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

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.

Total Expenditures $250,000
Please provide any additional financial information that will be useful in reviewing this Budget Package:

This request would provide $250,000 if recurring Measure G and establish a new PL Create new PL 30SDCLEANING coded to 10030403-53210

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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: Public Works Communications & Community
Engagement
Priority: 1
Department/Division: Public Works/Administration Budget Year: FY 2025/26 Department Contact: Heather Maloney GL Org: 10030100
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:

An annual allocation of $35,000 is being requested to fund Public Works department-related community engagement and internal and external communications. This work will align with Citywide communications strategies, strengthening the Department’s outreach efforts while ensuring consistency in messaging and branding. The Department is planning to utilize the same communications firm as the City-wide communications team.

For internal communications, consulting services will support employee engagement and departmental messaging in alignment with City Council Focus Areas and the Department’s 2025 Strategic Plan priorities. Key activities will include developing and implementing an internal communication plan, updating ICON, and standardizing messaging across the department.

External communication and engagement efforts will include the development of a communications plan, web site review and updates, increased social media presence, and more frequent project updates.

Additionally, funds will support branding, graphic design for programs and projects, and expanded outreach for community updates and engagement related to upcoming projects and services.

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

Community Engagement was identified as a Council Focus Area. In addition, the Department’s 2025 Strategic Plan identified communications as a key priority with specific action items focused on improving employee engagement, community outreach, and overall department-wide communication enhancements.

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

What are the consequences of not finding this request?

It is challenging to increase the messaging and reach of department work without additional focused resources. Without this funding, both employees and the public will have more limited awareness of the Department’s key projects and priorities, leading to missed opportunities for meaningful public engagement and highlighting department accomplishments.

What alternatives were considered when creating this request?

Re-prioritizing existing department’s staff was considered, however, there is no recommended option to backfill their existing responsibilities. While City staff will continue to support communication efforts, additional assistance from the City’s contracted communications consultants has been identified as the most efficient and effective approach to achieving the desired level of enhanced communication and community engagement.

How will you measure success?

Success will be measured through increased employee engagement, improved internal communication, increased community awareness of the Department’s work, and improved community sentiment regarding the Public Works Department’s work in the climate surveys.

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
10030100 53210 $35,000 Professional Services – Communications Consultant $0 *Create new PL 30PWCOMMS
Total Expenditures $35,000

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

This request would provide $35,000 recurring Measure G funding and create a new PL 30PWCOMMS coded to 10030100.

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

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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: Facility Program Additional Part-time Funding Priority: Medium Department/Division: Public Works - General Services:

Facilities
Budget Year: FY2025/26
Department Contact: Heather Maloney / Matthew Price GL Org: 10030704 PW Building & Facilities Maintenance
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 is to secure an additional $30,000 in funding for part-time help within the Facilities Program. This increase is essential to maintain operational efficiency, address increased workload demands, and ensure the continued upkeep of our aging City facilities. This additional funding will add approximately 1000 hours of custodial help.

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

Keeping the appropriate amount of part-time help ensures that restrooms, common areas, and high-traffic zones receive the attention they require to provide safe, clean facilities for our staff and community members. The part-time help also allows for more thorough deep-cleaning efforts, which are essential for prolonging the lifespan of our facilities and preventing minor maintenance issues from escalating into costly repairs. Given the high level of wear and tear on our buildings, it is imperative that we invest in the necessary custodial support to maintain a clean and functional environment for employees and visitors alike.

Furthermore, this request presents a cost-effective solution compared to hiring additional full-time employees. Part-time staffing provides the flexibility needed to address peak usage periods and high - demand areas while minimizing long-term financial commitments. By investing in this additional support, we can uphold cleanliness and safety standards, ensuring that our facilities remain in the best possible condition.

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

What are the consequences of not funding this request?

Failing to provide the appropriate level of custodial services can have far-reaching consequences.

Without sufficient staffing, restrooms and shared spaces will not receive the necessary attention, leading to unsanitary conditions that can contribute to the spread of illness and lower overall employee morale.

Accumulated dust, debris, and neglected maintenance will accelerate the deterioration of our aging facilities, ultimately leading to higher long-term repair costs.

Moreover, a lack of custodial coverage means that spills, leaks, and other hazards may not be addressed promptly, increasing the risk of workplace accidents. A visibly unkempt environment can also impact the public’s perception of our facilities, reducing confidence in our ability to maintain a safe and welcoming space. Ensuring the proper level of custodial staffing is not just a matter of cleanliness, it is essential for health, safety, and the long-term sustainability of our buildings.

At times when we have had custodial staff out on unplanned leave, the facilities supervisor and building facility crafts workers have had to fill in for custodial duties, taking them away from the ir workload to repair and maintain facility systems.

What alternatives were considered when creating this request?

A reduction in the level of service was considered, however, this is not recommended due to the essential nature of the buildings’ operations which include maintaining a safe and sanitary work environment for City employees and community members. Over the next budget cycle staff will evaluate the option of contracting for additional part-time service needs compared to city-staff.

How will you measure success?

Funding to match projected increasing costs and ability to maintain existing level of service.

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
10030704 51210 $30,000 Part-Time Employees
Total Expenditures $30,000

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

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

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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: Fleet Maintenance Mechanic Priority: 1
Department/Division: Public Works / Fleet Budget Year: FY 2025/26 Department Contact: Heather Maloney/Matthew Price GL Org: 61030900 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: Addition of one FTE Equipment Mechanic Flex Why is this needed, and how does it align with Council and/or Department priorities ?

The City’s fleet shop plays a critical role in maintaining the reliability, safety, and efficiency of the municipal vehicle and equipment fleet. Currently, the shop is operating at maximum capacity with existing staff, making it increasingly difficult to meet the demands of a growing fleet and ensure timely repairs and preventive maintenance. As the City continues to expand services and add vehicles to its inventory, the workload for fleet mechanics has significantly increased, resulting in longer turnaround times, deferred maintenance, and increased risk of unexpected equipment failures.

To address these challenges and maintain service levels, the addition of one full -time mechanic is necessary. The extra personnel will improve response times for repairs, reduce vehicle downtime, and enhance preventive maintenance efforts, ultimately prolonging the lifespan of the City’s assets. This position will also help alleviate the strain on current staff, reducing the risk of burnout and ensuring that the fleet shop can continue to operate efficiently without compromising safety or performance standa rds.

In 2019, a comprehensive study of fleet operations recommended adding an additional fleet mechanic, increasing the City's number of equipment mechanics from four to five full-time equivalents (FTEs). This recommendation was based on a total fleet size of 324 units, which included sedans, pickups, vans, SUVs, medium- and heavy-duty trucks, construction equipment, law enforcement vehicles, fire apparatus, and non-self-propelled small equipment.

As of 2025, the number of FTEs assigned to the equipment mechanic classification remains at four, despite an increase in the City's fleet to 344 units. Additionally, fleet management is aware of 11 new

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

vehicle requests for the upcoming budget cycle. Given the current staffing levels, the department is unable to effectively meet the maintenance, and repair demands of the growing fleet.

What are the consequences of not funding this request?

Failure to fund this additional full-time mechanic position could result in increased vehicle downtime, delayed repairs, and higher long-term maintenance costs due to deferred service. As the fleet continues to grow, the current staff will struggle to keep up with demand, leading to inefficiencies, overworked employees, and potential safety risks from inadequate maintenance.

Without adequate staffing, the City will be forced to rely more heavily on outsourcing repairs, which is often more expensive and less efficient than in-house service. Additionally, departments that depend on fleet vehicles—such as public safety, public works, and parks and recreation—may experience operational disruptions, negatively impacting emergency response times and essential services provided to the community.

Investing in this position now is crucial to maintaining a reliable, cost-effective fleet and ensuring the City's ability to meet its service commitments.

What alternatives were considered when creating this request?

Additional Part-time staff, contracting some of the services currently performed by fleet staff. These alternatives are not preferred as part time staff does not have the requisite experience to perform the full range of mechanical duties. Part time staff have been utilized for less complex tasks and do provide important support to operations; however, this does not address the need for an additional experienced full-time mechanic. Additionally, when using vendors to perform maintenance we have no control over timelines and space is generally limited. Our experience is that vendors also have a high workload and the schedule for our repairs is unsatisfactory for our needs.

How will you measure success?

If the additional equipment mechanic position is authorized, fleet success will be measured by improved vehicle and equipment availability, ensuring a higher percentage of operational readiness across all departments. Additionally, key performance indicators such as reduced turnaround time for repairs and preventive maintenance compliance rates will be tracked to assess efficiency and service reliability.

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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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
61030900 51110 111,258.05 Regular Employees
61030900 51150 - Specialty Pay
61030900 51152 1,950.00 Specialty Pay Non-PERS
61030900 51160 600.00 Tool/Pant Allowance
61030900 52110 32,819.52 Health Insurance
61030900 52120 1,648.44 Dental
61030900 52130 76.20 Life Insurance
61030900 52140 46.28 Employee Asst Prog Exp 61030900 52150 1,678.41 Medicare
61030900 52210 8,026.10 Rtrmt-PERS Normal Cost
61030900 52410 999.96 Deferred Compensation
61030900 52510 14,476.53 Workers Compensation
61030900 52512 77.32 Unemployment Compensation 61030900 52520 1,844.97 Retiree Health (GASB 75) 61030900 56140 4,000.00 IPAD/Computer
61030900 56150 2,000.00 Desk / Chair
61030900 53520 500.00 Ipad Air Card
61030900 53630 4,000.00 Training / Travel
61030900 53620 500.00 Dues
Total Expenditures $186,501.78

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

Fleet I/S rates will be revised to reflect the additional mechanic needs.

A. One-time costs = $6,000 – New desk, chair and IPAD/computer B. Ongoing costs = Training/Travel = $4,000; Licenses = $1,000; Dues = $500; Communication card = $500 (Ipad air card); uniform; $150 safety gear, cell phone allowance

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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: Public Works Staffing Plan Update Priority: 1 Department/Division: Public Works/Engineering,
Development Engineering, Admin, Operations
Budget Year: FY 2025/26
Department Contact: Heather Maloney GL Org: various 10030xxx 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 Public Works department is requesting the following Staffing Plan changes to reflect operating needs and reporting structure. There is no general fund impact for these requests ; all positions listed below are fully funded. The below listed changes will not change any of the positions’ duties or assignments. The changes simply update the supervisor and the specific division the position is assigned to.

100000600 MANAGEMENT ANALYST I/II (Real Property) Division is PW10 Admin in Munis (Staffing Plan shows this FTE in Development Engineering).

Allocation & home Org needs to change to new
Real Property Org
100000385 SENIOR ENGINEERING AIDE FLEX Move to PW80 and update supervisor to Ops Manager.

Keep current salary allocation of 100136
100000336 ASSOCIATE CIVIL ENGINEER Move to PW35 and update supervisor to Sr. Civil Engineer.

Keep current salary allocation of (100% 10030200)

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

Each position directly supports the department’s work related to Roads and Traffic Safety, supporting both capital projects and operations crews’ work.

The MA coordinates ROW agreements, property transactions such as sales, easements and leases, and rights of entry agreements necessary to deliver projects. This position is listed in the Staffing Plan under the Development Engineering Division; however due to the position’s assistance to various divisions within the department and several other departments, it is beneficial for this position to be relocated to a

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

new Real Property Org and report directly to the Deputy Director of Public Works.

The Associate Engineer, is tasked primarily with project scoping and bid preparations related to paving and road maintenance projects. This position was previously working from the Operations Division.

However, the position is currently underfilled as an Assistant Engineer (a classification that is not licensed) and determined beneficial for this position to work from the Engineering Division where they can receive direct supervision from a licensed Senior Civil engineer.

To provide direct operational support, relocating a Senior Engineering Aide from Engineering to Operations is recommended. This position will continue to support the Sidewalk Cost-share program, paving and maintenance engineering support needs. Working from the Operations division is beneficial as it directly connects this position with the work groups delivering the programs their work supports. This position is recommended to report to the Operations Manager.

What are the consequences of not funding this request?

There is no fiscal impact to the general fund for this decision. The requested action moves existing budget within the department to optimize existing staffing resources.

What alternatives were considered when creating this request?

The department has piloted these changes over the past several months and experienced enhanced operational efficiencies and increased mentorship opportunities. Not approving this request would result in the pilot being canceled and positions returning to their original locations and supervision.

How will you measure success?

Revision of the Staffing Plan to reflect the department’s operational needs.

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
10030400 53210 (5,000) Real Property - professional services 10030400 53630 (2,000) Real Property - training
10030101 53210 5,000 Real Property - professional services 10030101 53630 2,000 Real Property - training

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

10030400 51110 (125,013.57) Regular Employees
10030400 51152 (1,420.00) Specialty Pay Non-PERS
10030400 51161 (50.00) Peer Support Program
10030400 52112 (6,000.00) Health In Lieu
10030400 52120 (1,648.44) Dental
10030400 52140 (46.28) Employee Asst Prog Exp
10030400 52150 (1,813.42) Medicare
10030400 52210 (8,716.93) Rtrmt-PERS Normal Cost
10030400 52430 (1,875.20) Management Leave Payout
10030400 52510 (413.46) Workers Compensation
10030400 52512 (83.54) Unemployment Compensation
10030400 52520 (2,003.77) Retiree Health (GASB 75)
10030101 51110 125,013.57 Regular Employees
10030101 51152 1,420.00 Specialty Pay Non-PERS
10030101 51161 50.00 Peer Support Program
10030101 52112 6,000.00 Health In Lieu
10030101 52120 1,648.44 Dental
10030101 52140 46.28 Employee Asst Prog Exp 10030101 52150 1,813.42 Medicare
10030101 52210 8,716.93 Rtrmt-PERS Normal Cost
10030101 52430 1,875.20 Management Leave Payout
10030101 52510 413.46 Workers Compensation
10030101 52512 83.54 Unemployment Compensation 10030101 52520 2,003.77 Retiree Health (GASB 75) $0
$0
$0
$0
Total Expenditures $0

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

No new funding is being requested as part of this package.

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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 Calming Program Budget Priority: 1 Department/Division: Public Works/Transportation
Engineering

Department Contact: Heather Maloney GL Org: Move funds to 10130452 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:

Beginning in FY24, $100,000 ongoing annual funding was approved for traffic calming. This annual funding supports Neighborhood Traffic Calming Program (NTCP) applications’ evaluation, data collection, and traffic studies. Additionally, funds can be used to implement measures validated through the NTCP process. Implementation measures include a combination of services, public engagement , and capital costs.

Moving forward, since implementation will include a mix of services and capital costs, and may overlap fiscal years, the department is requesting this existing recurring funding allocation be allocated to 10130452 instead of 10030452 and set up a new PL 30TRFCCALM coded to 10130452. Moving the funding to the non-recurring fund will improve financial tracking and ensure both studies and implementation projects are effectively managed and easily reported on.

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

In May 2024, City Council approved the implementation of the City's updated Neighborhood Traffic Calming Program (NTCP). The overarching goals of the NTCP are in alignment with the City Council Focus Area of “Roads & Traffic Safety” and will serve to lower traffic volumes, reduce vehicular speeding on neighborhood streets, and enhance safety for all roadway users.

What are the consequences of not funding this request?

Existing funding and related capital expenditures will be implemented through operating budgets which creates challenges when a project crosses over the start of the fiscal year. Projects can take months to complete from application review through construction.

Budget Year: FY 2025/26

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City of Napa Budget Process FY 2025/26 & 2026/27
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What alternatives were considered when creating this request? The department considered the status quo, however this is not recommended since expenditures will include some capital-related costs.

How will you measure success? Creation of a separate fund for the Traffic Calming program.

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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10030452 53210 ($100,000) Moving existing funds from Operating Org 10130452 53210 $50,000 Professional Services – Traffic Calming Studies 10130452 53270 $50,000 Construction Services – Traffic Calming Implementation $0 *Create new PL 30TRFCCALM coded to 10130452
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $0

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

No net funding request. Moving $100,000 of existing recurring GF Operating funds from 10030452 to 10130452 and create a new PL 30TFCCALM coded to 10030452. The intended use of these funds will remain the same.

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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: Increased Paving Operations/Paving Program Priority: 1 Department/Division: Public Works/Operations Budget Year: FY 2025/26 Department Contact: Heather Maloney GL Org: 30230810
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:

$1.5M of ongoing Measure G funds are requested to increase the City Paving Program budget. This additional funding will directly result in an increased number of streets that can be paved by City paving crew. The requested funding will be used for construction materials (ex. asphalt and tack oil) and services (ex. trucking) to fully program out projects to utilize our City paving crew for the entire paving season.

For years, the need for street repair and maintenance has exceeded available resources, creating a backlog of construction and maintenance projects. In addition to continued demand for additional paving repair and maintenance, costs to maintain the existing level of paving continue to increase due to construction cost escalation. Construction costs have risen by about 30% over the past two years, significantly affecting project budgets. For example, FY24 trucking and asphalt unit prices are 30.3% and

27.40% higher compared to just two years prior.

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

The City Council identified Roads & Traffic Safety as a Council Focus Area. Additionally, Streets and Sidewalks was identified as a Measure G focus area in response to the Measure’s public engagement feedback. Streets are critical components of the City’s infrastructure, essential for travel, safety, emergency services, economic development, and overall quality of life. Community surveys consistently rank street condition as a major concern.

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What are the consequences of not funding this request?

Our City paving crew will only have sufficient funding to purchase construction materials and services to perform paving for a portion of the paving season. Over the last two years, the paving crew has increased paving operations and has now depleted the reserve fund balance for the paving program. Our paving crew will need to be assigned to other duties without the additional funds for materials and services. Pavement conditions will become increasingly harder to maintain with existing funding levels, resulting in reduced pavement conditions. Lower pavement conditions lead to higher long-term maintenance and repair costs and more claims from community members related to vehicle damage.

What alternatives were considered when creating this request?

Status quo funding was considered, however, due to the significant cost increases, the amount of paving completed would continue to decrease without offsetting current market increases. The paving program funding reserve has been depleted. Additionally, community demand for increased paving and repairs would not be addressed.

Funding is recommended for the Paving Program. This work is traditionally completed by City paving crews because the in-house paving operations are very cost effective as compared to being completed by outside contractors. While each project will continue to be offered for competitive bidding, City crews have a proven track record of delivering high-value, cost effective prices for the work. The Capital Improvement Program projects will continue to be completed by contractors that can provide larger crews and more equipment for greater efficiency on the more complex and larger projects.

How will you measure success?

Increasing investment in the street and sidewalk networks will directly lead to improved pavement conditions for the community.

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
30230810 81102 $1,500,000 Transfer in from Measure G to Paving Program Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10219100 82302 $1,500,000 Transfer out from Measure G to Paving Program 30230810 53270 $250,000 Paving Program Construction Services 30230810 56120 $1,250,000 Paving Program Street Materials Total Expenditures $1,500,000
Please provide any additional financial information that will be useful in reviewing this Budget Package:

Example Construction Services: trucking services, traffic control, and equipment rental/operation.

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

Package Title: FY26 Code Discretionary Priority: 1
Department/Division: CDD/Code Enforcement Budget Year: FY 2025/26 Department Contact: Tony Valadez GL Org:

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: Code is seeking an additional $25,000 to cover the cost of CLEAR services to efficiently manage and analyze cases. In addition, Communications, Dues, and Office Supplies are under-funded.

Why is this needed, and how does it align with Council and/or Department priorities? This aligns with Council priorities by enhancing Code Enforcement’s efficiency, ensuring compliance, improving safety, and supporting neighborhood quality through better investigations, communication, professional development, and operational resources.

What are the consequences of not funding this request? Without additional funding, Code Enforcement efficiency declines, delaying investigations, reducing compliance, hindering communication, and weakening neighborhood safety, impacting the City’s ability to uphold community standards and Council priorities.

What alternatives were considered when creating this request? We explored reducing services, reallocating funds, and limiting resources, but these options would hinder efficiency, delay enforcement, and compromise compliance, safety, and neighborhood quality.

How will you measure success? Success is measured by faster response times, higher compliance rates, improved communication, timely case resolutions, and maintaining professional standards, ensuring alignment with Council priorities for safety, enforcement, and neighborhood quality.

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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
10040403 53210 $21,000 Professional Services-Advanced Clear Services 10040403 53520 $1,000 Communications is under funded
10040403 53620 $500 Dues are required for Code certification 10040403 56110 $2,500 Office Supplies is underfunded
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $25,000

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

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City of Napa Budget Process FY 2025/26 & 2026/27
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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund

Package Title: FY26 Parking Enforcement Vehicle & LPR Priority: 1 Department/Division: CDD Parking Security Budget Year: FY 2025/26 Department Contact: Tony Valadez GL Org: 23640750
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 is for a new Parking Enforcement vehicle to support a new Measure G–funded Parking Enforcement Officer position. We anticipate using MTC Grant funds for half of the vehicle purchase. The vehicle will require License Plate Reading technology equipment installed similar to current vehicles.

Why is this needed, and how does it align with Council and/or Department priorities? At one point, the Parking Enforcement team comprised 2 FTEs and 1 Limited-Term Employee (LTE) with only 2 vehicles. This necessitated frequent borrowing of a vehicle from Code Enforcement, which proved insufficient for 3 officers. Parking Enforcement directly addresses road and traffic safety issues.

What are the consequences of not funding this request? The Parking Enforcement team relies heavily on vehicles to efficiently cover a wide area in a short amount of time. If the city does not provide the team with an enforcement vehicle equipped with a LPR system, they will be forced to share 2 vehicles among 3 employees who require mobility throughout the city.

What alternatives were considered when creating this request? Parking Enforcement has previously attempted to operate with 3 officers and only 2 vehicles. This arrangement frequently required borrowing vehicles from other divisions. Additionally, Parking Enforcement has explored the option of smaller 3-wheel vehicles equipped with LPR systems. While this may be a viable alternative, it could prove to be just as expensive as the safer and more reliable Rav4 SUVs currently in use by the team.

How will you measure success? The volume of vehicle scans conducted with the LPR system serves as the most effective measure of success. A high number of scans indicates that a significant area has been covered by the parking enforcement officer. d

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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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
61030940 70190 $85,000 New Vehicle Purchase
23640750 55110 $2,340 O&M- recurring
23640750 55112 $11,400 Replacement-recurring

$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $98,740

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

8261023640750 Transfer from 236 to 610
61030940 81236 $85,000 Transfer from 236 to 610
$85,000

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

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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: FY26 Limited Term Parking Enforcement
Officer
Priority: 1
Department/Division: CDD Parking Securities Budget Year: FY 2025/26 Department Contact: Tony Valadez GL Org: 23640750
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 request is to add one limited-term Parking Enforcement Officer to the Compliance Programs team. This position would enable the addition of a weekend shift, allowing dedicated enforcement of abandoned and oversized vehicles citywide.

Why is this needed, and how does it align with Council and/or Department priorities? The need for this position is driven by ongoing community concerns about abandoned and oversized vehicles that are negatively impacting neighborhoods across Napa. These issues directly align with the public safety and quality-of-life priorities outlined in Measure G. In response to resident input and Council direction, the City has recently adopted three new parking regulations:

1. A revised 72-hour parking ordinance.

2. Restrictions on oversized vehicle parking in residential areas.

3. Implementation of the daylighting traffic law from the California Vehicle Code to improve visibility and pedestrian safety.

To effectively enforce these new rules and existing parking codes, Limited Term position is proposed.

This role will help ensure consistent enforcement, improve neighborhood livability, and support the City’s commitment to cleaner, safer streets—core goals reflected in Measure G.

What are the consequences of not funding this request? Prior to the adoption of the new parking codes, the number of open cases for abandoned vehicle and oversized vehicle complaints hovered around 150. With the implementation of the new parking codes, these complaints have increased to approximately 230 open cases. This number is expected to continue rising, resulting in longer response times and increased frustration among citizens.

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

What alternatives were considered when creating this request? We hired a limited-term Parking Enforcement Officer for a three-year period. At the end of the second year, one FTE Parking Enforcement Officer retired, and the limited-term employee was subsequently promoted to full-time. During the two years when we had three officers, there was a significant increase in the number of citations issued, which had a positive impact on the City’s budget when all vehicles were in operation. Additionally, we explored improved efficiencies through technology. However, the Parking Enforcement team is already equipped with License Plate Recognition (LPR) systems, citation handhelds, on-board vehicle computers, body-worn cameras, and other tools to enhance their efficiency. To effectively address the community’s parking concerns, adding a the Limited Term position is necessary.

How will you measure success? Success will be measured by an increase in the number of citations issued, an improved balance in the parking enforcement budget, and a reduction in the number of open parking enforcement complaints.

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
23640750 43712 $86,000 Fines
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
23640750 51110 $81,478 Regular Employees
23640750 51140 $475 Uniform Pay
23640750 52110 $32,820 Health Insurance
23640750 52120 $1,648 Dental
23640750 52130 $76 Life Insurance
23640750 52140 $46 Employee Asst Prog Exp
23640750 52150 $1,188 Medicare
23640750 52210 $5,712 Rtrmt-PERS Normal Cost
23640750 52410 $1,000 Deferred Compensation
23640750 52510 $3,590 Workers Compensation
23640750 52512 $54 Unemployment Compensation
23640750 52520 $1,348 Retiree Health (GASB 75)
$0
$0

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

Total Expenditures $129,435

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

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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: FY26 Parking Assessment-5th Street Garage Priority: 1 Department/Division: SB PBIA-Parking Assessment Budget Year: FY 2025/26 Department Contact: Tony Valadez GL Org: 23640870
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: General fund support of $130,700 is needed for the City's 37.28% operating obligation of the 5th Street garage, increasing by approximately $20K annually. The City agreed to participate in the construction and the maintenance of the 5 th Street Garage which is managed by the County. The garage offers free limited and all-day parking. The Parking Fund has historically paid this cost, but the fund is running at an annual deficit of $50,000-$70,000 annually.

Why is this needed, and how does it align with Council and/or Department priorities? Funding supports the 5th Street garage's operation, ensuring accessibility and infrastructure maintenance, aligning with Council priorities for economic development, transportation, and public facility sustainability.The City committed to be part of this venture but is very rapidly decreasing the available fund balance in the Parking Assessment fund.

What are the consequences of not funding this request? Without funding, the 5th Street garage may face maintenance issues, reduced accessibility, and financial strain, impacting transportation, economic development, and public infrastructure sustainability. In addition to breaching our County agreement. The City will likely need to contribute more to parking in future years if we don’t attempt to stabilize our expenditures.

What alternatives were considered when creating this request? Alternatives included reducing maintenance, increasing parking fees, or reallocating funds, but these options risk service quality, financial strain, or public impact, making general fund support the most viable solution. The City has not control over these items, as the parking garage is managed by the County of Napa.

How will you measure success? Success will be measured by sustained garage operations, financial stability, maintenance quality, user accessibility, and alignment with Council priorities for transportation and economic development.

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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
23640870 53210 $130,700 Professional Services- 5th Street parking +$20K added each FY.
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $130,700

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

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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: FY26 Parking MTC Grant Priority: 1
Department/Division: CDD/Parking Programs Budget Year: FY 2025/26 Department Contact: Tony Valadez GL Org: 10140100
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 parking program is looking to secure a $500,000 implementation grant from the MTC with a one time City match of $65,000.

Why is this needed, and how does it align with Council and/or Department priorities? This grant supports Council priorities by reducing GHG emissions, enhancing equitable access through a more diverse permit structure, and optimizing parking by discouraging excessive on-street parking while encouraging off-street alternatives and multimodal transportation options. Additionally, the grant will cover half the cost of a new parking enforcement vehicle, which is necessary to support the new Limited Term Parking Enforcement Officer position requested to be funded by Measure G. This investment strengthens the City's ability to enforce parking regulations effectively, further aligning with sustainability and equity goals.

What are the consequences of not funding this request? Without funding, excessive on-street parking will persist, GHG emissions will remain high, equitable access will be limited, alternative transportation and off-street parking solutions will be underutilized, worsening congestion & enforcement challenges.

What alternatives were considered when creating this request? Alternatives included maintaining current parking policies, relying on limited enforcement, and expanding off-street facilities without incentives. These lacked effectiveness in reducing GHG emissions, promoting equity, and optimizing parking demand.

How will you measure success? Success will be measured by reduced on-street parking congestion, lower GHG emissions, increased permit participation across diverse tiers, improved enforcement efficiency, and greater use of off-street parking and alternative transportation options.

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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
10140100 53210 $65,000 Professional Services City Grant Match $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $65,000

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

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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: NFECT Detective Position Priority: 1
Department/Division: Police Department Budget Year: FY 2025/26 Department Contact: Captain Christopher Pacheco GL Org: 10021201-51110 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 Police Department is requesting to add one new detective position specifically dedicated to the Napa Forensic Electronic Crime Team (NFECT). As technological advances continue to evolve, so do the methods used by criminals. A dedicated NFECT detective is vital to keep up with these changes to ensure timely processing of digital evidence to assist in criminal and traffic collision investigations.

Why is this needed, and how does it align with Council and/or Department priorities? The Napa Forensic Electronic Crime Team (NFECT) Detective will be focused and dedicated to forensic analysis and investigative support for a wide range of cases including but not limited to homicide, assaults, attempted homicides, major injury and fatal traffic collisions, domestic violence, arson, gang crimes, human trafficking, drug sales, and possession of images depicting the sexual exploitation of children.

This specialty position will carry a dedicated case load related to NFECT investigations and analysis of digital evidence, as well as the lead for Internet Crimes Against Children cases. Currently, NPD’s NFECT is comprised of four NPD detectives (analysts) who complete tedious, lengthy, and technical investigations in a part-time capacity. The addition of an NFECT Detective to the current roster of Napa Police Department Detectives will provide dedicated support to rapid, thorough, and accurate digital evidence processing for all major crimes that occur in the City of Napa as well as assisting our neighboring allied agencies, including the Napa County District Attorney’s Office.

The NFECT Detective will additionally help alleviate the pressure (second caseloads) of the existing Napa Police Detectives and will be responsible for responding to major crime/major traffic incident callouts to focus on processing digital evidence, ultimately freeing up NPD investigators to assist with other areas of investigation related to these critical incidents.

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What are the consequences of not funding this request?
Digital evidence processing is a critical component of modern law enforcement. When a crime, incident, or accident occurs, often it’s the victim’s or suspect’s digital devices that contain the most useful and key information. Requests for processing digital evidence for crimes continue to accelerate, especially with technology and AI continuing to evolve. NPD receives on-going requests from Napa County District’s Attorney Office and other agencies to assist with processing digital evidence ahead of prosecuting criminal cases. Often the District Attorney cannot move forward with filing criminal charges, schedule court appearances, or proceed with a jury trial until critical digital evidence related to the case is analyzed and processed.

If the request for a dedicated NFECT Detective is not granted it will affect efficiencies in digital evidence analysis and investigations related to major crimes and major/fatal traffic incidents that occur in the City of Napa. Implementing the NFECT Detective position will help to ensure the Napa Police Department, and the City of Napa are staying current with technological advances and modern investigative work enhancing community services and trust.

What alternatives were considered when creating this request? The Northern CA Cyber Crimes Task Force (NC3TF) located in Napa County could possibly be subcontracted to conduct digital forensic tasks, but this service would not be economically and time efficient. Currently, NC3TF has been challenged with increased staff turnover and restrictive policies that created a significant backlog. It would also require Napa Police Detectives to drive cell phone devices to San Jose each time NPD needed forensic analysis.

How will you measure success?
In April 2024, Napa experienced its first double homicide in almost twenty years. Detectives had little evidence to go on until the two victims’ phones were processed by NFECT detectives. The NFECT detectives were able to process digital evidence found on the phones that led to the suspects quickly being identified within 2 days of the homicides. The timely processing of digital forensic evidence is vital in solving major crimes and traffic collision scenes. The NFECT Detective will continue to collect sta ts that track the impacts of rapid digital evidence processing and the increased demand for processing digital evidence, like the current stats below:
• FY 2021-2022, the team processed 129 devices across 86 cases. • FY 2022-2023, the team processed 152 devices across 116 cases. (YoY increase of 15%). • FY 2023-2024, the team processed 221 devices across 114 cases. (YoY increase of 45%). • FY 2022-2023, the team processed 17.19 Terabytes of data. • FY 2023-2024, the team processed 21.007 Terabytes of data. (YoY increase of 22%).

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

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ATTACHMENT 1

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

Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021201 51110 $150,534 Regular Employees
10021201 51120 $8,684 Holiday Pay
10021201 51130 $9,909 Edu/Cert Pay

10021201

51140

$1,200
Uniform Pay
10021201 51150 $21,075 Specialty Pay
10021201 52110 $27,897 Health Insurance
10021201 52120 $1,648 Dental
10021201 52130 $76 Life Insurance
10021201 52140 $173 Employee Asst Program Exp.
10021201 52150 $2,939 Medicare
10021201 52210 $30,971 Rtrmt-PERS Normal Cost
10021201 52320 $1,800 PD-RMT Contributions
10021201 52510 $29,472 Workers Compensation
10021201 52512 $135 Unemployment Compensation
10021201 52520 $3,248 Retiree Health (GASB 75)
Total Expenditures 289,761

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

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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: (2) Lead Officer Positions Priority: 1
Department/Division: Police Department Budget Year: FY 2025/26 Department Contact: Captain Fabio Rodriguez
Captain Christopher Pacheco
GL Org: 10021306-51110
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 Police Department requests to delete the 2 existing Police Officer Trainee positions and create 2 Police Officer (with lead officer pay) positions allocated to the Youth Services Bureau and the Traffic Division Unit.

Why is this needed, and how does it align with Council and/or Department priorities? The Napa Police Department strives to always provide adequate and competent supervision (Policy 1032). The goals for the requested lead officer positions are to assist and provide in the absence of a Sergeant adequate and competent supervision. Additionally, the position offers a career development tool for police officers interested in promoting to Sergeant by giving them supervisory experience, opportunity and training. Based on the lead officer responsibilities established in NPD General order 1032.6.1, all units / teams which are supervised by a Sergeant should also have a lead officer to act in a supervisor capacity when the Sergeant is unable to.

Background:

Currently, the Napa Police Department is structured as follows:
1 Lead Officer for Investigations.
6 Lead Officers are divided among the established Patrol Teams. 1 Lead officer assigned to share the responsibilities between Special Enforcement Unit (SEU) and the Youth Services Bureau (YSB).

The Traffic unit is not assigned a Lead Officer.

Police supervision within units is important to ensure that officers follow department policy, meet community needs, and are held accountable. Without adequate supervision, police officers may

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ATTACHMENT 1

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

not perform their duties effectively, which can lead to mistrust and reduced public safety.

Supervisors ensure accountability, community engagement, performance standards and help set and create a healthy culture. Supervision within specialty units is important to address specific community needs as well as setting performance metrics and establishing specific policies and practices. Supervisors with specific knowledge in specialty units is paramount as they have a specific mission with unique parameters.

Historically, the “Special Operations Lead Officer” has been assigned to SEU but would vacate their regular investigative position to supervise the Youth Services Bureau (YSB) when needed.

At times this has been for extended periods and causes a void within SEU as the supervisory duties in YSB are extensive. Additionally, while the two units are both within Special Operations, their supervisory missions and duties could not be more different. Therefore, there is a steep learning curve when transitioning back and forth.

The Traffic Unit has historically not had a lead officer assigned. However, the traffic unit has grown to encompass grant acquisitions related to traffic, managing community focused traffic- oriented training, and accident incident reconstruction. The traffic supervisor position has become increasingly administrative based and requires attention in other areas which take time away from street supervision and community engagement. A lead officer within the unit would fill the void as well as provide relief to the traffic supervisor while enhancing traffic safety operations.

What are the consequences of not funding this request?
If this request is not funded the Police Department will have an increasing supervisory and support gap in the Youth Service Bureau and Traffic Division Unit.

What alternatives were considered when creating this request? The Police Department considered creating 2 lead officer positions from existing police officer position s.

How will you measure success?

• Focused Community Engagement: A Lead Officer will be a dedicated position within the Police Department that focuses on community relations to help strengthen partnerships and community trust.
• Better Coordination and Communication between the different Police Department Units with the Lead Officers acting as the liaisons between different units enhancing incident coordination and effective responses.
• Improved Training and Mentorship: Lead Officers will take on mentoring roles, providing training and guidance to junior officers.

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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 – INCLUDES 2 LEAD OFFICERS 10021306 51110 254,590 Full-Time Salaries
10021306 51150 10,184 Police Lead Officer
10021306 52210 54,240 CALPERS
10021306 52110 41,950 Health Insurance
10021306 52510 41,646 Workers Comp
10021306 51120 14,690 Holiday Pay
10021306 52530 4,352 GASB 45
10021306 52150 3.940 Medicare
10021306 52320 3,600 Police RMT Porac
10021306 51140 2,400 Uniform Allowance
10021306 52120 2,160 Dental Insurance
10021306 52140 346 EAP
10021306 52512 174 Unemployment
10021306 52130 134 Life
10021306 52210 120 PERS Survivor
10021306 52130 9 AD&D
Total
Expenditures
$434,544

DEDUCTIO
10021306 51110 -161,494 Full-Time Salaries
10021306 52210 -10,464 CALPERS
10021306 52110 -41,950 Health Insurance
10021306 52510 -24,754 Workers Comp

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

10021306 52530 -2,588 GASB 45
10021306 52150 -2,342 Medicare
10021306 52410 -2,000 Deferred Comp
10021306 52120 -2,160 Dental Insurance
10021306 52140 -92 EAP
10021306 52512 -104 Unemployment
10021306 52130 -134 Life
10021306 52210 -120 PERS Survivor
10021306 52130 -18 AD&D
Total Expenditures -248,220

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

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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 24-hour Recorder Support Priority: 1 Department/Division: Police / Dispatch Budget Year: FY 2025/26 Department Contact: Gus Ulloth, Comm Manager 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: Fund for 3 years, continued maintainence and support of the dispatch 24 - hour voice logging recorder system. The first 5 years of support was included in implementation one time cost. This request continues the support going foward.

Why is this needed, and how does it align with Council and/or Department priorities? Technical and license support is required to maintain an operationally functional system.

What are the consequences of not funding this request? Inability to maintain a functioning required dispatch system.

What alternatives were considered when creating this request? How will you measure success?

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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
10021400 $20,000 Approximately 50% recovered from dispatch services agreements.
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $40,000 3 year 24 hour recorder system support $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $40,000

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

The offsetting revenue is acquired via the Dispatch Services agreements in place with Napa County, City of American Canyon and American Medical Response based on cost allocation study.

Funding this request covers the support on the equipment for the next three fiscal years.

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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: 1Package Title: Dispatch Operations Analysis/Cost Allocation Budget Year: FY 2025/26Department/Division: Police / Dispatch Department Contact: Gus Ulloth, Comm Manager
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: Conduct a comprehensive Current State Analysis and develop Cost Allocation plan for the Dispatch Center. This initiative is critical to evaluate the operational efficiency, resource allocation, and overall effectiveness of dispatch services to Public Safety agencies in Napa County supported by the Dispatch Center.

Why is this needed, and how does it align with Council and/or Department priorities? A full updated cost analysis is neccessary to appropriatly allocate dispatch costs to member agencies. Including an operational analysis provides information on the allocation of dispatch resources or current/future needs.

What are the consequences of not funding this request? Under allocating the costs of dispatch to member agencies; and missing vital information regarding resource allocation with the operation and effectiveness of those resources.

What alternatives were considered when creating this request? How will you measure success? Completing the study will provide appropriate cost analysis to allocate to partner agencies and help provide information to develop plans for operational needs.

GL Org: 10121400

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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
NFD funding$25,000
Allocated costs via dispatch services agreements.$12,000 $0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
Operations Analysis and Cost Allocation$50,00053210
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $50,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:
$25,000 funding from Fire Department budget related to development fees and standards of coverage and to be used towards operational analysis. The remainder of cost would be offset ($12,000) by the cost allocation of member agencies.

10121400

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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: 9-1-1 System Support and Maintenance Priority: 1 Department/Division: Police / Dispatch Budget Year: FY 2025/26 Department Contact: Gus Ulloth, Comm Manager 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: Funding to maintain the 911 phone system of the dispatch center. Prior years were budgeted in a project and this request funds the on going support and maintenance of the system.

Why is this needed, and how does it align with Council and/or Department priorities? This support is needed to properly maintain a functioning 911 phone system for the dispatch center.

What are the consequences of not funding this request?
What alternatives were considered when creating this request? How will you measure success?

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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 $157,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $157,000

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

Approxmiately 50% of the cost is recovered via dispatch services agreements with member agencies.'

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Budget Package Information

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

Package Title: TabletCommand Dispatch System
Subscription
Priority: 1
Department/Division: Police / Dispatch Budget Year: FY 2025/26 Department Contact: Gus Ulloth, 9-1-1 Comm Manager 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: The TabletCommand system was implemented for Fire and EMS agencies (Napa/American Canyon Fire and American Medical Response (AMR)) served by Dispatch in FY 24/25. This system was funded by and with agreement with AMR as part of AMR agreement with Napa County EMS Agency. The TabletCommand system is a software subscription-based incident management service. Currently, AMR is required to fund the subscription for this system for the dispatch center.

Why is this needed, and how does it align with Council and/or Department priorities? This system is for Fire and EMS agencies to access and manage the emergency incidents dispatched by the dispatch center. This system replaced the “MDC” (mobile data computer) application these agencies used in the current dispatch computer system. It allows each agency to receive vital information for each emergency response and provides additional incident management tools for large scale incidents, including those on the roadways and therefore helping to improve and maintain traffic safety for the public.

What are the consequences of not funding this request? The Dispatch Center will not be able to dispatch Fire and EMS emergency resources effectively. AMR will not be able to meet the requirements in their agreement with Napa County EMS.

What alternatives were considered when creating this request? Use of the current and new Computer Aided Dispatch system mobile application would provide basic dispatch functionality. That application however would not satisfy the AMR contractual agreement with Napa County to provide this system via the Dispatch Center.

How will you measure success? Continued efficient and effective management of Fire and EMS emergency responses.

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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
$65,000 TabletCommand annual subscription reimbursed from AMR
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $65,000 Annual subscription for TabletCommand System $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $65,000

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

This request is a net new budget fund request with net new equally offsetting revenue that is expected from AMR. This is the on-going cost of Tablet Command post its implementation and first year subscription which was cover in the original project budget of $125,000.

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

Package Title: TangoTango Public Safety Radio over Internet Subscription
Priority: 1
Department/Division: Police / Dispatch Budget Year: FY 2025/26 Department Contact: Gus Ulloth, 9-1-1 Comm Manager 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: The TangoTango system will provide secure access to public safety radio channels via mobile application. The service will provide five (5) primary Law, Fire and EMS channels will be provided for first responders supported by the Dispatch Center. The budget request will cover 5 years of service. A majority if the cost is covered by offsetting Homeland Security Grant funds committed by Napa County agency committee.

Why is this needed, and how does it align with Council and/or Department priorities? Due to FBI/DOJ encryption requirements the channels can no longer be streamed to internet applications without security.

What are the consequences of not funding this request?
Law, Fire and EMS First Responders supported by the Dispatch Center would not be able to monitor emergency traffic via mobile devices thereby impacting delivery of emergency responses within Napa City and County.

What alternatives were considered when creating this request? A different system ESChat was evaluated. It was more costly without additional benefits.

How will you measure success? Continued efficient and effective management of Law, Fire and EMS emergency responses.

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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
10021400 $38,000 Napa County Homeland Security Grant funding $0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $40,000 Five-year subscription for 5 channels on TangoTango $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $40,000

Please provide any additional financial information that will be useful in reviewing this Budget Package:
$38,000 of subscription will be covered by Homeland Security Grant. The remaining $2,000 will be allocated via the Dispatch Services agreements, which will recover $1,000, leaving $1,000 towards additional funding needed. This is a one-time non-reoccurring request that will provide service through future budget cycles.

43722

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Budget Package Information

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

Package Title: Community Services Officer Truck Priority: 1 Department/Division: Police Department/Patrol Budget Year: FY 2025/26 Department Contact: Lt. Keri Sedgley
Captain Christopher Pacheco
GL Org: 10021306
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:

Ford Ranger Truck
Why is this needed, and how does it align with Council and/or Department priorities? Currently the police department has only 2 Community Service Officer (CSO) trucks for the 4 Community Service Officers assigned to the Patrol Division. All CSO’s work on Thursdays so it creates a vehicle shortage. The CSO’s play a vital role supporting police officer’s and engaging with community members.

The CSO’s need to have the ability to transport barricades, cones, bicycles and other equipment to carry out their patrol and other police department duties.

What are the consequences of not funding this request?
The consequence of not having enough vehicles for the CSO’s is it creates operational inefficiencies.

Having a shortage of vehicles for the CSO’s to have access to creates longer response times for community calls of service and the inability to perform CSO’s duties at their highest capacity.

What alternatives were considered when creating this request? Multiple vehicles were considered. The CSO’s need a truck type vehicle due equipment transportation needs. The Ford Ranger Truck meets the needs for the tasks assigned to the Police Department’s CSO’s at the best economic efficient price.

How will you measure success?
The Police Department will measure success by:
• For every CSO to have a vehicle available to them when a call for service is received.

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Budget Package Information

• Response times for internal and community support are improved. • CSO’s are able to assist with DUI check-point set-up, traffic collision scene management, calls for service, assistance with traffic control without any delays related to a shortage of vehicles.

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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
61030910 $50,000 Purchase of Vehicle (Ford Ranger)
10021306 55112 $6,720 Monthly Replacement Cost
10021306 55110 Recurring O&M

Total Expenditures $60,080

61030910 $50,000
82610 $50,000
$3,360
81101
Transfer from 101 to 610
Transfer from 101 to 610
70190
10121306

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

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Budget Package Information

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

Package Title: Criticall NeoGov Subscription Dispatch Priority: 1 Department/Division: Police / Dispatch Budget Year: FY 2025/26 Department Contact: Gus Ulloth, Comm Manager 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: The Criticall system is the testing system used to conducting pre- employment testing for Call Taker and Dispatcher recruitments. The NeoGov system is utilized by Human Resources (HR) to manage employee records. To aid in the hiring process, HR implemented an integration with the two systems a few years ago. The Dispatch budget allocated the portion of the subscription attributed to Dispatch. Dispatch has been able to absorb the cost without seeking budget till now. With increases in costs everywhere, additional funding is now needed to maintain the testing system and integration to HR systems.

Why is this needed, and how does it align with Council and/or Department priorities? Increased budget is needed to continue the integration in order to maintain the most effectiveness of the testing and hiring process.

What are the consequences of not funding this request? The testing and hiring process workload and timeline would increase on Dispatch and HR staff.

What alternatives were considered when creating this request? All of the cost could be budgeted in Human Resources budget.

How will you measure success? Continue efficient and effective testing and hiring of Dispatch staff.

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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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021400 53250 $12,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $12,000

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

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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: Risk Office Assistant Priority: 1
Department/Division: City Manager’s Office - Risk
Management
Budget Year: FY 2025/26
Department Contact: Erika Leahy 64012100
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: Addition of one Office Assistant I/II to support the Risk Management team and other divisions of the City Manager’s Office.

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

COUNCIL PRIORITIES:

Economic Resilience
• By pursuing reimbursement from third parties that damage city property, the Office Assistant I/II helps recover costs that would otherwise burden the city's budget. This ensures financial sustainability and allows city resources to be allocated more effectively. The Office Assistant position brings in funding through the restitution process that offsets the cost of the position. For fiscal year 23/24 the position recovered $50,101 in City damages. In fiscal year 24/25 the Office Assistant has recovered $27, 582 to date.

• Supporting administrative functions allows other city staff to focus on high-priority projects, improving overall efficiency and service delivery.

• Reducing financial losses and streamlining processes contribute to long-term economic stability.

Roads & Traffic Safety
• Efficiently processing claims and recovering funds from at-fault parties, insurance companies, or court ordered restitution, the Office Assistant helps ensure that damaged city property—such as traffic signals, street signs, guardrails, and roadways—is repaired quickly. This minimizes hazards that could contribute to further accidents or unsafe conditions.

• Successful subrogation recovery ensures that taxpayer dollars are not unnecessarily spent on repairs caused by negligent drivers.

• Working with the District Attorney's office on restitution cases and insurance providers for claims, fostering collaboration between city departments, law enforcement, and legal entities.

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Community Engagement
• The Office Assistant I/II will serve as a key point of contact for the City Manager’s Office for community members, ensuring that their concerns and inquiries are addressed in a timely and professional manner.
• Responsive customer service fosters transparency and trust between the city and its residents, strengthening civic engagement.
• By handling inquiries, the Office Assistant I/II helps ensure that residents can easily navigate city services, reinforcing a sense of connection and involvement in local governance.

Overall, this position directly supports the city's financial health while improving community interactions, aligning with both economic resilience and community engagement goals.

DEPARTMENT PRIORITIES
Financial Recovery & Cost Mitigation
• Recovering Funds for Damaged City Property: The assistant will help track and pursue claims agains t third parties responsible for damaging city assets (e.g., street signs, light poles, and other infrastructure). This helps the city recover costs that would otherwise be paid by taxpayers or insurance.
• Reducing Liability Exposure: Ensuring proper documentation and follow-ups on claims strengthens the city's ability to recover losses efficiently.

Administrative & Operational Support
• Improved Claims Processing: Assisting with paperwork, record-keeping, and coordination with insurance providers, legal teams, and responsible parties enhances the department’s efficiency. • Data Entry & Documentation: Accurate tracking of incidents and claims ensures the department has the necessary records for reporting, analysis, and risk assessment.

Community & Employee Engagement
• Responding to Public Inquiries: The assistant will help answer questions from residents and businesses improving transparency and trust.
• Supporting Safety Initiatives: By handling administrative tasks, the Risk Management team can focus more on proactive risk reduction strategies, such as safety programs and training.

The position directly contributes to cost recovery, efficiency, and public communication, reinforcing the Risk Management Department’s core objectives.

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What are the consequences of not funding this request?
Decreased Financial Recovery
• Missed Opportunities to Recover Funds: Without someone dedicated to pursuing claims and recovering funds from third parties who damage city property, the city may lose out on significant reimbursements. This could lead to unnecessary financial burden on the city's budget, which could have been alleviated through these recoveries.

Increased Administrative Burden on Other Staff
• Staff Overload: Other individuals would have to absorb the Office Assistant I/II’s responsibilities, pulling them away from their primary duties and potentially reducing overall efficiency. Staff members may be stretched thin, leading to delays or mistakes.
• Poor Documentation & Record-Keeping: Without dedicated administrative support, essential records may not be maintained properly, making it harder to track incidents, manage claims, or demonstrate due diligence in risk management efforts.

Strain on Public Relations & Community Engagement
• Delayed Responses to Public Inquiries: With no one specifically designated to handle community calls and questions in the office, response times could increase, leading to frustrated residents and potentially diminished public trust in city services.
• Lack of Communication: Without a dedicated person answering calls and addressing concerns, there may be a breakdown in communication between the city and its community, undermining engageme nt and transparency.

Risk Liabilities
• Unresolved Claims: Failure to follow up on claims or damages promptly may leave the city unable to recover losses.
• Inadequate Risk Mitigation: Without support for administrative tasks, the Risk Management Department may be less effective at tracking risk trends or identifying areas needing attention, leaving the city vulnerable to unforeseen financial or operational risks.

Reduced Efficiency in Risk Management Processes
• Slower Response to Risk Events: With fewer administrative resources, the department’s ability to respond quickly to other risk tasks.
• Less Focus on Proactive Strategies: Staff may be too preoccupied with handling basic administrative tasks to focus on more strategic, proactive risk management measures, such as safety programs, risk assessments, or training.

In short, not funding the position would likely result in higher costs, reduced efficiency, weakened community relations, and increased legal and financial risks for the city.

What alternatives were considered when creating this request? Maintaining the Position as Part-Time
• Initially, the position was filled on a part-time basis. However, after careful evaluation, it became clear that the responsibilities and workload require full-time attention to achieve the desired outcomes.

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Reallocating Tasks to Existing Staff
• Another option considered was redistributing the Office Assistant I/II's duties among existing staff members. However, this would have resulted in overloading the other two Risk staff and would have taken away from their primary roles and responsibilities, ultimately reducing overall efficiency and focus on high-priority tasks.

Outsourcing or Contracting the Position
• Outsourcing or contracting the administrative support was also considered, but this would have likely led to higher costs due to contract fees and the need for more oversight, without the same level of institutional knowledge or consistency as a full-time internal position would provide.

Automating Administrative Tasks
• While some administrative functions could be automated with software or digital systems, this alternative was deemed insufficient.

How will you measure success? Measuring the success of the Office Assistant I/II position can be done by reviewing the effectiveness of reaching the city’s goals and the priorities of the Risk Management Department. Here are several ways to assess its effectiveness:

Financial Impact Metrics
• Amount of Funds Recovered: Track the total amount of money recovered from third parties for damages to city property. A direct financial metric like this can show the position's contribution to the city's revenue and cost recovery.
• Reduction in Liability Costs: Measure any reductions in out-of-pocket expenses as a result of successfully recovering funds and efficiently managing claims.

Efficiency Metrics
• Claims Processed & Resolved: Track the number of claims processed and resolved within a given time frame (e.g., monthly or quarterly).
• Time to Respond to Public Inquiries: Measure the average response time to community inquiries or phone calls.

Administrative Effectiveness
• Accuracy of Documentation: Assess the quality of the records, such as the accuracy and completeness of claim reports, damage documentation, and other administrative tasks. The fewer errors or omissions, the more successful the assistant is at maintaining thorough records. • Reduction in Administrative Backlog: Track whether the assistant helps reduce the backlog of paperwork, claims, or other administrative tasks. A decrease would indicate effective support for the department.

Community Engagement Metrics
• Complaints or Compliments: Track the number of complaints or compliments received about the Office Assistant I/II. A high number of positive interactions would suggest success.

Team Support & Collaboration
• Feedback from Risk Management Team: Regularly solicit feedback from colleagues in the Department regarding how the Office Assistant I/II is supporting their work. If the department feels more supported and able to focus on high-priority tasks, it suggests the assistant is fulfilling their role effectively.
• Reduction in Staff Overload: Track whether other staff in the department are less burdened by

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administrative tasks, allowing them to focus on strategic risk management efforts.

Long-Term Outcomes
• Sustained Cost Savings or Revenue Generation: Monitor whether the financial benefits (such as recovered funds) continue to grow over time, indicating that the position’s impact is lasting. • Improved Risk Metrics: If the assistant contributes to better record-keeping, there will be long- term benefits for the entire Department.

By using a combination of these measurable indicators, the success of the Office Assistant I/II position can be effectively evaluated over time.

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

Total Revenue
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
64012100 51110 $67,106
64012100 52110 $32,820
64012100 52120 $1,648
64012100 52130 $76
64012100 52140 $46
64012100 52150 $973
64012100 52210 $4,677
64012100 52410 $1,000
64012100 52510 $416
64012100 52512 $45
64012100 52520 $1,104
Total Expenditures $109,912 The total expenditure for this position will be reduced in the first year, as funds from the unfilled
management fellow role will be reallocated to
support it. Additionally, the Risk division has
budgeted for a part-time employee, and those funds
will also contribute to the overall cost.

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Please provide any additional financial information that will be useful in reviewing this Budget Package: The Risk Division currently has a budgeted part-time Office Assistant position, and funding for this role will be redirected to the new position if approved. Additionally, there is an unfilled Management Fellow position, and the funding allocated for that role will be used to support the new position. The Management Fellow position is funded through October 2025.

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Priority: 1
Department/Division: HR/Risk Budget Year: FY 2025/26
Department Contact: Joanne Fabia GL Org: 64112100
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: HR is requesting a budget to support the City’s Wellness Program. The Wellness Committee currently relies on health events sponsored by the different health plans. The Wellness Committee is requesting for funding to develop health and wellness initiatives that will apply to all employees versus benefiting only those in specific health plans. Investing City Wellness initiatives for the whole organization benefits:

1. Improves Employee Health – Of our adult Kaiser subscribers and dependents (excluding PD) had the following lifestyle risks: 85% are obese, 63% are not meeting exercise minimums, 22% are pre-diabetic, 37% have high cholesterol, and 14% have high blood pressure. Investing in the Wellness Program can support lowering these lifestyle risks by funding programs such as fitness challenges, meditation, and yoga. Reducing these lifestyle risks can help reduce chronic diseases. Additionally, healthier employees may reduce on the job injuries and illnesses.

2. Increases Productivity and Performance – Healthier employees tend to be more engaged and productive. Investing in the program can boost energy levels and overall job performance.

3. Supports Employee Satisfaction and Retention – Supporting the Wellness Program can improve employee satisfaction and work-life balance, which in turn can help retain our employees.

4. Reduces Absenteeism – Improving physical and mental health, leads to reducing lifestyle risks that can result in acute and chronic illnesses, thus reducing missed days at work.

5. Supports Mental Health – Supporting mental wellness can reduce, stress, anxiety, which can create a more supportive work environment.

6. Attributes to Long-Term Cost Savings – Improving health and reducing lifestyle risks can lessen the chances of chronic illnesses and frequent medical issues. In the long run, this can result in substantial savings for the City’s contributions to health premiums.

7. Enhances the City’s Culture – Enhancing our Wellness Program can foster teamwork, communication, and overall morale, leading to a positive and collaborative workplace culture.

Package Title: Wellness Program

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Why is this needed, and how does it align with Council and/or Department priorities? This aligns with Council Focus Area – Economic Resilience by strengthening our internal workforce with the reasons indicated above.

What are the consequences of not funding this request?
The consequence of not funding this request is the potential increase of lifestyle risks that result in chronic conditions. People with chronic conditions account for 86% of health care costs, specifically from heart attack, stroke, and diabetes. According to the CDC, 40% of American adults have 2 or more chronic conditions that cost employers $36 billion a year in lost productivity. Of these adults, 46% are more likely to miss work.

What alternatives were considered when creating this request? The City received a grant from Cities for Workforce Health in 2022 which funded consulting and fitness challenges. Since then, the Wellness Committee has limited resources, all from our health plan providers.

How will you measure success?
Success would be measured on employee survey results as well as metrics from Kaiser’s annual clinical report (this may take a couple years to see the impacts).

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
64112100 53210 $10,000 We would need to create a separate object code. $0
$0
$0
$0
$0

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

Package Title: Housing Staff Time Priority: 1
Department/Division: City Manager-Housing Budget Year: FY 2025/26 Department Contact: Molly Rattigan GL Org: 10112500
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 City of Napa used to contribute approximately $350,000 annually from the General Fund to support affordable housing services. This went away with COVID reductions and has not been requested to be returned until this Fiscal Year.

The Housing Division has many small grant programs that have limited administrative time allocated to them. It has become a fiscal and reporting challenge to maintain these valuable housing programs with limited staffing or by trying to creatively finance staffing with impact funds intended for affordable housing development. Specifically, the transition to the Munis Payroll system has created time entry and tracking programs that require a tremendous amount of reconciliation work for housing and Finance s taff to ensure grant reporting aligns. Often, the time spent reconciling exceeds the benefit from the funds received.

This request is to provide General Fund support that will place all grant funds into valuable affordable housing programs that support the community by supporting the staff time associated with these programs. This will make both funding and staff time available to focus on the provision of affordable housing programs.

The programs the General Fund contribution will support staff time for the following programs, freeing up funds to increase the support to the community:
• Rehabilitation Program for Low Income Households- This program provides funding to assist low- income households stay in their homes by completing life safety repairs in replacements.

Examples include roof repairs, water heater repairs and replacements, heater repairs and replacements, addition of needed ADA upgrades, etc.
• Community Development Community Supports: Staff time to process applications for community

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support programs that provide support to local non-profits that provide community services to low- income households. This includes Fair Housing, homeless support programs, and community programs like neighborhood resource centers.
• Pre-Development and Development of ADUs- The City of Napa provides loans and support through Federal, State and Local Funding to help property owners explore, plan, and build ADUs that are deed restricted for low income households to rent. This service includes managing the bidding and construction process.

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

Housing is one of the six focus areas identified by City Council and these funds will continue to increase the support of the community to develop and maintain affordable housing. Nationwide studies indicate that only one in four households that need access to affordable housing and related supports actual receive rental assistance and the necessary support. Additionally, the City of Napa has a Regional Housing Needs Obligation to build and preserve over 1,500 affordable housing units through 2030. This support will assist in compliance with RHNA goals.

This request aligns with Measure G priorities by supporting low income households either obtaining or maintaining housing. Measure G included an emphasis on supporting unhoused populations with their transition to housing—which also supports overall public safety of the community. The majority of the households supported by these funds are low income senior households struggling to maintain their existing housing on a fixed income. By participating in programs like the rehabilitation program or the ADU development program, seniors have the opportunity to remain housed without the fear of losing their housing.

What are the consequences of not funding this request?

From an internal perspective, this will be a more efficient use of time for administering programs by focusing grant or allocated funding on the provision of direct support to the community. Without this support, the difficult decision to end some of these programs may need to be considered.

What alternatives were considered when creating this request?

At some point the efficiency of administering these programs may be challenged, resulting in cancelling these programs as a community benefit.

How will you measure success?

Success is measured in loans issued, funds expended on direct housing programs, and on performance measures that are established within all of our programs to measure the success of providing housing interventions and services.

Financial Information:

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ATTACHMENT 1

City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package 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
10112500 City staff time for affordable housing programs Related benefits for staff time for affordable housing
programs.
$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:

$400,000
$500,000
51910
10112500 51912 $100,000

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Homeless/Nuisance Abatement Priority: 1
Department/Division: City Manager-Homeless Budget Year: FY 2025/26 Department Contact: Molly Rattigan GL Org: 10019104
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 is for ongoing support to maintain the work completed to date to better manage homeless encampment and nuisances that occur in public spaces as a result of homelessness. This also includes abatement of issues that are perceived to be blight issues and caused by homelessness.

The past four years, we have funded abatement services with one-time requests based on available fund balance at the close of the year. This request is to create an on-going budget request to continue to maintain the process and work completed to date.

This request will fund several contracts: removal and cleaning of encampments on public spaces, shopping cart removal, litter and graffiti removal, and towing costs for oversized and abandoned vehicles.

City staff schedules contractors on an as needed basis based on issues logged in the service center by members of the community. This work occurs on City sidewalks, streets, trails, parks, parking garages, and vacant land owned by the City. Contracts are estimated to be $450,000 in Fiscal Year 2025 -26.

There is $50,000 request to support staff overtime when it is needed for coordinated efforts to address significant issues. This includes overtime to parking enforcement, parks staff, police officers, or other staff that facilitate clean-up. There is limited to no ability to recoup costs incurred because it is difficult to identify the responsible party, but even when possible, individuals usually have significantly low or no income that would make seeking recouperation worthwhile.

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Why is this needed, and how does it align with Council and/or Department priorities? This request aligns with several of the Measure G priorities: Parks and Recreation, Public Safety, Water Quality and programs for the unhoused.

The City has made a conscience effort to increase resources to mitigate the impact of homelessness on the community, but also to stay on top of managing the unsheltered population and encouraging transition to shelter or other housing program. The City has removed a significant number of large homeless encampments over the past four years and has begun restoring parks, like Kennedy Park, back to their intended use. The requested resources will allow staff to clean and maintain public areas before encampments are built back up to unmanageable levels again in the future. Removing trash and debris quickly prevents items from entering storm drains and waterways and helps preserve public areas for their intended public uses. Additionally, this program addresses blight issues that members of the community report to the service center daily---particularly graffiti and shopping carts on public spaces/amenities.

This request also aligns with City Council priorities as follows:
• Roads and Traffic Safety-removes items from roadways, sidewalks, and other public spaces • Parks and Community Spaces-maintains parks for their intended purposes • Community Engagement- responds to requests in the service center • Housing- encourages those unhoused to engage in shelter or housing programs by staying on top of managing encampments from building up
What are the consequences of not funding this request?
If this is not approved, there will likely be increased community complaints and extended timelines for responding to complaints in the service center. Encampments or debris may build up to previous levels and make it more costly to abate.

What alternatives were considered when creating this request? We considered adding positions, but these services are specialized and are not full time in nature, so it’s difficult to create a staffing plan to cover the various needs.

How will you measure success?
The Service Center is the key measure of success. We can measure the response time to complete requests, and also hope for a reduction in requests by staying proactive.

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

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GL Org GL Object Amount Comments
10019104 53260 $450,000 Various abatement contracts.
10019104 51310 $50,000 Overtime to police, parking, and park staff for coordinated efforts
Total Expenditures $500,000
Please provide any additional financial information that will be useful in reviewing this Budget Package:

A new bill was introduced in the State legislature this year that would allow City’s to recoup the costs of shopping cart removal and return without significant documentation. If passed, this would allow us to to bill for shopping cart retrieval.

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Homeless Outreach and Tenancy Care Priority: 1 Department/Division: City Manager-Homeless Budget Year: FY 2025/26 Department Contact: Molly Rattigan GL Org: 10019104
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: When the Whole Person Care Pilot ended, the City of Napa took on Homeless Outreach Services from the County of Napa and was able to do so with various State and Federal homeless services grants. Unfortunately, Federal and State grants have either been halted or scaled back. This request would retain homeless street outreach services currently provided and provide support for Tenancy Care at various permanent supportive housing sites so that high risk clients do not risk returning to homelessness.

The community indicated services to the unsheltered population as a priority for Measure G funds, particularly for mental health services. The Outreach Team is crucial to support those experiencing unsheltered homelessness with accessing services and supporting the process to transition to permanent housing. The Outreach Team includes Outreach Workers and a Mental Health Outreach Worker that meet with clients in the community with a focus on transitioning to shelter and housing services.

Tenancy Care is also critically important once a client exits homelessness into housing. Tenancy Care services support clients with continuing to address their needs while housed to maintain housing and continue to obtain services needed to maintain stability.

Why is this needed, and how does it align with Council and/or Department priorities? The City has made significant progress reducing homelessness, particularly unsheltered homelessness and has done so with many grants that have been scaled back or are no longer available. If services don’t continue, we risk undoing the progress we have made. The Street Outreach team is made up of workers that assist with street intervention and have a mental health worker that provides services to clients in the homeless services system. Additionally, the outreach team manages storage and placement in tempo rary

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These activities directly align with Measure G community feedback on continuing to provide support to those experiencing homelessness, particularly mental health support services.

What are the consequences of not funding this request?
The progress the City has made in reducing homelessness and creating a system that supports permanent supportive housing as the primary goal could be in jeopardy. If the data reverts, there may be additional issues or calls for service to the City.

What alternatives were considered when creating this request? Adding positions, but this is not our expertise nor is this the most fiscally responsible way to achieve this task.

How will you measure success?
The City of Napa participates in the Homeless Management Information System data system. The State requires a significant annual report that tracks progress throughout the homeless services system. Data measures include new clients, clients existed to homelessness and a series of financial, social, and service based measures.

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
10019104 53210 $550,000 $450,000 for Outreach Contract, $100,000 for Tenancy Care Contract
$0
$0
$0
$0
$0

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Parks & Community Space Landscaping Priority: 1 Department/Division: Parks Budget Year: FY 2025/26
Department Contact: Jeff Gittings GL Org: 10050205
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 funding will allow for the replacement and enhancement of visible landscape areas across the community and commence initial work in alignment with the City’s Urban Forestry Management Plan. The replacement of aging landscape areas will improve aesthetics for the community by revitalizing community spaces and reducing long term maintenance burden for staff. In addition these improvements will help to improve public safety for motorists and pedestrians along right-of-ways by reducing vegetation visibility conflicts.

Why is this needed, and how does it align with Council and/or Department priorities? The department maintains 215 distinct landscape areas, over 90 acres of natural turf and approximately 40,000 trees in city parks, around city facilities, and along roadways and roundabouts that is highly visible to the community. Most of these areas were originally constructed with the associated improvement meaning that the vegetation has met or exceeded its lifespan. Based on the Department’s 2023 Conditions Assessment, over 60% of all landscape areas and 90% of natural turf areas are in fair to poor conditions. Due to the age of these areas, they are aesthetically unappealing, and carry a significant maintenance burden.

In addition to landscaping enhancements, the Department is seeking to implement additional tree care measures. Upon completion of the Urban Forestry Management Plan in 2025, this additional funding will provide an opportunity to begin implementation measures including proactive tree care, routine pruning, removal of hazardous trees, and additional tree planting at priority opportunity sites. Many of the landscape areas in poor condition are also identified as priority planting locations and potential projec ts sites would include both additional plantings and landscape improvements.

These improvements directly align with numerous council focus areas, including improving Parks &

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Community Spaces by revitalizing landscape areas in poor condition. Improve Road & Traffic Safety by addressing overly mature right-of-way landscapes, and addressing Climate Action by planting new trees and landscaping to improve air quality, reduce stormwater runoff, and increase carbon sequestration.

The department anticipates focusing on these improvements with the goal of revitalizing parks and community spaces:

1. Enhances turf maintenance, including top dressing and overseeding supporting significant improvements to the turf. The current cost of these improvements is about $6,000 per acre and we anticipate performing this work on an estimated 10-20 acres each year.

2. Retrofit turf areas and landscape areas that currently inefficient antiquated spray irrigation. This will include removing turf and landscape areas with spray irrigation, installing drip irrigation, sheet mulching and planting trees to provide natural shade. We anticipate completing work at 3-5 parks annually.

3. Landscape replacement projects for landscape areas that are in very poor condition. This will include the development of plans aimed at replacing landscape areas in poor condition. This work may include new irrigation, groundcover, new plants and trees. This work will assist the department in the development of landscape standards. Improvement in rights-of-way will provide aesthetic improvements to the city’s gateways and heavily traveled corridors. Work will target approximately 3-8 landscape areas each year scalable to the size of the landscape areas targeted.

What are the consequences of not funding this request?
The department does not currently have funding available in the operational budget to support the rehabilitation of landscape areas in poor condition and is required to spend a significant amount of staff resources on these overly mature weedy landscape areas. Without additional funding these areas would continue to be a significant maintenance burden on staff, thus reducing the ability to direct efforts in other areas.

What alternatives were considered when creating this request? Through the support from donations and volunteer efforts the department has upgraded a few landscapes over the last few years. This effort has demonstrated how impactful revitalizing landscape areas and improving tree care be. Volunteer work and donations, however, will not be reliable to address the over 200 landscape areas throughout the park system. We will continue to solicit the support of volunteers to maintain and improve these landscape areas, but the efforts have been marginally successful. The nature of tree maintenance and enhanced turf repairs activities do not lend themselves to volunteer work.

Furthermore, most of the maintenance and improvement activities around these two assets require specialty tools that are generally only aviable by contractors.

How will you measure success?
There are several goals for the use of these funds that will allow the department to measure its success.

These include:
• Reducing the overall maintenance burden of these areas by installing more low maintenance plants and reducing weed growth.
• Reducing the amount of herbicide needed through more efficient use of irrigation and improved

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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
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10050205 53210 $250,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $250,000

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

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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: Parks & Recreation Community Engagement Priority: 1 Department/Division: Parks and Recreation Services Budget Year: FY 2025/26 Department Contact: Ali Koenig GL Org:

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

Description of Budget Request:

This project entails the design, distribution, and management of a comprehensive community-wide survey aimed at gathering resident input on desired enhancements to local parks and recreational programming.

In collaboration with a qualified consultant, the survey process will include strategies for outreach to ensure diverse participation across Napa’s demographics. Following data collection, the results will be analyzed and presented to help guide future planning and investment in community recreation initiatives.

The survey and survey results would be offered in both English and Spanish to ensure that a large majority of Napa residents can engage and provide input. Any additional tasks would support specific community engagement needs for Measure G park projects.

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

Per City Council direction on April 28, 2025, there is a desire to gather valuable input from the community on park improvement and expansion projects, and recreational program needs. This aligns with the City of Napa’s four values of integrity, service, inclusion and collaboration and the City Council’s focus area of both Community Engagement and Parks & Community Spaces.

What are the consequences of not funding this request?

Not funding this request would create a gap in critical qualitative data that supports decision-making. This survey data would directly support the Council’s understanding of the community’s interest in City investments.

What alternatives were considered when creating this request?

The alternative considered would be to proceed with park development, park infrastructure investments, and recreational programming based upon known community needs and the existing master plans without this additional layer of community engagement.
10150100

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ATTACHMENT 1

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

How will you measure success?

Success will be measured by survey results that are statistically significant and are well as data that is representative of Napa’s demographics.

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
10150100 53210 $100,000
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0

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

$100,000Total Expenditures

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Recreation & Public Art Division Staff
Realignment
Priority: 1
Department/Division: Parks & Recreation Dept / Recreation & Public Art Division
Budget Year: FY 2025/26
Department Contact: Katrina Gregory GL Org: 10050300, 10050301, 10050303, 10050307, 10050501,
10050500, 10050400, 10050407,
30030210 (Public Art Fund CIP Projects)
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 current Recreation Supervisor is quitting in June 2025 and has notified the Recreation Manager via formal letter. The Recreation & Public Art Division has completed an analysis of the department’s/city’s priorities and the resources needed to provide programs and services to the community and determined that it would be more advantageous to have two more Recreation Coordinators on the team to assist with the day to day operations and implementation of programs. This request would be replacing the Recreation Supervisor position with some of the part-time staff expenses to create two Recreation Coordinator positions. The two positions would include one Coordinator focused on Community Events, Special Event Permits and Marketing and the other Coordinator would focus on Public Art programs and events which would include temporary art projects as well as permanent public art projects that are currently in the pipeline or that are anticipated in the upcoming years. This position would also assist the Division Manager with the Public Art Steering Committee and other community engagement efforts with Public Art.

Why is this needed, and how does it align with Council and/or Department priorities? This request is to enhance the Napa resident’s quality of life and community events play a critical role and are important for creating vibrancy, a sense of community & pride and often has an economic impact for the community. For example, the Napa Lighted Art Festival is estimated to provide an economic impact of $3.5M during January and February which is the slowest time of the year for TOT and Sales Tax. In addition, whether city-provided events or providing permits for 3 rd party events, most of these events help activate and showcase our public spaces, parks and trails.

Community events are some of the most visible and assessable services the City of Napa provides and the goal with this dedicated position would allow the opportunity to expand these offerings and have an even broader reach, enhance our community engagement, and ensure the large-scale existing events are executed well. Similarly, Public Art programs and projects are

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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. more than improving the aesthetics of a community. Often, Public Art programs help create a sense of place and are proven to have an economic impact for communities. In addition, by establishing Napa as a world-class art community, it will help with the diversification of the local economy and tourism. Lastly, there are several public art projects that will help road and traffic safety and provide traffic calming (e.g. pavement art bulb-outs along 2nd Street). This position will work closely with Public Works staff to ensure effective collaboration on all projects that incorporate public art either as a requirement for the project or could be used as a more affordable, creative solution.

What are the consequences of not funding this request? It would continue to lack adequate resources with full-time staff to support these functions within the Division. The burden of the demanding, complex projects would continue to fall on the Division Manager to absorb as well as a heavy reliance on part-time staff.

What alternatives were considered when creating this request? The other consideration would be to stay with the current configuration.

How will you measure success? We will measure success with the expansion of additional community events, improved turn-around on special event permits, and completion of successful public art projects in a timely fashion.

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
10050100 51110 $ 46,067 Regular Employees
10050100 51152 $ 1,660 Specialty Pay Non-PERS
10050100 51161 $ (50) AMP Apparel
10050100 51912 $ (36,682) Interdept Credit-Labor
10050100 52110 $ 44,664 Health Insurance
10050100 52120 $ 2,217 Dental
10050100 52130 $ 152 Life Insurance
10050100 52140 $ 46 Employee Asst Prog Exp
10050100 52150 $ 667 Medicare
10050100 52210 $ 3,207 Rtrmt-PERS Normal Cost
10050100 52410 $ 17 Deferred Compensation
10050100 52510 $ (5,401) Workers Compensation

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The general fund will be minimally impacted by this request because of the Recreation Coordinator position (40%) will be focused on Public Art Fund projects and their time would be charged to CIP projects and funded with the Public Art Fund. If down the road, the CIP projects slow down or not support 40% of the position, we could adjust with decreasing part -time staff expenses as needed and/or having this position assist with special events or other similar Recreation Division programs to support the necessary decrease in part -time staff expenses.

The other Recreation Supervisor will be assuming supervision of the Youth & Adult Sports Coordinator and the Recreation Manager will directly supervise these two new positions.

Salary Allocations % for New Recreation Coordinators:
#1 Coordinator:

Public Art 40%
Public Art NLAF 20%
Public Art CIP projects 40%
#2 Coordinator:

Community Events 50%
July 4th 10%
Special Event Permits 25%
Marketing 15%

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ATTACHMENT 1

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

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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: July 4th Celebration with Drone Show Priority: 1 Department/Division: Parks & Recreation Budget Year: FY 2025/26 Department Contact: Katrina Gregory GL Org: 10050303
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:

City Council provided direction to staff in 2023 and 2024 regarding the preferred activities for the Fourth of July event. The direction included: 1) the discontinuation of fireworks and to replace them with a more environmentally friendly drone show; 2) continuation of the City’s support of the Sunrise Rotary July 4th Parade with co-sponsorship of city staff costs to help with street closures and parade safety; 3) continuation of patriotic décor in downtown; and 4) retain the Community Celebration at Oxbow Commons which includes daytime family-friendly activities. Staff successfully implemented this direction on July 4, 2024 and received support from City Council to continue these activities moving forward. To implement this direction, additional funds were required from the City Manager’s contingency fund. This request will sufficiently establish an increased baseline budget for the annual July 4th event to implement the direction of City Council.

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

The 2024 Fourth of July event hosted approximately 35,000 attendees. This is an important annual community gathering and is a part of the City’s front-line activities for community engagement. In addition to residents enjoying the festivities, the drone show attracted visitors to Napa for the July 4th holiday weekend and many of them visited restaurants, stayed in hotels and shopped with local merchants. These types of events create economic vibrancy and resilience as well as demonstrate leadership within the event / tourism segment, especially for this specific holiday when there are many options to choose from in the Bay Area. This event was significantly impacted during COVID, this request would continue to provide the necessary funding needed to sustain as well as expand the event which support the revitalization of our parks and recreation programs for the local community. Lastly, by switching from fireworks to the drone show demonstrated environmental stewardship and leadership with climate action and is aligned with

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What are the consequences of not funding this request?
Community activities would need to be scaled back for the Fourth of July Celebration, and the drone show would need to be discontinued.

What alternatives were considered when creating this request? Event alternatives were discussed and ultimately not supported by City Council.

How will you measure success?
Success is measured with monitoring and maintaining attendance levels at the event and a high- level of satisfaction with the event activities and drone show.

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
10050303 53201 $140,000 Drone show, additional sound, downtown décor, and additional funding for kids zone
10050303 51210 $7,000 Part-time staff support
10050303 51310 $3,000 Overtime for PD and Parks & Rec Staff $0
$0
$0
$0
$0
$0

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Restoration Recreation Division Priority: 1 Department/Division: Parks & Recreation Budget Year: FY 2025/26 Department Contact: Katrina Gregory GL Org: Varies
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 Recreation Division experienced significant budget reductions during COVID. The Division has been slowly and strategically worked to restore priority programs and services for the community. These efforts have also been aligned with our Department’s Financial Sustainability Policy to help maintain long-term sustainability. Across the board, and in all of the areas within the Recreation Division, programs have been steadily growing and expanding during these past few years since COVID. The previous two-year Rec Restoration budget package focused on restoring programs that had the most opportunity to generate revenue which helped offset the associated increase in expenses. Therefore, the previous budget package only requested a modest increase to the General Fund. This is the second wave of restoration for the Recreation Division. The focus of this request is to continue to support and maintain the core functions of the Recreation Division and allow the opportunity to expand access to the two recreation facilities (Las Flores and Senior Center) by adding funding for part-time staff expenses and front desk staff.

The request also includes returning our marketing efforts. Previously, the Department had a 64- page Recreation Guide which was mailed to all 25,000 households in Nap a. This request includes funding for a modified 8-page mailer which provides important information and engagement with the Napa residents about the Parks & Recreation Department [community engagement]. The request will also include sustaining and creating more community events. Finally, the request includes expanding youth sports especially our mini-sports programs which are a critical pipeline for youth sports in Napa.

Why is this needed, and how does it align with Council and/or Department priorities? This request will support and maintain the existing recreation facilities, parks and community spaces. The goal is to fully utilize these important community resources by ensuring adequate

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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. staffing levels as well as allowing for expanded programs and services. This request includes expanding and supporting more community events. Events enhance the quality of life for residents and community events also play a critical role in creating vibrancy, a sense of community & pride and often have a direct economic impact for the community. Community events are some of the most visible and assessable services the City of Napa provides and the goal with this request and additional funding would allow staff the opportunity to expand these offerings and have an even broader reach, enhance our community engagement, and ensure the events are executed well.

What are the consequences of not funding this request?
The two recreation facilities would continue to struggle to expand hours of operation without this funding and would hinder staff ability to expand or enhance programs. Recreation programs would need to stay at the current levels and not expand despite the growing demands for services.

What alternatives were considered when creating this request? Staff were both strategic and conservative with this request and are only requesting to restore and expand programs and services where there is staff capacity and where it makes the most sense to meet the growing demands of the community.

How will you measure success?
Success will be measured by executing the following programs and services with high customer satisfaction and high participation:

Youth Sports – expand preschool and mini-sports, youth & middle school clinics, and expand Jr.

Warriors basketball league
Senior Services – additional programs, evening and weekend offerings, additional monthly events, and allow for new contract instructors
Special Needs – Support the expansion at current events which has seen participation grow by 5 times and adding one special needs program event per month Adult Sports – Resuming priority evening leagues including a 3v3 basketball league Community Events – Support current Dia de los Muertos event and add new events such as the First Thursdays monthly event (with NDA at Oxbow Commons) and adding 2 smaller events during the year
Las Flores – Open front desk open 7 days week including evenings to serve community Pelusi – Increase part-time staff and PW facilities staff due to increased rentals, including internal rentals

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Community Engagement / Marketing – Create and mail a 8-page mini-guide to 25,000 households; return marketing photography, mini videos, social media ads, and direct mailers for specific programs

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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
10050407 43442 $25,000 Expansion of youth sports with mini-sports programs $0
Total Revenue $25,000
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10050300 51210 $15,000 Additional Front Desk support for Dept-wide customer service
10050300 53530 $23,000 Department Mailer to all households 3x/yr 10050300 55110 $2,500 O&M of Rec Van
10050300 53630 $3,000 Staff training
10050301 51310 $3,000 Co-sponsorship for new NDA event
10050301 53332 $10,000 Portable restrooms rentals for events (reimbursed by event organizer)
10050307 53201 $30,000 Maintain DDLM event funding and expansion of other community events
10050307 53332 $10,000 Portable restrooms for city events 10050307 56114 $8,000 Event supplies
10050307 51210 $3,000 Part-staff support for events
10050307 51310 $4,000 OT for Parks & Rec Staff for events 10050308 51210 $35,000 Part-staff for front desk, evenings and weekends at Las Flores
10050308 56110 $2,000 Copier expenses at LF
10050309 51210 $10,000 Part-staff increase for more rentals both internal and external at Pelusi
10050309 51310 $4,000 Additional OT for cleaning facility by PW at Pelusi 10050405 51210 $25,000 Part-staff for front desk, evenings and weekends at Senior Center
10050405 52510 $5,000 Increases with Worker Comp
10050405 53201 $10,000 More contract instructors at Senior Center 10050406 51210 $8,000 Part-staff for additional special needs events and support increase participation at current events
10050406 56114 $3,000 Increase supplies for additional special needs events and support increase participation at current events
10050407 51210 $45,000 Part-staff for additional youth sports programs like mini- sports

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ATTACHMENT 1

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

10050407 56114 $6,500 Addl supplies for youth sports expansion Total Expenditures $265,000 Net $240,000 with revenue offset of $25,000

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

Additional revenue increases for Las Flores (10050308) and Senior Center (10050405) have already been included in FY26 & FY27 revenue projections.

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Management Analyst II (PRS Admn) - Limited Term
Priority: 1
Department/Division: Parks and Recreation Services Budget Year: FY 2025/26 Department Contact: Breyana Brandt
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 PRS Admin Division currently oversees all park project management. There is currently 1 FTE (Management Analyst II) who receives support from outside consultants, and limited support from the Parks and Recreation Director. The budget request is for a new limited-term position to provide additional capacity to increase the delivery of Park Capital Improvement Program projects in the upcoming budget cycle.

With the passage of Measure G, and the Council’s new focus area in Parks & Community Spaces, there will be high expectations from the community and the Council to see an increase in the number of infrastructure projects completed in City parks. There will also be expectations that the projects are completed in an ambitious timeframe to demonstrate the City’s ability to make park infrastructure improvements in alignment with the committed Measure G priorities.

In FY2025/26 there are over $11m in park capital projects in progress. This includes construction on several high priority projects that have been in motion and are now scheduled to enter the construction phase (Fuller Park Playable Art Project, Las Flores Community Center Renovation, Alston Park Restroom, and Park Playground and Amenity Improvement Project – Phase II) and a host of new capital projects to meet the growing community demand (including but not limited to a community splashpad, three additional park restrooms, shade canopies, and enhanced park and community space landscaping).

In FY2026/27 there are an additional $6.6m of park projects that will commence. These project totals do not include any momentum that may come for the current negotiations with NVUSD regarding the Harvest Middle School Property.

The ability of 1 FTE to successfully manage all the City’s park projects is stretched. With the number of GL Org: 10150100

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Why is this needed, and how does it align with Council and/or Department priorities? The proposed CIP program for FY2025/26 and 2026/27 includes a drastic increase in the delivery of park projects and was stretching the Department’s ability to deliver on these projects effectively. In addition to the proposed CIP program, the City Council has requested additional park projects including a community splash pad, continued negotiations for the potential acquisition of the Harvest Middle School property, additional community engagement (survey) on recreation amenities, programs and services, and initial planning for the future development of the So. Jefferson Property. Parks and Community Spaces is a focus area of the Council in the upcoming year.

What are the consequences of not funding this request?
Community expectations for the City to deliver on the promises made with Measure G increases the pressure and importance of successful completion of several high-profile park projects. If the Parks and Recreation Department is to accomplish the full spectrum of scheduled projects on -time additional staffing resources will be necessary. Without additional staffing resources, there will not be sufficient capacity to complete all of the park projects planned or desired by Council. The number of scheduled park projects may need to be reduced or pushed out to future years.

What alternatives were considered when creating this request? Outside resources have also been considered to meet this need. The Parks and Recreation Department already relies heavily on the work of consultants and contractors to complete nearly all park capital projects. Increased staff capacity will be necessary to effectively manage and oversee the work completed by outside consultants and contractors, and to effectively manage the increase in contracts and agreements to complete the additional workload.

Other alternatives include reducing the number of park projects scheduled in FY26 and FY26 or pushing scheduled projects out to future years.

How will you measure success? The Department will develop additional S.M.A.R.T. goals in alignment with the Council focus area of Parks and Community Spaces. • Progress towards and completion of projects in the upcoming budget cycle • Increase in the number of consultants, contractors, and agreements managed by 40% • Increased community engagement highlighting completed projects and increased communication regarding construction schedules and scheduled (and/or delayed) impacts to parks and community spaces during construction

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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
51110 $137,513 Regular Employees
51161 $50 Specialty Pay
51152 $1,420 Specialty Pay Non-PERS
52110 $32,820 Health Insurance
52120 $1,648 Dental
52140 $46 Employee Asst Prog Exp
52150 $1,995 Medicare
52210 $9,588 Rtrmt-PERS Normal Cost
52430 $2,063 Management Leave Payout
52510 $853 Workers Compensation
52512 $92 Unemployment Compensation
52520 $2,262 Retiree Health (GASB 75)
56140 $2,500 WFA Setup
55210 $650 IT Replacement
51912 $(69,491) Interdept Credit-Labor
52912 $(25,684) Interdept Credit-Benefits
Total Expenditures $98,325
Please provide any additional financial information that will be useful in reviewing this Budget Package:
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100
10150100

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: FD- One Battalion Chief Reclass to Deputy Chief
Priority: 1
Department/Division: Fire/Operations Budget Year: FY 2025/26 Department Contact: Zach Curren GL Org: 10022300
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 Department is requesting a reclassification of one Battalion Chief (40 Hour) position to a Deputy Chief position. The purpose of the reclass is to have one deputy that focuses on deploying personnel and managing field resources effectively while the other can focus on administrative functions and support services.

Why is this needed, and how does it align with Council and/or Department priorities? Currently, the Department has one Deputy Chief that is responsible for managing the operations of assigned programs through subordinate supervisors. Responsibilities include developing and implementing comprehensive department programs, direct and indirect supervision of management, technical and support personnel.

The Deputy Chief is also responsible for assisting in the development and control of department and division budgets and may act for the Fire Chief in his absence.

The Department would like to restructure and reclass the Admin Battalion Chief to a second Deputy Chief. Having two deputy chiefs, one focusing on operations and the other on administration, can provide several strategic and operational benefits. The goal is that the Operations Deputy Chief can focus on the operational aspects such as emergency response, field operations, personnel management, and tactical strategies while the Admin Deputy Chief can dedicate their efforts to administrative functions like budgeting, software management, resource allocation, policy development, training, and compliance .

Reclassing the current Admin Battalion ensures that each area receives focused attention, resulting in higher efficiency and expertise. This ensures that leadership oversight is balanced across critical areas.

Operations and administration have different challenges, and having dedicated leaders and decision makers allows for thorough management. It provides the department with leaders who are specialized and more responsive to issues as well as providing backup when needed.

Collaborative decision-making between the two deputies ensures that both operational and administrative

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It also creates a broader pool of leadership talent. Each deputy gains experience in their role and responsibilities, which can prepare them for future leadership roles as a succession plan for the Fire Chief position.

What are the consequences of not funding this request? By having two deputy chiefs, the department can achieve a better balance of decision-making authority between immediate operational effectiveness and long-term administrative stability, fostering a more resilient and effective leadership structure. Not funding this request can result in several challenges like leadership overload, reduced focus on specific areas, decline in efficiency and employee burnout. This would also result in a missed opportunity for strategic growth and increase the risk of errors and oversight. Having two deputies provides a broader pool of experienced leaders who can step into higher roles when needed. A lack of planning for succession can leave our department vulnerable to leadership gaps. Reactive management becomes the norm rather than proactive planning, which can hinder the Department’s ability to meet future challenges.

What alternatives were considered when creating this request? The Department has explored alternative options; however, none have effectively met the department’s needs.

How will you measure success? We will be able to measure success by experiencing less overburdened leadership, improved efficiency, and diminished vulnerabilities in both short-term operations and long- term strategy. We will have overall organizational effectiveness and the ability to meet mission-critical objectives. Additionally, this change in department structure prepares multiple employees for enhanced leadership positions including the Deputy and Fire Chief position.

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
Total Revenue
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10022300 51110 $32,540 Regular Employees

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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. 10022300 51150 ($21,694) BC 40 HR Admin 10%
10022300 51120 $1,877 Holiday Pay
10022300 51130 ($585) Edu/Cert Pay
10022300 51140 - Uniform Pay
10022300 51150 $1,627 Specialty Pay
10022300 51152 - Specialty Pay Non-PERS
10022300 52110 - Health Insurance
10022300 52120 - Dental
10022300 52130 - Life Insurance
10022300 52140 - Employee Asst Prog Exp
10022300 52150 $514 Medicare
10022300 52210 $5,418 Rtrmt-PERS Normal Cost
10022300 52310 $515 FD-HRA Contributions
10022300 52311 - FD-RMT Contributions
10022300 52410 $515 Deferred Compensation
10022300 52430 $488 Management Leave Payout
10022300 52510 $4,656 Workers Compensation
10022300 52512 $24 Unemployment Compensation
10022300 52520 $568 Retiree Health (GASB 75)
Total Expenditures $26,463
Please provide any additional financial information that will be useful in reviewing this Budget Package:

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund Package Title: Budget Analyst I/II Priority: 1
Department/Division: Finance - Administration Budget Year: FY 2025/26 Department Contact: Seth Anderson GL Org: 10013100
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 Team within Finance Administration recently went from 3 FTEs to 2 FTEs with the Budget Analyst being reallocated as a Management Analyst that supports the whole department and focuses on Purchasing. The Budget Analyst position is an essential role within the Budget Team as it allows an initial point of contact for Departments with routine and non -urgent questions, collects and analyzes data to facilitate larger reporting and reconciliations, thus freeing up much needed time for the Senior Budget Analyst and Budget Officer to focus on more complex processes. Additionally, the Budget team recently implemented two additional software programs that will require constant maintenance and reconciliations to ensure its usefulness. Reinstating the Budget Analyst also establishes an entry point for folks who wish to work within Budget, and the team of three sets up a succession plan for those who desire to become a Budget Officer or beyond.

Why is this needed, and how does it align with Council and/or Department priorities? With the passing of Measure G, reconciling and reporting out accurate and timely data will increase the workload of the already strained Budget team. The implementation of OpenGov’s transparency portal will allow for live reporting to be published which allows the City to increase community engagement. This requires time and effort, however, to create and maintain these datasets. Having the Budget Analyst will also increase the ability to analyze and reconcile data and further support Departments on process and procedures, ultimately leading to accuracy. The freeing up of time for the Budget Officer and Senior Budget Analyst will allow for the refinement of processes and procedures, additional analyzing of economic conditions, and financial strategic planning, and more transparency - thus securing economic resilience.

What are the consequences of not funding this request? In the current state, the budget team moves as quickly as possible to complete all the expected and required reporting, and the budget adoption and maintenance processes. There is little capacity for process improvement, citywide training/alignment of best budget practices, and budget team and City financial strategic planning. The budget team will have to continue to work beyond normal working hours, while absorbing the additional workload related to Measure G reporting and the maintenance and expectations of two new software programs.

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What alternatives were considered when creating this request? A part-time or retired annuitant has been discussed, especially during seasons of increased activity. It is extremely difficult to find individuals with experience in the budget process within the part-time workforce.

How will you measure success? Increased community engagement through live and useful financial reporting that reaches the community. Successful succession planning that grows talent within the field from Budget Analyst to Budget Officer. Economic resilience through the creation of best practices, accurate data, sound analytics, and transparency that guides the community and decision makers to financial health.

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
10013100 51110 125,014 Salary & Benefits
10013100 51161 50 Salary & Benefits
10013100 51152 1,420 Salary & Benefits
10013100 52110 32,820 Salary & Benefits
10013100 52120 1,648 Salary & Benefits
10013100 52140 46 Salary & Benefits
10013100 52150 1,995 Salary & Benefits
10013100 52210 9,065 Salary & Benefits
10013100 52430 1,875 Salary & Benefits
10013100 52510 807 Salary & Benefits
10013100 52512 84 Salary & Benefits
10013100 52520 2,139 Salary & Benefits
10013100 56140 2,500 WFA Setup
10013100 55210 650 IT Replacement
Total Expenditures 180,113

Page 403 of 572 ends

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

The City has had significant turnover within all Departments for their administrative support positions. It would serve the City greatly if the Budget team had time to organize and align the City on budget process and procedures, as well as more frequent trainings on best practices and how to navigate and utilize our software programs. This is not currently possible given the two person team.

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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: Community Relations Augmentation Priority: 1 Department/Division: CMO/Community Relations Budget Year: FY 2026/27 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)

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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

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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 407 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 $141,479
10012103 51161 $50
10012103 51152 $1,420
10012103 52110 $32,820
10012103 52120 $1,648
10012103 52140 $46
10012103 52150 $2,052
10012103 52210 $9,865
10012103 52430 $2,122
10012103 52510 $878
10012103 52512 $95
10012103 52520 $2,328
10012103 56150 $ Furniture/Fixtures under $5,000; one-time New FTE set- up
10012103 $0
Total Expenditures $194,802

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.

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund P
ackage Title: Technology Enhancements and Digital Record Management
Priority: 1
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
O
ngoing 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 Des
cription of Budget Request:

The Human Resources Department can significantly reduce paper usage and lower their environmental impact by completing two projects:

1. Digitizing employee files: To achieve this, we are requesting to hire a part-time Office Assistant I or may consider contracting out the task to an external service provider to scan and digitize the current employee files.

2. Implementing 10 electronic tablets for in-person interviews : This will streamline the interview process and reduce the reliance on paper documentation.

Why is this needed, and how does it align with Council and/or Department priorities? The City of Napa hires approximately 80 new employees each year, and every employee’s file includes at least 15 paper documents at the start of their employment. After their first day of employment, employees can accumulate hundreds of pages of records. Currently, these paper files are manually organized and stored by HR staff, which is both time-consuming and inefficient, and requires massive amounts of paper printing. Almost all of the documents are originated digitally and then printed and placed in the employee’s file.

To improve operational efficiency and reduce the environmental impact, the Human Resources Department would like to hire a part-time Office Assistant I or work with an external vendor to digitize our employee files. This initiative will require collaboration with external vendors and coordination with the City Clerk’s Office and IT. Digitizing these files will significantly streamline record-keeping processes, Budget Year: FY 2026/27

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In addition to the digitization effort, the department also proposes the acquisition of 10 electronic tablets (with stylus pens) to modernize the recruitment process. Currently, recruitment materials are required in paper and digital formats, making it difficult to quickly retrieve confidential information when needed. HR would like to make our interview guides available to panel members via electronic tablets where the information could be continually auto-saved digitally throughout the recruitment. These electronic files could all be attached to the cloud-based platform provided by NeoGov, the City's Applicant Tracking System, which currently retains other digital documentation for the recruitment process. This will help the in-person interview phase go from hundreds of pages of interview and application materials to one tablet per interview panel member.

By investing in these initiatives, the Human Resources Department will save time, reduce costs, and improve recruitment and record-keeping processes, benefiting the entire City workforce. This request also supports the Council Focus Area of “Climate Action.”
What are the consequences of not funding this request?
If this request is not funded, the Human Resources Department will continue relying on manual, paper- based processes. This approach not only consumes a significant amount of staff time but will continually increase the department’s paper storage and paper printing costs. Tasks that could be automated or streamlined would remain cumbersome, preventing the team from focusing on more strategic initiatives and potentially affecting overall productivity.

What alternatives were considered when creating this request? A potential alternative would be to approve one of these projects now and the other could be proposed in FY26/27.

How will you measure success?
Fully digitized employee files that no longer require paper printing, and transitioning to paperless in- person interview processes by end of the fiscal year.

F
inancial 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

Page 410 of 572 ends

GL Org GL Object Amount Comments
10115100 53210 $43,000
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
$ 0
Total Expenditures $43,000
P
lease provide any additional financial information that will be useful in reviewing this Budget Package:

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund P
ackage Title: Assistant Human Resources Director Priority: 1 Department/Division: Human Resources Budget Year: FY 27 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
O
ngoing 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 Des
cription 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.

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.

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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.

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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 $215,134 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 $2,950 Add - Assistant HR Director
10015100 52210 $14,496 Add - Assistant HR Director
10015100 52430 $3,227 Add - Assistant HR Director
10015100 52510 $740 Add - Assistant HR Director
10015100 52512 $149 Add - Assistant HR Director
10015100 52520 $3,586 Add - Assistant HR Director
10015100 51110 ($195,576) 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 ($2,950) Delete – HR Manager
10015100 52210 ($13,179) Delete – HR Manager
10015100 52430 ($2,934) Delete – HR Manager
10015100 52510 ($673) Delete – HR Manager
10015100 52512 ($136) Delete – HR Manager
10015100 52520 ($3,260) Delete – HR Manager
Net Savings $21,716

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

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General Fund (Ongoing) NR General Fund (One-Time) Measure G Other Fund P
riority: 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
O
ngoing 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 Des
cription 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 2026/27

Page 416 of 572 ends

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.

F
inancial 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 $195,576
10115100 51152 $1,420
10115100 51161 $50
10115100 52110 $27,897
10115100 52120 $1,648
10115100 52140 $46
10115100 52150 $2,950
10115100 52210 $13,179
10115100 52430 $2,934

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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 2026/27 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.

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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

Total Expenditures $50,000

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

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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 2026/27 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

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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 $40,500

Total Expenditures $10,500

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

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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 2026/27 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

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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:

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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 2026/27 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.

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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:

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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 2026/27 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

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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:

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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 2026/27 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

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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 53520 $36,000 TPX service

Total Expenditures $36,000

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

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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 2026/27 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

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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 $37,000 Avtec Software Maintenance

Total Expenditures $37,000

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

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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 2026/27 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.

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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:

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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 2026/27 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.

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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:

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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 2026/27 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.

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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 $213,009 Salary & Benefits
10030400 Various $(213,009) Salary & Benefits

Total Expenditures $0

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

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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 2026/27 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.

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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 $141,479 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 2,052 Medicare
10012200 52210 9,865 Rtrmt-PERS Normal Cost
10012200 52430 2,122 Management Leave Payout
10012200 52510 878 Workers Compensation
10012200 52512 95 Unemployment Compensation
10012200 52520 2,328 Retiree Health (GASB 75)
10012200 53630 3,000 Training
10012200 55210 700 IT Replacement
Total Expenditures $198,502

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

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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 2026/27
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.

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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,

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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.

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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.

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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 2026/27
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

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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

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Total Expenditures $250,000
Please provide any additional financial information that will be useful in reviewing this Budget Package:

This request would provide $250,000 if recurring Measure G and establish a new PL Create new PL 30SDCLEANING coded to 10030403-53210

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

Package Title: Public Works Communications & Community
Engagement
Priority: 1
Department/Division: Public Works/Administration Budget Year: FY 2026/27 Department Contact: Heather Maloney GL Org: 10030100
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:

External communication and engagement efforts will include the development of a communications plan, web site review and updates, increased social media presence, and more frequent project updates.

Additionally, funds will support branding, graphic design for programs and projects, and expanded outreach for community updates and engagement related to upcoming projects and services.

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

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What are the consequences of not finding this request?

What alternatives were considered when creating this request?

How will you measure success?

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
10030100 53210 $35,000 Professional Services – Communications Consultant $0 *Create new PL 30PWCOMMS
Total Expenditures $35,000

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

This request would provide $35,000 recurring Measure G funding and create a new PL 30PWCOMMS coded to 10030100.

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

Package Title: Facility Program Additional Part-time Funding Priority: Medium Department/Division: Public Works - General Services:

Facilities
Budget Year: FY2026/27
Department Contact: Heather Maloney / Matthew Price GL Org: 10030704 PW Building & Facilities Maintenance
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:

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

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What are the consequences of not funding this request?

Failing to provide the appropriate level of custodial services can have far-reaching consequences.

Accumulated dust, debris, and neglected maintenance will accelerate the deterioration of our aging facilities, ultimately leading to higher long-term repair costs.

What alternatives were considered when creating this request?

How will you measure success?

Funding to match projected increasing costs and ability to maintain existing level of service.

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
10030704 51210 $30,000 Part-Time Employees
Total Expenditures $30,000

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

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Napa City CouncilJune 3, 2025

Napa City Council
June 3, 2025