Napa City Council
June 7, 2022

Operating and Capital Proposed
Budget
Fiscal Year 2022/23
ATTACHMENT 1

BUDGET FOR FISCAL YEAR 2022/23
Mission Statement
“Preserve and promote the unique quality of life that is Napa”

CITY COUNCIL

Mayor Scott Sedgley Vice Mayor Mary Luros

Liz Alessio Bernie Narvaez Beth Painter
Proposed FY 22/23 Budget
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Napa, California
Proposed FY 22/23 Budget
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Budget for Fiscal Year 2022/23
City Staff
Steve Potter, City Manager
Liz Habkirk, Assistant City Manager
Michael Barrett, City Attorney
Tiffany Carranza, City Clerk
Anne Cardwell, Finance Director
Heather Ruiz, Human Resources Director
Jennifer Gonzales, Police Chief
Zach Curren, Fire Chief
Vincent Smith, Community Development Director and
Interim Parks and Recreation Services Director
Julie Lucido, Public Works Director
Phil Brun, Utilities Director
Budget Prepared By:

The Finance Department
May 2022
Proposed FY 22/23 Budget
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City of Napa Organizational Chart
Proposed FY 22/23 Budget
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City Officials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 City Map . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 City Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 City Organizational Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Reader's Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 GFOA Award for the FY 2021/22 Budget Cycle . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 City Manager Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 City Council Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 City of Napa Overview and Statistical Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Budget Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 All Funds Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 All Funds Budget Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 Debt Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 General Fund Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48 General Fund Budget Detail . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Economic Assumptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62 Staffing Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 Budget by Department / Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66 Administrative Support Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 City Council . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 City Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 City Clerk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74 City Attorney . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 77 Human Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80 Finance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84 General Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Parks and Recreation Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 Parks Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96 Recreation Services Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100 Public Art Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102 Community Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104 Affordable Housing Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Table of Contents
Proposed FY 22/23 Budget
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Building Plan Check & Inspection Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 Economic Development Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 Parking Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115 Planning Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117 Public Works . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Capital Projects Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 Construction Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 127 Development Engineering Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129 Engineering Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132 Fleet Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134 General Services Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 136 Maintenance Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138 Local Streets Paving Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 140 Sidewalk Improvement Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142 Utilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144 Solid Waste & Recycling Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148 Water Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 150 Public Safety
Police . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152 Police Operations Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156 Special Police Operations Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158 Support Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160 Fire . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162 Fire Operations Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 166 Fire Prevention Division . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 168 Housing Authority of the City of Napa . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 170 Affordable Housing Programs Division
Laurel Manor Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 173 Seminary Street Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 174 Section 8 Housing Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 175 20% Low/Mod Income Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 176 Local Housing Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177 Homeless Continuum of Care Fund . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 178 Table of Contents
Proposed FY 22/23 Budget
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Capital Improvement Program . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179 Capital Improvement Program Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 180 Listing of all CIP Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 182 Five-Year CIP by Project Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 194 Projects by Category (Project Type) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 195 Projects by Funding Source . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 199 Project Detail Sheets (online link)
Appendices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 204 Appendix A Five-Year Staffing Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 205 Appendix B Interfund Transfers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 218 Appendix C Decision Packages Included in the Budget . . . . . . . . . . . . . . . . . . . . . . . . . 221 Appendix D Fiscal Policy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 260 Appendix E Revenue Assumptions for the Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 274 Appendix F Budget Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 279 Appendix G Performance Measures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 283 Appendix H Fleet Replacements and Planned Purchases . . . . . . . . . . . . . . . . . . . . . . 293 Appendix I Glossary of Terms and Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 297 Appendix J Fund Descriptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 314 Additional Information Online
CIP Project Detail Sheets
2022 Long-Term Financial Forecast
FY 2021/22 Gann Appropriations Limit
Table of Contents
Proposed FY 22/23 Budget
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Reader's Guide to the Budget
The organization, content and presentation of the information in the City of Napa’s budget document are designed to satisfy the specific needs of its various users. Residents, bondholders, public officials, and city employees often require different information and even prefer different levels of detail. This document is organized and structured in such a way as to make it easy to locate the specific content required to meet either external informational or internal managerial needs.

Enterprise funds are budgeted and reported using the full accrual method of accounting. All other funds are budgeted and reported using the modified accrual method of accounting.

These are the same standards used in the City's audited financial statements.

This budget document does not include pass-through funds related to the Gasser CFD.

The City has been working on an ERP implementation, which necessitated an updated Chart of Accounts. The charts and tables in this budget book are all based on the new Chart of Accounts, including the data from prior years.

In general terms of design, the document is presented as follows:
• Background and general budget preparation information and fund summaries are presented in the initial sections:
◦ City Manager’s Introduction
◦ Council Priorities
◦ Budget Overview
• Detailed budget information is presented in the next sections, specifically:
◦ Budget by Department / Division
◦ Housing Authority of the City of Napa
• The Five Year Capital Improvement Program.
• The Appendices include other important information, specifically:
◦ Appendix A: Five-Year Staffing Plan
◦ Appendix B: Interfund Transfers
◦ Appendix C: Decision Packages for FY 2022/23 Budget
◦ Appendix D: Fiscal Policies
◦ Appendix E: Revenue Assumptions for the FY 2022/23 Budget ◦ Appendix F: Budget Process
◦ Appendix G: Program Budget/Performance Metrics
◦ Appendix H: Fleet Replacements and Purchases Schedule ◦ Appendix I: Glossary of Terms and Acronyms
◦ Appendix J: Fund Descriptions
City Manager’s Introduction
The City Manager’s Introduction summarizes many of the critical issues addressed in this budget. The transmittal letter speaks to the State of the Economy and the State of the City, and touches on significant challenges that remain in the current economic and political climate.

Reader's Guide to the Budget
Fiscal Year 2022/23
Proposed FY 22/23 Budget
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City Council Priorities
The City Council Priorities section explains the process the City Council and staff use, on an annual basis, to strategically analyze opportunities and solutions to meet the City’s needs.

Priorities are established and explained, and become the basis for the development of the budget.

Budget Overview
The Budget Overview provides a snapshot of the information contained in the full budget document, focusing on charts that show “big picture” views of revenues and expenditures for the General Fund, Special Revenue Funds, Capital Improvement Funds, and Proprietary Funds. Also included are the economic assumptions used in building the budget, staffing plans, debt summary, and projected fund balance and planned use of/contribution to reserves for the budget period.

Budget by Department / Division
The Budget by Department / Division section presents the City budget for each department and major operating division, and includes performance measures. Information included in this section includes four-year staffing levels by department and revenue and expenditure appropriation details. Major accomplishments for the prior budget cycle as well as key initiatives for the Fiscal Year 2022/23 cycle are presented by program. For all City performance metrics see Appendix G.

Housing Authority of the City of Napa Budget
The Housing Authority of the City of Napa budget section provides the organizational structure, staffing, purpose and source of funding for the Housing Authority for the budget period. In addition, major accomplishments, budget changes and key initiatives are provided to put a story to the numbers.

Five-Year Capital Improvement Program
The Capital Improvement Program section of the budget summarizes the CIP development, prioritization and approval process, provides a summary of CIP projects, and provides a detail page for each new and existing project requesting funding in the current budget cycle.

Appendices
This section includes items such as the current Fiscal Policies, a detailed staffing plan and summary of staffing changes, and a summary of the assumptions used to develop revenue projections. Additional information can be found using the online links at the end of the Table of Contents, such as the Long-Term Financial Forecast which serves as the foundation for City Administration and Council to make prudent decisions in this budget cycle, as well as copies of the resolutions that adopted this budget.

Reader's Guide to the Budget
Fiscal Year 2022/23
Proposed FY 22/23 Budget
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GFOA Budget Award
Received Last Budget Cycle
Proposed FY 22/23 Budget
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City Manager
Introduction
Fiscal Year
2022/23
Proposed FY 22/23 Budget
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July 1, 2022
I am pleased to present the City of Napa Budget for Fiscal Year 2022/23. The budget provides an overview of comprehensive city operations, projects, and programs as they relate to the City Council’s top priorities. The budget document also identifies technical pieces of city operations such as the City’s organizational structure, an overview of the City’s financial condition and summarizes budget priorities and issues.

The Budget process is an ongoing cycle. City Council meets at the beginning of the calendar year to set priorities for the upcoming fiscal year. Then City staff works to put together plans that match those priorities, and then hold a Capital Improvement Program (CIP) Workshop and an Operating Budget Workshop in April for initial Council feedback. This is followed by public hearings in June to review and adopt the finalized budget. The new budget goes into effect on July 1, 2022.

The proposed General Fund baseline operating budget totals $110.8 million in Fiscal Year 2022/23 and represents a 6.5% increase in spending compared to the current Fiscal Year 2021/22 budget. In accordance with the direction of the City Council, this budget represents a spending plan that balances providing services to residents, businesses, and visitors within the limits of available resources. The City Council priorities discussed in the February 2022 Workshop were a key consideration during development of this budget.

The Proposed Budget reflects the following City Council Priority Areas:
• Hiring/Workforce Stability
• Adopt and Implement General Plan and Housing Element
• Economic Development and Recovery
• Housing/Homelessness
• Climate Change
Since spring of 2020, the City has been freezing positions in the General Fund to help balance the budget in the face of declining revenues as a result of the COVID-19 pandemic. In FY21, the City froze 32 vacant positions, and held many other positions vacant during the year for savings.

In FY22, the City froze 18 positions when adopting the budget. Consistent with the Council’s priority around Hiring/Workforce Stability, the proposed budget for FY23 includes unfreezing all full-time positions.

FY 2022/23 Proposed Budget
City Manager Transmittal Letter
Proposed FY 22/23 Budget
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Key Points
A few key points regarding the proposed budget are as follows:
• The General Fund operating budget for FY 2022/23 has been balanced using one-time revenue, specifically with $3.0 million of Educational Revenue Augmentation Fund (ERAF) dollars.
• It also includes the use of $1.0 million from the City’s Section 115 Trust, which reduces the amount of the CalPERS Unfunded Accrued Liability (UAL) payment for the Sworn plan from the General Fund, consistent with the purpose of this trust. • Decision packages for new or changed programs and position requests for the General Fund total $1,422,300 for FY 2022/23 and adds $205,000 of revenue to the budget. The increased expenditure budget increases reserve contributions by $115,700, which is offset by the additional vacancy savings of $127,400. These amounts are included in the $110.8 million total budget figure.
• There are also decision packages for the Non-Recurring General Fund ($495,500), Housing Funds (net $0), Parking Funds ($107,400), and Enterprise Funds ($182,150) • Consistent with the Council priority around Hiring/Workforce Stability, the proposed budget also includes the addition of seven (7) full-time positions to the City’s Staffing Plan:
◦ Three (3) for the General Fund
◦ One (1) for the Enterprise Funds
◦ One (1) limited term for the Housing Funds
◦ One (1) limited term for the Parking Funds
◦ One (1) limited term using American Rescue Plan Act (ARPA) funding • The City currently has a vacancy rate of approximately 15% Citywide and given the City will not be able to immediately fill all vacant positions for 100% of the fiscal year, staff has included a vacancy savings amount in the General Fund budget. ◦ This negative $2.3 million reduces the General Fund expenditure budget to reflect an amount closer to anticipated actuals.
◦ For FY23, the vacancy savings amount is budgeted in General Government; during the fiscal year it will be allocated out to departments based on actual vacancies.

FY 2022/23 Proposed Budget
City Manager Transmittal Letter
Proposed FY 22/23 Budget
14 ATTACHMENT 1

General Fund Operating Budget
The proposed budget projects overall General Fund revenue growth in the next fiscal year, with amounts at or above pre-pandemic levels. Sales Tax is expected to grow by 5.3% over current year and is estimated at 9.8% higher than FY19. Transient Occupancy Tax (TOT) has strongly rebounded this year and is expected to show continued growth moving forward. FY23 TOT is estimated to be 16.2% higher next year, with baseline TOT at 4% higher than pre-pandemic.

Additionally, the City is seeing continued recovery of other revenue sources that were adversely impacted by the pandemic, including business license tax, licenses and permits, and miscellaneous revenues such as park rentals.

Budget numbers include the same COLA assumptions for City employees that were used for the Long-Term Financial Forecast (i.e., 3% annually), as bargaining for multiple labor groups is currently underway. As noted previously, this budget restores all full-time employees, and budgets all positions at 100%. That includes key, previously frozen positions such as the Parks and Recreation Services Director. While departments made a concerted effort to keep operating budgets as flat as possible, expenditure budgets continue to rise due to inflation and increasing costs, largely in employee benefits and internal services.

Overall, the proposed FY23 revenue budget is 6.6% higher than the current FY22 budget. The proposed FY23 expenditure budget is 6.5% higher than the FY22 budget, primarily due to increases in internal services and payroll costs. Despite rising revenues, operating expenditures continue to exceed operating revenues, so this budget includes $4 million of one-time funds to balance the budget and create the surplus needed to allow for decision packages.

Other Funds
In addition to the General Fund, the City Budget includes a number of other funding sources including Special Revenue Funds, Capital Project Funds, Proprietary Enterprise Funds and Internal Service Funds. The budget document also includes information on the Housing Authority of the City of Napa.

Capital Improvement Plan
The City adopts a 5-year Capital Improvement Plan (CIP) to plan and program resources necessary for the acquisition, design, and/or construction of significant City projects. The CIP projects repair or develop community infrastructure or meet community needs, provide facilities to support City operations, and support City Council priorities.

A capital project is considered a one-time expenditure but often the projects take multiple years to deliver and fully fund. While plans are developed for at least a 5-year horizon, funding for the projects within the CIP is approved by Council as part of the budget process, or project funding can be approved by a separate City Council action when funding adjustments are necessary outside the normal budget cycle approval process.

The project requests for the upcoming year were much greater than funding available, particularly for General Fund projects. Staff has worked together on the proposed plan to program the limited funding to finish projects that have already been started, repair and maintain FY 2022/23 Proposed Budget
City Manager Transmittal Letter
Proposed FY 22/23 Budget
15 ATTACHMENT 1

existing infrastructure, and to leverage City funding through external grants and improving efficiencies.

The Proposed Budget includes a Capital Improvement Plan for the next five-year period with capital projects totaling $166.6 million. Of this amount, $38.5 million is budgeted in FY 2022/23.

Projects funded from the CIP Reserves total $4,145,000 for FY 2022/23. Included among the major capital expenditures requested during this budget cycle from various funding sources is significant funding for storm drain infrastructure ($4.7 million), street improvements ($15.1 million), as well as various facility and park projects.

State of the City
The COVID-19 pandemic caused severe drops in the City’s operating revenues, particularly to Sales Tax, Transient Occupancy Tax, Business License Tax, and Charges for Services. In fiscal years 2020 and 2021, one-time revenues were brought into the General Fund to balance the budget and prevent the City from having to dip into reserves. In the current fiscal year, a surge in revenues is occurring, as visitors return to Napa. Sales Tax and TOT are currently projected to end this year higher than our FY19 actuals, which is a faster recovery than initially anticipated. However, the City’s costs have continued to rise, with salaries, benefits, supplies, and utilities rates all increasing in excess of revenues.

American Rescue Plan Act Funds: On March 11, 2021, President Biden signed the $1.9 trillion American Rescue Plan Act (ARPA) of 2021 into law to address the COVID-19 pandemic and the corresponding economic crisis. As a result of this legislation, the City of Napa received $15.12 million in ARPA funds. The identified uses for these one-time funds have been strategically crafted by the City based on City Council priorities, community needs, and a City department COVID impacts needs assessment. On the latter, City departments prepared a list of projects, programs, and services negatively impacted due to COVID-19. These expenditures are allocated in the proposed budget, including a $1.15M million Community Recovery Bank.

This “carve out” of ARPA funds will be allocated to various community needs to support recovery from the pandemic.

Overall, the FY 2022/23 Proposed Budget addresses City Council priority projects and provides funding for various capital and infrastructure projects, while continuing to rebuild the organization to provide a high level of quality services to the residents and businesses of Napa.

More information on City projects can be found in the City Council Priorities section, as well as individual program sections.

Summary
Despite the recent improvement in revenue trends, developing a viable spending plan for this next fiscal year was a challenging task that required extensive planning and cooperation from each City department. As we emerge from the pandemic, what will be considered a sustainable level of revenues is still unclear. While I am cautiously optimistic, it will be critical to closely monitor revenues and expenditures throughout the fiscal year. As your City Manager, I am committed to continuing the management of the economic resources of this City in a conservative, thoughtful and transparent manner. As always, the City Council will be apprised on FY 2022/23 Proposed Budget
City Manager Transmittal Letter
Proposed FY 22/23 Budget
16 ATTACHMENT 1

an ongoing basis of the status of these efforts. I welcome your input, your advice, and your guidance.

Acknowledgments
I would like to express my appreciation to the City Council for their continued leadership and direction. I also want to thank the dedicated City Department Heads, Managers and their key staff members who have worked countless hours to prepare this budget. Lastly, I wish to acknowledge the incredible dedication and hard work of the City’s budget team, led by Jessie Gooch, our very capable Budget Officer. Their collective contributions are appreciated, especially during these challenging times, and I extend my sincere thanks for a job well done.

Steve Potter, City Manager
FY 2022/23 Proposed Budget
City Manager Transmittal Letter
Proposed FY 22/23 Budget
17 ATTACHMENT 1

City Council
Priorities
Fiscal Year
2022/23
Proposed FY 22/23 Budget
18 ATTACHMENT 1

Mayor and Council Priorities
Each year, the Napa City Council meets to discuss the key issues facing the City of Napa and to strategize opportunities and solutions to meet the City’s needs. During this workshop, City departments present to the Council recommended projects and options to help address the various needs of the community. The City Council considers the recommendations and facilitates development of a list that reflects the core strategies and priority activities for the City in the upcoming budget year.

After establishing the core strategies and priority activities, the City Manager and Department Directors begin developing a budget to incorporate the critical priorities into the City’s spending plan. If additional funds or staffing are required to implement a program or project, a decision package analysis is developed to explain the additional funding request. The City Council then considers the overall budget that includes requests for any necessary funding for implementing the established priorities and ongoing operational needs.

After establishing the core strategies and priority activities and providing funding where necessary, the City Manager and Department Directors establish work plans to implement the approved initiatives. Overall progress is then assessed at the priority workshop the following year.

The sections below provide information about the City’s established priorities. The first section addresses the priorities for the FY 2022/23 budget cycle, while the second section gives a status of past priority projects.

The City Council’s priorities for FY 2022/23 are:
• Workforce Stability & Hiring
• Adoption and Implementation of the General Plan and Housing Element • Economic Development & Recovery
• Housing/Homelessness
• Climate Change
City Council Priorities
Fiscal Year 2021/22 Priority Areas
Proposed FY 22/23 Budget
19 ATTACHMENT 1

The FY 2022/23 Proposed Budget provides a framework through which the City’s goals and objectives are achieved in line with the Mayor and Council Priorities, including the following:

Workforce Stability & Hiring
Workforce Stability is essential to providing the core community services the City delivers. Like many public agencies and businesses, there are challenges for the City in the new landscape of recruiting. The Council is committed to returning to pre-pandemic staffing levels by unfreezing and fully budgeting all full-time employee positions, as well as ensuring our organizational structure is aligned with the needs of the community. The City will be dedicating resources to broad communications on open positions and opportunities within the City including the use of the social media channels, local radio, signage, and advertisements in related professional associations. Strategic use of hiring incentives will also continue to help with the recruitment for hard to fill positions.

Additionally, the City will look towards more support and professional development through internal training opportunities, professional association participation, and the continued roll-out of the City’s new on-boarding program. These efforts will help to ensure that we can deliver our fundamental services and carry-out the City Council’s initiatives.

Adoption and Implementation of the General Plan and Housing Element As the City’s long-term planning strategic planning document, the General Plan will serve as the City’s outline for land use, housing, transportation, climate change, community facilities, parks and recreation, historic resources, health and safety, economic development and more through the year 2040. City staff anticipate adopting the General Plan in the 2022 calendar year, but there will be substantial work to implement the various goals of the Plan and will include, at a minimum, updates to Napa Municipal Code, resolutions, administrative regulations and implementation of new programs and other policies. Further, the adoption of the Housing Element will follow the General Plan adoption separately and will require significant effort to ensure the new Element helps to address the housing needs identified by the City.

Economic Development & Recovery
Continued recovery from the COVID-19 Pandemic and the significant impact to the City’s finances remains a priority for the Council and City staff. Recovery will include the prudent use of federal and state funding, strategic applications for grants that support the City’s service efforts, small business support, and close monitoring of the City’s financial status. Additionally, the Council identified the need to focus not only on recovery from the Pandemic, but for broad economic development strategies that will allow for the growth and diversification of the City’s economic base. Included in that effort will be the establishment of the Enhanced Infrastructure Financing District (EFID) to serve as a catalyst for private sector investment and critical infrastructure for the Napa EFID area and the City as a whole.

City Council Priorities
Fiscal Year 2022/23 Priority Areas
Proposed FY 22/23 Budget
20 ATTACHMENT 1

Housing and Homelessness
Housing for all and the implementation to programs and policies to support making the experience of homelessness as rare, brief, or one-time, has been a priority for the City of Napa for many years. In FY2022, the City Manager undertook an effort to coordinate city-wide homeless services activities from within the City Manager’s Office, which has resulted in significant strides in improving the City’s response to both mitigating impacts of homelessness in the community and helping individuals and families transition out of homelessness. Within the recommended budget, this coordinated effort will incorporate housing and homeless services into a division of the City Manager's Office. Over the next year, the City’s focus will be on continued implementation of Housing programs such as the Accessory Dwelling Unit support center, Section 8 and emergency housing vouchers, rental rehabilitation and first-time homebuyer’s assistance programs, and the implementation of SB 9 regarding discretionary elements for lot splits and multiple units on one residential lot. Additionally, in the homelessness area, the City will continue participation in the countywide transition to CalAIM, an enhanced homeless outreach program, encampment clean-ups, the furtherance of the Valley Lodge Apartments project as well as additional Homekey Funding projects, and the pursuit of pilot programming for clients with co-occurring mental health/addiction issues.

Climate Change
In April of 2022, the City Council adopted a resolution declaring the climate crisis as an emergency and committing the City to a goal of net zero climate pollution by the year 2030. The resolution underscored the importance of the General Plan adoption and implementation as an opportunity to clearly state the City’s goals related to climate actions and forward the related implementation efforts. As a Council priority, the City Manager has recommended additional staffing resources to help create the blueprint of the City’s response to climate change, advance efforts both as an organization and a regulatory agency to help achieve our goal of net zero climate pollution, and strengthen our participation at a regional, state, and federal level in activities that will meet our climate action goals.

City Council Priorities
Fiscal Year 2022/23 Priority Areas
Proposed FY 22/23 Budget
21 ATTACHMENT 1

As part of the Fiscal Year 2021/22 budget that was adopted on June 22, 2021, the City Council identified five main goals and various priorities within each goal. The five goals were:
• Efficient and Stable Organization
• Streets, Sidewalks, and Infrastructure
• Where We Live
• Economic Vitality and Economic Development
• Provide Quality Services to the Community
In 2020, the COVID-19 pandemic changed all intended plans, created economic uncertainty, and had a drastic impact on the day-to-day operations of the City of Napa. Since March 2020, the City has had over 80 positions, approximately 16% of the workforce, vacant either formally through defunding of the positions by Council or administratively by not hiring for vacancies.

While this section will highlight what was accomplished within each of the five goal areas as they were established in 2021, it is important to acknowledge that the City has continued to respond to the COVID-19 pandemic and its dedicated workforce to adapt and meet the needs of the time by maintaining services with a reduced workforce and redesigning the work we do.

There are also many accomplishments achieved by staff over the last fiscal year in addition to the highlights in the following pages.

City Council Priorities
Status of Fiscal Year 2021/22 Priorities
Proposed FY 22/23 Budget
22 ATTACHMENT 1

Efficient and Stable Organization
Priority: Legislative Advocacy
• The City Council adopted a formal Legislative platform in February 2022, and has initiated processes to regularly monitor legislative proposals, funding opportunities, and activities at the State and Federal level that may impact the City of Napa. • Secured $1.8 million in Congressionally Directed Spending for the Napa County Public Safety Radio and Communication Upgrade Project which will help bring the City and other jurisdictions countywide into compliance with Department of Justice regulations related to the use of Personally Identifiable Information on radios.

Priority: Organizational Stability
• Established a staffing restoration plan to fill positions that were frozen or held vacant due to the COVID-19 pandemic and provide the City Council with quarterly updates on hiring progress and continuing challenges.
• Established a Deferred Compensation Advisory Board. As of May 2022, the new Board has met four times and has provided recommendations that have led to contract changes with vendors. These changes have resulted in savings to employees and improved overall plan performance.

Priority: Organizational Efficiencies
• Implemented the first two phases of the City’s new Enterprise Resource Planning (ERP) system within the last year. The new ERP system serves as the City’s complete business software system and includes functions related to the City’s financials (budgeting and accounting), payroll processing, cashiering and utility billing, The final phase is scheduled for go-live in July of 2022.
• Efforts initiated to implement additional software programs in the areas of:
▪ Contract Approval Process Software
▪ Development Permit Processing Software
▪ Asset Management Software
▪ Construction Management Software
▪ Records Management System in the Police Department
• Staff have continued to use recommendations to help streamline the development review process.
• Initiated an organizational structure study to determine appropriate department/division structure resulting in proposed changes included in the recommended budget to help address Council priorities.

Priority: Expand Revenue Opportunities
• Finalized comprehensive user fee study; Council adopted an updated fee schedule in December 2021.
• Began monitoring state and federal grant opportunities to position City to be successful applicants in future rounds
City Council Priorities
Status of Fiscal Year 2021/22 Priorities
Proposed FY 22/23 Budget
23 ATTACHMENT 1

Priority: Safety and Regulatory Compliance Programs
• Continued to develop and update safety programs and protocols, including for ongoing COVID-19 management with changes in local, state, and federal guidance. • Finalized a Department of Transportation Policy Update. • Procured Hazardous Materials Storage/Safety Equipment.

Streets, Sidewalks and Infrastructure
Priority: Construction Management
a. Received an informational presentation on Project Labor Agreements and Contractor Qualifications
a. Began the Reservoir and Watershed Operations Master Plan.

Priority: Traffic Safety and Street Maintenance
• Began development of a Local Roadway Safety Plan to include:
▪ Requirements to be eligible for traffic safety grant funding ▪ Strategies for traffic calming program
▪ Vision Zero Policy Process initiation
• Update of the Pavement Management Plan is in progress.

Where We Live
Priority: Housing Creation and Reducing Development Barriers • Received an informational update on local housing and worker proximity housing programs.
• Continued to provide support and available resources to the Accessory Dwelling Unit Center.
• Completed drafts and began public comment process for the General Plan update. • Explore the possible annexation of unincorporated “islands” contagious to City proper.

Priority: Homeless Service Resources
• Consolidated the coordination and provision of homeless services and the management of impacts of homelessness in the community within the City Manager’s Office. • Received an $18.1 million Project Homekey grant to develop 54 units of supportive housing.

Priority: Community Services
• Began negotiations on a new contract with the Napa County Ambulance Provider. • Continued implementation project for a new dispatch system for fire/ambulance service.

Enhanced Vitality and Economic Development
Priority: Economic Recovery
• Updated parklet and use of city property policies.
• Reviewed parking standards: Staff started analysis of demand needs the Downtown Specific Plan (DSP) boundary including the Oxbow District. The analysis is ongoing but City Council Priorities
Status of Fiscal Year 2021/22 Priorities
Proposed FY 22/23 Budget
24 ATTACHMENT 1

intended to inform on possible modifications to the parking standards, specifically potential reductions parking standards within the DSP.
• Review user fees: User Fees were modified during this fiscal year to represent the costs of services provided to the community more closely.
• Participated in the Napa Valley Economic Development Network. • Provided over $180,000 in grants to support small and microenterprise businesses navigate the impacts of COVID-19.

Priority: Economic Development Partnerships
• Continued processing of the Franklin Station Hotel Project application: There is growing interest in the hotel industry with the Franklin Station Hotel approvals. The Community Development Director held several meetings with potential partner developers/operators.

In discussions with the owners, there may be more significant progress made in FY22/23.
• Adopted a retail cannabis sales ordinance.

Community Focused Services
Priority: Community Engagement
• Continued to develop a citywide communication and website/social media plan. • Engaged the community in the 2021-2022 Redistricting Process and adopted redistricting plan.
• Continued development and implementation of the American with Disabilities Act Transition Plan.
• Participated in a countywide Climate Action Committee and Joint Powers Agreement.

Diversity, Equity, and Inclusion
Priority: Diversity, Equity, and Inclusion Actions
• Initiated development of a Language Equity Plan and established Spanish translation services for City Council meetings.
• Provided Diversity, Equity, and Inclusion training to city employees. • Began participation in the National League of Cities – Cities of Opportunity Iniative, the Napa-Sonoma Planning Collaborative, and the Invest Health Cohort to increase staff education on DEI issues and areas for opportunity in the future.

City Council Priorities
Status of Fiscal Year 2021/22 Priorities
Proposed FY 22/23 Budget
25 ATTACHMENT 1

City of Napa by the
Numbers: Overview and
Statistical Information
Fiscal Year
2022/23
Proposed FY 22/23 Budget
26 ATTACHMENT 1

City of Napa by the Numbers
History of Napa
Napa City Hall
Council-Manager
Form of Government:
1847: Townsite Founded
on the Napa River by Nathan
Coombs and John Grigsby
1872:

Incorporated as
Town of Napa City
1874:

Incorporated as
City of Napa
1952: Dedicated
955 School Street as
Napa City Hall
12 City Departments
13 City Boards / Commissions
503 Full-Time City Employe
es (FY 2020/21)
gavel
/ city hall

DID YOU
KNOW?
Napa is the birthplace of the
Magnavox Loudspeaker (1915)
and the Napa Patent Leather
Process (1926).
79 Police Officers
124 Planning applications
processed annually
1,981 Average number of
visits to CityofNapa.org each day
2 Historic Districts:

Napa Abajo/Fuller Park
&
Calistoga Avenue
2,500 National Register
Buildings in City of Napa
????
GeneralOperations
The City of Napa is a vibrant town with a respect for its past. Boasting protected historic districts with some of northern California’s finest V
ictorian homes alongside contemporary architecture
and a bustling downtown, the City offers much more than the vineyards and wineries it’s often known for. Napa is a city with a low crime rate, a high standard of living, clean air and ideal weather. It truly is a California gem.

Proposed FY 22/23 Budget
27 ATTACHMENT 1

City of Napa by the Numbers
Community Profile
City of Napa Covers

18.147 Square Miles
20” of rain
per year October - March
83°
Average maximum
temperature in July
39°
Average minimum
temperature in January
20’ Elevation

53.3%
White

0.7%
Black

39.9%
Hispanic

0.6%
American
Indian

2.9%
Asian & Pacific
Islander

2.9%
Multirace
& Other
79,246
Population
Geography
In addition to the quality of the City and its government, Napa is home to a diverse and engaged community. With an almost even distribution between resident age groups, diverse education levels, a 60/40 split between white collar and blue collar workers, and a mix of homeowners and renters, Napa is a melting pot across the board.

Napa Sacr
amento
San JoseSan F
rancisco San JoseS
an Francisco
Napa Sacramento
Proposed FY 22/23 Budget
28 ATTACHMENT 1

City of Napa by the Numbers
62% of residents
live in households
of 1-2 people
38% of residents
live in households
of 3+ people
28% Households
with an annual income
of $50k or less
30% Households
with an annual income
of $50k - $100k
42% Households
with an annual income
of $100k or more
Life in Napa
59% Owner
Occupied Units
41% Renter
Occupied Units

SOLDRENT
31,000+
Dwelling Units Household Size
Household Income
Proposed FY 22/23 Budget
29 ATTACHMENT 1

City of Napa by the Numbers
Educational Attainment
44% of the population in Napa have an Associate degree or higher 35% have a Bachelor’
s degree or higher
<Grade 9
10%
Grade 9-12
5%
High School
19%
Some College
22%
Bach Degree
23%
Assoc Degree
9%
Grad Degree
12%
38,000+ jobs in
the City of Napa
Napa’s T
op 4 Industries by Number of Jobs
Mean travel time to work:
23 minutes
Work in Napa
Health Care and
Social Services
(5,000+)
Accommodation
& Food Services
(5,000+)
Retail
(5,000+)
Manufacturing
(2,000+)
2 in the community
54 within 50 miles
1 in the community
97 within 50 miles
offer Associate’
s Degree or Certificate offer Bachelor’s Degree or Higher Colleges Universities
Proposed FY 22/23 Budget
30 ATTACHMENT 1

City of Napa by the Numbers
955 T
otal acres of park land
50,000+ Street trees
maintained by city crews
39 Trees designated under
Significant
Tree Program
55 Neighborhood, community
and open space parks in Napa
31 Consecutive years
Napa has been awarded
‘Tree City USA
’
50+ Zagat-Rated
Restaurants
70+ Restaurants, Eateries,
Dessert Shops in Downtown
40+ Wine Bars, T
asting
Rooms, Pubs in Downtown
5,000+ Companies Licensed
to do Business in Napa
200+ B&B Rooms
2,700+ Hotel/Timeshare
Rooms
6,500 Streetlights
53 Signalized intersections
243 Miles of streets
maintained by the City
14 Water
Storage Tanks

3.9 billion
Gallons of drinking water
produced annually at
3 water plants through local and
regional drought years
360 Miles of water pipeline
10 Miles pump stations
In the City’s Care
Businesses in Napa
Proposed FY 22/23 Budget
31 ATTACHMENT 1

Budget Overview
Fiscal Year
2022/23
Proposed FY 22/23 Budget
32 ATTACHMENT 1

All Funds Summary
Fiscal Year
2022/23
Proposed FY 22/23 Budget
33 ATTACHMENT 1

The information provided in the All Funds Summary represents the total revenue and costs to conduct the business of the City. The proposed budget shows anticipated revenues for all funds at $313.8 million for FY 2022/23. These summary figures are rarely used to judge the fiscal health or condition of an organization since transfers, grants or other factors will skew year to year revenue trends without providing an indication of the relative economic condition of the City.

When cities describe their budget they typically are referring to the General Fund. The General Fund is the primary operating fund where the City Council exercises discretion and applies judgment in the distribution of tax revenues and resources in establishing funding and service levels for most non-enterprise (fee based) programs. The charts and graphs in the All Funds section includes the General Fund as well as special revenue funds, proprietary funds, and others.
$ (Thousands)
Property
Tax
Sales
Tax
Transient
Occup Tax
Other
Taxes
Licenses
& Permits
Interest
& Rents
Inter-
governmental
Charges for
Services
Transfers/
Other
0 100,000
25,000
50,000
75,000
125,000
Property
Tax
Sales
Tax
Transient
Occup
Tax
Other
Taxes &
Business
Licenses
Licenses
& Permits
Charges
for
Services
Inter-
governmental
Interest
& Misc
Transfers/
Other
FY 22/23
Proposed 45,676 29,292 30,226 6,192 2,691 110,506 38,626 4,390 46,232 All Funds
Revenues by Category
Proposed FY 22/23 Budget
34 ATTACHMENT 1

$ (Thousands)
Salaries
& Wages
Benefits
Services - External
Debt Service
Services - Internal
Materials & Supplies
Capital Outlay
Transfers
Out
0 100,000
25,000
50,000
75,000
125,000
Salaries
& Wages Benefits
Services -
External
Debt
Service
Services -
Internal
Materials &
Supplies
Capital
Outlay
Transfers
Out
FY 22/23
Proposed 62,901 38,931 96,384 4,524 11,583 15,208 45,969 47,359 The proposed budget shows spending for all funds at $322.9 million in FY 2022/23. As previously noted, these summary figures are rarely used to judge the fiscal health or condition of an organization since spending patterns will fluctuate due to major one-time capital projects, transfers, grants, or other factors that will skew year to year revenue and spending trends without providing an indication of the relative economic condition of the City.

All Funds
Expenditures by Category
Proposed FY 22/23 Budget
35 ATTACHMENT 1

$ (Thousands)
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
Revenue Categories
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Property Tax 38,062 43,132 42,757 42,964 45,676
Sales Tax 24,449 25,195 27,980 29,251 29,292
Transient Occupancy Tax 18,129 12,676 25,417 26,584 30,226 Other Taxes & Business
Licenses 6,318 5,953 5,797 5,846 6,192
Licenses & Permits 2,789 2,618 2,397 2,768 2,691
Charges for Services 106,455 103,858 107,586 108,469 110,506 Intergovernmental 17,225 26,673 40,054 25,991 38,626 Interest & Misc 13,413 4,255 3,819 4,582 4,390
Transfers/Other 37,912 24,881 58,845 8,235 46,232
Total Revenues 264,752 249,241 314,652 254,690 313,831 All Funds
Revenue Comparison
Proposed FY 22/23 Budget
36 ATTACHMENT 1

$ (Thousands)
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
0 50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
Expenditure Categories
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Salaries & Wages 55,665 53,374 59,230 55,950 62,901 Benefits 32,123 30,723 35,570 34,114 38,931 Services - External 77,666 75,273 110,955 78,985 96,384 Debt Service 2,150 1,997 4,709 4,617 4,524
Services - Internal 8,876 9,156 9,924 10,194 11,583 Materials & Supplies 13,108 12,809 17,342 16,293 15,208 Capital Outlay 23,592 15,626 79,670 6,662 45,969 Transfers Out 37,912 24,881 60,070 44,726 47,359
Total Expenditures 251,091 223,839 377,469 251,541 322,859 All Funds
Expenditure Comparison
Proposed FY 22/23 Budget
37 ATTACHMENT 1

General Fund
General 97,521 92,521 104,708 106,583 111,584
General Non-Recurring 2,915 5,568 4,576 4,595 2,721 American Rescue Plan Act — — 600 600 14,516
General Fund Total 100,437 98,089 109,883 111,778 128,821 Special Revenue Funds
Gas Tax 1,771 1,683 1,971 2,004 2,235
RMRA 1,453 1,604 1,562 1,665 1,818
Red Light Camera 35 (5) 10 10 11
Measure T Road Maint 7,580 6,476 7,768 9,000 8,001 Golf Course 39 19 40 40 41
Enhanced Infra Financing District — — — — 190
DIF Big Ranch 144 7 20 20 20
DIF Fire/Paramedic 110 268 203 180 203
DIF Affordable Housing 3,568 851 3,553 1,234 993
DIF Las Flores Rec Center — 5 — — —
DIF Linda Vista 57 14 12 16 12
DIF Lone Oak Drainage — — — — —
DIF N Jefferson Parks — — — — —
DIF N Jefferson Traffic 178 (20) 25 25 25
DIF Orchard Parks 2 — 1 — 1
DIF Orchard Traffic 2 — 1 1 1
DIF Park Acq & Dev 1,094 517 580 1,320 585
DIF Parking 109 (1) 11 31 30
DIF Redwood Rd 11 (2) 2 2 2
DIF Street Improvement 600 333 536 237 536
DIF Underground Utility 458 166 235 256 235
Fair Share Contrib/Mitigat 44 (5) 4 9 35
Public Art 190 13 156 138 110
Property Development Tax 30 8 23 23 23
Public Infrastructure In Lieu 135 (1) 1 37 1
Parking 854 501 766 734 743
Alston Park Trust 23 20 2 1 23
Youth Services Diversion Prog 2 — 1 — 1
Fire Education Programs 3 1 — — —
Measure F 1% TOT Aff Hsg 1,458 988 1,309 2,535 2,283 CDBG 374 1,214 4,345 1,154 867
HOME Program 859 874 675 1,398 565
CalHome Program 137 150 2,100 274 176
SA Lo/Mod Set Aside 19 37 19 19 —
Perm Local Housing Allocation — — 636 89 421
Damage Reimbursement 148 54 152 73 103
AD Altavina Maint Dist 11 11 11 11 11
AD Chaudhary Estates 2 1 2 2 2
AD Dry Creek Village 2 2 3 3 3
AD Fox Ridge 3 3 3 3 3
AD Glencar Estates 2 2 3 3 3
2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
All Funds
Revenues by Fund
Proposed FY 22/23 Budget
38 ATTACHMENT 1

AD Hill View Park 2 2 2 2 2
AD Hyde Park I 2 2 3 3 3
AD Lake Park 251 177 123 123 123
AD Linda Vista 42 (6) 12 12 11
AD Mills 2 2 2 2 2
AD Napa Valley Corp Park 12 9 11 11 11
AD Oak Ridge 3 3 4 4 4
AD Orchard Estates 3 3 3 3 3
AD Oxford Garden 1 1 1 1 1
AD Rancho Las Flores 4 4 4 4 4
AD River Park Maintenance 483 405 275 281 275
AD Silverado Creek 32 32 32 32 32
AD Sunrise Meadows 2 2 3 3 3
AD Tierra Grove 5 5 5 5 5
AD Trancas 2 2 2 2 2
AD Vineyard Vista 2 2 2 2 2
AD Walnut Grove 1 1 1 1 1
AD Woodside 2 2 2 2 2
Storm Drain Fees 11 1 — 2 —
Tourism Improvement District 704 461 642 971 1,071 Business Dist Downtown 138 94 122 192 125
Business Dist Oxbow 38 19 34 25 35
Prop & Business Impr District 433 496 478 650 488
Special Revenue Total 19,552 23,676 24,751 20,177 22,060 Capital Project Fund
City Capital Projects 21,064 15,343 50,540 4,764 37,547 Capital Project Total 21,064 15,343 50,540 4,764 37,547 Proprietary Enterprise Funds
Materials Diverson-Operating 34,669 39,300 41,556 43,432 43,786 Materials Diversion-CIP — — — — —
Materials Diversion-NR — — — 175 503
Water Utility-Operating 42,404 38,941 36,357 33,733 35,798 Water Utility-CIP 2,108 1,346 6,957 1,400 6,280
Water Utility-NR 5,483 5,189 6,659 1,865 2,385
Enterprise Total 84,665 84,776 91,530 80,605 88,753 Proprietary Internal Service
Funds
Fleet 5,026 4,812 4,421 4,673 4,870
Fleet Fire Apparatus 456 427 425 445 641
Information Technology 2,743 1,130 1,694 402 444
General Liability 4,967 4,387 4,989 5,059 6,134
Workers Compensation 3,291 3,119 4,366 4,366 4,754 Unemployment 115 110 119 119 133
Postemployment Benefits 2,892 3,008 1,182 1,182 1,244 Equipment Replacement 167 149 157 157 157
Internal Service Total 19,656 17,141 17,353 16,404 18,377 2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
All Funds
Revenues by Fund
Proposed FY 22/23 Budget
39 ATTACHMENT 1

All City of Napa Funds Total 249,497 232,857 297,796 238,420 295,999 Housing Authority
of the City of Napa Funds
Laurel Manor 526 413 433 459 442
Seminary Street 252 240 248 248 257
Section 8 13,705 15,049 15,517 14,964 16,445
20% Low/Mod Income 174 124 13 125 26
Local Housing 486 444 509 359 504
Continuum of Care Program 108 114 135 113 157
Housing 5% RDA Supplemental 4 — 3 1 2
All Authority Funds Total 15,255 16,384 16,857 16,270 17,832 All Funds Summary 264,753 249,242 314,653 254,690 313,831 2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
All Funds
Revenues by Fund
Proposed FY 22/23 Budget
40 ATTACHMENT 1

General Fund
General 96,645 92,548 104,077 100,999 110,821
General Non-Recurring 9,039 5,498 9,106 4,231 1,907 American Rescue Plan Act — — 600 600 14,516
General Fund Total 105,684 98,046 113,783 105,829 127,244 Special Revenue Funds
Gas Tax 1,947 554 1,056 1,056 3,639
RMRA 24 2,075 2,802 2,802 1,952
Red Light Camera 1 1 141 102 38
Measure T Road Maint 5,058 3,727 14,375 13,739 10,154 Golf Course 21 23 27 27 27
Enhanced Infra Financing District — — — — 1
DIF Big Ranch 2 21 2,473 2,473 1
DIF Fire/Paramedic 56 56 145 56 58
DIF Affordable Housing 3,413 254 5,545 331 349
DIF Las Flores Rec Center — — — — —
DIF Linda Vista 2 25 2,065 2,065 2
DIF Lone Oak Drainage — — 1 1 1
DIF N Jefferson Parks — — 2 — —
DIF N Jefferson Traffic 27 7 1,601 1,601 503
DIF Orchard Parks — — 48 — —
DIF Orchard Traffic — — 1 1 1
DIF Park Acq & Dev 208 64 33 38 14
DIF Parking 2 2 2 2 2
DIF Redwood Rd — 14 1 1 1
DIF Street Improvement 2,436 — 504 504 1
DIF Underground Utility 67 140 3,649 3,649 4
Fair Share Contrib/Mitigat 1 1 1 1 1
Public Art 2 17 662 36 777
Property Development Tax — — 1 1 1
Public Infrastructure In Lieu — — 1 1 1
Parking 1,529 607 1,257 974 794
Alston Park Trust — — 63 19 20
Youth Services Diversion Prog — 3 5 4 5
Fire Education Programs 1 — 4 4 —
Measure F 1% TOT Aff Hsg 21 39 1,806 42 57
CDBG 611 1,236 4,945 1,313 743
HOME Program 607 1,571 1,130 818 74
CalHome Program 45 272 2,355 37 51
SA Lo/Mod Set Aside 37 19 21 21 —
Perm Local Housing Allocation — — 637 43 704
Damage Reimbursement 42 60 205 105 101
AD Altavina Maint Dist 5 9 10 5 11
AD Chaudhary Estates 1 2 2 3 2
AD Dry Creek Village 4 2 1 1 1
AD Fox Ridge 6 9 11 4 12
AD Glencar Estates 2 3 2 1 3
2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
All Funds
Expenditures by Fund
Proposed FY 22/23 Budget
41 ATTACHMENT 1

AD Hill View Park 1 2 3 1 3
AD Hyde Park I 3 4 3 3 3
AD Lake Park 16 13 16 1,057 19
AD Linda Vista 1 1 1 1 1,301
AD Mills 2 2 2 1 2
AD Napa Valley Corp Park 5 4 11 5 11
AD Oak Ridge 3 6 8 1 8
AD Orchard Estates 4 2 3 2 3
AD Oxford Garden 2 1 1 1 1
AD Rancho Las Flores 7 8 8 3 9
AD River Park Maintenance 1 52 133 133 508
AD Silverado Creek 24 29 21 4 22
AD Sunrise Meadows 3 5 2 3 2
AD Tierra Grove 2 1 1 1 251
AD Trancas 2 3 3 2 3
AD Vineyard Vista 10 2 3 — 2
AD Walnut Grove — — — — —
AD Woodside 4 3 2 1 3
Storm Drain Fees 4 6 199 199 1
Tourism Improvement District 496 606 924 595 1,155 Business Dist Downtown 138 94 122 192 125
Business Dist Oxbow 37 19 34 25 35
Prop & Business Impr District 434 499 478 650 487
Special Revenue Total 17,376 12,175 49,562 34,756 24,049 Capital Project Fund
City Capital Projects 24,594 15,348 60,206 4,219 38,059 Capital Project Total 24,594 15,348 60,206 4,219 38,059 Proprietary Enterprise Funds
Materials Diverson-Operating 34,854 32,540 41,311 38,371 43,685 Materials Diversion-CIP 731 706 386 150 485
Materials Diversion-NR 269 108 1,003 505 503
Water Utility-Operating 34,081 31,695 39,243 34,484 38,446 Water Utility-CIP 32 3 20,534 960 9,816
Water Utility-NR 3,985 4,501 11,409 3,540 2,441
Enterprise Total 73,952 69,554 113,885 78,010 95,376 Proprietary Internal Service
Funds
Fleet 3,854 3,820 4,701 2,670 5,674
Fleet Fire Apparatus 96 96 2,492 2,427 392
Information Technology 456 2,133 4,671 1 295
General Liability 4,857 3,560 5,384 3,226 6,758
Workers Compensation 3,586 3,549 3,916 2,926 4,761 Unemployment 9 165 100 50 100
Postemployment Benefits 1,614 (491) 1,262 1,288 2,000 Equipment Replacement 88 50 1 1 51
Internal Service Total 14,560 12,882 22,528 12,589 20,031 2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
All Funds
Expenditures by Fund
Proposed FY 22/23 Budget
42 ATTACHMENT 1

All City of Napa Funds Total 236,166 208,005 359,964 235,404 304,759 Housing Authority
of the City of Napa Funds
Laurel Manor 344 417 460 407 425
Seminary Street 235 223 254 230 257
Section 8 13,744 14,520 15,889 14,740 16,429
20% Low/Mod Income 136 100 191 164 198
Local Housing 357 460 575 483 634
Continuum of Care Program 108 114 135 114 157
Housing 5% RDA Supplemental — — 1 — 1
All Authority Funds Total 14,925 15,833 17,505 16,137 18,100 All Funds Summary 251,091 223,839 377,469 251,541 322,859 2019/20 Actual 2020/21 Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
(In Thousands)
The Actual amounts for Proprietary Enterprise Funds and Proprietary Internal Service Funds include year-end capital journal entries, including the posting of depreciation expense and the reduction to capital expenditures (expenditures are reduced and balance sheet assets are increased).

All Funds
Expenditures by Fund
Proposed FY 22/23 Budget
43 ATTACHMENT 1

General Fund
General General Services 6,162 111,584 110,821 6,925 General Non-Recurring General Services 6,401 2,721 1,907 7,215 American Rescue Plan Act General Services — 14,516 14,516 — General Fund Total 98,046 113,783 105,829 127,244
Special Revenue Funds
Gas Tax Public Works 2,104 2,235 3,639 700
RMRA Public Works 697 1,818 1,952 563
Red Light Camera Police 815 11 38 787
Measure T Road Maint Public Works 3,253 8,001 10,154 1,101 Golf Course Parks and Recreation (1,584) 41 27 (1,570) Enhanced Infra Financing District Community Development — 190 1 189 DIF Big Ranch Public Works (610) 20 1 (592)
DIF Fire/Paramedic Fire (3,449) 203 58 (3,304)
DIF Affordable Housing Community Development 8,678 993 349 9,322 DIF Las Flores Rec Center Parks and Recreation 4 — — 4 DIF Linda Vista Public Works (567) 12 2 (557)
DIF Lone Oak Drainage Public Works 2 — 1 2
DIF N Jefferson Parks Parks and Recreation 2 — — 2
DIF N Jefferson Traffic Public Works 1,461 25 503 983 DIF Orchard Parks Parks and Recreation 52 1 — 52
DIF Orchard Traffic Public Works 48 1 1 48
DIF Park Acq & Dev Parks and Recreation 9,748 585 14 10,319 DIF Parking Community Development 2,878 30 2 2,906
DIF Redwood Rd Public Works 266 2 1 268
DIF Street Improvement Public Works 437 536 1 972
DIF Underground Utility Public Works 1,573 235 4 1,804 Fair Share Contrib/Mitigat Public Works 85 35 1 119 Public Art Parks and Recreation 1,966 110 777 1,299 Property Development Tax Public Works 290 23 1 313
Public Infrastructure In Lieu Public Works 232 1 1 232 Parking Community Development 3,932 743 794 3,881
Alston Park Trust Parks and Recreation 90 23 20 93
Youth Services Diversion Prog Police 44 1 5 39
Fire Education Programs Fire — — — —
Measure F 1% TOT Aff Hsg Community Development 5,767 2,283 57 7,993 CDBG Community Development (1,841) 867 743 (1,716)
HOME Program Community Development 1,279 565 74 1,770 CalHome Program Community Development 348 176 51 472 SA Lo/Mod Set Aside 19 — — 19
Perm Local Housing Allocation Community Development 45 421 704 (239) Damage Reimbursement City Manager 190 103 101 192
AD Altavina Maint Dist Parks and Recreation (4) 11 11 (3) AD Chaudhary Estates Parks and Recreation 2 2 2 2
AD Dry Creek Village Parks and Recreation (6) 3 1 (4) Department
21/22
Projected
Available
Fund Balance
22/23
Proposed
Revenues
22/23
Proposed
Expenditures
22/23
Projected
Ending
Available
Fund Balance
(In Thousands)
All Funds
Budget Summary
Proposed FY 22/23 Budget
44 ATTACHMENT 1

AD Fox Ridge Parks and Recreation (9) 3 12 (18)
AD Glencar Estates Parks and Recreation (1) 3 3 (1) AD Hill View Park Parks and Recreation (1) 2 3 (3)
AD Hyde Park I Parks and Recreation (2) 3 3 (2)
AD Lake Park Public Works 1,637 123 19 1,741
AD Linda Vista Parks and Recreation 1,018 11 1,301 (272) AD Mills Parks and Recreation 1 2 2 1
AD Napa Valley Corp Park Parks and Recreation 37 11 11 37 AD Oak Ridge Parks and Recreation — 4 8 (5)
AD Orchard Estates Parks and Recreation (3) 3 3 (2) AD Oxford Garden Parks and Recreation (1) 1 1 (1)
AD Rancho Las Flores Parks and Recreation (13) 4 9 (18) AD River Park Maintenance Public Works 2,792 275 508 2,558 AD Silverado Creek Parks and Recreation 18 32 22 29 AD Sunrise Meadows Parks and Recreation (4) 3 2 (4) AD Tierra Grove Parks and Recreation 4 5 251 (242)
AD Trancas Parks and Recreation (1) 2 3 (2)
AD Vineyard Vista Parks and Recreation (6) 2 2 (7)
AD Walnut Grove Parks and Recreation 2 1 — 2
AD Woodside Parks and Recreation (2) 2 3 (3)
Storm Drain Fees Public Works 70 — 1 69
Tourism Improvement District Community Development 564 1,071 1,155 480 Business Dist Downtown Community Development (3) 125 125 (3) Business Dist Oxbow Community Development 6 35 35 6 Prop & Business Impr District Community Development (6) 488 487 (5) Special Revenue Total 44,344 22,502 24,049 42,797
Capital Project Fund
City Capital Projects Public Works 20,985 37,547 38,059 20,472 Capital Project Total 20,985 37,547 38,059 20,472
Proprietary Enterprise Funds
Materials Diverson-Operating Utilities 8,242 43,786 43,685 8,343 Materials Diversion-CIP Utilities 485 — 485 —
Materials Diversion-NR Utilities 500 503 503 500
Water Utility-Operating Utilities 21,898 35,798 38,446 19,251 Water Utility-CIP Utilities 8,143 6,280 9,816 4,607 Water Utility-NR Utilities 3,573 2,385 2,441 3,517
Enterprise Total 42,842 88,753 95,376 36,218
Proprietary Internal Service
Funds
Fleet Public Works 2,652 4,870 5,674 1,848
Fleet Fire Apparatus Public Works 467 641 392 716
Information Technology Finance 3,732 444 295 3,882
General Liability City Manager 2,296 6,134 6,758 1,671 Workers Compensation City Manager 2,088 4,754 4,761 2,081 Department
21/22
Projected
Available
Fund Balance
22/23
Proposed
Revenues
22/23
Proposed
Expenditures
22/23
Projected
Ending
Available
Fund Balance
(In Thousands)
All Funds
Budget Summary
Proposed FY 22/23 Budget
45 ATTACHMENT 1

Unemployment Human Resources 169 133 100 202
Postemployment Benefits Finance 5,769 1,244 2,000 5,013 Equipment Replacement Finance 749 157 51 855
Internal Service Total 17,923 18,377 20,031 16,269
All City of Napa Funds Total 138,656 295,999 304,759 129,896 Housing Authority
of the City of Napa Funds
Laurel Manor Community Development 2,017 442 425 2,034 Seminary Street Community Development 856 257 257 856 Section 8 Community Development 1,741 16,445 16,429 1,757 20% Low/Mod Income Community Development 1,472 26 198 1,300 Local Housing Community Development 379 504 634 249 Continuum of Care Program Community Development — 157 157 — Housing 5% RDA Supplemental Community Development 105 2 1 106 All Authority Funds Total 6,571 17,832 18,100 6,303 All Funds Summary 145,227 313,831 322,859 136,198
Department
21/22
Projected
Available
Fund Balance
22/23
Proposed
Revenues
22/23
Proposed
Expenditures
22/23
Projected
Ending
Available
Fund Balance
(In Thousands)
All Funds
Budget Summary
Proposed FY 22/23 Budget
46 ATTACHMENT 1

Under State law, the City has a legal debt limitation not to exceed 15% of the total assessed valuation of taxable property within the City boundaries. In accordance with California Government Code Section 43605, only the City’s general obligation bonds are subject to the legal debt limit. With no outstanding debt subject to the legal debt limit and a legal debt limit of $2,166,409,145, the City is not at risk of exceeding its legal debt limit.

Computation of Legal Debt Margin as of June 30, 2022. Assessed Valuation from Napa County Assessor 2021-2022 Secured and Unsecured Tax Rolls Assessed Valuation (Net) 14,442,727,636
Debt Limit: 15% of assessed value 2,166,409,145
Less: Outstanding Debt
(Subject to Legal Debt Limitation) —
Legal Debt Margin 2,166,409,145
Assessed Valuation Source: Napa County Assessor 2020-2021 Secured and Unsecured Tax Rolls
The following table summarizes the City’s long-term debt:

Type of Debt / Issue
Original
Issue
(in $000's)
Payment
Totals Due Date
FY 2022/23
Payment
(in $000's)
Governmental Activity Other Debt
California Energy Commission Loan 1,443 6/22/2027
Principal 1,443 123
Interest 99 6
TOTAL Governmental Activity Other Debt 129
Business-type Activity Debt - Revenue Bonds
2016 Water Revenue Bonds, AA- 43,505 5/1/2035
Principal 43,505 2,160
Interest 17,191 1,165
2016 Solid Waste Revenue Bonds, AA 12,500 8/1/2036
Principal 12,500 570
Interest 4,259 291
TOTAL Business-type Activity Revenue Bonds 4,186
Other Notes Payable
Housing Fund Note Payable - Seminary Street 808 7/30/2027 Principal 808 70
Interest 325 23
Housing Fund Note Payable - Laurel Manor 700 1/1/2034
Principal 700 34
Interest 153 9
TOTAL Business-type Activity Other Notes Payable 136
TOTAL Debt Issued 58,956
All Funds
Debt Summary
Proposed FY 22/23 Budget
47 ATTACHMENT 1

General Fund
Fiscal Year
2022/23
Proposed FY 22/23 Budget
48 ATTACHMENT 1

General Fund Revenues and Year-to-Year Comparison

$111.6 million in total revenues projected for FY 2022/23 General Fund Revenues for FY 2022/23 are projected to be $111.6 million (including one-time revenues), representing a 7% increase compared to FY 2021/22 budgeted revenues of $104.7 million. The City is expected to continue to recover in FY 2022/23 from the economic downturn caused by the COVID-19 pandemic, with significant increases projected to Sales Tax and Transient Occupancy Tax.

Within Napa County, property values continue to increase. Housing prices are anticipated to rise by 17% from February 2022 to February 2023, and assessed property values continue to rise. Base revenue from property tax is projected to increase by 4% in FY 2022/23 based on market activity and FY 2020/21 actual revenue coming in higher than originally budgeted. The increase shown for FY 2022/23 in the following tables includes $3.0 million of Excess ERAF reimbursement expected from the County. This funding is typically used in the Non-Recurring General Fund to cover large dollar projects, but with expenditure growth outpacing revenue growth, it is needed to balance the General Fund. In FY 2021/22, $3.5 million of Excess ERAF was budgeted and received in the General Fund.

While the COVID-19 pandemic reduced the City’s sales tax revenue, growth rebounded in FY 2021/22 as visitors returned to Napa. Continued growth is anticipated moving forward with an increase of 5% in FY 2022/23 as compared to the FY 2021/22 adjusted budget forecasted.

The City of Napa is highly dependent on tourism to generate revenue to the General Fund.

Steep declines were experienced in the first year of the pandemic, but TOT rebounded over the last year to return to FY 2018/19 levels. The FY 2022/23 budget increases by 16% over the FY 2021/22 budget, with the increase due to higher rooms rates, rising tourism levels, and anticipated new hotel development.

Non-Operating Revenues for FY 2022/23 include $3.0 million of Excess ERAF, budgeted in the General Fund in order to balance the fund.

General Fund
Revenue Comparison
Proposed FY 22/23 Budget
49 ATTACHMENT 1

$ (Thousands)
13/14 Actual14/15 Actual15/16 Actual16/17 Actual17/18 Actual18/19 Actual2019/20 Actual2020/21 Actual2021/22 Adjusted2022/23 Proposed 0 20,000
40,000
60,000
80,000
100,000
120,000
Revenue Category
13/14
Actual
14/15
Actual
15/16
Actual
16/17
Actual
17/18
Actual
18/19
Actual
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2022/23
Proposed
Property Tax 24,033 26,190 27,832 29,107 32,133 34,974 36,347 41,822 42,157 43,987 Sales Tax 15,150 15,760 16,132 17,159 17,941 19,387 16,956 18,812 20,217 21,296 Transient Occupancy
Tax 15,170 15,550 18,256 19,469 20,085 22,657 16,750 11,717 24,116 28,026 Other Taxes,
Business Licenses 5,178 5,030 5,791 5,984 6,406 6,435 6,318 5,953 5,797 6,192 Licenses & Permits 1,328 1,350 2,455 2,531 2,594 2,330 2,624 2,492 1,997 2,291 Interest & Rents 5,088 4,776 5,390 5,714 6,205 5,936 8,297 4,855 5,302 5,664 Intergovernmental 927 814 1,247 757 1,196 654 388 2,131 1,604 547 Charges for Service 319 369 864 370 162 2,248 1,898 70 506 461 Transfers/Other 4,432 3,356 3,675 3,514 7,312 3,922 7,944 4,668 3,011 3,120 Total Revenues 71,624 73,194 81,641 84,604 94,034 98,543 97,521 92,521 104,708 111,584 General Fund
Revenue History
Proposed FY 22/23 Budget
50 ATTACHMENT 1

General Fund
Revenue by Category
$ (Thousands)
2020/21 Actual 2021/22 Adjusted 2022/23 Proposed
Property TaxSales Tax
Transient Occupancy Tax
Other Taxes
Licenses & PermitsInterest & RentsIntergovernmentalCharges for Service Transfers/Other
0 10,000
20,000
30,000
40,000
Category
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed Dollar Change % Change
Property Tax 41,822 42,157 42,567 43,987 1,830 4%
Sales Tax 18,812 20,217 20,217 21,296 1,079 5%
Transient Occupancy Tax 11,717 24,116 24,116 28,026 3,910 16% Other Taxes 5,953 5,797 5,846 6,192 395 7%
Licenses & Permits 2,492 1,997 2,568 2,291 294 15%
Interest & Rents 4,855 5,302 6,199 5,664 362 7%
Intergovernmental 2,131 1,604 1,731 547 (1,057) (66)%
Charges for Service 70 506 328 461 (45) (9)%
Transfers/Other 4,668 3,011 3,011 3,120 109 4%
Total Revenues 92,521 104,708 106,583 111,584 6,876 7%
Proposed FY 22/23 Budget
51 ATTACHMENT 1

General Fund
Operating Revenue by Department
$ (Thousands)
2020/21 Actual 2021/22 Adjusted 2022/23 Proposed
Administration
Parks and Recreation Services
Community Development
Public Works
Police Fire
0 1,000
2,000
3,000
4,000
5,000
6,000
Departments
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Dollar
Change % Change
Administration 6 3 7 1 (2) (60)%
Parks and Recreation Services 622 747 890 890 143 19%
Community Development 2,584 2,039 2,532 2,378 339 17%
Public Works 783 868 1,385 867 (1) —%
Police 3,930 4,014 4,411 4,223 210 5%
Fire 5,852 5,317 5,456 4,597 (720) (14)%
Utilities — — — — — —%
Department Revenues 13,776 12,985 14,682 12,954 (31) —% *NOTE: General Government revenues are not included in the above chart as they are General Fund revenues not tied to a specific department. They are noted below for completeness.

General Government 78,744 91,722 91,901 98,630 6,907 8% Total Revenues $92,521 $104,708 $106,583 $111,584 6,876 7% Proposed FY 22/23 Budget
52 ATTACHMENT 1

General Fund Operating Expenditures and Year-to-Year Comparison $110.8 million in expenditures projected for FY 2022/23

The total General Fund Operating Budget of $110.8 million (including transfers to reserves) for FY 2022/23 represents a 6% increase in expenditures ($6.7 million) compared to FY 2021/22 budgeted expenditures.
• Salaries & Wages , which make up the largest single component of General Fund expenditures, are projected to increase as follows:
◦ 5% in FY 2022/23 due to anticipated cost of living adjustments, merit increases, and adding back positions. The size of the increase appears disproportionately small as the FY 2021/22 salaries & wages amount has been inflated by over $1 million in mutual aid reimbursements, which caused overtime budgets to increase by the same amount.
◦ The vacancy factor for this budget cycle has been increased to -$2.3 million to account for time to fill positions.
• The cost of Employee Benefits is projected to increase by 7% in FY 2022/23 due to anticipated increases in healthcare, pension and other benefit costs, as well as the increased number of full and part-time employees. The growth in pension costs has been mitigated by the budgeted use of $1.0 million from the City's Section 115 Trust to partially pay for the Sworn UAL payment, thereby reducing General Fund expenditures. • Expenditures for Services - External are projected to increase by 6% in FY 2022/23, due to increasing contract costs and other City needs.
• Debt Service expenditures are projected to decrease by $1,490 in FY 2022/23, due to budgeting more accurately.
• Expenditures for Services - Internal are projected to increase by 19% in FY 2022/23.

These increases are primarily driven by increases in the City's self-funded insurance costs and the increased cost of replacement Fleet vehicles. • Expenditures for Materials and Supplies are projected to decrease by -6% in FY 2022/23. Departments have shifted operating budget from this category to Services - External based on current needs.

• Capital Outlay expenditures are projected to increase by $3,500 in FY 2022/23. • Operating transfers are projected to decrease by 63,454 in FY 2022/23. The FY 2021/22 amended budget includes one-time transfers that will not be repeated in FY 2022/23, causing a decrease when you compare the two years.

General Fund
Operating Expenditure Comparison
Proposed FY 22/23 Budget
53 ATTACHMENT 1

$ (Thousands)
13/14 Actual14/15 Actual15/16 Actual16/17 Actual17/18 Actual18/19 Actual2019/20 Actual2020/21 Actual2021/22 Adjusted2022/23 Proposed 0 100,000
25,000
50,000
75,000
125,000
Expenditure
Categories
13/14
Actual
14/15
Actual
15/16
Actual
16/17
Actual
17/18
Actual
18/19
Actual
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2022/23
Proposed
Salaries & Wages $ 32,656 $ 33,781 $ 35,671 $ 38,436 $ 41,448 $ 43,372 $ 44,607 $ 42,685 $ 46,670 $ 49,220 Benefits 15,815 17,580 18,735 20,714 23,202 24,045 25,491 25,094 28,671 30,801 Services - External 6,774 7,036 8,482 9,366 10,411 10,496 11,765 10,831 13,893 14,795 Debt Service — — 21 128 128 128 128 128 130 129 Services - Internal 4,536 4,678 5,327 5,499 5,665 5,629 6,595 6,800 7,248 8,615 Materials & Supplies 2,575 2,336 2,649 2,501 2,717 2,791 1,658 1,274 2,523 2,378 Capital Outlay 142 3 112 80 68 117 120 109 47 51 Transfers Out 2,575 15,132 9,008 4,196 8,992 7,191 6,280 5,628 4,896 4,832 Total Expenditures $ 65,073 $ 80,546 $ 80,007 $ 80,921 $ 92,631 $ 93,770 $ 96,645 $ 92,548 $ 104,077 $ 110,821 General Fund
Operating Expenditure History
Proposed FY 22/23 Budget
54 ATTACHMENT 1

General Fund
Operating Expenditures by Category
$ (Thousands)
2020/21 Actual 2021/22 Adjusted 2022/23 Proposed
Salaries & Wages
Benefits
Services - External
Debt Service
Services - InternalMaterials & Supplies
Capital OutlayTransfers Out
0 10,000
20,000
30,000
40,000
50,000
Expenditure Category
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Dollar
Change % Change
Salaries & Wages 42,685 46,670 45,455 49,220 2,550 5% Benefits 25,094 28,671 28,074 30,801 2,130 7% Services - External 10,831 13,893 12,716 14,795 903 6%
Debt Service 128 130 130 129 (1) (1)%
Services - Internal 6,800 7,248 7,484 8,615 1,368 19%
Materials & Supplies 1,274 2,523 2,398 2,378 (145) (6)% Capital Outlay 109 47 94 51 4 7%
Transfers Out 5,628 4,896 4,648 4,832 (63) (1)%
Total Revenues 92,548 104,077 100,999 110,821 6,743 6%
Proposed FY 22/23 Budget
55 ATTACHMENT 1

General Fund
Operating Expenditures by Department
$ (Thousands)
2020/21 Actual 2021/22 Adjusted 2022/23 Proposed
City CouncilCity Clerk
City Manager
Finance
City Attorney
Human ResourcesGeneral Government
Parks and Recreation Services
Community Development
Public Works
Police Fire
0 5,000
10,000
15,000
20,000
25,000
30,000
35,000
Departments
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Dollar
Change % Change
City Council 293 347 314 330 (17) (5) %
City Clerk 929 1,132 1,118 1,253 121 11 %
City Manager 1,253 1,550 1,617 1,826 276 18 %
Finance 6,687 7,933 7,503 8,365 432 5 %
City Attorney 1,000 1,334 1,404 1,511 176 13 %
Human Resources 1,173 1,712 1,727 2,199 487 28 %
General Government 8,438 9,382 8,508 9,150 (231) (2) % Parks and Recreation
Services 6,257 7,865 7,743 9,120 1,255 16 %
Community Development 4,683 5,805 4,840 5,396 (409) (7) % Public Works 11,337 11,594 10,937 14,007 2,414 21 % Police 28,885 31,815 31,922 34,335 2,520 8 %
Fire 21,612 23,608 23,366 23,328 (280) (1) %
Department Revenues 92,548 104,077 100,999 110,821 6,743 6 % Proposed FY 22/23 Budget
56 ATTACHMENT 1

$ (Thousands)
13/14 Actual14/15 Actual15/16 Actual16/17 Actual17/18 Actual18/19 Actual2019/20 Actual2020/21 Actual2021/22 Adjusted2022/23 Proposed 0 10,000
-2,500
2,500
5,000
7,500
12,500
13/14
Actual
14/15
Actual
15/16
Actual
16/17
Actual
17/18
Actual
18/19
Actual
2019/2
0 Actual
2020/2
1 Actual
2021/22
Adjusted
2022/23
Proposed
To CIP Reserve 550 4,023 6,991 4,818 5,194 5,648 2,897 3,037 3,037 3,276 To Emergency Reserve 437 2,012 873 — 1,212 550 2,342 — — — To Operating Reserve 109 1,619 312 — 410 219 — — 302 329 To Contingency Reserve 500 307 (13) 95 124 — — 308 66 Surplus/(Deficit) 5,454 (505) 142 1,774 1,606 3,881 2,076 1,174 630 763 Operating position refers to the City’s ability to match General Fund annual revenues to annual expenditures. If revenues exceed expenditures the City will have an operating surplus.

The opposite is true if revenues fall below expenditures, then the result is an operating deficit.

General Fund
Operating Position
Proposed FY 22/23 Budget
57 ATTACHMENT 1

$ (Thousands)
2020/21 Actual 2021/22 Adjusted 2022/23 Proposed
0 5,000
10,000
15,000
20,000
25,000
30,000
2020/21 Actual
2021/22
Adjusted
2022/23
Proposed
Unassigned Fund Balance 183 630 763
Emergency Reserve 15,396 15,396 15,396
Operating Reserve 4,662 4,964 5,293
Contingency Reserve 932 993 1,059
Legally Restricted 3,528 3,159 3,159

The judicious set aside and use of reserve funds is vitally important for consistency in providing local government services. It is anticipated that the fiscal policy funding levels for the operating, emergency and contingency reserves will continue to be funded in this budget cycle.

General Fund
Fund Balance / Use of Reserves
Proposed FY 22/23 Budget
58 ATTACHMENT 1

General Fund: Operations
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Operating Revenues
Property Tax 35,346,753 37,551,526 38,657,000 39,066,600 40,986,800 Sales Tax 16,955,821 18,811,806 20,217,000 20,217,000 21,296,000 Transient Occup Tax 16,749,924 11,717,480 24,116,000 24,116,000 28,026,000 Business License Tax 3,821,253 3,244,805 3,427,000 3,485,080 3,731,200 Other Taxes 2,497,101 2,708,329 2,370,000 2,361,000 2,461,000 Licenses and Permits 2,624,306 2,492,367 1,997,000 2,567,600 2,291,000 Charges for Services 5,954,351 4,854,699 5,302,465 6,199,169 5,664,200 Intergovernmental 387,744 2,130,563 1,603,931 1,731,330 546,500 Investment Earnings 1,605,500 (139,512) 220,000 20,000 220,000 Financing Revenues 56,305 55,622 145,000 55,000 57,000 Misc Revenues 235,922 154,209 141,000 253,320 184,000 Transfers In 3,343,700 3,436,400 3,011,200 3,011,200 3,120,200 Operating Revenues 89,578,680 87,018,295 101,207,596 103,083,299 108,583,900 Non-Operating Revenues
Excess ERAF 1,000,000 2,800,000 3,500,000 3,500,000 3,000,000 Transfers In From Other Funds 4,600,000 1,232,000 — — — Prior Year Correction — 1,470,228 — — —
PG&E Settlement 2,342,463 — — — —
Non-Operating Revenues 7,942,463 5,502,228 3,500,000 3,500,000 3,000,000 Total Revenues 97,521,143 92,520,523 104,707,596 106,583,299 111,583,900 Expenditures
Salaries & Wages 44,607,468 42,684,840 46,669,730 45,454,563 49,219,650 Benefits 25,491,170 25,094,277 28,670,970 28,073,764 30,800,800 Services - External 11,765,177 10,830,590 13,892,503 12,715,650 14,795,150 Debt Service 128,499 128,499 130,000 130,000 128,510 Services - Internal 6,595,328 6,799,559 7,247,900 7,484,440 8,615,470 Materials & Supplies 1,657,663 1,274,184 2,523,178 2,398,415 2,378,150 Capital Outlay 119,912 108,566 47,000 93,700 50,500 Operating Transfers Out 2,182,714 1,388,914 1,217,714 1,611,354 1,162,000 Transfer to CIP Facilities Reserve [1] 1,864,828 2,049,432 1,924,460 1,924,460 2,117,200 Transfer to CIP General Reserve [1] 932,414 887,432 962,240 962,240 1,058,600 Additional Transfers to CIP Reserves [1] 100,000 100,000 150,000 150,000 100,000 Budgeted Transfers to General Fund Reserves [2] — — 641,440 610,100 394,600 Operating Expenditures 95,445,174 91,346,293 104,077,135 101,608,686 110,820,630 Year-End Transfers and Contributions to Reserves
Transfers to Other Funds 1,200,000 1,202,038 —
Transfers to CIP Reserves — — —
Contributions to General Fund Reserves 2,342,463 — — Year-End Transfers and Contributions 3,542,463 1,202,038 — — — Net Surplus / (Deficit) (1,466,494) (27,807) 630,461 4,974,614 763,270 [1] Transfer to CIP Facilities Reserve and Transfer to CIP General Reserve show the Fiscal Policy transfer amount. Additional Transfers to CIP Reserves includes the annual transfer for the General Plan and Council approved transfers during the fiscal year. [2] Prior to FY 2021/22, contributions to General Fund Reserves were unbudgeted, and paid from year-end surplus.

General Fund
Operating Budget Overview
Proposed FY 22/23 Budget
59 ATTACHMENT 1

General Fund: Non-Recurring
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Revenues
Property Tax 1,715,610 1,310,581 600,000 397,515 1,500,000 Sales Tax — — — 34,374 —
Licenses and Permits 165,076 125,328 400,000 200,000 400,000 Charges for Services 600,200 332,631 600,000 2,512,482 601,000 Intergovernmental (1,914,234) 2,466,713 2,756,594 1,234,333 115,000 Investment Earnings 396,096 (1,681) 105,000 105,000 105,000 Financing Revenues — — — 5,880 —
Misc Revenues 194,000 127,087 46,500 38,000 — Transfers In 1,758,714 1,207,714 67,714 67,110 — Non-Recurring Revenues 2,915,464 5,568,374 4,575,808 4,594,694 2,721,000 Expenditures
Salaries & Wages 373,115 175,903 351,315 403,483 65,850 Benefits 160,474 82,472 34,050 132,570 19,050 Services - External 1,866,236 3,127,767 5,410,926 1,992,195 1,497,000 Services - Internal — 1,080 7,731 16,850 7,130
Materials & Supplies 344,460 710,110 343,291 90,210 197,910 Capital Outlay 507,016 75,000 1,340,536 274,960 — Transfers Out 5,787,856 1,325,772 1,617,925 1,320,310 120,500 Non-Recurring Expenditures 9,039,157 5,498,104 9,105,774 4,230,578 1,907,440 Net Surplus / (Deficit) (6,123,693) 70,270 (4,529,966) 364,116 813,560 Non-Recurring or “One-Time” Revenues and Expenditures are those that are not ongoing from year to year.

Examples of one-time revenues are Grants or other one-time reimbursements.

Examples of one-time expenditures are Projects, Studies or Grant related expenditures.

In accordance with City Council approved fiscal policies, non-recurring revenues will be used for non-recurring expenditures only (including capital and reserves).

General Fund
Non-Recurring Budget Overview
Proposed FY 22/23 Budget
60 ATTACHMENT 1

General Fund: ARPA
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
Revenues
Intergovernmental — — 600,000 600,000 14,516,240 Non-Recurring Revenues — — 600,000 600,000 14,516,240 Expenditures
Salaries & Wages — — — — 379,620
Benefits — — — — 39,910
Services - External — — 100,000 100,000 5,366,710
Transfers Out — — 500,000 500,000 8,730,000
Non-Recurring Expenditures — — 600,000 600,000 14,516,240 Net Surplus / (Deficit) — — — — —
American Rescue Plan Act or ARPA Revenues are Federal dollars awarded to the City of Napa. These revenues and the related projects are tracked in this separate fund for ease of reporting.

General Fund
American Rescue Plan Act Budget Overview
Proposed FY 22/23 Budget
61 ATTACHMENT 1

Economic Assumptions
An essential element to any budget exercise is the development of economic assumptions.

These assumptions are used to forecast changes to baseline revenue and expenditure levels in order to develop the parameters for decision-making. The following assumptions were developed by evaluating input from many sources including internal input from the City’s economic development and planning staff, researching forecasts developed by academic institutions in the area, and soliciting input from consulting experts that monitor labor and benefit cost trends and private sector investment activities. In all cases the goal is to develop conservative, yet realistic assumptions.

Budget Item
FY 2022/23
Increase /
(Decrease) Comments
Property Tax
4%
Baseline increase of 7% in FY 2021/22 based on current estimates by the County Assessors office. Additional increases from moving additional $2.3 million of Excess ERAF reimbursement from non-recurring general fund to operating general fund.

Sales Tax
5% Increases based on consultant recommendations. Anticipating actual revenue for FY 2020/21 to be higher than budgeted, with FY 2021/22 about 5% higher than FY 2020/21 projections.

Transient Occupancy Tax
16%
Anticipating TOT to rebound as the pandemic recedes and vaccination numbers increase. Currently estimating full revenue recovery in FY 2023/24. Includes additional revenue based on planned development and new rooms becoming available.

Salaries & Wages 5.5%
Budget included 3% COLA for all bargaining groups, as well as anticipated merit increases. Additionally, no positions were frozen in the FY 2022/23 proposed budget, which further increased costs as compared to FY 2021/22.

Healthcare & Dental
Benefits 6.5%
Assumption of annual increase of 4% for both health and dental insurance costs. Actual budget increased by 6.0% due to bringing back frozen positions.

Pension Benefits 6.0%
CalPERS UAL payments increased, as well as CalPERS Normal Cost calculated amounts based on budgeted positions.

Other benefits 11.1%
Increases in other benefits, largely due to higher rates for City self-funded insurances as well as a higher number of budgeted positions.

Vacancy Factor/Savings 12.6%
In FY 2021/22, a 3.5% vacancy factor was applied to salaries & benefits across funds. The City continues to have a high number of vacant positions across all departments and bargaining groups. For the FY 2022/23 proposed budget, vacancy savings was only calculated for the General Fund. The $2.3 million of savings calculated assumes that all vacant positions will be filled by July 2023, and the entire amount was booked in General Services.

Economic Assumptions
Fiscal Year 2022/23
Proposed FY 22/23 Budget
62 ATTACHMENT 1

Staffing Plan
Staffing is measured in full-time equivalent (FTE) positions. An overall increase of four full-time FTE is included in FY 2022/23. The updated staffing plan includes three new limited-term positions, and extends two positions that were set to expire.

The graph below provides a summary of full-time and limited-term positions from FY 2017/18 through FY 2022/23, and includes proposed positions from decision packages. Totals shown below are for both full-time and limited-term positions, and includes any budgetarily frozen positions.

General Fund Positions Housing Authority Positions
Enterprise Fund Positions
2017/18
Amended
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Adopted
0 200
400
600
2018/19
Amended
2019/20
Amended
2020/21
Amended
2021/22
Amended
2022/23
Proposed
General Fund Positions 408 418 417 418 421
Housing Authority Positions 12 13 14 15 15
Enterprise Fund Positions 73 75 75 73 74
Total FTE 493 506 506 506 510
General Fund positions may be partially or fully allocated to other funds, such as Special Revenue Funds or Internal Services Funds, or to capital projects. Housing Authority positions are positions assigned by contract from the City to the Housing Authority.

Staffing Summary
Changes to FTE
Proposed FY 22/23 Budget
63 ATTACHMENT 1

Position Deletions/Additions
There are a series of existing positions within the city that are being deleted in order to add new positions which better reflect the job skills and responsibilities needed to address ongoing departmental needs. The following table provides a listing of position deletions/additions included in the proposed budget. There is no net increase from these actions.

FY 2022/23 Position Deletions/Additions
# of
FTE Department Current Position to be Deleted New Position to be Added 1 CITY MANAGER Assistant to the City Manager Deputy City Manager 1 FINANCE
Office Assistant I/II Administrative Assistant
1 Purchasing Manager Management Analyst I/II
1 COMMUNITY DEVELOPMENT Deputy Chief Building Official Senior Permit Technician 1 PUBLIC WORKS
Street Maintenance Worker III Street Maintenance Worker I/II 1 Engineering Aide / Senior
Engineering Aide Electrical Supervisor
1 Property Manager Management Analyst I/II
7 Planned Deletions/Additions
Changes to Staffing Levels
There are a number of staffing adjustments in the FY 2022/23 proposed budget, adding 4 standard FTE as well as 3 Limited-Term FTE.

FY 2022/23 New Positions
# of
FTE Department Position
1 CITY MANAGER Management Analyst I/II
1 CITY CLERK Management Analyst I/II
1 CITY ATTORNEY Legal Secretary
1 COMMUNITY DEVELOPMENT Community Service Officer I/II (Limited Term) 1 COMMUNITY DEVELOPMENT Housing Specialist (Limited Term) 1 PUBLIC WORKS System Administrator (Limited Term)
1 UTILITIES Waste Prevention Specialist
7 New FTE
Staffing Summary
Changes to FTE
Proposed FY 22/23 Budget
64 ATTACHMENT 1

Budget by Department and
Division
Fiscal Year
2022/23
Proposed FY 22/23 Budget
65 ATTACHMENT 1

Administrative Support
Program
Fiscal Year
2022/23
Proposed FY 22/23 Budget
66 ATTACHMENT 1

Program Overview:

The Administrative Support Program is made up of the following Departments:
• City Council
• City Manager
• City Clerk
• City Attorney
• Human Resources
• Finance
Administrative Support is provided to all Departments and Programs to support the carrying out of policy directives of the City Council and delivering excellent public services to the City of Napa. Due to the nature of the Administrative Support function, specific departmental information (including major accomplishments, key initiatives, program metrics, revenue and expenditure detail, and major changes) will be included on the departmental summary sheets.

Each Administrative Support department summary includes the following:
• Departmental Mission Statement
• Organizational Chart
• Four-Year Staffing Trend
• Departmental Overview (Description of services provided) • Major Accomplishments in Fiscal Year 2021/22
• Key Initiatives for Fiscal Year 2022/23
• Program Metrics
• Four-Year Revenue and Expenditure Detail
• Major Budget Changes
Administrative Support
Proposed FY 22/23 Budget
67 ATTACHMENT 1

City Council Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Mayor 1.00 1.00 1.00 1.00
Council Members 4.00 4.00 4.00 4.00
Total Elected Officials 5.00 5.00 5.00 5.00
Part-Time Salaries / Temp Help $0 $0 $0 $0
City Council
Proposed FY 22/23 Budget
68 ATTACHMENT 1

Department Overview:

The City Council is the five-member governing body of the City of Napa and consists of a Mayor, elected at-large, and four Council members, elected district-based, who serve staggered four-year terms. The City Council serves as the governing body for the Parking Authority of the City of Napa, and, along with two appointed tenant members, also serves as the governing body of the Housing Authority of the City of Napa. The City Council adopts the City budget, legislation and policies to ensure the health, safety and welfare of the residents and the efficient delivery of municipal services. The City Council establishes goals, objectives and performance measures for the City and appoints citizen/resident members to its various commissions, committees and boards. The City Council appoints the City Manager, the City Attorney, and the City Clerk.

Major Accomplishments in Fiscal Year 2021/22:
• Provided Leadership through COVID-19 Pandemic - undertook safety precautions to protect public and to protect the health of City employees, established policy to assist community members and local businesses.
• Established a spending plan for the use of American Rescue Plan Act (ARPA) funds that included supporting the City's ability to respond to emergencies, additional funding to address homelessness, capital improvements for stormwater system repairs and replacement, and funding to directly support community members and businesses. • Adopted the 2022 City of Napa Legislative and Regulatory Platform to identify priority legislative and regulatory areas for staff and Council to focus advocacy efforts. • Completed the Redistricting Process for the 2020 Federal Decennial Census and adopted boundary lines for District-Based Elections for Councilmembers. • Declared a Climate Emergency supporting climate protection actions.

Council Priorities for Fiscal Year 2022/23:
• Hiring/workforce stability
• Adopt and implement General Plan and Housing Element
• Economic Development and recovery
• Housing
• Climate Change
City Council
Proposed FY 22/23 Budget
69 ATTACHMENT 1

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax — — — — — — %
Sales Tax — — — — — — %
Transient Occupancy Tax — — — — — — %
Total Revenues $ — $ — $ — $ — $ — — %
Salaries & Wages 135,006 134,187 131,800 133,200 131,800 — % Benefits 127,770 119,661 139,800 124,290 132,650 (5) % Services - External 94,645 19,865 49,000 35,280 51,500 5 % Services - Internal 9,700 11,400 15,000 15,000 5,400 (64) % Materials and Supplies 7,882 8,098 11,000 5,840 8,500 (23) % Total Expenditures $ 375,003 $ 293,210 $ 346,600 $ 313,610 $ 329,850 (5) % Net Contribution / (Use) (375,003) (293,210) (346,600) (313,610) (329,850) (5) % Source of Funds
General Fund 375,003 293,210 346,600 313,610 329,850 (5) % Non-Recurring General Fund — — — — — — %
Source of Funds Total $ 375,003 $ 293,210 $ 346,600 $ 313,610 $ 329,850 (5) % Major Budget Changes in Fiscal Year 2022/23:
• None
City Council
Proposed FY 22/23 Budget
70 ATTACHMENT 1

Mission Statement:

We provide professional leadership, guidance and support to the community, City Council and staff resulting in the management and delivery of outstanding public services.

Full-Time Equivalent (FTE) Employees:

City Manager Actual Adj Budget Adopted
2019/20 2020/21 2021/22 2022/23
Full-Time 6.00 5.00 5.00 6.00
Limited-Term 2.00 — — —
Total FTE 8.00 5.00 5.00 6.00
Part-Time Salaries / Temp Help 23,708 25,161 35,000 35,000 City Manager Department
Proposed FY 22/23 Budget
71 ATTACHMENT 1

Department Overview:

The City Manager’s Department provides overall leadership and direction for carrying out the policy directives of the City Council and setting the standards for delivering excellent public services to the residents of Napa. It establishes the goals and objectives for operational performance of all City departments and functions including the City’s fiscal policies and establishment of the City’s annual budget. The Department also leads efforts to modernize the City’s organizational structure and develop work force strategies to meet current and future organizational challenges and opportunities. The Manager’s Department provides strategic guidance to the City Council on intergovernmental affairs that affect the region and carries out negotiations and essential communication on important matters affecting fiscal stability, public safety, and securing fundamental public resources such as water for the City.

Major Accomplishments in Fiscal Year 2021/22:
• Continued to serve as the Emergency Director and provided leadership to the City organization throughout the COVID-19 response.
• Worked with Departments managing the significant fiscal impacts to the City budget and provided City Council with recommendations to maintain a balanced budget. • Established a coordinated city-wide response to providing services to those experiencing homelessness and managing issues related to homelessness, including adoption of homeless encampment management procedures and completing various clean-up efforts, partnering to secure state funding for the Valley Lodge project, and preparation for transition to the new state Cal-Aim program. • Implemented Phase 1 (Human Capital Management) and Phase 2 (Utility Billing) of the new Enterprise Resource Planning (ERP) System and continued implementation work in preparation of a July 2022 launch of Phase 3 (Financials). • Completed refresh of the City’s website to include improved navigational tools and prioritized links based on documented uses and trained departmental content providers to improve the accuracy and timeliness of information and services available via the City’s website.

Key Initiatives in Fiscal Year 2022/23:
• Lead efforts to meet goals for Council priorities in the areas of General Plan completion and implementation plan development, workforce stability and hiring, economic development and recovery, climate change, and housing.
• Review organizational structure and implement changes as needed to support Council priorities and create a stable organization into the future. • Continue coordinating a city-wide response to homeless services, including manage programmatic changes to services created by new state funding requirements, continuing to support increased permanent housing options and increasing diversion efforts.
• Advocate at the State and Federal level and explore grant funding opportunities based on goals outlined in the Legislative Platform and in support of Council priorities. • Continue to increase the City’s social media presence to improve and ensure language equity in all communications.

City Manager Department
Proposed FY 22/23 Budget
72 ATTACHMENT 1

Performance Metrics:

Performance
Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Fiscal Health % fiscal policies in compliance 100% 97% 97% Website and
Social Media
Website hits Trend 388,687 676,700
Facebook Page Likes Trend 615
370/1,211 New
Followers
Average Reach-Facebook Trend 1,350 Not Available
Instagram Total Not Available 2,139
Twitter Impressions Trend 642,500 784,100
New Twitter Followers Trend 523 555
Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 7,163,383 7,485,569 9,506,100 9,425,925 10,927,500 15 % Investment Earnings 491,661 74,318 2,000 72,600 63,000 3,050 % Transfers In 750,000 150,000 — — — — %
Total Revenues $ 8,405,044 $ 7,709,887 $ 9,508,100 $ 9,498,525 $ 10,990,500 16 % Salaries & Wages 1,243,250 730,575 961,970 951,880 1,247,250 30 % Benefits 590,465 440,169 441,200 478,911 525,100 19 % Services - External 7,928,689 6,759,648 9,884,624 6,370,532 11,522,700 17 % Debt Service — — — — — — %
Services - Internal 13,800 15,400 22,900 22,900 32,900 44 % Materials and Supplies 23,971 35,522 40,000 14,600 17,700 (56) % Capital Outlay 16,240 — — 1,000 — — %
Transfers Out 413,100 439,576 54,876 54,876 300,000 447 % Total Expenditures $ 10,229,516 $ 8,420,890 $ 11,405,570 $ 7,894,699 $ 13,645,650 20 % Net Contribution / (Use) (1,824,472) (711,003) (1,897,470) 1,603,826 (2,655,150) — % Source of Funds
General Fund 1,650,030 1,252,545 1,549,590 1,617,430 1,825,750 18 % Non-Recurring General Fund 94,222 (150,000) 350,000 20,000 200,000 (43) % Damage Reimbursement (105,578) 5,488 53,026 32,216 (2,500) (105) % General Liability (109,298) (827,171) 395,174 (1,833,045) 624,750 58 % Workers Compensation 295,096 430,141 (450,320) (1,440,427) 7,150 100 % Source of Funds Total $ 1,824,472 $ 711,003 $ 1,897,470 $ (1,603,826) $ 2,655,150 40 % Major Budget Changes for Fiscal Year 2022/23:
• Increase community outreach budget by $30,000 to support efforts to increase the City's social media and outreach efforts, continue to conduct the annual community climate survey, and maintain the City's website.
• Add $100,000 for homeless encampment clean-up efforts. • Add $130,000 to account for increases to the City's cost share for the South Napa Shelter and a contract with Abode Services to provide supportive housing.

City Manager Department
Proposed FY 22/23 Budget
73 ATTACHMENT 1

Mission Statement:

The Office of the City Clerk serves both internal and external customers by providing access and management to the City’s information resources, and supporting the leadership of the City of Napa.

Full-Time Equivalent (FTE) Employees:

City Clerk Actual Adj Budget Adopted
2019/20 2020/21 2021/22 2022/23
Full-Time 5.00 5.00 5.00 6.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 5.00 5.00 5.00 6.00
Part-Time Salaries / Temp Help $11,879 $28,695 $31,500 $46,350 City Clerk Department
Proposed FY 22/23 Budget
74 ATTACHMENT 1

Department Overview:

The City Clerk Department is the primary link between City Council, City staff, and the public, and performs municipal clerk functions as mandated by the Federal and State Constitutions, the California Government and Election Codes, and the City Charter. The Department supports the City Council both administratively and by recording and maintaining the official record and legislative history. The City Clerk indexes the Minutes, Resolutions, and Ordinances adopted by the legislative body, and preserves the record to ensure accuracy and accessibility. City Clerk staff is responsible for a wide array of general services to internal staff, City Council, Board and Commission members, and the public at large.

Major Accomplishments in Fiscal Year 2021/22:
• Led the 2020-2021 Redistricting Process: managed an increase of City Council meetings, public hearings, and community workshops; provided a robust public messaging program and community outreach plan in both English and Spanish languages; provided live Spanish interpretation services for all hearings and workshops; and launched a pilot program to provide live Spanish video feed of City Council meetings.
• Responded to the COVID-19 pandemic including revised public meeting protocols to ensure meetings were conducted safely and allowed for continued public participation. • Purchased DocuSign Contract Lifecycle Management (CLM) system and implemented Phase 1 program rollout to include 5 agreement templates and 70 users to streamline service agreement production and signing.
• Responded to and closed 276 Public Records Act Requests in the Calendar year 2021 which represented an increase of 21.59% from the year prior. • Sent over 35,000 pounds of paper to be shredded which resulted in approximately 280 saved trees.

Key Initiatives in Fiscal Year 2022/23:
• Conduct the 2022 General Municipal Election for 2 Councilmember seats. • Increase number of electronic processes and e-signed documents. • Implement Phase 2 of the Contract Lifecycle Management (CLM) system to include additional templates and users.
• Continue Phase 2 of Citywide Records Inventory Project that was paused due to COVID. Project will include inventory of the CSB Building.

Performance Metrics:

Performance
Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Public Records
Requests
% of PRAs acknowledged and statused
within target
100% within 10
business days 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
13% 34%
City Clerk Department
Proposed FY 22/23 Budget
75 ATTACHMENT 1

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 478 597 2,000 1,190 1,000 (50) % Total Revenues $ 478 $ 597 $ 2,000 $ 1,190 $ 1,000 (50) % Salaries & Wages 467,356 495,513 505,510 521,130 669,300 32 % Benefits 226,333 226,399 254,301 261,980 280,800 10 % Services - External 160,660 178,745 336,300 303,290 264,650 (21) % Services - Internal 21,260 17,290 21,000 21,000 21,500 2 % Materials and Supplies 11,274 10,765 15,000 10,910 17,200 15 % Total Expenditures $ 886,882 $ 928,712 $ 1,132,111 $ 1,118,310 $ 1,253,450 11 % Net Contribution / (Use) (886,404) (928,115) (1,130,111) (1,117,120) (1,252,450) 11 % Source of Funds
General Fund 886,404 928,115 1,130,111 1,117,120 1,252,450 11 % Non-Recurring General Fund (82,616) 98,144 80,781 78,750 89,000 10 % Source of Funds Total $ 803,788 $ 1,026,259 $ 1,210,892 $ 1,195,870 $ 1,341,450 11 % Major Budget Changes in Fiscal Year 2022/23:
• Increase of $42,000 for continued citywide use of DocuSign software subscription and Contract Lifecycle Management (CLM) system.

City Clerk Department
Proposed FY 22/23 Budget
76 ATTACHMENT 1

Mission Statement:

The City Attorney’s Office provides sound legal advice and support to City officials while working collaboratively to implement the policies set by City Council.

Full-Time Equivalent (FTE) Employees:

City Attorney Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 4.00 4.00 4.00 5.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 4.00 4.00 4.00 5.00
Part-Time Salaries / Temp Help $0 $0 $0 $0
City Attorney Department
Proposed FY 22/23 Budget
77 ATTACHMENT 1

Department Overview:

The City Attorney represents and defends the interests of the City and related entities (including the Housing Authority of the City of Napa) in judicial and administrative proceedings; advises the City Council, the boards of related City entities, appointed commissions, and staff regarding actions that are authorized or required to establish, implement, and enforce City laws and policies; and prepares legal documents to implement City laws and policies, including ordinances, resolutions, regulations, and contracts.

Major Accomplishments in Fiscal Year 2021/22:

Drafted legal documents, provided legal advice, and worked closely with City Manager to implement the following City actions:
• Adopted the map of district boundaries for district-based elections of Councilmembers in compliance with redistricting laws following the 2020 federal census. • Formed the Public Financing Authority of the Napa Enhanced Infrastructure Financing District, and prepared the proposed Infrastructure Financing Plan to facilitate future financing of public facilities and projects.
• Adopted the Adult-Use Cannabis Ordinance and implementing regulations and forms. • Initiated and implemented the City’s settlement of the National Opioid Settlement.

Key Initiatives in Fiscal Year 2022/23:

Work closely with City Manager and staff to implement key Council goals. Those that are anticipated to require significant legal support include:
• Comprehensive updates to the City’s General Plan and Housing Element, including compliance with the California Environmental Quality Act, and implementing actions updating the Napa Municipal Code and other City regulations. • Establishing policies to authorize ongoing use of public property for outdoor commercial use, such as the ongoing use of “parklets” on public parking spaces that were initially authorized on an emergency basis due to impacts of COVID-19. • Updating policies regarding parking in the downtown area to maximize efficient use of centralized parking that encourages non-motorized transportation such as walking and biking.
• Updating policies and contracts related to managing the City’s water supply in light of the ongoing drought, as well as the need to update the City’s contract to supply the Congress Valley Water District.

City Attorney Department
Proposed FY 22/23 Budget
78 ATTACHMENT 1

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 79 157 — 5,540 — — %
Total Revenues $ 79 $ 157 $ — $ 5,540 $ — — %
Salaries & Wages 665,621 637,908 686,100 737,050 902,900 32 % Benefits 331,082 305,085 345,099 366,490 376,350 9 % Services - External 166,162 17,578 264,089 262,670 176,100 (33) % Services - Internal 10,400 11,700 13,700 13,700 27,700 102 % Materials and Supplies 23,536 28,141 25,500 23,700 27,500 8 % Total Expenditures $ 1,196,801 $ 1,000,413 $ 1,334,488 $ 1,403,610 $ 1,510,550 13 % Net Contribution / (Use) (1,196,722) (1,000,256) (1,334,488) (1,398,070) (1,510,550) 13 % Source of Funds
General Fund 1,196,723 1,000,255 1,334,488 1,398,070 1,510,550 13 % Non-Recurring General Fund — — — — — — %
Source of Funds Total $ 1,196,723 $ 1,000,255 $ 1,334,488 $ 1,398,070 $ 1,510,550 13 % Major Budget Changes in Fiscal Year 2022/23:
• Adding 1 new FTE (Legal Secretary).
• Budgeting for 5 months overfill of the Assistant City Attorney position.

City Attorney Department
Proposed FY 22/23 Budget
79 ATTACHMENT 1

Mission Statement:

The mission of the Human Resources Department is to provide experienced leadership in the attraction, development, and retention of a diverse, well-qualified and professional workforce, which reflects the high standards of the community we serve, through the development and implementation of sound workforce systems by ensuring human resources services, policies, and systems align with the City’s values.

Full Time Equivalent (FTE) Employees:

Human Resources Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 7.00 7.00 9.00 9.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 7.00 7.00 9.00 9.00
Part-Time Salaries / Temp Help $110 $75 $14,000 $0
Human Resources Department
Proposed FY 22/23 Budget
80 ATTACHMENT 1

Department Overview:

The Human Resources Department includes six professional staff members and three administrative support staff members. The Department is continuously researching, learning, developing, and delivering innovative results-oriented service, policies, and systems for and with employees, administrators, staff, applicants, and external stakeholders. Human Resources is responsible for all aspects of City employment from attracting and hiring a highly qualified and diverse workforce, to providing employee benefits, training opportunities for continuous improvement, and managing safety program and employee performance. Human Resources is also responsible for labor relations and supporting positive and productive relationships with the City's six bargaining units. The Human Resources Department is tasked with ensuring the City is compliant with all Federal, State and local laws and rules, while providing high quality and responsive service to our Department customers.

Major Accomplishments in Fiscal Year 2021/22:
• Ongoing COVID response to changes in guidance and law and providing support for employees.
• Implementation of phase one of Diversity, Equity and Inclusion program, including 100% participation for City employees in baseline training. • Awarded Wellness Grant from League of California Cities, and began implementation of Wellness Program.
• Completed transition of Employee Benefits and Labor Relations functions into Human Resources Department, and fully staffed additional positions. • Completed negotiations with Napa City Firefighters Association and Napa Chief Fire Officers.
• Participated in completing implementation of Tyler Munis, new Citywide Enterprise Resource Program for Human Capital Management, and completed integration of this system with NEOGOV system.

Key Initiatives in Fiscal Year 2022/23:
• Continue adapting to post-COVID environment and creating appropriate protocols. • Implement Phase two of Diversity, Equity and Inclusion Program. • Performance Development implementation of web-based evaluations. • Employee Engagement Survey implementation.
• Complete negotiations with four of the six bargaining units with open contracts. • Develop Management and Supervisor Training.

Human Resources Department
Proposed FY 22/23 Budget
81 ATTACHMENT 1

Performance Metrics:

Performance
Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Worker's
Compensation
Claims
# claims filed Trend 134 73
# lost days due to on the job injuries Trend 1,357 1,088 Safety Inspections
# inspections per year
24 Project Site
inspections per
year 7 10
# Hazard Level 1 issues Trend 1 3
# Hazard Level 2-3 issues Trend Not Available 116
Average # days to correct Level 2-3 safety
issues 30 days
Not Available Not Available
New/Changed
Class Specs # new/changed class specs Trend
14 40
New Hires
# new hires (regular) Trend 62 34
# new hires (part time) Trend 33 23
% new hires completing probation Trend 92% 100%
Recruitments % completed within agreed upon timeframe 80% 92% 91% Performance
Metric Indicator Target
CY 2020
Actual
CY 2021
Actual
Employee ICS/
NIMS Training % compliance 100% 96% 53%
Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 122,192 110,373 119,100 119,100 131,100 10 % Investment Earnings — — — — 2,000 100 %
Total Revenues $ 122,192 $ 110,373 $ 119,100 $ 119,100 $ 133,100 12 % Salaries & Wages 593,848 482,212 772,390 766,180 947,300 23 % Benefits 282,140 263,432 372,103 412,150 458,100 23 % Services - External 356,345 558,160 630,500 570,140 838,700 33 % Services - Internal 18,700 20,600 20,200 20,200 36,300 80 % Materials and Supplies 11,248 12,579 16,500 8,400 18,500 12 % Transfers Out 1,600 1,600 — — — — %
Total Expenditures $ 1,263,882 $ 1,338,583 $ 1,811,693 $ 1,777,070 $ 2,298,900 27 % Net Contribution / (Use) (1,141,690) (1,228,210) (1,692,593) (1,657,970) (2,165,800) 28 % Source of Funds
General Fund 1,247,485 1,173,131 1,711,693 1,727,070 2,198,700 28 % Non-Recurring General Fund — — — — — — %
Unemployment (105,795) 55,079 (19,100) (69,100) (32,900) — % Source of Funds Total $ 1,141,690 $ 1,228,210 $ 1,692,593 $ 1,657,970 $ 2,165,800 28 % Human Resources Department
Proposed FY 22/23 Budget
82 ATTACHMENT 1

Major Budget Changes for Fiscal Year 2022/23:
• Additional Funding for Diversity, Equity & Inclusion Training. • Additional Funding for Management and Supervisory Academies to support development of employees.
• Increase in Professional and Legal Services for benefit administration and labor negotiations formly budgeted within and managed by the Finance and City Manager's Departments.

Human Resources Department
Proposed FY 22/23 Budget
83 ATTACHMENT 1

Mission Statement:

The Finance Department provides sound management of the City’s financial assets and delivers timely, accurate information to our organization and community.

Full-Time Equivalent (FTE) Employees:

Finance Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 36.00 36.00 37.00 36.00
Limited-Term 3.00 3.00 2.00 0.00
Total FTE 39.00 39.00 39.00 36.00
Part-Time Salaries / Temp Help $25,093 $40,963 $26,000 $30,000 Finance Department
Proposed FY 22/23 Budget
84 ATTACHMENT 1

Department Overview:

The Finance Department consists of the Administration, Accounting & Auditing, Revenue, Purchasing and Information Technology divisions. The department is responsible for safeguarding public financial resources, providing prompt and courteous service to residents and others having financial dealings with the city, providing the City Council with thoughtful policy analysis and development of financially sound funding options, assisting city departments to implement their programs through budget development and management and reporting the city’s financial activity in a clear and understandable manner.

Major Accomplishments in Fiscal Year 2021/22:
• Worked with other City departments to implement Tyler Munis ERP, specifically the Human Capital Management (HCM) module, which includes payroll and HR functions, as well as the Utility Billing and Cashiering module. The last module, Financials, is anticipated to be implemented by July 1, 2022.
• Successfully prepared the Annual Comprehensive Financial Report and Popular Annual Financial Report for the fiscal year ended June 30, 2021. • Developed a plan for expenditure of $15.12 in American Rescue Act Plan (ARPA) fund in coordination with other City departments, to be incorporated in the FY 2023-25 budget, including a $1.15M Community Recovery Bank.
• Deployed Microsoft Intune mobile device management, CATO virtual private network, and endpoint protection for all work from anywhere laptops, significantly decreasing our cyber security attack surface.
• Went live with new applications for law records management, Medical Priority Dispatch and Intime, Crew Sence, and Executime time entry systems.

Key Initiatives in Fiscal Year 2022/23:
• Address post go-live needs related to the Tyler Munis ERP implementation. • Update of cost allocation plan for the City.
• Ensure the required reporting for ARPA fund expenditures in accordance with U.S.

Treasury requirements.
• Begin deployment of new applications for Community Development and Police & Fire dispatch.
• Begin deployment of a new backup 911 dispatch center and encrypted radio channels for county-wide law enforcement operations as mandated by the FBI.

Finance Department
Proposed FY 22/23 Budget
85 ATTACHMENT 1

Performance Metrics
Performance
Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Monthly Close
Timeliness
% of months closed within 20 days of
month end 80% 75% 92%
Accounts Payable
Timeliness
# invoices processed Trend 17,021 Not Available
% of invoices paid within 30 days of
invoice date 0.9 Not Available Not Available
General Fund
Budget Accuracy/
Performance
% variance original budget to actual
revenues <3% (2)% (12)%
% variance original budget to actual
expenditures <3% (1)% (13)%
Business License
Processing
# of new license applications processed Trend 839 1,513 % Business license applications
processed within 30 days 0.85 67% 100%
IT Responsiveness/
Performance % helpdesk tickets closed within 24 hours 70% 69% 63% Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 2,824,267 1,487,849 1,470,200 1,470,390 1,538,550 5 % Intergovernmental — — 370,000 370,000 — (100) %
Investment Earnings 411,434 569,560 7,000 20,110 56,800 711 % Transfers In 2,575,000 3,116,038 1,555,312 250,000 250,000 (84) % Total Revenues $ 5,810,702 $ 5,173,447 $ 3,402,512 $ 2,110,500 $ 1,845,350 (46) % Salaries & Wages 3,164,806 3,308,893 3,573,010 3,221,430 3,967,350 11 % Benefits 647,502 (239,020) 1,823,723 1,803,795 2,876,900 58 % Services - External 4,655,341 4,160,978 8,121,800 3,399,084 3,051,250 (62) % Services - Internal 150,140 162,340 212,500 211,000 210,780 (1) % Materials and Supplies 479,960 205,915 559,100 257,220 733,850 31 % Capital Outlay 244,487 67,055 — 49,630 50,000 100 % Transfers Out 2,442,400 899,900 1,305,312 1,305,310 — (100) % Total Expenditures $ 11,784,635 $ 8,566,061 $ 15,595,445 $ 10,247,469 $ 10,890,130 (30) % Net Contribution / (Use) (5,973,933) (3,392,614) (12,192,933) (8,136,969) (9,044,780) (26) % Source of Funds
General Fund 6,669,938 6,682,234 7,933,233 7,502,600 8,364,880 5 % Non-Recurring General Fund 2,947,773 (695,526) 1,358,123 1,084,810 180,000 (87) % Information Technology (2,287,129) 1,003,150 2,977,576 (400,646) (149,750) (105) % Postemployment Benefits (1,277,474) (3,499,026) 80,500 106,505 755,950 839 % Equipment Replacement (79,175) (98,218) (156,500) (156,300) (106,300) — % Source of Funds Total $ 5,973,934 $ 3,392,614 $ 12,192,933 $ 8,136,969 $ 9,044,780 (26) % Finance Department
Proposed FY 22/23 Budget
86 ATTACHMENT 1

Major Budget Changes for Fiscal Year 2022/23:
• Convert a vacant Office Assistant position to an Administrative Assistant position for an additional cost of $39,000.
• Reallocation of Purchasing Manager position to a Management Analyst position for a savings of $36,000.
• Conduct a Continuity of Operations Plan for IT for a cost of $40,000. • Ongoing cost of cybersecurity software and services for a cost of $48,000. • Matching funds for Public Safety Radio and Communication (PSRC) Upgrade Project (Countywide) $900,000 in funds requested by the City of Napa. Cost is 20% matching funds of $180,000.

Finance Department
Proposed FY 22/23 Budget
87 ATTACHMENT 1

General Services
Fiscal Year
2022/23
Proposed FY 22/23 Budget
88 ATTACHMENT 1

Department Overview:

General Services includes those revenue and expenditure items not associated directly with administrative or operating programs. This budget captures several major revenue components such as property taxes, sales taxes, and transient occupancy taxes. Major expenditure components of this department include:
• Payments to the County of Napa for property tax administration. • Operations related to the public access channel.
• Dues and contributions to Local Agency Formation Commission (LAFCO) and Napa Cities League of Governments (NCLOG).
• Transfers from available General Fund and Non-Recurring General Fund balances to Operating Reserves, Emergency Reserves and Capital Improvement Projects and Reserves.
• General Liability (Self Insurance) for the City.
• Other Post-Employment Benefits for the City.
• In FY 2022/23, the budget also includes vacancy savings for all General Fund positions.

This category also includes budget for citywide organizational activities such as employee training and meetings, and employee recognition programs.

General Services
Proposed FY 22/23 Budget
89 ATTACHMENT 1

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax 33,594,300 39,078,328 39,331,000 39,740,600 41,023,800 4 % Sales Tax 15,750,834 17,557,159 19,034,000 19,034,000 19,874,000 4 % Transient Occupancy Tax 16,749,924 11,717,480 24,116,000 24,116,000 28,026,000 16 % Business License Taxes 3,782,741 3,201,750 3,370,000 3,450,000 3,692,000 10 % Other Taxes 2,497,101 2,708,329 2,370,000 2,361,000 2,461,000 4 % Licenses and Permits — — — — — — %
Charges for Services 2,492,497 109,896 110,000 101,500 142,500 30 % Intergovernmental (45,964) 26,211 — — — — %
Investment Earnings 1,605,500 (139,512) 220,000 20,000 220,000 — % Financing Revenues 56,305 55,622 145,000 55,000 57,000 (61) % Miscellaneous Revenues 59,562 58,840 15,000 12,000 13,000 (13) % Transfers In 7,646,800 4,370,100 3,011,200 3,011,200 3,120,200 4 % Total Revenues $ 84,189,600 $ 78,744,204 $ 91,722,200 $ 91,901,300 $ 98,629,500 8 % Salaries & Wages — — — — (2,300,000) — %
Benefits 689,858 (64,443) 217,801 30,000 606,300 178 % Services - External 3,051,457 3,040,056 3,563,500 3,130,090 4,953,500 39 % Services - Internal 9,600 10,600 852,100 852,100 1,150,000 35 % Materials and Supplies 36,643 — 20,000 15,000 20,000 — % Transfers Out 5,912,242 5,452,102 4,728,140 4,480,340 4,720,400 — % Total Expenditures $ 9,699,800 $ 8,438,315 $ 9,381,541 $ 8,507,530 $ 9,150,200 (2) % Non-Recurring Revenues 1,046,920 2,556,042 1,409,608 1,375,259 1,605,000 14 % Non-Recurring Expenditures 3,747,060 2,324,456 1,695,282 310,705 11,000 (99) % Net Impact of Non-Recurring (2,700,140) 231,586 (285,674) 1,064,554 1,594,000 100 % ARPA Revenues — — 600,000 600,000 14,516,240 2,319 % ARPA Expenditures — — 600,000 600,000 14,516,240 2,319 % Net Impact of ARPA — — — — — — %
Net Contribution / (Use) 74,489,800 70,305,889 82,340,659 83,393,770 89,479,300 9 % Source of Funds
General Fund (74,489,800) (70,305,889) (82,340,659) (83,393,770) (89,479,300) — % Non-Recurring General Fund 2,700,140 (231,586) 285,674 (1,064,554) (1,594,000) (658) % American Rescue Plan Act — — — — — — %
Source of Funds Total $ (71,789,660) $ (70,537,475) $ (82,054,985) $ (84,458,324) $ (91,073,300) — % Major Budget Changes for Fiscal Year 2022/23:
• Full $2.3 million of vacancy savings budgeted to General Services Salaries & Wages; will be allocated to departments based on actual savings during fiscal year. • Benefits budget includes full amounts for projected leave payouts for employees; these amounts are allocated to departments based on actual payouts during the fiscal year.

General Services
Proposed FY 22/23 Budget
90 ATTACHMENT 1

Parks & Recreation
Services
Fiscal Year
2022/23
Proposed FY 22/23 Budget
91 ATTACHMENT 1

Mission Statement:

We inspire residents and customers to value healthy and active lifestyles by providing exceptional park and recreation experiences that meet today’s ever-changing need and interests. We are committed to being responsible stewards of resources, collaborative by working with other community organizations, and accountable and transparent in our management practices.

Full-Time Equivalent (FTE) Employees:

Parks & Recreation Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 39.00 41.00 41.00 41.00
Limited-Term 0.00 1.00 1.00 1.00
Total FTE 39.00 42.00 42.00 42.00
Part-Time Salaries / Temp Help $772,802 $363,557 $658,500 $695,800 Parks & Recreation Services Department
Proposed FY 22/23 Budget
92 ATTACHMENT 1

Department Overview:

The Parks and Recreation Services Department provides quality services to the community by offering recreational opportunities in a variety of forms, including enrichment classes, day camps, swimming lessons, sports programs, free community events, and by providing free access to parks, trails, downtown plazas and open spaces. The Department is responsible for maintenance and care of all City parks, trails and open spaces as well as the Urban Forestry program that includes management of both public and private trees. The department also maintains recreational facilities in parks and landscaping in the downtown. Other responsibilities include the maintenance of public rights of way and landscaping in specific neighborhoods identified by assessment districts.

Revenue / Expenditure Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
PR Admin 2,638 113 1,000 3,190 1,000 — %
PR Parks 1,468,972 1,050,235 1,098,500 1,930,130 1,174,560 7 % PR Recreation Services 721,843 282,039 500,000 545,500 582,000 16 % PR Public Art 295,422 13,335 271,000 253,040 110,000 (59) % Total Revenues $ 2,488,875 1,345,722 1,870,500 2,731,860 1,867,560 — % Expenditures
PR Admin 1,188,635 694,813 954,500 1,033,080 1,465,400 54 % PR Parks 5,028,230 4,391,070 5,895,271 5,255,580 7,464,900 27 % PR Recreation Services 2,097,677 1,402,888 1,745,085 1,717,280 1,986,000 14 % PR Public Art 412,500 88,844 876,722 248,650 909,750 4 % Total Expenditures $ 8,727,042 6,577,615 9,471,578 8,254,590 11,826,050 25 % Net Contribution / (Use) $ (6,238,167) (5,231,892) (7,601,078) (5,522,730) (9,958,490) — % Parks & Recreation Services Department
Proposed FY 22/23 Budget
93 ATTACHMENT 1

Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
General 8,118,843 6,257,215 7,865,221 7,742,800 9,120,120 16 % General Non-Recurring 287,801 119,996 675,388 348,790 218,440 (68) % Golf Course 21,245 23,326 27,000 27,000 27,000 — % DIF Las Flores Rec Center — 1 10 — 10 — %
DIF N Jefferson Parks 1 1 1,550 — 10 (99) %
DIF Orchard Parks 38 36 48,010 — 100 (100) %
DIF Park Acq & Dev 207,885 63,545 32,930 38,160 13,600 (59) % Public Art 1,637 16,652 661,700 36,490 776,700 17 % Alston Park Trust 62 72 62,759 19,180 19,750 (69) % AD Altavina Maint Dist 5,060 8,585 9,600 5,370 10,650 11 % AD Chaudhary Estates 1,394 1,565 2,100 3,150 2,200 5 % AD Dry Creek Village 4,062 2,325 600 850 650 8 %
AD Fox Ridge 5,838 8,915 11,200 4,080 11,900 6 %
AD Glencar Estates 2,135 3,039 2,300 890 2,600 13 % AD Hill View Park 920 1,521 3,100 710 3,350 8 %
AD Hyde Park I 2,501 3,841 2,700 2,840 3,050 13 % AD Linda Vista 813 764 800 800 1,300,800 162,500 % AD Mills 1,768 1,629 2,000 640 2,000 — %
AD Napa Valley Corp Park 4,948 4,107 10,500 4,580 10,500 — % AD Oak Ridge 2,679 6,090 8,200 1,270 7,850 (4) %
AD Orchard Estates 3,686 2,211 3,300 1,710 2,500 (24) % AD Oxford Garden 2,049 1,129 900 770 850 (6) %
AD Rancho Las Flores 7,156 8,069 8,100 2,830 8,550 6 % AD Silverado Creek 23,864 29,016 20,500 4,410 21,700 6 % AD Sunrise Meadows 2,944 4,706 2,200 2,980 2,160 (2) % AD Tierra Grove 1,853 1,077 800 630 250,750 31,244 % AD Trancas 2,053 2,808 2,900 1,980 3,050 5 %
AD Vineyard Vista 9,737 1,795 2,600 390 2,350 (10) % AD Walnut Grove 290 296 210 150 160 (24) %
AD Woodside 3,778 3,281 2,400 1,140 2,700 13 %
Total Expenditures $ 8,727,042 6,577,615 9,471,578 8,254,590 11,826,050 25 % Parks & Recreation Services Department
Proposed FY 22/23 Budget
94 ATTACHMENT 1

Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 1,655,196 1,069,488 1,146,500 1,928,800 1,226,000 7 % Intergovernmental — 126,943 288,000 287,660 204,500 (29) % Investment Earnings 442,735 31,806 236,500 204,180 213,060 (10) % Financing Revenues 55,161 9,589 — — — — %
Miscellaneous Revenues 335,784 107,897 199,500 311,220 224,000 12 % Total Revenues $ 2,488,875 $ 1,345,722 $ 1,870,500 $ 2,731,860 $ 1,867,560 — % Salaries & Wages 3,879,817 3,077,790 3,654,530 3,495,870 4,511,050 23 % Benefits 1,779,785 1,560,022 1,842,581 1,837,270 2,095,450 14 % Services - External 1,781,806 808,502 1,782,554 1,442,720 1,365,390 (23) % Debt Service 55,161 9,589 — — — — %
Services - Internal 660,158 691,549 896,400 956,170 985,650 10 % Materials and Supplies 393,238 278,096 529,723 433,720 482,810 (9) % Capital Outlay 21,794 53,297 27,000 27,000 27,000 — % Transfers Out 155,283 98,769 738,790 61,840 2,358,700 219 % Total Expenditures $ 8,727,042 $ 6,577,615 $ 9,471,578 $ 8,254,590 $ 11,826,050 25 % Net Contribution / (Use) (6,238,167) (5,231,893) (7,601,078) (5,522,730) (9,958,490) 31 % Department General Fund Revenues and Expenditures
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 728,619 491,205 540,000 569,330 636,500 18 % Intergovernmental — 67,210 88,000 87,660 89,500 2 % Miscellaneous Revenues 173,183 63,389 118,500 233,220 163,500 38 % Total Revenues $ 901,801 $ 621,805 $ 746,500 $ 890,210 $ 889,500 19 % Salaries & Wages 3,844,081 3,017,914 3,537,490 3,422,770 4,394,600 24 % Benefits 1,763,314 1,538,732 1,790,131 1,814,120 2,059,200 15 % Services - External 1,480,222 714,111 1,234,000 1,178,080 1,248,400 1 % Services - Internal 660,158 691,549 896,400 942,520 978,520 9 % Materials and Supplies 369,924 264,342 407,200 385,310 439,400 8 % Capital Outlay 1,145 30,567 — — — — %
Total Expenditures $ 8,118,843 $ 6,257,215 $ 7,865,221 $ 7,742,800 $ 9,120,120 16 % Net Contribution / (Use) (7,217,042) (5,635,410) (7,118,721) (6,852,590) (8,230,620) — % Parks & Recreation Services Department
Proposed FY 22/23 Budget
95 ATTACHMENT 1

Division Overview:

The Parks Program is responsible for the planning, operations and maintenance of over 880 acres of parks, trails and open space areas that contribute to enhanced vitality for the community. Responsibilities include:
• Maintains 55 City parks, that includes downtown area landscapes, ½ mile of river front promenade, 2 boat docks, 2 boat launches, and 32 miles of public trails. • Maintains a wide variety of recreational amenities, including sports fields, picnic areas, play areas, a BMX track, 2 amphitheaters for special events, a skate park, and dedicated off-leash dog areas.
• Manages an inspection program for 33 playgrounds to ensure community safety. • Maintains landscaping along 140 miles of public rights-of-ways and street medians. • Manages the maintenance of 17 landscape assessment and 3 special tax districts including detention basins.
• Oversees integrated pest management and weed abatement programs. • Manages the volunteer and Park Ranger programs. Maintenance approximately 50,000 trees, including trees located in parks, public spaces, street medians and street trees.

Major Accomplishments in Fiscal Year 2021/22:
• Collected and analyzed data related to subsidy of services and used that data to develop a Financial Sustainability Strategy.
• Through an agreement with the County the department hired a full time limited term Park Ranger to support the department with homeless related issues. • Completed the restoration of the Los Flores Community Center parking lot. • Contracted with several consultants to perform condition assessment of parks, trails and parking lots. This information with assist the department in prioritizing feature improvements.
• The Department was selected to receive funding for the 2021/22 Community and Urban and Community Forestry Grant.

Key Initiatives for Fiscal Year 2022/23:
• Fully integrate Lucity Asset Management into our day to day work and provide the necessary information to understand our current maintenance effort as well as maintenance deficiencies. Including development of a comprehensive Maintenance Management Plan.
• Use data from park condition assessment to understand our current maintenance backlog and develop polices and short and long term CIP plan. • Inventory Urban Forest and develop and Urban Forestry Maintenance and Master Plan. (Use Tracking software to integrate these plans in work effort) • Renovate Kennedy Park pathways.
• Continue to assess the self-compacting "Big Belly" trash receptacles efficiency to the department and look to enhance the program where appropriate.

PRS Division Summary
Parks
Proposed FY 22/23 Budget
96 ATTACHMENT 1

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Park Maintenance
Cost per acre % actual to target
(Industry standard operating
expenditure per acre by National
Recreation and Park Association)
FY 2019/20
$7,160
FY 2020/21
$7,556
$4,425 (62%) $4,608 (61%)
Tree Planting
(planned vs actual) % actual to target 500 (100%) 158 (32%) 236 (47%) Tree Pruning
(planned vs actual) % actual to target 2000 (100%) 2,753 (138%) 1,374 (69%) Tree Replacement % replacement trees planted within
30 days 100% 100% 90%
PRS Division Summary
Parks
Proposed FY 22/23 Budget
97 ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 915,566 814,664 610,000 1,361,610 643,000 5 % Intergovernmental — 126,943 203,000 202,660 204,500 1 % Investment Earnings 372,085 21,922 205,500 191,140 203,060 (1) % Financing Revenues 55,161 9,589 — — — — %
Miscellaneous Revenues 126,160 77,117 80,000 174,720 124,000 55 % Total Revenues $ 1,468,972 $ 1,050,235 $ 1,098,500 $ 1,930,130 $ 1,174,560 7 % Salaries & Wages 2,273,197 2,030,793 2,450,800 2,282,230 2,779,950 13 % Benefits 1,214,470 1,129,136 1,461,604 1,399,860 1,549,550 6 % Services - External 546,787 397,600 916,554 595,870 526,990 (43) % Debt Service 55,161 9,589 — — — — %
Services - Internal 520,258 530,649 563,000 622,770 635,100 13 % Materials and Supplies 263,374 209,835 424,723 328,210 389,810 (8) % Transfers Out 154,983 83,469 78,590 26,640 1,583,500 1,915 % Total Expenditures $ 5,028,230 $ 4,391,070 $ 5,895,271 $ 5,255,580 $ 7,464,900 27 % Net Contribution / (Use) (3,559,258) (3,340,835) (4,796,771) (3,325,450) (6,290,340) — % Source of Funds
General 4,447,046 3,751,695 4,807,114 4,540,760 5,290,170 10 % General Non-Recurring 68,801 54,764 434,388 110,790 28,440 (93) % DIF Las Flores Rec Center — (4,669) 10 — (40) (500) % DIF N Jefferson Parks (55) 9 1,550 — — (100) %
DIF Orchard Parks (1,934) 312 47,010 — (900) (102) % DIF Park Acq & Dev (885,628) (453,518) (547,070) (1,282,130) (571,400) — % Alston Park Trust (22,874) (19,478) 61,259 18,030 (2,750) (104) % AD Altavina Maint Dist (5,866) (2,489) (1,400) (5,630) (350) — % AD Chaudhary Estates (160) 149 600 1,590 700 17 % AD Dry Creek Village 1,780 44 (1,900) (1,650) (1,850) — % AD Fox Ridge 2,812 5,923 8,200 1,080 8,900 9 %
AD Glencar Estates (187) 717 (200) (1,610) 100 100 % AD Hill View Park (692) (90) 1,600 (790) 1,850 16 % AD Hyde Park I 279 1,697 200 340 550 175 %
AD Linda Vista (41,436) 6,692 (10,700) (10,700) 1,289,800 100 % AD Mills 153 29 500 (860) 500 — %
AD Napa Valley Corp Park (6,594) (5,346) — (5,980) — — % AD Oak Ridge (532) 2,928 4,200 (2,240) 4,350 4 %
AD Orchard Estates 681 (791) 300 (1,290) (500) (267) % AD Oxford Garden 1,087 169 (100) (230) (150) — %
AD Rancho Las Flores 3,131 4,077 4,100 (1,170) 4,550 11 % AD Silverado Creek (7,980) (3,005) (11,500) (27,600) (10,300) — % AD Sunrise Meadows 552 2,293 (300) 480 (340) — %
AD Tierra Grove (2,754) (3,542) (3,700) (3,870) 246,250 100 % AD Trancas 300 1,123 1,400 480 1,550 11 %
AD Vineyard Vista 7,488 (288) 600 (1,610) 350 (42) % AD Walnut Grove (308) (267) (290) (380) (340) — % AD Woodside 2,149 1,697 900 (360) 1,200 33 %
Source of Funds Total $ 3,559,258 $ 3,340,835 $ 4,796,771 $ 3,325,450 $ 6,290,340 31 % PRS Division Summary
Parks
Proposed FY 22/23 Budget
98 ATTACHMENT 1

Major Budget Changes for Fiscal Year 2022/23:
• Restored funding for rental of Portable Restrooms at Parks. • Restored funding to support tree maintenance contracts. • Increased funding for parks supplies due increased materials and supplies cost.

PRS Division Summary
Parks
Proposed FY 22/23 Budget
99 ATTACHMENT 1

Division Overview:

The Recreation Program enhances community vitality by providing a diverse selection of quality recreational programming for every age group. Recreation services include aquatic programs, day camps, youth and adult sports, senior services, preschool programs, enrichment classes, community facility rentals and community events. Responsibilities include:
• Managing twelve program areas that change seasonally depending on the needs of the community.
• Managing a vital Senior Activity Center that provides social, intellectual, and recreational activities.
• Coordinating with Napa Valley Unified School District on shared use of school and City facilities per the joint use agreement.

Major Accomplishments in Fiscal Year 2021/22:
• Completed cost of service analysis and financial sustainability strategy for Recreation Programs and Services.
• Expanded the scholarship program for both youth and seniors in partnership with the Napa Parks & Recreation Foundation and Community Foundation. • Completed the implementation of a new registration software (Civic Rec), developed a new monthly e-Newsletter and expanded social media marketing. • Completed the new Garfield Park lease with Napa Little League. • Supported continued activation and expanded commercial operations of the Main Street Boat Dock.

Key Initiatives for Fiscal Year 2022/23:
• Complete the financial sustainability policy and social equity policy for the Recreation Programs and Services.
• Continue to partner with Napa Valley Unified School District to support the community needs for access to sports fields and other recreation facilities. • Continue to improve the Special Event Permit process and online document submission.
• Evaluate city-provided community events for 2023 (especially with the discontinuation of Napa City Nights concert series) and explore opportunities for more diversity and inclusion with community events as well further activation of Oxbow Commons with the newly formed Oxbow District Stakeholder group.
• Complete the lease for the Napa Valley Yacht Club and license agreements for the Oxbow RiverStage and Napa Farmers Market.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Recreation Program
Performance
Class Participation % 75% 72% 75%
% direct cost recovered 50% 40% 19%
# of participant visits Trend 118,627 24,412
Special Event
Attendance
# of attendees (private special
events) Trend 95,250 N/A
# of attendees (City-sponsored
special events) Trend 42,650 5,500
PRS Division Summary
Recreation Services
Proposed FY 22/23 Budget
100
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 617,719 251,259 410,500 441,500 482,000 17 % Miscellaneous Revenues 104,124 30,780 89,500 104,000 100,000 12 % Total Revenues $ 721,843 $ 282,039 $ 500,000 $ 545,500 $ 582,000 16 % Salaries & Wages 1,167,225 825,530 1,053,330 1,007,120 1,278,350 21 % Benefits 377,735 331,644 324,255 362,070 358,850 11 % Services - External 423,027 119,436 245,000 226,810 233,400 (5) % Services - Internal 14,500 14,500 9,000 9,000 8,400 (7) % Materials and Supplies 94,541 58,482 86,500 85,280 80,000 (8) % Capital Outlay 20,649 53,297 27,000 27,000 27,000 — % Total Expenditures $ 2,097,677 $ 1,402,888 $ 1,745,085 $ 1,717,280 $ 1,986,000 14 % Net Contribution / (Use) (1,375,833) (1,120,849) (1,245,085) (1,171,780) (1,404,000) — % Source of Funds
General 1,358,636 1,116,824 1,258,085 1,184,780 1,418,000 13 % General Non-Recurring 35,000 — — — — — %
Golf Course (17,802) 4,025 (13,000) (13,000) (14,000) — % Source of Funds Total $ 1,375,833 $ 1,120,849 $ 1,245,085 $ 1,171,780 $ 1,404,000 13 % Major Budget Changes for Fiscal Year 2022/23:
• Additional part-time staff funding for summer camp and aquatics programs. • Return of fireworks for July 4th funding.

PRS Division Summary
Recreation Services
Proposed FY 22/23 Budget
101
ATTACHMENT 1

Division Overview:

The Public Art program support the placement of public art in the community through a variety of different programs and events to contribute to a more livable and visually stimulating environment. The presence of art in public places defines a community and helps to create a distinct sense of place. It encourages a community’s fullest use and enjoyment of its public spaces and provides distinctive gateways and landmarks, aesthetically- enhanced gathering areas and unique cultural experiences. The City of Napa has a dedicated Public Art Fund.   This fund was created in conjunction with the City’s Public Art Ordinance that requires commercial developers to dedicate 1% of the project construction costs (over $250,000) to public art on their site or to pay the 1% into the Public Art Fund. This fund is used to support permanent public art throughout the community on city property.  The City created a Public Art Master Plan in 2014 to help identify goals and priorities for the Public Art Fund.

Major Accomplishments in Fiscal Year 2021/22:
• Napa Lighted Art Festival returned in 2022 which included an extended 8-week format and additional use of civic plazas and spaces in downtown Napa. • Started the Roundabout Public Art project with the development of the Request for Qualifications and solicited over 125 artists for the project. The Art Selection Panel and the Public Art Steering Committee recommended the top 4 artists. These finalists submitted their conceptual proposals for consideration to be the selected artist for the project.
• Napa Art Walk installed their 2021-2023 exhibit which features sculptures in the downtown corridor. Both a printed map and audio tour is available for the public to enjoy.
• The Downtown Utility Box Art Wrap program was completed in partnership with the Napa Downtown Association, using revenue from the Property Based Improvement District (PBID) assessment. Artwork from local and regional artists was transferred to vinyl and wrapped around 13 signal utility boxes downtown. Both a printed map and audio tour is available for the public to enjoy.
• Expanded the City's Public Art webpages include more information about the various programs and projects and included more public outreach to educate the community about the Public Art Fund.

Key Initiatives for Fiscal Year 2022/23:
• Launch the design and community engagement process for the Fuller Park Playable Art project and complete the selection of the qualified vendor(s) to support the implementation of the project.
• Complete the installation of the Roundabout Public Art project by June 30, 2023. • Start the Soscol Medians public art project and develop the Request For Qualifications to solicit artists for the project.
• Start the Vine Trail Gap Closure Public Art project and develop the Request For Qualifications to solicit artists for the project in partnership with the RAD and Napa Valley Vine Trail.
• Launch the Busking Program (Street Performers and Street Artists) for Dwight Murray Plaza and Veterans Park.

PRS Division Summary
Public Art
Proposed FY 22/23 Budget
102
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 119,273 3,452 125,000 125,000 100,000 (20) % Intergovernmental — — 85,000 85,000 — (100) %
Investment Earnings 70,649 9,883 31,000 13,040 10,000 (68) % Miscellaneous Revenues 105,500 — 30,000 30,000 — (100) % Total Revenues $ 295,422 $ 13,335 $ 271,000 $ 253,040 $ 110,000 (59) % Salaries & Wages 58,015 33,046 42,100 37,230 50,800 21 % Benefits 16,797 13,170 12,422 14,240 12,100 (3) % Services - External 309,756 26,584 148,500 147,480 63,500 (57) % Materials and Supplies 27,633 743 13,500 14,500 8,000 (41) % Transfers Out 300 15,300 660,200 35,200 775,200 17 % Total Expenditures $ 412,500 $ 88,844 $ 876,722 $ 248,650 $ 909,750 4 % Net Contribution / (Use) (117,078) (75,509) (605,722) 4,390 (799,750) 32 % Source of Funds
General 305,363 72,192 100,022 97,160 133,050 33 % General Non-Recurring — — — — — — %
Public Art (188,285) 3,317 505,700 (101,550) 666,700 32 % Source of Funds Total $ 117,078 $ 75,509 $ 605,722 $ (4,390) $ 799,750 32 % Major Budget Changes for Fiscal Year 2022/23:
• Transfer of funding from the Public Art Fund to support several new permanent art projects in the CIP program.
• Restored pre-COVID funding levels to the 2023 Napa Lighted Art Festival.

PRS Division Summary
Public Art
Proposed FY 22/23 Budget
103
ATTACHMENT 1

Community Development
Fiscal Year
2022/23
Proposed FY 22/23 Budget
104
ATTACHMENT 1

Mission Statement:

Deliver professional and responsive services to enhance the community’s quality of life.

Full-Time Equivalent (FTE) Employees:

Community Development Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 39.00 42.00 42.00 42.00
Limited-Term 2.00 2.00 2.00 1.00
Total FTE 41.00 44.00 44.00 43.00
Part-Time Salaries / Temp Help $128,810 $108,461 $96,910 $85,000 Community Development Department
Proposed FY 22/23 Budget
105
ATTACHMENT 1

Department Overview:

The Community Development Department provides community planning and development review, business retention and new business recruitment, wind down of redevelopment programs, building permitting and inspection, safe and clean neighborhoods, downtown parking system management, affordable housing programs and Section 8 housing services to the residents of Napa. These services are provided by the Planning, Economic Development, Housing, Building, Parking Management and Code Enforcement Divisions. The Department provides significant coordination between property owners, developers and businesses, and other City departments and outside agencies to ensure successful projects and programs. The Department administers and maintains the General Plan and Zoning Ordinance, and prepares studies and documentation to address future planning needs.

Revenues / Expenditures Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
CD Admin 105,638 25,356 23,247 — — (100) %
CD Economic Development 1,313,246 1,150,389 1,339,753 1,837,270 1,907,300 42 % CD Bldg Inspection/Plan Check 2,360,705 2,169,606 1,696,500 2,106,930 1,986,900 17 % CD Planning and Zoning 703,253 560,997 1,112,000 478,260 691,000 (38) % CD Housing 21,670,002 20,520,423 29,493,560 22,991,240 23,135,590 (22) % CD Parking Programs 962,912 500,143 776,000 764,640 773,000 — % Total Revenues $ 27,115,756 24,926,914 34,441,060 28,178,340 28,493,790 (17) % Expenditures
CD Admin 715,819 576,207 658,574 602,650 789,050 20 % CD Economic Development 1,620,477 1,699,039 2,269,153 1,943,700 2,282,520 1 % CD Bldg Inspection/Plan Check 1,656,165 1,329,885 1,841,022 1,445,690 1,853,740 1 % CD Planning and Zoning 1,875,733 1,620,337 2,562,733 1,401,410 2,276,140 (11) % CD Housing 20,549,358 20,331,153 35,466,495 19,611,080 20,137,490 (43) % CD Parking Programs 1,713,404 802,149 1,497,335 1,217,170 1,031,850 (31) % Total Expenditures $ 28,130,955 26,358,769 44,295,312 26,221,700 28,370,790 (36) % Net Contribution / (Use) $ (1,015,199) (1,431,855) (9,854,252) 1,956,640 123,000 100 % Community Development Department
Proposed FY 22/23 Budget
106
ATTACHMENT 1

Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
General 5,362,670 4,683,440 5,804,900 4,840,430 5,395,880 (7) % General Non-Recurring 472,823 622,598 1,730,026 202,560 300,000 (83) % EIFD — — — — 500 100 %
DIF Affordable Housing 3,412,819 254,495 5,544,910 330,770 349,150 (94) % DIF Parking 2,097 1,970 2,100 1,790 2,000 (5) %
Parking 1,529,194 607,254 1,256,872 973,670 793,850 (37) % Measure F 1% TOT Aff Hsg 21,324 39,426 1,805,924 41,770 56,500 (97) % CDBG 611,162 1,236,148 4,944,758 1,313,050 742,740 (85) % HOME Program 606,655 1,571,342 1,130,296 817,600 73,750 (93) % CalHome Program 44,500 272,084 2,355,445 37,320 51,150 (98) % SA Lo/Mod Set Aside 37,017 18,507 20,520 20,510 — (100) % Perm Local Housing Allocation — — 636,610 43,450 704,400 11 % Tourism Improvement District 496,277 605,699 923,800 595,190 1,155,050 25 % Business Dist Downtown 138,130 94,349 122,100 192,110 124,510 2 % Business Dist Oxbow 37,464 18,864 34,000 24,550 34,510 2 % Prop & Business Impr District 434,205 499,116 478,000 649,710 487,000 2 % Laurel Manor 344,354 417,140 460,000 407,050 424,500 (8) % Seminary Street 234,615 223,060 253,810 229,750 256,800 1 % Section 8 13,744,372 14,519,550 15,889,070 14,739,540 16,429,050 3 % 20% Low/Mod Income 135,893 99,569 190,600 163,880 197,800 4 % Local Housing 357,420 459,998 575,110 483,210 634,100 10 % Continuum of Care Program 107,889 114,018 135,460 113,690 156,550 16 % Housing 5% RDA Supplemental 76 143 1,000 100 1,000 — % Total Expenditures $ 28,130,955 26,358,769 44,295,312 26,221,700 28,370,790 (36) % Community Development Department
Proposed FY 22/23 Budget
107
ATTACHMENT 1

Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax — — — — 189,200 100 %
Transient Occupancy Tax 1,379,419 958,660 1,301,000 2,468,160 2,200,000 69 % Business License Taxes 32,387 35,313 49,000 28,080 31,200 (36) % Licenses and Permits 2,341,068 2,148,879 1,670,000 2,090,560 1,969,000 18 % Charges for Services 3,975,161 3,183,622 6,555,700 4,439,790 4,424,650 (33) % Intergovernmental 13,973,714 16,212,154 23,388,160 16,706,410 17,607,290 (25) % Investment Earnings 1,070,983 2,752 228,900 354,540 426,100 86 % Financing Revenues 1,143,038 1,488,556 474,000 1,325,480 931,000 96 % Miscellaneous Revenues 3,102,851 668,752 661,500 680,890 664,300 — % Transfers In 97,136 228,226 112,800 84,430 51,050 (55) % Total Revenues $ 27,115,756 $ 24,926,914 $ 34,441,060 $ 28,178,340 $ 28,493,790 (17) % Salaries & Wages 3,768,679 3,834,381 4,404,788 3,646,050 4,832,000 10 % Benefits 1,825,985 1,858,434 2,254,930 2,053,650 2,217,700 (2) % Services - External 20,624,400 19,640,348 35,950,272 19,413,090 20,135,660 (44) % Debt Service 136,172 136,172 137,500 136,170 138,500 1 % Services - Internal 215,473 204,114 245,900 247,960 336,930 37 % Materials and Supplies 45,327 40,361 63,010 52,350 77,950 24 % Transfers Out 1,514,919 644,958 1,238,912 660,430 632,050 (49) % Total Expenditures $ 28,130,955 $ 26,358,769 $ 44,295,312 $ 26,221,700 $ 28,370,790 (36) % Net Contribution / (Use) (1,015,199) (1,431,855) (9,854,252) 1,956,640 123,000 100 % Department General Fund Revenues and Expenditures
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Business License Taxes 32,387 35,313 49,000 28,080 31,200 (36) % Licenses and Permits 2,341,068 2,148,879 1,670,000 2,090,560 1,969,000 18 % Charges for Services 510,672 399,617 319,500 413,380 377,700 18 % Total Revenues $ 2,884,126 $ 2,583,809 $ 2,038,500 $ 2,532,020 $ 2,377,900 17 % Salaries & Wages 2,468,572 2,233,064 2,636,080 2,114,890 2,919,500 11 % Benefits 1,170,686 1,075,607 1,357,220 1,228,950 1,329,950 (2) % Services - External 1,588,755 1,242,299 1,534,900 1,226,550 846,000 (45) % Services - Internal 110,800 120,000 147,800 149,860 168,180 14 % Materials and Supplies 23,857 12,470 28,900 20,180 32,250 12 % Transfers Out — — 100,000 100,000 100,000 — %
Total Expenditures $ 5,362,670 $ 4,683,440 $ 5,804,900 $ 4,840,430 $ 5,395,880 (7) % Net Contribution / (Use) (2,478,544) (2,099,631) (3,766,400) (2,308,410) (3,017,980) — % Community Development Department
Proposed FY 22/23 Budget
108
ATTACHMENT 1

Division Overview:

The Affordable Housing Program includes a variety of programs to provide decent, safe, affordable housing to qualified residents working in partnership with City departments and outside government agencies, community organizations and the private sector. These programs are divided into two categories: those funds that are generated by or directly granted to the City of Napa and those funds that are generated by or directly granted to the Housing Authority. All Affordable Housing Program costs are funded by designated federal, state and local funds except for a contribution from the General Fund for the operation of the homeless shelter and fair housing counseling.

Housing programs include the federally funded Community Development Block Grant (CDBG) and HOME programs as well as the state funded CalHome program. They also include the City’s Affordable Housing Impact Fund, which is locally funded from affordable housing impact fees on both residential and non-residential (e.g., office, hotel, retail, industrial, etc.) development. The programs utilizing these funds include affordable housing development, acquisition, rehabilitation, assistance to first-time homebuyers, and other community development activities. The Housing Authority Programs include federally funded Section 8 Housing Vouchers, Mainstream Vouchers and Continuum of Care Funds as well as the ownership and operation of Laurel Manor, a 50-unit senior apartment complex.

Major Accomplishments in Fiscal Year 2021/22:
• Construction completed on 34 units of affordable ownership housing and 50 units of rental housing. Construction started on 107 units of rental housing. • Continued to disburse CDBG CARES funds for response to the pandemic including providing emergency food, rental assistance, small business assistance, and child care assistance to the community.
• Awarded 45 new Emergency Housing vouchers for chronically homeless persons. • Continue to manage over $2.8M in State CDBG Disaster Recovery funding and $2.2M in Cal Home Disaster Assistance funding due to the 2017 wildfires. Funding is being used to create new affordable rental housing and provide first time homebuyer assistance.

Key Initiatives for Fiscal Year 2022/23:
• Continue to allocate project-based vouchers to affordable housing developments. • Continue to apply for new federal voucher allocations as the U.S. Department of HUD makes them available and continue to assist with other jurisdictions in Napa County to apply for additional State housing grants when funding is available. • Continue Junior Unit Initiative Program to create affordable rental ADUs. • Provide housing funding to affordable housing developments to increase affordable housing units in Napa.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Affordable Housing
# of affordable housing
unit building permits
issued
Trend 191 26
Housing Rehab Program # households assisted
annually
40 households per
year 65 31
Family Self Sufficiency # FSS graduates 4 per year 7 4
CDD Division Summary
Housing
Proposed FY 22/23 Budget
109
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Transient Occupancy Tax 1,379,419 958,660 1,301,000 2,468,160 2,200,000 69 % Charges for Services 1,405,519 1,316,374 4,037,200 1,539,660 1,392,450 (66) % Intergovernmental 13,973,714 15,966,798 22,830,760 16,706,410 17,607,290 (23) % Investment Earnings 603,325 70,133 120,300 230,210 301,500 151 % Financing Revenues 1,143,038 1,488,556 474,000 1,325,480 931,000 96 % Miscellaneous Revenues 3,102,851 668,752 661,500 680,890 664,300 — % Transfers In 62,136 51,150 68,800 40,430 39,050 (43) % Total Revenues $ 21,670,002 $ 20,520,423 $ 29,493,560 $ 22,991,240 $ 23,135,590 (22) % Salaries & Wages 1,137,617 1,440,544 1,575,308 1,356,310 1,627,300 3 % Benefits 575,792 717,610 804,450 740,370 770,500 (4) % Services - External 18,216,410 17,522,892 32,384,827 16,845,060 17,038,640 (47) % Debt Service 136,172 136,172 137,500 136,170 138,500 1 % Services - Internal 30,700 36,000 51,500 51,500 60,000 17 % Materials and Supplies 16,730 16,584 20,510 17,640 24,800 21 % Transfers Out 435,936 461,350 492,400 464,030 477,750 (3) % Total Expenditures $ 20,549,358 $ 20,331,153 $ 35,466,495 $ 19,611,080 $ 20,137,490 (43) % Net Contribution / (Use) 1,120,644 189,270 (5,972,935) 3,380,160 2,998,100 100 % Source of Funds
General 755,123 749,991 750,000 750,000 60,000 (92) % General Non-Recurring 136,139 333,751 772,981 101,300 — (100) % DIF Affordable Housing (155,202) (596,385) 1,991,910 (903,170) (643,850) (132) % Measure F 1% TOT Aff Hsg (1,436,770) (948,197) 497,424 (2,493,630) (2,226,000) (548) % CDBG 237,531 21,858 599,305 159,350 (124,500) (121) % HOME Program (252,006) 697,038 455,600 (580,160) (491,250) (208) % CalHome Program (92,653) 121,656 255,175 (237,130) (124,350) (149) % SA Lo/Mod Set Aside 17,625 (18,312) 2,020 1,700 — (100) % Perm Local Housing Allocation — — 400 (45,360) 283,900 70,875 % Laurel Manor (181,946) 4,130 27,000 (51,930) (17,000) (163) % Seminary Street (17,509) (16,621) 5,810 (18,110) — (100) % Section 8 39,298 (529,699) 372,540 (224,770) (16,000) (104) % 20% Low/Mod Income (38,181) (23,969) 178,100 38,470 171,800 (4) % Local Housing (128,199) 15,717 66,610 123,820 130,150 95 % Continuum of Care Program (1) 2 60 490 — (100) %
Housing 5% RDA Supplemental (3,893) (228) (2,000) (1,030) (1,000) — % Source of Funds Total $ (1,120,644) $ (189,270) $ 5,972,935 $ (3,380,160) $ (2,998,100) (150) % Major Budget Changes for Fiscal Year 2022/23:
• Decrease in External Services due to prior year budget for development loans approved by Council for Heritage House, Valley Lodge, HHS. • Decrease in External Services due to disbursement of one-time CDBG CARES funding. • Decrease in External Services due to multi-year grants being fully budgeted upon award.
• Decrease in External Services as a result of moving homeless services to a new homeless program.

CDD Division Summary
Housing
Proposed FY 22/23 Budget
110
ATTACHMENT 1

Division Overview:

The Building Program is part of the Community Development Department and is responsible for regulating the construction and use of buildings and structures through the application of adopted codes and ordinances. The purpose of codes and ordinances is to provide minimum standards to safeguard life or limb, health, property and public welfare by regulating the design, construction, quality of materials, use and occupancy, location and maintenance of all buildings and structures in Napa. The Division reviews construction plans, issues permits, and performs inspections to ensure building projects are built safely and in compliance with state and local codes and regulations helping to create a vibrant, livable, and safe-built community. The Division works closely with other City departments and county-wide agencies, including Public Works, Fire Prevention, Environmental Health, and helps investigate complaints of illegal construction or use of structures in conjunction with the Code Enforcement and Planning Programs. A vital part of the services provided by the Building Division staff is to assist business and homeowners, construction professionals and the general public by explaining requirements and provisions governing development regulations and construction methods.

Major Accomplishments in Fiscal Year 2021/22:
• Provided uninterrupted service of the Building Division through the pandemic, devised modified operating procedures.
• Performed $134,644 of in-house plan reviews that would have otherwise gone out to a consultant for review. Plan reviews in house- 770
• Nearing completion of pre-approved ADU plans catalog. This will assist in streamlining ADU permitting.
• Permit Applications- 3658, inspections performed 15,416 • Participated in multiple Napa Sonoma ADU Center webinars to advise the residents in regard to ADU construction and permitting.

Key Initiatives for Fiscal Year 2022/23:
• Implementation of a new and improved development platform. • Implement electronic plan submittal, review, and permitting. • Reorganization of building division staffing plan to encourage internal development, employee retention, advancement opportunity. • Continue development review process improvements. • Implement pre-approved ADU plan review services.

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
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 90% 90%
CDD Division Summary
Building Plan Check and Inspection
Proposed FY 22/23 Budget
111
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Business License Taxes 18,309 19,978 26,000 15,570 17,200 (34) % Licenses and Permits 2,341,068 2,148,879 1,670,000 2,090,560 1,969,000 18 % Charges for Services 1,329 750 500 800 700 40 %
Total Revenues $ 2,360,705 $ 2,169,606 $ 1,696,500 $ 2,106,930 $ 1,986,900 17 % Salaries & Wages 759,918 701,592 957,260 750,650 984,400 3 % Benefits 384,675 353,285 511,862 447,120 494,050 (3) % Services - External 469,006 233,796 328,400 203,900 330,000 — % Services - Internal 34,420 34,420 31,700 31,700 31,440 (1) % Materials and Supplies 8,145 6,792 11,800 12,320 13,850 17 % Total Expenditures $ 1,656,165 $ 1,329,885 $ 1,841,022 $ 1,445,690 $ 1,853,740 1 % Net Contribution / (Use) 704,540 839,721 (144,522) 661,240 133,160 100 % Source of Funds
General (704,540) (839,721) 144,522 (661,240) (133,160) (192) % General Non-Recurring — — — — — — %
Source of Funds Total $ (704,540) $ (839,721) $ 144,522 $ (661,240) $ (133,160) (192) % Major Budget Changes for Fiscal Year 2022/23:
• Increase in Salaries and Benefits as a result of budget for Deputy Building Official and Plans Examiner positions that were "frozen" in FY2020/21.

CDD Division Summary
Building Plan Check and Inspection
Proposed FY 22/23 Budget
112
ATTACHMENT 1

Division Overview:

The Economic Development Division provides a full range of economic development services, with a focus on business development, attraction, retention and expansion. The Division coordinates between property owners, developers and business owners, and other City departments and outside agencies to ensure successful projects and new investment in the community. As the City’s designated Business Liaison, the Economic Development Division works closely with developers, new businesses, and existing businesses to provide location and permitting assistance, referrals to outside resources, economic data resources, and economic development market support. Additionally, the Economic Development Division is responsible for creating and implementing new program initiatives, and overseeing applicable incentive programs. The Division provides administrative support to the Tourism Improvement District local governing committee, and serves on the Property and Business Improvement District committee, and the Workforce Alliance of the North Bay's Napa Advisory Subcommittee. The Division facilitates public-private partnerships to further community goals, and collaborates with anchor institutions, community business organizations and other governmental agencies to foster a healthy local economy, and prepares economic trend data for use by other City departments and the public.

Major Accomplishments in Fiscal Year 2021/22:
• Completed the Creative Space and Local Manufacturing Action Plan, culmination of a $140,000 grant from the Economic Development Administration. • On path to formation of the Napa Enhanced Infrastructure Financing District for infrastructure investments of communitywide significance. • Worked with Parking Division and PBID to secure $450,000 for a new downtown signage and wayfinding program.
• Microgrant program dispersed $189, 563.88 amongst 41 grantees. • Launched the monthly ED Newsletter to better communicate with local businesses and other community stakeholders to share resources and updates.

Key Initiatives for Fiscal Year 2022/23:
• Execute the Creative Space and Local Manufacturing Action Plan recommendations. • Execute the Downtown signage and wayfinding program and support other parking and mobility projects.
• Manage several stakeholder groups such as the TID and Oxbow Task Force. • Improved business support and resources through our Business Alliance Program. • Improved data collection and communication system.

Division Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Downtown Investment Annual Private Real Estate $ Trend $7,933,500 $18,225,000 Annual Private Construction $ Trend $8,938,515 $7,245,323 Vacancy Rate Trend 10.22% 8%
CDD Division Summary
Economic Development
Proposed FY 22/23 Budget
113
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax — — — — 189,200 100 %
Charges for Services 1,276,935 1,067,713 1,269,000 1,830,130 1,711,500 35 % Intergovernmental — 80,000 64,153 — — (100) %
Investment Earnings 36,310 2,676 6,600 7,140 6,600 — % Total Revenues $ 1,313,246 $ 1,150,389 $ 1,339,753 $ 1,837,270 $ 1,907,300 42 % Salaries & Wages 264,972 232,057 387,200 252,530 289,100 (25) % Benefits 100,579 93,673 170,900 144,960 115,700 (32) % Services - External 1,243,254 1,363,507 1,703,453 1,542,960 1,867,520 10 % Services - Internal 1,900 2,000 3,000 3,000 2,200 (27) % Materials and Supplies 2,371 202 4,600 250 8,000 74 % Transfers Out 7,400 7,600 — — — — %
Total Expenditures $ 1,620,477 $ 1,699,039 $ 2,269,153 $ 1,943,700 $ 2,282,520 1 % Net Contribution / (Use) (307,231) (548,650) (929,400) (106,430) (375,220) — % Source of Funds
General 514,401 401,011 647,100 482,140 480,950 (26) % General Non-Recurring — — — — — — %
EIFD — — — — (189,200) — %
Tourism Improvement District (207,389) 144,375 282,300 (375,610) 84,050 (70) % Business Dist Downtown (203) 97 — (50) (90) — %
Business Dist Oxbow (349) 88 — (50) 10 100 %
Prop & Business Impr District 771 3,078 — — (500) — % Source of Funds Total $ 307,231 $ 548,650 $ 929,400 $ 106,430 $ 375,220 (60) % Major Budget Changes for Fiscal Year 2022/23:
• Increase in Salaries and Benefits as a result of budget for Economic Development Manager unfrozen and a new Economic Development Coordinator hire. • Increase in External Services for Downtown Napa Association pass-through accounts as a result of projected increase in revenues from FY2020/21. • Increase in External Services for Tourism Improvement District to increase marketing efforts in response to COVID-19 pandemic.

CDD Division Summary
Economic Development
Proposed FY 22/23 Budget
114
ATTACHMENT 1

Division Overview:

The Parking Program is responsible for the development of a self-sustained parking operation.

The Parking Program aims to meet the City's parking needs as the City continues to grow.

License plate reading cameras affixed to parking enforcement vehicles allow the Parking Program to run reports on violations and parking space utilization. Data acquired through these solutions will be essential in determining future needs for parking garages, transportation demand management strategies, and other related parking programs.

Major Accomplishments in Fiscal Year 2021/22:
• Updated the Parking Program's Implementation Plan Roadmap to show an updated list of parking initiatives for the years to come. Last update was in 2016. • Began clean-up efforts along problematic streets in collaboration with PW, Homeless Outreach, PD, and the Parks team.
• Worked with Economic Development to approve a new sign package for the wayfinding program.
• Presented the Parking Program's intention for a Paid Parking solution to various stakeholders in the City.
• Continue to use LPR data to measure and report utilization in all parking lots, garages, and on-street parking spaces.

Key Initiatives for Fiscal Year 2022/23:
• Further explore revenue generating opportunities.
• Continue to improve parking enforcement efficiencies. • Further explore implementation strategies for TDM solutions. Will work to find potential funding sources.
• Explore funding sources for parking lot maintenance program.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Parking Maintenance
Cleaning Frequency 7 days / week 5 days / week 5 days / week Sweeping Frequency 5 days / week 1 day / week 1 day / week CDD Division Summary
Parking
Proposed FY 22/23 Budget
115
ATTACHMENT 1

Division Details:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 496,565 393,123 630,000 603,450 643,000 2 % Investment Earnings 431,347 (70,057) 102,000 117,190 118,000 16 % Transfers In 35,000 177,076 44,000 44,000 12,000 (73) % Total Revenues $ 962,912 $ 500,143 $ 776,000 $ 764,640 $ 773,000 — % Salaries & Wages 266,108 282,472 314,900 317,910 402,050 28 % Benefits 119,723 114,791 147,223 146,180 161,550 10 % Services - External 175,980 169,153 325,900 582,800 286,000 (12) % Services - Internal 74,073 48,114 47,100 47,100 108,050 129 % Materials and Supplies 5,938 11,610 15,700 14,780 19,900 27 % Capital Outlay — — — 12,000 — — %
Transfers Out 1,071,583 176,008 646,512 96,400 54,300 (92) % Total Expenditures $ 1,713,404 $ 802,149 $ 1,497,335 $ 1,217,170 $ 1,031,850 (31) % Net Contribution / (Use) (750,492) (302,006) (721,335) (452,530) (258,850) — % Source of Funds
General 182,114 192,925 238,363 241,710 236,000 (1) % General Non-Recurring — — — — — — %
DIF Parking (106,829) 3,178 (8,400) (29,300) (28,000) — % Parking 675,207 105,903 491,372 240,120 50,850 (90) % Source of Funds Total $ 750,492 $ 302,006 $ 721,335 $ 452,530 $ 258,850 (64) % Major Budget Changes for Fiscal Year 2022/23:
• Additional Community Service Officer (Parking Ambassador) to assist with abandoned vehicle response and parking enforcement.
• Increase in Professional Services to accommodate the increased spending on junk tows.

CDD Division Summary
Parking
Proposed FY 22/23 Budget
116
ATTACHMENT 1

Division Overview:

The Planning Program provides a full range of planning services to the community. Its primary function is to guide private development in accordance with state law and the City’s adopted land use and physical development policies, regulations and guidelines. Major tasks include implementation and administration of land use and development policies and regulations; assisting residents, developers and real estate professionals with land use questions and procedures; and conducting environmental review.

The Program also participates in county-wide and regional planning efforts relating to land use, housing and transportation. The Long Range section implements policy direction by preparing land use studies and revising or develop ordinances.

Major Accomplishments in Fiscal Year 2021/22:
• Completed the Draft General Plan and Draft EIR as well as completed the Planning Commisson public hearings on these two key documents. The Planning Commission and City Council will conduct formal review of the Final General Plan and Final EIR in Q3/Q4 of 2022.
• Continued support of the Napa Sonoma ADU Center to assist Napa residents with building Accessory Dwelling Units (ADUs).
• Continued progress on completing the Sixth Cycle Housing Element Update. The Housing Element will be submitted to the State by January 2023. • Creation of a permanent Napa al Fresco program, which provides an opportunity for businesses to continue operations on City-owned land including sidewalks, plazas, parks, streets, and parking lots which was initiated during the pandemic to help businesses stay active.
• Completion of the Napa Pipe Development Agreement and associated agreements, approval of the Development Plan and Design Guidelines, and ongoing work to support construction of project infrastructure and other pre-development activities.

Key Initiatives for Fiscal Year 2022/23:
• Continue to support Downtown development including key downtown projects such as First Street Napa II, Wine Train Hotel Project, Franklin Station Hotel, and other infill development projects.
• Finalize the Housing Element Update with State Certification to occur in January 2023. • Continue work on the Development Review Process Improvements by further developing the Planning Division's web site to provide a broader array of information about pending development, City policies and regulations, etc. Improve the development review process with a focus on improving application forms and other public-facing information, finding internal efficiencies in the review process, and communicating the Division's activities to the public and the development community. • Continue to support Napa Pipe’s development by expediting review of residential projects that are consistent with the approved Development Plan to facilitate housing and Costco construction as part of the first phase of the Napa Pipe project.

CDD Division Summary
Planning
Proposed FY 22/23 Budget
117
ATTACHMENT 1

Performance Metrics:

Metric Indicator Target
CY 2020
Actual
CY 2021
Actual
Entitlement Applications by
Type
# processed (Administrative Permit) Trend 122 124
# processed (Discretionary Reviews) Trend 78 189
Determination of
Application Completeness
% of applications reviewed for
completeness within 30 days
100% 100% 100%
Final Application Approval % of final determinations made for applications requiring environmental
determination pursuant to CEQA that are
reviewed within 180 days
95% 100% 100%
% of final determinations made for
applications requiring an environmental
impact report (EIR) that are reviewed
within one year
95% 100% —%
Approved Residential
Development
# of single-family units Trend 89 20
# of multi-family units Trend 218 34
# of second units Trend 45 19
# of group bed units Trend — —
Approved Non-Residential
Development
# commercial square feet Trend 229,371 69,770
# office square feet Trend — —
# industrial square feet Trend — Not Available
# hotel rooms Trend 156 0
Code Enforcement
Average number of days to first contact
with reporting party Trend 7 7
Average number of days to first contact
with violating party Trend 7 7
% of cases resolved through voluntary
compliance 60% 95% 95%
Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Business License Taxes 14,078 15,335 23,000 12,510 14,000 (39) % Charges for Services 689,176 405,662 619,000 465,750 677,000 9 % Intergovernmental — 140,000 470,000 — — (100) %
Total Revenues $ 703,253 $ 560,997 $ 1,112,000 $ 478,260 $ 691,000 (38) % Salaries & Wages 1,004,599 870,581 924,680 688,580 1,092,900 18 % Benefits 479,083 440,053 485,020 421,910 511,600 5 % Services - External 364,078 285,617 1,018,633 157,500 528,000 (48) % Services - Internal 19,080 19,080 24,000 26,060 32,240 34 % Materials and Supplies 8,892 5,006 10,400 7,360 11,400 10 % Transfers Out — — 100,000 100,000 100,000 — %
Total Expenditures $ 1,875,733 $ 1,620,337 $ 2,562,733 $ 1,401,410 $ 2,276,140 (11) % Net Contribution / (Use) (1,172,479) (1,059,340) (1,450,733) (923,150) (1,585,140) — % Source of Funds
General 1,122,392 1,036,923 1,431,400 923,150 1,585,140 11 % General Non-Recurring 50,088 22,417 19,333 — — (100) % Source of Funds Total $ 1,172,479 $ 1,059,340 $ 1,450,733 $ 923,150 $ 1,585,140 9 % CDD Division Summary
Planning
Proposed FY 22/23 Budget
118
ATTACHMENT 1

Major Budget Changes for Fiscal Year 2022/23:
• None.

CDD Division Summary
Planning
Proposed FY 22/23 Budget
119
ATTACHMENT 1

Public Works
Fiscal Year
2022/23
Proposed FY 22/23 Budget
120
ATTACHMENT 1

Mission Statement:

Public Works provides professional, cost-effective and efficient services that support and enhance our community’s quality of life.

Full-Time Equivalent (FTE) Employees:

Public Works Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 83.00 83.00 83.00 84.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 83.00 83.00 83.00 84.00
Part-Time Salaries / Temp Help $ 271,899 $ 47,488 $ 119,000 $ 82,700 Public Works Department
Proposed FY 22/23 Budget
121
ATTACHMENT 1

Department Overview:

The Public Works Department’s core objectives are to design, construct, operate and maintain the City’s public infrastructure generally consisting of Streets, Sidewalks, Drainage and Stormwater Quality, Bridges, Street Lights, Traffic Signals, and Electrical. The department also manages essential roles within the City's Development Review Process and Construction Inspection Program, Traffic Safety, Transportation and Bike Trails, and Right-of-way management. Public Works oversees and manages the 5-year Capital Improvement Program (CIP) - including project management, scoping, design, and construction management - for a variety of general and restricted funding sources (ex. General Fund projects, Facilities, assessment districts, grants, utility undergrounding, Measure T, Gas Tax). Public Works oversees and manages internal city-wide services for Fleet Management and for City Facilities Maintenance and Capital Program Management.

The Department’s Administration Division provides department-wide leadership and oversight, budget and grant management services, and a wide range of administrative support services for the department's divisions.

Revenue / Expenditure Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
PW Admin 156 — — — — — %
PW Engineering 13,051,884 10,842,968 12,529,000 13,673,195 13,313,777 6 % PW Capital Projects 17,160,057 9,810,121 45,776,330 — 32,800,800 (28) % PW Construction 463,670 349,874 696,500 1,311,250 696,500 — % PW Development 1,142,712 719,629 971,783 1,897,602 866,000 (11) % PW General Services 4,612 7,341 5,000 3,500 2,000 (60) % PW Maintenance 78,945 121,069 23,500 132,519 25,500 9 % PW Local Streets Paving Prog 1,700,100 2,377,202 2,613,600 2,613,600 2,846,000 9 % PW Sidewalk Improvement Prog 2,203,500 3,155,853 2,150,000 2,150,000 1,900,000 (12) % PW Fleet 5,482,223 5,238,561 4,846,076 5,118,576 5,510,590 14 % Total Revenues $ 41,287,859 32,622,617 69,611,789 26,900,242 57,961,167 (17) % Expenditures
PW Admin 2,555,845 2,540,413 1,961,420 1,858,645 2,607,450 33 % PW Engineering 10,312,017 7,370,456 29,752,609 30,099,404 17,846,230 (40) % PW Capital Projects 20,624,797 11,052,785 54,363,591 — 33,670,000 (38) % PW Construction 810,184 978,341 1,093,974 771,981 1,382,980 26 % PW Development 2,522,258 2,412,739 2,725,272 2,365,857 3,068,450 13 % PW General Services 3,080,398 3,132,889 3,449,087 3,016,382 3,797,380 10 % PW Maintenance 2,592,468 2,358,131 2,624,949 2,690,100 2,877,610 10 % PW Local Streets Paving Prog 2,312,116 1,877,782 3,243,090 1,934,429 2,152,850 (34) % PW Sidewalk Improvement Prog 1,657,479 2,417,245 2,599,710 2,284,901 2,236,260 (14) % PW Fleet 3,949,507 3,916,144 7,192,987 5,096,699 6,065,830 (16) % Total Expenditures $ 50,417,069 38,056,926 109,006,689 50,118,399 75,705,040 (31) % Net Contribution / (Use) $ (9,129,209) (5,434,308) (39,394,900) (23,218,156) (17,743,873) — % Public Works Department
Proposed FY 22/23 Budget
122
ATTACHMENT 1

Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
General Fund 11,916,966 11,337,392 11,593,762 10,937,371 14,007,420 21 % General Non-Recurring 371,548 819,571 1,137,435 583,783 788,000 (31) % Gas Tax 1,946,760 553,908 1,055,927 1,055,927 3,638,800 245 % RMRA 23,673 2,075,353 2,802,000 2,802,000 1,952,000 (30) % Measure T Road Maint 5,058,109 3,726,947 14,374,878 13,738,878 10,153,500 (29) % DIF Big Ranch 1,540 20,837 2,472,975 2,472,975 1,000 (100) % DIF Linda Vista 1,778 25,227 2,065,039 2,065,159 1,620 (100) % DIF Lone Oak Drainage 2 2 500 500 500 — %
DIF N Jefferson Traffic 27,427 7,172 1,600,681 1,600,681 502,500 (69) % DIF Orchard Traffic 35 33 500 500 500 — %
DIF Redwood Rd 205 14,491 500 500 500 — %
DIF Street Improvement 2,435,591 499 503,698 503,698 500 (100) % DIF Underground Utility 67,278 139,561 3,648,610 3,648,610 3,500 (100) % Fair Share Contrib/Mitigat 792 765 1,000 1,000 1,000 — % Property Development Tax 182 182 500 500 500 — %
Public Infrastructure In Lieu 144 136 500 500 500 — % City Capital Projects 24,594,392 15,347,812 60,206,391 4,219,331 38,059,110 (37) % AD Lake Park 15,528 12,830 16,300 1,057,282 18,560 14 % AD River Park Maintenance 1,489 51,766 133,089 133,089 508,000 282 % Storm Drain Fees 4,123 6,298 199,418 199,418 1,200 (99) % Fleet 3,853,629 3,819,976 4,701,487 2,669,929 5,673,830 21 % Fleet Fire Apparatus 95,878 96,168 2,491,500 2,426,770 392,000 (84) % Total Expenditures $ 50,417,069 38,056,926 109,006,689 50,118,399 75,705,040 (31) % Public Works Department
Proposed FY 22/23 Budget
123
ATTACHMENT 1

Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Sales Tax 7,492,856 6,382,927 7,763,000 9,000,000 7,995,890 3 % Licenses and Permits 266,899 241,983 502,000 457,500 502,000 — % Charges for Services 7,527,155 6,737,698 6,782,700 8,242,822 7,381,590 9 % Intergovernmental 3,554,578 3,476,389 6,597,519 3,769,757 4,061,887 (38) % Investment Earnings 1,251,889 367,591 169,500 307,487 215,000 27 % Financing Revenues — 148 — — — — %
Miscellaneous Revenues 111,632 260,489 378,557 300,200 97,500 (74) % Transfers In 21,082,850 15,155,392 47,418,513 4,822,476 37,707,300 (20) % Total Revenues $ 41,287,859 $ 32,622,617 $ 69,611,789 $ 26,900,242 $ 57,961,167 (17) % Salaries & Wages 6,940,984 6,344,683 6,512,343 5,979,226 7,841,000 20 % Benefits 3,721,531 3,682,293 3,911,322 3,697,755 4,427,650 13 % Services - External 3,254,837 4,334,835 5,204,941 4,256,485 4,337,780 (17) % Debt Service 128,499 128,499 130,000 130,000 128,510 (1) % Services - Internal 2,764,484 2,967,506 2,456,300 2,456,750 3,046,950 24 % Materials and Supplies 2,228,489 1,850,650 2,311,600 2,142,649 1,488,850 (36) % Capital Outlay 14,622,082 7,340,182 48,191,182 3,246,620 33,451,000 (31) % Transfers Out 16,756,163 11,408,278 40,289,001 28,208,914 20,983,300 (48) % Total Expenditures $ 50,417,069 $ 38,056,926 $ 109,006,689 $ 50,118,399 $ 75,705,040 (31) % Net Contribution / (Use) (9,129,209) (5,434,308) (39,394,900) (23,218,156) (17,743,873) — % Department General Fund Revenues and Expenditures
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Licenses and Permits 101,823 116,655 102,000 257,500 102,000 — % Charges for Services 702,882 560,434 743,000 1,105,269 740,000 — % Intergovernmental 15,000 45,375 15,000 15,000 17,000 13 % Miscellaneous Revenues — — 7,500 7,500 7,500 — %
Transfers In 59,400 60,800 — — — — %
Total Revenues $ 879,105 $ 783,263 $ 867,500 $ 1,385,269 $ 866,500 — % Salaries & Wages 4,677,672 4,125,358 4,308,610 3,952,022 5,556,800 29 % Benefits 2,391,168 2,350,576 2,567,552 2,453,694 3,051,250 19 % Services - External 1,708,415 1,775,359 2,247,500 1,992,930 2,319,400 3 % Debt Service 128,499 128,499 130,000 130,000 128,510 (1) % Services - Internal 2,290,101 2,436,006 1,758,000 1,758,000 2,289,160 30 % Materials and Supplies 371,693 412,293 582,100 650,725 662,300 14 % Capital Outlay 49,419 1,302 — — — — %
Transfers Out 300,000 108,000 — — — — %
Total Expenditures $ 11,916,966 $ 11,337,392 $ 11,593,762 $ 10,937,371 $ 14,007,420 21 % Net Contribution / (Use) (11,037,862) (10,554,128) (10,726,262) (9,552,101) (13,140,920) — % Public Works Department
Proposed FY 22/23 Budget
124
ATTACHMENT 1

Division Overview:

The Capital Improvement Program includes the acquisition, design and/or construction of Capital Improvements meaning major, physical expenditures such as land, buildings, public infrastructure and equipment. The Capital Improvement Program is used to guide capital investments, optimizing available resources to maintain and construct infrastructure with an emphasis on public health, safety and quality of life.

Major Accomplishments in Fiscal Year 2021/22:
• Vine Trail Gap Closure Project is completed. This project provides a much needed link in the Vine Trail network between Vallejo St. and First St. Construction was completed in December 2021 for a total cost of $1.9 million.
• Measure T funded rehabilitation projects were completed on Trancas St., Trower Ave., Soscol Ave., and Bremen and Bancroft Courts. These projects provided concrete infrastructure and pavement restorations.

Key Initiatives for Fiscal Year 2022/23:
• Citywide building facility projects will begin for roof repairs, exterior repairs, and ADA barrier removals; and the ongoing development of the City's Building Facility Asset Management program.
• Construction for the conversion of overhead utilities to underground within the Jefferson Underground Utility District.
• Bridge conditions assessments and grant funding opportunities.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Capital Project
Performance % projects completed on time 70% 85% 75%
% projects completed within budget 70% 70% 75%
% of non-owner initiated change order costs <10% 4% 5%
Public Works Division Summary
Capital Projects
Proposed FY 22/23 Budget
125
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Intergovernmental 368,611 173,588 2,958,236 — — (100) % Investment Earnings — 161,747 — — — — %
Financing Revenues — 148 — — — — %
Miscellaneous Revenues 10,519 29,621 222,057 — — (100) % Transfers In 16,780,927 9,445,018 42,596,037 — 32,800,800 (23) % Total Revenues $ 17,160,057 $ 9,810,121 $ 45,776,330 $ — $ 32,800,800 (28) % Salaries & Wages 553,798 472,224 — — — — %
Benefits 257,491 156,984 — — — — %
Services - External — 241 17,109 — — (100) %
Capital Outlay 13,104,383 5,870,749 42,902,395 — 29,525,000 (31) % Transfers Out 6,709,125 4,552,587 11,444,087 — 4,145,000 (64) % Total Expenditures $ 20,624,797 $ 11,052,785 $ 54,363,591 $ — $ 33,670,000 (38) % Net Contribution / (Use) (3,464,740) (1,242,663) (8,587,261) — (869,200) — % Source of Funds
City Capital Projects 3,464,740 1,242,663 8,587,261 — 869,200 (90) % Source of Funds Total $ 3,464,740 $ 1,242,663 $ 8,587,261 $ — $ 869,200 (90) % Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
Capital Projects
Proposed FY 22/23 Budget
126
ATTACHMENT 1

Division Overview:

The Construction Division is responsible for construction management and inspection of the City's Capital Improvement Projects, issuing and inspecting encroachment permits for any work, events, or storage conducted within the City's right-of-way, and inspecting improvements within the City's right-of-way for private development projects.

This division also directly supports the Capital Improvement Program (CIP) Program, Streets and Sidewalk Improvement Programs. Portions of their responsibilities related to these programs are included in those program descriptions.

Major Accomplishments in Fiscal Year 2021/22:
• Provided construction management and inspection for the construction of multiple CIP projects such as Soscol Avenue Rehabilitation Central Avenue to La Homa Drive, Soscol Avenue at Old Soscol Way Traffic Signal Improvements Phase 1, Los Flores Community Center Paving and ADA, Vineyard Park Area Concrete Repair, and the Trancas Street Fog Seal Coat Projects.
• Provided oversight for the construction of the Vine Trail Gap Closure and Trower Avenue Rehabilitation Phase 2 Projects.
• Provided inspection for right-of-way improvements for more than 22 development projects.
• Provided inspection for more than 500 encroachment permits. • Implemented Procore construction management software to improve division efficiency and record keeping.

Key Initiatives for Fiscal Year 2022/23:
• Provide construction management and inspection of various capital improvement projects.
• Provide construction management and inspection of various facilities capital improvement projects.
• Provide inspection for right-of-way improvements of various development projects. • Provide inspection for encroachment permits.
• Continue implementation of new Procore software modules.

Public Works Division Summary
Construction
Proposed FY 22/23 Budget
127
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Licenses and Permits 13,044 13,822 13,000 26,000 13,000 — % Charges for Services 450,626 336,052 683,500 1,285,250 683,500 — % Total Revenues $ 463,670 $ 349,874 $ 696,500 $ 1,311,250 $ 696,500 — % Salaries & Wages 384,348 459,153 427,690 429,990 567,700 33 % Benefits 216,961 288,758 288,184 269,191 327,800 14 % Services - External 164,897 191,858 342,000 39,600 342,000 — % Services - Internal 41,328 34,930 29,100 29,100 40,080 38 % Materials and Supplies 2,650 3,641 7,000 4,100 18,400 163 % Total Expenditures $ 810,184 $ 978,341 $ 1,093,974 $ 771,981 $ 1,382,980 26 % Net Contribution / (Use) (346,514) (628,467) (397,474) 539,269 (686,480) — % Source of Funds
General Fund 359,793 538,670 397,474 360,731 599,480 51 % General Non-Recurring (13,279) 89,798 — (900,000) 87,000 100 % Source of Funds Total $ 346,514 $ 628,467 $ 397,474 $ (539,269) $ 686,480 73 % Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
Construction
Proposed FY 22/23 Budget
128
ATTACHMENT 1

Division Overview:

The Development Engineering Division is responsible for the engineering review, developing conditions of approval, plan check and processing of private development applications. The division also oversees the transportation planning and traffic engineering, stormwater quality, floodplain management, severe weather monitoring program, Real Estate/Property Program, and GIS Program Management and support.

Major Accomplishments in Fiscal Year 2021/22:
• Processed and reviewed plans and maps for multiple important projects including Napa Pipe, Heritage House/Valle Verde, Vista Grove Subdivision. • Completed Phase I of Storm Drain Assessment. Initiated Phase II of Stormwater Assessment.
• Provided Technical Assistance and Review for the General Plan. In particular, Transportation Element.
• Assisted with the design and bid package preparation for the Jefferson Corridor ATMS Project. Project has been awarded and staff will provide technical support through the completion of this project.
• Secured funding and initiated the Local Roadway Safety Plan. Staff solicited proposals and have a consultant under contract. Implemented Web Based Traffic Collision identification and public interface for complaints and concerns.

Key Initiatives for Fiscal Year 2022/23:
• Compete Phase II of Storm Drain Assessment. This effort will feed into Capital projects to rehabilitate/repair/replace damaged and aged pipe facilities. • Continue plan review and support for Napa Pipe projects. • Advance the Lucity and GIS for Stormwater infrastructure documentation and workorders. QA/QC Stormwater Assessment data into GIS for use by others. • Support Planning in efforts to develop permanent guidelines for the Outdoor Dining and Parklet program
• Provide support for Real Estate/Right of Way functions.

Public Works Division Summary
Development Engineering
Proposed FY 22/23 Budget
129
ATTACHMENT 1

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Development
Engineering
# IDR Referrals Trend 11,900% 21,900%
# Building Referrals Trend 21,600% 21,700%
Plan Check (Engineering): Use Permits Trend 300% 500%
Plan Check (Engineering): Single Family
Dwellings Trend 7 4
Plan Check (Engineering): Subdivisions Trend 5 5
Lot Line Adjustments Trend 7 11
Stormwater Quality # of illicit discharges reported Trend 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)
164 CB's =
144%
165 CB's =
145%
Traffic Counts
% traffic counts on major streets
completed and published annually by
February 15 100% Not Available 0.39
Speed Surveys
# of expiring speed surveys completed Trend Not Available 47 % of expiring speed surveys completed 100% Not Available 0.94 Traffic Safety
# engineering change recommendations
made Trend 29 11
Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Licenses and Permits 253,855 228,161 489,000 431,500 489,000 — % Charges for Services 547,956 385,608 374,000 1,355,163 374,000 — % Intergovernmental 23,741 — 105,783 105,783 — (100) % Investment Earnings 17,160 (2,140) 3,000 5,156 3,000 — % Transfers In 300,000 108,000 — — — — %
Total Revenues $ 1,142,712 $ 719,629 $ 971,783 $ 1,897,602 $ 866,000 (11) % Salaries & Wages 1,183,901 925,597 975,903 988,917 1,491,550 53 % Benefits 593,302 509,233 490,737 474,670 734,000 50 % Services - External 428,416 771,732 1,224,832 875,452 797,700 (35) % Services - Internal 14,180 14,180 16,200 16,200 19,450 20 % Materials and Supplies 2,459 8,997 17,600 10,618 25,750 46 % Capital Outlay — 75,000 — — — — %
Transfers Out 300,000 108,000 — — — — %
Total Expenditures $ 2,522,258 $ 2,412,739 $ 2,725,272 $ 2,365,857 $ 3,068,450 13 % Net Contribution / (Use) (1,379,546) (1,693,111) (1,753,489) (468,255) (2,202,450) — % Source of Funds
General Fund 1,816,371 1,380,786 1,444,337 978,074 2,223,950 54 % General Non-Recurring (272,707) 319,272 331,652 (451,182) 1,000 (100) % Property Development Tax (29,582) (8,135) (22,500) (22,500) (22,500) — % Public Infrastructure In Lieu (134,536) 1,188 — (36,137) — — % Source of Funds Total $ 1,379,546 $ 1,693,111 $ 1,753,489 $ 468,255 $ 2,202,450 26 % Public Works Division Summary
Development Engineering
Proposed FY 22/23 Budget
130
ATTACHMENT 1

Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
Development Engineering
Proposed FY 22/23 Budget
131
ATTACHMENT 1

Division Overview:

The Engineering Division provides a full range of engineering support services, including design and management of a variety of engineering related to the capital projects, facilities capital maintenance program, Measure T projects, and special projects, general engineering support to field operations. This division also directly supports the Capital Improvement Program (CIP) Program, Streets and Sidewalk Improvement Programs. Portions of their responsibilities related to these programs are included in those program descriptions.

Major Accomplishments in Fiscal Year 2021/22:
• Numerous projects funded by the CIP Facilities Reserve have been advancing from scoping to schematic designs. These include, but are not limited to, needed repairs/ improvements at City Hall, the Senior Activity Center, Las Flores Community Center, the Corporation Yard, and PD Administration.
• Numerous Measure T projects in active design phase: Browns Valley Road; Freeway Drive; Lincoln Ave; Westwood area projects.
• Developed Right-of-Way expertise within the division.

Key Initiatives for Fiscal Year 2022/23:
• Oversee design/construction of various capital improvement projects including transportation improvements, utilities conversions, and building facility projects. • Implementation of ARPA funded projects.
• Implementation of the Measure T 5-Year Plan.
• Production of a new Public Works CIP Engineering Manual.

Public Works Division Summary
Engineering
Proposed FY 22/23 Budget
132
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Sales Tax 7,492,856 6,382,927 7,763,000 9,000,000 7,995,890 3 % Charges for Services 1,482,507 1,076,088 1,081,000 846,190 1,081,000 — % Intergovernmental 3,147,226 3,257,426 3,518,500 3,648,974 4,044,887 15 % Investment Earnings 929,296 126,526 166,500 178,031 192,000 15 % Total Revenues $ 13,051,884 $ 10,842,968 $ 12,529,000 $ 13,673,195 $ 13,313,777 6 % Salaries & Wages 444,044 399,485 389,410 965,056 522,050 34 % Benefits 215,380 283,156 388,385 796,704 430,550 11 % Services - External 84,125 123,336 97,500 98,274 103,880 7 % Services - Internal 11,940 11,940 22,500 22,500 25,850 15 % Materials and Supplies 2,290 3,048 9,900 7,957 12,600 27 % Transfers Out 9,554,238 6,549,491 28,844,914 28,208,914 16,751,300 (42) % Total Expenditures $ 10,312,017 $ 7,370,456 $ 29,752,609 $ 30,099,404 $ 17,846,230 (40) % Net Contribution / (Use) 2,739,867 3,472,512 (17,223,609) (16,426,209) (4,532,453) — % Source of Funds
General Fund 716,700 731,650 877,495 784,189 1,062,550 21 % General Non-Recurring — — — — — — %
Gas Tax 176,125 (1,129,531) (915,073) (948,537) 1,403,741 100 % RMRA (1,429,265) 471,351 1,240,500 1,137,490 134,172 (89) % Measure T Road Maint (2,521,874) (2,748,632) 6,606,878 4,738,878 2,152,610 (67) % DIF Big Ranch (142,910) 13,816 2,453,475 2,453,475 (18,500) (101) % DIF Linda Vista (54,868) 10,794 2,053,539 2,049,517 (9,880) (100) % DIF Lone Oak Drainage (96) 16 500 484 500 — %
DIF N Jefferson Traffic (150,522) 27,135 1,576,181 1,576,181 478,000 (70) % DIF Orchard Traffic (1,795) 290 — — — — %
DIF Redwood Rd (10,466) 16,043 (1,500) (1,500) (1,500) — % DIF Street Improvement 1,836,047 (332,487) (31,802) 266,698 (535,000) — % DIF Underground Utility (390,864) (26,653) 3,414,110 3,392,690 (231,000) (107) % Fair Share Contrib/Mitigat (43,004) 5,864 (2,500) (8,000) (34,000) — % AD Lake Park (235,254) (164,050) (106,200) 934,782 (103,940) — % AD River Park Maintenance (481,209) (353,149) (141,411) (147,911) 233,500 100 % Storm Drain Fees (6,612) 5,031 199,418 197,774 1,200 (99) % Source of Funds Total $ (2,739,867) $ (3,472,512) $ 17,223,609 $ 16,426,209 $ 4,532,453 (74) % Major Budget Changes for Fiscal Year 2022/23:
• The PW Engineering and PW Measure T support keys were combined into the PW Engineering budget to reflect the current department operations. The funds will still be used for Measure T support.
• Restored training budget for engineering staff. This budget was cut as part of the Department's FY20 and 21 Covid-19 replated budget reductions.

Public Works Division Summary
Engineering
Proposed FY 22/23 Budget
133
ATTACHMENT 1

Division Overview:

The Fleet Management Division provides full-service, "cradle-to-grave" management of the vehicles and equipment used by all City operations. This process begins with specification development, establishing appropriate rental rates and replacement scheduling; including outright purchases, as well as leases. Fleet also provides in-service preparation and up-fitting coordination. Fleet's in-house technicians perform regular repairs, scheduled maintenance, mobile maintenance and inspections.

Major Accomplishments in Fiscal Year 2021/22:
• Enabled the purchase of over $4.75M dollars in Equipment/Vehicles/Fire Apparatus. • Received increased revenues of retired equipment/assets. Secured on average 40-50% return of assets that were disposed of using online Auction system. • Implemented new Geotab Telematics solution with integration into AssetWorks providing robust real time telematics data helping to manage Fleet resources better. • Purchased 11 hybrid Police Interceptor SUVs & 2 additional Hybrid/Electric vehicles furthering green fleet initiatives. Replaces about 8% of our fleet with more fuel-efficient Fleet.
• Initiated an online Accident reporting system for City property, most importantly vehicle accidents.

Key Initiatives for Fiscal Year 2022/23:
• Develop anti idling policy and technology to reduce fuel usage, emissions and increase savings.
• Purchase more Electric and Hybrid vehicles/equipment to further green fleet initiatives. • Improve equipment and facility for Fleet repairs to better suit current operations and future vehicle/equipment repair & maintenance needs.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Fleet Maintenance # of Completed Work Orders Trend 1,385 1,498 Public Works Division Summary
Fleet
Proposed FY 22/23 Budget
134
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 5,036,754 4,917,715 4,638,200 4,642,700 5,240,090 13 % Investment Earnings 305,433 62,977 — 124,300 20,000 100 % Miscellaneous Revenues 101,113 230,869 149,000 292,700 90,000 (40) % Transfers In 38,923 27,000 58,876 58,876 160,500 173 % Total Revenues $ 5,482,223 $ 5,238,561 $ 4,846,076 $ 5,118,576 $ 5,510,590 14 % Salaries & Wages 655,313 592,552 626,490 683,059 726,050 16 % Benefits 470,864 422,480 368,610 368,710 406,950 10 % Services - External 486,483 609,411 727,000 517,530 584,500 (20) % Services - Internal 83,434 104,568 83,800 84,250 172,180 105 % Materials and Supplies 651,733 659,077 98,300 196,530 250,150 154 % Capital Outlay 1,468,280 1,390,656 5,288,787 3,246,620 3,926,000 (26) % Transfers Out 133,400 137,400 — — — — %
Total Expenditures $ 3,949,507 $ 3,916,144 $ 7,192,987 $ 5,096,699 $ 6,065,830 (16) % Net Contribution / (Use) 1,532,716 1,322,416 (2,346,911) 21,877 (555,240) — % Source of Funds
General Fund — — — — — — %
General Non-Recurring — — — — — — %
Fleet (1,172,694) (992,048) 280,511 (2,003,547) 804,240 187 % Fleet Fire Apparatus (360,022) (330,369) 2,066,400 1,981,670 (249,000) (112) % Source of Funds Total $ (1,532,716) $ (1,322,416) $ 2,346,911 $ (21,877) $ 555,240 (76) % Major Budget Changes for Fiscal Year 2022/23:
• Increases to parts and equipment/vehicles.

Public Works Division Summary
Fleet
Proposed FY 22/23 Budget
135
ATTACHMENT 1

Division Overview:

The General Services Division provides City building facilities maintenance and custodial services, electrical system maintenance, streetlights system maintenance, and signal infrastructure maintenance.

Major Accomplishments in Fiscal Year 2021/22:
• Implemented Work Orders and Preventive Maintenance programs in our Lucity Asset Management and Work order system for Facilities division. • Highlighted needs for Facility maintenance and repairs enabling Public Works to secure over $1M of facilities funding for CIP.
• Passed County HAZMAT inspection and upgraded City wide HAZMAT cage to "Best seen to date" by inspector, HAZMAT contractor and Du-All safety consultant. • Implemented Work Orders and Preventive Maintenance programs in our Lucity Asset Management and Work order system for Facilities division.

Key Initiatives for Fiscal Year 2022/23:
• Upgrade corp yard electrical system.
• Upgrade all Fire Station Security/Entry access hardware/technology. • Begin to develop Internal Service Fund (ISF) for Facilities by collecting financial data. • Complete Fiber connection from Corp Yard to City Hall for multi-use and improved communication infrastructure.
• Install City owned vehicle charging infrastructure for future Fleet needs throughout City facilities.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Preventative
Maintenance
% of total maintenance time classified
as "preventative maintenance" 70% Not Available Not Available Electrical # of Completed Work Orders Trend 588 1,050
Facilities
Maintenance # of Completed Work Orders Trend 1 77
Public Works Division Summary
General Services
Proposed FY 22/23 Budget
136
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 4,612 7,341 5,000 3,500 2,000 (60) % Total Revenues $ 4,612 $ 7,341 $ 5,000 $ 3,500 $ 2,000 (60) % Salaries & Wages 1,068,070 1,063,298 1,157,220 945,675 1,329,400 15 % Benefits 556,699 597,934 669,867 586,993 723,500 8 % Services - External 916,669 996,095 1,170,500 1,021,164 1,236,700 6 % Debt Service 128,499 128,499 130,000 130,000 128,510 (1) % Services - Internal 185,347 199,153 154,600 154,600 163,770 6 % Materials and Supplies 175,695 146,608 166,900 177,950 215,500 29 % Capital Outlay 49,419 1,302 — — — — %
Total Expenditures $ 3,080,398 $ 3,132,889 $ 3,449,087 $ 3,016,382 $ 3,797,380 10 % Net Contribution / (Use) (3,075,786) (3,125,548) (3,444,087) (3,012,882) (3,795,380) — % Source of Funds
General Fund 3,075,786 3,125,548 3,444,087 3,012,882 3,795,380 10 % General Non-Recurring — — — — — — %
Source of Funds Total $ 3,075,786 $ 3,125,548 $ 3,444,087 $ 3,012,882 $ 3,795,380 10 % Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
General Services
Proposed FY 22/23 Budget
137
ATTACHMENT 1

Division Overview:

The Maintenance Division is responsible for the maintenance of approximately 480 lane miles of public right-of-way including streets, sidewalks, signage and striping, storm drainage system, street sweeping, and downtown maintenance. This division also provides for the program administration and management of the following divisions; Local Streets Paving Program, Sidewalk Improvement Program, Fleet Management, General Services - Electrical and Facilities Maintenance Divisions.

Major Accomplishments in Fiscal Year 2021/22:
• Despite constraints due to Covid-19 protocols, all crews responded to internal and external work requests promptly with limited interruption. • Signs and Striping division asset management system was developed and launched.

Both service requests and work orders are fully functioning in this module. Since launching the goal has been and will continue to be to incorporate thermoplastic road markings for the entire City.
• City crews inspected, maintained, and completed significant repair projects to the City storm drain infrastructure.
• With assistance from the Human Resources Department, filled 9 vacancies. This included 5 internal promotions.

Key Initiatives for Fiscal Year 2022/23:
• Signs and Striping division will continue to develop and enact preventative maintenance measures in asset management system.
• Divisions will develop cross training opportunities for employees within the division. • Signs and Striping division will continue to expand Lucity work order system to encompass additional cost and materials metrics to support processing claims. • Divisions will continue to actively promote a safe and positive workplace culture.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Graffiti Abatement
# of graffiti related work orders
completed Trend 51 29
# of graffiti related work orders
completed within 2 business days Trend 31 22
Potholes
# pothole service order requests
completed (all complaints are
addressed within 3 business days)
<300 2,421 1,234
Pavement Markings
% of pavement markings and
signage in school zones (in need of
repair) addressed
100% 100% 100%
Public Works Division Summary
Maintenance
Proposed FY 22/23 Budget
138
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 4,545 14,894 1,000 110,019 1,000 — % Intergovernmental 15,000 45,375 15,000 15,000 17,000 13 % Miscellaneous Revenues — — 7,500 7,500 7,500 — %
Transfers In 59,400 60,800 — — — — %
Total Revenues $ 78,945 $ 121,069 $ 23,500 $ 132,519 $ 25,500 9 % Salaries & Wages 941,096 709,042 788,540 727,750 870,250 10 % Benefits 489,808 367,807 439,709 492,250 470,850 7 % Services - External 446,279 509,345 524,500 521,500 522,000 — % Services - Internal 532,107 525,203 502,000 502,000 634,960 26 % Materials and Supplies 183,179 246,733 370,200 446,600 379,550 3 % Total Expenditures $ 2,592,468 $ 2,358,131 $ 2,624,949 $ 2,690,100 $ 2,877,610 10 % Net Contribution / (Use) (2,513,522) (2,237,061) (2,601,449) (2,557,581) (2,852,110) — % Source of Funds
General Fund 2,513,522 2,237,061 2,601,449 2,557,581 2,852,110 10 % General Non-Recurring — — — — — — %
Source of Funds Total $ 2,513,522 $ 2,237,061 $ 2,601,449 $ 2,557,581 $ 2,852,110 10 % Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
Maintenance
Proposed FY 22/23 Budget
139
ATTACHMENT 1

Division Overview:

The Street Infrastructure program provides for a wide range of services to maintain and operate City facilities within the public right-of-way including: Streets, Concrete facilities (Curb, Gutter and Sidewalks), Storm Drain System (pipe, curb inlets, debris traps), Street Signs and Roadway Striping, Traffic Signals, and Streetlights. The Street Infrastructure program is a combination of maintenance activities by the Street and Electrical Divisions, along with the Napa Neighborhood Street and Sidewalk Program (NNSSP) which resurfaces residential streets, and repairs sidewalks and drainage systems.

Major Accomplishments in Fiscal Year 2021/22:
• Completed Monarch-Paulson and Pinot neighborhood paving summer of 2022. • Reevaluated Napa Neighborhood Streets and Sidewalks Program (NNSSP) and implemented a modified 5-year paving schedule taking concrete construction into consideration and scheduling work in neighborhoods where concrete work has not yet been completed.
• Completed additional resurfacing projects in heavily impacted areas throughout the City including Solano Ave, Ornduff/Pine and Stanley Lane Bike Path. Resurfaced various locations around the City where waterline breaks had occurred. • Trained staff and began migration to online work order/service request/asset management system. Utilized the asset management system to track pothole location work.

Key Initiatives for Fiscal Year 2022/23:
• Complete Monarch-Paulson/Pinot paving and start South Franklin paving project under NNSSP. Schedule and complete an additional paving project where concrete work hasn’t been started. Complete Waverly Street concrete and paving work utilizing concrete contractors.
• In addition to NNSSP, complete at least two additional high-priority improvements. • Continue to evaluate NNSSP and consider additional benchmarks by which to assess this program.
• Update current paving practices to preserve survey monumentation. • Continue to incorporate/refine Lucity work order system into daily operations.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Street Conditions
(Pavement Condition
Index)
PCI
80% PCI by 2023
>2% pts annually 68 65
Public Works Division Summary
Local Streets Paving Program
Proposed FY 22/23 Budget
140
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Investment Earnings — 3,602 — — — — %
Transfers In 1,700,100 2,373,600 2,613,600 2,613,600 2,846,000 9 % Total Revenues $ 1,700,100 $ 2,377,202 $ 2,613,600 $ 2,613,600 $ 2,846,000 9 % Salaries & Wages 451,065 469,635 749,600 32,400 793,450 6 % Benefits 240,897 312,514 436,990 — 484,650 11 %
Services - External 313,807 203,168 339,500 393,465 110,500 (67) % Services - Internal 264,466 270,737 383,200 383,200 387,900 1 % Materials and Supplies 1,012,180 588,852 1,333,800 1,125,365 376,350 (72) % Capital Outlay — 2,476 — — — — %
Transfers Out 29,700 30,400 — — — — %
Total Expenditures $ 2,312,116 $ 1,877,782 $ 3,243,090 $ 1,934,429 $ 2,152,850 (34) % Net Contribution / (Use) (612,016) 499,420 (629,490) 679,171 693,150 100 % Source of Funds
City Capital Projects 612,016 (499,420) 629,490 (679,171) (693,150) (210) % Source of Funds Total $ 612,016 $ (499,420) $ 629,490 $ (679,171) $ (693,150) (210) % Major Budget Changes for Fiscal Year 2022/23:
• None
Public Works Division Summary
Local Streets Paving Program
Proposed FY 22/23 Budget
141
ATTACHMENT 1

Division Overview:

The Sidewalk Improvement Program utilizes City crews to remove, replace, install and maintain curb, gutter, sidewalk, valley gutters, ADA ramps and other concrete infrastructure using a variety of funding sources. The program aims to install 1,200 cubic yards of concrete every year. The program typically completes work as an integral part of the Napa Neighborhoods Streets and Sidewalks Program (NNSSP) neighborhoods prior to the streets being re-paved. In addition, crews also work in other areas to address priority sidewalk displacements, drainage and other sidewalk issues and to assist in installing pedestrian Rectangular Rapid Flashing Beacons (RRFB's).

Major Accomplishments in Fiscal Year 2021/22:
• Completed sidewalk rehabilitation and ADA accessibility work in the Monarch-Paulson neighborhood and the Pinot neighborhood. Pinot was completed as the Vineyard Park CIP project. This CIP project was completed by both Operations and Engineering and was a successful model for future neighborhood concrete CIP projects. • Modified record keeping process to allow for more accurate summaries of job materials. • Increased workflow and production through collaboration with private contractors. • Restarted sidewalk shaving program after pause due to funding.

Key Initiatives for Fiscal Year 2022/23:
• Sidewalk improvement program will continue into South Franklin neighborhood. • Continue to assess and improve ADA path-of-travel throughout the City. • Train staff on Lucity work order system and determine appropriate use and application as necessary.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Sidewalk Repairs # of priority sidewalk repairs
completed
50 per year 36 30
Sidewalk Installation # cubic yards of concrete installed 1,200 cubic yards per year
720 580
Public Works Division Summary
Sidewalk Improvement Program
Proposed FY 22/23 Budget
142
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Investment Earnings — 14,880 — — — — %
Transfers In 2,203,500 3,140,973 2,150,000 2,150,000 1,900,000 (12) % Total Revenues $ 2,203,500 $ 3,155,853 $ 2,150,000 $ 2,150,000 $ 1,900,000 (12) % Salaries & Wages 600,009 679,560 822,040 716,860 764,700 (7) % Benefits 359,827 437,782 536,470 429,211 484,800 (10) % Services - External 348,659 922,880 712,500 737,500 589,000 (17) % Services - Internal 126,483 156,195 231,300 231,300 197,710 (15) % Materials and Supplies 192,802 190,429 297,400 170,030 200,050 (33) % Transfers Out 29,700 30,400 — — — — %
Total Expenditures $ 1,657,479 $ 2,417,245 $ 2,599,710 $ 2,284,901 $ 2,236,260 (14) % Net Contribution / (Use) 546,021 738,607 (449,710) (134,901) (336,260) — % Source of Funds
City Capital Projects (546,021) (738,607) 449,710 134,901 336,260 (25) % Source of Funds Total $ (546,021) $ (738,607) $ 449,710 $ 134,901 $ 336,260 (25) % Major Budget Changes for Fiscal Year 2022/23:
• Added additional small on-call concrete contracts (from 4 per 2 years to 6 per 2 years) with the goal of increasing production.
• Re-budgeted contractor to complete annual horizontal sawing of smaller sidewalk displacements.

Public Works Division Summary
Sidewalk Improvement Program
Proposed FY 22/23 Budget
143
ATTACHMENT 1

Utilities
Fiscal Year
2022/23
Proposed FY 22/23 Budget
144
ATTACHMENT 1

Mission Statement:

The Utilities Department provides high quality, reliable and sustainable water and solid waste/ recycling services to the community at a reasonable cost to ratepayers.

Full-Time Equivalent (FTE) Employees:

Utilities Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 73.00 73.00 73.00 74.00
Limited-Term 2.00 2.00 0.00 0.00
Total FTE 75.00 75.00 73.00 74.00
Part-Time Salaries / Temp Help $ 83,167 $ 51,970 $ 188,000 $ 281,000 Utilities Department
Proposed FY 22/23 Budget
145
ATTACHMENT 1

Department Overview:

The Utilities Department is responsible for delivering the core services of drinking water and solid waste/recycling to residents, business and visitors. Both Water and Solid Waste/ Recycling (SWR)are Enterprise Funds and rely primarily on customer rates and specific facility fees for funding rather than taxes. On the Water side, the Utilities Department ensures safe, clean, and reliable water is available at all times. Supply management, capital improvements, investment in infrastructure replacement, watershed management, treatment optimization, long term planning and excellent customer service are key deliverables. SWR is responsible for managing the contract with Napa Recycling and Waste Services and managing the City-owned recycling and composting facility to meet or exceed the goal of 75% diversion from landfill disposal. Sustainability, food waste capture, advanced recycling processing to generate the highest return on material sales and excellent customer service are key deliverables.

Revenue / Expenditure Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
UT Material Diversion Admin 7,505,637 8,855,144 8,368,500 10,186,951 10,186,000 22 % UT Material Diversion Ops 27,163,832 30,445,284 33,187,500 33,420,203 34,103,200 3 % UT Material Diversion CIP — — — — — — %
Solid Waste & Recycling Total 34,669,469 39,300,428 41,556,000 43,607,154 44,289,200 7 % UT Water Admin 42,329,586 38,937,199 36,357,000 33,732,500 35,798,400 (2) % UT Water Operations 60,578 2,614,097 — — 718,000 100 % UT Water Engineering — 33,030 — — — — %
UT Water CIP 2,108,034 1,346,375 6,957,254 1,400,000 6,280,000 (10) % UT Water Disaster 5,496,894 2,545,280 6,659,350 1,865,000 1,666,920 (75) % Water Total 49,995,092 45,475,981 49,973,604 36,997,500 44,463,320 (11) % Total Revenues $ 84,664,563 84,776,410 91,529,604 80,604,654 88,752,520 (3) % Expenditures
UT Material Diversion Admin 4,504,016 3,059,929 5,849,302 5,757,540 6,868,160 17 % UT Material Diversion Ops 30,619,086 29,588,387 36,464,636 33,118,250 37,319,700 2 % UT Material Diversion CIP 730,577 706,222 385,861 150,000 485,000 26 % Solid Waste & Recycling Total 35,853,679 33,354,538 42,699,799 39,025,790 44,672,860 5 % UT Water Admin 11,209,371 12,862,230 14,904,079 12,721,870 12,478,550 (16) % UT Water Operations 21,084,547 17,945,580 24,264,482 21,586,430 23,470,770 (3) % UT Water Engineering 2,114,249 2,160,197 3,006,560 2,395,970 3,159,970 5 % UT Water CIP 32,483 3,444 20,533,858 960,000 9,816,100 (52) % UT Water Disaster 3,657,636 3,227,891 8,476,648 1,319,920 1,778,048 (79) % Water Total 38,098,286 36,199,342 71,185,627 38,984,190 50,703,438 (29) % Total Expenditures $ 73,951,965 69,553,881 113,885,426 78,009,980 95,376,298 (16) % Net Contribution / (Use) $ 10,712,598 15,222,529 (22,355,822) 2,594,674 (6,623,778) (70) % Utilities Department
Proposed FY 22/23 Budget
146
ATTACHMENT 1

Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Materials Diverson-Operating 34,854,042 32,540,098 41,310,837 38,371,230 43,684,660 6 % Materials Diversion-CIP 730,577 706,222 385,861 150,000 485,000 26 % Materials Diversion-NR 269,060 108,219 1,003,100 504,560 503,200 (50) % Water Utility-Operating 34,080,676 31,694,947 39,243,229 34,484,270 38,445,990 (2) % Water Utility-CIP 32,483 3,444 20,533,858 960,000 9,816,100 (52) % Water Utility-NR 3,985,126 4,500,952 11,408,540 3,539,920 2,441,348 (79) % Total Expenditures $ 73,951,965 69,553,881 113,885,426 78,009,980 95,376,298 (16) % Fund Balance by Fund
21/22 Projected
Available Fund
Balance
22/23 Proposed
Revenues
22/23 Proposed
Expenditures
22/23 Projected
Ending Available
Fund Balance
Materials Diverson-Operating 8,242,091 43,786,000 43,684,660 8,343,431 Materials Diversion-CIP 485,000 — 485,000 —
Materials Diversion-NR 500,000 503,200 503,200 500,000 Water Utility-Operating 21,898,137 35,798,400 38,445,990 19,250,547 Water Utility-CIP 8,143,452 6,280,000 9,816,100 4,607,352 Water Utility-NR 3,573,187 2,384,920 2,441,348 3,516,759 Total Expenditures $ 42,841,867 88,752,520 95,376,298 36,218,089 Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 76,599,392 79,991,256 78,106,500 77,733,223 80,766,000 3 % Intergovernmental 1,261,512 2,678,392 5,785,825 2,069,630 1,795,920 (69) % Investment Earnings 1,933,624 537,520 580,500 637,501 697,000 20 % Financing Revenues 95,744 181,889 5,000 5,000 5,000 — % Miscellaneous Revenues 710,021 (168,216) 372,000 159,300 385,400 4 % Transfers In 4,064,270 1,555,570 6,679,779 — 5,103,200 (24) % Total Revenues $ 84,664,563 $ 84,776,410 $ 91,529,604 $ 80,604,654 $ 88,752,520 (3) % Salaries & Wages 6,886,297 6,383,141 7,997,780 6,396,180 8,773,250 10 % Benefits 5,247,929 5,103,185 4,528,860 3,715,470 4,701,050 4 % Services - External 33,767,492 32,815,095 42,112,854 37,189,790 42,265,350 — % Debt Service 1,773,570 1,667,285 4,296,050 4,295,150 4,199,800 (2) % Services - Internal 1,700,396 1,738,275 1,869,500 1,895,090 2,032,250 9 % Materials and Supplies 8,994,701 9,189,169 12,317,136 12,239,240 11,428,650 (7) % Capital Outlay 8,295,586 8,088,861 29,924,268 2,907,460 12,353,048 (59) % Transfers Out 7,285,993 4,568,870 10,838,979 9,371,600 9,622,900 (11) % Total Expenditures $ 73,951,965 $ 69,553,881 $ 113,885,426 $ 78,009,980 $ 95,376,298 (16) % Net Contribution / (Use) 10,712,598 15,222,529 (22,355,822) 2,594,674 (6,623,778) — % Utilities Department
Proposed FY 22/23 Budget
147
ATTACHMENT 1

Division Overview:

The Solid Waste and Recycling (SWR) Enterprise Fund is responsible for the collection, processing, public education and long-term planning related to solid waste materials generated in the City of Napa. Beyond the safe and cost-effective handling of solid waste materials, the fund’s primary mission is to maximize the diversion of solid waste materials from landfill disposal in order to meet or exceed City goals and State mandates. To this end, the City owns the Napa Materials Diversion Facility (MDF).

Major Accomplishments in Fiscal Year 2021/22:
• Completed first two full operating years for the $11 million Covered Aerated Static Pile (CASP) composting and $3 million upgraded stormwater management system at City’s MDF.
• Achieved and maintaining a 63% landfill diversion rate as of Calendar Year (CY) 2021 which a towards 75+% recycling goal (Disposal Reduction Policy adopted by City in 2012). Although well short of the goal, the City has maintained much higher levels of diversion compared to other jurisdictions in the state. • Comprehensive Construction and Demolition Debris Recycling (C&DD) Ordinance improved recovery of heavy C&DD materials (C&D recycling rate = 66% in CY2021 with 2,322 tons recovered from 46 larger completed projects that required a recycling plan). • Expanded commercial food composting program has 180+ participants (as of December 2021).
• City adopted an SB 1383 Ordinance for mandatory separation and recovery of from all generators of compostable and recyclable materials. SB 1383 is the most sweeping and ambitious piece of solid waste and recycling legislation required by the state of California in 30 years and is intended to reduce the amount of organic waste disposed in landfills by 75% by the year 2025.

Key Initiatives for Fiscal Year 2022/23:
• Implementation of SB 1383 Mandatory Organics Recovery (MOR) program including greatly expanded education, monitoring and reporting requirements. Enhanced MOR programs cover all generators within the City limits including residential, multi-family, commercial, construction and institutional generators (such as schools and hospitals). • Review of Wood Waste Gasification technology proposals for the City’s MDF. The potential system would utilize approximately 24,000 tons of wood waste and convert it to renewable electricity for the MDF and sale back to PG&E power grid. It would also produce a “biochar” product for sale to be used for agricultural and/or water filtering purposes.
• Per City’s adopted Disposal Reduction Policy (R2012 100), programs and policies to achieve or exceed 75% recycling and composting are continuing to be developed and implemented.
• Implement and refine the C&DD Recycling Ordinance to be in alignment with CalGreen and City's Disposal Reduction Policy.
• Finalize cost-benefit analysis for a potential anaerobic digestion (AD) to biofuel system that could capture and convert methane gas from discarded food scraps/organic materials into renewable fuel for heavy refuse/recycling fleet and energy for MDF.

Utilities Division Summary
Solid Waste & Recycling Enterprise Fund
Proposed FY 22/23 Budget
148
ATTACHMENT 1

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Materials Diversion diverted v. total tons generated 70% by 2018 75% by 2020 68% 63%
Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 34,427,675 39,167,631 41,403,000 43,222,723 43,578,000 5 % Intergovernmental 41,150 28,979 29,000 204,630 29,000 — % Investment Earnings 156,417 52,670 68,500 125,501 125,000 82 % Miscellaneous Revenues 44,228 51,148 55,500 54,300 54,000 (3) % Transfers In — — — — 503,200 100 %
Total Revenues $ 34,669,470 $ 39,300,428 $ 41,556,000 $ 43,607,154 $ 44,289,200 7 % Salaries & Wages 857,791 804,703 934,830 836,430 1,115,100 19 % Benefits 637,123 610,256 460,910 472,950 540,050 17 % Services - External 31,220,234 29,950,682 36,732,562 33,490,930 37,737,400 3 % Debt Service 315,724 307,592 874,000 873,100 872,000 — % Services - Internal 478,620 485,720 554,500 580,090 592,410 7 % Materials and Supplies 94,871 45,474 110,536 85,230 132,400 20 % Capital Outlay 734,317 736,712 739,861 394,460 635,000 (14) % Transfers Out 1,515,000 413,400 2,292,600 2,292,600 3,048,500 33 % Total Expenditures $ 35,853,679 $ 33,354,539 $ 42,699,798 $ 39,025,790 $ 44,672,860 5 % Net Contribution / (Use) (1,184,210) 5,945,890 (1,143,798) 4,581,364 (383,660) — % Source of Funds
Materials Diverson-Operating 184,573 (6,760,331) (245,163) (5,060,894) (101,340) — % Materials Diversion-CIP 730,577 706,222 385,861 150,000 485,000 26 % Materials Diversion-NR 269,060 108,219 1,003,100 329,530 — (100) % Source of Funds Total $ 1,184,210 $ (5,945,890) $ 1,143,798 $ (4,581,364) $ 383,660 (66) % Major Budget Changes for Fiscal Year 2022/23:
• Charges for Services revenue increase reflects approved rate adjustments that became effective January 2021 and January 2022 as well full recovery to pre-COVID 19 commercial service levels.
• Charges for Services revenue increase also reflect continued major improvements in revenue from the sales of recyclable materials (increased by 51% vs. FY2018/19) and MDF gate fee revenue (increased by 36% compared to FY2018/19). • Increase in Materials and Supplies represent increased contractor service expenses paid to Napa Recycling & Waste Services (NRWS) as the City’s contracted collection service and facility operator. Cost include impacts of 2018 Contract Amendment as well as operation of new CASP composting system and upgraded stormwater management system and new SB 1383 program and facility costs.

Utilities Division Summary
Solid Waste & Recycling Enterprise Fund
Proposed FY 22/23 Budget
149
ATTACHMENT 1

Division Overview:

The Water Enterprise Fund is responsible for the operation, maintenance and improvement of the municipal water system serving the City and adjacent areas. The Fund’s mission is essential and provides an uninterrupted supply of high quality and reasonably priced water to the community for consumption and fire protection. The Water Fund’s Administration and Engineering, Treatment, and Distribution sections accomplish this mission by delivering approximately 12,000 acre-feet (3.9-billion gallons) of water meeting State and Federal drinking water regulations, investing in capital improvements, managing current drought conditions, planning for future water supply needs, responding to emergency repairs, and maintaining a proactive water conservation program. In concert with Council priorities staff has prioritized monitoring and analyses of local source waters and is interested in maintaining the quality of our drinking water watersheds.

Major Accomplishments for Fiscal Year 2021/22:
• Maintained 24/7 safe operation of the water system through the pandemic with no transmitted cases of Covid-19 in the workplace.
• Completed construction of two replacement pump stations in the Silverado Area while maintaining uninterrupted service to all customers with temporary pump stations. • Completed replacement of 2,500 linear feet of water mains in downtown areas on McCormick Lane, Randolph, Seminary and Franklin Streets. • Ongoing implementation and deployment of distribution and treatment modules of our Work Order Asset Management System and GIS mapping.
• Procured State Funds through the Arrearage Program and issued $380,000 in credits to customer accounts during the qualifying period of the Covid-19 pandemic.

Key Initiatives for Fiscal Year 2022/23:
• Manage State Water Project and local water supplies along with customer demands in a third consecutive drought year.
• Complete temporary repairs to the Milliken raw water pipeline and bring the Milliken Water Treatment Plant online summer 2022.
• Develop the 10- and 30-Year Water System Capital Improvement Master Plan and accompanying Short- and Long-Term Financial Plans.
• Construct Water Main Replacements on Laurel Street ahead of Measure T. • Clear defensible space for fire protection and implement corrosion control coating of the above ground Conn Transmission Main near Lake Hennessey.

Performance Metrics:

Metric Indicator Target
FY 2019/20
Actual
FY 2020/21
Actual
Water Quality % compliance with state water
quality standards 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
134 gpcd 132 gpcd
Utilities Division Summary
Water Enterprise Fund
Proposed FY 22/23 Budget
150
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 42,171,717 40,823,625 36,703,500 34,510,500 37,188,000 1 % Intergovernmental 1,220,362 2,649,413 5,756,825 1,865,000 1,766,920 (69) % Investment Earnings 1,777,207 484,850 512,000 512,000 572,000 12 % Financing Revenues 95,744 181,889 5,000 5,000 5,000 — % Miscellaneous Revenues 665,793 (219,364) 316,500 105,000 331,400 5 % Transfers In 4,064,270 1,555,570 6,679,779 — 4,600,000 (31) % Total Revenues $ 49,995,093 $ 45,475,982 $ 49,973,604 $ 36,997,500 $ 44,463,320 (11) % Salaries & Wages 6,028,506 5,578,438 7,062,950 5,559,750 7,658,150 8 % Benefits 4,610,807 4,492,929 4,067,950 3,242,520 4,161,000 2 % Services - External 2,547,258 2,864,413 5,380,292 3,698,860 4,527,950 (16) % Debt Service 1,457,847 1,359,693 3,422,050 3,422,050 3,327,800 (3) % Services - Internal 1,221,776 1,252,555 1,315,000 1,315,000 1,439,840 9 % Materials and Supplies 8,899,830 9,143,696 12,206,600 12,154,010 11,296,250 (7) % Capital Outlay 7,561,269 7,352,149 29,184,407 2,513,000 11,718,048 (60) % Transfers Out 5,770,993 4,155,470 8,546,379 7,079,000 6,574,400 (23) % Total Expenditures $ 38,098,285 $ 36,199,343 $ 71,185,628 $ 38,984,190 $ 50,703,438 (29) % Net Contribution / (Use) 11,896,807 9,276,639 (21,212,023) (1,986,690) (6,240,118) — % Source of Funds
Water Utility-Operating (8,323,644) (7,245,955) 2,886,229 751,770 2,647,590 (8) % Water Utility-CIP (2,075,551) (1,342,931) 13,576,604 (440,000) 3,536,100 (74) % Water Utility-NR (1,497,613) (687,753) 4,749,190 1,674,920 56,428 (99) % Source of Funds Total $ (11,896,807) $ (9,276,639) $ 21,212,023 $ 1,986,690 $ 6,240,118 (71) % Major Budget Changes for Fiscal Year 2022/23:
• Water Sales that affect the variable component of water rates are projected to be 15% lower than FY21 actuals. Conservation and messaging to reduce demands is necessary to preserve supplies in this critically dry year. • Cost of consumables critical to operations reflected in the Material and Supplies budget in FY23. Chemicals and pipe material costs are driving the increases. There are industry-wide procurement challenges due to supply chain shortages caused by the pandemic.
• Capital Improvement Replacement costs associated with Disaster Recovery were historically tracked in Water Nonrecurring Fund. In FY23, Disaster Recovery Projects have been transferred to Capital Improvement Fund.
• Insurance and Liability/Risk charges have increased 25% from $472k to $590k.

Utilities Division Summary
Water Enterprise Fund
Proposed FY 22/23 Budget
151
ATTACHMENT 1

Public Safety
Police
Fiscal Year
2022/23
Proposed FY 22/23 Budget
152
ATTACHMENT 1

Mission Statement:

The mission of the Napa Police Department, in partnership with the community, is to promote and maintain a peaceful, safe, and secure environment.

Full Time Equivalent (FTE) Employees:

Police Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 131.50 129.00 129.00 129.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 131.50 129.00 129.00 129.00
Part-Time Salaries / Temp Help $ 173,185 $ 199,586 $ 122,500 $ 122,500 Police Department
Proposed FY 22/23 Budget
153
ATTACHMENT 1

Department Overview:

The Police Department provides policing services to the residents and visitors of Napa by providing contemporary law enforcement services and by addressing quality of life issues. The Department also provides a variety of youth programs, provides dispatch services for City and County law enforcement, City of Napa Fire, American Canyon Fire Protection District and emergency ambulance calls, handles various City governed permits, and works with a wide spectrum of agencies to address quality of life and criminal issues.

Revenue / Expenditure Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
PD Admin 756,047 802,311 681,500 669,260 791,000 16 % PD Special Operations 673,476 709,972 858,491 971,300 410,000 (52) % PD Operations 620,376 690,910 244,000 458,500 235,000 (4) % PD Support Services 2,831,728 2,893,618 3,063,464 2,925,980 2,798,500 (9) % Total Revenues $ 4,881,627 5,096,811 4,847,455 5,025,040 4,234,500 (13) % Expenditures
PD Admin 2,122,086 2,139,628 2,322,361 2,610,130 2,873,080 24 % PD Special Operations 6,802,369 6,810,739 7,497,443 7,313,330 6,359,880 (15) % PD Operations 15,751,530 14,778,064 16,309,904 16,225,684 18,151,680 11 % PD Support Services 6,331,689 6,374,261 7,344,750 7,107,340 7,114,250 (3) % Total Expenditures $ 31,007,674 30,102,691 33,474,458 33,256,484 34,498,890 3 % Net Contribution / (Use) $ (26,126,047) (25,005,880) (28,627,003) (28,231,444) (30,264,390) — % Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
General Fund 29,954,170 28,884,584 31,815,303 31,922,024 34,335,490 8 % General Non-Recurring 1,052,781 1,214,418 1,513,605 1,229,150 120,000 (92) % Red Light Camera 668 626 140,500 101,810 38,200 (73) % Youth Services Diversion Prog 55 3,063 5,050 3,500 5,200 3 % Total Expenditures $ 31,007,674 30,102,691 33,474,458 33,256,484 34,498,890 3 % Police Department
Proposed FY 22/23 Budget
154
ATTACHMENT 1

Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Sales Tax 602,494 627,324 591,500 591,500 711,000 20 % Licenses and Permits 25,047 25,676 25,000 19,540 20,000 (20) % Charges for Services 3,543,199 3,156,992 3,300,500 3,805,390 3,396,000 3 % Intergovernmental 603,540 1,120,388 851,841 530,270 96,000 (89) % Investment Earnings 36,455 (5,162) 10,900 10,630 11,500 6 % Miscellaneous Revenues 3,178 103,880 — 600 — — %
Transfers In 67,714 67,714 67,714 67,110 — (100) % Total Revenues $ 4,881,627 $ 5,096,811 $ 4,847,455 $ 5,025,040 $ 4,234,500 (13) % Salaries & Wages 16,709,928 15,693,134 16,414,788 16,563,950 18,185,150 11 % Benefits 9,613,720 9,651,564 11,500,373 11,381,760 11,698,850 2 % Services - External 1,372,798 1,877,775 2,036,135 1,924,330 1,623,900 (20) % Services - Internal 2,337,911 2,292,854 2,189,931 2,368,050 2,343,490 7 % Materials and Supplies 608,560 519,650 894,318 622,850 592,500 (34) % Capital Outlay 297,042 — 371,200 327,830 43,000 (88) % Transfers Out 67,714 67,714 67,714 67,714 12,000 (82) % Total Expenditures $ 31,007,674 $ 30,102,691 $ 33,474,458 $ 33,256,484 $ 34,498,890 3 % Net Contribution / (Use) (26,126,047) (25,005,880) (28,627,003) (28,231,444) (30,264,390) — % Department General Fund Revenues and Expenditures
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Sales Tax 602,494 627,324 591,500 591,500 711,000 20 % Licenses and Permits 25,047 25,676 25,000 19,540 20,000 (20) % Charges for Services 3,543,199 3,033,492 3,300,500 3,686,220 3,396,000 3 % Intergovernmental 93,420 237,272 96,500 113,370 96,000 (1) % Miscellaneous Revenues 3,178 5,880 — 600 — — %
Total Revenues $ 4,267,337 $ 3,929,644 $ 4,013,500 $ 4,411,230 $ 4,223,000 5 % Salaries & Wages 16,530,173 15,570,630 16,137,016 16,390,160 18,185,150 13 % Benefits 9,509,067 9,584,175 11,500,373 11,296,370 11,698,850 2 % Services - External 1,175,731 1,155,197 1,315,000 1,240,390 1,503,000 14 % Services - Internal 2,337,911 2,291,774 2,182,200 2,364,850 2,343,490 7 % Materials and Supplies 328,026 215,094 607,500 560,040 587,500 (3) % Capital Outlay 5,548 — 5,500 2,500 5,500 — %
Transfers Out 67,714 67,714 67,714 67,714 12,000 (82) % Total Expenditures $ 29,954,170 $ 28,884,584 $ 31,815,303 $ 31,922,024 $ 34,335,490 8 % Net Contribution / (Use) (25,686,833) (24,954,940) (27,801,803) (27,510,794) (30,112,490) — % Police Department
Proposed FY 22/23 Budget
155
ATTACHMENT 1

Division Overview:

The Police Patrol program is the primary service delivery unit of the Police Department. The Patrol program is also responsible for deployment of the K-9 Program, Field Training Officer Program, Traffic Bureau, Homeless Outreach and providing alternative means of service delivery. The Traffic Safety program provides equipment, engineering, enforcement and educational enhancements to improve the overall traffic flow and safety for Napa’s pedestrian, bicycling and motoring public.

Major Accomplishments in Fiscal Year 2021/22:
• Continued to provide service during the COVID-19 pandemic. • 1 Traffic Sergeant and 1 Traffic Officer redeployed to the Traffic Unit. • Homeless Outreach increased collaboration with community groups and addressed homelessness; closed "The Bowl" and provided outreach services to those residents.

Key Initiatives for Fiscal Year 2022/23:
• Redeploy the Bike Team and Problem Oriented Policing Unit. • Maintain the Outreach Unit. This unit will continue to collaborate with Abode Services, manage homeless camps and provide services and resources to our homeless community.
• Partner with Human Resources to attract qualified candidates to fill Police Officer positions and other vacanies.

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Officer committed time vs non-
committed time
Hours committed v Non-
Committed Trend Not Available Not Available
UCR Part 1 # crimes Trend 2,181 1,920
Larceny Offenses # crimes Trend 887 806
Traffic Safety
# fatal collisions Trend 3 3
# injury collisions Trend 497 245
# DUI related collisions Trend 65 87
# DUI arrests Trend 132 237
# education presentations Trend — —
Police Division Summary
Operations
Proposed FY 22/23 Budget
156
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 294,784 312,266 215,000 208,810 206,000 (4) % Intergovernmental 324,926 279,682 29,000 249,090 29,000 — % Miscellaneous Revenues 667 98,962 — 600 — — %
Total Revenues $ 620,376 $ 690,910 $ 244,000 $ 458,500 $ 235,000 (4) % Salaries & Wages 8,266,516 7,654,649 7,830,166 8,058,990 9,601,750 23 % Benefits 5,251,909 5,278,391 6,288,544 6,239,280 6,861,150 9 % Services - External 328,660 303,445 495,157 388,020 330,500 (33) % Services - Internal 1,130,814 1,046,965 899,000 965,120 894,780 — % Materials and Supplies 414,423 426,900 729,324 506,560 451,500 (38) % Capital Outlay 291,494 — — — — — %
Transfers Out 67,714 67,714 67,714 67,714 12,000 (82) % Total Expenditures $ 15,751,530 $ 14,778,064 $ 16,309,904 $ 16,225,684 $ 18,151,680 11 % Net Contribution / (Use) (15,131,154) (14,087,154) (16,065,904) (15,767,184) (17,916,680) — % Source of Funds
General Fund 14,757,740 14,029,027 15,642,424 15,855,324 17,916,680 15 % General Non-Recurring 373,414 58,126 423,480 (88,140) — (100) % Source of Funds Total $ 15,131,154 $ 14,087,154 $ 16,065,904 $ 15,767,184 $ 17,916,680 12 % Major Budget Changes in Fiscal Year 2022/23:
• Decrease in Special Police Services revenue due to conclusion of contract services.

Police Division Summary
Operations
Proposed FY 22/23 Budget
157
ATTACHMENT 1

Division Overview:

The Special Police Operations program includes Investigations, Crime Prevention, Youth Services Bureaus, SWAT Crisis Negotiations, Special Enforcement Unit and Napa Special Investigations Bureau (NSIB).

Major Accomplishments in Fiscal Year 2021/22:
• Youth Services Officers redeployed to the Napa Valley Unified School District. • Domestic Violence Grant Officer led to an increase in Domestic Violence prosecutions, outreach and training.
• Investigations Unit arrests and requests for criminal complaints to the Napa County District Attorney's Office increased.

Key Initiatives for Fiscal Year 2022/23:
• Maintain the Crime and Intelligence Analyst to support local agencies. • Train and update SWAT Tactics with the Los Angeles Police Department.

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Investigations
# cases assigned Trend 986 1,034
% Cleared by arrest or charges filed Trend 0.46 0.47
Napa Special
Investigations Bureau
# cases assigned Trend 116 87
% Cleared by arrest or charges filed Trend 44% 53%
Value of substances seized Trend $15,560 $399,880
Homeless Program # homeless persons served Trend 823 705 # homeless persons placed in housing
or shelter
Trend 29 individuals /
5 families
76 individuals /
15 families
# homeless veterans served Trend 57 36
School Resource
Officers
# cases investigated Trend 2 227
% of cases cleared 100% 100% 100%
Diversion # youth referred to program Trend 1,933 3,090 % completing program Trend 92% 95%
Police Division Summary
Special Operations
Proposed FY 22/23 Budget
158
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 404,471 335,949 424,500 632,780 352,000 (17) % Intergovernmental 199,435 306,577 365,777 271,180 57,000 (84) % Investment Earnings 1,856 (268) 500 230 1,000 100 % Transfers In 67,714 67,714 67,714 67,110 — (100) % Total Revenues $ 673,476 $ 709,972 $ 858,491 $ 971,300 $ 410,000 (52) % Salaries & Wages 3,778,700 3,621,863 3,952,232 3,771,220 3,367,950 (15) % Benefits 2,350,492 2,437,218 2,918,954 2,834,470 2,430,400 (17) % Services - External 371,980 473,012 465,632 471,050 348,200 (25) % Services - Internal 264,942 247,068 74,831 186,350 143,530 92 % Materials and Supplies 36,254 31,578 85,794 50,240 69,800 (19) % Total Expenditures $ 6,802,369 $ 6,810,739 $ 7,497,443 $ 7,313,330 $ 6,359,880 (15) % Net Contribution / (Use) (6,128,892) (6,100,767) (6,638,952) (6,342,030) (5,949,880) — % Source of Funds
General Fund 6,029,162 6,177,192 6,604,314 6,308,340 5,945,680 (10) % General Non-Recurring 101,532 (79,756) 30,088 30,420 — (100) % Youth Services Diversion Prog (1,801) 3,331 4,550 3,270 4,200 (8) % Source of Funds Total $ 6,128,892 $ 6,100,767 $ 6,638,952 $ 6,342,030 $ 5,949,880 (10) % Major Budget Changes in Fiscal Year 2022/23:
• Decrease in Youth Services revenue due to conclusion of Tobacco Grant Officer.

Police Division Summary
Special Operations
Proposed FY 22/23 Budget
159
ATTACHMENT 1

Division Overview:

The Property & Records program provides customer services to residents who come to or call the Police Department; maintains police records; provides support services for officers and the Communications Center; fingerprints new City employees, sex registrants; processes citations, reports and subpoenas for court purposes; processes taxi, massage, concealed weapon and vendor permit applicants; reports crime statistics to the Department of Justice; and maintains statistics for department use. Additionally, the Property & Records program is responsible for the storage, maintenance and release of evidence, found property and property held for safe keeping. The Dispatch program is the primary 911 answering point (PSAP) for Napa County and provides 24/7 emergency dispatch services for Napa City Police, Napa City Fire, American Canyon Fire Protection District, Napa County Sheriff, Yountville Police, American Canyon Police, American Canyon Fire, American Medical Response (AMR), Animal Services as well as after-hours dispatch services for Napa City and Napa County Public Works divisions.

Approximately 50% of the Dispatch operating budget is attributable to the external agencies.

Major Accomplishments in Fiscal Year 2021/22:
• Implemented Electronic Citations.
• Completed Property Room Inventory.
• Implemented Racial and Identity Profiling Act (RIPA). • Answered 911 calls within 15 seconds 96% of the time. (State goal is 90% of the time) • Started 2021 with 9 of 29 positions vacant. Ended 2021 with 6 of 29 positions vacant.

Key Initiatives for Fiscal Year 2022/23:
• Go live with a new Records Management System and Collision Reporting Software. • Begin California Incident-Based Reporting System (CIBRS) and National Incident- Based Reporting System (NIBRS) certification process with the Department of Justice (DOJ) and Federal Bureau of Investigation (FBI).
• Implement the Emergency Medical and Emergency Fire Dispatch Protocol system from Medical Priority Dispatch. Begin and the goal is to complete full International Academy of Emergency Dispatch Accreditation in these protocols by the end of FY23. • In coordination with Dispatch Stakeholders, conduct an RFP process to plan for upgrade or replacement (in FY24) of the current Dispatch Software System. • Continue implementation of CalOES ESINet connectivity to primary and alternate 911 answer locations. CalOES has had some challenges statewide extending the life of project.

Police Division Summary
Support Services
Proposed FY 22/23 Budget
160
ATTACHMENT 1

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Dispatch Calls # calls to dispatch Trend 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% 96%
General time for call received to
event created for Priority 1 -
Priority 4 calls for Napa PD
30 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, 24
seconds
1 minute, 32
seconds
Property & Records # of processed reports Trend 6,207 5,779 # of front counter assistance Trend 2557 1504
# permits processed Trend 776 751
# background requests processed Trend 754 862
# subpoenas processed Trend 3348 4074
Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
2023/24
Proposed
%
Change
Charges for Services 2,733,603 2,454,690 2,606,000 2,915,580 2,788,000 7 % 2,788,000 — % Intergovernmental 61,016 438,905 447,064 — — (100) % — — % Investment Earnings 34,598 (4,895) 10,400 10,400 10,500 1 % 10,500 — % Miscellaneous Revenues 2,511 4,918 — — — — % — — % Total Revenues $ 2,831,728 $ 2,893,618 $ 3,063,464 $ 2,925,980 $ 2,798,500 (9) %$ 2,798,500 — % Salaries & Wages 4,052,326 3,821,387 4,061,180 3,954,200 4,326,150 7 % 4,326,150 — % Benefits 1,632,901 1,574,936 1,898,724 1,839,160 1,865,900 (2) % 1,865,900 — % Services - External 482,944 913,152 925,346 902,830 795,200 (14) % 795,200 — % Services - Internal 16,300 16,300 26,300 26,300 30,000 14 % 30,000 — % Materials and Supplies 141,670 48,485 62,000 57,020 54,000 (13) % 54,000 — % Capital Outlay 5,548 — 371,200 327,830 43,000 (88) % 43,000 — % Total Expenditures $ 6,331,689 $ 6,374,261 $ 7,344,750 $ 7,107,340 $ 7,114,250 (3) %$ 7,114,250 — % Net Contribution / (Use) (3,499,961) (3,480,642) (4,281,286) (4,181,360) (4,315,750) — % (4,315,750) — % Source of Funds
General Fund 3,533,892 3,411,403 3,914,204 3,406,260 4,168,050 6 % 4,168,050 — % General Non-Recurring — 63,718 236,982 683,690 120,000 (49) % 120,000 — % Red Light Camera (33,931) 5,521 130,100 91,410 27,700 (79) % 27,700 — % Source of Funds Total $ 3,499,961 $ 3,480,642 $ 4,281,286 $ 4,181,360 $ 4,315,750 1 % $ 4,315,750 — % Major Budget Changes in Fiscal Year 2022/23:
• None
Police Division Summary
Support Services
Proposed FY 22/23 Budget
161
ATTACHMENT 1

Public Safety
Fire
Fiscal Year
2022/23
Proposed FY 22/23 Budget
162
ATTACHMENT 1

Mission Statement:

Always Here, Always Ready, Serving You with Pride and Excellence.

Full Time Equivalent (FTE) Employees:

Fire Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 73.50 74.00 74.00 74.00
Limited-Term 0.00 0.00 0.00 0.00
Total FTE 73.50 74.00 74.00 74.00
Part-Time Salaries / Temp Help $ 32,654 $ 15,378 $ 66,600 $ 54,000 Fire Department
Proposed FY 22/23 Budget
163
ATTACHMENT 1

Department Overview:

The Fire Department is a multi-hazard, all risk response agency that provides emergency service to the residents and visitors of the community. Its primary responsibility is to provide an effective and efficient means of protecting life, property and the environment while being a productive member of the municipal team and contributing to the realization of the City's overall goals. The department is divided into three functional divisions: Administration, Operations, and Prevention.

Revenue / Expenditure Detail:

Department Revenues and Expenditures by Division
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Revenues
FD Admin 712,810 895,362 795,500 772,850 915,000 15 % FD Prevention 524,730 372,064 427,550 416,545 418,500 (2) % FD Operations 3,355,287 4,909,011 4,365,858 4,447,100 3,466,000 (21) % Total Revenues $ 4,592,827 6,176,436 5,588,908 5,636,495 4,799,500 (14) % Expenditures
FD Admin 924,864 1,045,754 1,266,492 1,153,530 1,363,970 8 % FD Prevention 858,170 881,149 996,994 953,380 1,208,740 21 % FD Operations 17,826,167 19,851,313 21,689,011 21,319,001 20,813,130 (4) % Total Expenditures $ 19,609,201 21,778,215 23,952,497 23,425,911 23,385,840 (2) % Net Contribution / (Use) $ (15,016,374) (15,601,779) (18,363,589) (17,789,416) (18,586,340) — % Department Expenditures by Fund
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
General Fund 19,550,407 21,612,002 23,608,193 23,365,611 23,328,340 (1) % General Non-Recurring 1,765 110,423 195,134 — — (100) % DIF Fire/Paramedic 56,415 55,787 145,100 56,300 57,500 (60) % Fire Education Programs 614 3 4,070 4,000 — (100) % Total Expenditures $ 19,609,201 21,778,215 23,952,497 23,425,911 23,385,840 (2) % Fire Department
Proposed FY 22/23 Budget
164
ATTACHMENT 1

Department Revenues and Expenditures by Category - All Funds 2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax 2,752,453 2,743,426 2,826,000 2,826,000 2,963,000 5 % Sales Tax 602,494 627,324 591,500 591,500 711,000 20 % Business License Taxes 6,126 7,742 8,000 7,000 8,000 — % Licenses and Permits 156,368 201,158 200,000 200,000 200,000 — % Charges for Services 480,645 521,529 486,965 496,550 570,500 17 % Intergovernmental 302,993 1,787,069 1,467,893 1,515,300 344,000 (77) % Investment Earnings 6,199 172 3,050 145 3,000 (2) % Miscellaneous Revenues 3,050 50,517 5,500 — — (100) % Transfers In 282,500 237,500 — — — — %
Total Revenues $ 4,592,827 $ 6,176,436 $ 5,588,908 $ 5,636,495 $ 4,799,500 (14) % Salaries & Wages 11,100,100 12,251,783 13,614,724 13,387,881 12,812,800 (6) % Benefits 7,016,520 7,815,944 7,937,777 7,925,600 8,494,550 7 % Services - External 172,266 267,438 539,408 385,830 330,100 (39) % Debt Service 56,305 55,622 145,000 56,000 57,000 (61) % Services - Internal 964,458 1,012,600 1,108,500 1,114,210 1,352,740 22 % Materials and Supplies 242,997 298,131 539,587 466,190 293,650 (46) % Capital Outlay 56,556 76,697 67,500 90,200 45,000 (33) % Total Expenditures $ 19,609,201 $ 21,778,215 $ 23,952,497 $ 23,425,911 $ 23,385,840 (2) % Net Contribution / (Use) (15,016,374) (15,601,779) (18,363,589) (17,789,416) (18,586,340) — % Department General Fund Revenues and Expenditures
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Property Tax 2,752,453 2,743,426 2,826,000 2,826,000 2,963,000 5 % Sales Tax 602,494 627,324 591,500 591,500 711,000 20 % Business License Taxes 6,126 7,742 8,000 7,000 8,000 — % Licenses and Permits 156,368 201,158 200,000 200,000 200,000 — % Charges for Services 302,211 254,162 286,965 316,550 370,500 29 % Intergovernmental 325,288 1,754,494 1,404,431 1,515,300 344,000 (76) % Miscellaneous Revenues — 26,100 — — — — %
Transfers In 237,500 237,500 — — — — %
Total Revenues $ 4,382,439 $ 5,851,906 $ 5,316,896 $ 5,456,350 $ 4,596,500 (14) % Salaries & Wages 11,100,100 12,251,200 13,614,724 13,387,881 12,812,800 (6) % Benefits 7,016,520 7,815,894 7,937,777 7,925,600 8,494,550 7 % Services - External 170,389 209,103 379,814 385,530 329,600 (13) % Services - Internal 964,458 1,012,600 1,108,500 1,114,210 1,352,740 22 % Materials and Supplies 242,385 246,508 525,878 462,190 293,650 (44) % Capital Outlay 56,556 76,697 41,500 90,200 45,000 8 % Total Expenditures $ 19,550,407 $ 21,612,002 $ 23,608,193 $ 23,365,611 $ 23,328,340 (1) % Net Contribution / (Use) (15,167,968) (15,760,096) (18,291,297) (17,909,261) (18,731,840) — % Fire Department
Proposed FY 22/23 Budget
165
ATTACHMENT 1

Division Overview:

The Fire Suppression and Operations program is responsible for the delivery of both emergency and non-emergency services to the residents of Napa. The types of incidents we primarily respond to include medical emergencies, all types of fire related calls, hazardous materials incidents, vehicle accidents, specialized rescues (trench, confined space, water), and a variety of other emergency and service calls. Our personnel are well trained and equipped to handle incidents in a safe and efficient manner. Other programs under the Operations Division include; Apparatus and Equipment Program; Fire Reserve and Fire Explorer Programs; and OES Mutual Aid Response.

Major Accomplishments in Fiscal Year 2021/22:
• Secured a $21,000 Boating Safety and Enforcement Equipment Grant. • 8 Office of Emergency Services responses.
• Continued to provide City Leadership for the ongoing COVID-19 Pandemic. • Updated the Department Controlled Substance Storage Program. • Hosted Department's first Captains Academy.

Key Initiatives for Fiscal Year 2022/23:
• Complete the Hazard Mitigation Plan update.
• Complete the Fire Service Analysis which includes the Standards of Cover. • Establish new contract with selected county Ambulance provider. • Place into service 3 replacement Fire Engines.
• Implement Lexipol for Departments SOPs, Task Books and the First Responder Fee.

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Emergency Response
Time
% calls responded to within
target
90% response
within 7 minutes 85% 90%
CPR Survival Rate
(Napa compared to
national average)
% Napa Average Comparison 50% 6%
% US Average Comparison 28% 9%
Certification in
Specialized Disciplines % certification 100% 100% 90%
Fire Division Summary
Operations
Proposed FY 22/23 Budget
166
ATTACHMENT 1

Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Sales Tax 602,494 627,324 591,500 591,500 711,000 20 % Charges for Services 104,246 267,862 201,000 181,350 201,000 — % Investment Earnings 6,070 176 3,000 — 3,000 — %
Total Revenues $ 712,810 $ 895,362 $ 795,500 $ 772,850 $ 915,000 15 % Salaries & Wages 425,826 458,706 478,380 468,310 535,850 12 % Benefits 266,822 325,139 331,812 313,220 341,800 3 % Services - External 8,291 8,226 45,400 48,030 50,500 11 % Debt Service 56,305 55,622 145,000 56,000 57,000 (61) % Services - Internal 164,960 194,670 248,300 248,410 375,820 51 % Materials and Supplies 2,660 3,390 17,600 19,560 3,000 (83) % Total Expenditures $ 924,864 $ 1,045,754 $ 1,266,492 $ 1,153,530 $ 1,363,970 8 % Net Contribution / (Use) (212,054) (150,392) (470,992) (380,680) (448,970) — % Source of Funds
General Fund 265,144 362,147 528,892 504,380 594,470 12 % General Non-Recurring — — — — — — %
DIF Fire/Paramedic (53,089) (211,755) (57,900) (123,700) (145,500) — % Source of Funds Total $ 212,054 $ 150,392 $ 470,992 $ 380,680 $ 448,970 (5) % Major Budget Changes in Fiscal Year 2022/23:
• Adjustment in Salaries and Wages due to staffing costs related to FLSA and HRA pay. • Increase in Internal Service Budget to allocate funds to the Department's Fire Apparatus Replacement Fund.
• Increase in External Services Budget to allocate funds for the 1600 Clay Street Rental Agreement.

Fire Division Summary
Operations
Proposed FY 22/23 Budget
167
ATTACHMENT 1

Division Overview:

The Fire Prevention program includes the review and approval of planned unit development projects and new construction activities. Additionally, The Fire Prevention Division program is also responsible for conducting inspection of all state mandated and other elective occupancies, testing and acceptance of fire protection systems, fire investigations, review, adoption and amendments of local codes and standards, weed abatement, internal training and education, public education and responding to internal referrals and external complaints are also covered under the Fire Prevention program.

The primary goal is to prevent fires from starting and minimize the potential for loss of life, property and damage to the environment. This is accomplished by requiring built-in fire protection. The department reaches out to the community and educates targeted at-risk population of children and elderly. An example of these services has been teaching all elementary schools “Student Awareness of Fire Education” (SAFE).

Major Accomplishments in Fiscal Year 2021/22:
• Successfully completed 100% of State Mandated Inspections. • Updated the City's False Fire Alarm Ordinance.
• Assisted in the City-wide User Fee Update.
• Completed 327 Weed Abatement Inspections.
• Reviewed and finalized the 78 cottage Stanly Ranch Resort and Spa Project.

Key Initiatives for Fiscal Year 2022/23:
• Continue strategic planning for the Fire Prevention Division. • Continue training workforce to ensure workforce development and succession is in place.
• Continue developing FPD Webpage to enhance user experience and create internal and external efficiencies.
• Continue ESO build out and refining mobile inspection program. • Continue work with groups responsible for implementing the Land Management Software replacement and review of city-wide development review processes that will include updating of Divisional Website / Webpages.

Fire Division Summary
Fire Prevention
Proposed FY 22/23 Budget
168
ATTACHMENT 1

Performance Metrics:

Metric Indicator Target CY 2020 Actual CY 2021 Actual
Community
Outreach
# of events 100 1 1
# of participants in SAFE program 6,000 2 2,000
# of participants taught Hands
Only CPR 2,000 56 648
Fire is Everyone's
Fight
# smoke alarms installed
40 20 24
Fire Prevention
Inspections
# construction inspections Trend 646 1,013
# plan checks Trend 1,103 2,176
% of mandatory inspections
completed (schools, institutions,
hotels, motels, multifamily
residential properties)
100% 99.9% 100%
Weed Abatement
# notices sent Trend 181 226
# properties inspected Trend 237 329
# citations issued Trend 8 5
# parcels cleared by City Trend 6 4
Division Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Business License Taxes 6,126 7,742 8,000 7,000 8,000 — % Licenses and Permits 156,368 201,158 200,000 200,000 200,000 — % Charges for Services 237,657 162,338 219,500 209,400 210,500 (4) % Intergovernmental 121,401 — — — — — %
Investment Earnings 129 (4) 50 145 — (100) %
Miscellaneous Revenues 3,050 830 — — — — %
Total Revenues $ 524,730 $ 372,064 $ 427,550 $ 416,545 $ 418,500 (2) % Salaries & Wages 484,480 494,457 571,690 518,100 708,950 24 % Benefits 283,874 302,106 328,934 303,050 408,750 24 % Services - External 33,844 43,474 40,710 75,200 43,600 7 % Services - Internal 39,050 34,100 34,800 34,800 35,090 1 % Materials and Supplies 16,921 7,012 20,860 22,230 12,350 (41) % Total Expenditures $ 858,170 $ 881,149 $ 996,994 $ 953,380 $ 1,208,740 21 % Net Contribution / (Use) (333,440) (509,085) (569,444) (536,835) (790,240) — % Source of Funds
General Fund 336,005 509,908 565,424 532,980 790,240 40 % Fire Education Programs (2,565) (823) 4,020 3,855 — (100) % Source of Funds Total $ 333,440 $ 509,085 $ 569,444 $ 536,835 $ 790,240 39 % Major Budget Changes in Fiscal Year 2022/23:
• Increase in Part Time Salaries and Wages for Seasonal Weed Abatement Officer Position.

Fire Division Summary
Fire Prevention
Proposed FY 22/23 Budget
169
ATTACHMENT 1

Housing Authority of the
City of Napa
Fiscal Year
2022/23
Proposed FY 22/23 Budget
170
ATTACHMENT 1

Agency Objectives:

The Housing Authority of the City of Napa (the Housing Authority) was established on May 8, 1942. On July 7, 1969, the City Council of the City of Napa declared itself to be the Board of Commissioners of the Housing Authority. The commission now includes the five City Council members and two resident commissioners. The primary purpose of the Housing Authority is to assist low-income families in obtaining decent, safe and sanitary housing.

The mission of the Housing Authority is to provide and administer affordable housing programs and services to qualified residents. The Housing Authority administers federal funds including Section 8 Housing Choice Vouchers countywide, Mainstream vouchers countywide; and Continuum of Care funds within Napa. It also administers the Housing Set-Aside Fund and the Local Housing Fund and manages Housing Authority owned properties. These properties include Laurel Manor, a 50-unit affordable senior apartment project and the office building on Seminary Street. The City’s Housing Division provides staff to the Housing Authority.

Full-Time Equivalent (FTE) Employees (also included in CDD totals):

Housing Division Actual Adj Budget Proposed
2019/20 2020/21 2021/22 2022/23
Full-Time 12.00 13.00 14.00 14.00
Limited-Term 1.00 1.00 1.00 1.00
Total FTE 13.00 14.00 15.00 15.00
Part-Time Salaries / Temp Help $34,073 $68,892 $51,000 $30,000 Housing Authority of the City of Napa
Proposed FY 22/23 Budget
171
ATTACHMENT 1

Housing Authority of the City of Napa
Proposed FY 22/23 Budget
172
ATTACHMENT 1

Fund Purpose:

This fund accounts for the operation and management of Laurel Manor, a 50-unit senior housing development owned by the Housing Authority of the City of Napa.

Major Accomplishments in Fiscal Year 2021/22:
• Continued to operate at full occupancy.
• Continued to provide 12 units through a below-market rate program for low-income seniors without Section 8 vouchers where the rent charged is equal to 30% of the household's income.

Key Initiatives for Fiscal Year 2022/23:
• Continue to provide well maintained and affordable housing to low-income seniors. • Continue to provide 12 affordable units to low-income seniors through the below-market rate rent program.

Revenue / Expenditure Detail:
2019/20
Actual
2020/21
Actual
2021/22
Adjusted
2021/22
Projected
2022/23
Proposed
%
Change
Charges for Services 38,190 4,172 3,000 4,340 3,500 17 % Investment Earnings 74,348 8,572 17,000 23,910 24,500 44 % Financing Revenues 516 — — — — — %
Misc Revenues 413,247 400,267 413,000 430,730 413,500 — % Total Revenues $ 526,300 $ 413,011 $ 433,000 $ 458,980 $ 441,500 2 % Salaries & Wages 42,061 53,500 70,590 58,080 60,950 (14) % Benefits 18,744 28,162 36,210 29,550 28,150 (22) % Services - External 177,896 226,925 236,500 203,570 213,500 (10) % Debt Service 42,654 42,654 43,500 42,650 43,500 — % Services - Internal 6,000 7,100 8,500 8,500 11,400 34 % Transfers Out 57,000 58,800 64,700 64,700 67,000 4 % Total Expenditures $ 344,354 $ 417,140 $ 460,000 $ 407,050 $ 424,500 (8) % Net Contribution / (Use) 181,946 (4,130) (27,000) 51,930 17,000 100 % Projected Fund Balance at
June 30 2,021,301 2,017,172 1,990,172 2,069,102 2,086,102 5 % Major Budget Changes for Fiscal Year 2022/23:

None.

Housing Authority of the City of Napa
Laurel Manor Fund
Proposed FY 22/23 Budget
173
ATTACHMENT 1