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

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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: Fleet Maintenance Mechanic Priority: 1
Department/Division: Public Works / Fleet Budget Year: FY2026/27 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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ATTACHMENT 1

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 112,035.30 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 1,690.07 Medicare
61030900 52210 8,082.17 Rtrmt-PERS Normal Cost
61030900 52410 999.96 Deferred Compensation
61030900 52510 14,577.14 Workers Compensation
61030900 52512 77.86 Unemployment Compensation
61030900 52520 1,857.86 Retiree Health (GASB 75)
61030900 53520 500.00 Ipad Air Card
61030900 53630 4,000.00 Training / Travel
61030900 53620 500.00 Dues
Total Expenditures $181,460.80

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.

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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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: Public Works Staffing Plan Update Priority: 1 Department/Division: Public Works/Engineering,
Development Engineering, Admin, Operations

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 Budget Year: FY 2026/27

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ATTACHMENT 1

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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ATTACHMENT 1

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

10030400 51110 (128,619.16) 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 (1,865.70) Medicare
10030400 52210 (8,968.24) Rtrmt-PERS Normal Cost 10030400 52430 (1,929.29) Management Leave Payout 10030400 52510 (425.38) Workers Compensation 10030400 52512 (85.95) Unemployment Compensation 10030400 52520 (2,061.54) Retiree Health (GASB 75) 10030101 51110 128,619.16 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 1,865.70 Medicare
10030101 52210 8,968.24 Rtrmt-PERS Normal Cost 10030101 52430 1,929.29 Management Leave Payout 10030101 52510 425.38 Workers Compensation 10030101 52512 85.95 Unemployment Compensation 10030101 52520 2,061.54 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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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 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 2026/27

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ATTACHMENT 1

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

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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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: Increased Paving Operations/Paving Program Priority: 1 Department/Division: Public Works/Operations Budget Year: FY 2026/27 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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ATTACHMENT 1

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

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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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: FY27 Code Discretionary Priority: 1
Department/Division: CDD/Code Enforcement Budget Year: FY 2026/27 Department Contact: 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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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
1040403 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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ATTACHMENT 1

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

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ATTACHMENT 1

THOMSON REUTERS
CLEAR PROPOSAL:

SUBMITTED: 02/14/2025

SUBMITTED TO:

Napa Code Enforcement
Attn: Anthony Howard

SUBMITTED BY:

Thomson Reuters
Nick Hamilton
Phone: (651)-274-1183
Email: [email protected]

Confidentiality Statement: T
his proposal includes pricing and confidential corporate information that may not be duplicated, used, or disclosed—in whole or in part—for any purpose other than evaluating this proposal.

Sensitivity: Confidential

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ATTACHMENT 1
Content and Proposal:

CLEAR Code Enforcement Access
Proposed Content:

CLEAR for Law Enforcement access (3 users):
• C LEAR access - Public records searching
• Risk Assessment screening
• ID verification
• Cr iminal history insights (Nationwide)
• L ocate information (phone, email and address)
• Family Findings and Associate analytics
• Social media and web posts
• P roperty Records
• R eal Time incarceration and arrests access / Jail bed access • Monitoring and alerting (people)
Pricing total: $900/month Onboarding & Training included 24/7 Technical/CLEAR Support CLEAR Code Enforcement Access with LPR
Proposed Content:

CLEAR for Law Enforcement access (3 users):
• C LEAR access - Public records searching
• Risk Assessment screening
• ID verification
• Cr iminal history insights (Nationwide)
• L ocate information (phone, email and address)
• Family Findings and Associate analytics
• Social media and web posts
• P roperty Records
• License plate recognition
• R eal Time incarceration and arrests access / Jail bed access • Monitoring and alerting (people)
Pricing total: $1,670/month Onboarding & Training included 24/7 Technical/CLEAR Support All access to and usage of CLEAR is governed by the then-current Thomson Reuters General Terms and Conditions, and applicable Order Form. These documents will be incorporated by reference into and made part of any contract awarded to West pursuant to this proposal.

CONTRACTING W ITH WEST
Any c ontract resulting from this proposal will be with West Publishing Corporation. CLEAR service will begin 1-2 weeks following receipt of a fully executed, clean, and process-able Order Form, and after any necessary credentialing has been completed.

OFFER A CCEPTANCE PERIOD
The terms of this price proposal are valid through July 31, 2025.

Any contract resulting from this proposal will be with:

Legal Contracting Entity
West Publishing Corporation
Doing Business As (DBA)
West, a Thomson Reuters business
Corporate Address
610 Opperman Drive, Eagan, MN 55123
Remittance Address
P.O. Box 6292, Carol Stream, IL 60197-
6292
Federal Tax ID #: 41-
1426973
DUNS #: 14-850-8286
Cage Code: 89101

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ATTACHMENT 1
Thomson Reuters CLEAR

DETAILED CLEAR CONTENT
CLEAR provides access to a comprehensive collection of public records information, including the following:

PERSON SEARCH
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• A rrest Records
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• Experian
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• G lobal Sanctions
• H istorical Credit Bureau
• H unting and Fishing
Licenses/Permits
• H ousehold Listings
• Ne w Movers
• O bituary Records
• O FAC
• P hone Records
• S SA Death
• S tate Death
• TransUnion
• V oter Registration Records
• W ork Affiliations

BUSINESS S EARCH
• B usiness Phones
• B usiness Profile Records
• C anadian Business Phones
• Corporations
• D un & Bradstreet
• E xecutive Affiliation Records
Executive Bios
• E xecutive Profile Records
• F ederal Employer Identification
Number (FEIN)
• F ictitious Business Names (FBN)
• G lobal Sanctions
• O FAC
• P hone Records
• Worldbase

LICENSE S EARCH
• D river License
• H ealthcare Licenses
• P rofessional and Commercial
Licenses
• NPI

PHONE S EARCH
• R everse Phone Number Lookup
• B usiness Phones
• C anadian Business Phones
• C anadian Phones
• Experian
• D un & Bradstreet
• H ousehold Listings
• P hone Records
• TransUnion
• Worldbase

VEHICLES SE ARCH
• Vehicles
• R eal -Time Motor Vehicle Gateway

PROPERTY S EARCH
• Re al Property

WATERCRAFT S EARCH
• S tate Watercraft
• U .S. Coast Guard Watercraft

COURT SE ARCH
• Bankruptcy
• A rrest Records
• Criminal
• Fugitives
• Infractions
• Warrants
• G lobal Sanctions
• Lawsuits
• L iens and Judgments
• S tate and Federal Sanctions
• U niform Commercial Code

INTELLECTUAL P ROPERTY
• U .S. Copyrights
• S tate Trademarks
• U .S. Federal Trademarks
• I nternational Trademarks
• U .S. Patents and Applications
• I nternational Patent Records

DATA H IGHLIGHTS
• R eal -Time Gateways
• L ocator Data
• G lobal Business Information

INCLUDED P REMIUM CONTENT
• L icense Plate Recognition (LPR)
• C oplink X
• Re al -Time Incarceration and Arrest
Records

OPTIONAL PREMIUM CONTENT
• C LEAR ID Confirm
• D elaware Corporate Gateway
Search/ Detail
• H ealthcare- Provider Data
• W orld -Check Risk Intelligence Data

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ATTACHMENT 1
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ATTACHMENT 1
Thomson Reuters CLEAR for Government Fraud
© 2022 Thomson Reuters S067810/5-22
Thomson Reuters is not a consumer reporting agency and none of its services or the data contained therein constitute a ‘consumer report’ as such term is defined in the Federal Fair Credit Reporting Act (FCRA), 15 U.S.C. sec. 1681 et seq. The data provided to you may not be used as a factor in consumer debt collection decisioning, establishing a consumer’s eligibility for credit, insurance, employment, government benefits, or housing, or for any other purpose authorized under the FCRA. By accessing one of our services, you agree not to use the service or data for any purpose authorized under the FCRA or in relation to taking an adverse action relating to a consumer application.

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– Caller ID names
– Carrier contact information
– Notification of ported number
• Credit header information – Key identifying
information such as name, addresses, date of birth,
and SSN from two credit bureaus
- Live gateway data from two of the three
credit bureaus
- Monthly data refreshes of the third credit bureau
• Motor vehicle registration records – Real-time
coverage includes 45 states, Washington D.C.,
and Puerto Rico
Access additional data sets
• DMV records – Driver’s licenses, vehicle, and
watercraft registrations
• Real property data – Nationwide owner, new
movers, and household listings data
• Records of persons – Addresses, death records,
professional licenses, and more
• Criminal and court records – Corrections
department data, arrest and prosecution records,
liens, and other court judgments
• Business data – Company names, industry
directories, affiliations, assets, and UCC filings
Expand your investigations with CLEAR premium add-on content Alerts
Customizable alerts
notify you when any key
information changes on
your person of interest,
including real-time
arrest details and batch
volume search alerting.

CLEAR ID Confirm
Verify identities and
identify potential risk
flags using International
ID and Passport checker,
a fully customizable
solution with access
to comprehensive,
transparent data.

Batch Searching
Volume batch capabilities
allow you to quickly
submit and search
thousands of records at
once to locate current
addresses and phone
data, accessing high-
quality CLEAR data.

CLEAR Real-Time
Incarceration
Arrest Records
Access more than 180
million booking records
and over 40 million
images from over 2800
jails and DOC’s, including
the ability to create photo
lineups within CLEAR.

Real Property Reports
Gain asset transparency
with market analysis
information like
transaction history,
tax assessments,
comparable sales, and
pre-foreclosure notices.

Business Credit Reports
Integrate credit data
from 18 million company
records, including
revenue, mergers and
acquisitions, and sales
volume to strengthen
business assessments.

SEC Business Filings
Review filing forms
and documents
submitted to the U.S.

Securities and Exchange
Commission, including
10-K, 10-Q, 8-K, 20-F,
and 40-F reports.

CLEAR Risk Inform
CLEAR Risk Inform helps
protect organizations
against risk with deep
investigative insights
based on the most
up-to-date criminal
and public records
gathered from across
all state and federal
criminal jurisdictions.

CLEAR Adverse Media
With Sanctions
Access live adverse
media and news content
along with Sanction,
PEP, and SOEs data.

Be alerted to any new
adverse media results
on your customer
or vendor lists.

CLEAR Global
Beneficial Ownership
Understand the
ownership and control of
international corporate
entities. Access
international business
data, business owner
names, percentage
of shares owned,
titles, relationships,
and much more.

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ATTACHMENT 1

THOMSON REUTERS CLEAR
4 CLEAR Risk Screening. Confidently identify risks
and potential threats of a person or business.

CLEAR’ “R isk inform” is a powerful investigative platform that delivers a vast collection of RISK BASED content together streamlining your due diligence process.

Risk screening advantages:

Data — Leverage transparent data be comparing your information against a comprehensive, continuously updated public and private data to identify overall risk
Time — Spend less time on low-risk subjects while quickly detecting and flagging high-risk subjects for deeper investigations
Versatile — Completely customizable scoring and reports – you pick what is important to you and your department

Page 474 of 572 ends

ATTACHMENT 1

THOMSON REUTERS CLEAR
6 Why License Plate Recognition?
• Create a force multiplier effect for your agency by combining your own internal LPR data with a broader network of LPR data.
• Focus your investigation with the ability to search by full or partial license plate, landmark, business, or street.
• Dive deeper on a single record or uncover connections by leveraging radius and linked search capabilities.
• Receive a holistic view of your entire LPR alert list and easily view, manage, and edit alerts through a comprehensive dashboard
• Enhance your investigation by accessing additional analytics from Motorola Solutions’ Vigilant VehicleManager.

Further strengthen your investigative capabilities with Mobile Companion Transform your mobile device into a powerful, secure license plate recognition, analysis, and alerting tool — anywhere you go.

Licenses Plate Recognition - Access over 23 billion
local and nationwide scans.

Support your public safety mission with integrated tools and add-ons that provide robust, powerful investigative capabilities and address challenges across your workflow.

License Plate Recognition
Transform your license plate data into actionable insights or information with License Plate Recognition. - T homson Reuters CLEAR combines comprehensive public and proprietary data with nationwide license plate data from Motorola - S olutions’ secure shared data network to help take vehicle -involved investigations to a more precise level.

- S eamlessly connect nationwide location information with ownership and vehicle details. Plus, radius search capabilities allow you to expand your search and access valuable commercial LPR data along with local person and business information to identify potential connections within one-quarter mile of the reported vehicle location.

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ATTACHMENT 1

THOMSON REUTERS CLEAR
7 Real-Time Arrest Records. Direct jail bed access to
87% of correctional facilities national.

Real-Ti me Incarceration and Arrest Records
Strengthen your investigative capabilities with Real-Time Incarceration and Arrest Records.

CLEAR, c ombined with real-time incarceration and arrest records, delivers up-to-date information for your most critical investigations within a single platform. Law enforcement agencies need solutions that enable them to stay on top of safety threats and investigations, quickly locate persons of interest, and improve officer safety and community well- being. Third- party data sources on CLEAR obtain records directly from local jails and Departments of Corrections as soon as the data is available so you can be confident in the information you receive.

*Booking image subject to vary by agency or jurisdiction Why Real-Time Incarceration and Arrest Records?
• Gain crucial insights to help improve community safety and close gaps in investigations with access to expansive real-time booking records and images. • Quickly see if your subject of interest is incarcerated with up-to-date information. • Manage your workload more effectively by creating alerts to notify you when a witness, person of interest, or subject is arrested or released. • Streamline alert management with a holistic view of your entire alert list and enable collaboration to reduce manual or duplicative work for your team. • Save time with seamless integration and lineup, booking, and alerting capabilities.

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ATTACHMENT 1

THOMSON REUTERS CLEAR FOR LAW ENFORCEMENT

Alerting and Monitoring. Track individuals for any
changes to public records and contact information.

Alert C enter
Manage alerts with greater simplicity
• S treamline alert management with display of active alerts and total alerts for your agency. • R eceive a holistic view of your entire alert list and easily view, manage, and edit alerts through a comprehensive dashboard. • E nable teams to collaborate on alerts and reduce rework among teams and investigators with review status functionality.

Batch
Search thousands of people or businesses at once with Batch Services. • Sav e time by running one search on a large number of people to locate current addresses and phone numbers for finding persons of interest, witnesses, or due diligence. • G lean critical insights with data such as deceased indicators, driver’s license records for warrants, or to enhance internal data records.

Get training and support whenever you need it.

Flexible and free training:
• On line help, instructor-led e-classes, and self-paced tutorials
• Us er guides, manuals, and other product support
materials
• P ersonalized training via phone

• C lasses at your workplace presented by local
Thomson R euters representatives and account managers
• L ive seminars
• T oll -free customer technical assistance (877-242-1229)

Page 477 of 572 ends

ATTACHMENT 1

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Order Form Order ID:Q-09486178
Contact your representative ni ck.hamil ton@tho msonreut ers. co m with any questions.

Thank you.

Sold To Account Address Shipping Address Billing Address Account #: 1000360839

NAPA CODE ENFORCEMENT

CITY OF NAPA
1600 1ST ST
NAPA CA 94559-2430 US

“Customer”
Account #: 1000360839

NAPA CODE ENFORCEMENT

CITY OF NAPA
1600 1ST ST
NAPA CA 94559-2430 US
Account #: 1000360839

NAPA CODE ENFORCEMENT

CITY OF NAPA
1600 1ST ST
NAPA, CA 94559-2430 US
This Order Form is a legal document between Customer and

A. W est Publishing Corporation to the extent that products or services will be provided by West Publishing Corporation, and/or

B. T homson Reuters Enterprise Centre GmbH to the extent that products or services will be provided by Thomson Reuters Enterprise Centre GmbH.

A detailed list of products and services that are provided by Thomson Reuters Enterprise Centre GmbH and current applicable IRS Certification f
orms are available at: https://www.tr.com/trorderinginfo

West Publishing Corporation may also act as an agent on behalf of Thomson Reuters Enterprise Centre GmbH solely with respect to billing and c
ollecting payment from Customer. Thomson Reuters Enterprise Centre GmbH and West Publishing Corporation will be referred to as “Thomson Reuters”, “we” or “our,” in each case with respect to the products and services it is providing, and Customer will be referred to as “you”, or “your” or “Client”.

For Federal Customers the following shall apply: Thomson Reuters General Terms and Conditions (available here:
http://tr.com/federal-general-terms-and-conditions apply to the purchase and use of all products, except print, and together with any applicable Product Specific Terms (set forth below) are incorporated into this Order Form by this reference. In the event that there is a conflict of terms among the General Terms and Conditions, the Product Specific Terms and this Order Form, the order of precedence shall be Order Form, the Product Specific Terms, and last the General Terms and Conditions.

For non-federal customers the following shall apply: Thomson Reuters General Terms and Conditions ( http://tr.com/us-general- terms-and-conditions) apply to the purchase and use of all products, except print, and together with any applicable Product Specific Terms (set forth below) are incorporated into this Order Form by this reference. In the event that there is a conflict of terms among the General Terms and Conditions, the Product Specific Terms and this Order Form, the order of precedence shall be Order Form, the Product Specific Terms, and last the General Terms and Conditions.

ProFlex Products
See Attachment for details

Material # Product Monthly Charges Minimum Terms
(Months)
41308780 CLEAR Proflex $1,670.00 36

Minimum Terms
Your su bscription is effective upon the date we process your order (“Effective Date”) and Monthly Charges will be prorated for the number of days remaining in that month, if any. Your subscription will continue for the number of months listed in the Minimum Term column above plus any Bridge Term that may be outlined above counting from the first day of the month following the Effective Date. Your Monthly Charges during the first twelve (12) months of the Minimum Term are as set forth above. If your Minimum Term is longer than 12 months, then your Monthly Charges for each year of the Minimum Term are displayed in the Attachment to the Order Form.

Post Minimum Terms
Your subscription will automatically renew at the end of the Minimum Term. Each Automatic Renewal Term will be 12 months in length (“
Automatic Renewal Term”), and we will notify you of any change in the Monthly Charges at least 60 days before each Automati c Renewal Term starts. You are also responsible for all Excluded Charges.

Federal government subscribers that chose a multi-year Minimum Term, those additional years will be implemented at your option pursuant to f
ederal law. Either of us may cancel the Automatic Renewal Term by sending notice in writing at least 30 days before an Automatic Renewal Term begins. Send your notice of cancellation to Customer Service, 610 Opperman Drive., P.O. Box 64833, Eagan, MN 55123-1803.

Miscellaneous

Subscriber Information

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ATTACHMENT 1

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The Federal Product Specific Terms can be found here: http://tr.com/federal-product-specific-terms

Applicable Law. If you are a state or local governmental entity, your state’s law will apply, and any claim may be brought in the state or fe deral courts located in your state. If you are a non-governmental entity, this Order Form shall be interpreted under Minnesota state law and any claim by one of us shall exclusively be brought in the state or federal courts in Minnesota. If you are a United States Federal Government subscriber, United States federal law will apply, and any claim may be brought in any federal court.

Charges, Payments & Taxes. You agree to pay all charges in full within 30 days of the date of invoice. You are responsible for any applicable sales, use, value added tax (VAT), etc. unless you are tax exempt. If you are a non-government subscriber and fail to pay your invoiced charges, you are responsible for collection costs including attorneys' fees.

eBilling Contact. A ll invoices for this account will be emailed to your e-Billing Contact(s) unless you have notified us that you would like to be exempt from e-Billing.

Credit Verification.

If you are applying for credit as an individual, we may request a consumer credit report to determine your creditworthiness. If we obtain a consumer credit report, you may request the name, address and telephone number of the agency that supplied the credit report. If you are applying for credit on behalf of a business, we may request a current business financial statement from you to consider your request.

Cancellation Notification Address . S end your notice of cancellation to Customer Service, 610 Opperman Drive, P.O. Box 64833, Eagan MN 55123-1803

Confidentiality of Ordering Document. Y ou understand that disclosure of the terms contained in this ordering document would cause competitive harm to us, and you agree not to disclose these terms to any third person.

Regulated Data. Due to the regulated or private nature of some data in our information products such as credit header data, motor vehicle data, driver license data and voter registration data, you may need to complete a credentialing process which will include certifying what your legally permissible use of the data will be. You agree to immediately notify us if any of the information you provided in your ordering document or during the credentialing process changes. You agree to and warrant that you are the end user of this data and that you will only use it for your own internal business purposes. You also warrant that you will strictly limit the access, use and distribution of this data to user permitted under applicable laws, rules and regulations and as permitted by the third party additional terms. You will keep the data confidential. You will use industry standard administrative, physical and technical safeguards to protect the data. You will not disclose it to anyone except as necessary to carry out your permissible use. You will immediately report any misuse, abuse or compromise of the data. You agree to cooperate with any resulting inquiry. If we reasonably believe that the data has been misused, abused or compromised, we may block access without additional notice. You are responsible for all damages caused by misuse, abuse or compromise of the data by you, your employees and any person or entity with whom you shared the data. We will be responsible for damages cause by us. We are not a consumer reporting agency. You may use information product data to support your own processes and decisions but you may not deny any service or access to a service to a consumer based solely upon the information product data.

Examples of types of service include eligibility for credit or insurance, employment decisions and any other purpose described in the Fair Credit Reporting Act (15 U.S.C.A. 1681b). If the Financial Industry Regulatory Authority regulations apply to you, you may use our information products to verify the accuracy and completeness of information submitted to you by each applicant for registration on Form U4 or Form U5 in compliance with the requirements of FINRA Rule 3110. You may use the information products in this manner only in furtherance of written policies and procedures that are designed to achieve your compliance with FINRA Rule 3110 or as otherwise allowed by the General Terms and Conditions.

Excluded Charges And Schedule A Rates. I
f you access products or services that are not included in your subscription you will be charged our then-current rate (“Excluded Charges”). Excluded Charges will be invoiced and due with your next payment. For your reference, the current Excluded Charges schedules are located http://static.legalsolutions.thomsonreuters.com/static/agreement/schedule-a-clear.pdf and Excluded Charges change from time-to-time upon 30 days written or online notice. We may, at our option, make certain products and services Excluded Charges if we are contractually bound or otherwise required to do so by a third party provider or if products or services are enhanced or if new products or services are released after the effective date of this ordering document. Modification of Excluded Charges or Schedule A rates is not a basis for termination under paragraph 10 of the General Terms and Conditions.

CLEAR Fixed Rate Usage
:If the transactional value of your CLEAR fixed rate usage exceeds your then-current Monthly Charges by more than 10 times in any month (or by 20 times in any month for Enterprise Law Enforcement subscribers), we may limit access to live gateways and request that the parties enter into good faith renegotiation or terminate upon 10 days written notice. Transactional value of your CLEAR usage is calculated based upon our then-current Schedule A rate. Schedule A rates may change upon at least 30 days written or online notice.

Batch Usage
:If you have a fixed rate batch and/or batch alerts subscription and the total of your batch inputs or batch alerts exceeds your annual fixed rate batch or total batch alerts allotment, we may: 1) request the parties enter into good faith negotiations regarding a superseding agreement, 2) terminate your subscription upon 10 days written notice or 3) limit your access to your fixed rate batch subscription for the remainder of the then- current 12 month period, during which time you will continue to be billed your Monthly Charges. If your access to your fixed rate batch subscription has been limited, your access will be reinstated on the first day of the following 12 month period.

If the trial includes Batch Services, you may submit up to 1,000 input lines at no cost. We reserve the right to invoice you for input lines in excess of 1 ,000. You will pay our then current Schedule A rate. Schedule A rates are located at http://legalsolutions.com/schedule-a-clear.

Existing Vigilant Subscribers: W e may terminate your License Plate Recognition (LPR) subscription if you are an existing Vigilant LEARN subscriber whose LPR pricing is based upon your existing Vigilant LEARN agreement, and you cancel your Vigilant LEARN agreement.

Enterprise Law Enforcement Subscribers: Yo
u certify that you have up to the number of Sworn Officers in your employ at this location identified in the QTY Column above. Our pricing for banded products is made in reliance upon your certification. If we learn that the actual number is greater, we reserve the right to increase your charges as applicable.

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ATTACHMENT 1

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CLEAR Subscribers via an Alliance Partner. In limited circumstances we may allow you to access CLEAR through a third party’s (“Service Provider”) software or service (together with CLEAR, the “Integrated System”). In the event that you enter into a license ag reement to access an Integrated System, you agree as follows:

We have no obligation to Service Provider with regard to the functionality or non-functionality of CLEAR during or after the integration. Service P
rovider will have access to CLEAR on your behalf and you will ensure Service Provider’s compliance with the terms and condit ions of the Thomson Reuters General Terms and Conditions located in the General Terms and Conditions paragraph above. Except as otherwise provided in your agreement with us, Data may not (i) be distributed or transferred in whole or in part via the Integrated System or otherwise to any third party, (ii) be stored in bulk or in a searchable database, and (iii) not be used in any way to replace or to substitute for CLEAR or as a component of any material offered for sale, license or distribution to third parties. No party will use any means to discern the source code of our products and product data. You are responsible for Service Provider’s access to CLEAR on your behalf. You are responsible for all damages caused b y misuse, abuse or compromise of the data by Service Provider, you, your employees and any person or entity with which you shared the data. We will be responsible for damages caused by us.

. For Law Enforcement Agencies and Correctional Facilities Only – No Inmate Westlaw or CLEAR Access (direct or indirect) I certify, on behalf of Subscriber, that I understand and accept the security limits of Westlaw or CLEAR ; Subscriber’s respo n sibility for controlling Westlaw, CLEAR, internet and network access; and, how Subscriber will be using Westlaw or CLEAR. I acknow ledge Subscriber’s responsibility for providing West with prompt written notice if Subscriber’s type of use changes.

Only non-inmates/administrative staff will access Westlaw or CLEAR with no direct Westlaw research results provided to inmates (including work p
roduct created as part of inmates’ legal representation). In no event shall anyone other than Subscriber’s approved employee s be provided access to or control of any terminal with access to Westlaw or Westlaw Data.

Functionality of Westlaw or CLEAR cannot and does not limit access to non-W est internet sites. It is Subscriber’s responsibility to control access to the internet.

Subscriber will provide its own firewall, proxy servers or other security technologies as well as desktop security to limit access to the Westlaw or CL
EAR URL and West software (including CD-ROM orders). Subscriber will design, configure and implement its own security configuration.

Subscriber will not use any data nor distribute any data to a third party for use, in a manner contrary to or in violation of any applicable federal, state, o
r local law, rule or regulation or in any manner inconsistent with the General Terms and Conditions.

Subscriber will maintain the most current version of the West software to access CD-ROM Products for security purposes.

Signature for Order ID: Q-09486178
ACKNOWLEDGEMENT Q-09486178
I have read all pages and attachments to this Order Form and I accept the terms on behalf of Subscriber. I warrant that I am authorized to sign this Order Form on behalf of the Subscriber.

\si1\

\ti1\
Signature of Authorized Representative for order Title
\na1\ \ds1\
Printed Name Date
This Order Form will expire and will not be accepted after 6/14/2025 CT.

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ATTACHMENT 1

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Attachment Order ID:Q-09486178
Contact your representative ni ck.hamil ton@tho msonreut ers. co m with any questions . Thank you.

Order ID: Q-09486178
Payment, Shipping and Contact Information
Payment Method:

Payment Method: Bill to Account
Account Number: 1000360839
This order is made pursuant to:

Order Confirmation Contact (#28)
Contact Name:Valadez, Tony
Email:[email protected]

ProFlex Multiple Location Details
Account Number Account Name Account Address Action
1000360839 NAPA CODE

ENFORCEMENT
1600 1ST ST
NAPA
CA 94559-2430 US
New

ProFlex Product Details
Quantity Unit Service Material # Description
1 Each 41308780 CLEAR Proflex
3 Seats 41448992 CLEAR for Government Fraud
3 Seats 41913616 CLEAR Criminal Justice Arrest Gateway PRO Add Seat 3 Seats 42559626 CLEAR GOVERNMENT RISK INFORM PREMIUM PLUS ADD

SEAT BUNDLE
25 Alerts 42019395 ENCLR PRO ALERT PREMIUM BAND ADD
3 Seats 41951227 CLEAR Real Property Reports Pro Addon
3 Seats 42692768 CLEAR LICENSE PLATE RECOGNITION FOR NON -LAW ENFORCEMENT TIER 4

Account Contacts
Contact Name Email Address Customer Type Description
Tony Valadez [email protected] CLEAR PRIMARY CONT Tony Valadez [email protected] EML PSWD CONTACT

IP Address Information
From IP Address To IP Address From IP Address To IP Address From IP Address To IP Address 111.111.111.111

Sub Material Quantity Active Subscription to be Lapsed 41308780 1 CLEAR Proflex
41859364 3 CLEAR Government Investigations Advanced
41951227 3 CLEAR Real Property Reports Pro Addon
41343547 1 CLEAR Alerting Pro Addon

Charges During Minimum Term
Material
#
Product
Name
Monthly
Year 1
Charges
% incr
Yr 1-2*
Monthly
Year 2
Charges
% incr
Yr 2-3*
Monthly
Year 3
Charges
% incr
Yr 3 4*
Monthly
Year 4
Charges
% incr
Yr 4-5*
Monthly
Year 5
Charges
41308780 CLEAR
Proflex $1,670.00 5.00 $1753.50 5.00 $1841.18 N/A $N/A N/A $N/A Charges During Minimum Term
Pricing is displayed only for the years included in the Minimum Term. Years without pricing in above grid are not included in the Minimum Term.

Re
fer to your Order Form for the Post Minimum Term pricing

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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 Enforcement Vehicle & LPR Priority: 1 Department/Division: CDD Parking Security Budget Year: FY 2026/27 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 eq uipment 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
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
23640750 55110 $2,340 O&M- recurring
23640750 55112 $11,400 Replacement- recurring
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $13,740

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

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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: FY27 LImited Term Parking Enforcement
Officer
Priority: 1
Department/Division: CDD Parking Securities Budget Year: FY 2026/27 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? 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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ATTACHMENT 1

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 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 $86,000
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
23640750 51110 $82,047 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 $1,197 Medicare
23640750 52210 $5,752 Rtrmt-PERS Normal Cost
23640750 52410 $1,000 Deferred Compensation
23640750 52510 $3,615 Workers Compensation
23640750 52512 $55 Unemployment Compensation
23640750 52520 $1,357 Retiree Health (GASB 75)
$0
$0

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ATTACHMENT 1

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

Total Expenditures $130,088

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

Page 487 of 572 ends

ATTACHMENT 1

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

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

Package Title: FY27 Parking Assessment-5th Street Garage Priority: 1 Department/Division: SB PBIA-Parking Assessment Budget Year: FY 2026/27 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 $150,700 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 $150,700 Professional Services- 5th Street parking +$20K added each FY.
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $150,700

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: NFECT Detective Position Priority: 1
Department/Division: Police Department Budget Year: FY 2026/27 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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City of Napa Budget Process FY 2025/26 & 2026/27
Budget Package Information

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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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 $153,025 Regular Employees
10021201 51120 $8,828 Holiday Pay
10021201 51130 $10,009 Edu/Cert Pay

10021201

51140

$1,200
Uniform Pay
10021201 51150 $21,423 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 $2,986 Medicare
10021201 52210 $31,471 Rtrmt-PERS Normal Cost
10021201 52320 $1,800 PD-RMT Contributions
10021201 52510 $29,948 Workers Compensation
10021201 52512 $138 Unemployment Compensation
10021201 52520 $3,300 Retiree Health (GASB 75)
Total Expenditures 293,922

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 2026/27 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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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 positions.

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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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 258,802 Full-Time Salaries
10021306 51150 10,352 Police Lead Officer
10021306 52210 55,918 CALPERS
10021306 52110 46,144 Health Insurance
10021306 52510 49,346 Workers Comp
10021306 51120 14,932 Holiday Pay
10021306 52530 4,424 GASB 45
10021306 52150 4,004 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 178 Unemployment
10021306 52130 134 Life
10021306 52210 120 PERS Survivor
10021306 52130 18 AD&D
Total
Expenditures
$452,878

DEDUCTION
10021306 51110 -162,696 Full-Time Salaries
10021306 52210 -10,542 CALPERS
10021306 52110 -46,144 Health Insurance
10021306 52510 -29,074 Workers Comp

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

10021306 52530 -2,606 GASB 45
10021306 52150 -2,360 Medicare
10021306 52120 -2,160 Dental Insurance
10021306 52140 -92 EAP
10021306 52410 -2000 Deferred Comp
10021306 52512 -104 Unemployment
10021306 52130 -134 Life
10021306 52210 -120 PERS Survivor
10021306 52130 -18 AD&D
Total Expenditures -258,050

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: 9-1-1 System Support and Maintenance Priority: 1 Department/Division: Police / Dispatch Budget Year: FY 2026/27 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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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: TabletCommand Dispatch System
Subscription
Priority: 1
Department/Division: Police / Dispatch Budget Year: FY 2026/27 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
10021400 $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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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: Community Services Officer Truck O&M Priority: 1 Department/Division: Police Department/Patrol Budget Year: FY 2026/27 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 – O&M
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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City of Napa Budget Process FY 2025/26 & 2026/27
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
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10021306 55112 $6,720 Monthly Replacement Cost
10021306 55110 $3,360 Recurring O&M
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures

$10,080

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

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

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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: Criticall NeoGov Subscription Dispatch Priority: 1 Department/Division: Police / Dispatch Budget Year: FY 2026/27 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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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
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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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: Risk Office Assistant Priority: 1
Department/Division: City Manager’s Office - Risk
Management
Budget Year: FY 2026/27
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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City of Napa Budget Process FY 2025/26 & 2026/27
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• Ensuring that damaged infrastructure is repaired using recovered funds, the Office Assistant helps the city maintain compliance with traffic safety regulations and standards set by state or federal transportation agencies.

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

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 engagement 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 $67,575
64012100 52110 $32,820
64012100 52120 $1,648
64012100 52130 $76
64012100 52140 $46
64012100 52150 $980
64012100 52210 $4,710
64012100 52410 $1,000
64012100 52510 $419
64012100 52512 $45
64012100 52520 $1,111
Total Expenditures $110,431 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 2026/27
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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$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:

$10,000

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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 2026/27 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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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
$$205 00 ,00, 00000
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: FY2026-27 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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$0
$0
$0
Total Revenue $0
Estimated Costs for this Budget Package:

GL Org GL Object Amount Comments
10019104 53260 $400,000 Various abatement contracts.
10019104 51310 $50,000 Overtime to police, parking, and park staff for coordinated efforts

Total Expenditures $450,000

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 2026/27 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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and housing programs for the City of Napa so that City staff can focus on intervention and enforcement.

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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$0
$0
$0
$0
$0
$0
$0
Total Expenditures $550,000

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: Parks & Community Space Landscaping Priority: 1 Department/Division: Parks Budget Year: FY 2026/27
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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weed free landscapes.
• Utilize Landscape areas to enhance the city’s urban forest by planting more trees. • Support higher level of tree care to reduce work load and tree related risk issues to the City. • Support the development of park landscape standards.
• Greatly improve the ascetics of public spaces.

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 revi ewing this Budget Package:

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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 2026/27
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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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 $43,499 Regular Employees
10050100 51161 $(50) AMP Apparel
10050100 51912 $(36,931) 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 $630 Medicare
10050100 52210 $3,028 Rtrmt-PERS Normal Cost
10050100 52410 $(41) Deferred Compensation
10050100 52510 $(5,569) Workers Compensation
10050100 52512 $29 Unemployment Compensation

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10050100 52520 $696 Retiree Health (GASB 75)
10050100 52912 $(17,978) Interdept Credit-Benefits
30030210 51910 $36,931 Interdept Charge-Labor
30030210 51912 $17,978 Interdept Charge-Benefits

Total Expenditures $90,962 GF Cost $36,053.67

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

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%

10050100 51152 $1,660 Specialty Pay Non-PERS

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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 2026/27 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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the City Council’s priorities. In addition, the transition to drones also supports the City’s commitment to public safety and reducing the potential fire danger for the community.

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
$0

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$0
$0
$0
$0
Total Expenditures $150,000

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: Restoration Recreation Division Priority: 1 Department/Division: Parks & Recreation Budget Year: FY 2026/27 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 Department seeks to provide additional parks and recreation programs vital to residents and increase services highly desired by the community. 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. Restoration efforts have been aligned with the 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 reque st 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 Napa. This request includes funding for a modified 8-page mailer to provide important information and further engage with Napa residents about key programs, services, and infrastructure investments in our parks. 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

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spaces. The goal is to fully utilize these important community resources by ensuring adequate 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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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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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 2026/27 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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parks projects increasing, we need to appropriately resource this division to deliver the volume of park projects requested by the Council.

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 $141,479 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 $2,052 Medicare
52210 $9,865 Rtrmt-PERS Normal Cost
52430 $2,122 Management Leave Payout
52510 $878 Workers Compensation
52512 $95 Unemployment Compensation
52520 $2,328 Retiree Health (GASB 75)
55210 $650 IT Replacement
51912 $(71,474) Interdept Credit-Labor
52912 $(25,927) Interdept Credit-Benefits
Total Expenditures $98,051

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

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

Package Title: South Jefferson Park Feasibility Planning – Phase I Environmental
Priority: 1
Department/Division: Parks and Recreation Services Budget Year: FY 2026/27 Department Contact: Ali Koenig GL Org: 10150100
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 project will kick-off the feasibility planning for development of a community park at the South Jefferson property located off South Jefferson Street, currently a closed wetlands area. The scope includes conducting preliminary environmental studies to evaluate site conditions. This effort will support future project planning phases which would identify and develop designs for potential park configurations.

Feasibility planning is focused on understanding existing conditions to balance future recreational opportunities with environmental preservation.

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 interest in evaluating the feasibility , options, and costs for designing and constructing a community park (natural open space park or other) at the South Jefferson property. This project would provide preliminary information for this overall planning effort.

What are the consequences of not funding this request?

By not funding this request, the City would lack information and progress towards developing the South Jefferson property into a City-owned and operated community park.

What alternatives were considered when creating this request?

As this project was specifically requested by Council, no alternatives were considered.

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How will you measure success?

Success will be measured in the City’s ability to proceed to Phase II Feasibility Planning which would develop and identify designs for potential park configurations.

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 $85,000 Non-Recurring PRS Admin / Contract Services $0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
Total Expenditures $85,000

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: FD- One Battalion Chief Reclass to Deputy Chief
Priority: 1
Department/Division: Fire/Operations Budget Year: FY 2026/27 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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impacts are considered, leading to well-rounded strategies. In times of crisis or organizational change, having two deputies allows one to focus on the immediate challenges (e.g., operations during emergencies) while the other ensures administrative stability (e.g., maintaining budgets and ensuring regulatory compliance).

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 $33,380 Regular Employees

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10022300 51150 ($22,254) BC 40 HR Admin 10%
10022300 51120 $1,926 Holiday Pay
10022300 51130 ($530) Edu/Cert Pay
10022300 51140 - Uniform Pay
10022300 51150 $1,669 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 $528 Medicare
10022300 52210 $5,569 Rtrmt-PERS Normal Cost
10022300 52310 $515 FD-HRA Contributions
10022300 52311 - FD-RMT Contributions
10022300 52410 $515 Deferred Compensation
10022300 52430 $501 Management Leave Payout
10022300 52510 $4,785 Workers Compensation
10022300 52512 $24 Unemployment Compensation
10022300 52520 $584 Retiree Health (GASB 75)
Total Expenditures $27,212

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: FY27 FD- Emergency Manager FTE Priority: 1 Department/Division: Fire/Operations Budget Year: FY 2026/27 Department Contact: Zach Curren GL Org: 10022101
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 Fire Department recommends that the City prioritize the responsibilities of emergency management and add one full-time Emergency Manager position that can increase City staff preparedness for all types of emergencies as well as understanding of emergency plans, roles and responsibilities, provide additional position-specific training for key City staff, pre-develop emergency management objectives, update maps, and improve Emergency Operations Center (EOC) efficiency.

Risk supports adding a disaster/emergency preparedness position to the City to proactively address risks associated with natural disasters, public health crises, and other emergencies. The City has been increasingly affected by emergencies, including wildfires, earthquakes, flooding, and public health crises like COVID-19. These issues underscore the need for dedicated emergency management expertise at our local level. This role would focus on maintaining emergency operations plans, conducting hazard vulnerability assessments, and leading training and exercises for City staff. The position would ensure compliance with CalOSHA and FEMA emergency management guidelines, improving eligibility for disaster recovery funding and hazard mitigation grants. Moreover, an emergency manager would enhance coordination between City departments, regional partners, and external agencies, ensuring a unified response during emergencies. By identifying vulnerabilities and implementing risk reduction strategies prior to disasters, this role can minimize potential liabilities, reduce insurance claims, and safeguard residents, businesses, and City assets. This investment would demonstrate the City’s commitment to public safety, and fiscal responsibility in the face of increasing threats from statewide and local emergencies.

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Why is this needed, and how does it align with Council and/or Department priorities? The City of Napa is responsible for directing City-wide all-hazards emergency/disaster worker training, preparedness, response, mitigation, and recovery activities for natural, environmental, and other emergencies impacting the city. The city does maintain several emergency-related plans, including the Emergency Operations Plan (EOP) and the Hazard Mitigation Plan (HMP). Unfortunately, with the regular recurrence of impactful disasters, as well as the growing impacts of climate change including increased risk to fire, flood, heat, and drought related emergencies, the city has been unable to adequately plan and prepare for disaster response and its related impacts. The city currently attempts to fill these responsibilities with existing staff and resources; however, workload and staffing challenges have limited the ability to accomplish these critical tasks. Additionally, the city has had high rates of personnel turnover at all levels. Key positions related to disaster response are no longer in place, and the city has been unable to maintain adequate training for both field personnel and those assigned to the City Emergency Operations Center (EOC) or relevant Department Operations Centers (DOC). The city has also missed opportunities to seek funding and reimbursement due to a lack of adequate training, staffing and plans- following the 2014 Earthquake the City was unable to qualify for some FEMA reimbursement (estimated at over $1M) due to not having a Debris Management Plan.

In 2020, the City of Napa was selected to receive a grant from the California Office of Emergency Services (Cal OES) for the update of the City’s Hazard Mitigation Plan which had not been updated since November 2015. The approval of the Hazard Mitigation Plan brings the City of Napa into compliance with the Federal Disaster Mitigation Act of 2000, which allows us to be eligible for federal grants and FEMA reimbursement for federally declared disasters. This plan identifies risks to vulnerable assets, both people and property. Most importantly, the mitigation strategy presented in this Plan responds to the identified vulnerabilities within the community and provides prescriptions or actions to achieve the greatest risk reduction based upon available resources. The Plan update was adopted by City Council on May 17, 2022. Currently each city department has responsibility over their relevant areas as described in the plan, but there is no city-wide oversight to ensure initiative completion.

The Hazard Mitigation Plan identified areas of extreme risk and provided financial and technical mitigation resources based upon current gaps. One of the recommended actions that resulted from this study was the need to establish a Disaster Coordinator or Emergency Operations Manager position. The Plan specified that this position would have long term impacts on the reduction of risk exposure for life and property and promote an overall natural hazard-safe community. The current General Plan (final draft presented to Council on October 18th, 2022) addresses current climate change and increasing risk of natural disasters and related hazards. The Plan states, “the city needs to proactively mitigate safety hazards and be prepared for disasters in order to maintain a safe, enjoyable, and resilient community.” The General Plan Public Safety Element (8.9) also provides goals and policies to guide the City’s response to emergencies, however staffing constraints and limited subject knowledge results in a Plan unable to be fully executed and maintained.

Additionally, in 2022 the Fire Department hired a consultant to conduct an in-depth Organizational and Operational Analysis, which included an analysis of community preparedness for disasters within the fire department organization. This report found current staffing for emergency preparedness to no longer be sufficient due to increased call volume, staffing considerations, resource management and mutual -aid activities. The report recommends that the city hire a dedicated Emergency Manager which would provide for enhanced and consistent oversight of city-wide preparedness, planning, training, response and mitigation.

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In addition, it should be noted that community outreach and education efforts are limited. City staff from various departments are only able to contribute minimal community disaster preparedness and education information through regular means (social media, City website, etc.) which are shared for all types of City community outreach. There is no formal effort to educate and prepare the community for disaster, resiliency, and recovery. Furthermore, the is no coordinated formal effort to facilitate cooperation and interaction with the various community groups that are active in disasters. The Fire Department maintains some basic contact with Napa Community Emergency Response Team (CERT) and Community Organizations Active in a Disaster (COAD), but formal coordination

To accomplish the initiatives mentioned above, the Fire Department recommends that the City prioritize the responsibilities of emergency management and add one full-time Emergency Manager position that can increase City staff understanding of emergency plans, roles and responsibilities, provide additional position-specific training for key City staff, pre-develop emergency management objectives, update maps, and improve Emergency Operations Center (EOC) functionality. This position would plan, organize, and coordinate City-wide emergency management and disaster mitigation activities, plans and training; develop, coordinate, and implement the City’s preparedness, response and recovery programs.

Additionally, a full-time Emergency Manager is needed to ensure plans continue to be regularly reviewed, updated, and implemented, such as the City’s Hazard Mitigation Plan (HMP) and Emergency Operations Plan (EOP), as well as the needed Continuity of Operations Plan (COOP) and Community Wildfire Protection Plan (CWPP) which have yet to be developed.

This position will benefit all City departments and alleviate or otherwise reduce many risks the city and to our community. Responsibilities may include but are not limited to management of the City’s emergency plans; conduct emergency preparedness training for City employees (NIMS/SEMS/emergency worker prep); serve as liaison with local, state and federal agencies to ensure compliance; assist the City Manager, acting as Emergency Services Director, with development and presentation of critical incident updates to City Council; maintain EOC preparedness and readiness; conduct community emergency preparedness forums and assist in the administration of fuel reduction efforts.

Measure G’s focus on public safety and critical services supports the funding of an emergency manager position. An emergency manager is vital for coordinating disaster preparedness, response, and recovery efforts, ensuring community resilience during crises. Funding this position aligns with Measure G's objectives by enhancing the city's ability to manage emergencies effectively, thereby safeguarding residents, infrastructure and local economy. Funding an emergency manager position through Measure G would support the measure's commitment to public safety and critical services, enhancing Napa's preparedness and response capabilities.

What are the consequences of not funding this request? Workload and staffing challenges will continue to impact each Department's ability to accomplish critical tasks relating to emergency response. Key postions related to disaster response will be unable to maintain adequate training and continued missed opportutnies for FEMA funding and reimbursement.

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What alternatives were considered when creating this request? The Fire Department reached out to other agencies to discuss alternatives and benefits which resulted in the greatest benefit coming from those employed as full-time employee. An alternative is contract services with those that specialize in emergency management, however, Consultants are limited in knowledge and resources regarding citywide processes and procedures. This position assigned tasks warrant a full-time position. It should also be noted that there are annual opportunities for grants to support City emergency management efforts, such as the grant-supported development of our local Hazard Mitigation Plan mentioned above.

Grant funding for city planning efforts will continue and would be managed by the requested Emergency Manager position (but will not pay for the position itself).

How will you measure success? A dedicated Emergency Manager would allow consistent oversight and coordination of the emergency operations center, maintain/update, required/recommended plans and annexes as needed, and have the ability to provide emergency preparedness training Citywide. Each of these programs will be monitored by the Emergency Manager for continued compliance and opportunities for improvement.

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
10022101 51110 Regular Employees
10022101 51161 $50 Specialty Pay
10022101 51152 $1,420 Specialty Pay – Non PERS
10022101 52110 $32,820 Health Insurance
10022101 52120 $1,648 Dental
10022101 52140 $46 Employee Asst Prog Exp
10022101 52150 Medicare
10022101 52210 Rtrmt-PERS Normal Cost
10022101 52430 Management Leave Payout
10022101 52510 Workers Compensation
10022101 52512 Unemployment Compensation
10022101 52520 Retiree Health (GASB 75)
$165,087
$2,634
$11,971
$2,476
$1,065
$110
$2,825

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Total Expenditures

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

$222,153

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

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 128,619 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 1,940 Salary & Benefits
10013100 52210 9,327 Salary & Benefits
10013100 52430 1,929 Salary & Benefits
10013100 52510 830 Salary & Benefits
10013100 52512 86 Salary & Benefits
10013100 52520 2,201 Salary & Benefits
10013100 55210 650 IT Replacement

Total Expenditures 181,566

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Budget Package Information

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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Appendix D
Fiscal Policy

Fiscal Years
2025/26 and 2026/27

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Appendix H
Fleet Replacement &
Planned Purchases

Fiscal Years
2025/26 and 2026/27

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Napa City CouncilJune 3, 2025

Napa City Council
June 3, 2025