What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2014-2023.
What is the status of the data set (complete, in progress, or planned)? Complete
4 Data Source Name
HUD 2023 Fair Market Rents
List the name of the organization or individual who originated the data set.
U.S. Department of Housing and Urban Development (HUD)
Provide a brief summary of the data set.
HUD Fair Market Rents are used to determine payment standard amounts for fair rents by region.
What was the purpose for developing this data set?
This data set was used in the Needs Assessment to supplement data that was not provided by IDIS.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Salinas, CA Metropolitan Statistical Area (MSA) includes the County of Monterey What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2023
What is the status of the data set (complete, in progress, or planned)? Complete
5 Data Source Name
Major Employers in Monterey County
List the name of the organization or individual who originated the data set.
State of California Employment Development Department (EDD) Provide a brief summary of the data set.
This data set is a list of major employers that was extracted by the EDD from the America’s Labor Market Information System (ALMIS) and lists major employers in the County.
What was the purpose for developing this data set?
To gauge the County’s major employers and whether any are located in the City of Seaside.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? Monterey County
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2024
What is the status of the data set (complete, in progress, or planned)? DRAFT Packet Page 500
Consolidated Plan SEASIDE 162
OMB Control No: 2506-0117 (exp. 09/30/2021)
Complete
6 Data Source Name
American Community Survey Median Gross Rents
List the name of the organization or individual who originated the data set.
American Community Survey (ACS)
Provide a brief summary of the data set.
ACS details median gross rent in the City of Seaside by year.
What was the purpose for developing this data set?
Median gross rents for 2023 for the City were used in conjunction with HUD’s 2023 FMRs.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? City of Seaside
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
2019-2023 ACS 5-Year Estimates
What is the status of the data set (complete, in progress, or planned)? 7 Data Source Name
Seaside General Plan 2040
List the name of the organization or individual who originated the data set.
City of Seaside
Provide a brief summary of the data set.
The 2040 General Plan represents a roadmap for the future of Seaside and its residents. It is a comprehensive plan covering the unique challenges and opportunities for the City and plans for the future.
What was the purpose for developing this data set?
The General Plan was used for supplemental data on the City’s economy, job market, and natural hazard risks.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? City of Seaside
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
Adopted May 16, 2024
What is the status of the data set (complete, in progress, or planned)? Complete
8 Data Source Name
Seaside 2023-2031 Housing Element
List the name of the organization or individual who originated the data set.
City of Seaside
Provide a brief summary of the data set.
The Housing Element is a component of the General Plan and strategizes to address the shortterm and long-term housing needs of the community.
What was the purpose for developing this data set?
The Housing Element was used as supplemental data related to current, ongoing, and planned affordable housing initiatives in the City.
How comprehensive is the coverage of this administrative data? Is data collection concentrated in one geographic area or among a certain population? DRAFT Packet Page 501
Consolidated Plan SEASIDE 163
OMB Control No: 2506-0117 (exp. 09/30/2021)
City of Seaside
What time period (provide the year, and optionally month, or month and day) is covered by this data set?
Adopted December 2023
What is the status of the data set (complete, in progress, or planned)? Complete
DRAFT Packet Page 502
CITY OF SEASIDE
STAFF REPORT
Item No.: 9.B.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Samantha Alcaraz, Human Resources Director/Risk Manager DATE: June 24, 2025
SUBJECT: AB 2561 PRESENTATION REPORT ON CURRENT JOB
VACANCIES, RECRUITMENT, AND RETENTION EFFORTS
RECOMMENDATION
Accept and file report on the status of job vacancies, recruitment, and retention efforts as required by Government Code section 3502.3 (Assembly Bill 2561)
BACKGROUND
In accordance with the recently enacted AB 2561, which amended Government Code Section 3502.3 and became effective January 1, 2025, the City of Seaside is required to assess, track, and report on job vacancies annually. The new legislation aims to address the operational and service delivery challenges posed by job vacancies by mandating that public agencies regularly evaluate and respond to their staffing needs. In compliance with the new legislation and as part of the City’s ongoing commitment to effective workforce planning and service delivery, staff has prepared an analysis of allocated positions and current vacancies across all City departments for Fiscal Year 2024-2025. This report provides an overview of staffing levels, highlights departments with higher vacancy rates, and identifies potential areas for targeted recruitment and retention efforts.
DISCUSSION
The table below summarizes the number of allocated positions, current vacancies, and the percentage of vacancies relative to allocated positions for each City department:
Department FY 24/25
Allocated
Positions
Vacancies-As
of June 6,
2025
Vacancy Rate by
Department
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Item No. 9.B. Page 2 of 3
Building Department 6 1 17%
City Manager & City
Attorney
10 0 0%
Community/Econ Dev 10 1 10%
Engineering 9 3 33%
Finance 7 1 14%
Fire 28 3 11%
Human Resources 4 0 0%
IT 3 0 0%
Maintenance & Utilities 30 1 3%
Police 49 6 12%
Recreation 12 0 0%
Total 168 16 10%
Additionally, we examined each bargaining unit (Seaside City Employees/LIUNA, Seaside Firefighters' Association, Seaside Management Employees' Association, Seaside Police Officers' Association, and Seaside Public Safety Management Association) and no bargaining unit exceeds a 20% vacancy rate based upon their membership.
KEY OBSERVATIONS:
The overall vacancy rate across all departments is 10% (16 out of 168 positions).
Although the Engineering Department has the highest vacancy rate at 33% (3 out of 9 positions), that vacancy rate is not contained in any single bargaining unit.
Other departments with notable vacancy rates include Community/Economic Development (10%) and the Building Department (17%).
The Police Department has 6 vacancies, representing a 12% vacancy rate.
Several departments, including City Manager & City Attorney, Human Resources, and IT, currently have no vacancies.
NEXT STEPS
Staff will continue to monitor vacancy trends and coordinate with department heads to address recruitment and retention challenges, particularly in departments with higher Packet Page 504
Item No. 9.B. Page 3 of 3
vacancy rates. Additional strategies may include targeted outreach, review of compensation packages, and process improvements in hiring.
CONCLUSION
City staff remains committed to maintaining optimal staffing levels to ensure the effective delivery of services to the community. Staff will provide regular updates to the City Council regarding staffing trends and recruitment efforts.
FISCAL IMPACT
There is no direct fiscal impact associated with receiving this report. However, ongoing vacancies may impact service delivery and could result in salary savings or increased overtime costs.
STRATEGIC PRIORITY
Effective Accessible Governance
ATTACHMENTS
None
Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
Packet Page 505
CITY OF SEASIDE
STAFF REPORT
Item No.: 10.A.
TO: City Council
FROM: Greg McDanel, City Manager
BY: Jessica Riley, Finance Director
DATE: June 24, 2025
SUBJECT: ADOPT A RESOLUTION APPROVING THE FISCAL YEAR 2025- 2026 OPERATING BUDGET, INVESTMENT POLICY, CAPITAL
IMPROVEMENT PROGRAM, FEE SCHEDULE, POSITION
CONTROL LIST, SALARY SCHEDULE, STRATEGIC PLAN, AND
RESERVE AMOUNTS AND PROVIDE DIRECTION TO STAFF AS
TO ANY CHANGES TO BE MADE PRIOR TO ADOPTION
RECOMMENDATION
Receive presentation of the fiscal year 2025-26 draft budget and provide direction to staff as to any changes to be made prior to adoption.
BACKGROUND
The purpose of this item is to give the City Council and the Successor Agency Board the opportunity to receive a presentation and provide direction to staff on the Proposed 2025-2026 City operating budget, investment policy, capital improvement program, fee schedule, position control list, salary schedule, and reserve amounts.
Staff began preparations for the proposed budget in March 2025, immediately after the fiscal year 2024-25 mid-year budget review. Once further input and direction is received from the City Council, the budget will be revised accordingly. The revised budget will be brought forward to the Council on June 24, 2025, with the option to adopt it or provide further directions. If necessary, a second revised budget will be presented to the Council at a special meeting, yet to be scheduled, prior to June 30, 2025.
FISCAL IMPACT
To be presented.
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Item No. 10.A. Page 2 of 2
STRATEGIC PRIORITY
Effective Accessible Governance
ATTACHMENTS
1. Investment Policy FY 25-26
2. Budget Reso _ 26
3. Revised 25-26 Budget
Reviewed for Submission to the City Council by:
____________________________________
Greg McDanel, City Manager
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CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SEASIDE
INVESTMENT POLICY
1 Adopted June 24, 2025
I. Introduction
The purpose of this document is to identify various policies and procedures that enhance opportunities for a prudent and systematic investment process and to organize and formalize investment-related activities. Related activities which comprise sound cash management include accurate cash flow projections, control of disbursements, expedient collection of revenues, cost effective banking relations and a short term borrowing program which coordinates investment opportunity with working capital requirements.
The ultimate goal is to enhance the economic status of the City of Seaside while protecting its pooled cash resources.
The investment policies and practices of the City of Seaside are based on state law and prudent money management. All funds will be invested in accordance with the City's Investment Policy and the authority governing investments for municipal governments as set forth in the California Government Code, Sections 53601 through 53659. The investment of bond proceeds are to be restricted by the provisions of relevant bond documents.
II. Scope
It is intended that this policy cover all short-term operating funds and investment activities of the City. These funds are accounted for in the annual audit report, and include:
General Fund
Special Revenue Funds
Debt Service Funds
Capital Projects Funds
Enterprise Funds
Internal Service Funds
Fiduciary Funds
This investment policy applies to all City transactions involving the financial assets and related activity of the above mentioned funds. Any additional funds that may be created from time to time shall also be administered with the provisions of this policy and comply with current State Government Code.
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INVESTMENT POLICY
2 III. Prudence (Standard of Care)
The City of Seaside operates its pooled idle cash investments under the prudent man rule (Civil Code Section 2261, et. seq.). In addition, Government Code Section 53600.3 provides that those persons to whom investment decisions have been delegated are trustees with a fiduciary responsibility to act as a prudent investor.
Investments shall be made with judgment and care - under circumstances then prevailing - which persons of prudence, discretion and intelligence exercise in the management of their own affairs, not for speculation, but for investment, considering the probable safety of their capital as well as the probable income to be derived. This affords a broad spectrum of investment opportunities as long as the investment is deeded prudent under current law.
The standard of prudence to be used by investment officials shall be the "prudent person" standard and shall be applied in the context of managing an overall portfolio. All persons investing, reinvesting, purchasing, acquiring, exchanging, selling and managing public funds shall act with care, skill, prudence and diligence under the circumstances then prevailing that a prudent person acting in a like capacity and familiarity with those matters would use in the conduct of funds of a like character and with like aims, to safeguard the principal and maintain the liquidity needs of the City.
It is the City's intent at the time of purchase to hold all investments until maturity to ensure the return of all invested principal dollars but sales prior to maturity are permitted.
IV. Objectives
A. Investment Criteria:
Government Code Section 53600.5 states: “When investing, reinvesting, purchasing, acquiring, exchanging, selling and managing public funds, the primary objective of the trustee shall be to safeguard the principal of funds under its control. The secondary objective shall be to meet the liquidity needs of the depositor. The third objective shall be to achieve a return on the funds under its control”.
Simply stated, safety of principal is the foremost objective, followed by liquidity and return on investment (known as yield). Each investment transaction shall seek to first ensure the capital losses are avoided, whether they are from market erosion or Packet Page 509
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INVESTMENT POLICY
3 security defaults.
The primary objectives, in priority order, of the City's investment activities shall be:
1. Safety - Safety of principal is the foremost objective of the investment program. The City's investments shall be undertaken in a manner that seeks to ensure preservation of capital in the portfolio. The City shall seek to preserve principal by mitigating the two types of risk, credit risk and market risk. Investment decisions should not incur unreasonable credit or market risks in order to obtain current investment income.
a. Credit Risk: Defined as the risk of loss due to failure by the issuer of a security.
b. Market Risk: Defined as the risk of market value fluctuations due to overall changes in the general level of interest rates.
2. Liquidity - The City's investment portfolio will remain sufficiently liquid to enable the City to meet its cash flow requirements. An adequate portion of the portfolio should be maintained in liquid short term securities which can be converted to cash and guarantee the City’s ability to meet operating expenditures.
3. Return on Investment (Yield) - The City's investment portfolio shall be designed with the objective of attaining a market rate of return on its’ investments consistent with the constraints imposed by its safety objective and cash flow considerations. Yield is to be a consideration only after the basic requirements of adequate safety and liquidity have been met.
B. Market Rate of Return
The investment portfolio shall be managed to attain a market average rate of return throughout budgetary and economic cycles. This takes into account the City’s cash flow requirements and investment risk constraints, state and local laws and ordinances or resolutions that restrict the placement of short term funds.
C. Performance Standards
The investment portfolio shall be managed with the objective of producing a yield meeting or exceeding the average return on the one year U.S. Treasury. This index is considered a benchmark for low to moderate risk investment transactions.
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INVESTMENT POLICY
4 Therefore, they comprise a minimum standard for the portfolio’s rate of return.
The investment program shall seek to augment returns above this threshold, consistent with risk limitations identified herein and prudent investment principles.
This benchmark will be reviewed thoroughly and may be adjusted as required by market conditions to prevent incurring unreasonable risks to attain yield.
D. Diversification
The investment portfolio shall be diversified to prevent incurring unreasonable and avoidable risks regarding specific security types, individual financial institutions or maturity segments.
E. Public Trust
Public Trust - All participants in the investment process shall act responsibly as custodians of the public trust. Investment officials shall recognize that the investment portfolio is subject to public review and evaluation. The overall program shall be designed and managed with a degree of professionalism that is worthy of the public trust.
V. Delegation of Authority
The management and oversight responsibility for the investment program in hereby delegated to the Treasurer who shall monitor and review all investments for consistency with this investment policy. The City Manager and Treasurer shall jointly establish procedures to implement and monitor this investment policy. Such procedures shall include explicit delegation of persons responsible for investment transactions. No person may engage in an investment transaction except as provided under the limits of this policy.
VI. Ethics and Conflict of Interest
Officers and employees involved in the investment process shall refrain from personal business activities that could conflict with proper execution of the investment program, or that could impair their ability to make impartial decisions.
VII. Selection of Financial Institutions and Broker/Dealers To provide for the optimum yield in the City's portfolio, the City's procedures shall be Packet Page 511
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INVESTMENT POLICY
5 designed to encourage multiple bids and offers on investment transactions from an approved list of broker/dealers. The Treasurer shall maintain a list of authorized broker/dealers and financial institutions which are approved for investment purposes, in the State of California, and it shall be the policy of the City to purchase securities only from authorized institutions or firms. The investment guidelines and procedures shall identify the criteria under which brokers and dealers may qualify to conduct business with the City.
In order to assist in identifying qualified financial institutions, the Treasurer shall forward copies of the City’s investment policy to those financial institutions with which the City is interested in doing business and will require written acknowledgment of the policy. In addition, all dealers approved to do business with the City shall receive a copy of the Investment Policy annually. Confirmation of receipt of this policy shall signify that the dealer understands the Investment Policy and intends to present only appropriate investments.
VIII. Permitted Investment Instruments
Allowable investment instruments are defined in the California Government Code Section 53600 et. seq., as amended. If the Code is further revised to allow additional investments or is changed regarding the limits on certain categories of investments, the City is authorized to conform to these changes, excluding those changes that may be prohibited by this policy. Where Government Code Section specifies a percentage limitation for a particular category of investments, that percentage is only applicable only at the date of purchase.
Investments may be made in the following instruments:
1. Government obligations pledged by the full faith and credit of the United States for the payment of principal and interest.
2. Obligations issued by Agencies or Instrumentalities of the U.S. Government.
3. Repurchase Agreements used solely as short term investments not to exceed one year.
The following collateral restrictions will be observed: Only U.S. Treasury securities or Federal Agency securities will be acceptable collateral. All securities underlying Repurchase Agreements must be delivered to the City's custodian bank versus payment. The market value of securities that underlay a Repurchase Agreement Packet Page 512
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6 shall be valued at 102 percent or greater of the funds borrowed against those securities and the value shall be reviewed on a regular basis and adjusted no less than quarterly. Since the market value of the underlying securities is subject to daily market fluctuations, the investment in repurchase agreements shall be in compliance if the value of the underlying securities is brought back to 102 percent no later than the next business day.
4. Banker's Acceptances issued by domestic or foreign banks, which are eligible for purchase by the Federal Reserve System, the short term paper of which is rated in the highest category by Moody's Investors Services or by Standard & Poor's Corporation.
Purchases of Banker's Acceptances may not exceed 180 days maturity or 40 percent of the City's surplus money. However, no more than $2,000,000 of the City's surplus funds may be invested in the Banker's Acceptance of any one commercial bank.
5. Commercial paper rated in the highest short term rating category, as provided by Moody's Investors Service, Inc. (P-1) or Standard & Poor's Corporation (A-1) provided that the issuing corporation is organized and operating within the United States, has total assets in excess of $500 million, and has an "A" or higher rating for its long term debt, (if any, as provided by Moody's or Standard & Poor's).
Purchases of eligible commercial paper may not exceed 270 days maturity nor represent more than $1,000,000 from an issuing corporation.
Purchases of commercial paper may not exceed 15 percent of the City's surplus money that may be invested.
6. Medium term corporate notes of a maximum of five years maturity issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Medium term corporate notes shall be rated in a rating category of “A” or its equivalent or better by a nationally recognized rating agency.
Investments will be limited to a maximum of 30% of the City's portfolio. The maximum principal amount in any one company will not exceed $1,000,000.
7. FDIC insured or fully collateralized time certificates of deposit in financial institutions Packet Page 513
CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
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INVESTMENT POLICY
7 located in California, including United States branches of foreign banks licensed to do business in California. The maximum maturity of a time deposit shall not exceed 180 days. All time deposits must be collateralized in accordance with California Government Code section 53651 and 53652, either using:
a) 150% of promissory notes secured by first mortgages and first trust deeds upon improved residential property in California eligible under Section 53601 (m), or
b) 110% of eligible marketable securities listed in subsections (a) through (l) and (n).
8. Negotiable certificates of deposit or deposit notes issued by a nationally or state chartered bank or a state or federal savings and loan association or by a state licensed branch of a foreign bank; provided that the senior debt obligations of the issuing institution are rated "AA" or better by Moody's or Standard & Poor's.
Purchase of negotiable certificates of deposit may not exceed 30 percent of the City's surplus money.
9. State of California's Local Agency Investment Fund. (LAIF) Investment in LAIF may not exceed limits as set forth by the LAIF Board and adjusted from time to time. The current per account limit is $75 million per account.
10. Shares of beneficial interest issued by diversified management companies (Money Market
Mutual Funds) investing in the securities and obligations authorized by sections a through l of Government Code section 53601. To be eligible for investment pursuant to this subdivision these companies shall either: (1) attain the highest ranking letter or numerical rating provided by not less than two of the three largest nationally recognized rating services or (2) have an investment advisor registered with the Securities and Exchange Commission with not less than five years experience investing in securities and obligations authorized by Government Code Section 53601 and with assets under management in excess of $500,000,000.
The purchase price of shares shall not exceed 10 percent of the City's surplus money.
Table A summarizes the maximum percentage and maturity limits, plus other constraints, Packet Page 514
CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SEASIDE
INVESTMENT POLICY
8 by instrument, established for the City's total pooled funds portfolio.
IX. Safekeeping of Securities
To protect against fraud or embezzlement or losses caused by collapse of an individual securities dealer, all securities owned by the City shall be held in safekeeping by a third party bank trust department. Designated third parties shall act as agent for the City under the terms of a custody agreement or PSA agreement (repurchase agreement collateral).
All trades executed by a dealer will settle delivery vs. payment (DVP) through the City's safekeeping agent. Original copies on non-negotiable certificates of deposit and confirming copies (safekeeping receipts) of all other investment transactions must be delivered to the City. Investment officials shall be bonded to protect the public against possible embezzlement or malice.
Securities held in custody for the City shall be independently audited on an annual basis to verify investment holdings.
X. Maximum Maturity
Investment maturities shall be based on a review of cash flow forecasts. Maturities will be scheduled so as to permit the City to meet all projected obligations.
Investments that mature more than five years from the date of purchase can not occur without prior approval of the City Council. As defined in Government Code Section 53601, “no investment shall be made in any security… that at the time of investment has a term remaining to maturity in excess of five years, unless the legislative body has granted express authority to make that investment either specifically or as a part of an investment approved by the legislative body no less than three months prior to the investment.” XI. Ineligible Investments
Certain investments are prohibited under Government Code Sections 53601.6 and 53631.5. Security types which are prohibited include, but are not limited to:
(a) "Complex" derivative structures such as range notes, dual index notes, inverse floaters, leveraged or deleveraged floating rate notes, or any other complex variable rate or structured note.
(b) Interest only strips that are derived from a pool of mortgages or any security that could result in zero interest accrual if held to maturity.
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INVESTMENT POLICY
9 (c) Reverse Repurchase Agreements.
Purchasing these types of instruments does not coincide with this Policy’s objectives and would require a thorough review and monitoring of the underlying security. Although some of these transactions are legal under Government Code, they do not meet the objectives contained herein.
By virtue of the allowable investment in the State Pool, the City is investing idle cash with a large number of government agencies. The Pool is managed by outside administrators and are subject of the Government Codes as well as polices put in place by their governing boards. The Pool’s investment policy may allow for investment in some of the prohibitions noted above for Seaside. Investment in the State and County Pools is permitted, assuming a diminutive portion of their portfolio’s (10% or less) are tied to the high-risk products noted above. The Treasurer is responsible to monitor and review the Pool’s portfolio on an ongoing basis. The City shall take any necessary action should the Pool exceed the allowable 10% limit.
XII. Reporting Requirements
Pursuant to Government Code Section 53646, the Treasurer shall render to the City Council a separate quarterly investment report, which shall include, at a minimum, the following information for each individual investment:
- Type of investment instruments (i.e. Treasury Bill, medium term note) - Issuer names (i.e., General Electric)
- Purchase date (trade and settlement date)
- Maturity date
- Par value
- Current rate of interest
- Purchase price
- Current market value and the source of the valuation
- Overall portfolio yield based on cost
- Weighted average days to maturity
The quarterly report also shall (i) state compliance of the portfolio to the statement of investment policy, or manner in which the portfolio is not in compliance, (ii) include a description of any of the City's funds, investments or programs that are under the management of contracted parties, including lending programs, and (iii) include a Packet Page 516
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INVESTMENT POLICY
10 statement denoting the ability of the City to meet its expenditure requirements for the next six months, or provide an explanation as to why sufficient money shall, or may, not be available.
Market value adjustments, as required under Government Accounting Standards Board (GASB) Statement No. 31, are treated as year-end accounting adjustments to the financial records of the City. quarterly investment reports will demonstrate market fluctuations and continue to compare purchase price versus market value status. Accounting adjustments under GASB Statement No. 31, which compare changes to beginning and ending par market value in each fiscal year, are not included as part of the quarterly investment reports.
This quarterly report shall be submitted to the City Council within 45 days following the end of the quarter. Reporting to the California Debt and Investment Advisory Commission (CDIAC) commenced January 2001. Seaside will comply with CDIAC or any other oversight agency reporting requirements.
XIII. Policy Adopting Changes and Updates
The Treasurer shall annually render to the Council a statement of investment policy, which the Council shall consider at a public meeting.
The policy shall be reviewed annually by the City Manager and Treasurer to ensure its consistency with the global objective of preservation of investment principal, sufficient liquidity, rate of return and relevance to current laws and financial trends. Any modifications to the policy must be approved by the City Council.
XIV. Internal Controls
The Treasurer shall establish and implement a system of internal controls, which shall be documented in writing. The controls shall be designed to prevent losses of public funds arising from fraud, employee error, and misrepresentation by third parties, unanticipated changes in financial markets or imprudent actions by employees and officers of the City.
XV. Depositories
The Treasurer shall establish selection criteria for pre-approval of institutions that do business with the City of Seaside. To qualify for consideration, an institution must have an office in California. The Treasurer will maintain a listing of approved institutions.
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INVESTMENT POLICY
11 XVI. Risk Tolerance
The City recognizes that investment risk can result from issuer defaults, market price changes or various technical complications leading to temporary illiquidity. Portfolio diversification is employed as a way to minimize and control these risks.
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INVESTMENT POLICY
12 GLOSSARY OF TERMS
Bankers' Acceptances - negotiable time drafts or bills of exchange drawn on and accepted by a commercial bank. Acceptance of the draft obligates the bank to pay the bearer the face amount of the draft at maturity. In addition to the guarantee by the accepting bank, the transaction is identified with a specific commodity. The sale of the underlying goods will generate the funds necessary to liquidate the indebtedness. Banker's Acceptances are usually created to finance the import and export of goods, the shipment of goods within the United States and the storage of readily marketable staple commodities. Banker's Acceptances are sold at a discount from par and the amount and maturity dates are fixed. Bankers' Acceptances have the backing of both the bank and the pledged commodities with no known principal loss in over 70 years.
State law permits cities to invest up to 40% in bankers' acceptances.
Certificate of Deposit - A deposit insured up to $100,000 by the FDIC at a set rate for a specified period of time.
Collateral - Securities, evidences of deposit or pledges to secure repayment of a loan. Also refers to securities pledged by a bank to secure deposit of public moneys.
Corporate Medium Term Notes - Unsecured promissory notes issued by corporations operating within the United States. The notes mature in one to five year periods. Purchase of these notes may not exceed 30% of the City's portfolio and the notes must have at least an "A" rating by a nationally recognized rating service.
Commercial Paper - An unsecured promissory note of industrial corporations, utilities and bank holding companies having assets in excess of $500 million and an "A" or higher rating for the issuer's debentures. Interest is discounted from par and calculated using the actual number of days on a 360-day year. The notes are in bearer form, mature from one to 270 days and generally start at $100,000. There is a secondary market for commercial paper and an investor may sell them prior to maturity. Unused lines of credit back commercial paper from major banks.
State law permits cities to invest up to 30% in commercial paper.
Credit Risk - Defined as the risk of loss due to failure of the issuer of a security. This loss shall be mitigated by investing in investment grade securities and by diversifying the investment portfolio so that the failure of any one issuer does not unduly harm the City's capital base and cash flow.
Current Yield - The interest paid on an investment expressed as a percentage of the current Packet Page 519
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13 price of the security.
Custody - A banking service that provides safekeeping for the individual securities in a customer's investment portfolio under a written agreement which also calls for the bank to collect and pay out income, to buy, sell, receive and deliver securities when ordered to do so by the principal.
Delivery vs. Payment (DVP) - Delivery of securities with a simultaneous exchange of money for the securities.
Fannie Mae - Trade name for the Federal National Mortgage Association (FNMA), a United States sponsored corporation.
Federal Reserve System - The central bank of the United States which consists of a seven member Board of Governors, 12 regional banks and 5,700 commercial banks that are members.
Federal Deposit Insurance Corporation (FDIC) - Insurance provided to customers of a subscribing bank that guarantees deposits to a set limit (currently $250,000) per account.
Freddie Mac - Trade name for the Federal Home Loan Mortgage Corporation (FHLMC), a United States sponsored corporation.
Ginnie Mae - Trade name for the Government National Mortgage Association (GNMA), a direct obligation bearing the full faith and credit of the United States Government.
Interest Rate - The annual yield earned on an investment, expressed as a percentage.
Liquidity - Refers to the ability to rapidly convert an investment into cash.
Local Agency Investment Fund (LAIF) Demand Deposit - Was established by the state to enable treasurers to place idle funds in a pool for investment. Each agency is currently limited by LAIF to an investment of $75 million plus any bond proceeds.
Market Risk - Defined as market value fluctuations due to overall changes in the general level of interest rates. Adverse fluctuation possibilities shall be mitigated by limiting the maximum maturity of any one security to five years, structuring the portfolio based on historic and current cash flow analysis, and eliminating the need to sell securities prior to maturity. Also, avoiding the purchase of long term securities for the sole purpose of short-term speculation mitigates marker risk.
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CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SEASIDE
INVESTMENT POLICY
14 Market Value - The price at which a security is trading and could presumably be purchased or sold.
Maturity - the date the principal or stated value of an investment becomes due and payable.
Portfolio - Collection of securities held by an investor.
Purchase Date - The date in which a security is purchased for settlement on that or a later date.
Rate of Return - The yield obtainable on a security based on its purchase price or its current market price. This may be the amortized yield to maturity on a bond or the current income return.
Repurchase Agreement (REPO) - Are contractual arrangements between a financial institution or dealer and an investor. The investor puts up their funds for a certain number of days at a stated yield. In return, they take title to a given block of securities as collateral. At maturity, the securities are repurchased and the funds are repaid with interest.
Reverse Repurchase Agreement (Reverse REPO) - A transaction where the seller (City) agrees to buy back from the buyer (bank) the securities at an agreed upon price after a stated period of time.
Sallie Mae - Trade name for the Student Loan Marketing Association (SLMA), a United States sponsored corporation.
Treasury Bills - United States Treasury Bills which are short term, direct obligations of the United States Government issued with original maturities of 13 weeks, 26 weeks and 52 weeks; sold in minimum amounts of $10,000 in multiples of $5,000 above the minimum. Issued in book entry form only. T-bills are sold on a discount basis.
United States Government Agencies - Instruments issued by various United States Government Agencies most of which are secured only by the credit worthiness of the particular agency.
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CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SEASIDE
INVESTMENT POLICY
15 Permitted Investments
Table A
City Policy Maximum
Legal Limit Legal Limit Maturity City Policy
Permitted Investments (% or $) (% or $) Constraints Other Constraints U.S.Government
Obligations
Unlimited Unlimited 5 years * None
U.S. Government
Agencies & Instruments
Unlimited Unlimited 5 years * None
Repurchase Agreements Unlimited Unlimited 1 year 102% Market value on underlying securities
Bankers Acceptances 40% 40% 180 days No more than $2,000,000 invested in any one
commercial bank
Commercial Paper 30% 30% 270 days U.S. Corporations with assets in excess of $500,000,000;
“A” debt rating; maximum of
$1,000,000 from an issuing
corporation
Medium Term Corporate
Notes
30% 30% 5 years U.S. Corporations; “A” debt
rating maximum of
$1,000,000 per issuing
company
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CITY OF SEASIDE AND THE SUCCESSOR AGENCY TO THE
REDEVELOPMENT AGENCY OF THE CITY OF SEASIDE
INVESTMENT POLICY
16 Certificates of Deposit Unlimited Unlimited 5 years * Must be collateralized to 110% of the CD value by
other eligible securities or
150% by promissory notes
secured by California Deeds
& Mortgages
Negotiable Certificates of
Deposit
30% 30% 5 years * State and Federally chartered
banks and savings
institutions, “AA” rating by
one agency
LAIF State Pool $75,000,00
0 **
$75,000,000
**
N/A Limited to 15 transactions
per month, per account, per
State Policy - last changed
11/16/09.
Mutual Funds 15% 10% N/A Funds invested as defined in
Section 53601 (a) to (l);
highest debt rating from 2 of
top 3 national rating services
OR investment advisor
registered with SEC for at
least 5 years and assets
under management in excess
of $500,000,000.
* Maximum terms unless the City Council expressly authorizes longer maturities and within the prescribed time frame for said approval.
** Not set by Government Code, but instead by LAIF Governing Board.
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RESOLUTION NO. 25-XX and 25-XX SA
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SEASIDE
AND THE SUCCESSOR AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY
OF SEASIDE
ADOPTING THE ANNUAL OPERATING BUDGET, OTHER FUNDS BUDGETS, THE
CAPITAL OUTLAY BUDGET, THE CAPITAL IMPROVEMENT BUDGET AND FIVE
YEAR PLAN, THE FEE SCHEDULE, THE INVESTMENT POLICY, THE POSITION
CONTROL LIST AND SALARY SCHEDULE, THE ANNUAL APPROPRIATIONS
LIMIT, AND THE RESERVE BALANCES OF THE CITY OF SEASIDE FOR THE FISCAL YEAR 2025-2026 AND AUTHORIZING ACTIONS AS NECESSARY FOR
BUDGET IMPLEMENTATION
WHEREAS, the City Council of the City of Seaside and the Agency Board of the Successor Agency to the Redevelopment Agency of the City of Seaside has considered the Proposed 2025-2026 Annual Operating Budget, Other Funds Budgets, Capital Outlay Budget, Capital Improvement Budget and Plan, the Annual Fee Schedule, the Investment Policy, the Position Control List and Salary Schedule, the Annual Appropriations Limit, and the Reserve Balances; and
WHEREAS, the City Council and the Agency Board has reviewed the aforementioned documents and made desired modifications; and
WHEREAS, the City Council and the Agency Board is required to adopt a balanced budget in which total appropriations do not exceed estimated revenues and/or other available funds; and
WHEREAS, the City Council is required to adopt an Annual Appropriations Limit and Reserve Balances.
NOW, THEREFORE BE IT RESOLVED, that the City Council and the Agency Board of the City of Seaside adopts the following:
1. The 2025-2026 General Fund Operating Budget, as may be modified;
2. The 2025-2026 Other Funds Budgets, as may be modified;
3. The 2025-2026 Capital Outlay Budget, as may be modified;
4. The 2025-2026 Capital Improvement Budget, as may be modified and the 2025-2026 through 2030-2031 Capital Improvement Plan;
5. The 2025-2026 Fee Schedule, as may be modified;
6. The 2025-2026 Investment Policy, as may be modified; Meeting Date: 6/24/2025
Item X.X
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7. The 2025-2026 Position Control List and Salary Schedule;
8. Authorize other actions as necessary to implement the 2025-2026 Budget.
9. The 2025-2026 Adopted Budget will be published as required by the Municipal Code and City Ordinance.
10.The appropriations limit for the Fiscal Year 2025-2026, in accordance with Article XIIIB of the California State Constitution, calculated as follows:
2025-2026 Appropriations Limit Adjustment Factors:
Increase in Per Capita Personal Income Factor 1.0644
Population Change Factor (City Factor) 1.0135
Combined Factor 1.0787694
2025-2026 Appropriations Limit $ 48,132,826
2025-2026 Appropriations Subject to the Limit $ 41,355,447 2025-2026 Limit in Excess of Appropriations $ 6,777,379
13. In accordance with Section 3.12 of the City of Seaside Municipal Code and Government Accounting Standard #54, the City Council is required to set Reserve amounts each fiscal year. The Proposed 2025-2026 Budget establishes Reserves at 100% of the Municipal Code minimums.
PASSED AND ADOPTED at a meeting of the City Council of the City of Seaside and the Agency Board of the Successor Agency to the Redevelopment Agency of the City of Seaside duly held on the 24th day of June, 2025 by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAIN: COUNCIL MEMBERS:
APPROVED:
________________________________
Ian N. Oglesby, Mayor
ATTEST:
________________________________
Dominique L. Davis, City Clerk
APPROVED TO FORM:
________________________________
Sheri L. Damon, City Attorney
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2025
2026
annual
proposed
budget
831-899-6700 www.ci.seaside.ca.us 440 Harcourt Ave.
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TABLE OF CONTENTS
City Manager’s Message .......................................................................................................... 4 Resolution ................................................................................................................................. 9 Introduction
City Officials ....................................................................................................................... 13 Vision Statement ................................................................................................................ 14 Mission Statement ............................................................................................................. 16 City-Wide Organizational Chart .......................................................................................... 17 Community Profile .............................................................................................................. 18 User’s Guide to the Budget ................................................................................................ 20 Budget Guidelines & Fiscal Policies ................................................................................... 27 Strategic Plan
Strategic Plan ..................................................................................................................... 34 Budget Summary
Fund Analysis .................................................................................................................... 50 Budget Summary – All Funds ............................................................................................ 54 Budget Summary – General Fund ..................................................................................... 70 Schedule of Operating Transfers ....................................................................................... 90 Appropriations Limit ........................................................................................................... 94 Budget Detail
Legislative Body ................................................................................................................. 96 City Manager’s Office ....................................................................................................... 102 City Clerk ......................................................................................................................... 108 City Attorney .................................................................................................................... 112 Human Resources & Risk Management .......................................................................... 118 Packet Page 528
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Finance ............................................................................................................................ 124 Economic Development ................................................................................................... 132 Community Development ................................................................................................. 138 Building & Code Enforcement .......................................................................................... 146 Police Department ........................................................................................................... 152 Fire Department ............................................................................................................... 162 Public Works & Engineering ............................................................................................. 170 Recreation ........................................................................................................................ 200 Enterprise Funds .................................................................................................................. 212 Special Revenue & Grants ................................................................................................... 222 Internal Service Funds ......................................................................................................... 230 Debt Service .......................................................................................................................... 240 Capital Improvement Program ............................................................................................ 252 Master Fee Schedule ............................................................................................................ 334 Statistics & Other Schedules
Position List ...................................................................................................................... 376 Salary Schedule ............................................................................................................... 382 Statistical Section ............................................................................................................. 392 Glossary ........................................................................................................................... 414 Packet Page 529
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June 24, 2025
Honorable Mayor and Members of the City Council:
I am pleased to present the Proposed Operating and Capital Budget for the City of Seaside for the fiscal year beginning July 1, 2025, and ending June 30, 2026. This budget reflects a disciplined, strategic approach – one that protects essential services, maintains workforce stability, and lays the groundwork for long-term fiscal sustainability. While addressing our most pressing service demands, it also prepares the City to adapt to economic headwinds and advance toward our community goals.
Economic Conditions: Navigating a Slowing Economy
The Fiscal Year 2025–26 Proposed Budget was developed during a period of national and statewide economic transition. After years of consistent growth, key indicators now signal a slowdown. Seaside is beginning to feel the impact, with revenue growth flattening in FY 2023- 2024 and showing signs of decline through FY 2024-2025.
Despite these emerging pressures, the City remains focused on proactive, data-informed approaches. Revenue trends are being closely monitored, and careful measured strategies are being applied to manage expenditures and safeguard fiscal health. Key conditions currently under review include:
Inflation – Moderating but still above the Federal Reserve’s 2% target, with the U.S. annual rate at 2.8% as of April 2025
Personnel Costs – Growing faster than revenues
Pension Obligations – CalPERS unfunded obligations remain a long-term challenge Geopolitical Instability – Uncertain global factors that may influence local markets We approach this budget with realism, financial discipline, and a renewed commitment to longterm fiscal health.
Budget Summary: A Balanced Budget with a Narrow Surplus The Proposed General Fund Budget for FY 2025–26 totals $48.3 million in operating revenue and $48.2 million in operating expenditures, including transfers, producing a modest operating surplus of approximately $48,000. Key items that are appropriated from the General Fund Packet Page 530
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Balance include $865,000 allocated for Capital Improvement Program (CIP) projects and $1.3 million dedicated for street maintenance and repair.
However, despite this balanced operating budget plan, the unassigned fund balance was initially projected to fall approximately $1.7 million short of the 30% reserve target ($14.5 million), as outlined in the City’s Municipal Code. In response, staff presented strategic options during the budget study sessions on June 10 and 12. Based on Council direction during those sessions, adjustments were made that improved the City's financial position, which resulted in a positive unassigned fund balance of approximately $318,000. A revised, compliant budget reflecting these changes will be presented for City Council consideration at a special meeting on June 24.
I remain confident that the Council, staff, and community will continue to work in partnership to deliver a sustainable, service-focused budget that responds to present conditions while advancing our long-term goals.
Fund Balance: From One-Time Growth to Fiscal Transition Between FY 2019-20 and FY 2021-22, Seaside’s General Fund balance nearly doubled – driven largely by one-time land sales, grant proceeds, and a pandemic-era surge in sales tax collections.
This temporary growth allowed the City to:
Expand staffing levels to meet community needs
Invest in infrastructure without drawing on ongoing operating revenues Packet Page 531
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However, these investments were not matched by recurring revenue streams. In recent years, the General Fund balance has been used to bridge operational gaps while waiting for major development projects to come online – a practice that is no longer sustainable in today’s environment.
Revenues: Strategic Development as a Long-Term Solution The General Fund relies on five core revenue sources: Sales Tax, Property Tax, Transaction Tax, Transient Occupancy Tax, and Utility User Tax.
Sales Tax, historically our largest single source of revenue, declined in FY 2024-2025, largely due to weakening automobile sales. This decline underscores the importance of advancing key economic development initiatives such as the Grand Hyatt Seaside Hotel & Resort, Campus Town, Main Gate, and the West Broadway Urban Village.
These projects are expected to significantly strengthen long-term revenues, support essential services, and help the City meet growing expectations from residents and businesses alike.
Expenditures: Preserving Services Through Restraint
The proposed FY 2025–26 General Fund expenditures total $48.2 million which includes $865,000 allocated to the Capital Improvement Plan (CIP) and $1.3 million for street maintenance and repair (funded from unassigned fund balance).
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The modest operating surplus of $48,000 was made possible only after staff reduced department requests by approximately 10%, totaling $4.6 million in reductions from initial estimates, demonstrating a citywide commitment to fiscal restraint and stability.
Personnel costs, at $36.1 million, account for roughly 75% of the General Fund budget.
These costs reflect:
165 full-time positions, a reduction from 178 budgeted in FY 2022–23 20 frozen vacancies
Staffing levels approximately 11% below optimal for current service goals Even with these challenges, departments have worked diligently to maintain essential services and continue delivering on Council priorities in a lean operating environment.
Fiscal Year 2025‐26 Actual Projected
Budget as of Q3 Budget
Expenditures By Category: 2024 2025 2026
Personnel Services
Salaries 19,116,121 18,649,676 21,681,494 Overtime 1,425,544 1,568,178 1,145,549 Health Insurance 2,720,157 2,782,530 3,321,288 Dental/Vision Insurance 151,131 138,539 150,954 Other Benefits 2,559,905 2,155,962 1,707,313 Retirement 6,356,003 7,132,857 7,429,307 Retiree Health Insurance 624,434 641,358 665,412 Total Personnel Services 32,953,294 33,069,101 36,101,317 Non Personnel Services
Services & Supplies 9,639,324 9,031,212 10,971,838 Internal Service Charge 2,406,017 3,101,921 2,375,682 Debt Service 496,937 524,967 648,159 Capital Outlay 1,176,827 1,033,882 448,500 Administrative Allocation (2,205,197) (2,768,493) (2,620,516) Transfers 5,024,669 8,233,200 3,912,226 Total Non‐ Personnel Services 16,538,576 19,156,690 15,735,889 Total Expenditures 49,491,870 52,225,791 51,837,206 Packet Page 533
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Long-Term Forecast: Strategic Choices Ahead
The City’s Five-Year Financial Forecast, prepared by the Finance Director, presents a sustainable, but increasingly constrained path forward. Improved fiscal health will require:
Slowing expenditure growth
Aligning resources with strategic priorities
Maintaining policy-level reserves
The forecast is not a warning, but rather a call to thoughtful, timely action. With informed choices and a steady approach, we can preserve stability while preparing for the future.
Budget Themes for FY 2025–26
This year’s proposed budget is grounded in five guiding themes:
At a Financial Crossroads
After years of relative stability, we are entering a period of fiscal constraint. Revenue growth has plateaued, while service demands and costs continue to rise. This budget begins the realignment process to reflect current economic realities. Expenditure Restraint and Operational Stability
The focus remains on protecting jobs and preserving essential services while pausing expansion to concentrate on continuity.
Strategic Plan Alignment – First Steps
This budget marks the beginning of a shift toward aligning financial decisions with the City’s Strategic Plan. Though modest, these first steps are meaningful and signal a long-term shift in how resources are allocated.
Economic Development as a Long-Term Lever
Projects like the Grand Hyatt Hotel & Resort, Campus Town, Main Gate, and the West Broadway Urban Village are critical to building future fiscal strength, even if they won’t solve short-term challenges.
A Budget of Stability and Stewardship
This is a budget defined by discipline, not austerity. It reflects careful stewardship of resources, commitment to staff and services, and a focus on forward-looking investments.
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Conclusion
In closing, I want to express my sincere appreciation to City staff, department heads, and especially our Finance team for their diligence in preparing this budget under challenging conditions. I also thank the City Council for your leadership, support, and shared commitment to prudent fiscal management.
The proposed budget is a statement of resilience. It protects what matters most – our people, our services, and our potential. With foresight and collaboration, we will meet today’s challenges and build a stronger Seaside for tomorrow.
Sincerely,
Greg McDanel
City Manager, ICMA-CM
City of Seaside
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INTRODUCTION
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VISION STATEMENT
Seaside is a vibrant, proudly diverse, energetic and
safe community, with extraordinary natural beauty,
quality of life and economic opportunities.
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City Officials
CITY COUNCIL
Ian N. Oglesby, Mayor
David Pacheco, Mayor Pro-Tem
Alexis Garcia-Arrazola
Rita Burks
Alex Miller
City Manager
Greg McDanel
City Attorney
Sheri Damon
Assistant City Manager, Community Services ............... Daniel Meewis City Clerk…………………………………………………Dominique Davis
Finance Director ................................................................ Jessie Riley Human Resources Director/Risk Manager ............Samantha Sakhrani Police Chief ........................................................................ Nick Borges Fire Chief ............................................................................. Paul Blaha Community Development Director ............................................. Vacant Economic Development Director ....................................... Jose Bazua Public Works Director/City Engineer ..........................Thomas Korman Chief Building Official…………………………………..………..…Vacant
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MISSION STATEMENT
Include Innovate Inspire
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CITY OF SEASIDE PROFILE
HISTORY & CITY GEOGRAPHY
Seaside is a city in Monterey County, California, United States, with a population of 32,121 according to 2021 California Department of Finance data. The City of Seaside is a general-law City incorporated on October 13, 1954.Seaside is located on Monterey Bay at an elevation of 33 feet. The elevation in Seaside increases to the east, affording views of the Monterey Bay from multiple areas within the City. Seaside is known for its views of the bay from streets, private property and the golf courses.
The climate is a cool Mediterranean type, strongly influenced by the prevailing winds from the west/northwest, which blow over the Pacific Coast's cool ocean currents. At the nearest National Weather Service Climate Station, the coldest month is January, with an average daily high of
59.9 °F; the warmest month is September, with an average daily high of 72 °F.
Seaside is the home of California State University, Monterey Bay (CSUMB) and the Monterey College of Law, which are located on the site of the former Fort Ord military base. It is also home to the Bayonet and Black Horse golf courses also once part of the Fort Ord military base, now open to the public, and host to PGA Tour events, including the 45th PGA Professional National Championship in 2012, the 26th Senior PGA Professional National Championship in 2015 and the 51st PGA Professional National Championship in 2018.
The City works with the Monterey County Convention & Visitors Bureau and the Seaside-Sand City Chamber of Commerce and other agencies to encourage the expansion of businesses that generate local revenues and employment opportunities. The City also works with these organizations to develop and market Seaside as a tourist destination.
CITY AUTHORITY
Seaside is a general law city under California state law and its rights, powers, privileges, authority, and functions are established through the State constitution. These statutory rights include the power to: sue and be sued; purchase, receive by gift or bequest and hold land, make contracts and purchases and hold personal property necessary to the exercise of its powers; manage, sell, lease, or otherwise dispose of its property as the interest of its inhabitants require; levy and collect taxes authorized by law and exercise such other and further powers as may be especially conferred by law or as may be necessarily implied from those expressed.
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CITY COUNCIL
Members of the Seaside City Council are elected by the voters every two years in a general election in November of even-numbered years. The Mayor serves 2-year terms and the four members of the City Council have rotating 4-year terms; every two years, two members of the City Council are also selected by the voters through a general election. Seaside elected officials do not have term limits. The Council sets policy and exercises the legislative authority of the City. The Council holds meetings on the first and third Thursdays of each month and at such other times as necessary.
ADMINISTRATION AND MANAGEMENT
Seaside operates under the Council-Manager form of government. The City Council appoints the City Manager who appoints other City staff and is charged with overseeing the City’s daily operations. Several boards, commissions, and committees assist the City Council and administration in carrying out various aspects and functions of city government.
CITY SERVICES
The City provides municipal services including police and fire protection, community and economic development, planning, building and code enforcement, recreation, parks and street maintenance, water service to part of the City, and general City administration. Gas and electricity are provided by Pacific Gas & Electric; water services are provided by the City, California American Water, and Marina Coast Waster District; sewer services are provided by Seaside County Sanitation District, Marina Coast Water District, and Monterey Regional Water Pollution Control Agency.
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USER’S GUIDE TO THE BUDGET
The functions of local government stem from three levels of policy direction: federal, state and local. Within this intergovernmental system, local government is responsible for providing basic public services such as maintaining streets and roadways, providing traffic management systems, maintaining parks, providing community services, and ensuring public safety. Local government must also fulfill certain state and national policy objectives such as transportation and environmental protection while addressing the expectations and values of its citizens. For local governments, the primary tool used to coordinate the provision of governmental services and to provide legal authorization for the expenditure of funds is the annual budget. A local government budget is a financial plan that matches existing resources with the needs of the community.
The City of Seaside’s budget is developed and adopted by the City Council and provides Seaside residents and City staff with a plan for implementation of the services, goals and objectives specified by the City Council. The budget of the Seaside County Sanitation District (District) has been included in the presented budget. Although it is a legally separate entity, the Seaside County Sanitation District is included because the district’s operations are managed by City staff.
The Operating Budget is a guide for the receipt and disbursement of funds used to provide daily, routine public services to the community. The Five-Year Capital Improvement Program (CIP) and Capital Projects Budget provide citizens and City officials with detailed information about capital projects that are planned for near- or mid-term implementation.
This budget outlines the many municipal services, programs and projects provided by the City of Seaside over the course of the fiscal year. It identifies revenue projections and specific expenditures necessary to deliver services to the community. The budget is intended to provide transparency to City residents about programs and services as well as the policies underlying the City Council’s spending decisions.
DISTINGUISHED BUDGET PRESENTATION AWARD
The Government Finance Officers Association of the United States and Canada (GFOA) awards a Distinguished Budget Presentation Award to a select few cities each year. Achievement of the award reflects the commitment of the governing body and staff to meeting the highest principles of governmental budgeting. In order to receive the budget award, the City must satisfy nationallyrecognized guidelines for effective budget presentation. These guidelines are designed to assess how well an entity’s budget serves as:
A Policy Document – to describe financial and operating policies, goals, and priorities for the organization.
A Financial Plan – to provide revenue and expenditure information by fund, department, division, and category.
An Operations Guide – to describe activities and objectives for the fiscal year. A Communications Tool – to provide information on budgetary trends, planning processes, and integration of the operating and capital budgets.
The City’s Finance Staff is honored to have won this prestigious award for the third time with the Fiscal Year 2023-24 Budget document:
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BUDGET ORGANIZATION
The FY 2025/26 Budget includes seven basic sections as follows:
1. Introduction. Includes the City’s Vision Statement, The City’s Mission Statement, a directory of elected and appointed City officials, this Users’ Guide, a Citywide organization chart, an profile of the City of Seaside, a definition of the funds included in the financial reporting model of the City, and the City’s budget guidelines and fiscal policies. This section provides the reader with the policies and documents that guide the City’s financial practices.
2. Summary. Includes a comprehensive overview of fund balance projections (Fund Analysis) and individual summaries of revenues and expenditures for All Funds and the General Fund.
The fund analysis table also demonstrates the relationship between the City’s various funds and its operating departments. Also included is a summary of all interfund transfers and the City’s Gann Appropriations Limit.
3. Departmental Detail. Presents detailed information on the City’s operating departments, governmental funds, internal service funds, enterprise funds, custodial and agency funds.
City departments may manage both general fund departments as well as other non-general fund departments. For example the City Water fund budget may be found in the Public Works department and the Management Information Systems budget may be found in the Finance department.
Additional information about services provided by the City is included in each departmental section. Department summary information includes a departmental services description, summaries of strategic goals, a comparison of the total adopted budget to the prior fiscal year, and a summary of the revenue sources used to fund the department’s work. More specific information about the current year appropriations is provided in the budget detail section.
4. Other Funds. Several sections of the budget provide additional information on funds other than the general fund, including; Enterprise funds, special revenue and grant funds, internal service funds and debt service funds.
5. Capital Improvement Program (CIP) and Capital Projects Budget. The Multi-Year CIP includes descriptions of individual projects and details the acquisition, construction or rehabilitation of major capital facilities and infrastructure. The Capital Projects Budget is used to account for the receipt and disbursement of funds for specific CIP projects. For many projects, revenue resources and expenditures may extend over several years.
6. Master Fee Schedule. Provides a comprehensive listing of each of the City’s fees. The schedule shows the current year fee amounts as well as the previous year fee amounts for reference.
7. Statistics and other Schedules. Presents historical information for the past 10 years regarding the City’s finances, operations, constituents and the local economy. Also included is a list of all city personnel positions and the city’s most up to date salary schedule.
8. Glossary. A list of specialized words and acronyms used in the budget document and their definitions.
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BUDGET PROCESS & ADOPTION
The City develops an annual budget according to legal and policy direction which includes:
Prepare a budget for all funds of the City.
Adopt a budget that is balanced as to resources and appropriations. Adopt a budget that does not exceed State constitutional limits. Adopt a budget prior to the beginning of the fiscal year in which it is to take effect. Allow for adjustments to the budget with proper approvals. Strive to maintain reserves in accordance with established Council policies. Utilize encumbrances of appropriations as a budgetary control technique. Adopt the budget through City Council resolutions.
Exercise budgetary controls at the department level.
The City of Seaside operates on a fiscal year basis, starting July 1 and ending June 30. The budget is prepared by the Finance Department under the supervision of the City Manager.
Copies of the preliminary budget are made available to the general public prior to the City Council’s budget study session. After providing opportunities for public review and comment at the budget study session(s), the budget is adopted by the City Council prior to June 30 at either a regular or special City Council meeting. After adoption, the budget may be amended by City Council resolution.
2025-2026 Budget Process: The Adopted Budget for the 2025-2026 Fiscal Year for the City of Seaside is based on the City Council’s direction to focus resources on the City’s Vision Statement through accomplishment of the current strategic direction.
In February, staff began a mid-year review of the 2024-2025 Budget for presentation to City Council. The presentation was made on March 20, 2025.
Schedule for Development of the FY 2025‐26 Budget:
Activity Deadline
Finance Provides Initial revenue forecasts to CM 3/19/2025 Finance provides payroll cost projections 3/19/2025
Finance Provides Budget Spreadsheets to Departments as well as instructions re: Narratives & Appropriation requests 3/21/2025
Finance requests updates to Fee Schedule from Departments 3/28/2025 Depts submit proposed departmental expense budgets and narratives to finance ( including special revenue, grants and capital projects)
4/3/2025
CM, HR & Finance meet with all Depts; review appropriations requests, department summaries and staffing 4/7/2025 thru 4/11/2025 Finance posts revised budget worksheets in budget folder for review by Depts.; Report any discrepancies to 4/21/2025 Department Narratives & Org Charts Due 4/28/2023
Finance reviews total revenues vs Expenditures with CM ‐ tweek as necessary ‐ Finalize #s for document preparation 5/16/2025
Internal review/quality control/draft budget document 5/16/2025 thru 5/30/2025 Finalize draft budget document 5/30/2025
CM completes budget transmittal letter 5/30/2025
Finance distributes proposed budget 6/6/2025
City Council budget review and direction (study session) 5pm to 9pm 6/10/2025 & 6/12/2025 Finance distributes revised budget 6/20/2025
Present Draft Budget to Council (consideration of adoption) 6/24/2025 Finance distributes revised budget (if needed) 6/26/2025 Present Final Budget to Council (consideration of adoption)(if needed)(special meeting) 6/30/2025 Packet Page 550
INTRODUCTION
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In April, each department was provided information on the prior year actuals, the 2025-2026 Adopted and Amended Budget amounts, and current expenditures to date. The departments reviewed their expenditures in prior years, their current expenditure levels, and their direction for the upcoming year. Based on this strategy, the departments prepared and submitted their draft budgets to the Finance Department and City Manager for compilation. The Human Resources Department provided information on recruitment for vacant positions, negotiated increases to salaries, and benefit costing information that was incorporated into the personnel budgeted cost.
The Finance Department prepared revenue estimates using a variety of projection techniques, i.e. prior year collections, economic trend analysis, knowledge of program changes, etc.
Additionally the Finance department partners with revenue forecasting experts to assist with projections. Using the revenue estimates and the departments’ initial requests, the Finance Department assembled a draft of the budget for review by the City Manager. The Draft Budget was finalized after this review
The 2025-2026 Draft Budget will be presented to the City Council on June 10th & June 12th, 2025 for initial review, discussion and direction. The Draft Budget will then updated according to Council direction and presented again to the City Council on June 24, 2025 for consideration of adoption.
BASIS OF ACCOUNTING AND FUND DEFINITIONS
The modified accrual basis of accounting is used by all General, Special Revenue, Debt Service and Capital Projects Funds. This means that revenues are recognized when they become both measurable and available. Measurable means the amount of the transaction can be determined and available means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period. Expenditures are recorded when liabilities are incurred, except that principal and interest payments on long-term debt are recognized as expenditures when due. The accrual basis of accounting is utilized by all Enterprise and Internal Service Funds. This means that revenues are recorded when earned and expenses are recorded at the time liabilities are incurred.
To demonstrate fiscal accountability, various funds are established in accordance with objectives of special regulations, restrictions, and/or limitations. Each fund is considered a separate accounting entity with a self-balancing set of accounts. The funds that are used in the financial reporting model for the City of Seaside are as follows:
The General Fund is the City’s primary operating fund. It is used to account for resources traditionally associated with general government activities which are not required (legally or by sound fiscal management) to be accounted for in another fund.
Special Revenue Funds are used to account for revenues that are legally restricted for a particular purpose. The City has several Special Revenue Funds including Supplemental Law Enforcement, Asset Forfeiture, FORA Blight Removal, Gas Taxes and Measure X. Special Revenue Funds are also used to account for grants obtained to fund City projects and activities.
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Capital Project Funds are used to account for financial resources to be used for construction or acquisition of fixed assets, such as buildings, equipment, or roads.
Debt Service Funds are used to account for the repayment of debt.
Internal Service Funds are used by the City to account for the financing of goods and services provided by one department to other departments within a government organization on a cost-reimbursement basis. They are set up to take advantage of economies of scale, to avoid duplication of effort, and to accurately identify costs of specific governmental services.
The City utilizes three Internal Service Funds: Equipment Maintenance, Self-Insurance and Management Information Systems.
Enterprise Funds are used to account for operations that are supported by a fee charged to external users for services, similar to a private business. The City has two Enterprise Funds:
the Water fund and the Golf fund.
Component Unit Funds are used to account for legally separate organizations for which the City is financially accountable or other organizations whose nature and significant relationship with the City are such that exclusion would cause the City’s financial statements to be misleading or incomplete. The City reclassified the Seaside County Sanitation District in Fiscal Year 2021-22 from a component unit to a custodial fund.
Private-Purpose Trust Funds Private-purpose trust funds are used to report trust arrangements, other than pension and investment trusts, under which principal and income benefit individuals, private organizations, or other governments. The resources held under this type of fund are not available to support the government’s own programs. The City has one private purpose trust fund: the Successor Agency. The Successor Agency operates under auspices of the legislatively formed Oversight Board comprised of representatives of local agencies that serve the redevelopment project area. The sole purpose of this fund is to retire debt of the former redevelopment agency.
Custodial Funds account for resources held by the City in a custodial capacity for other governments, private organizations, or individuals. The resources held under this type of fund are not available to support the government’s own programs. The City reclassified the Seaside County Sanitation District in Fiscal Year 2021-22 from a component unit to a custodial fund.
Although it is a legally separate entity, the Seaside County Sanitation District’s operations are managed by City staff.
COST ALLOCATION PLAN AND INDIRECT CHARGES
Costs of the City’s central service departments are allocated through the City’s Cost Allocation Plan (CAP). The CAP allocates costs that originate in one department but benefit one or more other departments. By way of example; the City Clerk Department performs the function of “Records Management” which benefits multiple other departments within the City organization.
The costs associated with “Records Management” are allocated from the City Clerk Department to the multiple other departments that benefit from the service.
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The City employs a multi-step process for distributing the indirect costs of central service departments and the City’s Internal Service Funds to various departments and funds. A double step-down allocation methodology is used to distribute costs among central services and to programs that receive benefits. The double step-down method initially requires a sequential ordering of central service departments. Department indirect cost allocations are then made in the order elected to all benefiting programs, including cross allocations to other central services.
The CAP is prepared using costs from the previous fiscal year. This results in a timing “disconnect” between the costs being allocated and the budgeted costs in each respective department. The benefit of this system, however, is that the cost allocation plan is not required to be “trued up” to actual costs at the end of the budget year – as would be required if the CAP were developed on a budgeted cost basis.
The City’s Cost Allocation Plan is prepared by an outside consultant and is available upon request from the City’s Finance department.
CONCLUSION
Financial forecasting is, at best, an inexact science. Many experts and studies offer varied opinions and forecasts, each completely logical and reasonable. Staff has developed revenue and expenditure estimates based on trends and forecasts available as of April and May of 2024.
These estimates take into account what has happened in the local economy, current revenue and expenditure experiences, and, to the extent possible, what is projected to happen over the next 14 months.
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BUDGET GUIDELINES & FISCAL POLICIES
ACCOUNTING, AUDITING AND FINANCIAL REPORTING POLICY
The City of Seaside receives an independent audit annually and maintains an internal audit capacity. The City prepares an ACFR (Annual Comprehensive Financial Report) and all other annual financial reports in compliance with Generally Accepted Accounting Procedures (GAAP), as outlined by the Governmental Accounting Standards Board (GASB). The City maintains a strong system of internal controls, which has resulted in an unqualified audit opinion for many years.
RESERVE POLICY
The City Council has established three general fund reserve policies as listed below:
Capital Reserve: The general fund capital reserve is to be used to fund capital purchases or projects. This reserve is funded by the City Council setting aside funds to be deposited into this Packet Page 554
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reserve. This fund is to have a year-end balance of not less than five percent of operating expenditures.
Special Reserve: The general fund special reserve is established to be used for extraordinary items that may arise from time to time. This reserve is funded by the City Council setting aside funds to be deposited into this reserve. This fund is to have a year-end balance of not less than ten percent of operating expenditures.
Emergency Reserve: The general fund emergency/contingency reserve is to be maintained to have a year-end minimum balance of not less than fifteen percent of any given year’s general fund operating expenditures. This reserve is to be used for non-budgeted emergencies that may occur, including weather emergencies, economic emergencies, equipment breakdown emergencies, and other unforeseen emergencies.
BUDGET POLICIES, INCLUDING BALANCED BUDGET POLICY:
• The City’s policy is to adopt a balanced budget, which means that planned expenditures do not exceed planned funds available. Available funds may include the use of fund balances on hand, provided that in the case of the General Fund, the available fund balance does not drop below the reserve levels required by the City Council Reserve policy detailed above.
• The City will set fees and user charges for enterprise fund activities at a level that fully supports the total direct and indirect program costs.
• The City will establish fees for service based upon an awareness of the total direct and indirect costs of offering the service. It is recognized that certain services may be subsidized by general taxes as determined by the City Council. • The identification of funding sources will be required for new or expanded programs. • The City will provide for maintenance and replacement of fixed assets and equipment, as appropriate.
• The City will comply with all the requirements of Generally Accepted Accounting Principles (GAAP).
• The City will annually retain the services of an independent Certified Public Accounting firm to audit the City’s financial statements and conduct any tests of the City’s records deemed necessary to render an opinion on the City’s compliance with Generally Accepted Accounting Principles (GAAP).
• The City shall maintain budgetary controls. The objective of these budgetary controls is to ensure compliance with legal provisions embodied in the annual budget approved by the City Council. The legal level of budgetary control (i.e. the level at which expenditures cannot exceed the budgeted amount) is established at the fund and department level. The Adopted Budget may be adjusted from time to time during the fiscal year as needed to accomplish the goals of the City Council. Adjustments within a department that do not impact the total departmental budget may be proposed by the Department Head and approved by the City Manager and Finance Director. Budget adjustments that will impact the departmental total require City Council approval.
• Outstanding encumbrances at prior fiscal year-end will automatically be carried over to current year’s budgets. Unspent appropriations that are authorized and funded by grant revenues from prior fiscal year will automatically be carried over to current year’s budget.
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year’s budget. All other appropriations are subject to review and approval by the City Council with each successive budget and are not considered automatically recurring. • The Finance Department will prepare a quarterly budget report including actual expenditures and encumbrances for distribution to the City Council, City Manager, and Department Heads to facilitate monitoring of the budget. The proposed budget document will serve as the third quarter budget report.
• The City’s General, Special Revenue, Capital Project and Trust Funds are budgeted and accounted for using the modified accrual basis of accounting. The revenues are recognized when they become measurable and available as net current assets. Property tax revenues and assessments receivable are accrued when collected within 90 days following year-end. Other revenues that are accrued include sales taxes, transaction taxes, utility users and transient occupancy taxes, interest, rent, grants earned and certain other intergovernmental revenue. Expenditures are generally recognized when the liability is incurred, except that interest and principal on general long-term obligations are recognized when due. Enterprise and Internal Service Funds are accounted for using the accrual basis of accounting. Their revenues are recognized when earned, and their expenses are recognized when incurred.
• The draft and adopted Budget will be presented in a form which is sufficient to allow the City Council to determine and review:
o Provision of City Council priorities;
o Projected revenues by major category;
o Operating expenditures by department or program, and by fund; o Staffing by department;
o Service levels;
o Statements of objectives and accomplishments;
o Recommendations for policy changes;
o Capital improvement appropriations by project.
• The draft and adopted Budget will provide a comparison with the preceding year’s actual results and current year’s projected results for each category of revenue and expenditure shown in the budget. Descriptions of service levels to be provided under the draft and adopted Budget will be included along with statements of services reduced or eliminated and services improved or added, as compared to the current year. • Cost allocations will be made for internal service charges as follows: Equipment Maintenance is allocated based on the number of vehicles a department uses. Weight is added according to age and type of vehicle. Management Information Services is allocated based on the number of user accounts a department uses. Insurance is allocated based on the department budget. Administrative charges are allocated to activities based on the City’s annually prepared Cost Allocation Plan.
STREET REPAIR FUNDING POLICY:
Each year, at the mid-year budget review a projected year-end operating surplus or deficit will be calculated for the City’s general fund. Thirty percent (30%) of any projected surplus will be committed to the following year’s pavement rehabilitation project or streets operations expenditures. This amount will be in addition to any Maintenance of Effort (MOE) imposed upon the City by any outside agency. Furthermore, solid waste franchise fees collected by the City will be applied to pavement rehabilitation project costs and hot spot repair costs.
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GANN APPROPRIATIONS LIMIT (PROPOSITION 4) POLICY:
In 1980, the State Legislature added Section 9710 to the Government Code requiring each local jurisdiction to establish, by resolution, an annual appropriations limit. Informally known as Proposition 4, or the “Gann Initiative”, it restricts the total amount of appropriations allowed in any given fiscal year from the “proceeds of taxes.” The Code was modified by two subsequent initiatives in 1988 and in 1990. Proposition 98 established the return of tax revenues in excess of the limit, with limited exceptions, to the taxpayers within two years by refund or reduction in tax rates unless extensions of the limit are approved by majority popular vote. Proposition 111 allowed new adjustment formulas for the required appropriation limit, that are more responsive to local growth issues. The proposition also now requires an annual review of the limit calculations, i.e. reviewed by the independent auditor in conjunction with the annual financial audit. The City monitors the Limit. Staff reviews calculation methodology and alternative factors each year.
STAFFING POLICY:
The number of staff City-wide may not exceed the number of positions detailed in the Position Control list. The City Manager may, however, opt to fill certain positions at a lower classification than designated in the position control list, when deemed strategically advantageous. The Position Control list may be found in a later section of this budget document and is approved by the City Council at the time of budget adoption. Staff levels are continuously reviewed to identify over/understaffing so that appropriate changes may be requested either during the annual budget process or during the mid-year review.
PERFORMANCE MEASURES POLICY:
The budget document has been formatted to detail the operational goals, objectives and performance measurements of each department. The goal of the organization is to establish a comprehensive reporting system which will give the public, the City Council, and the City staff the ability to evaluate the level and value of service provided to the community.
CAPITAL IMPROVEMENT PROGRAM POLICY:
The budget document has been formatted to include a section on the City’s Five-Year Capital Improvement Program (CIP). This program provides a multi-year plan for capital improvements which is updated annually to ensure compliance with the program. Capital Projects in the CIP should have a project cost of at least $50,000.00 and a project duration of more than one year.
Capital projects with a projected cost of less than $50,000.00 and a duration of less than one year are budgeted in the appropriate departmental operating budget and are considered part of the operating budget even though they may be capitalized for accounting purposes.
CASH MANAGEMENT AND INVESTMENT POLICY:
In accordance with Government Code Sections 53601 through 53659, the City of Seaside annually reviews and approves the Investment Policy. The policy identifies the rules and procedures that apply to investment instruments that may be used to invest idle cash. It is Packet Page 557
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important to note that the City does not invest in high risk investments such as derivatives and reverse purchase agreements. All investments are made within the parameters of the Government Code and the City of Seaside Investment Policy.
DEBT POLICY:
In accordance with SB 1029, the City has adopted a Debt Policy. The policy states the purposes for which debt proceeds may be used, the types of debt that may be issued, the relationship of the debt to, and integration with, the capital improvement program or budget, the policy goals related to the City’s planning goals and objectives, and the internal control procedures implemented to ensure the proceeds of a proposed debt issuance will be directed to the intended use.
PENSION FUNDING POLICY:
Each year, the City will make annual contributions to the City’s Pension 115 Trust in an amount of 20% of any realized year-end surplus remaining after all other City reserve polices have been met.
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STRATEGIC PLAN
STRATEGIC PLAN
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EFFECTIVE, ACCESSIBLE GOVERNANCE (EAG)
PILLAR 1
PILLAR 2
VIBRANT LOCAL ECONOMY (VLE)
PILLAR 4
ENHANCED PHYSICAL INFRASTRUCTURE &
ABUNDANT WATER SUPPLY (EPIAWS)
PILLAR 3
DIVERSE, INCLUSIVE COMMUNITY (DIC)
PILLAR 5
COMMUNITY SAFETY & QUALITY OF LIFE (CSQL)
The City of Seaside stands at a transformative moment—proud of our momentum, cleareyed about our challenges, and energized by new leadership and renewed commitment to our shared vision.
Adopted in 2023, Seaside’s streamlined Strategic Plan centered five powerful priorities:
These pillars continue to reflect the heart of Seaside’s mission and aspirations: to be a vibrant, proudly diverse, energetic, and safe community with extraordinary natural beauty, economic opportunity, and high quality of life.
Over the past two years, Seaside’s departments have delivered significant wins across these priority areas. From the completion of the General Plan and continued development of Campus Town and Seagrove Apartments, to major infrastructure improvements, public safety enhancements, and expansion of community recreation and engagement programs—Seaside has shown that even with limited resources, we can and do achieve great things together.
At the February 2025 Strategic Planning Session, City Council and Department Heads reaffirmed the power of the current framework—and identified where sharper focus, stronger alignment, and more sustainable implementation can accelerate impact into 2026.
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The following list outlines the initiatives and projects that various City of Seaside Departments will undertake, as well as concepts to be explored during the 2025-2026 Fiscal Years, to advance the Council’s Strategic Pillars. This dynamic plan reflects the City’s commitment to progress and adaptability, allowing for additional projects and initiatives to be incorporated as community needs evolve. The Council will continue to reassess and refine these efforts as part of ongoing evaluations of the Strategic Plan or in response to emerging operational requirements.
To the right of each subgoal, you will find a list of impact factors, highlighting the critical elements necessary for successful goal achievement. Each goal will be accompanied by an indicator that identifies the key factors essential to its success. These impacts are defined as follows:
ONGOING
Initiatives that require consistent attention, maintenance, or implementation over time to ensure sustained progress and impact.
PUBLIC ENGAGEMENT
Initiatives that require significant outreach to, and input from, the public. This includes community meetings, stakeholder feedback, surveys, and other participatory planning efforts essential to the goal’s development or execution.
POLICY
Applies to goals that will result in or require updates to municipal policy, ordinances, or regulatory frameworks. This may include adopting new rules, revising codes, or implementing standards aligned with city priorities.
CAPITAL PROJECT
Refers to goals involving substantial physical infrastructure investments, including construction, renovation, or major equipment purchases.
PROGRAM
Structured services or initiatives delivered by City departments to address specific needs, promote community well-being, or advance strategic priorities.
PLANNING
Strategic or operational efforts involving research, studies, or strategic planning processes. This includes feasibility studies, master plans, needs assessments, and related analytical efforts to guide future decisions.
FUNDING
Highlights that financial resources—such as grants, bond measures, or budget reallocations—are essential to the success of the goal. This includes identifying, securing, or allocating funds necessary to proceed.
EXTERNAL COLLABORATION
Partnerships with outside organizations, agencies, or jurisdictions that enhance capacity, share resources, or align efforts for regional impact.
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Pillar 1: Effective, Accessible
Governance (EAG)
Strengthen delivery of high quality, efficient
& financially sound operations, and
welcoming services for the community.
1.1 ENHANCE EFFECTIVE COMMUNICATION & SERVICE
Timely, proactive and responsive communication to enhance service for all citizens.
CITY DEPARTMENTS
LEADING THE WORK:
1.2 OPTIMIZE TECHNOLOGY TO STREAMLINE PROCESSES & OPERATIONS Leverage technology to streamline processes, advance user friendly accessible services, operational efficiencies, and decision-making.
1.3 FORTIFY FISCAL HEALTH, RESILIENCE & STEWARDSHIP
Improve fiscal health and funding capacity through prudent planning and fiscal stewardship, including public-private partnerships, bond measures, grant-writing, and other approaches.
1.4 EMPOWER HIGH PERFORMANCE TALENT & CULTURE
Empower high performance talent, leadership, and organizational culture to retain and attract top talent.
1.5 DEVELOP COLLABORATIONS & PARTNERSHIPS
Develop collaborations and partnerships to advance community services and the City Mission, Vision, & Goals.
City Attorney City Clerk City Manager Finance
Human
Resources
Information
Technology
Police
D epartment
Fire Department
Public Works
Economic
Development
Community
Development
Recreation
Department
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1.2 OPTIMIZE TECHNOLOGY TO STREAMLINE PROCESSES & OPERATIONS Leverage technology to streamline processes, advance user friendly accessible services, operational efficiencies, and decision-making.
1.1 ENHANCE EFFECTIVE COMMUNICATION & STELLAR SERVICE
Enhance timely, proactive and responsive communication and stellar service for all community members ONGOING PUBLIC ENGAGEMENT POLICY CAPITAL PROJECT PROGRAM PLANNING FUNDING
EXTERNALCOLLABORATION
Strengthen delivery of high quality,
efficient & financially sound
operations, and welcoming services
for the community.
Upgrade website (mobile responsiveness, ADA compliance, and streamlined user experience) and boost engagement through accurate content and targeted campaigns.
Strengthen civic trust by reducing response times to citizen inquiries and service requests.
Launch comprehensive public outreach campaigns annually, highlighting themes such as economic vitality, community pride, public safety, and civic participation.
Adopt cohesive mutli-lingual communication standards for messaging.
Deploy digital tools, emerging platforms and AI tools to ensure faster, more transparent processes for residents and businesses.
Strengthen cybersecurity and operational resilience through investments and infrastructure planning.
Implement a comprehensive digital library that enhances staff efficiency, promotes information accessibility, and supports long-term archival integrity.
Leverage innovative financial technologies to modernize fee collection and revenue operations, improving efficiency while enhancing transparency, accessibility, and convenience for the public.
Integrate advanced technologies into internal systems to optimize service delivery across departments.
How Do We Achieve This Goal? Pillar 1: Effective, Accessible Governance (EAG)
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1.4 EMPOWER HIGH PERFORMANCE TALENT & CULTURE
Empower high performance talent, leadership, and organizational culture to retain and attract top talent.
1.3 FORTIFY FISCAL HEALTH, RESILIENCE & STEWARDSHIP
Improve fiscal health and funding capacity through prudent planning and fiscal stewardship, including publicprivate partnerships, bond measures, grant-writing, and other approaches. ONGOING POLICY CAPITAL PROJECT PROGRAM PLANNING FUNDING Conduct a comprehensive bond financing study to assess funding mechanisms for major infrastructure projects such as Fire Station#2.
Launch a citywide fee study to align current rates with actual service delivery costs,and explore models that support diversified revenue streams.
Identify long term capital improvement needs and grant funding opportunities.
Maintain a balanced budget while integrating strategic plan priorities in the budget process.
Recruit and retain diverse, qualified, mission-driven professionals to ensure alignment with current and future organizational and community needs.
Cultivate a culture of employee recognition that celebrates positive contributions to the organization and community.
Support professional development that fosters continuous learning, strengthens safety and field skills, builds cross-functional capacity, communication, and advances career growth.
How Do We Achieve This Goal?
1.5 DEVELOP COLLABORATIONS & PARTNERSHIPS
Develop collaborations and partnerships to advance community services and the City Mission, Vision, & Goals.
Forge dynamic partnerships with local educational institutions to create innovative community-driven initiatives.
Develop and implement the Chevron Fab Lab in collaboration with MPUSD, CSUMB and the Fab Foundation, to expand access to STEM education and workforce readiness.
Achieve Blue Zones Community certification and identify sustainable initiatives that promote lasting community health and wellness.
Champion a regional intergovernmental approach to address local governance opportunities and challenges.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
Strengthen delivery of high quality,
efficient & financially sound
operations, and welcoming services
for the community.
Pillar 1: Effective, Accessible
Governance (EAG)
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Pillar 2: Vibrant Local
Economy (VLE)
Foster economic growth to further
develop a vibrant, diversified, and
sustaining local economy with greater
economic mobility opportunity for our
community members to flourish.
2.1 ACCELERATE MIXED-USE & COMMERCIAL DEVELOPMENT
Accelerate progress advancing priority development initiatives.
CITY DEPARTMENTS
LEADING THE WORK:
2.2 ENHANCE BUSINESS RETENTION & ATTRACTION SERVICES
Enhance services and resources to encourage business retention and attraction, including entrepreneurship, small business, and new and high wage industry cultivation.
2.3 ADVANCE WORKFORCE DEVELOPMENT
Advance workforce development for job and career pathways that provide economic mobility for residents.
City Manager Public Works
Economic
Development
Community
Development
Recreation
City Attorney Department
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Advance the Campus Town development as a catalyst for economic growth, housing, and innovation.
Support the development of the Grand Hyatt Seaside Resort to elevate the local tourism economy and expand hospitality-driven commercial growth.
Secure a development partner and advance a unique, transformative mixed-use plan for the Main Gate property that fuels economic growth and elevates Seaside’s identity as a vibrant destination.
Activate the West Broadway Urban Village to attract investment and create a vibrant, walkable district that showcases Seaside’s distinct character.
Develop an economic strategic plan that uses data-driven market analysis and demographic insights to implement a targeted approach for business recruitment and retention efforts.
Provide targeted resources, outreach, and support services to help small businesses thrive and strengthen the local economy.
Strengthen workforce partnerships to expand youth-focused training for the jobs of tomorrow.
Implement tourism initiatives that celebrate our diversity, local assets, and natural beauty to ignite community pride, attract visitors, and drive sustainable economic growth.
Develop programs to equip residents with the skills and training needed to access future-ready, high-quality jobs across diverse industries.
Pillar 2: Vibrant Local How Do We Achieve This Goal?
Economy (VLE)
Foster economic growth to further
develop a vibrant, diversified, and
sustaining local economy with greater
economic mobility opportunity for our
community members to flourish.
2.1 ACCELERATE MIXED-USE & COMMERCIAL DEVELOPMENT
Accelerate progress advancing priority development initiatives.
2.2 ENHANCE BUSINESS RETENTION & ATTRACTION SERVICES
Enhance services and resources to encourage business retention and attraction, including entrepreneurship, small business, and new and high wage industry cultivation.
2.3 ADVANCE WORKFORCE DEVELOPMENT
Advance workforce development for job and career pathways that provide economic mobility for residents.
Foster workforce partnerships with higher education and regional trade industries to create career pathways.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
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Pillar 3: Diverse, Inclusive
Community (DIC)
Advance cultural vibrancy and belonging
by advancing housing affordability,
honoring Seaside’s rich diversity, and
ensuring all community members have
ample opportunity to participate in civic
life and contribute to wellbeing for all.
3.1 ADVANCE HOUSING AFFORDABILITY
Advance housing affordability.
CITY DEPARTMENTS
LEADING THE WORK:
3.2 EXPAND CULTURAL PROGRAMMING
Strengthen and celebrate Seaside’s rich diversity through events, arts, and initiatives that foster belonging, connection, pride, and influence.
3.3 FOSTER GREATER CIVIC ENGAGEMENT
Foster opportunities for greater civic engagement.
City Attorney City Clerk City Manager Finance
Human
Resources
Information
Technology
Police
Department
Fire
Department
Public Works
Economic
Development
Community
Development
Recreation
FY 2025/26 Proposed Budget
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Evaluate and expand opportunities to accelerate affordable housing development on public and private properties.
Create and implement an affordable housing strategy to elevate and increase access to rental assistance programs.
Strengthen partnerships with affordable housing focused entities (i.e.
Seaside Housing Collaborative).
Create engagement strategies to amplify awareness, participation, and pride in local cultural events.
Establish a permanent, publicly accessible location to preserve and showcase the City’s historical archives.
Design and launch programs that inspire civic participation and local leadership.
Partner with community organizations to expand cultural programs that celebrate Seaside’s diversity and strengthen civic pride.
Enhance existing community centered programs that educate, empower, and activate citizens (i.e Police & Fire Cadet programs).
Pillar 3: Diverse, Inclusive How Do We Achieve This Goal? Community (DIC)
Advance cultural vibrancy and belonging
by advancing housing affordability,
honoring Seaside’s rich diversity, and
ensuring all community members have
ample opportunity to participate in civic
life and contribute to wellbeing for all.
3.1 ADVANCE HOUSING AFFORDABILITY
Advance housing affordability.
3.2 EXPAND CULTURAL PROGRAMMING
Strengthen and celebrate Seaside’s rich diversity through events, arts, and initiatives that foster belonging, connection, pride, and influence.
3.3 FOSTER GREATER CIVIC ENGAGEMENT
Foster opportunities for greater civic engagement.
Increase youth civic engagement through targeted programs, internships, and leadership development opportunities.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
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Pillar 4: Enhanced Physical
Infrastructure & Abundant Water
Supply (EPIAWS)
Address water issues and infrastructure
priorities to increase sustainable vibrancy.
4.1 EXPAND WATER INFRASTRUCTURE & SUPPLY RESILIENCE
Address water infrastructure and supply resilience.
CITY DEPARTMENTS
LEADING THE WORK:
4.2 ENHANCE SAFE STREETS, MOBILITY & ACCESSIBILITY
Enhance safe streets, mobility, and accessibility.
4.3 ADVANCE SUSTAINABILITY & ENVIRONMENTAL STEWARDSHIP
Advance sustainability and environmental stewardship.
City Manager Finance Public Works
Economic
Development
Community
Development
4.4 MAINTAIN INFRASTRUCTURE, PUBLIC FACILITIES & CITY ASSETS Ensure the longevity, safety, and efficiency of Seaside’s built environment.
City Attorney
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Develop strategic partnerships and agreements to ensure long term water stability.
Modernize and expand aging water infrastructure.
Implement green infrastructure and stormwater management projects that maximize rainwater capture, enhance infiltration, and support long-term recharge of the Seaside Groundwater Basin.
Review and assess public parking capacity in the West Broadway Urban Village.
Address ADA upgrades and transit enhancements for pedestrians and bicyclists safety.
Adopt and Integrate recommendations from the Climate Action Plan.
Develop and implement a pavement management strategy for timely repairs and maintenance of all public right-of-ways.
Conduct a Comprehensive Energy Audit of City Facilities.
How Do We Achieve This Goal?
4.1 EXPAND WATER INFRASTRUCTURE & SUPPLY RESILIENCE
Address water infrastructure and supply resilience.
4.2 ENHANCE SAFE STREETS, MOBILITY & ACCESSIBILITY
Enhance safe streets, mobility, and accessibility.
4.3 ADVANCE SUSTAINABILITY & ENVIRONMENTAL STEWARDSHIP
Advance sustainability and environmental stewardship.
Expand access to clean transportation by installing EV charging infrastructure in high-traffic and underserved areas.
Conduct a comprehensive review of the Water Credit Allocation Program.
Design and implement improvements to coastal-facing infrastructure to enhance resilience.
Pillar 4: Enhanced Physical
Infrastructure & Abundant
Water Supply (EPIAWS)
Address water issues and
infrastructure priorities to increase
sustainable vibrancy.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Modernize and upgrade aging public facilities.
Revitalize and sustain City parks and open spaces.
Develop a Capital Asset Management and replacement plan.
How Do We Achieve This Goal?
4.4 MAINTAIN INFRASTRUCTURE, PUBLIC FACILITIES & CITY ASSETS Ensure the longevity, safety, and efficiency of Seaside’s built environment.
Improve major corridors with refreshed streetscapes, enhanced signage, and beautification projects that elevate community pride.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
Pillar 4: Enhanced Physical
Infrastructure & Abundant
Water Supply (EPIAWS)
Address water issues and
infrastructure priorities to increase
sustainable vibrancy.
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City Manager
Police
Department
Fire
Public Works Department
Economic
Development
Community
Development
Recreation
City Attorney Department
Pillar 5: Community Safety &
Quality of Life (CSQL)
Protect and uplift community well-being
through proactive public safety, engaged
and connected community members and
neighborhoods, and enriched
environments that support a thriving,
healthy Seaside.
5.2 DELIVER HIGH QUALITY RECREATION SERVICES & AMENITIES Deliver high quality recreation services and amenities.
CITY DEPARTMENTS
LEADING THE WORK:
5.3 PROMOTE VIBRANT WELL- MAINTAINED NEIGHBORHOODS
Align land use, planning, zoning, and code enforcement efforts to support orderly growth, community liveability and consistent application of standards.
5.1 ENHANCE PUBLIC SAFETY, CRIME REDUCTION & EMERGENCY PREPAREDNESS Enhance public safety through expanded community engagement, proactive emergency preparedness, and modernized facilities.
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ONGOING
POLICYCAPITAL PROJECTPROGRAM
PLANNINGFUNDING
Strengthen collaborations with regional safety and emergency response partners.
Establish a Police reserve program to strengthen community safety capacity.
Continue architectural design phase of Fire Station #2, ensuring the facility reflects modern standards, operational efficiency, and long-term resilience.
Expand Youth Leadership through skill-building and mentorship programs.
Leverage natural and unique assets to grow outdoor recreation opportunities.
Adopt the 2025 Title 24 California Code of Regulations to reinforce commitment to energy efficiency, sustainability, and climate resilience.
Enhance after-school offerings through collaborations and partnerships that support diverse and interest-based programs.
Update Zoning Ordinance to Align with the 2040 General Plan Vision.
How Do We Achieve This Goal?
5.1 ENHANCE PUBLIC SAFETY, CRIME REDUCTION & EMERGENCY PREPAREDNESS Enhance public safety through expanded community engagement, proactive emergency preparedness, and modernized facilities.
5.2 DELIVER HIGH QUALITY RECREATION SERVICES & AMENITIES Deliver high quality recreation services and amenities.
5.3 PROMOTE VIBRANT WELL- MAINTAINED NEIGHBORHOODS
Align land use, planning, zoning, and code enforcement efforts to support orderly growth, community liveability and consistent application of standards.
Launch targeted data-driven initiatives, funding tools, and outreach campaigns that promote property upkeep and improve housing conditions.
Review and assess public safety related technology, training and equipment needs.
Align zoning, planning, and code enforcement with clear, equitable standards that reflect current community needs.
Pillar 5: Community Safety &
Quality of Life (CSQL)
Protect and uplift community wellbeing through proactive public safety, engaged and connected community
members and neighborhoods, and
enriched environments that support a
thriving, healthy Seaside.
Strengthen quality of life for older adults by expanding inclusive programs, services, and engagement opportunities that support active aging, social connection, and lifelong well-being.
Implement goals and strategies outlined in the 2024 Parks & Recreation Master Plan.
PUBLICENGAGEMENT
EXTERNALCOLLABORATION
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STRATEGIC IMPLEMENTATION
The City of Seaside Strategic Plan 2025–26 is a living document—intended to remain dynamic, relevant, and adaptable as community needs evolve. It reflects a clear vision for Seaside’s future while allowing flexibility in implementation as priorities shift or new challenges emerge.
This plan will guide City operations, policy decisions, and the allocation of limited resources throughout the upcoming fiscal year and beyond.
TYING STRATEGY TO BUDGET
As part of the City’s commitment to accountability and fiscal stewardship, the Strategic Plan will serve as a foundational tool in the development of the Fiscal Year 2025–26 Budget. Staff will use this plan to align proposed department initiatives, funding requests, and capital investments with the Strategic Pillars and priorities outlined herein.
MONITORING PROGRESS
This visual approach supports a shared understanding of project timelines and accountability across departments and with the community.
STAY CONNECTED & PROVIDE INPUT
The Strategic Plan represents a collaborative effort—and your input matters. Community members are encouraged to stay engaged and help shape Seaside’s progress through ongoing dialogue and feedback.
If you have questions or ideas about the Strategic Plan, please contact:
City Manager’s Office
Email: [email protected]
Phone: (831) 899-6700
Website: www.ci.seaside.ca.us
To ensure transparency and momentum,
the City of Seaside will provide quarterly
updates to the City Council on
implementation progress. These updates
will include a color-coded tracking system
to reflect the status of each initiative:
In Progress (show blue dot)
Delayed (show yellow dot)
Completed (show green dot)
Not Yet Started (show hollow/white dot)
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FUND ANALYSIS
FUND ANALYSIS
City of Seaside FY 2025/26 Proposed Budget
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FUND ANALYSIS
Beginning 2024/2025 2024/2025 2024/2025 Estimated 2025/26 2025/26 2025/26 Estimated Balance Estimated Net Estimated June 30, 2025 Budgeted Net Budgeted June 30, 2026 Fund # Fund Name Fund Type Managing Department July 1, 2024 Revenues Transfers Expenditures Fund Balance Revenues Transfers Expenditures Fund BalanceGovernmental Funds (continued)100 General Fund General Fund All 41,073,025 47,234,810 (8,233,200) 43,935,948 36,138,687 48,255,056 (3,912,226) 46,074,496 34,407,021 246;297 Housing Special Revenue Community, Housing & Economic Development 8,038,825 100,391 402,437 2,251,307 6,290,346 102,601 445,605 749,857 6,088,695 247 Housing Non-Profit Special Revenue Community, Housing & Economic Development (26,348) - 39,780 13,432 0 - 50,000 50,000 -248 Permanent Local Housing Special Revenue Community, Housing & Economic Development - 300,175 - - 300,175 300,175 - - 600,350 271 Stormwater Special Revenue Public Works & Engineering 2,581 19,705 1,266,005 1,266,005 22,285 11,034 1,270,283 1,270,283 33,319 329 FORA Bond Special Revenue Public Works & Engineering 4,640,702 - - 642,347 3,998,355 - - 4,173,377 (175,022) 357 Measure X Debt Service Debt Service Finance (2,354) 3,496 642,150 667,076 (23,784) 872 645,575 645,575 (22,911)103 Laguna Grande Project Special Revenue Public Works & Engineering 454 - - 454 - - - 454 113 POMA Special Revenue Public Works & Engineering 953,835 1,514,417 - 1,291,049 1,177,203 - - 712,799 464,404 200 CDBG Special Revenue Community, Housing & Economic Development 547,271 600,000 - 581,291 565,980 500,000 (240,000) 438,116 387,864 210 Streets; Gas Tax Fund Special Revenue Public Works & Engineering (826,159) 1,098,084 1,590,283 2,417,866 (555,658) 893,701 1,698,217 2,867,042 (830,782)211 Transportation Safety & Investment Special Revenue Public Works & Engineering 1,747,806 1,266,172 (1,931,796) 2,869 1,079,313 1,302,455 (1,256,952) 509 1,124,307 212 Tranportation Capital Projects Special Revenue Public Works & Engineering (590,146) - 4,355,767 3,730,000 35,621 - 2,092,197 2,071,524 56,294 214 SB1-RMRA Special Revenue Public Works & Engineering 3,143,705 826,433 (1,426,273) - 2,543,865 858,756 (1,392,430) - 2,010,191 220 Proposition 172 Special Revenue Police/Fire 19,138 153,657 - 137,653 35,142 155,229 - 144,618 45,7532xx Public Safety Special Revenue Police/Fire 283,325 32,294 - 46,953 268,666 16,039 - 29,143 255,562221 Supplemental Law Enforcement Special Revenue Police 499,573 152,478 - 162,150 489,901 169,319 - 224,132 435,087 245 Opioid Settlement Special Revenue Police (93,788) - - - (93,788) - - - (93,788) 106;231 SAFER FEMA Grant Special Revenue Police/Fire (167,017) - - - (167,017) - - - (167,017) 202 BSCC Prop 47 Special Revenue Recreation - - - - 1,764,467 - 1,764,467 - 251- 257 Community Services Special Revenue Recreation 235,469 15,444 50,000 58,057 242,855 22,868 9,500 45,000 230,223 225 State of California Grants Special Revenue All - 103,984 (818,000) - (714,016) 523,708 (201,391) - (391,699) 226 Other Federal Grants Special Revenue All - - - - - - - - - 261 Impact Fees Special Revenue Finance 811,571 - (362,883) - 448,688 - (80,673) - 368,015 262 Disability Access Special Revenue Finance 3,415 - - - 3,415 - - - 3,415 291 PEG Access Special Revenue Finance 8,200 50,000 - 50,000 8,200 50,000 - 50,000 8,200 332-335 FORA Non-Bond Special Revenue Public Works & Engineering 3,234,548 464,517 - 712,681 2,986,384 552,103 - 564,663 2,973,824 304-348 General Capital Projects Capital Projects Public Works & Engineering (317,918) - 4,139,642 3,997,427 (175,704) - 637,500 852,162 (390,366) 602 Recreation Endowment Special Revenue Recreation 110,420 1,728 (50,000) - 62,149 2,021 (50,000) - 14,170
CITY OF SEASIDE
FUND BALANCE ANALYSIS
FISCAL YEAR 2025-2026 BUDGET
City of Seaside FY 2025/26 Proposed Budget
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FUND ANALYSIS
Beginning 2024/2025 2024/2025 2024/2025 Estimated 2025/26 2025/26 2025/26 Estimated Balance Estimated Net Estimated June 30, 2025 Budgeted Net Budgeted June 30, 2026 Fund # Fund Name Fund Type Managing Department July 1, 2024 Revenues Transfers Expenditures Fund Balance Revenues Transfers Expenditures Fund BalanceGovernmental Funds (continued)997 Housing Settlement Special Revenue Community, Housing & Economic Development 1,222,192 7,203 - - 1,229,395 12,893 - - 1,242,288 355 Pension Obligation Bond Debt Service Finance 69,033 793,889 - 795,345 67,578 - - 47,785 19,793 356 Cutino Park Debt Service Debt Service Finance 102,706 1,487 375,869 388,139 91,923 471 376,794 376,794 92,394 Subtotal Governmental Funds: 64,724,064 $ 54,740,364 $ 39,780 $ 63,147,594 $ 56,356,613 $ 55,493,767 $ 92,000 $ 63,152,341 $ 48,790,039 $ *Internal Service Funds:501 Equipment Maintenance Internal Service Public Works & Engineering (103,315) 1,513,480 $ -$ 1,077,022 $ 333,143 $ 1,217,657 $ -$ 1,266,002 $ 284,798 $ 502 Self Insurance Internal Service Human Resources & Risk Management 1,578,176 4,388,495 - 4,642,367 1,324,304 2,732,036 - 3,429,403 626,937503 Management Information Systems Internal Service City Manager 250,213 1,115,515 - 917,485 448,243 1,020,303 - 1,141,517 327,030 Subtotal Internal Service Funds: 1,725,074 $ 7,017,489 $ -$ 6,636,873 $ 2,105,690 $ 4,969,997 $ - $ 5,836,922 $ 1,238,765 $ *Enterprise Funds:401 Seaside Municipal Water System Enterprise Public Works & Engineering (5,903,633) 1,156,647 - 1,468,146 (6,215,132) 1,291,556 - 1,829,768 (6,753,344) 354;405 Golf Course Entrerprise Enterprise Finance (180,555) 200,025 - 350,938 (331,468) 329,713 - 346,670 (348,425) Subtotal Enterprise Funds: (6,084,188) $ 1,356,672 $ -$ 1,819,083 $ (6,546,599) $ 1,621,269 $ - $ 2,176,438 $ (7,101,768) $ Private Purpose Trust Funds:951-954 **Sanitation District Custodial Public Works & Engineering 6,136,509 $ 2,939,123 $ -$ 1,719,539 $ 7,356,094 $ 2,973,281 $ - $ 3,722,862 $ 6,606,512 $ 961-973 Successor Agency Funds Trust Finance 12,341,667 9,079 - 226,135 12,124,611 13,581 - 213,658 11,924,535 Subtotal Component Unit & Trust Funds: 18,478,176 $ 2,948,203 $ -$ 1,945,674 $ 19,480,705 $ 2,986,862 $ - $ 3,936,519 $ 18,531,047 $ City-wide Total 78,843,126 $ 66,062,727 $ 39,780 $ 73,549,224 $ 71,396,408 $ 65,071,894 $ 92,000 $ 75,102,220 $ 61,458,083 $
CITY OF SEASIDE
FUND BALANCE ANALYSIS
FISCAL YEAR 2025-2026 BUDGET
City of Seaside FY 2025/26 Proposed Budget
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FUND ANALYSIS
City of Seaside FY 2025/26 Proposed Budget
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BUDGET SUMMARY – ALL FUNDS
BUDGET SUMMARY –ALL FUNDS
City of Seaside FY 2025/26 Proposed Budget
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BUDGET SUMMARY – ALL FUNDS
BUDGET BACKGROUND
At the City Council's March 20, 2025 mid-year budget review, an estimated operating surplus of $2.2 million for FY 2024-25 was reported. The Council approved the transfer of $1,066,342 to street repairs in line with the policy established at mid-year in FY 2022-23 that was revised in FY 2024-25. Additional mid-year budget amendments were also approved to address unforeseen expenses and changing priorities, utilizing the remainder of the surplus.
The FY 2025-26 budget development process began in early February, with the draft budget scheduled was presented at special City Council meetings on June 10 and 12, 2025. Despite presenting an annual balanced operating budget plan, the unassigned fund balance was initially projected to fall approximately $1.7 million short of the 30% reserve target ($14.5 million), as outlined in the City’s Municipal Code. In response, staff presented strategic options during the budget study sessions on June 10 and 12. Based on Council direction during those sessions, adjustments were made that improved the City's financial position, which resulted in a positive unassigned fund balance of approximately $318,000. A revised, compliant budget reflecting these changes will be presented for City Council consideration at a special meeting on June 24.
OVERVIEW
The City of Seaside has a combined annual budgeted appropriations request for FY 2025-26 of $75.1M. This amount includes appropriations from all city funds ($75.1). Appropriations for FY 2025-26 are $1.6M more than projected for FY 24-25, which mostly reflects the net impact of additional grant revenue for community based care through the Prop 47 grant and the reduction in reimbursements due to the dissolution of the agreement with the Army for maintaining the Presidio of Monterey.
The City’s appropriations budget includes the General Fund, Water & Golf Enterprise Funds, as well as Special Revenue Funds, Grant Funds, Debt Service and Capital Project funds. Core City services such as police, fire, community development, recreation and parks are budgeted in the General Fund and are supported primarily by sales tax, property tax, transient occupancy tax (TOT) and charges for services rendered. The City’s Water and Golf Enterprise funds are supported by user fee revenues, which are charged for services provided to the City’s residents.
Activities supported by funds received by the City that are restricted in their use are included in Special Revenue Funds and Grant Funds. Construction activities associated with capital projects are accounted for in Capital Project Funds.
Included in the $75.1M total annual budget amount are the City’s Internal Service Funds. These expenditures are found in the budget twice, because the revenue to the Internal Service Funds is a budgeted expenditure in the City’s other funds.
Included in the $75.1M total annual appropriations budget amount is the City’s Custodial Fund (Seaside County Sanitation District). Although the district is a separate entity from the City, the district budget is included in the budget document because City staff manage the district’s operations.
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BUDGET SUMMARY – ALL FUNDS
Private Purpose Trust Funds are used to account for resources that a government holds as a trustee or agent on behalf of an outside party and therefore cannot be used to support the government’s own programs. The City has one private purpose trust fund: Successor Agency to Seaside Redevelopment Agency.
Throughout the budget document, reference is made to inter-fund transfers. An inter-fund transfer is a transfer of funds from one City fund to another City fund. These transfers appear as a resource in the fund receiving the transfer and as an appropriation in the fund that is sending the transfer. While this results in the revenue and expenditure being “double counted” in the annual budget at the “all funds level”, this presentation is necessary to provide a transparent picture of actual expenditures for both the funding and receiving funds. Transfers-out for FY 2025-26 are budgeted at $7.3M. At the all funds level, however, all inter-fund transfers net to zero.
When Internal Service Funds, the Custodial Fund, and the Private Purpose Trust Fund are excluded from the total, the adjusted total Annual Appropriations Budget amounts to $65.3M.
CHANGES IN OBLIGATIONS & INTERFUND LOANS
The FY 2025-26 Budget includes certain debt obligations for the City. The obligations included in the budget represent the annual installment payments of principal and interest to be paid on City promissory notes or bond obligations existing at July 1, 2025. In February 2025, the City amended an existing loan from the General Fund to the Water Enterprise, reducing the principal from $7.5M to $1.3M. This change reflects a transfer of an equivalent amount in potable water credits from the Seaside Municipal Water System to the City. The loan is payable in twenty (20) annual installments of $67,238. Interest will be charged at the LAIF rate of 0.37% that existed at the time of the original loan agreement was established in FY 2021-22. More detail on the City’s debt obligations may be found in the “Debt Service” section of the budget.
ALL FUNDS - FUND BALANCE
The FY 2024-25 projected “all funds” year-end fund balance is $71.4M and the FY 2025-26 all funds combined balance is projected at $61.5M. Of this balance, the City has several reserves as noted below. These reserves are committed in accordance with the City’s Fund Balance & Reserve Policies, which are intended to ensure the continued financial well-being of the City by planning for emergencies, economic uncertainties, unforeseen operating or capital needs, and cash flow requirements. The City Council annually reviews and updates the reserve policies.
As shown below, the “unrestricted or unassigned fund balance” at fiscal year-end 2025-26 is estimated at a positive amount of approximately $318 thousand. The $1.7 million negative unassigned fund balance presented as part of the draft budget on June 10 and 12, under legal requirements, could not be included in the final adopted budget. To address this, the City Council considered and implemented strategic adjustments during the budget study sessions on June 10 and June 12. These decisions included deferring select capital projects and reducing transfers to the Streets fund. As a result of these actions, the unassigned fund balance has been improved to a positive amount of approximately $318,000, allowing the City to meet its legal obligations and move forward with a structurally compliant budget.
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BUDGET SUMMARY – ALL FUNDS
FY 2025/26
Proposed
Total All Funds Balance 61,458,083 $
Less Nonspendable (interagency recievables etc.) 2,557,628 Less Restricted Reserves (externally enforceable)
Special Revenue Funds 14,071,700
Debt Service Reserves 89,276
Pension Trust 4,200,000
Recreation Endowment 14,170
Sanitation District 6,606,512
Successor Agency Funds 11,924,535
Less Committed Reserves (Set by Council resolution)
Capital Reserve 2,410,359
Special Reserve 4,820,718
Emergency Reserve 7,231,077
Loan to Muni Water Seaside 7,522,232
Capital Projects in Process (390,366)
Reserve for Encumbrances 5,347,450
Impact Fees 368,015
Internal Service Fund balances 1,238,765
Enterprise Fund balances (7,101,768)
Subtotal 61,140,525
Unassigned/Unrestricted Balance $ 317,557
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BUDGET SUMMARY – ALL FUNDS
FUND BALANCE TRENDS
Year over year, the City’s All Funds balance is likely to decrease in FY 2025-26 by approximately $10M. The decrease is the result of several factors including: $865k in new Capital Improvement Program expenditures, a spend-down of FORA Non-Bond funds ($4.2M), $1.3M in capital expenditures for transportation projects, the end of reimbursements from the contract with the Army for the Presidio of Monterey, an increase in capital expenditures in the Sanitation District of $1.7M, and an increase in general operating expenditures of $2.1M. Fund balance decreases are offset by increases in the Gas Tax Fund ($894k), and a new source of grant revenue from Behavioral Health Continuum of Care Services grant ($1.8M).
ALL FUNDS - REVENUE DISCUSSION
Overall, City revenues from all funds are projected to increase 13% or $8.3M. The increase is largely because of increases in special revenue and grant revenue that are restricted for special purposes. The Streets fund expects a $9.3M ATP grant as well as $175k from a separate the RSTP grant. Furthermore, the City secured a 3 year grant agreement (BSCC Prop 47 grant) that is expected to reimburse $1.8M in expenditures for community based services for mental health and substance use.
As discussed at the mid-year budget review, actual tax revenue collections are projected to decline for FY 2024-25. Indications are that FY 2025-26 will see tax revenues remain mostly flat in the largest tax revenues categories like Sales and Use Tax. General Fund revenue is expected to increase a modest 2% in FY 2025-26, or approximately $894. With inflation trending lower and signs the economy is slowing, tax revenues are expected to remain flat. At the all funds level, total revenue is projected to decline by approximately 1% compared to the prior year. This decrease is primarily due to reduced reimbursements to internal service funds and lower debt service revenues. Additionally, the conclusion of reimbursements related to the Army FY 2023/24 FY 2024/25 FY 2025/26
Actual Projected Proposed
Total All Funds Balance 78,843,126 $ $ 71,396,408 $ 61,458,083 Budget Comparison by Budget Year
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
General Fund $ 48,262,869 45,908,062 $ 49,285,216 $ 47,234,810 $ 48,255,056 $ 2% Special Revenue Funds 14,484,378 7,656,431 $ 7,266,857 $ 6,704,953 7,235,346 8% Internal Service Funds 5,326,063 4,829,074 $ 5,878,596 $ 7,017,489 4,969,997 -29% Sanitation District 2,918,081 2,708,613 $ 4,323,422 $ 2,939,123 2,973,281 1% Enterprise Funds 1,443,075 1,642,259 $ 1,658,516 $ 1,356,672 1,621,269 20% Debt Service Funds 831,010 778,293 $ 793,845 $ 798,873 1,343 -100% Successor Agency Funds 129,608 164,286 $ 31,310 $ 9,079 13,581 50% Capital Projects 143,058 184 $ 94,772 $ - -
Trust Funds 14,321 2,963 $ 34,008 $ 1,728 2,021 17%
$ 66,759,193 70,483,433 $ 69,366,543 $ 66,062,727 $ 65,071,894 $ -1%
ALL FUNDS
Revenues
Total Revenues - All Funds
Revenue Summary by Fund Type
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BUDGET SUMMARY – ALL FUNDS
contract for maintenance services at the Presidio of Monterey has contributed to the overall decline.
Some funds derive revenue on a reimbursement basis from other funds. For example, the Storm Water Fund receives substantially all of its revenue in the form of reimbursement from the General Fund. This is true also of the City’s Internal Service Funds. Since revenue in these funds is generally equal to budgeted expenditures, revenue increases can be thought of more as a result of increasing costs.
The final rate increase in the Council and voter approved Seaside Municipal Water System rate schedule went into effect on January 1 of 2023. A fee study is being assessed, but no rate increases are currently schedule for fiscal year 2025-26. The department expects revenue collection to remain most flat with no changes in the water rates. The public works is proactively applying for grant funding to support a new well project for the Seaside Municipal Water System, but it is too early in the process to reflect any potential grant revenue in the budget.
Income from Investments is expected to increase due interest rates remaining above 4% and increasing the interest income on the City’s growing fund balance base. An increase is expected in fees and charges, as reimbursements related to permits and inspections received from development projects are expected to increase. Lastly, miscellaneous revenue is expected to decrease on a year-over-year basis due to the wind-down of the water release permit program for ADUs.
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BUDGET SUMMARY – ALL FUNDS
Discussion of Significant Revenue Sources
Budget Comparison by Budget Year
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
Taxes 41,558,746 $ 42,872,503 $ 43,806,527 $ 43,977,265 $ 44,601,782 $ 1% Grant Revenue 12,368,769 4,312,293 3,659,819 3,254,283 3,830,367 18% Internal Service 4,575,989 5,132,686 5,697,314 6,238,521 4,748,992 -24% Fees & Charges 4,311,534 4,327,623 5,919,740 4,073,282 4,290,969 5% Franchise Fees 1,899,159 1,928,742 2,043,429 1,999,119 2,219,084 11% Reimbursements 1,134,315 1,089,995 1,415,504 1,214,826 472,205 -61% Income from Investments 1,151,123 2,612,560 2,644,289 1,794,502 1,947,804 9% Business License & Permits 710,672 798,448 1,087,275 1,002,136 1,025,134 2% Miscellaneous-Other 1,338,388 2,786,510 1,493,921 1,654,696 1,045,755 -37% Licenses & Permits 1,033,729 747,722 1,337,008 680,120 695,149 2% Fines & Forfeitures 150,112 79,310 181,044 173,976 194,652 12% Other Agency Revenue 321,698 - 80,673 - - n/a
Total Revenues - All Funds $ 66,759,193 70,483,433 $ 69,366,543 $ 66,062,727 $ 65,071,894 $ -1%
ALL FUNDS
Revenue Summary by Category
Revenues
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BUDGET SUMMARY – ALL FUNDS
Taxes:
At the “All Funds” level, taxes include Property Tax, Vehicle License Fees, Sales and Use Tax, Transaction Tax, Transient Occupancy Tax, Marijuana Receipts Tax, Utility Users Tax, Highway User’s Tax, Measure X Tax, as well as several smaller taxes. Almost all of these revenues are also revenues for the City’s General Fund. A few, however, are not; For instance the Highway User’s Tax and Measure X Taxes are not revenue sources for the General Fund.
Sales and Use tax revenues include the City’s 1 cent general sales tax. Transaction taxes are comprised of a 1 cent tax approved by the voters in 2008 (Measure R) and a ½ cent transaction tax approved by the voters in 2017 (Measure L). Based on an analysis of trends in year-to-date tax receipts, macroeconomic conditions and an examination of local business data, it is anticipated that the City will receive combined sales, use and transaction tax revenue of $19.7M in FY 2024-25 and $19.9M in FY 2025-26 (46% of total taxes City Wide). Overall, sales, use and transaction tax is projected to decline in FY 2024-25 by 1.5% and forecast to grow by a moderate
1.4% for FY 2025-26.
Property Taxes are expected to decline modestly with a -1% decrease forecast; going from $12.2M to $12.0M. Declines in mortgage interest rates may help improve the pace of real estate sales in the year to come. Furthermore, low inventory continues to limit price declines and the completion of the Seagrove apartment development in the beginning of 2025 should also help support property tax collections in the future.
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Grant Revenue:
As might be expected grant revenues historically show wide fluctuations year over year as they are dependent on availability and submission of successful grant applications. Notable grants expected in FY 2025-26 include a $175K RSTP grant for the recreation trail program, a ATP grant for Broadway Corridor improvements project that totals $9.3M but only expected to be reimbursed by $30 thousand in fiscal year 2025-26, and a $1.8M Prop 47 grant to be used for community based services for mental health and substance abuse. Offsets to this revenue category include the discontinuation of a contract with the Army for maintenance activities on the Presidio of Monterey Authority (POMA), which previously contributed $1M per year in special revenue funds. Lastly, the City expects $500k in Community Development Block Grants from the federal government.
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Internal Service Revenue:
The City uses internal service funds to manage the cost of services that support its own departments, such as equipment maintenance, insurance, and IT. These services are not provided to the public but are essential to keeping operations running smoothly—for example, maintaining police vehicles, managing cybersecurity, or covering employee insurance. The revenue for these funds comes from other City departments that pay for the services they use.
For the upcoming budget year, total revenue across the City’s three internal service funds is expected to decrease by about 29%, or $2 million. This decline is mainly due to a planned adjustment to the reserve balances set aside for emergencies, such as unexpected insurance claims or urgent technology repairs. These reserves are being realigned to stay within the target range of 18–25% of annual expenses.
While this reserve adjustment causes an overall drop in revenue, normal cost increases are still occurring. For example, the Vehicle & Equipment Maintenance Fund faces rising fuel and repair costs, the IT Fund continues to see growing expenses for software used citywide, and the Insurance Fund is experiencing moderate increases in premiums for liability and workers’ compensation coverage.
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Fees and Charges:
The City collects various fees for services, as listed in the master fee schedule included in this budget. In fiscal year 2023–24, fee revenue grew significantly, mostly due to an increase in plan check fees tied to new development projects. For fiscal year 2024–25, fee revenue is expected to reflect more typical activity levels, with a slight increase forecast for 2025–26.
Many City programs generate revenue through these fees, including the community center, swim center, and recreational day camps, all of which are expected to continue growing in 2025–26.
In addition, revenue from Police Services Fees, Building Permit Fees, and Planning Services Fees is also expected to rise. Water utility revenue is projected to increase as well, with new rates anticipated following the completion of a rate study.
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Franchise Fees:
Franchise fees are a fee imposed on certain businesses operating within the City. For many years, Cities have defined Franchise Fees as a fee “imposed for entrance or use of local government property, or the purchase, rental, or lease of local government property”. This definition has been challenged, however, in court. The challengers allege that the fee is not a fee at all, but rather a tax. If the courts ultimately decide that the fee is in fact a tax, the City would have two options; 1) Prepare detailed analysis demonstrating the nexus between the amount of the fee and the cost to the city, or 2) Complete a proposition 218 procedure establishing the fee as a tax.
Over the years, franchise fees have been a very steady source of income for the City. As may be seen in the chart, this source of revenue has been essentially flat for the past three years.
The City expect franchise fees to continue to increase at the same rate as the previous years to $2.2M in fiscal year 2025-26.
Inter-fund Transfers In
At the All Funds level, all transfers in have an equal and corresponding transfer out which is shown as an expenditure. Therefore, at the All Funds level, all transfers net to zero. A majority of the City’s inter-fund transfers involve funding of capital projects, whether from grant funds, special revenue funds, capital reserves or operating funds. A detailed schedule of inter-fund transfers is provided in a later section of the budget.
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ALL FUNDS – EXPENDITURE DISCUSSION
The FY 2025-26 Budget proposes appropriations totaling $75.1M when Internal Service Funds and Fiduciary Fund are included in the total and $65.3M when these items are excluded. The budget includes a reduced General Fund support to the capital improvement budget ($865k) with much of the financing coming from grants and special revenue funds, with a total capital expenditure of $5.4M in fiscal year 25-26.
Discussion of Significant Variances - Expenditures by Function/Program For fiscal year 2025-26 most departments/functions declined on a year over year basis, or increased at a moderate rate, compared to fiscal year 2024-25 as city staff made a concerted effort to reduce expenditures in the face of flattening revenue available to the city. The City’s Fiscal Year 2025–26 budget reflects a continued focus on maintaining essential services while managing costs responsibly in the face of flat or uncertain revenue growth. Overall, some departments saw increases driven by rising personnel costs or new initiatives, while others experienced reductions due to staffing freezes, fewer one-time projects, or strategic cost-cutting.
It is important to keep in mind that at the “all funds” level, the various departments may manage expenditures in other funds in addition to the general fund. To avoid repetition, variances for departments that only manage general funds are discussed later in the general fund section of the budget document. Discussion of the variances for the Legislative Body, City Manager’s Office, City Clerk’s Office, Building Department, City Attorney’s Office, Police Department, and Fire Department may be found in the General Fund Expenditures by Function/Program section of the budget.
Community Development’s budget will decline by 34%, or $1.3 million, primarily because large one-time consultant costs from the previous year are not being repeated. At the same time, personnel costs are increasing across the department due to a 4% cost-of-living adjustment for Budget Comparison by Budget Year
Expenditures by Function/Program
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Actual Projected Proposed vs. FY 25 Expenditures Expenditures Expenditures Expenditures Budget Budget +/- (%) Legislative Body (130,223) $ 102,268 $ 274,352 $ 1,102,790 $ 600,243 $ 663,611 $ 11% City Manager (28,865) 422,774 882,854 734,705 $ 99,175 $ (15,930) $ -116% City Clerk 236,416 121,163 95,974 175,778 $ 512,378 456,959 $ -11% City Attorney 533,674 722,470 910,282 872,400 $ 1,195,226 1,121,813 $ -6% Human Resources & Risk Management 2,610,243 3,479,199 4,157,617 4,628,281 $ 4,659,515 3,488,009 $ -25% Finance Department 2,997,272 3,096,690 3,491,517 3,814,652 $ 2,658,474 1,920,024 $ -28% IT Department 729,321 774,516 888,354 849,086 $ 917,485 1,141,517 $ 24% Community Development
Community Development 1,262,613 1,293,347 549,368 344,347 $ 3,215,191 1,800,704 $ -44% Planning 552,925 512,069 784,955 731,903 $ 681,320 709,889 $ 4% Economic Development 1,030,643 3,028,153 3,544,274 951,765 $ 854,108 753,537 $ -12% Building and Code Enforcement 875,053 1,009,534 989,930 1,201,632 $ 1,357,225 1,458,676 $ 7% Police Department 13,891,210 14,762,765 15,090,155 16,470,455 $ 17,588,458 17,757,295 $ 1% Fire Department 8,217,122 9,614,638 10,369,271 10,687,462 $ 11,373,985 11,469,637 $ 1% Public Works/Engineering 15,069,437 16,430,007 21,193,051 20,280,195 $ 22,342,006 24,710,029 $ 11% Recreation 4,111,529 2,746,326 5,122,035 6,250,990 $ 5,494,436 7,666,449 $ 40% Total Expenditures- All Funds $ 58,120,552 51,953,737 $ 68,343,991 $ 69,096,442 $ 73,549,224 $ 75,102,220 $ 2% Expenditures
ALL FUNDS
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all staff and rising pension liability costs. Notably, the Housing Division is seeing an increase as it undergoes a reorganization of its staffing structure.
The Economic Development budget will decline by 12% or $101k, due to budget reductions in satellite office rent, consultant services, marketing materials, and memberships. The department's cost structure has also been distinguished by separating it from Community Development.
Spending in the Human Resources and Risk Management area is set to decrease by 25% or $1.2 million. The savings are driven primarily by reduced reserve balances in the Insurance internal service fund, as detailed earlier in this document. While overall personnel costs increased slightly, a senior position remains frozen to help manage expenditures.
The Finance Department’s budget will decrease by 28%, or $738k. This reduction is mainly due to the full payoff of pension obligation bond debt service in FY 2024–25, along with a lower reliance on consulting services. Personnel costs are rising, as the department is recovering from a previously high vacancy rate, but a key analyst position remains frozen to manage costs.
The IT Department’s budget is increasing by 24%, or $224k. This is due to the department reaching full staffing levels and rising costs for software and computer supplies. Most of the IT budget is non-discretionary, reflecting the essential nature of technology services citywide.
Public Works is one of the largest increases in the City’s budget, with a 11% rise or $2.4 million more than the previous year. This increase is mainly due to higher personnel costs, including pension and medical benefits, and a 4% cost-of-living adjustment. While the department froze several maintenance and engineering positions to contain costs, additional subcontracted work helped fill gaps. Utility costs, especially water, also contributed to the increase, along with the use of FORA bond funds for demolition work in the Surplus II development project area. On the capital side, however, funding declined by $3.4 million due to limited fund balances available to fund capital projects and reduced reserves.
The Recreation Department’s budget is projected to grow by 40% or $2.2 million, largely due to the inclusion of a new state-funded Behavioral Health Continuum of Care and Services Grant (Prop 47). This grant significantly expands community-based care and rehabilitation services.
Personnel costs also rose, consistent with trends across the City, though the department has cut back where possible on services and supplies to balance spending.
The Community Social Services grant, which is an allocation directly from the City to various community based non-profits that provide social services, has again been funded for the 5th consecutive year. The fiscal year 2025-206 budget includes $420k for the community social services grant, as well as grants for outside entity internship programs at $50k.
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Discussion of Significant Variances - Expenditures by Category Personnel costs across all City funds are budgeted to increase by 10%, or $3.9 million, in Fiscal Year 2025–26. This increase is largely driven by a 4% cost-of-living adjustment (COLA) for all labor groups, an agreement that remains in effect through July 2025. Salaries and overtime are expected to rise by $2.8 million, while pension costs are projected to reach $7.4 million across all funds due to the City’s increasing CalPERS Unfunded Accrued Liability (UAL).
The City’s long-term pension obligations remain a significant financial challenge, with annual General Fund pension costs expected to grow to as much as $9.6 million (17% of General Fund expenditures) by 2032. To help manage immediate pressures, the City has frozen 20 vacant positions in Fiscal Year 2025–26, an expansion from the 11 positions frozen in the prior year.
The Services & Supplies category is projected to increase by 28%, or $5M, in Fiscal Year 2025–26. A large portion of this increase is tied to non-General Fund activities, most notably:
$1.5 million from a new Behavioral Health Continuum of Care and Services (Prop 47) Grant, which supports expanded community-based programs. $2.8 million in subcontracted work funded by FORA bond proceeds, earmarked for building demolition on the Surplus II property as part of the Maingate development.
Despite these increases in other funds, City staff worked to reduce General Fund expenditures in this category during the budget development process to help maintain fiscal balance.
Capital project funding is budgeted to decrease by 51%, or $5.9 million, in Fiscal Year 2025–
26. This is largely due to a significant reduction in General Fund support for capital projects, which fell from $4.3 million in FY 2024–25 to $865,000 in the current year. However, not all capital spending declined, funding for sanitation projects increased by $1.9 million, funded through dedicated non-General Fund sources.
Debt service obligations are budgeted to decline by 23%, or $680,000, in Fiscal Year 2025–26.
This drop reflects the full payoff of a pension obligation bond in the prior fiscal year.
Budget Comparison by Budget Year
Expenditures by Category
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Actual Projected Proposed vs. FY 25 Expenditure Expenditure Expenditure Expenditure Budget Budget +/- (%) Personnel Services 26,494,183 $ 30,575,884 $ 34,530,651 $ 37,398,741 $ 37,244,361 $ 41,132,071 $ 10% Services & Supplies 11,522,987 14,390,439 18,481,620 16,550,943 17,809,297 22,786,978 28% Capital Outlay-Projects 7,502,653 6,815,492 8,295,665 8,304,569 11,689,946 5,782,374 -51% Debt Service 2,418,028 2,539,757 2,764,422 2,641,947 2,957,789 2,277,215 -23% Internal Service Charge 2,968,643 2,750,165 3,003,638 2,878,193 3,847,831 3,053,343 -21% Other 158,562 156,134 218,273 193,413 - n/a 70,239
Depreciation 892,681 888,682 1,049,722 1,128,635 - - n/a Administrative Allocation - - - - - - n/a
Total Expenditures- All Funds $ 58,120,552 51,953,737 $ 68,343,991 $ 69,096,442 $ 73,549,224 $ 75,102,220 $ 2%
ALL FUNDS
Expenditures
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Fund Summaries
General Fund:
A detailed summary of the general fund is provided in a later section of the budget.
Other Funds:
The City’s budget document contains sections that provide fund summaries for funds other than the general fund. Please refer to the Enterprise Funds section, the Special Revenue Funds section, and the Internal Service Funds section for summaries of other funds.
Fee Schedule:
Presented in the budget is an updated annual fee schedule for Council approval. Several years back the City hired a consultant to conduct an in depth fee study. The study set fees at a level to allow the City to recover its cost of providing each specific service. In the years since the study was conducted, fees have been increased annually at amount equal to the change in the consumer price index (CPI). This year the change in CPI is 2.3%.
Because it has been several years since the last study was conducted, staff recommends that the City again undertake an in depth fee study at some point in the next few years.
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BUDGET SUMMARY – GENERAL FUND
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OVERVIEW
The City of Seaside’s fiscal year (FY) 2025-26 General Fund operating appropriations budget (including transfers) is proposed at $48.2M. Core city services such as police, fire, community development, park maintenance, and recreation are budgeted in the General Fund. General Fund resources are closely linked to economic and development activity in the City and expenditures fund essential front line and “quality of life” services that our citizens expect.
The FY 2025-26 budget is showing a $48k operating surplus. In addition, the City’s general fund will fund $865K of budgeted capital projects expenditures and $1.3M of Street Maintenance and Repair expenditures using existing fund balance.
Despite a modest operating surplus of approximately $48,000 in the proposed General Fund Budget for FY 2025–26, the City of Seaside initially faced a negative unassigned fund balance of about $1.7 million when the budget was presented on June 10 and 12. This shortfall was driven by the depletion of the fund balance in recent years, after one-time revenues from land sales and a surge in sales tax collections during the pandemic. While the City has reduced expenditures and frozen vacant positions in order to balance the budget, ongoing revenue challenges, particularly from declines in sales tax, continue to highlight the importance of strategic, long-term economic development. To address the projected shortfall and meet reserve requirements, the City Council held two study sessions on June 10 and 12 to evaluate budgetbalancing strategies. As a result of these sessions, the Council made strategic decisions to defer select capital projects and reduce transfers to the Streets fund. These actions successfully closed the budget gap and resulted in a positive unassigned fund balance of approximately $318,000. This collaborative approach reflects the City’s commitment to aligning expenditures with available revenues while laying the foundation for a more sustainable fiscal future.
GENERAL FUND - FUND BALANCE
The year-end General Fund balance for FY 2016-17 through FY 2025-26 is shown below.
General Fund balance has been steadily increasing as shown in the graph. Between FY 2019- 20 and FY 2021-22, Seaside’s General Fund balance nearly doubled – driven largely by onetime land sales, grant proceeds, and a pandemic-era surge in sales tax collections. The balance is expected to decrease approximately $1.7M in FY 2025-26 due to funding of capital projects and street maintenance and repair with use of fund balance.
FY 2025/26 Operating Non-Operating Total
Proposed Budget Budget Budget
Revenue 48,255,056 $ - $ $ 48,255,056
Fund Balance 1,779,543 1,779,543
Expenditures (48,207,179) (1,779,543) (49,986,722)
Surplus(Deficit) $ 47,877 -$ $ 47,877
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GENERAL FUND RESERVES
The City’s General Fund reserves are governed by the City’s “Fiscal Policies,” designed to ensure the financial stability and flexibility of the City. These policies focus on planning for unanticipated emergencies, economic uncertainties, unforeseen operational or capital needs, economic development opportunities, and cash flow requirements. The City Council reviews and updates the reserve policies annually to ensure sufficient resources are available to address such contingencies.
For the FY 2025-26 budget, the General Fund allocates the following amounts to the City’s established reserves:
$2.4M to the Capital Reserve
$4.8M to the Special Reserve
$7.2M to the Emergency Reserve
However, as initially noted, the General Fund’s unassigned fund balance for FY 2025-26 was projected to be approximately -$1.7 million. This negative balance was primarily due to the planned use of fund balance for capital projects and street maintenance. To address this, City staff worked closely with the City Council during budget study sessions held on June 10 and 12, 2025. As a result of those sessions, the Council made strategic decisions, specifically deferring certain capital projects and reducing transfers to the Streets fund, that successfully closed the gap. These actions resulted in a positive unassigned fund balance of approximately $318,000, ensuring fiscal compliance and positioning the City for adoption of a structurally sound budget.
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As shown below, the General Fund’s “unassigned fund balance” in FY 2025-26 is estimated at about a positive amount of $318k.
FY 2025/26
Proposed
Total General Fund Balance 34,407,021 $
Less Nonspendable (interagency recievables etc.) 2,557,628 Less Restricted Reserves (externally enforceable)
Pension Trust 4,200,000
Less Committed Reserves (Set by Council Resolution)
Capital Reserve 2,410,359
Special Reserve 4,820,718
Emergency Reserve 7,231,077
Reserve for Encumbrances 5,347,450
Loan to Muni Water Seaside 7,522,232
Subtotal 34,089,464
Unassigned Balance 317,557 $
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GENERAL FUND REVENUE
Seaside’s General Fund is reliant on sales tax, transaction tax, Transient Occupancy Tax (TOT), property tax, utility user’s tax, marijuana receipts tax and fees charged for services rendered to fund operations. As discussed in detail below, General Fund revenues are expected to increase modestly in FY 2025-26 with the total annual revenue projected at $48.3M, a 2% year over year increase.
Taxes remain the largest resource supporting General Fund operations in the FY 2025-26 Operating Budget. Taxes represent 80% of all General Fund revenues with the primary taxes comprised of sales and use tax, transaction tax, and property tax.
Other revenue sources include licenses and permits, fees and charges, fines and forfeitures, grant revenue, reimbursements and income from investments.
There are no funds budgeted to be transferred in to the general fund from other funds for fiscal year 2025-26.
Budget Comparison by Budget Year
GENERAL FUND
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
Property Tax $ 10,636,764 10,030,828 $ 11,399,419 $ 12,156,441 $ 12,048,074 $ -1% Sales and Use Tax 10,535,132 10,524,058 10,440,039 10,202,559 10,313,780 1% Transaction Tax 9,752,158 9,379,567 9,550,864 9,486,888 9,644,000 2% Transient Occupancy Tax 4,171,851 4,121,251 4,523,008 3,797,778 4,043,147 6% Utility User Tax 3,071,788 2,744,471 3,258,843 3,727,072 3,876,155 4% Franchise Fees 1,928,742 1,899,159 2,043,429 1,999,119 2,219,084 11% Marijuana Receipts Tax 967,985 1,198,045 718,828 740,000 769,600 4% Business License & Permits 798,448 710,672 1,087,275 1,002,136 1,025,134 2% Licenses & Permits 747,722 1,033,729 1,337,008 680,120 695,149 2% Fees & Charges 781,364 731,727 934,695 756,457 802,404 6% Miscellaneous-Other Revenue 2,516,405 1,128,221 1,360,083 870,712 809,418 -7% Reimbursements 238,223 341,261 500,668 394,187 460,232 17% Income from Investments 1,534,734 616,358 1,245,563 1,041,970 1,086,099 4% Fines & Forfeitures 166,222 79,310 295,137 209,175 194,652 -7% Grant Revenue 415,332 1,369,404 590,356 170,196 268,127 58% Subtotal Revenues 48,262,869 45,908,062 49,285,216 47,234,810 48,255,056 2% Transfer In 9,175,575 - - - -
$ 48,262,869 55,083,637 $ 49,285,216 $ 47,234,810 $ 48,255,056 $ 2% 100 - Revenues Summary
Revenues
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Discussion of Significant General Fund Revenue Sources
Property Tax
Over the past few years, the City of Seaside has experienced steady growth in property tax revenues, driven by rising home sales prices and an increase in the number of property transactions. However, due to ongoing economic uncertainty, property tax receipts are projected to decrease slightly by $108K, or about 1%, in FY 2025-26 compared to the previous year. Although mortgage interest rates have started to stabilize, limited housing inventory has kept home values high, leading to increases in taxable property values. While this has helped generate higher property tax revenue, the continued rise in home prices has also contributed to challenges in the availability of affordable housing within the community. On a positive note, as new developments, such as the Seagrove apartment project, are added to the housing stock, they will provide additional support to property tax revenues. Furthermore, as the City pays down obligations from the former Redevelopment Agency, more property tax funds will be available for distribution. Overall, property tax revenues for FY 2025-26 are expected to decline by 1%, totaling $12 million (including the Vehicle License in Lieu Fee), but factors like new development and changing economic conditions may result in stronger-than-expected property tax collections by the end of the fiscal year.
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Sales, Use & Transaction Tax
Sales tax revenues include the City’s 1 cent general sales tax as well as a 1 cent transaction tax approved by the voters in 2008 (Measure R) and a ½ cent transaction tax approved by the voters in 2017 (Measure L). Based on an analysis of trends in year-to-date tax receipts, macroeconomic conditions and an examination of local business data, it is anticipated that the City will receive sales tax revenue of $19.7M in FY 2024-25 and $20.0M in FY 2025-26.
Sales and Use Tax projections are provided to the City by Hdl, which is a revenue enhancement consultant used widely by Cities throughout California.
The City’s sales and use tax showed a decline in FY 2024-25 predominantly in the areas of auto sales, which make up 45% of sales and use tax revenue for the City. The growth in Sales tax revenue for fiscal year 2024-25 is forecast to increase moderately by 1.4%. The projected 1.4% growth in sales and use tax revenue for FY 2025-26 aligns with the broader trends of a slowing economy and declining prices. Sales tax revenue typically moves in tandem with price fluctuations, meaning that as consumer spending slows and prices decrease, the growth in sales tax revenue tends to be more modest. This reflects the broader economic conditions the City is facing, where despite ongoing consumption, the overall rate of growth is tempered by lower spending levels and price stabilization.
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Transient Occupancy Tax
Transient Occupancy Tax (TOT) is a local tax applied to hotel and other short-term lodging stays of less than 30 days. The City’s TOT rate is 12%, and the revenue generated from this tax goes directly to the General Fund. TOT is collected by Seaside’s 13 lodging establishments and remitted to the City on a monthly basis. Key factors that influence TOT revenues include vacancy rates, travel trends, new hotel openings or expansions, and room rate changes.
In fiscal year 2024-25, projected TOT revenues are expected to decline by 16%, reaching approximately $3.8 million, down from a record high of $4.5 million in fiscal year 2023-24.
However, the City anticipates moderate growth in TOT revenue in FY 2025-26, with an expected increase of 4%. The City partners with See Monterey, a local Tourism Improvement District, to enhance efforts in attracting visitors and improving TOT collections.
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Utility User Tax
Over the years, the City’s Utility User’s Tax has been a stable source of revenue. FY 2025-26 may see an increase of $149k or 4% on a year over year basis. The increase is due to increasing utility rates and more efficient tax collection administration procedures.
Marijuana Receipts Tax
The Marijuana Receipts Tax was introduced as a new revenue source for the City in FY 2019-
20. In the first two years, revenue growth was strong as local cannabis operators began their operations. However, as neighboring cities approve additional cannabis retail establishments, the growth in this revenue source has started to level off. For fiscal year 2025-26, the City expects cannabis tax receipts to reach approximately $770,000.
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General Fund Revenue Detail
Budget Comparison by Budget Year
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
3101 PROPERTY TAX SECURED 2,054,060 $ 2,184,619 $ 2,333,785 $ 2,377,339 $ 2,453,517 $ 3% 3104 PROPERTY TRANSFER TAX 105,982 155,462 88,710 129,478 115,799 -11% 3105 VEHICLE LICENSE FEE IN-LIEU 4,468,083 4,216,229 4,830,666 5,162,464 5,368,963 4% 3108 SUPPLEMENTAL ROLL 165,887 148,197 159,440 103,563 111,848 8% 3109 PROPERTY TAX UNSECURED 91,729 90,277 108,906 125,840 126,688 1% 3110 RESIDUAL CO RPTTF DISTRIBUTION 2,482,743 2,297,507 2,647,918 2,875,335 2,630,313 -9% 3111 TRANSACTION TAX - MEASURE R 6,516,871 6,560,976 6,375,065 6,336,000 6,398,000 1% 3112 PENALTIES AND INTEREST - - 30 - -1 - 00%
3113 SA PASS THROUGH DISTRIBUTION 1,077,703 1,021,802 1,149,868 1,275,035 1,167,535 -8% 3114 TRANSACTION TAX - MEASURE L 3,235,287 2,818,592 3,175,799 3,150,888 3,246,000 3% 3115 PROPOSITION 172 SALES TAX 2,008 - - - - n/a
3116 SAND CITY SETTLEMENT PAYMENT 364,522 364,522 364,522 364,522 364,522 0% 3117 CARES ACT REIMBURSEMENT - 10,000 68,934 21,009 188,127 795% 3119 ROPS FORA SURPLUS H&S 33492.71D 51,880 41,829 71,916 100,600 66,556 -34% 3118 GREAT PLATES ACCRUAL (48,406) - - 149,187 -1 - 00% 3120 STR TRANSIENT OCCUPANCY TAX 689,917 699,617 1,076,010 804,874 891,211 11% 3121 SALES & USE TAX 10,669,585 10,522,050 10,486,395 10 10,313,780 ,293,255 0% 3122 TRANSIENT OCCUPANCY TAX 3,439,501 3,421,635 3,417,611 2,972,904 3,131,936 5% 3123 FRANCHISE-PG&E 295,829 260,545 318,748 324,376 337,352 4% 3124 FRANCHISE-TELEVISION 198,693 265,725 193,371 162,785 169,296 4% 3125 FRANCHISE-TRASH COLLECTION 1,078,082 1,029,623 1,148,890 1,110,255 1,154,665 4% 3126 FRANCHISE-WATER 117,987 110,699 129,090 129,373 274,548 112% 3127 FRANCHISE-SANITATION 238,150 232,567 253,330 272,329 283,223 4% 3128 BUSINESS LICENSE TAX 798,448 710,672 1,087,225 1,002,086 1,025,134 2% 3129 TRANSIENT OCCUPANCY TAX - SHORT- - - - - - n/a
3130 MARIJUANA RECEIPTS TAX 967,985 1,198,045 718,828 740,000 769,600 4% 3131 UTILITY USER - ELECTRIC & GAS 1,807,254 1,539,727 1,897,208 2,282,916 2,374,233 4% 3132 UTILITY USER TELEPHONE 217,222 278,123 218,144 222,854 231,769 4% 3133 UTILITY USER CAL AM WATER 701,760 550,494 798,670 973,236 1,012,166 4% 3134 UTILITY USER-CITY WATER 50,317 148,189 57,926 63,537 66,079 4% 3135 UTILITY USER-CABLE 241,306 208,974 224,377 184,528 191,909 4% 3137 LATE TAX PAYMENT PENALTY - 114,093 16,110 35,199 -1 - 00% 3136 UTILITY USERS - MARINA COAST 73,291 28,598 82,819 - - n/a 3140 FINANCE ADMIN RECOVERY 1,835 2,129 3, 3,390 507 2,518 -26% 3201 BINGO PERMIT - - 50 50 -1 - 00%
3202 ANIMAL LICENSE 3,277 3,851 4,042 2,934 3,001 2%
3204 COUNCIL CHAMBERS RENTAL - - - - - n/a
3210 PLAN CHECK FEES 128,145 151,226 259,989 166,506 170,336 2% 3211 BUILDING PERMIT 419,165 757,639 1,040,872 336,842 344,589 2% 3212 ELECTRICAL PERMIT 109,985 99,234 73,272 134,646 137,743 2% 3213 PLUMBING PERMIT 37,062 32,573 44,259 51,618 52,805 2% 3214 CERTIFICATE OF OCCUPANCY 4,627 6,042 6,930 6,382 6,529 2% 3215 SEWER PERMIT 153 (32) - - n/ - a
3216 ABANDONED RESIDENTIAL PROP. FE 59 583 66 205 240 17% 3220 STR PROGRAM FEES - 29,387 42,433 20,000 20,000 0%
3221 SIGN PERMIT 3,059 1,301 3,738 3,115 3,186 2%
3222 WATER RELEASE PERMIT 277,962 374,250 32,000 81,250 -1 - 00% 3223 HOME OCCUPATION/GARAGE SALES 5,133 4,547 3,731 4,323 4,422 2% 3224 USE PERMIT - - - - - n/a
3225 USE PERMIT 7,600 12,300 17,716 12,092 12,370 2%
3231 STREET OPENING/ENCR PERMIT 11 95,624 117,017 7,313 106,925 109,384 2% Revenues (continued)
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Budget Comparison by Budget Year
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
3232 TREE PERMITS 12,525 10,580 17,136 11,344 11,604 2% 3233 WATER ALLOCATION PERMIT - 750 21,244 - - n/a
3242 OTHER LICENSES & PERMITS 213 80 96 1,165 1,192 2%
3245 SB 1473 ADMINISTRATIVE 10% - - - - - n/a
3246 AB 717 ADMINISTRATIVE 4% 21,969 33,584 35,957 21,421 26,504 24% 3247 SB1186 ADMINISTRATIVE 5% - - - - - n/a
3301 REVENUE/RECOVERY 25,958 13,391 23,165 29,000 22,208 -23% 3302 PARKING FINES 90,867 22,697 109,727 106,730 108,229 1% 3303 OTHER COURT FINES 49,165 40,974 50,306 23,336 47,867 105% 3304 PROPERTY MAINTENANCE FINES 100 2,840 5,000 - n/a 1,588 3350 ADMINISTRATIVE CITATION 9,980 12,800 16,011 43,910 36,969 -16% 3401 INTEREST INCOME 478,080 60,452 1,013,677 734,942 606,511 -17% 3405 LAND/CHAMBERS/EQUIP RENTAL INC 78,474 80,639 80,455 69,381 74,202 7% 3406 PROPERTY RENT 1,995 6,005 6,162 5,865 5,505 -6%
3407 RENT- CITY PROPERTIES 25,000 5,537 - - n/ - a
3408 GOLF COURSE RENTAL (GENERAL FUND) 121,674 136,480 200,000 200,000 400,000 100% 3409 STARBUCKS RENTAL INCOME 6,222 6,222 6,222 6, 6,845 222 10% 3502 HOMEOWNER PROPERTY TAX RELIEF 8,136 5,465 8,209 6,786 6,854 1% 3504 POLICE OFFICER TRAINING STDS. 40,963 12,149 52,165 25,713 28,065 9% 3505 LAND/CHAMBERS/EQUIP RENTAL INC - - - - - n/a
3506 SB90 REIMBURSEMENT 30,410 12,018 47,715 459 18,177 3860% 3509 TRAFFIC SAFETY FINES 512 380 4,235 7,623 2,667 -65% 3510 CSA 74 EMS - MONTEREY COUNTY 26,845 27,003 25,920 26,249 26,762 2% 3541 GRANT REVENUE 25,000 54,058 309,705 - - n/a
3545 GRANT REVENUE - RENTAL ASSISTANCE 1,363,752 159,617 187,448 - - n/a 3547 GRANT REVENUE - REAP 161,782 - 83,204 - n/a 80,000 3551 MISCELLANEOUS INCOME 2,591 1,742 2,875 5,634 2,634 -53% 3563 OTHER REVENUES - 2,433 2,508 277 1,044 277%
3601 DRUG/DUI POLICE - - - - - n/a
3602 VEHICLE ABATEMENT FEE 16,033 17,620 18,727 16,615 18,395 11% 3603 FIXIT TICKET FEE 2,520 1,791 2,627 2,338 2,176 -7% 3605 FINGERPRINT FEE - - - - - n/a
3606 ANIMAL SHELTER FEE 3,118 4,204 3,130 1,601 2,994 87% 3608 POLICE FALSE ALARM 240 1,220 (1 10,839 64) 10,839 0% 3613 FIRE-FIREWORKS FEE 21,083 18,177 23,526 19,630 21,413 9% 3614 FIRE CONTRACTS 164,327 271,441 282,291 227,515 236,616 4% 3623 FIRE INSPECTION-BUSINESS 8,690 6,995 11,707 2,450 6,765 176% 3628 PLAN CHECK-BLDG/FIRE SPRINKLRR 25,618 32,243 54,684 11,693 27,981 139% 3629 FIRE FALSE ALARM - - - - - n/a
3652 REAL PROPERTY CERTIFICATION 22,248 40,260 24,826 25,831 29,098 13% 3653 BAR REVIEW 12,892 6,265 17,200 17,730 12,272 -31%
3654 SALE OF MAPS,PUBS,RPTS 305 1,160 4,659 3 1,460 48570% 3657 VARIANCE APPLI. FILING FEE 6,271 10,923 6,286 - n/a 5,543 3658 ENVIRONMENTAL REVIEW FEE - - 5,331 - - n/a
3659 PLAN CHECK INSPECTION 10,448 5,499 11,650 8,880 8,703 -2% 3660 APPEALS/PLANNING/BAR 936 900 1,625 2,504 1,493 -40% 3661 SUBDIVISION MAP FEE - 1,786 1,724 - - n/a
3662 MARIJUANA PERMIT APPLICATION - - - - - n/a
3664 PLANNING APPLICATION REVIEW 500 - - - - n/a
3665 TRAFFIC ADVISORY COMMITTEE FEE 408 1,804 945 2,706 1,197 -56% 3666 ENGINEERING PLAN CHECK 28 15,314 5,735 ,276 41,427 23,293 -44% 3667 SITE PLAN REVIEW - - - - - n/a
3668 ZONING/PLAN AMENDMENTS 250 2,763 9,269 4,427 3,560 -20% Revenues (continued)
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Budget Comparison by Budget Year
FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Projected Proposed vs. FY 25
Revenues Revenues Revenues Budget Budget +/- (%)
3670 JAZZ ART SHOW - - - - - n/a
3672 CENTER RENTALS/DEPOSITS 50,007 38,581 61,699 60,184 53,828 -11% 3673 PRE-SCHOOL FEE 20,956 18,500 11,653 3,302 13,915 321% 3674 OTHER COMMUNITY CLASSES 32,058 25,563 25,764 21,886 26,923 23% 3675 ART COMMISSION 730 359 - - n/ - a
3676 SWIMMING POOL REVENUE 138,128 91,672 122,818 116,266 119,917 3% 3677 SWIMMING POOL RENT - 924 1, 174 1,638 602 2%
3679 RECREATION DAY CAMP 51,593 61,797 65,479 61,078 61,366 0% 3683 SUMMER CONCERTS 206 1,223 - - n/ 366 a
3685 PROGRAM DONATIONS- RECREATION 16,275 10,182 10,431 6,736 11,157 66% 3691 PARK RENTAL FEES 59,574 53,042 44,632 41,475 50,823 23% 3694 NSF FEE - 62 240 - - n/a
3695 SPECIAL EVENT APPLICATION 8,311 8,045 7,449 8,735 8,322 -5% 3699 POLICE SERVICE CHARGES 43,645 29,942 43,577 31,746 38,084 20% 3709 SALE OF REAL PROPERTY - - - - - n/a
3720 MISCELLANEOUS REVENUE 102,077 33,942 32,547 22,347 49,776 123% 3721 ONE TIME REVENUE 440,000 416,467 40,000 94,941 -1 - 00% 3722 PROCEEDS - LRPMP - - - - - n/a
3754 OTHER FINANCING SOURCES - 531,994 1,508,132 - - n/a 3755 LEASE PROCEEDS - 483,566 - - n/ - a
3759 CAL RECYCLE 8,326 8,280 7,807 8,000 8,000 0%
3762 REIMBURSEMENTS-CITY MANAGER - 46,298 - - - n/a
3764 REIMBURSEMENTS - ADMIN SERVICES 4,614 3,015 3,245 1,133 3,002 165% 3765 REIMBURSEMENTS - POLICE 11,147 8,424 10,781 60,020 18,753 -69% 3766 REIMBURSEMENTS - FIRE 131,753 221,694 114,839 128,032 251,616 97% 3767 REIMBURSEMENTS - PUBLIC WORKS 8,179 15,556 64,263 22,709 43,486 91% 3768 REIMBURSEMENTS - OTHER - 110 2,500 - n/a 1,722
3769 REIMBURSEMENTS- PLNG&ECON DEV - 27,643 - - n/a 15,000 3770 REIMBURSEMENTS-CITY CLERK - - 25 - 510 0 104%
3771 REIMBURSEMENTS - FIREWORKS - - - - - n/a
3772 REIMBURSEMENTS-POLICE SRO 563 - - 18,103 -1 - 00%
3773 REIMBURSEMENTS-BUILDING DEPT - - - - - n/a
3774 WATER CAPACITY LOAN REPAYMENT - - 76 - 67,238 ,856 -13% 3775 EMPLOYEE HOME LOAN PAYMENT - - - - - n/a
3777 LOAN REVENUE 2020 eMERGENCY - 525 22,500 - - n/a
3778 REiMBURSEMENTS-CITY ATTORNEY - - 29,734 41,116 30,418 2% 3779 REIMBURSEMENTS-RECREATION - - 112,048 177,819 50,000 -55% 3790 DONATIONS - 4,000 194 - 839 n/a
3795 UNCLAIMED REVENUE (7,111) 14,222 979 - - n/a
3799 CASH OVER/SHORT (81) 569 53 - - n/a
3800 CONTRA REVENUE - UUT ADMIN COSTS (19,362) (9,635) (20,301) - - n/a 3801 CONTRA REVENUE - SALES & USE TAX (134,453) - (46,356) (90,696) -1 - 00% 3802 CONTRA REVENUE - INVESTMENT INCOME - (21,023) (59,109) - - n/a Total $ 45,908,062 $ 48,262,869 $ 49,285,216 $ 47,234,810 $ 48,255,056 2% Revenues (continued)
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GENERAL FUND EXPENDITURES
General Fund expenditures (excluding transfers-out and administrative allocations) in FY 2024- 25 were originally budgeted at $49M, but are projected to end the year below budget at $46.8M.
Expenditures are proposed to increase to $49M in FY 2025-26, which is mostly unchanged from the adopted budget for fiscal year 2024-25 and an increase of $2.0M or 4% over the previous fiscal year projected results. When transfers-out and administrative allocations are included, the proposed budget is approximately $50.0M for fiscal year 2025-26. Transfers out are comprised of $865k in Capital Improvement Program funding, $1.9M in operating transfers, and a transfer of $1.3M for streets maintenance and repair. Specific details of expenditures are presented in the Department Details sections of the Budget.
Discussion of Significant Variances - Expenditures by Function/Program The Legislative Body is budgeted to increase 16% or $126k in FY 2025-26. This increase was driven by a newly adopted ordinance increasing Council stipends and expanded committee activities. State lobbying expenses are proposed to remain constant.
The City Manager’s office is expected to increase 1% or $10k in FY 2025-26. The operating expenses in the City Manager’s Office are stable compared to the previous fiscal year and increased moderately with full staffing levels and continued support for the CSUMB internship program. Reductions came from scaled-back consultant services.
The City Clerk’s budget decreased 1% or $5k in FY 2025-26. Underlying budget increases included the unfreezing of the Community Resources Specialist position. This increase was offset entirely by a decrease in election-related expenditures.
Budget Comparison by Budget Year
Expenditures by Function/Program
FY 2021-22 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Actual Projected Proposed vs. FY 25 Budget Budget +/- (%)
Legislative Body $ 439,308 284,898 $ 490,458 $ 1,318,992 $ 802,501 $ 928,675 $ 16% City Manager 896,731 400,275 1,293,521 1,556,554 $ 1,211,818 1,221,737 1% City Clerk 298,376 392,290 302,895 375,361 $ 719,246 714,684 -1% City Attorney 890,936 456,201 905,893 1,225,262 $ 1,100,932 1,137,051 3% Human Resources & Risk Management 761,579 550,317 935,056 1,039,367 $ 884,282 1,004,216 14% Finance Department 1,219,368 1,017,516 1,422,150 2,014,635 $ 1,386,750 1,594,627 15% Community, Housing & Economic Development
Community Development 295,344 237,579 313,524 356,598 $ 320,944 510,946 59% Economic Development 2,965,812 1,030,643 3,498,446 894,032 $ 647,999 601,946 -7% Planning 399,899 372,463 770,349 700,209 $ 605,186 623,880 3% Building and Code Enforcement 773,571 580,112 893,578 1,082,960 $ 1,258,082 1,347,064 7% Police Department 13,209,120 12,288,972 13,668,362 14,760,123 $ 15,755,019 15,685,497 0% Fire Department 8,836,549 7,522,040 9,741,617 9,816,708 $ 10,522,573 10,553,050 0% Public Works/Engineering 3,880,363 4,492,292 5,378,616 6,146,031 $ 6,509,430 7,593,976 17% Recreation 3,462,808 2,121,296 4 5,385,563 ,548,270 $ 5,036,322 5,263,681 5% 31,746,894 38,329,765 44,162,734 46,672,398 46,761,084 48,781,030 4% Administrative Allocation (1,344,047) (1,331,538) (1,421,376) (2,238,400) (2,825,136) (2,706,534) -4% Transfer Out 1,657,365 1,657,365 5,024,669 5,110,935 8,233,200 3,912,226 -52% $ 38,655,592 32,060,212 $ 47,766,027 $ 49,544,932 $ 52,169,148 $ 49,986,722 $ Total Expenditures- General Fund -4% Subtotal Expenditures
Expenditures
GENERAL FUND
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The Building & Code Enforcement Department is budgeted to increase 7%, or $89k. Most of the cost increases were related to increased personnel costs due to the 4% cost of living adjustment and increases in pension costs. However, two positions remain frozen and cuts were made to subcontracted services to balance costs.
The Police Department is budgeted to decline by slightly below 0%, or -70k. Underlying increases in costs included higher county communication costs in addition to rising personnel costs related to a 4% cost-of-living adjustment and associated increased pension costs.
However, the department is managing budget reductions to the General Fund by freezing several positions, including a deputy chief, administrative analyst, an officer, and a police services specialist. In addition, other supplement funds available for capital purchases was used to fund the police body cameras and flock shot detection program.
The Fire Department is budgeted to increase slightly above 0% or $30k in fiscal year 2025-26.
This moderate increase is due to a reversion to the normal operating budget after a down payment on a type I fire engine lease in fiscal year 2024-25. In addition, costs were lower due to the suspension of the HazMat MOU with Monterey County. Outside of the these sources of reductions, the personnel budget increased due to a 4% cost of living adjustment and associated increases in pension costs.
Significant variances for other departments, such as Human Resources, Finance, Public Works/Engineering and Recreation, are discussed in the “All Funds” section of the budget.
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Discussion of Significant Variances - Expenditures by Category Personnel Services are projected to increase by 9%, or $2.9 million, in FY 2025-26. This increase reflects the ongoing costs of salary and overtime adjustments, as well as rising pension obligations due to an expanding CalPERS Unfunded Accrued Liability (UAL). While salaries and overtime are budgeted to increase by $2.8 million, pension costs are expected to rise substantially. In an effort to manage personnel costs, the City has frozen 20 vacant positions, a significant increase from the 11 positions frozen in FY 2024-25. Despite these efforts, personnel costs remain the largest portion of the City’s operating budget, accounting for 75% of General Fund expenditures. More detail about the vacant positions frozen in the FY 2025-26 budget is available in the position control section of this budget document.
The Services & Supplies category are expected to increase by 4%, or $325k, in FY 2025-26.
This increase is primarily attributed to rising costs in services, such as City Utilities, including water and gas & electric expenses, where there is limited flexibility for cost reduction. However, overall efforts to control costs have led all departments to evaluate and reduce discretionary spending where possible.
Capital Outlay expenditures are expected to decrease by 57%, or $585k, in FY 2025-26. The General Fund's support for capital projects is significantly reduced, with only $865k allocated to various projects such as government facilities, parks, streets, and stormwater systems. This reduction reflects a continued focus on expenditure restraint in light of the City's financial situation. A detailed list of the planned capital projects is available in the Capital Improvement section of this budget document.
Transfers-Out are budgeted at $8.3M. Transfers out are comprised of $865k in Capital Improvement Program funding, $2.1 in operating transfers, and $1.3 million to streets. The proposed funding source for the general fund CIP costs in FY 2025-26 and the transfer to streets operations is from fund balance. For a complete list of capital improvement projects see the Capital Improvement (CIP) section of the budget.
Budget Comparison by Budget Year
Expenditures by Category
FY 2021-22 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Proposed Actual Actual Actual Actual Projected Proposed vs. FY 25 Budget Budget +/- (%)
Personnel Services $ 27,153,691 23,233,852 $ 30,422,880 $ 32,953,363 $ 33,073,111 $ 35,958,945 $ 9% Services & Supplies 7,913,809 5,591,334 10,230,038 9,639,254 9,027,203 9,352,212 4% Internal Service Charge 2,414,863 2,135,415 2,528,925 2,406,017 3,101,921 2,373,214 -23% Capital Outlay-Projects 888,962 316,931 566,360 1,176,827 1,033,882 448,500 -57% Debt Service 237,888 189,914 414,531 496,937 524,967 648,159 23% Administrative Allocation (1,344,047) (1,331,538) (1,421,376) (2,238,400) (2,825,136) (2,706,534) -4% 36,998,227 30,402,847 42,741,358 44,433,998 43,935,948 46,074,496 5% Transfer Out 1,657,365 1,657,365 5,024,669 5,110,935 8,233,200 3,912,226 -52% $ 38,655,592 32,060,212 $ 47,766,027 $ 49,544,932 $ 52,169,148 $ 49,986,722 $ -4% Expenditures
Total Expenditures- General
Subtotal Expenditures
GENERAL FUND
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Long Term Forecast
On the following pages may be found the City’s five year long-term forecast (LTF). The forecast provides 5 years of historical data as context, the projected results for FY 2024-25 and five years of forward looking projections. The LTF was developed at a high level (low level of detail). The City’s major sources of revenue were grouped into categories and projected. Likewise, the City’s major expenditures were grouped into categories and projected. The majority of the assumptions used in the report were based on a five-year historical trend or provided by outside consultants.
Some projections however are based on known payment or increase percentages. Pension costs for example are expected to increase 14% each year for the next four years. This is due to the decreased discount rate adopted by CalPERS. Likewise, the City’s capital costs were input according to the five-year CIP.
The following updates were made to the LTF for the fiscal year 2025-26 budget:
FY2024-25 budget amendments were added
FY2024-25 projected results were updated
OPERATING OUTLOOK
Late in fiscal year 2021-22, the City agreed to three-year labor agreements with all labor groups, providing a clearer long-term outlook for personnel costs, which represent the City’s largest expenditure. Personnel costs, particularly pension obligations, are expected to increase steadily over the next several years. To help mitigate rising pension costs, the City established a Section 115 Trust in December 2022, with an initial funding and investment returns projected to provide $2.86 million in savings over the next 23 years.
In addition, the Fire Department's personnel costs are expected to rise significantly by FY 2028 with the planned opening of Fire Station #2, further adding to the City's fiscal responsibilities. As these costs increase, the City will also need to bolster its rainy day reserves to maintain financial stability.
Overall, while operating results are expected to produce modest surpluses in the coming years, these surpluses are not sufficient to support the current level of capital spending, street operations, pension trust contributions, and necessary reserve increases. Therefore, additional action will be required by the City Council to achieve a positive unassigned fund balance.
Strategic adjustments will be necessary to ensure that the negative amount currently depicted in the long-term forecast can be turned around and a sustainable fiscal position is secured moving forward.
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DEVELOPMENT OUTLOOK
Four major development project areas—Grand Hyatt Seaside Hotel & Resort, Campus Town, Main Gate, & the West Broadway Urban Village—are expected to significantly increase the City’s revenue, particularly from sales tax, property tax, and transient occupancy taxes. The Seaside Resort Development and Campus Town projects, in particular, are anticipated to generate substantial transient occupancy tax revenue as well. The long-term forecast incorporates the results of Fiscal Impact Analyses conducted by outside consultants, which consider both the revenue generation and the associated expenses, providing a clearer picture of the net fiscal impact. While these projects are expected to ultimately have a net positive effect on the City’s operations, there are additional upfront costs required to bring them to fruition. These early-stage expenditures, before the increased revenue from sales tax and transient occupancy tax are fully realized, contribute to the negative unassigned fund balance reflected in the long-term forecast.
Addressing these costs is a key factor in achieving financial stability and ensuring a balanced budget as these developments move forward.
OVERALL OUTLOOK
The City of Seaside’s long-term financial outlook has been carefully reviewed and updated as part of the budget development process. During the budget planning for FY 2024-25, it was projected that the City would have a negative unassigned fund balance of -$2.7 million when developing the FY 2025-26 budget. While the City is projected to benefit from a surplus in FY 2024-25, driven by one-time salary savings from vacant positions, it is not sufficient to fully eliminate the negative balance, which was initially proposed at -$1.7 million for FY 2025-26 in the long-term forecast. After careful strategic decisions by City Council, the unassigned fund balance now stands at a positive amount of approximately $318,000.
Looking further ahead, the forecast for FY 2027-2029 suggests continued fiscal challenges, with continued projected declines in reserves. However, this outlook does not reflect the full potential for positive change. As emphasized in the introduction to this proposed budget, City staff is actively working on strategies to address this gap, with a focus on restoring a positive unassigned fund balance and ensuring a balanced operating budget. These strategies were discussed in detail during the upcoming budget study sessions on June 10 and 12, 2025.
The City Council and staff are committed to taking proactive steps, with the support of the community, to strengthen Seaside’s fiscal health. Following these discussions, a revised budget that aligns with the City’s reserve policies and complies with Municipal Code requirements will be presented for adoption at a special City Council meeting on June 24, 2025. Through collaboration, thoughtful planning, and responsible decision-making, the City is poised to secure a stable fiscal future while continuing to meet the needs of the community.
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BUDGET SUMMARY – GENERAL FUND
Services & Supplies 5,591,334 7,865,878 10,128,684 9,639,324 9,030,736 9,207,224 9,483,441 9,767,944 10,060,983 10,362,812 10,673,697 Internal Service Charge 2,414,863 2,135,415 2,528,925 2,406,017 3,101,921 2,373,214 2,515,607 2,591,075 2,642,897 2,695,755 2,776,627 Operating Transfer Out 810,540 2,039,053 1,816,459 1,972,126 1,849,874 1,894,642 1,951,482 2,010,026 2,070,327 2,132,437 2,196,410 Debt Service 189,914 237,888 405,080 506,388 524,967 648,159 804,083 840,996 873,876 895,438 836,128 Non-project Capital 316,931 888,962 566,360 1,165,866 1,034,359 448,500 461,955 475,814 490,088 504,791 519,934 Debt Service Fire Station #2 ‐ ‐ ‐ ‐ ‐ 825,000 825,000 825,000 825,000 Projected SRD expenditures 983,608 1,014,391 912,952 954,468 Projected Maingate/Campus Town expenditures 9,339,367 9,631,652 9,920,602 10,218,220 Administrative Allocation (1,344,047) (1,331,538) (1,421,376) (2,238,400) (2,825,136) (2,706,534) (2,814,795) (2,927,387) (3,015,209) (3,105,665) (3,198,835) Total Operating Expenditures 31,213,388 38,988,906 44,447,012 46,620,634 45,785,822 47,969,139 50,207,619 55,499,608 57,425,152 59,274,399 61,873,174 Operating Surplus/(Deficit) 11,373,933 17,007,019 3,815,856 1,222,695 1,448,988 285,917 4,710,947 1,973,496 3,517,349 3,844,929 1,435,180 Capital Outlay 169,635 2,300,710 2,447,444 4,131,892 3,687,486 1,615,000 10,885,416 2,199,478 2,743,468 2,825,772 1,856,987 Transfer Out to Streets 771,122 684,907 847,029 771,486 2,420,839 1,264,543 1,500,000 900,000 Net Change in Fund Balance 10,433,176 14,021,402 521,383 (3,680,682) (4,659,338) (1,843,626) (7,674,469) (1,125,982) 773,881 1,019,157 (421,807) End of Year Fund Balance 30,282,978 44,304,380 44,753,707 41,073,025 36,413,687 34,570,062 26,895,593 25,769,611 26,543,492 27,562,649 27,140,842Less Rainy Day Reserves 11,459,000 11,759,718 13,209,559 19,415,793 14,144,303 14,462,154 15,062,286 16,649,882 17,227,546 17,782,320 18,561,952Less Restricted Balances 3,642,360 2,651,869 18,959,808 14,085,174 18,477,687 19,790,351 12,381,859 10,131,859 9,131,859 7,131,859 5,131,859Unassigned Fund Balance 15,181,618 29,892,793 12,584,340 7,572,058 3,791,697 317,557 (548,552) (1,012,130) 184,087 2,648,470 3,447,031 City of Seaside FY 2025/26 Proposed Budget
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Packet Page 615
SCHEDULE OF INTERFUND TRANSFERS
INTERFUND TRANSFERS
City of Seaside FY 2025/26 Proposed Budget
Page | 90
Packet Page 616
SCHEDULE OF INTERFUND TRANSFERS
Summary Schedule of Transfers:
Fund # Fund Name
Net
Transfers
100 General Fund 3,912,226
200 CDBG 240,000
210 Streets Fund (1,698,217)
211 Measure X non-bond 1,256,952
212 Transportation Capital Projects (2,092,197)
214 Streets Fund 1,392,430
225 State Grants 201,391
226 Federal Grants ‐
246 City Affordable Housing (403,605)
247 Housing Non-profit (50,000)
251 Senior Programs (50,000)
256 Swimming Pool Fund 40,500
261 Impact Fee Fund 80,673
271 Stormwater (1,270,283)
297 Merged Housing 50,000
342 Parks Improvements (355,000)
343 Special Projects (25,000)
344 Government Facilities Capital (257,500)
356 Cutino Bond Fund (376,794)
357 Measure X Debt Service (645,575)
602 Recreation Endowment 50,000
‐
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 617
SCHEDULE OF INTERFUND TRANSFERS
Purpose Class Fund # Fund Name Transfer Out Fund # Fund Name Transfer In CIP - Streets ( City MOE) Capital 100 General Fund 100,000 212 Transportation Capital Projects (100,000)CIP - Streets ( Operations) Capital 100 General Fund 1,164,543 210 Transportation Operations (1,164,543)Short Term Rental Revenue Operating 100 General Fund 445,605 246 City Affordable Housing (445,605) Stormwater Funding Operating 100 General Fund 1,060,283 271 Stormwater (1,060,283)CIP - Stormwater Funding Capital 100 General Fund 210,000 271 Stormwater (210,000) CIP -Parks Improvements Capital 100 General Fund 355,000 342 Parks Improvements (355,000)CIP Funding - various projects Capital 100 General Fund 25,000 343 Special Projects (25,000) CIP Funding - various projects Capital 100 General Fund 175,000 344 Government Facilities Capital (175,000) Bond payment Operating 100 General Fund 376,794 356 Cutino Park Bond Fund (376,794) Cutino Park Capital Project Capital 200 CDBG 240,000 212 Transportation Capital Projects (240,000) Streets Captial Projects - RSTP Capital 210 Streets Fund - 212 Transportation Capital Projects - Streets Captial Projects - Measure X Capital 211 Measure X non-bond 611,377 212 Transportation Capital Projects (611,377)Measure X bond payment Operating 211 Measure X non-bond 645,575 357 Measure X Debt Service (645,575) Streets Captial Projects - SB1 Capital 214 Streets Fund 533,674 210 Streets Fund (533,674) Streets Captial Projects - SB1 Capital 214 Streets Fund 858,756 212 Transportation Capital Projects (858,756) Capital Inprovement Affordable Housing Capital 225 State Grants 201,391 212 Transportation Capital Projects (201,391) Capital Inprovement Affordable Housing Capital 225 State Grants - 342 Parks - Capital Inprovement Affordable Housing Capital 226 Federal Grants - 342 Parks - Capital Inprovement Affordable Housing Capital 246 Affordable Housing Fund 42,000 344 Government Facilities Capital (42,000) Pool Repairs Capital 256 Swimming Pool Fund 40,500 344 Government Facilities Capital (40,500) CIP Funding - Traffic Project Capital 261 Impact Fee Fund 80,673 212 Transportation Capital Projects (80,673) Support for Housing Non-profit Capital 297 Merged Housing Fund 50,000 247 Housing Non-profit (50,000) Funding for Senior Programs Operating 602 Recreation Endowment 50,000 251 Senior Programs (50,000) 7,266,172 $ (7,266,172) $
Detail Schedule of Transfers
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 618
APPROPRIATIONS LIMIT
City of Seaside FY 2025/26 Proposed Budget
Page | 93
Packet Page 619
APPROPRIATIONS LIMIT
APPROPRIATIONS LIMIT
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 620
2024-25 Appropriation Limit $ 44,618,271
2024-25 Appropriations Limit Adjustment Factors
Increase in per Capita Personal Income 1.0644
Population Change (City Factor) 1.0135
Combined Factor 1.0787694
2025-26 Appropriation Limit $ 48,132,826
2025-26 Appropriations Subject to Limit $ 41,355,447
2025-26 Limit in Excess of Appropriations $ 6,777,379
CITY OF SEASIDE
APPROPRIATION LIMIT
FOR FISCAL YEAR 2025-26
APPROPRIATION LIMIT
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 621
THE MAYOR & CITY COUNCIL
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 96
Packet Page 622
Who We Are:
The City of Seaside operates under the Council–Manager form of government as a General Law City. The fivemember City Council is elected at-large on a nonpartisan basis and serves as the legislative and policy-making body representing the voices and values of Seaside residents.
The Council meets publicly on the first and third Thursdays of each month at 5:00 p.m. in the Council Chamber.
During these meetings, the Council deliberates on matters that shape the cityʼs future—approving ordinances and contracts, setting policy direction, and authorizing the allocation of public funds.
In addition to their formal duties, Councilmembers cultivate meaningful intergovernmental partnerships with local, regional, state, and federal agencies to promote economic development, environmental stewardship, and community well-being. The City Council also serves as the Board of Directors for the Successor Agency to the Redevelopment Agency of the City of Seaside, responsible oversight of long-term redevelopment goals.
Our boards and commissions reflect the cityʼs commitment to participatory governance. Composed of appointed Seaside residents, these advisory bodies serve as a direct link between the community and City Council. They provide recommendations on key policy issues and offer a platform for public input on matters ranging from planning and housing to recreation and public safety.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
The Seaside City Council made meaningful strides in fiscal year 2024–25 to enhance quality of life, economic resilience, and social equity. Highlights include:
Community Vitality: Reinstated the beloved Seaside Farmerʼs Market, which celebrated its one-year anniversary in June 2024. The market has become a central gathering space for residents and a launching pad for local entrepreneurs and food producers.
Affordable Housing Advancement: Approved a Density Bonus Agreement requiring 21 affordable dwelling units at 1620 Broadway, reinforcing the Councilʼs commitment to inclusive housing opportunities for all income levels.
Transparent Governance & Resident Engagement: Expanded access to government meetings via hybrid technology, improved civic engagement tools, and deepened relationships with local youth and community organizations.
In the coming fiscal year, the City Council will focus on bold, actionable strategies aligned with the Cityʼs Strategic Plan:
Championing Housing & Infrastructure Equity: Advance projects that increase access to affordable and workforce housing; Invest in infrastructure that supports sustainability, accessibility, and resilience Fostering Economic Development: Support small business growth and equitable economic opportunity; Explore regional collaborations to attract high-quality job opportunities Strengthening Public Safety & Community Wellness: Support evidence-based public safety programs; Prioritize mental health partnerships and youth violence prevention Promoting Transparent, Responsive Governance: Enhance public participation tools and engagement efforts; Uphold a culture of accountability and service excellence across city operations Mayor & City Council
Divisions
City Council | Council Commissions
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 623
AUTHORIZED POSITIONS
Number of Full-Time Employees 5 5 5
DEPARTMENTAL EXPENDITURES
Personnel Services $ 43,322 $ 35,268 $ 150,019 Services & Supplies $ 1,213,372 $ 666,842 $ 665,886 Capital Outlay and Debt $ 37,822 $ 65,000 $ 60,000 Internal Services & Central Support Charges $ (191,725) $ (166,867) $ (212,294) Total Expenditures $1,102,790 $600,243 $ 663,611
DEPARTMENTAL REVENUES
General Taxes $1,102,790 $600,243 $663,611
Total Revenues $ 1,102,790 600,243 $ 663,611 $
Budget Summary
Mayor & Council
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 624
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1010-0001 SALARIES $ 24,000 $ 24,286 $ 14,714 $ 22,504 $ 147,600 BENEFITS 928 18,814 8,379 12,580 2,140
100-1010-0006 WORKERS COMPENSATION 222 184 184 184 279
100-1010-0020 PART-TIME HOURLY WAGES - 26,000 - - -
100-1010-1036 LAFCO ANNUAL CHARGES 35,187 55,100 30,974 30,974 40,000 100-1010-1043 STATE LOBBYIST 59,500 104,500 56,000 104,500 104,000 100-1010-3095 DEPARTMENT CONSUMABLES 10,120 12,000 4,394 6,759 10,200 100-1010-4114 MEETINGS & TRAINING - CM MILLER 675 2,500 - - 2,500 100-1010-4115 MEETINGS & TRAINING - MAYOR OGLESBY 5,252 6,000 120 6,000 6,000 100-1010-4116 MEETINGS & TRAINING - CM BURKS - 2,500 424 1,000 2,500 100-1010-4117 MEETINGS & TRAINING - MPT PACHECO 165 2,500 - - 2,500 100-1010-4118 MEETINGS & TRAINING - CM GARCIA-ARRAZOLA 100 2,500 764 1,500 2,500 100-1010-4122 DUES & MEMBERSHIP 3,476 2,500 2,122 2,500 2,500 100-1010-7151 MNTRY BAY AIR RESOURCES DIST 15,491 16,700 16,608 16,608 17,000 100-1010-7160 COMMISSIONER APPRECIATION - 8,000 - - 5,000 100-1010-7161 LEAGUE OF CALIFORNIA CITIES 11,672 14,220 - 14,220 15,500 100-1010-7164 ASSOC. OF MNTRY BAY AREA GOVT 5,663 5,800 5,456 5,456 6,000 100-1010-7165 COMMUNITY EVENT SUPPORT 970 10,000 7,838 10,000 10,000 100-1010-7166 MCCVB 102,732 117,202 87,902 117,202 116,830 100-1010-7170 COMMUNITY SUPPORT 47,822 56,400 35,990 50,000 50,000 100-1010-7171 STR ALLOCATION - - - - -
100-1010-7186 PETROVICH SETTLEMENT 850,000 - - - -
100-1010-8127 CITY HALL IMPROVEMENTS 37,822 65,000 15,898 65,000 60,000 CENTRAL SERVICES AND INTERNAL CHARGES (195,552) (170,249) (170,249) (170,249) (216,703) Total $ 1,034,417 $ 364,285 $ 117,516 $ 296,738 $ 386,346 MANAGING DEPARTMENT: Legislative Body
The Mayor & City Council
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 625
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1320-3095 DEPARTMENT CONSUMABLES $ 3,500 $ 3,377 $ 1,906 $ 2,932 $ 3,500 100-1320-7171 COMMISSION ACTIVITIES - 7,500 1,994 3,068 10,000 100-1320-7301 ART INSTALLATION/MURAL - 5,000 - 5,000 10,000 Total $ 3,377 $ 16,000 $ 3,900 $ 11,001 $ 23,500
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1330-3095 DEPARTMENT CONSUMABLES $ 16,500 $ 2,630 $ 292 $ 449 $ 7,000 Total $ 2,630 $ 16,500 $ 292 $ 449 $ 7,000
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1340-1024 COMMUNITY SUPPORT $ 2,500 $ 3,500 $ - $ - $ 2,500 100-1340-3095 DEPARTMENT CONSUMABLES - 25,000 25,000 25,000 25,000 Total $ 3,500 $ 27,500 $ 25,000 $ 25,000 $ 27,500
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1350-2053 OUTSIDE PRINTING SERVICE $ - $ 190 $ - $ - $ - 100-1350-3095 DEPARTMENT CONSUMABLES 193 - - - 5,000
100-1350-7165 CHRISTMAS AWARDS - - - - 250
100-1350-7169 NEIGHBORHOOD IMPROVEMENTS 54,657 263,673 61,721 263,673 195,606 CENTRAL SERVICES AND INTERNAL CHARGES 3,827 3,382 3,382 3,382 4,409 Total $ 58,867 $ 267,055 $ 65,103 $ 267,055 $ 205,265
MANAGING DEPARTMENT: City Manager
Neighborhood improvement Commission
MANAGING DEPARTMENT: Recreation
Art & History Commission
MANAGING DEPARTMENT: Recreation
Recreation & Parks Commission
MANAGING DEPARTMENT: Recreation
Homeless Committee
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 626
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1360-3095 DEPARTMENT CONSUMABLES $ - $ - $ 3,500 $ - $ 3,500 Total $ - $ 3,500 $ - $ - $ 3,500
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1370-3095 CONSUMABLES $ - $ - $ 3,500 $ - $ 3,500
Total $ - $ 3,500 $ - $ - $ 3,500
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1385-3095 DEPARTMENT CONSUMABLES $ - $ - $ 3,500 $ - $ 3,500 Total $ - $ 3,500 $ - $ - $ 3,500
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-1390-3095 DEPARTMENT CONSUMABLES $ - $ - $ 3,500 $ - $ 3,500 Total $ - $ 3,500 $ - $ - $ 3,500
MANAGING DEPARTMENT: Police
Community Safety Advisory Commission
MANAGING DEPARTMENT: Community Development
Environmental Committee
MANAGING DEPARTMENT: Planning
Planning Commission
MANAGING DEPARTMENT: Community Development
Commission on Jobs Opportunities & Business (C-Jobs)
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 627
CITY MANAGER
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 628
Who We Are:
The City Managerʼs Office serves as the executive leadership hub for the City of Seaside, acting as the chief advisor to the City Council on policy and strategic matters. We are responsible for translating Council direction into action—overseeing day-to-day operations, guiding City departments, and ensuring efficient, transparent service delivery to the public. The City Manager leads the development of the annual budget, advances key initiatives aligned with the Cityʼs strategic vision, and serves as Executive Director of both the Successor Agency and the Seaside County Sanitation District. At our core, we are committed to operational excellence, interagency collaboration, and results-driven governance that uplifts every corner of the Seaside community.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Fiscal Year 2025 was a pivotal chapter for the City Managerʼs Office—one defined by bold leadership, dynamic partnerships, and transformative development milestones. This past year, we proudly celebrated the groundbreaking of the long-anticipated Campus Town project—an anchor for Seasideʼs future growth. Momentum continued with forward movement on the Grand Hyatt Hotel and Main Gate developments, two cornerstone projects with potential to reshape the regionʼs economic landscape.
Strengthening our ties with community partners remained a top priority. We deepened collaboration with MPUSD through continued implementation of the Safe Routes to School Program and proudly launched an internship pipeline with CSUMB, placing talented students in meaningful roles across multiple City departments. These partnerships reflect our unwavering commitment to inclusive progress and workforce development.
As we look ahead to Fiscal Year 2026, we do so with focused ambition and strategic intent. Key priorities for the year include:
Securing a sustainable water supply to unlock future housing and economic development; Establishing a workforce training initiative to align residents with emerging job opportunities; Implementing the Cityʼs FY 25/26 Strategic Plan, with accountability and measurable outcomes; Reimagining and revitalizing Downtown Seaside through continued programmatic enhancements and place-making efforts;
Advancing the Grand Hyatt Hotel and Campus Town developments through the next stages of entitlements, construction, and activation.
These initiatives not only reflect the City Councilʼs policy direction, but also reaffirm our mission: to deliver effective government, cultivate strong neighborhoods, and position Seaside as a model city on Californiaʼs Central Coast.
(Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life) City Manager
Divisions
City Manager
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 629
City Manager’s Office
City Manager
Fire Police Finance
Human Resources
/ Risk
Management
Community
Development
Economic
Development
Public Works /
Engineering Recreation Building / Code Enforcement Information Technology Services Assistant City
Manager –
Community Services
Executive
Assistant
City Clerk/Public
Affairs Officer
Administrative
Assistant Communications & Public Engagement
Coordinator
Project
Manager
(Frozen)
Executive
Assistant
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 104
Packet Page 630
AUTHORIZED POSITIONS
Number of Full-Time Employees - City Manager 543
Number of Full-Time Employees - IT 2 3 3
DEPARTMENTAL EXPENDITURES
Personnel Services $ 1,621,680 $ 1,502,339 $ 1,717,002 Services & Supplies $ 605,322 $ 466,746 $ 509,000 Capital Outlay and Debt $ 1,762 $ 9,000 $ 4,000 Internal Services & Central Support Charges $ (698,323) $ (961,425) $ (1,104,415) Total Expenditures $1,530,440 $1,016,660 $ 1,125,587
DEPARTMENTAL REVENUES
Internal Service Fund $ 638,957 $ 1,115,515 $ 1,020,304 General Taxes $891,483 ($98,855) $105,283
Total Revenues $ 1,530,440 1,016,660 $ 1,125,587 $
Budget Summary
City Manager
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 105
Packet Page 631
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-2010-0001 SALARIES $ 670,468 $ 616,369 $ 435,804 $ 670,468 $ 679,265 100-2010-0002 OVERTIME 2,225 8,192 - - -
BENEFITS 528,898 292,781 211,800 328,050 350,772
100-2010-0006 WORKERS COMPENSATION 2,716 2,254 2,254 2,254 2,249 100-2010-0020 PART-TIME HOURLY WAGES 52,300 - - - -
100-2010-1024 COMMUNITY RELATIONS 52,156 6,000 6,251 6,251 58,000 100-2010-1029 TRAINING & EDUCATION 3,411 1,000 3,643 5,000 5,000 100-2010-1030 CONSULTANT 210,185 105,660 58,991 105,660 50,000 100-2010-1033 FITNESS PROGRAM 1,006 2,025 933 1,427 2,025 100-2010-2044 COPIER SERVICES 2,452 1,000 1,848 2,843 3,000 100-2010-2053 OUTSIDE PRINTING SERVICE 5,704 - 3,578 5,505 3,000 100-2010-3095 DEPARTMENT CONSUMABLES 30,741 25,000 12,437 19,134 8,000 100-2010-4121 MEETINGS & TRAVEL 1,311 1,000 63 63 9,000 100-2010-4122 DUES & MEMBERSHIP 475 1,000 - - 5,000
100-2010-4123 BOOKS & PERIODICALS 28 - - - -
100-2010-4124 MAIL SERVICES 57 - - - -
100-2010-7171 COMMISSION ACTIVITIES - - (7,067) - -
100-2010-8187 DEPARTMENT EQUIPMENT 1,359 9,000 3,225 9,000 4,000 CENTRAL SERVICES AND INTERNAL CHARGES (782,655) (1,056,480) (1,056,480) (1,056,480) (1,195,240) Total $ 734,705 $ 62,934 ($ 322,719) $ 99,175 ($ 15,930) MANAGING DEPARTMENT: City Manager
City Manager Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 106
Packet Page 632
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
503-4010-0001 SALARIES $ 336,179 $ 238,098 $ 193,650 $ 296,171 $ 399,600 BENEFITS 210,318 170,625 156,594 199,893 280,393
503-4010-0006 WORKERS COMPENSATION 3,020 3,357 3,020 3,020 1,641 503-4010-1029 TRAINING & EDUCATION 2,500 1,285 325 1,000 2,500 503-4010-1030 CONSULTANT 6,000 7,500 3,300 6,500 8,500
503-4010-1033 FITNESS PROGRAM 119 945 691 1,057 1,057
503-4010-3095 DEPARTMENT CONSUMABLES 535 500 192 500 500 503-4010-3102 COMPUTER SUPPLIES 174,373 205,000 119,967 170,000 205,000 503-4010-5132 TELEPHONE 48,114 50,000 31,559 47,817 50,000 503-4010-5135 MOBILE COMMUNICATIONS 2,695 3,500 1,419 2,151 3,500 503-4010-5138 DATA COMMUNICATION 61,034 65,000 43,568 66,012 68,000 503-4010-8182 COMPUTER EQUIPMENT 402 - - - -
503-4010-8187 DEPARTMENT EQUIPMENT 4,767 30,000 18,684 28,309 30,000 CENTRAL SERVICES AND INTERNAL CHARGES 84,332 95,055 95,055 95,055 90,825 503-4010-9603 DEPRECIATION EXPENSE 53,351 - - - -
Total $ 849,086 $ 1,009,517 $ 668,025 $ 917,485 $ 1,141,517 MANAGING DEPARTMENT: City Manager
Information Technology
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 633
PUBLIC AFFAIRS &
CITY CLERK
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 108
Packet Page 634
Who We Are:
The City Clerkʼs Office is the critical nexus between the public and the City, serving as both steward and storyteller of Seasideʼs democratic processes. Our mission is to inspire trust through transparency, foster civic engagement, and enhance accessibility to local government — all while ensuring unwavering compliance with regulatory standards.
We support the Mayor and City Council, manage the Cityʼs legislative and public records, oversee municipal elections, and serve as the Cityʼs Public Affairs Office — leading strategic communications initiatives across departments. We aim to inform, engage, and empower Seasideʼs diverse community through every project, every broadcast, and every interaction.
As compliance officers for the Brown Act, Political Reform Act, and Public Records Act, we uphold the integrity of the Cityʼs legislative processes. We champion transparency and accessibility by coordinating agenda management, preserving the Cityʼs legislative history, and utilizing technology to create open channels between government and citizens.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Seaside City News Broadcasts: Produced multiple editions to ensure residents received timely, accessible information on City initiatives, programs, and services. Spanish Translation Services: Launched Spanish interpretation for City Council meetings via Zoom, along with Spanish agenda translations, strengthening inclusivity and access. Remote Meeting Participation Policy: Authored and implemented a policy formalizing virtual participation standards, reinforcing transparency and public accessibility. Intergovernmental Affairs: Cultivated partnerships with agencies including Monterey One Water, CSUMB, Monterey Bay Football Club, and Monterey Peninsula College to advance shared goals. Election Preparedness: Led the successful placement process for two ballot measures appearing on the November 5, 2024, General Election ballot.
City Clerk/Public Affairs Officer's goals for fiscal year 2025-2026:
The City Clerk/Public Affairs Office is poised for an ambitious year ahead, aligned with the Cityʼs strategic vision:
1. Elevate Public Communication and Accessibility: Following the website redesign launch, focus will shift to maintaining ADA compliance, improving user experience, and ensuring content remains accurate, accessible, and responsive across platforms.
2. Position the Public Affairs Office as the central strategic communications hub for the City, ensuring consistent messaging and branding across all departments.
3. Develop and publish an Internal Standard Operating Procedures (SOP) Manual to institutionalize knowledge, increase efficiency, and support succession planning.
4. Foster Civic Engagement and Capacity Building: Organize and host a Board and Commission Appreciation Event to celebrate and recognize volunteer leadership.
5. Advance Legislative Tracking and Policy Transparency: Implement a robust legislative tracking system to monitor, analyze, and report on bills impacting local governance, environmental policy, housing, and economic development.
6. Strategic Planning and Organizational Alignment: Collaborate with the City Manager's Office on the development of a refreshed Strategic Plan to align departmental goals with broader citywide initiatives.
7. Ensure Election Integrity: Administer the November 3, 2026, General Election with precision, security, and transparency, adhering to all legal requirements and best practices in voter outreach and education. (Strategic Priority Alignment: Effective Accessible Government, Diverse, Inclusive Community) City Clerk
Divisions
City Clerk |Elections
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 109
Packet Page 635
AUTHORIZED POSITIONS
Number of Full-Time Employees 2 2 3
DEPARTMENTAL EXPENDITURES
Personnel Services $ 199,313 $ 340,721 $ 494,223 Services & Supplies $ 163,651 $ 364,147 $ 187,600 Capital Outlay and Debt $ 120 $ ‐ $ 1,200 Internal Services & Central Support Charges $ (187,306) $ (192,490) $ (226,064) Total Expenditures $175,778 $512,378 $ 456,959
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ ‐ $ 250 $ 510
General Taxes $175,778 $512,128 $456,450
Total Revenues $ 512,378 175,778 $ 456,959 $
Budget Summary
City Clerk
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 110
Packet Page 636
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-2021-0001 SALARIES $ 226,172 $ 151,643 $ 142,436 $ 219,132 $ 319,070 100-2021-0002 OVERTIME - 2,500 1,016 1,563 500
BENEFITS 45,988 108,494 77,425 118,629 172,472
100-2021-0006 WORKERS COMPENSATION 1,682 1,396 1,396 1,396 1,641 100-2021-1029 TRAINING AND EDUCATION 4,805 6,000 2,660 5,000 3,000 100-2021-1033 FITNESS PROGRAM - 540 - - 540
100-2021-2043 TEMPORARY CONTRACT SERVICES 662 20,000 12,170 18,723 20,000 100-2021-2044 COPIER SERVICES 429 - - - -
100-2021-2053 OUTSIDE PRINTING SERVICE 2,450 500 1,534 1,534 1,000 100-2021-2063 PUBLISHING & LEGAL ADVERTISING 18,572 10,000 3,499 5,832 7,000 100-2021-2067 CITY CODE UPDATE 16,698 - - - -
100-2021-2075 CONTRACT SERVICES 113,549 250,000 187,645 247,645 149,600 100-2021-3095 DEPARTMENT CONSUMABLES 4,189 2,500 501 2,000 3,000 100-2021-4121 MEETINGS AND TRAVEL 1,008 19,500 - 19,500 3,000 100-2021-4122 DUES AND MEMBERSHIPS 974 1,000 - 500 1,000 100-2021-4123 BOOKS & PERIODICALS 313 100 28 50 -
100-2021-8187 DEPARTMENT EQUIPMENT 120 - - - 1,200
CENTRAL SERVICES AND INTERNAL CHARGES (188,073) (193,255) (193,255) (193,255) (227,000) Total $ 175,011 $ 455,447 $ 237,055 $ 448,250 $ 456,023 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-2022-2043 TEMPORARY CONTRACT SERVICES $ - $ 175,000 $ - $ - $ 63,363 CENTRAL SERVICES AND INTERNAL CHARGES 767 765 765 765 936 Total $ 767 $ 175,765 $ 765 $ 64,128 $ 936
MANAGING DEPARTMENT: City Clerk
City Clerk Administration
MANAGING DEPARTMENT: City Clerk
Elections
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 637
CITY ATTORNEY
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 112
Packet Page 638
The City Attorneyʼs office is a small but dynamic office that provides advisory and litigation services to the City. Our mission is to provide excellent and ethical legal advice, zealous legal representation for the City Council, City officers and City employees to help a growing city succeed. In furtherance of that mission the City Attorneyʼs office reviews and advises on resolutions and ordinances, reviews all types of legal documents, supervises and coordinates outside counsel and performs such activities as the City Council may direct. The City Attorneyʼs office also supervises and manages the Environmental Services Clean-Up Agreement team which is funded primarily by an Army contract and regionally helps to encourage the safe use of the former Fort Ord military base.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Building upon the significant accomplishments of Fiscal Year 2024-25—including active involvement in securing water solutions for the Seagrove (formerly Ascent) project and providing regulatory guidance for the Campus Town initiative—the City Attorney’s Office will pursue the following objectives in Fiscal Year 2025-26:
Vigorous Legal Defense and Code Enforcement: Continue to represent and defend the City’s interests in ongoing and new litigation matters, ensuring the City’s legal position is robustly protected.
Enhanced Staff Development: Expand and enhance training programs for City staff, focusing on emerging legal issues and best practices.
Comprehensive Legal Counsel: Maintain the highest standard of legal advisory services to City departments, including thorough review and preparation of contracts, agreements, and other critical documents.
Support for Strategic Projects: Provide ongoing legal support and guidance for key City initiatives, to facilitate successful project implementation and regulatory compliance.
Community Engagement: Increase the Office’s participation in public and community events to foster transparency, build public trust, and enhance community understanding of municipal legal processes.
These goals reflect the City Attorney’s commitment to proactive legal stewardship, professional excellence, and meaningful community engagement in support of the City’s strategic priorities. (Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life) Divisions
City Attorney
City Attorney
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 113
Packet Page 639
City Attorney’s Office
City Attorney
Legal Assistant
ESCA Program
Director
ESCA Program
Coordinator
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 114
Packet Page 640
AUTHORIZED POSITIONS
Number of Full-Time Employees 4 4 4
DEPARTMENTAL EXPENDITURES
Personnel Services $ 803,991 $ 778,048 $ 934,745 Services & Supplies $ 807,861 $ 834,706 $ 624,500 Capital Outlay and Debt $ 1,987 $ 6,936 $ 7,907 Internal Services & Central Support Charges $ (741,439) $ (424,464) $ (445,340) Total Expenditures $872,400 $1,195,226 $ 1,121,813
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 177,819 $ 112,048 $ 50,000 Special Revenue Fund $ 425,547 $ 464,517 $ 562,831 General Taxes $269,035 $618,661 $508,982
Total Revenues $ 1,195,226 872,400 $ 1,121,813 $
Budget Summary
City Attorney
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 115
Packet Page 641
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-3010-0001 SALARIES $ 323,378 $ 289,422 $ 183,701 $ 280,954 $ 361,177 BENEFITS 180,672 148,400 132,369 157,337 193,086
100-3010-0006 WORKERS COMPENSATION 1,103 1,329 1,103 1,103 1,100 100-3010-1022 LEGAL SERVICES 500,000 629,419 235,208 500,000 430,000 100-3010-1023 LEGAL SERVICES - SPECIAL 100,000 98,233 3,163 100,000 100,000 100-3010-1029 TRAINING 327 3,200 - 1,600 4,000
100-3010-1030 CONSULTANT 11,555 10,000 8,500 10,000 10,000 100-3010-1033 FITNESS PROGRAM 50 1,080 150 250 1,080
100-3010-3095 DEPARTMENT CONSUMABLES 1,622 4,500 1,395 2,114 4,500 100-3010-4121 MEETINGS & TRAVEL 2,137 1,500 - - 2,500
100-3010-4122 DUES & MEMBERSHIPS 7,668 7,000 5,929 7,000 7,500 100-3010-4123 BOOKS & PERIODICALS - 500 - - 1,000
CENTRAL SERVICES AND INTERNAL CHARGES (789,450) (494,378) (494,378) (494,378) (546,234) Total $ 400,712 $ 638,555 $ 77,139 $ 565,979 $ 569,710
MANAGING DEPARTMENT: City Attorney
City Attorney
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 116
Packet Page 642
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
335-2010-0001 SALARIES $ 274,363 $ 261,760 $ 161,703 $ 247,311 $ 276,642 BENEFITS 110,796 103,030 71,047 91,094 100,289
335-2010-0006 WORKERS COMPENSATION - - - - 1,100
335-2010-1022 LEGAL SERVICES 10,554 50,000 4,600 50,000 10,000 335-2010-1025 CITY AUDIT 1,431 - - - -
335-2010-1029 TRAINING & EDUCATION 699 4,000 559 1,329 - 335-2010-1033 FITNESS PROGRAM - 270 - - 270
335-2010-2073 SUBCONTRACTED WORK 22,002 30,000 1,339 15,000 22,000 335-2010-2074 BANK FEES & MISC CHARGES 20 1,000 - 1,000 1,000 335-2010-2075 POLLUTION LEGAL LIABILITY INSURANCE - 117,000 117,000 117,000 - 335-2010-2087 EQUIPMENT RENTAL 1,977 8,500 - - 9,000
335-2010-3095 DEPARTMENT CONSUMABLES 10,759 10,000 2,201 23,000 10,000 335-2010-3102 COMPUTER SUPPLIES - 8,000 - 1,000 1,000
335-2010-4121 MEETINGS & TRAVEL 64 2,000 1,009 2,000 4,000 335-2010-4207 DESIGN CENTER 6,451 5,000 504 663 5,000
335-2010-8187 DEPARTMENT EQUIPMENT 2,943 5,000 - 3,000 3,000 CENTRAL SERVICES AND INTERNAL CHARGES 48,012 69,914 69,914 69,914 100,894 335-2010-9602 PRINCIPAL 666 7,907 5,271 6,936 7,907
335-2010-9605 INTEREST EXPENSE 1,321 - - - -
Total $ 471,688 $ 703,750 $ 435,147 $ 629,247 $ 552,103 MANAGING DEPARTMENT: Public Works/Engineering
ESCA - Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 643
HUMAN RESOURCES & RISK
MANAGEMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 118
Packet Page 644
Who We Are:
The Human Resources Department/Risk Management is a pivotal component of the municipal governmentʼs operations. We are responsible for ensuring the organizationʼs assets, employees, and reputation maintain protected. The department serves as a hub for administering workers compensation, city claims, insurance of Cityʼs assets, employee and retiree benefits, leaves, talent acquisition and retention, development and training, labor relations, and maintain compliance with labor laws and regulations. We promote diversity, equity, and inclusion, and strive to foster an inclusive safe work environment that promotes equal opportunities, fairness, and respect for all employees.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
In fiscal year 2024-2025, the HR Department received over 872 applications; administrated 41 in-house and outside recruitments; processed over 41 new employees; and 37 in-house promotions. The Department also oversaw the recruitment management of 12 student interns, and positions with no fiscal impact, including 13 volunteers. In addition, we managed over 52 workerʼs compensation claims, 16 claims against the city, 10 liability insurance certificates, and contributed to the overall cost savings of over $500,000 in Risk Management.
The fiscal year 2025-26 work plan is robust. The department will continue to focus on maximizing its services with the implementation of many new policies, continuance of succession planning, increase employee engagement and promote well-being, promote training and development opportunities in order to enhance employee skills, knowledge, and performance.
The overall goals of both the Human Resources & Risk Management Department is to promote and maintain a culture of integrity, ethics, fairness, and respect by providing a safe working environment.
We will continue the effort to reduce the risk of injuries, illnesses, and workersʼ compensation claims; promote trust within the organization by reducing the risk of misconduct, harassment, or other behavioral issues. We strive to deliver the highest quality of service to all employees, retirees, the public, and individuals with whom we interact.
(Strategic Priority Alignment: Effective Accessible Government, Diverse, Inclusive Community) Human Resources & Risk Management
Divisions
Human Resources | Risk Management
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 119
Packet Page 645
Human Resources / Risk
Management Department
Human Resources Director
/ Risk Manager
Assistant Human Resources
Director/Risk Manager
(Frozen)
Human Resources
Specialist
Risk Management
Technician
(Frozen)
Human Resources
Specialist
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 120
Packet Page 646
AUTHORIZED POSITIONS
Number of Full-Time Employees 3 3 3
DEPARTMENTAL EXPENDITURES
Personnel Services $ 802,209 $ 644,342 $ 744,847 Services & Supplies $ 3,803,681 $ 4,647,792 $ 3,395,046 Capital Outlay and Debt $ 509 $ 800 $ 800
Internal Services & Central Support Charges $ 21,882 $ (633,420) $ (652,684) Total Expenditures $4,628,281 $ 4,659,515 3,488,009 $
DEPARTMENTAL REVENUES
Internal Service Fund $ 4,184,953 $ 4,388,495 $ 2,732,036 General Taxes $443,328 $271,020 $755,973
Total Revenues $ 4,628,281 4,659,515 $ 3,488,009 $
Budget Summary
Human Resources & Risk Management
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
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Packet Page 647
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-2031-0001 SALARIES $ 444,123 $ 552,613 $ 255,498 $ 390,761 $ 421,584 100-2031-0002 OVERTIME 3,000 1,670 238 364 500
BENEFITS 243,602 264,705 191,944 239,407 275,980
100-2031-0006 WORKERS COMPENSATION 3,082 2,558 2,558 2,558 3,299 100-2031-0020 PART-TIME HOURLY WAGES - 10,444 8,663 10,444 41,984 100-2031-1028 TRAINING (CITYWIDE) 9,624 15,000 17,698 5,798 10,000 100-2031-1029 TRAINING AND EDUCATION 4,154 3,500 228 351 5,000 100-2031-1030 CONSULTANT 88,749 120,000 27,506 120,000 90,189 100-2031-1033 FITNESS PROGRAM 1,240 1,500 525 808 1,500 100-2031-1037 EMPLOYEE RECOGNITION 5,182 9,000 557 856 9,000 100-2031-1038 EMPLOYEE ASSISTANCE PROGRAM 18,777 17,000 9,884 15,206 17,000 100-2031-2064 PERSONNEL RECRUITMENT 65,509 50,000 44,780 48,780 70,000 100-2031-2065 POLICE & FIRE EXAMS 2,303 600 - - 600
100-2031-3092 STATIONARY SUPPLIES 138 500 459 706 1,000 100-2031-3095 DEPARTMENT CONSUMABLES 525 600 279 429 1,000 100-2031-3102 COMPUTER SUPPLIES 2,964 9,000 59 1,000 1,000 100-2031-4121 MEETINGS AND TRAVEL (87) 1,500 - - 1,000
100-2031-4122 DUES AND MEMBERSHIPS 244 2,000 380 585 2,000 100-2031-4124 MAIL SERVICES 19 200 32 50 100
100-2031-7207 VOLUNTEER PROGRAM - 1,500 - - -
100-2031-8187 DEPARTMENT EQUIPMENT 509 800 235 800 800
CENTRAL SERVICES AND INTERNAL CHARGES (212,215) (821,755) (821,755) (821,755) (894,930) Total $ 788,603 $ 135,776 ($ 260,233) $ 17,148 $ 58,606 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
BENEFITS $ - $ 307,312 $ 307,312 $ 307,312 $ -
502-5120-0096 MCSIG GROUP FEES - 307,312 307,312 307,312 - 502-5120-1029 TRAINING AND EDUCATION - 5,000 - - 5,000
502-5120-2088 JUDGEMENTS/DAMAGES 50,914 - 27,436 297,436 - 502-5120-2090 INSURANCE 1,031,812 1,119,925 1,088,008 1,088,008 1,181,485 502-5120-2091 WORKERS COMPENSATION DEPOSIT 2,454,080 2,220,913 2,220,913 2,220,913 1,900,672 502-5120-2097 TAIL CLAIMS 68,775 578,476 510,363 540,363 100,000 CENTRAL SERVICES AND INTERNAL CHARGES 234,097 188,335 188,335 188,335 242,246 502-5120-9398 CENTRAL SERVICE CHARGES 234,097 188,335 188,335 188,335 242,246 Total $ 3,839,678 $ 4,419,961 $ 4,342,367 $ 4,642,367 $ 3,429,403 MANAGING DEPARTMENT: Human Resources & Risk Management
Human Resources
MANAGING DEPARTMENT: Human Resources & Risk Management
Insurance
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 122
Packet Page 648
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 123
Packet Page 649
FINANCE DEPARTMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 124
Packet Page 650
Who We Are:
The Finance Department provides a variety of support services to the residents of Seaside, city employees, and departments.
Residents: Our priority….
Our staff ensures accuracy and time efficiency in paying City employees, assisting departments in acquiring services, equipment, and supplies and documenting and processing payments.
We are responsible for the financial management, reporting, budgeting, accounting, grant management, debt management, payroll, purchasing, and auditing services for all the City funds. Our responsibility is to ensure fiscal resources are accounted for in accordance with established procedures in order to make informed decisions in a precise and prompt manner.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
The Finance department had a successful year with many accomplishments: The department created a clear "Budget in Brief" pamphlet, partnered with a municipal advisor to explore financing options for expanding government facilities and improving City infrastructure, leading to a bond feasibility study and management of the Community Facilities District for the Fort Ord redevelopment, and kept essential department functions operating amid multiple simultaneous staffing shortages.
Goals for fiscal year 2025-26 include: Pursue GFOA's Budget & ACFR Certificates to enhance public transparency and trust, issue an RFP for a services to perform a city-wide fee study, and integrate technology to our current accounting system functionalities to make fee collections more efficient and accessible to customers,
(Strategic Priority Alignment: Effective Accessible Government, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply)
Finance
Divisions
Finance
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 125
Packet Page 651
Finance Department
Director of
Finance
Payroll
Technician
Financial Analyst
(Frozen)
Assistant Finance
Director
Accountant II
Accountant I
Accounting
Technician
BUDGET DETAIL
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Page | 126
Packet Page 652
AUTHORIZED POSITIONS
Number of Full-Time Employees 7 7 6
DEPARTMENTAL EXPENDITURES
Personnel Services $ 1,141,316 $ 928,295 $ 1,119,511 Services & Supplies $ 353,222 $ 440,631 $ 464,158 Capital Outlay and Debt $ 2,578,485 $ 2,332,459 $ 1,550,372 Internal Services & Central Support Charges $ (1,023,134) $ (1,042,911) $ (1,214,017) Total Expenditures $3,049,888 $2,658,474 $ 1,920,024
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 1,229,307 $ 948,162 $ 1,021,863 Special Revenue Fund $ 38,185 $ 50,000 $ 50,000 Debt Service Fund $ 793,845 $ 798,873 $ 1,343 Enterprise Fund $ 339,153 $ 200,025 $ 329,713 Successor Agency Funds $ 31,310 $ 9,079 $ 13,581 Grants and Other Revenue $ 63,126 $ 60,371 $ 77,136 General Taxes $554,962 $591,964 $426,388
Total Revenues $ 3,049,888 2,658,474 $ 1,920,024 $
Budget Summary
Finance Department
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 127
Packet Page 653
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-5110-0001 SALARIES $ 790,276 $ 760,167 $ 406,282 $ 621,372 $ 764,101 100-5110-0002 OVERTIME 2,372 3,000 994 1,521 3,000
BENEFITS 341,473 385,835 234,109 298,903 344,771
100-5110-0006 WORKERS COMPENSATION 5,389 4,472 4,472 4,472 4,399 100-5110-1015 BENEFITS ADMINISTRATION 24,914 26,000 14,799 22,423 27,000 100-5110-1025 CITY AUDIT 57,130 53,000 36,494 59,600 62,300 100-5110-1029 TRAINING & EDUCATION 6,487 7,800 2,482 7,882 9,200 100-5110-1030 CONSULTANT 65,404 165,000 66,615 140,000 120,000 100-5110-1033 FITNESS PROGRAM 1,561 3,240 1,044 1,740 3,240 100-5110-1040 PROPERTY TAX ADMIN FEES 20,281 25,000 103 25,000 26,000 100-5110-2044 COPIER SERVICES 9,998 12,000 6,719 11,198 12,000 100-5110-2053 OUTSIDE PRINTING SERVICE 4,864 5,000 1,724 2,873 5,000 100-5110-2074 BANK FEES & MISC CHARGES 67,748 67,800 49,160 81,933 90,058 100-5110-2078 OTHER EXPENSE 1,520 3,000 832 1,387 3,000 100-5110-3095 DEPARTMENT CONSUMABLES 7,330 13,360 3,249 6,499 12,000 100-5110-3102 COMPUTER SUPPLIES 2,170 5,000 - 1,000 5,000 100-5110-4122 DUES & MEMBERSHIP 875 2,200 1,194 2,544 2,300 100-5110-4123 BOOKS & PERIODICALS 65 250 - 250 250
100-5110-4124 MAIL SERVICES 22,236 24,000 15,637 24,057 25,000 100-5110-9101 CAPITAL OUTLAY - GASB 87 531,994 - - - -
CENTRAL SERVICES AND INTERNAL CHARGES (1,075,811) (1,133,812) (1,133,812) (1,133,812) (1,279,076) Total $ 888,275 $ 432,312 ($ 287,904) $ 180,842 $ 239,543 MANAGING DEPARTMENT: Finance
Finance Administration
BUDGET DETAIL
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Page | 128
Packet Page 654
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
291-2010-1047 AMP - PRODUCTION & BROADCAST $ 50,000 $ 58,339 $ - $ 50,000 $ 50,000 Total $ 58,339 $ 50,000 $ - $ 50,000 $ 50,000
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 6,589 $ 220 $ 6,589 $ 6,589 $ 47,785 355-5110-9602 PRINCIPAL PAYMENTS 745,000 679,090 - 745,000 - 355-5110-9605 INTEREST PAYMENTS 78,147 40,856 - 40,856 - 355-5110-9606 OTHER DEBT SERVICE EXPENSES 3,665 2,900 - 2,900 - Total $ 761,122 $ 795,345 $ 6,589 $ 795,345 $ 47,785
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 9,845 $ 241 $ 9,845 $ 9,845 $ - 356-5110-9602 PRINCIPAL PAYMENTS 220,000 210,000 - 210,000 230,000 356-5110-9605 INTEREST PAYMENTS 166,369 155,869 - 166,369 144,869 356-5110-9606 OTHER DEBT SERVICE EXPENSES 2,877 2,125 1,925 1,925 1,925 Total $ 379,486 $ 387,839 $ 11,770 $ 388,139 $ 376,794
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 22,049 $ 220 $ 22,049 $ 22,049 $ - 357-5110-9398 CENTRAL SERVICE CHARGES 220 22,049 22,049 22,049 - 357-5110-9602 PRINCIPAL PAYMENTS 255,000 270,000 - 270,000 285,000 357-5110-9605 INTEREST PAYMENTS 384,900 372,150 - 372,150 358,650 357-5110-9606 OTHER DEBT SERVICE EXPENSES 2,877 1,925 1,925 2,877 1,925 Total $ 642,997 $ 666,124 $ 23,974 $ 667,076 $ 645,575
MANAGING DEPARTMENT: Finance Department
AMP PEG Fees
MANAGING DEPARTMENT: Finance Department
POB
MANAGING DEPARTMENT: Finance Department
Cutino Bond
MANAGING DEPARTMENT: Finance Department
Measure X Bond
BUDGET DETAIL
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Page | 129
Packet Page 655
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 21,247 $ 11,917 $ 21,247 $ 21,247 $ 13,954 405-5110-9602 PRINCIPAL PAYMENTS - 135,000 135,000 135,000 145,000 405-5110-9603 DEPRECIATION EXPENSE - 145,089 - - -
405-5110-9605 INTEREST PAYMENTS 209,266 194,691 99,750 194,691 184,716 405-5110-9606 OTHER EXPENSES 3,302 3,000 - - 3,000
Total $ 369,574 $ 353,938 $ 255,997 $ 350,938 $ 346,670 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
961-9610-1022 LEGAL SERVICES $ 2,000 $ 743 $ - $ - $ -
961-9610-1041 PROPERTY TAXES/ASSESSMENTS 4,000 1,838 3,942 3,942 5,000 CENTRAL SERVICES AND INTERNAL CHARGES 116 226 116 116 179 Total $ 2,806 $ 6,116 $ 4,058 $ 4,058 $ 5,179
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES - 3 - - -
Total $ 3 $ - $ - $ - $ -
MANAGING DEPARTMENT: Finance Department
LMIHF
MANAGING DEPARTMENT: Finance Department
Golf Course
MANAGING DEPARTMENT: Finance Department
SA Capital
BUDGET DETAIL
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Page | 130
Packet Page 656
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
971-9710-1023 LEGAL SRVCS - OVERSIGHT BOARD $ 2,000 $ 1,238 $ - $ - $ 10,000 971-9710-1041 PROPERTY TAXES/ASSESSMENTS 42 50 - 42 50
CENTRAL SERVICES AND INTERNAL CHARGES 13 140 140 140 221 971-9710-9599 RENTAL PROPERTY EXP & MAINT 2,223 2,500 - 2,500 3,000 971-9710-9604 AMORTIZATION EXPENSE 63,484 - - - -
Total $ 67,000 $ 4,690 $ 140 $ 2,682 $ 13,271
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 30,768 $ 39,481 $ 30,768 $ 30,768 $ 2,491 972-9710-9603 DEPRECIATION EXPENSE - 518,765 - - -
972-9710-9604 FEES & EXPENSES 3,411 - - - 3,400
972-9710-9807 2014 BOND PRINCIPAL PAYMENT - 125,000 125,000 125,000 135,000 972-9710-9809 2014 BOND INTEREST EXPENSE (24,209) 54,513 27,256 54,513 44,888 Total $ 537,448 $ 210,281 $ 183,024 $ 210,281 $ 185,779 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
BENEFITS $ - $ 246 $ 190 $ 287 $ -
CENTRAL SERVICES AND INTERNAL CHARGES 356 147 147 147 429 973-9710-9599 RENTAL PROPERTY EXP & MAINT 1,670 1,500 4,773 4,773 5,000 973-9710-9526 AFFORDABLE HOUSING 4,421 3,000 3,907 3,907 4,000 Total $ 6,692 $ 4,647 $ 9,017 $ 9,114 $ 9,429
MANAGING DEPARTMENT: Finance Department
SA Merged LMIHF
MANAGING DEPARTMENT: Finance Department
SA Merged Capital Project
MANAGING DEPARTMENT: Finance Department
SA Merged Debt Service
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 657
ECONOMIC DEVELOPMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 132
Packet Page 658
Who We Are:
The Economic Development Department stimulates business and development activity, to facilitate job growth and tax revenue opportunities for Seaside.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Notable accomplishments achieved during Fiscal Year 2025 include facilitating the Master Taxing Agreement for the sale of Fort Ord properties, recruiting a restaurant and bike shop in the West Broadway Urban Village, negotiating and purchasing two properties within West Broadway Urban Village (705 Broadway Ave. and 1591 Del Monte Blvd.) for future mixed-use development, and collaborating with the Grand Hyatt developer on the cityʼs permitting process, as well as the Dedication ceremony.
Fiscal Year 2026ʼs strategic goals include continuing to support development projects, selecting a developer for the Main Gate property, attracting new businesses to vacant storefronts, formulate an Economic Development Action Plan, and enhancing resource materials for new and existing businesses.
(Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life) Economic Development
Divisions
Economic Development
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 133
Packet Page 659
Economic Development
Economic Development
Director
Administrative Analyst II
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 134
Packet Page 660
AUTHORIZED POSITIONS
Number of Full-Time Employees 2 2 2
DEPARTMENTAL EXPENDITURES
Personnel Services $ 551,435 $ 446,975 $ 366,105 Services & Supplies $ 305,338 $ 148,076 $ 204,500 Internal Services & Central Support Charges $ 94,993 $ 259,057 $ 182,932 Total Expenditures $951,765 $854,108 $ 753,537
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 9,269 $ 4,427 $ 3,560 Special Revenue Fund $ 106,748 $ ‐ $ ‐
General Taxes $835,747 $849,681 $749,977
Total Revenues $ 854,108 951,765 $ 753,537 $
Budget Summary
Economic Development
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
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Packet Page 661
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-7410-0001 SALARIES $ 309,891 $ 406,283 $ 216,502 $ 331,121 $ 278,395 BENEFITS 116,236 140,453 83,923 110,500 85,362
100-7410-0006 WORKERS COMPENSATION 2,254 2,716 2,868 2,868 1,133 100-7410-0020 PART-TIME HOURLY 8,246 1,205 1,088 1,723 - 100-7410-1029 TRAINING AND EDUCATION - 15 135 135 7,500 100-7410-1030 CONSULTANT 19,329 150,000 28,505 78,505 110,000 100-7410-1033 FITNESS PROGRAM 779 1,215 499 763 1,215
100-7410-1041 PROPERTY EXPENSE - - 2,606 4,010 -
100-7410-2040 MARKETING MATERIALS 9,647 47,000 3,006 4,624 35,000 100-7410-2044 COPIER SERVICES 1,019 - - - -
100-7410-2085 PROPERTY EXPENSE - 8,000 6,550 8,000 5,000 100-7410-3095 DEPARTMENT CONSUMABLES 3,075 - - - -
100-7410-3102 COMPUTER SUPPLIES - 10,000 8,235 10,000 5,000 100-7410-4121 MEETINGS AND TRAVEL - - - - 5,000
100-7410-4122 DUES & MEMBERSHIPS - - - - 17,000
100-7410-4201 UTILITY ASSISTANCE PRGM 19,572 - - - -
100-7410-4202 RENTAL ASSISTANCE PGRM 175,393 - - - -
100-7410-4203 BUSINESS DEV PRGM - 5,000 - - 5,000
100-7410-4207 SATELLITE OFFICE 36,836 42,000 24,570 40,950 - 100-7410-4208 FACADE IMPROVEMENT PRGM 40,258 - - - -
100-7410-5133 WATER 195 - 1,111 1,852 -
100-7410-8185 PLASTICS ORDINANCE SMALL BUSINESS SUPPORT - - - - 15,000 CENTRAL SERVICES AND INTERNAL CHARGES 94,993 252,270 259,057 259,057 182,932 Total $ 951,765 $ 952,112 $ 638,657 $ 854,108 $ 753,537 MANAGING DEPARTMENT: Community, Housing, & Economic Development Economic Development
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 662
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 137
Packet Page 663
COMMUNITY DEVELOPMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 138
Packet Page 664
Who We Are:
The Community Development Department supports orderly development within the City of Seaside, develops long-term plans to guide future development, and supports the creation of affordable housing.
Planning aligns land use policies to meet the needs of the community. CDBG federal grant funds are utilized for public service and eligible capital projects. Housing works with developers on affordable housing matters, promotes ADUs, affordable housing programs, and works to secure grant funding as available.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Notable accomplishments achieved during Fiscal Year 2025 include updating the municipal code, finalizing the Climate Action Plan, updating the City water allocation program, closing the second CalHOME ADU loan in the state of California, securing an award of $630,509 for a rental assistance program, finalizing the Grand Hyatt entitlement process, finalizing the Seagrove mixed-use development, initiating the Campus Town project, and reducing permit processing times.
Fiscal Year 2026ʼs strategic goals include continuing to support development projects, rehabilitating and leasing affordable city owned properties, implementing the Climate Action Plan, a Zoning Ordinance update, distributing the rental assistance program funds, and exploring new housing programs and grants to expand the availability and affordability of Seasideʼs housing. (Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life) Community Development
Divisions
Building | Housing | Planning
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 139
Packet Page 665
Community
Development
Director (Frozen)
Housing Manager
(Frozen)
Administrative
Assistant – Housing
Chief Building
Official
(1) Building
Inspector
(1 Frozen)
Code Enforcement
Coordinator
Code Compliance
Specialist
Community
Enhancement
Specialist (PT)
Sr. Administrative
Assistant
(1) Administrative
Assistant
(1 Frozen)
Economic Dev &
Community
Planning Manager
Administrative
Assistant –
“Planning”
Senior Planner
Associate Planner
Assistant Planner
Administrative
Analyst II (PT) –
CDBG
Community Development
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 666
AUTHORIZED POSITIONS
Number of Full-Time Employees 8 8 7
DEPARTMENTAL EXPENDITURES
Personnel Services $ 878,424 $ 732,903 $ 1,074,719 Services & Supplies $ 518,190 $ 482,000 $ 721,755 Capital Outlay and Debt $ 194,662 $ 2,467,193 $ 420,850 Internal Services & Central Support Charges $ (515,025) $ 213,961 $ 293,269 Total Expenditures $1,076,250 $3,896,058 $ 2,510,594
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 73,363 $ 54,947 $ 73,570 Special Revenue Fund $ 829,144 $ 1,007,768 $ 915,669 Grants and Other Revenue $ 580,356 $ ‐ $ 80,000 General Taxes ($406,613) $2,833,342 $1,441,355
Total Revenues $ 1,076,250 3,896,058 $ 2,510,594 $
Budget Summary
Community Development
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
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Packet Page 667
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-7110-0001 SALARIES $ 58,096 $ 110,343 $ 37,839 $ 57,872 $ 140,211 100-7110-0002 OVERTIME - 298 118 181 -
BENEFITS 115,144 61,590 42,564 56,256 107,466
100-7110-0006 WORKERS COMPENSATION 1,881 3,123 3,123 3,123 1,100 100-7110-0020 PART-TIME HOURLY WAGES - - - - 57,169
100-7110-1029 TRAINING & EDUCATION 3,409 15,000 2,244 3,739 5,000 100-7110-1030 CONSULTANT 83,373 295,443 104,296 125,000 112,000 100-7110-1033 FITNESS PROGRAM - 1,080 264 404 1,080
100-7110-2044 COPIER SERVICES 2,101 4,000 2,740 4,567 6,500 100-7110-2053 OUTSIDE PRINTING SERVICE 2,820 5,000 - - - 100-7110-2063 PUBLISHING & LEGAL ADVERTISIN - 3,000 - - 3,000 100-7110-3092 STATIONARY SUPPLIES - 2,000 132 220 2,000 100-7110-3095 DEPARTMENT CONSUMABLES 2,701 20,000 8,427 16,854 10,000 100-7110-3102 COMPUTER SUPPLIES 6,124 55,000 10,760 21,520 15,000 100-7110-4121 MEETINGS & TRAVEL - 20,000 1,442 10,000 7,500 100-7110-4122 DUES & MEMBERSHIP 11,105 15,000 1,572 5,000 2,500 100-7110-4124 MAIL SERVICES - - 6 - -
CENTRAL SERVICES AND INTERNAL CHARGES (647,111) 64,426 64,426 64,426 92,206 Total ($ 307,812) $ 622,758 $ 279,952 $ 369,161 $ 562,731 MANAGING DEPARTMENT: Community, Housing, & Planning
Community development Administration
BUDGET DETAIL
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Packet Page 668
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-7310-0001 SALARIES $ 478,786 $ 225,924 $ 146,874 $ 224,631 $ 333,307 BENEFITS 244,791 123,433 141,068 167,334 184,365
100-7310-0006 WORKERS COMPENSATION 18,491 22,278 18,491 18,491 2,741 100-7310-0020 PART-TIME HOURLY WAGES 59,737 34,437 13,930 20,267 - 100-7310-1029 TRAINING & EDUCATION - - 59 90 5,000
100-7310-1030 CONSULTANT 4,666 125,000 1,707 100,000 50,000 100-7310-1033 FITNESS PROGRAM 546 1,620 421 644 1,620
100-7310-1035 CONSULTANT - GENERAL PLAN 19,429 20,571 - 20,571 - 100-7310-1046 CONSULTANT - HOUSING ELEMENT 220,274 - - - - 100-7310-2063 PUBLISHING & LEGAL ADVERTISIN 2,167 - - - - 100-7310-3095 DEPARTMENT CONSUMABLES 7,504 - 496 763 -
100-7310-3102 COMPUTER SUPPLIES 8,701 - - - -
100-7310-4122 DUES & MEMBERSHIP - - - - 2,500
100-7310-8185 PLASTICS ORDINANCE SMALL BUSINESS SUPPORT - 15,000 6,658 15,000 - CENTRAL SERVICES AND INTERNAL CHARGES 62,543 113,530 113,530 113,530 130,356 Total $ 731,903 $ 1,077,525 $ 443,233 $ 681,320 $ 709,889 MANAGING DEPARTMENT: Community, Housing, & Planning
Planning & Zoning
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
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Packet Page 669
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
200-5410-0001 SALARIES $ 31,607 $ 20,695 $ 13,462 $ 20,588 $ - BENEFITS 11,286 597 3,575 3,783 -
200-5410-0006 WORKERS COMPENSATION 614 370 - - 16
200-5410-0020 PART-TIME HOURLY WAGES 803 5,497 726 1,110 - 200-5410-1025 CITY AUDIT 8,176 5,000 - 8,176 5,000
200-5410-1030 CONSULTANT 40,865 45,000 31,598 45,000 35,000 200-5410-2063 PUBLISHING & LEGAL ADVERTISIN 1,363 5,000 2,476 5,000 3,000 200-5410-7192 LEGAL SERVICES FOR SENIORS 12,069 11,273 5,159 11,273 10,850 200-5410-7197 GIRLS, INC. 12,080 11,273 8,136 11,273 10,850 200-5410-7400 GREATER VICTORY TEMPLE - COMMUNITY PROJECT 12,077 11,273 4,460 11,273 10,850 200-5410-7402 ECHO 9,079 11,273 4,117 11,273 10,850
200-5410-7403 MEALS ON WHEELS OF THE MONT PENIN 12,080 11,273 6,900 11,273 10,850 CENTRAL SERVICES AND INTERNAL CHARGES 5,740 6,787 - - - 200-5410-9814 PARKS IMPRV TRANS TO FUND 342 340,000 - - 340,000 240,000 200-5410-9819 BOYS & GIRLS CLUB FAC IMPROV 49,999 50,000 - 50,000 50,000 200-5410-9820 COMMUNITY HUMAN SVCS FAC IMPRO - 40,000 - 40,000 40,000 200-5410-9827 GATHERING FOR WOMEN - MONTEREY 10,000 11,273 4,116 11,273 10,850 Total $ 195,993 $ 608,427 $ 84,725 $ 581,291 $ 438,116
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
246-2010-0001 SALARIES $ 192,392 $ 156,727 $ 66,461 $ 101,646 $ 153,474 246-2010-0002 OVERTIME - 193 134 205 -
BENEFITS 64,754 94,066 45,514 56,370 91,070
246-2010-0006 WORKERS COMPENSATION - - - - 1,100
246-2010-4208 PROGRAM COSTS 10,029 20,000 10,015 16,692 20,000 CENTRAL SERVICES AND INTERNAL CHARGES 23,050 26,391 26,391 26,391 45,331 Total $ 254,753 $ 332,849 $ 148,515 $ 201,303 $ 310,975 MANAGING DEPARTMENT: Community, Housing, & Planning
Community Development Block Grant
MANAGING DEPARTMENT: Community, Housing, & Planning
Affordable Housing
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 144
Packet Page 670
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
247-7993-1030 CONSULTANT $ - $ - $ 41,568 $ 40,830 $ 10,000 247-7993-2075 CONTRACT SERVICES - 5,000 25 - 5,000
247-7993-2090 INSURANCE - 3,000 - 3,000 3,000
247-7993-8202 HOUSING NONPROFIT OPERATING EXPENSES 18,535 - - - - CENTRAL SERVICES AND INTERNAL CHARGES - 432 432 432 1,170 Total $ 18,535 $ 50,000 $ 457 $ 13,432 $ 50,000
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
248-7410-4202 RENTAL ASSISTANCE PRGM $ - $ - $ - $ - $ 300,175 Total $ - $ - $ - $ - $ 300,175
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
297-7993-1030 CONSULTANT $ 50,000 $ 1,200 $ - $ 25,000 $ 10,000 297-7993-1041 PROPERTY TAXES/ASSESSMENT 100 - 2,931 2,931 6,500 297-7993-2078 OTHER EXPENSE - 2,000 - - -
297-7993-2085 PROPERTY EXPENSE - 2,023,949 2,019,164 2,019,164 - 297-7993-3102 COMPUTER SUPPLIES 6,163 3,000 1,001 1,517 3,000 297-7993-7603 AFF HSNG LOW INTEREST LOAN 100,000 35,000 - - - 297-7993-8187 DEPARTMENT EQUIPMENT 422 8,000 - 1,000 5,000 297-7993-8202 HOUSING NON-PROFIT - 50,000 50,000 - -
297-7993-8203 ADU PROJECTS 26,390 10,000 - - 10,000
CENTRAL SERVICES AND INTERNAL CHARGES 40,752 9,182 9,182 9,182 24,207 297-7993-9599 RENTAL PROPERTY EXP & MAINT 7,850 15,000 3,454 5,757 65,000 Total $ 182,878 $ 2,206,131 $ 2,085,732 $ 2,049,550 $ 138,707 MANAGING DEPARTMENT: Community, Housing, & Planning
Housing Nonprofit - Seaside Housing Collaborative
MANAGING DEPARTMENT: Community, Housing, & Planning
Merged Housing
MANAGING DEPARTMENT: Community, Housing, & Planning
Permanent Local Housing Allocation
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 145
Packet Page 671
BUILDING & CODE
ENFORCEMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 146
Packet Page 672
Plan Reviews Building Inspections Code Enforcement
Who We Are:
Building & Code Enforcementʼs primary responsibility is to protect the health, safety and general welfare of all Seaside residents and visitors. Our approach reflects a fundamental respect for individuals and property rights.
The Department oversees adherence to all applicable building codes and regulations in order to ensure the safe occupancy of all residential and commercial structures within the City of Seaside. The permitting, plan review and inspection process helps us ensure the health, safety and well-being of all who visit, and live in our community.
Code Enforcement is responsible for responding and abating code violations. Unabated violations can pose serious threats to public safety. To help prevent and minimize the effects of structure fires and other hazards, our staff strive to educate persons about regulations and provide options to remedy code violations. Where abatement of a public nuisance or other violations cannot be achievable through voluntary compliance, our staff is required to heighten enforcement strategies to abate the nuisance through legal remedies.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
The Building & Code Enforcement Department has experienced a notable increase in construction activity during Fiscal Year 2024–25. To date, we have issued 986 permits and conducted 3,425 field inspections. Construction of the Seagrove Project is nearing completion, with a Temporary Certificates of Occupancy issued for all ten (10) buildings.
Phase 3 of “The Enclave” residential development, located on the Bayonet & Blackhorse Golf Course, has been completed. Construction of the remaining 30 sites in Phase 4 is actively underway. Americaʼs Tire is also nearing completion, with a final Certificate of Occupancy anticipated in July. In addition, a groundbreaking ceremony was recently held for the Campus Town project, with construction anticipated to begin in the upcoming fiscal year. The Grand Hyatt Seaside Resort Hotel is also expected to commence construction during the next fiscal year.
On the Code Enforcement side, 618 new cases have been opened this fiscal year, and 591 of them have been successfully closed.
Looking ahead to Fiscal Year 2025–26, our primary goal is to achieve full staffing to better serve the Seaside community. Staff training and professional certification will continue to be a top priority. In addition, we will focus on implementing technology solutions to streamline the development review process, enhance efficiency, and improve customer service.
(Strategic Priority Alignment: Effective Accessible Government, Community Safety & Quality of Life) Building & Code Enforcement
Divisions
Building | Code Enforcement
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 147
Packet Page 673
Building Department
Chief Building Official
Code Compliance
Coordinator
Code Compliance
Specialist
Building Inspector
Senior Administrative
Assistant
Administrative
Assistant
BUDGET DETAIL
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Packet Page 674
AUTHORIZED POSITIONS
Number of Full-Time Employees 7 6 6
DEPARTMENTAL EXPENDITURES
Personnel Services $ 776,516 $ 761,868 $ 946,092 Services & Supplies $ 210,525 $ 375,719 $ 273,000 Capital Outlay and Debt $ 17,606 $ 16,447 $ 20,447 Internal Services & Central Support Charges $ 196,984 $ 203,192 $ 219,137 Total Expenditures $1,201,632 $1,357,225 $ 1,458,676
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 1,328,642 $ 701,017 $ 710,778 Grants and Other Revenue $ 66 $ 205 $ 240
General Taxes ($127,076) $656,002 $747,657
Total Revenues $ 1,201,632 1,357,225 $ 1,458,676 $
Budget Summary
Building & Code Enforcement
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
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Packet Page 675
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-7210-0001 SALARIES $ 241,366 $ 196,895 $ 157,525 $ 240,920 $ 365,394 100-7210-0002 OVERTIME - 201 295 451 500
BENEFITS 207,606 191,652 108,007 131,046 183,074
100-7210-0006 WORKERS COMPENSATION 16,421 14,748 14,748 14,748 3,348 100-7210-0020 PART-TIME HOURLY WAGES 4,527 - 15,687 15,687 - 100-7210-1029 TRAINING & EDUCATION 4,762 6,000 409 4,762 6,000 100-7210-1033 FITNESS PROGRAM - 2,500 - - 2,500
100-7210-2073 SUBCONTRACTED WORK 96,624 296,500 3,200 291,000 220,000 100-7210-2074 BANK FEES & MISC CHARGES 39 - - - -
100-7210-3095 DEPARTMENT CONSUMABLES 8,155 10,000 1,888 3,146 5,000 100-7210-3102 COMPUTER SUPPLIES 20,345 40,000 20,279 35,227 25,000 100-7210-4121 MEETINGS & TRAVEL 789 4,500 - 1,500 2,000 100-7210-4122 DUES & MEMBERSHIP 1,442 3,600 229 1,000 1,000 100-7210-4123 BOOKS & PERIODICALS 1,740 3,500 - - 2,500 100-7210-8187 DEPARTMENT EQUIPMENT 2,121 20,000 548 1,000 5,000 CENTRAL SERVICES AND INTERNAL CHARGES 130,097 154,295 155,724 154,295 163,432 100-7210-9602 PRINCIPAL PAYMENTS 14,128 15,447 10,298 15,447 15,447 100-7210-9605 INTEREST EXPENSE 1,357 - - - -
Total $ 707,247 $ 1,004,107 $ 488,835 $ 910,229 $ 1,000,194 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-7220-0001 SALARIES $ 216,100 $ 200,308 $ 136,350 $ 208,536 $ 235,457 100-7220-0002 OVERTIME - 205 - - 500
BENEFITS 119,476 148,623 102,391 133,209 153,090
100-7220-0006 WORKERS COMPENSATION 6,320 5,245 5,245 5,245 1,149 100-7220-0020 PART-TIME SALARIES 24,445 31,729 6,951 11,585 - 100-7220-1029 TRAINING AND EDUCATION 3,165 3,500 2,633 3,500 3,500 100-7220-1033 FITNESS PROGRAM 113 1,080 288 440 1,080
100-7220-2073 SUBCONTRACTED WORK 72,321 65,250 - 32,625 1,500 100-7220-3095 DEPARTMENT CONSUMBABLES 424 1,000 - 602 1,000 100-7220-4121 MEETINGS AND TRAVEL 520 4,000 - 1,000 2,500 100-7220-4122 DUES AND MEMBERSHIP 200 500 410 500 1,000 100-7220-4123 BOOKS AND PERIODICALS - 1,000 - - 500
100-7220-8187 DEPARTMENT EQUIPMENT - 1,500 565 856 1,500 CENTRAL SERVICES AND INTERNAL CHARGES 66,888 48,897 48,897 48,897 55,705 Total $ 494,385 $ 528,424 $ 303,730 $ 446,996 $ 458,481 MANAGING DEPARTMENT: Building and Code Enforcement
Building
MANAGING DEPARTMENT: Building and Code Enforcement
Code Enforcement
BUDGET DETAIL
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Page | 150
Packet Page 676
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 151
Packet Page 677
POLICE DEPARTMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 152
Packet Page 678
Police
Technology
Who We Are:
As the most visible symbol of government, the Seaside Police Department provides ethical, procedurally just, and compassionate law enforcement serves through the highest standards of performance and conduct. Our Motto is TRUST; Transparency, Respect, Unity, Service & Training.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
During the 24/25 fiscal year, the Seaside Police Department expanded the CHAMP youth Cadet Program.
The police department has also established a traffic enforcement team comprising of four motor officers.
The police department also worked with Flock Safety to install fireworks detecting devices to help curb firework violations. Crime was reduced by 4% and 41% in the last two years. Pedestrian related accidents were reduced from 28 to 9. Recruitment efforts continued to be successful with multiple applicants throughout the year. Seaside PD created statewide training platform; Seaside Speaking Series, which drew national attention. We also became the first in the state of California to launch live saving technology that the community can also contribute to.
The goals of the Seaside Police Department for this upcoming fiscal year is to increase the investigations division staffing, add a records technician position, add reserve officer positions, continue to expand the traffic enforcement team, expand the Flock Safety camera network, create an administrative sergeant position and expand the police department drone team.
(Strategic Priority Alignment: Effective Accessible Government, Diverse, Inclusive Community, Community Safety & Quality of Life)
Divisions
Police | Patrol, Investigations, Parking, Animal Control, Police Services, Records Police
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 153
Packet Page 679
Police Department
Police Chief
Police Commander
Police Sergeant
(Investigations)
Police Officer
(Detective, 3)
Police Records
Supervisor
Police Services Specialist (1)
(1 Frozen)
Police Records Technician
(5)
Community Resources
Specialist (3)
Police Commander (Patrol)
Police Sergeant (4)
Police Officer (21)
(1 Frozen)
Police Officer
(canine)
Animal Care
Specialist
Vehicle Abatement
Officer
Parking Compliance
Specialist (2)
Senior Administrative
Assistant
Deputy Police Chief
(Frozen)
Administrative Analyst
(Frozen)
BUDGET DETAIL
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Page | 154
Packet Page 680
AUTHORIZED POSITIONS
Number of Full-Time Employees 51 49 48
DEPARTMENTAL EXPENDITURES
Personnel Services $ 12,317,341 $ 13,049,086 $ 13,377,113 Services & Supplies $ 1,525,851 $ 1,628,944 $ 1,781,500 Capital Outlay and Debt $ 346,842 $ 299,233 $ 176,564 Internal Services & Central Support Charges $ 2,280,421 $ 2,611,196 $ 2,422,118 Total Expenditures $16,470,455 $17,588,458 $ 17,757,295
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 330,660 $ 303,764 $ 297,685 Special Revenue Fund $ 451,182 $ 326,430 $ 328,117 Grants and Other Revenue $ 52,165 $ 25,713 $ 28,065 General Taxes $15,636,448 $16,932,551 $17,103,428
Total Revenues $ 16,470,455 17,588,458 $ 17,757,295 $
Budget Summary
Police Department
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 155
Packet Page 681
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6110-0001 SALARIES $ 997,970 $ 955,652 $ 635,553 $ 972,022 $ 947,043 100-6110-0002 OVERTIME 30,000 20,209 18,704 28,606 20,000 BENEFITS 718,457 632,164 530,417 673,819 743,036
100-6110-0003 HOLIDAY OVERTIME 47,018 17,226 13,436 18,811 37,273 100-6110-0006 WORKERS COMPENSATION 96,795 107,622 96,795 96,795 249,819 100-6110-0020 PART-TIME HOURLY WAGES - 30,390 17,431 29,095 36,843 100-6110-1024 COMMUNITY RELATIONS 19,906 20,000 13,402 20,000 15,000 100-6110-0099 TUITION REIMBURSEMENTS 6,602 6,000 2,122 6,602 3,000 100-6110-1026 MEDICAL EXAMS 9,006 10,000 9,304 10,000 7,000 100-6110-1027 BACKGROUND INVESTIGATION 49,323 50,000 20,621 31,725 20,000 100-6110-1029 TRAINING & EDUCATION 36,597 45,000 37,690 45,000 35,000 100-6110-1030 CONSULTANT 21,928 15,000 7,295 11,223 10,000 100-6110-1033 FITNESS PROGRAM 1,677 5,400 1,146 1,763 5,400 100-6110-1037 EMPLOYEE RECOGNITION 1,671 5,000 - - 1,000 100-6110-1040 BSCC WELLNESS GRANT - 25,000 - - 25,000
100-6110-1041 CHAMP PROGRAM - 5,000 - - 3,000
100-6110-2041 COUNTY COMMUNICATIONS 496,111 561,981 427,597 561,981 683,505 100-6110-2042 AUTOMATED CRIMINAL JUSTICE 179,203 180,000 91,870 141,338 141,338 100-6110-2043 TEMPORARY CONTRACT SERVICES 2,640 - 266 10,000 2,000 100-6110-2044 COPIER SERVICES 2,052 5,000 4,966 7,640 7,640 100-6110-2049 UNIFORM SERVICE/LAUNDRY 1,423 3,500 585 900 3,500 100-6110-2053 OUTSIDE PRINTING SERVICE 3,615 3,000 891 1,370 4,000 100-6110-2054 EQUIPMENT REPAIR 575 1,000 - - 1,000
100-6110-2057 PEST CONTROL 1,800 1,800 1,200 1,200 1,800 100-6110-2063 PUBLISHING & LEGAL ADVERTISIN - - 27 42 - 100-6110-2064 PERSONNEL RECRUITMENT 982 8,000 2,625 4,039 4,000 100-6110-2066 COMPUTER MAINTENANCE 46,275 45,000 48,589 48,589 48,589 100-6110-2078 OTHER EXPENSE 25,997 22,000 11,228 17,274 17,000 100-6110-3092 STATIONARY SUPPLIES 36 3,000 - - -
100-6110-3095 DEPARTMENT CONSUMABLES 20,338 25,000 18,575 25,000 25,000 100-6110-3102 COMPUTER SUPPLIES 60,731 68,500 42,759 65,784 65,784 100-6110-4121 MEETINGS & TRAVEL 4,463 4,000 460 708 4,000 100-6110-4122 DUES & MEMBERSHIP 1,462 4,000 1,114 1,714 2,000 100-6110-4123 BOOKS & PERIODICALS 1,064 - - - -
100-6110-4124 MAIL SERVICES 670 1,200 283 435 1,200
100-6110-4201 SRU ANNUAL CONTRIBUTION 5,000 5,000 5,000 5,000 5,000 100-6110-5132 TELEPHONE 26,441 35,000 16,932 26,049 26,000 100-6110-8187 DEPARTMENT EQUIPMENT 28,193 27,251 13,374 20,576 25,000 CENTRAL SERVICES AND INTERNAL CHARGES 1,129,436 1,270,990 1,270,990 1,270,990 1,058,498 Total $ 3,948,480 $ 4,351,862 $ 3,363,248 $ 4,156,088 $ 4,285,268 MANAGING DEPARTMENT: Police Department
Police Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 156
Packet Page 682
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6120-0001 SALARIES $ 3,601,784 $ 3,292,404 $ 2,342,397 $ 3,582,490 $ 4,461,004 100-6120-0002 OVERTIME 523,586 496,928 342,345 523,586 400,000 BENEFITS 2,946,976 2,746,858 2,351,031 2,838,878 3,361,504 100-6120-0003 HOLIDAY OVERTIME 165,423 97,563 68,557 114,261 209,269 100-6120-0006 WORKERS COMPENSATION 1,045,696 1,234,202 1,045,696 1,045,696 438,808 100-6120-0022 BONUS - 20,000 100 100 -
100-6120-1029 TRAINING & EDUCATION 52,322 65,000 42,932 66,049 60,000 100-6120-0099 TUITION REIMBURSEMENTS 7,988 14,500 2,816 7,988 3,000 100-6120-1033 FITNESS PROGRAM 1,595 11,340 1,454 2,224 11,340 100-6120-2049 UNIFORM SERVICE/LANUDRY 4,235 3,500 125 192 3,500 100-6120-2052 RADIO REPAIR - 2,500 - - -
100-6120-2060 BLOOD ALCOHOL 6,022 2,000 621 955 2,000
100-6120-2061 PRISONER MEALS 125 1,500 - - 1,500
100-6120-3091 CANINE MAINTENANCE 11,957 12,000 11,842 18,219 18,000 100-6120-3096 CSA74 APPROVED MEDICAL SUPP 2,935 5,000 1,757 2,702 - 100-6120-3097 SAFETY EQUIPMENT 7,048 5,500 5,493 5,500 5,000 100-6120-3103 AMMUNITION 12,082 22,120 4,566 7,025 12,000 100-6120-5135 MOBILE COMMUNICATION 10,322 11,000 6,602 10,156 10,156 100-6120-8128 PD OFFICE SPACE 10,961 10,000 2,954 12,954 10,000 100-6120-8134 BODY CAMERAS 91,000 124,132 124,132 124,132 - 100-6120-8136 DRONE UNIT - - - - 3,000
100-6120-8187 DEPARTMENT EQUIPMENT 59,168 31,944 49,404 49,404 50,000 100-6120-9101 CAPITAL ASSET 48,955 - - - -
CENTRAL SERVICES AND INTERNAL CHARGES 945,096 1,116,999 1,116,999 1,116,999 945,121 100-6120-9602 PRINCIPAL PAYMENTS 14,470 - - - -
Total $ 9,174,237 $ 9,722,500 $ 7,521,821 $ 9,529,509 $ 10,005,202 MANAGING DEPARTMENT: Police Department
Police Field Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 157
Packet Page 683
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6130-0001 SALARIES $ 1,107,490 $ 976,046 $ 732,633 $ 1,120,498 $ 866,752 100-6130-0002 OVERTIME 207,560 161,070 135,712 207,560 160,000 BENEFITS 1,086,909 761,547 916,206 1,084,357 853,514
100-6130-0003 HOLIDAY OVERTIME 57,162 35,358 26,377 36,928 44,449 100-6130-0006 WORKERS COMPENSATION 312,699 376,754 312,699 312,699 124,909 100-6130-1024 COMMUNITY RELATIONS - 4,600 - 2,000 2,000 100-6130-1029 TRAINING & EDUCATION 16,487 15,000 10,083 15,512 10,000 100-6130-1033 FITNESS PROGRAM 614 4,320 668 1,022 4,320 100-6130-2070 ALARM SERVICE 4,031 2,000 545 839 1,000
100-6130-2073 SUBCONTRACTED WORK - - 283 435 -
100-6130-2074 BANK FEES & MISC CHARGES 1,039 - - - -
100-6130-4125 INVESTIGATION EXPENSE 13,154 20,000 3,105 10,000 10,000 100-6130-8187 EQUIPMENT 7,892 10,000 429 5,000 3,500
CENTRAL SERVICES AND INTERNAL CHARGES 169,874 182,856 182,856 182,856 325,231 100-6130-9602 PRINCIPAL PAYMENTS 49,934 75,564 50,173 77,190 75,564 100-6130-9605 INTEREST 11,356 - - - -
Total $ 2,585,154 $ 3,086,160 $ 2,371,770 $ 3,056,895 $ 2,481,239 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6150-0001 SALARIES $ 105,725 $ 109,532 $ 71,455 $ 109,283 $ 109,953 100-6150-0002 OVERTIME 5,000 419 939 1,437 1,600
BENEFITS 98,777 88,236 69,895 94,195 107,648
100-6150-0003 HOLIDAY OVERTIME - 5,000 - - 5,921
100-6150-0006 WORKERS COMPENSATION 6,582 5,463 5,463 5,463 15,610 100-6150-1029 TRAINING - 1,600 1,511 2,325 1,600
100-6150-1033 FITNESS PROGRAM - 440 - - 440
100-6150-8187 DEPARTMENT EQUIPMENT 1,025 3,000 - 2,000 1,500 CENTRAL SERVICES AND INTERNAL CHARGES 16,817 22,164 22,164 22,164 42,153 Total $ 222,611 $ 247,169 $ 171,427 $ 236,867 $ 286,425 MANAGING DEPARTMENT: Police Department
Police Support
MANAGING DEPARTMENT: Police Department
Police Vehicle Abatement
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 158
Packet Page 684
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6160-0001 SALARIES $ 74,078 $ 73,064 $ 51,198 $ 78,303 $ 80,904 100-6160-0002 OVERTIME - - 984 1,505 1,500
BENEFITS 50,200 48,389 34,752 48,244 58,287
100-6160-0003 HOLIDAY OVERTIME - 3,989 - - 4,356
100-6160-0006 WORKERS COMPENSATION 23,430 19,447 19,447 19,447 15,610 100-6160-1029 TRAINING & EDUCATION 200 3,300 - 2,000 1,000 100-6160-2051 VETERINARY SERVICES 10,598 64,000 22,018 33,874 40,000 100-6160-2073 SUBCONTRACTED WORK 80,589 80,000 61,869 80,000 80,000 100-6160-3095 DEPARTMENT CONSUMABLES 721 2,000 333 512 1,000 100-6160-8187 DEPARTMENT EQUIPMENT 1,351 10,000 636 978 1,000 CENTRAL SERVICES AND INTERNAL CHARGES 10,848 11,449 11,449 11,449 34,543 Total $ 251,001 $ 316,652 $ 202,686 $ 276,312 $ 318,201 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
203-6120-3097 SAFETY EQUIPMENT-B.P. VESTS $ 4,800 $ 3,144 $ 5,189 $ 5,189 $ 5,189 Total $ 3,144 $ 4,800 $ 5,189 $ 5,189 $ 5,189
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
207-6180-2073 SUBCONTRACTED WORK $ 14,000 $ 12,000 $ 5,000 $ 12,000 $ - Total $ 12,000 $ 14,000 $ 5,000 $ 12,000 $ -
MANAGING DEPARTMENT: Police Department
County Grant Domestic Violence
MANAGING DEPARTMENT: Police Department
Police Animal Control
MANAGING DEPARTMENT: Police Department
BJA Grant
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 159
Packet Page 685
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
220-6110-2041 COUNTY COMMUNICATIONS $ 205,740 $ 205,740 $ 124,709 $ 124,709 $ 113,067 CENTRAL SERVICES AND INTERNAL CHARGES 5,174 6,713 5,174 5,174 14,618 Total $ 212,453 $ 210,914 $ 129,883 $ 129,883 $ 127,685 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
221-6120-8184 POLICE EQUIPMENT $ 162,150 $ 30,383 $ 19,172 $ 162,150 $ 224,132 Total $ 30,383 $ 162,150 $ 19,172 $ 162,150 $ 224,132
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
243-6110-3095 DEPARTMENT CONSUMABLES $ 5,000 $ 4,719 $ 3,293 $ 5,000 $ 5,000 243-6110-4125 INVESTIGATION EXPENDITURE 10,000 2,100 3,023 10,000 10,000 243-6110-8184 PRVNT EQUIPMENT 7,000 22,537 - 7,000 7,000 CENTRAL SERVICES AND INTERNAL CHARGES 1,637 1,564 1,564 1,564 1,954 Total $ 30,993 $ 23,564 $ 7,880 $ 23,564 $ 23,954
MANAGING DEPARTMENT: Police Department
PRVNT
MANAGING DEPARTMENT: Police Department
Prop 172 Sales Tax
MANAGING DEPARTMENT: Police Department
CA Supplemental Law Enforcement
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 160
Packet Page 686
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 161
Packet Page 687
FIRE DEPARTMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 162
Packet Page 688
Who We Are:
The Seaside Fire Department is an “All Hazards” organization proudly serving the residents and visitors of Seaside and Del Rey Oaks. Operating from a single fire station, the department responded to 3,255 calls for service over the past year. We are committed to serving our diverse communities with professionalism, efficiency, and dedication. Our vision is to lead the fire service industry through innovative and technical programs, including Car Seat Installation, CPR (Cardiopulmonary Resuscitation) Training, a specialized Drone Team, and our CHAMP Fire Cadet Program. Champ – Change, Hope, Accountability, Mentorship, and Preparedness. The CHAMP Program offers local youth the opportunity to explore a future career in the fire service.
Fiscal Year 2024/2025 Accomplishments
Hired 2 Additional Firefighters (October 2024)
Hosted 2024 Fire Prevention Week Open House at the Fire Station Collect and Delivered Toys during Christmas to 4 non-profit agencies serving over 500 children Conducted Fire Engineer Promotion and New Firefighter Badge Pinning Acknowledge FF of the Year Liliana Garza, Drone Operator of the Year Emily Aiken, and Admin of the Year Rosalinda Barrios Chavez
Conducted Blood Pressure Checks at the Oldemeyer Center on the First Friday of Each Month Started the Fire Station Kitchen Remodel (May 2025)
Hosted the September 9/11 Commemoration at Seaside City Hall Conducted Community Cardio Pulmonary Resuscitation (CPR) Training Conducted Child Car Seat Checks
Hired 5 additional Drone Pilots
Installation of new Emergency Fire Station Alerting System Ordered New Type I Fire Engine
Fire Personnel Logged 4,583 hours of Training
Fiscal Year 2025/2026 GOALS
Hire 5 Reserve Firefighters, Receive Type 3, Fire Station #2 to 100% design, Continue Efforts Toward Improving ISO rating, Defensible Space Inspections, Enhance Firefighter Wellness Program. (Strategic Priority Alignment: Effective Accessible Government, Diverse, Inclusive Community, Community Safety & Quality of Life)
Fire
Divisions
Administration / Operations/ Training and EMS / Prevention
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 163
Packet Page 689
FIRE DEPARTMENT
Fire Chief
(1) Fire Division Chief
(A Shift)
Fire Captain (2)
Fire Engineer (2)
Firefighter (4)
(1) Fire Division Chief
(B Shift)
Fire Captain (2)
Fire Engineer (2)
Firefighter (3)
Reserve
Firefighter (5)
(1) Fire Division Chief
(C Shift)
Fire Captain (2)
Fire Engineer (2)
Firefighter (3)
Deputy Fire Chief
Fire Marshal
Administrative
Assistant
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 164
Packet Page 690
AUTHORIZED POSITIONS
Number of Full-Time Employees 28 28 28
DEPARTMENTAL EXPENDITURES
Personnel Services $ 8,389,199 $ 8,636,403 $ 9,157,834 Services & Supplies $ 462,871 $ 431,768 $ 539,077 Capital Outlay and Debt $ 525,008 $ 893,436 $ 565,414 Internal Services & Central Support Charges $ 1,310,385 $ 1,412,378 $ 1,207,312 Total Expenditures $10,687,462 $11,373,985 $ 11,469,637
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 204,996 $ 161,805 $ 307,775 Grants and Other Revenue $ 308,210 $ 253,764 $ 263,377 General Taxes $10,174,256 $10,958,416 $10,898,485
Total Revenues $ 10,687,462 11,373,985 $ 11,469,637 $
Budget Summary
Fire Department
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 165
Packet Page 691
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6610-0001 SALARIES $ 309,503 $ 301,318 $ 186,438 $ 285,141 $ 544,206 100-6610-0002 OVERTIME 500 1,134 227 348 500
BENEFITS 156,784 176,311 128,078 149,805 501,042
100-6610-0006 WORKERS COMPENSATION 22,259 20,025 20,025 20,025 31,219 100-6610-1029 TRAINING & EDUCATION 1,000 2,000 - 1,000 2,000 100-6610-1033 FITNESS PROGRAM 470 - 266 407 407
100-6610-2041 COUNTY COMMUNICATIONS 87,873 110,482 71,346 101,000 102,360 100-6610-2043 TEMPORARY CONTRACT SERVICES 18,444 16,000 5,016 7,717 16,000 100-6610-2044 COPIER SERVICES 3,040 4,000 2,316 3,564 4,000 100-6610-2053 OUTSIDE PRINTING SERVICE - 200 - - 200
100-6610-2074 BANK FEES & MISC CHARGES 16 35 - - 35
100-6610-3095 DEPARTMENT CONSUMABLES 9,117 6,000 3,709 5,705 6,000 100-6610-3102 COMPUTER SUPPLIES 868 15,000 8,235 12,670 15,000 100-6610-4121 MEETINGS & TRAVEL 31 2,000 - - 2,000
100-6610-4122 DUES & MEMBERSHIP 175 400 150 231 400
100-6610-4123 BOOKS & PERIODICALS - 100 - - 100
100-6610-5133 WATER 5,682 6,500 3,356 5,163 6,500
100-6610-8187 DEPARTMENT EQUIPMENT 957 1,000 147 225 1,000 CENTRAL SERVICES AND INTERNAL CHARGES 517,958 570,438 570,438 570,438 345,226 100-6610-9602 PRINCIPAL PAYMENTS 4,806 4,716 3,542 5,449 4,871 100-6610-9605 INTEREST EXPENSE 1,577 1,263 942 1,450 1,108 Total $ 1,133,508 $ 1,246,474 $ 1,004,231 $ 1,170,338 $ 1,584,174 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6620-1029 TRAINING & EDUCATION $ 2,500 $ 650 $ 650 $ 1,000 $ 2,500 100-6620-2043 TEMPORARY CONTRACT SERVICES 95,500 43,396 7,016 10,794 22,700 100-6620-2053 OUTSIDE PRINTING SERVICE - 100 - - 100
100-6620-4121 MEETINGS & TRAVEL 1,476 2,000 - - 2,000
100-6620-4122 DUES & MEMBERSHIP - 300 - - 300
100-6620-4123 BOOKS & PERIODICALS 71 500 - - 500
100-6620-8187 DEPARTMENT EQUIPMENT 1,032 1,500 794 1,222 1,500 Total $ 46,626 $ 102,400 $ 8,460 $ 13,016 $ 29,600
MANAGING DEPARTMENT: Fire
Fire Administration
MANAGING DEPARTMENT: Fire
Fire Prevention
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 166
Packet Page 692
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
BENEFITS $ - $ 10,000 $ - $ - $ 10,000
100-6630-1029 TRAINING & EDUCATION 14,414 40,400 11,479 17,660 35,000 100-6630-3095 DEPARTMENT CONSUMABLES 8,598 10,000 1,666 2,563 10,000 100-6630-4121 MEETINGS & TRAVEL 3,245 - - - 7,000
100-6630-4122 DUES & MEMBERSHIP 136 150 100 154 200
100-6630-4123 BOOKS & PERIODICALS 208 500 - - 750
Total $ 26,600 $ 61,050 $ 13,245 $ 20,377 $ 62,950
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6640-0001 SALARIES $ 3,571,686 $ 3,506,229 $ 2,302,284 $ 3,521,140 $ 3,586,115 100-6640-0002 OVERTIME 656,700 468,894 417,771 638,944 400,000 BENEFITS 3,240,650 3,585,661 2,881,180 3,461,467 3,388,639 100-6640-0003 HOLIDAY OVERTIME 163,870 152,288 110,404 154,566 161,339 100-6640-0006 WORKERS COMPENSATION 324,234 290,438 290,438 290,438 421,574 100-6640-1026 MEDICAL EXAMS 32,682 27,000 10,000 25 21,195 100-6640-1027 BACKGROUND INVESTIGATION 2,000 9,000 8,950 8,950 9,000 100-6640-1033 FITNESS PROGRAM 2,708 11,340 1,806 2,762 11,340 100-6640-2043 TEMPORARY CONTRACT SERVICES 32,192 52,520 13,698 36,698 62,600 100-6640-2049 UNIFORM SERVICE/LAUNDRY 1,500 2,000 860 1,323 2,000 100-6640-2055 FIRE EQUIPMENT REPAIR 18,507 18,000 2,490 3,831 18,000 100-6640-2074 BANK FEES & MISC CHARGES 22 250 - - 250
100-6640-3093 JANITORIAL SUPPLIES 4,198 4,500 2,697 4,149 4,500 100-6640-3095 DEPARTMENT CONSUMABLES 25,910 20,000 6,089 15,000 20,000 100-6640-3096 CSA 74 PURCHASES 16,808 15,000 11,016 15,000 20,500 100-6640-3097 SAFETY EQUIPMENT 52,446 137,500 60,849 93,614 54,300 100-6640-5135 MOBILE COMMUNICATIONS 14,206 15,000 9,065 13,946 15,000 100-6640-8180 INCIDENT COMMAND VEHICLES 168,699 148,894 81,724 148,894 - 100-6640-8187 DEPARTMENT EQUIPMENT 141,336 640,488 101,771 500,000 184,500 CENTRAL SERVICES AND INTERNAL CHARGES 792,427 841,940 841,940 841,940 862,086 100-6640-9602 PRINCIPAL PAYMENTS 58,600 115,000 107,515 115,000 97,796 100-6640-9605 INTEREST ON LEASE 48,868 81,578 10,958 16,858 85,343 100-6640-9609 LEASE PRINCIPAL-PNC 99,133 104,337 - 104,337 189,297 Total $ 9,403,924 $ 10,313,314 $ 7,263,531 $ 9,998,860 $ 9,615,374 MANAGING DEPARTMENT: Fire
Fire Training
MANAGING DEPARTMENT: Fire
Fire Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 167
Packet Page 693
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6650-3095 DEPARTMENT CONSUMABLES $ 16,500 $ 16,083 $ 4,095 $ 15,000 $ 14,300 Total $ 16,083 $ 16,500 $ 4,095 $ 15,000 $ 14,300
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6660-0006 WORKERS COMPENSATION $ 590 $ 710 $ 590 $ 590 $ 15,610 100-6660-0020 PART-TIME HOURLY WAGES 19,215 800 96 143 17,838 BENEFITS 279 12 1 2 25
100-6660-1026 MEDICAL EXAMS - 5,000 - 2,500 5,000
100-6660-1027 BACKGROUND INVESTIGATION - 5,600 - 5,600 5,600 100-6660-1029 TRAINING & EDUCATION 346 8,000 - 4,000 8,000 100-6660-2064 PERSONNEL RECRUITMENT - 754 - 377 754
100-6660-3097 SAFETY EQUIPMENT 5,527 8,000 - 4,000 8,000 Total $ 7,395 $ 47,438 $ 687 $ 17,212 $ 60,827
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6670-1029 TRAINING & EDUCATION $ 5,610 $ 6,000 $ - $ - $ 2,805 100-6670-3095 DEPARTMENT CONSUMABLES - 500 136 250 -
Total $ 6,000 $ 6,110 $ 136 $ 3,055 $ -
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6680-1029 TRAINING & EDUCATION $ - $ - $ 1,815 $ 908 $ 500 100-6680-2043 TEMPORARY CONTRACT SERVICES 5,000 5,000 - 2,500 5,000 100-6680-3095 DEPARTMENT CONSUMABLES 258 - - - -
Total $ 5,258 $ 6,815 $ - $ 3,408 $ 5,500
MANAGING DEPARTMENT: Fire
Fire Hazardous Materials
MANAGING DEPARTMENT: Fire
Fire Emergency Services
MANAGING DEPARTMENT: Fire
Fire Public Education & Relations
MANAGING DEPARTMENT: Fire
Fire Reserves
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 168
Packet Page 694
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-6690-0001 SALARIES - OES $ - $ 11,752 $ 11,752 $ 11,752 $ - 100-6690-0002 OVERTIME - OES 80,000 3,876 57,157 87,417 78,980 BENEFITS 871 - 12,264 18,581 -
100-6690-3095 STRIKE TEAM CONSUMABLES - 1,000 677 1,000 1,000 Total $ 4,747 $ 92,752 $ 81,850 $ 118,750 $ 79,980
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
218-6670-0002 OVERTIME - CSTI BACKFILL $ 10,000 $ 11,035 $ - $ - $ - BENEFITS 2,665 - - - -
218-6670-1026 MEDICAL EXAMS - 6,000 - - -
218-6670-1029 TRAINING (CSTI) 2,389 10,000 - - -
218-6670-2073 SUBCONTRACTED WORK 91 1,200 - 1,200 -
218-6670-4121 MEETING AND TRAVEL (CSTI) 1,884 5,000 - 5,000 - Total $ 18,064 $ 32,200 $ - $ 6,200 $ -
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
220-6610-2041 COUNTY COMMUNICATION $ 20,000 $ 19,258 $ 7,770 $ 7,770 $ 16,933 Total $ 19,258 $ 20,000 $ 7,770 $ 7,770 $ 16,933
MANAGING DEPARTMENT: Fire Department
Prop 172 Sales Tax
MANAGING DEPARTMENT: Fire
Fire - OES
MANAGING DEPARTMENT: Fire Department
Haz Mat Grants
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 169
Packet Page 695
PUBLIC WORKS
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 170
Packet Page 696
Public Works
Who We Are:
Maintenance & Utilities:
Parks, Streets, Water, Sewer, Storm Drains, Government Buildings, Vehicle Maintenance, Municipal & Professional Services Contracts with Local and Federal Agencies Engineering:
Capital Project Management, Environmental Review, Regulatory Compliance, Permit Issuance, and Development Review.
Fiscal Year 2024/25 Accomplishments and Fiscal Year 2025/26 Goals:
The Public Works team proudly served Seaside in Fiscal Year 2024 by ensuring regular maintenance and care of Parks, Streets, Water, Storm Drains and City Facilities. Crew members cleaned 30 miles of storm drain and 451 catch basins, investigated 520 residential water leaks, and supplied water to about 800 customers. Along with the vital routine maintenance projects, the department completed six Capital Improvement Program (CIP) projects including at Havana Soliz Park, Sabado Park and Wheeler Tennis Courts. Construction was started on nine CIP projects including the Fire Station #1 Kitchen Renovations and Hilby Ave. Traffic Calming Improvement. There are eleven projects that are in the design phase, including the Broadway Avenue Corridor Improvements and Baker Street Traffic Calming Improvements. The Public Works Department strengthened the team through internal promotions and hiring including a new Public Works Director/City Engineer, a new Assistant Public Works Director, and a new Public Works Superintendent. The department collaborated with all City departments including supporting Recreationʼs citywide events such as Sunday Blues in the Park and serving alongside Fire providing sandbags during the storm season.
The Fiscal Year 2025ʼ Strategic Goal focus is to enhance physical infrastructure by:
1) Filling open staff positions and investing in current staff to increase the maintenance and engineering projects the department can complete.
2) Purchasing an asphalt zipper and paver allowing the Street Operations Crew to maintain streets and decreasing reliance on external construction contracts. 3) Continuing over 20 Capital Improvement Projects and adding approximately 20 new CIP projects focused on improving streets, water systems, storm water systems, and sewer systems.
As well as continued collaboration with all City departments to create a safe and sustainable Seaside! (Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Enhanced Physical Infrastructure & Abundant Water Supply, Community Safety & Quality of Life) Divisions
Engineering | Maintenance and Utilities
Public Works
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 171
Packet Page 697
Public Works Department
Public Works Director /
City Engineer
Maintenance & Utilities
Superintendent
Maintenance & Utilities Dept
Vehicle Maintenance Dept
Water Utility Dept
Engineering Dept
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 172
Packet Page 698
Maintenance & Utilities Department
Public Works Director/City
Engineer
Maintenance &
Utilities
Superintendent
Maintenance & Utilities
Senior Maintenance & Utility Worker
(5)
Maintenance & Utilities Worker III (1)
(3 Frozen)
Maintenance & Utilities Worker II (6)
Building Maintenance Specialist (2)
(2 Frozen)
Electrician
Street Sweeper Operator
Water System Operator
Parks
Senior Maintenance & Utility Worker
Maintenance & Utilities Worker III (0)
(1 Frozen)
Maintenance & Utilities Worker II (6)
Irrigation Specialist
Vehicle Maintenance
Mechanic (2)
Administrative Assistant
Senior Administrative Analyst
Utilities Field Supervisor
Maintenance Field Supervisor
(Frozen)
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 173
Packet Page 699
Engineering Department
Public Works Director/
City Engineer
Senior
Administrative
Assistant
Administrative
Analyst II
Assistant Public
Works Director
Assistant
Engineer
Engineer
Inspector (2)
Senior Civil
Engineer (0)
(1 Frozen)
Senior Civil
Engineer (0)
(1 Frozen)
Associate Civil
Engineer
Junior
Engineer
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 174
Packet Page 700
AUTHORIZED POSITIONS
Number of Full-Time Employees 45 44 40
DEPARTMENTAL EXPENDITURES
Personnel Services $ 5,446,984 $ 5,364,496 $ 6,316,353 Services & Supplies $ 5,155,544 $ 6,036,818 $ 10,167,145 Capital Outlay and Debt $ 6,865,556 $ 8,077,635 $ 3,257,652 Internal Services & Central Support Charges $ 676,868 $ 1,111,999 $ 1,246,017 Total Expenditures $18,144,952 $20,590,948 $ 20,987,167
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 2,392,261 $ 2,243,811 $ 2,469,000 Special Revenue Fund $ 5,368,602 $ 4,828,794 $ 12,690,946 Enterprise Fund $ 1,319,362 $ 1,156,647 $ 1,291,556 Internal Service Fund $ 1,054,686 $ 1,513,480 $ 1,217,657 Sanitation District $ 4,321,160 $ 2,939,124 $ 2,973,281 Grants and Other Revenue $ 509,187 $ 551,637 $ 627,888 General Taxes $3,179,694 $7,357,455 ($283,160)
Total Revenues $ 18,144,952 20,590,948 $ 20,987,167 $
Budget Summary
Public Works & Engineering
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 175
Packet Page 701
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8110-3095 DEPT CONSUMABLES - CV RESPONSE $ - $ - $ 1,862 $ 1,862 $ - Total $ - $ - $ 1,862 $ 1,862 $ -
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8310-0001 SALARIES $ 110,682 $ 119,069 $ 70,123 $ 107,247 $ 332,936 100-8310-0002 OVERTIME 26,564 24,573 17,179 26,274 26,658 BENEFITS 102,253 138,760 80,662 106,585 221,078
100-8310-0006 WORKERS COMPENSATION 83,317 47,959 83,317 83,317 20,665 100-8310-0097 UNALLOCATED PAGER - - 35,594 35,594 -
100-8310-1029 TRAINING & EDUCATION 702 2,000 84 1,000 2,000 100-8310-1033 FITNESS PROGRAM 2 594 37 56 594
100-8310-2044 COPIER SERVICES 925 2,000 1,624 2,498 2,000 100-8310-2049 UNIFORM SERVICE / LAUNDRY 4,508 5,000 2,427 3,733 5,000 100-8310-2057 PEST CONTROL 4,402 7,000 2,877 4,426 7,000 100-8310-2070 ALARM SERVICE 14,213 14,000 10,553 14,000 16,000 100-8310-2073 SUBCONTRACTED WORK 177,887 160,000 188,015 87,938 180,000 100-8310-2074 BANK FEES & MISC CHARGES 24 - - - -
100-8310-2078 OTHER EXPENSE 1,704 1,000 - - 1,000
100-8310-2087 EQUIPMENT RENTAL 1,799 1,000 - - 1,000
100-8310-3093 JANITORIAL SUPPLIES 400 2,000 - 1,000 2,000 100-8310-3095 DEPARTMENT CONSUMABLES 58,933 70,000 34,070 68,140 75,000 100-8310-3097 SAFETY EQUIPMENT - 1,500 232 464 1,500
100-8310-3099 CHEMICALS 11,964 22,000 4,604 9,208 22,000 100-8310-4121 MEETINGS & TRAVEL - - - - 2,000
100-8310-4122 DUES & MEMBERSHIP - - - - 1,000
100-8310-4123 BOOKS & PERIODICALS - - - - 500
100-8310-5131 GAS & ELECTRIC 402,900 410,000 266,519 410,029 477,000 100-8310-5133 WATER 107,707 100,000 70,502 108,464 110,000 100-8310-5136 SEWER SERVICE CHARGE 25,952 32,926 21,402 32,926 32,000 100-8310-8124 CAPITAL IMPROVEMENTS - 4,000 - - -
100-8310-8137 FACILITIES REPAIR/MAINTENANCE - 90,000 56,837 30,000 60,000 100-8310-8187 DEPARTMENT EQUIPMENT - 50,000 - - -
CENTRAL SERVICES AND INTERNAL CHARGES (900,433) (972,407) (972,407) (972,407) (1,131,863) 100-8310-9602 PRINCIPAL PAYMENTS 76,706 69,429 52,656 69,702 66,872 100-8310-9605 INTEREST EXPENSE 13,019 7,756 5,789 8,906 6,809 100-8310-9616 LOAN PAYMENT 21,954 18,557 11,776 18,117 15,018 Total $ 355,629 $ 421,172 $ 44,471 $ 257,218 $ 555,767
MANAGING DEPARTMENT: Public Works/Engineering
Public Works - Operations
MANAGING DEPARTMENT: Public Works/Engineering
Government Buildings
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 176
Packet Page 702
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8410-0001 SALARIES $ 33,536 $ 48,113 $ 37,049 $ 56,663 $ 29,877 100-8410-0002 OVERTIME 1 - 445 681 -
BENEFITS 36,112 28,515 25,272 33,598 22,316
100-8410-0006 WORKERS COMPENSATION 2,987 2,479 2,479 2,479 2,314 100-8410-1033 FITNESS PROGRAM 4 - 71 108 108
100-8410-2074 SUBCONTRACTED WORK 91 - - - -
100-8410-3095 DEPARTMENT CONSUMABLES 65 - - - -
100-8410-7185 FOSPA MATCH 2,537 - - - -
CENTRAL SERVICES AND INTERNAL CHARGES 23,391 (167,887) (167,887) (167,887) (55,753) 100-8410-9602 PRINCIPAL PAYMENTS 35,070 47,231 30,700 47,231 46,563 100-8410-9605 INTEREST 6,615 - - - -
Total $ 154,986 ($ 56,126) ($ 71,872) ($ 27,128) $ 45,426 MANAGING DEPARTMENT: Public Works/Engineering
Parks - Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 177
Packet Page 703
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8420-0001 SALARIES $ 423,000 $ 364,089 $ 293,500 $ 448,883 $ 616,946 100-8420-0002 OVERTIME 16,564 11,799 6,996 18,200 14,448 BENEFITS 226,697 188,821 177,104 230,801 362,890
100-8420-0006 WORKERS COMPENSATION 73,379 62,712 73,379 73,379 57,925 100-8420-0020 PART-TIME HOURLY WAGES 91 - - - -
100-8420-1029 TRAINING & EDUCATION 1,644 1,000 766 870 2,000 100-8420-0092 MEDICARE TAX 5,279 6,134 4,270 6,531 8,946 100-8420-1033 FITNESS PROGRAM 554 4,077 434 664 4,077
100-8420-2041 COUNTY COMMUNICATIONS - 7,000 - 7,000 -
100-8420-2049 UNIFORM SERVICE/LAUNDRY 12,239 14,000 6,739 10,368 14,000 100-8420-2073 SUBCONTRACTED WORK 210,933 170,550 159,694 170,550 160,000 100-8420-2087 EQUIPMENT RENTAL 4,932 1,000 1,145 1,761 2,000 100-8420-3095 DEPARTMENT CONSUMABLES 83,846 87,864 71,714 87,864 70,000 100-8420-3097 SAFETY EQUIPMENT 4,231 4,000 2,202 3,388 4,000 100-8420-3099 CHEMICALS 3,183 - - - -
100-8420-3107 TOOLS 2,853 3,000 248 3,000 2,000
100-8420-4121 MEETINGS & TRAVEL 280 1,000 - - 1,000
100-8420-4122 DUES & MEMBERSHIPS 260 500 150 231 500
100-8420-4123 BOOKS & PERIODICALS 133 500 - - 500
100-8420-5131 GAS & ELECTRIC 24,435 35,500 23,065 35,485 39,000 100-8420-5133 WATER 1,406,353 1,308,115 950,763 1,447,497 1,408,000 100-8420-7185 FOSPA MATCH 26,129 40,000 3,267 26,129 25,000 100-8420-8187 DEPARTMENT EQUIPMENT 20,991 95,151 20,379 50,947 20,000 CENTRAL SERVICES AND INTERNAL CHARGES 44,351 358,675 358,675 358,675 520,419 100-8420-9616 LOAN PAYMENT 847 - 494 760 -
100-8420-9814 PARKS IMPROVEMENTS 4,555 - - - 8,000
Total $ 2,485,542 $ 2,877,706 $ 2,154,985 $ 2,982,982 $ 3,341,651 MANAGING DEPARTMENT: Public Works/Engineering
Parks - Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 178
Packet Page 704
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8430-0001 SALARIES $ 15,132 $ 23,938 $ 16,293 $ 24,919 $ 14,552 100-8430-0002 OVERTIME 13,000 12,543 7,071 10,815 10,053 BENEFITS 13,153 18,680 12,901 17,365 13,226
100-8430-0006 WORKERS COMPENSATION 14,966 18,031 14,966 14,966 1,395 100-8430-1033 FITNESS PROGRAM - - 14 21 21
100-8430-2073 SUBCONTRACTED WORK 135,222 191,588 94,343 81,946 200,000 100-8430-2087 EQUIPMENT RENTAL 1,136 3,000 753 1,159 5,000 100-8430-3095 DEPARTMENT CONSUMABLES 49,937 55,000 1,809 30,000 50,000 100-8430-7168 CHRISTMAS DECORATIONS 14,984 - - - 15,000 100-8430-7175 SUMMER PARK CONCERTS - 2,000 - - 3,000
100-8430-7185 BROADWAY EVENTS - 500 - - 500
CENTRAL SERVICES AND INTERNAL CHARGES 259,849 39,836 39,836 39,836 25,561 Total $ 534,320 $ 348,175 $ 187,986 $ 221,027 $ 338,308 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8440-0001 SALARIES $ 139,541 $ 141,437 $ 92,910 $ 142,098 $ - 100-8440-0002 OVERTIME - 8,408 4,924 7,531 -
BENEFITS 92,882 114,125 77,924 97,575 4,339
100-8440-0006 WORKERS COMPENSATION 19,720 16,367 16,367 16,367 13,903 100-8440-5133 WATER 17,040 - 21,324 32,807 -
CENTRAL SERVICES AND INTERNAL CHARGES 39,501 136,844 136,844 136,844 114,562 Total $ 318,987 $ 406,877 $ 350,294 $ 433,221 $ 132,804 MANAGING DEPARTMENT: Public Works/Engineering
Community Projects
MANAGING DEPARTMENT: Public Works/Engineering
Irrigation
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 179
Packet Page 705
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8450-0001 SALARIES $ - $ 16,962 $ 19,108 $ 12,494 $ - 100-8450-0002 OVERTIME 396 2,500 4,617 7,061 2,533
BENEFITS 7,683 - 6,202 9,364 -
100-8450-0006 WORKERS COMPENSATION 15,490 12,857 12,857 12,857 - 100-8450-2049 UNIFORM SERVICE / LAUNDRY 1,101 1,000 606 932 1,000 100-8450-2073 SUBCONTRACTED WORK 56,150 69,960 15,660 56,150 68,000 100-8450-3095 DEPARTMENT CONSUMABLES 1,980 2,000 813 1,251 1,000 100-8450-3097 SAFETY EQUIPMENT - 500 - - 1,000
100-8450-3107 TOOLS 3,590 3,000 - 1,000 2,000
CENTRAL SERVICES AND INTERNAL CHARGES 103,207 31,925 31,925 31,925 17,004 Total $ 206,558 $ 123,742 $ 85,173 $ 139,647 $ 92,537
MANAGING DEPARTMENT: Public Works/Engineering
Trees
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 180
Packet Page 706
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-8910-0001 SALARIES $ 1,036,502 $ 771,134 $ 430,273 $ 658,064 $ 987,154 100-8910-0002 OVERTIME 10,000 4,344 525 803 5,000
BENEFITS 384,314 503,579 341,420 408,369 492,778
100-8910-0006 WORKERS COMPENSATION 27,417 22,755 22,755 22,755 5,170 100-8910-0022 BONUS 7,500 - 7,500 7,500 -
100-8910-1029 TRAINING & EDUCATION - 7,500 - 7,500 10,000 100-8910-1030 CONSULTANT 60,571 409,800 62,054 264,004 255,000 100-8910-1031 REGEN MOU - - - - 129,988
100-8910-1033 FITNESS PROGRAM 1,171 2,376 871 1,331 2,376 100-8910-2044 COPIER SERVICES 9,426 9,000 6,028 9,274 10,000 100-8910-2053 OUTSIDE PRINTING SERVICE - 1,200 - 600 500 100-8910-2074 BANK FEES & MISC CHARGES 25 50 - - -
100-8910-3095 DEPARTMENT CONSUMABLES 12,912 14,940 5,716 8,794 10,000 100-8910-3097 SAFETY EQUIPMENT 306 500 - - 500
100-8910-3102 COMPUTER SUPPLIES 1,575 12,750 2,218 6,375 10,000 100-8910-3104 COMPUTER SOFTWARE 1,955 8,500 7,975 8,500 16,700 100-8910-4121 MEETINGS & TRAVEL - 7,400 - 7,400 7,500
100-8910-4122 DUES & MEMBERSHIP 702 2,125 1,571 2,125 2,500 100-8910-8187 DEPARTMENT EQUIPMENT 1,149 5,000 - 2,500 2,500 CENTRAL SERVICES AND INTERNAL CHARGES (613,583) (788,523) (788,523) (788,523) (532,867) 100-8910-9602 PRINCIPAL PAYMENTS 8,704 9,849 6,566 10,102 9,849 100-8910-9605 INTEREST-COPIER LEASE 1,170 - - - -
Total $ 680,790 $ 1,275,303 $ 106,949 $ 637,473 $ 1,424,648 MANAGING DEPARTMENT: Public Works/Engineering
Engineering
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 181
Packet Page 707
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
113-8730-0001 SALARIES $ 456,377 $ 457,507 $ 284,689 $ 435,406 $ 165,121 113-8730-0002 OVERTIME 9,064 8,615 4,303 6,582 -
BENEFITS 237,891 228,820 185,164 240,181 113,747
113-8730-0006 WORKERS COMPENSATION 51,561 62,123 51,561 51,561 53,759 113-8730-1029 TRAINING AND EDUCATION 7,000 1,846 - - -
113-8730-1033 FITNESS PROGRAM 541 100 410 628 -
113-8730-2049 UNIFORM SERVICE / LAUNDRY 7,667 7,000 5,045 6,638 - 113-8730-2068 REFUSE DISPOSAL - 250 - - -
113-8730-2071 POMA SPECIAL PROJECTS 32,332 25,000 6,370 8,382 - 113-8730-2073 SUBCONTRACTED WORK 165,212 139,000 87,902 115,660 - 113-8730-2075 CONTRACT SERVICES - NOT BILLED - 1,500 - - - 113-8730-2087 EQUIPMENT RENTAL 375 500 - - -
113-8730-3094 CONSUMABLES-NOT BILLED 179 750 409 750 -
113-8730-3095 DEPARTMENT CONSUMABLES 54,286 71,000 30,517 70,916 - 113-8730-3097 SAFETY EQUIPMENT 593 1,500 645 849 -
113-8730-3102 COMPUTER SUPPLIES 1,377 25,000 - - -
113-8730-3107 TOOLS & EQUIP - NOT BILLED 276 1,000 305 401 - 113-8730-4121 MEETINGS & TRAVEL - 2,000 - - -
113-8730-8186 PUBLIC WORKS EQUIPMENT 13 1,500 - 1,500 - 113-8730-8187 DEPARTMENT EQUIPMENT - 120,000 - - -
CENTRAL SERVICES AND INTERNAL CHARGES 233,908 351,595 351,595 351,595 380,172 Total $ 1,255,668 $ 1,509,588 $ 1,008,915 $ 1,291,049 $ 712,799 MANAGING DEPARTMENT: Public Works/Engineering
POMA
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 182
Packet Page 708
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
210-8110-0001 SALARIES $ 520,500 $ 307,410 $ 189,315 $ 289,541 $ 544,793 210-8110-0002 OVERTIME 18,564 21,271 10,367 15,856 18,415 BENEFITS 297,458 184,107 178,816 217,013 320,093
210-8110-0006 WORKERS COMPENSATION 48,435 58,356 48,435 48,435 72,188 210-8110-1029 TRAINING & EDUCATION 267 10,000 260 5,000 10,000 210-8110-1030 CONSULTANT - 50,000 - - -
210-8110-1033 FITNESS PROGRAM 30 200 84 128 200
210-8110-2049 UNIFORM SERVICE/LAUNDRY 4,410 5,000 2,427 4,044 5,000 210-8110-2068 REFUSE DISPOSAL 2,783 8,000 816 5,410 8,000 210-8110-2073 SUBCONTRACTED WORK 11,030 40,000 37,739 40,000 40,000 210-8110-3095 DEPARTMENT CONSUMABLES 59,392 80,000 25,663 57,078 70,000 210-8110-3097 SAFETY EQUIPMENT 3,660 2,000 346 2,000 3,000 210-8110-4121 MEETINGS & TRAVEL - - - - 1,000
210-8110-4122 DUES & MEMBERSHIP 784 - - - 1,000
210-8110-5131 GAS & ELECTRIC 140 500 103 172 500
210-8110-8187 DEPARTMENT EQUIPMENT - 69,151 19,151 60,000 40,000 CENTRAL SERVICES AND INTERNAL CHARGES 522,985 847,762 847,762 847,762 739,516 210-8110-9602 PRINCIPAL PAYMENTS 22,630 16,976 5,568 16,976 11,228 210-8110-9605 INTEREST EXPENSE 512 37 218 363 -
Total $ 1,199,766 $ 2,014,584 $ 1,367,070 $ 1,609,779 $ 1,884,932 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
210-8210-2059 STREET LIGHTINGS $ 265,000 $ 299,079 $ 190,006 $ 292,318 $ 320,000 210-8210-2073 SUBCONTRACTED WORK 400 65,000 - - 75,000
210-8210-2077 TRAFFIC SIGNAL MAINTENANCE 92,038 100,000 46,353 71,313 100,000 210-8210-2080 CONGESTION MANAGEMENT PROGRAM 10,715 11,500 10,593 16,297 12,000 210-8210-9602 PRINCIPAL PAYMENTS 38,492 34,904 7,476 34,904 36,226 210-8210-9605 INTEREST EXPENSE 13,373 - - - 10,775
Total $ 454,098 $ 476,404 $ 254,429 $ 414,831 $ 554,002 MANAGING DEPARTMENT: Public Works/Engineering
Streets Fund - Operations
MANAGING DEPARTMENT: Public Works/Engineering
Streets Fund - Maintenance
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 183
Packet Page 709
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
210-8420-0001 SALARIES $ 118,742 $ 73,361 $ 65,524 $ 100,213 $ 124,678 210-8420-0002 OVERTIME 3,000 3,869 508 777 1,535
BENEFITS 104,466 72,478 65,036 81,853 116,753
210-8420-0006 WORKERS COMPENSATION 7,151 8,615 7,151 7,151 13,443 210-8420-2049 UNIFORM SERVICE/LAUNDRY 700 770 424 652 700 210-8420-2093 SUBCONTRACTED WORK 15,000 14,513 9,450 14,538 15,000 210-8420-3095 DEPARTMENT CONSUMABLES 250 - - - 1,000
210-8420-3107 TOOLS - 1,000 - - 1,000
210-8420-5131 GAS & ELECTRIC 5,950 3,000 1,780 2,739 4,000 210-8420-5133 WATER 133,673 105,000 140,852 185,332 150,000 Total $ 313,229 $ 358,309 $ 290,726 $ 393,256 $ 428,108 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
211-8110-1025 AUDIT $ 5,200 $ 7,725 $ 2,575 $ 2,575 $ - Total $ 7,725 $ 5,200 $ 2,575 $ 2,575 $ -
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES 294 345 294 294 509 Total $ 345 $ 294 $ 294 $ 294 $ 509
MANAGING DEPARTMENT: Public Works/Engineering
Transportation Improvement - Engineering
MANAGING DEPARTMENT: Public Works/Engineering
Streets Fund - Parks Operations
MANAGING DEPARTMENT: Public Works/Engineering
Transportation Improvement - Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 184
Packet Page 710
Account Account Name FY 2024
Actual
FY 2025
Adjusted Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
212-8920-9600 CONSTRUCTION IN PROGRESS-RESURFACING 4,935,481 868,570 1,695,023 2,264,237 970,133 212-8930-9600 CONSTRUCTION IN PROGRESS-SAFE GRATES 734,699 27,232 418,307 547,529 - 212-8950-9600 BROADWAY AVE CORRIDOR IMPROVEMENTS 10,534,433 673,742 513,308 731,069 30,000 212-8960-9578 SIDEWALK IMPROVEMENTS - 300,000 - - 390,000 212-8960-9580 TRAFFIC CALMING PROJECT 389,924 2,102,031 78,532 83,328 201,391 212-8960-9581 FREMONT, BROADWAY INTERSECTION - - - - 50,000 212-8960-9582 DEL MONTE BLVD - FREMONT BLVD INTERSECTION - - - - 80,000 212-8960-9600 STREET SIGN UPGRADES 76,646 24,433 7,870 7,870 40,000 212-8970-9600 STREET STRIPING - 175,000 - - 210,000
212-8985-9600 CIP- TRAFFIC CALMING - 80,000 27,554 42,390 100,000 212-8990-9600 PAVEMENT MANAGEMENT PROJECT 3,000 33,009 19,125 22,058 - Total $ 2,039,115 $ 18,919,086 $ 2,759,718 $ 3,698,481 $ 2,071,524 MANAGING DEPARTMENT: Public Works/Engineering
Capital Projects - CIP
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 185
Packet Page 711
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
271-8110-0001 SALARIES $ 355,255 $ 244,589 $ 151,673 $ 231,971 $ 288,195 271-8110-0002 OVERTIME 9,064 11,155 5,226 7,993 10,658
BENEFITS 305,632 215,801 180,230 225,269 217,235
271-8110-0006 WORKERS COMPENSATION 33,982 40,943 33,982 33,982 39,656 271-8110-1030 CONSULTANT - 10,790 5,958 9,165 5,000
271-8110-1033 FITNESS PROGRAM 490 - 395 603 603
271-8110-1044 MRWPCA NPDES FEE 52,661 70,000 - 96,103 94,300 271-8110-1045 STATE WASTE DISCHARGE FEE 17,666 22,141 22,141 22,141 22,000 271-8110-2049 UNIFORM SERVICE/LAUNDRY 2,536 2,500 1,395 2,114 2,500 271-8110-2053 OUTSIDE PRINTING SERVICES 267 1,000 - - 1,000 271-8110-2068 REFUSE DISPOSAL - 4,000 455 689 4,000
271-8110-2073 SUBCONTRACTED WORK - 7,859 1,450 2,197 40,000 271-8110-3095 CONSUMABLES 14,837 10,000 7,822 11,852 8,000 271-8110-3102 COMPUTER SUPPLIES 1,365 2,000 1,429 2,165 3,000 271-8110-5133 WATER - 2,500 - - -
271-8110-8187 DEPARTMENT EQUIPMENT - 19,151 19,151 29,017 20,000 CENTRAL SERVICES AND INTERNAL CHARGES 269,327 361,866 361,866 361,866 293,946 271-8110-9602 PRINCIPAL PAYMENTS 65,208 26,118 22,128 33,527 10,189 271-8110-9605 INTEREST EXPENSE 2,083 102 604 915 -
Total $ 938,927 $ 1,243,959 $ 815,904 $ 1,071,568 $ 1,060,283 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
271-8910-9961 DEL MONTE MANOR STORM DRN IMPR $ 20,186 $ 29,710 $ 8,996 $ 9,551 $ - 271-8910-9963 90-INCH STORM DRAIN IMPROVEMENTS 484,075 20,925 49,765 49,765 - 271-8910-9964 LAGUNA GRANDE TRASH CAPTURE - - - - 50,000 271-8910-9965 CMP REPLACEMENT PRORGRAM 40,379 363,247 - - 50,000 271-8910-9967 STORMWATER MASTER PLAN 149,161 151,614 53,915 60,120 - 271-8910-9968 DRY WELL INFILTRATION PROJECT 103,504 - - - - 271-8910-9969 STORMWATER AUDIT CORRECTIONS - 80,000 - - - 271-8910-9970 STORM DRAIN CLEANING - 95,000 - - -
271-8910-9971 HILBY AVENUE STORM DRAIN IMPROVEMENT - 275,000 - 75,000 - 271-8910-9972 KIMBALL AVE STORM DRAIN IMPROVEMENTS - - - - 50,000 271-8910-9973 FREMONT BLVD PIPE CROSSING CONCRETE REMOVAL - - - - 60,000 Total $ 343,679 $ 1,469,122 $ 112,676 $ 194,436 $ 210,000 MANAGING DEPARTMENT: Public Works/Engineering
Storm Water - Operations
MANAGING DEPARTMENT: Public Works/Engineering
Storm Water - Engineering
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 186
Packet Page 712
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 71,375 $ 24,586 $ 71,375 $ 71,375 $ 27,631 Total $ 24,586 $ 71,375 $ 71,375 $ 71,375 $ 27,631
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
329-8110-1030 CONSULTANT $ 1,540,383 $ 29,316 $ 149,222 $ 270,856 $ 1,269,527 329-8110-2073 SUBCONTRACTED WORK $ 3,170,853 $ 384,082 $ 71,340 $ 295,523 $ 2,875,330 Total $ 413,398 $ 4,711,236 $ 220,562 $ 566,379 $ 4,144,857 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
332-8110-1030 CONSULTANT $ - $ 200,000 $ - $ - $ -
332-8110-2073 SUBCONTRACTED WORK - 801,348 - - -
CENTRAL SERVICES AND INTERNAL CHARGES 14,085 4,593 4,593 4,593 889 Total $ 14,085 $ 1,005,941 $ 4,593 $ 4,593 $ 889
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
333-8910-1022 LEGAL SERVICES $ 30,000 $ 2,375 $ - $ - $ 10,000 333-8910-2073 SUBCONTRACTED WORK 10,000 545 - 20,000 1,500 CENTRAL SERVICES AND INTERNAL CHARGES 2,117 1,926 1,926 1,926 317 Total $ 5,037 $ 41,926 $ 1,926 $ 21,926 $ 11,817
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
336-8110-1030 CONSULTANT $ 60,739 $ 7,300 $ - $ - $ 60,739 336-8110-2073 SUBCONTRACTED WORK 1,118,719 3,900 - - -
CENTRAL SERVICES AND INTERNAL CHARGES 565 769 769 769 743 Total $ 11,765 $ 1,180,227 $ 769 $ 61,508 $ 743
MANAGING DEPARTMENT: Public Works/Engineering
FORA Habitat - Administration
MANAGING DEPARTMENT: Public Works/Engineering
FORA LRA - Administration
MANAGING DEPARTMENT: Public Works/Engineering
FORA Eucaplyptus Road Repairs - Administration
MANAGING DEPARTMENT: Public Works/Engineering
FORA Blight Removal - Engineering
MANAGING DEPARTMENT: Public Works/Engineering
FORA Blight Removal - Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 187
Packet Page 713
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES 56,643 33,203 56,643 56,643 86,018 Total $ 33,203 $ 56,643 $ 56,643 $ 56,643 $ 86,018
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
342-8910-9543 CUTINO PARK IMPROVEMENTS $ - $ 138 $ - $ - $ - 342-8910-9544 HIGHLAND OTIS PARK IMPROVEMENT - 101,624 - - - 342-8910-9569 LAGUNA GRANDE PARK IMPROV 17,851 33,080 29,132 33,759 280,000 342-8910-9570 PARKS IMPROVEMENTS - HAVANA SOLIZ 41,083 8,917 - - - 342-8910-9573 PORTAL PROJECT 9,109 60,891 - - -
342-8910-9575 SAN PABLO PEDESTRIAN BRIDGE 155,318 3,377,854 29,514 29,705 - 342-8910-9576 PARK MASTER PLAN 91,876 - - - -
342-8910-9577 RECREATION TRAILS PROGRAM - 360,000 - - - 342-8910-9578 LINCOLN CUNNINGHAM IMPROVEMENTS 417,052 - - 446,375 - 342-8910-9579 FREMONT CENTER MEDIANS 17,825 647,689 367,673 584,882 - 342-8910-9580 PUMP TRACK - - 27 27 -
342-8910-9581 PHASE I TRAILS 111,392 1,971,824 1,172,265 1,491,419 - 342-8910-9582 FERNANDO PARK IMPROVEMENT 280,187 - - - - 342-8910-9599 SABADO PARK IMPROVEMENTS 82,271 10,000 - 6,758 - 342-8910-9600 WHEELER TENNIS COURTS IMPROVEMENTS 4,465 25,135 24,500 24,500 - Total $ 1,330,191 $ 6,495,390 $ 1,623,111 $ 2,617,425 $ 280,000 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 6,196 $ 6,710 $ 6,710 $ 6,710 $ 1,586 343-8910-9550 NEW WELL PROJECT STUDY 18,954 36,949 10,585 10,585 - 343-8910-9551 FIRE ENGINE 2024 - 300,000 300,000 300,000 - 343-8910-9552 COURT HOUSE PROJECT - 1,150,000 - - -
343-8910-9553 AUTO CENTER TOWERS - - - - 25,000
Total $ 25,150 $ 1,493,659 $ 317,295 $ 317,295 $ 26,586 MANAGING DEPARTMENT: Public Works/Engineering
Capital Projects - Special Projects
MANAGING DEPARTMENT: Public Works/Engineering
Capital Projects - Parks Administration
MANAGING DEPARTMENT: Public Works/Engineering
Capital Projects - Parks
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 188
Packet Page 714
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES $ 65,814 $ 70,083 $ 65,814 $ 65,814 $ 94,942 344-8910-9550 OLDEMEYER CENTER - 60,000 - - -
344-8910-9551 PATTULLO SWIM CENTER - - - - 40,500
344-8910-9552 CITY HALL/LIBRARY PARKING LOT 701,294 - - - - 344-8910-9555 POLICE DEPARTMENT 21,127 1,003,046 4,537 5,167 - 344-8910-9556 FIRE STATION 1 114,157 589,982 84,366 410,815 85,000 344-8910-9557 FIRE STATION 2 364,744 715,177 26,530 14,758 - 344-8910-9559 SEASIDE STARS 94,702 60,586 31,858 31,858 40,000 344-8910-9561 CORP YARD AND AUTO SHOP CAPITAL REPAIRS 60,051 185,000 1,736 10,286 - 344-8910-9562 CITY HALL ADDITION 17,956 162,000 27,214 27,214 - 344-8910-9563 CITY FACILITIES PLAN 47,679 - - - -
344-8910-9564 SOPER COMMUNTY CENTER IMPROVEMENTS 13,100 - - - - 344-8910-9565 FABLAB - 370,000 - 370,000 -
344-8910-9566 1124 WHEELER - - - - 42,000
Total $ 1,504,895 $ 3,211,605 $ 242,056 $ 935,912 $ 302,442 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES 27,599 1,363 27,599 27,599 82,116 348-8910-9570 PARKS IMPROVEMENTS 48,797 1,300,212 36,358 42,552 75,000 Total $ 1,301,575 $ 76,396 $ 63,957 $ 70,151 $ 157,116
MANAGING DEPARTMENT: Public Works/Engineering
Capital Projects - Government Facilities
MANAGING DEPARTMENT: Public Works/Engineering
Cutino Park - Capital Project
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 189
Packet Page 715
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
401-8610-0001 SALARIES $ 7,658 $ 10,224 $ 7,330 $ 11,210 $ 6,699 401-8610-0002 OVERTIME - 67 43 65 -
BENEFITS 52,114 6,096 5,470 7,177 5,400
401-8610-0006 WORKERS COMPENSATION 5,960 4,947 4,947 4,947 460 401-8610-1033 FITNESS PROGRAM - - 14 21 21
401-8610-4122 DUES & MEMBERSHIP 7,952 9,000 8,965 8,965 - CENTRAL SERVICES AND INTERNAL CHARGES 374,873 459,473 459,473 459,473 329,322 401-8610-9603 DEPRECIATION EXPENSE 90,139 - - - -
401-8610-9610 BAD DEBT - WRITE OFF (42) - - - -
Total $ 541,287 $ 487,174 $ 486,241 $ 491,858 $ 341,902 MANAGING DEPARTMENT: Public Works/Engineering
Water - Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 190
Packet Page 716
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
401-8620-0001 SALARIES $ 208,895 $ 230,045 $ 83,819 $ 128,193 $ 281,839 401-8620-0002 OVERTIME 12,564 15,017 1,677 2,565 10,658 BENEFITS 142,264 118,896 75,472 93,130 212,583
401-8620-0006 WORKERS COMPENSATION 14,876 17,923 14,876 14,876 25,294 401-8620-1029 TRAINING & EDUCATION 10,000 5,331 425 5,331 20,000 401-8620-1033 FITNESS PROGRAM 500 346 53 81 500
401-8620-2049 UNIFORM SERVICE/LAUNDRY 4,000 3,306 1,819 2,798 4,000 401-8620-2053 OUTSIDE PRINTING SERVICE 2,000 2,483 927 1,426 2,000 401-8620-2072 WATER SAMPLING 7,000 2,973 2,193 3,374 7,000 401-8620-2073 SUBCONTRACTED WORK 31,000 20,190 16,407 25,241 60,000 401-8620-2078 OTHER EXPENSE - 1,000 - - 1,000
401-8620-3095 DEPARTMENT CONSUMABLES 19,194 16,000 4,314 6,637 20,000 401-8620-3097 SAFETY EQUIPMENT 1,076 1,000 1,000 1,538 2,000 401-8620-3104 COMPUTER SOFTWARE 3,106 2,500 2,379 2,500 2,500 401-8620-3107 TOOLS 1,642 2,000 684 1,052 2,000
401-8620-4121 MEETINGS & TRAVEL - 1,500 - - 1,500
401-8620-4122 DUES & MEMBERSHIP 471 1,000 175 269 1,500 401-8620-4123 BOOKS & PERIODICALS - 500 - - 500
401-8620-4124 POSTAGE 4,876 4,000 3,240 4,984 5,000
401-8620-5131 GAS & ELECTRIC 62,841 67,823 44,085 67,823 70,000 401-8620-8187 DEPARTMENT EQUIPMENT (14,031) 49,151 19,151 29,463 170,000 CENTRAL SERVICES AND INTERNAL CHARGES 11,257 19,932 19,932 19,932 25,522 401-8620-9602 PRINCIPAL PAYMENTS 344 10,231 6,812 10,480 10,231 401-8620-9603 DEPRECIATION EXPENSE 4,796 - - - -
401-8620-9605 INTEREST EXPENSE 651 8 - - -
401-8620-9609 CAPACITY FEE INTEREST 8,904 - - - 67,239
Total $ 521,640 $ 609,745 $ 299,438 $ 421,693 $ 1,002,866 MANAGING DEPARTMENT: Public Works/Engineering
Water - Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 191
Packet Page 717
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
401-8910-9125 WATERMASTER ASSESSMENT $ 37,614 $ 24,744 $ 39,722 $ 39,722 $ - 401-8910-9566 WATER MASTER PLAN 18,230 27,208 2,175 18,230 - 401-8910-9567 WATER SECURITY UPDATES - - - - 60,000
401-8910-9569 WELL REPLACEMENT - 5,000,000 1,857 119,046 400,000 401-8910-9570 MCWD INTERTIE - 435,076 9,060 367,513 -
401-8910-9571 MINOR MISC WELL UPGRADES - 20,166 - 10,083 - 401-8910-9576 FIRE HYDRANT INSTALLATION - - - - 25,000
Total $ 51,951 $ 5,511,086 $ 52,814 $ 554,594 $ 485,000 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
501-8510-0001 SALARIES $ - $ 14,724 $ 8,170 $ 12,495 $ 15,247 501-8510-0002 SALARIES 1 - 85 131 -
BENEFITS 14,351 - 5,193 7,274 9,628
501-8510-0006 WORKERS COMPENSATION 909 - - - -
501-8510-1033 FITNESS PROGRAM 2 - 37 56 56
501-8510-2074 BANK FEES & MISC CHARGES 53 - - - -
501-8510-3095 DEPARTMENT CONSUMABLES 33 - - - -
501-8510-5131 GAS & ELECTRIC 3,464 - 2,092 2,753 -
CENTRAL SERVICES AND INTERNAL CHARGES 149,280 182,047 182,047 182,047 206,353 501-8510-9602 PRINCIPAL PAYMENTS (35,346) 7,127 4,760 7,127 7,127 501-8510-9603 DEPRECIATION EXPENSE 16,075 - - - -
501-8510-9605 INTEREST EXPENSE 851 - - - -
Total $ 164,396 $ 189,174 $ 202,384 $ 211,883 $ 238,412 MANAGING DEPARTMENT: Public Works/Engineering
Water - Engineering
MANAGING DEPARTMENT: Public Works/Engineering
Maintenance - Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 192
Packet Page 718
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
501-8520-0001 SALARIES $ 199,814 $ 177,850 $ 117,284 $ 179,376 $ 191,718 501-8520-0002 OVERTIME 1,000 2,178 296 452 1,127
BENEFITS 123,201 149,898 101,441 130,775 147,878
501-8520-0006 WORKERS COMPENSATION 40,123 66,602 66,602 66,602 31,794 501-8520-1029 TRAINING & EDUCATION 915 1,000 650 855 2,000 501-8520-1033 FITNESS PROGRAM - 100 - - 100
501-8520-2049 UNIFORM SERVICE/LAUNDRY 2,757 2,800 1,517 2,447 2,800 501-8520-2068 REFUSE DISPOSAL 6,790 7,000 4,954 7,990 7,000 501-8520-2078 OTHER EXPENSE 1,151 1,300 562 906 1,300
501-8520-3095 DEPARTMENT CONSUMABLES 3,491 10,000 5,264 8,490 10,000 501-8520-3097 SAFETY EQUIPMENT 771 500 250 403 500
501-8520-3107 TOOLS 1,995 2,000 1,386 2,000 1,500
501-8520-4121 MEETINGS & TRAVEL 795 1,000 - - 3,000
501-8520-4122 DUES & MEMBERSHIP - 500 - - 500
501-8520-4123 BOOKS & PERIODICALS 2,318 2,500 1,125 1,480 4,000 501-8520-5131 GAS & ELECTRIC - 1,500 - - 5,000
501-8520-6144 VEHICLE PARTS 116,600 80,000 60,725 79,902 100,000 501-8520-6145 VEHICLE FUEL 242,271 280,000 139,789 225,465 280,000 501-8520-6146 OIL & LUBRICANTS 5,174 12,000 1,776 5,390 13,000 501-8520-6147 TIRES 24,149 25,000 8,838 14,255 25,000
501-8520-6148 OUTSIDE REPAIRS 148,483 110,000 56,404 90,975 125,000 501-8520-6149 BODY REPAIR & PAINTING 18,148 15,000 6,267 10,109 25,000 501-8520-8187 DEPARTMENT EQUIPMENT 7,729 31,261 13,721 22,130 30,000 CENTRAL SERVICES AND INTERNAL CHARGES 6,412 15,138 15,138 15,138 19,373 Total $ 933,301 $ 1,015,912 $ 603,988 $ 865,139 $ 1,027,590 MANAGING DEPARTMENT: Public Works/Engineering
Maintenance - Operations
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 193
Packet Page 719
AUTHORIZED POSITIONS
The employees for the Sanitation District are included in the Public Works & Engineering Summary Table
DEPARTMENTAL EXPENDITURES
Personnel Services $ 584,627 $ 495,170 $ 666,027 Services & Supplies $ 224,501 $ 212,455 $ 522,900 Capital Outlay and Debt $ 348,211 $ 404,409 $ 2,025,000 Internal Services & Central Support Charges $ 490,284 $ 607,505 $ 508,935 Total Expenditures $1,647,622 $1,719,539 $ 3,722,862
DEPARTMENTAL REVENUES
Sanitation District $ 4,321,160 $ 2,939,124 $ 2,973,281 Total Revenues $ 4,321,160 2,939,124 $ 2,973,281 $
Budget Summary
Public Works & Engineering - SCSD
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
The Seaside County Sanitation District Budget is being presented for informational purposes only
City of Seaside FY 2025/26 Proposed Budget
Page | 194
Packet Page 720
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
951-8810-0001 SALARIES $ 15,316 $ 16,330 $ 23,062 $ 35,272 $ 13,398 951-8810-0002 OVERTIME 84 500 85 131 500
BENEFITS 14,343 12,192 11,249 15,068 10,800
951-8810-0006 WORKERS COMPENSATION 3,799 3,153 3,153 3,153 - 951-8810-1022 LEGAL SERVICES 35,013 60,000 8,932 14,407 40,000 951-8810-1025 CITY AUDIT 10,444 10,000 - 7,500 10,000
951-8810-1029 TRAINING AND EDUCATION 225 3,000 - 2,000 5,000 951-8810-1030 CONSULTANT 1,176 80,000 591 2,000 80,000
951-8810-1033 FITNESS PROGRAM - 100 27 41 100
951-8810-1040 PROPERTY TAX ADMIN FEES 2,535 2,600 - 2,600 2,600 951-8810-1045 WASTE DISCHARGE FEE 3,746 4,000 - 3,746 4,000 951-8810-2053 OUTSIDE PRINTING SERVICE - - - - 1,000
951-8810-2063 PUBLISHING & LEGAL ADVERTISING - - - - 1,000 951-8810-2078 OTHER EXPENSE - - - - 500
951-8810-3092 STATIONARY SUPPLIES 31 200 - 200 -
951-8810-3095 DEPARTMENT CONSUMABLES 37 - - - 2,000
951-8810-4121 MEETINGS AND TRAVEL - - - - 500
951-8810-5132 TELEPHONE 481 2,000 - 1,867 2,000
951-8810-9196 IMPACT FEES 287,659 300,000 - 287,659 300,000 CENTRAL SERVICES AND INTERNAL CHARGES 423,331 542,788 542,788 542,788 443,435 951-8810-9395 VEHICLE MAINTENANCE 61,072 88,998 88,998 88,998 71,334 951-8810-9397 COMPUTER SERVICE 3,705 505 505 505 842
951-8810-9398 CENTRAL SERVICE CHARGES 358,554 453,285 453,285 453,285 371,259 Total $ 799,235 $ 1,035,848 $ 589,888 $ 918,432 $ 916,834 MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Gen. Fund - Administration
BUDGET DETAIL
The Seaside County Sanitation District Budget is being presented for informational purposes only
City of Seaside FY 2025/26 Proposed Budget
Page | 195
Packet Page 721
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
951-8820-0001 SALARIES $ 358,320 $ 242,752 $ 125,346 $ 191,706 $ 338,555 951-8820-0002 OVERTIME 42,514 38,599 1,497 2,289 48,265 BENEFITS 260,625 216,464 163,669 204,169 216,762
951-8820-0006 WORKERS COMPENSATION 43,307 52,179 43,307 43,307 37,446 951-8820-1029 TRAINING AND EDUCATION 21,000 2,287 3,395 5,476 20,000 951-8820-1030 CONSULTANT - - - - 20,000
951-8820-1033 FITNESS PROGRAM 77 200 22 34 200
951-8820-2049 UNIFORM SERVICE / LAUNDRY 3,640 4,000 2,003 3,230 4,000 951-8820-2054 EQUIPMENT REPAIR - 5,000 - - 20,000
951-8820-2068 REFUSE DISPOSAL 119 8,000 455 733 8,000
951-8820-2073 SUBCONTRACTED WORK 120,592 70,000 9,029 70,000 120,000 951-8820-3095 DEPARTMENT CONSUMABLES 8,472 35,000 16,463 26,554 40,000 951-8820-3097 SAFETY EQUIPMENT 2,971 3,200 676 1,091 3,500 951-8820-3102 COMPUTER SUPPLIES 1,365 5,135 3,484 5,000 5,000 951-8820-4121 MEETINGS AND TRAVEL 3,975 4,000 1,200 1,935 5,000 951-8820-4122 DUES AND MEMBERSHIPS 6,367 7,000 6,591 7,000 10,000 951-8820-5131 GAS AND ELECTRIC 15,388 16,000 10,572 17,051 16,000 951-8820-5133 WATER - 3,000 - - -
951-8820-8187 DEPARTMENT EQUIPMENT - 39,151 19,445 31,363 50,000 951-8820-8198 FOG PROGRAM 5,637 26,000 5,395 8,702 2,800 CENTRAL SERVICES AND INTERNAL CHARGES 12,539 22,404 22,404 22,404 28,554 951-8820-9602 PRINCIPAL PAYMENTS - 313 - 313 -
951-8820-9605 INTEREST EXPENSE - 2 - 2 -
Total $ 733,422 $ 974,170 $ 434,953 $ 642,359 $ 994,083 MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Gen. Fund - Operations
BUDGET DETAIL
The Seaside County Sanitation District Budget is being presented for informational purposes only
City of Seaside FY 2025/26 Proposed Budget
Page | 196
Packet Page 722
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
952-8820-8194 SEWER SYSTEM MNGT PLAN UPDATE $ - $ - $ 20,000 $ - $ - 952-8820-8198 SCSD STANDARDS PLANS - - - - 50,000
952-8820-9603 DEPRECIATION EXPENSE 88,290 - - - -
Total $ 88,290 $ 20,000 $ - $ - $ 50,000
MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Cap. Outlay - Operations
BUDGET DETAIL
The Seaside County Sanitation District Budget is being presented for informational purposes only
City of Seaside FY 2025/26 Proposed Budget
Page | 197
Packet Page 723
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
953-8820-9203 ANGELUS WAY SEWER MAIN UPGRADE $ - $ 3,460 $ - $ - $ - 953-8820-9208 SEWER MAIN UPGRADE - - 11,082 11,082 -
953-8820-9215 ROOT INTRUSION SWR MAIN RPLC - 352,178 44,000 44,000 50,000 953-8820-9216 SEWER MASTER PLAN 57,542 442,458 17,520 61,352 - 953-8820-9219 SEWER LATERAL PROGRAM - 50,000 - - 75,000 953-8820-9315 SEWER PIPE REPLACEMENT PROGRAM - - - - 150,000 953-8820-9316 MANHOLE IMPROVEMENT PROJECTS - - - - 250,000 953-8820-9317 HILBY AVENUE SEWER UPGRADE - - - - 400,000 953-8820-9318 BIRCH AVENUE SEWER UPGRADE - - - - 800,000 953-8820-9603 DEPRECIATION EXPENSE 292,270 - - - -
Total $ 353,272 $ 844,637 $ 72,602 $ 116,435 $ 1,725,000 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
953-8930-2078 OTHER EXPENSE $ - ($ 450) $ - $ - $ -
Total ($ 450) $ - $ - $ - $ -
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
954-8810-2090 LIABILITY INSURANCE $ 62,463 $ 54,413 $ 42,313 $ 42,313 $ 36,945 Total $ 54,413 $ 62,463 $ 42,313 $ 42,313 $ 36,945
MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Cap. Improvement - Operations
MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Insurance Reserve - Administration
MANAGING DEPARTMENT: Public Works/Engineering
Sanitation District Insurance Reserve - Administration
BUDGET DETAIL
The Seaside County Sanitation District Budget is being presented for informational purposes only
City of Seaside FY 2025/26 Proposed Budget
Page | 198
Packet Page 724
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 199
Packet Page 725
RECREATION DEPARTMENT
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 200
Packet Page 726
Who We Are:
The Recreation Department provides high-quality park and recreation facilities, programs, services, and natural areas that meet the needs of the diverse community we serve. These essential assets connect people to place, self, and others. The department is responsible for the management of four major recreation facilities and the provision of recreation programs for families, youth, and senior citizens.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
This past fiscal year, the Recreation Department hosted a number of significant events such as the 8th Annual Parent University, Seaside Stars on Broadway and the Cityʼs 70th Birthday Celebration which included a drone show. The Art and History Commission accomplished four additional art projects—two Oldemeyer Center Murals, Preschool Mural and Utility Box Program. The Parks and Recreation Commission had fostered the 2nd annual residential tree give-away program, and worked with the neighborhood Improvement Commission to resurface the Wheeler Street Tennis courts to include Pickleball.
For 2026, we hope to expand our current programs and community services by adding multiple new programs and events throughout the year. The Department will also focus on completing our strategic priorities of becoming a Blues Zones Project Certification community, and work with the Chevron Fab foundation to the Fab Lab implementation. Lastly, we will continue to work with the community to identify the needs of our youth and teens by offering our Youth Employment Program. (Strategic Priority Alignment: Effective Accessible Government, Vibrant Local Economy, Diverse, Inclusive Community, Community Safety & Quality of Life)
Recreation
Divisions
Youth & Education Center | Youth Resource Center | Patullo Swim Center | Oldemeyer Center Soper Community Center | Family and Community Support
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 201
Packet Page 727
Recreation Department
Recreation Superintendent
Family & Community
Support Practitioner
Family & Community
Support Technician (2)
Youth Center
Supervisor
Youth Resource
Center Coordinator
Senior Facility
Attendant
Custodian
Recreation
Supervisor
Administrative Assistant
Recreation Program
Coordinator (2)
Administrative Analyst
(BSCC Grant)
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 202
Packet Page 728
AUTHORIZED POSITIONS
Number of Full-Time Employees 12 12 12
DEPARTMENTAL EXPENDITURES
Personnel Services $ 3,842,386 $ 3,528,448 $ 4,067,481 Services & Supplies $ 1,201,016 $ 1,072,199 $ 2,730,912 Capital Outlay and Debt $ 44,260 $ 43,669 $ 39,622 Internal Services & Central Support Charges $ 1,163,329 $ 850,120 $ 828,435 Total Expenditures $6,250,990 $5,494,436 $ 7,666,449
DEPARTMENTAL REVENUES
Fees, Fines and Reimbursements $ 395,525 $ 352,725 $ 380,696 Special Revenue Fund $ 35,448 $ 15,444 $ 2,106,043 Grants and Other Revenue $ ‐ $ 149,187 $ ‐ General Taxes $5,820,017 $4,977,080 $5,179,711
Total Revenues $ 6,250,990 5,494,436 $ 7,666,449 $
Budget Summary
Recreation Department
FY2024
Actual
FY2025
Projected
FY2026
Proposed
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 203
Packet Page 729
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9100-0001 SALARIES $ 256,232 $ 388,983 $ 286,931 $ 339,836 $ 289,652 100-9100-0002 OVERTIME - 1,000 16 24 1,000
BENEFITS 127,555 168,285 124,151 160,672 145,387
100-9100-0006 WORKERS COMPENSATION 25,739 22,661 22,661 22,661 3,840 100-9100-0020 PART-TIME HOURLY WAGES 38,392 39,803 26,080 44,483 22,242 100-9100-1029 TRAINING & EDUCATION 1,766 5,000 (10) 2,500 3,000 100-9100-1033 FITNESS PROGRAM 667 1,080 346 529 1,080
100-9100-2043 TEMPORARY CONTRACT SERVICES 3,692 3,000 1,169 3,000 3,000 100-9100-2049 UNIFORM SERVICE/LAUNDRY 500 1,000 - - 1,000 100-9100-2053 OUTSIDE PRINTING SERVICE 8,439 10,000 4,082 6,804 10,000 100-9100-2054 EQUIPMENT REPAIR 78 - - - 1,000
100-9100-2073 SUBCONTRACTED WORK 1,534 - 3,500 3,500 5,000 100-9100-2074 BANK FEES & MISC CHARGES 20,924 - 8,525 8,525 13,116 100-9100-2087 EQUIPMENT RENTAL 218 - (165) (165) 1,000
100-9100-3092 STATIONARY SUPPLIES 346 - - - -
100-9100-3093 JANITORIAL SUPPLIES - - 123 123 -
100-9100-3095 DEPARTMENT CONSUMABLES 9,846 12,500 8,554 12,500 10,000 100-9100-3102 COMPUTER SUPPLIES 4,502 4,000 105 4,000 2,500 100-9100-3104 COMPUTER SOFTWARE 9,588 12,500 9,607 9,607 11,500 100-9100-4121 MEETINGS & TRAVEL 291 2,000 - 3,308 2,500 100-9100-4122 DUES & MEMBERSHIP 487 2,000 - 1,000 2,000 100-9100-4124 MAIL SERVICES - 1,000 - 500 -
100-9100-5135 MOBILE COMMUNICATIONS 9,150 12,000 5,703 8,774 12,000 100-9100-8192 EQUIPMENT 2,259 3,000 - 2,500 1,500
CENTRAL SERVICES AND INTERNAL CHARGES 307,253 562,420 562,420 562,420 486,688 100-9100-9602 PRINCIPAL PAYMENTS 23,603 33,622 22,372 34,419 33,622 100-9100-9605 INTEREST EXPENSE 5,019 - - - -
Total $ 990,831 $ 1,153,103 $ 1,086,170 $ 1,231,520 $ 1,062,626 MANAGING DEPARTMENT: Recreation
Administration
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 204
Packet Page 730
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9105-0001 SALARIES $ 116,791 $ 117,257 $ 74,295 $ 113,628 $ 118,484 100-9105-0002 OVERTIME 2,000 1,108 555 849 2,000
100-9105-0020 PART-TIME HOURLY WAGES 162,286 183,729 85,982 131,385 175,567 BENEFITS 94,175 95,124 69,938 91,604 120,718
100-9105-1029 TRAINING & EDUCATION 117 1,000 - 500 1,000 100-9105-1033 FITNESS PROGRAM 248 540 - - 540
100-9105-2049 UNIFORM SERVICE/LAUNDRY 15,420 13,000 8,531 13,125 15,420 100-9105-2073 SUBCONTRACTED WORK 2,160 5,000 3,405 5,238 5,000 100-9105-3093 JANITORIAL SUPPLIES 59,157 67,000 36,278 55,812 60,000 100-9105-3097 SAFETY EQUIPMENT 33 5,000 3,715 5,000 4,000 CENTRAL SERVICES AND INTERNAL CHARGES 330,831 (319,379) (319,379) (319,379) (344,660) Total $ 782,790 $ 169,805 ($ 36,679) $ 97,763 $ 158,069 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9200-0001 SALARIES $ 69,648 $ 53,902 $ 43,017 $ 65,791 $ 73,284 100-9200-0002 OVERTIME 371 1,000 57 88 1,000
BENEFITS 67,956 51,514 61,876 78,409 79,042
100-9200-0006 WORKERS COMPENSATION 5,329 4,423 4,423 4,423 1,641 100-9200-0020 PART-TIME HOURLY WAGES 159,998 196,393 100,452 156,632 199,195 100-9200-1029 TRAINING & EDUCATION 1,449 5,000 - 2,000 3,000 100-9200-1033 FITNESS PROGRAM 164 540 106 162 540
100-9200-2043 TEMPORARY CONTRACT SERVICES 4,215 5,000 75 4,500 2,500 100-9200-2044 COPIER SERVICES 6,690 10,000 4,903 7,543 8,000 100-9200-2053 OUTSIDE PRINTING SERVICE 1,000 1,000 - 1,000 1,000 100-9200-2063 PUBLISHING & LEGAL ADVERTISIN 10,394 7,500 820 7,500 3,500 100-9200-2070 ALARM SERVICE 6,001 8,000 2,609 4,013 8,000 100-9200-2075 CONTRACT INSTRUCTORS 12,513 20,000 8,876 13,655 18,000 100-9200-3092 STATIONARY SUPPLIES 109 - - - -
100-9200-3095 DEPARTMENT CONSUMABLES 12,082 25,000 10,326 15,887 15,000 100-9200-4121 MEETINGS & TRAVEL 86 1,000 - - 1,000
100-9200-7132 SENIOR EXCURSIONS 11,000 12,500 8,831 12,500 10,000 100-9200-7190 ART PROGRAM 4,235 5,000 2,599 4,400 4,000 100-9200-8192 EQUIPMENT PURCHASE 10,864 6,500 5,209 6,500 2,500 CENTRAL SERVICES AND INTERNAL CHARGES 30,058 27,940 27,940 27,940 75,577 Total $ 398,416 $ 457,958 $ 282,118 $ 412,943 $ 506,779 MANAGING DEPARTMENT: Recreation
Janitorial Services
MANAGING DEPARTMENT: Recreation
Community Center
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 205
Packet Page 731
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9220-4206 FARMER'S MARKET $ - $ - $ - $ - $ 34,800
100-9220-7130 MOVIES IN THE PARK 3,000 1,849 2,155 3,000 3,000 100-9220-7131 FATHER DAUGHTER DANCE 2,000 2,132 1,517 1,517 2,000 100-9220-7134 FARMER'S MARKET 48,124 35,129 26,368 39,951 5,000 100-9220-7135 ART & HISTORY COMMISSION PROJECTS - 4,207 272 272 - 100-9220-7172 CITY BIRTHDAY 7,356 15,000 24,890 24,890 10,000 100-9220-7174 BLACK HISTORY MONTH 900 2,000 - 1,000 7,000 100-9220-7175 SUMMER PARK CONCERTS 28,513 35,000 28,828 35,000 35,000 100-9220-7176 4th OF JULY 22,983 18,000 7,036 18,000 18,000 100-9220-7181 HALLOWEEN PARTY 7,898 8,000 7,427 7,427 9,000 100-9220-7182 HOLIDAY SNOW FESTIVAL 16,850 14,000 17,305 17,305 17,000 100-9220-7185 BROADWAY EVENTS 2,940 5,000 3,621 5,000 4,000 100-9220-7186 EASTER EGG HUNT 7,358 6,000 5,693 5,693 7,000 100-9220-7187 INTERNATIONAL DAY 6,000 - - - -
100-9220-7188 GUELAGUETZA DAY 30,882 18,000 17,132 17,132 20,000 100-9220-7190 SYRC EVENTS 5,969 3,000 3,116 3,116 5,000 CENTRAL SERVICES AND INTERNAL CHARGES 5,817 7,936 7,936 7,936 11,416 Total $ 186,781 $ 185,060 $ 153,296 $ 187,240 $ 188,216 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9250-0001 SALARIES $ 253,205 $ 202,984 $ 116,016 $ 177,436 $ 196,022 100-9250-0002 OVERTIME 690 1,000 - - 1,000
BENEFITS 100,755 130,875 74,517 94,044 100,811
100-9250-1029 TRAINING & EDUCATION 2,252 7,500 130 3,000 7,500 100-9250-1033 FITNESS PROGRAM 261 1,620 - - 1,620
100-9250-2049 UNIFORM SERVICE/LAUNDRY 69 1,000 - - 1,000 100-9250-2054 EQUIPMENT REPAIR 73 500 - 250 500
100-9250-3095 DEPARTMENT CONSUMABLES 24,830 13,000 5,398 8,305 13,000 100-9250-4203 COMM SOCIAL SRV GRT 497,659 510,000 235,000 410,000 420,000 100-9250-4207 SATELLITE OFFICE 21,660 - - - -
CENTRAL SERVICES AND INTERNAL CHARGES 167,618 243,534 243,534 243,534 136,700 Total $ 1,018,853 $ 1,162,233 $ 674,594 $ 936,568 $ 878,153 MANAGING DEPARTMENT: Recreation
Community Events
MANAGING DEPARTMENT: Recreation
Family & Community Support
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 206
Packet Page 732
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9310-0001 SALARIES $ 177,673 $ 169,877 $ 111,982 $ 171,267 $ 192,919 100-9310-0002 OVERTIME 3,000 3,987 228 348 1,000
BENEFITS 110,544 119,328 88,210 113,535 134,145
100-9310-0006 WORKERS COMPENSATION 11,987 10,295 10,295 10,295 5,105 100-9310-0020 PART-TIME HOURLY WAGES 890,319 818,088 449,754 642,506 772,258 100-9310-1027 BACKGROUND INVESTIGATION - 4,000 - 500 4,000 100-9310-1029 TRAINING & EDUCATION 421 3,000 8 500 3,000 100-9310-1033 FITNESS PROGRAM - 540 - - 540
100-9310-2049 UNIFORM SERVICE/LAUNDRY 2,759 3,500 - 500 3,500 100-9310-2054 EQUIPMENT REPAIR 494 - - 500 500
100-9310-2073 SUBCONTRACTED WORK 5,030 9,000 3,394 6,000 3,000 100-9310-3095 DEPARTMENT CONSUMABLES 8,032 8,000 3,378 8,000 7,000 100-9310-3102 COMPUTER SUPPLIES 5,373 3,500 1,594 3,500 3,500 100-9310-7132 EXCURSIONS 1,809 2,000 1,174 2,000 2,000
100-9310-7133 TEEN EVENTS 4,313 3,000 1,331 3,000 3,000 100-9310-7135 MUSIC & ART 138 1,000 420 1,000 1,000
100-9310-7170 COMMUNITY SUPPORT 50,000 50,000 - 50,000 50,000 100-9310-8187 DEPARTMENT EQUIPMENT 2,515 250 125 250 2,000 CENTRAL SERVICES AND INTERNAL CHARGES 88,754 117,616 117,616 117,616 185,870 Total $ 1,356,353 $ 1,333,790 $ 789,509 $ 1,131,317 $ 1,374,337 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9320-0002 OVERTIME $ 3,000 $ 3,829 $ 1,271 $ 1,944 $ 2,000 BENEFITS 47,147 35,676 39,617 46,447 32,099
100-9320-0006 WORKERS COMPENSATION 5,307 6,394 5,307 5,307 1,313 100-9320-0020 PART-TIME HOURLY WAGES 387,510 367,253 187,230 301,344 269,997 100-9320-1029 TRAINING & EDUCATION 1,500 2,456 - 1,500 1,500 100-9320-2043 TEMPORARY CONTRACT SERVICES - 2,000 - 2,000 2,000 100-9320-2049 UNIFORM SERVICE/LAUNDRY 7,500 6,000 2,711 4,171 5,500 100-9320-2063 PUBLISHING & LEGAL ADVERTISIN 304 1,000 745 1,146 1,000 100-9320-2073 SUBCONTRACTED WORK 4,754 4,500 3,352 4,500 5,000 100-9320-3092 STEM PROGRAM SUPPLIES 15,965 23,496 7,010 20,785 10,000 100-9320-3095 DEPARTMENT CONSUMABLES 20,445 22,500 11,873 18,266 20,000 100-9320-3102 COMPUTER SUPPLIES 117 1,500 - - 1,500
100-9320-7136 CAMP EVENTS 1,065 2,000 1,782 2,000 2,000 CENTRAL SERVICES AND INTERNAL CHARGES 6,506 21,368 21,368 21,368 41,782 Total $ 472,265 $ 528,828 $ 282,267 $ 430,778 $ 395,691 MANAGING DEPARTMENT: Recreation
Youth Education & Resource Center
MANAGING DEPARTMENT: Recreation
After School & Intercession Services
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 207
Packet Page 733
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9330-0006 WORKERS COMPENSATION $ 7,371 $ 8,881 $ 7,371 $ 7,371 $ - CENTRAL SERVICES AND INTERNAL CHARGES 1,586 13,015 1,586 1,586 1,712 Total $ 21,896 $ 8,957 $ 8,957 $ 8,957 $ 1,712
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9340-0001 SALARIES $ - $ 41,154 $ - $ - $ -
100-9340-0002 OVERTIME 1,500 173 - - 1,500
BENEFITS 24,146 3,389 1,983 3,033 5,955
100-9340-0006 WORKERS COMPENSATION 4,263 3,538 3,538 3,538 279 100-9340-0020 PART-TIME HOURLY WAGES 74,536 54,270 67,459 107,245 135,258 100-9340-1029 TRAINING & EDUCATION 150 1,000 - - 1,000
100-9340-2049 UNIFORM SERVICE/LAUNDRY 564 2,000 349 537 5,000 100-9340-2063 PUBLISHING & LEGAL ADVERTISIN 293 1,000 56 86 1,000 100-9340-2073 SUBCONTRACTED WORK 7,155 10,500 11,040 11,040 13,000 100-9340-3095 DEPARTMENT CONSUMABLES 9,183 9,000 10,221 10,221 8,000 100-9340-7136 SUPPORT SEASIDE RAIDERS 7,500 7,500 - 7,500 7,500 100-9340-7137 RENTAL - INDOOR FACILITIES 3,000 5,500 3,600 3,600 5,500 CENTRAL SERVICES AND INTERNAL CHARGES 13,945 13,248 13,248 13,248 16,056 Total $ 186,061 $ 112,445 $ 111,494 $ 160,047 $ 200,048 MANAGING DEPARTMENT: Recreation
School Intersessional Services
MANAGING DEPARTMENT: Recreation
Athletics Services
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 208
Packet Page 734
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9350-0002 OVERTIME $ - $ 104 $ - $ - $ -
BENEFITS 14,610 21,391 18,718 21,708 32,673
100-9350-0006 WORKERS COMPENSATION 6,394 5,307 5,307 5,307 443 100-9350-0020 PART-TIME HOURLY WAGES 92,438 113,424 62,698 97,377 115,836 100-9350-1029 TRAINING & EDUCATION 1,348 1,500 54 500 1,500 100-9350-2049 UNIFORM SERVICE/LAUNDRY 725 750 584 898 1,000 100-9350-2073 SUBCONTRACTED WORK 1,271 16,500 2,625 4,038 5,000 100-9350-3095 DEPARTMENT CONSUMABLES 5,306 6,000 2,993 6,000 5,500 100-9350-3102 COMPUTER SUPPLIES - 1,000 - 500 500
CENTRAL SERVICES AND INTERNAL CHARGES 9,109 8,065 8,065 8,065 11,636 Total $ 131,306 $ 173,937 $ 101,043 $ 144,393 $ 174,089 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
100-9400-0001 SALARIES $ 72,632 $ 22,720 $ 44,869 $ 68,622 $ 76,421 100-9400-0002 OVERTIME 838 1,200 346 530 1,000
BENEFITS 35,498 47,837 54,491 67,101 97,444
100-9400-0006 WORKERS COMPENSATION 21,699 19,346 19,346 19,346 1,756 100-9400-0020 PART-TIME HOURLY WAGES 336,384 384,755 211,405 338,308 498,362 100-9400-2049 UNIFORM/LAUNDRY SERVICE 2,716 4,000 2,305 3,546 3,500 100-9400-2054 EQUIPMENT REPAIR 390 3,000 587 903 2,500
100-9400-2063 PUBLISHING & LEGAL ADVERTISIN - 250 217 334 500 100-9400-2073 SUBCONTRACTED WORK 412 1,000 - 1,000 1,000 100-9400-3095 DEPARTMENT CONSUMABLES 12,432 10,000 2,162 5,000 7,500 100-9400-3097 SAFETY EQUIPMENT 4,215 3,000 1,416 3,000 1,700 100-9400-7138 LIFEGUARD 1,260 1,000 313 482 500
100-9400-7140 SHARKS 902 1,000 163 1,000 250
100-9400-7141 SWIM LESSONS 10,424 10,000 2,493 3,836 5,000 CENTRAL SERVICES AND INTERNAL CHARGES 176,734 160,917 160,917 160,917 200,915 Total $ 635,944 $ 732,707 $ 508,523 $ 685,418 $ 912,182 Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
BENEFITS $ - $ 5,735 $ 3,615 $ 3,615 $ -
100-9500-0006 WORKERS COMPENSATION 4,648 4,006 4,006 4,006 607 100-9500-0020 PART-TIME HOURLY WAGES - 21,497 - - -
100-9500-3095 DEPARTMENT CONSUMABLES 76 - - - -
CENTRAL SERVICES AND INTERNAL CHARGES 9,824 1,068 1,068 1,068 1,350 Total $ 14,548 $ 32,306 $ 8,689 $ 8,689 $ 1,957
MANAGING DEPARTMENT: Recreation
Pre School Services
MANAGING DEPARTMENT: Recreation
Swim Center
MANAGING DEPARTMENT: Recreation
Senior/Human Services
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 209
Packet Page 735
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
CENTRAL SERVICES AND INTERNAL CHARGES 744 1,166 744 744 925 Total $ 1,166 $ 744 $ 744 $ 744 $ 925
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
202-7410-0001 SALARIES $ - $ - $ - $ - $ 94,313
BENEFITS - - - - 40,184
202-7410-0006 WORKERS COMPENSATION - - - - 542
202-7410-1025 PROGRAM AUDIT - - - - 8,333
202-7410-1029 TRAINING & EDUCATION - - - - 2,316
202-7410-2073 SUBCONTRACTED WORK - - - - 10,933
202-7410-2130 PROP 47 PROJECT EVALUATION & MONITORING - - - - 33,333 202-7410-3095 DEPARTMENT CONSUMABLES - - - - 8,167
202-7410-3102 COMPUTER SUPPLIES - - - - 8,167
202-7410-4121 MEETINGS & TRAVEL - - - - 2,316
202-7410-8001 MOBILE COMMUNICATIONS - - - - 1,553,394
CENTRAL SERVICES AND INTERNAL CHARGES - - - - 2,468
Total $ - $ - $ - $ - $ 1,764,467
Account Account Name FY 2024
Actual
FY 2025
Adjusted
Budget
Activity thru
2/27/2025
Projected FY
2025
FY 2026
Request
251-9500-7125 SENIOR ACTIVITIES $ 55,000 $ 51,081 $ 39,583 $ 55,000 $ 45,000 CENTRAL SERVICES AND INTERNAL CHARGES 3,057 2,699 3,057 3,057 - Total $ 53,780 $ 58,057 $ 42,640 $ 58,057 $ 45,000
MANAGING DEPARTMENT: Recreation
Contract Classes
MANAGING DEPARTMENT: Recreation
BSCC Prop 47
MANAGING DEPARTMENT: Recreation
Senior/Human Services
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 210
Packet Page 736
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 211
Packet Page 737
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 212
ENTERPRISE FUNDS
Packet Page 738
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 213
ENTERPRISE FUNDS OVERVIEW
Enterprise Funds are used to account for operations that are supported by a fee charged to external users for services, similar to a private business. The accrual basis of accounting is utilized by all Enterprise funds and therefore ending balances are referred to as “Net Position” rather than “Fund Balance”.
The City has two Enterprise Funds: the Water fund and the Golf fund.
Packet Page 739
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 214
Seaside Municipal Water System
The City of Seasideʼs Municipal Water System (SMWS) provides water service to approximately 800 accounts within a portion of Seaside, California. The SMWS is one of three water providers to Seaside residents, including California American Water Company and Marina Coast Water District.
The SMWS is a self-sustaining enterprise, meaning revenues (mostly sourced from water rates) aim to recover the cost to operate and maintain the water system The water fund receives revenues from user charges based on water usage. All expenditures for the operation of the water system including maintenance, capital outlay, debt service, and depreciation are charged to this fund.
Rates were last assessed through a study in 2019. Primary cost factors impacting water rates include the increasing cost of operations and maintenance as well as over $3 million of capital improvement projects needed to repair aging infrastructure. Although the rate increases between 2019 and 2022 increased revenues as planned, debt financing for capital needs was not pursued as outlined in the plan.
The Seaside Municipal Water System is managed by the Cityʼs Public Works and Engineering department.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
In Fiscal Year 2024-25the Seaside Municipal Water system provided service to 798 customers. A water rate study was also underway to in order assess potential rate increases that may take place in 2025-26.
In Fiscal Year 2025-26, Seaside Muni plans to implement a new water rate based on study developed in previous years. In addition, the Water Enterprise plans to pursue a Well Replacement project with completion of the design phase and start of construction, and complete a Water Master Assessment to reimburse the Seaside Groundwater Basin Watermaster for their administration and operations cost.
Packet Page 740
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 215
Packet Page 741
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 216
WATER RATES:
Monthly Meter Charges
(Fixed Rates)
Meter Size
Effective
1/1/2022
3/4" or less $39.67
1 Inch Meter $66.12
1.5 Inch Meter $132.24
2 Inch Meter $211.59
3 Inch Meter $396.73
4 Inch Meter $661.21
6 Inch Meter $1,322.42
MONTHLY CONSUMPTION CHARGES
Effective Tier 1 Tier 2
4/30/2023 $10.60 per
unit
$17.80 per
unit
Single Family Residential (per dwelling) 0 ‐ 3.7 3.7 +
Multifamily #1 (per meter) ‐ Del Monte Manor 0 ‐ 618.2 618.2 + Multifamily #2 (per meter) ‐ Villa Del Monte 0 ‐ 156.5 156.5 + School #1 (per student) ‐ Martin Luther King 0 ‐ .4327 .4327 + School #2 (per student) ‐ Highland Elementary 0 ‐ .4440 .4440 + School #3 (per student) ‐ International School of Monterey 0 ‐ .4056 .4056 + Church #1 (per meter) ‐ Greater Victory Temple 0 ‐ 19.8 19.8 + Church #2 (per meter) ‐ Seventh Day Adventist 0 ‐ 3.7 3.7 + Fire Department 0 ‐ 3.7 3.7 +
1 unit = 748 gallons
Packet Page 742
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 217
Budget Outlook: As will be seen on the following pages the Seaside Municipal Water System expects revenues of $1.3M in FY 2025-26 as compared with expenditures of $1.8M.
A decrease in net position ($528k) is budgeted. The decrease is primarily due to capital project work planned in the upcoming year, most notably a Well Replacement Project and related improvements for $400k for design. The fund has sufficient resources projected at FY 2025-26 year-end, in the form of net position, available to absorb the decrease.
The preliminary estimated overall cost of the New Well project has been revised down from $15.5M to $5.0M. One part of the downward revision is due to the removal of the water line necessary to deliver water to the Campus Town development project from the scope of the project. The planning and design phase began in fiscal year 2022-23 and 2023-24 respectively. A roll-forward budget amount of $1.5M is estimated and the budget request for FY 2025-26 is for $400K.
The City will continue looking for any infrastructure grant fund available from the Federal Government and/or low interest loans from the State of California. The City feels that once the design phase is complete and the project is “shovel ready” many more grant dollars will become obtainable for the construction phase of the project.
Packet Page 743
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 218
Budget Comparison by Budget Year
FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 Actual Actual Actual Actual Projected Proposed Results Results Results Results Budget Budget 968,562 $ 849,250 $ 1,264,328 $ 2,344,909 $ 2,549,397 $ 2,237,899 $ Fees & Charges 1,029,925 1,267,780 1,079,871 1,258,497 1,146,225 1,270,153 Grant Revenue - 32,304 - - - -
Reimbursements - - - - - -
Miscellaneous-Other 3,487 4,162 (231) 69 3,638 2,452
Income from Investments 1,842 680 24,651 60,797 6,785 18,951 Transfers In 1,500,000 - - -
1,035,253 1,304,925 2,604,291 1,319,362 1,156,647 1,291,556 Personnel Services 167,529 356,817 605,695 450,593 262,264 543,454 Services & Supplies 584,715 176,521 517,530 173,363 715,997 854,000 Other 62,694 62,637 124,198 99,652 - 67,239
Internal Service Charge 46,841 47,551 49,550 47,964 53,636 54,496 Administrative Allocation 285,386 238,927 221,807 338,166 425,769 300,348 Debt Service (0) (8) 1,348 344 10,480 10,231
1,147,165 882,444 1,520,128 1,110,082 1,468,146 1,829,768 (111,911) 422,481 1,084,163 209,280 (311,499) (538,212) Ending Net Position- Seaside Municipal Water 849,250 $ 1,264,328 $ 2,344,909 $ 2,549,397 $ 2,237,899 $ 1,699,687 $ Sub-Total Revenue
ExpensesChange in Net Position
Sub-Total Expenses
SEASIDE MUNICIPAL WATER
Beginning BalanceRevenues
Packet Page 744
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 219
Packet Page 745
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 220
Golf Course Enterprise
The City of Seaside is home to the Bayonet and Black Horse golf courses, once part of the Fort Ord military base. These courses are now open to the public and host PGA Tour events, including the 2012 PGA Professional National Championship. This fund is used to account for the operations of the golf courses.
The Golf courses are operated according to a Ground Lease by and between the City of Seaside and Seaside Golf Acquisition Group, LLC. The operator pays an annual percentage rent to the Cityʼs general fund based on a calculation of Gross Revenue. The minimum annual rent payment was initially $100,000 and increases when certain gross revenue thresholds are met. With the Golf Course now being watered with Recycled Water, the minimum annual rent has increased to $200,000. The City is required to provide up to four hundred acre feet of water per lease year. Any amount used above that threshold is paid by the lessee.
Further, an annual payment is received from the operator, and is used by the Cityʼs Golf Enterprise fund to retire debt. The outstanding capital as of June 30, 2025 will be $2,665,000.
Retirement of debt is the only operational activity conducted by the City.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
In fiscal year 2024-25, the Golf Enterprise made a debt service payment for $330k. The Enterprise also continues to use recycled water from Marina Coast Water District rather than potable water from the Seaside Groundwater Basin.
In Fiscal Year 2025-26, the Golf Enterprise expects to continue making debt service payments on the irrigation infrastructure. Additionally, a new hotel development is expected to get under way at the Golf Course.
Packet Page 746
ENTERPRISE FUNDS
City of Seaside FY 2025/26 Draft Budget
Page | 221
Packet Page 747
SPECIAL REVENUE & GRANTS
SPECIAL REVENUE & GRANTS
City of Seaside FY 2025/26 Proposed Budget
Page | 222
Packet Page 748
Special Revenue & Grants
Special Revenue Funds account for revenues received that have restrictions placed on their use or are committed for specified purposes either through statute or by City Council policy. The City has a number of different special revenue funds, including grants received from Federal, State, and other Agencies.
The City of Seaside actively seeks grants to augment ongoing revenue sources. Over the years, the City has been very successful in obtaining grant funding for a wide variety of projects, ranging from planning activities to community services and capital projects. Historically, all City departments have been involved in seeking and administering grants.
The City expects to apply for additional grants for which awards have not yet been announced, and any awards could provide additional funding for activities in the FY 2025/26 budget year. If additional funds are awarded, budget amendments will be processed, as needed, to reflect grant revenues and expenditures.
To review a fund balance analysis for each fund please refer to page XXX of this budget document.
Current Year Highlights
CDBG grant; ADA Curb
Ramp Project; $340K
FEMA-CalOES Programs
Reimbursements; $170K
ATP Grant; $555K
Gas Tax Receipts; $869K
SB1-RMRA; $837K
Measure X funds; $1.3M
POMA Maintenance Funds;
$1.0M
PLHA Grant; $300K
BSCC-Prop 47; $6.0M; Four
Years Reimbursable Grant
Start October 3, 2024
Note: Current year highlights
are year-end projections,
unaudited and subject to change.
Grants staff are pursuing
FY2026 CDBG-HUD
allocation for public
services programs and CIP
projects.
Caltrans-RTP Funds for
Design and Construct trails
within Laguna Grande Park.
USDOT-Build Grant Funds
for Broadway Avenue
Complete Street Corridor
Improvements project.
City of Seaside FY 2025/26 Proposed Budget
Page | 223
Packet Page 749
Fund No. Fund Name/Managing Dept. Description
246;297 Housing
Managing Dept: Community,
Housing & Economic Development
247 Housing Non-Profit
Managing Dept: Community,
Housing & Economic Development
248 Permantent Local Housing Allocation
Managing Dept: Community,
Housing & Economic Development
271 Stormwater
Managing Dept:
Public Works & Engineering
329 FORA Bond
Managing Dept:
Public Works & Engineering
113 POMA
Managing Dept:
Public Works & Engineering
200 CDBG
Managing Dept: Community,
Housing & Economic Development
210 Streets; Gas Tax Fund
Managing Dept:
Public Works & Engineering
This fund is used to account for any grants from
the Federal Community Development Act.
The City’s Gas Tax allocations are recorded in
this fund. The use of these funds is restricted to
the maintenance, repair, and design of streets
by State and Federal legislation.
Presidio of Monterey Authority fund is used to
account for the revenues and expenditures
associated with the maintenance of facilities and
infrastructure at the Presidio of Monterey Annex.
Special Revenue
Fund Descriptions
This fund accounts for City Housing activities
and was created as a result of the Dissolution of
the Redevelopment Agency.
This fund was established to account for
revenues and expenditures related to the
operation and maintenance of the City’s storm
drain and stormwater management system.
Currently the only funding source for this fund is
the City's general fund.
Grant funds for the removal of blight and
remediation activity on former Ft. Ord properties
within Seaside.
This fund was established to account for the
PLHA program allocation received from the
California Department of Housing and
Community Development.
This fund was established to account for the
Housing Non-Profit which is supported by
Merged Housing Funds.
City of Seaside FY 2025/26 Proposed Budget
Page | 224
Packet Page 750
Fund No. Fund Name/Managing Dept. Description
211 Transportation Safety & Investment
Managing Dept:
Public Works & Engineering
212 Transportation Capital Project
Managing Dept:
Public Works & Engineering
214 SB1-RMRA
Managing Dept:
Public Works & Engineering
220 Proposition 172
Managing Dept:
Police/Fire
2xx Public Safety
Managing Dept:
Police/Fire
221 Supplemental Law Enforcement
Managing Dept:
Police
This fund accounts for revenues and
expenditures related to the Measure X sales tax
measure.
Special Revenue
Fund Descriptions (continued)
This fund accounts for all of the City's
Transportation capital projects. All costs are
accounted for in this fund and revenue is
received in the form of inter-fund transfers from
various other special revenue funds as well as
the general fund.
This fund is used to account for the state
allocations to the City for basic road
maintenance, rehabilitation, and critical safety
projects on the local streets and roads system.
This fund is used to account for the sales tax
designated to be spent by cities only for public
safety services.
This fund accounts for various grants related to
Public Safety, including; DOJ safety equipment,
Public Safety courses taught by City of Seaside
personnel, Asset Forfeiture funds and Peninsula
Regional Violence and Narcotics Task Force
funds.
The California Supplemental Law Enforcement
fund is used to track State revenues distributed
through the County of Monterey. The funds are
restricted to specific uses in the Police
Department.
City of Seaside FY 2025/26 Proposed Budget
Page | 225
Packet Page 751
Fund No. Fund Name/Managing Dept. Description
245 National Opioids Settlement
Managing Dept:
Police
106;231 SAFER FEMA Grant
Managing Dept:
Police/Fire
202 Prop 47 BSCC Grant
Community Services
Managing Dept: Recreation
251- 257 Community Services
Managing Dept:
Recreation
602 Recreation Endowment
Community Services
Managing Dept: Recreation
225 State of California Grants
Managing Dept:
Public Works & Engineering
226 Other Federal Grants
Managing Dept:
Public Works & Engineering
Special Revenue
The Opioids Settlement fund is used to track the
funds received from various National Opioids
Settlement Trust accounts. The funds are
restricted to be spent on opioid remediation
activities.
This fund is used to account for any grants
received by the City for emergency
preparedness as well as the revenue and
expenditures related to a FEMA grant for
additional staffing of firefighters.
This fund is used to account for the funds
received from the Gardner Trust which are
restricted to use for Senior Programs
Fund Descriptions (continued)
This fund accounts for various grants related to
Community Services, including; Found Property,
Senior Programs, Oldemeyer Center
Maintenance, Youth Center Maintenance, Soper
Field Community Center Maintenance,
Swimming Pool Maintenanc and Parks
Maintenance. Funding is largely provided by
Recreation activity fees.
This fund accounts for Grant funds awarded by
Federal agencies in accordance to Grant
Agreements.
This fund accounts for Grant funds awarded by
State agencies in accordance to Grant
Agreements.
This fund is used to account for the grant
received from the State of California, Board of
State and Community Corrections, which
expenditures are restricted to activities identified
in the Proposition 47 grant program agreement.
City of Seaside FY 2025/26 Proposed Budget
Page | 226
Packet Page 752
Fund No. Fund Name/Managing Dept. Description
261 Impact Fees
Managing Dept:
Finance
262 Disability Access
Managing Dept:
Finance
291 PEG Access
Managing Dept:
Finance
332-335 FORA Non-Bond
Managing Dept:
Public Works & Engineering
997 Housing Settlement
Managing Dept: Community,
Housing & Economic Development
This fund is used to account for funds set aside
for affordable housing and the RDA low and
moderate income housing fund.
This fund accounts for funds provided to the City
from the Seaside Highlands developer in
accordance with the developer agreement.
This fund accounts for a $4 collected from each
business license, as required by SB1186. A
portion of the amount collected is retained for
restricted use by the Building Division and a
portion is remitted to the State on an annual
basis.
This fund accounts for Public Education &
Government Acces fees collected on resident’s
cable bills. The expenditures are restricted to
use for televising public meetings.
Funds for the preservation and maintenance of
natural habitat within designated areas of the
former Ft. Ord. and activities related to the
Environmental Services Cooperative Agreement
with the US Army for activity related to property
within the former Ft. Ord.
Special Revenue
Fund Descriptions (continued)
City of Seaside FY 2025/26 Proposed Budget
Page | 227
Packet Page 753
Budget Outlook: As will be seen on the following pages, the City expects to receive $7.2M in special revenue and grants for fiscal year 2025-26. This is a significant portion of the City’s projected revenue, at 11% of total revenue. When excluding Internal Service Funds, Enterprise Funds, the City’s Custodial (SCSD) and Trust Funds, the percentage increases to 13%.
Grants are expected at $3.1M or 43%, while special revenue will contribute $4.1M or 57%.
The City’s Public Works & Engineering department receives the highest amount of grants and special revenue at $4.1M or 57% of total.
City of Seaside FY 2025/26 Proposed Budget
Page | 228
Packet Page 754
Beginning 2024/2025 2024/2025 2024/2025 Estimated 2025/26 2025/26 2025/26 Estimated Balance Estimated Net Estimated June 30, 2025 Budgeted Net Budgeted June 30, 2026 Fund # Fund Name July 1, 2024 Revenues Transfers Expenditures Fund Balance Revenues Transfers Expenditures Fund Balance Special Revenue & Grants
246;297 Housing Special Revenue Community, Housing & Economic Development 8,038,825 100,391 402,437 2,251,307 6,290,346 102,601 445,605 749,857 6,088,695 247 Housing Non-Profit Special Revenue Community, Housing & Economic Development (26,348) - 39,780 13,432 0 - 50,000 50,000 - 248 Permanent Local Housing Grants Community, Housing & Economic Development - 300,175 - - 300,175 300,175 - - 600,350 271 Stormwater Special Revenue Public Works & Engineering 2,581 19,705 1,266,005 1,266,005 22,285 11,034 1,270,283 1,270,283 33,319 329 FORA Bond Special Revenue Public Works & Engineering 4,640,702 - - 642,347 3,998,355 - - 4,173,377 (175,022) 103 Laguna Grande Project Special Revenue Public Works & Engineering 454 - - - 454 - - - 454 113 POMA Special Revenue Public Works & Engineering 953,835 1,514,417 - 1,291,049 1,177,203 - - 712,799 464,404 200 CDBG Grants Community, Housing & Economic Development 547,271 600,000 - 581,291 565,980 500,000 (240,000) 438,116 387,864 210 Streets; Gas Tax Fund Special Revenue Public Works & Engineering (826,159) 1,098,084 1,590,283 2,417,866 (555,658) 893,701 1,698,217 2,867,042 (830,782) 211 Transportation Safety & Investment Special Revenue Public Works & Engineering 1,747,806 1,266,172 (1,931,796) 2,869 1,079,313 1,302,455 (1,256,952) 509 1,124,307 212 Tranportation Capital Projects Special Revenue Public Works & Engineering (590,146) - 4,355,767 3,730,000 35,621 - 2,092,197 2,071,524 56,294 214 SB1-RMRA Special Revenue Public Works & Engineering 3,143,705 826,433 (1,426,273) - 2,543,865 858,756 (1,392,430) - 2,010,191 220 Proposition 172 Special Revenue Police/Fire 19,138 153,657 - 137,653 35,142 155,229 - 144,618 45,753 2xx Public Safety Special Revenue Police/Fire 283,325 32,294 - 46,953 268,666 16,039 - 29,143 255,562 221 Supplemental Law Enforcement Special Revenue Police 499,573 152,478 - 162,150 489,901 169,319 - 224,132 435,087 245 Opioid Settlement Special Revenue Police (93,788) - - - (93,788) - - - (93,788) 106;231 SAFER FEMA Grant Special Revenue Police/Fire (167,017) - - - (167,017) - - - (167,017) 202 BSCC Prop 47 Grants Recreation - - - - - 1,764,467 - 1,764,467 - 251- 257 Community Services Special Revenue Recreation 235,469 15,444 50,000 58,057 242,855 22,868 9,500 45,000 230,223 225 State of California Grants Grants Public Works & Engineering - 103,984 (818,000) - (714,016) 523,708 (201,391) - (391,699) 226 Other Federal Grants Grants Public Works & Engineering - - - - - - - - - 261 Impact Fees Special Revenue Finance 811,571 - (362,883) - 448,688 - (80,673) - 368,015 262 Disability Access Special Revenue Finance 3,415 - - - 3,415 - - - 3,415 291 PEG Access Special Revenue Finance 8,200 50,000 - 50,000 8,200 50,000 - 50,000 8,200 332-335 FORA Non-Bond Special Revenue Public Works & Engineering 3,234,548 464,517 - 712,681 2,986,384 552,103 - 564,663 2,973,824 602 Recreation Endowment Special Revenue Recreation 110,420 1,728 (50,000) - 62,149 2,021 (50,000) - 14,170 997 Housing Settlement Special Revenue Community, Housing & Economic Development 1,222,192 7,203 - - 1,229,395 12,893 - - 1,242,288 Special Revenue & Grants 23,799,572 $ 6,706,681 $ 3,115,320 $ 13,363,660 $ 20,257,913 $ 7,237,367 $ 2,344,357 $ 15,155,529 $ 14,684,108 $ City of Seaside FY 2025/26 Proposed Budget
Page | 229
Packet Page 755
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 230
INTERNAL SERVICES FUNDS
Packet Page 756
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 231
INTERNAL SERVICE FUNDS OVERVIEW
Internal Service Funds are used by the City to account for the financing of goods and services provided by one department to other departments within a government organization.
Fees are set on a cost-reimbursement basis. Internal Service Funds are set up to take advantage of economies of scale, to avoid duplication of effort, and to accurately identify costs of specific governmental services.
The City utilizes three Internal Service Funds:
Equipment Maintenance
Self-Insurance
Management Information Systems.
Packet Page 757
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 232
Vehicle Maintenance
The Vehicle Maintenance division is responsible for ensuring functional, reliable and economical vehicles and equipment necessary for the conduct of City operations This division provides vehicle and equipment specifications for bidding purposes, assists with vehicle and equipment auctions, and prepares and administers the annual fleet budget. In addition, Fleet & Equipment Services coordinates the following external services: paint and body repair, engine and transmission repair/rebuild, heavy-duty suspension service, air conditioning service, providing fuel and glass replacement.
The Vehicle Maintenance division also works with the Department of Consumer Affairs, Bureau of Automotive Repair on the smog program for the cityʼs fleet of 75 Vehicles required to be smog tested. The new program is a continues monitoring of the vehicle electronically which allows the Vehicle Maintenance staff to not have to physically take the vehicles in for bi-annual smog checks, thus saving time for other repairs on emergency vehicles.
The State of California requires mechanics be certified to work on fire apparatus vehicles. This program saves the city money on allowing staff to work on the apparatus vehicles and not have to send out of county to the nearest dealer/s.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Accomplishments for fiscal year 2024-25 include replacement of heavy equipment and vehicles for the Fire Dept. (fire apparatus) replacement of an additional 3 vehicles of the aging fleet with more cost effect vehicles where possible and training of staff to become certified to work on fire apparatus vehicles.
Goals for fiscal year 2025-26 include replacement of a 17 year old fire engine and continuing to replace other aging vehicles in the fleet with more cost effect vehicles and electrifying the fleet where possible. Also, upgrading antiquated shop equipment/tools.
Packet Page 758
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 233
Packet Page 759
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 234
Self-Insurance
Risk management activities of a governmental entity can be accounted for in either the General Fund or an Internal Service Fund, if one fund is used. The City uses the Insurance Internal Service Fund for budgeting such costs. Under this model, operating departments in the various City funds receive a charge from the Risk Management fund, and all costs (premiums, claims, and related) are reflected in a single fund. This allows for better accounting and monitoring of the Cityʼs risk management costs. Costs accounted for in this fund include premiums and claims costs for the following:
o General Liability insurance o Auto Physical Damage insurance o Excess Liability insurance o Employment Practices Liability insurance o Property/casualty insurance o Workerʼs Compensation insurance
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
Accomplishments for fiscal year 2024-25 include: Maintain membership in the California Joint Powers Insurance Authority (CalJPIA), Serve as board member on the Municipalities, Colleges, Schools Insurance Group (MICSIG) board and, began the
Goals for fiscal year 2025-26 include: Maintain membership in the California Joint Powers Insurance Authority (CalJPIA), Serve as board member on the Municipalities, Colleges, Schools Insurance Group (MICSIG) board, Keep abreast of current issues effecting risk management and pursue mitigation techniques designed to reduce the number of Workersʼ Compensation claims.
Packet Page 760
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 235
Packet Page 761
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 236
Management Information Systems
Who We Are:
The Management Information Systems Division is now under the City Managerʼs Office, and consists of three full time employees, and provides technology support services to all City departments and staff.
Our staff ensures that all City departments have the most efficient and effective technology to perform their duties and provide service to the public.
We are responsible for ensuring maximum uptime and security of all City data information systems.
Fiscal Year 2025 Accomplishments and Fiscal Year 2026 Goals:
For fiscal year 2025, the Information Technology Department continued enhancing the Cityʼs overall cybersecurity posture, ensuring higher levels of information/data security. Completed cybersecurity intrusion/readiness testing to determine any strengths/weaknesses of the City IT infrastructure. The IT Department added additional staffing to increase staffing levels to three full time employees, greatly enhancing IT services by being more proactive and responsive.
Continue enhancing services to City staff enabling more efficient and effective customer service to the public. Begin process of upgrading key IT systems within the City to current supported software. Focus on building the IT department into a sustainable and more capable group to provide additional services and support to City staff. Continue developing long-term technology roadmaps and succession planning as well as begin work with departments to determine IT needs.
Packet Page 762
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 237
Packet Page 763
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 238
Budget Outlook: As may be seen on the following page the City’s Internal Service Funds have budgeted user charges sufficient to fund the coming year’s operations as well as maintain fund balances equal to approximately 25% of the fiscal year 2025-26 operating expenditures.
As was mentioned previously, revenues for the internal service funds are paid by the departments that participate in the services provided.
Equipment Maintenance: With the fiscal year 2021-22 budget, the equipment maintenance department began a vehicle-leasing program with Enterprise Fleet Management. The first year encountered some setbacks as vehicle availability remained strained due to supply chain issues and demand for vehicles in the market place remained high. These conditions continued in to fiscal year 2023-24.Ultimately, replacing the City’s aging fleet with new lease vehicles will reduce vehicle maintenance costs. The leasing program also allows the City to remain flexible so that when new electric vehicles come to market, staff can act quickly to procure them, without being locked into long-term assets.
Equipment maintenance costs are allocated to participating departments based on the number of vehicles owned with extra weight given based on the age and type of vehicle.
Included in the budget for fiscal year 2025-26 is $280k for fuel costs and $394k for personnel costs. The department has two dedicated mechanics.
Self-Insurance: Projected increases in health care costs remain high and are forecast for fiscal year 2025-26 to increase by 13%. Dental and Vision rates are projected to remain flat. After doubling over the past few years from $1M in fiscal year 2018-2019 to $2.4M projected for fiscal year 2023-24, worker’s compensation insurance is decreased to $2.2M for fiscal year 2024-25. This decline represents the successful efforts to reduce workers compensations. Worker’s compensation declined further to $1.9M for fiscal year 2025-26.
Liability insurance is allocated to participating departments based on relative operating budgets. Worker’s compensation insurance is allocated to the participating departments based on the number of employees with extra weight given based on position type and recent departmental trends.
Management Information Systems: The Management Information Systems (IT) fiscal year 2025-26 budget is set to increase $177k over the previous fiscal year’s projected expenditures. The increase is being driven by increased personnel costs due to the 4% cost of living adjustment and increased costs of city software that exceed the increase in inflation. Projects for fiscal year 25-26 include beginning work on city-wide email domain name changes and software updates for the City’s operations system. Included in the budget is $205k for software renewal costs and $705k in personnel costs. The department has three dedicated IT employees. IT costs are allocated to participating departments based on the number of network user accounts.
Packet Page 764
INTERNAL SERVICE FUNDS
City of Seaside FY 2025/26 Proposed Budget
Page | 239
Beginning 2024/2025 2024/2025 2024/2025 Estimated 2025/26 2025/26 2025/26 Estimated Balance Estimated Net Estimated June 30, 2025 Budgeted Net Budgeted June 30, 2026 Fund # Fund Name Fund Type Managing Department July 1, 2024 Revenues Transfers Expenditures Fund Balance Revenues Transfers Expenditures Fund Balance*Internal Service Funds:501 Equipment Maintenance Internal Service Public Works & Engineering (103,315) 1,513,480 $ - $ 1,077,022 $ 333,143 $ 1,217,657 $ - $ 1,266,002 $ 284,798 $ 502 Self Insurance Internal Service Human Resources & Risk Management 1,578,176 4,388,495 - 4,642,367 1,324,304 2,732,036 - 3,429,403 626,937 503 Management Information Systems Internal Service City Manager 250,213 1,115,515 - 917,485 448,243 1,020,303 - 1,141,517 327,030 Subtotal Internal Service Funds: 1,725,074 $ 7,017,489 $ - $ 6,636,873 $ 2,105,690 $ 4,969,997 $ - $ 5,836,922 $ 1,238,765 $
CITY OF SEASIDE
FUND BALANCE ANALYSIS
FISCAL YEAR 2025-2026 BUDGET
Packet Page 765
Funding Source Issue Date Maturity Date Interest Rate
GENERAL FUND
PGE On Bill Financing 7/1/2019 4/1/2030 0 $ 53,596.15 $ 15,018.32 $ - $ - $ 15,018.32 $ 38,577.83 Capital Lease - Energy Project 12/14/2016 12/14/2031 3.23% $ 258,088.11 $ 34,790.66 $ 7,917.66 $ - $ 42,708.32 $ 223,297.45 Capital Lease - Ladder Truck 2017 12/27/2017 12/27/2027 2.591% $ 216,854.05 $ 107,040.18 $ 44,887.50 $ 151,927.68 - $ $ 109,813.87 Capital Lease - Ladder Truck 2024 10/18/2024 10/18/2034 2.380% $ 732,072.23 $ 57,608.08 $ 38,214.17 $ - $ 95,822.25 $ 674,464.15 Capital Lease - 2021 Enterprise Fleet 11/31/2021 8/31/2027 1.350% $ 445,521.35 $ 170,287.92 $ 45,957.96 $39,795.72 256,041.60 $ $ 275,233.43 Capital Lease - 2022 Fire Engine 6/1/2023 6/1/2023 3.790% $ 709,476.68 $ 93,827.16 $ 23,462.99 $ 117,290.15 - $ $ 615,649.51 Total General Fund Debt $ 1,683,536.34 $ 420,964.24 $ 122,226.11 $ 582,986.07 $1,262,572
WATER ENTERPRISE FUND
Interfund loan from General Fund - Water Capacity 9/1/2022 6/30/2044 0.37% $ 1,231,346.67 $ 62,670.52 $ 4,568.30 $ - $ 67,238.82 $ 1,168,676.15 Capital Lease - 2021 Enterprise Fleet 3/31/2024 3/31/2028 1.350% $ 26,162.96 $ 6,825.12 $ 2,034.36 $505.56 $ 9,365.04 $ 19,337.84
GOLF COURSE FUND
Golf Lease Revenue Bond 12/14/2006 8/1/2037 6.70 - 7.125% 2,665,000.00 $ $ 145,000.00 $ 184,715.63 $ 3,000.00 $ 332,715.63 $ 2,520,000.00 Total Enterprise Fund Debt $3,922,510 $214,496 $191,318 3505.56 $409,319 $ 3,708,014
PRIVATE PURPOSE TRUST FUNDS
2014 Tax Allocation Bond 12/23/2014 8/1/2033 3.25 - 5.00% 1,380,000.00 $ $ 135,000.00 $ 44,887.50 $ 3,400.00 $ 183,287.50 $ 1,245,000.00 Total Private Purpose Trust Fund Debt $1,380,000 $135,000 $44,888 $183,288 $1,245,000
OTHER FUNDS
Measure X Bond 10/10/2018 5/1/2047 3.00 - 5.00% 9,560,000.00 $ $ 285,000.00 $ 358,650.00 $ 1,925.00 $ 645,575.00 $ 9,275,000.00 Cutino Park Improvement Bond 10/10/2018 5/1/2038 3.00 - 5.00% 3,860,000.00 $ $ 230,000.00 $ 144,868.76 $ 1,925.00 $ 376,793.76 $ 3,630,000.00 Capital Lease - 2022 Street Sweeperr (Streets) 6/1/2023 6/1/2023 3.790% $284,327 $37,602 $9,403 $0 $ 47,004.78 $ 246,725.49 Total Other Fund Debt $13,704,327 $552,602 $512,922 $1,069,374 $13,151,725 Total Debt $20,690,373 $1,323,062 $871,354 $2,244,967 $19,367,312 Debt Service Summary
Balance 6/30/2025
Principal Payment
FY 25/26 Balance 6/30/2026
Interest Expense
FY 25/26
Est. Fees
FY 25/26 Total Due FY 25/26
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 240
Packet Page 766
GENERAL FUND: 2024 PNC Pierce Fire Engine
$1,302,072.23
City of Seaside
2024 Lease‐Purchase
Date: October 18, 2024
Interest: Annual each October, commencing October 18, 2024. Interest accrues at 2.38%.
Maturity: October 18, 2034
Rating: N/A
Purpose: This lease is to finance the purchase of one (1) Pierce Fire Engine for the Fire Department from Golden State Fire Apparatus.
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 57,608.08 $ 38,214.17 $ ‐ 95,822.25 $ $ 95,822.25 Fiscal Year Principal Interest Total
FY 24‐25 300,000.00 $ $ 232,012.50 $ 300,000.00 FY 25‐26 57,608.08 $ $ 38,214.17 $ 95,822.25 FY 26‐27 60,615.22 $ $ 35,207.03 $ 95,822.25 FY 27‐28 63,779.34 $ $ 32,042.91 $ 95,822.25 FY 28‐29 67,108.62 $ $ 28,713.63 $ 95,822.25 FY 29‐30 70,611.69 $ $ 25,210.56 $ 95,822.25 FY 30‐31 74,297.62 $ $ 21,524.63 $ 95,822.25 FY 31‐32 78,175.95 $ $ 17,646.30 $ 95,822.25 FY 32‐33 $ 82,256.74 $ 13,565.51 $ 95,822.25 FY 33‐34 $ 86,550.54 $ 9,271.71 $ 95,822.25 FY 34‐35 $ 91,068.43 $ 4,753.82 $ 95,822.25 $ 1,032,072.23 $ 458,162.77 $ 1,258,222.50
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 241
Packet Page 767
STREETS FUND: 2018 MEASURE X BOND
$11,050,000
City of Seaside
2018 Lease Revenue Bond
Measure X Road Improvements
Date: October 10, 2018
Interest: Semiannual each April and December, commencing April 15, 2019. Interest accrues at 3.00% ‐
5.00%.
Maturity: May 1, 2047
Rating: Standard & Poor’s Rating Services have assigned the ratings of “AA‐” to the Bonds.
Purpose: Proceeds from the bond will be used to (1) finance the costs of rehabilitation, reconstruction, preservation, and improvement of public streets and roadways within the corporate limits of the City and (2) pay costs of issuance of Measure X Bonds. The final phase of projects using bond proceeds was fiscal year 2021‐2022.
Security: The funding source for debt service payments is Measure X tax revenue received by the City.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 285,000.00 $ 358,650.00 $ 643,650.00 $ 1,925.00 $ 645,575.00 Fiscal Year Principal Interest Total
FY 18‐19 30,000.00 $ $ 233,746.25 $ 263,746.25 FY 19‐20 $ 225,000.00 $ 417,750.00 $ 642,750.00 FY 20‐21 230,000.00 $ $ 411,000.00 $ 641,000.00 FY 21‐22 $ 235,000.00 $ 404,100.00 $ 639,100.00 FY 22‐23 $ 245,000.00 $ 394,700.00 $ 639,700.00 FY 23‐24 $ 255,000.00 $ 384,900.00 $ 639,900.00 FY 24‐25 $ 270,000.00 $ 372,150.00 $ 642,150.00 FY 25‐26 $ 285,000.00 $ 358,650.00 $ 643,650.00 FY 26‐27 $ 295,000.00 $ 344,400.00 $ 639,400.00 FY 27‐28 $ 310,000.00 $ 329,650.00 $ 639,650.00 FY 28‐29 $ 325,000.00 $ 314,150.00 $ 639,150.00 FY 29‐30 $ 345,000.00 $ 297,900.00 $ 642,900.00 FY 30‐31 $ 355,000.00 $ 287,550.00 $ 642,550.00 FY 31‐32 $ 365,000.00 $ 276,900.00 $ 641,900.00 FY 32‐33 $ 375,000.00 $ 265,493.76 $ 640,493.76 FY 33‐34 $ 390,000.00 $ 253,306.26 $ 643,306.26 FY 34‐35 $ 400,000.00 $ 240,143.76 $ 640,143.76 FY 35‐36 $ 415,000.00 $ 226,643.76 $ 641,643.76 FY 36‐37 $ 430,000.00 $ 212,118.76 $ 642,118.76 FY 37‐38 $ 445,000.00 $ 197,068.76 $ 642,068.76 FY 38‐39 $ 460,000.00 $ 180,937.50 $ 640,937.50 FY 39‐40 $ 475,000.00 $ 163,687.50 $ 638,687.50 FY 40‐41 $ 495,000.00 $ 145,875.00 $ 640,875.00 FY 41‐42 $ 515,000.00 $ 127,312.50 $ 642,312.50 FY 42‐43 $ 535,000.00 $ 108,000.00 $ 643,000.00 FY 43‐44 $ 555,000.00 $ 87,937.50 $ 642,937.50 FY 44‐45 $ 575,000.00 $ 67,125.00 $ 642,125.00 FY 45‐46 $ 595,000.00 $ 45,562.50 $ 640,562.50 FY 46‐47 $ 620,000.00 $ 23,250.00 $ 643,250.00 $ 11,050,000.00 $ 7,172,008.81 $ 18,222,008.81
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 242
Packet Page 768
CUTINO PARK FUND: 2018 CUTINO PARK BOND
$5,060,000.00
City of Seaside
2018 Lease Revenue Bond
Cutino Park Improvement Project
Date: October 10, 2018
Interest: Semiannual each April and December, commencing April 15, 2019. Interest accrues at 3.00% ‐
5.00%.
Maturity: May 1, 2038
Rating: Standard & Poor’s Rating Services have assigned the ratings of “AA‐” to the Bonds.
Purpose: Proceeds from the bond will be used to (1) finance the costs of acquisition, construction, improvement, rehabilitation, and renovation of Cutino Park, (2) fund capitalized interest on the Cutino Park Bonds through and including November 1, 2019, and (3) pay costs of issuance of the Cutino Park Bonds.
Security: The lease payments received by the City are pledged to pay the scheduled principal and interest payments on the lease revenue bonds.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 230,000.00 $ 144,868.76 $ 374,868.76 $ 1,925.00 $ 376,793.76 Fiscal Year Principal Interest Total
FY 18‐19 ‐ $ 107,992.14 $ 107,992.14 FY 19‐20 $ 185,000.00 $ 193,418.76 $ 378,418.76 FY 20‐21 $ 190,000.00 $ 187,868.76 $ 377,868.76 FY 21‐22 $ 195,000.00 $ 182,168.76 $ 377,168.76 FY 22‐23 $ 200,000.00 $ 174,368.76 $ 374,368.76 FY 23‐24 $ 210,000.00 $ 166,368.76 $ 376,368.76 FY 24‐25 $ 220,000.00 $ 155,868.76 $ 375,868.76 FY 25‐26 $ 230,000.00 $ 144,868.76 $ 374,868.76 FY 26‐27 $ 240,000.00 $ 133,368.76 $ 373,368.76 FY 27‐28 $ 255,000.00 $ 121,368.76 $ 376,368.76 FY 28‐29 $ 265,000.00 $ 108,618.76 $ 373,618.76 FY 29‐30 $ 280,000.00 $ 95,368.76 $ 375,368.76 FY 30‐31 $ 290,000.00 $ 86,968.76 $ 376,968.76 FY 31‐32 $ 300,000.00 $ 78,268.76 $ 378,268.76 FY 32‐33 $ 305,000.00 $ 68,893.76 $ 373,893.76 FY 33‐34 $ 315,000.00 $ 58,981.26 $ 373,981.26 FY 34‐35 $ 325,000.00 $ 48,350.00 $ 373,350.00 FY 35‐36 $ 340,000.00 $ 37,381.26 $ 377,381.26 FY 36‐37 $ 350,000.00 $ 25,481.26 $ 375,481.26 FY 37‐38 $ 365,000.00 $ 13,231.26 $ 378,231.26 $ 5,060,000.00 $ 2,189,204.82 $ 7,249,204.82
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 243
Packet Page 769
ENTERPRISE FUND: 2006 GOLF COURSE BOND
$4,000,000
City of Seaside
2006 Lease Revenue Bond
Golf Course
Date: December 14, 2006
Interest: Semiannual each February and August, commencing December 14, 2006. Interest accrues at 6.70% ‐ 7.125%.
Maturity: August 1, 2037
Rating: Standard & Poor’s Rating Services have assigned the ratings of “A” to the Bonds.
Purpose: Proceeds from the bond will be used to finance the costs of capital improvements to the irrigation system of the City’s Bayonet and Black Horse Golf Courses.
Security: The lease payments received by the City are pledged to pay the scheduled principal and interest payments on the lease revenue bonds.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 145,000.00 $ 184,715.63 $ 329,715.63 $ 3,000.00 $ 332,715.63 Fiscal Year Principal Interest Total
FY 06‐07 $ ‐ $ 36,918.83 $ 36,918.83 FY 07‐08 $ ‐ $ 282,782.50 $ 282,782.50 FY 08‐09 $ ‐ $ 282,782.50 $ 282,782.50 FY 09‐10 $ ‐ $ 282,782.50 $ 282,782.50 FY 10‐11 $ 55,000.00 $ 280,940.00 $ 335,940.00 FY 11‐12 $ 55,000.00 $ 277,255.00 $ 332,255.00 FY 12‐13 $ 60,000.00 $ 273,372.50 $ 333,372.50 FY 13‐14 $ 65,000.00 $ 269,122.50 $ 334,122.50 FY 14‐15 $ 70,000.00 $ 264,532.50 $ 334,532.50 FY 15‐16 $ 75,000.00 $ 259,602.50 $ 334,602.50 FY 16‐17 $ 80,000.00 $ 254,332.50 $ 334,332.50 FY 17‐18 $ 85,000.00 $ 248,637.50 $ 333,637.50 FY 18‐19 $ 90,000.00 $ 242,512.50 $ 332,512.50 FY 19‐20 $ 100,000.00 $ 235,862.50 $ 335,862.50 FY 20‐21 $ 105,000.00 $ 228,687.50 $ 333,687.50 FY 21‐22 $ 110,000.00 $ 221,162.50 $ 331,162.50 FY 22‐23 $ 120,000.00 $ 213,037.50 $ 333,037.50 FY 23‐24 $ 130,000.00 $ 204,131.25 $ 334,131.25 FY 24‐25 $ 135,000.00 $ 194,690.63 $ 329,690.63 FY 25‐26 $ 145,000.00 $ 184,715.63 $ 329,715.63 FY 26‐27 $ 160,000.00 $ 173,850.00 $ 333,850.00 FY 27‐28 $ 170,000.00 $ 162,093.75 $ 332,093.75 FY 28‐29 $ 180,000.00 $ 149,625.00 $ 329,625.00 FY 29‐30 $ 195,000.00 $ 136,265.63 $ 331,265.63 FY 30‐31 $ 210,000.00 $ 121,837.51 $ 331,837.51 FY 31‐32 $ 225,000.00 $ 106,340.63 $ 331,340.63 FY 32‐33 $ 240,000.00 $ 89,775.00 $ 329,775.00 FY 33‐34 $ 255,000.00 $ 72,140.63 $ 327,140.63 FY 34‐35 $ 275,000.00 $ 53,259.38 $ 328,259.38 FY 35‐36 $ 295,000.00 $ 32,953.13 $ 327,953.13 FY 36‐37 $ 315,000.00 $ 11,221.88 $ 326,221.88 $ 4,000,000.00 $ 5,847,223.88 $ 9,847,223.88
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 244
Packet Page 770
PRIVATE PURPOSE TRUST FUND: 2014 TAX ALLOCATION REFUNDING $9,140,000
City of Seaside Successor Agency to the Redevelopment Agency 2014 Tax Allocation Refunding Bond
Successor Agency
Date: December 23, 2014
Interest: Semiannual each February and August, commencing December 23, 2014. Interest accrues at 3.25% ‐ 5.00%.
Maturity: August 1, 2033
Rating: Series 2014
Purpose: On September 24, 2003, the Agency issued the Merged Project Area, Tax Allocation Bonds, Series 2003. The bond proceeds are used in the Merged Project Area. On February 1, 2012, after the Redevelopment Dissolution Act, this debt wastransferred to the Redevelopment Successor Agency of the City. On December 23, 2014, the 2003 series bonds were refunded and are now series 2014.
Security: The tax revenues received by the Successor Agency to the Redevelopment Agency of the City of Seaside are pledged to pay the scheduled principal and interest payments on the bond.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 135,000.00 $ 44,887.50 $ 179,887.50 $ 3,400.00 $ 183,287.50 Fiscal Year Principal Interest Total
FY 14‐15 $ ‐ $ 42,608.82 $ 42,608.82
FY 15‐16 $ 1,675,000.00 $ 370,162.50 $ 2,045,162.50 FY 16‐17 $ 1,585,000.00 $ 304,962.50 $ 1,889,962.50 FY 17‐18 $ 1,650,000.00 $ 232,012.50 $ 1,882,012.50 FY 18‐19 $ 1,730,000.00 $ 147,512.50 $ 1,877,512.50 FY 19‐20 $ 550,000.00 $ 90,512.50 $ 640,512.50 FY 20‐21 $ 100,000.00 $ 74,262.50 $ 174,262.50 FY 21‐22 $ 110,000.00 $ 69,012.50 $ 179,012.50 FY 22‐23 $ 115,000.00 $ 63,387.50 $ 178,387.50 FY 23‐24 $ 120,000.00 $ 57,512.50 $ 177,512.50 FY 24‐25 $ 125,000.00 $ 51,387.50 $ 176,387.50 FY 25‐26 $ 135,000.00 $ 44,887.50 $ 179,887.50 FY 26‐27 $ 135,000.00 $ 38,137.50 $ 173,137.50 FY 27‐28 $ 145,000.00 $ 32,587.50 $ 177,587.50 FY 28‐29 $ 145,000.00 $ 28,237.50 $ 173,237.50 FY 29‐30 $ 155,000.00 $ 23,737.50 $ 178,737.50 FY 30‐31 $ 160,000.00 $ 18,912.50 $ 178,912.50 FY 31‐32 $ 165,000.00 $ 13,731.25 $ 178,731.25 FY 32‐33 $ 170,000.00 $ 8,287.50 $ 178,287.50 FY 33‐34 $ 170,000.00 $ 2,762.50 $ 172,762.50 $ 9,140,000.00 $ 1,714,615.07 $ 10,854,615.07
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 245
Packet Page 771
GENERAL FUND & STREETS FUND: 2022 EQUIPMENT LEASE
$1,367,000
City of Seaside
2022 Street Sweeper & Fire Engine
Date: October 28, 2022
Interest: 3.79%
Maturity: June 1, 2032
Rating: N/A
Purpose: Equipment lease purchase agreement with Webster Bank, for the purposes of acquiring a fire engine and street sweeper.
Security: 29% of the debt is secured by the streets fund. The remaining obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 131,429.00 $ 32,865.93 $ ‐ 164,294.93 $ $ 164,294.93 Fiscal Year Principal Interest Total
FY 22‐23 $ 133,641.00 $ 30,653.84 $ 164,294.84 FY 23‐24 $ 117,550.00 $ 46,774.31 $ 164,324.31 FY 24‐25 $ 122,005.00 $ 42,289.16 $ 164,294.16 FY 25‐26 $ 126,629.00 $ 37,665.17 $ 164,294.17 FY 26‐27 $ 131,429.00 $ 32,865.93 $ 164,294.93 FY 27‐28 $ 136,410.00 $ 27,884.77 $ 164,294.77 FY 28‐29 $ 141,580.00 $ 22,714.83 $ 164,294.83 FY 29‐30 $ 146,946.00 $ 17,348.95 $ 164,294.95 FY 30‐31 $ 152,515.00 $ 11,779.70 $ 164,294.70 FY 31‐32 $ 158,295.00 $ 5,999.38 $ 164,294.38 $ 1,367,000.00 $ 275,976.04 $ 1,642,976.04
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 246
Packet Page 772
GENERAL FUND: 2021 ENTERPRISE FLEET
$374,837.84
City of Seaside
2021 Vehicle Fleet
Date: November 30, 2021
Interest: 1.35%
Maturity: August 31, 2027
Rating: N/A
Purpose: Financing to support the purchase of 13 vehicles used City‐wide, including the Police Department, Fire Department, ESCA, Public Works, Recreation, and Building Department.
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2024/25 Payments $ 165,378.48 $ 42,695.76 $ 208,074.24 $17,417.40 258,538.44 $ Fiscal Year Principal Interest Total
FY 21‐22 61,143.17 $ $ 6,348.18 $ 67,491.35 FY 22‐23 $ 66,515.45 $ 12,430.34 $ 78,945.79 FY 23‐24 $ 216,770.83 $ 35,437.22 $ 252,208.05 FY 24‐25 $ 165,378.48 $ 42,695.76 $ 208,074.24 FY 25‐26 $ 165,378.48 $ 42,695.76 $ 208,074.24 FY 26‐27 $ 131,407.99 $ 37,043.60 $ 168,451.59 FY 27‐28 $ 99,535.87 $ 31,058.97 $ 130,594.84 FY 28‐29 $ 41,219.13 $ 12,888.15 $ 54,107.28 $ 947,349.40 $ 220,597.98 $ 1,167,947.38
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 247
Packet Page 773
GENERAL FUND: PG&E ON‐BILL FINANCING
$211,516.06
City of Seaside
2019 On‐bill financing
Date: July 1, 2019
Interest: 0%
Maturity: April 1, 2029
Rating: N/A
Purpose: On‐bill financing to upgrade government facility lighting to be more energy efficient.
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 15,018.32 $ ‐ $ 15,018.32 $ ‐ $ 15,018.32 Fiscal Year Principal General Fund Fund 210 Total
FY 19‐20 $ 21,924.14 $ 18,831.86 $ 3,092.28 $ 21,924.14 FY 20‐21 $ 38,822.76 $ 32,638.20 $ 6,184.56 $ 38,822.76 FY 21‐22 $ 33,013.56 $ 26,829.28 $ 6,184.28 $ 33,013.56 FY 22‐23 $ 22,801.08 $ 22,801.08 $ ‐ $ 22,801.08 FY 23‐24 $ 22,801.08 $ 22,801.08 $ ‐ $ 22,801.08 FY 24‐25 $ 18,557.29 $ 18,557.29 $ ‐ $ 18,557.29 FY 25‐26 $ 15,018.32 $ 15,018.32 $ ‐ $ 15,018.32 FY 26‐27 $ 14,242.20 $ 14,242.20 $ ‐ $ 14,242.20 FY 27‐28 $ 14,242.20 $ 14,242.20 $ ‐ $ 14,242.20 FY 28‐29 $ 10,093.43 $ 10,093.43 $ ‐ $ 10,093.43 $ 211,516.06 $ 196,054.94 $ 15,461.12 $ 211,516.06
BUDGET DETAIL
City of Seaside FY 2025/26 Proposed Budget
Page | 248
Packet Page 774
GENERAL FUND: ENERGY MANAGEMENT PROJECT CAPITAL LEASE
$1,075,000
City of Seaside
2017 PNC Lease
Lease No. 201789000
Date: December 14, 2016
Interest: 3.230% nominal annual rate compounded quarterly.
Maturity: December 14, 2031
Rating: N/A
Purpose: This lease is to finance the Energy Management Project & Energy Conservation and Renewable Energy Project, to include, but not limited to HVAC, Roof Replacement, Window Replacement and Generators as defined in the Energy Services Agreement (fully described in the scope of work).
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 34,790.66 $ 7,917.66 $ ‐ 42,708.32 $ $ 42,708.32 Fiscal Year Principal Interest Total
FY 16‐17 $ 28,105.67 $ 17,248.23 $ 45,353.90 FY 17‐18 $ 57,585.95 $ 33,121.85 $ 90,707.80 FY 18‐19 $ 59,468.62 $ 31,239.18 $ 90,707.80 FY 19‐20 $ 513,638.57 $ 21,005.31 $ 534,643.88 FY 20‐21 $ 29,621.41 $ 13,086.91 $ 42,708.32 FY 21‐22 $ 30,589.83 $ 12,118.49 $ 42,708.32 FY 22‐23 $ 31,589.92 $ 11,118.40 $ 42,708.32 FY 23‐24 $ 32,622.68 $ 10,085.64 $ 42,708.32 FY 24‐25 $ 33,689.24 $ 9,019.08 $ 42,708.32 FY 25‐26 $ 34,790.66 $ 7,917.66 $ 42,708.32 FY 26‐27 $ 35,928.08 $ 6,780.24 $ 42,708.32 FY 27‐28 $ 37,102.68 $ 5,605.64 $ 42,708.32 FY 28‐29 $ 38,315.70 $ 4,392.62 $ 42,708.32 FY 29‐30 $ 39,568.37 $ 3,139.95 $ 42,708.32 FY 30‐31 $ 40,861.98 $ 1,846.34 $ 42,708.32 FY 31‐32 $ 31,520.64 $ 510.60 $ 32,031.24 $ 1,075,000.00 $ 188,236.14 $ 1,263,236.14
BUDGET DETAIL
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GENERAL FUND: LADDER TRUCK CAPITAL LEASE
$981,371
City of Seaside
2017 PNC Lease
Lease No. 21936700
Date: December 27, 2017
Interest: 2.591% nominal annual rate compounded annually.
Maturity: December 27, 2027
Rating: N/A
Purpose: This lease is to finance the purchase of one (1) E‐One 1,500 G.P.M. Seventy‐Five Foot Aluminum Ladder Track.
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants*: N/A
Debt Service:
*Additional Covenants may apply. Please contact the City Finance Department for more information.
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 107,040.18 $ 44,887.50 $ ‐ 151,927.68 $ $ 151,927.68 Fiscal Year Principal Interest Total
FY 17‐18 $ 87,230.01 $ 232,012.50 $ 319,242.51 FY 18‐19 $ 89,490.32 $ 147,512.50 $ 237,002.82 FY 19‐20 $ 91,809.19 $ 90,512.50 $ 182,321.69 FY 20‐21 $ 94,188.15 $ 74,262.50 $ 168,450.65 FY 21‐22 $ 96,628.75 $ 69,012.50 $ 165,641.25 FY 22‐23 $ 99,132.60 $ 63,387.50 $ 162,520.10 FY 23‐24 $ 101,701.32 $ 57,512.50 $ 159,213.82 FY 24‐25 $ 104,336.61 $ 51,387.50 $ 155,724.11 FY 25‐26 $ 107,040.18 $ 44,887.50 $ 151,927.68 FY 26‐27 $ 109,813.87 $ 38,137.50 $ 147,951.37 $ 981,371.00 $ 868,625.00 $ 1,849,996.00
BUDGET DETAIL
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WATER FUND: 2022 INTERFUND LOAN
General Fund loan to Water Utility Fund
$1,293,750
City of Seaside Water Utility
Date: September 1, 2022
Interest: 0.371%
Maturity: June 30, 2044
Rating: N/A
Purpose: To provide fundsfor use by the Seaside Municipal Water System to pay a capacity fee to the Marina Coast Water District which will facilitate the purchase of 407 acre feet (AF) of recycled water and result in 407 AF of potable water credits for the Seaside Municipal Water System.
Security: The obligation is secured and payable primarily from the City’s General Fund.
Covenants: Borrower must maintain positive cash balance of at least 10% of its operating expense/expenditure budget to be able to repay the loan.
Debt Service:
Principal Interest Total Est. Fees Total Payment
FY 2025/26 Payments $ 62,670.52 $ 4,568.30 $ 67,238.82 $ ‐ $ 67,238.82 Fiscal Year Principal Interest Total
FY 22‐23 de fe rred 4,799.81 $ $ 4,799.81
FY 23‐24 de fe rred $ 4,817.62 $ 4,817.62
FY 24‐25 $ 62,403.33 $ 4,835.49 $ 67,238.82 FY 25‐26 $ 62,670.52 $ 4,568.30 $ 67,238.82 FY 26‐27 $ 62,903.03 $ 4,335.79 $ 67,238.82 FY 27‐28 $ 63,136.40 $ 4,102.42 $ 67,238.82 FY 28‐29 $ 63,370.64 $ 3,868.18 $ 67,238.82 FY 29‐30 $ 63,605.74 $ 3,633.08 $ 67,238.82 FY 30‐31 $ 63,841.72 $ 3,397.10 $ 67,238.82 FY 31‐32 $ 64,078.57 $ 3,160.25 $ 67,238.82 FY 32‐33 $ 64,316.30 $ 2,922.52 $ 67,238.82 FY 33‐34 $ 64,554.92 $ 2,683.90 $ 67,238.82 FY 34‐35 $ 64,794.42 $ 2,444.40 $ 67,238.82 FY 35‐36 $ 65,034.80 $ 2,204.02 $ 67,238.82 FY 36‐37 $ 65,276.08 $ 1,962.74 $ 67,238.82 FY 37‐38 $ 65,518.26 $ 1,720.56 $ 67,238.82 FY 38‐39 $ 65,761.33 $ 1,477.49 $ 67,238.82 FY 39‐40 $ 66,005.30 $ 1,233.52 $ 67,238.82 FY 40‐41 $ 66,250.18 $ 988.64 $ 67,238.82
FY 41‐42 $ 66,495.97 $ 742.85 $ 67,238.82
FY 42‐43 $ 66,742.67 $ 496.15 $ 67,238.82
FY 43‐44 $ 66,989.82 $ 248.53 $ 67,238.35
$ 1,293,750.00 $ 60,643.36 $ 1,354,393.36
BUDGET DETAIL
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CAPITAL IMPROVEMENT PROGRAM
CAPITAL IMPROVEMENT PROGRAM
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CAPITAL IMPROVEMENT PROGRAM OVERVIEW
The City of Seaside’s Five-Year Capital Improvement Program (CIP) outlines current and future infrastructure needs and capital funding priorities in the following areas:
(i) Government Facilities,
(ii) Parks,
(iii) Special Projects,
(iv) Stormwater Projects,
(v) Transportation Projects,
(vi) Municipal Water Fund Projects
(vii) Sanitation District Projects
The CIP is an important planning tool that identifies and prioritizes all major capital projects in the City. It helps determine funding sources and needs.
In general, the CIP provides funding for infrastructure construction and non-routine maintenance, while funding for routine infrastructure maintenance is appropriated in the operating budget. CIP projects, including streets, buildings, recreational facilities, and parks are defined as assets with an individual cost of at least $50k and an estimated useful life of greater than two years. Acquisitions of other capital assets (such as machinery, furniture, and vehicles) are generally accounted for in an internal service fund or departmental account that is responsible for financing each expenditure. Cost estimates are prepared for each capital project using current year dollars.
The projects planned for FY 2025-26 include expenditures that will be appropriated through the FY 2025-26 Budget adoption process. Projected expenditures shown for FY 2026-27 through FY 2030-31 and “Out Years” are provided primarily for project planning and long-range financial planning purposes and do not reflect a commitment of funds. Expenditure approval will be sought for these projects during the appropriate fiscal year. Projects are categorized as outlined above and listed by line number. The line numbers are listed for convenience only and do not reflect order of project priority.
The CIP is comprised of 107 projects with a total cost of approximately $182.2 million across all years. The estimated carryover balance is about $28.3 million which includes projected FY 2024-25 project encumbrances and remaining balances. For FY 2025-26 32 projects totaling approximately $5.4 million are recommended for appropriation. Of this amount, $865 thousand is requested from the City’s general fund unassigned fund balance. The remainder is funded with grant revenue and other special revenue sources.
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FY 2024-2025 CAPITAL PROJECTS STATUS REPORT
City staff continues to be challenged with an ambitious capital improvement project list. Public Works engineering is looking forward to growing staff in order to serve the City in the upcoming fiscal year and undertaking the necessary projects to benefit the City.
The status of the projects from the FY 2024/25 Capital Improvements Projects is as follows:
PROJECT STATUS
PD Parking Lot Upgrades ($1.0M): Rehabilitate the
asphalt pavement of the Police Department parking lot;
relocate the kennels; relocate the antenna; install lighting; install a security fence around the lot; pave the upper dirt lot; and construct stormwater improvements. The project is
currently out to bid and construction is anticipated to start in the late Summer 2025.
Bidding
City of Seaside Welcome Sign at End of the City
($60.9K): Provide an additional welcome sign along General Jim Moore Boulevard. Project was cancelled in 2024. Cancelled MCWD Intertie ($435.1K): Design and construction of an
interconnection to the MCWD waterline in case potable
water is needed by the Seaside Municipal Water System in an emergency. The project was cancelled in February 2025 as it was determined that the City’s intertie with CalAm was sufficient for emergency needs.
Cancelled
Storm Water Program Support ($10.8K):– This was to
fund a consultant to assist with the storm water annual report. Staff did not need the support after all. Cancelled Cutino Park Improvements ($76.4M): Constructed a
playground area, paved parking lot, benches, landscape
Completed
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improvements, and irrigation. Construction completed in July 2024.
Fire Engine (300K): Down payment made on a new Fire
Engine for the Fire Department as part of a lease purchase approved by City Council on August 2024. Completed
Havana Soliz Park Revitalization ($8.9K): Revitalized
Havana Soliz Park and installed new barbecues and a water tank so that the lawn and plants can be watered or irrigated. Completed Local Roadway Safety Plan ($35K): - The LRSP is a crash data driven safety evaluation of the City's roadway network, which develops and prioritizes systemic safety
improvements for all modes of transportation, including pedestrians and cyclists. The goal of the LRSP is to reduce traffic related fatalities and severe injuries on the City's roadways and intersections. The plan will target pedestrian, bicycle, and vehicular safety improvements where they are needed the most. The Plan was completed in November
2024.
Completed
Sabado Park Improvements ($10K): Replaced the swing
set previously removed and added mulch at the park to
make it more usable. Completed
Wheeler Tennis Courts Improvements ($25.1K): this
project resurfaced the tennis courts off Wheeler Street. A few of the courts were restriped to be pickleball courts. Work completed in Summer 2024.
Completed
Bike-Safe Grate Upgrades ($734.7K): Replaced drainage
inlet grates, which are not safe for bicycles to ride over.
In
Construction
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Construction completed in April 2025 with final close-out expected in July 2025.
Corporation Yard ($185K): Performed a structural study for the tower with the recommendation to demolish the tower.
Additionally, the project made electrical repairs and
improvements.
In
Construction
Fire Station #1 Improvements ($590K): Three projects
were in progress for the Fire Station in FY 24/25: Kitchen Renovation – construction began Spring 2025; Beam
Replacement - completed in March 2025; and installation of a fire station alert system – on-going. The remodel of the restrooms and dorm redesign and upgrade were not started due to funding and staffing shortages.
In
Construction
Fremont Center Medians ($647.7K): Revitalization of the center medians of Fremont Boulevard from Kimball Avenue to La Salle Avenue. Construction completed in May 2025
with final project close-out expected in July 2025.
In
Construction
Pavement Rehabilitation Phase 5 and Ongoing ($4.9M):
The Hot Spot Project completed construction in April 2025.
The 2023 Pavement Rehabilitation (Phase 5) completed
construction in June 2025. The next phase of the project will begin design and construction in Fiscal Year 2025/2026.
In
Construction
Phase 1 Trails ($1.9M): Construction of the trail through Lincoln Cunningham Park began in September 2024 and is
expected to be completed by Summer 2025. Additional
funding from the Neighborhood Improvement Committee
added a play structure, BBQ, and park benches to the
project.
In
Construction
Sidewalk Improvements ($300K):– The 2025 ADA Curb
Ramp project is in construction and is expected to be
In
Construction
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completed in June 2025. Additionally, an Infrastructure Asset Data Collection project began at the end of FY 24/25, which includes inventorying the miles of sidewalk in the City to inform future sidewalk improvement projects.
Surplus II Buildings (Campus Town Blvd. Removals)
($4.7M): Phase 1A - Completed, Phase 1B - Design
completed and ready for bidding, Phase 2 – Design to begin in Fall 2025 – this project demolishes buildings and removes soil in the former Fort Ord in the area of the future Campus Town Development.
In
Construction
Trailer for City Hall Staff (City Hall addition) ($162K):– Three projects were in progress in FY 24/25. The air
conditioning unit in the Engineering Trailer was repaired in Fall 2024. Installation of a sanitary sewer line to all three trailers is in bidding with the PD Parking Lot project. The installation of a bathroom in the Finance Trailer is in design and construction is contingent on the completion of the sewer line.
In
Construction
90-inch Storm Drain Outfall Repair ($484.1K): Currently designing improvements to 90-inch Storm Drain Outfall
combating issues upstream during large storms. In Design Broadway Avenue Corridor Improvements ($10.5M):
Transforms a 4-lane roadway to 2-lane roadway with curb extensions, and will add class II bike lanes, roundabouts, and Safe Routes to School improvements including off-set crosswalks, rectangular rapid flashing beacons and
accessibility improvements. The project will reduce
Broadway Avenue to a single lane in each direction between Fremont Boulevard to General Jim Moore Boulevard, and it continues the road diet from West Broadway (Del Monte
Boulevard to Fremont Boulevard).
In Design
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Court House ($1.2M): All work on this project will be
reimbursed by the Courthouse. City / Judicial Courthouse, and Shea Homes entered into a joint agreement where Shea Homes will construct the improvements at the same time as they are developing the neighboring Dunes project, The City Will Pay Shea Homes for any improvements, and the
Courthouse will reimburse the City when the Courthouse
project closes. Utilities to be installed are the potable, recycled, and fire water; sanitary sewer; electric; and communications service to the Courthouse site as required per the transfer of property agreement with the Judicial Council of California. The agreement also requires the City to underground the overhead dry utilities (electric, phone, cable, and fiber) in front of the Courthouse site and across 2nd Avenue. The City will perform or manage the design, project management, construction, construction
management, and acquisition of all required permits.
In Design
Eucalyptus Storm Drain Infiltrator Repair ($1.1M): To
replace the infiltrators along Eucalyptus Road, currently in design. In Design
Fire Station #2 Design and Construction ($715.2K):
Environmental review, design, bidding, and construction of a new Fire Station with a training facility at the northwest corner of Gigling and 1st street. Environmental review has completed and a construction cost estimate has been
provided. Design is being finalized to be ready for bidding once funding of the new station has been identified and secured.
In Design
Hilby Avenue Storm Drain (75K): Upgrade the storm drain main on Hilby Avenue, currently in design. In Design
Recreation Trails Program ($360K): Design and construct trails within Laguna Grande Park. In Design
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San Pablo Ave. Bridge ($3.4M): Demolish the existing
bridge which crosses over San Pablo Avenue and connects Lincoln Cunningham Park and Manzanita Stuart Park, and
constructs a new bridge.
In Design
Storm Water Audit Corrections ($80K): Grade and create
a treatment area for the Public Works Corporation Yard
laydown area which is used store equipment and trash. In Design Citywide Traffic Calming Projects ($2.1M): 1) Hilby
Avenue Traffic Calming Improvements, construction began in May 2025; 2) San Pablo Avenue Traffic Calming
Improvements, bidding; 3) Baker Street Traffic Calming
Improvements, in design; and 4)Traffic calming
improvements around Del Rey Woods School and DLAMP,
in design.
In Design
Sewer Lateral Program ($50K): Conduct a backflow device survey and then develop a sewer lateral policy and
ordinance. Not started
Street Striping ($175K): Restripes City owned maintained streets citywide.
Not started
CMP Replacement Program ($363.2K): Designs and
constructs replacement of corroded bottom corrugated
metal pipe storm drains to allow proper stormwater
conveyance and avoid sink holes. Construction on the
Mingo Street storm drain in anticipated to begin in
Spring/Summer 2025.
On-going
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Del Monte Manor Storm Drain Improvements ($20.2K): –
Reconstructed the existing drainage detention basin on the Del Monte Manor parcel, and it also constructed new storm water capture and treatment facilities. Construction was completed in November 2023 and it is currently in the
monitoring period.
On-going
Department Equipment (Municipal Water Tank Rehab.)
($49.2K): Partially fund the procurement of a dump truck for the Public Works Utilities Division. The truck is on order and is expected by the Summer of 2025.
On-going
Laguna Grande Park Improvements ($33.1K): Provide
funding for environmental and legal consulting costs
associated with trail improvements in the Laguna Grande Park.
On-going
Minor Misc. Well Upgrades ($20.2K):– Completion of
minor well upgrades as needed. On-going
New Well Project Study ($36.9K):– Complete a well siting study. The latest results will be discussed with City
leadership before progressing to the next step of the project. On-going Oldemeyer Center (Refurbishment) (60K):– Replacement
of the Air Chiller at Oldemeyer Center. Assessment of repair options is underway. On-going
Pavement Management Program ($33K): The Pavement
Management Program Report was updated to reflect the
recent paving performed. The report is updated every two years.
On-going
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Root Intrusion Sewer Main Replacement ($352.2K):
Replaced sanitary sewer main on Broadway Avenue near
the intersection of Terrace Street. This project replaces sewer mains as needed including due to root intrusion
On-going
Seaside Stars ($60.6K): Installed Stars in the sidewalk of West Broadway Avenue to honor new selected respected
residents of the City. The current fiscal year project is completed, but this is a project that is delivered annually.
On-going
Sewer Master Plan ($442.5K): Includes a Sewer System
Master Plan Audit and Update in October 2024, in progress.
The Sewer Master Plan will begin in FY 25/26. The plan will prioritize sewer improvement projects for the next several years based on the condition and capacity of the existing sewer mains.
On-going
Storm Drain Cleaning (95K): Cleaning of 1000 LF of storm drain pipes blocked or partially blocked. The project started in FY 24/25 and will continue into FY 25/26. On-going
Stormwater Master Plan Update ($151.6K): Videoing of
the City storm drain system, creating the stormwater model of the City storm drain system, and identifying and
prioritizing maintenance and CIP projects. The plan is in its final phase of completion.
On-going
Street Sign Upgrades ($24.4K): Replaced regulatory signs to include stop signs, 2 hour parking signs, among other signs. On-going
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Traffic Engineering Services ($80K): On-call
transportation engineering contracts for striping, traffic control, and traffic calming review requests. The City does not have a traffic engineer on staff.
On-going
Water Master Plan ($18.2K): The Water Rate Study is
currently in progress. On-going
Watermaster Assessment ($37.6K): Reimburses the
Seaside Groundwater Basin Watermaster for their
administration and operations costs. On-going
Well Replacement ($5M): Drill and install the screen and casing for the well. Install a pump, discharge piping and appurtenances, transmission main, well site work, well
house, and electrical for the well.
On-going
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CAPITAL IMPROVEMENT PROGRAM –FISCAL YEAR 2025-26 APPROPRIATIONS:
The following table shows the projects recommended for appropriation in fiscal year 2025-26:
The City’s Engineering department uses a ranking system that considers ten factors such as Council Priority, Public Health and Safety, and Available Funding in determining which projects to recommend for appropriation. Each recommended project includes scoring sheets, cost details, and related funding sources which serves as justification for the recommendation. Total recommended appropriations are $5.4M with the majority funded with special revenue and grants $2.07M (39%). The largest category of Capital Improvements is transportation (Streets) at 39% followed by sanitation at 33% and water at 12%.
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CAPITAL IMPROVEMENT PROGRAM
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CIP: Fiscal Years 2025-2026 through 2030-2031
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CIP Detail (continued):
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CIP Detail (continued):
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CAPITAL IMPROVEMENT PROGRAM –FISCAL YEAR 2025-26 PROJECT DESCRIPTIONS:
The following pages contain project descriptive sheets and scoring worksheets for each of the projects selected for appropriation in fiscal year 2025-26:
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Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 0 0
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 0 0
Total Score = Multiplier x Rating 32
CIP Line Item #1 - Pattullo Swim Center
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CAPITAL IMPROVEMENT PROGRAM
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Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 1 5
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 0 0
Total Score = Multiplier x Rating 24
CIP Line Item #5 - Fire Station #1 Improvements
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Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 0 0
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 0 0
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 1 4
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 1 2
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 0 0
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 21
CIP Line Item #7 - Seaside Stars
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 274
Packet Page 800
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 275
Packet Page 801
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 2 8
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 2 2
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 52
CIP Line Item #20 - 1124 Wheeler St. Building
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 276
Packet Page 802
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 277
Packet Page 803
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 2 12
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 3 12
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 2 2
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 62
CIP Line Item #23 - Laguna Grande Park Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 278
Packet Page 804
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 279
Packet Page 805
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 2 10
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 51
CIP Line Item #38 - Cutino Park Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 280
Packet Page 806
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 281
Packet Page 807
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 1 2
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 36
CIP Line Item #45 - Auto Center Towers Maintenance
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 282
Packet Page 808
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 283
Packet Page 809
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 2 12
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 1 5
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 0 0
Total Score = Multiplier x Rating 36
CIP Line Item # 51 - Laguna Grande Trash Capture
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 284
Packet Page 810
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 285
Packet Page 811
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 1 4
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 63
CIP Line Item # 52 - CMP Replacement Program
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 286
Packet Page 812
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 287
Packet Page 813
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 51
CIP Line Item # 56 - Kimball Avenue Storm Drain Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 288
Packet Page 814
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 289
Packet Page 815
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 1 2
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 36
CIP Line Item # 60 - Fremont Blvd Pipe Crossing Concrete Removal
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 290
Packet Page 816
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 291
Packet Page 817
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 2 12
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 2 10
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 3 12
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 82
CIP Line Item # 68 - Pavement Rehabilitation Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 292
Packet Page 818
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 293
Packet Page 819
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 2 10
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 3 12
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 71
CIP Line Item # 71 -Broadway Avenue Corridor Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 294
Packet Page 820
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 295
Packet Page 821
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 3 18
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 3 12
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 89
CIP Line Item #72 - Sidewalk Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 296
Packet Page 822
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 297
Packet Page 823
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 3 12
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 64
CIP Line Item #74 -Traffic Calming Project
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 298
Packet Page 824
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 299
Packet Page 825
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 3 18
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 1 4
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 58
CIP Line Item # 75 - Street Sign Upgrades
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 300
Packet Page 826
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 301
Packet Page 827
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 3 18
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 1 4
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 59
CIP Line Item # 76 - Street Striping
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 302
Packet Page 828
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 303
Packet Page 829
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 45
CIP Line Item #77 -CIP- Traffic Calming
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 304
Packet Page 830
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 305
Packet Page 831
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 2 12
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 2 8
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 3 9
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 73
CIP Line Item #78 -Pavement Management Program
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 306
Packet Page 832
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 307
Packet Page 833
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 39
CIP Line Item #79 - Fremont at Broadway Intersection Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 308
Packet Page 834
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 309
Packet Page 835
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 2 12
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 0 0
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 2 8
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 1 2
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 36
CIP Line Item #82 - Del Monte and Fremont Intersection Improvements
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 310
Packet Page 836
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 311
Packet Page 837
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 31
CIP Line Item # 84 - Municipal Water Tank Rehabilitation
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 312
Packet Page 838
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 313
Packet Page 839
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 44
CIP Line Item # 87 - Water Security Updates
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 314
Packet Page 840
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 315
Packet Page 841
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 3 18
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 3 15
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 1 5
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 2 8
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 0 0
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 73
CIP Line Item # 89 - Well Replacement
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 316
Packet Page 842
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 317
Packet Page 843
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 2 12
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 33
CIP Line Item # 94- New Fire Hydrant on San Pablo Ave
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 318
Packet Page 844
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 319
Packet Page 845
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 30
CIP Line Item #95 - Hilby Avenue Sewer Line Upgrade
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 320
Packet Page 846
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 321
Packet Page 847
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 30
CIP Line Item #96 - Birch Avenue Sewer Line Upgrade
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 322
Packet Page 848
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 323
Packet Page 849
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Board priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 0 0
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 48
CIP Line Item # 101 - Sewer Main Replacement
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 324
Packet Page 850
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 325
Packet Page 851
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 0 0
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 2 10
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 2 2
Total Score = Multiplier x Rating 30
CIP Line Item #102 - Manhole Improvement Projects
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 326
Packet Page 852
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 327
Packet Page 853
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 1 6
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 1 5
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no
operating and
maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 2 4
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 1 1
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 1 1
Total Score = Multiplier x Rating 25
CIP Line Item #103 - SCSD Standards
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 328
Packet Page 854
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 329
Packet Page 855
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 1 6
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 1 4
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 3 3
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 3 3
Total Score = Multiplier x Rating 63
CIP Line Item #106 - Sewer Pipe Replacement Program
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 330
Packet Page 856
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 331
Packet Page 857
Capital Improvement Program
Project Scoring Worksheet
Project Name:
Prioritization 3 2 1 0 Multiplier Rating Score
1 Public health and
safety
Project needed to
alleviate existing
health or safety hazard
Project needed to
alleviate potential
health or safety hazard
Project would promote
or maintain
health/safety
No health or safety
impact associated with
project
6 3 18
2 External requirements Project is required by
law, regulation, or
mandate
Project is required by
agreement with other
jurisdictions
Project to be
conducted in
conjunction with other
jurisdictions
Project is city only and
not externally required
6 0 0
3 Council priority Project will further 3 or
more council priorities
Project will further 2
council priorities
Project will further 1
council priority
Council will not further
any council priorities
5 1 5
4 Protection of capital
facilities
Project is critical to
save structural
integrity of existing
facility or repair
significant structural
deterioration. Facility
is at risk of
catastrophic failure.
Project will repair
systems important to
facility operation
Project will improve
facility appearance or
deter future
expenditure
No existing facility
involved
5 3 15
5 Availability of external
financing
Grant revenues will
support at least 50% of
expenses
Non-city revenues have
been identified and
applied for
Potential for non-city
revenue exists
No external financing
arrangements currently
exist
4 0 0
6 Relation to adopted
plans (e.g.
Water/Sewer Master
Plan, OS Master Plan,
Downtown Master,
TCRP, etc)
Project is included in a
formal plan which had
council approval
Project is included in
written plans adopted
by a city commission
Project is included in
written plans of city
staff
Project is not included
in any written plans
3 1 3
7 Operating budget Project will result in
decreased operating costs Project will have no operating and maintenance costs
Project will have
additional operating
costs and/or personnel
additions of $10,000 or
less per year
Project will require
additions in personnel
or other operating
costs in excess of
$10,000 per year
2 3 6
9 Link to major system Project provides
linkage (roadway,
pipeline) to major
infrastructure system
Has potential for future
linkage to major
system
No linkage, but project
will provide indirect
benefits to adjoining
systems
No linkage or benefits
to adjoining major
systems
1 2 2
10 Timeliness/External Project will with great
certainty allow the city
to take advantage of
favorable market
pricing for land,
materials, equipment, etc. Project timing will
allow for coordination
with another agency
with a project that will
soon be underway
External influences
may affect timeliness
of this project
External influences do
not affect the
timeliness of this
project
1 0 0
Total Score = Multiplier x Rating 49
CIP Line Item #107 - Sewer Lateral Policy
CAPITAL IMPROVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 332
Packet Page 858
CAPITAL IMPVEMENT PROGRAM
City of Seaside FY 2025/26 Proposed Budget
Page | 333
Packet Page 859
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
FEE SCHEDULE Schedule #
Schedule of Finance/City Clerk Division Fees 2
Schedule of Building Division Fees 3-12
Schedule of Community, Housing, & Economic Development Division Fees 13-17 Schedule of Engineering Division Fees 18-21
Schedule of Water Division Rates & Fees 22-25
Schedule of Recreation Division Fees 26-29
Schedule of Fire Department Fees 30-36
Schedule of Police Department Fees 37-40
Schedule of Police Department - Animal Control Fees 41
CREDIT CARDS NOT ACCEPTED FOR DEVELOPER DEPOSITS OR TRANSIENT OCCUPANCY TAX Fee Schedule 1
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 334
Packet Page 860
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
SCHEDULE OF FINANCE & CITY CLERK FEES
24/25 Adopted
(4.%)
25/26 Adopted
(2.4%)
FINANCE
Short Term Rental Application Fee $ 250 $ 250
Late Short Term Rental Application Renewal Fee $ - $ -
Business License Application Fee $ 18 $ 18
Business License Schedule of License Fees Municipal Code
5.04.20 - 5.04.10
Municipal Code
5.04.20 - 5.04.10
Mailing List (per page) $0.25 + cost of labels $0.25 + cost of labels City Budget-Paper $ 82 $ 82
Bingo Permit $ 69 $ 71
Delinquent Invoice-1st Notice $ 6 $ 6
Delinquent Invoice-2nd Notice $ 12 $ 12
Returned Check-1st $ 36 $ 37
Returned Check-2nd $ 42 $ 43
NSF Fee
Actual Bank Fees &
Employee Time
Actual Bank Fees &
Employee Time
CITY CLERK
Public Record Copies - standard 8.5" x 11", black and white 0.25 0.25 Public Record Copies - Color or non-standard sizes Cost of duplication Cost of duplication Mailing copy of requested document or CD Cost of duplication plus postage
Cost of duplication
plus postage
City Council Agenda mailing subscription (annual) $ 55 $ 55 City Council Agenda Packet (per packet) $0.25 per page $0.25 per page Records on Thumb Drives $ 15 $ 15
Notary Fee (State Code) per signature $ 15 $ 15
Fee Schedule 2
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 335
Packet Page 861
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
Fee 24/25 Adopted
(4.%)
25/26 Adopted
(2.4%)
BUILDING AND CODE ENFORCEMENT FEES
New Address/Address Change $ 158 $ 162
Application for Unreasonable Hardship Exceptions to Disabled Access Requirements (2 hour minimum) per hour $ 1,394 $ 1,427
Application for Modifications or Alternate Materials and Methods per hour $ 1,394 $ 1,427 Board of Appeal Hearing Fee each
Based on type of
use, type of
construction and
square footage
Based on type of
use, type of
construction and
square footage
Registration of Abandoned Property $ 71 $ 73
MISCELLANEOUS ITEMS
Alternate Energy Systems
Battery Energy Storage each $ 330
EV Charging Station each $ 330
Solar Water Heater each $ 330
Building-like Structures - Misc. Structures (ie, tanks, towers, silos, storage racks, etc.) each Based on type of
use, type of
construction and
square footage
Based on type of
use, type of
construction and
square footage
Canopy / Awning each $ 1,394 $ 1,372
each additional 300 s.f. each $ 110
Demolition
Building each $ 330 $ 338
Swimming Pool each $ 330 $ 338
Dry Rot / Termite Damage Repair each $ 330 $ 338
Fence or Non-Engineered Wall each $ 330 $ 338
Fireplace Retrofit / Chimney Repair each $ - $ 330
Flag, Light, or Sign Pole - Install / Replace each $ 1,394 $ 1,427 Foundation Repair / Replace (includes piles, piers, or foundation-only systems under existing or partial construction) each $ 2,784 $ 2,851
Greenhouse or Solarium
< 200 sq ft each $ 1,394 $ 1,427
200 - 1,000 sq ft each $ 2,784 $ 2,851
> 1,000 sq ft each $ 3,482 $ 3,566
Minor Repairs (for items otherwise not listed, for the purpose of reconstruction, renewal, or maintenance of any part of an existing structure - requiring not more than two inspections) (Includes Mechanical equipment with structural modifications)
each $ 330 $ 338
Partition each $ 330 $ 338
Pool - New Install each $ 2,784 $ 2,851
Pool - Remodel each $ 1,394 $ 1,427
Spa - New Install each $ 1,394 $ 1,427
Pools and Spas - Residential - Above Ground $ 218 $ 223 Re-Plastering, or Wet Sand Blasting each $ 330
Re-Roof
First 10 Squares $ 218 $ 223
Additional Squares $ 75
Remodel - Residential
Kitchen up to 300 sf $ 660
Bath up to 300 sf $ 660
Other Remodel up to 300 sf $ 660
Additional Remodel each 300 sf $ 330
Retaining Wall
Engineered each $ 439 $ 450
Non-Engineered each $ 330 $ 338
Seismic Retrofit
Foundation Bolting and Bracing each $ 330
Fee Schedule 3
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 336
Packet Page 862
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
Fee 24/25 Adopted
(4.%)
25/26 Adopted
(2.4%)
<= 5,000 Sq Ft each $ 3,130 $ 3,205
> 5,000 Sq Ft. each $ 4,523 $ 4,632
Stair Repair / Replace each $ 330 $ 338
Siding / Stucco each $ 330 $ 338
Signs
Non-Illuminated each $ 218 $ 223
Illuminated each $ 218 $ 223
Monument each $ 1,394 $ 1,427
Solar / PV System
Residential, up to 15 kW up to 15 kW Variable $ 500
Residential, each kilowatt above 15 kW each 1 kW Variable $ 15 Commercial, up to 50 kW up to 50 kW Variable $ 1,000
Commercial, each kilowatt between 51 kw and 250 kW each 1 kW Variable $ 7 Commercial, each kilowatt above 250 kW each 1 kW Variable $ 5 Certificate of Compliance / Occupancy each $ 240 $ 246
Temporary Certificate of Occupancy each $240 + deposit $246 + deposit Garage Door Replacement each $ 218 $ 223
Window / Door - Non-Structural
First 10 windows / doors each $ 330 $ 338
each add'l 10 windows/doors each $ 110 $ 113
Window / Door - Structural
First 10 windows / doors each $ 439 $ 450
each add'l 10 windows/doors each $ 147 $ 151
Plan Review
Standard Plan Review Hourly Rate 25% Original Fee $ 695 Expedite Plan Review 1.5 X PC Fee
Outsourced Plan Review Processing Fee per hour $ 695 $ 712 90 Day Plan Review Extension 25% Original Fee 25% Original Fee Certified Access Specialist (CASP) Plan Review Fee Cost Cost Additional Plan Check required in excess of standard per hour $331/Hour Minimum $339/Hour Minimum Plan Check outside of normal business hours or applicant requested fast-tracking (3 hour minimum) per hour $ 2,088 $ 2,138 Plan Check outside of normal business hours or applicant requested fast-tracking (4 hour minimum) per hour $ 2,784 $ 2,851 Inspection
Standard Building Inspection Hourly Rate $ 331
Short Term Rental Inspection Fee each $ 323 $ 331
Additional Inspection required in excess of standard / ReInspection per hour $331/Hour Minimum $339/Hour Minimum Substandard Structure Inspection (includes code enforcement report) each $ 1,394 $ 1,427 Code Enforcement
Administrative Citations, First Offence each $ 366 $ 375 Administrative Citations, Repeated Violations each $ 730 $ 748 Work without a Permit - Investigative Fee each Equal to Permit Feenot to exceed $500 Equal to Permit Fee Notice of Violation Recordation Fee each $ 350 $ 358
Notice of Violation Expungement Fee each $ 350 $ 358
MECHANICAL, PLUMBING, AND ELECTRICAL PERMITS (Not associated with an existing building permit) Plan Review, Hourly Rate per hour $ 695 $ 712
Inspections, Hourly Rate per hour $ 330 $ 338
Fee Schedule 4
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 337
Packet Page 863
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
Fee 24/25 Adopted
(4.%)
25/26 Adopted
(2.4%)
Each air-handling unit, including attached ducts. (Note: this fee shall not apply to an air-handling unit which is a portion of a factory-assembled appliance, cooling unit, evaporative cooler, or absorption unit for which a permit is required elsewhere
each $ 584 $ 598
Each ventilation system which is not a portion of any heating or air conditioning system authorized by a permit. each $ 1,740 $ 1,782
Hood installation that is served by mechanical exhaust, including the ducts for such hood Each appliance or piece of equipment regulated by this code but not classed in other appliance categories, or for which no other fee is listed in the code each $ 330 $ 338 Plumbing and Gas Permit Fees
Each plumbing fixture or trap or set of fixtures on one trap (including water, drainage, piping, and backflow protection therefore) each $36/each w/ $440 Minimum
$37/each w/ $451
Minimum
Each building sewer each $ 330 $ 338
Each water heater and/or vent each $ 218 $ 223
Installation, alteration, or repair of wall heater each $ 218 $ 223 Each industrial waste pretreatment interceptor including its trap and vent, excepting kitchen-type grease interceptors functioning as fixture traps each $ 2,088 $ 2,138 Installation, alteration, or repair of water piping and/or water treating equipment each $331 - For single line
$339 - For single
line
Installation, alteration, or repair of gas piping and/or gas treating equipment each $331 - For single line
$339 - For single
line
Repair or alteration of drainage or vent piping each $331 - For single line
$339 - For single
line
$439 - For multiple
lines
$450 - For multiple
lines
Each lawn sprinkler system on any one meter, including backflow protection devices each $ 330 $ 338 Backflow devices not included in other fee services (e.g., building sewer) each unit each $ 330 $ 338 Gas Test each $ 218 $ 223
Sewer Lateral Test each $ 330 $ 338
Whole-House Plumbing each $ 330
Electrical Permit Fees
Temporary service power pole or pedestal, including all pole or pedestal-mounted receptacle outlets and appurtenances each $331 - If not incl. w/ new permit
$339 - If not incl. w/
new permit
Temporary distribution system and temporary lighting and receptacle outlets for construction sites, decorative lighting, Christmas tree sales lots, etc.
15 or 20 amp - each 10 circuits each $ 330 $ 338
25 to 40 amp circuits each $ 1,043 $ 1,068
50 to 175 amp circuits each $ 1,043 $ 1,068
Receptacle, switch and lighting outlets - at which current is used or controlled, except services, feeders and meters
Each 10 (or portion thereof) each $ 330 $ 338
Residential Appliances - Fixed residential appliances or receptacle outlets for same, including wall-mounted electric ovens, counter mounted cooking tops, electric ranges, self-contained room console or through-wall air conditioners, space heaters, food waste grinders, dishwashers, washing machines, water heaters, clothes dryers, or other motor-operated appliances not exceeding one horsepower (HP) in rating. each $15.00 each w/
$202 Minimum
$15.00 each w/
$207 Minimum
Non-Residential Appliances - Residential appliances and self-contained factory-wired nonresidential appliances, including medical and dental devices, food, beverage, and ice cream cabinets; illuminated show cases, drinking fountains, vending machines, laundry machines, or other each $29.00 each w/
$320 Minimum
$30.00 each w/
$328 Minimum
Power Apparatus - Includes Motors, generators, transformers, rectifiers, synchronous converters, capacitors, industrial heating, air conditioners and heat pumps, cooking or baking equipment, and other each $ 330 $ 338 Trolley and Plug-In-Type Busways - (An additional fee will be required for lighting fixtures, motors and other appliances that are connected to trolley and plug-in type busways. No fee is required for portable tools.
Each 100 l.f. or fraction thereof each $ 331 $ 339
New Services or Additional Panels - An additional fee may apply (underground) or (overhead) to Power Company for reconnection or upgrade of any service
600 volts or less and not over 200 amperes in rating each $ 330 $ 338 600 volts or less and over 200 amperes in rating each $ 439 $ 450 600 volts or over 1,000 amperes in rating each $ 695 $ 695 Fee Schedule 5
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 338
Packet Page 864
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
Fee 24/25 Adopted
(4.%)
25/26 Adopted
(2.4%)
Miscellaneous Apparatus, Conduits, and Conductors - for which a permit is required, but for which no fee is set forth. (This fee is not applicable when a fee is paid for one or more services, outlets, fixtures, appliances, power apparatus, busways, signs)
each $ 330 $ 338
Whole-House Electrical each $ 338
100% of PC Fees
No refund
Refunds - Building Permit Fees
No inspections and permit is active (not expired)
No inspections and permit is expired
Inspections were provided
80% of BP Fees
No refund
No refund
NOTE:
Fee Adjustments: In instances where the strict application of fees from this schedule would constitute a substantial inequity to an applicant or to the City, the Chief Building Official shall be authorized to adjust such fees on a case-by-case basis. Any such adjustments shall be recorded in writing and entered into the appropriate files.
Fees identified in this Table consist of 50% Plan Review Fee and 50% Inspection Fee Refunds - Plan Check Fees
1st review not started (within 3 Business of Submittal) Plan review more than 3 Business Days after the Date of Submittal Fee Schedule 6
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 339
Packet Page 865
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT
Commercial Uses - Structural (All newly
constructed, added, or structurally
remodeled space for non-residential
occupancies classified as CBC Group A, B,
E, F, H, I, M, S or other commercial
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
500 per project $ 5,839.24 $ 1.30 $ 3,892.83 $ 0.86 $ 3,114.26 $ 0.69 2,000 per project $ 7,784.77 $ 2.16 $ 5,189.85 $ 1.44 $ 4,151.88 $ 1.15 5,000 per project $ 14,270.76 $ 1.82 $ 9,513.84 $ 1.21 $ 7,611.07 $ 0.97 10,000 per project $ 23,357.03 $ 1.04 $ 15,571.35 $ 0.69 $ 12,457.08 $ 0.55 25,000 per project $ 38,926.55 $ 1.56 $ 25,951.03 $ 1.04 $ 20,760.82 $ 0.83 Commercial Residential and Multifamily
Residential Uses - (All newly constructed,
added, or structurally remodeled space for
residential occupancies classified as CBC
Group R (except R-3), or other residential
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
1,000 per project $ 7,784.77 $ 0.97 $ 5,189.85 $ 0.65 $ 4,151.88 $ 0.52 5,000 per project $ 11,678.51 $ 1.17 $ 7,785.68 $ 0.78 $ 6,228.54 $ 0.62 10,000 per project $ 17,517.99 $ 0.60 $ 11,678.66 $ 0.40 $ 9,342.93 $ 0.32 50,000 per project $ 41,520.54 $ 0.42 $ 27,680.36 $ 0.28 $ 22,144.29 $ 0.22 100,000 per project $ 62,280.84 $ 0.62 $ 41,520.56 $ 0.42 $ 33,216.45 $ 0.33 Attached and Detached Accessory and
Utility Uses - (All newly constructed, added,
or structurally remodeled space for utility
and accessory occupancies classified as
CBC Group U, or other utility and accessory
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
100 per project $ 324.25 $ 3.24 $ 216.16 $ 2.16 $ 172.93 $ 1.73 200 per project $ 648.49 $ 1.62 $ 432.33 $ 1.08 $ 345.86 $ 0.86 600 per project $ 1,297.01 $ 1.62 $ 864.67 $ 1.08 $ 691.74 $ 0.86 1,000 per project $ 1,945.50 $ 0.65 $ 1,297.00 $ 0.43 $ 1,037.60 $ 0.35 1,500 per project $ 2,269.75 $ 0.65 $ 1,513.17 $ 0.43 $ 1,210.53 $ 0.35 2,000 per project $ 2,594.00 $ 1.30 $ 1,729.33 $ 0.86 $ 1,383.47 $ 0.69 1 Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
2025-26 Fees for New Construction, Additions and Major Remodels - Plan Check Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Fee Schedule 7
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 340
Packet Page 866
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT 1
Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
2025-26 Fees for New Construction, Additions and Major Remodels - Plan Check Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Shell Buildings for all Commercial Uses -
(The enclosure for all newly constructed,
added, or structurally remodeled space for
non-residential occupancies classified as
CBC Group A, B, E, F, H, I, M, S or other
commercial occupancies not specifically
addressed elsewhere in this Fee Schedule
Square Footage:
500 per project $ 6,352.96 $ 1.81 $ 4,235.30 $ 1.21 $ 3,388.24 $ 0.97 2,000 per project $ 9,074.57 $ 1.51 $ 6,049.71 $ 1.01 $ 4,839.77 $ 0.81 5,000 per project $ 13,613.13 $ 1.09 $ 9,075.42 $ 0.73 $ 7,260.33 $ 0.58 10,000 per project $ 19,058.87 $ 0.99 $ 12,705.91 $ 0.66 $ 10,164.73 $ 0.53 25,000 per project $ 33,881.58 $ 1.36 $ 22,587.72 $ 0.90 $ 18,070.17 $ 0.72 Commercial Tenant Improvement - Non
Structural - (Non-structurally remodeled
space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, S
or other commercial occupancies not
specifically addressed elsewhere in this Fee
Schedule
Square Footage:
500 per project $ 3,893.74 $ 1.30 $ 2,595.83 $ 0.86 $ 2,076.66 $ 0.69 2,000 per project $ 5,839.24 $ 0.97 $ 3,892.83 $ 0.65 $ 3,114.26 $ 0.52 5,000 per project $ 8,757.51 $ 0.58 $ 5,838.34 $ 0.39 $ 4,670.67 $ 0.31 10,000 per project $ 11,678.51 $ 0.52 $ 7,785.68 $ 0.35 $ 6,228.54 $ 0.28 25,000 per project $ 19,463.26 $ 0.78 $ 12,975.51 $ 0.52 $ 10,380.41 $ 0.42 One and Two Family Dwellings - Model
Home or Custom Plan Review - (All newly
constructed space for residential
occupancies classified as CBC Group R-3,
or other similar residential occupancies not
specifically addressed elsewhere)
Square Footage:
1,000 per project $ 10,705.75 $ 1.95 $ 7,137.16 $ 1.30 $ 5,709.73 $ 1.04 2,500 per project $ 13,624.02 $ 3.24 $ 9,082.68 $ 2.16 $ 7,266.14 $ 1.73 4,000 per project $ 18,490.52 $ 5.03 $ 12,327.01 $ 3.35 $ 9,861.61 $ 2.68 6,000 per project $ 28,545.05 $ 3.24 $ 19,030.03 $ 2.16 $ 15,224.02 $ 1.73 8,000 per project $ 35,032.81 $ 4.38 $ 23,355.21 $ 2.92 $ 18,684.16 $ 2.34 Fee Schedule 8
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 341
Packet Page 867
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT 1
Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
2025-26 Fees for New Construction, Additions and Major Remodels - Plan Check Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Residential Repeat / Subsequent Lot Plan
Check per project $ 518.81 N/A $ 518.81 N/A $ 518.81 N/A One and Two Family Dwellings - Inspection -
(All newly constructed space for residential
occupancies classified as CBC Group R-3,
or other similar residential occupancies not
specifically addressed elsewhere in this
Fee Schedule
Square Footage:
1,000 per project $ - $ - $ - $ - $ - $ -
2,500 per project $ - $ - $ - $ - $ - $ -
4,000 per project $ - $ - $ - $ - $ - $ -
6,000 per project $ - $ - $ - $ - $ - $ -
8,000 per project $ - $ - $ - $ - $ - $ -
Structural Residential Remodels and
Additions - (All newly constructed additions
to, or structurally remodeled areas of,
residential occupancies classified as CBC
Group R-3, or other similar residential
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
200 per project $ 1,621.26 $ 1.62 $ 1,080.84 $ 1.08 $ 864.67 $ 0.86 600 per project $ 2,269.75 $ 1.64 $ 1,513.17 $ 1.09 $ 1,210.53 $ 0.88 1,000 per project $ 2,926.43 $ 1.29 $ 1,950.96 $ 0.86 $ 1,560.76 $ 0.69 1,500 per project $ 3,569.49 $ 1.30 $ 2,379.66 $ 0.86 $ 1,903.73 $ 0.69 2,000 per project $ 4,217.99 $ 2.11 $ 2,811.99 $ 1.41 $ 2,249.59 $ 1.12 Non-Structural Residential Remodels and
Additions - (All newly constructed additions
to, or non-structurally remodeled areas of,
residential occupancies classified as CBC
Group R-3, or other similar residential
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
200 per project $ 1,297.01 $ 1.62 $ 864.67 $ 1.08 $ 691.74 $ 0.86 600 per project $ 1,945.50 $ 1.62 $ 1,297.00 $ 1.08 $ 1,037.60 $ 0.86 1,000 per project $ 2,594.02 $ 1.30 $ 1,729.35 $ 0.86 $ 1,383.48 $ 0.69 1,500 per project $ 3,242.52 $ 1.30 $ 2,161.68 $ 0.87 $ 1,729.34 $ 0.69 2,000 per project $ 3,893.74 $ 1.95 $ 2,595.83 $ 1.30 $ 2,076.66 $ 1.04 Fee Schedule 9
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 342
Packet Page 868
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT
Commercial Uses - Structural (All newly
constructed, added, or structurally
remodeled space for non-residential
occupancies classified as CBC Group A, B,
E, F, H, I, M, S or other commercial
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
500 per project $ 6,227.82 $ 0.98 $ 5,189.85 $ 2.95 $ 4,151.88 $ 0.65 2,000 per project $ 7,697.03 $ 2.28 $ 9,621.29 $ 2.85 $ 5,131.35 $ 1.52 5,000 per project $ 14,533.02 $ 3.32 $ 18,166.27 $ 4.15 $ 9,688.68 $ 2.21 10,000 per project $ 31,141.24 $ 0.97 $ 38,926.55 $ 1.21 $ 20,760.82 $ 0.65 25,000 per project $ 45,674.24 $ 1.83 $ 57,092.79 $ 2.28 $ 30,449.49 $ 1.22 Commercial Residential and Multifamily
Residential Uses - (All newly constructed,
added, or structurally remodeled space for
residential occupancies classified as CBC
Group R (except R-3), or other residential
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
1,000 per project $ 7,784.22 $ 1.17 $ 6,486.85 $ 2.27 $ 5,189.48 $ 0.78 5,000 per project $ 12,455.62 $ 1.87 $ 15,569.52 $ 2.34 $ 8,303.74 $ 1.25 10,000 per project $ 21,798.43 $ 0.75 $ 27,248.03 $ 0.94 $ 14,532.28 $ 0.50 50,000 per project $ 51,902.05 $ 0.58 $ 64,877.57 $ 0.73 $ 34,601.37 $ 0.39 100,000 per project $ 80,965.89 $ 0.81 $ 101,207.36 $ 1.01 $ 53,977.26 $ 0.54 Attached and Detached Accessory and
Utility Uses - (All newly constructed, added,
or structurally remodeled space for utility
and accessory occupancies classified as
CBC Group U, or other utility and accessory
occupancies not specifically addressed
elsewhere in this Fee Schedule
Square Footage:
100 per project $ 518.82 $ 5.19 $ 432.35 $ 4.32 $ 345.88 $ 3.46 200 per project $ 1,037.61 $ 0.65 $ 864.67 $ 1.89 $ 691.74 $ 0.43 600 per project $ 1,297.01 $ 0.65 $ 1,621.26 $ 0.81 $ 864.67 $ 0.43 1,000 per project $ 1,556.40 $ 1.04 $ 1,945.50 $ 1.30 $ 1,037.60 $ 0.69 1,500 per project $ 2,075.22 $ 1.04 $ 2,594.02 $ 1.30 $ 1,383.48 $ 0.69 2,000 per project $ 2,594.01 $ 1.30 $ 3,242.52 $ 1.62 $ 1,729.34 $ 0.86 Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
2025-26 Fees for New Construction, Additions and Major Remodels - Inspection 1 Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
Fee Schedule 10
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 343
Packet Page 869
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT
Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
2025-26 Fees for New Construction, Additions and Major Remodels - Inspection 1 Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
Shell Buildings for all Commercial Uses -
(The enclosure for all newly constructed,
added, or structurally remodeled space for
non-residential occupancies classified as
CBC Group A, B, E, F, H, I, M, S or other
commercial occupancies not specifically
addressed elsewhere in this Fee Schedule
Square Footage:
500 per project $ 9,342.81 $ 3.11 $ 7,785.68 $ 6.49 $ 6,228.54 $ 2.08 2,000 per project $ 14,014.20 $ 1.56 $ 17,517.76 $ 1.95 $ 9,342.80 $ 1.04 5,000 per project $ 18,685.62 $ 0.93 $ 23,357.03 $ 1.17 $ 12,457.08 $ 0.62 10,000 per project $ 23,354.83 $ 0.80 $ 29,193.54 $ 0.99 $ 15,569.89 $ 0.53 25,000 per project $ 35,293.84 $ 1.41 $ 44,117.30 $ 1.76 $ 23,529.22 $ 0.94 Commercial Tenant Improvement - Non
Structural - (Non-structurally remodeled
space for non-residential occupancies
classified as CBC Group A, B, E, F, H, I, M, S
or other commercial occupancies not
specifically addressed elsewhere in this Fee
Schedule
Square Footage:
500 per project $ 2,334.62 $ 1.56 $ 1,945.51 $ 2.60 $ 1,556.41 $ 1.04 2,000 per project $ 4,671.39 $ 1.04 $ 5,839.24 $ 1.30 $ 3,114.26 $ 0.69 5,000 per project $ 7,784.22 $ 1.25 $ 9,730.28 $ 1.56 $ 5,189.48 $ 0.83 10,000 per project $ 14,014.20 $ 0.52 $ 17,517.76 $ 0.65 $ 9,342.80 $ 0.35 25,000 per project $ 21,798.43 $ 0.87 $ 27,248.03 $ 1.09 $ 14,532.28 $ 0.58 Fee Schedule 11
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 344
Packet Page 870
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
2 LEVEL OF EFFORT
Construction Type
VA, VB
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
Base Cost
Cost Per S.F.
Between
Thresholds
2025-26 Fees for New Construction, Additions and Major Remodels - Inspection 1 Occupancy Type and Class Fee Unit
Construction Type
IA, IB
Construction Type
IIA, IIB, IIIA, IIIB, IV
1.5 1.25
One and Two Family Dwellings - Inspection -
(All newly constructed space for residential
occupancies classified as CBC Group R-3,
or other similar residential occupancies not
specifically addressed elsewhere in this Fee
Schedule.
Square Footage:
1,000 per project $ 12,455.62 $ 3.11 $ 10,379.68 $ 7.35 $ 8,303.74 $ 2.08 2,500 per project $ 17,127.03 $ 4.15 $ 21,408.79 $ 5.19 $ 11,418.02 $ 2.77 4,000 per project $ 23,354.83 $ 1.95 $ 29,193.54 $ 2.43 $ 15,569.89 $ 1.30 6,000 per project $ 27,248.03 $ 1.95 $ 34,060.04 $ 2.43 $ 18,165.36 $ 1.30 8,000 per project $ 31,141.24 $ 3.89 $ 38,926.55 $ 4.87 $ 20,760.82 $ 2.60 Structural Residential Remodels and
Additions - (All newly constructed additions
to, or structurally remodeled areas of,
residential occupancies classified as CBC
Group R-3, or other similar residential
occupancies not specifically addressed
elsewhere in this Fee Schedule.
Square Footage:
200 per project $ 1,556.40 $ 1.30 $ 1,297.00 $ 3.24 $ 1,037.60 $ 0.86 600 per project $ 2,075.22 $ 1.30 $ 2,594.02 $ 1.62 $ 1,383.48 $ 0.86 1,000 per project $ 2,594.01 $ 1.04 $ 3,242.52 $ 1.30 $ 1,729.34 $ 0.69 1,500 per project $ 3,114.99 $ 2.08 $ 3,893.74 $ 2.59 $ 2,076.66 $ 1.38 2,000 per project $ 4,152.60 $ 2.08 $ 5,190.75 $ 2.60 $ 2,768.40 $ 1.38 Non-Structural Residential Remodels and
Additions - (All newly constructed additions
to, or non-structurally remodeled areas of,
residential occupancies classified as CBC
Group R-3, or other similar residential
occupancies not specifically addressed
elsewhere in this Fee Schedule.
Square Footage:
200 per project $ 1,556.40 $ 1.30 $ 1,297.00 $ 3.24 $ 1,037.60 $ 0.86 600 per project $ 2,075.22 $ 1.30 $ 2,594.02 $ 1.62 $ 1,383.48 $ 0.86 1,000 per project $ 2,594.01 $ 1.04 $ 3,242.52 $ 1.30 $ 1,729.34 $ 0.69 1,500 per project $ 3,114.99 $ 2.08 $ 3,893.74 $ 2.59 $ 2,076.66 $ 1.38 2,000 per project $ 4,152.60 $ 2.08 $ 5,190.75 $ 2.60 $ 2,768.40 $ 1.38 Fee Schedule 12
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 345
Packet Page 871
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
SCEHDULE OF PLANNING DEPARTMENT FEES
24/25
Adopted
(4.%)
25/26
Adopted
(2.4%)
PLANNING DEPARTMENT FEES
AMENDMENTS
General Plan Amendment $ 9,509 Actual Cost
Planned Unit Development Amendment ($2,060 + $103 per unit/lot ; used 40 unit lot for comparison) $ 9,707 $ 9,940 Planning
PW/Eng
Zoning Map Amendment $ 9,509 $ 9,737
Zoning Ordinance (text) Amendment $ 9,509 $ 9,737
Local Coastal Plan Amendment $ 9,509 $ 9,737
Use Permit Amendment $ 1,057 $ 1,082
Minor Use Permit Amendment $ 792 $ 811
Variance Amendment $ 1,057 $ 1,082
Design Review Amendment $ 792 $ 811
Tentative Parcel Map Amendment $ 792 $ 811
Tentative Subdivision (Tract) Map Amendment $ 4,309 Actual Cost Sphere of Influence Amendment $ 2,115 $ 2,166
Master Sign Program Amendment $ 792 Actual Cost
Development Agreement Amendment $ 13,206 Actual Cost
Specific Plan Amendment- $2,000 deposit Actual Cost Actual Cost
ANNEXATION
Annexation $ 13,206 Actual Cost
APPEALS
Planning Commission (from ZA,BAR & Staff interpretation) $ 1,057 $ 1,082 PW/Eng - only if appeal involved Eng. condition, add fee $ 201 $ 206 City Council (from Planning Commission) $ 770 $ 788
PW/Eng - only if appeal involved Eng. condition, add fee $ 201 $ 206
ARCHITECHURAL REVIEW
Residential
One and Two Family - New Construction $ 1,200 $ 1,200
Planning
PW/Eng
Fire
One and Two Family - Addition that adds less than 50% of the structure $ 500 $ 500 Planning
PW/Eng
Fire
Multi-family - New Construction $ 1,200 $ 1,200
Planning
PW/Eng
Fire
Multi-family - Addition that adds less than 50% of the structure $ 795 $ 814 Planning
PW/Eng
Fee Schedule 13
FEE SCHEDULE
City of Seaside FY 2025/26 Proposed Budget
Page | 346
Packet Page 872
CITY OF SEASIDE
Adopted MASTER FEE SCHEDULE EFFECTIVE 7/1/2025
SCEHDULE OF PLANNING DEPARTMENT FEES
24/25
Adopted
(4.%)
25/26
Adopted
(2.4%)
PLANNING DEPARTMENT FEES
Fire
Commercial
New Construction (includes shell only) $ 1,500 $ 1,500
Planning
PW/Eng
Fire
Addition/Remodel that adds less than 50% of the structure $ 1,100 $ 1,100 Planning
PW/Eng
Fire
Exterior Façade (ex. Window, awning, exterior color change) $ - $ - Planning
Fire
Planning
PW/Eng
DEVELOPMENT AGREEMENTS
Application (includes modifications) - Deposit $25,000 Actual Cost Actual Cost Annual Review/Monitoring $ 1,057
Determined in
Agreement
ENVIRONMENTAL RVIEW
Environmental Impact Report $ 18,488 Actual Cost
Initial Study and Negative Declaration/Mitigated Negative Declaration $ 5,544 Actual Cost Mitigated Monitoring $ 3,171 Actual Cost
Environmental Addendum $ 5,544 Actual Cost
Certificate of Exemption = 1 hour time
HISTORIC AND CULTURAL RESOURCE PRESERVATION
Historic Landmark Designation $ 3,963 $ 4,058
Certificate of Appropriateness review $ 2,115 $ 2,166
Certificate of Appropriateness review - demolition $ 2,115 $ 2,166 Certificate of Appropriateness review - disaster damage
LIMITED TERM PERMITS
Commercial $ 250 $ 250
Planning
Fire
Non-Profit $ 100 $ 100
Planning
Fire
Filming Permits - Actual cost currently (no deposit) $ 1,005 $ 1,029 Planning
Fee Schedule 14