RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING Council QuesƟon/Request: On Budget Workshop slide 15 for the Budget StabilizaƟon Fund Comparison, can we add a revenue bar to the chart for reference?
Staff Response: See the chart below. Will add to future budget presentaƟons.
Coun
cil QuesƟon/Request: On Budget Workshop slide 15 for the Budget StabilizaƟon Fund Comparison, there seems to be a stagnaƟon in FY 2040-FY 2041, is this due to more expenditures or drawn down from the BSF?
Staff Response: It is largely driven by Transfers to the benefits funds, which are pension costs, that remain steady for a couple of years. This is why the graph remains elevated during those years and then resumes the downward trend. AddiƟonally, in anƟcipaƟon of future renovaƟons and ongoing maintenance of City faciliƟes, transfers to the Infrastructure Fund increase.
Council QuesƟon/Request: On Budget Workshop slide 35 for Sales Tax, the Budget vs Projected amount looks to be the same for FY 2026/27, is this correct?
Staff Response: We are budgeƟng the same amounts we are projecƟng; these amounts are idenƟcal and are based on data provided by our consultants.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: On Budget Workshop slide 39 for related to the Pension Unfunded Actuarial Liability (UAL), are we paying into this every year?
Staff Response: Yes, our current Pension liability is about $447 million. The amount on the slide represents one year’s payment towards liability to CalPERS.
Council QuesƟon/Request: On Budget Workshop slide 15 for the Budget StabilizaƟon Fund Comparison, last year we had put some money back into the General Fund, how does that respond to the low point of the BSF graph? What is the health of the low point?
Staff Response: If the money deposited into the BSF at the end of last year was rescinded, the BSF's low point would be even lower. So that did contribute to the fund's health. 5% is a very posiƟve low point for the fund, and the City also maintains a General Fund reserve for conƟngencies.
Council QuesƟon/Request: On Budget Workshop slide 36 for the Sales Tax by Major industry Groups, where does the online sales tax end up for a Google for example? Are we seeing that money? Staff Response: Some soŌware items are tax-exempt regardless of where the headquarters are located. It really depends on where the product is sold and used. Google pays Sales and Use tax based on different uses. Business-to-Business (B2B) is where a bulk of the sales tax revenue comes from and is related to tangible property.
Council QuesƟon/Request: On Budget Workshop slide 15 for the Budget StabilizaƟon Fund Comparison, what are some opƟons that we’re thinking about to keep us in compliance with Council policy of maintaining 15% of revenues in the BSF over the first 2 years of the plan? Staff Response: We prioriƟzed maintaining and enhancing service levels in the near term. Circumstances will change from year to year, and projecƟons will be adjusted to stay in line with Council policy. The Budget fully complies with Council policy, which requires a posiƟve BSF in year 3 and beyond in the financial plan since the City also maintains a conƟngency reserve in the General Fund.
Council QuesƟon/Request: Does staff have a feel of the Office and Commercial space stock as we have it now, and if we have enough room to grow and accommodate new businesses? Are there any constraints? Staff Response: It really depends on the market. We have strived to maintain diversity in our businesses. We are thoughƞul when recommending zoning changes that convert industrial space to either Class A or another type of use.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Regarding irrevocable Pension Trust, historically as ERAF returns have exceeded expectaƟons, as we have surpluses is the plan to conƟnue to boost the irrevocable trust or to simply use it to pay down debt.
Staff Response: Council policy (7.1E.4.3) sƟpulates that a porƟon of one-Ɵme General Fund operaƟng savings should be prioriƟzed to pay for unfunded pension and OPEB liabiliƟes, except if the Budget StabilizaƟon Fund needs to be replenished, so we would look at that when we are reviewing year-end results.
Council QuesƟon/Request: How many vacancies do we have currently? Is there an area where we are seeing posiƟons open for a longer period of Ɵme than normal? How are we using budgetary resources in the coming years to strategically move those posiƟons from vacant to being fully staffed? Staff Response: As of 4/14/2026, there are 71 vacancies Citywide, or 7% of all City posiƟons. This is a relaƟvely low vacancy rate compared to historical averages. PosiƟons in the Department of Public Safety, InformaƟon Technology, and the Engineering division of the Department of Public Works are the most challenging roles to fill.
Council QuesƟon/Request: Please provide FTE changes over the last 5 years.
Staff Response: See Exhibit A.
Council QuesƟon/Request: Below are a few requests related to Golf/Tennis:
1) Please provide opƟons for potenƟal Senior Rates at Sunken Gardens? 2) Please provide a breakdown of cost for the 2 Golf Courses (Municipal vs Sunken Gardens)? 3) Please provide the user demographic for both golf courses (parƟcularly Seniors)? 4) Please provide a breakdown of Tennis vs Pickleball use? 5) Please provide data on the private use of tennis courts? Can this potenƟally be a new revenue stream?
Staff Response:
1) Sunnyvale golf course currently has a Senior rate for daily play. Sunken Gardens has a senior rate for the monthly play card. We could consider a discounted senior rate for daily play at Sunken Gardens.
The suggested discounted rate for Seniors at Sunken Gardens would be $20 on weekdays (the regular rate is $25-there are no Senior rates on weekends). For comparison, the Sunnyvale Golf Course senior rate is $37 vs. $46 for residents.
2) The FY 24/25 operaƟng cost for Sunnyvale’s two golf courses is as follows:
a. Sunnyvale Municipal Golf Course - $3,047,273.66
b. Sunken Gardens - $743,142.51
3) Residents generally account for 67% of golf play vs 33% of non-Residents. At Sunnyvale Golf Course, Senior rounds are approximately 35% of total rounds. At Sunken Gardens, there is no Senior rate, and therefore, we have no solid numbers to work with, but it would be higher than at Sunnyvale.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
4) Tennis Court revenue and Pickleball revenue are almost equal at the Las Palmas Tennis Center. In 2025, Tennis revenue was $285,216, while Pickleball was $298,997. In 2026 (January-April), Tennis generated $99,699 and Pickleball $86,071.
5) LifeƟme AcƟviƟes has private instructors, and as part of the agreement, LifeƟme AcƟviƟes provides private lessons both at Las Palmas Tennis Center and various public courts in Sunnyvale. LifeƟme will post noƟces of class Ɵmes and tennis court usage at each locaƟon at least one week in advance. At least three courts at Las Palmas will remain open for rental. Ancillary courts in Sunnyvale Parks may be used for instrucƟon, and one court must remain available to the public for drop-in play.
Council QuesƟon/Request: Can we set a senior daily rate at Municipal Golf course? Staff Response: The senior rate was specific to Sunken Gardens. For the previous 12 months, there were 11,729 weekday resident rounds and 12,457 non-resident rounds. It is conservaƟvely esƟmated that 50% of all the rounds played at Sunken Gardens are played by seniors. The weekday resident fee is $25, and the non-resident fee is $28.
Resident rounds 11,729
5865 @ $25 = $146,625 (regular rate)
5865 @ $20 = $117,300 (proposed senior rate)
o Total expected Resident Revenue $263,925
Non-Resident rounds 12,457
6229 @28 = $174,412 (regular rate)
6229 @ $20 = $124,580 (proposed senior rate)
o Total expected Non-Resident revenue $298,992
Current Revenue - $642,021
EsƟmated new revenue $562,917
The proposed $20 rate is esƟmated to reduce Sunken Garden Golf's revenue by $80,000 annually.
Council QuesƟon/Request: Consider raising rates for non-residents.
Staff Response: Staff believe that the rates for residents and non-residents are appropriately set at this Ɵme.
Staff perform a Fee Survey annually of local or comparaƟve courses and then propose to the City Council fees to maximize revenue for the Golf and Tennis Fund while sƟll providing affordable recreaƟon. The lower resident fee is viewed as a benefit to city taxpayers. In Sunnyvale, resident/non-resident pricing is usually a blend of taxpayer benefit, demand management, and revenue opƟmizaƟon, rather than a strict mathemaƟcal calculaƟon. The Golf Survey was provided with the Fee Schedule.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Clarify if market study data is based on an average rate, given dynamic pricing? Staff Response: In the survey sheet, the current Sunnyvale rate shown for weekdays is the rack rate ($55) and for the weekends, it is the maximum dynamic pricing rate ($76).
Only the Sunnyvale Municipal Golf Course has dynamic pricing; Sunken Gardens does not. Dynamic pricing also only affects non-resident players.
Dynamic pricing is based on the following at Sunnyvale Golf Course. Weekdays $1-$5 increase from rack rate
Weekends $1-$10 increase from rack rate
Dynamic pricing goes up as the uƟlizaƟon of tee sheet gets booked 30% booked - fees go up by $4
60% booked – fees go up by $7
90% booked – fees go up by $10
Council QuesƟon/Request: What is the end date of the Caltrain maintenance agreement? Staff Response: The agreement was signed in 2002 with a minimum 20-year term, which was reached in 2022. From this point forward, the agreement conƟnues unƟl terminated by either party with a six-month noƟce. The current agreement states that the city of Sunnyvale will be reimbursed for 90% of the maintenance cost for the mulƟ-modal staƟon.
Council QuesƟon/Request: Please add workload indicators for DPW for the following:
1) Miles of bike lanes by class
2) Red curb painƟng (Please provide update on this as well) 3) Quick build projects
Staff Response:
1) Staff will add this to the FY 26/27 workload indicators indicaƟng how many miles of bike lanes by class are maintained by the City.
2) Staff will add this to the FY 26/27 workload indicators. There are approximately 280 priority intersecƟons that were idenƟfied and about half have been painted to date. Staff anƟcipate compleƟng the remaining curbs in the upcoming fiscal year. The ongoing workload will be for the number of locaƟons maintained per year.
3) Staff do not recommend tracking this as this is not an ongoing project. Quick build projects are meant to be temporary improvements that are either used as a stopgap measure before permanent improvements are implemented or intended to be pilot projects.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Is there a GIS map for sidewalk repairs and maintenance related to PCI? Staff Response: Staff are working with the GIS team to create this map and other maps that help transparently share progress on infrastructure work.
Council QuesƟon/Request: Update Evelyn MulƟ-Use Trail Workplan. It was menƟoned that it is going into ConstrucƟon in the fall but the workplans or website do not match that.
Staff Response: The workplan is updated on a quarterly basis. The next update (4th quarter) is being prepared by the departments starƟng 6/1/2026. Following a review by the City Manager’s Office, the updated workplan will be published on 7/23/2026.
Council QuesƟon/Request: Please provide an update if there is a possibility to gather automated count of Bike/Ped before and aŌer replacements of bike lanes.
Staff Response: See 3 opƟons below:
1) Install Bike Counter devices (like Santa Monica and San Diego), these are costly and only count bicycles at 1 locaƟon each. Approximately $25-30k per locaƟon for device only, not including installaƟon labor, installing communicaƟons to City Hall, on-going electricity and maintenance costs.
Not recommended.
2) Perform “aŌer” bicycle and pedestrian counts aŌer projects are implemented. This would add to staff workload and count costs.
3) UƟlize exisƟng traffic signal video detecƟon systems to obtain counts at signalized locaƟons throughout City. We currently have the capability to count bicycles and pedestrians at approximately 25% of our total signalized intersecƟons throughout the city, providing more thorough and accurate data than bike counter devices. Staff will need to evaluate resource requirements to implement this feature at the remaining signalized locaƟons. This may require an ongoing CIP .
The public has expressed concerns about surveillance of movements. Given those concerns, a robust outreach process would be required to ensure the community has an opportunity to provide feedback.
Council QuesƟon/Request: Please provide number of bulky item pickups for Single Family and MulƟ-Family Homes?
Staff Response: See the table below. MulƟ-Family service started January 1, 2026, thus the low counts.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Please provide details on the OCM EAI training? Please include performance auditor efforts to strategic work plan?
Staff Response: Staff plan to engage a third-party consultant to evaluate current performance and workload indicator pracƟces and make recommendaƟons on how the City can enhance its performance tracking and public-facing communicaƟons around performance. Managers will complete 6 hours of training to manage stress and pressure, build interpersonal connecƟons, and incorporate community data into program and policy decision-making.
Council QuesƟon/Request: Please provide update on what the City is doing to promote retail? Staff Response: Economic Development supports retailers by providing wrap-around assistance from site selecƟon and permiƫng through grand opening to help businesses open and succeed in Sunnyvale. Staff work closely with brokers, property owners, and retailers to market available retail spaces and connect businesses with opportuniƟes throughout the city. Staff also present at retail-oriented events to market Sunnyvale as a top place for expansion.
Staff acƟvely recruit and prospects new retailers, monitors retail trends, vacancies and lease rates, and tracks available spaces to idenƟfy gaps and opportuniƟes in the local market. In addiƟon, Economic Development supports small and local retailers through business assistance programs, including technical support and trainings such as website development, markeƟng and strengthening business operaƟons and other small business resources.
Council QuesƟon/Request: Provide opƟons for OCM 2026-18? Staff Response: The paper has been updated to include opƟons and is aƩached to this RTC.
Council QuesƟon/Request: SuggesƟon for a Council closed session in this fiscal year, security briefing on what conƟngency plans there are and what operaƟonal plans we have in place in the event of a cyber-aƩack.
Staff Response: ITD will provide a closed-session cybersecurity update by the end of FY 2026/27, with scheduling finalized by OCM. This will be added to the TCMAC shortly.
Council QuesƟon/Request: On ITD Department Goals slide, is there a way we can have the data exposed on a dashboard?
Staff Response: Modernize systems are on the workplan dashboards. All the legacy system modernizaƟon projects are included in the Workplan Dashboard o CRM is GO-36
o CAD is GO-25
o CMMS (work order system) is GO-3
Police RMS is GO-25 and considered a spin-off project phase of the CAD project Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: How many of the affordable housing recipients were from Sunnyvale? Staff Response:
Staff reviewed three affordable housing developments in Sunnyvale (Ira D. Hall Square, Meridian, and Stoney Pine Villa), which contain a total of 285 affordable units. Of these 285 units, 110 units (39% of the total) included a resident who lived and/or worked in Sunnyvale at the Ɵme of their iniƟal applicaƟon. About half of these units did not have a local preference due to requirements from other funding sources or, in the case of Stoney Pine Villa (originally constructed in 2000), a local preference was not placed on the development.
For these same three developments, the City provided approximately 24% of total development costs (including City-owned land contribuƟons). These projects also receive addiƟonal ongoing operaƟng support in the form Project Based Vouchers (97 total) from the Santa Clara County Housing Authority, which is not included in the total development cost. See Exhibit B.
Council QuesƟon/Request: Please provide addiƟonal metrics on Below Market Rate (BMR) applicaƟons and Abatement?
Staff Response:
See table below for the last 10 completed fiscal years plus the current fiscal year. The number of applicaƟons received varies each year, due to a variety of factors, including housing affordability, job security, lending criteria, etc.
Staff are required to process every applicaƟon received to determine eligibility for the BMR Program.
Some BMR applicaƟons are deemed ineligible, and some applicants start the process by submiƫng the BMR applicaƟons and supporƟng documentaƟon then then withdrawal from the Program for a variety of factors.
Demand is sƟll very strong for the BMR Ownership Program. On average, staff reply to 20 or more requests weekly for informaƟon about the Program. Some applicants are in the posiƟon to submit a BMR applicaƟon right away and some applicants need addiƟonal Ɵme to become eligible for the program (save money for the down payment, fix credit, pay down debt etc.).
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Abatement data:
15 abatements to date in 25/26
99 Street Outreach visits to these sites to offer services and support
Council QuesƟon/Request: As part of the Housing element, were we looking at reforms to our park in-lieu fees, switching from per unit to per square foot? Also, what about commercial park in-lieu fees? Staff Response:
CDD will return with the informaƟon in May 2027.
Council QuesƟon/Request: For Home fund, would like to see the administraƟon cost versus how much has been given out in PI?
Staff Response: AddiƟonal metrics on HOME and TBRA Expenditures:
0 20
40 60
80 100
15/16 16/17 17/18 18/19 19/20* 20/21 21/22 22/23** 23/24 24/25 25/26 Est.
BMR Applications / Escrow Closings
Number of BMR Eligibility Applications Received
Eligible applicants
Number of Escrows Closed
Number of BMR Refinances Reviewed and Approved
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Please provide some details on how the Teen Advisory CommiƩee is adverƟsed? Staff Response: The Library and RecreaƟon Services staff overseeing the Teen Advisory CommiƩee (TAC) adverƟse the advisory body in the following ways:
1. Social Media Campaign (e.g., Facebook, Instagram)
2. LRS Newsletters
3. Recreation Services Activity Guide
4. Printed Applications and announcements at local High Schools
Council QuesƟon/Request: Please provide updated Safe Routes to School (SRTS) metrics? Staff Response: Staff are developing SRTS performance metrics and will schedule a study session to discuss them.
Council QuesƟon/Request: How are locaƟons for crossing guards determined? Please provide updates on this.
Staff Response: Crossing guard site selecƟon is handled through DPW’s traffic engineering review using Uniform Traffic Control Devices (CA-MUTCD) guidance. LocaƟons are evaluated using field data, including pedestrian counts and traffic volume counts. The threshold is 40 or more school pedestrians using the crosswalk during each of any 2 before- or aŌer-school hours. ExisƟng and newly requested locaƟons are reviewed every 2 years.
For new schools, staff coordinates with the district, idenƟfies likely student walking routes and crossings.
DPS’s Safe Routes to School Coordinator has been meeƟng with the new schools such as Laurelwood Elementary to plan accordingly. Currently, there are 47 crossing guard sites across the city. The site list is currently being reviewed.
Council QuesƟon/Request: The City no longer has the Sunnyvale Police AcƟvity League. Can we look into bringing it back?
Staff Response: The Sunnyvale Police AcƟviƟes League (PAL) is a 501(c)(3) non-profit organizaƟon. PAL is not a city-run or city-funded program. It operated as an independent nonprofit organizaƟon, which is the common structure for similar Police AcƟviƟes Leagues in other jurisdicƟons. PAL had its own board of directors and was responsible for its own fundraising, grants, sponsors, volunteers, insurance, and program administraƟon.
DPS officers parƟcipated as coaches, mentors, or liaisons on a volunteer basis. Personnel were not assigned to PAL through overƟme or formal departmental staffing, and the organizaƟon did not operate under DPS management or oversight. PAL historically facilitated a variety of youth and community-oriented programs, including boxing, baseball, car shows, and other youth and community programs, however those acƟviƟes were not funded, managed, insured, or administered by DPS or the City.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Please provide three years of overƟme hours and dollars year over year for DPS? Staff Response: See table below.
The primary drivers of DPS overƟme sƟll remain minimum staffing requirements, staffing vacancies, and long-term absences that require backfill to maintain service levels. Per the MOU, DPS is required to maintain a minimum staffing level across Police and Fire operaƟons. Fire Services is especially impacted because personnel work 24-hour shiŌs, meaning each vacancy, leave absence, or Workers’ CompensaƟon absence may require up to 24 hours of overƟme backfill to maintain required coverage. AddiƟonal demands such as training, special events, and elevated police acƟvity further increase overƟme needs. Management is taking proacƟve steps to miƟgate overƟme drivers across the department, with the cost parƟally offset by vacancy savings.
Council QuesƟon/Request: For Axon, would like to see yearly report on how many non-English interacƟons we have because that translaƟon feature is part of the cameras? Staff Response: Staff will begin tracking these interacƟons following the full rollout of the Axon Assistant translaƟon features.
Council QuesƟon/Request: Set a goal of including 100% of public schools for SRTS; Schedule a City Council study session within one year to consider metrics, goals, service levels, potenƟal improvements, and the requirements for including private schools.
Staff Response: Staff will develop performance metrics and schedule the study session as part of the Council Workplan.
FY 21/22* FY 22/23* FY 23/24* FY 24/25 FY 25/26 as
of 5/27/26
Budget 5,330,962$ 4,945,071$ 5,267,352$ 6,525,230$ 6,788,847 $ Actuals 9,610,778$ 10,781,740$ 10,399,639$ 10,097,999$ 8,763,703 $ Budgeted Sworn OT Hours 41,512 38,507 41,016 49,573 54,228 Actual Sworn OT Hours 74,839 83,956 80,981 76,716 70,003 Budgeted Non-Sworn OT Hours 5,796 5,377 5,727 6,724 7,789 Actual Non-Sworn OT Hours 10,449 11,723 11,307 10,406 10,055 TOTAL Budgeted OT Hours 47,308 43,883 46,743 56,297 62,017 TOTAL Actual OT Hours 85,288 95,679 92,288 87,122 80,058 % Expended 180% 218% 197% 155% 129%
*Approximate figures due to Oracle ERP implementation.
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Neighborhood Park vs. Community Park DefiniƟon Staff Response: The Sunnyvale Parks of the Future Study (adopted in 2009) established park type definiƟons and design standards to be used in Sunnyvale. This document also provided an open space type hierarchy organized from the largest/most regional to the smallest/most local. Mini Park – Mini parks are small parks that provide residents with nearby opportuniƟes for recreaƟon acƟviƟes. Up to 3 acres in size, these parks are designed to serve residents within a ¼-mile walking radius or in the immediately adjacent neighborhoods. Mini parks provide basic neighborhood recreaƟon ameniƟes, like playgrounds, benches, and landscaping.
Neighborhood Park – Neighborhood parks provide access to basic recreaƟon opportuniƟes for nearby residents. These parks are generally 3-8 acres size and serve residents within a ½-mile radius.
Neighborhood parks provide informal, non-organized recreaƟon opportuniƟes, enhance neighborhood idenƟty, and preserve neighborhood open space. Neighborhood parks oŌen include ameniƟes such as playgrounds, sport courts, turf areas, picnic tables, and benches. Community Park – Community parks are designed to provide opportuniƟes for structured, acƟve and passive, and informal recreaƟon for small and large groups of all ages. Community parks generally include faciliƟes that aƩract people from the enƟre community, such as pools, lighted fields, and recreaƟon centers. They require support faciliƟes, such as parking and restrooms. However, they also serve as neighborhood parks for those living within a ½-mile radius. They provide opportuniƟes for community social acƟviƟes and are in areas with good vehicular access. Community parks generally range from 9 to 20 acres in size.
Based on this definiƟon, Las Palmas Park is considered a community park.
Council QuesƟon/Request: What are massage fees based on?
Staff Response: In FY 2024/25 staff performed a Cost-of-Service study for fees related to services that require DPS personnel acƟvity. The goal of these fees is cost recovery. Depending on the permit, one or more of the following staff are included in the review process. In addiƟon, the cost of fingerprinƟng/LiveScan is included for new businesses.
Director of Public Safety: Review, approve, and sign permit Sr. Management Analyst: Review applicaƟon, approve permit, and review all inspecƟons Public Safety Specialist: Review applicaƟon, correspondence, issue permit and submit for signature Sr. Office Assistant: Process check, create receipt, scan, save, transfer file to PSS Sr. Neighborhood PreservaƟon Specialist: InspecƟons and re-inspecƟons
Attachment 7
RESPONSE TO COUNCIL QUESTIONS RE: BUDGET WORKSHOP & PUBLIC HEARING
Council QuesƟon/Request: Change fee for Rental of Vehicles for Human HabitaƟon, per violaƟon to $999 and bring back on June 16th.
Staff Response: The fee has been added in the Fee Schedule under SecƟon 7.12, AdministraƟve CitaƟons, E.
Other Code ViolaƟons.
Council QuesƟon/Request: Ensure there is an obvious link to the City budget document in Legistar as an aƩachment.
Staff Response: Staff has added an aƩachment to this Report to Council, including a link to the City budget document, and will provide it in future years.
Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
CDD 120 Director of Community Development (blank) 1.00 1.00 1.00 1.00 1.00 202 Housing Officer (blank) 1.00 1.00 1.00 1.00 1.00 210 Chief Building Official (blank) 1.00 1.00 1.00 1.00 1.00 217 Affordable Housing Manager (blank) 1.00 1.00 1.00 1.00 1.00 230 Planning Officer (blank) 1.00 1.00 1.00 1.00 1.00 262 Permit Center Manager (blank) 1.00 1.00 1.00 1.00 1.00 276 Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 276 Management Analyst TL 1.00 - - - 0.00
343 Human Services Manager (blank) - 1.00 1.00 1.00 1.00 400
Assistant Director of Community
Development (blank) - - - - 1.00
401 Principal Planner (blank) 3.00 3.00 3.00 3.00 3.00 401 Principal Planner TL 2.00 1.00 - - -
1100 Administrative Aide (blank) 1.00 1.00 1.00 1.00 1.00 1100 Administrative Aide TL 1.00 - - - 0.00
1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1200 Associate Planner (blank) 5.00 5.00 4.00 4.00 4.00 1200 Associate Planner TL 1.00 1.00 1.00 - - 1260 Senior Planner (blank) 4.00 4.00 5.00 5.00 7.00 2112 Permit Clerk 2 (blank) 3.00 4.00 4.00 4.00 4.00 2112 Permit Clerk 2 TL 1.00 - - - -
2115 Permit Technician (blank) 1.00 1.00 1.00 3.00 3.00 2925 Housing Programs Analyst (blank) 2.00 2.00 2.00 2.00 2.00 2930 Housing Specialist 1 TL - - - 1.00 1.00
2930 Housing Specialist 1 (blank) 1.00 1.00 2.00 2.00 2.00 2950 Housing Programs Technician (blank) 1.00 1.00 1.00 1.00 1.00 4000 Building Inspector 2 (blank) 7.00 7.00 7.00 8.00 8.00 4001 Building Inspector 1 (blank) 1.00 1.00 1.00 - - 4002 Business Systems Analyst (blank) - 1.00 1.00 1.00 1.00 4080 Permit Center Coordinator (blank) 1.00 1.00 1.00 1.00 1.00 4090 Senior Plan Check Engineer (blank) 1.00 1.00 1.00 1.00 1.00 4325 Senior Housing Rehabilitation Specialist (blank) 1.00 1.00 1.00 1.00 1.00 4700 Senior Building Inspector (blank) 2.00 2.00 2.00 2.00 2.00 4805 Plan Checker 2 (blank) 2.00 2.00 2.00 2.00 2.00 4855 Plan Checker 1 (blank) 1.00 1.00 1.00 1.00 1.00 4875 Plan Check Engineer (blank) 2.00 2.00 2.00 2.00 2.00 6500 Senior Office Assistant (blank) 1.00 1.00 1.00 1.00 1.00 6650 Staff Office Assistant (blank) 1.00 1.00 1.00 1.00 1.00 CDD Total 55.00 54.00 54.00 56.00 59.00
1 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
DPS 170 Director of Public Safety (blank) 1.00 1.00 1.00 1.00 1.00 204 Neighborhood Preservation Manager (blank) 1.00 1.00 1.00 1.00 1.00 236 Public Safety Captain (blank) 7.00 7.00 7.00 7.00 7.00 245 Public Safety Communications Manager (blank) 1.00 1.00 1.00 1.00 1.00 246 Public Safety Records Manager (blank) 1.00 1.00 1.00 1.00 1.00 247
Public Safety Media and Engagement
Manager (blank) - - - - 1.00 276 Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 322 Senior Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 341 Deputy Chief of Public Safety (blank) 3.00 3.00 3.00 3.00 3.00 369 Civilian Fire Marshal (blank) 1.00 1.00 1.00 1.00 1.00 371 Civilian Assistant Fire Marshal (blank) 1.00 1.00 1.00 1.00 1.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 2145 Senior Community Services Officer (blank) 1.00 1.00 1.00 1.00 1.00 2150 Community Services Officer (blank) 7.00 7.00 7.00 7.00 7.00 2151 Vehicle Abatement Officer (blank) - - - - 3.00 2170 Animal Control Officer (blank) 1.00 1.00 1.00 1.00 1.00 2180 Public Safety Specialist (blank) 5.00 5.00 5.00 5.00 5.00 2345
Senior Neighborhood Preservation
Specialist (blank) 1.00 1.00 1.00 1.00 1.00 2349 Neighborhood Preservation Specialist (blank) 3.00 3.00 3.00 3.00 3.00 2480 Emergency Medical Services Coordinator (blank) 1.00 1.00 1.00 1.00 1.00 3001 Public Safety Officer 2 (blank) 148.00 148.00 151.00 151.00 155.00 4150 Senior Crime Analyst (blank) 1.00 1.00 1.00 1.00 1.00 4425 Senior Hazardous Materials Inspector (blank) 1.00 1.00 1.00 1.00 1.00 4450 Hazardous Materials Inspector (blank) 2.00 2.00 2.00 2.00 2.00 4460 Fire Prevention Inspector 1 (blank) 2.00 2.00 2.00 2.00 2.00 4461 Fire Prevention Inspector 2 (blank) 2.00 2.00 2.00 2.00 2.00 4482 Fire Protection Engineer 2 (blank) 4.00 4.00 4.00 4.00 4.00 4500 Public Safety Dispatcher (blank) 14.00 14.00 14.00 14.00 15.00 4525 Public Safety Dispatcher-in-Training (blank) 1.00 1.00 1.00 1.00 0.00 4550 Senior Public Safety Dispatcher (blank) 5.00 5.00 5.00 5.00 5.00 4601 Public Safety Lieutenant (blank) 42.00 42.00 42.00 42.00 42.00 tbd
Civilian Office of Emergency Services
Manager (blank) - - - - 1.00 6050 Public Safety Records Specialist 1 (blank) 1.00 1.00 1.00 - 0.00 6051 Public Safety Records Specialist 2 (blank) 7.00 7.00 7.00 8.00 8.00 6052 Public Safety Records Senior Specialist (blank) 3.00 3.00 3.00 3.00 3.00 6301 Principal Office Assistant-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 6350 Public Safety Property Clerk 2 (blank) 1.00 1.00 1.00 1.00 1.00 6351 Public Safety Property Clerk 1 (blank) 1.00 1.00 1.00 1.00 1.00 6500 Senior Office Assistant (blank) 9.00 9.00 9.00 9.00 9.00 6650 Staff Office Assistant (blank) 2.00 2.00 2.00 2.00 2.00 7400 Public Safety Maintenance Worker (blank) 1.00 1.00 1.00 1.00 1.00 8121 Permit Technician - Part Time (blank) - - 0.75 0.75 0.75 8600 Vehicle Abatement Officer, Part-time (blank) 3.00 3.00 3.00 3.00 0.75 DPS Total 289.00 289.00 292.75 292.75 299.50 2 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
DPW 180 Director of Public Works (blank) 1.00 1.00 1.00 1.00 1.00 205
Assistant Director of Public Works/City
Engineer (blank) 1.00 1.00 1.00 1.00 1.00 206 Assistant City Engineer (blank) 3.00 3.00 4.00 4.00 4.00 212 Facilities Manager (blank) 1.00 1.00 1.00 1.00 1.00 222
Deputy Director of DPW - Parks, Golf and
Urban Landscape (blank) 1.00 1.00 1.00 1.00 1.00 270
Deputy Director of DPW - Public Works
Operations (blank) 1.00 1.00 1.00 1.00 1.00 276 Management Analyst (blank) - - - 1.00 1.00 290 Transportation & Traffic Manager (blank) 2.00 2.00 2.00 2.00 2.00 292 Senior Traffic Engineer (blank) 1.00 1.00 2.00 2.00 2.00 322 Senior Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 327 Golf Operations Manager (blank) 1.00 1.00 1.00 1.00 1.00 330 Parks Manager (blank) 1.00 1.00 2.00 2.00 2.00 344 Urban Landscape Manager (blank) 2.00 2.00 1.00 1.00 1.00 353 Street Operations Manager (blank) 1.00 1.00 1.00 1.00 1.00 373 Senior Engineer (blank) 6.00 8.00 8.00 8.00 8.00 380 Fleet Manager (blank) 1.00 1.00 1.00 1.00 1.00 388 City Property Administrator (blank) 1.00 1.00 1.00 1.00 1.00 402 Principal Transportation Engineer/Planner (blank) 1.00 1.00 1.00 1.00 1.00 1100 Administrative Aide (blank) 2.00 2.00 2.00 2.00 2.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1205 Automotive Shop Attendant (blank) 1.00 1.00 1.00 1.00 1.00 1250 Administrative Analyst (blank) 3.00 3.00 3.00 3.00 3.00 1400 Civil Engineer - DPW TL 1.00 1.00 1.00 1.00 1.00 1400 Civil Engineer - DPW (blank) 6.00 7.00 7.00 7.00 7.00 1410 Engineer 2 (blank) 3.00 4.00 4.00 4.00 4.00 1500 Engineer 1 (blank) 2.00 1.00 1.00 1.00 1.00 1861 Transportation Planner (blank) 1.00 1.00 2.00 2.00 2.00 1862 Active Transportation Planner (blank) - - - 1.00 1.00 1865 Senior Transportation Engineer (blank) 1.00 1.00 1.00 1.00 1.00 1950 Traffic Engineer TL 1.00 1.00 1.00 1.00 0.00 1950 Traffic Engineer (blank) 1.00 1.00 2.00 2.00 2.00 1955 Transportation Engineer (blank) 1.00 1.00 1.00 1.00 1.00 4201 Traffic Engineering Technician 2 (blank) 1.00 1.00 1.00 1.00 1.00 4490 Fleet Services Coordinator (blank) 1.00 1.00 1.00 1.00 1.00 4650 Public Works Construction Inspector (blank) 6.00 6.00 6.00 6.00 6.00 5010 Golf Professional (blank) 1.00 1.00 1.00 1.00 1.00 5015 Assistant Golf Professional (blank) 1.00 1.00 1.00 1.00 1.00 5025 Golf Course Equipment Mechanic (blank) 1.00 1.00 1.00 1.00 1.00 5050 Equipment Mechanic (blank) 8.00 8.00 8.00 8.00 8.00 5100 Heavy Equipment Operator (blank) 7.00 7.00 7.00 7.00 8.00 5200 Street Lighting Technician (blank) 1.00 1.00 1.00 1.00 1.00 5301 Facility Attendant 2 (blank) 2.00 2.00 2.00 2.00 2.00 5315 Facilities Technician 2 (blank) 4.00 4.00 3.00 3.00 3.00 5320 Facilities Technician 3 (blank) 3.00 3.00 4.00 4.00 4.00 5350 Parks Leader (blank) 8.00 8.00 8.00 8.00 8.00 5510 Public Works Crew Leader (blank) 5.00 5.00 5.00 5.00 5.00 5600 Senior Park Utility Worker (blank) 6.00 6.00 6.00 6.00 6.00 5640 Public Works Supervisor (blank) 3.00 3.00 3.00 3.00 3.00 5651 Senior Building Services Leader (blank) 2.00 2.00 2.00 2.00 2.00 5710 Senior Maintenance Worker (blank) 8.00 8.00 8.00 8.00 8.00 5850 Maintenance Worker 2 (blank) 6.00 6.00 8.00 8.00 9.00 5860 Maintenance Worker 1 (blank) 4.00 4.00 4.00 4.00 4.00 6300 Principal Office Assistant (blank) 4.00 4.00 4.00 4.00 4.00 6500 Senior Office Assistant (blank) 5.00 5.00 5.00 6.00 6.00 6650 Staff Office Assistant (blank) 1.00 1.00 1.00 - - 7300 Greenskeeper (blank) 1.00 1.00 1.00 1.00 1.00 3 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
7301 Senior Greenskeeper (blank) 1.00 1.00 1.00 1.00 1.00 7320 Parks Supervisor (blank) 2.00 2.00 2.00 2.00 2.00 7325 Groundsworker (blank) 2.00 2.00 2.00 2.00 0.00 7600 Parks Worker 1 (blank) 5.00 3.00 5.00 5.00 7.00 7650 Parks Worker 2 (blank) 16.00 16.00 16.00 16.00 16.00 7675 Parks Worker 3 (blank) 13.00 15.00 13.00 14.00 14.00 7800 Utility Worker (blank) 10.00 10.00 10.00 10.00 10.00 5150 Lead Equipment Mechanic (blank) - - - - 1.00 8103 Staff Office Assistant, Part-time (blank) 0.75 0.75 0.75 0.75 0.75 8200 Golf Service Assistant, Part-time (blank) 3.75 3.75 4.50 4.50 4.50 8950 Traffic Engineer, Part-Time (blank) - - - 0.50 0.50 DPW Total 192.50 195.50 202.25 205.75 207.75 4 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
ESD 185 Director of Environmental Services (blank) 1.00 1.00 1.00 1.00 1.00 201
Deputy Director of ESD - Water Distribution /
Sewer Collection (blank) 1.00 1.00 1.00 1.00 1.00 218 Regulatory Programs Division Manager (blank) 1.00 1.00 1.00 - - tbd Control Systems Manager (blank) - - - - 1.00 276 Management Analyst (blank) - - - - 1.00 275 Solid Waste Programs Division Manager (blank) 1.00 1.00 1.00 1.00 1.00 286 Assistant Director of Environmental Services (blank) - - - 1.00 1.00 295
Deputy Director of Environmental Services -
Wastewater Treatment (blank) 1.00 1.00 1.00 1.00 1.00 326 Environmental Programs Manager (blank) 2.00 2.00 3.00 3.00 3.00 351 Water Operations Manager (blank) 1.00 1.00 1.00 1.00 1.00 374 Senior Environmental Engineer (blank) 3.00 3.00 6.00 6.00 6.00 390 Laboratory/Pretreatment Manager (blank) 1.00 1.00 1.00 1.00 1.00 395
Wastewater Treatment Facilities and
Maintenance Manager (blank) 1.00 1.00 1.00 1.00 1.00 396
Wastewater Treatment Plant Operations
Manager (blank) 1.00 1.00 1.00 1.00 1.00 1100 Administrative Aide (blank) 1.00 1.00 1.00 1.00 1.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1250 Administrative Analyst (blank) - - 1.00 1.00 1.00 1300 Senior Environmental Chemist (blank) 2.00 2.00 2.00 2.00 2.00 1345 Solid Waste Contract Administrator (blank) 1.00 1.00 1.00 1.00 1.00 1349 Senior Environmental Compliance Inspector (blank) 1.00 1.00 1.00 1.00 1.00 1350 Environmental Compliance Inspector TL - 1.00 1.00 1.00 1.00 1350 Environmental Compliance Inspector (blank) 5.00 5.00 5.00 5.00 4.00 1351 Environmental Chemist 2 (blank) 2.00 2.00 2.00 2.00 3.00 1840 Environmental Engineering Coordinator (blank) 6.00 6.00 5.00 5.00 5.00 2320 Environmental Programs Specialist 1 TL 1.00 1.00 1.00 1.00 0.50 2320 Environmental Programs Specialist 1 (blank) 4.00 3.00 5.00 5.00 4.00 2321 Environmental Programs Specialist 2 (blank) 1.00 2.00 3.00 3.00 4.00 4002 Business Systems Analyst (blank) 1.00 1.00 1.00 1.00 1.00 4800 Solid Waste Specialist (blank) 1.00 1.00 1.00 1.00 1.00 4900 Environmental Chemist 1 (blank) 1.00 1.00 1.00 1.00 1.00 4950 Laboratory/Field Technician TL - 1.00 1.00 1.00 1.00 4950 Laboratory/Field Technician (blank) 5.00 5.00 5.00 5.00 4.00 4960 Landfill Technician (blank) 1.00 1.00 1.00 1.00 1.00 5400 Water Pollution Control Plant Mechanic (blank) 8.00 8.00 9.00 9.00 9.00 5425
Senior Water Pollution Control Plant
Mechanic (blank) 1.00 1.00 1.00 1.00 1.00 5431
Recycled Water and Cross Connection
Specialist (blank) 1.00 1.00 1.00 1.00 1.00 5435
Water Pollution Control Plant Systems
Integrator (blank) 1.00 1.00 1.00 1.00 1.00 5751 Senior Water Pollution Control Operator (blank) 4.00 4.00 4.00 4.00 4.00 5752 Principal Water Pollution Control Operator (blank) 2.00 4.00 4.00 4.00 4.00 5753 Cross Connection Control Specialist (blank) 1.00 1.00 1.00 1.00 1.00 5800 Water Distribution Supervisor (blank) 2.00 2.00 2.00 2.00 3.00 5810 Water Distribution Crew Leader (blank) 5.00 5.00 5.00 5.00 5.00 5820 Senior Water Distribution Worker (blank) 5.00 5.00 5.00 5.00 5.00 5830 Water Distribution Worker (blank) 6.00 6.00 6.00 6.00 6.00 5850 Maintenance Worker 2 (blank) 10.00 10.00 10.00 10.00 10.00 5860 Maintenance Worker 1 (blank) 3.00 3.00 3.00 3.00 2.00 5900 Water Pollution Control Operator 2 (blank) 15.00 15.00 15.00 15.00 15.00 5 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
5901 Water Pollution Control Operator 1 (blank) 4.00 1.00 1.00 1.00 1.00 5910 Wastewater Collections Supervisor (blank) 1.00 1.00 1.00 1.00 1.00 5920 Wastewater Collections Crew Leader (blank) 2.00 2.00 2.00 2.00 2.00 5930 Senior Wastewater Collections Worker (blank) 4.00 4.00 4.00 4.00 4.00 6500 Senior Office Assistant TL - - - 1.00 0.50 6500 Senior Office Assistant (blank) 4.00 4.00 4.00 3.00 3.00 6600 Storekeeper 2 (blank) 1.00 1.00 1.00 1.00 1.00 6650 Staff Office Assistant (blank) 1.00 1.00 - - 0.00 7800 Utility Worker (blank) 1.00 1.00 - - 0.00 ESD Total 130.00 131.00 137.00 137.00 137.00 6 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
FIN 130 Director of Finance (blank) 1.00 1.00 1.00 1.00 1.00 259 Assistant Director of Finance (blank) 1.00 1.00 1.00 1.00 1.00 276 Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 309 Administrative Services Manager (blank) 1.00 1.00 1.00 1.00 1.00 315 Utility Billing Manager (blank) 1.00 1.00 1.00 1.00 1.00 322 Senior Management Analyst (blank) 1.00 1.00 - - - 361 Finance Manager (blank) 2.00 2.00 2.00 1.00 1.00 362 Purchasing Officer (blank) 1.00 1.00 1.00 1.00 1.00 364 Budget Manager (blank) 1.00 1.00 1.00 1.00 1.00 365 Accounting Manager (blank) - - - 1.00 1.00 367 Budget Analyst 1 (blank) 1.00 1.00 1.00 1.00 1.00 368 Budget Analyst 2 (blank) 2.00 2.00 2.00 2.00 3.00 376 Principal Payroll Analyst (blank) - 1.00 1.00 1.00 1.00 1000 Accountant (blank) 4.00 4.00 5.00 5.00 5.00 1010 Senior Accountant (blank) 2.00 2.00 2.00 2.00 2.00 1020 Principal Accountant (blank) 1.00 1.00 1.00 1.00 1.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1140 Senior Buyer (blank) 2.00 2.00 3.00 3.00 3.00 2000 Buyer 2 (blank) 1.00 1.00 1.00 1.00 1.00 2050 Principal Buyer (blank) 1.00 1.00 1.00 1.00 1.00 4002 Business Systems Analyst TL - 1.00 1.00 0.50 0.00 4002 Business Systems Analyst (blank) 3.00 3.00 3.00 3.00 3.00 6150 Meter Reader (blank) 3.00 3.00 3.00 2.00 2.00 6200 Office Assistant TL 1.00 0.50 - - - 6450 Senior Meter Reader (blank) - - - 1.00 1.00 6500 Senior Office Assistant (blank) 1.00 1.00 1.00 1.00 2.00 6600 Storekeeper 2 (blank) 1.00 1.00 2.00 2.00 2.00 6650 Staff Office Assistant (blank) 2.00 2.00 1.00 1.00 0.00 6675 Customer Service Representative (blank) 4.00 4.00 5.00 5.00 5.00 6700 Storekeeper 1 (blank) 1.00 1.00 - - - 6710 Storekeeper/Buyer (blank) 1.00 1.00 1.00 1.00 1.00 6800 Accounting Technician (blank) 5.00 5.00 6.00 6.00 6.00 6840 Finance Analyst 2 (blank) - - - 1.00 1.00 6850 Senior Accounting Technician (blank) 6.00 6.00 6.00 6.00 6.00 6857 Payroll Technician 2 (blank) - - - 1.00 1.00 6860 Payroll Technician 3 (blank) 1.00 1.00 1.00 1.00 1.00 7320 Payroll Supervisor (blank) 1.00 - - - - 7320 Payroll Supervisor TL - 1.00 - - - 7500 Press Operator (blank) 1.00 1.00 1.00 1.00 1.00 8130 Mail Clerk, Part-time (blank) 0.75 0.75 0.75 0.75 0.75 FIN Total 56.75 58.25 58.75 60.25 60.75 HRD 145 Director of Human Resources (blank) 1.00 1.00 1.00 1.00 1.00 282 Human Resources Manager (blank) 3.00 3.00 3.00 3.00 3.00 282 Human Resources Manager TL 1.00 1.00 - - - 285 Risk Manager (blank) 1.00 1.00 1.00 1.00 1.00 334 Principal Human Resources Analyst TL - - 1.00 1.00 0.00 334 Principal Human Resources Analyst (blank) 1.00 1.00 1.00 1.00 1.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1450 Human Resources Analyst (blank) 7.00 7.00 8.00 8.00 8.00 1450 Human Resources Analyst TL 1.00 1.00 - - - 1450 Senior Human Resources Analyst - - - - 2.00 1775 Human Resources Technician (blank) 4.00 4.00 4.00 4.00 5.00 4002 Business Systems Analyst - Confidential (blank) - - - 1.00 1.00 6501 Senior Office Assistant-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 6651 Staff Office Assistant-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 HRD Total 22.00 22.00 22.00 23.00 25.00 7 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
ITD 190 Chief Information Officer (blank) 1.00 1.00 1.00 1.00 1.00 322 Senior Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 331 Information Technology Manager (blank) 3.00 3.00 3.00 3.00 3.00 1101 Administrative Aide-Confidential (blank) - - 1.00 1.00 1.00 1250 Administrative Analyst (blank) 1.00 1.00 1.00 1.00 1.00 2200 Applications Analyst/Project Coordinator 2 (blank) 1.00 1.00 1.00 2.00 2.00 2200 Applications Analyst/Project Coordinator 2 TL 3.00 2.00 1.00 - - 2201 Senior Applications Analyst/Project Manager TL 4.00 3.00 5.00 5.00 3.00 2201 Senior Applications Analyst/Project Manager (blank) 6.00 6.00 6.00 8.00 8.00 2202
Principal Applications Analyst/Project
Manager (blank) 3.00 3.00 3.00 3.00 3.00 2204 Principal Network & Systems Engineer (blank) 2.00 1.00 1.00 1.00 1.00 2420 Network & Systems Engineer 2 (blank) 1.00 1.00 2.00 2.00 2.00 2423
Geographic Information Systems (GIS)
Specialist 2 TL - - 1.00 1.00 1.00 2423
Geographic Information Systems (GIS)
Specialist 2 (blank) - - 1.00 2.00 2.00 2424
Geographic Information Systems (GIS)
Coordinator (blank) - - - 1.00 1.00 2446 Client Support Specialist 2 (blank) 3.00 3.00 4.00 4.00 4.00 2447 Senior Client Support Specialist (blank) - 1.00 1.00 1.00 1.00 2448 Principal Client Support Specialist (blank) - 1.00 1.00 1.00 1.00 2450 Information Technology Coordinator (blank) 2.00 1.00 1.00 1.00 1.00 4825 Senior Network & Systems Engineer TL 2.00 1.00 1.00 2.00 1.00 4825 Senior Network & Systems Engineer (blank) 2.00 2.00 2.00 2.00 3.00 6500 Senior Office Assistant TL 1.00 1.00 - - - 6500 Senior Office Assistant (blank) - 1.00 1.00 1.00 1.00 ITD Total 36.00 34.00 39.00 44.00 42.00 8 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
LRS 155 Director of Library & Recreation Services (blank) 1.00 1.00 1.00 1.00 1.00 213 Recreation Services Manager (blank) 4.00 4.00 4.00 5.00 5.00 216 Deputy Director of LRS - Recreation Services (blank) 1.00 1.00 1.00 1.00 1.00 219 Deputy Director of LRS - Library Services (blank) 1.00 1.00 1.00 1.00 1.00 276 Management Analyst (blank) 1.00 1.00 1.00 1.00 1.00 284 Youth and Family Resources Manager (blank) 1.00 1.00 1.00 1.00 1.00 303 Library Circulation Manager (blank) 1.00 1.00 1.00 1.00 1.00 305 Administrative Librarian (blank) 1.00 1.00 1.00 - - 310 Supervising Librarian (blank) 3.00 3.00 3.00 4.00 4.00 1100 Administrative Aide (blank) 1.00 2.00 1.00 1.00 1.00 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1600 Librarian 1 TL - - 1.00 1.00 1.00 1600 Librarian 1 (blank) 10.00 10.00 10.00 11.00 9.00 1601 Librarian 2 (blank) - - - 1.00 3.00 2100 Library Assistant (blank) 6.00 6.00 6.00 7.00 7.00 2300 Recreation Services Coordinator 2 TL - - - - 0.50 2300 Recreation Services Coordinator 2 (blank) 17.00 17.00 17.00 17.00 17.00 2351 Recreation Services Coordinator 1 (blank) 1.00 1.00 1.00 1.00 1.00 2351 Recreation Services Coordinator 1 TL - - - - 1.00 2352 Assistant Recreation Services Coordinator (blank) 1.00 1.00 1.00 1.00 1.00 2400 Senior Library Assistant TL - - - 1.00 0.00 2400 Senior Library Assistant (blank) 1.00 1.00 1.00 1.00 2.00 5300 Facility Attendant 1 (blank) 2.00 2.00 2.00 2.00 1.00 5301 Facility Attendant 2 - - - - 1.00 6300 Principal Office Assistant (blank) 1.00 1.00 1.00 2.00 2.00 6500 Senior Office Assistant (blank) 5.00 5.00 5.00 4.00 4.00 6650 Staff Office Assistant (blank) 2.00 2.00 2.00 2.00 2.00 8102 Office Assistant, Part-time (blank) 1.50 1.50 1.50 1.50 1.50 8103 Staff Office Assistant, Part-time (blank) 0.75 0.75 0.75 0.75 0.75 8104 Senior Office Assistant, Part-time (blank) 0.75 0.75 0.75 0.75 0.75 8151 Facility Attendant 2, Part-time (blank) - - - 0.75 0.75 8400 Librarian, Part-time (blank) 3.18 3.18 3.18 3.71 3.71 8402 Library Specialist 1, Part-time (blank) 2.65 2.65 2.65 1.59 1.59 8403 Library Specialist 2, Part-time (blank) 3.71 3.71 3.71 5.83 5.83 8404 Library Specialist 3, Part-time (blank) 6.89 6.89 6.89 6.89 6.89 LRS Total 81.43 82.43 82.43 89.77 91.27 9 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
NOVA 140
Director of NOVA Workforce Services (Grant
Funded) (blank) 1.00 1.00 1.00 1.00 1.00 209
Business Operations Manager (Grant
Funded) (blank) 1.00 1.00 1.00 1.00 1.00 211
Workforce Development Manager (Grant
Funded) (blank) 1.00 1.00 1.00 1.00 1.00 274 Management Analyst (Grant Funded) (blank) 2.00 2.00 2.00 2.00 2.00 301
Employment Training Manager (Grant
Funded) (blank) 3.00 2.00 1.00 1.00 1.00 346 Senior Management Analyst (Grant Funded) (blank) - 1.00 1.00 1.00 1.00 1000 Accountant (blank) 1.00 1.00 1.00 1.00 1.00 1011 Senior Accountant (Grant Funded) (blank) - 1.00 - - - 1101 Administrative Aide-Confidential (blank) 1.00 1.00 1.00 1.00 1.00 1102 Administrative Aide (Grant Funded) (blank) 2.00 2.00 2.00 1.00 1.00 1160
Employment Training Program Coordinator
(Grant Funded) (blank) 1.00 1.00 2.00 3.00 3.00 1250 Administrative Analyst (blank) 1.00 1.00 1.00 1.00 1.00 2500 Career Advisor (Grant Funded) (blank) 11.00 9.00 9.00 10.00 10.00 2501 Business Liaison (Grant Funded) (blank) 3.00 4.00 4.00 3.00 3.00 2504
Senior Workforce Services Representative
(Grant Funded) (blank) 5.00 4.00 2.00 2.00 1.00 2550
Workforce Development Analyst (Grant
Funded) (blank) 1.00 1.00 - - - 2650 Information Systems Analyst (Grant Funded) (blank) 2.00 2.00 1.00 1.00 1.00 6500 Senior Office Assistant (blank) 2.00 2.00 2.00 2.00 2.00 NOVA Total 38.00 37.00 32.00 32.00 31.00 10 Attachment 7
Dept
Job
Code Classification
Term
Limited
2022/23
Adopted
2023/24
Adopted
2024/25
Adopted
2025/26
Adopted
2026/27
Proposed
OCA 11 City Attorney (blank) 1.00 1.00 1.00 1.00 1.00 12 Senior Assistant City Attorney (blank) 3.00 3.00 3.00 3.00 3.00 13 Assistant City Attorney (blank) 1.00 1.00 1.00 1.00 1.00 1060 Paralegal (blank) 1.00 1.00 1.00 1.00 1.00 6100 Legal Secretary (blank) 1.00 1.00 1.00 1.00 1.00 OCA Total 7.00 7.00 7.00 7.00 7.00 OCM 10 City Manager (blank) 1.00 1.00 1.00 1.00 1.00 110 Assistant City Manager (blank) 1.00 1.00 1.00 1.00 2.00 113 Deputy City Manager (blank) 2.00 2.00 2.00 2.00 1.00 203 City Clerk (blank) 1.00 1.00 1.00 1.00 1.00 tbd Community Engagement Coordinator (blank) - - - - 1.00 260 Economic Development Manager (blank) 1.00 1.00 1.00 1.00 1.00 312 Equity, Access & Inclusion Manager (blank) 1.00 1.00 1.00 1.00 1.00 316 Deputy Public Information Officer (blank) 1.00 1.00 1.00 1.00 1.00 317 Chief Public Information Officer (blank) - - 1.00 1.00 1.00 322 Senior Management Analyst (blank) 2.00 2.00 2.00 2.00 2.00 322 Senior Management Analyst TL 1.00 2.00 - - 0.00 331 Information Technology Manager TL 1.00 1.00 1.00 1.00 0.00 1100 Administrative Aide (blank) - - - 1.00 1.00 1250 Administrative Analyst (blank) 1.00 1.00 - - - 2421 Economic Development Specialist (blank) - - 1.00 1.00 1.00 2460 Deputy City Clerk (blank) 1.50 1.50 1.50 1.00 2.00 2540 Web & Communications Specialist (blank) 1.00 1.00 2.00 2.00 2.00 6410 Executive Assistant (blank) 2.00 2.00 2.00 2.00 2.00 6410 Executive Assistant TL - 1.00 - - - 6500 Senior Office Assistant (blank) 4.00 4.00 4.00 3.00 3.00 6650 Staff Office Assistant (blank) - - - - 1.00 8108 Deputy City Clerk, Part-time (blank) - - - 0.50 0.00 OCM Total 21.50 23.50 22.50 22.50 24.00 Grand Total 929.18 933.68 949.68 970.02 984.27 11 Attachment 7
Developer Project
Live / Work
Preference
?
Total
Number of
Restricted
Units
# of units-
Sunnyvale
# of units- Non
Sunnyvale
# of units-
Sunnyvale
# of units- Non
Sunnyvale
# of units-
Sunnyvale
# of units- Non
Sunnyvale
Vacant
Units
Sunnyvale
Funding and Land
Contributions
Total Project
Cost PBVs
Midpen Ida D Hall Square Yes 174 71 27 0 45 0 30 1 $26,500,000 $155,145,105 75 Related Meridian Yes 89 31 14 0 0 5 37 2 $32,782,837 $99,462,469 22 Charities Stoney Pine No 22 0 0 0 0 3 18 1 $2,128,000 $5,479,327 0 Totals 285 102 41 0 45 8 85 4 61,410,837 $260,086,901 97 Total Units Sunnyvale 110
Percent Units Sunnyvale 38.6%
Percent Funding Sunnyvale 23.6%
Local Preference Supportive Housing - Non
Local Preference Units
All Other Non Local
Preference Units
EXHIBIT B
Attachment 7