CITY OF POINT ARENA
451 School St. | PO Box 67 | Point Arena, CA 95468
(707) 882-2122 | pointarena.ca.gov
August 23, 2024
Honorable Members of the Point Arena City Council and Residents of Point Arena, Attached is the proposed Fiscal Year 2024/25 Operating Budget for the City of Point Arena. This document represents the projected City revenues and expenditures for conducting day-to-day operations and providing capital expenditures for the period of July 1, 2024 through June 30, 2025. I consider this year’s proposed budget as an ongoing work in progress as staff continues to identify how and why the City found itself in a very serious financial crisis beginning last year.
Staff will reengage the City Finance Committee and will provide comprehensive, yet easy to understand financial and operational reports on a monthly basis. Below is a plan to address the City’s financial challenges over the next few years.
HOW DID THE CITY REACH THE CURRENT FINANCIAL SITUATION? It’s been a rough year for the City Council, City staff, and its residents. In late summer, 2023, the City’s Financial Advisor informed the Council about the City’s precarious financial situation.
Immediate action was necessary, and City staff was significantly reduced, with three positions eliminated. Remaining staff’s work hours were reduced from 32 to 25 hours per week, and both employees and the community felt the serious impact of decreased City services. However, the most critical goal was to stabilize the City’s financial picture, which we have done and continue to do.
Right now, the City is sitting on a foundation that is damaged and unstable. Our financial reporting is complex and difficult to understand. There is a lack of formal, up-to-date operational and financial policies and procedures. And while there have been ongoing community requests for new programs, grant opportunities, and expanded services, Point Arena has been forced to take a step back and rebuild the City’s operational, structural and financial systems before we can again move forward as an innovative organization. The Fiscal Year 2024-25 Budget is the first step in rebuilding the City. As you can see, this year’s Budget is formatted very differently than the past few years. The reason is simple- we need a “Back to Basics” approach at all levels of the organization.
About five years ago, the City embarked on a major push to update its aging infrastructure as well as address other City concerns. Staff applied for numerous grants to fund activities such as a study of the City’s wastewater system; rehabilitation of City streets; a feasibility study for improving the Veteran’s Building; a sea-level rise study; and an update of the City’s Local Coastal program to encourage housing development. All these programs were funded by various state and federal grants, ultimately totaling over $4.5 million. Major infrastructures projects alone, including the Mill Street rehabilitation, cost $3,054,319. Unfortunately, all of the grant funded projects came on-line around the same time, overwhelming the City’s already small budget. Grant reimbursements lagged well behind City expenditures, depleting fund balances and contributing to an overall deficit for FY 22-23. Additionally, the City did not properly monitor management of the capital projects by consultants and there were numerous cost overruns that exceeded project budgets without proper authorization. For example, the Mill Street rehabilitation project was $300,000 over budget.
Further complicating the situation, the City had no capital reserve or financing component to adequately finance these projects without overloading its cash flow. A temporary line of credit was set up to cover cash deficits, but with project cost overruns there was no way to pay back the liabilities charged to the line of credit. Ultimately, the City had $300,000 on the line of credit that could not be paid back.
Ultimately, the City’s overspending on the capital improvement program as well as departmental overspending meant expenditures outpaced revenues in the City operating funds, a direct result of cost increases in the line of credit. Even with the significant staff reductions, by April 2024 the City’s Financial Advisor reported that the City was on the verge of bankruptcy. The Interim City Manager continued to eliminate all expenses that were not mandatory, but more drastic measures were needed to keep the City financially solvent.
CITY ACTIONS TO ADDRESS DEFICIT
Reduce City Expenditures: In late 2023, the City finally took decisive action to stabilize the City’s financial structure by eliminating three staff positions that were eliminated, cutting operational staff by one-third. Hours were reduced for remaining City staff from 32 hours (considered full-time) to 25 hours. Additionally, City retained a new Interim City Manager who offered to significantly reduce my hourly rate, accept no benefits, and reduce hours to 25 per week as well. Payroll dropped from XX to XX. However, while the City significantly reduced operating costs, other longterm solutions are necessary. • Tax Increases: The City Council approved a new sales tax increase for the November 2024 ballot which if approved could generate an additional $90,000. • Indirect Administrative Cost Allocation Study: An indirect cost allocation plan (ICAP) determines how the City can apply indirect costs, such as general administrative functions, to programs or projects. State law requires the City to complete a formal study, which we are currently negotiating. The City’s Indirect Admin rate is probably between 10-20%, which can be applied to all City activities, including infrastructure projects. For example, the overhaul of the City’s Wastewater distribution system is estimated to cost $8 million. If an indirect admin rate of 10% is applied to the construction costs, approximately $800,000 could be reimbursed to the City’s General Fund.
• Fee Adjustments: The City’s sewer and pier fee rates are not keeping pace with increased expenses and capital replacement requirements. The City will complete a sewer rate study within the next 12 months to better determine the actual cost of services to identify appropriate sewer fees and will bring recommendations to the City Council early in 2025. • Debt Restructuring: City staff restructuring its debt with Redwood Credit Union by moving from a line of credit to a term loan of ten years. A term loan will reduce the interest rate thereby reducing our monthly payments.
• Appropriate Governmental Accounting Procedures: Government agencies use fund accounting to ensure and demonstrate compliance with finance-related legal requirements. The City currently does not use a finance module specifically designed for fund accounting, which makes it difficult at times to determine budget expenditures and track reserves. The City must acquire an appropriate fund accounting system to account for all activities and provide monthly financial reports that are easily understood by the City Council and the community. The City Council also needs to adopt financial policies and procedures to ensure that all financial activities meet both legal and ethical standards.
Staff will take this process through the City’s Finance Committee beginning in September 2024.
• Recruit Permanent City Manager: The City has never had a City Manager that is educated and trained in city management. Rural communities all face this same challenge, especially since they often cannot pay the salary, and benefits needed to attract qualified candidates. A possible solution is to invest in a local community member who is already committed to the Point Arena area. The City would then need to provide ongoing training and educational opportunities necessary to build management expertise. I have begun discussions with local contacts to identify potential interested candidates.
ADDITIONAL WAYS TO ADDRESS BUDGET DEFICIT
City staff will also bring forward other initiatives over the next 12 months for further discussion and Council action, including:
• Asset Sales or Leasing: The City may want to consider selling or leasing city-owned properties, such as the Rock Wall property, to develop visitor-serving businesses such as a campground or hotel. Both of these businesses generate both sales tax and transient occupancy tax, which are two of the City’s biggest revenue sources. • Economic Development Initiatives: The City has never had a formal Economic Development program that promotes local business growth or attracts new businesses to increase the tax base and create jobs. A visioning process with the Point Arena community could begin a process to determine how the City should develop in the future in the most economically advantageous way.
• Rehabilitation of the City-owned Fire Station: The City could apply for a CDBG rehabilitation loan to remodel the upstairs area into a residential living space.
The most critical result of all of these proposals is to build financial reserves that can help Point Arena weather periods of reduced revenue. That means that the City must set aside new revenues now to pay off debt and reserve funds to cover budget shortfalls in the future.
A LOOK TO THE FUTURE
While all of these proposed actions will do their part to stabilize the City’s financial position, each will take time to implement and see results in increased revenue, especially since the Administrative staff is very limited in terms of staff hours. All of these actions may take up to 2-3 years to implement, if the sales tax measure is approved, the Indirect Administrative fee is applied to current and future grants, and an appropriate governmental financial system is put into place, I anticipate the City will stabilize enough by the end of this fiscal year to move forward in a more healthy financial position.
.
City of Point Arena
Fiscal Year
2024-2025
Draft Budget
August 27, 2024
EXHIBIT A
City of Point Arena
Fiscal Year 2024/25 Budget
General Fund
23-24 Estimated
Actuals
24-25 Interim
Budget
Beginning Balance
GENERAL FUND REVENUE
4100 · Property Taxes 59,862 63,000
4107 · Motor Vehicle In-Lieu 25,714 26,000
4108 · Sales Tax - General 68,371 70,000
4109 · Sales Tax - Streets 71,240 72,000
4111 · Transient Occupancy Tax 141,405 150,000
4113 · Transfer Tax 368 400
4118 - PLHA Permanent Local Housing Allocation 67,404 103,735 4125 - BLM Reimbursements 1,355 5,000
4300 · Grant Revenues
4310 · CDBG Veteran's Hall 87,108 138,000 Most of these grant revenues are restricted to a 4340 · COP's AB1913 Allocation 119,883 125,000 specific purpose and cannot be used as unrestrited 4345 · Prop 68 - Parks 113,565 30,000 General Fund purposes. However, the City can 4350 - FEMA Reimbursement 0 148,000 apply an Indirect Admin Fee to recover eligibale XXXX - Composting 20,000 75,000 costs that would be reimbursed to the General Fund. 4300 · Recycling 5,000 5,000
4310 - CDBG - Various Grants 87,108 20,000
4410 · Franchise Fees 12,000 20,000 Increased revenue - new Waste Hauler Franshise Agreement 4420 · Business License Fee 7,599 8,000
4440 · Planning Fees/Permits 6,490 35,000 Planning fees are down due to lack of billing until 2024 4510 · Interest Income 151 500
4520 · Rents & Concessions 22,073 23,000 City Hall rent & utility payments from Senior Services 4810 · Donations and Contributions 12,375 5,000 FY 23-24 revenue from Fireworks event 4990 - Misc Sales and Services 24,219 1,000 FY 23-24 revenue from City Fireworks event TOTAL GENERAL FUND REVENUES 1,943,174 2,251,270
Property tax is a value-based tax imposed on real property and tangible personal property within the City’s jurisdiction. It includes two major elements: secured or real property (such as house and land on which the house was built), and unsecured or personal property (such as machinery, business inventory, or boats).
Under Proposition 13, the general property tax rate cannot exceed 1% of a property’s assessed value plus other assessments as approved by the voters. The assessed value of real property that has not changed ownership increases by the California Consumer Price index change up to a maximum of 2% per year. Property is assessed at the full market value upon change of ownership. Newly constructed property is assessed at the full market value in the first year in which the construction is completed. Property tax revenue is collected by the county and apportioned according to State law among cities, counties, school districts, and special districts.
Property tax has increased in Point Arena, largely due to the significant turnover in residential and commercial properties. Properties that had not changed hands for a significant period of time have seen property tax valuations escalate. That has increasedthe amount of property tax revenue accruing to the City of Point Arena. $-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
$80,000
$90,000
18-19 19-20 20-21 21-22 22-23 23-24 est
Property Tax
The Sales Tax category includes general sales and use taxes. Sales tax is an excise tax that applies to all retail sales of merchandise. Use tax is an excise tax imposed on consumers of merchandise used, consumed, or stored in California and purchased from out-of-state vendors not collecting California sales tax. The statewide sales and use tax rate is 7.25%, of which the State receives 6.25%, and the City receives 0.05% (known as the Bradley Burns Local Sales and Use Tax). The City has a Sales Tax measure on the November 2024 ballot to increase the City’s sales tax by 0.87%.
$-
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
18-19 19-20 20-21 21-22 22-23 23-24 est
Sales Tax
Transit Occupancy Tax is the largest contributor to the General Fund. In the FY 21-22, TOT surged to unprecedented levels as the world opened back up after the pandemic was announced. In the FY 22- 23, TOT declined to about 85% of the 21-22 level, which is still a level that surpassed TOT collection in prior years. However, for FY 23-24, the surge in visitor travel abated due to inflationary pressures and an unsure economic environment.
$-
$50,000
$100,000
$150,000
$200,000
$250,000
18-19 19-20 20-21 21-22 22-23 23-24 est
Transient Occupancy Tax
City of Point Arena
Fiscal Year 2024/25 Budget
General Fund
23-24 Estimated
Actuals
24-25 Interim
Budget
ADMINISTRATION
6100 · Salaries & Wages 161,375 114,800 Salaries include City Manager- $60,000, City Clerk- $35,000, 6200 · Payroll Taxes & Benefits 85,855 23,000 Bookkeeper - $15,000, and Council Stipends - $4,800 6310 · Advertising/Noticing 1,437 1,500
6320 · Election Costs 1,500
6330 · Dues & Memberships 1,720 200
6340 · Liability Insurance 5,194 7,000
6345 - Event Insurance 925
6347 - Property Insurance 18,068 20,000
6360 · Office Supplies 1,247 1,000
6365 · Postage 1,618 1,000
6370 · Printing 85 100
6390 · Training/Travel 2,267 4,000 Reimbursement for Interim City Manager for mileage 6300 · Total General Administration Costs 32,561 36,300 and Lodging 6410 · Professional - Accounting 30,067 25,000
6420 · Professional - Audit 17,500 20,000
6430 · Professional - Consultant 340 10,000 Consultant for Indirect Admin Cost Allocation Study 6450 - Outside Attorney 24,596
6460 · City Attorney 16,634 48,000
6400 · Total Professional Services 89,137 103,000
6521 · Rent - Equipment 5,266 500
6530 · Outside Services 4,821 2,000
6541 · Repairs/Maint - Building 500
6551 - Supplies - Safety 500
6552 · Supplies & Tools 1,646 1,500
6560 · Telephone 4,568 5,000
6561 · Utilities 16,260 17,000
6565 · Internet Fees 5,424 3,000
6500 - Total Program Supplies & Services 37,985 30,000
8200 - Debt Service 5,074 45,600 Term loan of $310,000 monthly repayment Total Administration 411,987 352,700
Excess/(Deficit) 1,531,187 1,898,570
City of Point Arena
Fiscal Year 2024/25 Budget
General Fund
23-24 Estimated
Actuals
24-25 Interim
Budget
PLANNING
Revenues
4310 - CDBG Grants 87,108 138,000 Completion of remodel plans for Vet's Hall 4440 - Planning Fees & Permits 6,490 55,000 Increased revenue from fees not paid during FY 23-24 Total Revenues 93,598 193,000
Expenses
6100 · Salaries & Wages 2,196 Staffing is via Planning Consultant 6200 · Payroll Taxes & Benefits 223
6330 - Dues & Memberships 1,415
6310 . Advertising/Noticing 599 1,000 All expenses & Consultants paid by Developer 6365 · Postage 198 300
6300 Total General Admin 2,212 1,300
6430 · Planning Consultant 28,100 40,000
6440 - Architect/Engineering Consultant 47,559 138,000
6400 - Total Professional Services 75,659 178,000
Total Planning Expenses 80,290 179,300
Excess/(Deficit) 13,308 13,700
PUBLIC SAFETY
Revenues
4340 - COP'S AB 1913 Allocation 119,883 125,000 COPS grant fully pays for law enforcement Expenses
6580 - Sheriff Department Services 83,333 85,000
6910 - Misc Expenses 4,387 5,000
6500 - Total Expenses 87,720 90,000
Excess/(Deficit) 32,163 35,000
City of Point Arena
Fiscal Year 2024/25 Budget
General Fund
23-24 Estimated
Actuals
24-25 Interim
Budget
PARKS
Revenues
4345 - Prop 65 Parks 113,465 30,000
4510 - Interest Income 640
Total Parks Revenue 114,105 30,000
Expenses
6100 · Salaries & Wages 26,639 15,000
6200 · Payroll Taxes & Benefits 5,382 3,000
6300 · General Administration Costs 250 300
6400 - Professional Services Engineering 1,073 0
6530 - Outside Services 3,353 0
6542 · Repairs/Maint - Equipment 109 500
6551 · Supplies - Safety 104 500
6552 · Supplies & Tools 4,905 500
6561 · Utilities 5,186 100
6572 · Vehicle - Fuel 30 1,000
6573 · Vehicle - Maintenance 50
6500 - Total Program Supplies and Services 13,687 2,650 6900 - Other Expenses 525 500
7000 - Capital Expenses 59,177 0
Total Parks 106,733 21,450
Excess/(Deficit) 7,372 8,550
City of Point Arena
Fiscal Year 2024/25 Budget
General Fund
Transfers Out to Other Funds
Gas Tax Fund 0 0
Used Oil Fund 0 0
Pier Fund 32,447 155,230
Wastewater Fund 54,530 20,600
Total Transfers to Other Funds
City of Point Arena
Fiscal Year 2024/25 Budget
Gas Tax
23-24 Estimated
Actuals
24-25 Interim
Budget
Beginning Balance 0 0
STREETS & ROAD MAINTENANCE
Revenue
4109 - Sales Tax Streets 71,240 72,000 Revenue Sources are restricted to Street-related services 4200 · Gas Tax 16,750 17,000
4250 · RMRA SB1 "Pothole Tax" 10,526 11,000
Total Revenue 98,516 100,000
Transfers In From Other Funds
Total Inflows 98,516 100,000
Expenses
Streets
6100 · Salaries & Wages 36,117 45,000
6200 · Payroll Taxes & Benefits 5,487 7,500
6510 - Disposal
6530 - Outside Services
6542 - Repair/Maint - Equipment 590 1,000
6543 - Repair/Maint - Streets 3,066 6,000
6551 - Supplies Safety 123 500
6553 - Supplies & Tools 576 1,000
6561 - Utilities 7,623 8,000
6572 - Vehicle Fuel 1,786 2,500
6573 - Vehicle Maintenance
6500 Total Program Supplies & Services 13,764 19,000
Total Streets Expenses 55,368 71,500
Total Expenses 55,368 71,500
Excess/(Deficit) 43,148 28,500
Ending Fund Balance 43,148 28,500
City of Point Arena
Fiscal Year 2024/25 Budget
Revolving Loan Fund
23-24
Estimated
Actuals
2024/25
Interim
Budget
Beginning Balance
REVOLVING LOAN FUND
Inflows
4310 - Grants - CDBG 120,080
4510 - Interest 1,378 1,300
4590 - Return of Principal 16,200 16,000 Former CDBG grant program for housing assistance Total Inflows 137,658 17,300
Expenses
6100 - Salary & Wages 546 0
6200 - Payroll Taxes & Benefits 58 0
6310 - Advertising/Noticing 96 0
6430 - Professional Consultant 11,719 3,000
6980 - CDBG Mini-Grants 108,000
Total Expenses 120,419 3,000
Excess/(Deficit) 17,239 14,300
Ending Fund Balance 17,239 14,300
City of Point Arena
Fiscal Year 2024/25 Budget
Used Oil Fund
2023-24
Estimated
Actuals
2024-25
Projected
Budget
Beginning Balance 0 0
Revenue
4300 · Grant Revenues 5,000 5,000 Specifically used to recycle used oil through County facilities Total Revenue 5,000 5,000
Transfers In From Other Funds 0 0
Total Inflows 5,000 5,000
Expenses
Streets
6100 · Salaries & Wages 2,352 2,500
6200 · Payroll Taxes & Benefits 230 250
6350 - Licenses, Permits and Fees 1,800 1,800
6500 · Program Supplies & Services 385 450
Total Streets 4,767 5,000
Total Expenses 4,767 5,000
Excess/(Deficit) 233 0
Ending Fund Balance 233 0
City of Point Arena
Fiscal Year 2024/25 Budget
Wastewater Fund
23-24
Estimated
Actuals
24-25
Projected
Budget
Beginning Balance
Revenue
4360 - Wastewater Grant 18,720
4710 · Sewer Service Fees 139,125 200,000
Total Revenue 157,845 200,000
Expenses
6100 · Salaries & Wages 73,582 65,000 Includes Wastewater Treatment Plant Operator & Wastewater Maintenance Worker I 6200 · Payroll Taxes & Benefits 7,938 6,900
6310 · Advertising
6330 · Dues and Memberships
6340 · Insurance
6350 · Licenses/Permits/Fees 32,142 33,000
6360 · Office Supplies
6365 · Postage
6390 · Training/Travel 1,613 1,000
6300 - Total General Admin 33,755 34,000
6521 · Rent - Equipment
6530 · Outside Services 663 1,000
6541 · Repairs/Maint - Building 3,000
6542 · Repairs/Maint - Equipment 313 10,000
6551 - Supplies - Safety 124
6552 · Supplies & Tools 1,297 1,000
6560 · Telephone 1,165 1,200
6561 · Utilities 56,935 58,000
6572 · Vehicle Fuel 2,319 2,500
6573 - Vehicle Maintenance 15 1,000
City of Point Arena
Fiscal Year 2024/25 Budget
Wastewater Fund
6500 - Total Program Supplies & Service 62,831 77,700
6610 · Chlorine 13,010 14,000
6630 · Lab/Testing 21,259 23,000
6600 - Total Enterprise Supplies & Servi 34,269 37,000
Total Direct Expenses 212,375 220,600
Total Charges
Excess/(Deficit) (54,530) (20,600)
Ending Fund Balance
City of Point Arena
Fiscal Year 2024/25 Budget
Wastewater R/R Fund
23-24 Estimated
Actuals
24-25
Projected
Budget
Beginning Balance
Revenue
4360 - Wastewater Grant 17,014 400,000 Grant to design Wastewater distribution system 4710 · Sewer Service Fees 28,040 40,000
Total Revenue 45,054 440,000
Expenses
6100 · Salaries & Wages 39,406 72,000 Includes City Engineer as Project Manager 6200 · Payroll Taxes & Benefits 3,569 2,500
6440 - Professional Services - Engineer 75,000 Consultant to complete design of WW system 6430 - Professional Consultant 150,000
6400 - Total Professional Svcs 225,000
6521 · Rent - Equipment
6530 · Outside Services 20,390 20,000
6541 · Repairs/Maint - Building
6542 · Repairs/Maint - Equipment 205
6551 - Supplies - Safety 65
6552 · Supplies & Tools
6560 · Telephone
6561 · Utilities
6572 · Vehicle Fuel
6573 - Vehicle Maintenance
6500 - Program Supplies & Services 20,660 20,000
Total Direct Expenses 84,295 319,500
Excess/(Deficit) (39,241) 120,500
City of Point Arena
Fiscal Year 2024/25 Budget
Pier Operations Fund
23-24 Estimated
Actuals
24-25
Projected
Budget
Beginning Balance
PIER OPERATIONS
Revenue
Pier Resiliency Grant 490,000
4610 · Boat Storage 7,600 8,000
4620 · Fish Poundage 23,103 24,000
4630 · Hoist Rental 115 150
4640 · Launch Fees 5,097 7,000
4990 · Misc Sales & Services 2,581 2,000
Total Revenue 38,496 531,150
Transfer In From General Fund 32,447 155,230
Total Inflows $70,943 $686,380
Expenses
6100 · Salaries & Wages 60,198 40,000
6200 · Payroll Taxes & Benefits 9,990 6,000
6340 · Insurance
6350 · Licenses/Permits/Fees 182 250
6360 · Office Supplies
6365 · Postage 500
6390 - Training & Travel 73 300
6300 - Total General Admin Costs 755 550
6430 - Planning Consultant 100,000
6440 - Professional Engineer 200,000
6400 - Professional Services 300,000
6521 · Rent - Equipment 150 1,000
6530 - Outside Services 230 4,000
6541 · Repairs/Maint - Building
6542 · Repairs/Maint - Equipment 124 500
6552 · Supplies & Tools 719 1,000
City of Point Arena
Fiscal Year 2024/25 Budget
Pier Operations Fund
6560 · Telephone 582 650
6561 · Utilities 9,750 10,000
6565 · Internet Fees 900
6572 · Vehicle Fuel 486 800
6573 - Vehicle - Maintenance 650
6910 - Misc Expenses 9 100
6950 · Finance Charges 30 40
6500 - Program Supples & Services 12,080 19,640
Total Direct Expenses 70,943 686,380
Total Charges
Excess/(Deficit) ($32,447) ($155,230)
Ending Fund Balance
0 5000
10000
15000
20000
25000
30000
FY 15-16 FY 16-17 FY 17-18 FY 18-19 FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 23-24
PIER ACTIVITIES
Launch Fees Landing Fees Boat Storage
RESOLUTION NO. 2024-24
RESOLUTION OF THE COUNCIL OF THE CITY OF POINT ARENA
APPROPRIATING FUNDS FOR THE 2024-2025 FISCAL YEAR
WHEREAS, the Budget for the Fiscal Year beginning July 1, 2024, as submitted by the City Manager, has been reviewed by the City Council and a public workshop has been held thereof;
SECTION 1. The City of Point Arena Fiscal Year 2024-2025 is attached as Exhibit A.
SECTION 2. The appropriation set forth in said budget shall be the maximum expenditure authorized for the function, department and/or activity for which the amount of such appropriation is shown therein.
SECTION 3. No warrant shall be issued, or indebtedness incurred which exceeds the unexpended balance of the appropriation herein authorized unless such appropriation shall have been amended by a supplemental appropriation of the Council.
SECTION 4. Any increase in appropriation in a departmental budget, whether accomplished through a change in anticipated revenues, or through a transfer of appropriation among funds shall require the approval of the City Council. The transfer of appropriations among the various accounts within a departmental budget shall only require the approval of the City Manager.
SECTION 5. The City Manager is hereby authorized to transfer monies in accordance with the inter-fund transfers and advances listed in the budget document in such amounts and at such times during the fiscal year as the Manager may deem necessary for the competent operation and control of City business.
SECTION 6. The appropriation for Capital Improvement and other Special projects shall continue through budget years without need of re-appropriation until Notice of Completion is filed for said projects, or appropriations are amended by the City Council.
SECTION 7. The City Manager is hereby authorized to establish the appropriate Class Specifications and Salary Ranges, as well as implement any service enhancements related to any position changes, as outlined in the proposed 2024-2025 Budget, as amendments to the City-wide Classification and Compensation schedule, including but not limited to any associated - 2 -
position allocations, reclassifications, new job specifications and amendments, and authorization to hire.
PASSED AND ADOPTED The foregoing Resolution No. 2024-23 was passed and adopted at a regular meeting of the Point Arena City Council on the __ day of ___ 2024 by the following vote: Motion by _______, Seconded by ________.
AYES:
NOES:
ABSENT:
SUSTAINED:
________________________________
Barbara Burkey, Mayor
ATTEST:
__________________________________
Paul Andersen, City Clerk
Exhibit A
- 3 -
FY 2023-2024 Budget
(Attached)