WHEREAS, while the cost variables of curtailments, negative pricing, and trade measure events could increase the City’s annually cost to $460,000 per year, the project’s costs still represent a cost savings when compared to spot market pricing; and WHEREAS, the Grace Orchard Energy Center is considered a project for the purposes of the California Environmental Quality Act (CEQA) and being located within Riverside County, Riverside County is the lead agency for the purposes of complying with CEQA; and WHEREAS, the City’s action of approving of the agreement is administrative and therefore does not qualify as a “project” for purposes of the California Environmental Quality Act.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Healdsburg does hereby:
1. Find that the approval of the Third Phase Agreement and delegation of authority to a Commissioner to approve certain contractual increases are administrative actions and therefore not a “project” for purposes of California Environmental Quality Act.
2. Approve the draft Third Phase Agreement between the City of Healdsburg, Northern California Power Agency (“NCPA”), and other NCPA members for renewable energy purchases from the Grace Orchard Energy Center, LLC Project.
3. Authorize the City Manager to execute the agreement on the City’s behalf and accept any non-substantive amendments, modifications, or supplements to the same as the City Manager determines, with the advice of the City Attorney, to be necessary or appropriate to cure any ambiguity or eliminate superfluous provisions or to correct or supplement any defective provision of the same.
4. Delegate authority to Healdsburg’s appointed NCPA Commissioner and/or Alternate Commissioner to approve contract price increases due to trade measure events that demonstratively impact the originally contracted price.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg on this 3rd day of June 2024, by the following vote:
AYES: Councilmembers: ( )
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
__________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
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CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Revisions to the Healdsburg Municipal Code, Title 20, Land Use Code PREPARED BY: Ellen McDowell, Senior Planner
STRATEGIC INITIATIVE(S):
Provide Effective Governance
RECOMMENDED ACTION(S):
Pass an ordinance amending Healdsburg Municipal Code Title 20 Land Use Code.
COMMUNITY ENGAGEMENT/OUTREACH:
A public hearing notice was published in the Press Democrat and posted at City Hall.
BACKGROUND:
On May 6, 2024, the City Council introduced an ordinance amending Title 20 of the Healdsburg Municipal Code.
DISCUSSION/ANALYSIS:
Amendments to the Healdsburg Municipal Code include:
1) Amending Title 20, Section 20.16.212 (Downtown Directional Wayfaring Signs). The amended language determines that sign plaques may be approved for businesses that (a) face the plaza; (b) are not open on the weekends; (c) Do not have a primary focus of meeting the needs of visitors in Healdsburg.
2) Amending Title 20, Section 20.16.175 (Bicycle Parking). The amended language adds additional language to include the number of bicycle spaces required for multi-family, mixed use, commercial and industrial developments and specifies the type of bicycle parking and standards for quality of bicycle racks.
3) Amending Title 20, Section 20.08.155, Table 12 (Permitted and Conditionally Permitted Uses in MU). The additional language adds fitness facilities of less than 5,000 square feet as a permitted use.
4) Amending Title 20, Section 20.16.105 (Water Efficient Landscaping). The additional language makes minor clarifying edits and updates to reflect current state legislation. 5) Amending Title 20, Section 20.08.165 (Maximum Floor Area Ratio and Site Coverage).
The additional language makes minor clarifying edits.
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6) Amending Title 20, Section 20.16.160 (Handicapped Parking). The additional language retitles this section to Accessible Parking and replaces language to be more inclusive and match the California Building Code.
7) Amending Title 20, Section 20.08.310 (Definitions). The recommended amendment revises the definition of fitness facility to add that fitness facilities in the Mixed-Use zoning designation are limited to 5,000 square feet.
ENVIRONMENTAL STEWARDSHIP:
Not Applicable.
ALTERNATIVES:
No alternatives are provided in that the requested action is the second reading of an ordinance.
FISCAL IMPACT:
The recommended action related to Healdsburg Municipal Code amendments will not result in a direct fiscal impact to the City.
ENVIRONMENTAL ANALYSIS:
The proposed amendments to the Municipal Code are exempt from CEQA pursuant to CEQA Guidelines Section 15061(b)(3) in that the proposed amendments will not allow for or encourage any more development than is already anticipated under the City’s existing General Plan, or otherwise allow for or promote physical changes in the environment and, therefore, it can be seen with certainty that there is no possibility that the proposed amendments may have a significant effect on the environment.
Moreover, none of the CEQA exceptions apply. The Amendments will not impact any environmental resources of hazardous or critical concern. The Amendments are primarily procedural in nature with no impacts to critical resources. The Amendments will also not contribute to cumulative impacts or have a significant effect due to unusual circumstances. The Amendments make clarifying procedural changes to the municipal code and would not create unusual circumstances or contribute to cumulative impacts. Lastly, the Amendments will not impact scenic highways, will not involve hazardous waste sites, and will not impact historical resources.
ATTACHMENT(S):
Misc. Land Use Code Amendments City Council Ordinance (2nd Reading)
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CITY OF HEALDSBURG
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG MAKING CLARIFYING UPDATES TO THE HEALDSBURG
MUNICIPAL CODE BY AMENDING TITLE 20, LAND USE CODE
SECTIONS 20.16.212 (DOWNTOWN DIRECTIONAL WAYFARING SIGNS),
20.16.175 (BICYCLE PARKING) 20.08.155, TABLE 12 (PERMITTED AND CONDITIONALLY PERMITTED USES IN MU), 20.16.150 (WATER
EFFICIENT LANDSCAPING), 20.08.165 (MAXIMUM FLOOR AREA RATIO AND SITE COVERAGE), 20.16.160 (HANDICAPPED PARKING) AND
20.20.310 (DEFINITIONS)
WHEREAS, the City of Healdsburg Municipal Code (HMC) Chapter 20 Land Use Code (LUC) regulates allowable and development standards within the City; and WHEREAS, HMC amendments (“Amendments”) are proposed to provide greater clarity to Title 20, Land Use Code, all as provided herein; and WHEREAS, the Planning Commission held a duly noticed public hearing on April 9, 2024, at which time it reviewed the proposed Amendments and considered all public comments, written and oral, on the revisions and the related CEQA exemption; and WHEREAS, the Planning Commission recommended that the City Council consider increasing the percentage of required bicycle parking from 10% of required vehicle parking spaces to 20% of the required number of vehicle parking spaces for multi-family, mixed use, commercial and industrial developments unless otherwise approved by the Planning and Building Director; and
WHEREAS, the Planning Commission made the following affirmative findings pursuant to HMC Section 20.28.280 in support of the proposed Amendments and recommended the City Council adopt an ordinance approving them:
A. The Amendments are consistent with the Healdsburg 2030 General Plan including the goals, and policies, in that no conflicts with any Goals, Policies, Programs or measures of the Healdsburg General Plan 2030 have been identified.
B. The Amendments are consistent with the objectives of the Land Use Code contained in Section 20.04.010 given that: a) adoption of the proposed Amendments will continue to protect and promote the public health, safety and general welfare of the community by providing updated standards; and b) the Amendments will implement the goals, policies, and programs contained in the Healdsburg 2030 General Plan.
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Packet Pg. 179 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
C. The Planning Commission has conducted a public hearing on the draft Amendments with hearing notices provided as prescribed in Land Use Code Section 20.28.080, including newspaper publication at least 10 days prior to the hearing date.
D. The Amendments are exempt from CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines (the “common sense exemption”) because it can be seen with certainty that there is no possibility that the Amendments will have a significant effect on the environment. The proposed Amendments are clarifying changes to the Municipal Code and will not allow for, nor encourage, any more development than is already anticipated under the City’s General Plan, or otherwise allow for or promote physical changes in the environment and, therefore, there is not a possibility that the proposed Amendments may have a significant effect on the environment.
Moreover, none of the CEQA exceptions apply. The Amendments will not impact any environmental resources of hazardous or critical concern. The Amendments are primarily procedural in nature with no impacts to critical resources. The Amendments will also not contribute to cumulative impacts or have a significant effect due to unusual circumstances. The Amendments make clarifying procedural changes to the municipal code. Lastly, the Amendments will not impact scenic highways, will not involve hazardous waste sites, and will not impact historical resources.
WHEREAS, based upon the Planning Commission’s findings and recommendation, the City Council finds that the Amendments are consistent with the General Plan including the Goals, Policies, and Implementation Measures of the Housing, Land Use, and Economic Development Elements of the adopted General Plan, and that the Amendments are internally consistent with all other provisions of the Municipal Code.
NOW, THEREFORE, the City Council of the City of Healdsburg does ordain as follows:
Section 1. Findings.
The above recitals are hereby declared to be true and correct findings of the City Council of the City of Healdsburg.
Section 2. Title 20, Section 20.16.212 Downtown Directional wayfaring signs shall be amended to read as follows:
A. Purpose.
The Downtown Directional Wayfaring Sign Program is intended to enhance visitor awareness of downtown businesses and points of interest and provide general directions to their business location.
B. Program eligibility criteria.
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Packet Pg. 180 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
The following criteria shall be used to determine which businesses may participate in the Downtown Directional Wayfaring Sign Program:
1. The business identified on the sign plaque is likely to be of interest to and patronized by visitors to Healdsburg. The City Council shall designate, by resolution, a list of the types of businesses that may and may not participate in the program, based on these criteria.
2. The business must be located within the boundaries of the Downtown Commercial (CD), Service Commercial (SC) or Mixed Use (MU) Zoning Designations or be a destination of general interest outside the District to encourage exploration (e.g., historic points of interest, public facilities).
5. The City Council may allow exceptions to the above eligibility criteria through the adoption of a resolution where such exceptions are intended to promote the filling of blank spaces on underutilized sign faces, which shall be defined by the Council.
C. Number and location of sign plaques.
1. Sign plaques for an individual business may be approved for a maximum of two directional sign posts.
2. A maximum of two sign plaques per business may be approved per sign post, with a maximum of four total sign plaques per business.
3. Reasonable effort shall be made to locate a business’s sign plaques on sign posts that are located closest to the business.
D. Design criteria.
1. Each sign plaque shall be designed to prominently display the business name with a descriptive line identifying merchandise or services that is clearly subordinate to the business name.
2. Phone numbers and websites may not be included on sign plaques.
3. Each sign plaque shall include a directional arrow oriented towards the location of the business. The inclusion of an address is encouraged, especially when the business is not located on the same block as the sign.
4. Sign plaque dimensions and materials shall be consistent with standards determined by the planning and building department.
E. Application process.
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Packet Pg. 181 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
1. Application for approval of a downtown directional wayfaring sign plaque may be made to the planning and building department on a form prescribed by the department, accompanied by a processing fee as required by resolution of the City Council and a color depiction of the sign.
2. Applicants shall be responsible for their sign plaque design, subject to the criteria established in this section.
3. Applications will be placed on a waiting list if no spaces are available at the requested location at the time of application.
F. Sign installation.
Sign plaques shall be installed within 30 days of the City’s approval unless an extension is granted by the City at the request of the applicant. Failure to do so may result in the invalidation of the City’s approval.
G. Sign removal.
Sign plaques associated with a defunct business shall be removed promptly following the close of the business. Failure to do so may result in their removal by the City. (Ord. 1117 § 1 (Exh. A), 2012.)
Section 3. Title 20, Section 20.16.175 Bicycle Parking shall be amended to read as follows:
20.16.175 Bicycle parking
A. Number of Bicycle Spaces Required. The number of bicycle parking spaces required shall be a minimum of 20% of the automobile spaces required for multi-family, mixed use, commercial and industrial developments unless otherwise approved by the Planning and Building Director.
B. Type of Bicycle Parking. The City shall require the installation of a certain percentage of bicycle parking (both bicycle locker and secured parking, covered and uncovered racks) depending on the type of land use. Unless otherwise specified on a case-by-case basis, the total bicycle spaces required should be a combination of enclosed bicycle parking, or secured parking and covered or uncovered bicycle racks. Mixed-Use and multi-family residential development shall require 60 percent bike lockers or other form of enclosed bicycle parking and 40 percent bicycle racks. The intent of this requirement is to provide secure parking at locations where employees, customers and residents will be parking for long periods of time, in particular adjacent to any areas close to public transportation. Required bicycle parking shall be located in highly visible locations. (Ord. 1106 § 2 (Exh. A § 1935), 2011.) C. Bike racks shall have at least two points of contact, allow for the locking of frame and at least one wheel with a U-lock, the rack’s highest point shall be at least 32-inches above the ground surface, made of high-quality material such as steel or stainless steel with tamper resistance hardware and a finish appropriate to the area. The final product is subject to review and approval by the Planning and Building Director.
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Packet Pg. 182 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
Section 4. Title 20, Section 20.08.155, Table 12, Permitted and conditionally permitted uses in MU District shall be amended as follows:
20.08.155 Permitted and conditionally permitted uses: MU District Table 12 identifies the permitted and conditionally permitted uses for the Mixed Use District.
This table is to be used in conjunction with the definitions contained in Chapter 20.28 HMC, Article IX. Refer also to the specific use regulations as noted. Chapter 20.28 HMC, Article V, describes the procedures for obtaining a conditional use permit. Chapter 20.12 HMC, Article IV, describes specific regulations that apply to areas within the Mixed Use District that are also within the North Entry Area Plan Overlay.
Table 12 Permitted (P) and conditionally permitted uses: MU District Permitted (P) and Conditionally Permitted (C) Uses Specific Use Regulations
Residential Uses
Accessory dwelling unit
and junior accessory
dwelling unit
P
HMC 20.20.010
Employee housing for six
or fewer employees in
accordance with Cal.
Health & Safety Code §
17000 et seq.
P
Home occupations P HMC 20.20.005
Residential uses as part of a
mixed use development C
Multifamily dwellings not
part of a mixed use
development
P
Residential care, general C
Residential care, limited P
Single-family attached
dwellings not part of a
mixed use development
P
Supportive housing P
Transitional housing P
Vacation rental homes --
Retail Trade
Alcoholic beverages (offsale) CHMC 20.20.075
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Packet Pg. 183 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
Permitted (P) and Conditionally Permitted (C) Uses Specific Use Regulations
Artisan shop P
Cannabis storefront retailer
(dispensary) P
HMC 20.20.095
Cannabis microbusiness
(without cultivation) P
HMC 20.20.095
Convenience store
• Beer and wine sales (offsale), ancillary
C
C
HMC 20.20.075
Grocery and specialty food
sales
• 3,500 square feet or less
• More than 3,500 square
feet
P
C
Outdoor display and sales PCh. 20.16 HMC, Art.
V
Retail, general
• Extended hours
• Secondhand goods
P
C
C
Sporting goods sales, with
rental as an accessory use,
with firearm sales
C
HMC 20.20.105
Services
Bank, financial services P
Business support services P
Catering P
Fitness Center (5,000
square feet or less) P
Instructional services C
Medical services, minor C
Personal services P
Recycling, small collection
facility C
Specialty transportation
rental, touring services C
Storage – indoor C
Tasting room C HMC 20.20.075
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Packet Pg. 184 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
Permitted (P) and Conditionally Permitted (C) Uses Specific Use Regulations
Vehicle services – service
station
• Beer and wine sales (offsale), ancillary
C
C
HMC 20.20.065
HMC 20.20.075
Visitor lodging C
Eating and Drinking Establishments, Entertainment
Bar, nightclub C HMC 20.20.075
Restaurant
• Amplified music audible
from outside the building
• Extended hours
P
C
C
HMC 20.16.080
Food and Beverage Production
Food and beverage
production – limited C
Utilities
Public utility facility P
Telecommunication facility
– minor P
HMC 20.20.080
Telecommunication facility
– major C
HMC 20.20.080
Accessory Uses
Accessory uses customarily
associated with or essential
to a permitted or
conditionally permitted use,
and operated incidental to
the principal use
P
Drive-through service C
Section 5. Title 20, Section 20.16.105 Water efficient landscaping shall be amended as follows:
20.16.105 Water-efficient landscaping
A. Purpose.
The following regulations shall govern the efficient use of water for landscaped areas. Section 2 of Article X of the California Constitution specifies that the right to use water is limited to the amount reasonably required for the beneficial use to be served and the right does not and shall
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not extend to waste or unreasonable method of use. These water-efficient landscape standards protect local water supplies through the implementation of a whole systems approach to design, construction, installation and maintenance of the landscape resulting in water-conserving climate-appropriate landscapes, improved water quality and the minimization of natural resource inputs.
B. Definitions.
The following terms as used in this section shall have the following meanings.
Backflow prevention device. An approved device installed to City standards that will prevent backflow or back-siphonage into the City’s potable water system.
Booster pump. A pump used where the normal water system pressure is low and needs to be increased.
Check valve. A valve located under a sprinkler head or other location in the irrigation system to hold water in the system to prevent drainage from sprinkler heads when the sprinkler is off.
Compost. The decayed remains of organic matter that has rotted into a natural fertilizer.
Ecological restoration project. A project where the site is intentionally altered to establish a defined, indigenous, historic ecosystem.
Effective precipitation. The portion of total precipitation that becomes available for plant growth and that is used by the plants.
Emitter. A drip irrigation fittings emission device that delivers water slowly from the system to the soil.
Estimated total water use. The total irrigation water projected to be used for a project’s irrigated landscape area in gallons per day. The estimated total water use shall not exceed the project’s maximum applied water allowance.
Evapotranspiration (ET) adjustment factor. A factor of 0.7, that, when applied to reference evapotranspiration, adjusts for plant factors and irrigation efficiency, two major influences upon the amount of water that needs to be applied to the landscape.
Evapotranspiration rate. The quantity of water evaporated from adjacent soil and other surfaces and transpired by plants during a specific specified time.
Flow rate. The rate at which water flows through pipes, valves and emission devices, measured in gallons per minute, gallons per hour, or cubic feet per second.
Hardscapes. Any durable material (pervious and non-pervious).
Head -to-head coverage. Full coverage from one sprinkler head to the next.
High-flow sensor. A device for sensing the rate of fluid flow.
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Packet Pg. 186 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
High-water-use plants. Turf, annuals, container plantings, and other plants recognized as highwater-use by the California Department of Water Resources 2000 publication Water Use Classification of Landscape Species (WUCOLS), as it currently exists or may be amended in the future.
Hydrozone. A portion of the landscaped area having plants with similar water needs that are served by a valve or set of valves with the same schedule.
Hydrozone table. A table that identifies each hydrozone, the plant types in the hydrozone, the plant factor from the California Department of Water Resources 2000 publication Water Use Classification of Landscape Species (WUCOLS) and the area in square feet that is included in the hydrozone.
Infiltration rate. The rate of water entry into the soil expressed as a depth of water per unit of time (e.g., inches per hour).
Invasive plant species. Species of plants not historically found in California and/or that spread outside cultivated areas and can damage environmental or economic resources as determined by the California Invasive Plant Council.
Irrigation efficiency (IE). The measurement of the amount of water beneficially used divided by the amount of water applied. Irrigation efficiency is derived from measurements and estimates of irrigation system characteristics and management practices. The minimum average irrigation efficiency for purposes of the water-efficient landscape requirements is 0.75 for overhead irrigation and 0.81 for drip irrigation.
Irrigation meter. A separate meter that measures the amount of water used for items such as lawns, washing exterior surfaces, washing vehicles, filling pools, etc.
Isolation valves. Irrigation valves used to isolate a portion of the piping system.
Landscaped area. The entire parcel less the building footprint, driveways, and nonirrigated portions of parking lots, hardscapes such as decks and patios, and other nonporous areas. Water features are included in the calculation of the landscaped area. Areas dedicated to edible plants, such as orchards or vegetable gardens, are not included. The landscaped area does not include footprints of buildings or structures, sidewalks, driveways, parking lots, decks, patios, gravel or stone walks, other pervious or impervious hardscapes, and other non-irrigated areas designated for nondevelopment (e.g., open spaces and existing native vegetation).
Low-water-use plants. “Mediterranean Region” and native trees, shrubs and groundcovers such as rosemary, juniper, most native oaks, and other plants recognized as low-water-use by the California Department of Water Resources 2000 publication Water Use Classification of Landscape Species (WUCOLS), as it currently exists or may be amended in the future.
Maximum applied water allowance (MAWA). The upper limit of the annual applied water allowed for a project’s established landscaping, based upon the city’s reference evapotranspiration, the evapotranspiration (ET) adjustment factor and the size of the landscaped area.
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Packet Pg. 187 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
Microclimate. The climate of a small, specific area that may contrast with the climate of the overall landscaped area due to factors such as wind, sun exposure, plant density or proximity to reflective surfaces.
Mined land reclamation projects. Any surface mining operation with a reclamation plan approved in accordance with the Surface Mining and Reclamation Act of 1975.
Moderate-water-use plants. Ornamental trees, shrubs, ground covers, and perennials and other plants recognized as moderate-water-use by the Water Use Classification of Landscape Species document, as it currently exists or may be amended in the future.
Mulch. Any organic material such as leaves, bark, straw, compost or other inorganic mineral materials such as rocks, gravel, and decomposed granite left loose and applied to the soil surface for the beneficial purposes of reducing evaporation, suppressing weeds, moderating soil temperature and preventing soil erosion.
Operating pressure. The pressure when water is flowing through the irrigation system.
Overhead irrigation. Those systems that deliver water through the air (e.g., pop-ups, impulse sprinklers, spray heads, rotors, micro-sprays).
Overspray. The irrigation water which is delivered beyond the landscaped target area, wetting pavements, walks, structures, or other non-landscaped areas.
Pervious. Any surface or material that allows the passage of water through the material and into the underlying soil.
Plant factor. A factor that, when multiplied by the reference evapotranspiration (ETo), estimates the amount of water used by needed plants. Plant factors are derived from the Department of Water Resources 2000 publication, Water Use Classification of Landscape Species.
Point of connection. The point at which an irrigation system taps into the main water supply line.
Point source irrigation. Any non-spray low volume irrigation system utilizing emission devices with a flow rate measured in gallons per hour. Low volume irrigation systems are specifically designed to apply small volumes of water slowly at or near the root zone of plants.
Precipitation rate. The rate of application of water measured in inches per hour.
Pressure regulator. A valve that automatically reduces the pressure in a pipe.
Rain sensor. A system component that automatically shuts off and suspends the irrigation system when it rains.
Recycled water. Tertiary treated water that results from the treatment of wastewater is suitable for direct beneficial use, and conforms to the definition of disinfected tertiary recycled water in accordance with state law.
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Reference evapotranspiration (ETo). A standard measurement of environmental parameters that affect the water use of plants and is an estimate of the evapotranspiration of a large field of four- to seven-inch tall, cool-season grass that is well watered.
Runoff. Water which is not absorbed by the soil or landscape to which it is applied and flows from the landscape area.
Soils laboratory report. The analysis of a soil sample to determine nutrient content, composition and other characteristics, including contaminants.
Sprinkler head. A device that delivers water to the landscape through a spray nozzle.
Static water pressure. The pipeline or municipal water supply pressure when water is not flowing.
Station. An area served by one valve or by a set of valves that operate simultaneously.
Submeter. A separate meter that is located on the private side of the water system and is plumbed to measure only the water that flows through the irrigation system. This meter is to be used by the property owner to monitor irrigation water use and will not be read by the City.
Swing joint. An irrigation component that provides a flexible, leak-free connection between the emission device and the lateral pipeline to allow movement in any direction and to prevent equipment damage.
Valve. A device used to control the flow of water in the irrigation system.
Valve manifold. A one-piece manifold for use in a sprinkler valve assembly that includes an intake pipe having a water inlet and a plurality of ports adapted for fluid connection to inlets.
Very-low-water use plants: Refers to plants with a plant factor rating from 0 to 0.1.
Water feature. A design element where open water performs an aesthetic or recreational function. Water features include ponds, lakes, waterfalls, fountains, artificial streams, spas and swimming pools (where water is artificially supplied). The surface area of water features is included in the high-water-use hydrozone of the landscape area.
Water Use Classification of Landscape Species (WUCOLS). A document published by the University of California Cooperative Extension, the Department of Water Resources and the Bureau of Reclamation, 2000, as may be amended.
Weather-based or sensor-based irrigation control technology. An irrigation system that uses local weather and landscape conditions to tailor irrigation schedules to actual conditions on the site or historical weather data.
C. Applicability.
These requirements apply to the following projects:
1. New residential, commercial, office, industrial, public or quasi-public construction that requires design review and/or a building or grading permit.
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2. Additions or remodels to existing residential, commercial, office, industrial, public or quasi-public development that require design review and/or a building or grading permit and that have associated new or replaced landscaped areas equal to or exceeding 2,500 square feet of contractor-installed landscaping.
3. Additions or remodels to existing residential, commercial, office, industrial, public or quasi-public development that require design review and/or a building or grading permit and that have associated new or replaced landscaped areas equal to or exceeding 5,000 square feet of property owner-installed landscaping.
4. Where the regulations contained in this section conflict with or are otherwise less restrictive than provided in the State’s Model Water Efficient Landscape Ordinance, as contained in the California Code of Regulations, Title 23, the State’s Model Ordinance shall apply.
D. Exemptions.
These requirements shall not apply to the following projects:
1. Registered local, state or federal historical landscape areas.
2. Ecological restoration or mined-land reclamation projects that do not require a permanent irrigation system.
3. Plant collections as part of botanical gardens and arboretums open to the public.
4. New accessory dwelling units.
5. Accessory structures.
E. Required plans.
For projects subject to this section, the following plans shall be submitted:
1. Landscape Design Plan. A landscape design plan shall be submitted that includes the following:
a. Soil amendments, mulching and soil conditioning.
i. A minimum of eight inches of non-mechanically compacted soil shall be available for water absorption and root growth in planted areas.
ii. Compost or natural fertilizer incorporated into the soil to a minimum depth of eight inches at a minimum rate of six cubic yards per 1000 square feet or per specific amendment recommendations from a soils laboratory report, except within the driplines of trees that are to be preserved.
iii. A minimum three-inch layer of mulch shall be applied on all exposed soil surfaces of planting areas except in turf areas, creeping or rooting groundcovers or direct seeding applications.
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b. Plants.
i. Selected plants shall not cause the project’s estimated total water use to exceed the project’s maximum applied water allowance.
ii. Plants with similar water use needs shall be grouped together in distinct hydrozones, and where irrigation is required the distinct hydrozones shall be irrigated with separate valves.
iii. Low- and moderate-water-use plants can be mixed, but the entire hydrozone will be classified as moderate-water-use for maximum applied water allowance calculations.
iv. High-water-use plants shall not be mixed with low- or moderate-water-use plants.
v. All non-turf plants shall be selected, spaced and planted appropriately based upon their adaptability to the climatic, geologic, and topographic conditions of the project site.
vi. Turf shall not be planted on slopes exceeding 15 percent, planting areas ten feet wide or less, and in street medians, traffic islands, planter strips or bulb-outs of any size.
vii. Invasive plants as listed by the California Invasive Plant Council are prohibited. c. Water features.
i. Recirculating water systems shall be used for water features. ii. Recycled water shall be used when available onsite.
2. Irrigation Design Plan. An irrigation design plan shall be submitted that is designed and installed to meet irrigation efficiency criteria as described in the maximum applied water allowance and in accordance with the following:
a. A dedicated irrigation meter or submeter must be installed and specified. b. Irrigation systems with meters one and one-half inches or greater require a highflow sensor that can detect high-flow conditions and have the capabilities to shut off the system.
c. Isolation valves shall be installed at the point of connection and before each valve or valve manifold.
d. Weather-based or other sensor-based self-adjusting irrigation controllers are required.
e. Rain sensors shall be installed for each irrigation controller.
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f. Pressure regulation and/or booster pumps shall be installed so that all components of the irrigation system operate at the manufacturer’s recommended optimal pressure. g. The irrigation system shall be designed to prevent runoff or overspray onto nontargeted areas. h. Point source irrigation is required where plant height at maturity will affect the uniformity of an overhead system and any areas less than ten feet in width in any direction.
i. A minimum 24-inch setback of overhead irrigation is required where turf is directly adjacent to a continuous hardscape that flows into the curb and gutter. j. Slopes steeper than 15 percent shall be irrigated with point source or other lowvolume irrigation technology. k. A single valve shall not irrigate hydrozones that mix high-water-use plants with moderate- or low-water-use plants.
l. Trees shall be placed on separate valves where feasible to facilitate the appropriate irrigation of trees and allow flexibility in times of drought if some irrigation zones must be shut off and tree irrigation is still allowed.
m. Sprinkler heads, rotors and other emission devices on a valve shall have matched precipitation rates.
n. Head-to-head coverage is required unless otherwise directed by the manufacturer’s specifications.
o. Swing joints or other riser protection components are required on all risers. p. Check valves shall be installed to prevent low-head drainage.
F. Review process.
The following documentation shall be presented to the planning and building director or his/her designee for a landscape design plan and irrigation design plan associated with a project for which design review and/or a grading or building permit is required. Landscape planting design and conceptual irrigation design plans shall be designed by and include the signature of a licensed landscape architect, certified irrigation designer, licensed landscape contractor, or any other person authorized to design a landscape plan and irrigation system.
1. Project Requiring Design Review. The following documentation shall be presented for projects requiring design review:
a. Calculation of the project’s maximum applied water allowance. b. A landscape planting design plan that accurately and clearly identifies and depicts:
i. New and existing trees, shrubs, groundcovers, turf, and any other planting areas, including any existing landscaping that is to be retained.
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ii. Plants by botanical name and common name.
iii. Plant sizes and quantities.
iv. Property lines, new and existing building footprints, streets, driveways, sidewalks, and other hardscape features.
v. Pools, fountains, and similar water features.
c. A conceptual irrigation design plan or statement that describes irrigation methods and design actions that will be employed to meet the irrigation specifications of this section.
2. Project Requiring a Grading or Building Permit. The following documentation shall be presented for projects requiring a grading or building permit:
a. Calculation of the project’s maximum applied water allowance. b. A landscape planting design plan that accurately and clearly identifies and depicts:
i. New and existing trees, shrubs, groundcovers, turf, and any other planting areas, including any existing landscaping that is to be retained. ii. Plants by botanical name and common name.
iii. Plant sizes and quantities.
iv. Property lines, new and existing building footprints, streets, driveways, sidewalks, and other hardscape features.
v. Pools, fountains, and similar water features.
c. An irrigation design plan drawn at the same scale as the planting plan that:
i. Accurately and clearly identifies and depicts the irrigation system point of connection.
ii. Accurately and clearly identifies and depicts irrigation system components, e.g., controller, pipe, remote-control valves, sprinklers and other application devices, rain shut-off device, check valves, pressure regulating devices, backflow prevention devices.
iii. Includes a hydrozone table.
d. Where slopes exceed 10 percent, a grading plan drawn at the same scale as the planting design plan that accurately and clearly identifies:
i. Existing and finished grades.
ii. Drainage patterns.
iii. Pad elevations.
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iv. Spot elevations.
v. Storm water retention improvements.
vi. The grading plan shall include the following statement: “I have complied with the criteria of the ordinance and applied them accordingly for the efficient use of water in the grading design plan” and shall bear the signature of a licensed professional.
G. Approval process.
A landscape planting design plan and irrigation design plan prepared in compliance with the submittal requirements provided in this section shall be determined to be complete and shall be approved provided the plans do not exceed the project’s maximum applied water allowance and are in compliance with the General Plan, Land Use Code and Citywide Design Guidelines. The planning and building director’s or his/her designee’s authority to approve these plans is limited to those projects that are not otherwise subject to review by the planning commission or City Council.
H. Certification of completion.
Upon installation and completion of the landscaping and irrigation system, and prior to issuance of a final building or grading permit, the property owner or his/her designee shall submit a certificate of completion that certifies that the system has been installed in accordance with the project’s approved landscape and irrigation design plans and the recommendations of the project’s soil management report, if any, have been implemented. The certificate of completion shall be signed by a licensed landscape architect, certified irrigation designer, licensed landscape contractor, or any other person authorized by the planning and building director or his/her designee to design and inspect a landscape plan and irrigation system.
The certificate of completion shall be accompanied by an irrigation audit that contains the following:
1. Operating pressure of the irrigation system.
2. Distribution uniformity of overhead irrigation.
3. Precipitation rate of overhead irrigation.
4. Report of any overspray or broken irrigation equipment.
5. Irrigation schedule including:
a. Plant establishment irrigation schedule.
b. Regular irrigation schedule by month based on plant type, root depth, soil type, slope factor and shade factor, and that specifies irrigation interval (days per week), irrigation runtimes, number of start times per irrigation day, gallons per minute for each valve, precipitation rate, distribution uniformity and monthly estimated water use calculations.
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Packet Pg. 194 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
6. An irrigation maintenance schedule timeline shall be attached to the certificate of completion that includes:
a. Routine inspections.
b. Adjustment and repairs to the irrigation system, aerating and dethatching turf areas, replenishing mulch, fertilizing, pruning and weeding.
I. Permit extensions.
An extension of the building or grading permit to complete the landscape planting design plan and irrigation design plan and/or temporary occupancy may be approved by the building official upon written request subject to City receipt of cash security for the complete cost of the improvements, including administrative fees. This security will be returned to the applicant, except for any administrative fees, upon completion of the work.
J. Modifications to requirements.
1. The planning and building director or his/her designee will consider and may allow the substitution of design alternatives and innovation which may equally reduce water consumption for any of these requirements.
2. The planning and building director or his/her designee will accept documentation methods, water allowance determination, and landscape and irrigation design requirements of the State of California Model Water Efficient Landscape Ordinance in lieu of the submittal requirements provided in this section where it can be demonstrated that the State procedure will more effectively address the design requirements of the project.
K. Fees.
A fee may be established by City Council resolution to offset the cost of implementing the water efficient landscape regulations.
L. Appeals.
The applicant or any affected person may appeal the final decision of the planning and building director or his/her designee by filing an appeal in writing to the planning commission within 10 City working days of the date of the decision. A decision by the planning commission may be appealed by filing an appeal in writing to the City Council within 10 City working days of the decision. (Ord. 1172 § 2, 2018; Ord. 1159 § 10, 2016; Ord. 1091 § 1, 2000.) Section 6. Title 20, Section 20.08.165, Max floor area ratio and site coverage shall be amended as follows:
20.08.165 Maximum floor area ratio and site coverage
The maximum floor area ratio and site coverage requirements for commercially zoned parcels are as follows:
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Packet Pg. 195 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
Table 14 Maximum floor area ratio and site coverage for commercial districts Zoning
District
Max. Floor Area
Ratio (FAR)
Max. Site
Coverage
PR 300% 100%
CD 200% 100%
MU 100% 60%
CS 80% 60%
GMU -- 30%
Section 7. Title 20, Section 20.16.160, Handicapped parking shall be amended as follows:
20.16.160 Accessible parking
All parking lots accessible to the public shall provide parking spaces designated for use by persons with disabilities, as required by other City requirements as well as state and federal law.
Accessible spaces shall be included as part of the total number of parking spaces required for each land use as specified in HMC 20.16.150. (Ord. 1106 § 2 (Exh. A § 1920), 2011.) Section 8. Title 20, Section 20.08.310, Definitions shall be amended to read as follows:
Fitness Center. A facility that provides exercise facilities and related activities for the purpose of physical fitness, improved circulation or flexibility, and/or weight control. May include related uses such as sport courts, locker facilities, showers, massage services (licensed, therapeutic), tanning services, pools, whirlpools and saunas. Fitness Centers located within the MU zoning designation are limited to a maximum of 5,000 square feet.
Section 9. Environmental Compliance.
The City Council finds that the proposed ordinance Amendments are exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3) (the “common sense exemption”) because it can be seen with certainty that there is no possibility that the municipal code Amendments will have a significant effect on the environment. The proposed Amendments make clarifying changes to the Municipal Code and will not allow for, nor encourage, any more development than is already anticipated under the City’s General Plan, or otherwise allow for or promote physical changes in the environment and, therefore, it can be seen with certainty that there is not a possibility that the proposed Amendments may have a significant impact on the environment.
Moreover, none of the CEQA exceptions apply. The Amendments will not impact any environmental resources of hazardous or critical concern. The Amendments are primarily procedural in nature, and any new uses will have no impacts to critical resources. The Amendments will also not contribute to cumulative impacts or have a significant effect due to unusual circumstances. The Amendments make clarifying procedural changes to the municipal code. Lastly, the Amendments will not impact scenic highways, will not involve hazardous waste sites, and will
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not impact historical resources. Any new uses would be cannot not be approved if there are environmental impacts to sensitive species, wetlands, or adjacent uses, buildings or other structures.
Section 10. Severability.
If any provision of this ordinance or the application thereof to any person or circumstance is held invalid, the remainder of the ordinance and the application of such provision to other persons or circumstances shall not be affected thereby.
Section 11. Effective Date and Publication.
This Ordinance of the City of Healdsburg shall be effective thirty (30) days after the date of its passage. Before expiration of fifteen (15) days after its passage, this Ordinance or a summary thereof as provided for in Government Code Section 36933, shall be published at least once in a newspaper of general circulation published and circulated in the City of Healdsburg, along with the names of the City Council members voting for and against its passage.
INTRODUCED by the City Council of the City of Healdsburg on the 6 th day of May 2024, and
PASSED and APPROVED at a regular meeting of the City Council on the 3rd day of June 2024, by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ABSTAINING: Councilmembers:
SO ORDERED
David Hagele, Mayor Raina Allan, City Clerk
Dated:
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Packet Pg. 197 Attachment: Misc. Land Use Code Amendments City Council Ordinance (2nd Reading) (4475 : 2nd Reading, Title 20 Land Use Code
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Professional Services Agreement for Strategic Communication Services PREPARED BY: Andrew Sturmfels, Assistant City Manager
STRATEGIC INITIATIVE(S):
Expand Affordable Housing Opportunities
Provide Effective Governance
RECOMMENDED ACTION(S):
Adopt a Resolution approving a Professional Services Agreement with Clifford Moss LLC with a not to exceed amount of $62,000 and subject to Council placing a Growth Management Ordinance amendment on the November Ballot and amending the Adopted Budget.
COMMUNITY ENGAGEMENT/OUTREACH:
This item seeks to establish a professional services agreement (PSA) with Clifford Moss LLC to support strategic communications and an information-only fact-based communication process in conjunction with any Council-approved Growth Management Ordinance (GMO) ballot initiative.
BACKGROUND:
The City Council is considering placing a ballot initiative on the November election ballot that would amend the GMO. Recent polling on the issue showed that voter understanding of the GMO was very low, with only 9% of respondents indicating they were “very familiar” with the GMO. With nearly 7,000 likely voters in the November 2024 election, it is important the City ensure that voters have every opportunity to educate themselves on housing policy related to any proposed ballot measure. Additionally, staff, council, and community feedback has indicated a strong need for a clear, fact-based, communication plan to help voters understand the GMO and the goals behind the proposed ballot measure.
In 2022, the City Council placed measure L on the ballot, which proposed to authorize the City to bond against transient occupancy tax (TOT) revenues dedicated to Community Services for infrastructure projects. Due to the complexity of that measure, the City engaged with Clifford Moss LLC to help educate and inform voters on the proposed measure. Measure L passed with 76% voter support.
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DISCUSSION/ANALYSIS:
Council requested staff develop a strategic communication plan to help inform and educate voters about the GMO and the proposed ballot initiative, should it move forward. Staff received the attached proposal (Attachment A) from Clifford Moss and Associates to support education and information sharing. The proposal includes the following strategic communication services:
• Review available background material and confer with City Leaders on City housing needs.
• Assess the City’s current public communications efforts as they relate to City’s goal(s). • If appropriate, recommend and provide guidance on a listening strategy for high-level opinion leader engagement that supports City’s goal(s), including drafting messaging tools - e.g. messaging platform, early talking points, etc., and provide message discipline advice.
• Recommend a strategy, timeline and budget to help the City inform and educate its larger community of voters, residents, and stakeholders regarding their issue on the ballot. • Prepare City for information-only communications (e.g. factual, information-only web content, fact sheets, FAQs, etc.).
• Provide ongoing project-related strategic communications counsel as needed. • Participate in City project-related meetings and Zoom/conference calls as needed.
ENVIRONMENTAL STEWARDSHIP:
Not applicable.
ALTERNATIVES:
Council could choose not to enter into a professional services agreement with Clifford Moss. If this option is preferred, staff would request additional direction from Council on how to best meet the City’s housing education goals as they relate to a future ballot initiative.
FISCAL IMPACT:
The proposed contract with Clifford Moss LLC is for a not to exceed amount of $62,000. The Fiscal Year 2024-25 budget currently proposes $100,000 for education of a potential housing ballot initiative. In Fiscal Year 2024-25, $50,000 is appropriated in the Measure S Affordable Housing Fund and $50,000 is appropriated in the City Managers department in the General Fund.
Staff would like to begin working with Clifford Moss immediately to ensure an effective communication strategy that aligns appropriately with the election cycle. As such, staff propose to increase the Fiscal Year 2023-24 budget in the General Fund by $31,000 and in the Measure S Affordable Housing Fund by $31,000. To keep the total funding for the Growth Management Ordinance outreach at $100,000, the Fiscal Year 2024-25 budget is proposed to be reduced by an equal amount. The proposed budget amendment is attached as Exhibit A to the proposed resolution.
ENVIRONMENTAL ANALYSIS:
Pursuant to Title 14, the California Code of Regulations, Section 15378(b)(5) of the California Environmental Quality Act (“CEQA”) guidelines, approval of this resolution is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.
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ATTACHMENT(S):
Resolution
Exhibit A
Attachment A: Scope of Work
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CITY OF HEALDSBURG
RESOLUTION NO. _____-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG APPROVING A PROFESSIONAL SERVICES
AGREEMENT WITH CLIFFORD MOSS LLC, AUTHORIZING
THE CITY MANAGER TO EXECUTE THE AGREEMENT,
AND AMENDING THE ADOPTED BUDGET
WHEREAS, the City of Healdsburg has determined that it requires professional services to conduct housing education as it relates to a possible November 2024 election; and WHEREAS, Clifford Moss is an Oakland-based professional services firm dedicated to building better communities through strategic communications, public information, and more; and WHEREAS, Clifford Moss and the City successfully partnered on educational outreach efforts as part of the Measure L ballot initiative in 2022; and WHEREAS, recent polling conducted by the City showed that only 9% of the polled electorate were very familiar with the GMO, and only 2 in 5 respondents were familiar with the GMO; and
WHEREAS, the City has proposed $100,000 of funding in the FY 2024-2025 budget for the purposes of entering into a Professional Services Agreement to support housing education as it relates to a possible November 2024 election; and
WHEREAS, the Fiscal Year 2024-25 funding includes $50,000 appropriated in the Measure S Affordable Housing Fund and $50,000 appropriated in the City Managers department in the General Fund; and
WHEREAS, additional appropriations are needed in the current Fiscal Year.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby:
1. Approves a Professional Services Agreement with Clifford Moss LLC in the amount of $62,000
2. Authorizes the City Manager to execute the agreement.
3. Approves amending the Fiscal Year 2023-24 and 2024-25 Budget as depicted in the attached Exhibit A.
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Packet Pg. 201 Attachment: Resolution (4478 : PSA with Clifford Moss - Strategic Communication Services) Resolution No. -2024
PASSED, APPROVED AND ADOPTED, this 3rd day of June 2024, by the following vote:
AYES: Councilmembers: ( )
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
__________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
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Packet Pg. 202 Attachment: Resolution (4478 : PSA with Clifford Moss - Strategic Communication Services) Resolution No.
Exhibit A
Account Number Increase Amount Decrease Amount Description 106-2022-43205-00000 $ 31,000 Increase Approprations to Expedite GMO Outreach 101-2001-43205-00000 $ 31,000 Increase Approprations to Expedite GMO Outreach Account Number Increase Amount Decrease Amount Description 106-2022-43205-00000 $ 31,000 Decrease Approprations to Expedite GMO Outreach 101-2001-43205-00000 $ 31,000 Decrease Approprations to Expedite GMO Outreach FY 23-24 Budget Amendment
FY 24-25 Budget Amendment
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Packet Pg. 203 Attachment: Exhibit A (4478 : PSA with Clifford Moss - Strategic Communication Services) From
CliffordMoss
5111 Telegraph Avenue No.307
Oakland, CA 94609
Bonnie Moss, Principal
510-907-3195
[email protected]
Laura Crotty, Vice President
408-839-5556
[email protected]
www.cliffordmoss.com
May 24, 2024
Proposal for
Strategic Communications Services
Prepared for
City of Healdsburg
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Packet Pg. 204 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services)
TABLE OF CONTENTS
* Cover Letter 1
1. Firm Overview 2
2. Proposed Scope of Work 3
3. Management Plan 4
4. Project Team 5
5. References 6
6. Proposed Fees 7
7. Thank You! 7
Appendix 9
Exhibit 1. Your Unique Voter Profile
Exhibit 2. The CliffordMoss Promise
Exhibit 3. Public Information Examples
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Packet Pg. 205 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 1 May 24, 2024
Mr. Jeff Kay, City Manager Sent Via Email: [email protected] Mr. Andrew Sturmfels, Asst. City Manager [email protected] City of Healdsburg
401 Grove Street
Healdsburg, California 95448
RE: Proposal for Strategic Communications Services
Dear Jeff and Andrew:
Thank you for reaching out and for the recent conversations with us about your 2024 City of Healdsburg needs. We have enjoyed our past work together in the communications space benefitting the City, and we are eager to continue a mutually rewarding relationship with Healdsburg. Accordingly and per your request, CliffordMoss LLC is pleased to present this proposal to support your housing education as it relates to a possible November 2024 election over the next several months.
About Us. For those at the City who are not familiar with our firm, here is a quick overview. CliffordMoss is a boutique Oakland-based professional services firm dedicated to building better communities through our strategic communications, public information-ONLY, political strategy, election planning, and campaign services. Every day, we bring a spirit of innovation to our communications work in the public arena that helps our clients achieve their goals and win the hearts and minds of their communities. We challenge the conventional wisdom that other public affairs firms generally practice. Our seasoned team members have deep and relevant experience – collectively, more than five decades working with California local public agencies creating success in the public communications space. We help our clients succeed (no matter how they define “success”) – especially when there is great complexity, difficult issues to communicate, organized opposition (in all its forms), negative politics, and/or a history of previous failures.
Our track record guiding clients to achieve their communications goals, is a source of pride for our firm.
CliffordMoss successes include numerous city ballot measures and communications projects in a variety of terrains, including working with the City of Healdsburg in 2022 to provide public information-only services on behalf of Measure L, as well as other communities across the state. Our commitment to high quality public communications is improving community relationships and helping to positively transform local public housing, services, facilities and infrastructure for cities, schools, libraries, parks, fire departments, healthcare districts, transportation, housing, childcare programs, and other essential public services across California.
Our CliffordMoss team is eager to assist you in achieving your goals for the City of Healdsburg. We look forward to once again teaming up with you in 2024. It all starts with a story – your story. Our job is to bring that story to life. Let us tell your story. Thank you for your consideration.
Sincerely,
Bonnie Moss Laura Crotty
Principal, CliffordMoss LLC Vice President, CliffordMoss LLC 510-757-9023 | [email protected] 408-839-5556 | [email protected]
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Packet Pg. 206 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 2 1. Firm Overview
About CliffordMoss | www.cliffordmoss.com
CliffordMoss is a leading California strategic communications firm, specializing in the deliberate fields of public education and information-ONLY services, election consulting, political strategy, election planning, and campaign services. Based in Oakland, our firm is led by Bonnie Moss, Tom Clifford, Amanda Clifford, and Laura Crotty. We are deliberately small and lean. To stay nimble and responsive, we employ around 7-10 team members and engage a network of highly qualified associates across the state that join us on projects when needed. We are not the typical political strategy corporation. CliffordMoss is a boutique strategic firm whose principals and project leaders stand ready to bring a fresh approach to public communications enriched by over 50 years of directly relevant experience. We’ve built our firm on three core principles:
Your community is unique u Listening is a lost art u People support what they help create We use these principles to help you tell your story in an honest, factual, and compelling way. We use them to help you engage, listen, and build relationships. Most importantly, we use them to help you see opportunities through a win-win lens, so you inspire others in your community to rise and pay attention to your message from the outside in. We understand that your primary focus is on providing vital city services.
With that said, our job is to help facilitate, train, and coach you in navigating wisely so you can successfully make your voice (the City’s voice) and information heard in the public arena at a time for housing related decisions for the community.
Competitive Strengths of Our Team:
1. We know you and your community! We had the honor of working with the City of Healdsburg in 2022 to conduct a larger public information and engagement effort surrounding your needs and Measure L. Ultimately, your voters chose to pass Measure L on election day.
2. Smart, Strategic Thinking & Communications Capabilities. Whether your needs are messaging related, coaching or strategic navigation in a highly complex terrain, we bring decades of experience and a slightly more neutral perspective. Our perspective and skill creates an advantage for you navigating politically complex and uncertain terrain. We focus on Strategic Communications to educate and engage your community on its terms.
3. Our Style - Invested in YOU and YOUR Success. CliffordMoss is client-centered and client-driven. We invest deeply in you, guiding you through a potentially complex, organic, uncertain process to achieve your goals. We don’t tell our clients what to do. We practice a higher art with our “facilitate, train, and coach” approach. We make the effort to LISTEN. We work hard to get things right the first time. We are not rigid or stuck in a routine or past templates. We are not afraid to take calculated risks when conditions require it. Our commitment calls on us to stay on the cutting edge of innovation, and you will see us bring that value to you in thought partnership, communications work, service orientation, and results.
4. The WAY we tell your story. We work hard to combine old-school direct mail, flyers, and door-to-door communications with new-school video and online and social media messaging, content, and placement to achieve maximum impact. We can work with you – and through you. OR, if you want us to drive the process, we work with peak-performing industry vendors to deliver winning results and affordable, high quality work products.
5. GREAT Strategy & Proven Results. We focus on building the right strategy for the right ballot package for the right election. We are successful because we invest in building strategies that deliver results, whether in “blue sky”, cloudy, or turbulent political environments. Since opening our doors over 12 years ago, CliffordMoss has maintained an overall 92.3% win rate. (Please don’t take our word for it; ask our references what it’s like to work with CliffordMoss. They’ll tell you straight up!)
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Packet Pg. 207 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 3 2. Proposed Scope of Work
We understand that your City team’s top priority is running your city and providing vital city services to your community. Given the likely elevated conversation surrounding housing as it relates to the November 2024 election, it will be CRITICAL to build and execute a City information-only public engagement program that addresses the uniqueness of Healdsburg housing needs and meets community members where they are.
We envision our role as helping you navigate wisely so you can ensure the community is properly informed with facts and engaged in order for a decision that will be ultimately up to the voters. Accordingly, below is a potential Scope of Services that we believe could meet your needs. We offer this as a starting point, hoping that you see a fit with CliffordMoss to provide such services.
Strategic Communications Services
§ Review available background material and confer with City Leaders on City housing needs. § Assess the City’s current public communications efforts as they relate to City’s goal(s). § If appropriate, recommend and provide guidance on a listening strategy for high-level opinion leader engagement that supports City’s goal(s), including drafting messaging tools - e.g. messaging platform, early talking points, etc., and provide message discipline advice.** § Recommend a strategy, timeline and budget to help the City inform and educate its larger community of voters, residents, and stakeholders regarding their issue on the ballot.** § Prepare City for information-only communications (e.g. factual, information-only web content, fact sheets, FAQs, etc.).**
§ Provide ongoing project-related strategic communications counsel as needed. § Participate in City project-related meetings and Zoom/conference calls as needed.
Contractor’s services do not include legal or financial advice or counsel of any kind. ** Provider strives for a “teaming/thought partnership” relationship with City in these processes. The work is collaborative and iterative. Provider usually prepares drafts (with input from City) for team review/editing. It is not uncommon for drafts to go back and forth between Provider and City before City gives final approval for internal or external use.
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Packet Pg. 208 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 4 3. Management Plan
Our goal is to make this process manageable and successful for you and your team. We understand your primary focus is running your city and providing vital city services. That said, the community deserves to be informed and engaged regarding possible November 2024 housing decisions. We are here to help think through, strategize, message, and coach you through the process so you can effectively inform your community on facts and implications of a yes or no vote during this critical 2024 window.
Our work for the City is proposed to be entirely REMOTE.
Regardless of conditions, pacing, political intensity, or other challenges, at all times we strive to align to the needs of our clients first and foremost. We view TIME as your most valuable resource – you will see us use it wisely. As a general rule, we are happy to serve in an on-call capacity; however, we do advocate for regular Core Team meetings (bi-weekly at a minimum) via Zoom or other virtual platforms.
Efficiency & Effectiveness. We are big believers at CliffordMoss in using the full spectrum of channels to communicate publicly and internally between Core Team meetings – including conference calls and Zoom meetings, emails, phone appointments, etc. We are very accustomed to weekend and evening huddles as issues arise. We strive to be 100% accessible to you regardless of the conditions.
Our Commitment to You: CliffordMoss will work with you to make smart decisions that position you for success. YOU will always be in the driver’s seat, especially on all budget-related decisions. Our client contact and management commitment focuses on YOU and YOUR needs. Our choice of assigned team members and sub-consultants is deliberate – we choose peak-performing partners to ensure the very best results. 0 Information-ONLY MIX
Stakeholder Work
Opinion Leader
Conversations Factual Outbound Information
Direct Mail
Step 1:
Deliberate Messaging
Digital / Online
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Packet Pg. 209 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 5 4. Project Team
Here is the team you will be working with if you choose CliffordMoss:
Bonnie Moss, Principal, CliffordMoss. Strategic Advice.
Bonnie is a 35+-year veteran of successful local public initiatives, political campaigns, and public sector marketing programs that have created impact and winning results across hundreds of communities in California and the nation. Over the past 20+ years, she has earned a reputation as one of California’s leading local revenue measure and public sector strategic communications experts, guiding must-win projects to success. A native of California, she attended MIT and Wellesley College, graduating from Wellesley with a BA in Urban Studies. Bonnie’s consulting career was built on a foundation of 17 years in private sector community relations leadership positions in California and Texas, and eight years as a local elected official in Alameda County, CA. In 1999, Bonnie moved into political and communications consulting where she found enormous success combining her personal and professional passions. After over a decade of successes in the industry, she formed CliffordMoss in 2012 with partner Tom Clifford. Bonnie has guided hundreds of toughto-win local elections to political success over the past 20+ years, securing billions of dollars for worthy community causes. Her clients include many city projects and successful communications initiatives across California, including the City of Healdsburg. Bonnie has also helped secure billions of dollars for worthy public facilities, community services, and causes. When she is not on the road teaching, coaching, serving, and celebrating her clients’ hard work building support for their causes, Bonnie lives in Hayward, California.
A self-described “free spirit”, her lifelong success story finding win-win solutions for both clients and communities now continues in her current venture, CliffordMoss. Bonnie will serve as chief strategist, leading all aspects of your project.
Laura Crotty, Vice President, CliffordMoss. Project Lead.
Laura is a crucial member of our team, now in over ten years of leading projects specializing in guiding local city, government, school, community college, transportation, environmental, and county public communications efforts. A native of the San Francisco South Bay Area, Laura received her B.A. from UC Santa Cruz. Following graduation, she became a Senior AmeriCorps team leader ‘filling the gap’ in inner-city public schools. Later, she worked with the non-profit Spectrum Community Services to improve energy efficiency for low-income homes and vulnerable populations. With over 10 years’ experience at CliffordMoss, Laura is now a leading member of our team. She is familiar with the Greater Bay Area, and has provided strategic guidance to many cities throughout California. Laura brings exceptional skills, leadership, and experience in research, analysis, information technology and innovative problem-solving to CliffordMoss and our clients. When she is not leading projects passionately for CliffordMoss across the state, Laura and her husband are proud parents of two young children.
CliffordMoss Support Team and Peak Performing Sub Vendors.
Our firm employs a team of professionals, who possess important community organizing, campaign, messaging, media, online and social media expertise, and extensive print/production/direct mail capabilities.
Our extended team of sub-vendors includes a world-class graphic designer, best in the business printproduction teams, experienced data services provider, innovative online communications firms, and media consultants. We foster positive working relationships with vendors that share our commitment to excellence and innovation for CliffordMoss clients. Together, we can successfully navigate your communications challenges and opportunities.
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Packet Pg. 210 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 6 5. References
City of Berkeley – Alameda Co.
Jesse Arreguín, Mayor, 510-646-2852
2018 $135M GO Bond | Tax Rate: $23 per $100,000 | WIN (77% YES) 2018 Real Property Transfer Tax | WIN (72% YES)
City of Emeryville – Alameda Co.
John Bauters, Mayor, City of Emeryville, 415-999-7932
Christine Daniel, City Manager, 510-917-2996
2022 Real Property Transfer Tax | WIN (71% YES)
*Provided public engagement/information-only services only City of Oakland – Alameda Co.
Libby Schaaf, Former Mayor, 510-301-6584
2014 10 yr. Parcel Tax and Parking Tax | WIN (77% YES)
2018 $75 20 yrs. Parcel Tax for Libraries | WIN (76% YES) 2020 $148 20 yr. Parcel Tax for Parks | WIN (68.08% YES) 2022 $850M Facilities Bond | Tax Rate: $71 per $100,000 | WIN (75.33% YES) City of Hayward – Alameda Co.
Dustin Claussen, Interim City Manager, 510-583-4305
Julie Roche City Council Member, Cell: 650-248-5184
2014 ½-cent Sales Tax WIN (67% YES)
2016 20 yr. UUT Renewal | Tax Rate: 5.5% on gas, electricity, TV & phone | WIN (73.3% YES) 2018 Real Property Transfer Tax | WIN (59% YES)
We are currently working with the City to prepare for a 2024 local revenue measure City of Walnut Creek – Contra Costa Co.
Dan Buckshi, City Manager, 805-305-5372
Betsy Burkhart, Communications and Outreach Manager, 925-404-4994 2022 0.5% Sales Tax | WIN (65.05% YES)
*Provided public engagement/information-only services only City of Folsom – Sacramento Co.
Elaine Andersen, City Manager, 916-390-0927
Christine Brainerd, Communications Director, 916-479-5337 2022 information only for a November 2022 local revenue measure.
City of Lodi – San Joaquin Co.
Steve Schwabauer, City Manager, 209-333-6700
2018 0.005% Sales Tax | WIN (58% YES)
City of Elk Grove – Sacramento County
Kara Reddig, Deputy City Manager, 916.478.2249 / cell: 916.479.2238 2022 1% Sales Tax | WIN (54.3% YES)
City of Pleasanton – Alameda Co.
Gerry Beaudin, City Manager, 925-931-5002 / cell: 925-918-1564 Pamela Ott, Assistant City Manager, 925-931-5002 / cell: 925-699-9352 We are currently working with the City to prepare for a 2024 local revenue measure.
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Packet Pg. 211 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 7 6. Proposed Fees
Our fee structure is specifically designed to bring the very best strategic guidance to you to achieve YOUR strategic and electoral objectives, while also meeting predictable and prudent cost control requirements. Our clients tell us the investment in CliffordMoss is well worth it, given our record of doing the job once, doing it right, and getting it done.
For 2024, CliffordMoss has set a $24,000 minimum fee for the services we provide public sector clients. If you have concerns about our pricing proposal (below), let’s talk about it. With that said, here is our cost proposal for the City of Healdsburg:
CliffordMoss Fee: $8,000 per Month until September 30, 2024 Plus approved business expenses
Up to $30,000 - Communications Budget. This would allow for two mailers to all voter households + some digital graphics for City online social media use. A bare-bones minimum budget (1 mailer + digital graphics) would be in the $15,000 range.) $47,000 - $62,000 Recommended TOTAL Not-to-Exceed Budget THIS PROPOSAL ASSUMES NO “CAMPAIGN” INVOLVEMENT BY
CLIFFORDMOSS.
7. Thank You!
The CliffordMoss team is eager to once again assist the City of Healdsburg in achieving your strategic communications and public information goals. Our experience in your region and with your city in particular, has helped us prepare to effectively serve you. If you have any questions about this proposal, please do not hesitate to contact Bonnie Moss via email: [email protected] or cell: 510-757-9023, or Laura Crotty via email: [email protected] or cell: 408-839-5556.
It all starts with a story – your story. Our job is to bring that story to life.
On behalf of the entire CliffordMoss team, we appreciate the opportunity to participate in your process and we hope you share our enthusiasm for letting us tell your story. Thank you for your consideration.
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Packet Pg. 212 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 8 Appendix
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Packet Pg. 213 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 9 Exhibit 1: Your Unique Voter Profile
Understanding the uniqueness of your City of Healdsburg universe of voters will be critical to achieving your goals. To that end, we dig deep into voter data to understand your voters. Here is just a brief snapshot of the kind of data we will analyze and have available for your project.
Descriptor Voters - # Voters - %
All Voters 7,298 Voters / 4,047 Households
Early VBM: 26.6% / Late VBM: 19.5% 100%
Likely Voters
November 2024
6,969 Voters / 3,938 Households
Early VBM: 27.6% / Late VBM: 20.1% 95.5%
By Party
By Age
All Voters Likely Nov. 2024
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Packet Pg. 214 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services) 10 Exhibit 2. The CliffordMoss Promise
As you deliberate, please keep in mind our core promises to you:
1. ACTIVE LISTENING. In this day and age, it often feels like listening is a lost art. Many consultants tell you exactly what you should do without ever getting to know who you are and what makes you and your cause unique. Our team is different. We will MAKE TIME to listen - in all directions. From our very first meeting, you will see that many of our diagnostic tools involve effective listening – listening to you, listening to public leaders and listening to stakeholders, influencers and voters who can impact your end-game goals. Providing effective assistance STARTS with quality listening.
2. EARNING PUBLIC TRUST. The most successful strategic plans earn the confidence of people because they had a role in helping to create them. We believe “people support what they help create” and practice that in our strategic work together. This involves setting up channels for candid, two-way exchange with stakeholders every step of the way, and being open to going, within a framework, in the direction they want to go.
3. CANDOR. In our business, candor is a virtue. That’s why we strive to build a working environment where all parties have room to be authentic and real. Avoiding or sugarcoating tough issues doesn’t help. When we all commit to candor in a spirit of goodwill, we keep your path to success open.
4. WORK ETHIC. Our experience reminds us that a highly complex, resource-tight project like yours requires dedicated effort from all invested parties. Our work ethic will be an asset to you. We believe in personal investment, hard work, discipline, easy and frequent flow of information and continuous improvement in the work we do together. We practice these values in all aspects of our work, from logistical and analytical elements, to resolving community concerns, to developing policy, program and project options. We commit ourselves 24/7.
5. CONSULTANT ACCESSIBILITY. Our team is comfortable leading (and following) in a high pressure, fastpaced environment. You can count on us to be with you from start to finish. You will have seasoned professionals at your side; we will not hand your project off to junior level staff. When you need us, you will have the capability to reach us — quickly.
6. PASSION FOR YOUR CAUSE. We love the public engagement work we do for California public agencies.
Leading members of our team have been practicing professionals for years. When you succeed, we succeed – that’s what motivates us to help you hit a grand slam. Our passion for the work helps us to go deeper with clients. Call our references – ask how they feel about our CliffordMoss commitment to their cause.
It all starts with a story – YOUR story. Our job is to help you bring your story to life. Let us put the CliffordMoss Promise to work for you. Let us tell your story. Thank you!
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Packet Pg. 215 Attachment: Attachment A: Scope of Work (4478 : PSA with Clifford Moss - Strategic Communication Services)
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Professional Services Agreement with Brelje and Race, Consulting Engineers for Engineering Design Services for the Cabernet Road Culvert Replacement Project
PREPARED BY: Clay Thistle, Senior Engineer
STRATEGIC INITIATIVE(S):
Maintain and Improve Infrastructure and Facilities
RECOMMENDED ACTION(S):
Adopt a Resolution approving a Professional Services Agreement with Brelje and Race, Consulting Engineers, in the not-to-exceed amount of $52,500 for engineering services for the Cabernet Road Culvert Replacement Project authorizing the City Manager to execute the Agreements, and amending the adopted Fiscal Year 2023-24 Budget.
COMMUNITY ENGAGEMENT/OUTREACH:
City staff will engage adjacent property owners informing them of the project, the project schedule, anticipated impacts, and provide direct contact information for the City project manager.
Prior to construction additional notifications will be provided to the neighborhood.
BACKGROUND:
The Vintage Hills Subdivision constructed in 1978 included construction of Cabernet Road and two approximately 42” diameter corrugated metal culverts. In the winter of 2023 ground subsidence and a sink hole was discovered above the culverts. City Staff investigated and determined that the culverts were failing and in need of replacement.
City Staff solicited proposals from three qualified consultant firms with relevant experience to prepare plans, specifications, and cost estimate (PS&E) for replacement of the failing culverts.
In response to the solicitation a single proposal was received from Brelje and Race, Consulting Engineers. The proposal provided a detailed description of tasks to be performed, schedule, and fee for the proposed services.
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The complete PS&E will be the basis for soliciting bids for construction.
DISCUSSION/ANALYSIS:
Brelje and Race met with staff for detailed discussion about scope, schedule, the City’s expectations, and Brelje and Race’s proposed fee estimate for services. Staff has reviewed Brelje and Race’s proposed scope and not-to-exceed fee of $52,500. Based on the proposed scope of services and follow-up meeting, staff determined that the cost of services is reasonable, and the scope meets the City’s needs.
The project is proposed to be funded with $300,000 of Measure T in the upcoming Fiscal Year 2024-25 Budget. However, waiting for the budget to become effective on July 1, 2024 to begin the design process increases the risk of construction delays due to onset of wet weather. Staff is proposing to appropriate $52,500 in funding in the current year so design could begin immediately upon approval of the resolution.
The final construction budget is expected to be refined throughout the design process as details of the construction scope are finalized.
ENVIRONMENTAL STEWARDSHIP:
Reuse, recycling, waste diversion, construction vehicle emission reduction, and storm water best management practices will be implemented into the design where possible. Additionally, environmental permit conditions and mitigation measures will be incorporated into the design and adhered to during construction.
ALTERNATIVES:
Council may choose to not adopt the recommended Resolution for authorizing a contract with Brelje and Race to provide engineering design services for the Cabernet Road Culvert Replacement Project. However, this would leave the failing culverts unaddressed and a high potential for a complete failure next winter that would result in a full road closure leaving several homes inaccessible.
FISCAL IMPACT:
The Fiscal Year 2024-2025 Adopted Budget appropriates $300,000 for the Cabernet Road Culvert Replacement Project DR002, funded by Measure T. To expedite the project completion and minimize risk staff propose increasing appropriations for the project in Fiscal Year 2023- 2024 by $52,500. The Fiscal Year 2024-2025 appropriations would be reduced in equal amount to retain a total project budget of $300,000.
ENVIRONMENTAL ANALYSIS:
The recommended action does not constitute a “project” under CEQA, pursuant to Section 15378(b)(4)(5) of the California Environmental Quality Act (CEQA). The future construction project will be subject to environmental review and pending approval pursuant to CEQA guidelines at a future date.
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Due to the culvert replacement location within a jurisdictional stream Staff is currently pursuing the required environmental permitting from the Army Corps of Engineers, the Regional Water Quality Control Board and the California Department of Fish and Wildlife. Permits are anticipated to be approved prior to anticipated construction this summer.
ATTACHMENT(S):
Resolution
Exhibit A
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CITY OF HEALDSBURG
RESOLUTION NO. -2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG APPROVING A PROFESSIONAL SERVICES
AGREEMENT WITH BRELJE AND RACE, CONSULTING
ENGINEERS IN THE NOT-TO-EXCEED AMOUNT OF $52,500
TO PROVIDE ENGINEERING DESIGN SERVICES FOR THE
CABERNET ROAD CULVERT REPLACEMENT PROJECT,
AUTHORIZING THE CITY MANAGER TO EXECUTE THE
AGREEMENT, AND AMENDING THE ADOPTED BUDGET
WHEREAS, the Vintage Hills Subdivision constructed in 1978 included construction of Cabernet Road and two approximately 42” diameter corrugated metal culverts; and WHEREAS, in the winter of 2023 ground subsidence and a sinkhole atop of the culverts was discovered; and
WHEREAS, City Staff investigated and determined that the culverts were failing and in need of replacement; and
WHEREAS, City Staff solicited proposals from three qualified consultant firms with relevant experience and knowledge to prepare plans, specifications, and cost estimate (PS&E) for replacement of the failing culverts; and
WHEREAS, in response to the solicitation a single proposal was received from Brelje and Race, Consulting Engineers; and
WHEREAS, the proposal provided a detailed description of tasks to be performed, schedule and fee for the proposed services; and
WHEREAS, Brelje and Race met with staff for detailed discussion about scope, schedule, the City’s expectations, and Brelje and Race’s proposed fee estimate for services; and WHEREAS, based on the proposed scope of services and follow-up meeting, staff determined that the cost of services is reasonable, and scope meets the City’s needs; and WHEREAS, the complete PS&E will be the basis for soliciting bids for construction; and WHEREAS, the final construction budget is expected to be refined throughout the design process as details of the construction scope are finalized; and WHEREAS, appropriations for the project are included in the Fiscal Year 2024-2025 Adopted Budget supported by $300,000 in Measure T Funding; and
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Packet Pg. 219 Attachment: Resolution (4492 : Professional Service Agreement with Brelje and Race, Consulting Engineers) Resolution No. - 2024
WHEREAS, to expedite the project and minimize risk of construction delays the project requires appropriations in the current fiscal year; and WHEREAS, the recommended action does not constitute a “project” under CEQA, pursuant to Section 15378(b)(4)(5) of the California Environmental Quality Act (CEQA).
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg hereby:
1. Approving and authorizing the City Manager to sign a contract is an administrative activity and does not constitute a “project”, pursuant to Section 15378(b)(4)(5) of the California Environmental Quality Act (CEQA).
2. Approves and authorizes the City Manager to execute a Professional Services Agreement with Brelje and Race, Consulting Engineers to provide engineering design services for the Cabernet Road Culvert Replacement Project for $52,500.
3. Approves amending the Fiscal Year 2023-2024 and Fiscal Year 2024-2025 Adopted Budget as depicted in the attached Exhibit A.
PASSED, APPROVED AND ADOPTED, this 3
rd day of June 2024, by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
ABSTAINING: Councilmembers:
SO ORDERED: ATTEST:
________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
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Packet Pg. 220 Attachment: Resolution (4492 : Professional Service Agreement with Brelje and Race, Consulting Engineers) Resolution No.
Exhibit A
Account Number Increase Amount Decrease Amount Description 532-6165-45000-DR002 $ 52,500 Increase Cabernet Road Culvert Replacement Project DR002 532-1000-39001-00000 $ 52,500 Increase Transfer In to Wastewater/Drainage Capital Fund from Measure T 105-8080-42301-00000 $ 52,500 Increase Transfer Out from Measure T to Wastewater/Drainage Capital Fund Account Number Increase Amount Decrease Amount Description 532-6165-45000-DR002 $ 52,500 Reduce Cabernet Road Culvert Replacement Project DR002 532-1000-39001-00000 $ 52,500 Reduce Transfer In to Wastewater/Drainage Capital Fund from Measure T 105-8080-42301-00000 $ 52,500 Reduce Transfer Out from Measure T to Wastewater/Drainage Capital Fund FY 23-24 Budget Amendment
FY 24-25 Budget Amendment
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Packet Pg. 221 Attachment: Exhibit A (4492 : Professional Service Agreement with Brelje and Race, Consulting
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: General Plan Amendment to incorporate the Local Hazard Mitigation Plan (LHMP) by reference into the 2030 General Plan
PREPARED BY: Ellen McDowell, Senior Planner
STRATEGIC INITIATIVE(S):
Provide Effective Governance
RECOMMENDED ACTION(S):
Adopt a Resolution amending the Healdsburg 2030 General Plan to incorporate the City's adopted Local Hazard Mitigation Plan by reference into the Safety Element.
BACKGROUND:
The City of Healdsburg’s current 2030 General Plan’s Safety Element provides “goals, policies and implementation measures directed towards preventing the loss of lives, injuries, and property damage due to geological hazards, flooding, fire, crime, hazardous materials and noise.” General Plan Implementation Measure S-4 requires the City “maintain and periodically update the City’s Emergency Operations Plan, Recovery Manual and Hazard Mitigation Plan. As part of these periodic updates, the City shall review county and state emergency response procedures to ensure that they are coordinated with City procedures.” The Disaster Mitigation Act (DMA) of 2000 (Public Law 106-390) requires local governments to develop and adopt a pre-disaster mitigation plan to minimize property damage and the risk to public health and safety that might result from the effects of a natural or man-made disaster.
These plans often take the form of a Local Hazard Mitigation Plan, as is the case in Healdsburg.
A Local Hazard Mitigation Plan (LHMP) assesses risk and vulnerabilities and identifies and prioritizes mitigation projects. The Governor’s Office of Emergency Services states the intent of an LHMP is to:
1. Gather hazard, vulnerability, and mitigation information from the local level for use in state-level planning.
2. Ensure that state and local hazard mitigation planning is coordinated to the greatest extent practical.
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3. Ensure that local jurisdictions are made aware of the hazards and vulnerabilities within their jurisdiction and develop strategies to reduce those vulnerabilities.
The LHMP, as approved by the Federal Emergency Management Agency (FEMA), makes the City eligible for FEMA Pre-Disaster Mitigation and Hazard Mitigation Grant programs. FEMA requires the LHMP to be updated every five years to maintain eligibility for grants.
Assembly Bill (AB) 2140, passed in 2006, provides cities with the authority to adopt and incorporate their respective LHMPs by reference as part of the Safety Element of their General Plan. By doing so, the City becomes eligible for additional funding from the California Office of Emergency Services (OES) under the California Disaster Assistance Act. Absent the adoption and incorporation of the LHMP into the Safety Element, maximum State funding from OES is limited to 75% of the total cost of mitigation for qualifying events (Government Code Section 8685.9).
Healdsburg adopted its updated LHMP on February 20, 2024. The Healdsburg LHMP was reviewed and conditionally approved by California OES on December 20, 2023, and by FEMA on February 2, 2024.
The LHMP implements the General Plan by ensuring that hazard mitigation actions are based on sound planning processes and are part of a long-term strategy to reduce disaster losses.
Healdsburg’s LHMP recommends 29 mitigation actions that address current and future development and will be updated, at minimum, every five years.
Adoption of the proposed General Plan Amendment implements AB 2140 by incorporating the Healdsburg LHMP by reference into the Safety Element of the 2030 General Plan. This will ensure the City is eligible for greater mitigation funding from OES for qualifying events that may occur within the City.
On February 9, 2024, the City sent tribal consultation notifications pursuant to SB 18 to all local Native American Tribes. No tribes requested consultation on this General Plan Amendment.
On May 14th, the Planning Commission held a public hearing and adopted a resolution recommending that the City Council incorporate the Local Hazard Mitigation Plan by reference into the Healdsburg 2030 General Plan.
DISCUSSION:
To implement this General Plan Amendment, it is proposed that a new subsection under IMPLEMENTATION MEASURES be added titled LOCAL HAZARD MITIGATION PLAN in the Safety Element. The subsection will read as follows:
Local Hazard Mitigation Plan
S-28 On February 20, 2024, the Healdsburg City Council adopted the 2023 Local Hazard Mitigation Plan in accordance with the Disaster Mitigation Act of 2000. The Plan was conditionally approved by the Federal Emergency Management Agency (FEMA) on February 2, 2024. The Local Hazard Mitigation Plan is incorporated herein.
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This change would consist of an addition only. No General Plan policies would be modified as part of this General Plan Amendment.
As stated in the attached Resolution, the proposed Amendment is in the public interest by allowing the City to apply for more funding to address disasters. It is consistent with the General Plan, specifically General Plan Implementation Measure S-4 which requires the maintenance and periodic update of the Local Hazard Mitigation Plan.
FISCAL IMPACT:
The recommended action will not result in a direct fiscal impact to the City.
ENVIRONMENTAL ANALYSIS:
Nothing further is required under the California Environmental Quality Act (CEQA) because all potential impacts pertaining to the General Plan were previously analyzed in the Environmental Impact Report (EIR) for the General Plan. The LHMP is a policy document that includes outreach and education efforts, and does not provide for additional development or densities and intensities beyond what was already analyzed under the General Plan EIR. Further, pursuant to Public Resources Code section 21065, adoption of the amendment is not a “project” as it has no potential to result in either a direct or reasonably foreseeable indirect physical change in the environment. Even if adoption of the amendment were to constitute a “project” under CEQA, it would be exempt pursuant to CEQA Guidelines Section 15061(B)(3). The LHMP is a policy guide for hazard mitigation strategies but does not implement any project, action or funding; therefore, it can be seen with certainty that adoption of the General Plan amendment to incorporate the LHMP by reference has no potential to have a significant effect on the environment.
ATTACHMENT(S):
LHMP Link
Resolution
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To view the Local Hazard Mitigation Plan
please visit the following link:
https://healdsburg.gov/DocumentCenter/Vie
w/17837/2023-Healdsburg-Local-HazardMitigation-Plan-with-Appendices?bidId=
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Packet Pg. 225 Attachment: LHMP Link (4489 : General Plan Amendment to incorporate the Local Hazard Mitigation Plan by reference)
CITY OF HEALDSBURG
RESOLUTION NO. -2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG AMENDING THE SAFETY ELEMENT OF THE
2030 GENERAL PLAN TO INCORPORATE THE CITY’S
ADOPTED LOCAL HAZARD MITIGATION PLAN BY
REFERENCE
WHEREAS, the City of Healdsburg is vulnerable to natural hazards that may result in loss of life and property, economic hardship, and threats to the public health and safety; and WHEREAS, the City of Healdsburg’s General Plan Implementation measure S-4 requires the City to “maintain and periodically update the City’s Emergency Operations Plan, Recovery Manual and Hazard Mitigation Plan. As part of the periodic updates, the City shall review county and state emergency response procedures to ensure that they are coordinated with City procedures”; and
WHEREAS, the City of Healdsburg prepared the 2023 Local Hazard Mitigation Plan (LHMP) in accordance with the Disaster Mitigation Act of 2000; and WHEREAS, the Federal Emergency Management Agency (FEMA) approved the 2023 LHMP on February 2, 2024; and
WHEREAS, the City Council of the City of Healdsburg adopted the LHMP on February 20, 2024; and.
WHEREAS, Assembly Bill (AB) 2140 allows a city to adopt and incorporate by reference its Local Hazard Mitigation Plan (LHMP) into the Safety Element of its General Plan; absent adoption of the LHMP into the Safety Element, maximum State funding from the OES is limited to 75% of the total cost of mitigation for qualifying events; and WHEREAS, by doing so, a city becomes eligible for additional funding from the California Office of Emergency Services (OES) under the California Disaster Assistance Act; and WHEREAS, access to additional funding from California OES made available through this General Plan Amendment is in the public interest because it will provide the City with additional funding opportunities in the event of a disaster; and
WHEREAS, the potential impacts and proposed changes due to the General Plan Amendment are not detrimental to the public health, safety, or welfare; and WHEREAS, nothing further is required under the California Environmental Quality Act (CEQA) because all potential impacts pertaining to the General Plan were previously analyzed in the Environmental Impact Report (EIR) for the General Plan. The LHMP is a policy document
7.A.b
Packet Pg. 226 Attachment: Resolution (4489 : General Plan Amendment to incorporate the Local Hazard Mitigation Plan by reference) Resolution No. -2024
that includes outreach and education efforts, and does not provide for additional development or densities and intensities beyond what was already analyzed under the General Plan EIR. Further, pursuant to Public Resources Code section 21065, adoption of the amendment is not a “project” as it has no potential to result in either a direct or reasonably foreseeable indirect physical change in the environment. Even if adoption of the amendment were to constitute a “project” under CEQA, it would be exempt pursuant to CEQA Guidelines Section 15061(B)(3). The LHMP is a policy guide for hazard mitigation strategies but does not implement any project, action or funding; therefore, it can be seen with certainty that adoption of the General Plan amendment to incorporate the LHMP by reference has no potential to have a significant effect on the environment; and WHEREAS, on May 14, 2024 the Planning Commission held a duly noticed public hearing to consider the proposed amendment to the Safety Element of the 2030 General Plan and considered all public testimony, written and oral on the proposed amendment and approved a resolution recommending that the City Council adopt a resolution incorporating the amend the Safey Element of the 2030 General Plan; and
NOW, THEREFORE, BE IT RESOLVED that the City Council finds the foregoing recitals are true and correct, and they are hereby incorporated by reference into this Resolution.
BE IT FURTHER RESOLVED that the City of Healdsburg City Council does hereby make the following findings for approval of the General Plan Amendment:
A. State law permits each element of the Healdsburg General Plan to be amended up to four times per year, and the proposed amendment complies with this limitation as no other amendments to the Safety Element have been adopted in 2024 to date.
B. Amending the Safety Element to incorporate the Local Hazard Mitigation Plan will provide the City with additional funding opportunities in the event of a natural disaster.
C. California Government Code Section 65358 allows General Plan amendments when it is deemed in the public interest to do so.
BE IT FURTHER RESOLVED that based on the above findings, the City of Healdsburg City Council amends the 2030 General Plan Safety Element to incorporate the Local Hazard Mitigation Plan by reference and add a new subsection under IMPLEMENTATION MEASURES, titled LOCAL HAZARD MITIGATION PLAN, and shall read as follows:
Local Hazard Mitigation Plan
S-28 On February 20, 2024, the Healdsburg City Council adopted the 2023 Local Hazard Mitigation Plan in accordance with the Disaster Mitigation Act of 2000. The Plan was conditionally approved by the Federal Emergency Management Agency (FEMA) on February 2, 2024. The Local Hazard Mitigation Plan is hereby incorporated herein by this reference.
7.A.b
Packet Pg. 227 Attachment: Resolution (4489 : General Plan Amendment to incorporate the Local Hazard Mitigation Plan by reference) Resolution No. -2024
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 3rd day of June 2024, by the following vote:
AYES: Councilmembers: ( )
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
____________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
7.A.b
Packet Pg. 228 Attachment: Resolution (4489 : General Plan Amendment to incorporate the Local Hazard Mitigation Plan by reference)
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: L&M Village Quarterly Update
PREPARED BY: Griselda Villarreal, Administrative Analyst II STRATEGIC INITIATIVE(S):
Expand Affordable Housing Opportunities
Provide Effective Governance
RECOMMENDED ACTION(S):
Receive the L&M Village Quarterly Update.
COMMUNITY ENGAGEMENT/OUTREACH:
The L&M Village Quarterly Update report will be presented at a public meeting, during which time will be allocated for public comment and participation. City staff and Reach for Home will continue to maintain communication with the project’s neighbors and the community at large, providing quarterly updates and addressing information requests. The most recent quarterly report was presented to the City Council on February 5, 2024.
BACKGROUND:
The L&M Village Program is a collaborative effort between the City of Healdsburg, Reach for Home, and Burbank Housing, aimed at addressing homelessness by offering transitional housing and supportive services to individuals experiencing chronic homelessness. The following are notable milestones since the program’s inception in 2021:
On October 18, 2021, the City Council authorized City staff, in partnership with Reach for Home and Burbank Housing, to apply for the FY 2021-2022 Project Homekey program. This application sought funding for the acquisition of the L&M Motel by the City, intended for use as interim housing for those facing chronic homelessness.
On October 26, 2021, the County of Sonoma adopted Resolution No. 21-0431, authorizing the Project Homekey Round-2 (PHK-2) Supportive Services Funding Framework and Early Capital Match Program.
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On October 27, 2021, in collaboration with Reach for Home and Burbank Housing, the City applied to the State of California, seeking $5,720,000 in Project Homekey capital funding and $1,328,800 in operating subsidy. This comprehensive effort resulted in securing a total of $7,048,800 in State funds.
On December 21, 2021, the State of California announced the approval of the Project Homekey funding application submitted by the City, Reach for Home, and Burbank Housing.
Subsequently, on February 16, 2022, the City executed a State Standard Agreement, and on March 23, 2022, the City received the Project Homekey funds for both capital and operational costs.
On May 3, 2022, escrow on the L&M Motel was officially closed, signifying the property's transfer into City ownership.
On November 21, 2022, the City Council approved a Lease, Funding, and Service Agreement with Reach for Home for the L&M Village for the operation of the site which included the Terms of Service and an annual budget.
On March 6, 2023, the City adopted Resolution No. 27-2023, the Council approved amendments to the Lease, Funding and Service Agreement with Reach for Home to match the City’s Fiscal Year for a funding amount of $668,391.
On April 17, 2023, the City Council received the first quarterly report on the progress of the L&M Village.
On June 20, 2023, the City Council adopted Resolution No. 91-2023, fulfilling the Council's request to review the Terms of Service in the Lease, Funding, and Service Agreement each fiscal year.
On September 5, 2023, the City Council received the second quarterly report on the progress of the L&M Village.
On February 5, 2024, the City Council was presented with the third quarterly L&M Village progress report.
DISCUSSION/ANALYSIS:
As of the last quarterly update to the City Council, the L&M Village Program has shown notable progress in addressing homelessness within our community. This success is largely due to the efforts of the L&M Village case managers, who have facilitated participants’ transition into permanent housing by assisting with property viewings and aiding with housing applications.
The following are some highlights from the L&M Village for the most recent quarter, which spans from February 5, 2024, through May 20, 2024:
• Number of Participants Served: A total of 63 participants were enrolled in the program reflecting ongoing engagement and utilization of services.
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Packet Pg. 230
• Successful Exits to Housing: 24 participants successfully transitioned into housing, marking a significant step towards stability.
• Housing Voucher Applications: 26 participants applied for and received housing vouchers, demonstrating a proactive approach towards securing stable housing. • Health and Wellness: A total of 58 participants accessed mental health services and 50 individuals engaged in regular sessions or went onto long-term mental health services.
Providence provides weekly wellness checks to all participants at the L&M Village. • Income Progress: 10 out of 63 participants increased and/or retained their income through employment, or by utilizing other subsidies such as food stamps and SSI. • Activity Engagement: Nearly 80% of all participants are engaged in at least 2 activities per week, and nearly 90% are engaged in weekly case management.
Program Outcomes Snapshot
Data Point Quarter 2
Participants
Quarter 3
Participants
Quarter 4
Participants
Participants Served 35 43 63
Successful Exits to Housing 6 9 24
Housing Voucher Applications 14 26 26
Health & Wellness
- Accessed Mental Health
- Accessed Medical
Services/ Appointments
19 14
38 26
58 50
Income Progress
- Income increase by
employment
- Income increase by utilizing
subsidies (Food stamps/SSI)
6 34
8 41
10 61
A key factor in the success of the L&M Village Program is the variety of programs and supportive services provided. These include one-on-one counseling sessions, access to the food pantry, cooking and budgeting classes, employment search support, haircut services, assistance with interview clothing, training in daily living skills, classes on housing search and applications, and animal coaching.
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Providence Healthcare conducts door-to-door check-ins to address immediate healthcare needs and strengthen relationships with participants. Additionally, a Sonoma County employee certified in Alcohol and Other Drug Treatment holds weekly appointments and check-ins. Reach for Home also offers an on-site addiction recovery group, which began on January 30, 2023.
ENVIRONMENTAL STEWARDSHIP:
Not applicable.
ALTERNATIVES:
No alternatives are presented as this is an informational report.
FISCAL IMPACT:
To date, the L&M Village has received $7,048,800 in State Homekey Grant funding and $950,000 in county HHAP early Capital Match Funding. Of the Homekey funds, $6,168,000 was used for the acquisition and rehabilitation of the L&M Village, and $880,800 was used to fund operations. The City and the Sonoma County Department of Health Services currently have a contract for up to $644,160, which will partially reimburse the City for operational expenses from January 2024 through June 2024. City staff are working with the County to extend the term of the current contract and establish a new operational funding contract for FY 24-25 and beyond. The estimated City funding from the Measure S Affordable Housing Fund required to support operations in the current Fiscal Year is $41,053. Successful execution of a new contract with the County will be critical to avoiding the need for large City contributions from the Measure S fund in the upcoming years.
ENVIRONMENTAL ANALYSIS:
Pursuant to Title 14, the California Code of Regulations, Section 15302(c) of the California Environmental Quality Act (“CEQA”) guidelines, the proposed action is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.
ATTACHMENT(S):
L&M Quarterly Update - Q4 - Presentation
8.A
Packet Pg. 232
L&M Quarterly Update
(Q4)
June 3, 2024
8.A.a
Packet Pg. 233 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Overview
• Q4 Highlights
• Data & Program Outcomes
• Supportive Services Offered
• Financial Status
• Conclusion & Future Activities
8.A.a
Packet Pg. 234 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Q4
Highlights
• Program Outcomes
• L&M Village continues addressing homelessness in the
community.
• Case managers focus on transitioning participants to housing. • Staffing Updates
• Currently backfilling one Case Manager position.
• Working on starting a Mental Health Internship Program for those seeking supervision hours for LMFT or LCSW certifications. • Several individuals from the Syar encampment have been able to receive services at the L&M.
• Syar was at 42 individuals +/- when we started the project and is down to under 3 individuals.
8.A.a
Packet Pg. 235 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Program
Outcomes
Total Participants Permanently Housed: 24
Participants with housing vouchers: 26
Exits to non-housing: 15 (of these 7 are now permanently housed) Exits returned by working with a Licensed Clinical Social Worker: 5 Data Point Quarter 2
Participants
Quarter 3
Participants
Quarter 4
Participants
Participants Served 35 43 63
Successful Exits to Housing 6 9 24
Housing Voucher Applications 14 26 26
Health & Wellness
- Accessed Mental Health
- Accessed Medical
Services/ Appointments
19 14
38 26
58 50
Income Progress
- Income increase by
employment
- Income increase by utilizing
subsidies (Food stamps/SSI)
6 34
8 41
10 61
8.A.a
Packet Pg. 236 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Occupancy By
Race/Ethnicity
74%
19%
5% 2%
Occupancy By Race &
Ethnicity L&M Village
White Hispanic Native Black
73%
14%
3%
2% 8%
Race & Ethnicity of Those
Experiencing Homelessness
Healdsburg
White Hispanic Native Black Unknown
8.A.a
Packet Pg. 237 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Supportive Services Offered
Nearly 80% of participants engaged in at least 2
activities/week
One-on-one counseling sessions
Food pantry access Budgeting and cooking classes Employment search support Haircut services Interview clothing assistance Daily living skills training Housing search and application classes Weekly healthcare visits by Providence Healthcare Active participation in Fentanyl awareness events Collaboration with Face to Face for HIV testing Addiction recovery group initiated on-site from January 30, 2023
8.A.a
Packet Pg. 238 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Homekey
Funding
Funding Sources Amount Status Use
Homekey Capital $6,168,000Awarded Acquisition/Construction Homekey Operations
$660,800Awarded L&M Operations
County Capital Match $950,000 Awarded Acquisition/Construction Early Occupancy Bonus $220,000 Awarded Operations
County Operating $644,160 Awarded Operations FY 24
Total $8,642,960
8.A.a
Packet Pg. 239 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Conclusion &
Future
Activities
Challenges Units available and willing to take Housing Vouchers
Grant timing and funding Permanent supportive housing location Opportunities Increasing outside funding and leveraging existing sources
Employment connections Landlord engagement for Housing Vouchers Healdsburg Scattered Site units coming online
Dry Creek Commons
8.A.a
Packet Pg. 240 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly Discussion and
Questions
8.A.a
Packet Pg. 241 Attachment: L&M Quarterly Update - Q4 - Presentation (4472 : L&M Village Quarterly
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Annual Update of the Terms of Service with Reach for Home for the L&M Village
PREPARED BY: Griselda Villarreal, Administrative Analyst II STRATEGIC INITIATIVE(S):
Expand Affordable Housing Opportunities
RECOMMENDED ACTION(S):
Adopt a Resolution approving the FY 2024-2025 Terms of Service to the Lease, Funding and Service Agreement with Reach For Home for the L&M Village and Authorizing the City Manager to execute any documents necessary to effectuate the transaction.
COMMUNITY ENGAGEMENT/OUTREACH:
The Lease, Funding, and Service Agreement with Reach for Home will be discussed during a Regular City Council meeting, providing a forum for public comment and participation. City staff and Reach for Home will continue to maintain open communication with the project’s neighbors and the community through quarterly updates.
BACKGROUND:
On October 18, 2021, the City Council authorized City staff, in collaboration with Reach for Home and Burbank Housing, to apply for the FY 2021-2022 Project Homekey program for the acquisition by the City of the L&M Motel for use as interim housing for those experiencing chronic homelessness.
On October 26, 2021, the County of Sonoma adopted Resolution No. 21-0431 which authorized a Project Homekey Round-2 (PHK-2) Supportive Services Funding Framework and Early Capital Match Program and approved $950,000 in Capital Match funding and funding for an operating subsidy for the L&M Village.
On October 27, 2021, the City, Reach for Home, and Burbank Housing applied to the State of California for $5,720,000 in Project Homekey capital funding and $1,328,800 in operating subsidy totaling $7,048,800 in State funds.
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On December 21, 2021, the State of California announced that the City, Reach for Home, and Burbank Housing were successful in their application for Project Homekey funding and conditionally awarded the requested funding pending the execution of the State’s Standard Agreements.
On February 16, 2022, the City executed a State Standard Agreement with the State of California, and on March 23, 2022, received the PHK-2 program funds for both capital and operational costs. On May 3, 2022, the City closed escrow on the L&M Motel, and the property is now under City ownership.
On November 21, 2022, the City adopted Resolution No. 173-2022, approving the Lease, Funding, and Service Agreement with Reach for Home for the use and operation of the L&M Village project, consisting of the Terms of Service and an Annual Budget for the Project.
On March 6, 2023, the City Council approved amendments to the Terms of Service for the L&M Village with Reach for Home to align the annual budget with the City’s Fiscal Year and accommodate prefunding for a total funding amount of $668,391 in Fiscal Year 2022-23.
On June 20, 2023, the City Council approved the Terms of Service and the annual budget for Reach for Home, for a total funding amount of $907,596 in Fiscal Year 2023-24.
On April 30, 2024, the County of Sonoma approved an agreement with the City of Healdsburg to provide operational funding for the L&M Village for Fiscal Year 2023-24, with a maximum reimbursement amount of $644,160.
DISCUSSION/ANALYSIS:
On November 21, 2022, the City Council requested that City staff present an update on the Terms of Service and Annual Budget Agreement within the Lease, Funding, and Service Agreement with Reach for Home for the L&M Village before each fiscal year. This report serves to fulfill that request.
While there are no proposed changes to the Lease, Funding, and Service Agreement, staff has proposed changes to the Terms of Service and Annual Budget to align with the reporting requirements specified in the County of Sonoma’s operational funding agreement. Additionally, the budget has been updated to reflect operating funding required for the City’s Fiscal Year 2024-25.
The revised Terms of Service for the L&M Village is attached as Exhibit A, and the proposed Operating Budget is attached as Exhibit B. The budget request for FY 2024-2025 is $807,640, or $101 per-door-per-day.
County Operational Funding
On October 26, 2021, the County of Sonoma Board of Supervisors adopted Resolution No. 21- 0431, establishing the Early Capital Match and Operational Funding framework to support citysponsored Homekey programs. This funding framework was necessary for the State Homekey
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Application, requiring demonstrated funding commitments to sustain the L&M Village past the expenditure of Project Homekey Operational funding awarded through the program.
Initially managed by the County’s Community Development Commission (CDC), the agreement was later transferred to the Department of Health Services (DHS) when the Homelessness Services Division was moved to DHS.
By January 2024, the City’s State Homekey operational funding was fully expended, and the City advanced operational costs for the L&M Village in anticipation of a forthcoming County contract.
On April 30, 2024, the County Board of Supervisors approved a contract with the City for one year of operational funding for the L&M Village. The contract terms differed from initial discussions, resulting in a misalignment with the original funding framework. The current contract funds only occupied units at $80 per door per day, capped at $644,160, and expires at the end of FY 23-24. The initial understanding was that $80 per door per day would be provided regardless of occupancy. However, there remains a funding shortfall due to the fixed operational costs of the L&M Village exceeding the allotted $80 per door per day.
City staff are working with DHS to extend the current contract through the next fiscal year to maximize use of the authorized funding. As a result of the City stretching the State Homekey funding to support services for the first six months of Fiscal Year 2023-24, staff are seeking an extension of the contract term with the County to support operations for the first six months of Fiscal Year 2024-25. City staff will continue to seek additional ongoing funding from the County beyond FY 2024-25. In addition, Reach for Home and City staff are also exploring alternative funding sources to help reduce the overall costs of operating the L&M village.
Impact to Measure S (Affordable Housing Fund)
The City’s biannual budget has been developed to account for the funding gap between the DHS funding contract and the operational costs of the L&M Village. The budget assumes the successful term extension of the current County contract but does not assume additional future contracts will be awarded by the County. The Measure S Affordable Housing Fund is projected to provide $41,053 in funding for the current FY 2023-24, $513,631 in FY 24-25, and $845,535 in FY 25-26. By the end of FY 25-26 the Measure S Affordable Housing Fund is projected to have an ending fund balance of $679,966 and be in a structural deficit, expending more each year on operational costs than it is generating in revenue. It is, therefore, a priority for the City to establish a long-term funding agreement with the County consistent their adopted funding framework.
ENVIRONMENTAL STEWARDSHIP:
Not applicable.
ALTERNATIVES:
The Council may choose to direct staff to make changes to the terms of service, at which point staff would then seek guidance from the Council.
8.B
Packet Pg. 244
FISCAL IMPACT:
The proposed Terms of Service with Reach for Home outline an annual operating budget for the L&M Village from July 1, 2024, through June 30, 2025, totaling $807,640. In accordance with the Terms of Service the Fiscal Year 2024-25 Adopted Budget for the L&M Village Fund reflects total expenditures of $839,231 which includes City insurance costs. The Housing Department’s Affordable Housing Measure S fund for FY 24-25 reflects a transfer out to fund the shortfall between the County operational contract and the L&M operational expenses of $513,631 in FY 24-25.
ENVIRONMENTAL ANALYSIS:
Pursuant to Title 14, the California Code of Regulations, Section 15302(c) of the California Environmental Quality Act (“CEQA”) guidelines, the proposed action is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.
ATTACHMENT(S):
Resolution
Exhibit A-Terms of Service Budget
8.B
Packet Pg. 245
CITY OF HEALDSBURG
RESOLUTION NO.___2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF HEALDSBURG APPROVING THE FY 2024-2025 TERMS
OF SERVICE TO THE LEASE, FUNDING AND SERVICE
AGREEMENT WITH REACH FOR HOME FOR THE L&M
VILLAGE AND AUTHORIZING THE CITY MANAGER TO
EXECUTE ANY DOCUMENTS NECESSARY TO
EFFECTUATE THE TRANSACTION.
WHEREAS, in July of 2020, the State of California launched a $750 million program called “Project Homekey,” with the aim of helping local communities rapidly acquire hotels, motels, commercial buildings, and other creative housing types to rapidly house people experiencing homelessness during the COVID-19 pandemic. Project Homekey resulted in 8,264 individuals housed across 120 unique properties; and
WHEREAS, given the success of Project Homekey, the State of California budgeted an additional $1.45 billion for Fiscal Year (FY) 2021-2022. Of the $1.45 billion in Homekey funding, $1.2 billion is derived from the Coronavirus State Fiscal Recovery Fund (CSFRF) established by the American Rescue Plan Act (ARPA) of 2021 and $250 million is State General Fund; and WHEREAS, on October 18, 2021, the City Council authorized City staff, in collaboration with Reach for Home and Burbank Housing to apply for the FY 2021-2022 Project Homekey program for the acquisition by the City of the L&M Motel for use as interim housing for those experiencing homelessness; and
WHEREAS, On October 26, 2021, the County of Sonoma adopted Resolution No. 21-0431 which authorized a Project Homekey Round-2 (PHK-2) Supportive Services Funding Framework and Early Capital Match Program and approved $950,000 in Capital Match funding and funding for an operating subsidy for the L&M Village.
WHEREAS, on October 27, 2021, the City, Reach for Home, and Burbank Housing submitted an application to the State of California for $5,720,000 in Project Homekey capital funding and $1,328,800 in operating subsidy for a total of $7,048,800 in State funds; and WHEREAS, on December 21, 2021, the State of California announced that the City, Reach for Home, and Burbank Housing were successful in their application for Project Homekey funding and conditionally awarded the requested funding pending the execution of the State’s Standard Agreements; and
WHEREAS, on February 16, 2022, the City executed a State Standard Agreement with the State of California and on March 23, 2022, the City received the PHK-2 program funds for both capital and operational costs; and
8.B.a
Packet Pg. 246 Attachment: Resolution (4502 : Lease, Funding, Terms of Service - L&M Village) Resolution No. _ -2024
WHEREAS, on May 3, 2022, the City closed escrow on the L&M Motel and the property is now under City ownership; and
WHEREAS, in June of 2022, the City of Healdsburg requested an extension for the PHK2 occupancy deadline to restore the time between the date of award of funding and the time funds were actually received by the City. This extension was approved and extended the City’s occupancy deadline from August 21, 2022, to November 21, 2022, and preserved the City’s ability to receive an early occupancy bonus of $220,000; and
WHEREAS, on August 1, 2022, the City awarded a bid to DMR Builders of Santa Rosa to make improvements to the L&M Village Property; and
WHEREAS, the adopted Fiscal Year 2022-23 budget included $989,484 to support a full year of operational costs of the L&M village; and
WHEREAS, on November 21, 2022, the City Council approved a Lease, Funding, and Service Agreement with Reach for Home for the L&M Village for the operation of the site which included the Terms of Service and an annual budget; and WHEREAS, on March 6, 2023, the City Council approved an amendment to the Lease, Funding, and Service Agreement with Reach for Home to match the City’s Fiscal Year for a funding amount of $668,391; and
WHEREAS, on June 20, 2023, the City Council approved the Fiscal Year 2023-24 Terms of Service and the annual budget for Reach for Home, for a total funding amount of $907,596; and WHEREAS, City Council requests an annual review of the Terms of Service identified within the Lease, Funding, and Service Agreement in advance of the City Council’s required L&M Village annual review; and
WHEREAS. On April 30, 2024, the County of Sonoma approved an agreement with the City of Healdsburg to provide operational funding for the L&M Village, with a maximum amount of $644,160.
WHEREAS, the Lease, Funding and Service Agreement, attached as Exhibit A, and the Terms of Service, attached as Exhibit B, memorializes the agreement between the City and Reach for Home as amended; and
WHEREAS, pursuant to Title 14, the California Code of Regulations, Section 15302(c) of the California Environmental Quality Act (“CEQA”) guidelines, approval of this resolution is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of
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Packet Pg. 247 Attachment: Resolution (4502 : Lease, Funding, Terms of Service - L&M Village) Resolution No. _ -2024
Healdsburg hereby:
1. Approves amending the Lease, Funding, and Service Agreement with Reach for Home for the L&M Village to incorporate the Annual Terms of Service as depicted in the attached Exhibit A and the Annual Budget as depicted in the attached Exhibit B, and
2. Authorizes the City Manager to execute the amendment and any other documents necessary to effectuate the transaction.
PASSED, APPROVED AND ADOPTED by the City Council of the City of Healdsburg, this 3rd day of June 2024, by the following vote:
AYES: Councilmembers: ( )
NOES: Councilmembers: ( )
ABSENT: Councilmembers: ( )
ABSTAINING: Councilmembers: ( )
SO ORDERED: ATTEST:
__________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
8.B.a
Packet Pg. 248 Attachment: Resolution (4502 : Lease, Funding, Terms of Service - L&M Village)
EXHIBIT A
Terms of Service
TERMS OF SERVICE AND ANNUAL BUDGET
(FY 2024-2025)
The City of Healdsburg, a municipal corporation (“City”) and Reach for Home, a nonprofit public benefit corporation (“RFH”) hereby enter into and agree upon these Terms of Service and Annual Budget (“Terms of Service”), which have been prepared and executed pursuant to Section 7.2 of the Lease, Funding and Service Agreement between City and RFH dated November 21, 2022 (“Lease”). Collectively herein, the City and RFH are referred to as the “Parties”.
These Terms of Service are hereby incorporated into the Lease by reference.
PROJECT DESCRIPTION
The L&M Village is an interim housing project for individuals experiencing homelessness, located at 70 Healdsburg Avenue, City of Healdsburg, CA 95448 (“Project Site”). The project (“Project”) includes 22 units for adults, 100% of which are set aside for those experiencing chronic homelessness. The low-barrier, non-congregate interim housing program will provide a safe and supportive environment for those experiencing homelessness. The goal of the program is to support individuals experiencing homelessness in accessing permanent housing.
SERVICE TERM
These Terms of Service shall commence in July 2024. Unless amended, or otherwise terminated as provided herein, these Terms of Service shall be in effect through June 30, 2025 (“Service Term”). Pursuant to Section 7.2 of the Lease, City and RFH shall meet and confer on changes and amendments to these Terms of Service and execute an annual update to the Terms of Service. Subsequent annual updates shall be for the City’s fiscal year from July 1 through June 30.
COMPENSATION
The budget and compensation for the Service Term is set forth in Attachment 1, incorporated herein by reference. As set forth in Section 7.3.3 of the Lease, RFH shall not undertake any work in excess of the amounts set forth herein. In no event shall the amount City pays RFH and/or funds for RFH programs exceed eight hundred and seven thousand six hundred and forty-seven dollars ($807,640) during Fiscal Year 2024-2025.
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Packet Pg. 249 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village) Payments to RFH, shall be made once per month in accordance with the monthly budget amount depicted in Attachment 1. Monthly disbursements will include a true-up to account for actual expenditures and revenues in prior months. City and RFH will meet and confer on each year of the Service Term to adjust the annual budget beginning July 1.
RFH shall submit invoices in a form approved by the City, detailing the number of clients housed and the total number of days housed per client. Payments shall be made only upon satisfactory completion of the services and review of invoices for completeness as determined by the City.
OUTSIDE FUNDING AND OTHER NON HOMEKEY REVENUE
RFH and City agree that outside funding received from private foundations, grants, other governmental revenue, or any other funding source that is dedicated to the L&M Village shall be utilized in the operations or capital improvements of the L&M Village. Both RFH and City agree to meet and confer prior to either applying for additional funding for the L&M Village.
RFH and City will meet and confer during each year of the Service Term to make any requisite adjustments to the budget based upon outside funding received.
PROJECT COORDINATION
The City Manager or his/her designee shall represent City for all purposes under these Terms of Service. All changes to these Terms of Service must be approved by the City Council. The City’s Housing Director is hereby designated as the Project Manager. The Project Manager shall supervise the progress and execution of these Terms of Service.
REFERRAL AND PRIORITIZATION PROCESS
RFH shall follow the Program Participant Selection Plan, as approved by the City, County, and State. 100% of the units in the Project will be set-aside for chronically homeless individuals.
SERVICE LOCATION
Services shall be delivered at the Project Site, 70 Healdsburg Avenue, City of Healdsburg, CA 95448. Case management and staff responsible for screening and enrollment will conduct meeting with participants off-site or “in the field” on a case-by-case basis.
DATA TRACKING AND REPORTING
Reach for Home (RFH) staff will track and report the following data, in addition to any data required by the Project Homekey Program, to the City on an annual basis:
• Exit destination of individuals who exit to a destination that is not permanent housing; • Average length of stay in days for individuals exiting to a permanent housing destination;
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Packet Pg. 250 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village) • Average length of stay in days for individuals exiting to a destination that is not permanent housing;
• Average length of time in days for individuals who were homeless prior to becoming housed;
• Number of individuals who re-enter homelessness after exiting the interim housing program into permanent housing;
• Veterans served;
• Income (by area median income);
• Race and ethnicity of all Program participants; and
• Program participants’ geographic location prior to entering the Program.
In addition to the above, RFH will report the number of individuals served, income, demographics, ethnicity, outcome performance, significant changes in program staffing, and anecdotal descriptions of services provided by the program quarterly to the Project Manager, using the City’s provided template, starting July 1, 2024.
Additionally, RFH staff will provide the Project Manager with a weekly “snapshot” report, which will include:
• Current occupancy of the Project including number of individuals enrolled in the program and number of units currently filled;
• The number of people who have exited Year to Date (YTD); • Of those exited YTD, the number who exited into housing and number that exited to a destination that is not permanent housing; and
• Any Project-related additional information requested by City.
PROGRAM REVIEW
RFH staff and the Project Manager will meet as needed to review and evaluate Project status and compliance with these Terms and Conditions.
RFH staff will input Project participant data into the Federal Homeless Management Information System (HMIS) following all relevant data quality standards.
COUNTY AND STATE REQUIREMENTS
RFH will operate the program as described in the Homekey Funding Agreement between the City, Reach For Home, Burbank Housing and the State of California, executed on February 6, 2022. Reach for Home will also be required to adhere to the terms outlined in the County of Sonoma Agreement for Services, Dated May 17, 2024 (Contract No. 2023-3169-A00).
CORE SERVICES
Eligibility and Screening & Enrollment
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Packet Pg. 251 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village) RFH staff will manage the wait list for entry into a housing unit in the L&M Village, obtain documentation necessary to demonstrate eligibility for the program, and coordinate participants’ enrollment and move-ins.
Case Management
RFH staff will provide case management support to participants designed to help participants access permanent housing. Case management support will include the development of an individualized housing plan for each participant.
Exit Coordination
In the event a participant is required to leave the program, RFH staff will provide emergency shelter resource information to that participant upon exit. Whenever possible, RFH staff will coordinate transportation for the participant to their next living situation.
Project Site Supervision
RFH staff is responsible for the day-to-day site operation. RFH staff will respond to participant needs and facilitate the availability of on-site amenities such as showers, laundry and food services, to ensure that participants’ essential needs are met. Staff will also ensure participant safety through regular check-ins and monitoring of the Project Site. Security is required to be onsite as described in Attachment 1.
Community Engagement
RFH staff is responsible for bringing additional support resources to the Project Site and developing a sense of community for the participants. Fostering relationships and developing partnerships to recruit service providers to the Project Site and providing input and feedback opportunity from neighboring businesses and residents will be a priority. On a quarterly basis, and additionally as needed, RFH and City will coordinate an outreach meeting with surrounding neighbors.
Project Site Safety and Cleanliness
RFH will maintain the Project Site in clean and orderly condition and ensure that any activities that may result in neighborhood disruption will be minimized and consistent with City regulations.
INSPECTION
City shall be permitted to inspect the Project Site to ensure compliance with the Lease and these Terms and Conditions. Any improvements to the Project Site shall be subject to the Project Manager’s inspection and approval.
SIGNATURES ON NEXT PAGE
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Packet Pg. 252 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village) CITY OF HEALDSBURG REACH FOR HOME:
By: _____________________________ By: ________________________________ Jeffrey Kay, City Manager Margaret Sluyk, Executive Director
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Packet Pg. 253 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village)
EXHIBIT B
Reach for Home
L&M Village
Annual Operating Budget: Fiscal Year 2024-25
Budget for Meals
Cost per meal $15.00
Total meals per year 1,333
Annual cost of meals$20,000
Budget for Security
Estimate based on market rate
Cost of Security per year $115,000
Budget for L&M Village Case Manager
Interim Housing Supervisor 1.00
Hourly Rate $34.33
Annual Compensation$71,406
Taxes & Benefits (T&B) - Rate 23%
Taxes & Benefits (T&B)$16,423
Annual Salary & Wages + T&B $87,830
FTE (Case Manager I) 0.50
Hourly Rate $28.00
Annual Compensation $29,120
Taxes & Benefits (T&B) - Rate 23.00%
Taxes & Benefits (T&B) $6,698
Annual Salary & Wages + T&B $35,818
FTE (Case Manager I) 1.00
Hourly Rate $31.00
Annual Compensation $64,480
Taxes & Benefits (T&B) - Rate 23.00%
Taxes & Benefits (T&B) $14,830
Annual Salary & Wages + T&B $79,310
FTE (Case Manager I) 1.00
Hourly Rate $34.00
Annual Compensation $70,720
Taxes & Benefits (T&B) - Rate 23.00%
Taxes & Benefits (T&B) $16,266
Annual Salary & Wages + T&B $86,986
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Packet Pg. 254 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village) Facilities 1.00
Hourly Rate $33.00
Annual Compensation $68,640
Taxes & Benefits (T&B) - Rate 23.00%
Taxes & Benefits (T&B) $15,787
Annual Salary & Wages + T&B $84,427
Property Management 1.00
Hourly Rate $32.00
Annual Compensation $66,560
Taxes & Benefits (T&B) - Rate 23.00%
Taxes & Benefits (T&B) $15,309
Annual Salary & Wages + T&B $81,869
Total Salary & Wages + T&B $456,240
Insurance $5,000
Office supplies $2,400
Electricity, Water, starlink, gas, sewer, etc. $51,000
Rehabilitative Activities for Participants (garden, art therapy, etc.) $10,000
Transportation for participants $8,000
Maintenance and Repair $25,000
Miscellaneous $15,000
Estimated Non-Payroll Budget $116,400
Budget Summary Request
Meals $20,000
Security $115,000
L&M Village Staffing Budget $456,240
Non-Payroll $116,400
Admin OH $100,000
Total Preliminary Annual Budget Request $807,640
Total Preliminary Monthly Budget Request $67,303
Cost per door per day $101
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Packet Pg. 255 Attachment: Exhibit A-Terms of Service Budget (4502 : Lease, Funding, Terms of Service - L&M Village)
CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Chamber of Commerce Contract Discussion
PREPARED BY: Andrew Sturmfels, Assistant City Manager
STRATEGIC INITIATIVE(S):
Establish Proactive Policies/Programs to Continue to Promote Economic Diversity & Sustainable Growth
RECOMMENDED ACTION(S):
Receive a presentation from City staff and the Chamber of Commerce and provide direction to staff on the development of the 2024-25 Chamber of Commerce Service Contract Scope of Work.
COMMUNITY ENGAGEMENT/OUTREACH:
Not Applicable.
BACKGROUND:
The City of Healdsburg has an annual professional services agreement (PSA) with the Healdsburg Chamber of Commerce to support City economic development, local business engagement, and visitor services. Prior to 2022, the Chamber provided the City an annual scope of work that included a variety of services, including Business Outreach, Business Attraction, Retention, and Expansion (BRE), Workforce Development, Research/Surveys/Feasibility Analysis, and Visitor Services. The Scope provided was substantial, difficult to track, and hard to quantify the results of.
In 2022, City staff, then Council Chamber Liaison Mitchell, and Chamber staff worked to restructure the PSA to focus in on key deliverables, improve transparency, and ensure that funds the City was providing aligned with City Council priorities for economic development. The resulting new scope of work for fiscal year 2022-23 included three core areas:
1. Community Partnership and Economic Development Support
2. Visitor Center Operations
3. Task Based Deliverables
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Each section of the scope was clearly defined and assigned a specific value based on mutual agreement and relative costs to provide the included services. The Community Partnership and Economic Development Support category includes general BRE support, business community engagement, and specific programs the City wanted to partner with the Chamber on, including the CEO roundtable, Merry Healdsburg, Good Morning Healdsburg, and more. The Community Partnership and Economic Development Support Category was assigned a value of $40,000, distributed in quarterly payments.
Visitor Center Operations includes financial support for operating the Visitor’s Center 6 days a week. Visitor Center Operations was assigned a value of $40,000, distributed in quarterly payments. The City also historically provided the former Visitor Center site to the Chamber for a $1 per year lease to help support Visitor Center operations. In 2023, The Chamber notified the City that it was no longer interested in providing an in-person Visitor Center location. In December 2023 the Chamber moved out of the Visitor Center Site. As a result, the 2023-24 contract was reduced by $20,000 to align with a half year of visitor services.
Task Based Deliverables are developed annually in concert with the City, Council Liaison, and Chamber based on City Council Strategic Goals and operational priorities. Task based deliverables were assigned the remaining $20,000, split out by task based on the level of work involved. Funds are distributed after each task is completed. Over the last few years, the City and Chamber have successfully updated and improved the Wayfaring Sign program, completed a Business focused bike parking survey, collaborated on workforce Housing outreach, completed a quarterly vacant commercial and industrial property inventory, and are currently launching a small business awareness campaign.
This structure has remained in place and has been a significant improvement over the previous professional services agreement scope structure.
DISCUSSION/ANALYSIS:
During the March 2024 City Council Strategic Goal Setting Retreat, Council requested an opportunity to discuss the upcoming Chamber of Commerce PSA at a City Council meeting.
This item is in response to that request. The proposed fiscal year 2024-25 budget includes $60,000 for the PSA. As a framework for the Council discussion, staff have provided the following draft general scope provisions to be included in the upcoming contract:
Community Partnership and Economic Development Support: $40,000 - Support business attraction, retention, and expansion (BRE) o Annually report to Council on BRE activities, including:
▪ Business outreach visits and direct support
▪ New business outreach
▪ Business resource seminars/webinars
▪ Local business support campaigns
- Serve as a liaison between the City and the business community by providing opportunity for feedback and engagement on proposed City policies, projects, and initiatives. - Event Production
o Hold annual CEO Roundtable with the Mayor and City Manager
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o Partner with the City on Community Events, including Merry Healdsburg o Partner with the City to host forums, events, and meetings on specific topics to the business community, including Good Morning Healdsburg and Chamber Government Affairs Committee.
- Chamber Event Participation:
o Chamber to provide the City tickets to the following events:
▪ 8 tickets to the annual breakfast (State of the City) ▪ 2 reserved tables at the annual BBQ
▪ 4 tickets to all chamber mixers and events
Task Based Deliverables: $20,000
Staff have considered several task-based deliverables for 2024-25, including the following:
1. Continuing the quarterly commercial/industrial vacant property inventory
2. Partnering with the Chamber to conduct a seasonal worker job fair. a. This was a goal included in the City Diversity, Equity, and Inclusion Plan
3. Downtown Activation
a. Council has expressed an interest in working with the Chamber to find ways to increase activation the north area of downtown, which could include placemaking, wayfinding, or marketing among other possibilities
4. Workforce Housing and Outreach Support
a. The City is continuing to prioritize workforce housing and support and anticipates opportunities to partner with the Chamber in the upcoming year.
5. Arts and Culture Master Plan Implementation
a. The Arts and Culture Master Plan includes several actions that consider partnership with the Chamber or increasing interconnectivity between arts and culture and economic development.
Total PSA Value: $60,000
Consistent with Council’s request, City staff are looking for direction on the following:
1. Overall contract format and structure
2. Deliverables in the proposed scope
3. Contract amount.
Upon receiving feedback from Council, staff will work with the Chamber to finalize the Scope of Services and return to Council for proposed approval of the PSA.
ENVIRONMENTAL STEWARDSHIP:
Not applicable.
ALTERNATIVES:
Staff are seeking council feedback and direction.
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FISCAL IMPACT:
The proposed fiscal year 2024-25 and 2025-26 budget includes $60,000 annually for the Chamber of Commerce Contract.
ENVIRONMENTAL ANALYSIS:
Pursuant to Section 15378(b)(5) of the California Environmental Quality Act (“CEQA”) Guidelines, the recommended action is an administrative activity of the City and will not result in direct or indirect physical changes in the environment and is therefore not a project for purposes of CEQA.
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CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Growth Management Ordinance Ballot Initiative Options PREPARED BY: Andrew Sturmfels, Assistant City Manager
STRATEGIC INITIATIVE(S):
Expand Affordable Housing Opportunities
RECOMMENDED ACTION(S):
Provide direction to City Staff to return to City Council with a resolution to place amendments to the Growth Management Ordinance on the November Ballot.
COMMUNITY ENGAGEMENT/OUTREACH:
The City conducted a public opinion poll of approximately 488 likely Healdsburg voters between February 26 and March 3, 2024. The poll outreach targeted a wide spectrum of demographics representing the Healdsburg electorate, including by gender, party registration, language, household size, age, and neighborhood. Approximately 45% of respondents were contacted via phone, and 55% contacted via email. Poll results were presented at the City Council meeting on April 1st, 2024.
In addition to the poll, the City has held numerous public workshops to discuss housing and the Growth Management Ordinance (GMO). These community meetings have taken place in collaboration with the Housing Element Work Group. Staff have also met with a variety of individuals involved in past GMO ballot initiatives, both individually and in small groups, to discuss these proposals.
Should the Council decide to place an amendment to the GMO on the November ballot, staff will develop and implement a robust public outreach and education effort to further support community engagement.
BACKGROUND:
Healdsburg is one of the few jurisdictions allowed under state law to have a Growth Management Ordinance in place. In Healdsburg, the GMO has severely constrained housing growth. The lack of growth has contributed to skyrocketing housing prices and a housing demand that far outpaces supply. While these problems are not unique to Healdsburg, the GMO
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exacerbates the challenge.
The 6th Cycle Housing Element, adopted by the City, recognizes the GMO as a barrier that will hinder the City’s ability to meet future RHNA allocations. Under Healdsburg’s inclusionary housing policy, market rate developments are required to include 20% affordable units to support the City's housing goals. However, due to limited production, the full potential of this policy has not been realized.
In 2018, Healdsburg voters approved Measure P to allow for the construction of additional middle-income housing units under the GMO. The measure was intended to address is growing gap in the City’s housing supply. City efforts have been successful in creating housing at low and very-low income levels but housing for middle-income households has not been developed since the passage of the GMO. Measure P requires middle-income units to be deed-restricted and for the residents to undergo an income verification process. Although well-intended, those requirements have proven to be a significant obstacle to housing financing and production. In the six years following the enactment of Measure P in 2018, no new middle-income, multifamily housing units have been constructed.
At the May 6, 2024, Council Meeting, staff provided a report and presentation to Council laying out three options for consideration. That presentation and report included substantial background on the history of the GMO and City efforts to support housing affordability and workforce housing initiatives. Staff presented the following three options for amending the GMO:
Option 1: Exempt Certain Geographic Areas from the GMO
Option 1 proposes to exempt specific geographic areas along the Healdsburg Avenue corridor from the GMO. This option would allow for both for sale and rental units. Market rate units would be subject to the City’s 20% inclusionary requirement to provide affordable units. As presented to the City Council on May 6th and shown in Figure 1 below, four distinct subgeographies are included for consideration:
1) Healdsburg Avenue North: Includes properties along Healdsburg Avenue from Grant Avenue to the Community Center that only allow for multi-family residential units.
Zoning districts along this corridor include: Multi-family Residential (RM), Office & Multi-family Residential (ORM) and Service Commercial (CS). 2) Downtown Housing Capacity Study Area: This area includes the entirety of the Downtown Commercial (DC) zoning District and some Service Commercial at the northern extent. The Plaza Retail District is not included. 3) Central Healdsburg Avenue Plan: This area includes Mixed Use, Multi-family Residential, and Industrial zones.
4) South Entry Area: This area is predominantly Industrial with some Mixed Use. Absent an extensive planning process to define future land uses and a plan for extending infrastructure (water, wastewater, drainage, etc.) there cannot be any residential development within this area at this time.
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Figure 1: Map of Geographic Areas Considered for Polling Option 2: Remove Income Restrictions on Measure P Multifamily Rental Units Option 2 proposes to remove the income restriction on multi-family rental units allowed under Measure P. Those units would also be subject to the City’s 20% inclusionary requirement to provide affordable units. The GMO would continue to allow for sale, multi-family units restricted to middle-income households. Rental or for sale units would remain limited to the 150 allocations per three-year cycle.
Option 3: Permit Construction of Housing Units that were Allowed but not Constructed in Previous Years
Option 3 proposes to remove the requirement that any unused allocations during a three-year period expire and allow those allocations to be available in future cycles. This could be applied in such a way as to ‘claw back’ previously expired allocations (estimated to be around 180 allocations), or to apply to future 3-year cycles moving forward.
At the May 6, 2024, Council meeting, staff recommended removing Option 3 from consideration. After deliberation, Council directed staff to pursue Option 1 as it offered opportunities for both for sale and rental housing. Council requested that staff return with
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additional details and options for both the geographies to be included as well as additional guardrails to safeguard against future luxury development resulting from the proposed geographic carve out from the GMO.
DISCUSSION/ANALYSIS:
The preferred Option 1 proposes to exempt specific geographic areas along the Healdsburg Avenue corridor from the GMO as described above, creating opportunities for both for sale and rental housing. In order to move forward with Option 1, staff are seeking Council direction on which geographic areas to include in the proposed ballot initiative. In addition to focusing residential development to the areas outlined below, it is important to note that zoning within those geographies (with the exception of the South Entry Area which is yet to be defined) limit residential development to multi-family only as shown in Table 1 below. As such, this option would not facilitate the construction of additional single-family developments.
Table 1 – Current Zoning of Existing Uses in Proposed Geographic Areas Geographic Options for Consideration:
Alternative 1: Council may direct staff to incorporate or remove any of the proposed Geographic options listed below. Each of these options was considered in the polling completed earlier this Spring.:
- Healdsburg Avenue North
o Focuses on vacant and underutilized properties along Healdsburg Avenue north of the Downtown core.
o As delineated in Figure 1, all properties within this area only allow for multifamily residential development. - Downtown Housing Capacity Study
o As previously presented this area reflects the boundary of the recently completed capacity study for the Downtown. The intent, though not depicted on the exhibit due to scale, is to not include the Plaza Retail zoning district similar to the study itself.
o Comments from members of the public expressing concerns about second homes and luxury units downtown suggest removing the Downtown from the proposed geographic exemption area. One consideration for addressing this concern would be to remove the core of Downtown from the exemption area and retain the northern portion of the Downtown Commercial zone as part of the Healdsburg Avenue North geography as shown in Figure 2 below. This would remove the Plaza Retail District and limit the exemption for Downtown to north of North Single Family
Development
Multi-Family
Development
Multi-Family Residential (RM) Not Permitted Permitted
Office & Multi-Family Residential (ORM) Not Permitted Permitted Service Commercial (CS) Not Permitted Permitted
Downtown Commercial (CD) Not Permitted Permitted
Mixed Use (MU) Not Permitted Permitted
Industrial (I) Not Permitted Conditional
Public (P) Not Permitted Not Permitted
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Street and west of Center Street.
- Central Healdsburg Avenue Plan (CHAP)
o Incentivizes development within the area surrounding the future SMART rail station.
o With the exception of a few small parcels, properties within this the CHAP only allow for multi-family residential development.
- South Entry Area Plan
o Requires a comprehensive planning process estimated to take 3 years. o A significant portion of this area is within the half-mile radius of the future SMART station.
Alternative 2 – Remove Downtown Area(s)
Staff have received some concerns about the potential for the geographic option to allow for more luxury housing. While it is worth noting that luxury housing is largely what is being built within the confines of the current GMO, staff concurs that land values close to the Healdsburg Plaza are a likely obstacle to middle income development. Accordingly, staff have explored removing the downtown area from the geography to reduce the potential for luxury units.
However, this also reduces the likelihood of downtown transit-oriented workforce housing.
The alternative below would remove the “Downtown Core” but keep the northern portion of the downtown, which includes 4 of the 5 sites recently considered in the Downtown Capacity Study.
The current City-owned West Plaza Parking Lot on Vine Street between North Street and Matheson Street would not be included, nor would most of the downtown.
Council could further consider options that would only exclude the Plaza Retail Zone or the Entire Downtown Commercial Zone as additional alternatives.
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Figure 2: Alternative Map Removing Areas Within Downtown Core The geographic approaches outlined above represent limited and targeted areas of the City for residential growth. Removing a significant portion of the proposed geography could limit the effectiveness of this approach in producing desired housing. At some point it may be more impactful to pursue Option 2 if the geography is too limited.
Other Guardrails for Consideration: In addition to providing options for finalizing the geography, the Council also requested that staff return with some options to create further guardrails that would limit luxury housing. As noted, the primary goal of this effort is to support the development of middle-income housing. While it is reasonable and appropriate to consider measures that would preclude the development of luxury or high-end housing, staff notes that this is an issue that requires striking an appropriate balance. In the past, GMO amendments that sought to tightly constrain new housing to middle-income levels, proved to be too narrow in their construction, ultimately resulting in no new housing units. With that in mind, staff are presenting the following options for Council Consideration:
1. Establish a cap on unit size.
To address concerns regarding luxury housing a cap on the size of units covered by the geographic carveout could be included. For example, a limit of 1,500 square feet would still allow for modest three-bedroom units while discouraging larger units. In this case, it is desirable
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to strike a balance between precluding overly large units while still leaving room for new housing units that are large enough for families.
2. Specifically Limit to Multi-Family (by design and/or by ordinance language).
While the current geographic areas proposed either only authorize multi-family residential development or would be determined through a later specific plan process, the ordinance language could specially call out the geographic areas are only exempt from the GMO for multifamily residential development. This would make it explicit that the measure would not enable the construction of new single-family units which are less likely to be affordable to middle-income families.
3. Continue to move forward with addressing Density via Zoning and General Plan Amendments.
Current General Plan density and zoning requirements do not support market rate multi-family rentals, particularly downtown. Staff are developing a plan to fund the needed effort to update the density and zoning requirements for the zones that allow for multi-family residential. This would include increasing the ceiling of units allowed and would also include establishing a higher minimum floor for the number of units per acre. Establishing a minimum floor for density has proven to be an effective tool in ensuring smaller and more cost-efficient units are built.
While this work will take place outside of a ballot initiative, it is an important component of meeting the City’s workforce housing goals.
Upon receiving direction from Council on the geographic areas to include as well as any additional guardrails, staff will prepare draft ballot language and finalize the CEQA process.
From there, the next steps and timeline for a GMO Ballot Initiative is as follows:
• June 17, 2024 – Council to vote on ballot language.
• August 5, 2024 – Council to adopt argument for measure. • August 9, 2024 – City Attorney to provide impartial analysis. • August 16, 2024 – County deadline to submit arguments for or against measures. • August 23, 2024 – County deadline for submitting rebuttal arguments. • November 5, 2024 – Election Day
• November 29, 2024 – County’s deadline to certify election results. • December 2, 2024 – Council adoption of resolution certifying election results.
ENVIRONMENTAL STEWARDSHIP:
Taking steps to amend the GMO supports Healdsburg Climate Mobilization Strategy T-3.3. “Pursue land use and development policies that promote infill development and/or increased density of residential development in the downtown core, along transit corridors, and within future planned development areas that is compact, mixed use, pedestrian friendly, and transit oriented where applicable.” ALTERNATIVES:
Staff is requesting feedback and direction from Council on the proposed GMO amendment options.
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FISCAL IMPACT:
Staff have included a placeholder for approximately $100,000 in the upcoming fiscal year budget to support information dissemination and outreach surrounding a proposed GMO ballot measure.
The cost of placing the measure on the ballot for the November election is also included in the proposed budget.
ENVIRONMENTAL ANALYSIS:
This action does not qualify as a project pursuant to the California Environmental Quality Act (“CEQA”) Guidelines Section 15378(b)(5) that states that organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment are not projects. Pursuant to CEQA Guidelines Section 15060(c)(3) any activity that is not a project is not subject to environmental review under CEQA. With Council direction to proceed with placing a GMO amendment on the November 2024 ballot a CEQA analysis of that measure will be prepared.
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CITY OF HEALDSBURG
CITY COUNCIL AGENDA STAFF REPORT
MEETING DATE: June 3, 2024
SUBJECT: Fiscal Year 2024-25 and 2025-26 Budget and Capital Improvement Plan Adoption
PREPARED BY: Katie Edgar, Finance Director
STRATEGIC INITIATIVE(S):
Establish Proactive Policies/Programs to Continue to Promote Economic Diversity & Sustainable Growth
Pursue Initiatives that Promote Environmental Stewardship Expand Affordable Housing Opportunities
Maintain and Improve Infrastructure and Facilities
Provide Effective Governance
Maintain and Enhance Public Health and Safety
Provide Resident-Driven Community Services
RECOMMENDED ACTION(S):
Consider adopting the following Resolutions:
a. Resolution of the City Council of the City of Healdsburg adopting the budget for Fiscal Year 2024-25.
b. Resolution of the City Council of the City of Healdsburg adopting the budget for Fiscal Year 2025-26.
c. Resolution of the City Council of the City of Healdsburg adopting the Capital Improvement Program for Fiscal Years 2025-29.
d. Resolution of the City Council of the City of Healdsburg reestablishing the list of authorized positions.
COMMUNITY ENGAGEMENT/OUTREACH:
City staff kicked off budget development activities with City Council at the January 16, 2024, City Council meeting. On February 26, 2024, staff launched the interactive budget simulation tool and held a community workshop on February 28th at the Senior Center with a presentation on the budget process and a detailed introduction of the budget simulation. Staff spoke with different community organizations about the budget development process and provided several options to engage the public including an abbreviated paper survey. Surveys were provided in
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both English and Spanish and Spanish language interpretation was available at the public workshop. Staff presented the public feedback at the April 15th, 2024, Council Meeting. On May 13th the Council convened a Special Meeting to hold a budget workshop where staff presented the proposed budgets for Fiscal Year 2024-25 and 2025-26. Each engagement offered an opportunity for residents to provide their input on budget priorities.
BACKGROUND:
The City operates on a two-year budget cycle. The current two-year budget cycle will end on June 30, 2024. The purpose of this item is to present the final draft proposed budget for the Fiscal Years 2024-25 and 2025-26 along with the 5-year Capital Improvement Plan for Council adoption.
DISCUSSION/ANALYSIS:
The proposed budget maintains service levels for City operations while funding sizable investments in maintaining and enhancing our public infrastructure. The budget also ensures adequate resources are dedicated to supporting adopted City Council goals. The proposed budget includes conservative revenue projections for the upcoming two-year period as many revenues have fallen short of projections in the past year after the strong rebound from the pandemic.
While there continues to be uncertainty about what the future holds, staff have worked hard to align available funding to the highest priorities. Staff will continue to proactively manage the City’s finances, including providing quarterly budget updates to Council.
General Fund
The General Fund budget includes projected revenues of $18.6 million in Fiscal Year 2024-25 and $19.2 million in 2025-26. Overall, expenditures total $18.6 million in Fiscal Year 2024-25 and $19.1 million in 2025-26. Expenditures are largely in alignment with revenues reflecting a structurally balanced budget. The City anticipates ending the two-year budget cycle with $5.7 million in reserves.
The General Fund budget also supports the following new initiatives:
• Community outreach for the Growth Management Ordinance • Public Safety Cameras
• Facility Site Assessments at Police and Fire facilities • Roof repair at the Fire Department
• Type 1 Engine Replacement
• Fire Rescue Equipment Replacement
Community Services Fund
The Community Services Fund is driven largely by Transient Occupancy Tax revenues which have experienced a year over year decline due to reduced occupancy rates tied to economic headwinds. Staff have projected that revenues will slowly begin to rebound in the first year and exhibit growth in the second year due to the new Appellation Hotel coming online and the reopening of Duchamp Hotel that underwent major renovations. Projected revenues for Fiscal Year 2024-25 total $8 million, increasing to $8.8 million in 2025-26.
Despite constraints on the revenue side, the proposed budget will maintain current service levels and continue investments in deferred maintenance and facility improvements including:
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• Library Improvements
• Museum HVAC Replacement
• Community Center Roof Replacement
• Senior Center Roof Repair
• Foss Creek Pathway Lighting Repair
• Foley Family Community Pavilion IT Infrastructure
Staff incorporated Council feedback from the May 13th Budget Workshop and reallocated the annual $50,000 in Art & Culture funding to be more broadly available to support the implementation of the Arts & Culture Master plan under the direction of the Arts & Culture Commission, once it is formed later this year.
The proposed budget uses approximately $317,000 of the Community Services Operating Reserves to support programs and projects in Fiscal Year 2025-26 and reflects a return to a fully funded operating reserve of $2.4 million in FY 25-26.
Enterprise Funds
The City budget proposal includes budgeted revenues and expenditures for the City’s Water Utility, Wastewater Utility, Drainage Utility, and Electrical Utility. Revenues for Water, Wastewater, and Electric are based on the implementation of updated rates and revenues projected by the rate development consultants. Each of these Utilities are making significant investments into replacing infrastructure in the proposed budget cycle to address imminent operational needs and safety concerns. While all three funds will rely on the use of capital reserves or rate stabilization reserves to expedite the completion of capital projects, the operational reserves for each fund remain fully funded and the long-term financial plans reflect a path to fully funding all reserves in future budget cycles. Significant progress was made in addressing the long-standing deficit in the drainage operations fund in the current budget cycle and staff will continue working towards a long-term solution for the solvency of this fund.
Capital Improvement Program
Despite limited resources, City staff are proposing an ambitious list of Capital Projects for both the two-year budget cycle and the five-year planning period. The two-year budget includes a capital investment of over $44 million, which includes leveraging over $20 million in grants and $6 million in developer contributions. Over the extended five-year CIP planning period, the City anticipates investing about $162 million in capital projects.
Highlights from the planned capital projects include:
• March Avenue Rehabilitation
• Healdsburg Avenue Complete Streets
• Grove Street Neighborhood Implementation Plan
• Ward Street Neighborhood Revitalization
• Badger Park Redevelopment
• Saggio Hills Park
• Undergrounding Electrical Services on Healdsburg Ave
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• Undergrounding Electrical Services on Grove Street
• Brown Street Water and Wastewater Replacements
• Healdsburg Avenue Utility Replacements
ENVIRONMENTAL STEWARDSHIP:
Not applicable.
ALTERNATIVES:
The City Council may propose changes to the budget presented this evening. Depending on the volume and complexity of changes, staff may request time to incorporate any proposed changes in the final draft budget document and return to Council at the following meeting on June 17, 2024 for adoption if any substantial changes are requested.
FISCAL IMPACT:
There is no fiscal impact to the administrative activity of adopting the upcoming 2-year budget.
However, the budget itself is a financial planning tool that has a broad range of impacts to City services and the City’s fiscal health. After thorough analysis and public input, staff believe the proposed budget is fiscally prudent, ensuring service needs are being met while maintaining the overall fiscal health of the community.
ENVIRONMENTAL ANALYSIS:
Pursuant to Title 14, the California Code of Regulations, Section 15378(b)(4)(5) of the California Environmental Quality Act (“CEQA”) guidelines, approval of this resolution is an administrative activity of the City that will not result in direct or indirect physical changes to the environment.
ATTACHMENT(S):
Attachment A: Biennial Budget FY 24-25 and FY 25-26
Resolution Adopting the FY 2024-25 Budget
Exhibit A: FY 2024-25 Budget Appropriations
Resolution Adopting the FY 2025-26 Budget
Exhibit A: FY 2025-26 Budget Appropriations
Resolution Adopting Capital Improvement Plan for 2024-29 Exhibit A: Capital Improvement Plan 2024-29
Resolution Reestablishing Authorized Position List
Exhibit A: Authorized Position List
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Biennial Budget
Fiscal Years
2024-25 & 2025-26
City of Healdsburg
California
Healdsburg.gov
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Packet Pg. 272 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Table of Contents
Page
Number
Table of Contents ......................................................................................................... 1 Introduction
Biennial Budget 2024-26 City Manager Budget Message .....................................................5 City of Healdsburg 2020-2025 Strategic Plan: Quality of Life ................................................9 About the City of Healdsburg.................................................................................................11 City of Healdsburg Maps ........................................................................................................12 Budget Development Process ...............................................................................................14 Budget Calendar for 2024-25 and 2025-26 ...........................................................................16 City Organizational Chart .......................................................................................................18 Budgetary Funds ...................................................................................................................19 Department Fund Relationship ..............................................................................................20 Basis of Budgeting ..................................................................................................................22 Healdsburg at a Glance ..........................................................................................................23 General Fund
General Fund Summary .........................................................................................................31 Department Detail:
City Administration Narrative ........................................................................................32 City Council .............................................................................................................34 Legal ........................................................................................................................35 City Manager’s Office .............................................................................................36 Finance ...........................................................................................................................37 Planning and Building ....................................................................................................39 Fire .................................................................................................................................43 Police ..............................................................................................................................47 Public Works ..................................................................................................................50 Non-Departmental .........................................................................................................51 Public Works
Public Works Narrative ..........................................................................................................53 Streets Fund ....................................................................................................................56 Streets Capital Projects Fund ..........................................................................................57 Airport Fund ....................................................................................................................58 Airport Capital Replacement Fund .................................................................................59 Utilities
Utilities Narrative ...................................................................................................................61 Water Fund .....................................................................................................................64 Water Capital Replacement Fund ...................................................................................65 Wastewater Fund ...........................................................................................................66 Drainage Fund .................................................................................................................67 Wastewater and Drainage Capital Replacement Fund ..................................................68 Electric Fund ...................................................................................................................69 1 8.E.a
Packet Pg. 273 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Table of Contents
Page
Number
Electric Capital Replacement Fund .................................................................................70 Electric Public Benefit Fund ............................................................................................71 Electric Cap and Trade Fund ...........................................................................................72 Community Services
Community Services Narrative ..............................................................................................74 Parks, Fields, Facilities, and Open Space and Regional Park Facilities Listing .......................77 Community Services Fund ..............................................................................................78 Community Services Capital Projects Fund ....................................................................79 Special Revenue Funds
Special Revenue Funds Narrative ..........................................................................................81 General Capital Replacement Fund ................................................................................83 Enhanced Fire Protection Fund (Measure H) .................................................................84 Transaction and Use Tax Fund (Measure V) ...................................................................85 Transient Occupancy Tax – Affordable Housing (Measure S) ........................................86 L&M Village Fund ............................................................................................................87 Long Range Planning Fund ..............................................................................................88 Economic Development Fund .........................................................................................89 Gas Tax Fund ...................................................................................................................90 Road Repair and Accountability Fund ............................................................................91 Lighting and Landscape Assessment Districts ................................................................92 North Area Maintenance Fund .......................................................................................93 Benjamin Maintenance District Fund .............................................................................94 Public Safety Fund ..........................................................................................................95 Opioid Settlement Fund .................................................................................................96 Strong Motion Education and Data Fund .......................................................................97 Media Center Fund .........................................................................................................98 Sonoma County Parks Improvement Fund (Measure M) ...............................................99 Park Dedication Fund ......................................................................................................100 Housing Agency Fund .....................................................................................................101 General Debt Service Fund .............................................................................................102 Development Impact Fees Funds
Development Impact Fees Funds Narrative ..........................................................................104 Fire Facilities Development Impact Fees Fund ...............................................................105 Parking Development Impact Fees Fund ........................................................................106 Streets Development Impact Fees Fund ........................................................................107 Water Development Impact Fees Fund ..........................................................................108 Wastewater Development Impact Fees Fund ................................................................109 Drainage Development Impact Fees Fund .....................................................................110 Electric Development Impact Fees Fund ........................................................................111 Park Development Impact Fees Fund .............................................................................112 2 8.E.a
Packet Pg. 274 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Table of Contents
Page
Number
Successor Agency Funds
Successor Agency Funds Narrative ........................................................................................114 Post RDA Successor Agency Fund ...................................................................................115 Post RDA Debt Retirement Fund ....................................................................................116 Internal Service Funds
Internal Service Funds Narrative ...........................................................................................118 Insurance and Benefits Fund .................................................................................................119 Vehicle Services Fund ............................................................................................................121 Vehicle Replacement Fund ...................................................................................................123 Information Services Fund .....................................................................................................125 Building Maintenance Fund ...................................................................................................129 Trust Funds
Trust Funds Narrative ............................................................................................................132 Community Benefit Grant Trust Fund ............................................................................133 Plaza Flowers Veterans Trust Fund.................................................................................134 Senior Center Endowment Expendable Trust Fund .......................................................135 Cultural Non-Expendable Trust Fund .............................................................................136 Capital Improvement Program
Capital Improvement Program Narrative ..............................................................................138 2024-29 Five-year Capital Improvements Program Summary ..............................................139 Other City Projects .................................................................................................................142 Street Projects ........................................................................................................................144 Water Projects .......................................................................................................................160 Wastewater and Drainage Projects .......................................................................................179 Electric Projects ......................................................................................................................196 Airport Projects ......................................................................................................................207 Community Services Projects ................................................................................................213 Budget Reference Information
Glossary of Financial and Budget Terms ................................................................................218 Financial Policies ....................................................................................................................227 Pension Liability Funding Policy .............................................................................................228 General Fund Surplus Policy ..................................................................................................231 Reserve Policy for the General Fund .....................................................................................233 Reserve Policy for the Community Services Fund .................................................................235 Water and Wastewater Rates for FY 24-25, 25-26, and 26-27..............................................237 Reserve Policy for the Electric Fund ......................................................................................241 Resolution No. XX-2024 Adopting the FY 2024-25 Budget ....................................................244 Resolution No. XX-2024 Adopting the FY 2025-26 Budget. ...................................................247 Resolution No. XX-2024 Reestablishing the List of Authorized Positions .............................250 Resolution No. XX-2024 Adopting the 2024-29 Five-Year Capital Improvement Program ...253 3 8.E.a
Packet Pg. 275 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
IN T R O D U CT IO N
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Packet Pg. 276 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Honorable Mayor, Councilmembers, and members of the Healdsburg community, I am pleased to present the City of Healdsburg budgets for the fiscal years 2024-25 and 2025- 26, along with our five-year Capital Improvement Program. In spite of some financial headwinds, this budget maintains service levels for City operations while funding a sizable investment in maintaining and enhancing our public infrastructure system.
In many respects, this budget supports the implementation of plans that have been developed over the preceding decade. Through thoughtful planning, the City of Healdsburg has established ambitious and exciting plans for updating our parks and public spaces, our transportation network, and the systems that bring us safe and reliable water and electricity. Many of those plans are now coming to fruition thanks to careful financial planning and our aggressive pursuit of outside grant funding.
The two upcoming fiscal years will see the initiation and completion of many exciting projects, but they will not be entirely free of fiscal constraints. After a very strong rebound from the pandemic in 2021 and 2022, some of our key revenues have fallen short of projections in the past year. While we hope for an economic rebound sooner than later, we have been cautious in our projections for the upcoming two-year budget period. In an ideal world, our capital improvement program would be even more aggressive, and we would make targeted enhancements to staffing and service levels. Instead, we have worked hard to carefully match available funding to our highest priorities, with a particular emphasis on leveraging outside funds for maximum benefit. To support as many investments as possible, we propose to hold citywide staffing essentially flat.
Even with these limitations, this budget represents an exciting investment in our community.
Revenue Growth and Enhancement
As noted, some of our key sources of revenue have been sluggish over the past year and do not yet show clear indications of an upcoming recovery. We continue to be upbeat about the longterm economic conditions in Healdsburg, but there is insufficient data available at this time to project when we will return to more typical rates of growth. Accordingly, our projections are conservative.
Sales tax, which comprises about a third of the General Fund revenue, is projected to be $5.7 million in the current year, a 2% decline over the previous year. Projections reflect a slow recovery with a 1% increase in the first year and ramping up to 3% in the second year.
Transient Occupancy Tax (TOT) revenue from hotel stays is estimated to be $9.5 million across all funds in 2023-24, a 3% decline over the prior year. Occupancy rates continue to remain low with the average monthly occupancy rate hovering around 55% in the current year. We are forecasting a 1% increase in total TOT revenue in the first year and an 11.5% increase in the second year due to economic cycles and the anticipation of new hotels coming online. TOT makes up 8% of General Fund revenue and 86% of Community Services Fund revenue. 5 8.E.a
Packet Pg. 277 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Property tax, which comprises approximately 17% of our General Fund, is considerably more stable. We are projecting 5% annual increases over the upcoming two-year budget period, consistent with the recent Sonoma County assessment roll increases.
Fortunately, reductions in revenues from taxes have in many cases been offset by new grant awards and required contributions from developers of property within the City. As noted in the following section, we intend to deploy over $26 million in outside funds over the next two years.
Capital Improvement Projects
The two-year budget includes a capital investment of over $44 million, which includes leveraging over $20 million in grants and $6 million in developer contributions. Over the extended five-year CIP planning period, we anticipate investing about $162 million in capital projects.
Highlights from the planned capital projects include:
March Avenue Rehabilitation ($2.4M): No other capital need generates as many community requests as March Avenue. Recognizing that this well-traveled arterial is in need of repaving, we made it the cornerstone of our streets program for the upcoming budget.
Healdsburg Avenue Complete Streets ($15.4 M): Building on the momentum generated by an $11 M grant, we are investing local funds to meet the required match as well as Electric Funds to support undergrounding of utilities.
Grove Street Neighborhood Implementation Plan ($3.3 M): As with Healdsburg Avenue, grants, a local match, and funding for undergrounding will be combined to implement long-needed improvements for safer multi-modal travel on Grove Street. Ward Street Neighborhood Revitalization ($1.5 M): Ward Street and the surrounding area have suffered from limited investment and deteriorating infrastructure. This project will focus on improving safe access to, from, and within this neighborhood. Badger Park Redevelopment ($2.0 M): Although we have long-term plans for a full redevelopment of Badger Park, this project will combine grant funds and a local match to start work on the highest priority improvements, including restrooms and river access.
Saggio Hills Park ($7.7 M): The initial work on a planned new park at the north end of town (official park name TBD in 2024) will include a multi-use trail and parking.
In addition to the highlights noted above, the coming year will also see the completion of several high-profile projects that were funded in the previous budget. Notably, those include 6 8.E.a
Packet Pg. 278 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) the new fire substation, the Foley Family Community Pavilion, and the expansion of our recycled water system to several locations in town.
Stabilizing Utility Funds
A key challenge of the past year was the implementation of new rate structures for water and wastewater services in the City. While rate increases are never desirable, we recognize that they were particularly challenging in this instance. Unfortunately, we were confronted with a combination of significant cost inflation, new regulatory requirements, persistent reductions in water sales, and major rehabilitation needs for our aging treatment and distribution systems.
The good news is that we are now in a position to once again invest in our systems and begin chipping away at a backlog of deferred maintenance needs. That process will take many years, but this budget includes significant projects that will move us in the right direction. The budget also shows a gradual return to fiscal health for the water and wastewater funds. By staying in front of these challenges, we hope to avoid large rate increases in the foreseeable future.
Additional Service Enhancements
Beyond capital investment, the primary focus of this budget has been to maintain service levels, while balancing expenditures and revenues and continuing to meet our targets for healthy fiscal reserves. With that said, the budget does include some targeted enhancements in services for the upcoming two years. Some highlights include:
Implementation of a public safety camera system designed to deter crime and aid in investigations in areas that have been most prone to criminal activity. The addition of a second Fire Inspector position fully funded by the countywide Measure H sales tax to enhance our fire prevention activities. Construction of publicly available EV charging stations located at several City owned parking lots.
Formation and launch of a new Arts and Culture commission to support implementation of the City’s Arts and Culture Master Plan.
Ongoing implementation of the City’s Climate Mobilization Strategy and Diversity, Equity, and Inclusion Plan.
Acknowledgements
Preparation of a municipal budget is an immense task that requires dedicated effort from City staff, the City Council, and the community. This document is the culmination of a myriad of planning efforts that, when combined, constitute our work plan for the coming years. I am grateful to our staff, most significantly the Finance Department and the representatives of every operating department, whose careful attention to every detail of this budget is critical to 7 8.E.a
Packet Pg. 279 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) maintaining the financial stability of the organization. The City Council’s participation in this process provided consistent and impactful guidance over several months.
Community feedback remained at the heart of every funding decision. Once again, we engaged in a robust public engagement effort to solicit feedback. I am pleased and grateful that over 400 members of the community took the time to participate in our interactive budget feedback tools. Moreover, every time we hear from members of the community regarding City programs or infrastructure needs, we take that feedback to heart. We can’t fund every desired project, but we have worked hard to address those that are most important to our residents.
It is a testament to our City team and our community that, in the face of limited revenues and some fiscal challenges, we continue to maintain high service levels. Further, our ongoing commitment to infrastructure projects will ensure that our community continues to thrive for decades to come. This budget affirms our commitment to ensuring that Healdsburg remains a great place to live, work, and visit.
With respect and gratitude,
Jeff Kay
City Manager
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Packet Pg. 280 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) City of Healdsburg 2020-2025 Strategic Plan:
Quality of Life
The planning process for the 2020-2025 Strategic Plan began in the Spring of 2019. The five-year plan was developed through extensive community engagement including public meetings, focus groups, speaker series, community surveys, and public workshops. The Strategic Plan was unanimously adopted on December 16th, 2019, and identified seven Strategic Initiatives that contribute to the City’s overall Quality of Life.
Building on its 2020-2025 Strategic Plan, the Council completes annual goal setting in alignment with the Fiscal Year to match available resources with specific Council priorities. The Council goal setting for the Fiscal Year 2024-2025 was completed at a public workshop on March 25th, 2024, and the Council formally adopted the Goals below on May 6th, 2024.
Strategic Initiative - 01: Encourage Economic Diversity and Sustainable Growth Goal 1.1 – Complete the Housing Element Implementation Land Use Code Updates Goal 1.2 – Amend the Scope of Services of the Chamber of Commerce Agreement Strategic Initiative - 02: Promote Environmental Stewardship Goal 2.1 – Complete Postal Fleet Electrification White Paper Strategic Initiative - 03: Expand Affordable Housing Opportunities Goal 3.1 – Continue Housing Element Work Group
Goal 3.2 – Support Saggio Hills Affordable Housing
Goal 3.3 – Support 155 Dry Creek Affordable Housing
Goal 3.4 – Identify City-Owned Land for Housing Production Goal 3.5 – Consider Possible Amendments to the Growth Management Ordinance Goal 3.6 – Consider Strengthening and Expanding the Local Preference Ordinance Strategic Initiative - 04: Maintain and Improve Infrastructure and Facilities Facilities
Goal 4.1 – Complete Library Upgrades
Goal 4.2 – Complete New Fire Substation
Parks
Goal 4.3 – Create Park Financing Plan
Streets/Bikes/Pedestrian
Goal 4.4 – Complete Healdsburg Avenue Complete Street Project Goal 4.5 – Implement Grove Street Neighborhood Plan
Goal 4.6 – Implement Ward Street Neighborhood Plan
Goal 4.7 – Enhanced Maintenance for LIDs
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Packet Pg. 281 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Water
Goal 4.8 – Complete Municipal Recycled Water Pipeline
Goal 4.9 – Consider Aquifer Storage and Recovery (ASR) Wells Goal 4.10 – Improve Fitch Well Field and Dry Creek Well Field Goal 4.11 – Begin the Process of the Long-Term Visioning for the Community Center and Pool
Strategic Initiative - 05: Provide Effective Governance Goal 5.1 – Televise Council Meetings on YouTube
Goal 5.2 – Streamline Process to Watch Council Meetings Strategic Initiative - 06: Maintain and Enhance Public Health and Safety Goal 6.1 – Implement Community Wildfire Protection Plan Goal 6.2 – Implement Fire Fuels Reduction Program
Goal 6.2 – Implement a Gun Safety Education Program
Strategic Initiative - 07: Provide Resident-Driven Community Services Policies/Programs
Goal 7.1 – Implement Arts & Culture Master Plan
Goal 7.2 – Revise City-HUSD Joint Use Agreement
Community Facilities
Goal 7.3 – Complete Foley Family Community Pavilion
Goal 7.4 – Develop Villa Chanticleer Capital Replacement Plan Goal 7.5 – Begin the Process of the Long-Term Visioning for the Community Center and Pool
Park/Open Space
Goal 7.6 – Complete Saggio Hills Park Development
Goal 7.7 – Complete Saggio Hills Park Naming Process
Goal 7.8 – Complete Badger Park Redevelopment
Goal 7.9 – Complete Hilltop Road Erosion Repairs
Goal 7.10 – Consider an Arts & Cultures Commission
Goal 7.11 – Explore an Alternative to the 4th of July Fireworks Show Goal 7.12 – Select a City Flower/Plant and/or Tree
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Packet Pg. 282 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) About the City of Healdsburg
History
Envision a town with the best qualities of turn-of-the century America, yet with the ambiance of a European countryside. Tucked between three lush valleys and surrounded by over 60 wineries, Healdsburg is nestled in the heart of the wine country. The City is only 65 miles north of San Francisco on Highway 101.
Settling the Area
The City’s early residents, the Pomo Indians, built their villages in these open fertile valleys along the Russian River. The wild 1800s and California Gold Rush brought new settlers to the generous farming land to Healdsburg. One early entrepreneur, Harmon Heald, envisioned a grand plan for the village that would be his namesake. In 1857, he constructed a store and post office, sold lots downtown, and plotted a town complete with a Spanish-style Plaza. Healdsburg was officially incorporated 10 years later. The extension of the Northwestern Pacific Railroad in 1871 brought visitors and increased commerce to the booming town.
Modern Healdsburg
The City of Healdsburg continues to flourish. The City is a full-service city, providing electrical, water, and sewer services to residents. Healdsburg's safety is ensured by modern and well-equipped police and fire departments.
Healdsburg has evolved from an unpretentious farm town to a Wine Country destination with its Plaza, many fine restaurants, wine tasting rooms, art galleries and boutiques, drawing both residents and visitors. Despite its growth in population (11,030 estimated in 2022) and popularity, Healdsburg cherishes its small town character, community spirit, architectural charm and vibrant history.
Read more about Healdsburg's rich history on the Healdsburg Museum and Historical Society page. 11 8.E.a
Packet Pg. 283 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) City of Healdsburg Map
s
City of Healdsburg incorporated
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Packet Pg. 284 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) City of Healdsburg Maps, continued
Sonoma County
State of California
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Packet Pg. 285 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Budget Development Process
The City of Healdsburg operates on a two-year budget cycle. City staff kicked off the fiscal year 2024-25 and 2025-26 budget development process with the City Council at the regularly scheduled Council meeting on January 16th, 2024. During that meeting, staff presented the budget development timeline, proposed budget development goals, and a public engagement and outreach strategy for the budget.
Budget Development Timeline
The following timeline represents the internal deadlines, public meetings, and public engagement activities that took place during the budget development process.
Internally, the budget development process was coordinated through the City Finance Department. In early February the Finance Director and key staff worked to develop budgets for wages, benefits, insurance, internal service fees, and allocated costs. Finance staff provided budget worksheets, allocation worksheets, and Capital Improvement Plan worksheets to Department Heads and key staff in February. Worksheets were due back to Finance by mid-March. Once worksheets were turned into Finance, a full draft budget was created for each program and reviewed with each Department Head.
Weekly meetings were held with the City Manager to discuss different areas of the budget, bringing in department heads and finance staff as needed to review and discuss items of interest or concern.
Revisions were made to the draft budgets in concert with department heads and finance, until a full draft budget was completed in preparation for the City Council Workshop in May.
Budget Development Goals
As part of the budget development process, staff presented, and Council agreed to, the following budget development goals:
1. Align budget resources with Council Goals
2. Focus on Infrastructure Funding
3. Complete Facility Needs Assessments
4. Improve Transparency through Accounting Development
5. Review Finance Policies
6. Continue to Pursue Robust Public Engagement
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Packet Pg. 286 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Public Engagement and Outreach
City staff, in partnership with Corazón Healdsburg, held a public workshop to discuss the City budget on February 28th at the Healdsburg Senior Center. Attendees received a presentation on the budget process and a detailed introduction of the budget simulation. Devices were available for attendees to complete the simulation. City staff have also met with and presented to several stakeholder groups.
Stakeholder meetings included a discussion of the budget and budget process and steered participants to provide direct feedback via the budget simulation. Staff also attended a Senior Bistro Brunch at the Senior Center to engage the senior community in discussions of the City Budget. Many participants completed paper copies of the budget survey and others were guided to the full budget simulation to provide more detailed feedback. City staff brought devices to the Day Labor Center and encouraged the staff and community members to complete the survey while answering questions about the budget process. Corazón engaged community members with available devices to complete the budget simulation and the paper survey outside of Lola’s market and throughout the community.
A full version of the budget simulation that had detailed categories and several specific questions as well as a short version with summarized categories was launched on February 26th in both English and Spanish. Paper surveys reflecting the categories of the short version of the budget simulation were also provided in both English and Spanish. The simulation closed on April 1st, and 236 responses were submitted online. The full version of the online budget simulation received 194 responses and the short version received 42 responses. Of the online budget simulation responses, 229 were English and 7 were Spanish. The City also received a total of 141 paper budget survey responses. Of the paper survey responses, 14 were English and 127 were Spanish. Data from the simulation was provided to the City Council during the Budget Development Check-in on April 15th.
In addition, staff provided financial updates, budget development updates, and financial policy agenda items at City Council meetings. The Council also held one specially scheduled public meeting on the budget as a workshop, allowing for and taking public comment. Council meetings that addressed budget development included:
• January 16, 2024: Budget Development Overview
• February 20, 2024:
o FY23-24 Midyear Budget Review
o Pension Liability Funding Policy Review
o General Fund Surplus Policy Review
• April 15, 2024: Council Budget Development Check-In
• May 13, 2024: Special Meeting: Budget Workshop
• May 20, 2024: Q3 Financial Update with Year End Projections • June 3, 2024: Budget and CIP Adoption
The budget is a living document and after budget adoption City staff return to Council every quarter to provide a financial update. Staff review revenue and expenditures to propose adjustments necessary to realign to current trends.
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Packet Pg. 287 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Budget Calendar for 2024-25 and 2025-26
January 2024
Budget Development Overview
February 2024
Mid-Year FY 23-24 Financial Update
March 2024
Council Goal Setting
April 2024
Budget Development Update
May 2024
Budget Workshop
June 2024
Budget Adoption
November 2024
Quarter 1 FY 24-25 Financial Update
16 8.E.a
Packet Pg. 288 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Budget Calendar for 2024-25 and 2025-26
(continued)
January 2025
FY 23-24 Financial Statements
February 2025
Mid-Year FY 24-25 Financial Update
May 2025
Quarter 3 FY 24-25 Financial Update
November 2025
Quarter 1 FY 25-26 Financial Update
January 2026
FY 24-25 Financial Statements
February 2026
Mid-Year FY 25-26 Financial Update
May 2026
Quarter 3 FY 25-26 Financial Update
17 8.E.a
Packet Pg. 289 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
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18 8.E.a
Packet Pg. 290 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Budgetary Funds
City of Healdsburg
Governemental Funds Proprietary Funds Fiduciary Funds
Major Fund
-Water
-Wastwater
-Electric
Non-Major
-Airport
-Drainage
Enterprise Funds
Major Fund
-Water
-Wastwater
-Electric
Non-Major
-Airport
-Drainage
Enterprise Funds
Non-Major
-Insurance & Benefits
-Vehicle Maintenance
-Vehicle Replacement
-Information Services
-Building Maintenance
Internal Service Funds
Non-Major
-Insurance & Benefits
-Vehicle Maintenance
-Vehicle Replacement
-Information Services
-Building Maintenance
Internal Service Funds
Non-Major
-RDA Successor
Agency
Private Purpose Trust
Funds
Non-Major
-RDA Successor
Agency
Private Purpose Trust
Funds
Major Fund
General Fund
Major Fund
-Community Services
Non-Major
-Enhanced Fire Protection
-Transaction &Use Tax
-Affordable Housing (TOT)
-L&M Village
-Long Range Planning
-Economic Development
-Gas Tax
-Road Repair and Accountability
-Lighting & Landscape
Assessment Districts
-Benjamin Maintenance District
-Public Safety
-Opioid Settlement
-Strong Motion Education & Data
Media Center
-Sonoma County Parks
Improvement
-Park Dedication
-Fire Impact Fee
-Parking Impact Fee
-Streets Impact Fee
-Park Impact Fee
Special Revenue Funds
Major Fund
-Community Services
Non-Major
-Enhanced Fire Protection
-Transaction &Use Tax
-Affordable Housing (TOT)
-L&M Village
-Long Range Planning
-Economic Development
-Gas Tax
-Road Repair and Accountability
-Lighting & Landscape
Assessment Districts
-Benjamin Maintenance District
-Public Safety
-Opioid Settlement
-Strong Motion Education & Data
Media Center
-Sonoma County Parks
Improvement
-Park Dedication
-Fire Impact Fee
-Parking Impact Fee
-Streets Impact Fee
-Park Impact Fee
Special Revenue Funds
Non-Major
Debt Service Fund
Major Fund
-Streets
Non-Major
-General Capital
Repalcement
Capital Project Funds
Major Fund
-Streets
Non-Major
-General Capital
Repalcement
Capital Project Funds
Non-Major
-Plaza Flowers
Veterans Trust
-Community Benefit
Trust
-Cultural Center Trust
Custodial Funds
Non-Major
-Plaza Flowers
Veterans Trust
-Community Benefit
Trust
-Cultural Center Trust
Custodial Funds
19 8.E.a
Packet Pg. 291 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Fund Type Fund Description
City ManagerFinanceFirePoliceCommunity Development Community ServicesHousingPublic WorksUtilities General Fund 101-General Fund X X X X X
Special Revenue Fund 104-Enhanced Fire Protection Fund (Measure H) X Special Revenue Fund 105-Transaction & Use Tax Fund (Measure T) X X X X X X Special Revenue Fund 106-Transient Occupancy Tax - Affordable Housing Fund X Special Revenue Fund 107-L & M Village Fund X
Special Revenue Fund 150-Economic Development Fund X
Special Revenue Fund 201-Gas Tax Fund X
Special Revenue Fund 202-Road Repair and Accountability Fund X Special Revenue Fund 208-North Area Maintenance Fund X
Special Revenue Fund 211-Public Safety Fund X X
Special Revenue Fund 213-Opioid Settlement Fund X X X
Special Revenue Fund 221-Lighting & Landscape Assessment District 1 X Special Revenue Fund 222-Lighting & Landscape Assessment District 2 X Special Revenue Fund 223-Lighting & Landscape Assessment District 3 X Special Revenue Fund 224-Lighting & Landscape Assessment District 4 X Special Revenue Fund 225-Lighting & Landscape Assessment District 5 X Special Revenue Fund 226-Lighting & Landscape Assessment District 6 X Special Revenue Fund 227-Lighting & Landscape Assessment District 7 X Special Revenue Fund 280-Media Center Fund X
Special Revenue Fund 404-Post RDA Housing Agency Fund X Special Revenue Fund 510-Streets Fund X
Special Revenue Fund 581-Sonoma County Parks Improvement Fund (Measure M) X Special Revenue Fund 583-Park Dedication Fund X
Special Revenue Fund 585-Community Services Fund X
Special Revenue Fund 901-Fire Facilities Development Impact Fees Fund X Special Revenue Fund 905-Parking Development Impact Fees Fund X Special Revenue Fund 910-Street Development Impact Fees Fund X Special Revenue Fund 920-Water Development Impact Fees Fund X X Special Revenue Fund 930-Wastewater Development Impact Fees Fund X X Special Revenue Fund 931-Drainage Development Impact Fees Fund X X Special Revenue Fund 940-Electric Development Impact Fees Fund X X Special Revenue Fund 985-Park Development Impact Fees Fund X Debt Service Fund* 301-General Debt Service Fund X X X X X X Capital Projects Fund* 102-General Capital Replacement Fund X X X X X Capital Projects Fund 512-Streets Capital Project Fund X Capital Projects Fund 522-Water Capital Project Fund X X Capital Projects Fund 532-Wastewater & Drainage Capital Project Fund X X Capital Projects Fund 542-Electric Capital Project Fund X Capital Projects Fund 572-Airport Capital Project Fund X Capital Projects Fund 582-Community Services Capital Projects Fund X Enterprise Fund 520-Water Fund X X
Enterprise Fund 530-Wastewater Fund X X
Department Fund Relationship
20 8.E.a
Packet Pg. 292 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Fund Type Fund Description
City ManagerFinanceFirePoliceCommunity Development Community ServicesHousingPublic WorksUtilities Enterprise Fund 531-Drainage Fund X X
Enterprise Fund 540-Electric Fund X
Enterprise Fund 546-Electric Public Benefit Fund X
Enterprise Fund 547-Electric Cap and Trade Fund X
Enterprise Fund 570-Airport Fund X
Internal Service Fund 601-Insurance & Benefits Fund X
Internal Service Fund 602-Vehicle Services Fund X
Internal Service Fund 603-Information Services Fund X
Internal Service Fund 604-Building Maintenance Fund X
Internal Service Fund 622-Vehicle Replacement Fund X
Custodial Fund 703-Senior Center Endowment Expendable Trust Fund X Custodial Fund 704-Community Benefit Grant Trust Fund X Custodial Fund 706-Plaza Flowers Veterans Trust Fund X
Custodial Fund 750-Cultural Non Expendable Trust Fund X Private Purpose Trust 403-Post RDA Successor Agency Fund X Private Purpose Trust 405-Post RDA Debt Retirement Fund X *Funds Included in Special Revenue Fund Section
Department Fund Relationship (continued)
21 8.E.a
Packet Pg. 293 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Basis of Budgeting
The City’s budget is developed on a modified accrual basis for governmental fund types (e.g. general fund, special revenue funds, debt service funds, and capital project funds), adjusted for encumbrance accounting. Appropriations for encumbrances are included; however, appropriations for expenditures against prior year encumbrances are excluded.
Accrual is an accounting method that records revenues and expenses when they are incurred, regardless of when cash is exchanged.
Encumbrances in government accounting are commitments related to unfilled contracts for goods and services including purchase orders. The purpose of encumbrance accounting is to prevent further expenditure of funds considering commitments already made. At year-end, encumbrances still open are not accounted for as expenditures and liabilities but, rather, as reservations of fund balance.
Modified accrual is when revenues are recognized when they become available and measurable and with a few exceptions, expenditures are recognized when they are incurred.
Proprietary fund types (e.g. enterprise funds such as airport and utilities, and internal service funds such as Vehicle Services and Building Maintenance) are budgeted on the full accrual basis where not only are expenses recognized when incurred but revenues are also recognized when they are incurred or owed to the City.
For business-type activities, such as internal service funds, enterprise funds and capital replacement funds, the City follows GASB Statement No. 20, Accounting and Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply applicable GASB pronouncements as well as any applicable pronouncements of the Financial Accounting Standards Board, the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless those pronouncements conflict with or contradict GASB pronouncements.
The City’s audited Governmental Fund financial statements are reported using the current financial resources measurement focus and depending on the type of financial statement, either modified or full accrual basis of accounting. Government wide financial statements are reported at full accrual while government funds financial statements are reported on the modified accrual basis.
22 8.E.a
Packet Pg. 294 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
HEALDSBURG AT A GLANCE
INCORPORATION:
February 20, 1867
GOVERNMENT:
Healdsburg is a general law city operating under the
Council-Manager form of government
POPULATION:
Approx. 11,030
AREA:
4.464 square miles
CREDIT RATING:
AA
PUBLIC SAFETY:
Number of Police Calls for Service: 18,766
Number of Fire Calls for Service: 2,096
Police Vehicles: 12
Fire Stations: 1
Fire Vehicles: 10
INFRASTRUCTURE AND UTILITIES:
Streets: 45 miles
Water Mains: 63 miles
Water Delivered to Customers: 434 million gallons per year Wastewater Mains: 54 miles
Wastewater Treated: 257 million gallons per year
Energy Sold: 75,572 MWh
PARKS, RECREATION, & COMMUNITY CENTERS:
Open Space: 328 acres
Parks: 12
Community and Senior Centers: 2
Dog Parks: 2
23 8.E.a
Packet Pg. 295 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 2024-25 City-wide Revenue ($104.7 Million)
FY 2024-25 City-wide Expense ($109.4 Million)
Charges for
Services
1%
Fees and Permits
1%
From Other
Agencies
5% Internal Service Fees
9%
Other Revenue
3%
Other Taxes and Fines
2%
Property tax
9%
Rental Income
1%
Return on
Investments
Sales Tax 1%
10%
Utility Rate
Revenue
32%
Transient
Occupancy Tax
9%
Transfers
17%
Capital Funds
14%
Debt Service
Funds
<1%
Enterprise Funds
34%
General Funds
17%
Internal Service
Funds
10%
Special Revenue
Funds
18%
Trust & Agency
Funds
7%
24 8.E.a
Packet Pg. 296 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 2025-26 City-wide Revenue ($126.3 Million)
FY 2025-26 City-wide Expense ($127.7 Million)
Charges for Services
1%
Fees and Permits
1% From Other
Agencies
13%
Internal Service
Fees
8%
Other Revenue
5%
Other Taxes and
Fines
1%
Property tax
7%
Rental Income
Return on 1%
Investments
1%
Sales Tax
9%
Utility Rate Revenue
30%
Transient
Occupancy Tax
9%
Transfers
14%
Capital Funds
24%
Debt Service
Funds
0%
Enterprise Funds
33%
General Funds
15%
Internal Service
Funds
7%
Special Revenue
Funds
15%
Trust & Agency
Funds
6%
25 8.E.a
Packet Pg. 297 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 2024-25 General Fund Revenue ($18.6 Million)
FY 2024-25 General Fund Expense ($18.6 Million)
Other Revenue
1%
Rental Income
1%
Return on
Investments
2%
From Other
Agencies
2%
Charges for
Services
5%
Other Taxes and
Fines
7%
Fees and Permits
7%
Transfers
7%
Transient
Occupancy Tax
7%
Property tax
29%
Sales Tax
32%
Fire
28%
General
Administration
9%
Planning &
Building
12%
Police
46%
Insurance
3% Debt
2%
Public Works
<1%
26 8.E.a
Packet Pg. 298 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 2025-26 General Fund Revenue ($19.2 Million)
FY 2025-26 General Fund Expense ($19.1 Million)
Other Revenue
1% Rental Income
1%
Return on
Investments
2%
From Other
Agencies
2%
Charges for
Services
5%
Other Taxes and
Fines
7%
Fees and Permits
6% Transfers
7% Transient
Occupancy Tax
8%
Property tax
29%
Sales Tax
32%
Fire
28%
General
Administration
9%
Planning & Building
12%
Police
47%
Insurance
3%
Debt
1%
Public Works
<1%
27 8.E.a
Packet Pg. 299 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 2024-25 CIP Funding Sources ($13.7 Million)
FY 2025-26 CIP Funding Sources ($30.9 Million)
-
0.50 1.00
1.50 2.00
2.50 3.00
3.50 4.00
Millions
-
2.00 4.00
6.00 8.00
10.00 12.00
14.00 16.00
18.00 Millions
28 8.E.a
Packet Pg. 300 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Authorized Full Time Positions
Department FY 2023-24 FY 2024-25
Net
Change
City Manager's Office 15 15 0
Finance 10 10 0
Housing 2 2 0
Planning & Building 9 9 0
Police 28 28 0
Fire 13 14 1
Community Services 17 17 0
Public Works 21 21 0
Utilities 30 30 0
Total 145 146 1
110
115
120
125
130
135
140
145
150
155
160
14-15 15-16 16-17 17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 Fiscal Year
Full Time Employees
29 8.E.a
Packet Pg. 301 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
G E N E R A L F U N D
30 8.E.a
Packet Pg. 302 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 11,812,439 $ 12,257,097 $ 12,257,097 $ 10,570,427 $ 10,579,995 $
REVENUES
Property Tax $ 2,950,805 $ 3,057,400 $ 3,057,400 $ 3,210,270 $ 3,370,784 Property Transfer Tax 143,964 235,000 130,000 200,000 135,000 Vehicle Lic Fee Swap SB1096 1,868,973 1,997,206 1,997,206 2,057,122 2,118,836 Sales Tax 5,850,544 5,809,658 5,761,038 5,837,949 6,000,333 Business License Taxes 302,636 200,000 265,000 265,000 265,000 FranchiseTaxes 789,088 789,088 852,652 901,762 958,311
Transient Occupancy Tax 1,400,652 1,400,652 1,361,179 1,379,071 1,537,959 Intergovernmental Revenue 584,273 - - 150,000 150,000
Fees & Charges 172,486 130,000 205,829 311,890 440,335
Unrestricted Interest 252,967 248,461 146,155 205,111 205,111 Restricted Interest 104,382 71,474 102,098 91,287 91,287 Rent Received 2,704 61,934 67,341 245,117 250,916
Other Revenues 549,094 689,325 564,127 244,267 241,961
Planning and Building Services 1,555,520 1,255,159 1,375,270 1,236,538 1,167,272 Police Services 305,190 293,391 347,558 350,115 350,593 Fire Serives 1,062,499 997,185 1,048,161 654,081 661,729 Transfers in - Measure V 668,820 898,820 898,820 867,589 857,496 Transfers in - Successor Agency 250,000 250,000 250,000 250,000 250,000 Transfers in - Electric Fund 137,459 186,437 186,437 186,437 186,437 Transfers in - Miscellaneous 208 - - - -
Total Revenues $ 18,952,263 $ 18,571,189 $ 18,616,270 $ 18,643,605 $ 19,239,360
EXPENDITURES BY DEPARTMENT
City Council $ 158,619 $ 151,121 $ 210,111 $ 252,947 $ 280,954 Legal 448,382 367,500 582,806 450,000 450,000
City Manager's Office 2,267,908 2,334,546 2,261,686 2,462,475 2,393,843 Finance 2,288,402 2,452,918 2,342,011 2,331,678 2,511,236 Public Works - 34,565 - 44,799 47,550
Planning and Building 2,211,471 2,211,118 2,114,927 2,209,167 2,299,741 Police 7,536,777 8,053,543 7,936,577 8,611,372 8,977,307 Fire 4,768,644 4,838,661 4,877,269 5,259,811 5,236,672
Non-Departmental (1,172,599) 17,553 (22,447) (2,988,212) (3,073,939) Total Expenditures $ 18,507,605 $ 20,461,526 $ 20,302,940 $ 18,634,037 $ 19,123,364 Ending Fund Balance $ 12,257,097 $ 10,366,761 $ 10,570,427 $ 10,579,995 $ 10,695,990 Change in Fund Balance $ 444,658 $ (1,890,337) $ (1,686,670) $ 9,568 $ 115,996 Components of Ending Fund Balance
Operating Reserve $ 5,326,029 $ 5,388,802 $ 5,341,227 $ 5,590,211 $ 5,737,009 Pension Stabilization 4,636,083 4,707,557 4,738,181 4,829,468 4,920,755 Unrestricted, Unreserved 2,294,984 270,401 491,020 160,316 38,226 Total $ 12,257,097 $ 10,366,761 $ 10,570,427 $ 10,579,995 $ 10,695,990 Reserve Policy:
Resolution No. 56-2016
30% of Annual Operating Expenditures
FY 23-24
GENERAL FUND
FY 24-25 & FY 25-26 Biennial Budget
31 8.E.a
Packet Pg. 303 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY ADMINISTRATION
The legislative and administrative functions of the City are coordinated by the City Manager’s Office, including the City Council, City Manager, City Attorney, City Clerk’s Office and Human Resources.
City Council
The City Council is the governing body of the City. There are five Council members, elected at large by the voters of Healdsburg to serve four-year terms. Each year the Mayor is elected by a majority vote of the City Council. It is the responsibility of the City Council to set policy for the City and to adopt an annual budget. The City Council also makes appointments to the positions of City Manager, City Attorney and City Clerk.
City Manager
The City Manager is responsible for the overall management of City operations and implementation of City Council policies. This includes direct coordination with the City Council, supervision of City departments, intergovernmental relations, strategic planning, and public information.
City Attorney
The City Attorney is the primary legal advisor to the City Council, its Commissions and City departments. Major activities include providing accurate legal advice and direction to ensure that the City’s operations conform to all federal, state, and City laws, as well as representing the City in legal proceedings. These services are provided on a contract basis by an outside legal firm.
City Clerk’s Office
The primary function of the City Clerk’s office is the maintenance and management of all official City records. This includes legislative history, preparation of City Council agendas, noticing public hearings for the City Council and the coordination of City elections.
Human Resources
The Human Resources Division is responsible for administering the City’s human resources management program, including classification and compensation, recruitment and retention, labor relations, benefits administration, staff development, personnel policy development and management, and maintenance of personnel records. The Human resources team provides support services to all city departments.
32 8.E.a
Packet Pg. 304 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) MAJOR DEPARTMENTAL TASKS COMPLETED FOR FY 2022-23 and 2023-24 Completed a Climate Mobilization Strategy and identified implementation actions Completed diversity, equity, and inclusion process and developed implementation recommendations
Implemented Spanish language translation and interpretation for City Council meeting agendas and meetings
Comprehensively updated HR Policies
Implemented Cannabis Program
MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and 2025-26
♦ Implement a new agenda management software
♦ Implement Climate Mobilization Strategy
♦ Implement diversity, equity, and inclusion recommendations ♦ Complete community outreach on the Growth Management Ordinance ♦ Modernize HR processes
33 8.E.a
Packet Pg. 305 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Wages $ 8,335 $ 9,000 $ 9,000 $ 34,846 $ 57,000
Fringe Benefits 106,779 94,261 143,695 158,901 164,754
Meeting, Travel, and Training 13,749 12,000 20,000 20,000 20,000 License, Dues, Certs, Membrshps 10,352 11,000 12,000 12,000 12,000 Telecommunication & Data Services 174 360 154 200 200
Office Supplies 671 1,500 400 1,000 1,000
Government Fees 9,781 10,000 9,761 10,000 10,000
Operational Expense 2,529 5,000 500 1,000 1,000
Contracted Services 6,250 8,000 14,601 15,000 15,000
Total Expenditures $ 158,619 $ 151,121 $ 210,111 $ 252,947 $ 280,954 General Fund
City Council
FY 23-24
34 8.E.a
Packet Pg. 306 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Legal $ 448,382 $ 367,500 $ 582,806 $ 450,000 $ 450,000 Total Expenditures $ 448,382 $ 367,500 $ 582,806 $ 450,000 $ 450,000 General Fund
Legal
FY 23-24
35 8.E.a
Packet Pg. 307 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Wages $ 1,152,734 1,120,249 $ 1,120,172 $ 1,174,580 $ 1,220,038 $ Fringe Benefits 269,217 352,776 321,012 380,869 399,893 Other Employee Expenses 91,868 65,200 32,793 60,000 60,000 Meeting, Travel, and Training 14,385 16,500 43,135 19,500 19,500 License, Dues, Certs, Membrshps 4,198 5,000 2,694 5,200 5,200 Telecommunication & Data Services 6,940 7,600 6,874 7,650 7,650 Utility Services 5,469 7,050 6,296 8,815 14,280
Office Supplies 2,709 11,500 2,700 11,500 11,500
Printing 1,275 2,500 - - -
Noticing 21,341 10,000 20,000 25,000 25,000
Government Fees 19,260 20,000 20,958 22,000 22,000
Operational Expense 39,311 14,000 14,000 13,000 13,000
Contracted Services 320,983 384,191 385,346 311,852 243,352 Election Expense 61,277 - - 75,000 -
Support of Local Organizations 122 - 210 - -
Information Services Service Fee 223,881 232,936 232,936 243,863 245,184 Building Maintenance Service Fee 65,424 52,560 52,560 103,646 107,246 Total Expenditures $ 2,267,908 $ 2,334,546 $ 2,261,686 $ 2,462,475 $ 2,393,843 General Fund
City Manager's Office
FY 23-24
36 8.E.a
Packet Pg. 308 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
FINANCE
The Finance Department is responsible for the following:
Finance
The Finance division provides the following services:
Citywide accounts payable processing
Revenue and collections, including the collection of revenues such as business license fees, transient occupancy taxes, and miscellaneous receivables Treasury management, including investment of funds, cash management and debt management
Budget and capital improvement program preparation and administration Financial reporting, coordination of annual audits, and filing of required statutory reports Providing operational information to the City Council and City Residents Utility Billing
The Utility Billing division is responsible for utility billing services for water, wastewater, drainage and electric utilities; and the management of 6,711 resident and business utility customer accounts. The division bills customers monthly, collects payments and provides customer service.
MAJOR DEPARTMENTAL TASKS COMPLETED FY 2022-23 and 2023-24 Implemented a self-service online Business License portal to automate the application and renewal process.
Facilitated utility rate studies for Electric, Water, and Wastewater and presented proposed rate adjustments to the City Council for adoption
Onboarded a new Audit Firm and Investment Management Firm MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and 2025-26
Complete an audit on lodging facilities transmitting Transient Occupancy Tax Update the Finance Department website to increase approachability Review and update the discretionary user fees
37 8.E.a
Packet Pg. 309 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Wages $ 913,925 $ 1,109,454 $ 1,061,757 $ 1,075,853 $ 1,140,825 Overtime 936 1,100 100 1,000 $ 1,000
Fringe Benefits 581,112 675,796 619,731 706,495 762,094 Meeting, Travel, and Training 4,128 5,000 5,000 15,000 15,000 License, Dues, Certs, Membrshps 1,185 2,000 2,000 2,000 2,000 Telecommunication & Data Services 3,214 3,100 3,200 3,200 3,500 Utility Services 11,736 - 13,434 15,046 17,754
Office Supplies 17,614 20,000 21,549 20,000 21,000
Noticing 500 500 - 500 500
Operational Expense 10,845 1,500 5,079 5,000 6,000
Contracted Services 278,774 143,282 130,523 148,180 194,150 Bank Fees 53,795 79,545 67,998 70,720 72,842
Over/Short 8 - - - -
Information Services Service Fee 320,852 330,860 330,860 231,125 233,932 Building Maintenance Service Fee 87,681 78,614 78,614 37,559 40,639 Vehicle Service Fee 2,097 2,167 2,167 - -
Total Expenditures $ 2,288,402 $ 2,452,918 $ 2,342,011 $ 2,331,678 $ 2,511,236 General Fund
Finance Department
FY 23-24
38 8.E.a
Packet Pg. 310 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY DEVELOPMENT DEPARTMENT
The Community Development Department is responsible for providing services related to planning, land use, development standards, building safety, and protection of the City’s natural and cultural resources in accordance with City regulations and state and federal laws. Primary services and activities include the following:
Development Standards and Review
The Department providesinformation and assistance related to land use,subdivision, design, and environmental review. The Department coordinates and facilitates review of development applications, prepares and delivers reports on land use, design review, conditional use permit, variance, and subdivision applications to the Planning Commission and City Council.
Advance Planning
The Department prepares and amends the City’s General Plan, Land Use Code, and area plans that establish the goals, policies, and regulations that guide future development activities and protect the City’s natural and cultural resources. Advance planning work helps the City identify existing needs and anticipate future service needs for the community.
Regional Planning
The Department works with state, regional, and county agencies regarding issues of city, county and region‐wide importance, on topicssuch as, land use, housing, transportation, climate change and other issues. The Department participates in county and region‐wide technical and planning advisory committees, evaluates and provides commentsregarding projects proposed outside the city limits regarding their potential effects on the City.
Plan Check and Building Inspection Services
The Department is responsible for protecting public safety by conducting plan review and inspection services related to buildings and structures in the City. Services include providing building safety and code information to assist the public in project development, facilitating the development and construction permit process, reviewing building permit applications to ensure compliance with State and local building and fire codes, energy efficientstandards, and reviewing projects for compliance with the Americans with Disabilities Act. Additionally, the Department investigates and works with the City’s code enforcement officer to facilitate compliance with requirements.
Environmental Review
The Department conducts environmental review for proposed public and private projects in accordance with the requirements of the California Environmental Quality Act guidelines and the City’s environmental procedures; and, when applicable, the National Environmental Protection Act. The Department reviews and prepares required environmental documents and provides oversight for professional environmental consulting service contracts for specific projects.
39 8.E.a
Packet Pg. 311 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY DEVELOPMENT DEPARTMENT
Code Enforcement
The Department works with the City’s Code Enforcement Officer to maintain compliance with the City’s Municipal Code and Building Code. Code compliance supports the City’s goal of maintaining a safe and attractive community. The Department investigates alleged code violations and works with residents, property owners, and business owners to facilitate compliance with code requirements.
MAJOR DEPARTMENT TASKS COMPLETED FY 2022-23 and 2023-24 Facilitated Department review, plan check, and inspection services for development projects including residential subdivisions, new commercial and residential projects, and expansions of existing local businesses.
Completed required annual reporting on General Plan Implementation. Continued to implement and monitor Growth Management Ordinance and annual reporting. Completed ongoing entitlements and development agreement amendments for the Mill District, North Village, and Saggio Hills projects.
Completed required annual development agreement reports for Mill District, North Village, and Saggio Hills projects.
Participated in county and region‐wide technical and planning advisory committees. Completed Housing Element Update.
Implemented electronic plan submittal, plan review, and permit issuance. Completed the Downtown Housing Capacity Study.
Initiated the South Entry Area Specific Plan process – property owner outreach and preparation of Draft Request for Proposals.
Implemented SolarApp+ to provide automated plan review, permit approval, and tracking for photovoltaic installations.
MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and 2025-26
Complete and implement an updated procedure for assuring compliance with the California Environmental Quality Act.
Participate with the Sonoma County Transportation Authority/Regional Climate Protection Agency and other Sonoma County jurisdictions on coordination of regional issues. Secure funding and commence South Entry Area Specific Plan. Prepare an updated Tree Protection Ordinance.
Adoption of 2025 Building Codes, to be effective January 1, 2026. Pursue funding to support nextsteps based on findings of Downtown Housing Capacity Study.
FUTURE OBJECTIVES
Continue to facilitate implementation of adopted area plans such as the Central Healdsburg Avenue Plan, North Entry Area Plan, and Saggio Hills Area Plan. Ongoing Housing Element program implementation.
Digitize paper property file records and make available online. Digitize paper building permit plans and make available online.
40 8.E.a
Packet Pg. 312 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY DEVELOPMENT DEPARTMENT
STATISTICS
Process 2018 2019 2020 2021 2022 2023
Appeal 0 2 0 0 2 0
Building Envelope Modification 0 1 0 1 2 0
Certificate of Compliance * * * * 0 1
Conditional Use Permit 7 9 3 8 6 5
Design Review 17 24 14 13 23 21
Development Agreement 0 1 2 0 0 0
General Plan Amendment * * * * 1 3
Heritage Tree 2 1 1 3 5 0
Lot Line Adjustment 5 3 3 8 10 3
Land Use Code Amendment 5 3 1 0 0 0
Miscellaneous 5 1 4 0 0 1
Planning Commission Workshop 7 6 1 2 4 2
Rezone * * * * 1 5
Sign Permit 19 19 5 16 20 30
Tentative Map 3 4 1 0 5 5
Variance 5 2 3 1 1 1
Zoning Confirmation * * * * 1 0
Total 68 70 37 51 81 77
*Statistics prior to 2022 not included
Building Activity
Year Total # Permits Valuation Inspections
2018 644 $ 55,478,935 3,353
2019 724 $ 30,772,821 2,502
2020 630 $ 37,103,992 2,895
2021 715 $ 237,124,750 2,991
2022 680 $ 102,234,524 3,221
2023 739 $ 78,257,413 3,306
Housing Units
Year ADU Multi Family Single Family Total
2018 12 0 37 49
2019 17 0 14 31
2020 16 0 19 35
2021 12 3161 21 349
2022 14 712
7 92
2023 13 0 4 17
1 41 units Mill District Affordable Housing + 275 units Enso Age Restricted Housing 2 22 transitional housing units at L&M Village
41 8.E.a
Packet Pg. 313 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
REVENUES
Development Fees $ 84,778 $ - $ 82,352 $ 67,850 $ 67,850 Planning & Zoning Fees and Permits 95,859 181,236 93,000 99,635 101,816 Building Permit Plan Review Fee 415,853 247,500 395,000 361,295 337,590 Building Permit Fee Base Rate 707,688 562,500 625,000 560,495 520,990 Mechanical Permit 43,645 40,000 55,000 46,475 40,450
Electrical Permit 61,292 44,000 53,000 49,747 48,494
Plumbing Permit 47,855 40,000 42,000 41,041 40,082
Investigative/Penalty Fee 13,014 - 9,918 - -
Misc Charges for Services Revenue 85,537 139,923 20,000 10,000 10,000 Total Revenues $ 1,555,520 $ 1,255,159 $ 1,375,270 $ 1,236,538 $ 1,167,272
EXPENDITURES
Wages $ 1,135,433 1,072,706 $ 1,132,332 $ 1,158,969 $ 1,211,943 $ Overtime 2,463 4,600 500 1,500 1,500
Fringe Benefits 451,891 506,349 473,160 496,335 527,293 Personal Protective Equipment 184 200 133 500 500
Part Time Wages 59,129 55,000 - - -
Meeting, Travel, and Training 6,690 9,550 3,500 8,500 10,000 License, Dues, Certs, Membrshps 545 1,870 710 1,950 1,950 Telecommunication & Data Services 8,724 5,000 6,363 7,500 7,500 Utility Services 8,738 8,500 10,119 11,334 13,374
Office Supplies 9,467 11,725 7,500 8,000 11,000
Printing - 1,500 - 1,500 1,500
Noticing 7,528 7,000 5,134 7,000 7,000
Operational Expense 1,665 1,300 1,350 1,500 1,500
Contracted Services 347,854 231,379 242,414 202,500 202,500 Information Services Service Fee 179,058 185,350 185,350 242,315 238,419 Building Maintenance Service Fee 47,028 31,256 31,256 37,709 40,636 Vehicle Service Fee 6,208 6,416 6,416 9,078 10,149
Vehicle Replacement Fee 8,690 8,690 8,690 12,977 12,977 Workers Comp Reimbursement (7,099) - - - -
Total Expenditures $ 2,211,471 $ 2,211,118 $ 2,114,927 $ 2,209,167 $ 2,299,741 General Fund
Community Development Department
FY 23-24
42 8.E.a
Packet Pg. 314 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FIRE
The Fire Department is responsible for protecting life, environment, and property of the citizens of Healdsburg and surrounding community from the dangers of fire, hazardous materials incidents, and for providing emergency first aid response to medical emergencies and public service requests.
The department provides a variety of programs including fire code enforcement, community education, fuels reduction, weed abatement, CPR classes and Certified Unified Program Agency.
The Fire Department also provides direct services to the community by attending City and community events and assisting with development of disaster preparedness programs with various community groups. The Fire Department has five primary functions as outlined below.
Fire Suppression
The basic organization and orientation of the Department is directed to fire suppression, rescue, and emergency service delivery. While the Fire Department places an emphasis on fire prevention, public education, risk reduction and hazard abatement programs, the ability to respond and control fires is an overriding operational priority. In addition to serving the City, the Department also provides contracted emergency services to 65 square miles of the unincorporated Sonoma County including Fitch Mountain, the lower Dry Creek Valley and the upper Russian River valley.
Fire Prevention
The Fire Prevention division is administered by the Fire Marshal and promotes a safer community through hazard mitigation, fire code enforcement, fire investigation, community education, and management of hazardous materials regulations, and the management of fire risk, especially in the wildland/urban interface. Major activities include project reviews, conducting plan checks and inspections of new construction and fire protection systems, conducting Fire Safety Education programs, and inspection of target hazards. The Prevention division is currently working on vegetation management and fuels reduction program utilizing the CAL-VTP program. Additionally, Healdsburg Fire Department is the CUPA program administrator, working to ensure environmental compliance is achieved for both above and underground storage tanks, and that hazardous waste is properly mitigated.
Emergency Medical Services
The Department performs rescue work and provides emergency medical services to ill and injured persons. Staff is dispatched to all life-threatening emergencies and maintains certification as Emergency Medical Technician I. Enhanced services include Early Defibrillators on all apparatus, Naxalone administration, Epinephrine administration and Pulse Oximetry.
Hazardous Materials/CUPA
The department has been authorized as a Certified Unified Program Agency by the State Secretary for Environmental Protection to regulate six hazardous materials and waste programs within the Cities of Healdsburg and Sebastopol through a Joint Powers Agreement. These programs are administered by the Division Chief/Fire Marshal.
Disaster Planning
The Fire Department is responsible for developing comprehensive disaster response plans for the City and for providing coordination of all public and private services responding to emergency situations. The Fire Department is also working with numerous community groups 43 8.E.a
Packet Pg. 315 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FIRE
to assist in developing Citizens Organized to Prepare for Emergencies (COPE) and other community preparedness programs.
MAJOR DEPARTMENTAL TASKS COMPLETED FISCAL YEAR 2022-23 and 2023-24 Recruited and hired a new Division Chief/Fire Marshall and Fire Inspector Completed Community Wildfire Prevention Plan
Updated the City of Healdsburg’s Local Hazard Mitigation Plan Hosted interns from Healdsburg High School and the MET Academy Conducted thousands of hours of reserve and full-time staff training Implemented new technologies: Tablet Command, First Arriving and HAAS Submitted FEMA Assistance to Firefighters Grant for SCBA Replacement Hosted 2 blood drives at the Fire Station for Vitalant
Continued to use the Coastal Conservancy Grant for fire fuels mitigation work Completed prescribed burn at the Fitch Mountain Villas
Worked with Cal-Fire on fuels reduction on Fitch Mountain and the Open Space Enhanced bi-lingual outreach
Conducted CPR training and AED Training for COH employees Secured the donation of the 1919 Model TT chemical engine back to the City MAJOR DEPARTMENTAL GOALS FOR FISCAL YEAR 2024-25 and 2025-26 Complete construction of Fire Substation
Hire an additional Fire Inspector (Measure H)
Complete Standards of Cover Study (Measure H)
Complete Fire Department Facilities Study
Order new Type 1 Engine
Replace roof on fire station
Replace aging rescue equipment
Assist the Russian Riverkeeper with a large Arrundo removal project along the Russian River Recruit and train additional Reserve Firefighters
Continue integration of Region 6 agencies: Training, Ops and Prevention Continue to improve department exercise and fitness program/peer support development Train more Hazardous Material Technicians, prevention specialists and rescue technicians Develop a written succession plan
Explore grant writing options to secure additional funding Increase overall training hours for fire suppression personnel with an emphasis on personnel safety and operational readiness
FUTURE OBJECTIVES
Staff will continue to work on career development and succession planning. This includes training for all Firefighters to have the ability to fill in as Acting Fire Engineers and all Engineers trained to fill in as Acting Captains. In addition, Captains will continue to work on Chief Officer certification. With the passage of Sonoma County Measure H, the Fire Department will begin the process, using data from the Standards of Cover study, to begin planning for implementation of use of revenue. The Department will continue to explore shared services opportunities with Northern Sonoma County Fire Protection District and Sonoma County Fire District.
44 8.E.a
Packet Pg. 316 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FIRE
The Fire Department will also explore and implement new technologies to assist in efficient delivery of services. Lastly, with the community focused on fire protection and fuels management, HFD will continue to aggressively work on weed abatement, vegetation management on the Ridge and Fitch Mountain using the Coastal Conservancy grant. This will include the use of grazing animals, mechanical mastication, fuels crews, pile burning and broadcast burning. Staff will also assist the Russian Riverkeeper in a large Arrundo removal project along the Russian River using an additional Coastal Conservancy grant.
STATISTICS
2019-20 2020-21 2021-22 2022-23
Stations 1 1 1 1
Employees (full-time) 13 13 13 13
Employees (reserves 22 18 15 18
Mutual Aid - Neighboring
Agencies
149 112 92 137
Mutual aid to State of
California1 5 2 2 2
Sotoyome and Fitch
Mountain services calls 321 227 258 265
Overlapping incidents 137 349 151 230
Fire inspections 315 873 254 253
Fire code and hazardous
materials inspections
31 CUPA
159 Fire Code
344 CUPA
529 Fire Code
144 CUPA
345 Fire Code
1,325 Total
CUPA/Fire Code
Public education hours Over 250 Over 250 Over 250 Over 250 CPR classes taught 12 12 12 12
1 For major wildland fires with Healdsburg resources
Fire Incidents
FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23
Structure/Vehicle Fires 36 25 32 33
Vegetation/Debris fires 29 52 48 33
Medical Aid & Rescue 810 926 1,112 1,132
Hazardous Materials/
Conditions
73 170 109 109
Public assists/Service Calls 157 43 220 212
Good intent calls 7 408 103 88
Illegal burns 12 2 0 0
Fire alarms 142 133 157 186
Other/Misc. Calls 331 72 290 319
Total Fire Incidents 1,719 1,655 1,597 1,831
45 8.E.a
Packet Pg. 317 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
REVENUES
Sales Tax- PSAF(1/2 cent sales tax) $ 97,769 $ 96,391 $ 94,676 $ 95,615 $ 96,093 St Grants 287,027 377,586 377,586 - -
Fire Prevention & Inspection 111,766 100,000 110,000 115,000 117,300 CUPA Certified Unified Program Agencies 227,349 236,782 238,693 243,467 248,336 CSA-40 Fire Prot. Services 183,870 185,426 200,000 200,000 200,000 Strike Team Reimbursed 153,649 - 27,206 - -
Misc Fire Service Charge 1,068 1,000 - - -
Total Revenues $ 1,062,499 $ 997,185 $ 1,048,161 $ 654,081 $ 661,729
EXPENDITURES
Wages $ 1,817,152 1,809,290 $ 1,730,626 $ 1,815,458 $ 1,878,541 $ Overtime 324,736 160,500 229,035 160,250 160,250
Fringe Benefits 1,384,557 1,426,146 1,471,185 1,806,058 1,941,809 Personal Protective Equipment 41,917 38,000 35,000 38,000 38,000 Other Employee Expenses 6,318 9,000 - - -
Reserves 71,400 111,000 130,906 111,000 111,000
Rentals and Leases 112 800 - 800 800
Meeting, Travel, and Training 23,161 25,000 18,000 25,000 25,000 License, Dues, Certs, Membrshps 12,323 7,000 15,000 15,000 15,000 Telecommunication & Data Services 11,229 14,000 11,633 14,000 14,000 Utility Services 22,569 19,000 22,611 25,325 29,884
Office Supplies 2,995 5,500 5,500 5,500 6,000
Operational Expense 75,362 55,500 70,000 100,500 70,500 Contracted Services 372,241 481,521 485,958 73,000 7,500 Repairs and Maintenance 9,541 4,500 3,500 - -
Information Services Service Fee 222,581 236,569 236,569 243,462 239,878 Building Maintenance Service Fee 44,545 51,230 51,230 196,285 102,440 Vehicle Service Fee 291,487 301,243 301,243 297,533 263,430 Vehicle Replacement Fee 75,000 75,000 75,000 332,640 332,640 Workers Comp Reimbursement (32,406) - (15,726) - -
Staff Time Reimbursement (314) - - - -
Total Expenditures $ 4,768,644 $ 4,838,661 $ 4,877,269 $ 5,259,811 $ 5,236,672 General Fund
Fire Department
FY 23-24
46 8.E.a
Packet Pg. 318 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) POLICE
The Healdsburg Police Department is responsible for the protection of life and property, the maintenance of order, the control and prevention of crime, and the enforcement of motor vehicle laws and regulations. Activities related to these responsibilities include law enforcement; criminal investigations; apprehension of criminals; and the use of problem-solving strategies involving all stakeholders in the community to enhance the quality of life for residents and visitors.
Patrol Services
The Patrol Division provides public safety services 24-hours a day, seven days a week. Patrol responds to calls for service, provides general law enforcement activities, including traffic enforcement, crime scene investigation, disaster assessment, community policing strategies and preventive patrol. Patrol officers also participate in numerous community outreach efforts such as Adopt-a-Cop, department tours, school presentations, and community events.
Investigations
The responsibilities of Investigations are to investigate major crime scenes and collect evidence.
They analyze fingerprints and other physical evidence; maintain court evidence; process and destroy contraband evidence; monitor activities of individuals on probation and parole; and conduct major investigations with crimes requiring out-of-town follow-up. Additionally, this division maintains gang tracking and intelligence gathering.
Communications
The responsibilities of this division are to maintain/operate a full 911 dispatch center for Police.
All 911 calls from land line and wireless phone providers are answered in the 911 center, including requests for fire and medical services. Dispatchers are the critical link between citizens in need of service and law enforcement officers. Dispatchers receive and process all calls for service, maintain communications with officers in the field and monitor the status of police units and field personnel. Dispatchers conduct inquiries for police officers such as warrant checks, criminal histories, and vehicle registration information.
Administration
This division manages the administrative functions of the department and prepares the operational budget, monitors employee recruitments and promotions, applies for and manages grant programs, reviews all employee evaluations, and maintains professional standards through training and policy review. All citizen complaints are reviewed and assigned for investigation through this division. The division also analyzes crime statistics and staffing needs.
Support Services
This division includes records, parking enforcement, code enforcement, and property and evidence. Additional duties include public presentations, city licensing and support tasks for operations. The department’s Community Oriented and Equity (CORE) Policing Team is also part of the support services division. The team’s main focus areas are mental health, non-criminal neighborhood complaints, family and juvenile related calls for service, and calls for service related to those experiencing homelessness. 47
8.E.a
Packet Pg. 319 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) POLICE
Emergency Management
This division is responsible for the overall City emergency management program and coordinates the City’s emergency and disaster related efforts including preparedness, response, recovery, and mitigation. Additional duties include developing and administering plan modification, public outreach, and staff training. This division is vital in ensuring that the City’s Emergency Operations Center (EOC) is in a constant state of readiness.
MAJOR DEPARTMENTAL TASKS COMPLETED FY 2022-23 & FY 2023-24 Hired an Emergency Response Coordinator
Implemented EOC upgrades and enhancements
Completed the Local Hazard Mitigation Plan
Implemented an Automated License Plate Reader camera system Added in-car video systems to all patrol vehicles
Implemented a satisfaction survey tool
Hired 7 Police Officers and 3 Police Dispatchers
Implementation of High-Tech Crime Investigation tools for cell phone forensics and video/photo analysis
MAJOR DEPARTMENTAL GOALS FOR FY 2022-23 & FY 2023-24
Implement staff wellness and resiliency initiatives
Retain police officer and police dispatcher positions
Continue to enhance the Police Department’s social media presence Continue to explore technology to increase department effectiveness and public safety, including the exploration and possible implementation of public safety camera system Continue to enhance the City’s emergency preparedness and response plans
FUTURE OBJECTIVES
The Healdsburg Police Department will continue to build on a solid foundation of public trust and engage the community in public safety efforts. The Department is dedicated to providing the highest level of customer service through partnerships and problem solving in a professional, ethical, and timely manner.
STATISTICS
2020-21 2021-22 2022-23 2023-241
Employees (full time)
Sworn 17 18 18 18
Civilian 8 10 10 10
Employees (part time) 3 3 3 3
Total Calls for Service 13,745 13,736 18,766 17,618
Total Arrests 482 428 622 654
Traffic Collisions 99 97 123 91
Response Time (Priority 1 calls) 3:33 3:53 3:24 3:08 1
Data through 5/9/2024
48 8.E.a
Packet Pg. 320 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
REVENUES
Sales Tax- PSAF(1/2 cent sales tax) $ 96,391 97,769 $ 94,676 $ 95,615 $ 96,093 $ St Grants-SLESA COPS 146,233 122,000 147,926 150,000 150,000 St Grant-POST 6,371 5,000 6,464 7,500 7,500
St Grant-SB90 Mandated Costs 5,886 - 39,335 40,000 40,000 Misc Police Service Charge 17,088 10,000 17,900 10,000 10,000 Parking Citations & Bail 9,805 35,000 29,685 35,000 35,000 Vehicle Fines & Penalties 22,037 25,000 11,573 12,000 12,000 Total Revenues 305,190 $ 293,391 $ 347,558 $ 350,115 $ 350,593 $
EXPENDITURES
Wages $ 3,185,370 $ 3,573,501 $ 3,368,547 $ 3,418,971 $ 3,577,690 Overtime 447,381 416,262 448,500 426,253 439,040
Fringe Benefits 2,122,727 2,161,159 2,354,781 2,513,304 2,678,317 Personal Protective Equipment 45,208 47,800 56,200 69,200 69,200 Part Time Wages 83,761 120,000 115,000 125,000 125,000
Rentals and Leases 219 1,000 750 500 500
Meeting, Travel, and Training 59,231 48,000 48,000 75,000 75,000 License, Dues, Certs, Membrshps 2,214 2,200 2,200 2,500 2,500 Telecommunication & Data Services 26,709 22,120 23,500 24,000 24,000 Utility Services 41,735 45,102 45,300 50,736 59,869
Office Supplies 7,163 7,500 7,500 10,000 10,000
Printing 618 2,000 2,000 2,000 2,000
Government Fees 778 - 704 800 800
Operational Expense 213,764 73,240 60,500 85,000 90,000 Contracted Services 461,756 506,614 505,900 598,120 586,870 Information Services Service Fee 583,091 610,908 610,908 682,860 703,475 Building Maintenance Service Fee 112,492 133,057 133,057 168,797 141,625 Vehicle Service Fee 200,385 207,091 207,091 175,288 207,399 Vehicle Replacement Fee 75,000 75,000 75,000 176,110 176,110 Insurance 978 989 6,590 6,933 7,912
Workers Comp Reimbursement (133,802) - (135,451) - -
Total Expenditures $ 7,536,777 $ 8,053,543 $ 7,936,577 $ 8,611,372 $ 8,977,307 General Fund
Police Department
FY 23-24
49 8.E.a
Packet Pg. 321 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Wages $ - $ 130,841 $ - $ 133,972 $ 144,891
Fringe Benefits - 41,362 - 56,348 59,881
Staff Time Reimbursement - (137,638) - (145,521) (157,222) Total Expenditures $ - $ 34,565 $ - $ 44,799 $ 47,550
General Fund
Public Works
FY 23-24
50 8.E.a
Packet Pg. 322 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
EXPENDITURES
Transfers out - General Capital Replacement Fund $ 193,157 $ 1,301,731 $ 1,261,731 $ 242,943 $ 242,943 Transfers out - General Debt Service Fund 378,672 - - - - Transfers out - Vehicle Services Fund 348,333 348,333 348,333 - - Transfers out - Steets Capital Project Fund 220,522 637,478 637,478 - - Transfers out - Streets Fund 487,459 186,437 186,437 186,437 186,437 Loan Disbursement - 425,000 425,000 - -
Insurance 577,865 632,325 632,325 539,965 625,965
Overhead Allocation (3,378,606) (3,513,751) (3,513,751) (3,957,557) (4,129,284) Total Expenditures $ (1,172,599) $ 17,553.00 $ (22,447) $ (2,988,212) $ (3,073,939) General Fund
Non-departmental
FY 23-24
51 8.E.a
Packet Pg. 323 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
PU B LIC W O R K S
52 8.E.a
Packet Pg. 324 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
PUBLIC WORKS
The Public Works Department is comprised of engineering services and maintenance services.
Engineering services reviews entitlements and plans for new development projects, develops and manages capital improvement and replacement infrastructure projects, provides inspection services for private and public construction projects, oversees consultant contracts, and provides engineering guidance to maintenance services and other City departments. Engineering is also responsible for the oversight of municipal airport and the garbage franchise agreement.
Maintenance services performs the maintenance of the City’s water distribution system, wastewater collection system, storm drainage system, traffic signals, traffic striping and signage, sidewalks and streets with in-house forces and third-party contracts.
The operational budget for each of the funds, Streets, Water, Wastewater, Drainage and Airport, support the basic day-to-day business functions as well as provide for near and long-term capital reconstruction and replacement projects.
DISTRIBUTION AND COLLECTION
Public Works maintains approximately 60 miles of water pipelines 8.5 miles of recycled water pipeline and approximately 54 miles of sewer pipelines. The average age of these water and sewer systems is in excess of 60 years.
Staff inspects and maintains the sewer collection system on a frequent basis as a preventative measure. This includes routine flushing of sewer lines, non-intrusive inspection through use of the City’s camera van, repairs to failed piping and associated underground facilities, and emergency response to sanitary sewer overflows.
Water system work functions include maintaining system water quality by way of flushing, servicing of fire hydrants for emergency readiness, replacement of aging water meters, repair and/or replacement of water services and emergency response and repair of water leaks and breaks.
STREETS
The City’s approximate 47 miles of street are swept weekly by Recology through the City’s garbage collection franchise agreement.
Major maintenance of street pavements is done as funding allows. All City streets are inspected biennially, and the pavement is scored from 0-100 and an average Pavement Condition Index (PCI) is provided for our overall system. Limited funding has not allowed pavement surface treatment projects to proceed, but funding is planned for larger rehabilitation projects within our 5-year plan. Minor pavement repairs are accomplished through an annual maintenance contract. Repairs to sidewalks are done through an annual maintenance contract and ADA ramp improvements are done regularly through the capital improvement program. 53 8.E.a
Packet Pg. 325 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
PUBLIC WORKS
STORM DRAINS AND FLOOD CONTROL
The City’s storm drain and flood control system consists of approximately 32 miles of pipelines and 15 miles of creeks and open ditches. The Municipal Separate Storm Sewer System (MS4) permit requires Public Works to maintain catch basins, storm drain inlets, as well as open channels, detention basins, and other conveyance structures on a regular basis to remove larger pollutants such as trash, debris and sediment on a regular basis. The City’s storm drain inlets are labeled/stenciled with a “No Dumping” message, and damaged labels/stencils are replaced.
Other requirements of the MS4 Permit include inspections, monitoring, and implementation of best management practices for construction and other activities within the City; public outreach; and training of City staff involved with municipal operations and maintenance to protect storm water quality.
MAJOR DEPARTMENT TASKS COMPLETED FOR FY 2022-23 and FY 2023-24 Completed the Community Development Block Grant Curb Ramp Improvements Project Completed the FY21/22 Annual Concrete Maintenance Project Completed the Healdsburg Municipal Airport Taxiway Reconfiguration Phase 1 Project Completed the Healdsburg Municipal Airport Pavement Maintenance Management Plan Provided project management for design and public bidding of the Fire Substation Completed design of the Brown Street Sewer and Water Replacement Project Completed the Front Street Sidewalk Gap Closure Project Completed resurfacing and restriping of the City’s 434 Healdsburg Avenue parking lot Completed the Parkview Storm Drain Repair Project
Completed the Vista Via Storm Drain Repair Project
Completed the 2023 Citywide Pavement Evaluation and received a Pavement Condition Index (PCI) of 72
Secured grant funding through the Highway Safety Improvement Program to construct a lighted crosswalk on Powell Avenue at Johnson Street
Accepted subdivision improvements for the Chiquita Grove Subdivision, Northwest Public Trail Improvements at Saggio Hills, Oaks at Foss Creek Subdivision, Old Rossi Place Phase II Subdivision, Parkland Farms Boulevard Extension, and the RiverHouse Phase I and Phase II Subdivisions
Accepted public improvements for the at grade rail crossing at the North Village development project
Completed publicly involved process through City Council to determine the location of the upcoming SMART train station location, ultimately reaffirming the location of the station to be at the existing depot site on Harmon Street.
54 8.E.a
Packet Pg. 326 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
PUBLIC WORKS
MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and FY 2025-26
Continue pavement maintenance as funding allows
Continue to make ADA compliant pedestrian improvements
Complete the design and construction of the Grove Street Neighborhood Plan Implementation Project.
Complete the design and construction of the March Avenue Reconstruction including Pedestrian Crossing Upgrades at Lupine Road Project
Complete design and begin construction of the Healdsburg Avenue Complete Streets Project Complete construction of the Fire Substation
Complete construction of the Brown Street Sewer and Water Replacement Project Complete design and construction of various pavement repair project at the Healdsburg Municipal Airport
Continue implementation of the MS4 permit requirements including expected new MS4 permit requirements in 2025
Complete the update of the Public Works Standard Specifications and Engineering Design Standards
Continue the Electric Bike Share Pilot Program
Complete the migration to using EnerGov for encroachment permit applications.
Complete design of the lighted crosswalk improvements at the intersection of Powell Avenue and Johnson Street.
Complete Update the of the City’s Active Transportation Plan (formerly known as the Bicycle and Pedestrian Plan) in coordination with the Sonoma County Transportation Authority 55 8.E.a
Packet Pg. 327 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ (974,424) $ (1,055,949) $ (1,055,949) $ (555,926) $ (252,388)
REVENUES
Engineering & Inspection Fees $ 161,158 $ 150,000 $ 175,000 $ 170,000 $ 165,000 Sales Tax-Measure M 141,510 145,006 136,669 134,672 136,019 Other Revenues 90,547 100,000 65,000 55,000 55,000
Development Fees 27,086 - 23,000 21,000 21,000
Restricted Interest 3,988 - 3,900 3,487 3,487
Unrestricted Interest 3,071 2,557 - - -
Fees & Charges (221) - 4,245 - -
Transfers in - Measure T - 903,788 903,788 975,000 985,000 Transfers in - Gas Tax 350,000 500,000 412,950 300,000 300,000 Transfers in - General Fund 487,459 186,437 186,437 186,437 186,437 Transfers in - Misc 8,661 - - - -
Total Revenues $ 1,273,260 $ 1,987,788 $ 1,910,989 $ 1,845,596 $ 1,851,943
EXPENDITURES
Wages $ 317,969 $ 453,942 $ 331,206 $ 445,001 $ 461,005 Overtime 15,675 14,700 16,895 16,700 16,700
Fringe Benefits 233,778 190,422 251,470 221,221 234,291 Personal Protective Equipment 2,938 2,800 2,800 2,500 2,500 Other Employee Expenses - - - - -
Rentals and Leases - 6,800 - - -
Meeting, Travel, and Training 1,667 4,400 1,700 4,200 4,200 License, Dues, Certs, Membrshps 696 500 300 700 700
Telecommunication & Data Services 5,285 5,000 5,400 5,500 5,500 Utility Services 28,416 27,000 145,040 208,045 213,093
Office Supplies 749 1,400 750 1,000 1,000
Printing - - - - -
Noticing - 2,200 - 500 500
Government Fees 11,347 9,600 11,707 12,000 12,000
Operational Expense (7,296) 30,230 10,072 10,200 10,200 Contracted Services 67,852 120,000 100,000 120,000 120,000 Repairs and Maintenance 246,788 115,000 117,000 137,000 137,000 Overhead Allocation 191,564 199,227 199,227 139,945 144,143 Information Services Service Fee 120,415 123,556 123,556 83,145 81,589 Building Maintenance Service Fee 32,229 39,843 39,843 37,704 39,725 Vehicle Service Fee 76,199 78,750 78,750 73,445 84,375
Vehicle Replacement Fee - - - 50,000 50,000
Insurance 28,294 31,089 31,089 49,064 57,686
Over/Short (1,183) - - - -
Staff Time Reimbursement (36,455) (56,095) (55,840) (75,811) (78,592) Transfers out - General Debt Service Fund 17,857 - - - - $ 1,354,784 $ 1,400,364 $ 1,410,966 $ 1,542,059 $ 1,597,615 Ending Fund Balance $ (1,055,949) $ (468,525) $ (555,926) $ (252,388) $ 1,940 Change in Fund Balance $ (81,524) $ 587,424 $ 500,023 $ 303,537 $ 254,328
STREETS FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
56 8.E.a
Packet Pg. 328 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 185,611 $ (1,759) $ (1,759) $ - $ -
REVENUES
Federal Grants $ 422,001 $ 1,090,682 $ 1,090,682 $ 2,217,000 $ 11,819,000 State Grants 27,280 125,000 125,000 - -
County Grants - - - 988,000 1,194,000
Other Revenues 33,142 651,858 126,539 80,000 1,060,319
Transfers in - General Fund (ARPA) 220,522 637,478 637,478 - - Transfers in - Measure T 345 1,168,282 1,164,694 539,300 2,064,000 Transfers in - RMRA 5,360 236,000 - 1,434,000 -
Transfers in - Traffic Congestion Relief 34,799 - - - - Total Revenues 743,449 $ $ 3,909,300 $ 3,144,393 $ 5,258,300 $ 16,137,319
EXPENDITURES
Pavement Preventative Maintenance - ST001 $ 5,360 $ 239,588 $ - $ - $ - FY 21/22 Annual Concrete Maint - ST002 196,378 - - - -
FY 22/23 Sidewalk Repair - ST003 65,015 - - - -
Front Street Ped & Bike Imprvmnts - ST004 33,142 531,858 6,539 - - CDBG - Curb Ramp Improvements - ST005 547,548 154,001 128,209 - - Healdsburg Ave Complete Streets - ST006 14,651 1,602,989 1,602,989 - 13,777,000 Grove Street Neighborhood - ST007 345 418,477 418,477 2,855,000 - E-Bike Share Pilot Program - ST008 68,258 221,742 221,742 - - Ward Street Revitalization - ST009 - - - 148,000 1,300,000 Citywide Bike System Improvemnts - ST010 122 9,878 9,878 - - Hbg Ave/Mill District Connect - ST011 - 120,000 120,000 80,000 1,060,319 FY 23/24 Sidewalk Repair - ST012 - 150,000 150,000 - -
March Avenue Reconstruction - ST013 - 235,000 235,000 2,175,300 - Powell/Johnson Pedestrian Enhance - ST014 - 249,800 249,800 - - Total Expenditures 930,819 $ $ 3,933,333 $ 3,142,634 $ 5,258,300 $ 16,137,319 Ending Fund Balance $ (1,759) $ (25,792) $ - $ - $ -
Change in Fund Balance $ (187,370) $ (24,033) $ 1,759 $ - $ -
STREETS CAPITAL PROJECTS FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
57 8.E.a
Packet Pg. 329 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 299,550 $ 411,625 $ 411,625 $ 412,021 $ 372,108 $
REVENUES
State Grants $ 30,000 $ - $ - $ - $ -
Fuel Sales 146,423 125,000 187,500 150,000 154,500
Airport Hanger Leases 131,930 131,892 146,547 150,064 154,566 Aircraft Tiedowns 1,600 2,160 1,440 1,475 1,519
Airport Building Concessions 48,615 66,486 42,858 43,887 45,203 Airport Ground Leases 57,994 54,254 63,266 64,785 66,728 Charges for Services 340 - 540 553 570
Interest Income 5,472 2,410 3,058 4,087 4,087
Development Fees - - 5,525 - -
Other Revenues 7,384 100 100 100 100
Total Revenues $ 429,758 $ 382,302 $ 450,835 $ 414,951 $ 427,274
EXPENSES
Wages $ 12,301 $ 14,099 $ 12,384 $ 14,439 $ 14,871
Overtime 99 - 200 200 200
Fringe Benefits 5,163 5,014 7,628 6,032 6,308
Rentals and Leases - 3,000 - 1,000 1,000
Telecommunication & Data Services 1,953 3,500 2,092 2,250 2,500 Utility Services 10,344 11,000 12,793 13,000 13,250
Office Supplies - 500 - 250 250
Government Fees 5,316 3,000 1,711 2,500 3,000
Operational Expense 127,801 155,000 157,270 158,000 165,900 Contracted Services 71,796 125,000 120,644 122,000 125,000 Repairs and Maintenance 4,736 40,000 29,939 75,000 75,000 Overhead Allocation 43,139 44,865 44,865 23,070 23,762
Insurance 17,454 11,724 18,924 23,614 27,019
Staff Time Reimbursement (4,355) (6,598) (6,695) (9,311) (9,649) Transfers out - Debt Service Fund 850 - - - -
Transfers out - Airport Pavement Maint Plan - AP001 21,086 7,500 - - - Transfers out - Airport Taxiways A2, A3 &A5 - AP002 - 102,386 48,684 - - Transfers out - Airport North Apron Reconstruct - AP003 - 4,510 - - - Transfers out - Airport Runway Pavement Rehab - AP004 - - - 11,220 - Transfers out - Airport Taxiways A (East) and A1 - AP005 - - - 6,200 55,500 Transfers out - Airport Hangar Row C - AP006 - - - 5,400 133,900 Total Expenses $ 317,683 $ 524,500 $ 450,438 $ 454,864 $ 637,811 Ending Working Capital $ 411,625 $ 269,427 $ 412,021 $ 372,108 $ 161,571 Change in Working Capital $ 112,074 $ (142,198) $ 397 $ (39,913) $ (210,537)
AIRPORT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
58 8.E.a
Packet Pg. 330 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 385 $ 5,388 $ 5,388 $ - $ -
REVENUES
Federal Grant - FAA $ 84,615 $ 813,653 $ 726,948 $ 113,580 $ 678,600 State Grants - - - 183,600 -
Transfers in - Airport Fund 21,086 114,396 48,684 22,820 189,400 Total Revenues $ 105,701 $ 928,049 $ 775,632 $ 320,000 $ 868,000
EXPENSES
Airport Pavement Maint Plan - AP001 $ 24,277 $ 33,190 $ 23,975 $ - $ - Airport Taxiways A2, A3 &A5 - AP002 76,421 812,859 757,045 - - Airport North Apron Reconstruct - AP003 - 82,000 - - -
Airport Runway Pavement Rehab - AP004 - - - 204,000 -
Airport Taxiways A (East) and A1 - AP005 - - - 62,000 555,000 Airport Hangar Row C - AP006 - - - 54,000 313,000
Total Expenses $ 100,698 $ 928,049 $ 781,020 $ 320,000 $ 868,000 Ending Working Capital $ 5,388 $ 5,388 -$ $ - $ -
Change in Working Capital $ 5,003 $ - $ (5,388) $ - $ -
AIRPORT CAPITAL REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
59 8.E.a
Packet Pg. 331 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
U T ILIT IE S
60 8.E.a
Packet Pg. 332 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
UTILITY DEPARTMENT
The City’s Municipal Utility Department oversees the maintenance and operation of the City’s Electric Department and portions of the City’s Water and Wastewater systems. Oversight includes the design, construction, and maintenance of the electric distribution system; drinking water production and treatment; wastewater treatment, discharge, and recycled water reuse; design and construction of electric facilities for both new development and the planning of capital improvement projects. Utility Department staff additionally support the City’s water and energy conservation programs, as well as all regulatory programs including compliance with the State’s Water Resources Control Board regulations; the State’s Cap & Trade program; California Public Utility Commission construction and inspection requirements, State’s Renewable Energy Standards, State Utility Wildfire Mitigation, and various other regulatory bodies.
The operational budget for each of the funds, Water, Wastewater, and Electric, support basic day-to-day functions, as well as provide for near- and long-term capital reconstruction projects.
Present focus is on regulatory compliance, safe and reliable utility service, and the reconstruction of existing infrastructure. The City’s Utility Department continues to focuses on meet the community’s current and future utility service needs.
WATER
The water division produces, treats, and delivers potable water throughout the City including providing wholesale water service to residents of Fitch Mountain. To do so, utility staff maintain three well sites, a filtration plant, storage tanks, and booster pumps throughout the city. For FY 2024-25 and 2025-26, the water department is planning to continue meet compliance obligations, seek to strengthen city water supplies and minimize the impacts from future droughts, and complete capital replacement projects. Staff will continue to promote citywide water conservation as conservation builds drought.
WASTEWATER
The wastewater division is responsible for water reclamation (wastewater treatment), discharge of treated wastewater, and promoting beneficial reuse of the City’s recycled water. In recent years the City has expanded the Recycled Water system and user base to meet a Cease-andDesist Order (CDO) issued by the North Coast Regional Water Quality Control Board. This is major compliance milestone for the City and represents the collective work of City staff over twodecades and tens of millions of dollars in capital investments. With the upcoming budget, City Staff will continue the expansion of the recycled water distribution system through a $7 million grant. This grant will allow the construct of a new municipal recycled water pipeline within City limits. The new line will be constructed over the next two years and provide a stable water source for the City parks, a golf course, and school athletic fields. 61 8.E.a
Packet Pg. 333 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
UTILITY DEPARTMENT
ELECTRIC
The City’s electric division provides electric services to the City through a network of high voltage lines. To keep these lines in working order requires routine inspections, reconstruction of deteriorated facilities, and system upgrades to meet the City’s increasing usage. For FY 2024-25 and 2025-26, the focus will continue to be on routine maintenance, planned facility replacements, further leveraging data from the City’s advanced metering system, and the completion of two major undergrounding projects (Grove St & Healdsburg Ave). Additionally, the Electric division will continue a focus on wildfire mitigation work to lessen the risk of utility caused wildfires. As necessary to meet developer timelines, staff will continue to design and construct new infrastructure to serve developing properties.
MAJOR DEPARTMENT TASKS COMPLETED FOR FY 2022-23 and 2023-24 Continued to operate and maintain safe and reliable water, wastewater, and electric services Developed for City Council adoption the 2022 Electrification Reach Code to lower GHG emissions from newly constructed buildings.
Completed a flood mitigation project at the Water Reclamation Facility with FEMA Grant funding
Updated the list of multifamily housing pre-approved for the City Electric Rate discount Completed an expansion of the City agricultural reuse recycled water system to meet state compliance obligations
Revised the City’s commercial and residential energy efficiency programs to better incentivize building electrification and lower GHG emissions.
Reviewed and updated utility rate structures for electric, water and wastewater to maintain financial strength of these enterprise funds.
Completed the design and construction of a biosolids conveyor system reducing GHG emission associated with the off hauling of biosolids
Completed the design and contracting to construct a municipal recycled water pipeline within the City limits
MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and 2025-26
Through grant funding construct the municipal recycled water pipeline Continue to pursue grant funding for the construction of new water supply projects including the aquifer storage and recovery wells
Complete construction of publicly available EV charging stations located at several City owned parking lots.
Facilitate the design and construct electric services for several housing and development projects throughout Healdsburg
Complete a long-range energy forecast for the City to aid in renewable energy procurement 62 8.E.a
Packet Pg. 334 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
UTILITY DEPARTMENT
and capital improvements
Implement improvements to the City’s utility billing system that include the online presentation of customer usage, online bill payment improvements, and improved customer notifications
Complete the design and contract for the construction of the Grove Street and Healdsburg Ave undergrounding projects
Continue to build upon and enhance the City’s utility wildfire mitigation measures Implement an app-based load management tool to allow Healdsburg electric customers to manage energy use from electric vehicles and Wi-Fi enabled thermostats
FUTURE OBJECTIVES
Continue to demonstrate leadership in regulatory compliance and meeting the community’s utility service expectation
Continue to find cost effective means of disposing of biosolids produced from the City’s wastewater treatment
Continue to leverage the City’s energy efficiency and water conservation programs to reduce the community’s greenhouse gas emissions
STATISTICS
Water Utility
FY 2022-23 FY 2023-24
Service Connections 4,605 4,641*
Water Sold (MG) 434.1 450*
Wastewater Utility
FY 2022-23 FY 2023-24
Service Connections 4,936 4,930*
Wastewater Collected (MG) 257.5 245*
Electric Utility
FY 2022-23 FY 2023-24
Service Connections 6,110 6,159*
Energy Sold (MWh) 75,572 77,500*
*Fiscal-year end estimates
63 8.E.a
Packet Pg. 335 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 2,081,294 $ 2,520,356 $ 2,520,356 $ 2,810,876 $ 2,244,000 $
REVENUES
Utility Usage $ 5,561,556 $ 5,832,000 $ 5,832,000 $ 6,854,063 $ 8,224,875 Development Fees 40,054 - 26,186 20,000 20,000
Fees & Charges 18,920 - 2,913 - -
Federal Grants - - - 30,000 30,000
Unrestricted Interest 52,877 104,731 52,790 66,845 66,845 Restricted Interest 11,963 - 11,701 10,462 10,462
Other Revenues 27,784 10,000 22,130 10,000 10,000
Transfer In - Water Impact Fee Fund 20,969 422,161 - - - Transfer In - Water Debt Reserve Fund 205,375 - - - -
Total Revenues $ 5,939,497 $ 6,368,892 $ 5,947,719 $ 6,991,370 $ 8,362,183
EXPENSES
Wages $ 1,286,647 $ 1,636,648 $ 1,357,137 $ 1,809,193 $ 1,873,726 Overtime 96,181 109,960 106,023 107,200 110,400
Fringe Benefits 1,131,539 906,880 1,145,561 1,082,050 1,154,264 Personal Protective Equipment 8,967 10,592 12,100 8,500 8,500 Rentals and Leases - 5,800 - 1,500 1,500
Meeting, Travel, and Training 6,619 11,980 7,800 12,500 12,500 License, Dues, Certs, Membrshps 6,460 4,500 6,000 6,500 6,600 Telecommunication & Data Services 20,865 23,000 31,000 28,000 29,000 Utility Services 203,181 260,000 230,000 257,600 303,968 Office Supplies 5,428 6,650 5,100 6,000 6,090
Printing - 13,500 17,500 10,000 10,000
Noticing - 300 - 2,500 2,500
Government Fees 58,882 83,500 42,321 40,500 44,500
Operational Expense 183,191 317,626 265,000 310,000 315,000 Contracted Services 81,810 74,800 71,000 75,000 80,000
Repairs and Maintenance 245,039 205,268 205,000 270,000 280,000 Bank Fees 52,971 52,446 65,798 67,773 68,451
Over/Short 3,143 - - - -
Debt Service 1,087,340 946,390 946,390 779,895 784,515
Conservation & Energy Rebates 40,186 30,000 30,000 53,000 38,000 Legal 36,110 20,000 15,000 - -
Land, Bldg, Vehicles and Equipment 7,567 422,161 - 8,000 34,240 Overhead Allocation 526,075 547,118 547,118 499,730 514,722 Information Services Service Fee 95,660 203,944 203,944 343,514 337,683 Building Maintenance Service Fee 76,371 93,657 93,657 116,184 162,090 Vehicle Service Fee 136,056 140,610 140,610 140,889 152,043 Vehicle Replacement Fee - 26,000 26,000 182,871 182,871 Insurance 148,592 165,964 165,964 166,699 195,610
Staff Time Reimbursement (51,647) (75,397) (91,556) (121,815) (126,198) Transfers-CMMS-OT002 7,204 - - - -
Transfers-Dry Creek WTP Upgrades-WA001 - - 12,732 896,737 - Transfers-Brown Street Water Replacement-WA003 - - - - 1,330,576 Transfers-University Street Water Replacement-WA005 - - - - 128,258 Transfers-Healdsburg Ave Utility Replacement-SE004 - - - 397,727 - Total Expense $ 5,500,436 $ 6,243,897 $ 5,657,199 $ 7,558,247 $ 8,041,409 $ 2,520,356 $ 2,645,351 $ 2,810,876 $ 2,244,000 $ 2,564,774 $ 439,062 $ 124,995 $ 290,520 $ (566,877) $ 320,774
1,373,308 1,455,434 1,411,117 1,565,946 1,645,644
- - - 1,000,000 1,000,000
512,424 512,424 524,125 534,587 545,049
634,624 677,493 875,635 (856,533) (625,919)
Total $ 2,520,356 $ 2,645,351 $ 2,810,876 $ 2,244,000 $ 2,564,774 Ending Working Capital
Change in Working Capital
Components of Ending Working Capital
Operating Reserve
Rate Stabilization Reserve
Pension Stabilization
Unrestricted, Unreserved
Reserve Policy:
Ordinance 1240
Operating Reserve - 25% of Operating Expenses
Rate Stabilization Reserve - $1,000,000
WATER FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
64 8.E.a
Packet Pg. 336 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 1,466,214 $ 1,176,132 $ 1,176,132 $ 1,000,000 $ - $
REVENUES
Interest Income $ - (6,150) $ $ - $ - $ -
State Grants $ 393,727 $ 6,706,273 $ 6,706,273 $ - $ -
Transfers in - Water Impact Fees Fund - 64,997 64,997 - - Transfers in - Water Fund - - 12,732 1,851,724 1,458,834 Total Revenues $ 387,577 $ 6,771,270 $ 6,784,002 $ 1,851,724 $ 1,458,834
EXPENSES
Transfers Out - Water Impact Fees Fund $ - $ - $ - $ 1,000,000 $ - Dry Creek WTP Upgrades - WA001 134,591 118,078 118,078 896,737 - UV Treatment at Fitch - WA002 77,063 7,516 7,516 - -
Brown Street Water Replacement - WA003 72,278 11,272 11,272 - 1,330,576 Municipal Recycled Water Pipeline - WA004 393,727 6,706,273 6,706,273 - - University Street Water Replacement - WA005 - - - - 128,258 Healdsburg AveUtility Replacement - SE004 - 116,995 116,995 954,987 - Total Expenses $ 677,659 $ 6,960,134 $ 6,960,134 $ 2,851,724 $ 1,458,834 Ending Working Capital $ 1,176,132 $ 987,268 $ 1,000,000 $ - $ - Reserve Policy 1,000,000 1,000,000 1,000,000 - -
Remaining Working Capital $ 176,132 $ (12,732) $ - $ - $ - Change in Working Capital $ (290,082) $ (188,864) $ (176,132) $ (1,000,000) $ -
WATER CAPITAL REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
65 8.E.a
Packet Pg. 337 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 3,078,042 $ 2,625,843 $ 2,625,843 $ 2,737,310 $ 3,370,162 $
REVENUES
Utility Usage $ 7,066,249 $ 7,671,240 $ 7,671,240 $ 9,011,421 $ 10,633,477 Development Fees - - 26,245 15,000 15,000
Fees & Charges 4,130 - 2,812 - -
Unrestricted Interest 63,723 110,169 40,604 53,765 53,765 Restricted Interest 14,407 - 14,091 12,599 12,599
Other Revenues 161,361 435,000 435,191 10,000 10,000
Transfers in - Wastewater Impact Fees Fund 195,577 227,090 115,000 - - Total Revenues $ 7,505,447 $ 8,443,499 $ 8,305,184 $ 9,102,786 $ 10,724,841
EXPENSES
Wages $ 1,454,242 $ 1,839,567 $ 1,521,521 $ 1,882,587 $ 1,952,625 Overtime 107,526 96,320 128,423 108,500 110,500
Fringe Benefits 1,324,628 1,057,599 1,337,220 1,200,737 1,283,008 Personal Protective Equipment 10,148 9,000 10,200 10,200 10,200 Rentals and Leases 208 6,500 - 1,500 1,500
Meeting, Travel, and Training 7,636 12,800 6,700 11,500 11,500 License, Dues, Certs, Membrshps 7,180 11,200 5,603 8,700 8,900 Telecommunication & Data Services 15,229 700 31,700 32,300 34,300 Utility Services 542,310 610,000 550,000 616,000 726,880 Office Supplies 5,387 7,250 3,800 5,600 5,600
Noticing - 2,350 - 2,300 2,300
Government Fees 23,627 35,500 25,735 28,800 30,800
Operational Expense 334,550 649,331 497,000 565,000 575,000 Contracted Services 60,961 105,400 105,400 133,000 136,000 Repairs and Maintenance 262,039 290,000 262,000 183,000 184,000 Bank Fees 54,971 55,655 67,918 69,893 70,571
Debt Service 1,902,032 1,791,350 1,791,350 1,794,750 1,791,250 Legal 471,622 425,000 430,000 - -
Land, Bldg, Vehicles and Equipment 195,577 227,090 115,000 301,000 310,000 Overhead Allocation 596,743 620,613 620,613 668,898 688,965 Information Services Service Fee 115,419 274,592 274,592 287,930 282,601 Building Maintenance Service Fee 133,772 99,700 99,700 68,073 88,872 Vehicle Service Fee 152,285 157,382 157,382 282,764 295,455 Vehicle Replacement Fee - - - 59,574 59,574
Insurance 226,064 250,705 250,705 273,133 322,736
Staff Time Reimbursement (53,711) (78,699) (98,845) (125,805) (130,338) Transfers-CMMS-OT002 7,204 - - - -
Transfers-Orchard Lift Station Reconstruction-SE005 - - - - 164,668 Transfers-Magnolia LS Rehabilitation-SE006 - - - - 216,332 Transfers-Brown Street Sewer Replacement-WA003 - - - - 1,080,754 Transfers-University Street Sewer Replacement-WA005 - - - - 128,258 Total Expense $ 7,957,646 $ 8,556,905 $ 8,193,717 $ 8,469,934 $ 10,442,811 Ending Working Capital $ 2,625,843 $ 2,512,437 $ 2,737,310 $ 3,370,162 $ 3,652,192 Change in Working Capital $ (452,199) $ (113,406) $ 111,467 $ 632,852 $ 282,030 Components of Ending Working Capital
Operating Reserve 1,938,716 2,082,454 2,019,679 2,042,234 2,135,700 Rate Stabilization Reserve - - - 1,000,000 1,000,000
Pension Stabilization 617,104 617,104 631,195 643,794 656,393 Unrestricted, Unreserved 70,023 (187,121) 86,436 (315,866) (139,901) Total $ 2,625,843 $ 2,512,437 $ 2,737,310 $ 3,370,162 $ 3,652,192 Reserve Policy:
Ordinance 1240
Operating Reserve - 25% of Operating Expenses
Rate Stabilization Reserve - $1,000,000
WASTEWATER FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
66 8.E.a
Packet Pg. 338 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital (890,748) $ (866,489) $ (866,489) $ (151,029) $ (237,043) $
REVENUES
Utility Usage $ 759,539 $ 760,000 $ 760,000 $ 760,000 $ 760,000 Development Fees - - 13,281 - -
Unrestricted Interest 1,673 2,008 - - -
Restricted Interest 3,132 - 3,063 2,738 2,738
Other Revenues 22,015 - 700,976 - -
Total Revenues 786,359 $ $ 762,008 $ 1,477,320 $ 762,738 $ 762,738
EXPENSES
Wages $ 210,452 $ 298,363 $ 221,806 $ 308,897 $ 322,805 Overtime 12,623 11,200 12,595 12,700 12,700
Fringe Benefits 164,894 134,386 175,988 160,327 169,982 Personal Protective Equipment 1,577 3,200 2,700 2,500 2,500 Rentals and Leases - 13,000 - - -
Meeting, Travel, and Training 3,668 3,600 4,150 4,700 4,700 License, Dues, Certs, Membrshps 518 1,300 700 700 700
Telecommunication & Data Services 793 800 670 800 800
Utility Services 732 950 968 1,085 1,280
Office Supplies 22 500 100 200 200
Government Fees 20,388 13,000 13,000 20,000 20,000
Operational Expense 12,477 17,000 17,000 17,000 17,000
Contracted Services 78,425 66,000 66,000 66,000 66,000
Repairs and Maintenance 87,670 50,000 50,000 63,000 63,000 Overhead Allocation 100,522 104,543 104,543 101,109 104,142 Information Services Service Fee 58,279 59,282 59,282 66,363 64,847 Vehicle Service Fee - - - 24,762 17,377
Insurance 18,694 20,412 20,412 15,900 18,272
Staff Time Reimbursement (9,633) (13,221) (13,055) (17,291) (17,929) Transfers-Chablis Road Sediment Removal-DR001 - 25,000 25,000 - - Total Expenses 762,100 $ $ 809,315 $ 761,859 $ 848,752 $ 868,376 Ending Working Capital $ (866,489) $ (913,797) $ (151,029) $ (237,043) $ (342,681) Change in Working Capital $ 24,259 $ (47,307) $ 715,461 $ (86,014) $ (105,638)
DRAINAGE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
67 8.E.a
Packet Pg. 339 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 1,588,020 $ 1,509,999 $ 1,509,999 $ 1,397,465 $ 249,822
REVENUES
Federal Grant $ 157,689 $ - $ - $ - $ -
Interest Income (14,465) - - - -
Other Revenues 113,313 113,313 113,313 113,313 113,313
Transfers in - Measure T - - - 300,000 -
Transfers in - Wastewater Impact Fee Fund - 43,774 43,774 375,298 - Transfers in - Wastewater Fund - - - - 1,590,012
Transfers in - Drainage Fund - 25,000 25,000 - -
Transfers in - Drainage Impact Fee Fund - 95,506 95,506 818,831 - Total Revenues 256,538 $ $ 277,593 $ 277,593 $ 1,607,442 $ 1,703,325
EXPENSES
Transfers Out - Wastewater Impact Fees Fund $ - $ - $ - $ 500,000 $ - Brown Street Sewer Replacement - WA003 72,278 11,272 11,272 - 1,330,576 University Street Water Replacement - WA005 - - - - 128,258 Recycled Water System Expansion - SE001 49,132 - - - -
WRF Dewatered Biosolids Mod - SE002 5,290 189,674 115,089 - - WRF Flood Mitigation - SE003 207,860 - - - -
Healdsburg AveUtility Replacement - SE004 - 238,766 238,766 1,955,085 - Orchard Lift Station Reconstruction - SE005 - - - - 277,981 Magnolia LS Structure Rehabilitation - SE006 - - - - 216,332 Chablis Road Sediment Removal - DR001 - 25,000 25,000 - - Cabernet Road Culvert Replacement - DR002 - - - 300,000 - Total Expenses 334,559 $ $ 464,712 $ 390,127 $ 2,755,085 $ 1,953,147 Ending Working Capital $ 1,509,999 $ 1,322,880 $ 1,397,465 $ 249,822 $ - Reserve Policy 1,000,000 1,000,000 1,000,000 - -
Remaining Working Capital $ 509,999 $ 322,880 $ 397,465 $ 249,822 $ - Change in Working Capital $ (78,022) $ (187,119) $ (112,534) $ (1,147,643) $ (249,822)
WASTEWATER AND DRAINAGE CAPITAL REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
68 8.E.a
Packet Pg. 340 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 17,769,815 $ 14,427,540 $ 14,427,540 $ 13,433,176 $ 12,036,159
REVENUES
Utility Usage $ 12,332,912 $ 13,772,926 $ 13,772,926 $ 16,010,818 $ 17,352,755 Pole Contacts 153,245 - - 90,000 90,000
Development Fees 9,260 - 7,901 - -
Fees & Charges 16,848 - 42,286 - -
Unrestricted Interest 336,453 363,964 156,582 176,718 176,718 Restricted Interest 20,576 - 20,125 17,994 17,994
Utility Service Discounts 72,099 90,000 83,454 99,000 108,900 Other Utility Customer Fees 8,720 - 10,220 - -
Other Revenues 667,188 - 99,348 - -
Transfers in - Electric Public Benefit Fund 4,252 - - - - Total Revenues 13,621,552 $ $ 14,226,890 $ 14,192,842 $ 16,394,530 $ 17,746,367
EXPENSES
Wages $ 1,604,751 $ 2,006,486 $ 1,576,407 $ 1,957,935 $ 2,028,981 Overtime 77,966 123,950 120,737 114,100 114,100
Fringe Benefits 1,422,938 1,139,931 1,362,725 1,212,300 1,295,788 Personal Protective Equipment 16,503 35,700 19,100 21,900 23,100 Part Time Wages - - 25,000 - -
Rentals and Leases 7,526 8,500 8,500 8,500 10,000
Meeting, Travel, and Training 36,290 18,500 24,700 34,000 28,160 License, Dues, Certs, Membrshps 19,552 19,400 19,400 22,900 25,600 Telecommunication & Data Services 16,285 15,550 14,950 18,950 19,530 Utility Services 20,991 19,872 24,529 27,474 31,729
Office Supplies 3,295 3,000 1,800 2,000 2,000
Printing 6,036 6,300 4,000 6,500 6,800
Government Fees 1,611 2,000 2,000 2,000 2,200
Operational Expense 63,096 54,500 64,000 71,500 73,500
Contracted Services 333,219 365,000 314,000 394,800 544,540 Repairs and Maintenance 1,555 14,000 10,300 37,500 27,500 Meters 121,189 78,000 134,000 137,200 144,060
Electric Power Purchase 10,244,617 9,206,804 8,738,120 9,208,210 9,482,252 Electric Overhead General Capital 79,939 110,000 90,000 149,500 149,500 Electric Underground General Capital 135,006 180,000 140,000 182,000 182,000 Bank Fees 52,971 52,446 65,798 67,773 68,451
Over/Short 550 - - - -
Debt Service 235,662 122,918 122,918 107,778 107,778
Solar Rebates 59,361 70,000 60,000 60,000 60,000
Legal - 20,000 - - -
Overhead Allocation 892,361 928,055 928,055 1,066,831 1,098,836 Information Services Service Fee 270,797 264,307 264,307 320,182 326,029 Building Maintenance Service Fee 52,484 87,966 87,966 93,402 95,624 Vehicle Service Fee 109,620 113,289 113,289 161,186 153,878 Vehicle Replacement Fee 351,148 259,230 259,230 343,483 343,483 Insurance 160,930 180,565 180,565 178,196 209,572
Staff Time Reimbursement (112,174) (80,000) (99,444) (189,677) (489,748) Transfers-General Fund-PILOT 137,459 186,437 186,437 186,437 186,437 Transfers-General Capital Funding - 250,000 103,817 - - Transfers-Underground Grove Street-EL005 - 220,000 220,000 1,786,687 86,687 Transfers-Underground Healdsburg Ave-EL008 540,291 - - - 3,900,000 Total Expense 16,963,827 $ $ 16,082,706 $ 15,187,206 $ 17,791,547 $ 20,338,367 Ending Working Capital $ 14,427,540 $ 12,571,724 $ 13,433,176 $ 12,036,159 $ 9,444,159 Change in Working Capital $ (3,342,275) $ (1,855,816) $ (994,364) $ (1,397,017) $ (2,592,000) Components of Ending Working Capital
Operating Reserve Policy 8,211,768 7,806,353 7,431,695 8,002,430 8,175,840 Capital Reserve Policy 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 Pension Stabilization 881,332 881,332 901,457 919,451 937,445 Remaining Working Capital 1,334,440 (115,961) 1,100,025 (885,722) (3,669,126) Total 14,427,540 $ $ 12,571,724 $ 13,433,176 $ 12,036,159 $ 9,444,159 Reserve Policy:
Resolution 2019-112
Operating Reserve - 50% Operating Expenses
Capital Reserve - $4,000,000
ELECTRIC FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
69 8.E.a
Packet Pg. 341 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 45,439 $ 137,298 $ 137,298 $ - $ -
REVENUES
Federal Grants $ - $ - $ - $ 112,500 $ 1,087,500
Other Revenues 278,595 1,143,307 1,125,018 574,116 228,313 Transfers in - Electric Fund 306,419 470,000 323,817 1,786,687 3,986,687 Transfers in - Electric Public Benefit Fund - 425,000 425,000 - - Total Revenues 585,014 $ $ 2,038,307 $ 1,873,835 $ 2,473,303 $ 5,302,500
EXPENSES
Badger Substation Reconstruction - EL001 $ 10,327 $ - $ - $ - $ - Public EV Charging Stations - EL002 - 425,000 425,000 - - Reconductor Grove Street - EL003 2,130 - - - -
Underground Grove Street - EL005 8,071 41,929 41,929 1,900,000 200,000 Badger Seismic Retrofit - EL006 925 312,500 312,500 112,500 1,087,500 Install Backtie South Healdsburg - EL007 - 40,000 - - - Underground Healdsburg Ave - EL008 - 220,000 220,000 - 3,900,000 Mill District Development - ER001 108,627 253,373 253,373 220,000 75,000 Passalacqua & Parkland Farms Inf - ER002 159,951 7,749 7,749 - - 155 Dry Creek Affordable Housing - ER003 1,628 198,672 198,672 - 40,000 Freebird Affordable Housing - ER004 2,682 284,198 284,198 - - ENSO/North Village Development - ER005 197,792 126,208 126,208 50,000 - Fitch Mountain Dental - ER006 1,020 52,791 34,502 - -
3 Healdsburg Avenue Apartments - ER007 - 30,000 30,000 153,000 - Williams Selyem Winery - ER008 - 14,000 14,000 - -
Montage Resorts Events Building - ER009 - 53,003 53,003 - - North Village, Parcel 4 - ER010 - 10,000 10,000 37,803 - Total Expenses $ 493,154 $ 2,069,423 $ 2,011,134 $ 2,473,303 $ 5,302,500 Ending Working Capital $ 137,298 $ 106,182 $ - $ - $ -
Change in Working Capital $ 91,860 $ (31,116) $ (137,299) $ - $ -
ELECTRIC CAPITAL REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
70 8.E.a
Packet Pg. 342 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 3,100,772 $ 3,641,326 $ 3,641,326 $ 956,956 $ 899,907 $
REVENUES
Utility Usage $ 354,700 $ 340,000 $ 378,741 $ 409,041 $ 441,764 Interest Income 70,638 27,070 87,785 98,959 98,959
Cap & Trade Proceeds 545,889 450,000 769,139 - -
Other Revenues 38,024 - 6,500 - -
Total Revenues 1,009,250 $ $ 817,070 $ 1,242,165 $ 508,000 $ 540,723
EXPENSE
Wages $ 76,018 $ 88,553 $ 26,892 $ 58,423 $ 60,140
Overtime 2,703 2,800 1,272 1,800 1,800
Fringe Benefits 45,475 50,240 24,501 40,668 43,490
Meeting, Travel, and Training 2,124 3,000 1,200 2,000 2,000 Printing 2,478 16,000 5,000 8,000 8,000
Operational Expense 14,627 5,000 300 4,000 4,000
Contracted Services 55,800 85,000 65,000 52,100 34,600
Low Income Assistance 72,099 90,000 85,000 100,000 120,000 Conservation & Energy Rebates 77,215 60,000 60,000 250,000 150,000 Green House Gas Reduction Measures 115,907 720,000 250,000 45,000 - Insurance - - - 3,058 3,514
Transfers out - Electric Fund 4,252 - - - -
Transfers out - Electric Cap & Trade Fund - - 2,982,370 - - Transfers out - Electric Vehicle Charging Stations - EL002 - 425,000 425,000 - - Total Expense $ 468,697 $ 1,545,593 $ 3,926,535 $ 565,049 $ 427,544 Ending Working Capital $ 3,641,326 $ 2,912,803 $ 956,956 $ 899,907 $ 1,013,087 Change in Working Capital $ 540,554 $ (728,523) $ (2,684,370) $ (57,049) $ 113,179
ELECTRIC PUBLIC BENEFIT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
71 8.E.a
Packet Pg. 343 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ - $ - $ - $ 2,653,903 $ 1,875,992
REVENUES
Transfers In - Electric Fund - 2,982,370 2,982,370 - -
Other Revenues - - 5,000 70,000 100,000
Cap & Trade Proceeds - - - 500,000 500,000
Total Revenues $ - $ 2,982,370 $ 2,987,370 $ 570,000 $ 600,000
EXPENSE
Wages $ - $ 29,518 $ 53,784 $ 37,155 $ 38,248
Fringe Benefits - 16,747 49,002 13,311 13,999
Meeting, Travel, and Training - 217 217 1,000 1,000
Printing - 1,300 1,300 8,000 8,000
Operational Expense - - - 1,000 1,000
Contracted Services - 19,816 19,816 172,000 57,500
Conservation & Energy Rebates - 73,084 73,084 754,000 250,000 Green House Gas Reduction Measures - 136,119 136,119 359,610 357,385 Insurance - - - 1,835 2,109
Total Expense $ - $ 276,801 $ 333,467 $ 1,347,911 $ 729,241 Ending Working Capital - 2,705,569 2,653,903 1,875,992 1,746,751 Change in Working Capital $ - $ 2,705,569 $ 2,653,903 $ (777,911) $ (129,241)
ELECTRIC CAP AND TRADE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
72 8.E.a
Packet Pg. 344 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CO M M U N IT Y
SE R V ICES
73 8.E.a
Packet Pg. 345 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY SERVICES
The Community Services Department is responsible for providing the following services:
Administration
Support the work of the department, City leadership, City Council, Parks and Recreation Commission, Senior Advisory Commission, and other special committees and local organizations.
Recreation Programming Plan and provide recreation comprehensive programming for City residents of all ages, including youth and adult sports, collaboration with our community sports organizations, early childcare programs, summer camps and activities, and leisure/educational programs. Programs are provided by the City directly and in partnership with contracted instructors and other community-based organizations.
After School Education and Safety Program
In collaboration with Healdsburg Unified School District, plan and deliver after school childcare through the State of California’s After School Education and Safety (ASES) grant program, along with a fee-based program offered at The Healdsburg School. After school programming includes homework help, activities, snacks, and general childcare.
Healdsburg Community Center
Operate the Healdsburg Community Center including recreation classes, after school programs, rental space to community groups and businesses, indoor shared-use pickleball court, a demonstration garden, leased facility space, and general maintenance and upkeep.
Active Adult and Senior Services
Provide lifelong learning, recreational activities, special events, social programs, and referral and nutritional services for active adults and seniors in the community. Operate the Healdsburg Senior Center as a gathering place for older adults as well as providing a central location to coordinate activities. Plan, develop, and deliver a volunteer program including DASH (Drivers Assisting Seniors in Healdsburg) volunteer driver program.
Parks and Trails
Maintain and operate the City’s parks, the Plaza and downtown streetscapes, landscape and lighting districts, and public park facilities. Maintenance levels and services are based on providing safe and healthy areas at the best possible level to make them enjoyable to the community and safe to use. Schedule and plan park facilities for city programs, sports associations, other user groups, and the general public.
Open Space
Develop, operate, and manage Healdsburg Ridge Open Space Preserve and Fitch Mountain Park and Open Space Preserve including land stewardship, trail maintenance, volunteer opportunities, and monitoring use.
74 8.E.a
Packet Pg. 346 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY SERVICES
School Facility Maintenance
Under a facility agreement with Healdsburg Unified School District, oversee the maintenance and care of School District athletic facilities and select landscaping areas performed by a landscaping contractor and specific staff work.
Healdsburg Swim Center
In partnership with Healdsburg Unified School District, operate the Swim Center including swim lessons, recreational and lap swimming, youth swim team, lifeguard training, and facility rentals.
Arts and Culture
Implement the Arts and Culture Master Plan including support for an Arts and Culture Commission, administering public art grants, and developing and enhancing art opportunities for the community.
Contracted Facility Maintenance
Provide maintenance funding for facilities that are operated under contracts for the City, including the Villa Chanticleer and Villa Chanticleer Annex, the Museum, and the Library.
Special Events
Plan and deliver events including the Tuesdays in the Plaza concert series, Merry Healdsburg, St. Patrick’s Day Parade, Drive-In Movies, Sundays in the Plaza, and many other communitybased special events. Work with external organizations and agencies to schedule, plan, and permit special events that are held in or pass-through Healdsburg including festivals, runs, bike rides, displays/demonstrations, etc.
Park Planning and Capital Improvements
Develop the capital improvement program and coordinate each project including public input, design, bidding, construction, and operational use.
MAJOR DEPARTMENTAL TASKS COMPLETED FY 2022-2023 and 2023-2024 Awarded the City’s first public art grants.
Began the conversion of park maintenance equipment from fossil fuel to battery operated.
Established a revised and contemporary special events policy.
Implemented the ongoing Senior Center “Bistro” noon-time lunch program.
Implemented bilingual Senior Center newsletter and social media outreach.
Implemented new event partnerships for Lunar New Year, Climate Fest, and Fitch Mountain Footrace.
Implemented the park and recreation facility deferred maintenance program.
Revised the financial assistance program to provide greater opportunities for those in need to participate in recreation programs.
Completed the development master plan for Saggio Hills development park.
Completed the redevelopment master plan for Badger Park.
Completed the preschool program room renovations.
Completed the Senior Center entrance improvement project. 75 8.E.a
Packet Pg. 347 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY SERVICES
Completed design and construction of the Fitch Mountain Improvement Project.
Completed design and construction of the Fitch Mountain Hilltop Road improvements to address erosion and create emergency public safety and fire access.
Completed the conversation of two existing sports courts into four dedicated pickleball courts in partnership with Healdsburg Unified School District.
Completed design and initiated construction of the Foley Family Community Pavilion project.
MAJOR DEPARTMENT GOALS FOR FY 2022-23 and 2023-24
Complete the Foley Family Community Pavilion project and begin operations.
Complete final design and construction of the first phase of the new Saggio Hills development park.
Complete final design and begin construction of the first phase of Badger Park redevelopment.
Repair the Community Center and Senior Cent roofs.
Work in partnership with the YWCA to launch a new full-day preschool program for working families.
Formulate and launch the Arts and Culture Commission to continue work on the Arts and Culture Master Plan implementation.
Implement sustainable and theft resistant repairs for the Foss Creek lighting system.
STATISTICS
Manage and maintain 12 parks and four School District athletic fields.
Manage and maintain 328 acres of open space.
Provide a comprehensive recreation program offering in the areas of sports, education, and learning.
76 8.E.a
Packet Pg. 348 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
COMMUNITY SERVICES
Parks
Barbieri Brothers Park 325 Bridle Path
Badger Park 750 Heron Drive
Byron Gibbs Park 1529 Prentice Drive
Carson Warner Skate Park 1100 Grove Street
Giorgi Park 600 University Street
Plaza Park 105 Matheson Street
Railroad Park 22 Front Street
Recreation Park 525 Piper Street
Saggio Hills Development Park (Name TBD) Healdsburg Avenue and Passalacqua Road Tilly Grove Open Space 547 Tucker Street
Villa Chanticleer Playground 902 Chanticleer Way
West Plaza Park 10 North Street
Fields
Fitch Mountain School 520 Monte Vista Avenue
Healdsburg Community Center 1557 Healdsburg Avenue
Healdsburg Elementary School 400 First Street
Healdsburg High School 1024 Prince Street
Healdsburg Junior High School 315 Grant Street
Recreation Park 525 Piper Street
Facilities
Badger Dog Park 750 Heron Drive
Foley Family Community Pavilion (Opening June 2025) 3 North Street Foss Creek Pathway Healdsburg Avenue to Grove Street
Giorgi Park Tennis 600 University Street
Healdsburg Community Center 1557 Healdsburg Avenue
Healdsburg High School 1024 Prince Street
Healdsburg Swim Center 360 Monte Vista Avenue
Healdsburg Senior Center 133 Matheson Street
Tayman Park Golf Course 927 S. Fitch Mountain Road
Villa Chanticleer 900 Chanticleer Way
Villa Chanticleer Annex 860 Chanticleer Way
Villa Dog Park 902 Chanticleer Way
Open Space and Regional Park Facilities
Fitch Mountain Park and Open Space Preserve 902 Chanticleer Way Healdsburg Ridge Open Space Preserve Bridle Path & Arabian Way 77 8.E.a
Packet Pg. 349 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 3,109,406 $ 3,056,154 $ 3,056,154 $ 2,438,063 $ 2,437,728
REVENUES
Transient Occupancy Tax $ 7,003,262 $ 7,003,262 $ 6,805,897 $ 6,895,353 $ 7,689,796 Program Revenue 386,903 362,500 385,000 375,000 396,500 Intergovernmental Revenue 242,694 210,000 222,600 220,000 220,000 Facility and Field Rents 141,602 81,125 105,821 69,100 70,850 School District Field Maintenance 46,221 43,000 48,457 49,500 49,500 Special Events 33,695 59,000 70,000 75,000 75,000
Event Permits 19,155 20,000 20,000 20,000 20,000
Program Sponsorships 82,935 90,000 47,500 48,500 50,500 Admission and Passes 31,000 25,704 21,765 28,000 28,000 Advertising 500 280 715 - -
Unrestricted Interest 182,590 10,880 196,930 208,817 208,817 Restricted Interest 1,126 10,243 10,019 8,958 8,958
Contributions & Donations 4,500 11,241 10,649 4,500 5,500 Fees & Charges 7,200 5,306 16,400 3,500 3,500
Other Revenues - 6,847 25,051 - -
Total Revenues 8,026,968 $ 8,095,803 $ 7,986,805 $ 8,006,228 $ 8,826,921 $
EXPENDITURES
Wages $ 1,261,454 $ 1,681,077 $ 1,312,559 $ 1,723,016 $ 1,792,973 Overtime 18,461 17,365 20,915 24,500 25,050
Fringe Benefits 1,045,272 855,827 1,167,577 939,444 1,000,303 Personal Protective Equipment 4,093 7,250 7,250 7,750 7,750 Part Time Wages 659,643 808,000 820,000 844,000 872,000 Rentals and Leases - 6,480 - - -
Meeting, Travel, and Training 22,151 28,000 27,100 33,250 34,200 License, Dues, Certs, Membrshps 2,092 6,100 2,900 3,250 3,250 Telecommunication & Data Services 14,812 15,750 15,000 15,000 15,500 Utility Services 201,681 200,800 232,616 260,074 306,887 Office Supplies 15,003 12,200 15,600 16,400 17,000
Printing 19,637 34,500 21,715 25,000 25,500
Government Fees 1,018 538 314 322 323
Operational Expense 499,662 397,508 411,500 411,500 446,000 Contracted Services 544,659 671,837 733,800 796,000 806,000 Repairs and Maintenance 48,199 330,000 296,425 95,500 98,000 Support of Local Organizations 9,000 20,000 20,000 20,000 20,000 Land, Bldg, Vehicles and Equipment - 135,257 42,280 - - Overhead Allocation 557,968 580,287 580,287 897,095 977,008 Information Services Service Fee 527,939 549,424 549,424 722,487 653,990 Building Maintenance Service Fee 462,400 246,405 246,405 526,310 574,215 Vehicle Service Fee 76,882 79,455 79,455 104,205 104,974 Vehicle Replacement Fee 197,103 119,209 119,209 50,000 50,000 Insurance 326,214 370,803 378,178 368,813 431,672
Transfers out - Debt Fund - RDA Loan 107,778 107,778 107,778 107,778 107,778 Transfers out - LLAD Community Benefit Contributions 17,106 17,346 17,346 14,869 14,869 Transfers out - Debt Fund - HUSD Bond 1,151,461 - - - - Transfers out - Debt Fund - Pension Obligation Bond 126,243 - - - - Transfers out - Fitch Mountain Park - CS001 - 139,772 156,288 - - Transfers out - Pavilion at 3 North Street - CS004 - 1,160,265 1,160,265 - - Transfers out - CC Preschool Renovations - CS005 162,290 62,710 62,710 - - Total Expenditures $ 8,080,220 $ 8,661,943 $ 8,604,896 $ 8,006,563 $ 8,385,242 - - - - -
Ending Fund Balance $ 3,056,154 $ 2,490,014 $ 2,438,063 $ 2,437,728 $ 2,879,408 Change in Fund Balance $ (53,252) $ (566,140) $ (618,091) $ (335) $ 441,679 Components of Ending Fund Balance
Operating Reserve 1,954,603 2,036,722 2,050,653 2,296,969 2,410,573 Pension Stabilization 438,758 439,884 448,777 457,735 466,693 Unrestricted, Unreserved 662,794 13,409 (61,366) (316,975) 2,142 Total 3,056,154 $ $ 2,490,014 $ 2,438,063 $ 2,437,728 $ 2,879,408 Reserve Policy:
Resolution No. 55-2016
30% Annual Operating Expenditures
COMMUNITY SERVICES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
78 8.E.a
Packet Pg. 350 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 589,400 $ 852,390 $ 852,390 $ - $ -
REVENUES
State Grants $ - $ 2,103,030 $ 2,103,030 $ 250,000 $ 1,482,500 Developer Funding 970,954 8,331,489 8,331,489 750,000 3,642,303 Transfers in - Measure M Parks Fund 151,016 428,984 428,984 144,000 150,000 Transfers in - Park Dedication Fund - 659,992 659,992 446,000 - Transfers in - Community Service Fund 162,290 1,362,747 1,379,263 - - Transfers in - Parking Development Impact Fees F 410,000 - 410,000 - - Transfers in - Park Development Fees - 1,114,232 1,114,232 - - Total Revenues 1,284,260 $ 14,410,474 $ 14,426,990 $ 1,590,000 $ 5,274,803 $
EXPENDITURES
Fitch Mountain Park - CS001 $ 151,016 $ 2,875,855 $ 2,875,855 $ - $ - Badger Park Redevelopment - CS002 - 527,500 527,500 590,000 882,500 Saggio Hills Healdsburg Park - CS003 30,343 2,253,709 2,253,709 1,000,000 4,392,303 Pavilion at 3 North Street - CS004 589,137 9,276,264 9,276,264 - - CC Preschool Renovations - CS005 168,593 368,148 346,052 - - Transfers out - Building Maintenance Fund 82,181 - - - - Total Expenditures 1,021,271 $ $ 15,301,476 $ 15,279,380 $ 1,590,000 $ 5,274,803 Ending Fund Balance $ 852,390 $ (38,612) $ - $ - $ -
Change in Fund Balance $ 262,990 $ (891,002) $ (852,390) $ - $ -
COMMUNITY SERVICES CAPITAL PROJECTS FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
79 8.E.a
Packet Pg. 351 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
SPE CIA L R E V E N U E
F U N DS
80 8.E.a
Packet Pg. 352 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
SPECIAL REVENUE FUNDS
Special revenue funds are a group of accounts established by a government for restricted use to ensure that certain revenue sources are used or earmarked only for their specific purpose. This special revenue fund type may be used to account for the proceeds of specific revenue sources that are legally restricted or restricted by City Council policy for a specific purpose.
General Capital Replacement Fund
This fund is used to account for the acquisition and construction of miscellaneous major capital projects throughout the City.
Enhanced Fire Protection Fund (Measure H)
Measure H is a ½ cent countywide sales tax used to provide fire protection and emergency response services.
Transaction and Use Tax Fund (Measure T)
Measure V is a ½ cent sales tax used to fund vital city services and programs. All the revenue is spent locally for the benefit of Healdsburg residents.
Transient Occupancy Tax (TOT) – Affordable Housing (Measure S) Measure S is a 2% room tax paid by guestsin local hotels and bed‐and‐breakfast innsfor a specific purpose of promoting affordable housing.
L&M Village Fund
The L&M village fund was established by council to account for the various grant sources funding the acquisition and operation of the L&M Village.
Long Range Planning Fund
City Council established the Long Range Planning fund to accumulate funds over a period of time for the purpose of completing large scale long range planning projects.
Economic Development Fund
The Economic Development Fund is used to account for funds intended for economic development purposes.
Gas Tax Fund
Accounts for monies apportioned under the Streets Highways Code of the State of California.
These funds are restricted for use on public streets, highways, and related public facilities.
Road Repair and Accountability Fund
Accounts for monies apportioned under Senate Bill 1 of the State of California. These funds are restricted for use on eligible streets and road projects. 81 8.E.a
Packet Pg. 353 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
SPECIAL REVENUE FUNDS
Lighting and Landscape Assessment Districts
The City currently has 7 Lighting and Landscape Assessment Districts. Residents within each district pay annual assessments to support the maintenance of lighting and landscaping in their respective districts.
Benjamin Maintenance District Fund
Benjamin Maintenance District Fund is used to track the revenue and expenditures for the repair and limited maintenance of Benjamin Way.
Public Safety Fund
This fund is mainly used to account for grant revenue and expenditures used for equipment and training specific to police and fire.
Opioid Settlement Fund
This fund is used to account for California opioid settlement money that is used to abate the opioid epidemic.
Other Special Revenue Fund
The Other Special Revenue Fund is used to document the unspent bond proceeds from the former redevelopment agency.
Strong Motion Education and Data Fund
This fund accounts for building permit fees and related expenditures charged in accordance with the California Department of Conservation forstrong motion instrumentation and seismic hazard mapping act.
Media Center Fund
The Media Center Fund accounts for monies for the Public Education and Government access (PEG) grant funding received by the City to support public, educational and government transparency by broadcasting public meetings.
Sonoma County Parks Improvement Fund (Measure M)
The Sonoma County voters passed Measure M in November 2018 which provided a one‐eighth‐ cent sales tax to improve and expand parks. The sales tax provides funding for 10 years.
Park Dedication Fund
This fund accounts for Quimby Fees paid by Developers in accordance with the Quimby Act described in Government Code 66477. These fees can be used for parks and recreational purposes.
General Debt Service Fund
The City records and disburses monies used to repay annual principal, interest and administrative fees on City issued debt through a General Debt Service Fund. 82 8.E.a
Packet Pg. 354 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 129,223 $ 238,143 $ 238,143 $ 277,581 $ 312,581 $
REVENUES
Interest Income $ - (391) $ - $ - $ - $
Other Revenues - 3,362,001 3,401,439 - -
Federal Grant 102,780 - - - -
Transfer in - L & M Village Fund 2,069,801 - - - -
Transfer in - Measure T 40,694 2,944,705 2,944,705 - -
Transfers in - Media Center Fund 40,000 40,000 40,000 35,000 35,000 Transfers in - General Fund 193,157 1,301,731 1,261,731 242,943 242,943 Transfers in - Water Fund 7,204 - - - -
Transfers in - Wastewater Center Fund 7,204 - - - -
Transfers in - Electric Fund 7,204 - - - -
Total Revenues 2,467,652 $ 7,648,437 $ 7,647,875 $ 277,943 $ 277,943 $
EXPENSES
Fire Substation - OT001 $ 40,694 $ 7,365,494 $ 7,365,494 $ - $ - CMMS - OT002 21,611 - - - -
L&M Village - OT003 2,069,801 - - - -
Operational Expense 226,626 242,943 242,943 242,943 242,943 Total Expenditures 2,358,732 $ $ 7,608,437 $ 7,608,437 $ 242,943 $ 242,943 Ending Working Capital $ 238,143 $ 278,143 $ 277,581 $ 312,581 $ 347,581 Change in Working Capital $ 108,920 $ 40,000 $ 39,438 $ 35,000 $ 35,000
GENERAL CAPITAL REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
83 8.E.a
Packet Pg. 355 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance - $ - $ - $ - $ 411,850 $
REVENUES
Sales Tax $ - $ - $ - $ 753,000 $ 1,506,000
Total Revenues $ - $ - $ - $ 753,000 $ 1,506,000
EXPENDITURES
Wages $ - $ - $ - $ 109,244 $ 118,147
Fringe Benefits - - - 46,914 48,789
Contracted Services - - - 50,000 -
Information Services Service Fee - - - 134,992 12,600
Total Expenditures $ - $ - $ - $ 341,150 $ 179,536
Ending Fund Balance $ - $ - $ - $ 411,850 $ 1,738,314
Change in Fund Balance $ - $ - $ - $ 411,850 $ 1,326,464
ENHANCED FIRE PROTECTION FUND (MEASURE H)
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
84 8.E.a
Packet Pg. 356 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 3,027,608 $ 4,838,853 $ 4,838,853 $ 1,304,438 $ 1,223,049
REVENUES
Sales Tax $ 2,923,284 $ 2,827,358 $ 2,756,000 $ 2,778,000 $ 2,856,000 Interest 48,116 11,664 110,345 30,000 40,000
Transfers In - - - - -
Total Revenues 2,971,401 $ $ 2,839,022 $ 2,866,345 $ 2,808,000 $ 2,896,000
EXPENDITURES
Translation Services $ 24,602 $ 35,000 $ 35,000 $ 35,000 $ 35,000 Chamber of Commerce Agreement 115,000 100,000 100,000 60,000 60,000 Low Income Utility Discounts 41,876 62,500 41,768 62,500 62,500 Support of Local Organizations 40,000 40,000 40,000 50,000 50,000 Fire Equipment 65,000 - - - -
Facility Improvements 13,819 - - - -
Electronic Records Management - 50,000 - - -
Universal Basic Income 150,000 100,000 100,000 - -
Community Response Grants 30,000 30,000 - -
Downtown Housing Capacity Study - 100,000 100,000 - -
Bollard Removal - 48,283 41,986 - -
Road System Maintenance - 903,788 903,788 975,000 985,000 Fire Substation 40,694 2,944,705 2,944,705 - -
Pavement Preventative Maintenance - ST001 - 3,588 - - - Hlbg Ave Complete Streets - ST006 - 461,237 461,237 - 1,958,000 Grove Street Neighborhood Plan Implementation - ST007 345 418,477 418,477 350,000 - Ward Street Neighborhood Revitalization - ST009 - - - 148,000 106,000 FY 23-24 Sidewalk Repair - ST012 - 25,000 25,000 - -
March Ave Reconstruction - ST013 - 235,000 235,000 41,300 - Powell Ave & Johnson - ST014 - 24,980 24,980 - -
Cabernet Road Culvert Repair - DR002 - - - 300,000 -
Public Safety Position Funding 668,820 898,820 898,820 867,589 857,496 Total Expenditures 1,160,155 $ $ 6,481,378 $ 6,400,760 $ 2,889,389 $ 4,113,996 Ending Fund Balance $ 4,838,853 $ 1,196,497 $ 1,304,438 $ 1,223,049 $ 5,053 Change in Fund Balance $ 1,811,245 $ (3,642,356) $ (3,534,415) $ (81,389) $ (1,217,996)
TRANSACTION AND USE TAX FUND (MEASURE T)
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
85 8.E.a
Packet Pg. 357 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Proposed Proposed
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 1,508,801 $ 1,513,704 $ 1,513,704 $ 1,986,311 $ 1,879,848
REVENUES
Transient Occupancy Tax $ 1,400,652 1,400,652 $ 1,361,179 $ 1,379,071 $ 1,537,959 $ Other Revenues 755 - 2,833 - -
Interest 12 - 114 - -
Total Revenues 1,401,419 $ 1,400,652 $ 1,364,126 $ 1,379,071 $ 1,537,959 $ - - - - -
EXPENDITURES
Wages $ 199,400 $ 285,930 $ 235,428 $ 315,219 $ 334,383 Fringe Benefits 129,430 91,618 143,039 108,672 115,324
Meeting, Travel, and Training 1,539 - 2,734 3,000 3,000 Utility Services 1,452 1,500 1,682 1,883 2,222
Operational Expense 4,735 - 3,600 5,000 5,000
Contracted Services 200,472 360,355 403,655 367,800 246,500 Repairs and Maintenance 52,540 25,000 5,597 10,000 10,000 Overhead Allocation 36,748 38,218 38,218 70,551 72,668
Information Services Service Fee - - - 32,704 36,384
Building Maintenance Service Fee - - - 32,657 38,153
Insurance 14,531 16,512 16,512 24,416 28,673
Loan Disbursement 750,000 - - - 1,000,000
Transfers out - L & M Village Fund - - 41,053 513,631 845,535 Transfers out - General Debt Service Fund 5,669 - - - - Total Expenditures 1,396,516 $ $ 819,133 $ 891,518 $ 1,485,534 $ 2,737,841 Ending Fund Balance $ 1,513,704 $ 2,095,223 $ 1,986,311 $ 1,879,848 $ 679,966 Change in Fund Balance $ 4,903 $ 581,519 $ 472,608 $ (106,463) $ (1,199,882)
TRANSIENT OCCUPANCY TAX - AFFORDABLE HOUSING (MEASURE S) FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
86 8.E.a
Packet Pg. 358 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 2,749,143 $ 287,037 $ 287,037 $ - $ - $
REVENUES
Federal Grants $ - $ 141,636 $ 86,088 $ - $ -
State Grants 220,000 - - - -
County Grants - 509,884 318,560 325,600 -
Other Revenues 1,204 - - - -
Transfer In - Measure S - - 41,053 513,631 845,535
Total Revenues $ 221,204 $ 651,520 $ 445,701 $ 839,231 $ 845,535
EXPENDITURES
Utility Services $ 15,116 $ - $ - $ - $ -
Contracted Services 598,393 1,049,232 732,738 807,647 807,647 Insurance - - - 31,584 37,888
Transfers out - L&M Rehabilitation OT003 2,069,801 - - - - Total Expenditures 2,683,310 $ $ 1,049,232 $ 732,738 $ 839,231 $ 845,535 Ending Fund Balance $ 287,037 $ (110,675) $ - $ - $ -
Change in Fund Balance $ (2,462,106) $ (397,712) $ (287,037) $ - $ -
L & M VILLAGE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
87 8.E.a
Packet Pg. 359 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Estimated Beginning Fund Balance 292,481 $ 325,919 $ 325,919 $ 359,921 $ 395,133 $
REVENUES
General Plan Update Surcharge $ 33,438 $ 30,000 $ 34,002 $ 35,212 $ 32,635 Interest Income - - - - -
Total Revenues 33,438 $ $ 30,000 $ 34,002 $ 35,212 $ 32,635
EXPENDITURES
Contracted Services -$ $ - $ - $ - $ -
Operational Expenses - - - - -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance $ 325,919 $ 355,919 $ 359,921 $ 395,133 $ 427,768 Change in Fund Balance $ 33,438 $ 30,000 $ 34,002 $ 35,212 $ 32,635
LONG RANGE PLANNING FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
88 8.E.a
Packet Pg. 360 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Estimated Beginning Fund Balance 48,564 $ 48,964 $ 48,964 $ 50,050 $ 51,289 $
REVENUES
Interest Income $ 400 $ 517 $ 1,086 $ 1,238 $ 1,238
Other Revenues - - - - -
Total Revenues $ 400 $ 517 $ 1,086 $ 1,238 $ 1,238
EXPENDITURES
Operational Expense -$ $ - $ - $ - $ -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance $ 48,964 $ 49,481 $ 50,050 $ 51,289 $ 52,527 Change in Fund Balance $ 400 $ 517 $ 1,086 $ 1,238 $ 1,238
ECONOMIC DEVELOPMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
89 8.E.a
Packet Pg. 361 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 154,854 $ 96,467 $ 96,467 $ - $ 21,832 $
REVENUES
Gas Tax $ 292,628 $ 361,465 $ 316,185 $ 321,203 $ 324,385 Interest Income 1,686 2,350 2,998 3,529 3,529
Total Revenues $ 294,314 $ 363,815 $ 319,183 $ 324,732 $ 327,914
EXPENDITURES
Contracted Services $ 2,700 $ 2,900 $ 2,700 $ 2,900 $ 2,900 Transfers out - Streets Fund 350,000 500,000 412,950 300,000 300,000 Total Expenditures $ 352,700 $ 502,900 $ 415,650 $ 302,900 $ 302,900 Ending Fund Balance $ 96,467 $ (42,618) $ - $ 21,832 $ 46,847 Change in Fund Balance $ (58,386) $ (139,085) $ (96,467) $ 21,832 $ 25,014
GAS TAX FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
90 8.E.a
Packet Pg. 362 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 770,053 $ 1,033,988 $ 1,033,988 $ 1,329,326 $ 212,570 $
REVENUES
State SB1 Road Maintenance and Repairs $ 252,322 $ 274,357 $ 270,684 $ 289,347 $ 292,240 Interest Income 16,974 5,946 24,653 27,898 27,898
Total Revenues 269,295 $ $ 280,303 $ 295,337 $ 317,245 $ 320,138
EXPENDITURES
Contracted Services $ - - $ - $ - $ - $
Transfers out - Pavement Preventative Maint. - ST001 - 236,000 - - - Transfers out - March Avenue Reconstruction - ST013 5,360 - - 1,434,000 - Total Expenditures 5,360 $ 236,000 $ - $ 1,434,000 $ - $ Ending Fund Balance 1,033,988 $ 1,078,291 $ 1,329,326 $ 212,570 $ 532,708 $ Change in Fund Balance 263,936 $ 44,303 $ 295,337 $ (1,116,755) $ 320,138 $
ROAD REPAIR AND ACCOUNTABILITY FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
91 8.E.a
Packet Pg. 363 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 284,947 $ 338,054 $ 338,054 $ 345,271 $ 512,089
REVENUES
Special Assessments $ 248,583 $ 254,374 $ 256,060 $ 410,895 $ 410,895 Interest Income 5,984 1,049 6,528 7,432 7,432
Transfer in - Community Services Fund 17,106 17,346 17,346 14,869 14,869 Total Revenues 271,673 $ $ 272,769 $ 279,934 $ 433,196 $ 433,196
EXPENDITURES
Wages $ 21,807 $ 26,296 $ 22,140 $ 28,000 $ 28,825
Overtime (53) 130 234 268 268
Fringe Benefits 18,124 12,236 19,708 15,600 16,642
Utility Services 24,494 47,993 33,226 44,423 47,537
Government Fees 32 30 32 32 32
Operational Expense - 1,976 1,916 2,399 2,441
Contracted Services 122,704 110,718 107,004 152,374 172,808 Repairs and Maintenance 6,730 74,750 64,500 6,000 7,000 Overhead Allocation 18,077 19,610 19,610 15,628 16,096
Insurance 3,817 4,347 4,347 1,655 1,901
Transfers out - General Debt Service Fund 2,833 - - - $ - Total Expenditures 218,565 $ $ 298,086 $ 272,717 $ 266,379 $ 293,550 Ending Fund Balance $ 338,054 $ 312,737 $ 345,271 $ 512,089 $ 651,735 Change in Fund Balance $ 53,108 $ (25,317) $ 7,217 $ 166,817 $ 139,646
LIGHTING AND LANDSCAPING ASSESSMENT DISTRICTS
FY 23-24
FY 24-25 & FY 25-26 Biennial Budget
92 8.E.a
Packet Pg. 364 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Estimated Beginning Fund Balance 1,662 $ 1,662 $ 1,662 $ 1,662 $ 1,662 $
REVENUES
Interest Income -$ $ - $ - $ - $ -
Development Fees - - - - -
Total Revenues -$ $ - $ - $ - $ -
EXPENDITURES
Contracted Services -$ $ - $ - $ - $ -
Operational Expenses - - - - -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance $ 1,662 $ 1,662 $ 1,662 $ 1,662 $ 1,662 Change in Fund Balance -$ $ - $ - $ - $ -
NORTH AREA MAINTENANCE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
93 8.E.a
Packet Pg. 365 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 7,749$ $ 7,918 $ 7,918 $ 8,094 $ 8,294
REVENUES
Interest Income 169$ $ 39 $ 176 $ 200 $ 200
Total Revenues 169$ $ 39 $ 176 $ 200 $ 200
EXPENDITURES
Operational Expense -$ $ - $ - $ - $ -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance 7,918$ $ 7,957 $ 8,094 $ 8,294 $ 8,494 Change in Fund Balance 169$ $ 39 $ 176 $ 200 $ 200
BENJAMIN MAINTENANCE DISTRICT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
94 8.E.a
Packet Pg. 366 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance $ 106,536 $ 104,125 $ 104,125 $ 105,848 $ 43,980
REVENUES
Federal Grant -$ $ - $ - $ 40,833 $ -
CUPA Certified Unified Program - - - - -
Abandoned Vehicle Abatement - - 25,722 - -
Asset Forfeiture - - - - -
Total Revenues -$ $ - $ 25,722 $ 40,833 $ -
EXPENDITURES
Meeting, Travel, and Training $ 5,000 1,603 $ 5,000 $ 5,000 $ 5,000 $ Operational Expense 809 19,000 19,000 97,701 2,500
Total Expenditures 2,411 $ 24,000 $ 24,000 $ 102,701 $ 7,500 $ Ending Fund Balance 104,125 $ 80,125 $ 105,848 $ 43,980 $ 36,480 $ Change in Fund Balance (2,411) $ (24,000) $ 1,722 $ (61,868) $ (7,500) $
PUBLIC SAFETY FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
95 8.E.a
Packet Pg. 367 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance -$ $ 60,691 $ 60,691 $ 53,748 $ 43,204
REVENUES
Other Revenues - NOATII $ 2,926 $ - $ 3,443 $ 2,000 $ 2,000 Other Revenues - Janssen Settlement 21,171 - 11,149 17,469 19,329 Other Revenues - Distributors Settlement 36,594 - 24,678 19,986 19,986 Total Revenues $ 60,691 $ - $ 39,270 $ 39,455 $ 41,315
EXPENDITURES
Contracted Services -$ $ 19,300 $ 19,300 $ 50,000 $ 50,000 Transfers out - Vehicle Replacement Fund - 26,913 26,913 - - Total Expenditures -$ $ 46,213 $ 46,213 $ 50,000 $ 50,000 Ending Fund Balance $ 60,691 $ 14,478 $ 53,748 $ 43,204 $ 34,519 Change in Fund Balance $ 60,691 $ (46,213) $ (6,943) $ (10,545) $ (8,685)
OPIOID SETTLEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
96 8.E.a
Packet Pg. 368 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 5,871$ $ 6,926 $ 6,926 $ 7,358 $ 7,736
REVENUES
Interest Income 127$ $ 26 $ 157 $ 179 $ 179
Other Revenues 928 200 275 200 200
Total Revenues 1,054$ $ 226 $ 432 $ 379 $ 379
EXPENDITURES
Operational Expense -$ $ - $ - $ - $ -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance 6,926$ $ 7,152 $ 7,358 $ 7,736 $ 8,115 Change in Fund Balance 1,054$ $ 226 $ 432 $ 379 $ 379
STRONG MOTION EDUCATION AND DATA FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
97 8.E.a
Packet Pg. 369 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 8,813$ $ 7,373 $ 7,373 $ 3,960 $ 3,960
REVENUES
PEG Access Fees 38,559$ $ 40,000 $ 36,587 $ 35,000 $ 35,000 Total Revenues 38,559$ $ 40,000 $ 36,587 $ 35,000 $ 35,000
EXPENDITURES
Transfers out - General Capital Replacement Fund 40,000$ $ 40,000 40,000 $ 35,000 $ 35,000 $ Total Expenditures 40,000$ $ 40,000 40,000 $ 35,000 $ 35,000 $ Ending Fund Balance 7,373$ $ 7,373 $ 3,960 $ 3,960 $ 3,960 Change in Fund Balance $ (1,441) $ - $ (3,413) $ - $ -
MEDIA CENTER FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
98 8.E.a
Packet Pg. 370 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 211,219 $ 232,343 $ 232,343 $ (22,133) $ 414 $
REVENUES
Sales Tax - Measure M $ 166,873 $ 185,961 $ 168,707 $ 160,000 $ 160,000 Interest Income 5,268 67 5,801 6,547 6,547
Total Revenues 172,141 $ $ 186,028 $ 174,507 $ 166,547 $ 166,547
EXPENDITURES
Transfers out - Fitch Mountain Park - CS001 $ - $ 200,000 $ 200,000 $ - $ - Transfers out - Badger Park Redevelopment - CS002 151,016 228,984 228,984 144,000 150,000 Total Expenditures 151,016 $ $ 428,984 $ 428,984 $ 144,000 $ 150,000 Ending Fund Balance $ 232,343 $ (10,613) $ (22,133) $ 414 $ 16,960 Change in Fund Balance $ 21,125 $ (242,956) $ (254,477) $ 22,547 $ 16,547
SONOMA COUNTY PARKS IMPROVEMENT FUND (COUNTY MEASURE M) FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
99 8.E.a
Packet Pg. 371 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 57,797 $ 576,626 $ 576,626 $ 432,993 $ 13,855 $
REVENUES
Miscellaneous Development Fees $ 516,827 $ - $ 492,788 $ - $ - Interest Income 2,002 1,857 23,571 26,862 26,862
Total Revenues 518,829 $ $ 1,857 $ 516,360 $ 26,862 $ 26,862
EXPENDITURES
Operational Expense -$ $ - $ - - $ - $
Transfers out - Badger Park Redevelopment - CS002 - 60,000 60,000 446,000 - Transfers out - Pavilion at 3 North Street - CS004 - 599,992 599,992 - - Total Expenditures -$ $ 659,992 $ 659,992 $ 446,000 $ - Ending Fund Balance $ 576,626 $ (81,509) $ 432,993 $ 13,855 $ 40,717 Change in Fund Balance $ 518,829 $ (658,135) $ (143,632) $ (419,138) $ 26,862
PARK DEDICATION FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
100
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Packet Pg. 372 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 30,618 $ 135,200 $ 135,200 $ 131,088 $ 130,438 $
REVENUES
Interest Income $ 18,394 $ - $ - $ - $ -
Excess Cash Distribution 77,073 - - - -
Rent Received 10,112 - - - -
Total Revenues $ 105,578 $ - $ - $ - $ -
EXPENSES
Government Fees $ 596 $ 600 $ 600 $ 600 $ 600
Contracted Services - 3,500 3,096 - -
Overhead Allocation 400 416 416 50 52
Total Expenses $ 996 $ 4,516 $ 4,112 $ 650 $ 652
Ending Working Capital $ 135,200 $ 130,684 $ 131,088 $ 130,438 $ 129,786 Change in Working Capital $ 104,582 $ (4,516) $ (4,112) $ (650) $ (652)
HOUSING AGENCY FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
101
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Packet Pg. 373 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 170,993 $ 165,391 $ 165,391 $ 165,391 $ 150,251 $
REVENUES
Interest Income $ 1 $ - $ - $ - $ -
Transfers in - General Fund 378,672 - - - -
Transfers in - Measure S 5,669 - - - -
Transfers in - Lighting and Landscaping Assessment District 2,833 - - - - Transfers in - Streets Fund 17,857 - - - -
Transfers in - Airport Fund 850 - - - -
Transfers in - Community Services Fund 1,385,482 107,778 107,778 107,778 107,778 Transfers in - Vehicle Services Fund 14,739 - - - -
Transfers in - Information Services Fund 22,675 - - - - Transfers in - Building Maintenance Fund 11,337 - - - - Total Revenues 1,840,115 $ $ 107,778 $ 107,778 $ 107,778 $ 107,778
EXPENDITURES
Debt Service $ 1,845,717 $ 107,778 $ 107,778 $ 122,918 $ 122,918 Bank Fees - 5,000 - - -
Total Expenditures 1,845,717 $ $ 112,778 $ 107,778 $ 122,918 $ 122,918 Ending Fund Balance $ 165,391 $ 160,391 $ 165,391 $ 150,251 $ 135,111 Change in Fund Balance $ (5,603) $ (5,000) $ - $ (15,140) $ (15,140)
GENERAL DEBT SERVICE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
102
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Packet Pg. 374 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
D E V E LO PM E N T
IM PA CT F E E F U N DS
103
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Packet Pg. 375 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
DEVELOPMENT IMPACT FEES FUNDS
Development impact fees are used only for the construction and the expansion of infrastructure to accommodate growth, not for operating or maintenance costs.
Fire Facilities Development Impact fees are used to fund the expansion and improved delivery of fire services required to mitigate the impact of new developments.
Parking Development Impact fees are used to fund parking improvements and alternative transportation, including bicycle and pedestrian, improvements designed to reduce parking requirements for which the fees are charged.
Streets Development Impact fees are used to fund the design and construction of streets, bridges and traffic signal infrastructure improvements required to mitigate the impact of new development.
Water Development Impact fees are used to fund the design and construction of water supply, water treatment and distribution system infrastructure improvements required to mitigate the impact of new development.
Wastewater Development Impact fees are used to fund the design and construction of wastewater treatment and collection infrastructure improvements required to mitigate the impact of new development.
Drainage Development Impact fees are used to fund the design and construction of drainage infrastructure improvements required to mitigate the impact of new development.
Electric Development Impact fees are used to fund the design and construction of electric infrastructure improvements required to mitigate the impact of new development.
Park Development Impact fees are used to fund the design and construction of park and park improvements required to mitigate the impact of new development. 104
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Packet Pg. 376 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 134,464 $ 9,763 $ 9,763 $ (121,045) $ (121,045) $
REVENUES
Development Impact Fees $ 15,789 $ - $ 7,591 $ - $ -
Interest Income 2,882 1,178 (26) - -
Total Revenues $ 18,671 $ 1,178 $ 7,564 $ - $ -
EXPENDITURES
Transfers out - Vehicle Replacement Fund $ 143,372 $ 138,372 $ 138,372 $ - $ - Total Expenditures $ 143,372 $ 138,372 $ 138,372 $ - $ - Ending Fund Balance $ 9,763 $ (127,431) $ (121,045) $ (121,045) $ (121,045) Change in Fund Balance $ (124,701) $ (137,194) $ (130,808) $ - $ -
FIRE FACILITIES DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
105
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Packet Pg. 377 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 406,031 $ 410,878 $ 410,878 $ 9,999 $ 20,395 $
REVENUES
Development Impact Fees $ 27,014 $ - $ - $ - $ -
Interest Income 9,722 2,019 9,121 10,396 10,396
Total Revenues 36,735 $ $ 2,019 $ 9,121 $ 10,396 $ 10,396
EXPENDITURES
Contracted Services $ 31,888 $ - $ - $ - $ -
Transfers - Pavilion at 3 North Street - CS004 - 410,000 410,000 - - Total Expenditures 31,888 $ $ 410,000 $ 410,000 $ - $ - Ending Fund Balance $ 410,878 $ 2,897 $ 9,999 $ 20,395 $ 30,791 Change in Fund Balance $ 4,847 $ (407,981) $ (400,879) $ 10,396 $ 10,396
PARKING DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
106
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Packet Pg. 378 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 1,219,595 $ 1,422,782 $ 1,422,782 $ 1,569,838 $ 1,607,012 $
REVENUES
Development Impact Fees $ 175,329 $ - $ 114,326 $ - $ - Interest Income 27,858 11,240 32,730 37,175 37,175
Total Revenues $ 203,187 $ 11,240 $ 147,055 $ 37,175 $ 37,175
EXPENDITURES
Transfers out - Streets Capital Projects Fund $ - $ - $ - $ - $ - Total Expenditures $ - $ - $ - $ - $ -
Ending Fund Balance $ 1,422,782 $ 1,434,022 $ 1,569,838 $ 1,607,012 $ 1,644,187 Change in Fund Balance $ 203,187 $ 11,240 $ 147,055 $ 37,175 $ 37,175
STREETS DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
107
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Packet Pg. 379 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 1,233,673 $ 1,344,155 $ 1,344,155 $ 1,364,772 $ 1,842,070 $
REVENUES
Development Impact Fees $ 85,449 $ - $ 55,244 $ - $ -
Transfer In - Water Capital Fund - - - 1,000,000 -
Interest Income 46,001 11,026 30,370 34,558 34,558
Total Revenues $ 131,451 $ 11,026 $ 85,614 $ 1,034,558 $ 34,558
EXPENDITURES
Transfers - Hbg Ave Utility Replacement - SE004 $ - $ 64,997 $ 64,997 $ 557,260 $ - Transfers - Water Operating Fund 20,969 422,162 - - -
Total Expenditures $ 20,969 $ 487,159 $ 64,997 $ 557,260 $ - Ending Fund Balance $ 1,344,155 $ 868,022 $ 1,364,772 $ 1,842,070 $ 1,876,628 Change in Fund Balance $ 110,482 $ (476,133) $ 20,617 $ 477,298 $ 34,558
WATER DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
108
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Packet Pg. 380 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 2,842,077 $ 3,387,526 $ 3,387,526 $ 3,479,102 $ 3,691,065 $
REVENUES
Development Impact Fees $ - 666,473 $ 173,635 $ - $ - $ Transfer In - Wastewater Capital Fund - $ - $ - $ 500,000 $ - $ Interest Income 74,554 16,582 76,716 87,261 87,261
Total Revenues 741,026 $ 16,582 $ 250,351 $ 587,261 $ 87,261 $
EXPENDITURES
Transfers - Hbg Ave Utility Replacement - SE004 $ - $ 43,774 $ 43,774 $ 375,298 $ - Transfers - Sewer Operating Fund 195,577 227,090 115,000 - - Total Expenditures $ 195,577 $ 270,864 $ 158,774 $ 375,298 $ - Ending Fund Balance $ 3,387,526 $ 3,133,244 $ 3,479,102 $ 3,691,065 $ 3,778,326 Change in Fund Balance $ 545,449 $ (254,282) $ 91,577 $ 211,963 $ 87,261
WASTEWATER DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
109
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Packet Pg. 381 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 1,242,622 $ 1,405,294 $ 1,405,294 $ 1,378,209 $ 595,421 $
REVENUES
Development Impact Fees $ 138,605 $ - $ 36,765 $ - $ -
Interest Income 24,068 5,895 31,655 36,043 36,043
Total Revenues $ 162,672 $ 5,895 $ 68,421 $ 36,043 $ 36,043
EXPENDITURES
Transfers - Hbg Ave Utility Replacement - SE004 $ - $ 95,506 $ 95,506 $ 818,831 $ - Total Expenditures $ - $ 95,506 $ 95,506 $ 818,831 $ -
Ending Fund Balance $ 1,405,294 $ 1,315,683 $ 1,378,209 $ 595,421 $ 631,464 Change in Fund Balance $ 162,672 $ (89,611) $ (27,085) $ (782,788) $ 36,043
DRAINAGE DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
110
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Packet Pg. 382 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 107,492 $ 126,740 $ 126,740 $ 133,512 $ 136,781 $
REVENUES
Development Impact Fees $ 7,832 $ - $ 3,900 $ - $ -
Interest Income 11,416 3,231 2,872 3,269 3,269
Total Revenues $ 19,248 $ 3,231 $ 6,772 $ 3,269 $ 3,269
EXPENDITURES
Transfers out - Electric Capital Replacement Fund -$ $ - $ - $ - $ - Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance $ 126,740 $ 129,971 $ 133,512 $ 136,781 $ 140,050 Change in Fund Balance $ 19,248 $ 3,231 $ 6,772 $ 3,269 $ 3,269
ELECTRIC DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
111
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Packet Pg. 383 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 998,404 $ 1,114,032 $ 1,114,032 $ 39,975 $ 52,460 $
REVENUES
Development Impact Fees $ 91,663 $ - $ 15,119 $ - $ -
Development Royalties 244 200 240 240 240
Interest Income 23,722 - 24,815 12,245 1,235
Total Revenues 115,629 $ $ 200 $ 40,174 $ 12,485 $ 1,475
EXPENDITURES
Operational Expense $ - $ - $ - $ - $ -
Contracted Services - - - - -
Transfers out - Fitch Mountain Park - CS001 - 671,569 671,569 - - Transfers out - Pavilion at 3 North Street - CS004 - 442,663 442,663 - - Total Expenditures $ - $ 1,114,232 $ 1,114,232 $ - $ -
Ending Fund Balance $ 1,114,032 $ - $ 39,975 $ 52,460 $ 53,935 Change in Fund Balance $ 115,629 $ (1,114,032) $ (1,074,058) $ 12,485 $ 1,475
PARK DEVELOPMENT IMPACT FEES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
112
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Packet Pg. 384 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
SU CE SSO R A G E N CY
F U N DS
113
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Packet Pg. 385 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
SUCCESSOR AGENCY FUNDS
On June 29, 2011, the Governor signed ABx1 26 (the Redevelopment Agency Dissolution Bill) into law. As a result, effective February 1, 2012, all redevelopment agencies (RDAs) were dissolved, and the successor agencies, as defined by law, were required to be appointed to oversee the distribution of tax proceeds that would have been paid to the RDAs. As provided for under the new law, each former redevelopment agency is to be governed by a “Successor Agency” and an “Oversight Board”.
The City of Healdsburg has elected to become successor to the Redevelopment Agency. The primary role of the Successor Agency is to dispose of the former RDA’s assets or properties expeditiously and in a manner aimed at maximizing values, pay all debts and fulfill all obligations of the former RDA, and to wind down redevelopment affairs. To accomplish its responsibilities, the Successor Agency will manage redevelopment projects currently underway, make payments identified on the Recognized Obligation Payments Schedule (ROPS) and dispose of redevelopment assets and properties as directed by the Oversight Board.
The Successor Agency is responsible for drafting and submission for approval an annual reconciliation report, and a Recognized Obligation Payments Schedule (ROPS). 114
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Packet Pg. 386 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 3,556,144 $ 3,423,139 $ 3,423,139 $ 3,357,212 $ 3,350,693
REVENUES
Property Tax $ 3,502,551 $ 3,732,434 $ 3,789,620 $ 3,733,465 $ 3,752,582 Interest Income 29,494 10,211 15,774 17,197 17,197
Other Revenues 223,328 224,484 - 230,696 230,696
Total Revenues 3,755,373 $ $ 3,967,129 $ 3,805,394 $ 3,981,358 $ 4,000,475
EXPENSES
Bank Fees $ 8,750 $ 8,750 $ 8,750 $ 8,750 $ 8,750
Transfer out - General Fund 250,000 250,000 250,000 250,000 250,000 Transfers out - Post RDA Debt Retirement Fund 3,629,628 3,612,570 3,612,570 3,729,128 3,725,080 Total Expenses 3,888,378 $ $ 3,871,320 $ 3,871,320 $ 3,987,878 $ 3,983,830 Ending Working Capital $ 3,423,139 $ 3,518,948 $ 3,357,212 $ 3,350,693 $ 3,367,338 Change in Working Capital $ (133,005) $ 95,809 $ (65,926) $ (6,520) $ 16,645
POST RDA SUCCESSOR AGENCY FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
115
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Packet Pg. 387 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 1,910,165 $ 1,997,095 $ 1,997,095 $ 2,046,678 $ 2,211,017
REVENUES
Interest Income $ 39,022 $ - $ 49,193 $ 45,000 $ 45,000 Lease Revenue 119,340 119,340 119,340 119,340 119,340
Transfers in - Post RDA Successor Agency Fund 3,629,628 3,612,570 3,612,570 $ 3,729,128 $ 3,725,080 Total Revenues 3,787,990 $ $ 3,731,910 $ 3,781,103 $ 3,893,468 $ 3,889,420
EXPENSES
Debt Service $ 3,701,060 $ 3,731,520 $ 3,731,520 $ 3,729,129 $ 3,725,080 Total Expenses 3,701,060 $ $ 3,731,520 $ 3,731,520 $ 3,729,129 $ 3,725,080 Ending Working Capital $ 1,997,095 $ 1,997,485 $ 2,046,678 $ 2,211,017 $ 2,375,357 Change in Working Capital $ 86,930 $ 390 $ 49,583 $ 164,339 $ 164,340
POST RDA DEBT RETIREMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
116
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Packet Pg. 388 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
IN T E R N A L SE R V ICE
F U N DS
117
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Packet Pg. 389 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
INTERNAL SERVICE FUNDS
Internal service funds predominantly provide services to other City departments. They operate as cost-reimbursement mechanisms and as such are expected to recover the full cost of providing a given service over time.
Schedules for the various internal service funds outline the operating plan of the internal service funds, including anticipated income, expenses, and net change in working capital.
Internal service funds receive revenue from other departments based on the service provided to the respective department. The revenue for the internal service fund is therefore termed Charges for Services.
118
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Packet Pg. 390 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
INSURANCE AND BENEFITS FUND
The Insurance and Benefits Fund provides for centralized administration of the City’s various types of insurance for all the departments within the City, including liability, health insurance and workers’ compensation insurance.
The City is a member of Redwood Empire Municipal Insurance Fund (REMIF), which is a selfinsured joint powers authority (governmental entity) established in 1976 to handle the insurance claims, benefit programs, and risk management needs of fifteen (15) member cities.
Effective July 1, 2021, REMIF merged with the Public Agency Risk Sharing Authority of California (PARSAC) to form CIRA
The City is an associate member of the California Intergovernmental Risk Authority (CIRA), a public entity pool comprised of forty-nine northern California member cities/towns and one fire district. CIRA is organized under a Joint Powers Agreement pursuant to the California Government Code. The purpose of CIRA is to arrange and administer programs of insurance for the pooling of self-insured losses and to purchase excess insurance coverage and provide risk management services. By participating in CIRA, the City is able to provide quality, cost-effective benefits to eligible recipients.
119
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Packet Pg. 391 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 150,747 $ 190,923 $ 190,923 $ 341,700 $ 341,699
REVENUES
Charges for Services $ 1,571,056 $ 1,756,905 $ 1,756,905 $ 1,733,299 $ 2,027,093 Total Revenues 1,571,056 $ $ 1,756,905 $ 1,756,905 $ 1,733,299 $ 2,027,093
EXPENSES
Insurance $ 1,530,881 $ 1,756,905 $ 1,606,128 $ 1,733,299 $ 2,027,093 Total Expense 1,530,881 $ $ 1,756,905 $ 1,606,128 $ 1,733,299 $ 2,027,093 Ending Working Capital $ 190,923 $ 190,923 $ 341,700 $ 341,699 $ 341,699 Change in Working Capital $ 40,175 $ - $ 150,777 $ (0) $ (0)
INSURANCE AND BENEFITS FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
120
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Packet Pg. 392 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
VEHICLE SERVICES FUND
The Vehicle Services Fund was established to provide a funding source for ongoing maintenance of City vehicles and equipment. It is funded from billings to other government wide funds based on their usage of vehicles. For increased transparency and accountability, the function of Vehicle Replacement is now accounted for in an independent Vehicle Replacement Fund.
MAJOR DIVISIONAL TASKS COMPLETED FY 2022-23 and 2023-24 Hired new Fleet Mechanic and Service Writer
MAJOR DIVISIONAL GOALS FOR FY 2024-25 and 2025-26
Develop and Implement Workplace EV Strategy
Transition to Fuel Card‐Lock System
121
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Packet Pg. 393 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 1,871,335 $ 65,737 $ 65,737 $ 70,568 $ 89,282 $
REVENUES
Service, Maintenance & Replacement Fees 1,051,219 $ 1,086,402 $ 1,086,402 $ 1,145,624 $ 1,165,777 $ Interest income 57,801 - (2,068) - -
Other Revenues 20 - 8,934 - -
Contributions & Donations 30,000 - - - -
Sales of Surplus Property 13,798 - 5,900 - -
Transfers in - Fire Impact Fee Fund 143,372 138,372 138,372 - - Transfers in - General Fund 348,333 348,333 348,333 - - Total Revenues 1,644,543 $ 1,573,107 $ 1,585,873 $ 1,145,624 $ 1,165,777 $
EXPENSES
Wages $ 281,868 225,868 $ 237,840 $ 312,231 $ 321,472 $ Overtime 1,471 391 - - -
Fringe Benefits 209,171 186,064 241,566 160,394 170,446 Personal Protective Equipment 5,239 1,954 1,738 3,093 3,186 Meeting, Travel, and Training 4,294 5,150 1,450 5,000 5,150 License, Dues, Certs, Membrshps 520 275 275 275 275
Telecommunication & Data Services 1,401 1,252 1,235 1,395 1,437 Utility Services 8,999 7,948 6,203 9,724 11,474
Office Supplies - 52 - 50 52
Government Fees 2,215 2,575 2,345 2,500 2,575
Operational Expense 340,366 309,585 325,515 318,888 337,098 Contracted Services 83,222 95,766 32,073 85,002 87,552
Repairs and Maintenance 653 - 1,778 1,000 1,030
Land, Bldg, Vehicles and Equipment 519,145 491,705 491,705 - - Overhead Allocation 165,251 171,861 171,861 153,670 158,280 Information Services Service Fee - - - 57,788 57,337
Insurance 19,839 21,662 21,662 15,900 18,272
Transfers out - Vehicle Replacement Fund 1,847,749 43,798 43,798 - - Transfers out - Debt Service Fund 14,739 - - - -
Total Expense $ 3,450,141 $ 1,621,906 $ 1,581,042 $ 1,126,910 $ 1,175,636 Ending Working Capital $ 65,737 $ 16,938 $ 70,568 $ 89,282 $ 79,423 Change in Working Capital $ (1,805,598) $ (48,799) $ 4,831 $ 18,714 $ (9,859)
VEHICLE SERVICES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 394 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
VEHICLE REPLACEMENT FUND
The Vehicle Replacement Fund was established to provide an ongoing funding source for the replacement of City vehicles and equipment. It is funded from billings to other government wide funds based on a set vehicle replacement schedule.
MAJOR DIVISIONAL TASKS COMPLETED FY 2022-23 and 2023-24 Purchased eleven (11) vehicles, one trailer, one electric line truck, and two (2) pieces of specialized equipment.
Sold six pieces of equipment and/or vehicles at surplus for a total of $28,000 MAJOR DIVISIONAL GOALS FOR FY 2024-25 and 2025-26
Execute purchases per approved budget plan
Surplus vehicles as warranted
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Packet Pg. 395 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital - $ 2,269,578 $ 2,269,578 $ 2,063,192 $ 1,202,558 $
REVENUES
Service, Maintenance & Replacement Fees $ 572,023 706,941 $ 572,023 $ 1,330,952 $ 1,330,952 $ Interest income (17,327) 7,028 51,982 59,412 59,412
Sale of Property & Vehicles 46,083 - - - -
Transfers in - Vehicle Service Fund 1,847,749 43,798 43,798 - - Transfer in - Opioid Settelment Fund - 26,913 26,913 - - Total Revenues 2,583,447 $ 649,762 $ 694,716 $ 1,390,364 $ 1,390,364 $
EXPENSES
Vehicles and Equipment - Community Services $ 92,955 $ 132,735 $ 89,411 $ 63,130 $ - Vehicles and Equipment - Police 18,153 170,162 183,872 183,623 199,578 Vehicles and Equipment - Fire 68,988 108,593 115,734 838,224 - Vehicles and Equipment - Street Ops. - 19,821 21,922 50,004 - Vehicles and Equipment - Water Dist. - 19,821 21,922 50,004 - Vehicles and Equipment - Sewer Mains - 20,421 22,587 50,004 - Vehicles and Equipment - Water Ops. 18,295 64,323 34,572 - 61,108 Vehicles and Equipment - Wastewater Ops. 18,457 64,323 34,572 - 61,108 Vehicles and Equipment - Electric Dist. 97,021 358,097 376,510 1,016,009 236,393 Total Expense $ 313,868 $ 958,294 $ 901,102 $ 2,250,998 $ 558,187 Ending Working Capital $ 2,269,578 $ 1,961,046 $ 2,063,192 $ 1,202,558 $ 2,034,734 Change in Working Capital $ 2,269,578 $ (308,532) $ (206,386) $ (860,634) $ 832,177
VEHICLE REPLACEMENT FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 396 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
INFORMATION SERVICES FUND
The information technology (IT) division ensures that all city technology, internet and phone connections, software, audio video systems, and geographic information system (GIS) data can be utilized effectively by City staff and where applicable by the general public. Additionally, the IT division is responsible for technology innovation, business automation, cyber security and information security policy and program management, technology and data policy guidance, city-wide technology project and infrastructure management, securing and monitoring the City’s technology systems and data, digital business continuity and disaster recovery, ensuring connectivity between City facilities, and end-user helpdesk and support in a 24/7/365 operational environment.
Critical IT Division Functions
Technology and Information Security
IT Functional, Vendor, and Project Management
Network and Communications Systems
Server and Storage Systems
Application Management (Server)
Application Management (Client)
Device Management and Inventory (Client)
GIS Systems Administration, Data Management, and Support End User Support and Training
MAJOR DIVISIONAL TASKS COMPLETED FY 2022-23 and 2023-24 GIS Systems Infrastructure and Data Set Re-build
Enhancements to the City’s Web Mapping capability, including:
o Field worker-based data collection directly into the GIS system o Dashboards and Storyboards
o Improved data editing processes
o NearMap new aerial photos
o Prep cloud environment for Decommission.
o Rebuild GIS Service Infrastructure
o Build GIS Development environment.
Upgraded network cabling at Police Station
Deployed a unified City VoIP system to all staff and sites Continued Service-Now implementation
o IT- Asset Refresh, Business Demand/Project Planning and Mgt, Keys/Cards Management, Discovery and Service Mapping
Plaza Park Public Wifi Implementation
Completed IT Security Audit and Security Penetration Testing Implemented Phishing Testing and Training for Staff
Deployed Cisco Identity Services Engine for enhanced network security Moved user-based storage to Office 365 OneDrive for better access from all devices and locations and reduced on-site server resources
Completed Physical IT Inventory Audit
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Packet Pg. 397 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
INFORMATION SERVICES FUND
MAJOR DIVISIONAL TASKS COMPLETED FY 2022-23 and 2023-24 (continued) Built Mobile Video Conferencing Cart for Police Department / EOC Enhanced Battery Backup Systems at Police Department
Implemented dark fiber site-to-site network connections to increase speeds and reliability, but maintain costs
Implemented 5x internet speeds at City Hall and Police Department Reviewed and Increased remote access capabilities of the City Desaster Recover and Cloud Backup of Data enhancements
Implemented Network, Data Center, and Security Enhancements o SSO and MFA login enhancements
o DNS Security
o Netflow Analysis
Reviewed anti-virus platform for replacement
Upgrade 1/5th of staff computers per year using new computer standards and departmentbased needs assessments via Service Now Automation Upgraded EOC conference room technology
Consolidated and true-up Microsoft Server Licensing
Reviewed and Implemented critical cloud backup options for core City and Police data Continued development of business process automation
MAJOR DIVISIONAL GOALS FOR FY 2024-25 and 2025-26
Sign a 5-year Cisco Enterprise Agreement for Security Software at significant savings 8-Year Technology Refresh
o Design, Purchase, and implement the full replacement of City Wide Network, Data Center, Storage, and Backup technology
o Opperationalize Replacement/Refresh program
Continue Service-Now Development and implementation
o Change Mgt, Business Demand/Project Planning and Mgt, Problem Management, Discovery and Service Mapping
o Non-IT – System Assessment, Upgrades, HR, Upgrades, Mobility Enhancements, Employee Center Portal, System-wide consistency
Implement Network, Camera, and AV equipment for the new Fire Sub-Station Implement Access Control for the new Fire Sub-Station
Implement Network and Security Cameras for Foley Pavillion Implement Access Control for Foley Pavillion
Annual IT Security Assessment and Penetration Testing
Microsoft Sharepoint Core Build
o Move shared storage to Office 365 Sharepoint for better access from all devices and locations and reduced on-site server resources
Implement dark fiber to the Fire Sub-Station and Foley Pavillion 126
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Packet Pg. 398 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
INFORMATION SERVICES FUND
MAJOR DIVISIONAL GOALS FOR FY 2024-25 and 2025-26 (continued) Upgrade 1/5th of staff computers per year using new computer standards and departmentbased needs assessments.
Further develop IT Security Program
Develop IT Governance and Policy Program
o General IT Procedures Guide
o End User IT Policies
o Incident Response Plan including Ransomware.
o Technology Purchasing Practices
o City-wide IT Project Review and Intake Process
Remediate previous Security Audit and Pen Testing Results GIS Systems Rebuild Continues - Data Cleanup Effort phase o Field worker-based data collection directly into the GIS system o Dashboards and Storyboards
o Improved data editing processes
Continue development of business process automation
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Packet Pg. 399 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital $ 1,103,600 $ 1,389,431 $ 1,389,431 $ 1,117,570 $ 717,554
REVENUES
Service, Maintenance & Replacement Fees 2,717,972 $ 3,071,729 $ 3,071,729 $ 3,727,199 $ 3,547,667 $ Interest Income 26,155 9,507 30,660 - -
Other Revenues - - 541 - -
Total Revenues 2,744,127 $ 3,081,236 $ 3,102,930 $ 3,727,199 $ 3,547,667 $
EXPENSES
Wages $ 350,179 $ 501,603 $ 423,613 $ 514,732 $ 530,173 Overtime 76,500 65,750 78,367 77,750 77,750
Fringe Benefits 262,885 201,633 291,345 250,841 267,462 Personal Protective Equipment - 300 - 300 300
Part Time Wages 33,660 40,000 34,980 50,000 50,000
Rentals and Leases 37,812 103,739 106,624 127,511 141,087 Meeting, Travel, and Training 11,434 12,000 10,495 20,000 20,000 License, Dues, Certs, Membrshps 1,040 1,500 400 1,500 1,500 Telecommunication & Data Services 95,127 192,188 126,952 181,834 200,007 Office Supplies 1,948 5,000 1,849 - -
Operational Expense 105,834 281,106 251,308 165,952 172,427 Contracted Services 1,165,548 1,666,663 1,672,291 2,239,013 1,781,582 Debt Service 650 - - - -
Land, Bldg, Vehicles and Equipment 93,060 134,040 167,040 237,392 588,600 Overhead Allocation 169,424 176,201 176,201 230,241 237,148 Insurance 30,521 33,326 33,326 30,149 34,647
Transfers out - Debt Service Fund 22,675 - - - -
Total Expense 2,458,297 $ $ 3,415,048 $ 3,374,792 $ 4,127,215 $ 4,102,683 Ending Working Capital $ 1,389,431 $ 1,055,619 $ 1,117,570 $ 717,554 $ 162,538 Change in Working Capital $ 285,831 $ (333,812) $ (271,861) $ (400,016) $ (555,016)
INFORMATION SERVICES FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 400 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
BUILDING MAINTENANCE FUND
The Building Maintenance Fund supports the maintenance needs associated with the City’s buildings and other facilities.
MAJOR DEPARTMENTAL TASKS COMPLETED FY 2022-23 and 2023-24 Transitioned and implemented facilities maintenance ticket system to ServiceNow Completed building improvements at City Hall, Senior Center, and Community Center Completed critical repairs to the Senior Center and Villa Chanticleer, and Gauntlett Wells emergency backup generators.
Completed HVAC Replacement at Library, and HVAC repairs at Wastewater Reclamation Facility, Museum, and Police Department
MAJOR DEPARTMENTAL GOALS FOR FY 2024-25 and 2025-26
Develop and implement comprehensive annual maintenance schedule Install EV Charging at City Facilities
Facility utilization and condition site assessments and Fire Department and Police Department
Roof Repairs/Replacements at Fire Department and Healdsburg Community Center facilities.
Collaborate with Sonoma County Library on Improvements project at Healdsburg Library Replace Museum HVAC system.
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Packet Pg. 401 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Working Capital 21,709 $ 383,760 $ 383,760 $ 519,578 $ 702,252 $
REVENUES
Service, Maintenance & Replacement Fees $ 914,289 1,114,426 $ 914,289 $ 1,418,321 $ 1,431,258 $ Interest Income (2,492) - 9,157 - -
Rent Received 265,854 245,000 249,696 245,000 245,000
Other Revenues 45,500 - 91,467 45,000 45,000
Transfers in - Measure T 96,000 - - - -
Total Revenues 1,519,289 $ 1,159,289 $ 1,264,609 $ 1,708,321 $ 1,721,258 $
EXPENSES
Wages $ 147,833 131,907 $ 137,690 $ 169,241 $ 174,246 $ Overtime 556 662 - - -
Fringe Benefits 189,185 165,782 196,654 209,213 225,878 Personal Protective Equipment 529 - 600 - -
Rentals and Leases - 515 - 500 515
Meeting, Travel, and Training - 515 - 500 515
Telecommunication & Data Services 3,584 3,596 5,819 6,638 6,836 Utility Services 11,957 9,935 7,454 13,545 14,463
Office Supplies 9 655 - 201 207
Government Fees 9,997 11,464 11,338 9,147 9,420
Operational Expense 51,528 34,350 36,458 36,333 37,423
Contracted Services 309,363 320,946 381,035 490,298 505,007 Repairs and Maintenance 58,556 25,000 57,510 23 24
Land, Bldg, Vehicles and Equipment 283,137 125,000 194,023 455,000 345,000 Overhead Allocation 80,334 83,548 83,548 90,747 93,470
Information Services Service Fee - - - 34,475 33,728
Insurance 15,260 16,663 16,663 9,785 11,245
Transfers out - Debt Service Fund 11,337 - - - -
Total Expense 1,157,238 $ $ 946,464 $ 1,128,792 $ 1,525,646 $ 1,457,977 Ending Working Capital $ 383,760 $ 596,585 $ 519,578 $ 702,252 $ 965,533 Change in Working Capital $ 362,050 $ 212,825 $ 135,818 $ 182,675 $ 263,281
BUILDING MAINTENANCE FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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T R U ST F U N D S
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Packet Pg. 403 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
TRUST FUNDS
Trust funds are used to account for assets held by the City as trustee or agent for other governmental units, private organizations or individuals. The financial activities of these funds are excluded from the City-wide financial statements but are presented in separate Fiduciary financial statements.
Community Benefit Grant Trust Fund
The City Council established a Community Benefit Grant Program funded with the proceeds from the sale of the former city hall facility. This program was created to provide funding to local non-profit organizations with programs or projects designed to meet and/or enhance community needs.
The Council is interested in projects that benefit a large cross section of residents, offer a sustainable benefit to Healdsburg and support community participation. Of particular interest are programs and projects that have a direct correlation to resident services and enhancement in the areas of recreation, support services and the environment. Individual grant awards typically range from $2,000 to $10,000.
Plaza Flowers Veterans Trust Fund
This fund is used to account for donations made by the Velluntini family for the purpose of honoring veterans with flowers in the Plaza. A wreath is placed in the Plaza on Memorial and Veterans holidays, as well as other important dates.
Senior Center Endowment Expendable Trust Fund
The Senior Center Endowment trust was established by City Council to support the many activities and programs at the Healdsburg Senior Center. The funds are restricted for use to the extent that only earnings, not principal, may be used to support City programs. The Trust is managed by the Community Foundation of Sonoma County.
Cultural Non-Expendable Trust Fund
This fund was created in 1989 to account for contributions made to the City for the purpose of funding grants for cultural activities. These funds are restricted for use to the extent that only earning, not principal, may be used to issue grants. The City administers these funds in conjunction with the Chamber of Commerce.
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Packet Pg. 404 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 36,915$ $ 37,613 $ 37,613 $ 38,447 $ 39,399
REVENUES
Interest Income 698$ $ 373 $ 835 $ 951 $ 951
Total Revenues 698$ $ 373 $ 835 $ 951 $ 951
EXPENDITURES
Contracted Services -$ $ - $ - $ - $ -
Support of Local Organizations - - - - -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance 37,613$ $ 37,986 $ 38,447 $ 39,399 $ 40,350 Change in Fund Balance 698$ $ 373 $ 835 $ 951 $ 951
COMMUNITY BENEFIT GRANT TRUST FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 405 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 6,102$ $ 5,666 $ 5,666 $ 4,815 $ 3,915
REVENUES
Interest Income -$ $ - $ - $ - $ -
Total Revenues -$ $ - $ - $ - $ -
EXPENDITURES
Operational Expense 436$ $ 600 $ 850 $ 900 $ 900
Repairs and Maintenance - - - - -
Total Expenditures 436$ $ 600 $ 850 $ 900 $ 900
Ending Fund Balance 5,666$ $ 5,066 $ 4,815 $ 3,915 $ 3,015 Change in Fund Balance (436) (600) (850) (900) (900)
PLAZA FLOWERS VETERANS TRUST FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 406 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Estimated Beginning Fund Balance 252,439 $ 277,974 $ 277,974 $ 306,986 $ 317,486 $
REVENUES
Interest Income $ 29,693 $ 11,749 $ 33,456 $ 15,000 $ 15,000 Contributions & Donations 100 - - - -
Total Revenues $ 29,793 $ 11,749 $ 33,456 $ 15,000 $ 15,000
EXPENDITURES
Bank Fees $ 4,258 $ 4,000 $ 4,444 $ 4,500 $ 4,500
Total Expenditures $ 4,258 $ 4,000 $ 4,444 $ 4,500 $ 4,500 Ending Fund Balance $ 277,974 $ 285,723 $ 306,986 $ 317,486 $ 327,986 Change in Fund Balance $ 25,535 $ 7,749 $ 29,012 $ 10,500 $ 10,500
SENIOR CENTER ENDOWMENT EXPENDABLE TRUST
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 407 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) FY 24-25 FY 25-26
FY 22-23 Amended Estimated Adopted Adopted
Actual Budget Year End Budget Budget
Beginning Fund Balance 77,486$ $ 79,176 $ 79,176 $ 80,933 $ 82,935
REVENUES
Interest Income 1,690$ $ 781 $ 1,757 $ 2,002 $ 2,002
Total Revenues 1,690$ $ 781 $ 1,757 $ 2,002 $ 2,002
EXPENDITURES
Support of Local Organizations -$ $ - $ - $ - $ -
Total Expenditures -$ $ - $ - $ - $ -
Ending Fund Balance 79,176$ $ 79,957 $ 80,933 $ 82,935 $ 84,937 Change in Fund Balance 1,690 781 1,757 2,002 2,002
CULTURAL NON EXPENDABLE TRUST FUND
FY 24-25 & FY 25-26 Biennial Budget
FY 23-24
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Packet Pg. 408 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CA PIT A L
IM PR O V E M E N T
PR O G R AM
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Packet Pg. 409 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CAPITAL IMPROVEMENT PROGRAM
It is essential for the long-term health of our city that infrastructure needs are addressed, as they substantially affect the livability, economic vitality and quality of services in the community. As previous investments are now reaching the end of their useful lives, there is a growing need to replace, expand, and modernize facilities. Building on the efforts of the last several years and guided by the adopted Council goals, the Capital Improvement Program (CIP) continues targeted investments to maintain, rehabilitate, and rejuvenate a wide array of public infrastructure to improve system reliability and resiliency, enhance recreational experiences, advance public safety and ensure that the City’s facilities are in good order for generations to come.
The CIP budget is funded by a variety of sources, including Federal and State Grant Funds, Development Impact Fees, and Enterprise Funds.
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Packet Pg. 410 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 2024‐29 FIVE‐YEAR CAPITAL IMPROVEMENT PROGRAM SUMMARY
Other City Projects - Fund 102
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Fire Substation OT001 7,406,188 $ $ - $ - $ - $ - $ - $ 7,406,188 $ 7,406,188 $ - $ - $ - $ - $ - $ 7,406,188
Streets Projects - Fund 512
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Healdsburg Avenue Complete Streets Project ST006 1,617,640 $ $ - $ 13,777,000 $ - $ - $ - $ 15,394,640 Grove Street Neighborhood Plan Implementation ST007 418,822 $ $ 2,855,000 $ - $ - $ - $ - $ 3,273,822 E-Bike Share Pilot Program ST008 290,000 $ $ - $ - $ - $ - $ - $ 290,000 Ward St Neighborhood Revitalization Project ST009 $ - $ 148,000 $ 1,300,000 $ - $ - $ - $ 1,448,000 South Healdsburg Avenue Connectivity ST011 120,000 $ $ 80,000 $ 1,060,319 $ - $ - $ - $ 1,260,319 FY 23/24 Sidewalk Repair and Gap Closure ST012 150,000 $ $ - $ - $ - $ - $ - $ 150,000 March Avenue Reconstruction - Lupine Rd Pedestrian Crossing ST013 235,000 $ $ 2,175,300 $ - $ - $ - $ - $ 2,410,300 Powell Ave. at Johnson St. Pedestrian Crossing Enhancements ST014 249,800 $ $ - $ - $ - $ - $ - $ 249,800 Sherman Street Retaining Wall Replacement TBD $ - $ - $ - $ 170,000 $ - $ - $ 170,000 Sunset Drive Slope Stabilization and Pavement Repair TBD $ - $ - $ - $ 175,000 $ 1,275,000 $ - $ 1,450,000 FY24/25 Sidewalk Repair and Gap Closure TBD $ - $ - $ - $ 148,500 $ 72,000 $ - $ 220,500 West Plaza Parking Lot Rehabilitation TBD $ - $ - $ - $ 55,000 $ 610,000 $ - $ 665,000 Bridge Deck Treatment TBD $ - $ - $ - $ 22,000 $ 240,000 $ - $ 262,000 West Plaza Concrete Drive Replacement TBD $ - $ - $ - $ 24,000 $ 285,000 $ - $ 309,000 US-101 and Dry Creek Road Interchange TBD $ - $ - $ - $ 500,000 $ 2,075,000 $ 12,000,000 $ 14,575,000 $ 3,081,262 $ 5,258,300 $ 16,137,319 $ 1,094,500 $ 4,557,000 $ 12,000,000 $ 42,128,381 Water Projects - Fund 522
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Dry Creek Water Treatment Plant Upgrades - Cryptosporidium WA001 252,669 $ $ 896,737 $ - $ - $ - $ - $ 1,149,406 UV Treatment of Cryptosporidium at Fitch WA002 146,283 $ $ - $ - $ - $ 1,223,732 $ - $ 1,370,015 Brown Street Sewer and Water Replacement WA003 167,100 $ $ - $ 2,661,151 $ - $ - $ - $ 2,828,251 Municipal Recycled Water Pipeline WA004 7,100,000 $ $ - $ - $ - $ - $ - $ 7,100,000 University Street Sewer and Water Replacement WA005 $ - $ - $ 256,516 $ 2,705,858 $ - $ - $ 2,962,374 Dry Creek Water Treatment Plant Upgrades - Pump & CW Imp. TBD $ - $ - $ - $ 1,477,457 $ - $ - $ 1,477,457 Gauntlett Reservoir Liner Replacement TBD $ - $ - $ - $ 658,625 $ - $ - $ 658,625 Groundwater Supply Wells / ASR TBD $ - $ - $ - $ 1,361,000 $ 8,295,000 $ - $ 9,656,000 Gauntlett WTP Membranes Replacement TBD $ - $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 PFAS - Gauntlett TBD $ - $ - $ - $ - $ 247,510 $ 4,057,160 $ 4,304,670 PFAS - Fitch TBD $ - $ - $ - $ - $ 262,587 $ 4,304,231 $ 4,566,818 PFAS - Dry creek TBD $ - $ - $ - $ - $ 255,049 $ 4,179,395 $ 4,434,444 Gauntlett Well Field Pipeline Rehab/Replacement TBD $ - $ - $ - $ - $ 273,895 $ 642,384 $ 916,279 McDonough Water Transmission Main Replacement TBD $ - $ - $ - $ - $ 227,565 $ 2,591,437 $ 2,819,002 Fitch Well Field Pipeline Rehab/Replacement TBD $ - $ - $ - $ - $ 591,763 $ - $ 591,763 Fitch Water Treatment Building Modernization TBD $ - $ - $ - $ - $ - $ 631,981 $ 631,981 Dry Creek Wells Capacity Improvements TBD $ - $ - $ - $ - $ - $ 1,456,416 $ 1,456,416 Reed Court and Bianca Lane Sewer and Water Replacement TBD $ - $ - $ - $ - $ - $ 308,247 $ 308,247 $ 7,666,052 $ 896,737 $ 2,917,667 $ 6,504,603 $ 11,696,477 $ 18,501,805 $ 48,183,341 139
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Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget 2024‐29 FIVE‐YEAR CAPITAL IMPROVEMENT PROGRAM SUMMARY
Wastewater Projects - Fund 532
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Healdsburg Avenue Utility Replacements SE004 355,761 $ $ 2,910,072 $ - $ - $ - $ - $ 3,265,833 Orchard Lift Station Reconstruction SE005 $ - $ - $ 277,981 $ - $ - $ - $ 277,981 Magnolia LS Structure Rehabilitation SE006 $ - $ - $ 216,332 $ - $ - $ - $ 216,332 Healdsburg Avenue Sewer Replacement TBD $ - $ - $ - $ 2,007,053 $ - $ - $ 2,007,053 Adeline Street to Mason Street Sewer Improvements TBD $ - $ - $ - $ 365,000 $ 2,750,000 $ - $ 3,115,000 Grove Street and Vine Street Trunk Main Replacement TBD $ - $ - $ - $ 325,000 $ 3,250,000 $ - $ 3,575,000 Inflow and Infiltration Repairs & Investigation TBD $ - $ - $ - $ - $ 1,589,343 $ - $ 1,589,343 Heron Lift Station Relocation TBD $ - $ - $ - $ - $ 1,706,188 $ - $ 1,706,188 Corp Yard Force Main - Westside Rd Gravity Sewer TBD $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636 Chablis Road Drainage Channel Sediment Removal DR001 $ 25,000 $ - $ - $ 300,000 $ - $ - $ 325,000 Cabernet Road Culvert Replacement DR002 $ - $ 300,000 $ - $ - $ - $ - $ 300,000 Center Street Storm Drain Replacement TBD $ - $ - $ - $ 125,000 $ - $ - $ 125,000 Pordon Lane Storm Drain Improvements - Phase 2 TBD $ - $ - $ - $ 300,000 $ - $ - $ 300,000 135 Healdsburg Avenue Storm Drain Replacement TBD $ - $ - $ - $ 150,000 $ - $ - $ 150,000 900 Powell Avenue Catch Basin Replacement TBD $ - $ - $ - $ 100,000 $ - $ - $ 100,000 Flood Plain Map Update TBD $ - $ - $ - $ 350,000 $ - $ - $ 350,000 $ 380,761 $ 3,210,072 $ 494,313 $ 4,022,053 $ 9,295,531 $ 1,557,636 $ 18,960,366 Electric Projects - Fund 542
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Public Electric Vehicle Charging Stations EL002 425,000 $ $ - $ - $ - $ - $ - $ 425,000 Underground Grove Street EL005 $ 50,000 $ 1,900,000 $ 200,000 $ - $ - $ - $ 2,150,000 Badger Substation Seismic Retrofit EL006 375,000 $ $ 112,500 $ 1,087,500 $ - $ - $ - $ 1,575,000 Underground Healdsburg Ave EL008 220,000 $ $ - $ 3,900,000 $ - $ - $ - $ 4,120,000 Mill District Development ER001 362,000 $ $ 220,000 $ 75,000 $ - $ - $ - $ 657,000 155 Dry Creek Affordable Housing ER003 200,300 $ $ - $ 40,000 $ - $ - $ - $ 240,300 Montage Affordable Housing ER004 286,880 $ $ - $ - $ - $ - $ - $ 286,880 ENSO/North Village Development ER005 324,000 $ $ 50,000 $ - $ - $ - $ - $ 374,000 3 Healdsburg Avenue Apartments ER007 $ 30,000 $ 153,000 $ - $ - $ - $ - $ 183,000 North Village Affordable Housing ER010 $ 10,000 $ 37,803 $ - $ - $ - $ - $ 47,803 $ 2,283,181 $ 2,473,303 $ 5,302,500 $ - $ - $ - $ 10,058,984 Airport Projects - Fund 572
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Airport North Apron Reconstruction AP003 $ - $ - $ - $ - $ 101,000 $ 1,092,000 $ 1,193,000 Airport Runway Pavement Rehabilitation AP004 $ - $ 204,000 $ - $ 2,842,000 $ - $ - $ 3,046,000 Airport Taxiways A (East) and A1 Pavement Rehabilitation AP005 $ - $ 62,000 $ 555,000 $ - $ - $ - $ 617,000 Airport Hangar Row C Pavement Rehabilitation AP006 $ - $ 54,000 $ 313,000 $ - $ - $ - $ 367,000 Airport Taxiways Reconfiguration Phase 2 TBD $ - $ - $ - $ 912,000 $ - $ - $ 912,000 $ - $ 320,000 $ 868,000 $ 3,754,000 $ 101,000 $ 1,092,000 $ 6,135,000 140
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Packet Pg. 412
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget 2024‐29 FIVE‐YEAR CAPITAL IMPROVEMENT PROGRAM SUMMARY
Community Services Projects - Fund 582
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Badger Park Redevelopment CS002 527,500 $ $ 590,000 $ 882,500 $ 5,000,000 $ - $ - $ 7,000,000 Saggio Hills Park Development CS003 2,284,052 $ $ 1,000,000 $ 4,392,303 $ 5,000,000 $ - $ - $ 12,676,355 Pavilion at 3 North Street CS004 9,861,779 $ $ - $ - $ - $ - $ - $ 9,861,779 $ 12,673,331 $ 1,590,000 $ 5,274,803 $ 10,000,000 $ - $ - $ 29,538,134 Total 33,490,775 $ $ 13,748,412 $ 30,994,602 $ 25,375,155 $ 25,650,009 $ 33,151,441 $ 162,410,394 141
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Packet Pg. 413
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Other City Projects - Fund 102
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Fire Substation OT001 $ 7,406,188 $ - $ - $ - $ - $ - $ 7,406,188 $ 7,406,188 $ - $ - $ - $ - $ - $ 7,406,188
142
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Packet Pg. 414 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Fire Substation
Project Number: Project Priority:
OT001 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Goal S-D Prevent the loss of lives, injuries, and property damage due to wildland and urban fires.
Policy S-D-5 The City will seek to minimize response time to fires.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 7,406,188 $ 7,406,188 $ - $ - $ - $ - $ - $ 7,406,188 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 30,939 $ 30,939 $ - $ - $ - $ - $ - $ 30,939
Construction $ 7,375,249 $ 7,375,249 $ - $ - $ - $ - $ - $ 7,375,249 Development Agreement (Montage) $ 1,599,586 $ 1,599,586 $ - $ - $ - $ - $ - $ 1,599,586 Development Agreement (Comstock) $ 1,762,415 $ 1,762,415 $ - $ - $ - $ - $ - $ 1,762,415 Measure T Fund 105 $ 2,985,399 $ 2,985,399 $ - $ - $ - $ - $ - $ 2,985,399 ARPA Funding $ 1,058,788 $ 1,058,788 $ - $ - $ - $ - $ - $ 1,058,788 Total $ 7,406,188 $ 7,406,188 $ - $ - $ - $ - $ - $ 7,406,188 This project will construct a 4,200 square-foot fire substation at the northern end of the City. Funding is from adjacent developments and local Measure T tax. Completion is anticipated in early 2025.
Project Costs:
Funding Sources:
143
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Packet Pg. 415 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Streets Projects - Fund 512
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 28-29
Budget Total
Healdsburg Avenue Complete Streets Project ST006 $ 1,617,640 $ - $ 13,777,000 $ - $ - $ 15,394,640 Grove Street Neighborhood Plan Implementation ST007 $ 418,822 $ 2,855,000 $ - $ - $ - $ 3,273,822 E-Bike Share Pilot Program ST008 $ 290,000 $ - $ - $ - $ - $ 290,000 Ward St Neighborhood Revitalization Project ST009 $ - $ 148,000 $ 1,300,000 $ - $ - $ 1,448,000 South Healdsburg Avenue Connectivity ST011 $ 120,000 $ 80,000 $ 1,060,319 $ - $ - $ 1,260,319 FY 23/24 Sidewalk Repair and Gap Closure ST012 $ 150,000 $ - $ - $ - $ - $ 150,000 March Avenue Reconstruction - Lupine Road Pedestrian Crossing Upgrades ST013 $ 235,000 $ 2,175,300 $ - $ - $ - $ 2,410,300 Powell Ave. at Johnson St. Pedestrian Crossing Enhancements ST014 $ 249,800 $ - $ - $ - $ - $ 249,800 Sherman Street Retaining Wall Replacement TBD $ - $ - $ - $ 170,000 $ - $ 170,000 Sunset Drive Slope Stabilization and Pavement Repair TBD $ - $ - $ - $ 175,000 $ - $ 1,450,000 FY24/25 Sidewalk Repair and Gap Closure TBD $ - $ - $ - $ 148,500 $ - $ 220,500 West Plaza Parking Lot Rehabilitation TBD $ - $ - $ - $ 55,000 $ - $ 665,000 Bridge Deck Treatment TBD $ - $ - $ - $ 22,000 $ - $ 262,000 West Plaza Concrete Drive Replacement TBD $ - $ - $ - $ 24,000 $ - $ 309,000 US-101 and Dry Creek Road Interchange TBD $ - $ - $ - $ 500,000 $ 12,000,000 $ 14,575,000 $ 3,081,262 $ 5,258,300 $ 16,137,319 $ 1,094,500 $ 12,000,000 $ 42,128,381 Project Name Project #
SB1 (RMRA)
Fund 202 Grants
Measure T Fund
105
Developer
Funded Total Grants
Measure T Fund
105
Developer
Funded Total
Healdsburg Avenue Complete Streets Project ST006 $ - $ - $ - $ - $ - $ 11,819,000 $ 1,958,000 $ - $ 13,777,000 Grove Street Neighborhood Plan Implementation ST007 $ - $ 2,505,000 $ 350,000 $ - $ 2,855,000 $ - $ - $ - $ - Ward St Neighborhood Revitalization Project ST009 $ - $ - $ 148,000 $ - $ 148,000 $ 1,194,000 $ 106,000 $ - $ 1,300,000 South Healdsburg Avenue Connectivity ST011 $ - $ - $ - $ 80,000 $ 80,000 $ - $ - $ 1,060,319 $ 1,060,319 March Avenue Reconstruction - Lupine Road Pedestrian Crossing Upgrades ST013 $ 1,434,000 $ 700,000 $ 41,300 $ - $ 2,175,300 $ - $ - $ - $ - $ 1,434,000 $ 3,205,000 $ 539,300 $ 80,000 $ 5,258,300 $ 13,013,000 $ 2,064,000 $ 1,060,319 $ 16,137,319 $ 285,000
$ 2,075,000
$ 4,557,000
FY 24-25 FY 25-26
FY 27-28
Budget
$ -
$ -
$ -
$ -
$ 72,000
$ 610,000
$ 240,000
$ -
$ -
$ -
$ -
$ 1,275,000
$ -
144
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Packet Pg. 416 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
H ealdsburg Avenue Complete Streets Project
Project Number: Project Priority:
ST006 Desirable
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 1,617,640 $ 1,617,640 $ - $ 13,777,000 $ - $ - $ - $ 15,394,640 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 1,617,640 $ $ 1,617,640 $ - $ - $ - $ - $ - $ 1,617,640 Construction $ - $ - $ - $ 13,777,000 $ - $ - $ - $ 13,777,000 Measure T Fund 105 $ 461,237 $ 461,237 $ - $ 1,958,000 $ - $ - $ - $ 2,419,237 Streets Fund 510 $ 24,033 $ 24,033 $ - $ - $ - $ - $ - $ 24,033 Federal Funding $ 37,000 $ 37,000 $ - $ - $ - $ - $ - $ 37,000 ARPA $ 495,370 $ 495,370 $ - $ - $ - $ - $ - $ 495,370
OB AG Grant $ 600,000 $ 600,000 $ - $ - $ - $ - $ - $ 600,000 ATP Grant $ - $ - $ - $ 11,819,000 $ - $ - $ - $ 11,819,000 Total $ 1,617,640 $ 1,617,640 $ - $ 13,777,000 $ - $ - $ - $ 15,394,640 Funding Sources:
The project will increase walking and bicycling by adding separated bikeways, continuously protected sidewalks, enhanced crosswalks, and improved bus stops. L andscape barriers with street trees will separate bike lanes and sidewalks from traffic and serve to treat storm water at key locations.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 145
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Packet Pg. 417 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Grove Street Neighborhood Plan I mplementation
Project Number: Project Priority:
ST007 Desirable
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 418,822 $ 418,822 $ 2,855,000 $ - $ - $ - $ - $ 3,273,822 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 418,822 $ $ 418,822 $ - $ - $ - $ - $ - $ 418,822 Construction $ - $ - $ 2,855,000 $ - $ - $ - $ - $ 2,855,000 Measure T Fund 105 $ 418,822 $ 418,822 $ 350,000 $ - $ - $ - $ - $ 768,822 County Tax Measure Grant $ - $ - $ 288,000 $ - $ - $ - $ - $ 288,000 OB AG 3 Grant $ - $ - $ 2,217,000 $ - $ - $ - $ - $ 2,217,000 Total $ 418,822 $ 418,822 $ 2,855,000 $ - $ - $ - $ - $ 3,273,822 Funding Sources:
The project will construct continuous curb, gutter, and sidewalks to improve pedestrian access along Grove Street between Grant Street and Dry Creek Road. Additional project elements will include upgrades to the two existing bus stops, storm water treatment within landscape strips to improve water quality, and street trees to shade the walkways.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 146
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Packet Pg. 418 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
E -B ike Share Pilot Program
Project Number: Project Priority:
ST008 Desirable
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 290,000 $ 290,000 $ - $ - $ - $ - $ - $ 290,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ - $ -
Construction 290,000 $ $ 290,000 $ - $ - $ - $ - $ - $ 290,000 ARPA $ 40,000 $ 40,000 $ - $ - $ - $ - $ - $ 40,000
OB AG2 Q uick Strike Grant $ 250,000 $ 250,000 $ - $ - $ - $ - $ - $ 250,000 Total $ 290,000 $ 290,000 $ - $ - $ - $ - $ - $ 290,000 Funding Sources:
The E lectric B ike Share Pilot Program is a grant funded noninfrastructure project to set up and operate a 3-year pilot program.
The selected vendor will provide e-bike share services, including:
software preparation, setup of e-bike stations on City owned property or right of way, supplying, maintaining, charging and relocating bikes, marketing, and outreach.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 147
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Packet Pg. 419 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Ward St Neighborhood Revitalization Project
Project Number: Project Priority:
ST009 Desirable
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ 148,000 $ 1,300,000 $ - $ - $ - $ 1,448,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ 148,000 $ - $ - $ - $ - $ 148,000
Construction $ - $ - $ - $ 1,300,000 $ - $ - $ - $ 1,300,000 Measure T Fund 105 $ - $ - $ 148,000 $ 106,000 $ - $ - $ - $ 254,000 County Tax Measure Grant $ - $ - $ - $ 1,194,000 $ - $ - $ - $ 1,194,000 Total $ - $ - $ 148,000 $ 1,300,000 $ - $ - $ - $ 1,448,000 Funding Sources:
This project will perform an evaluation of the existing infrastructure and develop a comprehensive plan outlining needed public improvements with the Ward Street Neighborhood. The completed plan will be used as a basis to implement various improvements and pursue additional funding. I nitial grant funding will be used to close sidewalk gaps, repair uneven walkway surfaces, install ADA ramps, reconstruct pavement, and improve storm drainage.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Goal T-A A circulation system that is correlated with existing and proposed land use and provides for the efficient movement of people, goods, and services within and through H ealdsburg.
148
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Packet Pg. 420 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
South Healdsburg Avenue Connectivity
Project Number: Project Priority:
ST011 Desirable
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expentidures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 120,000 $ 120,000 $ 80,000 $ 1,060,319 $ - $ - $ - $ 1,260,319 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 120,000 $ 120,000 $ 80,000 $ - $ - $ - $ - $ 200,000 Construction $ - $ - $ - $ 1,060,319 $ - $ - $ - $ 1,060,319 Developer Funded $ 120,000 $ 120,000 $ 80,000 $ 1,060,319 $ - $ - $ - $ 1,260,319 Total $ 120,000 $ 120,000 $ 80,000 $ 1,060,319 $ - $ - $ - $ 1,260,319 This project will design and construct bike and pedestrian improvements along Healdsburg Avenue between Front Street and Exchange Avenue.
Goal T-D Bicycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Funding Sources:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 149
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Packet Pg. 421 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
FY 23/ 24 Sidewalk Repair and Gap Closure
Project Number: Project Priority:
ST012 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ 150,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 25,000 $ $ 25,000 $ - $ - $ - $ - $ - $ 25,000
Construction 125,000 $ $ 125,000 $ - $ - $ - $ - $ - $ 125,000 Measure T Fund 105 $ 25,000 $ 25,000 $ - $ - $ - $ - $ - $ 25,000 TDA-3 $ 125,000 $ 125,000 $ - $ - $ - $ - $ - $ 125,000 Total $ 150,000 $ 150,000 $ - $ - $ - $ - $ - $ 150,000 Funding Sources:
This project will perform sidewalk repairs throughout the City and install new sidewalk at select locations.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 150
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Packet Pg. 422 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
March Avenue Reconstruction - L upine Road Pedestrian Crossing U pgrades Project Number: Project Priority:
ST013 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 235,000 $ 235,000 $ 2,175,300 $ - $ - $ - $ - $ 2,410,300 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 235,000 $ $ 235,000 $ - $ - $ - $ - $ - $ 235,000 Construction $ - $ - $ 2,175,300 $ - $ - $ - $ - $ 2,175,300 Measure T Fund 105 $ 235,000 $ 235,000 $ 41,300 $ - $ - $ - $ - $ 276,300 SB 1 (RMRA) Fund 202 $ - $ - $ 1,434,000 $ - $ - $ - $ - $ 1,434,000 County Tax Measure Grant $ - $ - $ 700,000 $ - $ - $ - $ - $ 700,000 Total $ 235,000 $ 235,000 $ 2,175,300 $ - $ - $ - $ - $ 2,410,300 Funding Sources:
The project will reconstruct the roadway along March Avenue between H ealdsburg Avenue and U niversity Avenue. Additionally, the project will improve the pedestrian crossing at the intersection of L upine Road and March Avenue.
Project Costs:
Goal T-A A circulation system that is correlated with existing and proposed land use and provides for the efficient movement of people, goods, and services within and through H ealdsburg.
151
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Packet Pg. 423 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
ST014 Desired
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 249,800 $ 249,800 $ - $ - $ - $ - $ - $ 249,800
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 44,600 $ 44,600 $ - $ - $ - $ - $ - $ 44,600
Construction $ 205,200 $ 205,200 $ - $ - $ - $ - $ - $ 205,200
HSIP Grant Funds $ 224,820 $ 224,820 $ - $ - $ - $ - $ - $ 224,820 Measure T Fund 105 $ 24,980 $ 24,980 $ - $ - $ - $ - $ - $ 24,980 Total $ 249,800 $ 249,800 $ - $ - $ - $ - $ - $ 249,800 Powell Ave. at Johnson St. Pedestrian Crossing Enhancements This project will install Rectangular Rapid Flashing Beacons (RRFBs), curb extensions, ADA curb ramps, yield lines, traffic signs, striping, and pavement markings to improve the pedestrian crossings at the intersection of Powell Avenue and Johnson Street.
Goal T-D Bicycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Funding Sources:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 152
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Packet Pg. 424 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desired
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 170,000 $ - $ - $ 170,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 20,000 $ - $ - $ 20,000
Construction $ - $ - $ - $ - $ 150,000 $ - $ - $ 150,000 Measure T Fund 105 $ - $ - $ - $ - $ 170,000 $ - $ - $ 170,000 Total $ - $ - $ - $ - $ 170,000 $ - $ - $ 170,000
Sherman Street Retaining Wall Replacement
This project will replace approximately 150-ft of failing retaining wall along Shermain Street.
Goal T-D Bicycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Funding Sources:
153
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Packet Pg. 425 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 175,000 $ 1,275,000 $ - $ 1,450,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 175,000 $ - $ - $ 175,000
Construction $ - $ - $ - $ - $ - $ 1,275,000 $ - $ 1,275,000 Measure T Fund 105 $ - $ - $ - $ - $ 115,000 $ 837,857 $ - $ 952,857 Water Fund 520 $ - $ - $ - $ - $ 52,500 $ 382,500 $ - $ 435,000 Drainage Fund 531 $ - $ - $ - $ - $ 7,500 $ 54,643 $ - $ 62,143 Total $ - $ - $ - $ - $ 175,000 $ 1,275,000 $ - $ 1,450,000 Sunset Drive Slope Stabilization and Pavement Repair
This project will stabilize the slope, and repair the pavement along a narrow portion of Sunset Drive. Additionally, storm drain and water main replacement within the project limits is anticipated.
Project Costs:
Funding Sources:
Goal T-A A circulation system that is correlated with existing and proposed land use and provides for the efficient movement of people, goods, and services within and through Healdsburg.
154
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Packet Pg. 426 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
FY24/ 25 Sidewalk Repair and Gap Closure
Project Number: Project Priority:
TB D Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 148,500 $ 72,000 $ - $ 220,500
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 22,275 $ 10,800 $ - $ 33,075
Construction $ - $ - $ - $ - $ 126,225 $ 61,200 $ - $ 187,425 Measure T Fund 105 $ - $ - $ - $ - $ 148,500 $ 72,000 $ - $ 220,500 Total $ - $ - $ - $ - $ 148,500 $ 72,000 $ - $ 220,500
Funding Sources:
This project will perform sidewalk repairs throughout the City and install new sidewalk at select locations.
Goal T-D B icycle and pedestrian routes and facilities that provide safe and convenient access and an alternative to the use of motor vehicles.
Project Costs:
Policy T-D-1 The use of alternative transportation modes shall be encouraged by establishing a safe and convenient bicycle and pedestrian network interconnecting residential areas with recreation, shopping and employment areas. 155
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Packet Pg. 427 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desired
Project Description:
Department: Public Works
General Plan Consistency:
Guiding Principal 1.F. Protect and enhance the downtown and its plaza.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 55,000 $ 610,000 $ - $ 665,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 55,000 $ - $ - $ 55,000
Construction $ - $ - $ - $ - $ - $ 610,000 $ - $ 610,000 Measure T Fund 105 $ - $ - $ - $ - $ 55,000 $ 610,000 $ - $ 665,000 Total $ - $ - $ - $ - $ 55,000 $ 610,000 $ - $ 665,000
West Plaza Parking Lot Rehabilitation
This project will rehabilitate the West Plaza Parking lot by performing localized pavement repairs, pavement resurfacing, and restriping.
Project Costs:
Funding Sources:
156
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Packet Pg. 428 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desired
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 22,000 $ 240,000 $ - $ 262,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 22,000 $ - $ - $ 22,000
Construction $ - $ - $ - $ - $ - $ 240,000 $ - $ 240,000 Measure T Fund 105 $ - $ - $ - $ - $ 22,000 $ 240,000 $ - $ 262,000 Total $ - $ - $ - $ - $ 22,000 $ 240,000 $ - $ 262,000
Bridge Deck Treatment
This project will resurface select bridges to restore skid resistance and protect the underlying concrete structure.
Project Costs:
Funding Sources:
Goal T-A A circulation system that is correlated with existing and proposed land use and provides for the efficient movement of people, goods, and services within and through Healdsburg.
157
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Packet Pg. 429 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desired
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 24,000 $ 285,000 $ - $ 309,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 24,000 $ - $ - $ 24,000
Construction $ - $ - $ - $ - $ - $ 285,000 $ - $ 285,000 Measure T Fund 105 $ - $ - $ - $ - $ 24,000 $ 285,000 $ - $ 309,000 Total $ - $ - $ - $ - $ 24,000 $ 285,000 $ - $ 309,000
West Plaza Concrete Drive Replacement
This project will replace the failing West Plaza Concrete Drive with reinforced concrete to adequately support the vehicle loading.
Guiding Principal 1.F. Protect and enhance the downtown and its plaza.
Project Costs:
Funding Sources:
158
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Packet Pg. 430 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
U S-101 and Dry Creek Road I nterchange
Project Number: Project Priority:
TB D Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 500,000 $ 2,075,000 $ 12,000,000 $ 14,575,000 Planning $ - $ - $ - $ - $ 500,000 $ - $ - $ 500,000
Design $ - $ - $ - $ - $ - $ 2,075,000 $ - $ 2,075,000
Construction $ - $ - $ - $ - $ - $ - $ 12,000,000 $ 12,000,000 County Tax Measure Grant $ - $ - $ - $ - $ 500,000 $ - $ - $ 500,000 Traffic I mpact Fee Fund 910 $ - $ - $ - $ - $ - $ 2,075,000 $ 12,000,000 $ 14,075,000 County Contribution $ - $ - $ - $ - $ - $ - $ - $ -
Total $ - $ - $ - $ - $ 500,000 $ 2,075,000 $ 12,000,000 $ 14,575,000 Funding Sources:
Design and construction of a set of roundabout couplets at the intersection of Dry Creek Road and the U S 101 ramps in coordination with the County of Sonoma and Caltrans.
Project Costs:
Goal T-A A circulation system that is correlated with existing and proposed land use and provides for the efficient movement of people, goods, and services within and through H ealdsburg.
Policy T-A-16 Work with California Department of Transportation (Caltrans), Sonoma County and the Sonoma County Transportation Authority (SCTA) to plan and implement improvements to the H ighway 101 interchanges at Dry Creek and Westside Roads, based on a fair share formula for cooperative funding of the improvements among jurisdictions and agencies.
159
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Packet Pg. 431 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Water Projects - Fund 522
Project Name Project #
Adopted
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Dry Creek Water Treatment Plant Upgrades WA001 $ 252,669 $ - $ - $ - $ - $ 1,149,406 UV Treatment of Cryptosporidium at Fitch WA002 $ 146,283 $ - $ - $ 1,223,732 $ - $ 1,370,015 Brown Street Sewer and Water Replacement WA003 $ 167,100 $ 2,661,151 $ - $ - $ - $ 2,828,251 Municipal Recycled Water Pipeline WA004 $ 7,100,000 $ - $ - $ - $ - $ 7,100,000 University Street Sewer and Water Replacement WA005 $ - $ 256,516 $ 2,705,858 $ - $ - $ 2,962,374 Dry Creek Water Treatment Plant Upgrades TBD $ - $ - $ 1,477,457 $ - $ - $ 1,477,457 Gauntlett Reservoir Liner Replacement TBD $ - $ - $ 658,625 $ - $ - $ 658,625 Groundwater Supply Wells / ASR TBD $ - $ - $ 1,361,000 $ 8,295,000 $ - $ 9,656,000 Gauntlett WTP Membranes Replacement TBD $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 PFAS - Gauntlett TBD $ - $ - $ - $ 247,510 $ 4,057,160 $ 4,304,670 PFAS - Fitch TBD $ - $ - $ - $ 262,587 $ 4,304,231 $ 4,566,818 PFAS - Dry creek TBD $ - $ - $ - $ 255,049 $ 4,179,395 $ 4,434,444 Gauntlett Well Field Pipeline Rehab/Replacement TBD $ - $ - $ - $ 273,895 $ 642,384 $ 916,279 McDonough Water Transmission Main Replacement TBD $ - $ - $ - $ 227,565 $ 2,591,437 $ 2,819,002 Fitch Well Field Pipeline Rehab/Replacement TBD $ - $ - $ - $ 591,763 $ - $ 591,763 Fitch Water Treatment Building Modernization TBD $ - $ - $ - $ - $ 631,981 $ 631,981 Dry Creek Wells Capacity Improvements TBD $ - $ - $ - $ - $ 1,456,416 $ 1,456,416 Reed Court and Bianca Lane Sewer and Water Replacement TBD $ - $ - $ - $ - $ 308,247 $ 308,247 $ 7,666,052 $ 2,917,667 $ 6,504,603 $ 11,696,477 $ 18,501,805 $ 48,183,341 Project Name Project #
Water
Fund 520 Total
Water
Fund 520
Wastewater
Fund 530 Total
Dry Creek Water Treatment Plant Upgrades WA001 $ 896,737 $ 896,737 $ - $ - $ - Brown Street Sewer and Water Replacement WA003 $ - $ - $ 1,330,576 $ 1,330,576 $ 2,661,151 University Street Sewer and Water Replacement WA005 $ - $ - $ 128,258 $ 128,258 $ 256,516 $ 896,737 $ 896,737 $ 1,458,834 $ 1,458,834 $ 2,917,667 $ -
$ -
$ -
$ -
$ -
$ -
$ -
FY 24-25
Budget
$ 896,737
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ 896,737
FY 24-25 FY 25-26
160
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Packet Pg. 432 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of H ealdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
WA001 Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 252,669 $ 169,779 $ 896,737 $ - $ - $ - $ - $ 1,149,406 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 252,669 $ $ 169,779 $ - $ - $ - $ - $ - $ 252,669 Construction $ - $ - $ 896,737 $ - $ - $ - $ - $ 896,737 Water Fund 520 $ 252,669 $ 169,779 $ 896,737 $ - $ - $ - $ - $ 1,149,406 Total $ 252,669 $ 169,779 $ 896,737 $ - $ - $ - $ - $ 1,149,406 Funding Sources:
Dry Creek Water Treatment Plant Upgrades
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
The State Enhanced Surface Water Treatment Rule requires that two levels of treatment be provided for wells that tested positive for Cryptosporidium. Because of the water quality at the Dry Creek well field, the City can use a combination of chlorine treatment already in use, along with six cartridge filters to provide treatment for Cryptosporidium at this location.
161
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Packet Pg. 433 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of H ealdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
WA002 Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 146,283 $ 84,579 $ - $ - $ - $ 1,223,732 $ - $ 1,370,015 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 146,283 $ $ 84,579 $ - $ - $ - $ - $ - $ 146,283 Construction $ - $ - $ - $ - $ - $ 1,223,732 $ - $ 1,223,732 Water Fund 520 $ 146,283 $ 84,579 $ - $ - $ - $ 1,223,732 $ - $ 1,370,015 Total $ 146,283 $ 84,579 $ - $ - $ - $ 1,223,732 $ - $ 1,370,015 Funding Sources:
UV Treatment of Cryptosporidium at Fitch
The State Enhanced Surface Water Treatment Rule requires that two levels of treatment be provided for wells that tested positive for Cryptosporidium. Because of the water quality at the Fitch well field, the City can use a combination of chlorine treatment already in use, along with six cartridge filters to provide treatment for Cryptosporidium at this location. Filtration at the Fitch well field will also allow the seasonal use limitation to be removed from this diversion point's water right.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
162
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Packet Pg. 434 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Brown Street Sewer and Water Replacement
Project Number: Project Priority:
WA003 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 167,100 $ 144,556 $ - $ 2,661,151 $ - $ - $ - $ 2,828,251 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 167,100 $ 144,556 $ - $ - $ - $ - $ - $ 167,100 Construction $ - $ - $ - $ 2,661,151 $ - $ - $ - $ 2,661,151 Water Fund 520 $ 83,550 $ 72,278 $ - $ 1,330,576 $ - $ - $ - $ 1,414,125 Wastewater Fund 530 $ 83,550 $ 72,278 $ - $ 1,330,576 $ - $ - $ - $ 1,414,125 Total $ 167,100 $ 144,556 $ - $ 2,661,151 $ - $ - $ - $ 2,828,251 This project will replace approximately 2,600 feet of severely deteriorated sewer and water main along Brown Street from Lincoln Street to Piper Street, Lincoln Street from Brown Street to College Street, and Piper Street from University Street to College Street and additional water rehabilitation in Grant Street from Brown Street to College Street. The existing pipes will be replaced as well as water services, water meters, and sewer laterals. In addition to improving reliability, it will also maintain capacity and reduce the frequency of repairs.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
163
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Packet Pg. 435 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
WA004 Desirable
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 7,100,000 $ 7,100,000 $ - $ - $ - $ - $ - $ 7,100,000 Planning $ 100,000 $ 100,000 $ - $ - $ - $ - $ - $ 100,000 Design $ 834,304 $ 834,304 $ - $ - $ - $ - $ - $ 834,304 Construction $ 6,165,696 $ 6,165,696 $ - $ - $ - $ - $ - $ 6,165,696 DWR Grant Funding $ 7,100,000 $ 7,100,000 $ - $ - $ - $ - $ - $ 7,100,000 Total $ 7,100,000 $ 7,100,000 $ - $ - $ - $ - $ - $ 7,100,000 Funding Sources:
Municipal Recycled Water Pipeline
This project will construct approximately 2 miles of pipeline to bring recycled water into the City to offset potable water used for irrigation of municipal turf at schools, parks, cemetery, and golf course.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Policy PS-A-5 The City will promote water conservation in both city operations and private development.
Project Costs:
164
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Packet Pg. 436 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of H ealdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
University Street Sewer and Water Replacement
Project Number: Project Priority:
WA005 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ 256,516 $ 2,705,858 $ - $ - $ 2,962,374
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ 256,516 $ - $ - $ - $ 256,516
Construction $ - $ - $ - $ - $ 2,705,858 $ - $ - $ 2,705,858 Water Fund 520 $ - $ - $ - $ 128,258 $ 1,352,929 $ - $ - $ 1,481,187 Wastewater Fund 530 $ - $ - $ - $ 128,258 $ 1,352,929 $ - $ - $ 1,481,187 Total $ - $ - $ - $ 256,516 $ 2,705,858 $ - $ - $ 2,962,374 This project will replace approximately 2,450 feet of severely deteriorated sewer and water main along University Street between North Street and approximately 300 feet north of Lincoln Street and along Grant Street between Brown Street and University Street. The existing pipes will be replaced as well as water services, water meters, and sewer laterals. In addition to improving reliability, it will also maintain capacity and reduce the frequency of repairs.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
165
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Packet Pg. 437 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 1,477,457 $ - $ - $ 1,477,457
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ 1,477,457 $ - $ - $ 1,477,457 Water Fund 520 $ - $ - $ - $ - $ 1,477,457 $ - $ - $ 1,477,457 Total $ - $ - $ - $ - $ 1,477,457 $ - $ - $ 1,477,457
Funding Sources:
Dry Creek Water Treatment Plant Upgrades
The clear well at the Dry Creek water treatment plant provides storage and contact time for disinfection. The tank, originally constructed in the 1960s, has developed leaks that allow some of the treated water to escape. This project would repair the leaks and improve the storage efficiency of the water distribution system. This project will also restore pumping capacity to provide reliable conveyance of current and planned water right productions.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
166
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Packet Pg. 438 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 658,625 $ - $ - $ 658,625
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 10,000 $ - $ - $ 10,000
Construction $ - $ - $ - $ - $ 648,625 $ - $ - $ 648,625 Water Fund 520 $ - $ - $ - $ - $ 658,625 $ - $ - $ 658,625 Total $ - $ - $ - $ - $ 658,625 $ - $ - $ 658,625
Funding Sources:
Gauntlett Reservoir Liner Replacement
In the 2021 replacement of the Gauntlett Reservoir roof structure, the liner of the reservoir was found to be too deteriorated to make repairs for column removal. The columns were left in place and buttressed with timbers to prevent lateral movement. Water was noted behind the liner, which denotes leakage which can over time destabilize the reservoir. This project will remove the columns, which are no longed needed, and replace the liner with a new Hypalon or similar liner.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
167
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Packet Pg. 439 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 1,361,000 $ 8,295,000 $ - $ 9,656,000 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 755,000 $ 1,641,000 $ - $ 2,396,000 Construction $ - $ - $ - $ - $ 606,000 $ 6,654,000 $ - $ 7,260,000 Grant Funding $ - $ - $ - $ - $ 1,088,800 $ 6,636,000 $ - $ 7,724,800 Water Impact Fee Fund 920 $ - $ - $ - $ - $ 272,200 $ 1,659,000 $ - $ 1,931,200 Total $ - $ - $ - $ - $ 1,361,000 $ 8,295,000 $ - $ 9,656,000 Groundwater Supply Wells / ASR
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
Funding Sources:
The City's water supply consists of surface water rights. During droughts, these rights are vulnerable to curtailment by the State. The City has investigated the feasibility of using deep aquifers for water supply to supplement the surface water supplies and to also store water for municipal use when water is abundant. The approach is referred to as Aquifer Storage and Recovery (ASR). Three sites have been identified as candidates and will be confirmed by exploratory borings. Once confirmed, wells will be constructed and equipped to use these sites for ASR. Grant funding is being sought to assist with this project's development.
168
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Packet Pg. 440 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 Water Fund 520 $ - $ - $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 Total $ - $ - $ - $ - $ 301,662 $ 319,376 $ 330,555 $ 951,593 Funding Sources:
Gauntlett WTP Membranes Replacement
The Gauntlett Water Treatment Plant uses hollow fiber membranes to provide microfiltration of the water to meet treatment objectives. The membranes have a rated life of approximately 10 years, after which they need to be replaced. The last membrane replacement took place in 2014.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
169
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Packet Pg. 441 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 247,510 $ 4,057,160 $ 4,304,670
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 247,510 $ - $ 247,510
Construction $ - $ - $ - $ - $ - $ - $ 4,057,160 $ 4,057,160 Water Fund 520 $ - $ - $ - $ - $ - $ 247,510 $ 4,057,160 $ 4,304,670 Total $ - $ - $ - $ - $ - $ 247,510 $ 4,057,160 $ 4,304,670 Funding Sources:
PFAS - Gauntlett
In compliance with the Unregulated Contaminant Monitoring Rule (UCMR), the City will be sampling and testing for PFAS and PFOS, which are so-called "forever chemicals" that are of increasing concern to regulatory agencies for their potential adverse health effects on humans. Staff have conducted preliminary investigations on treatment and found that ion exchange, or activated carbon filtration, may be needed to remove PFAS/PFOS from the water supply should these chemicals be found.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
170
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Packet Pg. 442 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 262,587 $ 4,304,231 $ 4,566,818
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 262,587 $ - $ 262,587
Construction $ - $ - $ - $ - $ - $ - $ 4,304,231 $ 4,304,231 Water Fund 520 $ - $ - $ - $ - $ - $ 262,587 $ 4,304,231 $ 4,566,818 Total $ - $ - $ - $ - $ - $ 262,587 $ 4,304,231 $ 4,566,818 Funding Sources:
PFAS - Fitch
In compliance with the Unregulated Contaminant Monitoring Rule (UCMR), the City will be sampling and testing for PFAS and PFOS, which are so-called "forever chemicals" that are of increasing concern to regulatory agencies for their potential adverse health effects on humans. Staff have conducted preliminary investigations on treatment and found that ion exchange, or activated carbon filtration, may be needed to remove PFAS/PFOS from the water supply should these chemicals be found.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
171
8.E.a
Packet Pg. 443 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 255,049 $ 4,179,395 $ 4,434,444
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 255,049 $ - $ 255,049
Construction $ - $ - $ - $ - $ - $ - $ 4,179,395 $ 4,179,395 Water Fund 520 $ - $ - $ - $ - $ - $ 255,049 $ 4,179,395 $ 4,434,444 Total $ - $ - $ - $ - $ - $ 255,049 $ 4,179,395 $ 4,434,444 Funding Sources:
PFAS - Dry Creek
In compliance with the Unregulated Contaminant Monitoring Rule (UCMR), the City will be sampling and testing for PFAS and PFOS, which are so-called "forever chemicals" that are of increasing concern to regulatory agencies for their potential adverse health effects on humans. Staff have conducted preliminary investigations on treatment and found that ion exchange or activated carbon filtration may be needed to remove PFAS/PFOS from the water supply should these chemicals be found.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
172
8.E.a
Packet Pg. 444 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 273,895 $ 642,384 $ 916,279
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 273,895 $ - $ 273,895
Construction $ - $ - $ - $ - $ - $ - $ 642,384 $ 642,384 Water Fund 520 $ - $ - $ - $ - $ - $ 273,895 $ 642,384 $ 916,279 Total $ - $ - $ - $ - $ - $ 273,895 $ 642,384 $ 916,279 Funding Sources:
Gauntlett Well Field Pipeline Rehab/Replacement
The Gauntlett well field water pipeline is a single pipeline that conveys water from wells. This makes it a high consequence-of-failure asset.
The pipeline was constructed in the 1950s increasing its likelihood of failure. This project will investigate the condition of the pipeline and develop subsequent rehabilitation/replacement projects as appropriate.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
173
8.E.a
Packet Pg. 445 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of H ealdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
McDonough Water Transmission Main Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 227,565 $ 2,591,437 $ 2,819,002
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 227,565 $ - $ 227,565
Construction $ - $ - $ - $ - $ - $ - $ 2,591,437 $ 2,591,437 Water Fund 520 $ - $ - $ - $ - $ - $ 182,052 $ 2,063,690 $ 2,245,742 Wastewater Fund 530 $ - $ - $ - $ - $ - $ 45,513 $ 527,747 $ 573,260 Total $ - $ - $ - $ - $ - $ 227,565 $ 2,591,437 $ 2,819,002 The McDonough Pump Station and transmission main serve the Sunset pressure zone and the connection of County Service Area 41, to which the City sells treated water. The transmission main, constructed of asbestos cement pipe, has been subject to rupture having joints displace. This will become more frequent as the pipe ages because the pipe is on a slope and within an easement. This project will replace the transmission main preventing subsequent rupture and will investigate locating the pipeline within public right of way. Additionally, aging portions of sewer adjacent to the water main will be replaced.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
174
8.E.a
Packet Pg. 446 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 591,763 $ - $ 591,763
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 591,763 $ - $ 591,763
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Water Fund 520 $ - $ - $ - $ - $ - $ 591,763 $ - $ 591,763 Total $ - $ - $ - $ - $ - $ 591,763 $ - $ 591,763
Funding Sources:
Fitch Well Field Pipeline Rehab/Replacement
The Fitch well field water pipeline is a single pipeline that conveys water from wells. This makes it a high consequence-of-failure asset.
The pipeline was constructed in the 1970s, increasing its likelihood of failure. This project will investigate the condition of the pipeline using destructive and non-destructive methods to develop subsequent rehabilitation/replacement projects as appropriate.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
175
8.E.a
Packet Pg. 447 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( X ) No ( ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ - $ 631,981 $ 631,981
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ 631,981 $ 631,981
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Water Fund 520 $ - $ - $ - $ - $ - $ - $ 631,981 $ 631,981 Total $ - $ - $ - $ - $ - $ - $ 631,981 $ 631,981
Funding Sources:
Fitch Water Treatment Building Modernization
The treatment building at the Fitch well field houses electrical gear, controls, and treatment equipment. The building, originally constructed in the 1970s, has had increases in the equipment and chemicals it needs to store. Additionally, the service life of the building is nearly exhausted. Under this project, the building will be rehabilitated and expanded, or replaced with a larger building appropriate for the service required.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
176
8.E.a
Packet Pg. 448 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( X ) No ( ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ - $ 1,456,416 $ 1,456,416
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ 1,456,416 $ 1,456,416
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Water Fund 520 $ - $ - $ - $ - $ - $ - $ 1,456,416 $ 1,456,416 Total $ - $ - $ - $ - $ - $ - $ 1,456,416 $ 1,456,416
Funding Sources:
Dry Creek Wells Capacity Improvements
The changes in the Potter Valley Project, which is a source for water flowing within the upper Russian River, along with droughts of 2013 and 2021, have revealed that the City should maximize its Dry Creek water sources to improve its water supply resiliency. Under this project, wells DC1, DC2, and DC3 at Dry Creek well field will be rehabilitated and have their controls updated to make them available for use in concert with wells DC4 and DC5 which already function under automatic control.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Project Costs:
177
8.E.a
Packet Pg. 449 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of H ealdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Reed Court and Bianca Lane Sewer and Water Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( X ) No ( ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ - $ 308,247 $ 308,247
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ 308,247 $ 308,247
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Water Fund 520 $ - $ - $ - $ - $ - $ - $ 146,552 $ 146,552 Wastewater Fund 530 $ - $ - $ - $ - $ - $ - $ 107,079 $ 107,079 Drainage Fund 531 $ - $ - $ - $ - $ - $ - $ 54,616 $ 54,616 Total $ - $ - $ - $ - $ - $ - $ 308,247 $ 308,247
This project will replace approximately 1,700 feet of severely deteriorated sewer and water main along Reed Ct between University Street and First Street, along White Gates Avenue and Bianca Lane and along Bianca Lane between Whites Gates Avenue and Pordon Lane. The existing pipes will be replaced as well as water services, water meters, and sewer laterals. The project will maintain capacity and increase system reliability. Additional drainage improvements would be constructed to reduce flooding and maintenance at the southern end of Pordon Lane. Additionally, the project would extend the water main to the Tayman Reservoir.
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
178
8.E.a
Packet Pg. 450 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Wastewater & Drainage Projects - Fund 532
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Healdsburg Avenue Utility Replacements SE004 $ 355,761 $ 2,910,072 $ - $ - $ - $ - $ 3,265,833 Orchard Lift Station Reconstruction SE005 $ - $ - $ 277,981 $ - $ - $ - $ 277,981 Magnolia LS Structure Rehabilitation SE006 $ - $ - $ 216,332 $ - $ - $ - $ 216,332 Healdsburg Avenue Sewer Replacement TBD $ - $ - $ - $ 2,007,053 $ - $ - $ 2,007,053 Adeline Street to Mason Street Sewer Improvements TBD $ - $ - $ - $ 365,000 $ 2,750,000 $ - $ 3,115,000 Grove Street and Vine Street Trunk Main Replacement TBD $ - $ - $ - $ 325,000 $ 3,250,000 $ - $ 3,575,000 Inflow and Infiltration Repairs & Investigation TBD $ - $ - $ - $ - $ 1,589,343 $ - $ 1,589,343 Heron Lift Station Relocation TBD $ - $ - $ - $ - $ 1,706,188 $ - $ 1,706,188 Corp Yard Force Main - Westside Rd Gravity Sewer TBD $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636 Chablis Road Drainage Channel Sediment Removal DR001 $ 25,000 $ - $ - $ 300,000 $ - $ - $ 325,000 Cabernet Road Culvert Replacement DR002 $ - $ 300,000 $ - $ - $ - $ - $ 300,000 Center Street Storm Drain Replacement TBD $ - $ - $ - $ 125,000 $ - $ - $ 125,000 Pordon Lane Storm Drain Improvements - Phase 2 TBD $ - $ - $ - $ 300,000 $ - $ - $ 300,000 135 Healdsburg Avenue Storm Drain Replacement TBD $ - $ - $ - $ 150,000 $ - $ - $ 150,000 900 Powell Avenue Catch Basin Replacement TBD $ - $ - $ - $ 100,000 $ - $ - $ 100,000 Flood Plain Map Update TBD $ - $ - $ - $ 350,000 $ - $ - $ 350,000 $ 380,761 $ 3,210,072 $ 494,313 $ 4,022,053 $ 9,295,531 $ 1,557,636 $ 18,960,366 Project Name Project # Water Fund 520
Wastewater
Fund 530
Water Impact
Fee Fund 920
Wasterwater
Impact Fee
Fund 930
Drainage Impact
Fee Fund 931
Measure T Fund
105 Total
Wastewater
Fund 530 Total
Healdsburg Avenue Utility Replacements SE004 $ 397,727 $ 760,956 $ 557,260 $ 375,298 $ 818,831 $ - $ 2,910,072 $ - $ - Orchard Lift Station Reconstruction SE005 $ - $ - $ - $ - $ - $ - $ - $ 277,981 $ 277,981 Magnolia LS Structure Rehabilitation SE006 $ - $ - $ - $ - $ - $ - $ - $ 216,332 $ 216,332 Cabernet Road Culvert Replacement DR002 $ - $ - $ - $ - $ - $ 300,000 $ 300,000 $ - $ - $ 397,727 $ 760,956 $ 557,260 $ 375,298 $ 818,831 $ 300,000 $ 3,210,072 $ 494,313 $ 494,313 FY 24-25 FY 25-26
179
8.E.a
Packet Pg. 451 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
SE004 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 355,761 $ 355,761 $ 2,910,072 $ - $ - $ - $ - $ 3,265,833 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 355,761 $ $ 355,761 $ - $ - $ - $ - $ - $ 355,761 Construction $ - $ - $ 2,910,072 $ - $ - $ - $ - $ 2,910,072 Water Fund 520 $ 51,998 $ 51,998 $ 397,727 $ - $ - $ - $ - $ 449,725 Wastewater Fund 530 $ 99,486 $ 99,486 $ 760,956 $ - $ - $ - $ - $ 860,442 Water Impact Fee Fund 920 $ 64,997 $ 64,997 $ 557,260 $ - $ - $ - $ - $ 622,257 Wastewater Impact Fee Fund 930 $ 43,774 $ 43,774 $ 375,298 $ - $ - $ - $ - $ 419,072 Drainage Impact Fee Fund 931 $ 95,506 $ 95,506 $ 818,831 $ - $ - $ - $ - $ 914,337 Total $ 355,761 $ 355,761 $ 2,910,072 $ - $ - $ - $ - $ 3,265,833 Healdsburg Avenue Utility Replacements
Goal PS-A An adequate level of service in the City's water system to meet the needs of existing and projected development.
Project Costs:
Funding Sources:
Upgrade sewer, water, and storm drain infrastructure along Healdsburg Avenue between Powell Avenue and the Foss Creek bridge - ¼ mile south of Passalacqua Road in advance of the Healdsburg Avenue Complete Streets Project.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 180
8.E.a
Packet Pg. 452 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
SE005 Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ 277,981 $ - $ - $ - $ 277,981
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ 277,981 $ - $ - $ - $ 277,981
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Wastewater Fund 530 $ - $ - $ - $ 277,981 $ - $ - $ - $ 277,981 Total $ - $ - $ - $ 277,981 $ - $ - $ - $ 277,981
Funding Sources:
Orchard Lift Station Reconstruction
The Orchard Lift Station has structurally reached the end of its useful life. The top of the structure has deteriorated significantly and guiderails for the pumps have become detached. The lift station and valve vault should be replaced to serve the community into the future.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate service to existing and planned development.
Project Costs:
GOAL PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 181
8.E.a
Packet Pg. 453 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
SE006 Necessary
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ 216,332 $ - $ - $ - $ 216,332
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ 27,583 $ - $ - $ - $ 27,583
Construction $ - $ - $ - $ 188,749 $ - $ - $ - $ 188,749 Wastewater Fund 530 $ - $ - $ - $ 216,332 $ - $ - $ - $ 216,332 Total $ - $ - $ - $ 216,332 $ - $ - $ - $ 216,332
Funding Sources:
Magnolia LS Structure Rehabilitation
The Magnolia Lift Station was constructed in the early 1970s. The harsh environment of a sanitary lift station, along with time, have caused the structure to deteriorate. Recommended improvements include reroofing of the tarpaper and gravel roof, repairs to the exterior and exterior spalls, and cracks.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate service to existing and planned development.
Project Costs:
GOAL PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 182
8.E.a
Packet Pg. 454 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Healdsburg Avenue Sewer Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 2,007,053 $ - $ - $ 2,007,053
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 50,176 $ - $ - $ 50,176
Construction $ - $ - $ - $ - $ 1,956,876 $ - $ - $ 1,956,876 Wastewater Fund 530 $ - $ - $ - $ - $ 2,007,053 $ - $ - $ 2,007,053 Total $ - $ - $ - $ - $ 2,007,053 $ - $ - $ 2,007,053
This project will replace approximately 2,300 feet of aged and failing sewer main along Healdsburg Avenue between Powell Avenue and Grant Street. This section of sewer main has been prone to failures and requires ongoing maintenance. Replacement of this pipe will reduce annual maintenance.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
183
8.E.a
Packet Pg. 455 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Adeline Street to Mason Street Sewer Improvements
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 365,000 $ 2,750,000 $ - $ 3,115,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 365,000 $ - $ - $ 365,000
Construction $ - $ - $ - $ - $ - $ 2,750,000 $ - $ 2,750,000 Wastewater Impact Fee Fund 930 $ - $ - $ - $ - $ 365,000 $ 2,750,000 $ - $ 3,115,000 Total $ - $ - $ - $ - $ 365,000 $ 2,750,000 $ - $ 3,115,000 This project would replace the sewer from Adeline Street across the SMART property extending to Mason Street. This portion of the sewer is undersized, prone to backups, and requires frequent maintenance.
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
Project Costs:
Funding Sources:
184
8.E.a
Packet Pg. 456 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Grove Street and Vine Street Trunk Main Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 325,000 $ 3,250,000 $ - $ 3,575,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 325,000 $ - $ - $ 325,000
Construction $ - $ - $ - $ - $ - $ 3,250,000 $ - $ 3,250,000 Wastewater Impact Fee Fund 930 $ - $ - $ - $ - $ 325,000 $ 3,250,000 $ - $ 3,575,000 Total $ - $ - $ - $ - $ 325,000 $ 3,250,000 $ - $ 3,575,000 The 2020 Sewer System Master Plan identified a portion of sewer trunk main along Grove Street. Between Foss Circle and North Street, there lacks to be sufficient freeboard capacity for future development.
This project would upsize the deficient portion of sewer.
Project Costs:
Funding Sources:
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 185
8.E.a
Packet Pg. 457 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Inflow and Infiltration Repairs & Investigation
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Policy PS-A-1 The City will ensure the availability of water sources as necessary to serve planned development.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 1,589,343 $ - $ 1,589,343
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 238,401 $ - $ 238,401
Construction $ - $ - $ - $ - $ - $ 1,350,942 $ - $ 1,350,942 Wastewater Fund 530 $ - $ - $ - $ - $ - $ 1,589,343 $ - $ 1,589,343 Total $ - $ - $ - $ - $ - $ 1,589,343 $ - $ 1,589,343
This project will analyze the City's existing sewer collection system to locate inflow and infiltration and perform repairs.
Project Costs:
Funding Sources:
Goal PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development.
186
8.E.a
Packet Pg. 458 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desirable
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 1,706,188 $ - $ 1,706,188
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 165,776 $ - $ 165,776
Construction $ - $ - $ - $ - $ - $ 1,540,412 $ - $ 1,540,412 Wastewater Fund 530 $ - $ - $ - $ - $ - $ 1,706,188 $ - $ 1,706,188 Total $ - $ - $ - $ - $ - $ 1,706,188 $ - $ 1,706,188
Funding Sources:
Heron Lift Station Relocation
The Heron Lift Station is located in a greenbelt area adjacent to Badger Park. The location is on the inside of a curve with limited space for service vehicles. The space has planted trees, which tend to seek water in the wet well, and have clogged the pumps previously.
The approach sewer is inadequately sloped to provide cleansing velocity of the sewage. Under this project, the Heron Lift Station will be relocated to the Badger Park which will correct these deficiencies.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate service to existing and planned development.
Project Costs:
GOAL PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 187
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Packet Pg. 459 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
TBD Desirable
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( X ) No ( ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Wastewater Fund 530 $ - $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636 Total $ - $ - $ - $ - $ - $ - $ 1,557,636 $ 1,557,636
Funding Sources:
Corp Yard Force Main - Westside Rd Gravity Sewer
- Hendricks Lift Station
The force main from the corporation yard extends to Kinley Lift Station, requiring a pump station at Hendricks Road for that area to enter the system. Replacing the force main with a gravity sewer would increase reliability, reduce pumping costs, and allow for the abandonment of the Hendricks Lift Station, which is on private property and is a difficult to maintain facility.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate service to existing and planned development.
Project Costs:
GOAL PS-B An adequate level of service in the City’s sewage collection and disposal system that meets the needs of existing and projected development. 188
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Packet Pg. 460 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Chablis Road Drainage Channel Sediment Removal
Project Number: Project Priority:
DR001 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 25,000 $ - $ - $ - $ 300,000 $ - $ - $ 325,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 25,000 $ $ - $ - $ - $ 50,000 $ - $ - $ 75,000
Construction $ - $ - $ - $ - $ 250,000 $ - $ - $ 250,000 Drainage Fund 531 $ 25,000 $ - $ - $ - $ 300,000 $ - $ - $ 325,000 Total $ 25,000 $ - $ - $ - $ 300,000 $ - $ - $ 325,000
The project will remove accumulated sediment from an unnamed drainage, adjacent to Chablis Road in the Vintage Hills subdivision in the northwest portion of the City.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
Policy S-C-3 The City will provide for environmentally-sound channel improvements to, and tree and brush clearance along Foss Creek and other watercourses to reduce flooding.
189
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Packet Pg. 461 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Cabernet Road Culvert Replacement
Project Number: Project Priority:
DR002 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ 300,000 $ - $ - $ - $ - $ 300,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ 50,000 $ - $ - $ - $ - $ 50,000
Construction $ - $ - $ 250,000 $ - $ - $ - $ - $ 250,000 Measure T Fund 105 $ - $ - $ 300,000 $ - $ - $ - $ - $ 300,000 Total $ - $ - $ 300,000 $ - $ - $ - $ - $ 300,000
The project will remove and replace two failing culverts crossing Cabernet Road.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
190
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Packet Pg. 462 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Center Street Storm Drain Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 125,000 $ - $ - $ 125,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 20,000 $ - $ - $ 20,000
Construction $ - $ - $ - $ - $ 105,000 $ - $ - $ 105,000 Drainage Impact Fee Fund 931 $ - $ - $ - $ - $ 125,000 $ - $ - $ 125,000 Total $ - $ - $ - $ - $ 125,000 $ - $ - $ 125,000
The project will replace the undersized storm drain and nonstandard drain inlets on Center Street between Lincoln Street and Sherman Street.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
191
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Packet Pg. 463 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Pordon Lane Storm Drain Improvements - Phase 2
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 300,000 $ - $ - $ 300,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 30,000 $ - $ - $ 30,000
Construction $ - $ - $ - $ - $ 270,000 $ - $ - $ 270,000 Drainage Impact Fee Fund 931 $ - $ - $ - $ - $ 300,000 $ - $ - $ 300,000 Total $ - $ - $ - $ - $ 300,000 $ - $ - $ 300,000
The project will continue drainage improvements at the south end of Pordon Lane to prevent flooding and reduce wintertime maintenance.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
192
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Packet Pg. 464 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
135 Healdsburg Avenue Storm Drain Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 150,000 $ - $ - $ 150,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 15,000 $ - $ - $ 15,000
Construction $ - $ - $ - $ - $ 135,000 $ - $ - $ 135,000 Drainage Impact Fee Fund 931 $ - $ - $ - $ - $ 150,000 $ - $ - $ 150,000 Total $ - $ - $ - $ - $ 150,000 $ - $ - $ 150,000
The project will replace the failing storm drain located within an easement across the property at 135 Healdsburg Avenue.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
193
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Packet Pg. 465 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
900 Powell Avenue Catch Basin Replacement
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 100,000 $ - $ - $ 100,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 10,000 $ - $ - $ 10,000
Construction $ - $ - $ - $ - $ 90,000 $ - $ - $ 90,000
Drainage Impact Fee Fund 931 $ - $ - $ - $ - $ 100,000 $ - $ - $ 100,000 Total $ - $ - $ - $ - $ 100,000 $ - $ - $ 100,000
The project will replace the drainage catch basin located along the street frontage of 900 Powell Avenue. This location is prone to flooding and requires frequent maintenance.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
194
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Packet Pg. 466 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Flood Plain Map Update
Project Number: Project Priority:
TBD Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000
Construction $ - $ - $ - $ - $ - $ - $ - $ -
Drainage Fund 531 $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000 Total $ - $ - $ - $ - $ 350,000 $ - $ - $ 350,000
This project will perform a physical map revision of existing flood insurance rate maps to identify and update current flood risks in Healdsburg. The physical map revision process includes technical analysis, to review and change as necessary, flood zones, floodplain and/or floodway delineations, as well as flood surface elevations. The mapping update will include a community input and review process, as well as working with the Federal Emergency Management Agency.
Goal S-C Prevent the loss of lives, injuries, and property damage due to flooding.
Project Costs:
Funding Sources:
195
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Packet Pg. 467 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Electric Projects - Fund 542
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Public Electric Vehicle Charging Stations EL002 $ 425,000 $ - $ - $ - $ - $ 425,000 Underground Grove Street EL005 $ 50,000 $ 1,900,000 $ 200,000 $ - $ - $ 2,150,000 Badger Substation Seismic Retrofit EL006 $ 375,000 $ 112,500 $ 1,087,500 $ - $ - $ 1,575,000 Underground Healdsburg Ave EL008 $ 220,000 $ - $ 3,900,000 $ - $ - $ 4,120,000 Mill District Development ER001 $ 362,000 $ 220,000 $ 75,000 $ - $ - $ 657,000 155 Dry Creek Affordable Housing ER003 $ 200,300 $ - $ 40,000 $ - $ - $ 240,300 Montage Affordable Housing ER004 $ 286,880 $ - $ - $ - $ - $ 286,880 ENSO/North Village Development ER005 $ 324,000 $ 50,000 $ - $ - $ - $ 374,000 3 Healdsburg Avenue Apartments ER007 $ 30,000 $ 153,000 $ - $ - $ - $ 183,000 North Village Affordable Housing ER010 $ 10,000 $ 37,803 $ - $ - $ - $ 47,803 $ 2,283,181 $ 2,473,303 $ 5,302,500 $ - $ - $ 10,058,984 Project Name Project #
Electric Fund
540
FEMA
HMGP
Developer
Funded Total
Electric Fund
540
FEMA
HMGP
Developer
Funded Total
Underground Grove Street EL005 $ 1,900,000 $ - $ - $ 1,900,000 $ 200,000 $ - $ - $ 200,000 Badger Substation Seismic Retrofit EL006 $ - $ 112,500 $ - $ 112,500 $ - $ 1,087,500 $ - $ 1,087,500 Underground Healdsburg Ave EL008 $ - $ - $ - $ - $ 3,900,000 $ - $ - $ 3,900,000 Mill District Development ER001 $ - $ - $ 220,000 $ 220,000 $ - $ - $ 75,000 $ 75,000 155 Dry Creek Affordable Housing ER003 $ - $ - $ - $ - $ - $ - $ 40,000 $ 40,000 ENSO/North Village Development ER005 $ - $ - $ 50,000 $ 50,000 $ - $ - $ - $ - 3 Healdsburg Avenue Apartments ER007 $ - $ - $ 153,000 $ 153,000 $ - $ - $ - $ - North Village Affordable Housing ER010 $ - $ - $ 37,803 $ 37,803 $ - $ - $ - $ - $ 1,900,000 $ 112,500 $ 460,803 $ 2,473,303 $ 4,100,000 $ 1,087,500 $ 115,000 $ 5,302,500 FY 24-25 FY 25-26
FY 26-27
Budget
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
$ -
196
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Packet Pg. 468 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
EL002 Desirable
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 425,000 $ 425,000 $ - $ - $ - $ - $ - $ 425,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 80,000 $ 80,000 $ - $ - $ - $ - $ - $ 80,000
Construction $ 345,000 $ 345,000 $ - $ - $ - $ - $ - $ 345,000 Electric Cap and Trade Fund 547 $ 425,000 $ 425,000 $ - $ - $ - $ - $ - $ 425,000 Total $ 425,000 $ 425,000 $ - $ - $ - $ - $ - $ 425,000 Funding Sources:
Public Electric Vehicle Charging Stations
In support of Healdsburg's goals of reducing GHG emissions, this project would install several public electric vehicle charging stations throughout Healdsburg. Pending a feasibility study, the project would install charging stations at the following locations: Healdsburg Ave Public Parking (Maher Lot), Senior Center, Healdsburg Highschool, Giorgi Park, and Community Center.
Policy NR-E-1 The City will reduce greenhouse gas emissions produced communitywide.
Project Costs:
Goal NR-E Reduce greenhouse gas emissions and increase energy efficiency communitywide. 197
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Packet Pg. 469 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E L 005 Desirable
Project Description:
Department: E lectric
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 50,000 $ 50,000 $ 1,900,000 $ 200,000 $ - $ - $ - $ 2,150,000 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 50,000 $ $ 50,000 $ 100,000 $ - $ - $ - $ - $ 150,000 Construction $ - $ - $ 1,800,000 $ 200,000 $ - $ - $ - $ 2,000,000 E lectric Fund 540 $ 50,000 $ 50,000 $ 1,900,000 $ 200,000 $ - $ - $ - $ 2,150,000 Total $ 50,000 $ 50,000 $ 1,900,000 $ 200,000 $ - $ - $ - $ 2,150,000 U nderground Grove Street
Funding Sources:
This project places existing overhead wires along Grove street between Grant and Dry Creek underground. This project requires coordination with other aerial utilities to complete the work ahead of planned street improvements. Total footage of the project is roughly 3,800 feet, however most of City E lectric facilities are already underground along this section.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
Policy CD-14 Develop a plan for undergrounding utilities in H ealdsburg to enhance the aesthetic character of its downtown and other commercial areas, neighborhoods and entryways.
198
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Packet Pg. 470 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E L 006 Desirable
Project Description:
Department: U tilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 375,000 $ 375,000 $ 112,500 $ 1,087,500 $ - $ - $ - $ 1,575,000 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 37,500 $ $ 37,500 $ 112,500 $ - $ - $ - $ - $ 150,000 Construction 337,500 $ $ 337,500 $ - $ 1,087,500 $ - $ - $ - $ 1,425,000 E lectric Fund 540 $ 375,000 $ 375,000 $ - $ - $ - $ - $ - $ 375,000 FE MA H MGP $ - $ - $ 112,500 $ 1,087,500 $ - $ - $ - $ 1,200,000 Total $ 375,000 $ 375,000 $ 112,500 $ 1,087,500 $ - $ - $ - $ 1,575,000 Funding Sources:
B adger Substation Seismic Retrofit
The B adger Substation was constructed in the late 1970' s with little to no consideration for potential damage from seismic activity. Due to the substation' s adjacency to Russian River, this facility is highly susceptible to liquefaction and lateral spreading of soils. To mitigate this seismic hazard, it is proposed to install several micro piles and a buttress. Staff have filed for a FE MA grant to offset a portion of these costs, but a 25% match is required from the City.
Goal PS-C An adequate level of service in the City' s electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
199
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Packet Pg. 471 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
U nderground H ealdsburg Ave
Project Number: Project Priority:
E L 008 Desirable
Project Description:
Department: E lectric
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 220,000 $ 220,000 $ - $ 3,900,000 $ - $ - $ - $ 4,120,000 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 220,000 $ $ 220,000 $ - $ - $ - $ - $ - $ 220,000 Construction $ - $ - $ - $ 3,900,000 $ - $ - $ - $ 3,900,000 E lectric Fund 540 $ 220,000 $ 220,000 $ - $ 3,900,000 $ - $ - $ - $ 4,120,000 Total $ 220,000 $ 220,000 $ - $ 3,900,000 $ - $ - $ - $ 4,120,000 Funding Sources:
This project places existing overhead wires underground along H ealdsburg Avenue in conjunction with the planned north H ealdsburg Ave street improvements. This project requires coordination with other utilities to complete the work ahead of the planned street improvements. Total footage of the project is roughly 5,300 feet.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
Policy CD-14 Develop a plan for undergrounding utilities in H ealdsburg to enhance the aesthetic character of its downtown and other commercial areas, neighborhoods and entryways.
200
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Packet Pg. 472 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E R001 Mandate
Project Description:
Department: U tilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 362,000 $ 362,000 $ 220,000 $ 75,000 $ - $ - $ - $ 657,000 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ - $ -
Construction 362,000 $ $ 362,000 $ 220,000 $ 75,000 $ - $ - $ - $ 657,000 Developer Funded $ 362,000 $ 362,000 $ 220,000 $ 75,000 $ - $ - $ - $ 657,000 Total $ 362,000 $ 362,000 $ 220,000 $ 75,000 $ - $ - $ - $ 657,000 Funding Sources:
Mill District Development
The Mill District Development will require a significant amount of new infrastructure. As planned, the developer funded project will install City electric infrastructure to serve the planned development.
Goal PS-C An adequate level of service in the City' s electrical system that meets the needs of the existing and projected development.
Project Costs:
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development. 201
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Packet Pg. 473 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
ER003 Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 200,300 $ 200,300 $ - $ 40,000 $ - $ - $ - $ 240,300
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 25,000 $ 25,000 $ - $ - $ - $ - $ - $ 25,000
Construction $ 175,300 $ 175,300 $ - $ 40,000 $ - $ - $ - $ 215,300 Developer Funded $ 200,300 $ 200,300 $ - $ 40,000 $ - $ - $ - $ 240,300 Total $ 200,300 $ 200,300 $ - $ 40,000 $ - $ - $ - $ 240,300 Funding Sources:
155 Dry Creek Affordable Housing
To provide electric service to the proposed affordable housing at 155 Dry Creek, it will require undergrounding of overhead wires along the frontage and installation of new services. The costs for this work will be reimbursed by the developer. The undergrounding along this section will require working with PG&E to place their overhead wires underground.
Goal PS-C An adequate level of service in the City's electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
202
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Packet Pg. 474 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E R004 Mandate
Project Description:
Department: U tilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 286,880 $ 286,880 $ - $ - $ - $ - $ - $ 286,880
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 30,000 $ $ 30,000 $ - $ - $ - $ - $ - $ 30,000
Construction 256,880 $ $ 256,880 $ - $ - $ - $ - $ - $ 256,880 Developer Funded $ 286,880 $ 286,880 $ - $ - $ - $ - $ - $ 286,880 Total $ 286,880 $ 286,880 $ - $ - $ - $ - $ - $ 286,880 Funding Sources:
Montage Affordable H ousing
To provide electric service to the affordable housing component of the Saggio H ills development, the City' s electric department will need to extend underground cables and equipment throughout the planned development area. This work will be reimbursed by the developer.
Goal PS-C An adequate level of service in the City' s electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
203
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Packet Pg. 475 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E R005 Mandate
Project Description:
Department: U tilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 324,000 $ 324,000 $ 50,000 $ - $ - $ - $ - $ 374,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 15,000 $ $ 15,000 $ - $ - $ - $ - $ - $ 15,000
Construction 309,000 $ $ 309,000 $ 50,000 $ - $ - $ - $ - $ 359,000 Developer Funded $ 324,000 $ 324,000 $ 50,000 $ - $ - $ - $ - $ 374,000 Total $ 324,000 $ 324,000 $ 50,000 $ - $ - $ - $ - $ 374,000 Funding Sources:
E NSO/ North V illage Development
To provide electric service to the proposed E NSO/ North V illage Development, it will require extending new underground cables throughout the development and installation of new electric services.
The costs for this work will be reimbursed by the developer.
Goal PS-C An adequate level of service in the City' s electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
204
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Packet Pg. 476 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
E R007 Mandate
Project Description:
Department: U tilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 30,000 $ 30,000 $ 153,000 $ - $ - $ - $ - $ 183,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design 5,000 $ $ 5,000 $ - $ - $ - $ - $ - $ 5,000
Construction 25,000 $ $ 25,000 $ 153,000 $ - $ - $ - $ - $ 178,000 Developer Funded $ 30,000 $ 30,000 $ 153,000 $ - $ - $ - $ - $ 183,000 Total $ 30,000 $ 30,000 $ 153,000 $ - $ - $ - $ - $ 183,000 Funding Sources:
3 H ealdsburg Avenue Apartments
Developer-funded installation of electric facilities necessary to serve the housing development. I ncludes undergrounding of existing frontage along H ealdsburg Ave and K ennedy L ane as required by the Planning Commission.
Goal PS-C An adequate level of service in the City' s electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
205
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Packet Pg. 477 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
ER010 Mandate
Project Description:
Department: Utilities
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 10,000 $ 10,000 $ 37,803 $ - $ - $ - $ - $ 47,803
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 10,000 $ 10,000 $ - $ - $ - $ - $ - $ 10,000
Construction $ - $ - $ 37,803 $ - $ - $ - $ - $ 37,803
Developer Funded $ 10,000 $ 10,000 $ 37,803 $ - $ - $ - $ - $ 47,803 Total $ 10,000 $ 10,000 $ 37,803 $ - $ - $ - $ - $ 47,803 Funding Sources:
North Village Affordable Housing
Developer-funded electric infrastructure to serve the new affordable housing within the North Village development.
Goal PS-C An adequate level of service in the City's electrical system that meets the needs of the existing and projected development.
Policy PS-C-1 The City will plan, construct, and maintain facilities to provide adequate electrical service to existing and planned development.
Project Costs:
206
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Packet Pg. 478 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Airport Projects - Fund 572
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 27-28
Budget
FY 28-29
Budget Total
Airport North Apron Reconstruction AP003 $ - $ - $ - $ 101,000 $ 1,092,000 $ 1,193,000 Airport Runway Pavement Rehabilitation AP004 $ - $ 204,000 $ - $ - $ - $ 3,046,000 Airport Taxiways A (East) and A1 Pavement Rehabilitation AP005 $ - $ 62,000 $ 555,000 $ - $ - $ 617,000 Airport Hangar Row C Pavement Rehabilitation AP006 $ - $ 54,000 $ 313,000 $ - $ - $ 367,000 Airport Taxiways Reconfiguration Phase 2 TBD $ - $ - $ - $ - $ - $ 912,000 $ - $ 320,000 $ 868,000 $ 101,000 $ 1,092,000 $ 6,135,000 Project Name Project #
Airport Fund
570 FAA Grants CalTrans Grant Total
Airport Fund
570 FAA Grants Total
Airport Runway Pavement Rehabilitation AP004 $ 11,220 $ 9,180 $ 183,600 $ 204,000 $ - $ - $ - Airport Taxiways A (East) and A1 Pavement Rehabilitation AP005 $ 6,200 $ 55,800 $ - $ 62,000 $ 55,500 $ 499,500 $ 555,000 Airport Hangar Row C Pavement Rehabilitation AP006 $ 5,400 $ 48,600 $ - $ 54,000 $ 133,900 $ 179,100 $ 313,000 $ 22,820 $ 113,580 $ 183,600 $ 320,000 $ 189,400 $ 678,600 $ 868,000 $ 3,754,000
FY 24-25 FY 25-26
FY 26-27
Budget
$ -
$ 2,842,000
$ -
$ -
$ 912,000
207
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Packet Pg. 479 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Airport North Apron Reconstruction
Project Number: Project Priority:
AP003 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Goal T-F Continued maintenance of the H ealdsburg Municipal Airport.
Policy T-F-3 The policies and capital improvement projects contained in the Airport Master Plan shall be pursued as funding allows.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ - $ 101,000 $ 1,092,000 $ 1,193,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ 101,000 $ - $ 101,000
Construction $ - $ - $ - $ - $ - $ - $ 1,092,000 $ 1,092,000 Airport Fund 570 $ - $ - $ - $ - $ - $ 5,555 $ 60,060 $ 65,615 Caltrans Grant $ - $ - $ - $ - $ - $ 4,545 $ 49,140 $ 53,685 FAA Grant $ - $ - $ - $ - $ - $ 90,900 $ 982,800 $ 1,073,700 Total $ - $ - $ - $ - $ - $ 101,000 $ 1,092,000 $ 1,193,000 This project will reconstruct the failing north apron pavement.
Project Costs:
Funding Sources:
208
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Packet Pg. 480 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Airport Runway Pavement Reconstruction
Project Number: Project Priority:
AP004 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ 204,000 $ - $ 2,842,000 $ - $ - $ 3,046,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ 204,000 $ - $ - $ - $ - $ 204,000
Construction $ - $ - $ - $ - $ 2,842,000 $ - $ - $ 2,842,000 Airport Fund 570 $ - $ - $ 11,220 $ - $ 156,310 $ - $ - $ 167,530 Caltrans Grant $ - $ - $ 9,180 $ - $ 127,890 $ - $ - $ 137,070 FAA AI P Grant $ - $ - $ 183,600 $ - $ 2,557,800 $ - $ - $ 2,741,400 Total $ - $ - $ 204,000 $ - $ 2,842,000 $ - $ - $ 3,046,000 This project will reconstruct the runway pavement.
Project Costs:
Funding Sources:
Goal T-F Continued maintenance of the H ealdsburg Municipal Airport.
Policy T-F-3 The policies and capital improvement projects contained in the Airport Master Plan shall be pursued as funding allows. 209
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Packet Pg. 481 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Airport Taxiways A (E ast) and A1 Pavement Rehabilitation Project Number: Project Priority:
AP005 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Goal T-F Continued maintenance of the H ealdsburg Municipal Airport.
Policy T-F-3 The policies and capital improvement projects contained in the Airport Master Plan shall be pursued as funding allows.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ 62,000 $ 555,000 $ - $ - $ - $ 617,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ 62,000 $ - $ - $ - $ - $ 62,000
Construction $ - $ - $ - $ 555,000 $ - $ - $ - $ 555,000 Airport Fund 570 $ - $ - $ 6,200 $ 55,500 $ - $ - $ - $ 61,700 FAA AI P Grant $ - $ - $ 55,800 $ - $ - $ - $ - $ 55,800 FAA AI G Grant $ - $ - $ - $ 499,500 $ - $ - $ - $ 499,500 Total $ - $ - $ 62,000 $ 555,000 $ - $ - $ - $ 617,000
This project will rehabilitate the failing taxiway pavement.
Project Costs:
Funding Sources:
210
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Packet Pg. 482 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Airport H angar Row C Pavement Rehabilitation
Project Number: Project Priority:
AP006 Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Goal T-F Continued maintenance of the H ealdsburg Municipal Airport.
Policy T-F-3 The policies and capital improvement projects contained in the Airport Master Plan shall be pursued as funding allows.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ 54,000 $ 313,000 $ - $ - $ - $ 367,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ 54,000 $ - $ - $ - $ - $ 54,000
Construction $ - $ - $ - $ 313,000 $ - $ - $ - $ 313,000 Airport Fund 570 $ - $ - $ 5,400 $ 133,900 $ - $ - $ - $ 139,300 FAA AI G Grant $ - $ - $ 48,600 $ 179,100 $ - $ - $ - $ 227,700 Total $ - $ - $ 54,000 $ 313,000 $ - $ - $ - $ 367,000
This project will rehabilitate the failing hangar row C pavement.
Project Costs:
Funding Sources:
211
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Packet Pg. 483 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Airport Taxiways Reconfiguration Phase 2
Project Number: Project Priority:
TB D Necessary
Project Description:
Department: Public Works
General Plan Consistency:
Goal T-F Continued maintenance of the H ealdsburg Municipal Airport.
Policy T-F-3 The policies and capital improvement projects contained in the Airport Master Plan shall be pursued as funding allows.
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ - $ - $ - $ - $ 912,000 $ - $ - $ 912,000
Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ - $ - $ - $ - $ - $ - $ - $ -
Construction $ - $ - $ - $ - $ 912,000 $ - $ - $ 912,000 Airport Fund 570 $ - $ - $ - $ - $ 50,160 $ - $ - $ 50,160 Caltrans Grant $ - $ - $ - $ - $ 41,040 $ - $ - $ 41,040 FAA Grant $ - $ - $ - $ - $ 820,800 $ - $ - $ 820,800
Total $ - $ - $ - $ - $ 912,000 $ - $ - $ 912,000
This project will remove Taxiway A3 and construct a new Taxiway A3 to be in conformance with current FAA standards. Additionally, upgrades to taxiway signage and lighting will be made.
Project Costs:
Funding Sources:
212
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Packet Pg. 484 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Community Services Projects - Fund 582
Project Name Project #
Adopted
Budget
FY 24-25
Budget
FY 25-26
Budget
FY 26-27
Budget
FY 28-29
Budget Total
Badger Park Redevelopment CS002 $ 527,500 $ 590,000 $ 882,500 $ 5,000,000 $ - $ 7,000,000 Saggio Hills Park Development CS003 $ 2,284,052 $ 1,000,000 $ 4,392,303 $ 5,000,000 $ - $ 12,676,355 Pavilion at 3 North Street CS004 $ 9,861,779 $ - $ - $ - $ - $ 9,861,779 $ 12,673,331 $ 1,590,000 $ 5,274,803 $ 10,000,000 $ - $ 29,538,134 Project Name Project #
Open Space
Grant
Measure M
Parks Fund
581
Park
Dedication
Fund 583
Developer
Funded Total
Open Space
Grant
Measure M
Parks Fund
581
Park
Dedication
Fund 583
Developer
Funded Total
Badger Park Redevelopment CS002 $ - $ 144,000 $ 446,000 $ - $ 590,000 $ 732,500 $ 150,000 $ - $ - $ 882,500 Saggio Hills Park Development CS003 $ 250,000 $ - $ - $ 750,000 $ 1,000,000 $ 750,000 $ - $ - $ 3,642,303 $ 4,392,303 $ 250,000 $ 144,000 $ 446,000 $ 750,000 $ 1,590,000 $ 1,482,500 $ 150,000 $ - $ 3,642,303 $ 5,274,803 FY 24-25 FY 25-26
FY 27-28
Budget
$ -
$ -
$ -
$ -
213
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Packet Pg. 485 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
CS002 Desirable
Project Description:
Department: Community Services
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 527,500 $ 527,500 $ 590,000 $ 882,500 $ 5,000,000 $ - $ - $ 7,000,000 Planning $ 527,500 $ 527,500 $ - $ - $ - $ - $ - $ 527,500 Design $ - $ - $ 590,000 $ - $ - $ - $ - $ 590,000
Construction $ - $ - $ - $ 882,500 $ 5,000,000 $ - $ - $ 5,882,500 Open Space Grant $ 267,500 $ 267,500 $ - $ 732,500 $ - $ - $ - $ 1,000,000 Measure M Parks Fund 581 $ 200,000 $ 200,000 $ 144,000 $ 150,000 $ - $ - $ - $ 494,000 Park Dedication Fund 583 $ 60,000 $ 60,000 $ 446,000 $ - $ - $ - $ - $ 506,000 Bond Proceeds $ - $ - $ - $ - $ 5,000,000 $ - $ - $ 5,000,000 Total $ 527,500 $ 527,500 $ 590,000 $ 882,500 $ 5,000,000 $ - $ - $ 7,000,000 The project redevelops, renovates, and creates river access opportunities to Badger Park. Work includes:
- Restrooms
- Play structure replacement
- Dog park upgrades
- Community garden upgrades
- Trails
- River access improvements
Guiding Principal 6.B. Maximize opportunities for active and passive recreation.
Project Costs:
Funding Sources:
Badger Park Redevelopment
214
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Packet Pg. 486 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
CS003 Mandate
Project Description:
Department: Community Services
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 2,284,052 $ 2,284,052 $ 1,000,000 $ 4,392,303 $ 5,000,000 $ - $ - $ 12,676,355 Planning $ 61,980 $ 61,980 $ - $ - $ - $ - $ - $ 61,980 Design $ 750,000 $ 750,000 $ 250,000 $ - $ - $ - $ - $ 1,000,000 Construction $ 1,472,072 $ 1,472,072 $ 750,000 $ 4,392,303 $ 5,000,000 $ - $ - $ 11,614,375 Open Space Grant $ - $ - $ 250,000 $ 750,000 $ - $ - $ - $ 1,000,000 Creek Restoration Contribution $ 205,565 $ 205,565 $ 67,500 $ 305,674 $ - $ - $ - $ 578,739 Park Restoration Contribution $ 913,621 $ 913,621 $ 300,000 $ 1,436,562 $ - $ - $ - $ 2,650,183 Multi-use Trail Contribution $ 1,164,866 $ 1,164,866 $ 382,500 $ 1,874,867 $ - $ - $ - $ 3,422,233 Crosswalk Contribution $ - $ - $ - $ 25,200 $ - $ - $ - $ 25,200 Bond Proceeds $ - $ - $ - $ - $ 5,000,000 $ - $ - $ 5,000,000 Total $ 2,284,052 $ 2,284,052 $ 1,000,000 $ 4,392,303 $ 5,000,000 $ - $ - $ 12,676,355 Plan, design, and construct Montage Healdsburg Park, a 36-acre site associated with the Montage Resort development. The park will feature active and passive areas, trails, picnicking, parking, and restroom facilities.
Guiding Principal 6.B. Maximize opportunities for active and passive recreation.
Project Costs:
Funding Sources:
Saggio Hills Park Development
215
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Packet Pg. 487 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget City of Healdsburg
Five Year Capital Improvement Program
Project Detail
Project Name:
Project Number: Project Priority:
CS004 Desirable
Project Description:
Department: Community Services
General Plan Consistency:
Appropriations beyond the 5 year program period are needed to complete the project: Yes ( ) No ( X ) Adopted Estimated Projected
Capital Improvement Program Detail Budget Expenditures 2024-25 2025-26 2026-27 2027-28 2028-29 Project Total $ 9,861,779 $ 9,861,779 $ - $ - $ - $ - $ - $ 9,861,779 Planning $ - $ - $ - $ - $ - $ - $ - $ -
Design $ 806,165 $ 806,165 $ - $ - $ - $ - $ - $ 806,165 Construction $ 9,055,614 $ 9,055,614 $ - $ - $ - $ - $ - $ 9,055,614 Donation $ 6,663,295 $ 6,663,295 $ - $ - $ - $ - $ - $ 6,663,295 Park Dedication Fund 583 $ 599,992 $ 599,992 $ - $ - $ - $ - $ - $ 599,992 Community Service Ops Transfers Fund 585 $ 1,745,829 $ 1,745,829 $ - $ - $ - $ - $ - $ 1,745,829 Parking Dev. Impact Fund 905 $ 410,000 $ 410,000 $ - $ - $ - $ - $ - $ 410,000 Park Impact Fee Fund 985 $ 442,663 $ 442,663 $ - $ - $ - $ - $ - $ 442,663 Total $ 9,861,779 $ 9,861,779 $ - $ - $ - $ - $ - $ 9,861,779 Pavilion at 3 North Street
Design, review, CEQA, construction plans, and construction of redevelopment of the former Purity building. Site has been identified for home of the Farmers Market, community events, and parking facilities. Funding through the Foley Family Charitable Foundation.
Guiding Principal 1.F. Protect and enhance the downtown and its plaza.
Project Costs:
Funding Sources:
216
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Packet Pg. 488 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget
B U D G E T
R E F E R E N CE
IN F O R M A T IO N
217
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Packet Pg. 489 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Accrual
Accrual is an accounting method that records revenues and expenses when they are incurred, regardless of when cash is exchanged.
Adopted Budget
Appropriations adopted by the City Council.
Adoption
Formal action by the City Council, which sets the spending path for the fiscal year.
Appropriation
An authorization made by the Council, which permits the City to incur obligations and to make expenditures of resources. The authorization lapses at fiscal year end.
Appropriation Limitation
Imposed by Propositions 4 and 111, creates a restriction on the amount of revenue which can be appropriated in any fiscal year. The Limit is based on actual appropriations during the 1978- 79 fiscal year, and is increased each year using the growth of population and inflation. Not all revenues are restricted by the limit; only those which are referred to as “proceeds of taxes.” Some examples of proceeds of taxes are sales tax, property tax, and business license tax.
Assessed Valuation
A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, the County for the secured and unsecured property tax rolls establishes assessed value; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal year 1979 by rolling back values to fiscal 1976 levels.
From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change in ownership. Personal property is excluded from these limitations and is subject to annual reappraisal. Property taxes for general purposes cannot exceed 1% of assessed value.
Asset
Resources owned or held by the City that have monetary value.
Audit
Prepared by an independent certified public accountant (CPA), the primary objective of an audit is to determine if the City’s financial statements present fairly the City’s financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City’s internal controls as well as recommending improvements to the City’s financial management practices. 218
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Packet Pg. 490 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Balance Sheet
A statement presenting the financial position of an entity by disclosing its assets, liabilities and fund equities as of a specific date.
Bond
A form of borrowing (debt financing) which reflects a written promise from the City to repay a sum of money on a specific date at a specified interest rate. Bonds are used to finance large capital projects such as buildings, streets, utility infrastructure, and bridges.
Budget
A financial plan for a specified period of time that matches planned revenues and expenditures to municipal services, goals and objectives. Biennially the City of Healdsburg City Council adopts two individual one year budgets, with budget appropriations made for the appropriate fiscal year.
Budget Amendment
The City Council has the sole responsibility for adopting the City’s budget, and may amend or supplement the budget at any time after adoption by majority vote. The City Manager has the authority to approve administrative adjustments to the budget as long as those changes are to transfer appropriations from one line item to another within a departmental/activity budget.
Budget Calendar
The schedule of budget preparations, hearings and adoption of annual budget.
Budget Policies
General and specific guidelines that govern financial plan preparation and administration.
Budgetary Basis
This refers to the form of accounting used throughout the budget process. These generally take one of three forms: GAAP, cash, modified accrual, or some type of statutory form.
California Environmental Quality Act (CEQA)
A state law mandating environmental review of most public and private projects.
Capital Assets
Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure and all other tangible and intangible assets that are used in operations and have useful lives extending beyond a single reporting period. Capital assets are not physically consumed by their use, though their economic usefulness typically declines over time. 219
8.E.a
Packet Pg. 491 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Capital Expenditures
Expenditures resulting in the acquisition of or addition to the government’s general capital assets.
Capital Improvements
Expenditures related to the acquisition, expansion, or rehabilitation of an element of the City’s physical assets, sometimes referred to as infrastructure.
Capital Improvement Plan (CIP)
A five-year plan providing for maintaining or replacing existing public facilities and assets and for building or acquiring new ones.
Capital Projects Fund A fund created to account for the capital improvement projects planned by the City of Healdsburg.
Cash Basis
A basis of accounting in which transactions are recognized only when cash is increased or decreased.
Certified Unified Program Agency (CUPA)
A state designation of a local agency certified to provide certain hazardous material management programs and enforce State laws with respect to same.
Contingency
A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Contracted/Professional Services
Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, maintenance agreements, and professional consulting services.
Cost Accounting
A method of accounting which provides for assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job.
Debt Financing
Borrowing funds as needed and pledging future revenues to make current expenditures. The City of Healdsburg uses debt financing for one-time capital improvements whose life will exceed the term of financing and where expected revenues are sufficient to cover the longterm debt. 220
8.E.a
Packet Pg. 492 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Debt Instrument
Methods of borrowing funds, including general obligation bonds, revenue bonds, lease/purchase agreements, lease-revenue bonds, tax allocation bonds, certificates of participation, and assessment district bonds.
Debt Service
Payments of principal and interest on bonds and other debt instruments according to a predetermined schedule.
Debt Service Fund
This fund type is used to account for the payment and accumulation of resources related to general long-term debt principal and interest. (See Fund) Deficit
Either the excess of entity’s liabilities over its assets or the excess of expenditures or expenses over revenues during a single accounting period.
Department
A major organizational unit of the City, which has been assigned overall management responsibility for an operation, or a group of related operations within a functional area.
Depreciation
Expiration in the service life of capital assets attributable to wear and tear, deterioration, action of physical elements, inadequacy or obsolescence.
Division
A functional unit within a department.
Encumbrance
Obligations in the form of purchase orders or contract commitments, which are chargeable to an appropriation and for which a part of the appropriation is reserved. They cease to be encumbrances when paid or when an actual liability is recorded.
Enterprise Funds
The fund type is used to account for operations that are financed and operated in a manner similar to private sector enterprises and it is the intent of the City that the costs of providing goods or services to the general public be financed or recovered primarily through user charges. The City accounts for the Wastewater, Water, Electric and Airport operations as Enterprise Funds. (See Fund)
Environmental Impact Report (EIR)
A report pursuant to California Environmental Quality Act (CEQA) analyzing the environmental impacts of a project.
221
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Packet Pg. 493 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Expenditure
The outflow of funds paid or to be paid for an asset obtained or goods and services obtained regardless of when the expense is actually paid. This term applies to all funds. Note: An encumbrance is not an expenditure; an encumbrance reserves funds to be expended.
Fiscal Year
The beginning and ending period for recording financial transactions. The City has specified July 1 to June 30 as its fiscal year.
Fixed Assets
Assets of long-term nature such as land, buildings, machinery, furniture and other equipment, with an expected life in excess of three years and an acquisition cost in excess of $5,000.
Fringe Benefits
These include employee retirement, social security, health, dental, life insurance, workers’ compensation, uniforms, and deferred compensation plans.
Full-Time Equivalent (FTE)
The ratio of time expended in a position. The ratio is derived by dividing the amount of (FTE):
employed time required in a position by the amount of employed time required in a corresponding full-time position. 2080 hours per year equates to 1.0 FTE.
Fund
An accounting entity that records all the financial transactions for specific activities or government functions. The seven generic fund types used by the City are: Governmental Fund, Capital Improvement, Debt Service, Enterprise, Internal Service, Special Revenue, and Trust & Agency Funds.
Fund Balance
Also known as financial position, fund balance for governmental fund types is the excess of fund assets over liabilities, and represents the cumulative effect of revenues and other financing sources over expenditures and other financing uses.
General Fund
The primary operating fund of the City, all revenues that are not allocated by law or contractual agreement to a specific fund are accounted for in the General Fund. With the exception of subvention or grant revenues restricted for specific uses, General Fund resources can be utilized for any legitimate governmental purpose. (See Fund) Generally Accepted Accounting Principles (GAAP)
Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules and procedures that define accepted accounting principles. 222
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GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Governmental Funds
Governmental Funds are used to account for most of the City’s general government activities.
Grant
A contribution by the Federal or State government or other organization to support a particular function.
Interfund Transfers
The movement of monies between funds of the same governmental entity.
Intergovernmental Grant
A contribution of assets (usually cash) by one governmental unit or other organization to another. Typically, these contributions are made to local governments from State and Federal governments. Grants are usually made for specified purposes.
Internal Service Fund
A fund used to account for the financing of goods or services provided by one department or agency to other departments or agencies of a government, or to other governments, on a costreimbursement basis.
Investment Revenue
Revenue received as interest from the investment of funds not immediately required to meet cash disbursement obligations.
Line Item Budget
A budget that lists detailed expenditure categories (salary, materials, telephone service, travel, etc.) separately, along with the amount budgeted for each specified category. The City uses a line item detail to maintain and record for financial reporting and control purposes.
Memorandum of Understanding (MOU)
A labor contract pursuant to state law, the Meyers, Millias and Brown Act, between the City and a labor union or organized group of employees under which all conditions of employment are negotiated.
Modified Accrual Basis
The basis of accounting under which revenues are recognized when measurable and available to pay liabilities. Expenditures are recognized when the liability is incurred except for interest on long-term debt which is recognized when due, and the noncurrent portion of accrued vacation and sick leave, which is recorded in general long-term debt.
Municipal Code
A collection of laws, rules, and regulations that apply to the City and its citizens. 223
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GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Northern California Power Agency (NCPA)
A joint action agency providing collective electric power generation, transmission, purchasing and dispatch services to its members, including the City of Healdsburg.
Object of Expenditure
An expenditure classification, referred to the lowest and most detailed level of classification, such as utilities, office supplies and contract services.
Operating Budget
The portion of the budget that pertains to daily operations providing basic governmental services.
Operational Expense
The cost of materials required for a department to perform its function.
Other Financing Sources
Governmental fund general long-term debt proceeds, amounts equal to the present value of minimum lease payments arising from capital leases, proceeds from the sale of general fixed assets, and operating transfers in.
Other Financing Uses
Governmental fund operating transfers out and the amount of refunding bond proceeds deposited with the escrow agent.
Public Employees Retirement System (PERS)
An independent state agency that administers retirement benefits for state and contracted local agency employees.
Program
An activity, or division, within a department that furthers the objectives of the City Council, by providing services or a product.
Proposed Budget Appropriations requested of City Council after review by the City Manager.
Rating
The credit worthiness of a City as evaluated by independent agencies.
Redevelopment Successor Agency of the City of Healdsburg (RSA) A separate local agency providing for governance and transfer of properties and assets previously held by the Redevelopment Agency of the City of Healdsburg. The City Council serves as the Board of Directors of the RSA; the City Manager as its Executive Director. 224
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Packet Pg. 496 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Redwood Empire Municipal Insurance Fund (REMIF)
A joint action agency providing pooling insurance, purchasing and self-insurance to its member cities, including Healdsburg.
Reserve
An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose or designated by Council and is, therefore, not available for general appropriation.
Resolution
A special or temporary order of a legislative body: an order of a legislative body requiring less legal formality that an ordinance or statute.
Resources (sources)
Total amounts available for appropriation including estimated revenues, fund transfers, and beginning balances.
Retained Earnings
The proprietary fund equivalent of accumulated equity. Working capital (current assets less current liabilities) can be used to finance budgetary expenditures for proprietary funds (Internal Service and Enterprise Funds).
Revenue Bonds
Bonds sold to construct a project that will produce revenues pledged for the payment of related principal and interest.
Revenues
Increases in the net current assets of a governmental fund type from other than expenditure refunds, debt issue proceeds and inter-fund transfers.
Risk Management
All the ways and means used to avoid accidental loss or to reduce its consequences if it does occur. Special Assessment
A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties.
Special Assessment Bonds
Bonds payable from the proceeds of special assessments. If the bonds are payable only from the collections of special assessments, they are known as special assessment bonds. If, in addition to the assessments, the full faith and credit of the government are pledged, they are known as general obligation special assessment bonds.
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GLOSSARY OF FINANCIAL AND BUDGET
TERMS
Special Revenue Funds
This fund type is used to account for the proceeds from specific revenue sources (other than trusts or capital funds) that are legally restricted to expenditures for specific purposes.
Strategic Plan
A document outlining long-term goals, critical issues, and action plans that will increase the organization’s effectiveness in attaining its vision, priorities, mission, goals and objectives.
Subventions
Revenues collected by the State (or other level of government), which are allocated to the City on a formula basis. The major subventions received by the City of Healdsburg from the State of California include motor vehicle in-lieu and gasoline taxes.
Tax Allocation Bonds
Bonds sold to fund capital projects, whereby tax increment revenues secure principal and interest payments.
Taxes
Compulsory charges levied by government for the purpose of financing services performed for the common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits, such as special assessments. Neither does this term include charges for services rendered only to those paying such charges.
Transfers In/Out
Amounts transferred from one fund to another to assist in financing the services for the recipient fund.
Trust and Agency Funds
Also known as Fiduciary Fund types, these funds are used to account for assets held by the City in a trustee capacity or as an agent for private individuals, organizations, or other governmental agencies. The fiduciary funds used by the City include expendable trust and agency funds.
Expendable trust funds are accounted for in the same manner as Governmental Funds (general, special revenues, debt service, and capital project funds). Agency funds are custodial in nature (assets equal liabilities) and do not measure the results of operations.
Use Tax
A tax on goods purchased outside the state to prevent revenue loss from avoidance of sales taxes by means of out-of-state purchases. A Use Tax is also levied in order to remove inequities between purchases made within and outside the state.
Working Capital
Current assets less current liabilities.
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Packet Pg. 498 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
FINANCIAL POLICIES
The City of Healdsburg maintains a variety of financial policies to implement a strategic, long-term approach to financial management. The City institutionalizes good financial management practices and clarifies strategic intent though policies that define boundaries to comply with established public management best practices.
Financial Policies formally reviewed and adopted by City Council include:
Pension Liability Funding Policy
General Fund Surplus Policy
General Fund Reserve Policy
Community Services Fund Reserve Policy
Water Reserve Policy
Wastewater Reserve Policy
Electric Reserve Policy
The City also completes long-term financial planning in core governmental funds including the General Fund, Measure T, and Community Services. City staƯ in conjunction with outside consultants maintain a Long-Range Financial Forecast. The forecast functions as a guiding tool that allows the Council the opportunity to set the fiscal trajectory of the City by planning for long-term needs.
In the Enterprise funds, long-term financial planning is completed in conjunction with outside consultants to periodically review the fiscal health of the utilities. The City recently completed 10- year financial planning forecasts in the Water, Waster, and Electric Fund in Fiscal Year 2023-24. 227
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Packet Pg. 499 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) City of Healdsburg
Pension Liability Funding Policy
1. PURPOSE
The purpose of this policy is to memorialize the methodology and process for funding current and future costs associated with the City’s contractual obligations to provide pension benefits as set forth in the City’s labor agreements. The policy also:
• Demonstrates prudent financial management practices;
• Promotes long-term and strategic thinking;
• Provides guidance in making annual budget decisions;
• Reassures bond rating agencies; and
• Demonstrates to employees and the public how the unfunded pension liability will be funded to ensure adequate funding for negotiated benefits.
2. BACKGROUND
A pension is a retirement account that an employer maintains to give employees a fixed payout when they retire. The City’s plan is a defined benefit plan. The payout typically depends on how long the employee works for the employer and the employee’s salary.
Investment income, employee contributions and employer contributions fund the total pension cost, including benefits and expenses. Employer contributions are set by actuaries using an investment rate assumption (also known as the “discount rate”), lowered from 7.0% to 6.8% as of July 1, 2021, and other assumptions related to salary, payroll, cost of living, mortality rate, disabilities, terminations, and retirements. The maximum employee contribution rates are set by law.
Current California law establishes that public employee retirement benefits are a form of deferred compensation and part of the employment contract. The Courts have established that the vested rights of public employees prevent not only a reduction in the benefits that have already been earned, but also a reduction in the benefits that a member is eligible to earn during future service.
As such, changes to the employees’ retirement benefits are considered a negotiable item and must go through the meet and confer process.
Over the years, the City has taken steps to control pension costs. In 2012 the City issued Pension Obligation Bonds to pay off CalPERS side funds at a lower interest rate and established second tiers for classic members. In 2013, the City adopted the Public Employee’s Pension Retirement Act (“PEPRA”). In 2015, the City established the Pension Stabilization Fund and began making contributions to the fund. In 2019, the City adopted the initial version of this policy.
3. POLICY
3.1 Establishment of Pension Stabilization Fund
Effective July 21, 2015 the Council adopted the PARS Public Agencies Post-Employment Benefits IRS Section 115 approved trust, also known as the Pension Stabilization Fund. The premise behind the Trust is to set-aside monies in the fund with a City determined investment policy and pull out 228
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Packet Pg. 500 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) the funds as needed to achieve a level contribution by the City’s budget. The Pension Stabilization Fund is an important tool the City can use to limit the impact of future decisions made by CalPERS on the City’s finances and ensure the delivery of public services.
3.2 Governance and administration of the established Trust:
The City Council established the Trust and defined the initial goals and policies for the administration of the Trust funds. The City Manager and staff have overall responsibility for the Trust and will manage the Trust in accordance with the City Council’s adopted policies.
Trust Administrator, PARS, keeps plan documents current to ensure that they reflect the substantive plan and provides ongoing consulting, reporting and plan accounting records.
Trustee, currently US Bank, will be the plan’s trust and custodian and will safeguard the assets in the Trust, hold the investment securities for safekeeping and make disbursement on request.
Investment Manager, currently PFM Asset Management (PFMAM), will recommend investment portfolio allocations based upon the Pension Trust Funds. PFMAM has adopted Investment Guidelines based on initial City Council input, revised to comply with existing law in November 2021 (Attachment 1), and manages City assets in accordance with the guidelines.
The Asset Allocation Investment Strategy chosen by a Council committee is rated as Moderately Conservative in regard to risk tolerance. Attachment 1 provides more detail on the asset allocation and breakdown.:
This policy recognizes that there will be future market volatility and that actual economic and demographic experience will differ from assumed experience. Accordingly, this policy is intended to provide flexibility to smooth such volatility and experience in a reasonable, systematic and financially sound manner.
3.3 Liability Funding Plan: Use of Pension Stabilization Fund The City is required to make annual UAL payments to CalPERS to cover outstanding liabilities based on the amortization schedules for those liabilities. The amount of payment is forecasted annually by CalPERS and is impacted by annual return rates, changes to the discount rate, and changes in actuarial analysis inputs and outputs.
City staff will include in the two-year budget details on projected UAL costs and anticipated use of the Trust. Given the Trust’s ability to generate interest, the City will endeavor to limit trust fund withdraws, maximizing potential for Trust Fund growth over time.
3.4 Additional Contribution: Development of Pension Stabilization Fund The City will annually review its ability to make additional contributions to the Pension Stabilization Fund. Making additional contributions when funds are available will maximize interest earnings, extend the long-term benefits of the Trust, and provide further flexibility for future UAL funding. Actions to budget additional contributions will be proposed to Council as appropriate.
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3.5 Transparency and Reporting
Funding of the City’s pension benefit should be transparent to all parties including City employees, retirees, recognized employee organizations, the City Council and City residents. To achieve this level of transparency, the following information shall be available:
a. Copies of the actuarial valuations for the City’s pension plans shall be published on the City’s website.
b. The City’s Annual Financial Statements shall be published on the City’s website. The financial statements include information on the City’s pension plans, contributions to the Trust, and the funded status of the plans.
c. The City’s annual operating budget shall include appropriations for contributions to the Trust, to CalPERS and the annual pension costs.
3.6 Review of Funding Policy
Funding pension liability requires a long-term plan. The City will review this policy at a minimum biennially, coincident with preparation of the actuarial valuations, to determine if changes to this policy are necessary to ensure adequate resources are being accumulated to fund pension benefits. 230
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Packet Pg. 502 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) City of Healdsburg
General Fund Surplus Policy
1. PURPOSE
The purpose of this policy is to establish a framework for allocating unanticipated annual surplus in the General Fund. This policy establishes a framework for identifying a surplus and the categories of expenditures in which staff will recommend surplus funds be allocated. The policy institutionalizes prudent financial management practices by promoting long-term strategic thinking and defining boundaries for use of one-time funds.
2. BACKGROUND
The City adopts a biennial budget with the goal of balancing the cost of providing services with the amount of revenues received. These planned expenditures and revenues can be further classified as recurring or non-recurring. Recurring expenditures are those that are included in the budget each year to maintain current service levels. Recurring revenues are those that can be reasonably expected to continue every year with some degree of predictability (property taxes, for example). A structurally balanced budget supports financial sustainability for multiple years into the future by balancing recurring revenues with recurring expenses.
The amount of money available after subtracting the total amount of expenditures made from the total amount of revenues received is the fund balance. The City has adopted a general fund reserve policy that requires maintenance of an unrestricted fund balance equal to at least 30% of the annual operating expenditures. The purpose of the reserve policy is to mitigate risks that could disrupt City services. If unforeseen economic conditions result in a reduction of expected revenues or catastrophic events require exorbitant one-time expenses the reserve is available to continue supporting essential recurring expenditures.
In addition to the budget process, the City prepares a long-term forecasting model that provides the opportunity to plan for longer term needs outside of the typical two-year budget cycle. The forecast provides a mechanism to understand the impacts of volatility on recurring revenues like Transient Occupancy Tax and Sales Taxes as well as growth trends associated with pension costs and other recurring expenditures. The forecast model is an important tool for identifying funding shortfalls and understanding the impacts of additional contributions.
3. POLICY
3.1 Definition of Surplus
For this policy, any anticipated remaining fund balance in the general fund that exceeds the reserve by $250,000 is defined as surplus. The $250,000 excess allows for reasonable variances within the estimated closing figures.
3.2 Financial Analysis and Review
A budget is a financial plan. Prudent fiscal management practices require ongoing analysis and updating of the City budget. Staff analyze the Cities financial condition and bring updates to Council for review on a quarterly basis. During these reviews staff recommend adjustments to 231
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Packet Pg. 503 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) revenues and expenditures to align budgeted expectations with current trends and reduce or increase expenditures based on City needs and the overall fiscal health of the organization. During the third quarter budget review staff have a good understanding of the remaining revenues to be received and expenditures that will be incurred. During this review staff will provide closing estimates and determine if unanticipated revenues or budgetary savings will result in a surplus in the general fund. If a surplus is present staff will propose additional budgetary appropriations to allocate the surplus consistent with this policy.
3.3 Allocation of Surplus
Identified surplus funds will only be allocated for use on non-recurring expenditures to maintain a structurally balanced budget. Allocations of surplus funds are meant to improve the long-term fiscal health and prosperity of the City. Surplus funds will not increase long-term operational costs or expand the scope of operations. City staff will present surplus funding options consistent with the following categories.
• Actions that reduce City debt or liabilities, including but not limited to reducing fund deficits, paying off internal or external loans, early repayment of bonds, and additional contributions to the City’s unfunded pension obligations (CalPERS UAL). • Contributions that result in investment returns or expand future revenue potential, including but not limited to contributions to the Pension Trust Fund, and Long-Range Planning Fund.
• Investments to repair, replace, or expand existing capital assets including but not limited to deferred building maintenance, vehicle replacements, streets and drainage infrastructure, water and sewer infrastructure.
The ultimate responsibility for determining the allocation of surplus funds, consistent with this policy, rests with the City Council. The third quarter fiscal review will include appropriation adjustments to accommodate the approved allocations, but no expenditures will be incurred until the closing of the fiscal year. Staff will report back to council at the next quarterly financial update if for any reason approved surplus expenditures are not completed.
3.6 Review of Surplus Policy
Maintaining a structurally balanced budget that promotes sustainability of essential services requires a long-term plan. The City will review this policy at a minimum biennially, concurrent with preparation of the budget, to determine if changes to this policy are necessary to ensure resources are being allocated to priorities pertinent in the current financial landscape. 232
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Packet Pg. 504 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY OF HEALDSBURG
RESOLUTION NO. 56-2016
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG AMENDING RESOLUTION NO. 139-2000,
RESCINDING RESOLUTION NO. 106-2003 AND
REESTABLISHING THE RESERVE POLICY FOR THE
GENERAL FUND
WHEREAS, the City Council of the City of Healdsburg first adopted a contingency reserve for the General Fund in 2000 based on revenues, and then a recession reserve in 2003; and
WHEREAS, a formally articulated budget and strong fiscal policies provide the foundation for assuring the City’s long-term fiscal health and the first line of defense in adverse circumstances is a strong reserve policy; and
WHEREAS, maintaining minimum fund balances based on the annual expenditures, a level set by city policy, allows the City to continue operations and projects while responding to short-term problems and provides breathing room to address longer-term problems while comprehensive response plans are developed; and
WHEREAS, 30% of annual operating expenditures is found to be the appropriate level of protection; and
WHEREAS, staff recommends the previous contingency and recession reserves be removed and replaced with a reserve based on annual operating expenditures.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg does hereby:
1. Rescinds Resolution No. 106-2003.
2. Amends Resolution No. 139-2000 deleting Section I related to the General Fund.
3. Maintains an unrestricted fund balance in the General Fund of at least 30 percent of General annual operating expenditures. The primary purpose of this fund balance designation is to protect the City's essential service programs and funding requirements during periods of economic downturn or of unforeseen catastrophic costs. Additionally, a designation of 30 percent is considered the minimum level necessary to maintain the City's credit worthiness.
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Packet Pg. 505 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 234
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Packet Pg. 506
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 235
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Packet Pg. 507
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 236
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Packet Pg. 508
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY OF HEALDSBURG
ORDINANCE NO. 1240
AN UNCODIFIED ORDINANCE OF THE CITY COUNCIL OF
THE CITY OF HEALDSBURG ADOPTING WATER AND
WASTEWATER RATES FOR FISCAL YEARS 2024-25, 2025-
26, AND 2026-27
WHEREAS, Healdsburg Municipal Code Section 13.20.180 and 13.20.130 authorize the City Council to set and impose rates, by resolution, for water and wastewater services rendered by the City of Healdsburg (“City”); and
WHEREAS, the City Council may adopt any fee or charge by ordinance if it is permitted to adopt the fee or charge by resolution; and
WHEREAS, the water and wastewater services rates currently applied to City customers were last updated by Resolution No. 96-2022 adopted by City Council on June 21, 2022; and WHEREAS, the City hired Raftelis, Inc (“Raftelis”) to review the City’s water and wastewater rates to determine whether they adequately recover ongoing costs to provide these services and support needed capital improvements; and
WHEREAS, Raftelis submitted a Water and Wastewater Cost of Service and Rate Design, dated March 22, 2024 (“Rate Study”), which recommends revised water and wastewater rate schedules for Fiscal Years 2024-25, 2025-26, and 2026-27. The Rate Study is attached hereto as Exhibit A and hereby incorporated by reference; and
WHEREAS, the City Council finds and determines that, based on the entire record before the City Council, including but not limited to the Rate Study and the Staff Report and attachments thereto:
(1) Revenues derived from the proposed rates will not exceed the costs required to provide water and wastewater service, respectively.
(2) Revenues derived from the proposed water and wastewater rates will not be used for any purpose other than that for which they were imposed. (3) The amount of the rates imposed upon any parcel or person as an incident of property ownership will not exceed the proportionate cost of the service attributable to the parcel. (4) The rates are imposed for a service or services that are actually used by, or immediately available to, the owner of the property in question.
(5) The rates are not being imposed for, nor will they contribute to, general government services; and
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Packet Pg. 509 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) WHEREAS, pursuant to the provisions of Article XIII D, Section 6, of the California Constitution (“Proposition 218”), prior to extending, imposing or increasing water and wastewater rates, property owners shall be provided at least 45 days’ notice of a public hearing to consider such modifications to water and wastewater rates together with an explanation of:
(1) the amount of the proposed rates, (2) the basis on which the rates are calculated, (3) the reason for the rate modifications, and (4) the date, time and place of a public hearing to consider the rate modifications, together with an explanation of the rights of property owners to submit written protests to the proposed rate modifications. The proposed rate modifications may not be imposed if, prior to the close of the public hearing, written protests are submitted by a majority of the parcels subject to the modified rates (“majority protest”); and WHEREAS, notice of the public hearing to consider proposed adjustments to the water and wastewater rates was mailed to property owners of record and customers of record in accordance with Proposition 218; and
WHEREAS, on May 6, 2024, the City Council conducted a public hearing, considered testimony, and at the conclusion of the hearing determined that a majority protest did not exist; and
WHEREAS, the Rate Study recommends transitioning the existing capital reserve policy to a rate stabilization policy, eliminating the earmarking of reserves for specific capital purposes, and instead utilizing the capital reserve to complete preemptive capital replacement and fund maintenance costs in a manner that stabilizes rates; and WHEREAS, the mailed notice of public hearing included a statement that there is a 120- day statute of limitations for challenging the water and wastewater rates should the proposed water or wastewater rates be adopted; and
WHEREAS, the water and wastewater rates are “exempt charges,” within the meaning of Section 1 of Article XIII C of the California Constitution and the proposed Taxpayer Protection and Government Accountability Act (Initiative No. 21-0042) because they are charges that are imposed in accordance with and subject to Article XIII D of the California Constitution; and
NOW, THEREFORE, BE IT RESOLVED THAT THE CITY COUNCIL OF THE CITY OF HEALDSBURG DOES ORDAIN AS FOLLOWS:
Section 1. The above recitals are true and correct, and incorporated herein by reference and each is relied upon independently by the City Council for its adoption of the Ordinance.
Section 2. The City Council finds that the adoption of this Ordinance is not considered a project under Public Resources Code Section 21065 and California Environmental Quality Act (“CEQA”) Guidelines Section 15378 because the Ordinance does not have the potential for 238
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Packet Pg. 510 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, as the Ordinance creates government funding mechanisms which do not involve any commitment to any specific project. The Ordinance is also exempt from CEQA as there is no possibility for causing a significant effect on the environment, per CEQA Guideline Section 15061(b)(3). No specific water or wastewater projects are associated with this Ordinance. The Ordinance is policy-oriented and would create a funding mechanism for the development of future water or wastewater facilities. When and if specific water or wastewater projects are developed and proposed for implementation, the environmental impacts of such facilities would be evaluated in accordance with CEQA and City practice.
Section 3. The procedures followed and the water and wastewater rates referenced herein are in compliance with the California Constitution Article XIII D and Government Code section 53755.
Section 4. The City Council adopts the water and wastewater rate schedules in Exhibit B attached hereto and incorporated herein by this reference. These rates shall supersede previously adopted water and wastewater rates, with the exception of previously adopted Water Shortage Rate Surcharges.
Section 5. The City Council approves and adopts the Rate Study attached hereto as Exhibit A, which sets forth the basis for the water and wastewater rates.
Section 6. The water and wastewater rates, set forth in Exhibit B, may be amended from time to time by ordinance or resolution of the City Council.
Section 7. The City Council approves and adopts a reserve target for both the Water and Wastewater enterprises at the amount of revenue needed to sustain a 90-day operating reserve plus an additional one-million dollars, for each enterprise, to be used as a rate stabilization reserve.
Section 8. If any provision, section, paragraph, sentence or word of this Ordinance, or the application thereof to any person or circumstance, is rendered or declared invalid by any court of competent jurisdiction, the remaining provisions, sections, paragraphs, sentences or words of this Ordinance, and their application to other persons or circumstances, shall not be affected thereby and shall remain in full force and effect and, to that end, the provisions of this Ordinance are severable.
Section 9. This Ordinance shall become effective thirty days after the date of its adoption.
Section 10. The City Clerk is directed to cause this Ordinance to be published in the manner required by law.
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Packet Pg. 511 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) INTRODUCED by the City Council of the City of the Healdsburg on the 6th day of May 2024, and PASSED and APPROVED at a regular meeting of the City Council of the City of Healdsburg on the 20 day of May 2024, by the following vote:
AYES: Councilmembers: (5) Edwards, Herrod, Kelley, Mitchell, and Mayor Hagele NOES: Councilmembers: (0) None
ABSENT: Councilmembers: (0) None
ABSTAINING: Councilmembers: (0) None
SO ORDERED: ATTEST:
____________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
Dated: ______________________________
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Packet Pg. 512 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY OF HEALDSBURG
RESOLUTION NO. 112-2019
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG RESCINDING RESOLUTION 97-2008 AND
APPROVING A REVISED RESERVE POLICY FOR THE
CITY’S ELECTRIC FUND
WHEREAS, the City’s Electric Utility is a publicly owned utility providing electric services to the City’s residents and businesses; and
WHEREAS, the operation of the City’s Electric utility requires ongoing planned and unplanned maintenance as well as the procurement of energy related products; and WHEREAS, in September of 2008, the City Council adopted a revised reserve policy to mitigate financial risks; and
WHEREAS, after ten years, City staff reviewed the reserve policy and recommends changes to the City Council; and
WHEREAS, City staff recommends consolidating the operating reserve and rate stabilization reserve into one 180 days-of-cash on hand or 50% of the Electric Fund’s approved operating budget; and
WHEREAS, City staff recommends increasing the capital reserve to $4,000,000 to cover the contingencies of major equipment failures and natural disasters; and WHEREAS, the recommended policy will increase Electric Fund restricted reserves from $7,000,000 to roughly $9,828,000; and
WHEREAS, the Electric Fund’s existing restricted and unrestricted reserves are adequate to cover the recommended policy; and
WHEREAS, the reserve levels proposed are realistic and worthwhile for the purposes of providing stability in terms of operations and electric rates for the City’s customers; and WHEREAS, the continued administrative actions do not constitute a project under California Environmental Quality Act (“CEQA”) guidelines and is therefore exempt from further environmental review.
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Healdsburg does hereby:
1. Find that continued administrative actions are exempt from CEQA and no further environmental review is needed.
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Packet Pg. 513 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 242
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Packet Pg. 514
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) 243
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Packet Pg. 515
Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY OF HEALDSBURG
RESOLUTION NO. ___-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG ADOPTING THE 2024-25 BUDGET
WHEREAS, at the January 16, 2024, City Council meeting the City kicked off the budget development process, identifying the budget development goals and a public outreach strategy; and
WHEREAS, as part of the public outreach and engagement strategy the City held a public workshop, met with community organizations, launched an online budget simulation and a paper budget survey; and
WHEREAS, on February 26, 2024, the City Council reviewed and updated the Pension Liability Funding Policy and the General Fund Surplus Policy as part of the budget development process; and
WHEREAS, on April 15, 2024, the City Council received an update on the budget development process including feedback from the public engagement process; and WHEREAS, on May 13, 2024, the City Council held a duly noticed special meeting to review, and provide opportunity for and receive public comments regarding the proposed Fiscal Year 2024-25 budget.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg does hereby:
1. Adopt the Fiscal Year 2024-25 budget as depicted on the attached Exhibit A.
2. Authorize the City Manager to take all necessary and proper steps to implement this budget, including making expenditures which require prior approval of the City Council as set forth in the Healdsburg Municipal Code and State law.
3. Directs the City Manager to notify the City Council on a timely basis and prepare a budget adjustment when it appears a budget will be exceeded.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 3rd day of June 2024 by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
244
8.E.a
Packet Pg. 516 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) ABSTAINING: Councilmembers:
SO ORDERED: ATTEST:
_________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
245
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Packet Pg. 517 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Resolution No.
Exhibit A
Fund Description FY 2024-2025
101 General Fund $ 18,634,037
102 General Capital Replacement Fund 242,943
104 Enhanced Fire Protection Fund (Measure H) 341,150
105 Transaction & Use Tax Fund (Measure T) 2,889,389
106 Transient Occupancy Tax (TOT) - Affordable Housing 1,485,537 107 L & M Village Fund 839,231
201 Gas Tax Fund 302,900
202 Road Repair and Accountability Fund 1,434,000
211 Public Safety Fund 102,701
213 Opioid Settlement Fund 50,000
221 Lighting & Landscape Assessment District 1 78,383
222 Lighting & Landscape Assessment District 2 7,212
223 Lighting & Landscape Assessment District 3 85,474
224 Lighting & Landscape Assessment District 4 5,147
225 Lighting & Landscape Assessment District 5 17,969
226 Lighting & Landscape Assessment District 6 21,675
227 Lighting & Landscape Assessment District 7 50,519
280 Media Center Fund 35,000
301 General Debt Service Fund 122,918
403 Post RDA Successor Agency Fund 3,987,878
404 Post RDA Housing Agency Fund 650
405 Post RDA Debt Retirement Fund 3,729,129
510 Streets Fund 1,542,059
512 Streets Capital Project Fund 5,258,300
520 Water Fund 7,558,247
522 Water Capital Project Fund 2,851,724
530 Wastewater Capital Project Fund 8,469,934
531 Drainage Fund 848,752
532 Wastewater & Drainage Capital Project Fund 2,755,085 540 Electric Fund 17,791,547
542 Electric Capital Project Fund 2,473,303
546 Electric Public Benefit Fund 565,049
547 Electric Cap and Trade Fund 1,347,911
570 Airport Fund 454,864
572 Airport Capital Project Fund 320,000
581 Sonoma County Parks Improvement Fund (Measure M) 144,000 582 Community Services Capital Projects Fund 1,590,000
583 Park Dedication Fund 446,000
585 Community Services Fund 8,006,563
601 Insurance & Benefits Fund 1,733,299
602 Vehicle Services Fund 1,126,910
603 Information Services Fund 4,127,215
604 Building Maintenance Fund 1,525,646
622 Vehicle Replacement Fund 2,250,998
703 Senior Center Endowment Expendable Trust 4,500
706 Plaza Flowers Veterans Trust Fund 900
920 Water Development Impact Fees Fund 557,260
930 Wastewater Development Impact Fees Fund 375,298
931 Drainage Development Impact Fees Fund 818,831
Total $ 109,408,037
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Packet Pg. 518 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption)
CITY OF HEALDSBURG
RESOLUTION NO. ___-2024
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HEALDSBURG ADOPTING THE 2025-26 BUDGET
WHEREAS, at the January 16, 2024, City Council meeting the City kicked off the budget development process, identifying the budget development goals and a public outreach strategy; and
WHEREAS, as part of the public outreach and engagement strategy the City held a public workshop, met with community organizations, launched an online budget simulation and a paper budget survey; and
WHEREAS, on February 26, 2024, the City Council reviewed and updated the Pension Liability Funding Policy and the General Fund Surplus Policy as part of the budget development process; and
WHEREAS, on April 15, 2024, the City Council received an update on the budget development process including feedback from the public engagement process; and WHEREAS, on May 13, 2024, the City Council held a duly noticed special meeting to review, and provide opportunity for and receive public comments regarding the proposed Fiscal Year 2025-26 budget.
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Healdsburg does hereby:
1. Adopt the Fiscal Year 2025-26 budget as depicted on the attached Exhibit A.
2. Authorize the City Manager to take all necessary and proper steps to implement this budget, including making expenditures which require prior approval of the City Council as set forth in the Healdsburg Municipal Code and State law.
3. Directs the City Manager to notify the City Council on a timely basis and prepare a budget adjustment when it appears a budget will be exceeded.
PASSED, APPROVED, AND ADOPTED by the City Council of the City of Healdsburg this 3rd day of June 2024 by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT: Councilmembers:
247
8.E.a
Packet Pg. 519 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) ABSTAINING: Councilmembers:
SO ORDERED: ATTEST:
_________________________________ ____________________________________ David Hagele, Mayor Raina Allan, City Clerk
248
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Packet Pg. 520 Attachment: Attachment A: Biennial Budget FY 24-25 and FY 25-26 (4292 : FY 24-25 & FY 25-26 Budget Adoption) Resolution No.
Exhibit A
Fund Description FY 2025-26
101 General Fund $ 19,123,364
102 General Capital Replacement Fund 242,943
104 Enhanced Fire Protection Fund (Measure H) 179,536
105 Transaction & Use Tax Fund (Measure T) 4,113,996
106 Transient Occupancy Tax (TOT) - Affordable Housing 2,737,843 107 L & M Village Fund 845,535
201 Gas Tax Fund 302,900
211 Public Safety Fund 7,500
213 Opioid Settlement Fund 50,000
221 Lighting & Landscape Assessment District 1 79,130
222 Lighting & Landscape Assessment District 2 7,540
223 Lighting & Landscape Assessment District 3 92,348
224 Lighting & Landscape Assessment District 4 6,427
225 Lighting & Landscape Assessment District 5 20,012
226 Lighting & Landscape Assessment District 6 23,256
227 Lighting & Landscape Assessment District 7 64,837
280 Media Center Fund 35,000
301 General Debt Service Fund 122,918
403 Post RDA Successor Agency Fund 3,983,830
404 Post RDA Housing Agency Fund 652
405 Post RDA Debt Retirement Fund 3,725,080
510 Streets Fund 1,597,615
512 Streets Capital Project Fund 16,137,319
520 Water Fund 8,041,409
522 Water Capital Project Fund 1,458,834
530 Wastewater Fund 10,442,811
531 Drainage Fund 868,376
532 Wastewater & Drainage Capital Project Fund 1,953,147 540 Electric Fund 20,338,367
542 Electric Capital Project Fund 5,302,500
546 Electric Public Benefit Fund 427,544
547 Electric Cap and Trade Fund 729,241
570 Airport Fund 637,811
572 Airport Capital Project Fund 868,000
581 Sonoma County Parks Improvement Fund (Measure M) 150,000 582 Community Services Capital Projects Fund 5,274,803
585 Community Services Fund 8,385,242
601 Insurance & Benefits Fund 2,027,093
602 Vehicle Services Fund 1,175,636
603 Information Services Fund 4,102,683
604 Building Maintenance Fund 1,457,977
622 Vehicle Replacement Fund 558,187
703 Senior Center Endowment Expendable Trust 4,500
706 Plaza Flowers Veterans Trust Fund 900
Total $ 127,704,642
249