FY 2023/24
Quarterly Reports
December 12, 2023
Agenda
• Financial Report
• Strategic Plan Update
Revenues by Major Categories
• Sales tax is expected to decrease in FY 2023/24
• Sales tax is expected to decrease in FY 2023/24
General Fund Expenditures
Department
Budget
FY 2022/23
Expended
through
09/30/2022
% Expended
FY 2022/23
Budget
FY 2023/24
Expended
through
09/30/2023
% Expended
FY 2023/24
City Council 97,800 11,105 11.4% 99,400 14,340 14.4% City Manager 1,154,900 242,669 21.0% 1,224,558 221,907 18.1% City Attorney 1,118,400 191,434 17.1% 1,429,617 81,636 5.7% City Clerk 398,000 59,443 14.9% 329,000 56,484 17.2% Administrative Services 5,698,600 1,245,034 21.8% 6,150,891 1,287,871 20.9% Community Development 5,553,300 1,054,756 19.0% 6,803,715 970,034 14.3% Fire 12,417,800 2,775,535 22.4% 14,297,149 3,058,099 21.4% Parks & Recreation 6,432,800 965,393 15.0% 7,683,908 1,020,052 13.3% Police 21,684,300 4,728,894 21.8% 24,864,197 5,280,100 21.2% Public Services 5,763,600 989,698 17.2% 6,137,658 660,447 10.8% Non Departmental 3,399,900 1,098,875 32.3% 3,118,800 - 0.0% Total 63,719,400$ 13,362,835$ 21.0% 72,138,893$ 12,650,969$ 17.5%
STRATEGICPLANNING UPDATE
JULY 2023 - SEPTEMBER 2023
+24K
STRATEGIC PILLAR OBJECIVES
LIVABLE
Rocklin responsive to the unique and emerging needs of the community and offers a quality of life that supports health, happiness and prosperity to all. This results in a community where residents have access to diverse parks, unique amenities, inviting gathering spaces, quality events, and exceptional educational opportunities.
SUSTAINABLE
Rocklin seeks opportunities to diversify its funding sources to ensure a strong fiscal foundation. Intentional long-term financial planning ensures community success and supports the city’s quality of life.
SAFE
Rocklin residents feel comfortable walking and biking throughout the community, enjoying parks and public spaces, and know that the City is prioritizing the safety, health, and wellbeing of its community. Rocklin invests in public safety by providing resources and technology to consistently reduce crime and ensure the City remains safe. The City partners with nonprofits, social service agencies, and the community to address the Root causes of crime and social instability.
RESILIENT
VIBRANT
Rocklin stimulates a vibrant and diverse community through technology and efficient planning that is flexible and responsive.
Rocklin’s business friendly environment promotes economic vitality, welcoming new and supporting existing businesses through excellent customer service.
Rocklin is resilient and seeks ways to assist the community, businesses and citizens to be adaptable in the face of a changing world. The community is connected through a network of roadways, trails, and sidewalks that allow people and goods to move safely and efficiently throughout the City. Rocklin’s infrastructure is designed, built, and maintained to withstand and quickly recover from disasters and disruptions.
STRATEGIC PLAN QUARTERLY UPDATES
VIBRANTRESILIENT
LIVABLE
20%10%
15% 15% 25%
SUSTAINABLE SAFE
R E S IL IE N T
Work towards constructing and staffing a 4th Rocklin Fire Station south/east of Interstate 801.
Update the City’s drainage infrastructure master plan and prioritize critical improvements2.
Update the City’s ADA Transition Plan3.
Establish a 3-year Pavement Management Program4.
Create and Implement a Strategic Plan for Information Technology services5.
Strengthen Interagency Relationships (FEMA, Caltrans, CalOES, Army Corps, CDFW, etc.)6.
Identify innovative solutions to infrastructure maintenance and enhancements7.
Implement programs to reduce fire loss and increase community preparedness8.
PILLAR OBJECTIVES
1. Fire Station RFP received for architecture and design and land transfer approved by department
2. RFP in progress/out
3. RFP in progress/out
5. Facilitated internal SWOT analysis. Reviewed RFP from outside agencies Candidate for IT Manager is in progress
6. LoGAC has worked with outside agencies. Department regional meetings for CIP, monthly utility coordination meetings with SPMUD and PCWA, and regular meetings with PCTPA
7. Utilize fiber mech asphalt paving. Drainage & updated fencing @ SWRA
8. Additional inspector position allocated. Interdepartmental evaluation of weed abatement program.
ERZ improve response times revised
R E S IL IE N T
PILLAR OBJECTIVES PROGRESS JULY 2023 - SEPTEMBER 2023
V IB R A N T
PILLAR OBJECTIVES
Continue implementation of the adopted Economic Development Strategy and support efforts to recruit, retain and expand local businesses
1. Invest in technology that supports economic development efforts2.
Nurture efforts to establish the Quarry District as a regional destination3.
Establish a small business outreach program with CDD to assist business owners with planning, permitting, and inspections of new and tenant improvement projects
4. Create and promote events and activities that will attract outside visitors and overnight stays5.
Support the newly created Arts Commission6.
Launched CHOOSE Rocklin Economic Development website. Economic Development newsletter, implemented BRE, established monthly coordination meetings between Economic Development, Building, Fire, and Code Enforcement.
1. Costar & ERSI tools acquired. Micro-website Evaluation of fiber internet/ tech upgrades in City rentals & bldgs.
2. Retain broker for Big Gun site. Received proposal for development. 3.
T.I checklist created4.
Awarded $400K grant from PVT for pickleball, summer concert series, approved 5k cross country track, hosted endurance run SRWA, RFP developed and released for Amphitheater
5. Master Plan launched and working on updating existing Strategic Plan 6.
V IB R A N T
PILLAR OBJECTIVES PROGRESS JULY 2023 - SEPTEMBER 2023
L IV A B L E
Update the City’s Zoning Code1.
Use master planning processes to guide future development of parks that provide the community with amenities that currently are not offered within Rocklin’s park system
2. Increase recreation programing to ensure programs are offered to all ages and abilities within the community
3. Identify critical gaps in City Trails within the public Right Of Way4.
Complete the Oak & Pine affordable housing project and support efforts to increase the availability of affordable housing
5. Continue to work with regional partners to address homelessness in the City6.
PILLAR OBJECTIVES
Initiated draft RFP1.
Building demo and addition of restrooms @ pickleball2.
New rec app for Johnson-Springview tennis court rental Start softball tournaments3.
Trails master plan Reidentified priorities and potential partnerships4.
On-going meetings, weekly project meetings with developer5.
Continued to meet with regional partners in LoGAC. Staff appointed to CoC board. Regional task force has wound down.
6. L IV A B L E
PILLAR OBJECTIVES PROGRESS JULY 2023 - SEPTEMBER 2023
S U S T A IN A B L E
PILLAR OBJECTIVES
Evaluate opportunities to create new sources of revenue to support critical City services1.
Implement a new Records Management enterprise system that is user friendly for both City staff and the public
2. Implement a Section 115 Trust to better address CalPERS obligations3.
Implement a two-year operating budget4.
Update the City’s Purchasing Code5.
Update Infrastructure Reserve Studies6.
Implement comprehensive workforce development and succession planning programs7.
Establish plans for reaching 100% funded for the City’s facility and fleet replacement reserves8.
1. Multiple grant applications applied for and awarded P&R evaluating player fees and cell site leases
3. City Council awarded a contract on September 26
4. FY 2025/26 research underway
5. Research pending full staffing
6. Interdepartmental coordination initiated
7. Applied for and received $5,000 workforce health grant, hired Deputy Director/City Engineer, evaluation of Performance Management
S U S T A IN A B L E
PILLAR OBJECTIVES PROGRESS JULY 2023 - SEPTEMBER 2023
S A F E
PILLAR OBJECTIVES
Maintain, improve, and expand City partnerships that aid in crime prevention and creating a safe community
1. Continue public education efforts regarding prevention of crimes of opportunity2.
Evaluate the creation of a Real Time Crime Center3.
Improve Interoperability between law enforcement, fire, and EMS agencies4.
Update antiquated Fire station alerting systems5.
Improve Cardiac Arrest Survivability by deploying citizen CPR public education and increasing AED distribution
6. Neighborhood Watch program expanded SRO – RUSD, COPPS Program Fentanyl Response with Placer County DA
1. One Pill Can Kill at high schools Lunch time outreach at middle schools Social Media outreach ongoing
2. Six-month pilot program completed – software identified3.
Dual band radios in process to purchase, working towards CAD, five PSAPs, coordination of Western Placer Fire Chiefs
4. Installation of new hardware at fire stations and dispatch center 5.
Provided hands on training at Patriot Day, 10 AEDs purchased and to be placed in City buildings6.
S A F E
PILLAR OBJECTIVES PROGRESS JULY 2023 - SEPTEMBER 2023
STRATEGIC PLAN UPDATES
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