ATCH 1 - Fiscal Year 2026/27 Proposed Mid-Cycle Budget

PROPOSED MID-CYCLE BUDGET
Fiscal Year 2026/27
1 ATTACHMENT 1
MID-CYCLE BUDGET - FY 2026/27

o Summary ...……………………………………………………………………….… 44 4
o General Fund ………………………………………………………………………. 6
o Projections for FY 2025/26
o Requested Revenue / Expenditure Adjustments to FY 2026/27 o Budget Packages for FY 2026/27
o Summary of General Fund Adjustments
o Non-Recurring General Fund ……………………………………………………. 111 11 o Projections for FY 2025/26
o Budget Packages for FY 2026/27
o Summary of Non-Recurring General Fund Adjustments
o Proprietary Funds - Enterprise Funds & Housing Authority ...…………….…… 13 o Solid Waste & Recycling
 Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
 Budget Packages
o Water Fund
 Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
 Budget Packages / CIP
o Housing Authority
 Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
o Internal Service Funds …….………………………………………………………. 20 o Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
 Budget Packages

2 2

22 3

MID-CYCLE BUDGET - FY 2026/27
o Capital Project Funds …….…………………………………………….….……… 21 o Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
 Budget Packages / CIP by Funding Source
o CIP Update Detail
o Special Revenue Funds …….…………………………………………….………. 23 o Requested Adjustments to FY 2026/27
 Revenue / Expenditure Adjustments to FY 2026/27
o Performance Measure Update ………………………………………….….......... 29 o Appendix A: Five-Year Staffing Plan……………………….…........................... 34 o Appendix B: Interfund Transfers……………………….…................................. 47 o Appendix C: Budget Package Details……………………….…......................... 48 o Appendix D: Capital Improvement Project Details……………………............... 65 o Appendix E: Fleet Replacement Schedule………………………………………. 114

3 MID-CYCLE BUDGET - FY 2026/27

Summary

The City’s two-year biennial budget for fiscal years 2025/26 and 2026/27 was adopted by the City Council on June 17, 2025. The FY 2025/26 budget as originally adopted estimated revenues of $163.4 million to fund expenditures of $ 163.2 million, resulting in a balanced General Fund budget. Council approved appropriation increases over the course of the year resulted in an adjusted budget of $165.9 million in revenues and $182.8 million in expend itures. $6.8 million of budget carried forward from FY 202 4/25 for General Fund encumbrances and Measure G funding commitments for capital projects.

An additional $10.9 million of FY 2024/25’s ending fund balance was utilized to balance the budget resulting in a projected $1.5 million surplus after reserve contributions. We currently project that the actual surplus for FY 202 5/26 will be $ 2.8 million, with $ 0.8 million remaining after t he reserve contributions of $ 2.0 million have been made as budgeted and in accordance with the fiscal policy.

The City of Napa continues to experience moderate growth across its three primary revenue sources: Property Tax, Sales Tax, and Transient Occupancy Tax (TOT).

Property Tax growth remains consistent with projections included in the adopted biennial budget. However, projected revenues from the City’s base 1% Bradley-Burns Sales Tax have been revised downward for both FY 2025/26 and FY 2026/27. As part of the Mid - Year budget process, FY 2025/26 Sales Tax revenue was reduced by $0.6 million to align with updated economic forecasts.

In contrast, Measure G Transaction and Use Tax revenues , implemented April 1, 2025, were not adjusted in FY 2025/26. Actual receipts from the first two quarters of FY 2025/26 indicate that Measure G is outperforming initial projections and exceeding the growth rate of the Bradley-Burns Sales Tax.

Transient Occupancy Tax (TOT) is also projected to experience moderate growth, though revised estimates differ from those included in the adopted biennial budget. At the time of adoption, final quarter TOT data for FY 202 4/25 was unavailable, and given that FY 2023/24 receipts trailed FY 2022/23, no growth was assumed for FY 2024/25. However, final FY 2024/25 TOT revenues exceeded budget by $1.5 million. Based on this stronger- than expected performance, along with actual receipts from the first two quarters of FY 2025/26, the FY 2025/26 TOT revenue budget has been increased by $1.8 million, reflecting a projected 2% growth over FY 2024/25 actuals.

Revenues from Licenses and Permits, as well as Charges for Services, are exceeding projections included in the adopted biennial budget. City investment earnings have remained strong in recent years , however, recent utilization of cash reserves for the acquisition of the Harvest Recreational Site reduce d the investable cash base used to generate returns and is resulting in lower-than-budgeted investment earnings.

Property tax revenues remain stable, supported by resilient assessed valuations despite a moderating housing market and higher interest rates. Sales tax growth has flattened in the near term due to softer consumer spending and broader economic uncertainty but is 4 MID-CYCLE BUDGET - FY 2026/27

projected to return to historical growth trends in future years. TOT continues to exhibit elasticity and volatility driven by fluctuations in tourism demand and pricing, requiring ongoing monitoring and analysis. Despite these mixed conditions, the City of Napa is faring well in the current economic environment and remains well-positioned through prudent financial planning, conservative revenue assumptions, and disciplined fiscal management to sustain service levels and long-term financial stability.

The Mid -Cycle budget review packet presents the current status and proposed adjustments to the FY 2026/27 budget as adopted June 17, 2025 by fund. The proposed adjustments in the fund sections have been grouped into the following categories:

 Revenue & Expenditure Adjustments – Proposed revenue and expenditure adjustments related to authorized programs and activities, including corrections to the original adopted budget.

 Budget Packages / CIP – Proposed new programs / activities and changes to Capital Improvement Projects.

5 MID-CYCLE BUDGET - FY 2026/27

General Fund w/ Measure G

The City’s General Fund serves as the primary operating fund of the C ity of Napa and accounts for all financial resources except those required to be accounted for in another fund.

The General Fund also includes revenues from the Measure G Transaction and Use Tax, which began collection on April 1, 2025. Although Measure G revenues are maintained in a separate fund, where funding for core services and projects is administered through transfers within the General Fund and to other funds, these revenues are considered a general tax. As such, they are reflected within General Fund financial reporting.

General Fund
w/ Measure G
FY 2025/26 A djusted
Budget
(through 3rd Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Operating Revenues
Property Tax 53,259,332 53,259,772 55,024,668 333,078 - 55,357,746 Sales Tax 23,066,767 23,066,767 24,388,504 (1,014,431) - 23,374,073 Sales Tax - Measure G 22,373,130 22,373,130 23,046,816 1,436,184 - 24,483,000 Transient Occupancy Tax 31,518,080 31,518,080 30,325,518 1,507,319 - 31,832,837 Business License Tax 5,446,765 5,031,240 6,392,936 (1,160,311) - 5,232,625 Other Taxes 2,741,560 2,706,340 2,792,110 - - 2,792,110 Licenses and Permits 3,916,538 4,261,227 3,622,229 818,648 - 4,440,877 Charges for Services 7,822,624 7,762,032 7,411,617 362,544 - 7,774,161 Intergovernmental 1,047,847 1,282,409 265,853 (100,000) - 165,853 Investment Earnings 3,312,500 2,100,000 3,125,000 (1,025,000) - 2,100,000 Miscellaneous Revenues 41,000 41,000 41,000 8,000 - 49,000 Financing Revenues 461,995 461,835 228,000 - - 228,000 Transfers In 10,903,086 10,903,086 11,763,333 (61,870) - 11,701,463 Total Operating Revenues 165,911,224 164,766,918 168,427,584 1,104,161 - 169,531,745 Operating Expenditures
City Council / City Clerk 1,856,749 1,845,277 1,871,000 27,027 10,000 1,908,027 City Manager 6,910,418 6,774,327 7,038,446 91,964 - 7,130,410 Finance 5,901,692 5,631,612 6,244,028 (96,745) - 6,147,283 City Attorney 1,931,683 1,952,421 1,919,930 (24,250) - 1,895,680 Human Resources 2,661,202 2,668,363 2,657,480 37,575 256,220 2,951,275 Community Development 7,048,770 6,828,972 6,821,676 (75,635) - 6,746,041 General Government (includes CIP reserve contributions) 52,184,092 51,946,911 35,769,615 1,085,008 - 37,554,096 Police Department 43,617,227 43,570,207 45,185,032 (1,029,885) - 44,155,147 Fire Department 29,394,935 29,758,596 29,302,431 1,016,141 - 30,318,572 Public Works 17,839,912 17,974,777 18,829,821 (322,689) - 18,507,132 Parks & Recreation 11,401,871 11,400,574 11,627,091 87,398 - 11,714,489 Total Operating Expenditures 180,748,551 180,352,037 167,266,550 795,909 266,220 169,028,152 FY 2024/25 Unassigned Fund Balance - Appropriated 18,405,235 18,405,235 Net Operating Surplus/(Deficit) 3,567,908 2,820,116 1,161,034 503,593 Fiscal Policy Reserve Contributions
Operating Reserve 505,154 505,154 662,565 (489,631) - 172,934 Emergency Reserve 1,414,430 1,414,430 236,630 (174,868) - 61,762 Contingency Reserve 101,031 101,031 47,326 (34,974) - 12,352 Total Fiscal Policy Reserve Contributions 2,020,614 2,020,614 946,521 (699,473) - 247,048 Net Surplus/(Deficit) 1,547,294 799,502 214,513 256,545 Projected Fund Balance at June 30
Legally Restricted / Committed 3,662,178 3,662,178 3,662,178 - - 3,662,178 Operating Reserve 6,991,647 6,991,647 7,654,212 (489,631) - 7,164,581 Emergency 19,576,612 19,576,612 19,813,243 (174,868) - 19,638,374 Contingency Reserve 1,398,329 1,398,329 1,445,656 (34,974) - 1,410,682 Unassigned Fund Balance 1,547,294 799,502 214,513 - - 256,545 TOTAL Projected Fund Balance at June 30 33,176,061 32,428,269 32,789,801 32,132,360 6 MID-CYCLE BUDGET - FY 2026/27

General Fund Projections for FY 2025/26

Revenue: The FY 2025/26 adjusted budget assumes $165.9 million in General Fund Revenues. Current p rojections anticipate FY 20 25/26 revenues to be at 99% of the adjusted budget due mainly to the thorough analysis done through the FY 202 5/26 Mid- year adjustments.

Expenditure: The FY 2025/26 adjusted budget appropriated $ 182.8 million in General Fund Expenditures. Current projections of $ 182.4 million anticipate FY 2025/26 expenditures to be 99% of the adjusted budget.

There are no significant over-expenditures or under-expenditures ( 10% or greater) projected by Departments.

7 MID-CYCLE BUDGET - FY 2026/27

Requested Revenue / Expenditure Adjustments for FY 2026/27 – General Fund w/ Measure G

The following table provides a summary of the Revenue and Expenditure adjustments for FY 2026/27, and shows the impact these adjustments will have on fiscal policy reserve contributions.

Revenues: Based on the FY 2025/26 projections and consultant provided projections, it is requested that the revenue budget for FY 2026/27 be increased by $1.1 million.

Requested adjustments are based on current economic conditions, updated projections or, in the case of Transfers In, changes to City operations and the need to balance the General Fund budget.

FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Revenue Adjustments 1,104,161
Property Tax - Increased due to higher projected assessment value 333,078 Sales Tax - 1% Bradley Burns, HDL's updated projections decreased (1,014,431) Sales Tax Measure G - Increased based on HDL's updated projections 1,436,184 Transient Occupancy Tax - Increased based on FY 2024/25 and FY 2025/26 YTD actuals 1,507,319 Business License Tax - Decreased based on FY 2024/25 and FY 2025/26 YTD actuals (1,160,311) Licenses and Permits - Increased based on higher revenue in FY 2024/25 and FY 2025/26 YTD actuals 818,648 Charges for Services - Increased due to trend 362,544
Intergovernmental - Decrease for reimbursement agreements (100,000) Investment Earnings - Decrease based on lower cash on hand & market trends (1,025,000) Miscellaneous Revenues - Increase due to rents and royalties agreements 8,000 Transfers In - Usage of Measure G fund balance for Measure G projects 560,247 Transfers In - Increase in Measure G core services support for 911 & Dispatch 2,109,916 Transfers In - Decreased for Cost Allocation Plan update (2,732,033) Expenditure Adjustments 1,761,602
City Council / City Clerk - Salary & Benefits update (23,239), increase in postage & budget package to add captioning and facilitate remote public comment that meets SB 707 mandates (16,800), General Liability update (-3,012)
37,027
City Manager - Salary & Benefits update (94,491), General Liability update (-2,527) 91,964 Finance - Salary & Benefits update (-89,807), General Liability update (-6,938) (96,745) City Attorney - Salary & Benefits update (-22,607), General Liability update (-1,643) (24,250) Human Resources -Salary & Benefits update and budget package for HR Manager (292,476), General Liability update (1,139)
293,795
Community Resources & Development - Salary & Benefits update (15,822), General Liability update (-91,457)
(75,635)
General Government - Budget correction (-1,000,000), Animal Shelter increase (212,259), General Liability update (-241,059), reserve adjustments per policy (693,869), transfer out from Measure G for 911/Dispatch Services (2,109,916)
1,784,481
Police Department - Salary & Benefits update (-589,139), General Liability update (-440,746) (1,029,885) Fire Department - Salary & Benefits update (1,043,634), General Liability update (-27,493) 1,016,141 Public Works - Salary & Benefits update (30,313), General Liability update (-292,376) (322,689) Parks & Recreation - Salary & Benefits update (110,250), General Liability update (-22,852) 87,398 Reserve Contribution Adjustments (699,473)
Operating Reserve (5% of Operating Expenditures) (174,868) Emergency Reserve (14% of Operating Expenditures) (489,631) Contingency Reserve (1% of Operating Expenditures) (34,974) General Fund - Proposed Adjustments TOTAL 1,104,161 1,062,129 General Fund w/ Measure G
8 MID-CYCLE BUDGET - FY 2026/27

Expenditures: The significant adjustments ($100k+ or affecting multiple departments) to the FY 2026/27 appropriation budget are identified below:

All Departments:
 Salaries & Benefits Update – An additional $0.9 million adjustment for the General Fund to reflect the cost of the current workforce census which includes cost increase assumptions, a proposed FTE request, and the reduction in postemployment benefit obligations.
 General Liability Insurance Update – After a thorough analysis of the City’s historical liability insurance experience, the City elected to adopt a lower premium structure with a higher single-incident r eport, resulting in a reduction to overall program costs. The cost recovery model was recalibrated, yielding a $1.1 million reduction in charges to General Fund departments.

General Government : A $1.0 million budget reduction in Services-External is needed due to an administrative budget error. This is offset by an increase of $0.2 million increase for the City’s Animal Shelter obligation.

Measure G: A $2.1 million increase for core service support from Measure G is proposed for the City’s 9-1-1 and Dispatch Services. These services are essential for providing pre -arrival medical instructions , maintaining emergency response times and coordinating police and fire responses, making them critical to protecting life and property throughout the city and county. Using Measure G ensures stable, locally controlled funding for these ongoing operations while aligning with the Measure G funding principles by addressing critical needs and maximizing community benefit.

City Reserves: General Fund reserves obligations per fiscal policy will decrease by $0.7 million within this proposed budget due to mid -year adjustments in FY 2025/26 requiring additional contributions. A $0.7 million increase to the transfer out to the Capital Improvement Fund’s General Reserve is proposed changing the

0.5% contribution of General Fund expenditures to 1.0%.

9 MID-CYCLE BUDGET - FY 2026/27

Budget Packages for FY 2026/27 – General Fund

The following table provides a summary of the General Fund operating budget packages for FY 2026/27, and resulting impacts on required fiscal policy contributions.

Summary of General Fund Adjustments

The original adopted FY 2026/27 budget showed the General Fund with a net surplus of $214,513. Total proposed adjustments for the General Fund increase revenue by $1,104,161 and increase expenditures by $1,062,129 resulting in a budgeted net surplus of $256,545 after completion of transfers to reserves.

General Fund
FY 2026/27
Offsetting
Revenues
FY 2026/27
BP or CIP
Expenditures
City Clerk - 10,000
Public Meeting Compliance: Zoom and Captioning Services Ensures compliance with California SB707 for public participation in meetings and aligns with federal WCAG/ADA accessibility standards. These tools enchance inclusivity, transparency, and meaningful community engagement in public decision-making. 10,000 Human Resources 256,220
Training & Organizational Development Staffing
The role is responsible for designing and building the systems, tools, and learning architecture that strengthen the full employee lifecycle 256,220
Reserve Contribution Adjustments 53,244
Operating Reserve (5% of Operating Expenditures) 13,311 Emergency Reserve (14% of Operating Expenditures) 37,271 Contingency Reserve (1% of Operating Expenditures) 2,662 General Fund - Proposed Budget Packages / CIP Update TOTAL - 319,464 10 MID-CYCLE BUDGET - FY 2026/27

Non-Recurring General Fund

The city’s Non-Recurring General Fund represents “one-time” revenues and expenditures.

Projections for FY 2025/26
Revenue: The FY 2025/26 adjusted budget included $34.3 million in Non-Recurring General Fund Revenues, of which $29.1 million is attributed to the purchase and project planning for the Harvest Recreational Site. $2.3 million is related to Intergovernmental grants/donations and $0.3 million is from the remaining Excess ERAF that was not used in the General Fund to balance the budget. Any revenues not received by June 30 will be validated then re-budgeted in FY 2026/27 through the annual carry-forward process.

Expenditure: The FY 2025/26 adjusted budget appropriated $40.3 million in Non- Recurring General Fund Expenditures, of which $29.1 million is attributed to the forementioned Harvest Recreational Site purchase and project planning. $2.3 million corresponds directly to the Intergovernmental grants/donation revenue.

Current projections anticipate FY 2025/26 expenditures to be $39.4 million, $0.8 million under budget. Any unspent expenditure appropriation available on June 30 will be validated,and then re-budgeted in FY 2026/27 through the annual carry-forward process.

Non-Recurring General
Fund
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Non-Recurring Revenues
Property Tax 250,000 250,000 250,000 - 250,000 Licenses and Permits 400,000 150,000 400,000 - 400,000 Charges for Services 1,792,124 1,792,124 926,004 - 926,004 Intergovernmental 2,297,984 2,367,604 100,000 (100,000) - - Investment Earnings 200,000 200,000 - 240,000 - 240,000 Transfers In 29,380,000 29,380,000 4,600,000 - - 4,600,000 Total Non-Recurring Revenues 34,320,108 34,139,728 6,276,004 140,000 - 6,416,004 Non-Recurring Expenditures
Salaries and Wages 859,998 860,036 597,344 71,217 (256,220) 412,341 Benefits 315,296 315,296 335,445 (137,019) - 198,426 Services 13,139,035 12,301,764 6,667,329 (525,000) 350,000 6,492,329 Materials and Supplies 1,064,493 1,065,314 75,000 (75,000) - - Capital Outlay 24,460,122 24,460,122 - - - - Transfers Out 418,076 418,077 - 65,000 - 65,000 Total Non-Recurring Expenditures 40,257,020 39,420,609 7,675,118 (600,802) 93,780 7,168,096 Net Operating Surplus/(Deficit) (5,936,912) (5,280,881) (1,399,114) (752,092) Projected Fund Balance at June 30
Legally Restricted / Committed - - - - Unassigned Fund Balance 4,348,283 5,004,314 3,605,200 4,252,222 TOTAL Projected Fund Balance at June 30 4,348,283 5,004,314 3,605,200 - - 4,252,222 11 MID-CYCLE BUDGET - FY 2026/27

Budget Packages for FY 2026/27 – Non-Recurring General Fund

The following table provides a summary of the General Fund Non -Recurring budget packages for FY 2026/27.

Summary of Non-Recurring General Fund Adjustments

The FY 2026/27 Non-Recurring General Fund budget, as proposed would use $752,092 of available fund balance. The mid-cycle requests propose increases to revenue totaling $140,000 and decreasing expenditures by $507,022 which includes $135,980 in budget package request s. If the requested adjustment is approved, t he non -recurring fund balance is projected to be $4.3 million at the end of FY 2026/27.

Non-Recurring General Fund
FY 2026/27
Offsetting
Revenues
FY 2026/27
BP or CIP
Expenditures
Community Resources & Development 150,000
Downtown Specific Plan Update
Updating the Downtown Specific Plan will ensure Napa's long-term vision for its downtown stays aligned with current conditions and future opportunities. This work supports Council priorities by strengthening economic vitality, enhancing a vibrant pedestrian-oriented core, promoting sustainable and well-planned growth. 150,000
Parks and Recreation 200,000
Open Space and Conservation Park Planning
The project will develop a long ‑term strategy for conserving the City’s natural open space parks, with a primary focus on creating a conceptual site plan and conservation easement for the

57.3‑acre South Jefferson property. 200,000
Human Resources (256,220)
Training & Organizational Development Staffing
The role is responsible for designing and building the systems, tools, and learning architecture that strengthen the full employee lifecycle (256,220)
Police Department 42,200
Migrating Digital Evidence Staffing
The role is responsible for migrating digital evidence to DigitalEvidence.com from Police department's computer room 42,200
Non-Recurring General Fund - Proposed Budget Packages / CIP Update TOTAL - 135,980 12 MID-CYCLE BUDGET - FY 2026/27

Proprietary Funds – Enterprise Funds and Housing Authority

Enterprise funds are those funds that provide goods or services to the public for a fee that makes the entity self -supporting. Napa’s Enterprise Funds include: Solid Waste & Recycling and Water.

The Housing Authority administers Federal funds to provide and administer affordable housing programs and services to qualified residents.

13 MID-CYCLE BUDGET - FY 2026/27

Solid Waste & Recycling

Solid Waste &
Recycling
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
SWR Beginning Available Balance [1] 11,721,492 11,721,492 8,577,409 8,577,409 Operating Revenues 54,233,100 54,152,100 47,528,400 12,294,961 59,823,361 Operating Expenditures 53,773,340 54,160,820 55,143,975 3,640,585 56,527,860 Non-Recurring Revenues 500,000 500,000 400,000 400,000 Non-Recurring Expenditures 1,081,825 1,081,826 413,862 (5,020) 408,842 Capital Revenues 13,000,000 13,000,000 4,000,000 4,000,000 Capital Expenditures 13,362,836 13,362,837 1,203,376 14,429 3,000,000 4,217,805 Transfer to Street Resurfacing 1,317,000 1,317,000 1,387,000 1,387,000 Debt Service Expenditures 873,700 873,700 869,700 869,700 Impact to Net Position (2,675,601) (3,144,083) (7,089,513) 8,644,967 (3,000,000) 812,154 SWR Ending Available Balance 9,045,891 8,577,409 1,487,896 9,389,563 [1] Solid Waste & Recycling Available Balance includes funding for on-going capital projects and undesignated reserves. 14 MID-CYCLE BUDGET - FY 2026/27

Requested Revenue / Expenditure Adjustments for FY 2026/27 – SWR

The following table provides a summary of the revenue and expenditure adjustments for FY 2026/27. The Council approved rate increases which were effective January 1, 2026.

Rate adoption took place just after the biennial budget was adopted. Additionally, a recommended significant increase of Material Sales revenue is proposed due to higher global commodity pricing (CRV glass), improved optical sorting, and two additional local municipal customers (Cities of Vallejo and American Canyon). Expenditure adjustme nts are proposed for operational needs, capital projects, and offset by a decreased obligation for Cost Allocation. Beyond collection rate revenues, a major element of proposed mid - cycle budget adjustments are contractual impacts of the Anaerobic Digestio n (AD) to Renewable Natural Gas (RNG) at the City’s Materials Diversion Facility (MDF) approved by City Council in February 2026 (City Council Resolution No. R2023-037).

Budget Packages / CIP Updates for FY 2026/27 – SWR

The recommended adjustments for SWR CIPs in FY 2026/27 are prompted by two critical facility needs. The first being for the Organics Receiving Building Partial Floor Replacement - $0.2 million. The second being for the MDF Southern Parcel Site Improvement - $2.8 million (which will be proposed for further funding of $3.2 million in FY2027/28 to complete necessary site improvements of “new” MDF property).

FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Revenue Adjustments 12,294,961
Adjustments based on new collection rate increases 8,719,961.00 Adjustments increase based on material sales average 3,400,000.00 Adjustment for investment earnings 175,000.00
Expenditure Adjustments 6,649,994
Adjustment for Salaries & Benefits recalculation 2,900

Adjustment increase for higher contractual payment to Northern due to high volume and market price of CRV containers (particularly higher value glass); matches adjusted FY26 budget +$200K for added CRV glass value 1,200,000

Adjustment decrease for projected cost of organics transfers out of MDF reduced from more efficient organics processing equipment at MDF (510,000)

Adjustment increase 30% NRWS share of $3M in increased Materials Sales Revenue (with AD MOU share adjustments factored into calculation) 500,000

Adjustment increase for projected net impact of additional 20K tons of Vallejo and American Canyon single-stream tonnage (10K tons X $110/ton) 1,100,000

Adjustment increase for proposed increase reflect the commercial growth results of the reconciliation review process (increase of $816,000 from CY2025 to CY2026 & 2027) 816,000

Adjustment incrase for increased contractual obligation to NRWS per AD MOU for FY27 ($1.1M) and increased fuel and electricity costs based on CY2025 actuals ($300K net increase) 1,400,000

Adjustment increase for 3% Base Profit Margin of $1,116,000 mid-cycle adjustment to Operating and Capital Costs (3% does not apply to supplemental $1.1M AD MOU payment for increased NRWS labor Costs) 34,000

Adjustment increase for FY27 budget assumed a $6 per ton & $3/ton increase in disposal fees at Devlin Road Transfer Station. Actual approved increase was $8/ton & $6/ton 200,000 Adjustment for General Liability recalculation (26,535) Adjustments increase for solid waste capital projects 3,000,000 Adjustments decrease due to Cost Allocation Plan update (1,066,371) Solid Waste & Recycling - Proposed Adjustments TOTAL 12,294,961 6,649,994 Solid Waste & Recycling
15 MID-CYCLE BUDGET - FY 2026/27

Water

Requested Revenue / Expenditure Adjustments for FY 2026/27 – Water

The following table provides a summary of the revenue and expenditure adjustments for FY 2026/27. Operational expenditures include $1.1M increased funding for a combination of chemical purchases integral to the water treatment process as well as electrical costs for treatment operations and pump stations.

Budget Packages / CIP Updates for FY 2026/27 – Water The Water Division staffing plan includes two proposed changes netting in one (1) additional FTE. Water proposed the additional of a Water Control Systems Analyst and a reallocation of a Water Treatment Operator to an Advanced Water Treatment Operator.

CIP adjustments include a $3.8 million increase in funding from the Hazard Mitigation Grant Program (HMGP) and $8.3 million in expenditures for new projects and adjustments to existing projects. Reprioritization through deferral of water main replacements on Montecito Boulevard and Hillcrest Drive are recommended to continue with replacement of nearly a half mile of 36-inch asbestos cement transmission main on West Pueblo Avenue from Linda Vista to Solano. Water treatment projects prioritize $1.2 million for the previously deferred Chain & Flight Renovation at BJTP that is critical to proper sedimentation removal of the conventional water treatment process.

Water
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Water Beginning Available Balance 47,590,028 47,590,028 27,764,253 27,764,253 Water Operating Revenues 47,909,850 50,123,350 50,588,350 - 50,588,350 Water Operating Expenditures 48,089,919 47,390,334 47,463,498 (454,583) 185,959 47,194,874 Water Non-Recurring Revenues 628,149 52,519 - Water Non-Recurring Expenditures 3,001,781 1,501,783 401,354 883 402,237 Water Capital Revenues 13,972,771 7,965,730 9,300,000 3,466,964 12,766,964 Water Capital Expenses 39,329,705 25,919,707 5,405,373 30,363 8,148,289 13,584,025 Water Debt Service Expenditures 3,155,550 3,155,550 3,064,800 3,064,800 Impact to Net Position (31,066,185) (19,825,775) 3,553,325 423,337 (4,867,284) (890,622) Water Ending Available Balance 16,523,843 27,764,253 31,317,578 26,873,631 [1] Water Available Balance includes funding for on-going capital projects and Undesignated reserves.

FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Revenue Adjustments 3,466,964
CIP project funding adjustments (3,766,964) and CIP funding budget correction (-300,000) 3,466,964 Expenditure Adjustments 7,910,911
Adjustment for Salaries & Benefits recalculation (-108,968), Budget Package request (185,959) 76,991 Adjustments increase for water capital projectes 8,148,289 General Liability recalcualtion adjustment (169,927)
Operational expenditure adjustment 1,118,871
Adjustments decrease due to Cost Allocation Plan update (1,263,313) Water Enterprise Fund - Proposed Adjustments TOTAL 3,466,964 7,910,911 Water Enterprise Fund
16 MID-CYCLE BUDGET - FY 2026/27

Water Enterprise Fund
FY 2026/27
Offsetting
Revenues
FY 2026/27
BP or CIP
Expenditures
Water Fund 3,766,964 8,334,248
Utilities - Water Control Systems Analyst
Several critical treatment ‑plant projects are stalled due to limited staffing in the SCADA controls group. The team has a strong Master Plan for controls and cybersecurity, but implementation is delayed without additional in ‑house resources. Adding one more position will improve reliability, reduce single ‑point‑of‑failure risk, and ensure safer, more efficient internal delivery compared to outsourcing. 177,929
Upgrade Water Treatment Operator to Advanced WTO
Reliable water service is a priority, and several treatment ‑plant projects are waiting on available in‑house labor. An AWTO with instrumentation skills could document equipment conditions and perform analytical studies that support upcoming improvements at the Hennessey Treatment Plant.
8,030
CIP Updates
DOT Soscol Tulocay Bridge Main Replacement (63WT24UT07) 500,000 500,000 Clay St Water Main Replacement, California to Walnut (63WD26UT07) (300,000) (350,000) HMGP Dwyer RD PS (63WX22UT06) 220,000 240,000 HMGP Milliken RW Pipe (9017FR20) 3,346,964 494,439 Old Sonoma RdPress Reg Stn (63WD22UT13) (188,150)
Westgate Pressure Regulation Station (63WD24UT13) 500,000 Montecito Blvd Main Upgrade, Lakeview to Monte Vista (63WD27UT01) (600,000) Pueblo Ave Water Main Replacement from California Blvd to RR (63WD27UT02) 1,000,000 Water Distribution Material Storage Building (63WD27UT03) 100,000 Meter Replacement and ERT Upgrade Program (63WD27UTMT) 300,000 Milliken Plant Rehab Existing Facilities (63WQ23UT09) (200,000) BJTP Chain & Flight Renovation (63WQ24UT06) 1,200,000
Hennessey Spillway Flow Expansion D (63WS23UT01) (450,000) Hennessey In-Resevoir Improvements (63WS26UT03) 100,000 Hillcrest Dr Pipeline Improvements (63WT24UT05) (798,000) Pueblo: Linda Vista-Solano (63WT26UT08) 6,250,000
Atlas Peak Water Main Replacement Monicello to Hillcrest (63WT27UT01) 50,000 Water Enterprise Fund - Proposed Budget Packages / CIP Update TOTAL 3,766,964 8,334,248 17 MID-CYCLE BUDGET - FY 2026/27

Housing Authority Funds

Housing Authority
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Laurel Manor - Beginning Balance 7/1/2025 2,089,413 2,089,413 336,233 336,233 Revenue 444,910 433,033 444,910 - - 444,910 Expenditures 2,186,526 2,186,213 777,450 (99,148) - 678,302 Impact to Net Position (1,741,616) (1,753,180) (332,540) 99,148 - (233,392) Ending Fund Balance 347,797 336,233 3,693 102,841 Seminary Street - Beginning Balance 7/1/2025 795,688 795,688 692,987 692,987 Revenue 244,500 293,389 244,500 46,836 - 291,336 Expenditures 422,931 396,090 298,530 (121,160) - 177,370 Impact to Net Position (178,431) (102,701) (54,030) 167,996 - 113,966 Ending Fund Balance 617,257 692,987 638,957 806,953 Section 8 - Beginning Balance 7/1/2025 754,163 754,163 492,272 492,272 Revenue 22,804,519 23,546,529 22,680,744 911,352 - 23,592,096 Expenditures 23,096,771 23,808,420 22,856,725 1,181,666 - 24,038,391 Impact to Net Position (292,252) (261,891) (175,981) (270,314) - (446,295) Ending Fund Balance 461,911 492,272 316,291 45,977 Low / Mod - Beginning Balance 7/1/2025 1,458,803 1,458,803 1,173,898 1,173,898 Revenue 175,500 94,626 175,500 30,111 - 205,611 Expenditures 656,923 379,531 416,078 150,992 - 567,070 Impact to Net Position (481,423) (284,905) (240,578) (120,881) - (361,459) Ending Fund Balance 977,380 1,173,898 933,320 812,439 Local Housing - Beginning Balance 7/1/2025 941,673 941,673 906,414 906,414 Revenue 367,400 442,463 382,121 74,208 - 456,329 Expenditures 537,683 477,722 545,267 (8,483) - 536,784 Impact to Net Position (170,283) (35,259) (163,146) 82,691 - (80,455) Ending Fund Balance 771,390 906,414 743,268 825,959 Housing 5% RDA Supplemental - Beginning Balance 7/1/2025 111,264 111,264 115,353 115,353 Revenue 2,000 4,555 2,000 250 - 2,250 Expenditures 1,038 466 1,062 (50) - 1,012 Impact to Net Position 962 4,089 938 300 - 1,238 Ending Fund Balance 112,226 115,353 116,291 116,591 Continuum of Care - Beginning Balance 7/1/2025 (7,784) (1,819) 7,224 7,224 Revenue 180,684 180,684 186,106 (1) - 186,105 Expenditures 181,008 171,641 186,460 (355) - 186,105 Impact to Net Position (324) 9,043 (354) 354 - - Ending Fund Balance (8,108) 7,224 6,870 7,224 18 MID-CYCLE BUDGET - FY 2026/27

Requested Revenue / Expenditure Adjustments for FY 2026/27 – Housing Authority

Budget Packages for FY 2026/27 – Housing Authority

None.

Housing Authority Funds
FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Laurel Manor - (99,148)
Salaries & Benefits update 539
Adjustment decrease due to Cost Allocation Plan update (101,088) Adjustment decrease for debt services (1,000)
Adjustment increase for operating expenditures 2,401
Seminary Street 46,836 (121,160)
Adjustment increase for rents and royalties 48,836
Investment earnings increase (2,000)
Salaries & Benefits update (267)
Adjustment decrease due to Cost Allocation Plan update (91,131) Adjustment incarease for contingency 75,000
Adjustment decrease for debt services (105,000)
Adjustment increase for operating expenditures 238
Section 8 911,352 1,181,666
Revised Federal revenue based on information provided from HUD 911,352 Salaries & Benefits update (50,557)
Adjustment increase for Housing Assistance Payment (HAP) 1,262,217 Adjustment increase for contingency 67,819
Adjustment increase for operating expenditures 28,356
Adjustment decrease due to Cost Allocation Plan update (115,047) General Liability recalculation adjustments (11,122)
Low / Mod Housing 30,111 150,992
Investment earnings increase 30,111
Salaries & Benefits update 1,399
Adjustment decrease due to Cost Allocation Plan update (25,010) General Liability recalculation adjustments 6,952
Adjustment increase for the Continuity - Rental Assistance Program 221,984 Adjustment decarease for Home Sharing and Napa Valley Community Housing Program (53,842) Adjustment decrease for building rental (491)
Local Housing 74,208 (8,483)
Investment earnings increase 24,612
Adjustment decrease due to lower annual monitoring fees (11,873) Adjustment increase for service charges 61,469
Salaries & Benefits update 258
General Liability recalculation adjustments (6,191)
Adjustment increase for operating expenditures 4,045
Adjustment decrease for contribution from other agency (6,000) Adjustment decrease for rental (595)
Continuum of Care (354)
General Liability recalculation adjustments (354)
Housing 5% RDA Supplemental 250 (50) Investment earnings increase 250
Adjustment decrease for banking fees (50)
Housing Authority Fund - Proposed Adjustments TOTAL 1,062,757 1,103,463 19 MID-CYCLE BUDGET - FY 2026/27

Internal Service Funds

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

As each Internal Service Fund is maintained individually, the requested adjustments for each fund are presented individually below:

Requested Revenue / Expenditure Adjustments for FY 2026/27 – Internal Service

The revised Fleet Replacement Schedule is available in Appendix E.

Budget Packages for FY 2026/27 – Internal Service

None.

Internal Service
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Fleet Management - Beginning Balance as of 7/12025 10,907,586 10,907,586 2,794,327 2,794,327 Revenue 5,902,851 6,126,341 5,880,218 - 5,880,218 Expenditures 14,237,984 14,239,600 6,229,939 (319,700) - 5,910,239 Impact to Net Position (8,335,133) (8,113,259) (349,721) (30,021) Ending Fund Balance 2,572,453 2,794,327 2,444,606 2,764,306 IT Replacement - Beginning Balance as of 7/12025 2,483,070 2,483,070 2,253,737 2,253,737 Revenue 836,860 836,860 486,200 5,000 - 491,200 Expenditures 1,436,192 1,066,193 351,900 - 351,900 Impact to Net Position (599,332) (229,333) 134,300 139,300 Ending Fund Balance 1,883,738 2,253,737 2,388,037 2,393,037 Risk Management - Beginning Balance as of 7/12025 11,421,207 11,421,207 9,832,994 9,832,994 Revenue 16,893,241 16,893,241 19,256,774 (1,271,456) - 17,985,318 Expenditures 18,209,452 18,481,454 18,926,591 (321,228) - 18,605,363 Impact to Net Position (1,316,211) (1,588,213) 330,183 (620,045) Ending Fund Balance 10,104,996 9,832,994 10,163,177 9,212,949 Internal Service Funds
FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Fleet Fire Apparatus - (319,700) Salaries & Benefits update (19,700)
Adjustment decrease for Fire Apparatus upfit (300,000)
Information Technology 5,000 -
Investment earnings increase 5,000
Risk Management (1,271,456) (321,228)
Adjustment decrease for liability claim (1,328,256)
Adjustment increase for investment earnings 56,800
Salaries & Benefits update 7,012
Insurance Premiums reduction (328,240)
Internal Service Funds - Proposed Adjustments TOTAL (1,266,456) (640,928) 20 MID-CYCLE BUDGET - FY 2026/27

Capital Project Fund

The Capital Project Fund accounts for financial resources to be used for the acquisition or construction of capital improvements.

As each Capital Project key is maintained individually, the y are presented individually below, at the summary level:

Requested Revenue / Expenditure Adjustments for FY 2026/27 – Capital Projects

Budget Packages / CIP Updates for FY 2026/27 – Capital Projects

The following table lists budget packages that affect the Capital Project fund, as well as changes to CIP projects (summarized by funding source).

Capital Projects
FY 2025/26 A djusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
A djustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Current CIP & Reserves - Beginning Balance as of 7/12025 61,212,789 61,212,789 26,225,882 26,225,882 Revenue 105,006,459 104,296,219 23,172,158 693,865 (495,000) 23,371,023 Expenditures 139,535,515 139,283,126 23,700,000 (495,000) 23,205,000 Impact to Net Position (34,529,056) (34,986,907) (527,842) 166,023 Ending Fund Balance 26,683,733 26,225,882 25,698,040 26,391,905 Local Streets Paving - Beginning Balance as of 7/12025 333,420 333,420 289,508 289,508 Revenue 7,917,000 7,917,000 8,087,000 - - 8,087,000 Expenditures 8,881,811 7,960,912 8,086,756 (78) - 8,086,678 Impact to Net Position (964,811) (43,912) 244 322 Ending Fund Balance (631,391) 289,508 289,752 289,830 Sidewalk Improvement - Beginning Balance as of 7/12025 2,045,943 2,045,943 546,402 546,402 Revenue 1,400,000 1,400,000 1,500,000 - - 1,500,000 Expenditures 2,893,207 2,899,541 1,902,077 (33,352) - 1,868,725 Impact to Net Position (1,493,207) (1,499,541) (402,077) (368,725) Ending Fund Balance 552,736 546,402 144,325 177,677 Capital Project Fund
FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
CIP - Current Projects and Reserves 198,865 (495,000) Increase General Fund contribution to reserves based on mid-cycle changes 693,865 CIP project changes to project funding sources (495,000) CIP project changes to project expenditures (495,000)
Local Streets Paving Program - (78) Salaries & Benefits update (-4,590), General Liability recalculation (4,431) (78) Sidewalk Improvement Prog - (33,352) Salaries & Benefits update (-23,924), General Liability recalculation (-9,428) (33,352) Capital Project Fund - Proposed A djustments TOTA L 198,865 (528,430) Capital Project Fund
FY 2026/27
Offsetting
Revenues
FY 2026/27 BP
or CIP
Expenditures
CIP - Current Projects and Reserves (495,000) (495,000) CIP Update - by project funding source
Public Art 505,000 505,000
Measure U (1,000,000) (1,000,000)
Capital Project Fund - Proposed Budget Packages / CIP Update TOTAL (495,000) (495,000) 21 MID-CYCLE BUDGET - FY 2026/27

CIP Update Detail

The following table provides a summary of the Capital Improvement Projects with requested changes in FY 2026/27. Appendix D (Capital Improvement Project Details) includes a project sheet for each project listed below.

Capital Projects
CIP Category
Adopted FY
2026/27
Budget
Proposed
Adjustment Comments
CA Department of Transporation - 500,000
DOT Soscol Tulocay Bridge Main Replacement
(63WT24UT07) Water Transmission - 500,000 Project increase CDBG Grant - 2,211,789
HMGP Milliken RW Pipe (9017FR20) Water Supply - 2,211,789 Project increase Developer Contribution - (300,000)
Clay St Water Main Replacement, California to Walnut
(63WD26UT07) Water Distribution - (300,000) Delayed to FY30 FEMA 2,300,000 1,315,175
HMGP Dwyer RD PS (63WX22UT06) Water Transmission - 180,000 Project increase HMGP Milliken RW Pipe (9017FR20) Water Supply - 1,135,175 Project increase Measure U - (1,000,000)
Street Preventive Maintenance FY26/27 (33ST27PW01) Street - (1,000,000) Project budget decrease Other Agencies - 40,000
HMGP Dwyer RD PS (63WX22UT06) Water Transmission - 40,000 Project increase Public Art - 505,000
Sculpture Relocation (33PA27PR01) Public Art - 55,000 New project City Hall Commission (33PA27PR02) Public Art - 40,000 New project Art in Parks: Sculptures (33PA27PR03) Public Art - 120,000 New project Art in Parks: Amenities (33PA27PR04) Public Art - 55,000 New project Art in Parks: Land/Sound Art (33PA27PR05) Public Art - 75,000 New project Pavement Art (33PA27PR06) Public Art - 80,000 New project Public Art Master Plan Update (33PA27PR07) Public Art - 80,000 New project Solid Waste/Recycling Enterprise Fund - 3,000,000 MDF Southern Parcel Site Improvement (61MD27UT01) Materials Diversion - 2,800,000 New project Organics Receiving Building Partial Floor Replacment
(61MD27UT02) Materials Diversion - 200,000 New Project Water Enterprise Fund 1,150,000 4,381,325
Old Sonoma RdPress Reg Stn (63WD22UT13) Water Distribution - (188,150) Delayed to FY28 Westgate Pressure Regulation Station (63WD24UT13) Water Distribution - 500,000 Project increase Clay St Water Main Replacement, California to Walnut
(63WD26UT07) Water Distribution - (50,000) Delayed to FY30 Montecito Blvd Main Upgrade, Lakeview to Monte Vista
(63WD27UT01) Water Distribution 600,000 (600,000) Delayed to FY30 Pueblo Ave Water Main Replacement from California Blvd to RR (63WD27UT02) Water Distribution - 1,000,000 New project Water Distribution Material Storage Building (63WD27UT03) Water Distribution - 100,000 New project Meter Replacement and ERT Upgrade Program
(63WD27UTMT) Water Distribution 500,000 300,000 Project increase Milliken Plant Rehab Existing Facilities (63WQ23UT09) Water Quality - (200,000) Project decrease BJTP Chain & Flight Renovation (63WQ24UT06) Water Quality - 1,200,000 Project increase Hennessey Spillway Flow Expansion D (63WS23UT01) Water Supply - (450,000) Project decrease Hennessey In-Resevoir Improvements (63WS26UT03) Water Supply - 100,000 Project increase Hillcrest Dr Pipeline Improvements (63WT24UT05) Water Transmission - (798,000) Project decrease in FY27;
delayed to FY28
Pueblo: Linda Vista-Solano (63WT26UT08) Water Transmission 50,000 6,250,000 Project increase in FY27;
moved up from FY28
Atlas Peak Water Main Replacement Monticello to Hillcrest (63WT27UT01) Water Transmission - 50,000 New project HMGP Dwyer Rd PS (63WX22UT06) Water Transmission - 20,000 Project increase HMGP Milliken RW Pipe (9017FR20) Water Supply - (2,852,525) Shifting funding sources TOTA L FY 2026/27 CIP Adjustments 10,653,289
22 MID-CYCLE BUDGET - FY 2026/27

Special Revenue Funds

Special Revenue Funds account for the proceeds of special revenue sources (other than special assessments, expendable trusts, or for major capital projects) that are legally restricted to expenditure for specified purposes.

As each Special Revenue Fund is maintained individually, the requested adjustments for each fund are presented individually below:

Special Revenue
FY 2025/26 Adjusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
Adjustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
Gas Tax - Beginning Balance as of 7/1/2025 6,215,700 6,215,700 128,948 128,948 Revenue 2,163,239 2,159,494 2,206,505 142,892 2,349,397 Expenditures 8,179,407 8,246,246 2,055,141 19,675 2,074,816 Impact to Net Position (6,016,168) (6,086,752) 151,364 274,581 Ending Fund Balance 199,532 128,948 280,312 403,529 RMRA - Beginning Balance as of 7/1/2025 281,840 281,840 26,021 26,021 Revenue 2,118,339 2,065,211 2,126,339 63,981 2,190,320 Expenditures 2,321,030 2,321,030 2,171,791 (19,360) 2,152,431 Impact to Net Position (202,691) (255,819) (45,452) 37,889 Ending Fund Balance 79,149 26,021 (19,431) 63,910 Traffic Safety - Beginning Balance as of 7/1/2025 488,377 488,377 514,293 514,293 Revenue 400,000 250,000 160,000 150,000 310,000 Expenditures 224,084 224,084 61,776 124,203 185,979 Impact to Net Position 175,916 25,916 98,224 124,021 Ending Fund Balance 664,293 514,293 612,517 638,314 Red Light Camera - Beginning Balance as of 7/1/2025 401,512 401,512 218,509 218,509 Revenue 522,000 522,000 2,010,500 (1,000,000) 1,010,500 Expenditures 742,038 705,003 1,132,061 (326,259) 805,802 Impact to Net Position (220,038) (183,003) 878,439 204,698 Ending Fund Balance 181,474 218,509 1,096,948 423,207 Measure T Road Maint - Beginning Balance as of 7/1/2025 30,142,610 30,142,610 48,539 48,539 Revenue - 622,356 - 50,000 50,000 Expenditures 29,174,926 30,716,427 4,500 - 4,500 Impact to Net Position (29,174,926) (30,094,071) (4,500) 45,500 Ending Fund Balance 967,684 48,539 44,039 94,039 Measure U - Beginning Balance as of 7/1/2025 - - 62,474 62,474 Revenue 10,000,000 9,512,474 10,000,000 (369,400) 9,630,600 Expenditures 9,450,000 9,450,000 9,900,000 (1,000,000) 8,900,000 Impact to Net Position 550,000 62,474 100,000 730,600 Ending Fund Balance 550,000 62,474 162,474 793,074 Golf Course - Beginning Balance as of 7/1/2025 1,427,741 1,427,741 1,444,741 1,444,741 Revenue 45,000 45,000 47,000 8,000 55,000 Expenditures 28,000 28,000 29,000 - 29,000 Impact to Net Position 17,000 17,000 18,000 26,000 Ending Fund Balance 1,444,741 1,444,741 1,462,741 1,470,741 EIFD- Beginning Balance as of 7/1/2025 428,905 428,905 828,359 828,359 Revenue 426,890 436,101 560,498 6,000 566,498 Expenditures 36,647 36,647 37,055 - 37,055 Impact to Net Position 390,243 399,454 523,443 529,443 Ending Fund Balance 819,148 828,359 1,351,802 1,357,802 DIF Big Ranch- Beginning Balance as of 7/1/2025 3,222,354 3,222,354 1,995,167 1,995,167 Revenue 19,500 70,500 19,500 50,500 70,000 Expenditures 1,297,486 1,297,687 1,000 - 1,000 Impact to Net Position (1,277,986) (1,227,187) 18,500 69,000 Ending Fund Balance 1,944,367 1,995,167 2,013,667 2,064,167 DIF Fire / Paramedic- Beginning Balance as of 7/1/2025 3,065,597 3,065,597 3,262,497 3,262,497 Revenue 82,500 247,000 83,000 (500) 82,500 Expenditures 50,100 50,100 50,100 - 50,100 Impact to Net Position 32,400 196,900 32,900 32,400 Ending Fund Balance 3,097,997 3,262,497 3,295,397 3,294,897 23 MID-CYCLE BUDGET - FY 2026/27

Special Revenue
FY 2025/26 Adjusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
Adjustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
DIF Affordable Housing - Beginning Balance as of 7/1/2025 8,978,259 8,978,259 (1,156,809) 19,000 160,000 Revenue 1,356,000 1,088,729 1,356,000 19,000 1,375,000 Expenditures 11,338,629 11,223,797 569,731 (135,353) 434,378 Impact to Net Position (9,982,629) (10,135,068) 786,269 940,622 Ending Fund Balance (1,004,370) (1,156,809) (370,540) 1,100,622 DIF N Jefferson Parks- Beginning Balance as of 7/1/2025 1,648 1,648 1,688 1,688 Revenue - 50 - 50 50 Expenditures 10 10 10 - 10 Impact to Net Position (10) 40 (10) 40 Ending Fund Balance 1,638 1,688 1,678 1,728 DIF N Jefferson Traffic - Beginning Balance as of 7/1/2025 80,439 80,439 57,702 57,702 Revenue 24,500 1,763 24,500 (22,500) 2,000 Expenditures 24,500 24,500 2,500 - 2,500 Impact to Net Position - (22,737) 22,000 (500) Ending Fund Balance 80,439 57,702 79,702 57,202 DIF Park Acq & Dev - Beginning Balance as of 7/1/2025 13,905,201 13,905,201 788,331 788,331 Revenue 608,630 608,630 608,630 (9,900) 598,730 Expenditures 13,725,500 13,725,500 15,500 - 15,500 Impact to Net Position (13,116,870) (13,116,870) 593,130 583,230 Ending Fund Balance 788,331 788,331 1,381,461 1,371,561 DIF Street Improvement - Beginning Balance as of 7/1/2025 278,914 278,914 524,740 524,740 Revenue 225,500 250,000 225,500 (25,500) 200,000 Expenditures 4,174 4,174 500 - 500 Impact to Net Position 221,326 245,826 225,000 199,500 Ending Fund Balance 500,240 524,740 749,740 724,240 DIF Underground Utility - Beginning Balance as of 7/1/2025 5,612,796 5,612,796 2,296,295 2,296,295 Revenue 120,000 144,176 120,000 (50,000) 70,000 Expenditures 3,460,676 3,460,677 3,500 - 3,500 Impact to Net Position (3,340,676) (3,316,501) 116,500 66,500 Ending Fund Balance 2,272,119 2,296,295 2,412,795 2,362,795 Fair Share Contrib/Mitigation- Beginning Balance as of 7/1/2025 4,015,234 4,015,234 4,109,365 4,109,365 Revenue 200,000 95,681 200,000 (100,000) 100,000 Expenditures 1,000 1,550 1,000 - 1,000 Impact to Net Position 199,000 94,131 199,000 99,000 Ending Fund Balance 4,214,234 4,109,365 4,308,365 4,208,365 Public Art - Beginning Balance as of 7/1/2025 1,576,598 1,576,598 542,100 542,100 Revenue 70,800 70,800 70,800 - 70,800 Expenditures 1,155,298 1,105,298 11,139 36,525 505,000 552,664 Impact to Net Position (1,084,498) (1,034,498) 59,661 (481,864) Ending Fund Balance 492,101 542,100 601,761 60,236 Property Development Tax - Beginning Balance as of 7/1/2025 385,101 385,101 409,367 409,367 Revenue 23,000 24,769 23,000 (5,500) 17,500 Expenditures 500 503 500 - 500 Impact to Net Position 22,500 24,266 22,500 17,000 Ending Fund Balance 407,601 409,367 431,867 426,367 Parking - Beginning Balance as of 7/1/2025 2,434,165 2,434,165 1,750,409 1,750,409 Revenue 1,024,121 958,052 1,054,342 57,660 1,112,002 Expenditures 1,701,442 1,641,808 1,121,610 945 1,122,555 Impact to Net Position (677,321) (683,756) (67,268) (10,553) Ending Fund Balance 1,756,843 1,750,409 1,683,141 1,739,856 Measure F - Beginning Balance as of 7/1/2025 10,753,461 10,753,461 9,462,366 9,462,366 Revenue 2,704,500 3,083,215 2,605,500 262,500 2,868,000 Expenditures 4,854,415 4,374,310 178,751 73,375 252,126 Impact to Net Position (2,149,915) (1,291,095) 2,426,749 2,615,874 Ending Fund Balance 8,603,545 9,462,366 11,889,115 12,078,240 24 MID-CYCLE BUDGET - FY 2026/27

Special Revenue
FY 2025/26 Adjusted
Budget
(through 3rd
Quarter)
FY 2025/26
Projected
Adopted FY
2026/27 Budget
Proposed
Revenue /
Expenditure
Adjustment
Budget
Package /
CIP
Proposed FY
2026/27 Adjusted
Budget
CDBG- Beginning Balance as of 7/1/2025 2,076,447 2,076,447 1,950,544 1,950,544 Revenue 1,946,576 726,227 776,024 (120,002) 656,022 Expenditures 1,550,533 852,130 713,776 (94,194) 619,582 Impact to Net Position 396,043 (125,903) 62,248 36,440 Ending Fund Balance 2,472,490 1,950,544 2,012,792 1,986,984 Home Program - Beginning Balance as of 7/1/2025 420,884 420,884 (1,196,958) (1,196,958) Revenue 303,500 47,378 303,500 750 304,250 Expenditures 1,666,977 1,665,220 806,820 (525,920) 280,900 Impact to Net Position (1,363,477) (1,617,842) (503,320) 23,350 Ending Fund Balance (942,593) (1,196,958) (1,700,278) (1,173,608) CalHome Program - Beginning Balance as of 7/1/2025 160,051 160,051 220,776 220,776 Revenue 10,500 109,358 10,500 1,500 12,000 Expenditures 233,036 48,633 68,708 (66,483) 2,225 Impact to Net Position (222,536) 60,725 (58,208) 9,775 Ending Fund Balance (62,485) 220,776 162,568 230,551 Perm Local Housing Allocation - Beginning Balance as of 7/1/2025 (63,061) (63,061) 965,337 965,337 Revenue 1,843,345 1,504,605 380,000 160,495 540,495 Expenditures 1,838,204 476,207 376,807 (163,074) 213,733 Impact to Net Position 5,141 1,028,398 3,193 326,762 Ending Fund Balance (57,920) 965,337 968,530 1,292,099 Community Development SR - Beginning Balance as of 7/1/2025 - - - - Revenue 500,000 500,000 - 65,000 65,000 Expenditures 500,000 500,000 - 65,000 65,000 Impact to Net Position - - - - Ending Fund Balance - - - - AD Lake Park - Beg. Balance as of 7/1/2025 3,546,294 3,546,294 3,784,934 3,784,934 Revenue 220,000 253,021 220,000 - 220,000 Expenditures 14,381 14,381 14,465 (1,724) 12,741 Impact to Net Position 205,619 238,640 205,535 207,259 Ending Fund Balance 3,751,913 3,784,934 3,990,469 3,992,193 AD Linda Vista - Beginning Balance as of 7/1/2025 1,140,445 1,140,445 1,151,061 1,151,061 Revenue 11,440 11,440 11,440 - 11,440 Expenditures 824 824 825 (13) 812 Impact to Net Position 10,616 10,616 10,615 10,628 Ending Fund Balance 1,151,061 1,151,061 1,161,676 1,161,689 AD Mills - Beginning Balance as of 7/1/2025 3,208 3,208 3,208 3,208 Revenue 1,600 1,600 1,600 10 1,610 Expenditures 1,600 1,600 1,600 - 1,600 Impact to Net Position - - - 10 Ending Fund Balance 3,208 3,208 3,208 3,218 AD River Park Maintenance - Beginning Balance as of 7/1/2025 4,694,141 4,694,141 4,536,004 4,536,004 Revenue 447,000 495,705 447,000 - 447,000 Expenditures 653,841 653,842 10,822 (8,488) 2,334 Impact to Net Position (206,841) (158,137) 436,178 444,666 Ending Fund Balance 4,487,300 4,536,004 4,972,182 4,980,670 AD Silverado Creek - Beginning Balance as of 7/1/2025 74,964 74,964 84,436 84,436 Revenue 32,000 32,000 32,000 - 32,000 Expenditures 22,528 22,528 22,581 (779) 21,802 Impact to Net Position 9,472 9,472 9,419 10,198 Ending Fund Balance 84,436 84,436 93,855 94,634 AD Storm Drain Fees - Beginning Balance as of 7/1/2025 143,934 143,934 83,654 83,654 Revenue
Expenditures 60,279 60,280 865 8,121 8,986 Impact to Net Position (60,279) (60,280) (865) (8,986) Ending Fund Balance 83,655 83,654 82,789 74,668 AD Tourism Improvement - Beginning Balance as of 7/1/2025 813,770 813,770 785,765 785,765 Revenue 1,242,200 1,258,941 1,266,200 72,800 1,339,000 Expenditures 1,286,946 1,286,946 1,288,622 52,000 1,340,622 Impact to Net Position (44,746) (28,005) (22,422) (1,622) Ending Fund Balance 769,024 785,765 763,343 784,143 25 MID-CYCLE BUDGET - FY 2026/27

Requested Revenue / Expenditure Adjustments for FY 2026/27 – Special Revenue

FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Gas Tax Fund 142,892 19,675
Reduction in Gas Tax based on HUTA estimate (7,108)
Investment earnings increase 150,000
Increase due to Cost Allocation Plan update 19,675
Road Maintenance and Rehabilitation (RMRA) Fund 63,981 (19,360) Increase in expected revenue per HUTA estimate 75,981
Investment earnings decrease (12,000)
Decrease due to Cost Allocation Plan update (19,360)
Traffic Safety Fund 150,000 124,203
Increase in Fines 140,000
Investment earnings increase 10,000
Increase in operational expenditures 115,000
Increase due to Cost Allocation Plan update 9,203
Red Light Camera Fund (1,000,000) (321,452)
Decrease in expected in fines (1,000,000)
General Liability recalculation adjustments (274)
Increase in professional services (335,000)
Increase due to Cost Allocation Plan update 13,822
Measure T Fund 50,000
Investment earnings increase 50,000
Measure U Fund (369,400) (1,000,000)
NVTA revenue projection decrease (372,400)
Investment earnings increase 3,000
Adjustment for capital projects funding (1,000,000)
Golf Course Fund 8,000
Rents and Royalties increase 8,000
EIFD Fund 6,000 -
Investment earnings increase 6,000
Big Ranch Fund 50,500 -
Investment earnings increase 50,500
DIF Affordable Housing Fund 19,000 (135,006)
Investment earnings increase 19,000
General Liability recalculation adjustments (1,050)
Contingency adjustments 100,000
Increase in professional services 10,000
Decrease in rental (594)
Decrease due to Cost Allocation Plan update (243,362)
N Jefferson Traffic Fund (22,500)
Investment earnings decrease (22,500)
Park Acquisition & Development Fund (9,900)
Investment earnings decrease (9,900)
Street Improvement fund (25,500)
Investment earnings decrease (25,500)
Underground Utility Fund (50,000)
Investment earnings increase 30,000
Development Impact Fees decrease (80,000)
Fair Share Contribuiton/Mitigation Fund (100,000)
Investment earnings decrease (100,000)
Public Art Fund 541,525
Increase for Public Art capital project funding 505,000 Adjustment for Cost Allocaation Plan Update 36,525
Special Revenue Funds
26 MID-CYCLE BUDGET - FY 2026/27

FY 2026/27
Revenue
Adjustments
FY 2026/27
Expenditure
Adjustments
Property Development Tax Fund (5,500)
Development Impact Fees decrase (5,500)
Parking Fund 57,660 35,663
Investment earnings increase 57,660
Adjustment for Cost Allocaation Plan Update 145,396
Investment earnings increase 10,967
Adjustment for professional services (120,700)
Measure F 1% TOT Affordable Housing Fund 262,500 73,722 Investment earnings increase 137,500
Increase TOT based on projection 125,000
Adjustment for Cost Allocaation Plan Update (29,090)
General Liability recalculation adjustments 1,603
Increase adjustment for contingency 100,000
Increase adjustment for property tax payment 1,000
Increase adjustment for operating expenditure 209
CDBG Fund (120,002) (95,696)
Adjustment decrease for program funding (120,002)
Adjustment decrease for program expenditures (95,696)
Home Program Fund 750 (525,920)
Adjustment increase for quarterly loan interest 750
General Liability recalculation adjustments (1,532)
Decrease in Housing loan program expenditures (520,000) Increase adjustment for operating expenditures (4,388)
CalHome Program Fund 1,500 (66,483)
Investment earnings increase 1,500
General Liability recalculation adjustments (1,473)
Decrease in Housing loan program expenditures (50,000)
Decrease adjustment for operating expenditures (15,010) Perm Local Housing Allocation Fund 160,495 (164,155)
Adjustment increase for grant funding 160,495
Adjustment decrease for grant expenditures (284,000)
Adjustment increase for professional service 120,000
Decrease adjustment for operating expenditures (155)
Community Development SR Fund 65,000 117,000
Adjustment increase for re-establish project funding 65,000 Adjustment increase for re-establish project expenditures 65,000 Lake Park Fund (1,724)
Adjustment decrease due to Cost Allocation Plan update (1,724) River Park Maintenance Fund (8,488)
Adjustment decrease due to Cost Allocation Plan update (8,488) Silverado Creek Fund (779)
Adjustment decrease due to Cost Allocation Plan update (779) Storm Drain Fees Fund 8,121
Adjustment increase due to Cost Allocation Plan update 8,121 Tourism Improvement District Fund 72,800
Investment earnings increase 9,800
Adjustment increase for Transient Occupancy Tax share 63,000 Adjustment incarese for advertising 52,000
Special Revenue Funds - Proposed Adjustments TOTAL (592,164) (1,456,803) *Some Special Revenue Funds with minor operational increases/decrease to were exclude from table but not from listed totals Special Revenue Funds
27 MID-CYCLE BUDGET - FY 2026/27

Budget Packages / CIP Updates for FY 2026/27 – Special Revenue

Special Revenue Funds
FY 2026/27
Offsetting
Revenues
FY 2026/27
BP or CIP
Expenditures
Measure U Fund (1,000,000)
CIP Update
Street Preventive Maintenance FY26/27 (33ST27PW01) (1,000,000) Public Art Fund 505,000
CIP Update
Sculpture Relocation (33PA27PR01)
City Hall Commission (33PA27PRO2)
Art in Parks: Sculptures (33PA27PR03)
Art in Parks: Amenities (33PA27PR04)
Art in Parks: Land/Sound Art (33PA27PRO5)
Pavement Art (33PA27PR06)
Public Art Master Plan Update (33PA27PR07)
55,000
40,000
120,000
55,000
75,000
80,000
80,000
Special Revenue Fund - Proposed Budget Packages / CIP Update TOTAL_ - (495,000) 28 MID-CYCLE BUDGET - FY 2026/27

Performance Measure Update

Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Fiscal Health % fiscal policies in compliance 100% 100 100% 100% 100% Website and Social Media Website hits Trend 913,819 838,000 1,301,228 1,084,790 Instagram Total 2,473 2,929 3,472 3,862
Twitter Impressions Trend 386,600 266,429 130,349 N/A
New Twitter Followers Trend -8 145 -72 N/A
Total Facebook Followers Trend 12,963 14,183 14,048 15,215 Total Facebook Impressions Total N/A 1,055,797 585,920 356,860 IT Responsiveness/ Performance
% helpdesk tickets closed within 24
hours 70% 62% 51% 55% 58%
Affordable Housing
# of affordable housing unit building
permits issued Trend 71 56 53 69
Housing Rehab Program # households assisted annually 40 households per year 14 14 16 10 Family Self Sufficiency # FSS graduates 4 per year 6 3 4 3 Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Public Records Requests
% of PRAs acknowledged and
statused within target
100% within 10 business
days 100% 100% 100% 100%
Meeting Minutes
% of City Council meeting minutes
posted and available for review at
the next regularly scheduled meeting
100% by next regularly
scheduled meeting 82.% 83.% 100% 100%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Safety Inspections # inspections per year
24 Project Site
inspections per year 7 0 19 19
# Hazard Level 1 issues Trend 0 N/A 68 85
# Hazard Level 2-3 issues Trend 129 N/A 23 38
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Worker's Compensation Claims # claims filed Trend 120 111 83 78 # lost days due to on the job injuries Trend 1,754 1,718 1,392 991 New/Changed Class Specs # new/changed class specs Trend 37 13 15 1 New Hires # new hires (regular) Trend 45 71 59 44
# new hires (part time) Trend 64 58 100 71
% new hires completing probation Trend 98.% 98.59% 85.40% 95.80% Recruitments
% completed within agreed upon
timeframe 80.% 80.% 85.% 87.% 89.%
Employee ICS/NIMS Training % compliance 100% 79.% 80.% 86.% 84.% Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Accounts Payable Timeliness # invoices processed Trend 29,874 15,400 21,590 22,718 % of invoices paid within 30 days of
invoice date 90.% 78.41% 84.7% 75.% 75.%
General Fund Budget Accuracy/
Performance
% variance revised budget to actual
revenues <3% 4.1% 7.0% 2.3% 0.8%
% variance revised budget to actual
expenditures <3% 0.2% -5.7% -3.9% -5.3%
Business License Processing
# of new license applications
processed Trend 1931 1414 1361 540
% Business license applications
processed within 30 days 85.% 97.08% 86.% 95.29% 87.9%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actural
FY 2023/24
Actual
FY 2024/25
Actual
FY 2021 $7,556
FY 2022 $7,823
FY 2023 $8,106
FY 2024 $8,260
FY 2025 $8,577
Tree Planting (planned vs actual) % actual to target 500 (100%) 212 (42%) 127 (25%) 176 (88%) 231 (165%) Tree Pruning (planned vs actual) % actual to target 2000 (100%) 2,138 (107%) 833 (42%) 1,838 (92%) 2,060 (103%) Tree Replacement
% replacement trees planted within
30 days 100% 80.% 80.% 95.% 90.%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Recreation Program Performance Class Participation % 75.% 79.% 73.6% 83.% 79.% % direct cost recovered 50.% 31.% 31.% 34.% 37.%
# of participant visits Trend 54,216 70,806 74,665 105,269 Special Event Attendance
# of attendees (private special
events) Trend 147,500 191,000 115,000 106,250
# of attendees (City-sponsored
special events) Trend 37,500 47,500 98,000 99,000
Parks & Recreation /
Parks
Parks & Recreation /
Recreation Services
City Manager
City Clerk
Risk
Human Resources
Finance
$6,410 (75%)Park Maintenance
Cost per acre % actual to target
(Industry standard operating
expenditure per acre by National
Recreation and Park Association)
$5,024 (66%) $5,475 (70%) $6,047 (73%)
29 MID-CYCLE BUDGET - FY 2026/27

Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual CRD /
Building Permit &
Inspection Building Permit Processing
% of permits processed within target
goal (21 days for single plan check,
14 additional days for additional
plan checks) 95% within timeframes 95.% 95.% 95.% 93.%
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Downtown Investment Annual Private Construction $ Trend 3,299,183 4,820,000 3,093,368 2,694,946 Vacancy Rate Trend 8.% 7.% 13.% 9.3%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Parking Maintenance Cleaning Frequency 7 days / week 5 days / week 5 days / week 5 days / week 5 days / week Sweeping Frequency 5 days / week 1 day / week 1 day / week completed on an
as needed basis 0
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Entitlement Applications by Type # processed (Administrative Permit) Trend 77 128 50 16 # processed (Discretionary
Reviews) Trend 147 63 172 101
Determination of Application
Completeness
% of applications reviewed for
completeness within 30 days 100% 100% 100% 100% 100%
Final Application Approval
% of final determinations made for
applications requiring environmental
determination pursuant to CEQA
that are reviewed within 180 days 95.% 100% 100% 100% 100% Approved Residential Development # of single-family units Trend 104 48 28 6 # of multi-family units Trend 10 239 0 3
# of second units Trend 10* 8 80 9
Approved Non-Residential
Development # commercial square feet Trend N/A 9,575 2,199 34,694 # industrial square feet Trend N/A N/A 54717 850
# hotel rooms Trend 7 N/A 55 128
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Code Enforcement
Average number of days to first
contact with reporting party Trend 3 3 2 2
Average number of days to first
contact with violating party Trend 3 3 3 3
% of cases resolved through
voluntary compliance 60.% 98.% 50.% 70.% 65.%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Capital Project Performance
% of non-owner initiated change
order costs <10% 5.% 4.% 5.% 4.%
No. of Construction Contracts
Awarded / Total $$ Amount
Baseline Figure for next
line / Trend N/A New in FY24
17 contracts
totaling $14.4m
12 contracts
totaling $12.6m
% Bid Results within 10%+/- of EE$ >70% N/A New in FY24 71% 0% % of Construction Starts meeting
programmed dates >70% N/A New in FY24 50% 80%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Development Engineering # IDR Referrals Trend 170 178
98 76
BP - New Residential (SFR, Multi) Trend N/A N/A 59 72 # Building Referrals Trend 254 312 398 236
Plan Check (Engineering): Use
Permits Trend 1 9 1 2
Plan Check (Engineering): Single
Family Dwellings Trend 5 13
15 10
Plan Check (Engineering):

Subdivisions Trend 4 11
5 5
Lot Line Adjustments Trend 4 3 29 17
Stormwater Quality # of illicit discharges reported Trend 45 35 154 40 Catch Basin Cleaning
% of high priority catch basins
(CB's) cleaned per year
*Clean 114 High Priority
CB's per year (new target
established in FY 16/17)
160 (140%) 154 (135%) 154 (135%) 154 (135%)
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Traffic Counts
% traffic counts on major streets
completed and published annually by
February 15 100% 100. % 100%
18% 0%
Speed Surveys
# of expiring speed surveys
completed Trend 11 2 0 0
% of expiring speed surveys
completed 100% 100 % 100%
New surveys
were conducted
and certification
was deferred to
FY25
Speed surveys
are planned for
Council
consideration in
FY26 Q4
Traffic Safety
# engineering change
recommendations made Trend 19 36 24 46
CRD /
Code Enforcement
Public Works /
Capital Improvement
Program
Public Works /
Development
Engineering
Public Works /
Transportations
Engineering
CRD /
Economic
Development
CRD /
Parking
CRD /
Planning
30 MID-CYCLE BUDGET - FY 2026/27

Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Electrical # of Completed Work Orders Trend 735 1,039 985 689 Facilities Maintenance # of Completed Work Orders Trend 1,118 741 674 823 Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Public Works /
Fleet Fleet Maintenance # of Completed Work Orders Trend 1,303 1,258 1,180 1,191 Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Graffiti Abatement
# of graffiti related work orders
completed Trend 6 61 100 176
# of graffiti related work orders
completed within 2 business days Trend 6 31 93 167
Potholes
# pothole service order requests
completed (all complaints are
addressed within 3 business days
during winter months) <300 2,840 2,460 601 requests 422 requests Signs & Marking
% of pavement markings and
signage in school zones (in need of
repair) addressed 100% 100% 100% 100% 75%
Signs & Marking # of Completed Work Orders Trend N/A New in FY24 929 308 Roadway Maintenance #lane miles crack seal Trend N/A 7.3 16.7 1.74 Roadway Maintenance #lane miles preventive maint. (ex.
seal coat) Trend N/A New in FY24 8.3 14.73
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Sidewalk Repairs
# of priority sidewalk repairs
completed 50 per year 0 10
0 (Ops) ;
22 (CIP) 153 (Ops)
ADA Ramp Upgrades # of ADA Ramps Upgraded 20 12 56
10 (Ops);
32 (CIP)
3 (Ops);
36 (CIP)
Sidewalk # of Linear Feet of Sidewalk installed in
a year Trend N/A New in FY24
1,205 (Ops);
5,643 (CIP)
1,374 (Ops);
5,220 (CIP)
Curb and Gutter # of Linear Feet of Curb and Gutter
installed in a year Trend N/A New in FY24
1,488 (Ops);
5,191 (CIP)
734 (Ops);
6,364 (CIP)
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Street Conditions (Pavement
Condition Index) PCI
Increase PCI by >=1
each year 63 N/A
November 2024
PCI = 65 66
Operations Road Paving # of lane miles paved Trend N/A 11.79 15.48 25.41 Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Utilities /
Solid Waste &
Recycling Materials Diversion diverted v. total tons generated 70% by 2018
75% by 2020 63.% 64.% 65.% 64.%
Dept/Division Metric Indicator Target
FY 2021/22
Actual
FY 2022/23
Actual
FY 2023/24
Actual
FY 2024/25
Actual
Water Quality
% compliance with State water
quality standards 100% 99.% 100.% 100.% 99.%
Water Conservation
Daily per capita demand on water
system (annual average)
Maximum 132 gallons
per capita per day (gpcd) 116 gpcd 120 gpcd 121 gpcd 126 gpcd Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual UCR Part 1 # crimes Trend 1,486 1,512 N/A 5,021
Larceny Offenses # crimes Trend 881 877 963 827
Traffic Safety # fatal collisions Trend 3 0 3 1
# injury collisions Trend 243 247 241 249
# DUI related collisions Trend 112 112 97 43
# DUI arrests Trend 199 215 198 194
# education presentations Trend 3 18 39 25
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Investigations # cases assigned Trend 1,026 1,158 1,017 845 % Cleared by arrest or charges filed Trend 41.% 50.% 50.% 37.% Napa Special Investigations Bureau # cases assigned Trend 77 121 80 65 % Cleared by arrest or charges filed Trend 51.% 61.% 10.% 9.% Value of substances seized Trend $ 386,191.80 731,319.60$ 1,602,511.95$ 880,957.94$ Homeless Program # homeless persons served Trend 2,705 754 1,134 1,456 # homeless persons placed in
housing or shelter Trend 22 132 232 81
# homeless veterans served Trend 44 28 18 33
School Resource Officers # cases investigated Trend 210 33 257 210 % of cases cleared 100% 7.% 94.% 64.% 31.%
Diversion # youth referred to program Trend 3,203 212 3,150 3,215 % completing program Trend 96.% 95.% 98.% 94.%
Police /
Special Police
Operations
Public Works /
Maintenance
Public Works /
Sidewalk
Improvement
Program
Public Works /
Paving Program
Utilities /
Water Utility
Police /
Operations
Pubic Works /
General Services
31 MID-CYCLE BUDGET - FY 2026/27

Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Dispatch Calls # calls to dispatch Trend 48,330 59,152 55,924 171,236 % answered within 10 seconds *
State of CA goal is now 15 seconds,
measure used is 15 seconds
beginning CY2016 90.% 95.% 97% 96% 94%
General time for call received to
event created for Priority 1 - Priority
4 calls for Napa PD 30 seconds 39.3 seconds 43 seconds 39 seconds 36 seconds Response time from event created
to arrival time for Priority 1 - Priority
4 calls for Napa PD 1 minute, 45 seconds
1 minute, 28
seconds
1 minute 7
seconds
1 minute 29
seconds Unknown
Property & Records # of processed reports Trend 6,355 6,102 5,520 5,410 # of front counter assistance Trend 4,305 5,320 5,811 4,861 # permits processed Trend 919 1,287 908 660
# background requests processed Trend 897 918 1,166 1,076 # subpoenas processed Trend 4,311 5,099 5,256 4,743
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Community Outreach # of events 100 100 88 97 80
# of participants in SAFE program 6,000 250 535 1800 1235 # of participants taught Hands Only
CPR 2,000 1,270 2,513 1,474 1,329
Fire is Everyone's Fight # smoke alarms installed 40
51 alarms & 32
battery
exchanges 33
45 alarms & 29
battery
exchanges
20 alarms & 16
battery
exchanges
Fire Prevention Inspections # construction inspections Trend 679 730 625 725 # plan checks Trend 1,476 1,055 968 1,139
% of mandatory inspections
completed (schools, institutions,
hotels, motels, multifamily residential
properties) 100% 100% 100% 100% 100%
# Weed Abatement Inspections Trend 71 206 216 380
Dept/Division Metric Indicator Target CY 2022 Actual CY 2023 Actual CY 2024 Actual CY 2025 Actual Emergency Response Time % calls responded to within target 90% response within 7
minutes 89.03% 84.% 83.% 86.%
Certification in Specialized
Disciplines % certification 100% 100% 90% 90% 90%
Call Volume Total Call Volume Trend 11,098 11,448 11,778 11,694 Police /
Support Services
Fire /
Fire Prevention
Fire /
Fire Suppression &
Operations
32 MID-CYCLE BUDGET - FY 2026/27

Utilities
Water Water Control Systems Analyst 1 Add one Water Control Systems Analyst 1 Additional Non General Fund Limited Term
FY 2026/27 Changes to Staffing Levels - Non General Fund / Other Funding Sources Dept Position
Eliminate
FTE
Add
FTE Comments
Human Resources Manager - Training &
Organizational Development (Limited-Term) 1
Human Resources Manager 1
Water Treatment Operator 1
Advanced Water Treatment Operator 1
2 2
Utilities
Reclass to allow for additional
duties needed to support
operations at the Hennessey
Treatment Plant.

Human
Resources
Convert existing Limited-Term
position to a regular classified
position in order to continue
addressing ongoing City
development needs.

FY 2026/27 Staffing Reallocations - A ll Funds
33 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
City Manager
Administration City Manager 1.00 1.00 1.00 1.00 1.00 [A] Assistant City Manager 1.00 1.00 1.00 1.00 2.00 [A] Deputy City Manager 1.00 1.00 1.00 1.00 - Risk Manager 1.00 1.00 1.00 1.00 1.00 Risk Office Assistant - - - 1.00 1.00 Community Relations & Media
Manager 1.00 1.00 1.00 1.00 1.00 Community Relations & Media
Analyst - - - 1.00 1.00 [B] Climate Action Manager - - - - 1.00 [B] Management Analyst I/II 1.00 2.00 2.00 2.00 1.00 Management Fellow (LT),
10/14/25 end date 1.00 1.00 1.00 1.00 - Administration Total 7.00 8.00 8.00 10.00 9.00 Housing Housing Manager - 1.00 1.00 1.00 1.00 Management Analyst I/II - 2.00 2.00 2.00 2.00 Housing Supervisor - - 3.00 3.00 3.00 Housing Rehab Program
Supervisor - 1.00 - - - Rental Assistance Program
Supervisor - 1.00 - - - Affordable Housing
Representative - 1.00 - - - Housing Rehabilitation
Specialist - 1.00 1.00 1.00 1.00 Secretary - 1.00 1.00 1.00 1.00 Senior Housing Specialist - 3.00 3.00 3.00 3.00 Housing Specialist - 5.00 5.00 5.00 5.00 Housing Specialist (LT),
6/30/24 end date - 1.00 - - - Office Assistant I/II - 1.00 1.00 1.00 1.00 Housing Total - 18.00 17.00 17.00 17.00 Information
Technology
Information Technology
Manager - 1.00 1.00 1.00 1.00 Systems Administrator - 5.00 5.00 5.00 5.00 Systems Analyst - 4.00 4.00 4.00 4.00 Management Analyst I/II - - - 1.00 1.00 GIS Coordinator - - - 1.00 1.00 Telecommunications
Specialist - 1.00 - - - Telecommunications
Supervisor - - 1.00 1.00 1.00 34 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
City Manager - Continued
Telecommunications
Technician - 1.00 1.00 1.00 1.00 Information Technology Total - 12.00 12.00 14.00 14.00 Total budgeted full time
positions 6.00 36.00 36.00 40.00 40.00 Total budgeted limited term
positions 1.00 2.00 1.00 1.00 - Total City Manager 7.00 38.00 37.00 41.00 40.00 City Clerk
City Clerk 1.00 1.00 1.00 1.00 1.00 Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 2.00 2.00 2.00 2.00 2.00 Imaging Clerk 1.00 1.00 - - - Office Assistant I/II 1.00 1.00 2.00 2.00 2.00 Total City Clerk 6.00 6.00 6.00 6.00 6.00 City Attorney
City Attorney 1.00 1.00 1.00 1.00 1.00 Assistant City Attorney 2.00 2.00 2.00 2.00 2.00 Deputy City Attorney - - 1.00 1.00 1.00 Legal Analyst 1.00 1.00 1.00 1.00 1.00 Legal Assistant 1.00 1.00 1.00 1.00 1.00 Total City Attorney 5.00 5.00 6.00 6.00 6.00 Resources
Human Resources Director 1.00 1.00 1.00 1.00 1.00 Assistant Human Resources
Director - - - 1.00 1.00 [1] Human Resources Manager 2.00 2.00 2.00 1.00 2.00 [1]
Human Resources Manager
(LT), 6/30/27 end date - - - 1.00 - Management Analyst I/II 3.00 3.00 3.00 3.00 3.00 Human Resources
Coordinator 2.00 2.00 2.00 2.00 2.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00 Total budgeted full time
positions 9.00 9.00 9.00 9.00 10.00 Total budgeted limited term
positions - - - 1.00 - Total Human Resources 9.00 9.00 9.00 10.00 10.00 35 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Finance
Administration Finance Director 1.00 1.00 1.00 1.00 1.00 Deputy Finance Director 1.00 1.00 1.00 1.00 1.00 Budget Officer 1.00 1.00 1.00 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Senior Budget Analyst 1.00 1.00 1.00 1.00 1.00 Budget Analyst I/II 1.00 1.00 - 1.00 1.00 Management Analyst I/II 1.00 1.00 2.00 2.00 2.00 Accounting Technician /
Accounting Technician (Entry)
(LT), 12/9/22 end date

1.00 - - - - Administration Total 8.00 7.00 7.00 8.00 8.00 Accounting &
Auditing Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 Senior Accountant 1.00 1.00 1.00 1.00 1.00 Accountant I/II 2.00 2.00 2.00 2.00 2.00 Payroll Specialist 1.00 1.00 1.00 1.00 1.00 Accounting Technician/
Accounting Technician (Entry) 2.00 2.00 2.00 2.00 2.00 Account Clerk I/II 2.00 2.00 2.00 2.00 2.00 Accounting & Auditing Total 9.00 9.00 9.00 9.00 9.00 Revenue Accounting Supervisor 1.00 1.00 1.00 1.00 1.00 Accountant I/II 1.00 1.00 1.00 1.00 1.00 Accounting Technician /
Accounting Technician (Entry) 3.00 3.00 3.00 3.00 3.00 Account Clerk I/II 4.00 4.00 4.00 4.00 4.00 Revenue Total 9.00 9.00 9.00 9.00 9.00 Information
Technology
Information Technology
Manager 1.00 - - - - Systems Administrator 5.00 - - - - Systems Analyst 3.00 - - - - Telecommunications
Specialist 1.00 - - - - Telecommunications
Technician 1.00 - - - - Information Technology Total 11.00 - - - - 36 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Finance - Continued
Total budgeted full-time
positions 36.00 25.00 25.00 26.00 26.00 Total budgeted limited term
positions 1.00 - - - - Total Finance 37.00 25.00 25.00 26.00 26.00 Administration Parks & Recreation Services
Director 1.00 1.00 1.00 1.00 1.00 [C] Parks Planning Manager - - - - 1.00 [C] Management Analyst I/II 1.00 1.00 1.00 1.00 - Management Analyst I/II (LT),
6/30/27 end date - - - 1.00 1.00 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 Administration Total 3.00 3.00 3.00 4.00 3.00 Recreation Recreation Manager 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 Recreation Supervisor 2.00 2.00 2.00 1.00 1.00 Recreation Coordinator 4.00 4.00 4.00 6.00 6.00 Recreation Total 8.00 8.00 8.00 9.00 9.00 Parks Parks Urban Forestry Manager 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 Parks Trees & Facilities
Supervisor 3.00 3.00 3.00 3.00 3.00 [D] Park Maintenance Worker III 7.00 7.00 7.00 7.00 8.00 [D] Park Maintenance Worker I/II 13.00 13.00 13.00 13.00 12.00 Senior Park Ranger 1.00 1.00 1.00 1.00 1.00 Park Ranger I/II (LT), 6/30/23
end date 1.00 - - - - Maintenance Laborer 3.00 3.00 3.00 3.00 3.00 [D] Maintenance Laborer (LT),
03/28/28 end date - - - - 1.00 Parks Total 30.00 29.00 29.00 29.00 29.00 Total budgeted full time
positions 40.00 40.00 40.00 41.00 41.00 Total budgeted limited term
positions 1.00 - - 1.00 2.00 Total Parks & Recreation
Services 41.00 40.00 40.00 42.00 43.00 Parks & Recreation Services
37 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Administration
[E]
Community Resources &
Development Director - - - - 1.00 [E] Community Development
Director 1.00 1.00 1.00 1.00 - Management Analyst I/II - 1.00 1.00 1.00 1.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00 Administration Total 2.00 3.00 3.00 3.00 3.00 Planning Planning Manager 1.00 1.00 1.00 1.00 1.00 Senior Planner 2.00 2.00 2.00 2.00 2.00 Assistant / Associate Planner 3.00 3.00 3.00 3.00 3.00 Planning Aide 1.00 1.00 1.00 1.00 1.00 [D] Administrative Secretary - - - - 1.00 [D] Secretary 1.00 1.00 1.00 1.00 - Planning Total 8.00 8.00 8.00 8.00 8.00 Building
Inspection Chief Building Official 1.00 1.00 1.00 1.00 1.00 Plans Examiner 1.00 1.00 1.00 1.00 1.00 Senior Building Inspector 1.00 1.00 1.00 1.00 1.00 Building Inspector I/II 3.00 3.00 3.00 3.00 3.00 Senior Permit Technician 1.00 1.00 1.00 1.00 1.00 Permit Technician 2.00 2.00 2.00 2.00 2.00 Building Inspection Total 9.00 9.00 9.00 9.00 9.00 Code
Enforcement Code Enforcement Officer 2.00 2.00 2.00 2.00 2.00 Code Enforcement Total 2.00 2.00 2.00 2.00 2.00 Economic
Development
Econ Dev & Redevelopment
Manager 1.00 1.00 1.00 1.00 1.00 Economic Development
Project Coordinator 2.00 2.00 2.00 2.00 2.00 Economic Development Total 3.00 3.00 3.00 3.00 3.00 Parking
Programs Parking Programs Manager 1.00 - - - - Compliance Program Manager - 1.00 1.00 1.00 1.00 Parking Enforcement Officer
I/II 2.00 2.00 2.00 2.00 2.00 Parking Enforcement Officer
I/II (LT), 6/30/25 end date 1.00 1.00 1.00 - - Community Resources & Development
38 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Community Resources & Development - Continued
Parking Enforcement Officer
I/II (LT), 6/30/27 end date - - - 1.00 1.00 Parking Programs Total 4.00 4.00 4.00 4.00 3.00 Housing Housing Manager 1.00 - - - - Management Analyst I/II 2.00 - - - - Housing Rehab Program
Supervisor 1.00 - - - - Rental Assistance Program
Supervisor 1.00 - - - - Affordable Housing
Representative 1.00 - - - - Housing Rehabilitation
Specialist 1.00 - - - - Secretary 1.00 - - - - Senior Housing Specialist 3.00 - - - - Housing Specialist 5.00 - - - - Housing Specialist (LT),
6/30/24 end date 1.00 - - - - Office Assistance I/II 1.00 - - - - Housing Total 18.00 - - - - Total budgeted full time
positions 44.00 28.00 28.00 28.00 28.00 Total budgeted limited term
positions 2.00 1.00 1.00 1.00 1.00 Total Community Resources
& Development 46.00 29.00 29.00 29.00 29.00 Public Works
Administration Public Works Director 1.00 1.00 1.00 1.00 1.00 Deputy PW Director –
Engineering 1.00 1.00 1.00 1.00 1.00 Admin Services Manager 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 2.00 2.00 2.00 3.00 3.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 Office Assistant I/II 2.00 2.00 2.00 2.00 2.00 Administration Total 9.00 9.00 9.00 10.00 10.00 Fleet
Management Fleet Shop Supervisor 1.00 1.00 1.00 1.00 1.00 Equipment
Mechanic/Journey/Master 4.00 4.00 4.00 5.00 5.00 Fleet Management Total 5.00 5.00 5.00 6.00 6.00 39 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Public Works - Continued
Maintenance Public Works Operations
Manager 1.00 1.00 1.00 1.00 1.00 Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 - - Street Field Supervisor 3.00 3.00 3.00 3.00 3.00 Heavy Equipment Operator 2.00 2.00 2.00 2.00 2.00 Concrete Finisher 1.00 1.00 1.00 1.00 1.00 Street Maintenance Worker III 3.00 3.00 3.00 3.00 3.00 Street Maintenance Worker I/II 12.00 12.00 12.00 12.00 12.00 Engineering Aide / Senior
Engineering Aide - - 1.00 1.00 1.00

Maintenance Total 24.00 24.00 25.00 24.00 24.00 General
Services Maintenance Superintendent 1.00 1.00 1.00 1.00 1.00 Electrical Supervisor 1.00 1.00 1.00 1.00 1.00 Electrician III 1.00 1.00 1.00 1.00 1.00 Electrician I/II 3.00 3.00 2.00 2.00 2.00 Parks, Trees & Facilities
Supervisor 1.00 1.00 1.00 1.00 1.00 Maintenance Craftsworker 2.00 2.00 2.00 2.00 2.00 Custodian 4.00 4.00 4.00 4.00 4.00 General Services Total 13.00 13.00 12.00 12.00 12.00 Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 3.00 3.00 3.00 4.00 4.00 Junior Engineer / Assistant
Engineer 4.00 4.00 4.00 4.00 4.00 Engineering Assistant 2.00 2.00 2.00 2.00 2.00 Engineering Aide / Senior
Engineering Aide 2.00 2.00 1.00 1.00 1.00 Engineering Total 12.00 12.00 11.00 12.00 12.00 Development
Engineering Senior Civil Engineer 1.00 1.00 1.00 1.00 1.00 Associate Civil Engineer 1.00 1.00 1.00 1.00 1.00 Supervising Engineering
Assistant 2.00 1.00 1.00 1.00 1.00 Junior Engineer / Assistant
Engineer 2.00 2.00 2.00 2.00 2.00 GIS Coordinator 1.00 1.00 1.00 - - Systems Administrator (LT),
6/30/24 end date 1.00 1.00 - - - 40 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Public Works - Continued
Transportation Planner I/II 1.00 - - - - Management Analyst I/II 1.00 1.00 1.00 - - Stormwater program
Coordinator - - 1.00 1.00 1.00 Engineering Assistant 2.00 1.00 - - - Engineering Aide / Senior
Engineering Aide 3.00 2.00 2.00 1.00 1.00 Development Engineering
Total 14.00 10.00 10.00 7.00 7.00 Transportation
Engineering Senior Traffic Engineer - 1.00 1.00 1.00 1.00 Transportation Planner I/II - 1.00 - - - Senior Transportation Planner - - 1.00 1.00 1.00 Supervising Engineering
Assistant - 1.00 1.00 1.00 1.00 Engineering Assistant - 1.00 2.00 2.00 2.00 Engineering Aide / Senior
Engineering Aide - 1.00 1.00 1.00 1.00 Transportation Engineering
Total - 5.00 6.00 6.00 6.00 Construction Construction Manager /
Professional Engineer 1.00 1.00 1.00 1.00 1.00 Junior Engineer / Assistant
Engineer 1.00 1.00 1.00 1.00 1.00 Senior Construction Inspector 1.00 1.00 1.00 1.00 1.00 Construction Inspector I/II 2.00 2.00 2.00 2.00 2.00 [D] Administrative Assistant - - - - 1.00 [D] Engineering Aide / Senior
Engineering Aide 2.00 2.00 2.00 3.00 2.00

Construction Total 7.00 7.00 7.00 8.00 8.00 Total budgeted full-time
positions 84.00 85.00 85.00 85.00 85.00 Total budgeted limited term
positions 1.00 1.00 - - - Total Public Works 85.00 86.00 85.00 85.00 85.00 Utilities
Administration Utilities Director 1.00 1.00 1.00 1.00 1.00 Deputy Utilities Director 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 1.00 1.00 1.00 41 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Utilities - Continued
Secretary 1.00 1.00 1.00 1.00 1.00 Water Resources Analyst 1.00 1.00 1.00 1.00 1.00 Water Conservation Specialist 1.00 1.00 1.00 1.00 1.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00 Buyer 1.00 1.00 1.00 1.00 1.00 Administration Total 8.00 8.00 8.00 8.00 8.00 Solid Waste &
Recycling
Materials Diversion
Administrator 1.00 1.00 1.00 1.00 1.00 [D] Materials Diversion Analyst - - - - 1.00 [D] Management Analyst I/II 1.00 1.00 1.00 1.00 - Utilities Program Compliance
Coordinator 1.00 1.00 1.00 1.00 1.00 Waste Prevention Specialist 2.00 2.00 2.00 2.00 2.00 Senior Scalehouse Attendant 1.00 1.00 - - - Scalehouse Supervisor - - 1.00 1.00 1.00 Scalehouse Attendant 2.00 2.00 2.00 2.00 2.00 Solid Waste & Recycling Total 8.00 8.00 8.00 8.00 8.00 Water
(Engineering) Senior Civil Engineer [2] 2.00 2.00 3.00 3.00 3.00 Associate Civil Engineer 3.00 3.00 3.00 3.00 3.00 Engineering Assistant 4.00 4.00 4.00 4.00 4.00 Asset Management Systems
Coordinator 1.00 1.00 - - - Engineering Aide / Senior
Engineering Aide 2.00 2.00 2.00 2.00 2.00 Water (Engineering) Total 12.00 12.00 12.00 12.00 12.00 Water
(Distribution) Water Distribution Manager 1.00 1.00 1.00 1.00 1.00 Water Distribution Supervisor 1.00 1.00 2.00 2.00 2.00 Water Distribution Operator
Lead 3.00 3.00 2.00 2.00 2.00 Water Distribution Equipment
Operator 3.00 3.00 3.00 3.00 3.00 Water Distribution Operator III 1.00 1.00 1.00 1.00 1.00 Water Distribution Operator
I/II 10.00 10.00 10.00 10.00 10.00 Office Assistant I/II - 1.00 1.00 1.00 1.00 Water (Distribution) Total 19.00 20.00 20.00 20.00 20.00 42 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Utilities - Continued
Water
(Treatment) Water Quality Manager 1.00 1.00 1.00 1.00 1.00 Water Treatment Manager 1.00 1.00 1.00 1.00 1.00 Water Plant Maintenance
Superintendent 1.00 1.00 1.00 1.00 1.00 Management Analyst I/II - 1.00 1.00 1.00 1.00 Utilities Inventory Specialist 1.00 1.00 1.00 1.00 1.00 Watershed and Facilities
Maintenance Worker 2.00 2.00 2.00 2.00 2.00 Water Control Systems
Superintendent 1.00 1.00 1.00 1.00 1.00 [2] Water Control Systems
Analyst 2.00 2.00 2.00 2.00 3.00 Senior Water Treatment
Facility Operator 1.00 1.00 1.00 1.00 1.00 [3] Advanced Water Treatment
Operator 2.00 2.00 2.00 2.00 3.00 [3] Water Treatment Operator 8.00 8.00 8.00 8.00 7.00 Water Plant Maintenance
Electrician 1.00 1.00 1.00 1.00 1.00 Water Plant Maintenance
Mechanic Lead 1.00 1.00 1.00 1.00 1.00 Water Plant Maintenance
Mechanic I/II 2.00 3.00 3.00 3.00 3.00 Senior Water Laboratory
Analyst 1.00 1.00 1.00 1.00 1.00 Water Laboratory Analyst 2.00 2.00 2.00 2.00 2.00 Water (Treatment) Total 27.00 29.00 29.00 29.00 30.00 Total budgeted full time
positions 74.00 77.00 77.00 77.00 78.00 Total Utilities 74.00 77.00 77.00 77.00 78.00 Police
Administration Police Chief 1.00 1.00 1.00 1.00 1.00 Police Captain - - - - 1.00 Police Lieutenant - - - - 1.00 Management Analyst I/II 1.00 1.00 2.00 2.00 2.00 Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Secretary 1.00 1.00 - - - Administration Total 4.00 4.00 4.00 4.00 6.00 Special
Operations Police Lieutenant 2.00 2.00 2.00 2.00 1.00 Police Sergeant 3.00 3.00 3.00 3.00 4.00 43 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Police - Continued
Police Officer / Police Officer
Trainee 16.00 16.00 16.00 17.00 17.00 Police Forensics Specialist 1.00 1.00 1.00 1.00 1.00 Community Services Officer
I/II - 1.00 1.00 1.00 1.00 Homeless Intervention
Coordinator 1.00 1.00 1.00 1.00 1.00 Homeless Intervention
Coordinator (LT), 6/30/25 end
date

1.00 1.00 1.00 - - Special Operations Total 24.00 25.00 26.00 26.00 25.00 Operations Police Captain 1.00 1.00 1.00 1.00 1.00 Police Lieutenant 1.00 1.00 1.00 1.00 1.00 Police Sergeant 8.00 8.00 8.00 8.00 7.00 Police Officer / Police Officer
Trainee 47.00 47.00 47.00 47.00 47.00 Community Services Officer
I/II 4.00 4.00 4.00 4.00 4.00 Operations Total 61.00 61.00 61.00 61.00 60.00 Support
Services Police Captain 1.00 1.00 1.00 1.00 - Community Services Officer
I/II (LT), TBD end date - - 1.00 1.00 1.00 Communications Manager 1.00 1.00 1.00 1.00 1.00 Police Records Bureau
Administrator 1.00 1.00 1.00 1.00 1.00 Public Safety Dispatch
Supervisor 4.00 4.00 4.00 4.00 4.00 Public Safety Dispatcher I/II 21.00 21.00 21.00 21.00 21.00 Public Safety Call Taker 4.00 4.00 4.00 4.00 4.00 Senior Police Records
Specialist 1.00 1.00 - - - Police Records Specialist I/II 6.00 6.00 5.00 5.00 5.00 Police Records Supervisor - - 1.00 1.00 1.00 Police Property Technician 2.00 2.00 2.00 2.00 2.00 Support Services Total 41.00 41.00 40.00 40.00 39.00 Total budgeted full time
positions 129.00 130.00 130.00 130.00 130.00 Total budgeted limited term
positions 1.00 1.00 2.00 1.00 1.00 Total Police 130.00 131.00 131.00 131.00 131.00 44 Five-Year Staffing Plan

APPENDIX A
Department /
Division Position Title
2022/23
Amended
2023/24
Amended
2024/25
Amended
2025/26
Amended
2026/27
Proposed
Fire
Administration Fire Chief 1.00 1.00 1.00 1.00 1.00 Principal Management Analyst - - 1.00 1.00 1.00 Management Analyst I/II 1.00 1.00 - - - Administrative Secretary 1.00 1.00 1.00 1.00 1.00 Office Assistant I/II 1.00 1.00 1.00 1.00 1.00 Emergency Manager - - - - 1.00 Administration Total 4.00 4.00 4.00 4.00 5.00 Prevention Fire Marshal 1.00 1.00 1.00 1.00 1.00 Senior Fire Prevention
Inspector 1.00 1.00 1.00 1.00 1.00 Fire Prevention Inspector I/II 3.00 3.00 3.00 3.00 3.00 Secretary 1.00 1.00 1.00 1.00 1.00 Prevention Total 6.00 6.00 6.00 6.00 6.00 Operations Deputy Fire Chief 1.00 1.00 1.00 2.00 2.00 Fire Battalion Chief 4.00 4.00 4.00 3.00 3.00 Fire Captain [H] 17.00 17.00 20.00 20.00 20.00 Firefighter/Paramedic 29.00 30.00 30.00 30.00 30.00 Firefighter 13.00 12.00 12.00 12.00 12.00 Operations Total 64.00 64.00 67.00 67.00 67.00 Total budgeted full time
positions 74.00 74.00 77.00 77.00 78.00 Total Fire 74.00 74.00 77.00 77.00 78.00 Total budgeted full time
positions 507.00 515.00 519.00 524.00 528.00 Total budgeted limited term
positions 7.00 5.00 4.00 6.00 4.00 Total City Staff 514.00 520.00 522.00 530.00 532.00 45 Five-Year Staffing Plan

APPENDIX A
[A]
O2026-003 removed (1) Deputy City Manager and added (1) Assistant City Manager as a designation of appointive officer in the City Manager's Office.
[B]
[C]
R2026-002 removed (1) Management Analyst I/II and added (1) Parks Planning Manager position for the Parks and Recreation Services Department
[D]
R2026-023 amended the City Staffing Plan by:

1. Removing (1) Secretary and adding (1) Administrative Secretary in the Community Resources and Development Department

2. Removing (1) Senior Engineering Aid and adding (1) Administrative Assistant in the Public Works Department

3. Removing (1) Management Analayst I/II and adding (1) Materials Diversion Analyst in the Utilities Department

4. Removing (1) Park Maintenance Worker I/II and adding (1) Park Maintenance Worker III in the Parks and Recreation Services Department

5. Adding (1) Maintenance Laborer (LT) to be valid for two years from the date of hire in the Parks and Recreation Services Department
[E]
R2025-112 amended the City Staffing plan by removing (1) Community Development Director and adding (1) Community Resources and Development Director 1 Budget Package HR Manager converts (1) HR Manager (LT) - Training & Organizational Development to (1) HR Manager
2 Budget Package Utilities Water Control Systems Analyst adds (1) Water Control Systems Analyst in the Utiliites Water Division
3 Budget Package Utilities Water Upgrades (1) Water Treatment Operator to (1) Advanced Water Treatment Operator

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

R2026-045 removed (1) Management Analyst I/II and added (1) Climate Action Manager as a designation of appointive officer in the City Manager's Office. 46 FY 2026/27
From Purpose To
Fund Amount Fund Amount
102 Measure G 7,043,247 City Admin 100 General 7,043,247 201 Gas Tax 24,316 City Admin 100 General 24,316
202 RMRA 431 City Admin 100 General 431
203 Traffic Safety 10,979 City Admin 100 General 10,979 204 Red Light Camera 23,586 City Admin 100 General 23,586 212 DIF Aff Housing 94,248 City Admin 100 General 94,248 230 Public Art 44,664 City Admin 100 General 44,664
236 Parking 232,951 City Admin 100 General 232,951
255 Measure F 1% TOT 17,858 City Admin 100 General 17,858 408 AD Lake Park 481 City Admin 100 General 481
409 AD Linda Vista 12 City Admin 100 General 12
416 AD River Park 334 City Admin 100 General 334
417 AD Silverado Creek 602 City Admin 100 General 602
424 AD Storm Drain Fees 8,486 City Admin 100 General 8,486 510 SW-Operating 328,185 City Admin 100 General 328,185 511 SW-CIP 17,805 City Admin 100 General 17,805
519 SW-NR 8,842 City Admin 100 General 8,842
530 Water-Operating 2,709,207 City Admin 100 General 2,709,207 531 Water-CIP 68,506 City Admin 100 General 68,506
539 Water-NR 12,237 City Admin 100 General 12,237
841 Laurel Manor 169,968 City Admin 100 General 169,968 842 Seminary Street 4,144 City Admin 100 General 4,144
843 Section 8 255,022 City Admin 100 General 255,022
844 20% Low/Mod Income 9,467 City Admin 100 General 9,467 846 Local Housing 55,638 City Admin 100 General 55,638
Citywide Administration 11,141,216 Citywide Administration 11,141,216 100 General 100,000 Operating 101 General NR 100,000
100 General 150,700 Operating 236 Parking 150,700
100 General 100,000 Operating 630 IT 100,000
100 General 150,000 Operating 660 Equip Replacement 150,000 100 General 2,216,023 Fund Reserves 300 CIP Facilities Rsv 705,341 Fund Reserves 300 CIP Gen Rsv 1,410,682
Fund Reserves 300 CIP Gen Plan Rsv 100,000
100 General 247,048 Fund Reserves
General Fund Transfers 2,963,771 General Fund Transfers 2,716,723 Fund Balance 102 Measure G Fund Balance 560,247
Measure G Transfers - Measure G Transfers 560,247 102 Measure G 11,300,000 Fund Projects 300 Capital Projects 11,300,000 102 Measure G 4,500,000 Fund Projects 101 General NR 4,500,000 201 Gas Tax 300,000 Fund Projects 300 Capital Projects 300,000 201 Gas Tax 1,750,000
Operating - Local Streets Paving
Program 302 Streets Prog 1,750,000
202 RMRA 2,150,000
Operating - Local Streets Paving
Program 302 Streets Prog 2,150,000
206 Measure U 7,000,000 Fund Projects 300 Capital Projects 7,000,000 230 Public Art 505,000 Fund Projects 300 Capital Projects 505,000 296 Community Development SR 65,000 Fund Projects 101 General NR 65,000 510 SW-Operating 1,387,000
Operating - Local Streets Paving
Program 302 Streets Prog 1,387,000
510 SW-Operating 4,000,000 Fund Projects 511 Materials Diversion-CIP 4,000,000 510 SW-Operating 400,000 Fund Projects 519 Materials Diversion-NR 400,000 530 Water-Operating 7,500,000 Fund Projects 531 Water-CIP 7,500,000 102 Measure G 2,400,000
Operating - Local Streets Paving
Program 302 Sidewalks Prog 900,000
302 Streets Prog 1,500,000
206 Measure U 1,900,000
Operating - Local Streets Paving
Program 302 Streets Prog 1,300,000
Operating - Local Streets Paving
Program 302 Sidewalks Prog 600,000
300 CIP Gen Rsv 1,450,000 Fund Projects 300 Capital Projects 2,050,000 300 CIP Facilities Rsv 600,000 Fund Projects
Other Transfers 47,207,000 Other Transfers 47,207,000
Total Transfers Out 61,311,987 Total Transfers In 61,625,186 Appendix B
Schedule of Adopted Interfund/Interagency Transfers
47 City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

INSTRUCTIONS: Complete the form for any changes to the FY 2026/27 Adopted Budget as presented 6/17/2025. Budget Packages are for New Positions, Changes to Positions, Additions to Fleet, New IT Projects, or other requested budget increases. Please fill out all sections of the form including the Financial Information with proper account coding.

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

Package Title: Public Meeting Compliance: Zoom and
Captioning Services
Priority: 1
Department/Division: City Clerk Budget Year: FY 2026/27 Department Contact: Tiffany Carranza GL Org: 10011100
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:

Software subscription for Zoom licenses and addition of Live Automated Closed Captioning to existing Granicus agreement.

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

This request is driven by the need to comply with SB 707 requirements for public participation in meetings, as well as federal WCAG/ADA accessibility standards. Implementing Zoom provides a secure and reliable platform to facilitate remote public comment in a manner that meets SB 707 mandates.

This investment also directly supports the Council’s priority of enhancing community engagement by expanding opportunities for the public to participate in meetings regardless of location.

Additionally, the inclusion of closed captioning ensures compliance with federal accessibility requirements and provides equitable access for individuals with hearing impairments. WCAG standards require that all videos posted to the City’s website include captioning; currently, Council and other meeting body videos do not meet this requirement. Implementing captioning services will bring the City into compliance while improving accessibility and removing barriers to participation.

Together, these tools promote inclusivity, transparency, and broader community involvement in public decision-making, aligning with the City’s commitment to accessible and effective civic engagement.

What are the consequences of not funding this request?

City will not be in compliance with Federal and State mandates under SB 707 or WCAG 2.1 ADA requirements.
48 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

What alternatives were considered when creating this request?

There is no viable alternative to Zoom, as Microsoft Teams does not provide a sufficiently secure platform for managing public comment in compliance with SB 707 requirements.

For closed captioning, adding the Granicus captioning service leverages our existing encoder software and requires minimal additional staff time. Other providers would be more costly and involve a longer implementation process, including procuring additional software, training staff, and establishing access.

The Granicus solution offers the most seamless and efficient transition for staff while ensuring compliance with WCAG/ADA mandates.

How will you measure success?

Success will be measured by the public’s ability to reliably and seamlessly participate in Council meetings via Zoom, with minimal technical issues or barriers to access.

Additionally, success will be demonstrated by achieving full compliance with accessibility standards, including ensuring that all live-streamed and archived meeting videos consistently include accurate closed captioning.

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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
10011100 53250 $10,000 Approximate annual costs of $8,000 for captioning and $2,000 for zoom
$0
$0
Total Expenditures $10,000

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

49 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

Package Title: Migrating Digital Evidence Priority: 1
Department/Division: City Manager IT Division Budget Year: FY2026/27 Department Contact: Scott Nielsen GL Org: 10121408
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:

Migrate digital evidence currently stored on the City of Napa servers, specifically in the police department's computer room, commonly referred to as the Q drive, to Digital Evidence.com. I am requesting the hiring of a retired evidence technician, after July 1, 2026, to assist with the migration. The budget request totals $42,200 for 950 hours of work.

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

This migration is necessary to preserve evidence and facilitate decommissioning the obsolete server

What are the consequences of not funding this request?

Loss of evidence due to the system's failure
What alternatives were considered when creating this request?

None

50 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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
10121408 51210 42,200 Retired annuitant
$0
$0
$0
Total Expenditures 42,200

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

51 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

Package Title: Training & Organizational Development
Staffing
Priority: 1
Department/Division: Human Resources Budget Year: FY 2026/27 Department Contact: MJ Tueros (Interim HR Director) 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:

The HR Department is requesting to convert the current Limited-Term Human Resources Manager position (assigned to Training & Organizational Development) to a regular classified position in order to sustain and expand citywide workforce development, leadership development, organizational effectiveness, and employee performance infrastructure. Since the position was established, it has moved beyond one-time project work and has become a core operational function supporting departments across the organization.

The role is building the systems, tools, and learning architecture needed to strengthen onboarding, leadership capability, performance management, communication, succession readiness, and cross- department effectiveness. Current work includes development of citywide Communities of Practice, manager and supervisor tools, role-based learning pathways, retreat facilitation and follow-through, employee and leadership coaching, mediation, performance support resources, and department- specific operating systems that improve consistency, clarity, and accountability.

This request is not for a new idea; it is to retain and institutionalize a function that is already producing organization-wide value and addressing ongoing needs that will continue beyond the limited-term period that ends in June 2027.

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

The work of training and organizational development has become foundational to the City’s ability to effectively implement operational priorities, attract and retain talent, improve management practices, and provide consistent, high-quality service for our community. The City’s mission emphasizes thoughtful leadership and dedication to excellence, and the City’s core values emphasize integrity, service, inclusion, and collaboration. The HR Department’s stated purpose is to foster a workplace 52 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

culture that attracts, develops, retains, and celebrates a talented workforce committed to excellence in public service. Converting this position directly supports that purpose.

This request aligns most closely with Council’s FY 2025–2027 Focus Areas of Economic Resilience and Community Engagement. Specifically, Economic Resilience because a stronger internal operating system reduces inefficiency, improves employee retention, strengthens supervisory capability, and helps the City use staff time more effectively. Additionally, it also aligns with Community Engagement because employee communication, leadership consistency, and internal trust directly affect how well the City engages and serves the community. The Council’s FY 2025–2027 Focus Areas explicitly include Economic Resilience and Community Engagement.

The position also advances department priorities by:
 building sustainable internal capacity rather than relying on fragmented, one-off training;  creating consistent tools and expectations for managers and supervisors;  improving cross-department coordination and role clarity;  supporting succession planning, performance development, and employee growth; translating retreat and employee engagement survey insights into actionable systems, standards, and follow-through.

What are the consequences of not funding this request?

If this request is not funded, and the position’s limited-term ends before key milestones are met, the City risks losing momentum on several high-value initiatives that are still in development and require continuity to become fully operational. The likely consequences include slower implementation of leadership and workforce initiatives, reduced follow-through on executive and manager retreat priorities, fragmented training efforts, inconsistent management practices across departments, and the loss of institutional knowledge already built through this role.

Without a permanent role, the City would likely revert to a more reactive approach to training and organizational development, relying on piecemeal efforts by already stretched departments or more expensive outside support. That would weaken the City’s ability to standardize expectations, develop leaders, improve communication, and build a stronger performance culture over time.

There is also a sunk-cost concern: the City has already invested in creating frameworks, relationships, tools, and trust through this work. Ending the position before those systems are fully embedded would reduce the return on that investment.

What alternatives were considered when creating this request?

Alternatives considered include:
- Allowing the Limited-Term position to expire and distributing the work across existing HR staff - Scaling back the scope of OD work to basic compliance training or ad hoc program support - Using external consultants on a project-by-project basis 53 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

- Extending the role in a temporary or intermittent way

These options were considered less effective because the work is ongoing, citywide, relational, and implementation-focused. Existing staff do not have the dedicated capacity to absorb this function without affecting other core HR services. A consultant model may be appropriate for specialized projects, but it is significantly less effective for building internal ownership, daily coordination, culture change, and sustained follow-through. Converting the role to a regular classified position is the most efficient way to protect progress already made and continue building long-term organizational capacity.

How will you measure success?

Success can be measured through a combination of output, adoption, and outcome metrics, such as:
- Reduced cost for external training/facilitation consultants - Number of citywide and role-based learning resources created and launched - Participation rates and feedback surveys from training sessions - Implementation of Communities of Practice and development of role resource pages/tools - Creation and implementation of improved Performance Management tools - Creation and implementation of succession readiness and growth conversation infrastructure - Employee Engagement indicators related to communication, development, follow-through, and trust over time

54 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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

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

GL Org GL Object Amount Comments
10015100 51110 $256,220 Top step of “Human Resources Manager” 10115100 51110 -$256,220 Reduction of Non Recurring HR Admin $0
$0
$0
Total Expenditures $0

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

Change from non-recurring to ongoing HR budget:

Future org = 10015100 (HR Admin), object = 51110 (Regular Employees) Current org = 10115100 (Non Recurring HR Admin), object = 51110 (Regular Employees)

55 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

Package Title: Downtown Specific Plan Update Priority: 1 Department/Division: Community Resources & Development Budget Year: FY26/27 Department Contact: Molly Rattigan GL Org: 10140100
New FTE
Change to Current FTE
New Vehicle (Addition to Fleet)
New IT Project
Other Request
Ongoing Budget Request
One-Time Budget Request
Combo Request (Both One-Time and
Ongoing Budget Requested)
Select the Council Focus Area (or Areas) that this request supports:

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

Description of Budget Request:

This request seeks funding of $150,000 to retain consultant services to initiate the Downtown Specific Plan Update. $800,000 is the projected total cost for the project which will be executed over several years. We currently have $100,000 already appropriated for this project.

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

Updating the Downtown Specific Plan is necessary to ensure that the City’s long-term vision for downtown Napa remains relevant, responsive, and aligned with current conditions and future opportunities. As the existing plan approaches its 2032 horizon, an update will allow the City to evaluate progress to date, address emerging challenges such as economic shifts, mobility, housing needs, and climate resilience, and incorporate community input to shape the next phase of downtown’s evolution.

This effort aligns with Council and Department priorities by supporting continued economic vitality, enhancing the downtown as a vibrant and pedestrian-oriented destination, and ensuring thoughtful, well- planned growth. It also advances goals related to sustainability, livability, and maintaining Napa’s unique character, while providing clear policy direction to guide future public and private investment.

What are the consequences of not funding this request?

Without funding to initiate the Downtown Specific Plan Update, the City risks relying on an outdated framework that may no longer reflect current conditions, community priorities, or emerging trends. As the plan approaches its 2032 horizon, it will become increasingly misaligned with ongoing development, limiting the City’s ability to effectively guide growth, respond to new opportunities, and address evolving challenges such as housing, mobility, and climate resilience.

Failure to update the plan could result in missed economic development opportunities, less coordinated 56 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

decision-making, and reduced ability to attract investment aligned with the City’s vision. It may also lead to uncertainty for developers, businesses, and the community, and hinder progress toward Council and Department goals related to a vibrant, sustainable, and well-planned downtown.

What alternatives were considered when creating this request?

Several alternatives were considered, including maintaining the existing Downtown Specific Plan without updates, completing only minor amendments on an as-needed basis, or delaying the update until closer to the 2032 horizon. However, these options would not adequately address the scale of change that has occurred downtown or provide a proactive, comprehensive vision for the future.

How will you measure success?

Success will be measured by the completion and adoption of an updated Downtown Specific Plan that reflects a clear, community-supported vision for the next 10–20 years. Key indicators will include meeting established project milestones and timelines, achieving broad and inclusive community engagement, and delivering a plan that is consistent with City goals and Council priorities.

Longer-term success will be evaluated based on how effectively the updated plan guides development and investment in downtown Napa, supports economic vitality, enhances the pedestrian-oriented environment, and advances sustainability and livability goals. Additional measures may include the plan’s usability for staff and stakeholders, and its ability to provide clear, actionable policy direction for future decision-making.

57 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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

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

GL Org GL Object Amount Comments
10140100 53210 $150,000 $100K already appropriated. $800K is the projected cost over several years.
$0
$0
$0
Total Expenditures $150,000

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

58 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

Package Title: Open Space and Conservation Park Planning 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 advise on creating conservation easements across all city-owned natural open space parks, providing City Council with options to consider permanent conservation. Primarily staff will initiate a comprehensive planning process for the 57.3-acre South Jefferson property; a significant undeveloped natural open space park located at the southern terminus of Jefferson Street. The project aims to balance ecological conservation with sustainable, responsible public access through the development of a comprehensive conceptual site plan and the establishment of a conservation easement. To advise the conceptual site plan for South Jefferson, the project will inventory existing uses across the City's natural open space parks to identify gaps in infrastructure and recreational opportunities. Overall, this project will result in a recommended concept plan and conservation easement for the South Jefferson property, as well as long-range conservation options across appropriate City parks.

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. 59 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

What alternatives were considered when creating this request?

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

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 OpenGov and imported to Munis if approved.

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 $200,000
$0
$0
$0
Total Expenditures $200,000

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

60 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

Package Title: Utilities Water Control Systems Analyst Priority: 1 Department/Division: Utilities/Water Budget Year: FY 2026/27 Department Contact: Erin Kebbas GL Org: 53060116/53060115 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:

Utilities needs to add one (1) FTE in the Water Division as a Water Control Systems Analyst. The individual will report to the Water Controls System Superintendent.

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

There are a number of projects within our treatment plant that are lacking sufficient labor resources for implementation. The SCADA (Supervisory Control and Data Acquisition) control systems group has worked diligently on a Master Plan for controls, equipment, and cyber security but it is being held up by insufficient staff resources to implement. The team is highly effective, and it is safer and more efficient to build these capabilities in-house than to spend time and resources outsourcing and managing the work.

Increased redundancy and reliability is needed amongst this 3-person group and this additional person is needed to reduce the risk of single point of failure.

What are the consequences of not funding this request?

Potential water service interruption, vulnerability to cyber-attacks due to outdated equipment unable to enact security upgrades, longer downtime to make repairs due to unavailability of replacement parts.

Extended repair time is especially critical during emergency situations. This position will be integral to the SCADA control systems group’s preparation to maintain day to day operations while assisting with input on design and implementation of major treatment plant upgrades at Hennessey Treatment Plant (HTP.) This position is needed to effectively implement the forthcoming major upgrades and modernization of the 43-year old Hennessey Treatment Plant that is currently functioning beyond its 40-year useful life.

61 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

What alternatives were considered when creating this request?

Outsourcing the work through consultants was considered however, it is not practical because professional firms are not familiar with the intricacies of our system operations and needs. The work would have to be managed task by task by knowledgeable in-house staff and there is already insufficient resources amongst the small work group to implement capital equipment replacement while keeping up with the level of responsiveness required for daily operations.

How will you measure success?

Implementation of system infrastructure and controls to minimize system downtime, minimization of after hours call-outs due to failed controls, less time addressing emergency repairs of obsolete equipment, and ability to properly manage this aspect of design for the pending $80M Hennessey Treatment Plant Improvements Project.

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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
53060116 51110 124,550 70% treatment
53060115 51110 53,379 30% transmission
$0
$0
Total Expenditures $177,929

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

Funds are available in Water Enterprise ongoing operating fund. This position will also be allocated to upcoming bond-funded capital improvement projects.

62 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

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

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

Description of Budget Request:

Utilities Department needs to upgrade one (1) existing FTE in the Water Division from a Water Treatment Operator (WTO) to Advanced Water Treatment Operator (AWTO).

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

Reliable, safe water service to the community aligns with Council and Department priorities. There are a number of projects and special studies within our treatment operations that could be implemented if in- house labor resources could be available to implement. One example is the need to increase documentation of existing equipment used in daily operations to effectively prioritize upgrade and replacement investments to minimize failures and emergency response situations.

An AWTO that has instrumentation knowledge can take on this type of special task and accurately document existing equipment status and perform special analytical studies within the treatment operation that can assist with data to support the forthcoming design and construction of process improvements to the Hennessey Treatment Plant.

What are the consequences of not funding this request?

Higher costs incurred to set up project studies performed by design consultants for process improvements.

63 APPENDIX C

City of Napa Mid-Cycle Budget Adjustment
Request Form for Process FY 2026/27

What alternatives were considered when creating this request?

Outsourcing the work through consultants was considered, however, the cost would be significantly higher since professional firms are not familiar with the intricacies of our system operations and needs, and AWTO is able to take responsibility for these special studies on top of their regular duties.

How will you measure success?

In the near-term, deliverable comprehensive list of prioritized treatment plant operating instrumentation and equipment that is in need of upgrade via modification, or full replacement as part of future treatment plant process investments. Over the long-term seasonal optimization of treatment train efficacy with respect to, chemical dosages and finished water quality.

Financial Information:

This data will be entered into OpenGov and imported to Munis if approved.

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
53060115 51110 $8,030 100% treatment
$0
$0
$0
Total Expenditures $8,030 mirror equivalent AWTO position allocations

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

Funds are available in Water Enterprise ongoing operating fund.

64 APPENDIX C
$470,483 $0 $0 $0 $0 $470,483
$470,483 $0 $0 $0 $0 $470,483
$823,515 $0 $0 $0 $0 $823,515
$823,515 $0 $0 $0 $0 $823,515
$0 $500,000 $0 $0 $0 $500,000
$0 $500,000 $0 $0 $0 $500,000
$0 $2,211,789 $0 $0 $0 $2,211,789
$0 $2,211,789 $0 $0 $0 $2,211,789
$300,000 -$300,000 $0 $0 $300,000 $300,000
$300,000 -$300,000 $0 $0 $300,000 $300,000
$0 $180,000 $6,345,000 $0 $0 $6,525,000
$0 $1,135,175 $0 $0 $0 $1,135,175
$0 $1,315,175 $6,345,000 $0 $0 $7,660,175
$0 $100,000 $100,000 $100,000 $100,000 $400,000
$0 $50,000 $50,000 $50,000 $50,000 $200,000
$1,850,000 $0 $0 $0 $0 $1,850,000
Revenues

MARIN CLEAN ENERGY
REBATE
33FC26CM01 - LAUREL

MANOR UPGRAGES

MARIN CLEAN ENERGY

REBATE TOTAL

LOW INCOME WEATHERIZED

PROGRAM
33FC26CM01 - LAUREL

MANOR UPGRAGES

LOW INCOME

WEATHERIZED PROGRAM
TOTAL

CA DEPT OF

TRANSPORTATION
63WT24UT07 - DOT

SOSCOL TULOCAY BRIDGE

MAIN REPLACEMENT

CA DEPT OF

TRANSPORTATION TOTAL

CDBG GRANT
9017FR20 - HMGP

MILLIKEN RW PIPE

CDBG GRANT TOTAL

DEVELOPER CONTRIBUTION
63WD26UT07 - CLAY ST

WATER MAIN

REPLACEMENT,

CALIFORNIA TO WALNUT

DEVELOPER

CONTRIBUTION TOTAL
FEMA
63WX22UT06 - HMGP

DWYER RD PS
9017FR20 - HMGP

MILLIKEN RW PIPE

FEMA TOTAL

GAS TAX
33SD24PW01 -

STORMDRAIN &

CONVEYANCE REPAIRS
33ST10PW05 - PAVEMENT

MANAGEMENT SYSTEM
33ST14PW04 -
SILVERADO-3RD-
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0

P R O J E C T S B Y C A T E G O R Y
65 APPENDIX D
$75,000 $75,000 $100,000 $100,000 $100,000 $450,000
$550,000 $0 $0 $0 $0 $550,000
$5,110 $0 $0 $0 $0 $5,110
$42,400 $0 $0 $0 $0 $42,400
$70,000 $0 $0 $0 $0 $70,000
-$134,837 $0 $0 $0 $0 -$134,837
$75,000 $75,000 $200,000 $200,000 $200,000 $750,000
$2,532,673 $300,000 $450,000 $450,000 $450,000 $4,182,673 $45,990 $0 $0 $0 $0 $45,990
$381,600 $0 $0 $0 $0 $381,600
$427,590 $0 $0 $0 $0 $427,590
$0 $750,000 $0 $0 $0 $750,000
$0 $750,000 $0 $0 $0 $750,000
$0 $250,000 $0 $0 $0 $250,000
$0 $250,000 $0 $0 $0 $250,000

COOMSVILLE-EAST (FIVE
WAY)
33ST19PW02 -

UNCONTROLLED

CROSSWALK

IMPROVEMENT/PED

BEACONS
33ST26PW07 - GRANT

MATCH BUILD IMOLA

CORRIDOR
33ST26PW08 - GRANT
MATCH - HSIP12

CALIFORNIA/PUEBLO

INTERSECTION
33ST26PW09 - GRANT
MATCH - HSIP12 SIGNAL

IMPROVEMENTS
33ST26PW13 -

SOLANO/SALVADOR
WEST
33TS01PW01 -

REDWOOD/SOLANO
SIGNAL
33TS24PW02 - TRAFFIC

SIGNAL EQUIPMENT

UPGRADES

GAS TAX TOTAL

HWY SAFETY IMP PROGRAM
GRANT
33ST26PW08 - GRANT
MATCH - HSIP12

CALIFORNIA/PUEBLO

INTERSECTION
33ST26PW09 - GRANT
MATCH - HSIP12 SIGNAL

IMPROVEMENTS

HWY SAFETY IMP

PROGRAM GRANT TOTAL

MEASURE G
33FC26FD01 - FIRE
STATION #1 RENOVATION
33FC26FD02 - FIRE
STATION #2 RENOVATION
33FC27FD01 - FIRE
STATION #3 RENOVATION
33FC27FD02 - FIRE
STATION #4 RENOVATION
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 66 APPENDIX D
$1,800,000 $0 $0 $0 $0 $1,800,000
$600,000 $0 $0 $0 $0 $600,000
$300,000 $0 $0 $0 $0 $300,000
$0 $400,000 $0 $0 $0 $400,000
$500,000 $2,400,000 $0 $0 $0 $2,900,000
$500,000 $0 $0 $0 $0 $500,000
$150,000 $0 $0 $0 $0 $150,000
$0 $4,000,000 $0 $0 $0 $4,000,000
-$800,000 $0 $0 $0 $0 -$800,000
$800,000 $1,000,000 $0 $0 $0 $1,800,000
$3,000,000 $0 $0 $0 $0 $3,000,000
$2,500,000 $0 $0 $0 $0 $2,500,000
$2,000,000 $0 $0 $0 $0 $2,000,000
$0 $1,500,000 $0 $0 $0 $1,500,000
$11,350,000 $11,300,000 $0 $0 $0 $22,650,000
-$275,000 $0 $0 $0 $0 -$275,000
-$1,015,000 $0 $0 $0 $0 -$1,015,000
$1,500,000 $0 $0 $0 $0 $1,500,000
-$1,500,000 $0 $0 $0 $0 -$1,500,000
$122,378 $0 $0 $0 $0 $122,378
33FC22PW03 - LAS

FLORES COMMUNITY

CENTER RENOVATION
33PK26PR01 - LAKE PARK

IMPROVEMENTS
33PK26PR02 - LAUREL

PARK IMPROVEMENTS
33PK27PR01 - KLAMATH

PARK IMPROVEMENTS
33PK26PR03 - PARKS

RESTROOMS
33PK26PR04 - SPLASH
PAD
33ST20PW09 - COOMBS

ST & S COOMBS ST
REHAB
33ST22PW04 -

COOMBSVILLE REHAB
3RD-PASCALE
33ST22PW05 -

WESTWOOD REHAB

INTERIOR
33ST26PW06 -

CITY/COUNTY JOINT

PROJECT (PUEBLO AREA)
33ST26PW10 - TRANCAS
(JEFFERSON TO NAPA
RIVER)
33ST26PW11 -

CALIFORNIA (CLAY TO

TRANCAS)
33ST26PW12 - SOSCOL
(FIRST TO SILVERADO)
33ST27PW03 - TROWER
(SOLANO TO LINDA VISTA)

MEASURE G TOTAL

MEASURE T
33SW20PW02 -

WESTWOOD SIDEWALKS
33ST16PW02 - SALVADOR

AVENUE WIDENING
33ST20PW10 - LAUREL

STREET REHAB
33ST22PW03 - BROWNS
VLY RD/1ST ST
33ST22PW04 -

COOMBSVILLE REHAB
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 67 APPENDIX D
$2,310,417 $0 $0 $0 $0 $2,310,417
-$122,377 $0 $0 $0 $0 -$122,377
-$245,000 $0 $0 $0 $0 -$245,000
$350,000 $0 $0 $0 $0 $350,000
-$350,000 $0 $0 $0 $0 -$350,000
$500,000 $0 $0 $0 $0 $500,000
$1,275,418 $0 $0 $0 $0 $1,275,418
$500,000 $0 $0 $0 $1,000,000 $1,500,000
$550,000 $0 $0 $0 $0 $550,000
$3,000,000 $0 $0 $0 $0 $3,000,000
$0 $0 $0 $2,500,000 $0 $2,500,000
$450,000 $0 $0 $0 $0 $450,000
$500,000 $0 $4,000,000 $0 $0 $4,500,000
$500,000 $4,000,000 $0 $0 $0 $4,500,000
$0 $1,000,000 $0 $0 $0 $1,000,000
$0 $0 $2,000,000 $0 $0 $2,000,000
3RD-PASCALE
33ST22PW05 -

WESTWOOD REHAB

INTERIOR
33ST22PW08 -

COOMBSVILLE PASCALE-

EAST END
33ST22PW09 -

WESTWOOD STREET

LIGHTING
33ST23PW03 - LINCOLN

AVE REHAB-CALIFORNIA
TO SIL
33ST25PW01 - STREET

PREVENTIVE
MAINTENANCE FY24/25
33ST26PW11 -

CALIFORNIA (CLAY TO

TRANCAS)

MEASURE T TOTAL

MEASURE U
33ST14PW04 -
SILVERADO-3RD-

COOMSVILLE-EAST (FIVE
WAY)
33ST20PW09 - COOMBS

ST & S COOMBS ST
REHAB
33ST22PW04 -

COOMBSVILLE REHAB
3RD-PASCALE
33ST22PW07 - IMOLA

REHAB SOSCOL-EAST
END
33ST26PW02 - STREET

PREVENTIVE
MAINTENANCE FY25/26
33ST26PW03 - RIVERSIDE

NEIGHBORHOOD

REHABILITATION
33ST26PW04 -

MONTGOMERY

NEIGHBORHOOD

REHABILITATION
33ST27PW01 - STREET

PREVENTIVE
MAINTENANCE FY26/27
33ST28PW01 - STREET

PREVENTIVE
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 68 APPENDIX D
$1,200,000 $500,000 $0 $0 $0 $1,700,000
$0 $1,500,000 $0 $0 $0 $1,500,000
$0 $0 $0 $1,500,000 $0 $1,500,000
$0 $0 $0 $4,000,000 $0 $4,000,000
$0 $0 $0 $0 $2,500,000 $2,500,000
$6,700,000 $7,000,000 $6,000,000 $8,000,000 $3,500,000 $31,200,000 $1,280,000 $0 $0 $0 $0 $1,280,000
$1,280,000 $0 $0 $0 $0 $1,280,000
$0 $40,000 $1,410,000 $0 $0 $1,450,000
$0 $40,000 $1,410,000 $0 $0 $1,450,000
$0 $55,000 $0 $0 $0 $55,000
$0 $40,000 $0 $0 $0 $40,000
$0 $120,000 $0 $0 $0 $120,000
$0 $55,000 $0 $0 $0 $55,000
$0 $75,000 $0 $0 $0 $75,000
$0 $80,000 $0 $0 $0 $80,000
$0 $80,000 $0 $0 $0 $80,000
$25,000 $0 $0 $0 $0 $25,000
MAINTENACE FY27/28
33ST26PW06 -

CITY/COUNTY JOINT

PROJECT (PUEBLO AREA)
33ST27PW02 -

CITY/NAPASAN JOINT

PROJECT (BEL AIRE AREA)
33ST29PW01 - STREET

PREVENTIVE
MAINTENANCE FY28/29
33ST29PW02 -

JEFFERSON STREET

REHABILITATION
33ST30PW01 - STREET

PREVENTIVE
MAINTENANCE FY29/30

MEASURE U TOTAL

NAPACOUNTY
33ST26PW10 - TRANCAS
(JEFFERSON TO NAPA
RIVER)

NAPACOUNTY TOTAL

OTHER AGENCY
63WX22UT06 - HMGP

DWYER RD PS

OTHER AGENCY TOTAL

PUBLIC ART
33PA27PR01 -

SCULPTURE

REALLOCATION
33PA27PR02 - CITY HALL

COMMISSION
33PA27PR03 - ART IN
PARKS: SCULPTURES
33PA27PR04 - ART IN
PARKS: AMENITIES
33PA27PR05 - ART IN
PARKS: LAND/SOUND
ART
33PA27PR06 - PAVEMENT
ART
33PA27PR07 - PUBLIC

ART MASTER PLAN
UPDATE
33PA22PR04 - SOSCOL

MEDIAN PUBLIC ART
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 69 APPENDIX D
$125,000 $0 $0 $0 $0 $125,000
$75,000 $0 $0 $0 $0 $75,000
$225,000 $505,000 $0 $0 $0 $730,000
$1,200,000 $0 $0 $0 $0 $1,200,000
$1,200,000 $0 $0 $0 $0 $1,200,000
$500,000 $0 $0 $0 $0 $500,000
$500,000 $0 $0 $0 $0 $500,000
$120,000 $0 $0 $0 $0 $120,000
$120,000 $0 $0 $0 $0 $120,000
$100,000 $100,000 $100,000 $250,000 $250,000 $800,000
$400,000 $200,000 $0 $0 $0 $600,000
$350,000 $0 $0 $0 $0 $350,000
$750,000 $0 $0 $0 $0 $750,000
$2,500,000 $0 $0 $0 $0 $2,500,000
$65,000 $0 $0 $0 $0 $65,000
$0 $650,000 $750,000 $750,000 $750,000 $2,900,000
$500,000 $500,000 $250,000 $250,000 $0 $1,500,000
$4,665,000 $1,450,000 $1,100,000 $1,250,000 $1,000,000 $9,465,000 33PA23PR03 - MAIN ST. /
2ND ST. PED SCRAMBLE

ARTWORK
33PA26PR01 - TULOCAY

BRIDGE STONE ART

PROJECT

PUBLIC ART TOTAL

QUADRANT FUNDS
33FC22PW03 - LAS

FLORES COMMUNITY

CENTER RENOVATION

QUADRANT FUNDS
TOTAL
RISK
33BR25PW01 - TALL

GRASS BRIDGE

RISK TOTAL

RIVER PARK ASSESSMENT
33MS21PW01 - RIVER

PARK MAINTENANCE
PLAN

RIVER PARK

ASSESSMENT TOTAL

CIP RESERVE - GENERAL
FUND
33BR22PW01 - BRIDGE

ASSESS & REPAIR
33BR25PW01 - TALL

GRASS BRIDGE
33FC26PD04 - PD RANGE

SHADE STRUCTURES
33MS26CD01 - PARKING

LOT A, S, X MAINTENANCE
33MS26CD02 - PARKING

MAINTENANCE

STRUCTURE
33PK27PR01 - KLAMATH

PARK IMPROVEMENTS
33SW18PW01 -

STORMWATER TRASH

REDUCTION
33ST14PW04 -
SILVERADO-3RD-

COOMSVILLE-EAST (FIVE
WAY)

CIP RESERVE - GENERAL

FUND TOTAL
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 70 APPENDIX D
$200,000 $0 $0 $0 $0 $200,000
$500,000 $150,000 $250,000 $250,000 $250,000 $1,400,000 $0 $150,000 $250,000 $250,000 $250,000 $900,000
-$71,137 $0 $0 $0 $0 -$71,137
$50,000 $50,000 $50,000 $50,000 $50,000 $250,000
$321,138 $0 $0 $0 $0 $321,138
$250,000 $0 $0 $0 $0 $250,000
$250,000 $0 $0 $0 $0 $250,000
$50,000 $0 $0 $0 $0 $50,000
$25,000 $0 $0 $0 $0 $25,000
$250,000 $250,000 $0 $0 $0 $500,000
$250,000 $0 $0 $0 $0 $250,000
$70,000 $0 $0 $0 $0 $70,000
$250,000 $0 $0 $0 $0 $250,000
$100,000 $0 $0 $0 $0 $100,000
$0 $0 $250,000 $0 $0 $250,000
$0 $0 $250,000 $0 $0 $250,000
$2,495,001 $600,000 $1,050,000 $550,000 $550,000 $5,245,001 $0 $0 $400,000 $0 $0 $400,000

CIP RESERVE - GF FACILITY
33FC13PR01 - 2ND

STREET GARAGE

ELEVATOR
33FC23PW01 - CITYWIDE

ROOFING RESTORATIONS
33FC23PW02 - CITYWIDE

BUILDING FACILITIES
EXTERI
33FC24PD01 - PD ADMIN

PARKING LOT GATES
33FC24PW01 - FACILITIES

ASSET MANAGEMENT
33FC24PW06 - SURFACE

REPAIR CITY PARKING
LOTS (PD/CITYHALL/FS1)
33FC26FD01 - FIRE
STATION #1 RENOVATION
33FC26FD02 - FIRE
STATION #2 RENOVATION
33FC26PD01 - PD ADMIN

SECURE STORAGE
33FC26PD02 - PD ADMIN

PROXY LOCKS
33FC26PD03 - PD ADMIN

CARPET REPLACEMENT
33FC26PW01 -

CORPORATION YARD

MASTER PLAN
33FC26PW02 - CY RADIO

TOWER GENERATOR
33FC26PW03 - CITY HALL

OFFICE SPACE NORTH
WING
33FC26PW04 - CY

RESTROOM RENOVATION
33FC27FD01 - FIRE
STATION #3 RENOVATION
33FC27FD02 - FIRE
STATION #4 RENOVATION

CIP RESERVE - GF

FACILITY TOTAL

SOLID WASTE
61MD28UT02 - ORGANCIS

GRINDING AND

SCREENING BUILDING

FLOOR REPLACEMENT
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 71 APPENDIX D
$0 $0 $0 $0 $500,000 $500,000
$750,000 $0 $0 $0 $0 $750,000
$0 $0 $300,000 $0 $0 $300,000
$0 $0 $600,000 $0 $0 $600,000
$1,600,000 $1,200,000 $0 $0 $0 $2,800,000
$500,000 $0 $0 $0 $0 $500,000
$150,000 $0 $0 $0 $0 $150,000
$0 $0 $200,000 $0 $0 $200,000
$0 $2,800,000 $3,200,000 $0 $0 $6,000,000
$0 $200,000 $0 $0 $0 $200,000
$0 $0 $0 $0 $300,000 $300,000
$0 $0 $0 $9,000,000 $4,000,000 $13,000,000
$3,000,000 $4,200,000 $4,700,000 $9,000,000 $4,800,000 $25,700,000 $280,000 $0 $0 $0 $0 $280,000
$280,000 $0 $0 $0 $0 $280,000
61MD22UT04 - MDF

CONCRETE PAD PARTIAL
REPL
61MD25UT03 - MDF

STORMWATER

MITIGATION

IMPROVEMENTS (PHASE
1)
61MD26UT01 - MDF

PARKING LOTS
61MD26UT03 - REPLACE

METAL ROOF

ADMIN/SCALEHOUSE
61MD26UT04 - 12KV

ELECTRICAL SYSTEM

INSTALLATION AT MDF
61MD26UT06 - MDF

RAISING HEIGHT OF

COMPOST RETENTION
POND
61MD26UT07 -

PERMANENT SWR

EQUIPMENT STORAGE

BAY AT CITY

CORPORATION YARD
61MD28UT01 - TWO NEW

ABOVE GROUND MDF
SCALES
61MD27UT01 - MDF

SOUTHERN PARCEL SITE

IMPROVEMENT
61MD27UT02 - ORGANICS

RECEIVING BUILDING

PARTIAL FLOOR

REPLACEMENT
61MD29UT01 - MDF

FENCING PARTIAL

REPLACEMENT
61MD29UT02 - COVERED

AERATED STATIC PILE
SYSTEM 2.0

SOLID WASTE TOTAL

SAFE STREETS AND ROADS

FOR ALL
33ST26PW13 -

SOLANO/SALVADOR
WEST

SAFE STREETS AND

ROADS FOR ALL TOTAL
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 72 APPENDIX D
$10,000,000 $0 $0 $0 $0 $10,000,000
$10,000,000 $0 $0 $0 $0 $10,000,000
-$600,000 $0 $0 $0 $0 -$600,000
-$600,000 $0 $0 $0 $0 -$600,000
$0 $100,000 $0 $0 $0 $100,000
$0 $1,000,000 $0 $0 $0 $1,000,000
$0 $100,000 $0 $0 $0 $100,000
$0 -$188,150 $188,150 $0 $0 $0
$0 $500,000 $0 $0 $0 $500,000
-$325,000 $0 $0 $0 $0 -$325,000
$500,000 $0 $0 $0 $0 $500,000
$300,000 $0 $0 $0 $0 $300,000
$1,000,000 $0 $0 $0 $0 $1,000,000
$300,000 $0 $0 $0 $0 $300,000
$300,000 $0 $0 $0 $0 $300,000
STATE
61MD26UT08 -

ANAEROBIC DIGESTION

TO RNG SYSTEM

STATE TOTAL

STREET IMP DIF - STREETS
33ST14PW04 -
SILVERADO-3RD-

COOMSVILLE-EAST (FIVE
WAY)

STREET IMP DIF -

STREETS TOTAL
WATER
63WA25UT01 -

WORKORDER ASSET

MANAGEMENT
63WD27UT02 - PUEBLO

AVE WATER MAIN

REPLACEMENT FROM

CALIFORNIA BLVD TO RR
63WD27UT03 - SOSCOL

WATER MAIN

REPLACEMENT LINCOLN

TO LA HOMA
63WD22UT13 - OLD

SONOMA RD PRESS REG
STN
63WD24UT13 - WESTGATE

PRESSURE REGULATION

STATION
63WD24UT14 - EAST AVE

WATER MAIN

REPLACEMENTS
63WD26UT01 -

WESTWOOD AREA WATER

MAIN R&R
63WD26UT02 - FAIRVIEW

AREA WATER MAIN REHAB
63WD26UT04 - PUEBLO

WATER MAIN ST TO
SOSCOL
63WD26UT05 - SOSCOL

CROSSING WATER MAIN

REPLACEMENT AT

TULOCAY BRIDGE
63WD26UT06 - W
PUEBLO: COUNTY

POCKET WATER
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 73 APPENDIX D
$50,000 -$50,000 $0 $0 $50,000 $50,000
$300,000 $0 $0 $0 $0 $300,000
$250,000 $0 $0 $0 $0 $250,000
$200,000 $0 $0 $0 $0 $200,000
$0 $0 $0 $0 $600,000 $600,000
$0 $200,000 $0 $0 $0 $200,000
$0 $300,000 $0 $0 $0 $300,000
$0 $800,000 $0 $0 $0 $800,000
$0 $500,000 $0 $0 $0 $500,000
$0 $0 $200,000 $200,000 $200,000 $600,000
$0 $0 $300,000 $300,000 $300,000 $900,000
$0 $0 $800,000 $800,000 $800,000 $2,400,000
$0 $0 $1,500,000 $1,500,000 $1,500,000 $4,500,000
$900,000 $1,000,000 $0 $0 $0 $1,900,000
$1,200,000 -$200,000 $0 $0 $0 $1,000,000

IMPROVEMENT WITH

NAPASAN
63WD26UT07 - CLAY ST

WATER MAIN

REPLACEMENT,

CALIFORNIA TO WALNUT
63WD26UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD26UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD26UTRR - WATER

MAIN REHAB &

REPLACEMENT
63WD27UT01 -

MONTECITO BLVD MAIN

UPGRADE, LAKEVIEW TO

MONTE VISTA
63WD27UTDV -

DEVELOPMENT RELATED
IMPRV
63WD27UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD27UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD27UTRR - WATER

MAIN REHAB &

REPLACEMENT
63WD28UTDV -

DEVELOPMENT RELATED
IMPRV
63WD28UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD28UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD28UTRR - WATER

MAIN REHAB &

REPLACEMENT
63WQ20UT02 - SCADA

IMPROVEMENT
63WQ23UT09 - MILLIKEN

PLANT REHAB EXISTING
FACIL
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 74 APPENDIX D
$0 $1,200,000 $0 $0 $0 $1,200,000
$150,000 $150,000 $0 $0 $0 $300,000
$0 $0 $1,000,000 $0 $0 $1,000,000
$150,000 $150,000 $150,000 $150,000 $150,000 $750,000
$0 $0 $6,000,000 $8,000,000 $20,000,000 $34,000,000
$0 $0 $150,000 $150,000 $150,000 $450,000
$0 $50,000 $950,000 $0 $0 $1,000,000
$0 $500,000 $0 $0 $0 $500,000
$2,000,000 $0 $0 $0 $0 $2,000,000
$0 -$798,000 $798,000 $0 $0 $0
$250,000 $0 $0 $0 $0 $250,000
$50,000 $6,300,000 $0 $0 $0 $6,350,000
$50,000 $50,000 $16,100,000 $0 $0 $16,200,000
$500,000 $0 $0 $0 $0 $500,000
$150,000 $0 $0 $0 $0 $150,000
$0 $500,000 $500,000 $500,000 $500,000 $2,000,000
$0 $500,000 $0 $0 $0 $500,000
63WQ24UT06 - BJTP

CHAIN & FLIGHT

RENOVATION
63WQ24UTBP - BJTP

TREATMENT

IMPROVEMENTS
63WQ26UT01 - BJTP

DEWATERING FACILITY

CONSTRUCTION
63WQ26UTHP - HTP

TREATMENT

IMPROVEMENTS
63WQ28UT02 - HTP

UPGRADES PH II
63WQ28UTBP - BJTP

TREATMENT

IMPROVEMENTS
63WT27UT01 - ATLAS

PEAK WATER MAIN

REPLACEMENT

MONTICELLO TO

HILLCREST
63WT20UT02 - CIPP

PIPELINE IMPR PG&E
63WT20UT04 - FALCON

RIDGE TANK REPL
63WT24UT05 -

HILLCREST DR PIPELINE
IMPROVEMENTS PHASE 1
63WT25UTER - 36-IN

WATER MAIN EMERGENCY

REPLACEMENT
63WT26UT08 - PUEBLO:

LINDA VISTA-SOLANO
63WT26UT09 -
FOSTER/FOOTHILL: ST

FRANCES-LAUREL
63WT26UTTK - STORAGE

TANK CLEANING &

COATING
63WT26UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT27UTPS - PUMP

STATION IMPROVEMENTS
63WT27UTTK - STORAGE

TANK CLEANING &

COATING
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 75 APPENDIX D
$0 $150,000 $0 $0 $0 $150,000
$0 $0 $500,000 $500,000 $500,000 $1,500,000
$0 $0 $150,000 $150,000 $150,000 $450,000
$0 $0 $0 $0 $7,866,000 $7,866,000
$0 $20,000 $705,000 $0 $0 $725,000
$0 -$450,000 $450,000 $0 $0 $0
$125,000 $0 $0 $0 $0 $125,000
$150,000 $100,000 $0 $0 $0 $250,000
$500,000 -$2,852,525 $0 $0 $0 -$2,352,525
$9,050,000 $9,631,325 $30,441,150 $12,250,000 $32,766,000 $94,138,475 $30,000 $0 $0 $0 $0 $30,000
$30,000 $0 $0 $0 $0 $30,000
$1,500,000 $0 $0 $0 $0 $1,500,000
$1,500,000 $0 $0 $0 $0 $1,500,000
$125,000 $0 $0 $0 $0 $125,000
$125,000 $0 $0 $0 $0 $125,000
$57,749,680 $38,753,289 $51,496,150 $31,500,000 $43,366,000 $222,865,119 63WT27UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT28UTTK - STORAGE

TANK CLEANING &

COATING
63WT28UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT30UT01 - SOSCOL
FERRY: NAPA RIVER TO
SHEEHY
63WX22UT06 - HMGP

DWYER RD PS
63WS23UT01 -

HENNESSEY SPILLWAY

FLOW EXPANSION D
63WS26UT02 - MILLIKEN

DAM TOWER VALVE

REPL/REHAB
63WS26UT03 -

HENNESSEY IN-

RESERVOIR

IMPROVEMENTS
9017FR20 - HMGP

MILLIKEN RW PIPE

WATER TOTAL

SEMINARY STREET
33FC26PW05 - SEMINARY

HVAC REPLACEMENT

SEMINARY STREET TOTAL

LAUREL MANOR
33FC26CM01 - LAUREL

MANOR UPGRAGES

LAUREL MANOR TOTAL

ALSTON PARK
33PK18PR02 -

RESTROOMS, ALSTON
PARK

ALSTON PARK TOTAL

REVENUES TOTAL
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y C A T E G O R Y ( C o n t i n u e d ) 76 APPENDIX D
$100,000 $100,000 $100,000 $250,000 $250,000 $800,000
$900,000 $200,000 $0 $0 $0 $1,100,000
$1,000,000 $300,000 $100,000 $250,000 $250,000 $1,900,000 $200,000 $0 $0 $0 $0 $200,000
$500,000 $150,000 $250,000 $250,000 $250,000 $1,400,000 $0 $150,000 $250,000 $250,000 $250,000 $900,000
-$93,729 $0 $0 $0 $0 -$93,729
$50,000 $50,000 $50,000 $50,000 $50,000 $250,000
$343,730 $0 $0 $0 $0 $343,730
$250,000 $750,000 $0 $0 $0 $1,000,000
$250,000 $750,000 $0 $0 $0 $1,000,000
$50,000 $0 $0 $0 $0 $50,000
$25,000 $0 $0 $0 $0 $25,000
$250,000 $250,000 $0 $0 $0 $500,000
$350,000 $0 $0 $0 $0 $350,000
$250,000 $0 $0 $0 $0 $250,000
$70,000 $0 $0 $0 $0 $70,000
$250,000 $0 $0 $0 $0 $250,000
$100,000 $0 $0 $0 $0 $100,000
Category
Bridge
33BR22PW01 - BRIDGE

ASSESS & REPAIR
33BR25PW01 - TALL

GRASS BRIDGE

BRIDGE TOTAL
Facility
33FC13PR01 - 2ND

STREET GARAGE

ELEVATOR
33FC23PW01 - CITYWIDE

ROOFING RESTORATIONS
33FC23PW02 - CITYWIDE

BUILDING FACILITIES
EXTERI
33FC24PD01 - PD ADMIN

PARKING LOT GATES
33FC24PW01 - FACILITIES

ASSET MANAGEMENT
33FC24PW06 - SURFACE

REPAIR CITY PARKING
LOTS (PD/CITYHALL/FS1)
33FC26FD01 - FIRE
STATION #1 RENOVATION
33FC26FD02 - FIRE
STATION #2 RENOVATION
33FC26PD01 - PD ADMIN

SECURE STORAGE
33FC26PD02 - PD ADMIN

PROXY LOCKS
33FC26PD03 - PD ADMIN

CARPET REPLACEMENT
33FC26PD04 - PD RANGE

SHADE STRUCTURES
33FC26PW01 -

CORPORATION YARD

MASTER PLAN
33FC26PW02 - CY RADIO

TOWER GENERATOR
33FC26PW03 - CITY HALL

OFFICE SPACE NORTH
WING
33FC26PW04 - CY

RESTROOM RENOVATION
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0

P R O J E C T S B Y F U N D I N G S O U R C E
77 APPENDIX D
$0 $250,000 $250,000 $0 $0 $500,000
$0 $250,000 $250,000 $0 $0 $500,000
$2,793,998 $0 $0 $0 $0 $2,793,998
$30,000 $0 $0 $0 $0 $30,000
$5,668,999 $2,600,000 $1,050,000 $550,000 $550,000 $10,418,999 $0 $0 $400,000 $0 $0 $400,000
$0 $0 $0 $0 $500,000 $500,000
$750,000 $0 $0 $0 $0 $750,000
$0 $0 $300,000 $0 $0 $300,000
$0 $0 $600,000 $0 $0 $600,000
$1,600,000 $1,200,000 $0 $0 $0 $2,800,000
$500,000 $0 $0 $0 $0 $500,000
$150,000 $0 $0 $0 $0 $150,000
$0 $0 $200,000 $0 $0 $200,000
$0 $2,800,000 $3,200,000 $0 $0 $6,000,000
$0 $200,000 $0 $0 $0 $200,000
33FC27FD01 - FIRE
STATION #3 RENOVATION
33FC27FD02 - FIRE
STATION #4 RENOVATION
33FC26CM01 - LAUREL

MANOR UPGRAGES
33FC26PW05 - SEMINARY

HVAC REPLACEMENT

FACILITY TOTAL
Materials Diversion Facility
61MD28UT02 - ORGANCIS

GRINDING AND

SCREENING BUILDING

FLOOR REPLACEMENT
61MD22UT04 - MDF

CONCRETE PAD PARTIAL
REPL
61MD25UT03 - MDF

STORMWATER

MITIGATION

IMPROVEMENTS (PHASE
1)
61MD26UT01 - MDF

PARKING LOTS
61MD26UT03 - REPLACE

METAL ROOF

ADMIN/SCALEHOUSE
61MD26UT04 - 12KV

ELECTRICAL SYSTEM

INSTALLATION AT MDF
61MD26UT06 - MDF

RAISING HEIGHT OF

COMPOST RETENTION
POND
61MD26UT07 -

PERMANENT SWR

EQUIPMENT STORAGE

BAY AT CITY

CORPORATION YARD
61MD28UT01 - TWO NEW

ABOVE GROUND MDF
SCALES
61MD27UT01 - MDF

SOUTHERN PARCEL SITE

IMPROVEMENT
61MD27UT02 - ORGANICS

RECEIVING BUILDING

PARTIAL FLOOR

REPLACEMENT
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 78 APPENDIX D
$0 $0 $0 $0 $300,000 $300,000
$0 $0 $0 $9,000,000 $4,000,000 $13,000,000
$10,000,000 $0 $0 $0 $0 $10,000,000
$13,000,000 $4,200,000 $4,700,000 $9,000,000 $4,800,000 $35,700,000 $120,000 $0 $0 $0 $0 $120,000
$750,000 $0 $0 $0 $0 $750,000
$2,500,000 $0 $0 $0 $0 $2,500,000
$3,370,000 $0 $0 $0 $0 $3,370,000
$3,000,000 $0 $0 $0 $0 $3,000,000
$125,000 $0 $0 $0 $0 $125,000
$600,000 $0 $0 $0 $0 $600,000
$300,000 $0 $0 $0 $0 $300,000
$65,000 $400,000 $0 $0 $0 $465,000
$500,000 $2,400,000 $0 $0 $0 $2,900,000
$500,000 $0 $0 $0 $0 $500,000
$5,090,000 $2,800,000 $0 $0 $0 $7,890,000
$0 $55,000 $0 $0 $0 $55,000
$0 $40,000 $0 $0 $0 $40,000
$0 $120,000 $0 $0 $0 $120,000
61MD29UT01 - MDF

FENCING PARTIAL

REPLACEMENT
61MD29UT02 - COVERED

AERATED STATIC PILE
SYSTEM 2.0
61MD26UT08 -

ANAEROBIC DIGESTION

TO RNG SYSTEM

MATERIALS DIVERSION

FACILITY TOTAL
Miscellaneous
33MS21PW01 - RIVER

PARK MAINTENANCE
PLAN
33MS26CD01 - PARKING

LOT A, S, X MAINTENANCE
33MS26CD02 - PARKING

MAINTENANCE

STRUCTURE

MISCELLANEOUS TOTAL
Park
33FC22PW03 - LAS

FLORES COMMUNITY

CENTER RENOVATION
33PK18PR02 -

RESTROOMS, ALSTON
PARK
33PK26PR01 - LAKE PARK

IMPROVEMENTS
33PK26PR02 - LAUREL

PARK IMPROVEMENTS
33PK27PR01 - KLAMATH

PARK IMPROVEMENTS
33PK26PR03 - PARKS

RESTROOMS
33PK26PR04 - SPLASH
PAD

PARK TOTAL
Public Art
33PA27PR01 -

SCULPTURE

REALLOCATION
33PA27PR02 - CITY HALL

COMMISSION
33PA27PR03 - ART IN
PARKS: SCULPTURES
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 79 APPENDIX D
$0 $55,000 $0 $0 $0 $55,000
$0 $75,000 $0 $0 $0 $75,000
$0 $80,000 $0 $0 $0 $80,000
$0 $80,000 $0 $0 $0 $80,000
$25,000 $0 $0 $0 $0 $25,000
$125,000 $0 $0 $0 $0 $125,000
$75,000 $0 $0 $0 $0 $75,000
$225,000 $505,000 $0 $0 $0 $730,000
-$275,000 $0 $0 $0 $0 -$275,000
-$275,000 $0 $0 $0 $0 -$275,000
$0 $100,000 $100,000 $100,000 $100,000 $400,000
$0 $650,000 $750,000 $750,000 $750,000 $2,900,000
$0 $750,000 $850,000 $850,000 $850,000 $3,300,000
$0 $50,000 $50,000 $50,000 $50,000 $200,000
$2,250,000 $500,000 $250,000 $250,000 $1,000,000 $4,250,000 -$1,015,000 $0 $0 $0 $0 -$1,015,000
$75,000 $75,000 $100,000 $100,000 $100,000 $450,000
33PA27PR04 - ART IN
PARKS: AMENITIES
33PA27PR05 - ART IN
PARKS: LAND/SOUND
ART
33PA27PR06 - PAVEMENT
ART
33PA27PR07 - PUBLIC

ART MASTER PLAN
UPDATE
33PA22PR04 - SOSCOL

MEDIAN PUBLIC ART
33PA23PR03 - MAIN ST. /
2ND ST. PED SCRAMBLE

ARTWORK
33PA26PR01 - TULOCAY

BRIDGE STONE ART

PROJECT

PUBLIC ART TOTAL
Sidewalk
33SW20PW02 -

WESTWOOD SIDEWALKS

SIDEWALK TOTAL
Storm Drain
33SD24PW01 -

STORMDRAIN &

CONVEYANCE REPAIRS
33SW18PW01 -

STORMWATER TRASH

REDUCTION

STORM DRAIN TOTAL
Streets, Traﬃc Safety, Multi-
Modal
33ST10PW05 - PAVEMENT

MANAGEMENT SYSTEM
33ST14PW04 -
SILVERADO-3RD-

COOMSVILLE-EAST (FIVE
WAY)
33ST16PW02 - SALVADOR

AVENUE WIDENING
33ST19PW02 -

UNCONTROLLED

CROSSWALK

IMPROVEMENT/PED

BEACONS
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 80 APPENDIX D
$700,000 $0 $0 $0 $0 $700,000
$1,500,000 $0 $0 $0 $0 $1,500,000
-$1,500,000 $0 $0 $0 $0 -$1,500,000
$3,122,378 $4,000,000 $0 $0 $0 $7,122,378
$1,510,417 $0 $0 $0 $0 $1,510,417
$0 $0 $0 $2,500,000 $0 $2,500,000
-$122,377 $0 $0 $0 $0 -$122,377
-$245,000 $0 $0 $0 $0 -$245,000
$350,000 $0 $0 $0 $0 $350,000
-$350,000 $0 $0 $0 $0 -$350,000
$450,000 $0 $0 $0 $0 $450,000
$500,000 $0 $4,000,000 $0 $0 $4,500,000
$500,000 $4,000,000 $0 $0 $0 $4,500,000
$0 $1,000,000 $0 $0 $0 $1,000,000
$0 $0 $2,000,000 $0 $0 $2,000,000
$2,000,000 $1,500,000 $0 $0 $0 $3,500,000
$550,000 $0 $0 $0 $0 $550,000
33ST20PW09 - COOMBS

ST & S COOMBS ST
REHAB
33ST20PW10 - LAUREL

STREET REHAB
33ST22PW03 - BROWNS
VLY RD/1ST ST
33ST22PW04 -

COOMBSVILLE REHAB
3RD-PASCALE
33ST22PW05 -

WESTWOOD REHAB

INTERIOR
33ST22PW07 - IMOLA

REHAB SOSCOL-EAST
END
33ST22PW08 -

COOMBSVILLE PASCALE-

EAST END
33ST22PW09 -

WESTWOOD STREET

LIGHTING
33ST23PW03 - LINCOLN

AVE REHAB-CALIFORNIA
TO SIL
33ST25PW01 - STREET

PREVENTIVE
MAINTENANCE FY24/25
33ST26PW02 - STREET

PREVENTIVE
MAINTENANCE FY25/26
33ST26PW03 - RIVERSIDE

NEIGHBORHOOD

REHABILITATION
33ST26PW04 -

MONTGOMERY

NEIGHBORHOOD

REHABILITATION
33ST27PW01 - STREET

PREVENTIVE
MAINTENANCE FY26/27
33ST28PW01 - STREET

PREVENTIVE
MAINTENACE FY27/28
33ST26PW06 -

CITY/COUNTY JOINT

PROJECT (PUEBLO AREA)
33ST26PW07 - GRANT

MATCH BUILD IMOLA
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 81 APPENDIX D
$0 $1,500,000 $0 $0 $0 $1,500,000
$0 $0 $0 $1,500,000 $0 $1,500,000
$0 $0 $0 $4,000,000 $0 $4,000,000
$0 $0 $0 $0 $2,500,000 $2,500,000
$51,100 $0 $0 $0 $0 $51,100
$424,000 $0 $0 $0 $0 $424,000
$4,280,000 $0 $0 $0 $0 $4,280,000
$3,000,000 $0 $0 $0 $0 $3,000,000
$2,000,000 $0 $0 $0 $0 $2,000,000
$350,000 $0 $0 $0 $0 $350,000
$0 $1,500,000 $0 $0 $0 $1,500,000
$20,380,518 $14,125,000 $6,400,000 $8,400,000 $3,650,000 $52,955,518 -$134,837 $0 $0 $0 $0 -$134,837
$75,000 $75,000 $200,000 $200,000 $200,000 $750,000
-$59,837 $75,000 $200,000 $200,000 $200,000 $615,163
$0 $100,000 $0 $0 $0 $100,000

CORRIDOR
33ST27PW02 -

CITY/NAPASAN JOINT

PROJECT (BEL AIRE AREA)
33ST29PW01 - STREET

PREVENTIVE
MAINTENANCE FY28/29
33ST29PW02 -

JEFFERSON STREET

REHABILITATION
33ST30PW01 - STREET

PREVENTIVE
MAINTENANCE FY29/30
33ST26PW08 - GRANT
MATCH - HSIP12

CALIFORNIA/PUEBLO

INTERSECTION
33ST26PW09 - GRANT
MATCH - HSIP12 SIGNAL

IMPROVEMENTS
33ST26PW10 - TRANCAS
(JEFFERSON TO NAPA
RIVER)
33ST26PW11 -

CALIFORNIA (CLAY TO

TRANCAS)
33ST26PW12 - SOSCOL
(FIRST TO SILVERADO)
33ST26PW13 -

SOLANO/SALVADOR
WEST
33ST27PW03 - TROWER
(SOLANO TO LINDA VISTA)

STREETS, TRAFFIC

SAFETY, MULTI-MODAL
TOTAL
Traﬃc Signal
33TS01PW01 -

REDWOOD/SOLANO
SIGNAL
33TS24PW02 - TRAFFIC

SIGNAL EQUIPMENT

UPGRADES

TRAFFIC SIGNAL TOTAL
Water Administration
63WA25UT01 -

WORKORDER ASSET

MANAGEMENT
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 82 APPENDIX D
$0 $100,000 $0 $0 $0 $100,000
$0 $1,000,000 $0 $0 $0 $1,000,000
$0 $100,000 $0 $0 $0 $100,000
$0 -$188,150 $188,150 $0 $0 $0
$0 $500,000 $0 $0 $0 $500,000
-$325,000 $0 $0 $0 $0 -$325,000
$500,000 $0 $0 $0 $0 $500,000
$300,000 $0 $0 $0 $0 $300,000
$1,000,000 $0 $0 $0 $0 $1,000,000
$300,000 $0 $0 $0 $0 $300,000
$300,000 $0 $0 $0 $0 $300,000
$350,000 -$350,000 $0 $0 $350,000 $350,000
$300,000 $0 $0 $0 $0 $300,000
$250,000 $0 $0 $0 $0 $250,000
$200,000 $0 $0 $0 $0 $200,000

WATER ADMINISTRATION
TOTAL
Water Distribution
63WD27UT02 - PUEBLO

AVE WATER MAIN

REPLACEMENT FROM

CALIFORNIA BLVD TO RR
63WD27UT03 - SOSCOL

WATER MAIN

REPLACEMENT LINCOLN

TO LA HOMA
63WD22UT13 - OLD

SONOMA RD PRESS REG
STN
63WD24UT13 - WESTGATE

PRESSURE REGULATION

STATION
63WD24UT14 - EAST AVE

WATER MAIN

REPLACEMENTS
63WD26UT01 -

WESTWOOD AREA WATER

MAIN R&R
63WD26UT02 - FAIRVIEW

AREA WATER MAIN REHAB
63WD26UT04 - PUEBLO

WATER MAIN ST TO
SOSCOL
63WD26UT05 - SOSCOL

CROSSING WATER MAIN

REPLACEMENT AT

TULOCAY BRIDGE
63WD26UT06 - W
PUEBLO: COUNTY

POCKET WATER

IMPROVEMENT WITH

NAPASAN
63WD26UT07 - CLAY ST

WATER MAIN

REPLACEMENT,

CALIFORNIA TO WALNUT
63WD26UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD26UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD26UTRR - WATER

MAIN REHAB &
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 83 APPENDIX D
$0 $0 $0 $0 $600,000 $600,000
$0 $200,000 $0 $0 $0 $200,000
$0 $300,000 $0 $0 $0 $300,000
$0 $800,000 $0 $0 $0 $800,000
$0 $500,000 $0 $0 $0 $500,000
$0 $0 $200,000 $200,000 $200,000 $600,000
$0 $0 $300,000 $300,000 $300,000 $900,000
$0 $0 $800,000 $800,000 $800,000 $2,400,000
$0 $0 $1,500,000 $1,500,000 $1,500,000 $4,500,000
$3,175,000 $2,861,850 $2,988,150 $2,800,000 $3,750,000 $15,575,000 $900,000 $1,000,000 $0 $0 $0 $1,900,000
$1,200,000 -$200,000 $0 $0 $0 $1,000,000
$0 $1,200,000 $0 $0 $0 $1,200,000
$150,000 $150,000 $0 $0 $0 $300,000
$0 $0 $1,000,000 $0 $0 $1,000,000
$150,000 $150,000 $150,000 $150,000 $150,000 $750,000

REPLACEMENT
63WD27UT01 -

MONTECITO BLVD MAIN

UPGRADE, LAKEVIEW TO

MONTE VISTA
63WD27UTDV -

DEVELOPMENT RELATED
IMPRV
63WD27UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD27UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD27UTRR - WATER

MAIN REHAB &

REPLACEMENT
63WD28UTDV -

DEVELOPMENT RELATED
IMPRV
63WD28UTHV - HYDRANT

AND VALVE REHAB &

REPLACEMENT
63WD28UTMT - METER

REPLACEMENT AND ERT

UPGRADE PROGRAM
63WD28UTRR - WATER

MAIN REHAB &

REPLACEMENT

WATER DISTRIBUTION
TOTAL
Water Quality (Treatment)
63WQ20UT02 - SCADA

IMPROVEMENT
63WQ23UT09 - MILLIKEN

PLANT REHAB EXISTING
FACIL
63WQ24UT06 - BJTP

CHAIN & FLIGHT

RENOVATION
63WQ24UTBP - BJTP

TREATMENT

IMPROVEMENTS
63WQ26UT01 - BJTP

DEWATERING FACILITY

CONSTRUCTION
63WQ26UTHP - HTP

TREATMENT

IMPROVEMENTS
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 84 APPENDIX D
$0 $0 $6,000,000 $8,000,000 $20,000,000 $34,000,000
$0 $0 $150,000 $150,000 $150,000 $450,000
$2,400,000 $2,300,000 $7,300,000 $8,300,000 $20,300,000 $40,600,000 $0 $50,000 $950,000 $0 $0 $1,000,000
$0 $500,000 $0 $0 $0 $500,000
$2,000,000 $0 $0 $0 $0 $2,000,000
$0 -$798,000 $798,000 $0 $0 $0
$0 $500,000 $0 $0 $0 $500,000
$250,000 $0 $0 $0 $0 $250,000
$50,000 $6,300,000 $0 $0 $0 $6,350,000
$50,000 $50,000 $16,100,000 $0 $0 $16,200,000
$500,000 $0 $0 $0 $0 $500,000
$150,000 $0 $0 $0 $0 $150,000
$0 $500,000 $500,000 $500,000 $500,000 $2,000,000
$0 $500,000 $0 $0 $0 $500,000
$0 $150,000 $0 $0 $0 $150,000
$0 $0 $500,000 $500,000 $500,000 $1,500,000
63WQ28UT02 - HTP

UPGRADES PH II
63WQ28UTBP - BJTP

TREATMENT

IMPROVEMENTS

WATER QUALITY
(TREATMENT) TOTAL
Water Transmission
63WT27UT01 - ATLAS

PEAK WATER MAIN

REPLACEMENT

MONTICELLO TO

HILLCREST
63WT20UT02 - CIPP

PIPELINE IMPR PG&E
63WT20UT04 - FALCON

RIDGE TANK REPL
63WT24UT05 -

HILLCREST DR PIPELINE
IMPROVEMENTS PHASE 1
63WT24UT07 - DOT

SOSCOL TULOCAY BRIDGE

MAIN REPLACEMENT
63WT25UTER - 36-IN

WATER MAIN EMERGENCY

REPLACEMENT
63WT26UT08 - PUEBLO:

LINDA VISTA-SOLANO
63WT26UT09 -
FOSTER/FOOTHILL: ST

FRANCES-LAUREL
63WT26UTTK - STORAGE

TANK CLEANING &

COATING
63WT26UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT27UTPS - PUMP

STATION IMPROVEMENTS
63WT27UTTK - STORAGE

TANK CLEANING &

COATING
63WT27UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT28UTTK - STORAGE

TANK CLEANING &

COATING
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 85 APPENDIX D
$0 $0 $150,000 $150,000 $150,000 $450,000
$0 $0 $0 $0 $7,866,000 $7,866,000
$0 $240,000 $8,460,000 $0 $0 $8,700,000
$3,000,000 $7,992,000 $27,458,000 $1,150,000 $9,016,000 $48,616,000 $0 -$450,000 $450,000 $0 $0 $0
$125,000 $0 $0 $0 $0 $125,000
$150,000 $100,000 $0 $0 $0 $250,000
$500,000 $494,439 $0 $0 $0 $994,439
$775,000 $144,439 $450,000 $0 $0 $1,369,439
$57,749,680 $38,753,289 $51,496,150 $31,500,000 $43,366,000 $222,865,119 63WT28UTTV -

TRANSMISSION MAIN

VALVE REHAB
63WT30UT01 - SOSCOL
FERRY: NAPA RIVER TO
SHEEHY
63WX22UT06 - HMGP

DWYER RD PS

WATER TRANSMISSION
TOTAL
Watershed (Supply Source)
63WS23UT01 -

HENNESSEY SPILLWAY

FLOW EXPANSION D
63WS26UT02 - MILLIKEN

DAM TOWER VALVE

REPL/REHAB
63WS26UT03 -

HENNESSEY IN-

RESERVOIR

IMPROVEMENTS
9017FR20 - HMGP

MILLIKEN RW PIPE

WATERSHED (SUPPLY

SOURCE) TOTAL

CATEGORY TOTAL
FY2026-2030 CIP BUDGET SUMMARY TOTAL 5-YEAR PLAN
FY2026 FY2027 FY2028 FY2029 FY2030 Aggregated Total
C a p i t a l I m p r o v e m e n t P r o g r a m F Y 2 6 t h r u F Y 3 0 P R O J E C T S B Y F U N D I N G S O U R C E ( C o n t i n u e d ) 86 APPENDIX D
Project #: 33PA27PR01

Project Name: SCULPTURE RELOCATION

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
Four sculptures from the Public Art Collection need to be relocated following the sale of Dwight Murray Plaza and the ongoing First Street Napa Phase II Development Project.

Justiﬁcation
33PA27PR01
Expenses
Capital Outlay – $0 $55,000 $0 $0 $0
EXPENSES TOTAL – $0 $55,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $55,000 $0 $0 $0
REVENUES TOTAL – $0 $55,000 $0 $0 $0
Budget Impact/Other
This project is a PASC approved project funded by the Public Art Fund.

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SCULPTURE RELOCATION
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
87 APPENDIX D
Project #: 33PA27PR02

Project Name: CITY HALL COMMISSION

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
This Public Art Project would commission multiple new works to enhance the City Hall Lobby.

Justiﬁcation
The commission would honor Napa’s Sister Cities and seek to strengthen and expand Napa’s commitment to international partnerships. 33PA27PR02
Expenses
Capital Outlay – $0 $40,000 $0 $0 $0
EXPENSES TOTAL – $0 $40,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $40,000 $0 $0 $0
REVENUES TOTAL – $0 $40,000 $0 $0 $0
Budget Impact/Other
This project is a PASC approved project funded by the Public Art Fund.

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CITY HALL COMMISS ION
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
88 APPENDIX D
Project #: 33PA27PR03

Project Name: ART IN PARKS: SCULPTURES

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
This project would seek ideal locations for the placement of sculptural artworks in parks, as well as selecting or commissioning those works. This may include commissioning new work or supporting the installation of works donated to the City Public Art Collection. Exact locations to be determined.

Justiﬁcation
These commissions would be aligned with upcoming parks enhancement projects. 33PA27PR03
Expenses
Capital Outlay – $0 $120,000 $0 $0 $0
EXPENSES TOTAL – $0 $120,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $120,000 $0 $0 $0
REVENUES TOTAL – $0 $120,000 $0 $0 $0
Budget Impact/Other
This project is a Public Art Steering Committee (PASC) approved project funded by the Public Art Fund.

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ART IN PARKS: SCULPTURES
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
89 APPENDIX D
Project #: 33PA27PR04

Project Name: ART IN PARKS: AMENITIES

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
This project would dedicate funding to commissioning multiple pieces of artwork as or on park amenities. This could include murals, bike racks, benches, or other kinds of art, distinct from sculptural art.

Justiﬁcation
These commissions would be aligned with upcoming parks enhancement projects. 33PA27PR04
Expenses
Capital Outlay – $0 $55,000 $0 $0 $0
EXPENSES TOTAL – $0 $55,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $55,000 $0 $0 $0
REVENUES TOTAL – $0 $55,000 $0 $0 $0
Budget Impact/Other
This project is a Public Art Steering Committee (PASC) approved project funded by the Public Art Fund.

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ART IN PARKS: AMENITIES
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
90 APPENDIX D
Project #: 33PA27PR05

Project Name: ART IN PARKS: LAND/SOUND ART

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
This project would dedicate funding to commissioning permanent land and/or sound art to celebrate and continue building these rich legacies.

Justiﬁcation
Napa is one of 36 recognized biodiversity hotspots on the planet and harbors some of the highest plant and animal diversity in California. As the birthplace of the dynamic loudspeaker, Napa also has a long history related to music and sound. 33PA27PR05
Expenses
Capital Outlay – $0 $75,000 $0 $0 $0
EXPENSES TOTAL – $0 $75,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $75,000 $0 $0 $0
REVENUES TOTAL – $0 $75,000 $0 $0 $0
Budget Impact/Other
This project is a Public Art Steering Committee (PASC) approved project funded by the Public Art Fund.

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ART IN PARKS: LAND/SOUND ART
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
91 APPENDIX D
Project #: 33PA27PR06

Project Name: PAVEMENT ART

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Infrastructure

Category: Public Art

Useful Life:

Status: New

Description
This project would solicit artist(s) to create artistic crosswalk designs which would be installed by an experienced vendor using StreetBond SB-150. Staﬀ would work closely with Public Works to identify high-priority areas, especially near schools and parks, and to coordinate with upcoming pavement improvement projects.

Justiﬁcation
Pavement art has been shown to slow traﬃc, increase visibility of people in sidewalks, decrease crossing distance for pedestrians, and help enhance or beautify urban areas. 33PA27PR06
Expenses
Capital Outlay – $0 $80,000 $0 $0 $0
EXPENSES TOTAL – $0 $80,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $80,000 $0 $0 $0
REVENUES TOTAL – $0 $80,000 $0 $0 $0
Budget Impact/Other
This project is a Public Art Steering Committee (PASC) approved project funded by the Public Art Fund.

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PAVEMENT ART
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
92 APPENDIX D
Project #: 33PA27PR07

Project Name: PUBLIC ART MASTER PLAN UPDATE

Department: Parks & Rec Services

Contact: Katrina Gregory

Type: Land/Improvements

Category: Public Art

Useful Life:

Status: New

Description
The project would hire a qualiﬁed consultant to support staﬀ in community engagement, asset evaluation, and deﬁning clear goals, policies, and projects to guide Napa’s public art investments over the next decade.

Justiﬁcation
The current Public Art Master Plan was adopted in 2014. Master Plans like this typically have a 10-year lifespan, and the projects completed using the Public Art Fund during this time have largely fulﬁlled its original vision.
33PA27PR07
Expenses
Capital Outlay – $0 $80,000 $0 $0 $0
EXPENSES TOTAL – $0 $80,000 $0 $0 $0
Revenues
PUBLIC ART – $0 $80,000 $0 $0 $0
REVENUES TOTAL – $0 $80,000 $0 $0 $0
Budget Impact/Other
This project is a Public Art Steering Committee (PASC) approved project funded by the Public Art Fund.

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PUBLIC ART MASTER PLAN UPDATE
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
93 APPENDIX D
Project #: 33ST27PW01

Project Name: STREET PREVENTIVE MAINTENANCE FY 26/27

Department: Public Works

Contact: Michael Ryan

Type: Infrastructure

Category: Streets, Traﬃc Safety, Multi-Modal

Useful Life: 10 years

Status: Active

Description
Apply preventive maintenance treatments to various streets within the City limits to extend the life of streets in fair to good condition.

Justiﬁcation
Preventive maintenance techniques used in the City include: crack sealing, slurry sealing, rejuvenating seals and microsurfacing. These techniques are cost eﬀective and will extend the life of pavements by protecting the surface from the eﬀects of aging, cracking, deterioration, and water inﬁltration while also enhancing the safety and appearance. 33ST27PW01
Expenses
Capital Outlay – $0 $1,000,000 $0 $0 $0
EXPENSES TOTAL – $0 $1,000,000 $0 $0 $0
Revenues
MEASURE T – $0 $0 $0 $0 $0
MEASURE U – $0 $1,000,000 $0 $0 $0
REVENUES TOTAL – $0 $1,000,000 $0 $0 $0
Budget Impact/Other
Based on current projections, the funding sources identiﬁed for the project maintain adequate balances to ﬁnance the budgeted capital commitments.

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STREET PREVENTIVE MAINTENANCE FY
26/27
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
94 APPENDIX D
Project #: 61MD27UT01

Project Name: MDF Southern Parcel Site Improvement

Department: Utilities

Contact: Kevin Miller

Type: Land/Improvements

Category: Materials Diversion

Useful Life: 25

Status: New

Description
Site Improvement to City property south of the historical Materials Diversion Facility (MDF) parcels Justiﬁcation
The City completed the purchase of 2.87 acres from the Napa-Vallejo Waste Management Authority in December of 2023. While the ﬁnal uses of the purchased property are still being studied and must go through proper environmental review, there is no question that the site will be for extended operation of current solid waste and composting operations at the “historical” City-owned MDF property. The “new” southern parcel is raw, undeveloped land with spoils from previous construction work at the MDF so this is work to bring it up to grade and provide proper drainage and installation of pavement surface to allow future functional use of the property for MDF operations. 61MD27UT01
Expenses
Capital Outlay – $0 $2,800,000 $3,200,000 $0 $0
EXPENSES TOTAL – $0 $2,800,000 $3,200,000 $0 $0
Revenues
SOLID WASTE – $0 $2,800,000 $3,200,000 $0 $0
REVENUES TOTAL – $0 $2,800,000 $3,200,000 $0 $0
Budget Impact/Other
Phase 1 of the project is expected to cost $2.800,000 FY27 and Phase 2 $3,200,000 FY28, to be paid from the Solid Waste and Recycling CIP fund.

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MDF SOUTHERN PARCEL SITE

IMPROVEMENT
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
95 APPENDIX D
Project #: 61MD27UT02

Project Name: Organics Receiving Building Partial Floor Replacement

Department: Utilities

Contact: Kevin Miller

Type: Building/Improvements

Category: Materials Diversion

Useful Life: 20

Status: New

Description
Partial Replacement for half of Organics Receiving Building ﬂoor (approximately 5,000 square feet).

Justiﬁcation
The City and NRWS installed an Organics Receiving Building in 2014. With the recent approval of the Anaerobic Digestion (AD) to Renewable Natural Gas (RNG) system by the Napa City Council in February of 2026, part of the ﬂoor (5,000 square feet of total 10,000 square building ﬂoor) needs to replaced before installation of new grant-funded organics de-packager associated with the AD to RNG system and overall all City-owned organics pre-processing system at the MDF. The project cost is based on a $40/square foot estimate (5,000 sq ft X $40/sq ft) but will likely include proper drainage, duct work and repositioning of bioﬁlter connected to the Organics Receiving Building to allow for full installation of the new AD to RNG system at the City’s MDF. 61MD27UT02
Expenses
Capital Outlay – $0 $200,000 $0 $0 $0
EXPENSES TOTAL – $0 $200,000 $0 $0 $0
Revenues
SOLID WASTE – $0 $200,000 $0 $0 $0
REVENUES TOTAL – $0 $200,000 $0 $0 $0
Budget Impact/Other
This project is expected to cost $200,000, to be funded by the Solid Waste and Recycling CIP fund.

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ORGANICS RECEIVING BUILDING PARTIAL

FLOOR REPLACEMENT
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
96 APPENDIX D
Project #: 63WD22UT13

Project Name: OLD SONOMA RD PRESS REG STN

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Distribution

Useful Life: 100 Years

Status: Delayed

Description
Install a pressure regulating station on Old Sonoma Road at the interface of Zone 4 and Zone 3. SCADA control of a pressure regulator will improve water quality by allowing ﬂow from Zone 4 to Zone 3 in the Foothill neighborhood where demands are greater.

Justiﬁcation
The water distribution system connects treatment plants, storage tanks and pump stations across 5 pressure zones. Pressure regulation stations facilitate safe reduction of pressure across pipelines connecting higher pressure zones to lower pressure zones. 63WD22UT13
Expenses
Capital Outlay $200,000 $0 -$188,150 $188,150 $0 $0
EXPENSES TOTAL $200,000 $0 -$188,150 $188,150 $0 $0
Revenues
WATER $200,000 $0 -$188,150 $188,150 $0 $0
REVENUES TOTAL $200,000 $0 -$188,150 $188,150 $0 $0
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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OLD SONOMA R D PRESS REG S TN
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
97 APPENDIX D
Project #: 63WD24UT13

Project Name: WESTGATE PRESSURE REGULATION STATION

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Distribution

Useful Life: 100 Years

Status: Active

Description
Install a pressure regulating valve on Westgate Drive to be able to regulate Zone 4 pressures in the lower elevations of the Silverado Area. Pressures are based on the 2 million gallon Milliken Tank at the upper reaches of the pressure zone elevation 400 ft.

Justiﬁcation
The water distribution system connects treatment plants, storage tanks and pump stations across 5 pressure zones. Pressure regulation stations facilitate safe reduction of pressure from higher pressure zones to lower pressure zones. 63WD24UT13
Expenses
Capital Outlay $200,000 $0 $500,000 $0 $0 $0
EXPENSES TOTAL $200,000 $0 $500,000 $0 $0 $0
Revenues
WATER $200,000 $0 $500,000 $0 $0 $0
REVENUES TOTAL $200,000 $0 $500,000 $0 $0 $0
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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WESTGATE PRESSURE REGULATION

STATION
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
98 APPENDIX D
Project #: 63WD26UT07

Project Name: Clay St Water Main Replacement, California to Walnut

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Distribution

Useful Life: 100

Status: Delayed

Description
Water main rehabilitation and replacement includes new installations and abandonments to be completed by City staﬀ or Contractor as part of the water utility's annual water main replacement program.

The Clay St Water Main Installation establishes an important water supply connection to downtown while leverage funding from a related development, installing 235 linear feet of 12-inch pipeline from California Blvd to an existing pressure regulating station east of Walnut St. While this is a new pipeline in Clay St, rather than a replacement, this new pipeline functionally replaces a pipeline that was removed from First St as part of the roundabout project a few years previously.

Justiﬁcation
The water distribution system connects treatment plants, storage tanks and pump stations across 5 pressure zones. Pressure regulation stations facilitate safe reduction of pressure from higher pressure zones to lower pressure zones. The Clay St pipeline establishes an important connection to an existing pressure regulating station. 63WD26UT07
Expenses
Capital Outlay – $350,000 -$350,000 $0 $0 $350,000
EXPENSES TOTAL – $350,000 -$350,000 $0 $0 $350,000
Revenues
DEVELOPER CONTRIBUTION – $300,000 -$300,000 $0 $0 $300,000 WATER – $50,000 -$50,000 $0 $0 $50,000
REVENUES TOTAL – $350,000 -$350,000 $0 $0 $350,000
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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CLAY ST WATER MAIN REPLACEMENT,

CALIFORNIA TO WALNUT
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
99 APPENDIX D
Project #: 63WD27UT02

Project Name: Pueblo Water Main Replacement from California Blvd to RR

Department: Utilities

Contact: Chris Jones

Type: Infrastructure

Category: Water Distribution

Useful Life: 50

Status: New

The Project includes replacement of 900 feet of 8-inch and 600 feet of 10-inch aging water pipelines due to leaks.

Justiﬁcation
The water system consists of aged, undersized, and in some cases redundant water mains that need to be replaced, upgraded or abandoned as part of the water utility's annual water main replacement program.

To the extent possible, water main replacement projects are conducted in conjunction with other City capital improvement projects such as paving, street beautiﬁcations, etc. 63WD27UT02
Expenses
Capital Outlay – $0 $1,000,000 $0 $0 $0
EXPENSES TOTAL – $0 $1,000,000 $0 $0 $0
Revenues
WATER – $0 $1,000,000 $0 $0 $0
REVENUES TOTAL – $0 $1,000,000 $0 $0 $0
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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PUEBLO AVE WATER MAIN REPLACEMENT

FROM CALIFORNIA BLVD TO RR
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
100

APPENDIX D
Project #: 63WD27UT03

Project Name: Water Distribution Material Storage Building

Department: Utilities

Contact: Doug DeMaster

Type: Building/Improvements

Category: Water Distribution

Useful Life: 100

Status: New

Description
Construction of a new Material Storage Building for Water Distribution. Metal structure approximately 28' x 40'.

Justiﬁcation
The City's Corporation Yard includes several storage areas and building to protect equipment and materials. Some areas are uncovered and unprotected. A new Material Storage Building will protect Water Distribution assets. 63WD27UT03
Expenses
Capital Outlay – $0 $100,000 $0 $0 $0
EXPENSES TOTAL – $0 $100,000 $0 $0 $0
Revenues
WATER – $0 $100,000 $0 $0 $0
REVENUES TOTAL – $0 $100,000 $0 $0 $0
Budget Impact/Other
Installation of this building will protect the City's investment as it protects materials and equipment.

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WATER DISTRIBUTION MATERIAL STORAGE

BUILDING
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
101

APPENDIX D
Project #: 63WD27UT01

Project Name: Montecito Blvd Main Upgrade, Lakeview to Monte Vista

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Distribution

Useful Life: 100

Status: Delayed

Description
Water main replacement of 850 feet of 6-inch pipeline with new 8-inch pipeline on Montecito Blvd from Lakeview Dr to Monte Vista to improve ﬁre ﬂow.

Justiﬁcation
The water system includes aged water mains that are not sized for today's ﬁre ﬂow requirements or water quality needs, and are replaced or upgraded, as needed, as part of the water utility's annual water main replacement program.

To the extent possible, water main replacement projects are conducted in conjunction with other City capital improvement projects such as Measure T, street beautiﬁcations, etc.
63WD27UT01
Expenses
Capital Outlay – $0 $0 $0 $0 $600,000
EXPENSES TOTAL – $0 $0 $0 $0 $600,000
Revenues
WATER – $0 $0 $0 $0 $600,000
REVENUES TOTAL – $0 $0 $0 $0 $600,000
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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MONTECITO BLVD MAIN UPGRADE,

LAKEVIEW TO MONTE VIS TA
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
102

APPENDIX D
Project #: 63WD27UTMT

Project Name: METER REPLACEMENT AND ERT UPGRADE PROGRAM

Department: Utilities

Contact: Dean Hanna

Type: Equipment/Machinery

Category: Water Distribution

Useful Life: 20

Status: Active

Description
Install electronic radio transmitter (ERT) devices on meters, new handheld reading devices and mobile collectors.

Justiﬁcation
Automated meter reading (AMR) improves customer service while reducing bimonthly meter reading costs. Expansion of AMR program into more areas and replacement of data collection devices will continue to increase eﬃciencies of routine duties and free up labor for other routine maintenance activities such as installation of cathodic protection, valve exercising and ﬁre hydrant maintenance. 63WD27UTMT
Expenses
Capital Outlay – $0 $800,000 $0 $0 $0
EXPENSES TOTAL – $0 $800,000 $0 $0 $0
Revenues
WATER – $0 $800,000 $0 $0 $0
REVENUES TOTAL – $0 $800,000 $0 $0 $0
Budget Impact/Other
This program lowers labor operations costs through elimination of manually read meters.

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METER REPLACEMENT AND E RT UPGRADE

PROGRAM
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
103

APPENDIX D
Project #: 63WQ23UT09

Project Name: MILLIKEN PLANT REHAB EXISTING FACILITIES

Department: Utilities

Contact: ERIN KEBBAS

Type: Infrastructure

Category: Water Quality (Treatment)

Useful Life: 20

Status: Active

Description
Implement improvements to the existing direct ﬁltration treatment plant to ensure continued operation ahead of planned improvements. Existing facilities such as control valves and piping need to be maintained ahead of future improvements to the treatment process. $1.2 Million added in FY26 for repairs and rehab of the Diversion Dam that provides the supply to the plant, as the dam has been damaged by various storms over the last several years.

Justiﬁcation
The latest major upgrades to the Lake Milliken Water Treatment Plant were completed over forty years ago. The plant requires additional upgrades requiring signiﬁcant capital improvement. Along with addressing operational requirements to eﬀectively and eﬃciently conduct treatment operations, the City is mandated to comply with certain pollutant discharge elimination and DPB requirements. In order to make the best use of process investments, the City will rehabilitate existing valves and facilities while planning the next phase of investments.
63WQ23UT09
Expenses
Capital Outlay $100,000 $1,200,000 -$200,000 $0 $0 $0
EXPENSES TOTAL $100,000 $1,200,000 -$200,000 $0 $0 $0
Revenues
WATER $100,000 $1,200,000 -$200,000 $0 $0 $0
REVENUES TOTAL $100,000 $1,200,000 -$200,000 $0 $0 $0
Budget Impact/Other
Treatment facility upgrades are necessary at this aging facility to keep existing plant operational.

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MILLIKEN PLAN REHAB EXIS TING FACILITIES
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
104

APPENDIX D
Project #: 63WQ24UT06

Project Name: BJTP CHAIN AND FLIGHT RENOVATION

Department: Utilities

Contact: Erin Kebbas

Type: Infrastructure

Category: Water Quality (Treatment)

Useful Life: 10

Status: Active

Description
The treatment plant contains sedimentation basins (one phase in the water treatment process) that houses ﬂights mounted on two parallel strands of chains that scrape the settled solids along the tank ﬂoor which delivers sediment to sludge hoppers. CIP reduced from $700K to $300K due to project being done in-house.

Justiﬁcation
The chain and scraper systems were installed as major treatment plant upgrades completed in 2009. The useful life of chain and ﬂight systems are 10 years. 63WQ24UT06
Expenses
Capital Outlay $300,000 $0 $1,200,000 $0 $0 $0
EXPENSES TOTAL $300,000 $0 $1,200,000 $0 $0 $0
Revenues
WATER $300,000 $0 $1,200,000 $0 $0 $0
REVENUES TOTAL $300,000 $0 $1,200,000 $0 $0 $0
Budget Impact/Other
Installation of new chains as part of a routine replacement program helps reduce maintenance costs resulting from keeping an asset in service past its normal useful life.

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BJTP CHAIN & FLIGHT RENOVATION
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
105

APPENDIX D
Project #: 63WS23UT01

Project Name: HENNESSEY SPILLWAY FLOW EXPANSION DESIGN

Department: Utilities

Contact: Addison LeBlanc

Type: Infrastructure

Category: Watershed (Supply Source)

Useful Life: 30

Status: Active

Description
In 2017, the City engaged professional consulting services to perform a comprehensive condition assessment of the Conn Creek Dam spillway. The condition assessment noted various defects along the spillway channel and walls, including cracking, spalling, and delamination of the concrete. The California Division of Safety of Dams (DSOD) is requiring modiﬁcations to the spillway to accommodate the probable maximum ﬂood (PMF) This Project is the design phase of the modiﬁcations.

Justiﬁcation
Near-term repairs were performed in response to a DSOD requirements outlined in a letter from DSOD to the City. The City is applying for WRDA funds through Congressman Thompson's oﬃce. Will work with the ACOE to permit and desgin the project. 63WS23UT01
Expenses
Capital Outlay $1,000,000 $0 -$450,000 $450,000 $0 $0
EXPENSES TOTAL $1,000,000 $0 -$450,000 $450,000 $0 $0
Revenues
WATER $1,000,000 $0 -$450,000 $450,000 $0 $0
REVENUES TOTAL $1,000,000 $0 -$450,000 $450,000 $0 $0
Budget Impact/Other
Cost share if WRDA funds procured are TBD.

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HENNESSY SPILLWAY FLOW EXPANSION D
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
106

APPENDIX D
Project #: 63WS26UT03

Project Name: Hennessey In-Reservoir Improvements

Department: Utilities

Contact: Erin Kebbas

Type: Infrastructure

Category: Watershed (Supply Source)

Useful Life: 30

Status: Active

Description
Study Lake Hennessey to develop the best approach to ensure uniform water quality parameters (pH, DO, temp) in the water column and assists treatment process for metals and algal growth.

Justiﬁcation
Taste and odor associated with algal growth has been a challenge in our local supply source. Increased pressure for development and land use changes in the watershed are changing the runoﬀ patterns throughout the watershed lending greater potential for introduction of anthropogenic impacts to the raw water supply. 63WS26UT03
Expenses
Capital Outlay – $150,000 $100,000 $0 $0 $0
EXPENSES TOTAL – $150,000 $100,000 $0 $0 $0
Revenues
WATER – $150,000 $100,000 $0 $0 $0
REVENUES TOTAL – $150,000 $100,000 $0 $0 $0
Budget Impact/Other
This is a preliminary estimate subject to reﬁnement as details and the extent of the recommended improvements are deﬁned through the study and design process.

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HENNESSY IN-RESEVOIR IMPROVEMENTS
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
107

APPENDIX D
Project #: 63WT24UT05

Project Name: HILLCREST DR PIPELINE IMPROVEMENTS PHASE 1

Department: Utilities

Contact: Chris Jones

Type: Infrastructure

Category: Water Transmission

Useful Life: 100

Status: Delayed

Description
Water main rehabilitation and replacement of existing 14-inch welded steel pipe as part of the water utility's annual water main replacement program. The existing pipeline was installed in 1966 and has proven diﬃcult to weld when making repairs due to condition of the pipe walls. Construction must be in summer when Milliken Treatment Plant is operating.

Justiﬁcation
The water system consists of aged water mains that have shown multiple failures and need to be replaced, as part of the water utility's annual water main replacement program. To the extent possible, water main replacement projects are conducted in conjunction with other City capital improvement projects such as Measure T, street beautiﬁcation, etc.
63WT24UT05
Expenses
Capital Outlay $800,000 $0 -$798,000 $798,000 $0 $0
EXPENSES TOTAL $800,000 $0 -$798,000 $798,000 $0 $0
Revenues
WATER $800,000 $0 -$798,000 $798,000 $0 $0
REVENUES TOTAL $800,000 $0 -$798,000 $798,000 $0 $0
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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HILLCREST DR PIPELINE IMPRO VEMENTS
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
108

APPENDIX D
Project #: 63WT24UT07

Project Name: DOT SOSCOL TULOCAY BRIDGE MAIN REPLACEMENT

Department: Utilities

Contact: Chris Jones

Type: Infrastructure

Category: Water Transmission

Useful Life: 100

Status: Active

Description
24-inch Steel Transmission Pipeline on the west side of Soscol Ave will be replaced by CalTrans, relocating the pipeline to facilitate the Tulocay Bridge Replacement project. A nearby parallel 6-inch pipeline will also be replaced by CalTrans. A third pipeline - a 6-inch pipeline on the east side of Soscol Ave will be relocated at the City's cost.

Justiﬁcation
Water main replacement projects, including those necessitated by CalTrans projects, are capital improvements, resulting in new, more reliable, assets. 63WT24UT07
Expenses
Capital Outlay $1,000,000 $0 $500,000 $0 $0 $0
EXPENSES TOTAL $1,000,000 $0 $500,000 $0 $0 $0
Revenues
CA DEPT OF TRANSPORTATION $1,000,000 $0 $500,000 $0 $0 $0 REVENUES TOTAL $1,000,000 $0 $500,000 $0 $0 $0
Budget Impact/Other
Costs are oﬀset by reimbursement to be provided by the DOT (CalTrans).

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DOT SOSCOL TULOCAY BRIDGE MAIN

REPLACEMENT
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
109

APPENDIX D
Project #: 63WT26UT08

Project Name: Pueblo 36-inch Water Main Replacement: Linda Vista to Solano

Department: Utilities

Contact: Chris Jones

Type: Infrastructure

Category: Water Transmission

Useful Life: 100

Status: Active

Description
Water main replacement of 2,600 feet of existing 36-inch asbestos-cement pipe as part of the water utility's Master Plan Transmission System Improvements.

Justiﬁcation
The existing pipeline is a component of the water system's primary transmission pipeline network and is similar to nearby pipelines that have exhibited multiple leaks and have created damage to roadways and adjacent private properties. Replacement of this line will increase reliability of ﬂow through the center of the distribution system, facilitating management of water tank levels, meeting customer water demands, and sustaining reliable water supply for ﬁre suppression requirements. 63WT26UT08
Expenses
Capital Outlay – $50,000 $6,300,000 $0 $0 $0
EXPENSES TOTAL – $50,000 $6,300,000 $0 $0 $0
Revenues
WATER – $50,000 $6,300,000 $0 $0 $0
REVENUES TOTAL – $50,000 $6,300,000 $0 $0 $0
Budget Impact/Other
This critical project may require the City to withdraw funds from its Capital Improvement Reserve Fund, though the project is included in the Water Division's forthcoming (2025) Master Plan Update, which describes funding mechanisms for recommended large projects.

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PUEBLO: LINDA VISTA-SOLANO
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
110

APPENDIX D
Project #: 63WT27UT01

Project Name: Atlas Peak Water Main Replacement, Monticello to Hillcrest

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Transmission

Useful Life: 100

Status: New

The Project includes replacement of 935 Feet of 14-inch Steel Pipeline due to leak history and criticality in advance of County paving.

To the extent possible, water main replacement projects are conducted in conjunction with other City capital improvement projects such as paving, street beautiﬁcations, etc. 63WT27UT01
Expenses
Capital Outlay – $0 $50,000 $950,000 $0 $0
EXPENSES TOTAL – $0 $50,000 $950,000 $0 $0
Revenues
WATER – $0 $50,000 $950,000 $0 $0
REVENUES TOTAL – $0 $50,000 $950,000 $0 $0
Budget Impact/Other
Installation of new mains as part of the water utility's annual main replacement program helps reduce maintenance costs resulting from unplanned or emergency work.

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ATLAS PEAK WATER MAIN REPLACEMENT

MONTICELLO TO HILLCREST
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
111

APPENDIX D
Project #: 63WX22UT06

Project Name: DWYER RD Pump Station HMGP

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Water Transmission

Useful Life: 50

Status: Active

Description
The Dwyer Rd Pump Station project will convert the existing Dwyer Rd ﬂow control valve station into a pump station, and upgrade the temporary pump station at that location to a resilient permanent facility. The pump station will include redundant pumps and associated piping, valves and superstructure. Currently the station is used to throttle ﬂow from higher elevation Hennessey Treatment Plant (HTP) to southern portions of the City of Napa water service area. When HTP is not in operation, the Barwick Jamieson Treatment Plant (BJTP) supplies water from the south to upvalley customers who see pressures reduced to just 30 psi (without the current temporary pump station). This project will allow water to be pumped to the existing HTP Clearwell (a.k.a. ﬁnish tank) and gravity feed to all customers thereby maintaining higher system pressures and increasing reliability.

Justiﬁcation
This Utility Infrastructure project will reduce or prevent Property Damage and Loss of Critical Drinking Water and Fire Protection Infrastructure resulting from Fire by increasing water system reliability for three Cities--Napa, Calistoga and St Helena--by increasing available system storage by 5 million gallons in the event that the Hennessey Water Treatment Plant is not in operation. The Hennessey Water Treatment Plant was threatened by wildﬁres in 2017 and 2020. The structures and critical facilities and infrastructure that will be protected by this mitigation action include the entire cities and water service areas of the City of Napa, the City of Calistoga, and the City of St Helena by keeping the critical HTP Clearwell full and in service in the event that HTP is not in operation. 63WX22UT06
Expenses
Capital Outlay – $0 $240,000 $8,460,000 $0 $0
EXPENSES TOTAL – $0 $240,000 $8,460,000 $0 $0
Revenues
FEMA – $0 $180,000 $6,345,000 $0 $0
OTHER AGENCY – $0 $40,000 $1,410,000 $0 $0
WATER – $0 $20,000 $705,000 $0 $0
REVENUES TOTAL – $0 $240,000 $8,460,000 $0 $0
Budget Impact/Other
This project has existing design documents which need to be updated before going out to bid. $240,000 is proposed for FY27 for these updates, as well as bidding activities.

Cal-OES indicated on March 25, 2026, that this project is "currently in the FEMA obligation review queue," having passed FEMA's environmental and historical preservation (EHP) review process in 2025. On May 3, 2022, via Resolution R2022-040, City Council approved a match commitment of $2,175,000, based on a federal share of $6,525,000.

The project has not been added to the budget before FY27 because of the uncertainty of the FEMA review timeline.

R2022-040 also authorized the Utilities Director to "negotiate and execute a reimbursement agreement for Project construction costs with the cities of St Helena and Calistoga in the amount of up to $ 725,000 for each city." The contributions from the other cities will go toward the Local Share, leaving $725,000 to the City of Napa.

HMGP DWYER RD PS
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
112

APPENDIX D
Project #: 9017FR20

Project Name: MILLIKEN RAW WATER PIPELINE HARDENING HMGP

Department: Utilities

Contact: Doug DeMaster

Type: Infrastructure

Category: Watershed (Supply Source)

Useful Life: 100

Status: Active

Description
On October 8, 2017, the Atlas Fire began as one of fourteen large ﬁres that burned simultaneously across eight Northern California counties. The Atlas Fire caused extensive damage to several City-owned facilities, among them being the Milliken Raw Water Pipeline. This Hazard Mitigation will involve burying and/or otherwise protecting this critical pipeline from future ﬁre, landslide and rock/tree fall damage, and will include replacing or lining most or all of the pipeline.

Justiﬁcation
The City's treatment plant is located over one mile from the intake at the water supply. The raw water pipeline conveys raw water from the City's diversion dam to the Milliken Treatment Plant. The treatment plant cannot be operated unless the raw water pipeline is in service. 9017FR20
Expenses
Capital Outlay $5,810,000 $500,000 $494,439 $0 $0 $0
EXPENSES TOTAL $5,810,000 $500,000 $494,439 $0 $0 $0
Revenues
Description pending $3,457,575 – – – – –
CDBG GRANT – $0 $2,211,789 $0 $0 $0
FEMA – $0 $1,135,175 $0 $0 $0
WATER $2,352,525 $500,000 -$2,852,525 $0 $0 $0
REVENUES TOTAL $5,810,100 $500,000 $494,439 $0 $0 $0
Budget Impact/Other
FEMA HMGP Grant award of $6.1M is allocated 75% FEMA and 25% local match. In addition, Housing and Community Development has awarded a CDBG-MIT grant of up to $2.2M on April 15, 2026 to help cover our local match.

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HMGP MILLIKEN RW PIPE
City of Napa, California

HISTORICAL BUDGET BUDGET
Aggregated Total FY2026 FY2027 FY2028 FY2029 FY2030
113

APPENDIX D
FY UNIT YEAR MAKE MODEL TYPE DEPT ESTIMATED COST PLANNED REPLACEMENT NEW UNIT # FY27 1325 2015 FORD F-550 BUCKET TRUCK WITH LIFT Public Works $ 225,000 BUCKET TRUCK WITH LIFT 13012 FY27 1326 2017 FORD F-250 SUPERCAB UTILITY BODY Public Works $ 75,000 F-250 SUPERCAB UTILITY BODY 13013 FY27 1328 2012 JOHN DEERE 524K LOADER Public Works $ 240,000 LOADER 13014 FY27 1330 2015 TYMCO 600 STREET SWEEPER Public Works $ 275,000 STREET SWEEPER 13015 FY27 2213 2007 CHEVROLET C5500 DURAMAX SWAT VAN Police Department $ 200,000 SWAT VAN 22038 FY27 2222 2017 FORD F-150 CSO UNIT Police Department $ 55,000 F-150 SUPERCAB 22039 FY27 2223 2017 FORD F-150 TRAFFIC UNIT Police Department $ 75,000 F-150 SUPERCAB 22040 FY27 2293 2022 FORD EXPLORER POLICE INTERCEPTOR Police Department $ 105,000 POLICE INTERCEPTOR 22041 FY27 2306 2017 FORD FUSION SEDAN Police Department $ 50,000 SEDAN 22042 FY27 2307 2017 FORD EDGE SEDAN Police Department $ 60,000 SEDAN 22043 FY27 3304 2017 FORD FUSION SEDAN Fire Department $ 50,000 SEDAN 32007 FY27 3305 2017 FORD FUSION SEDAN Fire Department $ 50,000 SEDAN 32008 FY27 6216 2012 JOHN DEERE 4520 GROUNDS MOWER Parks and Recreaction $ 75,000 GROUNDS MOWER 62023 FY27 6217 2012 JOHN DEERE 5075M GROUNDS MOWER Parks and Recreaction $ 90,000 GROUNDS MOWER 62024 FY27 6248 2017 FORD F-250 SUPERCAB UTILITY BODY Parks and Recreaction $ 75,000 F-250 SUPERCAB UTILITY BODY 62025 FY27 6249 2017 FORD F-250 SUPERCAB UTILITY BODY Parks and Recreaction $ 75,000 F-250 SUPERCAB UTILITY BODY 62026 FY27 6303 2012 GENIE Z-30/20N RJ GENIE LIFT Public Works $ 80,000 GENIE LIFT 13016 $ 1,855,000
FY27 1340 2017 FORD F-250 SUPERCAB UTILITY BODY Public Works $ 75,000 F-250 SUPERCAB UTILITY BODY 13017 $ 75,000
FY27 1317 2012 WIRTGEN W120F ASPHALT GRINDER Public Works $ 850,000 ASPHALT GRINDER 13018 $ 850,000
FY27 1221 2017 FORD EXPLORER SUV Utilities $ 60,000 SUV 12033 FY27 1222 2017 FORD F-150 SUPERCAB PICKUP Utilities $ 65,000 SUPERCAB PICKUP 12034 FY27 1225 2017 FORD F-250 SUPERCAB UTILITY BODY Utilities $ 75,000 F-250 SUPERCAB UTILITY BODY 12035 FY27 1239 2017 FORD F-150 SUPERCAB PICKUP Utilities $ 65,000 SUPERCAB PICKUP 12036 FY27 1245 2017 FORD F-250 SUPERCAB UTILITY BODY Utilities $ 75,000 F-250 SUPERCAB UTILITY BODY 12037 FY27 1253 2017 FORD EXPLORER SUV Utilities $ 60,000 SUV 12038 $ 400,000
FY27 TBD N/A N/A N/A FIRE APPARATUS TYPE 3 Fire Department $ 150,000 N/A - UPFIT ONLY N/A $ 150,000
$ 3,330,000
*Make and model may change based on vehicle availability or Fleet's assessment of department needs. *All Previous updates have been incorporated Fiscal Year 2026/27

TOTAL GENERAL FUND REPLACEMENTS

TOTAL WATER FUND REPLACEMENTS

TOTAL STREETS FUND REPLACEMENTS

TOTAL SIDEWALK FUND REPLACEMENTS

TOTAL FIRE APPARATUS FUND REPLACEMENTS
TOTAL FY27 FLEET REPLACEMENTS - ALL FUNDS
114

APPENDIX E

Napa City CouncilMay 19, 2026

Napa City Council
May 19, 2026