ATCH 1 - Proposed Operating & Capital Budget for Fiscal Years 2025/26 and 2026/27 — Napa City Council, June 3, 2025 (part 2 of 4)

ATTACHMENT 1
New Mechanic FTE added in FY26

Page 150 of 572 ends

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 FY2024/25
Completed upgrades of access controls at multiple ﬁre stations across the city.

Began work on developing a facilities internal service fund by way of the Public Works Department Strategic Plan.

Fiber connections were run through the Soscol corridor to begin integration from downtown to City of Napa Corporation Yard.

Secured planning grant through MTC for city and ﬂeet electriﬁcation.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Upgrade traﬃc signal components to incorporate the latest technology, enhancing traﬃc ﬂow, safety, and energy eﬃciency while reducing maintenance costs and improving overall system reliability.

Develop a comprehensive Corp Yard Master Plan to optimize space utilization, improve operational eﬃciency, and ensure the facilities meet current and future needs, while incorporating sustainability and safety standards. This plan will also provide a roadmap for future infrastructure investments, ensuring long-term functionality and alignment with organizational goals.

Prioritize the most pragmatic repairs for aging facilities by conducting a thorough assessment to identify critical structural, safety, and operational issues, focusing on cost-eﬀective solutions that extend the lifespan of the facility while minimizing disruption to daily operations. This approach will ensure resources are allocated eﬃciently, addressing the most urgent needs ﬁrst.

Continue development of a facilities internal services fund.

Continue to leverage asset management systems to streamline preventive maintenance (PM) schedules and track recurring maintenance requirements, ensuring timely interventions, reducing downtime, and extending the lifespan of assets while optimizing operational eﬃciency and reducing overall maintenance costs.

Performance Metrics:

Performance Metric Indicator Target FY
2022/23
FY
2023/24
PW General Services

Page 151 of 572 ends

ATTACHMENT 1
Actual Actual
Electrical # of Completed
Work Orders Trend 1,039 985
Facilities
Maintenance
# of Completed
Work Orders Trend 741 674
Division Detail:

Revenues
30 - Charges for Service $268 – – – – – –
55 - Misc Revenues $136 $0 – – – – –
REVENUES TOTAL $404 $0 – – – – –
Expenses
60 - Salaries and Wages $1,160,950 $1,151,837 $1,205,683 $1,519,580 $1,409,661 17% $1,421,280 61 - Benefits $651,724 $677,883 $776,006 $830,840 $797,030 3% $849,217 70 - Services - External $1,254,805 $1,462,411 $1,814,180 $1,722,929 $1,979,800 9% $2,279,800 71 - Debt Service $128,499 $142,573 $128,560 $128,560 $128,560 0% $128,560 72 - Services - Internal $168,611 $173,311 $174,780 $174,780 $183,197 5% $185,537 75 - Materials & Supplies $258,095 $202,868 $243,250 $262,480 $234,950 (3%) $234,950 EXPENSES TOTAL $3,622,683 $3,810,882 $4,342,459 $4,639,169 $4,733,198 9% $5,099,344 Net Contribution / (Use) ($3,622,280) ($3,810,882) ($4,342,459) ($4,639,169) ($4,733,198) – ($5,099,344) Source of Funds
General $3,622,683 $3,810,882 $4,342,459 $4,639,169 $4,733,198 9% $5,099,344 SOURCE OF FUNDS TOTAL $3,622,683 $3,810,882 $4,342,459 $4,639,169 $4,733,198 9% $5,099,344 Revenues
30 - Charges for Service –
55 - Misc Revenues –
REVENUES TOTAL –
Expenses
60 - Salaries and Wages 1%
61 - Benefits 7%
70 - Services - External 15%
71 - Debt Service 0%
72 - Services - Internal 1%
75 - Materials & Supplies 0%
EXPENSES TOTAL 8%
Net Contribution / (Use) –
Source of Funds
General 8%
SOURCE OF FUNDS TOTAL 8%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Power/natural gas increased to reﬂect increased PGE rates (estimated 20% annual cost increases).

Water/Sewage increases by 22% in FY26 and FY27.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 152 of 572 ends

ATTACHMENT 1

Page 153 of 572 ends

ATTACHMENT 1
Division Overview:

The Street 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 programs; Paving Maintenance Program and Sidewalk Improvement Program.

Major Accomplishments in FY2024/25
Reduced outstanding striping work requests from 197 to 25.

Completed 46 Traﬃc Change Orders (which implement traﬃc safety modiﬁcations) in 2024, more than double the year before (20).

Signs & Markings unit oversaw winter storm drain clearing, maintenance and inspections. Incorporated inspections into work orders system.

Coordinated the implementation of the Granicus OneView to improve the public interface and communication for service order requests.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Signs and Markings unit will develop a calendar for all planned work for the upcoming season to optimize coordination, eﬃciency and communication among the department.

Signs and Markings unit will create a Standard Operating Procedure and corresponding template for estimating internal work requests as to ensure improvement projects are coded and cost recovery.

Apply the established priority ranking system to all incoming work requests.

Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Graﬃti Abatement
# of graﬃti related work
orders completed Trend 61 100
# of graﬃti related work
orders completed within 2
business days
Trend 31 93
PW Maintenance

Page 154 of 572 ends

ATTACHMENT 1
Potholes
# pothole service order
requests completed (all
complaints are addressed
within 3 business days)
<300 2,460 601
requests
Signs & Marking
% of pavement markings
and signage in school
zones (in need of repair)
addressed
100% 100% 100%
# of Completed Work
Orders Trend New in
FY24 929
Roadway Maintenance
#lane miles crack seal Trend 7.3 16.7
#lane miles preventive
maint. (ex. seal coat) Trend New in
FY24 8.3
Division Detail:

Revenues
30 - Charges for Service $486 $401 $1,500 $0 $0 (100%) $0 55 - Misc Revenues – $533 – $0 $0 – $0
81 - Transfers In – – – $0 $100,000 – $100,000
REVENUES TOTAL $486 $934 $1,500 $0 $100,000 6,567% $100,000 Expenses
60 - Salaries and Wages $143,271 $99,163 $158,516 $43,493 $77,161 (51%) $78,080 61 - Benefits $60,672 $42,573 $52,158 $0 $14,198 (73%) $15,152 70 - Services - External $559,444 $774,860 $846,044 $721,000 $895,500 6% $917,500 72 - Services - Internal $652,264 $574,358 $569,450 $569,450 $511,378 (10%) $518,153 75 - Materials & Supplies $346,509 $413,101 $433,886 $579,630 $494,540 14% $494,540 EXPENSES TOTAL $1,762,159 $1,904,055 $2,060,052 $1,913,573 $1,992,777 (3%) $2,023,425 Net Contribution / (Use) ($1,761,673) ($1,903,122) ($2,058,552) ($1,913,573) ($1,892,777) – ($1,923,425) Source of Funds
General $1,762,159 $1,904,055 $2,060,052 $1,913,573 $1,992,777 (3%) $2,023,425 SOURCE OF FUNDS TOTAL $1,762,159 $1,904,055 $2,060,052 $1,913,573 $1,992,777 (3%) $2,023,425 Revenues
30 - Charges for Service –
55 - Misc Revenues –
81 - Transfers In 0%
REVENUES TOTAL 0%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 7%
70 - Services - External 2%
72 - Services - Internal 1%
75 - Materials & Supplies 0%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
General 2%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 155 of 572 ends

ATTACHMENT 1
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None

FY27 % Change

Page 156 of 572 ends

ATTACHMENT 1
Division Overview:

The Paving Program conducts maintenance paving across all city streets. The paving program utilizes city crews, in addition to contract services, to conduct pavement maintenance. This includes a variety of methods to improve the roadway network's pavement condition.

Major Accomplishments in FY2024/25
Paved streets utilizing over 13,000 tons of hot mix asphalt in FY24 and on track to pave nearly 22,000 in FY25.

Successfully onboarded and trained new Heavy Equipment Operator and Leadworker.

Restructured unit based on staﬀ recommendations to assign more employees during paving season to increase paving production.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Fully complete planned paving schedule.

Design FY26 paving plan based oﬀ upcoming pavement management plan and other utility work throughout the city.

Explore future training options such as CAT paving school.

Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Street Conditions (Pavement
Condition Index) PCI
Increase
PCI by >=1
each year

November
2024 PCI
= 65
Operations Road Paving # of lane miles paved Trend 11.79 15.48 PW Paving Program

Page 157 of 572 ends

ATTACHMENT 1
Division Detail:

Revenues
81 - Transfers In $2,846,000 $3,897,000 $4,900,000 $4,900,000 $7,917,000 62% $8,087,000 REVENUES TOTAL $2,846,000 $3,897,000 $4,900,000 $4,900,000 $7,917,000 62% $8,087,000 Expenses
60 - Salaries and Wages $726,004 $744,436 $918,360 $127,250 $1,312,475 43% $1,322,855 61 - Benefits $443,743 $464,200 $497,250 $0 $790,279 59% $843,214 70 - Services - External $301,595 $586,698 $810,000 $1,029,300 $1,436,000 77% $1,417,000 72 - Services - Internal $245,795 $350,755 $438,380 $438,380 $481,114 10% $491,687 75 - Materials & Supplies $1,069,898 $1,380,624 $3,148,477 $2,632,300 $3,897,000 24% $4,012,000 EXPENSES TOTAL $2,787,036 $3,526,713 $5,812,467 $4,227,230 $7,916,868 36% $8,086,756 Net Contribution / (Use) $58,964 $370,287 ($912,467) $672,770 $132 – $244 Source of Funds
City Capital Projects $2,787,036 $0 – $0 $0 – $0
Streets and Sidewalks Fund $0 $3,526,713 $5,812,467 $4,227,230 $7,916,868 36% $8,086,756 SOURCE OF FUNDS TOTAL $2,787,036 $3,526,713 $5,812,467 $4,227,230 $7,916,868 36% $8,086,756 Revenues
81 - Transfers In 2%
REVENUES TOTAL 2%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 7%
70 - Services - External (1%)
72 - Services - Internal 2%
75 - Materials & Supplies 3%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
City Capital Projects –
Streets and Sidewalks Fund 2%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Increased revenues to reﬂect increased paving production planned in FY26 & 27.

Increased labor, and materials and contracted services reﬂect increased paving production planned in FY26 & 27.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 158 of 572 ends

ATTACHMENT 1
Division Overview:

The Sidewalk Improvement Program utilizes contract services and City crews to repair broken curb, gutter, sidewalk, valley gutters, and other concrete infrastructure. The program also installs accessible curb ramps in compliance with the Americans with Disabilities Act (ADA).

Major Accomplishments in FY2024/25
Poured 175 yards of concrete in FY24 and 184 yards FY25 (YTD).

Conducted work in various locations citywide including Stonehouse, Twin Oaks, La Homa, and Jackson Neighborhoods.

Began initiative to better track and report progress of jobs including dates and quantities of various activities.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Sidewalk Improvement Program will continue into Jackson and Fairview neighborhoods.

Create plan for Priority Sidewalk Locations. Complete repairs that meet these requirements.

Performance Metrics:

Performance
Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Sidewalk Repairs # of priority sidewalk
repairs completed
50 per
year 10 0 (Ops) /
22 (CIP)
ADA Ramp
Upgrades
# of ADA Ramps
Upgraded 20 56
10 (Ops)
/
32 (CIP)
Sidewalk
Installation
# cubic yards of
concrete installed Trend New in
FY24
1,205
(Ops) /
5,643
(CIP)
PW Sidewalk Improvement Program

Page 159 of 572 ends

ATTACHMENT 1
Curb and Gutter
# of Linear Feet of
Curb and Gutter
installed in a year
Trend New in
FY24
1,488
(Ops) /
5191
(CIP)
Division Detail:

Revenues
81 - Transfers In $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,400,000 (26%) $1,500,000 REVENUES TOTAL $1,900,000 $1,900,000 $1,900,000 $1,900,000 $1,400,000 (26%) $1,500,000 Expenses
60 - Salaries and Wages $660,707 $596,090 $854,310 $791,110 $420,792 (51%) $423,690 61 - Benefits $399,926 $388,094 $526,440 $498,930 $282,952 (46%) $300,601 70 - Services - External $523,206 $654,668 $1,122,812 $300,000 $885,000 (21%) $960,000 72 - Services - Internal $167,446 $192,700 $119,360 $119,360 $212,547 78% $217,786 75 - Materials & Supplies $282,307 $217,656 $273,350 $156,000 $0 (100%) $0 77 - Capital Outlay $1,778 – – – – – –
EXPENSES TOTAL $2,035,370 $2,049,208 $2,896,272 $1,865,400 $1,801,291 (38%) $1,902,077 Net Contribution / (Use) ($135,370) ($149,208) ($996,272) $34,600 ($401,291) – ($402,077) Source of Funds
City Capital Projects $2,035,370 $0 – – – – –
Streets and Sidewalks Fund $0 $2,049,208 $2,896,272 $1,865,400 $1,801,291 (38%) $1,902,077 SOURCE OF FUNDS TOTAL $2,035,370 $2,049,208 $2,896,272 $1,865,400 $1,801,291 (38%) $1,902,077 Revenues
81 - Transfers In 7%
REVENUES TOTAL 7%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 6%
70 - Services - External 8%
72 - Services - Internal 2%
75 - Materials & Supplies –
77 - Capital Outlay –
EXPENSES TOTAL 6%
Net Contribution / (Use) –
Source of Funds
City Capital Projects –
Streets and Sidewalks Fund 6%
SOURCE OF FUNDS TOTAL 6%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Construction Services increased to reﬂect FY26&27 work plan.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 160 of 572 ends

ATTACHMENT 1
Division Overview:

The Transportation Engineering Division is responsible for planning and engineering of traﬃc safety and operations including traﬃc signals, signs, and pavement markings. The Transportation Engineering Division coordinates programs and traﬃc projects throughout the City in support of transportation safety. This division will also advance data driven "Vision Zero" traﬃc safety and design standards, incorporation of traﬃc safety, traﬃc calming and complete street objectives into roadway capital projects, and manage the Neighborhood Traﬃc Calming Program and other community generated traﬃc safety requests. This division will work closely Public Information Oﬃcer to improve communication with the community regarding traﬃc safety education and traﬃc safety initiatives.

Major Accomplishments in FY2024/25
Completed the update to the Neighborhood Traﬃc Calming Program(NCTP) and solicit and evaluate applications for the NTCP .

Initiated Jeﬀerson Corridor study funded by the Safe Streets for All (SS4A) program.

Hired the Senior Traﬃc Engineer to lead division.

Supported creation of County-wide Vision Zero plan and adopt City Vision Zero policies.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Continue assistance with Automated Red Light Enforcement System by Police Department.

Complete traﬃc signal video detection system upgrades to perpetual licensing and upgrade additional traﬃc signal locations to a consistent platform with the majority of existing video detection.

Deliver the ﬁrst set of Neighborhood Traﬃc Calming Program (NCTP) capital improvements from NTCP requests received in FY25.

Division Detail:

Revenues
30 - Charges for Service – $8,277 $10,000 $8,000 $10,000 0% $10,000 40 - Intergovernmental – $42,284 – – – – –
81 - Transfers In – – – $0 $100,000 – $100,000
REVENUES TOTAL – $50,561 $10,000 $8,000 $110,000 1,000% $110,000 Expenses
PW Transportation Engineering

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 161 of 572 ends

ATTACHMENT 1
60 - Salaries and Wages $7,872 $349,828 $596,869 $660,310 $778,879 30% $784,994 61 - Benefits $2,265 $206,194 $303,578 $292,170 $390,575 29% $414,015 70 - Services - External – $44,743 $392,117 $407,873 $127,355 (68%) $127,355 72 - Services - Internal $26 $1,083 $650 $650 $9,410 1,348% $9,510 75 - Materials & Supplies – $8,024 $7,630 $3,943 $5,255 (31%) $5,255 82 - Transfers Out – – – $0 $100,000 – $100,000
EXPENSES TOTAL $10,163 $609,872 $1,300,844 $1,364,946 $1,411,474 9% $1,441,129 Net Contribution / (Use) ($10,163) ($559,310) ($1,290,844) ($1,356,946) ($1,301,474) – ($1,331,129) Source of Funds
General $10,163 $609,872 $1,225,844 $1,289,946 $1,361,474 11% $1,391,129 General Non-Recurring – – $75,000 $75,000 $50,000 (33%) $50,000 SOURCE OF FUNDS TOTAL $10,163 $609,872 $1,300,844 $1,364,946 $1,411,474 9% $1,441,129 Revenues
30 - Charges for Service 0%
40 - Intergovernmental –
81 - Transfers In 0%
REVENUES TOTAL 0%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 6%
70 - Services - External 0%
72 - Services - Internal 1%
75 - Materials & Supplies 0%
82 - Transfers Out 0%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
General 2%
General Non-Recurring 0%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

GIS Coordinator Position Salary moved from Transportation Engineering to City Manager's Department - IT.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 162 of 572 ends

ATTACHMENT 1
Mission Statement:

We provide reliable, high-quality, essential drinking water and solid waste/recycling services to protect public health and ensure quality of life.

Utilities

Page 163 of 572 ends

ATTACHMENT 1
FT/LT 2022/23 Amended 2023/24 Amended 2024/25 Amended 2025/26 Proposed 2026/27 Proposed Amount
Limited-Term 0 0 0 0 0
Full-Time 74 77 77 77 77
AMOUNT 74 77 77 77 77
2022 - 23 Actuals Yearly
View
2023 - 24 Actuals Yearly
View
2024 - 25 Revised
Budget 2025 - 26 Budget 2026 - 27 Budget
Part-Time Employees $187,097 $151,852 $401,200 $375,000 $414,000 TOTAL $187,097 $151,852 $401,200 $375,000 $414,000
Department Overview:

The Utilities Department is responsible for delivering core services of drinking water and solid waste/recycling to residents, business and visitors. Both Water and Solid Waste/Recycling (SWR) are Enterprise Funds that rely primarily on customer rates and speciﬁc facility fees for funding instead of taxes.

The Water Division 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 Division 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.

Page 164 of 572 ends

ATTACHMENT 1
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:

Division Detail:

Revenues by Division
UT Water Admin $33,522,466 $40,306,047 $43,814,975 $45,373,850 $47,564,850 9% $50,243,350 UT Water Operations $347,681 $337,718 $200,000 $231,855 $225,000 13% $225,000 UT Water Engineering $89,739 $170,124 – $120,000 $120,000 – $120,000 UT Water CIP $28,057,683 $19,908,739 $12,376,594 $1,978,782 $7,800,000 (37%) $9,300,000 UT Water Disaster $3,189,766 ($75,489) $628,149 $0 $0 (100%) $0 UT Material Diversion
Admin $9,018,350 $8,602,924 $11,421,500 $11,732,604 $11,045,500 (3%) $11,047,000 UT Material Diversion
Ops $38,837,410 $36,011,201 $36,936,250 $37,456,100 $36,831,400 0% $36,881,400 UT Material Diversion
CIP $733,000 $733,000 $1,500,000 $1,500,000 $3,000,000 100% $4,000,000

REVENUES BY
DIVISION TOTAL $113,796,096 $105,994,264 $106,877,467 $98,393,191 $106,586,750 0% $111,816,750 Expenses by Division
UT Water Admin $37,405,270 $19,597,904 $13,980,005 $13,362,822 $16,055,591 15% $18,014,232 UT Water Operations $21,758,205 $23,192,361 $27,781,013 $25,375,439 $28,403,067 2% $28,797,775 UT Water Engineering $2,444,511 $2,538,775 $3,532,230 $3,240,846 $3,972,178 12% $4,117,645 UT Water CIP $45,953 $1,871,956 $52,635,177 $6,736,740 $8,664,440 (84%) $5,405,373 UT Water Disaster $309,062 $9,578,810 $1,635,384 $0 $0 (100%) $0 UT Material Diversion
Admin $9,227,800 $8,525,379 $9,049,081 $8,596,685 $10,493,287 16% $11,648,474 UT Material Diversion
Ops $40,052,496 $38,223,232 $41,792,448 $39,117,245 $42,599,628 2% $43,909,363 UT Material Diversion
CIP ($4,521) $1,430 $1,526,895 $1,490 $3,003,246 97% $1,203,376

EXPENSES BY
DIVISION TOTAL $111,238,777 $103,529,847 $151,932,231 $96,431,267 $113,191,437 (25%) $113,096,238 Net Contribution / (Use) $2,557,319 $2,464,417 ($45,054,764) $1,961,924 ($6,604,687) – ($1,279,488) Revenues by Division
UT Water Admin 6%
UT Water Operations 0%
UT Water Engineering 0%
UT Water CIP 19%
UT Water Disaster –
UT Material Diversion Admin 0%
UT Material Diversion Ops 0%
UT Material Diversion CIP 33%
REVENUES BY DIVISION TOTAL 5%
Expenses by Division
UT Water Admin 12%
UT Water Operations 1%
UT Water Engineering 4%
UT Water CIP (38%)
UT Water Disaster –
UT Material Diversion Admin 11%
UT Material Diversion Ops 3%

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

Page 165 of 572 ends

ATTACHMENT 1
UT Material Diversion CIP (60%)
EXPENSES BY DIVISION TOTAL 0%
Net Contribution / (Use) –
Department Expenditure by Fund
Expenses
Materials Diverson-
Operating $47,569,540 $46,334,006 $49,824,281 $47,083,850 $52,579,587 6% $55,143,975 Materials Diversion-
CIP ($4,521) $1,430 $1,526,895 $1,490 $3,003,246 97% $1,203,376 Materials Diversion-NR $1,710,757 $414,606 $1,017,248 $630,080 $513,328 (50%) $413,862 Water Utility-Operating $60,782,426 $44,588,205 $44,371,512 $41,897,787 $47,859,919 8% $50,528,298 Water Utility-CIP $45,953 $1,871,956 $52,635,177 $6,736,740 $8,664,440 (84%) $5,405,373 Water Utility-NR $1,134,622 $10,319,645 $2,557,119 $81,320 $570,917 (78%) $401,354 EXPENSES TOTAL $111,238,777 $103,529,847 $151,932,231 $96,431,267 $113,191,437 (25%) $113,096,238 Expenses
Materials Diverson-Operating 5%
Materials Diversion-CIP (60%)
Materials Diversion-NR (19%)
Water Utility-Operating 6%
Water Utility-CIP (38%)
Water Utility-NR (30%)
EXPENSES TOTAL 0%
Fund Balance by Fund

FY27 % Change

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

Page 166 of 572 ends

ATTACHMENT 1
All Fund Expenditures and Revenues
Revenues
30 - Charges for Service $83,145,895 $84,598,997 $92,077,100 $88,642,065 $95,228,350 3% $98,056,850 40 - Intergovernmental $2,912,832 $524,232 $6,876,742 $211,100 $230,000 (97%) $230,000 50 - Investment Earnings ($2,539,408) $4,115,567 $697,000 $2,752,744 $938,000 35% $938,000 52 - Financing Revenues – ($204,954) $95,625 $0 $5,000 (95%) $5,000 55 - Misc Revenues $334,657 $481,259 $581,000 $258,500 $685,400 18% $686,900 81 - Transfers In $29,942,120 $16,479,163 $6,550,000 $6,528,782 $9,500,000 45% $11,900,000 REVENUES TOTAL $113,796,096 $105,994,264 $106,877,467 $98,393,191 $106,586,750 0% $111,816,750 Expenses
60 - Salaries and Wages $7,778,355 $8,007,136 $10,043,055 $9,363,450 $10,358,278 3% $10,539,213 61 - Benefits $4,150,262 $6,732,730 $5,324,971 $4,973,930 $5,563,321 4% $5,911,346 70 - Services - External $42,828,007 $43,115,482 $48,218,198 $43,827,697 $49,247,075 2% $50,614,961 71 - Debt Service $1,504,272 $1,414,751 $4,203,500 $4,203,900 $4,029,250 (4%) $3,934,500 72 - Services - Internal $2,035,307 $3,114,096 $3,351,970 $3,351,970 $3,065,153 (9%) $3,344,447 75 - Materials & Supplies $11,617,597 $11,324,895 $12,578,011 $11,828,617 $12,721,700 1% $12,972,555 77 - Capital Outlay $7,580,157 $8,072,283 $56,177,326 $6,846,503 $12,125,750 (78%) $7,017,750 82 - Transfers Out $33,744,820 $21,748,473 $12,035,200 $12,035,200 $16,080,910 34% $18,761,466 EXPENSES TOTAL $111,238,777 $103,529,847 $151,932,231 $96,431,267 $113,191,437 (25%) $113,096,238 Net Contribution / (Use) $2,557,319 $2,464,417 ($45,054,764) $1,961,924 ($6,604,687) – ($1,279,488) Source of Funds
Materials Diverson-Operating $47,569,540 $46,334,006 $49,824,281 $47,083,850 $52,579,587 6% $55,143,975 Materials Diversion-CIP ($4,521) $1,430 $1,526,895 $1,490 $3,003,246 97% $1,203,376 Materials Diversion-NR $1,710,757 $414,606 $1,017,248 $630,080 $513,328 (50%) $413,862 Water Utility-Operating $60,782,426 $44,588,205 $44,371,512 $41,897,787 $47,859,919 8% $50,528,298 Water Utility-CIP $45,953 $1,871,956 $52,635,177 $6,736,740 $8,664,440 (84%) $5,405,373 Water Utility-NR $1,134,622 $10,319,645 $2,557,119 $81,320 $570,917 (78%) $401,354 SOURCE OF FUNDS TOTAL $111,238,777 $103,529,847 $151,932,231 $96,431,267 $113,191,437 (25%) $113,096,238 Revenues
30 - Charges for Service 3%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 167 of 572 ends

ATTACHMENT 1
40 - Intergovernmental 0%
50 - Investment Earnings 0%
52 - Financing Revenues 0%
55 - Misc Revenues 0%
81 - Transfers In 25%
REVENUES TOTAL 5%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 6%
70 - Services - External 3%
71 - Debt Service (2%)
72 - Services - Internal 9%
75 - Materials & Supplies 2%
77 - Capital Outlay (42%)
82 - Transfers Out 17%
EXPENSES TOTAL 0%
Net Contribution / (Use) –
Source of Funds
Materials Diverson-Operating 5%
Materials Diversion-CIP (60%)
Materials Diversion-NR (19%)
Water Utility-Operating 6%
Water Utility-CIP (38%)
Water Utility-NR (30%)
SOURCE OF FUNDS TOTAL 0%

FY27 % Change

Page 168 of 572 ends

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 FY2024/25
Achieved and maintaining a 65% landﬁll diversion rate as of Calendar Y ear (CY) 2024 which is continuing progress towards a 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.

1. Comprehensive Construction and Demolition Debris Recycling (C&DD) Ordinance improved recovery of heavy C&DD materials (C&D recycling rate = 60% in CY2024 with 1,019 tons recovered from 46 larger completed projects that required a recycling plan).

2. City adopted an SB 1383 Ordinance as well as a SB 1383 contract amendment with Napa Recycling & Waste Services (NRWS) for mandatory separation and recovery 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.

3. Expanded commercial food composting program has 340+ participants (as of December 2024). For commercial & large multi-family accounts, this resulted in a 55% increase in collection of compostable organic materials from 2,444 tons in CY2022 to 3,807 tons in CY2024. The SB 1383 Contract Amendment with NRWS provided a new commercial composting collection vehicle and driver, two new NRWS recycling outreach specialists, two new NRWS composting equipment operators, 1.5 FTE NRWS customer service representatives, 1600 new commercial composting carts and $2.6 million in new organics processing equipment at City-owned Materials Diversion Facility (MDF) with $1.5 million paid through a grant secured by the City of Napa.

4. Key Initiatives for Fiscal Y ears 2025/26 and 2026/27 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).

1. Review of Biomass (Wood Waste) Gasiﬁcation technology proposals for the City’s MDF. The potential system would utilize approximately 16,000 tons of wood waste and convert it to renewable electricity

2. Solid Waste & Recycling Enterprise Fund

Page 169 of 572 ends

ATTACHMENT 1
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. The inclusion of all multi-family accounts on compostable organics collection service is a major milestone anticipated to be accomplished in FY26.

3. Implement and reﬁne the C&DD Recycling Ordinance to align with CalGreen and City's Disposal Reduction Policy.

4. 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.

5. Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Materials Diversion diverted v. total
tons generated
70% by
2018
75% by
2020
64% 65%
Division Detail:

Revenues
30 - Charges for Service $44,421,688 $43,160,396 $47,391,750 $47,896,360 $47,008,500 (1%) $47,158,500 40 - Intergovernmental $1,561,599 $287,412 $32,000 $11,100 $30,000 (6%) $30,000 50 - Investment Earnings ($556,683) $643,589 $125,000 $472,744 $278,000 122% $278,000 52 - Financing Revenues – ($48,224) – – – – –
55 - Misc Revenues $64,121 $120,952 $59,000 $58,500 $60,400 2% $61,900 81 - Transfers In $3,106,200 $1,183,000 $2,250,000 $2,250,000 $3,500,000 56% $4,400,000 REVENUES TOTAL $48,596,925 $45,347,125 $49,857,750 $50,688,704 $50,876,900 2% $51,928,400 Expenses
60 - Salaries and Wages $985,990 $1,039,992 $1,203,030 $1,154,580 $1,271,639 6% $1,293,820 61 - Benefits $493,860 $971,743 $619,370 $591,590 $619,126 0% $655,863 70 - Services - External $39,147,333 $38,694,812 $42,481,587 $39,796,680 $43,124,150 2% $44,455,801 71 - Debt Service $288,435 $292,914 $871,700 $872,100 $873,700 0% $869,700 72 - Services - Internal $591,962 $695,600 $720,300 $720,300 $727,705 1% $769,226 75 - Materials & Supplies $80,872 $120,020 $345,021 $132,160 $125,300 (64%) $130,600 77 - Capital Outlay $2,767,331 $1,653,032 $1,689,405 $10,000 $3,171,000 88% $1,378,000 82 - Transfers Out $4,918,500 $3,281,930 $4,438,010 $4,438,010 $6,183,541 39% $7,208,203 EXPENSES TOTAL $49,274,283 $46,750,042 $52,368,423 $47,715,420 $56,096,161 7% $56,761,213 Net Contribution / (Use) ($677,358) ($1,402,916) ($2,510,673) $2,973,284 ($5,219,261) – ($4,832,813) Source of Funds
Materials Diverson-Operating $47,568,046 $46,334,006 $49,824,281 $47,083,850 $52,579,587 6% $55,143,975 Materials Diversion-CIP ($4,521) $1,430 $1,526,895 $1,490 $3,003,246 97% $1,203,376 Materials Diversion-NR $1,710,757 $414,606 $1,017,248 $630,080 $513,328 (50%) $413,862 SOURCE OF FUNDS TOTAL $49,274,283 $46,750,042 $52,368,423 $47,715,420 $56,096,161 7% $56,761,213

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 170 of 572 ends

ATTACHMENT 1
Revenues
30 - Charges for Service 0%
40 - Intergovernmental 0%
50 - Investment Earnings 0%
52 - Financing Revenues –
55 - Misc Revenues 2%
81 - Transfers In 26%
REVENUES TOTAL 2%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 6%
70 - Services - External 3%
71 - Debt Service 0%
72 - Services - Internal 6%
75 - Materials & Supplies 4%
77 - Capital Outlay (57%)
82 - Transfers Out 17%
EXPENSES TOTAL 1%
Net Contribution / (Use) –
Source of Funds
Materials Diverson-Operating 5%
Materials Diversion-CIP (60%)
Materials Diversion-NR (19%)
SOURCE OF FUNDS TOTAL 1%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Charges for Services revenue budget increase reﬂects continued major improvements in revenue from the sales of recyclable materials which is projected to come in $3.6 million over original FY25 budget. This improvement is largely due to investments in two $1.5M “optical sorters” to target small mixed paper and some PET plastic containers previously not captured at the City’s MDF for recycling and sale to end markets. The addition of wine and hard liquor containers to the statewide bottle bill is also anticipated to provide additional and sustained material sales revenue in the foreseeable future.

1. Contractor Payments (to NRWS) have been increased due to: (1) full inclusion of SB 1383 Contract Amendment to the City-NRWS agreement of approximately $2.8 million/year; (2) annual contractual inﬂators paid to NRWS with ﬁxed 3.5% (labor) and 2.5% (non-labor) escalations; and (3) Fuel and Electricity cost increases based on adjusted actual expense for CY2024 as well as projected fuel increases (5.35%/year) and electricity cost (11%/year).

2. Increase in Solid Waste and Recycling (SWR) CIP fund is driven by 3 major MDF CIP projects in FY26 and FY27, namely: (1) $2.8 million (over two FYs) for installation of a 12 KV electrical system at the MDF as required by PG&E; $750,000 for second phase of MDF stormwater mitigation improvements for onsite stormwater storage and treatment of MDF’s industrial stormwater; and (3) $500,000 for raising the height of compost contact stormwater retention pond. This is required for compliance since no oﬀ- site discharge of compost contact stormwater is allowable under the General Compost Order from the Regional Water Quality Control Board for compost facilities like the City’s MDF.

3. FY27 % Change

Page 171 of 572 ends

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, Engineering, Treatment, and Distribution sections accomplish this mission by delivering approximately 12,650 acre-feet (4.1 billion gallons) of water meeting State and Federal drinking water regulations, investing in capital improvements, planning for future water supply needs, responding to emergency repairs, managing droughts, and maintaining a proactive water conservation program. Staﬀ has prioritized infrastructure investment to ensure the water system is reliable, resilient, and available to serve the community.

Major Accomplishments in FY2024/25
Completed repairs to the Milliken raw water pipeline trail and installed a secure walkway to the diversion dam, which completed the ﬁnal project related to damage caused by the 2017 Atlas Fire.

Installed 270 feet of polyethylene liner to repair a leak in a 36-inch transmission pipeline using the existing asbestos cement host pipe under Redwood Creek in a non-invasive manner.

Completed replacement of 2,150 linear feet of 6-inch water main on Westwood Ave, Harrison Ave and Birch Place in the Westwood neighborhood.

Installed 5,000 feet of seismic-resistant PVC pipeline in Browns Valley Rd and Westview Dr, replacing and upgrading asbestos cement and cast iron pipes that had been exhibiting catastrophic failures and causing signiﬁcant community impacts.

Installed Cured-in-Place Pipe (CIPP) Liner to repair 285 linear feet of pipeline in a less invasive manner on Redwood Rd underneath the Napa Valley Railroad and Hwy 29 oﬀ ramp, completing the ﬁnal repair of damages caused by the 2014 earthquake.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Manage State Water Project and local water supplies along with customer demands in a third consecutive drought year.

Pending FEMA authorization, complete the Hazard Mitigation Grant Project hardening of the Milliken raw water pipeline.

Complete the 10- and 30-Y ear Water System Capital Improvement Master Plan and accompanying Short- and Long-Term Financial Plans.

Complete 36-inch Transmission Water Main Replacements on Browns Valley Road and Laurel Street so ﬁnal paving can be completed in the Westwood neighborhood.

Water Enterprise Fund

Page 172 of 572 ends

ATTACHMENT 1
Secure Grant funds through work with the Resource Conservation District (RCD) and Napa Firewise Community to clear defensible space for ﬁre protection of facilities near Lake Hennessey, Milliken Reservoir, and associated treatment facilities.

Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Water Quality
% compliance
with State water
quality
standards
100% 100% 100%
Water Conservation
Daily per capita
demand on
water system
(annual average)
Maximum 132
gallons per
capita per day
(gpcd)
120
gpcd 121 gpcd
Division Detail:

Revenues
30 - Charges for Service $38,724,207 $41,438,601 $44,685,350 $40,745,705 $48,219,850 8% $50,898,350 40 - Intergovernmental $1,351,233 $236,820 $6,844,742 $200,000 $200,000 (97%) $200,000 50 - Investment Earnings ($1,982,725) $3,471,979 $572,000 $2,280,000 $660,000 15% $660,000 52 - Financing Revenues – ($156,730) $95,625 $0 $5,000 (95%) $5,000 55 - Misc Revenues $280,716 $360,307 $522,000 $200,000 $625,000 20% $625,000 81 - Transfers In $26,835,920 $15,296,163 $4,300,000 $4,278,782 $6,000,000 40% $7,500,000 REVENUES TOTAL $65,209,351 $60,647,139 $57,019,717 $47,704,487 $55,709,850 (2%) $59,888,350 Expenses
60 - Salaries and Wages $6,792,365 $6,967,145 $8,840,025 $8,208,870 $9,086,639 3% $9,245,393 61 - Benefits $3,656,402 $5,760,987 $4,705,601 $4,382,340 $4,944,195 5% $5,255,483 70 - Services - External $3,680,674 $4,420,671 $5,736,611 $4,031,017 $6,122,925 7% $6,159,160 71 - Debt Service $1,215,495 $1,121,837 $3,331,800 $3,331,800 $3,155,550 (5%) $3,064,800 72 - Services - Internal $1,443,345 $2,418,496 $2,631,670 $2,631,670 $2,337,448 (11%) $2,575,221 75 - Materials & Supplies $11,536,725 $11,204,876 $12,232,990 $11,696,457 $12,596,400 3% $12,841,955 77 - Capital Outlay $4,812,826 $6,419,251 $54,487,921 $6,836,503 $8,954,750 (84%) $5,639,750 82 - Transfers Out $28,826,320 $18,466,543 $7,597,190 $7,597,190 $9,897,369 30% $11,553,263 EXPENSES TOTAL $61,964,152 $56,779,805 $99,563,808 $48,715,847 $57,095,276 (43%) $56,335,025 Net Contribution / (Use) $3,245,199 $3,867,334 ($42,544,091) ($1,011,360) ($1,385,426) – $3,553,325 Source of Funds
Water Utility-Operating $60,783,578 $44,588,205 $44,371,512 $41,897,787 $47,859,919 8% $50,528,298 Water Utility-CIP $45,953 $1,871,956 $52,635,177 $6,736,740 $8,664,440 (84%) $5,405,373 Water Utility-NR $1,134,622 $10,319,645 $2,557,119 $81,320 $570,917 (78%) $401,354 SOURCE OF FUNDS TOTAL $61,964,152 $56,779,805 $99,563,808 $48,715,847 $57,095,276 (43%) $56,335,025 Revenues
30 - Charges for Service 6%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 173 of 572 ends

ATTACHMENT 1
40 - Intergovernmental 0%
50 - Investment Earnings 0%
52 - Financing Revenues 0%
55 - Misc Revenues 0%
81 - Transfers In 25%
REVENUES TOTAL 8%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 6%
70 - Services - External 1%
71 - Debt Service (3%)
72 - Services - Internal 10%
75 - Materials & Supplies 2%
77 - Capital Outlay (37%)
82 - Transfers Out 17%
EXPENSES TOTAL (1%)
Net Contribution / (Use) –
Source of Funds
Water Utility-Operating 6%
Water Utility-CIP (38%)
Water Utility-NR (30%)
SOURCE OF FUNDS TOTAL (1%)
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Water Sales in FY26 and FY27 are projected to be ﬂat compared to FY25. Water Supplies are plentiful entering the start of FY26 due to a wet winter. Conservation and messaging to manage demands and ensure wise use of our precious supplies will continue.

The cost of consumables critical to operations is reﬂected in the Material and Supplies budget in FY26 & FY27. Chemicals and energy costs are driving the increases.

FY27 % Change

Page 174 of 572 ends

ATTACHMENT 1
Mission Statement:

The Napa Police Department's driving principals are uniﬁed in Safety, Support, and Service.

Safety of the Community
Support the Future
Service Over Self
Public Safety - Police

Page 175 of 572 ends

ATTACHMENT 1
FT/LT 2022/23 Amended 2023/24 Amended 2024/25 Amended 2025/26 Proposed 2026/27 Proposed Amount
Limited-Term 1 1 1 1 1
Full-Time 129 130 130 130 130
AMOUNT 130 131 131 131 131
2022 - 23 Actuals Yearly
View
2023 - 24 Actuals Yearly
View
2024 - 25 Revised
Budget 2025 - 26 Budget 2026 - 27 Budget
Part-Time Employees $118,673 $200,963 $122,500 $125,120 $127,505 TOTAL $118,673 $200,963 $122,500 $125,120 $127,505
Department Overview:

The Napa Police Department provides policing services to residents and visitors of Napa by enforcing laws and ordinances, crime prevention, maintaining public order, providing emergency response, investigation into criminal activities, community engagement, traﬃc control and safety, and providing support services to other agencies and community partners. The Police Department in addition to police services, also provides

Page 176 of 572 ends

ATTACHMENT 1
emergency dispatch services for City and County law enforcement, City of Napa Fire Department, American Canyon Fire Protection District and emergency ambulance calls.

The Napa Police Department's policing services are divided into 3 main divisions:

The Police Department's Traﬃc Bureau is a specialized unit within the Operations Division that plays a critical role in ensuring public and motor safety by enforcing traﬃc laws, addressing reckless or impaired driving, monitoring the City's Red Light Cameras, investigating traﬃc collisions, managing traﬃc ﬂow, and works to reduce accidents through education and enforcement.

1. Special Operations Division- includes the Investigations Bureau, Crime Prevention Bureau, Critical Response Unit (CRU), Y outh Services Bureau, Special Enforcement Unit, Homeless Outreach Program, NFECT, and Napa Special Investigations Bureau (NSIB). The Special Operations Division plays a vital role in solving crimes through crime scene investigations, gathering and analyzing physical and digital evidence, interviewing witnesses and suspects, managing and prioritizing cases, collaborating with other agencies, developing leads, conducting surveillance, arresting suspects, and testifying in court as expert witnesses all in eﬀort to bring oﬀenders to justice and ultimately provide closure for victims and their families.

2. Support Services Division- includes the Property and Records Bureau, Emergency Dispatch Center, and Administration. The Property and Records Bureau plays a critical role in maintaining the integrity and eﬃciency of police operations. The Property Bureau is responsible for securing, cataloging, and managing evidence collected during investigations, manages lost and stolen property and ensures items are stored securely and returned to their rightful owners. The Records Bureau maintains police records and incident reports, responsible for accurately entering data into police databases and assisting oﬃcers, detectives, and other authorized personnel with retrieving the data, ensures records and evidence management comply with legal standards, assists with public records requests, processes taxi, massage, concealed weapon and vendor permit applications, ﬁnger printing for new City employees, and is responsible for processing citations, police reports, and subpoenas. The Emergency Dispatch Center is the primary 911 answering point (PSAP) for the City of Napa and Napa County and is responsible for receiving and processing emergency and non-emergency calls. The Emergency Dispatch Center serves as a 24hrs. - 7 days a week central communication point for the City of Napa Police, City of Napa Fire Department, American Canyon Fire Protection District, Napa County Sheriﬀ's Department, Y ountville Police, City of American Canyon Police, American Medical Ambulance Response (AMR), Napa County Animal Services, and after-hours services for City of Napa Public Works Department and Napa County Public Works Department. The Emergency Dispatch Center plays a crucial role in maintaining public safety and ensuring all 911 calls receive a timely and appropriate response. The Administrative Division is responsible for a wide range of tasks that helps support the department's overall mission including hiring and recruitment, internal investigations, budget and ﬁnance operations, policy development and compliance, personnel records management, procurement of equipment and supplies to support daily operations, support services coordination, strategic planning, and community engagement.

3. Revenue / Expenditure Detail:

Revenues by Division
PD Admin $1,004,387 $912,231 $902,410 $1,017,410 $1,019,500 13% $1,019,500 PD Special Operations $861,816 $906,553 $1,143,013 $872,757 $1,916,953 68% $2,124,188 PD Operations $582,221 $2,351,599 $1,358,194 $700,987 $887,444 (35%) $905,778 PD Support Services $2,778,012 $3,980,779 $4,540,124 $4,652,904 $5,607,400 24% $5,560,400

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

Page 177 of 572 ends

ATTACHMENT 1

REVENUES BY
DIVISION TOTAL $5,226,435 $8,151,163 $7,943,741 $7,244,058 $9,431,297 19% $9,609,866 Expenses by Division
PD Admin $3,146,916 $2,968,810 $3,083,744 $2,975,470 $4,512,424 46% $5,060,083 PD Special Operations $7,288,308 $8,282,662 $8,684,609 $8,399,543 $8,557,107 (1%) $8,906,800 PD Operations $17,245,952 $21,421,353 $22,285,729 $20,092,123 $22,087,519 (1%) $22,983,089 PD Support Services $7,616,545 $7,355,346 $9,390,176 $9,473,298 $9,734,810 4% $9,761,356

EXPENSES BY
DIVISION TOTAL $35,297,722 $40,028,171 $43,444,258 $40,940,434 $44,891,860 3% $46,711,328 Net Contribution / (Use) ($30,071,286) ($31,877,008) ($35,500,517) ($33,696,376) ($35,460,563) – ($37,101,462) Revenues by Division
PD Admin 0%
PD Special Operations 11%
PD Operations 2%
PD Support Services (1%)
REVENUES BY DIVISION TOTAL 2%
Expenses by Division
PD Admin 12%
PD Special Operations 4%
PD Operations 4%
PD Support Services 0%
EXPENSES BY DIVISION TOTAL 4%
Net Contribution / (Use) –
Department Expenditure by Fund
Expenses
General $34,040,640 $38,832,937 $39,369,294 $38,537,295 $43,378,680 10% $45,185,032 General Non-Recurring $901,105 $1,026,566 $2,456,081 $1,840,457 $317,124 (87%) $325,329 Traffic Safety $7,768 $49,753 $258,845 $73,155 $61,708 (76%) $61,776 Red Light Camera $348,175 $115,779 $499,843 $438,880 $1,127,238 126% $1,132,061 Youth Services Diversion
Prog $34 $3,136 $5,200 $5,200 $5,200 0% $5,200
PD Grants – – $854,995 $45,447 $1,910 (100%) $1,930
EXPENSES TOTAL $35,297,722 $40,028,171 $43,444,258 $40,940,434 $44,891,860 3% $46,711,328 Expenses
General 4%
General Non-Recurring 3%
Traffic Safety 0%
Red Light Camera 0%
Youth Services Diversion Prog 0%
PD Grants 1%

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

Page 178 of 572 ends

ATTACHMENT 1
EXPENSES TOTAL 4%
Major Accomplishments in Fiscal Y ear 2024/25:

Community Engagement
Implemented Coﬀee with the Cops events and participated in National Night Out, Shop with a Cop, and other downtown events .

Redeployment of the Bicycle Team for special events .

Implemented elementary school reading program and completed multiple K9 demonstrations at local schools.

Revitalized Police Volunteer Program with 6 new volunteers .

Traﬃc completed 25 car seat inspections and held a car seat event during National Passenger Safety Week.

Participated in 5 Ride to Live events .

Investigations implemented Elder Abuse Community Awareness education workshop .

Revamped Honor Guard program.

Traﬃc Safety
Implementation of Red-Light Camera Program.

Oﬃce of Traﬃc Safety Pedestrian and Bicycle Safety Grant.

Purchased and distributed 650 bicycle helmets to community.

Conducted 8 community bicycle rides while promoting bicycle safety education.

Conducted 20 bicycle rodeos.

Oﬃce of Traﬃc Safety Motorcyclist Safety Education and Training Grant .

Conducted 6 public motorcycle safety and training courses – free of charge.

Participated in motorcycle safety month.

Conducted motorcycle safety and road sharing presentations at community events.

Oﬃce of Traﬃc Safety Selective Traﬃc Enforcement Program (STEP).

Completed 61 DUI Saturation Patrols.

Completed 6 DUI Checkpoints.

Completed 5 Traﬃc Enforcement and Distracted Driving Operations.

Participated in 20 Campaigns for Traﬃc Safety Education.

Recruitment
Police Department staﬀ attended over 14 recruitment fairs with Human Resources .

Implemented Police Department recruitment team .

Ongoing department collaboration with Human Resources to streamline processes and implement creative hiring strategies .

Software Updates
Implementation of Crossroads – Traﬃc Accident Reporting Software.

Implementation of LEFTA – Police Personnel/Training/Use of Force Records Software .

CAD Implementation slated for completion by end of FY.

Implementation of Veritone – RIPA Data Reporting .

Key Initiatives in Fiscal Y ears 2025/26 and 2026/27:

Recruitment
Council Focus Areas
Roads & Traﬃc Safety, Community Engagement, Economic Resilience

FY27 % Change

Page 179 of 572 ends

ATTACHMENT 1
Develop recruitment team.

Identify recruitment strategies and venues .

Continue attendance at recruitment fairs .

Increase visibility and marketing .

Increased staﬃng provides additional resources for traﬃc & public safety .

Community Engagement
Council Focus Areas
Community Engagement, Economic Resilience, Roads & Traﬃc Safety Host Townhall events to involve community in public safety concerns .

Expand volunteer program .

Collaborate with businesses and senior community on elder abuse awareness.

Collaborate with community and housing to enhance public safety relating to homelessness and related parking challenges .

Y outh Outreach
Council Focus Areas
Roads & Traﬃc Safety, Community Engagement, Economic Resilience Y outh traﬃc safety education & campaign .

Develop youth leadership training program .

Assess tobacco municipal codes related to youth access .

Develop a plan to reinstitute Cadet Program – creating a pipeline for recruitment .

Traﬃc Safety
Council Focus Areas
Roads & Traﬃc Safety, Community Engagement, Economic Resilience Continue to identify and apply for grant funding to enhance traﬃc safety.

Assess for expansion of Red-Light Program .

Host community traﬃc safety training .

Create public traﬃc safety awareness campaigns.

Continued collaboration with Public Works over Traﬃc Safety Measures.

Performance Metrics:

Performance Metric Indicator Target FY 2022/23
Actual
FY
2023/24
Monthly Close Timeliness % of months closed within
20 days of month end 80% 50%
Accounts Payable
Timeliness # invoices processed Trend 29,874
General Fund Budget
Accuracy/ Performance
% variance original budget
to actual revenues <3%
Business License
Processing
# of new license
applications processed Trend 1,931
All Fund Expenditures and Revenues

Page 180 of 572 ends

ATTACHMENT 1
Revenues
12 - Sales Tax $753,292 $746,951 $767,410 $767,410 $794,500 4% $794,500 20 - Licenses and Permit $26,021 $80,304 $35,000 $45,000 $45,000 29% $45,000 30 - Charges for Service $3,727,046 $5,035,565 $5,445,735 $5,506,115 $6,704,424 23% $6,677,129 40 - Intergovernmental $654,986 $578,600 $1,616,382 $913,033 $261,000 (84%) $260,000 50 - Investment Earnings ($24,785) $33,603 $11,500 $12,500 $23,000 100% $11,500 55 - Misc Revenues $177 $1,608,426 – – – – –
81 - Transfers In $89,698 $67,714 $67,714 $0 $1,603,373 2,268% $1,821,737 REVENUES TOTAL $5,226,435 $8,151,163 $7,943,741 $7,244,058 $9,431,297 19% $9,609,866 Expenses
60 - Salaries and Wages $18,503,326 $20,105,501 $20,876,109 $20,011,370 $21,443,902 3% $21,734,488 61 - Benefits $10,886,266 $12,875,877 $14,179,968 $13,784,346 $15,281,541 8% $16,445,343 70 - Services - External $2,502,451 $2,129,381 $4,656,196 $4,312,592 $3,831,114 (18%) $3,711,579 71 - Debt Service $154,464 $507,393 – – – – –
72 - Services - Internal $2,322,728 $1,787,908 $1,870,761 $1,846,024 $3,407,106 82% $3,910,578 75 - Materials & Supplies $797,329 $746,702 $1,737,829 $862,708 $844,100 (51%) $824,800 77 - Capital Outlay $8,459 $1,685,044 $43,000 $43,000 $73,000 70% $73,000 82 - Transfers Out $122,698 $190,364 $80,394 $80,394 $11,097 (86%) $11,540 EXPENSES TOTAL $35,297,722 $40,028,171 $43,444,258 $40,940,434 $44,891,860 3% $46,711,328 Net Contribution / (Use) ($30,071,286) ($31,877,008) ($35,500,517) ($33,696,376) ($35,460,563) – ($37,101,462) Source of Funds
General $34,040,640 $38,832,937 $39,369,294 $38,537,295 $43,378,680 10% $45,185,032 General Non-Recurring $901,105 $1,026,566 $2,456,081 $1,840,457 $317,124 (87%) $325,329 Traffic Safety $7,768 $49,753 $258,845 $73,155 $61,708 (76%) $61,776 Red Light Camera $348,175 $115,779 $499,843 $438,880 $1,127,238 126% $1,132,061 Youth Services Diversion Prog $34 $3,136 $5,200 $5,200 $5,200 0% $5,200 PD Grants – – $854,995 $45,447 $1,910 (100%) $1,930
SOURCE OF FUNDS TOTAL $35,297,722 $40,028,171 $43,444,258 $40,940,434 $44,891,860 3% $46,711,328 Revenues
12 - Sales Tax 0%
20 - Licenses and Permit 0%
30 - Charges for Service 0%
40 - Intergovernmental 0%
50 - Investment Earnings (50%)
55 - Misc Revenues –
81 - Transfers In 14%
REVENUES TOTAL 2%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 8%
70 - Services - External (3%)
71 - Debt Service –
72 - Services - Internal 15%
75 - Materials & Supplies (2%)
77 - Capital Outlay 0%
82 - Transfers Out 4%
EXPENSES TOTAL 4%
Net Contribution / (Use) –
Source of Funds
General 4%
General Non-Recurring 3%
Traffic Safety 0%
Red Light Camera 0%
Youth Services Diversion Prog 0%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 181 of 572 ends

ATTACHMENT 1
PD Grants 1%
SOURCE OF FUNDS TOTAL 4%
General Fund Revenues and Expenditures
Revenues
12 - Sales Tax $753,292 $746,951 $767,410 $767,410 $794,500 4% $794,500 20 - Licenses and Permit $26,021 $80,304 $35,000 $45,000 $45,000 29% $45,000 30 - Charges for Service $3,197,638 $4,557,170 $4,176,500 $4,436,880 $4,327,300 3% $4,291,800 40 - Intergovernmental ($13,869) $134,018 $108,000 $186,000 $161,000 48% $160,000 55 - Misc Revenues $177 $1,608,426 – – – – –
81 - Transfers In – – – $0 $1,603,373 – $1,821,737
REVENUES TOTAL $3,963,259 $7,126,870 $5,086,910 $5,435,290 $6,931,173 40% $7,113,037 Expenses
60 - Salaries and Wages $18,266,104 $19,821,468 $20,319,011 $19,862,660 $21,359,102 7% $21,649,056 61 - Benefits $10,799,704 $12,791,956 $14,098,957 $13,719,169 $15,227,436 16% $16,387,838 70 - Services - External $1,958,024 $1,596,837 $2,308,052 $2,449,695 $2,655,850 10% $2,528,350 71 - Debt Service – $507,393 – – – – –
72 - Services - Internal $2,322,728 $1,781,178 $1,842,260 $1,842,792 $3,388,692 111% $3,891,488 75 - Materials & Supplies $592,383 $597,317 $715,800 $577,765 $742,100 1% $722,800 77 - Capital Outlay $0 $1,657,074 $5,500 $5,500 $5,500 0% $5,500 82 - Transfers Out $101,698 $79,714 $79,714 $79,714 $0 (100%) $0 EXPENSES TOTAL $34,040,640 $38,832,937 $39,369,294 $38,537,295 $43,378,680 15% $45,185,032 Net Contribution / (Use) ($30,077,381) ($31,706,067) ($34,282,384) ($33,102,005) ($36,447,507) – ($38,071,995) Revenues
12 - Sales Tax 0%
20 - Licenses and Permit 0%
30 - Charges for Service (1%)
40 - Intergovernmental (1%)
55 - Misc Revenues –
81 - Transfers In 14%
REVENUES TOTAL 3%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 8%
70 - Services - External (5%)
71 - Debt Service –
72 - Services - Internal 15%
75 - Materials & Supplies (3%)
77 - Capital Outlay 0%
82 - Transfers Out –
EXPENSES TOTAL 4%
Net Contribution / (Use) –

FY27 % Change

ACTUAL REVISED BUDGET PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 182 of 572 ends

ATTACHMENT 1
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:
*Unknown until Budget Packages are approved. *

Page 183 of 572 ends

ATTACHMENT 1
Division Overview:

Operations Division- includes the Police Patrol Program which is responsible for ensuring public safety and maintaining law and order within our community by enforcing laws and ordinances. The Police Patrol Program includes the department's K9 program, Field Training Oﬃcer Program, Homeless, and provides support services like victim assistance, crime prevention programs, and community outreach initiatives. The Police Department's Traﬃc Bureau is a specialized unit within the Operations Division that plays a critical role in ensuring public and motor safety by enforcing traﬃc laws, addressing reckless or impaired driving, monitoring the City's Red Light Cameras, investigating traﬃc collisions, managing traﬃc ﬂow, and works to reduce accidents through education and enforcement.

Major Accomplishments in FY2024/25
Implemented the Red-Light Camera Program.

Redeployment of the Bicycle Team for Special Events.

Completed 61 DUI Saturation Patrols, 6 DUI Checkpoints, 5 Traﬃc Enforcement & Distracted Driving Operations, and purchased & distributed 650 bicycle helmets to the community.

Increased Community Engagement with the implementation of Coﬀee with the Cops Events, National Night Out, Shop with a Cop, Oﬃcer led Elementary School Reading Program, and multiple K9 demonstrations at local schools.

Revamped the Honor Guard Program.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Continue to seek grant opportunities to enhance traﬃc safety.

Evaluate opportunities for expanding the Red-Light Camera Program.

Develop a plan to reinstate the Police Cadet Program.

Continue to collaborate with Public Works on enhancing Traﬃc Safety Measures.

Host public safety awareness and traﬃc safety community workshops, campaigns, and trainings.

Performance Metrics:

Performance
Metric Indicator Target FY 2022/23
Actual
FY 2023/24
Actual
UCR Part 1 # crimes Trend 1,512 N/A
PD Operations

Page 184 of 572 ends

ATTACHMENT 1
Larceny Oﬀenses # crimes Trend
877

963
Traﬃc Safety
# fatal collisions Trend
-

3 # injury collisions Trend
247

241
# DUI related
collisions Trend
112

97 # DUI arrests Trend
215

198
# education
presentations Trend
18 39
Division Detail:

Revenues
30 - Charges for Service $322,925 $424,975 $401,900 $327,900 $316,900 (21%) $316,900 40 - Intergovernmental $260,124 $386,226 $956,294 $373,087 $136,000 (86%) $136,000 50 - Investment Earnings ($1,005) $10,358 – – – – –
55 - Misc Revenues $177 $1,530,040 – – – – –
81 - Transfers In – – – $0 $434,544 – $452,878
REVENUES TOTAL $582,221 $2,351,599 $1,358,194 $700,987 $887,444 (35%) $905,778 Expenses
60 - Salaries and Wages $9,192,909 $10,256,013 $10,640,318 $9,765,135 $10,828,693 2% $10,995,354 61 - Benefits $6,138,796 $7,395,698 $8,222,681 $8,126,299 $8,824,863 7% $9,539,565 70 - Services - External $448,484 $518,619 $1,136,319 $715,506 $639,000 (44%) $639,000 71 - Debt Service – $325,929 – – – – –
72 - Services - Internal $873,136 $769,406 $765,110 $765,110 $1,159,555 52% $1,173,694 75 - Materials & Supplies $580,628 $544,156 $1,509,302 $708,073 $633,700 (58%) $633,700 77 - Capital Outlay – $1,531,819 – – – – –
82 - Transfers Out $12,000 $79,714 $12,000 $12,000 $1,708 (86%) $1,776 EXPENSES TOTAL $17,245,952 $21,421,353 $22,285,729 $20,092,123 $22,087,519 (1%) $22,983,089 Net Contribution / (Use) ($16,663,731) ($19,069,753) ($20,927,535) ($19,391,136) ($21,200,075) – ($22,077,311) Source of Funds
General $17,059,042 $20,940,486 $20,391,108 $19,629,271 $21,925,811 8% $22,821,313 General Non-Recurring $179,142 $431,114 $1,051,638 $380,115 $100,000 (90%) $100,000 Traffic Safety $7,768 $49,753 $258,845 $73,155 $61,708 (76%) $61,776 PD Grants – – $584,139 $9,582 $0 (100%) $0
SOURCE OF FUNDS TOTAL $17,245,952 $21,421,353 $22,285,729 $20,092,123 $22,087,519 (1%) $22,983,089 Revenues
30 - Charges for Service 0%
40 - Intergovernmental 0%
50 - Investment Earnings –
55 - Misc Revenues –
81 - Transfers In 4%
REVENUES TOTAL 2%
Expenses
60 - Salaries and Wages 2%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 185 of 572 ends

ATTACHMENT 1
61 - Benefits 8%
70 - Services - External 0%
71 - Debt Service –
72 - Services - Internal 1%
75 - Materials & Supplies 0%
77 - Capital Outlay –
82 - Transfers Out 4%
EXPENSES TOTAL 4%
Net Contribution / (Use) –
Source of Funds
General 4%
General Non-Recurring 0%
Traffic Safety 0%
PD Grants –
SOURCE OF FUNDS TOTAL 4%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Addition of a CSO truck in PD's ﬂeet.

FY27 % Change

Page 186 of 572 ends

ATTACHMENT 1
Division Overview:

Special Operations Division- includes the Investigations Bureau, Crime Prevention Bureau, Critical Response Unit (CRU), Y outh Services Bureau, Special Enforcement Unit, Homeless Outreach Program, NFECT, and Napa Special Investigations Bureau (NSIB). The Special Operations Division plays a vital role in solving crimes through crime scene investigations, gathering and analyzing physical and digital evidence, interviewing witnesses and suspects, managing and prioritizing cases, collaborating with other agencies, developing leads, conducting surveillance, arresting suspects, and testifying in court as expert witnesses all in eﬀort to bring oﬀenders to justice and ultimately provide closure for victims and their families.

Major Accomplishments in FY2024/25
Implemented Elder Abuse Community Awareness Education Workshops.

Increased the number of devices processed for digital evidence by 45%.

Investigated and solved double homicide case & SWAT standoﬀ case.

Partnered and trained CHP oﬃcer for DV investigation (60 day in house program) in which the CHP oﬃcer shadowed NPD detectives.

Dedicated 571 overtime hours to Homelessness Outreach Services.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Collaborate with businesses and the senior community on elder abuse awareness.

Develop and implement a youth traﬃc safety education campaign.

Develop a youth leadership training program.

Analyze tobacco municipal codes related to youth access.

Collaborate with the community and the Housing Department to address public safety concerns related to homelessness.

Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Investigations # cases assigned Trend 1,158 1,017
PD Special Operations

Page 187 of 572 ends

ATTACHMENT 1
% Cleared by arrest or
charges ﬁled Trend 50.% 50.%
Napa Special
Investigations
Bureau
# cases assigned Trend 121 80
% Cleared by arrest or
charges ﬁled Trend 61.% 10.%
Value of substances
seized Trend $
731,319.60
$
1,602,511.95
Homeless Program
# homeless persons
served Trend 754 1,134
# homeless persons
placed in housing or
shelter
Trend 132 232
# homeless veterans
served Trend 28 18
School Resource
Oﬃcers
# cases investigated Trend 33 257
% of cases cleared 100% 94.% 64.%
Diversion
# youth referred to
program Trend 212 3,150
% completing program Trend 95.% 98.%
Division Detail:

Revenues
30 - Charges for Service $600,188 $649,260 $664,835 $707,435 $732,124 10% $740,329 40 - Intergovernmental $173,166 $187,557 $409,464 $164,322 $15,000 (96%) $14,000 50 - Investment Earnings ($1,236) $2,022 $1,000 $1,000 $1,000 0% $1,000 81 - Transfers In $89,698 $67,714 $67,714 $0 $1,168,829 1,626% $1,368,859 REVENUES TOTAL $861,816 $906,553 $1,143,013 $872,757 $1,916,953 68% $2,124,188 Expenses
60 - Salaries and Wages $3,866,992 $4,423,954 $4,547,416 $4,498,395 $4,382,372 (4%) $4,447,573 61 - Benefits $2,423,146 $2,986,518 $3,151,709 $2,991,714 $3,420,665 9% $3,695,047 70 - Services - External $711,392 $586,300 $630,159 $617,785 $487,824 (23%) $496,029 72 - Services - Internal $128,326 $143,747 $155,201 $147,147 $177,446 14% $179,351 75 - Materials & Supplies $68,754 $82,144 $132,410 $76,788 $88,800 (33%) $88,800 82 - Transfers Out $89,698 $60,000 $67,714 $67,714 $0 (100%) $0 EXPENSES TOTAL $7,288,308 $8,282,662 $8,684,609 $8,399,543 $8,557,107 (1%) $8,906,800 Net Contribution / (Use) ($6,426,493) ($7,376,109) ($7,541,596) ($7,526,786) ($6,640,154) – ($6,782,612) Source of Funds
General $6,820,856 $7,766,203 $8,055,034 $8,005,341 $8,332,873 3% $8,674,341 General Non-Recurring $467,418 $513,323 $353,519 $353,137 $217,124 (39%) $225,329 Youth Services Diversion Prog $34 $3,136 $5,200 $5,200 $5,200 0% $5,200 PD Grants – – $270,856 $35,865 $1,910 (99%) $1,930
SOURCE OF FUNDS TOTAL $7,288,308 $8,282,662 $8,684,609 $8,399,543 $8,557,107 (1%) $8,906,800 Revenues
30 - Charges for Service 1%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 188 of 572 ends

ATTACHMENT 1
40 - Intergovernmental (7%)
50 - Investment Earnings 0%
81 - Transfers In 17%
REVENUES TOTAL 11%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 8%
70 - Services - External 2%
72 - Services - Internal 1%
75 - Materials & Supplies 0%
82 - Transfers Out –
EXPENSES TOTAL 4%
Net Contribution / (Use) –
Source of Funds
General 4%
General Non-Recurring 4%
Youth Services Diversion Prog 0%
PD Grants 1%
SOURCE OF FUNDS TOTAL 4%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Addition NFECT Detective FTE Position.

FY27 % Change

Page 189 of 572 ends

ATTACHMENT 1
Division Overview:

Support Services Division- includes the Property and Records Bureau, Emergency Dispatch Center, and Administration. The Property and Records Bureau plays a critical role in maintaining the integrity and eﬃciency of police operations. The Property Bureau is responsible for securing, cataloging, and managing evidence collected during investigations, manages lost and stolen property and ensures items are stored securely and returned to their rightful owners. The Records Bureau maintains police records and incident reports, responsible for accurately entering data into police databases and assisting oﬃcers, detectives, and other authorized personnel with retrieving the data, ensures records and evidence management comply with legal standards, assists with public records requests, processes taxi, massage, concealed weapon and vendor permit applications, ﬁnger printing for new City employees, and is responsible for processing citations, police reports, and subpoenas. The Emergency Dispatch Center is the primary 911 answering point (PSAP) for the City of Napa and Napa County and is responsible for receiving and processing emergency and non-emergency calls. The Emergency Dispatch Center serves as a 24hrs. - 7 days a week central communication point for the City of Napa Police, City of Napa Fire Department, American Canyon Fire Protection District, Napa County Sheriﬀ's Department, Y ountville Police, City of American Canyon Police, American Medical Ambulance Response (AMR), Napa County Animal Services, and after-hours services for City of Napa Public Works Department and Napa County Public Works Department. The Emergency Dispatch Center plays a crucial role in maintaining public safety and ensuring all 911 calls receive a timely and appropriate response. The Administrative Division is responsible for a wide range of tasks that helps support the department's overall mission including hiring and recruitment, internal investigations, budget and ﬁnance operations, policy development and compliance, personnel records management, procurement of equipment and supplies to support daily operations, support services coordination, strategic planning, and community engagement.

Major Accomplishments in FY2024/25
Started the implementation of the Dispatch Center's new CAD system.

Increased recruitment eﬀorts attending over 14 recruitment fairs.

Revitalized the Police Volunteer Program with 6 new volunteers.

Implemented the Veritone Software Program for RIPA data reporting.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Recruitment - continue to develop PD's recruitment team, increase visibility and marketing, and continue attending recruitment fairs.

Host townhall events to engage with the community on public safety issues and concerns.

Expand the Napa Police Department's volunteer program.

PD Support Services

Page 190 of 572 ends

ATTACHMENT 1
Performance Metrics:

Performance
Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Dispatch Calls
# calls to dispatch Trend

59,152

55,924
% answered within 10
seconds * State of CA
goal is now 15
seconds, measure
used is 15 seconds
beginning CY2016 90.% 97% 96%
General time for call
received to event
created for Priority 1 -
Priority 4 calls for Napa
PD
30 seconds 43 seconds 39 seconds
Response time from
event created to arrival
time for Priority 1 -
Priority 4 calls for Napa
PD
1 minute,
45 seconds
1 minute 7
seconds
1 minute 29
seconds
Property &
Records
# of processed reports Trend

6,102 5,520
# of front counter
assistance Trend

5,320 5,811
# permits processed Trend

1,287

908
# background requests
processed Trend

918 1,166
# subpoenas
processed Trend

5,099 5,256
Division Detail:

Revenues
30 - Charges for Service $2,559,931 $3,881,470 $4,289,000 $4,400,780 $5,585,400 30% $5,549,900 40 - Intergovernmental $240,624 – $240,624 $240,624 $0 (100%) $0 50 - Investment Earnings ($22,544) $21,222 $10,500 $11,500 $22,000 110% $10,500 55 - Misc Revenues – $78,086 – – – – –
REVENUES TOTAL $2,778,012 $3,980,779 $4,540,124 $4,652,904 $5,607,400 24% $5,560,400 Expenses

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 191 of 572 ends

ATTACHMENT 1
60 - Salaries and Wages $4,424,691 $4,356,830 $4,606,730 $4,641,647 $4,942,652 7% $4,981,684 61 - Benefits $1,689,316 $1,718,577 $2,042,684 $2,031,770 $2,172,025 6% $2,286,248 70 - Services - External $1,157,527 $795,126 $2,596,182 $2,675,384 $2,423,940 (7%) $2,296,200 71 - Debt Service $154,464 $181,464 – – – – –
72 - Services - Internal $30,000 $30,220 $46,900 $29,900 $57,804 23% $58,460 75 - Materials & Supplies $131,088 $69,253 $54,000 $50,917 $56,000 4% $56,000 77 - Capital Outlay $8,459 $153,225 $43,000 $43,000 $73,000 70% $73,000 82 - Transfers Out $21,000 $50,650 $680 $680 $9,389 1,281% $9,764 EXPENSES TOTAL $7,616,545 $7,355,346 $9,390,176 $9,473,298 $9,734,810 4% $9,761,356 Net Contribution / (Use) ($4,838,534) ($3,374,566) ($4,850,052) ($4,820,394) ($4,127,410) – ($4,200,956) Source of Funds
General $7,013,827 $7,177,367 $7,864,413 $7,952,218 $8,607,572 9% $8,629,295 General Non-Recurring $254,544 $62,200 $1,025,920 $1,082,200 $0 (100%) $0 Red Light Camera $348,175 $115,779 $499,843 $438,880 $1,127,238 126% $1,132,061 SOURCE OF FUNDS TOTAL $7,616,545 $7,355,346 $9,390,176 $9,473,298 $9,734,810 4% $9,761,356 Revenues
30 - Charges for Service (1%)
40 - Intergovernmental –
50 - Investment Earnings (52%)
55 - Misc Revenues –
REVENUES TOTAL (1%)
Expenses
60 - Salaries and Wages 1%
61 - Benefits 5%
70 - Services - External (5%)
71 - Debt Service –
72 - Services - Internal 1%
75 - Materials & Supplies 0%
77 - Capital Outlay 0%
82 - Transfers Out 4%
EXPENSES TOTAL 0%
Net Contribution / (Use) –
Source of Funds
General 0%
General Non-Recurring –
Red Light Camera 0%
SOURCE OF FUNDS TOTAL 0%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 192 of 572 ends

ATTACHMENT 1
Mission Statement:

Always Here, Always Ready, Serving Y ou with Pride and Excellence Public Safety - Fire

Page 193 of 572 ends

ATTACHMENT 1
FT/LT 2022/23 Amended 2023/24 Amended 2024/25 Amended 2025/26 Proposed 2026/27 Proposed Amount
Full-Time 74 74 77 77 78
AMOUNT 74 74 77 77 78
2022 - 23 Actuals Yearly
View
2023 - 24 Actuals Yearly
View
2024 - 25 Revised
Budget 2025 - 26 Budget 2026 - 27 Budget
Part-Time Employees $28,151 $31,908 $56,850 $48,000 $48,000 TOTAL $28,151 $31,908 $56,850 $48,000 $48,000
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:

Revenues by Division
FD Admin $835,980 $1,001,043 $971,020 $833,700 $877,600 (10%) $1,128,253 FD Prevention $470,612 $664,009 $862,490 $684,500 $524,258 (39%) $546,215 FD Operations $4,220,594 $4,615,419 $5,618,777 $5,659,418 $3,739,033 (33%) $3,887,005

REVENUES BY
DIVISION TOTAL $5,527,186 $6,280,471 $7,452,287 $7,177,618 $5,140,891 (31%) $5,561,473 Expenses by Division
FD Admin $1,379,554 $1,410,765 $1,627,293 $1,662,172 $1,672,110 3% $2,014,890 FD Prevention $1,174,657 $1,220,783 $1,264,684 $1,229,370 $1,341,462 6% $1,374,927 FD Operations $20,879,648 $22,396,277 $26,817,468 $25,991,130 $25,525,760 (5%) $25,962,714

EXPENSES BY
DIVISION TOTAL $23,433,859 $25,027,826 $29,709,445 $28,882,672 $28,539,332 (4%) $29,352,531 Net Contribution / (Use) ($17,906,673) ($18,747,355) ($22,257,158) ($21,705,054) ($23,398,441) – ($23,791,058) Revenues by Division
FD Admin 29%
FD Prevention 4%
FD Operations 4%
REVENUES BY DIVISION TOTAL 8%
Expenses by Division
FD Admin 21%
FD Prevention 2%

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

Page 194 of 572 ends

ATTACHMENT 1
FD Operations 2%
EXPENSES BY DIVISION TOTAL 3%
Net Contribution / (Use) –
Department Expenditure by Fund
Expenses
General $23,284,331 $24,865,304 $29,057,489 $28,328,619 $28,489,232 (2%) $29,302,431 General Non-
Recurring $100,417 $113,947 $584,456 $493,958 $0 (100%) $0 DIF Fire/Paramedic $49,111 $48,575 $57,500 $50,095 $50,100 (13%) $50,100 Fire SR – – $10,000 $10,000 $0 (100%) $0
EXPENSES TOTAL $23,433,859 $25,027,826 $29,709,445 $28,882,672 $28,539,332 (4%) $29,352,531 Expenses
General 3%
General Non-Recurring –
DIF Fire/Paramedic 0%
Fire SR –
EXPENSES TOTAL 3%
All Fund Expenditures and Revenues
Revenues
11 - Property Tax $3,260,838 $3,661,172 $3,420,490 $3,666,000 $3,557,313 4% $3,699,605 12 - Sales Tax $753,292 $746,951 $767,410 $745,000 $794,500 4% $822,500 14 - Business License Tax $29,127 $46,120 $55,000 $54,000 $36,225 (34%) $37,495 20 - Licenses and Permit $214,495 $256,333 $240,200 $260,000 $240,000 0% $250,000 30 - Charges for Service $447,730 $783,269 $950,290 $665,700 $510,353 (46%) $526,720 40 - Intergovernmental $745,376 $778,570 $2,005,897 $1,773,618 $0 (100%) $0 50 - Investment Earnings ($3,423) $7,307 $3,000 $2,500 $2,500 (17%) $3,000 55 - Misc Revenues $79,750 $750 $10,000 $10,800 $0 (100%) $0 81 - Transfers In – – – $0 $0 – $222,153
REVENUES TOTAL $5,527,186 $6,280,471 $7,452,287 $7,177,618 $5,140,891 (31%) $5,561,473 Expenses
60 - Salaries and Wages $12,679,507 $12,954,078 $15,952,970 $13,840,040 $14,859,063 (7%) $15,162,464 61 - Benefits $8,446,297 $9,284,153 $10,115,532 $11,607,880 $10,944,854 8% $11,396,037 70 - Services - External $349,591 $484,138 $912,862 $757,258 $470,290 (48%) $477,470 71 - Debt Service $49,017 $48,489 $57,000 $50,000 $50,000 (12%) $50,000 72 - Services - Internal $1,353,001 $1,624,764 $1,855,420 $1,855,420 $1,926,425 4% $1,982,810 75 - Materials & Supplies $508,753 $548,332 $815,661 $737,074 $243,700 (70%) $238,750 77 - Capital Outlay $47,692 $83,871 $0 $35,000 $45,000 – $45,000

FY27 % Change

ACTUAL REVISED

BUDGET PROJECTED PROPOSED

BUDGET PROPOSED
BUDGET
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 %
Change FY2027

FY27 % Change

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 195 of 572 ends

ATTACHMENT 1
EXPENSES TOTAL $23,433,859 $25,027,826 $29,709,445 $28,882,672 $28,539,332 (4%) $29,352,531 Net Contribution / (Use) ($17,906,673) ($18,747,355) ($22,257,158) ($21,705,054) ($23,398,441) – ($23,791,058) Source of Funds
General $23,284,331 $24,865,304 $29,057,489 $28,328,619 $28,489,232 (2%) $29,302,431 General Non-Recurring $100,417 $113,947 $584,456 $493,958 $0 (100%) $0 DIF Fire/Paramedic $49,111 $48,575 $57,500 $50,095 $50,100 (13%) $50,100 Fire SR – – $10,000 $10,000 $0 (100%) $0
SOURCE OF FUNDS TOTAL $23,433,859 $25,027,826 $29,709,445 $28,882,672 $28,539,332 (4%) $29,352,531 Revenues
11 - Property Tax 4%
12 - Sales Tax 4%
14 - Business License Tax 4%
20 - Licenses and Permit 4%
30 - Charges for Service 3%
40 - Intergovernmental –
50 - Investment Earnings 20%
55 - Misc Revenues –
81 - Transfers In –
REVENUES TOTAL 8%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 4%
70 - Services - External 2%
71 - Debt Service 0%
72 - Services - Internal 3%
75 - Materials & Supplies (2%)
77 - Capital Outlay 0%
EXPENSES TOTAL 3%
Net Contribution / (Use) –
Source of Funds
General 3%
General Non-Recurring –
DIF Fire/Paramedic 0%
Fire SR –
SOURCE OF FUNDS TOTAL 3%
General Fund Revenues and Expenditures
Revenues
11 - Property Tax $3,260,838 $3,661,172 $3,420,490 $3,666,000 $3,557,313 8% $3,699,605 12 - Sales Tax $753,292 $746,951 $767,410 $745,000 $794,500 7% $822,500 14 - Business License Tax $29,127 $46,120 $55,000 $54,000 $36,225 (32%) $37,495 20 - Licenses and Permit $214,495 $256,333 $240,200 $260,000 $240,000 4% $250,000 30 - Charges for Service $362,278 $537,631 $750,290 $580,700 $430,353 (40%) $446,720 40 - Intergovernmental $671,073 $673,576 $1,654,079 $1,421,800 $0 (100%) $0 55 - Misc Revenues – $750 – $800 $0 – $0
81 - Transfers In – – – $0 $0 – $222,153
REVENUES TOTAL $5,291,104 $5,922,533 $6,887,469 $6,728,300 $5,058,391 (20%) $5,478,473

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

ACTUAL REVISED BUDGET PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 196 of 572 ends

ATTACHMENT 1
Expenses
60 - Salaries and Wages $12,647,300 $12,940,155 $15,862,470 $13,840,040 $14,859,063 (4%) $15,162,464 61 - Benefits $8,440,411 $9,284,153 $10,115,532 $11,607,880 $10,944,854 13% $11,396,037 70 - Services - External $312,163 $435,871 $641,044 $485,844 $470,190 (26%) $477,370 72 - Services - Internal $1,353,001 $1,624,764 $1,855,420 $1,855,420 $1,926,425 7% $1,982,810 75 - Materials & Supplies $483,763 $496,488 $583,023 $504,435 $243,700 (59%) $238,750 77 - Capital Outlay $47,692 $83,871 $0 $35,000 $45,000 – $45,000 EXPENSES TOTAL $23,284,331 $24,865,304 $29,057,489 $28,328,619 $28,489,232 1% $29,302,431 Net Contribution / (Use) ($17,993,227) ($18,942,771) ($22,170,020) ($21,600,319) ($23,430,841) – ($23,823,958) Revenues
11 - Property Tax 4%
12 - Sales Tax 4%
14 - Business License Tax 4%
20 - Licenses and Permit 4%
30 - Charges for Service 4%
40 - Intergovernmental –
55 - Misc Revenues –
81 - Transfers In –
REVENUES TOTAL 8%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 4%
70 - Services - External 2%
72 - Services - Internal 3%
75 - Materials & Supplies (2%)
77 - Capital Outlay 0%
EXPENSES TOTAL 3%
Net Contribution / (Use) –

ACTUAL REVISED BUDGET PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 197 of 572 ends

ATTACHMENT 1
Division Overview:

The Fire Prevention Division reviews and approves planned unit development projects and new construction activities. Additionally, The Fire Prevention Division is 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 ﬁre hazard complaints.

One primary goal of the ﬁre department 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 FY2024/25
Successfully recruited (2) new full-time Fire Inspectors Completed 2,604 Fire & Life Safety Inspections
Completed 625 Construction Inspections
Continued critical work advancing EPL implementation
In tandem with Building Division, successfully implemented digital review process for over-the-counter photovoltaic systems
Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
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.

Implement Operational Permit 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.

Performance Metrics:

FD Fire Prevention

Page 198 of 572 ends

ATTACHMENT 1
Performance
Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Community
Outreach
# of events 100 88 97
# of participants in SAFE
program 6,000 535 1,800
# of participants taught
Hands Only CPR 2,000 2,513 1,474
Fire is Everyone's
Fight # smoke alarms installed 40 33
45 alarms
and 29
batteries
Fire Prevention
Inspections
# construction inspections Trend 730 625
# plan checks Trend 1,055 968
% of mandatory inspections
completed (schools,
institutions, hotels, motels,
multifamily residential
properties)
100% 100% 100%
# Weed Abatement
Inspections Trend 206 216
Division Detail:

Revenues
14 - Business License Tax $29,127 $46,120 $55,000 $54,000 $36,225 (34%) $37,495 20 - Licenses and Permit $214,495 $256,333 $240,200 $260,000 $240,000 0% $250,000 30 - Charges for Service $226,991 $361,557 $567,290 $370,500 $248,033 (56%) $258,720 50 - Investment Earnings ($1) – – – – – –
REVENUES TOTAL $470,612 $664,009 $862,490 $684,500 $524,258 (39%) $546,215 Expenses
60 - Salaries and Wages $680,308 $702,252 $718,909 $641,840 $785,764 9% $795,650 61 - Benefits $373,723 $382,688 $364,305 $430,250 $397,454 9% $420,944 70 - Services - External $66,256 $91,430 $123,600 $102,700 $101,620 (18%) $101,200 72 - Services - Internal $35,743 $32,120 $32,880 $32,880 $44,124 34% $44,633 75 - Materials & Supplies $18,627 $12,293 $24,990 $21,700 $12,500 (50%) $12,500 EXPENSES TOTAL $1,174,657 $1,220,783 $1,264,684 $1,229,370 $1,341,462 6% $1,374,927 Net Contribution / (Use) ($704,044) ($556,774) ($402,194) ($544,870) ($817,204) – ($828,712) Source of Funds
General $1,174,657 $1,220,783 $1,264,684 $1,229,370 $1,341,462 6% $1,374,927 SOURCE OF FUNDS TOTAL $1,174,657 $1,220,783 $1,264,684 $1,229,370 $1,341,462 6% $1,374,927 Revenues
14 - Business License Tax 4%
20 - Licenses and Permit 4%
30 - Charges for Service 4%
50 - Investment Earnings –

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 199 of 572 ends

ATTACHMENT 1
REVENUES TOTAL 4%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 6%
70 - Services - External 0%
72 - Services - Internal 1%
75 - Materials & Supplies 0%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
General 2%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

FY27 % Change

Page 200 of 572 ends

ATTACHMENT 1
Division Overview:

The Fire Operations Division 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 Explorer Program; and OES Mutual Aid Response.

Major Accomplishments in FY2024/25
Put Engine 1 Back in Service
Awarded two AFG Grants
Secured Grant to Develop Community Wildﬁre Protection Plan (CWPP) Responded to 13 OES Deployments
Implemented Tablet Command Software
Key Initiatives for Fiscal Y ears 2025/26 and 2026/27
Continue to seek grant funding opportunities
Completing Department Driver Operator Training
Revamp Fire Attack Policies
Place into service 1 replacement Fire Engine
Complete the Community Wildﬁre Protection Plan
Performance Metrics:

Performance Metric Indicator Target
FY
2022/23
Actual
FY
2023/24
Actual
Emergency Response
Time
% calls responded to
within target
90%
response
within 7
minutes

84.% 83.%
FD Operations

Page 201 of 572 ends

ATTACHMENT 1
Certiﬁcation in Specialized
Disciplines % certiﬁcation 100% 90% 90%
Call Volume Total Call Volume Trend 11,448 11,778
Revenues
11 - Property Tax $3,260,838 $3,661,172 $3,420,490 $3,666,000 $3,557,313 4% $3,699,605 30 - Charges for Service $134,630 $174,927 $182,390 $209,000 $181,720 0% $187,400 40 - Intergovernmental $745,376 $778,570 $2,005,897 $1,773,618 $0 (100%) $0 55 - Misc Revenues $79,750 $750 $10,000 $10,800 $0 (100%) $0 REVENUES TOTAL $4,220,594 $4,615,419 $5,618,777 $5,659,418 $3,739,033 (33%) $3,887,005 Expenses
60 - Salaries and Wages $11,448,878 $11,712,910 $14,621,905 $12,619,730 $13,442,252 (8%) $13,551,576 61 - Benefits $7,728,640 $8,507,896 $9,326,541 $10,685,730 $10,145,720 9% $10,467,130 70 - Services - External $226,121 $329,318 $725,992 $582,293 $294,850 (59%) $300,550 72 - Services - Internal $941,439 $1,231,694 $1,427,050 $1,427,050 $1,369,438 (4%) $1,374,958 75 - Materials & Supplies $486,878 $530,587 $715,980 $641,327 $228,500 (68%) $223,500 77 - Capital Outlay $47,692 $83,871 $0 $35,000 $45,000 – $45,000 EXPENSES TOTAL $20,879,648 $22,396,277 $26,817,468 $25,991,130 $25,525,760 (5%) $25,962,714 Net Contribution / (Use) ($16,659,054) ($17,780,858) ($21,198,691) ($20,331,712) ($21,786,727) – ($22,075,709) Source of Funds
General $20,779,231 $22,285,599 $26,294,744 $25,558,904 $25,525,760 (3%) $25,962,714 General Non-Recurring $100,417 $110,678 $512,725 $422,226 $0 (100%) $0 Fire SR – – $10,000 $10,000 $0 (100%) $0
SOURCE OF FUNDS TOTAL $20,879,648 $22,396,277 $26,817,468 $25,991,130 $25,525,760 (5%) $25,962,714 Revenues
11 - Property Tax 4%
30 - Charges for Service 3%
40 - Intergovernmental –
55 - Misc Revenues –
REVENUES TOTAL 4%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 3%
70 - Services - External 2%
72 - Services - Internal 0%
75 - Materials & Supplies (2%)
77 - Capital Outlay 0%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
General 2%
General Non-Recurring –
Fire SR –
SOURCE OF FUNDS TOTAL 2%

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 202 of 572 ends

ATTACHMENT 1
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Adjustment in Salaries and Wages due to staﬃng costs related to MOU updates Increase in budgeted revenue received from Property Tax Add 1 New FTE (Emergency Manager) in FY 2026/27.

Page 203 of 572 ends

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.

Housing Authority of the City of Napa

Page 204 of 572 ends

ATTACHMENT 1
Housing FTEs (also included in CM totals)
FT/LT 2022/23 Amended 2023/24 Amended 2024/25 Amended 2025/26 Proposed 2026/27 Proposed Amount
Limited-Term 0 1 0 0 0
Full-Time 0 17 17 17 17
AMOUNT 0 18 17 17 17
2022 - 23 Actuals Yearly
View
2023 - 24 Actuals Yearly
View
2024 - 25 Revised
Budget 2025 - 26 Budget 2026 - 27 Budget
Part-Time Employees $12,683 $564 $0 $0 $0
TOTAL $12,683 $564 $0 $0 $0

Page 205 of 572 ends

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 FY2024/25:

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 Y ears 2025/26 and 2026/27:

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.

Explore opportunity to implement energy eﬃciency and decarbonization measures at Laurel Manor to improve comfort and safety of residents and take advantage of current incentive opportunities.

Revenue / Expenditure Detail:

Revenues
30 - Charges for Service $3,365 $3,420 $2,000 $2,000 $2,000 0% $2,000 50 - Investment Earnings ($56,230) $92,092 $25,910 $66,030 $29,410 14% $29,410 55 - Misc Revenues $397,026 $403,267 $413,500 $380,755 $413,500 0% $413,500 REVENUES TOTAL $344,161 $498,779 $441,410 $448,785 $444,910 1% $444,910 Expenses
60 - Salaries and Wages $34,433 $12,861 $31,560 $0 $67,890 115% $69,534 61 - Benefits $21,217 $9,090 $15,740 $0 $37,824 140% $40,326 70 - Services - External $257,170 $308,009 $278,000 $365,587 $325,664 17% $326,481 71 - Debt Service $42,654 $42,653 $44,000 $42,654 $44,000 0% $44,000 72 - Services - Internal $11,400 $19,090 $20,950 $20,950 $23,018 10% $26,053 75 - Materials & Supplies $2,176 – – – – – –
82 - Transfers Out $67,000 $20,170 $20,980 $20,980 $260,631 1,142% $271,056 Laurel Manor Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 206 of 572 ends

ATTACHMENT 1
EXPENSES TOTAL $436,051 $411,873 $411,230 $450,171 $759,027 85% $777,450 Net Contribution / (Use) ($91,889) $86,906 $30,180 ($1,386) ($314,117) – ($332,540) Source of Funds
Laurel Manor $436,051 $411,873 $411,230 $450,171 $759,027 85% $777,450 SOURCE OF FUNDS TOTAL $436,051 $411,873 $411,230 $450,171 $759,027 85% $777,450 Revenues
30 - Charges for Service 0%
50 - Investment Earnings 0%
55 - Misc Revenues 0%
REVENUES TOTAL 0%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 7%
70 - Services - External 0%
71 - Debt Service 0%
72 - Services - Internal 13%
75 - Materials & Supplies –
82 - Transfers Out 4%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
Laurel Manor 2%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 207 of 572 ends

ATTACHMENT 1
Fund Purpose:

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

Major Accomplishments in FY2024/25:

Maintained full occupancy of the building to assure ﬁnancial stability.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27:

Maintain full occupancy to insure ﬁnancial stability.

Revenue / Expenditure Detail:

Revenues
50 - Investment Earnings ($23,705) $39,200 $13,000 $26,625 $14,500 12% $14,500 55 - Misc Revenues $255,320 $264,903 $230,000 $269,931 $230,000 0% $230,000 REVENUES TOTAL $231,615 $304,103 $243,000 $296,556 $244,500 1% $244,500 Expenses
60 - Salaries and Wages $8,173 $6,109 $7,370 $0 $17,990 144% $18,465 61 - Benefits $5,363 $2,543 $3,530 $0 $8,733 147% $9,257 70 - Services - External $28,126 $27,420 $46,500 $37,586 $31,500 (32%) $31,500 71 - Debt Service $101,312 $95,025 $105,000 $96,102 $105,000 0% $105,000 72 - Services - Internal $3,500 $5,880 $6,470 $6,470 $7,098 10% $8,033 75 - Materials & Supplies $6,028 $21,750 $31,000 $31,000 $131,000 323% $31,000 82 - Transfers Out $98,300 $171,990 $178,870 $178,870 $91,610 (49%) $95,275 EXPENSES TOTAL $250,802 $330,716 $378,740 $350,028 $392,931 4% $298,530 Net Contribution / (Use) ($19,187) ($26,613) ($135,740) ($53,472) ($148,431) – ($54,030) Source of Funds
Seminary Street $250,802 $330,716 $378,740 $350,028 $392,931 4% $298,530 SOURCE OF FUNDS TOTAL $250,802 $330,716 $378,740 $350,028 $392,931 4% $298,530 Seminary Street Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 208 of 572 ends

ATTACHMENT 1
Revenues
50 - Investment Earnings 0%
55 - Misc Revenues 0%
REVENUES TOTAL 0%
Expenses
60 - Salaries and Wages 3%
61 - Benefits 6%
70 - Services - External 0%
71 - Debt Service 0%
72 - Services - Internal 13%
75 - Materials & Supplies (76%)
82 - Transfers Out 4%
EXPENSES TOTAL (24%)
Net Contribution / (Use) –
Source of Funds
Seminary Street (24%)
SOURCE OF FUNDS TOTAL (24%)
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

FY27 % Change

Page 209 of 572 ends

ATTACHMENT 1
Fund Purpose:

The Housing Choice Voucher Program provides rental assistance to approximately eleven hundred households in the Napa Valley. This program is a federally funded program and is required to meet the rigorous standards set by HUD. The Fund also includes the Mainstream Program which currently includes 75 rental assistance subsidies speciﬁcally designated for the disabled as well as the Emergency Housing Voucher Program which currently includes 56 rental assistance subsidies for the chronically homeless.

Major Accomplishments in FY2024/25:

Received grant in 2024 of approximately $124,000 for one Family Self Suﬃciency coordinator.

Awarded 15 new Veterans Aﬀairs Supportive Housing (VASH) vouchers to serve Veterans with rental assistance.

Entered into agreements to project-based 11 vouchers in a existing aﬀordable housing projects and made reservation for 36 project-based vouchers for a new construction/re-use aﬀordable housing project.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27:

Maintain program quality and obtain a SEMAP performance rating of high performer.

Continue to assist the maximum number of households possible while dealing with a market experiencing low vacancies and escalating rents.

Explore additional project-based voucher opportunities to expand aﬀordable housing options for voucher holders.

None.

Revenue / Expenditure Detail:

Revenues
30 - Charges for Service $26,303 $32,137 $320,000 $297,422 $340,000 6% $340,000 40 - Intergovernmental $16,616,039 $20,044,641 $21,391,520 $21,627,782 $21,964,519 3% $22,340,744 55 - Misc Revenues $1 – – – – – –
81 - Transfers In ($6,945) – $4,719 – – (100%) –
REVENUES TOTAL $16,635,398 $20,076,778 $21,716,239 $21,925,204 $22,304,519 3% $22,680,744 Expenses
Section 8 Housing Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 210 of 572 ends

ATTACHMENT 1
60 - Salaries and Wages $813,721 $901,340 $1,081,610 $9,917 $901,758 (17%) $914,055 61 - Benefits $398,765 $487,529 $590,840 $0 $476,669 (19%) $504,428 70 - Services - External $15,486,814 $18,682,435 $20,388,440 $20,295,116 $20,672,000 1% $20,992,832 72 - Services - Internal $25,200 $42,870 $46,950 $46,950 $56,362 20% $61,591 75 - Materials & Supplies $15,648 $13,502 $19,500 $5,772 $8,150 (58%) $13,750 82 - Transfers Out $82,800 $328,990 $346,869 $342,150 $355,836 3% $370,069 EXPENSES TOTAL $16,822,948 $20,456,665 $22,474,209 $20,699,905 $22,470,775 0% $22,856,725 Net Contribution / (Use) ($187,550) ($379,887) ($757,970) $1,225,299 ($166,256) – ($175,981) Source of Funds
Section 8 $16,822,948 $20,456,665 $22,474,209 $20,699,905 $22,470,775 0% $22,856,725 SOURCE OF FUNDS TOTAL $16,822,948 $20,456,665 $22,474,209 $20,699,905 $22,470,775 0% $22,856,725 Revenues
30 - Charges for Service 0%
40 - Intergovernmental 2%
55 - Misc Revenues –
81 - Transfers In –
REVENUES TOTAL 2%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 6%
70 - Services - External 2%
72 - Services - Internal 9%
75 - Materials & Supplies 69%
82 - Transfers Out 4%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
Section 8 2%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 211 of 572 ends

ATTACHMENT 1
Fund Purpose:

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

Major Accomplishments in FY2024/25:

Continued monitoring of projects previously assisted and loan servicing of existing loans to ensure continued aﬀordability of assisted units and to maintain a funding source for future needs.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27:

Continue to monitor and administer loans and projects.

Continue to fund home sharing program.

Continue to fund landlord mitigation and incentive program.

Revenue / Expenditure Detail:

Revenues
50 - Investment Earnings ($43,420) $68,769 $24,000 $48,567 $24,000 0% $24,000 52 - Financing Revenues $112,055 $50,296 $151,500 $151,500 $151,500 0% $151,500 REVENUES TOTAL $68,635 $119,065 $175,500 $200,067 $175,500 0% $175,500 Expenses
60 - Salaries and Wages $9,479 $4,707 $6,950 $0 $142,442 1,950% $144,528 61 - Benefits $4,628 $2,319 $3,480 $0 $77,615 2,130% $82,206 70 - Services - External $126,575 $79,972 $275,360 $275,879 $153,391 (44%) $154,513 72 - Services - Internal $300 $220 $250 $250 $324 30% $354 82 - Transfers Out $11,600 $23,890 $24,850 $24,850 $33,151 33% $34,477 EXPENSES TOTAL $152,582 $111,108 $310,890 $300,979 $406,923 31% $416,078 Net Contribution / (Use) ($83,947) $7,957 ($135,390) ($100,912) ($231,423) – ($240,578) Source of Funds
20% Low/Mod Income $152,582 $111,108 $310,890 $300,979 $406,923 31% $416,078 20% Low/Mod Income Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 212 of 572 ends

ATTACHMENT 1
SOURCE OF FUNDS TOTAL $152,582 $111,108 $310,890 $300,979 $406,923 31% $416,078 Revenues
50 - Investment Earnings 0%
52 - Financing Revenues 0%
REVENUES TOTAL 0%
Expenses
60 - Salaries and Wages 1%
61 - Benefits 6%
70 - Services - External 1%
72 - Services - Internal 9%
82 - Transfers Out 4%
EXPENSES TOTAL 2%
Net Contribution / (Use) –
Source of Funds
20% Low/Mod Income 2%
SOURCE OF FUNDS TOTAL 2%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

None.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 213 of 572 ends

ATTACHMENT 1
Fund Purpose:

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

Major Accomplishments in FY2024/25:

Provided aﬀordable housing services to the Cities of American Canyon, Calistoga and St. Helena and the Town of Y ountville.

Assisted the Cities of American Canyon, St. Helena, and Calistoga and the Town of Y ountville in expending more than $200,000 for homeowner rehabilitation loans through State funding from Cal Home, HOME and CDBG.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27:

Administer owner occupied rehabilitation loan programs for American Canyon, Calistoga, St. Helena, and the Town of Y ountville as grant funding is available.

Continue to support homeless programs and the Continuum of Care grant program.

Continue to provide housing services and monitoring for American Canyon, Calistoga, St. Helena and Y ountville.

Revenue / Expenditure Detail:

Revenues
30 - Charges for Service $385,634 $383,113 $378,150 $339,100 $350,400 (7%) $365,121 40 - Intergovernmental – $170,072 – – – – –
50 - Investment Earnings ($14,115) $20,812 $5,500 $12,964 $12,000 118% $12,000 55 - Misc Revenues $1,023 – $7,000 $5,000 $5,000 (29%) $5,000 REVENUES TOTAL $372,541 $573,997 $390,650 $357,064 $367,400 (6%) $382,121 Expenses
60 - Salaries and Wages $205,238 $270,195 $306,190 $0 $214,647 (30%) $219,570 61 - Benefits $140,045 $133,448 $157,030 $0 $120,186 (23%) $128,107 70 - Services - External $91,775 $89,595 $117,000 $59,307 $123,040 5% $124,538 72 - Services - Internal $6,833 $10,611 $11,470 $11,528 $14,562 27% $15,914 Local Housing Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 214 of 572 ends

ATTACHMENT 1
75 - Materials & Supplies $3,775 $3,165 $3,000 $0 $11,750 292% $1,500 82 - Transfers Out $28,655 $51,380 $51,440 $51,440 $53,498 4% $55,638 EXPENSES TOTAL $476,321 $558,394 $646,130 $122,275 $537,683 (17%) $545,267 Net Contribution / (Use) ($103,779) $15,604 ($255,480) $234,789 ($170,283) – ($163,146) Source of Funds
Local Housing $476,321 $558,394 $646,130 $122,275 $537,683 (17%) $545,267 SOURCE OF FUNDS TOTAL $476,321 $558,394 $646,130 $122,275 $537,683 (17%) $545,267 Revenues
30 - Charges for Service 4%
40 - Intergovernmental –
50 - Investment Earnings 0%
55 - Misc Revenues 0%
REVENUES TOTAL 4%
Expenses
60 - Salaries and Wages 2%
61 - Benefits 7%
70 - Services - External 1%
72 - Services - Internal 9%
75 - Materials & Supplies (87%)
82 - Transfers Out 4%
EXPENSES TOTAL 1%
Net Contribution / (Use) –
Source of Funds
Local Housing 1%
SOURCE OF FUNDS TOTAL 1%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Decrease in External Services due to closing of the Successor Agency Low-Mod fund which formerly supplemented the Local Housing fund.

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 215 of 572 ends

ATTACHMENT 1
Fund Purpose:

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

Major Accomplishments in FY2024/25:

Received Shelter Plus Care grant renewal funding from HUD.

Actively participated in the Napa County Continuum of Care to help obtain federal and State funding for housing and services for homeless community members.

Key Initiatives for Fiscal Y ears 2025/26 and 2026/27:

Continue to work in partnership with the Continuum of Care to apply for renewal of grant funding and administer rent subsidies for at least eight disabled and chronically homeless households.

Continue to actively participate in the Napa County Continuum of Care Homeless Collaborative.

Revenue / Expenditure Detail:

Revenues
40 - Intergovernmental $161,797 $114,437 $202,063 $199,240 $180,684 (11%) $186,106 50 - Investment Earnings ($1,947) – – – – – –
REVENUES TOTAL $159,850 $114,437 $202,063 $199,240 $180,684 (11%) $186,106 Expenses
60 - Salaries and Wages $5,941 $5,573 $9,800 $12,919 $0 (100%) $0 61 - Benefits $2,450 $3,199 $5,360 $6,076 $0 (100%) $0
70 - Services - External $153,275 $109,042 $187,183 $189,299 $180,684 (3%) $186,106 72 - Services - Internal – – – $0 $324 – $354
EXPENSES TOTAL $161,667 $117,815 $202,343 $208,294 $181,008 (11%) $186,460 Net Contribution / (Use) ($1,817) ($3,378) ($280) ($9,054) ($324) – ($354) Source of Funds
Continuum of Care Program $161,667 $117,815 $202,343 $208,294 $181,008 (11%) $186,460 Homeless Continuum of Care Program Fund
Housing Authority of the City of Napa

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

Page 216 of 572 ends

ATTACHMENT 1
SOURCE OF FUNDS TOTAL $161,667 $117,815 $202,343 $208,294 $181,008 (11%) $186,460 Revenues
40 - Intergovernmental 3%
50 - Investment Earnings –
REVENUES TOTAL 3%
Expenses
60 - Salaries and Wages –
61 - Benefits –
70 - Services - External 3%
72 - Services - Internal 9%
EXPENSES TOTAL 3%
Net Contribution / (Use) –
Source of Funds
Continuum of Care Program 3%
SOURCE OF FUNDS TOTAL 3%
Major Budget Changes for Fiscal Y ears 2025/26 and 2026/27:

Increase in External Services due to increase in grant award. 955 School Street
PO Box 660
Napa, CA 94559
Phone: 707-257-9500
Email Us

ACTUAL REVISED PROJECTED PROPOSED PROPOSED
FY2023 FY2024 FY2025 FY2025 FY2026 FY26 % Change FY2027

FY27 % Change

Page 217 of 572 ends

ATTACHMENT 1

Capital Improvement
Program

Fiscal Years
2025/26 and 2026/27

CIP Project Summary Sheets

Page 218 of 572 ends

ATTACHMENT 1
Capital Improvement Program Overview
The Capital Improvement Program involves ﬁscal oversight of various City ﬁnancial resources to be used for the acquisition, design and/or construction of major capital facilities within the City. This section of the budget document provides a spending management plan for major capital projects that are needed to meet City needs and City Council priorities. The program reﬂects long-range capital planning eﬀorts by identifying speciﬁc projects, the timing of expenditures and the estimated impact on operating budgets for those projects needed to service infrastructure over a considerable period of time.

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

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

Funding Source Source of Revenue
CIP General Reserve
General Fund contribution (1% of an
operating budget)
CIP Facilities Reserve
General Fund contribution (2% of
annual operating budget)
American Rescue Plan Act American Rescue Plan Act
Gas Tax State Gasoline Tax
Measure G Sales Tax
Measure T Sales Tax
Measure U Sales Tax
Underground Utility User fees
Street Improvement Fee User fees
Development Impact Fees (DIF) Impact fees
Quadrant Fees Subdivision developer impact fees
Parking Fees Impact fees, parking agreements
Capital Improvement Plan

Page 219 of 572 ends

ATTACHMENT 1
Community Development Block Grant Grants
Assessment Districts Property Tax, business license tax ATP (Active Transportation Program) Federal/State
TFCA (Transportation Funds for Clean
Air) State
CMAQ (Congestion Mitigation and Air
Quality) Federal
Highway Bridge Program Federal Maintenance Money
STIP (State Transportation
Improvement Program) State
Solid Waste & Recyling Enterprise
Fund User fees
Water Enterprise Fund User fees
Grants Miscellaneous Funding Sources
Other Agencies Project Speciﬁc
Developer Contributions Project Speciﬁc
Overall program management has been tasked to the Public Works Department due to its extensive knowledge and experience in the areas of project development, design and construction management. A project review team, made up of representatives from all city departments, screened new project requests from the various departments. The goal of this team was to review each project request and weigh the need versus available funding. A list of projects was developed and has been presented in the ﬁve-year capital program. Individual project detail sheets that provide general project descriptions, project locations, and ﬁnancial information were also developed and included in this budget document. Project tracking numbers were assigned to these projects to help identify the type of project, year developed and the initiating department.

The following pages list all current and planned 5-year CIP projects, sorted by project category. Available budget as of May 23, 2025 is shown, as is the current project phase. Project phases are listed below:

Completed
Project is completed and will be removed
from CIP.

Page 220 of 572 ends

ATTACHMENT 1
Construction
Project is currently in construction or
beginning construction in FY 2025/26.

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

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

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

New
Future project added in FY 2025/26 Budget
Adoption / 5-Y ear CIP.

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

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

Capital Improvement Plan - All Projects
New Projects
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Facilities 33FC26FD01 - FIRE
STATION #1 RENOVATION $0 Building/Improvements 250,000 750,000 New 0 Facilities 33FC26FD02 - FIRE
STATION #2 RENOVATION $0 Building/Improvements 250,000 750,000 New 0 Facilities 33FC26PD01 - PD ADMIN
SECURE STORAGE $0 Building/Improvements 50,000 0 New 0
Facilities 33FC26PD02 - PD ADMIN
PROXY LOCKS $0 Building/Improvements 25,000 0 New 0
Facilities 33FC26PD03 - PD ADMIN
CARPET REPLACEMENT $0 Building/Improvements 250,000 250,000 New 0 Facilities 33FC26PD04 - PD RANGE
SHADE STRUCTURES $0 Building/Improvements 350,000 0 New 0 Facilities
33FC26PW01 -

CORPORATION YARD

MASTER PLAN
$0 Land/Improvements 250,000 0 New 0
Facilities 33FC26PW02 - CY RADIO
TOWER GENERATOR $0 Equipment/Machinery 70,000 0 New 0
Facilities
33FC26PW03 - CITY HALL

OFFICE SPACE NORTH
WING
$0 Building/Improvements 250,000 0 New 0
Facilities 33FC26PW04 - CY
RESTROOM RENOVATION $0 Building/Improvements 100,000 0 New 0 Facilities 33FC27FD01 - FIRE
STATION #3 RENOVATION $0 Building/Improvements 0 250,000 New 250,000 Facilities 33FC27FD02 - FIRE
STATION #4 RENOVATION $0 Building/Improvements 0 250,000 New 250,000 Miscellaneous 33MS26CD01 - Parking Lot
A, S, Xw Maintenance $0 Land/Improvements 750,000 0 New 0 Public Art 33PA26PR01 - Tulocay
Bridge Stone Art Project $0 Building/Improvements 75,000 0 New 0 Park 33PK26PR01 - LAKE PARK
IMPROVEMENTS $0 Land/Improvements 600,000 0 New 0
Park 33PK26PR02 - LAUREL
PARK IMPROVEMENTS $0 Land/Improvements 300,000 0 New 0
Park 33PK26PR03 - THREE
PARKS RESTROOMS $0 Building/Improvements 500,000 2,400,000 New 0 Park 33PK26PR04 - SPLASH
PAD $0 Building/Improvements 500,000 3,500,000 New 0

Page 221 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Park 33PK27PR01 - KLAMATH
PARK IMPROVEMENTS $0 Land/Improvements 0 400,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW02 - STREET

PREVENTIVE
MAINTENANCE FY 25/26
$0 Infrastructure 450,000 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW03 - RIVERSIDE

NEIGHBORHOOD

REHABILITATION
$0 Infrastructure 500,000 0 New 4,000,000
Streets, Traffic
Safety, Multi-
Modal
33ST26PW04 -

MONTGOMERY

NEIGHBORHOOD

REHABILITATION
$0 Infrastructure 500,000 4,000,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW06 -

CITY/COUNTY JOINT

PROJECT (PUEBLO AREA)
$0 Infrastructure 500,000 500,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW07 - GRANT

MATCH BUILD IMOLA

CORRIDOR
$0 Infrastructure 550,000 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW08 - GRANT
MATCH - HSIP12

CALIFORNIA/PUEBLO

INTERSECTION
$0 5,110 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW09 - GRANT
MATCH - HSIP12 SIGNAL

IMPROVEMENTS
$0 42,400 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW10 - TRANCAS
(JEFFERSON TO NAPA
RIVER)
$0 Infrastructure 3,000,000 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW11 -

CALIFORNIA (CLAY TO

TRANCAS)
$0 Infrastructure 2,500,000 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST26PW12 - SOSCOL
(FIRST TO SILVERADO) $0 Infrastructure 2,000,000 0 New 0 Streets, Traffic
Safety, Multi-
Modal
33ST26PW13 -
SOLANO/SALVADORWEST $0 Infrastructure 0 0 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST27PW01 - STREET

PREVENTIVE
MAINTENANCE FY 26/27
$0 Infrastructure 0 2,000,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST27PW02 - CITY/NAPA

SAN JOINT PROJECT
(BEL AIRE AREA)
$0 Infrastructure 0 1,500,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST27PW03 - TROWER
(SOLANO TO LINDA
VISTA)
$0 Infrastructure 0 1,500,000 New 0
Streets, Traffic
Safety, Multi-
Modal
33ST28PW01 - STREET

PREVENTIVE
MAINTENANCE FY 27/28
$0 Infrastructure 0 0 New 2,000,000
Streets, Traffic
Safety, Multi-
Modal
33ST29PW01 - STREET

PREVENTIVE
MAINTENANCE FY 28/29
$0 Infrastructure 0 0 New 1,500,000
Streets, Traffic
Safety, Multi-
Modal
33ST29PW02 -

JEFFERSON STREET

REHABILITATION
$0 Infrastructure 0 0 New 4,000,000
Streets, Traffic
Safety, Multi-
Modal
33ST30PW01 - Street
Preventive Maintenance
FY29/30
$0 Infrastructure 0 0 New 2,500,000
Materials
Diversion
61MD26UT04 - 12KV
Electrical System
Installation at MDF
$0 Infrastructure 1,600,000 1,200,000 New 0
Materials
Diversion
61MD26UT06 - MDF
Raising Height of Compost
Retention Pond
$0 Building/Improvements 500,000 0 New 0
Materials
Diversion
61MD26UT07 - Permanent
SWR Equipment Storage
Bay at City Corporation
Yard
$0 Building/Improvements 150,000 0 New 0
Materials
Diversion
61MD29UT02 - Covered
Aerated Static Pile System

2.0 $0 Infrastructure 0 0 New 13,000,000
Water
Distribution
63WD26UT01 - Westwood
Area Water Main R&R $0 Infrastructure 500,000 0 New 0
Water
Distribution
63WD26UT02 - Fairview
Area Water Main Rehab $0 Infrastructure 300,000 0 New 0 Water
Distribution
63WD26UT04 - Pueblo
Water Main from Main St to
Soscol
$0 Infrastructure 1,000,000 0 New 0
Water
Distribution
63WD26UT05 - Soscol
Crossing Water Main
Replacement at Tulocay
Bridge
$0 Infrastructure 300,000 0 New 0
Water
Distribution
63WD26UT06 - W Pueblo:

County pocket Water
Improvements with
NapaSan
$0 Infrastructure 200,000 0 New 0

Page 222 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Water
Distribution
63WD26UT07 - Clay St
Water Main Replacement,
California to Walnut
$0 Infrastructure 350,000 0 New 0
Water
Transmission
63WD27UT01 - Montecito
Blvd Main Upgrade,
Lakeview to Monte Vista
$0 Infrastructure 0 600,000 New 0
Water Quality
(Treatment)
63WQ26UTHP - HTP
Treatment Improvements $0 Infrastructure 150,000 150,000 New 450,000 Water Quality
(Treatment)
63WQ28UTBP - BJTP
Treatment Improvements $0 Infrastructure 0 0 New 450,000 Watershed
(Supply
Source)
63WS26UT02 - Milliken
Dam Tower Valve
Replacement/Rehab
$0 Infrastructure 125,000 0 New 0
Water
Transmission
63WT26UT08 - Pueblo 36-
inch Water Main
Replacement: Linda Vista to
Solano
$0 Infrastructure 50,000 50,000 New 6,250,000
Water
Transmission
63WT26UT09 -
Foster/Foothill: St Frances
to Laurel 36-inch Main
Replacement
$0 Infrastructure 50,000 50,000 New 16,100,000
Water
Transmission
63WT27UTPS - Pump
Station Improvements $0 Infrastructure 0 500,000 New 1,500,000 Water
Transmission
63WT30UT01 - Soscol
Ferry Rd from Napa River to
Sheehy Ct
$0 Infrastructure 0 0 New 7,866,000
$0 19,892,510 20,600,000 60,116,000
Active Projects
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Bridge
33BR22PW01 -

BRIDGE ASSESS &
REPAIR
$300,000 Infrastructure 100,000 100,000 Active 600,000
Bridge 33BR25PW01 - TALL
GRASS BRIDGE $400,000 Infrastructure 400,000 200,000 Active 0 Facilities
33FC13PR01 - 2ND

STREET GARAGE

ELEVATOR
$1,120,000 Building/Improvements 200,000 0 Active 0
Facilities
33FC22FD01 - FIRE

STATION FACILITIES

CONTROL ACCESS
$50,000 Building/Improvements 0 0 Active 0
Facilities
33FC22PW01 - CITY

HALL TRANSFORMER,

HVAC, ROOF
$750,000 Building/Improvements 0 0 Active 0
Facilities
33FC22PW02 -

SENIOR CENTER

PAVING & ADA
$1,250,000 Building/Improvements 0 0 Active 0
Park
33FC22PW03 - LAS

FLORES COMMUNITY
CENTER

RENOVATION
$700,000 Infrastructure 3,000,000 0 Active 0
Facilities 33FC23CM01 - CITY
FACILITY PLANNING $1,300,000 Building/Improvements 0 0 Active 0 Facilities
33FC23FD01 - FIRE

STATION ALERTING
SYSTEM
$424,761 Building/Improvements 0 0 Active 0
Facilities
33FC23PD01 - NAPA

CENTRAL DISPATCH

ALTERNATE ANS
$1,500,000 Building/Improvements 0 0 Active 0
Facilities
33FC23PW02 -

CITYWIDE BUILDING

FACILITIES EXTERI
$1,500,000 Building/Improvements 0 150,000 Active 750,000 Facilities
33FC23PW03 -

CITYWIDE ACCESS

BARRIER REMOVALS
$379,000 Building/Improvements 0 0 Active 0
Facilities
33FC24FD01 - FIRE

STATION DORM &

BATHROOM

RECONFIGURATION
STUDY
$100,000 Building/Improvements 0 0 Active 0
Facilities
33FC24FD03 - FIRE
STATION #2 DRAFT

PIT REPAIR
$75,000 Building/Improvements 0 0 Active 0
Facilities
33FC24PD01 - PD

ADMIN PARKING LOT
GATES
$97,592 Building/Improvements 0 0 Active 0
Facilities
33FC24PW01 -

FACILITIES ASSET

MANAGEMENT
$200,000 Building/Improvements 50,000 50,000 Active 150,000

Page 223 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Facilities
33FC24PW04 -

PLANNING PROJECT

FOR CITY FLEET EV

CHARGING
$50,000 Infrastructure 0 0 Active 0
Facilities
33FC24PW06 -

SURFACE REPAIR

CITY PARKING LOTS
(PD/CITYHALL/FS1)
$200,000 Land/Improvements 250,000 0 Active 0
Facilities
33FC25FD01 - FIRE
STATION #3 PARKING

LOT ACCESS

CONTROL
$50,000 Land/Improvements 0 0 Active 0
Miscellaneous
33MS13PD02 -

CAD/RMS/MOBILE

UPGRADE
$599,797 Equipment/Machinery 0 0 Active 0
Miscellaneous
33MS14PW01 -

WORKORDER ASSET

MANAGEMENT
$1,153,100 Equipment/Machinery 0 0 Active 0
Miscellaneous
33MS14RA01 - DT

VEHICULAR

DIRECTIONAL SIGN
$100,000 Infrastructure 0 0 Active 0
Miscellaneous
33MS18CD02 -

GENERAL PLAN
UPDATE
$1,500,000 Building/Improvements 0 0 Active 0
Miscellaneous
33MS21PW01 - RIVER

PARK MAINTENANCE
PLAN
$675,000 Land/Improvements 120,000 0 Active 0
Miscellaneous
33MS24HG01 -

JEFFERSON/TROWER

HOUSING PROJECT
$500,000 Land/Improvements 0 0 Active 0
Miscellaneous
33MS24PW02 -

JEFFERSON STREET

CORRIDOR PLAN
$500,000 Infrastructure 0 0 Active 0
Miscellaneous 33MS24PW03 - HSIP
GRANT MATCHING $0 Infrastructure 0 0 Active 0
Public Art 33PA22PR03 - PUBLIC
ART IN PARKS $750,000 Infrastructure 0 0 Active 0
Public Art
33PA23PR02 - SR29

UNDERCROSSING

PUBLIC ART
$75,000 Infrastructure 0 0 Active 0
Public Art
33PA23PR03 - MAIN
ST. / 2ND ST. PED

SCRAMBLE

ARTWORK
$200,000 Infrastructure 225,000 0 Active 0
Park 33PK06PW01 -
HIDDEN GLEN PARK $660,000 Land/Improvements 0 0 Active 0 Park
33PK18PR05 - PARKS

SITE FURNISHING

REPLACEMENT
$970,000 Building/Improvements 0 0 Active 0
Park
33PK18PR07 -

PLAYGROUND

EQUIPMENT

REPLCMNT
$2,687,952 Equipment/Machinery 0 0 Active 0
Park
33PK22PR01 -

ABRUZZINI PARK

IMPROVEMENTS
$47,960 Land/Improvements 0 0 Active 0
Park
33PK24PR01 -

IRRIGATION

CONTROLLER

REPLACEMENT
$427,000 Equipment/Machinery 0 0 Active 0
Park
33PK25PR01 - PARK

SHADE STRUCTURES

PROJECT
$500,000 0 0 Active 0
Park
33PK25PR02 -

PLAYGROUND AND

AMENITY PROJECT
$1,200,000 0 0 Active 0
Storm Drain
33SD24PW01 -

STORMDRAIN AND

CONVEYANCE

REPAIRS
$400,000 Infrastructure 0 100,000 Active 300,000
Streets, Traffic
Safety, Multi-
Modal
33ST10PW05 -

PAVEMENT

MANAGEMENT
SYSTEM
$865,000 Infrastructure 0 50,000 Active 150,000
Streets, Traffic
Safety, Multi-
Modal
33ST14PW04 -
SILVERADO-3RD-

COOMSVILLE-EAST
(FIVE WAY)
$6,100,000 Infrastructure 2,250,000 500,000 Active 1,500,000 Streets, Traffic
Safety, Multi-
Modal
33ST14PW05 -

TROWER AVE

WIDENING
$1,790,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST18PW03 -

BROWNS VALLEY

PED IMPROVMNTS
$400,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST18PW07 -

SOSCOL/IMOLA

INTERSECTN
$450,000 Infrastructure 0 0 Active 0

Page 224 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Streets, Traffic
Safety, Multi-
Modal
33ST19PW02 -

UNCONTROLLED

CROSSWALK

IMPROVEMENT/PED

BEACONS
$450,000 Infrastructure 75,000 75,000 Active 300,000
Streets, Traffic
Safety, Multi-
Modal
33ST20PW04 -

TRAFFIC SIGNAL

WITH INTERCONNECT
$2,600,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST20PW09 -

COOMBS ST & S

COOMBS ST REHAB
$5,213,515 Infrastructure 700,000 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW04 -

COOMBSVILLE
REHAB 3RD-PASCALE
$150,000 Infrastructure 3,000,000 4,000,000 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW05 -

WESTWOOD REHAB

INTERIOR
$7,800,000 Infrastructure 3,510,417 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW08 -

COOMBSVILLE

PASCALE-EAST END
$150,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW09 -

WESTWOOD STREET

LIGHTING
$400,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST23PW03 -

LINCOLN AVE REHAB-

CALIFORNIA TO SIL
$5,906,545 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST23PW04 -

REDWOOD ROAD

REHABILITATION -

DRY CREEK TO
CAROL
$50,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST23PW06 -

STREET PREVENTIVE

MAINTENANCE FY
22/23
$740,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST23PW07 - RRFB
Pedestrian
Improvements (TFCA
Grant)
$63,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST24PW05 -

STREET PREVENTIVE

MAINTENANCE
FY23/24
$1,260,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST24PW06 - HSIP

PEDESTRIAN

IMPROVEMENTS
$789,900 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST24PW07 - HSIP

HIGH-FRICTION

PAVEMENT
$615,120 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST25PW01 -

STREET PREVENTIVE

MAINTENANCE FY
24/25
$1,000,000 Infrastructure 0 0 Active 0
Streets, Traffic
Safety, Multi-
Modal
33ST25PW02 - OLD

SONOMA ROAD

REHABILITATION
$100,000 Infrastructure 0 0 Active 0
Storm Drain
33SW18PW01 -

STORMWATER TRASH

REDUCTION
$750,000 Infrastructure 0 650,000 Active 2,250,000
Traffic Signal
33TS24PW02 -

TRAFFIC SIGNAL

EQUIPMENT

UPGRADES
$400,000 Equipment/Machinery 75,000 75,000 Active 600,000 Materials
Diversion
61MD22UT04 - MDF

CONCRETE PAD

PARTIAL

REPLACEMENT
$1,400,000 Infrastructure 0 0 Active 500,000
Materials
Diversion
61MD24UT04 - MDF
MRF ROLL DOORS $75,000 Building/Improvements 0 0 Active 0 Materials
Diversion
61MD24UT09 - MDF

PERIODIC REPAIR OF

INTERIOR CONCRETE
$75,000 Infrastructure 0 0 Active 0
Materials
Diversion
61MD24UT10 - MDF

STORMWATER

IMPROVEMENTS
$200,000 Land/Improvements 0 0 Active 0
Materials
Diversion
61MD25UT02 - MDF

RECYCLED WATER

CONNECTION
$125,000 Infrastructure 0 0 Active 0
Materials
Diversion
61MD25UT03 - MDF

STORMWATER

MITIGATION

IMPROVEMENTS
$675,000 Building/Improvements 750,000 0 Active 0
Materials
Diversion
61MD26UT01 - MDF
PARKING LOTS $0 Land/Improvements 0 0 Active 300,000
Materials
Diversion
61MD26UT03 -

SCALEHOUSE

REPLACEMENT
$0 Building/Improvements 0 0 Active 400,000

Page 225 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Materials
Diversion
61MD29UT01 - MDF

PERIMETER FENCING

PARTIAL

REPLACEMENT
$0 Building/Improvements 0 0 Active 300,000
Water
Distribution
63WA20UT01 - WATER

WORKORDER ASSET
MGMT
$200,000 Infrastructure 0 0 Active 0
Water
Distribution
63WA25UT01 -

WORKORDER ASSET

MANAGEMENT
$100,000 Infrastructure 0 100,000 Active 0
Water
Distribution
63WD22UT08 -

BROWNS VLY RD

WATER MAIN
$4,300,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD22UT11 - OLD

SONOMA RD WTR

MAIN REPL
$500,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD22UT13 - OLD

SONOMA RD PRESS

REG STN
$0 Infrastructure 0 0 Active 0
Water
Distribution
63WD24UT11 -

DOWNTOWN EAST

SIDE PRESSURE

REGULATING

STATION
$200,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD24UT13 -

WESTGATE

PRESSURE

REGULATION

STATION
$200,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD24UT14 - EAST

AVE WATER MAIN

REPLACEMENTS
$800,000 Infrastructure -325,000 0 Active 0
Water
Distribution
63WD24UTHV -

HYDRANT AND VALVE

REHAB &

REPLACEMENT
$120,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD25UT07 -

MONTGOMERY AREA

WATER MAIN R&R
$500,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD25UTDV -

DEVELOPMENT

IMPROVEMENTS
$200,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD25UTMT -
METER

REPLACEMENT AND

ERT UPGRADE

PROGRAM
$500,000 Equipment/Machinery 0 0 Active 0
Water
Distribution
63WD25UTRR -

WATER MAIN REHAB
& REPLACEMENT
$200,000 Infrastructure 0 0 Active 0
Water
Distribution
63WD26UTHV -

HYDRANT AND VALVE

REHAB &

REPLACEMENT
$0 Infrastructure 300,000 0 Active 0
Water
Distribution
63WD26UTMT -
METER

REPLACEMENT AND

ERT UPGRADE

PROGRAM
$0 Equipment/Machinery 250,000 0 Active 0
Water
Distribution
63WD26UTRR -

WATER MAIN REHAB
& REPLACEMENT
$0 Infrastructure 200,000 0 Active 0
Water
Distribution
63WD27UTDV -
Development Related
Improvements
$0 Infrastructure 0 200,000 Active 0
Water
Distribution
63WD27UTHV -

HYDRANT AND VALVE

REHAB &

REPLACEMENT
$0 Infrastructure 0 300,000 Active 0
Water
Distribution
63WD27UTMT -
METER

REPLACEMENT AND

ERT UPGRADE

PROGRAM
$0 Equipment/Machinery 0 500,000 Active 0
Water
Distribution
63WD27UTRR -

WATER MAIN REHAB
& REPLACEMENT
$0 Infrastructure 0 500,000 Active 0
Water
Distribution
63WD28UTDV -

DEVELOPMENT

IMPROVEMENTS
$0 Infrastructure 0 0 Active 600,000
Water
Distribution
63WD28UTHV -

HYDRANT AND VALVE

REHAB &

REPLACEMENT
$0 Infrastructure 0 0 Active 900,000
Water
Distribution
63WD28UTMT -
METER

REPLACEMENT AND

ERT UPGRADE

PROGRAM
$0 Equipment/Machinery 0 0 Active 1,500,000

Page 226 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Water
Distribution
63WD28UTRR -

WATER MAIN REHAB
& REPLACEMENT
$0 Infrastructure 0 0 Active 4,500,000
Water Quality
(Treatment)
63WQ20UT02 - SCADA
IMPROVEMENT $560,000 Equipment/Machinery 900,000 1,000,000 Active 0 Water Quality
(Treatment)
63WQ20UT03 - BJTP

CLEARWELL

MIXER/AERATOR
$0 Infrastructure 0 0 Active 0
Water Quality
(Treatment)
63WQ23UT01 - HTP

REHAB AND

IMPROVEMENTS
DESIGN
$0 Infrastructure 0 0 Active 0
Water Quality
(Treatment)
63WQ23UT07 - HTP
PAVING

IMPROVEMENTS
$0 Infrastructure 0 0 Active 0
Water Quality
(Treatment)
63WQ23UT09 -

MILLIKEN PLANT

REHAB EXISTING

FACILITIES
$100,000 Infrastructure 1,200,000 0 Active 0
Water Quality
(Treatment)
63WQ24UT06 - BJTP

CHAIN AND FLIGHT

RENOVATION
$300,000 Infrastructure 0 0 Active 0
Water Quality
(Treatment)
63WQ24UT09 -

MILLIKEN TP

UPGRADE DESIGN
$0 Infrastructure 0 0 Active 0
Water Quality
(Treatment)
63WQ24UTBP - BJTP

TREATMENT

IMPROVEMENTS
$150,000 Infrastructure 150,000 150,000 Active 0
Water Quality
(Treatment)
63WQ26UT01 - BJTP

DEWATERING

FACILITY

CONSTRUCTION
$0 Building/Improvements 0 0 Active 1,000,000
Water Quality
(Treatment)
63WQ28UT02 - HTP
UPGRADES $0 Infrastructure 0 0 Active 34,000,000
Watershed
(Supply
Source)
63WS23UT01 -

HENNESSEY

SPILLWAY FLOW

EXPANSION DESIGN
$0 Infrastructure 0 0 Active 0
Watershed
(Supply
Source)
63WS24UT03 -

WATERSHED

ROAD/CULVERT

REPAIRS
$0 Infrastructure 0 0 Active 0
Watershed
(Supply
Source)
63WS26UT03 -
Hennessey In-Reservoir
Improvements
$0 Infrastructure 150,000 0 Active 0
Water
Transmission
63WT20UT02 - CIPP

PIPELINE

IMPROVEMENTS
(PG&E VALVE LOT)
$500,000 Infrastructure 0 500,000 Active 0
Water
Transmission
63WT20UT04 -

FALCON RIDGE TANK

REPLACEMENT
$195,000 Infrastructure 2,000,000 0 Active 0
Water
Transmission
63WT22UT02 - CONN
LINE COATING $0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UT05 -

HILLCREST DR

PIPELINE

IMPROVEMENTS
PHASE 1
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UT06 -

SHORELINE MAIN

FOR FLOOD

CONTROL PROJ
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UT07 - DOT

SOSCOL TULOCAY

BRIDGE MAIN

REPLACEMENT
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UT08 -
ACCESS RD FOR 36-

IN TRANSM MAIN
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UTTK -

STORAGE TANK

CLEANING &

COATING
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT24UTTV -

TRANSMISSION LINE
VALVE

REHAB/REPLACE
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT25UTER - 36-in
Water Main Emergency
Replacement
$0 Infrastructure 0 0 Active 0
Water
Transmission
63WT26UTTK -

STORAGE TANK

CLEANING AND

COATING
$0 Infrastructure 500,000 0 Active 0
Water
Transmission
63WT26UTTV -

TRANSMISSION MAIN

VALVE REHAB
$0 Infrastructure 150,000 0 Active 0

Page 227 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Water
Transmission
63WT27UTTK -

STORAGE TANK

CLEANING AND

COATING
$0 Infrastructure 0 500,000 Active 0
Water
Transmission
63WT27UTTV -

TRANSMISSION MAIN

VALVE REHAB
$0 Infrastructure 0 150,000 Active 0
Water
Transmission
63WT28UTTK -

STORAGE TANK

CLEANING AND

COATING
$0 Infrastructure 0 0 Active 1,500,000
Water
Transmission
63WT28UTTV -

TRANSMISSION MAIN

VALVE REHAB
$0 Infrastructure 0 0 Active 450,000
Watershed
(Supply
Source)
9017FR20 - MILLIKEN

RAW WATER

PIPELINE HARDENING
HMGP
$1,200,000 Infrastructure 500,000 0 Active 0
$74,810,242 20,680,417 9,850,000 52,550,000
Projects in Construction
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Facilities
33FC13PD01 -

POLICE RANGE

IMPROVEMENTS
$503,000 Land/Improvements 0 0 Construction 0
Facilities
33FC20PW03 -

POLICE & FIRE

HVAC CHILLER
$1,334,239 Building/Improvements 0 0 Construction 0
Facilities
33FC23PW01 -

CITYWIDE

ROOFING

RESTORATIONS
$2,000,000 Building/Improvements 500,000 150,000 Construction 750,000 Facilities
33FC23PW04 -

GENERATORS FOR

FACILITIES - PD,
EOC
$721,000 Equipment/Machinery 0 0 Construction 0
Facilities
33FC23PW05 -

GENERATORS FOR

FACILITIES -

CORPORA
$400,000 Equipment/Machinery 0 0 Construction 0
Facilities
33FC24FD02 - FIRE
STATION #2

ELECTRICAL

REPAIR &

UPGRADE
$250,000 Building/Improvements 0 0 Construction 0
Facilities
33FC24PW02 -
CLAY ST. PARKING
GARAGE

STRUCTURAL
REPAIR
$250,000 Building/Improvements 0 0 Construction 0
Miscellaneous
33MS17PW01 -

ARTERIAL /

GATEWAY

ENHANCEMENT
$500,000 Infrastructure 0 0 Construction 0
Public Art
33PA22PR04 -

SOSCOL MEDIAN

PUBLIC ART
$250,000 Land/Improvements 25,000 0 Construction 0
Park
33PK18PR02 -

RESTROOMS,

ALSTON PARK
$819,178 Building/Improvements 0 0 Construction 0
Storm Drain
33SD16PW01 -

ROSE LANE
SEWER

SEPARATION
$396,352 Infrastructure 0 0 Construction 0
Storm Drain
33SD23PW01 -

STORM DRAIN

INFRASTRUCTURE

FUNDING
$5,565,000 Infrastructure 0 0 Construction 0
Streets, Traffic
Safety, Multi-
Modal
33ST20PW10 -

LAUREL STREET
REHAB
$5,725,745 Infrastructure 0 0 Construction 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW03 -

BROWNS VLY
RD/1ST ST
$6,550,000 Infrastructure 0 0 Construction 0
Streets, Traffic
Safety, Multi-
Modal
33SW20PW02 -

WESTWOOD

SIDEWALKS
$1,700,000 Infrastructure 0 0 Construction 0
$26,964,514 525,000 150,000 750,000

Page 228 of 572 ends

ATTACHMENT 1
Monitoring / Mitigation
Category Proposal Name
Total Budget
as of
05/23/2025
Project
Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed in
FY28-30
Bike/Pedestrian
Facility
33BP12PW01 -
HWY 29 CLASS 1

BIKEWAY

FEASIBLITY
$4,894,000 Infrastructure 0 0 Monitoring /
Mitigation 0
Streets, Traffic
Safety, Multi-Modal
33ST19PW09 -
BROWNS

VALLEY/VALLEY
GLEN
$88,823 Infrastructure 0 0 Monitoring /
Mitigation 0
Streets, Traffic
Safety, Multi-Modal
33ST19PW10 -
BROWNS

VALLEY/BUHMAN
PARK
$470,000 Infrastructure 0 0 Monitoring /
Mitigation 0
$5,452,823 0 0 0
Completed Projects
Category Proposal Name
Total Budget
as of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Bridge
33BR05PW01 -

TRANCAS

BRIDGE SCOUR
REPAIR
$0 Infrastructure 0 0 Completed 0
Bridge
33BR24PW01 -

FEASIBILITY

STUDY FOR

OXBOW/THIRD
ST. CONNECTOR
$50,000 Infrastructure 0 0 Completed 0
Facilities
33FC15PW02 -

CITY HALL

CONSOLIDATION
STUDY
$0 Building/Improvements 0 0 Completed 0
Facilities
33FC20PW01 -

FACILITY

CONDITION

ASSESSMENT
$400,000 Building/Improvements 0 0 Completed 0
Facilities
33FC21PW01 -

CITY HALL

MODIFICATION

PROJECT
$250,000 Building/Improvements 0 0 Completed 0
Facilities
33FC22PW04 -

CORP YARD

ELECTRICAL
EVAL
$700,000 Building/Improvements 0 0 Completed 0
Facilities
33FC22PW05 -

CSB ELECTRICAL

EVALUATION
$17,162 Building/Improvements 0 0 Completed 0
Facilities
33FC22PW06 -

PARKING FCA &

ADA ASSESS
$180,000 Building/Improvements 0 0 Completed 0
Facilities
33FC22PW07 -

SENIOR CENTER

PEDESTRIAN
BRIDGE
$350,000 Infrastructure 0 0 Completed 0
Facilities
33FC23PD02 - ALT
EOC &

EMERGENCY

COOLING
CENTER
$258,838 Building/Improvements 0 0 Completed 0
Miscellaneous
33MS17CD02 -

ELECTRIC
GARAGE

OCCUPY SIGNS
$28,640 Equipment/Machinery 0 0 Completed 0
Miscellaneous
33MS23PW01 -

LAKE PARK PUMP

STATION
$250,000 Equipment/Machinery 0 0 Completed 0
Miscellaneous
33MS24PW01 -
SURVEY

MONUMENT

NETWORK

PROJECT
$99,998 Infrastructure 0 0 Completed 0
Park
33PK16PR01 -

SPORTS COURT

RESURFACING
$390,000 Land/Improvements 0 0 Completed 0
Park
33PK16PR02 -

PARKS PARKING
LOTS &

PATHWAYS
$1,616,800 Infrastructure 0 0 Completed 0
Park
33PK16PR03 -

PLAYGROUND

EQUIPMENT
REPL 2016
$592,000 Infrastructure 0 0 Completed 0
Facilities
33PK18PR06 -

CORP YARD

COVERED
CANOPY
$160,000 Building/Improvements 0 0 Completed 0

Page 229 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total Budget
as of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Park
33PK23PR01 -

KENNEDY GOLF
COURSE

BACKFLOW
DEVICE
$129,570 Infrastructure 0 0 Completed 0
33SD11PW01 -

CAMILLE CREEK
BANK

STABILIZATION
$0 0 0 Completed 0
Storm Drain
33SD22PW01 -

STORM DRAIN

INFRAST

CONDITION ASMT
$0 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST14PW02 -
1ST & 2ND ST

ROUNDABOUT
$11,215,000 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST14PW07 -

SIERRA AVE

EXTENSION TO
VILLA
$488,000 Land/Improvements 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST15PW02 -

TROWER AVE

EXT TO BIG
RANCH
$30,000 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST16PW02 -

SALVADOR
AVENUE

WIDENING
$4,960,000 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST19PW03 -
1ST 2ND & CALI

UTILITY MAINT
$174,735 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST20PW08 -

SOSCOL AVE
REHAB
$0 Land/Improvements 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST21PW06 -

OLD SOSCOL
WAY

IMPROVEMENTS
$1,350,000 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW06 -

JEFFERSON

STREET REHAB -

TROWER TO
SIERRA
$0 Infrastructure 0 0 Completed 0
Streets, Traffic
Safety, Multi-
Modal
33ST23PW02 -

FREEWAY DRIVE

REHABILITATION
$1,600,000 Infrastructure 0 0 Completed 0
Sidewalk
33SW23PW01 -
YAJOME

SIDEWALK
REPAIR
$85,000 Infrastructure 0 0 Completed 0
Materials
Diversion
61MD24UT05 -

MDF MRF

BUILDING

EXTERIOR

PAINTING
$75,000 Building/Improvements 0 0 Completed 0
Materials
Diversion
61MD24UT06 -

MDF LIGHTING

UPGRADE
$130,000 Building/Improvements 0 0 Completed 0
Materials
Diversion
61MD24UT08 -

MDF IN-GROUND

VEHICLE WEIGH
SCALE
$150,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD24UT09 -

WESTWOOD

HARRISON

CORNWALL R&R
$600,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD24UTDV -

DEVELOPMENT

RELATED IMPRV
$200,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD24UTMT -
METER

REPLACEMENT

AND ERT

UPGRADE

PROGRAM
$500,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD24UTRR -

WATER MAIN

REHAB &

REPLACEMENT
$150,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD25UT05 -

CONGRESS

VALLEY WATER
METER

REPLACEMENTS
$80,000 Infrastructure 0 0 Completed 0
Water
Distribution
63WD25UTHV -

HYDRANT AND

VALVE REHAB &

REPLACEMENT
$200,000 Infrastructure 0 0 Completed 0
Water
Transmission
63WT22UT03 -

TRNSMSN LINE
VALVE

REHAB/REPL
$0 Infrastructure 0 0 Completed 0

Page 230 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total Budget
as of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Water
Transmission
63WT24UTRR -

TRANSMISSION
LINE

REHAB/REPLACE
$0 Infrastructure 0 0 Completed 0
Water
Distribution
9015F206 - HDD

LINE REPAIR-
PW206/LOP68
$0 Infrastructure 0 0 Completed 0
Water
Transmission
9017FR01 - FEMA

HILLCREST PUMP

STATION
$2,030,000 Building/Improvements 0 0 Completed 0
Water
Transmission
9017FR02 - FEMA

SILVERADO

HIGHLANDS

PUMP STATION
$600,000 Building/Improvements 0 0 Completed 0
Watershed
(Supply Source)
9017FR10 -

MILLIKEN RAW

WATER PIPELINE
$1,303,874 Infrastructure 0 0 Completed 0
Watershed
(Supply Source)
9017FR11 -

MILLIKEN DD

ACCESS RD
WLKWYS
$0 Land/Improvements 0 0 Completed 0
$31,394,617 0 0 0
Delayed Projects
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Facilities
33FC24PW07 -

CONGRESSIONALLY

DIRECTED FUNDING

FOR EV CHARGING
$570,000 Infrastructure 0 0 Delayed 0
Miscellaneous
33MS18CD01 -

DOWNTOWN

PARKING GARAGE
$35,000 Land/Improvements 0 0 Delayed 0
Storm Drain
33SD17PW03 -
TROWER

STORMDRAIN

IMPROVEMENTS
$4,200,886 Infrastructure 0 0 Delayed 0
Streets, Traffic
Safety, Multi-
Modal
33ST11PW02 - BIG

RANCH ROAD

WIDENING
$2,307,000 Infrastructure 0 0 Delayed 0
Streets, Traffic
Safety, Multi-
Modal
33ST16PW01 -

ROUNDABOUTS
WEST OF SR29
$100,000 Infrastructure 0 0 Delayed 0
Streets, Traffic
Safety, Multi-
Modal
33ST18PW01 - LINDA

VISTA REDWOOD TO
TROWER
$50,000 Infrastructure 0 0 Delayed 0
Streets, Traffic
Safety, Multi-
Modal
33ST22PW07 - IMOLA

REHAB SOSCOL-

EAST END
$250,000 Infrastructure 0 0 Delayed 2,500,000
Streets, Traffic
Safety, Multi-
Modal
33ST26PW01 -

JEFFERSON STREET
- TRANCAS TO

LINCOLN
$25,000 Infrastructure 0 0 Delayed 0
Underground
Utility
33UU12PW01 - RULE
20A PROJ

JEFFERSON STREET
$1,453,760 Infrastructure 0 0 Delayed 0
Underground
Utility
33UU18PW01 -

JEFFERSON STREET

UNDERGROUND
$810,000 Infrastructure 0 0 Delayed 0
Underground
Utility
33UU18PW02 -

THIRD ST

UNDERGROUNDING
20B
$120,000 Infrastructure 0 0 Delayed 0
$9,921,646 0 0 2,500,000
Projects Not Moving Forward
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Facilities
33FC24PW03 -

CITY HALL

TRANSFORMER
$200,000 Equipment/Machinery 0 0
Not
Moving
Forward
0 Facilities
33FC24PW05 -

PEARL ST DEPOT

DEMOLITION
$300,000 Land/Improvements 0 0
Not
Moving
Forward
0

Page 231 of 572 ends

ATTACHMENT 1
Category Proposal Name
Total
Budget as
of
05/23/2025
Project Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed
in FY28-30
Miscellaneous
33MS12RA01 -

PEARL STREET

SURFACE PKNG
LOT
$140,000 Land/Improvements 0 0
Not
Moving
Forward
0 Streets, Traffic
Safety, Multi-
Modal
33ST22PW02 - W

LINCOLN AVE -

LONE OAK TO
SOLANO
$5,853 Infrastructure 0 0
Not
Moving
Forward
0 Streets, Traffic
Safety, Multi-
Modal
33ST26PW05 -

JEFFERSON ST

REHAB (SIERRA

TO TRANCAS)
$0 Infrastructure 0 0
Not
Moving
Forward
0 Traffic Signal
33TS24PW01 -

TRANCAS

STREET AT

CLAREMONT
SIGNAL
$10,000 Infrastructure 0 0
Not
Moving
Forward
0 Traffic Signal
33TS25PW01 -
Traffic Signal
Upgrade Pueblo at
Soscol
$0 Infrastructure 0 0
Not
Moving
Forward
0 Water
Distribution
63WD24UT08 -

REGAL FOREST

CAMILLA

INSTALLATION

AND UPGRADES
$275,000 Infrastructure 0 0
Not
Moving
Forward
0 Water
Distribution
63WD24UT10 -

LAUREL GRIGGS

TO FREEWAY
R&R
$1,200,000 Infrastructure 0 0
Not
Moving
Forward
0 Water
Distribution
63WD26UTDV -

DEVELOPMENT

IMPROVEMENTS
$0 Infrastructure 0 0
Not
Moving
Forward
0 Water Quality
(Treatment)
63WQ25UT09 -

MILLIKEN TP

UPGRADES
$2,500,000 Infrastructure 0 0
Not
Moving
Forward
0 Water Quality
(Treatment)
63WQ26UT02 -

HTP UPGRADES
DESIGN
$0 Infrastructure 0 0
Not
Moving
Forward
0 Water Quality
(Treatment)
63WQ27UT02 -

HTP UPGRADES
PHASE 1
$0 Infrastructure 0 0
Not
Moving
Forward
0 Watershed
(Supply Source)
63WS27UT02 -

HENNESSEY

SPILLWAY FLOW

EXPANSION
$0 Infrastructure 0 0
Not
Moving
Forward
0 Water
Transmission
63WT25UTTK -

STORAGE TANK

CLEANING AND

COATING
$500,000 Infrastructure 0 0
Not
Moving
Forward
0 Water
Transmission
63WT25UTTV -

TRANSMISSION

MAIN VALVE
REHAB
$150,000 Infrastructure 0 0
Not
Moving
Forward
0 $5,280,853 0 0 0
Inactive Projects
Category Proposal Name
Total Budget
as of
05/23/2025
Project
Type
Funding
Proposed
FY26
Funding
Proposed
FY27
Project
Status
Funding
Proposed in
FY28-30
Underground
Utility
33UU17PW01 -
Trancas Rule 20A $265,000 Infrastructure 0 0 Inactive 0 $265,000 0 0 0
CIP Plan by Project Type

Page 232 of 572 ends

ATTACHMENT 1
Data Updated: May 23, 2025, 5:35 PM
$188,613,927
Total 5-Year Plan - Aggregated Total
Streets, Traffic Safety, Multi-Modal:Streets, Traffic Safety, Multi-Modal: 28% 28% $53,157,927$53,157,927
Streets, Traffic Safety, Multi-Modal: 28%
$53,157,927
Water Quality (Treatment):Water Quality (Treatment): 21% 21% $39,600,000$39,600,000
Water Quality (Treatment): 21%
$39,600,000Water Transmission:Water Transmission: 20% 20% $38,166,000$38,166,000
Water Transmission: 20%
$38,166,000
Materials Diversion Facility:Materials Diversion Facility: 10% 10% $18,700,000$18,700,000
Materials Diversion Facility: 10%
$18,700,000
Water Distribution:Water Distribution: 7% 7%
$12,675,000$12,675,000
Water Distribution: 7%
$12,675,000
Park:Park: 6% 6%
$11,200,000$11,200,000
Park: 6%
$11,200,000
Facility:Facility: 4% 4%
$7,595,000$7,595,000
Facility: 4%
$7,595,000
Other:Other: 2% 2%
$4,220,000$4,220,000
Other: 2%
$4,220,000
Streets, Traffic Sa…
Water Quality (Tre…
Water Transmissi…
Materials Diversio…
Water Distribution
Park
Facility
Storm Drain
Other
Category
Bridge
33BR22PW01 - BRIDGE ASSESS & REPAIR $100,000 $100,000 $100,000 $250,000 $250,000 $800,000 33BR25PW01 - TALL GRASS BRIDGE $400,000 $200,000 $0 $0 $0 $600,000 BRIDGE TOTAL $500,000 $300,000 $100,000 $250,000 $250,000 $1,400,000 Facility
33FC13PR01 - 2ND STREET GARAGE
ELEVATOR $200,000 $0 $0 $0 $0 $200,000
33FC23PW01 - CITYWIDE ROOFING
RESTORATIONS $500,000 $150,000 $250,000 $250,000 $250,000 $1,400,000 33FC23PW02 - CITYWIDE BUILDING
FACILITIES EXTERI $0 $150,000 $250,000 $250,000 $250,000 $900,000 33FC24PW01 - Facilities Asset Management $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 33FC24PW06 - SURFACE REPAIR CITY
PARKING LOTS (PD/CITYHALL/FS1) $250,000 $0 $0 $0 $0 $250,000 33FC26FD01 - FIRE STATION #1
RENOVATION $250,000 $750,000 $0 $0 $0 $1,000,000
33FC26FD02 - FIRE STATION #2
RENOVATION $250,000 $750,000 $0 $0 $0 $1,000,000
33FC26PD01 - PD ADMIN SECURE
STORAGE $50,000 $0 $0 $0 $0 $50,000
33FC26PD02 - PD ADMIN PROXY LOCKS $25,000 $0 $0 $0 $0 $25,000 33FC26PD03 - PD ADMIN CARPET
REPLACEMENT $250,000 $250,000 $0 $0 $0 $500,000
33FC26PD04 - PD RANGE SHADE
STRUCTURES $350,000 $0 $0 $0 $0 $350,000
33FC26PW01 - CORPORATION YARD
MASTER PLAN $250,000 $0 $0 $0 $0 $250,000
33FC26PW02 - CY RADIO TOWER
GENERATOR $70,000 $0 $0 $0 $0 $70,000
33FC26PW03 - CITY HALL OFFICE SPACE
NORTH WING $250,000 $0 $0 $0 $0 $250,000
33FC26PW04 - CY RESTROOM
RENOVATION $100,000 $0 $0 $0 $0 $100,000
33FC27FD01 - FIRE STATION #3
RENOVATION $0 $250,000 $250,000 $0 $0 $500,000
33FC27FD02 - FIRE STATION #4
RENOVATION $0 $250,000 $250,000 $0 $0 $500,000
FACILITY TOTAL $2,845,000 $2,600,000 $1,050,000 $550,000 $550,000 $7,595,000 Materials Diversion Facility
61MD22UT04 - MDF CONCRETE PAD
PARTIAL REPL $0 $0 $0 $0 $500,000 $500,000
61MD25UT03 - MDF Stormwater Mitigation
Improvements (Phase 1) $750,000 $0 $0 $0 $0 $750,000
61MD26UT01 - MDF Parking Lots $0 $0 $300,000 $0 $0 $300,000 61MD26UT03 - Replace Metal Roof
Admin/Scalehouse $0 $0 $400,000 $0 $0 $400,000
61MD26UT04 - 12KV Electrical System
Installation at MDF $1,600,000 $1,200,000 $0 $0 $0 $2,800,000 61MD26UT06 - MDF Raising Height of
Compost Retention Pond $500,000 $0 $0 $0 $0 $500,000
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 233 of 572 ends

ATTACHMENT 1
61MD26UT07 - Permanent SWR Equipment
Storage Bay at City Corporation Yard $150,000 $0 $0 $0 $0 $150,000 61MD29UT01 - MDF Fencing Partial
Replacement $0 $0 $0 $0 $300,000 $300,000
61MD29UT02 - Covered Aerated Static Pile
System 2.0 $0 $0 $0 $9,000,000 $4,000,000 $13,000,000
MATERIALS DIVERSION FACILITY TOTAL $3,000,000 $1,200,000 $700,000 $9,000,000 $4,800,000 $18,700,000 Miscellaneous
33MS21PW01 - RIVER PARK MAINTENANCE
PLAN $120,000 $0 $0 $0 $0 $120,000
33MS26CD01 - PARKING LOT A, S, X
MAINTENANCE $750,000 $0 $0 $0 $0 $750,000
MISCELLANEOUS TOTAL $870,000 $0 $0 $0 $0 $870,000
Park
33FC22PW03 - LAS FLORES PAVING & ADA $3,000,000 $0 $0 $0 $0 $3,000,000 33PK26PR01 - LAKE PARK IMPROVEMENTS $600,000 $0 $0 $0 $0 $600,000 33PK26PR02 - LAUREL PARK
IMPROVEMENTS $300,000 $0 $0 $0 $0 $300,000
33PK27PR01 - KLAMATH PARK
IMPROVEMENTS $0 $400,000 $0 $0 $0 $400,000
33PK26PR03 - THREE PARKS RESTROOMS $500,000 $2,400,000 $0 $0 $0 $2,900,000 33PK26PR04 - SPLASH PAD $500,000 $3,500,000 $0 $0 $0 $4,000,000 PARK TOTAL $4,900,000 $6,300,000 $0 $0 $0 $11,200,000
Public Art
33PA22PR04 - SOSCOL MEDIAN PUBLIC
ART $25,000 $0 $0 $0 $0 $25,000
33PA23PR03 - MAIN ST. / 2ND ST. PED
SCRAMBLE ARTWORK $225,000 $0 $0 $0 $0 $225,000
33PA26PR01 - TULOCAY BRIDGE STONE
ART PROJECT $75,000 $0 $0 $0 $0 $75,000
PUBLIC ART TOTAL $325,000 $0 $0 $0 $0 $325,000
Storm Drain
33SD24PW01 - Stormdrain & Conveyance
Repairs $0 $100,000 $100,000 $100,000 $100,000 $400,000 33SW18PW01 - STORMWATER TRASH
REDUCTION $0 $650,000 $750,000 $750,000 $750,000 $2,900,000 STORM DRAIN TOTAL $0 $750,000 $850,000 $850,000 $850,000 $3,300,000 Streets, Traffic Safety, Multi-Modal
33ST10PW05 - PAVEMENT MANAGEMENT
SYSTEM $0 $50,000 $50,000 $50,000 $50,000 $200,000
33ST14PW04 - SILVERADO-3RD-
COOMSVILLE-EAST (FIVE WAY) $2,250,000 $500,000 $250,000 $250,000 $1,000,000 $4,250,000 33ST19PW02 - UNCONTROLLED

CROSSWALK IMPROVEMENT/PED

BEACONS
$75,000 $75,000 $100,000 $100,000 $100,000 $450,000
33ST20PW09 - COOMBS ST & S COOMBS
ST REHAB $700,000 $0 $0 $0 $0 $700,000
33ST22PW04 - COOMBSVILLE REHAB 3RD-
PASCALE $3,000,000 $4,000,000 $0 $0 $0 $7,000,000
33ST22PW05 - WESTWOOD REHAB
INTERIOR $3,510,417 $0 $0 $0 $0 $3,510,417
33ST22PW07 - IMOLA REHAB SOSCOL-
EAST END $0 $0 $0 $2,500,000 $0 $2,500,000
33ST26PW02 - Street Preventive Maintenance
FY25/26 $450,000 $0 $0 $0 $0 $450,000
33ST26PW03 - Riverside Neighborhood
Rehabilitation $500,000 $0 $4,000,000 $0 $0 $4,500,000
33ST26PW04 - Montgomery Neighborhood
Rehabilitation $500,000 $4,000,000 $0 $0 $0 $4,500,000
33ST27PW01 - Street Preventive Maintenance
FY26/27 $0 $2,000,000 $0 $0 $0 $2,000,000
33ST28PW01 - Street Preventive Maintenace
FY27/28 $0 $0 $2,000,000 $0 $0 $2,000,000
33ST26PW06 - CITY/COUNTY JOINT
PROJECT (PUEBLO AREA) $500,000 $1,500,000 $0 $0 $0 $2,000,000 33ST26PW07 - GRANT MATCH BUILD
IMOLA CORRIDOR $550,000 $0 $0 $0 $0 $550,000
33ST27PW02 - CITY/NAPASAN JOINT
PROJECT (BEL AIRE AREA) $0 $1,500,000 $0 $0 $0 $1,500,000 33ST29PW01 - STREET PREVENTIVE
MAINTENANCE FY28/29 $0 $0 $0 $1,500,000 $0 $1,500,000
33ST29PW02 - JEFFERSON STREET
REHABILITATION $0 $0 $0 $4,000,000 $0 $4,000,000
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 234 of 572 ends

ATTACHMENT 1
33ST30PW01 - STREET PREVENTIVE
MAINTENANCE FY29/30 $0 $0 $0 $0 $2,500,000 $2,500,000
33ST26PW08 - GRANT MATCH - HSIP12
CALIFORNIA/PUEBLO INTERSECTION $5,110 $0 $0 $0 $0 $5,110 33ST26PW09 - GRANT MATCH - HSIP12
SIGNAL IMPROVEMENTS $42,400 $0 $0 $0 $0 $42,400
33ST26PW10 - TRANCAS (JEFFERSON TO
NAPA RIVER) $3,000,000 $0 $0 $0 $0 $3,000,000
33ST26PW11 - CALIFORNIA (CLAY TO
TRANCAS) $2,500,000 $0 $0 $0 $0 $2,500,000
33ST26PW12 - SOSCOL (FIRST TO
SILVERADO) $2,000,000 $0 $0 $0 $0 $2,000,000
33ST27PW03 - TROWER (SOLANO TO
LINDA VISTA) $0 $1,500,000 $0 $0 $0 $1,500,000

STREETS, TRAFFIC SAFETY, MULTI-
MODAL TOTAL $19,582,927 $15,125,000 $6,400,000 $8,400,000 $3,650,000 $53,157,927 Traffic Signal
33TS24PW02 - Traffic Signal Equipment
Upgrades $75,000 $75,000 $200,000 $200,000 $200,000 $750,000 TRAFFIC SIGNAL TOTAL $75,000 $75,000 $200,000 $200,000 $200,000 $750,000 Water Administration
63WA25UT01 - WORKORDER ASSET
MANAGEMENT $0 $100,000 $0 $0 $0 $100,000
WATER ADMINISTRATION TOTAL $0 $100,000 $0 $0 $0 $100,000 Water Distribution
63WD24UT14 - EAST AVE WATER MAIN
REPLACEMENTS -$325,000 $0 $0 $0 $0 -$325,000
63WD26UT01 - WESTWOOD AREA WATER
MAIN R&R $500,000 $0 $0 $0 $0 $500,000
63WD26UT02 - FAIRVIEW AREA WATER
MAIN REHAB $300,000 $0 $0 $0 $0 $300,000
63WD26UT04 - PUEBLO WATER MAIN ST
TO SOSCOL $1,000,000 $0 $0 $0 $0 $1,000,000
63WD26UT05 - SOSCOL CROSSING WATER
MAIN REPLACEMENT AT TULOCAY BRIDGE $300,000 $0 $0 $0 $0 $300,000 63WD26UT06 - W PUEBLO: COUNTY

POCKET WATER IMPROVEMENT WITH

NAPASAN
$200,000 $0 $0 $0 $0 $200,000
63WD26UT07 - CLAY ST WATER MAIN
REPLACEMENT, CALIFORNIA TO WALNUT $350,000 $0 $0 $0 $0 $350,000 63WD26UTHV - Hydrant and Valve Rehab &
Replacement-63WD26UTHV $300,000 $0 $0 $0 $0 $300,000
63WD26UTMT - Meter Replacemt and ERT
Upgrade Program-63WD26UTMT $250,000 $0 $0 $0 $0 $250,000 63WD26UTRR - Water Main Rehab &
Replacement-63WD26UTRR $200,000 $0 $0 $0 $0 $200,000
63WD27UT01 - MONTECITO BLVD MAIN
UPGRADE, LAKEVIEW TO MONTE VISTA $0 $600,000 $0 $0 $0 $600,000 63WD27UTDV - Development Related Imprv-
63WD27UTDV $0 $200,000 $0 $0 $0 $200,000
63WD27UTHV - Hydrant and Valve Rehab &
Replacement-63WD27UTHV $0 $300,000 $0 $0 $0 $300,000
63WD27UTMT - Meter Replacemt and ERT
Upgrade Program-63WD27UTMT $0 $500,000 $0 $0 $0 $500,000 63WD27UTRR - Water Main Rehab &
Replacement-63WD27UTRR $0 $500,000 $0 $0 $0 $500,000
63WD28UTDV - Development Related Imprv-
63WD28UTDV $0 $0 $200,000 $200,000 $200,000 $600,000
63WD28UTHV - Hydrant and Valve Rehab &
Replacement-63WD28UTHV $0 $0 $300,000 $300,000 $300,000 $900,000 63WD28UTMT - Meter Replacemt and ERT
Upgrade Program-63WD28UTMT $0 $0 $500,000 $500,000 $500,000 $1,500,000 63WD28UTRR - Water Main Rehab &
Replacement-63WD28UTRR $0 $0 $1,500,000 $1,500,000 $1,500,000 $4,500,000 WATER DISTRIBUTION TOTAL $3,075,000 $2,100,000 $2,500,000 $2,500,000 $2,500,000 $12,675,000 Water Quality (Treatment)
63WQ20UT02 - SCADA IMPROVEMENT $900,000 $1,000,000 $0 $0 $0 $1,900,000 63WQ23UT09 - MILLIKEN PLANT REHAB
EXISTING FACIL $1,200,000 $0 $0 $0 $0 $1,200,000
63WQ24UTBP - BJTP TREATMENT
IMPROVEMENTS $150,000 $150,000 $0 $0 $0 $300,000
63WQ26UT01 - BJTP Dewatering Facility
Construction $0 $0 $1,000,000 $0 $0 $1,000,000
63WQ26UTHP - HTP TREATMENT
IMPROVEMENTS $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 235 of 572 ends

ATTACHMENT 1
63WQ28UT02 - HTP Upgrades Ph II $0 $0 $6,000,000 $8,000,000 $20,000,000 $34,000,000 63WQ28UTBP - BJTP TREATMENT
IMPROVEMENTS $0 $0 $150,000 $150,000 $150,000 $450,000
WATER QUALITY (TREATMENT) TOTAL $2,400,000 $1,300,000 $7,300,000 $8,300,000 $20,300,000 $39,600,000 Water Transmission
63WT20UT02 - CIPP PIPELINE IMPR PG&E $0 $500,000 $0 $0 $0 $500,000 63WT20UT04 - FALCON RIDGE TANK REPL $2,000,000 $0 $0 $0 $0 $2,000,000 63WT26UT08 - PUEBLO: LINDA VISTA-
SOLANO $50,000 $50,000 $6,250,000 $0 $0 $6,350,000
63WT26UT09 - FOSTER/FOOTHILL: ST
FRANCES-LAUREL $50,000 $50,000 $50,000 $16,050,000 $0 $16,200,000 63WT26UTTK - Storage Tank Cleaning &
Coating-63WT26UTTK $500,000 $0 $0 $0 $0 $500,000
63WT26UTTV - Transmission Main Valve
Rehab-63WT26UTTV $150,000 $0 $0 $0 $0 $150,000
63WT27UTPS - PUMP STATION
IMPROVEMENTS $0 $500,000 $500,000 $500,000 $500,000 $2,000,000 63WT27UTTK - Storage Tank Cleaning &
Coating-63WT27UTTK $0 $500,000 $0 $0 $0 $500,000
63WT27UTTV - Transmission Main Valve
Rehab-63WT27UTTV $0 $150,000 $0 $0 $0 $150,000
63WT28UTTK - Storage Tank Cleaning &
Coating-63WT28UTTK $0 $0 $500,000 $500,000 $500,000 $1,500,000 63WT28UTTV - Transmission Main Valve
Rehab-63WT28UTTV $0 $0 $150,000 $150,000 $150,000 $450,000 63WT30UT01 - SOSCOL FERRY: NAPA
RIVER TO SHEEHY $0 $0 $0 $0 $7,866,000 $7,866,000
WATER TRANSMISSION TOTAL $2,750,000 $1,750,000 $7,450,000 $17,200,000 $9,016,000 $38,166,000 Watershed (Supply Source)
63WS26UT02 - MILLIKEN DAM TOWER
VALVE REPL/REHAB $125,000 $0 $0 $0 $0 $125,000
63WS26UT03 - HENNESSEY IN-RESERVOIR
IMPROVEMENTS $150,000 $0 $0 $0 $0 $150,000
9017FR20 - HMGP MILLIKEN RW PIPE $500,000 $0 $0 $0 $0 $500,000 WATERSHED (SUPPLY SOURCE) TOTAL $775,000 $0 $0 $0 $0 $775,000 CATEGORY TOTAL $41,097,927 $31,600,000 $26,550,000 $47,250,000 $42,116,000 $188,613,927 Projects by Funding Source
Data Updated: May 23, 2025, 5:35 PM
$188,613,927
Total 5-Year Plan - Aggregated Total
WATER:WATER: 48% 48%
$91,016,000$91,016,000
WATER: 48%
$91,016,000
MEASURE U:MEASURE U: 17% 17%
$32,200,000$32,200,000
MEASURE U: 17%
$32,200,000
MEASURE G:MEASURE G: 14% 14%
$26,150,000$26,150,000
MEASURE G: 14%
$26,150,000
SOLID WASTE:SOLID WASTE: 10% 10%
$18,700,000$18,700,000
SOLID WASTE: 10%
$18,700,000
CIP RESERVE - GENERAL FUND:CIP RESERVE - GENERAL FUND: 4% 4% $6,900,000$6,900,000
CIP RESERVE - GENERAL FUND: 4%
$6,900,000
CIP RESERVE - GF FACILITY:CIP RESERVE - GF FACILITY: 3% 3% $5,245,000$5,245,000
CIP RESERVE - GF FACILITY: 3%
$5,245,000
GAS TAX:GAS TAX: 2% 2%
$4,247,510$4,247,510
GAS TAX: 2%
$4,247,510
WATER

MEASURE U

MEASURE G

SOLID WASTE
CIP RESERVE - …
CIP RESERVE - …

GAS TAX

MEASURE T
Other
Revenues

DEVELOPER CONTRIBUTION
63WD26UT07 - CLAY ST WATER MAIN
REPLACEMENT, CALIFORNIA TO WALNUT $300,000 $0 $0 $0 $0 $300,000 FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 236 of 572 ends

ATTACHMENT 1
DEVELOPER CONTRIBUTION TOTAL $300,000 $0 $0 $0 $0 $300,000

GAS TAX
33SD24PW01 - Stormdrain & Conveyance
Repairs $0 $100,000 $100,000 $100,000 $100,000 $400,000 33ST10PW05 - PAVEMENT MANAGEMENT
SYSTEM $0 $50,000 $50,000 $50,000 $50,000 $200,000
33ST14PW04 - SILVERADO-3RD-
COOMSVILLE-EAST (FIVE WAY) $1,850,000 $0 $0 $0 $0 $1,850,000 33ST19PW02 - UNCONTROLLED

CROSSWALK IMPROVEMENT/PED

BEACONS
$75,000 $75,000 $100,000 $100,000 $100,000 $450,000
33ST26PW07 - GRANT MATCH BUILD
IMOLA CORRIDOR $550,000 $0 $0 $0 $0 $550,000
33ST26PW08 - GRANT MATCH - HSIP12
CALIFORNIA/PUEBLO INTERSECTION $5,110 $0 $0 $0 $0 $5,110 33ST26PW09 - GRANT MATCH - HSIP12
SIGNAL IMPROVEMENTS $42,400 $0 $0 $0 $0 $42,400
33TS24PW02 - Traffic Signal Equipment
Upgrades $75,000 $75,000 $200,000 $200,000 $200,000 $750,000 GAS TAX TOTAL $2,597,510 $300,000 $450,000 $450,000 $450,000 $4,247,510

MEASURE G
33FC26FD01 - FIRE STATION #1
RENOVATION $0 $750,000 $0 $0 $0 $750,000
33FC26FD02 - FIRE STATION #2
RENOVATION $0 $750,000 $0 $0 $0 $750,000
33FC27FD01 - FIRE STATION #3
RENOVATION $0 $250,000 $0 $0 $0 $250,000
33FC27FD02 - FIRE STATION #4
RENOVATION $0 $250,000 $0 $0 $0 $250,000
33FC22PW03 - LAS FLORES PAVING & ADA $1,800,000 $0 $0 $0 $0 $1,800,000 33PK26PR01 - LAKE PARK IMPROVEMENTS $600,000 $0 $0 $0 $0 $600,000 33PK26PR02 - LAUREL PARK
IMPROVEMENTS $300,000 $0 $0 $0 $0 $300,000
33PK27PR01 - KLAMATH PARK
IMPROVEMENTS $0 $400,000 $0 $0 $0 $400,000
33PK26PR03 - THREE PARKS RESTROOMS $500,000 $2,400,000 $0 $0 $0 $2,900,000 33PK26PR04 - SPLASH PAD $500,000 $3,500,000 $0 $0 $0 $4,000,000 33ST20PW09 - COOMBS ST & S COOMBS
ST REHAB $150,000 $0 $0 $0 $0 $150,000
33ST22PW04 - COOMBSVILLE REHAB 3RD-
PASCALE $0 $4,000,000 $0 $0 $0 $4,000,000
33ST26PW06 - CITY/COUNTY JOINT
PROJECT (PUEBLO AREA) $0 $1,000,000 $0 $0 $0 $1,000,000 33ST26PW10 - TRANCAS (JEFFERSON TO
NAPA RIVER) $3,000,000 $0 $0 $0 $0 $3,000,000
33ST26PW11 - CALIFORNIA (CLAY TO
TRANCAS) $2,500,000 $0 $0 $0 $0 $2,500,000
33ST26PW12 - SOSCOL (FIRST TO
SILVERADO) $2,000,000 $0 $0 $0 $0 $2,000,000
33ST27PW03 - TROWER (SOLANO TO
LINDA VISTA) $0 $1,500,000 $0 $0 $0 $1,500,000
MEASURE G TOTAL $11,350,000 $14,800,000 $0 $0 $0 $26,150,000

MEASURE T
33ST22PW05 - WESTWOOD REHAB
INTERIOR $2,810,417 $0 $0 $0 $0 $2,810,417
MEASURE T TOTAL $2,810,417 $0 $0 $0 $0 $2,810,417

MEASURE U
33ST14PW04 - SILVERADO-3RD-
COOMSVILLE-EAST (FIVE WAY) $500,000 $0 $0 $0 $1,000,000 $1,500,000 33ST20PW09 - COOMBS ST & S COOMBS
ST REHAB $550,000 $0 $0 $0 $0 $550,000
33ST22PW04 - COOMBSVILLE REHAB 3RD-
PASCALE $3,000,000 $0 $0 $0 $0 $3,000,000
33ST22PW05 - WESTWOOD REHAB
INTERIOR $700,000 $0 $0 $0 $0 $700,000
33ST22PW07 - IMOLA REHAB SOSCOL-
EAST END $0 $0 $0 $2,500,000 $0 $2,500,000
33ST26PW02 - Street Preventive Maintenance
FY25/26 $450,000 $0 $0 $0 $0 $450,000
33ST26PW03 - Riverside Neighborhood
Rehabilitation $500,000 $0 $4,000,000 $0 $0 $4,500,000
33ST26PW04 - Montgomery Neighborhood
Rehabilitation $500,000 $4,000,000 $0 $0 $0 $4,500,000
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 237 of 572 ends

ATTACHMENT 1
33ST27PW01 - Street Preventive Maintenance
FY26/27 $0 $2,000,000 $0 $0 $0 $2,000,000
33ST28PW01 - Street Preventive Maintenace
FY27/28 $0 $0 $2,000,000 $0 $0 $2,000,000
33ST26PW06 - CITY/COUNTY JOINT
PROJECT (PUEBLO AREA) $500,000 $500,000 $0 $0 $0 $1,000,000 33ST27PW02 - CITY/NAPASAN JOINT
PROJECT (BEL AIRE AREA) $0 $1,500,000 $0 $0 $0 $1,500,000 33ST29PW01 - STREET PREVENTIVE
MAINTENANCE FY28/29 $0 $0 $0 $1,500,000 $0 $1,500,000
33ST29PW02 - JEFFERSON STREET
REHABILITATION $0 $0 $0 $4,000,000 $0 $4,000,000
33ST30PW01 - STREET PREVENTIVE
MAINTENANCE FY29/30 $0 $0 $0 $0 $2,500,000 $2,500,000
MEASURE U TOTAL $6,700,000 $8,000,000 $6,000,000 $8,000,000 $3,500,000 $32,200,000 PBID
33PA23PR03 - MAIN ST. / 2ND ST. PED
SCRAMBLE ARTWORK $150,000 $0 $0 $0 $0 $150,000
PBID TOTAL $150,000 $0 $0 $0 $0 $150,000

PUBLIC ART
33PA22PR04 - SOSCOL MEDIAN PUBLIC
ART $25,000 $0 $0 $0 $0 $25,000
33PA23PR03 - MAIN ST. / 2ND ST. PED
SCRAMBLE ARTWORK $75,000 $0 $0 $0 $0 $75,000
33PA26PR01 - TULOCAY BRIDGE STONE
ART PROJECT $75,000 $0 $0 $0 $0 $75,000
PUBLIC ART TOTAL $175,000 $0 $0 $0 $0 $175,000

QUADRANT FUNDS
33FC22PW03 - LAS FLORES PAVING & ADA $1,200,000 $0 $0 $0 $0 $1,200,000 QUADRANT FUNDS TOTAL $1,200,000 $0 $0 $0 $0 $1,200,000

RIVER PARK ASSESSMENT
33MS21PW01 - RIVER PARK MAINTENANCE
PLAN $120,000 $0 $0 $0 $0 $120,000
RIVER PARK ASSESSMENT TOTAL $120,000 $0 $0 $0 $0 $120,000

CIP RESERVE - GENERAL FUND
33BR22PW01 - BRIDGE ASSESS & REPAIR $100,000 $100,000 $100,000 $250,000 $250,000 $800,000 33BR25PW01 - TALL GRASS BRIDGE $400,000 $200,000 $0 $0 $0 $600,000 33FC26PD04 - PD RANGE SHADE
STRUCTURES $350,000 $0 $0 $0 $0 $350,000
33MS26CD01 - PARKING LOT A, S, X
MAINTENANCE $750,000 $0 $0 $0 $0 $750,000
33SW18PW01 - STORMWATER TRASH
REDUCTION $0 $650,000 $750,000 $750,000 $750,000 $2,900,000 33ST14PW04 - SILVERADO-3RD-
COOMSVILLE-EAST (FIVE WAY) $500,000 $500,000 $250,000 $250,000 $0 $1,500,000 CIP RESERVE - GENERAL FUND TOTAL $2,100,000 $1,450,000 $1,100,000 $1,250,000 $1,000,000 $6,900,000

CIP RESERVE - GF FACILITY
33FC13PR01 - 2ND STREET GARAGE
ELEVATOR $200,000 $0 $0 $0 $0 $200,000
33FC23PW01 - CITYWIDE ROOFING
RESTORATIONS $500,000 $150,000 $250,000 $250,000 $250,000 $1,400,000 33FC23PW02 - CITYWIDE BUILDING
FACILITIES EXTERI $0 $150,000 $250,000 $250,000 $250,000 $900,000 33FC24PW01 - Facilities Asset Management $50,000 $50,000 $50,000 $50,000 $50,000 $250,000 33FC24PW06 - SURFACE REPAIR CITY
PARKING LOTS (PD/CITYHALL/FS1) $250,000 $0 $0 $0 $0 $250,000 33FC26FD01 - FIRE STATION #1
RENOVATION $250,000 $0 $0 $0 $0 $250,000
33FC26FD02 - FIRE STATION #2
RENOVATION $250,000 $0 $0 $0 $0 $250,000
33FC26PD01 - PD ADMIN SECURE
STORAGE $50,000 $0 $0 $0 $0 $50,000
33FC26PD02 - PD ADMIN PROXY LOCKS $25,000 $0 $0 $0 $0 $25,000 33FC26PD03 - PD ADMIN CARPET
REPLACEMENT $250,000 $250,000 $0 $0 $0 $500,000
33FC26PW01 - CORPORATION YARD
MASTER PLAN $250,000 $0 $0 $0 $0 $250,000
33FC26PW02 - CY RADIO TOWER
GENERATOR $70,000 $0 $0 $0 $0 $70,000
33FC26PW03 - CITY HALL OFFICE SPACE
NORTH WING $250,000 $0 $0 $0 $0 $250,000
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 238 of 572 ends

ATTACHMENT 1
33FC26PW04 - CY RESTROOM
RENOVATION $100,000 $0 $0 $0 $0 $100,000
33FC27FD01 - FIRE STATION #3
RENOVATION $0 $0 $250,000 $0 $0 $250,000
33FC27FD02 - FIRE STATION #4
RENOVATION $0 $0 $250,000 $0 $0 $250,000
CIP RESERVE - GF FACILITY TOTAL $2,495,000 $600,000 $1,050,000 $550,000 $550,000 $5,245,000

SOLID WASTE
61MD22UT04 - MDF CONCRETE PAD
PARTIAL REPL $0 $0 $0 $0 $500,000 $500,000
61MD25UT03 - MDF Stormwater Mitigation
Improvements (Phase 1) $750,000 $0 $0 $0 $0 $750,000
61MD26UT01 - MDF Parking Lots $0 $0 $300,000 $0 $0 $300,000 61MD26UT03 - Replace Metal Roof
Admin/Scalehouse $0 $0 $400,000 $0 $0 $400,000
61MD26UT04 - 12KV Electrical System
Installation at MDF $1,600,000 $1,200,000 $0 $0 $0 $2,800,000 61MD26UT06 - MDF Raising Height of
Compost Retention Pond $500,000 $0 $0 $0 $0 $500,000
61MD26UT07 - Permanent SWR Equipment
Storage Bay at City Corporation Yard $150,000 $0 $0 $0 $0 $150,000 61MD29UT01 - MDF Fencing Partial
Replacement $0 $0 $0 $0 $300,000 $300,000
61MD29UT02 - Covered Aerated Static Pile
System 2.0 $0 $0 $0 $9,000,000 $4,000,000 $13,000,000
SOLID WASTE TOTAL $3,000,000 $1,200,000 $700,000 $9,000,000 $4,800,000 $18,700,000

STREET IMP DIF - STREETS
33ST14PW04 - SILVERADO-3RD-
COOMSVILLE-EAST (FIVE WAY) -$600,000 $0 $0 $0 $0 -$600,000 STREET IMP DIF - STREETS TOTAL -$600,000 $0 $0 $0 $0 -$600,000 WATER
63WA25UT01 - WORKORDER ASSET
MANAGEMENT $0 $100,000 $0 $0 $0 $100,000
63WD24UT14 - EAST AVE WATER MAIN
REPLACEMENTS -$325,000 $0 $0 $0 $0 -$325,000
63WD26UT01 - WESTWOOD AREA WATER
MAIN R&R $500,000 $0 $0 $0 $0 $500,000
63WD26UT02 - FAIRVIEW AREA WATER
MAIN REHAB $300,000 $0 $0 $0 $0 $300,000
63WD26UT04 - PUEBLO WATER MAIN ST
TO SOSCOL $1,000,000 $0 $0 $0 $0 $1,000,000
63WD26UT05 - SOSCOL CROSSING WATER
MAIN REPLACEMENT AT TULOCAY BRIDGE $300,000 $0 $0 $0 $0 $300,000 63WD26UT06 - W PUEBLO: COUNTY

POCKET WATER IMPROVEMENT WITH

NAPASAN
$200,000 $0 $0 $0 $0 $200,000
63WD26UT07 - CLAY ST WATER MAIN
REPLACEMENT, CALIFORNIA TO WALNUT $50,000 $0 $0 $0 $0 $50,000 63WD26UTHV - Hydrant and Valve Rehab &
Replacement-63WD26UTHV $300,000 $0 $0 $0 $0 $300,000
63WD26UTMT - Meter Replacemt and ERT
Upgrade Program-63WD26UTMT $250,000 $0 $0 $0 $0 $250,000 63WD26UTRR - Water Main Rehab &
Replacement-63WD26UTRR $200,000 $0 $0 $0 $0 $200,000
63WD27UT01 - MONTECITO BLVD MAIN
UPGRADE, LAKEVIEW TO MONTE VISTA $0 $600,000 $0 $0 $0 $600,000 63WD27UTDV - Development Related Imprv-
63WD27UTDV $0 $200,000 $0 $0 $0 $200,000
63WD27UTHV - Hydrant and Valve Rehab &
Replacement-63WD27UTHV $0 $300,000 $0 $0 $0 $300,000
63WD27UTMT - Meter Replacemt and ERT
Upgrade Program-63WD27UTMT $0 $500,000 $0 $0 $0 $500,000 63WD27UTRR - Water Main Rehab &
Replacement-63WD27UTRR $0 $500,000 $0 $0 $0 $500,000
63WD28UTDV - Development Related Imprv-
63WD28UTDV $0 $0 $200,000 $200,000 $200,000 $600,000
63WD28UTHV - Hydrant and Valve Rehab &
Replacement-63WD28UTHV $0 $0 $300,000 $300,000 $300,000 $900,000 63WD28UTMT - Meter Replacemt and ERT
Upgrade Program-63WD28UTMT $0 $0 $500,000 $500,000 $500,000 $1,500,000 63WD28UTRR - Water Main Rehab &
Replacement-63WD28UTRR $0 $0 $1,500,000 $1,500,000 $1,500,000 $4,500,000 63WQ20UT02 - SCADA IMPROVEMENT $900,000 $1,000,000 $0 $0 $0 $1,900,000 63WQ23UT09 - MILLIKEN PLANT REHAB
EXISTING FACIL $1,200,000 $0 $0 $0 $0 $1,200,000
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 239 of 572 ends

ATTACHMENT 1
63WQ24UTBP - BJTP TREATMENT
IMPROVEMENTS $150,000 $150,000 $0 $0 $0 $300,000
63WQ26UT01 - BJTP Dewatering Facility
Construction $0 $0 $1,000,000 $0 $0 $1,000,000
63WQ26UTHP - HTP TREATMENT
IMPROVEMENTS $150,000 $150,000 $150,000 $150,000 $150,000 $750,000 63WQ28UT02 - HTP Upgrades Ph II $0 $0 $6,000,000 $8,000,000 $20,000,000 $34,000,000 63WQ28UTBP - BJTP TREATMENT
IMPROVEMENTS $0 $0 $150,000 $150,000 $150,000 $450,000
63WT20UT02 - CIPP PIPELINE IMPR PG&E $0 $500,000 $0 $0 $0 $500,000 63WT20UT04 - FALCON RIDGE TANK REPL $2,000,000 $0 $0 $0 $0 $2,000,000 63WT26UT08 - PUEBLO: LINDA VISTA-
SOLANO $50,000 $50,000 $6,250,000 $0 $0 $6,350,000
63WT26UT09 - FOSTER/FOOTHILL: ST
FRANCES-LAUREL $50,000 $50,000 $50,000 $16,050,000 $0 $16,200,000 63WT26UTTK - Storage Tank Cleaning &
Coating-63WT26UTTK $500,000 $0 $0 $0 $0 $500,000
63WT26UTTV - Transmission Main Valve
Rehab-63WT26UTTV $150,000 $0 $0 $0 $0 $150,000
63WT27UTPS - PUMP STATION
IMPROVEMENTS $0 $500,000 $500,000 $500,000 $500,000 $2,000,000 63WT27UTTK - Storage Tank Cleaning &
Coating-63WT27UTTK $0 $500,000 $0 $0 $0 $500,000
63WT27UTTV - Transmission Main Valve
Rehab-63WT27UTTV $0 $150,000 $0 $0 $0 $150,000
63WT28UTTK - Storage Tank Cleaning &
Coating-63WT28UTTK $0 $0 $500,000 $500,000 $500,000 $1,500,000 63WT28UTTV - Transmission Main Valve
Rehab-63WT28UTTV $0 $0 $150,000 $150,000 $150,000 $450,000 63WT30UT01 - SOSCOL FERRY: NAPA
RIVER TO SHEEHY $0 $0 $0 $0 $7,866,000 $7,866,000
63WS26UT02 - MILLIKEN DAM TOWER
VALVE REPL/REHAB $125,000 $0 $0 $0 $0 $125,000
63WS26UT03 - HENNESSEY IN-RESERVOIR
IMPROVEMENTS $150,000 $0 $0 $0 $0 $150,000
9017FR20 - HMGP MILLIKEN RW PIPE $500,000 $0 $0 $0 $0 $500,000 WATER TOTAL $8,700,000 $5,250,000 $17,250,000 $28,000,000 $31,816,000 $91,016,000 REVENUES TOTAL $41,097,927 $31,600,000 $26,550,000 $47,250,000 $42,116,000 $188,613,927 FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total

Page 240 of 572 ends

ATTACHMENT 1

Appendices

Fiscal Years
2025/26 and 2026/27

Page 241 of 572 ends

ATTACHMENT 1

Appendix A
Five-Year Staffing Plan

Fiscal Years
2025/26 and 2026/27

Page 242 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

City Manager
Administration City Manager 1.00 1.00 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 2.00 2.00 2.00
Deputy City Manager 1.00 1.00 --- --- ---
Risk Manager 1.00 1.00 1.00 1.00 1.00
[A/1] Risk Office Assistant --- --- --- 1.00 1.00
Community Relations and Media Manager 1.00 1.00 1.00 1.00 1.00 [2] Community Relations Management
Analyst --- --- --- 1.00 1.00
Management Analyst I/II 1.00 2.00 2.00 2.00 2.00
Management Fellow (LT), 10/14/25 end
date 1.00 1.00 1.00 1.00 ---
Administration Total 7.00 8.00 8.00 10.00 9.00
Housing Housing Manager --- 1.00 1.00 1.00 1.00
Management Analyst I/II --- 2.00 2.00 2.00 2.00
Housing Supervisor --- --- 3.00 3.00 3.00
Housing Rehab Program Supervisor --- 1.00 --- --- ---
Rental Assistance Program Supervisor --- 1.00 --- --- --- Affordable Housing Representative --- 1.00 --- --- ---
Housing Rehabilitation Specialist --- 1.00 1.00 1.00 1.00 Secretary --- 1.00 1.00 1.00 1.00
Senior Housing Specialist --- 3.00 3.00 3.00 3.00
Housing Specialist --- 5.00 5.00 5.00 5.00
Housing Specialist (LT), 6/30/24 end date --- 1.00 --- --- --- Office Assistant I/II --- 1.00 1.00 1.00 1.00
Housing Total --- 18.00 17.00 17.00 17.00
Information
Technology
Information Technology Manager --- 1.00 1.00 1.00 1.00
Systems Administrator --- 5.00 5.00 5.00 5.00
Systems Analyst --- 4.00 4.00 4.00 4.00
[3] Management Analyst I/II --- --- --- 1.00 1.00
[4] GIS Coordinator --- --- --- 1.00 1.00
Telecommunication Specialist --- 1.00 --- --- ---
Telecommunication Supervisor --- --- 1.00 1.00 1.00
Telecommunication Technician --- 1.00 1.00 1.00 1.00
Information Technology Total --- 12.00 12.00 14.00 14.00 Total budgeted full time positions 6.00 36.00 36.00 40.00 40.00 Total budgeted limited term positions 1.00 2.00 1.00 1.00 --- Total City Manager 7.00 38.00 37.00 41.00 40.00

Page 243 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

City Clerk City Clerk 1.00 1.00 1.00 1.00 1.00
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II 2.00 2.00 2.00 2.00 2.00
[B] Imaging Clerk 1.00 1.00 1.00 --- ---
Office Assistant I/II 1.00 1.00 1.00 2.00 2.00
Total City Clerk 6.00 6.00 6.00 6.00 6.00

City Attorney City Attorney 1.00 1.00 1.00 1.00 1.00
Assistant City Attorney 2.00 2.00 2.00 2.00 2.00
Deputy City Attorney --- --- 1.00 1.00 1.00
Legal Analyst 1.00 1.00 1.00 1.00 1.00
Legal Assistant 1.00 1.00 1.00 1.00 1.00
Total City Attorney 5.00 5.00 6.00 6.00 6.00

Human
Resources
Human Resources Director 1.00 1.00 1.00 1.00 1.00
Assistant Human Resources Director --- --- --- 1.00 1.00 [5/6] Human Resources Manager 2.00 2.00 2.00 1.00 1.00
Human Resources Manager (LT), 6/30/27
end date --- --- --- 1.00 1.00
Management Analyst I/II 3.00 3.00 3.00 3.00 3.00
Human Resources Coordinator 2.00 2.00 2.00 2.00 2.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Total budgeted full time positions 9.00 9.00 9.00 9.00 9.00 Total budgeted limited term positions --- --- --- 1.00 1.00 Total Human Resources 9.00 9.00 9.00 10.00 10.00

Finance
Administration Finance Director 1.00 1.00 1.00 1.00 1.00 Deputy Finance Director 1.00 1.00 1.00 1.00 1.00
Budget Officer 1.00 1.00 1.00 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Senior Budget Analyst 1.00 1.00 1.00 1.00 1.00
[7] Budget Analyst 1.00 1.00 --- 1.00 1.00
Management Analyst I/II 1.00 1.00 2.00 2.00 2.00
Accounting Technician / Accounting
Technician (Entry) (LT), 12/9/22 end date 1.00 --- --- --- --- Administration Total 8.00 7.00 7.00 8.00 8.00
Accounting &
Auditing
Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Senior Accountant 1.00 1.00 1.00 1.00 1.00
Accountant II 2.00 2.00 2.00 2.00 2.00
Payroll Specialist 1.00 1.00 1.00 1.00 1.00
Accounting Technician/ Accounting
Technician (Entry) 2.00 2.00 2.00 2.00 2.00
Account Clerk I/II 2.00 2.00 2.00 2.00 2.00
Accounting & Auditing Total 9.00 9.00 9.00 9.00 9.00
Revenue Accounting Supervisor 1.00 1.00 1.00 1.00 1.00
Accountant I 1.00 1.00 1.00 1.00 1.00
Accounting Technician / Accounting
Technician (Entry) 3.00 3.00 3.00 3.00 3.00
Account Clerk I/II 4.00 4.00 4.00 4.00 4.00
Revenue Total 9.00 9.00 9.00 9.00 9.00

Page 244 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Finance - Continued
Information
Technology
Information Technology Manager 1.00 --- --- --- ---
Systems Administrator 5.00 --- --- --- ---
Systems Analyst 3.00 --- --- --- ---
Telecommunication Specialist 1.00 --- --- --- ---
Telecommunication Technician 1.00 --- --- --- ---
Information Technology Total 11.00 --- --- --- ---
Total budgeted full-time positions 36.00 25.00 25.00 26.00 26.00 Total budgeted limited term positions 1.00 --- --- --- --- Total Finance 37.00 25.00 25.00 26.00 26.00

Parks & Recreation Services
Administration Parks & Recreation Services Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
[8] Management Analyst I/II (LT), 6/30/27 end
date --- --- --- 1.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00 1.00
Administration Total 3.00 3.00 3.00 4.00 4.00
Recreation Recreation Manager 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00
Recreation Supervisor 2.00 2.00 2.00 1.00 1.00
[9] Recreation Coordinator 4.00 4.00 4.00 6.00 6.00
Recreation Total 8.00 8.00 8.00 9.00 9.00
Parks Parks, Trees & Facilities Maintenance
Manager 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00
Parks Trees & Facilities Supervisor 3.00 3.00 3.00 3.00 3.00 Park Maintenance Worker III 7.00 7.00 7.00 7.00 7.00
Park Maintenance Worker I/II 13.00 13.00 13.00 13.00 13.00 Senior Park Ranger 1.00 1.00 1.00 1.00 1.00
Park Ranger I/II (LT), 6/30/23 end date 1.00 --- --- --- --- Maintenance Laborer 3.00 3.00 3.00 3.00 3.00
Parks Total 30.00 29.00 29.00 29.00 29.00
Total budgeted full time positions 40.00 40.00 40.00 41.00 41.00 Total budgeted limited term positions 1.00 --- --- 1.00 1.00 Total Parks & Recreation Services 41.00 40.00 40.00 42.00 42.00

Page 245 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Community Development
Administration Community Development Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II --- 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Administration Total 2.00 3.00 3.00 3.00 3.00
Planning Planning Manager 1.00 1.00 1.00 1.00 1.00
Senior Planner 2.00 2.00 2.00 2.00 2.00
Assistant / Associate Planner 3.00 3.00 3.00 3.00 3.00
Planning Aide 1.00 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00 1.00
Planning Total 8.00 8.00 8.00 8.00 8.00
Building
Inspection
Chief Building Official 1.00 1.00 1.00 1.00 1.00
Plans Examiner 1.00 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 1.00 1.00 1.00 1.00
Building Inspector I/II 3.00 3.00 3.00 3.00 3.00
Senior Permit Technician 1.00 1.00 1.00 1.00 1.00
Permit Technician 2.00 2.00 2.00 2.00 2.00
Building Inspection Total 9.00 9.00 9.00 9.00 9.00
Code
Enforcement
Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00
Code Enforcement Total 2.00 2.00 2.00 2.00 2.00
Economic
Development
Econ Dev & Redevelopment Manager 1.00 1.00 1.00 1.00 1.00 Economic Development Program
Coordinator 2.00 2.00 2.00 2.00 2.00
Economic Development Total 3.00 3.00 3.00 3.00 3.00
Parking
Programs
Parking Programs Manager 1.00 --- --- --- ---
Compliance Program Manager --- 1.00 1.00 1.00 1.00
Parking Enforcement Officer I/II 2.00 2.00 2.00 2.00 2.00 Parking Enforcement Officer I/II (LT),
6/30/25 end date 1.00 1.00 1.00 --- ---
[10] Parking Enforcement Officer I/II (LT),
6/30/27 end date --- --- --- 1.00 1.00
Parking Programs Total 4.00 4.00 4.00 4.00 4.00
Housing Housing Manager 1.00 --- --- --- ---
Management Analyst I/II 2.00 --- --- --- ---
Housing Rehab Program Supervisor 1.00 --- --- --- ---
Rental Assistance Program Supervisor 1.00 --- --- --- --- Affordable Housing Representative 1.00 --- --- --- ---
Housing Rehabilitation Specialist 1.00 --- --- --- ---
Secretary 1.00 --- --- --- ---
Senior Housing Specialist 3.00 --- --- --- ---
Housing Specialist 5.00 --- --- --- ---
Housing Specialist (LT), 6/30/24 end date 1.00 --- --- --- --- Office Assistance I/II 1.00 --- --- --- ---
Housing Total 18.00 --- --- --- ---
Total budgeted full time positions 44.00 28.00 28.00 28.00 28.00 Total budgeted limited term positions 2.00 1.00 1.00 1.00 1.00 Total Community Development 46.00 29.00 29.00 29.00 29.00

Page 246 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Public Works
Administration Public Works Director 1.00 1.00 1.00 1.00 1.00 Deputy PW Director – Engineering 1.00 1.00 1.00 1.00 1.00 Admin Services Manager 1.00 1.00 1.00 1.00 1.00
[11] Management Analyst I/II 2.00 2.00 2.00 3.00 3.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Senior Office Assistant 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 2.00 2.00 2.00 2.00 2.00
Administration Total 9.00 9.00 9.00 10.00 10.00
Fleet
Management
Fleet Shop Supervisor 1.00 1.00 1.00 1.00 1.00
Equipment Mechanic/Journey/Master 4.00 4.00 4.00 5.00 5.00 [12] Fleet Management Total 5.00 5.00 5.00 6.00 6.00 Maintenance Public Works Operations Manager 1.00 1.00 1.00 1.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00
[11] Associate Civil Engineer 1.00 1.00 1.00 --- ---
Street Field Supervisor 3.00 3.00 3.00 3.00 3.00
Heavy Equipment Operator 2.00 2.00 2.00 2.00 2.00
Concrete Finisher 1.00 1.00 1.00 1.00 1.00
Street Maintenance Worker III 3.00 3.00 3.00 3.00 3.00
Street Maintenance Worker I/II 12.00 12.00 12.00 12.00 12.00 [11/B] Engineering Aide / Senior Engineering Aide --- --- --- 1.00 1.00 Maintenance Total 24.00 24.00 24.00 24.00 24.00
General
Services Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Electrical Supervisor 1.00 1.00 1.00 1.00 1.00
Electrician III 1.00 1.00 1.00 1.00 1.00
[B] Electrician I/II 3.00 3.00 3.00 2.00 2.00
Parks, Trees & Facilities Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Craftsworker 2.00 2.00 2.00 2.00 2.00
Custodian 4.00 4.00 4.00 4.00 4.00
General Services Total 13.00 13.00 13.00 12.00 12.00

Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 [11] Associate Civil Engineer 3.00 3.00 3.00 4.00 4.00
Junior Engineer / Assistant Engineer 4.00 4.00 4.00 4.00 4.00 Engineering Assistant 2.00 2.00 2.00 2.00 2.00
[B] Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 1.00 1.00 Engineering Total 12.00 12.00 12.00 12.00 12.00
Development
Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00

Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00
Supervising Engineering Assistant 2.00 1.00 1.00 1.00 1.00 Junior Engineer / Assistant Engineer 2.00 2.00 2.00 2.00 2.00 GIS Coordinator 1.00 1.00 1.00 --- ---
Systems Administrator (LT), 6/30/24 end
date 1.00 1.00 --- --- --
Transportation Planner I/II 1.00 --- --- --- ---
[11] Management Analyst I/II 1.00 1.00 1.00 --- ---
Stormwater program Coordinator --- --- 1.00 1.00 1.00

Page 247 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Public Works - Continued
Development
Engineering
[11]
Engineering Assistant 2.00 1.00 --- --- ---
Engineering Aide / Senior Engineering Aide 3.00 2.00 2.00 1.00 1.00 Development Engineering Total 15.00 11.00 10.00 7.00 7.00 Transportation
Engineering Senior Traffic Engineer --- 1.00 1.00 1.00 1.00

Transportation Planner I/II --- 1.00 --- --- ---
Senion Transportation Planner --- --- 1.00 1.00 1.00
Supervising Engineering Assistant --- 1.00 1.00 1.00 1.00 [B] Engineering Assistant --- 1.00 1.00 2.00 2.00
Engineering Aide / Senior Engineering Aide --- 1.00 1.00 1.00 1.00 Transportation Engineering Total --- 5.00 5.00 6.00 6.00 Construction Construction Manager / Professional
Engineer 1.00 1.00 1.00 1.00 1.00
Junior Engineer / Assistant Engineer 1.00 1.00 1.00 1.00 1.00 Senior Construction Inspector 1.00 1.00 1.00 1.00 1.00
Construction Inspector I/II 2.00 2.00 2.00 2.00 2.00
Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 3.00 3.00 Construction Total 7.00 7.00 7.00 8.00 8.00
Total budgeted full time positions 84.00 85.00 85.00 84.00 84.00 Total budgeted limited term positions 1.00 1.00 --- --- --- Total Public Works 85.00 86.00 85.00 85.00 85.00

Utilities
Administration Utilities Director 1.00 1.00 1.00 1.00 1.00 Deputy Utilities Director 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Secretary 1.00 1.00 1.00 1.00 1.00
Water Resources Analyst 1.00 1.00 1.00 1.00 1.00
Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
Buyer 1.00 1.00 1.00 1.00 1.00
Administration Total 8.00 8.00 8.00 8.00 8.00
Materials Diversion Administrator 1.00 1.00 1.00 1.00 1.00 Solid Waste &
Recycling
Management Analyst I/II 1.00 1.00 1.00 1.00 1.00
Utilities Program Compliance Coordinator 1.00 1.00 1.00 1.00 1.00 Waste Prevention Specialist 2.00 2.00 2.00 2.00 2.00
Senior Scalehouse Attendant 1.00 1.00 --- --- ---
Scalehouse Supervisor --- --- 1.00 1.00 1.00
Scalehouse Attendant 2.00 2.00 2.00 2.00 2.00
Solid Waste & Recycling Total 8.00 8.00 8.00 8.00 8.00

Water
(Engineering)
Senior Civil Engineer [2] 2.00 2.00 3.00 3.00 3.00
Associate Civil Engineer 3.00 3.00 3.00 3.00 3.00
Engineering Assistant 4.00 4.00 4.00 4.00 4.00
Asset Management Systems Coordinator 1.00 1.00 --- --- --- Engineering Aide / Senior Engineering Aide 2.00 2.00 2.00 2.00 2.00 Water (Engineering) Total 12.00 12.00 12.00 12.00 12.00

Page 248 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Utilities - Continued
Water
(Distribution)
[B]
Water Distribution Manager 1.00 1.00 1.00 1.00 1.00
Water Distribution Supervisor 1.00 1.00 1.00 2.00 2.00
[B] Water Distribution Operator Lead 3.00 3.00 3.00 2.00 2.00 Water Distribution Equipment Operator 3.00 3.00 3.00 3.00 3.00 Water Distribution Operator III 1.00 1.00 1.00 1.00 1.00 Water Distribution Operator I/II 10.00 10.00 10.00 10.00 10.00 Office Assistant I/II --- 1.00 1.00 1.00 1.00
Water (Distribution) Total 19.00 20.00 20.00 20.00 20.00 Water
(Treatment)
Water Quality Manager 1.00 1.00 1.00 1.00 1.00
Water Treatment Manager 1.00 1.00 1.00 1.00 1.00
Water Plant Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II --- 1.00 1.00 1.00 1.00
Utilities Inventory Specialist 1.00 1.00 1.00 1.00 1.00 Watershed and Facilities Maintenance
Worker 2.00 2.00 2.00 2.00 2.00
Water Control Systems Superintendent 1.00 1.00 1.00 1.00 1.00 Water Control Systems Analyst 2.00 2.00 2.00 2.00 2.00
Senior Water Treatment Operator 1.00 1.00 1.00 1.00 1.00 Advanced Water Treatment Operator 2.00 2.00 2.00 2.00 2.00 Water Treatment Operator 8.00 8.00 8.00 8.00 8.00
Water Plant Maintenance Electrician 1.00 1.00 1.00 1.00 1.00 Water Plant Maintenance Mechanic Lead 1.00 1.00 1.00 1.00 1.00 Water Plant Maintenance Mechanic I/II 2.00 3.00 3.00 3.00 3.00 Senior Water Laboratory Analyst 1.00 1.00 1.00 1.00 1.00 Water Laboratory Analyst 2.00 2.00 2.00 2.00 2.00
Water (Treatment) Total 27.00 29.00 29.00 29.00 29.00
Total budgeted full time positions 74.00 77.00 77.00 77.00 77.00 Total Utilities 74.00 77.00 77.00 77.00 77.00

Police
Administration Police Chief 1.00 1.00 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 2.00 2.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
[B] Secretary 1.00 1.00 1.00 --- ---
Administration Total 4.00 4.00 5.00 4.00 4.00
Special
Operations
Police Lieutenant 2.00 2.00 2.00 2.00 2.00
Police Sergeant 3.00 3.00 3.00 3.00 3.00
[13] Police Officer 16.00 16.00 16.00 17.00 17.00
Police Forensics Specialist 1.00 1.00 1.00 1.00 1.00
Community Services Officer I/II --- 1.00 1.00 1.00 1.00 Community Services Officer I/II (LT), TBD
end date --- --- 1.00 1.00 1.00
Homeless Intervention Coordinator 1.00 1.00 1.00 1.00 1.00 Homeless Intervention Coordinator (LT),
6/30/25 end date 1.00 1.00 1.00 --- ---
Special Operations Total 24.00 25.00 26.00 26.00 26.00

Page 249 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

Police - Continued

Operations Police Captain 1.00 1.00 1.00 1.00 1.00
Police Lieutenant 1.00 1.00 1.00 1.00 1.00
Police Sergeant 8.00 8.00 8.00 8.00 8.00
[14] Police Officer / Police Officer Trainee 47.00 47.00 47.00 47.00 47.00 Community Services Officer I/II 4.00 4.00 4.00 4.00 4.00 Operations Total 61.00 61.00 61.00 61.00 61.00
Support
Services
Police Captain 1.00 1.00 1.00 1.00 1.00
Communications Manager 1.00 1.00 1.00 1.00 1.00
Police Records Bureau Administrator 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatch Supervisor 4.00 4.00 4.00 4.00 4.00 Public Safety Dispatcher I/II 21.00 21.00 21.00 21.00 21.00 Public Safety Call Taker 4.00 4.00 4.00 4.00 4.00
Senior Police Records Specialist 1.00 1.00 --- --- ---
Police Records Specialist I/II 6.00 6.00 5.00 5.00 5.00 Police Records Supervisor --- --- 1.00 1.00 1.00
Police Property Technician 2.00 2.00 2.00 2.00 2.00
Support Services Total 41.00 41.00 40.00 40.00 40.00
Total budgeted full time positions 129.00 130.00 130.00 130.00 130.00 Total budgeted limited term positions 1.00 1.00 2.00 1.00 1.00 Total Police 130.00 131.00 132.00 131.00 131.00

Fire
Administration Fire Chief 1.00 1.00 1.00 1.00 1.00
Principal Management Analyst --- --- 1.00 1.00 1.00
Management Analyst I/II 1.00 1.00 --- --- ---
Administrative Secretary 1.00 1.00 1.00 1.00 1.00
Office Assistant I/II 1.00 1.00 1.00 1.00 1.00
[15] Emergency Manager --- --- --- --- 1.00
Administration Total 4.00 4.00 4.00 4.00 5.00
Prevention Fire Marshal 1.00 1.00 1.00 1.00 1.00
Senior Fire Prevention Inspector 1.00 1.00 1.00 1.00 1.00 Fire Prevention Inspector I/II 3.00 3.00 3.00 3.00 3.00 Secretary 1.00 1.00 1.00 1.00 1.00
Prevention Total 6.00 6.00 6.00 6.00 6.00
Operations Deputy Fire Chief 1.00 1.00 1.00 2.00 2.00
[16] Fire Battalion Chief 4.00 4.00 4.00 3.00 3.00
Fire Captain [H] 17.00 17.00 20.00 20.00 20.00
Firefighter/Paramedic 29.00 30.00 30.00 30.00 30.00
Firefighter 13.00 12.00 12.00 12.00 12.00
Operations Total 64.00 64.00 67.00 67.00 67.00
Total budgeted full time positions 74.00 74.00 77.00 77.00 78.00 Total Fire 74.00 74.00 77.00 77.00 78.00

Total budgeted full time positions 507.00 515.00 519.00 524.00 525.00 Total budgeted limited term positions 7.00 5.00 4.00 6.00 5.00 Total City Staff 514.00 520.00 523.00 530.00 530.00

Page 250 of 572 ends

ATTACHMENT 1

APPENDIX A
Five-Year Staffing Plan
Department/
Division Position Title 2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Proposed
2026/27
Proposed

END NOTES
All Budget Packages are dependent upon full review by City of Napa Human Resources and are subject to change.
[A] O2025-004 added Office Assistant I/II as a designation of appointive officer in the City Manager’s Office.
[B] R2025-030 deleted one Imaging Clerk and added one Office Assistant I/II; deleted one Secretary; deleted Electrician I/II and added one Engineering Assistant; deleted Senior/Engineering Aide and added one Senior/Engineering Aide; deleted Water Distribution Operator Lead and added one Water Distribution Supervisor.
1 Budget Package Risk Office Assistant adds one Office Assistant I/II position. 2 Budget Package Community Relations Augmentation add one Management Analyst I/II (new classification).
3 Budget Package IT Management Analyst II adds one Management Analyst II to the City Manager’s IT division.
4 Budget Package GIS Coordinator Reallocation moves one GIS Coordinator from Public Works to the City Manager’s IT division.
5 Budget Package Assistant Human Resources Director deletes one Human Resources Manager and adds one Assistant Human Resources Director.
6 Budget Package HR Manager (LT) – Training and Development adds one limited term Human Resources Manager.
7 Budget Package Budget Analyst I/II adds one Budget Analyst I/II. 8 Budget Package Management Analyst II (LT) adds one limited term Management Analyst II. 9 Budget Package Recreation & Public Art Staff Realignment deletes one Recreation Supervisor and adds two Recreation Coordinators.
10 Budget Package Parking Enforcement Officer adds one limited term Parking Enforcement Officer. 11 Budget Package Staffing Plan Update moves one Management Analyst I/II from Development Engineering to Administration, moves one Senior Engineering Aide (Flex) from Development Engineering to Operations, and moves one Associate Engineering from Maintenance to Engineering. 12 Budget Package Fleet Mechanic FTE adds one Equipment Mechanic/Journey/Master position. 13 Budget Package NFECT Detective Position adds one Police Officer. 14 Budget Package Police Officers with Lead Pay deletes two Police Officer Trainee positions and adds two Police Officer positions with lead pay.
15 Budget Package Emergency Manager adds one Emergency Manager position. 16 Budget Package One Battalion Chief Reclass to Deputy deletes on Battalion Chief position and adds one Deputy Fire Chief Position.

Page 251 of 572 ends

ATTACHMENT 1

Appendix B
Interfund Transfers &
Interagency Transfers

Fiscal Years
2025/26 and 2026/27

Page 252 of 572 ends

ATTACHMENT 1

Page 253 of 572 ends

ATTACHMENT 1

Page 254 of 572 ends

ATTACHMENT 1

Page 255 of 572 ends

ATTACHMENT 1

Page 256 of 572 ends

ATTACHMENT 1

Appendix C
Budget Packages

Fiscal Years
2025/26 and 2026/27

Page 257 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

INSTRUCTIONS: Complete and attach as backup to your Budget Package in Munis. Budget Packages are for New Positions, Changes to Positions, Additions to Fleet, New IT Projects, or other requested budget increases. Complete one package for each fiscal year unless one-time.

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Community Relations Augmentation Priority: 1 Department/Division: CMO/Community Relations Budget Year: FY 2025/26 Department Contact: Liz Habkirk GL Org: 10012103
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

The Community Relations Division of the City Manager is currently staffed by 1 FTE (Community Relations and Media Manager) with support from the Assistant City Manager and outside consultants. The budget request is to add an FTE at a Management Analyst II (or preferably, an equivalent new classification that has specific communications experience/requirements) to the Division.

With the passage of Measure G more support will be necessary to transparently communicate on the projects and programs supported by the new revenue. Bringing some of the support services in-house, rather than contracted, will allow the Community Relations and Media Manager more control over areas of effort, increase efficiency by having in-depth knowledge of City operations (rather than communicating to consultants), and increase efficiency in connecting staff/departments. The use of consultants has been helpful during the past five years to build out an organized communications effort, but adding this FTE will bring us more ability to push areas we need to quickly and to allow the Manager to focus on long-term, strategic efforts for communications campaigns, rather than day-to-day. Department-level connections to the communications program will improve with the addition of an FTE in this role, allowing for more opportunities for department and project-specific support, as well as improving engagement with the community on these topics.

This will also allow some needed improved redundancy for Emergency/Disaster communications not currently available, including improved responsiveness within the PIO function (initial response, EOC activation, PIO call center, Joint Information Center (JIC)

Page 258 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

activation, etc). Having these tasks in house will allow the use of contract dollars to be spent in a more targeted way to further Council’s specific requests and information campaigns.

Additionally, the need for regular, organized internal communications has increased and the Division is also a critical component of Employee Recognition efforts, generally organizing and executing events, maintaining the Core Value Compass awards, etc. The Division is also critical to city-wide organizational culture commitments such as mid-manager retreats/meetings, Collaborators efforts, etc. The ability of 1 FTE to successfully manage the internal and external communication demands is stretched. With growing requests, we need to appropriately resource the function or look to reduce the efforts we are making, which is counter to what employees and Council are requesting.

Why is this needed, and how does it align with Council and/or Department priorities?

The Council has included Community Engagement as a focus area for the upcoming budget cycle and has specified that communication efforts should be increased to include more real time interaction with residents, active outreach on issues of misinformation, outreach to our Spanish-speaking population, and more event opportunities/outreach such as last year's Open House to inform the public of our activities and services. This position will directly expand the Division’s ability to add to its work plan in line with the Council’s requests, and augment and enhance the current communications program. Additional innovations within the existing communications program, such as videos, visual project overviews, data collection and targeted information gathering through increased social media engagement, would be possible.

What are the consequences of not funding this request?

The Communications and Outreach Division will only be able to incrementally increase communications efforts and will fall short of Council’s expectations as outlined during their Workshop when they named Community Engagement as a focus area. We would likely need to rely heavily on one-way communication and not increase the engagement efforts. This would mean that additional events, open houses, town halls and other two-way communication strategies would be be possible. We may not be able to adequately describe or communicate the Measure G funding efforts leading to community dissatisfaction or misunderstandings about how the new revenue has met the goals outlined within the ballot initiative.

What alternatives were considered when creating this request?

Considered increasing outside Consultant service budget or leaving status quo. Increasing the work by consultants would not achieve the consistency and efficiency of having in-house expertise and awareness to lead campaigns. Leaving the status quo would mean we are not responding to the many Council and internal requests for increased communication efforts.

How will you measure success? Our Community Relations and Outreach Manager has developed S.M.A.R.T goals for the upcoming year that this position would work in support of. These will include

Page 259 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

items such as:

Increase public awareness and attendance
by sharing City Council meeting
information before each meeting.

Increase the average open rate of e-
newsletters and as well as increase
average views per video within six months.

Increase total views per quarter across all
platforms.

Reduce misinformation-related complaints
by 30% within one year.

Increase social media engagement (likes,
shares, comments) within six months.

Establish active ambassadors covering
key neighborhoods on Next Door within
the first year.

Increase frequency of Open House/Town
Hall events to two per fiscal year.

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments

Page 260 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012103 51110 $137,513
10012103 51161 $50
10012103 51152 $1,420
10012103 52110 $32,820
10012103 52120 $1,648
10012103 52140 $46
10012103 52150 $1,995
10012103 52210 $9,588
10012103 52430 $2,063
10012103 52510 $853
10012103 52512 $92
10012103 52520 $2,262
10012103 56150 $3500 Furniture/Fixtures under $5,000; one-time New FTE set- up
10012103 $0
Total Expenditures $193,850

Please provide any additional financial information that will be useful in reviewing this Budget Package:

It would be our recommendation that Measure G pay for this position as the new services that could be accommodated in the Division would be directly related to Measure G.

Page 261 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Climate Action Funding Priority: 1
Department/Division: CM Admin 10112100 Budget Year: FY 2025/26 Department Contact: Deborah Elliott GL Org: 10112100
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time
and Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: In the FY 25 budget, the CMO was provided with $240,000 in Climate Action/Sustainability funding. $175,000 of that funding is on-going. The CMO is taking on related/expanded Climate Action projects and programs. This funding request is for $144,237 in one time funding to pay for California Environmental Quality Act (CEQA) costs for the Regional Climate Action and Adaptation Plan (RCAAP).

Why is this needed, and how does it align with Council and/or Department priorities? Climate Action is one of the six Council focus areas. This funding is directly related to the completion of the RCAAP. Once CEQA is completed, the City will begin implementation of the RCAAP. Ongoing funding is anticipated to cover other climate action related costs such as participation in the regional Climate Action Committee (CAC), equipment purchases, special projects, grant matches, etc.

What are the consequences of not funding this request? The City would not be able to continue Participation in the Regional CAC, or support completion of the Regional Climate Action and Adaptation Plan.

What alternatives were considered when creating this request? Requesting additional one-time money.

How will you measure success? Council focus areas are reported on annually and climate action staff tracks and shares climate action projects and metrics.

Page 262 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10112100 53210 $144,237 One-time CEQA costs for the Regional Climate Action and Adaptation Plan.
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures

Please provide any additional financial information that will be useful in reviewing this Budget Package:

$144,237

Page 263 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Assistant Human Resources Director Priority: 1 Department/Division: Human Resources Budget Year: FY 26 Department Contact: Heather Ruiz GL Org: 10015100
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time
and Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

We are requesting funding for an Assistant Human Resources Director position to oversee Citywide recruitment, classification and compensation and labor relations. In conjunction with this request, we are proposing the deletion of one Human Resources Manager position within the department.

Why is this needed, and how does it align with Council and/or Department priorities?

The Human Resources Department currently has two Human Resources Manager positions to support the department. One oversees Recruitment and Labor Relations, while the other handles Workers Compensation and Leaves Administration. Both Managers also provide support in Employee Relations.

As HR responsibilities continue to grow, particularly with Labor and Benefits now falling under the HR umbrella, the scope of the Human Resources Manager's role has significantly increased. This shift has highlighted the need for greater oversight and strategic management within the department, making the addition of an Assistant Director position crucial.

In addition, this new position will create a clear career path within the department, from Management Analyst to Human Resources Manager, Assistant Human Resources Director, and ultimately to the Human Resources Director role. Having this progression is essential for retention and career development, particularly in a small department where it is vital to retain top talent in a competitive job market.

Page 264 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

This position will also serve as part of a long-term succession plan, ensuring that there is a designated second-in-command to step into the Director role in the event of an absence. As part of this plan, one of the existing Human Resources Managers will have the opportunity to transition into this role through a promotional recruitment, offering a pathway for professional growth and leadership within the department.

Ultimately, maintaining structural consistency across departments is crucial, and the majority of departments have a Deputy or Assistant Director in place to provide leadership and support. Aligning the Human Resources Department with this practice will not only enhance internal operations but also underscore the department's commitment to a strong organizational structure, succession plan and effective leadership.

What are the consequences of not funding this request?

If this request is not funded, the Human Resources Department will continue to operate without the added leadership and oversight necessary to manage the growing complexities within the department.

Without the Assistant Human Resources Director position, succession planning within the department will be unclear, and there will be no designated second-in-command to step into the Director role during absences. Additionally, the lack of a clear career progression could impact employee retention, particularly as top talent may seek opportunities elsewhere for advancement and professional development.

What alternatives were considered when creating this request?

If this request is not funded, we would remain with the current structure of two Human Resources Managers, which would not provide the necessary leadership and strategic oversight required for the department’s continued growth and success. Ultimately, the proposed solution to adding an Assistant Director position and deleting one Human Resources Manager was deemed to be the most effective way to address the department’s needs while also providing a clear career path and aligning with organizational best practices.

How will you measure success?

Success will be measured by the development of a second-in-command within the department, ensuring leadership continuity in the absence of the Human Resources Director. Additionally, the introduction of a clear career progression, from Management Analyst to Human Resources Manager, Assistant Human Resources Director, and ultimately to Human Resources Director, is expected to lead to higher morale, increased job satisfaction, and long-term retention. This will be evaluated through performance evaluations.

Page 265 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10015100 51110 $209,103 Add - Assistant HR Director
10015100 51152 $1,562 Add - Assistant HR Director
10015100 51161 $50 Add - Assistant HR Director
10015100 52110 $27,897 Add - Assistant HR Director
10015100 52120 $1,648 Add - Assistant HR Director
10015100 52140 $46 Add - Assistant HR Director
10015100 52150 $3,154 Add - Assistant HR Director
10015100 52210 $14,212 Add - Assistant HR Director
10015100 52430 $3,137 Add - Assistant HR Director
10015100 52510 $719 Add - Assistant HR Director
10015100 52512 $145 Add - Assistant HR Director
10015100 52520 $3,485 Add - Assistant HR Director
10015100 51110 ($190,094) Delete – HR Manager
10015100 51152 ($1,420) Delete – HR Manager
10015100 51161 ($50) Delete – HR Manager
10015100 52110 ($27,897) Delete – HR Manager
10015100 52120 ($1,648) Delete – HR Manager
10015100 52140 ($46) Delete – HR Manager
10015100 52150 ($2,867) Delete – HR Manager
10015100 52210 ($12,920) Delete – HR Manager
10015100 52430 ($2,851) Delete – HR Manager
10015100 52510 ($654) Delete – HR Manager
10015100 52512 ($132) Delete – HR Manager
10015100 52520 ($3,168) Delete – HR Manager
Net Savings $21,411

Page 266 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 267 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Priority: 2Package Title: Human Resources Manager (Limited-Term) Department/Division: Human Resources
GL Org: 10115100Department Contact: Heather Ruiz
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

We are requesting funding for a Limited-Term Human Resources Manager position focused on training and development initiatives. This role will support the design, coordination, and delivery of agency-wide training programs to enhance staff development and organizational effectiveness.

Why is this needed, and how does it align with Council and/or Department priorities?

The Human Resources Department currently has two Human Resources Manager positions to support the Human Resources Director. One oversees Recruitment and Labor Relations, the other oversees Workers Compensation and Leaves Administration. Both Human Resources Managers also support Employee Relations. However, there is currently not a Human Resources Manager that oversees training and development. With a Human Resources Manager (Training & Development) in place, the organization will have a leader responsible for overseeing the planning, execution, and continuous improvement of training programs that are aligned with the mission & values of the organization. This position will drive measurable improvements in employee performance, satisfaction, and retention, directly contributing to the success of the organization. The Human Resources Manager will ensure design and implementation of professional development programs within the city as well as perform organizational development functions such as mediating, coaching and advising.

What are the consequences of not funding this request?

Without this role, there would be a lack of centralized oversight for training efforts across all departments, leading to inconsistent development opportunities. Employees may not receive the proper training needed to excel in their roles which could ultimately affect productivity and morale. Additionally, without a Budget Year: FY 2025/26

Page 268 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

dedicated HR professional, the agency may struggle to align training programs with organizational goals, leading to inefficiencies and missed opportunities for growth. The absence of this position also increases the risk of non-compliance with regulations and could hinder the agency’s ability to foster a culture of continuous improvement.

What alternatives were considered when creating this request?

When creating this budget request, alternatives such as outsourcing training services to third-party vendors were considered. However, this option was deemed costly and less effective in aligning with the specific needs of the organization. Given these challenges, creating a dedicated Human Resources Manager - Training and Development position was determined to be the most sustainable and cost- efficient solution.

How will you measure success?

Success will be measured by tracking key performance indicators such as improved employee performance, high training completion rates, and positive feedback from staff regarding the relevance and impact of the training programs. Additionally, success will be evaluated based on the overall increase in employee engagement and the enhanced effectiveness of the organization, driven by the impact of targeted training initiatives.

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10115100 51110 $190,094
10115100 51152 $1,420
10115100 51161 $50
10115100 52110 $27,897
10115100 52120 $1,648
10115100 52140 $46
10115100 52150 $2,867
10115100 52210 $12,920
10115100 52430 $2,851

Page 269 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

10115100 52510 $654
10115100 52512 $132
10115100 52520 $3,168
Total Expenditures $243,748

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 270 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Priority: 3Package Title: Organizational Structure Assessment Department/Division: Human Resources
GL Org: 10115100Department Contact: Heather Ruiz
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

This budget request seeks funding for a comprehensive study on how the City is currently providing critical services in the areas of youth services, homelessness, and mental health services. The goal is to evaluate the current structure of these services, identify gaps, and make recommendations for designing a structure, positions and service models that model industry best practices and best meets the needs of the community.

Why is this needed, and how does it align with Council and/or Department priorities?

This study is crucial for understanding and addressing the complex challenges facing vulnerable populations within our community, particularly youth, those experiencing homelessness, and/or those struggling with mental health issues. Several Departments put in budget requests related to enhancing these services, and rather than doing so piecemeal or in silos, it seems more prudent to take a wholistic approach to how the City addresses services in these areas across Departments to design a best practice service delivery model. Therefore, being most efficient with our resources, while also ensuring the best service to the public. By evaluating and enhancing these services, we can ensure that these individuals have the support they need to thrive, while not duplicating efforts already available through Health and Human Services or the nonprofit sector. This request aligns with Council’s focus areas including:

Housing: A targeted focus on homeless youth will directly impact the city's housing initiatives by providing tailored services that address the root causes of homelessness.

Budget Year: FY 2025/26

Page 271 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Community Engagement: This study provides an opportunity for meaningful engagement with the community, including young people, service providers, and advocates, ensuring that all voices are heard in shaping effective solutions.

It was also an identified priority for Measure G Sales Tax funding.

What are the consequences of not funding this request?

Without funding this study, the city risks perpetuating a fragmented and under-resourced approach to addressing youth, homeless, and mental health services throughout the City. As a result, many people in need may continue to face limited access to the services and support they require, which could lead to increased rates of homelessness, mental health crises, and reliance on emergency services. This would strain the public health and social services systems and could have long-term economic costs related to unmet needs. Additionally, not addressing this issue directly undermines efforts to meet housing and community engagement goals.

What alternatives were considered when creating this request?

One alternative considered was proceeding without the study and attempting to create positions in various Departments based on partial information. However, without a comprehensive study of the entire need, we would lack a clear understanding of the specific needs and gaps in services, making it easier to strategically define the appropriate service delivery model and the correct roles and responsibilities for any new positions within that model, creating the most effective and efficient system possible. Without this crucial information, there is a significant risk of creating a position that does not fully address the complex, intersecting issues faced by at-risk populations. Ultimately, the study is essential to ensure that any new positions created are designed with the necessary expertise and targeted approach to effectively support the entire system and work in collaboration.

How will you measure success?

Success will be measured by creating a detailed plan for the new service delivery model, any new positions and service structures that align with the needs of the community and will be gauged by recommendations that address the identified gaps in youth services, homelessness, and mental health support.

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments

Page 272 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

10115100 53210 $35,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $35,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 273 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Cyber security enhancements Priority: 1
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Cyber security enhancements include adding a new connection license for Fire Stations two and three, increasing bandwidth at downtown facilities, and the addition of Cato RBI (Remote Browser Isolation). Cato’s Remote Browser Isolation (RBI) protects users from falling victim to web and browser-based threats like ransomware, malware, phishing, malicious ads, or cross -site scripting by letting them access websites in an isolated and safe environment.

Why is this needed, and how does it align with Council and/or Department priorities? Cyber security enhancements.

What are the consequences of not funding this request? The current level of cyber security is maintained.

What alternatives were considered when creating this request? The current level of cyber security is maintained.

How will you measure success? Cyber security is enhanced.

Page 274 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 53250 $50,000 CATO Networks

Total Expenditures $50,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 275 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Sugarloaf Radio Site Lease Priority: 2
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: The Communications building leased from the Tuteur Family Trust is currently budgeted in IT Communications at $30,000 per year. The lease payment for FY25 is $39,500.

Move the $30,000 budget from IT Communications to Dispatch and add $10,000 to FY26 and $10,500 to FY27.

Why is this needed, and how does it align with Council and/or Department priorities? The current budget is insufficient to cover the lease payment, and this is a critical public safety communication resource.

What are the consequences of not funding this request? Budget deficiency in IT communications and loss of Dispatch Partner Agencies contribution.

What alternatives were considered when creating this request? Continued lease payment from IT Communications.

How will you measure success? Move of the budget and continued use of the facility.

GL Org: 10021400

Page 276 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package :

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012201 53330 $(30,000)
10021400 53330 $40,000

Total Expenditures $10,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 277 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Managed Print Services Contract Priority: 4 Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Budget for Managed Print Services City-wide. Service was not budgeted in previous years in the Copy Center and was absorbed by the IT Admin budget when Finance rolled the Copy Center up.

Why is this needed, and how does it align with Council and/or Department priorities? Current non budgeted ongoing service

What are the consequences of not funding this request? IT Admin budget will continue to absorb.

What alternatives were considered when creating this request? none How will you measure success? Managed Print Services is budgeted in IT Admin

Page 278 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 53210 $25,000

Total Expenditures $25,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 279 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Microsoft Azure Local for Central Square CAD Priority: 5 Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10021400
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Central Square CAD requires an Azure Local Server operating system subscription to operate. The cost of the Microsoft subscriptions is estimated to be $30,000 annually.

Why is this needed, and how does it align with Council and/or Department priorities? Central Square CAD requires an Azure Local Server operating system subscription to operate. The cost of the Microsoft subscriptions is estimated to be $30,000 annually.

What are the consequences of not funding this request? Central Square CAD requires an Azure Local Server operating system subscription to operate. Without the software the CAD system will not operate.

What alternatives were considered when creating this request? none How will you measure success? Central Square CAD goes live in July 2025.

Page 280 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $30,000

Total Expenditures $30,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 281 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Granicus OneView Software Maintenance Priority: 6 Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Granicus OneView Software has been purchased and installed and is soon to be operational. The budget request is for ongoing software maintenance.

Why is this needed, and how does it align with Council and/or Department priorities? Granicus OneView Software has been purchased and installed and is soon to be operational. The budget request is for ongoing software maintenance

What are the consequences of not funding this request? Granicus OneView Software stops working What alternatives were considered when creating this request? None How will you measure success? Granicus OneView Software is operational in FY26 & FY27

Page 282 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 53250 $50,000 Software Maintenance

Total Expenditures $50,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 283 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: CalOES ESINet Network Priority: 7
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: The computer room at FS3 is too small to add the CalOES-mandated ESINet Network Rack for 911 voice and date. In anticipation of the eventual relocation of the Backup Dispatch Center to 770 Jackson, the CalOES ESINet Network rack was installed in the Microwave hut at the corporation yard. Until that relocation is completed, additional leased network lines are required to connect ESInet at 770 Jackson to 2000 Trower. The cost of the connection is $3,000 per month.

Why is this needed, and how does it align with Council and/or Department priorities? New network path for 911 voice and Data.

What are the consequences of not funding this request? Budget shortfall in Dispatch.

What alternatives were considered when creating this request? None How will you measure success? Continued network connection form 770 Jackson to 2000 Trower.

GL Org: 10021400

Page 284 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Bu dget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53520 $36,000 TPX service

Total Expenditures $36,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 285 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Dispatch Avtec Radio Consol Software
Maintenance
Priority: 8
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: The budget for the Avtec Radio Consol software maintenance is $30,000.

The software maintenance cost is currently $61,000 in FY25. The budget has not increased in the past four years despite increased vendor costs and the addition of technology within the primary and backup dispatch centers.

Why is this needed, and how does it align with Council and/or Department priorities? The budget has not increased in the past four years despite increased vendor costs and the addition of technology within the primary and backup dispatch centers

What are the consequences of not funding this request? Budget short fall in Dispatch Budget.

What alternatives were considered when creating this request? None How will you measure success? No short fall in Dispatch Budget

GL Org: 10021400

Page 286 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $35,000 Avtec Software Maintenance

Total Expenditures $35,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 287 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: GIS, Lucity, and Granicus OneView support Priority: 12 Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: IT support contract for 1800 hours to accomplish GIS Infrastructure Setup and GIS Map, App, and Data Development, citywide administrative support for the Lucity Enterprise Asset Management (EAM), and continued administration of Granicus OneView CRM.

Why is this needed, and how does it align with Council and/or Department priorities? Since deployment, contract IT has supported Systems Administration for Lucity EAM, Granicus Oneview, and ESRI applications. With the addition of $500,000 in ARPA funds over the past two years, the use and reach of these systems have expanded to serve more departments and functions.

What are the consequences of not funding this request? Administration of Lucity EAM, Granicus Oneview, and ESRI applications would be the responsibility of existing IT staff, requiring a prioritization of IT staff duties that would negatively impact Technology support citywide.

What alternatives were considered when creating this request? Administration of Lucity EAM, Granicus Oneview, and ESRI applications would be the responsibility of existing IT staff, requiring a prioritization of IT staff duties that would negatively impact Technology support citywide.

How will you measure success? Continued system support.

Page 288 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 53210 $75,000

Total Expenditures $75,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 289 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: EPL & Munis Contract Support Priority: 13 Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Five hundred hours of contract consultant support for EP&L Implementation and Post-Go-Live Support for Workflow development and Training. Additional Tyler EERP Support Analyst on Demand service for SSRS report development, Interface support, and Workflow configuration.

Why is this needed, and how does it align with Council and/or Department priorities? Improve data retrieval user experience and efficiency of Tyler ERP and EPL systems.

What are the consequences of not funding this request? Report and workflow improvements would be the responsibility of existing IT staff, requiring prioritization of IT staff duties that may negatively impact Technology support citywide.

What alternatives were considered when creating this request? Report and workflow improvements would be the responsibility of existing IT staff, requiring prioritization of IT staff duties that may negatively impact Technology support citywide.

How will you measure success? Continued improvement of user experience of Tyler ERP and EPL.

Page 290 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 53210 $60,000

Total Expenditures $60,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 291 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: MANAGEMENT ANALYST II Priority: 14
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Add one Management Analyst II position allocation to the City Manager IT Division.

Why is this needed, and how does it align with Council and/or Department priorities? The IT Division has a complex budget, significant contract management responsibilities, a backlog of policy development, City Council exposure, and ongoing needs for experienced administrative support. Currently, the IT manager is responsible for this.

What are the consequences of not funding this request? The IT manager will continue to be responsible for complex administrative support.

What alternatives were considered when creating this request? None How will you measure success? Management Analyst Hired.

Page 292 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 51110 $137,513 Regular Employees
10012200 51161 50 Specialty Pay
10012200 51152 1,420 Specialty Pay Non-PERS
10012200 52110 32,820 Health Insurance
10012200 52120 1,648 Dental
10012200 52140 46 Employee Asst Prog Exp
10012200 52150 1,995 Medicare
10012200 52210 9,588 Rtrmt-PERS Normal Cost
10012200 52430 2,063 Management Leave Payout
10012200 52510 853 Workers Compensation
10012200 52512 92 Unemployment Compensation
10012200 52520 2,262 Retiree Health (GASB 75)
10012200 56104 3,000 WFA Computer & Tablet
10012200 53630 3,000 Training
Total Expenditures $196,350

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 293 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Priority: 1
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10112200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Replace the computer workstations, carpet, and paint in Napa Central Dispatch.

Why is this needed, and how does it align with Council and/or Department priorities? The dispatch workstations have been used 24 hours a day for 17 years, and replacement parts for the dispatch consoles are no longer available. The current carpet and paint are original to the center, and the furniture has become obsolete.

What are the consequences of not funding this request? Continued use of obsolescent furniture that is in various states of failure.

What alternatives were considered when creating this request? Continued use of obsolescent furniture that is in various states of failure.

How will you measure success? New carpet, paint, and furniture have been installed and are now operational, accommodating 9 dispatch consoles. Carpet and Paint in Napa Central Dispatch

Package Title:Napa Central Dispatch Renovation

Page 294 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10112200 70160 $310,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $310,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

The cost of carpet, paint, and furniture will be included in the total cost of operation of Napa Central Dispatch and in the calculation of the cost per call charged to all Partner agencies.

Page 295 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: GIS Coordinator Priority: 20
Department/Division: City Manager/Information Technology Budget Year: FY 2025/26 Department Contact: Scott Nielsen GL Org: 10012200
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request: Relocate the GIS Coordinator position and the current staff member from Public Work Engineering to City Manager, Information Technology Administration.

Why is this needed, and how does it align with Council and/or Department priorities? The GIS Coordinator serves all City Departments and is best positioned within the Information Technology Division to accomplish this internal service function.

What are the consequences of not funding this request? The GIS coordinator will continue to be budgeted in Public Works.

What alternatives were considered when creating this request? None How will you measure success? The current dedicated staff members continued outstanding support of Citywide GIS needs.

Page 296 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10012200 Various $204,934 Salary & Benefits
10030400 Various $(204,934) Salary & Benefits

Total Expenditures $0

Please provide any additional financial information that will be useful in reviewing this Budget Package:

Page 297 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Traffic Safety Implementation & Community Traffic Requests
Priority: 1
Department/Division: Public Works/ Operations - Sign Shop

Budget Year: FY 2025/26
Department Contact: Heather Maloney/Dominic
Digloria
GL Org: 10030803
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time
and Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

This request seeks an additional $100,000 in funding for the Sign Shop’s Construction Services budget to support Traffic Safety Implementation through Traffic Change Orders (TCOs). TCO’s are modifications to the City’s street network to improve traffic safety and/or operations. These are often initiated by requests from community members, analyzed by Traffic Engineering, and approved by the City Engineer. This include minor projects such as installation of new stop signs, traffic delineators, red curbs, and waring signs. This funding will provide flexibility in addressing evolving roadway striping and signage needs, allowing work to be completed by contractor based on workforce capacity and project urgency. Given the rising volume of TCOs and the increased availability of contractor support through recently awarded striping contracts, this funding will help ensure timely implementation of roadway safety improvements.

As with many of the operating costs carried by the city, the Signs and Markings program budget has suffered from the increasing cost of materials and supplies due to inflation. With the ex ception of an increase in 2023, funding for this team has not seen increase in last six years.

Why is this needed, and how does it align with Council and/or Department priorities?

Traffic Safety has been a designated Council priority for the past two years. Additionally, streets and traffic safety were recurring themes supported in the Measure G related community engagement.

Additional funding for TCOs directly supports this initiative by ensuring roadway markings and signage are updated to enhance visibility, improve traffic flow, increase safety for all road users and be responsive to community concerns for improvements that are found warranted through the traffic engineering analysis.

Page 298 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Multiple community groups have been vocal about the need for enhanced roadway markings, particularly for bicycle lanes and crossings. Expanding our capacity to complete these projects demonstrates responsiveness to community concerns and fosters greater public trust in city infrastructure investments.

What are the consequences of not funding this request?

If this request is not funded, the City will face several operational and safety -related challenges, including:

Delayed Traffic Safety Improvements – Without additional funding, the backlog of 15 Traffic Change Orders (TCOs) will continue to grow, delaying critical roadway safety enhancements such as updated signage, lane markings, and pedestrian crossings. These delays could increase the risk of traffic incidents in high-need areas.

Reduced Flexibility in Addressing TCOs – With limited resources, staff will be forced to prioritize only the most urgent TCOs, leaving lower-priority but still necessary improvements unaddressed. This reactive approach may result in longer wait times for requested traffic control measures.

Missed Opportunities to Utilize Contractors – The City’s newly established striping contracts provide an efficient way to complete projects beyond in-house capabilities. Without funding, the ability to use contractors for larger-scale projects—such as long-line striping on arterials and collectors—will be severely limited, placing a greater burden on in-house crews who may not have the capacity or equipment to complete the work efficiently.

Impact on Council Priorities and Community Expectations – Traffic safety has been a Council priority for the past two years, and the community has expressed strong support for improved roadway visibility that this funding will help provide.

Higher Long-Term Costs – Delaying maintenance and roadway striping projects often leads to more costly repairs in the future. Faded or missing markings can contribute to increased wear on roadways and higher accident rates, which may result in additional claims.

By approving this request, the City will be able to more proactively address traffic safety needs, improve roadway visibility, and efficiently allocate resources between in-house staff and contractors.

What alternatives were considered when creating this request?

Status Quo (No Additional Funding): Without additional funding, TCOs will continue to be completed on a case-by-case basis, limited by existing resources. This would result in delays and potentially reduce our ability to address critical safety concerns. Beyond the need to enhance safety, many traffic change order requests also have a timeline for enformement that can or may be delayed given our limited capital outlay. Due to increasing costs of materials and increased need for other Sign Shop work such as striping maintenance, school zone crosswalk mainenance and street/regulatory sign maintnenance, these existing activities are estimated to fully utilize the program’s existing budget, leaving no remaining funding to address traffic safety change orders. Funding traffic safety change orders with existing budget would result in a significant reduction in service to existing programmed work,

Page 299 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Shifting Funds from Existing Budgets: The Sign Shop’s current $155,500 budget covers essential materials for daily operations. Redirecting funds from this allocation would impact routine maintenance and reduce the City’s ability to meet ongoing traffic safety needs such as striping maintenance, school zone crosswalk maintenance, and street/regulatory sign maintenance.

The funding request of $100,000 is based on recent cost data from completed Traffic Change Orders (TCOs) and the increasing volume of requests received by the City. Since 2014, the annual number of TCO requests has fluctuated, but 2024 saw a significant increase to 46 requests —more than double the average of the previous five years. This upward trend indicates a growing need for resource s to address traffic safety and roadway visibility concerns. The department expects this trend to continue due to the addition of the new Senior Traffic Engineer position and community demand for traffic safety improvements.

By increasing the Sign Shop’s Construction Services budget from $0 to $100,000, this request ensures that TCOs can be implemented in a timely and efficient manner. It also allows for a more strategic approach to resource allocation, balancing in-house labor with contracted services based on workforce availability and project complexity.

Completing All Work In-House: While in-house crews can perform some striping and signage updates, workforce availability and equipment constraints limit their ability to take on larger or time -sensitive projects. The proposed funding will allow for a balanced approach, utilizing both in-house resources and contracted services as needed.

How will you measure success?

Completion Rate of TCOs: Increased funding should result in a higher percentage of requested TCOs being completed within the fiscal year.

Reduction in Backlogged Traffic Safety Requests: A decrease in outstanding TCOs will indicate improved responsiveness to community needs.

Enhanced Roadway Visibility and Safety Metrics: Measurable improvements in roadway visibility, including school zones, bike lanes, and high-traffic areas, will contribute to safer road conditions.

Public and Stakeholder Feedback: Positive feedback from residents and local advocacy groups will help demonstrate the program’s effectiveness.

Page 300 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL Object Amount Comments
$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10030803 53270 $100,000 This will be for contracted services. $0 *Create new PL for 30TRAFFICTCO
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $100,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:

This request would provide $100,000 annually from Measure G and create a new Management PL 30TRAFFICTCO coded to 10030803.

Recent project cost data highlights the financial challenge:
- TCO 2024-33 (Redwood at Dry Creek): This work accomplished the additon of stop signs and associated striping and was completed for $23,357.77 through contract, with signage updates completed in-house.
- Bicycle Path Markings (Ash Street): A small-scale striping project to add bike sharrows for the Class III bicycle designation per the bike plan cost over $5,000.

Page 301 of 572 ends

ATTACHMENT 1
City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information
INSTRUCTIONS: Complete and attach as backup to your Budget Package in Munis. Budget Packages are for New Positions, Changes to Positions, Additions to Fleet, New IT Projects, or other requested budget increases. Complete one package for each fiscal year unless one-time.

Page 302 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: Stormdrain Management/ Cleaning and
Assessments
Priority: 2
Department/Division: Public Works/Development
Engineering
Budget Year: FY 2025/26
Department Contact: Heather Maloney/Tim Wood GL Org: 10030403 New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time
and Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

Climate Action Economic Resilience Community Engagement Roads & Traffic Safety Parks & Community Spaces Housing

Description of Budget Request:

Requesting funding to continue storm drain cleaning and inspection. This request would make this an annually funded program so we can (eventually) get 100% of the system cleaned and inspected. Once 100% of the system is completed, the program would reinspect pipes on a 10 year basis starting with the pipes that had high debris and roots.

Why is this needed, and how does it align with Council and/or Department priorities?

The City’s aging storm drain system needs to be cleaned and inspected. Since 2020, the City has been conducting video inspections, with approximately 40% of the system completed to date. Completion of the system is needed to prevent the risk of storm pipes and structures failures. Additionally, the City’s new Water Quality permit (NPDES Phase II) will require a more robust asset management program, including a structured repair and replacement program. Cleaning and inspecting the system will enable the City to prioritize pipe repairs and replacements based on condition – something that cannot be effectively done without a comprehensive assessment.

Cleaning, inspecting and maintaining the City’s storm drain system aligns with the Roads and Safety Council and Climate Action Focus Areas. Additionally, this work aligns with the Measure G focus areas of “Streets and Sidewalks” and “Water Quality.” Storm drains are essential to road infrastructure, capturing and diverting water away from streets. If water remains on the pavement for extended periods, it can penetrate the asphalt and base layers, causing significant damage. A well-maintained drainage system prevents such deterioration by effectively conveying water away from the road. Storm

Page 303 of 572 ends

ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

drain cleaning prevents materials in the pipes from entering local waterways and helps storm flows to flow through the pipes by removing obstacles.

Additionally, a couple of years ago, the failure of a storm drain failure on Oak Street caused a sink hole, leading to road closures and emergency repairs exceeding $1 million for a three-block section.

Investing in cleaning and inspections will allow the City to plan maintenance and repairs in a timely manner – reducing the likelihood of costly emergency interventions.

What are the consequences of not funding this request?

The City will not be in compliance with the upcoming Phase II NPDES permit requirements for asset management, system assessment, and development of a maintenance, repair, and replacement program.

Unknown conditions of the storm drain system and insufficient maintenance increase the risk of pipe failures and road sinkholes.

What alternatives were considered when creating this request?

Staff evaluated the feasibility of Public Works Operations performing these tasks. This would require purchasing new equipment (video equipment truck, a larger vacuum truck, and a pipe flusher), hiring additional staff, and providing specialized training. The operations crews routinely work to clear storm drains and address drainage concerns but do not have the capacity nor the large-scale equipment required to complete inspections citywide.

To avoid these added costs and ensure efficiency, contracting this service is recommended. This approach allows the work to be completed without diverting Public Works Operations crews from other priority work, such as paving.

How will you measure success?

Completing the cleaning and assessment of approximately 10% of the pipe and structure network annually. This will allow the City to complete inspections of the remaining storm system within approximately 5-6 years while ensuring compliance with the City’s Water Quality permit. After the network is fully inspected, staff will reevaluate program costs.

Financial Information:

This data will be entered into your Munis Budget Package

Estimated Additional Revenue that will be generated by the approval of this Budget Package:

GL Org GL
Object
Amount Comments
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL
Object
Amount Comments
10030403 53210 $250,000 ongoing funding
$0 *Create new PL 30SDCLEANING

Page 304 of 572 ends

Napa City CouncilJune 3, 2025

Napa City Council
June 3, 2025