Salinas City Council
May 17, 2022

Tuesday, May 17, 2022
4:00 PM
City of Salinas
200 Lincoln Ave., Salinas, CA 93901
www.cityofsalinas.org

SALINAS ROTUNDA
City Council
Mayor Kimbley Craig
Councilmembers:

Carla Viviana González, District 1 - Tony Barrera, District 2 Steve McShane, District 3 - Orlando Osornio, District 4 Christie Cromeenes, District 5 - Anthony Rocha, District 6 Steven S. Carrigan, City Manager
Christopher A. Callihan, City Attorney
City Clerk’s Office: (831) 758-7381
Meeting Agenda - Final

STUDY SESSION
May 17, 2022City Council Meeting Agenda - Final
STUDY SESSION - 4:00 P.M. TO 6:00 P.M.

PUBLIC NOTICE
This meeting is being conducted consistent with State of California Executive Order N-29-20 dated March 17, 2020, regarding the COVID-19 pandemic. The public may view the meeting on television and/or online and may participate in-person in the Council Chamber.

PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC COMMENT PROCEDURES
Public comments are restricted to items on the special meeting agenda pursuant to California Government Code section § 54954.3(b). Public comment may also be submitted via email at [email protected] and will be entered into the record.

PUBLIC COMMENT TIME RESTRICTIONS
Public comments generally are limited to two minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule.

STUDY SESSION
ID#22-289 Preliminary Fiscal Year 2023 Operating and Capital Improvement Budgets Recommendation: Provide further direction to staff regarding the preliminary fiscal year 2023 operating and capital improvement budgets.

ADJOURNMENT - 6:00 p.m.
_____________________________
Patricia M. Barajas, City Clerk

May 17, 2022City Council Meeting Agenda - Final

AGENDA MATERIAL / ADDENDUM
Any addendums will be posted within 72 hours of regular meetings or 24 hours of special meetings and in accordance with Californian Government Code Section 54954.2, unless otherwise allowed under the Brown Act. City Council agenda item reports may be viewed at the Salinas City Clerk’s Office, 200 Lincoln Avenue, Salinas, and are posted on the City’s website at www.cityofsalinas.org via the hyperlinks provided on the agenda. The City Council may take action that is different than the proposed action reflected on the agenda.

Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in the meeting. Requests should be referred to the City Clerk’s Office At 200 Lincoln Avenue, Salinas, 758-7381, as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Hearing impaired or TTY/TDD text telephone users may contact the city by dialing 711 for the California Relay Service (CRS) or by telephoning any other service providers’ CRS telephone number.

PUBLIC NOTIFICATION
This agenda was posted on Wednesday, May 11, 2022 at the City Clerk’s Office, in the Council Rotunda, and the City's website.

Meetings are streamed live at https://salinas.legistar.com/Calendar.aspx and televised live on Channel 25 at 4 p.m. on the date of the regularly scheduled meeting and will be broadcast throughout the day on the Wednesday, Friday, Saturday and Monday following the meeting. For the most up-to-the-minute Broadcast Schedule for The Salinas Channel on Comcast 25, please visit or subscribe to our Google Calendar located at http://tinyurl.com/salinas25. Recent City Council meetings may also be viewed on the Salinas Channel on YouTube at http://www.youtube.com/thesalinaschannel.

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-289, Version: 1
Preliminary Fiscal Year 2023 Operating and Capital Improvement Budgets Provide further direction to staff regarding the preliminary fiscal year 2023 operating and capital improvement budgets.

City of Salinas Printed on 5/11/2022Page 1 of 1
powered by Legistar™

CITY OF SALINAS

COUNCIL STAFF REPORT

DATE: MAY 17, 2022

DEPARTMENT: FINANCE

FROM: MARK ROBERTS, DIRECTOR OF FINANCE

TITLE: PRELIMINARY FISCAL YEAR 2023 OPERATING AND

CAPITAL IMPROVEMENT BUDGETS

RECOMMENDATION:

Staff recommends City Council provide further direction to staff regarding the preliminary fiscal year 2023 operating and capital improvement budgets.

DISCUSSION
The Preliminary Fiscal Year 2023 Capital Improvement Budget and Fiscal Year 2024 -28 Capital Improvement Program for the City of Salinas was delivered to the City Council on April 28, 2022.

The Preliminary Fiscal Year 2023 Operating Budget was distributed to the Council o n May 10, 2022. Below is a summary of preliminary fiscal year 2023 appropriations and transfers.

City staff will review the CIP, highlighting major projects, and the preliminary operating budget during the City Council meeting.

CEQA CONSIDERATION:

Not a Project. The City of Salinas has determined the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).

Operating CIP Total
General Funds $134,140,735 $12,192,120 $146,332,855
Other Funds 62,017,069 24,059,934 85,827,003

Total – All Funds $196,157,804 $36,252,054 $232,409,858 Page | 2
STRATEGIC PLAN INITIATIVE:

Development and adoption of the annual operating and capital improvement budgets achieves the Council 2022-2025 Strategic Goals of Effective Government.

DEPARTMENT COORDINATION:

The annual operating and capital improvement budgets are a collaborative effort of all City departments.

FISCAL AND SUSTAINABILITY IMPACT:

As presented, the City’s preliminary operating and capital budgets total $232.4 million.

ATTACHMENTS (Click on the hyperlinks below):

Preliminary Fiscal Year 2023 Operating Budget
Preliminary Fiscal Year 2023 Capital Improvement Budget and Fiscal Year 2024 -28 Capital Improvement Program

CITY OF S ALINAS , CALIFORNIA

PROPOSED

OPERATING BUDGET

FISCAL YEAR 202 3

C ITY OF S ALINAS

P ROPOSED O PERATING B UDGET
Fiscal Year 202 3

KIMBLEY CRAIG
Mayor

CARLA VIVIANA GONZÁLEZ TONY BARRERA STEVE MCSHANE
Councilmember Councilmember Councilmember
District 1 District 2 District 3

O

RLANDO OSORNIO CHRISTIE CROMEENES ANTHONY ROCHA
Councilmember Councilmember Councilmember
District 4 District 5 District 6

STEVEN S. CARRIGAN
City Manager

CHRISTOPHER A. CALLIHAN JIM PIA
City Attorney Assistant City Manager

KRISTAN LUNDQUIST DAVID JACOBS
Library and Community Services Director Public Works Director

ROBERTO FILICE MEGAN HUNTER
Police Chief Community Development Director

SAMUEL KLEMEK MARK ROBERTS
Interim Fire Chief Director of Finance

(This page intentionally left blank)

CITY OF SALINAS
Organizational Chart
CITY

MANAGER

CITY COUNCIL

FINANCE
Accounting
Revenue &
Licensing
Information
Systems
Purchasing
Successor
Agency
FIRE

PUBLIC WORKS
Engineering &
Transportation
Environmental
Maintenance
Geographic
Information
Systems
Airport
POLICE

LIBRARY &

COMMUNITY

SERVICES
Library
Services
Parks & Sports
Administration
Youth Services
& Community
Engagement

COMMUNITY

DEVELOPMENT
Adv Planning &
Project
Implementation
Administration
Current
Planning
Permit
Services
Housing &
Community
Development
Code
Enforcement
Economic
Development
HUMAN

RESOURCES

CITY ATTORNEY
Administration
Division
City Clerk
Administration
Support

(This page intentionally left blank)

TABLE OF CONTENTS
LETTER OF TRANSMITTAL…………………………………………………………………….…………………i

COMMUNITY PROFILE…………………………………………………………………………………………....1

BUDGET GUIDE…………………………………………………………………………………………….……....5

SUMMARIES & SCHEDULES
Preliminary Budget Resolution FY 2023 ........................................................................... 13 Preliminary Appropriations Limit FY 2023......................................................................... 15 Fund Balances (& Notes) FY 2023 ................................................................................... 17 Fund Transfers FY 2023 ................................................................................................... 24 Revenue FY 2023 ............................................................................................................. 27 Administrative Overhead Rates FY 2023 ......................................................................... 39 Workforce FY 2023 ........................................................................................................... 40

SALINAS PLAN . ......................................................................................................................................... 41

MEASURE E FUND .................................................................................................................................... 43

MEASURE G FUND .................................................................................................................................... 47

GENERAL GOVERNMENT SERVICES
Administration
Department Organization Chart – By Division ............................................................ 51 Department Organization Chart – By Position ........................................................... 52 Summary .................................................................................................................... 54 City Manager’s Office ................................................................................................. 56 City Clerk .................................................................................................................... 58 Workforce ................................................................................................................... 60

City Attorney
Department Organization Chart – By Division ............................................................ 61 Department Organization Chart – By Position ........................................................... 62 Summary .................................................................................................................... 63 City Attorney’s Office .................................................................................................. 66 Workforce ................................................................................................................... 68

City Council
Department Organization Chart – By Position ........................................................... 69 Summary .................................................................................................................... 70 City Council ................................................................................................................ 72 Workforce ................................................................................................................... 74

Community Development
Department Organization Chart – By Division ............................................................ 75 Department Organization Chart – By Position ........................................................... 76 Community Development Department Summary ....................................................... 77 Economic Development .............................................................................................. 82 Advanced Planning and Project Implementation ....................................................... 84 Code Enforcement ...................................................................................................... 88 Administration ............................................................................................................. 90 Current Planning ......................................................................................................... 92 Housing and Community Development ...................................................................... 94

TABLE OF CONTENTS
Workforce ................................................................................................................... 98

Finance
Department Organization Chart – By Division .......................................................... 101 Department Organization Chart – By Position ......................................................... 102 Summary .................................................................................................................. 103 Finance Administration ............................................................................................. 106 Accounting ................................................................................................................ 108 Purchasing ................................................................................................................ 110 Information Technology ............................................................................................ 112 Revenue & Licensing ................................................................................................ 114 Workforce ................................................................................................................. 116

Fire
Department Organization Chart – By Division .......................................................... 119 Department Organization Chart – By Position ......................................................... 120 Summary .................................................................................................................. 121 Fire Administration .................................................................................................... 126 Suppression .............................................................................................................. 128 Emergency Medical Services ................................................................................... 130 Prevention................................................................................................................. 132 Training ..................................................................................................................... 136 Vehicle Maintenance ................................................................................................ 138 Hazardous Materials Control .................................................................................... 140 Workforce ................................................................................................................. 142

Human Resources
Department Organization Chart – By Division .......................................................... 143 Department Organization Chart – By Position ......................................................... 144 Summary .................................................................................................................. 146 Human Resources .................................................................................................... 148 Workforce ................................................................................................................. 150

Library and Community Services Department
Department Organization Chart – By Division .......................................................... 151 Department Organization Chart – By Position ......................................................... 152 Summary .................................................................................................................. 153 Recreation and Park Services
Organization Chart – By Division ................................................................... 157 Summary ........................................................................................................ 158 Parks and Community Services ..................................................................... 160 Recreation Administration .............................................................................. 162 Neighborhood Services .................................................................................. 164 Closter Park .................................................................................................... 166 El Dorado Park ............................................................................................... 168 Central Park .................................................................................................... 170 Facility Services .............................................................................................. 172 Reimbursable Recreation Activities ................................................................ 174 Youth Sports ................................................................................................... 176 Recreation Center .......................................................................................... 178 Firehouse Recreation Center ......................................................................... 180 Hebbron Heights Recreation Center .............................................................. 182 Afterschool Programs ..................................................................................... 184

TABLE OF CONTENTS
Community Center .......................................................................................... 186 Breadbox Recreation Center .......................................................................... 188 Hebbron Family Center .................................................................................. 190 Sherwood Recreation Center ......................................................................... 192 Aquatic Center ................................................................................................ 194 Community Partnerships and Engagement
Organization Chart – By Division ................................................................... 197 Youth Services & Community Engagement ................................................... 198 Workforce ....................................................................................................... 200 Library Services
Organization Chart – By Division ................................................................... 203 Summary ........................................................................................................ 205 Library Administration ..................................................................................... 206 Technical Services ......................................................................................... 208 Steinbeck Library ............................................................................................ 210 Cesar Chavez Library ..................................................................................... 212 El Gabilan Library ........................................................................................... 214 Community Education .................................................................................... 216 Workforce ....................................................................................................... 218

Non-Departmental
Organization Chart – By Division ............................................................................. 221 Summary .................................................................................................................. 222 Community Programs ............................................................................................... 224 Elections ................................................................................................................... 226 65 West Alisal ........................................................................................................... 228 Debt Service ............................................................................................................. 230 Other Services .......................................................................................................... 232 Intermodal Transportation Center ............................................................................ 234

Police
Department Organization Chart – By Division .......................................................... 237 Department Organization Chart – By Position ......................................................... 238 Summary .................................................................................................................. 239 Police Administration ................................................................................................ 242 Personnel & Training ................................................................................................ 244 Special Operations ................................................................................................... 246 Support Services ...................................................................................................... 248 Technical Services ................................................................................................... 250 Word Processing ...................................................................................................... 252 Evidence & Property ................................................................................................. 254 Records .................................................................................................................... 256 Maintenance Services .............................................................................................. 258 Animal Control Services ........................................................................................... 260 Field Operations ....................................................................................................... 262 Traffic ........................................................................................................................ 264 Investigations ............................................................................................................ 266 Violence Suppression Task Force ............................................................................ 268 Asset Seizure ........................................................................................................... 270 Workforce ................................................................................................................. 272

Public Works Department
Department Organization Chart – By Division .......................................................... 275

TABLE OF CONTENTS
Department Organization Chart – By Position ......................................................... 276 Summary .................................................................................................................. 277 Engineering and Transportation
Organization Chart – By Division ................................................................... 285 Engineering Administration ............................................................................ 286 Development Engineering .............................................................................. 288 Engineering Services...................................................................................... 290 Development, Traffic & Transportation ........................................................... 294 Energy, Water & Solid Waste Division ........................................................... 298 Workforce ....................................................................................................... 302 Geographic Information Systems
Organization Chart – By Division ................................................................... 305 GIS Division .................................................................................................... 306 Workforce ....................................................................................................... 309 Environmental and Maintenance Services
Organization Chart – By Division ................................................................... 311 Maintenance Administration ........................................................................... 312 Graffiti Abatement ........................................................................................... 314 Facilities Maintenance .................................................................................... 316 Street Maintenance ........................................................................................ 318 Street Lights ................................................................................................... 320 Traffic Signals ................................................................................................. 322 Environmental Compliance ............................................................................ 324 Urban Forestry ................................................................................................ 326 Workforce ....................................................................................................... 328

ASSESSMENT AND MAINTENANCE DISTRICTS
Organization Chart – By Division ............................................................................. 331 Summary .................................................................................................................. 333 Assessment District Administration .......................................................................... 336 Assessment District Debt Service ............................................................................ 338 Woodside Park ......................................................................................................... 340 Airport Business Park ............................................................................................... 342 North East ................................................................................................................. 344 Harden Ranch .......................................................................................................... 346 Vista Nueva .............................................................................................................. 348 Mira Monte ................................................................................................................ 350 Monte Bella ............................................................................................................... 352 Workforce ................................................................................................................. 354

ENTERPRISE OPERATIONS
Organization Chart – By Division ............................................................................. 355 Summary .................................................................................................................. 356 Permit Services ........................................................................................................ 360 NPDES Storm Water ................................................................................................ 364 Airport ....................................................................................................................... 368 Industrial Waste ........................................................................................................ 370 Sanitary Sewer ......................................................................................................... 372 NPDES Storm Drain Sewer ...................................................................................... 374 NPDES Street Sweeping .......................................................................................... 376 Hitchcock Road Water .............................................................................................. 378 Downtown Parking .................................................................................................... 380 Preferential Parking .................................................................................................. 382

TABLE OF CONTENTS
Parking Enforcement ................................................................................................ 384 Twin Creeks Golf Course ......................................................................................... 386 Fairways Golf Course ............................................................................................... 388 Workforce ................................................................................................................. 390

INTERNAL SERVICES
Organization Chart – By Division ............................................................................. 393 Summary .................................................................................................................. 394 Risk Management ..................................................................................................... 396 General Insurances .................................................................................................. 398 Workers’ Compensation Insurance .......................................................................... 400 Liability Insurance ..................................................................................................... 402 Vehicle/Equipment Maintenance .............................................................................. 404 Workforce ................................................................................................................. 406

APPENDIX
Financial Policies ............................................................................................................ 407 Chart of Accounts ............................................................................................................ 439 Salary Schedule .............................................................................................................. 475

(This page intentionally left blank)

(This page intentionally left blank)

(This page intentionally left blank)

COMMUNITY PROFILE

HISTORY
The name Salinas means “salt marsh” in Spanish. The City got this name because at that time there was a large slough that ran through the area. In the mid-1800s, Salinas' agricultural industry began to grow. In 1867, several local businessmen laid-out a town plan and enticed the Southern Pacific Railroad to build its tracks through Salinas City.

Agriculture continued as the area's major industry and today, the Salinas Valley is known as "The Salad Bowl of the World".

The City of Salinas was incorporated as a charter city on March 4, 1874 providing all typical C ity services:

Public Safety (police and fire), Public Works (engineering & transportation, and environmental & maintenance services), Community Development (permit services and planning), Library and Community Services (parks & community services, and lib rary), and General Administrative Services. Business -type City services include: a Municipal Airport, Industrial Waste System, Golf (two municipal golf courses), Sanitary Sewer and Storm Drain Systems, Water Utility, Preferential, Downtown Parking District and Permit Services. The State Department of Finance reports the City’s population at 161,784, as of January 1, 2018.

The City employs about 597 persons on a full time basis.

CITY GOVERNMENT
The City of Salinas operates under the Council-Manager form of government. The City Council is governed by a six-member Council elected by districts for four -year alternating terms and a Mayor elected at large for a two-year term. The City Council acts as the legislative and policy -making body. Council appoints the City Manager and awards the contract for City Attorney services. The City Manager is the chief administrator and is responsible for implementing the policies and priorities of the City Council. Our current City Hall was built in 1964 and an addition was constructed in 1975. Our old City Hall no longer exists, but 1 COMMUNITY PROFILE

we have some records of the building dating back to 1907. It was demolished shortly after our current City Hall was opened in 1964.

ECONOMY
Salinas is a global AgTech hub located in the backyard of internationally renowned technology epicenter, Silicon Valley. From the perspective of native son and iconic American author John Steinbeck to the pioneering problem solving that led to the invention of iceberg lettuce and bagged salad, Salinas has a global reputation as a city where agriculture, technology and innovation converge and blossom. Although agriculture is the foundation of the local economy, more than 100 manufacturing firms call Salinas home.

Some of the largest employers in the area include: Dole Fresh Vegetable, the County of Monterey and Salinas Valley Memorial Hospital.

HOUSING
Salinas is a community of neighborhoods with a wide variety of housing options. With Victorians and the historic Spanish influence, Salinas provides renters and homebuyers a housing assortment, from modest cottages and modern townhouses to spacious "rancheros" nestled in the oak-dotted countryside.

Newer developments provide attractive and imaginative tract homes and condominiums along side the many modern homes in well -established neighborhoods. Newcomers and longtime residents will find a neighborhood to their liking, regardless of whether they are looking for something larger to accommodate a growing family, or simply want to find smaller quarters for their retirement years.

Salinas offers approximately 46,523 housing units of which 23,620 are detached single family residences, 2,687 are attached single family residences, 3,838 two to four unit multifamily complexes, 14,928 apartment units, and 1,450 mobile homes. The residential vacancy rate is approximately 4.1% at any time during the year.

TRANSPORTATION
The City of Salinas is the county seat of Monterey County and is located in the Central Coast region of California, 17 miles inland from the Monterey Bay, 325 miles north of Los Angeles and 106 miles south of San Francisco.

Air
The Salinas Municipal Airport serves the City as an element of the national transportation system. It is also an economic development asset and serves as an employment center with over twenty businesses providing jobs. The Municipal Airport has a 6,000-foot and 5,000-foot lighted runways. Commercial airlines serve at the nearby, Monterey Peninsula Airport.

Bus
Monterey-Salinas Transit (MST) operates local bus service; Monterey-Salinas Airbus offers connections to San Jose and San Francisco airports; Greyhound offers service to all major cities from the Intermodal Transportation Center.

Highways
The major north-south freeway, US-101, bisects Salinas. State highways 68 and 183 connect with scenic Highway 1 accessing the Monterey Peninsula and surrounding cities.

Rail
2 COMMUNITY PROFILE

Union Pacific’s main line has daily Amtrak service which runs through Salinas; with a stop at the new Intermodal Transportation Center.

SCHOOLS
Salinas is served by three elementary school districts, a unified high school district and several private schools at both the primary and secondary level. Hartnell College, a State Community College, offers two- year degrees and occupational certificate programs. California State University Monterey Bay is located less than 15 miles away on the former Fort Ord site but has strong local presence with their branch located on North Main Street. Graduate studies through Golden Gate University, Monterey Institute of International Studies and Chapman College are available nearby. Also in the area are Moss Landing Marine Laboratory, Monterey College of Law, Stanford University’s Hopkins Marine Station and San Jose State University.

COMMUNITY SERVICES
Salinas has extensive health and medical services with two of Monterey County's four hospitals located within the City. Natividad Medical Center recognized as a Medical Center Level II Trauma Center serving the Central Coast. Salinas also offers skilled nursing and convalescent homes and residential retirement facilities for seniors, as well as over 210 practicing physicians.

Fire protection and basic and advanced life support are provided by the City's full-service Fire Department.

Advanced life support services are provided by the Fire Department’s paramedic program with partial funding being provided from a countywide ambulance contract. The City of Salinas has a well -equipped, fully staffed Police Department and receives additional support, as required, from the Monterey County Sheriff's Office.

The City's moderate climate encourages year -round use of its 550 plus acres of municipal parks, which include golf courses, tennis courts and swimming pools. The Salinas Community Center regularly hosts symphonies, ballets, concerts and conventions. Salinas is host to the annual Steinbeck Festival, the California Rodeo, and the California International Airshow. Salinas has a modern California Sports Complex and the National Steinbeck Center. Surrounding Salinas are diverse recreational opportunities including beautiful beaches and the world-famed golf courses of the Monterey Bay Peninsula.

As the retail hub of the Central Coast, Salinas enjoys a wide selection and diversity in its stores. Northridge Shopping Center contains over 120 specialty shops and four major department stores – Macy’s, Sears, J.C. Penney and Best Buy. Harden Ranch Plaza includes a Super Wal -Mart, Target, Safeway, specialty stores, restaurants, and banking institutions and future site of a Lowe’s Home Center. The Westridge Shopping Center is home to Costco, a second Wal- Mart store, Office Max, Dick’s Sporting Goods and a variety of national chain restaurants. The Salinas Auto Center houses nine local dealers. In October 2007, Home Depot moved its operations from Harden Ranch Plaza to the Auto Center area to join Kohl’s and other specialty stores. A new Lows opened this last year in the future growth area in the northern part of the City. Additionally, Salinas' location allows quick acc ess to the Monterey Peninsula, as well as the San Jose area.

The City utilizes various Boards and Commissions in the conduct of its affairs. Commissions established by City Ordinance are:
• Airport Commission
• Recreation-Parks Commission
• Library Commission
• Traffic and Transportation Commission
3 COMMUNITY PROFILE

• Planning Commission
• Youth Commission
• Measure E Committee
• Measure G Committee

Boards and committees established by Resolution of the City Council are:
• Police Community Advisory Committee
• Animal Services Committee
• Finance Committee
• Design Review Board
• Board of Appeals
• Grievance Advisory Board
• Historic Resources Board
4 BUDGET GUIDE

BUDGET GUIDE
The budget represents the City’s work plan in support of City Council goals and policies. It is the City’s fundamental policy document, annual financial plan and operations guide expressed in dollars and staff resources. In addition, it informs the public about the City’s financial strategies and provides the documentation needed for other financial matters, such as audits, loans and grants.

A sustainable budget allocates limited available resources to the provision of programs, services or projects in support of community needs and expectations, without compromising the long- term financial health of the City. It balances city resources with community priorities and requirements. A budget serves the following purposes:
• Public communication device
• Establishes annual goals and objectives to meet community priorities • Policy document
• Resource allocation tool
• Spending plan
• Accountability document
• Management tool
• Grants authority to city staff
The annual operating budget is a financial plan for a specific period of time. Salinas prepares a one-year operating budget and a six -year capital improvement budget plan. The operating budget is adopted by Council and implemented by staff. For the City of Salinas, the City’s fiscal year starts on July 1 st and end
on June 30th.

DOCUMENT ORGANIZATION
The following section briefly describes the components that comprise the budget document.

Letter of Transmittal
In the transmittal letter to the City Council and Salinas’ citizens, the City Manager summarizes the operating budget for the next Fiscal Year (FY) 20 23. It outlines strategies and objectives for the fiscal years and highlights the most critical issues facing the City.

Community Profile and Budget Guide
This is the current section, and it contains a variety of information about the City of Salinas, its history, government, housing, economy, transportation, schools and community services. The budget guide section is an important tool in understanding the budget. Long-term financial strategies and budget policies that provide guidance to city staff are identified. In addition, this section describes the structure of city finances, including financial objectives reporting requirements, reserve descriptions, appropriation control, debt management, and management responsibilities. A brief summary of the annual budget process and a glossary of budget terminology are also included to aid the reader.

Summaries & Schedules
Local government budgets are organized or separated into various funds in order to account for revenues, which are restricted by law as to how they may be spent. Each fund functions like a separate bank account targeted to a specific purpose or purposes and the City’s budget is financed by these different funds. This section of the budget pres ents the Budget Resolution that captures the Estimated Revenue, Interfund Transfers and Appropriations for FY 2023; The Appropriation Limit calculation; Fund Balance projection by fund for FY 202 3; The Administrative Overhead Rates; A summary schedules of revenues by fund that 5 BUDGET GUIDE
includes actual revenues for FY 2020 and FY 2021 and estimates for FY 2022 and FY 2023. Also contained here is the summary of the total full-time workforce budgeted for the next year with historical changes in staffing over time.

Salinas Plan
This section provides information regarding the implementation and status of the Salinas Plan, a Ten-Year Plan designed to provide the City with a path toward maintaining a long- term balanced budget while preserving City services and addressing the affordable housing crisis.

Measure E Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters on November 2005. This section also includes summaries of the Measure E funds budgeted for Operating and Capital Projects for FY 2023 and a list of the number of positions funded during the same period.

Measure G Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters on November 2014. This section also includes summaries of the Measure G funds budgeted for Operating and Capital Projects for FY 2023 and a list of the number of positions funded during the same period.

Department Operating Budgets
Here you will find detailed information about each department, including department organizational charts, department and division descriptions including Purpose, Goals, Strategies and Objectives and Major Budget Changes for FY 2023, and a financial summary showing funding sources, actual expenditures from FY 2020 and FY 2021 and projected expenditures for FY 2022 and FY 2023.

The Capital Improvement Budget is issued in a separate document. Both of these documents are available to residents and interested parties for review at the City’s website located at www.cityofsalinas.org .

Appendix - Financial Policies, Chart of Accounts, and Salary Schedules An overview of city’s financial policies that include Accounting Policies, Reserve Policies, Administrative Fee Policies, Revenue Policies, Operating and Capital Improvement Budget Policies, Debt Policies, Assessment and Community Facilities Financing Policies, Landscape and Lighting Policies, Capital Asset Policies and Risk Management Policies. Also included are the chart of accounts and salary schedules.

STRUCTURE OF THE CITY’S FINANCES
One way to view city finances is from the perspective of personal financial planning. It is good financial advice to take time each year to do some financial planning regardless of your personal circumstances. A portion of existing resources is used to pay for necessities (utilities, mortgage). Some of your projected income is used for maintenance needs on assets (car repair, plumbing problems). Yet another part of your income is set -aside for future use or anticipated costs (investment for retirement, buyi ng a new car, insurance premiums, roof replacement, etc.).

A city is required to essentially complete the same type of financial planning. Salinas keeps track of its activities in self -balancing sets of accounts called “funds” which are the basic accounting and reporting components in governmental accounting. Funds are designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities.

Some funds are established to track activities required by law (e.g. gas tax fund), some fulfill revenue requirements (CDBG), and still others demonstrate prudent administrative practices (such as self-insurance funds for General, workers’ compensation and liability). 6 BUDGET GUIDE
Budget years run in fiscal year cycles beginning July 1 and ending June 30. The City budget is approved and balanced by fund. The vast majority of these fund balance dollars are held for future expenses for several reasons. Special taxes, such as the gas tax, are restricted to specific services and must be carried forward for that purpose (in this case, street improvements). Other balances may result from legal requirements, such as payment of long-term debts for bonds.

The City maintains budgetary controls that ensure compliance with the budget approved by the City Council.

All activities of the City are included in the annual appropriated budget. The legal level of budgetary control (that is, the level at which actual expenditures may not legally exceed the appropriated amount) is at the fund level, as authorized in the Annual Appropriations Resolution.

BASIS OF ACCOUNTING
Fund Accounting
The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.

The budget is adopted consistent with generally accepted accounting principles. Revenues are recognized on the accrual basis (i.e., when they are earned). Expenditures are recorded when the related fund liability is incurred.

Base Budget: Each department is initially provided an annual appropriation sufficient to fund current service levels and any other costs the department is responsible for managing. This year’s base budget involved implementing a zero-based budgeting model.

Carry Over: Unexpended funds from a fiscal year are known as carryover funds. The City Council’s past practice is to allocate carryover funds pursuant to the City’s adopted financial policies. The policy states “General Fund carryover balances shall be allocated to reserves in the following priority order: 1) Insurance Reserves, 2) Operating Budget Reserve and 3) Capital Improvement Program Reserve.” Long Range Financial Planning
The City has developed a five-year and ten- year forecasting model for operating revenues and expenditures. The City also produces a six-year capital improvements plan.

The Finance Department prepares initial Baseline Budget forecast and allows City Council and departments to focus on policy, program and work plan issues.

Reserves
The General Fund strives to maintain a contingency or prudent reserve, with a target of 8 % of the General Fund Operating Budget.

Contingency Reserve Policy
The City Policy endeavors to maintain a contingency reserve for operations to help mitigate the effects of such unanticipated situations as (1) economic downturns, (2) loss of revenues to or imposition of additional costs by other governmental agencies, (3) variances in financial forecasting, and (4) natural disasters. The contingency reserve is funded at a level established by Council each June. All uses of the contingency reserve are approved by the City Council.

Long Term Capital Debt
The City of Salinas uses long- term debt financing only for one- time capital improvement projects and unusual equipment purchases. Long- term capital debt complies with applicable federal and State 7 BUDGET GUIDE
regulations and is repaid over the legal life of the related asset or twenty years whichever is less. Financing is generally conducted on a competitive basis and the City seeks to maintain its current bond rating.

Investments and Cash Management
The City follows the practice of pooling and investing cash of all funds under its control to maximize the return in a safe and prudent manner while at the same time ensuring that the portfolio is sufficiently liquid to meet day-to-day cash needs. There is diversity in the types and maturity dates of investments, which are made in accordance with the California Government Code. The remaining final maturity on investments is limited to five years. Currently, the average life of our portfolio is generally about one year. An Investment Report is submitted to the City Council quarterly, which shows investment activity and the performance of the investment portfolio. The investment policy is reviewed and readopted annually by the City Council, as required by State law.

BUDGET PROCESS
The Salinas’ City Council adopts the City of Salinas’ annual operating budget no later than June 30 of each fiscal year. Beginning July 1
st, the budget process allows the City of Salinas to make resource allocation decisions, including choices about staffing, technology, and equipment, as well as determining which program priorities will be addressed in the coming fiscal year. Although the City Council deliberates the proposed budget in June, the budget process occurs throughout the year. Staff begins in earnest each January based on projections of city revenues, costs associated with contractual obligations, assessment of city needs, and review of the City’s overall financial position.

Financial information containing actual revenue receipts and expenditures trends is presented to the Finance Committee at least once every month. During the year, Council amends the budget with the approval of supplemental appropriations and reviews and amends the budget at mid-year and at year-end.

The budget is prepared by the City Manager and adopted by the City Council. The City Council approves operating appropriations at the department and fund level prior to July 1, each year and may amend the budget during the fiscal year. Budgetary control is maintained at the program level. Formal budgetary integration was employed as a management control device during the fiscal year for the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds and Internal Service Funds.

Budgets are legally adopted for all Governmental and Proprietary Fund Types. Fiduciary Funds and Agency Funds have no adopted budgets because the City is only required to make payments to the extent funds are available. Agency Fund budgets that are approved by their respective governing boards are recorded in the City’s accounting system.

The City Manager may transfer budget appropriations between departments and Department Directors may transfer appropriations between programs and accounts within their indiv idual departments and divisions, but only the Council may appropriate funds from reserves or fund balances.

Budget policy excludes the use of taxes, accounts receivable, interest receivable assets and long- term advances that are not currently available resources for budget purposes. Condemnation deposits are also excluded because they are returned upon right of way acquisition.

Expenditures may not legally exceed budgeted appropriations at the department level. Budgeted amounts shown are as originally adopted and as amended by the City Council during the year and reviews and amends the budget at mid-year and at year-end.

Appropriations lapse at fiscal year end to the extent they have not been expended. New budget appropriations are approved for the coming year. Project -length financial plans are adopted for all capital projects funds and appropriations are carried forward until project completion. Grant funds are carried forward until the grant expires.
8 BUDGET GUIDE
Encumbrances represent commitments related to unperformed contracts for goods or services.

Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of formal budgetary integration in the governmental funds. Encumbrances outstanding at year-end are recorded as reservations of fund balance and do not constitute expenditures or liabilities because the commitments will be honored during the subsequent year.

From January through March, departments review their functional responsibilities and services and their current year budget objectives in light of any modifications in Council priorities or other direction to staff.

These are considered in conjunction with projections of revenues and expenditures as the departments prepare their preliminary budget requests. Departments develop budgets, which reflect departmental goals and City Council priorities within budgetary constraints.

The City Manager reviews department budget requests in March- April. From these reviews, the budget parameters may be modified, and changes made to the preliminary budget for presentation to Council.

During the month of April, the Finance Department compiles all department requests and the City’s financial data to produce a preliminary document.

The presentation of the City Manager’s Proposed Budget in late May is intended to provide the City Council and the public time to review the budget. Included in the City Man ager’s presentation are an update of the City’s financial position and long- range plan, review of the national, state and local economies, and discussion of financial policies and department activities.

After the Council reviews the proposed budget and receives public comment, they may revise the proposed budget. Then, on or before June 30, the City Council votes to adopt the budget, including any amendments to the proposed budget that may occur, by an affirmative vote of the majority of the seven- member City Council. At any meeting after the adoption of the budget, the City Council may amend or supplement the budget by a majority vote of the Council.

Upon final adoption by city ordinance, the budget becomes the legal authorization for the various departments to expend revenues, subject to any controls established by the City Manager, City Council and internal audit requirements. The City Council has adopted several financial and budgetary policies, which address debt, reserves, and spending authorizations.

CITIZEN PARTICIPATION
Salinas’ residents are encouraged to participate in the budget planning process through a variety of avenues, such as participating in Council- appointed boards and commissions or by attending budget sessions during the month of May or public hearings at City Council meetings. Citizens may also view and comment on the budget document through the City’s Web page located at www.cityofsalinas.org.

Public hearings on the budget occur in late May and June. Citizens have the opportunity to speak about budget issues at these hearings and at virtually any City Council meeting during the year. Council meetings are generally held on Tuesday afternoon beginning at 4:00 p.m. in the Council Rotunda at City Hall, located at 200 Lincoln Ave. Salinas. All council meetings are broadcast live online and televised on the local cable access channel 25 and subsequently aired many times.

GLOSSARY OF BUDGET TERMINOLOGY
A city budget contains specialized and technical terminology that is unique to public finance and budgeting.

Therefore, a glossary is provided to help the reader understand terms and vocabulary that are used in this document. Useful terms relevant to the budget process and/or city government are included.

APPROPRIATION: An authorization made by the City Council, which permits the City to incur obligations and to make expenditures of resources.
9 BUDGET GUIDE
BENEFITS FULL-TIME (FT:) Cost to the City for insurance benefits for all regular part time employees.

This includes health, disability, and workers’ compensation insurance.

EDUCATIONAL INCENTIVE PAY : Cost to the City for educational incentive pay to eligible public safety employees. For budget purposes, this payment is included as part of the total annual salary for eligible regular full-time employees.

BENEFITS REGULAR FT INSURANCE : Cost to the City for insurance benefits for all regular full- time employees. This includes the city’s cost for health, dental, disability, life, and workers’ compensation insurance.

BENEFITS REGULAR FT LEAVE TIME: Compensation for all leave time to employees who are appointed to regular full-time positions. For budget purposes, the percentage factor could be applied to net work hours as calculated by the Finance Department.

BENEFITS REGULAR FT RETIREMENT: Cost to the City for Public Employees’ Retirement for all regular full-time employees. The city participates in two pension plans: the California Public Employees’ Retirement System (PERS) for public safety and miscellaneous employees hired after June 1995 or those employees who elected to switch from the other local plan, and the New York Life Retirement Plan for miscellaneous employees hired before June 19, 1995 and who elected not to receive benefits under the PERS system.

BUDGET: A financial plan for a specific period of time (one fiscal year) that matches planned revenues and expenditures with various municipal services.

BUDGET ADJUSTMENT: A legal procedure to revise a budget appropriation. City staff has the prerogative to move expenditures within or between department programs. Increases to the budget must be approved by the City Council.

BUDGET DOCUMENT: The instrument used by the City Manager and staff to present a comprehensive financial program to the City Council.

BUDGET RESOLUTION: The official enactment by the City Council to establish legal authority for city officials to obligate and expend city resources and funds.

BUDGETED FUNDS : Funds that are planned for certain uses but have not been formally or legally appropriated by the City Council. The budget document submitted for City Council approval is composed of budgeted funds.

BUDGETARY CONTROL: The control or management of a governmental unit or enterprise in accordance with an approved budget for the purpose of keeping expenditures within the limitations of available appropriations and available revenues.

CAPITAL IMPROVEMENT PROJECTS : A plan for capital expenditures to provide long- lasting physical improvements to be incurred over a period of several future years.

CAPITAL OUTLAY : Purchase of equipment (including vehicles), tools, and furniture having a value of $5,000 or more and a normal useful life of two years or more.

CONTRACTUAL SERVICES: Expenditures for services which are obtained by an expressed or implied contract, or services which are of such nature that they normally would be obtained by such a contract.

Major types of contractual services are advertising, printing and binding services, maintenance and repair services, auto body work, professional services, public utility services, and travel and transportation services.

DEPARTMENT: A separate major administrative section of the City which indicates overall management responsibility for a group of related operations within a functional area. The City’s structure has fourteen departments.

DEPARTMENT SUMMARY : The Department Summary provides a summary of source of funds and expenditures by major category. The source of funds section shows how the fiscal year 2020 and 2021 10 BUDGET GUIDE
actual, the 2022 budget and the proposed 2023 budget are funded. The expenditure section details both employee services and other resources. The employee services category includes regular full -time, temporary part -time, and overtime. The other resources category includes: supplies/small equipment, outside services/other expenditures, and capital outlay DIVISION: A major administrative section of a department indicating management responsibility for a group of related operations within a department.

DIVISION SUMMARY: Provides a summary of source of funds and expenditures by major category in the same manner as the Department Summary, described above, except that this summary is at the division level.

ENCUMBRANCE: The commitment of appropriated funds to purchase an item or service. To encumber funds is to set aside or “commit” funds for a future expenditure.

ENTERPRISE FUND: A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to ensure that the revenues are adequate to meet all necessary expenditures. The City of Salinas has the following Enterprise Funds: Airport, Golf Courses, Industrial Waste, Sanitary Sewer, NP DES Storm Drain Sewer, NPDES Street Sweeping, Hitchcock Road Water Utility and the Downtown Parking.

EXPENDITURE: Refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained, regardless of when the expense is actually paid. This term applies to all funds.

Expenditures are recorded in the City’s financial records when the goods, services, or assets are received.

EXPENDITURE BY CHARACTER: A basis for distinguishing types of expenditures. The major expenditure categories used by the City of Salinas are Employee Services including salaries, benefits and overtime:
operating expenditures (supplies and services) and capital outlay expenditures.

FISCAL YEAR (FY): The time period designated by the City representing the beginning and ending period for recording financial transactions. The City of Salinas has specified July 1 to June 30 as its fiscal year.

FULL TIME EQUIVALENT (FTE): Technique converting labor work hours into a unit measure of equivalent number of full -time employees (1 FTE =2,080 annual hours) with the exemption of firefighters that are measured on 2,912 annual hours annu ally. For FY 2016-17 forward, the budget included employees’ full cost due to the elimination of the furlough program effective July 1, 2015. Cost of restoring full time service to Salinas’ residents (Monday-Friday) is absorbed by the Measure G Fund.

FUND: An accounting entity that has a set of self -balancing accounts and that records all financial transactions for specific activities, revenue sources, or government functions. Eight commonly used types of funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds.

FUND BALANCE : Refers to the excess of assets over liabilities and encumbrances at the end of the recorded accounting period. Also known as available funds.

FUNDING SOURCE : Identifies which revenues the City will use to pay the expenditures of each department. Some department budgets include revenues from one or more sources, which legally, may only be used for specific purposes, while others rely more heavily on the City’s General Fund, which, may be used for any appropriate purpose.

GRANT: A donation by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee.

INTERNAL SERVICE FUND: Funds used to account for the financing of goods or services provided by one city department to another on a cost reimbursement basis. 11 BUDGET GUIDE
LETTER OF TRANSMITTAL: The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal year, and the views and recommendations of the City Manager.

LINE-ITEM BUDGET: A budget that lists each expenditure type (salary, supplies, contractual services, etc.) as a separate line item, along with the dollar amount budgeted for each specified category.

OPERATING BUDGET : The portion of the budget pertaining to daily operations that provides basic governmental services. The operating budget contains appropriations for such expenditures as personnel services, materials and supplies, and capital outlay. It does not include Capital Improvement Project expenditures.

REVENUE: Funds the City receives as income. Revenues include such items as taxes, licenses, user fees, service charges, fines and penalties, and grants.

RESERVE: An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.

SUPPLIES / SMALL EQUIPMENT: Items purchased that have a unit value of less than $5,000 regardless of normal useful life or have a unit value of more than $5,000 and a useful life of less than 2 years.

TEMPORARY: Describes the job status of an employee as one who works less than full time and in a transitory position.

REVENUES SCHEDULES: Complete revenue worksheet for 20 20 and 2021 actuals & 2022 and 2023 revenue estimates.

REGULAR FULL -TIME: Describes the job status of a city employee as one who works a full weekly schedule (40 hours for Police sworn and non-public safety employees (adjusted for furlough concessions), 56 hours for Firefighters public safety employees) on a non-temporary basis.

12 SUMMARIES & SCHEDULES
Preliminary Budget Resolution

RESOLUTION ADOPTING THE FISCAL YEAR 2023 ANNUAL OPERATING BUDGET BE IT RESOLVED that the Operating Budgets of the City of Salinas and the Successor Agency of the Salinas Redevelopment Agency, including interfund transfers as set forth herein for Fiscal Year 2023 commencing on July 1, 2022 be adopted as listed below:

Estimated Interfund
Fund Description Revenue Transfers Appropriations
General Government Funds
1000 General Fund 112,675,900 (8,191,800) 103,489,528 1100 Measure E 16,618,000 (1,553,600) 11,948,222 1200 Measure G 33,253,000 (6,134,500) 18,702,985 2200 Local Public Safety 600,000 - 700,000 2501 Emergency Medical Services 140,000 850,000 1,381,043 2502 Asset Seizure 22,100 - 52,000 2503 Traffic Safety 300,000 (200,000) - 2504 Vehicle Abatement 120,000 50,000 200,363 2505 Recreation Parks 30,000 - 22,900 2506 PEG Cable Franchise 185,000 - 125,000 2507 Municipal Art 6,000 -
2509 KDF Los Padres 2,000 -
2510 Measure X Transport Safety & Inv Plan - (2,317,100) - 2601 SA Public Improvements 9,000 - - 2602 HAS Affordable Housing 70,100 - 8,640 Total 164,031,100 (17,497,000) 136,630,681
Internal Services Funds
7100 Internal Service 5,835,800 5,320,000 13,535,507
Enterprise Funds
6100 Municipal Airport 1,889,000 (78,300) 1,604,814
6200 Industrial Waste 3,047,000 (73,300) 2,193,253
6300 Municipal Golf Courses 160,000 450,000 647,900
6400 Sanitary Sewer 4,826,000 (97,700) 4,070,567
6500 Storm Sewer (NPDES) 15,200 2,646,000 3,885,473
6700 Water Utility 11,000 - 15,000 6800 Parking District 1,650,000 916,100 2,789,741
6900 Permit Services 3,055,200 - 3,830,689 Total 14,653,400 3,762,800 19,037,437
Assessment and Maintenance District Funds
2100 Maintenance Districts 1,957,450 - 1,491,822 4200 Assessments Districts 781,000 - 942,750 Total 2,738,450 - 2,434,572 Housing & Urban Development
2910 Community Development 6,147,431 - 5,722,279 2911 CDBG - Covid 19 777,790 - 446,498 2930 Home Investment Partnership 2,236,451 - 2,042,434 2940 Emergency Solutions Grant-HUD 251,631 - 286,949 2941 Emergency Solutions Grant-COC 242,240 - 212,577 2942 CA Emergency Solutions & Housing 200,000 - - 2943 ESG-CV HUD 4,000,000 - 20,638 2944 ESG-CV HCD - - 20 2951 SB2 3,110,293 - 2,989,592 2957 Inclusionary Housing Trust - - 12,000 Total 16,965,836 - 11,732,987 RESOLUTION NO. (N.C.S.)
RESOLUTION NO. (S.A.)
13 SUMMARIES & SCHEDULES
Preliminary Budget Resolution
Estimated Interfund
Fund Description Revenue Transfers Appropriations
Grants, Trust & Agency Funds
3000 Grants - - 24,020
8900 Successor Agency Fund 619,000 (949,300) 1,448,700
Total 619,000 (949,300) 1,472,720
Debt Service Funds
4100 Debt Service Fund - 11,163,500 11,313,900
Capital Projects Funds
1000 General Fund - (7,275,010) -
1100 Measure E - (680,000) -
1200 Measure G - (4,237,110) -
2105 N E Salinas - (50,000)
2109 Monte Bella Maintenance District - (611,000) -
2202 Supplemental Law Enf AB3229 501,000 (400,000) -
2300 Development Fees 1,053,700 (885,500) -
2400 Gas Tax Fund - Capital 4,654,400 (1,282,262) - 2400 Gas Tax Fund - Operating - (1,800,000) -
2510 Measure X Transportation Safety & Inv Plan 3,647,000 (1,010,000) - 2511 SB1 Road Maintenance & Rehabilitation 3,681,000 (4,875,000) - 2512 SB1 Traffic Congestion Relief 3,000 - -
5100 Special Aviation 149,876 (143,876) -
5200 Special Construction Assistance 14,193,000 (14,193,000) - 5300 Assessment District Project 4,000 - -
6100 Municipal Airport - (73,486) -
6200 Industrial Waste - (15,000) -
6400 Sewer - (213,810) -
6900 Permit Services - (307,000) -
5800 Capital Projects - 36,252,054 36,252,054
Total 27,886,976 (1,800,000) 36,252,054
Total Budget 232,730,562 - 232,409,858
BE IT FURTHER RESOLVED that the Work Force, Salary Schedule, and Financial Policies included in the budget document and the FY 22 CIP budget adjustments in the attached Exhibit be adopted and that the Finance Director is hereby authorized to make interfund transfers as herein authorized when such monies become available.

PASSED AND ADOPTED this 14th day of June 2022 by the following vote:

AYES: Councilmembers:

NOES: Councilmembers:

ABSENT: Councilmembers:

ABSTAIN: Councilmembers:

ATTEST:
______________________________________________ _________________________________________ Patricia M. Barajas, City Clerk Kimbley Craig, Mayor
14 SUMMARIES & SCHEDULES
Preliminary Appropriations Limit
RESOLUTION No. 22112 (N.C.S.)
A R

ESOLUTION SETTING THE APPROPRIATIONS LIMIT

FOR THE CITY OF SALINAS FOR
FISCAL YEAR 2022-23
WH
EREAS, Article XIII B of the California Constitution was amended by the passage of Proposition 111 at the June 5, 1990, Primary Election; and,
WH
EREAS, each City must now select its change in the cost -of-living annually by a recorded vote of the City Council; and,
WH
EREAS, each City must now select its change in population annually by a recorded vote of the City Council;
NO
W THEREFORE , BE IT RESOLVED BY THE COUNCIL OF THE CITY OF SALINAS that the Appropriations Limit for the City shall be changed based on:

1. T
he population within the County limits, and

2. The change in California cost of living.

B
E IT FURTHER RESOLVED that the Appropriations Limit for the City of Salinas for Fiscal Year 2022-23 is hereby adopted at $296,583,268 pursuant to Article XIII B of the California Constitution as amended by Proposition 111. The portion of the City’s budget that is subject to the appropriation limit (the proceeds of taxes) totals $157,941,000 and is well within the appropriations limit.

PA
SSED AND ADOPTED this 14th day of June 2022, by the following vote:

AY
ES: Councilmembers:

N
OES: Councilmembers:

AB
SENT:

AB
STAINED:

APPROVED:
_____________________________________

Kimbley Craig, Mayor
A
TTEST:
____
____________________________

Patricia Barajas, City Clerk
15 (This page intentionally left blank)
16 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Interfund Estimated
Balance Revenues Bu dget Transfers Reserve Balance
Fund 06/30/2022 F Y 22-23 F Y 22-23 F Y 22-23 F Y 22-23 06/30/2023 General Fund 1,311,695 112,675,900 (103,489,528) (8,191,800) - 2,306,267 Reserve - General-Capital Improvement - - - (7,275,010) - (7,275,010) Reserve - Economic Contingency 12,275,000 - - - - 12,275,000 Reserve - Infrastructure Maintenance 2,628,000 - - - - 2,628,000 Reserve - OPEB 1,000,000 - - - - 1,000,000
Reserve - 115 Trust 6,000,000 - - - - 6,000,000 Reserve - Facilities Maintenance 1,577,000 - - - - 1,577,000 Reserve - Vehicle Replacement 9,000,000 - - - - 9,000,000 Total 33,791,695 112,675,900 (103,489,528) (15,466,810) - 27,511,257 1 Measure E Fund
Transactions & Use 1/2 cent Tax 4,157,764 16,618,000 (11,948,222) (2,233,600) - 6,593,942 Reserve - Economic Contingency 1,726,000 - - - 1,726,000 Reserve - Infrastructure Maintenance 356,000 - - - 356,000 Total 6,239,764 16,618,000 (11,948,222) (2,233,600) - 8,675,942 2 Measure G Fund
Transactions & Use 1 cent Tax 7,805,796 33,253,000 (18,702,985) (10,371,610) - 11,984,201 Reserve - Economic Contingency 2,684,000 - - - 2,684,000 Reserve - Infrastructure Maintenance 700,000 - - - 700,000 Total 11,189,796 33,253,000 (18,702,985) (10,371,610) - 15,368,201 3 Assessment & Maintenance Districts
Maintenance District Administration 45,768 - (8,040) - - 37,728 Woodside Park 125,467 44,000 (32,395) - - 137,072 Downtown Mall (42,996) - - - - (42,996)
Airport Business Park 8,692 13,740 (16,590) - - 5,842 North East 991,578 827,550 (878,181) (50,000) - 890,947 Harden Ranch 119,719 156,160 (139,600) - - 136,279 Vista Nueva 335,526 37,000 (34,410) - - 338,116 Mira Monte 353,409 123,000 (155,060) - - 321,349 Monte Bella 2,650,817 756,000 (227,546) (611,000) - 2,568,271 Assessment Administration 13,822 - - - - 13,822 Assessment Districts Debt Service/Bonds 1,403,548 250,000 (454,700) - - 1,198,848 A ssessment Districts Reserv e 1,845,654 11,000 - - - 1,856,654 Assessment District Monte Bella 259,916 180,000 (174,550) - - 265,366 2019 Spec Tax Bond Monte Bella 2 236,889 160,000 (142,150) 254,739 2019 Spec Tax Bond Monte Bella 3 239,772 180,000 (171,350) 248,422 Total 8,587,581 2,738,450 (2,434,572) (661,000) - 8,230,459 17 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Interfund Estimated
Balance Revenues Budget Transfers Reserve Balance
Fund 06/30/2022 F Y 22-23 F Y 22-23 F Y 22-23 F Y 22-23 06/30/2023 Public Safety 375,326 1,101,000 (700,000) (400,000) - 376,326 Emergency Medical Services Fund (333,299) 140,000 (1,381,043) 850,000 - (724,342) 4 Asset Seizure 25,397 22,100 (52,000) - (4,503) Traffic Safety (43,930) 300,000 - (200,000) - 56,070 Vehicle Abatement 294,709 120,000 (200,363) 50,000 - 264,346 Recreation Parks Fund 78,098 30,000 (22,900) - 85,198 5 Public Education Fund 295,026 185,000 (125,000) - 355,026 Municipal Art Fund 10,911 6,000 - - 16,911
Contributions & Donations 29,000 - - - 29,000 KDF Los Padres 292,390 2,000 - - 294,390
Measure X Transportation Safety 321,092 3,647,000 - (3,327,100) - 640,992 SB1 Road Maintenance & Rehab 1,744,400 3,681,000 - (4,875,000) - 550,400 SB1 Traffic Congestion Relief 564,156 3,000 - - 567,156 SA Public Improvements 1,622,605 9,000 - - 1,631,605 HSA Affordable Housing 3,020,959 70,100 (8,640) - 3,082,419 Development Fees
Sewers 133,386 219,000 - (350,000) - 2,386 Parks 128,697 11,000 - (82,500) - 57,197
Library Fees 169,596 26,100 - - 195,696
Trees 12,449 500 - - - 12,949
Annexation (169) 100 - - - (69)
Arterial 2,309,759 665,000 - (453,000) - 2,521,759 Fire Fees 102,479 46,000 - - - 148,479
Police Fees 1,054,112 86,000 - - - 1,140,112
Total 3,910,309 1,053,700 - (885,500) - 4,078,509 6 Gas Tax 666,145 4,654,400 (3,082,262) - 2,238,283 Community Development Act of 1974 (1,358,173) 16,965,836 (11,732,987) - - 3,874,676 Grants - (24,020) - - (24,020)
Debt Service 2,208,453 - (11,313,900) 11,163,500 - 2,058,053 18 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Interfund Estimated
Balance Revenues Bu dget Transfers Reserve Balance
Fund 06/30/2022 F Y 22-23 F Y 22-23 F Y 22-23 F Y 22-23 06/30/2023 Special Aviation
California Aid to Airports 31,137 - - - - 31,137 CC&F Land Sale 562,685 149,876 - (143,876) - 568,685 Federal Aviation Grants (9,589) - - - (9,589) Total 584,233 149,876 - (143,876) - 590,233 Construction Assistance
State & Federal (16,970,212) 11,950,000 - (11,950,000) - (16,970,212) Measure X - Bond Proceeds (371,696) - - - - (371,696) Others (105,614) 2,243,000 - (2,243,000) - (105,614) Total (17,447,522) 14,193,000 - (14,193,000) - (17,447,522) Assessment District Project 27,259 4,000 - - - 31,259 Capital Projects Revolving Fund 2,000,000 - (36,252,054) 36,252,054 - 2,000,000 8 Enterprise Operations
Airport 1,195,911 1,889,000 (1,604,814) (151,786) - 1,328,311 Industrial Waste 2,211,620 3,047,000 (2,193,253) (88,300) - 2,977,067 Golf Courses 94,309 160,000 (647,900) 450,000 - 56,409 9 Sanitary Sewer (1,439,671) 4,826,000 (4,070,567) (311,510) - (995,748) 10 Storm Sewer 416,774 15,200 (3,885,473) 2,646,000 - (807,499) Hitchcock Road Water System 15,042 11,000 (15,000) - - 11,042 Downtown Parking District (1,819,433) 425,000 (1,524,601) 916,100 - (2,002,934) 11 Preferential Parking 39,852 25,000 (6,100) - - 58,752 Parking Enforcement 32,786 1,200,000 (1,259,040) - - (26,254) Permit Services 362,489 3,055,200 (3,830,689) (307,000) - (720,000) Cr
azyhorse Landfill 13 - - - - 13
Total 1,109,692 14,653,400 (19,037,437) 3,153,504 - (120,841) Internal Service
Administration 1,895,416 - (43,000) - - 1,852,416 General Insurances 2,027,382 200,000 (1,516,000) 500,000 - 1,211,382 Workers Compensation Insurance 2,222,686 5,409,700 (5,485,633) - (5,800,000) (3,653,247) Liability Insurance (1,957,232) 226,100 (3,974,647) 2,700,000 (3,400,000) (6,405,779) 19 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Interfund Estimated
Balance Revenues Budget Transfers Reserve Balance
Fund 06/30/2022 F Y 22-23 F Y 22-23 F Y 22-23 F Y 22-23 06/30/2023 Fleet Maintenance 1,109,406 - (2,516,227) 2,120,000 - 713,179 Total 5,297,658 5,835,800 (13,535,507) 5,320,000 (9,200,000) 12 (6,282,049) Trusts & Agencies
Successor Agency - SRA 3,080,054 619,000 (1,448,700) (949,300) (1,541,205) (240,151) 13 Total 3,080,054 619,000 (1,448,700) (949,300) (1,541,205) (240,151) Deferred Compensation & Retirement 28,260 - - - - 28,260 Total All Funds 68,212,044 232,730,562 (232,409,858) - (10,741,205) 57,791,543 20 SUMMARIES & SCHEDULES
Fund Balances – Notes

Estimated Estimated
F
Y 21-22 F Y 22-23
1 General Fund
Beginning Fund Balance 17,434,972 33,791,695
Estimated Revenue 105,118,925 112,675,900
(To) From Other Funds (5,809,500) (8,191,800)
Estimated Expenditures
Operating (93,217,040) (103,489,528)
Capital Projects-On-going (Minimum Required) (5,462,610) (7,275,010) Fund Balance 18,064,747 27,511,257
Reserves:

Reserve - Economic Contingency (7,255,000) (12,275,000) Reserve - Infra Maintenance 0 (2,628,000)
Reserve - OPEB (1,000,000) (1,000,000)
Reserve - 115 Trust (3,000,000) (6,000,000)
Reserve - Facilities Maintenance 0 (1,577,000)
Reserve - Vehicle Replacement 0 (9,000,000)
Reserve - Productivity Bank (500,000) 0
Reserve for Cannabis Revenue Allocation (2,000,000) 0
Ending General Fund Unreserved Fund Balance 4,309,747 ( 4,968,743) 2 Measure E
B
eginning Fund Balance 2,506,627 6,239,764
Estimated Revenue 14,230,000 16,618,000
Estimated Expenditures
Operating Budget (13,164,083) (11,948,222)
Capital Projects 0 (680,000)
(To) From Other Funds (1,062,000) (1,553,600)
Total On-going Expenditures (14,226,083) (14,181,822)
Fund Balance 2,510,544 8,675,942
Reserves:

Reserve - Economic Contingency (962,000) (1,726,000)
Reserve - Infrastructure Maintenance 0 (356,000)
Ending Measure E Unreserved Fund Balance 1,548,544 6, 593,942 3 Measure G
B
eginning Fund Balance 3,191,863 11,189,796
Estimated Revenue 27,995,000 33,253,000
Estimated Expenditures
Operating Budget (15,506,059) (18,702,985)
Capital Projects (5,187,615) (4,237,110)
(To) From Other Funds (7,771,800) (6,134,500)
Total On-going Expenditures (28,465,474) (29,074,595)
Fund Balance 2,721,389 15,368,201
Reserves:

Reserve - Economic Contingency (1,760,000) (2,684,000)
Reserve - Infrastructure Maintenance 0 (700,000)
21 SUMMARIES & SCHEDULES
Fund Balances – Notes

Estimated Estimated
F
Y 21-22 F Y 22-23
Ending Measure G Unreserved Fund Balance 961,389 11, 984,201 4 Emergency Medical Services F und (Paramedic Program)
B
eginning Fund Balance 147,709 (333,299)
County CSA 74 Funds 140,000 140,000
Other Revenue 6,000 0
General Fund Contribution 745,000 850,000
Estimated Expenditure
Operations (1,217,196) (1,241,043)
EMS Equipment (15,000) (140,000)
Ending EMS Unreserved Fund Balance (193,487) ( 724,342) 5 Recreation Parks F und
Funds reserved for park and recreation purposes 101,434 85, 198 6 Development F ees 4, 839,954 4,078,509
Reserved for Future Development Fee projects.
7 G as Tax Transfers
To General Fund, Capital Projects and Storm Sewer
to fund the federally mandated program (3,893,350) ( 3,082,262) 8 Capital Projects Revolving Fund Balance
Required for Capital Grant Advances 2,000,000 2, 000,000 9 Golf Courses Fund
B
eginning Fund Balance 386,156 94,309
Estimated Revenue 162,700 160,000
Transfers In from General Fund 450,000 450,000
Estimated Expenditures (694,000) (647,900)
Reserve-Debt Service (396,652) 0
Ending Golf Courses Unreserved Fund Balance (91,796) 56, 409 10 Sanitary Sewer
B
eginning Fund Balance (1,012,024) (1,439,671)
Estimated Revenue 3,820,000 4,826,000
Estimated Expenditures
Operations (2,371,257) (2,990,957)
Debt Service (986,100) (1,177,310)
Capital Projects 0 (213,810)
Reserve-Debt Service (1,584,485) 0

Ending Sanitary Sewer Unreserved Fund Balance (2,133,866) ( 995,748) 11 Downtown Parking District
B
eginning Fund Balance (1,569,473) (1,819,433)
The Recreation Park Fund collects revenue received from an admission fee imposed on events held at the Rodeo Grounds Stadium. City Council has designated these funds for park and r
ecreation purposes.
22 SUMMARIES & SCHEDULES
Fund Balances – Notes
Estimated Estimated
F Y 21-22 F Y 22-23
Estimated Revenue 592,100 425,000
General Fund 0 0
Successor Agency of RDA * 952,000 949,300
Estimated Expenditure
Operations (554,405) (608,501)
Debt Service (952,000) (949,300)
Refunding Bonds Series 2020A-1 (42,000) 0
Ending Downtown Parking Unreserved Fund Balance (1,573,778) (2,002,934) *
12 Internal Service Fund-Ins
Reserves
-Workers Compensation Insurance (5,800,000) (5,800,000) -Liability Insurance (3,400,000) (3,400,000)
Total Reserves (9,200,000) (9,200,000)
13 Successor Agency
Beginning Fund Balance 4,467,453 3,080,054
Estimated Revenue 2,285,055 619,000
Estimated Expenditures (1,453,000) (1,448,700)
Transfer to Downtown Parking-Debt Service (952,000) (949,300) Transfer to Energy Efficient-Debt Service 0 0
Reserve for Debt Service (1,704,203) (1,541,205)
Ending Successor Agency Fund Unreserved Fund Balance 2,643,305 (240,151) Annual debt service on the Monterey Street Parking Structure is paid by the Successor Agency of the Redevelopment Agency.
23 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
1000 General Fund

90.2401 Gas Tax - 2107 1,200,300

90.2402 Gas Tax - 2106 230,000

90.2403 Gas Tax - 2105 294,700

90.2503 Traffic Safety 200,000

95.2501 Emergency Medical Service Fund 850,000

95.2504 Vehicle Abatement 50,000

95.4104 2014 COP Consolidation 59,000

95.4111 Refunding Bonds Series 2020A-1 Energy 1,175,500

95.4112 Refunding 2020A-2 SVSWA 670,500

95.6302 Twin Creek Golf Course 450,000

95.6500 Storm Sewer (NPDES) 2,512,100

95.7104 Int Serv - General Liability 2,229,700

95.7120 Int Serv - Fleet Maint 2,120,000

95.5800 Capital Projects 7,275,010
Total General Fund 1,925,000 17,391,810 (15,466,810)
1100 Measure E Fund

95.4110 2018 Lease-El Gabilan Library 1,165,400

95.4111 Refunding Bonds Series 2020A-1 Energy 64,900

95.7104 Int Ser - General Liability 323,300

95.5800 Capital Projects 680,000
Total Measure E - 2,233,600 (2,233,600)
1200 Measure G Fund

95.4106 2018 Lease - Public Safety Bldg 5,423,500

95.4111 Refunding Bonds Series 2020A-1 Energy 5,100

95.6500 Storm Sewer (NPDES) 58,900

95.7102 Int Ser - Insurances 500,000

95.7104 Int Ser - General Liability 147,000

95.5800 Capital Projects 4,237,110
Total Measure G - 10,371,610 (10,371,610)
21 Maintenance District Fund
2105 95.5800 Capital Projects 50,000
2109 95.5800 Capital Projects 611,000
Total Maintenance District Fund - 661,000 (661,000)
2202 Supplemental Law Enf - AB3229

95.5800 Capital Projects 400,000
Total Supplemental Law Enf - AB3229 - 400,000 (400,000) 23 Development Fees
2301 95.5800 Capital Projects 350,000
2302 95.5800 Capital Projects 82,500
2306 95.5800 Capital Projects 453,000
Total Industrial Waste Fund - 885,500 (885,500)
24 Gas Tax Fund
2401 95.1000 General Fund 1,200,300
2401 95.6500 Storm Sewer (NPDES) 15,000
2402 95.1000 General Fund 230,000
2403 95.1000 General Fund 294,700
2403 95.6500 Storm Sewer (NPDES) 60,000
2401 95.5800 Capital Projects 116,462
2402 95.5800 Capital Projects 40,000
2404 95.5800 Capital Projects 1,125,800
Total Gas Tax Fund - 3,082,262 (3,082,262)
2501 Emergency Medical Services Fund

90.1000 General Fund 850,000
Total Industrial Waste Fund 850,000 - 850,000
2503 Traffic Safety Fund

95.1000 General Fund 200,000
Total Traffic Safety Fund - 200,000 (200,000)
24 SUMMARIES & SCHEDULES
Fund Transfers

Net
Transfers In Transfers Out Transfers
$ $ $
2504 Vehicle Abatement Fund

90.1000 General Fund 50,000
Total Vehicle Abatement Fund 50,000 - 50,000 2510 Measure X

95.4107 Measure X Bonds 2,317,100

95.5800 Capital Projects 1,010,000
Total Measure X - 3,327,100 (3,327,100) 2511 SB1 Road Maint & Rehab

95.5800 Capital Projects 4,875,000
Total Measure X - 4,875,000 (4,875,000) 41 Debt Service Fund
4104 90.1000 General Fund 59,000
4106 90.1200 Measure G 5,423,500
4107 90.2510 Measure X - TAMC 2,317,100
4110 90.1100 Measure E 1,165,400
4111 90.1000 General Fund 1,175,500
4111 90.1100 Measure E 64,900
4111 90.1200 Measure G 5,100
4111 90.6100 Airport Fund 78,300
4111 90.6200 Industrial Waste 73,300
4111 90.6400 Sewer Fund 97,700
4111 90.6801 Downtown Parking 33,200
4112 90.1000 General Fund 670,500
Total Debt Service Fund 11,163,500 - 11,163,500 5102 Special Aviation Fund - Federal

95.5800 Capital Projects 143,876
- 143,876 (143,876)
52 Special Construction Assist.
5201 95.5800 Capital Projects 11,950,000
5203 95.5800 Capital Projects 2,243,000
Total Special Construction Assist. - 14,193,000 (14,193,000) 6100 Airport Fund

95.4111 Refunding Bonds Series 2020A-1 Energy 78,300

95.5800 Capital Projects 73,486
Total Airport Fund - 151,786 (151,786) 6200 Industrial Waste Fund

95.4111 Refunding Bonds Series 2020A-1 Energy 73,300

95.5800 Capital Projects 15,000
Total Industrial Waste Fund - 88,300 (88,300) 6302 Twin Creek Golf Courses

90.1000 General Fund 450,000
Total Golf Courses 450,000 - 450,000 6400 Sanitary Sewer Fund

95.4111 Refunding Bonds Series 2020A-1 Energy 97,700

95.5800 Caital Projects 213,810
Total Sanitary Sewer Fund - 311,510 (311,510) 6500 Storm Sewer (NPDES) Fund

90.1000 General Fund 2,512,100

90.1200 Measure G 58,900

90.2401 Gas Tax - 2107 15,000

90.2403 Gas Tax - 2105 60,000
Total Storm Sewer (NPDES) Fund 2,646,000 - 2,646,000 25 SUMMARIES & SCHEDULES
Fund Transfers

Net
Transfers In Transfers Out Transfers
$ $ $
6801 Downtown Parking District Fund

90.8914 RORF-Redev Obligation Retirement 949,300

95.4111 Refunding Bonds Series 2020A-1 Energy 33,200
Total Parking District Fund 949,300 33,200 916,100
6900 Permit Services

95.5800 Capital Projects 307,000
Total Permit Services - 307,000 (307,000) 71 Internal Service Fund
7102 90.1200 Measure G 500,000
7104 90.1000 General Fund 2,229,700
7104 90.1100 Measure E 323,300
7104 90.1200 Measure G 147,000
7120 90.1000 General Fund 2,120,000
Total Internal Service Fund 5,320,000 - 5,320,000 8914 RORF-Redev Obligation Retirement

95.6801 Downtown Parking District 949,300
Total Successor Agency of the SRA - 949,300 (949,300) 58 Capital Projects Fund

90.1000 General Fund 7,275,010

90.1100 Measure E 680,000

90.1200 Measure G 4,237,110

90.2105 N. E. Landscape MD 50,000

90.2109 Monte Bella Maint District 611,000

90.2202 Supplemental Law Enforcement 400,000

90.2301 Dev Fees - Sewer and Storm 350,000

90.2302 Dev Fees - Park Y Playgrounds 82,500

90.2306 Dev Fees - Arterial 453,000

90.2401 Gas Tax - 2107 116,462

90.2402 Gas Tax 2106 40,000

90.2404 Gas Tax 7360 1,125,800

90.2510 Measure X 1,010,000

90.2511 SB1 Road Maint & Rehab 4,875,000

90.5102 Federal Aid - Airport 143,876

90.5201 Spec Constr Asst State & Fed 11,950,000

90.5203 Spec Constr Asst Others 2,243,000

90.6100 Airport 73,486

90.6200 Industrial Waste 15,000

90.6400 Sewer Fund 213,810

90.6900 Permit Services 307,000
Total Capital Projects Fund 36,252,054 - 36,252,054 Total Interfund Transfers 59,605,854 59,605,854 -
26 SUMMARIES & SCHEDULES
Revenue
19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 1000 - General Fund
1000.00.0000-50.1010 Taxes Property Taxes-Secured CY 15,009,046 16,299,189 17,148,000 17,834,000 1000.00.0000-50.1020 Taxes Property Taxes-Unsecured CY 787,318 866,179 812,000 844,000 1000.00.0000-50.1030 Taxes Property Taxes-Supp Assessment 265,229 422,152 360,000 374,000 1000.00.0000-50.1040 Taxes Property Taxes - Interest 43,455 44,492 46,000 48,000 1000.00.0000-50.1050 Taxes Property Taxes-Secured PY 140,231 229,804 160,000 166,000 1000.00.0000-50.1060 Taxes Property Taxes-Unsecured PY - 13,503 10,000 10,000 1000.00.0000-50.1070 Taxes Property Taxes-HOPTR 34,332 102,872 70,000 73,000 1000.00.0000-50.1080 Taxes Property Taxes-Transfer 353,141 395,207 385,000 400,000 1000.00.0000-50.1120 Taxes Property Taxes-Veh Lic In-Lieu 13,715,865 14,361,012 15,080,000 15,683,000 1000.00.0000-50.1129 Taxes ROPS Pass Through Payments 107,812 301,378 100,000 104,000 1000.00.0000-50.1130 Taxes Property Taxes-Residual Prop Tax 537,385 629,797 500,000 520,000 1000.00.0000-50.2010 Taxes Sales Tax 29,972,865 33,613,204 31,728,000 37,983,000 1000.00.0000-50.2060 Taxes Utility Users 11,641,209 11,664,913 11,800,000 11,918,000 1000.00.0000-50.2070 Taxes Transient Occupancy 3,338,442 2,038,700 2,500,000 3,000,000 1000.00.0000-50.2080 Taxes Business License 5,187,485 5,094,477 5,000,000 5,000,000 1000.00.0000-50.2081 Taxes Cannabis Business License 1,514,097 2,160,808 1,800,000 1,800,000 1000.20.2034-50.2080 Taxes Business License 1,668 (1,030) - - 1000.00.0000-51.2160 Franchise Fees AT&T 108,099 89,759 100,000 70,000 1000.00.0000-51.2170 Franchise Fees Cable TV 762,408 774,119 775,000 715,000 1000.00.0000-51.2180 Franchise Fees Electric 680,577 676,238 750,000 700,000 1000.00.0000-51.2190 Franchise Fees Garbage 7,258,321 7,479,509 7,500,000 7,000,000 1000.00.0000-51.2200 Franchise Fees Gas 281,295 299,370 310,000 300,000 1000.00.0000-51.2220 Franchise Fees Towing 38,685 58,704 50,000 40,000 1000.20.2030-52.5030 Licenses & Permits Garage Sale Permits 5,662 3,021 10,000 5,000 1000.30.3352-52.3020 Licenses & Permits Building Permits 370 508 - - 1000.30.3462-52.1205 Licenses & Permits Cannabis Permit-New Application 28,303 3,145 - - 1000.30.3462-52.1206 Licenses & Permits Cannabis Permit-Amendment Major - - 5,000 5,000 1000.30.3462-52.1207 Licenses & Permits Cannabis Permit-Amendment Minor 846 2,537 1,000 1,000 1000.30.3462-52.1208 Licenses & Permits Cannabis Permit-Amendment Admin - 1,582 - - 1000.30.3462-52.1209 Licenses & Permits Cannabis Permit-Renewal 10,103 15,876 15,000 15,000 1000.30.3462-52.8015 Licenses & Permits Cannabis Business Admin Permit 506 - 1,000 1,000 1000.40.4116-52.4030 Licenses & Permits Pawn Broker/False Alarm Permits 96,447 106,748 115,000 115,000 1000.40.4170-52.4010 Licenses & Permits Animal Licenses 126,747 82,037 110,000 110,000 1000.50.5115-52.3050 Licenses & Permits Encroachment Permits 548,981 587,107 500,000 650,000 1000.50.5120-52.3050 Licenses & Permits Encroachment Permits - - 150 - 1000.50.5120-52.5050 Licenses & Permits Transportation Permits 137 - 5,000 - 1000.50.5120-52.8010 Licenses & Permits Other Licenses & Permits - - 500 - 1000.50.5122-52.5050 Licenses & Permits Transportation Permits 6,467 9,450 10,000 10,000 1000.00.0000-53.8010 Fines and Forfeits General Code Fines 213,600 175,379 200,000 150,000 1000.30.3353-53.3010 Fines and Forfeits Code Enforcement Violations 142,847 84,588 140,000 140,000 1000.00.0000-54.8010 Use of money and property Investment Earnings 1,239,571 423,294 500,000 476,000 1000.00.0000-54.8030 Use of money and property Possessory Interest - - 4,000 4,000 1000.00.0000-54.8050 Use of money and property Rental Income 170,324 149,762 135,000 135,000 1000.00.0000-54.8051 Use of money and property ITC Lease 27,178 - - - 1000.00.0000-54.8060 Use of money and property Building Lease 49,680 180,000 180,000 - 1000.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 659 1,948 - - 1000.00.0000-55.8202 Intergovernmental Motor Vehicle In-Lieu 128,846 118,979 120,000 120,000 1000.00.0000-55.8212 Intergovernmental State Mandated Costs 65,863 86,876 65,000 65,000 1000.40.4110-55.4222 Intergovernmental Post Training Reimbursement 131,661 36,209 70,000 70,000 1000.40.4170-55.4063 Intergovernmental City of Marina(Animal Shelter) 39,385 27,970 30,000 30,000 1000.45.4510-55.4202 Intergovernmental State Fire Reimbursement 104,103 1,105,013 20,000 100,000 1000.45.4510-55.4212 Intergovernmental State Office of Emergency Svs - 5,920 - - 1000.45.4510-55.5073 Intergovernmental Monterey County 37,164 - - - 1000.45.4570-55.4023 Intergovernmental HAZMAT Reimbursement 213,125 218,011 100,000 100,000 1000.50.5234-55.5282 Intergovernmental State Highway Maintenance 7,100 6,269 5,200 5,200 1000.50.5238-55.5043 Intergovernmental Alisal Steinbeck Park Maint. 8,000 6,000 - - 1000.00.0000-56.6010 Charges for Services Concessions 4,225 - 5,000 5,000 1000.00.0000-56.8010 Charges for Services Financial Assessment 7,000 - - - 1000.00.0000-56.8020 Charges for Services Administrative Service Revenue 2,424,501 2,334,722 2,400,000 2,400,000 1000.00.0000-56.8050 Charges for Services Research Fees - - 100 100 1000.00.0000-56.8060 Charges for Services Copying Fees 355 376 1,500 1,500 1000.00.0000-56.8070 Charges for Services Holiday Parade of Lights - - 5,000 5,000 1000.00.0000-56.8080 Charges for Services Airshow Charges - - 5,000 5,000 1000.00.0000-56.8090 Charges for Services Parade Permit Fees 362 - 500 500 1000.00.0000-56.8120 Charges for Services Special Events Fee 3,046 520 10,000 10,000 27 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 1000.12.1120-56.1020 Charges for Services Candidate Filing Fees 56 10,073 1,000 1,000 1000.12.1120-56.8030 Charges for Services Sale of Printed Material 163 225 500 500 1000.12.1355-56.8037 Charges for Services Monitoring Fees - - 875 9,000 1000.14.1400-56.1140 Charges for Services Legal Services - - 1,000 1,000 1000.14.1400-56.8035 Charges for Services Cannabis Monitoring Fee 5,753 7,948 5,000 5,000 1000.20.2030-56.8040 Charges for Services Cost of Issuance/Monitoring Fees 30,500 25,000 25,000 25,000 1000.20.2031-56.2020 Charges for Services Returned Check Charges 595 940 1,000 1,000 1000.20.2034-56.2010 Charges for Services Bus License Applic Review Fees 3,734 3,316 5,000 5,000 1000.20.2034-56.2030 Charges for Services Credit Card Convenience Fee 11,860 10,392 12,500 12,500 1000.30.3353-56.3450 Charges for Services Special Code Inspection 21,377 11,381 25,000 25,000 1000.30.3462-56.3010 Charges for Services Tentative Map Review Fees 10,090 149,167 130,000 130,000 1000.30.3462-56.3020 Charges for Services Minor Subdivision Review Fees 18,392 13,806 15,000 15,000 1000.30.3462-56.3030 Charges for Services Development Agreement - 8,283 - - 1000.30.3462-56.3040 Charges for Services General Plan Amendment Fees - 41,596 - - 1000.30.3462-56.3060 Charges for Services Rezoning/Prezoning Fees 8,835 17,670 - - 1000.30.3462-56.3070 Charges for Services Planning Decision Appeal - 387 1,000 1,000 1000.30.3462-56.3080 Charges for Services Conditional Use Permit Fee 90,428 137,597 100,000 100,000 1000.30.3462-56.3100 Charges for Services Planned Unit Development Fee 10,973 8,323 5,000 5,000 1000.30.3462-56.3130 Charges for Services Environment Assessment Fee 3,314 5,025 1,500 1,500 1000.30.3462-56.3150 Charges for Services Annexation Review Fee - 9,737 - - 1000.30.3462-56.3160 Charges for Services Temporary Use of Land Review 13,200 12,910 8,000 8,000 1000.30.3462-56.3170 Charges for Services Sign Review & Permits 16,688 14,958 15,000 15,000 1000.30.3462-56.3190 Charges for Services Variance Fees 3,494 - - - 1000.30.3462-56.3210 Charges for Services Site Plan Review 14,023 25,343 20,000 20,000 1000.30.3462-56.3220 Charges for Services Planning Inspection Fee 17,312 24,248 13,000 13,000 1000.30.3462-56.3240 Charges for Services Building Permit Review 49,821 126,458 80,000 80,000 1000.30.3462-56.3250 Charges for Services Time Extension of Permits 2,802 1,543 500 500 1000.30.3462-56.3260 Charges for Services Precise & Specific Plan Review 276 552 - - 1000.30.3462-56.3270 Charges for Services Home Occupation Permits 24,679 23,006 25,000 25,000 1000.30.3462-56.3280 Charges for Services Fire Plan Check Fee-Permit Ctr - - 100 100 1000.30.3462-56.3290 Charges for Services Other Planning Fees 7,121 12,841 11,000 11,000 1000.30.3462-56.8010 Charges for Services Financial Assessment 90,775 100,326 50,000 50,000 1000.30.3462-56.8035 Charges for Services Cannabis Monitoring Fee 17,537 24,228 32,000 100,000 1000.30.3462-56.8100 Charges for Services Map Sales - - 100 100 1000.40.4110-56.1141 Charges for Services Cannabis Work Permit Fee 9,792 - 20,000 - 1000.40.4110-56.8035 Charges for Services Cannabis Monitoring Fee 65,866 90,992 50,000 50,000 1000.40.4116-56.4010 Charges for Services Bingo License Application Fee 58 115 - - 1000.40.4116-56.4140 Charges for Services Abandon Vehicle Abatement Fee 12,383 7,714 4,000 7,000 1000.40.4116-56.4150 Charges for Services Firearm Dealers 2,460 1,475 1,000 1,000 1000.40.4116-56.4170 Charges for Services Vehicle Release Fees (Towing) 63,996 62,530 50,000 55,000 1000.40.4116-56.4180 Charges for Services Vehicle Impound Fee (Towing) 32,886 47,300 45,000 45,000 1000.40.4130-56.4030 Charges for Services Police Report Fees 37,356 27,285 35,000 35,000 1000.40.4130-56.4040 Charges for Services Police False Alarm Fees 231,897 260,001 210,000 210,000 1000.40.4130-56.4060 Charges for Services Fingerprint Fees 314 - 500 - 1000.40.4130-56.4070 Charges for Services Card Room Fees 17,242 17,448 17,000 17,000 1000.40.4130-56.4080 Charges for Services Police Photo Charges 982 1,071 500 500 1000.40.4130-56.4100 Charges for Services Noise Regulation Fees 1,113 - 2,500 2,500 1000.40.4130-56.4161 Charges for Services Tobacco Retailer Lic Fee Mo. Co. - - 4,000 - 1000.40.4134-56.4120 Charges for Services Police Record Review Charges 2,849 1,425 2,500 2,500 1000.40.4170-56.4090 Charges for Services Animal Shelter Fees 48,578 20,055 50,000 50,000 1000.40.4170-56.4190 Charges for Services Animal Shelter Citation Fees 5,476 5,160 4,600 4,600 1000.40.4220-56.4020 Charges for Services Special Police Service Fees 126,353 61,476 100,000 100,000 1000.45.4510-56.4410 Charges for Services Rural Fire Service 196,000 199,986 195,000 350,000 1000.45.4510-56.4520 Charges for Services Special Event - Fire - - - 10,000 1000.45.4510-56.4540 Charges for Services Fire Dept Service Charge 15,115 11,270 - - 1000.45.4520-56.4520 Charges for Services Special Event - Fire 3,615 - - - 1000.45.4520-56.4580 Charges for Services ALS Cost Recovery Fee 1,933 (795) - - 1000.45.4530-56.4430 Charges for Services Fire Code Mandated Insp Fee 211,435 274,930 180,000 200,000 1000.45.4530-56.4440 Charges for Services State Mandated Inspection Fees 60,922 35,470 50,000 50,000 1000.45.4530-56.4450 Charges for Services Fire Plan Check Fee-Fire Dept 37,833 14,567 15,000 5,000 1000.45.4530-56.4460 Charges for Services Special Fire Permits 35,663 34,457 25,000 35,000 1000.45.4530-56.4470 Charges for Services Structural Fire Report Fees 6,720 4,271 4,300 4,300 1000.45.4530-56.4480 Charges for Services Fireworks Fees 7,762 7,149 9,000 9,000 1000.45.4530-56.4490 Charges for Services Fireworks Surcharge 52,345 79,533 60,000 60,000 1000.45.4530-56.4510 Charges for Services Fire False Alarm Fees 81,110 94,854 109,500 109,500 1000.45.4530-56.4515 Charges for Services Fire Emergency Stand By Time 4,497 - - - 1000.45.4530-56.4530 Charges for Services Admin Fire Citations 34,084 46,953 40,000 50,000 28 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 1000.45.4530-56.4550 Charges for Services Outside Fire Plan Review 1,470 401 - - 1000.45.4540-56.4570 Charges for Services Other Fire Fees & Training - - 1,000 - 1000.45.4570-56.4500 Charges for Services Fire Hazard Inspection Fees 48 - 100 100 1000.45.4570-56.4570 Charges for Services Other Fire Fees & Training 15,036 - - - 1000.50.5115-56.3240 Charges for Services Building Permit Review - 421 - - 1000.50.5115-56.5010 Charges for Services Subdivision Map Check Fees 30,235 15,258 - - 1000.50.5115-56.5020 Charges for Services Subdivision Imp Plan Check Fee 21,787 - - - 1000.50.5115-56.5030 Charges for Services Subdivision Imp Inspection Fee 128,499 - - - 1000.50.5115-56.5080 Charges for Services Review and Inspection Fees 144,333 139,713 140,000 90,000 1000.50.5120-56.5060 Charges for Services Special Traffic Marking Reques - - 6,000 - 1000.50.5120-56.5100 Charges for Services Special Public Works Fees 1,455 - - - 1000.50.5122-56.5060 Charges for Services Special Traffic Marking Reques 5,763 11,795 3,500 3,500 1000.50.5122-56.5100 Charges for Services Special Public Works Fees 1,125 - - - 1000.50.5235-56.5065 Charges for Services USA Service Fee 83,575 79,998 80,000 80,000 1000.50.5236-56.5065 Charges for Services USA Service Fee - - 3,500 3,500 1000.50.5239-56.5090 Charges for Services Street Tree Pruning - - 200 200 1000.55.6232-56.6090 Charges for Services Neighborhood Center Rental Fee 6,015 2,401 4,000 4,000 1000.55.6237-56.6060 Charges for Services Reimbursable Fee Activities 42,947 251 50,000 - 1000.55.6239-56.6020 Charges for Services Sherwood Tennis Use Fees 3,821 - 2,000 - 1000.55.6239-56.6030 Charges for Services Reserved Picnic Area Use Fee 1,132 25 100 100 1000.55.6239-56.6040 Charges for Services Ball Field Use Fee 34 - 2,300 2,300 1000.55.6239-56.6050 Charges for Services Youth Sports League Fees 86,014 7,311 70,000 50,000 1000.55.6239-56.6080 Charges for Services Other Rec Bldg Rental Fee 593 - 200 200 1000.55.6239-56.6100 Charges for Services Recreation Facility Use Fees - - 100 100 1000.55.6243-56.6070 Charges for Services Community Center Rental Fees 150,409 20,522 60,000 25,000 1000.60.6005-56.6300 Charges for Services Other Library Fees 880 6 5,500 5,500 1000.60.6005-56.6310 Charges for Services Library Copying Fees 8,470 504 10,000 10,000 1000.60.6005-56.6320 Charges for Services Overdue Library Fines 21,762 2,820 18,000 18,000 1000.60.6005-56.6330 Charges for Services Lost/Damaged Material Fees 1,855 544 8,000 8,000 1000.80.8010-56.8110 Charges for Services Rental Income 55,433 76,287 53,000 105,000 1000.00.0000-57.8010 Other Revenue Unclaimed Property 70,283 14,529 25,000 10,000 1000.00.0000-57.8015 Other Revenue PD Unclaimed Property - 833 - - 1000.00.0000-57.8020 Other Revenue Surplus Property 77,030 48,456 50,000 50,000 1000.00.0000-57.8030 Other Revenue Land & Building Sale - - 1,000 1,000 1000.00.0000-57.8040 Other Revenue Loss/Damage Reimb - - 1,000 1,000 1000.00.0000-57.8050 Other Revenue Miscellaneous Receipts 190,947 83,187 160,000 100,000 1000.00.0000-57.8100 Other Revenue Insurance Reimb 78,708 78,552 50,000 50,000 1000.00.0000-57.8140 Other Revenue Subpoena-Civil 610 1,370 3,000 3,000 1000.00.0000-57.8605 Other Revenue PERS Retirement Cost Share 632,464 619,813 650,000 600,000 1000.12.1120-57.8260 Other Revenue Mobilehome Registration Fees 11,268 11,280 - - 1000.30.3111-57.8050 Other Revenue Miscellaneous Receipts - 4,000 - - 1000.30.3353-57.8110 Other Revenue Weed Abatement Fees 938 4,691 - 8,000 1000.40.4170-57.8090 Other Revenue Spayed/Neutered Fees 31,785 5,066 - - 1000.45.4510-57.8050 Other Revenue Miscellaneous Receipts - 9,601 - - 1000.50.5234-57.8050 Other Revenue Miscellaneous Receipts 1,009 2,836 - - 1000.50.5235-57.8050 Other Revenue Miscellaneous Receipts 34,694 7,080 - - 1000.50.5236-57.8050 Other Revenue Miscellaneous Receipts 22,232 9,064 30,000 6,000 1000.50.5239-57.8050 Other Revenue Miscellaneous Receipts 9,258 - - - 1000.80.8010-57.8050 Other Revenue Miscellaneous Receipts - - 10,000 2,000 1000.00.0000-90.1200 Transfers In Measure G 1,413,300 1,413,300 1,413,300 - 1000.00.0000-90.2401 Transfers In Gas Tax - 2107 1,200,300 1,200,300 1,200,300 1,200,300 1000.00.0000-90.2402 Transfers In Gas Tax - 2106 115,000 230,000 230,000 230,000 1000.00.0000-90.2403 Transfers In Gas Tax - 2105 294,700 294,700 294,700 294,700 1000.00.0000-90.2503 Transfers In Traffic Safety 250,000 250,000 250,000 200,000 1000.00.0000-90.2508 Transfers In Contributions & Donations - 2,185 - - 1000.00.0000-90.2941 Transfers In Emergency Solutions Grant-COC - 8 - - 1000.00.0000-90.3111 Transfers In SAFER (4,972) - - - 1000.00.0000-90.3182 Transfers In DOJ Office of Justice Program - 3,016 - - 1000.00.0000-90.3910 Transfers In CARES Act - 2,002,977 - - 1000.00.0000-90.5201 Transfers In Spec Const Assist - Fed, State 79,951 - - - 1000 - General Fund Total 104,826,755 112,277,271 108,507,225 114,600,900 1100 - Measure E
1100.00.0000-50.2030 Taxes Transactions and Use Tax-MV 13,006,182 14,327,404 14,190,000 16,573,000 1100.00.0000-54.8010 Use of money and property Investment Earnings 130,885 36,950 40,000 45,000 1100.00.0000-57.8080 Other Revenue Miscellaneous Deposits 5,492 1,974 - - 1100.00.0000-57.8605 Other Revenue PERS Retirement Cost Share - 23,809 - - 29 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 1100.00.0000-90.1200 Transfers In Measure G 700,000 700,000 700,000 - 1100 - Measure E Total 13,842,559 15,090,137 14,930,000 16,618,000 1200 - Measure G
1200.00.0000-50.2040 Taxes Transactions and Use Tax-MG 26,023,834 28,805,687 27,865,000 33,145,000 1200.00.0000-54.8010 Use of money and property Investment Earnings 302,799 132,236 130,000 108,000 1200.00.0000-57.8080 Other Revenue Miscellaneous Deposits 1,531 - - - 1200 - Measure G Total 26,328,164 28,937,923 27,995,000 33,253,000 2101 - Maintenance Dist Administration
2101.20.2140-56.8010 Charges for Services Financial Assessment - - 62,000 - 2101 - Maintenance Dist Administration Total - - 62,000 - 2102 - Woodside Park Maint District
2102.50.5560-54.8010 Use of money and property Investment Earnings 1,468 752 1,200 1,000 2102.50.5560-57.5010 Other Revenue Woodside Park Maint Assessment 46,014 50,822 43,000 43,000 2102 - Woodside Park Maint District Total 47,482 51,574 44,200 44,000 2104 - Airport Bus Park Maint District
2104.50.5562-54.8010 Use of money and property Investment Earnings 152 113 250 - 2104.50.5562-57.5030 Other Revenue Airport Bus Park Maint Assess 14,222 14,732 13,740 13,740 2104 - Airport Bus Park Maint District Total 14,374 14,845 13,990 13,740 2105 - N E Salinas Landscape Dist
2105.50.5563-54.8010 Use of money and property Investment Earnings 8,618 5,205 3,600 6,000 2105.50.5563-57.5040 Other Revenue N/E Landscape Maint Assessment 811,671 839,440 740,000 821,550 2105.50.5563-57.8050 Other Revenue Miscellaneous Receipts 7,814 - - - 2105 - N E Salinas Landscape Dist Total 828,103 844,645 743,600 827,550 2106 - Harden Ranch Landscape Dist
2106.50.5564-54.8010 Use of money and property Investment Earnings 324 478 1,000 1,000 2106.50.5564-57.5050 Other Revenue Harden Ranch Maint Assessment 153,825 155,199 139,500 155,160 2106 - Harden Ranch Landscape Dist Total 154,149 155,677 140,500 156,160 2107 - Vista Nueva Maint District
2107.50.5565-54.8010 Use of money and property Investment Earnings 5,180 2,175 3,000 2,000 2107.50.5565-57.5060 Other Revenue Vista Nueva 39,086 38,329 35,000 35,000 2107 - Vista Nueva Maint District Total 44,266 40,505 38,000 37,000 2108 - Mira Monte Maint District
2108.50.5566-54.8010 Use of money and property Investment Earnings 6,519 2,583 4,000 2,000 2108.50.5566-57.5070 Other Revenue Mira Monte 120,451 128,816 121,000 121,000 2108 - Mira Monte Maint District Total 126,970 131,399 125,000 123,000 2109 - Monte Bella Maint District
2109.50.5567-54.8010 Use of money and property Investment Earnings 92,007 38,791 70,000 37,000 2109.50.5567-57.5080 Other Revenue Monte Bella 646,506 728,754 600,000 719,000 2109 - Monte Bella Maint District Total 738,513 767,545 670,000 756,000 2201 - Sales Tax-Proposition 172
2201.40.4220-50.2050 Taxes City of Salinas-SB 172 583,621 536,185 520,200 600,000 2201 - Sales Tax-Proposition 172 Total 583,621 536,185 520,200 600,000 2202 - Supplemental Law Enf - AB3229
2202.40.4220-54.8010 Use of money and property Investment Earnings 1,586 160 7,000 1,000 2202.40.4220-55.4252 Intergovernmental Supp Law Enforcement (AB 3229) 405,918 397,076 405,000 500,000 S2202 - Supplemental Law Enf - AB3229 Total 407,504 397,236 412,000 501,000 2301 - Development Fees-Sewer & Storm
2301.00.0000-54.8010 Use of money and property Investment Earnings 49,563 21,689 30,000 19,000 2301.00.0000-56.5120 Charges for Services Sanitary Sewer Impact Fee 133,691 356,098 50,000 50,000 2301.00.0000-56.5130 Charges for Services Storm Sewer Impact Fee 137,198 204,173 50,000 150,000 2301 - Development Fees-Sewer & Storm Total 320,452 581,960 130,000 219,000 2302 - Development Fees-Parks & Playgr
2302.00.0000-54.8010 Use of money and property Investment Earnings 20,857 7,657 13,000 7,000 2302.00.0000-56.5140 Charges for Services Neighborhood Park Impact Fee 1,120 34,136 2,000 2,000 30 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 2302.00.0000-56.5160 Charges for Services Facilities Impact Fees (629) 15,853 2,000 2,000 2302 - Development Fees-Parks & Playgr Total 21,348 57,646 17,000 11,000 2303 - Development Fees-Library
2303.00.0000-54.8010 Use of money and property Investment Earnings 1,695 649 1,500 1,000 2303.00.0000-56.5160 Charges for Services Facilities Impact Fees 72 28,552 100 100 2303.00.0000-56.5180 Charges for Services Library Impact Fee 35,811 48,240 25,000 25,000 2303 - Development Fees-Library Total 37,578 77,441 26,600 26,100 2304 - Development Fees-Street Trees
2304.00.0000-54.8010 Use of money and property Investment Earnings - 37 - - 2304.00.0000-56.5110 Charges for Services Street Tree Fee 2,834 5,658 500 500 2304 - Development Fees-Street Trees Total 2,834 5,695 500 500 2305 - Development Fees-Annexations
2305.00.0000-56.5170 Charges for Services Annexation Impact Fees - - 100 100 2305 - Development Fees-Annexations Total - - 100 100 2306 - Development Fees-Arterial
2306.00.0000-54.8010 Use of money and property Investment Earnings 184,448 73,054 120,000 65,000 2306.00.0000-56.5150 Charges for Services Street/Traffic Impact Fees 430,565 472,925 210,000 600,000 2306.00.0000-90.5202 Transfers In from Special Const Assist-Bond 44,571 - - - 2306 - Development Fees-Arterial Total 659,584 545,979 330,000 665,000 2307 - Development Fees-Fire
2307.00.0000-54.8010 Use of money and property Investment Earnings 1,835 659 1,000 1,000 2307.00.0000-56.5160 Charges for Services Facilities Impact Fees 661 13,453 2,000 30,000 2307.00.0000-56.5190 Charges for Services Fire Protection Service Fee 13,980 18,492 10,000 15,000 2307 - Development Fees-Fire Total 16,476 32,604 13,000 46,000 2308 - Dev Fees Fund-Police
2308.00.0000-54.8010 Use of money and property Investment Earnings 12,797 5,753 6,000 6,000 2308.00.0000-56.5160 Charges for Services Facilities Impact Fees 88,025 177,961 80,000 80,000 2308 - Dev Fees Fund-Police Total 100,821 183,714 86,000 86,000 2401 - Gas Tax - 2107
2401.00.0000-54.8010 Use of money and property Investment Earnings 28,818 11,290 20,000 15,000 2401.00.0000-54.8050 Use of money and property Rental Income 177,017 188,936 165,400 165,400 2401.00.0000-55.5212 Intergovernmental State Gas Tax - 2107 1,048,590 1,118,347 1,070,800 1,412,000 2401.00.0000-55.5222 Intergovernmental State Gas Tax - 2107.5 10,000 10,000 10,000 10,000 2401 - Gas Tax - 2107 Total 1,264,425 1,328,573 1,266,200 1,602,400 2402 - Gas Tax - 2106
2402.00.0000-55.5202 Intergovernmental State Gas Tax - 2106 349,647 348,466 357,000 440,000 2402 - Gas Tax - 2106 Total 349,647 348,466 357,000 440,000 2403 - Gas Tax - 2105
2403.00.0000-55.5252 Intergovernmental State Gas Tax - 2105 (P-111) 830,441 826,465 844,400 1,034,000 2403 - Gas Tax - 2105 Total 830,441 826,465 844,400 1,034,000 2404 - Gas Tax - Motor Vehicle Fuel Tax
2404.00.0000-55.5262 Intergovernmental State Gas Tax - 2103 (TCR) 1,122,545 1,082,301 1,045,700 1,578,000 2404 - Gas Tax - Motor Vehicle Fuel Tax Total 1,122,545 1,082,301 1,045,700 1,578,000 2501 - Emergency Medical Service Fund
2501.00.0000-90.1000 Transfers In General Fund 953,200 1,015,300 850,000 850,000 2501.45.4520-54.8010 Use of money and property Investment Earnings 2,120 302 6,000 - 2501.45.4520-55.4013 Intergovernmental County CSA 74-Safety Equipment 140,516 138,815 140,000 140,000 2501 - Emergency Medical Service Fund Total 1,095,836 1,154,417 996,000 990,000 2502 - Asset Forfeiture
2502.40.4380-54.8010 Use of money and property Investment Earnings 2,701 1,366 750 2,000 2502.40.4380-55.4501 Intergovernmental Federal Reimbursements 51,238 4,702 100 100 2502.40.4380-55.4232 Intergovernmental State Seizure Reimbursement 40,723 6,110 20,000 20,000 2502.40.4380-57.8020 Other Revenue Surplus Property - - 100 - 2502.40.4380-57.8050 Other Revenue Miscellaneous Receipts - - 100 - 2502 - Asset Forfeiture Total 94,663 12,178 21,050 22,100 31 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 2503 - Traffic Safety
2503.00.0000-53.4010 Fines and Forfeits Vehicle Code Fines 243,791 251,387 250,000 200,000 2503.00.0000-53.4011 Fines and Forfeits Vehicle Code Fines-Red Light Cam 32,110 79,165 - 100,000 2503 - Traffic Safety Total 275,901 330,552 250,000 300,000 2504 - Vehicle Abatement
2504.00.0000-90.1000 Transfers In General Fund 50,000 50,000 50,000 50,000 2504.40.4116-55.4242 Intergovernmental Abandoned Vehicle Abatement 164,295 149,414 120,000 120,000 2504 - Vehicle Abatement Total 214,295 199,414 170,000 170,000 2505 - Recreation Parks
2505.55.6239-54.8050 Use of money and property Rental Income 28,699 - - - 2505.60.6239-54.8050 Use of money and property Rental Income 14,242 - 30,000 30,000 2505 - Recreation Parks Total 42,941 - 30,000 30,000 2506 - Recreation Parks
2506.00.8005-51.2170 Franchise Fees Cable TV 175,410 173,334 185,000 185,000 2506 - Recreation Parks Total 175,410 173,334 185,000 185,000 2507 - Municipal Art Fund
2507.00.0000-54.8010 Use of money and property Investment Earnings 140 - - - 2507.00.0000-56.8013 Charges for Services Public Art Charge 6,608 5,941 - 6,000 2507 - Municipal Art Fund Total 6,748 5,941 - 6,000 2508 - Contributions & Donations
2508.00.0000-54.8010 Use of money and property Investment Earnings 2,185 - - - 2508.00.0000-90.1000 Transfers In General Fund 987 - - - 2508.40.4110-57.8285 Other Revenue Contributions & Donations 26 - - - 2508.40.4170-57.8285 Other Revenue Contributions & Donations - 40,803 - - 2508.40.4170-57.8490 Other Revenue Animal Shelter Donations 36,360 13,637 - - 2508.55.6231-57.8285 Other Revenue Contributions & Donations 728 140 - - 2508.60.6005-57.8050 Other Revenue Miscellaneous Receipts 2,523 - - - 2508.60.6005-57.8180 Other Revenue Friends of the Library - 6,498 - - 2508.60.6005-57.8290 Other Revenue Library Donations 496 5,631 - - 2508 - Contributions & Donations Total 43,306 66,709 - - 2509 - KDF Los Padres Dev Social Svcs
2509.00.0000-54.8010 Use of money and property Investment Earnings 3,582 1,666 - 2,000 2509.55.6240-57.8510 Other Revenue KDF Tenant Services 30,771 70,724 - - 2509 - KDF Los Padres Dev Social Svcs Total 34,353 72,390 - 2,000 2510 - MX-Transport Safety & Inv Plan
2510.00.0000-54.8010 Use of money and property Investment Earnings 100,580 49,960 30,000 47,000 2510.00.0000-55.4073 Intergovernmental Measure X - TAMC 5,440,292 4,525,233 3,600,000 3,600,000 2510 - MX-Transport Safety & Inv Plan Total 5,540,872 4,575,193 3,630,000 3,647,000 2511 - SB1 Road Maintenance & Rehab
2511.00.0000-54.8010 Use of money and property Investment Earnings 39,013 19,538 15,000 29,000 2511.00.0000-55.5292 Intergovernmental SB1 Road Maintenance & Rehab 2,918,542 2,889,904 3,116,300 3,652,000 2511 - SB1 Road Maintenance & Rehab Total 2,957,555 2,909,442 3,131,300 3,681,000 2512 - SB1 Traffic Congestion Relief
2512.00.0000-54.8010 Use of money and property Investment Earnings 7,279 3,792 - 3,000 2512.00.0000-55.4292 Intergovernmental SB1 Loan Repayment 183,020 - - - 2512 - SB1 Traffic Congestion Relief Total 190,298 3,792 - 3,000 2601 - SRA Public Improvements
2601.20.2505-54.8010 Use of money and property Investment Earnings 27,987 10,844 6,000 9,000 2601 - SRA Public Improvements Total 27,987 10,844 6,000 9,000 2602 - HSA - Affordable Housing
2602.20.2505-54.8010 Use of money and property Investment Earnings 16,730 21,497 5,000 18,000 2602.30.2505-57.3020 Other Revenue Housing Revolving Loans 2,350,374 111,995 52,000 52,000 2602.30.2505-57.8050 Other Revenue Miscellaneous Receipts - - 100 100 2602 - HSA - Affordable Housing Total 2,367,104 133,492 57,100 70,100 32 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 2910 - Community Development
2910.00.0000-90.2911 Transfers In CDBG - Covid 19 - 11,598 - - 2910.30.3220-55.7501 Intergovernmental Block Grant 1,924,621 347,570 2,024,219 6,097,431 2910.30.3221-57.3020 Other Revenue Housing Revolving Loans 28,831 192,811 50,000 50,000 2910 - Community Development Total 1,953,453 551,980 2,074,219 6,147,431 2911 - CDBG - Covid 19
2911.30.3220-55.7501 Intergovernmental Block Grant - 247,704 1,209,375 777,790 2911 - CDBG - Covid 19 Total - 247,704 1,209,375 777,790 2930 - Home Investment Partnership
2930.00.0000-90.2910 Transfers In CDBG 15,225 - - - 2930.30.3220-54.8010 Use of money and property Investment Earnings 2,239 4,164 - 2,000 2930.30.3220-55.7521 Intergovernmental HOME Inv Partnership (HUD) 1,619,888 35,110 803,851 2,184,451 2930.30.3221-57.3020 Other Revenue Housing Revolving Loans 557,336 358,829 50,000 50,000 2930 - Home Investment Partnership Total 2,194,687 398,103 853,851 2,236,451 2940 - Emergency Solutions Grant-HUD
2940.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 251,989 55,474 179,001 251,631 2940 - Emergency Solutions Grant-HUD Total 251,989 55,474 179,001 251,631 2941 - Emergency Solutions Grant-COC
2941.00.0000-90.2943 Transfers In ESG-CV HUD - 1,673 - - 2941.30.3240-55.7531 Intergovernmental Emergency Solutions Grant 415,981 127,742 242,240 242,240 2941 - Emergency Solutions Grant-COC Total 415,981 129,415 242,240 242,240 2942 - CA Emergency Solutions & Housing
2942.30.3220-55.7532 Intergovernmental Emergency Solutions & Housing - 125,636 200,000 200,000 2942 - CA Emergency Solutions & Housing Total - 125,636 200,000 200,000 2943 - ESG-CV HUD
2943.30.3220-55.7531 Intergovernmental Emergency Solutions Grant - 2,408,984 4,000,000 4,000,000 2943 - ESG-CV HUD Total - 2,408,984 4,000,000 4,000,000 2944 - ESG-CV HCD
2944.30.3220-55.7531 Intergovernmental Emergency Solutions Grant - 160,819 - - 2944 - ESG-CV HCD Total - 160,819 - - 2945 - Housing - Other Agency Match
2945.30.3310-55.5073 Intergovernmental Monterey County - - 439,099 - 2945.30.3310-57.8415 Other Revenue Other Agency Contribution 31,129 340,922 439,099 - 2945 - Housing - Other Agency Match Total 31,129 340,922 878,198 - 2951 - SB2
2951.30.3220-55.7542 Intergovernmental SB2 - - 1,006,847 3,110,293 2951 - SB2 Total - - 1,006,847 3,110,293 2955 - Neighborhood Stabilization Prog
2955.30.3222-57.8050 Other Revenue Miscellaneous Receipts 45,104 - - - 2955 - Neighborhood Stabilization Prog Total 45,104 - - - 2957 - Inclusionary Housing Trust Fund
2957.30.3230-57.3020 Other Revenue Housing Revolving Loans 4,356 3,910 - - 2957.30.3230-57.8460 Other Revenue Inclusionary Housing 8,000 750 - - 2957 - Inclusionary Housing Trust Fund Total 12,356 4,660 - - 3182 - DOJ Office of Justice Program
3182.40.7101-55.7541 Intergovernmental Federal BJA - 143,294 - - 3182.40.7223-55.7541 Intergovernmental Federal BJA - 80,653 - - 3182 - DOJ Office of Justice Program Total - 223,948 - - 3283 - BSCC-Board of St&Comm Correction
3283.40.7409-54.8060 Use of money and property Building Lease 48,440 53,656 - - 3283 - BSCC-Board of St&Comm Correction Total 48,440 53,656 - - 4104 - 2014 COP Consolidation
4104.00.0000-90.1000 Transfers In General Fund - - - 59,000 4104.00.8004-54.8010 Use of money and property Investment Earnings 12,534 3,515 20,000 - 4104 - 2014 COP Consolidation Total 12,534 3,515 20,000 59,000 33 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 4106 - 2018 Lease-PS Building-Police
4106.00.0000-90.1200 Transfers In Measure G 1,208,116 4,739,701 5,593,300 5,423,500 4106 - 2018 Lease-PS Building-Police Total 1,208,116 4,739,701 5,593,300 5,423,500 4107 - COP 2018B T.R.I.P. Total Rd Impv
4107.00.0000-90.2510 Transfers In Measure X - TAMC 2,328,702 2,338,575 2,340,200 2,317,100 4107.00.8004-54.8010 Use of money and property Investment Earnings 14,471 8,288 - - 4107.80.8004-54.8010 Use of money and property Investment Earnings 408,800 7,978 - - 4107.80.8004-57.8050 Other Revenue Miscellaneous Receipts 1,150 - - - 4107 - COP 2018B T.R.I.P. Total Rd Impv Total 2,753,124 2,354,841 2,340,200 2,317,100 4108 - Energy Improvement
4108.00.0000-90.1000 Transfers In General Fund 1,207,035 - - - 4108.00.0000-90.1100 Transfers In Measure E 66,832 - - - 4108.00.0000-90.1200 Transfers In Measure G 5,205 - - - 4108.00.0000-90.6100 Transfers In Airport Fund 80,689 - - - 4108.00.0000-90.6200 Transfers In Industrial Waste 75,537 - - - 4108.00.0000-90.6400 Transfers In Sewer Fund 100,664 - - - 4108.00.0000-90.6801 Transfers In Downtown Parking 34,145 - - - 4108.00.0000-90.8915 Transfers In Successor Agency 1,335 - - - 4108.00.8004-54.8010 Use of money and property Investment Earnings 141 125 1,500 - 4108 - Energy Improvement Total 1,571,581 125 1,500 - 4109 - 2015 Refunding COP 2005 A & B
4109.00.0000-90.1000 Transfers In General Fund 314,689 - - - 4109.00.0000-90.6600 Transfers In Crazy Horse Landfill 385,100 - - - 4109.00.8004-54.8010 Use of money and property Investment Earnings 2,017 609 500 - 4109 - 2015 Refunding COP 2005 A & B Total 701,806 609 500 - 4110 - 2018 Lease-El Gabilan Library
4110.00.0000-90.1100 Transfers In Measure E 6,048,705 792,443 1,124,800 1,165,400 4110 - 2018 Lease-El Gabilan Library Total 6,048,705 792,443 1,124,800 1,165,400 4111 - Refund Bonds Series 2020A-Energy
4111.00.0000-90.1000 Transfers In General Fund - 766,143 1,504,400 1,175,500 4111.00.0000-90.1100 Transfers In Measure E - 42,293 82,200 64,900 4111.00.0000-90.1200 Transfers In Measure G - 3,294 6,400 5,100 4111.00.0000-90.6100 Transfers In Airport Fund - 51,062 82,400 78,300 4111.00.0000-90.6200 Transfers In Industrial Waste - 47,802 92,900 73,300 4111.00.0000-90.6400 Transfers In Sewer Fund - 63,703 123,800 97,700 4111.00.0000-90.6801 Transfers In Downtown Parking - 21,608 42,000 33,200 4111.80.8004-54.8010 Use of money and property Investment Earnings - 0 - - 4111.80.8004-58.8013 Other Financing Sources Bond Proceeds - 16,190,000 - - 4111.80.8004-58.8020 Other Financing Sources Bond Premium - 3,230,127 - - 4111 - Refund Bonds Series 2020A-Energy Total - 20,416,032 1,934,100 1,528,000 4112 - Refund Bonds Series 2020A-SVSWA
4112.00.0000-90.1000 Transfers In General Fund - - 50,000 670,500 4112.00.0000-90.6600 Transfers In Crazy Horse Landfill - 692,835 126,900 - 4112.80.8004-58.8013 Other Financing Sources Bond Proceeds - 4,440,000 - - 4112.80.8004-58.8020 Other Financing Sources Bond Premium - 561,244 - - 4112 - Refund Bonds Series 2020A-SVSWA Total - 5,694,079 176,900 670,500 4201 - Assessment District Admin
4201.20.2140-56.8010 Charges for Services Financial Assessment - - 16,000 - 4201 - Assessment District Admin Total - - 16,000 - 4202 - Assessment Districts-Debt Svc
4202.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 523,714 478,941 1,462,802 250,000 4202.20.2141-54.8010 Use of money and property Investment Earnings 5,283 28 - - 4202 - Assessment Districts-Debt Svc Total 528,998 478,969 1,462,802 250,000 4203 - Assessment District Reserve
4203.20.2141-54.8010 Use of money and property Investment Earnings 31,915 12,334 11,000 11,000 4203 - Assessment District Reserve Total 31,915 12,334 11,000 11,000 34 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 4204 - 2019 Spec Tax Bond Monte Bella
4204.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 165,611 180,315 168,000 180,000 4204.20.2141-54.8010 Use of money and property Investment Earnings - 40 - - 4204 - 2019 Spec Tax Bond Monte Bella Total 165,611 180,356 168,000 180,000 4205 - 2019 Spec Tax Bond Monte Bella 2
4205.00.0000-90.5302 Transfers In 2019 Spec Tax Bond Monte Bella 2 355,988 - - - 4205.20.2141-50.1140 Taxes Property Taxes-Assessment Dist - 144,059 140,000 160,000 4205.20.2141-54.8010 Use of money and property Investment Earnings 473 28 - - 4205 - 2019 Spec Tax Bond Monte Bella 2 Total 356,461 144,087 140,000 160,000 4206 - 2019 Spec Tax Bond Monte Bella 3
4206.00.0000-90.5303 Transfers In 2019 Spec Tax Monte Bella 3 - 402,870 - - 4206.20.2141-50.1140 Taxes Property Taxes-Assessment Dist - 15,238 120,000 180,000 4206 - 2019 Spec Tax Bond Monte Bella 3 Total - 418,108 120,000 180,000 5101 - Special Aviation Fund - State
5101.50.5340-55.7202 Intergovernmental State Aid - Airport - - 500 - 5101 - Special Aviation Fund - State Total - - 500 - 5102 - Special Aviation Fund - Federal
5102.50.5340-54.8010 Use of money and property Investment Earnings 15,092 6,259 18,000 6,000 5102.50.5340-55.5501 Intergovernmental Federal Aid - Airport 1,127,950 499,360 495,540 143,876 5102 - Special Aviation Fund - Federal Total 1,143,042 505,619 513,540 149,876 5201 - Special Const Assist - Fed & St
5201.00.0000-55.4530 Intergovernmental American Rescue Plan Act - - 11,100,000 - 5201.00.0000-55.5232 Intergovernmental Other State Grant & Reimb 467,085 184,147 6,541,167 - 5201.00.0000-55.5272 Intergovernmental Regional Surface Transp Program 51,889 2,614,307 - - 5201.00.0000-55.5511 Intergovernmental Other Federal Grant 776,113 2,220,835 6,300,000 11,950,000 5201.00.0000-90.2306 Transfers In Dev Fees - Arterial 21,552 - - - 5201.00.0000-90.2510 Transfers In Measure X - TAMC 6,409 - - - 5201.00.0000-90.2511 Transfers In SB1 Road Maintenance & Rehab 9,276 - - - 5201 - Special Const Assist - Fed & St Total 1,332,324 5,019,289 23,941,167 11,950,000 5202 - Special Const Assist-MX Bonds
5202.00.0000-90.2301 Transfers In Dev Fees - Storm & Sewer 40,943 - - - 5202.00.0000-90.5203 Transfers In Spec Const Assist - Other 45,823 - - - 5202 - Special Const Assist-MX Bonds Total 86,766 - - - 5203 - Special Const Assist - Others
5203.00.0000-54.8050 Use of money and property Rental Income - 270,091 - - 5203.00.0000-55.3023 Intergovernmental Developeers Contributions-Haciend - - - 1,650,000 5203.00.0000-55.5063 Intergovernmental Construction Assistance Others 564,914 166,728 197,000 193,000 5203.00.0000-55.5083 Intergovernmental Developers-FGA West 35,827 2,924 - - 5203.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 6,922 750 - - 5203.00.0000-55.5074 Intergovernmental Other Agencies - 10,000 - - 5203.00.0000-56.3050 Charges for Services General Plan/Zoning Fees 175,564 298,410 - 400,000 5203.00.0000-56.5200 Charges for Services AutoCAD 48,664 114,675 - - 5203.00.0000-56.6340 Charges for Services Library - Donations 100,150 221,945 - - 5203.00.0000-57.1060 Other Revenue Miscellaneous Insurances 57,907 206,122 - - 5203 - Special Const Assist - Others Total 989,948 1,291,644 197,000 2,243,000 5300 - Assessment District - Projects
5300.50.5120-54.8010 Use of money and property Investment Earnings 7,220 2,742 2,000 2,000 5300 - Assessment District - Projects Total 7,220 2,742 2,000 2,000 5301 - 2019 Spec Tax Bond Monte Bella
5301.00.0000-54.8010 Use of money and property Investment Earnings 8,056 160 - - 5301 - 2019 Spec Tax Bond Monte Bella Total 8,056 160 - - 5302 - 2019 Spec Tax Bond Monte Bella 2
5302.00.0000-58.8013 Other Financing Sources Bond Proceeds 2,090,000 - - - 5302.00.0000-58.8020 Other Financing Sources Bond Premium 203,920 - - - 5302 - 2019 Spec Tax Bond Monte Bella 2 Total 2,293,920 - - - 5303 - 2019 Spec Tax Bond Monte Bella 3
5303.00.0000-54.8010 Use of money and property Investment Earnings - 2,373 - 2,000 35 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 5303.00.0000-58.8013 Other Financing Sources Bond Proceeds - 2,695,000 - - 5303.00.0000-58.8020 Other Financing Sources Bond Premium - 242,947 - - 5303 - 2019 Spec Tax Bond Monte Bella 3 Total - 2,940,320 - 2,000 6100 - Municipal Airport
6100.50.5340-54.8010 Use of money and property Investment Earnings 17,848 8,493 15,000 10,000 6100.50.5340-54.5010 Use of money and property Hangar Rent 736,657 772,253 830,000 790,000 6100.50.5340-54.5020 Use of money and property Aircraft Parking 4,729 3,554 5,000 5,000 6100.50.5340-54.5030 Use of money and property Building Rental 291,838 325,556 325,000 428,000 6100.50.5340-54.5040 Use of money and property Ground Leases 352,873 407,667 410,000 330,000 6100.50.5340-54.5050 Use of money and property Fuel Fees 73,108 70,925 75,000 75,000 6100.50.5340-54.5060 Use of money and property Use Permits 42,500 37,350 25,000 40,000 6100.50.5340-54.5080 Use of money and property Refuse Fees 4,869 9,572 8,000 8,000 6100.50.5340-54.5085 Use of money and property Hangar Rent Non - Aeronautical - - - 8,000 6100.50.5340-54.5090 Use of money and property Hangar Rent Non - Airworthy - - - 40,000 6100.50.5340-56.8110 Charges for Services Rental Income 109,995 111,243 100,000 110,000 6100.50.5340-57.8050 Other Revenue Miscellaneous Receipts 46,503 61,788 35,000 40,000 6100.50.5340-57.8560 Other Revenue Airport Cardlock Deposits 740 901 20,000 5,000 6100 - Municipal Airport Total 1,681,660 1,809,301 1,848,000 1,889,000 6200 - Industrial Waste
6200.50.5441-54.8010 Use of money and property Investment Earnings 118,206 48,801 20,000 47,000 6200.50.5441-56.5040 Charges for Services Industrial Waste Fees 2,931,019 2,870,417 3,100,000 3,000,000 6200.50.5441-57.8050 Other Revenue Miscellaneous Receipts - 60 - - 6200 - Industrial Waste Total 3,049,225 2,919,278 3,120,000 3,047,000 6301 - Fairways Golf Course
6301.00.0000-54.8010 Use of money and property Investment Earnings 5,399 113 200 - 6301.00.0000-54.8080 Use of money and property Sierra Lease 83,064 116,667 100,000 100,000 6301 - Fairways Golf Course Total 88,463 116,779 100,200 100,000 6302 - Twin Creek Golf Course
6302.00.0000-54.8010 Use of money and property Investment Earnings - - 2,500 - 6302.00.0000-54.8070 Use of money and property First Tee Lease 75,000 60,000 60,000 60,000 6302.00.0000-90.1000 Transfers In General Fund - - 450,000 450,000 6302.80.8006-58.8013 Other Financing Sources Bond Proceeds - 2,977,191 - - 6302.80.8006-58.8020 Other Financing Sources Bond Premium - 317,432 - - 6302 - Twin Creek Golf Course Total 75,000 3,354,623 512,500 510,000 6400 - Sewer
6400.50.5442-54.8010 Use of money and property Investment Earnings 108,960 30,559 60,000 26,000 6400.50.5442-56.5050 Charges for Services Sanitary Sewer Surcharge Fees 2,405,560 5,002,049 3,760,000 4,800,000 6400.50.5442-56.5065 Charges for Services USA Service Fee 21,054 19,804 - - 6400.50.5442-57.8020 Other Revenue Surplus Property 3,675 - - - 6400.50.5442-57.8050 Other Revenue Miscellaneous Receipts 19,061 3,994 - - 6400 - Sewer Total 2,558,310 5,056,407 3,820,000 4,826,000 6500 - Storm Sewer (NPDES)
6500.00.0000-90.1000 Transfers In General Fund 2,489,100 2,354,100 2,512,100 2,512,100 6500.00.0000-90.1200 Transfers In Measure G 71,900 71,900 58,800 58,900 6500.00.0000-90.2401 Transfers In Gas Tax - 2107 150,000 150,000 15,000 15,000 6500.00.0000-90.2403 Transfers In Gas Tax - 2105 600,000 600,000 60,000 60,000 6500.50.5443-53.3012 Fines and Forfeits NPDES Citations 4,000 - - - 6500.50.5443-54.8010 Use of money and property Investment Earnings 3,075 3,932 500 5,000 6500.50.5443-56.5080 Charges for Services Review and Inspection Fees 2,024 215 10,000 10,000 6500.50.5443-57.8050 Other Revenue Miscellaneous Receipts 931 - 200 200 6500 - Storm Sewer (NPDES) Total 3,321,030 3,180,147 2,656,600 2,661,200 6600 - Crazy Horse Landfill
6600.20.2030-54.8010 Use of money and property Investment Earnings 19,181 6,536 - - 6600 - Crazy Horse Landfill Total 19,181 6,536 - - 6700 - Water Utility
6700.50.5445-55.4043 Intergovernmental Monterey Co. Animal Shelter 4,382 5,300 4,000 4,000 6700.50.5445-55.4053 Intergovernmental City Animal Shelter - - 3,000 3,000 6700.50.5445-55.5023 Intergovernmental MRWPCA 2,601 - 3,000 3,000 6700.50.5445-55.5033 Intergovernmental City Industrial Waste Facility - - 1,000 1,000 6700 - Water Utility Total 6,983 5,300 11,000 11,000 36 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 6801 - Downtown Parking District
6801.00.0000-90.8914 Transfers In RORF-Redev Obligation Retirement 952,402 947,593 952,000 949,300 6801.50.5446-52.5010 Licenses & Permits Parking Lot Permits 26,818 37,718 22,000 50,000 6801.50.5446-52.5020 Licenses & Permits Salinas St Garage Permits 103,390 31,160 93,600 60,000 6801.50.5446-52.5040 Licenses & Permits Monterey St Garage Permits 141,307 133,871 148,500 140,000 6801.50.5446-52.5070 Licenses & Permits Monterey St Garage - Hourly 135,030 58,880 316,500 170,000 6801.50.5446-52.5075 Licenses & Permits Parking Validation 9,018 6,578 11,500 5,000 6801.50.5446-57.8050 Other Revenue Miscellaneous Receipts 370 - - - 6801 - Downtown Parking District Total 1,368,334 1,215,800 1,544,100 1,374,300 6802 - Preferential Parking
6802.50.5447-52.5060 Licenses & Permits Preferential Permits 12,141 15,595 39,400 25,000 6802 - Preferential Parking Total 12,141 15,595 39,400 25,000 6803 - Parking Enforcement
6803.50.5448-53.4020 Fines and Forfeits Parking Fines 1,202,346 876,303 1,170,000 1,200,000 6803 - Parking Enforcement Total 1,202,346 876,303 1,170,000 1,200,000 6900 - Permit Services
6900.00.0000-54.8010 Use of money and property Investment Earnings 42,105 14,897 - 16,000 6900.30.3350-52.3010 Licenses & Permits Mechanical Permits 10,076 20,210 10,200 10,200 6900.30.3350-52.3020 Licenses & Permits Building Permits 734,825 1,064,822 1,100,000 1,400,000 6900.30.3350-52.3030 Licenses & Permits Plumbing Permits 23,911 26,778 3,500 15,000 6900.30.3350-52.3040 Licenses & Permits Electrical Permits 38,466 84,920 20,000 25,000 6900.30.3350-52.3060 Licenses & Permits Re-Roofing Permits 103,620 114,342 130,000 100,000 6900.30.3350-52.3070 Licenses & Permits Building Demolition Permit 1,288 1,288 1,000 1,000 6900.30.3350-53.3011 Fines and Forfeits Building Enforcement 153,011 31,671 - - 6900.30.3350-53.3405 Fines and Forfeits C & D Penalty 25,881 30,275 20,000 20,000 6900.30.3350-55.3013 Intergovernmental TRAKIT-Permit System Charges 196,688 191,452 256,500 256,500 6900.30.3350-56.3280 Charges for Services Fire Plan Check Fee-Permit Ctr - 47,313 44,000 44,000 6900.30.3350-56.3400 Charges for Services Building Plan Check Fees 946,138 947,653 1,000,000 1,000,000 6900.30.3350-56.3410 Charges for Services Special Building Inspection 58,975 38,552 50,000 50,000 6900.30.3350-56.3420 Charges for Services Reinspection Service 43,470 38,326 22,000 40,000 6900.30.3350-56.3430 Charges for Services Residential Report 45,660 52,013 40,000 35,000 6900.30.3350-56.3440 Charges for Services Microfilm Fee 28,405 37,979 25,000 35,000 6900.30.3350-56.3460 Charges for Services Other Building Fees 9,774 1,748 25,000 1,000 6900.30.3350-56.8060 Charges for Services Copying Fees 130 - - - 6900.30.3350-57.8080 Other Revenue Miscellaneous Deposits 1,562 4,417 6,500 6,500 6900 - Permit Services Total 2,463,984 2,748,655 2,753,700 3,055,200 7101 - Internal Services Administration
7101.14.1245-57.8050 Other Revenue Miscellaneous Receipts 673 500 - - 7101 - Internal Services Administration Total 673 500 - - 7102 - Internal Services Insurances
7102.00.0000-90.1200 Transfers In Measure G - - - 500,000 7102.12.1246-57.8050 Other Revenue Miscellaneous Receipts 35 425 - - 7102.14.1246-57.8050 Other Revenue Miscellaneous Receipts 218,580 276,521 60,000 200,000 7102 - Internal Services Insurances Total 218,615 276,946 60,000 700,000 7103 - Worker's Comp Self-Insurance
7103.00.0000-90.1000 Transfers In General Fund - 1,000,000 - - 7103.12.1247-57.1010 Other Revenue Workers Comp Premiums 196,601 - - - 7103.12.1247-57.1030 Other Revenue CalPERS Ind Disability Reimb 27,216 - - - 7103.14.1247-54.8010 Use of money and property Investment Earnings 96,537 44,997 15,000 47,000 7103.14.1247-57.1010 Other Revenue Workers Comp Premiums 4,909,846 5,224,032 5,352,700 5,352,700 7103.14.1247-57.1020 Other Revenue Workers Comp Reimb - - 10,000 10,000 7103.14.1247-57.1030 Other Revenue CalPERS Ind Disability Reimb - - 70,000 - 7103 - Worker's Comp Self-Insurance Total 5,230,199 6,269,029 5,447,700 5,409,700 7104 - General Liability Self-Insurance
7104.00.0000-90.1000 Transfers In General Fund 1,661,300 2,661,300 1,661,300 2,229,700 7104.00.0000-90.1100 Transfers In Measure E 191,300 - - 323,300 7104.00.0000-90.1200 Transfers In Measure G 350,300 - - 147,000 7104.14.1248-54.8010 Use of money and property Investment Earnings 60,267 25,307 15,000 8,000 37 SUMMARIES & SCHEDULES
Revenue

19-20 20-21 21-22 22-23
Account Number Account Description Actual Actual Budget Budget 7104.14.1248-57.1040 Other Revenue Liability Insurance 200,420 197,972 - 217,100 7104.14.1248-57.1060 Other Revenue Miscellaneous Insurances - 64,580 1,000 1,000 7104 - General Liability Self-Insurance Total 2,463,587 2,949,160 1,677,300 2,926,100 7120 - Internal Services-Fleet Maint
7120.00.0000-90.1000 Transfers In General Fund 1,995,400 1,995,400 2,120,000 2,120,000 7120.40.5233-57.8050 Other Revenue Miscellaneous Receipts 7,015 - - - 7120.50.5233-57.8050 Other Revenue Miscellaneous Receipts 467 1,712 - - 7120 - Internal Services-Fleet Maint Total 2,002,882 1,997,112 2,120,000 2,120,000 8914 - RORF-Redev Obligation Retirement
8914.20.2502-50.1090 Taxes Property Taxes-Tax Increments 2,402,751 2,407,980 2,249,655 500,000 8914.20.2502-54.8010 Use of money and property Investment Earnings 107,930 83,057 1,000 109,000 8914.20.2502-54.8050 Use of money and property Rental Income - - 24,400 - 8914 - RORF-Redev Obligation Retirement Total 2,510,681 2,491,037 2,275,055 609,000 8915 - Successor Agency Administration
8915.20.2505-50.1090 Taxes Property Taxes-Tax Increments 10,000 10,000 10,000 10,000 8915 - Successor Agency Administration Total 10,000 10,000 10,000 10,000 Grand Total 218,212,440 258,958,265 244,367,260 256,084,362 38 SUMMARIES & SCHEDULES
Administrative Overhead Rates

Allocated Cost Summary Direct Cost Base /
Total Allocation Total Allowable
Budget Indirect Cost Rate
All Funds $17,291,831 $112,089,783 15%
General Fund (1000) $11,243,853 $72,727,901 15%
Measure E (1100) $2,117,644 $12,044,156 18%
Measure G (1200) $1,578,778 $11,783,790 13%
Woodside Park Maint District (2102) $3,714 $34,000 11%
Downtown Mall Maint District (2103) $214 $2,200 10%
Airport Bus Park Maint District (2104) $2,016 $18,260 11% N E Salinas Landscape Dist (2105) $69,225 $640,760 11%
Harden Ranch Landscape Dist (2106) $19,534 $183,870 11% Vista Nueva Maint District (2107) $2,676 $22,100 12%
Mira Monte Maint District (2108) $11,284 $106,320 11%
Monte Bella Maint District (2109) $19,940 $184,110 11%
Sales Tax-SB172 (2201) $40,921 $600,000 7%
Supplemental Law Enf - AB3229 (2202) $40,921 $600,000 7% Emergency Medical Service Fund (2501) $104,763 $979,270 11% Asset Seizure (2502) $2,156 $20,000 11%
Vehicle Abatement (2504) $30,965 $166,490 19%
Recreation Parks (2505) $3,993 $23,400 17%
PEG Cable Franchise (2506) $8,475 $120,000 7%
HSA - Affordable Housing (2602) $7,075 $71,791 10%
Community Development (2910) $96,177 $896,324 11%
Home Investment Partnership (2930) $13,512 $130,540 10% Emergency Solutions Grant-HUD (2940) $6,804 $88,810 8%
Emergency Solutions Grant-COC (2941) $11,136 $145,526 8% 2014 COPS Hiring SRO (3163) $169,186 $1,332,800 13%
Violence Prevention Effort (3283) $30,635 $160,390 19%
Cal ID / RAN Grant (3302) $17,714 $115,106 15%
Assessment Districts-Debt Svc (4202) $140,832 $0 0%
Municipal Airport (6100) $512,602 $1,155,370 44%
Industrial Waste (6200) $92,684 $990,380 9%
Fairways Golf Course (6301) $124 $0 0%
Twin Creek Golf Course (6302) $521 $0 0%
Sewer (6400) $229,608 $1,669,700 14%
Storm Sewer - NPDES (6500) $281,884 $2,147,639 13%
Water Utility (6700) $2,891 $18,000 16%
Downtown Parking District (6801) $59,625 $507,520 12%
Preferential Parking (6802) $1,480 $21,500 7%
Permit Services (6900) $291,892 $2,151,060 14%
RORF-Redev Obligation Retirement (8914) $172 $1,800 10% Successor Agency Administration (8915) $24,202 $228,900 11% 39 SUMMARIES & SCHEDULES
Workforce

FY 1 9 FY 2 0 FY 2 1 FY 2 2 FY 2 3

GENERAL OPERATIONS
Police (Sworn) 174.000 174.000 174.000 174.000 172.000
Police (Adminstrative) 57.500 57.500 53.500 47.000 52.000 Fire (Sworn) 93.000 93.000 93.000 93.000 96.000
Fire (Administrative) 5.000 5.000 5.000 5.000 7.000
Total Public Safety 329.500 329.500 325.500 319.000 327.000 Mayor and City Council 7.000 7.000 7.000 7.000 7.000
Administration 12.000 12.000 6.000 8.000 8.000
Human Resources 7.000 7.000 9.000
Finance 26.000 26.667 25.000 28.000 30.000
City Attorney 5.000 5.000 5.000 3.000 4.000
Community Development 29.000 29.850 31.010 34.500 42.650 Engineering & Transportation 35.150 35.650 33.930 34.180 34.180 Environmental & Maintenance Services 46.500 46.750 46.750 33.750 40.750 Parks and Community Services 19.000 19.000 19.000 31.000 33.000 Library 41.000 41.500 41.500 41.500 41.500
Total Non Public Safety 220.650 223.417 222.190 227.930 250.080 TOTAL GENERAL OPERATIONS 550.150 552.917 547.690 546.930 577.080 INTERNAL SERVICES 13.200 13.450 13.450 13.450 14.450
ENTERPRISE OPERATIONS 43.150 43.383 43.610 45.370 51.220 ASSESSMENT & MAINTENANCE DISTRICTS 1.750 1.750 1.750 0.750 0.750 SUCCESSOR AGENCY 0.750
CITY-WIDE TOTAL 609.000 611.500 606.500 606.500 643.500 40 SALINAS PLAN
The Salinas Plan is a Ten- Year Plan designed to provide the City with a path toward maintaining a long- term balanced budget while preserving City services and addressing the affordable housing crisis. Here is a link to the: Salinas Plan.

On December 4, 2018, the National Resource Network (NRN) presented the Salinas Plan to the City Council. The Salinas Plan is a comprehensive review of City finances and operations that utilizes a ten- year budget model to identify the fiscal challenges facing the City; specifically, the model found that, absent corrective action, the City would see increasing deficits eventually exceeding $10 million per year by FY27 and $60 million total over the next ten years. Under this projection, the City would exhaust its reserves by FY23. Further, this projection assumes no additional investment by the City to help address the housing affordability crisis the City is now facing. On its current path, the City faces the steady erosion of existing services, with no additional resources available to address the housing crisis.

To prevent this outcome, the Salinas Plan includes a list of 32 recommended initiatives that, taken together, would enable the City to maintain its fiscal solvency, maintain its core services and strategic priorities, and identify additional resources to address the housing crisis. These initiatives achieve this through a variet y of methods, including savings by reducing or eliminating non- core services; identifying new revenues to fund key strategic priorities; and finding efficiencies in operations to enable the City to continue to deliver key services at a lower cost. The recommendations span nearly all City Departments and would entail sacrifices by employees, residents, and businesses – however, if completely implemented, the City should be able to maintain core services, increase efficiencies, implement new and expanded initiatives to address the housing crisis, and do so over the long-term by implementing fiscally sustainable practices.

Implementation of Recommendations

Staff has been working diligently to explore and, when appropriate, implement the recommendations of the Salinas Plan. This Budget reflects savings (when compared to the “do- nothing scenario”) that have been realized by the implementation of these recommendations, as noted in the Table and briefly described below.

PS01 Staffing and Overtime Re duction – Reduction of the minimum number of staffing from 4 to 3 has significantly reduced overtime costs.

PS03 Staffing and Overtime Reduction – Implementation of new RMS Technology in the Police Department has allowed for the Word Processing Division to be eliminated and remaining employees reassigned into other positions.

Code Initiative
FY23 Budgeted
Impact
PS01 Staffing and Overtime Reduction $770,500
PS03 Improve Police Department Technology 309,800
SS01 Recover Full Cost of Service from Monterey County Regional Fire District 154,000 SS02 Consolidate Animal Services (75,700)
MC01 Eliminate Downtown Parking Fund Deficits 216,200
OE01 Move Facility and Park Maintenance to Library and Community Services 174,300 WF01 Health Care Cost Containment 450,900
WF03 Eliminate Management and Flex Leave 706,300
Total $2,706,300
41 SALINAS PLAN
SS01 Recover Full Cost of Service from Monterey County Regional Fire District – The City and the MCRFD have entered into a new contract that provides additional cost recovery for the City’s coverage of a portion of the MCRFD’s territory.

SS02 Consolidate Animal Services – The City has reached a short -term Agreement with the County regarding joint operations and continues to negotiate for a long-term Agreement with the County.

MC01 Eliminate Downtown Parking Fund Deficits – The City has adopted changes to Parking District operations and the amounts charged for parking, which has significantly reduced the annual operating deficit.

OE01 Move Facility and Park Maintenance to Library and Community Services – The reorganization of responsibilities for the maintenance of parks allowed for the elimination of an administrative position.

WF01 Health Care Cost Containment – Employees now contribute 5% of the cost of their health care.

WF03 Eliminate Management and Flex Leave – Management and Flex Leave benefits have been eliminated.
42 MEASURE E
Over a period of three fiscal years beginning in April 2003, the Salinas City Council reduced City programs and services funded by the General Fund budget a total of $15.3 million dollars or 24%. The reductions were required to maintain the City’s financial solvency. The financial crisis was the result of a combination of factors including a weak economy evidenced by sales tax actually decreasing for two years, State raids on local revenue, increasing charges assessed by the County of Monterey, increasing retirement costs and increasing employee health insurance costs.

T
he required reductions included the elimination of 123.50 authorized positions, the layoff of employees and broadly impacted services throughout the City. Staff reported to City Council that absent a new, guaranteed source of General fund revenue, the City would not be able to restore the services that had been cut for at least 8-10 years.

A
t the City Council’s May 3, 2005 meeting, members of the public expressed their view that the City must be able to provide adequate police, fire and street and park maintenance services, and that the libraries and recreation centers should remain open. The public requested that Council consider placing a tax measure on the ballot so that revenue could be provided to restore vital services.

O
n May 17, 2005, the City Council received a report regarding its options for placing a tax measure before the City’s voters to generate sufficient revenue to maintain minimal levels of service for the public welfare.

Members of the public reiterated their support for such a measure, indicating that the community would suffer if services were further curtailed.

O
n June 7 and June 14, 2005, the Council reviewed and approved the FY 2005-06 budget, and confirmed the on-going reductions in services previously approved. On July 12, 2005, the Council adopted a resolution calling for an election to take place on November 8, 2005 to ask City voters to approve a half -cent transactions and use tax. The proposed tax measure also included a ten (10) year sunset provision and mandated the appointment of an independent committee with authority to both recommend the use of the tax revenue and provide oversight as to the use of funds.

O
n November 8, 2005, the voters of Salinas approved (61.74%) the ordinance establishing a Temporary Transactions and Use Tax at the rate of one- half of one percent (0.50%) to be in effect for a period of ten (10) y
ears. Initial collection of the tax began April 1, 2006 with the first receipt of revenues from the tax t o oc
cur in July 2006. The temporary tax was therefore scheduled to sunset April 1, 2016. During November 2012 Salinas’ residents approved the renewal of the transaction and use tax with no expiration date by removing the language addressing a tax collection sunset in April 2016.

T
he tax approved by the voters is a general tax. As such, the City may use the revenue from the tax for any general governmental purpose, including without limitation police, fire safety, paramedics, libraries, crossing guards, graffiti removal, anti-gang programs, and street and park maintenance.

I
n order to assure full compliance with the intent of the ordinance, the tax proceeds from this ordinance are separately received and accounted for in the City’s financial reporting system (Fund 1100). The Financ e Director reports at least quarterly to the Oversight Committee the use of tax proceeds. The Oversight Committee reports annually to the City Council regarding the use of tax proceeds.

T
he Oversight Committee is a fundamental provision in the voter-approved ordinance. The ordinance states that:

The Mayor and City Council shall each annually appoint one member of the public to serve as an oversight committee for the revenue that the City receives from the tax. The committee shall prepare an annual report on the revenue received and recommend the use thereof. The City Manager shall provide 43 MEASURE E
staff for the committee, and the Finance Director shall provide all relevant data regarding revenue from the tax and expenditure thereof.

Transactions and Use Tax collections began a severe decline starting in fiscal year 2009 that continued over a two- year period. Signs of recovery started to show in FY 11 and continued through FY 19. As a result of the COVID -19 pandemic, a brief decline was experienced in FY 20, with signs of significant improvement for FY 21 through FY 23.

Measure E tax collections are projected to increase $ 2.383,000 or 16.79% in FY 23 . Staff revenue projections are conservative and based on the current economic recovery signs. The City’s outsi de consultant (Hinderliter, de Llamas & Associates) agrees with staff revenue estimates for the City’s Transaction and Use Tax.

$0
$2
$4
$6
$8
$10
$12
$14
$16
FY07
Actual
FY08
Actual
FY09
Actual
FY10
Actual
FY11
Actual
FY12
Actual
FY13
Actual
FY14
Actual
FY15
Actual
FY16
Actual
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Budget
FY23
Budget
$10.0$10.2
$9.3
$8.9
$9.3 $9.8
$10.3
$10.9
$11.1
$11.4
$12.0
$12.6
$13.5
$13.0
$14.3$14.2
$16.6
Millions
44 MEASURE E
The proposed FY 23 Measure E CIP budget totals $680K, which is detailed below:

T
he Measure E proposed budget by department for FY 23 is as follows:

Meas
ure E operating budget is pending.

T
he number of positions funded by Measure E during FY 23 is summarized as follows:

Meas
ure E position count is pending.

Amount
Tennis Court Improvement 225,000$
Restroom Replacement 280,000
Computers Upgrade LCSD 100,000
Cesar Chavez Library Parking Lot Imp 75,000
680,000$
45 (This page intentionally left blank)
46 MEASURE G
With the passage of Measure G in November 2014, the City is in a position to make strategic investments to restore services and make strategic investments into public facilities and infrastructure. Each of the department’s plans are focused on delivering services and projects that reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement.

The public have consistently expressed a desire for more services to achieve a better, safer Salinas. Crime prevention, public safety, economic development, and street and sidewalk repair all contribute to safe, clean neighborhoods. These and other critical public services have all suffered from inadequate funding.

Increased funding for public safety has been identified through the community outreach process as the highest priority, but not the only priority. While residents have consistently stressed the importance of public safety, they have also recognized that safe communities require investments in violence prevention and community-building programs such as after -school programs, recreational activities, life- long learning opportunities and special events/cultural arts programming.

On March 25, 2014, the City Council reviewed the results of the community outreach, received further public comment, and directed staff to prepare a resolution calling for an election to ask voters of the City of Salinas to increase the general transactions and use tax by one cent, with a fifteen- year sunset, and with citizens’ oversight.

On June 24, 2014, the City Council held a noticed public hearing to consider calling a municipal election to seek voter approval of a proposed general transactions and use tax (or “sales tax”). At the conclusion of that hearing, the City Council decided to call an election to ask voters of the City to approve a local transactions and use tax for 15 years, the revenue from which would be used to support general municipal services.

On November 4, 2014, the voters of Salinas approved Measure G, an ordinance imposing a one- cent general transactions and use tax. Measure G has a fifteen- year term and requires the City Council to establish an Oversight Committee.

Measure G was premised upon and was presented to the voters as an opportunity to restore services to the community; to provide for a “safer, better Salinas.” Consistent with that purpose, the following question was presented to the voters:

“To improve our quality of life, maintain and enhance city services and facilities, including: crime and gang prevention; neighborhood policing and school safety; safety inspections; police, fire and paramedic response; fixing potholes, streets, and sidewalks; recreation and programs for youth and seniors; and other city services, shall the City of Salinas enact a one cent sales tax, that can’t be taken by the State, with citizens’ oversight, annual independent audits, with all funds dedicated to Salinas?”

As set forth in Section 32- 94 of the Measure G ordinance, the “Measure G Oversight Committee” has the following attributes and responsibilities:

1. The Committee consists of no fewer than seven members of the public (one member selected by each Council member with the initial Committee appointed by the Council by March 31, 2015);

2. The Committee members shall be either city residents or representatives of businesses located in Salinas;

3. The Committee receives and by May 30 of each year is responsible for reviewing the City auditor’s report and based on their review of the auditor’s report is responsible for issuing a public report to the City Council on the receipt of revenue and expenditure of Measure G funds and such other matters the City Council may assign.
47 MEASURE G
As approved by the City Council on March 31, 2015 and Adopted by Resolution on April 14, 2015, the Committee shall meet three times per year:

1. As set forth in Section 32-94 of the Ordinance, before May 30 of each year to “review the auditors’ report, for each year in which the auditors prepare such a report, [for the purpose of issuing] a report to the City Council regarding the use of revenue [from Measure G] and such other matters as the City Council may assign.”

2. Following the City Council’s adoption of the annual budgets (Operating, Capital, Measure E, and Measure G) for the purpose of understanding how the City Council directed the expenditure of Measure G revenues.

3. Prior to the City Council’s adoption of the annual budgets so that City staff can present informati on
t
o the Committee on Measure G revenues and the Measure G expenditures proposed in the annual Measure G Budget.

T
he Committee may have additional meetings beyond these three, provided a majority of the Committee requests an additional meeting(s) and the Committee’s request is approved by the Mayor.

I
n order to assure full compliance with the intent of the ordinance, the tax proceeds from this ordinance are separately received and accounted for in the City’s financial reporting system (Fund 1200).

T
he City received $5.4 million for the last quarter of FY 15, $22.6 million for FY 16, $24.1 million for FY 17, $25.2 million for FY 18, $27.2 million for FY 19, $26.0 million for FY 20, and $2 8.5 million for FY 21. For FY 22 and FY 2 3, the City is expecting $27.9 million and $33.1 million, respectively. T he FY 2 3 budget includes $4,237,110 in capital improvement projects (CIP), a $ 6,134,500 transfer out to mainly fund the new Public Safety building debt service, and an operating budget. The CIP includes such projects as the Alisal Vibrancy Plan, athletic field repairs, city cleanup, and fleet replacement. The detail of the proposed capital projects are located in the capital improvement budget document for FY 23. $0
$5
$10
$15
$20
$25
$30
FY 15
Actual
FY 16
Actual
FY 17
Actual
FY 18
Actual
FY 19
Actual
FY 20
Actual
FY 21
Actual
FY 22
Budget
FY 23
Budget
$5.4
$22.6
$24.1
$25.2
$27.2 $26.0
$28.5
$27.9
$33.1
Millions
48 MEASURE G
As mentioned, each of the department’s plans are focused on delivering services and projects that are aligned with Council goals and objectives and reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement. The Department plans were presented to the City Manager, who made the final determination on the proposal to the City Council. In addition to community funding themes and City Council goals, the City Manager’s proposed budget allocating Measure G funds factors in city wide operations, all funding sources, all department requests, a sustainable level of staffing, and the full 15- year horizon. The eight h year of Measure G operating costs for FY 23 is shown below:

Measure G operating budget is pending.

As mentioned above, the Measure G Capital Improvement Program (CIP) budget totals $4,237,110 and consists of 16 projects. For a complete list of projects, see the Proposed Measure G CIP Projects Budget for FY 23:

The number of positions funded by Measure G during FY 23 is summarized as follows:

A total of 55 positions were funded with Measure G funds in FY 16, 79 in FY 17, and 83 in FY 18. The increases between the fiscal years include 10 police officers, 12 existing SAFER grant funded fire fighters that were transitioned to Measure G funding as the grant expired, and 2 Street Outreach Specialist staff as part of the Community Safety program. In FY 18, 4 more police officers and 2 fire fighters previously funded by the SAFER grant were added as was planned since the inception of Measure G, and 2 Street Outreach Specialist staff were moved out to temporarily fund with a $500,000 state grant. In FY 19, 6 more police officers were added. These 6 police officers were previously going to be funded as School Resource Officers (SRO’s) by the COPS grant. Out of the original 8 SRO grant funded positions, to- date, 2 police officers are operating as SRO’s and funded under the COPS grant and 6 will not be funded by the COPS grant and are now funded with Measure G. The total sworn personnel count for the police department remains at 174. In FY 20 and FY 21, staffing figures remained constant from the previous year. In FY 22,

6.0 FTE were moved from Meas ure G to the General Fund. This was done to free up additional Measure G funding for various projects, notably $3M for the Alisal Vibrancy Plan.

Measure G position count for FY 23 is pending.

Category Budget
Recreation 215,000$
Community Development 2,078,240
Public Works 443,870
Public Safety - Fire 1,500,000
Total 4,237,110$
49 (This page intentionally left blank)
50 ADMINISTRATION DEPARTMENT
Organizational Chart by Division

CITY MANAGER'S
OFFICE

CITY CLERK

ADMIN SUPPORT
51 ADMINISTRATION DEPARTMENT
Organizational Chart by Position

CITY MANAGER
City Clerk
Assistant City Clerk
Executive Assistant to
City Manager
Management Analyst
Confidential Office
Tech
Community Relations
Manager
Assistant City Manager
52 (This page intentionally left blank)
53 ADMINISTRATION DEPARTMENT
Summary

The Administration Department provides external and internal support services for a number of essential functions related to the management operations of the City government. Under the direction of the City Manager's Office, these functions include, logistical support for the Mayor and Council, recording and archiving of the City's official records, and economic development.

City Council Goals, Strategies, and Objectives for FY 2022-23 Operational Efficiencies

1. Continue Council and community engagement regarding City services, fiscal management, and completion of the strategic plan objectives. (Strategic Goal: Effective & Culturally Responsive Government)

2. Continue to work with local service providers and County officials to mitigate homeless encampments, construction of a permanent shelter, and solidify housing and commercial development in the Chinatown area other identified areas city -wide. (Strategic Goal:

Housing/Affordable Housing)

3. Continues to lead the efforts between the City and County consolidated s ervices. (Strategic Goal:

Effective & Culturally Responsive Government)

4. Continue oversight and implementation of the Housing Element, Downtown Vibrancy, Chinatown Vibrancy, the Alisal Vibrancy, Parks, Recreation and Libraries Master Plan, Public Art Master Plan and the General Plan. (Strategic Goal: Economic Development; Housing/Affordable Housing; Infrastructure & Environmental Sustainability; Public Safety; Youth & Seniors; and Effective & Culturally Response Government)

5. Update and modernize day to day function in the City Clerk’s Office utilizing current technology. (Strategic Goal: Effective & Culturally Responsive Government)

6. Continue to develop and implement a commission, boards, committee streamlined intake process to include retention and training. (Strategic Goal: Effective & Culturally Responsive Government) Major Budget Changes
Workforce allocation and adjustment within the City Manager’s Division to include the addition of one (1) full-time Confidential Office Technician to support Administration operations. 54 FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 1111 City Manager`s Office 714,214 862,594 1,072,086 1,346,003 1120 City Clerk 533,010 567,061 769,607 681,720 1355 Economic Development 999,971 496,187 684,193 Total 2,247,194 1,925,843 2,525,886 2,027,723 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,219,663 1,410,259 1,757,216 1,698,673 62 - Supplies & Materials 10,379 11,299 27,932 9,450 63 - Outside Services 970,764 405,912 635,213 268,300 64 - Other Charges 43,835 89,100 99,733 51,300 66 - Capital Outlays 2,553 9,273 5,792
Total 2,247,194 1,925,843 2,525,886 2,027,723 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 2,138,204 1,827,837 2,397,112 1,709,123 1200 Measure G 108,990 98,006 128,774 318,600 Total 2,247,194 1,925,843 2,525,886 2,027,723 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office 2.500 3.000 4.000 6.000
1120 City Clerk 2.000 2. 000 2.000 2.000
1140 Human Resources 6.500
1355 Economic Development 1.000 1.000 2.000
Total 12.000 6.000 8.000 8.000

ADMINISTRATION DEPARTMENT
Summary
55 ADMINISTRATION DEPARTMENT
1111 City Manager’s Office Division
Purpose
Manage the Salinas Municipal Corporation a consistent with the policy direction established by the City Council and municipal law.

Division Operations

1. Economic Vitality: Develop, enhance and protect an expanded local economic base.

2. Salinas as a City of peace: Through a community safety director, implement a comprehensive and collaborative community safety strategy.

3. Develop, recommend and implement comprehensive City budget and financial policies.

4. Coordinate efforts to achieve cooperative intergovernmental initiatives and pri vate/public partnerships.

5. Implement and monitor new City Council Goals and Objectives.

Major Budget Changes
Workforce allocation and adjustment to include the addition of one (1) full-time Confidential Office Technician to support Administration operations.
56 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 687,892 846,504 1,035,586 1,313,553 62 - Supplies & Materials 5,572 7,828 6,110 5,250 63 - Outside Services 5,818 5,606 7,945 6,700 64 - Other Charges 14,473 2,656 22,033 20,500 66 - Capital Outlays 459 412
Total 714,214 862,594 1,072,086 1,346,003 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 605,223 764,588 943,312 1,027,403 1200 Measure G 108,990 98,006 128,774 318,600 Total 714,214 862,594 1,072,086 1,346,003 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office 2.500 3.000 4.000 6.000
Total 2.500 3.000 4.000 6.000

ADMINISTRATION DEPARTMENT
1111 City Manager`s Office Division
57 ADMINISTRATION DEPARTMENT
1120 City Clerk Division

Purpose
The City Clerk's Office is the record and archive keeper of the City's legislative actions, which includes indexing and retrieving of records of the City Council, the Successor Agency to the former Salinas Redevelopment Agency, Measure E and Measure G Oversight Committees. The Clerk’s Office is responsible for processing all legislative actions ensuring transparency and codification of the municipal code. The Clerk's Office prepares and posts the City Council agendas, public meeting notices, and distributes Council material in accordance with State law. The Office of the City Clerk is the filing official for campaign committee reports, statements of economic interest and local ethics training and filings in accordance with the Political Reform Act and Brown Act. The office of the Clerk oversees Commission/Board/Committee vacancies, appointments, ceremonial function and serves as the election official for local municipal elections; responds to records research requests adhering to the Public Records Act; responds to public inquiries; and serves as liaison and support services to the City Council, Measure E and Measure G Oversight Committees.

Division Operations

1. Agenda management and preparation for legislative body meetings.

2. Legislative actions recordation through imaging and indexing of historical records of the City Council, Measure E and Measure G Oversight Committee.

3. Provide support services to the City Council and the City Manager implementation of public policy via Council actions.

4. The City Clerk’s office serves as the filing official and oversees municipal elections.

5. Management of customer service relations platform and initiatives.

6. Coordinates the State mandated AB 1234 Local Ethics Training and filing of campaign disclosure and conflict of interest forms.

7. Oversight of the City-wide records retention and day to day function in the City Clerk’s Office in line with technological advancements.

8. Ongoing implementation of a commission, boards, committee streamlined intake process to include retention and training.

Major Budget Changes
None.
58 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 338,204 358,407 357,357 385,120 62 - Supplies & Materials 4,050 3,471 7,395 4,200 63 - Outside Services 170,283 179,875 376,744 261,600 64 - Other Charges 18,379 16,890 22,730 30,800 66 - Capital Outlays 2,094 8,418 5,381 Total 533,010 567,061 769,607 681,720 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 533,010 567,061 769,607 681,720 Total 533,010 567,061 769,607 681,720 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1120 City Clerk 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000

ADMINISTRATION DEPARTMENT
1120 City Clerk Division
59 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office
Assistant City Manager 0.500 1.000 1.000 1.000
City Manager 1.000 1.000 1.000 1.000
Executive Assistant 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000
Management Analyst 1.000
Community Relations Manager 1.000 1.000
1111 City Manager`s Office Total 2.500 3.000 4.000 6.000 1120 City Clerk
City Clerk 1.000 1.000 1.000 1.000
Deputy City Clerk 1.000 1.000
Assistant City Clerk 1.000 1.000
1120 City Clerk Total 2.000 2.000 2.000 2.000
1140 Human Resources
Assistant City Manager 0.500
Human Resource Analyst I 1.000
Human Resource Analyst II 2.000
Human Resources Technician 2.000
Human Resources Director 1.000
1140 Human Resources Total 6.500
1355 Economic Development
Economic Development Mgr 1.000 1.000
Management Analyst 1.000
Sr Economic Development Manager 1.000
1355 Economic Development Total 1.000 1.000 2.000
Total 12.000 6.000 8.000 8.000

ADMINISTRATION DEPARTMENT
Work Force
60 CITY ATTORNEY DEPARTMENT
Organizational Chart by Division

CITY ATTORNEY
Transactional
Matters
Civil Litigation
Employment /
Personnel Matters
Code Enforcement /
Criminal Prosecutions
Risk Management
(Insurance / Workers
Comp)
General Municipal
Law (Brown Act /
Ethics / PRA)
Land Use / CEQA
Development Projects
Comissions,
Committees, Boards
61 CITY ATTORNEY DEPARTMENT
Organizational Chart by Position

CITY ATTORNEY
Assistant
City Attorney
Confidential Office
Technician
Assistant
City Attorney
Senior Risk Management
Technician
Assistant
City Attorney
Legal Secretary
62 CITY ATTORNEY DEPARTMENT
Summary

Purpose
As provided in the City Charter, the City Attorney's Office provides legal representation and guidance to the City Council, its committees, boards and commissions, the City Manager and City Departments.

Division Operations

1. Economic Development

2. Housing/Affordable Housing

3. Infrastructure and Environmental Sustainability

4. Public Safety

5. Youth and Seniors

6. Effective and Culturally Responsive Government

City Council Goals, Strategies, and Objectives for FY 2022-23

1. Support Efforts to Generate Revenue Sources to Invest in Existing Facilities and Infrastructure. (Infrastructure and Environmental Sustainability) a. Advise on transactional support and fee/finance issues related to additional investment in existing facilities and infrastructure.
b. Advise on procurement and contracting for American Rescue Plan Act (ARPA) funded projects.

2. Support Efforts to Fund Storm Water Program and Additional Taxes and Fees. (Infrastructure and Environmental Sustainability)
a. Advise on and support efforts to establish new and additional fees and taxes to fund the City’s storm water management program and maintenance of City parks and rec reation facilities.

3. Municipal Code Update. (Effective and Culturally Responsive Government; Infrastructure and Environmental Sustainability)
a. Complete update of the Municipal Code to identify and to update self -imposed regulations that hinder operational efficiencies.
a. Update purchasing policies and purchasing manual, to include an environmentally friendly purchasing requirement.
b. Support efforts to establish a Youth Commission. (Youth and Seniors)

4. Cost-Recovery Program. (Effective and Culturally Responsive Government) a. Continue to implement and manage a cost -recovery program so the City can recover its costs and can recover for damaged property.

5. Employment/Human Resources. (Effective and Culturally Responsive Government) a. Continue to review and to update personnel policies, as needed. Continue to participate in and advise on employee issues during continued negotiations with the remaining bargaining groups.

6. Civil Litigation. (Effective and Culturally Responsive Government) a. Continue to manage the bulk of civil litigation in-house, with less reliance on outside counsel, except for some unique and particularly specialized cases. b. Work to resolve North of Boronda Future Growth Area- related litigation to facilitate development of new housing. (Housing/Affordable Housing)

7. Prosecution of Municipal Code Violations. (Public Safety) a. Continue to prosecute misdemeanor violations of the Salinas Municipal Code.

8. Continue to address workers’ compensation costs, continue moving toward sound actuarial funding. (Effective and Culturally Responsive Government) 63 CITY ATTORNEY DEPARTMENT
Summary

a. Reduce general fund costs in management and administration of general liability and workers compensation programs.
b. Identify workers’ compensation cases which are eligible for early resolution. c. Develop and implement a City -wide Safety Training Program; participate in Safety Committee meetings.
d. Assist with coordination of early Return to Work for Industrial and Non-industrial Injuries. e. Annually audit workers’ compensation third party administrator’s performance in managing claims and liabilities.
f. Review and update actuarial data in workers’ compensation program to ensure adequate funding and reduction in outstanding accrued liability.

Major Budget Changes
A Legal Secretary position is open for recruitment and when filled will provide much- needed support and efficiency and effectiveness within the Office.

The Office will be recruiting for a Assistant City Attorney to fill a recently created vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with civil litigation.

64 FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 1400 City Attorney's Office 803,554 780,960 881,684 1,053,224 Total 803,554 780,960 881,684 1,053,224 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 729,019 706,557 695,384 865,524 62 - Supplies & Materials 22,397 27,654 27,100 27,200 63 - Outside Services 35,382 28,642 95,900 97,100 64 - Other Charges 14,368 7,876 23,400 23,400 66 - Capital Outlays 2,388 10,230 39,900 40,000 Total 803,554 780,960 881,684 1,053,224 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 803,554 780,960 881,684 1,053,224 Total 803,554 780,960 881,684 1,053,224 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office 5.000 5.000 3.000 4.000
Total 5.000 5.000 3.000 4.000

CITY ATTORNEY DEPARTMENT
Summary
65 CITY ATTORNEY DEPARTMENT
1400 City Attorney’s Office Division
Purpose
As provided in City Charter, provide effective legal representation and guidance to the City Council, its committees, boards and commissions, the City Manager, and City departments.

Division Operations

1. Economic Development

2. Housing/Affordable Housing

3. Infrastructure and Environmental Sustainability

4. Public Safety

5. Youth and Seniors

6. Effective and Culturally Responsive Government

Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Actual
FY 2022-23
Projected
FY 2022-23
Goal
# requests for legal services 388 1,500
# criminal cases reviewed or prosecuted 232 250
# Pitchess motions responded to and defended 2 5
# civil cases filed and defended 7 5
# Code enforcement cases and nuisance
abatements 4 5
# Public Records Act requests responded to 60 28 25
# Economic development agreement and other
contracts 350 170 175
# Workers Compensation cases presented to
CM or CC 156 150
Employment matters--Representation and
A dvic e 17 20
Legal support of election and/or revenue
measure initiative 0 1

Major Budget Changes
A Legal Secretary position is open for recruitment and when filled will provide much- needed support and efficiency and effectiveness within the Office.

The Office will be recruiting for a Assistant City Attorney to fill a recently created vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with civil litigation.

66 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 729,019 706,557 695,384 865,524 62 - Supplies & Materials 22,397 27,654 27,100 27,200 63 - Outside Services 35,382 28,642 95,900 97,100 64 - Other Charges 14,368 7,876 23,400 23,400 66 - Capital Outlays 2,388 10,230 39,900 40,000 Total 803,554 780,960 881,684 1,053,224 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 803,554 780,960 881,684 1,053,224 Total 803,554 780,960 881,684 1,053,224 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office 5.000 5.000 3.000 4.000
Total 5.000 5.000 3.000 4.000

CITY ATTORNEY DEPARTMENT
1400 City Attorney's Office Division
67 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office
Assistant City Attorney 1.000 1.000 1.000 1.000
City Attorney 1.000 1.000 1.000 1.000
Legal Secretary 1.000 1.000 1.000
Confidential Office Technician 1.000 1.000 1.000 1.000
Deputy City Attorney 1.000 1.000
1400 City Attorney's Office Total 5.000 5.000 3.000 4.000 Total 5.000 5.000 3.000 4.000

CITY ATTORNEY DEPARTMENT
Work Force
68 CITY COUNCIL DEPARTMENT
Organizational Chart by Position

Kimbley Craig
Mayor
Carla Viviana
Gonzalez
District 1
Orlando Osornio
District 4
Tony Barrera
District 2
Christie Cromeenes
District 5
Steve McShane
District 3
Anthony Rocha
District 6
69 CITY COUNCIL DEPARTMENT
Summary

Purpose
The City Council is comprised of seven members and serves as the policy -making and legislative body of the City of Salinas. Six council members are elected by district for a four -year term, and the Mayor is elected at-large for a two-year term. The Council meets on Tuesdays at said hour/date as established by notice. Special Meetings and Study Sessions may occur on other days of the week as necessary.

70 FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 1000 City Council 281,174 246,282 282,723 317,451 Total 281,174 246,282 282,723 317,451 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 260,575 228,702 255,313 271,641 62 - Supplies & Materials 1,030 1,039 1,197 2,000 63 - Outside Services 11,197 12,634 10,000 10,000 64 - Other Charges 8,372 3,447 16,213 33,810 66 - Capital Outlays 461
Total 281,174 246,282 282,723 317,451 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 281,174 246,282 282,723 317,451 Total 281,174 246,282 282,723 317,451 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
Summary
71 CITY COUNCIL DEPARTMENT
1000 City Council Division
City Council Goals, Strategies, and Objectives for FY 2022-23 The City Council strives to implement key strategic goals and strategies identified during their 2022 strategic planning session.

The new City of Salinas Strategic Plan 2022-2025 goals include the following:
• Economic Development - Sustain, encourage, and develop a diverse and thriving economy that benefits all Salinas residents and businesses and that contributes to the community’s economic health.
• Housing/Affordable Housing - Pursue housing options for residents of all income levels, including the unsheltered, that is safe and secure.
• Infrastructure & Environmental Sustainability – Invest in and maintain green infrastructure that creates a vibrant City and generates community pride and improved climate resiliency. • Public Safety – Continue to improve community safety by engaging residents and using a broad range of proactive approaches that emphasize community connection and prevention programs. • Youth & Seniors – Provide opportunities for healthy development and social connections through recreational facilities, programs, and activities.
• Effective & Culturally Responsive Government – Provide effective and culturally -responsive government programs and services in a professional, customer -oriented manner that ensures equitable solutions to community challenges.

Staff will continue to work incrementally to make progress on strategic goals.

Division Operations

1. Continue to hold City Council meetings as prescribed by the City Charter.

2. Determine and prioritize service levels for all City departments.

3. Participate in appropriate advocacy associations, including the League of California Cities and the National League of Cities.

4. Represent the City's interests in regional and intergovernmental processes.

5. Continue outreach to City residents, neighborhoods, and community groups.

Major Budget Changes
None.
72 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 260,575 228,702 255,313 271,641 62 - Supplies & Materials 1,030 1,039 1,197 2,000 63 - Outside Services 11,197 12,634 10,000 10,000 64 - Other Charges 8,372 3,447 16,213 33,810 66 - Capital Outlays 461
Total 281,174 246,282 282,723 317,451 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 281,174 246,282 282,723 317,451 Total 281,174 246,282 282,723 317,451 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
1000 City Council Division
73 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council
City Council 6.000 6.000 6.000 6.000
City Mayor 1.000 1.000 1.000 1.000
1000 City Council Total 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
Work Force
74 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Division

Permit Services moved to a separate Enterprise Operation fund effective FY 2018.

COMMUNITY

DEVELOPMENT

DIRECTOR

ADMINISTRATION

ASSISTANT

COMMUNITY

DEVELOPMENT

DIRECTOR

ADVANCED

PLANNING &

PROJECT

IMPLEMENTATION

HOUSING &

COMMUNITY

DEVELOPMENT

ECONOMIC

DEVELOPMENT

CURRENT

PLANNING
PERMIT

SERVICES
CODE

ENFORCEMENT
75 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Position
Permit Services has moved to a separate Enterprise Operation fund effective FY 20 18.

COMMUNITY

DEVELOPMENT

DIRECTOR
CODE

ENFORCEMENT
Code Enforcement
Manager
Admin Aide
Admin Aide
Admin
Clerk I
Sr Code
Enforce Off
Code
Enforce Off
II (3)
Code
Enforce Off
I (2)

CURRENT

PLANNING
Planning Manager
Senior
Planner
Assistant
Planner (3)
Associate
Planner
Admin Aide

PERMIT SERVICES
Chief Building Official
Sr Plan
Check Eng
(2)
Bldg Permit
Specialist
Jr Engineer
Inspection
Svcs Mgr
Sr Combo
Bldg Insp
Combo
Bldg Insp II
(2)
Combo
Bldg Inp I
Revenue
Officer
Permit Ctr
Coord
Permit
Tech (3)
Comm Out
Asst
Comm Out
Asst (LT)
Admin Aide
Assistant CDD
Director

HOUSING &

COMMUNITY DEV
Planning Mgr
Homeless
Svcs Mgr
Comm Dev
Analyst
Comm Out
Asst (LT-2)
Comm Dev
Analyst
Sr Comm
Dev
Analyst
Comm Dev
Analyst
Comm Dev
An (LT)
Comm Out
Asst (LT)
Comm Dev
Analyst (2)

ADV PLAN & PROJ

IMPLEMENTATION
Planning Mgr
Sr Planner
(2)
Associate
Planner
Associate
Planner
Mgmnt
Analyst

ECONOMIC DEV
Sr Ec Dev Mgr
Econ Dev
Analyst
Comm Dev
An (LT)
Office Tech
Adm Analyst
(Permit Svc)
76 COMMUNITY DEVELOPMENT DEPARTMENT
Summary

Purpose
With ongoing community collaboration, the Community Development Department is committed to creating a safe, healthy, and prosperous Salinas through targeted revitalization and sustainable, well-designed land use and development. Department functions include planning, plan implementation, permitting, management of federal funding, housing facilitation, homeless services, code enforcement, and small business development. There are seven divisions in the Department: Administration, Advanced Planning & Project Implementation, Current Planning, Permit Services, Code Enforcement, Housing & Community Development, and starting in FY 22/23, Economic Development.

Last fiscal year was extremely busy for the department as staff fielded nearly 37,000 calls, issued 2,264 permits with a valuation of almost $58 million, secured over $49 million in grants, and provided direct rental support of nearly $9 million to over 1,100 households. The department also continued the multi -year process to draft the General Plan Update and Climate Action Plan with a focus on equity and community engagement
.

City Council Goals, Strategies, and Objectives for FY 2022-23 (Economic Development, Housing/Affordable Housing, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors, Effective and Culturally Responsive Government) ADD ED Objectives

1. Continue to implement the Alisal Vibrancy Plan including greening, litter abatement and public art/district identity improvements and the adoption of commercial corridor guidelines and a district identity plan. (Strategic Goal: Economic Development)

2. Continue to support small businesses through business navigation, loans, and connection to small business resources. (Strategic Goal: Economic Development)

3. Work with developers to entitle the Ferrasci Business Center Specific Plan (Target Area K) which will provide new employment and revenue generating opportunities. (Strategic Goal: Economic Development)

4. Evaluate the tax and regulatory environment for commercial cannabis and make data informed recommendations to City Council on improvements to the Commercial Cannabis Ordinance, tax rates, and permitting process to stabilize the industry in Salinas. (Strategic Goal: Economic Development)

5. Continue to work with the community, food vendors, and nonprofits to expand healthy foods choice and explore entrepreneurship opportunities such as new farmer’s markets, food truck pods, development of a community/commercial kitchen, and community gardens. (Strategic Goal:

Economic Development)

6. Coordinate with the County on the implementation of the Downtown Vibrancy and Alisal Vibrancy Plans to include undertaking planning activities for a downtown parking facility and city and county properties around the Division Street Opportunity site in the Alisal. (Strategic Goals: Economic Development and Housing/Affordable Housing)

7. Complete the entitlement process for a vibrant, multi- phase new mixed- use development at the corner of Abbott and John Street to include a 111- room hotel, 242 dwelling units, 107,900 sq ft of 77 COMMUNITY DEVELOPMENT DEPARTMENT
Summary

retail, and 30,900 sq ft of office. (Strategic Goals: Economic Development and Housing/Affordable Housing)

8. Proactively engage developers and leverage American Rescue Plan Act (ARPA) funding of $7 million and other housing resources to incentivize and promote the production of low - and moderate-income housing for families, workforce, including farmworkers, and seniors. (Strategic Goal: Housing/Affordable Housing)

9. Launch preparation of the East Area Specific Plan to increase housing development opportunities and create healthy, walkable and sustainable neighborhoods. (Strategic Goal: Housing/Affordable Housing)

10. Continue to partner with the County of Monterey to develop an affordable multi -family housing project at 855 E. Laurel Drive. (Strategic Goal: Housing/Affordable Housing)

11. Continue to effectively operate an ARPA funded interim housing Motel Program in support of City Health & Safety Days and other emerging City initiatives and priorities. (Strategic Goal:

Housing/Affordable Housing)

12. Effectively use SB2 grant funds to facilitate zone changes to mixed -use to increase housing development opportunities in the downtown, North and East Salinas. (Strategic Goal:

Housing/Affordable Housing)

13. Support the continued rehabilitation and full occupancy of 202 units of affordable, permanent supportive housing at awarded HCD Homekey project sites. (Strategic Goal: Housing/Affordable Housing)

14. Continue to promote ADU development by completing pre- approved ADU plans, streamlining approval processes, updating regulations consistent with State law, and connecting applicants to financing. (Strategic Goal: Housing/Affordable Housing)

15. Facilitate the development of the Future Growth Area (FGA) by coordinating infrastructure investment and processing tentative map applications as quickly as possible. (Strategic Goal:

Housing/Affordable Housing)

16. Initiate public engagement to facilitate the preparation of the City’s first Climate Action Plan (CAP). (Strategic Goal: Infrastructure and Environmental Sustainability)

17. Establish a rental registration program to promote the life safety of housing units and provide tenant/landlord support to stabi lize Salinas’ housing stock and promote housing preservation. (Strategic Goals: Public Safety and Housing/Affordable Housing)

18. Improve code enforcement outcomes by coordinating with Fire Prevention, Police Department, Public Works, Monterey County Environmental Health, Republic Services, and Homeless Service Providers to address blighted properties and quality of life issues such as noise complaints. (Strategic Goal: Public Safety)

19. Increase inspection warrants and continue to implement administrative and legal remedies in gaining compliance on nuisance properties that may have health and safety dangers. (Strategic Goal: Public Safety)
78 COMMUNITY DEVELOPMENT DEPARTMENT
Summary

20. Coordinate with Public Works and the Monterey County Health Department in working with vendors to comply with the City’s vendor regulations and to improve health compliance related to food vending. (Strategic Goal: Public Safety)

21. Continue to expand community engagement opportunities and education to encourage compliance with City codes. (Strategic Goal: Public Safety)

22. Assist in providing funding to organizations in the areas of substance abuse and youth violence prevention. (Strategic Goal: Public Safety)

23. Effectively implement the Cal ICH Encampment Resolution Grant using ‘Housing First’ best practices to provide unhoused residents with viable pathways to housing and to allow for the restoration of former encampments sites to their intended public use. (Strategic Goal: Public Safety)

24. Coordinate with Library and Community Services and Public Works to implement park and recreational facility improvements including the design and construction of a new Hebbron Family Center to implement the Alisal Vibrancy Plan. (Strategic Goal: Youth and Seniors)

25. Complete the final phase of rehabilitation of the Sherwood Recreation Center project in collaboration with Library and Community Services. (Strategic Goal: Youth and Seniors)

26. Continue to engage and collaborate with Salinas’ residents and stakeholders to ensure the incorporation of equity in the preparation of the General Plan Update. (Strategic Goal: Effective and Culturally Responsive Government)

27. Implement technology improvements at the Permit Center to facilitate the processing of construction permits via Project/Dox/OAS, a paperless system. (Strategic Goal: Effective and Culturally Responsive Government)

28. Increase virtual building inspections by 50% over the next fiscal year. (Strategic Goal: Effective and Culturally Responsive Government)

29. Implement a customer satisfaction survey to guide Permit Center Improvements (Strategic Goal:

Effective and Culturally Responsive Government)

30. Optimize the land use management system – TRAKiT to facilitate data exchange and avoid duplicative entry to impr ove Permit Center productivity. (Strategic Goal: Effective and Culturally Responsive Government)

Major Budget Changes
A major organizational change for FY 22/23 is the shift of Economic Development Division from Administration to the Community Development Department to facilitate the coordination of larger economic development projects, business attraction and small business retention and expansion programs. No additional funding is requested with this change. Because many of CDD’s functions are supported by revenue or grants, the Department represents a small portion (4%) of General Fund and Measures G and E. Most of the proposed FY 22/23 budget increases will not impact the General Fund. The largest General Fund request for FY 22/23 is related to the launch of the East Area Specific Plan and to increase housing production. These costs could be partially funded through grants.

79 FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 1355 Economic Development 1,217,081
3111 Adv Planning & Project Implementatio 1,097,356 1,015,082 3,071,385 1,296,185 3353 Code Enforcement 1,104,566 1,073,463 1,208,853 1,235,045 3461 Administration 557,440 690,039 412,004 474,557 3462 Current Planning 1,004,580 918,827 1,479,235 1,573,056 Housing and Community Development 3,944,976 8,148,016 16,552,481 12,182,572 Total 7,708,918 11,845,427 22,723,958 17,978,496 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,241,589 4,447,743 6,276,374 5,767,150 62 - Supplies & Materials 56,963 152,265 127,136 77,644 63 - Outside Services 744,313 1,160,778 3,824,736 1,549,399 64 - Other Charges 64,868 62,375 162,268 205,900 66 - Capital Outlays 11,777 176,189 409,780 4,934,195 69 - Financial Assistance 2,589,408 5,846,076 11,923,664 5,444,208 Total 7,708,918 11,845,427 22,723,958 17,978,496 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,258,340 3,014,058 3,940,529 4,869,484 1100 Measure E 381,092 396,550 463,661 1200 Measure G 497,800 502,381 540,853 1,367,385 2602 HSA - Affordable Housing 177 22,815 72,086 8,640 2910 Community Development 1,067,007 647,147 2,537,162 5,722,279 2911 CDBG - COVID-19 23,682 984,980 1,379,013 446,498 2930 Home Investment Partnership 1,849,551 1,107,312 1,165,939 2,042,434 2940 Emergency Shelter Grant 126,612 67,890 308,916 286,949 2941 Emergency Solutions Grant 129,136 237,973 243,238 212,577 2942 CA Emergency Solutions & Housing 218,722 375,389 620,079 2943 ESG-CV HUD 32,938 2,703,291 3,447,936 20, 638
2944 ESG-CV HCD 749,400 3,351,156 20
2945 Housing - Other Agency Match 123,837 277,979 213,834 2947 Project Room Key Motel Program 1,796,632
2951 SB2 25 758,148 1,346,325 2,989,592 2952 Local Early Action Planning 500,000
2953 Regional Early Action Planning 530,000

COMMUNITY DEVELOPMENT DEPARTMENT
Summary
80 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
2957 Inclusionary Housing 115 12,000 12,000 3187 Community Challenge Grant 4,600
3188 Dept of Conservation (SALC) Prog 250,000
Total 7,708,918 11,845,427 22,723,958 17,978,496 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development 2.000
3111 Adv Planning & Project Implementatio 6.250 5.853 7.850 7.330 3353 Code Enforcement 9.000 9.000 9.000 10.000
3461 Administration 3.000 4.000 1.853 2.850
3462 Current Planning 5.600 5.600 7.000 7.000
Housing and Community Development 6.000 6.558 8.797 13.470 Total 29.850 31.011 34.500 42.650
Permit Services has moved to a separate Enterprise Operation fund effective FY 17/18. 81 COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division

Purpose
Develop and implement strategies that reflect the Council’s Goals, Objectives and Priorities which result in the enhanced economic well -being of Salinas' residents; provide for business growth resulting in an increased number of middle and upper income job opportunities; implement policies that support the provision of universal, affordable broadband service to Salinas residents and businesses; manage of the City’s real estate portfolio and provide oversight of real estate leases and transactions; provide support for efforts to improve operational efficiency and support initiatives identified in the Salinas Plan; and enhance the City’s revenue base to support the provision of City services.

Division Operations

1. Manage the City’s real estate portfolio to accomplish the City’s strategic priorities, promote private- sector investment, streamline operations, and generate revenues.

2. Negotiate the purchase, sale, and lease of real property.

3. Develop and implement strategies to support the provision of universal, affordable broadband internet service to Salinas residents and businesses and support Municipal functions.

4. Work with other local agencies and private sector businesses to create and maintain a healthy business environment, including business attraction, workforce development, and support for the agricultural and AgTech clusters.

5. Track and support efforts to analyze and implement the recommendations identified in the Salinas Plan and assist in the identification and implementation of new efforts to generate operational efficiencies.

Major Budget Changes
This budget includes additional funds to retain outside contractors to perform an update of the Salinas Plan.

It also includes funds to sponsor an existing partnership between the Cities of Salinas, Gonzales, Soledad, Greenfield, and King City, as well as Hartnell College, to support workforce development initiatives in the Salinas Valley. The budget also includes additional funds to support the City in moving to a new internet service provider that will provide high-speed internet to the City government as well as public Wi -Fi to City residents. Finally, funds have been added to cover costs associated with the management of real estate, including costs related to site investigations, legal review, surveys, title review, appraisals, and other similar costs.

82 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 193,567 205,347 364,273 393,131 62 - Supplies & Materials 757 14,426 9,500 63 - Outside Services 794,663 220,431 250,524 759,450 64 - Other Charges 10,983 69,554 54,970 55,000 66 - Capital Outlays 856
Total 999,971 496,187 684,193 1,217,081 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 999,971 496,187 684,193 1,217,081 Total 999,971 496,187 684,193 1,217,081 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development 1.000 1.000 2.000 2.000
Total 1.000 1.000 2.000 2.000

COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
83 COMMUNITY DEVELOPMENT DEPARTMENT
3111 Adv Planning & Project Implementation Division
Purpose
The Advanced Planning and Project Implementation Division (APPI) provides comprehensive and responsive long-range planning services that address the needs of the community and promote economic and social well-being. Core services include update, implementation and maintenance of the General Plan and other long-range planning documents (e.g., Zoning Code and related ordinances, Climate Action Plan, other special studies), coordination with local, regional, state, and federal agencies on land use, housing, environmental and long- range planning initiatives, and processing complex planning projects and/or initiatives. Community engagement is central to APPI’s work and purpose, and the Division works closely with other divisions and departments on outreach training and support. APPI also supports, coordinates and leads implementation of the General Plan, Economic Development Element (EDE) and Salinas Downtown Vibrancy, Alisal Vibrancy, and Chinatown Revitalization Plans’ goals, policies and actions. This Division leads the City’s small business support efforts including entitlement and permit processing navigation and connection to business management education, marketing, technical assistance and capital resources.

Division Operations

1. Lead long-range planning efforts (e.g., Climate Action Plan, General Plan Update - Visión Salinas 2040) that are guided by a comprehensive and inclusive community engagement process.

2. Facilitate future development by supporting the processing of specific plans, annexations, zoning code amendments and other plan amendments.

3. Coordinate land use with County, regional public agencies, and school districts.

4. Maintain engaging and relevant website and social media presence to ensure the community is informed about planning initiative, implementation activities and available services.

5. Provide small business support with navigating city entitlement and permitting processes and connecting small business and entrepreneurs to education, technical assistance, and access to capital.

6. Facilitate the Small Business Economic and Recovery Taskforce to implement best practices to support the recovery for local businesses.

7. Develop, implement, and manage Grow Salinas Fund programs to provide grants and loans to support small business recovery.

8. Continue to lead implementation of Alisal Vibrancy Plan and Chinatown Revitalization Plans.

Increase implementation capacity using five VISTA Members awarded through AmeriCorps VISTA program.

9. Prepare and/or assist with implementation of various grants to further community plan initiatives.

10. Continue to support community engagement efforts across City departments.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Release a Public Review Draft General Plan by June 30, 2023 N/A 100% 10% 100% Release a Public Review Draft Climate Action Plan by June 30, 2023 10% 100% Reach 10,000 Salinas residents with communication about the General Plan Update through a variety of channels (emails, social media, radio, TV, canv
assing, etc.)
N/A N/A N/A 25% 80%
Under Grow Salinas Fund establish program(s) and issue 10 technology grants and 10 loans for outdoor dining and façade improvements 100% 20% 100% Complete environmental and technical studies to support the rezoning of identified opportunity sites in the Downtown, East and North Salinas to mixed- use t
o increase housing production and sales revenue
100% 45% 100%
Adopt commercial corridor guidelines and district identity plan for the Alisal 100% 15% 100% Complete design and commence installation of greening, litter abatement and public art/district identity improvements through the Caltrans Local Clean Cal
ifornia Grant.
20% 100%

84 COMMUNITY DEVELOPMENT DEPARTMENT
3111 Adv Planning & Project Implementation Division
Major Budget Changes
A major budget change for FY 22/23 is the request of a new limited-term Senior Planner position to support East Area Specific Plan and General Plan Update preparation.

85 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 898,936 844,159 1,417,585 1,129,605 62 - Supplies & Materials 17,887 10,161 24,858 16,280 63 - Outside Services 164,528 139,589 1,592,292 118,500 64 - Other Charges 14,155 6,986 27,650 24,200 66 - Capital Outlays 1,850 14,186 9,000 7,600 Total 1,097,356 1,015,082 3,071,385 1,296,185 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 995,382 815,684 1,169,217 1,169,715 1200 Measure G 101,974 100,867 106,564 22,320 2951 SB2 33,927 226,491 21,080
2911 CDBG - COVID-19 64,605 284,513 83,070 2952 Local Early Action Planning 500,000
2953 Regional Early Action Planning 530,000
3187 Community Challenge Grant 4,600
3188 Dept of Conservation (SALC) Prog 250,000
Total 1,097,356 1,015,082 3,071,385 1,296,185 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3111 Advanced Planning & Project Imp 6.250 5.853 7.850 7.330 Total 6.250 5.853 7.850 7.330

COMMUNITY DEVELOPMENT DEPARTMENT
3111 Advanced Planning & Project Imp Division
86 (This page intentionally left blank)
87 COMMUNITY DEVELOPMENT DEPARTMENT
3353 Code Enforcement Division
Purpose
The Code Enforcement Division promotes a safe and blight -free community by addressing substandard housing, dangerous buildings, unauthorized land and building uses, zoning violations, unpermitted work, and other health, safety and welfare concerns. The Division is responsible for ensuring compliance with the Zoning Code, Property Maintenance Code, and other city and state regulations by performing inspections and whenever necessary issuing citations or pursuing other legal remedies. Code Enforcement is an essential tool for crime prevention, housing stabilization, and blight elimination.

Division Operations

1. Increase public awareness of the hazards of substandard housing and dangerous buildings.

2. Use available remedies to address issues of blight, housing code violations and dangerous buildings.

3. Seek options to enhance the resources available to the Code Enforcement Division to strengthen the level of enforcement and reduce substandard and dangerous conditions.

4. Continue to oversee and streamline the Weed Abatement and Vendor Enforcement Programs.

5. Maintain a framework to prioritize and measure code enforcement activities.

6. Continue outreach efforts that foster citizen participation in related code enforcement efforts to stabilize and improve neighborhoods.

7. Evaluate state and local policies and ordinance changes to improve compliance with City Codes.

8. Work collaboratively with other City departments and outside agencies on education and outreach activities to achieve compliance.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of cases opened 663 1344 1250 1000 1250
Number of cases closed 683 1176 1000 750 1000
Number of active cases 776 736 250 500 250
Average time to resolve a code enforcement case 5 months 4 months 3 m ont hs 3 months 2 months Number of educational or outreach events held 1 7 6 6 8 Number of inspections completed 1,477 3,120 6, 000 3,500 6,000 Number of receivership actions initiated 4 3 4 4 4
Major Budget Changes
In FY 22-23 additional funding is also being requested for required certifications, especially as code cases become more complex. Weed abatement is an important program managed by Code Enforcement. As the result of the elimination of the Weed Abatement Trust Fund, services need to be funded through the Division’s operating budget, resulting in an $8,000 appropriation request from the General Fund. The expenses incurred by the program will be recovered through abatement charges.

88 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,068,983 1,035,941 1,150,503 1,157,245 62 - Supplies & Materials 11,849 17,504 16,630 21,700 63 - Outside Services 11,436 12,227 37,120 23,000 64 - Other Charges 12,134 4,025 4,600 31,400 66 - Capital Outlays 164 3,766 1,700 Total 1,104,566 1,073,463 1,208,853 1,235,045 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 327,648 275,400 310,903 1100 Measure E 381,092 396,550 463,661 1200 Measure G 395,826 401,514 434,289 1,235,045 Total 1,104,566 1,073,463 1,208,853 1,235,045 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3353 Code Enforcement 9.000 9.000 9.000 10.000
Total 9.000 9.000 9.000 10.000

COMMUNITY DEVELOPMENT DEPARTMENT
3353 Code Enforcement Division
89 COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
Purpose
The Administration Division provides oversight to the department by supervising, monitoring, and controlling the Department’s operating budget and activities. The Administration Division is also responsible for integrating the initiatives, goals, and objec tives established by the City Council into the overall operations of the Department’s Divisions. The Division oversees both internal and external communications for the departments and helps residents navigate department services.

Division Operations

1. Lead the development of department goals, objectives, and actions in alignment with the City Council strategic plan.

2. Administer the department's budget within authorized amounts.

3. Establish and monitor key performance indicators (KPIs) and customer service satisfaction.

4. Guide departmental messaging and internal and external communications.

5. Manage overall department workload, organization of responsibilities, and staffing levels.

6. Assist in securing additional funding for departmental activities.

7. Provide administrative and technical support to the department divisions in the performance of their duties.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Process Personnel Requisitions within 1 business day 90% Process Personnel Action Forms (PAFs) within 2 business days 90% Process invoices within 7 days 80%
Major Budget Changes
Administration will be shifting the Office Technician position from 3111 APPI to 3461 Administration. With this staff shift the Office Technician will be reclass ified to an Administrative Aide. Additional funding for training is requested due to the staff shift and new training opportunities that have become available as the pandemic subsides.

90 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 501,830 593,379 273,571 365,307 62 - Supplies & Materials 17,780 9,195 7,050 11,350 63 - Outside Services 28,907 68,795 76,320 75,600 64 - Other Charges 3,434 5,114 18,684 12,300 66 - Capital Outlays 5,489 13,555 36,379 10,000 Total 557,440 690,039 412,004 474,557 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 557,440 690,039 412,004 364,537 1200 Measure G 110,020
Total 557,440 690,039 412,004 474,557 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3461 Administration 3.000 4.000 1.853 2.850
Total 3.000 4.000 1.853 2.850

COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
91 COMMUNITY DEVELOPMENT DEPARTMENT
3462 Current Planning Division
Purpose
The Current Planning Division ensures that development projects and proposals conform to the General Plan and Zoning Code regulations or any other applicable regulations and standards. The Division is responsible for diligently and expeditiously processing administrative applications (Site Plan Reviews, Parcel Maps, Lot Line Adjustments, Lot Mergers, Temporary Use of Land Permits, Home Occupati on Permits, Master Sign Plans, and Sign Permits), as well as discretionary development applications including, but not limited to, General Plan and Zoning Code Amendments, Specific Plans, Planned Unit Development Permits, Tentative Maps, and Conditional Use Permits in order to facilitate residential and non- residential development. Current Planning prepares and coordinates environmental evaluations (CEQA) for applicable development projects. Current Planning received responsibility for administering the City’s Cannabis regulations on December 1, 2018.

Division Operations

1. Review development proposals for consistency with local and state requirements.

2. Process administrative and discretionary development applications.

3. Assist the public with development and subdivision of land.

4. Provide planning guidance to potential development projects at the public counter, over the phone, or to other departments and agencies in order to facilitate economic growth.

5. Swiftly review building permit plans within established timeframes to facilitate development.

6. Support the Planning Commission in its role as a decision-making body on planning entitlements.

7. Support the Historic Resources Board in promoting historic preservation and reviewing work to historic resources.

8. Work in collaboration with the Business Development Committee and other community stakeholders to continually improve the development review process.

9. Administer the City’s Cannabis regulations.

Performance Measures
Performance Meas ure / Goal**
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of discretionary and administrative permits processed 475 506 550 550 550 Number of counter customers served n/a n/a n/a 1,300 1,500 Number of building permit reviews conducted 975 1,359 1,160 1,400 1,200 Percent of building permit reviews processed within prescribed timeframes 87% 92% 90% 91% 95%
Average # days to Approval from Completeness for Site Plan Reviews n/a 33 14 21 14
**As expected with the COVID-19/Shelter-In-Place restrictions and staff vacancy, projected revenue and performance metrics were impacted as the public counter was closed during the 2020- 2021 fiscal year.

Major Budget Changes
Over the last few years, the number of planning applications received has significantly increased. It is anticipated that the number of submitted planning applications will continue over the next fiscal year. As a result, an additional Assistant Planner was added late in FY 21/22. The Division will continue to focus on training current staff and new hires, digitizing planning records, and requesting outside professional services to assist with cannabis monitoring and cannabis tax assessments .

92 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 860,170 850,810 1,136,309 1,185,356 62 - Supplies & Materials 5,583 9,664 11,200 11,800 63 - Outside Services 126,856 46,949 313,026 337,000 64 - Other Charges 11,972 11,001 18,100 30,500 66 - Capital Outlays 403 600 8,400 Total 1,004,580 918,827 1,479,235 1,573,056 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,004,580 918,827 1,479,235 1,573,056 Total 1,004,580 918,827 1,479,235 1,573,056 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3462 Current Planning 5.600 5.600 7.000 7.000
Total 5.600 5.600 7.000 7.000

COMMUNITY DEVELOPMENT DEPARTMENT
3462 Current Planning Division
93 COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
Purpose
The Housing and Community Development Division (Housing Division) enhances the Salinas community by assisting with the provision of safe, decent and affordable housing to low and moderate- income households. The Division effectively manages housing -related activities, programs, and projects through the City’s Inclusionary Housing Program, United States Department of Housing and Urban Development (HUD) Community Development Block Grant (CDBG) Program, HOME Investment Partnerships Program (HOME), Home Investment American Rescue Plan (HOME ARP), Emergency Solutions Grants (ESG) Program and American Rescue Plan Act (ARPA) funds. The Housing Division is also responsible for the administration of the California Department of Housing and Community Development (HCD) ESG Program, HCD California Emergency Solutions and Housing (CESH) Program, HCD Permanent Local Housing Allocation Program and United Way Emergency Rental Assistance Funding (ERAP). The Housing Division promotes housing development by implementing policies, regulations, and incentives that help preserve existing affordable housing, funds the development of new affordable housing, and assist individuals and families gain access to permanent housing and other services related to homelessness.

Division Operations

1. Provide grants and loans to help facilitate housing, economic development and capital improvement projects through HUD CDBG, HUD HOME, HOME ARP and HCD PLHA.

2. Provide direct public services and award grants through HUD CDBG, HUD ESG, HCD ESG, HCD CESH and UW ERAP to facilitate a variety of activities including homeless related programs (e.g., rapid re-housing, street outreach, emergency shelter, homeless prevention and HMIS), and rental assistance that will benefit residents within Monterey and San Benito counties.

3. Prepare HUD required documents such as the Consolidated Plan (Con Plan), Alisal Neighborhood Revitalization Strategy Area (ANRSA), Analysis of Impediments to Fair Housing Choice (AI), Citizen Participation Plan (CPP), Annual Action Plan (AAP) and Consolidated Annual Performance and Evaluation Report (CAPER).

4. Conduct annual monitoring compliance, loan servicing and technical assistance functions for the City’s grant, loan and deed restricted property portfolio (900+ units).

5. Implement the City’s Inclusionary Housing Program.

6. Continue to partner and collaborate with various departments and agencies including the County of Monterey and the local Continuum of Care (CoC) to address homelessness through the implementation of best practices and the adopted strategies of a regional Lead Me Home Plan.

7. Assist in the coordination of City efforts and initiatives, and direct engagement with unhoused residents to establish effective linkages to services through the Salinas Outreach and Response Team (SORT).

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of grant applications processed through
annual RFP process 18 43 20 21 10
Number of payments and reports processed for
grantees 116 495 160 295 240
Number of affordable housing funding agreements
processed 2 6 4 2 4
Number of new afforable housing units developed with
City funding 51 96 80 101 100
Number of applications approved for rehabilation loans
or grants 2 0 0 0 0

94 COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
Major Budget Changes
The Housing Division will experience significant budget changes in FY 22/23. Although sustained levels of funding are expected in CDBG, HOME and ESG entitlement programs and the HCD ESG program, there will also be significant funding reductions related to the expiration of one- time ESG -COVID and HCD - COVID funds. New funding from HUD HOME ARP and a Cal ICH Encampment Resolution grant award will partially offset this funding loss and will enhance the Division’s current homeless services component.

Using FY 22/23 HUD grant funds, the Division will continue to offset $144,000 of General Fund salaries and benefits expenditures for other Department divisions. Other significant budget changes for FY 22/23 include a request of $155,000 from the General Fund for an additional Senior Community Development Analyst position to focus on Housing Production.
95 FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 3114 PPI Activity Delivery 25,241
3115 PPI ED Technical Assistance 50,000 36,381 3220 Housing & Community Development 1,034,410 1,342,330 2,063,619 1,197,952 3221 Rehabilitation 137,077 113,735 11,320 530 3240 Special Programs 2,649,652 6,388,730 14,133,709 10,913,448 3241 City of Salinas Fair Housing 80,000 34,261 3310 County of Monterey 123,837 277,979 213,834 Total 3,944,976 8,148,016 16,552,481 12,182,572 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 911,671 1,123,454 2,298,405 1,536,506 62 - Supplies & Materials 3,864 105,741 67,398 7,014 63 - Outside Services 412,587 893,218 1,805,978 235,849 64 - Other Charges 23,174 35,248 93,234 52,500 66 - Capital Outlays 4,274 144,278 363,801 4,906,495 69 - Financial Assistance 2,589,408 5,846,076 11,923,664 5,444,208 Total 3,944,976 8,148,016 16,552,481 12,182,572 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 373,290 314,108 569,169 545,095 2602 HSA - Affordable Housing 177 22,815 72,086 8,640 2910 Community Development 1,067,007 647,147 2,537,162 5,722,279 2911 CDBG - COVID-19 23,682 920,375 1,094,501 363,428 2930 Home Investment Partnership 1,849,551 1,107,312 1,165,939 2,042,434 2940 Emergency Shelter Grant 126,612 67,890 308,916 286,949 2941 Emergency Solutions Grant 129,136 237,973 243,238 212,577 2942 CA Emergency Solutions & Housing 218,722 375,389 620,079 2943 ESG-CV HUD 32,938 2,703,291 3,447,936 20,638 2944 E
SG-CV HCD 749,400 3,351,156 20
2945 Housing - Other Agency Match 123,837 277,979 213,834 2947 Project Room Key Motel Program 1,796,632
2951 SB2 25 724,222 1,119,833 2,968,512 2957 Inclusionary Housing 115 12,000 12,000 Total 3,944,976 8,148,016 16,552,481 12,182,572

COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
96 COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3115 PPI ED Technical Assistance 0.300
3220 Housing & Community Development 4.365 5.350 6.185 7.310 3221 Rehabilitation 0.166 0.035 0.035
3240 Special Programs 1.469 1.173 2.577 4.065
3241 City of Salinas Fair Housing 0.275
7418 ERAP2 - Emergency Rental Assist. 1.000
8162 Salinas Homeless Motel Program 0.110
9021 Housing Production Fund 0.410
Total 6.000 6.558 8.797 13.470
97 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development
Sr Economic Development Manager 1.000
Economic Development Analyst 1.000
1355 Economic Development Total 0.000 0.000 0.000 2.000 3111 Adv Planning & Project Imp
Administrative Aide 1.000 1.000
Assistant Development Director 0.881 0.880
Management Analyst 1.000 0.750
Comm Dev Analyst - Limited Term 1.000 0.700
Associate Planner 1.000 0.869 1.869 2.000
Asst Redevelopment Project Mgr 0.853
Community Development Dir 1.000 1.000
Office Technician 1.000 0.881 1.000
Planning Manager 1.000 1.000 1.000
Project Coordinator 1.000 0.250 1.000
Revenue Officer 0.250 0.100
Senior Planner 1.000 2.000
3111 Adv Planning & Project Imp Total 6.250 5.853 7.850 7.330 3353 Code Enforcement
Administrative Aide 1.000 1.000 2.000 2.000
Administrative Clerk I 1.000 1.000 1.000 1.000
Administrative Analyst I 1.000 1.000
Code Enforcement Officer I 4.000 3.000 2.000 2.000
Code Enforcement Officer II 1.000 2.000 2.000 3.000
Senior Code Enforcement Officer 1.000 1.000
Code Enforcement Manager 1.000 1.000 1.000 1.000
3353 Code Enforcement Total 9.000 9.000 9.000 10.000
3461 Administration
Assistant Planner 1.000 1.000
Associate Planner 1.000
Administrative Aide 1.000 1.000
Community Development Dir 0.853 0.750
Office Technician 1.000
Planning Manager 1.000 1.000
Revenue Officer 0.100
Senior Planner 1.000 1.000

COMMUNITY DEVELOPMENT DEPARTMENT
Work Force
98 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

COMMUNITY DEVELOPMENT DEPARTMENT
Work Force
3461 Administration Total 3.000 4.000 1.853 2.850
3462 Current Planning
Administrative Aide 0.600 0.600 1.000 1.000
Assistant Planner 1.000 1.000 3.000 3.000
Associate Planner 1.000 1.000 1.000 1.000
Planning Manager 1.000 1.000 1.000 1.000
Planning Technician 1.000 1.000
Senior Planner 1.000 1.000 1.000 1.000
3462 Current Planning Total 5.600 5.600 7.000 7.000
Housing & Community Development
Associate Planner 0.131 0.131
Community Development Dir 0.147 0.147
Assistant Development Director 0.119 0.120
Comm Improve Asst 1.000 1.000
Community Dev Analyst 2.000 2.000 4.000 5.000
Comm Dev Analyst - Limited Term 2.000 1.300
Comm Outreach Asst-Limited Term 3.700
Homeless Services Manager 1.000
Housing Services Supv 1.000 1.000
Management Analyst 1.000 0.250
Planning Manager 1.000 1.119 2.000 1.000
Revenue Officer 0.161 0.400 0.100
Senior Community Dev Analyst 1.000 1.000
Housing & Community Dev Total 6.000 6.558 8.797 13.470
Total 29.850 31.011 34.500 42.650
99 (This page intentionally left blank)
100

DEPARTMENT of FINANCE
Organizational Chart by Division

DIRECTOR
of

FINANCE

ADMINISTRATION

ACCOUNTING

PURCHASING

INFORMATION

SYSTEMS

REVENUE AND

LICENSING
101
DEPARTMENT of FINANCE
Organizational Chart by Position

DIRECTOR
of

FINANCE
Assistant
Finance Director
Finance
Management
Analyst (2)
Revenue
Technician
Senior Acounting
Clerk
Accounting
Manager
Senior Accountant
(2)
Payroll Supervisor
Sr. Accounting
Technician
(Grants)
Deferred Comp
Technician
Senior Purchasing
Technician
Purchasing
Technician (A/P)
Senior Acounting
Clerk (A/R)
Office Assistants
(P/T)
Assistant Director of
Information Technology
Sr Information
Technology
Analyst
Information
Technology
Analyst
Network Systems
Administrator
Network
Systems
Specialist
Information
Technologies
Technician II (2)
Information
Technologies
Technician I (2)
Telecom Service
Technician
Print Shop
Technician
Application
Analyst
(for CDD)
Computer Syst
Administrator
(for PD)
Confidential Office
Technician
Information
Systems Manager
102

FINANCE DEPARTMENT
Summary

Purpose
The Department of Finance provides the management, control, and administration of all fiscal and information systems operations of the City. This includes providing a framework for financial planning and analysis, network systems and telecommunication to support the operations of all City Departments.

Departmental responsibilities include long- range financial planning, budget management, accounts receivable and payable, payroll processing, retirement administration, general accounting and reporting, debt administration, purchasing, revenue and licensing, support of computer integration and applications and City web site, network and systems administration, centralized reprographic and mail services , and assessment district administration.

Top Accomplishments for Fiscal Year 2022
Operational Efficiencies

1. W orked collaboratively with departments to balance the fiscal year 2022 budget.

2. Implemented group budgeting, which reduces the number of appropriation (i.e., expenditure budget) adjustments necessary by allowing expenses within a department’s individual accounts within a fund to be exceeded provided the department’s overall appropriation in the same fund is not, and zero- based budgeting, which requires that budgeting begin with $0 in appropriations assumed. Together, these practices prevent budget “bloat,” inflated appropriations which result from carrying forward appropriation amounts year after year without consideration for whether they are necessary.

3. Amended the City’s financial policies, establishing and funding several new reserves to better position the City able to withstand financial emergencies and to make decisions strategically, rather than financially, and establishing minimum targets for annual infrastructure and facilities maintenance appropriations.

4. Completed the annual audited financial statements and Single Audit of Federally Assisted Grant Programs (Single Audit), receiving unmodified auditor’s opinions/reports (i.e., opinions/reports wherein the auditor has concluded that the financial statements are presented fairly, in all material respects, in accordance with the applicable financial reporting framework).

5. Secured American Rescue Plan Act Funds of $51.6 million for the City of Salinas.

6. Improved the calculation of available fund balances.

7. Acquired professional investment management and advisory services consultant, which is expected to significantly increase the City’s investment returns.

8. Acquired property tax services consultant, which will assist the City in preparing more accurate property tax revenue projections, provide assessed value and revenue information for secured and unsecured properties in the City, and perform analysis to identify errors in misallocation of property taxes.

9. Completed Technology Current State Assessment and Technology Master Plan.

10. Develop training and educational plans to improve help desk “ first call” resolution and improve support services across the City.

11. Established Unclaimed Monies webpage where outstanding (uncashed) checks issued by the City may be found along with instructions for submitting claims.

12. Supported Police Management Association labor negotiations with labor costing and budgetary/financial updates.

103

FINANCE DEPARTMENT
Summary

City Council Goals, Strategies, and Objectives for Fiscal Year 2023 Operational Efficiencies

1. Implement r ecommendations of the Technology Master Plan, including hiring new Assistant Director of Information Technology.

2. S eek training opportunities for staff, apprising them of Governmental Accounting Standards Board (“GASB”) pronouncements the City is required to implement.

3. Work with internal and external stakeholders on the City-wide fiber optics roll-out.

4. Refine the Public Records Act search and storage technology for the City.

5. Work with the City Public Information Officer to upgrade the City’s website.

6. Develop Microsoft SharePoint resources City-wide for information sharing and better organizing of City data.

7. Complete the annual audited financial statements and Single Audit by December 31st.

8. Continue to receive unmodified opinion s on the City’s financial statements and compliance for major federal award programs (Single Audit).

9. Develop City’s first annual comprehensive financial report (“ACFR”) and earn Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting.

10. Purchase interactive software application to estimate labor costs more accurately and efficiently.

11. Continue to implement and improve financial systems. a. Special Assessment Management.
b. Deferred Compensation Administration.
c. Travel Reimbursements.
d. Business Licenses including better online payment services. 104
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 2030 Finance Administration 622,181 345,002 583,825 780,769 2031 Accounting 1,321,216 1,237,095 1,487,621 1,533,963 2032 Purchasing 257,063 176,632 165,960 170,700 2033 Information Technology 1,872,497 1,887,251 2,359,761 2,602,675 2034 Revenue & Licensing 326,523 345,459 380,080 384,373 Total 4,399,480 3,991,439 4,977,247 5,472,480 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,845,800 3,423,715 4,261,099 4,493,530 62 - Supplies & Materials 22,191 12,216 33,850 63,700 63 - Outside Services 289,958 292,636 382,577 497,600 64 - Other Charges 21,939 4,889 22,870 42,150 66 - Capital Outlays 221,845 260,055 276,850 375,500 67 - Store Inventory (2,253) (2,072) - - Total 4,399,480 3,991,439 4,977,247 5,472,480 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,806,596 3,363,164 4,348,644 4,798,771 1100 Measure E 51,712 52,024 63,469 63,000 1200 Measure G 541,171 576,252 565,134 610,709 Total 4,399,480 3,991,439 4,977,247 5,472,480 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration 2.000 2.000 2.000 3.000
2031 Accounting 10.000 9.000 10.000 10.000
2032 Purchasing 2.000 1.000 1.000 1.000
2033 Information Technology 10.667 11.
000 13.000 14.000
2034 Revenue & Licensing 2.000 2.000 2.000 2.000
Total 26.667 25.000 28.000 30.000

FINANCE DEPARTMENT
Summary
105

FINANCE DEPARTMENT
2030 Finance Administration Division
Purpose
Provide coordination and direction of all fiscal operations of the City. This includes directing, monitoring, and controlling the assets and financial operations of the City, and providing a framework for financial planning and analysis to support the operation and management of all City departments.

Division Operations

1. Support City Manager's Office in determining a strategy to assess the effectiveness and efficiency of the organization given fiscal constraints.

2. Assist City Manager's Office in developing funding strategies to meet existing and future operating program and capital project needs.

3. Submit timely and informative financial reports to the City Council, Finance Committee, Measure E Committee, and Measure G Committee.

4. Publish audited financial statements for the City.

5. Coordinate all bond financings.

6. Coordinate the preparation of the annual operating and capital budgets.

Performance Measures
Performance Measure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Present annual budget by first meeting in June 1 1 1 1 1 Prepare and present five year financial forcast 1 1 1 1 1 Present mid-year budget review to City Council
in Feb 1 1 1 1 1
Number of favorable sales tax audit
misallocation findings All All All A ll All
Value of favorable sales tax audit misallocation
findings All All All A ll All
Cost of Finance Department total per capita 30.28$ 30. 20$ 30.00$ 30.20$ 30.00$

Major Budget Changes
None.
106
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 579,021 291,565 519,171 602,969 62 - Supplies & Materials 54 27 4,000 6,000 63 - Outside Services 34,664 53,775 42,513 158,300 64 - Other Charges 8,443 (365) 15,520 11,000 66 - Capital Outlays 2,620 2,500
Total 622,181 345,002 583,825 780,769 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 622,181 345,002 583,825 780,769 Total 622,181 345,002 583,825 780,769 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration 2.000 2.000 2.000 3.000
Total 2.000 2.000 2.000 3.000

FINANCE DEPARTMENT
2030 Finance Administration Division
107

FINANCE DEPARTMENT
2031 Accounting Division
Purpose
Maintain the accuracy and reliability of all City's financial transactions for all funds. These transactions include accounts payable, accounts receivable, general ledger accounting, enterprise accounting, internal service accounting, financial reporting, administration of the employee payroll and management of all grants and debt service. Senior Accounting Technician position is dedicated to retirement administration including trust deed investments and other employee deferred compensation investments. Other services include financial data analysis, accounting control of purchase orders, asset management, payments to vendors, and review of budgeted expenditures.

Division Operations

1. Cash management including cash flow, banking and bond trustee services and investment of funds in accordance with the City's investment policy.

2. Monitor and process bi-weekly payroll and related federal and state reporting requirements.

3. Coordinate year end audits of City financial activities and Single Audit of federal financial assistance grants.

4. Manage the financial aspect of all grants awarded to the city.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Accounts Payable Checks
processed 10,000 7,666 10,200 9,617 10,000
Number of journal entries processed 7,100 6,589 7, 100 6,000 6,600 Complete annual audit by December 1 0 1 1 1
Number of paychecks/ACH processed 19,800 17,169 19,800 18,535 19,000 Number of Deferred Comp paychecks
processed 400 258 260 163 200
Number of deferred compensation changes
processed (Wintegrate & NWS) 650 565 450 430 440
Number of accounts receivable invoices billed 3,400 3,695 3, 500 3,400 3,500 Number of Miscellaneous Billing sent to
collections 400 755 300 740 750
Publish quarterly financial reports to Council
within 60 days 100% 75% 100% 100% 100%

Major Budget Changes
The City is in the process of acquiring new independent auditors. 108
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,265,990 1,189,454 1,409,921 1,441,563 62 - Supplies & Materials 19,555 32,849 25,500 26,500 63 - Outside Services 24,794 12,156 37,100 37,800 64 - Other Charges 8,280 1,925 1,500 12,100 66 - Capital Outlays 2,597 712 13,600 16,000 Total 1,321,216 1,237,095 1,487,621 1,533,963 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,185,428 1,102,328 1,337,281 1,376,430 1100 Measure E 7,000 7,000
1200 Measure G 135,788 134,767 143,340 150,533 Total 1,321,216 1,237,095 1,487,621 1,533,963 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2031 Accounting 10.000 9.000 10.000 10.000
Total 10.000 9.000 10.000 10.000

FINANCE DEPARTMENT
2031 Accounting Division
109

FINANCE DEPARTMENT
2032 Purchasing Division
Purpose
Acquire goods and services for all City departments including agencies and organizations which the City serves a s fiscal agent. Purchasing services entail the processing of purchase orders for supplies, departmental support for the development of bid specifications; and providing information to departments on products, services and prices.

Division Operations

1. Provide timely delivery of supplies and materials to departments.

2. Verify that all goods are received in good condition.

3. Annually update City fixed assets records.

4. Conduct on-line auction of surplus property.

5. Arrange lease-purchase financing as necessary.

6. Manage and coordinate buy local purchasing ordinance.

7. Process and review all purchase orders for accounting accuracy.

8. Monitor all grant purchases for grant compliance.

Performance Measures
Performance Measure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of purchase orders issued 6,800 4,975 6,800 7,000 7,800 New purchasing card holder training (# of
trainees)
0 0 0 0 0
Number of purchases facilitated 3,000 3,100 3,000 3,200 3,250 Number of bids facilitated 5 0 5 0 0
Number of recipt and inspection of goods
delivered
1,500 1,550 1,500 1,600 1,600
Number of online auctions of surplus properties 5 6 5 6 6

Major Budget Changes
None.
110
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 254,601 175,566 160,860 162,400 62 - Supplies & Materials 911 160 2,000 2,000 63 - Outside Services 2,970 2,781 2,800 3,500 64 - Other Charges 250 196 300 2,800 66 - Capital Outlays 583
67 - Store Inventory (2,253) (2,072) - - Total 257,063 176,632 165,960 170,700 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 257,063 176,632 165,960 170,700 Total 257,063 176,632 165,960 170,700 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2032 Purchasing 2.000 1.000 1.000 1.000
Total 2.000 1.000 1.000 1.000

FINANCE DEPARTMENT
2032 Purchasing Division
111

FINANCE DEPARTMENT
2033 Information Technology Division
Purpose
Information Systems provides oversight for all City-wide information services related to application systems analysis, design, programming and support; data communications including local and wide area network computer system management and operations; central computer and end-user PC integration and support; telecommunication operation and analysis; reprographic and mail services.

Division Operations

1. Provide programming, operational and systems development and software acquisiti on assistance to departments.

2. Provide additional training to users to enhance their utilization of the computer and telephone systems.

3. Continue the migration to Windows 10 from Windows 7.

4. Continue support and maintenance of the telephone system, the City's wide area and local area networks and network connectivity with other public agencies.

5. Oversee all technical support and maintenance of City IT infrastructure.

6. Lead IT Steering Committee.

Performance Measures
Performance Measure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Cost of Information Systems per capita
Number of help desk tickets handled 4,500 4,500 4,500 5,000 4,000 Number of special projects started 40 45 45 40 40
Number of special projects completed 40 30 0 0 0

Major Budget Changes
None.

112
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,530,088 1,537,064 1,932,431 2,035,725 62 - Supplies & Materials (2,341) (23,770) (5,800) 23,700 63 - Outside Services 132,273 111,481 207,400 203,000 64 - Other Charges 4,966 3,134 5,250 15,250 66 - Capital Outlays 207,512 259,343 220,480 325,000 Total 1,872,497 1,887,251 2,359,761 2,602,675 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,514,606 1,504,162 1,989,100 2,200,375 1100 Measure E 51,712 50,023 55,000 55,000 1200 Measure G 306,179 333,066 315,661 347,300 Total 1,872,497 1,887,251 2,359,761 2,602,675 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2033 Information Technology 10.667 11.000 13.000 14.000 Total 10.667 11.000 13.000 14.000

FINANCE DEPARTMENT
2033 Information Technology Division
113

FINANCE DEPARTMENT
2034 Revenue & Licensing Division
Purpose
Provide administration and collection of all City revenues including revenues from license and permit holders. The division is responsible for filing timely claims for grants and subventions, and the collection of bail forfeitures for parking violations.

Division Operations

1. Maintain City-wide master fee schedule.

2. Continue audit program for hotel/motel transient occupancy tax collection.

3. Maintain customer service without front counter Account Clerks.

4. Continue sales tax audit program.

5. Continue business license audit program (MAS).

Performance Measures
Performance Measure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of receipts receipted 45,000 40,000 45,000 40,000 45,000 Annual update of City-wide fee schedule 1 1 1 1 1
Number of hotel/motel TOT audits 0 0 0 0 0
Number of business license audits 0 0 0 0 0
Number of new business licenses recovered
from audit 0 0 0 0 0
Value of business license audit findings -$ -$ -$ -$ -$

Major Budget Changes
None.

114
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 216,100 230,066 238,716 250,873 62 - Supplies & Materials 4,013 2,950 8,150 5,500 63 - Outside Services 95,258 112,442 92,764 95,000 64 - Other Charges 300 1,000
66 - Capital Outlays 11,152 40,150 32,000 Total 326,523 345,459 380,080 384,373 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 227,318 235,039 272,478 270,497 1100 Measure E 2,001 1,469 1,000 1200 Measure G 99,205 108,419 106,133 112,876 Total 326,523 345,459 380,080 384,373 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2034 Revenue & Licensing 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000

FINANCE DEPARTMENT
2034 Revenue & Licensing Division
115
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration
Assistant Finance Director 1.000 1.000 1.000 1.000
Finance Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000
2030 Finance Administration Total 2.000 2.000 2.000 3.000 2031 Accounting
Accounting Manager 1.000 1.000 1.000 1.000
Deferred Compensation Technician 1.000 1.000 1.000 1.000 Payroll Supervisor 1.000 1.000 1.000 1.000
Payroll Technician 1.000
Purchasing Technician 1.000 1.000 1.000 1.000
Senior Accountant 3.000 3.000 2.000 2.000
Sr Accounting Clerk 1.000 1.000 1.000 1.000
Sr Accounting Technician 1.000 1.000 1.000 1.000
Finance Management Analyst 2.000 2.000
2031 Accounting Total 10.000 9.000 10.000 10.000
2032 Purchasing
Senior Buyer 1.000
Sr Purchasing Tech 1.000 1.000 1.000 1.000
2032 Purchasing Total 2.000 1.000 1.000 1.000
2033 Information Technology
Central Services Tech 1.000 1.000
Computer Systems Administrator 1.000 1.000 1.000 1.000
Information Systems Mgr 1.000 1.000 1.000 1.000
Integration/Appl Admin 1.000 1.000 1.000
Network System Specialist 1.000 1.000 1.000 1.000
Network/Sys Administrator 1.000 1.000 1.000 1.000
Telecom Service Tech 1.000 1.000 1.000 1.000
Information Technologies Tech I 1.667 2.000 2.000 2.000 Information Technologies Tech II 2.000 2.000 2.000 2.000 Application Analyst 1.000

FINANCE DEPARTMENT
Work Force
116
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

FINANCE DEPARTMENT
Work Force
Information Technology Analyst 1.000 1.000
Sr. Info Technology Analyst 1.000 1.000
Print Shop Technician 1.000 1.000
Assistant Director of IT 1.000
2033 Information Technology Total 10.667 11.000 13.000 14.000 2034 Revenue & Licensing
Sr Accounting Clerk 1.000 1.000 1.000 1.000
Revenue Technician 1.000 1.000 1.000 1.000
2034 Revenue & Licensing Total 2.000 2.000 2.000 2.000 Total 26.667 25.000 28.000 30.000
117

(This page intentionally left blank)
118

FIRE DEPARTMENT
Organizational Chart by Division

FIRE CHIEF

ADMINISTRATION

PREVENTION

TRAINING /

SPECIAL

OPERATIONS

DISASTER

PREPAREDNESS

VEHICLE

MAINTENANCE

EMERGENCY

MEDICAL

SERVICES

HAZARDOUS

MATERIALS

RESPONSE

SUPRESSION

AND RESCUE
FIRE STATION NO.
1 FIRE STATION NO.
4 FIRE STATION NO.
2 FIRE STATION NO.
5 FIRE STATION NO.
3 FIRE STATION NO.
6 119

FIRE DEPARTMENT
Organizational Chart by Position

Deputy Fire Chief

FIRE CHIEF
Battalion Chief
A Platoon
Station 1
Captain (2)
Engineer (2)
Firefighter (3)
Station 2
Captain
Engineer
Firefighter
Station 3
Captain
Engineer
Firefighter
Station 4
Captain
Engineer
Firefighter
Station 5
Captain (2)
Engineer (2)
Firefighter (3)
Station 6
Captain
Engineer
Firefighter
Battalion Chief
B Platoon
Station 1
Captain (2)
Engineer (2)
Firefighter (3)
Station 2
Captain
Engineer
Firefighter
Station 3
Captain
Engineer
Firefighter
Station 4
Captain
Engineer
Firefighter
Station 5
Captain (2)
Engineer (2)
Firefighter (3)
Station 6
Captain
Engineer
Firefighter
Battalion Chief
C Platoon
Station 1
Captain (2)
Engineer (2)
Firefighter (3)
Station 2
Captain
Engineer
Firefighter
Station 3
Captain
Engineer
Firefighter
Station 4
Captain
Engineer
Firefighter
Station 5
Captain (2)
Engineer (2)
Firefighter (3)
Station 6
Captain
Engineer
Firefighter
Battalion Chief
Fire Marshal
Administrative
Analyst
Office
Technician
Fire Inspector
II (3)
Fire Inspector
(PT - 3)
Battalion Chief
Training
Training PTC
(3 - FF)
EMS Officer

EMS PTC
(3 - FF)
Management
Analyst
Office
Technician
120

FIRE DEPARTMENT
Summary

Purpose
The Fire Department provides 24- hour prevention, response, mitigation, and recovery efforts for fires, hazardous materials, emergency medical services, traffic collisions and aircraft emergencies, and all other emergency and non-emergency service requests within the City of Salinas corporate limits. 95% of the fire department staff comprises emergency response personnel assigned to fire apparatus. The primary goal of the fire department is the protection of life, property, and the environment for those that live, work, and visit the City of Salinas. All divisions of the fire department; Administration, Suppression and Rescue, Emergency Medical Services, Prevention, Disaster Preparedness, Training, Vehicle Maintenance, and Hazardous Materials work in conjunction to support this goal.

Top Accomplishments for FY 2022-23

1. Grants- The Fire Department applied for and was awarded a grant from the Federal Urban Area Security Initiative (UASI) in the amount of $162,000 to upgrade the technology in the City’s Mobile Command and Communications Vehicle (MCCV). The vehicle was procured in 2008 with State Homeland Security Grant Program (SHSGP) funding and is in need of upgrades to its’ technology systems. This award assures the serviceability of this valuable resource for many years to come.

Assistance to Firefighters Grant (AFG) - The fire department was rewarded this unique grant for a second year in a row. In cooperation with the City of Monterey Fire Department, this grant provides funding up to $800,000 for existing SFD firefighters to attend paramedic and offset the associated staffing costs.

2. Recruitment and Hiring - The Fire Department successfully hired and completed an academy of 8 lateral firefighter transfers from neighboring fire departments. This helped the department to hire local candidates and reduce some of the costs associated recruitment and training of personnel with existing firefighting experience.

Fire department administration was successful in partnering with the South Bay Regional Training Consortium, Hartnell College and Monterey Peninsula College in establishing a local Paramedic training program. This program administered through the community college system will provide the opportunity for local students to obtain this valuable training and will allow local departments to train existing staff to the advanced level of Paramedic.

SFD has partnered with the Mission Trails Regional Occupational Program (MTROP) to attract and train local youth for a career of service with the City of Salinas Fire Department. This supports the City Council’s strategic goal of local recruitment and diversity in the City’s workforce.

3. Emergency Medical Services – Amidst the global pandemic Salinas firefighters responded to several thousand COVID-19 related emergency responses without drastic impacts to continuity of services.

The division took a lead role in establishing city -wide COVID guidelines and best practices for all City departments and participated in local and State efforts to provide vaccinations and education.

4. Promotional Exams –The Fire Department has completed numerous internal promotions to fill vacancies in various ranks, including Battalion Chief, Fire Captain, and Fire Engineer.

5. Fire Prevention Division – The division was able to fill its’ 3 rd vacancy in the full -time Fire Inspector
position and is currently recruiting to fill vacancies in part-time positions. The division received Council approval to proceed with a re- classification/re-organization of inspection personnel to further improve 121

FIRE DEPARTMENT
Summary

the efficiency and accountability of inspections and help with recruitment and retention of staff. The division has eliminated nearly all of the pandemic-related back-log of inspections.

6. Operations/Suppression -The Fire Department took delivery of two new fire apparatus. These new fire engines will replace aged equipment at fire station #1 on West Alisal St.and fire station #6 on East Bolivar St.as part of the department’s vehicle replacement program.

7. Facilities- Fire station #1 on West Alisal received a much needed new roof that will help extend the longevity of this facility and greatly improved the visual for the neighborhood. Additionally, the Council approved improvements to the west wing of City Hall have commenced and are anticipated to be completed by the new FY. The improvements to the west wing will combine the fire administration and prevention offices into one space and allows for efficiencies in supervision of staff, efficiencies in customer service, provides ample workspace for fire department administrative and prevention personnel. It also provides for training facilities that can also serve as the City’s Emergency Operations Center (EOC) in times of crisis. Office spaces vacated in the permit center will allow for expansion of community development programs, services, and staffing as well.

8. Wellness/Safety – The Department has bolstered its’ training and resource availability in the areas of mental health and critical incident stress reduction. Several members of the department have received specific training in Critical Incident Stress Management (CISM) as part of a broader national initiative to reduce mental health impacts on public safety personnel. The department has engaged with additional specialized counseling resources to augment and improve existing programs.

City Council Goals, Strategies, and Objectives for FY 2022-23 Economic Development:

1. The department will continue to actively participate in the planning of development in the Future Growth Area (FGA) with consideration for the needs of an expanding community and diversity of risks.

Housing/Affordable Housing:

1. The department will remain an ally in the goal of increasing opportunities in this arena.

Supporting expeditious plan review and permitting as well as timely inspections of new projects are ways the department contributes to this goal.

Infrastructure and Environmental Sustainability:

1. Salinas Fire Department will utilize current and future funding appropriations to prioritize and complete a host of repairs and alterations to fire stations throughout the city to ensure continuity of emergency services. Facilities will be upgraded to emerging “green standards” where feasibly and economically viable to do so.

2. The fire department’s training division is seeking ways to improve the delivery of mandated firefighter training and develop centralized facilities while decreasing our carbon footprint.

Limiting the movement of apparatus helps to reduce fuel consumption and vehicle wear while increasing the number of available unit hours to respond to emergencies.

Public Safety:

122

FIRE DEPARTMENT
Summary

1. Engage neighborhoods:

a. With pandemic restrictions easing, neighborhood fire stations will re- open to public visitors and host education event. Fire Prevention Week activities will return with a focus on educating youth and underrepresented populations.

2. I nvest in prevention and intervention programs :

a. It is a continued goal to increase staffing in the fire prevention division to address a long -standing need to expand fire and life- safety inspections to include business and commercial occupancies. This program will help protect critical investments in the community, economic development, housing, and quality of life.

3. E
valuate staffing levels of public safety personnel :

a. Assuring adequate staffing of all apparatus in compliance with the National Fire Protection Association (NFPA) NFPA -1710 standard is a priority for the Salinas Fire Department. By ensuring that a minimum number of firefighters arrive at the scene of a structural fire within 15 minutes or less as defined by the NFPA standard as an Effective Response Force (ERF), fire and economic loss is drastically reduced for every minute this force is in place.

b. Adequately staffing the department’s two aerial apparatus aides in compliance with the NFPA 1710 standard and eliminates the need to commit additional apparatus to every fire incident in order to be in compliance. This allows for fire apparatus to remain available for additional calls for service.

c. Increases to suppression staffing will also reduce the City’s dependence on mutual-aid resources from neighboring jurisdictions. These jurisdictions have expressed concern over their frequent commitment of resources to Salinas to backfill during periods of high call volume.

4. H
ire locally for public safety positions :

a. The fire department fully appreciates the benefits of a locally sourced workforce that is representative of the community we serve. Recruitment efforts extend to local community colleges, high schools, athletics programs, and a social media campaign highlighting opportunities for a diverse population of potential employees.

5. Mai
ntain effective code enforcement practices :

a. As the community expands and diversifies, so to will the efforts of the fire department in the realm of effective enforcement. The fire prevention division will strive to assure timely inspection of housing units and continue to partner with the City’s code enforcement division to protect the safety of tenants from unsafe housing conditions.

b. Illegal fireworks enforcement will be augmented by the deployment of unmanned aerial vehicles (UAV’s) and a partnership with the Salinas Police Department to expand the existing pool of qualified pilots. Inventive methods of combating the problem of illegal fireworks will continue to be developed with the goal of making the use of illegal fireworks socially unacceptable and subject to stringent consequences for violators. 123

FIRE DEPARTMENT
Summary

Youth and Seniors:

1. As mentioned above, the fire department has taken a lead role in the re- establishment of the fire science program at the Mission Trails Regional Occupational Program (MTROP). It is the department’s desire to create a path for local youth to learn about the fire service through ROP and create an opportunity to participate in an “explorer” program within the fire department.

With the department’s participation in the South Bay Regional Training Academy and new Paramedic training program, Salinas youth could be given the opportunity for scholarships and/or sponsorship into the accredited fire academy. These programs create a straight -line pathway to hiring and promoting local youth.

124
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 4505 Fire Administration 389,399 471,653 705,315 906,276 4510 Suppression 20,465,938 22,653,434 22,687,741 24,537,411 4520 Emergency Medical Services 1,161,684 1,267,682 1,276,590 1,542,253 4530 Prevention 977,692 834,056 840,078 1,141,098 4540 Training 525,256 214,382 150,723 644,445 4560 Vehicle Maintenance 507,703 421,788 449,160 451,694 4570 Hazardous Material Control 268,207 264,966 284,856 399,692 Total 24,295,879 26,127,962 26,394,463 29,622,869 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 22,579,260 24,420,940 24,162,090 26,825,256 62 - Supplies & Materials 652,533 547,422 664,270 861,850 63 - Outside Services 865,587 980,669 1,349,739 1,277,760 64 - Other Charges 54,166 76,515 89,429 153,285 66 - Capital Outlays 144,333 102,416 128,935 504,718 Total 24,295,879 26,127,962 26,394,463 29,622,869 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 20,615,750 22,156,917 23,101,669 25,891,692 1100 Measure E 129,014 122,788 75,888 45,093 1200 Measure G 2,111,736 2,424,211 1,969,249 2,305,041 2501 Emergency Medical Service Fund 1,141,939 1,237,557 1,232,581 1,381,043 3111 SAFER 2013 297,439 176,465
2508 Contributions & Donations 10,025 15,075 Total 24,295,879 26,127,962 26,394,463 29,622,869 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4505 Fire Administration 2.
000 2.000 2.000 3.000
4510 Suppression 89.000 89.000 89.000 92.000
4520 Emergency Medical Services 1.000 1.000 1.000 1.000 4530 Prevention 5.000 5.000 5.000 6.000
4540 Training 1.000 1.000 1.000 1.000
Total 98.000 98.000 98.000 103.000

FIRE DEPARTMENT
Summary
125

FIRE DEPARTMENT
4505 Fire Administration Division
Purpose

The Administration Division is responsible for integrating the initiatives, goals, and objectives established by the City Council into the support and delivery Divisions of the Fire Department. The Administrative Division provides for the overall management of the Department by the development of new programs, policies and procedures, the promotion of life safety, environmental protection, and the provision of administrative support for Fire Department personnel, while ensuring Federal, State, local laws, Memoranda of Understanding and contractual agreements are in compliance. The Administration Division is also responsible for continuous self-assessment of Fire Department efficiency and the implementation of life safety programs.

Division Operations

1. Utilize National Fire Incident Reporting System (NFIRS) data to assist with administrative and operational changes to improve department efficiencies and operational priorities.

2. Improved Fire Department staffing within acceptable levels to minimize overtime costs.

3. Provided cost effective fire and emergency medical services to the community.

4. Pursued grant funding to minimize fiscal impacts to the General Fund.

5. Maintain a safe working environment for firefighters with new apparatus and equipment purchases.

6. Track firefighter injuries and trends.

7. Represent the Fire Department and the City on multiple regional committees to collaborate in providing public safety services throughout the county and the region.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Firefighters Per Capita 0.6 0.6 0.7 0.6 0.7
Authorized Staffing 98 93 103 95 105
Overtime Costs-Reg/Hol/FLSA/HO/Min Staff/EC 1,859,300$ 2,112,325$ 1,200,000$ 1,905,880$ 1,200,000$ Dollar Value of Grant Applications 1,000,000$ 800,000$ 1,000,000$ 6,360,000$ 5,000,000$ Dollar Value of Grants Awarded 650,000$ 310,250$ 6,080,000$ 960,000$ 5,000,000$ Major Budget Changes

1. Additions to the budget in this division include additional personnel to address the current workload of the division and anticipated workload increases to support major projects, development, and span of control for daily operations.

126
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 351,909 411,749 633,740 778,606 62 - Supplies & Materials 7,616 5,154 20,521 8,100 63 - Outside Services 23,471 28,164 39,410 103,700 64 - Other Charges 6,403 20,231 11,444 12,870 66 - Capital Outlays 6,355 200 3,000 Total 389,399 471,653 705,315 906,276 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 378,716 442,330 673,940 889,976 1200 Measure G 10,683 19,298 16,300 16,300 2508 Contributions & Donations 10,025 15,075 Total 389,399 471,653 705,315 906,276 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4505 Fire Administration 2.000 2.000 2.000 3.000
Total 2.000 2.000 2.000 3.000

FIRE DEPARTMENT
4505 Fire Administration Division
127

FIRE DEPARTMENT
4510 Suppression Division
Purpose

The Suppression and Rescue Division is responsible for protecting life, property and the environment from the hazards of fire, explosions and hazardous materials incidents and for providing ALS emergency paramedic services. These services are provided 24- hours a day through one (1) Deputy Fire Chief and three (3) Battalion Chiefs who command three (3) platoons of Captains, Engineers, Firefighters, and Firefighter/Paramedics. These personnel are the initial responders to all incidents for emergency service and comprise the majority of funded positions within the organization. These teams responded to over 14,500 incidents last year with a daily minimum staffing of 24 personnel assigned to six (6) fire engines, two (2) ladder trucks, and a hazardous materials incident response unit. Additional emergency respons e equipment includes a Command Vehicle, Type III (wildland) Engine, Aircraft Rescue Firefighting (ARFF) engine, and numerous command and staff vehicles.

Division Operations

1. Respond, within response time goals, to all emergency and non-emergency requests for service with the appropriate number of personnel for the incident reported.

2. Eliminate the threats to life, property, and the environment following the arrival of fire companies at an emergency or non-emergency incident.

3. Maximize property saved values from fire threat after the arrival of fire companies.

4. Continually update policies, procedures and staffing as new techniques and technologies become available and funding allows.

5. Develop fire personnel through career track development, education, and training.

6. Administer, update, and maintain emergency communications agreements, equipment, and systems to ensure effective and efficient delivery of emergency services to the City of Salinas.

7. Provide management and operational oversight to all divisions of the department.

8. Ensure the timely maintenance, testing, and repair of facilities, tools, equipment, hoses, and appliances.

9. Provide for fire stations supplies and materials.

10. Maintain communication and coordination with mutual aid and automatic aid agencies to ensure efficient resource availability for efficient emergency response.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
4 Minute Response - NFPA Standard 84.80% 48.60% 90% 57% 90% 4-6 Minute Response - General Plan Service
Standard 45.70% 45.80% 70% 42% 90%
15 Firefighters at structure fires within 8
minutes - NFPA Standard 57.60% 61.60% 95% 59% 90%
Total Structure Fires 130 182 0 281 100
Total Other Type Fires 522 714 0 553 300
Major Budget Changes

1. Increases to return adequate staffing for the Department’s ladder trucks

2. Increases funding for repairs/renovations at all fire stations.

3. Provides funding for fire academy costs to train newly hired personnel.

4. Provides funding for equipping new personnel.

5. Provides funding for filling current and anticipated vacancies. 128
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 19,357,096 21,498,680 21,218,010 22,860,848 62 - Supplies & Materials 383,565 300,709 307,087 481,800 63 - Outside Services 687,950 784,416 1,056,709 854,600 64 - Other Charges 28 4,963 9,200 34,595 66 - Capital Outlays 37,299 64,667 96,735 305,568 Total 20,465,938 22,653,434 22,687,741 24,537,411 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 18,265,819 20,265,078 20,994,014 22,516,682 1200 Measure G 1,902,680 2,211,892 1,693,727 2,020,729 3111 SAFER 2013 297,439 176,465
Total 20,465,938 22,653,434 22,687,741 24,537,411 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4510 Suppression 89.000 89.000 89.000 92.000
Total 89.000 89.000 89.000 92.000

FIRE DEPARTMENT
4510 Suppression Division
129

FIRE DEPARTMENT
4520 Emergency Medical Services Division
Purpose
The EMS Division provides 24- hour Advanced Life Support medical care at the paramedic first responder level through oversight provided by one (1) EMS Officer, and three (3) EMS Platoon Training Coordinators positions that are currently vacant, and one part time administrative assistant the is currently vacant.

Advance Life Support care is provided twenty -seven (27) by crossed trained firefighter/paramedics. The mission is to respond to Emergency Medical (EMS) incidents to begin early potentially lifesaving treatment and care to the ill and injured in collaboration with the contracted ambulance transport provider. The EMS Division is an active participant and leader in the Monterey County Emergency Medi cal Services System.

Fire Department paramedics will continue care of major and critical patients during transport to local hospitals.

Division Operations

1. Respond to all 911 request to provide Advanced Life Support and/or Basic Life Support rendering lifesaving critical care to enhance the community’s quality of life.

2. Provide training and continuing education that meets or exceeds State of California and Monterey County policies, procedures, and standards to all Fire Department personnel.

3. Provide and train Tactical Paramedics (Tac-Med) for law enforcement SWAT operations.

4. Provide paramedics for City of Salinas sponsored special events.

5. Administer the Critical Incident Stress Management Program for the department.

6. Primary infectious disease control point for the City of Salinas.

7. Ensure that department and all EMS personnel are compliant with Quality Assurance/Quality Improvement policies.

8. Continue to implement an electronic narcotics storage and distribution system integration of multiple formats

9. Work to improve Emergency Medical Dispatch/Priority system to help enhance efficiency of response models.

10. Actively work with Monterey County on the strategic plan for emergency medical services and the development of the request for proposal for ambulance transportation to maximize the benefit to the residents of Salinas.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Paramedics 27 25 33 29 31
EMS Training Hours 1,000 1,308 1,300 1,396 1,488
Total EMS Responses 10,855 9,452 10,000 11,215 8,000
Major Budget Changes

1. Provides funding for additional personnel support for program administration, State and local compliance with training mandates, and coordination of medical supplies, inventories, and procurement, as well as ongoing COVID-19 issues.
130
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,063,762 1,142,285 1,092,246 1,241,093 62 - Supplies & Materials 61,345 61,425 82,700 73,200 63 - Outside Services 19,648 32,647 53,859 53,060 64 - Other Charges 11,174 30,656 32,285 36,900 66 - Capital Outlays 5,755 669 15,500 138,000 Total 1,161,684 1,267,682 1,276,590 1,542,253 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 19,745 30,125 44,009 161,210 2501 Emergency Medical Service Fund 1,141,939 1,237,557 1,232,581 1,381,043 Total 1,161,684 1,267,682 1,276,590 1,542,253 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4520 Emergency Medical Services 1.000 1.000 1.000 1.000 Total 1.000 1.000 1.000 1.000

FIRE DEPARTMENT
4520 Emergency Medical Services Division
131

FIRE DEPARTMENT
4530 Prevention Division
Purpose

The Fire Prevention Division is charged with the implementation, administration and enforcement of the provisions of the California Fire Code (CFC), as authorized by California Code of Regulations, Title 19 and Title 24. The CFC establishes the minimum requirements consistent with nationally recognized practices to safeguard the public health, safety and general welfare from:

1. The hazard of fire and explosion arising from the storage, handling or use of structures, materials or devices.

2. Conditions hazardous to life, property or public welfare in the occupancy of structures or premises.

3. Fire hazards in the structure or on the premises from occupancy or operation.

4. Matters related to the construction, extension, repair, alteration or removal of fire suppression or alarm systems.

5. Matters related to Fire Department access and water supply to State regulated facilities; and

6. Conditions affecting the safety of firefighters and emergency responders during emergency operations.

Division Operations

1. To provide programs and inspections that enhance the safety and welfare of Salinas’ residents and businesses.

2. Conduct annual State mandated inspections of multi-family (R-2) dwellings, detention facilities and schools.

3. Conduct annual inspections of high hazard, commercial and assembly occupancies.

4. Conduct inspections for special operational and building permits.

5. Conduct plan review and approval for fire sprinkler systems, fire alarm systems, and other projects requiring permits/approvals from the Agency Having Jurisdiction (AHJ).

6. Conduct joint inspections and follow-up with the Code Enforcement Division and City Attorney’s Office in collaborative enforcement efforts related to substandard housing, dangerous and blighted properties.

7. Oversee water purveyors’ repair/replacement of damaged fire hydrants.

8. Administer the “safe-n- sane” fireworks lottery process and coordinate illegal fireworks enforcement efforts.

9. Coordinate investigations of major fire incidents.

10. Collaborate with the Monterey County Office of Emergency Services to update local and regional emergency plans.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Fire & Life Safety Education 12 10 15 24 20
Public Safety Demonstrations 10 7 10 20 25
Total Number of Fire Code/State Mandated
Inspections 1,966 2,115 2,000 2,288 2,000
Total Number of Commercial/Fire Permit
Inspections 1,246 980 1,500 1,062 1,500
Number of Fire Plan Checks 468 536 600 581 600
132

FIRE DEPARTMENT
4530 Prevention Division
Major Budget Changes

1. Reinstates funding for required refresher training of personnel that was eliminated in previous budgets.

133
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 930,258 784,333 762,328 1,035,348 62 - Supplies & Materials 15,341 11,512 32,409 43,750 63 - Outside Services 28,164 35,794 35,841 41,400 64 - Other Charges 3,930 2,130 9,000 9,600 66 - Capital Outlays 288 500 11,000 Total 977,692 834,056 840,078 1,141,098 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 757,752 613,337 649,241 971,993 1100 Measure E 129,014 122,788 75,888 45,093 1200 Measure G 90,927 97,932 114,949 124,012 Total 977,692 834,056 840,078 1,141,098 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4530 Prevention 5.000 5.000 5.000 6.000
Total 5.000 5.000 5.000 6.000

FIRE DEPARTMENT
4530 Prevention Division
134

(This page intentionally left blank)
135

FIRE DEPARTMENT
4540 Training Division
Purpose
The Training Division’s mission is to provide fire department personnel with the highest standard of professionalism, safety and expertise by providing organizational planning, development, implement required training, special operations and promotion of safe practices. The division is administered by one (1) Battalion Chief and three fire captain/platoon training coordinators, one assigned to each platoon at Fire Station 3.

Division Operations

1. P rovide the training required to meet National Fire Protection Association (NFPA) standards, Federal & State Fire Training mandates, Insurance Services Office (ISO), and local requirements.

2. E nsure firefighter safety through the provision of structured training programs, physical, and mental health and wellness.

3. P rovide all firefighters a minimum of 120 training hours under the supervision of qualified trainers in a controlled environment.

4. Acquire and maintain training props and equipment for the safe administration of training programs.

5. Provide tractor drawn (tiller) training to 100% of fire suppression personnel.

6. Coordinate training with mutual aid and automatic aid agencies in accordance with state, regional, and local agreements and contracts.

7. Manage the Peer Fitness Program to include initial and ongoing evaluation of personnel and the maintenance and replacement of physical fitness equipment.

8. Coordinate the department-wide training calendar.

9. Provide oversight of the department’s firefighter recruit academy.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Total Number of Training Hours (Department) 26,500 12,265 35,000 23,725 22,320 Mandated Training Compliance (Department) - % 70% 6% 100% 57% 100% Number of Firefighters Trained - Class A Burn
Trailers 0 0 0 18 20

Major Budget Changes
None.
136
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 440,495 150,586 57,250 455,925 62 - Supplies & Materials 13,128 6,332 21,433 49,000 63 - Outside Services 20,530 8,493 46,040 108,000 64 - Other Charges 30,745 18,535 10,000 16,520 66 - Capital Outlays 20,358 30,437 16,000 15,000 Total 525,256 214,382 150,723 644,445 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 465,038 161,063 83,450 577,445 1200 Measure G 60,218 53,319 67,273 67,000 Total 525,256 214,382 150,723 644,445 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4540 Training 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

FIRE DEPARTMENT
4540 Training Division
137

FIRE DEPARTMENT
4560 Vehicle Maintenance Division
Purpose
The Vehicle Maintenance Division repairs and maintains all Fire Department vehicle and firefighting apparatus in accordance with National, State, DMV, NFPA and OSHA mandates. This is accomplished through scheduled preventive maintenance and on- demand repairs utilizing cross -trained firefighter mechanics. Repairs beyond the scope of fire mechanics are contracted out to qualified repair facilities.

The division is administered by a battalion chief, a senior fire captain/mechanic, and five (5) fire personnel who are cross trained as mechanics.

Division Operations

1. Maintain and support an efficient and safe fleet of emergency response vehicles minimizing on- duty crew down time.

2. Maintain safe and functional auxiliary fire equipment.

3. Maintain fully functional reserve fire apparatus for use as frontline apparatus.

4. Track In-Service time of reserve and front-line apparatus.

5. Ensure all aerial and ground ladders are tested annually per manufacturer’s specifications and NFPA standards.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Scheduled Maintenance Compliance - % 100% 100% 100% 100% 100% Aerial & Ground Ladder Testing Compliance - % 100% 100% 100% 100% 100% Major Budget Changes
None.
138
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 178,202 171,816 135,160 134,894 62 - Supplies & Materials 166,798 160,085 188,120 189,000 63 - Outside Services 85,080 89,887 115,880 115,000 64 - Other Charges 1,000 10,000 12,800 66 - Capital Outlays 76,623
Total 507,703 421,788 449,160 451,694 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 460,475 380,018 379,160 381,694 1200 Measure G 47,228 41,769 70,000 70,000 Total 507,703 421,788 449,160 451,694

FIRE DEPARTMENT
4560 Vehicle Maintenance Division
139

FIRE DEPARTMENT
4570 Hazardous Material Control Division
Purpose
The Hazardous Material Response Division is responsible for the effective control and initial mitigation of hazardous material emergencies in order to protect life, the environment and property. Eighteen (18) fire suppression personnel are cross-trained and equipped as Hazardous Materials Specialists. The Haz Mat Team also provides technical support, advice and training to Salinas businesses that utilize potentially hazardous materials in processing or manufacturing. Under the Monterey County Hazardous Materials Response Plan, the City’s Haz Mat Team provides emergency responses to the Salinas community and the County of Monterey through a contractual partnership consisting of the City of Salinas, City of Seaside and County of Monterey Department of Environmental Health. New developments for this Division include the necessary response to Chemical, Biological, Nuclear, Radiological and Explosive (CBRNE) and Weapons of Mass Destruction (WMD) training, equipment and capabilities. The division also now provides emergency response and training to San Benito County. The division is supervised by one (1) battalion chief (special operations) and six (6) HazMat Team leaders, deployed two per platoon.

Division Operations

1. Ensure the safety of Hazardous Materials Team members through scheduled training.

2. Respond to hazardous material emergencies and minimize impacts to the community.

3. Process Certified Unified Program Agency (CUPA) reimbursements.

4. Provide quarterly training for Hazardous Material Team members.

5. Provide annual mandated training in hazardous material first responder operations (FRO) level.

6. Ensure Hazardous Materials team members receive annual medical assessments.

7. Prepare and submit quarterly CUPA reimbursement reports.

8. Maintain State of California OES standards for Type I emergency operations response.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Total Training Hours 1,215 1,060 1,500 1,300 1,500
Annual CUPA Reimbursement 210,530$ 218, 012$ 140,000$ 190,000$ 170,000$ Major Budget Changes
None.
140
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 257,538 261,492 263,356 318,542 62 - Supplies & Materials 4,740 2,205 12,000 17,000 63 - Outside Services 745 1,269 2,000 2,000 64 - Other Charges 886 7,500 30,000 66 - Capital Outlays 4,298 32,150
Total 268,207 264,966 284,856 399,692 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 268,207 264,966 277,856 392,692 1200 Measure G 7,000 7,000
Total 268,207 264,966 284,856 399,692

FIRE DEPARTMENT
4570 Hazardous Material Control Division
141
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4505 Fire Administration
Administrative Secretary 1.000
Fire Chief 1.000 1.000 1.000 1.000
Office Technician 1.000
Management Analyst 1.000 1.000 1.000
4505 Fire Administration Total 2.000 2.000 2.000 3.000 4510 Suppression
Battalion Chief 3.000 3.000 3.000 3.000
Deputy Fire Chief 1.000 1.000 1.000
Fire Captain 24.000 24.000 24.000 24.000
Fire Engineer 24.000 24.000 24.000 24.000
Fire Recruit 8.000 2.000 2.000
Firefighter 29.000 35.000 35.000 40.000
Assistant Fire Chief 1.000
4510 Suppression Total 89.000 89.000 89.000 92.000
4520 Emergency Medical Services
Emergency Med Svcs Offcr 1.000 1.000 1.000 1.000
4520 Emergency Medical Services Total 1.000 1.000 1.000 1.000 4530 Prevention
Administrative Analyst I 1.000 1.000
Battalion Chief 1.000
BC/Fire Marshal 1.000 1.000 1.000
Fire Inspector 3.000 3.000 3.000
Office Technician 1.000 1.000 1.000
Fire Inspector II 3.000
4530 Prevention Total 5.000 5.000 5.000 6.000
4540 Training
Battalion Chief 1.000
Battalion Chief EMS/Trng 1.000 1.000
Battalion Chief Trng 1.000
4540 Training Total 1.000 1.000 1.000 1.000
Total 98.000 98.000 98.000 103.000

FIRE DEPARTMENT
Work Force
142

HUMAN RESOURCES DEPARTMENT
Organizational Chart by Division

HUMAN RESOURCES
Recruitment
Classification
Payroll
Personnel Actions
Employee Benefits
Leaves
Grievances
Disciplinary Actions
Labor Relations /
Negotiations
Legal Compliance
Training
Employee
Development
143

HUMAN RESOURCES DEPARTMENT
Organizational Chart by Position

Human Resources Director
Sr. Human Resources
Analyst (2)
Human Resources
Analyst II
Human Resources
Analyst I
Sr. Human Resources
Technician
Confidential Office
Technician
Human Resources
Technician (2)
144

(This page intentionally left blank)
145

HUMAN RESOURCES DEPARTMENT
Summary

Purpose
Human Resources provides centralized human resources and employee relations services in support of the delivery of municipal services to Salinas' residents. Specifically, Human Resources staff provides services to all City Departments in managing human resource functions for approximately 525 full -time regular employees and 200 temporary employees. Services provided include: Recruitment and Classification, Employee Benefits, (Medical, Dental, Vision, Life, LTD, Wellness, and Unemployment Insurance, Employee Leaves (Family Medical Leave Act, California Family Rights Act, Pregnancy Disability Leave, and Military Leave), Employee Relations and Employee Development.

City Council Goals, Strategies, and Objectives for FY 2022 – 2023

1. Work collaboratively with Departments to administer the personnel recruitment and in - service training programs for City personnel (Strategic Goal: Effective and Culturally Responsive Government)

2. Administer the City’s classification and compensation plans consistent with the Perso nnel Ordinance and Resolution (Strategic Goal: Effective and Culturally Responsive Government)

3. Continue streamlining hiring and employee onboarding (Strategic Goal: Public Safety and Effective and Culturally Responsive Government)

4. Continue ongoing collaboration with implementation of the Salinas Plan (Strategic Goal:

Public Safety and Effective and Culturally Responsive Government)

5. Continue efforts on Blue Zone worksite designation (Strategic Goal: Effective and Culturally Responsive Government)

6. S treamline payroll for public safety - integration into New World ERP (Strategic Goal:

Effective and Culturally Responsive Government)

7. Implement online performance evaluation module (Strategic Goal: Effective and Culturally Responsive Government)

8. Oversee the City’s employer- employee relations matters with recognized employee organizations on matters within the scope of representation pursuant to Municipal Code (Strategic Goal: Effective and Culturally Responsive Government)

Major Budget Changes
Request one Human Resources Analyst position and one Confidential Office Technician position to support the activities of the Human Resources Department for approximately $224,000. 146
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 1140 Human Resources 1,340,156 1,397,234 1,493,540 1,700,508 Total 1,340,156 1,397,234 1,493,540 1,700,508 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,205,072 1,196,474 1,223,240 1,423,458 62 - Supplies & Materials 15,716 18,777 69,200 19,250 63 - Outside Services 89,106 146,955 178,100 202,800 64 - Other Charges 24,321 20,849 20,000 45,000 66 - Capital Outlays 5,941 14,180 3,000 10,000 Total 1,340,156 1,397,234 1,493,540 1,700,508 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,175,230 1,231,313 1,322,109 1,520,495 1200 Measure G 164,927 165,921 171,431 180,013 Total 1,340,156 1,397,234 1,493,540 1,700,508 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources 6.500 7.000 7.000 9.000
Total 6.500 7.000 7.000 9.000

HUMAN RESOURCES DEPARTMENT
Summary
147

HUMAN RESOURCES DEPARTMENT
1140 Human Resources Division
Purpose
Human Resources provides centralized human resources and employee relations services in support of the delivery of municipal services to Salinas' residents. Specifically, Human Resources staff provides services to all City Departments in managing human resource functions for approximately 525 full -time regular employees and 160 temporary employees. Services provided include: Recruitment and Classification, Employee Benefi ts, (Medical, Dental, Vision, Life, LTD, Wellness, and Unemployment Insurance, Employee Leaves (Family Medical Leave Act, California Family Rights Act, Pregnancy Disability Leave, and Military Leave), Employee Relations and Employee Development.

Division Operations

1. Provide effective and timely personnel recruitments for all departments.

2. Conduct classification studies and job description updates.

3. Conduct and oversee employee onboarding, new employee intake, new employee orientation, to include live scan services for employment candidates and volunteers.

4. Administer employee health benefits, COBRA and employee leaves, and reporting requirements under the Affordable Care Act.

5. Ensure compliance with Federal and State regulations pertaining to posting, notification, and training requirements and compliance with Federal and State regulations pertaining to DOT, EEOC, Affordable Care Act, Americans with Disabilities Act.

6. Administer grievance and disciplinary process to include contract review and interpretati on; discussions and negotiations with bargaining unit representatives; coordination and conducting training for City staff; scheduling all hearings and appeals; providing administrative support to Grievance Board.

7. Support the City's labor relations' activities and collective bargaining process.

8. Develop and coordinate employee training and development initiatives.

Performance Measures

Performance Measure / Goal
FY 2019-20
Actual
FY 2021-22
Actuals
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Recruitments 58 95 60 60 60
Applications Processed/Screened 1,691 1,616 1,000 1,000 1, 000 New Hire Processing 79 99 85 85 85
New Employee Orientation 6 8 6 6 6
Trainings 30 25 25 25
Job Description Development & Review 11 19 25 25 25
Grievances & Discipline 11 4 5 5 5
Personnel Action Forms 1000 1,000 1,000 1,000
FMLA 69 43 60 60 60
CO
BRA 101 162 100 100 100
Health Enrollments/Changes 130 122 115 115 115

Major Budget Changes
None.
148
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,205,072 1,196,474 1,223,240 1,423,458 62 - Supplies & Materials 15,716 18,777 69,200 19,250 63 - Outside Services 89,106 146,955 178,100 202,800 64 - Other Charges 24,321 20,849 20,000 45,000 66 - Capital Outlays 5,941 14,180 3,000 10,000 Total 1,340,156 1,397,234 1,493,540 1,700,508 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,175,230 1,231,313 1,322,109 1,520,495 1200 Measure G 164,927 165,921 171,431 180,013 Total 1,340,156 1,397,234 1,493,540 1,700,508 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources 6.500 7.000 7.000 9.000
Total 6.500 7.000 7.000 9.000

HUMAN RESOURCES DEPARTMENT
1140 Human Resources Division
149
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources
Assistant City Manager 0.500
Human Resource Analyst I 1.000 1.000 1.000
Human Resource Analyst II 2.000 1.000 1.000
Human Resources Technician 2.000 3.000 2.000 2.000
Human Resources Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000
Sr Human Resource Analyst 2.000 2.000 2.000
Sr Human Resources Technician 1.000 1.000
1140 Human Resources Total 6.500 7.000 7.000 9.000
Total 6.500 7.000 7.000 9.000

HUMAN RESOURCES DEPARTMENT
Work Force
150

LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Organizational Chart by Division

LIBRARY &

COMMUNITY

SERVICES

RECREATION &

PARK SERVICES

RECREATION

SERVICES

CENTRAL
PARK

EL DORADO
PARK

CLOSTER
PARK

RECREATION
CENTER

HEBBRON
FAMILY
CENTER

FACILITY

SERVICES
REIMB

PROGRAMS

AFTERSCHOOL

PROGRAMS

BREADBOX
CENTER

FIREHOUSE

REC CENTER

SHERWOOD

HALL / COMM
CTR
YOUTH
SPORTS

SPECIAL
EVENTS

SHERWOOD

REC CENTER
PARK

MAINTENANCE

COMMUNITY

PARTNERSHIPS &

ENGAGEMENT

COMMUNITY

PARTNERSHIPS &

OUTREACH
CASP
STREET

OUTREACH

SEE OUR
YOUTH

PUBLIC ART

NEIGHBORHOOD

SERVICES

VOLUNTEER

SERVICES

NEIGHBORHD

EDUCATION &

OUTREACH

LIBRARY

SERVICES

COMMUNITY

EDUCATION

YOUTH &

FAMILIES

LIFELONG

LEARNING

CUSTOMER

SERVICES &

FACILTIES
JOHN

STEINBECK

LIBRARY
CESAR
CHAVEZ

LIBRARY

EL GABILAN

LIBRARY
MOBILE

SERVICES

TECHNICAL

SERVICES
PUBLIC

COMPUTING

COLLECTIONS

VIRTUAL
BRANCH
151

LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Organizational Chart by Position

LIBRARY &

COMMUNITY

SERVICES

DIRECTOR

REC & PARK
SERVICES Rec & Park
Superintendent

ADMINISTRATION
Admin
Analyst
Office
Technician

PARK MAINT
Crew Supervisor
Sr. Park
Maint
Worker
Park Maint
Wkr (12)
REC SVCS.

Comm Svc.

Manager
Recreation
Coordinator
(5)
Sports
Program
Assistant
Senior Rec
Assistant
Recreation
Assistant (2)

COMM PARTNERSHIPS
& ENGAGEMENT
Community Safety Admin
Admin
Analyst

NEIGHBORHOOD

SERVICES
Neighborhood
Services
Coord (3)

COMMUNITY

ENGAGEMENT
Street
Outreach
Specialist
PUBLIC
ART
GOV for
RACE
EQUITY

LIBRARY

SERVICES
Deputy Librarian

COMMUNITY

EDUCATION
Comm Ed Mgr
Senior
Librarian
(2.0 FTE)
Literacy
Specialist
(0.5 FTE)
Literacy
Assistant
(2.0 FTE)

TECHNICAL

SERVICES
Tech Svcs Mgr
Librarian I
(2.0 FTE)
Library
Automation
Svcs Coord
Library Tech
(2.0 FTE)

CUSTOMER

SERVICES &

FACILITIES

JOHN STEINBECK

LIBRARY
Librarian II
(1.0 FTE)
Librarian I
(4.0 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(4.0 FTE)
Library Page
(1.0 FTE)
MOBILE

SERVICES
Library Tech
(1.0 FTE)
Library Clerk
(1.0 FTE)

CESAR CHAVEZ

LIBRARY
Librarian II
(1.0 FTE)
Librarian I
(2.0 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(3.0 FTE)

EL GABILAN

LIBRARY
Librarian II
(1.0 FTE)
Librarian I
(2.0 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(3.0 FTE)

ADMINISTRATION
Management Analyst
Admin Secretary
152

LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary

Purpose

The Library and Community Services Department provides a wealth of resources and opportunities to enrich the lives of those who live, work, play, and learn in our community. The Department consists of three Divisions: Recreation & Park Services, Community Outreach & Engagement and Library Services with the following goals: 1) To transform lives and contribute to the health and wellness of our community by providing a comprehensive array of recreational, cultural, educational, and neighborhood services for youth, families and seniors; and 2) To improve the quality of life in Salinas through collaborative problem- solving and the provision of information and resources that are relevant, accessible and responsive to the community’s needs.

City Council Goals, Strategies and Objectives for FY 2022-23

1. Continue to develop and maintain reopening/ongoing operating standards for our libraries and recreation centers that mitigate the risk posed by the ongoing COVID -19 pandemic. ( Youth and Seniors)

2. Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. (Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)

3. Apply for and leverage multiple funding sources and partnerships to offer better programs and services with improved organizational outcomes. (Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)

4. Identify new collaborations with school districts to increase access to facilities through Joint Use Agreements and student support systems like on-site after school programs. (Youth and Seniors)

5. Continue to increase city -wide volunteer efforts to beautify and uplift AMOR Salinas Principals. (Youth and Seniors).

6. Continue to provide popular hybrid recreation and library programs, including take -home kits and virtual program options, while fully re-establishing in-person programs. (Youth and Seniors)

7. Complete and Publish the Community Alliance for Safety and Peace Strategic Plan on Violence Reduction for 2022-2025 and present to the City Council. (Public Safety)

8. Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

9. Continue to offer prevention and intervention programs and services for at-risk youth and member of other vulnerable populations. ( Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)

10. Utilize Crime Prevention Through Environmental Design (CPTED) principles to improve safety in parks and around f acilities. (Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

11. Develop a Park Maintenance Standard Manual that will identify standards of work to support a higher standard for upkeep and maintenance of the park system. (Infrastructure and Environmental Sustainability, Effective and Culturally Responsive Government)

12. Continue to support the Public Arts Commission, implementation of the Public Arts Ordinance and coordination of variety of stakeholders and funders to implement the Public Art Master Plan. (Economic Development, Effective and Culturally Responsive Government)

13. Leverage existing programs and efforts to develop a mural program to combat graffiti. ( Economic Development)

14. Establish a Race Equity Plan. (Effective and Culturally Responsive Government) 153

LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary

15. Provide Diversity, Equity and Inclusion (DEI) training for policy -makers and staff. (Effective and Culturally Responsive Government)

16. Continue to manage the Hebbron Family Center Revitalization Project and enter into a design-build contract. (Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

17. Continue to manage the Closter Park Renovation Project. ( Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

18. Conduct an irrigation assessment of the City's park system. ( Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

19. Continue to assess and upgrade playground structures, benches, and grills. Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

20. Review the library structure and finalize recommendations for a re- organization to identify a clear structure that improves service delivery. (Effective and Culturally Responsive Government)

21. Seek and implement new technologies and digital resources to increase the efficiency, convenience, and level of service to the community. (Effective and Culturally Responsive Government)

22. Expand the Library’s device lending program to include laptops and hotspots, to alleviate digital divide in the community. (Effective and Culturally Responsive Government)

23. Continue to provide Adult and Family Literacy services, including English language and basic computer literacy, citizenship exam, and high school equivalency preparation classes. ( Youth and Seniors)

24. Re-establish additional in-person sessions for Read Grow Play playgroup programs, restart Kinder mobile service for Salinas’ kindergarteners, and continue to provide seasonal reading challenges for Salinas youth to encourage love of reading. (Youth and Seniors)

25. Continue to offer and expand the SMART card program for all school districts in Salinas ( Youth and Seniors)

26. Fully launch makerspace for public access at El Gabilan Library and improve technology access at all libraries (Effective and Culturally Responsive Government)

27. Evaluate and expand the Library’s digital collection and resources to increase relevancy and diversity of offerings (Effective and Culturally Responsive Government)

28. Expand library programs and partnerships for adults and young adults in health and wellness, financial literacy, local history and genealogy, and workforce and business development. ( Youth and Seniors, Economic Development)

29. Identify opportunities to improve library staff training, engagement, and wellness to better retain and grow talents locally (Effective and Culturally Responsive Government)

30. Identify funding resources and implement building improvement efforts for John Steinbeck and Cesar Chavez Library. (Effective and Culturally Responsive Government

31. Update the special event permit process to improve efficiencies, mitigate risk and create a positive customer service experience for the event organizer. ( Effective and Culturally Responsive Government, Economic Development
154
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary Recreation & Community Services 3,262,304 5,222,813 7,276,719 7,502,017 Library 4,373,726 3,926,131 5,517,775 5,616,083 Total 7,636,029 9,148,944 12,794,495 13,118,100 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary Recreation & Community Services 19.000 19.000 31.000 33.000 Library 41.500 41.500 41.500 41.500
Total 60.500 60.500 72.500 74.500

LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
155

(This page intentionally left blank)
156

RECREATION AND PARK SERVICES
Organizational Chart by Division

RECREATION
& PARK

SERVICES

RECREATION

SERVICES

CENTRAL PARK

EL DORADO
PARK

CLOSTER
PARK

RECREATION
CENTER

HEBBRON
FAMILY
CENTER

FACILITY

SERVICES
YOUTH
SPORTS
REIMB

PROGRAMS

AFTERSCHOOL

PROGRAMS

BREADBOX
CENTER

FIREHOUSE

REC CENTER

SHERWOOD

HALL / COMM
CENTER

SPECIAL
EVENTS

SHERWOOD

REC CENTER
PARK

MAINTENANCE
157
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 5238 Parks and Community Services 2,566,658 2,854,023 3,057,572 6231 Recreation Admin 550,734 570,223 790,062 727,100 6232 Neighborhood Services 145,393 91,250 118,038 190,907 6233 Closter Park 6,304 3,447 17,850 43,150 6234 El Dorado Park 55,141 25,698 63,160 85,492 6235 Central Park 23,430 10,948 32,702 49,180 6236 Facility Services 9,200 8,500
6237 Reimbursable Rec Activities 75,413 1,988 163,900 152,200 6238 Youth Sports 173,142 98,548 215,300 233,706 6239 Recreation Center 69,195 44,275 93,275 121,300 6240 Firehouse Rec Center 102,629 59,489 146,910 129,360 6241 Hebbron Heights Rec Center 84,278 42,882 113,802 86,270 6242 Afterschool Programs 595,324 606,090 843,019 847,703 6243 Community Center 389,930 167,911 400,351 499,900 6244 Breadbox Rec Center 89,039 46,208 141,458 153,711 6246 Hebbron Family Center 155,350 153,784 158,330 164,977 6247 Sherwood Rec Center 8,713 3,154 61,900 33,650 6248 Youth Services & Comm Engagement 533,021 534,214 716,980 659,339 6249 Aquatic Center 205,267 196,047 336,459 258,000 Total 3,262,304 5,222,813 7,276,719 7,502,017 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,267,754 2,807,222 4,166,680 4,266,700 62 - Supplies & Materials 160,253 270,984 480,292 482,660 63 - Outside Services 788,747 2,117,787 2,282,300 2,600,602 64 - Other Charges 26,938 4,937 96,844 125,555 66 - Capital Outlays 18,612 21,883 250,603 26,500 Total 3,262,304 5,222,813 7,276,719 7,502,017 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,086,074 2,564,837 3,488,464 1,673,163 1100 Measure E 1,164,665 1,561,805 2,288,728 2,499,356 1200 Measure G 983,952 1,075,468 1,407,298 3,306,598 2505 Recreation Parks 15,741 16,735 23,400 22,900 2508 Contributions & Donations 446 140 28,829

RECREATION AND COMMUNITY SERVICES
Summary
158

RECREATION AND COMMUNITY SERVICES
Summary
2509 KDF Los Padres 11,427 3,827 40,000 Total 3,262,304 5,222,813 7,276,719 7,502,017 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services 12.000 14.000
6231 Recreation Admin 5.000 5.000 5.000 5.000
6232 Neighborhood Services 1.000 1.000 1.000 1.000
6238 Youth Sports 1.000 1.000 1.000 1.000
6242 Afterschool Programs 5.670 5.670 5.670 5.670
6244 Breadbox Rec Center 0.330 0.330 0.330 0.330
6246 Hebbron Family Center 1.000 1.000 1.000 1.000
6248 Youth Services & Comm Engagement 5.000 5.000 5.000 5.000 Total 19.000 19.000 31.000 33.000
159

RECREATION AND COMMUNITY SERVICES
5238 Parks and Community Services Division
Purpose

Provide quality maintenance service to preserve safety, aesthetics, health and utility for Salinas’ inventory of parks, open spaces, planters, and facility landscapes. The City’s parks encompass over 409 acres in 45 sites.

Division Operations

1. Provide services focused on health and safety to City parks.

2. Maintain public landscapes at a level commensurate with available funding.

3. Ensure playgrounds and other park amenities are safe and available for use by the public.

4. Provide support to community-based organizations, neighborhoods, and volunteer groups through a series of volunteer efforts to beautify and maintain City parks.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Cost per Salinas resident to support parks 12.50$ 15.53$ 15.53$ 17.38$ 17.38$ Number of Park Acres Maintained per FTE Daily Average 51 51 39 34 34 Percentage Above Municipal Benchmark (11 Acres/FTE) 562% 562% 354% 300% 209% Acres of Parks Maintained 409 409 391 409 412
Percentage of Parks Request For Service Responded to Within 48 Hours 100% 100% 90% 90% 90%
Average Number of FTE per Workday (7 Days per Week) 8 8 10 9.4 12

Major Budget Changes

None.

160
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 784,416 849,941 1,284,948 1,392,902 62 - Supplies & Materials 109,047 156,405 202,649 211,750 63 - Outside Services 1,413,382 1,559,912 1,340,726 1,427,520 64 - Other Charges 1,366 400 5,700 5,400 66 - Capital Outlays 20,000 20,000
Total 2,308,211 2,566,658 2,854,023 3,057,572 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,619,567 1,793,511 1,784,258 1100 Measure E 477,169 526,498 782,820 945,256 1200 Measure G 211,474 246,649 286,945 2,112,316 Total 2,308,211 2,566,658 2,854,023 3,057,572 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services 12.000 12.000 12.000 14.000 Total 12.000 12.000 12.000 14.000

RECREATION AND COMMUNITY SERVICES
5238 Parks and Community Services Division
161

RECREATION AND COMMUNITY SERVICES
6231 Recreation Administration Division
Purpose
Provide management, leadership and administration to carry out the work of the division in providing a wide range of programs and services in parks, recreation centers.

Division Operations

1. Provide support and oversight for citywide planning efforts to the Advance and Current Planning Divisions.

2. Provide effective leadership and direction through the use of strategic planning tools and methods.

3. Provide the Library and Community Service Commission with opportunities for input on critical Library, Recreation, Park and Neighborhood and Volunteer services.

4. Provide the Public Art Commission with opportunities for input and direction when appropriate on public art projects.

5. C ontinue to practice excellent customer service.

6. Coordinate the Capital Improv ement Program with the expansion and improvement of recreation and park facilities.

7. Monitor lease/operation & management agreements at Salinas Aquatic Center, Closter Park and Tennis Center.

8. Provide overall budget, project, and program management.

9. Review fees for service programs to increase cost recovery.

10. Monitor and coordinate the community Special Event Permit process.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Attendees at Recreation Centers 261,403 1593* 220,000 102,699* 286,640 Number of Special Event Permits Issued 39* 4* 45 28 74
Number of Annual Hours Spent in Support of

CASP N/A N/A NA NA NA
Number of Recreation Newsletter signups 486 146 350 0* 220 *Facility closed due to COVID-19.

Major Budget Changes
None.

162
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 503,697 548,269 692,733 653,900 62 - Supplies & Materials 12,062 10,010 7,500 7,900 63 - Outside Services 18,252 4,297 26,085 34,800 64 - Other Charges 12,031 3,147 58,244 30,000 66 - Capital Outlays 4,692 4,500 5,500 500 Total 550,734 570,223 790,062 727,100 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 103,316 106,216 223,431 193,533 1100 Measure E 235,225 261,794 291,708 275,203 1200 Measure G 211,747 202,073 246,094 258,364 2508 Contributions & Donations 446 140 28,829 Total 550,734 570,223 790,062 727,100 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6231 Recreation Admin 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000

RECREATION AND COMMUNITY SERVICES
6231 Recreation Admin Division
163

RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
Purpose
Encourage and support volunteerism and neighborhood engagement activities, coordinate the implementation of solutions to neighborhood issues, and assist with the work of the violence prevention collaborative.

Division Operations

1. Support community engagement efforts by providing council district meetings, budget information meetings, town hall meetings and connect residents to City resources through the Building Strong Neighborhood meeting series.

2. Coordinate a city -wide volunteer services program in collaboration with city departments and community-based organizations by providing a structure for recruiting and training volunteers, recognizing their work and compiling statistics and reports regarding the contributions of volunteers.

3. Support neighborhood efforts by assisting with clean- ups, block parties, and with information on community resources and beautification.

4. Administer the City’s Neighborhood Beautification Grant program.

5. Plan and implement the Youth and Government Institute (YAGI).

6. Provide excellent customer service.

7. Collaborate with the Salinas Police Department to build Neighborhood Watch capacity throughout Salinas.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Council District Cleanups 4 3 5 3 7
Community Meetings Supported 22 24 20 45 60
City-wide Volunteer Hours Performed 20,613 2,445 5,000 2,935 10,000 Major Budget Changes
None.
164
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 135,665 85,215 99,038 115,907 62 - Supplies & Materials 2,038 1,945 9,900 9,900 63 - Outside Services 6,002 4,090 7,100 7,100 64 - Other Charges 1,687 2,000 58,000 Total 145,393 91,250 118,038 190,907 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 56,000
1100 Measure E 12,625 7,017 22,200 26,900 1200 Measure G 132,768 84,233 95,838 108,007 Total 145,393 91,250 118,038 190,907 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6232 Neighborhood Services 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
165

RECREATION AND COMMUNITY SERVICES
6233 Closter Park Division
Purpose
Provide a wide range of activities for all ages to create wholesome experiences for physical and mental well-being.

Division Operations

1. Practice excellent customer service.

2. Continue to monitor lease with the Salinas Boxing Club.

3. Keep the Park and Recreation Center in good condition.

4. Offer a diverse recreation prevention program for youth of all ages during the summer.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
*Unavailable. Facility leased to Salinas Boxing
Club. In FY14-15 the Summer Recreation
Program was restored.
3,318* 0* 2,000 0* 2,018

Major Budget Changes
A $6.8 Million Prop-68 grant award will fund major improvements at Closter Park. 166
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,679 10,500 9,500 62 - Supplies & Materials 1,424 893 2,500 2,500 63 - Outside Services 2,201 2,554 4,850 31,150 Total 6,304 3,447 17,850 43,150 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,529 2,197 2,500 2,500 1100 Measure E 1,339 988 3,050 29,350 1200 Measure G 3,436 262 12,300 11,300 Total 6,304 3,447 17,850 43,150

RECREATION AND COMMUNITY SERVICES
6233 Closter Park Division
167

RECREATION AND COMMUNITY SERVICES
6234 El Dorado Park Division
Purpose

Operate a recreation center and manage sports fields allowing for a wide range of activities for all ages to create a wholesome experience for educational, social, physical and mental well -being.

Division Operations

1. Offer diverse recreation prevention program for youth of all ages.

2. Offer fee-based community classes and cultural programs.

3. Continue to practice excellent customer service.

4. Keep the park and Recreation Center in good condition.

5. Provide Saturday Night Teen activities.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Program Attendees 92,927* 4,687 80,000 21,838 84,220

Major Budget Changes

None.

168
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 37,422 2,372 41,800 50,000 62 - Supplies & Materials 5,644 4,347 7,800 8,500 63 - Outside Services 12,075 18,979 13,560 26,992 Total 55,141 25,698 63,160 85,492 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 11,587 18,408 12,060 23,492 1100 Measure E 43,508 7,289 50,900 61,800 1200 Measure G 46 200 200 Total 55,141 25,698 63,160 85,492

RECREATION AND COMMUNITY SERVICES
6234 El Dorado Park Division
169

RECREATION AND COMMUNITY SERVICES
6235 Central Park Division
Purpose

Operate a recreation center and provide a wide range of activities for all ages to create wholesome experience for educational, social, physical and mental well-being.

Division Operations

1. Offer diverse recreation and prevention programs for youth of all ages.

2. Continue to practice excellent customer service.

3. Keep the park and Recreation Center in good condition.

4. Offer fee-based community classes and cultural programs.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Program Attendees 17,920* 1,639* 10,000 6,153 17,920

Major Budget Changes

None.

170
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 13,179 1,047 15,950 25,000 62 - Supplies & Materials 1,999 1,636 4,700 10,780 63 - Outside Services 8,252 8,264 12,052 13,400 Total 23,430 10,948 32,702 49,180 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,864 3,202 8,152 9,500 1100 Measure E 19,565 7,746 24,350 39,480 1200 Measure G 200 200
Total 23,430 10,948 32,702 49,180

RECREATION AND COMMUNITY SERVICES
6235 Central Park Division
171

RECREATION AND COMMUNITY SERVICES
6236 Facility Services Division
Purpose

Manage the rental of Park and Recreation facilities to groups and organizations.

Division Operations

1. Manage the rental-reservation process for various athletic fields in accordance with the approved fee schedule.

2. Provide opportunities for renting recreation facilities including the Community Park buildings, Breadbox Recreation Center, Firehouse Recreation Center and Salinas Recreation Center when available at the approved fee schedule.

3. Continue to practice excellent customer service.

4. Collaborate with school districts on shared use opportunities.

5. Continue to administer bounce – house reservations at three park sites.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Revenue Collected $1,132.00 0* $1,000.00 $68.50 $2,756.00 Bounce House Permits Issued 19* 0* 5 5 16
*Facility closed due to COVID-19.

Major Budget Changes

None.

172
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 7,500 6,800
62 - Supplies & Materials 500 500
64 - Other Charges 1,200 1,200
Total 9,200 8,500
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 9,200 8,500
Total 9,200 8,500

RECREATION AND COMMUNITY SERVICES
6236 Facility Services Division
173

RECREATION AND COMMUNITY SERVICES
6237 Reimbursable Recreation Activities Division
Purpose

Manage fee-based programs of specialized recreation activities such as classes, trips, day camps, sports clinics, senior activities/dinners, youth and tot activities where the participant pays for the service rendered.

Division Operations

1. Manage fee- paid recreation and leisure activities, excursions, trips and school vacation camp programs for all age groups at our recreation facilities.

2. Continue to practice excellent customer service.

3. Provide early literacy Tiny Tot programs for ages 3-5 at El Dorado Park.

4. Offer fee -based community classes and cultural programs for ages 5- 18 at El Dorado Park, Firehouse Recreation Center and Central Park.

5. Explore new opportunities to expand fee-based programs for all ages in all facilities.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Revenue Collected $42,947.00 0* $30,000.00 0* $58,344.25 *Facility closed due to COVID-19.

Major Budget Changes

None.

174
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 35,254 35,600 32,400 62 - Supplies & Materials 774 1,638 17,900 17,900 63 - Outside Services 38,255 109,600 101,100 64 - Other Charges 1,130 350 800 800 Total 75,413 1,988 163,900 152,200 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 75,413 1,988 163,900 152,200 Total 75,413 1,988 163,900 152,200

RECREATION AND COMMUNITY SERVICES
6237 Reimbursable Rec Activities Division
175

RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
Purpose
Provide youth sports programs to the community in a learning atmosphere, emphasizing participation, sportsmanship and fun. These activities will offset costs for officials, coaches, equipment and supplies through fees paid by the participants.

Division Operations

1. Provide organized sports programs and youth league activities such as flag football, soccer, basketball, volleyball and softball for young people of elementary, junior high, and high school age.

2. Continue to provide workshops and clinics to develop and enhance team and individual skills for play in leagues operated by the City.

3. Continue to work with outside organizations to provide sports clinics or camps.

4. Continue to practice excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Registered Participants 2,923* 492* 3,000 1,121* 2,923 Volunteer Coaches Hours Performed 9,674* 1,596* 9,000 2,128* 9,674 Revenue Collected $86,013.50 $4,001.00* $50,000.00 $22,337.00* $119,217.00 *Facility closed due to COVID-19.

Major Budget Changes
None.
176
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 143,328 97,864 172,700 187,756 62 - Supplies & Materials 18,725 475 33,500 36,850 63 - Outside Services 10,770 7,700 7,700 64 - Other Charges 320 208 1,400 1,400 Total 173,142 98,548 215,300 233,706 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 167,642 98,548 209,100 227,506 1200 Measure G 5,500 6,200 6,200 Total 173,142 98,548 215,300 233,706 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6238 Youth Sports 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
177

RECREATION AND COMMUNITY SERVICES
6239 Recreation Center Division
Purpose
Provide adult sport programs to the community that will offset costs for officials, equipment and supplies through fees paid by the participants.

Division Operations

1. Explore offering adult sports programs where costs allow and where staff workload allows, with "cost recovery" incorporated in the development.

2. Further expand our usage agreement with the High School District.

3. Continue to practice excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Registrations Taken 2,923* 492* 3,000 1,121 2,923 Number of Program Attendees 46,916* 1,593* 30,000 3,240* 4,916 *Facility closed due to COVID-19.

Major Budget Changes
None.

178
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 25,305 15 29,095 35,000 62 - Supplies & Materials 11,442 5,429 15,900 16,900 63 - Outside Services 28,949 37,467 43,480 67,900 64 - Other Charges 199 30 1,500 1,500 66 - Capital Outlays 3,300 1,335 3,300 Total 69,195 44,275 93,275 121,300 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 27,328 31,117 36,280 60,400 1100 Measure E 32,783 4,443 40,195 46,600 1200 Measure G 9,084 8,715 16,800 14,300 Total 69,195 44,275 93,275 121,300

RECREATION AND COMMUNITY SERVICES
6239 Recreation Center Division
179

RECREATION AND COMMUNITY SERVICES
6240 Firehouse Recreation Center Division
Purpose
Provide a variety of recreational activities for children, youth, and seniors.

Division Operations

1. Provide a variety of activities for seniors including daily socialization, meals, enrichment opportunities and monthly special events.

2. Offer a year-round after-school program for children and youth.

3. Continue to practice excellent customer service.

4. Explore opportunities for fee-based classes and private party rentals.

5. Continue to offer Saturday Night Teen programs.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Program Attendees 34,661* 10,368 20,000 28,205* 24,799 Senior Volunteer Hours Performed 3,232* 0* 2,000 0* 4,869 Number of Senior Meals Served 3607* 2,081 2,900 3,957 4,808 *Facility closed due to COVID-19.

Major Budget Changes
None.
180
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 43,720 1,708 57,178 43,000 62 - Supplies & Materials 21,142 20,462 31,300 27,560 63 - Outside Services 37,767 37,319 52,932 58,300 64 - Other Charges 5,500 500
Total 102,629 59,489 146,910 129,360 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 33,398 33,806 40,632 54,830 1100 Measure E 12,702 337 13,282 17,000 1200 Measure G 45,102 21,518 52,996 57,530 2509 KDF Los Padres 11,427 3,827 40,000 Total 102,629 59,489 146,910 129,360

RECREATION AND COMMUNITY SERVICES
6240 Firehouse Rec Center Division
181

RECREATION AND COMMUNITY SERVICES
6241 Hebbron Heights Recreation Center Division
Purpose
The Hebbron Family Center is currently closed for rebuilding. Some level of service will remain with aims to create leisure opportunities for people of all ages.

Division Operations

1. Work with school districts and other organizations on co-sponsored recreation sports programs.

2. Continue to develop programs for year-round school recreation and sports activities for youth.

3. Continue to practice excellent customer service.

4. Provide Saturday Night Teen activities.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Program Attendees 32,346* 21,373** 25,000 4,433** 4,433** Number of Programs 660* 112** 1,000 46** 46**
Teen Volunteer Hours Performed 592.5* 0* 200 0* 0*
*Facility closed due to COVID-19.
**Facility is closed due to structual repairs.

Major Budget Changes
Awarded $8.1 Million of California’s General Fund for the demolition and reconstruction of this facility.

182
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 50,304 3,770 63,740 64,420 62 - Supplies & Materials 8,682 7,082 12,500 5,000 63 - Outside Services 25,291 32,031 37,562 16,850 Total 84,278 42,882 113,802 86,270 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 20,665 26,137 31,762 15,850 1100 Measure E 41,462 8,197 55,720 58,000 1200 Measure G 22,152 8,549 26,320 12,420 Total 84,278 42,882 113,802 86,270

RECREATION AND COMMUNITY SERVICES
6241 Hebbron Heights Rec Center Division
183

RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
Purpose
Offer a variety of citywide afterschool programs that provide youth with a safe, healthy and productive environment while providing for continued learning opportunities and enrichment.

Division Operations

1. To provide enrichment programs in the areas of fine arts, sports and various camp activities.

2. Provide programs during school year and vacation periods.

3. Offer diverse prevention programs for ages 5-18 years.

4. Collaborate with the Library on programs and services when appropriate.

5. Provide new experiences for youth through field trips and specialty activities.

6. Administer the free summer lunch/snack program at the Bread Box, Central Park, Closter Park, El Dorado Park, Firehouse, Hebbron Family Center and the Cesar Chavez Library.

7. Continue to practice excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Free Lunches Served (Summer) 1,010 3,926 7,500 5,422 8,355 Number of Youth Field Trip Participants 571* 0* 300 0* 756 Number of Summer Camp Participants 194* 0* 150 244 498
*Facility closed due to COVID-19.

Major Budget Changes
None.

184
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 548,120 552,346 718,566 759,903 62 - Supplies & Materials 9,274 33,178 25,000 29,800 63 - Outside Services 26,703 6,566 36,000 41,000 64 - Other Charges 1,935 4,000 14,000 66 - Capital Outlays 9,292 14,000 59,453 3,000 Total 595,324 606,090 843,019 847,703 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 14,931 8 98,587 50,000 1100 Measure E 401,615 411,546 512,172 537,276 1200 Measure G 178,778 194,536 232,260 260,427 Total 595,324 606,090 843,019 847,703 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6242 Afterschool Programs 5.670 5.670 5.670 5.670
Total 5.670 5.670 5.670 5.670

RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
185

RECREATION AND COMMUNITY SERVICES
6243 Community Center Division
Purpose
Operations of the Sherwood Hall side of the Salinas Community Center Complex: manage the bookings and leases of the Gabilan Rooms, Santa Lucia Room, Fremont Room and office area of the Community Center complex.

Division Operations

1. Operate the Community Center and Sherwood Hall - provide rental opportunities to community groups, outside promoters, general public and City for special functions, programs and events.

2. Continue to practice excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Facility was leased from May 2020 thru October 2020 by the Monterey County as an alternative housing site for patients who needed to isolate/quarantine for COVID-19. Facility was also used to house evacuees who were displaced from the Salinas River Fire.

Number of uses 33* 0* 45 21* 51
Number of Facility Attendees 21708* 0* 30,000 5,822* 34,501 *Facility closed due to COVID-19.

Major Budget Changes
The budget includes temporary salaries to support the operation and management of the facility.

186
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 29,601 4,738 65,000 55,000 62 - Supplies & Materials 14,430 6,956 39,977 18,900 63 - Outside Services 345,899 154,817 243,387 426,000 66 - Capital Outlays 1,400 51,986
Total 389,930 167,911 400,351 499,900 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 288,603 112,513 239,373 375,500 1100 Measure E 29,601 10,544 93,577 57,000 1200 Measure G 71,726 44,854 67,400 67,400 Total 389,930 167,911 400,351 499,900

RECREATION AND COMMUNITY SERVICES
6243 Community Center Division
187

RECREATION AND COMMUNITY SERVICES
6244 Breadbox Recreation Center Division
Purpose
Operate a recreation facility to provide a wide range of activities for all ages, creating wholesome experiences for the community's physical and mental well-being.

Division Operations

1. Continue working with school districts and other organizations on collaborative recreation programs and joint usage of facility.

2. Provide year-round recreation activities.

3. Continue to offer a wide range of recreation programs for all ages with an emphasis on "At Risk" youth.

4. Vigorously and actively market recreation programs to the community.

5. Provide youth with learning opportunities and technologies.

6. Provide community service opportunities for youth participants.

7. Provide opportunities for field trips to places in surrounding counties, such as Great America, nearby college campuses, and others.

8. Continue to offer Saturday Night Teen programs.

9. Continue to coordinate with the Alisal Center for the Fine Arts around use of the facility.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Program Attendees 33,315* 33,315* 30,916* 20,000 28,575 *Facility closed due to COVID-19.

Major Budget Changes
None.
188
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 52,283 9,365 87,768 96,251 62 - Supplies & Materials 12,616 8,569 10,700 11,620 63 - Outside Services 24,140 28,275 42,990 45,840 Total 89,039 46,208 141,458 153,711 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 23,709 25,351 35,940 39,350 1100 Measure E 39,496 13,093 76,708 79,761 1200 Measure G 25,834 7,765 28,810 34,600 Total 89,039 46,208 141,458 153,711 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6244 Breadbox Rec Center 0.330 0.330 0.330 0.330
Total 0.330 0.330 0.330 0.330

RECREATION AND COMMUNITY SERVICES
6244 Breadbox Rec Center Division
189

RECREATION AND COMMUNITY SERVICES
6246 Hebbron Family Center Division
Purpose
The Hebbron Family Center is currently closed for rebuilding. Some level of service will remain with aims to create leisure opportunities for people of all ages.

Division Operations

1. Work with school districts and other organizations on co-sponsored recreation sports programs.

2. Continue to develop programs for year-round school recreation and sports activities for youth.

3. Continue to practice excellent customer service.

4. Provide Saturday Night Teen activities.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of program attendeees 32,346* 21,373** 2,500 4,433* 4,433* Number of programs 660* 112** 1,000 46* 36*
Teen Volunteer Hours Performed 592.5* 0* 200 0* 0*
**Facility is closed due to structual repairs.
*Facility closed due to COVID-19.

Major Budget Changes
Awarded $8.1 Million of California’s General Fund for the demolition and reconstruction of this facility.

190
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 150,674 151,347 150,330 156,977 62 - Supplies & Materials 4,242 2,437 8,000 8,000 66 - Capital Outlays 435
Total 155,350 153,784 158,330 164,977 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 4,677 2,437 8,000 8,000 1200 Measure G 150,674 151,347 150,330 156,977 Total 155,350 153,784 158,330 164,977 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6246 Hebbron Family Center 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6246 Hebbron Family Center Division
191

RECREATION AND COMMUNITY SERVICES
6247 Sherwood Recreation Center Division
Purpose
Operate the Sherwood Recreation Center facility and provide sports activities for all ages to create wholesome experiences for physical and mental well-being.

Division Operations

1. Continue to monitor facility renovations and project expenses.

2. Explore opportunities for partnership with outside organizations to expand program offerings for youth, adults and seniors.

3. Continue to practice excellent customer service.

Major Budget Changes
The Sherwood Recreation Center is still under construction therefore, no temporary salaries are needed this fiscal year.

192
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 18,250
62 - Supplies & Materials 5,148 1,571 9,966 11,500 63 - Outside Services 3,565 1,583 22,150 22,150 66 - Capital Outlays 11,534
Total 8,713 3,154 61,900 33,650 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1200 Measure G 8,713 3,154 61,900 33,650 Total 8,713 3,154 61,900 33,650

RECREATION AND COMMUNITY SERVICES
6247 Sherwood Rec Center Division
193

RECREATION AND COMMUNITY SERVICES
6249 Aquatic Center Division
Purpose
Offer year-around services at the Salinas Aquatic Center so that residents have the opportunity to learn and participate in all levels of swimming activity.

Division Operations

1. Monitor operation of Aquatic Center, including compliance with lease terms.

Major Budget Changes
An Operations & Management Agreement with the YMCA was approved in September 2018. A First Renewal Term Agreement commencing on January 1, 2020, through December 3l, 2023 was approved in August 2019. The budget reflects the annual fee as outlined in the Agreement as well as limited funding for facility repairs and/or improvements
194
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 62 - Supplies & Materials 20,351 4,629 5,000 8,000 63 - Outside Services 184,916 191,418 233,429 250,000 66 - Capital Outlays 98,030
Total 205,267 196,047 336,459 258,000 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 205,267 196,047 336,459 258,000 Total 205,267 196,047 336,459 258,000

RECREATION AND COMMUNITY SERVICES
6249 Aquatic Center Division
195

(This page intentionally left blank)
196

COMMUNITY PARTNERSHIPS AND ENGAGEMENT
Organizational Chart by Division

COMMUNITY

PARTNERSHIPS &

ENGAGEMENT

COMMUNITY

PARTNERSHIPS
& OUTREACH
CASP

STREET OUTREACH

SEE OUR YOUTH

PUBLIC ART

NEIGHBORHOOD

SERVICES

VOLUNTEER

SERVICES

NEIGHBORHOOD

EDUCATION
& OUTREACH
197

RECREATION AND COMMUNITY SERVICES
6248 Youth Services & Comm Engagement Division
Purpose
Implement a community safety initiative focused on prevention, intervention and suppression strategies.

Division Operations

1. Development and implementation of the Strategic Work Plan for the Community Safety Initiative.

2. Continue the Community Alliance for Safety and Peace, a coalition of more than 30 organizations and leaders from Salinas and Monterey County determined to address violence.

3. Conduct community engagement presentations on public safety.

4. Conduct 1 adult Community Leadership Academy program resulting in a community impact project.

5. Conduct 1 Youth Academy resulting in at least 20 youth summer internships.

6. Conduct and participate in multiple community engagement events promoting best practices in violence prevention and neighborhood support.

7. Provide Spanish and English language media interviews and articles on the status of violence reduction efforts in Salinas.

8. Continue to represent the City of Salinas on over 10 local initiatives and 2 statewide collaboratives.

9. Continue to apply for grant funding that support the City’s / CASP strategic plan on violence.

10. Continue to offer prevention and intervention programs and services for violence and gang impacted youth and members of other vulnerable populations.

11. Lead the City’s Governing for Race Equity training program and represent the City on the Towards a Racially Equitable Monterey County collaborate.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Grants: Lead agency and management of State and Federal grants to include record keeping, program review, progress reports and communications with funder and agencies as needed. Includes preparation and submittal of any requested modifications (budget and/or program). Communicate and coordinate funder site visits as requested including but not limited to coordinating with subgrantees. Numbers listed are grants being managed 4 3 4 4 3
Salinas Night Walks: Manage andnd maintain 3-5 walking routes Prepare, manage and lead bi-monthly meetings. Maintain all volunteer registration forms and waivers. Coordinate all volunteer events and site visit from Faith consultants.

N/A N/A 3 N/A N/A
CCVPN - California Cities Violence Prevention Network: Participate as an active member of the network in monthly member calls 10 10 10 12 12
CASP General Assembly (Bi-Monthly): Direct and maintain a cross sector network working together to prevent vilence in Salinas and Monterey County. Prepare, attend and facilitate meetings, multiple sub-committees and membership.
22 20 20 22 20
School Climate Leadership Team: Prepare for and participate in monthly meetings with cross collaborative county wide group to implement strategy on imroving school climate 10 0 8 4 4 Community Leadership Academy Programs: Conduct 2 adult Leadership Academy's every year. One in English one in Spanish . Conduct 1 Youth Academy annualy. Each academy can serve up to 25 persons.
1 0 1 0 1
Community Leaderhsip Academy Alumni Committee 6 2 3 0 1 Hire and put 2 street Outreach Specialist to work to reduce and prevent street violence 1 1 1 0 0 Street Outreach Program: Enroll and serve at least 15 clients per FTE annually 16 17 15 12 0 Major Budget Changes
None.

198
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 496,522 499,226 615,984 581,984 62 - Supplies & Materials 10,260 3,322 35,000 38,800 63 - Outside Services 15,712 30,215 48,696 22,800 64 - Other Charges 9,635 803 16,500 12,755 66 - Capital Outlays 893 648 800 3,000 Total 533,021 534,214 716,980 659,339 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 108,822 115,788 256,829 146,002 1100 Measure E 290,067 299,877 314,046 317,730 1200 Measure G 118,392 101,814 122,705 172,707 2505 Recreation Parks 15,741 16,735 23,400 22,900 Total 533,021 534,214 716,980 659,339 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6248 Youth Services & Comm Engagement 5.000 5.000 5.000 5.000 Total 5.000 5.000 5.000 5.000

RECREATION AND COMMUNITY SERVICES
6248 Youth Services & Comm Engagement Division
199
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services
Park Maint Worker 10.000 12.000
Park Maintenance Crew Sup 1.000 1.000
Sr Park Maintenance Worker 1.000 1.000
5238 Parks and Community Services Total 12.000 14.000
6231 Recreation Admin
Administrative Analyst I 1.000 1.000 1.000 1.000
Community Services Manager 1.000 1.000 1.000 1.000
Office Technician 1.000 1.000 1.000 1.000
Rec/Com Svcs Superintendent 1.000
Recreation Coordinator 1.000 1.000 1.000 1.000
Rec-Parks Superintendent 1.000 1.000 1.000
6231 Recreation Admin Total 5.000 5.000 5.000 5.000
6232 Neighborhood Services
Neighborhood Svcs Coord 1.000 1.000 1.000 1.000
6232 Neighborhood Services Total 1.000 1.000 1.000 1.000 6238 Youth Sports
Sports Program Asst 1.000 1.000 1.000 1.000
6238 Youth Sports Total 1.000 1.000 1.000 1.000
6242 Afterschool Programs
Recreation Asst 2.000 2.000 2.000 1.000
Recreation Coordinator 2.670 2.670 2.670 2.670
Senior Recreation Assistant 1.000 1.000 1.000 2.000
6242 Afterschool Programs Total 5.670 5.670 5.670 5.670 6244 Breadbox Rec Center
Recreation Coordinator 0.330 0.330 0.330 0.330
6244 Breadbox Rec Center Total 0.330 0.330 0.330 0.330 6246 Hebbron Family Center
Recreation Coordinator 1.000 1.000 1.000 1.000
6246 Hebbron Family Center Total 1.000 1.000 1.000 1.000 6248 Youth Services & Comm Engagement
Administrative Analyst I 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
Work Force
200
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

RECREATION AND COMMUNITY SERVICES
Work Force
Community Safety Admin 1.000 1.000 1.000 1.000
Community Safety Program Coord 1.000 1.000 1.000
Neighborhood Svcs Coord 2.000
Street Outreach Specialist 2.000 2.000 2.000 1.000
6248 Youth Services & Comm Engageme 5.000 5.000 5.000 5.000 Total 19.000 19.000 31.000 33.000
201

(This page intentionally left blank)
202

LIBRARY SERVICES
Organizational Chart by Division

LIBRARY SERVICES

COMMUNITY

EDUCATION

YOUTH &

FAMILIES

LIFELONG

LEARNING

CUSTOMER

SERVICES &

FACILITIES
JOHN

STEINBECK

LIBRARY

EL GABILAN

LIBRARY
CESAR
CHAVEZ

LIBRARY
MOBILE

SERVICES

TECHNICAL

SERVICES
PUBLIC

COMPUTING

COLLECTIONS

VIRTUAL
BRANCH
203

(This page intentionally left blank)
204
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 6005 Library Administration 708,071 751,935 655,294 769,126 6009 Technical Services 948,819 842,714 1,129,695 1,201,377 6011 Steinbeck Library 932,424 887,273 1,231,341 1,265,832 6012 Cesar Chavez Library 859,054 807,184 1,150,573 1,187,514 6013 El Gabilan Library 272,286 120,426 517,553 351,414 6015 Community Education 653,072 516,599 833,318 840,820 Total 4,373,726 3,926,131 5,517,775 5,616,083 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,522,839 3,140,284 4,563,547 4,549,113 62 - Supplies & Materials 285,849 210,558 291,779 275,900 63 - Outside Services 518,345 553,148 597,528 714,770 64 - Other Charges 31,872 21,968 49,421 31,050 66 - Capital Outlays 14,821 173 15,500 45,250 Total 4,373,726 3,926,131 5,517,775 5,616,083 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 4,373,726 3,921,131 5,464,947 5,616,083 2508 Contributions & Donations 5,000 52,828 Total 4, 373,726 3,926,131 5,517,775 5,616,083 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration 4.500 4.500 3.500 4.500
6009 Technical Services 6.000 6.000 6.500 6.000
6011 Steinbeck Library 12.500 12.500 10.500 11.000
6012 Cesar Chavez Library 10.000 10.000 11.000 11.000
6013 El Gabilan Library 3.500 3.500 5.000 4.
000
6015 Community Education 5.000 5.000 5.000 5.000
Total 41.500 41.500 41.500 41.500

LIBRARY SERVICES
Summary
205

LIBRARY
6005 Library Administration Division
Purpose
Provide leadership, management and organization of the John Steinbeck, Cesar Chavez and El Gabilan libraries as well as the Divisions mobile services and community programs. Focus on organizational effectiveness through scheduling of staff, programs, grants and projects. Manage resources effectively and efficiently to optimize services to the public on reading, education for all ages, youth mentoring and leadership programs. Establish partnerships and opportunities in the community and region in order to build capacity and support.

Division Operations

1. Increase usage of services, programs and collections through the use of effective marketing and community engagement methods and processes.

2. Provide leadership and direction through the implementation of strategic planning tools and methods.

3. Work effectively and strategically with City Manager, City departments, the Library and Community Services Commission, Friends of the Salinas Public Library, professional networks, and community groups.

4. Recruit and develop staff with the capacity to communicate and collaborate with populations from diverse cultural and linguistic backgrounds, who are technological savvy and who deliver excellent customer services. Re-align staff duties as needed to maximize effectiveness.

5. Seek out and manage grants for community programs, education and youth development.

6. Increase funding support and advocacy for the Library System.

7. Practice excellent customer service.

8. Provide effective budget, project and program management.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of Volunteer Hours Performed 4,291.25 2,019 2,500 2,000 2,500 Grant funding awarded to LCS Divisions 683,173.00$ 536,818.00$ 300,000.00$ 535,000.00$ 300,000.00$ LCS Customer Service Satisfaction Index 96% 90% 98% 90% 95% Library Visitors per capita 3.06 2.46 3.00 0.50 1.00
Library Circulation per capita 1.93 0.24 2.00 0.70 1.00 Library Materials per capita 1.00 1.24 1.04 1.24 1.24
Registered borrower as a % of service population 31% 35% 40% 29% 35% Major Budget Changes
None.

206
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 643,942 710,490 564,566 730,776 62 - Supplies & Materials 14,315 28,507 500 63 - Outside Services 34,426 7,567 15,800 9,800 64 - Other Charges 29,703 19,563 46,421 28,050 Total 708,071 751,935 655,294 769,126 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 708,071 746,935 602,466 769,126 2508 Contributions & Donations 5,000 52,828 Total 708,071 751,935 655,294 769,126 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration 4.500 4.500 3.500 4.500
Total 4.500 4.500 3.500 4.500

LIBRARY
6005 Library Administration Division
207

LIBRARY
6009 Technical Services Division
Purpose
To connect people to information and community resources by providing access to innovative technologies, tools and community spaces.

Division Operations

1. S upport new programs for youth that effectively incorporate technology to increase knowledge of and proficiency in the STEAM disciplines.

2. Advise staff on most relevant technology applications that support Library work and customer needs.

3. Maintain and update hardware and software in public computing spaces for efficient operations and to allow for intuitive and easy use by library customers.

4. Utilize social media platforms for communications with the public to increase awareness of services, programs and collections.

5. Implement self-service technology to increase the efficiency of operations and to allow staff to provide a higher level of engagement and service to library customers.

6. Maintain a library digital presence that functions as the Library’s “virtual branch,” providing collections and learning services that can be easily accessed by library customers from outside the library.

7. Select, acquire and process materials in a variety of formats for new and existing library collections.

8. Maintain and update Koha, the integrated library system catalog to allow library staff and customers convenient access to library materials.

9. Expand e-book and other e-resources in order to increase equity of access to library services.

10. Analyze collection usage and expenditures to ensure investment in the library’s collection is performed in an effective manner.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Website Hits 115,248 79,649 130,000 90,000 120,000
Public Computer Sessions 57,167 474 50,000 10,000 20,000 Public Computer Sessions per capita 0.35 0.003 0.31 0.06 0.15 # of Public Computers per 1,000 residents 0.82 0.80 0.90 0.75 0.90 LCS Website satisfaction index 92% 90% 95% 90% 95%
Collection turnover rate 1.28 0.20 1.00 0.65 1.00
Collection growth rate 14% -3% 10% -3% 5%
Digital material circulation as a % of total circulation 13% 55% 25% 25% 30% Major Budget Changes
A funding increase of $73,000 is requested to anticipate increase in temporary pay, utilities, maintain access to additional digital resources, and replacement of aging technology and public computers at John Steinbeck Library and Cesar Chavez Library, to continue providing quality service in the community .

208
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 499,419 444,333 678,345 681,357 62 - Supplies & Materials 211,870 142,981 200,650 200,300 63 - Outside Services 221,360 252,823 238,700 302,720 64 - Other Charges 1,349 2,405 3,000 3,000 66 - Capital Outlays 14,821 173 9,000 14,000 Total 948,819 842,714 1,129,695 1,201,377 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 948,819 842,714 1,129,695 1,201,377 Total 948,819 842,714 1,129,695 1,201,377 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6009 Technical Services 6.000 6.000 6.500 6.000
Total 6.000 6.000 6.500 6.000

LIBRARY
6009 Technical Services Division
209

LIBRARY
6011 Steinbeck Library Division
Purpose
Provide enriching cultural, educational and literary experiences, opportunities for self -directed education and assistance with research and information-finding in a safe and accessible location in downtown Salinas.

Division Operations

1. Maintain an up- to-date and relevant collection of materials that responds to the needs of the community.

2. Provide a variety of classes, workshops and seminars for all ages that inform, educate and entertain.

3. Serve the surrounding business community by promoting small business development and workforce readiness.

4. Provide access to public computing, printing and a wireless access network.

5. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.

6. Continue to build a collection of local history that tells the story of Salinas.

7. Provide Digital Arts programming that builds the creative potential of children and adults.

8. Collaborate with school districts to provide services to students at library sites.

9. Identify and support new exhibits in the public area.

10. Provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Circulation of materials 124,139 8,179 80,000 42,000 80,000 Number of Visitors 200,590 3,863 100,000 45,000 100,000 JSL Collection turnover 1.34 0.07 1.00 0.53 1.00
Customer service satisfaction index 93% 90% 95% 93% 95% Program satisfaction index 91% 90% 93% 93% 95%
Program attendence (JSL) 4,456 0 1,000 100 600
Major Budget Changes
Increasing cost of utilities, building maintenance, security personnel, operational supplies, and replacement furniture are anticipated with the additional $36,600 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be increased by $19,900 due to reallocation of temporary staff salaries from 1100.60.6012-61.2000 and 1100.60.6013-61.2000 accounts.

210
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 772,227 719,399 1,044,514 1,039,532 62 - Supplies & Materials 19,863 6,970 12,147 16,500 63 - Outside Services 140,334 160,904 168,180 200,800 66 - Capital Outlays 6,500 9,000
Total 932,424 887,273 1,231,341 1,265,832 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 932,424 887,273 1,231,341 1,265,832 Total 932,424 887,273 1,231,341 1,265,832 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6011 Steinbeck Library 12.500 12.500 10.500 11.000
Total 12.500 12.500 10.500 11.000

LIBRARY
6011 Steinbeck Library Division
211

LIBRARY
6012 Cesar Chavez Library Division
Purpose
Provide enriching cultural, educational and literary experiences, opportunities for self -directed education and assistance with research and information-finding in a safe and accessible location in East Salinas.

Division Operations

1. Maintain an up- to-date and relevant collection of materials that responds to the needs of the community.

2. Provide a variety of classes, workshops and seminars for all ages that inform, educate and entertain.

3. Maintain the special collections that reflect the history of Salinas and the Alisal community

4. Provide access to public computing, printing and a wireless access network.

5. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.

6. Provide afterschool programming that assists students with homework and offers a safe and enriching environment for children and teens in the afterschool hours.

7. Provide Digital Arts programming that builds the creative potential of children and adults.

8. Collaborate with school districts to provide services to students at library sites.

9. Offer access to community meeting rooms.

10. Provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Circulation of materials 66,701 6,151 50,000 40,000 60,000 Number of Visitors (CCL) 152,431 4,268 100,000 45,000 100,000 CC Collection turnover 1.66 0.07 1.00 0.67 1.00
Customer service satisfaction index 93% 90% 95% 93% 95% Program satisfaction index 92% 90% 92% 93% 95%
Program attendence (CCL) 10,566 0 2,000 400 1,000
Major Budget Changes
Increasing cost of utilities, building maintenance, operational supplies, and replacement furniture are anticipated with the additional $33,550 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be reduced by $1880 and centralized to 1100.60.6011- 61.2000 account.

212
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 777,357 717,504 1,058,647 1,040,714 62 - Supplies & Materials 10,783 5,009 8,148 14,300 63 - Outside Services 70,914 84,672 83,778 111,250 66 - Capital Outlays 21,250
Total 859,054 807,184 1,150,573 1,187,514 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 859,054 807,184 1,150,573 1,187,514 Total 859,054 807,184 1,150,573 1,187,514 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6012 Cesar Chavez Library 10.000 10.000 11.000 11.000
Total 10.000 10.000 11.000 11.000

LIBRARY
6012 Cesar Chavez Library Division
213

LIBRARY
6013 El Gabilan Library Division
Purpose
Provide enriching cultural, educational and literary experiences, opportunities for self -directed education and assistance with research and information-finding in a safe and accessible location in North Salinas.

Division Operations

1. Maintain an up- to-date and relevant collection of materials that responds to the needs of the community.

2. Provide a variety of classes, workshops and seminars for all ages that inform, educate and entertain.

3. Provide access to public computing, printing and a wireless access network.

4. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.

5. Provide afterschool programming that assists students with homework and offers a safe and enriching environment for children and teens in the afterschool hours.

6. Provide Digital Arts and Makerspace programming that builds the creative potential of youth and adults.

7. Collaborate with school districts to provide services to students at library sites.

8. Offer access to community meeting room and study rooms.

9. Provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Circulation of Materials (EG) 20,919 24,443 80,000 60,000 100,000 Number of Visitors 45,489 9,625 100,000 45,000 100,000
El Gabilan collection turnover 0.64 0.60 1.25 0.86 1.25 Customer service satisfaction index 93% 90% 95% 93% 95% Program satisfaction index 91% 90% 92% 93% 95%
Program attendence (EG) 1,783 0 2,000 400 1,000
Major Budget Changes
Increasing cost of utilities and operational supplies are anticipated with the additional $5000 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be reduced by $10,000 and centralized to 1100.60.6011-61.2000 account.

214
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 226,935 72,519 461,557 288,814 62 - Supplies & Materials 1,986 4,734 1,826 3,300 63 - Outside Services 43,364 43,173 54,170 58,300 66 - Capital Outlays 1,000
Total 272,286 120,426 517,553 351,414 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 272,286 120,426 517,553 351,414 Total 272,286 120,426 517,553 351,414 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6013 El Gabilan Library 3.500 3.500 5.000 4.000
Total 3.500 3.500 5.000 4.000

LIBRARY
6013 El Gabilan Library Division
215

LIBRARY
6015 Community Education Division
Purpose
Provide an array of educational opportunities and enriching experiences that meet the needs of the Salinas community, focusing especially on programming that builds early literacy skills, ensures that students have the resources to succeed in school and improves workforce readiness and outcomes for adults .

Division Operations

1. Provide opportunities for parents to understand and practice the skills that build literacy in young children.

2. Provide classes and experiences that focus on the enjoyment of reading and writing

3. Offer experiences for youth that improve their knowledge of and proficiency in the STEAM disciplines.

4. Provide classes and services to adults seeking employment by building technology skills as well as soft skills.

5. Enlarge GED and ESL programs through the use of technology, partnerships with other education providers and recruitment of volunteers to expand capacity.

6. Provide cultural programs and experiences that celebrate the diversity and history of Salinas.

7. Seek new grant funding and monitor and report on existing grants.

8. Maintain partnerships with schools to ensure that programming for students is relevant to curriculum goals.

9. Explore and expand partnerships with other education providers, nonprofit organizations and cultural institutions to increase the quality and quantity of programs offered.

10. Continually evaluate the effectiveness of programming and implement methods of improvement.

11. Provide excellent customer service.

Performance Measures

Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
# of Adult Learners (unduplicated) 440 295 400 415 400
Volunteer Tutor hours 2,271 2019 1,500 1,300 1,500
Number of Homework Center Students (unduplicated) 131 0 130 45 120 Number of Homework Center visits 9,437 0 9,000 3,000 9,000 Total Library Program attendence 16,005 11,006 20,000 21,000 25,000 Program attendence per capita 0.10 0.07 0.20 0.14 0.20
Program satisfaction index 90% 95% 92% 92% 92%
% of Salinas youth with a library card 21% 36% 70% 45% 60% % of Salinas youth participating in Summer Reading Program 3% 3% 5% 5% 5% Early childhood program attendance (duplicated) 5,919 3,323 10,000 3,200 7,000 Major Budget Changes
An additional $12,500 is requested to anticipate hiring and salary increase of temporary staff who provide support for onsite and offsite library programs.
216
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 602,958 476,040 755,918 767,920 62 - Supplies & Materials 41,346 36,550 40,500 41,000 63 - Outside Services 7,948 4,009 36,900 31,900 64 - Other Charges 820
Total 653,072 516,599 833,318 840,820 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 653,072 516,599 833,318 840,820 Total 653,072 516,599 833,318 840,820 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6015 Community Education 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000

LIBRARY
6015 Community Education Division
217
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Deputy Librarian 1.000 1.000 1.000 1.000
Lib/Community Svc Dir 1.000 1.000 1.000 1.000
Marketing & Development Coord 1.000 1.000
Management Analyst 1.000
Literacy Specialist 0.500 0.500 0.500 0.500
6005 Library Administration Total 4.500 4.500 3.500 4.500 6009 Technical Services
Lib Automation Svc Coord 1.000 1.000 1.000 1.000
Librarian I 1.000 1.000 1.500 1.000
Library Technician 2.000 2.000 2.000 3.000
Office Technician 1.000 1.000 1.000
Technical Services Manager 1.000 1.000 1.000 1.000
6009 Technical Services Total 6.000 6.000 6.500 6.000
6011 Steinbeck Library
Librarian I 4.000 4.000 4.000 4.500
Librarian II 2.000 2.000 2.000 2.000
Library Aide 1.000 1.000
Library Clerk 3.500 3.500 2.500 3.500
Library Page 1.000 1.000 1.000
Library Technician 1.000
Sr Library Technician 1.000 1.000 1.000
6011 Steinbeck Library Total 12.500 12.500 10.500 11.000 6012 Cesar Chavez Library
Librarian I 4.500 4.500 4.000 4.000
Librarian II 1.000 1.000 1.000 1.000
Library Clerk 2.500 2.500 4.000 4.000
Library Page 1.000 1.000 1.000 1.000
Library Technician 1.000 1.000 1.000 1.000
6012 Cesar Chavez Library Total 10.000 10.000 11.000 11.000 6013 El Gabilan Library
Library Clerk 2.500

2.500 3.000 3.000
Library Technician 1.000 1.000 1.000 1.000
Management Analyst 1.000

LIBRARY SERVICES
Work Force
218
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

LIBRARY SERVICES
Work Force
6013 El Gabilan Library Total 3.500 3.500 5.000 4.000
6015 Community Education
Community Education Manager 1.000 1.000 1.000 1.000
Literacy Assistant 2.000 2.000 2.000 2.000
Senior Librarian 2.000 2.000 2.000 2.000
6015 Community Education Total 5.000 5.000 5.000 5.000 Total 41.500 41.500 41.500 41.500
219

(This page intentionally left blank)
220

NON-DEPARTMENTAL
Organizational Chart by Division

NON-DEPARTMENTAL

COMMUNITY

PROGRAMS
DEBT

SERVICE

ELECTIONS
OTHER

SERVICES
65 WEST
ALISAL

INTERMODAL

TRANSPORTATION
CENTER
221

NON-DEPARTMENTAL
Summary

Purpose
The Non-Departmental budget supports community programs; the City's repayment of outstanding bond issues; the cost of elections; the cost of operating the 65 West Alisal Street facility; and various operating costs that are not directly charged to a specific departmental operating budget.

Top Accomplishments for FY 2021-22
Organizational Effectiveness Initiative

1. Successfully made all debt service payments during the year.

2. Tracked all severance and retirement incentives.

City Council Goals, Strategies, and Objectives for FY 2022-23 Organizational Effectiveness Initiative

1. Continue to make timely debt service payments.

2. Track severance and retirement incentives.

3. Continue to track all non-departmental activity.

Major Budget Changes
None.
222
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 0000 Non-Departmental 55,040 79,165 18,925 8001 Community Programs 209,622 2,419 172,200 171,700 8002 Elections 276,110 500,000
8003 65 West Alisal 80,282 64,427 182,710 187,310 8004 Debt Service 12,088,749 40,192,061 18,094,300 11,313,900 8005 Other Services 11,948,924 12,716,900 5,585,017 5,386,440 8010 Intermodal Transp Center 81,106 104,077 115,040 151,860 Total 24,463,722 53,435,159 24,168,192 17,711,210 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,795,464 868,692 564,440 564,440 62 - Supplies & Materials 10,722 9,950 27,242 16,500 63 - Outside Services 2,061,071 2,502,936 1,951,685 3,287,170 64 - Other Charges 6,044,542 10,786,308 3,533,200 3,736,200 65 - Debt Service 11,432,129 39,102,207 17,656,200 10,005,900 66 - Capital Outlays 74,344 154,366 389,725 90,000 69 - Financial Assistance 45,450 10,700 45,700 11,000 Total 24,463,722 53,435,159 24,168,192 17,711,210 FY 20 FY 21 FY 22 F Y 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 12,150,415 12,977,732 5,729,467 6,272,310 2506 PEG Cable Franchise 169,519 186,201 325,500 125,000 2507 Municipal Art Fund 22,930
4104 2014 COP Consolidation 226,626 228,636 230,400 225,900 4106 2018 Lease-PS Building-Police 1,207,218 5,550,793 12,491,500 5,423,500 4107 Measure X Bonds 2,334,300 2,338,575 2,340,200 2,317,100 4108 Energy Improvement 1,571,441
4109 2015 Refunding COP 2005 A & B 699,789 4,906,576 4110 2018 Lease-El Gabilan Library 6,049,375 1, 066,471 921,400 1,149,100
2503 Traffic Safety 32,110 79,165 18,925 4111 Refund Bond Series 2020A-Energy 20,412,165 1,933,900 1,527,800 4112 Refund Bond Series 2020A-SVSWA 5,688,844 176,900 670,500 Total 24,463,722 53,435,159 24,168,192 17,711,210

NON-DEPARTMENTAL
Summary
223

NON-DEPARTMENTAL
8001 Community Programs Division
Purpose
Provide support to the various community programs, including the Rodeo and "Big Week" activities.

Division Operations

1. Provide City services to ensure the success of community events.

Major Budget Changes
None.
224
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 209,348 2,419
64 - Other Charges 273 172,200 171,700 Total 209,622 2,419 172,200 171,700 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 209,622 2,419 172,200 171,700 Total 209,622 2,419 172,200 171,700

NON-DEPARTMENTAL
8001 Community Programs Division
225

NON-DEPARTMENTAL
8002 Elections Division
Purpose
Conduct all municipal elections.

Division Operations

1. Conduct municipal elections.

Major Budget Changes
None.

226
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 63 - Outside Services 276,110 500,000
Total 276,110 500,000
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 276,110 500,000
Total 276,110 500,000

NON-DEPARTMENTAL
8002 Elections Division
227

NON-DEPARTMENTAL
8003 65 West Alisal Division
Purpose
Maintain City owned facility through preventative maintenance and repairs to ensure a clean, safe and well- operated facility for tenants.

Division Operations

1. Maintain facility in top operating condition.

Major Budget Changes
None.

228
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 62 - Supplies & Materials 7,586 6,503 13,000 12,000 63 - Outside Services 72,696 57,923 169,710 175,310 Total 80,282 64,427 182,710 187,310 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 80,282 64,427 182,710 187,310 Total 80,282 64,427 182,710 187,310

NON-DEPARTMENTAL
8003 65 West Alisal Division
229

NON-DEPARTMENTAL
8004 Debt Service Division
Purpose
Provide a record of the 2014 Certificate of Participation (COP), Police Station Financing, El Gabilan Library Financing, Measure X Bonds, and the 2020 A-1 and A-2 Refunding Bonds

Division Operations

1. Ensure timely payment to bondholders.

Major Budget Changes
None.

230
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 63 - Outside Services 617,455 1,003,191 408,000 1,218,000 65 - Debt Service 11,432,129 39,102,207 17,656,200 10,005,900 66 - Capital Outlays 39,166 86,664 30,100 90,000 Total 12,088,749 40,192,061 18,094,300 11,313,900 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
4104 2014 COP Consolidation 226,626 228,636 230,400 225,900 4107 Measure X Bonds 2,334,300 2,338,575 2,340,200 2,317,100 4108 Energy Improvement 1,571,441
4109 2015 Refunding COP 2005 A & B 699,789 4,906,576 4106 2018 Lease-PS Building-Police 1,207,218 5,550,793 12,491,500 5,423,500 4110 2018 Lease-El Gabilan Library 6,049,375 1,066,471 921,400 1,149,100 4111 Refund Bond Series 2020A-Energy 20,412,165 1,933,900 1,527,800 4112 Refund Bond Series 2020A-SVSWA 5,688,844 176,900 670,500 Total 12,088,749 40,192,061 18,094,300 11,313,900

NON-DEPARTMENTAL
8004 Debt Service Division
231

NON-DEPARTMENTAL
8005 Other Services Division
Purpose
Provide funds for expenses which cannot be properly charged to specific departments or programs.

Division Operations

1. Provide adequate funding for all non-departmental expenses.

Major Budget Changes
None.
232
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,586,116 866,274 564,440 564,440 62 - Supplies & Materials 2,459 8,567
63 - Outside Services 1,237,911 1,000,201 1,262,685 1,276,500 64 - Other Charges 6,044,269 10,769,564 3,344,000 3,534,500 66 - Capital Outlays 35,178 67,702 359,625 69 - Financial Assistance 45,450 10,700 45,700 11,000 Total 11,948,924 12,716,900 5,585,017 5,386,440 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 11,779,405 12,530,700 5,259,517 5,261,440 2506 PEG Cable Franchise 169,519 186,201 325,500 125,000 Total 11,948,924 12,716,900 5,585,017 5,386,440

NON-DEPARTMENTAL
8005 Other Services Division
233

NON-DEPARTMENTAL
8010 Intermodal Transportation Center Division
Purpose
The Intermodal Transportation Center (“ITC”) was owned and operated by the former redevelopment agency. The City retained the property in 2012, and the operational expenses have been born by the general fund parking lease revenue. The City has a plan to maintain the ITC as a cost center, using the lease revenues to off-set the cost of operations.

Lease payments will be received from Greyhound and Amtrak. The City also leases the parking lot to t he County for juror parking, in exchange for security services.

Division Operations

1. Provide centralized site for Intermodal Transportation in the City.

Major Budget Changes
None.

234
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 62 - Supplies & Materials 3,136 987 5,675 4,500 63 - Outside Services 77,970 86,345 92,365 117,360 64 - Other Charges 16,744 17,000 30,000 Total 81,106 104,077 115,040 151,860 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 81,106 104,077 115,040 151,860 Total 81,106 104,077 115,040 151,860

NON-DEPARTMENTAL
8010 Intermodal Transp Center Division
235

(This page intentionally left blank)
236

POLICE DEPARTMENT
Organizational Chart by Division

CHIEF OF POLICE

OFFICE OF

THE CHIEF

INTERNAL

AFFAIRS

FOUNDATION

FIELD OPERATIONS
& INVESTIGATIONS

VICTIM SERVICES

INVESTIGATIONS

EVIDENCE &

PROPERTY

CRIME LAB

VIOLENCE SUPP

TASK FORCE
K-9
SWAT

HOMELESS

OUTREACH TEAM

SPEC OPS / COMM

RELATIONS

PERSONNEL &

TRAINING
PATROL

TRAFFIC

FTO PROGRAM

COMM OUTREACH
& YOUTH SVCS

ADMINISTRATION

RECORDS

FINANCE

TECHNICAL &

MAINT SERVICES
FLEET

ANIMAL SERVICES

STATISTICS &

CITATIONS
WORD

PROCESSING
237

POLICE DEPARTMENT
Organizational Chart by Position

CHIEF OF POLICE
Police Services
Administrator
County Animal
Control
Animal Control
Officer (2)
Animals Svcs Office
Asst
Animal Care Tech
Records
Coordinator
Word Processing Op
/ Comm Svcs Asst (3)
Sup Police Svcs
Tech (3)
Polices Services
Tech (9)
Sr Police Svcs Tech
(2)
Management Analyst
Pub Saf Fac Wkr
Asst Chief - Field
Operations &
Investigations

SWAT / VSTF
Commander
VSTF Sgt (2)
Officers (6)
Crime Analyst
CSO
Field Ops
1st Watch Cmd (2)
1st Watch Sgt (6)
Officers (54)
Hot Officer
CSO (2)
3rd Watch Sgt (4)
Officers (30)
2nd Watch Cmd (2)
2nd Watch Sgt (4)
Officers (30)
Multi-Service
Officers (2)
CSO (2)
Investigation
Commander
Investigation Sgt
(2)
Detectives (15)
CSO
Sr Police Svcs
Tech
Victim Advocate
CSI/Evidence
Sergeant
Criminalist
Forensic Spec II
Property
Evidence Sup
Sr Evidence
Tech
Evidence Tech
Crime Analyst
P & T Commander
Spec Ops / Comm
Sgt (2)
CSO (5)
Front Desk CSO
(2)
VIPS
P & T Sgt
Officer
CSO
Retired Annuitants
Traffic Sgt
Officers (2)
Internal Affairs Sgt
Public Info Officer
Foundation
Admin Secretary (2)
238

POLICE DEPARTMENT
Summary

Purpose
The Police Department provides public safety and law enforcement services 24- hours a day to everyone within the city limits of Salinas. Our goal is to help build and maintain a safe, peaceful, and prosperous community. Our strategies include participating in various collaborative programs including, the administration of Federal and State grants, the Police Activities League program, Operation Ceasefire, community outreach programs, violence suppression, crime prevention, traffic enforcement, and appropriate response to community crime and violence issues.

City Council Goals, Strategies, and Objectives for FY 2022-23

1. Continue to secure new grants and supplemental funding to support police operations and expand services to t he community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)

2. As recommended in the workload analysis, implement new patrol beat boundaries to greater balance workload. (Strategic Goal: Public Safety)

3. Effective utilization of resources and staffing to efficiently provide services to the community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)

4. Maintain CSO staffing to address quality of life issues such as abandoned vehicles and comm unity engagement. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)

5. Work collaboratively with Code Enforcement and the City Attorney’s Office to address quality of life issues. (Strategic Goal: Public Safety)

6. Increase community engagement throughout all levels of the department. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)

7. Continue to work on evaluating and implementing the remaining Department of Justice’s Collaborative Reform Initiative recommendations, as appropriate. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)

8. Continued to implement and expand the community policing concept to maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety)

Major Budget Changes
Multiple positions remain frozen and/or vacant for FY 2022-23 with Sworn staffing at the lowest levels seen in years. The Department continues to focus on effective utilization of technology, resources and staffing to ensure services to the community are maintained.

239
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 4110 Police Administration 1,086,632 1,082,886 1,262,760 1,002,854 4112 Personnel & Training 1,113,297 1,193,786 1,243,541 1,849,932 4116 Special Operations 789,724 522,564 729,514 999,847 4130 Support Services 6,053,449 6,295,305 7,313,070 6,426,374 4131 Technical Services 305,870 304,793 328,061 302,763 4132 Word Processing 582,965 588,084 222,760 214,530 4133 Evidence & Property 269,955 342,351 372,038 691,435 4134 Records 1,188,461 1,294,558 1,314,073 1,271,304 4137 Maintenance Services 156,304 129,287 44,790 124,427 4170 Animal Control Services 988,902 1,053,987 1,683,699 1,244,495 4171 Animal Control Svc -Agencies 18,343
4220 Field Operations 33,115,377 34,184,862 31,474,499 34,279,857 4221 Traffic 321,663 391,384 790,815 991,766 4250 Reserves 30,920 28,910 17,000 4340 Investigations 5,577,890 5,925,132 5,740,960 5,670,400 4341 Narcotics 36,834 40,937 1,000 4342 School Resource Officers 263,164 192,163 4343 Violence Suppression Task Force 1,725,953 1,477,055 2,535,733 3,393,883 4380 Asset Seizure 28,226 6,672 118,059 52,000 Total 53,653,931 55,054,714 55,192,372 58,515,867 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 46,267,999 47,892,582 45,775,860 50,210,567 62 - Supplies & Materials 1,504,964 1,007,876 1,768,917 1,353,000 63 - Outside Services 5,501,002 5,966,236 6,680,895 6,626,000 64 - Other Charges 322,014 172,619 786,374 323,300 66 - Capital Outlays 57,952 15,402 180,326 3,000 Total 53,653,931 55,
054,714 55,192,372 58,515,867
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 39,224,978 40,912,119 39,128,567 46,464,867 1100 Measure E 3,823,650 4,041,614 4,624,849 3,368,010 1200 Measure G 9,377,131 9,039,957 9,842,441 7,730,627 2201 Sales Tax-SB172 400,000 600,000 680,000 600,000 2202 Supplemental Law Enf - AB3229 200,000 100,000

POLICE DEPARTMENT
Summary
240

POLICE DEPARTMENT
Summary
2502 Asset Seizure 28,226 6,672 118,059 52,000 2504 Vehicle Abatement 207,171 228,856 222,382 200,363 3163 2014 COPS Hiring SRO 263,164 118,063
3302 Cal ID / RAN Grant 102,569 107,434 130,000 2508 Contributions & Donations 27,043 446,074 Total 53,653,931 55,054,714 55,192,372 58,515,867 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration 5.000 5.000 5.000 5.000
4112 Personnel & Training 3.000 3.000 3.000 5.000
4116 Special Operations 5.500 5.500 5.000 6.000
4130 Support Services 7.000 8.000 9.000 9.000
4131 Technical Services 3.000 2.000 2.000 2.000
4132 Word Processing 6.000 6.000 3.000
4133 Evidence & Property 2.000 2.000 3.000 4.000
4134 Records 14.000 14.000 13.000 13.000
4137 Maintenance Services 2.000 2.000 1.000 1.000
4170 Animal Control Services 7.000 4.000 4.000 4.000
4171 Animal Control Svc -Agencies 1.000
4220 Field Operations 146.000 145.000 138.000 140.000
4221 Traffic 1.000 1.000 3.000 3.000
4340 Investigations 22.000 23.000 23.000 21.000
4342 School Resource Officers 3.000 3.000
4343 Violence Suppression Task Force 4.000 4.000 9.000 11.000 Total 231.500 227.500 221.000 224.000
241

POLICE DEPARTMENT
4110 Police Administration
Purpose
Police Administration provides direction, coordination, and support for all Police Department Divisions to reach identified objectives. This effort includes matching community needs with available Department resources.

Division Operations

1. Provide information and referrals as requested by internal and external customers to ensure adequate communication and furtherance of the community -oriented policing philosophy. These efforts support building a safe and peaceful community.

2. Manage administrative and finance functions of the Department, including State and Federal Grants.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Travel Authorizations (For Chief Only) 1 5 5 5 5
Internal Investigations Completed 2 10 5 5 5

Major Budget Changes
None.

242
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,053,251 1,047,983 1,194,595 966,354 62 - Supplies & Materials 6,811 6,814 8,100 8,500 63 - Outside Services 2,004 7,417 9,500 6,500 64 - Other Charges 24,567 5,015 31,298 18,500 66 - Capital Outlays 15,658 19,267 3,000 Total 1,086,632 1,082,886 1,262,760 1,002,854 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 846,980 818,938 977,007 630,946 1200 Measure G 236,653 263,948 267,955 371,908 2508 Contributions & Donations 3,000 17,798 Total 1,086,632 1,082,886 1,262,760 1,002,854 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000

POLICE DEPARTMENT
4110 Police Administration
243

POLICE DEPARTMENT
4112 Personnel & Training
Purpose
Ensure the best qualified individuals are recruited and selected for all positions, both sworn and civilian, in the Department. Provide continuing training to employees consistent with service to the community, individual professional growth, and POST guidelines/requirements.

Division Operations

1. Work in partnership with the Commission on Peace Officer Standards and Training (POST) and the South Bay Regional Public Safety Training Consortium to enhance the quality of the Advanced Officer Training program while minimizing costs.

2. Continue to develop innovative, relevant quarterly firearms qualification courses for Department personnel.

3. Continue and enhance recruitment efforts to achieve and maintain full staffing with an emphasis on recruiting from the local population.

4. Emphasize Community Oriented Policing concepts in all aspects of recruitment, hiring and training.

5. Provide specialized assistance with the Public Information Office.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
POST Mandated CPT (hours per officer) 24 0 24 20 20
POST Mandated Perishable Skills Training
(hours per officer) 24 0 24 20 24

Major Budget Changes
None.

244
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 761,025 953,140 766,241 1,376,932 62 - Supplies & Materials 6,305 2,517 37,300 46,000 63 - Outside Services 107,785 76,805 130,000 130,000 64 - Other Charges 238,183 161,324 310,000 297,000 Total 1,113,297 1,193,786 1,243,541 1,849,932 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 901,051 1,062,862 973,473 1100 Measure E 98,317 96,780 95,068 1200 Measure G 113,929 34,145 175,000 1,849,932 Total 1,113,297 1,193,786 1,243,541 1,849,932 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4112 Personnel & Training 3.000 3.000 3.000 5.000
Total 3.000 3.000 3.000 5.000

POLICE DEPARTMENT
4112 Personnel & Training
245

POLICE DEPARTMENT
4116 Special Operations
Purpose
To work with Salinas residents to address neighborhood crime issues, promote community safety programs to reduce crime, and to increase community engagement. Coordinate all special events in the City, working closely with other City Departments and outside agencies to ensure public safety needs are met.

Coordinate deployment of supplemental police personnel for private entities and events as requested.

Enforce City and State codes regarding parking laws for the orderly control of public parking areas. Identify and remove abandoned vehicles to enhance neighborhood livability. Enforce City code and other laws relative to long term parking violations and other nuisance complaints.

Division Operations

1. Make recommendations and appropriately staff public events to ensure public order and safety needs, as well as traffic issues are mitigated.

2. Work closely with City Departments on the Special Event Committee to provide excellent communication and customer service to those planning special events.

3. Review and approve, with appropriate recommendations, one- day alcohol licenses and staff supplemental police deployments as requested and approved.

4. Review evaluate and comment on Conditional Use Permits and Modification Permits for City of Salinas Engineering Department.

5. Remove abandoned vehicles in public areas when appropriate.

6. Provide education to the public and respond to complaints regarding abandoned vehicles, commercial or recreational vehicle parking and long-term parking complaints.

7. Patrol downtown and surrounding areas to enforce time and permit regulated parking area.

8. Respond to parking complaints and immobilize vehicles with excessive parking violations on file.

9. Present crime prevention programs through Neighborhood Watch and public presentations/community events.

10. Through the PAL and Explorer program, support, coordinate, and facilitate youth activities and programs.

11. Strengthen communication with Salinas’s residents through a variety of traditional and non- traditional public outreach initiatives, including conducting community academies.

12. Continue the COPS philosophy within the organization and community through programs such as the Police Activities League, Police Explorers, and other programs providing linkages between the Department and community.

13. Continue to support the Police Community Advisory Committee in their efforts to build a safe and peaceful community.

14. Continue to reach out to the community through a variety of recruitment activities.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Special Events Planned and Managed 18 9 200 40 50
Special Events Staffed and Supervised with
Police Officers 18 9 150 40 50
Alcohol Permit Review 62 7 200 200 200
Neighborhood Watch Presentations 4 0 10 15 20
Community Presentations 20 2 20 20 25
Major Budget Changes
None.
246
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 778,970 500,764 699,514 981,347 62 - Supplies & Materials 10,754 21,800 20,000 18,500 63 - Outside Services 10,000
Total 789,724 522,564 729,514 999,847 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 371,584 106,312 317,260 22,550 1100 Measure E 141,303 187,518 189,872 776,934 1200 Measure G 69,667 (122)
2504 Vehicle Abatement 207,171 228,856 222,382 200,363 Total 789,724 522,564 729,514 999,847 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4116 Special Operations 5.500 5.500 5.000 6.000
Total 5.500 5.500 5.000 6.000

POLICE DEPARTMENT
4116 Special Operations
247

POLICE DEPARTMENT
4130 Support Services
Purpose
Provide the assistance and tools needed by the Field Operations, Investigations, and other Divisions to accomplish their law enforcement mission. Provide a wide range of evidence collection and processing services; Manage the Crime Scene Investigator program; Assist other city departments and outside agencies with information such as court packets and suspect profiles; Provide direct services to the community, such as filling requests for information in the form of police reports, research, and handouts.

Division Operations

1. Maintain an accurate and efficient information storage and retrieval system.

2. Investigate and reconstruct crime scenes, process photographic, fingerprint, video, vehicle, and firearms evidence.

3. Conduct all functions with the best possible customer service.

4. Enhancement of the Department's report writing system and integration with the records management system to increase the level of information captured.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Investigate/reconstruct major crime scenes 23 39 30 42 30 Latent Print Investigations* 136 150 160 170 200
Firearms Processed (in-house) 352 292 315 320 350
Firearms Processed (outside agency) n/a 130 n/a n/a n/a

Major Budget Changes
None.

248
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,295,961 1,250,005 1,644,236 915,374 62 - Supplies & Materials 60,417 78,044 77,500 72,500 63 - Outside Services 4,666,656 4,965,582 5,552,034 5,438,500 64 - Other Charges 3,610 1,928 7,300 66 - Capital Outlays 26,805 (255) 32,000 Total 6,053,449 6,295,305 7,313,070 6,426,374 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 5,536,308 5,777,352 6,687,108 5,445,640 1100 Measure E 155,628 14,425 104,614 765,326 1200 Measure G 258,944 396,094 391,348 215,408 3302 Cal ID / RAN Grant 102,569 107,434 130,000 Total 6,053,449 6,295,305 7,313,070 6,426,374 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4130 Support Services 7.000 8.000 9.000 9.000
Total 7.000 8.000 9.000 9.000

POLICE DEPARTMENT
4130 Support Services
249

POLICE DEPARTMENT
4131 Technical Services
Purpose
Process data and provide accurate and timely information. Prepare the monthly State Uniform Crime Report (UCR). Process all Department citations. Support the various computer systems which are not integrated into the City network, i.e., Mobile Computer Terminals (MCTs), video mug photo system, document imaging system (AllBase), Computer Aided Dispatch (CAD), California Law Enforcement Telecommunications System (CLETS), and fingerprint identification systems.

Division Operations

1. Conduct research and provide statistical information.

2. Prepare Uniform Crime Reports (UCR) in a timely and accurate manner.

3. Manage the alarm permit and false alarm program.

4. Process citations for Monterey County courts and City Attorney in a timely manner.

5. Provide technical support, user training, and manage and maintain computer applications not integrated with the Wintegrate system.

6. Provide maintenance of mobile computer terminals and other computer equipment.

7. Conduct all functions with the best possible customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Complete Uniform Crime Reports 12 12 12 12 12
Process Citations for Court 4,808 5,948 7,000 6,500 7,000

Major Budget Changes
None.

250
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 215,463 246,111 231,407 229,763 62 - Supplies & Materials 66,672 47,904 68,854 51,000 63 - Outside Services 23,735 10,778 27,800 22,000 Total 305,870 304,793 328,061 302,763 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 295,870 293,793 317,061 78,180 1200 Measure G 10,000 11,000 11,000 224,583 Total 305,870 304,793 328,061 302,763 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4131 Technical Services 3.000 2.000 2.000 2.000
Total 3.000 2.000 2.000 2.000

POLICE DEPARTMENT
4131 Technical Services
251

POLICE DEPARTMENT
4132 Word Processing
Purpose
Provide accurate and timely data entry and word processing services for the Field Operations, Investigations, and Support Services Divisions. This includes the Universe databases such as the Crime Reporting System (CRS), the Master Person File (PRS), the Arrest File (ARS), and the Traffic Accident Reporting System (TARS).

Division Operations

1. Process juvenile reports within 24 hours and adult arrest reports within 48 hours, in support of building a safe and peaceful community.

2. Enter TARS data in a timely manner.

3. Respond immediately to emergency typing requests.

4. Provide feedback regarding errors and corrections in the most mission- supportive and positive manner possible.

5. Conduct all functions with the best possible customer service.

6. Complete the transition to department wide use of digital recorders for report transcription.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Police Reports Completed 12,676 11,218 20,000 12,500 15,000

Major Budget Changes
None.

252
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 476,117 455,712 104,084 99,030 62 - Supplies & Materials 1,938 47 3,000 500 63 - Outside Services 104,910 132,324 115,676 115,000 Total 582,965 588,084 222,760 214,530 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 487,954 488,806 143,012 6,790 1100 Measure E 205,500
1200 Measure G 95,011 99,278 79,748 2,240 Total 582,965 588,084 222,760 214,530 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4132 Word Processing 6.000 6.000 3.000
Total 6.000 6.000 3.000

POLICE DEPARTMENT
4132 Word Processing
253

POLICE DEPARTMENT
4133 Evidence & Property
Purpose
Support the process of successful prosecution by providing security, integrity, and control of property.

Facilitate the timely return of property to rightful owners. Ensure internal policies and procedures regarding the safekeeping of evidence are in compliance with all legal requirements.

Division Operations

1. Continue to support the process of successful prosecution by providing security, control and maintenance of evidence.

2. Return property to legal owners in a timely manner to ensure trust and good public relations.

3. Obtain additional storage space and containers, adhere to preservation techniques, prepare and transport evidence and seek alternative disposal sites.

4. Document, transport, and supervise the destruction of narcotics and weapons.

5. Continue training for evidence personnel and sworn personnel; Purge evidence and property; update manuals; update and improve the computer system.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Process evidence into storage 8,080 5,895 10,000 6,500 12,000 Purge evidence 23,700 6,035 14,000 7,000 6,000
* Covid has greatly reduced the number of items taken in we anticipate a surge due to end of lockdowns etc. ** Tenacity purged numerous items during the last 2 fiscal years which skews the number of items purged t o hi
gher than normal levels

Major Budget Changes
None.
254
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 264,632 337,597 360,942 673,935 62 - Supplies & Materials 5,048 4,353 10,396 17,000 64 - Other Charges 276 400 700 500 Total 269,955 342,351 372,038 691,435 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 269,955 342,351 362,038 18,580 1100 Measure E 672,855
1200 Measure G 10,000
Total 269,955 342,351 372,038 691,435 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4133 Evidence & Property 2.000 2.000 3.000 4.000
Total 2.000 2.000 3.000 4.000

POLICE DEPARTMENT
4133 Evidence & Property
255

POLICE DEPARTMENT
4134 Records
Purpose
Maintain a current and efficient information storage/retrieval system of arrest and incident reports to provide accurate Public Records Act services to the public and other governmental agencies. Provide information to the Investigation Division and Field Operations to accomplish their law enforcement missions.

Division Operations

1. Provide twenty-four-hour immediate response to field officer requests.

2. Prepare court prosecution packets daily.

3. Enter critical information related to missing persons, warrants, stolen vehicles, property, firearms, stolen license plates and criminal protective orders into related databases.

4. Provide excellent customer service to the public, Department personnel, and other agencies.

5. Maintain an efficient information storage/retrieval system by processing police reports and scanning them, and other information, daily onto an optical storage system.

6. Receive and process records subpoenas as received

7. Purge selected police records on an on-going basis.

8. Continually improve and streamline the efficiency and effectiveness of the Records Unit.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Arrest Packets Completed for Court 1,812 7,812 2,500 8,000 10,000 Reports Processed 12,677 12,234 15,000 13,500 15,000

Major Budget Changes
None.

256
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,181,029 1,286,786 1,298,473 1,256,504 62 - Supplies & Materials 7,207 7,496 15,300 14,500 64 - Other Charges 225 275 300 300 Total 1,188,461 1,294,558 1,314,073 1,271,304 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 996,570 1,051,939 1,048,111 (64,700) 1100 Measure E 2,550 50
1200 Measure G 191,892 242,618 263,412 1,335,954 Total 1,188,461 1,294,558 1,314,073 1,271,304 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4134 Records 14.000 14.000 13.000 13.000
Total 14.000 14.000 13.000 13.000

POLICE DEPARTMENT
4134 Records
257

POLICE DEPARTMENT
4137 Maintenance Services
Purpose
Oversee and maintain facilities for the Salinas Police Department. With support from Public Works, oversee the maintenance and repair of vehicles in the Police Department’s fleet.

Division Operations

1. Manage and maintain all Police Department facilities.

2. With support from Public Works, implements Fleet Replacement Plan and oversee the maintenance and repair of vehicles in the Police Department’s fleet.

3. In collaboration with Public Works, administer and maintain the Police Department’s portion of the new city-wide fleet management software.

4. Maintain positive relations with internal and external customers in promoting community -oriented philosophy.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Building Deficiencies Rectified 19 0 0 0 0
Building Maintenance and Repair Work Orders
Processed n/a 189 n/a 157 100

Major Budget Changes
None.
258
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 138,297 120,946 29,790 120,927 62 - Supplies & Materials 18,007 8,341 15,000 3,500 Total 156,304 129,287 44,790 124,427 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 156,304 129,287 44,790 124,427 Total 156,304 129,287 44,790 124,427 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4137 Maintenance Services 2.000 2.000 1.000 1.000
Total 2.000 2.000 1.000 1.000

POLICE DEPARTMENT
4137 Maintenance Services
259

POLICE DEPARTMENT
4170 Animal Control Services
Purpose
Provide effective animal control, licensing, lost/found and adoption programs for all stray and unwanted animals within the city. Services are provided in partnership with the County of Monterey.

Division Operations

1. Protect Salinas residents from the negative community impacts of unwanted pets, strays, and dangerous animals.

2. In partnership with the County of Monterey, provide humane care of animals housed at the shelter.

3. In partnership with the County of Monterey, promote adoption of animals and their placement in caring and responsible homes.

4. Maintain licensing program to provide effective identification of pets in the community through the use of technology.

5. In partnership with he County of Monterey, develop active volunteer programs to assist the shelter in providing effective lost/found, adoption, public education, and spay/neuter programs.

6. Research and prioritize programs that will reduce the number of stray and unwanted pets in the City.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Animals Licensed 8,000 7,645 9,000 8,000 8,500
Animals Returned to Owner 426 308 400 400 425

Major Budget Changes
The City maintains a Memorandum of Agreement (MOA) with the County to collaborate on the provision of Animal Services.
260
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 535,356 500,383 536,023 492,495 62 - Supplies & Materials 31,334 24,444 56,000 22,000 63 - Outside Services 360,305 528,910 635,400 730,000 64 - Other Charges 54,271 250 428,276 66 - Capital Outlays 7,637 28,000
Total 988,902 1,053,987 1,683,699 1,244,495 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 818,585 912,467 1,122,189 1,241,265 1100 Measure E 137,827 131,520 119,734 3,230 1200 Measure G 8,447 10,000 13,500 2508 Contributions & Donations 24,043 428,276 Total 988,902 1,053,987 1,683,699 1,244,495 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4170 Animal Control Services 7.000 4.000 4.000 4.000
Total 7.000 4.000 4.000 4.000

POLICE DEPARTMENT
4170 Animal Control Services
261

POLICE DEPARTMENT
4220 Field Operations
Purpose
Provide uniformed patrol throughout the community to prevent crime and disorder; apprehend criminal violators; conduct objective and professional investigations; provide information on crime prevention and community safety; respond promptly to crimes in progress; and provide high visibility patrol as needed.

Division Operations

1. Continued emphasis on community-oriented approach to service delivery.

2. Provide immediate response to any crime in progress involving violence or threats of violence.

3. Continue to seek alternative methods to provide prompt service to calls for service.

4. Continue to provide up to date training for recruits through the Field Training Officer Program.

5. Continue to provide state of the art support for criminal investigations through the C rime Scene Investigation Program.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Percentage of Calls for Service identified as
emergency or immediate response required,
with an Officer arrival time of three minutes or
less.

88.1% 81.8% 89.0% 80.0% 85.0%
Total Calls for Service identified as emergency
or immediate response required. 1,576 1,624 1,500 1,700 1,500

Major Budget Changes
A significant number of positions remain frozen and/or vacant for 2022-23. 262
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 31,725,703 33,268,143 30,030,132 33,200,857 62 - Supplies & Materials 1,219,446 773,338 1,354,367 985,000 63 - Outside Services 151,323 143,381 89,500 94,000 64 - Other Charges 500
66 - Capital Outlays 18,904
Total 33,115,377 34,184,862 31,474,499 34,279,857 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 21,786,986 23,053,684 19,565,409 32,549,082 1100 Measure E 2,600,567 2,976,390 3,365,280 901,775 1200 Measure G 8,127,824 7,554,789 7,863,810 129,000 2201 Sales Tax-SB172 400,000 600,000 680,000 600,000 2202 Supplemental Law Enf - AB3229 200,000 100,000 Total 33,115,377 34,184,862 31,474,499 34,279,857 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4220 Field Operations 146.000 145.000 138.000 140.000
Total 146.000 145.000 138.000 140.000

POLICE DEPARTMENT
4220 Field Operations
263

POLICE DEPARTMENT
4221 Traffic
Purpose
Enforce state and city traffic laws and codes to improve highway/roadway safety and to promote compliance through the use of specialized training and enforcement. Investigate traffic accidents for causative factors; relieve patrol personnel for other public safety duties; provide accident analyses to determine means for reducing accident rates.

Division Operations

1. Maintain specialized traffic enforcement in areas of school zones, increasing safety potential for children

2. Reduce the number of injury accidents through an aggressive enforcement program.

3. Provide expertise in the investigation of injury and fatal traffic collisions.

4. Increase public awareness related to traffic safety through demonstrations, public education, and community involvement.

5. Increase school children pedestrian safety through education and parent involvement.

6. Regulate and monitor tow services utilized by the Department.

7. Assist Public Works in identifying traffic and pedestrian safety issues.

8. Provide specialized assistance with the Red-Light Camera Project.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Percent Reduction in Reported Collisions 13.0% 11.7% 100.0% 10.0% 100.0% Percent Reduction in Fatal Accidents 60% 40% 100.0% 10.0% 100.0%

Major Budget Changes
None.

264
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 311,058 386,569 779,215 985,766 62 - Supplies & Materials 10,605 4,815 11,600 6,000 Total 321,663 391,384 790,815 991,766 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 321,663 391,384 790,815 33,450 1200 Measure G 958,316
Total 321,663 391,384 790,815 991,766 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4221 Traffic 1.000 1.000 3.000 3.000
Total 1.000 1.000 3.000 3.000

POLICE DEPARTMENT
4221 Traffic
265

POLICE DEPARTMENT
4340 Investigations

Purpose
Conduct investigations in order to identify and apprehend suspects for prosecution purposes. This includes the identification of crime trends through crime analysis for proactive and focused investigation attention.

In addition to providing investigative personnel for criminal investigations, the Investigation Division will work closely with the Field Operations and Administration Division to promote strategies which build a safe and peaceful community.

Division Operations

1. Aggressively investigate criminal activity.

2. Maintain the Investigation Division efforts to proactively target criminals that commit gang- related, violent and property crimes, such as murder, assault with a deadly weapon, robbery, burglary, and other thefts.

3. Maintain efforts related to cold case investigations, including utilization of alternate methods of evidence analysis such as retesting evidence for DNA analysis.

4. Continue to provide a timely on- call response on a 24- hour basis for major criminal investigations or other crimes that require in-depth investigative support.

5. Increase efforts to provide informal and formal training to investigators.

6. Continue to assign personnel to monitor and arrest sex registrants who have been found to violate any provisions of Section 290 of the Penal Code in the City of Salinas.

7. Continue to work closely with other agencies to develop and promote collaborative, positive relationships.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Investigations Completed 363 622 375 400 375
Average Clearance Rate/All Cases 77% 55% 85% 75% 75%
Gang WorkUps/Exp* - Detective/Patrol Cases only
Cases 12
Defendants 18

Major Budget Changes
None.
266
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 5,548,539 5,883,915 5,658,975 5,622,400 62 - Supplies & Materials 24,459 11,648 21,500 23,000 63 - Outside Services 4,804 26,145 52,485 20,000 64 - Other Charges 89 3,424 8,000 5,000 Total 5,577,890 5,925,132 5,740,960 5,670,400 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 4,904,372 5,157,884 4,603,903 5,655,180 1100 Measure E 408,754 339,041 370,389 15,220 1200 Measure G 264,765 428,207 766,668 Total 5,577,890 5,925,132 5,740,960 5,670,400 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4340 Investigations 22.000 23.000 23.000 21.000
Total 22.000 23.000 23.000 21.000

POLICE DEPARTMENT
4340 Investigations
267

POLICE DEPARTMENT
4343 Violence Suppression Task Force
Purpose
Collect information on gangs gang members, drug traffickers, and investigate gang/drug- related crimes.

Provide gang/drug-related training and other criminal intelligence to law enforcement and members of the community. Identify and suppress gang/drug criminal activity. Conduct short - and long-term gang/drug focused investigations.

Division Operations

1. Continue to expand and improve a comprehensive criminal gang and gang member certification process under the California Penal Code.

2. Continue to aggressively identify violent gang members, drug traffickers and other violent criminals for the arrest and prosecution of a variety of crimes.

3. Continue to work with the Monterey County District Attorney's Office and other allied agencies (local, state, and federal) to ensure vertical prosecution of gang members and drug traffickers for their crimes.

4. Improve our efforts to work closely with parents or other community members for the purpose of providing them with gang/drug intervention.

5. Conduct short- and long-term, complex investigations of criminal gang groups utilizing all available local, state, and federal resources.

6. Coordinate with community partners to provide intervention services for gang members, potential gang members, and drug abusers.

Performance Measures
Performance Meas ure
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Gang Registrations 13 33 0 33 0
Court Presentations/Expert Testimony 5 5 0 5 0
Weapons Seized 104 77 0 77 0
Gang related investigations 350 349 0 349 0
Gang/Narcotic/Warrant related arrests 433 264 0 264 0
Gang/Narcotic Presentations-Community 25 0 10 0 10
Narcotics (Meth, Heroin, Cocaine) Seized (in
pounds) 34 68* 0 68* 0
Parole/Probation Searches 185 126 0 126 0
Search Warrants 57 21 0 21 0

Major Budget Changes
None.
268
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,670,523 1,433,455 2,424,233 3,288,883 62 - Supplies & Materials 10,193 40,000 35,000 63 - Outside Services 45,238 43,600 58,500 70,000 66 - Capital Outlays 13,000
Total 1,725,953 1,477,055 2,535,733 3,393,883 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,444,698 1,181,115 2,158,391 723,477 1100 Measure E 281,255 295,940 377,342 27,120 1200 Measure G 2,643,286
Total 1,725,953 1,477,055 2,535,733 3,393,883 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4343 Violence Suppression Task Force 4.000 4.000 9.000 11.000 Total 4.000 4.000 9.000 11.000

POLICE DEPARTMENT
4343 Violence Suppression Task Force
269

POLICE DEPARTMENT
4380 Asset Seizure
Purpose
Provides for the identification of assets (visible and hidden) held by local criminal enterprises. Asset seizure provides for lawful forfeiture, utilizing State and Federal Asset Seizure programs to enhance local enforcement efforts.

Division Operations

1. Continue to identify and seize assets used to facilitate illegal drug transactions.

2. Identify and seize assets deemed "proceeds" from illegal drug transactions.

3. Enhance our efforts to detect and suppress criminal enterprises utilizing civil law in conjunction with criminal law.

4. Use assets to supplement local law enforcement's efforts toward illegal drug related enforcement.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Cases Initiated 16 24 0 20 0

Major Budget Changes
None.

270
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 62 - Supplies & Materials 22,825 5,376 30,000 50,000 63 - Outside Services 1,293
64 - Other Charges 795 2 2,000 66 - Capital Outlays 4,606 88,059
Total 28,226 6,672 118,059 52,000 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2502 Asset Seizure 28,226 6,672 118,059 52,000 Total 28,226 6,672 118,059 52,000

POLICE DEPARTMENT
4380 Asset Seizure
271
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration
Administrative Secretary 2.000 2.000 2.000 2.000
Chief of Police 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000
Police Services Admin 1.000
Management Analyst 1.000 1.000 1.000 1.000
4110 Police Administration Total 5.000 5.000 5.000 5.000 4112 Personnel & Training
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000
Police Officer 1.000 1.000 1.000 1.000
Police Sergeant 1.000 1.000 1.000 2.000
4112 Personnel & Training Total 3.000 3.000 3.000 5.000 4116 Special Operations
Community Service Officer 4.500 4.500 4.000 4.000
Police Sergeant 1.000 1.000 1.000 2.000
4116 Special Operations Total 5.500 5.500 5.000 6.000
4130 Support Services
Community Service Officer 2.000 3.000 4.000 3.000
Crime Analyst 1.000 1.000 1.000 1.000
Criminalist 1.000 1.000 1.000 1.000
Latent Fingerprint Tech 1.000
Police Sergeant 1.000 1.000 2.000
Senior Police Svc Tech 1.000 1.000
Forensic Specialist II 1.000 1.000 1.000
Community Services Assistant 3.000
4130 Support Services Total 7.000 8.000 9.000 9.000
4131 Technical Services
Senior Police Svc Tech 2.000 1.000 2.000 2.000
Technical Services Coordinator 1.000 1.000
4131 Technical Services Total 3.000 2.000 2.000 2.000
4132 Word Processing
Supvsg Wrd Proc Operator 1.000 1.000

POLICE DEPARTMENT
Work Force
272
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

POLICE DEPARTMENT
Work Force
Word Processing Operator 5.000 5.000 3.000
4132 Word Processing Total 6.000 6.000 3.000
4133 Evidence & Property
Evidence Technician 1.000 1.000 1.000 1.000
Police Sergeant 1.000
Sr Evidence Technician 1.000 1.000 1.000 1.000
Property Evidence Supervisor 1.000 1.000
4133 Evidence & Property Total 2.000 2.000 3.000 4.000 4134 Records
Police Record Coord 1.000 1.000 1.000 1.000
Police Services Tech 10.000 10.000 9.000 9.000
Supvsg Police Serv Tech 3.000 3.000 3.000 3.000
4134 Records Total 14.000 14.000 13.000 13.000
4137 Maintenance Services
Pub Safety Facilities Wkr 2.000 2.000 1.000 1.000
4137 Maintenance Services Total 2.000 2.000 1.000 1.000 4170 Animal Control Services
Animal Care Tech 2.000 1.000 1.000 1.000
Animal Control Officer 2.000 2.000 2.000 2.000
Animal Services Mgr 1.000
Animal Services Supv 1.000
Animal Servs Office Asst 1.000 1.000 1.000 1.000
4170 Animal Control Services Total 7.000 4.000 4.000 4.000 4171 Animal Control Svc -Agencies
Animal Care Tech 1.000
4171 Animal Control Svc -Agencies Tota 1.000
4220 Field Operations
Community Service Officer 7.000 6.000 3.000 4.000
Deputy Chief of Police 1.000
Police Commander 4.000 4.000 4.000 4.000
Police Officer 106.000 107.000 107.000 107.000
Police Recruit 11.000 11.000 8.000 8.000
Police Sergeant 16.000 16.000 15.000 14.000
273
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

POLICE DEPARTMENT
Work Force
Assistant Chief of Police 1.000 1.000 1.000 1.000
Multi-Service Officer 2.000
4220 Field Operations Total 146.000 145.000 138.000 140.000 4221 Traffic
Police Officer 2.000 2.000
Police Sergeant 1.000 1.000 1.000 1.000
4221 Traffic Total 1.000 1.000 3.000 3.000
4340 Investigations
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 16.000 16.000 16.000 15.000
Police Sergeant 2.000 2.000 2.000 2.000
Senior Police Svc Tech 1.000 1.000 1.000 1.000
Assistant Chief of Police 1.000 1.000 1.000
Victim Advocate 1.000 1.000 1.000
4340 Investigations Total 22.000 23.000 23.000 21.000
4342 School Resource Officers
Police Officer 2.000 2.000
Police Sergeant 1.000 1.000
4342 School Resource Officers Total 3.000 3.000
4343 Violence Suppression Task Force
Community Service Officer 1.000 1.000
Crime Analyst 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 2.000 2.000 5.000 6.000
Police Sergeant 1.000 1.000 2.000 2.000
4343 Violence Suppression Task Force T 4.000 4.000 9.000 11.000 Total 231.500 227.500 221.000 224.000
274

PUBLIC WORKS DEPARTMENT
Organizational Chart by Division

PUBLIC WORKS

DIRECTOR

ENGINEERING

TRAFFIC AND

TRANSPORTATION

GEOGRAPHIC

INFORMATION

SYSTEMS

ENVIRONMENTAL
& MAINTENANCE

SERVICES

AIRPORT
275

PUBLIC WORKS DEPARTMENT
Organizational Chart by Position

PUBLIC
WORKS

DIRECTOR
City Engineer
Senior Civil
Engineer
(Engineering)
Assistant
Engineer
Junior
Engineer
Assistant
Engineer
Junior
Engineer
Assistant
Engineer
Engineering
Aide II (2)
Construction
Inspection
Supervisor
Construction
Inspector (2)
Sr.

Construction
Inspector
Senior Civil
Engineer
(Development)
Assistant
Engineer
Junior
Engineer
(2)
Construction
Inspector
City Traffic
Engineer
Asst
Engineer
(2)
Eng Aide
II
Junior
Engineer
Associate
Engineer
Senior Civil
Engineer (Water
Waste & Energy)
Environmental
Resource
Planner
Engineering
Aide I
Assistant
Engineer
NPDES Manager
Stormwater
Technician
Stormwater
Compliance
Inspector
Superintendent
of Maint Svcs
Wastewater
Manager
Waste-
water
Crew Sup
Environ
Comp
Insp II
Environ
Comp
Insp I
Wastewtr
Op (3)
Motor Sw
Op (3)
Wastewater
Crew Sup
Pub Svc
Maint Wk II
(8)
Pump Maint
Mech
Pub Svc
Maint Wk III
(2)
Pub Svc
Maint Wk IV
Maintenance
Manager
Urban
Forestry
Crew Sup
Sr. Urban
Forestry
Wkr
Urban
Forestry
Wkr II (4)
Urban
Forestry
Wkr I (2)
Street
Maintenance
Manager
St Light
Signal
Crew Sup
Pub Svc
Maint Wk
IV
Pub Svc
Maint Wk
II (3)
Inmate
Crew
Coord
Graffitti
Abate
Wkr
Resource
Coord
Pub Svc
Maint
Crew Sup
Pub Svc
Maint Wk
IV (2)
Pub Svc
Maint Wk
III (4)
Pub Svc
Maint Wk
II (7)
Pub Svc
Maint Wk
I
Fleet & Facilities
Manager
Office Tech
Equip
Mech Crew
Supervisor
Sr Equip
Mech
Equipment
Mech II (3)
Equipment
Mech I (3)
Radio &
Upfitting
Tech
Facility Crew
Supervisor
Sr Facilities
Maint Mech
(2)
Facility Maint
Mech (2)
PW Admin
Supervisor
Office
Technician
Airport
Manager
Office Tech
(0.5)
Admin
Secretary
Airport Oper
Supervisor
Facilities Mt
Wkr (3)
PW Admin
Supervisor
Admin
Secretary
PW
Assistant
Office
Tech (0.5)
PW Compl
Officer
GIS Adminstrator
GIS Analyst II
GIS Tech II
(2)
276

PUBLIC WORKS DEPARTMENT
Summary

Purpose
The Public Works Department consists of the Engineering; Engineering Administration; Development Engineering; Traffic/Transportation; Water, Waste and Energy; Geographical Information Systems; Environmental and Maintenance Services Divisions and the Airport.

The Engineering and Traffic/Transportation Divisions provide management of the City's public infrastructure; plan and implement public capital improvements; examine private development plans and proposals with associated CEQA documents to ensure responsible growth as it relates to traffic issues and public infrastructure; administer programs and enforce governmental regulations.

The GIS Division provides data analysis planning support and develops asset management apps for all City departments.

The Engineering Administration Division manages the City’s Labor Compliance Program the federal and state grants, and the annual assessments associated with Landscape Maintenance Districts.

Water, Waste and Energy oversees the City’s Solid Waste and Recycling and provides engineering support for Industrial Waste, Sanitary Sewer and Stormwater infrastructure. WWE is also responsible for Greenhouse Gas Emissions, Urban Forestry and Greening, Neighborhood Vibrancy, Solar Energy and Efficiency and special projects with a strong environmental component while protecting the City’s interests on a regional level. The Environmental and Maintenance Services Division protects the health of Salinas by providing maintenance services for all City infrastructure, vehicles, and equipment, and ensures NPDES compliance in the field.

Top Accomplishments for FY 2021-22
Investment Strategies/Risk Management

1. Downtown Vibrancy Plan Implementation
a. Complete construction of Main Street for 100, 200 and 300 block. b. Complete construction of Downtown Complete streets, on West Alisal from Front Street to Blanco Road.

2. Support development of Salinas Travel Center project, Airport Lease Project, Unikool (John Street) Project, Sywest Project, and the Sobel Project.

3. Complete the Mitigated Negative Declaration for Boronda Road Congestion Relief Project (future growth area).

4. Complete 75% design for Boronda Road and McKinnon roundabout.

5. Submit 90% plans of Williams Road to PG&E for the kickoff of the Utility Undergrounding design project.

6. Technical Support for the West Area and Central Area Specific Plans approval process .

7. Provide engineering and street maintenance support for various City special events .

8. Completed 90% Design for the Williams Road Improvements.

9. Continuing work to develop sustainable parking enterprises which help support the city’s economic sectors.

10. Project closeout for the Sanborn/Elvee/HWY 101.

11. Completed the fiberoptic backbone for the Downtown Fiber Optic Network plan.

12. Complete Installation of new metal roof at Fire Station no. 1.

13. Support regional plan to extend commuter rail service to Salinas that will provide access to jobs in the Bay Area and Silicon Valley.
277

PUBLIC WORKS DEPARTMENT
Summary

14. Development complete streets, multi- modal corridors, and a sustainable transportation to support responsible future growth area and mitigate vehicle miles travelled (VMT).

15. Supported the Airport Lease Project MND and began coordination with Caltrans as part of mitigation program to improve Airport Blvd/US 101 Ramps.

16. Support the Salinas Ag Industrial Center Development Project and continue coordinating with Caltrans and TAMC t improve US 101 access in South Salinas.

17. Completed plans and awarded a bid for the Pedestrian Crossing Enhancements Project .

18. Completed new Franchise Agreement for Solid Waste Services after over a year of negotiations.

19. Completed new agreement with Salinas Valley Solid Waste Authority which requires the relocation of the Sun Street Transfer Station outside the City.

20. Completed Agreement with California Water Board to accept $8.8M in grant funds for the Industrial Wastewater Treatment Facility.

Public Safety

1. Continuing work with Monterey County Health Department, TAMC, and Blue Zones to develop Traffic Safety education programs.

2. Continued homeless encampment cleanups.

3. Begin construction of East Laurel Drive Pedestrian Improvements and Street Lighting.

4. Completed construction of Old Muni Pool phase 1, 2 and 3.

5. Begin construction of the Bardin Road Safe Routes to School Improvements.

6. Completed construction of the Alvin Drive Safe Routes to School Project.

7. Completed construction of three new traffic signals (Alvin Drive/Linwood and the Alvin Drive/El Dorado Intersections; and at North Main/Street/Navajo Drive in support of the El Gabilan Library Extension.

8. Completed Council approved Traffic Calming Projects at Geil Street.

9. Completed sidewalk repairs at District 3, District 4 and District 2 in the amount of $900K through the Job Order Contract (JOC) Sidewalk Improvement Program.

10. Continued developing the Salinas Safe Routes to School Plan with Ecology Action and TAMC.

11. Completed new sidewalks and eliminated the “missing” pedestrian link on Maryal Drive serving Sherwood Park, Tatum’s Garden, the Rodeo Grounds and Boys and Girls Club.

Operational Efficiencies

1. Developing Sustainable Citywide Parking Management Program a. Continued to manage the Parking Enterprise Programs
b. Demonstrated successful impl ementation of Parking Enforcement Enterprise; improving services while continuing to cover costs at the same time supporting the City’s economic and safety objectives. Expanded parking enforcement services to weekends and early evenings.
c. Indexed the rates in the Downtown Parking District to reduce dependence of the enterprise on the City General Fund.
d. Transitioned to a new parking citation management vendor e. Prepared a facility condition assessment report for both Downtown garages to identify deferred maintenance and probable costs to repair

2. Utilized Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision-making.

3. Implemented innovative and emerging technology solutions to increase efficiency and effectiveness of City services.
278

PUBLIC WORKS DEPARTMENT
Summary

4. Plan of EV stations transformer for the ITC center.

5. Embarked upon the development of a Community -Based Public/Private Partnership (P3) process to potentially fund green infrastructure projects throughout the City.

6. Developing Proposition 26 fees to fund the costs of NPDES inspection and plan review activities .

7. Continuing Implementation of the City Traffic Fee Ordinance.

8. Completed draft final plans for the Sherwood/Front St Adaptive Traffic Signal System Project.

9. Implemented measures to more closely track revenue and manage the City’s Franchise Agreement for Solid Waste Services.

Excellent Infrastructure

1. Completed Mitigated Negative Declaration for Boronda Road Improvements which provides increase capacity to four lanes and 5 new roundabouts at key intersections.

2. Begin construction of 2021 Chip Seal project City Wide.

3. Complete 80% design of San Juan Grade Road rehabilitation.

4. Continuing Development of City’s Active Transportation Plan.

5. Continue identifying funding for improvements for implementation of the East Alisal Corridor Plan.

6. Secured grant funding to stretch transportation dollars.

7. Hired consultant to update City Standard Plans and Specifications.

8. Updated Pavement Management System for future road maintenance.

9. Applied for HSIP Grants to fund a part of Williams Road Improvements.

10. Refreshed over 17,000 linear feet of crosswalks.
11 Complete Design of 2021 Slurry Seal Project City Wide. 12 Complete Design of Montebella Subdivision Slurry Seal project.

11. Complete Construction of East Alvin Drive Safe Routes to School Project.

12. Complete construction for North Main/Navajo traffic signal project.

13. Complete Construction of Downtown Complete Street Project.

14. Awarded the bid for the traffic signal at Alisal Street and Murphy Street.

15. Adopted the Vision Zero Plan to reduce severe injuries and fatalities on city streets.

16. Completed sludge removal project at the Industrial Wastewater Treatment Facility.

Investment Strategies/Risk Management

1. Traffic Calming Improvements at Geil Street neighborhood.

2. Complete design of restroom remodel at Natividad Creek Park.

3. Complete design of tennis court improvements at Central Park.

4. Begin construction of Tennis courts improvements at Claremont Park.

City Council Goals, Strategies, and Objectives for FY 2022-23 Investment Strategies / Risk Management

1. Develop and implement downtown parking strategy.

2. Work with PG&E to design and build the Williams Road Utility Underground District.

3. Support Extension of Caltrain Rail Service to Salinas to help mitigate vehicle miles travelled and support future growth.

4. Pursue control of East Market Street corridor (State Route) to support downtown revitalization.

5. Implementing ADA Transition Plan and Street Sign Management Plan.

6. Continue to develop the City’s reforestation program. 279

PUBLIC WORKS DEPARTMENT
Summary

7. Complete construction on Bardin Road Safe Routes to School Project to improve safe travel to school.

8. Complete Design for East Salinas Area Street Light installation.

9. Complete Sanitary Sewer priority CCTV survey.

10. Complete Design and begin construction for priority Sanitary Sewer Pipe and Manhole Repairs .

11. Complete construction of East Laurel Drive Pedestrian Improvement Project.

12. Spend $6.3 M is street maintenance and rehabilitation City Wide.

13. Complete construction of Traffic Signal at Alisal and Murphy Street.

14. Complete West Wing Tenant Improvements for the Fire Department at City Hall.

15. Complete $600,000 of Sidewalk improvements in Districts 3, 5 and 6.

16. Adopt the ADA transition plan. Complete Boronda Road Congestion Relief project to stimulate development in City future growth areas.

17. Support the General Plan Update EIR, CAP and Circulation Element.

18. Begin construction on the Constitution and Las Casitas Traffic Signal.

19. Begin construction on the Pedestrian Crossing Enhancements Project

20. Complete design on the Sherwood/Front St Adaptive Traffic Control System.

21. Alisal Vibrancy Plan – Develop and adopt East Alisal Street Master Plan.

22. Begin Bus Rapid Transit and Transit Oriented Design Corridor Study with MST .

23. Issue RFP and begin design and construction of new solar PV system for the Public Safety Center.

24. Complete long term source water agreement with Monterey One Water and the Monterey County Water Resources Agency.

New Revenue

1. Traffic Improvement Program and Fee Update.

2. Secure funding to complete the City’s Active Transportation Plan (and Multi-modal Plan).

3. Continue work on developing a Sustainable Citywide Parking Management Program.

4. Initiate a Prop 218 process in order to attain sustainable maintenance service levels in the Harden Ranch Maintenance District and North East Area Maintenance District.

5. Pursue HSIP and other grant funds to support road safety improvements.

Operational Efficiencies

1. Develop and implement downtown parking strategy.

2. Complete a City -wide GIS Needs Assessment, Develop and Deploy an Open Data Portal, and complete a Performance Management Program evaluation.

3. Utilize Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision- making.

4. Continue to Implement innovative and emerging technology solutions to increase efficiency and effectiveness of City services.

5. Use of Salinas Connect as a tool for better response to public inquires and prioritization of maintenance work.

6. Recommend efficiencies to be born in the delivery of maintenance and repairs following the recommendation of an organizational study.

Public Safety

1. Begin Construction on Boronda/McKinnon roundabout.
280

PUBLIC WORKS DEPARTMENT
Summary

2. Complete construction of the Chip Seal project for arterial and collector streets; and Slurry seal for the residential streets.

3. Embark on the most extensive Street repair effort in the City’s history with more than $35 million bonded and budgeted.

4. Implement short term goals on the East Alisal Corridor Plan.

5. Complete and adopt the City Vision Zero Action Plan.

6. Develop the City Complete Streets Policy with Blue Zones Initiative.

7. Continue Development of City Safe Routes to School Plan.

8. Begin construction of San Juan Grade Road and Work Street rehabilitation.

9. Complete construction of Natividad Creek Restroom.

10. Installation of Hebbron Heights and Closter Park Playground equipment.

11. Support smart growth vision for Future Growth Areas infrastructure.

12. Support Blue Zone Policies.

13. Fund and Complete City’s Active Transportation Plan and Multi-modal Plan

14. Implement reduced speed limits in school zones.

15. Certify E&TS for valid speed limits for all City Streets.

16. Update signal timing plans for improved safety and operations.

17. Adopt the City-wide Safe Routes to School Plan.

18. Continue coordination with the South of Salinas Interchange Project and frontage road system connecting to south Salinas.

19. Continue to support Salinas PD traffic enforcement efforts.

20. Support Fire Department emergency response through signal pre- emption and computer aided dispatch.

Major Budget Changes
Associate Engineer Position in Traffic and Transportation.

Pavement Management Program and keeping up with essential traffic control pavement markings .

Associate Engineer in Water Waste and Energy Division dedicated to grant and expansion efforts for Industrial Wastewater Treatment Facility.

Design, permitting, and investigation costs associated with expansion of Industrial Wastewater Treatment Facility.

281
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary Engineering and Transportation 3,494,219 3,131,063 3,971,439 3,804,649 Geographic Information Systems 590,535 572,980 668,194 875,436 Environmental and Maintenance Services 7,618,094 5,478,390 6,696,205 7,479,555 Total 11,702,849 9,182,433 11,335,838 12,159,640 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary Engineering and Transportation 30.680 28.930 30.180 30.180 Geographic Information Systems 5.000 5.000 4.000 4.000
Environmental and Maintenance Services 46.750 46.750 33.750 40.750 Total 82.430 80.680 67.930 74.930

PUBLIC WORKS DEPARTMENT
Summary
282
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 5110 Engineering Administration 766,061 745,245 982,546 844,312 5115 Development Engineering 660,892 616,645 919,286 856,334 5120 Engineering Services 1,142,929 851,978 641,268 553,103 5122 Dev, Traffic & Transportation 658,534 582,182 827,020 1,107,790 5125 Eng Water & Solid Waste Division 265,803 335,012 601,320 443,110 5128 GIS Division 590,535 572,980 668,194 875,436 5230 Maintenance Administration 408,687 425,422 506,397 459,604 5231 Graffiti Abatement 117,365 181,676 220,554 228,642 5232 Facilities Maintenance 849,917 795,777 971,185 1,295,657 5234 Street Maintenance 1,855,452 2,055,629 2,310,516 2,652,108 5235 Street Lights 594,416 630,283 595,481 614,008 5236 Traffic Signals 316,653 313,878 365,400 446,258 5237 Environmental Compliance 124,904 104,567 140,680 199,062 5238 Parks and Community Services 2,308,211
5239 Urban Forestry 1,042,488 971,157 1,585,992 1,584,216 Total 11,702,849 9,182,433 11,335,838 12,159,640 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 7,971,305 7,156,236 8,066,348 8,856,422 62 - Supplies & Materials 471,038 419,340 619,486 784,365 63 - Outside Services 3,143,923 1,543,750 2,453,578 2,341,010 64 - Other Charges 33,237 25,493 90,183 107,468 66 - Capital Outlays 83,345 37,616 106,242 70,375 Total 11,702,849 9,182,433 11,335,838 12,159,640 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 9,952,292 8,117,459 9,941,926 8, 981,022
1100 Measure E 726,855 252,085 358,712 356,680 1200 Measure G 1,023,701 812,890 1,030,200 2,821,938 2508 Contributions & Donations 5,000
Total 11,702,849 9,182,433 11,335,838 12,159,640

PUBLIC WORKS DEPARTMENT
Summary
283

PUBLIC WORKS DEPARTMENT
Summary
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration 6.430 5.680 4.930 4.930 5115 Development Engineering 4.850 4.850 4.850 4.850
5120 Engineering Services 12.850 12.850 11.850 11.850
5122 Dev, Traffic & Transportation 5.000 5.000 6.000 6.000 5125 Eng Water & Solid Waste Division 1.550 0.550 2.550 2.550 5128 GIS Division 5.000 5.000 4.000 4.000
5230 Maintenance Administration 1.500 1.500 1.500 1.500 5231 Graffiti Abatement 1.000 1.000 1.000 1.000
5232 Facilities Maintenance 5.250 5.250 4.000 6.000
5234 Street Maintenance 17.000 17.000 17.000 20.000
5235 Street Lights 1.000 1.000 1.000 1.000
5237 Environmental Compliance 1.000 1.000 1.000 2.000
5238 Parks and Community Services 12.000 12.000
5239 Urban Forestry 8.000 8.000 8.250 8.250
5236 Traffic Signals 1.000
Total 82.430 80.680 67.930 74.930
284

ENGINEERING AND TRANSPORTATION
Organizational Chart by Division

PUBLIC WORKS

DIRECTOR

ADMINSTRATION
CITY

ENGINEER

ENGINEERING

DEVELOPMENT

ENGINEERING

WATER WASTE
& ENERGY

TRAFFIC &

TRANSPORTATION

STORMWATER

COMPLIANCE
285

ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
Purpose
Provide administrative support to the Department of Public Works, supervise and control the Department's operating and project budgets, implement and manage the Capital Improvements Program, administrative oversight of all Landscape Maintenance Assessment Districts , administrative oversight of all Public Works Grants, acquire property as needed for projects, administer programs dealing with energy efficiency, environmental, Labor Compliance Program monitoring and enforcement on Public Works projects, and respond to resident complaints and inquiries.

Division Operations

1. Supervise and manage Department services and resources in an efficient manner.

2. Represent the City in developing major development proposals (Vibrancy plans, Carr Lake) .

3. Administer the department's budget within approved authorized amounts.

4. Provide administrative and technical support to the department in the performance of its duties.

5. Maintain records pertaining to City facilities such as deeds, easements abandonments, right -of- ways and the preservation of City owned historical buildings.

6. Manage the annual assessments of the Landscape and Maintenance Districts.

7. Manage all departmental grant application and reporting.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
# and % eligible Construction Contracts
completed that
met/exceeded Local Hire requirements 2/ 100% 1/ 100% 5 / 100% 5 / 100% 2/ 100% met State Apprenticeship requirements 2/ 100% 5 / 83% 4 / 100% 4 / 100% 2/ 100% met/exceeded Federal DBE/MBE/WBE
requirements 1 / 100% 2 / 100% 3 / 100% 3 / 100% 3 / 100% Federal / State grants administered 18 26 30 30 15
Construction Contracts Awarded (in dollars) $2 mil $14 mil $18 mil $18 mil $10 mil

Major Budget Changes
None.
286
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 621,922 597,647 720,517 716,412 62 - Supplies & Materials 22,307 15,629 44,820 39,000 63 - Outside Services 107,432 112,147 179,109 64,500 64 - Other Charges 5,172 10,411 25,100 17,000 66 - Capital Outlays 9,228 9,411 13,000 7,400 Total 766,061 745,245 982,546 844,312 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 732,325 713,021 895,787 844,312 1200 Measure G 33,736 32,223 81,759 2508 Contributions & Donations 5,000
Total 766,061 745,245 982,546 844,312 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration 6.430 5.680 4.930 4.930 Total 6.430 5.680 4.930 4.930

ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
287

ENGINEERING AND TRANSPORTATION
5115 Development Engineering Division
Purpose
Perform plan review and inspections to verify that site work, grading and drainage and stormwater mitigation facilities are built in compliance with applicable codes and laws, including, but not limited to city municipal code, city standards and FEMA; rendering them safe upon completion of construction. This includes coordination with the City Engineer and other City Departments/Divisions and governmental agencies.

Verify that public improvements, part of private development, are constructed in compliance with City standards and are safe to use upon completion of construction. Issue encroachment permits and vendor permits for activities in the public right of way. Coordinate with applicants, other city department and agencies to assign site addressing. Provide development -related implementation and enforcement of NPDES stormwater permit requirements.

Division Operations

1. Review of planning site development applications and building permit applications for development related engineering and Public Works requirements.

2. Plan review and inspection of private development projects for compliance with NPDES stormwater permit.

3. Plan review and inspection of private development projects for compliance with FEMA requirements.

4. Review and inspection of private improvements within the City right of way.

5. Provide technical support to planning applications in accordance with the Subdivision Map Act.

6. Calculate development impact fees for development applicants.

7. Coordinate City Street Vendor Program.

8. Provide assistance to City Engineer in implementing floodplain management and CRS program compliance.

9. Coordination of city addressing of public and private buildings.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Private Development NPDES Stormwater Permit
Compliance (Number of Correction Notices &
NOVs/Total Projects Inspected)*
129/25 50/32 N/A 58/30 N/A
Private Development NPDES Stormwater Permit
Compliance (Projects Meeting Post Construction
Requirements/Total Projects)
89% 99% 100% 99% 100%
Encroachment Permits Issued 717 819 700 750 750
Vendor Permits Issued 79 77 100 95 100
Total On-Time Permit Reviews (Building, Grading,
FEMA, Encroachments) 75% 84% 90% 56% 90%
Total On-Time Development Reviews(Use Permits,
Site Reviews, Map Checks) 53% 45% 95% 55% 95%
Total Counter Inquiries and Reviews N/A 91 N/A 600 N/A

Major Budget Changes
None.
288
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 541,945 520,001 710,945 715,596 62 - Supplies & Materials 3,464 8,015 5,023 5,100 63 - Outside Services 111,723 86,089 191,141 120,000 64 - Other Charges 3,759 1,569 10,477 10,888 66 - Capital Outlays 971 1,700 4,750 Total 660,892 616,645 919,286 856,334 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 660,892 616,645 919,286 856,334 Total 660,892 616,645 919,286 856,334 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5115 Development Engineering 4.850 4.850 4.850 4.850
Total 4.850 4.850 4.850 4.850

ENGINEERING AND TRANSPORTATION
5115 Development Engineering Division
289

ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
Purpose
To implement the City's Capital Improvement Projects, to provide engineering services for other city departments and the public, and to ensure the compliance of engineering standards necessary for the protection of public health and safety.

Division Operations

1. Expedient design and construction of programmed Capital Improvement Projects (CIPs), within budget.
• Traffic signals, Striping and Signing
• Pavement Treatment/Rehabilitation/Reconstruction
• Storm Water and Sanitary Sewer Rehabilitation/new construction • Sidewalk, Curb/gutter, Driveway, Tree Removal, and replanting trees • Manage and Coordinate City owned Building Project Remodels/Maintenance • Culvert and Detention Basin Rehabilitation and silt removal • Inspect new Development projects

2. Assess new infrastructure needs associated with city growth and plan to meet these needs with project planning and revision of the Development Impact Fee.

3. Complete the ADA transition plan; Continue upgrades to city infrastructure to meet the requirements of the Americans with Disabilities Act (ADA).

4. Plan for and develop a funding plan for the Bridge Maintenance Program.

5. Update the current City of Salinas Standard Plans and Specifications.

6. Update the Pavement Management System and prioritize streets for road maintenance.

7. Provide Customer Support through the Engineer of the Month and Q -Alert. Create Partnerships with other agencies to assist with funding CIP projects and programs.

8. Support City Engineer/ADA Coordinator on ADA transition plan and grievance and policy coordination.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Grant applications submitted. Dollars secured vs. dollars applied for 1@ $14M; 1@
$1.0M
1@ $14M; 1@
$1.0M 15M
City C.I.P. projects designed. (annually) 7 12 14 15
City projects constructed on time (annually) 5 10 10 14 City projects constructed within budget (annually) 5 10 9 14 Number of projects inspected 10 15 18 20
City Pavement Condition Index 55 55 55 55
Proposed Performance Measures 2022-2023
Projects Awarded 8 18
Projects Closed Out and Accepted 9 10
Active Construction Projects 15 16
Project Delivered On Budget and On Time 9 14
Number of projects inspected 10 15 18 20
City Pavement Condition Index 55 55 55 55

290

ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
Major Budget Changes
None.
291
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,008,978 798,635 468,403 406,303 62 - Supplies & Materials 6,230 8,761 17,037 14,000 63 - Outside Services 65,702 39,262 88,133 88,500 64 - Other Charges 12,494 4,779 11,000 22,800 66 - Capital Outlays 49,526 541 56,695 21,500 Total 1,142,929 851,978 641,268 553,103 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,142,929 851,978 641,268 553,103 Total 1,142,929 851,978 641,268 553,103 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5120 Engineering Services 12.850 12.850 11.850 11.850
Total 12.850 12.850 11.850 11.850

ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
292

(This page intentionally left blank)
293

ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
Purpose
Oversee and manage the City's transportation system. Support development plans and transportation projects to ensure responsible well -planned growth within the City; Oversee the City's Transportation Impact Fee Program; prepare regular and significant program updates as required by the General Plan Update processes, provide engineering services for the safe and efficient movement of commerce and people; plan for future traffic needs; and promote the use of alternative transportation modes to reduce traffic demand and congestion; Oversee operations of the City’s traffic signals and intelligent transportation systems. Help implement transportation policies in the General Plan; implement the City's Capital Improvement Projects and provide traffic engineering services for other city departments; Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking.

Division Operations

1. Manage the design and construction of transportation capital improvement projects

2. Oversee the Traffic Monitoring Program and maintain traffic data.

3. Respond to traffic inquiries and concerns from the public, other departments, and other agencies.

4. Provide responsible review of development plans to ensure commensurate growth in transportation network capacity.

5. Oversee operations and maintenance of traffic signals and improve efficiency. Provide signal modernization and communications in an effort to improve traffic efficiency and reduce maintenance costs.

6. Support Complete Streets principles and Green Streets in the City.

7. Secure funding for transportation related projects.

8. Oversee the City’s Transportation Impact Fee Program and coordinate with other agencies to fund future transportation infrastructure needs.

9. Work with TAMC, Caltrans and other agencies to obtain funding for extending rail service from the San Francisco Bay Area and Silicon Valley to Salinas.

10. Work with TAMC, Caltrans, and other agencies to improve capacity on US 101 through Salinas.

11. Coordinate with Monterey-Salinas Transit to plan and operate transit routes.

12. Review and update traffic signal timing systems to improve circulation.

13. Provide the Engineering and Traffic Surveys necessary to establish speed zones and enforce speed limit laws.

14. Develop City’s Parking Programs.

15. Manage and annually update the residential parking permit program.

16. Manage and support the City’s parking enforcement program.

17. Manage the City’s Downtown Parking District.

18. Implement City’s Traffic Calming Program.

19. Work with schools on traffic safety issues and implement safe route to school projects.

20. Develop and review traffic control plans for road closures and special event traffic control plans.

21. Provide regular reports to the Traffic and Transportation Commission.

22. Support the Police and Fire Departments on their specific needs related to traffic and transportation.

23. Implement the City’s Vision Zero Policy and improve traffic safety to reduce fatalities and sever injuries resulting from traffic collisions.

24. Maintain traffic control devices including signs, signals, flashing beacons, crosswalk, and lane lines.

25. Issue transportation permits for oversee vehicles .

26. Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking analysis.

27. Implement Capital Improvement Projects.

294

ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Transportation Permits issued (annually) 144 259 150 205 150 Grant applications submitted, Dollars secured
($ million) 2/$0.224M $1.3M/$0 2/$2M $395K/$0 $4M/$2M
Traffic Requests addressed (annually) 110 191 100 255 150 Projects Completed (NEW) 5 1 5 4
Tr
affic Commission Reports (NEW) 50 33 50 53 50

Major Budget Changes
Hired a Junior Engineer position to support anticipated increase in workload. The division has had an unfilled associate engineer position for the entire 21-22 Fiscal Year.

The traffic division operations expand beyond CIP projects and must depend on Gas Tax or General Fund for non-CIP services. Gas tax is the closest thing to a road user fee but is highly sought after between departments.

The downtown parking district continues to operate in the red. The Downtown Parking District requires resources including the dedication of staff time, beyond what is currently available. The City must take actions to improve revenues or reduce expenses for the Downtown Parking District. The City must establish a parking oversight committee to monitor the use of district funds.

The Traffic Division continues to absorb work responsibilities previously provided by other divisions. The Traffic division will be taking over the maintenance of streetlights and guard rails, previously maintained by the Maintenance Division. Contracting this work out comes at a premium cost.

The General Plan Updated, currently underway is a major undertaking and a diversion of staff time. 295
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 594,715 559,160 761,720 901,086 62 - Supplies & Materials 20,151 5,055 21,375 42,169 63 - Outside Services 42,162 5,196 36,025 151,535 64 - Other Charges 20 1,394 1,950 10,000 66 - Capital Outlays 1,486 11,377 5,950 3,000 Total 658,534 582,182 827,020 1,107,790 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 658,534 582,182 827,020 1,107,790 Total 658,534 582,182 827,020 1,107,790 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5122 Dev, Traffic & Transportation 5.000 5.000 6.000 6.000 Total 5.000 5.000 6.000 6.000

ENGINEERING AND TRANSPORTATION
5122 Dev, Traffic & Transportation Division
296

(This page intentionally left blank)
297

ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
Purpose
Manage and protect the City’s interests in the areas of Water, Solid Waste and Energy (WWE) along with other matters related to the environmental sectors, both regionally and locally. This also broadly comprises environmental compliance and issues such as Greenhouse Gas Emissions, Urban Forestry and Greening, and Neighborhood Vibrancy. The Division is responsible for special projects that have a strong environmental component, which are ongoing or intermediate to long term in duration and are complex in nature requiring specialized expertise.

Division Operations

1. Manage and provide technical support for water projects. Work in collaboration with City partners such as Monterey One Water (M1W), Salinas Valley Basin Groundwater Sustainability Agency, and Monterey County Water Resources Agency towards regional solutions such as water use funding for critical infrastructure, water security, increased capture and reuse of stormwater and mitigation of seawater intrusion. Exercise care that local water and related financial interests are considered for City residents and industries.

2. Manage and provide technical support for the City’s Solid Waste and Recycling programs to provide effective and economical service. Oversee contracted waste hauler activities and monitor compliance with City Franchise Agreement. Coordinate with Salinas Valley Solid Waste Authority on a variety of issues including State mandated organics recycling measures resulting from recent legislation. Promote collaboration with SVSWA, Monterey Regional Waste Management District and the County to share resources and improve regional efficiencies.

3. Track Solar Photovoltaic systems’ performance and savings while managing their operations and maintenance. Monitor the City energy efficiency projects’ cost savings and performance. Seek and assess new energy related opportunities. Act as a focal point for policy concerning implementation of Electric Vehicle charging. Assist other departments and divisions in energy related activities.

Maintain awareness and understand implications of regional energy issues for the City though ongoing relationships with Association of Bay Area Governments and Central Coast Community Energy.

4. Manage the City’s streams and stormwater conveyance assets to assure flood protection and the ecological health of riparian zones.

5. Management and ov ersight of certain City sustainability goals and programs including Urban Forestry and Greening Programs.

298

ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
Performance Measures
Performance Meas ure / Goal FY 2019-20 Actual FY 2020-21 Actual F Y 2021-22 Goal FY 2021-22 Projected FY 2022-23 Goal Fiscally strengthen water programs through
increased revenue generation and negotiation of
agreements
* Finalize long term agreement for
recycling of industrial wastewater and
stormwater with M1W
* Awarded $6.6M in State grants for
infrastructure to increase reuse of
stormwater and improve City Industrial
W
aste Facilities
*Completed agreements for right of
entry to operate and maintain grant
funded infrastructure and operation
and maintenance cost recovery of
recycled industrial wastewater and
stormwater with M1W
* Initiate grant infrastructure
improvements at Industrial
Wastewater Facilities
*
Develop improved management of
recycled industrial wastewater and
stormwater in collaboration with M1W
and other regional entities
* Finalize agreement with CA Water
Board for Prop 1 Round 2 Grant
* Initiate grant infrastructure design at
I
ndustrial Wastewater Facilities
* Initiate long term agreement for
recycling of industrial wastewater and
stormwater with M1W and MCWRA
* Complete design and begin grant
infrastructure construction at Industrial
Wastewater Facilities
*
Finalize long term agreement for
recycling of industrial wastewater and
stormwater with M1W and MCWRA
Track avoided costs and generation from solar
and energy retrofit projects
* 17,000 MWh generated from PV
* $3.0M avoided energy cost
* 17,000 MWh generated from PV
* $3.0M avoided energy cost
* 20,500 MWh generated from PV
* $3.6M avoided energy cost
* 20,500 MWh generated from PV
* $3.6M avoided energy cost
* 24,000 MWh generated from PV
* $4.2M avoided energy cost
Seek Energy related opportunities and
partnerships
* Secure funding from MBCP or other
sources for EV charging infrastructure
* Engaged with entities and continued
to explore opportunities for funding
and partnerships for EV charging
i
nfrastructure
* Secure funding and partnerships for
EV charging infrastructure
* Continued to explore funding and
partnerships for EV charging
infrastructure
* Secure funding and partnerships for
EV charging infrastructure
Increase City's responsibility and effectiveness of
the Solid Waste program
* Ensure measures recommended in
performance review of Republic
Services are implemented
*
Continue constructive collaboration
with SVSWA, MRWMD and the
County to share resources and
develop operational efficiencies
* Complete new agreements through
negotiations with SVSWA and
Republic Services
* Implemented measures to address
deficiencies outlined in Republic
Services performance review
*
Explored constructive collaboration
with SVSWA, MRWMD and the
County to share resources and
develop operational efficiencies
* Resolved larger long-term issues
with SVSWA in continued
negotiations
* Refine and improve measures to
address deficiencies outlined in
Republic Services performance review
*
Complete new agreement with
SVSWA through continued
negotiations
* Continue to explore and collaborate
with SVSWA, MRWMD and the
County on how best to share
resources and improve regional
efficiencies
* Complete Franchise Agreement with
Republic Services
* Complete new agreement with
SVSW
A
* Initiate rollout of SB1383 Organics
recycling through partnerships with
SVSWA and Republic Services
* Refine and improve measures to
address deficiencies outlined in
Republic Services performance review
and add financial monitoring
component
* Complete rollout of SB1383 Organics
recycling and continue education and
outreach in collaboration with SVSWA
and R
epublic Services
* Continue to refine and improve
measures to monitor and manage
Republic Services’ performance and
financial reporting
* Rekindle collaboration with SVSWA,
MRWMD and the County on how best
to share resources and improve
regional efficiencies
Develop comprehensive plan to significantly
increase tree canopy percentage within the City
* Obtain grant funding to develop a
Forestry Management Plan
* Obtained $250k in CAL Fire grant
funding to develop an Urban Forestry
Management Plan
* Complete grant funded Urban
Forestry Management Plan
* Initiate grant funded Urban Forestry
Management Plan
* Complete Urban Forestry
Management Plan

Major Budget Changes
Given the Engineering Services Division’s focus on transportation, building facilities, and private development, WWE continues to absorb Capital Improvement Projects related to sanitary sewer, industrial waste and stormwater which now total more than 20. Reinstatement and the addition of staff approved at mid-year are expected to alleviate challenges with continued and changing regional water and solid waste issues.

The Division was formed in FY 2015-16 with a minimal budget until needs were better determined.

299
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 98,548 221,848 432,167 416,280 62 - Supplies & Materials 2,593 944 8,450 5,650 63 - Outside Services 162,023 110,461 146,703 8,175 64 - Other Charges 454 810 8,500 8,280 66 - Capital Outlays 2,185 949 5,500 4,725 Total 265,803 335,012 601,320 443,110 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 265,803 335,012 601,320 443,110 Total 265,803 335,012 601,320 443,110 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5125 Eng Water & Solid Waste Division 1.550 0.550 2.550 2.550 Total 1.550 0.550 2.550 2.550

ENGINEERING AND TRANSPORTATION
5125 Eng Water & Solid Waste Division
300

(This page intentionally left blank)
301
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Assistant PW Dir/City Engr 0.250
Asst Public Works Director 1.000
Labor Compliance Officer I 1.000 1.000 1.000
Office Technician 0.250 0.500 0.500
Project Coordinator 1.000 1.000
Public Works Admin Supervisor 0.750 0.750 0.750 0.750
Public Works Assistant 1.000 1.000 1.000 1.000
Public Works Director 0.430 0.430 0.430 0.430
City Engineer 0.250 0.250 0.250
Public Work Compliance Officer I 1.000
5110 Engineering Administration Total 6.430 5.680 4.930 4.930 5115 Development Engineering
Assistant Engineer 1.000 1.000 1.000 1.000
Assistant PW Dir/City Engr 0.250
Construction Inspector 1.000 1.000 1.000 1.000
Junior Engineer 2.000 2.000 2.000 2.000
Public Works Director 0.100 0.100 0.100 0.100
Senior Civil Engineer 0.500 0.500 0.500 0.500
City Engineer 0.250 0.250 0.250
5115 Development Engineering Total 4.850 4.850 4.850 4.850 5120 Engineering Services
Assistant Engineer 2.000 3.000 3.000 3.000
Assistant PW Dir/City Engr 0.100
Associate Engineer 1.000
Const Inspector Supv 1.000 1.000 1.000 1.000
Construction Inspector 2.000 2.000 2.000 2.000
Engineering Aide I 1.000 2.000 1.000
Engineering Aide II 2.000 1.000 1.000 2.000
Junior Engineer 2.000 2.000 2.000 2.000
Senior Civil Engineer 0.750 0.750 0.750 0.750
Sr Construction Inspector 1.000 1.000 1.000 1.000
City Engineer

0.100 0.100 0.100
5120 Engineering Services Total 12.850 12.850 11.850 11.850

ENGINEERING AND TRANSPORTATION
Work Force
302
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

ENGINEERING AND TRANSPORTATION
Work Force
5122 Dev, Traffic & Transportation
Assistant Engineer 2.000 2.000 2.000 2.000
Associate Engineer 1.000
Engineering Aide I 1.000
Engineering Aide II 1.000 1.000 1.000
Junior Engineer 1.000 1.000
Traffic Engineer 1.000 1.000 1.000 1.000
Transportation Manager 1.000 1.000 1.000
5122 Dev, Traffic & Transportation Total 5.000 5.000 6.000 6.000 5125 Eng Water & Solid Waste Division
Assistant PW Dir/City Engr 0.100
Engineering Aide I 1.000 1.000
Environ Resource Planner 1.000 1.000 1.000
Public Works Director 0.050 0.050 0.050 0.050
Senior Civil Engineer 0.400 0.400 0.400 0.400
City Engineer 0.100 0.100 0.100
5125 Eng Water & Solid Waste Division T 1.550 0.550 2.550 2.550 Total 30.680 28.930 30.180 30.180
303

(This page intentionally left blank)
304

GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Organizational Chart by Division

PUBLIC WORKS

DIRECTOR

GEOGRAPHIC INFORMATION

SYSTEMS (GIS) ADMINISTRATOR
305

GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Purpose
The Geographic Information System (GIS) Division’s primary function is to provide mapping and data analytical support to city departments. The GIS Division’s goal is to make information easily accessible and assist other city departments make informed decisions on city operational, asset management and planning activities.

Secondary goals of the Division are to offer GIS services to other public and private entities at a reasonable cost, provide a platform for Open Data to the public and implement innovative and emerging technologies that will enhance city services.

Division Operations

1. Create, Manage, update, and enhance database layers of geographically located features and associated information.

2. Provide data analytics and create data dashboards for staff, council and the public .

3. Develop internal and public interface for GIS information.

4. Work with Departments in developing data capture processes for relevant information.

5. Assist City departments in the analysis of spatial data to arrive at desired results.

6. Migrate and update existing GIS servers and system.

GIS staff are participating in the Open Data, Innovation Team, and Smart City Initiatives. Additionally, GIS staff are providing support to the Alisal Vibrancy Plan, China Town Revitalization, Library, Parks and Recreation Master Plan, Pavement Management Plan, Facilities Asset management, Airport GIS, Residential Fee and Billing and PD Property Info mobile apps. GIS is also supporting the QAlert System, Trakit database maintenance, and maintenance of the address and parcel databases. The main task for the fiscal year is to continue to support Salinas Source 2.0, development of public facing apps, the creation and maintenance of data dashboards and story maps. for staff, the council and community members.

306

GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Performance Measures
Performance Meas ure / Goal
vvvvv
FY 2020-
21 Actual
FY 2021-
22 Goal
FY 2021-22
Projected
FY 2022-23
Goal
Longest GIS Service Interruptions for the Year 2.5 4. 0 < 4 hrs 36.0 <4 hrs Total Number of Salinas Souce 2.0 hits 1.8 M 1. 9 M NA 951500 NA Update Internal GIS Database 29 60 20 377 20
GIS Training Events per year 4 2 5 2 3
Maintain Online Availablility of GIS Services 99.97% 99. 95% 99.95% 99.59% 99.95% Projects Started 200 126 180 63 90
Projects Completed 170 106 153 55 76
Total Number of Salinas Souce 2.0 sessions 4200 4924 4000 2653 4000

Major Budget Changes
In FY 2022- 23, no major budget changes requested. Staff is still requesting to fill the four (4) open GIS Analyst and Technician positions. KPI Goals have been adjusted to reflect the staffing shortage.

307
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 549,997 534,535 615,794 799,466 62 - Supplies & Materials 176 496 1,490 1,270 63 - Outside Services 27,605 32,375 30,510 46,500 64 - Other Charges 7,758 5,286 6,100 12,200 66 - Capital Outlays 5,000 288 14,300 16,000 Total 590,535 572,980 668,194 875,436 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 590,535 572,980 668,194 875,436 Total 590,535 572,980 668,194 875,436 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5128 GIS Division 5.000 5.000 4.000 4.000
Total 5.000 5.000 4.000 4.000

GEOGRAPHIC INFORMATION SYSTEMS
5128 GIS Division
308
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5128 GIS Division
GIS Administrator 1.000 1.000 1.000 1.000
GIS Technician 3.000 1.000
Junior Engineer 1.000
GIS Analyst II 1.000 3.000 1.000
GIS Technician II 2.000 2.000
5128 GIS Division Total 5.000 5.000 4.000 4.000
Total 5.000 5.000 4.000 4.000

GEOGRAPHIC INFORMATION SYSTEMS
Work Force
309

(This page intentionally left blank)
310

ENVIRONMENTAL AND MAINTENANCE SERVICES
Organizational Chart by Division

PUBLIC WORKS

DIRECTOR

ADMINISTRATION

GRAFFITI

ABATEMENT

FACILITIES

MAINTENANCE

VEHICLE /

EQUIPMENT

MAINTENANCE
STREET

MAINTENANCE

STREET LIGHTS

TRAFFIC

SIGNALS

ENVIRONMENTAL

COMPLIANCE
URBAN

FORESTRY

ASSESSMENT

DISTRICT

MAINTENANCE

ENCAMPMENT

ABATEMENT

SUPERINTENDENT
OF MAINT SVCS.
311

ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
Purpose
The mission of Maintenance Services Administration is to provide administrative direction and support services to the diverse maintenance functions, their operating budgets, and Capital Improvement Projects.

Division Operations

1. To provide administrative and clerical support to the Environmental & Maintenance Services Divisions.

2. To provide effective supervision and control of maintenance services and resources.

3. To provide overall budget, project, and program management.

4. To provide central administrative management to maximize economies of scale and efficiency.

5. To provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of purchase orders issued 1,200 694 600 650 600
Process Biweekly Payroll Personnel Actions 124 112 100 125 100

Major Budget Changes
To attain effective coverage and workflow, the Maintenance Administration Division would require two additional full-time positions. Firstly, we would need an additional FT Office Technician, giving us a total of two. In most circumstances (except for emergencies), this will allow for our front office to always remain open and our dispatching services to continue. Since the current FT Office Technician handles extra administrative duties while working out -of-class, the workload is sometimes placed upon the PT Office Technician who only works 3 days a week. Secondly, we would need a FT Management Analyst. T he employee in this new position would plan, organize, and coordinate analytical, statistical, financial, and administrative duties in support of budget, contract monitoring, regulatory compliance and/or program management. We currently rely heavily on other staff in the Environmental & Maintenance Services Division to work out -of-class to complete the necessary tasks for program budgeting, executing contracts and monitoring labor compliance. We also seek advice and assistance from employees within and outs ide of our department.
312
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 292,953 372,360 353,717 332,104 62 - Supplies & Materials 6,101 7,531 34,245 25,400 63 - Outside Services 107,780 37,815 103,970 81,000 64 - Other Charges 230 140 7,368 8,100 66 - Capital Outlays 1,623 7,576 7,097 13,000 Total 408,687 425,422 506,397 459,604 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 408,687 425,422 506,397 459,604 Total 408,687 425,422 506,397 459,604 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5230 Maintenance Administration 1.500 1.500 1.500 1.500 Total 1.500 1.500 1.500 1.500

ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
313

ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
Purpose
The mission of the Graffiti Abatement is to beautify our City by providing a graffiti free environment by removing or covering all graffiti on public property within the City of Salinas.

Division Operations

1. To remove graffiti from public properties and streets within 48 hours.

2. Support the removal of graffiti from private property as resources are available.

3. To provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Square Feet of Graffiti Removed Annually 136,262 198,962 200,000 136,946 200,000 Sites Addressed 2,064 1,340 2,500 1,397 2,500

Major Budget Changes
None
.
314
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 101,224 146,851 157,986 153,142 62 - Supplies & Materials 11,006 34,825 36,068 43,000 63 - Outside Services 165 24,000 30,000 64 - Other Charges 2,500 2,500
66 - Capital Outlays 4,971
Total 117,365 181,676 220,554 228,642 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 117,365 181,676 220,554 228,642 Total 117,365 181,676 220,554 228,642 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5231 Graffiti Abatement 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
315

ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division

Purpose
The Facilities Maintenance Division is responsible for preserving 80 City owned Buildings, and Facilities through preventive maintenance and repairs to ensure clean, safe, sanitary, and well operating facilities for the public.

Division Operations

1. To provide planning and implementation of a maintenance management program for all City buildings and facilities.

2. To provide effective periodic preventive maintenance and inspections to reduce the incidence of unanticipated repair.

3. To provide central facility management to maximize economies of scale and efficiency.

4. To provide excellent customer service.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Square feet of buildings to maintain per employee 500,000 216,000 500,000 216,000 92,000 Electrical and Plumbing Repairs Performed Annually 830 750 1,000 750 1,200 Painting and Carpentry Maintenance Requests 807 800 1,300 800 1,200

Major Budget Changes
Many of the City’s buildings have been subjected to deferred maintenance over the past several years, resulting in costly repairs. Leasing to third parties, then not following through on the tenant’s ability to maintain City facilities has also been detrimental. The division is requesting five additional staff members to help address the facility needs. With the addition of the requested positions, there will be an increase in the operational budget.

316
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 535,725 374,826 521,437 666,481 62 - Supplies & Materials 41,095 58,838 85,640 171,676 63 - Outside Services 273,037 362,113 354,388 448,500 64 - Other Charges 60 9,720 9,000 Total 849,917 795,777 971,185 1,295,657 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 849,917 795,777 971,185 1,295,657 Total 849,917 795,777 971,185 1,295,657 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5232 Facilities Maintenance 5.250 5.250 4.000 6.000
Total 5.250 5.250 4.000 6.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
317

ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division

Purpose
Salinas’s 270 miles of streets provide an intricate mechanism for moving people and products smoothly through our City. This mechanism requires continues upkeep to stay in top-notch working order.

The mission of the Street Maintenance Division to maintain the 56 million square feet of asphalt and concrete City street infrastructure and assure they are safe within the City by providing periodic inspection, maintenance, and repair on streets, sidewalks, signs, and traffic control.

Division Operations

1. Assist engineering in establishing work priorities.

2. Maintain sidewalks, curbs and gutters by repair or replacement as resources allow.

3. Devote resources to support the City’s 50/50 Sidewalk Repair Program

4. Maintain traffic signs and pavement markings in good repair.

5. Maintain streets through deep plug asphalt patching, crack sealing and pothole patching.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Tons of Asphalt Applied Annually 8916 15,511 14000 9,255 14000 Yards of Concrete Poured 160 245.5 225 131 250
Street Sign Installation/Repair/Replacement 702 1201 850 1026 850 Wor
k Alernative Crew Cleanup -Tons 51.5 76 100 71 100

Major Budget Changes
Requesting Health & Safety Cleanup Division: With the growing homeless population throughout the City, we have been contracting out the health & safety cleanup services to Smith & Enright Landscaping, Inc.

From Fiscal Year 2019- 2020 (Covid Year) to Fiscal Year 2020- 2021, Smith & Enright Landscaping, Inc performed 65 days of cleanups at a cost of $525,000 with nine workers.

Creating a division for the health & safety cleanups would consist of two Public Service Maintenance Worker III positions, three Public Service Maintenance Worker II positions, and the PW Resource Coordinator (currently funded and filled). The City would save money by performing the duties of spot cleanups and major health & safety cleanups throughout the year. The Health & Safety Division would be able to perform 238 days of cleanups.
318
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,682,826 1,901,390 2,049,568 2,337,908 62 - Supplies & Materials 157,481 144,962 234,264 297,000 63 - Outside Services 11,913 3,660 20,700 14,000 64 - Other Charges 1,333 409 3,984 3,200 66 - Capital Outlays 1,900 5,209 2,000 Total 1,855,452 2,055,629 2,310,516 2,652,108 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,126,970 1,280,227 1,475,075 1200 Measure G 728,482 775,402 835,441 2,652,108 Total 1,855,452 2,055,629 2,310,516 2,652,108 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5234 Street Maintenance 17.000 17.000 17.000 20.000
Total 17.000 17.000 17.000 20.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
319

ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division

Purpose
Salinas’ benefits from over 6,000 street lights illuminating our streets after dark. Street lights vary from the 150-watt residential lights, to the 200- watt arterial lamps, and even special period lamps in the Downtown area.

Salinas no longer uses high-pressure sodium lamps and has transitioned to LED lamps on every street and City facility.

Division Operations

1. Maintain all City street lights.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Street Lights Repaired/Replaced 199 124 125 122 125

Major Budget Changes
The Sign Division has always had a Public Service Maintenance Worker III (Heavy Equipment Operator) Position. The City Yard was restructured, and the Sign Division’s Public Service Maintenance Worker III was transferred to the Streets Department Asphalt Division, leaving a vacant position in the Sign Division.

This is the only position qualified to operate heavy equipment, Altec Lift Truck, thermal/stripping equipment, and assisting with the health & safety cleanups by operating heavy equipment. Currently, the Street & Concrete Division Public Service Maintenance Worker III’s are shared with the Sign Division. At any given time, a minimum of four Public Service Maintenance Worker III employees are necessary to complete work.

This requires effective collaboration between the divisions. .
320
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 157,220 165,595 173,981 168,508 62 - Supplies & Materials 48,172 76,867 60,000 65,000 63 - Outside Services 381,597 386,528 361,500 380,500 66 - Capital Outlays 7,426 1,294
Total 594,416 630,283 595,481 614,008 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 594,416 630,283 595,481 614,008 Total 594,416 630,283 595,481 614,008 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5235 Street Lights 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division
321

ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division

Purpose
Provide routine maintenance and timely repairs to all traffic signal systems in Salinas.

Division Operations

1. Maintain the traffic signal system in good operational order.

2. Manage Traffic Signal Maintenance Contract.

3. Review and update traffic signal timing systems to improve circulation.

4. Evaluate systems as appropriate to meet traffic needs.

5. Provide signal interconnection in an effort to improve traffic movements and improve intersection operations efficiency.

6. Develop Traffic Operations Center to allow communication and improved signal management functions.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of signalized intersections to maintain 110 115 116 115 116

Major Budget Changes
None.
.
322
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 144 77,658
63 - Outside Services 316,509 313,878 365,400 368,600 Total 316,653 313,878 365,400 446,258 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 316,653 313,878 365,400 349,428 1200 Measure G 96,830
Total 316,653 313,878 365,400 446,258 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5236 Traffic Signals 1.000
Total 1.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
323

ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division

Purpose
Inspect and investigate sources of pollution to protect the public and the environment in compliance with the City's National Pollution Discharge Elimination System (NPDES) Permit and ensure conformance with Federal, State, and local regulations.

Division Operations

1. Protect water quality and environmental resources by developing and implementing programs and best management practices identified within the City's Stormwater Management Plan.

2. Develop and implement an NPDES inspection program of high priority commercial and industrial businesses to ensure compliance with water quality objectives for point source discharges.

3. Promote voluntary compliance.

4. Ensure that environmental requirements and best management practices are being implemented effectively.

5. Oversee the City’s street sweeping program.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Number of businesses inpected 128 100 200 200 225

Major Budget Changes
Requesting one (1) Environmental Compliance Inspector II to meet NPDES permit requirements. The City contracts 80-150 inspections annually to meet permit requirements. The past two years the Stormwater Program did not meet permit requirements due to contractor unavailability to perform inspections. The State of California has indicated that the city is ultimately accountable for meeting permit requirements regardless of reliance of contractor’s availability. This requested position wou ld also perform WDR permit required (FOG) Fats, Oil, and Grease inspections for the Sanitary Sewer Program. 324
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 124,904 104,567 140,680 198,062 62 - Supplies & Materials 1,000
Total 124,904 104,567 140,680 199,062 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 124,904 104,567 140,680 199,062 Total 124,904 104,567 140,680 199,062 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5237 Environmental Compliance 1.000 1.000 1.000 2.000
Total 1.000 1.000 1.000 2.000

ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
325

ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division

Purpose
The mission of the Salinas Urban Forestry is to maintain Salinas’ urban forests, including street, golf course, greenbelt and median trees, and trees within public facility landscapes, by providing professional quality service, utilizing International Society of Arboriculture tree care practices and standards set forth by the American National Standards Institute (ANSI) and the Tree City USA program.

Division Operations

1. Complete safety pruning operations with in-house staff and contract staff.

2. Provide storm related emergency responses for tree issues.

3. Complete a limited number of full-service pruning operations on City trees through contract services with available resources.

4. Plant replacement trees in streetscapes as resources allow.

5. Perform tree maintenance, planting and removal in city parks and greenbelts .

Performance Measure
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Cost per Salinas resident to support Street Trees $6.88 $6.31 $6.41 $6.41 $9.60 Number of Tree Service Requests 20,000 15,000 18,000 18,000 10,000 Number of Storm and Emergency Call Outs 500 450 250 250 200 Number of Street Trees to maintain EService Requests 6,500 7,000 10,000 8,000 4,000

Major Budget Changes
Requesting the addition of five full-time positions: two Urban Forestry Worker II’s and three Urban Forestry Worker I’s. The additional positions will increase the department staff from seven to twelve full -time employees allowing the department to respond more efficiently to the overwhelming number of requests for service.
326
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 875,789 858,820 959,433 967,416 62 - Supplies & Materials 43,214 57,418 71,074 74,100 63 - Outside Services 122,893 54,225 552,000 539,200 64 - Other Charges 593 694 3,485 3,500 Total 1,042,488 971,157 1,585,992 1,584,216 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 742,794 713,808 1,114,280 1,154,536 1100 Measure E 249,686 252,085 358,712 356,680 1200 Measure G 50,009 5,264 113,000 73,000 Total 1,042,488 971,157 1,585,992 1,584,216 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5239 Urban Forestry 8.000 8.000 8.250 8.250
Total 8.000 8.000 8.250 8.250

ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
327
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5230 Maintenance Administration
Office Technician 0.200 0.200 0.200 0.200
Public Works Admin Supervisor 0.250 0.250 0.250 0.250
Public Works Director 0.050 0.050 0.050 0.050
Superintendent of Maintenance Sv 1.000 1.000 1.000 1.000 5230 Maintenance Administration Total 1.500 1.500 1.500 1.500 5231 Graffiti Abatement
Graffiti Abatement Worker 1.000 1.000
Pub Works Resource Coordinator 1.000 1.000
5231 Graffiti Abatement Total 1.000 1.000 1.000 1.000
5232 Facilities Maintenance
Facilities Maintenance Manager 1.000 1.000
Facility Maint Mech Crew Sup 1.000 1.000
Facility Maintenance Mechanic 2.000 2.000 1.000 2.000
Graffiti Abatement Worker 1.000 1.000 1.000 1.000
Maintenance Manager 0.250 0.250
Sr Facility Maint Mech 1.000 1.000 1.000 2.000
5232 Facilities Maintenance Total 5.250 5.250 4.000 6.000 5234 Street Maintenance
Inmate Crew Coordinator 1.000 1.000 1.000 1.000
P.S. Maint Crew Supervisor 1.000 1.000 1.000 1.000
Public Svc Maint Wkr I 3.000 3.000 1.000 1.000
Public Svc Maint Wkr II 5.000 5.000 7.000 10.000
Public Svc Maint Wkr III 3.000 3.000 3.000 3.000
Public Svc Maint Wkr IV 3.000 3.000 3.000 3.000
Street Maintenance Manager 1.000 1.000 1.000 1.000
5234 Street Maintenance Total 17.000 17.000 17.000 20.000 5235 Street Lights
S/L Traffic Signal Crew Sup 1.000 1.000 1.000 1.000
5235 Street Lights Total 1.000 1.000 1.000 1.000
5236 Traffic Signals
Public Svc Maint Wkr III 1.000
5236 Traffic Signals Total 1.000
5237 Environmental Compliance

ENVIRONMENTAL AND MAINTENANCE SERVICES
Work Force
328
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary

ENVIRONMENTAL AND MAINTENANCE SERVICES
Work Force
Env Compliance Insp I 1.000
Env Compliance Insp II 1.000 1.000 1.000 1.000
5237 Environmental Compliance Total 1.000 1.000 1.000 2.000 5238 Parks and Community Services
Park Grnds Frstry Ops Mgr 1.000 1.000
Park Maint Worker 10.000 10.000
Park Maintenance Crew Sup 1.000 1.000
5238 Parks and Community Services Tot 12.000 12.000
5239 Urban Forestry
Maintenance Manager 0.250 0.250
Sr Urban Forestry Worker 1.000 1.000 1.000 1.000
Urban Forestry Crew Supervisor 1.000 1.000 1.000 1.000
Urban Forestry Worker I 2.000 2.000 2.000 2.000
Urban Forestry Worker II 4.000 4.000 4.000 4.000
5239 Urban Forestry Total 8.000 8.000 8.250 8.250
Total 46.750 46.750 33.750 40.750
329

(This page intentionally left blank)
330

ASSESSMENT AND MAINTENANCE DISTRICTS
Organizational Chart by Division

ADMINISTRATION

WOODSIDE
N.E. SALINAS

HARDEN RANCH

AIRPORT BUSINESS
PARK

DOWNTOWN

COMMUNITY

BENEFIT DISTRICT

VISTA NUEVA

SALINAS UNITED

BUSINESS

ASSOCIATION

MIRA MONTE

ASSESSMENT

DISTRICT BONDS

MONTE BELLA
331

(This page intentionally left blank)
332

ASSESSMENT AND MAINTENANCE DISTRICTS
Summary

Purpose
Collect, account for, and distribute principal and interest payments to assessment district bondholders and maintain an accurate accounting system for maintenance districts. Utilize maintenance district funds to provide services to residents living within each District for the purpose established thereof .

Top Accomplishments for FY 2021-22
Investment Strategies/Risk Management

1. Responded to citizen inquires and attended property owner meetings.

2. K ept expenses within budget and below the anticipated revenues to insure adequate reserves .

Public Safety

1. Removed overgrowth from creek beds reducing impacts from potential flooding and wildfires .

2. Responded to concerns related to traffic and security as soon as possible.

Operational Efficiencies

1. Managed district budgets with positive fund balances at year-end.

2. Implemented water conservation techniques in compliance with State water reduction mandates .

Excellent Infrastructure

1. Implemented street sweeping services for Monte Bella.

2. Painted curbs and replaced signs as needed.

City Council Goals, Strategies, and Objectives for FY 2022-23 Investment Strategies/Risk Management

1. Maintain clear communication channels.

2. Proactively identify service delivery problems.

Public Safety

1. Remove graffiti and respond to vandalism concerns quickly.

2. Continue to implement drought tolerant practices where-ever possible.

Operational Efficiencies

1. Install LED lighting in all districts.

2. Simplify budgeting process with other Departments.

3. Improve Project Management Processes.

Excellent Infrastructure

1. Continue the pro-active infrastructure maintenance plan for each district.

Investment Strategies/Risk Management

1. Work with the members of each district to plan new projects and maintain their budgets .

2. Focus on communication with each community.

Major Budget Changes
None.
333
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 2140 Assessment Dist Administration 150,311 67,918 14,140 8,040 2141 Assessment District Debt Service 1,208,169 1,120,581 1,073,193 942,750 5560 Woodside Park 17,743 26,602 49,665 32,395 5562 Airport Business Park 10,714 12,824 18,245 16,590 5563 North East 565,772 569,207 749,507 878,181 5564 Harden Ranch 111,616 107,941 125,755 139,600 5565 Vista Nueva 12,804 27,887 26,810 34,410 5566 Mira Monte 112,135 136,025 153,231 155,060 5567 Monte Bella 134,620 159,567 292,852 227,546 Total 2,323,883 2,228,552 2,503,398 2,434,572 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 218,502 162,514 163,365 162,962 62 - Supplies & Materials 3,633 3,916 20,200 7,700 63 - Outside Services 771,543 832,574 1,044,777 1,102,600 64 - Other Charges 134,883 151,449 226,356 217,810 65 - Debt Service 1,195,323 1,065,920 1,048,700 928,500 66 - Capital Outlays 12,179 15,000
Total 2, 323,883 2,228,552 2,503,398 2,434,572 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 108,680 48,945 6,100 2101 Maintenance Dist Administration 41,631 18,973 8,040 8,040 2102 Woodside Park Maint District 17,743 26,602 49,665 32,395 2104 Airport Bus Park Maint District 10,714 12,824 18,245 16,590 2105 N E Salinas Landscape Dist 565,772 569,207 749,507 878,181 2106 Harden Ranch Landscape Dist 111,616 107,941 125,755 139, 600
2107 Vista Nueva Maint District 12,804 27,887 26,810 34,410 2108 Mira Monte Maint District 112,135 136,025 153,231 155,060 2109 Monte Bella Maint District 134,620 159,567 292,852 227,546 4202 Assessment Districts-Debt Svc 896,525 630,415 626,900 454,700 4204 Spec Tax Bond Monte Bella 139,034 216,680 190,393 174,550 4205 Spec Tax Bond Monte Bella 2 172,609 92,450 138,600 142,150 4206 Spec Tax Bond Monte Bella 3 181,036 117,300 171,350 Total 2,323,883 2,228,552 2,503,398 2,434,572

ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
334

ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2140 Assessment Dist Administration 1.000 1.000
5560 Woodside Park 0.030 0.030 0.030 0.030
5562 Airport Business Park 0.010 0.010 0.010 0.010
5563 North East 0.290 0.290 0.290 0.290
5564 Harden Ranch 0.010 0.010 0.010 0.010
5566 Mira Monte 0.150 0.150 0.150 0.150
5567 Monte Bella 0.260 0.260 0.260 0.260
Total 1.750 1.750 0.750 0.750
335

ASSESSMENT AND MAINTENANCE DISTRICTS
2140 Assessment District Administration Division
Purpose
Collect, account for, and distribute principal and interest payments to assessment district bondholders and maintain an accurate accounting system for maintenance districts.

Division Operations

1. Assist customers in a timely and professional manner.

2. Provide administrative support for Public Works Department and property management functions.

Major Budget Changes
None.
336
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 144,916 65,261 8,140 2,040 64 - Other Charges 5,395 2,657 6,000 6,000 Total 150,311 67,918 14,140 8,040 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 108,680 48,945 6,100 2101 Maintenance Dist Administration 41,631 18,973 8,040 8,040 Total 150,311 67,918 14,140 8,040 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2140 Assessment Dist Administration 1.000 1.000
Total 1.000 1.000

ASSESSMENT AND MAINTENANCE DISTRICTS
2140 Assessment Dist Administration Division
337

ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
Purpose
Provide a record of levies made against specific properties to defray the cost of specific capital improvements deemed to benefit those properties.

Division Operations

1. Ensure timely payments to bondholders.

Major Budget Changes
None.

338
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 63 - Outside Services 12,846 54,661 24,493 14,250 65 - Debt Service 1,195,323 1,065,920 1,048,700 928,500 Total 1,208,169 1,120,581 1,073,193 942,750 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
4202 Assessment Districts-Debt Svc 896,525 630,415 626,900 454,700 4204 Spec Tax Bond Monte Bella 139,034 216,680 190,393 174,550 4205 Spec Tax Bond Monte Bella 2 172,609 92,450 138,600 142,150 4206 Spec Tax Bond Monte Bella 3 181,036 117,300 171,350 Total 1,208,169 1,120,581 1,073,193 942,750

ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
339

ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
Purpose
Provide quality maintenance of the greenbelts through the use of contract services.

Division Operations

1. Provide cost effective, quality, landscape maintenance.

2. Provide excellent customer service to the District residents by resolving customer concerns in a timely manner.

Major Budget Changes
None.
340
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,799 3,584 6,165 6,395 63 - Outside Services 12,600 19,840 35,000 17,000 64 - Other Charges 2,344 3,178 8,500 9,000 Total 17,743 26,602 49,665 32,395 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2102 Woodside Park Maint District 17,743 26,602 49,665 32,395 Total 17,743 26,602 49,665 32,395 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5560 Woodside Park 0.030 0.030 0.030 0.030
Total 0.030 0.030 0.030 0.030

ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
341

ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
Purpose
The purpose of the district is to provide the Airport Business Park Center with limited basic maintenance to include mowing and irrigation. This district is comprised of 64.7 acres, not including acreage owned by governmental agencies. Maintained improvements are all walkways, crosswalks, masonry walls, fences, parkways, embankments, sprinkler systems and landscaping within the right of way of Moffett Street, La Guardia, and Vandenburg Street. Maintenance, servicing and operation is in accordance with NPDES Requirements of the City of Salinas storm water permit.

Division Operations

1. Based on limited resources, to provide mowing services on Moffett Street.

Major Budget Changes
None.

342
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 933 1,275 1,970 2,040 63 - Outside Services 8,159 10,024 14,975 12,950 64 - Other Charges 1,622 1,525 1,300 1,600 Total 10,714 12,824 18,245 16,590 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2104 Airport Bus Park Maint District 10,714 12,824 18,245 16,590 Total 10,714 12,824 18,245 16,590 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5562 Airport Business Park 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010

ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
343

ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
Purpose
This district encompasses street landscape improvements throughout North East Salinas from Boronda Road to East Laurel Drive and from Gabilan Creek to Williams Road. The purpose of the district is to provide a source of funding for the on‐ going maintenance of the improvements that were installed for the benefit of the parcels within the District . The improvements include any and all public landscaping and irrigation improvements on landscaped medians islands within the d istrict, including the 30‐foot wide park strips of land between the curb and right ‐of‐way, cul ‐de‐sac median landscaping, jogging paths, planter walls, public lighting and associated improvements as allowed under the Salinas Municipal Code and the Lighting and Landscape Act of 1982 (the “Act”). In addition, the District also funds the maintenance of the channel improvements within Gabilan Creek and Natividad Channel in accordance with NPDES requirements of the City of Salinas stormwater permit, as allowed under the Salinas Municipal Code.

Division Operations

1. Provide responsive customer service.

2. Administer and supervise the maintenance contract for cost effective landscape maintenance.

Major Budget Changes
None.

344
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 26,208 35,525 59,892 62,131 62 - Supplies & Materials 902 1,940 2,500 2,500 63 - Outside Services 461,824 445,982 592,115 707,050 64 - Other Charges 76,839 85,760 95,000 106,500 Total 565,772 569,207 749,507 878,181 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2105 N E Salinas Landscape Dist 565,772 569,207 749,507 878,181 Total 565,772 569,207 749,507 878,181 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5563 North East 0.290 0.290 0.290 0.290
Total 0.290 0.290 0.290 0.290

ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
345

ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
Purpose
This district encompasses street landscape improvements along North Main Street from Cherokee Drive to San Juan Grade Road, El Dorado Drive, McKinnon Drive, Harden Parkway, and storm water detention basins that are also used as parks. The purpose of the district is to provide on-going maintenance support for the amenities that were installed for the benefit of the parcels within the District .

Division Operations

1. Provide responsive customer service.

2. Administer and supervise the maintenance contract for cost effective landscape maintenance.

Major Budget Changes
None.
346
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 933 1,275 2,030 2,100 62 - Supplies & Materials 823 500
63 - Outside Services 94,317 90,180 98,610 114,450 64 - Other Charges 15,542 16,486 24,615 23,050 Total 111,616 107,941 125,755 139,600 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2106 Harden Ranch Landscape Dist 111,616 107,941 125,755 139,600 Total 111,616 107,941 125,755 139,600 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5564 Harden Ranch 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010

ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
347

ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
Purpose
This district encompasses 49 parcels most of which are residential between Garner Avenue and Gee Street, uphill from Natividad Creek. The purpose of the district is to provide maintenance servicing and operation of the sanitary sewer pump station, services for streets, sewers, subdivision fence, and streetlights.

Division Operations

1. Provide responsive customer service.

2. Provide the highest level of maintenance with available resources.

Major Budget Changes
None.

348
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,455 5,277 10 10 63 - Outside Services 6,573 6,810 24,100 16,400 64 - Other Charges 1,775 3,621 2,700 3,000 66 - Capital Outlays 12,179 15,000
Total 12,804 27,887 26,810 34,410 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2107 Vista Nueva Maint District 12,804 27,887 26,810 34,410 Total 12,804 27,887 26,810 34,410

ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
349

ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
Purpose
This district is within the North/East Maintenance District located northwest of Hemingway Drive, and it encompasses the development know n as the Cottages of Mira Monte. This development includes approximately 203 medium density family homes, open space, and tot lots within the development. The purpose of the district is to provide maintenance, servicing, and operation of street and open space landscape improvements, tot lot improvements, routine street maintenance, maintenance of the clustered driveways, maintenance of public lighting fixtures on all streets and clustered driveways, and associated appurtenances located within the public rights-of-way and dedicated landscape easements.

Division Operations

1. Provide cost effective and quality landscape maintenance.

2. Provide excellent customer service to the District residents by being available to resolve maintenance issues in a timely manner.

3. Administer and supervise the maintenance contracts for cost effectiveness.

Major Budget Changes
None.
350
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 13,995 18,400 32,031 33,100 62 - Supplies & Materials 2,200 2,200
63 - Outside Services 82,990 100,713 103,759 102,500 64 - Other Charges 15,150 16,912 15,241 17,260 Total 112,135 136,025 153,231 155,060 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2108 Mira Monte Maint District 112,135 136,025 153,231 155,060 Total 112,135 136,025 153,231 155,060 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5566 Mira Monte 0.150 0.150 0.150 0.150
Total 0.150 0.150 0.150 0.150

ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
351

ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division

Purpose
This district encompasses approximately 200 acres of planned development known as Monte Bella, which at build-out will ultimately include approximately 853 single family homes, open space, a community park and an elementary school s ite. The purpose of the district is to provide maintenance, servicing, and operation of street landscape improvements, park landscaping improvements, open space and retention basin landscaping improvements, agricultural run- off ditch, and de- silting basins , local str eet lighting, routine local street maintenance and associated appurtenances located within the public rights-of-way and dedicated landscape easements.

Division Operations

1. Provide cost effective and quality landscape and park maintenance.

2. Provide excellent customer service to the district residents by being available to resolve landscape issues in a timely manner.

3. Administer and supervise the maintenance contracts for cost effectiveness.

4. Provide a street sweeping program.

Major Budget Changes
None.

352
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 24,264 31,918 53,127 55,146 62 - Supplies & Materials 1,907 1,976 15,000 3,000 63 - Outside Services 92,233 104,364 151,725 118,000 64 - Other Charges 16,216 21,309 73,000 51,400 Total 134,620 159,567 292,852 227,546 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
2109 Monte Bella Maint District 134,620 159,567 292,852 227,546 Total 134,620 159,567 292,852 227,546 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 5567 Monte Bella 0.260 0.260 0.260 0.260
Total 0.260 0.260 0.260 0.260

ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
353
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 2140 Assessment Dist Administration
Sr Accounting Technician 1.000 1.000
2140 Assessment Dist Administration Total 1.000 1.000
5560 Woodside Park
Maintenance Manager 0.030 0.030 0.030 0.030
5560 Woodside Park Total 0.030 0.030 0.030 0.030
5562 Airport Business Park
Maintenance Manager 0.010 0.010 0.010 0.010
5562 Airport Business Park Total 0.010 0.010 0.010 0.010 5563 North East
Maintenance Manager 0.290 0.290 0.290 0.290
5563 North East Total 0.290 0.290 0.290 0.290
5564 Harden Ranch
Maintenance Manager 0.010 0.010 0.010 0.010
5564 Harden Ranch Total 0.010 0.010 0.010 0.010
5566 Mira Monte
Maintenance Manager 0.150 0.150 0.150 0.150
5566 Mira Monte Total 0.150 0.150 0.150 0.150
5567 Monte Bella
Maintenance Manager 0.260 0.260 0.260 0.260
5567 Monte Bella Total 0.260 0.260 0.260 0.260
Total 1.750 1.750 0.750 0.750

ASSESSMENT AND MAINTENANCE DISTRICTS
Work Force
354

ENTERPRISE OPERATIONS
Organizational Chart by Division

ENTERPRISE

OPERATIONS

AIRPORT

INDUSTRIAL
WASTE

TWIN CREEKS

SANITARY SEWER

FAIRWAYS

STORM DRAINS

STREET SWEEPING

HITCHCOCK ROAD

WATER SYSTEM

DOWNTOWN

PARKING DISTRICT

PERMIT SERVICES

PREFERENTIAL

PARKING

PARKING

ENFORCEMENT
355

ENTERPRISE OPERATIONS
Summary

Purpose
The purpose of the Enterprise Program is to provide self -supporting community services such as the operation of the Airport, Fairways Golf Course, and the various Sewer Waste Collection systems.

Top Accomplishments for FY 2021-22

Investment Strategies/Risk Management

1. Provided economic role and benefit of the airport for the Salinas Economic Development Element.

2. Completed Economic Benefit Study for the Salinas Municipal Airport.

3. Provide parking services in support of the Downtown Vibrancy Plan.

4. Provide parking support for other commercial areas in Salinas.

5. Develop parking strategies in support of encouraging housing development in downtown.

Public Safety

1. Secured $519,000 grant from FAA to replace the Runway and Taxiway light control system.

2. Provide Parking enforcement support for Code enforcement activities.

3. Provide Parking enforcement support for traffic safety at school locations.

Operational Efficiencies

1. Secured $69,000 in Coronavirus Aid, Relief, and Economic Security Act Emergency Funding.

2. Continued support of the Airport Commission.

3. Continued development of sustainable City Parking programs.

4. Creation of the Parking Enterprise.

5. Successful development of sustainable Parking enforcement program that provide c ity services and covers cost.

6. Adjusted rates of Downtown Parking enterprise for next 2 fiscal years with the goal for enterprise to self-sustaining.

Excellent Infrastructure

1. Completed Rehabilitation of Runway 8/26 and 13/31 at the Salinas Municipal Airport.

2. Completed preventative maintenance inspection on all City owned Aircraft Hangars.

City Council Goals, Strategies, and Objectives for FY 2022-23

Operational Efficiency

1. Optimize Parking Enforcement to support City parking programs and neighborhood safety

2. Continued support of the Airport Commission.

3. Commence Airport Master Plan Study.
356

ENTERPRISE OPERATIONS
Summary

New Revenue

1. Apply for and secure Federal Funding for large capital expenditures.

2. Update Airport Rates and Fee Schedule.

3. Continue developing sustainable parking programs.

Investment Strategies/Risk Management

1. Complete Parking Management Plan with recommendations for future downtown parking infrastructure.

2. Host 2022 California International Airshow.

Major Budget Changes
None.

357
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Preliminary 3350 Permit Services 2,463,452 2,288,845 3,861,981 3,830,689 5126 NPDES Storm Water 1,117,192 1,381,116 1,908,352 2,013,465 5340 Airport 1,384,174 1,399,293 1,600,701 1,604,814 5441 Industrial Waste 1,827,959 1,907,429 2,428,006 2,193,253 5442 Sanitary Sewer 3,124,541 4,406,565 3,250,962 4,070,567 5443 NPDES Storm Drain Sewer 462,372 410,035 663,915 666,881 5444 NPDES Street Sweeping 1,144,979 1,073,851 1,152,635 1,205,127 5445 Hitchcock Road Water 7,833 9,687 20,000 15,000 5446 Downtown Parking 1,374,766 1,395,769 1,682,961 1,524,601 5447 Preferential Parking 5,430 7,611 33,600 6,100 5448 Parking Enforcement 1,054,843 955,876 1,558,839 1,259,040 8006 Twin Creeks Golf Course 459,489 3,522,978 496,000 439,700 8007 Fairways Golf Course 244,949 271,272 198,000 208,200 Total 14,671,980 19,030,328 18,855,950 19,037,437 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 5,560,288 5,503,186 6,577,455 7,529,500 62 - Supplies & Materials 479,962 518,420 734,626 827,470 63 - Outside Services 3,315,004 3,427,879 6,702,323 5,223,314 64 - Other Charges 1,866,694 1,870,734 1,649,542 2,159,853 65 - Debt Service 3,321,567 7,509,472 3,075,000 3,036,500 66 - Capital Outlays 128,465 200,637 117,004 260,800 Total 14,671,980 19,030,328 18,855,950 19,037,437 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
6100 Municipal Airport 1,384,174 1,399,293 1,600,701 1,604,814 6200 Industrial Waste 1,
827,959 1,907,429 2,428,006 2,193,253 6301 Fairways Golf Course 244,949 271,272 198,000 208,200 6302 Twin Creek Golf Course 459,489 3,522,978 496,000 439,700 6400 Sewer 3,124,541 4,406,565 3,250,962 4,070,567 6500 Storm Sewer (NPDES) 2,724,543 2,865,002 3,724,901 3,885,473 6700 Water Utility 7,833 9,687 20,000 15,000 6801 Downtown Parking District 1,374,766 1,395,769 1,682,961 1,524,601 6802 Preferential Parking 5,430 7,611 33,600 6,100 6803 Parking Enforcement 1,054,843 955,876 1,558,839 1,259,040

ENTERPRISE OPERATIONS
Summary
358

ENTERPRISE OPERATIONS
Summary
6900 Permit Services 2,463,452 2,288,845 3,861,981 3,830,689 Total 14,671,980 19,030,328 18,855,950 19,037,437 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3350 Permit Services 12.483 11.989 13.500 17.350
5126 NPDES Storm Water 1.000 1.000 1.000 3.000
5340 Airport 5.100 5.600 6.600 6.600
5441 Industrial Waste 3.800 3.800 5.300 5.300
5442 Sanitary Sewer 12.050 12.050 11.550 11.550
5443 NPDES Storm Drain Sewer 2.200 2.200 2.200 2.200
5444 NPDES Street Sweeping 6.200 6.200 4.700 4.700
5446 Downtown Parking 0.270 0.270 0.270 0.270
5448 Parking Enforcement 0.250 0.500 0.250 0.250
Total 43.353 43.609 45.370 51.220
359

ENTERPRISE OPERATIONS
3350 Permit Services Division
Purpose
The Permit Services Division ensures the safety of buildings and structures by efficiently reviewing construction plans for both residential and commercial projects and verifying compliance with applicable building codes, city ordinances, and state laws through the inspection process. Permit Services also facilitates building access for disabled persons, educates the public on the building permit process and construction requirements, coordinates approval and inspection of building permits with other City Departments/Sections and governmental agencies, provides timely processing of permits to help stimulate economic development, and assists code enforcement with technical construction requirements.

Division Operations

1. Assist customers in a timely and professional manner.

2. Provide administrative support for Permit Center staff.

3. Accurately process all permits, inspection requests, and calculation of fees.

4. Continue research and implementation of new technology, including electronic plan review software, virtual inspection software and electronic file management systems.

5. Lead continuous improvement efforts for the Permit Center with input from customer groups.

6. Properly and promptly forward all requests for information to the applicable departments.

7. Accomplish plan review and inspection of building projects in a timely and complete manner.

8. Update educational and informational handout material for public use regarding building codes, city ordinances, and state laws.

9. Respond to building safety and work without permit complaints.

10. Track and monitor revenues and expenses to ensure that the Building Division is independently financially sustainable.

11. Provide a Permit Center annual report to the City Council on continuous improvements.

Performance Measures
Performance Meas ure / Goal
FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected
FY 2022-23
Goal
Percent of On-Time Building Permit Reviews (Per Applicable Due Date) 34% 79% 80% 78% 90%
Number of Days from Applied to Approved Building Permits (Goal of 40 Days) 95 90 40 35 40
Virtual Inspections (Goal is 10% of Building Inspections) N/A 0 150 725 (7% ) 1800 (10%) Number of Days from Applied Date to 1st Building Permit Review Comments N/A 12 16 12 15
Percent of Simple Permits (City Reports, Electrical,
Plumbing, Reroofs) Applied to Issued Date (Goal of 48 Hours) N/A
100%
(24 Hours and
2,048 P
ermits)
100%
(48 Hours)
100%
(24 Hours and
1,644 P
ermits)
100%
(48 Hours)
Accessory Dwelling Unit (ADU) Approvals through Plan Check 8 71 45 90 55

360

ENTERPRISE OPERATIONS
3350 Permit Services Division
Major Budget Changes
The Permit Services Division is supported by fees generated through permitting. In FY 17/18, an Enterprise Fund was established to ensure that the Division was independently sustainable through fees for service.

Over the last few years, permit activity has significantly increased. It is anticipated that a sustained level of permit activity will continue over the next fiscal year. As a result, additional staffing was added late in FY 21/22, which will increase the overall budget expenditures in the new fiscal year. In addition, there are multiple large projects in the pipeline that will require an increase to the Division budget for plan review and inspection contracted services. All expenditures for Permit Services are paid by the Enterprise Fund through collected permit fees and do not have an impact on the General Fund.

361
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,581,233 1,537,142 2,112,069 2,544,769 62 - Supplies & Materials 20,992 12,898 84,600 96,120 63 - Outside Services 461,567 330,573 1,173,352 620,000 64 - Other Charges 399,660 364,244 421,782 523,000 66 - Capital Outlays 43,989 70,177 46,800 Total 2,463,452 2,288,845 3,861,981 3,830,689 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Preliminary
6900 Permit Services 2,463,452 2,288,845 3,861,981 3,830,689 Total 2,463,452 2,288,845 3,861,981 3,830,689 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Preliminary 3350 Permit Services 12.483 11.989 13.500 17.350
Total 12.483 11.989 13.500 17.350

ENTERPRISE OPERATIONS
3350 Permit Services Division
362

(This page intentionally left blank)
363

ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Purpose
This Division’s purpose is to provide technical support in the management and implementation of the City’s NPDES Stormwater Permit. This has been identified as a focus area for regulatory compliance that affects many City departments and other outside agencies. The Division is currently comprised of an NPDES Permit Program Manager who reports to the City Engineer and a stormwater intern.

Division Operations

1. Oversee and manage the City’s NPDES stormwater Permit compliance program and its integration with other City activities.

2. Consolidate the City’s stormwater Permit compliance efforts:
a. Bring the City’s stormwater program into compliance with the City’s NPDES Stormwater Permit requirements.
b. Streamline City Permit compliance efforts to increase efficiency and cut compliance costs through integration of current technologies, especially in data collection/reporting efforts. c. Ensure data collection and reporting capabilities meet Permit information management and reporting requirements.
d. Continue technical support and oversight of City programs for compliance with stormwater regulations and provide the internal structure necessary to ensure the new Permit requirements are met while providing for efficient use of City resources.

3. Reduce the number of Permit violations from EPA and Regional Water Board audits of the City’s Stormwater Permit compliance efforts to zero.

4. Collaborate with other public agencies to achieve permit program cost savings and compliance.

5. Obtain grant funding for stormwater water capture/reuse, green infrastructure, and green streets projects.

6. Increase the amount of curb miles swept through implementation of city -wide “No Parking During Street Sweeping Hours” signage program.

7. Provide support in City-wide efforts to develop regulatory fees to support NPDES-required activities

8. Provide support to successfully obtain a stormwater utility to fund implementation of the City’s NPDES permit.

364

ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Performance Measures
Performance Meas ure / Goal FY 2019-20
Actual
FY 2020-21
Actual
FY 2021-22
Goal
FY 2021-22
Projected FY 2022-23 Goal
Compliance with NPDES Stormwater
Permit 90% 100%% 95% 100%
Offer stormwater training and community
workshops to increase stormwater
awareness
None due to
COVID
Online SW
awareness
campaign to
prepare for
community
polling
New stormwater
website created;
construction and
PCR training for
staff complete; 5
tabling events to
educate public on
stormwater.

Community
polling delayed
by Mgt.

Continuous
update and
development of
cleanwatersalinas
.com website;
tabling events for
Closter Park
Green Streets
project; 5 tabling
events for
stormwater
awareness
Develop a stormwater utility/funding
source
Stormwater
utility
feasibility
report
complete
Polling for SW
utility
This initiative has
been put on hold
until Measure G
is renewed.
---
Reduction in litter throughout the City
(running total) 27% 40% 28% 40%
Green streets/P3 projects implemented in
the City
CBP3
program
presented to
management
, green
street
concept plan
developed
GI plan
complete; SW
crediting
program in
development
ARPA $$ being
used for both
plans; RFPs in
process.