Total Revenues & Transfers In 13,652,670 $ 12,653,141 $ 23,596,160 $ 34,636,833 $ 23,645,508 $ 23,192,751 $ Expenditures & Transfers Out
Salaries & Benefits 602,046 $ 1,044,080$ 862,819$ 862,819$ 913,127$ 1,136,810$ Services & Supplies 7,357,958 6,924,668 9,284,422 8,716,749 8,860,926 9,279,683 Capital & Outside Agencies 1,428,092 1,464,320 5,120,000 18,349,415 6,080,000 28,452,374 Debt Service - - - - - -
Transfers 111,216 111,216 370,804 370,804 370,804 370,804 Total Expenditures & Transfers Out 9,499,311$ 9,544,284$ 15,638,045$ 28,299,787$ 16,224,857$ 39,239,671$ Public Transit Surplus/(Shortfall) 4,153,360$ 3,108,857 $ 7,958,115 $ 6,337,046 $ 7,420,651 $ (16,046,920)$ Radio/Technology (Fund 023)
Revenues & Transfers In
Charges for Service 15,819$ 15,732$ 14,970$ 14,970$ 14,970$ 14,970$ Interest Income - - 17,429
17,429
17,429
17,429
Operating Transfers In 1,486,580 1,461,070 1,697,060 1,435,510 1,697,060 1,662,460 Other - - - - - -
Total Revenues & Transfers In 1,502,399$ 1,476,802$ 1,729,459$ 1,467,909$ 1,729,459$ 1,694,859$ Expenditures & Transfers Out
Salaries & Benefits 236,591 $ 329,439$ 367,594$ 367,594$ 389,069$ 418,925$ Services & Supplies 510,107 575,827 438,500 438,500 450,500 450,500 Capital & Outside Agencies - - - - - -
Debt Service - - - - - -
Transfers 18,694 1
8,694 3
3,094 3
3,094 3
3,094 3
3,094
Tot
al Expenditures & Transfers Out 765,392$ 923,961$ 839,188$ 839,188$ 872,663$ 902,519$ Radio/Technology Surplus/(Shortfall) 737,007$ 552,841$ 890,271$ 628,721$ 856,796$ 792,340$

TOTAL ENTERPRISE FUNDS

SURPLUS/(SHORTFALL)
23,771,845$ 33,512,067 $ (10,409,521) $ (46,134,392) $ (1,917,869) $ (34,116,292)$

SPECIAL REVENUE FUNDS
Library (Fund 009)
Revenues & Transfers In
County Grants 1,677,996$ 1,717,361$ 1,387,614$ 1,709,234$ 1,387,614$ 2,555,534$ State Grants 182,532 175,852 - - - - Charges for Service 247,495 369,380 156,263 156,234 156,263 171,263 Operating Transfers In 2,237,340 1,373,881 3,973,660 3,123,209 4,148,705 2,481,352 Total Revenues & Transfers In 4,345,363$ 3,636,474$ 5,517,537$ 4,988,677$ 5,692,582$ 5,208,149$ Expenditures & Transfers Out
Salaries & Benefits 2,256,561 $ 2,101,499$ 3,373,856$ 3,373,856$ 3,533,901$ 3,140,909$ Services & Supplies 1,261,520 1,582,728 1,311,634 1,520,817 1,326,634 1,235,193 Capital & Outside Agencies 11,407 3 2,466 - 8 7,626 - - Debt Serv
ice - - - - - -
Transfers 534,979 534,979 832,047 832,047 832,047 832,047 Total Expenditures & Transfers Out 4,064,467$ 4,251,672$ 5,517,537$ 5,814,346$ 5,692,582$ 5,208,149$ Library Surplus/(Shortfall) 280,896$ (615,198)$ -$ (825,669)$ -$ -$

ATTACHMENT D
2 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26
Quimby Park Acquisition & Development (Fund 016)
Revenues & Transfers In
Park Acquisition Fees 302,419$ 145,808$ 629,623$ 629,623$ 629,623$ 629,623$ Total Revenues & Transfers In 302,419 $ 145,808 $ 629,623 $ 629,623 $ 629,623 $ 629,623 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - - - -
Capital & Outside Agencies 855,194 347,859 150,000 558,663 150,000 675,000 Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 855,194$ 347,859$ 150,000$ 558,663$ 150,000$ 675,000$ Quimby Park Acquisition & Development
Surplus/(Shortfall)
(552,775)$ (202,051) $ 479,623 $ 70,960 $ 479,623 $ (45,377) $ Residential Development Tax (Fund 028)
Revenues & Transfers In
Park Development Fees 64,844$ 95,364$ 66,880$ 66,880$ 66,880$ 66,880$ Total Revenues & Transfers In 64,844 $ 95,364 $ 66,880 $ 66,880 $ 66,880 $ 66,880 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - - - -
Capital & Outside Agencies 117,803 156,078 500,000 1,526,896 500,000 175,000 Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 117,803$ 156,078$ 500,000$ 1,526,896$ 500,000$ 175,000$ Residential Development Tax
Surplus/(Shortfall)
(52,959)$ (60,714)$ (433,120)$ (1,460,016)$ (433,120)$ (108,120)$ Economic Development (Fund 040)
Revenues & Transfers In
Loan Repayments 6,781$ 1 7,819$ 6,880$ 6 ,880$ 6 ,880$ 6 ,880$ Total Revenues & Transfers In
6,781$
17,819$ 6,880$
6,880$
6,880$
6,880$
Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies 60,000 3 4,250 130, 000 130,000 130,000 130,000 Capital & Outside Agencies - - - - - -
Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 60,000$ 34,250$ 130,000$ 130,000$ 130,000$ 130,000$ Economic Development Surplus/(Shortfall) (53,219)$ (16,431)$ (123,120)$ (123,120)$ (123,120)$ (123,120)$ Measure A (Fund 068)
Revenues & Transfers In
Sales Tax (County 1/2 % - Meas A) 7,731,517$ 6,890,064$ 7,638,677$ 7,756,861$ 7,024,081$ 7,714,737$ Interest Income 106,611 515,865 105,950 105,950 105,950 105,950 Other 818,608 754,170 252,700 254,041 252,700 252,700 Total Revenues & Transfers In 8,656,735 $ 8,160,098 $ 7,997,327 $ 8,116,852 $ 7,382,731 $ 8,073,387 $ Expenditures & Transfers Out
Salaries & Benefits 2,180,828 $ 2,437,923$ 3,230,060$ 3,230,838$ 3,401,402$ 3,681,535$ Services & Supplies 1,670,037 1,956,091 1,645,080 1,645,080 1,675,080 2,153,626 Capital & Outside Agencies 1,860,685 1,911,762 2,274,908 8,150,656 2,723,474 2,945,194 Debt Service - - - - - -
Transfers 517,990 517,990 1,401,402 1,401,402 1,401,402 1,401,402 Total Expenditures & Transfers Out 6,229,540$ 6,823,767$ 8,551,450$ 14,427,976$ 9,201,358$ 10,181,757$ Measure A Surplus/(Shortfall) 2,427,195$ 1,336,332 $ (554,123)$ (6,311,124)$ (1,818,627)$ (2,108,370)$ Community Development Block Grant (Fund 948)
Revenues & Transfers In
CDBG Federal Grants 2,751,275 $ 1,747,535$ 1,540,952$ 2,532,275$ 1,540,952$ 1,540,952$ Program Income 15,044 3 4,507 2 4,131 1 5,600 2 4,131 2 4,131 Total Revenues & Transfers In 2,766,319$ 1,782,042$ 1,565,083$ 2,547,875$ 1,565,083$ 1,565,083$ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies 686,249 737,985 - 1,092,195 - - Capital & Outside Agencies 108,528 19,003 827, 628 74,948 827, 628 827,628 Debt Service - - - - - -
Transfers 1,965,834 996,207 713,324 1,365,132 713,324 713,324 Total Expenditures & Transfers Out 2,760,612$ 1,753,196$ 1,540,952$ 2,532,275$ 1,540,952$ 1,540,952$ Community Development Block Grant
Surplus/(Shortfall)
5,708$ 28,847$ 24,131$ 15,600$ 24,131$ 24,131$

ATTACHMENT D
3 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26
SM Community TV (Fund 998)
Revenues & Transfers In
Franchise Grant 260,709 $ 236,908$ 240,000$ 240,000$ 240,000$ 240,000$ PEG Access-Contributions 50,000
50,000
50,000
50,000
50,000
50,000
PEG-Program Revenue 59 - - - - -
I
nterest Income 2,541 2
6,002 4
,128 4
,128 4
,128 4
,128
Total Revenues & Transfers In 313,309$ 312,910$ 294,128$ 294,128$ 294,128$ 294,128$ Expenditures & Transfers Out
Salaries & Benefits 133,308 $ 16,553$ 40,999$ 40,999$ 43,424$ 47,482$ Services & Supplies 70,302 4 6,704 7 6,126 7 6,126 7 6,126 7 3,716 Capital & Outside Agencies - - 20,000 152, 000 - 120,000 Debt Serv
ice - - - - - -
Transfers 32,511 3
2,511 3
0,750 3
0,750 3
0,750 3
0,750
Tot
al Expenditures & Transfers Out 236,121$ 95,768$ 167,875$ 299,875$ 150,300$ 271,948$ SM Community TV Surplus/(Shortfall) 77,188$ 217,142 $ 126,253 $ (5,747)$ 143,828$ 22,180$ Traffic Safety (Fund 013)
Revenues & Transfers In
Franchise Grant 336,753 $ 453,634$ 370,000$ 370,000$ 370,000$ 370,000$ Total Revenues & Transfers In 336,753 $ 453,634 $ 370,000 $ 370,000 $ 370,000 $ 370,000 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies 26,245 5 2,940 4 0,250 4 0,250 4 0,250 4 0,250 Capital & Outside Agencies - - - - - -
Debt Service - - - - - -
Transfers 305,145 395,644 300,000 300,000 300,000 300,000 Total Expenditures & Transfers Out 331,390$ 448,584$ 340,250$ 340,250$ 340,250$ 340,250$ Traffic Safety Surplus/(Shortfall) 5,363$ 5,049$ 29,750$ 29,750$ 29,750$ 29,750$

TOTAL SPECIAL REVENUE FUNDS

SURPLUS/(SHORTFALL)
2,137,398$ 692,976 $ (450,606) $ (8,609,366)$ (1,697,535) $ (2,308,926) $

GROWTH MITIGATION, LANDSCAPE SERVICES & DEVELOPER/GRANT STREET PROJECTS Growth Mitigation (Fund 027)
Revenues & Transfers In
Growth Mitigation 2,589,634$ 6,337,557$ 4,733,351$ 3,875,966$ 4,733,351$ 4,733,351$ Total Revenues & Transfers In 2,589,634 $ 6,337,557 $ 4,733,351 $ 3,875,966 $ 4,733,351 $ 4,733,351 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - 150,000 - -
Capital & Outside Agencies 523,983 3,002,989 8,167,000 25,752,081 4,952,720 5,076,197 Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 523,983$ 3,002,989$ 8,167,000$ 25,902,081$ 4,952,720$ 5,076,197$ Growth Mitigation Surplus/(Shortfall) 2,065,650$ 3,334,568 $ (3,433,649)$ (22,026,115)$ (219,369)$ (342,846)$ Assessment Districts (Funds 031, 032, 033, 038)
Revenues & Transfers In
Landscape Services 6,764,002$ 7,084,072$ 7,232,873$ 8,222,333$ 7,249,393$ 7,249,393$ Total Revenues & Transfers In 6,764,002 $ 7,084,072 $ 7,232,873 $ 8,222,333 $ 7,249,393 $ 7,249,393 $ Expenditures & Transfers Out
Salaries & Benefits 1,165,814 $ 1,239,575$ 1,586,757$ 1,586,757$ 1,676,395$ 2,534,663$ Services & Supplies 2,670,455 2,996,993 3,375,463 3,375,463 3,375,463 3,731,914 Capital & Outside Agencies 1,653,871 1,354,711 200,000 251,254 - 80,000 Debt Serv
ice - - - - - -
Transfers 1,902,686 1,865,243 1,889,941 2,456,663 1,889,941 1,889,941 Total Expenditures & Transfers Out 7,392,825$ 7,456,522$ 7,052,161$ 7,670,137$ 6,941,799$ 8,236,518$ Assessment Districts Surplus/(Shortfall) (628,823)$ (372,450)$ 180,712$ 552,196$ 307,594$ (987,125)$ Stowell Parking & Lighting District (Fund 036)
Revenues & Transfers In
Stowell Parking & Lighting District 66,092$ 77,833$ 86,800$ 92,764$ 86,800$ 86,800$ Total Revenues & Transfers In 66,092 $ 77,833 $ 86,800 $ 92,764 $ 86,800 $ 86,800 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies 9,497 2 4,272 3 0,804 3 0,804 3 0,804 3 0,756 Capital & Outside Agencies - - - - - -
Debt Service - - - - - -
Transfers 1,297 1
,297 8
62 8
62 8
62 8
62 Tot
al Expenditures & Transfers Out 10,794$ 25,568$ 31,666$ 31,666$ 31,666$ 31,618$ Stowell Parking & Lighting District
Surplus/(Shortfall)
55,298$ 52,265 $ 55,134 $ 61,098 $ 55,134 $ 55,182 $

ATTACHMENT D
4 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26
Growth Mitigation, Landscape Services &
Developer/Grant Street Projects
Surplus/(Shortfall)
1,492,125$ 3,014,383 $ (3,197,803) $ (21,412,821)$ 143,359 $ (1,274,789)$

CAPITAL PROJECTS
Capital Projects-General (Fund 801)
Revenues & Transfers In
General Fund Capital Projects 4,604,013$ 12,063,733$ 2,244,802$ 12,234,853$ 2,244,802$ 2,875,334$ Total Revenues & Transfers In 4,604,013 $ 12,063,733 $ 2,244,802 $ 12,234,853 $ 2,244,802 $ 2,875,334 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - - - -
Capital & Outside Agencies 4,476,031 5,913,453 3,507,850 31,075,702 2,849,658 9,300,572 Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 4,476,031$ 5,913,453$ 3,507,850$ 31,075,702$ 2,849,658$ 9,300,572$ Capital Projects Surplus/(Shortfall) 127,982$ 6,150,280$ (1,263,048)$ (18,840,849)$ (604,856)$ (6,425,238)$ Gas Tax & Local Transportation (Fund 063)
Revenues & Transfers In
General Fund Capital Projects 5,342,990$ 5,730,555$ 6,064,282$ 6,142,677$ 6,066,045$ 6,066,045$ Total Revenues & Transfers In 5,342,990 $ 5,730,555 $ 6,064,282 $ 6,142,677 $ 6,066,045 $ 6,066,045 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - 535 2 6,580 1 3,297 2 6,580 2 6,580
Capital & Outside Agencies 6,217,882 5,394,271 5,474,162 7,265,593 5,388,530 5,388,530 Debt Service - - - - - -
Transfers 655,492 655,492 650,935 650,935 650,935 650,935 Total Expenditures & Transfers Out 6,873,374$ 6,050,298$ 6,151,677$ 7,929,825$ 6,066,045$ 6,066,045$ Gas Tax & Local Transportation
Surplus/(Shortfall)
(1,530,384)$ (319,743) $ (87,395) $ (1,787,148)$ - $ -$ Devel
oper/Grant Street Projects (Fund 064)
Revenues & Transfers In
General Fund Capital Projects 393,863$ 22,623$ 3,327,000$ 7,134,507$ 8,608,000$ 10,743,480$ Total Revenues & Transfers In 393,863 $ 22,623 $ 3,327,000$ 7,134,507 $ 8,608,000 $ 10,743,480 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - - - -
Capital & Outside Agencies 195,023 3,326,814 1,977,000 8,297,645 6,818,000 7,913,480 Debt Service - - - - - -
Transfers - - - - - -
Total Expenditures & Transfers Out 195,023$ 3,326,814$ 1,977,000$ 8,297,645$ 6,818,000$ 7,913,480$ Developer/Grant Street Projects
Surplus/(Shortfall)
198,840$ (3,304,191)$ 1,350,000$ (1,163,138)$ 1,790,000$ 2,830,000$

TOTAL CAPITAL PROJECTS

SURPLUS/(SHORTFALL)
(1,203,562)$ 2,526,346 $ (443) $ (21,791,135)$ 1,185,144$ (3,595,238)$

INTERNAL SERVICES
Fleet Services
(Fund 007)
Revenues & Transfers In
Fleet Services 13,551,393 $ 14,202,660$ 10,989,715$ 15,077,297$ 10,989,715$ 10,989,715$ Total Revenues & Transfers In 13,551,393 $ 14,202,660 $ 10,989,715 $ 15,077,297 $ 10,989,715 $ 10,989,715 $ Expenditures & Transfers Out
Salaries & Benefits 1,656,748 $ 1,881,985$ 2,010,879$ 2,013,620$ 2,131,674$ 2,291,302$ Services & Supplies 4,422,450 5,877,812 5,114,077 5,155,484 5,114,077 7,266,913 Capital & Outside Agencies (2,023,980) (2,662,173) 7,027,492 16,347,904 1,150,247 1,476,247 Debt Service 7,076 3
,797 8
3,450 8
3,450 - -
T
ransfers 199,639 199,639 301,651 301,651 301,651 301,651 Total Expenditures & Transfers Out 4,261,933$ 5,301,060$ 14,537,549$ 23,902,109$ 8,697,649$ 11,336,113$ Fleet Services Surplus/(Shortfall) 9,289,460$ 8,901,600 $ (3,547,834)$ (8,824,812)$ 2,292,066$ (346,398)$ Equipment (Funds 021, 022 & 023)
Revenues & Transfers In
Equipment 3,735,109$ 4,397,045$ 4,400,941$ 5,810,942$ 4,400,941$ 5,666,642$ Total Revenues & Transfers In 3,735,109 $ 4,397,045 $ 4,400,941 $ 5,810,942 $ 4,400,941 $ 5,666,642 $ Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies 1,441,413 1,533,710 2,380,500 2,380,500 2,489,500 2,266,900 Capital & Outside Agencies (76,422) (20,843) 1, 362,588 2,317,933 1,362,588 5,187,158 Debt Service - 1,917 - - - -
T
ransfers 4,659 4
,659 5
,036 5
,036 5
,036 5
,036
Tot
al Expenditures & Transfers Out 1,369,650$ 1,519,443$ 3,748,124$ 4,703,469$ 3,857,124$ 7,459,094$ Equipment Surplus/(Shortfall) 2,365,460$ 2,877,602 $ 652,817 $ 1,107,473 $ 543,817 $ (1,792,452)$

ATTACHMENT D
5 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2022-23
Actual
FY 2023-24
Adopted
FY 2024-25
Estimated
FY 2024-25
Adopted
FY 2025-26
Proposed
FY 2025-26
Local Economic Augmentation Fund (Fund 076)
Revenues & Transfers In
Local Economic Augmentation Fund 2,326,836$ 3,643,472$ -$ -$ -$ -$ Total Revenues & Transfers In
2,326,836$ 3,643,472$ -$
-$
-$
-$
Expenditures & Transfers Out
Salaries & Benefits - $ -$ -$ -$ -$ -$
Servic
es & Supplies - - - - - -
Capital & Outside Agencies - 6,839,650 - - - -
Debt Serv
ice - - - - - -
Transfers - 2,022,175 8,
336,268 419,427 - -
Total Expenditures & Transfers Out -$ 8,861,825$ 8,336,268$ 419,427$ -$ -$ Local
Economic Augmentation Fund
Surplus/(Shortfall)
2,326,836$ (5,218,353) $ (8,336,268) $ (419,427) $ - $ -$ Insurance (Funds 070, 072, & 073)
Revenues & Transfers In
Insurance 13,658,907 $ 13,834,495$ 17,158,500$ 17,158,500$ 13,828,500$ 22,325,500$ Total Revenues & Transfers In 13,658,907 $ 13,834,495 $ 17,158,500 $ 17,158,500 $ 13,828,500 $ 22,325,500 $ Expenditures & Transfers Out
Salaries & Benefits 446,290 $ 603,629$ 660,620$ 660,620$ 711,657$ 799,858$ Services & Supplies 7,432,589 7,192,748 18,258,561 18,283,061 15,487,512 21,586,239 Capital & Outside Agencies 4,337 2 ,521 - - - -
Debt Serv
ice - - - - - -
Transfers 75,180 7
5,180 132,
803 132,803 132,803 132,803 Total Expenditures & Transfers Out 7,958,396$ 7,874,078$ 19,051,984$ 19,076,484$ 16,331,972$ 22,518,900$ Insurance Surplus/(Shortfall) 5,700,510$ 5,960,417 $ (1,893,484)$ (1,917,984)$ (2,503,472)$ (193,400)$

TOTAL INTERNAL SERVICES

SURPLUS/(SHORTFALL)
19,682,266$ 12,521,265 $ (13,124,769) $ (10,054,750) $ 332,411 $ (2,332,250)$ TOTAL REVENUES AND TRANSFERS IN 298,135,224$ 327,760,609 $ 323,808,435 $ 348,916,291 $ 324,672,426 $ 337,715,740 $ TOTAL EXPENDITURES AND TRANSFERS OUT 250,071,444$ 272,705,850$ 363,975,582$ 477,835,733$ 346,865,306$ 407,797,387$

ATTACHMENT D
6 FUND ANALYSIS
FOR 2024-25 (YEAR-END ESTIMATES)
Estimated Estimated
6/30/24 Total Total 6/30/25
Unrestricted Expected Available Financing Unrestricted
Fund Fund Balance Revenue Transfers In Financing Appropriations Transfers Out Uses Fund Balance

GENERAL FUND
General 10,071,920$ 86,269,759$ 9,001,146$ 95,270,905$ 95,930,906$ 9,411,919$ 105,342,825$ -$ Measure U 12,164,329 25,704,819 - 25,704,819 35,304,724 1,245,153 36,549,877 1,319,271 Total General Funds 22,236,249 111,974,578 9,001,146 120,975,724 131,235,630 10,657,072 141,892,702 1,319,271

ENTERPRISE FUNDS
Water Resources 165,224,641 61,499,997 61,499,997 86,080,031 1,565,087 87,645,118 139,079,520 Solid Waste 40,781,460 37,565,074 37,565,074 63,221,688 1,298,424 64,520,112 13,826,422 Public Transit 24,803,976 34,636,833 34,636,833 27,928,983 370,804 28,299,787 31,141,022 Radio 4,339,240 1,467,909 1,467,909 806,094 33,094 839,188 4,967,961 Total Enterprise Funds: 235,149,317 135,169,813 - 135,169,813 178,036,796 3,267,409 181,304,205 189,014,925

SPECIAL REVENUE FUNDS
Library 825,669 1,865,468 3,123,209 4,988,677 4,982,299 832,047 5,814,346 - Park Acq. & Dev. (Quimby) (285,199) 629,623 629,623 558,663 - 558,663 (214,239) Park Residential Development Tax 1,858,757 66,880 66,880 1,526,896 - 1,526,896 398,741 Economic Development 381,468 6,880 6,880 130,000 - 130,000 258,348 County Measure A 13,299,408 7,906,852 210,000 8,116,852 13,026,574 1,401,402 14,427,976 6,988,284 CDBG - Block Grant 134,335 2,547,875 2,547,875 1,167,143 1,365,132 2,532,275 149,935 SM Community TV 855,631 244,128 50,000 294,128 269,125 30,750 299,875 849,884 Traffic Safety 23,009 370,000 370,000 40,250 300,000 340,250 52,759 Total Special Revenue Funds 17,093,078 13,637,706 3,383,209 17,020,915 21,700,950 3,929,331 25,630,281 8,483,712 TOTAL OPERATING FUNDS 274,478,644 260,782,097 12,384,355 273,166,452 330,973,376 17,853,812 348,827,188 198,817,908

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
Growth Mitigation 47,590,136 3,875,966 3,875,966 25,902,081 - 25,902,081 25,564,021 Landscape Services 663,335 5,399,252 2,823,081 8,222,333 5,213,474 2,456,663 7,670,137 1,215,531 Parking & Lighting District 352,103 92,764 92,764 30,804 862 31,666 413,201 Grant Funds 1,516,572 - - - - - 1,516,572
Total Landscape Services, 50,122,146 9,367,982 2,823,081 12,191,063 31,146,359 2,457,525 33,603,884 28,709,325 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects* 21,823,185 9,351,100 2,883,753 12,234,853 31,075,702 - 31,075,702 2,982,336 Gas Tax & Local Transportation 1,469,205 6,142,677 6,142,677 7,278,890 650,935 7,929,825 (317,943) Developer / Grant Street Projects (1,299,389) 7,134,507 7,134,507 8,297,645 - 8,297,645 (2,462,527) Total Capital Projects Funds 21,993,001 22,628,284 2,883,753 25,512,037 46,652,237 650,935 47,303,172 201,866

INTERNAL SERVICE FUNDS
Fleet Services 17,915,726 15,077,297 15,077,297 23,600,458 301,651 23,902,109 9,090,914 Equipment 18,897,000 5,810,942 5,810,942 4,698,433 5,036 4,703,469 20,004,473 LEAF Fund 23,075,688 - - 419,427 419,427 22,656,261 Insurance Funds 11,138,922 13,428,500 3,730,000 17,158,500 18,943,681 132,803 19,076,484 9,220,938 Total Internal Service Funds 71,027,336 34,316,739 3,730,000 38,046,739 47,242,572 858,917 48,101,489 60,972,586 GRAND TOTAL 417,621,127 327,095,102 21,821,189 348,916,291 456,014,544 21,821,189 477,835,733 288,701,685 Resources Uses

FINANCING USESFINANCING SOURCES

ATTACHMENT E
1 TRANSFER ANALYSIS
FOR 2024-25 (YEAR-END ESTIMATES)

TRANSFERS IN TRANSFERS OUT
Cost Operating Total Cost Operating Total Net
Fund Allocation Transfers Transfers Allocation Transfers Transfers Transfers

GENERAL FUND
General 5,941,762$ 3,059,384$ 9,001,146$ $ 9,411,919$ 9,411,919$ (410,773)$ Measure U 1,245,153 1,245,153 (1,245,153) Total General Funds 5,941,762 3,059,384 9,001,146 1,245,153 9,411,919 10,657,072 (1,655,926)

ENTERPRISE FUNDS
Water Resources 1,165,087 400,000 1,565,087 (1,565,087) Solid Waste 1,298,424 1,298,424 (1,298,424) Public Transit 370,804 370,804 (370,804) Radio 33,094 33,094 (33,094)
Total Enterprise Funds: 2,867,409 400,000 3,267,409 (3,267,409)

SPECIAL REVENUE FUNDS
Library 3,123,209 3,123,209 832,04 7 832,047 2,291,162 Park Acq. & Dev. (Quimby)
Park Residential Development Tax
Economic Development
County Measure A 210,00 0 210,000 351,402 1,050,000 1,401,402 (1,191,402) CDBG - Block Grant 1,365,132 1,365,132 (1,365,132) SM Community TV 50,000 50,000 30,750 30,750 19,250 Traffic Safety 300,000 300,000 (300,000) Total Special Revenue Funds 3,383,209 3,383,209 1,214,199 2,715,132 3,929,331 (546,122) TOTAL OPERATING FUNDS 5,941,762 6,442,593 12,384,355 5,326,761 12,527,051 17,853,812 (5,469,457)

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
Growth Mitigation
Landscape Services 2,823,081 2,823,081 169,714 2,286,949 2,456,663 366,418 Parking & Lighting District 862 862 (862)
Grant Funds
Total Landscape Services, 2,823,081 2,823,081 170,576 2,286,949 2,457,525 365,556 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects* 2,883,75
3 2,883,753 2,883,753
Gas Tax & Local Transportation 4,935 646,000 650,935 (650,935) Developer / Grant Street Projects
Total Capital Projects Funds 2,883,753 2,883,753 4,935 646,000 650,935 2,232,818

INTERNAL SERVICE FUNDS
Fleet Services 301,651 301,651 (301,651) Equipment 5,036 5,036 (5,036)
LEAF Fund 419,427 419,427 (419,427) Insurance Funds 3,730,000 3,730,000 132,803 132,803 3,597,197 Total Internal Service Funds 3,730,000 3,730,000 439,490 419,427 858,917 2,871,083 GRAND TOTAL 5,941,762 15,879,427 21,821,189 5,941,762 15,879,427 21,821,189

ATTACHMENT E
2 FUND ANALYSIS
FOR 2025-26 (PROPOSED MID-CYCLE)
Estimated Estimated
6/30/25 Total Total 6/30/26
Unrestricted Expected Available Financing Unrestricted
Fund Fund Balance Revenue Transfers In Financing Appropriations Transfers Out Uses Fund Balance

GENERAL FUND
General -$ 86,027,902$ 8,563,862$ 94,591,764$ 109,004,283$ 5,936,232$ 114,940,515$ (20,348,751)$ Measure U 1,319,271 26,510,685 - 26,510,685 31,370,933 1,245,153 32,616,086 (4,786,130) Total General Funds 1,319,271 112,538,587 8,563,862 121,102,449 140,375,216 7,181,385 147,556,601 (25,134,881)

ENTERPRISE FUNDS
Water Resources 139,079,520 65,734,148 65,734,148 79,713,516 1,565,087 81,278,603 123,535,065 Solid Waste 13,826,422 39,041,143 39,041,143 41,059,976 1,298,424 42,358,400 10,509,165 Public Transit 31,141,022 23,192,751 23,192,751 38,868,867 370,804 39,239,671 15,094,102 Radio 4,967,961 1,694,859 1,694,859 869,425 33,094 902,519 5,760,301 Total Enterprise Funds: 189,014,925 129,662,901 - 129,662,901 160,511,784 3,267,409 163,779,193 154,898,633

SPECIAL REVENUE FUNDS
Library - 2,726,797 2,481,352 5,208,149 4,376,102 832,047 5,208,149 - Park Acq. & Dev. (Quimby) (214,239) 629,623 629,623 675,000 - 675,000 (259,616) Park Residential Development Tax 398,741 66,880 66,880 175,000 - 175,000 290,621 Economic Development 258,348 6,880 6,880 130,000 - 130,000 135,228 County Measure A 6,988,284 7,863,387 210,000 8,073,387 8,780,355 1,401,402 10,181,757 4,879,914 CDBG - Block Grant 149,935 1,565,083 1,565,083 827,628 713,324 1,540,952 174,066 SM Community TV 849,884 244,128 50,000 294,128 241,198 30,750 271,948 872,064 Traffic Safety 52,759 370,000 370,000 40,250 300,000 340,250 82,509 Total Special Revenue Funds 8,483,712 13,472,778 2,741,352 16,214,130 15,245,533 3,277,523 18,523,056 6,174,786 TOTAL OPERATING FUNDS 198,817,908 255,674,266 11,305,214 266,979,480 316,132,533 13,726,317 329,858,850 135,938,538

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
Growth Mitigation 25,564,021 4,733,351 4,733,351 5,076,197 - 5,076,197 25,221,175 Landscape Services 1,215,531 5,122,396 2,126,997 7,249,393 6,346,577 1,889,941 8,236,518 228,406 Parking & Lighting District 413,201 86,800 86,800 30,756 862 31,618 468,383 Grant Funds 1,516,572 - - - - - 1,516,572
Total Landscape Services, 28,709,325 9,942,547 2,126,997 12,069,544 11,453,530 1,890,803 13,344,333 27,434,536 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects* 2,982,336 2,875,334 2,875,334 9,300,572 - 9,300,572 (3,442,902) Gas Tax & Local Transportation (317,943) 6,066,045 6,066,045 5,415,110 650,935 6,066,045 (317,943) Developer / Grant Street Projects (2,462,527) 10,743,480 10,743,480 7,913,480 - 7,913,480 367,473 Total Capital Projects Funds 201,866 16,809,525 2,875,334 19,684,859 22,629,162 650,935 23,280,097 (3,393,372)

INTERNAL SERVICE FUNDS
Fleet Services 9,090,914 10,989,715 10,989,715 11,034,462 301,651 11,336,113 8,744,516 Equipment 20,004,473 5,666,642 5,666,642 7,454,058 5,036 7,459,094 18,212,021 LEAF Fund 22,656,261 - - - - 22,656,261
Insurance Funds 9,220,938 21,592,500 733,000 22,325,500 22,386,097 132,803 22,518,900 9,027,538 Total Internal Service Funds 60,972,586 38,248,857 733,000 38,981,857 40,874,617 439,490 41,314,107 58,640,336 GRAND TOTAL 288,701,685 320,675,195 17,040,545 337,715,740 391,089,842 16,707,545 407,797,387 218,620,038 Resources Uses

FINANCING USESFINANCING SOURCES

ATTACHMENT E
3 TRANSFER ANALYSIS
FOR 2025-26 (PROPOSED MID-CYCLE)

TRANSFERS IN TRANSFERS OUT
Cost Operating Total Cost Operating Total Net
Fund Allocation Transfers Transfers Allocation Transfers Transfers Transfers

GENERAL FUND
General 5,941,762$ 2,622,100$ 8,563,862$ $ 5,936,232$ 5,936,232$ 2,627,630$ Measure U 1,245,153 1,245,153 (1,245,153) Total General Funds 5,941,762 2,622,100 8,563,862 1,245,153 5,936,232 7,181,385 1,382,477

SPECIAL REVENUE FUNDS
Library 2,481,352 2,481,352 832,047 832,047 1,649,305 Park Acq. & Dev. (Quimby)
Park Residential Development Tax
Economic Development
County Measure A 210,00 0 210,000 351,402 1,050,000 1,401,402 (1,191,402) CDBG - Block Grant 713,324 713,324 (713,324) SM Community TV 50,000 50,000 30,750 30,750 19,250 Traffic Safety 300,000 300,000 (300,000) Total Special Revenue Funds 2,741,352 2,741,352 1,214,199 2,063,324 3,277,523 (536,171) TOTAL OPERATING FUNDS 5,941,762 5,363,452 11,305,214 5,326,761 8,399,556 13,726,317 (2,421,103)

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
Growth Mitigation
Landscape Services 2,126,997 2,126,997 169,714 1,720,227 1,889,941 237,056 Parking & Lighting District 862 862 (862)
Grant Funds
Total Landscape Services, 2,126,997 2,126,997 170,576 1,720,227 1,890,803 236,194 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects* 2,875,334 2,875,334 2,875,334 Gas Tax & Local Transportation 4,935 646,000 650,935 (650,935) Developer / Grant Street Projects
Total Capital Projects Funds 2,875,334 2,875,334 4,935 646,000 650,935 2,224,399

INTERNAL SERVICE FUNDS
Fleet Services 301,651 301,651 (301,651) Equipment 5,036 5,036 (5,036)
LEAF Fund
Insurance Funds 733,000 733,000 132,803 132,803 600,197 Total Internal Service Funds 733,000 733,000 439,490 439,490 293,510 GRAND TOTAL 5,941,762 11,098,783 17,040,545 5,941,762 10,765,783 16,707,545 333,000

ATTACHMENT E
4 POSITION ALLOCATION BY FUND

ADOPTED MID-CYCLE PROPOSED INCREASE/(DECREASE)
2025-26 2025-26 2025-26

FUND STATUS POSITIONS FTE POSITIONS FTE POSITIONS FTE
GENERAL FT 472 471.92 472 471.67 (0) (0.25)
PT 34 27.20 34 27.20 0 0.00
Total General 506 499.12 506 498.87 (0) (0.25)
WATER FT 35 34.72 37 37.31 3 2.59
PT 0 0.27 0 0.00 (0) (0.27)
Total Water 35 34.99 37 37.31 2 2.32
SOLID WASTE COLLECTION FT 45 44.81 44 44.06 (1) (0.75)
PT 0 0.00 0 0.00 0 0.00
Total Solid Waste Collection 45 44.81 44 44.06 (1) (0.75) WASTEWATER FT 28 27.97 29 28.88 1 0.91
PT 1 0.53 0 0.00 (1) (0.53)
Total Wastewater 29 28.50 29 28.88 0 0.38
FLEET SERVICES FT 15 15.26 15 15.26 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Fleet Services 15 15.26 15 15.26 0 0.00
LIBRARY FT 17 17.00 17 17.00 0 0.00
PT 13 10.40 13 10.40 0 0.00
Total Library 30 27.40 32 29.40 0 0.00
SOLID WASTE DISPOSAL FT 30 29.50 31 30.75 1 1.25
PT 0 0.00 0 0.00 0 0.00
Total Solid Waste Disposal 30 29.50 31 30.75 1 1.25
RADIO/TECHNOLOGY FT 2 2.00 2 2.00 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Radio/Technology 2 2.00 2 2.00 0 0.00
ASSESSMENT DISTRICTS FT 10 10.35 16 16.35 6 6.00
PT 5 4.00 5 4.00 0 0.00
Total Assessment Districts 15 14.35 21 20.35 6 6.00
PUBLIC TRANSIT FT 6 5.75 6 6.00 0 0.25
PT 0 0.00 0 0.00 0 0.00
Total Public Transit 6 5.75 6 6.00 0 0.25
MEASURE A FT 26 25.62 26 25.62 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Measure A 26 25.62 26 25.62 0 0.00
INSURANCE FT 4 4.00 4 4.00 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Insurance 4 4.00 4 4.00 0 0.00
SM COMMUNITY TV FT 1 1.09 1 1.09 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total SM Community TV 1 1.09 2 2.09 0 0.00
TOTAL FULL-TIME (FT) FT 690 690.00 700 700.00 10 10.00
TOTAL PART-TIME (PT) PT 53 42.40 52 41.60 (1) (0.80)
GRAND TOTAL 743 732.40 752 741.60 9 9.20

ATTACHMENT F
1 POSITION ALLOCATION BY DEPARTMENT

ADOPTED MID-CYCLE PROPOSED INCREASE/(DECREASE)
2025-26 2025-26 2025-26

DEPARTMENT STATUS POSITIONS FTE POSITIONS FTE POSITIONS FTE POLICE FT 200 200.00 200 200.00 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Police 200 200.00 200 200.00 0 0.00
FIRE FT 86 86.00 86 86.00 0 0.00
PT 1 0.80 1 0.80 0 0.00
Total Fire 87 86.80 87 86.80 0 0.00
UTILITIES FT 130 130.00 134 134.00 4 4.00
PT 1 0.80 0 0.00 (1) (0.80)
Total Utilities 131 130.80 134 134.00 3 3.20
PUBLIC WORKS FT 74 74.00 69 69.00 (5) (5.00)
PT 1 0.80 1 0.80 0 0.00
Total Public Works 75 74.80 70 69.80 (5) (5.00)
TRANSIT FT 0 0.00 5 5.00 5 5.00
PT 0 0.00 0 0.00 0 0.00
Total Transit 0 0.00 5 5.00 5 5.00
RECREATION & PARKS FT 66 66.00 72 72.00 6 6.00
PT 35 28.00 35 28.00 0 0.00
Total Recreation & Parks 101 94.00 107 100.00 6 6.00
LIBRARY FT 17 17.00 17 17.00 0 0.00
PT 13 10.40 13 10.40 0 0.00
Total Library 30 27.40 30 27.40 0 0.00
COMMUNITY DEVELOPMENT FT 33 33.00 33 33.00 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total Community Development 33 33.00 33 33.00 0 0.00
CITY ATTORNEY FT 10 10.00 10 10.00 0 0.00
PT 0 0.00 0 0.00 0 0.00
Total City Attorney 10 10.00 10 10.00 0 0.00
CITY MANAGER FT 43 43.00 43 43.00 0 0.00
PT 1 0.80 1 0.80 0 0.00
Total City Manager 44 43.80 44 43.80 0 0.00
FINANCE FT 31 31.00 31 31.00 0 0.00
PT 1 0.80 1 0.80 0 0.00
Total Finance 32 31.80 32 31.80 0 0.00
TOTAL FULL-TIME (FT) FT 690 690.00 700 700.00 10 10.00
TOTAL PART-TIME (PT) PT 53 42.40 52 41.60 (1) (0.80)
GRAND TOTAL 743 732.40 752 741.60 9 9.20

ATTACHMENT F
2 Proposed Supplemental Budget Requests
Mid-Cycle Budget FY 2025-26
2025-26 Move Forwared Hold
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Ongoing One-Time General Fund CAO General Liability Subrogation Reserve Transfer Out from General Fund to General Liability Fund for Subrogation Reserve.
313,000 313,000
General Fund CAO Workers' Compensation Equipment
Mitigation Reserves
Transfer Out from General Fund to Workers' Compensation Fund for Equipment Mitigation Reserve.
20,000 20,000
General Fund CD Animal Services Contract Requesting funding to account for annual increases in the Animal Services contract with Santa Barbara County. Increases are required to continue services and are included in the contract previously approved by the City Council.
107,924 107,924
General Fund CD Augment Building Staffing to Provide
Improved Customer Service & Turnaround
Times
Dramatic increases in development have triggered corresponding increases in Building permit volume and associated revenue, while staffing levels have remained the same and permit review time has lengthened. In order to meet the needs of the public and expedite development, which will create new community amenities while also generating new sales and property tax revenue once construction is complete, a small portion of the increased revenue should be utilized to augment the staff of the Building Division.

1.00 135,660 135,660
Measure U FD Wellness Physicals The Department is requesting funding for annual physicals for its personnel to continue the successful program initiated in FY22-23 through a one-time Assistance to Firefighters Grant. Annual physicals provide an excellent tool for monitoring the health and wellbeing of firefighters during their careers. Monitoring for typical occupational risks establishes early detection from risk factors common throughout the industry, such as cancer, heart disease, and orthopedic injuries.
65,000 65,000
General Fund FD Medical Supplies The majority of Fire Department emergency responses are for medical assist. Due to the increased call volume and increased costs of medical supplies, the Fire Department is requesting an increase in appropriations to provide the necessary personal protective equipment (PPE) for its members to ensure proper body substance isolation (BSI) while providing care for the residents of the City. 25,000 25,000
General Fund FD Utilitiy Operating Expenses The Fire Department is requesting an increase to the base budget for several utility accounts. In the past, the department has managed to fund increases in these accounts by transferring funds from other operating accounts. Due to on-going utility fee increases and additional personnel adding to the demand for those utilities, the department can no longer fund these expenses through transfers from other accounts.
57,000 57,000
General Fund
Capital Projects-General
FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.49 65,517 65,517
General Fund FIN Grant Manager Funding Allocation Split As part of the budget balancing exercise, the Finance Department proposed increasing the allocation of the Grant Manager position to the Transit Fund from 50% to 75%, thereby reducing the allocation to the General Fund from 50% to 25%.
-0.25 (45,000) (45,000)
General Fund PD Cal-ID Fingerprinting Annual Maintenance Annual maintenance costs weren't included in original request for funding for this equipment which is eligible for SB720 Funding. This amount is requested to be funded with elibile dollars through the SB720 program and allocate annually into the budget. This maintenance agreement is for the CAL-ID fingerprinting equipment used by the department and is the sole provider for the California Department of Justice Automated Finterprint Identification System (AFIS).
8,900 8,900
General Fund PW Plumbing Supplies Increases for PW Buildings accounts to cover cost increases due to inflation. - Plumbing Supplies
5,000 5,000
General Fund PW Police-Dept 8,000 8,000
General Fund PW Custodial Supplies-In House 8,000 8,000 General Fund PW P&R Building Maint 7,000 7,000
General Fund PW Contractual & Prof Service 15,000 15,000 General Fund PW Elevator Service 8,000 8,000
General Fund PW Pest Control Service 2,000 2,000

ATTACHMENT G
1 Proposed Supplemental Budget Requests
Mid-Cycle Budget FY 2025-26
2025-26 Move Forwared Hold
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Ongoing One-Time General Fund PW RECLASS: Senior Project Manager to
Principal Civil Engineer
Reclassification: Senior Project Manager to Principal Civil Engineer.

Senior Project Manager incumbent is currently filling in the Principal Civil Engineer role via MUP. Once the position gets reclassed, the Senior Project Manager will be dropped.

0.00 36,369 36,369
General Fund PW GIS As Built Conversion GIS As Built Conversion is needed to complete a back log of development and capital plans. Funded by incoming revenues from encroachment permits. Anticipated revenue increase from added encroachment permit fees for GIS Conversion. Revenues will be in account 001-709-32-01 P/W ENG COST RECOVERY.
50,000 50,000
General Fund PW Unhoused Encampment Cleanup NEW funding request for unhoused encampment cleanup. Governor Newsom put executive order N-1-24 into place in July of 2024 where local governments are encouraged to follow the order in homeless encampment cleanup. The City has averaged about $12,000 per month in homeless encampment cleanup. ARPA funding for this need will be fully spent by the end of this FY
144,000 144,000
Measure U RP RECLASS: Laborer III (PT) to Facility
Specialist II (PT)
Requesting to reclassify a currently filled Laborer III to Facility Specialist III to correctly account for the work being performed in this role. This role is a lead position that includes scheduling day-to-day tasks, training new-hires, and liaising with other programming staff to ensure efficiency of operations. - Laborer III (ZL3R-E007) - -
General Fund RP RECLASS: Recreation Supervisor to
Facilities Supervisor
To more accurately define the essential duties and functions of the work being done in this position, we are requesting to reclassify the current Recreation Supervisor who oversees all Rec and Parks buildings and facilities, to a Facilities Supervisor. -Recreation Supervisor (RSRR-G004)
20,000 20,000
General Fund RP RECLASS: Program Leader to Business
Leader
Requesting to reclassify a currently filled Program Leader to Business Leader to correctly account for the work being performed in this role. In the past fiscal year, the functions of this position have been expanded to include the facilities maintenance division of the department, which contributes directly to supporting community events and programs. - Program Leader (PRLR-M001)
20,000 20,000
General Fund Total 1.24 743,370 333,000 128,824 - 614,546 333,000 Water FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.18 22,597 22,597
Water FIN RECLASS: Maintenance Worker I to
Maintenance Worker II
Fund the Maintenance Worker I positions in Collections, Water, and Wastewater as Maintenance Worker II positions to allow for flexible staffing across the team, creating growth opportunities based on performance within the series. This change will align the Maintenance Worker I/II classification as a flex series throughout the Department (Solid Waste Disposal already has the flex.) MAINTENANCE WORKER I (MW1U-G003)

0.00 22,784 22,784
Water UT Administrative Leader Add one Administrative Leader position to the Utilities Finance Services group in the Business Division. -Administrative Leader

0.25 43,198 43,198
Water UT Regulatory Compliance Manager Add a second Regulatory Compliance Manager to increase to two funded positions. One of the two positions will oversee Regulatory Compliance in Water (Conservation, Cross Connection, Water Supply, and Water Quality) and the other will oversee Regulatory Compliance in Wastewater (Plant, Laboratory, Pre-Treatment, and Stormwater).

0.34 77,088 4,000 77,088 4,000
Water UT Credit Card Processing Fee Establish base budget to fund at the appropriate level based on prior fiscal years expenses.
300,000 300,000
Water UT Overtime Increase base budget to fund at the appropriate level based on prior fiscal years expenses.
120,000 120,000
Water UT Special Department Supplies Increase base budget for Special Department Supplies. 25,000 25,000 Water UT Technology Operations & Maintenance Increase base budget for Wonderware Technical Support. 1,900 1,900 Water UT Permit Fees - Reg Comp Increase base budget for drinking water permit fees. 28,800 28 ,800
Water UT Professional Services Increase the base budget to update the Emergency Response Plan and the Urban Water Management Plan.
150,000 150,000
Water UT Promotion and Publicity - Cross
Connection
Increase base budget for outreach specific to Cross Connection (backflow).
5,000 5,000
Water UT Drinking Water Lab Fees Increase the base budget for lab fees for lead and copper analysis testing, and additional sampling.
20,000 20,000
Water UT Backflow Assembly Testing Increase base budget for Sprypoint backflow module annual costs. 10,200 10,200

ATTACHMENT G
2 Proposed Supplemental Budget Requests
Mid-Cycle Budget FY 2025-26
2025-26 Move Forwared Hold
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Ongoing One-Time Water UT RECLASS: PT Staff Assistant to FT
Regulatory Compliance Specialist I/II
Upgrade the vacant Staff Assistant (PT-32) to a full-time Regulatory Compliance Specialist I/II position, to be assigned to Water Supply in the Water Division.

0.20 73,351 4,000 73,351 4,000
Water Total 0.97 899,918 8,000 877,321 8,000 22,597 - Wastewater FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.05 6,572 6,572
Wastewater CMO RECLASS: Maintenance Worker I to
Maintenance Worker II
Fund the Maintenance Worker I positions in Collections, Water, and Wastewater as Maintenance Worker II positions to allow for flexible staffing across the team, creating growth opportunities based on performance within the series. This change will align the Maintenance Worker I/II classification as a flex series throughout the Department (Solid Waste Disposal already has the flex.) MAINTENANCE WORKER I (MW1U-G003)

0.00 11,392 11,392
Wastewater UT Administrative Leader Add one Administrative Leader position to the Utilities Finance Services group in the Business Division. -Administrative Leader

0.25 42,198 1,000 42,198 1,000
Wastewater UT Regulatory Compliance Manager Add a second Regulatory Compliance Manager to increase to two funded positions. One of the two positions will oversee Regulatory Compliance in Water (Conservation, Cross Connection, Water Supply, and Water Quality) and the other will oversee Regulatory Compliance in Wastewater (Plant, Laboratory, Pre-Treatment, and Stormwater).

0.66 152,943 4,000 152,943 4,000 Wastewater UT Credit Card Processing Fee Establish base budget to fund at the appropriate level based on prior fiscal years expenses.
56,000 56,000
Wastewater UT Overtime Increase base budget to fund at the appropriate level based on prior fiscal years expenses.
28,000 28,000
Wastewater UT Technology Operations & Maintenance Increase base budget for Wonderware Technical Support. 1,900 1,900 Wastewater UT Percolation Pond Operations & Maint. Increase base budget for percolation pond maintenance. 150,000 150,000 Wastewater UT Other Maint & Operation Increase base budget to fund the cost to clean digester #3 at the Wastewater Treatment Plant
50,000 50,000
Wastewater UT Division Disposal Costs Increase base budget to fund disposal costs. 35,000 35,000 Wastewater UT Contractual & Prof Serv - Reg Comp Increase base budget to hire a consultant for Stormwater Total Maximum Daily Load (TMDL) monitoring and sampling.
50,000 50,000
Wastewater UT Utilities - Electric Increase base budget for monthly PG&E electrical costs. 122,730 122,730 Wastewater Total 0.96 706,735 5,000 700,163 5,000 6,572 - Solid Waste Collection FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.08 10,494 10,494
Solid Waste Collection UT RECLASS: Maintenance Worker I to Maintenance Worker II
Fund the Maintenance Worker I positions in Collections, Water, and Wastewater as Maintenance Worker II positions to allow for flexible staffing across the team, creating growth opportunities based on performance within the series. This change will align the Maintenance Worker I/II classification as a flex series throughout the Department (Solid Waste Disposal already has the flex.) MAINTENANCE WORKER I (MW1U-G003)

0.00 11,392 11,392
Solid Waste Collection UT Administrative Leader Add one Administrative Leader position to the Utilities Finance Services group in the Business Division. -Administrative Leader

0.25 42,198 1,000 42,198 1,000
Solid Wast
e Collection UT RECLASS: Office Assistant I/II to (New
Position) Utilities Technician
Create the new classification of Utilities Technician and upgrade three existing positions of Office Assistant I/II in the Utilities Department to the new classification.

0.00 58,260 58,260
Solid Waste Collection UT Credit Card Processing Fee Establish base budget to fund at the appropriate level based on prior fiscal years expenses.
70,000 70,000
Solid Waste Collection UT Commercial Organics Program Increase base budget to provide funding consistent with the operation management agreement for the food waste collection program. Contract approved by City Council via Resolution 2024-138. 25,000 25,000
Solid Waste Collection UT Commercial Dumpsters Parts Increase base budget to fund commercial dumpster refurbishment.

Refurbishing commercial dumpsters is more cost-effective than purchasing new dumpsters. CMEP UT-02 & UT-05 reflect reduced budget requests.
35,200 35,200
Solid Waste Collection UT Overtime Increase base budget to fund at the appropriate level based on prior fiscal years expenses.
174,000 174,000

ATTACHMENT G
3 Proposed Supplemental Budget Requests
Mid-Cycle Budget FY 2025-26
2025-26 Move Forwared Hold
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Ongoing One-Time Solid Waste Collection UT Rentals Increase base budget for rental costs. 31,800 31,800 Solid Waste Collection UT Routeware Support Services Increase base budget for Routeware Support Fees. 69,282 69,282 Solid Waste Collection Total 0.33 527,626 1,000 517,132 1,000 10,494 - Solid Waste Disposal FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.11 14,157 14,157
Solid Waste Disposal UT Lead Account Clerk Add one Lead Account Clerk position to provide oversight and direction to the Scalehouse team for Solid Waste Disposal.

1.00 107,538 4,000 107,538 4,000 Solid Waste Disposal UT Administrative Leader Add one Administrative Leader position to the Utilities Finance Services group in the Business Division. -Administrative Leader

0.25 42,198 1,000 42,198 1,000
Solid Waste Disposal UT Credit Card Processing Fee Establish base budget to fund at the appropriate level based on prior fiscal years expenses.
250,000 250,000
Solid Waste Disposal UT Recycling Park Operations Establish base budget for green waste hauling from Recycle Park at Santa Maria Regional Landfill to Engel and Gray processing facility.

Contract approved by City Council via Resolution 2024-138.. 275,000 275,000
Solid Waste Disposal UT Overtime Increase base budget to fund at the appropriate level based on prior fiscal years expenses.
150,000 150,000
Solid Waste Disposal UT Rentals Increase base budget for rental costs. 31,800 31,800 Solid Waste Disposal UT Paradigm Annual Support Fees Increase base budget to fund Paradigm Annual Support Fees. 36,870 36,870 Solid Waste Disposal Total 1.36 907,563 5,000 893,406 5,000 14,157 - Library LIB Black Gold Service Fee The Black Gold Cooperative Library Systems membership fee has a marginal annual increase for services, projected at 10% in FY25/26. 35,000 35,000
Library Total 0.00 35,000 - 35,000 - - -
Equipment CMO Replacement of Business Assets 1,835,020 1,835,020 Equipment CMO Replacement of Communication Assets 1,562,150 1,562,150 Equipment Total 0.00 - 3,397,170 - 3,397,170 - - Fleet Services CMO Various Budget Increases These requests are not to expand the budget, but rather to keep up with the existing needs of the City Fleet maintenance requests and repairs. Costs increases are due to limited supply, expansion of City Fleet and inflation. Cost increases for contract labor have also increased substantially due to inflation. - Special Dept Supplies 206,000 206,000
Equipment Total 0.00 206,000 - 206,000 - - - Assessment Districts FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Was
tewater Funds, 19% Solid Waste Collection and Solid
Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.04 4,453 4,453
Northwest Landscape District Total 0.04 4,453 - - - 4,453 - Public Transit FIN Grant Manager Funding Allocation Split As part of the budget balancing exercise, the Finance Department proposed increasing the allocation of the Grant Manager position to the Transit Fund from 50% to 75%, thereby reducing the allocation to the General Fund from 50% to 25%.

0.25 45,000 45,000
Public Transit FIN Purchasing Manager Establish Centralized Purchasing Function within Finance Department. Funding is split as follows: 49% General Fund, 23% Water and Wastewater Funds, 19% Solid Waste Collection and Solid Waste Disposal Funds, 4% Assessment Districts, 5% Public Transit Fund.

0.05 6,704 6,704
Public Transit PW Guadalupe Consolidation Proposed consolidation of Guadalupe transit that will begin July 1st 2025. If consolidation is confirmed, the City of Santa Maria will be able to apply for Guadalupe's TDA claim and Guadalupe's 5311 FTA funds.-*New Account* Guadalupe Ops & Maint
719,722 719,722
Public Transit PW Transit Operations & Maintenance
Contract
Increase for Operations & Maintenance Contract account to cover the increase in operating costs due to the new route to San Luis Obispo that will begin in the next fiscal year. This will be funded 50/50 with FTA section 5307 and California TDA funds.
246,474 246,474
Public Transit PW Micro Transit Operations & Maintenance Increase for Mirco transit account to cover the operating and maintenance of running this pilot service. With the continued success of the micro transit program, we will be extending the pilot program into the 25-26 fiscal year. This will be funded 50/50 with FTA section 5307 and California TDA funds.
132,000 132,000
Public Transit PW RECLASS: Transit Assistant to Transit Outreach Specialist
Increase for the reclassification of the "Transit assistant" position to the Transit Outreach Specialist.This will be funded 50/50 with FTA section 5307 and California TDA funds.

0.00 106,632 106,632

ATTACHMENT G
4 Proposed Supplemental Budget Requests
Mid-Cycle Budget FY 2025-26
2025-26 Move Forwared Hold
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Ongoing One-Time Public Transit PW Various Budget Adjustments As of July 1st, 2023, the Breeze has been consolidated with Transits regular fixed route, which has resulted in some 067 accounts being unnecessary. These accounts will not need appropriations in FY2025 - 26 and beyond. - OFFICE SUPPLIES&MATERIAL
(811,206) (811,206)
Public Transit PW Transit Low No Account Adjustments Due to the increase in bus prices since the initial award in the 2022 fiscal year, we have to increase our state match portion. Additionally, increasing the federal portion to match the exact amount we were awarded.
842,374 842,374
Public Transit PW RECLASS: from Transit Manager to
(Dept) Director of Mobility
The (Dept) Director of Mobility plays a direct role in helping shape transportation and infrastructure policies, programs, and strategic investments to ensure they are designed, managed, and operated in accordance with the City’s commitment to helping underserved communities, increasing economic development opportunity, creating a more vibrant City, improving public safety, and addressing climate change action goals. - This will be funded 50/50 with FTA section 5307 and California TDA funds.
76,899 76,899
Public Transit Total 0.30 1,364,599 - 1,357,895 - 6,704 - Insurance Funds - General
Liability
CAO Operating Expenses (840) (840)
Insurance Funds - General
Liability
CAO Equipment Maintenance 3,600 3,600
Insurance Funds - General
Liability
CAO Contracts and Services 1,986,938 1,986,938 Insurance Funds - General
Liability
CAO General Liability Subrogation Reserve 313,000 313,000 Insurance Funds - General Liability Total 0.00 1, 989,698 313,000 1,989,698 - - 313,000 Insurance Funds - Workers'
Compensation
CAO Claims Expenses 3,124,016 3,124,016
Insurance Funds - Workers'
Compensation
CAO Contracts and Services 960,441 960,441
Insurance Funds - Workers'
Compensation
CAO Workers' Compensation Equipment
Mitigation Reserves
20,000 20,000
Insurance - Funds Workers' Compensation Total 0.00 4, 084,457 20,000 4,084,457 - - 20,000 Grand Total 5.20 11,469,419 4,082,170 10,789,896 3,416,170 679,523 666,000

ATTACHMENT G
5 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

PUBLIC SAFETY CAPITAL PROJECTS
FLEET REPLACEMENT: POLICE
No. of Vehicles/Year: 2024-25: 5; 2025-26: 3; 2026-
27: 14
✔
Fleet Services Fund 446,000 180,000 626,000
Total 446,000 180,000 626,000
FLEET REPLACEMENT: FIRE
No. of Vehicles/Year: 2024-25: 2; 2025-26: 1
✔
Fleet Services Fund 2,600,000 85,000 2,685,000
Total 2,600,000 85,000 2,685,000
Public Safety Total Appropriations 3,046,000$ 265,000$ 3,311,000$ Funding Sources
Fleet Services Fund 3,046,000 265,000 3,311,000 Public Safety Total Funding 3,046,000$ 265,000$ 3,311,000$

PUBLIC UTILITIES CAPITAL PROJECTS
WATER

MODULAR BUILDING SITE IMPROVEMENTS AT
WASTEWATER TREATMENT PLANT (WWTP); 601

BLACK RD
✔
Water Fund 87,500 - 87,500
Wastewater Fund 87,500 - 87,500
Total 175,000 - 175,000

WELL REHABILITATION, PLACEMENT OF PACKERS,

AND IMPLEMENT STANDARDIZED DESIGN FOR
EIGHT (8) WELL CONTROLS
✔
Water Fund 1,002,000 500,000 1,502,000
Total 1,002,000 500,000 1,502,000

REHABILITATION OF RESERVOIR STORAGE AND
ROOF REPACEMENT AT RESERVOIR 4; 1520 PRELL
RD
✔
Water Fund 525,000 2,975,000 3,500,000
Total 525,000 2,975,000 3,500,000

EVALUATION TO MODIFY SOUTH AIRPORT WATER
MAINS (UCS B3)
✔
Water Fund 120,000 675,000 795,000
Total 120,000 675,000 795,000
NEW WATER SUPPLY WELL #16 ✔
Wate
r Fund - 2,733,000 2,733,000
Growth Mitigation Fund 4,267,000 4,267,000
Total 4,267,000 2,733,000 7,000,000 WATER MASTER PLAN ✔
Water Fund 885,000 - 885,000
Total 885,000 - 885,000

ATTACHMENT H
1 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
DOWNSIZING OF WATERLINE ON POPLAR STREET ✔
Water Fund 105,000 595,000 700,000
Total 105,000 595,000 700,000

HYDRANT INVENTORY, PARTS, REPLACEMENT,

MAINTENANCE
Water Fund 333,630 346,970 680,600
Total 333,630 346,970 680,600

METER INVENTORY, PARTS, REPLACEMENT AND

MAINTENANCE SUPPLIES
Water Fund 849,220 883,190 1,732,410
Total 849,220 883,190 1,732,410
BUILD OF TWO (2) DARK FIBER STRANDS TO
CONNECT EIGHT (8) WATER WELL SITES; VARIOUS

LOCATIONS
✔
Water Fund 730,000 - 730,000
Total 730,000 - 730,000

PURCHASE OF BACKFLOW ASSEMBLIES FOR

CONSTRUCTION WATER METERS
✔
Water Fund - 150,000 150,000
Total - 150,000 150,000

FLEET REPLACEMENTS
No. of Vehicles/Year: 2026-27: 2; 2027-28: 1
Water Fund 108,710 28,000 136,710
Fleet Services Fund 106,290 42,247 148,537
Total 215,000 70,247 285,247

FLEET REFURBISHMENT
No. of Vehicles/Year: 2024-25: 4
Fleet Services Fund 100,000 - 100,000
Total 100,000 - 100,000

FLEET EXPANSION
No. of Vehicles/Year: 2024-25: 3; 2025-26: 1
Water Fund 560,000 19,000 579,000
Total 560,000 19,000 579,000

WASTEWATER
SEW

ER TRUNK AND LINE UPGRADES FOR DEJOY
PHASE II (A-1), WEST MAIN STREET (C-1), AND WEST
MAIN STREET (D-2) AS IDENTIFIED IN THE CITY'S 2012

UTILITIES CAPACITY STUDY
✔
Wastewater Fund - 10,647,280 10,647,280
Growth Mitigation Fund 2,400,000 2,952,720 5,352,720
Total 2,400,000 13,600,000 16,000,000

ATTACHMENT H
2 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
WASTE DISCHARGE REQUIREMENTS (WDR-AMD 1)
AND PLANT UPGRADE; 601 BLACK RD
✔
Wastewater Fund 2,426,340
2,523,400
4,949,740
Total 2,426,340
2,523,400 4,949,740

THE PURCHASE AND INSTALLATION OF TRASH

CAPTURE DEVICES THROUGHOUT THE CITY'S
DRAINAGE SYSTEM; VARIOUS LOCATIONS
Wastewater Fund 303,300

315,430
618,730
Total 303,300
315,430
618,730
SEW
ER MANHOLE PROGRAM (20 PER YEAR)
Wastewater Fund 250,000
460,000
710,000
Total 250,000
460,000
710,000
W

ASTEWATER TREATMENT PLANT (WWTP) PERIMETER
FENCE; 601 BLACK RD
✔
Wastewater Fund 675,000
-
675,000
Total 675,000
-
675,000

ROOF REPA
IRS: WASTEWATER TREATMENT PLANT
Wastewater Fund 225,000
225,000
450,000
Total 225,000
225,000
450,000
S

EWER UPGRADES AND/OR REPLACEMENT ON

WEST MORRISON STREET
Wastewater Fund -
75,000
75,000
Total -
75,000
75,000
REPLA
CEMENT OF NINE (9) DIGESTER GAS SENSORS
AT WASTEWATER TREATMENT PLANT, 601 BLACK RD
Wastewater Fund -
60,000
60,000
Total -
60,000
60,000
REPLA

CEMENT OF DIESEL FUEL TANK AT
WASTEWATER TREATMENT PLAN, 601 BLACK RD
Wastewater Fund -
115,000
115,000
Total -
115,000
115,000

FLEET REPLA

CEMENTS
No. of Vehicles/Year: 2025-26: 1; 2026-27: 5
Wastewater Fund -
17,000
17,000
Fleet
Services Fund -
723,000
723,000
Total -
740,000
740,000

FLEET EXPA
NSION
No. of Vehicles/Year: 2024-25: 3; 2025-26: 1
Wastewater Fund 275,000
95,000
370,000
Total 275,000
95,000
370,000

ATTACHMENT H
3 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

SOLID WASTE

ORGANICS RECYCLING CARTS FOR COMMERCIAL

AND MULTI-FAMILY DWELLINGS
Solid Waste Collection Fund 50,000
30,000
80,000
Total 50,000
30,000
80,000
PU

RCHASE OF RESIDENTIAL REFUSE CARTS
Solid Waste Collection Fund 450,000
125,000
575,000
Total 450,000
125,000
575,000
PU

RCHASE OF COMMERCIAL REFUSE DUMPSTERS
Solid Waste Collection Fund 213,900
100,000
313,900
Total 213,900
100,000
313,900
PU

RCHASE OF RESIDENTIAL RECYCLING CARTS
Solid Waste Collection Fund 150,000
90,000
240,000
Total 150,000
90,000
240,000
PU

RCHASE OF COMMERCIAL RECYCLING

DUMPSTERS
Solid Waste Collection Fund 100,000
50,000
150,000
Total 100,000
50,000
150,000
PU

RCHASE OF RESIDENTIAL ORGANIC

CONTAINERS
Solid Waste Collection Fund 200,000
60,000
260,000
Total 200,000
60,000
260,000
A

SPHALT REPAIRS, SLURRY SEAL, STRIPING AT SANTA
MARIA REGIONAL LANDFILL (SMRL); 2065 E MAIN
ST
✔
Solid Waste Collection Fund 42,500

-
42,500
Soli
d Waste Disposal Fund 42,500 - 42,
500
Total 85,000 - 85,000
M

ODULAR BUILDING AT SANTA MARIA REGIONAL
LANDFILL, 2065 E MAIN ST
✔
Solid Waste Collection Fund - 74,
000 74,
000
Soli
d Waste Disposal Fund - 74,
000 74,
000
Total - 148,000 148,000
DESI

GN FOR SURVEILLANCE SYSTEM TO PROVIDE

SITE SECURITY AT SANTA MARIA REGIONAL
LANDFILL, 2065 E MAIN ST
✔
Solid Waste Collection Fund -
37,
500 37,
500
Soli
d Waste Disposal Fund - 37,
500 37,
500
Total - 75,000 75,000

FLEET EXPA
NSION
No. of Vehicles/Year: 2024-25: 1; 2025-26: 4
Solid Waste Collection Fund 45,000 2,
060,000 2,
105,000
Total 45,000 2,060,000 2,105,000

ATTACHMENT H
4 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

LANDFILL
CELL 1 PHASE II LINER EXTENSION AT THE SANTA
MARIA LANDFILL (SMRL); 2065 E MAIN ST
✔
Solid Waste Disposal Fund 14,500,000 -
14,500,000
Total 14,500,000
-
14,500,000
GROU

NDWATER MONITORING WELL AT SANTA
MARIA REGIONAL LANDFILL (SMRL); 2065 E MAIN
ST
✔
Solid Waste Disposal Fund 200,000

-
200,000
Total 200,000
-
200,000
I
NSTALLATION OF EIGHT (8) LANDFILL GAS

EXTRACTION WELLS IN PHASE I LINER EXTENSION

AREA AT SANTA MARIA REGIONAL LANDFILL
(SMRL); 2065 E MAIN ST
✔
Solid Waste Disposal Fund 500,000

-
500,000
Total 500,000
-
500,000
R

IVER MINING ACTIVITIES OF SOIL MATERIALS IN

THE SANTA MARIA RIVER FOR LANDFILL

OPERATIONAL AND REGULATORYNEEDS
Solid Waste Disposal Fund 450,000

-
450,000
Total 450,000
-
450,000

FLEET REPLA

CEMENTS
No. of Vehicles/Year: 2024-25: 5
Solid Waste Disposal Fund 582,000
-
582,000
Fleet
Services Fund 1,968,019
-
1,968,019
Total 2,550,019
-
2,550,019

FLEET REFU

RBISHMENT
No. of Vehicles/Year: 2024-25: 1
Solid Waste Disposal Fund 445,180
-
445,180
Fleet
Services Fund 379,824
-
379,824
Total 825,004
-
825,004

FLEET EXPA
NSION
No. of Vehicles/Year: 2024-25: 1
Solid Waste Disposal Fund 20,000
-
20,000
Total 20,000
-
20,000
Public Utilities Total Appropriations
36,760,413$ 29,894,237$ 66,654,650$ Funding Sources
Water Fund 5,306,060$ 8,905,160$ 14,211,220$ Wastewater Fund 4,242,140 14,533,110 18,775,250 Solid Waste Disposal Fund 16,739,680 111,500 16,851,180 Solid Waste Collection Fund 1,251,400 2,626,500 3,877,900 Fleet Services Fund 2,554,133 765,247 3,319,380 Growth Mitigation Fund 6,667,000 2,952,720 9,619,720

ATTACHMENT H
5 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
Public Utilities Total Funding 36,760,413$ 29,894,237$ 66,654,650$

PUBLIC WAYS & FACILITIES CAPITAL PROJECTS
PARKING STRUCTURE EVALUATION AND RETROFIT ✔
Capital Projects - General Fund 500,000 - 500,
000
Total 500,000 - 500,000
CI
TYWIDE FACILITIES – ADA ASSESSMENT ✔
Capital Projects - General Fund 200,000 - 200,000
Total 200,000
-
200,000
A
CTIVE TRANSPORTATION PLAN ✔
Gas Tax & Transportation Development Act Fund 310,000
-
310,000
D
eveloper / Grant Street Projects Fund 1,190,000
6,531,000
7,721,000
Measure A Fund 100,
000
-
100,000
Total 1,600,000
6,531,000 8,131,000
HIGHWAY SAFETY IMPROVEMENT PROGRAM ✔
Developer / Grant Street Projects Fund 500,000
-
500,000
Total 500,000
-
500,000
AL

TERNATIVE TRANSPORTATION ENHANCEMENTS
(DOWNTOWN IMPROVEMENTS)
✔
Measure A Fund 1,145,808
1,053,614
2,199,422
Total 1,145,808
1,053,614 2,199,422

ENHANCED ROADWAY MAINTENANCE
Gas Tax & Transportation Development Act Fund 4,006,458 4,003,530
8,009,988
D
eveloper / Grant Street Projects Fund 287,000
287,000
574,000
Measure A Fund 600,
000
1,000,000
1,600,000
Capi
tal Projects - General Fund 1,800,468
2,431,000
4,231,468
Total 6,693,926
7,721,530 14,415,456

ANNUAL STREETLIGHT UPGRADE PROJECT
Measure A Fund 181,500
199,650
381,150
Total 181,500
199,650
381,150
AS

PHALT REPLACEMENT
Gas Tax & Transportation Development Act Fund 130,000
130,000
260,000
Total 130,000 130,000 260,000
RI

GHT-OF-WAY SUPPLIES
Gas Tax & Transportation Development Act Fund 125,000 125, 000 250,
000
Total 125,000 125,000 250,000

ATTACHMENT H
6 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

STREET LIGHT PROGRAM
Gas Tax & Transportation Development Act Fund 220,000 230, 000 450,
000
Total 220,000 230,000 450,000
T

RAFFIC SIGNAL MAINTENANCE PROGRAM
Gas Tax & Transportation Development Act Fund 100,000 100, 000 200,
000
Total 100,000 100,000 200,000
CI

TYWIDE LANDSCAPE MAINTENANCE
Gas Tax & Transportation Development Act Fund 225,000 225, 000 450,
000
Measure A Fund 235,
500 335,
000 570,
500
Total 460,500 560,000 1,020,500
V

ARIOUS STREET IMPROVEMENTS
Gas Tax & Transportation Development Act Fund 250,000 250, 000 500,
000
Total 250,000 250,000 500,000
BI

CYCLE SAFETY AND OUTREACH PROGRAM
Measure A Fund 12,100 13,
210 25,
310
Total 12,100 13,210 25,310
I
NTERCHANGE AT US 101/SR 135
Growth Mitigation Fund 1,500,000 2,
000,000 3,
500,000
Total 1,500,000 2,000,000 3,500,000

ROOF REPA
IRS: RECREATION & PARKS
Locations: Bob Orach Park Restroom, Newlove
Community Building (House), Newlove Community
Building (Modular A), Newlove Community
Building (Modular B)
✔
Capital Projects - General Fund 74,000

-
74,000
Total 74,000
-
74,000

ROOF REPLA
CEMENT: PUBLIC WORKS YARD
Locations: Operations Building, Parks Equipment
Yard
✔
Capital Projects - General Fund 261,882

101,540
363,422
Total 261,882
101,540
363,422

ROOF REPA
IRS: FIRE DEPARTMENT
Locations: Fire Station #3, Fire Station Equipment
Bays, Credit Union & E.O.C. Building, Fire Station 2
✔
Capital Projects - General Fund 162,500
293,050
455,550
Total 162,500
293,050
455,550
RU
FFONI BUILDING TERMITE TENT ✔
Capital Projects - General Fund 30,000
-
30,000
Total 30,000
-
30,000

ATTACHMENT H
7 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
POLICE DEPARTMENT LOCKER ROOM REMODEL ✔
Capital Projects - General Fund 30,000 - 30,
000
Total 30,000 - 30,000
CI

TY HALL REMODEL HUMAN RESOURCES OFFICE
SPACE
✔
Capital Projects - General Fund - - -
Total - - -
CI
TY-OWNED HOUSE MAINTENANCE ✔
Capital Projects - General Fund 30,000 30,
000 60,
000
Total 30,000 30,000 60,000
DI
SPATCH CENTER CARPET REPLACEMENT – 1111
W. B

ETTERAVIA
✔
Measure U Fund 40,000 - 40,
000
Total 40,000 - 40,000
FA
CILITY PAINTING: FIRE DEPARTMENT
Locations: Fire Station #3, Fire Station #3
Equipment Bays, Fire Department – E.O.C./Credit
Union
✔
Capital Projects - General Fund 39,000
24,
600 63,
600
Total 39,000 24,600 63,600
F
ACILITY PAINTING: RECREATION &
PARKS\Locations: Abel Maldonado Center,
Veteran’s Memorial Building
✔
Capital Projects - General Fund -
- -
Total - - -
FLEET
OFFICE UPGRADES – FLOORS & WINDOWS
Capital Projects - General Fund 30,000 - 30,
000
Total 30,000 - 30,000

RE-ROOF OLD PD/ERP BU
ILDING ✔
Capital Projects - General Fund - 261,
882 261,
882
Total - 261,882 261,882

ROOF REPA
IRS: RECREATION & PARKS
Locations:

Abel Maldonado Youth Center
✔
Capital Projects - General Fund - 34,
000 34,
000
Total - 34,000 34,000
HV

AC REPLACEMENT FOR POLICE DEPARTMENT

COMPUTER CENTER
✔
Capital Projects - General Fund - 266,
500 266,
500
Total - 266,500 266,500

PD FLEET
OPTICOM ✔
Fleet Services Fund - 326,
000 326,
000
Total - 326,000 326,000

ATTACHMENT H
8 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
CITYWIDE ANNUAL PCI ✔
Measure A Fund - 20,
000 20,
000
Total - 20,000 20,000
SPA
CE NEEDS ASSESSMENT PHASE II ✔
Growth Mitigation Fund - 123,
477 123,
477
Total - 123,477 123,477
HSI
P INTERSECTION IMPROVEMENTS ✔
Developer / Grant Street Projects Fund - 1,
095,480 1,
095,480
Measure A Fund - 121,
720 121,
720
Total - 1,217,200 1,217,200

FLEET REPLA
CEMENTS: PUBLIC WORKS
No. of Vehicles/Year: 2024-25: 2; 2027-28: 2
Fleet Services Fund 93,000 - 93,
000
Total 93,000 - 93,000
FLEET
EXPANSION: PUBLIC WORKS
No. of Vehicles/Year: 2024-25: 4; 2025-26: 1
Measure A Fund 222,000 222,
000 444,
000
Fleet
Services Fund 74,000 - 74,
000
Total 296,000 222,000 518,000
Public Ways & Facilities Total Appropriations 14,705,216$ 21,834,253$ 36,539,469$ Funding Sources
Gas Tax & Transportation Development Act Fund 5,366,458$ 5,063,530$ 10,429,988$ Measure A Fund 2,496,908 2,965,194 5,462,102 Measure U Fund 40,000 - 40,000
Growth Mitigation Fund 1,500,000 2,123,477 3,623,477 Developer / Grant Street Projects Fund 1,977,000 7,913,480 9,890,480 Fleet Services Fund 167,000 326,000 493,000
Capital Projects - General Fund 3,157,850 3,442,572 6,600,422 Public Ways & Facilities Total Funding 14,705,216$ 21,834,253$ 36,539,469$

PUBLIC TRANSIT CAPITAL PROJECTS
P
ROCUREMENT OF UTILITY TRUCK ✔
Public Transit Fund 95,000 - 95,
000
Total 95,000 - 95,000
S

ANTA MARIA REGIONAL TRANSIT OPERATIONS

YARD IMPROVEMENTS
✔
Public Transit Fund - 200,
000 200,
000
Total - 200,000 200,000
G
UADALUPE CONSOLIDATION STUDY ✔
Public Transit Fund 85,000 - 85,
000
Total 85,000 - 85,000
PROCU
REMENT OF TWO (2) BUS LIFTS ✔
Public Transit Fund 80,000 80,
000 160,
000
Total 80,000 80,000 160,000

ATTACHMENT H
9 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

TRANSIT CENTER OPTIMIZATION
Public Transit Fund ✔ 500,000 500,
000 1,
000,000
Total 500,000 500,000 1,000,000
PROCU
REMENT OF ELECTRIC FORKLIFT ✔
Public Transit Fund 75,000 2,
600,000 2,
675,000
Total 75,000 2,600,000 2,675,000
PROCU
REMENT OF FIVE (5) OVER THE ROAD

COACHES
✔
Public Transit Fund - 2,
600,000 2,
600,000
Total - 2,600,000 2,600,000
PROCU
REMENT OF FIVE (5) EXPANSION BUSES ✔
Public Transit Fund 3,900,000 - 3,
900,000
Total 3,900,000 - 3,900,000
BU
S STOP IMPROVEMENTS ✔
Public Transit Fund 300,000 300,
000 600,
000
Total 300,000 300,000 600,000
CLEA
N AIR EXPRESS CONSOLIDATION STUDY ✔
Public Transit Fund 85,000 - 85,
000
Total 85,000 - 85,000
B
RT IMPLEMENTATION ✔
Public Transit Fund - 9,
600,000 9,
600,000
Total - 9,600,000 9,600,000
TR
ANSIT ADMINISTRATION BUILDING ✔
Public Transit Fund - 5,
000,000 5,
000,000
Total - 5,000,000 5,000,000
A
UTONOMOUS SHUTTLE STATION ON JONES ST. ✔
Public Transit Fund - 650,
000 650, 000
Total - 650,000 650,000
Public Transit Total Appropriations 5,120,000$ 21,530,000$ 26,650,000$ Funding Sources
Public Transit Fund 5,120,000$ 21,530,000$ 26,650,000$ Public Transit Total Funding 5,120,000$ 21,530,000$ 26,650,000$

LEISURE & CULTURAL SERVICES CAPITAL PROJECTS
R

EPLACE LIGHTING AT PAUL NELSON AQUATIC
CENTER
✔
Capital Projects - General Fund 100,000 - 100,
000
Total 100,000 - 100,000
POCKET
PARKS ✔
Capital Projects - General Fund - 1,000,000 1,000,000
Total -
1,000,000
1,000,000

ATTACHMENT H
10 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total

NEW PLAYGROUND INSTALLATIONS TO REPLACE

AGING PLAYGROUNDS AT CITY PARKS
✔
Quimby-Park Acquisition & Development Fund -
325,000
325,000
Resi
dential Development Tax Fund 325,000
-
325,000
Total 325,000
325,000
650,000
PA

RK FURNISHINGS
Quimby-Park Acquisition & Development Fund 150,000 150, 000 300,
000
Total 150,000 150,000 300,000
PREI
SKER PARK POND LINER REHABILITATION ✔
Capital Projects - General Fund - 600,
000 600,
000
Total - 600,000 600,000

LOS FLORES RA

NCH PROJECTS
Residential Development Tax Fund 175,000 175,
000 350,
000
Total 175,000 175,000 350,000
A
DA ACCESS INSTALLATION AT SIMAS FIELD ✔
Capital Projects - General Fund - 600,
000 600,
000
Total - 600,000 600,000
TR
EE TRIMMING ✔
Northwest Landscape District Fund 200,000 300,
000 500,
000
Total 200,000 300,000 500,000
L
IBRARY SPACE LAYOUT ✔
Measure U Fund 45,000 20,
000 65,
000
Total 45,000 20,000 65,000

FLETCHER PA
RK IRRIGATION UPGRADES ✔
Capital Projects - General Fund - 100,
000 100,
000
Total - 100,000 100,000
M
INOR RENEWALS AT R&P FACILITIES/BUILDINGS ✔
Capit
al Projects - General Fund - 300,
000 300,
000
Total - 300,000 300,000

POOL HOU
SE REHABILITATION ✔
Capital Projects - General Fund - 351,
200 351,
200
Total - 351,200 351,200
REPLA

CE AGING SHADES & SUN SCREENS AT CITY
PARKS
✔
Capital Projects - General Fund - 30,
000 30,
000
Total - 30,000 30,000
PA
RK RENOVATIONS ✔
Quimby-Park Acquisition & Development Fund - 200,
000 200,
000
Total - 200,000 200,000

ATTACHMENT H
11 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
RV HOOKUP FOR PARK HOSTS ✔
Capital Projects - General Fund - 350,
000 350,
000
Total - 350,000 350,000
SI
GN/FAÇADE RESTORATION PROGRAM ✔
Capital Projects - General Fund - 150,
000 150,
000
Total - 150,000 150,000
ELK
S FIELD LIGHTING ✔
Capital Projects - General Fund - 1,
500,000 1,
500,000
Total - 1,500,000 1,500,000
PA

RKING LOT REHABILITATION AT ELWIN MUSSELL

SENIOR CENTER
✔
Capital Projects - General Fund - 500,
000 500,
000
Total - 500,000 500,000

FLEET REPLA
CEMENTS: RECREATION & PARKS
No. of Vehicles/Year: 2024-25: 1; 2025-26: 1; 2027-
28: 1
✔
Fleet Services Fund 85,000 75,
000 160,
000
Total 85,000 75,000 160,000

FLEET EXPA
NSION: RECREATION & PARKS
No. of Vehicles/Year: 2025-26: 5
✔
Northwest Landscape District Fund - 80,
000 80,
000
Capi
tal Projects - General Fund - 376,
800 376,
800
Total - 80,000 80,000

FLEET REFU
RBISHMENT: RECREATION & PARKS
No. of Vehicles/Year: 2024-25: 1
Fleet Services Fund 50,000 - 50,
000
Total 50,000 - 50,000
Leisure & Cultural Services Total Appropriations 1,130,000$ 7,183,000$ 8,313,000$ Funding Sources
Capital Projects - General Fund 100,000$ 5,858,000$ 5,958,000$ Fleet Services Fund 135,000 75,000 210,000
Measure U Fund 45,000 20,000 65,000
Northwest Landscape District Fund 200,000 380,000 580,000 Residential Development Tax Fund 500,000 175,000 675,000 Quimby-Park Acquisition & Development Fund 150,000 675,000 825,000 Leisure & Cultural Services Total Funding 1,130,000$ 7,183,000$ 8,313,000$

GENERAL GOVERNMENT CAPITAL PROJECTS
M
OTOROLA BACKHAUL REFRESH ✔
Capital Projects - General Fund 250,000 - 250,
000
Total 250,000 - 250,000

ATTACHMENT H
12 CAPITAL PROJECTS LIST BY CATEGORY
Adopted Proposed Two-Year
2024-25 2025-26 Total
REFRESH OF CAD/RMS ✔
Measure U Fund 1,200,000 - 1,200,000
Total 1,200,000
-
1,200,000
General Government Total Appropriations
1,450,000$ -$
1,450,000$
Funding Sources
Capital Projects - General Fund 250,000$
-$
250,000$
Fleet Services Fund
-
-
-
Measure U Fund
1,200,000 -
1,200,000
General Government Total Funding
1,450,000$ -$
1,450,000$
Capital, Maintenance & Equipment Projects Total Fundin 62,211,629$ 80,706,490 $ 142,918,119 $

SUMMARY BY PROJECT TYPE
PUBLIC SAFETY 3,046,000 $ 265,000
$
3,311,000$
PUBLIC UTILITIES 36,760,413 29,894,237 66,654,650 PUBLIC WAYS & FACILITIES 14,705,216 21,834,253 36,539,469 PUBLIC TRANSIT 5,120,000 21,530,000 26,650,000 LEISURE & CULTURAL SERVICES 1,130,000 7,183,000 8,313,000 GENERAL GOVERNMENT 1,450,000 -
1,450,000

GRAND TOTAL
62,211,629$ 80,706,490$ 142,918,119$

SUMMARY BY PROJECT TYPE
CAPITAL PROJECTS - GENERAL FUND 3,507,850$ 9,300,572$ 12,808,422$ MEASURE U FUND 1,285,000 20,000

1,305,000

GAS TAX & TRANSPORTATION DEVELOPMENT ACT
FUND
5,366,458 5,063,530 10,429,988 GROWTH MITIGATION FUND 8,167,000 5,076,197 13,243,197 RESIDENTIAL DEVELOPMENT TAX FUND 500,000
175,000
675,000

MEASURE A FUND
2,496,908 2,965,194 5,462,102 PUBLIC TRANSIT FUND 5,120,000 21,530,000 26,650,000 WATER FUND 5,306,060 8,905,160 14,211,220 WASTEWATER FUND 4,242,140 14,533,110 18,775,250 DEVELOPER / GRANT STREET PROJECTS FUND 1,977,000 7,913,480 9,890,480 FLEET SERVICES FUND 5,902,133 1,431,247 7,333,380 SOLID WASTE DISPOSAL FUND 16,739,680 111,500 16,851,180
SOLID WASTE COLLECTION FUND 1,251,400 2,626,500 3,877,900 QUIMBY-PARK ACQUISITION & DEVELOPMENT FUND 150,000
675,000
825,000

NORTHWEST LANDSCAPE DISTRICT FUND
200,000
380,000
580,000

GRAND TOTAL
62,211,629$ 80,706,490$ 142,918,119$

ATTACHMENT H
13

Santa Maria City CouncilJune 3, 2025

Santa Maria City Council
June 3, 2025