Tuesday, June 14, 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
June 14, 2022City Council Meeting Agenda - Final
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
If you wish to make a general public comment or comment on a specific agenda item, you are encouraged to attended the City Council meeting in person. 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.
GENERAL PUBLIC COMMENTS
Receive public communications on items that are not on the agenda and that are in the City of Salinas’ subject matter jurisdiction. Comments on Consent, Consideration, and Closed session items should be held until the items are reached. The public may request that the legislative body consider adding an item for consideration on a future agenda. The public may comment on scheduled agenda items, including closed session items, as they are considered.
CONSIDERATION
ID#22-328 Prevention and Intervention Partnership Programs and Pilot Prevention & Wellness Project
Recommendation: Approve a Resolution allocating $300,000 of cannabis revenue to fund a Pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process to identify eligible recipient organizations.
PUBLIC HEARINGS
ID#22-327 2022 Special Assessment for Collection of Unpaid Charges from Property Owners
Recommendation: Approve a Resolution approving the 2022 Special Assessment to collect the unpaid charges from the property owners.
ID#22-325 Fiscal Year 2022-23 Operating and Capital Improvement Budgets and Annual Appropriations Limit
June 14, 2022City Council Meeting Agenda - Final
Recommendation: Approve Resolution(s) approving the proposed the Fiscal Year 2023 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency; the Fiscal Year 2023 Capital Improvement Budget for the City of Salinas; and establishing the appropriations limit for fiscal year 2023 at $297,538,255.
ID#22-278 Republic Services Garbage & Recycling Rates FY 2022-23 Recommendation: Approve a Resolution finding the proposed annual adjustments to Republic Services of Salinas' (Republic Services) Schedule of Service Fees and Schedule of Rates for Residential and Commercial Customers effective July 1, 2022, to be both reasonable and within the terms of the Franchise Agreement; approving the establishment of Multi-Family Dwellings (MFD) as a new rate category and confirm the rates established for bundled "Curbside" or "Consolidated" service for applicable residents; and approving the proposed adjustments to Single Family Dwellings (SFD) and Commercial Roll-Off rates to account for anticipated fiscal impact resulting from the establishment of the MFD rate category.
CONSENT AGENDA
All matters listed under Consent Agenda may be enacted by one motion unless a member of the Council or the public requests discussion or a separate vote.
ID#22-359 Minutes
Recommendation: Approve minutes of May 24, 2022.
ID#22-349 Financial Claims
Recommendation: Approve Financial Claims Report.
ID#22-276 Integrated Pest Management (IPM) Policy
Recommendation: Approve a Resolution adopting an Integrated Pest Management (IPM) Policy for the City of Salinas.
ID#22-282 Professional Services Agreement with E2 Consulting Engineers for the Industrial Wastewater Treatment Facility Expansion Project Recommendation: Approve a Resolution approving a Professional Services Agreement in the amount of $1,131,000 between the City of Salinas and E2 Consulting Engineers for the Industrial Wastewater Treatment Facility Expansion Project.
ID#22-283 Professional Services Agreement with Carollo Engineers for the Industrial Wastewater treatment Facility Expansion Project
Recommendation: Approve a Resolution approving a Professional Services Agreement in the amount of $734,000 between the City of Salinas and Carollo Engineers for the Industrial Wastewater Treatment Facility Expansion Project.
ID#22-305 Underline Small Cell Master License Agreement Recommendation: Approve a Resolution approving a Master License Agreement with Underline Monterey, LLC for the installation of Small Wireless Facilities within the public right-of-way.
ID#22-311 Agreement for Services with Environment Systems Inc. of Northern California
June 14, 2022City Council Meeting Agenda - Final
Recommendation: Approve a Resolution ratifying the agreement for services between the City of Salinas and Environmental Systems Inc of Northern California at cost $48,112.00.
ID#22-316 City Wide Landscape Services for Greenbelts, Medians and Roundabouts Recommendation: Approve a Resolution awarding the landscape contract to Smith and Enright Landscaping, Inc at a cost of $244,704.00 annually for a total of three years totaling $734,112.00.
ID#22-318 California Department of Transportation Grant Acceptance Recommendation: Approve a Resolution authorizing the Public Works Director to execute all Restricted Grant Agreements and any amendments thereto with the California Department of Transportation for the City of Salinas Active Transportation Plan: Outreach and Implementation; and authorize the transfer of $76,156 of funding from CIP 5800.50.9607 Bicycle Lane Installation to a new CIP for the Active Transportation Plan as grant matching funds.
ID#22-319 Direct Purchase of One 2022 Ford F-350 Flatbed Recommendation: Approve a Resolution allowing for the direct purchase of one 2022 Ford F-350 Flatbed and allowing a price not to exceed of $85,000.00 from any suitable vendor.
ID#22-320 Resolution of Intent to Sell 215 Lincoln Avenue Recommendation: Approve a Resolution declaring the intention of the Council to sell the real property located at 215 Lincoln Avenue.
ID#22-323 Direct Purchase of FARO Laser Scanner and Associated Equipment Recommendation: Approve a Resolution authorizing the direct purchase of the FARO 3D Laser Scanner with associated equipment, computer, and software for a total cost not to exceed $70,004.90.
ID#22-324 Direct Purchase of Unmanned Aerial Vehicles and Associated Equipment Recommendation: Approve a Resolution authorizing the direct purchase of four unmanned aerial vehicles and associated equipment for a total cost not to exceed $86,642.91.
ID#22-334 Professional Services Agreement with The Pun Group, LLP for Auditing Services
Recommendation: Approve a Resolution authorizing the Mayor to execute a Professional Services Agreement with The Pun Group, LLP ("The Pun Group") for independent auditing services for the period of June 15, 2022 through June 30, 2025, corresponding to the fiscal years ending June 30, 2022, to June 30, 2024, with the option to extend the agreement for each of the two (2) subsequent fiscal years.
ID#22-322 Professional Services Agreement with E2 Consulting Engineers Recommendation: Approve a Resolution approving a Professional Services Agreement in the amount of $1,841,240 between the City of Salinas and E2 Consulting Engineers for the Salinas Project to Enhance Regional Stormwater Supply and the Salinas Integrated Regional Water Management (IRWM) Grant; and accept both the Salinas Project to Enhance Regional Stormwater Supply and the Salinas IRWM Grants funds.
ID#22-330 Amendment 1 to Agreement for Professional Services with Tina La Perle
June 14, 2022City Council Meeting Agenda - Final
Recommendation: Approve a Resolution authorizing the City Manager to execute Amendment 1 to the FY 2021-2022 Agreement for Professional Services with Tina La Perle to increase the total not to exceed compensation amount to $172,112; and authorizing the City Manager to execute a FY 2022-2023 Agreement for Professional Services with Tina La Perle for Homeless Services Intervention and Coordination for a total compensation not to exceed $51,000.
ID#22-347 Responses to 2021-2022 Monterey County Civil Grand Jury Final Report Recommendation: Authorize the Mayor to sign the attached letter responding to the findings and the recommendations in the 2021-2022 Monterey County Civil Grand Jury Final Report regarding "Your Response to Past Monterey County Civil Grand Jury Reports (2012, 2013, 2017, 2020)."
ID#22-352 Modification to the Classification - Salary Schedule, Workforce Allocation Adjustment, and Reclassification
Recommendation: Approve a Resolution modifying the Classification - Salary Schedule to reflect 1) the classification of Community Service Aide; 2) retitle the existing Senior Information Technology Analyst to Business Systems Analyst; 3) adjust the salary range for Police Services Administrator; 4) add a Public Service Maintenance Crew Supervisor to replace a Street Light/Traffic Signal Crew Supervisor; and 5) reclassify the incumbent Word Processing Operators to Community Service Aides and 6) reclassify the incumbent Motor Sweeper Operators to Public Service Maintenance Worker III.
COUNCILMEMBERS’ REPORTS, APPOINTMENTS AND FUTURE AGENDA ITEMS Receive communication from Councilmembers on reports, appointments and future agenda items. Councilmember comments are generally limited to three minutes.
CLOSED SESSION
Receive public communications from the audience on Closed session items.
The City Council will recess to closed session pursuant to:
ID#22-358 a. Real Property Negotiations - California Government Code section 54956.8, conference with real property negotiators City Manager Steven S. Carrigan, City Attorney Christopher A. Callihan, Community Development Director Megan Hunter, and Sr. Economic Development Manager Andrew Myrick, to discuss the terms and sale of real property located at 1 Preston Street, APN 003161008000.
ADJOURNMENT
_____________________________
Patricia M. Barajas, City Clerk
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
June 14, 2022City Council Meeting Agenda - Final
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 Thursday, June 9, 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#22-328, Version: 1
Prevention and Intervention Partnership Programs and Pilot Prevention & Wellness Project Approve a Resolution allocating $300,000 of cannabis revenue to fund a Pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process to identify eligible recipient organizations.
City of Salinas Printed on 6/9/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: June 14, 2022
DEPARTMENT: LIBRARY & COMMUNITY SERVICES
FROM: KRISTAN LUNDQUIST, LCS DIRECTOR
BY: JOSE ARREOLA, COMMUNITY SAFETY ADMINISTRATOR
TITLE: IDENTIFYING PREVENTION AND INTERVENTION
PARTNERSHIP PROGRAMS AND FUNDING A PILOT
PREVENTION & WELLNESS PROJECT
RECOMMENDED MOTION:
Approve a Resolution allocating $300,000 in the fiscal year 2023 budget, to fund a Pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process.
RECOMMENDATION:
Staff recommends the City Council adopt a Resolution allocating $300,000 in the fiscal year 2023 budget, to fund a pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process.
BACKGROUND:
On December 12, 2021, the City Council approved the contract for Shot Spotter including adding language to the motion which was approved to identify funding for prevention and intervention programs in the amount of $300,000.
The Community Alliance for Safety and Peace (CASP) Strategic Plan identifies a number of evidence-based programs and strategies to reduce violence and there are many CASP partners who work in the area of prevention and intervention that have existing programs that could be expanded by leveraging additional funding. Local organizations like Partners for Peace, Harmony at Home, Rancho Cielo, Sun Street Centers, YOSAL and others, offer a variety of prevention and intervention programs.
Staff have begun discussions around the design of a pilot grant program where we don’t reinvent the wheel but focus on utilizing our non-profit and community-based sector to deliver these critical services. A discussion regarding a program like this wa s included in the Education & Outreach sub-committee on January 25, 2021. The themes that came out of that discussion were:
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Leverage/Support Existing Organizations
School Facilities Possible Location for Delivery of Programs Programs: Peer to Peer Men toring, Violence Prevention Efforts, Parenting Programs, Culturally Relevant Programs, etc.
Staff recommends awarding a total of ten (10) grants in the amount of $30,000 each to Salinas based 501(c)3 non-profit organizations. This project was presented to the Finance Committee on May 31, 2022. The Finance Committee, at their May meeting, recommended capping maximum awards at $60,000 and not dictating the number of awards. The finance committee would like progress reporting requirements of grantees at least quarterly and determine a fair reimbursement interval. It is also important to the committee that funds be used to support Salinas residents.
Following approval of the City Council , staff will work to continue to develop and finalize the pilot grant program design. A grant selection committee will be identified and be comprised of City staff. Following adoption of the new fiscal year budget, staff would plan to release the RFP with the intent of having contracts in place and funds available to selected organizations sometime in the fall.
CEQA CONSIDERATION:
Not a Project . The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
The pilot Prevention & Wellness Project supports the City Council Goals of:
Youth and Seniors
Public Safety
FISCAL AND SUSTAINABILITY IMPACT:
An appropriation of $300,000 to fund the establishment of the pilot Prevention & Wellness project is included in the City’s fiscal year 2023 proposed budget.
ATTACHMENTS:
Resolution
PowerPoint Presentation
Pilot Prevention & Wellness
Project
Salinas City Council Meeting
June 14, 2022
Prevention &
Intervention
Pilot Grant
Program
December 12, 2021 Council Identifies
$300,00 for Prevention & Intervention
Program Funding
The Community Alliance for Safety & Peace
(CASP) is a cross sector Violence Prevention
Collaborate of over 60 agencies staffed and
managed by the City of Salinas
CASP is managed by the City of Salinas
Community Engagement & Strategic
Partnerships Division
Education & Outreach
Recommendations
January 25, 2022
Leverage/Support Existing
Organizations
School Facilities Possible Location
for Delivery of Programs
Programs: Peer to Peer
Mentoring, Violence Prevention
Efforts, Parenting Programs,
Culturally Relevant Programs, etc.
Staff
Recommendations
April 2022
Must be a Salinas area Non-profit
to qualify
10 Grants of $30,000
Important
Grant Program
Considerations
Is Max award amount enough
to make an impact?
Clearly identify types of
agencies and programs
eligible for funding
Funding restrictions?
Program Goals
Finance Committee
Recommendations
May 31, 2022
Cap Max Award at $60,000
Do not Dictate Number of Awards
Ensure Programs Support Salinas
Residents
Require at Minimum Quarterly
Progress Reports
Next
Steps
Staff Designs RFP Based on Council
and Committee Input
Following Adoption of Budget Staff
Releases RFP
Identify Grant Selection Committee
Comprised of City Staff.
Contracts in Place and Funds
Available by Fall 2022
Questions &
Discussion
1 RESOLUTION NO. (N.C.S.)
A RESOLUTION OF THE CITY COUNCIL ALLOCATING $300,000 OF
CANNABIS REVENUE TO FUND A PILOT PREVENTION & WELLNESS PROJECT
WHEREAS, Staff recommends the City Council adopt a Resolution allocating $300,000 in the fiscal year 2023 budget to fund a pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process.
WHEREAS, the City of Salinas is committed to a comprehensive approach to public safety in partnership with community and community based organizations; and
WHEREAS, On December 12, 2021, the City Council approved the contract for Shot Spotter including adding language to the motion which was approved to identify funding for prevention and intervention programs in the amount of $300,000; and
WHEREAS, the Education and Outreach sub -committee has made key grant program recommendations including leveraging/supporting existing organizations and using school facilities for service delivery when possible; and
WHEREAS, the Library & Community Services Departments Community Engagement & Strategic Partnerships division has managed a large cross sector collaborate on violence prevention, intervention, enforcement and re-entry for over ten years; and
NOW, THEREFORE, BE IT RESOL VED City Council adopt a Resolution allocating $300,000 to fund a pilot Prevention & Wellness Project and authorize staff to develop a Request for Proposal process; and
BE IT FURTHER RESOLVED To authorize and appropriate up to $300,000 in the fiscal year 2023 budget; and
BE IT FURTHER RESOLVED that the Salinas City Council hereby authorizes the Library and Community Services Department to design and manage the Prevention and Wellness grant program.
PASSED AND APPROVED this 14th day of June 2022 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
2 APPROVED:
________________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-327, Version: 1
2022 Special Assessment for Collection of Unpaid Charges from Property Owners Approve a Resolution approving the 2022 Special Assessment to collect the unpaid charges from the property owners.
City of Salinas Printed on 6/9/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: JUNE 14, 2022
DEPARTMENT: COMMUNITY DEVELOPMENT
FROM: MEGAN HUNTER, DIRECTOR
BY: ALEXIS MEJIA, ADMINISTRATIVE AIDE
THROUGH: LORENZO SANCHEZ, CODE ENFORCEMENT MANAGER
SKYLAR THORNTON, BATTALION CHIEF
TITLE: 2022 SPECIAL ASSESSMENT FOR COLLECTION OF UNPAID
CHARGES FROM PROPERTY OWNERS
RECOMMENDED MOTION:
A motion to approve the attached Resolution approving the 2022 Special Assessment.
RECOMMENDATION:
Hold a public hearing on the 20 22 Special Assessment and adopt a Resolution approving the collection of unpaid charges from the property owners.
EXECUTIVE SUMMARY:
The Salinas Municipal Code provides for the collection of unpaid nuisance abatement charges and administrative costs incurred by the City of Salinas through a special assessment. Nuisance abatement charges are a result of non-compliant owners of work without permit, severely blighted properties, and/or unsafe buildings. In a few cases, the City had to board up buildings to protect the community. The 2022 Special Assessment includes calendar years 2019 to 2021. Adoption of the attached Resolution approves the 2002 Special assessment and authorized the Director of Finance to collect the unpaid charges of $29,427.98 from the property owners in the same manner as ordinary municipal taxes.
BACKGROUND:
In 2013, the City Council approved adoption of Section 1 -49, now re-codified as 1-05.39, of the Salinas Municipal Code, which authorizes the City to impose a special assessment against real property where fines and fees remain outstanding. Section 1-05.39 allows for recovery by special assessment against the subject property when the amount of any nuisance abatement charge, administrative penalty, administrative cost, or other debt imposed by the city in connection with Page | 2
real property has not been satisfied in full within ninety days and/or has not been challenged by a timely writ of mandate.
DISCUSSION:
While the main objective is to bring properties into compliance, the inspection fees and cost recovery is necessary to remediate properties, eliminate unsafe conditions, and clear these cases.
Emergency board-ups are also completed in the interest of protecting the community. All resulting charges are necessary to recoup inspection fees and board up costs, and to ensure owners maintain their properties in compliance with applicable fire, building and zoning codes.
Pursuant to the requirements as outlined in the ordinance, property owners are provided with adequate notice before their properties are assessed, including multiple invoices and letters advising them of the total amount due and consequences for failing to pay. A letter was mailed to all affected property owners 15 days in advance of this City Council meeting advising owners that the R esolution was pending before Council . Exhibit A , in accordance with Municipal Code Section 1-05.41, lists the properties to be assessed, as well as the amounts owed. This list includes unpaid charges from Code Enforcement, Fire Prevention, and Legal Risk Management divisions.
Property owners have the option to pay the charges in full at any time and thereby avoid the special assessment. However, after multiple attempts to collec t these charges, the City now has the alternative provided by the Municipal Code to secure payments through the special assessment.
The special assessment has decreased from $458,864 in 2021 to $29,428 this year. 2021 unpaid charges were higher than no rmal to the accumulation of 2019 and 2020 charges that were not collected until 2021 as a result of the COVID-19 pandemic. A list of the 2022 Special Assessment is provided as an attachment to this staff report and is Exhibit A to the Resolution.
CEQA CONSIDERATION:
The City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
Approval of the 2022 Special Assessment supports the City Council’s goal of Public Safety through the maintenance of effective code enforcement practices. Imposing a special assessment to collect inspection fees and costs on non-compliant blighted or unsafe properties is intended to compel compliance.
DEPARTMENTAL COORDINATION:
The 2022 Special Assessment for Collection of Unpaid Charges from Property Owners is a collaborative effort among the Community Development Department (Code Enforcement Division), Fire Department, City Attorney’s Office, and Finance Department.
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FISCAL AND SUSTAINABILITY IMPACT:
Upon adoption of the Resolution, the Director of Finance will provide notice to the tax collector that the special assessment of the unpaid balance should be imposed against each of the subject properties at the same time and in the same manner as ordinary municipal taxes. Adoption of the Resolution in a timely manner is essential to direct the Director of Finance to assess the subject properties in each fiscal year, and reimbursement will ensure the collection of inspection fees and cost recovery.
ATTACHMENTS:
Resolution
Exhibit A – Special Assessment Charges for 2022
Sample Notice to Property Owners of Council Meeting
RESOLUTION NO. ________________ (N.C.S.)
A RESOLUTION APPROVING THE 2022 SPECIAL ASSESSMENT FOR
COLLECTION OF UNPAID CHARGES FROM PROPERTY OWNERS
WHEREAS, the Director of the Community Development Department has filed with the Salinas City Council a report on the 2022 Special Assessment for Collection of Unpaid Charges from Property Owners from calendar year 2019 to 2021; and
WHEREAS, Municipal Code Section 1-49, now recodified as 1 -05.39, authorizes that nuisance abatement charges, administrative penalties, administrative costs and other debt imposed by the City in connection with real property that are more than ninety days past due and/or have not been successfully challenged by a timely writ of mandate, may be considered for a specia l assessment against the real property on which the violation occurred, and
WHEREAS, a listing of properties to be assessed is attached hereto and designated as Exhibit “A”, in accordance with Municipal Code Section 1-49.2, now recodified as 1-05.41; and
WHEREAS, the public hearing for the City Council’s consideration to approve the Special Assessment was set for Tuesday, the 14th of June 2022, at 4:00 p.m. of said day, at the City of Salinas Rotunda located at 200 Linco ln Ave., Salinas, Califor nia, as the time and place for the adoption of Resolution upon the matter of said report and work done thereunder and the charges contained therein; and
WHEREAS, notice of the time and place of said meeting has been given as required by the provisions of Municipal Code Section 1-05.41; and
WHEREAS, the Council hereby finds and determines that all protests and objections to said report and work done thereunder should be rejected and denied.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COUNCIL OF SALINAS:
1. That the “Special Assessment Charges for 20 22” attached hereto as Exhibit A is hereby confirmed in full.
2. That, pursuant to Salinas Municipal Code Section 1 -05.41, the amount of all charges and costs specified in Exhibit A, shall be entered upon the assessment roll, to be collected at the same time and same manner as ordinary municipal taxes are collected, and shall be subject to the same penalties and the same procedure under foreclosure for sale and in c ase of delinquency as pro vided for in ordinary municipal taxes.
PASSED AND APPROVED this 14th day of June 2022, by the following vote:
AYES:
NOES:
ABSTAIN:
ABSENT:
APPROVED:
_______________________________
Kimbley Craig, Mayor
ATTEST:
__________________________________
Patricia M. Barajas, City Clerk
EXHIBIT A
(PAGE 1 OF 2)
SPECIAL ASSESSMENT CHARGES FOR 2022
Code Enforcement Division
CASE # SITE ADDRESS SITE APN RECORDED OWNER OWNER'S ADDRESS OWNER'S ADDRESS 2 DATE Total Due CE2008-0072 1135 SHERMAN DR 261721042000 YEN T DUONG 1135 SHERMAN DR SALINAS, CA 93907 11/9/2020 $103.95 CE1910-0028 1218 PARKSIDE ST 003321011000 JOSEPH B BERNARDASCI JR 1218 PARKSIDE ST SALINAS, CA 93906 4/19/2021 $213.15 CE2009-0042 1266 FIRST AVE 004192015000 FRANCISCO VILLAGOMEZ & ROLANDO VILLAGOMEZ 1266 FIRST AVE SALINAS, CA 93905 1/7/2021 $207.90 CE1605-0028 14 GARDENIA CIR 003641007000 ESTATE OF PATRICIA A CALDWELL 14 GARDENIA CIR SALINAS, CA 93906 2/26/2021 $103.95 CE2003-0058 1409 WIREN ST 004471019000 RAFAEL & NATALIE LOMELI 1409 WIREN ST SALINAS, CA 93905 6/2/2020 $207.90 CE1809-0087 1433 ALMA AVE 004282010000 BARDOMIANO GONZALEZ 1433 ALMA AVE SALINAS, CA 93905 5/2/2019 $100.80 CE2107-0048 1523 SEPULVEDA DR 261637005000 EVALIA MONTERO-COVARRUBIAS ET AL PO BOX 3354 SALINAS, CA 93912 8/2/2021 $106.58 CE1908-0084 153 GRIFFIN ST 003062022000 ILIANA RAMIREZ 153 GRIFFIN ST SALINAS, CA 93901 6/12/2020 $198.00 CE2104-0010 18 WESTFIELD CIR 153152047000 PATRICIA MANOUCHEHRIZADEH 18 WESTFIELD CIR SALINAS, CA 93906 6/16/2021 $103.95 CE1903-0088 205 LOMA DR 003264013000 PATRICIA HALL TR ET AL 205 LOMA DR SALINAS, CA 93906 3/18/2019 $302.40 CE1704-0026 211 DENNIS AVE 004501025000 TERESA G CERNA TR PO BOX 7135 SPRECKELS, CA 93962 2/5/2020 $2,128.48 CE2001-0112 2137 PEREZ ST 253097008000 LILIANA SANCHEZ 2137 N PEREZ ST SALINAS, CA 93906 6/11/2020 $103.95 CE1912-0093 240 MARKET ST 002031023000 AMIT PANDYA 1107 S MAIN ST SALINAS, CA 93901 2/18/2020 $103.95 CE1910-0003 282 CHAPARRAL ST 003253009000 LOUISA N BELTRAN 282 CHAPARRAL ST SALINAS, CA 93906 12/10/2019 $207.90 CE1411-0015 306 BARDIN RD 004512002000 MARIA R QUINTERO & ADLOFO LOPEZ TAPIA 306 BARDIN RD SALINAS, CA 93905 6/22/2021 $103.95 CE2008-0017 381 BLOCK AVE 261248015000 JOSE L RANGEL MARIN & GABRIELA CARRILLO DE RANGEL 381 BLOCK AVE SALINAS, CA 93906 12/3/2020 $103.95 CE2007-0033 4 VILLA ST 002051016000 OAK COCONUT LLC TR 3225 MCLEOD DR STE 777 LAS VEGAS, NV 89121 9/21/2020 $590.10 CE0907-0037 407 VALLEJO ST 003652026000 ENRIQUE M ZAVALA 407 VALLEJO ST SALINAS, CA 93906 6/1/2021 $207.90 CE1809-0140 459 WILLIAMS RD 004282009000 JOSE G LUNA 453 WILLIAMS RD SALINAS, CA 93905 5/2/2019 $100.80 CE2108-0050 46 FILICE ST 004105019000 VIOLA LUCZAJ 4140 SUNSET LN PEBBLE BEACH, CA 93953 9/16/2021 $106.58 CE1909-0135 49 PLUMAS WY 261224017000 MARIA T MARTINEZ 49 PLUMAS WY SALINAS, CA 93906 11/7/2019 $103.95 CE2012-0031 51 CAPITOL ST A 002152005000 ANTHONY A HOOVER II 52 CAPITOL ST SALINAS, CA 93901 2/4/2021 $103.95 CE1906-0156 699 E MARKET ST 004083018000 TERESA MURILLO PO BOX 1574 CASTROVILLE, CA 95012 9/20/2019 $207.90 CE2103-0045 82 RIKER ST 002154019000 MARIA E & MARYCARMEN RODRIGUEZ 82 RIKER ST SALINAS, CA 93901 4/21/2021 $103.95 CE2103-0046 84 RIKER ST 002154019000 MARIA E & MARYCARMEN RODRIGUEZ 82 RIKER ST SALINAS, CA 93901 4/21/2021 $103.95 Total 25 6,029.84$
Fire Prevention Bureau
CASE # SITE ADDRESS SITE APN RECORDED OWNER OWNER'S ADDRESS OWNER'S ADDRESS 2 DATE Total Due FD1001-0130 1012 JOHN ST C/A 004631015000 UDR - GARDEN COURT 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 7/8/2021 $843.16 FD1003-0036 1030 RIDER AVE C/A 004372005000 EAST SALINAS FAMILY RAD LP 123 RICO ST SALINAS, CA 93907 12/22/2021 $169.05 FD1001-0103 1033 PAJARO ST 002652001000 REDBOOK RESIDENTIAL LLC 390 6TH AVE SANTA CRUZ, CA 95062 11/30/2021 $57.75 FD1002-0146 1036 N SANBORN RD C/A 004412007000 PAJARO WALL STREET INN LLC 30 W BEACH ST #105 WATSONVILLE, CA 95076 8/16/2021 $680.41 FD1001-0134 1038 E LAUREL DR C/A 004222058000 JOSE G ESPINOZA TR 10110 MEADOWVIEW CIR SALINAS, CA 93907 7/8/2021 $899.00 FD1709-0003 1078 MERRILL ST 002881032000 STONE BROWN PAPERS INC 3950 SHACKLEFORD RD STE 100 DULUTH, GA 30096 11/10/2021 $338.10 FD1001-0019 1111 ALAMO WY C/A 004333016000 EAST SALINAS FAMILY RAD LP 123 RICO ST SALINAS, CA 93907 10/6/2021 $142.28 FD1001-0128 112 BARDIN RD 004492024000 JULIO I & TERESA J SANTA CRUZ PO BOX 2313 SALINAS, CA 93902 6/16/2021 $114.00 FD1908-0001 1149 N MAIN ST 003271037000 RANN LLC 1149 N MAIN ST SALINAS, CA 93906 11/3/2021 $311.33 FD0911-0001 1161 N MAIN ST 003271038000 RANN LLC 202 ROCHEX AVE SALINAS, CA 93906 12/29/2021 $169.05 FD2012-0007 1217 MARKET ST 004211041000 MUSED M & TERRY MOHSIN 870 RIVER RD SALINAS, CA 93908 3/9/2021 $56.25 FD1606-0014 1253 DEL MONTE AVE C/A 004452018000 MONTEREY COUNTY HOUSING INC 123 RICO ST SALINAS, CA 93907 8/4/2021 $142.28 FD1601-0005 131 N MADEIRA AVE C/A 004011004000 JUAN JOSE & YASMIN AMESQUITA 131 N MADEIRA AVE APT A SALINAS, CA 93905 12/13/2021 $142.28 FD2108-0006 1325 N MAIN ST 003381007000 GOODWILL CENTRAL COAST 1566 MOFFETT ST SALINAS, CA 93905 8/12/2021 $142.28 FD2101-0005 1375 N DAVIS RD 261145017000 WAL-MART/SAMS CLUB PO BOX 8050 - MS 0555 BENTONVILLE, AR 72712 2/1/2021 $1,305.75 FD1006-0023 1415 DEL MONTE AVE C/A 004461016000 EAST SALINAS FAMILY RAD LP 123 RICO ST SALINAS, CA 93907 10/20/2021 $226.80 FD2102-0004 1420 NATIVIDAD RD 003851035000 COUNTY OF MONTEREY 168 W ALISAL ST FL2 SALINAS, CA 93901 2/24/2021 $284.29
EXHIBIT A
(PAGE 2 OF 2)
SPECIAL ASSESSMENT CHARGES FOR 2022
FD1001-0129 18 MCGOWAN CIR C/A 004631014000 COASTAL MONTEREY PROPERTIES LLC 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 9/1/2021 $960.95 FD1010-0031 181 KERN ST C/A 003092008000 SHAKTI LLC 181 KERN ST SALINAS, CA 93906 12/3/2021 $84.53 FD1003-0126 18915 LOHMAN ST 253132003000 CYNTHIA ANNE HYATT TR 220 TUSCANY AVE GREENFIELD, CA 93927 11/5/2021 $225.30 FD1003-0011 2310 N MAIN ST C/A 253121025000 CMP-1 LLC - UDR PROPERTY TAX DEP 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 3/17/2021 $942.45 FD1010-0061 3 E LAKE ST 003145001000 RANN LLC 1149 N MAIN ST SALINAS, CA 93906 3/23/2021 $442.20 FD1804-0009 30 E ROSSI ST C/A 003145010000 HACIENDAS SENIOR LP 123 RICO ST SALINAS, CA 93907 8/19/2021 $1,076.25 FD1005-0034 30 SUN C/A 003104028000 PAJARO WALL STREET INN LLC 30 W BEACH ST #105 WATSONVILLE, CA 95076 6/15/2021 $884.59 FD1009-0002 350 CASENTINI ST C/A 003161027000 HOUSING, AUTHORITY OF 123 RICO ST SALINAS, CA 93907 10/20/2021 251.22 FD1112-0031 370 TOWT ST 004253001000 DICK W CAVA ET AL 26000 BUCKS RUN SALINAS, CA 93908 7/27/2021 $369.09 FD2105-0006 40 E ROSSI ST 003131010000 MONTEREY COUNTY HOUSING AUTHORITY 123 RICO ST SALINAS, CA 93907 8/19/2021 849.45 FD1002-0115 43 PLAZA CIR C/A 016101025000 AGNES ANN OLAETA ET AL 91 BARTOLOMEA WAY MONTEREY, CA 93940 6/1/2021 $1,636.95 FD1002-0122 436 NOICE DR C/A 261661006000 CMP-1 LLC 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 2/16/2021 $421.47 FD2110-0003 45 MAIN ST 002171021000 DEBORAH S AUGELLO ET AL 8 NEW BRITAIN CIR SALINAS, CA 93906 10/14/2021 $453.60 FD1012-0026 501 FREMONT ST C/A 004022014000 AURELIO GONZALEZ ET AL 8030 TEICHMAN CT SALINAS, CA 93907 12/16/2021 $84.53 FD1201-0023 520 JAMES ST C/A 003023006000 SARA PANTOJA 1459 NICHOLS AVE SALINAS, CA 93906 7/8/2021 $591.69 FD1009-0009 63 KINGS ST C/A 003084035000 JOSE PETTI 911 GARNER AVE APT 4 SALINAS, CA 93905 3/10/2021 $438.29 FD2104-0002 795 ELVEE DR 003701010000 FRIEBERG FAMILY LIMITED PARTNERSHIP 1000 AUTO CENTER CIR SALINAS, CA 93907 4/8/2021 $256.74 FD1003-0146 797 KILBRETH AVE C/A 004392022000 FELIX & JOSEFINA CARMONA 713 67TH ST SAN DIEGO, CA 92114 10/12/2021 $338.11 FD2105-0002 819 CACTUS CT 153561020000 CLAUDIA ALVAREZ 819 CACTUS CT SALINAS, CA 93905 6/10/2021 $140.18 FD1001-0029 939 HEATHER CIR (PRIVATE) C/A 003801003000 CMP-1 LLC 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 6/15/2021 $373.73 FD1001-0030 946 HEATHER CIR (PRIVATE) C/A 003801006000 CMP-1 LLC 1745 SHEA CENTER STE 200 HIGHLANDS RANCH, CO 80129 3/9/2021 $1,515.38 Total 38 18,360.76$
Legal Risk Management
CASE # SITE ADDRESS SITE APN RECORDED OWNER OWNER'S ADDRESS OWNER'S ADDRESS 2 DATE Total Due L2106-0003 10 KATHERINE AVE 002605003000 HECTOR CAMPOS & MARTIN BERNAL 91 RUSSELL RD SALINAS, CA 93906 3/19/2021 $768.60 L2104-0004 2 DEER ST 003222011000 MARIA C & REYNALDO GARCIA PO BOX 80 CASTROVILLE, CA 95012 3/19/2021 $393.75 L2101-0009 225 SAN JUAN DR 002643009000 ADVANTAGE RENTAL HOLDINGS LLC 225 SAN JUAN DR SALINAS, CA 93901 9/3/2020 $393.75 L2101-0010 331 AMHERST DR 002932007000 RIBKA M SERNA TR PO BOX 292482 PHELAN, CA 92329 11/1/2020 $1,110.38 L2111-0004 747 VIA MARIA 016243010000 BALDEMIRO GARCIA DIAZ & MARIA M DIAZ-FLORES ET AL 747 VIA MARIA SALINAS, CA 93901 7/16/2021 $2,370.90 Total 5 5,037.38$
29,427.98$ GRAND TOTAL
May 13, 2022
Property Owner
Address
City, State, Zip Code
RE: Notice of Public Hearing
2022 Special Assessment for Collection of Unpaid Charges from Property Owners Situs Address: 111 Main St
Dear Property Owner:
As indicated in prior notices, the City of Salinas has attempted to collect for outstanding administrative costs and other debt imposed that has not been satisfied in full, and/or has not been successfully challenged by a timely appeal. The City is now proceeding to recover those costs from you.
This letter is to serve as notice pursuant to Salinas City Code Section 1-05.41 that the Salinas City Council will hold a meeting on June 14, 2022, in the Council Chambers located at 200 Lincoln Avenue, Salinas, California, to adopt the 2022 Special Assessment for Collection of Unpaid Charges from Property Owners.
At this meeting, the City Council will be asked to approve charges for your outstanding administrative costs in the amount of $103.95. Should the Council adopt the Resolution, you will have 30 days to remit this amount to the City, or additional action will be taken by the City against you to recover these costs.
You may file a written protest or objection to the proposed special assessment charge with the City Council. The written protest must be submitted to the City Clerk by electronic mail to [email protected] or by first class mail at 200 Lincoln Avenue, Salinas, CA, 93901 no later than June 13, 2022. Late protests or objections will not be considered. If you wish to make a protest directly to City Council, you are encouraged to attend the meeting in person. City meetings may be observed live at https://salinas.legistar.com/Calendar.aspx, on The Salinas Channel on YouTube at https://www.youtube.com/user/thesalinaschannel or on Comcast Channel 25.
Should you have any questions regarding the proposed charges, please contact our Revenue Officer at (831) 758-7994, or our Code Enforcement Administrative Aide at (831) 758-7467.
Sincerely,
Megan Hunter
Director of Community Development
cc: City Manager
Finance Director
City Attorney
13 de Mayo, 2022
Propietario de la Propiedad
Dirección
Ciudad, Estado, Código Postal
RE: Aviso de Audiencia Publica
Evaluación Especial 2022 para el Cobro de Cargos No Pagados por los Propietarios Dirección del sitio: 111 Main St
Estimado Propietario:
Como se indicó en avisos anteriores, la Ciudad de Salinas ha intentado cobrar los costos administrativos pendientes y otras deudas impuestas que no se han pagado en su totalidad y / o no han sido impugnadas con éxito mediante una apelación oportuna. La Ciudad ahora está procediendo a recuperar esos costos de su parte.
Esta carta sirve como aviso de conformidad con la Sección 1 05.41 del Código de la Ciudad de Salinas .
El Concilio de la Ciudad de Salinas se reunirá el 14 de junio de 2022 en el ayuntamiento ubicado en 200 Lincoln Avenue, Salinas, California, para adoptar la Evaluación Especial 2022 para el Cobro de Cargos no Pagados por los Propietarios. En esta reunión, se le pedirá al Cocilio de la Ciudad que apruebe cargos por sus costos administrativos pendientes por la cantidad de $103.95. Si el Concilio adopta la ley, usted tendrá 30 días para remitir esta cantidad a la Ciudad, o la Ciudad tomará medidas adicionales en su contra para recuperar estos costos.
Puede presentar una protesta u objeción por escrito al cargo de evaluación especial propuesto ante el Concilio. La protesta por escrito debe enviarse a la secretaria de la ciudad por correo electrónico a [email protected] o por correo de primera clase a 200 Lincoln Avenue, Salinas, CA, 93901 a más tardar el 13 de junio de 2022. No se considerarán protestas u objeciones tardes. Si desea presentar una protesta directamente al Concilio, se le recomienda asistir a la reunión en persona. Las reuniones de la ciudad se pueden observar en vivo en https://salinas.legistar.com/Calendar.aspx, en The Salinas Channel en YouTube en https://www.youtube.com/user/thesalinaschannel o en el canal 25 de Comcast. Si tiene alguna pregunta con respecto a los cargos propuestos, comuníquese con nuestra Oficial de Ingresos al (831) 758-7994, o la asistente administrativa de Cumplimiento de Codigo al (831) 758-7467.
Atentamente,
Megan Hunter
Director de Desarrollo Comunitario
cc: Administrador de la Ciudad
Director Financiero
Abogado de la Ciudad
PUBLIC HEARING
2022 Special Assessment for Collection of Unpaid
Charges from Property Owners
Recommended Motion
City Council adopt a Resolution approving the 2022 Special Assessment Alexis Mejia, Administrative Aide
Community Development Department
June 14, 2022
Executive Summary
Approve unpaid cost recovery and inspection fees from 2019-2021 and have the Finance Director collect unpaid charges of $29,427.98
Property owners are provided adequate notice:
Multiple invoices (mailed to owner & tenant)
Public notice letter for today’s meeting (15 days prior mailed to owner) Owners have the option to pay in full by 7/22/2022 avoiding the assessment Code Enforcement:
Fire Prevention:
Risk Management – Board Up:
Recommendation
Adopt a resolution approving $29,427.98 in charges for the 2022 Special Assessment within the City of Salinas and direct the Finance Director to collect those charges from property owners.
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#22-325, Version: 1
Fiscal Year 2022-23 Operating and Capital Improvement Budgets and Annual Appropriations Limit Approve Resolution(s) approving the proposed the Fiscal Year 2023 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency; the Fiscal Year 2023 Capital Improvement Budget for the City of Salinas; and establishing the appropriations limit for fiscal year 2023 at $297,538,255.
City of Salinas Printed on 6/9/2022Page 1 of 1
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: JUNE 14, 2022
DEPARTMENT: FINANCE
FROM: STEVEN S. CARRIGAN, CITY MANAGER
MARK ROBERTS, DIRECTOR OF FINANCE
TITLE: FISCAL YEAR 2023 OPERATING AND CAPITAL
IMPROVEMENT BUDGETS AND ANNUAL APPROPRIATIONS
LIMIT
RECOMMENDATION:
Staff recommends City Council approve resolutions adopting:
1) the Fiscal Year 2023 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency;
2) the Fiscal Year 2023 Capital Improvement Budget for the City of Salinas; and 3) a resolution establishing the appropriations limit for fiscal year 2023 at $297,538,255.
EXECUTIVE SUMMARY:
The operating and capital improvement budget transmittal letters summarize and highlight their respective budgets. The operating budget transmittal letter may be found on pages i-xi of the Fiscal Year 2023 Proposed Operating Budget (PDF pages 13 -23). The capital improvement budget transmittal letter may be found on pages i-v of the Fiscal Year 2023 Capital Improvement Budget (PDF pages 5-9).
STRATEGIC PLAN INITIATIVES:
The proposed budgets promote and support all of the Council’s Strategic Plan goals: Economic Development, Housing and Affordable Housing, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors, and Effective and Culturally Responsive Government.
DEPARTMENTAL COORDINATION:
Development of the budget is a City-wide collaborative effort involving Salinas residents and all City departments.
Page | 2
FISCAL AND SUSTAINABILITY IMPACT:
Below are the summarized totals of the proposed fiscal year 2023 City of Salinas budget.
Operating Budget:
General Funds 133,738,207$
Other Operating Funds 61,023,639
Total Operating Budget 194,761,846$
Capital Budget 36,602,054
Total City Budget 231,363,900$
The proposed fiscal year 2023 City of Salinas budget is balanced with financing sources exceeding financing uses.
ATTACHMENTS:
1. Fiscal Year 2023 Proposed Operating Budget
2. Fiscal Year 2023 Capital Improvement Budget
3. Resolutions
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
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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
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TABLE OF CONTENTS
LETTER OF TRANSMITTAL…………………………………………………………………….…………………i
COMMUNITY PROFILE…………………………………………………………………………………………....1
BUDGET GUIDE…………………………………………………………………………………………….……....5
SUMMARIES & SCHEDULES
Budget Resolution FY 2023 .............................................................................................. 13 Appropriations Limit FY 2023 ............................................................................................ 15 Fund Balances (& Notes) FY 2023 ................................................................................... 17 Fund Transfers FY 2023 ................................................................................................... 23 Revenue FY 2023 ............................................................................................................. 26 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
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i
June 14, 2022
Honorable Mayor and City Council of the City of Salinas:
It is my privilege to present the Fiscal Year 2023 Proposed Operating Budget.
Executive Summary
As the City Manager, I continually seek to understand the priorities of the community and work with the City Council, staff, and the community to prepare a budget that invests in what matters most as we recover from and come out of the pandemic. This fiscal year 2023 budget has incorporated all of the input my staff and I have received , and I believe this is a very good budget proposal. It is a budget that celebrates the Alisal through $1.5 million of Measure G funding for the Alisal Vibrancy Plan and $6.5 million over the next 6 years. The City continues deploying approximately $7.2 million of Measure X, SB1, and Gas Tax funding for maintaining and improving the City’s roads and sidewalks. This proposed budget includes important reorganizations of certain department and divisions as an investment toward better service to the community . This budget maintains our existing service levels for all departments but makes strategic increases on priority investments.
Budget Summary
Operating Budget:
General Funds 133,738,207$
Other Operating Funds 61,023,639
Total Operating Budget 194,761,846$
Capital Budget 36,602,054
Total City Budget 231,363,900$
As shown in the table above, the City’s proposed fiscal year 2023 General Fund, Measure E Fund and Measure G Fund operating budget totals $133,738,207. The remainder of the budget includes special revenue funds, internal services, enterprise operations, assessment and maintenance districts, grants, agencies, and debt service funds totaling $61,023,639 and the Capital Improvement Budget totaling $ 36,602,054. The total City Budget is $231,363,900.
City Council Goals & Objectives and Community Outreach
The City budget is developed in alignment with the City Council Strategic Plan with Goals and Objectives for 2022-2025. The budget was also developed with feedback from extensive community outreach, including three budget meetings and a community survey.
ii
Budget Process
The fiscal year 2023 budget process began in December upon the release of an online budget survey to the community and continued through the spring with online community budget meetings. Additionally, in February, staff began working on the C apital Improvement Budget. Budget instructions and budget packets were distributed to each department, which included a budget calendar, organizational charts, prior year department budget narratives and a template for performance measures. Department staff received refresher training and instruction on how to enter and use the N ew World budget system. In March 2022, staff reviewed and projected the revenue forecast. Individual departmental budget meetings were conducted with the Director of Finance during April, followed by meetings between Finance staff and the City Manager , and an Executive team meeting. Staff presented the CIP and operating budgets to the City’s Finance Committee on May 3, 2022 and to City Council on May 17, 2022.
Fiscal Outlook and Sustainability – General Funds
The City’s underlying structural deficit reported last year has improved. The main reason for the structural deficit, where the expenditure growth exceeds the revenue growth continually each year, is a result of the compensation costs growing faster than the projected revenue. Controlling the main cost drivers of wages, pension, health insurance, and workers’ compensation continues to be the key to managing this projected problem. Additionally, the state of the nation, state and local economy, and any recessionary factors, will have an affect on future budgets. The City has been implementing the Salinas Plan and is achieving results that are helping eliminate the long -term structural deficit, such as eliminating flex and management leave for all thirteen bargaining units, saving around $2,316,000 each year going forward.
The Salinas Plan and Fiscal Sustainability
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. The plan provides thirty-two recommended initiatives. The thirty- two recommended initiatives are now in various stages of progress and are described in more detail in the Salinas Plan section of this budget. The summary table in the Salinas Plan section shows a fiscal year 2023 budgeted impact of $2.7 million. The budget calls for a n important refresh of the Salinas Plan document.
State Budget and Local Impacts
Governor Gavin Newsom released his revised 20 22-23 State Budget proposal on May 13, 2022. The revised budget included $227.3 billion in General Fund spending. and projects $23 billion in total reserves and surplus. No adverse impacts on local government are expected.
Revenue Assumptions
The City’s fiscal year 2023 proposed budget is built using economic assumptions to estimate revenue. Staff uses a variety of sources to determine revenue assumptions including the iii
Monterey County Assessor’s office , HdL, Coren & Cone (the City’s property tax auditors and sales tax consultants /auditors), the State Controller’s O ffice, the State Board of Equalization, and other sources as appropriate. Assumptions for the major General Fund revenue sources are:
• Property Tax
o Assumes 3.1% growth from last year’s fiscal year 2022 adopted budget based on current trends and factoring in the Monterey County Assessor estimates. • Sales & Use and Transactions & Use (i.e. Measures E & G) Taxes o Assumes 17.7% increase from the prior year adopted budget largely based on current year performance and projected economic trends. • Utility Users Tax
o Assumes 0.8% increase to the prior year adopted budget. • Franchise Fees
o Assumes 0.5% increase to the prior year adopted budget. • Business License Tax
o Assumes 14.0% increase from the prior year adopted budget largely based on current year performance and projected trends.
Major Revenue Summary
Ninety-one percent of the City’s general fund (combined General, Measure E & Measure G Funds) revenue comes from the five revenue sources listed above. Seventy – four p ercent of revenue comes from two major revenue sources: property tax and sales tax (including Measure E and Measure G revenues); while approximately sixteen percent comes from utility users taxes, franchise fees, and business license tax.
Fiscal year 2023 general funds revenue estimates total $ 164,732,985. The major revenue categories are classified and discussed below:
General Funds
FY 23
Proposed
B
udget
FY 22
Adopted
B
udget Change % Change
Property Tax 35,602,585$ 34,539,000$ 1,063,585$ 3.1% Sales Tax 37,570,000 31,728,000 5,842,000$ 18.4% Measure E Tax 16,423,000 14,190,000 2,233,000$ 15.7% Measure G Tax 32,846,000 27,865,000 4,981,000$ 17.9% Utility Users Tax 11,900,000 11,800,000 100,000$ 0.8% Franchise Fees 9,535,000 9,485,000 50,000$ 0.5% Business Lic Tax 5,700,000 5,000,000 700,000$ 14.0% Other Revenue 15,156,400 16,825,225 (1,668,825)$ -9.9% Total 164,732,985$ 151,432,225$ 13,300,760$ 8.8% iv
FY 23 Estimated Revenue
Property Tax
The amount of property tax the City receives is determined based on growth and declines in property values. The City’s historical property assessed value growth/declines for property tax collections are shown in the graph below:
The City’s annual property tax is estimated to increase by $1.1 million or 3.1% from the prior year.
Sales Tax, Measure E & Measure G
The City’s share of the 7.50% sales & use tax collected on retail sales is one percent (1.0%), which is credited to the General Fund. The City also receives revenues from a 0.5% transaction & use tax approved by Salinas’ voters in November 2005 and extended with no sunset in November 2012. These revenues are accounted for separately in the Measure E Fund, so named for the ballot measure approving/extending the tax. On November 4, 2014, voters approved a one cent transaction & use tax similarly referred to as “ Measure G” for the ballot measure approving it, proceeds of which are reported in the Measure G Fund.
HdL, the City’s sales tax consultants/auditors, and their partnership with Beacon Economics, have evaluated trends in each sector and national and economic drivers. Staff is estimating an 18.0% increase when comparing to the fiscal year 2022 adopted budget. Fiscal year 2023 sales tax revenue is estimated to be $37,570,000, Measure E revenue is estimated at $16,423,000, and Measure G at $32,846,000.
-
6.6%
-
0.6%
0.7%
2.8%
8.8%
6.5%
4.6%
4.7%
5.0%
5.4%
4.6%
3.3%
-8. 0%
-6. 0%
-4. 0%
-2. 0%
0.0%
2.0%
4.0%
6.0%
8.0%
10. 0%
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2010-11
2011-12
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
2018-19
2019-20
2020-21
2021-22
(In Millions)
City of Salinas Assessed Valuation
Source: Monterey County Tax Assessors - Tax Rate Books. v
General Fund Expenditures
The combined fiscal year 20 23 general fund preliminary operating budget totals $133,738,207, a 10.0% increase from last year’s adopted total of $121,887,182. Police and Fire expenditures represent 64.0% of the operating budget. The preliminary fiscal year 2023 General, Measure E and G Funds operating budget, by department activity is as follows:
The changes from prior year’s adopted budget are shown in the following table.
Police, $57,452,491 ,
43%
Fire, $27,895,447 ,
21%
Public Works, $11,783,688 , 9%
Library & Comm Serv, $13,485,862 , 10%
Non-Departmental, $6,197,310 , 5%
Community Development,
$6,385,360 , 5%
Finance, $5,548,589 , 4%
Admin, $1,919,727 , 1%
Human Resources,
$1,726,279 , 1%
City Attorney,
$1,026,003 , 1%
Department
FY 23
Proposed
Budget
FY 22
Adopted
Budget Change % Change
City Council 317,451$ 282,823$ 34,628$ 12.2% Administration 1,919,727 2,422,286 (502,559) -20.7% Human Resources 1,726,279 1,493,540 232,739 15.6% City Attorney 1,026,003 881,684 144,319 16.4% Finance 5,548,589 4,950,599 597,990 12.1% Comm. Development 6,385,360 4,680,616 1,704,744 36.4% Police 57,452,491 53,028,645 4,423,846 8.3% Fire 27,895,447 25,076,044 2,819,403 11.2% Public Works 11,783,688 10,988,426 795,262 7.2% Library and Community Serv. 13,485,862 12,507,429 978,433 7.8% Non-Departmental 6,197,310 5,575,090 622,220 11.2% Total Exp. Budget 133,738,207$ 121,887,182$ 11,851,025$ 9.7% vi
Personnel costs, nearly 80% of the budget, continue to increase in all departments with the main cost drivers including salaries, retirement, health insurance, and workers compensation. Rising costs of services and supplies are seen amongst most of the divisions and account for a large portion of increases.
Measure E
Measure E expenditure budget totals $14,408,204. The revenue budget is estimated at $16,423,000, which is a $2.0 million difference.
Compared to the prior year adopted budget, the total budget decreased by $457,879 as shown in the following table.
Measure E
FY 23 Operating Budget
The number of positions funded by the Measure E proposed budget for fiscal year 2023 are summarized as follows:
FY 23
Police 19.0
Recreation 17.0
Library 41.0
Grand Total 77.0
Department
FY 23
Proposed
B
udget
FY 22
Adopted
B
udget Change % Change
Code Enforcement 463,661$ (463,661)$ -100.0% Finance 63,000$ 62,000 1,000 1.6% Fire Marshall 44,293 75,888 (31,595) -41.6% Insurance - Energy Debt Svc 64,900 82,200 (17,300) -21.0% El Gabilan Library Debt 1,165,400 1,124,800 40,600 3.6% Library and Community Services 5,529,000 5,772,493 (243,493) -4.2% Public Works 357,212 (357,212) -100.0% Parks and Recreation 2,699,192 1,933,239 765,953 39.6% Police 4,347,419 4,499,590 (152,171) -3.4% Internal Services General Liability 323,300 323,300 Festival Costs 171,700 171,700
Total Exp. Budget 14,408,204$ 14,371,083$ (457,879)$ -3.2% vii
Please see the Measure E section of this Operating Budget document for more details on Measure E. Measure E is also funding four projects for fiscal year 2023 totaling $680,000:
$225,000 for tennis court improvements, $280,000 for restroom replacement at city parks, $100,000 for computer upgrades for libraries, and $75,000 for Cesar Chavez parking lot improvements.
Measure G
On May 19, 2022, the Measure G Committee met and received a presentation from staff on the budget proposal.
Fiscal year Measure G tax revenue is estimated to be $32,846,000. This represents a $4,981,000, or 17.8% increase from the adopted fiscal year 2022 revenue budget of $27,865,000. The fiscal year 20 23 budget includes $4,957,110 in capital improvement projects and fleet vehicle replacements/purchases, $7,125,600 in transfers out to mainly fund the new Public Safety Building debt service and internal service insurances , and a $21,295,238 operating budget. The CIP includes such projects as the Alisal Vibrancy Plan, athletic field repairs, city cleanup, and fleet replacement. The details of the proposed capital projects are in the capital improvement budget document for fiscal year 2023.
Measure G
FY 23 Operating Budget
Department
FY 23
Proposed
Budget
FY 22
Adopted
Budget Change % Change
Police 5,510,523$ 9,799,787$ (4,289,264)$ -43.8% Fire 2,303,041 1,949,349 353,692$ 18.1% Public Works 5,577,715 947,755 4,629,960$ 488.5% Code Enforcement 1,408,271 434,289 973,982$ 224.3% Community Development 132,340 132,340$ 100.0% Recreation 5,257,670 1,403,971 3,853,699$ 274.5% Economic Development - 106,564 (106,564)$ -100.0% Finance 610,200 564,139 46,061$ 8.2% Human Resources 177,299 171,431 5,868$ 3.4% Administration 318,179 128,774 189,405$ 147.1% Total Exp. Budget 21,295,238$ 15,506,059$ 5,789,179$ 37.3% viii
The number of positions funded by the Measure G proposed budget for fiscal year 2023 are summarized as follows:
FY 23
Administration 2.0
Human Resources 1.0
Finance 4.0
Community Development 11.1
Police 29.0
Fire 12.5
Public Works 36.3
Recreation 16.0
Grand Total 111.9
Pension Programs
Most California cities participate in the California Public Employees’ Retirement System (CalPERS) retirement program. T he cost of providing retirement benefits to employees remains a challenge to cities. Retirement costs represent 24% of total personnel costs.
Under the Governor’s pension reform law called Public Employees’ Pension Reform Act of 2013 (PEPRA), new employees began to pay 50% of the normal costs of the pension.
Existing city employees or new employees that have been active members in Ca lPERS (without separation for more than six months) continue to pay under the existing rates. City Public Safety – Police and Fire employees pay twelve (12%) percent of base salary into CalPERS, which was phased in from nine (9%); non- public safety employees pay seven (7%) percent. Under the PEPRA law, the retirement formula is 2% at 62 for non-public safety employees and 2.7% at 57 for safety employees.
Additionally, CalPERS applies a discount rate when computing City funding obligations under the program. This is the long- term interest rate used to fund future pension benefits, and is also known as the assumed rate of return on investments. The lower the percentage, the more cities pay. It now stands at 6.8%, down from 7.5% as recently as 2018.
Capital Improvement Program
The Capital Improvement B udget include s a number of general fund investments.
Recommended General Fund items total $ 6,905,010, Measure E Fund $680,000, and Measure G Fund $4,957,110.
ix
General Funds CIP Budget Projects
General Fund CIP Budget Projects
General Fund
6,905,010 , 55%
Measure E Fund
680,000 , 5%
Measure G Fund
4,957,110 , 40%
Department Project P roject Name
FY 23
Propos ed
30 - Co mm Dev 9001 P ermanent Homeless Shelter 695,000$ 9021 Housing Production Fund 250,000
9070 Chinatown Revitalization Plan 405,000
9087 65 W. Alisal Im provem ents 230,000
9125 Chinatown Nav Center Sprung Shelter 800,000
9181 Downtown Streets Team 600,000
9215 HUD Consolidated Plan 30,000
9279 Hom elessness Service Coordination 225,000
9328 East Area Specific Plan (EASP) 400,000
30 - Comm Dev Total 3,635,000
40 - Police 9017 Motorola Radios 225,370
9096 Safety Equipm ent 20,000
9129 Crime Scene Investigation 10,000
9214 PD Records Management System 180,000
40 - Police Total 435,370
45 - Fire 9213 Fire Radio Com m and/Mobile Data Com p 184,240 9411 Fire Hydrant Repairs 45,000
9541 Fire Stations Repairs 100,000
45 - Fire Total 329,240
50 - Public Works 9313 City Hall Elevator 140,000
9331 Improvements at City Facilities 100,000
9533 Electric Locking System 150,000
9875 City Facilities Repainting 250,000
50 - Public Works Total 640,000
71 - IS Fleet 9210 Fire Command & Staff V ehicles 154,000 9540 Fire V ehicle Apparatus Replacement 911,400
9579 Police V ehicle Replacement 800,000
71 - IS Fleet Total 1,865,400
Grand Total 6,905,010$
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Measure E Fund CIP Budget Projects
Department Project P roject Name
FY 23
Propos ed
55 - Recreation 9022 T ennis Court Im provem ent 225,000$ 9048 Restroom Replacement 280,000
55 - Recreation Total 505,000
60 - Library 9195 Com puters Upgrade LCSD 100,000
9329 Cesar Chavez Library Parking Lot Im p 75,000
60 - Library Total 175,000
Grand Total 680,000$
Measure G Fund CIP Budget Projects
The CIP is contained in a separate document and provides detailed information for each capital project included in the fiscal year 2023 Capital Improvement Budget and Capital Improvement Program (fiscal year 2024 through 28).
Reserves
During fiscal year 2022, the City Council approved amendment of the City’s financial policies, including establishment of several new reserves, and initial funding of the Department Project Project Name
FY 23
Propos ed
30 - Co mm Dev 9246 Alis al Vibrancy Plan 1,500,000$
9701 G eneral Plan Update 508,240
30 - Comm Dev Total 2,008,240
45 - Fire 9984 Fire Training Tower Maint 1,000,000
45 - Fire Total 1,000,000
50 - Public Works 9005 Soccer Field Cesar Chavez Park 25,000 9068 City Cleanup Program 100,000
9217 Facilities ADA Trans ition Plan & Imp 20,000
50 - Public Works Total 145,000
55 - Recreation 9060 Playground Im provem ents at Parks 50,000 9142 Safety Tree Trimming City Parks 30,000
9737 Athletic Field Repairs 35,000
9793 Park Drinking Fountain Repl. 5,000
55 - Recreation Total 120,000
71 - IS Fleet 9045 CDD V ehicle Replacement 70,000
9123 Fleet Service Trucks 720,000
9226 Fleet Consolidation Replacement 140,000
9270 Parks V ehicles Replacement 70,000
9271 Urban Forestry Equip Replacem ent 178,910
9273 Fleet V ehicles Replacement 4,960
9540 Fire V ehicle Apparatus Replacement 500,000
71 - IS Fleet Total 1,683,870
Grand Total 4,957,110$
xi
reserves. Amongst the new reserves is the General Funds Economic Contingency Reserves, for which the minimum target levels are twelve percent (12%) of a single year’s budgeted operating expenditures and non-capital transfers of the respective funds. The Council authorized funding of these reserves at their full minimum target levels, the totals of which are reflected below.
General Fund 12,275,000$
Measure E Fund 1,726,000
Measure G Fund 2,684,000
General Funds Economic Contingency Reserves
Conclusion
I would like to thank the City Council for its leadership in working together on this budget , in prioritizing what matters most to the Salinas community, in particular with identification of the 2022-2025 strategic plan goals that are vital for our community. I would also like to recognize the City of Salinas staff for their dedication to this org anization. Lastly, I would like to thank the employees in the Finance Department who worked on the budget documents, as well as all other staff who made contributions to its completion.
Sincerely,
Steven S. Carrigan
City Manager
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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
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 115,310,985 (7,929,700) 99,588,365 1100 Measure E 16,468,000 (1,203,600) 12,854,604 1200 Measure G 32,954,000 (7,125,600) 21,295,238 2200 Local Public Safety 600,000 - 700,000 2501 Emergency Medical Services 140,000 1,200,000 1,352,554 2502 Asset Forfeiture 27,000 - 52,000 2503 Traffic Safety 300,000 (200,000) - 2504 Vehicle Abatement 120,000 50,000 195,102 2505 Recreation Parks 30,000 - 22,900 2506 Public Education Fund - Cable Franchise 185,000 - 125,000 2507 Municipal Art 6,000 - - 2510 Measure X Transport Safety & Inv Plan - (2,317,100) - 2601 SRA Public Improvements 9,000 - - 2602 HSA Affordable Housing 70,100 - 8,040 Total 166,220,085 (17,526,000) 136,193,803
Internal Services Funds
7100 Internal Service 5,835,800 5,320,000 13,440,347
Enterprise Funds
6100 Municipal Airport 1,889,000 (78,300) 1,600,807
6200 Industrial Waste 3,047,000 (73,300) 2,106,766
6300 Municipal Golf Courses 160,000 450,000 647,900
6400 Sanitary Sewer 4,826,000 (97,700) 4,493,009
6500 Storm Sewer (NPDES) 15,200 2,675,000 2,855,527
6700 Water Utility 11,000 - 15,000 6800 Parking District 1,680,000 916,100 2,787,241
6900 Permit Services 3,055,200 - 3,676,140 Total 14,683,400 3,791,800 18,182,390
Assessment and Maintenance District Funds
2100 Maintenance Districts 1,957,450 - 1,477,322 4200 Assessments Districts 781,000 - 942,750 Total 2,738,450 - 2,420,072 Housing & Urban Development
2910 Community Development 6,147,431 - 5,724,316 2911 CDBG - Covid 19 777,790 - 446,644 2930 Home Investment Partnership 2,236,451 - 2,041,934 2940 Emergency Solutions Grant-HUD 251,631 - 286,949 2941 Emergency Solutions Grant-COC 242,240 - 217,713 2942 CA Emergency Solutions & Housing 200,000 - - 2943 ESG-CV HUD 4,000,000 - 13,864 2951 SB2 3,110,293 - 2,995,194 2957 Inclusionary Housing Trust - - 12,000 Total 16,965,836 - 11,738,614 RESOLUTION NO. (N.C.S.)
RESOLUTION NO. (S.A.)
13 SUMMARIES & SCHEDULES
Budget Resolution
Estimated Interfund
Fund Description Revenue Transfers Appropriations
Grants, Trust & Agency Funds
3000 Grants - - 24,020 8900 Successor Agency Fund 2,369,000 (949,300) 1,448,700 Total 2,369,000 (949,300) 1,472,720
Debt Service Funds
4100 Debt Service Fund - 11,163,500 11,313,900 Capital Projects Funds
1000 General Fund - (6,905,010) - 1100 Measure E - (680,000) - 1200 Measure G - (4,957,110) - 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 - 36,602,054 36,602,054 Total 27,886,976 (1,800,000) 36,602,054
Grand Total 236,699,547 - 231,363,900 BE IT FURTHER 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 Director of Finance 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
Appropriations Limit
RESOLUTION No. (N.C.S.)
A RESOLUTION SETTING THE APPROPRIATIONS LIMIT
FOR THE CITY OF SALINAS FOR
FISCAL YEAR 2023
WHEREAS, Article XIII B of the California Constitution was amended by the passage of Proposition 111 at the June 5, 1990, Primary Election; and,
WHEREAS, each City must now select its change in the cost -of-living annually by a recorded vote of the City Council; and,
WHEREAS, each City must now select its change in population annually by a recorded vote of the City Council;
NOW 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. The population within the County limits, and
2. The change in California cost of living.
BE IT FURTHER RESOLVED that the Appropriations Limit for the City of Salinas for Fiscal Year 202 3 is hereby adopted at $ 297,538,255 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 $158,197,285 and is well within the appropriations limit.
PASSED AND ADOPTED this 14th day of June 2022, by the following vote:
AYES: Councilmembers:
NOES: Councilmembers:
ABSENT:
ABSTAINED:
APPROVED:
_____________________________________
Kimbley Craig, Mayor
ATTEST:
________________________________
Patricia Barajas, City Clerk
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16 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Balance Fund 06/30/2022 FY 23 FY 23 FY 23 FY 23 06/30/2023
General Fund 10,970,310 115,310,985 2,625,000 (17,459,710) (99,588,365) 11,858,220 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 43,450,310 115,310,985 2,625,000 (17,459,710) (99,588,365) 44,338,220 1 Measure E Fund
Transactions & Use 1/2 cent Tax 8,757,847 16,468,000 350,000 (2,233,600) (12,854,604) 10,487,643 Reserve - Economic Contingency 1,726,000 - - - - 1,726,000 Reserve - Infrastructure Maintenance 356,000 - - - - 356,000 Total 10,839,847 16,468,000 350,000 (2,233,600) (12,854,604) 12,569,643 2 Measure G Fund
Transactions & Use 1 cent Tax 10,168,392 32,954,000 - (12,082,710) (21,295,238) 9,744,444 Reserve - Economic Contingency 2,684,000 - - - - 2,684,000 Reserve - Infrastructure Maintenance 700,000 - - - - 700,000 Total 13,552,392 32,954,000 - (12,082,710) (21,295,238) 13,128,444 3 Assessment & Maintenance Districts
Maintenance District Administration 45,768 - - - - 45,768 Woodside Park Maint 125,467 44,000 - - (32,095) 137,372 Downtown Mall Maint (42,996) - - - - (42,996) Airport Business Park Maint 8,692 13,740 - - (16,490) 5,942 North East Salinas Landscape 991,578 827,550 - (50,000) (875,481) 893,647 Harden Ranch Landscape 119,719 156,160 - - (139,450) 136,429 Vista Nueva Maint 335,526 37,000 - - (34,410) 338,116 Mira Monte Maint 353,409 123,000 - - (153,660) 322,749 Monte Bella Maint 2,650,817 756,000 - (611,000) (225,736) 2,570,081 Assessment Administration 13,822 - - - - 13,822 Assessment Districts Debt Service/Bonds 1,403,548 250,000 - - (454,700) 1,198,848 Assessment Districts Reserve 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 - (661,000) (2,420,072) 8,244,959 17 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Balance Fund 06/30/2022 FY 23 FY 23 FY 23 FY 23 06/30/2023
Local Public Safety 375,326 1,101,000 - (400,000) (700,000) 376,326 Emergency Medical Services Fund (333,299) 140,000 1,200,000 - (1,352,554) (345,853) 4 Asset Forfeiture 25,397 27,000 - - (52,000) 397 Traffic Safety (43,930) 300,000 - (200,000) - 56,070 Vehicle Abatement 294,709 120,000 50,000 - (195,102) 269,607 Recreation Parks 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 Dev Social Svcs 292,390 - - - - 292,390 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 SRA Public Improvements 1,622,605 9,000 - - - 1,631,605 HSA Affordable Housing 3,020,959 70,100 - - (8,040) 3,083,019 Development Fees
Sewer & Storm 133,386 219,000 - (350,000) - 2,386 Parks & Playground 128,697 11,000 - (82,500) - 57,197 Library Fees 169,596 26,100 - - - 195,696 Street Trees 12,449 500 - - - 12,949 Annexations (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) - 7 2,238,290 Housing & Urban Development (1,358,173) 16,965,836 - - (11,738,614) 3,869,049 Grants - - - - (24,020) (24,020) Debt Services 2,208,453 - 11,163,500 - (11,313,900) 2,058,053 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 18 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Balance Fund 06/30/2022 FY 23 FY 23 FY 23 FY 23 06/30/2023
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 - 36,602,054 - (36,602,054) 2,000,000 8 Enterprise Operations
Municipal Airport 1,195,911 1,889,000 - (151,786) (1,600,807) 1,332,318 Industrial Waste 2,211,620 3,047,000 - (88,300) (2,106,766) 3,063,554 Municipal Golf Courses 94,309 160,000 450,000 - (647,900) 56,409 9 Sanitary Sewer (1,439,671) 4,826,000 - (311,510) (4,493,009) (1,418,190) 10 Storm Sewer (NPDES) 416,774 15,200 2,675,000 - (2,855,527) 251,447 Water Utility 15,042 11,000 - - (15,000) 11,042 Downtown Parking District (1,819,433) 425,000 949,300 (33,200) (1,522,101) (2,000,434) 11 Preferential Parking 39,852 25,000 - - (6,100) 58,752 Parking Enforcement 32,786 1,230,000 - - (1,259,040) 3,746 Permit Services 1,856,489 3,055,200 - (307,000) (3,676,140) 928,549 Crazy Horse Landfill 13 - - - - 13 Total 2,603,692 14,683,400 4,074,300 (891,796) (18,182,390) 2,287,206 Internal Service
Administration 1,895,416 - - - (43,000) 1,852,416 General Insurances 2,027,382 200,000 500,000 - (1,516,000) 1,211,382 Workers Compensation Insurance - 5,409,700 73,933 - (5,483,633) - Reserve - Workers Comp 2,222,686 - - (73,933) - 2,148,753 12 Liability Insurance (1,957,232) 226,100 2,700,000 - (3,957,564) (2,988,696) Fleet Maintenance 1,109,406 - 2,120,000 - (2,440,150) 789,256 Total 5,297,658 5,835,800 5,393,933 (73,933) (13,440,347) 3,013,111 Trusts & Agencies
Successor Agency - SRA 3,080,054 2,369,000 - (949,300) (1,448,700) 3,051,054 Reserve -Successor Agency (1,541,205) - - - - (1,541,205) Total 1,538,849 2,369,000 - (949,300) (1,448,700) 1,509,849 13 Deferred Compensation Admin 28,253 - - - - 28,253 Grand Total 84,786,126 236,699,547 61,458,787 (61,458,787) (231,363,900) 90,121,780 19 SUMMARIES & SCHEDULES
Fund Balances – Notes
Estimated Estimated
FY 22 FY 23
1 General Fund
Beginning Fund Balance 17,434,972 43,450,310
Estimated Revenue 105,118,925 115,310,985
(To) From Other Funds (5,809,500) (7,929,700) Estimated Expenditures
Operating (93,217,040) (99,588,365)
Capital Projects-On-going (Minimum Required) (5,462,610) (6,905,010) Fund Balance 18,064,747 44,338,220
Reserves:
Reserve - Economic Contingency (7,255,000) (12,275,000) Reserve - Infra Maintenance - (2,628,000) Reserve - OPEB (1,000,000) (1,000,000)
Reserve - 115 Trust (3,000,000) (6,000,000)
Reserve - Facilities Maintenance - (1,577,000) Reserve - Vehicle Replacement - (9,000,000) Reserve - Productivity Bank (500,000) -
Reserve for Cannabis Revenue Allocation (2,000,000) - Ending General Fund Unreserved Fund Balance 4,309,747 11,858,220 2 Measure E
Beginning Fund Balance 2,506,627 10,839,847
Estimated Revenue 14,230,000 16,468,000
Estimated Expenditures
Operating Budget (13,164,083) (12,854,604)
Capital Projects - (680,000)
(To) From Other Funds (1,062,000) (1,203,600) Total On-going Expenditures (14,226,083) (14,738,204) Fund Balance 2,510,544 12,569,643
Reserves:
Reserve - Economic Contingency (962,000) (1,726,000) Reserve - Infrastructure Maintenance - (356,000) Ending Measure E Unreserved Fund Balance 1,548,544 10,487,643 3 Measure G
Beginning Fund Balance 3,191,863 13,552,392
Estimated Revenue 27,995,000 32,954,000
Estimated Expenditures
Operating Budget (15,506,059) (21,295,238)
Capital Projects (5,187,615) (4,957,110)
(To) From Other Funds (7,771,800) (7,125,600) Total On-going Expenditures (28,465,474) (33,377,948) Fund Balance 2,721,389 13,128,444
Reserves:
Reserve - Economic Contingency (1,760,000) (2,684,000) Reserve - Infrastructure Maintenance - (700,000) Ending Measure G Unreserved Fund Balance 961,389 9,744,444 20 SUMMARIES & SCHEDULES
Fund Balances – Notes
Estimated Estimated
FY 22 FY 23
4 Emergency Medical Services Fund (Paramedic Program)
Beginning Fund Balance 147,709 (333,299)
County CSA 74 Funds 140,000 140,000
Other Revenue 6,000 -
General Fund Contribution 745,000 -
Estimated Expenditure
Operations (1,217,196) (1,212,554)
EMS Equipment (15,000) (140,000)
(To) From Other Funds - 1,200,000 Ending EMS Unreserved Fund Balance (193,487) (345,853) 5 Recreation Parks Fund
Funds reserved for park and recreation purposes 101,434 85,198 6 Development Fees 4,839,954 4,078,509
Reserved for Future Development Fee projects.
7 Gas 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
Beginning 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) -
Ending Golf Courses Unreserved Fund Balance (91,796) 56,409 10 Sanitary Sewer
Beginning Fund Balance (1,012,024) (1,439,671) Estimated Revenue 3,820,000 4,826,000
Estimated Expenditures
Operations (2,371,257) (3,627,209)
Debt Service (986,100) (865,800)
Capital Projects - (311,510)
Reserve-Debt Service (1,584,485) -
Ending Sanitary Sewer Unreserved Fund Balance (2,133,866) (1,418,190) 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 recreation purposes.
21 SUMMARIES & SCHEDULES
Fund Balances – Notes
Estimated Estimated
FY 22 FY 23
11 Downtown Parking District
Beginning Fund Balance (1,569,473) (1,819,433) Estimated Revenue 592,100 425,000
General Fund - -
Successor Agency of RDA * 952,000 949,300 Estimated Expenditure
Operations (554,405) (606,001)
Debt Service (952,000) (949,300)
Refunding Bonds Series 2020A-1 (42,000) - Ending Downtown Parking Unreserved Fund Balance (1,573,778) (2,000,434) *
12 Internal Service Fund-Ins
Reserves
-Workers Compensation Insurance (5,800,000) (2,148,753) -Liability Insurance (3,400,000) -
Total Reserves (9,200,000) (2,148,753)
13 Successor Agency
Beginning Fund Balance 4,467,453 3,080,054
Estimated Revenue 2,285,055 2,369,000
Estimated Expenditures (1,453,000) (1,448,700) Transfer to Downtown Parking-Debt Service (952,000) (949,300) Transfer to Energy Efficient-Debt Service - - Reserve for Debt Service (1,704,203) (1,541,205) Ending Successor Agency Fund Unreserved Fund Balance 2,643,305 1,509,849 Annual debt service on the Monterey Street Parking Structure is paid by the Successor Agency of the Redevelopment Agency.
22 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
1000 General Fund
90.1200 Measure G 700,000
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 1,200,000
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) 2,600,000
95.7104 Int Serv - General Liability 2,229,700
95.7120 Int Serv - Fleet Maint 2,120,000
95.5800 Capital Projects 6,905,010
Total General Fund 2,625,000 17,459,710 (14,834,710)
1100 Measure E Fund
90.1200 Measure G 350,000
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 350,000.00 2,233,600 (1,883,600)
1200 Measure G Fund
95.1000 General Fund 700,000
95.1100 Measure E 350,000
95.4106 2018 Lease - Public Safety Bldg 5,423,500
95.4111 Refunding Bonds Series 2020A-1 Energy 5,100
95.7102 Int Ser - Insurances 500,000
95.7104 Int Ser - General Liability 147,000
95.5800 Capital Projects 4,957,110
Total Measure G - 12,082,710 (12,082,710) 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
23 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
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 1,200,000
Total Industrial Waste Fund 1,200,000 - 1,200,000 2503 Traffic Safety Fund
95.1000 General Fund 200,000
Total Traffic Safety Fund - 200,000 (200,000) 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) 24 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
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 2,600,000
90.1200 Measure G -
90.2401 Gas Tax - 2107 15,000
90.2403 Gas Tax - 2105 60,000
Total Storm Sewer (NPDES) Fund 2,675,000 - 2,675,000 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 6,905,010
90.1100 Measure E 680,000
90.1200 Measure G 4,957,110
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 36,602,054 - 36,602,054 Total Interfund Transfers 61,384,854 61,384,854 -
25 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 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 17,604,254 1000.00.0000-50.1020 Taxes Property Taxes-Unsecured CY 787,318 866,179 812,000 760,292 1000.00.0000-50.1030 Taxes Property Taxes-Supp Assessment 265,229 422,152 360,000 400,000 1000.00.0000-50.1040 Taxes Property Taxes - Interest 43,455 44,492 46,000 40,000 1000.00.0000-50.1050 Taxes Property Taxes-Secured PY 140,231 229,804 160,000 175,000 1000.00.0000-50.1060 Taxes Property Taxes-Unsecured PY - 13,503 10,000 7,500 1000.00.0000-50.1070 Taxes Property Taxes-HOPTR 34,332 102,872 70,000 70,000 1000.00.0000-50.1080 Taxes Property Taxes-Transfer 353,141 395,207 385,000 375,000 1000.00.0000-50.1120 Taxes Property Taxes-Veh Lic In-Lieu 13,715,865 14,361,012 15,080,000 15,620,539 1000.00.0000-50.1129 Taxes ROPS Pass Through Payments 107,812 301,378 100,000 190,000 1000.00.0000-50.1130 Taxes Property Taxes-Residual Prop Tax 537,385 629,797 500,000 550,000 1000.00.0000-50.2010 Taxes Sales Tax 29,972,865 33,613,204 31,728,000 37,570,000 1000.00.0000-50.2060 Taxes Utility Users 11,641,209 11,664,913 11,800,000 11,900,000 1000.00.0000-50.2070 Taxes Transient Occupancy 3,338,442 2,038,700 2,500,000 3,500,000 1000.00.0000-50.2080 Taxes Business License 5,187,485 5,094,477 5,000,000 5,700,000 1000.00.0000-50.2081 Taxes Cannabis Business License 1,514,097 2,160,808 1,800,000 2,000,000 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 762,408 774,119 775,000 800,000 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 7,600,000 1000.00.0000-51.2200 Franchise Fees Gas 281,295 299,370 310,000 325,000 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 548,981 587,107 500,000 700,000 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 213,600 175,379 200,000 100,000 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 1,000,000 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 75,000 1000.40.4110-55.4222 Intergovernmental Post Training Reimbursement 131,661 36,209 70,000 25,000 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 20,000 650,000 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 213,125 218,011 100,000 200,000 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 26 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 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 50,000 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 75,000 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 231,897 260,001 210,000 150,000 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 211,435 274,930 180,000 250,000 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 94,854 109,500 150,000 1000.45.4530-56.4515 Charges for Services Fire Emergency Stand By Time 4,497 - - - 27 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 1000.45.4530-56.4530 Charges for Services Admin Fire Citations 34,084 46,953 40,000 50,000 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 144,333 139,713 140,000 150,000 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 53,000 100,000 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 632,464 619,813 650,000 650,000 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 - General Fund Total 101,478,476 106,880,785 105,118,925 115,310,985 1100 - Measure E
1100.00.0000-50.2030 Taxes Transactions and Use Tax-MV 13,006,182 14,327,404 14,190,000 16,423,000 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 - - 1100 - Measure E Total 13,142,559 14,390,137 14,230,000 16,468,000 1200 - Measure G
1200.00.0000-50.2040 Taxes Transactions and Use Tax-MG 26,023,834 28,805,687 27,865,000 32,846,000 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 32,954,000 2101 - Maintenance Dist Administration
28 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 2202 - 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 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 29 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 - Development Fees-Arterial Total 615,013 545,979 330,000 665,000 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
2501.45.4520-54.8010 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 142,636 139,117 146,000 140,000 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 24,900 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 27,000 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
2504.40.4116-55.4242 Intergovernmental Abandoned Vehicle Abatement 164,295 149,414 120,000 120,000 2504 - Vehicle Abatement Total 164,295 149,414 120,000 120,000 2505 - Recreation Parks
30 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 - - - 2508.40.4110-57.8285 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 42,319 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 - - 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 - - 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 2910 - Community Development
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 1,953,453 540,381 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
2930.30.3220-54.8010 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 31 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 2930.30.3221-57.3020 Other Revenue Housing Revolving Loans 557,336 358,829 50,000 50,000 2930 - Home Investment Partnership Total 2,179,462 398,103 853,851 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
2941.30.3240-55.7531 Intergovernmental Emergency Solutions Grant 415,981 127,742 242,240 242,240 2941 - Emergency Solutions Grant-COC Total 415,981 127,742 242,240 242,240 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
4104.00.8004-54.8010 Use of money and property Investment Earnings 12,534 3,515 20,000 - 4104 - 2014 COP Consolidation Total 12,534 3,515 20,000 - 4107 - COP 2018B T.R.I.P. Total Rd Impv
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 424,421 16,266 - - 4108 - Energy Improvement
4108.00.8004-54.8010 Use of money and property Investment Earnings 141 125 1,500 - 4108 - Energy Improvement Total 141 125 1,500 - 4109 - 2015 Refunding COP 2005 A & B
32 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 4109.00.8004-54.8010 Use of money and property Investment Earnings 2,017 609 500 - 4109 - 2015 Refunding COP 2005 A & B Total 2,017 609 500 - 4111 - Refund Bonds Series 2020A-Energy
4111.80.8004-54.8010 Use of money and property Investment Earnings - - - - 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 - 19,420,127 - - 4112 - Refund Bonds Series 2020A-SVSWA
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 - 5,001,244 - - 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 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
4205.20.2141-50.1140 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 473 144,087 140,000 160,000 4206 - 2019 Spec Tax Bond Monte Bella 3
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 - 15,238 120,000 180,000 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 - Special Const Assist - Fed & St Total 1,295,087 5,019,289 23,941,167 11,950,000 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 - - 33 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 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 6302.80.8006-58.8013 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 62,500 60,000 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)
6500.50.5443-53.3012 Fines and Forfeits NPDES Citations 4,000 - - - 34 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 10,030 4,147 10,700 15,200 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 6801 - Downtown Parking District
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 415,933 268,207 592,100 425,000 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 1,230,000 6803 - Parking Enforcement Total 1,202,346 876,303 1,170,000 1,230,000 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
7102.12.1246-57.8050 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 60,000 200,000 7103 - Worker's Comp Self-Insurance
7103.12.1247-57.1010 Other Revenue Workers Comp Premiums 196,601 - - - 35 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 5,269,029 5,447,700 5,409,700 7104 - General Liability Self-Insurance
7104.14.1248-54.8010 Use of money and property Investment Earnings 60,267 25,307 15,000 8,000 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 260,687 287,860 16,000 226,100 7120 - Internal Services-Fleet Maint
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 7,482 1,712 - - 8914 - RORF-Redev Obligation Retirement
8914.20.2502-50.1090 Taxes Property Taxes-Tax Increments 2,402,751 2,407,980 2,249,655 2,250,000 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 2,359,000 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 Operating Revenue Total 192,301,733 232,040,585 220,380,460 236,699,547 1000 - General Fund
1000.00.0000-90.1200 Transfers In Measure G 1,413,300 1,413,300 1,413,300 700,000 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 3,348,279 5,396,486 3,388,300 2,625,000 1100 - Measure E
1100.00.0000-90.1200 Transfers In Measure G 700,000 700,000 700,000 350,000 1100 - Measure E Total 700,000 700,000 700,000 350,000 2306 - Development Fees-Arterial
2306.00.0000-90.5202 Transfers In from Special Const Assist-Bond 44,571 - - - 2306 - Development Fees-Arterial Total 44,571 - - - 2501 - Emergency Medical Service Fund
2501.00.0000-90.1000 Transfers In General Fund 953,200 1,015,300 850,000 1,200,000 2501 - Emergency Medical Service Fund Total 953,200 1,015,300 850,000 1,200,000 2504 - Vehicle Abatement
2504.00.0000-90.1000 Transfers In General Fund 50,000 50,000 50,000 50,000 2504 - Vehicle Abatement Total 50,000 50,000 50,000 50,000 2508 - Contributions & Donations
2508.00.0000-90.1000 Transfers In General Fund 987 - - - 2508 - Contributions & Donations Total 987 - - - 2910 - Community Development
2910.00.0000-90.2911 Transfers In CDBG - Covid 19 - 11,598 - - 36 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 2910 - Community Development Total - 11,598 - - 2930 - Home Investment Partnership
2930.00.0000-90.2910 Transfers In CDBG 15,225 - - - 2930 - Home Investment Partnership Total 15,225 - - - 2941 - Emergency Solutions Grant-COC
2941.00.0000-90.2943 Transfers In ESG-CV HUD - 1,673 - - 2941 - Emergency Solutions Grant-COC Total - 1,673 - - 4104 - 2014 COP Consolidation
4104.00.0000-90.1000 Transfers In General Fund - - - 59,000 4104 - 2014 COP Consolidation Total - - - 59,000 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 - COP 2018B T.R.I.P. Total Rd Impv Total 2,328,702 2,338,575 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 - Energy Improvement Total 1,571,441 - - - 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 - 2015 Refunding COP 2005 A & B Total 699,789 - - - 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 - Refund Bonds Series 2020A-Energy Total - 995,905 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 - Refund Bonds Series 2020A-SVSWA Total - 692,835 176,900 670,500 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 - 2019 Spec Tax Bond Monte Bella 2 Total 355,988 - - - 4206 - 2019 Spec Tax Bond Monte Bella 3
4206.00.0000-90.5303 Transfers In 2019 Spec Tax Monte Bella 3 - 402,870 - - 4206 - 2019 Spec Tax Bond Monte Bella 3 Total - 402,870 - - 5201 - Special Const Assist - Fed & St
37 SUMMARIES & SCHEDULES
Revenue
FY 20 FY 21 FY 22 FY 23
Account Number Account Description Actual Actual Budget Budget 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 37,237 - - - 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 - - - 6302 - Twin Creek Golf Course
6302.00.0000-90.1000 Transfers In General Fund - - 450,000 450,000 6302 - Twin Creek Golf Course Total - - 450,000 450,000 6500 - Storm Sewer (NPDES)
6500.00.0000-90.1000 Transfers In General Fund 2,489,100 2,354,100 2,512,100 2,600,000 6500.00.0000-90.1200 Transfers In Measure G 71,900 71,900 58,800 - 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 - Storm Sewer (NPDES) Total 3,311,000 3,176,000 2,645,900 2,675,000 6801 - Downtown Parking District
6801.00.0000-90.8914 Transfers In RORF-Redev Obligation Retirement 952,402 947,593 952,000 949,300 6801 - Downtown Parking District Total 952,402 947,593 952,000 949,300 7102 - Internal Services Insurances
7102.00.0000-90.1200 Transfers In Measure G - - - 500,000 7102 - Internal Services Insurances Total - - - 500,000 7103 - Worker's Comp Self-Insurance
7103.00.0000-90.1000 Transfers In General Fund - 1,000,000 - - 7103 - Worker's Comp Self-Insurance Total - 1,000,000 - - 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 - General Liability Self-Insurance Total 2,202,900 2,661,300 1,661,300 2,700,000 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 - Internal Services-Fleet Maint Total 1,995,400 1,995,400 2,120,000 2,120,000 Transfers In Total 25,910,707 26,917,680 23,986,800 24,782,800 Grand Total 218,212,440 258,958,265 244,367,260 261,482,347 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) 174.000 174.000 174.000 174.000 161.000
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 329.500 329.500 325.500 319.000 316.000 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 42.550 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 220.650 223.417 222.190 227.930 249.980 TOTAL GENERAL OPERATIONS 550.150 552.917 547.690 546.930 565.980 INTERNAL SERVICES 13.200 13.450 13.450 13.450 14.450
ENTERPRISE OPERATIONS 43.150 43.383 43.610 45.370 52.320 ASSESSMENT & MAINTENANCE DISTRICTS 1.750 1.750 1.750 0.750 0.750 SUCCESSOR AGENCY 0.750
CITY-WIDE TOTAL 609.000 611.500 606.500 606.500 633.500 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.
The 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.
At 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.
On 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.
On 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.
On 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) years. Initial collection of the tax began April 1, 2006 with the first receipt of revenues from the tax to occur 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.
The 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.
In 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 Finance 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.
The 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 $ 2.236,000 or 15.76% in FY 23 . Staff revenue projections are conservative and based on the current economic recovery signs. The City’s outside 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
$16.4
Millions
44 MEASURE E
The proposed FY 23 Measure E CIP budget totals $680K, which is detailed below:
The Measure E proposed budget by department/program for FY 23 is as follows:
Amount
Tennis Court Improvement 225,000$
Restroom Replacement 280,000
Computers Upgrade LCSD 100,000
Cesar Chavez Library Parking Lot Imp 75,000
680,000$
Amount Percent
Internal Svc - General Liability 323,300 2. 2%
Non-Dept - Community Prg 171,700 1. 2%
Finance 63,000 0. 4%
Fire Marshall 44,293 0. 3%
Energy Debt Svc 64,900 0. 5%
El Gabilan Library Debt Svc 1,165,400 8. 1%
Library 5,529,000 38. 4%
Parks & CS 2,699,192 18. 7%
Police 4,347,419 30.2%
Total Appropriations 14,408,204 100.0%
Internal Svc
-
General
Liability
,
323,300
,
2%
Non
-
Dept
-
Community
Prg
,
171,700
,
1%
Finance
,
63,000
,
1%
Fire Marshall
,
44,293
,
0%
Energy Debt
Svc
,
64,900
,
1%
El Gabilan
Library Debt
Svc
,
1,165,400
,
8%
Library
,
5,529,000
,
38%
Parks & CS
,
2,699,192
,
19%
Police
,
4,347,419
,
30%
45 MEASURE E
The number of positions funded by Measure E during FY 23 is summarized as follows:
FY 23
Police 19.0
Parks & Recreation 15.0
Youth Serv. & Com. Engagement 2.0
Library 41.0
Total Positions 77.0
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 information to the Committee on Measure G revenues and the Measure G expenditures proposed in the annual Measure G Budget.
The 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.
In 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).
The 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 $32.8 million, respectively. The FY 23 budget includes $4,957,110 in capital improvement projects (CIP), $7,125,600 in transfers out to mainly fund the new Public Safety building debt service and internal service insurances , and a $21,295,238 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
$32.8
Millions
48 MEASURE G
As mentioned, each of t he department’s plans are focused on delivering services and projects that are aligned with Council goals and objectives and reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement. The Department plans were presented to the City Manager, who made the final determination on the proposal to the City Council. In addition to community funding themes and City Council goals, the City Manager’s proposed budget allocating Measure G funds factors in city wide operations, all funding sources, all department requests, a sustainable level of staffing, and the full 15- year horizon. The eight h year of Measure G operating costs for FY 23 is shown below:
Amount Percent
Police 5,510,523 25.9%
Fire 2,303,041 10.8%
PW - Build / Improve / Maintain 5,577,715 26.2%
Code Enforcement 1,408,271 6.6%
Recreation - Youth Prevention 5,257,670 24.7%
Community Development 132,340 0.6%
Support - Technology 346,563 1.6%
Support - Finance 263,637 1.2%
Support - Human Resources 177,299 0.8%
Support - Administration 318,179 1.6%
Total Appropriations 21,295,238$ 100.0%
Police
,
5,510,523
,
26%
Fire
,
2,303,041
,
11%
PW
-
Build /
Improve /
Maintain
,
5,577,715
,
26%
Code
Enforcement
,
1,408,271
,
6%
Recreation
-
Youth
Prevention
,
5,257,670
,
25%
Community
Development
,
132,340
,
1%
Support
-
Technology
,
346,563
,
2%
Support
-
Finance
,
263,637
,
1%
Support
-
Human
Resources
,
177,299
,
1%
Support
-
Administration
,
318,179
,
1%
49 MEASURE G
As mentioned above, the Measure G Capital Improvement Program (CIP) budget totals $4,957,110 and consists of 17 projects. For a complete list of projects, see the Proposed Measure G CIP Projects Budget for FY 23:
The number of positions funded by Measure G during FY 23 is summarized as follows:
Category Budget
Recreation 215,000$
Community Development 2,078,240
Public Works 1,163,870
Public Safety - Fire 1,500,000
Total 4,957,110$
FY 23
Police - Sworn 12.0
P
olice - Non-Sworn Support 17.0
Fire - Sworn 11.5
Fire - Non-Sworn Support 1.0
Code Enforcement 10.0
Community Development 1.1
Public Works 36.3
Recreation 13.0
Youth Services & Community Engagement 3.0
Support - Technology 2.0
Support - Finance 2.0
Support - Human Resources 1.0
Support - Administration 2.0
Total Positions 111.9
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
Executive Assistant to
City Manager
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 Proposed
1111 City Manager`s Office 714,214 862,594 1,072,086 1,155,477 1120 City Clerk 533,010 567,061 769,607 764,250 1355 Economic Development 999,971 496,187 684,193 Total 2,247,194 1,925,843 2,525,886 1,919,727 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 1,219,663 1,410,259 1,757,216 1,490,677 62 - Supplies & Materials 10,379 11,299 27,932 9,450 63 - Outside Services 970,764 405,912 635,213 368,300 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 1,919,727 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 2,138,204 1,827,837 2,397,112 1,601,548 1200 Measure G 108,990 98,006 128,774 318,179 Total 2,247,194 1,925,843 2,525,886 1,919,727 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 687,892 846,504 1,035,586 1,123,027 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 1,155,477 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 605,223 764,588 943,312 837,298 1200 Measure G 108,990 98,006 128,774 318,179 Total 714,214 862,594 1,072,086 1,155,477 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 338,204 358,407 357,357 367,650 62 - Supplies & Materials 4,050 3,471 7,395 4,200 63 - Outside Services 170,283 179,875 376,744 361,600 64 - Other Charges 18,379 16,890 22,730 30,800 66 - Capital Outlays 2,094 8,418 5,381 Total 533,010 567,061 769,607 764,250 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 533,010 567,061 769,607 764,250 Total 533,010 567,061 769,607 764,250 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 2.000
Confidential Office Technician 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 Proposed
1400 City Attorney's Office 803,554 780,960 881,684 1,026,003 Total 803,554 780,960 881,684 1,026,003 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 729,019 706,557 695,384 838,303 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 1,026,003 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 803,554 780,960 881,684 1,026,003 Total 803,554 780,960 881,684 1,026,003 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 729,019 706,557 695,384 838,303 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 1,026,003 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 803,554 780,960 881,684 1,026,003 Total 803,554 780,960 881,684 1,026,003 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
1355 Economic Development 1,166,152
3111 Adv Planning & Project Implementation 1,097,356 1,015,082 3,071,385 1,378,314 3353 Code Enforcement 1,104,566 1,073,463 1,208,853 1,408,271 3461 Administration 557,440 690,039 412,004 468,557 3462 Current Planning 1,004,580 918,827 1,479,235 1,561,460 Housing and Community Development 3,944,976 8,148,016 16,552,481 12,149,260 Total 7,708,918 11,845,427 22,723,958 18,132,014
FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 4,241,589 4,447,743 6,276,374 5,970,668 62 - Supplies & Materials 56,963 152,265 127,136 77,644 63 - Outside Services 744,313 1,160,778 3,824,736 1,499,399 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 18,132,014
COMMUNITY DEVELOPMENT DEPARTMENT
Summary
80 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,258,340 3,014,058 3,940,529 4,844,749 1100 Measure E 381,092 396,550 463,661
1200 Measure G 497,800 502,381 540,853 1,540,611 2602 HSA - Affordable Housing 177 22,815 72,086 8,040 2910 Community Development 1,067,007 647,147 2,537,162 5,724,316 2911 CDBG - COVID-19 23,682 984,980 1,379,013 446,644 2930 Home Investment Partnership 1,849,551 1,107,312 1,165,939 2,041,934 2940 Emergency Shelter Grant 126,612 67,890 308,916 286,949 2941 Emergency Solutions Grant 129,136 237,973 243,238 217,713 2942 CA Emergency Solutions & Housing 218,722 375,389 620,079 2943 ESG-CV HUD 32,938 2,703,291 3,447,936 13,864 2944 ESG-CV HCD 749,400 3,351,156
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 2,995,194 2952 Local Early Action Planning 500,000
2953 Regional Early Action Planning 530,000
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 18,132,014
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 1355 Economic Development 2.000
3111 Adv Planning & Project Implementation 6.250 5.853 7.850 7.930 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 12.770 Total 29.850 31.011 34.500 42.550
Permit Services has moved to a separate Enterprise Operation fund effective FY 2018. 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.
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
Complete acquisition and implementation of new software to manage City's real property, including the ability to track equipment and building maintenance activities and sc
heduling.
100%
Work with the other Cities of the Salinas Valley and Hartnell College to support Career Pathways in Agriculture, AgTech, and Healthcare. 90%
Explore best practices and develop a framework for a Business Rentention and Expansion Program covering part or all of the City. 100% Identify and recruit businesses and industry for future development opportunity sites such as Target Area K and the Ag Industrical Center 60% Work with Regional Partners to market the City and the Region and to promote business and tourism in the Salinas Valley. 100%
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 Proposed 61 - Salaries & Benefits 193,567 205,347 364,273 392,202 62 - Supplies & Materials 757 14,426 9,500 63 - Outside Services 794,663 220,431 250,524 709,450 64 - Other Charges 10,983 69,554 54,970 55,000 66 - Capital Outlays 856
Total 999,971 496,187 684,193 1,166,152 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 999,971 496,187 684,193 1,166,152 Total 999,971 496,187 684,193 1,166,152 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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. Continue to lead implementation of Alisal Vibrancy Plan and Chinatown Revitalization Plans.
Increase implementation capacity using five VISTA Members awarded through AmeriCorps VISTA program.
7. Prepare and/or assist with implementation of various grants to further community plan initiatives.
8. 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, canvassing, 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 to 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 California 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 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 Proposed 61 - Salaries & Benefits 898,936 844,159 1,417,585 1,211,734 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 1,378,314 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 995,382 815,684 1,169,217 1,251,698 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 83,216 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 1,378,314 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 3111 Advanced Planning & Project Imp 6.250 5.853 7.850 7.930 Total 6.250 5.853 7.850 7.930
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 Proposed 61 - Salaries & Benefits 1,068,983 1,035,941 1,150,503 1,330,471 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 1,408,271 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
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 1,408,271 Total 1,104,566 1,073,463 1,208,853 1,408,271 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Measure / 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 N/A N/A N/A N/A 90% Process Personnel Action Forms (PAFs) within 2 business days N/A N/A N/A N/A 90% Process invoices within 7 days N/A N /A N/A N/A 80%
Major Budget Changes
Administration will be shifting the Office Technician position from 3111 APPI to 3461 Administration.
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 Proposed 61 - Salaries & Benefits 501,830 593,379 273,571 359,307 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 557,440 690,039 412,004 468,557 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 557,440 690,039 412,004 358,537 1200 Measure G 110,020
Total 557,440 690,039 412,004 468,557 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 860,170 850,810 1,136,309 1,173,760 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 1,561,460 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,004,580 918,827 1,479,235 1,561,460 Total 1,004,580 918,827 1,479,235 1,561,460 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed
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 1,166,648 3221 Rehabilitation 137,077 113,735 11,320 3240 Special Programs 2,649,652 6,388,730 14,133,709 10,911,970 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 12,149,260 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 911,671 1,123,454 2,298,405 1,503,194 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 12,149,260 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 373,290 314,108 569,169 506,902 2602 HSA - Affordable Housing 177 22,815 72,086 8,040 2910 Community Development 1,067,007 647,147 2,537,162 5,724,316 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 2,041,934 2940 Emergency Shelter Grant 126,612 67,890 308,916 286,949 2941 Emergency Solutions Grant 129,136 237,973 243,238 217,713 2942 CA Emergency Solutions & Housing 218,722 375,389 620,079 2943 ESG-CV HUD 32,938 2,703,291 3,447,936 13,864 2944 ESG-CV HCD 749,
400 3,351,156
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 2,974,114 2957 Inclusionary Housing 115 12,000 12,000 Total 3,944,976 8,148,016 16,552,481 12,149,260
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 Proposed 3115 PPI ED Technical Assistance 0.300
3220 Housing & Community Development 4.365 5.350 6.185 6.610 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 12.770
97 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
Asst Community Development Dir 0.881 0.880
Management Analyst 1.000 0.750
Comm Dev Analyst - Limited Term 1.000 0.700
Comm Outreach Asst-Limited Term 0.600
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 7.930 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
COMMUNITY DEVELOPMENT DEPARTMENT
Work Force
98 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed
COMMUNITY DEVELOPMENT DEPARTMENT
Work Force
Senior Planner 1.000 1.000
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
Asst Community Development Dir 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 3.000
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 12.770
Total 29.850 31.011 34.500 42.550
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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
Integration/Appl
Administrator
(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 Proposed
2030 Finance Administration 622,181 345,002 583,825 771,090 2031 Accounting 1,321,216 1,237,095 1,487,621 1,445,607 2032 Purchasing 257,063 176,632 165,960 167,073 2033 Information Technology 1,872,497 1,887,251 2,359,761 2,780,244 2034 Revenue & Licensing 326,523 345,459 380,080 384,575 Total 4,399,480 3,991,439 4,977,247 5,548,589 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 3,845,800 3,423,715 4,261,099 4,374,639 62 - Supplies & Materials 22,191 12,216 33,850 63,700 63 - Outside Services 289,958 292,636 382,577 692,600 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 5,548,589 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,806,596 3,363,164 4,348,644 4,875,389 1100 Measure E 51,712 52,024 63,469 63,000 1200 Measure G 541,171 576,252 565,134 610,200 Total 4,399,480 3,991,439 4,977,247 5,548,589 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 579,021 291,565 519,171 593,290 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 622,181 345,002 583,825 771,090 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 622,181 345,002 583,825 771,090 Total 622,181 345,002 583,825 771,090 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,265,990 1,189,454 1,409,921 1,353,207 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 1,445,607 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,185,428 1,102,328 1,337,281 1,288,048 1100 Measure E 7,000 7,000
1200 Measure G 135,788 134,767 143,340 150,559 Total 1,321,216 1,237,095 1,487,621 1,445,607 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 254,601 175,566 160,860 158,773 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 257,063 176,632 165,960 167,073 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 257,063 176,632 165,960 167,073 Total 257,063 176,632 165,960 167,073 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,530,088 1,537,064 1,932,431 2,018,294 62 - Supplies & Materials (2,341) (23,770) (5,800) 23,700 63 - Outside Services 132,273 111,481 207,400 398,000 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 2,780,244 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,514,606 1,504,162 1,989,100 2,378,681 1100 Measure E 51,712 50,023 55,000 55,000 1200 Measure G 306,179 333,066 315,661 346,563 Total 1,872,497 1,887,251 2,359,761 2,780,244 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 216,100 230,066 238,716 251,075 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 326,523 345,459 380,080 384,575 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 227,318 235,039 272,478 270,497 1100 Measure E 2,001 1,469 1,000 1200 Measure G 99,205 108,419 106,133 113,078 Total 326,523 345,459 380,080 384,575 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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
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
FINANCE DEPARTMENT
Work Force
116
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed
FINANCE DEPARTMENT
Work Force
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
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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 Proposed
4505 Fire Administration 389,399 471,653 705,315 896,156 4510 Suppression 20,465,938 22,653,434 22,687,741 24,256,363 4520 Emergency Medical Services 1,161,684 1,267,682 1,276,590 1,513,764 4530 Prevention 977,692 834,056 840,078 1,126,237 4540 Training 525,256 214,382 150,723 614,095 4560 Vehicle Maintenance 507,703 421,788 449,160 446,694 4570 Hazardous Material Control 268,207 264,966 284,856 394,692 Total 24,295,879 26,127,962 26,394,463 29,248,001 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 22,579,260 24,420,940 24,162,090 26,450,388 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 29,248,001 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 20,615,750 22,156,917 23,101,669 25,548,113 1100 Measure E 129,014 122,788 75,888 44,293 1200 Measure G 2,111,736 2,424,211 1,969,249 2,303,041 2501 Emergency Medical Service Fund 1,141,939 1,237,557 1,232,581 1,352,554 3111 SAFER 2013 297,439 176,465
2508 Contributions & Donations 10,025 15,075 Total 24,295,879 26,127,962 26,394,463 29,248,001 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 351,909 411,749 633,740 768,486 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 389,399 471,653 705,315 896,156 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 378,716 442,330 673,940 879,856 1200 Measure G 10,683 19,298 16,300 16,300 2508 Contributions & Donations 10,025 15,075 Total 389,399 471,653 705,315 896,156 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 19,357,096 21,498,680 21,218,010 22,579,800 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 24,256,363 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 18,265,819 20,265,078 20,994,014 22,237,634 1200 Measure G 1,902,680 2,211,892 1,693,727 2,018,729 3111 SAFER 2013 297,439 176,465
Total 20,465,938 22,653,434 22,687,741 24,256,363 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,063,762 1,142,285 1,092,246 1,212,604 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 1,513,764 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
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 1,352,554 Total 1,161,684 1,267,682 1,276,590 1,513,764 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 930,258 784,333 762,328 1,020,487 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 1,126,237 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 757,752 613,337 649,241 957,932 1100 Measure E 129,014 122,788 75,888 44,293 1200 Measure G 90,927 97,932 114,949 124,012 Total 977,692 834,056 840,078 1,126,237 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
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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 Proposed 61 - Salaries & Benefits 440,495 150,586 57,250 425,575 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 525,256 214,382 150,723 614,095 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 465,038 161,063 83,450 547,095 1200 Measure G 60,218 53,319 67,273 67,000 Total 525,256 214,382 150,723 614,095 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 178,202 171,816 135,160 129,894 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 507,703 421,788 449,160 446,694 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 460,475 380,018 379,160 376,694 1200 Measure G 47,228 41,769 70,000 70,000 Total 507,703 421,788 449,160 446,694
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 Proposed 61 - Salaries & Benefits 257,538 261,492 263,356 313,542 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 268,207 264,966 284,856 394,692 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 268,207 264,966 277,856 387,692 1200 Measure G 7,000 7,000
Total 268,207 264,966 284,856 394,692
FIRE DEPARTMENT
4570 Hazardous Material Control Division
141
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
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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 Proposed
1140 Human Resources 1,340,156 1,397,234 1,493,540 1,726,279 Total 1,340,156 1,397,234 1,493,540 1,726,279 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 1,205,072 1,196,474 1,223,240 1,449,229 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 1,726,279 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,175,230 1,231,313 1,322,109 1,548,980 1200 Measure G 164,927 165,921 171,431 177,299 Total 1,340,156 1,397,234 1,493,540 1,726,279 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,205,072 1,196,474 1,223,240 1,449,229 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 1,726,279 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,175,230 1,231,313 1,322,109 1,548,980 1200 Measure G 164,927 165,921 171,431 177,299 Total 1,340,156 1,397,234 1,493,540 1,726,279 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
Recreation & Community Services 3,262,304 5,222,813 7,276,719 7,979,762 Library 4,373,726 3,926,131 5,517,775 5,529,000 Total 7,636,029 9,148,944 12,794,495 13,508,762 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
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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 Proposed
5238 Parks and Community Services 2,566,658 2,854,023 3,107,178 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 595,324 606,090 843,019 821,432 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 155,350 153,784 158,330 159,977 6247 Sherwood Rec Center 8,713 3,154 61,900 33,650 6248 Youth Services & Comm Engagement 533,021 534,214 716,980 1,118,749 6249 Aquatic Center 205,267 196,047 336,459 258,000 Total 3,262,304 5,222,813 7,276,719 7,979,762 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 2,267,754 2,807,222 4,166,680 4,242,981 62 - Supplies & Materials 160,253 270,984 480,292 482,660 63 - Outside Services 788,747 2,117,787 2,282,300 3,102,066 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 7,979,762
RECREATION AND COMMUNITY SERVICES
Summary
158
RECREATION AND COMMUNITY SERVICES
Summary
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,086,074 2,564,837 3,488,464 1100 Measure E 1,164,665 1,561,805 2,288,728 2,699,192 1200 Measure G 983,952 1,075,468 1,407,298 5,257,670 2505 Recreation Parks 15,741 16,735 23,400 22,900 2508 Contributions & Donations 446 140 28,829 2509 KDF Los Padres 11,427 3,827 40,000 Total 3,262,304 5,222,813 7,276,719 7,979,762 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 784,416 849,941 1,284,948 1,426,044 62 - Supplies & Materials 109,047 156,405 202,649 211,750 63 - Outside Services 1,413,382 1,559,912 1,340,726 1,443,984 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 3,107,178 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,619,567 1,793,511 1,784,258 1100 Measure E 477,169 526,498 782,820 961,987 1200 Measure G 211,474 246,649 286,945 2,145,191 Total 2,308,211 2,566,658 2,854,023 3,107,178 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
1000 General Fund 103,316 106,216 223,431 1100 Measure E 235,225 261,794 291,708 275,203 1200 Measure G 211,747 202,073 246,094 451,897 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 Proposed 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 Proposed 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 Proposed
1100 Measure E 12,625 7,017 22,200 26,900 1200 Measure G 132,768 84,233 95,838 164,007 Total 145,393 91,250 118,038 190,907 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
1000 General Fund 1,529 2,197 2,500 1100 Measure E 1,339 988 3,050 29,350 1200 Measure G 3,436 262 12,300 13,800 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 Proposed 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 Proposed
1000 General Fund 11,587 18,408 12,060 1100 Measure E 43,508 7,289 50,900 61,800 1200 Measure G 46 200 23,692 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 Proposed 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 Proposed
1000 General Fund 3,864 3,202 8,152 1100 Measure E 19,565 7,746 24,350 39,480 1200 Measure G 200 9,700
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 Proposed 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 Proposed
1000 General Fund 9,200
1200 Measure G 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 Proposed 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 Proposed
1000 General Fund 75,413 1,988 163,900 1200 Measure G 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 Proposed 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 Proposed
1000 General Fund 167,642 98,548 209,100 1200 Measure G 5,500 6,200 233,706 Total 173,142 98,548 215,300 233,706 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
1000 General Fund 27,328 31,117 36,280 1100 Measure E 32,783 4,443 40,195 46,600 1200 Measure G 9,084 8,715 16,800 74,700 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 Proposed 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 Proposed
1000 General Fund 33,398 33,806 40,632 1100 Measure E 12,702 337 13,282 17,000 1200 Measure G 45,102 21,518 52,996 112,360 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 Proposed 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 Proposed
1000 General Fund 20,665 26,137 31,762 1100 Measure E 41,462 8,197 55,720 58,000 1200 Measure G 22,152 8,549 26,320 28,270 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 Proposed 61 - Salaries & Benefits 548,120 552,346 718,566 733,632 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 595,324 606,090 843,019 821,432 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 14,931 8 98,587 1100 Measure E 401,615 411,546 512,172 535,381 1200 Measure G 178,778 194,536 232,260 286,051 Total 595,324 606,090 843,019 821,432 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
1000 General Fund 288,603 112,513 239,373 1100 Measure E 29,601 10,544 93,577 57,000 1200 Measure G 71,726 44,854 67,400 442,900 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 Proposed 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 Proposed
1000 General Fund 23,709 25,351 35,940 1100 Measure E 39,496 13,093 76,708 79,761 1200 Measure G 25,834 7,765 28,810 73,950 Total 89,039 46,208 141,458 153,711 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 150,674 151,347 150,330 151,977 62 - Supplies & Materials 4,242 2,437 8,000 8,000 66 - Capital Outlays 435
Total 155,350 153,784 158,330 159,977 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 4,677 2,437 8,000 8,000 1200 Measure G 150,674 151,347 150,330 151,977 Total 155,350 153,784 158,330 159,977 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed
1000 General Fund 205,267 196,047 336,459 1200 Measure G 258,000
Total 205,267 196,047 336,459 258,000
RECREATION AND COMMUNITY SERVICES
6249 Aquatic Center Division
195
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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 Proposed 61 - Salaries & Benefits 496,522 499,226 615,984 556,394 62 - Supplies & Materials 10,260 3,322 35,000 38,800 63 - Outside Services 15,712 30,215 48,696 507,800 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 1,118,749 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 108,822 115,788 256,829 1100 Measure E 290,067 299,877 314,046 502,730 1200 Measure G 118,392 101,814 122,705 593,119 2505 Recreation Parks 15,741 16,735 23,400 22,900 Total 533,021 534,214 716,980 1,118,749 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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 Engagement Total 5.000 5.000 5.000 5.000 Total 19.000 19.000 31.000 33.000
201
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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
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204
FY 20 FY 21 FY 22 FY 23
Expenditures by Program Actual Actual Amended Proposed
6005 Library Administration 708,071 751,935 655,294 768,821 6009 Technical Services 948,819 842,714 1,129,695 1,209,834 6011 Steinbeck Library 932,424 887,273 1,231,341 1,262,779 6012 Cesar Chavez Library 859,054 807,184 1,150,573 1,104,139 6013 El Gabilan Library 272,286 120,426 517,553 349,969 6015 Community Education 653,072 516,599 833,318 833,458 Total 4,373,726 3,926,131 5,517,775 5,529,000 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 3,522,839 3,140,284 4,563,547 4,462,030 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 5,529,000 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 4,373,726 3,921,131 5,464,947 5,529,000 2508 Contributions & Donations 5,000 52,828 Total 4, 373,726 3,926,131 5,517,775 5,529,000 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 643,942 710,490 564,566 730,471 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 708,071 751,935 655,294 768,821 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 708,071 746,935 602,466 768,821 2508 Contributions & Donations 5,000 52,828 Total 708,071 751,935 655,294 768,821 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 499,419 444,333 678,345 689,814 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 1,209,834 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 948,819 842,714 1,129,695 1,209,834 Total 948,819 842,714 1,129,695 1,209,834 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 772,227 719,399 1,044,514 1,036,479 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 1,262,779 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 932,424 887,273 1,231,341 1,262,779 Total 932,424 887,273 1,231,341 1,262,779 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 777,357 717,504 1,058,647 957,339 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 1,104,139 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 859,054 807,184 1,150,573 1,104,139 Total 859,054 807,184 1,150,573 1,104,139 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 226,935 72,519 461,557 287,369 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 272,286 120,426 517,553 349,969 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 272,286 120,426 517,553 349,969 Total 272,286 120,426 517,553 349,969 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 602,958 476,040 755,918 760,558 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 653,072 516,599 833,318 833,458 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 653,072 516,599 833,318 833,458 Total 653,072 516,599 833,318 833,458 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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
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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 Proposed
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 5,311,440 8010 Intermodal Transp Center 81,106 104,077 115,040 151,860 Total 24,463,722 53,435,159 24,168,192 17,636,210 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 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 3,661,200 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 17,636,210 FY 20 FY 21 FY 22 F Y 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 12,150,415 12,977,732 5,729,467 6,025,610 1100 Measure E 171,700
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 Leas
e-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 17,636,210
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 Proposed 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 Proposed
1000 General Fund 209,622 2,419 172,200 1100 Measure E 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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 3,459,500 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 5,311,440 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 11,779,405 12,530,700 5,259,517 5,186,440 2506 PEG Cable Franchise 169,519 186,201 325,500 125,000 Total 11,948,924 12,716,900 5,585,017 5,311,440
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 Proposed 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 Proposed
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
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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 (5)
Officers (34)
Hot Officer
CSO (2)
3rd Watch Sgt (4)
Officers (30)
2nd Watch Cmd (2)
2nd Watch Sgt (4)
Officers (40)
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 Proposed
4110 Police Administration 1,086,632 1,082,886 1,262,760 1,009,244 4112 Personnel & Training 1,113,297 1,193,786 1,243,541 1,952,284 4116 Special Operations 789,724 522,564 729,514 993,946 4130 Support Services 6,053,449 6,295,305 7,313,070 6,468,135 4131 Technical Services 305,870 304,793 328,061 306,387 4132 Word Processing 582,965 588,084 222,760 205,500 4133 Evidence & Property 269,955 342,351 372,038 681,273 4134 Records 1,188,461 1,294,558 1,314,073 1,426,083 4137 Maintenance Services 156,304 129,287 44,790 123,723 4170 Animal Control Services 988,902 1,053,987 1,683,699 1,244,461 4171 Animal Control Svc -Agencies 18,343
4220 Field Operations 33,115,377 34,184,862 31,474,499 33,960,515 4221 Traffic 321,663 391,384 790,815 975,504 4250 Reserves 30,920 28,910 17,000 4340 Investigations 5,577,890 5,925,132 5,740,960 5,651,391 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 3,349,147 4380 Asset Seizure 28,226 6,672 118,059 52,000 Total 53,653,931 55,054,714 55,192,372 58,399,593 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 46,267,999 47,892,582 45,775,860 50,039,293 62 - Supplies & Materials 1,504,964 1,007,876 1,768,917 1,408,000 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 58,399,593
POLICE DEPARTMENT
Summary
240
POLICE DEPARTMENT
Summary
FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 39,224,978 40,912,119 39,128,567 47,594,549 1100 Measure E 3,823,650 4,041,614 4,624,849 4,347,419 1200 Measure G 9,377,131 9,039,957 9,842,441 5,510,523 2201 Sales Tax-SB172 400,000 600,000 680,000 600,000 2202 Supplemental Law Enf - AB3229 200,000 100,000 2502 Asset Seizure 28,226 6,672 118,059 52,000 2504 Vehicle Abatement 207,171 228,856 222,382 195,102 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 58,399,593 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 146.000 145.000 138.000 129.000
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 231.500 227.500 221.000 213.000
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 Proposed 61 - Salaries & Benefits 1,053,251 1,047,983 1,194,595 972,744 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 1,009,244 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 846,980 818,938 977,007 637,399 1200 Measure G 236,653 263,948 267,955 371,845 2508 Contributions & Donations 3,000 17,798 Total 1,086,632 1,082,886 1,262,760 1,009,244 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 761,025 953,140 766,241 1,479,284 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 1,952,284 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 901,051 1,062,862 973,473 1100 Measure E 98,317 96,780 95,068 1,952,284 1200 Measure G 113,929 34,145 175,000 Total 1,113,297 1,193,786 1,243,541 1,952,284 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 778,970 500,764 699,514 975,446 62 - Supplies & Materials 10,754 21,800 20,000 18,500 63 - Outside Services 10,000
Total 789,724 522,564 729,514 993,946 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 371,584 106,312 317,260 1100 Measure E 141,303 187,518 189,872 798,844 1200 Measure G 69,667 (122)
2504 Vehicle Abatement 207,171 228,856 222,382 195,102 Total 789,724 522,564 729,514 993,946 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,295,961 1,250,005 1,644,236 957,135 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 6,468,135 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 5,536,308 5,777,352 6,687,108 6,468,135 1100 Measure E 155,628 14,425 104,614 1200 Measure G 258,944 396,094 391,348 3302 Cal ID / RAN Grant 102,569 107,434 130,000 Total 6,053,449 6,295,305 7,313,070 6,468,135 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 215,463 246,111 231,407 233,387 62 - Supplies & Materials 66,672 47,904 68,854 51,000 63 - Outside Services 23,735 10,778 27,800 22,000 Total 305,870 304,793 328,061 306,387 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 295,870 293,793 317,061 306,387 1200 Measure G 10,000 11,000 11,000 Total 305,870 304,793 328,061 306,387 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 476,117 455,712 104,084 90,000 62 - Supplies & Materials 1,938 47 3,000 500 63 - Outside Services 104,910 132,324 115,676 115,000 Total 582,965 588,084 222,760 205,500 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 487,954 488,806 143,012 1100 Measure E 205,500
1200 Measure G 95,011 99,278 79,748 Total 582,965 588,084 222,760 205,500 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 264,632 337,597 360,942 663,773 62 - Supplies & Materials 5,048 4,353 10,396 17,000 64 - Other Charges 276 400 700 500 Total 269,955 342,351 372,038 681,273 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 269,955 342,351 362,038 1100 Measure E 681,273
1200 Measure G 10,000
Total 269,955 342,351 372,038 681,273 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,181,029 1,286,786 1,298,473 1,411,283 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 1,426,083 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 996,570 1,051,939 1,048,111 1100 Measure E 2,550
1200 Measure G 191,892 242,618 263,412 1,426,083 Total 1,188,461 1,294,558 1,314,073 1,426,083 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 138,297 120,946 29,790 120,223 62 - Supplies & Materials 18,007 8,341 15,000 3,500 Total 156,304 129,287 44,790 123,723 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 156,304 129,287 44,790 123,723 Total 156,304 129,287 44,790 123,723 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 535,356 500,383 536,023 492,461 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 1,244,461 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 818,585 912,467 1,122,189 1,244,461 1100 Measure E 137,827 131,520 119,734 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 1,244,461 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 31,725,703 33,268,143 30,030,132 32,826,515 62 - Supplies & Materials 1,219,446 773,338 1,354,367 1,040,000 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 33,960,515 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 21,786,986 23,053,684 19,565,409 32,550,997 1100 Measure E 2,600,567 2,976,390 3,365,280 709,518 1200 Measure G 8,127,824 7,554,789 7,863,810 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 33,960,515 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 4220 Field Operations 146.000 145.000 138.000 129.000
Total 146.000 145.000 138.000 129.000
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 Proposed 61 - Salaries & Benefits 311,058 386,569 779,215 969,504 62 - Supplies & Materials 10,605 4,815 11,600 6,000 Total 321,663 391,384 790,815 975,504 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 321,663 391,384 790,815 1200 Measure G 975,504
Total 321,663 391,384 790,815 975,504 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 5,548,539 5,883,915 5,658,975 5,603,391 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 5,651,391 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 4,904,372 5,157,884 4,603,903 5,651,391 1100 Measure E 408,754 339,041 370,389 1200 Measure G 264,765 428,207 766,668 Total 5,577,890 5,925,132 5,740,960 5,651,391 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,670,523 1,433,455 2,424,233 3,244,147 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 3,349,147 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,444,698 1,181,115 2,158,391 612,056 1100 Measure E 281,255 295,940 377,342 1200 Measure G 2,737,091
Total 1,725,953 1,477,055 2,535,733 3,349,147 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Total 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 97.000
Police Recruit 11.000 11.000 8.000 8.000
Police Sergeant 16.000 16.000 15.000 13.000
Assistant Chief of Police 1.000 1.000 1.000 1.000
273
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed
POLICE DEPARTMENT
Work Force
Multi-Service Officer 2.000
4220 Field Operations Total 146.000 145.000 138.000 129.000 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 Total 4.000 4.000 9.000 11.000 Total 231.500 227.500 221.000 213.000
274
PUBLIC WORKS DEPARTMENT
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION
ENGINEERING
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 Proposed
Engineering and Transportation 3,494,219 3,131,063 3,971,439 3,700,593 Geographic Information Systems 590,535 572,980 668,194 626,224 Environmental and Maintenance Services 7,618,094 5,478,390 6,696,205 7,456,871 Total 11,702,849 9,182,433 11,335,838 11,783,688 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed
5110 Engineering Administration 766,061 745,245 982,546 839,771 5115 Development Engineering 660,892 616,645 919,286 853,079 5120 Engineering Services 1,142,929 851,978 641,268 468,792 5122 Dev, Traffic & Transportation 658,534 582,182 827,020 1,096,764 5125 Eng Water & Solid Waste Division 265,803 335,012 601,320 442,187 5128 GIS Division 590,535 572,980 668,194 626,224 5230 Maintenance Administration 408,687 425,422 506,397 458,678 5231 Graffiti Abatement 117,365 181,676 220,554 228,482 5232 Facilities Maintenance 849,917 795,777 971,185 1,331,232 5234 Street Maintenance 1,855,452 2,055,629 2,310,516 2,642,469 5235 Street Lights 594,416 630,283 595,481 607,008 5236 Traffic Signals 316,653 313,878 365,400 470,466 5237 Environmental Compliance 124,904 104,567 140,680 205,366 5238 Parks and Community Services 2,308,211
5239 Urban Forestry 1,042,488 971,157 1,585,992 1,513,170 Total 11,702,849 9,182,433 11,335,838 11,783,688 FY 20 FY 21 FY 22 FY 23
Expenditures by Character Actual Actual Amended Proposed 61 - Salaries & Benefits 7,971,305 7,156,236 8,066,348 8,480,470 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 11,783,688 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 9,952,292 8,117,459 9,941,926 6, 205,973
1100 Measure E 726,855 252,085 358,712 1200 Measure G 1,023,701 812,890 1,030,200 5,577,715 2508 Contributions & Donations 5,000
Total 11,702,849 9,182,433 11,335,838 11,783,688
PUBLIC WORKS DEPARTMENT
Summary
283
PUBLIC WORKS DEPARTMENT
Summary
FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 621,922 597,647 720,517 711,871 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 766,061 745,245 982,546 839,771 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 732,325 713,021 895,787 839,771 1200 Measure G 33,736 32,223 81,759 2508 Contributions & Donations 5,000
Total 766,061 745,245 982,546 839,771 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 541,945 520,001 710,945 712,341 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 660,892 616,645 919,286 853,079 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 660,892 616,645 919,286 853,079 Total 660,892 616,645 919,286 853,079 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,008,978 798,635 468,403 321,992 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 1,142,929 851,978 641,268 468,792 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,142,929 851,978 641,268 468,792 Total 1,142,929 851,978 641,268 468,792 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
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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 Proposed 61 - Salaries & Benefits 594,715 559,160 761,720 890,060 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 1,096,764 FY 20 FY 21 FY 22 FY 23
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 658,534 582,182 827,020 1200 Measure G 1,096,764
Total 658,534 582,182 827,020 1,096,764 FY 20 FY 21 FY 22 FY 23
Workforce by Program Authorized Authorized Authorized Proposed 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
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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