ATCH 1 - Fiscal Year 2022-23 Proposed Budget — Napa City Council, June 7, 2022 (part 2 of 3)

Fund Purpose:

This fund accounts for the operation and management of a commercial office building owned by the Housing Authority of the City of Napa. The Authority’s offices are located in part of the building, and the rest is leased to another City department.

Major Accomplishments in Fiscal Year 2021/22:
• Maintained full occupancy of the building to assure financial stability.

Key Initiatives for Fiscal Year 2022/23:
• Maintain full occupancy to insure financial stability.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Investment Earnings 31,946 2,956 6,500 8,710 13,000 100 % Misc Revenues 220,178 236,724 241,500 239,150 243,800 1 % Total Revenues $ 252,123 $ 239,681 $ 248,000 $ 247,860 $ 256,800 4 % Salaries & Wages 21,429 10,969 18,680 8,320 16,150 (14) % Benefits 10,900 7,305 10,830 6,570 8,350 (23) % Services - External 20,626 21,033 31,100 21,390 33,500 8 % Debt Service 93,519 93,519 94,000 93,520 95,000 1 % Services - Internal 2,200 2,500 2,800 2,800 3,500 25 % Materials & Supplies 2,141 1,434 1,500 2,250 2,000 33 % Transfers Out 83,800 86,300 94,900 94,900 98,300 4 % Total Expenditures $ 234,615 $ 223,060 $ 253,810 $ 229,750 $ 256,800 1 % Net Contribution / (Use) 17,509 16,621 (5,810) 18,110 — — % Projected Fund Balance at
June 30 839,188 855,809 849,999 873,919 873,919 3 % Major Budget Changes for Fiscal Year 2022/23:

None.

Housing Authority of the City of Napa
Seminary Street Fund
Proposed FY 22/23 Budget
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Fund Purpose:

The Housing Choice Voucher Program provides rental assistance to approximately eleven hundred households in the Napa Valley. This program is a federally funded program and is required to meet the rigorous standards set by HUD. The Fund also includes the Mainstream Program which currently includes 75 rental assistance subsidies specifically designated for the disabled as well as the Emergency Housing Voucher Program which currently includes 45 rental assistance subsidies for the chronically homeless.

Major Accomplishments in Fiscal Year 2021/22:
• Expanded the landlord mitigation and incentive program which encourages landlord participation in Section 8 program.
• Received grant in 2022 of approximately $113,000 for one Family Self Sufficiency coordinator.
• Awarded 45 new Emergency Housing vouchers for chronically homeless persons. • Entered into agreements to project-based 46 vouchers in a new construction affordable housing project and made reservation for 38 project-based vouchers for a new construction/re-use affordable housing project.

Key Initiatives for Fiscal Year 2022/23:
• Maintain program quality and obtain a SEMAP performance rating of high performer. • Continue to assist the maximum number of households possible while dealing with a market experiencing low vacancies and escalating rents. • Explore additional project-based voucher opportunities to expand affordable housing options for voucher holders.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 101,698 89,102 49,000 38,310 45,500 (7) % Intergovernmental 13,579,455 14,904,009 15,419,230 14,902,060 16,360,500 6 % Misc Revenues — 23,488 — 4,010 — — %
Transfers In 23,921 32,650 48,300 19,930 39,050 (19) % Total Revenues $ 13,705,074 $ 15,049,249 $ 15,516,530 $ 14,964,310 $ 16,445,050 6 % Salaries & Wages 583,398 708,255 749,870 616,880 776,000 3 % Benefits 324,771 349,885 400,570 357,380 404,300 1 % Services - External 12,719,136 13,333,124 14,580,130 13,637,260 15,090,200 3 % Services - Internal 14,200 16,800 21,300 21,300 25,200 18 % Materials & Supplies 8,446 6,236 9,000 6,890 11,500 28 % Transfers Out 94,421 105,250 128,200 99,830 121,850 (5) % Total Expenditures $ 13,744,372 $ 14,519,550 $ 15,889,070 $ 14,739,540 $ 16,429,050 3 % Net Contribution / (Use) (39,298) 529,699 (372,540) 224,770 16,000 100 % Projected Fund Balance at
June 30 1,211,551 1,741,250 1,368,710 1,966,020 1,982,020 45 % Major Budget Changes for Fiscal Year 2022/23:

None.

Housing Authority of the City of Napa
Section 8 Housing Fund
Proposed FY 22/23 Budget
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Fund Purpose:

This fund was previously funded by revenues received by the Housing Authority under contract with the former Napa Community Redevelopment Agency. Due to the dissolution of redevelopment, revenues are now limited to affordable housing loan repayments. A variety of affordable housing activities can be funded with this fund although funding is limited.

Major Accomplishments in Fiscal Year 2021/22:
• Continued monitoring of projects previously assisted and loan servicing of existing loans to ensure continued affordability of assisted units and to maintain a funding source for future needs.

Key Initiatives for Fiscal Year 2022/23:
• Continue to monitor and administer loans and projects. • Continue to fund home sharing program.
• Continue to fund landlord mitigation and incentive program.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Investment Earnings 58,330 4,362 11,000 22,470 24,000 118 % Financing Revenues 115,743 119,175 1,500 102,940 2,000 33 % Misc Revenues 1 1 — — — — %
Total Revenues $ 174,074 $ 123,538 $ 12,500 $ 125,410 $ 26,000 108 % Salaries & Wages 5,005 3,652 8,590 3,990 9,300 8 % Benefits 2,244 3,683 4,510 3,120 4,600 2 % Services - External 118,543 81,833 166,000 145,270 172,000 4 % Services - Internal 200 200 300 300 300 — %
Transfers Out 9,900 10,200 11,200 11,200 11,600 4 % Total Expenditures $ 135,893 $ 99,569 $ 190,600 $ 163,880 $ 197,800 4 % Net Contribution / (Use) 38,181 23,969 (178,100) (38,470) (171,800) — % Projected Fund Balance at
June 30 1,448,183 1,472,152 1,294,052 1,433,682 1,261,882 (2) % Major Budget Changes for Fiscal Year 2022/23:

None.

Housing Authority of the City of Napa
20% Low/Mod Income Fund
Proposed FY 22/23 Budget
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Fund Purpose:

This fund accounts for unrestricted revenues received, fees charged for services rendered and general administration activities of the Housing Authority that cannot be allocated to restricted funds.

Major Accomplishments in Fiscal Year 2021/22:
• Provided affordable housing services to the Cities of American Canyon, Calistoga and St. Helena and the Town of Yountville.
• Assisted the Cities of American Canyon, St. Helena, and Calistoga and the Town of Yountville in expending more than $200,000 for homeowner rehabilitation loans through State funding from Cal Home, HOME and CDBG.

Key Initiatives for Fiscal Year 2022/23:
• Administer owner occupied rehabilitation loan programs for American Canyon, Calistoga, St. Helena, and the Town of Yountville as grant funding is available. • Continue to support homeless programs and the Continuum of Care grant program. • Continue to provide housing services and monitoring for American Canyon, Calistoga, St. Helena and Yountville.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 351,251 343,094 476,700 329,770 491,450 3 % Intergovernmental 2,034 — — — — — %
Investment Earnings 17,909 1,859 4,300 2,120 5,500 28 % Financing Revenues — 72,555 — — — — %
Misc Revenues 77,426 8,273 7,000 7,000 7,000 — % Transfers In 37,000 18,500 20,500 20,500 — (100) % Total Revenues $ 485,620 $ 444,281 $ 508,500 $ 359,390 $ 503,950 (1) % Salaries & Wages 180,201 193,232 261,070 206,090 330,500 27 % Benefits 82,090 91,162 129,440 145,500 139,300 8 % Services - External 54,951 132,421 139,800 88,060 114,500 (18) % Services - Internal 3,700 4,300 6,900 7,100 6,700 (3) % Materials & Supplies 4,963 7,582 3,500 2,060 7,500 114 % Transfers Out 31,515 31,300 34,400 34,400 35,600 3 % Total Expenditures $ 357,420 $ 459,998 $ 575,110 $ 483,210 $ 634,100 10 % Net Contribution / (Use) 128,199 (15,717) (66,610) (123,820) (130,150) — % Projected Fund Balance at
June 30 395,049 379,332 312,722 255,512 125,362 (60) % Major Budget Changes for Fiscal Year 2022/23:
• Decrease in External Services due to closing of the Successor Agency Low-Mod fund which formerly supplemented the Local Housing fund.

Housing Authority of the City of Napa
Local Housing Fund
Proposed FY 22/23 Budget
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Fund Purpose:

This fund accounts for federal Department of Housing and Urban Development (HUD) funds specific to the McKinney Vento Act for Homeless Continuum of Care. The grant provides resources for various activities related to housing and services for the homeless. The activities funded in this budget include rental assistance for special needs populations administered by the Housing Authority.

Major Accomplishments in Fiscal Year 2021/22:
• Received Shelter Plus Care grant renewal funding from HUD. • Actively participated in the Napa County Continuum of Care to help obtain federal and State funding for housing and services for homeless community members.

Key Initiatives for Fiscal Year 2022/23:
• Continue to work in partnership with the Continuum of Care to apply for renewal of grant funding and administer rent subsidies for at least eight disabled and chronically homeless households.
• Continue to actively participate in the Napa County Continuum of Care Homeless Collaborative.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Intergovernmental 106,675 114,016 135,400 113,200 156,550 16 % Transfers In 1,215 — — — — — %
Total Revenues $ 107,890 $ 114,016 $ 135,400 $ 113,200 $ 156,550 16 % Salaries & Wages 1,702 3,979 7,350 5,170 6,100 (17) % Benefits 801 2,416 3,910 2,830 3,350 (14) % Services - External 105,386 107,623 124,000 105,690 147,100 19 % Services - Internal — — 200 — — (100) %
Total Expenditures $ 107,889 $ 114,018 $ 135,460 $ 113,690 $ 156,550 16 % Net Contribution / (Use) 1 (2) (60) (490) — — %
Projected Fund Balance at
June 30 (489) (491) (551) (981) (981) — %
Major Budget Changes for Fiscal Year 2022/23:
• Increase in External Services due to increase in grant award.

Housing Authority of the City of Napa
Homeless Continuum of Care Fund
Proposed FY 22/23 Budget
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Capital Improvement
Program
Fiscal Year
2022/23
Proposed FY 22/23 Budget
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Capital Improvement Program Overview:

The Capital Improvement Program involves fiscal oversight of various City financial resources to be used for the acquisition, design and/or construction of major capital facilities within the City.

This section of the budget document provides a spending management plan for major capital projects that are needed to meet City needs and City Council priorities. The program reflects long-range capital planning efforts by identifying specific projects, the timing of expenditures and the estimated impact on operating budgets for those projects needed to service infrastructure over a considerable period of time.

A capital project is usually considered a one-time expenditure, but may be funded over several years. The City adopts a five-year Capital Improvement Program to identify funding for multi- year projects and to provide budget forecasting for capital projects according to priority and available funding. By providing the budget in this format, the City Council provides staff with one year of budget appropriations and an expectation of when projects are to be advanced and completed. It also provides staff with a planning tool to help arrange and procure resources necessary to meet City Council and the public's expectations.

There are several different funding sources that support the Capital Improvement Program:

Funding Source Source of Revenue Project Types
CIP General Reserve
General Fund contribution (1% of
annual operating budget) Parks, playgrounds, city infrastructure CIP Facilities Reserve
General Fund contribution (2% of
annual operating budget) Government buildings
American Rescue Plan Act American Rescue Plan Act Council Approved Gas Tax State Gasoline Tax Transportation
Measure T Sales Tax Street maintenance and rehab
Underground Utility User fees Utility infrastructure
Street Improvement Fee User fees Streets
Development Impact Fees (DIF) Impact fees City Infrastructure Quadrant Fees Subdivision developer impact fees Parks, playgrounds, community centers Parking Fees Impact fees, parking agreements
Parking facilities, including parking lots
and structures
Community Development Block Grant Grants
Housing, community development and
new sidewalks
Assessment Districts Property Tax, business license tax Maintenance of existing facilities ATP (Active Transportation Program) Federal/State
Bicycle, pedestrian and non-motorized
facilities
TFCA (Transportation Funds for Clean Air) State
Air quality, public transit, bicycle and
pedestrian facilities
CMAQ (Congestion Mitigation and Air
Quality) Federal
Transportation, alternative fuel vehicles,
emission reduction, bicycle and pedestrian
facilities
Highway Bridge Program Federal Maintenance Money
Bridge replacement, rehabilitation and
preventative maintenance
STIP (State Transportation Improvement
Program) State Transportation infrastructure
Materials Diversion Enterprise Fund User fees Materials Diversion Facility infrastructure Water Enterprise Fund User fees Water System infrastructure Grants Miscellaneous Funding Sources Specific to the type of grant Other Agencies Project Specific Impact to City infrastructure Developer Contributions Project Specific
Mitigation for impact by private
developments
Capital Improvement Program
Overview
Proposed FY 22/23 Budget
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Overall program management has been tasked to the Public Works Department due to its extensive knowledge and experience in the areas of project development, design and construction management. A project review team, made up of representatives from all city departments, screened new project requests from the various departments. The goal of this team was to review each project request and weigh the need versus available funding. A list of projects was developed and has been presented in the five-year capital program. Individual project detail sheets that provide general project descriptions, project locations, and financial information were also developed and included in this budget document. Project tracking numbers were assigned to these projects to help identify the type of project, year developed and the initiating department.

The following pages list all current and planned 5-year CIP projects, sorted by project category.

Available budget as of April 30, 2021 is shown, as is the current project phase. Project phases are listed below:

Completed Project is completed and will be removed from CIP.

Construction
Project is currently in construction or beginning construction in FY 2022.

Delayed Project is not active due to insufficient funding and/or staffing.

Design
Project is in development stage (planning, environmental review, engineering, and/or property acquisition phase).

Monitoring / Mitigation
Project construction is completed and environmental monitoring phase active per permit requirements.

New Future project added in FY 2022 Budget Adoption / 5-Year CIP.

Not Moving Forward Project is cancelled and will be removed from CIP.

Ongoing
Project is continuing to move forward and does not fit in other categories.

More detail on current projects can be found within the CIP Project Detail Sheets.

Capital Improvement Program
Overview
Proposed FY 22/23 Budget
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Bike/Pedestrian
Facility BP12PW01 SR 29 Undercrossing 1,283,082.50 816,086.47 Design

ARPA, ATP, BTC,
General Fund, MTC,
TFCA 1,365,000 —
Bridge BR05PW01 Trancas Bridge Scour 17,108.78 3,921.81 Monitoring /
Mitigation
County of Napa,
HBRR, Gas Tax,
General Fund 50,000 —
Bridge BR22PW01
Bridge Assessment and
Repair 50,000.00 49,592.35 Ongoing General Fund 50,000 — Water
Transmission DR17FR11
Milliken Diversion Dam
Access Road Walkways 40,819.99 33,380.66 Ongoing Water Enterprise Fund 952,948 Water
Transmission DR17FR20
Milliken Raw Water
Pipeline Hardening
HMGP 4,610,100.00 4,599,299.76 Ongoing
Water Enterprise Fund,
FEMA, CalOES 825,100 3,785,000
Facilities FC13PD01
Police Range
Improvements 202,933.94 154,198.60 Design
General Fund, Other
Agencies 100,000 —
Facilities FC13PR01
Second Street Garage
Elevator Modernization 489,048.55 89,928.32 Design GF - Building Reserve — — Facilities FC16PR01
Senior Center
Renovations 25,190.28 22,461.94 Construction
CDBG, General Fund,
Other Agencies,
Quadrant Funds — —
Facilities FC20PW01
Building Facility Asset
Management 218,664.29 172,671.05 Ongoing GF - Building Reserve 100,000 — Facilities FC20PW02
Corp Yard Gate &
Cameras — — Completed GF - Building Reserve — —
Facilities FC20PW03
Police & Fire Admin
Building HVAC Chiller 978,943.49 875,839.06 Design
GF - Building Reserve,
ARPA 750,000 —
Facilities FC21PW01
City Hall Office Space
Modification 239,185.19 158,785.55 Design GF - Building Reserve — — Facilities FC22FD01
Fire Stations Access
Control Replacement
Project 50,000.00 50,000.00 Ongoing GF - Building Reserve — — Facilities FC22PW01
City Hall (Transformer,
HVAC, Roof) 750,000.00 747,230.84 Design GF - Building Reserve — — Facilities FC22PW02
Senior Center (paving,
site work & ADA) 750,000.00 654,456.78 Design GF - Building Reserve — — Facilities FC22PW03
Las Flores Community
Center Paving and ADA 400,000.00 150,486.23 Design GF - Building Reserve — — Facilities FC22PW04
Corp Yard Electrical
System Evaluation and
Plan 200,000.00 110,622.36 Design GF - Building Reserve 500,000 — Facilities FC22PW05
CSB Electrical System
Evaluation and Design 200,000.00 199,438.03 Design GF - Building Reserve — — Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Facilities FC22PW06
Parking Facilities FCA
and ADA Assessments 180,000.00 32,341.39 Design GF - Building Reserve — — Facilities FC22PW07
Senior Center Pedestrian
Bridge Repair 100,000.00 79,097.90 Design GF - Building Reserve 300,000 — Facilities FC23FD01
Fire Stations 1,2,&3
Alerting Systems — — New ARPA 150,000 —
Facilities FC23PD01
Napa Central Dispatch
Alternate Answering
Point — — New ARPA 1,500,000 —
Facilities FC23PD02
Alternate EOC &
Emergency Cooling
Centers Backup Power — — New ARPA 100,000 —
Facilities FC23PW01
Citywide Roofing
Restorations — — New GF - Building Reserve 1,000,000 500,000 Facilities FC23PW02
Citywide Building
Facilities Exterior
Repairs — — New GF - Building Reserve 500,000 500,000 Facilities FC23PW03
Citywide Access Barrier
Removals — — New GF - Building Reserve 400,000 500,000 Facilities FC23PW04
Generators for Facilities -
PD, EOC & Dispatch — — New ARPA 300,000 —
Facilities FC23PW05
Generators for Facilities -
Corporation Yard — — New ARPA 400,000 —
Materials
Diversion MD18PW01
MDF Improvements
(Compost/Stormwater) — — Completed
Solid Waste &
Recycling Bond Funds,
Solid Waste &
Recycling Enterprise
Fund — —
Materials
Diversion MD20UT01 MDF Electrical System 500,000.00 235,860.98 Ongoing Solid Waste &
Recycling Enterprise
Fund — —
Materials
Diversion MD22UT04
MDF Concrete Pad
Partial Replacement 150,000.00 150,000.00 Ongoing
Solid Waste &
Recycling Enterprise
Fund 300,000 1,950,000
Materials
Diversion MD23UT04
Raise MDF Compost
Stormwater Retention
Basin Berm — — New
Solid Waste &
Recycling Enterprise
Fund 110,000 —
Materials
Diversion MD23UT05
MDF Periodic Repair of
Interior Concrete — — New
Solid Waste &
Recycling Enterprise
Fund 75,000 —
Materials
Diversion MD24UT04 MDF MRF Roll Doors — — Ongoing
Solid Waste &
Recycling Enterprise
Fund — 75,000
Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Materials
Diversion MD24UT05
MDF MRF Building
Exterior Painting — — Ongoing
Solid Waste &
Recycling Enterprise
Fund — 75,000
Materials
Diversion MD24UT06 MDF Lighting Upgrade — — Ongoing
Solid Waste &
Recycling Enterprise
Fund — 130,000
Materials
Diversion MD24UT08
MDF In-Ground Vehicle
Weigh Scale — — New
Solid Waste &
Recycling Enterprise
Fund — 150,000
Materials
Diversion MD25UT01
MDF Fencing Partial
Replacement — — New
Solid Waste &
Recycling Enterprise
Fund — 250,000
Materials
Diversion MD26UT01 MDF Parking Lots — — Ongoing
Solid Waste &
Recycling Enterprise
Fund — 250,000
Materials
Diversion MD26UT03
Replace Metal Roof
Admin/Scalehouse — — New
Solid Waste &
Recycling Enterprise
Fund — 80,000
Miscellaneous MS12RA01
Pearl Street Surface
Pkng Lot 26,725.78 26,725.78 Cancelled
Successor Agency
Bond — —
Miscellaneous MS14PW01
Workorder Asset
Management 178,096.67 65,264.74 Ongoing General Fund — — Miscellaneous MS14RA01
Downtown Vehicular
Directional Signs 8,801.69 (698.31) Ongoing
Successor Agency
Bond — —
Miscellaneous MS17CD02
Electronic Garage
Occupy Signs 146,359.98 129,909.98 Design General Fund — — Miscellaneous MS17PW01
Arterial/Gateway
Enhancement 686,009.70 685,505.22 Ongoing General Fund — — Miscellaneous MS18CD01
Downtown Parking
Garage 34,035.40 34,035.40 Delayed
General Fund, Parking
DIF, Parking
Replacement Funds — 17,355,000
Miscellaneous MS18CD02 General Plan Update 442,661.12 (25,329.91) Ongoing General Fund — — Miscellaneous MS18PW01 McKinstry St Parking Lot 516,076.93 516,076.93 Delayed Parking Replacement
Funds — —
Miscellaneous MS21PW01 River Park Slope Repair 125,288.59 33,080.63 Ongoing River Park Assessment 500,000 — Facilities MS23PW01 Lake Park Pump Station — — New Lake Park Assessment 250,000 — Public Art PA22PR02
Downtown Parking
Garages Public Art 235,000.00 235,000.00 Ongoing Public Art Fund — 230,000 Public Art PA22PR03 Public Art in Parks 75,000.00 75,000.00 Ongoing Public Art Fund 675,000 — Public Art PA22PR04
Soscol Median Public Art
Project 250,000.00 250,000.00 Design Public Art Fund — — Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Public Art PA23PR01 Vine Trail Public Art — — Ongoing Public Art Fund 75,000 — Public Art PA23PR02
SR29 Undercrossing
Public Art — — Ongoing Public Art Fund — 75,000
Public Art PA23PR03
Main St. / 2nd St. Ped
Scramble Artwork — — Ongoing Public Art Fund — 200,000 Park PK06PW01 Hidden Glen Park — (12,376.45) Ongoing
Risk Management
Fund 300,000 —
Park PK16PR01 Sports Court Resurfacing 125,358.03 78,365.68 Ongoing General Fund 100,000 — Park PK16PR02
Parks Parking Lot and
Pathway Repair Project 735,101.12 712,031.80 Ongoing General Fund — 515,000 Park PK16PR03
Park Playground
Equipment Replacement 12,057.11 5,179.14 Ongoing General Fund — — Park PK16PR04 Park Shade Shelters — — Delayed General Fund — 240,000 Park PK18PR02 Park Restrooms 4,471.23 4,471.23 Delayed General Fund — 300,000 Park PK18PR05
Park Furnishing &
Infrastructure
Replacements 408,406.98 401,468.98 Ongoing General Fund 120,000 475,000 Facilities PK18PR06
Covered Canopy for
Corp Yard Equipment
Storage 101,193.10 99,349.63 Design GF - Building Reserve 50,000 — Park PK18PR07
Playground Equipment
Replacement 1,186,797.79 1,177,355.56 Ongoing General Fund — 315,000 Park PK22PR01
Abruzzini Park
Improvements 47,960.00 47,960.00 Ongoing
Orchard Avenue Area
DIF - Park — —
Park PK23PR01
Kennedy Golf Course
Backflow Device — — New General Fund 75,000 —
Storm Drain SD11PW01
Camille Creek Bank
Stabilization 9,683.31 9,683.31
Monitoring /
Mitigation
Storm Water
Assessment — —
Storm Drain SD16PW01
Rose Lane Sewer
Separation 145,189.76 144,927.70 Delayed
Storm Water
Assessment — —
Storm Drain SD17PW03
Trower Stormdrain
Improvements 570,298.65 570,298.65 Delayed General Fund — — Storm Drain SD22PW01
Storm Drain System
Condition Assessments 500,000.00 500,000.00 New ARPA — — Storm Drain SD23PW01
Stormdrain Infrastructure
Funding — — New ARPA 4,715,000 —
Street ST10PW05
Pavement Management
Program 204,922.09 94,815.20 Ongoing State Gas Tax 75,000 300,000 Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Street ST11PW02
Big Ranch Road
Widening 1,942,347.45 1,917,957.93 Design
Big Ranch Specific
Plan DIF, Underground
Utility — —
Street ST14PW02
1st & 2nd St
Roundabouts & Public
Art 983,891.20 358,661.90 Design
CMAQ, Gas Tax, CIP
General Reserve,
Public Art, STIP, Street
Improvement DIF -
Streets 25,000 —
Street ST14PW04
Silverado-Third-
Coombsville-East (5-
way) Intersection 541,468.98 540,847.44 Ongoing
Street Improvement
DIF - Streets, Street
Mitigation, State Grant 3,500,000 3,000,000
Street ST14PW05 Trower Ave Widening 764,069.56 726,386.69 Design Linda Vista DIF -
Residential
Development,
Underground Utility 1,300,000 —
Street ST14PW07
Sierra Ave Extension to
Villa 963,169.55 963,169.55 Ongoing
Big Ranch Specific
Plan DIF — —
Street ST15PW02
Trower Ave Extension to
Big Ranch 66,457.74 66,457.74 Delayed
Big Ranch Specific
Plan DIF — —
Street ST16PW01
Roundabouts West of
SR29 100,000.00 100,000.00 Ongoing
Street Improvement
DIF - Streets — —
Street ST16PW02
Salvador Avenue
Widening 1,598,181.42 1,571,187.82 Design
North Jefferson DIF -
Street Improvement 500,000 500,000
Street ST18PW01
Linda Vista Ave
Widening-E Side-
Redwood to Trower 1,549,469.24 1,536,875.32 Ongoing
Linda Vista DIF -
Residential
Development — —
Street ST18PW03
Browns Valley Ped
Improvements 50,000.00 50,000.00 Ongoing General Fund — — Street ST18PW07
Soscol/Imola Intersection
Improvements 450,000.00 450,000.00 Delayed
Developer Contribution,
Street Improvement
DIF - Streets — —
Bike/Pedestrian
Facility ST18PW08
Vine Trail Gap Closure
Construction 1,623,025.26 215,736.93 Completed
General Fund, Other
Agencies — —
Street ST19PW02
Uncontrolled Crosswalk
Improvement Program 146,866.85 130,084.53 Ongoing State Gas Tax 50,000 200,000 Street ST19PW03
1st 2nd & California
Utility Maintenance 125,265.43 124,108.23 Ongoing General Fund — — Street ST19PW05 Trancas Street Rehab 559,620.61 145,527.32 Completed Measure T — — Street ST19PW09
Browns Valley Creek/
Valley Glen 148,975.62 80,150.28
Monitoring /
Mitigation General Fund — —
Street ST19PW10
Browns Valley Creek
Bank Repair on Buhman
Park 159,637.78 145,643.16 Construction General Fund 250,000 — Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Street ST20PW02
Main St & Lincoln Ave
Intersection Signal
Rehab 30,000.00 17,080.20 Ongoing Measure T — —
Street ST20PW04
ATMS-Traffic Signal With
Interconnect Measure T 980,789.79 810,948.14 Ongoing Measure T — 500,000 Street ST20PW05
Westwood Rehab Phase
2A 1,459,361.80 1,444,042.00 Completed Measure T — —
Street ST20PW06
Trower Ave Rehab
Phase 2 1,349,390.81 776,554.77 Completed Measure T — — Street ST20PW08
Soscol Ave. Rehab
Central to La Homa 2,883,188.07 1,443,617.45 Completed Measure T — — Street ST20PW09
Coombs St & S Coombs
Rehab 5th to Imola 146,847.92 30,697.98 Design Measure T — 5,000,000 Street ST20PW10
Laurel Street
Rehabilitation 3,147,178.58 2,997,074.32 Design Measure T — 2,500,000 Street ST21PW06
Sustainable
Transportation Grant
Project for Affordable
Housing 1,004,339.71 253,370.40 Design
Developer Grant,
RMRA 250,000 —
Street ST22PW01
Rd Maint. Project
FY21/22-Oak St.

Emergency Repair 1,199,580.45 262,160.09 Construction RMRA — — Street ST22PW02
W. Lincoln Ave-Lone Oak
to Solano Ave. 150,000.00 146,571.29 Design Measure T — 2,500,000 Street ST22PW03
Browns Valley Road/1st
Street-Westview to 29 1,150,000.00 1,141,794.91 Ongoing Measure T 3,500,000 — Street ST22PW04
Coombsville Rd.

Rehabilitation-3rd St. to
Pascale 150,000.00 145,339.22 Ongoing Measure T — 2,000,000 Street ST22PW05
Westwood Neighborhood
Rehab Interior Streets 1,500,000.00 1,378,072.28 Design Measure T — 3,000,000 Street ST22PW06
Jefferson Street Rehab-
Trower to Sierra 2,500,000.00 2,456,707.03 Design Measure T — — Street ST22PW07
Imola Avenue Rehab-
Soscol to East End 250,000.00 250,000.00 Ongoing Measure T — 2,500,000 Street ST22PW08
Coombsville Rd.-Pascale
to East End 150,000.00 146,692.43 Ongoing Measure T — 2,500,000 Street ST22PW09
Westwood Neighborhood
Street Lighting 100,000.00 9,260.65 Design Measure T — — Street ST23PW01
Road Maintenance
Project FY2022/23 — — Cancelled RMRA — —
Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Street ST23PW02
Freeway Drive
Rehabilitation 250,000.00 229,689.74 Design Measure T 2,500,000 — Street ST23PW03
Lincoln Ave Rehab-
California to Silverado — — Design Measure T 150,000 2,500,000 Street ST23PW04
Redwood Drive
Rehabilitation-Dry Creek
to Carol — — Ongoing Measure T — 2,650,000
Street ST24PW01
Road Maintenance
Project FY2023/24 — — Cancelled RMRA — —
Street ST25PW01
Road Maintenance
Project FY2024/25 — — Cancelled RMRA — —
Street ST26PW01
Jefferson Street Trancas
to Lincoln — — Ongoing Measure T — 2,650,000
Street ST26PW02
Road Maintenance
Project FY2025/26 — — Cancelled RMRA — —
Storm Drain SW18PW01
Stormwater Trash
Reduction Policy
Implementation 343,344.62 343,344.62 Design
General Fund, Storm
Water Assessment — 1,650,000
Sidewalk SW20PW02
Westwood Avenue
Sidewalks 600,000.00 460,597.76 Design RMRA — —
Traffic Signal TS01PW01 Redwood/Solano Signal 134,837.96 134,837.96 Delayed Gas Tax, Street
Improvement DIF -
Streets — —
Traffic Signal TS24PW01
Trancas Street at
Claremont Signal — — New Measure T — 2,250,000
Traffic Signal TS24PW02 Traffic Signal Upgrades — — New State Gas Tax — 300,000 Traffic Signal TS25PW01
Traffic Signal Upgrade
Pueblo at Soscol — — New Measure T — 150,000
Underground
Utility UU12PW01
Jefferson St Rule 20A
Undergrounding Project 702,543.81 605,923.21 Design
Street Improvement
DIF - Underground
Utility, CPUC Electric
Tariff Rule 20 credits — —
Underground
Utility UU17PW01
Trancas St Rule 20A
Underground Project 513,173.23 512,047.73 Delayed
Street Improvement
DIF - Underground
Utility — —
Underground
Utility UU18PW01
Jefferson St Rule 20A -
City Streetlight
Component 1,319,393.35 1,304,035.01 Design
Street Improvement
DIF - Underground
Utility — —
Underground
Utility UU18PW02
Third Street Rule 20B
Undergrounding Project 360,000.00 360,000.00 Delayed
Street Improvement
DIF - Underground
Utility — —
Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Water
Administration WA20UT01
Water Workorder Asset
Mgmt 124,937.45 67,653.00 Ongoing Water Enterprise Fund — — Water Distribution WD20UT01
Water Main Rehab &
Replacement 1,919,642.25 1,774,751.09 Completed Water Enterprise Fund — — Water Distribution WD22UT01
Water Main Rehab &
Replacement 450,000.00 147,532.38 Completed Water Enterprise Fund — — Water Distribution WD22UT04
Hydrant and Valve
Rehab & Replacement 100,000.00 18,692.54 Completed Water Enterprise Fund — — Water Distribution WD22UT05
Meter Replcmt and ERT
Upgrade Program 100,000.00 (43,504.07) Ongoing Water Enterprise Fund — — Water Distribution WD22UT06
Development Related
Imprv 200,000.00 19,534.65 New Water Enterprise Fund — — Water Distribution WD22UT07
East Ave Water Main
Replacements 200,000.00 200,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Distribution WD22UT08
Browns Valley Rd Water
Main Replacements 1,000,000.00 978,897.06 Ongoing Water Enterprise Fund — — Water Distribution WD22UT09
Design Park Ave and El
Centro Hwy Crossing 200,000.00 200,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Distribution WD22UT10
Regal & Forest Wtr Main
Installation and
Upgrades 200,000.00 199,489.96
Not Moving
Forward Water Enterprise Fund — —
Water Distribution WD22UT11
Old Sonoma Rd Wtr
Main Replacement 200,000.00 198,875.00 Ongoing Water Enterprise Fund — — Water Distribution WD22UT12
Westgate Pressure
Regulation Station 200,000.00 200,000.00 Ongoing Water Enterprise Fund — — Water Distribution WD22UT13
Old Sonoma Rd
Pressure Regulating
Station 200,000.00 200,000.00 Ongoing Water Enterprise Fund — — Water Distribution WD22UT14
Hillcrest Dr Pipeline
Imprvmts Phase I 800,000.00 797,684.65
Not moving
forward Water Enterprise Fund — —
Water Distribution WD23UT01
Water Main Rehab &
Replacement — — New Water Enterprise Fund 1,300,000 —
Water Distribution WD23UT02
Meter Replacemt and
ERT Upgrade Program — — New Water Enterprise Fund 200,000 — Water Distribution WD23UT04 Water Main CIPP Lining — — New Water Enterprise Fund 200,000 — Water Distribution WD23UT05
Hydrant and Valve
Rehab & Replacement — — New Water Enterprise Fund 150,000 — Water Distribution WD23UT06
Development Related
Imprv — — New Water Enterprise Fund 300,000 —
Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Water Distribution WD23UT08
Downtown East Side
Pressure Regulation
Station — — New Water Enterprise Fund 1,000,000 —
Water Distribution WD23UT09
Water Main Rehab &
Replacement
Montgomery Area — — New Water Enterprise Fund 500,000 — Water Distribution WD24UT01
Water Main Rehab/
Replacement — — New Water Enterprise Fund — 1,500,000
Water Distribution WD24UT02
Meter Replace & ERT
Upgrade Program — — New Water Enterprise Fund — 100,000 Water Distribution WD24UT03
Development Related
Improvements — — New Water Enterprise Fund — 200,000
Water Distribution WD24UT04 Water Main CIPP Lining — — New Water Enterprise Fund — 200,000 Water Distribution WD24UT05
Coombs St Water Main
Upgrade, Fifth to Ash — — New Water Enterprise Fund — 300,000 Water Distribution WD24UT06
Automated Meter
Infrastructure (AMI) — — New Water Enterprise Fund — 1,100,000 Water Distribution WD24UT07
Park Ave and El Centro
Hwy Crossings Design — — New Water Enterprise Fund — 200,000 Water Distribution WD24UT08
Regal & Forest Wtr Main
Installation and
Upgrades — — New Water Enterprise Fund — 200,000
Water Distribution WD25UT01
Water Main Rehab &
Replacement — — New Water Enterprise Fund — 500,000
Water Distribution WD25UT02
East Ave Water Main
Replacements — — New Water Enterprise Fund — 200,000
Water Distribution WD25UT03
Park Ave and El Centro
Hwy Crossings
Construction — — New Water Enterprise Fund — 1,000,000 Water Distribution WD26UT01
Water Main Rehab/
Replacement — — New Water Enterprise Fund — 500,000
Water Distribution WD26UT02
Meter Replace & ERT
Upgrade Program — — New Water Enterprise Fund — 150,000 Water Distribution WD27UT01
Water Main Rehab/
Replacement — — New Water Enterprise Fund — 500,000
Water Distribution WD27UT02
Meter Replace & ERT
Upgrade Program — — New Water Enterprise Fund — 150,000 Water Quality
(Treatment) WQ19PW02
Hennessey Treatment
Plant Paving 108,050.76 108,050.76
Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ20UT02 SCADA Improvement 416,207.53 381,900.94 Ongoing Water Enterprise Fund — — Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Water Quality
(Treatment) WQ20UT03
BJTP Clearwell Mixer/
Aerator for DBP's Phase
1 544,912.51 539,125.35 Ongoing Water Enterprise Fund — — Water Quality
(Treatment) WQ20UT04 BJTP Dewatering Facility 6,243,209.00 6,243,209.00 Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ20UT05
BJTP Catwalk &
Handrails 187,500.50 28,440.32 Ongoing Water Enterprise Fund — — Water Quality
(Treatment) WQ20UT06
Hennessey Treatment
Paving Improvements 250,000.00 250,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ20UT10
Watershed Road/Culvert
Repairs 75,000.00 75,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ21UT01
BJTP Chain & Flight
Assessment & Renovate 200,000.00 200,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ21UT03
HTP Sed Basin Repair/
Coating 750,000.00 750,000.00
Not Moving
Forward Water Enterprise Fund — —
Water Quality
(Treatment) WQ22UT03
BJTP Treatment
Improvements 150,000.00 150,000.00 New Water Enterprise Fund — — Water Quality
(Treatment) WQ22UT05 HTP Improvements 150,000.00 78,108.55 New Water Enterprise Fund — — Water Quality
(Treatment) WQ23UT01
HTP Rehab and
Upgrades Design — — New Water Enterprise Fund 1,000,000 — Water Quality
(Treatment) WQ23UT02 SCADA Improvement — — New Water Enterprise Fund 90,000 — Water Quality
(Treatment) WQ23UT03
HTP Rehab
Improvements &
Upgrades Phase I — — New Water Enterprise Fund 1,000,000 — Water Quality
(Treatment) WQ23UT04
BJTP Treatment
Improvements — — New Water Enterprise Fund 200,000 —
Water Quality
(Treatment) WQ23UT05
BJTP Clearwell Mixer/
aerator for DBPs Ph II — — New Water Enterprise Fund 250,000 — Water Quality
(Treatment) WQ23UT06
BJTP Chain & Flight
Assessment & Renovate — — New Water Enterprise Fund 500,000 — Water Quality
(Treatment) WQ23UT07
HTP Paving
Improvements — — New Water Enterprise Fund 250,000 —
Water Quality
(Treatment) WQ23UT08
Watershed Road/ Culvert
Repairs — — New Water Enterprise Fund 100,000 —
Water Quality
(Treatment) WQ23UT09
MTP Rehab and
Upgrades Design — — New Water Enterprise Fund 100,000 — Water Quality
(Treatment) WQ24UT01
HTP Rehab and
Upgrades Design — — New Water Enterprise Fund — 600,000 Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
191
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Water Quality
(Treatment) WQ24UT03
BJTP Treatment
Improvements — — New Water Enterprise Fund — 150,000
Water Quality
(Treatment) WQ24UT04 SCADA Improvement — — New Water Enterprise Fund — 70,000 Water Quality
(Treatment) WQ25UT02
HTP Rehab
Improvements &
Upgrades Phase II — — New Water Enterprise Fund — 14,000,000 Water Quality
(Treatment) WQ26UT01
BJTP Dewatering Facility
Construction — — New Water Enterprise Fund — 9,000,000 Water Quality
(Treatment) WQ27UT01
HTP Rehab
Improvements &
Upgrades Phase III — — New Water Enterprise Fund — 20,000,000 Watershed
(Supply Source) WS20UT01
Hennessey Spillway
Spot Repairs 193,207.20 172,980.32 Ongoing Water Enterprise Fund — — Watershed
(Supply Source) WS20UT02
Milliken Pipeline Support
Alignment 240,400.00 235,400.00 Ongoing Water Enterprise Fund — — Watershed
(Supply Source) WS22UT02
Hennessey Aeration
System 300,000.00 300,000.00 New Water Enterprise Fund — — Watershed
(Supply Source) WS22UT03
Hennessey Source
Water Assessment 100,000.00 100,000.00 New Water Enterprise Fund — — Watershed
(Supply Source) WS23UT01
Hennessey Spillway
Flow Expansion Design — — New Water Enterprise Fund 1,000,000 — Watershed
(Supply Source) WS23UT02
Watershed Sampling and
Analysis Program — — New
Other Agencies, Water
Enterprise Fund 100,000 —
Watershed
(Supply Source) WS23UT03
Feasibility Study for
PURE Water — — New Water Enterprise Fund 150,000 —
Watershed
(Supply Source) WS24UT02
Watershed Sampling and
Analysis Program — — New
Other Agencies, Water
Enterprise Fund — 100,000
Watershed
(Supply Source) WS25UT01
Hennessey Spillway
Flow Expansion — — New Water Enterprise Fund — 10,000,000 Watershed
(Supply Source) WS25UT02
Watershed Sampling and
Analysis Program — — New
Other Agencies, Water
Enterprise Fund — 100,000
Watershed
(Supply Source) WS26UT01
Watershed Sampling and
Analysis Program — — New
Other Agencies, Water
Enterprise Fund — 100,000
Watershed
(Supply Source) WS27UT01
Watershed Sampling and
Analysis Program — — New
Other Agencies, Water
Enterprise Fund — 100,000
Water
Transmission WT19PW04
Alta Heights II Pressure
Tank 372,133.67 58,866.10 Ongoing Water Enterprise Fund — — Water
Transmission WT20UT01
CIPP Pipeline
Improvements (Sheehy
Ct - NVTA) 975,305.54 956,525.06 Ongoing
Other Agencies, Water
Enterprise Fund 450,000 —
Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Water
Transmission WT20UT02
CIPP Pipeline
Improvements (PG&E
Valve Lot) 499,702.53 499,702.53 Ongoing
Other Agencies, Water
Enterprise Fund — —
Water
Transmission WT20UT04
Falcon Ridge Tank
Replacement 195,000.00 177,896.09 Ongoing Water Enterprise Fund — — Water
Transmission WT21UT01
Storage Tank Cleaning &
Coat 500,000.00 500,000.00 Ongoing Water Enterprise Fund — — Water
Transmission WT22UT02 Conn Line Coating 700,000.00 700,000.00 Ongoing Water Enterprise Fund — — Water
Transmission WT22UT03
Transmission Line Valve
Rehab/Replace 200,000.00 197,995.12 Ongoing Water Enterprise Fund 700,000 — Water
Transmission WT23UT05
Hillcrest Dr Pipeline
Imprvmts Design — — New Water Enterprise Fund 150,000 — Water
Transmission WT24UT01
Conn Line Transmission
Valve Rehab — — New Water Enterprise Fund — 50,000
Water
Transmission WT24UT02
Storage Tank Cleaning
and Coating — — New Water Enterprise Fund — 500,000
Water
Transmission WT25UT01
Storage Tank Cleaning
and Coating — — New Water Enterprise Fund — 500,000
Water
Transmission WT25UT02
Transmission Valve
Rehab — — New Water Enterprise Fund — 150,000
Water
Transmission WT26UT01
Storage Tank Cleaning
and Coating — — New Water Enterprise Fund — 500,000
Water
Transmission WT26UT02
Transmission Valve
Rehab — — New Water Enterprise Fund — 150,000
Water
Transmission WT27UT01
Storage Tank Cleaning
and Coating — — New Water Enterprise Fund — 500,000
Water
Transmission WT27UT02
Transmission Valve
Rehab — — New Water Enterprise Fund — 150,000
Totals 71,602,197.77 59,689,861.40 38,478,048 128,120,000 Project Category Project # Project Name
Total Budget as
of 03/17/2022
Unobligated
Budget as of
3/17/2022
Project
Phase FY23 Funding Source(s)
Additional
Funding in
Adopted FY23
Budget
Additional
Funding in FY24
- FY27 CIP Plan
Capital Improvement Program
All Projects
Proposed FY 22/23 Budget
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Bike/Pedestrian Facility
Bridge Facilities
Materials Diversion
Miscellaneous
Parks & Rec
Public Art
Storm Drain
Streets
Traffic Signal
Water
Project Type Budget %
Bike/Pedestrian Facility $ 1,365,000 0.8 %
Bridge 100,000 0.1 %
Facilities 7,900,000 4.7 %
Materials Diversion 3,445,000 2.1 %
Miscellaneous 17,855,000 10.7 %
Parks & Rec 2,440,000 1.5 %
Public Art 1,255,000 0.8 %
Storm Drain 6,365,000 3.8 %
Streets 44,400,000 26.7 %
Traffic Signal 2,700,000 1.6 %
Water 78,773,048 47.3 %
TOTAL $ 166,598,048 100.0 %
Capital Improvement Program
Five-Year CIP Plan by Project Type
Proposed FY 22/23 Budget
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Ca
pital Improvement Program
City of Napa, California

PROJECTS BY CATEGORY
FY
23 FY 27th
ru
Tot
alFY 23 FY 24 FY 25 FY 26 FY 27Category Project # Priority Bike/Pedestrian Facility
BP12
PW01 1,3
65,0001,3
65,000SR 29 Undercrossing 1
1,365,0001,365,000Bike/P
edestrian Facility Total
Br
idge
BR0
5PW01 50,00050,000Trancas Bridge Scour 1
BR22PW01 50
,00050,0
00Bridge Assessment & Repair 4
100,000100,000Bridg
e Total
Fac
ilities
FC1
3PD01 100,000100,000Police Range Improvements 4
FC20PW01 100,000100,000Building Facility Asset Management 1 FC20PW03 750,
000750,
000Police & Fire Admin Building HVAC Chiller 1
FC22PW04 500,
000500,
000Corp Yard - Site Electrical System 1
FC22PW07 300,
000300,
000Senior Center Pedestrian Bridge Repair 2
FC23FD01 150,000150,000Fire Station Alerting System 4
FC23PD01 1,500,0001,500,000Napa Central Dispatch Alternate Answering Point 4 FC23PD02 100,000100,000Alt EOC & Emergency Cooling Center Backup Power 4 FC23PW01 1,500,0001,000,000 500,000Citywide Roofing Restorations 1 FC23PW02 1,0
00,000500,
000 500,000Citywide Building Facilities Exterior Repairs 1 FC23PW03 900,
000400,
000 500,000Citywide Access Barrier Removals 1
FC23PW04 300,
000300,
000Generators for Facilities - PD, EOC & Dispatch 1
FC23PW05 400,000400,000Generators for Facilities - Corporation Yard 1 MS23PW01 250,000250,000Lake Park Pump Station 4
PK18PR06 50,00050,000Covered Canopy for Corp Yard Equipment Storage 6 7,900,0006,400,000 1,500,000Facili
ties Total
Ma
terials Diversion
MD2
2UT04 2,250,000300,000 450,000 500,000 1,000,000MDF Concrete Pad Partial Replacement 1 MD23UT04 110,000110,000Raise MDF Compost Stormwater Retention Basin Berm 1 MD23UT05 75,00075,000MDF Periodic Repair of Interior Concrete 1 MD24UT04 75,00075,000MDF MRF Roll Doors 4
MD24UT05 75
,00075,0
00MDF MRF Building Exterior Painting 4
MD24UT06 130,
000130,
000MDF Lighting Upgrade 4
MD24UT08 150,
000150,
000MDF In-Ground Vehicle Weigh Scale 1
MD25UT01 250,
00025
0,000MDF Fencing Partial Replacement 4
MD26UT01 250,000250,000MDF Parking Lots 4
MD26UT03 80,00080,000Replace Metal Roof Admin/Scalehouse 4 3,445,000485,000 880,000 750,000 1,330,000Mat
erials Diversion Total
Mi
scellaneous
MS
18CD01 17,3
55,0002,
769,535 4,872,183 9,713,282Downtown Parking Garage 2
Proposed FY 22/23 Budget
195
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Tot
alFY 23 FY 24 FY 25 FY 26 FY 27Category Project # Priority MS
21PW01 500,000500,000River Park Slope Repair 1
17,855,000500,000 2,769,535 4,872,183 9,713,282Misce
llaneous Total
Par
k
PK06
PW01 300,
000300,
000Hidden Glen Park 3
PK16PR01 100,
000100,
000Sports Court Resurfacing 4
PK16PR02 515,000215,000 300,000Parks Parking Lot and Pathway Repair Project 4 PK16PR04 240,000240,000Park Shade Shelters 2
PK18PR02 300,000300,000Park Restrooms 4
PK18PR05 595,000120,000 200,000 75,000 200,000Park Furnishing & Infrastructure Replacements 2 PK18PR07 315,
00075,0
00 75,000 165,000Playground Equipment Replacement 4
PK23PR01 75
,00075,0
00Kennedy Golf Course Backflow Device 3
2,440,000595,000 490,000 450,000 905,000Park
Total
Publi
c Art
PA22
PR02 230,000230,000Downtown Parking Garages Public Art 2 PA22PR03 675,
000675,
000Public Art in Parks 2
PA23PR01 75
,00075,0
00Vine Trail Public Art 2
PA23PR02 75
,00075,0
00SR29 Undercrossing Public Art 2
PA23PR03 200,000200,000Main St. / 2nd St. Ped Scramble Artwork 2 1,255,000750,000 275,000 230,000Pu
blic Art Total
Sto
rm Drain
SD2
3PW01 4,7
15,0004,7
15,000Storm Drain Infrastructure Funding 6
SW18PW01 1,6
50,000450,
000 300,000 450,000 450,000Stormwater Trash Reduction Policy Implementation 6 6,365,0004,715,000 450,000 300,000 450,000 450,000Storm Drain Total
Str
eet
ST1
0PW05 375,
00075,0
00 75,000 75,000 75,000 75,000Pavement Management Program 2 ST14PW02 25
,00025,0
00First & Second Street Roundabouts along Calif Blvd 1
ST14PW04 6,5
00,0003,5
00,000 2,000,000 1,000,000Silverado-Third-Coombsville-East (5-way) Intersect 1 ST14PW05 1,300,0001,300,000Trower Ave Widening-Young Ave to Linda Vista Ave 1 ST16PW02 1,000,000500,000 500,000Salvador Avenue Widening 7 ST19PW02 250,00050,000 50,000 50,000 50,000 50,000Uncontrolled Crosswalk Improvement Program 2 ST19PW10 250,000250,000Browns Valley Creek Bank Repair on Buhman Park 3 ST20PW04 500,
00050
0,000ATMS-Traffic Signal With Interconnect Measure T 2
ST20PW09 5,0
00,0005,
000,000Coombs St & S Coombs Rehab 5th to Imola 2
ST20PW10 5,5
00,0003,0
00,000 2,500,000Laurel Street Rehabilitation 2
ST21PW06 250,000250,000Sustainable Transportation Grant Project for SAHA 2 ST22PW02 2,500,0002,500,000W. Lincoln Ave-Lone Oak to Solano Ave. 2 ST22PW03 3,500,0003,500,000Browns Valley Road/1st Street-Westview to 29 2 ST22PW04 2,000,0002,000,000Coombsville Rd. Rehabilitation-3rd St. to Pascale 2 ST22PW05 3,0
00,0001,
500,000 1,500,000Westwood Neighborhood Rehab Interior Streets 2 ST22PW07 2,5
00,0002,5
00,000Imola Avenue Rehab-Soscol to East End 2
ST22PW08 2,5
00,0002,5
00,000Coombsville Rd.-Pascale to East End 2
ST23PW02 2,500,0002,500,000Freeway Drive Rehabilitation 2 ST23PW03 2,650,000150,000 2,500,000Lincoln Ave Rehab-California to Silverado 2 ST23PW04 2,650,000150,000 2,500,000Redwood Road Rehabilitation-Dry Creek to Carol 2 ST26PW01 2,650,000150,000 2,500,000Jefferson Street Trancas to Lincoln 2 47,400,00015,100,000 10,125,000 5,425,000 9,125,000 7,625,000Stre et Total
Proposed FY 22/23 Budget
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Tot
alFY 23 FY 24 FY 25 FY 26 FY 27Category Project # Priority Traffic Signal
TS
24PW01 2,250,000250,000 2,000,000Trancas Street at Claremont Signal 2 TS24PW02 300,000100,000 100,000 100,000Traffic Signal Equipment Upgrades 6 TS25PW01 150,
000150,
000Traffic Signal Upgrade Pueblo at Soscol 2
2,700,000100,000 350,000 2,100,000 150,000Tra
ffic Signal Total
Wa
ter Distribution
WD2
3UT01 1,300,0001,300,000Water Main Rehab & Replacement Westwood and Laurel 1 WD23UT02 200,000200,000Meter Replacemt and ERT Upgrade Program 1 WD23UT04 200,
000200,
000Water Main CIPP Lining 1
WD23UT05 150,
000150,
000Hydrant and Valve Rehab & Replacemnt 1
WD23UT06 300,
000300,
000Development Related Imprv 1
WD23UT08 1,000,0001,000,000Downtown East Side Pressure Regulating Station 1 WD23UT09 500,000500,000Water Main Rehab & Replacement Montgomery Area 1 WD24UT01 1,500,0001,500,000Water Main Rehab & Replacement 1 WD24UT02 100,000100,000Meter Replacemt and ERT Upgrade Program 1 WD24UT03 200,
000200,
000Development Related Imprv 1
WD24UT04 200,
000200,
000Water Main CIPP Lining 1
WD24UT05 300,
000300,
000Coombs St Water Main Upgrade, Fifth to Ash 1
WD24UT06 1,100,0001,100,000Automated Meter Infrastructure (AMI) 1 WD24UT07 200,000200,000Park Ave and El Centro Hwy Crossings Design 1 WD24UT08 200,000200,000Regal & Forest Wtr Main Installation and Upgrades 1 WD25UT01 500,000500,000Water Main Rehab & Replacement 1 WD25UT02 200,000200,000East Ave Water Main Replacements 1 WD25UT03 1,0
00,0001,
000,000Park Ave and El Centro Hwy Crossings Construction 1 WD26UT01 500,
00050
0,000Water Main Rehab & Replacement 1
WD26UT02 150,000150,000Meter Replacemt and ERT Upgrade Program 1 WD27UT01 500,000500,000Water Main Rehab & Replacement 1 WD27UT02 150,000150,000Meter Replacemt and ERT Upgrade Program 1 10,450,0003,650,000 3,800,000 1,700,000 650,000 650,000Wat er Distribution Total
Wa
ter Quality (Treatment)
WQ
23UT01 1,000,0001,000,000HTP Rehab and Upgrades 4
WQ23UT02 90,00090,000SCADA Improvement 1
WQ23UT03 1,000,0001,000,000HTP Improvement and Upgrades Design 4 WQ23UT04 200,000200,000BJTP Treatment Improvements 4
WQ23UT05 250,
000250,
000BJTP Clearwell Mixer/aerator for DBPs Ph II 1
WQ23UT06 500,
000500,
000BJTP Chain & Flight Assessment & Renovate 1
WQ23UT07 250,
000250,
000HTP Paving Improvements 1
WQ23UT08 100,
000100,
000Watershed Road/ Culvert Repairs 1
WQ23UT09 100,000100,000Milliken Plant Rehab Existing Facilities 4 WQ24UT01 600,000600,000HTP Improvements and Upgrades Design 4 WQ24UT03 150,000150,000BJTP Treatment Improvements 4
WQ24UT04 70,00070,000SCADA Improvement 1
WQ25UT02 14,0
00,0008,
000,000 6,000,000HTP Improvements & Upgrades Phase I 4
WQ26UT01 9,0
00,0009,0
00,000BJTP Dewatering Facility Construction 1
WQ27UT01 20,0
00,00020
,000,000HTP Improvements & Upgrades Ph II 4
47,310,0003,490,000 820,000 8,000,000 15,000,000 20,000,000Wa ter Quality (Treatment) Total
Wa
ter Transmission
DR1
7FR11 952,
948952,
948Milliken Diversion Dam Access Road Walkways 1
DR17FR20 4,6
10,100825,
100 3,785,000Milliken Raw Water Pipeline Hardening HMGP 1 WT20UT01 450,
000450,
000CIPP Pipeline Improvements (Sheehy Court - NVTA) 1
Proposed FY 22/23 Budget
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Tot
alFY 27FY 26FY 25FY 24FY 23PriorityProject #Category
WT2
2UT03 700,000700,0001Transmission Line Valve Rehab/Replace WT23UT05 150,000150,0001Hillcrest Dr Pipeline Imprvmts Design WT24UT01 50,00050,0001Conn Line Transmission Valve Rehab WT24UT02 500,
000500,
0001Storage Tank Cleaning & Coating
WT25UT01 500,
00050
0,0001Storage Tank Cleaning & Coating
WT25UT02 150,
00015
0,0001Transmission Main Valve Rehab
WT26UT01 500,
00050
0,0001Storage Tank Cleaning & Coating
WT26UT02 150,000150,0001Transmission Main Valve Rehab
WT27UT01 500,000500,0001Storage Tank Cleaning & Coating WT27UT02 150,000150,0001Transmission Main Valve Rehab
9,363,048650,000650,000650,0004,335,0003,078,048Wa
ter Transmission Total
Wa
tershed (Supply Source)
WS
23UT01 1,000,0001,000,0003Hennessey Spillway Flow Expansion Design WS23UT02 200,000200,0004Watershed Sampling and Analysis Program WS23UT03 150,000150,0006Feasibility Study for PURE Water WS24UT02 200,000200,0004Watershed Sampling and Analysis Program WS25UT01 10,0
00,00010,0
00,0003Hennessey Spillway Flow Expansion
WS25UT02 200,
00020
0,0004Watershed Sampling and Analysis Program
WS26UT01 200,
00020
0,0004Watershed Sampling and Analysis Program
WS27UT01 200,000200,0004Watershed Sampling and Analysis Program 12,150,000200,000200,00010,200,000200,0001,350,000Wat
ershed (Supply Source) Total
GRAND
TOTAL 170,
098,04839,438,28230,410,00032,927,18325,744,53541,578,048 Proposed FY 22/23 Budget
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Ca
pital Improvement Program
City of Napa, California

PROJECTS BY FUNDING SOURCE
FY
23 FY 27th
ru
To
talSource Project # Priority FY 23 FY 24 FY 25 FY 26 FY 27 ARPA - American Rescue Plan Act of
BP12
PW01 815,000815,000SR 29 Undercrossing 1
FC20PW03 750,000750,000Police & Fire Admin Building HVAC Chiller 1 FC23FD01 150,000150,000Fire Station Alerting System 4
FC23PD01 1,500,0001,500,000Napa Central Dispatch Alternate Answering Point 4 FC23PD02 100,000100,000Alt EOC & Emergency Cooling Center Backup Power 4 FC23PW04 300,000300,000Generators for Facilities - PD, EOC & Dispatch 1 FC23PW05 400,000400,000Generators for Facilities - Corporation Yard 1 SD23PW01 4,715,0004,715,000Storm Drain Infrastructure Funding 6 8,730,0008,730,000ARP
A - American Rescue Plan Act of
2021 Total
Cal
OES
DR1
7FR11 178,678178,678Milliken Diversion Dam Access Road Walkways 1 DR17FR20 864,394154,706 709,688Milliken Raw Water Pipeline Hardening HMGP 1 1,043,072333,384 709,688CalOES
Total
CIP Fa
cilities Reserve
FC2
0PW01 100,000100,000Building Facility Asset Management 1 FC22PW04 500,000500,000Corp Yard - Site Electrical System 1 FC22PW07 300,000300,000Senior Center Pedestrian Bridge Repair 2 FC23PW01 1,500,0001,000,000 500,000Citywide Roofing Restorations 1 FC23PW02 1,000,000500,000 500,000Citywide Building Facilities Exterior Repairs 1 FC23PW03 900,000400,000 500,000Citywide Access Barrier Removals 1 PK18PR06 50,00050,000Covered Canopy for Corp Yard Equipment Storage 6 4,350,0002,850,000 1,500,000CI
P Facilities Reserve Total
CIP Ge
neral Reserve
BP12
PW01 550,000550,000SR 29 Undercrossing 1
BR05PW01 50,00050,000Trancas Bridge Scour 1
BR22PW01 50,00050,000Bridge Assessment & Repair 4
FC13PD01 100,000100,000Police Range Improvements 4
MS18CD01 12,213,2822,500,000 9,713,282Downtown Parking Garage 2 PK16PR01 100,000100,000Sports Court Resurfacing 4
PK16PR02 515,000215,000 300,000Parks Parking Lot and Pathway Repair Project 4 PK16PR04 240,000240,000Park Shade Shelters 2
PK18PR02 300,000300,000Park Restrooms 4
PK18PR05 595,000120,000 200,000 75,000 200,000Park Furnishing & Infrastructure Replacements 2 PK18PR07 315,00075,000 75,000 165,000Playground Equipment Replacement 4 PK23PR01 75,00075,000Kennedy Golf Course Backflow Device 3 ST19PW10 250,000250,000Browns Valley Creek Bank Repair on Buhman Park 3 SW18PW01 1,650,000450,000 300,000 450,000 450,000Stormwater Trash Reduction Policy Implementation 6 Proposed FY 22/23 Budget
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To
talSource Project # Priority FY 23 FY 24 FY 25 FY 26 FY 27 17 ,003,2821,295,000 940,000 3,250,000 1,355,000 10,163,282CIP General Reserve Total
FEMA
DR1
7FR11 714,711714,711Milliken Diversion Dam Access Road Walkways 1 DR17FR20 3,457,575618,825 2,838,750Milliken Raw Water Pipeline Hardening HMGP 1 4,172,2861,333,536 2,838,750FEM
A Total
Lak
e Park Assessment
MS
23PW01 250,000250,000Lake Park Pump Station 4
250,000250,000Lak
e Park Assessment Total
Lin
da Vista DIF - Residential Develop
ST1
4PW05 1,300,0001,300,000Trower Ave Widening-Young Ave to Linda Vista Ave 1 1,300,0001,300,000Lin
da Vista DIF - Residential
Development Total
Ma
terials Diversion Enterprise Fund
MD2
2UT04 2,250,000300,000 450,000 500,000 1,000,000MDF Concrete Pad Partial Replacement 1 MD23UT04 110,000110,000Raise MDF Compost Stormwater Retention Basin Berm 1 MD23UT05 75,00075,000MDF Periodic Repair of Interior Concrete 1 MD24UT04 75,00075,000MDF MRF Roll Doors 4
MD24UT05 75,00075,000MDF MRF Building Exterior Painting 4 MD24UT06 130,000130,000MDF Lighting Upgrade 4
MD24UT08 150,000150,000MDF In-Ground Vehicle Weigh Scale 1 MD25UT01 250,000250,000MDF Fencing Partial Replacement 4 MD26UT01 250,000250,000MDF Parking Lots 4
MD26UT03 80,00080,000Replace Metal Roof Admin/Scalehouse 4 3,445,000485,000 880,000 750,000 1,330,000Ma
terials Diversion Enterprise Fund
Total
Me
asure T
ST2
0PW04 500,000500,000ATMS-Traffic Signal With Interconnect Measure T 2 ST20PW09 5,000,0005,000,000Coombs St & S Coombs Rehab 5th to Imola 2 ST20PW10 5,500,0003,000,000 2,500,000Laurel Street Rehabilitation 2 ST22PW02 2,500,0002,500,000W. Lincoln Ave-Lone Oak to Solano Ave. 2 ST22PW03 3,500,0003,500,000Browns Valley Road/1st Street-Westview to 29 2 ST22PW04 2,000,0002,000,000Coombsville Rd. Rehabilitation-3rd St. to Pascale 2 ST22PW05 3,000,0001,500,000 1,500,000Westwood Neighborhood Rehab Interior Streets 2 ST22PW07 2,500,0002,500,000Imola Avenue Rehab-Soscol to East End 2 ST22PW08 2,500,0002,500,000Coombsville Rd.-Pascale to East End 2 ST23PW02 2,500,0002,500,000Freeway Drive Rehabilitation 2 ST23PW03 2,650,000150,000 2,500,000Lincoln Ave Rehab-California to Silverado 2 ST23PW04 2,650,000150,000 2,500,000Redwood Road Rehabilitation-Dry Creek to Carol 2 ST26PW01 2,650,000150,000 2,500,000Jefferson Street Trancas to Lincoln 2 TS24PW01 2,250,000250,000 2,000,000Trancas Street at Claremont Signal 2 TS25PW01 150,000150,000Traffic Signal Upgrade Pueblo at Soscol 2 39,850,0009,150,000 7,500,000 4,550,000 11,000,000 7,650,000Measu re T Total
Proposed FY 22/23 Budget
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To
talSource Project # Priority FY 23 FY 24 FY 25 FY 26 FY 27 North Jefferson DIF - Street Improve
ST1
6PW02 1,000,000500,000 500,000Salvador Avenue Widening 7 1,000,000500,000 500,000No
rth Jefferson DIF - Street
Improvement Total
Oth
er Agencies
WS
23UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS24UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS25UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS26UT01 100,000100,000Watershed Sampling and Analysis Program 4 WS27UT01 100,000100,000Watershed Sampling and Analysis Program 4 500,000100,000 100,000 100,000 100,000 100,000Oth
er Agencies Total
Par
king DIF
MS
18CD01 2,769,5352,769,535Downtown Parking Garage 2
2,769,5352,769,535Park
ing DIF Total
Par
king Replacement Funds
MS
18CD01 2,372,1832,372,183Downtown Parking Garage 2
2,372,1832,372,183Pa
rking Replacement Funds Total
Publi
c Art Fund
PA22
PR02 230,000230,000Downtown Parking Garages Public Art 2 PA22PR03 675,000675,000Public Art in Parks 2
PA23PR01 75,00075,000Vine Trail Public Art 2
PA23PR02 75,00075,000SR29 Undercrossing Public Art 2
PA23PR03 200,000200,000Main St. / 2nd St. Ped Scramble Artwork 2 ST14PW02 25,00025,000First & Second Street Roundabouts along Calif Blvd 1 1,280,000775,000 275,000 230,000Pu
blic Art Fund Total
Ris
k Management Fund
PK06
PW01 300,000300,000Hidden Glen Park 3
300,000300,000Ris
k Management Fund Total
Riv
er Park Assessment
MS
21PW01 500,000500,000River Park Slope Repair 1
500,000500,000River
Park Assessment Total
RMRA
ST2
1PW06 250,000250,000Sustainable Transportation Grant Project for SAHA 2 250,000250,000RM
RA Total
Sta
te Gas Tax
Proposed FY 22/23 Budget
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To
talSource Project # Priority FY 23 FY 24 FY 25 FY 26 FY 27 ST1
0PW05 375,00075,000 75,000 75,000 75,000 75,000Pavement Management Program 2 ST14PW04 6,500,0003,500,000 2,000,000 1,000,000Silverado-Third-Coombsville-East (5-way) Intersect 1 ST19PW02 250,00050,000 50,000 50,000 50,000 50,000Uncontrolled Crosswalk Improvement Program 2 TS24PW02 300,000100,000 100,000 100,000Traffic Signal Equipment Upgrades 6 7,425,0003,625,000 2,225,000 1,225,000 225,000 125,000Sta te Gas Tax Total
Wa
ter Enterprise Fund
DR1
7FR11 59,55959,559Milliken Diversion Dam Access Road Walkways 1 DR17FR20 288,13151,569 236,562Milliken Raw Water Pipeline Hardening HMGP 1 WD23UT01 1,300,0001,300,000Water Main Rehab & Replacement Westwood and Laurel 1 WD23UT02 200,000200,000Meter Replacemt and ERT Upgrade Program 1 WD23UT04 200,000200,000Water Main CIPP Lining 1
WD23UT05 150,000150,000Hydrant and Valve Rehab & Replacemnt 1 WD23UT06 300,000300,000Development Related Imprv 1
WD23UT08 1,000,0001,000,000Downtown East Side Pressure Regulating Station 1 WD23UT09 500,000500,000Water Main Rehab & Replacement Montgomery Area 1 WD24UT01 1,500,0001,500,000Water Main Rehab & Replacement 1 WD24UT02 100,000100,000Meter Replacemt and ERT Upgrade Program 1 WD24UT03 200,000200,000Development Related Imprv 1
WD24UT04 200,000200,000Water Main CIPP Lining 1
WD24UT05 300,000300,000Coombs St Water Main Upgrade, Fifth to Ash 1 WD24UT06 1,100,0001,100,000Automated Meter Infrastructure (AMI) 1 WD24UT07 200,000200,000Park Ave and El Centro Hwy Crossings Design 1 WD24UT08 200,000200,000Regal & Forest Wtr Main Installation and Upgrades 1 WD25UT01 500,000500,000Water Main Rehab & Replacement 1 WD25UT02 200,000200,000East Ave Water Main Replacements 1 WD25UT03 1,000,0001,000,000Park Ave and El Centro Hwy Crossings Construction 1 WD26UT01 500,000500,000Water Main Rehab & Replacement 1 WD26UT02 150,000150,000Meter Replacemt and ERT Upgrade Program 1 WD27UT01 500,000500,000Water Main Rehab & Replacement 1 WD27UT02 150,000150,000Meter Replacemt and ERT Upgrade Program 1 WQ23UT01 1,000,0001,000,000HTP Rehab and Upgrades 4
WQ23UT02 90,00090,000SCADA Improvement 1
WQ23UT03 1,000,0001,000,000HTP Improvement and Upgrades Design 4 WQ23UT04 200,000200,000BJTP Treatment Improvements 4
WQ23UT05 250,000250,000BJTP Clearwell Mixer/aerator for DBPs Ph II 1 WQ23UT06 500,000500,000BJTP Chain & Flight Assessment & Renovate 1 WQ23UT07 250,000250,000HTP Paving Improvements 1
WQ23UT08 100,000100,000Watershed Road/ Culvert Repairs 1 WQ23UT09 100,000100,000Milliken Plant Rehab Existing Facilities 4 WQ24UT01 600,000600,000HTP Improvements and Upgrades Design 4 WQ24UT03 150,000150,000BJTP Treatment Improvements 4
WQ24UT04 70,00070,000SCADA Improvement 1
WQ25UT02 14,000,0008,000,000 6,000,000HTP Improvements & Upgrades Phase I 4 WQ26UT01 9,000,0009,000,000BJTP Dewatering Facility Construction 1 WQ27UT01 20,000,00020,000,000HTP Improvements & Upgrades Ph II 4 WS23UT01 1,000,0001,000,000Hennessey Spillway Flow Expansion Design 3 WS23UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS23UT03 150,000150,000Feasibility Study for PURE Water 6 WS24UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS25UT01 10,000,00010,000,000Hennessey Spillway Flow Expansion 3 WS25UT02 100,000100,000Watershed Sampling and Analysis Program 4 WS26UT01 100,000100,000Watershed Sampling and Analysis Program 4 WS27UT01 100,000100,000Watershed Sampling and Analysis Program 4 Proposed FY 22/23 Budget
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To
talSource Project # Priority FY 23 FY 24 FY 25 FY 26 FY 27 WT2
0UT01 450,000450,000CIPP Pipeline Improvements (Sheehy Court - NVTA) 1 WT22UT03 700,000700,000Transmission Line Valve Rehab/Replace 1 WT23UT05 150,000150,000Hillcrest Dr Pipeline Imprvmts Design 1 WT24UT01 50,00050,000Conn Line Transmission Valve Rehab 1 WT24UT02 500,000500,000Storage Tank Cleaning & Coating 1 WT25UT01 500,000500,000Storage Tank Cleaning & Coating 1 WT25UT02 150,000150,000Transmission Main Valve Rehab 1
WT26UT01 500,000500,000Storage Tank Cleaning & Coating 1 WT26UT02 150,000150,000Transmission Main Valve Rehab 1
WT27UT01 500,000500,000Storage Tank Cleaning & Coating 1 WT27UT02 150,000150,000Transmission Main Valve Rehab 1
73,557,6909,801,128 5,506,562 20,450,000 16,400,000 21,400,000Wat er Enterprise Fund Total
17 0,098,04841,578,048 25,744,535 32,927,183 30,410,000 39,438,282GRA

ND TOTAL
Proposed FY 22/23 Budget
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Appendices

Fiscal Year
2022/23
Proposed FY 22/23 Budget
204
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Appendix A
Five-Year Staffing Plan
Fiscal Year
2022/23
Proposed FY 22/23 Budget
205
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City Manager City Manager 1.00 1.00 1.00 1.00 1.00 Assistant City Manager 1.00 1.00 — 1.00 1.00
Assistant to the City Manager [1] — — 1.00 1.00 —
Deputy City Manager [1] 1.00 2.00 2.00 1.00 2.00
Community Relations and Media Manager 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II [1] — — — — 1.00
Secretary to the City Manager 1.00 1.00 — — —
Management Fellow (LT), 6/30/21 end date — 2.00 — — — Total budgeted full time positions 5.00 6.00 5.00 5.00 6.00 Total budgeted limited term positions — 2.00 — — — Total City Manager 5.00 8.00 5.00 5.00 6.00
City Clerk City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Records Analyst 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II [2] — — — — 1.00
Imaging Clerk 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Total City Clerk 5.00 5.00 5.00 5.00 6.00
City Attorney City Attorney 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 1.00 1.00 1.00 1.00 1.00
Deputy City Attorney 1.00 1.00 1.00 1.00 1.00
Legal Secretary [3] 1.00 1.00 — — 1.00
Legal Analyst — — 1.00 1.00 1.00
Total City Attorney 4.00 4.00 4.00 4.00 5.00
Human
Resources Human Resources Director 1.00 1.00 1.00 1.00 1.00 Human Resources Manager 2.00 2.00 2.00 2.00 2.00
Management Analyst I/II [B] 1.00 1.00 1.00 3.00 3.00 Safety Analyst [B] 1.00 1.00 1.00 — —
Human Resources Coordinator [B] 1.00 1.00 1.00 2.00 2.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Total Human Resources 7.00 7.00 7.00 9.00 9.00
Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
206
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Finance
Administration Finance Director 1.00 1.00 1.00 1.00 1.00 Deputy Finance Director [A] — — — 1.00 1.00
Finance Manager [A] 1.00 1.00 1.00 — —
Budget Officer [A] — — — 1.00 1.00
Finance Analyst [A] 1.00 1.00 1.00 — —
Administrative Assistant [4] — — — — 1.00
Senior Budget Analyst — — — 1.00 1.00
Budget Analyst [A] — — — 1.00 1.00
Management Analyst I/II [A] [5] 1.00 1.00 1.00 — 1.00 Office Assistant I/II [4] — 1.00 1.00 1.00 —
Accounting Technician / Accounting Technician
(Entry) (LT), 12/9/22 end date — 2.00 2.00 2.00 1.00 Systems Analyst (LT), 6/30/21 end date — 1.00 1.00 — — Administration Total 4.00 8.00 8.00 8.00 8.00
Accounting &
Auditing Accounting Supervisor [A] — — — 1.00 1.00 Accounting & Audit Supervisor [A] 1.00 1.00 1.00 — — Senior Accountant 1.00 1.00 1.00 1.00 1.00
Accountant II [A] — — — 2.00 2.00
Accountant [A] 2.00 2.00 2.00 — —
Payroll Specialist — 1.00 1.00 1.00 1.00
Accounting Technician / Accounting Technician
(Entry) 3.00 2.00 2.00 2.00 2.00
Account Clerk I/II 2.00 2.00 2.00 2.00 2.00
Accounting & Auditing Total 9.00 9.00 9.00 9.00 9.00 Revenue Accounting Supervisor [A] — — — 1.00 1.00
Revenue Operations Supervisor [A] 1.00 1.00 1.00 — — Accountant I [A] — — — 1.00 1.00
Accountant [A] — 1.00 1.00 — —
Accounting Technician / Accounting Technician
(Entry) 4.00 3.00 3.00 3.00 3.00
Account Clerk I/II 5.00 4.00 4.00 4.00 4.00
Revenue Total 10.00 9.00 9.00 9.00 9.00
Purchasing Purchasing Services Manager [5] 1.00 1.00 1.00 1.00 — Purchasing & Inventory Specialist 1.00 — — — —
Purchasing Total 2.00 1.00 1.00 1.00 —
Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Finance - Continued
Information
Technology Information Technology Manager 1.00 1.00 1.00 1.00 1.00 Systems Administrator 3.00 5.00 5.00 5.00 5.00
Systems Analyst [C] 4.00 2.00 2.00 3.00 3.00
Management Analyst I/II [C] — 1.00 1.00 — —
GIS Coordinator [6] 1.00 1.00 1.00 1.00 —
Telecommunication Specialist 2.00 1.00 1.00 1.00 1.00 Telecommunication Technician — 1.00 1.00 1.00 1.00 Information Technology Total 11.00 12.00 12.00 12.00 11.00 Total budgeted full time positions 36.00 36.00 36.00 37.00 36.00 Total budgeted limited term positions — 3.00 3.00 2.00 1.00 Total Finance 36.00 39.00 39.00 39.00 37.00
Parks & Recreation Services
Administration Parks & Recreation Services Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant 1.00 — — — —
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 — — — —
Administration Total 5.00 3.00 3.00 3.00 3.00
Recreation Recreation Manager 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant — 1.00 1.00 1.00 1.00
Recreation Supervisor 2.00 2.00 2.00 2.00 2.00
Recreation Coordinator 4.00 4.00 4.00 4.00 4.00
Recreation Total 7.00 8.00 8.00 8.00 8.00
Parks Parks, Trees & Facilities Maintenance Manager 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant — 1.00 1.00 1.00 1.00
Parks Trees & Facilities Supervisor 3.00 3.00 3.00 3.00 3.00 Park Maintenance Worker III 7.00 7.00 7.00 7.00 7.00 Park Maintenance Worker I/II [G] [3] 11.00 11.00 12.00 13.00 13.00 Senior Park Ranger — 1.00 1.00 1.00 1.00
Park Ranger I/II (LT), 6/30/23 end date — — 1.00 1.00 1.00 Maintenance Laborer [3] 4.00 4.00 4.00 3.00 3.00
Parks Total 26.00 28.00 30.00 30.00 30.00
Total budgeted full time positions 38.00 39.00 40.00 40.00 40.00 Total budgeted limited term positions — — 1.00 1.00 1.00 Total Parks & Recreation Services 38.00 39.00 41.00 41.00 41.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Community Development
Administration Community Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 2.00 2.00 2.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Administration Total 4.00 4.00 4.00 3.00 3.00
Planning Planning Manager 1.00 1.00 1.00 1.00 1.00 Senior Planner 2.00 2.00 2.00 2.00 2.00
Assistant / Associate Planner — — 3.00 3.00 3.00
Associate Planner 1.00 1.00 — — —
Assistant Planner 2.00 2.00 — — —
Permit Technician 1.00 — — — —
Planning Aide — 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00 1.00
Planning Total 8.00 8.00 8.00 8.00 8.00
Building
Inspection Chief Building Official 1.00 1.00 1.00 1.00 1.00 Deputy Chief Building Official [7] 1.00 1.00 1.00 1.00 — Plans Examiner 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00 1.00 1.00 Building Inspector I/II 2.00 3.00 3.00 3.00 3.00
Building Inspector I/II (LT) 1.00 — — — —
Senior Permit Technician [7] — — — — 1.00
Permit Technician 2.00 2.00 2.00 2.00 2.00
Office Assistant I/II (LT), 6/30/22 end date — 1.00 1.00 1.00 — Building Inspection Total 9.00 10.00 10.00 10.00 9.00 Code
Enforcement Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00 Code Enforcement Total 2.00 2.00 2.00 2.00 2.00
Economic
Development Econ Dev & Redevelopment Manager 1.00 1.00 1.00 1.00 1.00 Sr Development Project Coordinator 1.00 1.00 1.00 1.00 1.00 Development Project Coordinator 1.00 1.00 1.00 1.00 1.00 Economic Development Total 3.00 3.00 3.00 3.00 3.00 Parking
Programs Parking Programs Manager 1.00 1.00 1.00 1.00 1.00 Community Service Officer I/II — — 2.00 2.00 2.00
Community Service Officer I/II (LT), 6/30/24 end
date [8] — — — — 1.00
Parking Programs Total 1.00 1.00 3.00 3.00 4.00
Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Community Development - Continued
Housing Housing Manager 1.00 1.00 1.00 1.00 1.00
Assistant Housing Manager — 1.00 1.00 1.00 1.00
Housing Rehab Program Supervisor 1.00 1.00 1.00 1.00 1.00 Rental Assistance Program Supervisor 1.00 1.00 1.00 1.00 1.00 Affordable Housing Representative 1.00 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist — 1.00 1.00 1.00 1.00 Housing Rehabilitation Specialist (LT) 1.00 — — — — Secretary 1.00 1.00 1.00 1.00 1.00
Senior Housing Specialist [4] — — — 1.00 1.00
Housing Specialist [C] 5.00 4.00 5.00 5.00 5.00
Housing Specialist (LT), 6/30/22 end date — 1.00 1.00 1.00 — Housing Specialist (LT), 6/30/24 end date [9] — — — — 1.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Housing Total 12.00 13.00 14.00 15.00 15.00
Total budgeted full time positions 37.00 39.00 42.00 42.00 42.00 Total budgeted limited term positions 2.00 2.00 2.00 2.00 2.00 Total Community Development 39.00 41.00 44.00 44.00 44.00 Public Works
Administration Public Works Director 1.00 1.00 1.00 1.00 1.00 Deputy PW Director - Engineering 1.00 1.00 1.00 1.00 1.00 Admin Services Manager 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 2.00 2.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant — — 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 2.00 2.00 2.00
Administration Total 6.00 6.00 9.00 9.00 9.00
Fleet
Management Fleet Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Equipment Mechanic Entry/Journey/Master 4.00 4.00 4.00 4.00 4.00 Fleet Management Total 5.00 5.00 5.00 5.00 5.00
Maintenance Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 — — —
Street Field Supervisor 3.00 3.00 3.00 3.00 3.00
Heavy Equipment Operator [E] 2.00 2.00 2.00 1.00 1.00 Concrete Finisher [E] — — — 1.00 1.00
Street Maintenance Worker III [10] 3.00 3.00 3.00 4.00 3.00 Street Maintenance Worker I/II [10] 12.00 12.00 12.00 12.00 13.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Public Works - Continued
Maintenance
(continued) Park Maintenance Worker III 1.00 1.00 1.00 — — Park Maintenance Worker I/II — 1.00 — — —
Maintenance Laborer 1.00 — — — —
Senior Office Assistant 1.00 1.00 — — —
Office Assistant I/II 1.00 1.00 — — —
Maintenance Total 28.00 28.00 24.00 24.00 24.00
General
Services Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Electrical Supervisor [11] — — — — 1.00
Electrician III 2.00 1.00 1.00 1.00 1.00
Electrician I/II 3.00 3.00 3.00 3.00 3.00
Parks, Trees & Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Craftsworker 1.00 1.00 2.00 2.00 2.00
Custodian 4.00 4.00 4.00 4.00 4.00
General Services Total 12.00 11.00 12.00 12.00 13.00 Real Property Property Manager [12] 1.00 1.00 1.00 1.00 — Engineering Aide / Senior Engineering Aide [11] 1.00 1.00 1.00 1.00 — Real Property Total 2.00 2.00 2.00 2.00 —
Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 3.00 3.00 3.00 3.00 3.00
Junior Engineer / Assistant Engineer 3.00 3.00 4.00 4.00 4.00 Engineering Assistant 2.00 2.00 2.00 2.00 2.00
Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 2.00 2.00 Engineering Total 11.00 11.00 12.00 12.00 12.00
Development
Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00
Supervising Engineering Assistant 2.00 2.00 2.00 2.00 2.00 Junior Engineer / Assistant Engineer 2.00 2.00 2.00 2.00 2.00 GIS Coordinator [6] — — — — 1.00
Systems Administrator (LT), 6/30/2024 end date
[13] — — — — 1.00
Transportation Planner I/II 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II [12] — — — — 1.00
Engineering Assistant 1.00 2.00 2.00 2.00 2.00
Engineering Aide / Senior Engineering Aide 4.00 4.00 3.00 3.00 3.00 Development Engineering Total 12.00 13.00 12.00 12.00 15.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Public Works - Continued
Construction Construction Manager / Professional Engineer — 1.00 1.00 1.00 1.00 Senior Civil Engineer 1.00 — — — —
Junior Engineer / Assistant Engineer 1.00 1.00 1.00 1.00 1.00 Senior Construction Inspector 1.00 1.00 1.00 1.00 1.00 Construction Inspector I/II — 2.00 2.00 2.00 2.00
Construction Inspector 1.00 — — — —
Construction Inspector Assistant 1.00 — — — —
Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 2.00 2.00 Construction Total 7.00 7.00 7.00 7.00 7.00
Total budgeted full time positions 83.00 83.00 83.00 83.00 84.00 Total budgeted limited term positions — — — — 1.00 Total Public Works 83.00 83.00 83.00 83.00 84.00
Utilities
Administration Utilities Director 1.00 1.00 1.00 1.00 1.00 Deputy Utilities Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00 1.00
Water Resources Analyst 1.00 1.00 1.00 1.00 1.00
Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 Office Assistant I/II — 1.00 1.00 1.00 1.00
Buyer — — 1.00 1.00 1.00
Administration Total 6.00 7.00 8.00 8.00 8.00
Solid Waste &
Materials
Diversion
Materials Diversion Administrator 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Code Enforcement Officer 1.00 1.00 — — —
Utilities Program Compliance Coordinator — — 1.00 1.00 1.00 Waste Prevention Specialist [14] 1.00 1.00 1.00 1.00 2.00 Senior Scalehouse Attendant 1.00 1.00 1.00 1.00 1.00 Scalehouse Attendant 2.00 2.00 2.00 2.00 2.00
Solid Waste & Materials Diversion Total 7.00 7.00 7.00 7.00 8.00 Water
(Engineering) Senior Civil Engineer 1.00 2.00 2.00 2.00 2.00 Associate Civil Engineer 3.00 3.00 3.00 3.00 3.00
Associate Civil Engineer (LT), 6/30/21 end date 1.00 1.00 1.00 — — Engineering Assistant 4.00 4.00 4.00 4.00 4.00
Asset Management Systems Coordinator [D] — — — 1.00 1.00 Junior Engineer / Assistant Engineer [D] 1.00 1.00 1.00 — — Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 2.00 2.00 Water (Engineering) Total 12.00 13.00 13.00 12.00 12.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Utilities - Continued
Water
(Distribution)
Water Distribution Manager [D] — — — 1.00 1.00
Water Distribution System Superintendent [D] 1.00 1.00 1.00 — — Water Facilities Supervisor [F] 1.00 1.00 1.00 — — Water Distribution Supervisor [F] — — — 1.00 1.00
Supervising Water Service Worker [F] 1.00 1.00 1.00 — — Water Distribution Operator Lead [F] — — — 3.00 3.00 Water Systems Specialist [F] 1.00 1.00 1.00 — —
Water Facilities Worker III [F] 2.00 2.00 2.00 — — Water Facilities Worker I/II [F] 6.00 6.00 6.00 — — Heavy Equipment Operator [F] 2.00 2.00 2.00 — —
Water Distribution Equipment Operator [F] — — — 3.00 3.00 Water Services Worker [F] 5.00 5.00 5.00 — —
Water Distribution Operator III [F] — — — 1.00 1.00 Water Distribution Operator I/II [F] — — — 10.00 10.00 Water (Distribution) Total 19.00 19.00 19.00 19.00 19.00 Water
(Treatment)
Water Quality Manager 1.00 1.00 1.00 1.00 1.00
Water Treatment Manager 1.00 1.00 1.00 1.00 1.00
Water Plant Maintenance Superintendent [D] — — — 1.00 1.00 Plant Maintenance Supervisor [D] 1.00 1.00 1.00 — — Water Facilities Supervisor [F] 1.00 1.00 1.00 — — Utilities Inventory Specialist [F] — — — 1.00 1.00 Water Facilities Worker I/II [F] 2.00 2.00 2.00 — — Watershed and Facilities Maintenance Worker [F] — — — 2.00 2.00 Water Control Systems Superintendent [D] — — — 1.00 1.00 Control Systems Administrator [D] 1.00 1.00 1.00 — — Water Control Systems Analyst [D] — — — 2.00 2.00
Control Systems Analyst [D] 2.00 2.00 2.00 — —
Senior Water Treatment Facility Operator [F] 1.00 1.00 1.00 — — Senior Water Treatment Operator [F] — — — 1.00 1.00 Water Treatment Facility Operator [F] 8.00 8.00 10.00 — — Water Treatment Facility Trainee 2.00 2.00 — — —
Advanced Water Treatment Operator [F] — — — 2.00 2.00 Water Treatment Operator [F] — — — 8.00 8.00
Plant Maintenance Electrician [F] 1.00 1.00 1.00 — — Water Plant Maintenance Electrician [F] — — — 1.00 1.00 Plant Maintenance Mechanic III [F] 2.00 2.00 2.00 — — Water Plant Maintenance Mechanic Lead [F] — — — 1.00 1.00 Plant Maintenance Mechanic I/II [F] 1.00 1.00 1.00 — — Water Plant Maintenance Mechanic I/II [F] — — — 2.00 2.00 Plant Maintenance Mechanic I/II (LT), 4/1/21 end
date 1.00 1.00 1.00 — —
Water Quality Lab Supervisor [F] 1.00 1.00 1.00 — — Senior Water Laboratory Analyst [F] — — — 1.00 1.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Utilities - Continued
Water
(Treatment)
Laboratory Technician [F] 2.00 2.00 2.00 — —
Water Laboratory Analyst [F] — — — 2.00 2.00
Purchasing & Inventory Specialist 1.00 1.00 — — —
Water (Treatment) Total 29.00 29.00 28.00 27.00 27.00 Total budgeted full time positions 71.00 73.00 73.00 73.00 74.00 Total budgeted limited term positions 2.00 2.00 2.00 — — Total Utilities 73.00 75.00 75.00 73.00 74.00
Police
Administration Police Chief 1.00 1.00 1.00 1.00 1.00 Administrative Services Manager 0.50 0.50 — — —
Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00 1.00
Administration Total 4.50 4.50 4.00 4.00 4.00
Special
Operations Police Lieutenant 2.00 2.00 2.00 2.00 2.00 Police Sergeant 3.00 3.00 3.00 3.00 3.00
Police Officer 15.00 16.00 16.00 16.00 16.00
Police Forensic Specialist 1.00 1.00 1.00 1.00 1.00 Homeless Outreach Specialist 1.00 1.00 1.00 1.00 1.00 Special Operations Total 22.00 23.00 23.00 23.00 23.00 Operations Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 1.00
Police Sergeant 8.00 8.00 8.00 8.00 8.00
Police Officer/Police Officer Trainee 47.00 47.00 47.00 47.00 47.00 Community Service Officer I/II 6.00 6.00 4.00 4.00 4.00 Operations Total 63.00 63.00 61.00 61.00 61.00
Support
Services Police Captain 1.00 1.00 1.00 1.00 1.00
Communications Manager 1.00 1.00 1.00 1.00 1.00
Police Records Bureau Administrator 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatch Supervisor 4.00 4.00 4.00 4.00 4.00 Public Safety Dispatcher I/II 20.00 21.00 21.00 21.00 21.00 Public Safety Call Taker 5.00 4.00 4.00 4.00 4.00
Senior Police Records Specialist — 1.00 1.00 1.00 1.00 Senior Police Records Assistant 1.00 — — — —
Police Records Specialist I/II — 6.00 6.00 6.00 6.00 Police Records Assistant I/II 6.00 — — — —
Police Property Technician 2.00 2.00 2.00 2.00 2.00 Support Services Total 41.00 41.00 41.00 41.00 41.00 Total budgeted full time positions 130.50 131.50 129.00 129.00 129.00 Total Police 130.50 131.50 129.00 129.00 129.00
Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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Fire
Administration Fire Chief 1.00 1.00 1.00 1.00 1.00 Administrative Services Manager 0.50 0.50 — — —
Management Analyst I/II — — 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Administration Total 3.50 3.50 4.00 4.00 4.00
Prevention Fire Marshal 1.00 1.00 1.00 1.00 1.00
Fire Prevention Inspector III 1.00 1.00 1.00 1.00 1.00 Fire Prevention Inspector I/II 3.00 3.00 3.00 3.00 3.00 Secretary 1.00 1.00 1.00 1.00 1.00
Prevention Total 6.00 6.00 6.00 6.00 6.00
Operations Fire Division Chief 1.00 1.00 1.00 1.00 1.00 Fire Battalion Chief 4.00 4.00 4.00 4.00 4.00
Fire Captain 16.00 17.00 17.00 17.00 17.00
Firefighter/Paramedic 29.00 29.00 29.00 29.00 29.00 Firefighter 12.00 13.00 13.00 13.00 13.00
Emergency Medical Services Specialist 1.00 — — — — Operations Total 63.00 64.00 64.00 64.00 64.00
Total budgeted full time positions 72.50 73.50 74.00 74.00 74.00 Total Fire 72.50 73.50 74.00 74.00 74.00
Total budgeted full time positions 489.00 497.00 498.00 501.00 505.00 Total budgeted limited term positions 4.00 9.00 8.00 5.00 5.00 Total City Staff 493.00 506.00 506.00 506.00 510.00 Department/
Division Position Title
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
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[A] R2021-068 made several changes to the Finance Department, detailed as follows:
• Finance Manager deleted and replaced with Deputy Finance Director • Finance Analyst deleted and replaced with Budget Officer • Management Analyst I/II deleted and replaced with Budget Analyst I • Accounting & Audit Supervisor deleted and replaced with Accounting Supervisor • 2 Accountant positions deleted and replaced with 2 Accountant II positions • Revenue Operations Supervisor deleted and replaced with Accounting Supervisor • Accountant deleted and replaced with Accountant I
[B] R2021-095 added 2 Management Analyst I/II positions and 1 Human Resources Coordinator position, and deleted 1 Safety Analyst position (previously frozen for FY22). [C] R2022-011 added 1 Systems Analyst position and deleted 1 Management Analyst I/II position. [D] R2022-017 made several changes to AMP positions in the Utilities Department, detailed as follows:
• 1 Junior Engineer / Assistant Engineer position deleted and replaced with 1 Asset Management Systems Coordinator position
• 2 Control Systems Analyst positions deleted and replaced with 2 Water Control Systems Analyst positions
• 1 Control Systems Administrator position deleted and replaced with 1 Water Control Systems Superintendent position
• 1 Plant Maintenance Supervisor position deleted and replaced with 1 Water Plant Maintenance Superintendent position
• 1 Water Distribution Superintendent position deleted and replaced with 1 Water Distribution Manager position
[E] R2022-026 added 1 Concrete Finisher position to Public Works and deleted 1 Heavy Equipment Operator position.
[F] R2022-028 made several changes to NCEA positions in the Utilities Department, detailed as follows:
• 2 Heavy Equipment Operator positions deleted and replaced with 2 Water Distribution Equipment Operator positions
• 1 Water Systems Specialist position deleted and replaced with 1 Water Distribution Equipment Operator position
• 1 Senior Water Treatment Facility Operator position deleted and replaced with 1 Senior Water Treatment Operator
• 2 Water Facilities Supervisor positions deleted and replaced with 1 Water Distribution Supervisor position and 1 Utilities Inventory Specialist position
• 2 Laboratory Technician positions deleted and replaced with 2 Water Laboratory Analyst positions • 1 Plant Maintenance Electrician position deleted and replaced with 1 Water Plant Maintenance Electrician
• 1 Plant Maintenance Mechanic I/II position deleted and replaced with 1 Water Plant Maintenance Mechanic I/II
• 2 Plant Maintenance Mechanic III positions deleted and replaced with 1 Water Plant Maintenance Mechanic Lead position and 1 Water Plant Maintenance Mechanic I/II position • 10 Water Treatment Facility Operator positions deleted and replaced with 8 Water Treatment Operator positions and 2 Advanced Water Treatment Operator positions • 1 Supervising Water Service Worker position deleted and replaced with 1 Water Distribution Operator Lead position
• 2 Water Facility Worker III positions deleted and replaced with 2 Water Distribution Operator Lead positions
• 5 Water Services Worker positions deleted and replaced with 4 Water Distribution Operator I/II positions and 1 Water Distribution Operator III position • 8 Water Facility Worker I/II positions deleted and replaced with 6 Water Distribution Operator I/II positions and 2 Watershed and Facilities Maintenance Worker positions • 1 Water Quality Lab Supervisor position deleted and replaced with 1 Senior Water Laboratory Analyst position
1 DP-737 adds 1 Management Analyst I/II position and reclasses 1 Assistant to the City Manager position to Deputy City Manager.
2 DP-699 adds 1 Management Analyst I/II position.
3 DP-696 adds 1 Legal Secretary position.
4 DP-701 deletes 1 Office Assistant I/II position and adds 1 Administrative Assistant position. 5 DP-702 deletes 1 Purchasing Manager position and adds 1 Management Analyst I/II position. 6 GIS Coordinator position is being moved from Finance - IT to Public Works - Development Engineering.

END NOTES
All Decision Packages are dependent upon full review by City of Napa Human Resources and are subject to change.

Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
216
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7 DP-710 deletes 1 Deputy Chief Building Official position and adds 1 Senior Permit Technician position. 8 DP-723 adds 1 Limited-Term Community Services Officer I/II position. 9 DP-731 adds 1 Limited-Term Housing Specialist position. 10 DP-709 deletes 1 Street Maintenance Worker III position and adds 1 Street Maintenance Worker I/II position. 11 DP-707 deletes 1 Engineering Aide / Senior Engineering Aide position and adds 1 Electrical Supervisor position.
12 DP-706 deletes 1 Property Manager and adds 1 Management Analyst I/II position. 13 Adding 1 Limited-Term System Administrator with ARPA funding for GIS project. 14 DP-693 adds 1 Waste Prevention Specialist position.

END NOTES
All Decision Packages are dependent upon full review by City of Napa Human Resources and are subject to change.

Appendix A
Five-Year Staffing Plan
Proposed FY 22/23 Budget
217
ATTACHMENT 1

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Appendix B
Interfund Transfers

Fiscal Year
2022/23
Proposed FY 22/23 Budget
218
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Fiscal Year 2022/23
201 Gas Tax 13,300 City Admin 100 General 13,300
230 Public Art 200 City Admin 100 General 200
212 DIF Affordable Housing 119,500 City Admin 100 General 119,500 255 Measure F 1% TOT Aff Hsg 6,100 City Admin 100 General 6,100 260 CDBG 2,500 City Admin 100 General 2,500
270 HOME Program 15,300 City Admin 100 General 15,300 408 AD Lake Park 6,300 City Admin 100 General 6,300
416 AD River Park Maintenance 6,000 City Admin 100 General 6,000 424 Storm Drain Fees 700 City Admin 100 General 700
236 Parking 33,400 City Admin 100 General 33,400
236 Parking 20,900 City Admin 100 General 20,900
510 Materials Diverson-Operating 663,100 City Admin 100 General 663,100 519 Materials Diversion-NR 3,200 City Admin 100 General 3,200 530 Water Utility-Operating 1,905,800 City Admin 100 General 1,905,800 531 Water Utility-CIP 20,300 City Admin 100 General 20,300 539 Water Utility-NR 8,300 City Admin 100 General 8,300 841 Laurel Manor 67,000 City Admin 100 General 67,000 842 Seminary Street 98,300 City Admin 100 General 98,300 843 Section 8 82,800 City Admin 100 General 82,800
844 20% Low/Mod Income 11,600 City Admin 100 General 11,600 846 Local Housing 35,600 City Admin 100 General 35,600 Citywide Administration 3,120,200 Citywide Administration 3,120,200 100 General 900,000 Operating 300 City Capital Projects 900,000 100 General 12,000 Operating 236 Parking 12,000
100 General 3,275,800 Fund Reserves 300 City Capital Projects 3,275,800 100 General 100,000 Fund Reserves 630 Information Technology 100,000 100 General 150,000 Fund Reserves 660 Equipment Replacement 150,000 General Fund Transfers Out 4,437,800 General Fund Transfers Out 4,437,800 202 RMRA 700,000
Operating - Local
Streets Paving
Program 300 City Capital Projects 700,000
205 Measure T Road Maint 1,000,000
Operating - Local
Streets Paving
Program 300 City Capital Projects 1,000,000
510 Materials Diverson-Operating 1,146,000
Operating - Local
Streets Paving
Program 300 City Capital Projects 1,146,000
202 RMRA 1,000,000
Operating -
Sidewalk
Improvement
Program 300 City Capital Projects 1,000,000
510 Materials Diverson-Operating 503,200 Operating 519 Materials Diversion-NR 503,200 101 General Non-Recurring 120,500
Operating -
Purchase
Vehicles 610 Fleet 120,500
530 Water Utility-Operating 40,000
Operating -
Purchase
Vehicles 610 Fleet 40,000
530 Water Utility-Operating 4,600,000 Fund Projects 531 Water Utility-CIP 4,600,000 110 American Rescue Plan Act 8,730,000 Fund Projects 300 City Capital Projects 8,730,000 From Purpose To
Fund Amount Fund Amount
Appendix B
Schedule of Proposed Interfund/Interagency Transfers
Proposed FY 22/23 Budget
219
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201 Gas Tax 3,625,000 Fund Projects 300 City Capital Projects 3,625,000 202 RMRA 250,000 Fund Projects 300 City Capital Projects 250,000 205 Measure T Road Maint 9,150,000 Fund Projects 300 City Capital Projects 9,150,000 217 DIF N Jefferson Traffic 500,000 Fund Projects 300 City Capital Projects 500,000 230 Public Art 775,000 Fund Projects 300 City Capital Projects 775,000 416 AD River Park Maintenance 500,000 Fund Projects 300 City Capital Projects 500,000 419 AD Tierra Grove 250,000 Fund Projects 300 City Capital Projects 250,000 409 AD Linda Vista 1,300,000 Fund Projects 300 City Capital Projects 1,300,000 640 General Liability 300,000 Fund Projects 300 City Capital Projects 300,000 Other Transfers 34,489,700 Other Transfers 34,489,700 Total Transfers Out 42,047,700 Total Transfers In 42,047,700 From Purpose To
Fund Amount Fund Amount
Appendix B
Schedule of Proposed Interfund/Interagency Transfers
Proposed FY 22/23 Budget
220
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Appendix C
Decision Packages
Fiscal Year
2022/23
Proposed FY 22/23 Budget
221
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Budg
et Decision Package
FundK
ey: 51006Key Title: MDF - Operations
Dept: Utilities - MDF Contact: Chris Shoop
Wa
ste Prevention Specialist Position
Desc
ription:

SB 1383 went into effect in January 2022 in California, requiring City commercial, residential, multi-family complexes and schools to direct food scraps and organic waste to compost. Implementation of this law, and the City's corresponding ordinance, will require robust and signficant outreach/education/support efforts to City solid waste accounts in order to bring them into, and maintain, compliance. This new position will add a second Waste Prevention Specialist position to the Solid Waste and Recycling Division to address this signficant new workload.

FY22/23
FY
23/24
$0
$0
$13
8,150
$0
$0
$0
$13
8,150
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? SB 1383 and the City's corresponding ordinance require signficant expansion of our existing programs. This new position will help take-on the new workload by teaming with our current Waste Prevention Specialist to outreach/engage City businesses, organizations, schools, residents and multi-family complexes to facilitate implementation of SB 1383 requirements. The position will provide public education, troubleshooting, equipment/signage needs, coordination with NRWS, waste assessments, and other assistance as needed to support proper implementation of composting, recycling, and waste reduction requirements.

One-Time Funding or Recurring Need?
This position would be an ongoing need in order to ensure the City is able to fully implement and maintain ongoing compliance with SB 1383 and other solid waste/recycling requirements.

One-T
ime Recurr
ing
This position would result in one new FTE for the Utilities Department, Solid Waste and Recycling Division.

Proposed Net Impact on FTEs: 1New/E
liminated Personnel?
Grant Fund
s?
While there are one-time SB 1383 programatic funds being provided to the City, those funds are for implementation expenses incurred by NRWS and are being directed through the City's agreement with the company.

Are
the proposed services, programs or activities mandated? Yes. The State of California's passage of SB 1383, and the City's adoption of a corresponding ordinance, have placed signficant additional requirements on the Solid Waste and Recycling Division pertaining to food scrap and organics collection and composting. In addition, SB 1383 has requirements around ensuring the rescue of at least 20% of edible food from disposal to direct to consumption, which will require focus of City staff to ensure compliance.

Description
FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $130,400.
00 $0.00 $0.00
Servic
es $0.00 $3,500.
00 $0.00 $0.00
Materials
& Supplies $0.00 $4,250.
00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$0.00 $138,150.
00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 51006Key Title: MDF - Operations
Dept: Utilities - MDF Contact: Chris Shoop
Wa
ste Prevention Specialist Position
Th
e costs include salary and benefit expenses, as well as costs for training, dues, travel, and necessary sup
plies/equipment. The first year cost of supplies and equipment includes initial acquisition costs of key items such as a
computer and office furniture.

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Budg
et Decision Package
FundK
ey: 42270Key Title: FD Operations
Dept: Fire Contact: Shuree Egloff
FLSA
Premium Pay
Desc
ription:

The Department has under-funded specialty pays by about $150-200k each year, which includes FLSA Premium Pay. This object needs a minimum of $200k moving forward. The additional $200k does not include anticipated FLSA cost increases resulting from the MUNIS system process change. The Department is unaware of what that increase will be moving forward.

Additionally, the way Payroll/Finance tracks FLSA Premium Pay needs to be corrected. FLSA Premium Pay should have its own object or mechanism for tracking, outside of the generic "specialty pays". The expense will also need to be tracked by employee's home key (42270/42272).

FY22/23
FY
23/24
$200
,000
$0
$0
$0
$0
$0
$20
0,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? FLSA pay is an expense the Fire Department has always had but haven't budgeted appropriately. FLSA costs "specialty pay" continues to draw down the Department's overall Salary and Wages category.

One-Time Funding or Recurring Need?
See Description
One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? See Description
Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $200,000.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$200,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41530Key Title: City Attorney's Office
Dept: City Attorney Contact: Rachel Carranza
New
Position – Legal Secretary
Desc
ription:

Addition of one (1) full-time Legal Secretary in the City Attorney’s office. The Legal Secretary will perform a variety of routine to difficult office support work which may include receptionist duties, typing, word processing, recordkeeping and filing; and performs related work as assigned.

FY22/23
FY
23/24
$114
,600
$0
$0
$0
$0
$0
$11
4,600
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 1New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $111,300.00 $0.00 $0.00 $0.00
Servic
es $1,800.00 $0.00 $0.00 $0.00
Materials
& Supplies $1,500.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$114,600.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 49510Key Title: NR Parks & Recreation Admin
Dept: Parks & Rec Services Contact: Katrina Gregory
Main
Street Boat Dock
Desc
ription:

The Main Street Boat Dock was constructed in 2013 for $2.1M. Staff completed a Conditions Assessment Report this past year after noticing several concerning issues with the relatively new dock. It was discovered that there several critical and important repair items that need to be completed in order to not cause more significant and expensive repairs to the dock in future years. The Main Street Boat Dock is important access point for the Napa River and it is heavily used by both the general public and 3 commercial operators which had over 11,500 visits this past summer season.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? The expenditures would be used for a contractor who specializes in marina and dock repairs.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $75,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$75,000.00 $0.00 $0.00 $0.00Total
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-0697: Page 15/25/2022 1:43:22 PM
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Budg
et Decision Package
FundK
ey: 41140Key Title: City Clerk Admin
Dept: City Clerk Contact: Tiffany Carranza
New
Position - Management Analyst I/II
Desc
ription:

Addition of MAI/II in the City Clerk’s department with a primary focus on PRA request processing, backup up Records administrator and offer shared analytical/professional help to support additional projects and analytical needs of the other Administration Departments (CM and CA).

FY22/23
FY
23/24
$144
,000
$0
$0
$0
$0
$0
$14
4,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
This will not be a limited term position.

One-T
ime Recurr
ing
This is for a new position.

Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $141,000.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $3,000.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$144,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 45141Key Title: PRS Napa Lighted Art Festival
Dept: Parks & Rec Services Contact: Katrina Gregory
Napa
Lighted Art Festival
Desc
ription:

The Napa Lighted Art Festival has become a very successful event that is enjoyed by residents and visitors.

This free walkable experience is located in downtown Napa and the Oxbow District. It's a celebration of creative arts, technology and innovative techniques using light. This event has created a lot of community enjoyment and pride. It has also provided a significant economic impact to Napa during the slowest time of the year. While there are several funding partners to make this event successful including the Tourism Improvement District and many downtown businesses, most of the City funding for the event was zeroed out to support the economic crisis in 2020 and 2021. To support the full return of the event in 2023, this request is asking to restore the funding for this program.

FY22/23
FY
23/24
$32
,000
$0
$0
$0
$0
$0
$32,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
The Napa Lighted Art Festival is an annual event and the funding would need to be recurring.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Staff will be seeking additional funding from the TID, local businesses, event sponsors and has applied for NEA grant.

Are
the proposed services, programs or activities mandated? The offsetting revenue is reflected in the non-reoccurring budget of 49141. The City has received approximately $280K in 2020 and $115K in 2021. Staff anticipates approximately $200K-$300K in sponsorships, grants and other non-city funds for the 2023 event. These expenses would help demonstrate the City's willingness to financially support the event as well in addition to staff time.

These increases would be in addition to the approved mid-year increases to restore the budget to pre-COVID levels. This includes an additional $4,000 in Part-Time Staff, $3,000 in Over-Time, $5,000 for supplies, $10,000 in Advertising, $2,000 in Printing, and $8,000 in Professional Services.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $7,000.00 $0.00 $0.00 $0.00
Servic
es $20,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $5,000.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$32,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41510Key Title: Finance Admin
Dept: Finance Contact: Anne Cardwell
Reallocat
ion - Administrative Assistant
Desc
ription:

Finance is requesting in the upcoming budget that our Office Assistant position be filled at a higher level, specifically an Administrative Assistant. The proposed reallocation will provide higher level administrative support to the department, particularly for purchasing.

The reasons for this proposed shift are as follows:
-With the implementation of Tyler Munis, we are finding that the purchasing function can be more efficiently and effectively handled by multiple positions consistent with the level of task at hand, as opposed to concentrating the full range of duties with one manager position. -Additionally, this type of shift allows for more redundancy amongst staff being familiar with purchasing processes and related tasks, instead of having all the purchasing knowledge and experience sitting with one position.
-Finally, the addition of an administrative assistant position will also allow for additional support at this level for other divisions within Finance, and will assist with support across divisions, which again – with the addition of Tyler Munis, is becoming increasingly necessary
FY22/23
FY
23/24
$35
,900
$0
$0
$0
$0
$0
$35,9
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
This position will not be a limited term.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $32,900.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $3,000.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$35,900.00 $0.00 $0.00 $0.00Total
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-0701: Page 15/25/2022 1:43:22 PM
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Budg
et Decision Package
FundK
ey: 41510Key Title: Finance Admin
Dept: Finance Contact: Anne Cardwell
Reallocat
ion - Management Analyst I/II
Desc
ription:

The proposed position would underfill the Purchasing Manager position and would be responsible for supporting purchasing, payroll and other Finance department projects.

Based on extensive discussions with the prior incumbent of the Purchasing Manager position and HR, Finance is requesting in the upcoming budget that the Purchasing Services Manager be replaced with a Management Analyst position, and then, additionally, that our Office Assistant position be filled at a higher level, specifically an Administrative Assistant.

With this approach, we are anticipating that the lower-level purchasing tasks can be assigned to the Administrative Assistant, and the mid-to-higher level functions can be coordinated by the Management Analyst, with guidance from the Deputy Director and/or Director.

The reasons for this proposed shift are as follows:
-With the implementation of Tyler Munis, we are finding that the purchasing function can be more efficiently and effectively handled by multiple positions consistent with the level of task at hand, as opposed to concentrating the full range of duties with one manager position. -Additionally, this type of shift allows for more redundancy amongst staff being familiar with purchasing processes and related tasks, instead of having all the purchasing knowledge and experience sitting with one position.
-Finally, the addition of a Management Analyst position will also allow for additional support at the analyst level for other divisions within Finance, and will assist with coordination across divisions, which again – with the addition of Tyler Munis, is becoming increasingly necessary FY22/23
FY
23/24
($17,
500)
$0
$0
$0
$0
$0
($1
7,500)
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
This will not be a limited term.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits ($20,500.00) $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $3,000.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
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Budg
et Decision Package
FundK
ey: 41510Key Title: Finance Admin
Dept: Finance Contact: Anne Cardwell
Reallocat
ion - Management Analyst I/II
Transfers $0.00 $0.00 $0.00 $0.00
($17,500.00) $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 43131Key Title: PW Construction
Dept: PW - General Contact: Heather Maloney
Vehicle f
or Construction Manager
Desc
ription:

Currently, the Construction Manager does not have a designated vehicle to check on projects throughout the day. Purchase of one vehicle to support the Construction Manager’s daily assigned duties related to development inspection and capital project management and inspections.

During the COVID-19 budget cuts, the Construction Manager Positions was held vacant and this vehicle was released from the City’s Fleet while the position was vacant. The vehicle had met the metrics for replacement; however, the vehicle was not included in replacement schedule/budget. Prior to the COVID-19 related budget cuts in 2020, the Construction Manager (in addition to each inspector) position has historically been assigned a vehicle due to the nature of their work and routine, daily demand for vehicle use. Now that the position is filled, the vehicle is needed to support this position.

FY22/23
FY
23/24
$52
,100
$0
$0
$0
$0
$0
$52,1
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Purchase of one vehicle to support the Construction Manager’s daily assigned duties related to development inspection and capital project management and inspections.

One-Time Funding or Recurring Need?
One-time costs include vehicle purchase; Recurring cost include monthly O&M and Fleet Replacement rates and fuel.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? The Construction Manager provides oversight and inspections for development within the City’s Right-of-Way and related to City infrastructure. This vehicle is a necessary resource to support inspections and capital project management to ensure the City’s infrastructure and right-of-way (and work conducted in) is completed safely and properly.

Medium-sized SUV or full-size pickup truck, with full size light bar and toolbox. Light bar is needed to work safely in and around traffic, and toolbox is required for transporting tools related to job duties.

One-time costs include $43,500 vehicle purchase
Recurring cost include $240 monthly O&M rate, $375 monthly Fleet Replacement rate and $1,200 for fuel.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $7,400.00 $0.00 $0.00 $0.00
Materials
& Supplies $1,200.00 $0.00 $0.00 $0.00
Capital Outl
ay $43,500.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$52,100.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 43013Key Title: PW Development Engineering
Dept: PW - General Contact: Heather Maloney
Pro
perty Manger to Management Analyst Reclassification
Desc
ription:
* In lieu of the frozen Real Estate Manager position, the department is planning to request a Real Estate Analyst position be funded in the FY23 budget.

The department will be reorganized to move the Real Estate/Right of Way Program under the oversight and management of the Development Engineering’s Division Manager (Senior Civil Engineer and City Surveyor).

The Management Analyst will work directly with the Senior Civil Engineer and various project managers to help implement real estate and right-of-way related research, transactions, and recommendations. This position will also coordinate (and may directly or informally supervise) a Sr/Engineering Aide who will provide additional real estate/right of way related support to various city projects, development projects, and other right of way and property leases.

In 2020, real estate and right-of-way services were decentralized (and the program’s two FTE’s frozen) to accom
modate requested FY21 and 22 budget savings; however, there is a need and benefit to centralize these servi
ces under the Management Analyst. Private Development and Capital Improvement Projects requiring right of way/real estate services have increased and are expected to continue to increase. A consolidated professional level staff with the ability to assist the Senior Civil Engineer manage property, track title and escrow needs and closings, solicit consultant bids, and create and manage contracts is paramount to the successful management of the City’s Real Property and right of way.

The Staffing Plan would be revised to:

1. Remo
ve 1 FTE Property Manager (frozen FY22) from PW Real Property (4312)

2. A
dd 1 FTE Management Analyst I/II to PW Development Engineering (4317) Reassign GL 43014 to PW Development Engineering (4317)
FY22/23
FY
23/24
($7,70
0)
$0
$0
$0
$0
$0
($7,7
00)
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? In lieu of the frozen Property Manager position, the department is planning to request a Management Analyst position be funded in the FY23 budget.

One-Time Funding or Recurring Need?
Recurring costs include salary and benefits, and support costs for the position including communications charges, IT computer replacement costs, and CAD, MLS and other licenses, training, and professional dues/licenses.

One-time costs include office/desk furniture and computer equipment. One-time costs include computer, desk and chair.

One-T
ime Recurr
ing
Net Impact on the City’s Staffing Plan would be O FTE; however, the Real Estate Manager position is currently frozen in the FY22 budget.

Proposed Net Impact on FTEs: 0
New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? DP-0706: Page 15/25/2022 1:43:23 PM
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Budg
et Decision Package
FundK
ey: 43013Key Title: PW Development Engineering
Dept: PW - General Contact: Heather Maloney
Pro
perty Manger to Management Analyst Reclassification
hou
rs spent on any private development projects would be reimbursable through development permit fees.

The proposed position budget assumes 30% CIP charge out. GL allocation = 100% 43013 (PW Development Engineering); assuming 30% charge out to CIP projects.

Reassign 43014 PW Real Property to Division 4317 PW Development Engineering.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits ($22,400.00) $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $14,700.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
($7,700.00) $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 43171Key Title: PW Electrical Admin
Dept: PW - General Contact: Heather Maloney
Electrical
Supervisor
Desc
ription:

The Electrical Division currently has need for a supervisor as the crew has operated without one for the last several years. The General Services Superintendent currently splits time as acting supervisor, but this takes away from program planning and project coordination throughout the City. The overall resources for the Electrical Division have been reduced several years ago and it is even more important to ensure there are adequate resources at the supervisory level so that the work is adequately prioritized, planned and executed.

This position would serve as the Electrical Supervisor and all Electrical staff would work under their direct supervision. The Supervisor will receive management-level oversight from the General Services Superintendent; consistent with the supervision and management structure of the other five maintenance crews in Public Works Operations. Each crew reports to a Supervisor, and each Supervisor is overseen by one of two Superintendent positions:
- Maintenance Superintendent:
oP
aving – Supervisor & Crew
oCon
crete – Supervisor & Crew
oS
ign Shop & Downtown Maintenance – Supervisor & Crew
-Gen
eral Services Superintendent:
oFac
ilities – Supervisor & Crew
oFle
et – Fleet Shop Supervisor & Mechanics
oE
lectrical – (*No Supervisor) Electricians
FY22/23
FY
23/24
$68
,100
$0
$0
$0
$0
$0
$68,1
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? *This request will provide an internal promotional opportunity to fill the proposed Electrical Supervisor position, adding 1 FTE Electrical Supervisor to the Public Works Staffing Plan and removing 1 FTE Senior Engineering Aide Flex.

One-Time Funding or Recurring Need?
Recurring costs include the incremental salary and benefits costs of 1 FTE Electrical Supervisor v 1 FTE Senior Engineering Aide
One-T
ime Recurr
ing
This will result in no increase in the assigned FTE’s for the department.

This request will provide an internal promotional opportunity to fill the proposed Electrical Supervisor position, adding adding 1 FTE Electrical Supervisor to the Public Works Staffing Plan and removing 1 FTE Senior Engineering Aide Flex (frozen FY 22) in the Dvelopment Engineering Division.

Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Electrical Division directly supports a variety of mandated and safety related programs for the safe and reliable operation of City infrastructure and facilities.

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Budg
et Decision Package
FundK
ey: 43171Key Title: PW Electrical Admin
Dept: PW - General Contact: Heather Maloney
Electrical
Supervisor
Th
e net FY23 cost for the request is $68,100 (Electrical Supervisor Salary/Benefits minus Sr Engineering Aide Salary/Benefits). The increased Salaries and Benefits budget will be budgeted to 43171 PW Electrical Admin.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $68,100.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$68,100.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 43131Key Title: PW Construction
Dept: PW - General Contact: Heather Maloney
Sr Constr
uction Inspector Vehicle
Desc
ription:

Currently, the Senior Inspector position is frozen and the department plan to request the position’s FTE is added to the FY23 Staffing Plan. The position will require a vehicle to conduct site and project inspections.

During the COVID-19 budget cuts, the Senior Inspector position was frozen and the position’s vehicle (and related funding) was released from the budget. The vehicle had met the metrics for replacement; however, the vehicle was not included in replacement schedule/budget. Prior to the COVID-19 related budget cuts in 2020, the Senior Inspector position was historically assigned a vehicle due to the nature of their assigned work requiring routine, daily demand for vehicle use. The vehicle is needed to support this position if funded in FY23.

FY22/23
FY
23/24
$52
,100
$0
$0
$0
$0
$0
$52,1
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
One time costs include vehicle purchase; Recurring cost include monthly O&M, Fleet Replacement rates and fuel.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? The Senior Inspector provides inspections for development within the City’s Right-of-Way and related to City infrastructure. This vehicle is a necessary resource to support inspections and capital project management to ensure the City’s infrastructure and right-of-way (and work conducted in) is completed safely and properly.

One-time costs include $43,500 vehicle purchase
Recurring cost include $240 monthly O&M rate, $375 monthly Fleet Replacement rate and $1,200 for fuel.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $7,400.00 $0.00 $0.00 $0.00
Materials
& Supplies $1,200.00 $0.00 $0.00 $0.00
Capital Outl
ay $43,500.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$52,100.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 43111Key Title: PW Street Administration
Dept: PW - General Contact: Heather Maloney
Reclass
SMWIII to SMWII
Desc
ription:

This request would revise the Staffing Plan to add 1 FTE Street Maintenance Worker II (SMWII) and delete 1 FTE Street Maintenance Worker III (SMWIII). The small salary savings will be retained in the department for part-time seasonal program support needs.

The department currently has four budgeted SMWIII positions, however, only needs three of these FTE to perform at the one SMWIII level for program support (one for each Paving, Sidewalks, Signshop Programs).

The fourth, vacant, SMWIII position would be more efficiently used at the SMWII level based on the assigned position’s duties and department need.

Two of the SMWIII positions are currently funded from Sign Shop division of the Public Works Department.

This proposed action would reclassify one of the existing SMWIII position to a SMWII and align the assigned duties appropriately. The position is currently being filled by a provisional employee at the SMWII level and is expected to become vacant in March 2022 due to the provisional appointment’s expiration date.

The department is seeking to move cost savings from this reclassification into GL 43111's part-time budget to help fund seasonal infrastructure maintenance program asssitance needs.

FY22/23
FY
23/24
$0
$0
($2,80
0)
$0
$0
$0
($2,8
00)
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
No
net costs to the general fund. The department is seeking to move cost savings from this reclassification into GL
43111's part-time budget to help fund seasonal infrastructure maintenance program asssitance needs.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Reclassification has a net savings of $9,500 for FY23. This position is allocated 70% to 43111 and 30% to the 30102 Streets Paving Program. This salary and benefits savings will be distributed as follows:

Reduce 30102’s Salaries and Benefits budget by $2,800
Reduce 43111’s Full-time Salaries and Benefits budget by $6,700; and Increase 43111’s Part-time budget by $6,700.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 ($2,800
.00) $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$0.00 ($2,800
.00) $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41721Key Title: CDD Bldg Inspect and Plan Chk
Dept: Community Developme Contact: Jason Willams
Senior Perm
it Technician Reallocation
Desc
ription:

The Building Division desires to create a Senior Permit Technician to provide lead supervision to Permit Technician team in the issuance of building permits, project plan submittal and routing, responding to records request and information, records management, and providing public service at the Building Division counter.

FY22/23
FY
23/24
($62,
100)
$0
$0
$0
$0
$0
($6
2,100)
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? The intention is to create a lead position for the Permit Technician team by creating a new position titled Senior Permit Technician. This plan will provide a senior position to lead the Permit Technician series similar to the Senior Building Inspector position. This plan will provide promotional opportunity within the division, as well as provide lead roles to support the Building Official. In an effort to provide salary savings, a reorganization of the Building Division is proposed. This plan includes reallocating the vacant Deputy Building Official position, as well as ending the Limited-Term Office Assistant position.

One-Time Funding or Recurring Need?
Real
locating the Deputy Chief Building Official with a salary/benefit cost of $181,000 to a Senior Permit Technician with a salary/benefit cost of $117,000 will save the General Fund $64,000 initially. The savings will be on-going as the it permanently changes the staffing plan for the Building Division.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? $63,600 initial salary/benefit savings by reallocating the Deputy Chief Building Official to a Senior Permit Technician less $1500 staff development and training cost.

Description
FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits ($63,600.00) $0.00 $0.00 $0.00
Servic
es $1,500.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
($62,100.00) $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41947Key Title: Homeless
Dept: City Manager Contact: Molly Rattigan
Homeless
Cleanup and Administration
Desc
ription:

Fund Key is 41947.

City staff has developed a process to mitigate the impacts of homelessness on city properties and public streets. This program has been funded recently by funds set aside in the Non-Recurring General Fund. The funds may be depleted by the end of the current fiscal year.

FY22/23
FY
23/24
$100
,000
$0
$0
$0
$0
$0
$10
0,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $100,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$100,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41610Key Title: IT Admin
Dept: Information Technology Contact: Scott Nielsen
Cyber
Security
Desc
ription:

City staff working from home has increased our cyber-attack surface significantly. Multiple layers of cyber security were put into place to mitigate the new security exposure of staff working from home. Vailmail, CATO Networks SDWAN, Print Logic and Imperva web application gateway have annual software maintenance costs not curently budgeted in Finance Information Technology. Ongoing use of these services will require an increase to the Finance IT budget of $48,000
FY22/23
FY
23/24
$48
,000
$0
$0
$0
$0
$0
$48,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Multiple layers of cyber security were put into place to mitigate the new security exposure of staff working from home.

One-Time Funding or Recurring Need?
Annual SaaS cost:

Vailmail $15,000
CATO Networks SDWAN $18,000 Increase
Imperva web application gateway $8,000
Printlogic $7,000
One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $48,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$48,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41947Key Title: Homeless
Dept: City Manager Contact: Molly Rattigan
Shelter
Plus Care Match
Desc
ription:

Fund Key: 41947
This request is for funds to enter into a contract with Abode Services to provide the supportive housing services required by the Shelter Plus Care program administered by the Housing Authority. These funds would also serve as the HUD-required match for the Shelter Plus Care program.

FY22/23
FY
23/24
$55
,000
$0
$0
$0
$0
$0
$55,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $55,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$55,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41947Key Title: Homeless
Dept: City Manager Contact: Molly Rattigan
Shelter
Services Increases
Desc
ription:

Fund Key: 41947
The City of Napa and the County of Napa have historically equally shared the annual cost to operate the South Napa Homeless Shelter and the Family Shelter (Rainbow House). The County of Napa manages the contract for services and bills the City of Napa on a quarterly basis. The current amount budgeted is $650,000.

FY22/23
FY
23/24
$75
,000
$0
$0
$0
$0
$0
$75,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $75,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$75,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 42151Key Title: PD Dispatch
Dept: Police Contact: Scott Nielsen
Dispatch
Software & Hardware Maintenance
Desc
ription:

Dispatch application ongoing software and hardware maintenance. In July 2019, the Napa Central Dispatch began using a new 911 computer-aided dispatch system and radio console system. The yearly continuing software and hardware maintenance cost has been charged to the original non-reoccurring project budget at the city manager's direction. This was done at a time of economic downturn due to Covid 19. The 911 project budget no longer has sufficient funds to cover this ongoing expense. This request increases the Police Department Dispatch budget to cover the software and hardware maintenance cost at a total annual fee of $200,000.

FY22/23
FY
23/24
$200
,000
$0
$0
$0
$100
,000
$0
$10
0,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Increase to software licence costs.

One-Time Funding or Recurring Need?
Viper 911 annual cost $160,000
Avtech annual cost $40,000
One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? 50% recovery from partner agencies.

Key Key
Title Obj
ect Objec
t Title FY
1 Amount FY 2 A
mount
Funding
42151 PD
Dispatch $100,000.00 $0.00
Total $100,000.00 $0.00
Des
cription FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $200,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$200,000.00 $0.00 $0.00 $0.00Total
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-0716: Page 15/25/2022 1:43:24 PM
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Budg
et Decision Package
FundK
ey: 41323Key Title: City Manager Comm and Outreach
Dept: City Manager Contact: Jaina French
Commu
nity Outreach
Desc
ription:

This decision package includes the contracted increases for CivicPlus website hosting, maintenance and support, communications support provided by Tripepi Smith and administration of the annual Community Climate Survey (Probolsky Research). Additional funding is also requested to support the City Council’s request for enhanced communications around the latest Council Priorities.

FY22/23
FY
23/24
$30
,000
$0
$0
$0
$0
$0
$30,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $30,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$30,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 49610Key Title: NR IT
Dept: Information Technology Contact: Scott Nielsen
Mat
ching Funds for PS Radio Upgrade
Desc
ription:

Matc
hing funds for Public Safety Radio and Communication (PSRC) Upgrade Project (Countywide) $900,000 in funds requested by the City of Napa. 20% matching funds of $180,000.

FY22/23
FY
23/24
$180
,000
$0
$0
$0
$0
$0
$18
0,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Public Safety Radio and Communication (PSRC) Upgrade Project (Countywide) One-Time Funding or Recurring Need?
Matc
hing funds for Public Safety Radio and Communication (PSRC) Upgrade Project (Countywide) $900,000 in funds requested by the City of Napa. 20% matching funds of $180,000.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $180,000.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$180,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 45011Key Title: Citywide Special Events
Dept: Parks & Rec Services Contact: Katrina Gregory
Specia
l Event Permits
Desc
ription:

This decision package is to adjust the revenues and expenditures based on the return of special event permits after COVID-19. These events are produced by non-profits, community groups or private organizations and include both small and large scale events. Prior to COVID-19, staff was issuing approximately 65+ special event permits each year. The FY22 budget was very conservative since it was not certain what events would be returning in early 2021. However, both the revenue and expenditures increased with several events returning. While a few events may not return and are considering discontinuing all together, there are several more event organizers planning on returning in the upcoming fiscal year. This GL includes both the revenue and corresponding expenses for event organizers to pay their required fees for PD staff, PW staff, etc. and it also supports the City’s co-sponsorship budget of approximately $40K annually in which the City supports community parades and other non-profit groups.

FY22/23
FY
23/24
$80
,000
$0
$0
$0
$8
0,000
$0
$0
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
This particular budget should be evaluated each year because one large group (e.g. Oxbow Riverstage) can make a significant change to the budget. However, this proposal is the best estimate for the FY23 budget.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? No
It actually needs to be 34102 (Application Fee) but it’s not listed in the drop-down menu. The fees includes approximately $65K for expenses related to the Oxbow Riverstage, $10K for Napa Downtown Association The current $40K in this GL is for co-sponsorship budget (city funds used for community events such as July 4th parade, Christmas parade, etc). This increase is for 51300 OT expenses for PD, Fire, PW, Parks to charge back to for direct funded events. The total amount for 45011-51300 should be $120,000 if approved.

Key
Key
Title Obj
ect Objec
t Title FY
1 Amount FY 2 A
mount
Funding
45011 Cit
ywide Special Events 34101 Se
rvice Charges $80,000.00 $0.00
Total $80,000.00 $0.00
Des
cription FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $80,000.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$80,000.00 $0.00 $0.00 $0.00Total
DP
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Budg
et Decision Package
FundK
ey: 45011Key Title: Citywide Special Events
Dept: Parks & Rec Services Contact: Katrina Gregory
Specia
l Event Permits
eve
nts (e.g. BBB, Car Show), $5K for the Napa Half Marathon, the remaining amount for other misc smaller events throughout the year. There is also revenue from the special event permit fee of $250 per permit.

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Budg
et Decision Package
FundK
ey: 29101Key Title: SB Parking Ticket /Security
Dept: Community Developme Contact: Tony Valadez
Limit
ed-term Community Service Officer & Vehicle Request
Desc
ription:

The City currently has 2 Community Service Officers (CSOs) specifically tasked with parking enforcement.

Demand for parking enforcement in the community has steadily been increasing over the years. Abandoned vehicle concerns throughout the City have been pulling the current CSOs from their regular enforcement rotation. This leads to a decrease in citations issued and a increase on costs for abandoned vehicle tows.

FY22/23
FY
23/24
$0
$0
$10
7,400
$0
$0
$0
$10
7,400
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Adding a limited-term CSO tasked with parking enforcement will enable the two current CSOs to focus on parking infraction response while the other focuses on abandoned vehicle responses. With the addition of this position, a new vehicle lease for the CSO would be needed temporarily increasing the Parking Enforcement fleet from 2 to 3.

This limited-term position and leased vehicle will allow the City to evaluate the program's efficiency and ability to generate revenue that self-sustains the expanded program.

One-Time Funding or Recurring Need?
The salary/benefit cost of a CSO I / Parking Ambassador is $105,000 annually and aims at a 2 year commitment.

The leased vehicle request for this CSO is estimated at $6,000 annually.

One-T
ime Recurr
ing
This request would add a Limited-term employee to the Parking Programs Division.

Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Consultant studies have estimated citation fee revenue at $73,742 annually per CSO Officer. Though this position request will focus primarily on non-revenue generating abandoned vehicles, it will allow for other CSOs Salary/benefit cost for a LT CSO I estimated at $105,000 annually. The requested leased vehicle is estimated at $6,000 with fuel estimated at $1,000 and $1,000 for maintenance - all annually. There would be an annual cost of $500 for training & dues as well as a one-time cost for a WFA computer setup of $2,400.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $96,500
.00 $0.00 $0.00
Servic
es $0.00 $9,400.
00 $0.00 $0.00
Materials
& Supplies $0.00 $1,500.
00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$0.00 $107,400.
00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 29101Key Title: SB Parking Ticket /Security
Dept: Community Developme Contact: Tony Valadez
Limit
ed-term Community Service Officer & Vehicle Request
to sh
ift focus to citations and yield revenue closer to the estimate amount.

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Budg
et Decision Package
FundK
ey: 45215Key Title: PRS Parks Facility Maintenance
Dept: Parks & Rec Services Contact: Jeff Gittings / Katrina Gregor Parks
Facility Supplies
Desc
ription:

This decision package is to adjust the revenues and expenditures based on the return of park rentals, picnic rentals and sports fields rentals and the License Fees with the Oxbow Riverstage. The FY19 supplies expenses were budgeted at $25K (actuals were $30K) and were reduced during the department’s budget reductions in FY20 and FY21. The FY22 budget included a recovery of approximately 50% with $65K in revenue and $10K in supplies. As the recovery process continues, these revenues and expenditures need to be increased accordingly to support these services for the community.

FY22/23
FY
23/24
$25
,000
$0
$0
$0
$2
5,000
$0
$0
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
The revenue and corresponding expenditures would return to pre-COVID levels and continue annually.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? This revenue includes the approximately $75K from Oxbow Riverstage License Fees (which were designed to help support the maintenance efforts at Oxbow Commons as well as other city parks); $45K in picnic rentals; $20K in field rentals. FY22 was budget $115K and we are estimating $140K in FY23.

These expenditures would support the additional supplies and maintenance needs at Oxbow Commons and the sports fields & picnic areas at Kennedy Park. These expenditures would be offset by the increase in revenue in FY23.

Key
Key
Title Obj
ect Objec
t Title FY
1 Amount FY 2 A
mount
Funding
45215 PR
S Parks Facility Maintenance 36201 Rents
and royalties $25,000.00 $0.00
Total $25,000.00 $0.00
Des
cription FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $25,000.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$25,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 49150Key Title: NR PD Dispatch
Dept: Police Contact: Gus Ulloth
Cons
ulting services for CAD RFP
Desc
ription:

The Intergraph Computer-Aided Dispatch (CAD) system was implemented in 2006. Upgrading the system is nec
essary to maintain adequate support from the software vendor.The estimated cost from the current vendor (Intergraph) is equivalent (est. $950,000) to an entirely new system from other vendors. The partner agencies (Napa Police, Napa Fire, American Canyon Fire, and Napa Sheriff) believe operations and community are best served by conducting an RFP of equivalent enterprise CAD systems. Conducting an RFP in the 22/23 FY would define a project and budget planning to replace the CAD system in FY 23/24 FY.

FY22/23
FY
23/24
$120
,000
$0
$0
$0
$0
$0
$12
0,000
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? First step in planning for system upgrade targeted in next year budget.

One-Time Funding or Recurring Need?
One time cost of contract consultant to perform RFP function.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $120,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$120,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 45210Key Title: PRS Parks Com Facility Admin
Dept: Parks & Rec Services Contact: Jeff Gittings
Parks
Division Manager Vehicle Request
Desc
ription:

The Division Manager uses their personal vehicle to attend meetings or respond to emergencies. This includes downed trees, sink holes, floods, wind events, etc. A vehicle with the proper lights, equipment and supplies is needed. Often times this vehicle
is parked in precarious locations that need to be closed off to make it safe for the public. Additionally, this would allow for easier access to areas closed to public vehicles.

FY22/23
FY
23/24
$40
,000
$0
$0
$0
$0
$0
$40,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
The acquistion of a suitable vehicle and upfit cost for the Parks Divison Manager's vehicle is estimated at $30,000. There would be related on-going cost for the replacement reserve and O&M by adding this vehicle to the Parks & Recreation Services Department fleet as well as fuel costs - estimated at $6500.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Th
e suggested vehicle and upfit is estimated at a one-time cost of $33,500. $5400 would be the annual cost for the repl
acement reserve and O&M. $1,100 is the estimated annual fuel cost.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $5,400.00 $0.00 $0.00 $0.00
Materials
& Supplies $1,100.00 $0.00 $0.00 $0.00
Capital Outl
ay $33,500.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$40,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 84601Key Title: Hsg Local Housing Fund
Dept: Housing Authority Contact: Brandon Alves
New
Position Request - LT Housing Specialist
Desc
ription:

The housing division will be issuing 38 additional project based vouchers (PBV's) in FY2022-23 as part of the Heritage House and Valle Verde project. Approximately 35 of these will be for persons who are chronically homeless and are referred through the County's Coordinated Entry System. In addition, the Valley Lodge Apartments project will also include 38 PBVs for homeless persons and is expected to lease up in FY2022-23.

An additional Housing Specialist position will be needed to take on the workload of processing applications, issuing vouchers, and coordinating with the developer as almost all of these vouchers will be issued to homeless referred through the County's Coordinated Entry System. Historically, these special needs clients have required a lot more support than voucher holders who are not experiencing homelessness.

FY22/23
FY
23/24
$0
$0
$10
5,000
$0
$105
,000
$0
$0
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
The developer has agreed to fully fund one Housing Specialist FTE for up to one year to assist in getting the units initially occupied. This position will be a limited-term postion until the developer funding is exhausted.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Key Key
Title Obj
ect Objec
t Title FY
1 Amount FY 2 A
mount
Funding
84601 Hs
g Local Housing Fund 34801 Ad
ministration $105,000.00 $0.00
Total $105,000.00 $0.00
Des
cription FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $100,000.
00 $0.00 $0.00
Servic
es $0.00 $1,500.
00 $0.00 $0.00
Materials
& Supplies $0.00 $3,500.
00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$0.00 $105,000.
00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 42210Key Title: FD Administration
Dept: Fire Contact: Shuree Egloff
Fire
Administration - 1600 Clay Street Rent
Desc
ription:

Budget for rental expenses per Rental Agreement C2020-008. This will need to be an annual budget increase of $45,000.00. The FY22 expense was covered by carrying forward remaining external services and supplies FY21
budget. Back in July 2021, it was determined that a decision package would need to be submitted as part of
the FY23 budget process for approval of on-going rental expenses.

FY22/23
FY
23/24
$45
,000
$0
$0
$0
$0
$0
$45,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need?
Rental expenses estimated at $45,000 annually. See Rental Agreement C2020-008 One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? This will be a on-going expense as long as Fire Admin remains the tenant at 1600 Clay Street. The agreement is an auto-renewal (month to month).

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $45,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$45,000.00 $0.00 $0.00 $0.00Total
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2: Page 15/25/2022 1:43:26 PM
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Budg
et Decision Package
FundK
ey: 41551Key Title: HR Empl Train/Relations
Dept: Human Resources Contact: Heather Ruiz
Manag
ement Supervisor Academy - Round 1
Desc
ription:

In advance of the Employee Engagement Survey responses, Human Resources anticipates the need to provide additional training to City of Napa management and supervisors. The training is meant to guide staff through best practices, policies, laws, employee relations and performance management. Additionally, the City has hired or promoted newer managers and supervisors who could benefit greatly from the ability to ask direct questions and learn from one another.

FY22/23
FY
23/24
$30
,000
$0
$0
$0
$0
$0
$30,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Though the City has had a internally developed and administered Management University program before, this program will be designed to address matters that come directly from staff survey responses. The Human Resource Department hopes to partner with a consulting firm that specializes in the development of this program to provide a transparent and open discussion platform.

One-Time Funding or Recurring Need?
The intial cost to develop and begin the program through consulting services is estimated at $50,000. Once the program is establish, the recurring need to continuously train staff will be less than year one and is estimated at $30,000 annually. $20,000 of one-time savings will be programed to fund the additional year one expense making the request $30,000 annually.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Program development and intial training for year one is estimated at $50,000 with additional years estimated at $30,000. With the usage of $20,000 of one-time budget savings, this request is for for $30,000 annually.

Description
FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $30,000.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$30,000.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 53003Key Title: Water Distribution
Dept: Utilities - Water Contact: Dean Hanna
New
Tilt Trailer for Water Distribution
Desc
ription:

For safe and efficient transport of backhoe and heavy equipment used in Water Distribution Operations, in lieu of
adding mileage and maintenance to new backhoes. This will allow for extending life of heavy equipment and prov
ide elevated safety to employees and the public by minimizing roadway travel.

FY22/23
FY
23/24
$0
$0
$44,0
00 $0
$0
$0
$44,0
00 $0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? Cur
rently, heavy equipment such as backhoes are driven directly on roadways to construction sites. By hauling hea
vy equipment in a tilt trailer, reduces unnecessary mileage and maintenance to very expensive heavy equipment, and allows for efficient transport and less exposure on roadways.

One-Time Funding or Recurring Need?
One-time costs related to purchase of tilt trailer. Recurring monthly O&M and replacement charges expected over time.

One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Estimated purchase price of tilt trailer: $40,000.

Recurring monthly O&M estimated at $150.00
Recurring monthly replacement charges estimated at $165.00 Description
FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $0.00 $0.00 $0.00 $0.00
Servic
es $0.00 $4,000.
00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $40,000
.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$0.00 $44,000
.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41320Key Title: City Manager Admin
Dept: City Manager Contact: Liz Habkirk
City
Manager Office Staffing Changes
Desc
ription:

The City Manager recently engaged Management Partners, Inc. to conduct an organizational study and provide recommendations related to improved structure and oversight of various functions and implementation of Council priorities. One of the recommendations provided was to increase the capacity of the City Manager’s own office to manage functions that require coordination of multiple departments and are high profile Council/Community priorities. The recommendation includes the deletion of the Assistant to the City Manager and replacement with a Deputy City Manager who would be responsible for homeless coordination, implementation of various citywide Climate initiatives, and oversight of the Housing Authority of the City of Napa with direct supervision of the Housing Authority Manager. To effectively accomplish these responsibilities, a supporting recommendation was to also add a Management Analyst I/II which would be a net increase of one FTE. Future adjustments to have the Housing Authority funds correctly aligned with this new reporting structure would be brought to the City Council with a goal of including as a part of a mid-year budget update. However, reporting changes would begin with the new fiscal year to allow for the immediate focus of the new DCM on Council priorities. Additional supporting work to ensure the Deputy City Manager classification adequately reflects this proposal will be conducted.

FY22/23
FY
23/24
$203
,300
$0
$0
$0
$0
$0
$20
3,300
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 1New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? The budgeted cost for the new MA is $141,000. The budgeted cost of the reclass to DCM is $62,300. Total Cost for Decision Package = $203,300.

Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $203,300.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $0.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$203,300.00 $0.00 $0.00 $0.00Total
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Budg
et Decision Package
FundK
ey: 41530Key Title: City Attorney's Office
Dept: City Attorney Contact: Rachel Carranza
Assis
tant City Attorney Overfill
Desc
ription:

Overfill Assistant City Attorney position for 5 months (August-December 2022) FY22/23
FY
23/24
$105
,700
$0
$0
$0
$0
$0
$10
5,700
$0
Fiscal
Year GF E
xpenditures NGF Expendi
tures Rev
enues Net Costs
Secti
on 2: Cost of Request
Secti
on 1: General Information
Su
mmary of Costs
New
Program Change
to Existing ProgramNew Program or Significant Increase? One-Time Funding or Recurring Need? One-T
ime Recurr
ing
Proposed Net Impact on FTEs: 0New/E
liminated Personnel?
Grant Fund
s?
Are
the proposed services, programs or activities mandated? Description FY1 GF FY1 N
GF FY2 G
F FY2
NGF
Ex
penditures
Salar
y & Benefits $104,200.00 $0.00 $0.00 $0.00
Servic
es $0.00 $0.00 $0.00 $0.00
Materials
& Supplies $1,500.00 $0.00 $0.00 $0.00
Capital Outl
ay $0.00 $0.00 $0.00 $0.00
Transfers $0.00 $0.00 $0.00 $0.00
$105,700.00 $0.00 $0.00 $0.00Total
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Appendix D
Fiscal Policy

Fiscal Year
2022/23
Proposed FY 22/23 Budget
260
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INTRODUCTION
Objective
To establish a set of fiscal policies which will assist in ensuring the City’s long term fiscal stability. These policies are intended to provide direction so that the City’s finances are managed in a manner that will continue to provide for the delivery of quality services; maintain an enhanced service delivery; ensure a balanced budget; and establish reserves necessary to meet known and unknown future obligations.

Policy Areas
This policy addresses the following areas:

1. Fiscal Policy Overview

2. Definitions

3. Budget Creation

4. Budget Priorities

5. Budget Adjustments

6. Accounting, Auditing and Financial Reporting

7. Capital Improvement Projects and Infrastructure

8. Debt

9. General Revenue Policies

10. Enterprise Fund Revenue

11. Investment

12. General Reserve Policies

13. Use of Fund Balance

14. General Fund Reserves

15. Capital Improvement Project (CIP) Fund Reserves

16. Trusts

17. Tourism Improvement District Fund Reserve

18. Internal Service Fund Reserves

19. Enterprise Fund Reserves

20. Internal Service Replacement Funds
The following table provides a brief explanation of the policies currently out of compliance and the action plan to return to target levels.

Policy Explanation Action Plan
Operating Budget Policies: The City will project its
equipment replacement and maintenance needs for
the next six years and will update this projection
each year. From this projection a maintenance and
replacement schedule will be developed and
followed.

The City is in
compliance with the
policy for Fleet
equipment but is out of
compliance for the large
equipment (e.g. HVAC).

An inventory of other
capital equipment is
anticipated within the
next budget cycle.

Reserve / Fund Balance Policy: The City will
establish an Equipment Replacement Fund for
capital equipment as it becomes unserviceable,
obsolete or reach a predetermined service life. The
fund will be maintained at a level adequate to
replace all capital equipment per the pre-
determined replacement schedule.

The Equipment
Replacement Fund was
established in FY
2014/15, and has a
current balance of about
$443,000.

An inventory of Capital
Equipment, and
replacement schedule
anticipated within the
next budget cycle.

Appendix D
Fiscal Policy
Proposed FY 22/23 Budget
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Fiscal Policy

1. Overview of Purpose and Scope of this Policy
a. The general financial goal is to maintain and enhance the sound fiscal condition of the City.
b. Applicability. This policy applies to all funds for the City of Napa.

2. Definitions. The following definitions shall apply to this Policy:
a. "Balanced Budget": In each fund budgeted revenues plus unreserved/ undesignated fund balance are greater than budgeted expenditures. b. “Capital Improvement Project (CIP) Budget”: The adopted budget includes a 5- year CIP budget, listing all planned CIP projects, their budgets, and their various funding sources.
c. “City Charge”: Any tax, assessment, fee, or fine imposed by the City, in accordance with the policies established by City Council pursuant to Napa Municipal Code Section 3.04.040, and the “Policies and Procedures for the Establishment, Implementation, and Enforcement of City Fees, Fines, and Charges” (Resolution Nos. R2018-046 and R2018-047, as they may be updated by City Council).
d. “Deficit”: The excess of fund expenses over fund revenues at the close of a fiscal year.
e. “Department Director”: the chief executive appointive officer (as defined by City Charter Section 75 and Napa Municipal Code Title 2) of each Department identified in the Budget, or the authorized designee of the Department Director or City Manager.
f. "Fund": An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves and equities.
g. "Fund Balance": The difference between assets and liabilities reported in a governmental fund.
h. "Fund Balance Categories" per current governmental accounting standards (GASB 54):
i. “Non-Spendable”: Cannot be readily converted to cash or cannot legally be spent
ii. “Restricted”: External imposed (by granting agencies, governmental entities, etc.) restrictions on spending
iii. “Committed”: City Council formally-imposed (by resolution or other action) restrictions on spending
iv. “Assigned”: Funds reserved by Council direction or City Manager for designated purposes
v. “Unassigned”: Residual balance not classified in any of the above categories
i. "General Fund Operating Budget": total General Fund expenditure budget less transfers to other funds and reserves.
j. "Non-Recurring": Revenues or expenditures not expected to recur on a regular basis; not to be included in the regular operating budget.

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k. "Surplus": The excess of fund revenues over fund expenses at the close of a fiscal year.

3. Budget Creation
a. The City will adopt a balanced two-year budget by June 30 of every other year.

As a part of the bi-annual review, prior to the end of the two-year budget, the City Council will adopt the budget for the second year of the two-year budget. i. A bi-annual base operating budget will be developed by verifying or conservatively projecting revenues and expenditures for the current and forthcoming fiscal year.
ii. The City will maintain a level of expenditures which will provide for the public well-being and safety of the residents, property owners, businesses, and visitors of the community.
iii. Current revenues will be sufficient to support current operating expenditures.
iv. The City shall contract with outside consultants or utilize limited term City staff positions for peaks in workload, when a project is limited in term and/ or scope, or when specialized expertise is necessary and it is more cost- effective to hire a consultant than add a full-time staff position. Any appointment to a limited-term employment position shall be made in accordance with Council Policy (R1999-247, as may be amended).

Conversely, for longer term needs (at least 3 to 5 years), or when the City Manager determines it is more cost-effective, the City Council may consider adding full-time staff.
v. The City will project its equipment replacement and maintenance needs for the next six years and will update this projection each year. From this projection a maintenance and replacement schedule will be developed and followed.
vi. The Non-Recurring General Fund will be used to budget for non-recurring items.
b. Each Department Director may request additional funds for new positions, equipment, or programs during the budget creation process. Requests are submitted as Decision Packages and include a description of what the funds will be used for and estimated financial impact.
c. Compensated Absence annual appropriations are budgeted in the General Fund for payment of various accrued leave balances (non-Enterprise Fund only). The three appropriations are for payment of accrued leave for separating employees, leave payouts for continuing employees, and annual cashouts of management leave. The appropriation amounts shall be based on historical trends, salary growth, and anticipated usage of leave cashout policies. d. The Public Safety Overhire annual appropriation is budgeted in the Non- Recurring General Fund. This appropriation can be used to pay for Public Safety staffing when the department has a reasonable and necessary reason for temporarily overfilling a position. Use of this appropriation is subject to City Manager approval. The annual appropriation amount shall be $200,000.

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4. Budget Priorities
a. Maintenance and replacement funding will be prioritized each year to ensure that capital facilities and equipment are sufficiently maintained to avoid service disruptions.
b. Projects or programs to improve City business processes and/or increase efficiency will be prioritized over the addition of new full-time staff. c. If funding is not available for operations and maintenance costs of proposed new facilities, the City will delay construction of these facilities.

5. Budget Adjustments
a. Budget adjustments should be requested through the Finance Department using the City’s Budget Adjustment Form (BAF)
i. Each Department Director should manage their budget by object category (Salaries and Wages, Services, Materials and Supplies, etc.). Generally, the Finance Department will not process budget adjustments that transfer funds between objects within the same key and category unless needed for contract or purchase order approval.
ii. The Budget Adjustment Form requires the signature of the Department Director.
b. All budget adjustments require signature approval by the appropriate authority:
i. Any budget adjustment for a CIP project, any transfer between City funds, or any appropriation of fund reserves requires Council approval. ii. Any budget transfer involving salaries and benefits budgets or a transfer between departments requires approval by the Department Director and the City Manager.
iii. Additional budget appropriations may be approved by the City Manager when the increased expenditure is completely offset by new matching revenue. The Department Director also must sign off on the budget request.

1. To the extent an operation receives donations for a specified purpose, the City Manager is authorized to increase
appropriations for that operation and that fiscal year in an amount not to exceed the amount of the donation. Adjustments shall be reported to City Council as part of the next regular financial report.

2. To the extent an operation relies on estimated fee revenue as its source of revenue, and the revenue received during the fiscal year exceeds the estimated revenue identified in the budget, the City Manager is authorized to increase appropriations for that operation and that fiscal year in an amount not to exceed the lesser of: (a) amount of the estimated fee revenue or (b) 15% of the budgeted fund fee revenue estimate. Adjustments shall be reported to City Council as part of the next regular financial report. iv. A Department Director may transfer funds between accounts not restricted above within the department as necessary to meet department objectives.
c. Budgets may be carried forward from a prior year based on the following criteria:

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i. The City Manager is authorized to increase appropriations for each fund in each fiscal year, in an amount not to exceed the amount encumbered but not yet expended from that fund for the previous fiscal year. The actual amount of these increased appropriations due to unexpended encumbrances will be reported to City Council as a part of the annual financial audit for the previous fiscal year.
ii. The City Manager is authorized to increase appropriations for each fund in each fiscal year, in an amount not to exceed not yet expended appropriations from that fund for the previous fiscal year for continuing nonrecurring projects.

6. Accounting, Auditing & Financial Reporting
a. The City's accounting and financial reporting systems will be maintained in conformance with generally accepted accounting principles and standards of the Government Accounting Standards Board.
b. Financial reports will be submitted to the City Council and will be made available to the public at least twice each fiscal year.
c. Full and continuing disclosure will be provided in the general financial statements and bond representations.
d. The City will maintain a good credit rating in the financial community. e. The City will maintain a liquidity ratio of at least 1:1. f. An annual audit will be performed by an independent public accounting firm with the subsequent issue of an official Comprehensive Annual Financial Report (CAFR), including an audit opinion.
g. In accordance with City Charter section 58, the Finance Director will, at least once a month, provide a report of the cash in the Treasury to the City Council in writing.
h. In accordance with Napa Municipal Code section 2.32.050, the Finance Director shall deliver to the City Manager and to the City Council at a regularly scheduled Council meeting, a budget report showing the budget status at the end of the preceding month.
i. The Long-Term Financial Forecast shall be prepared annually projecting revenues and expenditures for the General Fund. This forecast shall be used as a planning tool in developing the following year’s operating budget.

7. Capital Improvement Projects and Infrastructure
a. The City will plan for the design, construction, implementation, operation, and maintenance of capital improvements in accordance with an adopted capital improvement program.
b. The City will develop an annual five-year plan for capital improvements, including CIP design, construction, implementation, and operating and maintenance costs (“CIP Budget”).
c. The purchase of new or replacement capital equipment with a value of $25,000 or more and with a minimum useful life of two years will require City Council approval.
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priorities and for which operating and maintenance costs have been included in the budget.
e. To cover the costs of CIP projects planned for the Water Enterprise Fund and the Solid Waste / Materials Diversion (Recycling) Enterprise Fund, the City will seek non-General Fund sources of revenue (including grants from other agencies), and the City will otherwise cover the costs through the establishment and regular updating of City Charges that are equitably imposed on users of the services. f. The Water Fund shall propose a budget that includes a minimum investment in infrastructure of $3 million annually for five years starting in FY 2012-13 to be funded by rate based revenue and connection fees from development.

8. Debt
a. The City Council may authorize the use short-term debt to cover temporary or emergency cash flow shortages of less than one fiscal year. All short-term borrowing will be approved in writing by the City Manager, filed with the Finance Director, and taken to City Council for approval.
b. The City Council may issue inter-fund loans rather than outside debt instruments to meet short-term cash flow needs. Inter-fund loans must be repaid consistent with terms established in a written agreement.
c. The City will confine long-term borrowing to fund capital improvements that cannot be funded from current revenues.
d. The City will use special assessment revenue, inter-fund loans or other self- supporting bonds instead of general obligation bonds when feasible.

9. General Revenue Policies
a. The City will strive to maintain a diversified and stable revenue base to shelter it from short-term fluctuations in any one revenue source. b. The objective of the revenue policies is to ensure that funding is derived from a fair, equitable, and adequate resource base, while minimizing tax differential burdens. Services having a citywide benefit shall be financed with General Fund revenue sources generated from a broad base, such as property taxes, transient occupancy taxes, sales taxes, and business license taxes. Services that provide a particular benefit to a customer or user shall primarily be financed with user fees, charges, or assessments based on the level of service provided (in accordance with California Constitution Article XII C, Section 1(e), known as “Prop 26”).
c. The City will estimate its annual revenues by an objective, analytical process utilizing trend, judgmental, and statistical analysis as appropriate. Revenue estimates adopted by the City Council must be conservative. d. Fees for City services will be adjusted at least annually to recover the full cost of services provided, unless when it is determined that policy, legal, or market factors require lower fees and it is in the public interest. e. Non-recurring revenues will be used for non-recurring expenditures only. (Including capital and reserves.)
i. Non-recurring general revenues will be deposited into the Non-Recurring General Fund.

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10. Enterprise Fund Revenue
a. The City will set fees and user charges for each utility fund at a level that fully supports the total direct and indirect cost of the activity. Indirect costs include the cost of annual debt service used for capital assets and overhead charges. b. Water rates shall be established at a level that supports operating costs as well as capital investment in the system equal to or greater than the level of annual depreciation of the system assets based on the average of the previous five years.

11. Investment
a. The City Treasurer will annually submit an investment policy to the City Council for review and adoption.
b. The City Treasurer will invest the City’s monies in accordance with applicable laws and adopted investment policies and direct the investment of bond or note monies on deposit with a trustee or fiscal agent in accordance with the applicable indenture or issuance document.

12. General Reserve Policies
a. It is the intent of the City to establish and maintain reserve funds to ensure the continued delivery of City services to address emergencies, address a temporary revenue shortfall or provide stability during economic cycles. Sufficient reserve funds will be managed to provide adequate cash flow, stabilize the City's interest rates and provide continuity in service delivery. The City shall maintain adequate cash reserves in each fund to maintain a positive cash position at any time during a fiscal year and at year-end.
b. If fiscal changes require staff to recommend funding reserves above the policy minimums, staff will bring this recommendation to Council as a specific action for approval.

13. Use of Fund Balance
a. The City shall reduce committed or assigned fund balance first only if the expenditures incurred are for the purpose for which the funds were originally committed or assigned. Otherwise, unassigned fund balance shall be reduced first, followed by assigned, and then committed.
b. Fund Balance amounts that are constrained by the government’s intent to be used for specific purposes, but are neither restricted nor committed, are to be reported as Assigned Fund Balance. The Finance Director is designated the authority to “assign” amounts to be used for specific purposes. Those amounts are to be reported in the financial statements as “Assigned Fund Balance” in compliance with GASB Statement 54.
c. At the end of each fiscal year, any available fund balance in the General Fund shall be transferred to the CIP Facilities Reserve.
d. At the end of each fiscal year, any undesignated fund balance, net of planned spending in future budgets, in the Non-Recurring General Fund in excess of 2% of that year's General Fund Operating Budget shall be transferred to the CIP Facilities Reserve.

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14. General Fund Reserves
a. The City shall establish and maintain a General Fund Emergency Reserve. Each fiscal year, the City will include in its adopted budget a transfer to the Emergency Reserve to bring the reserve balance to at least 14% of that year’s General Fund Operating Budget. This transfer may be excluded from the adopted budget if there is a budgeted deficit.
i. The primary purpose of this reserve is to protect the City’s essential service programs and funding requirements during significant events such as (but not limited to) economic downturns/recessions that impact City revenues, natural disasters, declared emergencies (as defined by Napa Municipal Code Chapter 2.89), state government reductions or takeaways of City revenues, or other situations that could not be reasonably foreseen during preparation of the budget.

1. In the event the City Manager declares that action is needed to be taken to resolve an emergency, in accordance with Napa
Municipal Code Section 2.91.040, the City Manager is authorized to encumber and spend the General Fund Emergency Reserve to pay the costs of the action to resolve the emergency. These actions shall be reported to Council at their next meeting after the declaration of the emergency.
ii. In the case of natural disasters, the Emergency Reserve should be used to pay for FEMA-approved projects. After receiving FEMA approval, the project total amount shall be transferred from the Emergency Reserve and deposited into the appropriate project fund. The transfer of funds and related budget adjustments shall be taken to City Council for review and approval.

1. All reimbursement funds received from FEMA and CalOES will be deposited into the Emergency Reserve to replenish the fund.

2. The City’s portion of FEMA projects will be initially funded by the Emergency Reserve. The proposed timing of repayment will be included in the City’s Long-Term Financial Forecast.
iii. The use of the General Fund Emergency Reserve must be approved by City Council. In the situations described in 14.1.1a and 14.1.2, the City Manager is authorized to use the General Fund Emergency Reserve and then report to City Council. All other situations require approval from City Council before use.
iv. Approved use of Emergency Reserve funds may cause the balance of the reserve to drop below the required 14% level. The City will begin to restore reserves used under this policy within 24 months after their first use. The proposed timing of repayment of reserves will be included in the City’s Long-Term Financial Forecast.
v. The City shall establish and maintain a General Fund Operating Reserve.

Each fiscal year, the City will include in its adopted budget a transfer to the Operating Reserve to bring the reserve balance to at least 6% of that year’s General Fund Operating Budget. This transfer may be excluded from the adopted budget if there is a budgeted deficit. The primary purpose of this reserve is to make up for temporarily decreased revenues Appendix D
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or to provide temporary resources in the event of an economic downtown while expenditure reductions are implemented.
vi. The use of the General Fund Operating Reserve must be approved by City Council.
vii. Approved use of Operating Reserve funds may cause the balance of the reserve to drop below the required 5% level. The City will begin to restore reserves used under this policy within 24 months after their first use. The proposed timing of repayment of reserves will be included in the City’s Long-Term Financial Forecast.
viii. The City shall establish and maintain a General Fund Contingency Reserve. Each fiscal year, the City will include in its adopted budget a transfer to the Contingency Reserve to bring the reserve balance to at least 6% of that year’s General Fund Operating Budget. This transfer may be excluded from the adopted budget if there is a budgeted deficit.The primary purpose of this reserve is to provide funding for non-recurring unanticipated expenditures or to set aside funds to cover known contingencies with unknown costs.
ix. The use of the General Fund Contingency Reserve must be approved by City Council.
x. Approved use of Contingency Reserve funds may cause the balance of the reserve to drop below the required 1% level. The City will begin to restore reserves used under this policy within 24 months after their first use. The proposed timing of repayment of reserves will be included in the City’s Long-Term Financial Forecast.
b. In the event that budgeted revenue is not enough to fully fund all reserves, they shall receive funding in the following priority order:
i. First, repay any reserves as outlined in the City’s Long-Term Financial Forecast. If multiple reserves require replenishment, they should receive funds in the following order: first the Emergency Reserve, then the Operating Reserve, then the Contingency Reserve.
ii. Next, bring the reserve funds up to their prescribed percentage amounts in the following order: first the Emergency Reserve, then the Operating Reserve, then the Contingency Reserve.
iii. If the City experiences two consecutive years where the reserves could not be fully funded, the next Long-term financial forecast shall map out a strategy to bring the reserves up to the correct balances and maintain annual contributions at the required level.

15. Capital Improvement Project (CIP) Fund Reserves
a. The City shall establish and maintain a CIP Facilities Reserve. Each fiscal year, the City will include in its adopted budget a transfer from the General Fund to the CIP Facilities Reserve, in the amount of 2% of the year’s General Fund Operating Budget.
i. The primary purpose of this reserve is to provide funding for the expansion of existing City facilities or the creation/renovation/acquisition of new facilities that meet the workforce needs of City services.

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ii. The use of the CIP Facilities Reserve must be approved by City Council, generally through the CIP Budget adoption.
b. The City shall establish and maintain a CIP General Reserve. Each fiscal year, the City will include in its adopted budget a transfer from the General Fund to the CIP General Reserve, in the amount of 1% of the year’s General Fund Operating Budget.
i. The primary purpose of this reserve is to provide funding for ongoing and future Capital Improvement Projects.
ii. The use of the CIP General Reserve must be approved by City Council, generally through the CIP Budget adoption.
iii. The CIP Budget shall not program out more than 90% of the expected CIP General Reserve balance in any year of the 5-year plan. This allows for a cushion in case project costs are higher than expected. c. A General Plan Update Reserve Fund shall be maintained in the CIP Fund to accumulate funds necessary to update the General Plan every 20 years. The General Fund adopted budget shall include a transfer to the General Plan Update Reserve Fund of $100,000 per year.
i. The use of the General Plan Update Reserve must be approved by City Council, generally through the CIP Budget adoption.

16. Trusts
a. The City will comply with GASB 45 and establish an irrevocable trust to fund future retiree medical costs. The Trust will be funded through bi-weekly charges to departments equal to the Annual Required Contribution (ARC) as a percentage of payroll based on the most recent OPEB Actuarial Report. b. The City has established an irrevocable trust to help mitigate increases in future pension costs. Deposits to the Trust shall be authorized by City Council as funds are available.

17. Tourism Improvement District Fund Reserve
a. The City will maintain a Contingency Reserve Fund (CRF) for the Napa Tourism Improvement District (Napa TID). The purpose of the CRF is to build and protect reserves for usage during periods of extended economic downturn and uncertainty, unanticipated events that may impact travel and hospitality in the region, or emergency / natural disasters that impact the City of Napa and business community and result in fluctuations of Transient Occupancy Tax revenues. Once approved as part of the Napa TID budget, funds in the CRF will remain unspent until specific findings are made by the Local Governing Committee of the Napa TID that require their usage. The findings will depend on the nature of the emergency or unmet need.
b. It is the goal of the Napa TID to maintain the CRF so that the CRF balance is at a minimum of 35 percent of the annual budgeted revenues. The CRF will be held in a separate reserve account and will be funded on an annual basis at the end of each fiscal year based on current year revenues. Additional funding of the CRF (above the required 35 percent) shall be determined as a part of the preparation of the annual workplan for the Napa TID, but shall not cause the balance of the CRF to be greater than 100 percent of the annual budgeted revenues.

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c. The annual funding to the CRF will be equivalent to the budgeted surplus included in the adopted budget. The City of Napa Finance Department shall fund the CRF on June 30 of each year based on actual revenues. d. Any recommendation to the City Council from the Local Governing Committee of the Napa TID to use the CRF must include a plan for replenishment of the CRF.

18. Internal Service Fund Reserves
a. Fleet Fund
i. The City will establish and maintain a Fleet Operating Reserve within the Fleet Fund. The target minimum reserve balance is $100,000.

1. The primary purpose of this reserve is to provide temporary resources in the event of higher than anticipated Fleet Operating costs.

2. The use of the Fleet Operating Reserve must be approved by City Council.

3. Approved use of Fleet Operating Reserve funds may cause the balance of the reserve to drop below the $100,000 minimum. The City will begin to restore reserves used under this policy within 24 months after their first use by collecting additional revenue through Fleet operations and maintenance rates.
b. Risk Management Fund
i. Self-insurance reserves will be maintained at a level which, together with purchased insurance policies, adequately protects the City. The reserve funding level goal for each program is no less than the target 80% confidence level appropriately discounted for investment income.

19. Enterprise Fund Reserves
a. Water Fund
i. The Working Capital or Undesignated Fund Balance for the Water Enterprise Fund is to be maintained at a minimum 45-90 days of operating expenses or 12.3% to 25% of Operating and Maintenance costs.
ii. The City will transfer Working Capital or Undesignated Fund Balance of the Water Enterprise Fund that is above 90 days of operating costs or 25% of annual operating and maintenance costs into the Capital Improvement Reserve.
iii. The City will establish a Water Capital Improvement Reserve to pay for unforeseen cost escalations to CIP projects and future compliance projects. The reserve will be maintained at a minimum level of 10%-20% of annual capital improvements to the Water System.
iv. The City will establish a Long Term Water Supply Reserve and set aside $200,000 annually from the operating fund.
v. The City will establish a Water System Renewal and Replacement Reserve for unforeseen and unbudgeted replacements or repairs. The reserve will be maintained at a minimum level of 10%-20% of annual capital improvements to the Water System.

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vi. The City will establish a Water Fund Emergency Reserve to fund operating or capital expenditures required as a result of unbudgeted financial liability. The reserve will be maintained at a level of 5%-10% of annual operating expenditures excluding debt service.

1. The City Manager (or their designee) has the authority to expend Water Fund Emergency Reserves to address critical needs within the water system. In accordance with NMC 2.91.04, the item will be taken to Council at the first feasible time at a regularly scheduled council meeting.
b. Solid Waste and Materials Diversion Fund
i. The City will maintain a Rate Stabilization Reserve in the Solid Waste Fund. This reserve will be funded at a level of 5%-10% of collection revenues to stabilize collection rates to avoid wide swings in rates over time.
ii. The City will maintain a Solid Waste/Materials Diversion Operating Reserve to cover unforeseen revenue shortfalls, increases in expenses, and potential environmental compliance expenditures. The reserve should be funded at a level of 20% of operating expenditures, which excludes contributions to reserves, the Street Resurfacing Program, capital projects, and debt service.
iii. The City will maintain a Capital Improvement Projects (CIP) Reserve in the Solid Waste Fund to provide for major renovation, modernization or for planned capital improvement program repairs and maintenance at the Napa MDF. This reserve is for projects that exceed $250,000 in any given year, as set in policy approved by City Council. The annual contribution will equate to the annual depreciation of the MDF facility. iv. The City will maintain a Liability Reserve in the Solid Waste Fund to fund liabilities of the City for items related to the Solid Waste Fund.

20. Internal Service Replacement Funds
a. Fleet Fund
i. The City will maintain a Fleet Replacement Reserve for costs associated with the replacement of vehicles and other rolling stock (such as trailers, compressors or other equipment on wheels) as they become unserviceable, obsolete or reach a predetermined service life. The reserve will be maintained at a level adequate to replace all stock, per the pre-determined replacement schedule. The reserve will track contributions and replacements based on the contributing fund (General Fund, Water Enterprise Fund, etc).
ii. The City will establish and maintain a Fleet Equipment Replacement and Upgrade Reserve within the Fleet Fund. The primary purpose of this reserve is to cover costs associated with the replacement of specialized tools, Fleet facility/vehicle equipment, as well as Electric Vehicle (EV) charging stations supporting City EV’s/equipment. This funding can be used to add new equipment and charging stations, as well as replace existing items throughout the life cycle of the equipment. The reserve will Appendix D
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be maintained at a level adequate to replace all stock, per the pre- determined replacement schedule.
b. Fire Apparatus Replacement Fund
i. The City will maintain a Fire Apparatus Replacement Fund for costs associated with the replacement of Fire Apparatus vehicles as they become unserviceable, obsolete or reach a predetermined service life.

The fund will be maintained at a level adequate to replace all stock, per the pre-determined replacement schedule.
c. Equipment Replacement Fund
i. The City will establish and maintain an Equipment Replacement Fund for capital equipment as it becomes unserviceable, obsolete or reaches a predetermined service life. The fund will be maintained at a level adequate to replace all capital equipment per the pre-determined replacement schedule.

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Appendix E
Revenue Assumptions

Fiscal Year
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General Fund:

Revenue projections are based on a combination of factors including analysis of historical revenue receipts, anticipated changes in the local economic environment, projected City growth through development and anticipated changes in revenue receipts.

General Fund revenues are anticipated to be $111.6 million for FY 2022/23. The assumptions used to project major General Fund revenues are explained below.

Property Tax Revenues
Property taxes are the City’s largest source of revenue (39.4% of FY 2022/23 operating revenues) and are relatively inelastic in that they should remain constant as the economy changes. By State law (Proposition 13), the County levies property taxes at one percent of full market value at the time of purchase. Assessed values can be increased by no more than two percent per year until resold. The City also has the authority to impose an excess property tax levy to pay debt service on voter-approved debt. Currently, no such debt exists. Within Napa County, property values continue to increase. Housing prices are anticipated to increase by

16.7% from February 2022 to February 2023. Additionally, $3.0 million of Excess ERAF funds has been budgeted in the FY 2022/23 budget to support the General Fund while TOT revenues recover.

Sales Tax Revenues
Sales tax revenue is a strong indicator of the City’s economic health. Sales tax revenues are currently the City’s third largest source of revenue while Transient Occupancy Tax recovers (19.1% of FY 2022/23 operating revenues) and are somewhat elastic in nature, varying with changes in the economy. The California Department of Tax and Fee Administration levies the sales tax on most retail sales with principal exemptions applying to sales of food for home consumption and prescription drugs. The overall Napa County sales tax rate is 7.75%, of which the City receives the 1% local portion. The City also receives a portion of the 0.5% earmarked for public safety as mandated by the State, as well as a portion of the 0.5% earmarked for street maintenance per local Measure T (Measure T revenues are recorded in their own fund). Napa’s sales tax revenue is heavily dependent on the tourism industry and therefore tends to follow economic cycles. This revenue source was impacted by the pandemic, although increased online sales and the resultant increase in county pool sales tax revenues helped this revenue stream from dropping as low as originally anticipated. Sales tax revenues recovered in FY 2021/22, and continued steady growth is anticipated in FY 2022/23.

Transient Occupancy Tax Revenues
Transient occupancy tax revenue (TOT) is also a strong indicator of the city’s economic health. This revenue source is currently the City’s second largest source of revenue (25.1% of FY 2022/23 operating revenues) and is elastic in nature, varying with changes in the economy.

The City of Napa levies the tax on rooms at hotels, motels, bed and breakfasts and vacation rentals within the City. The TOT rate is 12%, of which the City receives 100%. In addition, effective July 1, 2010, the city began collecting an additional 2% assessment on behalf of the newly established Napa Valley Tourism Improvement District (NVTID). Local Measure F added another 1% tax to go towards affordable housing, bringing the total amount levied on rooms to 15%. Transient occupancy tax revenue is heavily dependent on the tourism industry and Appendix E
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therefore tends to follow economic cycles. This revenue source was heavily impacted by the COVID-19 pandemic, but rebounded strongly in FY 2021/22. Growth of 16% over the FY 2021/22 adjusted budget is anticipated, with revenues buoyed by increased tourism and new properties opening.

Special Revenue Funds:

The major sources of revenue received in Special Revenue Funds include Federal and State grants, shared revenues from the State of California or County of Napa, developer impact fees, and special assessments. The assumptions used for the FY 2022/23 major revenues are described below:

State Gas Tax (Highway Users Tax) Allocations (Sections 2105, 2106, 2107, 2107.5 and 2103 of Streets and Highways Code) – The State of California Highway Users Tax is a $0.51 per gallon tax on fuel. Taxes are allocated to the City based on population. For FY 2022/23, the City anticipates gas tax allocations of $512,257 (2105), $233,495 (2106), $699,826 (2107), $7,500 (2107.1), and $781,981 (2103: Prop 42 replacement). Road Maintenance and Rehabilitation Account funds in the amount of $1,809,828 for FY 2022/23 are also anticipated.

Community Development Block Grant (CDBG) – Housing and Urban Development (HUD) awards grants to entitlement community grantees to carry out a wide range of community development activities directed toward revitalizing neighborhoods, economic development, and providing improved community facilities and services. The City of Napa is an entitlement community and anticipates receiving $0.87 million in grant income for FY 2022/23.

HOME Grant - The HOME Fund accounts for federal HOME funds provided to the City of Napa through the State of California Department of Housing and Community Development.

Funds from this award are used for down payment assistance for low-income first time homebuyers. It is anticipated the City of Napa will receive $0.57 million, however this estimate may be modified as future grant awards are confirmed.

CalHome Grant – The CalHome Fund accounts for funding received by the City of Napa from the California Department of Housing and Community Development CalHome grant program.

Funds from this award are Proposition 1C funds and are restricted to down payment assistance for low-income first-time homebuyers. It is anticipated that the City of Napa will receive $0.18 million in FY 2022/23.

Assessment District Revenues – These revenues come from assessments for lighting and landscaping of various site-specific locations around the City. These sites are located within established boundaries that make up the funding districts and zones. It is anticipated the City will receive $0.50 million in assessment and investment income.

Parking Maintenance & Security – These revenues are derived from special assessments of downtown Napa businesses within specified boundaries, parking fines and permits and General Fund contributions. It is anticipated that the City of Napa will receive $0.74 million in FY 2022/23.

Enterprise Funds:

Appendix E
Revenue Assumptions
Proposed FY 22/23 Budget
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The revenues received in Enterprise Funds are from user fees. The fees are based upon the cost to provide the goods and services used by customers. The assumptions used for FY 2022/23 revenues are described below:

Water Fund
A total of $33.73 million in revenue is projected for the Water Operating Fund for FY 2021/22 from metered water sales, service connection fees, and interest income. With over 95% of its revenue coming from variable water sales, the Fund has been affected by reduced water usage from water conservation efforts in response to the state-wide drought. For FY 2022/23, revenues are budgeted $35.80 million. Connection fees are based on the size of the water meter installed. Metered water charges are based upon actual uniform volumetric consumption for commercial, irrigation and multi-family services. The single family residential rate structure includes a nominal bimonthly fixed charge that includes 3 units of water and four tiers of progressive unit price increases for escalated levels of consumption. One billing unit is 1,000 gallons.

Solid Waste and Recycling Fund
A total of $43.43 million in revenue is anticipated in the Solid Waste Fund in FY 2021/22. This fund has three major categories of revenue: 1) collection service fees, 2) materials sales and 3) gate fees at the City’s Materials Diversion Facility (MDF). For FY 2022/23, approximately $43.79 million is anticipated for solid waste and recycling collection service fees for residential, commercial, multi-family, schools and roll-off (drop box) services. All of these service charges are based on rates approved by the Napa City Council and depend on equipment size and frequency of service. Gross revenue from materials sales (e.g. direct sales of compost, topsoil and gravel; and secondary market bulk sales of paper, metal, plastics, chipped wood, etc.) for FY 2022/23 is anticipated at $9.98 million. MDF gate fees (processing fees charged to the self-haul public or other contracted users of the MDF) are projected to bring in $4.42 million in each year.

Internal Service Funds:

Internal Service Funds receive revenues from City departments for goods and services provided by another City department on a cost reimbursement basis. Charges are established annually. The assumptions used for the FY 2022/23 major revenues are described below:

Fleet Management Fund
The Fleet Management Division uses a five component rental rate system. The five components are the sole funding source of the Fleet Management Fund and include operations and maintenance costs, a vehicle replacement value, department overhead, fuel costs and accident repair costs. In addition to the revenue from these fixed, annual rental rates, Fleet also receives revenue from City Motor Pool transactions, O&M costs of ‘direct bill’ classified equipment, reimbursements for services provided to AMR, and from actual costs billed for user-requested modifications and additions that were not budgeted. Anticipated revenues are $4.87 million for FY 2022/23 for the Fleet Fund and $0.64 million for the Fleet Fire Apparatus Fund.

Appendix E
Revenue Assumptions
Proposed FY 22/23 Budget
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Risk Management Funds
The Risk Management Funds are internal service funds established to account for resources required to fund the City’s self-insured programs: General Liability, Workers Compensation, and Unemployment. Funds are collected through charges to the various City departments, either through monthly journal entries or through payroll deductions. Anticipated revenues for FY 2022/23 are $6.13 million for General Liability, $4.75 million for Workers Compensation, and $0.13 million for Unemployment. Worker’s compensation and general liability insurance rates were calculated at the 80% confidence level. Unemployment charges were determined by historical analysis of actual unemployment charges as compared to salaries and wages.

Post Employment Benefits Fund
This fund was established to collect contributions from the General Fund and proprietary funds to cover the cost of retiree benefits for current and past employees. A contribution rate of 2.1% of payroll for both budget years is factored into labor costs and determined the revenue projections. This amounts to $1.24 million in FY 2022/23.

Housing Authority Section 8 Fund
The federally funded Housing Choice Voucher Program administers rental assistance to approximately twelve hundred households throughout the County of Napa. The fund also supports 30 rental assistance subsidies for the disabled. This fund expects to receive revenues of $16.45 million in FY 2022/23.

Appendix E
Revenue Assumptions
Proposed FY 22/23 Budget
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Appendix F
Budget Process

Fiscal Year
2022/23
Proposed FY 22/23 Budget
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Budget Process
The budget process begins with the distribution of the budget instructions in January at the Budget Kick-Off meeting. Intended to set the tone for the budget preparation cycle, the budget instructions detail the City’s economic outlook for the upcoming fiscal years including specific instructions for addressing budget constraints, additions and deadlines.

All staff are invited to attend the Budget Kick-Off meeting. It is especially important for Department Heads and Budget contacts to attend. The meeting provides a forum in which staff can ask questions of the Budget Team about the process.

Departments are typically given about six weeks to develop their budgets. The exact deadlines and due dates are included in the budget calendar.

Budget Timeline

MONTH BUDGET ITEM
JANUARY Operating Budget Kick-Off
Operating Budget Information to Departments

FEBRUARY
City Council Workshop - Set Priorities
Department Decision Packages and Revenue Budgets due to Finance CIP Budget Kick-Off
MARCH Expenditure Budgets, Year-End Projections, Narratives due to Finance Department meetings with City Manager and Finance
APRIL City Council Operating Budget and CIP Budget Workshops MAY Creation of Budget Book by Finance
Department review of Budget Book
JUNE
City Council Review and Public Hearings
City Council Adopts Budget (Operating and CIP)
Budget Published
Budget Approval Process
Each department is responsible for consulting with and seeking input regarding their budget requests from the City Manager and respective commissions or committees (as applicable) prior to submittal.

Recommendation and Department Presentations to City Manager Upon submission of departmental budget requests, the City Manager reviews and evaluates all budget requests, decision packages, new personnel requests, and other submitted budget materials to determine whether they fulfill City Council goals and objectives, improve management effectiveness and service delivery, or increase productivity. The Assistant City Manager, Finance Director and Budget Officer typically assist the City Manager in this review process, focusing on:

Appendix F
Budget Process
Proposed FY 22/23 Budget
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• Review of line items for any significant changes from the previous year adopted budget or the previous two fiscal year actual amounts.
• Review of existing programs provided in the current level of service. • Review of summary decision packages to determine which proposals will move forward in the process.

Each department meets with the City Manager to discuss their department’s requests.

Departments may be asked to submit additional information in writing or adjust certain budget requests. A deadline will accompany all such requests.

Once the City Manager has met with all departments, he meets with the Assistant City Manager and, with assistance from the Finance Director, determines final recommendations.

Presentation of Budget to City Council
After the departmental meetings, the City Manager’s Office, in conjunction with the Finance Department, develops a balanced budget proposal for submission to the City Council. Copies of the City Manager’s Proposed Budget are distributed to all City Departments for review prior to presenting to City Council.

The City Council typically holds a series of meetings to discuss the proposed budget, including a budget workshop and a formal public hearing. After receiving comments from the public hearing and directives from the City Council, the City Manager and Finance Director make appropriate changes to the budget. City Council adopts the budget in early to mid June.

Adjusting the Budget
It is the primary responsibility of the City Manager to control and manage the budget.

However, the City Manager delegates certain aspects of this responsibility to departments. In most departments, it is the Department Director who is responsible for budget management, although that responsibility may be delegated.

Because the budget is a planning document, it is understood that actual line-item expenditures may not always match the budget, and that as a result, some line-item objects may be over or under expended. Technically, as long as the group of objects for a department within a particular fund is whole, it is not necessary for the department to initiate a budget transfer.

However, individual departments may wish to extend that level of control to the division level.

Throughout the fiscal year, departments may find that it is necessary to modify their budget in order to transfer funds, purchase an unbudgeted capital outlay item, or address an unexpected opportunity or cost. The City Council has adopted a policy specifying the conditions under which budgets may be modified (see section 5 of Appendix D, Fiscal Policy).

All transfers of appropriations require a completed Budget Adjustment Request Form.

A budget adjustment must be made from an object where the savings are located, to the object that requires additional funds. The following bullet points illustrate the approval necessary for certain types of budget adjustments:

Appendix F
Budget Process
Proposed FY 22/23 Budget
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• Any budget transfer for a capital project account identified in the CIP program, involving a reservation of fund reserves, or to transfer between funds requires Council approval;
• Any budget transfer involving salaries and benefits accounts or a transfer between departments (same fund) requires City Manager approval; • Additional budget appropriations may be approved by the City Manager when the increased expenditure is offset by new revenues;
• A department head may transfer appropriations between accounts not restricted above within the department as necessary to meet department objectives.

Appendix F
Budget Process
Proposed FY 22/23 Budget
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Appendix G
Performance Measures

Fiscal Year
2022/23
Proposed FY 22/23 Budget
283
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Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
City Manager
Fiscal Health % fiscal policies in compliance 100 % 97 % 97 % 97 % 97 % Website and
Social Media
Website hits Trend Not Available 310,503 388,687 676,700 Facebook Page Likes Trend 4,545 489 615
370/1,211 New
Followers
Average Reach-Facebook Trend 2,684 2,059 1,350 Not Available Instagram Total Not Available Not Available Not Available 2,139 Twitter Impressions Trend 933,680 355,200 642,500 784,100 New Twitter Followers Trend 1,948 325 523 555
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
City Clerk
Public Records
Requests
% of PRAs acknowledged and statused
within target
100% within 10
business days 95 % 100 % 100 % 100 %
Meeting Minutes
% of City Council meeting minutes
posted and available for review at the
next regularly scheduled meeting
100% by next
regularly
scheduled
meeting 85 % 48 % 13 % 34 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Human
Resources
Worker's
Compensation
Claims
# claims filed Trend 77 86 134 73
# lost days due to on the job injuries Trend 1,741 1,832 1,357 1,088 Safety
Inspections
# inspections per year
24 Project Site
inspections per
year 2 27 7 10
# Hazard Level 1 issues Trend 22 27 1 3
# Hazard Level 2-3 issues Trend 53 88 Not Available 116 Average # days to correct Level 2-3
safety issues 30 days 7 15 Not Available Not Available New/Changed
Class Specs # new/changed class specs Trend 20 13 14 40 New Hires
# new hires (regular) Trend 58 43 62 34
# new hires (part time) Trend 66 54 33 23
% new hires completing probation Trend 99 % 91 % 92 % 100 % Recruitments
% completed within agreed upon
timeframe 80 % 90 % 90 % 92 % 91 %
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Human
Resources
Employee ICS/
NIMS Training % compliance 100 % 96 % 96 % 96 % 53 % Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Finance
Monthly Close
Timeliness
% of months closed within 20 days of
month end 80 % 75 % 83 % 75 % 92 %
Accounts
Payable
Timeliness
# invoices processed Trend 59,356 19,741 17,021 Not Available % of invoices paid within 30 days of
invoice date 90 % Not Available Not Available Not Available Not Available General Fund
Budget
Accuracy/
Performance
% variance original budget to actual
revenues <3% 4 % 2 % (2) % (12) %
% variance original budget to actual
expenditures <3% (1) % 2 % (1) % (13) %
Business
License
Processing
# of new license applications processed Trend 1,067 1,048 839 1,513 % Business license applications
processed within 30 days 85 % 84 % 67 % 67 % 100 % IT
Responsiveness
/ Performance
% helpdesk tickets closed within 24
hours 70 % 63 % 66 % 69 % 63 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Parks &
Recreation /
Parks
Park
Maintenance
Cost per acre % actual to target
(Industry standard operating expenditure
per acre by National Recreation and
Park Association)
FY 2016/17
$6,561 FY
2017/18 $6,589
FY 2018/19
$6,750 FY
2019/20 $7,160
FY 2020/21
$7,556
$4,649 (71%) $4,712 (70%) $4,425 (62%) $4,608 (61%)
Tree Planting
(planned vs
actual) % actual to target 500 (100%) 329 (65%) 172 (34%) 158 (32%) 236 (47%) Tree Pruning
(planned vs
actual) % actual to target 2000 (100%) 1,645 (82%) 1,576 (79%) 2,753 (138%) 1,374 (69%) Tree
Replacement
% replacement trees planted within 30
days 100 % 90 % 80 % 100 % 90 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Parks &
Recreation /
Recreation
Services
Recreation
Program
Performance
Class Participation % 75 % 76 % 68 % 72 % 75 %
% direct cost recovered 50 % 52 % 50 % 40 % 19 %
# of participant visits Trend 149,216 142,682 118,627 24,412 Special Event
Attendance
# of attendees (private special events) Trend 123,750 145,425 95,250 N/A # of attendees (City-sponsored special
events) Trend 26,200 41,450 42,650 5,500
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
CDD /
Affordable
Housing
Affordable
Housing
# of affordable housing unit building
permits issued Trend 69 0 191 26
Housing Rehab
Program # households assisted annually
40 households
per year 35 16 65 31
Family Self
Sufficiency # FSS graduates 4 per year 9 6 7 4
Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
CDD /
Building Permit
& Inspection
Building Permit
Processing
% of permits processed within target
goal (21 days for single plan check, 14
additional days for additional plan
checks)
95% within
timeframes 96 % 85 % 90 % 90 %
Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
CDD /
Economic
Development
Downtown
Investment
Annual Private Real Estate $ Trend 400,000.00 8,275,000.00 7,933,500.00 18225000 Annual Private Construction $ Trend 560,000.00 5,279,137.41 8,938,514.84 7,245,323.00 Vacancy Rate Trend 14 % 10 % 10 % 8 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
CDD /
Parking
Parking
Maintenance
Cleaning Frequency 7 days / week 5 days / week 5 days / week 5 days / week 5 days / week Sweeping Frequency 5 days / week 1 day / week 1 day / week 1 day / week 1 day / week Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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CDD /
Planning
Entitlement
Applications by
Type
# processed (Administrative Permit) Trend 64 41 122 124 # processed (Discretionary Reviews) Trend 283 158 78 189 Determination of
Application
Completeness
% of applications reviewed for
completeness within 30 days 100 % 99 % 99 % 100 % 100 % Final Application
Approval
% of final determinations made for
applications requiring environmental
determination pursuant to CEQA that are
reviewed within 180 days 95 % 78 % 100 % 100 % 100 % % of final determinations made for
applications requiring an environmental
impact report (EIR) that are reviewed
within one year 95 % — % 100 % 100 % — %
Approved
Residential
Development
# of single-family units Trend 79 34 89 20
# of multi-family units Trend 392 70 218 34
# of second units Trend 44 34 45 19
# of group bed units Trend 173 0 0 0
Approved Non-
Residential
Development
# commercial square feet Trend 16,476 68,070 229,371 69,770 # office square feet Trend 0 0 0 0
# industrial square feet Trend 390 0 0 Not Available
# hotel rooms Trend 0 12 156 0
Code
Enforcement
Average number of days to first contact
with reporting party Trend 7 5 7 7
Average number of days to first contact
with violating party Trend 7 6 7 7
% of cases resolved through voluntary
compliance 60 % 95 % 98 % 95 % 95 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Public Works /
Capital
Improvement
Program
Capital Project
Performance
% projects completed on time 70 % 92 % 30 % 85 % 75 % % projects completed within budget 70 % 92 % 60 % 70 % 75 % % of non-owner initiated change order
costs <10% 3 % 4 % 4 % 5 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Public Works /
Development
Engineering
Development
Engineering
# IDR Referrals Trend 182 183 119 219
# Building Referrals Trend 265 242 216 217
Plan Check (Engineering): Use Permits Trend 14 7 3 5
Plan Check (Engineering): Single Family
Dwellings Trend 300 33 7 4
Plan Check (Engineering): Subdivisions Trend 22 11 5 5
Lot Line Adjustments Trend 5 5 7 11
Stormwater
Quality # of illicit discharges reported Trend 80 82 73 29 Catch Basin
Cleaning
% of high priority catch basins (CB's)
cleaned per year
*Clean 114 High
Priority CB's per
year (new target
established in
FY 16/17)
114
CB's=100%
114
CB's=100%
164 CB's =
144%
165 CB's =
145%
Traffic Counts
% traffic counts on major streets
completed and published annually by
February 15 100 % 100 % 98 % Not Available 39 %
Speed Surveys
# of expiring speed surveys completed Trend 0 17 Not Available 47 % of expiring speed surveys completed 100 % 100 % 88 % Not Available 94 % Traffic Safety
# engineering change recommendations
made Trend 25 4 29 11
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Public Works /
General
Services
Preventative
Maintenance
% of total maintenance time classified as
"preventative maintenance" 70 % 67 % Not Available Not Available Not Available Pubic Works/
General
Services Electrical # of Completed Work Orders Trend N/A N/A 588 1,050 Pubic Works/
General
Services
Facilities
Maintenance # of Completed Work Orders Trend N/A N/A 1 77 Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Public Works/
Fleet
Fleet
Maintenance # of Completed Work Orders Trend 1,431 1,431 1,385 1,498 Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Public Works /
Maintenance
Graffiti
Abatement
# of graffiti related work orders
completed Trend 95 24 51 29
# of graffiti related work orders
completed within 2 business days Trend 75 24 31 22
Potholes
# pothole service order requests
completed (all complaints are addressed
within 3 business days) <300 343 2,348 2,421 1,234
Pavement
Markings
% of pavement markings and signage in
school zones (in need of repair)
addressed 100 % 100 % 100 % 100 % 100 %
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Public Works /
Sidewalk
Improvement
Program
Sidewalk
Repairs # of priority sidewalk repairs completed 50 per year 100 31 36 30 Sidewalk
Installation # cubic yards of concrete installed
1,200 cubic
yards per year 1,202 870 720 580
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Public Works /
Local Streets
Paving
Program
Street
Conditions
(Pavement
Condition Index) PCI
80% PCI by
2023
>2% pts
annually 71 70 68 65
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
ActualUtilities /
Solid Waste &
Recycling
Materials
Diversion diverted v. total tons generated
70% by 2018
75% by 2020 0.69 0.68 0.68 0.63
Dept/Division Metric Indicator Target
FY 2017/18
Actual
FY 2018/19
Actual
FY 2019/20
Actual
FY 2020/21
Actual
Utilities /
Water Utility
Water Quality
% compliance with state water quality
standards 100 % 100 % 100 % 100 % 100 %
Water
Conservation -
reduce overall
water usage by
20% by 2020 actual v. target
CY 2015 Interim
Target: 149
gallons/person/
day;
CY 2020 Target:
132 gallons/
person/day 123 gpcd 124 gpcd 134 gpcd 132 gpcd
Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Police /
Operations
Officer
committed time
vs non-
committed time Hours committed v Non-Committed Trend Not Available Not Available Not Available Not Available UCR Part 1 # crimes Trend 2,187 2,125 2,181 1,920
Larceny
Offenses # crimes Trend 823 848 887 806
Traffic Safety
# fatal collisions Trend 3 2 3 3
# injury collisions Trend 380 328 497 245
# DUI related collisions Trend 71 89 65 87
# DUI arrests Trend 203 122 132 237
# education presentations Trend 11 4 — —
Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Police /
Special Police
Operations
Investigations
# cases assigned Trend 1,071 1,287 986 1,034
% Cleared by arrest or charges filed Trend 14 % 33 % 46 % 47 % Napa Special
Investigations
Bureau
# cases assigned Trend 126 155 116 87
% Cleared by arrest or charges filed Trend 39 % 55 % 44 % 53 % Value of substances seized Trend $ 184,511.00 $ 257,987.00 $ 15,560.00 $ 399,880.00 Homeless
Program
# homeless persons served Trend 1,725 1,315 823 705 # homeless persons placed in housing or
shelter Trend
60 individuals /
8 families
138
individuals / 3
families
29 individuals /
5 families
76 individuals /
15 families
# homeless veterans served Trend 13 38 57 36
School
Resource
Officers
# cases investigated Trend 247 270 2 227
% of cases cleared 100 % 100 % 100 % 100 % 100 %
Diversion
# youth referred to program Trend 3,259 3,232 1,933 3,090 % completing program Trend 100 % 94 % 92 % 95 %
Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Police /
Support
Services
Dispatch Calls
# calls to dispatch Trend 47,822 48,889 48,079 50,795 % answered within 10 seconds * State of
CA goal is now 15 seconds, measure
used is 15 seconds beginning CY2016 90 % 96 % 95 % 96 % 96 % General time for call received to event
created for Priority 1 - Priority 4 calls for
Napa PD 30 seconds 26 seconds 26 seconds 27 seconds 27 seconds Response time from event created to
arrival time for Priority 1 - Priority 4 calls
for Napa PD
1 minute, 45
seconds
1 minute, 37
seconds
1 minute, 52
seconds
1 minute, 24
seconds
1 minute, 32
seconds
Property &
Records
# of processed reports Trend 7,161 7,040 6,207 5,779 # of front counter assistance Trend 13,948 12,134 2,557 1,504 # permits processed Trend 882 726 776 751
# background requests processed Trend 882 799 754 862 # subpoenas processed Trend 3,697 3,988 3,348 4,074 Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Fire /
Fire Prevention
Community
Outreach
# of events 100 120 130 1 1
# of participants in SAFE program 6,000 5,800 5,750 2 2,000 # of participants taught Hands Only CPR 2,000 1,342 2,523 56 648 Fire is
Everyone's Fight # smoke alarms installed 40 253 143 20 24 Fire Prevention
Inspections
# construction inspections Trend 782 688 646 1,013
# plan checks Trend 1,139 1,309 1,103 2,176
% of mandatory inspections completed
(schools, institutions, hotels, motels,
multifamily residential properties) 100 % 100 % 91 % 100 % 100 % Weed
Abatement
# notices sent Trend 204 206 181 226
# properties inspected Trend 284 219 237 329
# citations issued Trend 26 26 8 5
# parcels cleared by City Trend 9 2 6 4
Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Dept/Division Metric Indicator Target
CY 2018
Actual
CY 2019
Actual
CY 2020
Actual
CY 2021
Actual
Fire /
Fire
Suppression &
Operations
Emergency
Response Time % calls responded to within target
90% response
within 7 minutes 92 % 90 % 85 % 90 %
CPR Survival
Rate (Napa
compared to
% Napa Average Comparison 29 % Not Available 50 % 6 % % US Average Comparison 29 % Not Available 28 % 9 %
Certification in
Specialized
Disciplines % certification 100 % 92 % 100 % 100 % 90 % Appendix G
Performance Measures
Proposed FY 22/23 Budget
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Appendix H
Fleet Replacements and
Purchases

Fiscal Year
2022/23
Proposed FY 22/23 Budget
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Fiscal Year 2022/23
1309 2010 FORD F-150 4 DOOR CREW CAB PUBLIC WORKS $ 45,500 Maverick or F150 1368 1314 2011

FREIGHTLI
NER M2 ASPHALT PATCH TRUCK PUBLIC WORKS $ 230,500 Asphalt Patch Truck 1369 1315 2011 FORD F-250 3/4 TON EXTRA CAB UTILITY BODY PUBLIC WORKS $ 75,500 Ford Superduty or similar
Flatbed 1356
1327 2009 LEEBOY 8500B PAVER ASPHALT TRACKED PUBLIC WORKS $ 275,000 Caterpillar Paver 1373 1344 2007

FREIGHTLI
NER M2 CONVENTIONAL CAB 10 YARD DUMP PUBLIC WORKS $ 230,500 Freightliner M2 or similar
10 yd or 4 yd 1358
2230 2011
ALLIED
CONCEPT SAM600 RADAR TRAILER POLICE $ 15,000
Radar Speed Display
Trailer 2239
3207 2011 FORD F-150 UTILITY 4 - 4X2 CREW CAB 4-DOOR FIRE $ 81,500 Ford F150 3224 3222 2007 FORD F-150
UTILITY 5 - 4X4 EXTENDED CAB PICKUP
TRUCK FIRE $ 81,500 Ford F150 4x4 3223
3302 2012 FORD FUSION PREVENTION - MID SIZE HYBRID SEDAN FIRE $ 42,000 Chevy Bolt 3306 4100 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB

COMMUNITY
DEVELOPMENT $ 30,500 Ford Maverick 4104
4101 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB

COMMUNITY
DEVELOPMENT $ 30,500 Ford Maverick 4105
5200 2013

CHEVROLE
T TAHOE 4WD SUV FINANCE $ 67,500 Ford Explorer 4x4 5203 6226 2015 TORO

SANDPRO
3040 BALLFIELD DRAG MODEL #08703

PARKS AND
RECREATION $ 35,000 ABI or TORO SandPro 6204
6228 2015 TORO UTILITY GROUNDS LEAF BLOWER

PARKS AND
RECREATION $ 12,000 Grounds leaf blower 6205
6229 2016 VENTRAC 4500Y VENTRACK TRACTOR MOWER

PARKS AND
RECREATION $ 40,000 Ventrac Tractor Mower 6234
6242 1998

OKLAHOM
A
TANDEM

AXLE TRAILER EQUIPMENT

PARKS AND
RECREATION $ 17,000 Tandem Axle Trailer 6203
TOTAL GENERAL FUND REPLACEMENTS $ 1,309,500
1700 2006 FORD F-350 PICKUP 1 TON SERVICE BODY PUBLIC WORKS $ 180,500 Ford or Dodge HD truck
with new Service Body 1704
TOTAL FLEET FUND REPLACEMENTS $ 180,500

UNIT YEAR MAKE MODEL TYPE DEPT

ESTIMATED
COST

PLANNED
REPLACEMENT NEW UNIT #
Appendix H
Fleet Replacements
Proposed FY 22/23 Budget
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1502 2013 FORD F-250 3/4 TON EXTRA CAB UTILITIES $ 30,500 Ford Maverick 1506 1503 2013 FORD
C-MAX
ENERGY SEDAN COMPACT 4-DOOR HYBRID UTILITIES $ 45,500
Bolt or Bolt SUV or
Toyota SUV 1507
TOTAL SOLID WASTE & MATERIALS DIVERSION FUND REPLACEMENTS $ 76,000 1334 2015 TENNANT M-M30 RIDE-ON SWEEPER SCRUBBER PUBLIC WORKS $ 125,000 Covered Scrubber with
Drop type Trailer 1354
TOTAL PARKING MAINTENANCE FUND REPLACEMENTS $ 125,000
1313 2011 FORD

F-SUPER
DUTY CONCRETE CONSTRUCTION TRUCK PUBLIC WORKS $ 160,500 Ford Superduty Concrete
Construction Truck Body 1370
6107 2012 VERMEER SC802 STUMP GRINDER PUBLIC WORKS $ 85,000 Vermeer Stump Grinder 6121 TOTAL SIDEWALK PROGRAM REPLACEMENTS $ 245,500
1310 2009

CATERPILL
AR AP655D PAVER PUBLIC WORKS $ 615,000 Caterpillar Paver 1372 TOTAL LOCAL STREETS PAVING PROGRAM REPLACEMENTS $ 615,000 1208 2008 FORD F-450 FORD F450 4X4 UTILITY UTILITIES $ 100,500 Ford Superduty 1278 1213 2017 FORD Explorer 2017-FORD EXPLORER FWD SUV UTILITIES $ 50,500 Explorer 4x4 1298 1230 2011 FORD F-450
F-450 CAB/CHASSIS FLAT DUMP BED
SECTION UTILITIES $ 80,500 Ford Superduty 1235
1240 1998

OKLAHOM
A
TANDEM
AXLE TRAILER EQUIPMENT UTILITIES $ 30,000 Tandem Axle Trailer 1266 1241 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB UTILITIES $ 50,500 Ford F150 extended cab 1256 1242 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB UTILITIES $ 50,500 Ford F150 extended cab 1259 1243 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB UTILITIES $ 50,500 Ford F150 extended cab 1262 1244 2013 FORD F-150 1/2 TON PICKUP TRUCK EXTENDED CAB UTILITIES $ 50,500 Ford Maverick 4x4 1265 1260 2012 WANCO WVT3 SIGN BOARD UTILITIES $ 20,000 Wanco Sign Board 1248 1269 2000

INTERSTAT
E WEST
TANDEM
AXLE
ENCLOSED 16` TRAILER/SHORING
STORAGE UTILITIES $ 20,000 Tandem Axle Trailer 1228

UNIT YEAR MAKE MODEL TYPE DEPT

ESTIMATED
COST

PLANNED
REPLACEMENT NEW UNIT #
Appendix H
Fleet Replacements
Proposed FY 22/23 Budget
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1281 2004

FREIGHTLI
NER FL112 TRUCK HEAVY DUTY 8-10 YARD UTILITIES $ 230,500 Freightliner FL112 or
similar 1267
1282 2006 FORD F-250 CAB & CHASSIS 3/4 TON XCAB UBODY 4WD UTILITIES $ 53,500 Ford F-150 4x4 Extended
Cab
1271
1286 2006 VERMEER BC1000XL VERMEER BRUSH CHIPPER UTILITIES $ 80,000 Vermeer Brush Chipper 1277 TOTAL WATER FUND REPLACEMENTS $ 867,500
3217 2001 PIERCE
DASH 1500
GPM ENGINE 1 - 1500 GPM PUMPER - UPFIT FIRE $ 130,000
PIERCE DASH 1500
GPM 3227
3218 2001 PIERCE
DASH 1500
GPM ENGINE 7 - 1500 GPM PUMPER - UPFIT FIRE $ 130,000
PIERCE DASH 1500
GPM 3225
3219 2001 PIERCE
DASH 1500
GPM ENGINE E5- 1500 GPM PUMPER - UPFIT FIRE $ 130,000
PIERCE DASH 1500
GPM 3226
TOTAL FIRE APPARATUS FUND REPLACEMENTS $ 390,000
TOTAL FLEET REPLACEMENTS - ALL FUNDS $ 3,809,000

DECISION
PACKAGE PROPOSED VEHICLE* DEPT

ESTIMATED
COST

REPLACEMENT
RESERVE FUND NEW UNIT #
DP-704 FORD F-150, FORD MAVERICK, OR BRONCO SPORT PUBLIC WORKS $ 43,500 GENERAL FUND 1803 DP-708 FORD F-150, FORD MAVERICK, OR BRONCO SPORT PUBLIC WORKS $ 43,500 GENERAL FUND 1804 DP-727 FORD MAVERICK

PARKS AND
RECREATION $ 33,500 GENERAL FUND 6222
TOTAL GENERAL FUND PURCHASES $ 120,500
DP-735 TRANSPORT TRAILER UTILITIES $ 40,000 WATER FUND 1299 TOTAL WATER FUND PURCHASES $ 40,000
TOTAL ADDITIONS TO FLEET - ALL FUNDS $ 160,500
*Make and model may change based on vehicle availability or Fleet's assessment of department needs.

UNIT YEAR MAKE MODEL TYPE DEPT

ESTIMATED
COST

PLANNED
REPLACEMENT NEW UNIT #
Appendix H
Fleet Replacements
Proposed FY 22/23 Budget
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Appendix I
Glossary of Terms and
Acronyms
Fiscal Year
2022/23
Proposed FY 22/23 Budget
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ACFR ...................... Annual Comprehensive Financial Report AD ........................... Anaerobic Digestion
ADA ......................... Americans with Disabilities Act ADU ........................ Accessory Dwelling Unit AMR ........................ American Medical Response ARPA ...................... American Rescue Plan Act ATMS ...................... Automated Traffic Management System BASMAA ................ Bay Area Stormwater Management Agencies Association BID .......................... Budget Item Details
BJTP ....................... Edward I. Barwick Jamieson Canyon Water Treatment Plant C&DD ..................... Construction and Demolition Debris Recycling CalOES .................. California Office of Emergency Services CalPERS / PERS ..

Public Employees Retirement System provided for public employees by the State of California.

CASP ...................... Covered Aerated Static Pile CB ........................... Catch Basin
CDBG ..................... Community Development Block Grant CEQA ..................... California Environmental Quality Act CERBT ................... California Employer’s Retirement Benefit Trust CERT ...................... Community Emergency Response Teams CIBRS ..................... California Incident-Based Reporting System CIP .......................... Capital Improvement Program CIPP ....................... Cured-In-Place-Pipe
COLA ...................... Cost of Living Allowance CRF ......................... Contingency Reserve Fund CY ........................... Calendar Year
DOJ ......................... Department of Justice
DUI .......................... Driving Under the Influence EIR .......................... Environmental Impact Report ELAP ....................... Environmental Laboratory Accreditation Program EMD/EFD ............... Emergency Medical Dispatch / Emergency Fire Dispatch EMS ........................ Emergency Medical Services EOC ........................ Emergency Operations Center EPA ......................... Environmental Protection Agency ERAF ...................... Educational Revenue Augmentation Fund ERP ......................... Enterprise Resource Planning System ESINet .................... Emergency Services IP Network EVCS ...................... Electric Vehicle Charging Station FEMA ...................... Federal Emergency Management Agency FF ............................ Firefighter
FF/PM ..................... Firefighter/Paramedic
Acronyms Used in This Manual:

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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FHWA ..................... Federal Highway Administration FLSA ....................... Fair Labor Standards Act FTE ......................... Full Time Equivalent
FY ............................ Fiscal Year
GAAP ...................... Generally Accepted Accounting Principles GASB ...................... Governmental Accounting Standards Board GFOA ..................... Government Finance Officers Association GPAC ...................... General Plan Advisory Committee GPCD ..................... Gallons Per Capita Per Day HACN ..................... Housing Authority of the City of Napa HAZMAT ................. Hazardous Material
HBRR ..................... Highway Bridge Replacement and Rehabilitation Program HCD ........................ California Department of Housing and Community Development HCM ........................ Human Capital Management HCM ........................

Human Capital Management (Payroll and Benefits Module of the ERP system)
HMGP ..................... Hazard Mitigation Grant Program HOME ..................... Home Investment Partnerships Program HRA ........................ Health Reimbursement Arrangement HUD ........................ Housing and Urban Development IFAS ........................

Integrated Financial and Administrative Solution (the City's Accounting System)
ISF ........................... Internal Service Fund IT ............................. Information Technology JADU ...................... Junior Accessory Dwelling Unit JPA .......................... Joint Powers Agreement
JUA ......................... Joint Use Agreement
LAFCO ................... Local Agency Formation Commission LHMP ...................... Local Hazard Mitigation Plan LPR ......................... License Plate Recognition LTFF ........................ Long-Term Financial Forecast MDF ........................ Napa Materials Diversion Facility MOR ....................... Mandatory Organics Recovery MS4 ......................... Small Municipal Separate Storm Sewer Systems MW .......................... Megawatt
NCEA ...................... Napa City Employee's Association NCFA ...................... Napa City Firefighter's Association NCLOG ................... Napa Cities League of Governments NCSPPP ................ Napa County-wide Storm Water Pollution Prevention Program NIBRS ..................... National Incident Based Reporting System NIMS/ICS ............... National Incident Management System/Incident Command System Acronyms Used in This Manual:

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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NNSSP ................... Napa Neighborhood Street and Sidewalk Program NOFA ...................... Notice of Funding Availability NPDES ................... National Pollution Discharge Elimination System NRRP ..................... Napa Renewable Resources Project NRWS ..................... Napa Recycling and Waste Services NSIB ....................... Napa Special Investigations Bureau NVTA ...................... Napa Valley Transportation Authority NVTID ..................... Napa Valley Tourism Improvement District NVUSD ................... Napa Valley Unified School District O&M ........................ Operation & Maintenance OES ........................ Office of Emergency Services OPEB ...................... Other (than pensions) Post Employment Benefits PBID ....................... Property and Business Improvement District PLHA ...................... Permanent Local Housing Allocation POP ........................ Problem Oriented Policing PRA ......................... Public Records Act
PSAP ...................... Public Safety Answering Point RAD ........................ Rail Arts District
RFP ......................... Request for Proposal
RHNA ..................... Regional Housing Need Allocation RIPA/STOP ............

Racial and Identity Profiling Act of 2015 (requires collection of data regarding stops of individuals, including perceived demographic information on the person stopped)
RMS ........................ Records Management System ROPS ..................... Recognized Obligation Payment Schedules RRFB ...................... Rectangular Rapid Flashing Beacons SAFE ...................... Student Awareness of Fire Education SCADA ................... Supervisory Control and Data Acquisition SEMAP ................... Section 8 Management Assessment Program SOP ........................ Standard Operating Procedure SUV ......................... Sports Utility Vehicle
SWPPP .................. Stormwater Pollution Prevention Plan SWR ....................... Solid Waste and Recycling TDM ........................ Travel Demand Management TID .......................... Transportation Improvement District TMDL ...................... Total Maximum Daily Load TOT ......................... Transient Occupancy Tax
UCR ........................ Uniform Crime Reporting VASH ...................... Veterans Affairs Supportive Housing VLF ......................... Vehicle License Fees
Acronyms Used in This Manual:

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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WAM ....................... Work Order Asset Management WARMF .................. Watershed Assessment Risk Management Framework Acronyms Used in This Manual:

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Accounting System:

The set of records and procedures which are used to record, classify, and report information on the financial status and operations of the City. The City's current system is IFAS.

Accrual Basis Accounting:

Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements. All proprietary and fiduciary funds are accounted for using the accrual basis of accounting.

Annual Comprehensive Financial Report (ACFR):

An ACFR includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions.

Appropriation:

An authorization made by the City Council which permits officials to incur obligations against and to make expenditures of governmental resources. Appropriations are typically granted for a one-year period.

Assessed Valuation:

The estimated value of real and personal property used by the Napa County Assessor as the basis for levying property taxes.

Balanced Budget:

In each fund budgeted revenues plus unreserved/undesignated fund balance are greater than budgeted expenditures.

Basic Financial Statements:

The minimum combination of financial statements and note disclosures required for fair presentation of the City’s fiscal activities & position in conformity with Generally Accepted Accounting Principals (GAAP) and includes an audit opinion.

Benefits:

Indirect and non-cash compensation paid by the City as conditions of employment, such as medical insurance and retirement contributions.

Bond (Debt Instrument):

A written promise to pay a specific sum of money at a specified future date, at a specified interest rate. Bonds are typically used to finance capital facilities.

Bond Rating:

An “issuer bond rating” awarded by a rating firm measuring an entity’s capacity to meet its financial commitments on a debt obligation.

Budget:

A financial plan, including proposed expenditures and estimated revenues, for a period in the future.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Budget Document:

The official financial spending and resource plan submitted by the City Manager and adopted by the City Council explaining the approved budget to the public and City Council.

Budget Message:

A written explanation by the City Manager of the approved budget. The budget message explains principal budget and policy issues and presents an overview of the City Manager’s budget recommendations.

Budget Overview:

This section provides an overview of the changes adopted in the budget. Additionally, the significant impacts of budgetary changes are outlined along with dollar amounts (Increase/ Decrease).

Budget Resolution:

The official legal document approved by the City Council authorizing city officials to obligate and expend resources.

Capital Assets:

Assets of significant value and having a useful life of several years. Capital assets are also called fixed assets.

Capital Improvements:

Buildings, structures, or attachments to land such as sidewalks, trees, drives, tunnels, drains, water lines & plants.

Capital Improvement Program (CIP) / Capital Improvement Project (CIP) Budget:

A plan over a period of five years setting forth each capital project, the amount to be expended in each year and the method of financing capital expenditures.

Capital Projects Fund:

In governmental accounting, a fund that accounts for financial resources to be used for the acquisition or construction of capital improvements. The total cost of a capital project is accumulated in a single expenditure account which accumulates until the project is completed, at which time the account ceases to exist.

Capital Outlay:

Expenditures which result in the acquisition of or additions to fixed assets. Examples include land, buildings, machinery and equipment, and construction projects.

CDBG (Community Development Block Grant):

Federal grant funds distributed from the U.S. Department of Housing and Urban Development.

The City primarily uses these funds for housing rehabilitation, public improvements, and local social programs.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Carry Forward Projects:

Capital improvement projects approved in prior fiscal years which have been brought forward into the new fiscal year budget.

City Charge:

Any tax, assessment, fee, or fine imposed by the City, in accordance with the policies established by City Council pursuant to Napa Municipal Code Section 3.04.040, and the “Policies and Procedures for the Establishment, Implementation, and Enforcement of City Fees, Fines, and Charges” (Resolution Nos. R2018-046 and R2018-047, as they may be updated by City Council).

Contingency:

A budgetary set aside for emergencies or unforeseen expenditures not otherwise budgeted.

Contingent Liabilities:

Items which may become liabilities of the City but are undetermined at a given date, such as pending lawsuits, unsettled disputed claims, unfilled purchase orders, and uncompleted contracts.

Contract Services:

Services provided to the City from the private sector or other public agencies.

Contributed Capital:

Resources which are externally restricted for the acquisition or construction of capital assets.

This category includes, but is not limited to, capital grants, residual equity transfers in and contributions from developers.

Cost Allocation:

A fair and equitable methodology for identifying and distributing direct and indirect cost, from a service provider to the service consumer.

Council Priorities:

The key issues facing the City which are prioritized by the City Council. These priorities are then used in preparing and approving the City budget.

Debt Service:

Payment of interest and repayment of principal to holders of the City’s debt instruments.

Debt Service Fund:

A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.

Decision Package:

A standardized format where departments may request budget consideration for new or revised programs, positions, and capital equipment.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Deficit:

The excess of liabilities over assets.

Department:

As defined in the budget resolution.

Department Director:

The chief executive appointive officer (as defined by City Charter Section 75 and Napa Municipal Code Title 2) of each Department identified in the Budget, or the authorized designee of the Department Director or City Manager.

Developer Fees and Permits:

Fees that are charged for specific services provided by the City to applicants for private development projects.

Division:

An organized unit within a Department that has unique or specific responsibilities and focus.

Encumbrance:

An amount of money committed for the payment of goods and services not yet received or paid for.

Enterprise Fund:

In governmental accounting, a fund that provides goods or services to the public for a fee that makes the entity self-supporting. It basically follows GAAP as does a commercial enterprise.

Excess ERAF:

If Educational Revenue Augmentation Fund (ERAF) accounts have more revenue than needed to offset state aid to school districts, some of the funds may be returned to the City as "Excess ERAF".

Expenditures:

Where accounts are kept on the accrual or modified accrual basis of accounting, expenditures are recognized when goods are received or services rendered.

Fiscal Policies:

A set of policy statements that have been adopted to address General Financial Goals; Operating Budget Policies; Revenue Policies; Expenditures Policies; Utility Rate and Fees Policies; Capital Improvement Budget Policies; Debt Policies; Reserve Policies; Investment Policies; Accounting, Auditing & Financial Reporting Policies.

Fiscal Year:

A 12-month period to which the annual operating budget applies and at the end of which the City determines its financial position and results of its operations. Napa’s fiscal year runs from July 1 - June 30.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Fixed Assets:

Assets which are intended to be held or used for a long term, such as land, buildings, improvements other than buildings, machinery and equipment.

Fleet Replacement Reserve:

The Fleet Replacement Reserve accounts for funds set aside for replacement of Fleet vehicles and equipment.

FLSA (Fair Labor Standards Act):

The Fair Labor Standards Act sets minimum wage, overtime pay, equal pay and Child Labor Standards for private and public sector employees. Enforcement of the FLSA is assigned to the Department of Labor, Wage and Hour Division.

Full Time Equivalents (FTE):

A measure of the total quantity of all employees. The FTE converts all employee work activity into a number equivalent to work activity hours performed by full-time employees. For example, a full-time employee (1 FTE) is paid for 2,080 hours per year, while a 0.5 FTE would work 1,040 hours per year.

Fund:

An independent fiscal and accounting entity with a self-balancing set of accounts recording cash and/or other resources together with all related liabilities, obligations, reserves and equities. See list of each fund in the budget resolution.

Fund Accounting:

System used by nonprofit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements.

Fund Balance:

The difference between assets and liabilities reported in a governmental fund, also known as Fund Equity. A portion of Fund Equity (Balance) may be reserved or designated; the remainder is available for appropriation and is referred to as the unassigned fund balance.

Fund Balance Categories per current governmental accounting standards (GASB 54):
“Non-Spendable”: Cannot be readily converted to cash or cannot legally be spent “Restricted”: External imposed (by granting agencies, governmental entities, etc.) restrictions on spending
“Committed”: City Council formally-imposed (by resolution or other action) restrictions on spending
“Assigned”: Funds reserved by Council direction or City Manager for designated purposes
“Unassigned”: Residual balance not classified in any of the above categories Appendix I
Glossary of Terms and Acronyms
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General Fund:

In governmental accounting, the fund used to account for all assets and liabilities of a nonprofit entity, except those particularly assigned for other purposes in another more specialized fund. It is the primary operating fund of the City of Napa.

General Services:

General Services includes those revenue and expenditure items not associated directly with administrative or operating programs.

General Obligation Bonds:

Bonds for which the full faith and credit of the City is pledged for payment.

Generally Accepted Accounting Principals (GAAP):

Uniform minimum standards for financial accounting and reporting. They govern the form and content of the basic financial statements of the City.

Government Accounting Standards Board (GASB):

An organization created to provide comparability and consistency between different government agencies. GASB issues statements regarding various accounting issues and provides guidelines on how accounting transactions should be recorded.

GASB Statement No. 34:

GASB 34 requires state and local governments to produce financial statements on an accrual basis, in much the same manner as private sector businesses. The objective is to enhance the understandability and usefulness of the financial reports of state and local governments to the public, legislative and oversight bodies, and investors and creditors.

GASB Statement No. 45:

GASB 45 requires the measurement and recognition criteria for other Post Employment Benefits (OPEB) for reporting purposes. The objective is to recognize the cost of benefits, provide information on related liabilities and provide information for assessing fiscal health for future periods.

GASB Statement No. 54:

GASB 54 established fund balance classifications and clarified governmental fund type definitions. See the Fund Balance Categories definition for further details.

Grant:

A grant is contributions or gifts of cash or other assets from another organization or governmental entity for use in a specific purpose, activity, or facility.

Improvements:

Buildings, structures, or attachments to land such as sidewalks, trees, drives, tunnels, drains, water lines and plants.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Infrastructure:

The physical assets or foundation of the City, including buildings, parks, streets, and water and sewer systems.

Interest and Rentals:

Revenue derived from the use of property or money.

Interfund Advance:

Amounts provided between funds and blended component units of the primary government with a requirement for repayment.

Interfund Transfers:

Flows of assets (such as cash or goods) without a requirement for repayment.

Intergovernmental Revenue:

Revenue received from other governmental agencies and municipalities, such as grants from the State or Federal government.

Internal Service Fund:

Funds used to account for the financing of goods or services provided by one department to other departments of the City.

Lease-Purchase Agreements:

Contractual agreements which are termed “leases” but which in substance amount to purchase contracts.

Levy:
(Verb): To impose taxes, special assessments or service charges for the support of governmental activities.
(Noun): The total amount of taxes, special assessments or service charges imposed by Napa County levying property taxes
Licenses and Permits:

Revenues earned by the issuance of licenses or permits levied in accordance with the benefits conferred by the license or permit.

Limited Term (LT) Position:

Limited Term jobs are temporary and do not require a civil service examination. Limited Term positions may not last longer than three (3) years.

LISTOS:

Emergency and disaster readiness public education program for Spanish-speaking populations, developed by the Fire Services Training Institute (FSTI).

Long-Term External Debt:

Debt borrowed from a source outside the City with a maturity of more than one year after the date of issuance.

Appendix I
Glossary of Terms and Acronyms
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Long-Term Financial Forecast (LTFF):

A forecast which identifies fiscal issues and opportunities, examines fiscal trends, and produces a six-year financial forecast.

Maintenance:

Expenditures made to keep an asset in proper condition or to keep an asset in working order to operate within its original capacity.

Materials and Supplies:

An expenditure classification for articles and commodities purchased for consumption or resale.

Examples include office and operating supplies, fuel, power, water, gas, inventory or resale items and small tools and equipment.

Measure F:

At the General Election held on November 6, 2018, the voters of the City of Napa approved a 1% transient occupancy tax increase known as Measure F, Hotel Tax for Housing. Identical measures were brought forth to all cities and towns in Napa County and to County voters, and all passed with the exception of American Canyon. The 1% transient occupancy tax derived from Measure F is recorded in a separate fund and can be spent on providing programs and services for affordable and workforce housing.

Measure T:

At the General Election held on November 6, 2012, the voters of Napa County approved a ½- cent sales tax increase known as Measure T, the Napa Countywide Road Maintenance Act of 2012. The Measure T County-wide sales tax was implemented July 1, 2018, immediately following the sunset of the County-wide flood improvement ½-cent sales tax increase known as Measure A. The sales tax is implemented by the Napa Valley Transportation Authority – Taxing Authority (“NVTA-TA”), and the tax proceeds are allocated among all local agencies within the County. The ½-cent sales tax derived from Measure T is recorded in a separate fund and can be spent on street maintenance and rehabilitation.

Miscellaneous:

Revenues from sources other than those specifically identified that are too immaterial in amount to justify the creation of new revenue account line items.

Modified Accrual Basis:

Under this accounting method, revenues are recognized when they become both measurable and available to finance expenditures of the current period. Expenditures for the most part are recognized when the related fund liability is incurred except for prepayments accumulated employee leave and long term debt. All governmental funds are accounted for using the modified accrual basis of accounting.

NPDES (National Pollution Discharge Elimination System):

Permit system established by the U. S. Environmental Protection Agency to regulate discharge of treated sewage storm water and urban runoff.

Appendix I
Glossary of Terms and Acronyms
Proposed FY 22/23 Budget
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Non-Recurring:

Revenues or expenditures not expected to recur on a regular basis; not to be included in the regular operating budget.

Object:

The object code is the component of the chart of accounts that facilitates reporting of outflows (expenses) and inflows (revenues) as well as asset and liability balances. The object code defines the transaction, for example recording the type of item that was purchased (services vs supplies) or the type of revenue received.

One-Time Revenues:

By definition, one-time revenues cannot be relied on in future budget periods. One-Time Revenues may include: sales of government assets, bond refunding savings, salary savings from vacant positions over and above the vacancy factor.

Operating Budget:

The operating budget is the primary means by which most of the financing of acquisition, spending and service delivery activities of a government are controlled.

Operating Funds:

Funds which are utilized to account for the day- to-day activities of the fund. Examples of this type of fund would be Central Stores and the General Fund.

Operating Position:

The projected operating position is the net of forecasted operating revenues and expenditures.

Operating Revenues/Expenditures:

Operating revenues and expenditures are the normal ongoing financial activities of the City, and exclude significant one-time items.

Operating Transfer:

Routine or recurring transfer of assets between funds.

Other (than pensions) Post Employment Benefits (OPEB):

Other Post Employment Benefits refer to benefits other than pensions paid by the employer for retired employees. This refers to retiree medical, dental, prescription drug, vision, life insurance, group legal and long-term care benefits.

Overhead Charges:

General Fund Overhead (Cost Allocation Program) charges are the recapturing of the cost of services provided to the other funds from the General Fund. These costs would include City Clerk, City Manager, City Attorney, Finance, and Human Resources costs, among others.

Park Acquisition and Development Funds:

The Park Acquisition and Development Funds are used to account for the revenues received from developer fees and the expenditures for the acquisition, construction, improvement or renovation of City owned parks.

Appendix I
Glossary of Terms and Acronyms
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Projected Surplus/Deficit:

The projected surplus/deficit is the net of forecasted receipts and forecasted disbursements. A surplus is the result of receipts exceeding disbursements, and a deficit is the result of disbursements exceeding receipts.

Projections:

A forecast of the revenues expected to be received and/or the expenditures expected to be incurred up to and including the end of the fiscal year.

Project Manager:

A project manager is the person accountable for accomplishing the stated project objectives.

Proposition 13:

Limits the local property tax rate to a maximum of 1% of a property’s assessed value, rolled back assessments to 1975 values and unless a property was sold, capped the increase in assessed values at 2%. New taxes imposed by a city, such as a parcel tax, must be approved by the voters.

Proposition 26:

Proposition 26 was approved by the voters in November 2010, and it establishes additional substantive requirements to ensure that any fee charged by a local agency is set in an amount that is no more than necessary to cover the local agency’s reasonable costs of providing the service, product, or benefit that is the subject of the fee.

Proposition 57:

Proposition 57, the Governor’s Economic Recovery Bond bill, was approved by the voters in March 2004. This bill authorized the State to sell $15 billion of deficit financing bonds to put the budget back in balance. Proposition 57 includes a proposed “triple flip” by which the State shifted one-quarter percent of sales tax revenues from local agencies to repay the bonds, and the State used property tax revenues to pay an "in-lieu" sales tax to local agencies equal to the lost sales taxes.

Proposition 58:

Passed in March 2004, this proposition changed the State Constitution and mandates the passage of a balanced budget. If the Legislature and Governor do not pass a balanced budget by July 1, the appropriation level from the previous year’s budget will remain in effect.

Constitutional changes were enacted upon which set up a special reserve account that would reach $8 billion or 5% of the General Fund. This legislation also restricts the use of certain types of borrowing to cover state deficits.

Proposition 218:

A statewide initiative passed by the voters of California on November 5, 1996. The initiative establishes additional substantive and procedural requirements for any local agency before imposing any special tax, assessment, or property related fee.

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Glossary of Terms and Acronyms
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Napa City CouncilJune 7, 2022

Napa City Council
June 7, 2022