Suisun City City Council
September 17, 2026

CITY COUNCIL
Alma Hernandez, Mayor
Jenalee Dawson, Mayor Pro Tem
Amit Pal, Councilmember
Parise Shepherd, Councilmember
Princess Washington, Councilmember

CITY COUNCIL MEETING

A G E N D A

REGULAR MEETING OF THE SUISUN CITY COUNCIL

CLOSED SESSION
TUESDAY, SEPTEMBER 22, 2026
5:00 PM

Suisun City Council Chambers - 701 Civic Center Boulevard - Suisun City, California

MEETINGS ARE HELD IN-PERSON

PUBLIC PARTICIPATION IS ALSO AVAILABLE VIA ZOOM

NOTICE — REMOTE PARTICIPATION BY COUNCIL MEMBERS
One or more members of the City Council may participate in this meeting by teleconference for just cause pursuant to Government Code Sections 54953.8 and 54953.8.3. A quorum of the City Council will participate in person from the Suisun City Council Chambers, 701 Civic Center Boulevard, Suisun City, California, which is open to the public.

Pursuant to Government Code Section 54953(b) the following Suisun City Council meeting includes teleconference participation by:

Mayor Hernandez from:

Hilton Anaheim, 777 W. Convention Way, Anaheim, CA.

This agenda
has been posted at that location, which is accessible to the public.

Members of the public may
attend and address the City Council at that location.

Vice Mayor Dawson from: Yolo Works Career Center, 25 N Cottonwood St., Woodland, CA 95695. This agenda has been posted at that location, which is accessible to the public. Members of the public may attend and address the City Council at that location.

Members of the public may attend and address the City Council in person at the Council Chambers, or remotely by the Zoom or telephone options identified below. Public comment will be taken in real time and need not be submitted in advance of the meeting.

ZOOM MEETING INFORMATION:

WEBSITE: https://zoom.us/join
MEETING ID:
889 8793 3501
CALL IN PHONE NUMBER: (707) 438-1720

REMOTE PUBLIC COMMENT IS AVAILABLE FOR THE CITY COUNCIL MEETING BY EMAILING [email protected] (PRIOR TO 4 PM), VIA WEBSITE, OR ZOOM CALL IN PHONE NUMBER (707) 438-1720 (If attending the meeting via phone press *9 to raise your hand and *6 to unmute/mute for public comment.)

1 1.

CONFERENCE WITH LABOR NEGOTIATOR
A Closed Session will be held, Pursuant to Government Code Section 54957.6, to Conduct Labor Negotiations among:

Agency Negotiator: City Manager, Bret Prebula
Employee Organization:

SCEA (Suisun City Employees' Association);
SCPOA (Suisun City Police Officers Association);
SCPFA (Suisun City Professional Firefighters' Association); SCMPEA (Suisun City Management and Professional Employees' Association); Unrepresented Employees;
Temporary/Part-Time Employees.

CALL TO ORDER
Mayor Hernandez

ROLL CALL
Councilmembers

CONFLICT OF INTEREST NOTIFICATION
(Any items on the closed session agenda that might be a conflict of interest to any Councilmembers should be identified at this time.)

PUBLIC COMMENT CLOSED SESSION
(In accordance with Section 54954.3(a)(1), public comments are limited to items on this closed session agenda, and to no more than 3 minutes unless allowable by the Mayor/Chair. Speaker cards are available on the table near the entry of the meeting room and should be given to the City Clerk. By law, no prolonged discussion or action may be taken on any item raised during the comment period. A speaker using a translator shall be allowed at least twice the alloted time.)

CLOSED SESSION
Pursuant to California Government Code Section 54950 the Suisun City Council will hold a Closed Session for the Purpose of:

RECESS TO CLOSED SESSION
(City Manager Conference Room, City Hall)

CALL TO ORDER
Mayor Hernandez

ROLL CALL
Council / Board Members

PLEDGE OF ALLEGIANCE

INVOCATION

6:00 RECONVENE OPEN SESSION

CLOSED SESSION REPORT
Announcement of Actions Taken, if any in Closed Session. 2 2.
1 .

PUBLIC SERVICES - DISCUSSION - (Prebula: [email protected]). a
.

Discussion of Police Department Staffing and Current Operational Impacts.

CONFLICT OF INTEREST NOTIFICATION
(Any items on the regular meeting agenda that might be a conflict of interest to any Councilmembers / Boardmembers should be identified at this time.)

PUBLIC COMMENT - ITEMS NOT ON THE AGENDA
(In accordance with Government Code Section 54954.3(a)(1), members of the public may address the City Council on any item of interest that is within the subject matter jurisdiction of the City Council and is not on this agenda. No action may be taken on any item not appearing on the agenda. Comments are limited to 3 minutes unless allowable by the Mayor/Chair. A speaker using a translator shall be allowed at least twice the allotted time.)

COUNCIL COMMENTS

GENERAL BUSINESS

ADJOURNMENT

Public Access To Agenda Documents
A complete packet of information containing staff reports and exhibits related to each item for the open session of this meeting, and provided to the City Council, are available for public review at least 72 hours prior to a Council/Agency/Authority Meeting at Suisun City Hall 701 Civic Center Blvd., Suisun City. Agenda related writings or documents provided to a majority of the Council/Board/Commissioners less than 72 hours prior to a Council/Agency/Authority meeting related to an agenda item for the open session of this meeting will be made available for public inspection during normal business hours. An agenda packet is also located at the entrance to the Council Chambers during the meeting for public review. The city may charge photocopying charges for requested copies of such documents. To the extent feasible, the agenda packet is available for online public viewing on the City’s website: https://www.suisun.com/Government/City-

Council/Agendas The City Council/Agency/Authority hopes to conclude its public business by 10:00 p.m. No new items will be taken up after 10:00 p.m., unless so moved by a majority of the City Council, and any items remaining will be agendized for the next meeting. The agendas have been prepared with the hope that all items scheduled will be discussed within the time allowed.

Accommodations
If you require an accommodation to participate in this meeting, please contact the City Clerk at (707) 421-7302 or [email protected]. The City’s reasonable accommodation policy is available for review on the City’s website at www.suisun.com/government/city-council/, you may request an electronic copy or have a copy mailed to you. Please note that for accommodations that are not readily available, you must make your request as soon as you can prior to the time of the meeting.

3 Decorum
All participants are expected to conduct themselves with mutual respect. Conduct that disrupts meetings will be addressed in accordance with Section 54957.95 of the Government Code.

Ordinances
Ordinances are city laws contained in the Suisun City Municipal Code. Enacting a new city law or changing an existing one is a two-step process. Government Code 36934 provides, except when, after reading the title, further reading is waived by regular motion adopted by majority vote all ordinances shall be read in full either at the time of introduction or passage; provided, however, that a reading of the title or ordinance shall not be required if the title is included on the published agenda and a copy of the full ordinance is made available to the public online and in print at the meeting prior to the introduction or passage.

Certification Of Posting
Agendas for regular and special meetings are posted in accordance with the Brown Act at Suisun City Hall, 701 Civic Center Boulevard, Suisun City, CA. Agendas may be posted at other Suisun City locations including:

Suisun City Fire Station, 621 Pintail Drive, Suisun City, CA; Joe Nelson Center, 611 Village Drive, Suisun City, CA;
Harbor Master Office, 800 Kellogg Street, Suisun City, CA.

I, Donna Pock, Deputy City Clerk for the City of Suisun City, declare under penalty of perjury that the above agenda was posted and available for review, in compliance with the Brown Act. 4 AGENDA ITEM NO. 2.

AGENDA TRANSMITTAL

MEETING DATE:

September 22, 2026

AGENDA ITEM:
1 .

PUBLIC SERVICES - DISCUSSION
1 .

Discussion of Police Department Staffing and Current Operational Impacts.

FISCAL IMPACT:

Nothing to receive this report. Any added staffing would require either additional reserve use or reductions in other budget areas.

STRATEGIC PLAN:

Public Safety and Ensure Fiscal Sustainability.

BACKGROUND:

City Council has reviewed Police Department staffing on the following occasions: January 9, 2024; February 6, 2024; June 18, 2024; February 18, 2025; May 13, 2025; June 17, 2025; June 24, 2025; March 17, 2026; April 21, 2026; June 16, 2026; and June 23, 2026. In that period, the City:

Added three police officers;
Reorganized the management structure for efficiency and future needs; and Added a records clerk and dispatchers.

Over the last four years, public safety salaries have increased approximately 40%, bringing all employees to 90% of the median of comparable public safety agencies surveyed as part of the City's compensation studies. Council directed this approach as part of the budget strategy. The strategy was a deliberate balance between public safety needs and available resources.

The relevant staff reports and presentations are attached for the Council's reference (Attachments 1–11).

STAFF REPORT:

The Police Chief and City Manager agree on the Department’s staffing needs. They stated those needs publicly at each of the four meetings. The needs have not changed.

The constraint is finances. The adopted budget strategy uses approximately $2 million in reserves this fiscal year and next. That drawdown holds the City steady until major development decisions are made. The strategy is necessary, and it is already stretched.

Any Council decision to add staffing will have one of two impacts:
1 .

Additional reserve use.

This increases pressure on the multi-year bridge plan.
2 .

Reductions elsewhere.

Other budget areas have already been cut beyond normal operating reduction levels, as presented during the FY 2026/27 budget process.

Other departments, including other public safety functions, are operating well below normal staffing levels. A change in one department will have a cascading impact across the organization. 5 STAFF RECOMMENDATION:

Receive the report and provide direction to staff.

PREPARED BY:

Ashley Esparza, Management Analyst II
REVIEWED BY:

Aaron Roth, Chief of Police
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. FY 2023-24 Mid-Year Budget Review - Jan 9, 2024.pdf

2. PowerPoint Presentation Personnel requests 2024 - Feb 6, 2024.pdf

3. FY 2024-25 Annual Budget Presentation - June 18, 2024.pdf

4. FY 2024-25 Mid-Year Budget Review - Feb 18, 2025.pdf

5. 25-26 Budget Study Session - May 13, 2026.pdf

6. COPS Hiring Program Discussion and Direction Grant - June 17, 2025.pdf

7. FY 2025-26 Proposed Budget Presentation Final - June 24, 2025.pdf

8. Presentation Mid Year Reorganization Presentation - March 17, 2026.pdf

9. Organizational Realignment - April 21, 2026.pdf

10. Budget PPT FY 26-2027 - June 16, 2026.pdf

11. Budget Adoption - June 23, 2026.pdf
6 1/2/2024
1 FY 2023-24 MID-YEAR BUDGET REVIEW
Budget Workshop
January 9, 2024
AGENDA
FY 2022-23 General Fund & Other Funds Overview
FY 2023-24 General Fund Adopted Budget
FY 2023-24 Implementation
 Labor negotiations/approved changes/mid-year adjustments FY 2023-24 General Fund Amended Budget
Master Fee Schedule update
Personnel Requests
Discussion/Questions/Comments
1 2
7 1/2/2024
2 FY 2022-23 GF OVERVIEW
DifferenceFY 2022-23
Actual
FY 2022-23
Budget
FY 2022-23
$(1,328,517)$25,687,438$27,015,955Revenues
$(3,666,010)$21,767,208$25,433,218Expenditures
$3,920,230$1,582,737Ending Balance
Disclaimer: FY2023 information is preliminary and is subject to an audit. Financial Statement audit is pending.
3 4
8 1/2/2024
3 SUMMARY OF COST SAVINGS
Elected Officials Office $119,101
City Manager Office $58,249
Finance $242,999
Police Department $1,059,537
Fire Department $731,629
Development Services $928,470
Parks & Rec Department $108,044
Public Works $10,374
Total Savings:
$3.7M

NEGATIVE FUND BALANCES
Gas Tax (Fund 105): $(218,500)
Refuse/AB939 (Fund 130): $(64,121)
Fire Facility (Fund 310): $(2,934)
Old Municipal Facilities (Fund 320): $(13,283)
Heritage MAD (Fund 430): $(61,944)
Montebello MAD (Fund 435): $(98,282)
Highway 12 Landscape (Fund 460): $(50,190)
CFD#2 (Fund 461): $(10,333)
5 6
9 1/2/2024
4 NEGATIVE FUND BALANCES CONT.

Property Management (Fund 908): $(26,188)
Marina Berth (Fund 909): $(1,021,143)
 Caused by $679,738 defunded by State – ROPS plus operational losses.

HUD Housing Voucher (Fund 932): $(33,736)
HUD Admin (Fund 945): $(69,198)
FY 2023-24 ADOPTED BUDGET
7 8
10 1/2/2024
5 GENERAL FUND
Revenues: $24,426,688
Expenditures: $24,426,494
Surplus: $194

MEASURE S
Revenues: $3,754,500
Expenditures: $3,754,500
9 10
11 1/2/2024
6 STABILIZATION FUND (EMERGENCY FUND)
Fund Balance: $5,157,644
Expenditures (T/O to GF) $432,000
Ending Balance: $4,725,644

AMERICAN RESCUE PLAN ACT (ARPA) FUND
Funds 069 & 167:

Beginning Balance: $4, 216,827
Expenditures: $3,573,965
Ending Balance: $642,862
11 12
12 1/2/2024
7 FY 2023-24 MID-YEAR BUDGET REVIEW

IMPLEMENTATION
Council approved changes prior to labor negotiations
 Premium pay
MOU Amendments due to negotiations
Mid-Year Budget adjustments
13 14
13 1/2/2024
8 PREMIUM PAY CONVERTED TO REGULAR PAY
Public Safety: $6/hour
Dispatch: $4/hour
Miscellaneous:$2/hour
Premium Pay accounts decreased by $954,413
Regular Salaries account increased by $954,413
CalPERS Pension account increased due to this change.

ARPA funding vs. City funding

MEMORANDUM OF UNDERSTANDING
(MOU) AMENDMENTS
15 16
14 1/2/2024
9 SCEA GROUP

SCMPEA GROUP
17 18
15 1/2/2024
10 SCPOA GROUP

SCPFA GROUP
19 20
16 1/2/2024
11 UNREP/DH GROUP

SIGNIFICANT MID-YEAR BUDGET

ADJUSTMENTS
21 22
17 1/2/2024
12 GENERAL FUND ADJUSTMENTS OVERVIEW
Total Revenue increased: $2,276,903 (including Beg. Bal.) Total Expenditure increased: $484,391 (incl. restore reserve) Overall increase: $1,792,512

GENERAL FUND REVENUE ADJUSTMENTS
Beginning Balance: $2,337,492 increase
Transfer In from ARPA: $218,335 increase
Franchise Fee $100,000 increase
Building & Planning: $75,000 increase
Other Sales Taxes: $(200,000) decrease
Fire Dept. fee: $(200,000) decrease
Parking fines: $(100,000) decrease
Rec. Program Fees: $(27,000) decrease
Overall Total: $2,276,903 increase
23 24
18 1/2/2024
13 GF EXPENDITURES ADJUSTMENTS
Restore Reserve: $432,000 increase
CM Office: $167,497 increase
FLSA Audit: $60,000 increase
CM Recruitment: $30,000 increase
Temp Services: $30,000 increase
Janitorial Services: $20,000 increase
Various Operational: $(255,106) decrease
Overall Total: $484,391 increase

REVISED BUDGET W/O PERSONNEL REQUESTS
Revenues: $26,703,591
Expenditures: $24,910,885
Surplus: $1,792,512
25 26
19 1/2/2024
14 ADOPTED VS. AMENDED
Difference AmendedAdoptedFY 2023-24
$2,276,903$26,703,591$24,426,688Revenues
$484,391$24,910,885$24,426,494Expenditures
$1,792,512$194Ending Balance
Expenditures include $432,000 transfer out to the Reserve Fund.

GF STRUCTURAL DEFICIT
Ongoing expenditures exceed ongoing revenues.

One-time revenues
 Beginning balance $3,920,230
 Measure S $2,451,483
 Stabilization Fund $432,000
 ARPA Fund $1,477,081
 Facilities Improve $500,000
Total $8,780,794
Total Revenues $26,703,591
One-time Rev. $(8,780,794)
Ongoing Rev. $17,922,797
Ongoing Exp. $(24,410,885)
Ongoing Shortfall $(6,488,088)
27 28
20 1/2/2024
15 AMERICAN RESCUE PLAN ACT (ARPA) FUND
Revenues:
 Beginning Balance: $194,847 Increase
Expenditures:
 Software Services Agreement (CMMS) $225,000 Reallocation of Storm Drain project  Software Services Agreement (Camera System) $52,000 Increase  Equipment (AV System) $22,000 Increase

MASTER FEE SCHEDULE
Subordination Agreement approval/documentation/notary $79 Abandoned and Distressed Properties Registration Fee $50 29 30
21 1/2/2024
16 PERSONNEL REQUESTS

POLICE DEPARTMENT
Reclassifications:
 Public Safety Dispatcher to Dispatch Supervisor $16,827 increase Reactivate:
 Two Police Officer positions $411,466
Restore:
 Administrative Assistant from PT to FT $35,225*
 Two Community Services Officer positions $214,157
Total $677,675
*Fire budget will also increase due to this change
31 32
22 1/2/2024
17 FINANCE DEPARTMENT
New addition:
 Sr. Accountant $165,967
 Financial/Budget Analyst $165,967
 Computer Analyst (IT) $173,921
Total $505,856

ADMINISTRATIVE SERVICES DEPARTMENT
New addition:
 Administrative Assistant II $120,000
Total $120,000
33 34
23 1/2/2024
18 HUMAN RESOURCES DEPARTMENT
New addition:
 Human Resources Technician $126,797
 Eliminate temp services $80,000
Increase of $46,797

PUBLIC WORKS DEPARTMENT
Reclassification:
 Maintenance staff to Lead position $10,629increase
35 36
24 1/2/2024
19 TOTAL PERSONNEL REQUESTS COST
Police Department $677,675
Finance Department $505,856
Admin. Department $120,000
Human Resources $46,797
Public Works $10,629
Total $1,360,957 annual ongoing cost increase

AMENDED BUDGET WITH PERSONNEL REQUESTS
Ending Balance: $1,792,512
Personnel Cost: $1,360,957
Ending Balance: $431,555
37 38
25 1/2/2024
20 RECOMMENDATION
Council Resolution No. 2024 -___: Adopting the 2nd Amendment to the Annual Appropriation Resolution No. 2023-88 to
Appropriate Mid-Year Budget Adjustments for Additional Costs in Various Accounts Organization Wide.
39 40
26 Suisun City Mid‐Year Personnel Requests
 February 6, 2024
PAGE 1
Suisun City Mid‐Year Personnel Requests
• Mid year budget revealed $1.7 million one‐time surplus • City currently has a structural deficit of over $6 million • Positions presented to council to continue providing city services & keep up with demands • City council requested specific items to come back for discussion • PD personnel (Police Officers & Community Service Officers) • Adminis
trative position
• Street sweeping brought in‐house
PAGE 2
1 2
27 Suisun City
Police Department
Mid‐Year
Staffing
PAGE 3
Full Staffing
July 2023 SCPD Full‐Time‐Equivalent positions reduced
from 26 sworn to 24 sworn. Current staffing allowed one Community Services Officer .

PAGE 4
Chief
Commander
Det Sergeant
Officer
(Vacant)
Sergeant
Days A
Sergeant
(MOD Duty)
Detective 1Officer
Beat 1
Chief
Officer
(Frozen)
City Officer 1
Officer
(MOD Duty)
Officer
(Vacant)
Officer
(Frozen)
CSO
SSTO (.5)
PSSM
Public Safety
Dispatcher
Supervisor
Public Safety
Dispatchers
(9)
Prop & Evid
Public Safety
Dispatchers 6
(Vacant 3)
Sergeant
Nights A
Sergeant
Days B
Sergeant
Nights B
Officer
Beat 2
Officer
Beat 3
Officer
Beat 1
Officer
Beat 2
Officer
Beat 3
Officer
Beat 1
Officer
Beat 2
Officer
Beat 3
Officer
Beat 1
Officer
Beat 2
Officer
Beat 3
Officer
Cover
Officer
Cover
City Officer 2
Detective 2
Commander
Acting Chief
Ofcr
Sergeant
(IDR)
Sergeant
Swing ShiftOIC  OIC
Ofcr
Officer In
Charge
3 4
28 Staffing
Overview
 Current Staffing
 Unfreezing 1 Police Officer and
adding 2 Community Services
Officers
 Unfreezing 2 Police Officers and
adding 1 Community Services
Officer
Options
PAGE 5
Current Staffing
Current staffing includes 24 sworn FTE with 2 police officer FTE frozen in July 2023. Currently, 1 community services FTE is budgeted.

PAGE 6
Chief
Commander
Det Sergeant
Officer
(Vacant)
Sergeant
(IDR)
SergeantOIC
Officer
Sergeant
(MOD Duty)Sergeant
Detective
Officer
Commander
(Acting Chief)
Officer
(Frozen)
Officer
Officer
OIC
Officer Officer
(MOD Duty)
Officer
Officer
Officer
Officer
OfcrOfcr
OIC
Officer
(Vacant)
Officer
(Frozen)
CSO
SSTO (.5)
PSSM
Public Safety
Dispatchers
(5)
Public Safety
Dispatchers
Training (2)
Prop & Evid
Public Safety
Dispatchers
(Vacant 3)
5 6
29 Unfreezing 1 Officer
and adding 2 CSOs
Current staffing includes 24 sworn FTE with 2 police officer FTE frozen in July 2023. Currently, 1 community services FTE is budgeted.

PAGE 7
Chief
Commander
Det Sergeant
Officer
(Vacant)
Sergeant
(IDR)
SergeantOIC
Officer
Sergeant
(MOD Duty)Sergeant
Detective
Officer
Commander
(Acting Chief)
Officer
(Frozen)
Officer
Officer
OIC
Officer Officer
(MOD Duty)
Officer
Officer
Officer
Officer
OfcrOfcr
OIC
Un‐Frozen
Officer
CSO
SSTO (.5)
PSSM
Public Safety
Dispatchers
(5)
Public Safety
Dispatchers
Training (2)
Prop & Evid
Public Safety
Dispatchers
(Vacant 3)
Officer
(Vacant)
New CSO 1
New CSO 2
1 Officer & 2 CSOs
 Unfreezing one officer will allow us to
process more applicants and potentially
build back vacancies quicker . The first
vacancy would cover the maternity, the
second would restore a beat officer on a
shift and this vacancy would fill the last
missing beat officer .
 Adding two community services officers
will allow us to add support to pa trol,
while increasing our ability to address
quality of life concerns in the community.
 These positions will require training and
experience before they can operate
efficiently and effectively in an
autonomous manner .

PAGE 8
First Skill Second Skill
7 8
30 Unfreezing 2 Officers
and adding 1 CSO
Current staffing includes 24 sworn FTE with 2 police officer FTE frozen in July 2023. Currently, 1 community services FTE is budgeted.

PAGE 9
Chief
Commander
Det Sergeant
Officer
(Vacant)
Sergeant
(IDR)
SergeantOIC
Officer
Sergeant
(MOD Duty)Sergeant
Detective
Officer
Commander
(Acting Chief)
Officer
Officer
OIC
Officer Officer
(MOD Duty)
Officer
Officer
Officer
Officer
OfcrOfcr
OIC
Un‐Frozen
Officer 1
CSO
SSTO (.5)
PSSM
Public Safety
Dispatchers
(5)
Public Safety
Dispatchers
Training (2)
Prop & Evid
Public Safety
Dispatchers
(Vacant 3)
Officer
(Vacant)
New CSO 1
Un‐Frozen
Officer 2
2 Officer & 1 CSO
 Unfreezing two officer will allow us to build
back vacancies quicker . The vacancies will
return us to 26 sworn FTE.
 When fully staffed at 26 sworn FTE, we will
have an additional detective, two officers
assigned to address city‐wide crime, traffic,
and quality of life concerns.
 Adding one community services of ficers
will allow us to absorb the movement of a
CSO from PD to PAL. This would allow us to
train early and mitigate service delivery
interruptions at the CSO position.
 These positions will require training and
experience before they can operate
efficiently and effectively in an autonomous
manner .

PAGE 10
First Skill Second Skill
9 10
31 Summary
Options
 Maintain Current Staffing:

Stay in an emergency staffing model where officers are primarily reactive to crime and disorder . Leave time for training, vacation, sick or other reasons will cause a significant impact on overtime and employee fatigue.
 Unfreeze 1 officer and add two CSOs:

Allows for coverage of CSO moving to PA L.  This model will increase our patrol support capabilities, including taking cold crime reports and scheduled reports.
 Unfreeze 2 officers and add one CSO:

This model will help us to build back to 26 sworn FTE. This will increase our ability to mitigate vacancies, leave, training, and development of ove rall  department service capability for the community. Adding one CSO will allow us to offset the impact of moving a CSO to PAL.

PAGE 11
Cost for PD Options
 Yearly Salary and Benefits
 Police Officer $205,733
 CSO $107,078
 Two CSO’s and a Police Officer
 $419,889 for a full year
 Two Police Officers and a CSO
 $518,544
11 12
32 Administrative Assistant II
 $120,000 yearly salary with benefits
 Would assist the Deputy City Clerk and Administrative Assistant assigned to the City Manager’s Office with:
 Managing schedules for Council, Commissions
Committees and Ad Hoc.
 Coordinate meetings, conducting research of
code, resolutions and previous meeting
information.
 Preparing city reports and responses to the
community.
 Would be assign ed  50% of the time to
Development Services to specifically assist with
the Planning Commission and other duties
currently handled by temp agency employee like
staffing the permit help desk, responding to
inquiries, processing requests, tracking permits
and other development related duties.
 Funding Option
 Transfer $30,000 from Development Services
for temp services contract
 Utilize funding currently being spent out of
the City Manager’s Office estimated to be
$40,000 for the remainder of the year.
 Total Annual Cost with Funding Option
 $50,000 ($90,000 if no temp services were
utilized)
In‐house Street Sweeping
 (1) Maintenance Worker II
 ~125K (salary + benefit)
 Street Sweeper ~$250k
 No lease option
 Finance option
 ~$45K down payment
 ~$45K annual payment (6 yrs.)
 ~$15K maintenance allowance
 Total Annual Cost
 YR 1: $125K + $45K + $45K + $15K =
$215K
 YR 2+: $125K + $45K + $15K = $185K
 Funding Option & Short Fall
 Republic Services Transfer/Reimbursement
City from Street Sweeping Program = $140K
 ~$75K Short fall –1 st Yr.
 ~$45K shortfall –E a c h Yr. after 1st Yr.
13 14
33 Questions?
PAGE 15
15 34
FY 2024-25
Annual Budget
City Council Meeting
June 18, 2024
Topics
2 Budget Summary
General Funds Overview
Recommendation
Comments/Questions
1 2
35 Budget Workshop – May 28th
3 Roadmap to
Resiliency
Detailed budget
Study Session
Departmental
Needs
Open
Discussion
Feedback from
the Council and
Community
Budget
Summary
4 General Fund = $27.96M
Measure S = $3.9M
All other Funds = $50M
ISF Budget = $12M
Total Op Budget = $93.6M
3 4
36 Citywide - Revenue
5 Citywide - Expenditures
6 5
6 37
General Fund
Overview
• Total Resources $27,963,364
(Includes Beginning Balance of $2,104,398 and
Transfer In from Reserve Fund of $2,057,844)
• Total Expenditures $27,963,364
Reserves Ending Balance $3,099,800
7 Budget Summary –
Revenues/Expenditures
8 Sales tax revenues, including Measure S, are
expected to be flat in FY 24/25
Property tax revenues are expected to have
mild growth (3%)
Other taxes revenue (including Cannabis) and
Franchise Fees are expected to be $1.9 M
ARPA Funds Ending Balance is $2.2M as of

06.30.24 (entirely committed).

Expenditures are mostly status quo.
7 8
38 General Fund Revenue
9 General Fund Expenditures
10 9
10 39
Expenditures by Department
11 Measure S
Overview
12 Total Resources
$3,891,000
Total Expenditures
$3,891,000
11 12
40 Measure S
Funded
Positions
Police Officer (5)
Public Safety Dispatcher (3)
Code Enforcement (1)
Fire Marshal (1)
Fire Division Chief (1)
Fire Captains (3)
Fire Engineers (3)
Computer Technician (1)
18 Positions
13 Measure S
14 Special Projects
• Public Safety Communication System
$225,000
• Business Management software
$20,000
13 14
41 American Rescue Plan Act (ARPA) – Fund 167
• Positions (2) $345K
• Excess amount T/O to GF $275K
• Fire Station Bathroom Remodeling $200K
• ERP Project $196K
• Hwy 12 Storm Drainpipe Line $151K
• Homelessness Project $100K
• Community Garden Project $79K
• GL Reconciliation Project $70K
• ERP Project Management $66K
• Council Chamber Communication System $44K
• IT Infrastructure (servers) $28K
Significant Projects include:

Fund Balance
$1,749,300
15 ARPA
Revenue Loss
Recovery
Fund – Fund
069
• Significant Projects Include:
• Ballistic Panels for PD $73K
• Excess amount T/O to GF $353K
Fund Balance
$426,700
16 15
16 42
Master Fee
Schedule
CPI increase 3.5%
Water Connection Fees – increased
Development Fees – CCCI increase

9.4%
17 • A comprehensive impact and
fee study is budgeted in FY 24-
25 and could improve some
total fee revenues but
depending on the timing it may
not be helpful until 25-26.

Resolutions
Adoption of the Fiscal Year 2024-25 Annual Budget
• Council Adoption of Resolution No. 2024 -__: Adopting the Annual Budget for Fiscal Year 2024-25
• Agency Adoption of Resolution No. SA 2024 -__: Adopting the Annual Budget for Fiscal Year 2024-25
• Authority Adoption of Resolution No. HA 2024 -__: Adopting the Annual Budget for Fiscal Year 2024-25
• Council Adoption of Resolution No. 2024 -__: Adopting the Appropriations Limit for Fiscal Year 2024-25
• Council Adoption of Resolution No. 2024 -__: Approving an Annual Update of the Master Fee Schedule
18 17
18 43
Comments/Questions
19 19
44 9/3/2026
1 FY 2024-25 Mid-Year Budget ReviewFebruary 18, 2025
AgendaFY 2023-24 General Fund & Measure S OverviewFY 2024-25 General Fund Adopted BudgetSummary of Personnel changes & AdjustmentsFY 2024-25 Amended Budget for General FundRecommendationDiscussion/Questions/Comments 1 2
45 9/3/2026
2 FY 2024 - General Fund OverviewDifference (B-A)ActualAmended BudgetFY 2023-24$2,437,989$24,239,690$26,677,679Revenues$2,077,417$23,046,377$25,123,794Expenditures$1,193,313$1,553,885Ending BalanceNote: Beginning Bal. of $3,714,097 is included in the Revenues.Disclaimer: FY2024 information is preliminary and is subject to an audit. Financial Statement audit is pending.

FY 2024 – Measure S OverviewDifference (B-A)ActualAmended BudgetFY 2023-24 $1,104,893$4,859,393$3,754,500Revenues$241,590$3,492,910$3,734,500Expenditures$1,366,483$20,000Ending BalanceNote: Beginning Balance of $1,058,061 is included in the Revenues.Disclaimer: FY2024 information is preliminary and is subject to an audit. Financial Statement audit is pending. 3 4
46 9/3/2026
3 General Fund - Summary of Adjustments
FY 2025 – General Fund OverviewAdopted Budget:Revenues: $27,963,364Expenditures: $27,963,364Amended Proposed Budget:Revenues: $29,321,795Expenditures: $29,321,795 5 6
47 9/3/2026
4 GF Revenues Adjustments:Transfer-In from Measure S $1,839,483Transfer-In from Reserve Fund $578,600Property Taxes $155,000VLF Fees $15,000Beginning Balance$(911,086)Sales Taxes$(274,367)Transfer-In from Facilities Fund$(45,000)Total Revenue increase:$1,358,431 GF Expenditures Significant Adjustments:Personnel Cost $629,044Professional Services $595,000K9 Unit Program in PD $80,000Total Expenditures adjustments: $1,358,4317 8 48
9/3/2026
5 Personnel ChangesAdmin. Technician (DSD/HR)HR Technician I (HR)HR Technician II (HR)Admin. Assistant II (CMO)Admin. Technician (Vacant – PD)Admin. Assistant I (PT – HA)Accounting Technician (Fin.)Recreation Coordinator (RPM)Admin. Assistant I (PW)Public Work Inspector (PW-converted)Total Personnel Cost: $629,044 Professional ServicesAnimal Control $127,000HVAC Repairs $119,000Beauchaine (labor consultant) $100,000Tripepi Smith $50,000 (half amount)Essex Cook Media $34,000The Halle Group $34,000GovInvest (Personnel costing) $34,000Leadership Program $23,000MRG $20,000Total Professional Services Cost: $595,000 9 10
49 9/3/2026
6 Discussion: New Positions to be considered!
Personnel RequestsHuman Resources DirectorInformation Technology DirectorPolice Officers – 2 positionsFire Fighters – 2 positionsMaintenance Workers – 2 positions11 12 50
9/3/2026
7 SCPD Staffing26 Officers is .86 officers per 1k residents when full strength. Does not account for consistent staffing vacancies and turnover. A best practice is to minimally have 1 officer per 1k residents, which generally does not include command staff.Ideal staffing for SCPD is roughly 30 officers not including management. 13 14
51 9/3/2026
8 SCPD StaffingNational injury rates exceed 10% within police organizations across the country. This is consistent with the collective medical leave and injuries we have experienced over the last five years.National police agency turnover rates are roughly 5%, and we have historically experienced a rate of 15%. While this has been better over the last 20 months, we will still experience turnover at minimally the national rates.Fully staffed in December 2022 for less than 6 months until April 2023 when 7 officers left within 3 months. Underscores necessity to recognize vacancy and injury rates as part of the staffing discussion.

SCPD Response Times
•Many shifts are staffed at 2 officers and a sergeant. When staffed at 3 and a sergeant, officers arrive to calls more quickly.•In many units in department there is a lack of appropriate staffing levels to provide adequate service. *•There is insufficient administrative or investigative support to provide appropriate support to a department this size. * 15 16
52 9/3/2026
9 SCPD StaffingHow We Got Here26 Officers authorized since 2005 when population was 26.5k and have since added roughly 3,000 people with continued growth expected.Based on our staffing and workload, an officer in Suisun City conducts almost twice the number of investigations compared to an officer elsewhere in the county.

Adding 2 officers will bring us closer to recommended staffing but will still be a gap with regard to a best practice model. Having closer to 30 functional police officers, not counting administration, will ensure there is consistent staff at the front of the operation to provide direct services to the community in the form of proactive patrol and enforcement, investigations, community policing, homeless outreach and unforeseen emergency responses.

SCPD Staffing17
18 53
9/3/2026
10 2024 ORGANIZATIONAL CHART
Fire Chief (1 FTE)
Deputy Chief Operations (1 FTE)
A ShiftCaptains (2 FTE)
EngineerMedic(2 FTE)
B ShiftCaptains(2 FTE)
EngineerMedic (2 FTE)
C ShiftCaptains(2 FTE)
Engineer (2 FTE)EMT x1Medic x1
Reserve Volunteers (8)
Fire Marshal (1 FTE)
Admin. Technician (1 FTE)17 FTE’s•4 Admin & Command Staff •13 Suppression•2 Vacancies•8 Reserves Volunteers2 ALS Engine Companies•4 Firefighters Daily BEST PRACTICE MODELBenefits•Align staffing with industry standards•3/0 Staffing per Engine•Improved Response Times•2nd& 3rdFire StationPersonnel Costs•Annual Net Increase $ 2,932,342Industry Staffing Standard•1 Firefighter per 1000 population Fire Chief(1 FTE)
Deputy Chief Operations (1 FTE)
A ShiftBattalion Chief (1 FTE)
Captain(3 FTE)
Fire Engineer (3 FTE)
Firefighter Paramedic(3 FTE)
B Shift Battalion Chief (1 FTE)
Captain (3 FTE)
Fire Engineer (3 FTE)
Firefighter Paramedic (3 FTE)
C ShiftBattalion Chief(1 FTE)
Captain(3 FTE)
Fire Engineer(3 FTE)
Firefighter Paramedic(3 FTE)
Reserve Volunteers
Fire Marshal(1 FTE)
Fire Inspector(1 FTE)
Admin Technician(1 FTE)Short 18 FTE
19 20
54 9/3/2026
11 Fire Department Request: 2 FTE Firefighter ParamedicsBenefits•Align with industry staffing model•One Engine to 3/0 staffing•Sustainable Paramedic services•Improve Patient Care & Fire Suppression•Effective Company Officer supervisionFiscal Budget•Mid Year Request- No Funding Request•FY2025-26 Increase $422,919Industry Staffing Standard•1 Firefighter per 1000 population•Added positions = 15 Firefighters•50% industry staffing standards Fire Chief(1 FTE)
Deputy Chief Operations (1 FTE)
A Shift Captain (2 FTE)
Fire Engineer (2 FTE)
Firefighter Paramedic(1 FTE)
B ShiftCaptain (2 FTE)
Fire Engineer (2 FTE)
Firefighter Paramedic (1 FTE)
C Shift Captain (2 FTE)
Fire Engineer(2 FTE)
Firefighter Paramedic(1 FTE)
Reserve Volunteers
Fire Marshal(1 FTE)
Admin Technician(1 FTE)
Public Works Department(2) Maintenance Workers I/IIForHomeless Encampment & Illegal Dumping Crew21 22 55
9/3/2026
12 What have they been doing?Homeless encampment clean upsIllegal dumping clean upsLittering clean ups Results?Before and after is nigh and dayOngoing clean ups to sustain higher quality of life 23 24
56 9/3/2026
13 Volume of Trash Collected to DateSeptember 2024—January 20251,036 CY ~ 104 of this trucks have been removed What will we get when we invest in (2) maintenance workers dedicated to cleaning the City? 25 26
57 9/3/2026
14 FY 2025 – General Fund OverviewMid-Year Adjustments:Revenues: $1,358,431Expenditures: $1,358,431Amended Proposed Budget:Revenues: $29,321,795Expenditures: $29,321,795 RecommendationIt is recommended that the Council:1. Council Adoption of Resolution No. 2025 -___: Adopting the FY 2024-25 Mid-Year Budget Review, 4th Amendment to the Annual Appropriation Resolution No. 2024-87 to Appropriate Mid-Year Budget Adjustments for Additional Costs in Various Accounts Organization Wide.2. Council Adoption of Resolution No. 2025 -___: Adopting the Amended Citywide Salary Schedule to include the Information Technology (IT) Director and Human Resources (HR) Director positions, and to eliminate the HR Administrator classification.27 28 58
9/3/2026
15 Comments/Questions/Discussion
29 59
AGENDA ITEM NO. 6.

AGENDA TRANSMITTAL

MEETING DATE:

May 13, 2025

AGENDA ITEM:

Review and Provide Direction for the Fiscal Year (FY) 2025-26 Proposed Budget.

FISCAL IMPACT:

Review of the FY 2025-26 Proposed Budget will not have any fiscal impact. It is an informational item.

STRATEGIC PLAN:

Provide Good Governance, Section 4.1 – Review and update required planning and financial documents as needed. Ensure Fiscal Solvency.

BACKGROUND:

Each fiscal year, the City is required to adopt a balanced budget that outlines expected revenues and proposed expenditures for the upcoming year. The budget serves as a financial plan to ensure responsible use of public resources and to maintain essential services across all departments. The FY 2025-26 Proposed Budget reflects the City’s ongoing commitment to fiscal responsibility, service delivery, and alignment with the goals established in the City Council’s Strategic Plan.

The FY 2025- 26 Annual Budget will be presented to the City Council at the Budget Hearing on June 17, 2025. As a prelude to finalizing the full budget document, this item provides a summary and overview of options for the FY 2025 -26 Annual Budget with an emphasis on the General Fund and Measure S. Other funds are not reviewed in depth as most of the other funds have little discretion to the use of the money except for within the allowed uses of the funding source. This agenda item provides the Council with an opportunity to provide feedback about the proposed budget options prior to preparing the document itself in advance of the public hearing.

STAFF REPORT:

The FY 2025-26 Proposed Budget totals $98.4M across all funds, including the General Fund, Special Revenue Funds, and Capital Project Funds.

General Fund and Measure S Fund Fiscal Analysis
The General Fund is the primary fund that is used by the City. Main sources of revenues in the General Fund are property taxes, sales taxes, transient occupancy taxes, cannabis taxes, and charges for services.

The Proposed Budget has $28.2M in total revenues (including transfer ins) and $29.5M in total expenditures (including transfer outs) resulting in a General Fund shortfall or ending balance of $1.3M.

To balance the budget, staff must transfer $1.3M from the Stabilization (Reserve) Fund (Fund 015) or have to cut costs to balance the budget.

Measure S is a 1.75% general transactions and use tax levied on gross receipts within the city of Suisun City, online, and on vehicles purchased anywhere in the state. Measure S was renewed by the voters of Suisun City on November 5, 2024 and has a 25-year term. The Measure S Oversight Committee has the responsibility to review financial reports to ensure compliance with the legal use of the revenues. The Measure S Committee reviewed and accepted the FY 2025-26 Proposed Budget on April 29, 2025 during a Joint Committee meeting.

The Proposed Budget has $6,891,000 in total revenues and $6,891,000 in total expenditures. The 160
Measure S Fund is transferring out $6,129,270 to the General Fund, $ 330,000 to Dispatch Support Services fund, and $174,430 to Information Technology Fund. It is also funding $225,000 for software agreement payments for the RIMS software used by the Police Department. 97% of the total revenue from Measure S is being allocated for public safety services (57% to Police and 40% to Fire) and remaining 3% is being allocated to other departments.

Reserve Fund
The City's Stabilization (Reserve) Fund balance is $5.5M projected as of June 30, 2025. Based on the Proposed Budget, the city is not in compliance with the City’s reserve policy which recommends a reserve for unforeseen contingencies of 20% ($5.9M) of the operating budget.

Attached memorandum from the City Manager provides detailed analysis of the proposed budget and city's fiscal situation.

STAFF RECOMMENDATION:

It is recommended that the City Council review and provide direction on the Proposed Budget for Fiscal Year (FY) 2025-26 and adopt the budget by resolution at the subsequent regular meeting on June 17, 2025.

PREPARED BY:

Lakhwinder Deol, Finance Director
REVIEWED BY:

Bret Prebula, City Manager
APPROVED BY:

Bret Prebula, City Manager

ATTACHMENTS:

2. Exhibit A FY 2025-26 Proposed Budget Summary.pdf

3. FY25-26 Budget Strategy Memo.pdf
261
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
010 General Fund (1,571,297.80) (90,682.72) (0.14) 1,288,419.63 Accounting Program 156,217.61 195,518.75 282,854.22 372,451.77 Revenue (243,009.44) (247,614.06) (246,300.00) (255,300.00) Expense 399,227.05 443,132.81 529,154.22 627,751.77 Building Maint. 930,129.14 418,556.76 1,023,280.89 782,575.00 Revenue - - - - Expense 930,129.14 418,556.76 1,023,280.89 782,575.00 Building Program (183,768.44) (676,876.48) (145,410.55) (528,005.94) Revenue (679,871.01) (1,162,770.31) (785,600.00) (1,135,600.00) Expense 496,102.57 485,893.83 640,189.45 607,594.06 Citizen Governance 14,000.00 11,099.04 25,000.00 10,000.00 Expense 14,000.00 11,099.04 25,000.00 10,000.00 City Clerk 84,766.04 86,556.80 91,474.82 95,213.63 Revenue (5,402.94) (5,402.94) - - Expense 90,168.98 91,959.74 91,474.82 95,213.63 City Council 133,517.31 159,175.32 236,302.99 215,075.81 Revenue - - - - Expense 133,517.31 159,175.32 236,302.99 215,075.81 City Manager Office 545,970.61 402,867.33 762,250.19 670,640.38 Revenue (67,960.16) (76,660.77) (118,800.00) - Expense 613,930.77 479,528.10 881,050.19 670,640.38 City Treasurer 12,683.37 7,366.17 8,674.17 8,609.57 Expense 12,683.37 7,366.17 8,674.17 8,609.57 Code Enforcement 98,801.00 90,587.01 107,295.31 156,195.31 Expense 98,801.00 90,587.01 107,295.31 156,195.31 COVID-19 (87,300.00) 673.03 (87,300.00) (87,300.00) Revenue (87,300.00) - (87,300.00) (87,300.00) Expense - 673.03 - - CSO-Community Srv. 190,285.10 188,791.36 397,668.28 289,398.28 Revenue (116,249.00) - (116,249.00) (116,249.00) Expense 306,534.10 188,791.36 513,917.28 405,647.28 Econ Development 335,448.41 238,730.56 220,820.10 481,148.85 Revenue (115,488.61) (114,488.61) (226,820.00) (1,000.00) Expense 450,937.02 353,219.17 447,640.10 482,148.85 Electrions 147,800.00 48,084.75 147,800.00 47,800.00 Revenue (3,000.00) - (3,000.00) (3,000.00) Expense 150,800.00 48,084.75 150,800.00 50,800.00 Emergency Prep 11,374.36 197,307.21 221,369.91 192,661.85 Revenue (246,591.00) (43,850.57) (51,300.00) (51,300.00) Expense 257,965.36 241,157.78 272,669.91 243,961.85 EngineeringSupport 114,463.34 26,671.00 113,847.47 54,910.51 Revenue (131,627.87) (196,237.04) (201,600.00) (201,600.00) Expense 246,091.21 222,908.04 315,447.47 256,510.51 Finance Admin. 148,952.34 165,693.19 180,746.37 159,905.55 Revenue (1,866.18) (1,866.18) - - Expense 150,818.52 167,559.37 180,746.37 159,905.55 Fire Admin. 728,959.29 704,141.95 716,867.53 667,918.96 Revenue (28,519.32) (28,519.32) - - Expense 757,478.61 732,661.27 716,867.53 667,918.96 Fire Operations 2,592,363.65 2,454,897.49 2,807,061.11 1,330,508.68 Revenue (1,671,228.18) (1,743,936.59) (1,875,635.73) (3,228,516.73) Expense 4,263,591.83 4,198,834.08 4,682,696.84 4,559,025.41 362
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
Fire-Strike 100,000.00 523.21 - - Revenue (96,850.00) - (96,850.00) (96,850.00) Expense 196,850.00 523.21 96,850.00 96,850.00 Human Resources 302,454.58 221,309.19 551,424.41 438,726.23 Revenue - - - - Expense 302,454.58 221,309.19 551,424.41 438,726.23 Investment Program 7,036.14 19,845.45 0.43 (11.33) Revenue (59,699.63) (59,261.77) (71,453.21) (71,453.64) Expense 66,735.77 79,107.22 71,453.64 71,442.31 Kellog Trash Enclosure 55,800.00 (11,941.98) 56,152.00 21,552.00 Revenue (45,200.00) (66,472.02) (45,200.00) (50,000.00) Expense 101,000.00 54,530.04 101,352.00 71,552.00 Landscape Maint 352,608.23 320,780.67 840,904.83 753,001.47 Revenue (70,456.00) (82,227.97) (73,770.53) (73,770.53) Expense 423,064.23 403,008.64 914,675.36 826,772.00 Non-Departmental (17,294,953.51) (13,377,552.05) (18,571,811.16) (13,068,824.00) Revenue (18,995,057.00) (14,395,748.74) (19,975,516.80) (14,467,092.00) Expense 1,700,103.49 1,018,196.69 1,403,705.64 1,398,268.00 PD/Support Services 1,580,807.50 1,701,694.80 1,771,670.58 1,608,028.47 Expense 1,580,807.50 1,701,694.80 1,771,670.58 1,608,028.47 Planning 169,167.15 142,136.01 358,905.84 423,364.00 Revenue (62,749.00) (53,102.20) (44,100.00) (54,100.00) Expense 231,916.15 195,238.21 403,005.84 477,464.00 Police Admin. 1,011,230.10 862,211.04 1,298,681.70 1,251,064.76 Revenue (17,327.80) (12,642.54) (9,500.00) (9,500.00) Expense 1,028,557.90 874,853.58 1,308,181.70 1,260,564.76 Police Operations 5,254,386.39 4,314,571.57 5,534,697.69 4,135,014.06 Revenue (1,648,957.12) (2,393,220.37) (2,579,839.75) (4,381,722.75) Expense 6,903,343.51 6,707,791.94 8,114,537.44 8,516,736.81 PW Admin 33,681.05 38,243.54 51,994.70 48,505.78 Revenue (102,178.73) (102,178.73) (96,400.00) (96,400.00) Expense 135,859.78 140,422.27 148,394.70 144,905.78 PW-SSWA Support (14,457.97) - - (0.18) Revenue (194,810.84) (186,309.99) (192,576.00) (222,422.00) Expense 180,352.87 186,309.99 192,576.00 222,421.82 RPM Department 776,290.37 952,033.26 995,576.03 755,890.68 Revenue (805,281.60) (731,333.45) (949,000.00) (2,187,000.00) Expense 1,581,571.97 1,683,366.71 1,944,576.03 2,942,890.68 STA-Bldg Maintenance - - 1,200.00 2,400.00 Expense - - 1,200.00 2,400.00 Utilities Billing 119,989.04 - - (0.52) Revenue (1,206,909.51) (1,340,836.56) (1,454,983.85) (1,442,923.00) Expense 1,326,898.55 1,340,836.56 1,454,983.85 1,442,922.48 (blank) - 5,621.33 - - Revenue - - - - Expense - 5,621.33 - - 012 Measure S Fund - (316,329.04) - - (blank) - (316,329.04) - - Revenue (3,754,500.00) (3,801,331.56) (5,730,483.30) (6,891,000.00) Expense 3,754,500.00 3,485,002.52 5,730,483.30 6,891,000.00 015 Stabilization Fund (5,157,644.00) - (2,541,200.00) (2,541,200.00) (blank) (5,157,644.00) - (2,541,200.00) (2,541,200.00) 463
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
Revenue (5,157,644.00) - (5,157,644.00) (2,541,200.00) Expense - - 2,616,444.00 - 025 (389.00) (18.31) (389.00) (389.00) (blank) (389.00) (18.31) (389.00) (389.00) Revenue (389.00) (8.63) (389.00) (389.00) Expense - (9.68) - - 026 (25,708.00) (1,594.15) (25,708.00) (25,708.00) (blank) (25,708.00) (1,594.15) (25,708.00) (25,708.00) Revenue (36,708.00) (752.28) (36,708.00) (36,708.00) Expense 11,000.00 (841.87) 11,000.00 11,000.00 037 - (1,910.21) (16,300.00) (16,300.00) (blank) - (1,910.21) (16,300.00) (16,300.00) Revenue (40,529.00) (901.43) (40,529.00) (40,529.00) Expense 40,529.00 (1,008.78) 24,229.00 24,229.00 050 (133,993.99) (1,997.09) (103,549.13) (94,154.33) (blank) (133,993.99) (1,997.09) (103,549.13) (94,154.33) Revenue (242,304.00) (86,841.78) (246,304.00) (246,304.00) Expense 108,310.01 84,844.69 142,754.87 152,149.67 051 (17,333.00) (12,528.66) (27,677.72) (27,077.72) (blank) (17,333.00) (12,528.66) (27,677.72) (27,077.72) Revenue (49,533.00) (33,773.00) (50,500.00) (50,500.00) Expense 32,200.00 21,244.34 22,822.28 23,422.28 052 (7,118.60) 28,372.87 - 6,193.30 (blank) (7,118.60) 28,372.87 - 6,193.30 Revenue (86,651.00) (59,017.30) (73,901.00) (73,901.00) Expense 79,532.40 87,390.17 73,901.00 80,094.30 053 (72,662.00) (1,164.42) (86,562.00) (37,762.00) (blank) (72,662.00) (1,164.42) (86,562.00) (37,762.00) Revenue (104,662.00) (23,531.87) (104,662.00) (105,262.00) Expense 32,000.00 22,367.45 18,100.00 67,500.00 055 - - - - (blank) - - - - Revenue - - - - Expense - - - - 069 (22,081.48) 757,350.14 - - (blank) (22,081.48) 757,350.14 - - Revenue (1,121,436.00) - (426,700.00) - Expense 1,099,354.52 757,350.14 426,700.00 - 105 360,955.04 343,538.28 456,430.50 375,624.04 (blank) 360,955.04 343,538.28 456,430.50 375,624.04 Revenue (680,855.87) (847,808.45) (747,500.00) (747,500.00) Expense 1,041,810.91 1,191,346.73 1,203,930.50 1,123,124.04 110 (551,590.00) (267,089.10) (706,958.00) - (blank) (551,590.00) (267,089.10) (706,958.00) - Revenue (1,296,343.00) (834,363.14) (1,530,158.00) (1,530,158.00) Expense 744,753.00 567,274.04 823,200.00 1,530,158.00 115 1,556,827.00 1,033,147.10 (1,006,374.77) (15,300.00) (blank) 1,556,827.00 1,033,147.10 (1,006,374.77) (15,300.00) Revenue (10,475,365.00) (3,060,179.60) (11,464,386.22) (10,228,105.00) Expense 12,032,192.00 4,093,326.70 10,458,011.45 10,212,805.00 116 (1,541.55) 115,772.61 15,303.86 28,257.00 (blank) (1,541.55) 115,772.61 15,303.86 28,257.00 564
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
Revenue (190,314.00) (108,878.76) (190,314.00) (190,314.00) Expense 188,772.45 224,651.37 205,617.86 218,571.00 117 (11,311.70) 28,205.25 (7,774.50) (5,085.26) (blank) (11,311.70) 28,205.25 (7,774.50) (5,085.26) Revenue (2,203,549.00) (32,858.62) (2,203,549.00) (2,203,549.00) Expense 2,192,237.30 61,063.87 2,195,774.50 2,198,463.74 120 (4,819,048.00) (681,182.70) (4,299,508.00) (3,485,954.00) (blank) (4,819,048.00) (681,182.70) (4,299,508.00) (3,485,954.00) Revenue (5,325,422.00) (664,048.73) (5,325,422.00) (5,325,422.00) Expense 506,374.00 (17,133.97) 1,025,914.00 1,839,468.00 125 (14,960.00) 2,404.77 (14,960.00) (14,960.00) (blank) (14,960.00) 2,404.77 (14,960.00) (14,960.00) Revenue (44,960.00) (27,595.23) (44,960.00) (44,960.00) Expense 30,000.00 30,000.00 30,000.00 30,000.00 126 - - - - (blank) - - - - Revenue (69,900.00) - (39,900.00) (39,900.00) Expense 69,900.00 - 39,900.00 39,900.00 129 (28,700.00) (70,512.20) (1,422.00) (23,000.00) (blank) (28,700.00) (70,512.20) (1,422.00) (23,000.00) Revenue (41,200.00) (82,275.31) (89,822.00) (89,822.00) Expense 12,500.00 11,763.11 88,400.00 66,822.00 130 229,677.48 38,991.19 - 505,039.57 (blank) 229,677.48 38,991.19 - 505,039.57 Revenue 19,027.04 (53,386.98) (311,400.00) 209,600.00 Expense 210,650.44 92,378.17 311,400.00 295,439.57 132 (296.00) (2,312.84) (2,459.00) 233.00 (blank) (296.00) (2,312.84) (2,459.00) 233.00 Revenue (25,759.00) (7,742.01) (25,759.00) (25,759.00) Expense 25,463.00 5,429.17 23,300.00 25,992.00 134 (83.00) (1,662.28) (334.00) (12.00) (blank) (83.00) (1,662.28) (334.00) (12.00) Revenue (7,860.00) (5,126.79) (7,860.00) (7,860.00) Expense 7,777.00 3,464.51 7,526.00 7,848.00 136 - - - - (blank) - - - - Expense - - - - 139 - - - - (blank) - - - - Revenue (5,000.00) (7,500.00) (7,818.75) (7,500.00) Expense 5,000.00 7,500.00 7,818.75 7,500.00 142 - (3,479.73) - 10,674.24 (blank) - (3,479.73) - 10,674.24 Revenue (46,900.00) (48,523.42) (46,900.00) (46,900.00) Expense 46,900.00 45,043.69 46,900.00 57,574.24 150 (120.00) - (120.00) (120.00) (blank) (120.00) - (120.00) (120.00) Revenue (4,720.00) - (4,720.00) (4,720.00) Expense 4,600.00 - 4,600.00 4,600.00 152 - - - - (blank) - - - - Revenue - - - - 665
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
Expense - - - - 153 - - (145,000.00) (145,000.00) (blank) - - (145,000.00) (145,000.00) Revenue (145,000.00) (186,159.67) (145,000.00) (145,000.00) Expense 145,000.00 186,159.67 - - 156 - - - - (blank) - - - - Revenue - - - - Expense - - - - 158 (5,215.00) - (5,215.00) (5,215.00) (blank) (5,215.00) - (5,215.00) (5,215.00) Revenue (5,215.00) - (5,215.00) (5,215.00) Expense - - - - 159 - - - - (blank) - - - - Revenue (10,000.00) - (10,000.00) (10,000.00) Expense 10,000.00 - 10,000.00 10,000.00 160 - - - - (blank) - - - - Expense - - - - 161 - - - - (blank) - - - - Revenue (36,000.00) - (36,000.00) (36,000.00) Expense 36,000.00 - 36,000.00 36,000.00 167 (793,385.00) 1,245,021.82 - - (blank) (793,385.00) 1,245,021.82 - - Revenue (3,320,238.00) (86,178.66) (1,749,300.00) (1,078,755.00) Expense 2,526,853.00 1,331,200.48 1,749,300.00 1,078,755.00 168 - - - - (blank) - - - - Revenue - - - - Expense - - - - 169 - - - - (blank) - - - - Revenue - - - - Expense - - - - 171 (36,840.64) (18,344.89) (28,224.08) - (blank) (36,840.64) (18,344.89) (28,224.08) - Revenue (229,940.40) (166,194.56) (228,926.00) - Expense 193,099.76 147,849.67 200,701.92 - 173 - - - - (blank) - - - - Revenue (150,000.00) (26,643.64) (150,000.00) (150,000.00) Expense 150,000.00 26,643.64 150,000.00 150,000.00 174 - - - - (blank) - - - - Revenue (200,302.00) (13,462.05) (200,302.00) (200,302.00) Expense 200,302.00 13,462.05 200,302.00 200,302.00 175 - 617,439.26 (107,786.00) - (blank) - 617,439.26 (107,786.00) - Revenue (1,520,000.00) - (1,020,000.00) (1,020,000.00) Expense 1,520,000.00 617,439.26 912,214.00 1,020,000.00 766
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
176 (5,300.00) - (21,900.00) (21,900.00) (blank) (5,300.00) - (21,900.00) (21,900.00) Revenue (28,300.00) (24,717.57) (28,300.00) (28,300.00) Expense 23,000.00 24,717.57 6,400.00 6,400.00 180 (19,033.00) (1,040.58) (19,033.00) (19,033.00) (blank) (19,033.00) (1,040.58) (19,033.00) (19,033.00) Revenue (22,733.00) (1,040.58) (22,733.00) (22,733.00) Expense 3,700.00 - 3,700.00 3,700.00 183 - (10,446.27) - - (blank) - (10,446.27) - - Revenue (50,000.00) (31,400.71) (60,000.00) (60,000.00) Expense 50,000.00 20,954.44 60,000.00 60,000.00 184 - - - - (blank) - - - - Revenue (160,000.00) (80,303.59) (160,000.00) (160,000.00) Expense 160,000.00 80,303.59 160,000.00 160,000.00 185 1,335,027.98 237,222.49 400,000.00 821,060.13 (blank) 1,335,027.98 237,222.49 400,000.00 821,060.13 Revenue (3,108,792.12) (572,212.70) (3,959,189.00) (3,959,189.00) Expense 4,443,820.10 809,435.19 4,359,189.00 4,780,249.13 186 - - - - (blank) - - - - Revenue (20,000.00) - (20,000.00) (20,000.00) Expense 20,000.00 - 20,000.00 20,000.00 187 18,781.82 (55,799.86) - 104.79 (blank) 18,781.82 (55,799.86) - 104.79 Revenue (63,493.00) (80,836.23) (113,493.00) (113,493.00) Expense 82,274.82 25,036.37 113,493.00 113,597.79 188 (75,121.19) (1,203,374.97) (843,469.63) (587,499.41) (blank) (75,121.19) (1,203,374.97) (843,469.63) (587,499.41) Revenue (688,327.00) (1,309,566.38) (2,335,000.00) (2,335,000.00) Expense 613,205.81 106,191.41 1,491,530.37 1,747,500.59 189 (159,826.51) 12,001.18 (297,860.15) (297,860.15) (blank) (159,826.51) 12,001.18 (297,860.15) (297,860.15) Revenue (597,432.37) (354,500.37) (596,899.00) (596,899.00) Expense 437,605.86 366,501.55 299,038.85 299,038.85 190 (2,212.08) 141,579.20 (54,899.01) 172,678.61 (blank) (2,212.08) 141,579.20 (54,899.01) 172,678.61 Revenue (372,713.93) (216,399.27) (373,418.00) (394,621.00) Expense 370,501.85 357,978.47 318,518.99 567,299.61 202 (9,987.00) - - - (blank) (9,987.00) - - - Revenue (349,387.00) (349,387.00) (365,045.00) (381,371.00) Expense 339,400.00 349,387.00 365,045.00 381,371.00 203 - - - - (blank) - - - - Revenue (60,342.00) (60,342.00) (60,342.00) (60,342.00) Expense 60,342.00 60,342.00 60,342.00 60,342.00 205 - -
(blank) - -
Revenue (19,787.00) (19,787.00)
Expense 19,787.00 19,787.00
867
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
210 (10,728.00) (16,227.11) (10,728.00) (10,489.00) (blank) (10,728.00) (16,227.11) (10,728.00) (10,489.00) Revenue (90,900.00) (79,644.68) (90,900.00) (90,900.00) Expense 80,172.00 63,417.57 80,172.00 80,411.00 211 (32,956.00) (341.39) (6,000.00) (21,843.00) (blank) (32,956.00) (341.39) (6,000.00) (21,843.00) Revenue (44,256.00) (341.39) (21,843.00) (21,843.00) Expense 11,300.00 - 15,843.00 - 222 (916.00) (43.15) - (922.00) (blank) (916.00) (43.15) - (922.00) Revenue (916.00) (20.36) (922.00) (922.00) Expense - (22.79) 922.00 - 231 (4,245.00) (200.57) (4,245.00) (4,245.00) (blank) (4,245.00) (200.57) (4,245.00) (4,245.00) Revenue (4,245.00) (94.64) (4,245.00) (4,245.00) Expense - (105.93) - - 234 - - - - (blank) - - - - Revenue (50,500.00) (50,416.85) (50,500.00) (50,500.00) Expense 50,500.00 50,416.85 50,500.00 50,500.00 300 (2,439,816.00) (1,654,526.83) (2,289,816.00) (2,438,138.00) (blank) (2,439,816.00) (1,654,526.83) (2,289,816.00) (2,438,138.00) Revenue (2,977,709.00) (1,713,453.12) (2,977,709.00) (2,977,709.00) Expense 537,893.00 58,926.29 687,893.00 539,571.00 302 - 94,059.71 - 145,000.00 (blank) - 94,059.71 - 145,000.00 Revenue (1,211,000.00) - (1,211,000.00) (1,066,000.00) Expense 1,211,000.00 94,059.71 1,211,000.00 1,211,000.00 310 (69,555.00) (15,732.16) (4,555.00) (1,862.00) (blank) (69,555.00) (15,732.16) (4,555.00) (1,862.00) Revenue (295,374.00) (183,493.04) (295,374.00) (295,374.00) Expense 225,819.00 167,760.88 290,819.00 293,512.00 312 (263,901.00) (139,786.81) (263,901.00) (266,260.00) (blank) (263,901.00) (139,786.81) (263,901.00) (266,260.00) Revenue (534,250.00) (385,886.60) (534,250.00) (534,250.00) Expense 270,349.00 246,099.79 270,349.00 267,990.00 314 (73,049.00) (18,482.36) (43,049.00) (5,534.00) (blank) (73,049.00) (18,482.36) (43,049.00) (5,534.00) Revenue (164,341.00) (50,036.61) (134,341.00) (96,441.00) Expense 91,292.00 31,554.25 91,292.00 90,907.00 320 8,474.00 52,066.04 (45,000.00) (11,624.00) (blank) 8,474.00 52,066.04 (45,000.00) (11,624.00) Revenue (609,371.00) (503,628.59) (609,371.00) (609,371.00) Expense 617,845.00 555,694.63 564,371.00 597,747.00 322 (155,538.00) 372,474.65 (567.00) (567.00) (blank) (155,538.00) 372,474.65 (567.00) (567.00) Revenue (530,917.00) (155,418.66) (375,946.00) (375,946.00) Expense 375,379.00 527,893.31 375,379.00 375,379.00 337 (642,713.00) (30,094.46) (642,713.00) (642,713.00) (blank) (642,713.00) (30,094.46) (642,713.00) (642,713.00) Revenue (642,713.00) (14,201.60) (642,713.00) (642,713.00) Expense - (15,892.86) - - 968
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
340 (101,432.00) (4,309.38) (101,432.00) (69,432.00) (blank) (101,432.00) (4,309.38) (101,432.00) (69,432.00) Revenue (101,432.00) (2,033.60) (101,432.00) (101,432.00) Expense - (2,275.78) - 32,000.00 420 (25,908.52) (53,318.54) (14,789.61) (10,819.00) (blank) (25,908.52) (53,318.54) (14,789.61) (10,819.00) Revenue (665,283.00) (427,277.57) (678,021.00) (678,021.00) Expense 639,374.48 373,959.03 663,231.39 667,202.00 422 (145,204.00) (55,457.85) (143,054.00) (143,204.00) (blank) (145,204.00) (55,457.85) (143,054.00) (143,204.00) Revenue (147,304.00) (55,712.04) (147,304.00) (147,304.00) Expense 2,100.00 254.19 4,250.00 4,100.00 425 (3,063.62) (8,794.78) (2,268.77) 8,343.77 (blank) (3,063.62) (8,794.78) (2,268.77) 8,343.77 Revenue (44,545.00) (24,045.00) (44,545.00) (44,545.00) Expense 41,481.38 15,250.22 42,276.23 52,888.77 430 91,728.94 28,322.69 31,726.87 13,185.49 (blank) 91,728.94 28,322.69 31,726.87 13,185.49 Revenue (116,658.76) (192,221.47) (194,313.76) (195,813.76) Expense 208,387.70 220,544.16 226,040.63 208,999.25 435 108,418.58 20,271.94 35,159.28 34,267.00 (blank) 108,418.58 20,271.94 35,159.28 34,267.00 Revenue 41,632.00 (39,929.53) (42,950.00) (42,950.00) Expense 66,786.58 60,201.47 78,109.28 77,217.00 445 (14,516.25) (44,308.94) (18,078.85) (33,869.00) (blank) (14,516.25) (44,308.94) (18,078.85) (33,869.00) Revenue (279,870.00) (269,068.11) (287,983.00) (287,983.00) Expense 265,353.75 224,759.17 269,904.15 254,114.00 446 (4,743.00) (13,740.77) - 33.00 (blank) (4,743.00) (13,740.77) - 33.00 Revenue (163,838.00) (156,062.37) (168,723.00) (168,723.00) Expense 159,095.00 142,321.60 168,723.00 168,756.00 448 (5,237.14) 5,221.62 (4,185.95) (1,325.00) (blank) (5,237.14) 5,221.62 (4,185.95) (1,325.00) Revenue (39,675.00) (9,820.57) (39,928.00) (39,928.00) Expense 34,437.86 15,042.19 35,742.05 38,603.00 449 (324,925.00) (143,855.76) (329,798.00) (342,476.00) (blank) (324,925.00) (143,855.76) (329,798.00) (342,476.00) Revenue (331,125.00) (140,640.92) (335,998.00) (348,676.00) Expense 6,200.00 (3,214.84) 6,200.00 6,200.00 453 (10,752.18) (2,636.77) (13,346.47) (6,268.00) (blank) (10,752.18) (2,636.77) (13,346.47) (6,268.00) Revenue (284,545.00) (125,680.12) (288,124.00) (288,124.00) Expense 273,792.82 123,043.35 274,777.53 281,856.00 454 (17,048.45) (4,043.17) (15,596.75) (5,818.00) (blank) (17,048.45) (4,043.17) (15,596.75) (5,818.00) Revenue (66,293.00) (35,540.80) (67,098.00) (67,098.00) Expense 49,244.55 31,497.63 51,501.25 61,280.00 455 (72,116.77) 98,538.76 (32,088.30) (2,820.00) (blank) (72,116.77) 98,538.76 (32,088.30) (2,820.00) Revenue (449,051.00) (306,194.89) (455,406.00) (455,406.00) Expense 376,934.23 404,733.65 423,317.70 452,586.00 1069
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
458 (7,433.01) (9,111.91) (6,582.11) 11,879.00 (blank) (7,433.01) (9,111.91) (6,582.11) 11,879.00 Revenue (112,678.00) (72,528.74) (114,790.00) (114,790.00) Expense 105,244.99 63,416.83 108,207.89 126,669.00 459 (6,346.83) 61,468.35 3,587.89 12,183.00 (blank) (6,346.83) 61,468.35 3,587.89 12,183.00 Revenue (579,498.00) (126,522.64) (582,913.00) (582,913.00) Expense 573,151.17 187,990.99 586,500.89 595,096.00 460 66,112.25 52,987.86 3,850.00 31,800.00 (blank) 66,112.25 52,987.86 3,850.00 31,800.00 Revenue (31,480.00) (48,000.00) (104,904.37) (48,000.00) Expense 97,592.25 100,987.86 108,754.37 79,800.00 461 (21,430.00) 15,093.27 - 1,433.00 (blank) (21,430.00) 15,093.27 - 1,433.00 Revenue (731,530.00) (885,189.22) (759,894.00) (759,894.00) Expense 710,100.00 900,282.49 759,894.00 761,327.00 462 (25,736.69) (3,130.91) (24,752.97) 469.00 (blank) (25,736.69) (3,130.91) (24,752.97) 469.00 Revenue (34,370.00) (10,963.00) (34,667.00) (34,667.00) Expense 8,633.31 7,832.09 9,914.03 35,136.00 464 (17,748.73) 4,339.14 (16,585.95) (15,647.00) (blank) (17,748.73) 4,339.14 (16,585.95) (15,647.00) Revenue (44,075.00) (9,457.19) (44,352.00) (44,352.00) Expense 26,326.27 13,796.33 27,766.05 28,705.00 465 (3,226.87) 1,334.63 (1,288.13) (1,249.00) (blank) (3,226.87) 1,334.63 (1,288.13) (1,249.00) Revenue (70,700.00) (18,652.47) (71,197.00) (71,197.00) Expense 67,473.13 19,987.10 69,908.87 69,948.00 466 (878.70) 21,500.93 (279.91) 9,333.00 (blank) (878.70) 21,500.93 (279.91) 9,333.00 Revenue (53,528.00) (11,269.66) (53,831.00) (53,831.00) Expense 52,649.30 32,770.59 53,551.09 63,164.00 467 (2,498.00) 14,858.32 648.83 9,239.00 (blank) (2,498.00) 14,858.32 648.83 9,239.00 Revenue (43,312.00) (13,890.25) (43,704.00) (43,704.00) Expense 40,814.00 28,748.57 44,352.83 52,943.00 468 (5,323.80) 3,229.19 1,013.92 5,210.00 (blank) (5,323.80) 3,229.19 1,013.92 5,210.00 Revenue (54,155.00) (30,877.71) (54,155.00) (54,155.00) Expense 48,831.20 34,106.90 55,168.92 59,365.00 469 (2,090.00) (8,994.72) - (500.00) (blank) (2,090.00) (8,994.72) - (500.00) Revenue (73,193.00) (78,220.88) (75,345.00) (75,345.00) Expense 71,103.00 69,226.16 75,345.00 74,845.00 470 - (10,847.00)
(blank) - (10,847.00)
Revenue (120,115.00) (120,115.00)
Expense 120,115.00 109,268.00
705 Veh/Equip-Maint (225,537.51) (13,846.96) (60,477.37) 4,081.81 (blank) (225,537.51) (13,846.96) (60,477.37) 4,081.81 Revenue (380,691.59) (150,184.58) (228,787.59) (218,497.59) Expense 155,154.08 136,337.62 168,310.22 222,579.40 1170
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
706 Veh/Equ Replacement (510,872.65) (322,161.75) 100,000.00 642.00 (blank) (510,872.65) (322,161.75) 100,000.00 642.00 Revenue (2,544,674.00) (1,070,958.61) (2,544,674.00) (3,333,674.00) Expense 2,033,801.35 748,796.86 2,644,674.00 3,334,316.00 710 Network Maint 24,170.88 141,316.01 - (43,844.15) (blank) 24,170.88 141,316.01 - (43,844.15) Revenue (707,575.37) (413,750.99) (847,346.81) (908,765.03) Expense 731,746.25 555,067.00 847,346.81 864,920.88 712 Dispatch (69,623.60) (333,507.22) 9,458.34 - (blank) (69,623.60) (333,507.22) 9,458.34 - Revenue (1,904,035.04) (2,023,106.44) (2,450,525.06) (2,271,722.06) Expense 1,834,411.44 1,689,599.22 2,459,983.40 2,271,722.06 713 PW Maint 79,963.04 18,863.00 99,825.69 (10,345.11) (blank) 79,963.04 18,863.00 99,825.69 (10,345.11) Revenue (2,319,928.31) (2,633,920.90) (2,891,190.78) (3,095,641.00) Expense 2,399,891.35 2,652,783.90 2,991,016.47 3,085,295.89 715 Liability Insurance Reserve 11,389.23 183,978.94 56,748.33 - (blank) 11,389.23 183,978.94 56,748.33 - Revenue (1,437,833.83) (1,139,976.61) (1,831,666.26) (2,055,004.59) Expense 1,449,223.06 1,323,955.55 1,888,414.59 2,055,004.59 721 Rec/Community (36.00) - (36.00) - (blank) (36.00) - (36.00) - Revenue (24,636.00) - (24,636.00) (24,636.00) Expense 24,600.00 - 24,600.00 24,636.00 750 Workers Comp. Insurance (401,390.77) (414,725.29) (488,198.83) 242.00 (blank) (401,390.77) (414,725.29) (488,198.83) 242.00 Revenue (1,628,959.00) (1,044,617.07) (1,628,959.00) (1,742,157.00) Expense 1,227,568.23 629,891.78 1,140,760.17 1,742,399.00 765 Unemployment Self Insured (4,214.00) (2,840.76) (4,739.00) - (blank) (4,214.00) (2,840.76) (4,739.00) - Revenue (14,475.00) (18,680.76) (15,000.00) (15,000.00) Expense 10,261.00 15,840.00 10,261.00 15,000.00 805 (3,520.67) 1,308.73 (3,520.67) (3,520.67) (blank) (3,520.67) 1,308.73 (3,520.67) (3,520.67) Revenue (3,520.67) (8,270.28) (3,520.67) (3,520.67) Expense - 9,579.01 - - 807 (1,814.00) 102.00 (1,814.00) (1,814.00) (blank) (1,814.00) 102.00 (1,814.00) (1,814.00) Revenue (1,814.00) (3,047.00) (1,814.00) (1,814.00) Expense - 3,149.00 - - 808 (776.00) (4,298.90) (776.00) (776.00) (blank) (776.00) (4,298.90) (776.00) (776.00) Revenue (776.00) (4,351.70) (776.00) (776.00) Expense - 52.80 - - 810 (1,285,950.00) (154,869.16) (1,285,950.00) (1,285,950.00) (blank) (1,285,950.00) (154,869.16) (1,285,950.00) (1,285,950.00) Revenue (1,285,950.00) (1,674,996.00) (1,285,950.00) (1,285,950.00) Expense - 1,520,126.84 - - 815 - - - - (blank) - - - - Revenue - - - - 825 (268.75) (935.00) (268.75) (268.75) 1271
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
(blank) (268.75) (935.00) (268.75) (268.75) Revenue (268.75) (13,343.75) (268.75) (268.75) Expense - 12,408.75 - - 830 (3,177,555.44) (140,192.16) (3,177,555.44) (3,177,555.44) (blank) (3,177,555.44) (140,192.16) (3,177,555.44) (3,177,555.44) Revenue (3,177,555.44) (6,706,624.26) (3,177,555.44) (3,177,555.44) Expense - 6,566,432.10 - - 835 - - - - (blank) - - - - Revenue - (241,008.04) - - Expense - 241,008.04 - - 901 114,716.67 - - 3,316.00 (blank) 114,716.67 - - 3,316.00 Revenue (280,187.00) (250,000.00) (250,000.00) (250,000.00) Expense 394,903.67 250,000.00 250,000.00 253,316.00 902 (406,985.28) (3,929,089.19) 14,616.06 16,500.00 (blank) (406,985.28) (3,929,089.19) 14,616.06 16,500.00 Revenue (6,598,065.00) (6,163,361.25) (5,625,840.00) (5,625,840.00) Expense 6,191,079.72 2,234,272.06 5,640,456.06 5,642,340.00 903 (3,778,224.13) 265,565.01 (3,811,969.24) (3,824,477.94) (blank) (3,778,224.13) 265,565.01 (3,811,969.24) (3,824,477.94) Revenue (4,637,220.97) (168,534.70) (4,624,475.00) (4,624,475.00) Expense 858,996.84 434,099.71 812,505.76 799,997.06 907 1,945.00 (49,779.40) 3,499.61 4,458.74 (blank) 1,945.00 (49,779.40) 3,499.61 4,458.74 Revenue (512,568.00) (497,519.42) (512,568.00) (512,568.00) Expense 514,513.00 447,740.02 516,067.61 517,026.74 908 (48,265.93) 64,812.34 (51,552.69) (40,473.00) (blank) (48,265.93) 64,812.34 (51,552.69) (40,473.00) Revenue (116,302.00) (11,972.71) (125,602.00) (111,802.00) Expense 68,036.07 76,785.05 74,049.31 71,329.00 909 670,253.40 261,310.21 11,406.04 10,660.62 (blank) 670,253.40 261,310.21 11,406.04 10,660.62 Revenue 103,801.00 (190,817.57) (585,640.00) (585,640.00) Expense 566,452.40 452,127.78 597,046.04 596,300.62 919 (122,109.22) 9,685.68 (123,913.41) (124,570.37) (blank) (122,109.22) 9,685.68 (123,913.41) (124,570.37) Revenue (185,365.00) (27,252.33) (184,865.00) (184,865.00) Expense 63,255.78 36,938.01 60,951.59 60,294.63 932 (3,800.00) (36,506.16) (3,800.00) (2,700.00) (blank) (3,800.00) (36,506.16) (3,800.00) (2,700.00) Revenue (2,505,800.00) (3,494,697.50) (2,805,800.00) (3,802,700.00) Expense 2,502,000.00 3,458,191.34 2,802,000.00 3,800,000.00 935 (27,685.00) - (27,685.00) (27,685.00) (blank) (27,685.00) - (27,685.00) (27,685.00) Revenue (27,685.00) - (27,685.00) (27,685.00) Expense - - - - 937 (319,092.00) (11,984.00) (319,092.00) (319,092.00) (blank) (319,092.00) (11,984.00) (319,092.00) (319,092.00) Revenue (319,092.00) (6,599.07) (319,092.00) (319,092.00) Expense - (5,384.93) - - 945 21,840.19 167,760.74 23,014.00 (77,673.54) 1372
Row Labels FY 2023-2024 Budget
FY 2023-2024
YTD Actuals
FY 2024-2025
Budget
FY 2025-2026
Proposed Budget
(blank) 21,840.19 167,760.74 23,014.00 (77,673.54) Revenue (255,191.00) (375,488.41) (315,900.00) (610,200.00) Expense 277,031.19 543,249.15 338,914.00 532,526.46 946 (550.00) 51,663.82 (7,550.00) - (blank) (550.00) 51,663.82 (7,550.00) - Revenue (8,000.00) - (8,000.00) - Expense 7,450.00 51,663.82 450.00 - 974 - 9,544.74 - - (blank) - 9,544.74 - - Revenue (35,610.00) (312.31) (35,610.00) (35,610.00) Expense 35,610.00 9,857.05 35,610.00 35,610.00 (blank) -
(blank) -
(blank) -
Grand Total (23,741,864.55) (3,760,619.83) (22,501,994.08) (16,822,186.10) 1473

MEMORANDUM

TO: Honorable Mayor and City Council
FROM: Bret Prebula, City Manager
DATE: May 13, 2025
SUBJECT: Fiscal Year 2025 –2026 Budget Strategy Framework – Balancing Sustainability, Community Impact, and Strategic Planning

EXECUTIVE SUMMARY
Over the past decade, Suisun City has faced repeated structural budget challenges due to limited revenue growth, historic underinvestment in economic development, and increasing fixed operational costs. While Measure S has temporarily improved our fiscal outlook, the City still faces a projected $1.3 million to $1.8 million in General Fund shortfall for FY 2025–

26. The difference in the General Fund shortfall is related to whether or not the City enters into a reimbursement agreement with California Forever, as there is significant annual staff time that would be reimbursed related to the work on evaluating this project.

We are now at a policy crossroads because of the above and cumulative decisions made in the past. The Council is being asked to provide direction on how to proceed with addressing the various issues through one of three primary fiscal strategy options:

1. Use reserves to cover the entire shortfall.

2. Partial use of reserves and identifying service reductions selected by City Council to equal the total shortfall.

3. Fully balance the budget through service reductions only.

Each option has trade-offs in terms of operational stability, community service delivery, and long-term fiscal resilience. Staff would like City Council to make recommendations for both the $1.3 million and $1.8 million shortfall levels so staff will know what to bring back for City Council approval during the Budget Hearings, depending on the outcome of the reimbursement agreement discussions.

At this point in the budget creation, if any additional service delivery cuts are required, staff will need City Council to identify those areas of reduction as they will create noticeable, and depending on the reduction level, deep cuts to service delivery. Currently, with 75% or lower staffing levels in most departments, compared to the benchmarks, additional cuts beyond what staff has already proposed in the FY 2025-26 budget may cause foundational 1574
shifts in how we operate the City. In the PowerPoint presentation, staff has laid out a variety of additional service delivery cuts the City Council can deliberate along with the service delivery impacts. During the presentation, if City Council decides to make these reductions, staff will also identify cumulative impacts of various selections, but those cannot be quantified until the public discussion is happening with City Council.

This memorandum summarizes the current budget picture, outlines our community and organizational priorities, and provides a decision-making framework grounded in sustainability and limiting public service reductions to the best of our fiscal ability.

BACKGROUND: SUISUN CITY’S FISCAL CONTEXT
Over the past decade, Suisun City has faced systemic challenges, including:
• A small geographic and economic footprint compared to surrounding cities. • Limited commercial growth due to lack of scale and lack of historic decision making around pushing stronger economic development outcomes
• The use of ARPA and high vacancy rates that previously masked long-term imbalance but created weak community service delivery.
• Revenue per capita is almost half of similar size cities; a similar city of 30,000 residents in Solano County, City of Benicia, that has General Fund revenue near $45M to $50M when you remove Valero is almost double the City’s General Fund. • With almost a $15M to $20M revenue shortfall compared to the same size city in Solano County, the constraints of service delivery are unavoidable.

Recent efforts have included:
• Adoption of a Strategic Plan
o This Plan is the strategic roadmap that sets the general workplan for the city over the next five (5) years. Even with the low staffing levels, the City has already made progress on this plan. The Plan is reviewed each year and staff provide updates on the outcomes of the Plan along the way. The link to the Plan can be found here: d9292f11-c3b9-11ef-a9e2-005056a89546- 5360f717-96cd-4307-943a-c7dc7bb46276-1739494426.pdf
• Passage of Measure S (generating an additional $3M annually). • A focus on “back to basics” to ensure the foundational pieces of local governmental services can have the focus on the limited staff and resources. • Adoption of an Economic Development Strategy and Implementation Plan (EDSIP) to unlock infill development.
o The EDSIP is the foundation of the progressive move forward by the City Council to enhance the infill economic development throughout the City. This document lays the foundation of the development plan which will begin by putting all the City owned property through the Sta te’s Surplus Lands Act (SLA) process. This process is mandated by the State before any City owned 1675
property can be sold. This pr ocess will take 6 months but is the sign to developers that the City is ready to move aggressively to develop the remainder of the City. A link to the EDSIP can be found here:

SKM_C360i25022715480
• Adoption of a legislative platform. This platform, along with our lobbyists, assists the City in achieving State and Federal support when those opportunities present themselves. As a reminder, the benefit of State and Federal funding is more focused on project specific goals and not something that will assist in our ongoing structural budget issues. A link to the legislative platform can be found here: Legislative Platform.Suisun
• Ongoing engagement with California Forever for potential annexation.

Despite this progress, core services remain under strain, and many departments operate at or below industry standards, with most departments at 75% or lower than benchmark staffing levels.

FY 2025–26 BUDGET SNAPSHOT
• General Fund Revenues (with reimbursement agreement): $28.2M • General Fund Revenue (without reimbursement agreement): $27.7M • Expenditures: $29.5M
Expenditures do not include any Cost of Living Adjustment (COLA) as the City is in contract negotiations with all its employe groups.
• Shortfall (with reimbursement agreement): $(1.3M)
• Shortfall (without reimbursement agreement): $(1.8M)
Key revenue positives (beyond the Measure S increase) include reimbursement agreement ($560K), new Republic Services contract ($300K), permit revenues ($300K). However, ARPA funds have expired. ARPA had been previously used to stop gap some of the budget shortfall now needed to be addressed in the FY 2025-26 budget.

The expenditures have increased approximately 6% from the FY 2024-25 budget. Again, this increase does not include any COLA for employees as the City is still engaged in contract negotiations. The increase of 6% includes normal step increases for employees not yet at the top step of their salary scale, increases to general liability and workmen ’s comp insurance, normal increases to our CALPERS annual contributions, as well as the 2 -FTE Police Officers, 2-FTE Firefighters, and 2-FTE Public Works Maintenance staff (illegal dumping crew) added at the FY 2024- 25 mid -year budget. These positions were vital to addressing near -term staffing concerns that have plagued these three departments. The Public Works positions are offset by a cost recovery through the new Republic Services contract that is slated to come to the City Council in early summer.
1776

OPTIONS FOR COUNCIL CONSIDERATION
Option 1: Use Reserves to Cover Full Shortfall
Pros:
• Avoids service cuts in FY 25–26
• Maintains organizational momentum
• Preserves core staffing
Cons:
• Further depletes reserves, risking future emergencies • Sends signal that structural reforms may be deferred
Strategic Pitfall: May delay difficult decisions and create steeper deficits if growth strategies are delayed or fail to materialize.

Option 2: Use Partial Reserves and Implement Service Delivery Cuts Pros:
• Balances budget responsibility and service delivery continuity • Preserves some strategic investments
• Slows reserve drawdown
Cons:
• Reduced service levels in some departments will have an immediate community impact
• Potential public dissatisfaction with visible program reductions • If department cuts are made, it may impact burn out and staffing levels as staff may chose to leave the City for other organizations.

Strategic Pitfall: Cuts may weaken short -term community confidence unless clearly communicated as a tradeoff for long-term resilience.

Option 3: Fully Balance Through Reductions
Pros:
• Reserves remain untouched
• City structurally lives within means
Cons:
• High-risk: deep cuts may lead to deep staffing loss as burn out grows • Momentum and success achieved in the last year will be lost or minimized • Organizational morale, service delivery, and progress all impacted which could result in increased crime, lower quality of life, increased blight, deteriorating park 1877
maintenance and repairs , and a general lack of ability to respond timely to many community issues.

Strategic Pitfall: May appear fiscally prudent but could cause irreparable harm to progress, talent retention, and community trust.

RECOMMENDED DECISION FRAMEWORK
Council should weigh each option against two guiding principles:

1. Stability: Will this decision stabilize our services and staffing levels without over- leveraging our reserves?

2. Sustainability: Does this option buy enough time for infill development and/or annexation efforts to succeed?

In alignment with our Strategic Plan, staff recommends pursuing Option 2 with an interest- based lens—balancing partial use of reserves with high-impact cuts that do not cripple momentum. Staff would recommend using no more than $750,000 of reserves to achieve this strategic objective. This use of reserves would be $1.9M less than what was in the FY 2024-25 budget.

NEXT STEPS
Staff will return with a final proposed FY 2025–26 budget reflecting Council’s direction. The date of the June budget hearing is still being determined.

As always, thank you for your thoughtful leadership and commitment to Suisun City’s future.

Respectfully submitted,

Bret Prebula
City Manager
City of Suisun City
1978
79 80
81 82
6/18/2025
1 FY 2025-26 Annual BudgetCity Council MeetingJune 24, 2025 Topics2Budget SummaryGeneral Funds OverviewRecommendationComments/Questions 1 2
83 6/18/2025
2 Budget Study Session – May 13th3Detailed budget Study SessionDepartmental NeedsOpen DiscussionFeedback from the Council and CommunitySignificant Changes4Sale of Assets: California Forever agreement $1.4M• Agreement is for $1.5M, Lawler House (RDA property) taken out $100KCouncil suggested cuts are restored.• No transfer needed from Reserves to balance the budget.COLA: 2.5% is added – approved 2023 labor negotiations• Cost approximately $290K 3 4
84 6/18/2025
3 Budget Summary5General Fund = $32.9MMeasure S = $6.9MAll other Funds = $70.5MISF Budget = $13.6MTotal Op Budget = $123.9MGeneral Fund Overview6Total Resources $32,857,689Total Expenditures$32,857,689Reserves Balance $5,530,074 5 6
85 6/18/2025
4 Budget Summary –Revenues/Expenditures7Transfer In from Measure S increased by ~ 3MProperty tax revenues are expected to have mild growth (2%)Other taxes revenue (including Cannabis) and Franchise Fees are expected to increase by $300KSales of Assets revenue is $1.4M – California Forever agreement.Expenditures are mostly status quo.

Measure S Overview8
Total Resources $6,891,000
Total Expenditures$6,891,000
7 8
86 6/18/2025
5 Measure S Allocations9
PD57%
Fire40%
Other3%Revenue $6,891,000
PDFireOtherMeasure S
10Special Projects• Public Safety Communication System $225,000• Business Management software$20,000 9 10
87 6/18/2025
6 Master Fee ScheduleNote: A comprehensive impact and fee study is pending, and it may impact revenue of current year’s amended or next fiscal year’s budget. 11 CPI increase 2.4%
CPI increase 2.4%
Water Connection Fees – increased
Water Connection Fees – increased
Development Fees – CCCI increase 2.3%
Development Fees – CCCI increase 2.3%ResolutionsAdoption of the Fiscal Year 2025-26 Annual Budget•Council Adoption of Resolution No. 2025 -__: Adopting the Annual Budget for Fiscal Year 2025-26•Agency Adoption of Resolution No. SA 2025 -__: Adopting the Annual Budget for Fiscal Year 2025-26•Authority Adoption of Resolution No. HA 2025 -__: Adopting the Annual Budget for Fiscal Year 2025-26•Council Adoption of Resolution No. 2025 -__: Adopting the Appropriations Limit for Fiscal Year 2025-26•Council Adoption of Resolution No. 2025 -__: Approving an Annual Update of the Master Fee Schedule12 11 12
88 6/18/2025
7 Comments/Questions
1313
89 3/12/2026
1 Suisun City Realignment & Strategic Staffing PlanCity Council | March 17, 2026 RequestContinuation of March 3, 2026, item requesting:•Council adoption of a resolution approving an Organizational Realignment and Strategic Staffing Plan and Amending the Citywide Classification Plan Supporting the Organizational Realignment and Strategic Staffing Plan. •Council adoption approving amendments to the Citywide Salary Schedule Supporting the Organizational Realignment and Strategic Staffing Plan. 1 2
90 3/12/2026
2 Introduction•The proposed realignment is the result of close collaboration from department heads understanding the needs and wants of staff, limited resources, and budgetary constraints.•Realignment would directly implement several goals and strategies and address many of the Strengths, Limitations, Opportunities, and Threats identified in the Council-adopted Five-Year Strategic Plan (2025-2030)•Realignment allows for slight modifications to existing positions, addition of new positions (some limited-term), reclassifications, and elimination (or freezing) of positions to better reflect the needs of staff, and department heads to achieve maximum efficiency•Increases efficiency of organization with relatively nominal impact to budget, which in turn maximizes output⚬Employee retention⚬Reduces attrition⚬Boosts organizational morale⚬Increases efficiency through more effective cross-collaboration•Realignment positions City departments towards the Best Practices (previously referred to as “Silver Option”) staffing scenario presented to Council in 2025 accounting for limited resources and budgetary constraints Summary of ChangesCity Manager’s Office (Fiscal Impact: Less than $40,000)•Add two (2) Management Analyst positions (Limited-Term through June 30, 2028)⚬1 for Special Initiatives and Economic Development⚬1 for Communications and Unhoused Services•Delete one (1) Administrative Assistant II (Limited-Term)•Delete one (1) Administrative Technician (Limited-Term)Finance Department (Fiscal Impact: $160,000 to $180,000)•Add one (1) Finance Manager (Full-Time)•Add one (1) Senior Accountant (Full-Time)•Delete one (1) Accountant position (Full-Time)Development Services Department (Fiscal Impact: Neutral to Cost Savings)•No position changes•Integrate Housing Division within Development Services DepartmentHuman Resources Department (Fiscal Impact: Neutral to $10,000)•Reclass one (1) HR Technician to one (1) HR & Payroll Technician (Full-Time)•Reclass one (1) HR Technician to one (1) HR & Payroll Technician (Limited Term)•Reclass one (1) Account Technicians to one (1) HR & Payroll Technician (Full-Time)•Reclass one (1) Account Technician to one (1) HR & Payroll Technician (Limited Term) Public Works (Fiscal Impact: $190,000 to $220,000)•Restore three (3) Public Works Supervisors (Full-Time)•Freeze three (3) Senior Maintenance Workers (Full-Time)•Add one (1) Senior Civil Engineer (Full-Time)Police Department (Fiscal Impact: Approximately $500,000)•Reclass one (1) Police Commander to one (1) Police Captain (Full-Time)•Reclass one (1) Police Commander to one (1) Police Lieutenant (Full-Time)•Add one (1) Police Lieutenant (Full-Time)•Add one (1) Police Officer (Full-Time)•Add one (1) Dispatcher (Full-Time)•Add two (2) Records Clerk I/II (Full-Time)•Freeze one (1) Police Sergeant - Detective (Full-Time)Fiscal Impact for FY2026/27 $655,000 to $720,0003 4 91
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3 Strategic Plan (2025-2030)•Adopted by Council February 18, 2025•Purpose is to “…directly guide City policy, budgeting, and resource allocation in alignment with public safety, infrastructure, sustainability, and community development priorities.” [Feb. 18, 2025 Council Report]•The Strategic Plan “…informs budgeting and annual staff work plans.” [2025-2030 Strategic Plan]•Key Components:⚬Strengths, Limitations, Opportunities, Threats⚬Mission, Vision, Values⚬Goals (A, B, C, D) & Strategies Strategic Plan: Goals & Strategies•Goal A – Public Safety: Suisun City is thriving, resilient, and safe. •Goal B – Community Appeal: Suisun City is sustainable, appealing, and future-focused.•Goal C – Sustainability and Stewardship: Develop strategic policies, programs and financial opportunities that result in long-term social, economic, operational and financial sustainability supported by our community.•Goal D – Community Vibrancy: Suisun City will become resilient by utilizing its abundance of natural resources to improve the vitality of the community through sustainable development for residents. 5 6
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4 Strategic Plan: Strengths, Limitations, Opportunities, ThreatsStrengths•Competent and Dedicated City StaffLimitations•Lack of Succession Planning for Staff•Lack of Public Safety Resources•City Staffing Levels•Homelessness and Vacant Buildings•Slow Development Opportunities•Improve Image by Addressing Social Issues•Enhance Public SafetyThreats•Increase in Homeless Population•Population Growth Outpacing Public Safety Services•Leadership Disconnect•Staffing Recruitment and Retention•Lack of Funding for City Departments Summary•Realignment better positions staff to continue, and more effectively, achieve the Goals and Strategies adopted as part of the Strategic Plan•Realignment directly (and indirectly) serves as the cornerstone to addressing many of the SLOT’s, especially the capitalizing on “strengths,” minimizing “limitations,” expanding on “opportunities,” and reducing “threats”•Realignment IS implementation of the Strategic Plan 7 8
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5 Development Services
Development ServicesProposed Organizational Chart 2026
9 10
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6 Development Services
Development ServicesSupporting Analysis1. Aligns related functions under one department•Housing policy and development review are closely connected.•Integration improves coordination between planning, housing policy, and development approvals.2. Improves compliance with state housing mandates•California housing requirements are increasingly complex.•A unified structure improves the City’s ability to monitor compliance and meet reporting obligations.3. Reduces reliance on outside consultants•Strengthening internal capacity allows the City to handle more housing and development policy work in-house.4. Improves development coordination•Developers and applicants benefit from more streamlined communication and project management.

Development ServicesBest Practice Staffing
11 12
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7 Finance Department
Finance DepartmentProposed Organizational Chart13
14 96
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8 Finance Department
Finance DepartmentSupporting Analysis1. Strengthens financial oversight•Adding a Finance Manager improves internal oversight, financial reporting, and strategic financial planning.2. Reduces operational risk•Financial functions are complex and heavily regulated. The new structure provides appropriate supervision and internal controls.3. Improves budgeting and financial forecasting•Enhanced leadership capacity allows the City to better manage long-term financial planning and fiscal sustainability.4. Supports the scale of city operations•As the City grows and financial reporting requirements increase, additional financial management capacity is necessary to maintain compliance and transparency.

Finance
Finance DepartmentBest Practice Staffing15
16 97
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9 Human Resources
Human Resources DepartmentProposed Organizational Chart17 18 98
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10 Human Resources
Human Resources DepartmentSupporting Analysis1. Aligns payroll with the functions that drive it•Payroll transactions originate from HR actions such as hiring, promotions, compensation changes, and benefits enrollment.•Aligning payroll within HR improves accuracy and coordination.2. Reduces operational risk•Historically, payroll functions were concentrated in one position, creating a single point of failure.•Cross-training staff ensures continuity for this mission-critical function.3. Supports labor relations and compliance•Payroll staff play a key role in FLSA compliance, labor agreement implementation, and compensation analysis.4. Improves internal controls•Multiple trained staff improve oversight and audit controls over payroll operations.

Human Resources DepartmentBest Practice Staffing19
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11 City Manager’s Office
City ManagerProposed Organizational Chart 202621
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12 City Manager
City ManagerSupporting Analysis1. Expands the City’s capacity to manage priority initiatives•These positions allow the City to actively manage complex policy initiatives, including homelessness coordination, economic development, and communications.2. Strengthens regional partnerships and grant opportunities•Dedicated analyst support allows the City to coordinate with regional agencies, track funding opportunities, and manage strategic initiatives more effectively.3. Improves transparency and communication•A communications-focused analyst helps improve public information, community engagement, and transparency, which supports public trust in City government.4. Aligns directly with the Strategic Plan•Supports Council priorities related to:•homelessness response•economic development•community engagement•strategic project management.

City ManagerBest Practice Staffing23
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13 Public Works
Public Works DepartmentProposed Organization Chart25
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14 Public Works Department
Public Works DepartmentSupporting Analysis1. Restores essential field supervision•Supervisors provide day-to-day leadership, safety oversight, and operational coordination for maintenance crews.2. Improves project delivery•Adding a Senior Civil Engineer strengthens the City’s ability to manage capital improvement projects and infrastructure planning.3. Reduces reliance on consultants•Expanding internal engineering capacity allows the City to handle more project review and oversight internally.4. Supports infrastructure investment•The City continues to invest in infrastructure, and technical leadership is needed to manage those projects effectively.5. Funding•Senior Civil Engineer will be fully funded by the California Forever project.

Finance
Public Works DepartmentBest Practice Staffing27
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15 Police Department
Police DepartmentProposed Organization Chart29
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16 Police Department
Police DepartmentSupporting Analysis1. Establishes a clear command structure and improves operational oversight•The new structure creates a clear chain of command, with a Police Captain serving as second-in-command.•Two Lieutenants allow the department to oversee:⚬Operations⚬Investigations and Support Services2. Strengthens public safety capacity and moves us closer to a best practices model•1 per 1000 not including upper management•29 sworn is 4 fewer than best practices model of 30 front line staff (total of 33)•Currently 23 deployable officers due to vacancies, training and medical leave - includes command staff (higher than 10% national vacancy rate average)•AB 645 Emergency Services Mandate requires total three dispatchers by January 2027•Adding an officer and dispatcher directly supports front-line public safety services.3. Supports succession planning•The structure creates clearer leadership development pathways within the department.

Police DepartmentBest Practice Staffing31
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17 RecommendationCouncil consideration and adoption of the following items related to the proposed organizational realignment and strategic staffing plan:a. Council Adoption of Resolution No. 2026-___: Approving an Organizational Realignment and Strategic Staffing Plan and Amending the Citywide Classification Plan Supporting the Organizational Realignment and Strategic Staffing Plan to Eliminate Accounting Technician, Human Resources Technician I/II and Police Commander Classifications, Amend the Management Analyst I/II and Assistant/Associate/Associate Civil/Senior Associate/Senior Associate Civil Engineer Classifications, and Establish Accounting Technician I/II, Human Resources/Payroll Technician I/II/Senior, Senior Civil Engineer, Police Captain and Police Lieutenant Classifications. b. Council Adoption of Resolution No. 2026-___: Approving amendments to the Citywide Salary Schedule Supporting the Organizational Realignment and Strategic Staffing Plan to Eliminate Accounting Technician, Human Resources Technician I/II and Police Commander and Establish Salaries for Accounting Technician I/II, Human Resources/Payroll Technician I/II/Senior, Senior Civil Engineer, Police Captain and Police Lieutenant.33 106
AGENDA ITEM NO. 13.

AGENDA TRANSMITTAL

MEETING DATE:

April 21, 2026

AGENDA ITEM:

Council Consideration and Adoption of the Following Items Related to the Completion of the Proposed Organizational Realignment and Strategic Staffing Plan for Remaining Departments:
a
.

Council Adoption of Resolution No. 2026-__: Approving An Organizational Realignment and Strategic Staffing Plan for the Departments of Human Resources and Development Services and The City Manager’s Office, Amending the Citywide Classification Plan Supporting the Organizational Realignment and Strategic Staffing Plan to Eliminate Accounting Technician and Human Resources Technician I/II Classifications, Amend the Management Analyst I/II Classifications, and Establish Accounting Technician I/II, Human Resources/Payroll Technician I/II/Senior Classifications
b
.

Council Adoption of Resolution No. 2026-__: Amending the Citywide Salary Schedule to Support the Organizational Realignment and Strategic Staffing Plan to Eliminate Accounting Technician and Human Resources Technician I/II and Establish Salaries for Accounting Technician I/II, Human Resources/Payroll Technician I/II/Senior

FISCAL IMPACT:

Completion of the organizational realignment for the three remaining functional areas, Development Services/Community Development (Housing Integration), City Manager's Office, and Human Resources Department, results in a combined estimated net fiscal impact of less than
$35,000 annually.

Specifically: the Development Services/CDD Housing

Integration carries no new
cost; the City Manager's Office reclassifications represent a net increase of less than $20,000
, offset by
grant-eligible funding sources and elimination of overtime expenditures currently incurred; and the Human Resources Department reclassifications represent a net increase of less than $15,000
, offset by
existing internal service fund allocations and funding sources. These actions do not individually create significant new fiscal obligations, and the minimal net costs are justified by the substantial public service risks of inaction described in this report.

STRATEGIC PLAN:

This action supports the City Council’s adopted Five-Year Strategic Plan (2025–2030) by advancing the priorities of
Good Governance, Workforce Stability and Retention,
and Organizational Resilience
. The proposed actions directly implement the Strategic Plan’s direction on housing policy implementation, economic development, homelessness reduction, organizational effectiveness, and succession planning. Specifically, the actions advance:

Goal A (Public Safety)
through continued oversight of unhoused services programming; Goal B (Community Appeal)
through
sustained economic development activity, Housing Element implementation, and proactive downtown development;
Goal C (Sustainability and Stewardship)
through responsible housing balance
management, sea level rise coordination, and fiscal sustainability; and Goal D (Community Vibrancy)
through business development, tourism programming, and coordinated development oversight. Denial of these actions directly contradicts the adopted Strategic Plan and undermines the Council’s investment in the Five-Year planning process.

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BACKGROUND:

This item continues the organizational realignment discussion that began at the March 3, 2026 City Council meeting and was furthered at the March 17, 2026 meeting regarding the Proposed Organizational Realignment and Strategic Staffing Plan (Staffing Plan). At those meetings, the Council considered realignment actions across six functional areas. This report addresses the three remaining functional areas, completing the comprehensive Organizational Realignment and Strategic Staffing Plan as presented:

Integration of the Housing Division within the /Development Services Department (DSD)/Community Development, unified under the Development Services Director Reclassification of two (2) limited-term administrative positions in the City Manager’s Office to Management Analyst; one focused on communications and unhoused services coordination, and one focused on special initiatives and economic development (both through June 30, 2028) Reclassification of existing Human Resources Technician and Accounting Technician positions assigned to Human Resources to the Human Resources/Payroll Technician hybrid classification series
In addition to the remaining organizational changes, implementation of the Staffing Plan also requires related classification updates to ensure the City’s classification structure accurately reflects the work being assigned and performed. These include amendments to the Management Analyst I/II classification, establishment of the Accounting Technician I/II classification series for future Finance Department use, elimination of the Human Resources Technician I/II classifications, and related updates to the City’s classification and compensation plans.

The proposed organizational realignment builds upon the City’s highly capable workforce by strengthening collaboration across departments and aligning staffing responsibilities more closely with operational functions. These adjustments improve efficiency, enhance institutional knowledge, and create expanded opportunities for cross-training and professional development.

Critically, the actions addressed in this report are not discretionary enhancements. They are necessary corrective measures to address operational vulnerabilities, formalize work that is already being performed out-of-class, and prevent the loss of essential public services that residents, businesses, and Council have come to rely upon. The consequences of inaction in each of these three areas are detailed throughout this report and summarized in the Public Service Value Impact table below.

STAFF REPORT:

The Five-Year Strategic Plan was adopted by Council in February 2025, which included input from leadership, Council, employees, and the community. It lays the framework describing what the organization stands for and what it (the City) “will” do. This important document provides the direction and focuses of the organization for the next several years, which reflects the vision and desired outcomes identified in the Strategic Plan.

A key component of the City’s adopted Five-Year Strategic Plan is the Strengths, Limitations, Opportunities, and Threats (SLOT) analysis, which provides the foundation for the City’s strategic goals and priorities. The organizational realignment actions addressed in this report have been intentionally designed to address issues identified within each of these areas while maintaining fiscal responsibility and minimizing impacts to the City’s budget. 2108
Below is a summary of the specific SLOT areas addressed by the remaining realignment actions:

Strengths
Competent and Dedicated City Staff
Limitations Addressed
Lack of Succession Planning for Staff; Directly addressed by the HR/Payroll hybrid reclassification
City Staffing Levels; Resolved by formalizing existing out-of-class work in the CMO through proper classification and by creating redundancy in HR/Payroll through the hybrid classification Homelessness and Vacant Buildings; Addressed by the CMO Unhoused Services position and Economic Development focused Management Analyst role.

Fragmented coordination between housing policy and development review; Addressed through integration of the Housing Division within the Development Services Department to improve alignment, efficiency, and decision-making
Opportunities Expanded
Improve Image by Addressing Social Issues; Sustained through continued unhoused services oversight and proactive communications
Enhance Economic Development; Expanded through the Economic Development Management Analyst role and associated programming
Strengthen housing and development outcomes; Expanded through unified oversight of housing policy, land use planning, and development activity within a single department Threats Reduced
Increase in Homeless Population; Mitigated through continued staffed oversight of the unhoused work program
Staffing Recruitment and Retention; Improved through succession planning in HR/Payroll and clear career pathways
Lack of Funding for City Departments; Addressed through economic development activities that grow the City’s tax base
Risk of Housing Element non-compliance and uncoordinated development outcomes; Reduced through integrated oversight of housing and development functions The proposed realignment reflects a deliberate and strategic review of the City’s current organizational structure, informed by operational assessments, departmental needs, and input from executive leadership. If supported by Council, implementation of the realignment, listed below, would strengthen the City’s organizational capacity and produce immediate and meaningful improvements in operational effectiveness and service delivery.

Development Services / Community Development Department No new positions; existing staff and Director remain in place Integrate the Housing Division formally within the Development Services Department structure All Housing programming, policy oversight, and State compliance functions to report through the Development Services Director
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The integration of the Housing Division within the Development Services Department represents one of the most operationally significant and fiscally responsible actions included in this Staffing Plan.

Because the change involves no new positions or salary changes, it comes at essentially no direct cost, but its long-term value to the City is substantial.

Suisun City is in the active implementation phase of its State-certified Housing Element. The Element establishes specific sites, programs, and production targets that the City is legally obligated to pursue.

Key development opportunities currently in various stages of consideration, entitlement, or negotiation include the Almond Gardens project, the approximately 34-acre opportunity site, and multiple California Forever-associated downtown development opportunities. Each of these projects requires a high degree of coordination between housing policy, land use planning, development review, and community engagement, functions that are currently distributed across two separate departments.

A unified department structure under one Director eliminates the organizational gap that currently exists between housing policy decisions and development review. The Development Director, with oversight of both functions, is uniquely positioned to manage the composition of housing production in real time, ensuring that the City advances affordable housing goals required by the Housing Element while simultaneously preserving the market-rate development pipeline that generates property tax revenue and supports General Fund sustainability.

This balance is not merely administrative it is fiscal. An excess of tax-exempt or below-market-rate units can materially reduce the City’s property tax revenues over time and suppress market-rate development interest. Proactive management of this balance requires a unified decision-making structure. The Development Director, with unified oversight, can evaluate the cumulative impact of individual project approvals across both affordable and market-rate categories in a way that siloed departments cannot.

This integration also directly supports the City’s ability to comply with California’s increasingly complex State housing mandates. The unified structure improves the City’s ability to monitor Housing Element compliance, fulfill annual reporting obligations to the California Department of Housing and Community Development (HCD), and pursue housing program funding opportunities, all more efficiently and with less reliance on outside consultants than the current separated structure allows.

The organizational model mirrors the structure adopted at the State level. California’s Department of Housing and Community Development integrates both functions for precisely the same reason: housing policy and community development are inseparable disciplines, and their coordination produces better outcomes when unified under common leadership. Suisun City’s adoption of this model reflects best practice in governmental organizational design.

City Manager’s Office (Fiscal Impact:

Reclassify one (1) limited-term administrative position to Management Analyst: Special Initiatives and Economic Development (through June 30, 2028) Reclassify one (1) limited-term administrative position to Management Analyst:

Communications and Unhoused Services Coordination (through June 30, 2028) Management Analyst - Communications and Unhoused Services Coordination A position currently serving the City Manager’s Office has, over the past year, been performing work 4110
that substantially exceeds the scope of its current classification. This includes direct oversight and management of the City’s homelessness reduction programs, day-to-day management of the City’s communications consultant relationship, and increasingly, initial coordination activities related to sea level rise planning.

The results of this work have been transformational. Suisun City has achieved a reduction of more than 40% in its unhoused population on a year-over-year basis, a measurable outcome that has improved the quality of life for residents, reduced impacts on the downtown business district, the waterfront, and residential neighborhoods, and earned the City a stronger reputation for proactive social services management. These results stand in direct contrast to the conditions experienced in 2021 and 2022, when the unhoused population reached levels that generated substantial community complaints, created public safety concerns, and required emergency reactive responses rather than the structured, outcomes- focused approach that has since been implemented.

The City Council recently approved a dedicated unhoused services work program, a formal, structured initiative to continue and expand the City’s progress in this area. That program exists on paper. Without the formal reclassification of this position, the City cannot legally direct the incumbent to continue performing this work on an out-of-class basis, and the program will have no staff to implement it.

This same position manages the operational relationship with the City’s communications consultant.

The significant improvement in the quality, consistency, and timeliness of public information that Suisun City residents and businesses have experienced over the past 12 months is a direct result of the hands-on, daily oversight that this position provides. Without a properly classified and authorized position performing this function, consultant work will proceed without adequate City direction, resulting in reduced effectiveness, delayed deliverables, and a decline in public trust built through consistent, well-managed communications.

Additionally, this position is positioned to serve as the City’s primary coordinator for sea level rise planning activities, a function that has significant grant funding available but that the Public Works Department lacks the bandwidth to manage alongside its existing capital project workload. Without the reclassification, available State and federal funding will remain unspent, and sea level rise adaptation work will be deferred indefinitely, increasing future risk and cost.

Management Analyst - Special Initiatives and Economic Development The second out-of-class position in the City Manager’s Office has been performing a wide range of economic development and special initiatives work that has produced tangible, visible results for Suisun City. This position has served as the primary driver of the recently held State of the Business event; a landmark convening that brought together local business owners, City leadership, and regional economic development partners and marked a fundamental shift in how Suisun City engages with its business community.

Additional outcomes include the development of the Entertainment Zone framework, ongoing business retention and attraction activities, and the establishment of direct, sustained lines of communication between City Hall and the business community. These activities represent a material departure from the pre-2025 period, when the City had limited formal mechanisms for engaging businesses and addressing their concerns. The improvement in business community relations and confidence in City leadership is a direct result of the sustained, dedicated work of this position.

Looking forward, both positions is essential to the launch and successful operation of two major economic development initiatives: VisitSuisuncity.com, the City’s new visitor-facing destination 5111
website, and On the Harbor Podcast, an emerging media platform designed to raise Suisun City’s profile and reach new audiences. Both platforms require active staff management to develop content, coordinate with partners, and maintain relevance. Without this position formally authorized to perform this work, these investments will not move forward.

The fiscal implications of halting economic development activities are significant. At a time when the General Fund requires revenue growth to sustain existing service levels, the City’s ability to grow its commercial tax base through business attraction and retention is not a luxury, it is a fiscal imperative. A classified, empowered Management Analyst in this role is the mechanism by which that growth is pursued.

Human Resources Department
The reclassification of existing Human Resources Technician and Accounting Technician positions to the Human Resources/Payroll Technician I/II/Senior classification series addresses a critical operational vulnerability that has been identified and elevated by the Human Resources Department Director. This change is the direct result of a department head-initiated operational review, focused on improving efficiency, strengthening internal controls, and building succession capacity for a function that is foundational to the City’s daily operations.

Payroll administration is one of the most operationally sensitive functions in any government agency. It is subject to strict legal requirements under the California Labor Code, applicable Memoranda of Understanding (MOUs), the Fair Labor Standards Act (FLSA), and IRS reporting standards.

Historically, the City’s payroll administration responsibilities have been concentrated within a single position a structure that creates a single point of failure with potentially severe consequences.

Should the incumbent responsible for payroll become unavailable due to illness, resignation, emergency leave, or other circumstance, the City faces a very real risk of being unable to process payroll on time.

The consequences of a payroll processing failure extend beyond employee inconvenience: they include MOU violations, potential Labor Code penalties, employee grievances, and litigation exposure. The cost of a single payroll failure, in legal fees, penalties, and employee relations damage, would far exceed the total net cost of this reclassification over multiple years.

Payroll functions are also closely tied to core Human Resources functions, including employee appointments, compensation adjustments, benefits administration, and labor agreement implementation.

The concentration of both payroll knowledge and HR functions within the existing classification structure means that institutional knowledge is insufficiently distributed across the team. Cross-training through the new hybrid classification series will directly address this vulnerability.

These organizational changes are supported by the establishment of the Human Resources/Payroll Technician classification series, which formalizes this structure and enables the cross-training and succession planning described above.

Classification and Compensation Actions Supporting Organizational Realignment In addition to the organizational changes described above, several classification updates are required to fully implement the remaining components of the Organizational Realignment and Strategic Staffing Plan. These updates ensure that the City’s classification structure accurately reflects assigned duties, supports operational alignment, and provides clear and consistent career pathways for employees.

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Management Analyst I/II (Minimum Qualification Update)
The Management Analyst I/II classification specification will be amended to clarify minimum qualifications and allow for substitution of additional directly related experience in lieu of a portion of the education requirement. This update broadens the pool of qualified candidates while maintaining competency standards and supports internal advancement into analyst-level roles.

Human Resources Technician I/II (Classification Deletion) The existing Human Resources Technician classification series will be deleted from the classification and compensation plans. These classifications are being replaced by the Human Resources/Payroll Technician classification series to reflect the alignment of payroll functions within the Human Resources Department and support cross-training across related functional areas.

Accounting Technician I/II (Classification Series Establishment) The existing Accounting Technician classification will be amended to establish an Accounting Technician I/II classification series. This update provides a finance-focused technical support classification for future use within the Finance Department and establishes a clear progression between entry-level and journey-level positions. The classification series will remain represented by SCEA/SEIU and maintain the City’s standard ten percent (10%) salary differential between levels.

Human Resources/Payroll Technician I/II/Senior (New Classification Series) The Staffing Plan includes the establishment of a Human Resources/Payroll Technician classification series, consisting of Human Resources/Payroll Technician I, Human Resources/Payroll Technician II, and Senior Human Resources/Payroll Technician. This classification series is flexibly staffed and designated as confidential and unrepresented due to incumbents’ access to information related to employer-employee relations.

This hybrid classification supports the alignment of payroll functions within Human Resources and addresses a critical operational need by reducing reliance on a single position for payroll administration.

The structure allows for cross-training, improves operational redundancy, strengthens internal controls, and ensures continuity of this mission-critical function. Salary relationships within the classification series are consistent with the City’s compensation framework, maintaining standard differentials between classification levels.

Vision, Mission, and Values
The Strategic Plan establishes the City’s Vision, Mission, and Values for the 2025–2030 planning period. The adopted mission states:
“The City provides a resilient, safe, inclusive community to enhance the quality of life for community members and visitors.”
The three remaining realignment actions directly support this mission. A unified CDD/Housing structure delivers more effective development services and housing policy outcomes for the community.

Properly classified CMO positions protect the most vulnerable members of the community (through unhoused services) while growing economic opportunity for the business community. And a properly staffed, cross-trained HR/Payroll function ensures that the City can reliably compensate its employees, the foundation of a resilient, high-functioning organization. 7113
One of the Strategic Plan’s core values is Adaptability. The proposed realignment reflects this value by recognizing that the evolving scope of City work in housing, homelessness, economic development, and communications requires staffing structures that match the actual work being performed. Continuing to direct employees to perform out-of-class work indefinitely is not adaptable, it is unsustainable, legally uncertain, and ultimately detrimental to the employees performing the work and the organization relying on it.

The City provided notice to the affected employee organizations and offered the opportunity to meet and confer regarding the classification and organizational changes described in this report. Discussions were held with those bargaining units that requested to meet to review the impacts of the proposed adjustments, respond to questions, and address matters within the scope of representation. For those employee organizations that did not request to meet, the City nevertheless provided the opportunity to do so in accordance with its obligations under the Meyers-Milias-Brown Act.

The City will continue to make staff available to discuss any impacts associated with these changes should any bargaining unit request to meet following Council consideration of this item.

Public Service Value Lost or Eliminated if Not Approved The table below summarizes the specific public service value lost or eliminated if the City Council does not approve the three remaining elements of the Organizational Realignment and Strategic Staffing Plan. These consequences are not speculative, they reflect the direct operational and programmatic outcomes that will result from each denial.

--SEE TABLE NEXT PAGE--

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Department
Role /
Classification
Change
Desired Change
Public Service Value Lost or Eliminated if Not
Approved
Development
Services /
Community
Development
Housing Division
Integration - No
New Positions;
Unified Director
Oversight
Integrate the Housing
Division within the
Development Services
Department under one
Development Services
Director; no position
additions
•
Continued siloed operations between Housing and
DSD will prevent coordinated implementation of the City's State-certified Housing Element, delaying critical
compliance milestones.
•
Projects including Almond Gardens, the 34-acre
opportunity site, and California Forever downtown
developments will face coordination gaps, slower
entitlement processing, and fragmented stakeholder
communication.
•
The City will lose the ability to proactively manage the balance between affordable and market-rate housing
production, risking over-creation of below-market units that reduce long-term property tax revenues and General Fund sustainability.
•
Compliance reporting to Department of Housing and
Community Development (HCD) will continue to require
costly outside consultants rather than being managed in- house, increasing departmental expenditures.
•
Potential State sanctions, loss of housing grant funding eligibility, or Housing Element non-compliance findings could follow from lack of unified administrative capacity. •
The City will continue to miss the synergy recognized
at the State level between housing policy and community development, the same synergy that led California to unify these functions within the HCD.
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City Manager's
Office (CMO)
Management
Analyst -
Communications &
Unhoused Services
Coordination
(Limited Term
through June 30,
2028)
Reclassify current out-
of-class position to
Management Analyst
to formalize oversight
of unhoused services
programs,
communications
consultant
management, and sea
level rise coordination
•
All active unhoused oversight programs must cease
immediately, the City cannot legally continue directing this employee to perform substantially out-of-class work
without a formal reclassification.
•
The 40%+ year-over-year reduction in Suisun City's
unhoused population will reverse. Without proactive
oversight, the City will return to conditions experienced in 2021–2022, when visible homelessness severely impacted
downtown businesses, the waterfront area, and residential neighborhoods.
•
The recently approved unhoused work program, a
Council-directed initiative, will have no staff to manage or implement it, effectively nullifying Council's action.
•
Sea level rise adaptation work will stall entirely.

Available State and federal grant funding will sit unspent because the Public Works Department lacks the bandwidth to manage consultant relationships and project deliverables, and no other position has the capacity to absorb this
function.
•
Day-to-day oversight of the City's communications
consultant will cease, causing delays in public information campaigns, reduced responsiveness to community
concerns, and a significant decline in the quality and
timeliness of public communications that have measurably improved community trust over the past 12 months.
•
The City's capacity to coordinate with regional agencies on homelessness, housing, and climate resilience will be materially diminished, weakening Suisun City's standing in regional partnerships and grant competitions.

Department
Role /
Classification
Change
Desired Change
Public Service Value Lost or Eliminated if Not
Approved
10116
City Manager's
Office (CMO)
Management
Analyst - Special
Initiatives &
Economic
Development
(Limited Term
through June 30,
2028)
Reclassify current out-
of-class position to
Management Analyst
to formalize
management of
economic
development, business
engagement, special
initiatives, and visitor-
facing programming
•
All active economic development programming will
halt. The momentum built through business engagement
events, the Entertainment Zone initiative, and direct
business-to-City communication channels will dissipate
rapidly without dedicated staff.
•
The State of the Business event, a landmark
achievement that demonstrated the City's commitment to its business community, will not be repeated, and the
relationships it built will erode without sustained follow- through.
•
VisitSuisunCity.com and the On the Harbor Podcast,
two economic development tools specifically designed to raise Suisun City's profile as a visitor destination and business-friendly community, will not launch or will be suspended, eliminating key marketing and revenue-
generation assets.
•
The business community will lose its primary point of
contact at City Hall. Businesses will return to the pre-2025 experience of limited access to City resources, reduced responsiveness to concerns, and a perception that economic development is not a City priority.
•
At a time when growing General Fund revenues is an
essential component of the City's long-term fiscal
sustainability, halting economic development activities directly undermines the City's ability to attract new
business, support business growth, and expand the tax base. •
New business attraction and retention activities will
stop, reversing the gains of the past year and leaving Suisun City less competitive in the region for commercial
investment, tourism, and visitor spending.

Department
Role /
Classification
Change
Desired Change
Public Service Value Lost or Eliminated if Not
Approved
11117
Human
Resources
Department
(HR)
HR Technician &
Accounting
Technician
Reclassification to
HR/Payroll
Technician Hybrid
Series (Full-Time
and Limited Term)
Reclass existing HR
Technician and
Accounting
Technician positions
to new HR/Payroll
Technician hybrid
classification series to
eliminate single point
of failure and enable
cross-training
•
Payroll administration will remain a critical single point of failure. If the primary payroll employee is unavailable due to illness, resignation, extended leave, or emergency, the City may be unable to process payroll on time,
exposing the City to violations of applicable Memoranda of Understanding, the California Labor Code, and the Fair
Labor Standards Act.
•
Legal and financial liability from payroll processing
failures could include employee grievances, labor board complaints, and litigation, far exceeding the minimal net cost of the reclassification.
•
Institutional payroll knowledge will remain
concentrated in a single individual. If that employee
separates from the City, the transition period could cause significant disruption to the City's ability to compensate its workforce, impacting employee morale, retention, and the City's reputation as an employer.
•
Internal controls and audit readiness will remain
insufficient. A single-staff payroll operation lacks the separation of duties and cross-verification mechanisms
expected of governmental entities by auditors and
regulators.
•
The City will be unable to achieve cross-training and
succession planning for this mission-critical function, contradicting the Strategic Plan priorities of Workforce Stability and Retention and Organizational Resilience.
•
This change was specifically initiated by a Department
Head to improve efficiency and resilience, denying it
signals to department leadership that staff-driven
operational improvements will not receive Council support.

Department
Role /
Classification
Change
Desired Change
Public Service Value Lost or Eliminated if Not
Approved

Delaying these actions would limit the City’s ability to implement the organizational structure described in this report and would prolong the operational risks and service delivery gaps the realignment is intended to address. In particular, continuing to direct employees to perform substantially out-of-class work in the City Manager’s Office creates organizational and legal uncertainty that cannot be sustained indefinitely. Acting at this time allows the City to implement the remaining realignment actions in a timely and orderly manner, providing clarity to employees, departments, and the community regarding the City’s service delivery structure.

STAFF RECOMMENDATION:

Staff recommends that the City Council approve the completion of the proposed organizational realignment and strategic staffing plan for the remaining three functional areas, including adoption of the associated budget amendment to support the City Manager’s Office 12118
Management Analyst positions.

PREPARED BY:

Bret Prebula, City Manager

ATTACHMENTS:

1. Resolution Realignment and Classification Actions
1a. Management Analyst I-II redline
1b. Management Analyst I-II clean
1c. Accounting Technician I_II Established
1d. Human Resources-Payroll Technician I_II_Senior Established

2. Resolution Salary Schedule
2a. Citywide Salary Schedule 2
13119

Resolution No. 2026-___
Adopted April 21,2026

RESOLUTION NO. 20 26 -___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY

APPROVING AN ORGANIZATIONAL REALIGNMENT AND STATEGIC STAFFING

PLAN FOR THE DEPARTMENTS OF HUMAN RESOURCES AND DEVELOPMENT SERVICES AND THE CITY MANAGER’S OFFICE, AMENDING THE CITYWIDE

CLASSIFICATION PLAN SUPPORTING THE ORGANIZATIONAL REALIGNMENT

AND STRATEGIC STAFFING PLAN TO ELIMINATE ACCOUNTING TECHNICIAN

AND HUMAN RESOURCES TECHNICIAN I/II CLASSIFICATIONS, AMEND THE

MANAGEMENT ANALYST I/II CLASSIFICATIONS, AND ESTABLISH

ACCOUNTING TECHNICIAN I/II, HUMAN RESOURCES/PAYROLL TECHNICIAN

I/II/SENIOR CLASSIFICATIONS

WHEREAS, the City of Suisun City maintains a classifica tion plan that establishes and defines the various employment classifications used to administer the City’s personnel system; and
WHEREAS, from time to time , it is necessary to realign and update the organizational structure to reflect organizational needs, operational priorities, and evolving service delivery requirements; and
WHEREAS, from time to time, it is necessary to amend the classification plan to reflect organizational needs, operational priorities, and evolving service delivery requirements; and WHEREAS, the City Council is considering an Organizational Realignment and Strategic Staffing Plan intended to strengthen operational efficiency, support succession planning, and improve service delivery across multiple departments; and WHEREAS, implementation of the organizational realignment requires several updates to the City’s classification plan to ensure that classification titles, duties, and qualification requirements accurately reflect the City’s organizational structure; and WHEREAS, the Management Analyst I/II classification specification will be amended to clarify minimum qualifications required for appointment and to allow substitution of additional directly related experience in lieu of a portion of the education requirement; and WHEREAS, the existing Human Resources Technician I and Human Resources Technician II classifications will be deleted from the classification plan to reflect the creation of a new hybrid classification series supporting both Human Resources and payroll functions; and 14120

Resolution No. 2026-___
Adopted April 21, 2026

WHEREAS, the City will establish a new Human Resources/Payroll Technician classification series, consisting of Human Resources/Payroll Technician I, Human Resources/Payroll Technician II, and Senior Human Resources/Payroll Technician, to support the administrative alignment of payroll functions within the Human Resources Department and provide operational redundancy through cross-training; and WHEREAS, pursuant to Government Code Section 3507.5 and the City’s Employer - Employee Relations Resolution, classifications that have access to information relating to the City’s administration of employer-employee relations may be designated as confidential.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SUISUN CITY AS FOLLOWS:

1. The City Council hereby approves the following organizational changes for the City Manager’s Office and the Human Resources and Development Services Departments, as outlined in the accompanying staff report.

City Manager’s Office
• Delete one (1) Administrative Assistant II (Limited-Term) • Delete one (1) Administrative Technician (Limited-Term) • Add two (2) Management Analyst positions (Limited-Term through June 30, 2028) → 1 for Special Initiatives and Economic Development
→ 1 for Communications and Unhoused Services
Human Resources Department
• Reclass one (1) HR Technician to one (1) HR & Payroll Technician (Full-Time) • Reclass one (1) HR Technician to one (1) HR & Payroll Technician (Limited Term) • Reclass one (1) Account Technicians to one (1) HR & Payroll Technician (Full-Time) • Reclass one (1) Account Technician to one (1) HR & Payroll Technician (Limited Term)
Development Services Department
15121

Resolution No. 2026-___
Adopted April 21, 2026

• No position changes
• Integrate Housing Division within Development Services Department

2. Management Analyst I/II Classification Update – The classification specification for Management Analyst I/II is hereby amended to clarify minimum qualifications and allow substitution of directly related experience in lieu of a portion of the education requirem ent.

The Management Analyst classification series shall remain represented by the Suisun City Mid-Management and Professional Employees Association (SCMPEA).

3. Accounting Technician I/II Classification Series – The existing Accounting Technician classification is hereby amended to establish the classifications of:
 Accounting Technician I
 Accounting Technician II
The Accounting Technician I/II classification series shall be represented by the Suisun City Employees Association (SCEA/SEIU) and shall be subject to the compensation and benefit provisions contained within the applicable Memorandum of Understanding between the City and SCEA/SEIU.

4. Deletion of Human Resources Technician Classifications – The classifications of Human Resources Technician I and Human Resources Technician II are hereby deleted from the Citywide Classification Plan.

5. Human Resources/Payroll Technician I/II/Senior Classification Series – The City hereby establishes the Human Resources/Payroll Technician classification series, consisting of:
 Human Resources/Payroll Technician I
 Human Resources/Payroll Technician II
 Senior Human Resources/Payroll Technician
These classifications are designated as confidential and unrepresented pursuant to Government Code Section 3507.5 due to incumbents’ access to information relating to the City’s 16122

Resolution No. 2026-___
Adopted April 21, 2026

administration of employer-employee relations. Employees in the Human Resourc es/Payroll Technician classification series shall receive compensation and benefits aligned with those provided to employees represented by the Suisun City Employees Association (SCEA/SEIU).

In addition, employees in this classification series shall remain eligible to receive three percent (3%) confidential pay premium.

6. Implementation – The City Manager, or designee, is authorized to implement the provisions of this Resolution, including reclassification of affected positions and updates to the Citywide Classification Plan. The amendments to the Classification Plan authorized by this Resolution shall become effective as soon as administratively practicable after adoption by the City Council. Reclassification of affected positions shall become effective as soon as administratively practicable, and written notice shall be provided to the affected employees.

PASSED AND ADOPTED at a Regular Meeting of said City Council of the City of Suisun City duly held on Tuesday, the 21st day of April 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 21st day of April 2026.

Anita Skinner
City Clerk

EXHIBIT(S):

A. Management Analyst I/II Class Specification – Redline B. Management Analyst I/II Class Specification – Amended C. Accounting Technician I/II Class Specification – New D. Human Resources/Payroll Technician I/II/Senior Class Specification – New 17123

CITY OF SUISUN CITY

MANAGEMENT ANALYST I

MANAGEMENT ANALYST II

Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
The Management Analyst I/II classes are responsible to perform a wide variety of analytical and administrative duties in support of assigned functions, operations, department, and/or division including special projects, research studies, budget analysis and other specialized functions; coordinate and perform a variety of contract and grant administration duties; prepare various reports to improve the efficiency and effectiveness of operations; coordinate assigned activities with other departments, divisions, outside agencies, and the general public; and provide information and assistance to the public regarding assigned programs and services.

IDENTIFYING CHARACTERISTICS
Management Analyst I – This is the entry-level into the professional Management Analyst series.

Incumbents work under close supervision. Assignments are general limited in scope and under direction of a higher-level employee. As experience is gained, the incumbent is granted more independence from supervision. This classification is flexibly staffed with the Management Analyst II. Advancement to the II level is based on demonstrated proficiency in performing the assigned functions, the completion of minimum experience and education requirements for the II level; and is at the discretion of higher level supervisory or management staff.

Management Analyst II – This is the full journey level in the Management Analyst series. Incumbents work under general supervision. Employees within this class are distinguished from the Management Analyst I by the performance of the full range of assignments and duties. Positions in this class series are flexibly staffed and are generally filled by advancement from the “I” level, or when filled from outside, require prior experience.

REPRESENTATIVE DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

1. Performs a wide variety of professional level research, administrative, and analytical duties in support of assigned functions, operations, department, and/or division; performs duties in support of various administrative operations and activities within assigned area of responsibility including special projects, research studies, budget analysis and other specialized functions.

2. Administers and coordinates assigned functions or projects; participates in the development and implementation of goals, objectives, and priorities for assigned functions or programs; recommends and implements resulting policies and procedures; creates and modifies policy and procedural manuals and guidelines.

3. Prepares and presents comprehensive technical, administrative, and financial analytical and statistical reports that present and interpret data, identify alternatives, and present and justify conclusions, forecasts, and recommendations based on data summaries and other findings. 18124

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

4. Participates in the budget development and administration for assigned area of responsibility; analyzes proposed capital, operating, and maintenance expenditures; prepares reports and analyses related to impact of budgetary decisions; prepares financial forecasts; tracks and monitors budget expenditures.

5. Provides assistance in resolving operational and administration issues; identifies issues and conducts research to find alternative solutions; makes and assists in the implementation of recommendations.

6. Coordinates, implements, and monitors special projects within assigned area of responsibility; performs complex research and analysis of new programs, services, policies, and procedures; prepares and presents reports.

7. Plans, coordinates, and evaluates activities associated with assigned contracts; participates in research and evaluation of proposed contractual obligations and agreements; assists in contract negotiations and administration; monitors compliance with applicable contractual agreements.

8. Coordinates grant administration activities; prepares, writes, reviews, and monitors grant applications; monitors existing programs for compliance with regulations.

9. Provides staff assistance to higher-level management staff; participates on and provides staff support to a variety of committees, boards, and commissions; prepares and presents staff reports and other correspondence as appropriate and necessary.

10. Assists in the coordination of interdepartmental and departmental activities with other City departments and divisions and with outside agencies.

11. Attends and participates in professional group meetings; stays abreast of new developments within assigned area of responsibility; maintains awareness of federal, state and local regulations.

12. May oversee the work of lower-level administrative support staff.

13. Responds to and resolves difficult and sensitive citizen complaints and inquiries.

14. Performs related duties as required.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:

Operational characteristics, services and activities of assigned program area.

Organization and operation of municipal government.

Principles and practice of program development and project management.

Methods and techniques of data collection, research, and report preparation.

Methods and techniques of statistical and financial analysis.

Principles and procedures of financial record keeping and reporting.

Principles and practices of budget preparation and administration.

Principles and practices of accounting.

Office procedures, methods, and equipment including computers and applicable software applications.

Applicable civil, government and administrative codes.

Principles and practices of public sector contract administration.

Principles and practices used in grant development and administration.

Public sector employee relations theory, practice and issues. 19125

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

Principles and practices of customer service.

Principles of business letter writing.

Basic principles of supervision and training.

Policies and procedures of the assigned department.

English usage, spelling, grammar, and punctuation.

Pertinent federal, state and local laws, codes and regulations.

Ability to:

Perform a full range of responsible analytical and administrative duties in support of assigned programs, functions, and/or department involving the use of independent judgment and personal initiative.

Research and analyze problems and prepare recommendations on a variety of issues.

Assess situations and make decisions; prioritize and adapt during high-pressure situations Understand the organization and operation of assigned department and outside agencies as necessary to assume assigned responsibilities.

Interpret and apply pertinent federal, state and local laws, codes and regulations as well as City policies and procedures.

Participate in various organizational studies and analyses.

Research, analyze and evaluate programs, policies and procedures.

Collect, evaluate and interpret complex information and data.

Prepare, research, negotiate, and monitor contracts and agreements.

Prepare clear and concise administrative and financial reports.

Maintain accurate and complete records on programs and operations.

Assist with budget preparation and administration.

Interpret technical information for a variety of audiences.

Independently prepare correspondence and memoranda.

Clearly and effectively present information to a wide range of stakeholders, including elected officials Operate office equipment including computers and supporting applications.

Adapt to changing technologies and learn functionality of new equipment and systems.

Supervise, organize and review the work of lower level staff as assigned.

Organize and prioritize work flow.

Demonstrate an awareness and appreciation of the cultural diversity of the community.

Communicate clearly and concisely, both orally and in writing.

Establish and maintain effective working relationships with those contacted in the course of work.

Education and Experience Guidelines - Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Management Analyst I
Education/Training:

A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, economics, or a related field.

Experience:

One Three years of increasingly responsible administrative, analytical and/or budgetary experience related to assigned area; or two (2) years of progressively responsible administrative, analytical, and/or budgetary experience in a governmental agency. Experience working in a governmental agency is highly desirable.

20126

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

Management Analyst II
Education/Training:

A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, economics, or a related field.

Experience:

Two years performing professional analytical duties at the Management Analyst I level or a total of three years performing analytical duties, if hired from outside the City. Examples of qualifying duties include compiling and organizing data, evaluating information, and preparing reports. Experience working in a governmental agency is highly desirable.

License or Certificate:

Possession of, or ability to obtain, an appropriate, valid driver’s license.

Substitution:

Additional directly related experience may substitute for the required education on a year for year basis. 30 semester/45 quarter units is equivalent to one year of experience.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Work is performed primarily in a standard office setting.

Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

FLSA Exempt
Bargaining SCMPEA
Established October 2006 – Johnson & Associates
Amended August 2021 – Converted to Flexibly Staffed Management Analyst I/II Amended 4/21/2026 – Reso: 2026-__
Updated MQ’s to allow for substitution of education for experience and corrected years of experience for entry level.

21127

CITY OF SUISUN CITY

MANAGEMENT ANALYST I

MANAGEMENT ANALYST II

Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
The Management Analyst I/II classes are responsible to perform a wide variety of analytical and administrative duties in support of assigned functions, operations, department, and/or division including special projects, research studies, budget analysis and other specialized functions; coordinate and perform a variety of contract and grant administration duties; prepare various reports to improve the efficiency and effectiveness of operations; coordinate assigned activities with other departments, divisions, outside agencies, and the general public; and provide information and assistance to the public regarding assigned programs and services.

IDENTIFYING CHARACTERISTICS
Management Analyst I – This is the entry-level into the professional Management Analyst series.

Incumbents work under close supervision. Assignments are general limited in scope and under direction of a higher-level employee. As experience is gained, the incumbent is granted more independence from supervision. This classification is flexibly staffed with the Management Analyst II. Advancement to the II level is based on demonstrated proficiency in performing the assigned functions, the completion of minimum experience and education requirements for the II level; and is at the discretion of higher level supervisory or management staff.

Management Analyst II – This is the full journey level in the Management Analyst series. Incumbents work under general supervision. Employees within this class are distinguished from the Management Analyst I by the performance of the full range of assignments and duties. Positions in this class series are flexibly staffed and are generally filled by advancement from the “I” level, or when filled from outside, require prior experience.

REPRESENTATIVE DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

1. Performs a wide variety of professional level research, administrative, and analytical duties in support of assigned functions, operations, department, and/or division; performs duties in support of various administrative operations and activities within assigned area of responsibility including special projects, research studies, budget analysis and other specialized functions.

2. Administers and coordinates assigned functions or projects; participates in the development and implementation of goals, objectives, and priorities for assigned functions or programs; recommends and implements resulting policies and procedures; creates and modifies policy and procedural manuals and guidelines.

3. Prepares and presents comprehensive technical, administrative, and financial analytical and statistical reports that present and interpret data, identify alternatives, and present and justify conclusions, forecasts, and recommendations based on data summaries and other findings. 22128

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

4. Participates in the budget development and administration for assigned area of responsibility; analyzes proposed capital, operating, and maintenance expenditures; prepares reports and analyses related to impact of budgetary decisions; prepares financial forecasts; tracks and monitors budget expenditures.

5. Provides assistance in resolving operational and administration issues; identifies issues and conducts research to find alternative solutions; makes and assists in the implementation of recommendations.

6. Coordinates, implements, and monitors special projects within assigned area of responsibility; performs complex research and analysis of new programs, services, policies, and procedures; prepares and presents reports.

7. Plans, coordinates, and evaluates activities associated with assigned contracts; participates in research and evaluation of proposed contractual obligations and agreements; assists in contract negotiations and administration; monitors compliance with applicable contractual agreements.

8. Coordinates grant administration activities; prepares, writes, reviews, and monitors grant applications; monitors existing programs for compliance with regulations.

9. Provides staff assistance to higher-level management staff; participates on and provides staff support to a variety of committees, boards, and commissions; prepares and presents staff reports and other correspondence as appropriate and necessary.

10. Assists in the coordination of interdepartmental and departmental activities with other City departments and divisions and with outside agencies.

11. Attends and participates in professional group meetings; stays abreast of new developments within assigned area of responsibility; maintains awareness of federal, state and local regulations.

12. May oversee the work of lower-level administrative support staff.

13. Responds to and resolves difficult and sensitive citizen complaints and inquiries.

14. Performs related duties as required.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:

Operational characteristics, services and activities of assigned program area.

Organization and operation of municipal government.

Principles and practice of program development and project management.

Methods and techniques of data collection, research, and report preparation.

Methods and techniques of statistical and financial analysis.

Principles and procedures of financial record keeping and reporting.

Principles and practices of budget preparation and administration.

Principles and practices of accounting.

Office procedures, methods, and equipment including computers and applicable software applications.

Applicable civil, government and administrative codes.

Principles and practices of public sector contract administration.

Principles and practices used in grant development and administration.

Public sector employee relations theory, practice and issues. 23129

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

Principles and practices of customer service.

Principles of business letter writing.

Basic principles of supervision and training.

Policies and procedures of the assigned department.

English usage, spelling, grammar, and punctuation.

Pertinent federal, state and local laws, codes and regulations.

Ability to:

Perform a full range of responsible analytical and administrative duties in support of assigned programs, functions, and/or department involving the use of independent judgment and personal initiative.

Research and analyze problems and prepare recommendations on a variety of issues.

Assess situations and make decisions; prioritize and adapt during high-pressure situations Understand the organization and operation of assigned department and outside agencies as necessary to assume assigned responsibilities.

Interpret and apply pertinent federal, state and local laws, codes and regulations as well as City policies and procedures.

Participate in various organizational studies and analyses.

Research, analyze and evaluate programs, policies and procedures.

Collect, evaluate and interpret complex information and data.

Prepare, research, negotiate, and monitor contracts and agreements.

Prepare clear and concise administrative and financial reports.

Maintain accurate and complete records on programs and operations.

Assist with budget preparation and administration.

Interpret technical information for a variety of audiences.

Independently prepare correspondence and memoranda.

Clearly and effectively present information to a wide range of stakeholders, including elected officials Operate office equipment including computers and supporting applications.

Adapt to changing technologies and learn functionality of new equipment and systems.

Supervise, organize and review the work of lower level staff as assigned.

Organize and prioritize work flow.

Demonstrate an awareness and appreciation of the cultural diversity of the community.

Communicate clearly and concisely, both orally and in writing.

Establish and maintain effective working relationships with those contacted in the course of work.

Education and Experience Guidelines - Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Management Analyst I
Education/Training:

A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, economics, or a related field.

Experience:

Three years of increasingly responsible administrative, analytical and/or budgetary experience related to assigned area; or two (2) years of progressively responsible administrative, analytical, and/or budgetary experience in a governmental agency. Experience working in a governmental agency is highly desirable.

24130

CITY OF SUISUN CITY
Management Analyst I/II (Continued)

Management Analyst II
Education/Training:

A Bachelor’s degree from an accredited college or university with major course work in public administration, business administration, economics, or a related field.

Experience:

Two years performing professional analytical duties at the Management Analyst I level or a total of three years performing analytical duties, if hired from outside the City. Examples of qualifying duties include compiling and organizing data, evaluating information, and preparing reports. Experience working in a governmental agency is highly desirable.

License or Certificate:

Possession of, or ability to obtain, an appropriate, valid driver’s license.

Substitution:

Additional directly related experience may substitute for the required education on a year for year basis. 30 semester/45 quarter units is equivalent to one year of experience.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Work is performed primarily in a standard office setting.

Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

FLSA Exempt
Bargaining SCMPEA
Established October 2006 – Johnson & Associates
Amended August 2021 – Converted to Flexibly Staffed Management Analyst I/II Amended 4/21/2026 – Reso: 2026-__
Updated MQ’s to allow for substitution of education for experience and corrected years of experience for entry level.

25131

CITY OF SUISUN CITY

ACCOUNTING TECHNICIAN I/II
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
Under supervision of assigned supervisory or management staff, performs variety of complex and specialized technical, para-professional level accounting duties in the preparation, maintenance, and processing of accounts payable, accounts receivable, business licenses, customer service, purchasing, cash handling and utility billing; positions assigned to this class may perform specialized or generalized duties depending on departmental needs.

IDENTIFYING CHARACTERISTICS
Accounting Technician I - This is the entry-level para-professional accounting class in the Accounting Technician class series. The Accounting Technician I is expected to perform routine statistical, financial and customer service tasks while learning more complex and difficult account entry and record keeping work. This classification is flexibly staffed with Accounting Technician II. Advancement to the “II” level is based on demonstrated proficiency in performing the assigned functions, the completion of the minimum experience and education requirements for the “II” level and is at the discretion of higher level supervisory or management staff.

Accounting Technician II – The Accounting Technician II is the full journey level technical accounting class within the accounting support series and serves as a bridge class between the clerical and professional accounting functions. Employees at this level are distinguished from the Accounting Technician I by the performance of the full range of technical accounting support duties as assigned including preparing reports related to area of assignment, and the more complex accounting clerical functions. Employees at this level receive only occasional instruction or assistance as new or unusual situations arise and are fully aware of the operating procedures and policies of the work unit.

SUPERVISION RECEIVED AND EXERCISED
Receives general supervision from a Finance Supervisor/ Manager.

May provide technical and functional supervision over clerical level staff.

REPRESENTATIVE DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

1. Performs a range of technical and clerical accounting duties in support of department operations; generates journal entries for input, verifies for accuracy, and inputs into system; assists with cash receipts including inputting into system, checking for accuracy, and balancing report.

2. Performs a variety of technical finance and accounting support duties in the preparation, maintenance and processing of accounting records and financial transactions; maintains the necessary accounting records to support processed transactions related to area of assignment; maintains confidential files and records.

3. Ensures the integrity of financial systems related to area of assignment. 26132

CITY OF SUISUN CITY
Accounting Technician I/II (Continued)

4. Performs reconciliation of records of assigned function; researches, checks, reconciles, and adjusts assigned account activity and balances; verifies accounting entries in order to determine the accuracy of each account or record; performs complex arithmetic, financial or statistical calculations

5. Researches and assembles information from a variety of sources; networks with other cities and agencies; prepares, reviews and reconciles accounting, technical, and statistical reports and documentation related to area of assignment; compiles and prepares reports based on state and federal requirements; distributes data to appropriate departments upon completion of assigned process.

6. Provides technical support to assigned supervisory personnel and accountants; researches and compiles technical information related to area of assignment; researches, reviews, and recommends procedures in assigned areas.

7. Performs a full range of customer service duties; responds to questions and concerns from operating departments and the public regarding area of assignment; provides information to the public, other governmental agencies, and City staff requiring the use of independent judgment and the interpretation of a variety of policies, rules, and procedures.

8. Collects fees and taxes; advises businesses regarding licensing requirements, procedures and tax calculations; maintains records on businesses operating in the city; reconciles and reports sales, sales tax, transient occupancy tax, and sales and use tax to appropriate agencies; assists in the review and revision of ordinances, procedures, and other matters relating to all revenue programs.

9. Works with City Water staff and other utility staff to resolve customer inquiries.

10. Performs the full range of Account Clerk I/II/III duties on a relief or support basis; may perform fully competent Payroll relief or support, including inputs employee time sheets and verifies hours and time off; updates employee leave balances and related payroll records including use of vacation, sick leave, and related benefits; assists in processing payroll checks through financial accounting system; distributes checks; assists in the preparation of payments for third party vendors; responds to employee questions related to timesheets or use of paid leave; may perform a variety of general office support functions including typing, record keeping, proofreading, forms generation, and preparation of periodic and special.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned within a short period of time in order to successfully perform the assigned duties.

Knowledge of:

Operations, services, and activities of payroll and assigned accounting system.

Responsible technical accounting principles and practices used in financial record keeping, bookkeeping, and payroll.

Methods and techniques of coding, verifying, balancing, and reconciling accounting records.

Mathematical principles.

Principles and practices used in establishing and maintaining files and information retrieval systems.

Principles and practices of fiscal, statistical, and administrative record keeping and reporting.

Methods and techniques for basic report preparation and writing.

English usage, spelling, grammar, and punctuation.

Customer service techniques, practices, and principles.

Methods and techniques of proper phone etiquette.

Modern office procedures, methods, and equipment including computers. 27133

CITY OF SUISUN CITY
Accounting Technician I/II (Continued)
Computer applications such as word processing, spreadsheet, and database applications as well as financial and statistical software.

Pertinent federal, state, and local laws, codes, and regulations.

Ability to:

Perform a variety of responsible technical accounting duties in support of assigned accounting system, function, or program area.

Perform a variety of accounting, fiscal, and statistical record keeping duties including to prepare, maintain, and reconcile a variety of records and files.

Participate in the preparation of a variety of administrative and financial reports.

Review financial records, reports, and related documents, identify discrepancies, and resolve problems related to assigned area of responsibility.

Research, compile, and interpret a variety of information and make appropriate recommendations.

Work independently in the absence of supervision.

Plan and organize work to meet changing priorities and deadlines.

Perform mathematical calculations quickly and accurately including to add and subtract, multiply and divide, and calculate percentages, fractions, and decimals.

Understand the organization, operation, and services of the City and of outside agencies as necessary to assume assigned responsibilities.

Understand and apply pertinent laws, codes, and regulations as well as organization and unit rules, policies, and procedures with good judgment.

Implement and maintain filing systems.

Work under steady pressure with frequent interruptions and a high degree of public contact by phone or in person.

Compile a variety of information and records and exercise good judgment in maintaining information, records, and reports.

Deal successfully with the public, in person and over the telephone; respond tactfully, clearly, concisely, and courteously to issues, concerns, and needs.

Work cooperatively with other departments, City staff and officials, and outside agencies.

Operate and use modern office equipment including a computer and various software packages.

Use applicable office terminology, forms, documents, and procedures in the course of the work.

Type and enter data at a speed necessary for successful job performance.

Communicate clearly and concisely, both orally and in writing.

Establish and maintain effective working relationships with those contacted in the course of work.

Education and Experience Guidelines - Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. A typical way to obtain the knowledge and abilities would be:

Accounting Technician I
Education/Training:

Equivalent to the completion of an Associate’s degree including college level course work in bookkeeping, accounting, business administration, or a related field.

Experience:

Two years of full-time work experience equivalent to that of Account Clerk II in the City of Suisun.

Accounting Technician II
Education/Training:

Equivalent to the completion of an Associate’s degree including college level course work in bookkeeping, accounting, business administration, or a related field. 28134

CITY OF SUISUN CITY
Accounting Technician I/II (Continued)
Experience:

Two years of full-time responsible accounting experience performing increasingly responsible accounting support services comparable to that of an Accounting Technician I with the City of Suisun City.

License or Certificate:

A typing certificate showing a minimum speed of 40 wpm from an accredited testing agency may be required.

A 10-key certificate demonstrating proficiency of at least 8,000 key strokes per hour (KPH) by touch from an accredited testing agency may be required.

Substitution:

Additional directly related experience may substitute for the required education on a year-for-year basis. 30 semester/45 quarter units is equivalent to one year of experience.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential job functions.

Environment: Work is performed primarily in a standard office environment.

Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

FLSA Non-Exempt
B.U. SCEA/SEIU
Established November 2014 – Accounting Technician
Amended April 21, 2026 – Reso: 2026-__ Establish Accounting Technician I/II series

29135

CITY OF SUISUN CITY

HUMAN RESOURCES/PAYROLL TECHNICIAN I/II/SENIOR
Class specifications are intended to present a descriptive list of the range of duties performed by employees in the class. Specifications are not intended to reflect all duties performed within the job.

SUMMARY DESCRIPTION
Under the supervision of the Human Resources Director, provides technical, paraprofessional, and clerical support in a variety of areas related to human resources and payroll administration including recruitment and hiring, employee benefits administration, payroll processing, workers’ compensation coordination, safety and risk management programs, liability claims administration, and employee development initiatives. Provides information and assistance to City employees, supervisors, applicants, and the general public regarding human resources policies, procedures, payroll practices, and employment opportunities.

Positions assigned to this classification series may perform specialized or generalized duties depending on departmental needs and may be assigned primary responsibility for either human resources or payroll functions while maintaining working knowledge of both areas.

IDENTIFYING CHARACTERISTICS
This classification series is flexibly staffed at three levels: Human Resources/Payroll Technician I, Human Resources/Payroll Technician II, and Senior Human Resources/Payroll Technician. Positions may be filled at any level depending on the needs of the department and the qualifications of the incumbent. Advancement through the series is based on demonstrated proficiency, meeting the minimum qualifications of the higher level, and the operational needs of the department.

Confidential Designation: Pursuant to the City’s Employer-Employee Relations Resolution and Government Code Section 3507.5, positions in the classification of Human Resources/Payroll Technician I, II, and Senior are designated as confidential. In the course of their duties, incumbents have access to and knowledge of information relating to the City’s administration of employer-employee relations. Employees in this classification are prohibited from disclosing confidential information at any time, including before, during, or after the collective bargaining process, and may not represent any recognized employee organization in negotiations or other matters involving the City.

Human Resources/Payroll Technician I
This is the entry-level classification in the Human Resources/Payroll Technician series. Positions at this level perform routine technical and clerical duties while learning City policies, procedures, and systems related to human resources and payroll administration. Work is performed under close supervision within established guidelines and procedures. Incumbents exercise limited independent judgment and discretion.

As experience is gained, employees are expected to perform duties with increasing independence and responsibility. Advancement to the Technician II level may occur upon demonstration of proficiency in performing the full range of assigned duties and meeting the minimum education and experience requirements for the higher classification.

Human Resources/Payroll Technician II
This is the full journey-level classification in the Human Resources/Payroll Technician series. Incumbents perform the full range of technical human resources and payroll duties with minimal supervision and exercise independent judgment in applying established policies, procedures, and regulations.

Positions may be assigned responsibilities primarily focused on human resources administration or payroll processing; however, incumbents are expected to gain proficiency in both functional areas through cross- training to provide operational flexibility and ensure continuity of service. 30136

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) Positions at this level are distinguished from the entry level by the performance of the full range of assigned duties, exercising judgment and initiative, and receiving only occasional instruction or assistance as new or unusual situations arise.

Advancement to the Senior Human Resources/Payroll Technician level may occur upon demonstration of proficiency in performing the full range of assigned duties and meeting the minimum education and experience requirements for the higher classification. Advancement is not automatic and is contingent upon the operational needs of the department and the availability of work that supports a Senior-level position.

Senior Human Resources/Payroll Technician
This is the advanced technical and lead level in the Human Resources/Payroll Technician series. Incumbents perform the most complex and specialized human resources and payroll duties and may provide lead direction, training, and technical guidance to entry and journey-level staff.

Responsibilities may include coordinating major functional areas such as payroll administration, employee benefits administration, recruitment and selection activities, workers’ compensation coordination, or other specialized human resources programs. Incumbents may review and monitor work performed by lower-level staff, assist with developing procedures and internal controls, conduct complex research and analysis, and ensure compliance with applicable laws, regulations, and City policies.

Lead responsibilities may include assigning and reviewing work of lower-level staff, providing technical guidance and training, assisting with development and documentation of procedures, monitoring workflow and deadlines, reviewing payroll or personnel transactions for accuracy and compliance, and serving as a technical resource to departments regarding human resources and payroll processes.

REPRESENTATIVE DUTIES
The following duties are typical for this classification. Incumbents may not perform all of the listed duties and/or may be required to perform additional or different duties from those set forth below to address business needs and changing business practices.

Core Duties (Applicable to All Assignments)

1. Communicates with employees, supervisors, managers, applicants, and the public regarding a wide range of human resources and payroll matters including employment procedures, recruitment processes, benefits programs, payroll practices, leave programs, and City policies and regulations.

2. Researches, collects, organizes, and compiles information from a variety of sources; prepares reports, spreadsheets, correspondence, and other documentation; responds to requests for information from City departments, outside agencies, and other organizations.

3. Maintains strict confidentiality of personnel records, payroll information, labor relations materials, and other sensitive employee data.

4. Assists with maintaining and updating the City’s human resources and payroll information systems including entering personnel transactions, maintaining employee records, and ensuring data accuracy.

5. Prepares, processes, and audits personnel transaction documents for compliance with City policies, personnel rules, memoranda of understanding, and applicable laws.

6. Assists with administration and tracking of employee leave programs including FMLA, CFRA, SDI, 31137

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) PDL, PFL, workers’ compensation leave, and related programs.

7. Interprets and applies provisions of bargaining unit agreements, benefit plan summaries, administrative policies, and applicable federal and state laws and regulations.

8. Provides employees with information regarding compensation, benefits, payroll procedures, leave usage, and employment policies.

9. Maintains personnel files and related human resources records; organizes and maintains logs, databases, and tracking systems used in connection with human resources and payroll activities.

10. Establishes and maintains recordkeeping systems related to assigned program areas and assists with reviewing and recommending improvements to procedures and internal controls.

11. Provides technical support for labor relations activities including assisting with salary and benefit surveys, preparing cost analyses, and compiling payroll data used in collective bargaining.

12. May be assigned to take notes during bargaining sessions, draft proposals, and conduct research to support developing management proposals.

13. Provides administrative support including preparing correspondence, reports, statistical materials, forms, and other documentation.

14. Maintains desk procedures and participates in cross-training with other Human Resources staff to ensure continuity of operations.

15. Provides backup support to other Human Resources staff and may assist with front counter operations as needed.

16. Prepares technical correspondence, memoranda, reports, and forms; reviews documents for accuracy, grammar, spelling, and formatting.

17. Remains current on applicable laws, regulations, and best practices related to human resources and payroll administration.

18. Coordinates assigned human resources or payroll program areas such as benefits administration, workers’ compensation tracking, payroll reporting, recruitment coordination, or compliance programs.

Additional Duties When Assigned to Human Resources Functions

1. Assists with administration of employee benefit programs including health, dental, vision, retirement, deferred compensation, and COBRA.

2. Reviews, balances, and reconciles employee benefit records and coordinates with insurance carriers, benefits administrators, and finance staff.

3. Assists with recruitment and selection activities including preparing job announcements, screening applications for minimum qualifications, coordinating examinations and interviews, and responding to applicant inquiries.

4. Coordinates pre-employment processes including scheduling background checks, medical 32138

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) examinations, and other required assessments.

5. Conducts or assists with new employee orientations and ensures completion of required employment documentation and benefit enrollments.

6. Assists with tracking and administering leaves of absence and workplace accommodations.

7. Coordinates workers’ compensation claims by working with injured employees, supervisors, the City’s third-party administrator, and other service providers.

8. Maintains records related to workplace injuries and Cal-OSHA reporting requirements.

9. Assists with processing liability and property claims including logging claims, maintaining files, preparing correspondence, and coordinating information requests.

10. Assists with tracking and coordinating employee training programs including mandated safety or compliance training.

11. Supports implementation and documentation of employee safety programs and regulatory compliance requirements including Department of Transportation drug testing programs where applicable.

Additional Duties When Assigned to Payroll Functions

1. Performs technical payroll duties including reviewing and verifying employee time sheets, entering payroll data, and maintaining records of hours worked and leave balances.

2. Processes payroll transactions including employee status changes, pay adjustments, retroactive payments, and wage assignments.

3. Assists with preparation and processing of the City payroll including reviewing payroll reports, balancing payroll records, and preparing supporting documentation.

4. Calculates retroactive pay adjustments and prepares documentation for payroll corrections.

5. Processes payroll payments through the financial accounting system and prepares payments for third- party vendors including retirement systems, deferred compensation plans, and benefit providers.

6. Responds to employee inquiries regarding payroll transactions, time reporting procedures, leave balances, and payroll deductions.

7. Prepares required payroll reports including federal and state payroll tax filings, quarterly reports, and annual reporting such as W-2 forms.

8. Reconciles payroll deductions and contributions including retirement contributions, deferred compensation payments, insurance deductions, and wage garnishments.

9. Ensures compliance with federal and state payroll regulations including Fair Labor Standards Act requirements and retirement system reporting requirements.

10. Performs payroll reconciliations and assists with year-end payroll processing and audit activities.

11. Reviews and verifies payroll and personnel transaction data for accuracy and completeness; identifies discrepancies and works with departments, Human Resources staff, and Finance staff to resolve issues 33139

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) and ensure compliance with applicable policies, procedures, and regulatory requirements.

QUALIFICATIONS
The following generally describes the knowledge and ability required to enter the job and/or be learned in order to successfully perform the assigned duties.

Knowledge of:

Principles and practices of human resources administration and payroll processing; recruitment and selection procedures and examination techniques; best practices and techniques related to recruitment and selection, pre-placement and hiring; employee benefits administration; payroll systems and accounting practices; federal and state laws governing employment and payroll; operations, services, and activities of payroll and accounting systems; methods and techniques of coding, verifying, balancing and reconciling accounting records; methods of maintaining personnel and payroll records; principles and practices used in establishing and maintaining files and information retrieval systems; principles and procedures of record keeping, tracking and maintenance; principles and practices of fiscal, statistical and administrative record keeping and reporting; business mathematics and data analysis; office procedures and computer applications including Microsoft Office at an intermediate or greater level including but not limited to Microsoft Word, Excel, Outlook, Power Point; correct English usage, spelling, grammar, and punctuation; business letter writing and basic report presentation; and customer service techniques.

Ability to:

Interpret and apply Federal and State laws, city rules, policies, procedures and memoranda of understanding; organize and prioritize work assignments and coordinate multiple activities; work effectively under pressure of deadlines and frequent interruption; exercise sound judgment while recognizing limits of authority; exercise independent judgment and initiative in the performance of general technical and clerical work while recognizing the limits of authority in referring complex matters to higher level staff; assess a situation and determine appropriate course of action; maintain confidential records; communicate clearly and effectively both orally and in writing; project a calm and reasoning demeanor while dealing with difficult situations and upset people; adapt quickly to a variety of personalities and situations; compile a variety of information and records and exercise good judgment in maintaining information, records and reports; establish cooperative working relationships with other departments, City staff and officials and outside agencies; deal successfully with the public, in person and over the telephone; respond tactfully, clearly, concisely, and courteously to issues, concerns and needs; understand and follow oral and written instructions; maintain confidentiality of sensitive information and documents; understand the organization and operation of the City and of outside agencies as necessary to assume assigned responsibilities; compile and maintain records; communicate clearly and concisely, both orally and in writing; and operate modern office equipment and computer software.

Education and Experience Guidelines - Any combination of education and experience that would likely provide the required knowledge and abilities is qualifying. Meeting the minimum qualifications for a higher classification does not guarantee advancement within the series. Advancement is based on demonstrated performance, availability of work at the higher level, and the operational needs of the department. A typical way to obtain the knowledge and abilities would be:
34140

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) Human Resources/Payroll Technician I
Education/Training:

Equivalent to an Associate’s degree with coursework in business administration, public administration, accounting, bookkeeping, human resources, or a related field.

Experience:

Three (3) years of clerical, administrative, payroll, accounting, or customer service experience, preferably in a public agency environment. Experience performing human resources or payroll support duties in a public agency or similar organization is desirable.

Human Resources/Payroll Technician II
Education/Training:

Equivalent to an Associate’s degree with coursework in business administration, public administration, accounting, human resources, or a related field.

Experience:

Two (2) years of increasingly responsible experience performing duties comparable to those of a Human Resources/Payroll Technician I with the City of Suisun City or equivalent experience performing human resources or payroll support duties in a public agency or similar organization.

Senior Human Resources/Payroll Technician
Education/Training:

Equivalent to an Associate’s degree with coursework in business administration, public administration, accounting, human resources, or a related field.

Experience:

Two (2) years of increasingly responsible experience performing duties comparable to those of a Human Resources/Payroll Technician II with the City of Suisun City or equivalent experience performing advanced human resources or payroll technical duties in a public agency or similar organization.

License/Certificates:

Possession of a valid California Class C driver’s license may be required.

A typing certificate showing a minimum speed of 40 wpm from an accredited testing agency may be required.

A 10-key certificate demonstrating proficiency of at least 8,000 key strokes per hour (KPH) by touch from an accredited testing agency may be required.

Substitution:

Additional directly related experience may substitute for the required education on a year-for-year basis. 30 semester/45 quarter units is equivalent to one year of experience.

PHYSICAL DEMANDS AND WORKING ENVIRONMENT
The conditions herein are representative of those that must be met by an employee to successfully perform the essential functions of this job. Reasonable accommodations may be made to enable individuals with disabilities to perform the 35141

CITY OF SUISUN CITY
Human Resources/Payroll Technician I/II/Senior (Continued) essential job functions.

Environment: Work is performed primarily in a standard office environment; may be required to attend meetings outside of standard working hours.

Physical: Primary functions require sufficient physical ability and mobility to work in an office setting; to stand or sit for prolonged periods of time; to occasionally stoop, bend, kneel, crouch, reach, and twist; to lift, carry, push, and/or pull light to moderate amounts of weight; to operate office equipment requiring repetitive hand movement and fine coordination including use of a computer keyboard; and to verbally communicate to exchange information.

Vision: See in the normal visual range with or without correction.

Hearing: Hear in the normal audio range with or without correction.

FLSA Non-Exempt
Bargaining Unit Unrepresented Confidential
Benefits Group SCEA
Established April 21, 2026 Reso: 2026 - __

36142

Resolution No. 2026-___
Adopted April 21, 2026

RESOLUTION NO. 20 26 -___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY

AMENDING THE CITYWIDE SALARY SCHEDULE TO SUPPORT THE

ORGANIZATIONAL REALIGNMENT AND STRATEGIC STAFFING PLAN TO

ELIMINATE ACCOUNTING TECHNICIAN AND HUMAN RESOURCES

TECHNICIAN I/II AND ESTABLISH SALARIES FOR ACCOUNTING TECHNICIAN

I/II, HUMAN RESOURCES/PAYROLL TECHNICIAN I/II/SENIOR

WHEREAS, all employers must comply with the compensation earnable and publicly available pay schedule provisions contained within California Government Code (CG) Section 20636(d) and California Code of Regulations (CCR) Section 570.5; and WHEREAS, adoption of an amended salary schedule ensures transparency, compliance with state law, and alignment with negotiated labor agreements; and WHEREAS, the City Council is considering an Organizational Realignment and Strategic Staffing Plan that includes the creation, modification, and elimination of several classifications within the City’s organizational structure; and
WHEREAS, amendments to the Citywide Salary Schedule are necessary to establish salary ranges for new classifications and update salary ranges for amended classifications; and WHEREAS, the salary for Accounting Technician II will remain consistent with the existing Accounting Technician salary, and the salary f or Accounting Technician I will be established at approximately ten percent (10%) below the journey -level classification, consistent with the City’s compensation practices for classification series; and WHEREAS, the salary for Human Resources/Payroll Technician II will remain consistent with the current Human Resources Technician II salary, and the salary for Human Resources/Payroll Technician I will be established at approximately ten percent (10%) below the journey-level classification; and
WHEREAS, the salary for Senior Human Resources/Payroll Technician will be established at approximately ten percent (10%) above the journey -level classification consistent with the City’s standard salary differentials between classification levels; and

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF THE CITY OF SUISUN CITY AS FOLLOWS:
37143

Resolution No. 2026-___
Adopted April 21, 2026

1. The Citywide Salary Schedule is hereby amended to establish salary ranges for the following classifications:
 Accounting Technician I – Approximately Monthly: $5,189 - $6,307  Accounting Technician II – Approximate Monthly: $5,708 - $6,938  Human Resources/Payroll Technician I – Approximate Monthly: $5,189 - $6,307  Human Resources/Payroll Technician II – Approximate Monthly: $5,708 - $6,938  Senior Human Resources/Payroll Technici an – Approximate Monthly: $6,287 – $7,641
The salary ranges established for Accounting Technician I/II and Human Resources /Payroll Technician I/II/Senior shall reflect the salary relationships described in the staff report and maintain the City’s standard ten percent (10%) differential between classification levels within a classification series.

2. The Citywide Salary Schedule shall be updated to remove the salary ranges associated with the following classifications:
 Accounting Technician
 Human Resources Technician I
 Human Resources Technician II

3. Publicly Available Pay Schedule – The Citywide Salary Schedule reflecting the salary ranges approved by this Resolution shall be maintained and made publicly available in accordance with California Government Code Section 20636(d) and California Code of Regulations Section 570.5, and shall identify each classification and its corresponding base salary range.

4. The City Manager, or designee, is authorized to update and publish the Citywide Salary Schedule to reflect these changes in compliance with applicable state law.

5. Effective Date. This resolution shall take effect immediately upon adoption. 38144

Resolution No. 2026-___
Adopted April 21, 2026

PASSED AND ADOPTED at a Regular Meeting of said City Council of the City of Suisun City duly held on Tuesday, the 21th day of April 2026, by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

WITNESS my hand and the seal of said City this 21st day of April 2026.

Anita Skinner
City Clerk
EXHIBIT(S):

A. Citywide Salary Schedule
39145
Resolution Date: 4/21/2026
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Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT 1610 Account Clerk I (F) 268 $24.95 $26.19 $27.50 $28.88 $30.32 $4,324 $5,256 01/02/26 SCEA SCEA 1612 Account Clerk II (F) 291 $27.44 $28.81 $30.25 $31.77 $33.36 $4,757 $5,782 01/02/26 SCEA SCEA 1614 Account Clerk III 313 $30.19 $31.69 $33.28 $34.94 $36.69 $5,232 $6,360 01/02/26 SCEA SCEA 1822 Accountant 362 $37.48 $39.36 $41.33 $43.39 $45.56 $6,497 $7,897 01/02/26 SCMPEA SCMPEA Exempt 1620 Accounting Technician I (F) 311 $29.94 $31.43 $33.00 $34.65 $36.39 $5,189 $6,307 04/21/26 SCEA SCEA 1622 Accounting Technician II (F) 332 $32.93 $34.58 $36.31 $38.12 $40.03 $5,708 $6,938 04/21/26 SCEA SCEA 1120 Administrative Assistant I (F) 285 $26.61 $27.95 $29.34 $30.81 $32.35 $4,613 $5,607 01/02/26 SCEA SCEA 1122 Administrative Assistant II (F) 307 $29.28 $30.74 $32.28 $33.89 $35.59 $5,074 $6,168 01/02/26 SCEA SCEA 1130 Administrative Technician 327 $32.20 $33.81 $35.50 $37.28 $39.14 $5,582 $6,785 01/02/26 SCEA SCEA 3220 Assistant Engineer (F) 389 $42.82 $44.97 $47.21 $49.57 $52.05 $7,423 $9,023 01/02/26 SCMPEA SCMPEA Exempt 4220 Assistant Planner (F) 361 $37.33 $39.20 $41.16 $43.22 $45.38 $6,471 $7,865 01/02/26 SCMPEA SCMPEA Exempt 3222 Associate Engineer/Associate Civil Engineer (F)409 $47.11 $49.46 $51.93 $54.53 $57.26 $8,165 $9,925 03/17/26 SCMPEA SCMPEA Exempt 4222 Associate Planner (F) 380 $41.07 $43.12 $45.27 $47.54 $49.91 $7,118 $8,652 01/02/26 SCMPEA SCMPEA Exempt 7390 Background Investigator 391 - - - - $49.92 - - 12/24/21 Temp/PT Temp/PT 8130 Battalion Chief (2912 annual hours) 375 $39.90 $41.89 $43.99 $46.19 $48.49 $9,682 $11,768 01/02/26 Unrep SCPFA 4350 Building Inspection Services Manager 421 $50.96 $53.51 $56.19 $59.00 $61.95 $8,834 $10,737 01/02/26 SCMPEA SCMPEA Exempt 4320 Building Inspector I (F) 320 $33.83 $35.53 $37.30 $39.17 $41.13 $5,865 $7,128 01/02/26 SCEA SCEA 4322 Building Inspector II (F) 341 $37.22 $39.08 $41.03 $43.08 $45.24 $6,451 $7,841 01/02/26 SCEA SCEA 3430 Building Maintenance Worker I (F) 272 $25.43 $26.71 $28.04 $29.44 $30.91 $4,408 $5,359 01/02/26 SCEA SCEA 3432 Building Maintenance Worker II (F) 296 $27.98 $29.38 $30.84 $32.39 $34.01 $4,849 $5,894 01/02/26 SCEA SCEA 4380 Chief Building Official 469 $64.43 $67.65 $71.04 $74.59 $78.32 $11,168 $13,575 01/02/26 Unrep SCMPEA Exempt 3250 City Engineer 480 $69.10 $72.55 $76.18 $79.99 $83.99 $11,977 $14,558 01/02/26 Unrep SCMPEA Exempt 9130 City Manager 595 $132.54 - - - $141.43 $22,974 $24,515 01/02/26 EM Plan EM Exempt 4420 Code Enforcement Officer I (F) 310 $29.71 $31.19 $32.75 $34.39 $36.11 $5,149 $6,259 01/02/26 SCEA SCEA 4422 Code Enforcement Officer II (F) 330 $32.68 $34.31 $36.03 $37.83 $39.72 $5,664 $6,885 01/02/26 SCEA SCEA 7320 Community Services Officer I (F) 284 $26.49 $27.81 $29.20 $30.66 $32.19 $4,591 $5,580 01/02/26 SCEA SCEA 7322 Community Services Officer II (F) 305 $29.13 $30.59 $32.12 $33.73 $35.41 $5,050 $6,138 01/02/26 SCEA SCEA 1910 Computer Systems Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 1922 Computer Technician 358 $36.86 $38.71 $40.64 $42.67 $44.81 $6,389 $7,766 01/02/26 SCEA SCEA 1750 Deputy City Clerk (C) 376 $40.20 $42.21 $44.32 $46.53 $48.86 $6,967 $8,469 01/02/26 ConfidentialSCMPEA Exempt 9126 Deputy City Manager 543 $91.42 $95.99 $100.79 $105.83 $111.12 $15,846 $19,261 01/02/26 EM Plan EM Exempt 8250 Deputy Fire Chief 471 $65.57 $68.85 $72.29 $75.91 $79.70 $11,366 $13,815 01/02/26 SCMPEA SCMPEA Exempt 9116 Development Services Director 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 01/02/26 EM Plan EM Exempt 4190 Economic Development Consultant 441 - - - - $65.00 - - 12/24/21 Temp/PT Temp/PT 9114 Finance Director 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 01/02/26 EM Plan EM Exempt 1850 Finance Manager 448 $57.05 $59.90 $62.89 $66.04 $69.34 $9,888 $12,019 01/02/26 SCMPEA SCMPEA Exempt 1810 Financial Services Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 8124 Fire Captain (2,912 annual hours) 350 $36.27 $38.08 $39.99 $41.99 $44.09 $8,801 $10,698 01/02/26 SCPFA SCPFA 9120 Fire Chief 527 $87.95 $92.35 $96.97 $101.81 $106.91 $15,245 $18,530 01/02/26 EM Plan EM Exempt 8122 Fire Engineer (2912 annual hours) 333 $32.97 $34.62 $36.35 $38.17 $40.08 $8,001 $9,726 01/02/26 SCPFA SCPFA 8350 Fire Marshal 454 $59.59 $62.57 $65.69 $68.98 $72.43 $10,328 $12,554 01/02/26 SCMPEA SCMPEA Exempt 8120 Firefighter (2912 annual hours) 292 $27.48 $28.85 $30.29 $31.81 $33.40 $6,668 $8,105 01/02/26 SCPFA SCPFA City of Suisun City
Salary Schedule
Hourly Monthly Average
(C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 1 of 340146
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Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT City of Suisun City
Salary Schedule
Hourly Monthly Average
5150 Housing Programs Manager 420 $50.76 $53.30 $55.96 $58.76 $61.70 $8,798 $10,694 01/02/26 SCMPEA SCMPEA Exempt 5120 Housing Specialist I (F) 306 $29.19 $30.64 $32.18 $33.79 $35.48 $5,059 $6,149 01/02/26 SCEA SCEA 5122 Housing Specialist II (F) 326 $32.10 $33.71 $35.39 $37.16 $39.02 $5,565 $6,764 01/02/26 SCEA SCEA 9110 Human Resources Administrator 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 01/02/26 EM Plan EM Exempt 9111 Human Resources Director 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 04/21/26 EM Plan EM Exempt 1210 Human Resources Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 $3,471 $4,219 07/21/23 Temp/PT Temp/PT 1234 Human Resources/Payroll Technician I (F/C) 311 $29.94 $31.43 $33.00 $34.65 $36.39 $5,189 $6,307 04/21/26 ConfidentialSCEA 1236 Human Resources/Payroll Technician II (F/C)332 $32.93 $34.58 $36.31 $38.12 $40.03 $5,708 $6,938 04/21/26 ConfidentialSCEA 9113 IT Director 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 01/02/26 EM Plan EM Exempt 1950 IT Services Manager 460 $61.34 $64.41 $67.63 $71.01 $74.56 $10,633 $12,924 01/02/26 SCMPEA SCMPEA Exempt 3420 Maintenance Worker I (F) 300 $28.54 $29.97 $31.46 $33.04 $34.69 $4,947 $6,013 01/02/26 SCEA SCEA 3422 Maintenance Worker II (F) 322 $31.39 $32.96 $34.61 $36.34 $38.16 $5,441 $6,614 01/02/26 SCEA SCEA 1710 Management Analyst I (F) 361 $37.33 $39.20 $41.16 $43.22 $45.38 $6,471 $7,865 01/02/26 SCMPEA SCMPEA Exempt 1712 Management Analyst II (F) 380 $41.07 $43.12 $45.27 $47.54 $49.91 $7,118 $8,652 01/02/26 SCMPEA SCMPEA Exempt 1340 Marketing Manager 390 $43.11 $45.26 $47.53 $49.90 $52.40 $7,472 $9,082 01/02/26 SCMPEA SCMPEA Exempt 1110 Office Assistant 263 $24.40 $25.62 $26.90 $28.24 $29.65 $4,229 $5,140 01/02/26 SCEA SCEA 4120 Permit Technician I (F) 303 $28.88 $30.32 $31.84 $33.43 $35.10 $5,005 $6,084 01/02/26 SCEA SCEA 4122 Permit Technician II (F) 324 $31.76 $33.35 $35.02 $36.77 $38.61 $5,506 $6,692 01/02/26 SCEA SCEA 4210 Planning Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 7160 Police Captain 516 $83.29 $87.45 $91.83 $96.42 $101.24 $14,437 $17,548 03/17/26 Unrep SCMPEA Exempt 9122 Police Chief 547 $95.74 $100.53 $105.55 $110.83 $116.37 $16,595 $20,171 01/02/26 EM Plan EM Exempt 7150 Police Commander 498 $75.73 $79.51 $83.49 $87.66 $92.05 $13,126 $15,955 01/02/26 SCMPEA SCMPEA Exempt 7330 Police Evidence and Property Technician I (F)284 $26.49 $27.81 $29.20 $30.66 $32.19 $4,591 $5,580 01/02/26 SCEA SCEA 7332 Police Evidence and Property Technician II (F)305 $29.13 $30.59 $32.12 $33.73 $35.41 $5,050 $6,138 01/02/26 SCEA SCEA 7140 Police Lieutenant 484 $70.55 $74.07 $77.78 $81.66 $85.75 $12,228 $14,863 03/17/26 SCMPEA SCMPEA Exempt 7140 Police Lieutenant Y-Rate 498 $75.73 $79.51 $83.49 $87.66 $92.05 $13,126 $15,955 03/17/26 SCMPEA SCMPEA Exempt 7122 Police Officer (F) 413 $48.69 $51.12 $53.68 $56.36 $59.18 $8,439 $10,257 01/02/26 SCPOA SCPOA 7110 Police Officer Trainee (F) 276 - - - $28.63 $30.06 - - 12/24/21 Temp/PT Temp/PT 1410 Police Records Clerk I (F) 268 $24.95 $26.19 $27.50 $28.88 $30.32 $4,324 $5,256 01/20/26 SCEA SCEA 1412 Police Records Clerk II (F) 291 $27.44 $28.81 $30.25 $31.77 $33.36 $4,757 $5,782 01/20/26 SCEA SCEA 7130 Police Sergeant 460 $61.34 $64.41 $67.63 $71.01 $74.56 $10,633 $12,924 01/02/26 SCPOA SCPOA 7250 Police Support Services Manager 450 $58.11 $61.02 $64.07 $67.27 $70.64 $10,073 $12,244 01/02/26 SCMPEA SCMPEA Exempt 4226 Principal Planner 433 $54.21 $56.92 $59.76 $62.75 $65.89 $9,396 $11,421 01/02/26 SCMPEA SCMPEA Exempt 3340 Project Manager 416 $49.71 $52.20 $54.81 $57.55 $60.43 $8,617 $10,474 01/02/26 SCMPEA SCMPEA Exempt 7230 Public Safety Dispatch/Police Records Supervisor410 $47.95 $50.35 $52.87 $55.51 $58.29 $8,312 $10,103 01/02/26 SCPOA SCPOA 7220 Public Safety Dispatcher I (F) 349 $36.03 $37.83 $39.72 $41.71 $43.79 $6,245 $7,591 01/02/26 SCPOA SCPOA 7222 Public Safety Dispatcher II (F) 373 $39.63 $41.61 $43.69 $45.88 $48.17 $6,869 $8,350 01/02/26 SCPOA SCPOA 9118 Public Works Director/City Engineer 527 $87.95 $92.35 $96.97 $101.81 $106.91 $15,245 $18,530 01/02/26 EM Plan EM Exempt 3120 Public Works Inspector 351 $37.64 $39.52 $41.50 $43.57 $45.75 $6,524 $7,930 01/02/26 SCEA SCEA 3110 Public Works Specialist 222 $20.02 $21.02 $22.08 $23.18 $24.34 - - 07/21/23 Temp/PT Temp/PT 3550 Public Works Superintendent 447 $56.67 $59.50 $62.48 $65.60 $68.88 $9,822 $11,939 01/02/26 SCMPEA SCMPEA Exempt (C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 2 of 341147
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Job CodeJob Class Column2 Range A B C D E Starting Ending Effective Date B.U. B.G. FLSA OT City of Suisun City
Salary Schedule
Hourly Monthly Average
3520 Public Works Supervisor 380 $41.07 $43.12 $45.27 $47.54 $49.91 $7,118 $8,652 01/02/26 SCMPEA SCMPEA Exempt 2220 Recreation Coordinator 302 $30.93 $32.48 $34.10 $35.81 $37.60 $5,362 $6,517 01/02/26 SCEA SCEA 2550 Recreation Manager 412 $48.40 $50.82 $53.36 $56.02 $58.83 $8,389 $10,197 01/02/26 SCMPEA SCMPEA Exempt 2210 Recreation Specialist I (F) 200 $18.00 $18.54 $19.10 $19.67 $20.26 - - 07/21/23 Temp/PT Temp/PT 2212 Recreation Specialist II (F) 220 $19.80 $20.39 $21.01 $21.64 $22.29 - - 07/21/23 Temp/PT Temp/PT 2214 Recreation Specialist III (F) 250 $21.78 $22.43 $23.11 $23.80 $24.51 - - 07/21/23 Temp/PT Temp/PT 2510 Recreation Supervisor 348 $36.21 $38.02 $39.93 $41.92 $44.02 $6,277 $7,630 01/02/26 SCMPEA SCMPEA Exempt 9112 Recreation, Parks & Marina Director 505 $79.06 $83.01 $87.16 $91.52 $96.10 $13,704 $16,657 01/02/26 EM Plan EM Exempt 1824 Senior Accountant 390 $43.11 $45.26 $47.53 $49.90 $52.40 $7,472 $9,082 01/02/26 SCMPEA SCMPEA Exempt 3224 Senior Associate Engineer/Senior Assoc Civil Engineer (F)425 $51.82 $54.41 $57.13 $59.98 $62.98 $8,982 $10,917 03/17/26 SCMPEA SCMPEA Exempt 4324 Senior Building Inspector 397 $44.66 $46.90 $49.24 $51.71 $54.29 $7,742 $9,410 01/02/26 SCMPEA SCMPEA Exempt 3226 Senior Civil Engineer 448 $57.05 $59.90 $62.89 $66.04 $69.34 $9,888 $12,019 03/17/26 SCMPEA SCMPEA Exempt 1238 Senior Human Resources/Payroll Technician (F/C)350 $36.27 $38.08 $39.99 $41.99 $44.09 $6,287 $7,641 04/21/26 ConfidentialSCEA 3424 Senior Maintenance Worker 344 $34.53 $36.26 $38.07 $39.98 $41.97 $5,986 $7,276 01/02/26 SCEA SCEA 1714 Senior Management Analyst 400 $45.17 $47.43 $49.80 $52.29 $54.91 $7,830 $9,517 01/02/26 SCMPEA SCMPEA Exempt 4224 Senior Planner 400 $45.17 $47.43 $49.80 $52.29 $54.91 $7,830 $9,517 01/02/26 SCMPEA SCMPEA Exempt 7224 Senior Public Safety Dispatcher 395 $43.59 $45.77 $48.06 $50.47 $52.99 $7,556 $9,185 01/02/26 SCPOA SCPOA 7310 Youth Services Specialist 356 $36.42 $38.24 $40.15 $42.16 $44.27 $6,313 $7,673 01/02/26 SCEA SCEA (C) Denotes Confidential Class
(F) Denotes a Flexibly Staffed Classification
** City Manager's Salary is set by Contract
B.U. Bargaining Unit
B.G. Benefits Group Page 3 of 342148
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1 CITY OFSUISUN CITYFY 2026/27BUDGETFY 2026/27 BUDGETA Planned Bridge to Fiscal Independence | June 2026TONIGHT'S AGENDAOVERVIEW1A Region Under Pressure2The Suisun City Plan3The Plan is Working4FY 2026/27 Budget Summary5Decision Points: If/Then6Finance Department Transition7FY 2026/27 Contracts8Positions Added9Department Deep Dive10-12Optimal Revenue Needed/Fund Balance History/ 1 2
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2 S E C T I O N 1A Region Under PressureSolano County & Bay Area Fiscal CrisisSOLANO COUNTY: A REGION-WIDE FISCAL CRISISREGIONAL CONTEXTEvery jurisdiction in Solano County faces structural operating deficits. This is not a Suisun City problem it is a regional emergency.$30M+Vallejo$10M+Fairfield$10M+VacavilleTBDBeniciaTBDDixonTBDRio Vista$20-30M+Solano CountyCOMBINED REGIONAL OPERATING DEFICIT: APPROACHING $80M – $100MCurrent service levels are already compressed yet still require more revenue to sustain..3 4 150
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3 S E C T I O N 2The Suisun City Plan50 Years of No Growth And a Path ForwardSURVIVING, NOT THRIVING: THE BASELINEOUR STORY50 YRSNo Meaningful EmploymentCenter Growth• No HWY 80 corridor growth• Redevelopment stripped in 2012• Residents leave daily for jobs & services• Revenue base insufficient for current needsThe Revenue RealitySuisun City operates on ~$30M–$33M in General Fund revenue. Benicia, a comparable city, operates on $50–60M. We run on roughly 60% of a peer city's budget.NOT an Expense Problem: This is a revenue problem. Our costs are not excessive; our revenue base is structurally insufficient after 50 years of stagnation. Council recognized in 2024 that reaching long-term fiscal independence requires a deliberate multi-year plan, not reactive cuts.THREE-PILLAR RESILIENCE BRIDGEPILLAR 1Measure STax MeasurePILLAR 217 InfillDevelopment ProjectsPILLAR 3Suisun CityExpansion Explorations 5 6
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4 THE RESILIENCE PLAN — REVISITEDTHE PLANIn June 2024, Council and staff reached a shared understanding: reaching long-term fiscal health requires a managed bridge not unplanned cuts.The Bridge ConceptThe plan anticipated a 5-year bridge period through FY 2028/29, during which planned reserve use would maintain service levels while key revenue-generating decisions matured.Use of Reserves: DeliberateUsing reserves was never the endpoint it was the bridge. The plan called for reserves deployed only with a clear strategy and defined off-ramps tied to specific financial events.Three PillarsThe plan rested on three pillars: (1) Measure S, (2) 17 infill development projects, and (3) the potential for city expansions. All three remain active.The Timeline HoldsFY 2026/27 remains fully within the bridge window established in 2024. Using reserves this year is consistent with and expected by the 5-year approach.S E C T I O N 3The Plan Is WorkingEvery Pillar Is Active7 8 152
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5 THE PLAN IS WORKING — EVERY PILLAR IS ACTIVEPROGRESSSince June 2024, every component of the resilience plan has advanced on schedule. The plan is not aspirational — it is executing.72%Voter ApprovalMeasure S17Active InfillProjects23,873Acres ExploredExpansion + Buzz Oates✓Measure S passed at 72% — a supermajority reflecting community trust✓✓34-acre site advertising for sale — Late Summer 2026✓Suisun City Expansion Development Agreement negotiation underway and EIR release pending✓Infill in progressS E C T I O N 4FY 2026/27 Budget SummaryRevenue, Expenditures & the Planned Bridge9 10 153
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6 FY 2026/27 GENERAL FUND BUDGET SUMMARYBUDGET SUMMARYFY 2026/27 ProposedFY 2025/26 BudgetCategory$30.4M$30M (+ $2.8M transfers/sales = $32.8M)Total General Fund Revenue$32.2M$32.8MTotal General Fund Expenditures$(1,800,000)$0 (asset sales offset)Planned Use of Fund Balance~$6.0M (policy level)$7.8MEstimated Ending Fund BalanceCategory FY 2025/26 Budget FY 2026/27 ProposedTotal General Fund Revenue$30M (+ $2.8M transfers/asset sales = $32.8M)$30.4MTotal General Fund Expenditures $32.8M $32.8MPlanned Use of Fund Balance$0 (offset by asset sales)$(2,400,000)Estimated Ending Fund Balance$8.9M Validated by Beauchaine Consulting Group pending FY 25/26 Audit~$6.4M (rounded down)Key Takeaway: Staff absorbed $500K in COLA increases, $600–$700K in contracted merit increases, and $200K in one-time FLSA payments. There are no new FTEs. $600K was added since Budget Study Session due to Beauchaine Analysis of certain Non-GF transfers that were not applicable; revised analysis from current budget process work last few months. FY 2026/27 REVENUE OVERVIEWBUDGET DETAILProperty Tax+3% IncreaseConsistent with countywide assessment growthBradley Burns Sales TaxFlatReflects current commercial environment within city limitsMeasure S Sales TaxDown ~3%Lower car sales; first full year of voter-approved fundingTransient Occupancy TaxFlatStable hotel occupancyExcise Tax (Cannabis)FlatStable Fees & LicensesFlatFee study completion expected Fall 2026 11 12
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7 SERVICE LEVEL CHANGES & REDUCTIONSSERVICE IMPACTSThe following changes are reflected in the FY 2026/27 budget. $200K ReductionEmployee Training & CultureStops employee development and culture change programs showing measurable positive impact.. Including all employee appreciation events. $225K ReductionBeautification ProjectsOnly limited projects can proceed; volunteer support cannot fill the gap.$300K ReductionFacility ImprovementsGeneral Fund deferred until health/safety crisis forces action.$1.5M–$2MManaged Vacancy FactorOperational impact depends on which positions remain vacant throughout the year.$450K ReductionContracted ServicesCommunications, facilities review, and general service contracts across all departments.$175K ReductionServices & SuppliesAll non-essential items eliminated across all departments.S E C T I O N 5Decision Points: If / ThenReserve Use, Infill Outcomes & Future Fiscal Scenarios13 14 155
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8 FY 2026/27: THE RESERVE DECISIONIF / THEN — DECISION POINT 1IFCouncil approves FY 2026/27 budget with planned $2.4M reserve useEstimated Remaining Reserves:~$6.0 MILLION• Policy Level•• Within the 2024 resilience bridge window•• Service levels maintained for economic recovery•• Organizational capacity intact for infill and expansionsIF NOTDeep service cuts made to avoid reserve use• Elimination of public safety staff increasing call times, burn out, and crime•• Elimination of Public Works Staff; reversing all the progress in city improvements immediately•• Elimination of all unhoused programs and unhoused outreach; unhoused will go back to old levels and more• Eliminate staff throughout support departments; missing information, poor analysis, all non legally required services stopped•• All communications and AI contracts eliminated• impossible• Suisun City has tried this approach before — it failedVSSUISUN CITY INFILL DEVELOPMENT — RESIDENT SNAPSHOTINFILL PROGRESSProjects moving through Review, Permitting, Construction, or early redevelopment steps.PROJECT LOCATION CURRENT STATUS DESCRIPTIONAwanta Multifamily400 Main St.Permit Review20-unit two-story apartments adjacent to marinaLotz ResidencesCivic Center Blvd. & Lotz WayApproved; construction drawings16 single-family units with ADU above garagesSuisun City Dental603 Lotz WayUnder Construction4,446 sf dental office + 2,220 sf shell tenant spaceAlmond Garden Apartments707-815 Almond St.Under Construction97-unit three-story affordable apartment projectMcCoy Creek Mixed-Use1220 & 1240 McCoy Creek WayConstruction drawings under review31 apartments with 1,645 sf non-residential spaceOlive Tree RanchHumphrey Dr. / Olive Ave.Application submitted / in process74 single-family units on approx. 10 acresLionext ParcelsDowntown near marinaApplication received39 multi-family units + 5,106 sf office/retail/restaurantParcel 13West of Civic Center, South of DriftwoodPre-application expectedFor Sale Luxury CondosSenior Center Site318 Merganser Dr.Awaiting permit submittalProposed interior remodel for senior living unitsDutch Bros.N. of Hwy 12 & east of Sunset CenterBuilding permit ready for issuance1,025 sf drive-through coffee businessQuick QuackEast of Sunset Ave. & north of Hwy 12In process3,626 sf carwash useCannabissarySouth of Railroad Ave. & E/W Humphrey Dr.InProgress waiting on applicantRetail cannabis dispensary Highway 12 Logistics CenterSouth of Hwy 12 at Pennsylvania Ave.Entitled; LAFCO submittal forthcoming1.28M sf warehousing/logistics on 63.7 acresSuisun Logistics CenterEast of Walters Rd. & south of Petersen Rd.Planning review/applicant adjusting project2.1M sf warehousing/logistics on 120 acres34-Acre SiteNW corner Hwy 12 & Marina Blvd.Sale/Marketing summer 2026Mixed UseCalifornia Forever Infill ParcelsMain St. & Solano Ave. parcelsPurchase & Sale Agreement in ProcessFuture redevelopment use to be determinedCaltrans Lot SwapS of Hwy 12 between Main St. & CC Blvd.Application not yet submittedIn process with State-18-month process 15 16
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9 INFILL DEVELOPMENT — PROJECTED COMPLETION & NET TAX REVENUEINFILL PROGRESSCITY OF SUISUN CITY | FY 2026/27 BUDGET STUDY SESSION | CONFIDENTIAL WORKING DOCUMENTEstimates are preliminary and may change as the project developments unfold. PROJECT EST. COMPLETIONANNUAL TAXREVENUE-ALL TYPESONE-TIMESALE REVENUEAwanta MultifamilyEOY 2027 $20k-$30kLotz ResidencesEOY 2027 $40k-$45kSuisun City DentalEOY2026$15k-$20kAlmond Garden ApartmentsEOY 2027McCoy Creek Mixed-UseEOY 2027$30k-$40kOlive Tree RanchEOY 2028 $55K-$65KLionext ParcelsEOY 2027 $55k-$65kParcel 13EOY 2029$60k-$75kSenior Center SiteEOY 2027 $5k-$10k Dutch Bros. / Quick QuackFALL 2026$10k-$12K CannabissaryTBDTBDHighway 12 Logistics CenterPHASE 1EOY 2027 PHASE 2 EOY 2032PHASE 1 $250-$400K PHASE 2 $1M$1.2M CFDSuisun Logistics CenterPHASE 1 EOY 2929 PHASE 2 EOY 2033PHASE 1 $250k-$400k PHASE 2 FULL BUILD OUT $2M 34-Acre SitePHASE 1- EOY 2030 PHASE 2 EOY 2034$1M-$2M$15m-$30mCA Forever Infill ParcelsEOY 2029$150K-$175KCaltrans Lot SwapEOY 2031$100K-$125K$3m-$4mTOTAL$4M-$5M- $18M-$34MIF INFILL DELIVERS AS ESTIMATED- THE TAXATION SCENARIOIFInfill projects produce land sale revenues and expanded tax base as projectedTHEN:Reserve Draw Rate SlowsLand sale proceeds offset reserve use in FY 2027/28, extending runway beyond the bridge window.(Some of the 34-acre sale, if not 70% of it depending on final sale price should be considered for 2ndFire Station. THEN:Tax Base ExpandsNew rooftops and commercial activity generate recurring Measure S and property tax revenue and TOT, not one-time.THEN:Expansion Decision Is InformedInfill results provide current service levels to be maintained into 2030, stabilized by one-time sales, but it does not solve the need for decades long revenue nor expended services as outlined in the optimal section of this presentation. Further additional taxes or expansion would still be required. No realistic way to address roads or dredging in a meaningful way with just infillTHEN:If not expansion- Public Safety and Roads Tax NeededAs discussed in 2024, infill alone cannot fill the operating and capital needs. It would take infill and something else to meet that, total need. In this scenario it means more taxes or 25% cut to total service delivery. 17 18
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IF INFILL DELIVERS AS ESTIMATED-THE EXPANSION SCENARIOIF / THEN — DECISION POINT 2IFInfill projects produce land sale revenues and expanded tax base as projected through 2027/28:THEN:Reserve Draw Rate SlowsLand sale proceeds offset reserve use in FY 2027/28, extending runway beyond the bridge window.(Some of the 34 acre sale, if not 70% of it depending on final sale price should be considered for 2ndFire Station. THEN:Tax Base ExpandsNew rooftops and commercial activity generate recurring Measure S and property tax revenue and TOT, not one-time.THEN:Expansion Decision Is InformedInfill results provide current service levels to be maintained into 2030, stabilized by one-time sales, but it does not solve the need for decades long revenue nor expended services as outlined in the optimal section of this presentation. Further additional taxes or expansion would still be required. No realistic way to address roads or dredging in a meaningful way with just infill THEN:Expansions turns out to be a YesAssuming the council approves due to a variety of factors including the fiscal analysis is clear, the city receives $10M through FT 2027/28, and the Development Agreement would be negotiated in a way to add staff, start preparing for major roads and dredging in current Suisun as well as starting to increase staffing to optimum levels and beyond preparing for the population growth of the city over the next 20 to 25 years. BOTH SCENARIOSIF / THEN — DECISION POINT 2IFInfill projects produce land sale revenues and expanded tax base as projected through 2027/28::•Require bridging in FY2026/27 and FY 2027/28•Require Infill to be maximized as outlined•Require services to not be reduced now because we set a plan to allow the cuts to happen in FY 28/29 if the plan did not work; now a more formal check in is recommended for mid cycle FY 2027/28 post 34-acre and Expansion decisions by Council•The City to take informed risk and continue on the path we started in 2024. 19 20
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S E C T I O N 6Finance Department TransitionFINANCE DEPARTMENT ANALYSISFINANCE TRANSITIONThe City has engaged Beauchaine Consulting Group (BCG) to conduct a comprehensive assessment of the Finance Department, financial practices, and fund structure. Initial findings are already informing our path forward.Assessment UnderwayBCG has commenced a full review examining all funds, the fund structure, chart of accounts, financial presentation methodology, and internal procedures beyond what is covered in an annual audit. Returning July 7 for full contract approval. Department AssessmentA full operational and organizational assessment of the Finance Department is underway. The goal is an honest baseline —identifying both strengths and gaps with specificity.Roadmap to SuccessBCG will deliver a comprehensive roadmap to help the department succeed through transition, establish sound practices, and provide clear roadmap for the next Finance Director.21 22 159
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WHERE WE ARE: A CAR THAT NEEDS TO BE FULLY REPAIREDFINANCE TRANSITIONThe Finance Department is not broken beyond repair — it is a car that has deferred maintenance that accumulated over years. With the right support, the right Finance Department leader, and a clear roadmap, it can be brought to peak performance.FINANCE DEPT HOODOPENBCGASSESSMENTNEWFINANCE DIR.PROCESSREDESIGNFINANCIAL STRUCTURES/TECHNOLOGY IMPROVEDCAN BE FULLYREPAIRED IN TIMEWith the right support, the right leadership, and time this car gets back on the road.FINANCE DEPARTMENT — ROADMAP TO SUCCESSFINANCE TRANSITIONA structured, sequenced path to a high-functioning Finance Department supporting a City in growth mode.Phase 1Now –Winter 2026 • BCG Assessment Complete• Immediate process corrections• New Finance Director recruited• CM Office absorbs budget function until FD recruited • Formal pay period reviews launchedPhase 2Winter 2026 – Spring 2027 • New Finance Director onboarded• BCG roadmap implementation begins• Tyler ERP review by new FD• Department workflow redesignedPhase 3FY 2027/28 and Beyond • Finance Department well on their way to strengthening all areas• Strategic financial modeling capability• Measure S allocation strategy delivered• Long-term capital planning integrated23 24 160
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S E C T I O N 7FY 2026/27 ContractsCitywide Contracted Services OverviewCONTRACT SERVICESFY 2026/27 CONTRACTS$35,000CONTRACTTripepi SmithCommunications & Public Information$35,000Rep'dCommunity Engagement$45,000PolymorphicAI Services & Technology$90,000Edge CommunityChurchCommunity EngagementCONTRACTCONTRACTCONTRACT 25 26
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CONTRACT SERVICESFY 2026/27 CONTRACTSIT Staff Augmentation\$107,500Apex — Staff Augmentation (2)IT Staff Augmentation$56,000BudgetedApex — Network SecurityNetwork & Public Safety Security$4,000BluebeamDocument Management Software$48,000Microsoft 365 LicensesProductivity Software$19,000GIS SoftwareGeographic Information SystemsCONTRACT SERVICESFY 2026/27 CONTRACTS$45,000Kosmont CompaniesED Consultant$20,000Terra Realty AdvisorsBillboard ProjectAnnual update to Cost Allocation Plan, working on Billboard analysis. $75,000WC3Building Permit Review, Building Inspection $254,000City of FairfieldRegionalization Battalion Chief Coverage and Fleet Maintenance of Fire Vehicles$45,000Solano CountyRegionalizationCounty HazMat JPA and CAP Solano Payment $65,000GranicusAgenda/WebsiteVarious Public SafetyPublic Safety TechTablet Command, Lexipool, Vector Solutions, Medical Director , Fire Station Alerting. Inspections$400,000Solano County RegionalizationHumane Animal Services (HAS) and Solano County Animal Shelter$62,000Economic development and public finance consultingAgenda Management, Website Management, Public Records Act Request Portal 27 28
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CONTRACT SERVICESFY 2026/27 CONTRACTS$61,250Chavan & AssociatesAnnual Audit$15,000MGTCost Allocation PlanAnnual update to Cost Allocation Plan$20,000LSL CPA FirmGASB 87 & 96 ComplianceAssist with lease and GASB audit requirements (hourly estimate)$13,000DebtbookLeases & SBITAsSubscription for tracking leases and subscription-based IT agreements$20,000Corbin Willits (MOMs)Legacy Payroll DataPayroll and legacy data access — old system migration$120,000Tyler — ERP Pro 10ERP Financial SystemCore financial management system — enterprise resource planningBeauchaine Consulting GroupFinancial AssessmentInitial contract for budget analysis and support-assessment and finance analysis coming in July to Council$100,000NBSFee StudyFee study vendor — analysis to be completed Fall 2026. One time agreement for this purpose. $34,000CONTRACT SERVICESFY 2026/27 CONTRACTS$7,000LCWLaw Updates/Training$35,000True CompEmployee Costing$9,000Concern EAP$35,000NeoGovOnboarding/recruiting$40,000Du-All SafetySafety ProgramPublic Safety TechFee StudyMental HealthKirshFLSA Analysis$60,00029 30 163
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S E C T I O N 8Position Additions Last 3 FY’sPOSITION ADDITIONSFY 2026/27NewEliminatedPOSITION TITLE DEPT TYPE STATUS APPROVAL / EXPIRATIONSpecial Assistant to CM- Econ Dev/Strategic InitiativesCMONewLimited TermApproved 4/21/2026 — Expires 6/30/2028Special Assistant to the CM-Communication/ProgramsCMONewLimited TermApproved 4/21/2026 — Expires 6/30/2028Recreation CoordinatorRECNewLimited TermApproved Midyear 2/18/2025 — Expires 11/8/2026New Limited TermAdmin TechnicianPDNewLimited TermApproved Midyear 2/18/2025 — Expires 6/30/2028HR TechnicianHRNewLimited TermApproved Midyear 2/18/2025 — Expires 6/30/2028Payroll TechnicianHRNewLimited TermApproved Midyear 2/18/2025 — Expires 6/30/2028PW Eliminated Limited TermHSG Limited Term 31 32
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POSITION ADDITIONSFY 2026/27NewReclassFundingPOSITION TITLE DEPT TYPE STATUS APPROVAL NOTESMaintenance Worker I — Illegal DumpingPWNewPermanentApproved Midyear Budget 2/18/2025Maintenance Worker I — Illegal Dumping PWNewPermanentApproved Midyear Budget 2/18/2025Deputy City Manager-Project Specific CMONewPermanentApproved 6/11/2025Records ClerkPDNewPermanentFrom Sr. MW — Midyear 3/17/2026 (3 positions)FirefighterFireNewPermanentApproved Midyear 2/18/2025 & FY 24/25 Budget (3 positions)HSG PermanentPolice OfficerPDNew PermanentApproved Midyear 2/18/2025 & 3/17/2026 (3 positions)Finance ManagerFinNewPermanentApproved Midyear Budget 3/17/2026 (Vacant)PD PermanentPW PermanentIT ReclassHR ReclassFire ReclassPW Reclass PermanentPermanentNewPWNewPermanentS E C T I O N 9Departments Deep DiveOptimal Staffing & Items Cut /Still Needed33 34 165
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CITY MANAGER'S OFFICECITY MANAGER'S OFFICE — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTURECity Manager (1 FTE)Deputy City Manager (1 FTE)-Expansion Project DedicatedSpecial Assistant — Econ Dev/Strategic Initiatives (1 FTE)Special Assist- Communications/ Programs (1 FTE)Deputy City Clerk (1 FTE)Current: 5 FTECity Manager (1 FTE)Deputy City Manager (1 FTE)-OperationsAdministrative Services Director (1 FTE)Special Assistant - Econ Dev/Strategic Initiatives (1 FTE)Special Assistant – Communications / Unhoused Programs (1 FTE)Deputy City Clerk (1 FTE)Admin Technician (1 FTE )Optimal: 7 FTE35 36 166
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CITY MANAGER'S OFFICEBUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDCommunications Contract AI/Tech Contract Org Development Contingency FundingCommunity EngagementCOMMUNITY IMPACTS:• Reduction of communications contract reduces consistency of public outreach• No contingency funding for unknown programmatic needs• Organizational development paused — impacts culture progress FINANCE DEPARTMENT37
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FINANCE DEPARTMENT — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREFinance Director (VACANT)Finance Manager (2 FTE; 1 FTE Vacant)Senior Accountant (1 FTE)Utility Billing Specialist (3 FTE)Account Clerk III (1 FTE)Current: 8 FTEFinance Director (1 FTE )Senior Accountant/Accountant II (3 FTE)Accounting Technician (2 FTE)Utility Billing Specialist (3 FTE)Management Analyst I/II (1 FTE)Account Clerk III (1 FTE)Optimal: 11 FTEFINANCE DEPARTMENTBUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDBudget Officer Position-Frozen until new FD hiredAdvanced Financial Software cannot be addedTraining$30KFinancial System UpgradeCOMMUNITY IMPACTS:• BCG findings reveal process improvements needed immediately• Legacy items from prior years remain unresolved — compounding issues39 40 168
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POLICE DEPARTMENTPOLICE DEPARTMENT — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREChief of Police (1 FTE)Chief of Police (1 FTE)Captain (1 FTE)Lieutenants (2 FTE)Sergeants (5 FTE)Officers (25 FTE)Police Support Services Manager (1 FTE)Supervising Dispatcher (1 FTE) Dispatchers (12 FTE)Records Clerk (2 FTE)Community Services Officer (3 FTE)Property Evidence Tech (1 FTE)Admin Technician (1 FTE)Optimal: 55 Captain (1 FTE)Lieutenants (2 FTE)Sergeants (4 FTE)Officers (21 FTE)Police Support Services Manager (1 FTE)Supervising Dispatcher (1 FTE)Dispatchers (10 FTE)Property and Evidence Tech (1 FTE)Records Clerk (2 FTE)Community Service Officer (2 FTE)Admin Technician (1 FTE)Current: 46 41 42
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POLICE DEPARTMENTBUDGET & REDUCTIONS• Measure S: 57% of allocation• Staffing: .80/100 vs industry 1:1000• Cost per Officer: $165K–$197K• Response time: 2.5 min (2 officers) vs 5.5 min (1 officer)• Cost to train new officer: ~$100K• Reduced officers = slower response times; Priority 1 response time doubles with one fewer officer• National average medical leave + turnover further reduces effective patrol coverage• Major investigations require Council return for supplemental appropriationITEMS CUT /STILL NEEDEDProactive Policing ProgramsDirected Traffic EnforcementUnhoused Services EnhancementSpecial Events CoverageMajor Investigation FundingCOMMUNITY IMPACTS:

FIRE DEPARTMENT43
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FIRE DEPARTMENT — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREAdministrationFire Chief (1 FTE)Administrative Technician (1 FTE)Deputy Fire Chief (1 FTE)Fire Marshal (1 FTE)OperationsBattalion Chiefs (contract/Fairfield coverage)Fire Captains (6 FTE)Fire Engineers (6 FTE)Firefighter Paramedics (3 FTE)Current: 19 FTEAdministrationFire Chief (1 FTE)Management Analyst I/II (1 FTE)Deputy Fire Chief (1 FTE)Fire Marshal (1 FTE)Fire Inspector (1 FTE)OperationsBattalion Chiefs (3 FTE)Fire Captains (9 FTE)Fire Engineers (9 FTE)Firefighter Paramedics (9 FTE)Optimal: 35 FTEFIRE DEPARTMENTBUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDNon-Mandatory Training- Professional Development$40KPublic Education ProgramsCOMMUNITY IMPACTS:• Fire Prevention & Public Education Initiatives Reduced• Drone program will be slower to implement• Equipment Replacement becomes more end of useful life than proactive• Non mandatory training limited• Reserve Volunteer Program reduced• Response Time Delays• ISO Staffing Ratio current 50% of 1 per 1,000 population• Community events removed, Easter, Halloween Parade, Toys for Kids Facility and Equipment MaintenanceReserve Engine Delayed In Service45 46 171
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HUMAN RESOURCESHUMAN RESOURCES — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREHR Director (1 FTE)Senior HR/Payroll Technician (1 FTE)Current: 5 FTEHR Director (1 FTE)HR Manager (1 FTE)Supervising HR Analyst (1 FTE)HR Analyst (1 FTE)Organizational Development and Risk Management Analyst (1 FTE)Supervising HR/Payroll Technician (1 FTE)HR/Payroll Technicians (3 FTE)Optimal: 9 FTEHR/Payroll Technician (3 FTE)47 48 172
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HUMAN RESOURCESBUDGET & REDUCTIONSITEMS CUT /STILL NEEDED$40KContracts for training and developmentDeferredPerformance Management SystemDeferredEmployee Wellness ProgramLeave Management SystemCOMMUNITY IMPACTS:• Elimination of leadership training citywide and professional development training citywide• Non-compliance with State, Federal mandates creates ongoing legal exposure• Reduced capacity/contracts for compliance training and programs results in increased employment liability exposure• Elimination of Contract services to address decade long policy and procedure global changes needed• Reduced risk mitigation (reactive approach) leads to more claimsMajor Policy Updates INFORMATION TECHNOLOGY49
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INFORMATION TECHNOLOGY — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREIT /Director (1 FTE)IT Technician (1 FTE)Current: 2 FTE Plus Apex IT Director (1 FTE)Senior Network Systems Analyst (1 FTE)IT Analyst (Generalist) or Apex Style Contract (1 FTE)GIS Analyst (1 FTE)Help Desk Technician (1 FTE)Optimal: 5 FTE INFORMATION TECHNOLOGYBUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDReal-Time Threat Detection (SOC)DeferredLong-Term Technology PlanningDeferredScheduled Device/System UpgradesDisaster Recovery DocumentationCOMMUNITY IMPACTS:• One cyber breach could cost $250K+ in legal, recovery, and PR costs• Non-compliance with CJIS, HIPAA, and CPRA creates ongoing legal exposure• Every department's service delivery depends on IT infrastructure51 52 174
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PUBLIC WORKSPUBLIC WORKS — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREDirector of Public Works/City Engineer (1 FTE)Superintendent (1 FTE)PW Supervisor (3 FTE)Maintenance Worker (16.5 FTE)Senior Associate Engineer (1 FTE)Associate Engineer (1 FTE)Senior Civil Engineer (1 FTE)Management Analyst (1 FTE)Building Maintenance Worker (1 FTE)Public Works Inspector (1 FTE)Administrative Tech (1 FTE)Administrative Assistant (1 FTE)Director of Public Works/City Engineer (1 FTE)Deputy Director (1 FTE )Superintendent (1 FTE)PW Supervisor (3 FTE)Sr. Maintenance Worker (3 FTE)Maintenance Workers (19.5 FTE)CIP Project Manager/Senior Civil Eng (1 FTE)Senior Associate Engineer (1 FTE)Associate Engineer (1 FTE)Senior Management Analyst (1 FTE)Building Maintenance Worker (3 FTE)Admin Technician (1 FTE)Admin Assistant (1 FTE)Facility Coordinator (1 FTE)Optimal: 38.5 FTECurrent: 29.5 FTE 53 54
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PUBLIC WORKSBUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDJanitorial ServicesMajority of Proactive Facility Maintenance Gates Project replaced by Roof RepairRoads Funding Beautification ProjectsCOMMUNITY IMPACTS:• Non-emergency repairs now take weeks instead of days resident visible• Deferred facility maintenance compounds over time and costs more later• Radio tower at end of useful life — public safety communication risk• Janitorial Contracts Cancelled-staff must now handle the buildings without support• Parks Maintenance moves to basic maintenance only beautification becomes minimal• Special Projects eliminated unless health and safety related RECREATION, PARKS & MARINA55
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RECREATION, PARKS & MARINA — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTURERPM Director (1 FTE)Recreation Managers (2 FTE)Recreation Supervisors (2 FTE)Recreation Coordinators (3 FTE)Management Analyst I/II (1 FTE)Administrative Assistant (1 FTE)CSO / Pal Program (1 FTE)Part-Time Program Staff- 65Current:11 FTE RPM Director (1 FTE)Recreation Manager (3 FTE)Recreation Supervisor (3 FTE)Recreation Coordinator (5 FTE)Senior Management Analyst (1 FTE)Maintenance Worker (1 FTE)CSO / Pal Program (1 FTE)Part-Time Program Staff- 80Optimal:16 FTE RECREATION, PARKS & MARINABUDGET & REDUCTIONSITEMS CUT /STILL NEEDEDMarina continues to be a financial drag; no investment Dredging Funding New Programming CapacityMarketing InvestmentCOMMUNITY IMPACTS:• Community events create social cohesion elimination reduces quality of life measurably• Arts and cultural programming reaches underserved populations; Arts Master Plan does not have funding to move it forward faster• Zero bandwidth for new or ad hoc community requests57 58 177
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DEVELOPMENT SERVICESDEVELOPMENT SERVICES — ORGANIZATIONAL CHARTORG CHARTCURRENT STRUCTUREOPTIMAL / DESIRED STRUCTUREDirector of Development Services (1 FTE)Principal Planner (1 FTE)Permit Technician (1 FTE)Code Enforcement Officer (1 FTE)Administrative Assistant (1 FTE)Housing Programs Manager (1 FTE)Housing Specialist (2 FTE) Current: 8 FTEDirector of Development Services (1 FTE)Development Services Manager (1 FTE)Economic Development Manager (1 FTE)Senior Planner (1 FTE)Associate Planner (1 FTE)Supervising Code Enforcement Officers (1 FTE)Code Enforcement Officer (2 FTE)Permit Technicians (1 FTE)Housing Programs Manager (1 FTE)Senior Housing Specialist (1 FTE) Housing Specialist (2 FTE)Optimal: 13 FTE 59 60
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DEVELOPMENT SERVICESBUDGET & REDUCTIONSITEMS CUT / STILL NEEDEDPermit Technology SupportBuilding Services Parking StudyCode Enforcement Backlog ContinuesReduced Consultant Support COMMUNITY IMPACTS:• Calculating Fees Takes Long• Code Enforcement Backlog• Building Permit Process will be slower• Economic Development falls fully to CMO S E C T I O N 1 0 - 1 2The Path Forward/Optimal Revenue/GF Fund Balance History61 62 179
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S E C T I O N AGeneral Fund Balance HistoryFY 2014/15 — FY 2024/25 (11-Year Review)GENERAL FUND BALANCE — 11-YEAR HISTORYFUND BALANCEFISCAL YEAR TOTAL GF BALANCE SPENDABLE BALANCE YOY CHANGE NOTESFY 2014/15$2.67M$2.57M—FY 2015/16$3.35M$3.35M▲ $684K (+25.6%)FY 2016/17$3.86M$3.86M▲ $508K (+15.1%)FY 2017/18$3.94M$3.94M▲ $80K (+2.1%)FY 2018/19$7.16M$7.15M▲ $3,215K (+81.5%)First year above $7MFY 2019/20$6.81M$6.81M▼ $347K (-4.8%)COVID-19 impactsFY 2020/21$7.49M$7.49M▲ $684K (+10.0%)Recovery + ARPA inflowsFY 2021/22$10.19M$10.17M▲ $2,694K (+35.9%)Peak: ARPA + asset salesFY 2022/23$11.11M$11.09M▲ $927K (+9.1%)All-time highFY 2023/24$11.09M$11.07M▼ $28K (-0.3%)Held near peakFY 2024/25 *$8.99M$8.98M▼ $2,092K (-18.9%)Audit in progress* FY 2024/25 audit in progress — balance shown is preliminary. | ▲ Green highlight = all-time high. | Orange = current/in-progress year. 63 64
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GENERAL FUND BALANCE — VISUAL TREND (FY 2014/15–2024/25)FUND BALANCE$0M$2M$4M$6M$8M$10M$12M$6M POLICY FLOOR~$6.4M EST. END FY 26/27$2.67M2014–15$3.35M2015–16$3.86M2016–17$3.94M2017–18$7.16M2018–19$6.81M2019–20$7.49M2020–21$10.19M2021–22$11.11M2022–23$11.09M2023–24$8.99M2024–25 *S E C T I O N BOptimum City Service LevelsWhat It Actually Costs to Run a High-Performing City65 66 181
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WHAT DOES IT COST TO RUN THIS CITY AT FULL CAPACITY?OPTIMUM SERVICES$33MCurrent GFExpenditure Base+$10MOptimum Staffing &Salary Escalation+$7M–$10MAnnual RoadFunding Need+$2MDredging SinkingFund (Annual)+$750KFleet + BuildingReserve Needs$53–56MTotal OptimumAnnual BudgetRevenue Gap to Optimum: Current revenue base of ~$30.4M covers only 54–57% of optimum service cost. Closing this gap is the entire purpose of the Expansion Exploration, infill strategy, and Measure S. This is not a spending problem — it is a structural revenue gap that 50 years of no growth created.OPTIMUM ROAD FUNDING — $7M TO $10M PER YEAROPTIMUM SERVICESSuisun City's roads are its most visible public infrastructure. The current funding level falls dramatically short of what is needed to maintain and improve the network.Current Funding Level$1.5M–$2.5M/yr• Gas tax (SB 1): ~$500K–$800K annual• Measure S allocation: variable• Occasional federal/state grants• Result: Deferred maintenance growing• PCI (Pavement Condition Index) decliningMinimum Adequate Funding$4M–$5M/yr• Maintains current condition — no improvement• Addresses highest-priority failures only• Backlog does not grow, but is not reduced• Does not fund arterial reconstruction• Does not fund complete streets improvementsOptimum Funding Target$7M–$10M/yr• Addresses deferred maintenance backlog• Full network maintenance cycle (~20 yrs)• Arterial reconstruction capacity• Active transportation improvements• Delivers measurable PCI improvementAnnual gap between current funding and optimum: $5M–$7.5M 67 68
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DREDGING SINKING FUND — $2M/YR FOR A $10M EVENTOPTIMUM SERVICESThe Suisun City Marina is a defining community asset. Dredging is not optional — without it, the marina becomes unusable. Proactive sinking fund investment is dramatically cheaper than reactive borrowing.THE DREDGING MATHFull Dredge Event Cost:~$10,000,000Frequency:Every 5–6 yearsAnnualized True Cost:$1.67M–$2.0M/yrRecommended Annual Set-Aside:$2,000,000/yr5-Year Sinking Fund Balance:$10,000,0006-Year Sinking Fund Balance:$12,000,000 (buffer)Current Annual Set-Aside:$0 (not budgeted)Current Unfunded Exposure:$10M+ (next event)FLEET & BUILDING RESERVES — $750K/YR COMBINEDOPTIMUM SERVICESTwo often-overlooked infrastructure obligations: fleet replacement and building maintenance. Both are entirely predictable — the only question is whether we fund them proactively or reactively.FLEET REPLACEMENT RESERVE$500,000 / YEAR• City fleet: ~35–50 vehicles + heavy equipment• Police patrol vehicles: 5-year replacement cycle• Fire apparatus: 15–20 year replacement, $600K+ each• Public Works equipment: dump trucks, loaders• Without reserve: equipment failure → emergency spend• Annual reserve allows planned procurement at lower costBUILDING & FACILITY RESERVE$250,000 / YEAR• City Hall, Police Station, Fire Stations, Joe Nelson Center• Marina facilities, maintenance yards, parks structures• Major remodel/renovation: $1M–$5M+ per event• At $250K/yr → $2.5M in 10 years for major work• Can be structured as debt service reserve or savings• Roof, HVAC, ADA compliance, electrical systems 69 70
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OPTIMUM ANNUAL BUDGET — FULL PICTUREOPTIMUM SERVICESAdding all optimum service components to the current base reveals the true cost of running Suisun City at the level its residents deserve.Current GF Expenditure Base$33,000,000FY 2026/27 adopted budget —base operations+ Optimum Staffing & Salary Escalation+$10,000,000New positions + annual COLA across all depts+ Road Maintenance & Improvement (Annual)+$7M–$10MFull network maintenance cycle; eliminates backlog over time+ Dredging Sinking Fund (Annual)+$2,000,000$10M event every 5–6 years; $2M/yr fully funds it+ Fleet Maintenance Reserve (Annual)+$500,00035–50 vehicles + heavy equipment replacement cycle+ Building & Facility Reserve (Annual)+$250,000Major remodels, debt service reserve, or cumulative savingsTOTAL: OPTIMUM ANNUAL BUDGET$52.75M–$55.75MWhat it costs to run this city at full-service capacityTHE REVENUE GAP — WHY GROWTH IS EXISTENTIALOPTIMUM SERVICESThe gap between what Suisun City currently earns and what optimum service delivery costs is not a management failure. It is the direct result of 50 years without meaningful growth.$30.4MCurrent Annual General Fund Revenue$53–56MOptimum Annual Service CostANNUAL REVENUE GAP: $22.6M – $25.6MSuisun City ExpansionInfill DevelopmentMeasure SBuzz Oates Annexation 71 72
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FY 2026/27 THROUGH FY 2027/28 — MULTI-YEAR PLANMULTI-YEAR PLANBased on timing of key financial events, staff recommends moving up the strategy refinement to the FY 2027/28 mid-cycle review.FY 2026/27$(2,400,000)Planned Use of Reserves Within original bridge window. Maintains service delivery and organizational capacity. Consistent with 2024 Council direction. Estimated reserves: ~$6.0M.FY 2027/28$(1.5M–$2M)Planned Use of Reserves Planned reserve use continues. Formal mid-cycle review evaluates expansion decision, 34-acre sale, and infill project revenues before determining FY 2028/29 forward.MID-CYCLE 2027/28DECISION POINTMulti-Year Plan Reset Council reviews actual outcomes from expansion, 34-acre sale, and infill project revenues. Next multi-year plan established from this real evidence base.NEW CONTROLS: FORMAL PAY PERIOD SALARY & OVERTIME REVIEWINTERNAL CONTROLSPersonnel costs represent the City's largest expenditure category. Formalizing pay period review creates an early warning system for budget variances before they become year-end surprises.What Is ChangingIndividual departments have historically reviewed payroll informally. Going forward, the City Manager's Office will institute a formal pay period review of salary and overtime across all departments — requiring formal department head and CM sign-off each pay period.What This AchievesEarlier detection of overtime trends, position vacancy savings, and unanticipated staff changes allows management to take corrective action within the fiscal year — not after it closes. Tighter expenditure control without reducing service capacity.Implementation TimelineImplementation begins in FY 2026/27. Reporting formats developed in coordination with Finance and HR. Council will receive summary-level updates through standard budget reporting. 73 74
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WHY THIS BUDGET IS THE RIGHT BUDGETCLOSINGApproving this budget means continuing the plan — a plan that is working, was developed with Council, and positions Suisun City for the decisions ahead.1The plan was made for exactly this momentThe 2024 resilience plan anticipated a bridge period. FY 2026/27 is squarely within it. This is the plan executing — not a deviation from it.2The plan is executing on all frontsMeasure S passed at 72%. Construction is underway. Expansion negotiations are advancing. Every pillar is active and delivering.3Every alternative is worseCutting services to avoid reserves does not solve a revenue problem — it makes recovery harder or impossible. Managed decline is not fiscal responsibility.4The next decision point is definedThe mid-cycle FY 2027/28 review — informed by expansion, 34-acre sale, and infill milestones — will allow the next plan to be built on real outcomes.5Financial management is being strengthenedBeauchaine Consulting Group, formal pay period reviews, and City Manager-led budget leadership ensure the bridge is traveled with maximum financial rigor.QUESTIONS &Recommendation is to tentatively adopt budget as presented75 76 186
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CITY OF SUISUN CITY

CITY COUNCIL AGENDA ITEM
FY 2026/27 BUDGET

FISCAL IMPACT

The proposed FY 2026/27 General Fund Budget reflects total revenues of approximately $30.2 million and total expenditures of approximately $32. 6 million, resulting in a planned use of fund balance reserves in the amount of $ 2,400,000. This planned drawdown is consistent with the multi -year Resilience Plan adopted by City Council. Projected fund balance at fiscal year 2026/27 end is approximately $6.4 million, which is slightly above the City's $6.0 million minimum reserve policy floor.

The budget reflects $2.85 million in departmental reductions across personnel, services and supplies, and contracted services, achieved without elimination of core services or sworn public safety positions.

STRATEGIC PLAN ALIGNMENT

This budget and the multi-year fiscal strategy it advances align directly with the following City Council strategic priorities:
• Ensure Fiscal Sustainability: The proposed budget is the product of a deliberate, multi-year plan to achieve long -term fiscal independence through a managed bridge period. It reflects every measure of responsible stewardship, including maximum feasible expenditure reductions, while preserving the organizational and service capacity required for recovery. • Foster Economic Growth and Diversification: The budget maintains the institutional capacity necessary to advance the Suisun City Expansion Exploration, the 17-project infill pipeline, and active economic development conversations with industrial and commercial prospects. Cutting organizational capacity at this moment would directly jeopardize these revenue generating investments.
• Provide Good Governance: The budget is accompanied by strengthened internal financial controls, including formal pay period salary and overtime review, engagement of Beauchaine Consulting Group for an independent financial assessment, and City Manager's Office assumption of direct budget leadership during the Finance Department transition.

EXECUTIVE SUMMARY

Suisun City is at a defining inflection point. After more than 50 years of structural revenue stagnation, the City is executing a deliberate, Council adopted strategy to reach long -term fiscal independence.

This is not a budget crisis. This is a budget plan, and the plan is working.

The proposed FY 2026/27 General Fund Budget represents the third year of a five-year resilience bridge strategy started by City Council in June 2024. The use of $2.4 million in fund balance reserves this fiscal year is not a departure from that plan. It is the plan, executing as designed. 1187
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Three pillars of the resilience plan are all active simultaneously: Measure S passed at a 72 percent supermajority; 1 7 infill development projects are at various stages of active advancement; and Development Agreement negotiations with California Forever for the Suisun City Expansion Exploration are proceed ing, with an Environmental Impact Report anticipated for release in late summer/fall 2026. The decision on the next multi -year framework is now projected for FY 2027/28, informed by the expansion decision, the 34-acre site sale, and infill project completi on milestones.

Staff believes accelerating that decision check in by one year, to the FY 2027/28 mid cycle rather than the end of FY 2028/29 as originally outlined in 2024, makes the most sense given the magnitude of the decisions planned for the next 6 to 12 months.

The alternative to this plan, cutting services to avoid using planned reserves, is not fiscal responsibility.

It is managed decline. It is a choice that forecloses recovery by dismantling the organizational, service, and economic development ca pacity that recovery requires. Suisun City has already learned this lesson once. This Council adopted the resilience strategy in 2024 precisely to avoid repeating it.

The Core Argument in Plain Terms
This is a revenue problem, not an expense problem. Suisun City operates on approximately $30 to $33 million in General Fund revenue. Benicia, a city of comparable size and service obligations, operates on $50 to $60 million. We are running on roughly 60 percent of a peer city's budget. No amount of cutting changes that math. Only growth changes it.

PART I: REGIONAL CONTEXT | A SOLANO COUNTY FISCAL EMERGENCY

Before presenting the City's own budget numbers, it is essential to place Suisun City's fiscal position within its accurate regional context. What Suisun City is experiencing is not the result of poor management or excessive spending. It is the local manifestation of a structural fiscal crisis that is affecting every city in Solano County and the County government itself.

A. The Scale of the Regional Problem
A rigorous analysis of recent budget histories across Solano County jurisdictions reveals a pattern of recurring structural deficits, compressed service levels, deferred capital investment, and revenue bases that are insufficient for the cost of d elivering even reduced public services. The aggregate picture is stark:

Jurisdiction Estimated Structural Deficit
Vallejo Approximately $30 million
Fairfield Over $10 million
Vacaville Over $10 million
Benicia To be determined (Valero cliff)
Dixon To be determined
Rio Vista To be determined
Solano County $20 to $30 million or more
Suisun City Approximately $1.8M bridge (FY 2026/27)
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The combined regional operating deficit approaches $80 million to $100 million annually across Solano County jurisdictions. When deferred capital needs for roads, parks, and public facilities are added, the regional need approaches $200 million per year, every year, simply to bring services to a functional and dignified standard.

B. The Structural Drivers Are Not Unique to Suisun City The fiscal pressures facing Suisun City reflect state and national trends in municipal finance. Revenue compression at the local level is structural, not cyclical. State and federal funding has chronically failed to keep pace with th e actual cost of services delivered at the local level. Personnel costs, including public safety compensation, retirement obligations under CalPERS, and health benefit costs, continue to outpace general revenue growth across all California municipalities. Compounding these pressures in FY 2026/27 are the federal budget reductions included in H.R. 1 and the Governor's May Revision, which create further headwinds for county and city budgets throughout California. Although we do not receive significant federal funding directly, the impact on the revenue sharing agreements tied to the various expansion discussions will influence those conversations with the County.

The Critical Distinction
Every city in Solano County is managing a structural fiscal gap. The question is not whether to manage it. The question is whether to manage it with a plan that creates the conditions for recovery, or to manage it with cuts that foreclose recovery. Suisun City made its choice in June 2024. The FY 2026/27 budget is that choice executing.

PART II: SUISUN CITY CONTEXT | 50 YEARS OF STAGNATION AND A PATH

FORWARD
A. The Baseline: What Stagnation Looks Like
Suisun City has not achieved meaningful employment center growth in more than 50 years. The Highway 80 corridor, which has driven commercial and industrial development for virtually every comparable city in the region, has remained underdeveloped relative to Suisun City's access and potential. The dissolution of redevelopment in 2012 stripped the City of its primary tool for c atalyzing economic development, eliminating the mechanism by which distressed or underdeveloped properties were transformed into revenue generating assets. Residents leave Suisun City daily to work, shop, and access services in neighboring communities, generating sales tax and economic activity that does not return to the City's General Fund.

The result is a General Fund revenue base of approximately $30 to $33 million annually. Benicia, a city of comparable population and comparable service obligations, operates on $50 to $60 million.

Suisun City delivers public safety, parks and recreation, p ublic works, community development, and administrative services on approximately 60 percent of what a peer city spends. This is not a testament to efficiency. It is a testament to structural underfunding that has accumulated over decades.

B. The 2024 Resilience Plan: A Deliberate Bridge
In June 2024, City Council and staff reached a shared and explicit understanding: reaching long-term fiscal health requires a managed bridge, not reactive cuts. Council adopted a multi -year resilience strategy built on three pillars and a defined timeline:
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• Pillar 1: A voter approved sales tax measure to provide an immediate and sustained revenue increment for public safety and General Fund operations. • Pillar 2: A 17-project infill development pipeline to accelerate property t ax, sales tax, TOT, and fee revenue within current city limits and generate one-time capital from land sales. • Pillar 3: A city expansion decision, specifically the Suisun City Expansion Exploration and the two Buzz Oates expansion projects, as the path to multigenerational fiscal independence.

The bridge period was explicitly anticipated to run through approximately FY 2028/29, with planned and bounded use of reserves during the period. Using reserves was never the endpoint. It was the bridge. The plan specified that reserve deployment would be conditioned on a clear strategy, defined off ramps, and specific financial events that would trigger the next multi-year framework.

C. The Plan Is Executing on All Fronts
As of this budget cycle, every pillar of the J une 2024 resilience plan is active and advancing on schedule:

Status Milestone Significance
ACHIEVED Measure S: 72% voter
approval
Supermajority approval demonstrates extraordinary
community confidence and provides sustained revenue for public safety operations.

ACTIVE 17 infill projects advancing
Lotz Way and Almond Gardens under active construction;
Lionext through the Good Neighbor process; 34-acre site marketing in late summer 2026; remaining projects in
various planning stages.

ACTIVE DA negotiations with
California Forever
Development Agreement negotiations underway,
alongside one of the most important documents in the
entire process, the EIR.

ACTIVE Buzz Oates annexations
(~1,000 acres)
West and east side annexations; one approved with a
revenue sharing agreement pending; provide near-term
fiscal runway.

UNDERWAY Finance Department
transition
Beauchaine Consulting Group engaged; Finance Director
recruitment initiated.

PART III: THE MANAGED DECLINE TRAP | WHY CUTS DO NOT SOLVE A

REVENUE PROBLEM

There is a persistent and politically tempting argument that responsible fiscal management requires cutting services whenever revenues fall short of expenditures. This argument confuses the symptom with the disease. Suisun City's fiscal gap is a revenue problem, not an expense problem. The two are not equivalent, and they do not respond to the same solutions.

A. The Mathematics of Managed Decline
When a city responds to a structural revenue deficit by cu tting services, it initiates a self-reinforcing cycle with a predictable trajectory. Staff retention collapses because high performers, who have the most options, leave first. They leave because there is no organizational vision, no resources to do the work well, and no credible story about a positive future. Recruitment becomes impossible for the same 4190
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reasons. The positions that are vacated either remain open, further degrading services, or are filled by candidates who could not secure employment elsewhere . Service quality falls. Residents and businesses with options leave. The tax base contracts. The deficit deepens. The next round of cuts is larger.

This is not speculation. It is the documented trajectory of municipal fiscal failure across California. The specific details differ; the structural logic is identical. A patient with a serious systemic illness who takes half the prescribed course of treatment may feel temporarily better, well enough to believe the crisis has passed. But the underlying condition has not been resolved. It has been given time to adapt, entrench, and return, often more resistant, often more severe.

B. The Organizational Capacity Argument
Recovery from structural revenue deficiency requires active organizational capacity. The Suisun City Expansion Exploration requires sustained staff engagement with a complex Development Agreement negotiation. The 17-project infill pipeline requires active project management, permit processing, and developer engagement. Economic development conversati ons with industrial and commercial prospects require a credible city that presents well and responds promptly. These are not passive activities. They require people, resources, and organizational credibility.

A city that has cut to the bone cannot manage the very projects it needs to survive. The false economy of cutting staff and services to avoid using planned reserves ultimately costs more than the reserves saved, because it forecloses the revenue generating activities on which recovery depends.

C. What Suisun City Has Already Cut
It is important for Council to understand that staff is not presenting this budget as a baseline that has not been tested. Significant reductions have already been made. The FY 2026/27 budget reflects the following reductions, absorbed without increasing the reserve drawdown beyond $2.4 million:

Absorbed
 $500,000 in COLA increases absorbed within existing budget authority  $600,000 to $700,000 in contracted merit increases absorbed without augmentation  $200,000 in one-time FLSA compliance payments absorbed  $225,000 in reduced beautification and citywide maintenance programs  $200,000 in suspension of employee training and culture programs not legally mandated  $300,000 in deferred facility improvements
 $450,000 in reduced contracted services across departments  $175,000 in services and supplies reductions citywide  $1,500,000 in managed vacancy factor savings
There is nothing left to cut in the General Fund without producing drastic, visible, and reputation damaging service level reduct ions. The reductions already made are already producing service impacts.

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D. The Absolute Cost Floor: We Are Already There
Staff wants to be direct with Council about something that budget documents rarely state plainly:

Suisun City has reached the structural floor of its cost structure. This is not rhetoric. It is an operational assessment based on an exhaustive review of every spending category, every position, every contract, and every program in the General Fund. There is no meaningful additional reduction available that does not directly and immediately degrade core service delivery.

To be precise: the City is not approaching the floor. It is at it. And depending on how one accounts for the service capacity that has already been quietly eroded th rough deferred maintenance, unfilled vacancies, and suspended programs, an honest assessment would place us below it. We are operating at negative organizational slack. Every unplanned demand, every staff vacancy, every equipment failure, and every external policy change now requires displacing something else. There is no buffer. There is no contingency. There is no reserve of organizational capacity to absorb disruption.

The Cost Floor in Plain Terms
Suisun City operates at approximately 60 percent of the General Fund budget of a comparable peer city. We have reduced that 60 percent as far as it will go. The gap between what we spend and what peer cities spend is not waste, redundancy, or inefficiency to be optimized away. I t is the structural revenue deficit made visible in the form of absent services, deferred capital, and constrained organizational capacity. You cannot cut your way to the revenue base of a city that spends 40 percent more than you do.

E. Every Available Optimization Has Been Deployed
Council should have a clear accounting of what has already been done. The FY 2026/27 budget is not the starting point of a cost reduction effort. It is the endpoint of one. The following is an honest inventory of the optimization levers that have been fully pulled:

Optimization Lever Status
Artificial Intelligence and
Technology
Fully deployed. The City has maximized deployment of AI enabled tools and automation across every function where it can add service capacity without additional cost. This is not a pilot or a plan. It is operational. There is no further AI or technology lever available within current budget authority that has not already been activated.

Organizational Restructuring
Fully deployed. Development Services, the City Manager's Office, and Human Resources have been restructured. Functions have been consolidated, reporting lines rationalized, and spans of control adjusted to eliminate redundancy. There is no remaining restructuring that would produce material savings without eliminating a required function.

Program and Service Pauses
Fully deployed. Every non-essential program, initiative, and activity that could be paused has been paused. What remains in the budget cannot legally, safely, or operationally be suspended.

Employee Training and
Culture Investment
Fully eliminated. All employee training and organizational culture programming that is not legally mandated or essential to basic operational function has been suspended. The City is investing nothing beyond the legal minimum in its workforce development, a cost with compounding consequences that staff flags explicitly.

Contracted Services
Maximally reduced. All contracted services have been reviewed and reduced to the minimum necessary for legal compliance and basic operational function.
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Optimization Lever Status
Bells, Whistles, and
Amenities
None exist. There are no discretionary expenditures, no premium service levels, and no organizational amenities that have not already been eliminated.

Vacancy Management
Maximum feasible utilization. The vacancy factor is being managed to produce $1.5 million in savings. The City is operating with fewer people than its workload requires, and staff and residents absorb that impact daily.

Capital and Facility
Investment
Deferred to the health and safety threshold. No facility improvement or capital investment is being made unless it is a health or safety necessity.

Deferred maintenance is accumulating.

A Direct Statement on Fiscal Reality
If Council directs staff to identify further cuts beyond those already made, staff will comply. But Council should understand what that direction produces: the elimination of core services, the loss of the organizational capacity required to execute the resilience plan, and an accelerat ion of the managed decline trajectory that this Council explicitly rejected in June 2024. Staff is not aware of a responsible path to fiscal health that runs through further reducing a cost structure already operating at 60 percent of peer city levels. The path runs through revenue.

PART IV: FY 2026/27 GENERAL FUND BUDGET | REVENUES, EXPENDITURES,

AND FUND BALANCE
A. Budget Summary
Budget Category FY 2025/26 Budget FY 2026/27 Proposed
Total General Fund Revenue $32.8M (incl. $2.8M
transfers/asset sales) $30.4M
Total General Fund Expenditures $32.8M $32.8M
Planned Use of Fund Balance $0 (offset by asset sales) $(2,400,000) Estimated Ending Fund Balance Approximately $8.9M (rounded) Approximately $6.4M (slightly above policy floor)
A. Revenue Overview
FY 2026/27 revenues are projected at $30.2 million. Key revenue trends are as follows:

Revenue Category Trend Notes
Property Tax +3% Consistent with countywide assessment increases; reflects statewide property value trends.

Bradley Burns Sales Tax Flat Reflects the current commercial environment within city limits; limited commercial base.

Measure S Sales Tax Down ~3% Slight decline driven by slower vehicle sales; remains a material contribution to public safety operations.

Transient Occupancy Tax Flat Stable; growth dependent on expanded hospitality development.
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Revenue Category Trend Notes
Excise Tax Flat Consistent with prior year performance.

Fees and Licenses Flat Fee Study underway; results expected fall 2026; potential revenue uplift pending outcomes.

The flat revenue picture further underscores the diagnosis: this is a structural revenue capacity problem. The City is not experiencing a cyclical revenue dip that will self correct. Absent the transformational growth events anticipated in the resilience p lan, the revenue line will remain structurally insufficient for the cost of government.

C. Expenditure Overview
Total General Fund expenditures are projected at $32.6 million, reflecting a zero increase from the FY 2025/26 budget. This reduction was achieved through departmental discipline, vacancy management, and the reductions described in detail in Part III above. No new full -time equivalent positions are proposed. Capital expenditures are limited to maintaining current service delivery infrastructure.

Personnel costs represent the largest expenditure category and have been managed through formal pay period monitoring, vacancy management, and adherence to adopted personnel cost budgets. The FY 2026/27 budget absorbed $500,000 in COLA increases and $600,00 0 to $700,000 in merit increases within existing appropriations. To ensure rigorous ongoing oversight, the City Manager's Office is implementing a formal bi -weekly pay period salary and overtime review with departmental sign off, replacing the informal monitoring previously in place.

D. Planned Use of Fund Balance
The $2,400,000 planned use of fund balance in FY 2026/27 is the product of a deliberate, multi -year planning process, not a response to an unanticipated shortfall. It is important for Council to understand the distinction between these two circumstances:

NOT This (Reactive Reserve Use) THIS (Planned Bridge Reserve Use) Using reserves with no plan or exit strategy Planned, bounded drawdown within a defined bridge window
Indefinite reliance with no defined end point Defined off ramps tied to specific financial events Avoiding difficult decisions that need to be made Maintaining service levels required for recovery to succeed
No mid-cycle review or accountability
mechanism
Formal mid-cycle FY 2027/28 review built into the
framework
E. Fund Balance Is One Measure of Fiscal Health, Not the Only One Fund balance is an important indicator, but it is one element of fiscal health and not the whole picture.

Council should be cautious about reading the reserve balance in isolation, because the same number can carry very different meanings depending on what produced it.

A fund balance that sits above the policy level can be a sign of strength, but it is not a guarantee of health. A reserve can also te st high for the wrong reasons. Chronic vacancy savings from positions the City cannot fill, work programs that were funded but never delivered, and capital projects that were budgeted but never completed all leave money unspent at year end. That unspent mo ney lands in 8194
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fund balance and makes the reserve look healthy, when in fact it reflects services the community paid for but did not receive and operational value the organization failed to convert into results. A high balance built that way is a negative signal, not a positive one.

The reverse is also true. Drawing the balance below the policy level is not automatically a sign of distress. When a drawdown is deliberate, bounded, tied to defined off ramps, and undertaken as part of a larger plan for long -term stability, it can be exactly the responsible choice. The 2024 Resilience Plan is precisely such a plan, and the planned reserve use in FY 2026/27 is its disciplined execution.

For FY 2026/27, the City projects an ending fund balance slightly above the policy level. That position reflects real service delivery rather than unspent appropriations, and it is paired with the operational controls described in Part VIII. The healthy reading of this budget is not the reserve number alone. It is the combination of a reserve held slightly above policy, services actually delivered, and a credible plan to close the structural revenue gap.

Reading the Reserve Correctly
Above policy is good only when it reflects delivered services and completed work; it is a warning sign when it reflects unfilled positions and unfinished projects. Below policy is a concern only when it is unplanned and open ended; it is sound management when it is a bounded, plan driven bridge. For FY 2026/27, the City is slightly above policy with services intact and a plan in motion.

PART V: WHAT IT COSTS TO RUN THIS CITY | OPTIMUM SERVICE LEVELS AND

THE REVENUE GAP

To understand why growth is existential rather than optional, Council needs a clear picture of what it actually costs to run Suisun City at a high performing, fully resourced service level. The FY 2026/27 budget funds a constrained baseline. The optimum budget funds the city residents deserve. The distance between the two is the structural revenue gap that 50 years of no growth created.

A. The Optimum Annual Budget
Building up from the current General Fund expenditure base, the full cost of optimum service delivery includes optimum staffing and salary escalation, an adequate annual road funding program, a dredging sinking fund for the marina, and fleet and building reserves that are currently unfunded:
$30M-$33M
Current GF expenditure base
+$10M
Optimum staffing and salary escalation
+$7M to $10M
Annual road funding need
+$2M
Dredging sinking fund (annual)
+$750K
Fleet and building reserve needs
$53M to $56M
Total optimum annual budget

Optimum Budget Component Annual Amount What It Funds
Current GF Expenditure Base $33,000,000 FY 2026/27 base operations as proposed.

Optimum Staffing and Salary
Escalation +$10,000,000
New positions to reach optimal
department staffing plus annual COLA
across all departments.
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Optimum Budget Component Annual Amount What It Funds
Road Maintenance and
Improvement +$7M to $10M
Full network maintenance cycle that
eliminates the deferred backlog over time
and delivers measurable pavement
condition improvement.

Dredging Sinking Fund +$2,000,000
A roughly $10M dredge event recurs
every 5 to 6 years; $2M per year fully
funds it on a proactive basis.

Fleet Maintenance Reserve +$500,000
Replacement cycle for 35 to 50 vehicles
plus heavy equipment, including police
patrol and fire apparatus.

Building and Facility Reserve +$250,000 Major remodels, roof, HVAC, ADA, and electrical systems across City facilities.

Total Optimum Annual Budget $52.75M to $55.75M What it costs to run the City at full service capacity.

B. The Revenue Gap
Current General Fund revenue of approximately $30. 2 million covers only 54 to 57 percent of the optimum service cost. The annual gap between what Suisun City currently earns and what optimum service delivery costs is approximately $22.6 million to $25.6 million. This is not a management failure.

It is the direct result of years without meaningful growth, and it is the exact gap that the Suisun City Expansion Exploration, the infill pipeline, Measure S, and the Buzz Oates annexations are designed to close.

C. Roads and Dredging: The Two Largest Unfunded Obligations Roads are the City's most visible public infrastructure. Current road funding sits at roughly $1.5 million to $2.5 million per year from gas tax, and occasional grants. Minimum adequate funding to hold current condition without improvement is $4 mi llion to $5 million per year. The optimum target that actually reduces the deferred backlog and funds arterial reconstruction is $7 million to $10 million per year.

The annual gap between current and optimum road funding alone is $5 million to $7.5 million.

The marina is a defining community asset, and dredging is not optional. A full dredge event costs approximately $10 million and recurs every 5 to 6 years, which annualizes to roughly $1.67 million to $2 million per year. The recommended annual set aside is $2 million. The current annual set aside is limited to LLD marina payments that can go towards dredging but also other related marina costs , which leaves the City without a clear funding source. Proactive sinking fund investment is dramatically cheaper than reactive borrowing.

Why Growth Is Existential
The gap between what Suisun City earns today and what optimum service delivery costs is $22.6 million to $25.6 million per year. There is no realistic way to fund roads, dredging, optimum staffing, and reserves through infill alone. Infill and Measure S stabilize the bridge. Closing the full gap requires the expansion decision and the broader growth strategy. This is the structural case for the resilience plan, stated in dollars.

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PART VI: SERVICE LEVEL IMPACTS | THE COST OF THE BRIDGE

Transparency requires Council to understand precisely what service level changes are built into this budget. These are not hypothetical impacts. They are operational realities that staff, department heads, and service recipients will experience beginning July 1, 2026. They are also reversible as revenue conditions improve. They are not reversible if they produce the organizational degradation associated with managed decline.

Department / Program Service Level Change and Operational Impact Public Works
Non-emergency requests delayed from days to weeks. Deferred maintenance compounds annually, creating future cost escalation. Health and safety emergencies remain prioritized.

Parks and Recreation
Current scheduled programming sustained; no bandwidth for new programming, ad hoc events, or pilot initiatives. Community requests for new activities cannot be accommodated this fiscal year.

City Manager's Office
Zero contingency capacity for mid-year programmatic needs. Any unplanned service requirement displaces an existing priority. No flexible funding for emerging operational needs.

Unhoused Services
Programs maintained at current levels only. Any enhancement or expansion is contingent on grant identification and award. Response to changing conditions will lag behind need.

Visit Suisun City
VisitSuisunCity.com will be established and operational; active marketing requires grant funding before full activation. Promotional value cannot be fully realized this fiscal year.

Information Technology
Baseline operations maintained only. No capacity for strategic improvements to internal service delivery. Unforeseen technical issues risk citywide operational disruption.

Human Resources
Mandated safety programming covered. No wellness program this fiscal year.

Major policy updates improving workforce retention and compliance are deferred.

Fire and Police
Foundational service levels maintained. No supplemental budget for major investigations or complex cases. Material incidents requiring additional resources will require Council return for supplemental appropriation.

Community Development
Plan review moved largely in house to reduce cost. Tradeoff is longer permit and project review timelines. Developer funded expedited review remains available as an optional pathway.

Finance / City Manager
Budget Officer position deferred pending Beauchaine Consulting analysis. City Manager assumes this function, which will pause or slow concurrent strategic initiatives. Finance Director recruitment underway.

Technology / AI
Existing AI enabled tools and programs maintained. No capacity to add new applications, expand current usage, or pilot additional automation during FY 2026/27.

These Are the Costs of the Bridge, Not the Costs of Failure Every item in the table above represents a service impact that is the result of a responsible, bounded fiscal bridge. These same impacts, left unaddressed by successful execution of the resilience plan, 11197
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would become permanent and compounding features of a managed decline trajectory. The difference between these two trajectories is not the service impact today. It is whether the revenue conditions to reverse them are created.

PART VII: MULTI-YEAR OUTLOOK | THE PATH TO THE DECISION POINT A. Revised Timeline: Moving the Decision Point Forward
Based on the timing of key financial events anticipated since the adoption of the June 2024 resilience plan, staff recommends advancing the formal multi-year plan reset from the end of FY 2028/29 to the mid-cycle point of FY 2027/28. This adjustment reflects the accelerated timeline of the expansion decision and the 34 acre site marketing, both of which will produce material information substantially earlier than originally projected.

Fiscal Year Reserve Use
Projection Strategic Context
FY 2026/27 (Now) $(2,400,000) Within the bridge window. All three resilience pillars active. Finance management strengthened.

FY 2027/28 $(1.5M to $2.0M)
Continued bridge. Mid-cycle review triggered by
known financial event outcomes. Next multi-year
framework established from an evidence base.

Mid-Cycle FY 2027/28 Decision Point
Council reviews actual outcomes from the expansion
decision, 34 acre sale process, and infill project
revenues. Next multi-year plan built from real data.

FY 2028/29 and
Beyond To be determined
Determined by mid-cycle decision point outcomes. If
expansion proceeds, the fiscal trajectory transforms
materially.

B. The Three Decision Triggers
Three financial events, each with material fiscal impact, will be substantially clearer by the FY 2027/28 mid-cycle review. These are not aspirational milestones. They are active, scheduled activities with defined timelines.
• Trigger 1: Expansion Decisions. The City Council's direction on the Suisun City Expansion Exploration and the two Buzz Oates annexations will be known or substantially advanced. This decision, whether the expansion proceeds, is modified, or is declined, creates a defined financial scenario that drives the next multi -year fiscal model. A positi ve expansion decision could transform Suisun City's fiscal trajectory from incremental improvement to multigenerational fiscal independence.
• Trigger 2: 34 Acre Site Sale. The marketing of the 34 acre site, launching late summer 2026, will produce a one-time capital event with long-term tax base implications. Sale terms and proceeds will be a material factor in the FY 2027/28 decision point analysis. • Trigger 3: Infill Project Milestones. Completion of construction phase infill projects through FY 2027/28 will generate property tax increment, permit fee revenue, and in some cases direct sale proceeds..

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PART VIII: STRENGTHENING FINANCIAL MANAGEMENT

This budget is accompanied by a comprehensive set of financial management improvements that address structural weaknesses identified over the past year. These improvements are not cosmetic.

They represent a fundamental upgrade in the rigor, transparency, a nd oversight with which the City manages its fiscal operations.

A. Beauchaine Consulting Group Engagement
The City Manager's Office has engaged Beauchaine Consulting Group to conduct an initial review of the City's finances and financial approach. This rev iew examines not only the General Fund but all funds, the fund structure, the chart of accounts, and internal procedures. While the annual audit addresses certain aspects of financial operations, a comprehensive fund by fund analysis of this nature is not a standard component of the audit process. The timing is right for a dedicated, independent assessment. Initial findings will identify where additional analytical focus, if any, is warranted and will inform the Finance Director recruitment process.

B. City Manager Direct Budget Leadership
To ensure the highest level of analytical rigor and organizational alignment, the City Manager's Office is assuming direct leadership of the budget development process and financial structure analysis. This does not replac e Finance Department core functions. It adds an analytical layer above them and ensures that the budget and multi-year fiscal strategy remain directly connected to the City's strategic priorities and the Council's direction. This approach produced the FY 2 026/27 budget presented tonight and will govern the mid-cycle review process until a new Finance Director is selected.

C. September Return: Work Plan and Line Item Review
As part of the Finance Department transition, staff will return to Council on September 1 to outline the specific work plan accomplished through this budget and to walk Council through non -staff areas available for line item review. The purpose of that return is to give Council a precise, category by category understanding of where the Cit y's non-staff appropriations actually go, so that any future direction on reductions is grounded in operational reality rather than the assumption that meaningful discretionary room remains.

The structure of the budget makes this clear. The FY 2026/27 budg et is comprised of approximately $25 million in direct and indirect staff costs. This includes salaries and employee benefits, along with indirect staff related costs such as General Liability insurance and mandated training. That figure represents roughly 80 percent of total General Fund appropriations. Of the remaining roughly 20 percent, a vast majority pays for fleet costs, including vehicle leases and the maintenance, repair, and fuel for those vehicles, along with general building system mandates and required safety service checks. These are obligations the City cannot simply elect not to fund.

That leaves a comparatively small band of remaining General Fund expenditures, on the order of $3 million to $4 million, that will be the primary focus of the S eptember line item review. These dollars fund operating equipment and field supplies that keep front line staff functional: for the Police Department, items such as duty ammunition, service firearms, and related law enforcement equipment; for the Fire Depa rtment, the equivalent field, medical, and apparatus supplies; and for Public Works, the parallel set of mandated operational supplies. Although these dollars are classified 13199
ITEM 13
as services and supplies, and therefore appear discretionary on paper, they have been reduced to a level much closer to mandated field need than to true discretionary spending. The intent of flagging this now is to prepare Council for that reality in advance. Staff will provide department by department detail on September 1.

D. Formal Pay Period Salary and Overtime Review
Beginning in FY 2026/27, the City Manager's Office will institute a formal pay period review of salary and overtime across all departments. Department heads and the City Manager will provide formal sign off each pay per iod. This protocol replaces an informal monitoring practice and provides an early warning system for budget variances before they become year end surprises. Earlier detection of overtime trends, vacancy savings, and unanticipated staffing changes allows ma nagement to take corrective action within the fiscal year.

E. Measure S Allocation Strategy Development
Council has identified the goal of developing a long-term pathway for allocating a portion of Measure S revenue to infrastructure needs, including road s, as fiscal conditions allow. The City Manager's Office is developing this strategy. The transition will not occur in FY 2026/27 or FY 2027/28, as the bridge period requires continued operational support. Any reallocation must be modeled carefully to ensure it does not create service impacts at critical infrastructure. A strategy proposal will be presented to Council toward the end of calendar year 2026.

PART IX: BACKGROUND AND PRIOR COUNCIL ACTIONS

The following prior Council actions are directly relevant to and form the foundation of the FY 2026/27 budget as presented:
• June 2024: City Council and staff reached a shared understanding that a deliberate multi -year resilience bridge strategy was necessary to achieve long-term fiscal independence. • November 2024: Measure S approved by Suisun City voters at a 72 percent supermajority, exceeding the two -thirds threshold required for a special tax. The measure provides ongoing revenue dedicated primarily to public safety operations. • June 2025: FY 2025/26 General Fund Budget adopted, reflecting the second year of the bridge strategy, with reserves fully offset by planned asset sales and transfers. • Ongoing 2025 through 2026: Development Agreement negotiation framework established with California Forever; EIR release and a decision on expansion anticipated in late 2026 and early 2027. Infill project pipeline advanced. Buzz Oates annexations progressed.

GANN APPROPRIATIONS LIMIT

In November 1979, California voters approved Proposition 111, “The Gann Initiative” which is incorporated in Article XIIIB of the California State Constitution. Proposition 111 limits the amount of tax revenue that State and local government agencies can a ppropriate. A jurisdiction’s annual appropriations limit is calculated based upon the level of appropriations in fiscal year 1978 -79 and subsequent changes in the local population and cost of living. 14200
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A jurisdiction may choose between two population growth factors and two cost of living factors when calculating its appropriations limit. The choice offered regarding population growth is between the growth in city or county population. The California State Department of Finance (DOF) provided the 2026 population growth rates for the City of Suisun City and Solano County as 1.07% and -0.37%, respectively. The City used the City population growth factor, which was 1.07%. The choice offered for the annual cost of living factor is between the growth in California per capita income and the growth in non-residential assessed valuation due to new construction within the City. The City used the growth in California per capita income, which was 4.95%.

The City is required, by the State Constitution, to annually establish and adhere to a limit on the amount of its appropriations. The limit is prescribed by a State formula. For the fiscal year (FY) 2026/2027, staff has calculated that the appropriations limit is $25,022,938. Per the adopted budget, the City expects to collect, and has budgeted to appropriate, $17,733,825 of Proposition 111 covered revenue, $7,289,113 below the appropriations limit.

FY 2026-27 Allowed Appropriations Limit $ 25,022,938
FY 2026-27 Appropriations Subject to Limit $ 17,733,825 Balance Over (Under) Available Limit $ (7,289,113)

CONCLUSION | WHY THIS IS THE RIGHT BUDGET

Approving this budget means continuing the plan. A plan that is working, that was developed collaboratively with Council, and that positions Suisun City to make the transformational decisions ahead from a position of organizational strength and service credibility rather than institutional exhaustion.
1 The plan was made for exactly this moment. The 2024 resilience plan explicitly anticipated a bridge period including planned reserve use. FY 2026/27 is squarely within that window. This is not a deviation from the plan. This is the plan.
2 Every pillar of the plan is executing. Measure S passed at 72 percent. Construction is underway.

Expansion negotiations are advancing. The infill pipeline is moving. No pillar has failed or stalled.
3 Every alternative is worse. Cutting services to avoid planned reserve use does not solve a revenue problem. It makes recovery harder, then impossible. The cities that optimized cautiously within existing constraints are the ones now managing decline. Suisun City made a different choice in 2024.
4 The next decision point is defined and approaching. The mid-cycle FY 2027/28 review, informed by the expansion decision, the 34 acre sale, and infill project milestones, will allow the next multi-year plan to be built on real outcomes rather than projections. 5 Financial management is being fundamentally strengthened. The Beauchaine review, the September work plan and line item review, pay period oversight, and direct City Manager budget leadership represent a meaningful upgrade in fiscal governance that will serve the City well through the bridge period until a new Finance Director is hired and onboarded.

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STAFF RECOMMENDATION
It is recommended that the City Council adopt the FY 2026/27 General Fund Budget as presented, consistent with the multi-year Resilience Bridge Strategy adopted by City Council in June 2024, authorizing a use of $2,400,000 in fund balance reserves during the bridge period; and that the City Council, Housing Authority Board, and Successor Agency each adopt the following resolutions:
a. Council Adoption of Resolution No: 2026-___: Adopting the Appropriations Limit for Fy 2026-27.
b. Council Adoption of Resolution No: 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.
c. Housing Adoption of Resolution No. HA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.
d. Successor Agency Adoption of Resolution No. SA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

ATTACHMENTS:

1. Council Adoption of Resolution No: 2026-___: Adopting the Appropriations Limit for Fy 2026-27.

2. Council Adoption of Resolution No: 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

3. Housing Adoption of Resolution No. HA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

4. Successor Agency Adoption of Resolution No. SA 2026-___: Adopting the Annual Budget for the Fiscal Year 2026-27.

16202

RESOLUTION NO. 2026-___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY ADOPTING THE APPROPRIATIONS LIMIT FOR FY 2026-27

WHEREAS, on November 6, 1979, the voters of California added Article XIIIB to the State Constitution, placing limitations on the appropriations of the proceeds of taxes generated by state and local governments; and

WHEREAS, Article XIIIB and Proposition 111 provide that the appropriations limit for the Fiscal Year 2026-27 be calculated by adjusting the base year appropriations of Fiscal Year 1978-79 for changes in the California per capita income, as well as the population percentage change for Suisun City; and

WHEREAS, the City of Suisun City has complied with all of the provisions of Article XIIIB in determining the appropriations limit for Fiscal Year 2026-27.

NOW, THEREFORE, BE IT RESOLVED that the appropriations subject to limitation for the City of Suisun City shall be as follows:

Appropriation Limit Fiscal Year 2026-27 $25,022,938
Appropriations Subject to Limit 17,733,825

Balance Over (Under) Available Limit ($7,289,113)

PASSED AND ADOPTED at a regular meeting of the City Council of the City of Suisun City, duly held on the 23rd day of June 2026 by the following vote:

AYES: Councilmembers: ____________________________________ NOES: Councilmembers:

ABSENT: Councilmembers: ____________________________________ ABSTAIN: Councilmembers: ____________________________________

WITNESS my hand and the seal of said City this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

17203
010 & 012 010 & 012
Budget Activity Proceeds of Taxes Non-Proceeds Total
Beginning Balance - $ 2,461,800$ 2,461,800 $ Property Taxes/VLF 6,645,864 $ - $ 6,645,864 $ Transient Occup Tax 750,000 $ 750,000 $
Sales & Use Taxes 9,922,961 $ - $ 9,922,961 $ Property Transfer Taxes 100,000 $ - $ 100,000 $ Business License Taxes 315,000 $ - $ 315,000 $ Off-Highway Motor Vehicle - $ - $ - $ Franchise Fees - $ 1,395,500$ 1,395,500 $ In Lieu Sales Tax - $ - $ - $ Licenses & Permits - $ 844,000$ 844,000 $ Fines & Forfeitures - $ 226,700$ 226,700 $ Use of Money and Property - $ 255,000$ 255,000 $ Intergovernmental Revenues - $ 250,000$ 250,000 $ Charges for Services - $ 6,782,041$ 6,782,041 $ Other Misc Revenues 1,355,120 $ 1,355,120 $ Transfer-In - $ 1,223,518$ 1,223,518 $ Total Resources 17,733,825 $ 14,793,679 $ 32,527,504 $ Total Use of Resources
Operating Costs 17,733,825 $ 13,502,156 $ 31,235,981 $ Capital Costs - $ - $ - $ Transfer to Other Funds - $ 1,291,523$ 1,291,523 $ Debt Service Costs - $ - $ - $ Contingencies & Reserves - $ - $ - $ Total Use of Resources 17,733,825$ 14,793,679 $ 32,527,504 $ CITY OF SUISUN FY 2026-27 ANNUAL BUDGET
EXHIBIT A: Allocation of Revenue for Gann Limit Calculation J - ____
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Fiscal Allowed Proceeds
Year CPI/PCI Population Limit of Taxes
1985-86 1.0374 1.0222 2,444,778 1,642,502
1986-87 1.0230 1.1081 2,771,366 1,455,056
1987-88 1.0347 1.0688 3,064,819 1,548,634
1988-89 1.0466 1.0642 3,413,570 1,856,964
1989-90 1.0519 1.0949 3,931,495 2,095,784
1990-91 1.0421 1.0993 4,503,844 2,436,169
1991-92 1.0414 1.0589 4,966,562 2,413,941
1992-93 1.0162 1.0333 5,215,086 2,280,000
1993-94 1.0272 1.0245 5,488,181 2,290,000
1994-95 1.0071 1.0329 5,708,991 2,292,331
1995-96 1.0472 1.0354 6,190,092 2,385,800
1996-97 1.0467 1.0160 6,582,836 2,304,000
1997-98 1.0467 1.0163 7,002,566 2,435,010
1998-99 1.0415 1.0175 7,420,803 2,644,030
1999-00 1.0453 1.0222 7,929,170 2,782,240
2000-01 1.0491 1.0196 8,481,535 3,152,650
2001-02 1.0782 1.0099 9,235,324 3,483,510
2002-03 0.9873 1.0100 9,209,216 3,379,230
2003-04 1.0231 1.0103 9,518,995 3,189,640
2004-05 1.0328 1.0197 10,024,893 3,310,280
2005-06 1.0526 1.0085 10,641,896 4,057,440
2006-07 1.0396 1.0053 11,121,951 4,556,720
2007-08 1.0442 1.0123 11,756,387 4,490,400
2008-09 1.0429 1.0122 12,410,317 4,498,800
2009-10 1.0062 1.0294 12,854,387 4,279,800
2010-11 0.9746 1.0061 12,604,306 3,902,700
2011-12 1.0251 0.9985 12,901,293 3,957,300
2012-13 1.0377 0.9995 13,380,978 4,270,900
2013-14 1.0512 1.0042 14,125,161 4,051,300
2014-15 0.9977 1.0063 14,181,457 4,481,300
2015-16 1.0382 1.0105 14,877,782 5,941,800
2016-17 1.0537 1.0057 15,766,076 6,411,500
2017-18 1.0369 1.0044 16,419,775 8,501,800
2018-19 1.0367 1.0014 17,046,212 9,172,300
2019-20 1.0385 1.0000 17,702,491 8,678,800
2020-21 1.0373 0.9969 18,305,870 9,081,726
2021-22 1.0573 0.9991 19,337,377 11,087,097
2022-23 1.0755 0.9874 20,535,302 13,602,564
2023-24 1.0444 0.9883 21,196,139 14,114,054
2024-25 1.0362 1.0104 22,191,859 14,367,177
2025-26 1.0644 0.9987 23,590,307 17,595,487
2025-26 1.0495 1.0107 25,022,938 17,733,825
EXHIBT B: Calculation of Gann Spending Limit
19205

RESOLUTION NO. 2026 -___

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SUISUN CITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL:

PART I

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council review and attached hereto shall, upon the adoption of this Resolution, become the budget for the City of Suisun City for Fiscal Year 2026-27; and

PART II
THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 ANNUAL BUDGET. Monies are hereby appropriated from each of the several funds of the City to each department of the City in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, special activities, and capital improvements.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.
a. Consistent with the Financial Policies of the City that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of the City Council. Administrative changes within the department/fund level may be made without the approval of the City Council pursuant to Section 2(d) of this Part.
b. For accounting and auditing convenience, accounts may be administratively established to receive transfers of appropriations from department appropriations for capital improvements and special activities in two or more different funds for the same project.
c. Department appropriations in Internal Service Funds (ISF) may be administratively adjusted, provided no amendment to this Resolution would be required to adjust the appropriation in the department receiving the service from the ISF. d. Any adjustments made pursuant to Subsections (a), (b) or (c) of this Section shall be made consistent with written guidelines established by the City Manager.

SECTION 3. TRANSFER WITHIN AN APPROPRIATION. The funds allocated to the respective accounting object classes comprising the total appropriation for each program or department are for purposes of budgeting consideration and convenience only and are not intended to constitute separate appropriations; provided, however, that funds allocated to an 20206

object class may be expended for the purposes of any other object class if such expenditures are within the written guidelines established by the City Manager.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the City Council respecting the appropriation and administration of the FY 2026-27 Annual Budget which is in contradiction with this Resolution is hereby superseded. Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the City shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the City Council reallocates such appropriations by amending this Resolution as provided in Section 2(a) of this Part.

SECTION 5. ADMINISTRATION. The City Manager or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the City Clerk and the Finance Director a copy of, and subsequent amendments to, this Resolution following its adoption by the City Council.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the City Council with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the City Council hereby directs responsible City staff members to make necessary technical and clerical corrections to this Resolution and attachments to implement the intent of the City Council. Such corrections shall not alter, in any manner, the substance or intent of the City Council’s adoption of this Resolution.

PASSED AND ADOPTED by the City Council of the City of Suisun City at a regular meeting thereof held on the 23rd day of June 2026 by the following vote:

AYES: Councilmembers: _______________________________________ NOES: Councilmembers:

ABSENT: Councilmembers: ____________________________________ ABSTAIN: Councilmembers: ____________________________________

WITNESS my hand and the seal of said City this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

21207

RESOLUTION NO. HA 2026 -

RESOLUTION OF THE SUISUN CITY HOUSING AUTHORITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE SUISUN CITY HOUSING AUTHORITY:

PART I

THAT in order to ensure that administrative and accounting procedures consistent with the City’s practices are utilized, Suisun City Housing Authority (hereinafter “Authority”) hereby adopts its Annual Budget in a manner consistent with the procedure used by the City of Suisun City (hereinafter “City”).

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council/Authority Board review and attached hereto shall, upon the adoption of this Resolution, become the budget for the Authority for Fiscal Year 2026-27; and

PART II

THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 BUDGET. Monies are hereby appropriated from each of the several funds of the Authority to each department of the Authority in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, debt service, capital improvements, and special projects.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.

a. Consistent with the Financial Policies of the Authority that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of the Authority Board. Administrative changes within the department/fund level may be made without the approval of the Authority Board pursuant to Subsection (d) of this Section.

b. For accounting and auditing convenience, accounts may be established to receive transfers of appropriations from department appropriations for capital improvements & special projects in two or more different funds for the same project.

c. Any adjustments made pursuant to Subsections (a) or (b) of this Section shall be made consistent with written guidelines established by the City Manager of the City. 22208

SECTION 3. TRANSFER WITHIN AN APPROPRIATION. The funds allocated to the respective accounting object classes comprising the total appropriation for each program or department are for purposes of budgeting consideration and convenience only and are not intended to constitute separate appropriations; provided, however, that funds allocated to an object class may be expended for the purposes of any other object class if such expenditures are within the written guidelines established by the City Manager.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the Authority respecting the appropriation and administration of the FY 2026-27 Budget which is in contradiction with this Resolution is hereby superseded.

Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the Authority shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the Authority Board reallocates such appropriations by amending this Resolution as provided in Subsection 2(a) of this Part.

SECTION 5. ADMINISTRATION. The Executive Director or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the Authority Secretary and the Finance Officer a copy of, and subsequent amendments to, this Resolution following its adoption by the Authority Board.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the Authority Board with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the Authority Board hereby directs responsible Authority staff members to make necessary technical and clerical corrections to this Resolution to implement the intent of the Authority Board. Such corrections shall not alter, in any manner, the substance or intent of the Authority Board’s adoption of this Resolution.

PASSED AND ADOPTED at the Regular Meeting of the Suisun City Housing Authority duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Board Members: _________________________________________ NOES: Board Members: _________________________________________ ABSENT: Board Members: _________________________________________ ABSTAIN: Board Members: _________________________________________

WITNESS my hand and seal of the said Housing Authority this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk

23209

RESOLUTION NO. SA 2026 -

A RESOLUTION OF THE SUISUN CITY COUNCIL ACTING AS THE SUCCESSOR

AGENCY TO THE REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY ADOPTING THE ANNUAL BUDGET FOR THE FISCAL YEAR 2026-27

WHEREAS, all requisite public hearings relating to the budget have been duly held, and all necessary findings have been made.

NOW, THEREFORE, BE IT RESOLVED BY THE REDEVELOPMENT AGENCY OF THE CITY OF SUISUN CITY:

PART I

THAT pursuant to Section 33606 of the California Health & Safety Code, redevelopment agencies are required to adopt administrative and accounting procedures consistent with the city or county government with which they are associated. Accordingly the Successor Agency to the Redevelopment Agency of the City of Suisun City (hereinafter “Agency”) is required to adopt and administer its Annual Budget in a manner consistent with the procedure used by the City of Suisun City (hereinafter “City”).

THAT the amounts set forth for the purposes described in the Annual Budget Business and Financial Plan for Fiscal Year 2026-27 City of Suisun City, California, presented for City Council/Agency Board review and attached hereto shall, upon the adoption of this Resolution, become the budget for the Agency for Fiscal Year 2026-27; and

PART II

THAT the general provisions governing this Resolution shall be as follows:

SECTION 1. APPROPRIATION OF THE FY 2026-27 BUDGET. Monies are hereby appropriated from each of the several funds of the Agency to each department of the Agency in the amounts set forth herein for personnel services, supplies & services, interdepartmental charges, non-recurring costs, debt service, capital improvements, and special projects. The Agency determines that funds expended from the Housing Set-Aside Fund for planning and administrative expenditures are necessary for the production, improvement and preservation of low- and moderate-income housing for FY 2026-27.

SECTION 2. TRANSFERS BETWEEN APPROPRIATIONS AND INCREASE IN APPROPRIATIONS.
a. Consistent with the Financial Policies of the Agency that are contained in the City of Suisun City FY 2026-27 Annual Budget, any adjustments in the amounts appropriated for the purposes indicated herein at the department/fund level shall be made only upon the motion to amend this Resolution adopted by the affirmative votes of at least three members of a quorum of the Agency Board. Administrative changes within the department/fund level may be made without the approval of the Agency Board pursuant to Subsection (d) of this Section.

24210

b. For accounting and auditing convenience, accounts may be administratively established to receive transfers of appropriations from department appropriations for capital improvements and special projects in two or more different funds for the same project.
c. Any adjustments made pursuant to Subsections (a) or (b) of this Section shall be made consistent with written guidelines established by the City Manager of the City.

SECTION 3. TRANSFER WITHIN AN APPROPRIATION. The funds allocated to the respective accounting object classes comprising the total appropriation for each program or department are for purposes of budgeting consideration and convenience only and are not intended to constitute separate appropriations; provided, however, that funds allocated to an object class may be expended for the purposes of any other object class if such expenditures are within the written guidelines established by the City Manager.

SECTION 4. CONTRADICTORY PROVISIONS OF PREVIOUS RESOLUTIONS. Any other prior Resolution or provision thereof of the Agency respecting the appropriation and administration of the FY 2026-27 Budget which is in contradiction with this Resolution is hereby superseded. Notwithstanding any other provisions of this Resolution, no funds appropriated into the Reserves of the Agency shall be expended, transferred, obligated, used, encumbered or otherwise disposed of except as specifically authorized by previously approved bonded indebtedness or until the Agency Board reallocates such appropriations by amending this Resolution as provided in Subsection 2(a) of this Part.

SECTION 5. ADMINISTRATION. The Executive Director or his/her designee shall maintain all changes to this Resolution and shall cause to be filed with the Agency Secretary and the Finance Officer a copy of, and subsequent amendments to, this Resolution following its adoption by the Agency Board.

SECTION 6. CLERICAL CORRECTIONS. The adoption of this Resolution implements the motions and actions of the Agency Board with respect to the proposed Budget, as amended by those motions and actions, if any, for the direction in drafting this Resolution. By adoption of this Resolution, the Agency Board hereby directs responsible Agency staff members to make necessary technical and clerical corrections to this Resolution to implement the intent of the Agency Board. Such corrections shall not alter, in any manner, the substance or intent of the Agency Board’s adoption of this Resolution.

PASSED AND ADOPTED at the Regular Meeting of the City Council Acting as the Successor Agency to the Redevelopment Agency of the City of Suisun City duly held on Tuesday, the 23rd day of June 2026, by the following vote:

AYES: Board Members: _______________________________________ NOES: Board Members: _______________________________________ ABSENT: Board Members: _______________________________________ ABSTAIN: Board Members: _______________________________________

WITNESS my hand and seal of the said Agency this 23rd day of June 2026.

________________________________
Anita Skinner
City Clerk
25211