C ITY OF S ALINAS , C ALIFORNIA
PRELIMINARY
OPERATING BUDGET
FISCAL YEAR 202 4
C ITY OF S ALINAS
P R ELIMINARY O PERATING B UDGET
Fiscal Year 202 4
KIMBLEY CRAIG
Mayor
CARLA VIVIANA GONZÁLEZ TONY BARRERA STEVE MCSHANE
Councilmember Councilmember Councilmember
District 1 District 2 District 3
O
RLANDO OSORNIO ANDREW SANDOVAL 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 LISA BRINTON
Police Chief Community Development Director
SAMUEL KLEMEK MARK ROBERTS
Fire Chief Director of Finance
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CITY OF SALINAS
Organizational Chart
CITY
MANAGER
CITY COUNCIL
FINANCE
Accounting
Revenue &
Licensing
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
Information
Technology
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TABLE OF CONTENTS
LETTER OF TRANSMITTAL…………………………………………………………………….…………………i
COMMUNITY PROFILE…………………………………………………………………………………………....1
BUDGET GUIDE…………………………………………………………………………………………….……....5
SUMMARIES & SCHEDULES
Fund Balances .................................................................................................................. 13 Minimum Reserve Targets & Balances............................................................................. 16 Fund Transfers .................................................................................................................. 17 Expenditure Summary by Category .................................................................................. 21 Revenue ............................................................................................................................ 26 Administrative Overhead Rates ........................................................................................ 27 Workforce Summary ......................................................................................................... 28 Workforce by Position ....................................................................................................... 29 Workforce by Department ................................................................................................. 34 Workforce by Fund ............................................................................................................ 41
THE SALINAS PLAN REFRESH…. ........................................................................................................... 51
MEASURE E FUND .................................................................................................................................... 55
MEASURE G FUND .................................................................................................................................... 57
GENERAL GOVERNMENT SERVICES
Administration
Department Organization Chart – By Division ............................................................ 59 Department Organization Chart – By Position ........................................................... 60 Summary .................................................................................................................... 62 City Manager’s Office ............................................................................................ 64 City Clerk ............................................................................................................... 66 Information Technology Organization Chart – By Position ........................................ 69 Information Technology ......................................................................................... 70 Workforce ................................................................................................................... 72
City Attorney
Department Organization Chart – By Division ............................................................ 73 Department Organization Chart – By Position ........................................................... 74 Summary .................................................................................................................... 75 City Attorney’s Office .................................................................................................. 78 Workforce ................................................................................................................... 80
City Council
Department Organization Chart – By Position ........................................................... 81 Summary .................................................................................................................... 82 City Council ................................................................................................................ 84 Workforce ................................................................................................................... 86
Community Development
Department Organization Chart – By Division ............................................................ 87 Department Organization Chart – By Position ........................................................... 88 Community Development Department Summary ....................................................... 90
TABLE OF CONTENTS
Administration ............................................................................................................. 96 Economic Development .............................................................................................. 98 Advanced Planning and Project Implementation ..................................................... 102 Code Enforcement .................................................................................................... 104 Current Planning ....................................................................................................... 106 Housing and Community Development .................................................................... 108 Downtown Streets Team .......................................................................................... 112 Homelessness Service Coordination ....................................................................... 114 East Area Specific Plan (EASP) ............................................................................... 116 General Plan ............................................................................................................. 118 Workforce ................................................................................................................. 120
Finance
Department Organization Chart – By Division .......................................................... 123 Department Organization Chart – By Position ......................................................... 124 Summary .................................................................................................................. 125 Finance Administration ............................................................................................. 126 Accounting ................................................................................................................ 127 Purchasing ................................................................................................................ 128 Revenue & Licensing ................................................................................................ 129 Budget Engagement ................................................................................................. 130 Workforce ................................................................................................................. 131
Fire
Department Organization Chart – By Division .......................................................... 133 Department Organization Chart – By Position ......................................................... 134 Summary .................................................................................................................. 135 Fire Administration .................................................................................................... 140 Suppression .............................................................................................................. 142 Emergency Medical Services ................................................................................... 144 Prevention................................................................................................................. 146 Training ..................................................................................................................... 150 Vehicle Maintenance ................................................................................................ 152 Hazardous Materials Control .................................................................................... 154 Workforce ................................................................................................................. 156
Human Resources
Department Organization Chart – By Division .......................................................... 157 Department Organization Chart – By Position ......................................................... 158 Summary .................................................................................................................. 160 Human Resources .................................................................................................... 162 Workforce ................................................................................................................. 164
Library and Community Services Department
Department Organization Chart – By Division .......................................................... 165 Department Organization Chart – By Position ......................................................... 166 Summary .................................................................................................................. 167 Recreation and Park Services
Organization Chart – By Division ................................................................... 171 Summary ........................................................................................................ 172 Parks and Community Services ..................................................................... 174 Recreation Administration .............................................................................. 176 Neighborhood Services .................................................................................. 178
TABLE OF CONTENTS
Closter Park .................................................................................................... 180 El Dorado Park ............................................................................................... 182 Central Park .................................................................................................... 184 Facility Services .............................................................................................. 186 Reimbursable Recreation Activities ................................................................ 188 Youth Sports ................................................................................................... 190 Recreation Center .......................................................................................... 192 Firehouse Recreation Center ......................................................................... 194 Hebbron Heights Recreation Center .............................................................. 196 Afterschool Programs ..................................................................................... 198 Community Center .......................................................................................... 200 Breadbox Recreation Center .......................................................................... 202 Hebbron Family Center .................................................................................. 204 Sherwood Recreation Center ......................................................................... 206 Aquatic Center ................................................................................................ 208 Parking Drinking Fountain Replacement ........................................................ 210 Community Partnerships and Engagement
Organization Chart – By Division ................................................................... 213 Youth Services & Community Engagement ................................................... 214 Workforce ....................................................................................................... 216 Library Services
Organization Chart – By Division ................................................................... 219 Summary ........................................................................................................ 221 Library Administration ..................................................................................... 222 Technical Services ......................................................................................... 224 Steinbeck Library ............................................................................................ 226 Cesar Chavez Library ..................................................................................... 228 El Gabilan Library ........................................................................................... 230 Community Education .................................................................................... 232 Workforce ....................................................................................................... 234
Non-Departmental
Organization Chart – By Division ............................................................................. 237 Summary .................................................................................................................. 238 Community Programs ............................................................................................... 240 Elections ................................................................................................................... 242 65 West Alisal ........................................................................................................... 244 Debt Service ............................................................................................................. 246 Other Services .......................................................................................................... 248 Intermodal Transportation Center ............................................................................ 250
Police
Department Organization Chart – By Division .......................................................... 253 Department Organization Chart – By Position ......................................................... 254 Summary .................................................................................................................. 255 Police Administration ................................................................................................ 258 Personnel & Training ................................................................................................ 260 Special Operations ................................................................................................... 262 Support Services ...................................................................................................... 264 Technical Services ................................................................................................... 266 Word Processing ...................................................................................................... 268 Evidence & Property ................................................................................................. 270 Records .................................................................................................................... 272
TABLE OF CONTENTS
Maintenance Services .............................................................................................. 274 Animal Control Services ........................................................................................... 276 Field Operations ....................................................................................................... 278 Traffic ........................................................................................................................ 280 Investigations ............................................................................................................ 282 Violence Suppression Task Force ............................................................................ 284 Asset Seizure ........................................................................................................... 286 Workforce ................................................................................................................. 288
Public Works Department
Department Organization Chart – By Division .......................................................... 291 Department Organization Chart – By Position ......................................................... 292 Summary .................................................................................................................. 293 Engineering and Transportation
Organization Chart – By Division ................................................................... 301 Engineering Administration ............................................................................ 302 Development Engineering .............................................................................. 304 Engineering Services...................................................................................... 306 Development, Traffic & Transportation ........................................................... 308 Energy, Water & Solid Waste Division ........................................................... 312 Workforce ....................................................................................................... 316 Geographic Information Systems
Organization Chart – By Division ................................................................... 319 GIS Division .................................................................................................... 320 Workforce ....................................................................................................... 323 Environmental and Maintenance Services
Organization Chart – By Division ................................................................... 325 Maintenance Administration ........................................................................... 326 Graffiti Abatement ........................................................................................... 328 Facilities Maintenance .................................................................................... 330 Street Maintenance ........................................................................................ 332 Street Lights ................................................................................................... 334 Traffic Signals ................................................................................................. 336 Environmental Compliance ............................................................................ 338 Urban Forestry ................................................................................................ 340 Workforce ....................................................................................................... 342
ASSESSMENT AND MAINTENANCE DISTRICTS
Organization Chart – By Division ............................................................................. 345 Summary .................................................................................................................. 347 Assessment District Debt Service ............................................................................ 350 Woodside Park ......................................................................................................... 352 Airport Business Park ............................................................................................... 354 North East ................................................................................................................. 356 Harden Ranch .......................................................................................................... 358 Vista Nueva .............................................................................................................. 360 Mira Monte ................................................................................................................ 362 Monte Bella ............................................................................................................... 364 Workforce ................................................................................................................. 366
ENTERPRISE OPERATIONS
Organization Chart – By Division ............................................................................. 367 Summary .................................................................................................................. 368
TABLE OF CONTENTS
Permit Services ........................................................................................................ 372 NPDES Storm Water ................................................................................................ 374 Airport ....................................................................................................................... 378 Industrial Waste ........................................................................................................ 380 Sanitary Sewer ......................................................................................................... 382 NPDES Storm Drain Sewer ...................................................................................... 384 NPDES Street Sweeping .......................................................................................... 386 Hitchcock Road Water .............................................................................................. 388 Downtown Parking .................................................................................................... 390 Preferential Parking .................................................................................................. 392 Parking Enforcement ................................................................................................ 394 Twin Creeks Golf Course ......................................................................................... 396 Fairways Golf Course ............................................................................................... 398 Workforce ................................................................................................................. 400
INTERNAL SERVICES
Organization Chart – By Division ............................................................................. 403 Summary .................................................................................................................. 404 Risk Management ..................................................................................................... 406 General Insurances .................................................................................................. 408 Workers’ Compensation Insurance .......................................................................... 410 Liability Insurance ..................................................................................................... 412 Vehicle/Equipment Maintenance .............................................................................. 414 Vehicle Replacement Fund ...................................................................................... 416 Workforce ................................................................................................................. 417
APPENDIX
Budget Resolution FY 24 ................................................................................................ 419 Appropriations Limit FY 24 .............................................................................................. 421 American Rescue Plan Act ............................................................................................. 423 Financial Policies ............................................................................................................ 425 Chart of Accounts ............................................................................................................ 457 Salary Schedule .............................................................................................................. 493
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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) 2024 . 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 presents the Budget Resolution that captures the Estimated Revenue, Interfund Transfers and Appropriations for FY 2024; The Appropriation Limit calculation; Fund Balance projection by fund for FY 202 4; The Administrative Overhead Rates; A summary schedules of revenues by fund that 5 BUDGET GUIDE
includes actual revenues for FY 2021 and FY 2022 and estimates for FY 2023 and FY 2024. 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 tow ard 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 2024 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 2024 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 2021 and FY 2022 and projected expenditures for FY 2023 and FY 2024.
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 expendit ures 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 individual 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.
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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 Manager’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 20 21 and 2022 10 BUDGET GUIDE
actual, the 2023 budget and the proposed 2024 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, NPDES Storm Drain Sewer, NPDES Street Sweeping, Hitchcock Road Water Utility, Permit Services 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 annually. For FY 2016- 17 forward, the budget included employees’ full cost due to the elimination of the furlough program effective July 1, 2015.
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 2021 and 2022 actuals & 202 3 and 2024 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
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Reserve Balance Fund 06/30/2023 FY 2 4 FY 2 4 FY 2 4 FY 2 4 FY 2 4 06/30/2024 General Fund 1,153,000 121,086,750 2,828,200 (19,500,155) (109,287,521) (3,220,000) (6,939,726) Measure E Fund 4,766,000 17,350,000 - (1,981,400) (13,275,058) (3,057,000) 3,802,542 Measure G Fund 13,917,000 34,625,000 - (8,469,620) (23,119,271) (6,677,000) 10,276,109 Total - General Funds 19,836,000 173,061,750 2,828,200 (29,951,175) (145,681,850) (12,954,000) 7,138,925 Assessment & Maintenance District Funds
Maintenance District Administration (8,192) - - - - - (8,192) Woodside Park Maintenance District 183,535 53,400 - - (44,936) - 191,999 Downtown Mall Maintenance District (42,996) - - - - - (42,996) Airport Business Park Maintenance District 8,608 15,000 - - (16,617) - 6,991 NE Salinas Landscape District 1,020,520 841,550 - (10,000) (815,339) - 1,036,731 Harden Ranch Landscape District 119,193 157,960 - - (134,355) - 142,798 Vista Nueva Maintenance District 353,193 41,700 - (150,000) (107,660) - 137,233 Mira Monte Maintenance District 314,713 128,000 - - (151,917) - 290,796 Monte Bella Maintenance District 2,666,697 847,000 - (611,000) (325,873) - 2,576,824 Assessment District Admin. (2,178) - - - - - (2,178) Assessment District Debt Svc (8,549) 475,400 - - (463,600) - 3,251 A ssessment District Reserv e 1,849,221 34,000 - - - - 1,883,221 2019 Special Tax Bond - Monte Bella 273,475 168,900 - - (166,200) - 276,175 2019 Special Tax Bond - Monte Bella 2 267,277 140,600 - - (138,400) - 269, 477 2019 Special Tax Bond - Monte Bella 3 307,025 170,000 - - (167,200) - 309,825 Total - Assessment & Maintenance District Funds 7,301,542 3,073,510 - (771,000) (2,532,097) - 7,071,955 Local Public Safety Fund 1,520,488 1,113,000 - - (1,343,000) - 1,290,488 Emergency Medical Service Fund (432,111) 140,000 1,600,000 - (1,541,838) - (233,949) Asset Forfeiture Fund 129,566 31,800 - - (62,000) - 99,366 Traffic Safety Fund (100,127) 300,200 - (200,000) - - 73 Vehicle Abatement Fund 291,694 130,000 50,000 - (189,693) - 282,001 Recreation Parks Fund 88,799 30,000 - - (22,900) - 95,899 PEG Cable Franchise Fund 544,098 185,000 - - (200,000) - 529,098 Municipal Art Fund 28,942 6,500 - - - - 35,442 Contributions & Donations Fund 12,865 - - - - - 12,865 KDF Los Padres Devmt Social Svcs Fund 241,374 - - - - - 241,374 Meas. X - Trans. Safety & Invmt Plan Fund 3,136,507 5,182,000 - (4,023,400) - - 4,295,107 SB 1 Road Maint. & Rehab. Fund 1,356,419 4,117,000 - (3,375,000) - - 2,098,419 SB 1 Traffic Congestion Relief Fund 568,255 11,000 - - - - 579,255 General Plan Fund 2,593,127 250,000 555,430 (153,200) (946,800) - 2,298,557 13 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Reserve Balance Fund 06/30/2023 FY 2 4 FY 2 4 FY 2 4 FY 2 4 FY 2 4 06/30/2024 SRA Public Improvement Fund 1,628,750 31,000 - - - - 1,659,750 HSA - Affordable Housing Fund 3,211,912 114,100 - - (1,050) - 3,324,962 Development Fees
Sewer & Storm 194,981 187,000 - (250,000) - - 131,981 Parks & Playground 69,704 204,000 - (82,500) - - 191,204 Library 198,075 69,000 - - - - 267,075 Street Trees 22,910 10,500 - - - - 33,410 Annexations (169) - - - - - (169) Arterial 5,031,113 940,000 - - - - 5,971,113 Fire 216,118 33,400 - - - - 249,518 Police 1,177,250 142,000 - - - - 1,319,250 Total - Development Fee Funds 6,909,982 1,585,900 - (332,500) - - 8,163,382 Gas Tax Funds 2,235,939 4,702,000 - (3,938,800) - - 2,999,139 Housing & Urban Development Funds (310,366) 18,071,009 - - (14,169,689) - 3,590,954 Grant Funds - 115,500 - - (115,500) - - Debt Service Funds 1,224,389 486,700 11,679,000 - (11,678,800) - 1,711,289 Special Aviation Funds
State 31,137 81,000 - (81,000) - - 31,137 Federal 295,944 1,638,000 - (1,620,000) - - 313,944 Total - Special Aviation Funds 327,081 1,719,000 - (1,701,000) - - 345,081 Special Construction Assistance Funds
Federal & State - - - - - - - Measure X Bonds - - - - - - - Others - - - - - - - Total - Special Construction Assistance Funds - - - - - - - Assessment & Maintenance District Bond Funds 30,661 8,700 - - - - 39,361 Capital Projects Fund 2,000,000 - 18,511,300 - (18,511,300) - 2,000,000 Enterprise Funds
Municipal Airport 1,746,000 2,070,000 - (608,900) (1,772,338) - 1,434,762 Industrial Waste 485,037 3,166,000 - (224,800) (2,702,971) - 723,266 14 SUMMARIES & SCHEDULES
Fund Balances
Estimated Estimated Estimated Estimated Estimated Estimated Balance Revenues Transfers In Transfers Out Appropriations Reserve Balance Fund 06/30/2023 FY 2 4 FY 2 4 FY 2 4 FY 2 4 FY 2 4 06/30/2024 Golf Courses 68,136 160,000 450,000 - (659,300) - 18,836 Sewer (2,126,626) 4,167,500 - (271,700) (4,293,762) - (2,524,588) Stormwater (NPDES) 793,127 59,200 2,225,000 - (2,868,817) - 208,510 Crazy Horse Landfill 721 - - - - - 721 Water Utility 14,854 11,000 - - (15,000) - 10,854 Downtown Parking District (2,167,416) 445,000 1,343,700 (133,900) (1,654,755) - (2,167,371) Preferential Parking 60,903 25,000 - - (22,700) - 63,203 Parking Enforcement (2,532) 1,100,000 - - (1,095,659) - 1,809 Permit Services 2,488,307 3,106,200 - (307,000) (4,100,686) - 1,186,821 Total - Enterprise Funds 1,360,511 14,309,900 4,018,700 (1,546,300) (19,185,988) - (1,043,177) Internal Service Funds
Internal Services Administration 1,901,407 - - (1,750,000) (43,000) - 108,407 Insurances 910,785 200,000 1,400,000 (500,000) (1,606,000) - 404,785 Worker's Comp. Self-Insurance - 5,536,700 - - (5,595,053) - (58,353) General Liability Self-Insurance - 264,500 4,910,000 - (4,663,989) - 510,511 Fleet Maintenance 729,100 - 2,300,000 - (2,563,965) - 465,135 Vehicle Replacement 9,000,000 - 1,340,445 - (4,964,260) - 5,376,185 Total - Internal Service Funds 12,541,292 6,001,200 9,950,445 (2,250,000) (19,436,267) - 6,806,670 Trusts & Agency Funds
Successor Agency - SRA 4,792,877 2,339,000 - (950,700) (1,417,400) - 4,763,777 Reserve - Successor Agency (1,265,894) - - - - - (1,265,894) Total - Trust & Agency Funds 3,526,983 2,339,000 - (950,700) (1,417,400) - 3,497,883 Deferred Compensation Admin. Fund 35,054 - - - - - 35,054 Grand Total 237,115,769 49,193,075 (49,193,075) (237,036,172) (12,954,000) 15 SUMMARIES & SCHEDULES
Minimum Reserve Targets & Balances
Minimum
Target Balance
Balance
7/1/24
% of Min.
Target Bal.
General Funds Economic Contingency Reserve
General Fund $14,700,000 $14,700,000 100%
Measure E Fund 1,900,000 1,900,000 100%
Measure G Fund 3,600,000 3,600,000 100%
Total General Funds Economic Contingency Reserve $20,200,000 $20,200,000 General Funds Infrastructure Maintenance Reserve
General Fund $6,100,000 $3,100,000 51%
Measure E Fund 900,000 500,000 56%
Measure G Fund 1,800,000 900,000 50%
Total General Funds Infrastructure Maintenance Reserve $8,800,000 $4,500,000 General Fund Facilities Maintenance Reserve $3,700,000 $1,900,000 51% Vehicle Replacement Reserve $18,300,000 $12,300,000 67% General Liability Self-Insurance Reserve $6,268,000 $1,600,000 26% Workers' Compensation Self-Insurance Reserve $32,612,000 $8,700,000 27% Pension Reserve (Irrevocable Supplemental Section 115 Trust) $173,300,000 $11,200,000 6% OPEB Reserv e $17,100,000 $1,000,000 6%
District 5 Community Center $8,100,000 $8,100,000 100%
16 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out T ransfers
$ $ $
1000 G eneral F und
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
90.2513 General Plan 153,200
90.7101 Int Svcs - Administration 750,000
95.2501 Emergency Medical Service Fund 1,600,000
95.2504 Vehicle Abatement 50,000
95.2513 General Plan 555,430
95.4104 2014 COP Consolidation 227,100
95.4111 Refunding Bonds Series 2020A-1 Energy 1,199,500
95.4112 Refunding 2020A-2 SVSWA 668,300
95.6302 Twin Creek Golf Course 450,000
95.6500 Storm Sewer (NPDES) 2,150,000
95.6801 Downtown Parking 393,000
95.7102 Int Svcs - Insurances 600,000
95.7104 Int Svcs - General Liability 2,800,000
95.7120 Int Svcs - Fleet Maint 2,000,000
95.7121 Int Svcs - Vehicle Replacement 876,825
95.5800 Capital Projects 5,930,000
Total General Fund 2,828,200 19,500,155 (16,671,955)
1100 Measure E F und
95.4110 2018 Lease-El Gabilan Library 1,145,200
95.4111 Refunding Bonds Series 2020A-1 Energy 66,200
95.7102 Int Svcs - Insurances 250,000
95.7104 Int Svcs - General Liability 420,000
95.7120 Int Svcs - Fleet Maint 100,000
Total Measure E Fund - 1,981,400 (1,981,400) 1200 Measure G F und
95.4106 2018 Lease - Public Safety Bldg 5,750,800
95.4111 Refunding Bonds Series 2020A-1 Energy 5,200
95.7102 Int Svcs - Insurances 550,000
95.7104 Int Svcs - General Liability 190,000
95.7120 Int Svcs - Fleet Maint 200,000
95.7121 Int Svcs - Vehicle Replacement 463,620
95.5800 Capital Projects 1,310,000
Total Measure G Fund - 8,469,620 (8,469,620) 2100 Maintenance District F und
2105 95.5800 Capital Projects 10,000
2107 95.5800 Capital Projects 150,000
2109 95.5800 Capital Projects 611,000
Total Maintenance District F und - 771,000 (771,000) 2300 Development F ees
2301 95.5800 Capital Projects 250,000
2302 95.5800 Capital Projects 82,500
Total Development Fees Fund - 332,500 (332,500) 2400 G as Tax F und
2401 95.1000 General Fund 1,200,300
2401 95.6500 Storm Sewer (NPDES) 15,000
2402 95.1000 General Fund 230,000
2403 95.1000 General Fund 294,700
2403 95.6500 Storm Sewer (NPDES) 60,000
2402 95.5800 Capital Projects 20,000
2403 95.5800 Capital Projects 1,000,000
2404 95.5800 Capital Projects 1,118,800
Total Gas Tax Fund - 3,938,800 (3,938,800) 17 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
2501 E
mergency Medical Services F und
90.1000 General Fund 1,600,000
Total Emergency Medical Services F und 1,600,000 - 1,600,000 2503 Traffic Safety F und
95.1000 General Fund 200,000
Total Traffic Safety Fund - 200,000 (200,000) 2504 Vehicle Abatement F und
90.1000 General Fund 50,000
Total Vehicle Abatement Fund 50,000 - 50,000 2510 Measure X
95.4107 Measure X Bonds 2,328,400
95.5800 Capital Projects 1,695,000
Total Measure X Fund - 4,023,400 (4,023,400) 2511 SB1 Road Maint & Rehab
95.5800 Capital Projects 3,375,000
Total SB1 Road Maint & Rehab Fund - 3,375,000 (3,375,000) 2513 G eneral Plan
90.1000 General Fund 555,430
95.1000 General Fund 153,200
Total General Plan Fund 555,430 153,200 402,230 4100 Debt Service F und
4104 90.1000 General Fund 227,100
4106 90.1200 Measure G 5,750,800
4107 90.2510 Measure X - TAMC 2,328,400
4110 90.1100 Measure E 1,145,200
4111 90.1000 General Fund 1,199,500
4111 90.1100 Measure E 66,200
4111 90.1200 Measure G 5,200
4111 90.6100 Airport Fund 79,900
4111 90.6200 Industrial Waste 74,800
4111 90.6400 Sewer Fund 99,700
4111 90.6801 Downtown Parking 33,900
4112 90.1000 General Fund 668,300
Total Debt Service Fund 11,679,000 - 11,679,000 5101 Special Aviation F und - State
95.5800 Capital Projects 81,000
Total Special Aviation Fund - State - 81,000 (81,000) 5102 Special Aviation F und - F ederal
95.5800 Capital Projects 1,620,000
Total Special Aviation Fund - Federal - 1,620,000 (1,620,000) 6100 Airport Fund
95.4111 Refunding Bonds Series 2020A-1 Energy 79,900
95.5800 Capital Projects 529,000
Total Airport Fund - 608,900 (608,900) 6200 Industrial Waste F und
95.4111 Refunding Bonds Series 2020A-1 Energy 74,800
95.5800 Capital Projects 150,000
Total Industrial Waste Fund - 224,800 (224,800) 6302 Twin Creek G olf Courses
90.1000 General Fund 450,000
Total Golf Courses Fund 450,000 - 450,000 18 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
6400 S
anitary Sewer F und
95.4111 Refunding Bonds Series 2020A-1 Energy 99,700
95.5800 Capital Projects 172,000
Total Sanitary Sewer Fund - 271,700 (271,700) 6500 Storm Sewer (NPDES) Fund
90.1000 General Fund 2,150,000
90.2401 Gas Tax - 2107 15,000
90.2403 Gas Tax - 2105 60,000
Total Storm Sewer (NPDES) Fund 2,225,000 - 2,225,000 6801 Downtown Parking District Fund
90.1000 General Fund 393,000
90.8914 RORF-Redev Obligation Retirement 950,700
95.4111 Refunding Bonds Series 2020A-1 Energy 33,900
95.5800 Capital Projects 100,000
Total Parking District Fund 1,343,700 133,900 1,209,800 6900 Permit Services
95.5800 Capital Projects 307,000
Total Permit Services F und - 307,000 (307,000) 7100 Internal Services F und
7101 95.1000 General Fund 750,000
7101 95.7104 Int Svcs - General Liability 1,000,000
7102 90.1000 General Fund 600,000
7102 90.1100 Measure E 250,000
7102 90.1200 Measure G 550,000
7102 95.7104 Int Svcs - General Liability 500,000
7104 90.1000 General Fund 2,800,000
7104 90.1100 Measure E 420,000
7104 90.1200 Measure G 190,000
7104 90.7101 Int Svcs - Administration 1,000,000
7104 90.7102 Int Svcs - Insurances 500,000
7120 90.1000 General Fund 2,000,000
7120 90.1100 Measure E 100,000
7120 90.1200 Measure G 200,000
7121 90.1000 General Fund 876,825
7121 90.1200 Measure G 463,620
Total Internal Services F und 9,950,445 2,250,000 7,700,445 8914 RORF -Redev Obligation Retirement
95.6801 Downtown Parking District 950,700
Total Successor Agency of the SRA - 950,700 (950,700) 5800 Capital Projects F und
90.1000 General Fund 5,930,000
90.1200 Measure G 1,310,000
90.2105 NE Salinas Landscape Maint District 10,000
90.2107 Vista Nueva Maint District 150,000
90.2109 Monte Bella Maint District 611,000
90.2301 Dev Fees - Sewer and Storm 250,000
90.2302 Dev Fees - Park & Playgrounds 82,500
90.2402 Gas Tax - 2106 20,000
90.2403 Gas Tax - 2105 1,000,000
90.2404 Gas Tax - 7360 1,118,800
90.2510 Measure X 1,695,000
90.2511 SB1 Road Maint & Rehab 3,375,000
90.5101 State Aid - Airport 81,000
90.5102 Federal Aid - Airport 1,620,000
90.6100 Airport 529,000
90.6200 Industrial Waste 150,000
19 SUMMARIES & SCHEDULES
Fund Transfers
Net
Transfers In Transfers Out Transfers
$ $ $
90.6400 Sewer Fund 172,000
90.6801 Downtown Parking 100,000
90.6900 Permit Services 307,000
Total Capital Projects Fund 18,511,300 - 18,511,300 Total Interfund Transfers 49,193,075 49,193,075 -
20 SUMMARIES & SCHEDULES
Expenditure Summary by Category – All Funds (Fiscal Year 2024)
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
General Funds
1000 General Fund
Dept Department Name
10 City Council $330,907 $68,700 $0 $0 $399,607
12 Administration 1,589,229 594,400 0 0 2,183,629
14 City Attorney's Office 728,037 152,540 0 40,000 920,577 16 Human Resources 1,370,020 297,050 0 75,000 1,742,070 20 Finance 3,600,768 2,574,395 0 741,800 6,916,963
30 Community Development 3,621,789 2,219,485 0 33,300 5,874,574 40 Police 42,767,407 6,354,000 225,370 10,000 49,356,777 45 Fire 25,330,997 1,348,170 184,240 73,450 26,936,857
50 Public Works 4,515,869 2,233,998 0 26,590 6,776,457
55 Recreation 112,300 167,450 0 0 279,750
60 Library 0 0 0 0 0
80 Non-Departmental 818,500 7,081,760 0 0 7,900,260
1000 General Fund Total $84,785,823 $23,091,948 $409,610 $1,000,140 $109,287,521 1100 Measure E Fund
Dept Department Name
10 City Council $0 $0 $0 $0 $0
12 Administration 0 0 0 0 0
14 City Attorney's Office 0 0 0 0 0
16 Human Resources 0 0 0 0 0
20 Finance 0 8,000 0 58,000 66,000
30 Community Development 0 0 0 0 0
40 Police 3,813,331 596,000 0 0 4,409,331
45 Fire 0 0 0 0 0
50 Public Works 0 0 0 0 0
55 Recreation 2,647,234 207,940 0 0 2,855,174
60 Library 4,794,573 1,107,980 0 42,000 5,944,553
80 Non-Departmental 0 0 0 0 0
1100 Measure E Fund Total $11,255,138 $1,919,920 $0 $100,000 $13,275,058 21 SUMMARIES & SCHEDULES
Expenditure Summary by Category – All Funds (Fiscal Year 2024)
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
1200 Measure G Fund
Dept Department Name
10 City Council $0 $0 $0 $0 $0
12 Administration 318,137 0 0 0 318,137
14 City Attorney's Office 0 0 0 0 0
16 Human Resources 185,020 0 0 0 185,020
20 Finance 639,648 1,000 0 0 640,648
30 Community Development 1,355,589 71,500 0 2,000 1,429,089 40 Police 6,199,012 120,000 0 0 6,319,012
45 Fire 1,590,141 274,200 0 43,000 1,907,341
50 Public Works 4,782,951 2,145,529 0 7,800 6,936,280
55 Recreation 2,036,347 3,266,397 0 81,000 5,383,744
60 Library 0 0 0 0 0
80 Non-Departmental 0 0 0 0 0
1200 Measure G Fund Total $17,106,845 $5,878,626 $0 $133,800 $23,119,271 General Funds Total $113,147,806 $30,890,494 $409,610 $1,233,940 $145,681,850 Assessment & Maintenance District Funds
2101 Maintenance District Admin. Fund $0 $0 $0 $0 $0
2102 Woodside Park Maint. Dist. Fund 6,936 38,000 0 0 44,936 2104 Airport Bus. Park Maint. Dist. Fund 2,205 14,412 0 0 16,617 2105 NE Salinas Landscape Dist. Fund 67,689 747,650 0 0 815,339 2106 Harden Ranch Landscape Dist. Fund 2,215 132,140 0 0 134,355 2107 Vista Nueva Maint. Dist. Fund 10 105,650 0 2,000 107,660 2108 Mira Monte Maint. Dist. Fund 36,087 115,830 0 0 151,917 2109 Monte Bella Maint. Dist. Fund 60,523 265,350 0 0 325,873 Assessment & Maintenance District Funds Total $175,665 $1,419,032 $0 $2,000 $1,596,697 22 SUMMARIES & SCHEDULES
Expenditure Summary by Category – All Funds (Fiscal Year 2024)
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
Grant Funds
2202 Supplemental Law Enfmt - AB3229 Fund $0 $743,000 $0 $0 $743,000 2910 Community Development Fund 474,028 172,650 0 5,904,000 6,550,678 2911 CDBG - COVID 19 Fund 366,006 0 0 0 366,006
2930 Home Investment Partnership Fund 189,703 1,950,434 0 3,500 2,143,637 2931 HOME-ARP Fund 77,048 13,000 0 0 90,048
2940 Emergency Solutions Grant - HUD Fund 79,397 68,558 0 0 147,955 2941 Emergency Solutions Grant - COC Fund 18,090 0 0 0 18,090 2943 ESG-CV HUD Fund 170,714 0 0 0 170,714
2951 SB 2 Fund 60,078 3,984,435 0 0 4,044,513
2954 Encampment Resolution Fund 480,133 0 0 0 480,133
2956 Family Homeless Challenge Fund 157,915 0 0 0 157,915 3282 Board of State & Comm. Corrns Fund 115,500 0 0 0 115,500 Grant Funds Total $2,188,612 $6,932,077 $0 $5,907,500 $15,028,189 Debt Service Funds
4104 2014 COP Consolidation Fund $0 $0 $227,100 $0 $227,100 4106 Public Safety Building 2018 Lease Fund 0 1,200,800 4,480,000 70,000 5,750,800 4107 2018B Total Road Imprvmt Prgm COP Fund 0 0 2,328,400 0 2,328,400 4110 El Gabilan Library 2018 Lease Fund 0 334,200 791,000 20,000 1,145,200 4111 2020A Refunding Bonds - Energy Fund 0 0 1,559,000 0 1,559,000 4112 2020A Refunding Bonds - SVSWA Fund 0 0 668,300 0 668,300 4202 Assessment District Debt Svc Fund 0 0 463,600 0 463,600 4204 2019 Spec. Tax Bond - Monte Bella Fund 0 0 166,200 0 166,200 4205 2019 Spec. Tax Bond - Monte Bella 2 Fund 0 0 138,400 0 138,400 4206 2019 Spec. Tax Bond - Monte Bella 3 Fund 0 0 167,200 0 167,200 Debt Service Funds Total $0 $1,535,000 $10,989,200 $90,000 $12,614,200 23 SUMMARIES & SCHEDULES
Expenditure Summary by Category – All Funds (Fiscal Year 2024)
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
Capital Projects Fund
5800 Capital Projects Fund $312,000 $7,816,530 $0 $10,382,770 $18,511,300 Capital Projects Fund Total $312,000 $7,816,530 $0 $10,382,770 $18,511,300 Enterprise Funds
6100 Municipal Airport Fund $901,838 $810,000 $0 $60,500 $1,772,338 6200 Industrial Waste Fund 869,471 1,312,700 520,800 0 2,702,971 6301 Fairways Golf Course Fund 0 0 219,000 0 219,000
6302 Twin Creeks Golf Course Fund 0 0 440,300 0 440,300 6400 Sewer Fund 2,400,662 1,025,000 868,100 0 4,293,762 6500 Stormwater (NPDES) Fund 835,287 2,027,030 0 6,500 2,868,817 6700 Water Utility Fund 0 15,000 0 0 15,000
6801 Downtown Parking District Fund 38,855 665,200 950,700 0 1,654,755 6802 Preferential Parking Fund 5,000 17,700 0 0 22,700
6803 Parking Enforcement Fund 32,659 1,063,000 0 0 1,095,659 6900 Permit Services Fund 2,762,266 1,286,620 0 51,800 4,100,686 Enterprise Funds Total $7,846,038 $8,222,250 $2,998,900 $118,800 $19,185,988 Internal Service Funds
7101 Internal Services Administration Fund $40,000 $2,800 $0 $200 $43,000 7102 Internal Services - Insurances Fund 0 1,596,000 0 10,000 1,606,000 7103 Worker's Comp. Self-Insurance Fund 355,053 5,240,000 0 0 5,595,053 7104 General Liability Self-Insurance Fund 313,989 4,350,000 0 0 4,663,989 7120 Fleet Maintenance Fund 1,531,865 1,004,100 0 28,000 2,563,965 7121 Vehicle Replacement Fund 0 0 815,260 4,149,000 4,964,260 Internal Service Funds Total $2,240,907 $12,192,900 $815,260 $4,187,200 $19,436,267 24 SUMMARIES & SCHEDULES
Expenditure Summary by Category – All Funds (Fiscal Year 2024)
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
Other/Miscellaneous Funds
2201 Proposition 172 Sales Tax Fund $0 $600,000 $0 $0 $600,000 2501 Emergency Medical Service Fund 1,383,538 140,900 0 17,400 1,541,838 2502 Asset Forfeiture Fund 0 62,000 0 0 62,000
2504 Vehicle Abatement Fund 185,693 4,000 0 0 189,693
2505 Recreation Parks Fund 20,400 2,500 0 0 22,900
2506 PEG Cable Franchise Fund 0 200,000 0 0 200,000
2513 General Plan Fund 100,770 846,030 0 0 946,800
2602 HSA - Affordable Housing Fund 50 1,000 0 0 1,050
Other/Miscellaneous Funds Total $1,690,451 $1,856,430 $0 $17,400 $3,564,281 Successor Agency Funds
8914 Redevelopment Obligation Retmt Fund $0 $0 $1,407,400 $0 $1,407,400 8915 Successor Agency Admin. Fund 0 10,000 0 0 10,000
Successor Agency Funds Total $0 $10,000 $1,407,400 $0 $1,417,400 Total $127,601,479 $70,874,713 $16,620,370 $21,939,610 $237,036,172 * Maintenance & Operations includes Supplies & Materials, Outside Services, Other Charges, & Financial Assistance 25 (This page intentionally left blank)
26 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% 27 SUMMARIES & SCHEDULES
Workforce Summary
FY 2 0 FY 2 1 FY 2 2 FY 2 3 FY 2 4
GENERAL OPERATIONS
Police (Sworn) 174.000 174.000 174.000 161.000 161.000
Police (Adminstrative) 57.500 53.500 47.000 52.000 50.000 Fire (Sworn) 93.000 93.000 93.000 96.000 97.000
Fire (Administrative) 5.000 5.000 5.000 7.000 7.000
Total Public Safety 329.500 325.500 319.000 316.000 315.000 Mayor and City Council 7.000 7.000 7.000 7.000 7.000
Administration 12.000 6.000 8.000 8.000 25.000
Human Resources 7.000 7.000 9.000 9.750
Finance 26.667 25.000 28.000 30.000 16.000
City Attorney 5.000 5.000 3.000 4.000 3.000
Community Development 29.850 31.010 34.500 42.550 48.750 Engineering & Transportation 35.650 33.930 34.180 34.180 34.180 Environmental & Maintenance Services 46.750 46.750 33.750 40.750 40.750 Parks and Community Services 19.000 19.000 31.000 33.000 34.000 Library 41.500 41.500 41.500 41.500 41.500
Total Non Public Safety 223.417 222.190 227.930 249.980 259.930 TOTAL GENERAL OPERATIONS 552.917 547.690 546.930 565.980 574.930 INTERNAL SERVICES 13.450 13.450 13.450 14.450 16.700
ENTERPRISE OPERATIONS 43.383 43.610 45.370 52.320 53.120 ASSESSMENT & MAINTENANCE DISTRICTS 1.750 1.750 0.750 0.750 0.750 CITY-WIDE TOTAL 611.500 606.500 606.500 633.500 645.500 28 SUMMARIES & SCHEDULES
Workforce by Position
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Accounting Manager 1.00 1.00 1.00 1.00
Administrative Analyst I - Limited Term 1.00
Administrative Aide 3.00 4.00 4.00 3.00
Administrative Analyst I 3.00 3.00 4.00 7.00
Administrative Clerk I 1.00 1.00 1.00 1.00
Administrative Fire Captain 1.00
Administrative Secretary 5.00 5.00 5.00 5.00
Airport Maintenance Worker 3.00 3.00
Airport Manager 1.00 1.00 1.00 1.00
Airport Operations Supervisor 1.00 1.00 1.00 1.00
Animal Care Technician 1.00 1.00 1.00
Animal Control Officer 2.00 2.00 2.00
Animal Services Office Assistant 1.00 1.00 1.00 1.00
Application Analyst 1.00
Assistant Chief of Police 2.00 2.00 1.00 1.00
Assistant City Attorney 3.00 3.00 3.00 3.00
Assistant City Clerk 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
Assistant Development Director 1.00
Assistant Director of IT 1.00
Assistant Engineer 6.00 7.00 7.00 7.00
Assistant Finance Director 1.00 1.00 1.00 1.00
Assistant Fire Chief 1.00
Assistant Planner 2.00 3.00 3.00 3.00
Associate Engineer 2.00 2.00
Associate Planner 3.00 3.00 3.00 3.00
Asst Community Development Director 1.00 1.00
Battalion Chief 3.00 3.00 5.00 5.00
Battalion Chief EMS/Trng 1.00
Battalion Chief Trng 1.00
Battalion Chief/Fire Marshal 1.00 1.00
Building Permit Specialist 1.00 1.00 1.00 1.00
Business Systems Analyst 2.00
Central Services Tech 1.00
Chief Building Official 1.00 1.00 1.00
Chief of Police 1.00 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00
City Council 6.00 6.00 6.00 6.00
City Engineer 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00
City Mayor 1.00 1.00 1.00 1.00
Code Enforcement Manager 1.00 1.00 1.00 1.00
Code Enforcement Officer I 3.00 2.00 2.00 5.00
Code Enforcement Officer II 2.00 2.00 3.00
Combination Building Inspector I 2.00 1.00 1.00 3.00
Combination Building Inspector II 2.00 2.00 1.00
Community Development Analyst - Limited Term 3.00 2.00 3.00 Community Development Analyst 2.00 4.00 5.00 4.00
Community Development Director 1.00 1.00 1.00 1.00
Community Education Manager 1.00 1.00 1.00 1.00
Community Improvement Assistant 1.00
Community Outreach Assistant 1.00 1.00
Community Outreach Assistant-Limited Term 4.00 7.00
Community Relations Manager 1.00 1.00 1.00
Community Safety Administrator 1.00 1.00 1.00 1.00
Community Safety Program Coordinator 1.00 1.00
29 SUMMARIES & SCHEDULES
Workforce by Position
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Community Service Aide 3.00
Community Service Officer 16.00 14.00 14.00 14.00
Community Services Assistant 3.00
Community Services Manager 1.00 1.00 1.00 1.00
Computer Systems Administrator 1.00 1.00 1.00 1.00
Confidential Office Technician 1.00 1.00 4.00 4.00
Construction Inspector Supervisor 1.00 1.00 1.00 1.00
Construction Inspector 3.00 3.00 3.00 3.00
Crime Analyst 1.00 1.00 2.00 2.00
Criminalist 1.00 1.00 1.00 1.00
Cybersecurity Specialist 1.00
Deferred Compensation Technician 1.00 1.00 1.00 1.00
Deputy City Attorney 1.00
Deputy City Clerk 1.00
Deputy Fire Chief 1.00 1.00 1.00
Deputy Librarian 1.00 1.00 1.00 1.00
Diversity Equity & Inclusion Officer 1.00
Economic Development Analyst 1.00 1.00
Economic Development Manager 1.00
Emergency Medical Services Officer 1.00 1.00 1.00 1.00
Engineering Aide I 2.00 2.00 1.00 2.00
Engineering Aide II 2.00 2.00 3.00 2.00
Environmental Compliance Inspector I 1.00 1.00
Environmental Compliance Inspector II 1.00 1.00 1.00 1.00 Environmental Resource Planner 1.00 1.00 1.00
Equipment Mechanic Crew Supervisor 1.00 1.00 1.00 1.00
Equipment Mechanic I 2.00 3.00 3.00 3.00
Equipment Mechanic II 3.00 3.00 3.00 3.00
Evidence Technician 1.00 1.00 1.00
Executive Assistant 1.00 1.00 2.00 2.00
Facilities Maintenance Manager 1.00
Facility Maintenance Mechanic Crew Supervisor 1.00 1.00 1.00 Facility Maintenance Worker 2.00 3.00
Facility Maintenance Mechanic 2.00 1.00 2.00 2.00
Finance Director 1.00 1.00 1.00 1.00
Finance Management Analyst 2.00 2.00 2.00
Fire Captain 24.00 24.00 24.00 24.00
Fire Chief 1.00 1.00 1.00 1.00
Fire Engineer 24.00 24.00 24.00 24.00
Fire Inspector 3.00 3.00 3.00
Fire Inspector II 3.00
Fire Recruit 2.00 2.00
Firefighter 35.00 35.00 40.00 40.00
Fleet Analyst 1.00
Fleet Maintenance Manager 1.00 1.00 1.00 1.00
Forensic Specialist II 1.00 1.00 1.00 1.00
GIS Administrator 1.00 1.00 1.00 1.00
GIS Analyst II 1.00 3.00 1.00 1.00
GIS Analyst III 1.00
GIS Technician 1.00
GIS Technician II 2.00 2.00 1.00
Graffiti Abatement Worker 2.00 1.00 1.00 1.00
Homeless Services Manager 1.00 1.00
Housing Services Supervisor 1.00
Human Resource Analyst I 1.00 1.00 1.00
Human Resource Analyst II 1.00 1.00 1.00
Human Resources Director 1.00 1.00 1.00 1.00
30 SUMMARIES & SCHEDULES
Workforce by Position
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Human Resources Technician 3.00 2.00 2.00 3.00
Information Systems Manager 1.00 1.00 1.00
Information Technologies Technician I 2.00 2.00 2.00 2.00 Information Technologies Technician II 2.00 2.00 2.00 3.00 Information Technology Analyst 1.00 1.00
Inmate Crew Coordinator 1.00 1.00 1.00 1.00
Inspection Services Manager 1.00 1.00 1.00
Integration/Application Administrator 1.00 1.00 1.00
Inventory Technician 1.00 1.00
Junior Engineer 5.00 6.00 6.00 6.00
Labor Compliance Officer I 1.00 1.00
Legal Secretary 2.00 1.00
Library Automation Services Coordinator 1.00 1.00 1.00 1.00 Library/Community Services Director 1.00 1.00 1.00 1.00 Librarian I 9.50 9.50 9.50 9.50
Librarian II 3.00 3.00 3.00 3.00
Library Aide 1.00
Library Clerk 8.50 9.50 10.50 10.50
Library Page 2.00 2.00 1.00 1.00
Library Technician 4.00 4.00 6.00 6.00
Literacy Assistant 2.00 2.00 2.00 2.00
Literacy Specialist 0.50 0.50 0.50 0.50
Maintenance Manager 1.00 1.00 1.00 1.00
Management Analyst 3.00 5.00 4.00 6.00
Marketing & Development Coord 1.00
Motor Sweeper Operator 3.00 3.00 3.00
Multi-Service Officer 2.00 2.00
Neighborhood Svcs Coord 1.00 1.00 3.00 3.00
Network System Specialist 1.00 1.00 1.00 1.00
Network/System Administrator 1.00 1.00 1.00 1.00
NPDES Permit Manager 1.00 1.00 1.00 1.00
Office Technician 6.00 6.00 7.00 7.00
Park Grounds Forestry Operations Manager 1.00 1.00
Park Maintenance Worker 10.00 10.00 12.00 12.00
Park Maintenance Crew Supervisor 1.00 1.00 1.00 1.00
Payroll Supervisor 1.00 1.00 1.00 1.00
Permit Center Clerk 3.00
Permit Center Coordinator 1.00 1.00 1.00 1.00
Permit Center Manager/Building Officer 1.00
Permit Services Technician 3.00 3.00 3.00
Plan Checker I 1.00
Planning Manager 4.00 3.00 3.00 4.00
Planning Technician 1.00
Police Commander 7.00 7.00 7.00 7.00
Police Officer 128.00 131.00 121.00 121.00
Police Record Coord 1.00 1.00 1.00 1.00
Police Recruit 11.00 8.00 8.00 8.00
Police Sergeant 24.00 24.00 23.00 23.00
Police Services Administrator 1.00 1.00
Police Services Technician 10.00 9.00 9.00 9.00
Print Shop Technician 1.00 1.00 1.00
Project Coordinator 2.00 1.00 1.00
Property Evidence Supervisor 1.00 1.00 1.00
Property/Evidence Technician 2.00
Public Safety Facilities Worker 2.00 1.00 1.00 1.00
Public Works Resource Coordinator 1.00 1.00 1.00
Public Service Maintenance Crew Supervisor 3.00 1.00 1.00 2.00 31 SUMMARIES & SCHEDULES
Workforce by Position
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Public Service Maintenance Worker I 3.00 1.00 1.00 6.00 Public Service Maintenance Worker II 13.00 14.00 17.00 12.00 Public Service Maintenance Worker III 5.00 5.00 6.00 9.00 Public Service Maintenance Worker IV 4.00 4.00 4.00 4.00 Public Work Compliance Officer I 1.00 1.00
Public Works Administrative Supervisor 2.00 2.00 2.00 2.00 Public Works Assistant 1.00 1.00 1.00 1.00
Public Works Director 1.00 1.00 1.00 1.00
Pump Maintenance Mechanic 1.00 1.00 1.00
Purchasing Technician 1.00 1.00 1.00 1.00
Radio and Upfitting Technician 1.00 1.00
Recreation-Parks Superintendent 1.00 1.00 1.00 1.00
Recreation Assistant 2.00 2.00 1.00 1.00
Recreation Coordinator 5.00 5.00 5.00 5.00
Revenue Officer 1.00 1.00 1.00
Revenue Technician 1.00 1.00 1.00 1.00
Risk and Benefits Analyst 1.00
Signal/Lighting Traffic Signal Crew Supervisor 1.00 1.00 1.00 Senior Accountant 3.00 2.00 2.00 2.00
Senior Civil Engineer 3.00 3.00 3.00 3.00
Senior Code Enforcement Officer 1.00 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00
Senior Librarian 2.00 2.00 2.00 2.00
Senior Plan Check Engineer 1.00 2.00 2.00 2.00
Senior Planner 2.00 2.00 3.00 3.00
Senior Police Svc Tech 3.00 3.00 3.00 3.00
Senior Recreation Assistant 1.00 1.00 2.00 2.00
Sports Program Asst 1.00 1.00 1.00 1.00
Senior Accounting Clerk 2.00 2.00 2.00 2.00
Senior Accounting Technician 2.00 1.00 1.00 2.00
Senior Combination Building Inspector 1.00 1.00
Senior Community Development Analyst 1.00 1.00
Senior Construction Inspector 1.00 1.00 1.00 1.00
Senior Economic Development Manager 1.00 1.00
Senior Evidence Technician 1.00 1.00 1.00
Senior Facility Maint Mech 1.00 1.00 2.00 2.00
Senior Human Resource Analyst 2.00 2.00 2.00 2.00
Senior Human Resources Technician 1.00 1.00 1.00
Senior Library Technician 1.00 1.00
Senior Mechanic 1.00
Senior Park Maintenance Worker 1.00 1.00 1.00
Senior Pump Maintenance Mechanic 1.00
Senior Purchasing Tech 1.00 1.00 1.00 1.00
Senior Risk Management Technician 1.00 1.00 1.00
Senior Urban Forestry Worker 1.00 1.00 1.00 1.00
Senior Vehicle Maintenance Assistant 1.00
Senior Information Technology Analyst 1.00 1.00
Stormwater Analyst 1.00
Stormwater Compliance Inspector 1.00 1.00
Stormwater Technician 1.00
Street Maintenance Manager 1.00 1.00 1.00 1.00
Street Outreach Specialist 2.00 2.00 1.00 1.00
Superintendent of Maintenance Services 1.00 1.00 1.00 1.00 Supervising Police Services Technician 3.00 3.00 3.00 3.00 Supervising Word Processing Operator 1.00
Technical Services Coordinator 1.00
Technical Services Manager 1.00 1.00 1.00 1.00
32 SUMMARIES & SCHEDULES
Workforce by Position
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Technology & Innovation Officer 1.00
Telecom Service Tech 1.00 1.00 1.00
Traffic Engineer 1.00 1.00 1.00 1.00
Transportation Manager 1.00 1.00
Urban Forestry Crew Supervisor 1.00 1.00 1.00 1.00
Urban Forestry Worker I 2.00 2.00 2.00 2.00
Urban Forestry Worker II 4.00 4.00 4.00 4.00
Victim Advocate 1.00 1.00 1.00 1.00
Wastewater Crew Supervisor 2.00 2.00 2.00
Wastewater Manager 1.00 1.00 1.00 1.00
Wastewater Operator 2.00 3.00 3.00 3.00
Word Processing Operator 5.00 3.00
CITY-WIDE TOTAL 606.50 606.50 633.50 645.50
33 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
CITY COUNCIL
City Council 6.00 6.00 6.00 6.00
City Mayor 1.00 1.00 1.00 1.00
CITY COUNCIL Total 7.00 7.00 7.00 7.00
ADMINISTRATION
Assistant City Clerk 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
Business Systems Analyst 2.00
City Clerk 1.00 1.00 1.00 1.00
City Manager 1.00 1.00 1.00 1.00
Community Relations Manager 1.00 1.00 1.00
Computer Systems Administrator 1.00
Confidential Office Technician 1.00 1.00
Cybersecurity Specialist 1.00
Deputy City Clerk 1.00
Diversity Equity & Inclusion Officer 1.00
Economic Development Manager 1.00
Executive Assistant 1.00 1.00 2.00 2.00
Information Technologies Tech I 2.00
Information Technologies Tech II 3.00
Integration/Applications Administrator 1.00
Management Analyst 1.00 1.00
Network System Specialist 1.00
Network/Sys Administrator 1.00
Print Shop Technician 1.00
Project Coordinator 1.00
Senior Economic Development Manager 1.00
Technology & Innovation Officer 1.00
ADMINISTRATION Total 6.00 8.00 8.00 25.00
CITY ATTORNEY
Assistant City Attorney 1.00 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00 1.00
Confidential Office Technician 1.00 1.00 1.00 1.00
Deputy City Attorney 1.00
Legal Secretary 1.00 1.00
CITY ATTORNEY Total 5.00 3.00 4.00 3.00
HUMAN RESOURCES
Confidential Office Technician 1.00 1.00
Human Resource Analyst I 1.00 1.00 1.00
Human Resource Analyst II 1.00 1.00 1.00
Human Resources Director 1.00 1.00 1.00 1.00
Human Resources Technician 3.00 2.00 2.00 2.50
Risk and Benefits Analyst 0.25
Senior Human Resource Analyst 2.00 2.00 2.00 2.00
Senior Human Resources Technician 1.00 1.00 1.00
HUMAN RESOURCES Total 7.00 7.00 9.00 9.75
FINANCE
Accounting Manager 1.00 1.00 1.00 1.00
Application Analyst 1.00
Assistant Director of IT 1.00
Assistant Finance Director 1.00 1.00 1.00 1.00
Central Services Technician 1.00
Computer Systems Administrator 1.00 1.00 1.00
34 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Confidential Office Technician 1.00 1.00
Deferred Compensation Technician 1.00 1.00 1.00 1.00
Finance Director 1.00 1.00 1.00 1.00
Finance Management Analyst 2.00 2.00 2.00
Information Systems Manager 1.00 1.00 1.00
Information Technologies Tech I 2.00 2.00 2.00
Information Technologies Tech II 2.00 2.00 2.00
Information Technology Analyst 1.00 1.00
Integration/Appl Admin 1.00 1.00
Network System Specialist 1.00 1.00 1.00
Network/System Administrator 1.00 1.00 1.00
Payroll Supervisor 1.00 1.00 1.00 1.00
Print Shop Technician 1.00 1.00
Purchasing Technician 1.00 1.00 1.00 1.00
Revenue Technician 1.00 1.00 1.00 1.00
Senior Accountant 3.00 2.00 2.00 2.00
Senior Accounting Clerk 2.00 2.00 2.00 2.00
Senior Accounting Technician 1.00 1.00 1.00 1.00
Senior Purchasing Tech 1.00 1.00 1.00 1.00
Senior Information Technology Analyst 1.00 1.00
Telecom Service Tech 1.00 1.00 1.00
FINANCE Total 25.00 28.00 30.00 16.00
COMMUNITY DEVELOPMENT
Administrative Aide 2.60 4.00 4.00 3.00
Administrative Analyst I 1.00 1.00
Administrative Clerk I 1.00 1.00 1.00 1.00
Assistant Development Director 0.88
Assistant Planner 2.00 3.00 3.00 3.00
Associate Planner 2.87 2.87 3.00 3.00
Asst Community Development Dirwctor 0.88 1.00
Code Enforcement Manager 1.00 1.00 1.00 1.00
Code Enforcement Officer I 3.00 2.00 2.00 5.00
Code Enforcement Officer II 2.00 2.00 3.00
Community Development Analyst - Limited Term 1.00 0.70 0.70 Community Outreach Assistant-Limited Term 0.60 1.00
Community Development Director 0.85 0.85 0.75 0.75
Economic Development Analyst 1.00 1.00
Management Analyst 1.00 0.75 0.75
Office Technician 1.00 1.00 1.00 1.00
Planning Manager 2.88 1.00 2.00 3.00
Planning Technician 1.00
Project Coordinator 1.00 1.00
Revenue Officer 0.25 0.10 0.10
Senior Code Enforcement Officer 1.00 1.00 1.00
Senior Planner 2.00 2.00 3.00 3.00
Seniorr Economic Development Manager 1.00
COMMUNITY DEVELOPMENT Total 24.45 25.70 29.78 30.20
POLICE
Administrative Analyst I - Limited Term 1.00
Administrative Secretary 2.00 2.00 2.00 2.00
Animal Care Technician 1.00 1.00 1.00
Animal Control Officer 2.00 2.00 2.00
Animal Services Office Assistant 1.00 1.00 1.00 1.00
Assistant Chief of Police 2.00 2.00 1.00 1.00
Chief of Police 1.00 1.00 1.00 1.00
35 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Community Service Aide 3.00
Community Service Officer 15.50 14.00 14.00 14.00
Community Services Assistant 3.00
Crime Analyst 1.00 1.00 2.00 2.00
Criminalist 1.00 1.00 1.00 1.00
Evidence Technician 1.00 1.00 1.00
Forensic Specialist II 1.00 1.00 1.00 1.00
Management Analyst 1.00 1.00 1.00 1.00
Multi-Service Officer 2.00 2.00
Police Commander 7.00 7.00 7.00 7.00
Police Officer 128.00 131.00 121.00 121.00
Police Record Coord 1.00 1.00 1.00 1.00
Police Recruit 11.00 8.00 8.00 8.00
Police Sergeant 24.00 24.00 23.00 23.00
Police Services Administrator 1.00 1.00
Police Services Technician 10.00 9.00 9.00 9.00
Property Evidence Supervisor 1.00 1.00 1.00
Property/Evidence Technician 2.00
Public Safety Facilities Worker 2.00 1.00 1.00 1.00
Senior Police Services Technician 3.00 3.00 3.00 3.00
Senior Evidence Technician 1.00 1.00 1.00
Supervising Police Services Technician 3.00 3.00 3.00 3.00 Supvsg Wrd Proc Operator 1.00
Technical Services Coordinator 1.00
Victim Advocate 1.00 1.00 1.00 1.00
Word Processing Operator 5.00 3.00
POLICE Total 227.50 221.00 213.00 211.00
FIRE
Administrative Analyst I 1.00 1.00 1.00
Administrative Fire Captain 1.00
Assistant Fire Chief 1.00
Battalion Chief 3.00 3.00 5.00 5.00
Battalion Chief EMS/Trng 1.00
Battalion Chief Trng 1.00
Battalion Chief/Fire Marshal 1.00 1.00
Deputy Fire Chief 1.00 1.00 1.00
Emergency Medical Services Officer 1.00 1.00 1.00 1.00
Fire Captain 24.00 24.00 24.00 24.00
Fire Chief 1.00 1.00 1.00 1.00
Fire Engineer 24.00 24.00 24.00 24.00
Fire Inspector 3.00 3.00 3.00
Fire Inspector II 3.00
Fire Recruit 2.00 2.00
Firefighter 35.00 35.00 40.00 40.00
Management Analyst 1.00 1.00 1.00 1.00
Office Technician 1.00 2.00 2.00
FIRE Total 98.00 98.00 103.00 104.00
PUBLIC WORKS
Administrative Secretary 1.00 1.00 1.00 1.00
Assistant Engineer 6.00 6.00 6.00 6.00
Associate Engineer 1.00 1.00
City Engineer 0.70 0.70 0.70 0.70
Const Inspector Supvervisor 1.00 1.00 1.00 1.00
Construction Inspector 3.00 3.00 3.00 3.00
Engineering Aide I 2.00 2.00 1.00 2.00
36 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Engineering Aide II 2.00 2.00 3.00 2.00
Environmental Compliance Inspector I 1.00 1.00
Environmental Compliance Inspector II 1.00 1.00 1.00 1.00 Environ Resource Planner 1.00 1.00 1.00
Facilities Maintenance Manager 1.00
Facility Maintenance Mechanic Crew Supervisor 1.00 1.00 1.00 Facility Maintenance Mechanic 2.00 1.00 2.00 2.00
GIS Administrator 1.00 1.00 1.00 1.00
GIS Analyst II 1.00 3.00 1.00 1.00
GIS Analyst III 1.00
GIS Technician 1.00
GIS Technician II 2.00 2.00 1.00
Graffiti Abatement Worker 2.00 1.00 1.00 1.00
Inmate Crew Coordinator 1.00 1.00 1.00 1.00
Junior Engineer 4.00 5.00 5.00 5.00
Labor Compliance Officer I 1.00 1.00
Maintenance Manager 0.25 0.25 0.25 0.25
Office Technician 0.45 0.70 0.70 0.70
Public Services Maint Crew Supervisor 1.00 1.00 1.00 2.00 Park Grounds Forestry Operations Manager 1.00
Park Maint Worker 10.00
Park Maintenance Crew Supervisor 1.00
Project Coordinator 1.00
Public Works Resource Coordinator 1.00 1.00 1.00
Public Service Maintenance Worker I 5.00
Public Svc Maintenance Worker I 3.00 1.00 1.00
Public Service Maintenance Worker II 5.00 7.00 10.00 6.00 Public Service Maintenance Worker III 3.00 3.00 4.00 4.00 Public Service Maintenance Worker IV 3.00 3.00 3.00 3.00 Public Work Compliance Officer I 1.00 1.00
Public Works Administrative Supervisor 1.00 1.00 1.00 1.00 Public Works Assistant 1.00 1.00 1.00 1.00
Public Works Director 0.63 0.63 0.63 0.63
Signal/Lighting Traffic Signal Crew Supervisor 1.00 1.00 1.00 Senior Civil Engineer 1.65 1.65 1.65 1.65
Senior Construction Inspector 1.00 1.00 1.00 1.00
Senior Facility Maint Mech 1.00 1.00 2.00 2.00
Senior Urban Forestry Worker 1.00 1.00 1.00 1.00
Street Maintenance Manager 1.00 1.00 1.00 1.00
Superintendent of Maintenance Services 1.00 1.00 1.00 1.00 Traffic Engineer 1.00 1.00 1.00 1.00
Transportation Manager 1.00 1.00
Urban Forestry Crew Supervisor 1.00 1.00 1.00 1.00
Urban Forestry Worker I 2.00 2.00 2.00 2.00
Urban Forestry Worker II 4.00 4.00 4.00 4.00
PUBLIC WORKS Total 80.68 67.93 74.93 74.93
RECREATION
Administrative Analyst I 2.00 2.00 2.00 2.00
Community Safety Administrator 1.00 1.00 1.00 1.00
Community Safety Program Coordinator 1.00 1.00
Community Services Manager 1.00 1.00 1.00 1.00
Neighborhood Svcs Coord 1.00 1.00 3.00 3.00
Office Technician 1.00 1.00 1.00 1.00
Park Grounds Forestry Operations Manager 1.00
Park Maint Worker 10.00 12.00 12.00
Park Maintenance Crew Supervisor 1.00 1.00 1.00
37 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Rec-Parks Superintendent 1.00 1.00 1.00 1.00
Recreation Asst 2.00 2.00 1.00 1.00
Recreation Coordinator 5.00 5.00 5.00 5.00
Senior Recreation Assistant 1.00 1.00 2.00 2.00
Sports Program Asst 1.00 1.00 1.00 1.00
Senior Park Maintenance Worker 1.00 1.00 1.00
Street Outreach Specialist 2.00 2.00 1.00 1.00
RECREATION Total 19.00 31.00 33.00 34.00
LIBRARY
Administrative Secretary 1.00 1.00 1.00 1.00
Community Education Manager 1.00 1.00 1.00 1.00
Deputy Librarian 1.00 1.00 1.00 1.00
Lib Automation Svc Coord 1.00 1.00 1.00 1.00
Lib/Community Svc Dir 1.00 1.00 1.00 1.00
Librarian I 9.50 9.50 9.50 9.50
Librarian II 3.00 3.00 3.00 3.00
Library Aide 1.00
Library Clerk 8.50 9.50 10.50 10.50
Library Page 2.00 2.00 1.00 1.00
Library Technician 4.00 4.00 6.00 6.00
Literacy Assistant 2.00 2.00 2.00 2.00
Literacy Specialist 0.50 0.50 0.50 0.50
Management Analyst 1.00 1.00 1.00
Marketing & Development Coord 1.00
Office Technician 1.00 1.00
Senior Librarian 2.00 2.00 2.00 2.00
Senior Library Technician 1.00 1.00
Technical Services Manager 1.00 1.00 1.00 1.00
LIBRARY Total 41.50 41.50 41.50 41.50
ASSESSMENT & MAINT DISTRICTS
Maintenance Manager 0.75 0.75 0.75 0.75
Senior Accounting Technician 1.00
ASSESSMENT & MAINT DISTRICTS Total 1.75 0.75 0.75 0.75
ENTERPRISE OPERATIONS
Administrative Aide 0.40
Administrative Analyst I 1.00 2.00
Administrative Secretary 1.00 1.00 1.00 1.00
Airport Maintenance Worker 3.00 3.00
Airport Manager 1.00 1.00 1.00 1.00
Airport Operations Supv 1.00 1.00 1.00 1.00
Assistant Engineer 1.00 1.00 1.00
Associate Engineer 1.00 1.00
Building Permit Specialist 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00
City Engineer 0.30 0.30 0.30 0.30
Combination Building Inspector I 2.00 1.00 1.00 3.00
Combination Building Inspector II 2.00 2.00 1.00
Community Outreach Assistant-Limited Term 0.40
Community Development Director 0.25 0.25
Community Outreach Assistant 1.00 1.00
Community Service Officer 0.50
Equipment Mechanic I 1.00
Facility Maint Worker 2.00 3.00
Inspection Services Manager 1.00 1.00 1.00
38 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Junior Engineer 1.00 1.00 1.00 1.00
Motor Sweeper Operator 3.00 3.00 3.00
NPDES Permit Manager 1.00 1.00 1.00 1.00
Office Technician 1.35 1.10 1.10 1.10
Permit Center Clerk 3.00
Permit Center Coordinator 1.00 1.00 1.00 1.00
Permit Center Manager/Building Officer 1.00
Permit Services Technician 3.00 3.00 3.00
Plan Checker I 1.00
Public Service Maintenance Crew Supervisor 2.00
Public Service Maintenance Worker I 1.00
Public Service Maintenance Worker II 8.00 7.00 7.00 6.00 Public Service Maintenance Worker III 2.00 2.00 2.00 5.00 Public Service Maintenance Worker IV 1.00 1.00 1.00 1.00 Public Works Administrative Supervisor 0.75 0.75 0.75 0.75 Public Works Director 0.37 0.37 0.37 0.37
Pump Maint Mechanic 1.00 1.00 1.00
Revenue Officer 0.59 0.50 0.80
Senior Civil Engineer 1.35 1.35 1.35 1.35
Senior Plan Check Engineer 1.00 2.00 2.00 2.00
Senior Combination Building Inspector 1.00 1.00
Senior Pump Maintenance Mechanic 1.00
Stormwater Analyst 1.00
Stormwater Compliance Inspector 1.00 1.00
Stormwater Technician 1.00
Wastewater Crew Sup 2.00 2.00 2.00
Wastewater Manager 1.00 1.00 1.00 1.00
Wastewater Operator 2.00 3.00 3.00 3.00
ENTERPRISE OPERATIONS Total 43.61 45.37 52.32 53.12
HOUSING & COMMUNITY DEVELOPMENT
Administrative Analyst I 1.00
Assistant Development Director 0.12
Associate Planner 0.13 0.13
Asst Community Development Director 0.12
Community Development Analyst - Limited Term 2.00 1.30 2.30 Community Improvement Assistant 1.00
Community Outreach Asst-Limited Term 3.00 6.00
Community Develpment Analyst 2.00 4.00 5.00 4.00
Community Development Director 0.15 0.15
Homeless Services Manager 1.00 1.00
Housing Services Supervisor 1.00
Management Analyst 1.00 0.25 1.25
Planning Manager 1.12 2.00 1.00 1.00
Revenue Officer 0.16 0.40 0.10
Senior Accounting Technician 1.00
Senior Community Development Analyst 1.00 1.00
HOUSING & COMMUNITY DEV Total 6.56 8.80 12.77 18.55
INTERNAL SERVICES
Assistant City Attorney 2.00 2.00 2.00 2.00
Equipment Mechanic Crew Supervisor 1.00 1.00 1.00 1.00
Equipment Mechanic I 1.00 3.00 3.00 3.00
Equipment Mechanic II 3.00 3.00 3.00 3.00
Fleet Analyst 1.00
Fleet Maintenance Manager 1.00 1.00 1.00 1.00
Human Resources Technician 0.50
39 SUMMARIES & SCHEDULES
Workforce by Department
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Inventory Technician 1.00 1.00
Legal Secretary 1.00
Office Technician 0.20 1.20 1.20 1.20
Public Works Admin Supervisor 0.25 0.25 0.25 0.25
Radio and Upfitting Technician 1.00 1.00
Risk and Benefits Analyst 0.75
Senior Equipment Mechanic 1.00 1.00 1.00
Senior Mechanic 1.00
Senior Risk Management Technician 1.00 1.00 1.00
Senior Vehicle Maintenance Assistant 1.00
INTERNAL SERVICES Total 13.45 13.45 14.45 16.70
CITY-WIDE TOTAL 606.50 606.50 633.50 645.50
40 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
1000 - GENERAL FUND
Accounting Manager 1.00 1.00 1.00 1.00
Administrative Aide 2.60 4.00 2.00 2.00
Administrative Analyst I 1.00 1.00
Administrative Clerk I 1.00 1.00
Administrative Fire Captain 1.00
Administrative Secretary 2.00 2.00 1.00 1.00
Animal Care Technician 1.00 1.00 1.00
Animal Control Officer 1.00 1.00 2.00
Animal Services Office Assistant 1.00 1.00 1.00 1.00
Application Analyst 1.00
Assistant Chief of Police 2.00 2.00 1.00 1.00
Assistant City Attorney 1.00 1.00 1.00 1.00
Assistant City Clerk 1.00 1.00 1.00
Assistant City Manager 1.00 1.00 1.00 1.00
Assistant Development Director 0.88
Assistant Director of IT 1.00
Assistant Engineer 6.00 6.00 4.00 4.00
Assistant Finance Director 1.00 1.00 1.00 1.00
Assistant Fire Chief 1.00
Assistant Planner 2.00 3.00 3.00 3.00
Associate Planner 2.87 2.87 2.87 3.00
Asst Community Development Director 0.88 1.00
Battalion Chief 3.00 3.00 5.00 5.00
Battalion Chief EMS/Trng 1.00
Battalion Chief Trng 1.00
Battalion Chief/Fire Marshal 0.68 0.68
Business Systems Analyst 2.00
Central Services Tech 1.00
Chief of Police 1.00 1.00 1.00 1.00
City Attorney 1.00 1.00 1.00 1.00
City Clerk 1.00 1.00 1.00 1.00
City Council 6.00 6.00 6.00 6.00
City Engineer 0.70 0.70 0.70 0.70
City Manager 1.00 1.00 1.00 1.00
City Mayor 1.00 1.00 1.00 1.00
Community Improvement Assistant 0.20
Comm Outreach Asst-Limited Term 0.60
Community Development Analyst 0.20 0.50 0.56 1.50
Community Development Director 0.85 0.85 0.75 0.75
Community Outreach Assistant-Limited Term 0.15
Community Relations Manager 1.00
Community Service Aide 3.00
Community Service Officer 1.00 4.00 2.00
Community Services Assistant 3.00
Confidential Office Technician 1.00 1.00 4.00 4.00
Construction Inspector Supervisor 1.00 1.00 1.00 1.00
Construction Inspector 3.00 3.00 3.00 3.00
Crime Analyst 2.00 1.00
Criminalist 1.00 1.00 1.00 1.00
Cybersecurity Specialist 1.00
Deferred Compensation Technician 1.00 1.00 1.00 1.00
Deputy City Attorney 1.00
Deputy City Clerk 1.00
Deputy Fire Chief 1.00 1.00 1.00
Diversity Equity & Inclusion Officer 1.00
Economic Development Analyst 1.00 1.00
41 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Economic Development Mgr 1.00
Engineering Aide I 2.00 2.00 1.00 2.00
Engineering Aide II 2.00 2.00 2.00 1.00
Environmental Compliance Inspector I 1.00 1.00
Environmental Compliance Inspector II 1.00 1.00 1.00 1.00 Environmental Resource Planner 1.00 1.00 1.00
Evidence Technician 1.00 1.00
Executive Assistant 1.00 1.00
Facilities Maintenance Manager 1.00
Facility Maintenance Mechanic Crew Supervisor 1.00 1.00 1.00 Facility Maintenance Mechanic 2.00 1.00 2.00 2.00
Finance Director 1.00 1.00 1.00 1.00
Finance Management Analyst 1.00 1.00 1.00
Fire Captain 23.25 23.12 23.25 23.12
Fire Chief 1.00 1.00 1.00 1.00
Fire Engineer 23.25 23.13 22.00 20.88
Fire Inspector 3.00 3.00 3.00
Fire Inspector II 3.00
Fire Recruit 1.00 1.00
Firefighter 18.63 24.38 28.50 33.50
GIS Administrator 1.00 1.00 1.00 1.00
GIS Analyst II 1.00 3.00 1.00 1.00
GIS Analyst III 1.00
GIS Technician 1.00
GIS Technician II 2.00 2.00 1.00
Graffiti Abatement Worker 2.00 1.00 1.00 1.00
Homeless Services Manager 1.00
Housing Services Supv 0.10
Human Resource Analyst I 1.00 1.00
Human Resources Director 1.00 1.00 1.00 1.00
Human Resources Technician 3.00 2.00 2.00 2.50
Information Systems Mgr 1.00 1.00 1.00
Information Technologies Tech I 2.00 2.00 2.00 2.00
Information Technologies Tech II 2.00 2.00 2.00 3.00
Information Technology Analyst 1.00 1.00
Integration/Application Administrator 1.00 1.00 1.00
Junior Engineer 4.00 5.00 4.00 4.00
Labor Compliance Officer I 1.00 1.00
Legal Secretary 1.00 1.00
Maintenance Manager 0.25 0.25
Management Analyst 1.10 3.00 1.75 2.81
Network/System Administrator 1.00 1.00 1.00 1.00
Office Technician 0.45 0.70 2.70 3.70
Park Grounds Forestry Operations Manager 1.00
Park Maintenance Worker 3.00 3.00
Payroll Supervisor 1.00 1.00 1.00 1.00
Planning Manager 2.98 1.20 1.98 3.10
Planning Technician 1.00
Police Commander 7.00 7.00 5.00 5.00
Police Officer 81.67 84.00 112.00 112.00
Police Record Coord 1.00 1.00
Police Recruit 9.00 7.00 8.00 8.00
Police Sergeant 22.00 22.00 15.00 16.00
Police Services Administrator 1.00 1.00
Police Services Technician 7.00 6.00
Print Shop Technician 1.00 1.00 1.00
Project Coordinator 2.00 1.00 1.00
42 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Property Evidence Supervisor 1.00
Public Safety Facilities Worker 2.00 1.00 1.00 1.00
Public Works Resource Coordinator 1.00
Public Service Maintenance Crew Supervisor 1.00 1.00 1.00 Public Service Maintenance Worker I 2.00
Public Service Maintenance Worker II 3.00 5.00
Public Service Maintenance Worker III 1.00 1.00
Public Service Maintenance Worker IV 2.00 2.00
Public Work Compliance Officer I 1.00 1.00
Public Works Administrative Supervisor 1.00 1.00 1.00 1.00 Public Works Assistant 1.00 1.00 1.00 1.00
Public Works Director 0.63 0.63 0.63 0.63
Purchasing Technician 1.00 1.00 1.00 1.00
Recreation-Parks Superintendent 1.00 1.00
Revenue Officer 0.25 0.10 0.10
Revenue Technician 1.00 1.00 1.00 1.00
Risk and Benefits Analyst 0.25
Signal/Lighting Traffic Signal Crew Supervisor 1.00 1.00 1.00 Senior Accountant 2.00 2.00 2.00 2.00
Senior Civil Engineer 1.65 1.65 1.65 1.65
Senior Planner 2.00 2.00 3.00 3.00
Senior Police Svc Tech 3.00 3.00 3.00 3.00
Sports Program Asst 1.00 1.00
Senior Accounting Clerk 1.00 1.00 1.00 1.00
Senior Accounting Technician 1.75 1.00 1.00 1.00
Senior Community Development Analyst 0.46
Senior Construction Inspector 1.00 1.00 1.00 1.00
Senior Economic Development Manager 1.00 1.00
Senior Evidence Technician 1.00 1.00
Senior Facility Maint Mech 1.00 1.00 2.00 2.00
Senior Human Resource Analyst 2.00 2.00 2.00 2.00
Senior Human Resources Technician 1.00 1.00 1.00
Senior Park Maintenance Worker 1.00
Senior Purchasing Tech 1.00 1.00 1.00 1.00
Senior Urban Forestry Worker 1.00 1.00
Senior Information Technology Analyst 1.00 1.00
Street Maintenance Manager 1.00 1.00
Street Outreach Specialist 1.00 2.00
Superintendent of Maintenance Services 1.00 1.00 1.00 1.00 Supervising Police Services Technician 3.00 3.00
Supervising Word Processing Operator 1.00
Technical Services Coordinator 1.00
Technology & Innovation Officer 1.00
Telecom Service Tech 1.00 1.00 1.00
Traffic Engineer 1.00 1.00
Transportation Manager 1.00 1.00
Urban Forestry Crew Supervisor 1.00 1.00
Urban Forestry Worker I 2.00 2.00
Urban Forestry Worker II 1.00 2.00
Victim Advocate 1.00 0.75 1.00
Word Processing Operator 4.00 2.00
1000 - GENERAL FUND Total 358.06 362.78 358.13 362.09
1100 - MEASURE E
Administrative Analyst I 1.00 1.00 1.00 1.00
Administrative Secretary 1.00 1.00 1.00 1.00
Animal Control Officer 1.00 1.00
43 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Battalion Chief/Fire Marshal 0.32 0.33
Code Enforcement Manager 1.00 1.00
Code Enforcement Officer I 1.00 1.00
Code Enforcement Officer II 1.00 1.00
Community Education Manager 1.00 1.00 1.00 1.00
Community Safety Admin 1.00 1.00 1.00 1.00
Community Service Officer 8.50 7.00 7.00 10.00
Community Services Manager 1.00 1.00 1.00 1.00
Deputy Librarian 1.00 1.00 1.00 1.00
Evidence Technician 1.00
Library Automation Services Coordinator 1.00 1.00 1.00 1.00 Library/Community Services Director 1.00 1.00 1.00 1.00 Librarian I 9.50 9.50 9.50 9.50
Librarian II 3.00 3.00 3.00 3.00
Library Aide 1.00
Library Clerk 8.50 9.50 10.50 10.50
Library Page 2.00 2.00 1.00 1.00
Library Technician 4.00 4.00 6.00 6.00
Literacy Assistant 2.00 2.00 2.00 2.00
Management Analyst 1.00 1.00 1.00
Marketing & Development Coord 1.00
Multi-Service Officer 2.00 2.00
Office Technician 2.00 2.00 1.00 1.00
Park Grnds Frstry Ops Mgr 1.00
Park Maint Worker 6.00 6.00 7.00 7.00
Park Maintenance Crew Supervisor 1.00 1.00 1.00 1.00
Police Commander 1.00 1.00
Police Officer 12.00 12.00 1.00 1.00
Police Recruit 1.00
Police Sergeant 1.00 1.00 5.00 4.00
Property Evidence Supervisor 1.00 1.00
Property/Evidence Technician 2.00
Recreation Asst 1.00 1.00 1.00 1.00
Recreation Coordinator 3.00 3.00 3.00 3.00
Senior Librarian 2.00 2.00 2.00 2.00
Senior Evidence Technician 1.00
Senior Library Technician 1.00 1.00
Senior Park Maintenance Worker 1.00 1.00
Technical Services Manager 1.00 1.00 1.00 1.00
Urban Forestry Worker II 3.00 2.00
1100 - MEASURE E Total 84.82 83.33 77.00 80.00
1200 - MEASURE G
Administrative Aide 2.00 1.00
Administrative Analyst I 1.00 2.00 2.00 3.00
Administrative Clerk I 1.00 1.00
Administrative Secretary 1.00 1.00 2.00 2.00
Assistant Engineer 2.00 2.00
Associate Engineer 1.00 1.00
Code Enforcement Manager 1.00 1.00
Code Enforcement Officer I 2.00 1.00 2.00 5.00
Code Enforcement Officer II 1.00 1.00 3.00
Community Relations Manager 1.00 1.00
Community Safety Program Coord 1.00 1.00
Community Service Officer 5.00 4.00 1.00
Computer Systems Administrator 1.00 1.00 1.00 1.00
Crime Analyst 1.00 1.00 1.00
44 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Engineering Aide II 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00
Finance Management Analyst 1.00 1.00 1.00
Fire Engineer 0.87 1.88
Fire Recruit 1.00 1.00
Firefighter 12.20 9.50 10.62 5.75
Human Resource Analyst I 1.00
Human Resource Analyst II 1.00 1.00 1.00
Inmate Crew Coordinator 1.00 1.00 1.00 1.00
Junior Engineer 1.00 1.00
Maintenance Manager 0.25 0.25
Management Analyst 1.00 1.00 1.00 1.00
Neighborhood Svcs Coord 1.00 1.00 3.00 3.00
Network System Specialist 1.00 1.00 1.00 1.00
Office Technician 2.00 1.00 1.00
Public Service Maintenance Crew Supervisor 1.00 1.00
Park Maint Worker 1.00 1.00 5.00 5.00
Planning Manager 0.12
Police Commander 1.00 1.00
Police Officer 34.00 35.00 8.00 8.00
Police Record Coord 1.00 1.00
Police Recruit 2.00
Police Sergeant 1.00 1.00 3.00 3.00
Police Services Tech 3.00 3.00 9.00 9.00
Public Service Maintenance Worker I 1.00 1.00 1.00 5.00 Public Service Maintenance Worker II 2.00 2.00 10.00 6.00 Public Service Maintenance Worker III 2.00 2.00 4.00 4.00 Public Service Maintenance Worker IV 1.00 1.00 3.00 3.00 Public Works Resource Coordinator 1.00 1.00
Recreation-Parks Superintendent 1.00 1.00
Recreation Asst 1.00 1.00
Recreation Coordinator 2.00 2.00 2.00 2.00
Senior Accountant 1.00
Senior Code Enforcement Officer 1.00 1.00 1.00
Senior Recreation Assistant 1.00 1.00 2.00 2.00
Sports Program Asst 1.00 1.00
Senior Accounting Clerk 1.00 1.00 1.00 1.00
Senior Urban Forestry Worker 1.00 1.00
Street Maintenance Manager 1.00 1.00
Street Outreach Specialist 1.00 1.00 1.00
Supvsg Police Serv Tech 3.00 3.00
Traffic Engineer 1.00 1.00
Urban Forestry Crew Supervisor 1.00 1.00
Urban Forestry Worker I 2.00 2.00
Urban Forestry Worker II 4.00 4.00
Word Processing Operator 1.00 1.00
1200 - MEASURE G Total 89.20 83.50 111.87 106.87
2101 - MAINTENANCE DIST ADMINISTRATION
Senior Accounting Technician 0.25
2101 - MAINTENANCE DIST ADMIN Total 0.25 0.00 0.00 0.00 2102 - WOODSIDE PARK MAINT DISTRICT
Maintenance Manager 0.03 0.03 0.03 0.03
2102 - WOODSIDE PARK MAINT DIST Total 0.03 0.03 0.03 0.03 2104 - AIRPORT BUS PARK MAINT DISTRICT
45 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Maintenance Manager 0.01 0.01 0.01 0.01
2104 - AIRPORT BUS PRK MAINT DIST Total 0.01 0.01 0.01 0.01 2105 - N E SALINAS LANDSCAPE DISTRICT
Maintenance Manager 0.29 0.29 0.29 0.29
2105 - N E SALINAS LANDSCAPE DIST Total 0.29 0.29 0.29 0.29 2106 - HARDEN RANCH LANDSCAPE DISTRICT
Maintenance Manager 0.01 0.01 0.01 0.01
2106 - HARDEN RANCH LAND DIST Total 0.01 0.01 0.01 0.01 2108 - MIRA MONTE MAINTENANCE DISTRICT
Maintenance Manager 0.15 0.15 0.15 0.15
2108 - MIRA MONTE MAINT DIST Total 0.15 0.15 0.15 0.15
2109 - MONTE BELLA MAINTENANCE DISTRICT
Maintenance Manager 0.26 0.26 0.26 0.26
2109 - MONTE BELLA MAINT DIST Total 0.26 0.26 0.26 0.26 2501 - EMERGENCY MEDICAL SERVICE FUND
Emergency Medical Services Officer 1.00 1.00 1.00 1.00
Fire Captain 0.75 0.88 0.75 0.88
Fire Engineer 0.75 0.87 1.13 1.25
Firefighter 1.26 1.12 0.88 0.75
2501 - EMERGENCY MEDICAL SVC Total 3.76 3.87 3.75 3.88
2504 - VEHICLE ABATEMENT
Community Service Officer 2.00 2.00 2.00 2.00
2504 - VEHICLE ABATEMENT Total 2.00 2.00 2.00 2.00
2513 - GENERAL PLAN
Community Outreach Assistant-Limited Term 1.00
2513 - GENERAL PLAN Total 0.00 0.00 0.00 1.00
2602 - HSA - AFFORDABLE HOUSING
Revenue Officer 0.02 0.20 0.05
2602 - HSA - AFFORDABLE HOUSING Total 0.02 0.20 0.05 0.00 2910 - COMMUNITY DEVELOPMENT
Assistant Development Director 0.12
Associate Planner 0.13 0.13
Asst Community Development Director 0.12
Community Improvement Assistant 0.65
Community Development Analyst 1.39 1.79 1.80 0.75
Community Development Director 0.15 0.15
Housing Services Supervisor 0.68
Management Analyst 0.64 0.25 0.65
Planning Manager 0.84 0.67 0.42 0.42
Revenue Officer 0.12
Senior Accounting Technician 0.20
Senior Community Development Analyst 0.65
2910 - COMMUNITY DEVELOPMENT Total 4.60 2.85 2.59 2.67
2911 - CDBG - COVID 19
Community Outreach Assistant-Limited Term 1.60 2.00 2.00 Community Development Analyst 0.91 0.14
Management Analyst 0.14
46 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Planning Manager 0.55 0.30 0.30
2911 - CDBG - COVID 19 Total 0.00 3.06 2.44 2.44
2930 - HOME INVESTMENT PARTNERSHIP
Community Development Analyst 0.31 0.45 0.80 0.30
Housing Services Supv 0.19
Management Analyst 0.14 0.20
Planning Manager 0.17 0.17 0.17 0.17
Revenue Officer 0.02 0.20 0.05
Senior Accounting Technician 0.15
Senior Community Development Analyst 0.30
2930 - HOME INVESTMENT PARTNER Total 0.83 0.82 1.02 1.12 2931 - HOME AMERICAN RESCUE PLAN (ARP)
Community Development Analyst 0.40 0.30
Management Analyst 0.05
Senior Accounting Technician 0.15
Senior Community Development Analyst 0.20 0.05
2931 - HOME AMERICAN RESCUE PLN Total 0.00 0.00 0.60 0.55 2940 - EMERGENCY SOLUTIONS GRANT-HUD
Community Improvement Assistant 0.06
Community Outreach Assistant-Limited Term 0.80
Community Development Analyst 0.01 0.07 0.49 0.49
2940 - EMERGENCY SOLUTIONS-HUD Total 0.07 0.07 1.29 0.49 2941 - EMERGENCY SOLUTIONS GRANT-COC
Community Improvement Assistant 0.08
Community Outreach Assistant-Limited Term 0.20
Community Development Analyst 0.02 0.02 0.10 0.10
Sr Community Development Analyst 0.11
2941 - EMERGENCY SOLUTIONS-COC Total 0.10 0.02 0.41 0.10 2943 - ESG-CV HUD
Community Development Analyst - Limited Term 1.25
Community Outreach Assistant-Limited Term 1.00
Homeless Services Manager 0.50
Planning Manager 0.30
2943 - ESG-CV HUD Total 0.00 1.55 0.00 1.50
2944 - ESG-CV HCD
Community Development Analyst 0.08
Planning Manager 0.10
2944 - ESG-CV HCD Total 0.00 0.18 0.00 0.00
2951 - SB2
Associate Planner 0.13
Community Improvement Assistant 0.01
Community Development Analyst 0.07 0.19 0.30 0.20
Housing Services Supervisor 0.03
Management Analyst 0.12 0.10
Planning Manager 0.01 0.01 0.01 0.01
Senior Accounting Technician 0.10
Senior Community Development Analyst 0.12
2951 - SB2 Total 0.24 0.20 0.56 0.41
2954 - ENCAMPMENT RESOLUTION (ERF)
47 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Community Outreach Assistant-Limited Term 1.00 4.00
Homeless Services Manager 0.50
Senior Accounting Technician 0.10
2954 - ENCAMPMENT RES (ERF) Total 0.00 0.00 1.00 4.60
2956 - FAMILY HOMELESS CHALLENGE
Community Outreach Assistant-Limited Term 1.00
Senior Accounting Technician 0.10
2956 - FAMILY HOMELESS CHALL Total 0.00 0.00 0.00 1.10
3111 - SAFER
Firefighter 2.91
3111 - SAFER 2.91 0.00 0.00 0.00
3163 - 2014 COPS HIRING SRO
Police Officer 0.33
3163 - 2014 COPS HIRING SRO Total 0.33 0.00 0.00 0.00
3182 - DOJ OFFICE OF JUSTICE PROGRAM
Victim Advocate 1.00 0.25
3182 - DOJ OFFICE OF JUSTICE PROG Total 0.00 1.00 0.25 0.00 3186 - UNITED WAY
Community Outreach Assistant-Limited Term 1.00 1.00
3186 - UNITED WAY Total 0.00 0.00 1.00 1.00
3252 - CLLS -ADULT LITERACY
Literacy Specialist 0.50 0.50 0.50 0.50
3252 - CLLS -ADULT LITERACY Total 0.50 0.50 0.50 0.50
3282 - BSCC-BOARD OF ST&COMM CORR
Admin Analyst I - Limited Term 1.00
3282 - BSCC-BRD OF ST&COMM CORR Total 0.00 0.00 0.00 1.00 3302 - CAL ID / RAN GRANT
Forensic Specialist II 1.00 1.00 1.00 1.00
3302 - CAL ID / RAN GRANT Total 1.00 1.00 1.00 1.00
3911 - AMERICAN RESCUE PLAN ACT (ARPA)
Community Dev Analyst 0.41 0.36
Management Analyst 0.05
Senior Accounting Technician 0.20
Senior Community Development Analyst 0.11
3911 - AMERICAN RESCUE PLAN ACT Total 0.00 0.00 0.52 0.61 6100 - MUNICIPAL AIRPORT
Administrative Secretary 1.00 1.00 1.00 1.00
Airport Maintenance Worker 3.00 3.00
Airport Manager 1.00 1.00 1.00 1.00
Airport Operations Supervisor 1.00 1.00 1.00 1.00
Facility Maint Worker 2.00 3.00
Office Technician 0.50 0.50 0.50 0.50
Public Works Director 0.10 0.10 0.10 0.10
6100 - MUNICIPAL AIRPORT Total 5.60 6.60 6.60 6.60
6200 - INDUSTRIAL WASTE
Assistant Engineer 0.50 0.50 0.50
48 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
Associate Engineer 0.50 0.50
City Engineer 0.15 0.15 0.15 0.15
Office Technician 0.20 0.20 0.20 0.20
P.S. Maint Crew Supervisor 0.50
Public Works Admin Supervisor 0.10 0.10 0.10 0.10
Public Works Director 0.10 0.10 0.10 0.10
Senior Civil Engineer 0.50 0.50 0.50 0.50
Wastewater Crew Sup 0.50 0.50 0.50
Wastewater Manager 0.25 0.25 0.25 0.25
Wastewater Operator 2.00 3.00 3.00 3.00
6200 - INDUSTRIAL WASTE Total 3.80 5.30 5.80 5.80
6400 - SEWER
Assistant Engineer 0.50 0.50 0.50
Associate Engineer 0.50 0.50
City Engineer 0.10 0.10 0.10 0.10
Motor Sweeper Operator 2.95
Office Technician 0.20 0.20 0.40 0.40
Public Service Maintenance Crew Supervisor 1.00
Public Service Maintenance Worker I 1.00
Public Service Maintenance Worker II 5.95 4.95 5.95 4.95 Public Service Maintenance Worker III 1.75 1.75 1.75 4.75 Public Service Maintenance Worker IV 0.50 0.50 0.75 0.75 Public Works Administrative Supervisor 0.10 0.10 0.10 0.10 Public Works Director 0.10 0.10 0.10 0.10
Pump Maintenance Mechanic 1.00 1.00 1.00
Senior Civil Engineer 0.85 0.85 0.85 0.85
Senior Pump Maintenance Mechanic 1.00
Wastewater Crew Supervisor 1.00 1.25 1.25
Wastewater Manager 0.50 0.50 0.50 0.50
6400 - SEWER Total 12.05 11.55 16.70 16.75
6500 - STORM SEWER (NPDES)
City Engineer 0.05 0.05 0.05 0.05
Community Service Officer 0.50
Equipment Mechanic I 1.00
Motor Sweeper Operator 3.00 3.00 0.05
NPDES Permit Manager 1.00 1.00 1.00 1.00
Office Technician 0.20 0.20
Public Service Maintenance Crew Supervisor 0.50
Public Service Maintenance Worker II 2.05 2.05 1.05 1.05 Public Service Maintenance Worker III 0.25 0.25 0.25 0.25 Public Service Maintenance Worker IV 0.50 0.50 0.25 0.25 Public Works Administrative Supervisor 0.05 0.05 0.05 0.05 Public Works Director 0.05 0.05 0.05 0.05
Stormwater Analyst 1.00
Stormwater Compliance Inspector 1.00 1.00
Stormwater Technician 1.00
Wastewater Crew Supervisor 0.50 0.25 0.25
Wastewater Manager 0.25 0.25 0.25 0.25
6500 - STORM SEWER (NPDES) Total 9.40 7.90 5.25 5.20
6801 - DOWNTOWN PARKING DISTRICT
Public Works Admin Supervisor 0.25 0.25 0.25 0.25
Public Works Director 0.02 0.02 0.02 0.02
6801 - DOWNTOWN PARKING DIST Total 0.27 0.27 0.27 0.27
49 SUMMARIES & SCHEDULES
Workforce by Fund
FY 21 FY 22 FY 23 FY 24
Authorized Authorized Authorized Preliminary
6803 - PARKING ENFORCEMENT
Office Technician 0.25
Public Works Admin Supervisor 0.25 0.25 0.25 0.25
6803 - PARKING ENFORCEMENT Total 0.50 0.25 0.25 0.25
6900 - PERMIT SERVICES
Administrative Aide 0.40
Administrative Analyst I 1.00 2.00
Building Permit Specialist 1.00 1.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00
Combination Building Inspector I 2.00 1.00 1.00 3.00
Combination Building Inspector II 2.00 2.00 1.00
Community Outreach Assistant-Limited Term 0.40
Community Development Director 0.25 0.25
Community Outreach Assistant 1.00 1.00
Inspection Services Manager 1.00 1.00 1.00
Junior Engineer 1.00 1.00 1.00 1.00
Permit Center Clerk 3.00
Permit Center Coordinator 1.00 1.00 1.00 1.00
Permit Center Manager/Building Officer 1.00
Permit Services Technician 3.00 3.00 3.00
Plan Checker I 1.00
Revenue Officer 0.59 0.50 0.80
Senior Plan Check Engineer 1.00 2.00 2.00 2.00
Senior Combination Building Inspector 1.00 1.00
6900 - PERMIT SERVICES Total 11.99 13.50 17.45 18.25
7103 - WORKER'S COMP SELF-INSURANCE
Assistant City Attorney 0.50 0.50 0.50 0.50
Human Resources Technician 0.50
Legal Secretary 0.50
Risk and Benefits Analyst 0.75
Sr Risk Management Technician 0.50 0.50 0.50
7103 - WORKER'S COMP SELF-INS Total 1.00 1.00 1.00 2.25 7104 - GENERAL LIABILITY SELF-INSURANCE
Assistant City Attorney 1.50 1.50 1.50 1.50
Legal Secretary 0.50
Senior Risk Management Technician 0.50 0.50 0.50
7104 - GEN LIAB SELF-INSURANCE Total 2.00 2.00 2.00 2.00 7120 - INTERNAL SERVICES-FLEET MAINT
Equipment Mechanic Crew Sup 1.00 1.00 1.00 1.00
Equipment Mechanic I 1.00 3.00 3.00 3.00
Equipment Mechanic II 3.00 3.00 3.00 3.00
Fleet Analyst 1.00
Fleet Maintenance Manager 1.00 1.00 1.00 1.00
Inventory Technician 1.00 1.00
Office Technician 0.20 1.20 1.20 1.20
Public Works Admin Supervisor 0.25 0.25 0.25 0.25
Radio and Upfitting Technician 1.00 1.00
Senior Equipment Mechanic 1.00 1.00 1.00
Senior Mechanic 1.00
Senior Vehicle Maintenance Assistant 1.00
7120 - INTERNAL SVCS-FLEET MAINT Total 10.45 10.45 11.45 12.45 CITY-WIDE TOTAL 606.50 606.50 633.50 645.50
50 THE SALINAS PLAN REFRESH
In 2018, the National Resource Network (NRN), led by Public Financial Management (PFM) conducted a comprehensive study of the financial and organizational issues being experienced by the City of Salinas.
The Study was named “The Salinas Plan” (the “TSP”) and was completed in November 2018. At that time the City was facing a number of issues: budget forecast of a negative net revenue in the General Fund; a housing and homelessness crises; lack of investment in City buildings, parks, and infrastructure; and a number of workforce compensation strategies that worked against the City’s goals of competitive pay structures for recruitment and retention. The TSP included 32 recommendations targeted at each of these major issue areas for the City. Since that time, the City has systematically worked at implementing the recommendations from the TSP.
In October 2022, Russ Branson Consulting (RBC) was retained to perform a refresh of the TSP. T he “refresh” is an opportunity to review the City’s progress on the original TSP recommendations, update the budget forecast, and recommend additional recommendations based on current economic and operating conditions.
Purpose of The Salinas P
lan Refresh
Over the last four years, the City has undergone a number of changes and challenges that have reshaped the City in key ways:
• Turnover of key staff, including the City Manager and Finance Director; • The COVID pandemic and resulting impacts on implementation of TSP recommendations; and, • Increased sales and property tax revenue placing the City in a better financial position.
Other aspects of the City remains unchanged, including:
• Population has remained static;
• Expected new development has been delayed; and,
• Total staffing and service levels effectively remain at 2018 levels.
Given the turmoil of the last four years, as well as the progress the City has made on the original plan, the City is seeking a review of the 2018 TSP status, including an evaluation of which recommendations should remain in place and the addition of new recommendations that should be added based on current circumstances.
This “refresh” plan is being completed as an update of the original plan and not a complete re- evaluation of the underlying analysis of the TSP. In this way, the Refresh Plan relies on the work done in the original NRN study. Except where noted, it is determined that the analysis and circumstances of the original TSP remain valid.
The Salinas Plan Summary
The Salinas Plan (“TSP”) included 32 recommendations, or initiatives, across six broad categories :
• Risk Mitigation initiatives represent actions the City can take to reduce its exposure to significant budgetary impacts in the future;
• Public Safety initiatives provide a path to more efficient, cost -effective Police and Fire services without reducing service levels;
• Shared Services initiatives seek to make the most efficient use of shared services and for the City to be properly compensated for services provided on a shared basis; • Managed Competition initiatives focus on areas where the City should explore partnerships to either manage or repurpose City assets;
51 THE SALINAS PLAN REFRESH
• Operational Efficiencies initiatives change the way the City does business so that services are as efficient and affordable as possible;
• Workforce initiatives allow the City to develop a more sustainable compensation package while increasing the City’s long- term competitiveness and ability to recruit and retain employees critical to delivering quality services;
• Investment Strategies initiatives focus on investment in the City both to maintain the City’s significant investments in community facilities and infrastructures and to support affordable housing and community development initiatives that will meaningfully begin to tackle the City’s housing and homelessness crisis; and,
• New Revenues include provisions for new revenue to support new investment and projected growth.
To date, more than half of the recommendations have either been implemented or are actively being implemented by the City to some extent. A third of the recommendations are not currently being implemented and are recommended to remain in place for City action. F our of the TSP recommendations have attempted implementation and failed or have been rejected by the City as not fe asible.
Status o f The Sal inas Plan Initiatives
No. of
Recommendations
Implemented 7
In-Progress 10
Active 11
Rejected 4
Total
Recommendations 32
Revised Recom mendation Organization
For the TSP Refresh, recommendations are organized in different groups from the TSP. This provides a simpler approach and places related recommendations together. The graphic below illustrates the four areas of recommendations in the Refresh Plan. These areas are: Managing the Organization, Facilities & Infrastructure, Investments for a Healthy City, and Housing & Homelessness.
52 THE SALINAS PLAN REFRESH
Revised Recomm endations Listing
Managing the Organization (MO)
MO-01 Healthcare Cost Containment
MO-02 Improve Base Pay on a Cost-Neutral Basis
MO-03 Evaluate the Total Leave Program
MO-04 Continue to Address Workers' Compensation Costs, Moving Towards Sound Actuarial Funding MO-05 Police Civilianization
MO-06 Improve Budget Process and Monitoring
MO-07 Incorporate Multi-Year Financial Planning into All Budgetary Actions MO-08 Include Leave Accruals and Cash Outs in Current Compensation Study MO-09 Evaluate the Parking Functions Within the City
MO-10 Evaluate the impact of implementing the City’s Coming Compensation Study City Facilities & Infrastructure (CFI)
CFI-01 Prepare a Preventive Maintenance Program for all City Facilities CFI-02 Citywide Fleet Strategy
CFI-03 Eliminate General Fund Subsidy of Golf Course Debt Service CFI-04 Eliminate Sherwood Hall Deficits
CFI-05 Develop an Implementation Approach to Prioritize and Fund the Most Pressing City Needs Investments for a Healthy City (IHC)
IHC-01 Enact Storm Sewer Utility Fee to Fund Current Transfer of General Fund Revenues to Storm Sewer Fund IHC-02 Increase Hotel Tax and Dedicate Funding that Results to Capital Investment IHC-03 Engage with the Salinas Community to Make the Measure G Sales Tax Permanent IHC-04 Dedicate Savings to Capital Investment
IHC-05 Evaluate a General Obligation (“GO”) Bond to Fund Key City Projects Housing and Homelessness (HH)
HH-01 Convene Stakeholders to Develop an Impl Plan to Create More than 4,000 New Units of Affordable Housing in Next 10 Yrs HH-02 Establish a Housing Trust Fund with a Dedicated Revenue Stream for Affordable Housing HH-03 Develop a Land Strategy to Leverage Private Market Investment to Create up to 2,400 New Units of Affordable Housing HH-04 Create Regulations to Address Safety and Health Conditions in Rental and Other Group Housing HH-05 Use Multiple Sources to Provide Revenue for the Housing Trust Fund HH-06 Coordinate Homeless Response Between Departments Through the City Manager’s Office Managing the
Organization
Investments
for a Healthy
City
Facilities &
Infrastructure
Housing &
Homelessness
53 THE SALINAS PLAN REFRESH
Status of Revised Recommendations for The Salinas Plan Refresh
The Salinas P lan Refresh was presented to City C ouncil on March 21, 2023. New and update d recommendations have not been implemented by City staff. The status of these recommendations wi th corresponding financial impacts will be shown in subsequent versions of th is annual operating budget document.
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58 ADMINISTRATION DEPARTMENT
Organizational Chart by Division
CITY MANAGER'S
OFFICE
CITY CLERK
ADMIN SUPPORT
INFORMATION
TECHNOLOGY
59 ADMINISTRATION DEPARTMENT
Organizational Chart by Position
CITY MANAGER
Executive Assistant to City
Manager
Executive Assistant
Assistant City Manager
Confidential Office Tech
City Clerk
Assistant City Clerk
Community Relations Manager
Project Coordinator
Diversity, Equity, & Inclusion
Officer
Department Placement TBD
60 (This page intentionally left blank)
61 ADMINISTRATION DEPARTMENT
Summary
The Administration Department provides external and internal support services for a number of essential functions related to the management operations of City government. Under the direction of the City Manager, these functions include, logistical support for the Mayor and Council, recording of the City's official legislative records, and community outreach and engagement.
City Council Goals, Strategies, and Objectives for FY 2023-24 Operational Efficiencies
1. Continue Council and community outr each and engagement around City services, projects, fiscal management, strategic plan objectives progress, and emergency operations . (Strategic Goal:
Effective & Culturally Responsive Government)
2. Continue to work with local service providers and County of Monterey to mitigate homeless encampments, support permanent shelter operations, transitional housing and other housing and commercial developments city-wide. (Strategic Goal: Housing/Affordable Housing)
3. Continues to lead the efforts between the City and County consolidation of services. (Strategic Goal: Effective & Culturally Responsive Government)
4. Continue 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 city-wide 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 Project Coordinator position to support the community outreach and engagement operations. 62 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 1111 City Manager`s Office 862,594 1,052,630 1,290,240 1,724,662 1120 City Clerk 567,061 665,521 750,017 777,104 1355 Economic Development 496,187 511,800
2033 Information Technology 4,521,157
Total 1,925,843 2,229,952 2,040,258 7,022,923 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,410,259 1,707,849 1,490,677 3,824,418 62 - Supplies & Materials 11,299 33,201 24,629 86,200 63 - Outside Services 405,912 415,682 475,667 2,238,300 64 - Other Charges 89,100 69,343 47,480 137,005 66 - Capital Outlays 9,273 3,877 1,805 737,000 Total 1,925,843 2,229,952 2,040,258 7,022,923 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,827,837 1,978,053 1,722,079 6,283,504 1100 Measure E 58,000
1200 Measure G 98,006 251,899 318,179 681,419 Total 1,925,843 2,229,952 2,040,258 7,022,923 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office 3. 000 4.000 6.000 8.000
1120 City Clerk 2.000 2.000 2.000 2.000
1355 Economic Development 1.000 2.000
2033 Information Technology 15.000
Total 6.000 8.000 8.000 25.000
ADMINISTRATION DEPARTMENT
Summary
63 ADMINISTRATION DEPARTMENT
1111 City Manager’s Office Division
Purpose
Manage the Salinas Municipal Corporation 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. Develop, recommend and implement comprehensive City budget and financial policies.
3. Coordinate efforts to achieve cooperative intergovernmental initiatives and private/public partnerships.
4. Implement City Council Goals and Objectives.
Major Budget Changes
Workforce allocation and adjustment within the City Manager’s Division to include the addition of one (1) full-time Project Coordinator position to support the community outreach and engagement operations.
Manage the Salinas Municipal Corporation a consistent with the policy direction established by the City Council and municipal law.
64 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 846,504 1,012,279 1,123,027 1,569,062 62 - Supplies & Materials 7,828 8,659 16,031 6,700 63 - Outside Services 5,606 8,973 133,270 133,200 64 - Other Charges 2,656 22,428 16,600 15,700 66 - Capital Outlays 292 1,312
Total 862,594 1,052,630 1,290,240 1,724,662 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 764,588 800,732 972,061 1,406,525 1200 Measure G 98,006 251,899 318,179 318,137 Total 862,594 1,052,630 1,290,240 1,724,662 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office 3.000 4.000 6.000 8.000
Total 3.000 4.000 6.000 8.000
ADMINISTRATION DEPARTMENT
1111 City Manager`s Office Division
65 ADMINISTRATION DEPARTMENT
1120 City Clerk Division
Purpose
The City Clerk's Office is the record keeper of the City's legislative actions and supports the Salinas 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 is responsible for the legislative meeting management process and 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. Responsible for sight of all city 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.
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. S erve as the filing official and oversees municipal elections.
5. Management of customer service platform and initiatives.
6. Coordinates the State mandated AB 1234 Local Ethics Training and filing of campaign disclosure and conflict of interest statements.
7. Oversight of the City -wide records retention and day to day operations 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.
66 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 358,407 403,420 367,650 338,304 62 - Supplies & Materials 3,471 12,370 8,598 5,200 63 - Outside Services 179,875 223,882 342,396 397,600 64 - Other Charges 16,890 22,264 30,880 36,000 66 - Capital Outlays 8,418 3,585 493 Total 567,061 665,521 750,017 777,104 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 567,061 665,521 750,017 777,104 Total 567,061 665,521 750,017 777,104 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1120 City Clerk 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000
ADMINISTRATION DEPARTMENT
1120 City Clerk Division
67 (This page intentionally left blank)
68 INFORMATION TECHNOLOGY
Organizational Chart by Position
TECHNOLOGY
AND
INNOVATION OFFICER
Network Systems Administrator
IT Technician II (2)
IT Technician I (2)
Network Systems
Specialist
Cyber Security Specialist
Management Analyst
Print Shop Technician
IT Technician I
(2 - Temp)
Office Technician
(2 - Temp)
Integration and Applications
Administrator (CDD)
Business Systems
Analyst
Computer Systems Administrator
(PD)
Business Systems
Analyst
IT Technician II
69 ADMINISTRATION 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Ratio of help desk tickets
completed/submitted NEW NEW NEW NE W >95%
Number of help desk tickets handled 5,688 7,772 4, 000 3,880 4,000 Number of special projects started 45 45 45 30 40
Number of special projects completed 30 0 0 12 10
Major Budget Changes
The City will be adding cyber security software, network infrastructure upgrades, data archiving and backup capacity.
70 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,537,064 1,639,101 2,018,294 1,917,052 62 - Supplies & Materials (23,770) (14,154) 68,500 74,300 63 - Outside Services 111,481 162,254 319,000 1,707,500 64 - Other Charges 3,134 3,140 15,250 85,305 66 - Capital Outlays 259,343 272,484 359,200 737,000 Total 1,887,251 2,062,825 2,780,244 4,521,157 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,504,162 1,660,921 2,378,681 4,099,875 1100 Measure E 50,023 53,075 55,000 58,000 1200 Measure G 333,066 348,829 346,563 363,282 Total 1,887,251 2,062,825 2,780,244 4,521,157 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2033 Information Technology 11.000 13.000 14.000 15.000 Total 11.000 13.000 14.000 15.000
ADMINISTRATION DEPARTMENT
2033 Information Technology Division
71 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1111 City Manager`s Office
Assistant City Manager 1.000 1.000 1.000 1.000
City Manager 1.000 1.000 1.000 1.000
Executive Assistant 1.000 1.000 2.000 2.000
Project Coordinator 1.000
Confidential Office Technician 1.000 1.000
Community Relations Manager 1.000 1.000 1.000
Diversity Equity & Incl Officer 1.000
1111 City Manager`s Office Total 3.000 4.000 6.000 8.000 1120 City Clerk
City Clerk 1.000 1.000 1.000 1.000
Deputy City Clerk 1.000
Assistant City Clerk 1.000 1.000 1.000
1120 City Clerk Total 2.000 2.000 2.000 2.000
1355 Economic Development
Economic Development Mgr 1.000
Management Analyst 1.000
Sr Economic Development Manager 1.000
1355 Economic Development Total 1.000 2.000
2033 Information Technology
Computer Systems Administrator 1.000
Integration/Appl Admin 1.000
Network System Specialist 1.000
Network/Sys Administrator 1.000
Management Analyst 1.000
Information Technologies Tech I 2.000
Information Technologies Tech II 3.000
Print Shop Technician 1.000
Business Systems Analyst 2.000
Cybersecurity Specialist 1.000
Technology & Innovation Officer 1.000
2033 Information Technology Total 15.000
Total 6.000 8.000 8.000 25.000
ADMINISTRATION DEPARTMENT
Workforce
72 CITY ATTORNEY DEPARTMENT
Organizational Chart by Division
CITY ATTORNEY
Transactional
Matters
Civil Litigation
Employment /
Personnel Matters
Code Enforcement /
Criminal Prosecutions
Risk Management
(Insurance)
General Municipal
Law (Brown Act /
Ethics / PRA)
Land Use / CEQA
Development Projects
Comissions,
Committees, Boards
73 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
74 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 2023-24
1. Support Efforts to Generate Revenue Sources to Invest in Existing Facilities and Infrastructure. (Strategic Goal: 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 on Housing/Affordable Housing. (Strategic Goal: Housing/Affordable Housing) a. Advise on and support efforts to update the City’s Inclusionary Housing Program. b. Advice on efforts to implement a Rent Stabilization Program.
3. Municipal Code Update. (Strategic Goal: 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.
b. Update purchasing policies and purchasing manual, to include an environmentally friendly purchasing requirement.
c. Support efforts to establish a Youth Commission. (Youth and Seniors)
4. Cost-Recovery Program. (Strategic Goal: 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. (Strategic Goal: 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. (Strategic Goal: 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)
75 CITY ATTORNEY DEPARTMENT
Summary
7. Prosecution of Municipal Code Violations. (Strategic Goal: Public Safety) a. Continue to prosecute misdemeanor violations of the Salinas Municipal Code.
8. Update and Implement City Policies. ( Strategic Goal: Effective and Culturally Responsive Government)
a. Advise on and support efforts to update the City’s General Plan. b. Work with City Council and City Administration to update and develop policies for Council norms and procedures, including Rules of Decorum.
c. Support effective governance for City Commissions and Committees; provide training for new Commissioners and Committee members.
d. Advise on and support efforts to make City services more accessible and culturally responsive.
Major Budget Changes
A Legal Secretary position remains unfilled. Recruitment will begin again to coincide with continued efforts to recruit for an Assistant City Attorney. This Legal Secretary will provide much -needed support and increase efficiency and effectiveness within the Office.
An Assistant City Attorney position remains unfilled due to ongoing recruitment challenges. The Office will again attempt to recruit for an Assistant City Attorney to fill a n existing vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with civil litigation.
76 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 1400 City Attorney's Office 780,960 884,306 1,026,003 920,577 Total 780,960 884,306 1,026,003 920,577 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 706,557 730,011 838,303 728,037 62 - Supplies & Materials 27,654 23,117 28,400 28,200 63 - Outside Services 28,642 120,515 92,060 97,100 64 - Other Charges 7,876 9,239 27,240 27,240 66 - Capital Outlays 10,230 1,424 40,000 40,000 Total 780,960 884,306 1,026,003 920,577 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 780,960 884,306 1,026,003 920,577 Total 780,960 884,306 1,026,003 920,577 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office 5.000 3.000 4.000 3.000
Total 5.000 3.000 4.000 3.000
CITY ATTORNEY DEPARTMENT
Summary
77 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
Actual
FY 2022-23
Actual
FY 2022-23
Projected
FY 2023-24
Goal
# requests for legal services 388 430 1,500 500
# criminal cases reviewed or prosecuted 232 54 250 50
# Pitchess motions responded to and defended 2 3 5 5
# civil cases filed and defended 7 6 5 10
# Code enforcement cases and nuisance
abatements 4 9 5 10
# Public Records Act requests responded to 28 20 25 20
# Economic development agreement and other
contracts 170 197 175 200
# Workers Compensation cases presented to
CM or CC 156 3 150 0
Employment matters--Representation and
A dvic e 17 10 20 15
Legal support of election and/or revenue
measure initiative 0 3 1 1
Major Budget Changes
A Legal Secretary position remains unfilled. Recruitment will begin again to coincide with continued efforts to recruit for an Assistant City Attorney. This Legal Secretary will provide much- needed support and increase efficiency and effectiveness within the Office.
An Assistant City Attorney position remains unfilled due to ongoing recruitment challenges. The Office will again attempt to recruit for an Assistant City Attorney to fill an existing vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with Civil Litigation. 78 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 706,557 730,011 838,303 728,037 62 - Supplies & Materials 27,654 23,117 28,400 28,200 63 - Outside Services 28,642 120,515 92,060 97,100 64 - Other Charges 7,876 9,239 27,240 27,240 66 - Capital Outlays 10,230 1,424 40,000 40,000 Total 780,960 884,306 1,026,003 920,577 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 780,960 884,306 1,026,003 920,577 Total 780,960 884,306 1,026,003 920,577 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office 5.000 3.000 4.000 3.000
Total 5.000 3.000 4.000 3.000
CITY ATTORNEY DEPARTMENT
1400 City Attorney's Office Division
79 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1400 City Attorney's Office
Assistant City Attorney 1.000 1.000 1.000 1.000
City Attorney 1.000 1.000 1.000 1.000
Legal Secretary 1.000 1.000
Confidential Office Technician 1.000 1.000 1.000 1.000
Deputy City Attorney 1.000
1400 City Attorney's Office Total 5.000 3.000 4.000 3.000 Total 5.000 3.000 4.000 3.000
CITY ATTORNEY DEPARTMENT
Workforce
80 CITY COUNCIL DEPARTMENT
Organizational Chart by Position
Kimbley Craig
Mayor
Carla Viviana
Gonzalez
District 1
Orlando Osornio
District 4
Tony Barrera
District 2
Andrew Sandoval
District 5
Steve McShane
District 3
Anthony Rocha
District 6
81 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.
82 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 1000 City Council 246,282 295,850 325,209 399,607 Total 246,282 295,850 325,209 399,607 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 228,702 260,563 271,641 330,907 62 - Supplies & Materials 1,039 970 4,627 1,000 63 - Outside Services 12,634 14,441 10,000 15,200 64 - Other Charges 3,447 19,876 38,941 52,500 66 - Capital Outlays 461
Total 246,282 295,850 325,209 399,607 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 246,282 295,850 325,209 399,607 Total 246,282 295,850 325,209 399,607 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000
CITY COUNCIL DEPARTMENT
Summary
83 CITY COUNCIL DEPARTMENT
1000 City Council Division
City Council Goals, Strategies, and Objectives for FY 2023-24 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.
84 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 228,702 260,563 271,641 330,907 62 - Supplies & Materials 1,039 970 4,627 1,000 63 - Outside Services 12,634 14,441 10,000 15,200 64 - Other Charges 3,447 19,876 38,941 52,500 66 - Capital Outlays 461
Total 246,282 295,850 325,209 399,607 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 246,282 295,850 325,209 399,607 Total 246,282 295,850 325,209 399,607 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000
CITY COUNCIL DEPARTMENT
1000 City Council Division
85 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1000 City Council
City Council 6.000 6.000 6.000 6.000
City Mayor 1.000 1.000 1.000 1.000
1000 City Council Total 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000
CITY COUNCIL DEPARTMENT
Workforce
86 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Division
Permit Services moved to a separate Enterprise Operation fund effective FY 2018.
COMMUNITY
DEVELOPMENT
DIRECTOR
PERMIT
SERVICES
ASSISTANT
COMMUNITY
DEVELOPMENT
DIRECTOR
ADMINISTRATION
ADVANCED
PLANNING &
PROJECT
IMPLEMENTATION
ECONOMIC
DEVELOPMENT
CODE
ENFORCEMENT
CURRENT
PLANNING
HOUSING &
COMMUNITY
DEVELOPMENT
87 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 Analyst
Admin Aide
Admin Clerk I
Sr Code
Enforce Off
Code Enforce
Off I (5)
CURRENT PLANNING
Planning Manager
Senior
Planner
Assistant
Planner (3)
Associate
Planner
Admin Aide
HOUSING & COMM DEV
Planning Manager
Mgmt Analyst
Comm Dev
Analyst
Sr Accting
Tech (LT)
Comm Dev
An (LT)
Admin Analyst
(LT)
Homeless
Svcs Mgr
Comm Dev
Analyst
Comm Out
Asst (LT-5)
Comm Dev
Analyst (LT)
Sr Comm Dev
Analyst
Comm Dev
Analyst
PERMIT SERVICES
Chief Building Official
Sr Plan Check
Eng (2)
Bldg Permit
Specialist
Jr Engineer
Inspection
Svcs Mgr
Plan Checker
I
Combo Bldg
Insp II
Combo Bldg
Inp I (3)
Admin Analyst
(2)
Permit Ctr
Coord
Permit Tech
(3)
Comm Out
Asst
Comm Out
Asst (LT)
Admin Aide
Office Tech
Assistant
CDD Director
ADV PLAN & PROJ
IMPLEMENTATION
Planning Mgr
Sr Planner (2)
Associate
Planner
Associate
Planner
Mgmnt
Analyst
Planning
Manager
Econ Dev
Analyst
Comm Dev
An (LT)
88 (This page intentionally left blank)
89 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 , business retention and expansion 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 Economic Development.
The 21/22 fiscal year was extremely busy for the department as staff fielded over 23,000 calls, issued 3,243 permits with a valuation of over $83.4 million. Last fiscal year, CDD also secured nearly $45 million in grants, and continued to provide direct rental support , reaching over 1,500 households with $14 million in assistance. The department made significant progress on the General Plan Update and Climate Action Plan and streamlined the Accessory Dwelling Unit (ADU) process with pre-approved plans.
City Council Goals, Strategies, and Objectives for FY 2023-24 (Economic Development, Housing/Affordable Housing, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)
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. Build an Economic Development team that focuses on site development and industry attraction, business retention and expansion, and continued support of small businesses and entrepreneurs through business navigation, loans, and connection to small business resources. (Strategic Goal:
Economic Development)
3. Develop an opportunity site inventory list to promote retail, commercial and industry to maximize their current use, future development and redevelopment for job creation and property and sales tax revenue generation. (Strategic Goal: Economic Development)
4. Prepare a Master Plan for the Salinas Intermodal Transportation Center that includes Transit Oriented Development. (Strategic Goal: Economic Development)
5. Process the Ferrasci Business Center Specific Plan (FBCSP) application and associated environmental review documents (Target Area K). FBCSP implementation will provide new employment and revenue generating opportunities. (Strategic Goal: Economic Development)
6. Evaluate the formation of an Enhanced Infrastructure Financing District (EIFD) to fund infrastructure improvement s to facilitate the development of the Salinas Ag Industrial Center. (Strategic Goal: Economic Development)
7. Revise the C ommercial Cannabis Ordinance to open new opportunities for business and ensure sensible regulation. Complete a Cannabis Equity Assessment to mitigate the harm done to those communities most impacted by criminalization. (Strategic Goal: Economic Development)
90 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
8. 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)
9. Continue to coordinate with the County on the implementation of the Downtown Vibrancy Plan and Alisal Vibrancy Plan Memorandums of Understanding 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)
10. Complete the entitlement process for a vibrant, multi- phase new mixed- use development at the corner of John Street and Abbott to include a 111- room hotel, 242 dwelling units, nearly 139,000 sq ft of retail and office. (Strategic Goals: Economic Development and Housing/Affordable Housing)
11. Complete Housing Element Update by December 1 5, 2023. (Strategic Goal: Housing/Affordable Housing)
12. Launch preparation of the East Area Specific Plan to increase housing opportunities and create healthy, walkable and sustainable neighborhoods. (Strategic Goal: Housing/Affordable Housing)
13. Support development of the Future Growth Area (FGA) by coordinating infrastructure investment and processing tentative map applications. (Strategic Goal: Housing/Affordable Housing)
14. Using SB2 grant funds complete technical studies and any related zone changes to facilitate housing development opportunities in the downtown, North and East Salinas. (Strategic Goal:
Housing/Affordable Housing)
15. Continue to promote ADU development through pre-approved ADU plans, streamlining of processes, updating regulations consistent with State law, and connecting applicants to financing. (Strategic Goal: Housing/Affordable Housing)
16. Leverage American Rescue Plan Act (ARPA) funding 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)
17. 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)
18. Facilitate 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)
19. Facilitate acquisition of three homes and completion of ADUs with BACS through the Family Homelessness Challenge Grant. (Strategic Goal: Housing/Affordable Housing)
20. Continue to effectively manage the Interim Housing Motel Program to help navigate participants into permanent housing and support Health & Safety Days. (Strategic Goal: Housing/Affordable Housing)
91 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
21. Continue to actively engage the unhoused through the Salinas Outreach and Response Team (SORT) to connect to services and provide case management to provide pathways to housing. (Strategic Goal: Housing/Affordable Housing)
22. Implement a rental registration program to promote health and safety, provide tenant/landlord support, and help stabilize Salinas’ housing stock . (Strategic Goals: Public Safety and Housing/Affordable Housing)
23. Promote safe , habitable housing by coordinating with landlord and tenants to eliminate lead hazards. (Strategic Goals: Public Safety and Housing/Affordable Housing)
24. In collaboration with the community and the Police and Fire Departments complete a comprehensive draft of a Public Safety Element as part of the General Plan by Spring 2024. (Strategic Goals: Public Safety and Effective and Culturally Responsive Government)
25. Continue to effectively implement awarded Cal ICH Grants 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)
26. Improve code enforcement outcomes by coordinating with Fire Prevention, Police Department, Public Works, Monterey County Environmental Health, and Republic Services to address blighted properties and quality of life issues such as noise complaints and illegal vending. (Strategic Goal:
Public Safety)
27. 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)
28. Continue to expand community engagement opportunities and education to encourage compliance with City codes. (Strategic Goal: Public Safety)
29. Program legal settlement funding to mitigate harm created by opioids targeting substance and prescription drug abuse prevention and treatment programs. (Strategic Goal: Public Safety)
30. Continue to 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, El Gabilan Park multi use court improvements Closter Park public art and signage improvements, and preparation of Cesar Chavez Master Plan and trail project to implement the Alisal Vibrancy Plan. (Strategic Goal: Youth and Seniors)
31. Complete the final phase of rehabilitation of the Sherwood Recreation Center project in collaboration with Library and Community Services. (Strategic Goal: Youth and Seniors)
32. Produce draft General Plan update and Climate Action Plan by Spring 2024. ( Strategic Goals:
Infrastructure and Environmental Sustainability and Effective and Culturally Responsive Government)
33. Complete implementation of the new paperless permitting system and develop new easy to understand, bilingual educational materials for the Permit Center. (Strategic Goal: Effective and Culturally Responsive Government)
92 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
Major Budget Changes
Although it may seem as if the CDD operational budget has significantly increased, most of the change was created when projects originally categorized as Capital Improvement Projects were shifted into operating.
In addition, CDD has been successful in securing millions in grants, which has resulted in the need for additional staffing. Many of these positions are limited term and will ultimately be phased out as funding decreases.
93 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 1355 Economic Development 1,158,952 969,072
3111 Adv Planning & Project Implementatio 1,015,082 1,428,106 2,674,058 1,203,323 3353 Code Enforcement 1,073,463 1,066,834 1,490,271 1,427,600 3461 Administration 690,039 431,218 510,428 730,967 3462 Current Planning 918,827 1,153,530 1,629,916 1,649,068 Housing and Community Development 8,148,016 9,758,976 22,102,864 14,744,372 3181 Downtown Streets Team 550,000
3279 Homelessness Service Coordination 200,000
3328 East Area Specific Plan (EASP) 350,000
3701 General Plan 596,800
Total 11,845,427 13,838,665 29,566,490 22,421,202 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,447,743 4,755,521 7,418,035 7,151,310 62 - Supplies & Materials 152,265 136,979 148,251 103,280 63 - Outside Services 1,160,778 1,336,029 6,569,266 5,395,243 64 - Other Charges 62,375 64,802 220,065 131,350 66 - Capital Outlays 176,189 187,537 3,818,145 5,942,800 69 - Financial Assistance 5,846,076 7,357,797 11,392,728 3,697,219 Total 11,845,427 13,838,665 29,566,490 22,421,202
COMMUNITY DEVELOPMENT DEPARTMENT
Summary
94 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,014,058 3,102,920 5,176,690 5,874,574 1100 Measure E 396,550 459,869
1200 Measure G 502,381 462,816 1,622,611 1,429,089 2513 General Plan 946,800
2602 HSA - Affordable Housing 22,815 13,988 8,040 1,050 2910 Community Development 647,147 940,885 5,358,343 6,550,678 2911 CDBG - COVID-19 984,980 595,065 783,948 366,006 2930 Home Investment Partnership 1,107,312 113,071 2,061,085 2,143,637 2931 Home American Rescue Plan 7,780 138,158 90,048 2940 Emergency Shelter Grant 67,890 186,640 308,707 147,955 2941 Emergency Solutions Grant 237,973 205,973 296,229 18,090 2942 CA Emergency Solutions & Housing 375,389 157,793 837,674 2943 ESG-CV HUD 2,703,291 2,795,663 652,272 170,714 2944 ESG-CV HCD 749,400 3,053,530 321,488 2945 Housing - Other Agency Match 277,979 189,536 860,347 2947 Project Room Key Motel Program 1,241,387 2,061,920 2951 SB2 758,148 95,104 1,251,220 4,044,513 2952 Local Early Action Planning 136,883 363,117 2953 Regional Early Action Planning 75,302 454,698 2954 Encampment Resolution Fund 610 4,078,807 480,133 2956 Family Homeless Challenge 2,668,383 157,915 2957 Inclusionary Housing 115 12,000
3187 Community Challenge Grant 3,848 752
3188 Dept of Conservation (SALC) Prog 250,000
Total 11,845,427 13,838,665 29,566,490 22,421,202 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development 2.000 2.000
3111 Adv Planning & Project Implementatio 5.853 7.850 7.930 6.450 3353 Code Enforcement 9.000 9.000 10.000 10.000
3461 Administration 4.000 1.853 2.850 3.750
3462 Current Planning 5.600 7.000 7.000 7.000
Housing and Community Development 6.558 8.797 12.770 18.550 3701 General Plan 1.000
Total 31.011 34.500 42.550 48.750
Permit Services has moved to a separate Enterprise Operation fund effective FY 2018. 95 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 sa tisfaction.
4. Guide departmental messaging and internal and external communications.
5. Manage overall department workload, organization of responsibilities, and staffing levels.
6. Assist in securing additional funding for departmental activities.
7. Provide administrative and technical support to the department divisions in the performance of their duties.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Process Personnel Requisitions within 1 business day N/A 90% 90% 90% Process Personnel Action Forms (PAFs) within 2 business days N/A 90% 90% 90% Process invoices within 7 days N/A 80% 80% 80%
Major Budget Changes
A major budget change is the shifting of the Assistant Director and Office Tech positions from 3111 APPI to 3461 Administration, resulting in an increase to the division’s salaries and equipment and training expenses. However, a subsequent reduction with occur in the APPI budget.
96 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 593,379 341,466 359,307 602,367 62 - Supplies & Materials 9,195 5,838 11,350 19,500 63 - Outside Services 68,795 39,664 117,471 91,600 64 - Other Charges 5,114 14,352 12,300 7,000 66 - Capital Outlays 13,555 29,898 10,000 10,500 Total 690,039 431,218 510,428 730,967 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 690,039 430,560 400,408 730,967 1200 Measure G 658 110,020
Total 690,039 431,218 510,428 730,967 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3461 Administration 4.000 1.853 2.850 3.750
Total 4.000 1.853 2.850 3.750
COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
97 COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
Purpose
Develop and implement strategies and programs that further the Council’s 2022- 2025 Economic Development Goals, Strategies and Objectives to enhance the economic well -being of the city and its residents by increasing the number of middle- and upper-income job opportunities and growing the City’s revenue base to support the provision of City services. Primary economic development strategies include real es tate management and site attraction, business retention, expansion and marketing, and small business and entrepreneur support.
Division Operations
1. Work with other local agencies and private sector businesses to create and maintain a healthy business environment, including business attraction, workforce development, site inventory, and support for the agricultural and AgTech clusters.
2. Manage the City’s real estate portfolio, to maximize current use, future development, and redevelopment.
3. Identify and implement finance and development strategies to support existing and future business through the provision of affordable broadband, utility, and circulation infrastructure.
4. Build business and property owner relations through a Business, Retention, and Expansion Program to support existing business to grow and thrive.
5. Market existing attractions and facilities and identify and promote commercial sites and tourism opportunities.
6. Further EDE, DVP, AVP and CRP economic development policies and actions including microloan, outdoor dining and façade improvement programs, and shop local initiatives.
7. Provide small business and entrepreneur support through counseling, permit navigation, and referral to technical and capital resources.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Conduct 20 site visits to build businesses/industry relations 5% 100% Establish online site inventory to promote business and development opportunity sites such as Target Area K and the Ag Industrial Center 10% 100% Develop and execute a marketing and attraction campaign and materials to promote tourism 20% 100%
Develop Shop Local tool kit for promoting city commercial shopping districts 25% 100% Collaborate with training resource network to develop and provide 3 training workshops to support local entrepreneurs and businesses to be competitive in goverment bidding processes.
25% 100%
Collaborate with SUBA to establish and coordinate the Alisal Ambassador Program for the East Alisal Commercial Corridor. Conduct 8 volunteer based clean ups.
20% 100%
Issue $150,000 to small businessess in forgiveable loans/microgrants to support outdoor dining, facade improvements, and technology and marketing. 5% 100%
98 COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
Major Budget Changes
The total Economic Division FY 23/24 budget remains neutral despite staffing level changes to create a deeper economic development team. Requested professional services have increased to evaluate the potential development of an Enhanced Infrastructure Financing District (EIFD) to finance the backbone infrastructure necessary to facilitate the development of the Salinas Ag Industrial Center and to develop business and tourism marketing material. Other additions include the creation of a citywide microloan/grant program ($100,000). The ED division budget also includes an existing partnership obligation with Hartnell College to support workforce development initiatives in the Salinas Valley and costs associated with the management of the City’s real estate assets. City sponsorships have shifted from this Division to Administration.
99 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 205,347 292,150 392,202 348,197 62 - Supplies & Materials 12,172 9,200 14,000 63 - Outside Services 220,431 182,827 713,850 594,275 64 - Other Charges 69,554 24,651 43,300 11,400 66 - Capital Outlays 856 400 1,200 Total 496,187 511,800 1,158,952 969,072 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 496,187 511,800 1,158,952 969,072 Total 496,187 511,800 1,158,952 969,072 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development 1.000 2.000 2.000 2.000
Total 1.000 2.000 2.000 2.000
COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
100
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101
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, and Salinas Downtown Vibrancy, Alisal Vibrancy, and Chinatown Revitalization Plans’ goals, policies and actions.
Division Operations
1. Lead long-range planning efforts (e.g., Climate Action Plan, General Plan Update - Visión Salinas 2040, 2023- 2031 Housing Element Update) 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 initiatives, implementation activities and available services.
5. Continue to lead implementation of Alisal Vibrancy Plan and Chinatown Revitalization Plans.
6. 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Release a Public Review Draft General Plan by June 30, 2024 100% Release a Public Review Draft Climate Action Plan by June 30, 2024 100% Complete Housing Element Update 80% 80% 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 80% 80% 20%
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% 80% 20%
Adopt commercial corridor guidelines and district identity plan for the Alisal 80% 20% 80% Collaborate with Library and Community Services on design and construction of improvements to El Gabilan Play Lot and Closter Park improvement projects 40% 30% 70% Complete design and commence installation of greening, litter abatement and public art/district identity improvements through the Caltrans Local Clean California Grant.
100% 20% 80%
Major Budget Changes
There are no major changes this year for APPI.
102
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 844,159 1,042,939 1,347,740 1,101,243 62 - Supplies & Materials 10,161 12,408 18,413 13,280 63 - Outside Services 139,589 357,625 1,268,246 70,500 64 - Other Charges 6,986 9,673 18,900 7,200 66 - Capital Outlays 14,186 5,461 20,759 11,100 Total 1,015,082 1,428,106 2,674,058 1,203,323 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 815,684 897,366 1,270,179 1,106,458 1200 Measure G 100,867 114,417 22,320 1,489 2911 CDBG - COVID-19 64,605 113,144 171,369 95,346 2951 SB2 33,927 87,145 141,624 30 2952 Local Early Action Planning 136,883 363,117 2953 Regional Early Action Planning 75,302 454,698 3187 Community Challenge Grant 3,848 752 3188 Dept of Conservation (SALC) Prog 250,000
Total 1,015,082 1,428,106 2,674,058 1,203,323 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3111 Advanced Planning & Project Imp 5.853 7.850 7.930 6.450 Total 5.853 7.850 7.930 6.450
COMMUNITY DEVELOPMENT DEPARTMENT
3111 Advanced Planning & Project Imp Division
103
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of cases opened 1344 1510 1250 1000 1250
Number of cases closed 1176 1406 1000 750 1000
Number of active cases 736 1002 250 500 250
Average time to resolve a code enforcement
case 4 months 4 months 3 mont hs 3 months 2 months
Number of educational or outreach events
held 7 2 6 6 4
Number of inspections completed 3,120 3,425 6,000 3,500 4,500 Number of receivership actions initiated 3 4 4 4 4
Major Budget Changes
After the budget was approved last year, City Council adopted a revised Vendor Ordinance and authorized the addition of a Code Enforcement Officer. During this period, the department re-evaluated staffing needs and upgraded two positions from a Code Enforcement Officer II to a Senior Code Enforcement Officer, and from an Administrative Aide to an Administrative Analyst. These staffing changes require additional expenses related to training, supplies, furniture, and computer hardware/software. In addition, new State requirements related to lead-based complaints will require additional staff training.
104
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,035,941 1,030,491 1,330,471 1,354,100 62 - Supplies & Materials 17,504 12,913 22,200 25,250 63 - Outside Services 12,227 17,994 24,900 23,500 64 - Other Charges 4,025 5,437 28,000 22,750 66 - Capital Outlays 3,766 84,700 2,000 Total 1,073,463 1,066,834 1,490,271 1,427,600 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 275,400 259,225
1100 Measure E 396,550 459,869
1200 Measure G 401,514 347,741 1,490,271 1,427,600 Total 1,073,463 1,066,834 1,490,271 1,427,600 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3353 Code Enforcement 9.000 9.000 10.000 10.000
Total 9.000 9.000 10.000 10.000
COMMUNITY DEVELOPMENT DEPARTMENT
3353 Code Enforcement Division
105
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 Occupation 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of discretionary and administrative permits processed 506 565 550 461 475 Number of counter customers served n/a 1,575 1,500 2,114 1,600 Number of building permit reviews conducted 1,359 1,604 1,200 1,984 1,800 Percent of building permit reviews processed within prescribed timeframes 92% 89% 95% 93% 90%
Average # days to Approval from Completeness for Site Plan Reviews 33 n/a 14 30 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.
Because of the sustained level of planning applications and building permit review, the Division will continue to need temporary part-time assistance and outside professional services to help digitize planning records, and help process applications, help with cannabis permitting, and monitor cannabis tax assessments. 106
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 850,810 1,048,900 1,173,760 1,194,318 62 - Supplies & Materials 9,664 6,286 14,034 18,500 63 - Outside Services 46,949 88,025 403,223 412,250 64 - Other Charges 11,001 10,319 30,500 13,500 66 - Capital Outlays 403 8,400 10,500 Total 918,827 1,153,530 1,629,916 1,649,068 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 918,827 1,153,530 1,629,916 1,649,068 Total 918,827 1,153,530 1,629,916 1,649,068 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3462 Current Planning 5.600 7.000 7.000 7.000
Total 5.600 7.000 7.000 7.000
COMMUNITY DEVELOPMENT DEPARTMENT
3462 Current Planning Division
107
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 (PLHA), competitively awarded Cal ICH Encampment Resolution Fund (ERF) and Family Homeless Challenge (FHC) grants, 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 programs.
2. Provide direct public services and award grants through HUD CDBG, HUD ESG, HCD ESG, HCD CESH, Cal ICH ERF, Cal ICH FHC and UW ERAP programs to facilitate a variety of activities including homeless related programs 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), 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of grant applications processed through
annual RFP process 43 37 10 24 20
Number of payments and reports processed for
grantees 495 457 240 397 200
Number of affordable housing funding agreements
processed 6 2 4 5 8
Number of new afforable housing units developed with
City funding 96 101 100 140 111
108
COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
Major Budget Changes
The Housing Division will experience significant budget changes in FY 23/24. 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 HUD ESG-COVID and HCD- COVID funds. New funding from HUD HOME ARP and awarded Cal ICH grants award will partially offset this funding loss and will enhance the Division’s current homeless services component. Using HUD grant funds, the Division will continue to offset $144,000 of General Fund salaries and benefits for other Department divisions. Other significant budget changes for FY 23 /24 include a request of $ 120,000 from the General Fund for an additional Administrative Analyst position to support an expansion of the City’s Fair Housing program and the implementation of a Rental Registration program. Ultimately, this position may be funded through revenues collected through the registration program, but it will take time to ramp up the program over next fiscal year.
109
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 3114 PPI Activity Delivery 25,241
3115 PPI ED Technical Assistance 284 49,716 40,818 3220 Housing & Community Development 1,342,330 1,382,861 4,594,632 1,891,046 3221 Rehabilitation 113,735 4,800
3240 Special Programs 6,388,730 8,181,258 15,740,611 12,775,039 3241 City of Salinas Fair Housing 238 79,762 37,469 3245 County ARPA 1,500,100
3310 County of Monterey 277,979 189,536 138,042 Total 8,148,016 9,758,976 22,102,864 14,744,372 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,123,454 1,291,726 2,814,555 2,450,315 62 - Supplies & Materials 105,741 99,535 73,054 12,750 63 - Outside Services 893,218 832,721 4,041,576 2,607,088 64 - Other Charges 35,248 25,020 87,065 69,500 66 - Capital Outlays 144,278 152,178 3,693,886 5,907,500 69 - Financial Assistance 5,846,076 7,357,797 11,392,728 3,697,219 Total 8,148,016 9,758,976 22,102,864 14,744,372
COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
110
COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 314,108 362,239 717,235 669,009 2602 HSA - Affordable Housing 22,815 13,988 8,040 1,050 2910 Community Development 647,147 940,885 5,358,343 6,550,678 2911 CDBG - COVID-19 920,375 481,921 612,579 270,660 2930 Home Investment Partnership 1,107,312 113,071 2,061,085 2,143,637 2931 Home American Rescue Plan 7,780 138,158 90,048 2940 Emergency Shelter Grant 67,890 186,640 308,707 147,955 2941 Emergency Solutions Grant 237,973 205,973 296,229 18,090 2942 CA Emergency Solutions & Housing 375,389 157,793 837,674 2943 ESG-CV HUD 2,703,291 2,795,663 652,272 170,714 2944 ESG-CV HCD 749,400 3,053,530 321,488 2945 Housing - Other Agency Match 277,979 189,536 860,347 2947 Project Room Key Motel Program 1,241,387 2,061,920 2951 SB2 724,222 7,959 1,109,596 4,044,483 2954 Encampment Resolution Fund 610 4,078,807 480,133 2956 Family Homeless Challenge 2,668,383 157,915 2957 Inclusionary Housing 115 12,000
Total 8,148,016 9,758,976 22,102,864 14,744,372 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3115 PPI ED Technical Assistance 0. 300 0.300
3220 Housing & Community Development 5.350 6.185 6.610 10.780 3221 Rehabilitation 0.035 0.035
3240 Special Programs 1.173 2.577 4.065 5.585
3241 City of Salinas Fair Housing 0.275 0.275
3242 Salinas Outreach & Response 1.000
7418 ERAP2 - Emergency Rental Assist. 1.000
8162 Salinas Homeless Motel Program 0.110
9021 Housing Production Fund 0.410 0.610
Total 6.558 8.797 12.770 18.550
111
COMMUNITY DEVELOPMENT DEPARTMENT
3181 Downtown Streets Team
Purpose
On March 7, 2023, City Council authorized the City Manager to direct the transfer of appropriations for operating activities currently in the City’s CIP budget to the appropriate operating budgets and designate unspent appropriations for the activities at fiscal year-end as assigned fund balance.
This activity will provide street outreach, case management, and employment referral services for the homeless population. In addition, DST will provide clean up services at homeless encampments. Activities will focus on clean-up efforts in City parks, neighborhoods and along waterways 112
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 550,000
Total 550,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 550,000
Total 550,000
COMMUNITY DEVELOPMENT DEPARTMENT
3181 Downtown Streets Team Division
113
COMMUNITY DEVELOPMENT DEPARTMENT
3279 Homeless Service Coordination
Purpose
On March 7, 2023, City Council authorized the City Manager to direct the transfer of appropriations for operating activities currently in the City’s CIP budget to the appropriate operating budgets and designate unspent appropriations for the activities at fiscal year-end as assigned fund balance.
This activity will assist with inter-departmental coordination of City Health and Safety Days. Funding would be used to assist with homeless engagement efforts such as temporary shelter and hotel vouchers, pet assistance, food assistance, hygiene kits, temporary storage unit rental, laundry services, minor repairs to get vehicles on the road, and transportation such as taxis, Uber or Lyft for related appointments. Funds would also support purchase of tools for clean- up events, and sanitation stations at various homeless encampments.
114
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 200,000
Total 200,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 200,000
Total 200,000
COMMUNITY DEVELOPMENT DEPARTMENT
3279 Homelessness Service Coordination Division
115
COMMUNITY DEVELOPMENT DEPARTMENT
3328 East Area Specific Plan (EASP)
Purpose
On March 7, 2023, City Council authorized the City Manager to direct the transfer of appropriations for operating activities currently in the City’s CIP budget to the appropriate operating budgets and designate unspent appropriations for the activities at fiscal year-end as assigned fund balance.
This activity entails the p reparation of a city -driven specific plan for the East FGA. A specific plan establishes the City's vision for future development and streamlines the entitlement process for developers.
Specific Plan preparation will be incorporated into General Plan Update process in order to streamline the entitlement process for future development to include a variety of housing types and commercial/retail, and public/semi-public uses in the East FGA. At this time the General Fund is identified as the only funding source. In the future, planning grants, developer fees, and the General Plan/Zoning maintenance fee may be used to offset costs and to reimburse the General Fund.
116
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 350,000
Total 350,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2513 General Plan 350,000
Total 350,000
COMMUNITY DEVELOPMENT DEPARTMENT
3328 East Area Specific Plan (EASP) Division
117
COMMUNITY DEVELOPMENT DEPARTMENT
3701 General Plan
Purpose
On March 7, 2023, City Council authorized the City Manager to direct the transfer of appropriations for operating activities currently in the City’s CIP budget to the appropriate operating budgets and designate unspent appropriations for the activities at fiscal year-end as assigned fund balance.
This activity is for the update and maintenance of the City's General Plan to be in compliance with State Code. From January 2021 to early 2024, the City will undertake community engagement, prepare technical studies and analysis to prepare an updated General Plan, its first Climate Action Plan, the associated Environmental Impact Report, and Zoning Code Update. This General Plan Update will include a new Environmental Justice Element.
118
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 100,770
63 - Outside Services 496,030
Total 596,800
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2513 General Plan 596,800
Total 596,800
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3701 General Plan 1.000
Total 1.000
COMMUNITY DEVELOPMENT DEPARTMENT
3701 General Plan Division
119
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1355 Economic Development
Economic Development Analyst 1.000 1.000
Sr Economic Development Manager 1.000
Planning Manager 1.000
1355 Economic Development Total 0.000 0.000 2.000 2.000 3111 Adv Planning & Project Imp
Administrative Aide 1.000
Associate Planner 0.869 1.869 2.000 2.000
Asst Community Development Dir 0.881 0.880
Asst Redevelopment Project Mgr 0.853
Comm Dev Analyst - Limited Term 1.000 0.700 0.700
Comm Outreach Asst-Limited Term 0.600
Community Development Dir 1.000
Management Analyst 1.000 0.750 0.750
Office Technician 0.881 1.000
Planning Manager 1.000 1.000 1.000
Project Coordinator 0.250 1.000
Revenue Officer 0.100
Senior Planner 1.000 2.000 2.000
3111 Adv Planning & Project Imp Total 5.853 7.850 7.930 6.450 3353 Code Enforcement
Administrative Aide 1.000 2.000 2.000 1.000
Administrative Analyst I 1.000 1.000
Administrative Clerk I 1.000 1.000 1.000 1.000
Code Enforcement Manager 1.000 1.000 1.000 1.000
Code Enforcement Officer I 3.000 2.000 2.000 5.000
Code Enforcement Officer II 2.000 2.000 3.000
Senior Code Enforcement Officer 1.000 1.000 1.000
3353 Code Enforcement Total 9.000 9.000 10.000 10.000
3461 Administration
Administrative Aide 1.000 1.000 1.000
Assistant Planner 1.000
Associate Planner 1.000
Asst Community Development Dir 1.000
Community Development Dir 0.853 0.750 0.750
Office Technician 1.000 1.000
COMMUNITY DEVELOPMENT DEPARTMENT
Workforce
120
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
COMMUNITY DEVELOPMENT DEPARTMENT
Workforce
Planning Manager 1.000
Revenue Officer 0.100
Senior Planner 1.000
3461 Administration Total 4.000 1.853 2.850 3.750
3462 Current Planning
Administrative Aide 0.600 1.000 1.000 1.000
Assistant Planner 1.000 3.000 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
Senior Planner 1.000 1.000 1.000 1.000
3462 Current Planning Total 5.600 7.000 7.000 7.000
Housing & Community Development
Administrative Analyst I 1.000
Associate Planner 0.131 0.131
Asst Community Development Dir 0.119 0.120
Comm Dev Analyst - Limited Term 2.000 1.300 2.300
Comm Improve Asst 1.000
Comm Outreach Asst-Limited Term 3.000 6.000
Community Dev Analyst 2.000 4.000 5.000 4.000
Community Development Dir 0.147 0.147
Homeless Services Manager 1.000 1.000
Housing Services Supv 1.000
Management Analyst 1.000 0.250 1.250
Planning Manager 1.119 2.000 1.000 1.000
Revenue Officer 0.161 0.400 0.100
Sr Accounting Technician 1.000
Sr Community Development Analyst 1.000 1.000
Housing & Community Dev Total 6.558 8.797 12.770 18.550 3701 General Plan
Comm Outreach Asst-Limited Term 1.000
3701 General Plan Total 0.000 0.000 0.000 1.000
Total 31.011 34.500 42.550 48.750
121
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122
DEPARTMENT of FINANCE
Organizational Chart by Division
DIRECTOR
of
FINANCE
ADMINISTRATION
ACCOUNTING
PURCHASING
REVENUE AND
LICENSING
123
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
Deferred Comp
Technician
Sr. Accounting
Technician
(Grants)
Senior
Purchasing
Technician
Purchasing
Technician (A/P)
Senior Acounting
Clerk (A/R)
Office Assistants
(P/T)
Confidential
Office Technician
124
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 2030 Finance Administration 345,002 452,140 750,094 873,280 2031 Accounting 1,237,095 1,346,783 1,476,417 1,633,544 2032 Purchasing 176,632 165,798 167,073 170,134 2033 Information Technology 1,887,251 2,062,825 2,780,244 2034 Revenue & Licensing 345,459 391,851 432,609 413,796 2035 Budget Engagement 11,700 11,700
Total 3,991,439 4,419,397 5,618,137 3,102,454 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,423,715 3,782,489 4,374,839 2,323,364 62 - Supplies & Materials 12,216 15,098 117,341 46,500 63 - Outside Services 292,636 286,280 672,997 665,790 64 - Other Charges 4,889 12,538 37,150 4,000 66 - Capital Outlays 260,055 323,298 415,810 62,800 67 - Store Inventory (2,072) (306) - Total 3,991,439 4,419,397 5,618,137 3,102,454 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,363,164 3,745,821 4,942,474 2,817,088 1100 Measure E 52,024 58,297 64,469 8,000 1200 Measure G 576,252 615,279 611,195 277,366 Total 3,991,439 4,419,397 5,618,137 3,102,454 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration 2.000 2.000 3.000 3.000
2031 Accounting 9.000 10.000 10.000 10.000
2032 Purchasing 1.000 1.000 1.000 1.000
2033 Information Technology 11.
000 13.000 14.000
2034 Revenue & Licensing 2.000 2.000 2.000 2.000
Total 25.000 28.000 30.000 16.000
FINANCE DEPARTMENT
Summary
125
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 291,565 422,120 593,290 512,680 62 - Supplies & Materials 27 608 6,000 5,500 63 - Outside Services 53,775 13,485 137,304 332,300 64 - Other Charges (365) 8,508 11,000 1,500 66 - Capital Outlays 7,420 2,500 21,300 Total 345,002 452,140 750,094 873,280 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 345,002 452,140 750,094 873,280 Total 345,002 452,140 750,094 873,280 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration 2.000 2.000 3.000 3.000
Total 2.000 2.000 3.000 3.000
FINANCE DEPARTMENT
2030 Finance Administration Division
126
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,189,454 1,279,021 1,353,207 1,396,184 62 - Supplies & Materials 32,849 21,610 32,200 31,000 63 - Outside Services 12,156 19,840 62,800 172,860 64 - Other Charges 1,925 445 6,100 1,000 66 - Capital Outlays 712 25,867 22,110 32,500 Total 1,237,095 1,346,783 1,476,417 1,633,544 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,102,328 1,201,633 1,318,858 1,458,128 1100 Measure E 7,000 7,000
1200 Measure G 134,767 145,150 150,559 168,416 Total 1,237,095 1,346,783 1,476,417 1,633,544 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2031 Accounting 9.000 10.000 10.000 10.000
Total 9.000 10.000 10.000 10.000
FINANCE DEPARTMENT
2031 Accounting Division
127
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 175,566 161,694 158,773 164,434 62 - Supplies & Materials 160 1,176 2,000 2,000 63 - Outside Services 2,781 2,789 3,500 3,200 64 - Other Charges 196 446 2,800 500 67 - Store Inventory (2,072) (306) - Total 176,632 165,798 167,073 170,134 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 176,632 165,798 167,073 170,134 Total 176,632 165,798 167,073 170,134 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2032 Purchasing 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
FINANCE DEPARTMENT
2032 Purchasing Division
128
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 230,066 280,554 251,075 249,866 62 - Supplies & Materials 2,950 5,858 6,141 5,500 63 - Outside Services 112,442 87,912 142,394 149,430 64 - Other Charges 1,000
66 - Capital Outlays 17,527 32,000 9,000 Total 345,459 391,851 432,609 413,796 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 235,039 265,329 316,068 303,846 1100 Measure E 2,001 5,222 2,469 1,000 1200 Measure G 108,419 121,300 114,073 108,950 Total 345,459 391,851 432,609 413,796 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2034 Revenue & Licensing 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000
FINANCE DEPARTMENT
2034 Revenue & Licensing Division
129
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 200 200
62 - Supplies & Materials 2,500 2,500
63 - Outside Services 8,000 8,000
64 - Other Charges 1,000 1,000
Total 11,700 11,700
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 11,700 11,700
Total 11,700 11,700
FINANCE DEPARTMENT
2035 Budget Engagement Division
130
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2030 Finance Administration
Assistant Finance Director 1.000 1.000 1.000 1.000
Finance Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000 1.000
2030 Finance Administration Total 2.000 2.000 3.000 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
Purchasing Technician 1.000 1.000 1.000 1.000
Senior Accountant 3.000 2.000 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 2.000
2031 Accounting Total 9.000 10.000 10.000 10.000
2032 Purchasing
Sr Purchasing Tech 1.000 1.000 1.000 1.000
2032 Purchasing Total 1.000 1.000 1.000 1.000
2033 Information Technology
Central Services Tech 1.000
Computer Systems Administrator 1.000 1.000 1.000
Information Systems Mgr 1.000 1.000 1.000
Integration/Appl Admin 1.000 1.000
Network System Specialist 1.000 1.000 1.000
Network/Sys Administrator 1.000 1.000 1.000
Telecom Service Tech 1.000 1.000 1.000
Information Technologies Tech I 2.000 2.000 2.000
Information Technologies Tech II 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 11.000 13.000 14.000
FINANCE DEPARTMENT
Workforce
131
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
FINANCE DEPARTMENT
Workforce
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 25.000 28.000 30.000 16.000
132
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.
6 133
FIRE DEPARTMENT
Organizational Chart by Position
Deputy Fire Chief
FIRE CHIEF
Battalion Chief
A Platoon
Station 1
Captain (2)
Engineer (2)
Firefighter (4)
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 (4)
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 (4)
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
Administrative
Captain
Training PTC
(3 - FF)
EMS Officer
EMS PTC
(3 - FF)
Management
Analyst
Office
Technician
134
FIRE DEPARTMENT
Summary
Purpose
The Salinas 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 – Assistance to Firefighters Grant (AFG) 2022 - T he Fire Department applied for and was awarded a grant in the amount of $29,225.37 to procure 5 QRAE3 gas exposure monitors for all apparatuses. The devices will allow the department to respond to carbon monoxide events in an expedient manner, with the least amount of apparatus needed.
California Water Service Firefighter Award - The Fire Department applied for and was awarded the California Water Firefighter Grant in the amount of 29,921.45, to fund the equipment purchases for the Unmanned Aerial System (UAS) team. Along with an established UAS program, the funds allowed the department to enhance operational intelligence during a wide range of emergencies.
Staffing for Adequate Fire and Emergency Response (SAFER) - In an effort to expand the fire department’s workforce, prepare for the expansion of the city’s west area, and meet NFPA standards, the Fire department applied for the SAFER grant. If awarded, the department will receive funding for 9 full-time benefited positions.
Bay Area UASI Grant - The Fire Department is currently utilizing granted funds to update the regional Mobile Command and Communications Vehicle. The upgrades will enhance interoperable communications capabilities between the Monterey County Next Generation Emergency Network (NGEN) and the Bay Area Regional Interoperable Communications System (BARICS) . The communications vehicle will be fully upgraded by end of 2023.
2. Recruitment and Hiring – The Salinas Fire Department successfully completed an academy of 15 Firefighter Recruits, who subsequently went into the field in September of 2022. This has helped the department’s staffing offset the effects of turnover and industrial leave injury cases.
Recruitment Taskforce - Salinas Fire has prioritized recruitment and retention efforts by creating a well- structured recruitment taskforce that targets local candidates. The task force is comprised of personnel of all ranks and has begun engaging the community at multiple events including elementary, middle school, high school and college career fairs, community outreach events, mock interviews for students, visiting local EMT and fire science classes and more.
Explorer Program - Salinas Fire opened its doors to interested Firefighter candidates by kicking off the Explorer Program. Explorer Post 202 will instill interest in the profession to local youth that could lead to an increased number of local Firefighter recruits. Currently, there are 15 youth involved in the program learning fire service-related life skills.
Mission Trails ROP - The Salinas Fire Department continues to expand its partnership with Mission Trails Regional Occupational Program (MTROP) to attract and train local youth for a career of service 135
FIRE DEPARTMENT
Summary
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 – Salinas firefighters responded to an increased number of emergency medical calls and successfully placed in operation 2 Luk as Devices . The devices will aid Salinas increase opportunities for better patient outcomes when performing CPR.
4. Promotional Exams –The Fire Department has completed numerous internal promotional testing to fill vacancies in multiple ranks which include Battalion Chief, Fire Captain, Fire Engineer, and Firefighter.
5. Fire Prevention Division – The division is currently recruiting to fill vacancies in part-time and full-time positions with the goal of increasing mandated inspection compliance and business safety inspections.
Those improvements will help save lives and community resources . The division continues to pursue the Council approved re-classification/re-organization of inspection personnel to further improve the efficiency and accountability of inspections and help with recruitment and retention of staff.
6. Facilities – With the appropriation of ARPA funding to the Fire Department , staff has made progress in the plans for much- needed renovation and deferred maintenance items of Fire Stations 1-6 . The department expects to begin renovation work at facilities by the beginning of FY 2024. Additionally, the Council approved improvements to the west wing of City Hall are near completion. The improvements to the west wing will combine the fire administration and prevention offices into one space and allow for efficiencies in supervision of staff, efficiencies in customer service, providing a combined 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.
7. Expansion of Coverage – The Department is diligently pursuing the purchase of Fire Station 7 land in the Future Growth Area. Collaterally, the department has engaged a professional services firm to provide the scope and design of Fire Station 7. Should funding be procured, the Salinas Fire Department is prepared to move forward with a needs assessment for Fire Station 7.
8. Wellness/Safety – The Department has maintained 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) and Peer Support as part of a broader national initiative to reduce mental health impacts on public safety personnel. The department continues to strategize bringing additional specialized counseling resources to augment and improve existing programs. The Salinas Fire Department’s Peer Support Program is recognized as the premier model amongst fire service agencies on the Central Coast.
City Council Goals, Strategies, and Objectives for FY 2023-24 Economic Development:
1. The Salinas Fire 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. The Fire Department is proactively taking steps toward the purchase of the land for Fire Station 7 and actively pursuing its development. 136
FIRE DEPARTMENT
Summary
Housing/Affordable Housing:
1. The Salinas Fire 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. The 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 Salinas 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. The division is actively planning for the demolition of the current tower with a new tower being built in the same location, with construction and completion planned for 2024.
Public Safety:
1. E
ngage neighborhoods :
a. N eighborhood fire stations will continue to host education event s. Fire Prevention Week activities will return with a focus on educating youth and underrepresented population.
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 complia nce 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 137
FIRE DEPARTMENT
Summary
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 too 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. The Salinas Fire Department has expanded the pool of qualified unmanned aerial vehicle (UAV) pilots that will contribute in the augmented Illegal fireworks enforcement efforts in partnership with the Salinas Police Department. 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.
Youth and Seniors:
1. It is the department’s desire to strengthen the path for local youth to learn about the fire service through the Regional Occupational Program. The training division will continue to engage and accessible opportunit ies for youth to participate in the Fire Department’s Explorer Program.
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.
138
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 4505 Fire Administration 471,653 710,678 904,172 1,375,995 4510 Suppression 22,653,434 23,702,430 24,353,596 24,712,548 4520 Emergency Medical Services 1,267,682 1,350,640 1,677,257 1,589,888 4530 Prevention 834,056 870,036 1,126,237 1,236,539 4540 Training 214,382 437,911 615,419 645,651 4560 Vehicle Maintenance 421,788 380,422 446,694 417,398 4570 Hazardous Material Control 264,966 317,226 394,692 408,017 Total 26,127,962 27,769,343 29,518,066 30,386,036 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 24,420,940 25,910,601 26,450,388 28,304,676 62 - Supplies & Materials 547,422 713,573 1,052,662 962,445 63 - Outside Services 980,669 982,655 1,266,431 670,275 64 - Other Charges 76,515 74,213 190,903 130,550 65 - Debt Service 184,240
66 - Capital Outlays 102,416 88,301 557,681 133,850 Total 26,127,962 27,769,343 29,518,066 30,386,036 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 22,156,917 24,469,474 25,625,841 26,936,857 1100 Measure E 122,788 88,569 44,293 1200 Measure G 2,424,211 1,892,737 2,330,631 1,907,341 2501 Emergency Medical Service Fund 1,237,557 1,306,043 1,514,801 1,541,838 2508 Contributions & Donations 10,025 12,521 2,500 3111 SAFER 2013 176,465
Total 26,127,962 27,769,343 29,518,066 30,386,036 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4505 F
ire Administration 2.000 2.000 3.000 4.000
4510 Suppression 89.000 89.000 92.000 92.000
4520 Emergency Medical Services 1.000 1.000 1.000 1.000 4530 Prevention 5.000 5.000 6.000 6.000
4540 Training 1.000 1.000 1.000 1.000
Total 98.000 98.000 103.000 104.000
FIRE DEPARTMENT
Summary
139
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.
Improve Fire Department staffing within acceptable levels to minimize overtime costs.
2. Provide cost effective fire and emergency medical services to the community.
3. Pursue grant funding to minimize fiscal impacts to the General Fund.
4. Maintain a safe working environment for firefighters with new apparatus and equipment purchases.
5. Track firefighter injuries and trends . Represent the Fire Department and the City on multiple regional committees to collaborate in providing public safety services throughout the county and the region.
6. Spearhead the Emergency Operations Center and coordinate extra resources during inclement weather events and other community-wide emergencies.
7. Implement data-driven measures for the successful operation of all divisions.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Firefighters Per Capita 0.6 0.7 0.54 0.55
Authorized Staffing 93 105 103 108
Overtime Costs-Reg/Hol/FLSA/HO/Min Staff/EC 2,112,325$ 2,690,696$ 1,200,000$ 2,491,675$ 1,200,000$ Dollar Value of Grant Applications 800,000$ 5,000,000$ 5,300,664 5,300,000$ Dollar Value of Grants Awarded 310,250$ 5,000,000$ 560,622 5,500,000$ Major Budget Changes
1. None
140
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 411,749 644,808 768,486 1,253,270 62 - Supplies & Materials 5,154 22,115 9,100 28,800 63 - Outside Services 28,164 37,284 104,025 77,025 64 - Other Charges 20,231 6,273 15,370 6,400 66 - Capital Outlays 6,355 198 7,191 10,500 Total 471,653 710,678 904,172 1,375,995 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 442,330 685,734 881,181 1,353,695 1200 Measure G 19,298 12,423 20,491 22,300 2508 Contributions & Donations 10,025 12,521 2,500 Total 471,653 710,678 904,172 1,375,995 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4505 Fire Administration 2.000 2.000 3.000 4.000
Total 2.000 2.000 3.000 4.000
FIRE DEPARTMENT
4505 Fire Administration Division
141
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 17,000 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 response 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 facil ities, 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
4 Minute Response - NFPA Standard 48.60% 90% 33% 90%
4-6 Minute Response - General Plan Service
Standard 45.80% 90% 42% 90%
15 Firefighters at structure fires within 8 minutes
- NFPA Standard 61.60% 67.00% 90% 79% 90%
Total Structure Fires 182 100 150 100
Total Other Type Fires 714 300 803 300
Major Budget Changes
1. Provides funding for fire academy costs to train newly hired personnel.
2. Provides funding for equipping new personnel.
3. Provides funding for filling current and anticipated vacancies. 142
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 21,498,680 22,493,949 22,579,800 23,610,458 62 - Supplies & Materials 300,709 368,568 541,112 490,500 63 - Outside Services 784,416 764,337 839,118 306,900 64 - Other Charges 4,963 11,689 35,274 46,000 65 - Debt Service 184,240
66 - Capital Outlays 64,667 63,888 358,291 74,450 Total 22,653,434 23,702,430 24,353,596 24,712,548 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 20,265,078 22,077,447 22,311,467 23,060,853 1200 Measure G 2,211,892 1,624,984 2,042,128 1,651,695 3111 SAFER 2013 176,465
Total 22,653,434 23,702,430 24,353,596 24,712,548 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4510 Suppression 89.000 89.000 92.000 92.000
Total 89.000 89.000 92.000 92.000
FIRE DEPARTMENT
4510 Suppression Division
143
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 and one part-time administrative assistant . 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 Medical 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.
11. Initiate cost cutting measures to prioritize community safety, patient outcomes , and prevent firefighter injuries.
12. Successfully support four grant funded internal firefighters to attend Paramedic School.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Paramedics 25 31 26 28
EMS Training Hours 1,308 1,488 1,812 1,836
Total EMS Responses 9,452 8,000 11,250 12,000
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.
2. Provides funding to support the training of two Paramedic Fire fighters.
144
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,142,285 1,173,845 1,212,604 1,383,588 62 - Supplies & Materials 61,425 105,363 202,047 92,000 63 - Outside Services 32,647 48,782 87,706 58,400 64 - Other Charges 30,656 16,746 36,900 38,500 66 - Capital Outlays 669 5,904 138,000 17,400 Total 1,267,682 1,350,640 1,677,257 1,589,888 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 30,125 44,597 162,456 48,050 2501 Emergency Medical Service Fund 1,237,557 1,306,043 1,514,801 1,541,838 Total 1,267,682 1,350,640 1,677,257 1,589,888 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4520 Emergency Medical Services 1.000 1.000 1.000 1.000 Total 1.000 1.000 1.000 1.000
FIRE DEPARTMENT
4520 Emergency Medical Services Division
145
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Fire & Life Safety Education 10 15 20 22 25
Public Safety Demonstrations 7 18 25 26 30
Total Number of Fire Code/State Mandated
Inspections 2,115 2,315 2,000 2,100 2,500
Total Number of Commercial/Fire Permit
Inspections 980 1,021 1,500 1,200 1,500
N
umber of Fire Plan Checks 536 355 600 400 500
146
FIRE DEPARTMENT
4530 Prevention Division
Major Budget Changes
1. Provides funding for additional personnel to support the completion of mandated fire inspections . 147
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 784,333 795,416 1,020,487 1,083,644 62 - Supplies & Materials 11,512 13,703 44,500 95,645 63 - Outside Services 35,794 49,200 39,600 36,900 64 - Other Charges 2,130 11,220 9,600 7,350 66 - Capital Outlays 288 496 12,050 13,000 Total 834,056 870,036 1,126,237 1,236,539 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 613,337 659,043 957,932 1,131,693 1100 Measure E 122,788 88,569 44,293 1200 Measure G 97,932 122,424 124,012 104,846 Total 834,056 870,036 1,126,237 1,236,539 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4530 Prevention 5.000 5.000 6.000 6.000
Total 5.000 5.000 6.000 6.000
FIRE DEPARTMENT
4530 Prevention Division
148
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149
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, self -development, conduct 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. Provide all firefighters a minimum of 120 training hours per year 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. Provide oversight of the department’s firefighter recruit academy.
9. Provide oversight and accountability of the probationary firefighters after graduation from the academy.
10. Manage the Department Critical Incident Stress Management (CISM) and Peer Support program to include continuing education for peer support personnel, awareness level classes for all personnel and manage critical incident stress defusing and debriefing.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Total Number of Training Hours (Department) 12,265 22,320 Mandated Training Compliance (Department) - % 6% 100%
Number of Firefighters Trained - Class A Burn
Trailers 0 20
Major Budget Changes
None.
150
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 150,586 352,720 425,575 480,301 62 - Supplies & Materials 6,332 21,700 49,903 45,500 63 - Outside Services 8,493 35,795 78,982 92,050 64 - Other Charges 18,535 9,882 50,958 9,300 66 - Capital Outlays 30,437 17,814 10,000 18,500 Total 214,382 437,911 615,419 645,651 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 161,063 379,343 548,419 599,151 1200 Measure G 53,319 58,569 67,000 46,500 Total 214,382 437,911 615,419 645,651 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4540 Training 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
FIRE DEPARTMENT
4540 Training Division
151
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 repa irs 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 personne l 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Scheduled Maintenance Compliance - % 100% 100% 100% 100% 100% Aerial & Ground Ladder Testing Compliance - % 100% 100% 100% 100% 100% Major Budget Changes
None.
152
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 171,816 148,473 129,894 143,398 62 - Supplies & Materials 160,085 174,573 189,000 193,000 63 - Outside Services 89,887 45,135 115,000 71,000 64 - Other Charges 12,241 12,800 10,000 Total 421,788 380,422 446,694 417,398 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 380,018 311,415 376,694 342,398 1200 Measure G 41,769 69,007 70,000 75,000 Total 421,788 380,422 446,694 417,398
FIRE DEPARTMENT
4560 Vehicle Maintenance Division
153
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 D ivision 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Total Training Hours 1,060 1,500
Annual CUPA Reimbursement 218,012$ 170,000$
Major Budget Changes
None.
154
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 261,492 301,390 313,542 350,017 62 - Supplies & Materials 2,205 7,552 17,000 17,000 63 - Outside Services 1,269 2,123 2,000 28,000 64 - Other Charges 6,162 30,000 13,000 66 - Capital Outlays 32,150
Total 264,966 317,226 394,692 408,017 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 264,966 311,896 387,692 401,017 1200 Measure G 5,331 7,000 7,000 Total 264,966 317,226 394,692 408,017
FIRE DEPARTMENT
4570 Hazardous Material Control Division
155
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4505 Fire Administration
Fire Chief 1.000 1.000 1.000 1.000
Office Technician 1.000 1.000
Management Analyst 1.000 1.000 1.000 1.000
Administrative Fire Captain 1.000
4505 Fire Administration Total 2.000 2.000 3.000 4.000 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 2.000 2.000
Firefighter 35.000 35.000 40.000 40.000
Assistant Fire Chief 1.000
4510 Suppression Total 89.000 89.000 92.000 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 1.000
Battalion Chief 1.000 1.000
BC/Fire Marshal 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 6.000 6.000
4540 Training
Battalion Chief 1.000 1.000
Battalion Chief EMS/Trng 1.000
Battalion Chief Trng 1.000
4540 Training Total 1.000 1.000 1.000 1.000
Total 98.000 98.000 103.000 104.000
FIRE DEPARTMENT
Workforce
156
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
157
HUMAN RESOURCES DEPARTMENT
Organizational Chart by Position
Human Resources
Director
Human Resources
Analyst II
Risk and Benefits Analyst
Human Resources
Analyst I
Sr. Human Resources
Technician
Confidential Office
Technician
Human Resources
Technician (3)
Sr. Human Resources
Analyst (2)
158
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159
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 550 full-time regular employees and 150 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 2023-24
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 Personnel 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 workplace safety and security and related policies . (Strategic Goal: Effective and Culturally Responsive Government)
6. Streamline 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
None.
160
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 1140 Human Resources 1,397,234 1,532,676 1,911,126 1,927,090 Total 1,397,234 1,532,676 1,911,126 1,927,090 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,196,474 1,233,622 1,471,229 1,555,040 62 - Supplies & Materials 18,777 48,097 47,971 19,250 63 - Outside Services 146,955 237,855 293,870 232,800 64 - Other Charges 20,849 13,102 45,000 45,000 66 - Capital Outlays 14,180 53,055 75,000 Total 1,397,234 1,532,676 1,911,126 1,927,090 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,231,313 1,356,440 1,733,827 1,742,070 1200 Measure G 165,921 176,235 177,299 185,020 Total 1,397,234 1,532,676 1,911,126 1,927,090 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources 7.000 7.000 9.000 9.750
Total 7.000 7.000 9.000 9.750
HUMAN RESOURCES DEPARTMENT
Summary
161
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 550 full-time regular employees and 150 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.
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 interpretation; 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 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Recruitments 95 60 65 30
Applications Processed/Screened 1,616 1,000 1,800 1,000 New Hire Processing 99 85 85 80
New Employee Orientation 8 6 8 12
Trainings 30 25 20 25
Job Description Development & Review 19 25 15 20
Grievances & Discipline 4 5 3 0
Personnel Action Forms 1000 1,000 1,000 1,000
FMLA 43 60 40 40
COBRA 162 100 140 1,000
Health Enrollments/Changes 122 115 170 140
Major Budget Changes
None.
162
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,196,474 1,233,622 1,471,229 1,555,040 62 - Supplies & Materials 18,777 48,097 47,971 19,250 63 - Outside Services 146,955 237,855 293,870 232,800 64 - Other Charges 20,849 13,102 45,000 45,000 66 - Capital Outlays 14,180 53,055 75,000 Total 1,397,234 1,532,676 1,911,126 1,927,090 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,231,313 1,356,440 1,733,827 1,742,070 1200 Measure G 165,921 176,235 177,299 185,020 Total 1,397,234 1,532,676 1,911,126 1,927,090 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources 7.000 7.000 9.000 9.750
Total 7.000 7.000 9.000 9.750
HUMAN RESOURCES DEPARTMENT
1140 Human Resources Division
163
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 1140 Human Resources
Human Resource Analyst I 1.000 1.000 1.000
Human Resource Analyst II 1.000 1.000 1.000
Human Resources Technician 3.000 2.000 2.000 2.500
Human Resources Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000 1.000
Sr Human Resource Analyst 2.000 2.000 2.000 2.000
Sr Human Resources Technician 1.000 1.000 1.000
Risk and Benefits Analyst 0.250
1140 Human Resources Total 7.000 7.000 9.000 9.750
Total 7.000 7.000 9.000 9.750
HUMAN RESOURCES DEPARTMENT
Workforce
164
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
165
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
Operations Mgr
Crew
Supervisor
Sr. Park
Maint
Worker
Park Maint
Wkr (12)
REC SVCS.
Comm Svc.
Manager
Recreation
Coordinator
(5)
Sports
Program
Assistant
Senior Rec
Assistant (2)
Recreation
Assistant
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
(3.5 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(3.5 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
166
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 2023-24
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. (Strategic Goal:
Youth and Seniors)
2. Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. ( Strategic Goal s: 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. ( Strategic Goal s: 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. (Strategic Goal: Youth and Seniors)
5. Continue to increase city -wide volunteer efforts to beautify and uplift AMOR Salinas Principals. (Strategic Goal: 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. (Strategic Goal: Youth and Seniors)
7. Implement the Community Alliance for Safety and Peace Strategic Plan on Violence Reduction for 2022-2025 and present to the City Council. (Strategic Goal: Public Safety)
8. Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Strategic Goals: Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
9. Continue to support prevention and intervention programs and services for at -risk youth and member of other vulnerable populations through grant writing and grant fund management. (Strategic Goal s: Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)
167
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
10. Utilize Crime Prevention Through Environmental Design (CPTED) principles to improve safety in parks and around facilities. (Strategic Goals: 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. (Strategic Goals: 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. (Strategic Goals: Economic Development, Effective and Culturally Responsive Government)
13. Leverage existing programs and efforts to develop a mural program to combat graffiti. ( Strategic Goal: Economic Development)
14. Establish a Race Equity Plan. (Strategic Goals: Effective and Culturally Responsive Government)
15. Provide Diversity, Equity and Inclusion (DEI) training for policy -makers and staff. (Strategic Goal:
Effective and Culturally Responsive Government)
16. Continue to manage the Hebbron Family Center Revitalization Project. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
17. Continue to manage the Closter Park Renovation Project. ( Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
18. Continue to manage the El Gabilan Tot -Lot Improvement Project . (Strategic Goal s: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
19. Develop a Cesar Chavez Park master Plan and c ontinue to manage the improvements and expansion of the trail system at Cesar Chavez Park. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
20. Implement recommendations out of the Park System I rrigation Assessment. (Strategic Goals:
Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
21. Continue to assess and upgrade playground structures, benches, and grills. ( Strategic Goal s:
Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
22. Review the library structure and finalize recommendations for a re- organization to identify a clear structure that improves service delivery. ( Strategic Goal : Effective and Culturally Responsive Government)
23. Seek and implement new technologies and digital resources to increase the efficiency, convenience, and level of service to the co mmunity. (Strategic Goal : Effective and Culturally Responsive Government)
24. Identify funding sources or alternative means to continue the hotspot lending program and expand the Library’s device lending program to reduce digital divide in the community. ( Strategic Goal:
Effective and Culturally Responsive Government)
25. Continue to provide Adult and Family Literacy services, including English language and basic computer literacy, citizenship exam, and high school equivalency preparation classes. ( Strategic Goal: Youth and Seniors)
26. Identify funding sources or alternative means to continue providing Read Grow Play playgroup programs. (Strategic Goals: Youth and Seniors, Effective and Culturally Responsive Government) 168
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
27. Continue to work with various school districts in Salinas to provide Kindermobile service for Salinas’ kindergarteners and continue to provide seasonal reading challenges for Salinas youth to encourage love of reading. (Strategic Goal: Youth and Seniors)
28. Continue to offer and expand the SMART card program for all school districts in Salinas. (Strategic Goal: Youth and Seniors)
29. Fully launch makerspace for public access at El Gabilan Library and improve technology access at all libraries. (Strategic Goal: Effective and Culturally Responsive Government)
30. Evaluate and expand the library’s digital collection and resources to increase relevancy and diversity of offerings. (Strategic Goal: Effective and Culturally Responsive Government)
31. 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. (Strategic Goals: Youth and Seniors, Economic Development)
32. Identify opportunities to improve library staff training, engagement, and wellness to better retain and grow talents locally. (Strategic Goal: Effective and Culturally Responsive Government)
33. Identify funding resources and implement building improvement efforts for John Steinbeck and Cesar Chavez Library. (Strategic Goal: Effective and Culturally Responsive Government
34. Update the special event permit process to improve efficiencies, mitigate risk and create a positive customer service experience for the event organizer. ( Strategic Goal s: Effective and Culturally Responsive Government, Economic Development
169
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary Recreation & Community Services 5,222,813 5,687,258 8,498,245 8,541,568 Library Services 3,926,131 4,165,034 5,653,845 5,944,553 Total 9,148,944 9,852,292 14,152,090 14,486,121 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary Recreation & Community Services 19.000 31.000 33.000 34.000 Library Services 41.500 41.500 41.500 41.500
Total 60.500 72.500 74.500 75.500
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
170
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
171
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 5238 Parks and Community Services 2,566,658 2,571,864 3,160,934 3,497,747 6231 Recreation Admin 570,223 589,344 755,300 832,206 6232 Neighborhood Services 91,250 112,460 190,907 197,416 6233 Closter Park 3,447 34,357 19,528 41,750 6234 El Dorado Park 25,698 68,111 142,242 89,600 6235 Central Park 10,948 31,869 49,930 50,280 6236 Facility Services 8,500 15,300
6237 Reimbursable Rec Activities 1,988 19,357 147,100 184,600 6238 Youth Sports 98,548 141,578 233,706 217,797 6239 Recreation Center 44,275 65,604 139,625 147,700 6240 Firehouse Rec Center 59,489 102,164 180,684 131,360 6241 Hebbron Heights Rec Center 42,882 38,517 89,420 78,270 6242 Afterschool Programs 606,090 690,365 892,870 882,531 6243 Community Center 167,911 228,114 566,686 558,902 6244 Breadbox Rec Center 46,208 97,717 159,689 194,299 6246 Hebbron Family Center 153,784 151,281 159,977 129,336 6247 Sherwood Rec Center 3,154 21,657 29,725 36,525 6248 Youth Services & Comm Engagement 534,214 390,509 1,118,749 989,949 6249 Aquatic Center 196,047 332,393 452,673 258,000 6793 Park Drinking Fountain Replacement 8,000
Total 5,222,813 5,687,258 8,498,245 8,541,568 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,807,222 3,270,635 4,263,481 4,816,281 62 - Supplies & Materials 270,984 330,409 501,533 499,360 63 - Outside Services 2,117,787 1,944,370 3,166,582 3,045,127 64 - Other Charges 4,937 8,094 149,055 99,800 66 - Capital Outlays 21,883 133,750 417,594 81,000 Total 5,222,813 5,687,258 8,498,245 8,541,568
RECREATION AND COMMUNITY SERVICES
Summary
172
RECREATION AND COMMUNITY SERVICES
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 2,564,837 2,631,017 286,058 279,750 1100 Measure E 1,561,805 2,007,834 2,707,247 2,855,174 1200 Measure G 1,075,468 1,020,285 5,413,239 5,383,744 2505 Recreation Parks 16,735 17,046 22,900 22,900 2508 Contributions & Donations 140 60 28,800 2509 KDF Los Padres 3,827 11,016 40,000 Total 5,222,813 5,687,258 8,498,245 8,541,568 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services 12.000 14.000 15.000 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 31.000 33.000 34.000
173
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 380 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cost per Salinas resident to support parks 15.53$ 17.96$ 17.38$ 17.38$ 17.38$ Number of Park Acres Maintained per FTE Daily Average 51 39.1 28 28 24.4 Percentage Above Municipal Benchmark (11 Acres/FTE) 562% 355% 254% 254% 222% Acres of Parks Maintained 409 391 391 391 391
Percentage of Parks Request For Service Responded to Within 48 Hours 100% 90% 90% 90% 90%
Average Number of FTE per Workday (7 Days per Week) 8 10 12 10 12
Major Budget Changes
None.
174
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 849,941 1,108,844 1,426,044 1,739,897 62 - Supplies & Materials 156,405 169,335 217,685 211,750 63 - Outside Services 1,559,912 1,293,486 1,491,105 1,525,200 64 - Other Charges 400 200 5,400 900 66 - Capital Outlays 20,700 20,000
Total 2,566,658 2,571,864 3,160,934 3,497,747 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,793,511 1,637,694 1,812 1100 Measure E 526,498 755,454 957,061 1,211,723 1200 Measure G 246,649 178,715 2,202,061 2,286,024 Total 2,566,658 2,571,864 3,160,934 3,497,747 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services 12.000 12.000 14.000 15.000 Total 12.000 12.000 14.000 15.000
RECREATION AND COMMUNITY SERVICES
5238 Parks and Community Services Division
175
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. Continue to practice excellent customer service.
6. Coordinate the Capital Improvement 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. R eview 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Attendees at Recreation Centers 1593* 163, 031 286,640 244,283 244,000 Number of Special Event Permits Issued 4* 38 74 49 50
Number of Annual Hours Spent in Support of
CASP N/A NA
Number of Recreation Newsletter signups 146 110 220 309 320 *Facility recovering from COVID-19.
Major Budget Changes
None.
176
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 548,269 565,483 653,900 763,006 62 - Supplies & Materials 10,010 5,550 7,400 7,900 63 - Outside Services 4,297 5,511 35,400 34,800 64 - Other Charges 3,147 4,372 58,100 26,500 66 - Capital Outlays 4,500 8,428 500 Total 570,223 589,344 755,300 832,206 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 106,216 157,531
1100 Measure E 261,794 240,636 275,203 320,931 1200 Measure G 202,073 191,118 451,297 511,275 2508 Contributions & Donations 140 60 28,800 Total 570,223 589,344 755,300 832,206 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6231 Recreation Admin 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000
RECREATION AND COMMUNITY SERVICES
6231 Recreation Admin Division
177
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.
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Council District Cleanups 3 7 7 7 7
Community Meetings Supported 24 19 60 75 60
City-wide Volunteer Hours Performed 2,445 3,319 10,000 7,500 10,000
Major Budget Changes
None.
178
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 85,215 104,294 115,907 124,916 62 - Supplies & Materials 1,945 5,171 9,900 9,900 63 - Outside Services 4,090 2,995 7,100 6,600 64 - Other Charges 58,000 56,000
Total 91,250 112,460 190,907 197,416 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 7,017 8,847 26,900 24,400 1200 Measure G 84,233 103,613 164,007 173,016 Total 91,250 112,460 190,907 197,416 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6232 Neighborhood Services 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
179
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
*Unavailable. Facility leased to Salinas Boxing
Club. In FY14-15 the Summer Recreation
P
rogram was restored.
0* 214 2, 018 585 600
Major Budget Changes
A $6.8 Million Prop-68 grant award will fund major improvements at Closter Park. 180
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,090 9,500 9,500 62 - Supplies & Materials 893 558 3,575 2,500 63 - Outside Services 2,554 31,709 6,453 29,750 Total 3,447 34,357 19,528 41,750 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 2,197 3,343
1100 Measure E 988 28,508 5,728 27,950 1200 Measure G 262 2,506 13,800 13,800 Total 3,447 34,357 19,528 41,750
RECREATION AND COMMUNITY SERVICES
6233 Closter Park Division
181
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.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 4687* 34338* 84, 220 92,945 90,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
182
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,372 34,557 50,000 50,000 62 - Supplies & Materials 4,347 4,408 10,550 8,400 63 - Outside Services 18,979 24,945 34,392 31,200 66 - Capital Outlays 4,200 47,300
Total 25,698 68,111 142,242 89,600 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 18,408 28,837 47,300 1100 Measure E 7,289 39,254 71,250 61,700 1200 Measure G 20 23,692 27,900 Total 25,698 68,111 142,242 89,600
RECREATION AND COMMUNITY SERVICES
6234 El Dorado Park Division
183
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Program Attendees 1,639* 12,665* 17,920 16,659 17,000
*Facility recovering from COVID-19.
Major Budget Changes
None.
184
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,047 18,302 25,000 25,000 62 - Supplies & Materials 1,636 2,599 10,780 10,780 63 - Outside Services 8,264 10,967 14,150 14,500 Total 10,948 31,869 49,930 50,280 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 3,202 6,298
1100 Measure E 7,746 25,553 39,480 39,480 1200 Measure G 18 10,450 10,800 Total 10,948 31,869 49,930 50,280
RECREATION AND COMMUNITY SERVICES
6235 Central Park Division
185
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Revenue Collected 0* 755.5 $2,756.00 $791.00 $870.00
Bounce House Permits Issued 0* 17 16 18 20
*Facility recovering from COVID-19.
Major Budget Changes
None.
186
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 6,800 13,600
62 - Supplies & Materials 500 500
64 - Other Charges 1,200 1,200
Total 8,500 15,300
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 8,500
1200 Measure G 8,500 6,800
Total 8,500 15,300
RECREATION AND COMMUNITY SERVICES
6236 Facility Services Division
187
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Revenue Collected 0* 2535* $58,344.25 $35,885 $36,000.00 *Facility recovering from COVID-19.
Major Budget Changes
None.
188
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 14,042 32,400 64,800 62 - Supplies & Materials 1,638 17,900 17,900 63 - Outside Services 5,334 96,000 101,100 64 - Other Charges 350 (20) 800 800 Total 1,988 19,357 147,100 184,600 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,988 19,357 152,200 1200 Measure G 147,100 32,400
Total 1,988 19,357 147,100 184,600
RECREATION AND COMMUNITY SERVICES
6237 Reimbursable Rec Activities Division
189
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Registered Participants 492* 1055* 2,923 2991 3,500 Volunteer Coaches Hours Performed 1,596* 2492* 9,674 10318 10,500 Revenue Collected $4,001* $46,825* $119,217 $48,407.00 $90,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
190
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 97,864 126,915 187,756 171,847 62 - Supplies & Materials 475 13,560 36,850 36,850 63 - Outside Services 155 7,700 7,700 64 - Other Charges 208 948 1,400 1,400 Total 98,548 141,578 233,706 217,797 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 98,548 139,688 119,050 1200 Measure G 1,889 233,706 98,747 Total 98,548 141,578 233,706 217,797 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6238 Youth Sports 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
191
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Registrations Taken 492* 1055* 2, 923 2,991 3,000 Number of Program Attendees 1,593* 19, 031* 4,916 71,339 72,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
192
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 15 6,662 35,000 35,000 62 - Supplies & Materials 5,429 15,261 16,900 17,900 63 - Outside Services 37,467 40,005 81,125 94,800 64 - Other Charges 30 375 1,500 66 - Capital Outlays 1,335 3,300 5,100 Total 44,275 65,604 139,625 147,700 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 31,117 40,451
1100 Measure E 4,443 17,169 46,600 46,700 1200 Measure G 8,715 7,984 93,025 101,000 Total 44,275 65,604 139,625 147,700
RECREATION AND COMMUNITY SERVICES
6239 Recreation Center Division
193
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 10,368 33529* 24, 799 38,415 39,000 Senior Volunteer Hours Performed 0* 0 4, 869 0 200
Number of Senior Meals Served 2,081 4535* 4, 808 5,052 5,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
194
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,708 45,671 63,500 43,000 62 - Supplies & Materials 20,462 17,670 31,452 24,560 63 - Outside Services 37,319 38,823 69,698 63,300 64 - Other Charges 5,500 500
66 - Capital Outlays 10,534
Total 59,489 102,164 180,684 131,360 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 33,806 36,214
1100 Measure E 337 10,232 17,000 17,000 1200 Measure G 21,518 44,701 123,684 114,360 2509 KDF Los Padres 3,827 11,016 40,000 Total 59,489 102,164 180,684 131,360
RECREATION AND COMMUNITY SERVICES
6240 Firehouse Rec Center Division
195
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 and deliver programs to youth and children.
3. Continue to practice excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 21,373** 10151* 4,433** 12612 13000 Number of Programs 112** 41* 46** 34 34
Teen Volunteer Hours Performed 0* 0* 0* 128 130
*Facility recovering from COVID-19.
**Facility is closed due to structual repairs.
Major Budget Changes
None.
196
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,770 19,832 64,420 64,420 62 - Supplies & Materials 7,082 2,874 4,300 2,500 63 - Outside Services 32,031 15,811 20,700 11,350 Total 42,882 38,517 89,420 78,270 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 26,137 8,593
1100 Measure E 8,197 19,900 58,000 56,700 1200 Measure G 8,549 10,025 31,420 21,570 Total 42,882 38,517 89,420 78,270
RECREATION AND COMMUNITY SERVICES
6241 Hebbron Heights Rec Center Division
197
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Free Lunches Served (Summer) 3,926 3437* 8, 355 4,500 4,000 Number of Youth Field Trip Participants 0* 0* 756 53 106 Number of Summer Camp Participants 0* 1859* 498 600 500 *Facility recovering from COVID-19.
Major Budget Changes
None.
198
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 552,346 643,038 733,632 799,731 62 - Supplies & Materials 33,178 23,636 29,300 29,800 63 - Outside Services 6,566 22,877 21,487 41,000 64 - Other Charges 814 10,800 12,000 66 - Capital Outlays 14,000 97,651
Total 606,090 690,365 892,870 882,531 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 8 33,346 48,587 1100 Measure E 411,546 442,842 559,432 566,562 1200 Measure G 194,536 214,176 284,851 315,969 Total 606,090 690,365 892,870 882,531 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6242 Afterschool Programs 5.670 5.670 5.670 5.670
Total 5.670 5.670 5.670 5.670
RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
199
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
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 0* 20 51 30 32
Number of Facility Attendees 0* 11,551 34,501 14,085 15,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
200
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 4,738 29,157 55,000 55,000 62 - Supplies & Materials 6,956 45,276 18,900 18,900 63 - Outside Services 154,817 145,381 436,100 435,002 66 - Capital Outlays 1,400 8,300 56,686 50,000 Total 167,911 228,114 566,686 558,902 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 112,513 107,688 55,686 1100 Measure E 10,544 61,211 57,000 57,000 1200 Measure G 44,854 59,215 454,000 501,902 Total 167,911 228,114 566,686 558,902
RECREATION AND COMMUNITY SERVICES
6243 Community Center Division
201
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 33,315* 53317* 28,575 51,106 55,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
202
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 9,365 59,682 96,251 105,379 62 - Supplies & Materials 8,569 6,644 25,391 32,920 63 - Outside Services 28,275 31,390 38,047 56,000 Total 46,208 97,717 159,689 194,299 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 25,351 21,608
1100 Measure E 13,093 48,700 82,864 89,189 1200 Measure G 7,765 27,408 76,825 105,110 Total 46,208 97,717 159,689 194,299 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6244 Breadbox Rec Center 0.330 0.330 0.330 0.330
Total 0.330 0.330 0.330 0.330
RECREATION AND COMMUNITY SERVICES
6244 Breadbox Rec Center Division
203
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 and deliver programs and activities for youth and children.
3. Continue to practice excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of program attendeees 21,373** 10151* 4,433* 12,313 13,000 Number of programs 112** 41* 36* 34 34
Teen Volunteer Hours Performed 0* 0* 0* 128 130
**Facility is closed due to structual repairs.
*Facility recovering from COVID-19.
Major Budget Changes
None.
204
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 151,347 150,600 151,977 121,336 62 - Supplies & Materials 2,437 680 8,000 8,000 Total 153,784 151,281 159,977 129,336 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 2,437 680 8,000 8,000 1200 Measure G 151,347 150,600 151,977 121,336 Total 153,784 151,281 159,977 129,336 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6246 Hebbron Family Center 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
RECREATION AND COMMUNITY SERVICES
6246 Hebbron Family Center Division
205
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.
206
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 1,571 1,735 6,500 11,500 63 - Outside Services 1,583 8,400 23,225 25,025 66 - Capital Outlays 11,522
Total 3,154 21,657 29,725 36,525 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1200 Measure G 3,154 21,657 29,725 36,525 Total 3,154 21,657 29,725 36,525
RECREATION AND COMMUNITY SERVICES
6247 Sherwood Rec Center Division
207
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
208
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 4,629 4,190 9,450 8,000 63 - Outside Services 191,418 230,203 270,700 250,000 66 - Capital Outlays 98,000 172,523
Total 196,047 332,393 452,673 258,000 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 196,047 332,393 132,673 1200 Measure G 320,000 258,000
Total 196,047 332,393 452,673 258,000
RECREATION AND COMMUNITY SERVICES
6249 Aquatic Center Division
209
RECREATION AND COMMUNITY SERVICES
6793 Parking Drinking Fountain Replacement
Purpose
On March 7, 2023, City Council authorized the City Manager to direct the transfer of appropriations for operating activities currently in the City’s CIP budget to the appropriate operating budgets and designate unspent appropriations for the activities at fiscal year-end as assigned fund balance.
This activity is to replace drinking fountains at various parks.
210
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 66 - Capital Outlays 8,000
Total 8,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1200 Measure G 8,000
Total 8,000
RECREATION AND COMMUNITY SERVICES
6793 Park Drinking Fountain Replacement Division
211
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212
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
213
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 and support the annual national night events.
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 an annual Salinas See Our Youth Summit for to elevate and connect youth leaders across the city
7. Conduct and participate in multiple community engagement events promoting best practices in violence prevention and neighborhood support.
8. Provide Spanish and English language media interviews and articles on the status of violence reduction efforts in Salinas.
9. Continue to represent the City of Salinas on over 510 local initiatives and 2 statewide collaboratives.
10. Continue to apply for grant funding that support the City’s / CASP strategic plan on violence.
11. Lead the City’s Governing for Race Equity training program and represent the City on the Towards a Racially Equitable Monterey County collaborate.
12. Support community engagement for city wide efforts like the city budget and strategic planning efforts
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
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 3 3 3 2 4
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 N/A N/A N/A
CCVPN - California Cities Violence Prevention Network: Participate as an active member of the network in monthly member calls 10 10 12 14 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.
20 20 20 20 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 0 0 4 0 10 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. 0 0 1 1 2
Community Leaderhsip Academy Alumni Committee 2 0 1 0 0 Hire and put 2 street Outreach Specialist to work to reduce and prevent street violence 1 N/A N/A N/A N/A Street Outreach Program: Enroll and serve at least 15 clients per FTE annually 17 N/A N/A N/A N/A Major Budget Changes
None.
214
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 499,226 341,465 556,394 629,849 62 - Supplies & Materials 3,322 11,260 36,200 38,800 63 - Outside Services 30,215 36,378 513,200 317,800 64 - Other Charges 803 1,405 6,355 500 66 - Capital Outlays 648 6,600 3,000 Total 534,214 390,509 1,118,749 989,949 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 115,788 57,976
1100 Measure E 299,877 308,848 502,730 327,839 1200 Measure G 101,814 6,638 593,119 639,210 2505 Recreation Parks 16,735 17,046 22,900 22,900 Total 534,214 390,509 1,118,749 989,949 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6248 Youth Services & Comm Engagement 5.000 5.000 5.000 5.000 Total 5.000 5.000 5.000 5.000
RECREATION AND COMMUNITY SERVICES
6248 Youth Services & Comm Engagement Division
215
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5238 Parks and Community Services
Park Grnds Frstry Ops Mgr 1.000
Park Maint Worker 10.000 12.000 12.000
Park Maintenance Crew Sup 1.000 1.000 1.000
Sr Park Maintenance Worker 1.000 1.000 1.000
5238 Parks and Community Services Total 12.000 14.000 15.000 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
Recreation Coordinator 1.000 1.000 1.000 1.000
Rec-Parks Superintendent 1.000 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 1.000 1.000
Recreation Coordinator 2.670 2.670 2.670 2.670
Senior Recreation Assistant 1.000 1.000 2.000 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
Workforce
216
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
RECREATION AND COMMUNITY SERVICES
Workforce
Community Safety Admin 1.000 1.000 1.000 1.000
Community Safety Program Coord 1.000 1.000
Neighborhood Svcs Coord 2.000 2.000
Street Outreach Specialist 2.000 2.000 1.000 1.000
6248 Youth Services & Comm Engageme 5.000 5.000 5.000 5.000 Total 19.000 31.000 33.000 34.000
217
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218
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
219
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220
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 6005 Library Administration 751,935 738,171 837,321 770,185 6009 Technical Services 842,714 808,450 1,200,520 1,298,561 6011 Steinbeck Library 887,273 858,095 1,309,055 1,404,272 6012 Cesar Chavez Library 807,184 893,841 1,124,871 860,430 6013 El Gabilan Library 120,426 329,233 348,619 677,769 6015 Community Education 516,599 537,245 833,458 933,336 Total 3,926,131 4,165,034 5,653,845 5,944,553 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,140,284 3,346,475 4,462,030 4,794,573 62 - Supplies & Materials 210,558 222,593 312,874 276,300 63 - Outside Services 553,148 561,626 726,288 814,180 64 - Other Charges 21,968 14,128 70,550 17,500 66 - Capital Outlays 173 20,211 82,103 42,000 Total 3,926,131 4,165,034 5,653,845 5,944,553 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 3,921,131 4,165,034 5,585,345 5,944,553 2508 Contributions & Donations 5,000 68,500 Total 3, 926,131 4,165,034 5,653,845 5,944,553 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration 4.500 3.500 4.500 4.500
6009 Technical Services 6.000 6.500 6.000 7.000
6011 Steinbeck Library 12.500 10.500 11.000 10.000
6012 Cesar Chavez Library 10.000 11.000 11.000 7.000
6013 El Gabilan Library 3.500 5.000 4.000 7.
000
6015 Community Education 5.000 5.000 5.000 6.000
Total 41.500 41.500 41.500 41.500
LIBRARY SERVICES
Summary
221
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 organi zational 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. P rovide 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Volunteer Hours Performed 2,019 2,249 2,500 2,700 3,000 Grant funding awarded to LCS Divisions 536,818.00$ 391, 734.00$ 300,000.00$ 420,000.00$ 300,000.00$ LCS Customer Service Satisfaction Index 90% 90% 95% 90% 90% Library Visitors per capita 2.46 0. 86 1.00 1.00 1.50
Library Circulation per capita 0.24 0. 97 1.00 1.00 1.50 Library Materials per capita 1.24 1. 14 1.24 1.24 1.25
Registered borrower as a % of service population 35% 29% 35% 35% 40%
Major Budget Changes
None.
222
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 710,490 712,688 730,471 742,885 62 - Supplies & Materials 14,315 3,203 29,500 500 63 - Outside Services 7,567 8,182 9,800 10,300 64 - Other Charges 19,563 14,097 67,550 16,500 Total 751,935 738,171 837,321 770,185 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 746,935 738,171 768,821 770,185 2508 Contributions & Donations 5,000 68,500 Total 751,935 738,171 837,321 770,185 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration 4.500 3.500 4.500 4.500
Total 4.500 3.500 4.500 4.500
LIBRARY
6005 Library Administration Division
223
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. Support 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Website Hits 79,649 108,416 120,000 130,000 145,000
Public Computer Sessions 474 16,705 20,000 17,000 20,000 Public Computer Sessions per capita 0.003 0.103 0.15 0.10 0.15 # of Public Computers per 1,000 residents 0.80 0.76 0.90 0.80 0.90 LCS Website satisfaction index 90% 90% 95% 90% 90%
Collection turnover rate 0.20 0.85 1.00 0.80 1.00
Collection growth rate -3% -8% 5% 3% 5%
Digital material circulation as a % of total circulation 55% 29% 30% 30% 35%
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 . 224
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 444,333 457,901 689,814 780,461 62 - Supplies & Materials 142,981 129,609 200,300 188,000 63 - Outside Services 252,823 219,957 293,406 313,100 64 - Other Charges 2,405 31 3,000 1,000 66 - Capital Outlays 173 952 14,000 16,000 Total 842,714 808,450 1,200,520 1,298,561 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 842,714 808,450 1,200,520 1,298,561 Total 842,714 808,450 1,200,520 1,298,561 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6009 Technical Services 6.000 6.500 6.000 7.000
Total 6.000 6.500 6.000 7.000
LIBRARY
6009 Technical Services Division
225
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of materials 8,179 46,040 80,000 45,000 65,000 Number of Visitors 3,863 48,786 100,000 50,000 70,000
JSL Collection turnover 0.07 0.53 1.00 0.70 1.00
Customer service satisfaction index 90% 90% 95% 90% 90% Program satisfaction index 90% 90% 95% 90% 90%
Program attendence (JSL) 0 847 600 2,000 2,500
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.
226
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 719,399 647,412 1,036,479 1,106,752 62 - Supplies & Materials 6,970 17,911 17,700 17,800 63 - Outside Services 160,904 175,198 219,472 261,720 66 - Capital Outlays 17,573 35,405 18,000 Total 887,273 858,095 1,309,055 1,404,272 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 887,273 858,095 1,309,055 1,404,272 Total 887,273 858,095 1,309,055 1,404,272 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6011 Steinbeck Library 12.500 10.500 11.000 10.000
Total 12.500 10.500 11.000 10.000
LIBRARY
6011 Steinbeck Library Division
227
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of materials 6,151 40,202 60,000 40,000 60,000 Number of Visitors (CCL) 4,268 42,607 100,000 45,000 65,000 CC Collection turnover 0.07 1.00 1.00 1.00 1.00
Customer service satisfaction index 90% 90% 95% 90% 90% Program satisfaction index 90% 90% 95% 90% 90%
Program attendence (CCL) 0 2,571 1,000 3,500 5,000
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.
228
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 717,504 782,659 957,339 693,830 62 - Supplies & Materials 5,009 15,127 19,559 17,200 63 - Outside Services 84,672 94,368 117,925 141,400 66 - Capital Outlays 1,686 30,048 8,000 Total 807,184 893,841 1,124,871 860,430 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 807,184 893,841 1,124,871 860,430 Total 807,184 893,841 1,124,871 860,430 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6012 Cesar Chavez Library 10.000 11.000 11.000 7.000
Total 10.000 11.000 11.000 7.000
LIBRARY
6012 Cesar Chavez Library Division
229
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 hom ework 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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of Materials (EG) 24,443 71,223 100,000 80,000 10,000 Number of Visitors 9,625 48, 009 100,000 50,000 75,000
El Gabilan collection turnover 0.60 1.90 1.25 1.50 1.25 Customer service satisfaction index 90% 90% 95% 95% 95% Program satisfaction index 90% 90% 95% 95% 95%
Program attendence (EG) 0 1,800 1,000 3,500 5,000
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.
230
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 72,519 259,831 287,369 609,809 62 - Supplies & Materials 4,734 7,814 4,815 5,300 63 - Outside Services 43,173 61,588 53,785 62,660 66 - Capital Outlays 2,650
Total 120,426 329,233 348,619 677,769 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 120,426 329,233 348,619 677,769 Total 120,426 329,233 348,619 677,769 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6013 El Gabilan Library 3.500 5.000 4.000 7.000
Total 3.500 5.000 4.000 7.000
LIBRARY
6013 El Gabilan Library Division
231
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 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
# of Adult Learners (unduplicated) 295 85 400 200 300
V
olunteer Tutor hours 2019 1651 1,500 1,200 1,500
Number of Homework Center Students (unduplicated) 0 19 120 40 80 Number of Homework Center visits 0 102 9,000 50 100
Total Library Program attendence 11,006 8,618 25,000 9,000 15,000 Program attendence per capita 0.07 0.05 0.20 0.10 0.20
Program satisfaction index 95% 95% 92% 95% 95%
% of Salinas youth with a library card 36% 42% 60% 30% 40% % of Salinas youth participating in Summer Reading Program 3% 3% 5% 3% 5% Early childhood program attendance (duplicated) 3,323 2,127 7,000 3,500 3,500
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.
232
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 476,040 485,983 760,558 860,836 62 - Supplies & Materials 36,550 48,929 41,000 47,500 63 - Outside Services 4,009 2,332 31,900 25,000 Total 516,599 537,245 833,458 933,336 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1100 Measure E 516,599 537,245 833,458 933,336 Total 516,599 537,245 833,458 933,336 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6015 Community Education 5.000 5.000 5.000 6.000
Total 5.000 5.000 5.000 6.000
LIBRARY
6015 Community Education Division
233
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 6005 Library Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Deputy Librarian 1.000 1.000 1.000 1.000
Lib/Community Svc Dir 1.000 1.000 1.000 1.000
Marketing & Development Coord 1.000
Management Analyst 1.000 1.000
Literacy Specialist 0.500 0.500 0.500 0.500
6005 Library Administration Total 4.500 3.500 4.500 4.500 6009 Technical Services
Lib Automation Svc Coord 1.000 1.000 1.000 1.000
Librarian I 1.000 1.500 1.000 2.000
Library Technician 2.000 2.000 3.000 3.000
Office Technician 1.000 1.000
Technical Services Manager 1.000 1.000 1.000 1.000
6009 Technical Services Total 6.000 6.500 6.000 7.000
6011 Steinbeck Library
Librarian I 4.000 4.000 4.500 3.500
Librarian II 2.000 2.000 2.000 2.000
Library Aide 1.000
Library Clerk 3.500 2.500 3.500 3.500
Library Page 1.000 1.000
Library Technician 1.000 1.000
Sr Library Technician 1.000 1.000
6011 Steinbeck Library Total 12.500 10.500 11.000 10.000 6012 Cesar Chavez Library
Librarian I 4.500 4.000 4.000 2.000
Librarian II 1.000 1.000 1.000 1.000
Library Clerk 2.500 4.000 4.000 2.000
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 11.000 11.000 7.000 6013 El Gabilan Library
Librarian I 2.000
Library Clerk 2.500 3.000
3.000 4.000
Library Technician 1.000 1.000 1.000 1.000
LIBRARY SERVICES
Workforce
234
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
LIBRARY SERVICES
Workforce
Management Analyst 1.000
6013 El Gabilan Library Total 3.500 5.000 4.000 7.000
6015 Community Education
Community Education Manager 1.000 1.000 1.000 1.000
Library Clerk 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 6.000 Total 41.500 41.500 41.500 41.500
235
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236
NON-DEPARTMENTAL
Organizational Chart by Division
NON-DEPARTMENTAL
COMMUNITY
PROGRAMS
DEBT
SERVICE
ELECTIONS
OTHER
SERVICES
65 WEST
ALISAL
INTERMODAL
TRANSPORTATION
CENTER
237
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 2022-23
Effective and Culturally Responsive Government
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 2023-24 Effective and Culturally Responsive Government
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.
238
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 0000 Non-Departmental 79,165 123,888 118,236 8001 Community Programs 2,419 159,449 1,348,700 172,200 8002 Elections 276,110 499,442
8003 65 West Alisal 64,427 152,339 187,310 192,210 8004 Debt Service 40,192,061 18,747,872 11,313,900 11,678,800 8005 Other Services 12,716,900 3,465,553 5,683,521 7,564,075 8010 Intermodal Transp Center 104,077 103,464 161,975 171,775 Total 53,435,159 22,752,565 19,313,085 19,779,060 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 868,692 1,287,830 568,332 818,500 62 - Supplies & Materials 9,950 12,371 37,411 20,800 63 - Outside Services 2,502,936 2,392,669 3,871,390 5,734,260 64 - Other Charges 10,786,308 1,008,961 4,681,368 2,961,700 65 - Debt Service 39,102,207 17,708,142 10,005,900 10,053,800 66 - Capital Outlays 154,366 296,691 98,683 90,000 69 - Financial Assistance 10,700 45,900 50,000 100,000 Total 53,435,159 22,752,565 19,313,085 19,779,060 FY 21 FY 22 FY 23 F Y 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 12,977,732 3,750,384 6,584,248 7,900,260 1100 Measure E 171,700
1200 Measure G 1,000,000
2503 Traffic Safety 79,165 123,888 118,236 2506 PEG Cable Franchise 186,201 130,420 125,000 200,000 4104 2014 COP Consolidation 228,636 230,325 225,900 227,100 4106 2018 Lease-PS Building-Police 5,550,793 12,988,354 5,423,500 5,750,800 4107 Measure X Bonds 2,338,575 2,340,075 2,317,100 2,328,400 4109 2015 Refunding COP 2005 A & B 4,
906,576
4110 2018 Lease-El Gabilan Library 1,066,471 1,024,679 1,149,100 1,145,200 4111 Refund Bond Series 2020A-Energy 20,412,165 1,493,135 1,527,800 1,559,000 4112 Refund Bond Series 2020A-SVSWA 5,688,844 671,305 670,500 668,300 Total 53,435,159 22,752,565 19,313,085 19,779,060
NON-DEPARTMENTAL
Summary
239
NON-DEPARTMENTAL
8001 Community Programs Division
Purpose
Provide support to the various community and city-wide programs and activities supporting youth, families, prevention and education.
Division Operations
1. Provide City services to ensure the success of local community city-wide events.
Major Budget Changes
None.
240
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 2,419 159,146
64 - Other Charges 303 1,348,700 172,200 Total 2,419 159,449 1,348,700 172,200 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 2,419 159,449 177,000 172,200 1100 Measure E 171,700
1200 Measure G 1,000,000
Total 2,419 159,449 1,348,700 172,200
NON-DEPARTMENTAL
8001 Community Programs Division
241
NON-DEPARTMENTAL
8002 Elections Division
Purpose
Conduct all municipal elections.
Division Operations
1. Cost-share for the consolidation and conduct0 of the general municipal elections.
Major Budget Changes
None.
242
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 276,110 499,442
Total 276,110 499,442
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 276,110 499,442
Total 276,110 499,442
NON-DEPARTMENTAL
8002 Elections Division
243
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.
244
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 6,503 9,350 12,000 15,000 63 - Outside Services 57,923 142,989 175,310 177,210 Total 64,427 152,339 187,310 192,210 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 64,427 152,339 187,310 192,210 Total 64,427 152,339 187,310 192,210
NON-DEPARTMENTAL
8003 65 West Alisal Division
245
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.
246
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 1,003,191 949,734 1,218,000 1,535,000 65 - Debt Service 39,102,207 17,708,142 10,005,900 10,053,800 66 - Capital Outlays 86,664 89,996 90,000 90,000 Total 40,192,061 18,747,872 11,313,900 11,678,800 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
4104 2014 COP Consolidation 228,636 230,325 225,900 227,100 4107 Measure X Bonds 2,338,575 2,340,075 2,317,100 2,328,400 4106 2018 Lease-PS Building-Police 5,550,793 12,988,354 5,423,500 5,750,800 4109 2015 Refunding COP 2005 A & B 4,906,576
4110 2018 Lease-El Gabilan Library 1,066,471 1,024,679 1,149,100 1,145,200 4111 Refund Bond Series 2020A-Energy 20,412,165 1,493,135 1,527,800 1,559,000 4112 Refund Bond Series 2020A-SVSWA 5,688,844 671,305 670,500 668,300 Total 40,192,061 18,747,872 11,313,900 11,678,800
NON-DEPARTMENTAL
8004 Debt Service Division
247
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
Reduction of operational cost moved to Information Technology division. 248
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 866,274 1,128,684 568,332 818,500 62 - Supplies & Materials 2,459 19,611
63 - Outside Services 1,000,201 1,092,384 1,734,226 3,894,075 64 - Other Charges 10,769,564 991,889 3,302,668 2,751,500 66 - Capital Outlays 67,702 206,695 8,683 69 - Financial Assistance 10,700 45,900 50,000 100,000 Total 12,716,900 3,465,553 5,683,521 7,564,075 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 12,530,700 3,335,132 5,558,521 7,364,075 2506 PEG Cable Franchise 186,201 130,420 125,000 200,000 Total 12,716,900 3,465,553 5,683,521 7,564,075
NON-DEPARTMENTAL
8005 Other Services Division
249
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 the 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.
250
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 987 3,021 5,800 5,800 63 - Outside Services 86,345 83,673 126,175 127,975 64 - Other Charges 16,744 16,770 30,000 38,000 Total 104,077 103,464 161,975 171,775 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 104,077 103,464 161,975 171,775 Total 104,077 103,464 161,975 171,775
NON-DEPARTMENTAL
8010 Intermodal Transp Center Division
251
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252
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
253
POLICE DEPARTMENT
Organizational Chart by Position
CHIEF OF POLICE
Police Services
Administrator
Animal Services
JPA
Animals Svcs Office
Asst
Records
Coordinator
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
Field Ops
1st Watch Cmd (2)
1st Watch Sgt (5)
Officers (34)
Hot Officer
CSO (5)
3rd Watch Sgt (4)
Officers (30)
2nd Watch Cmd (2)
2nd Watch Sgt (4)
Officers (40)
Multi-Service
Officers (2)
CSO (4)
Investigation
Commander
Investigation Sgt
(2)
Detectives (15)
CSO
Sr Police Svcs
Tech
Victim
Advocate
CSI/Evidence
Sergeant
Criminalist
Forensic Spec
II
Property
Evidence Sup
Evidence Tech
(2)
Crime Analyst
P & T Commander
Spec Ops / Comm
Sgt (2)
CSO (3)
Comm Svcs Aide
(3)
VIPS
P & T Sgt
Officer
CSO
Retired Annuitants
Traffic Sgt
Officers (2)
Internal Affairs Sgt
Foundation
Admin Secretary (2)
254
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 2023-24
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 staffing to address quality of life issues such as abandoned vehicles and communit y 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 and 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.
255
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 4110 Police Administration 1,082,886 1,089,944 1,026,944 1,138,901 4112 Personnel & Training 1,193,786 1,430,198 1,967,284 1,667,405 4116 Special Operations 522,564 668,355 994,613 881,213 4130 Support Services 6,295,305 6,218,937 6,730,846 3,866,686 4131 Technical Services 304,793 393,104 534,309 397,974 4132 Word Processing 588,084 424,245 222,257 4133 Evidence & Property 342,351 515,318 684,410 745,867 4134 Records 1,294,558 1,375,602 1,428,213 1,457,377 4137 Maintenance Services 129,287 124,215 123,723 136,057 4170 Animal Control Services 1,053,987 1,163,218 1,672,974 2,445,210 4220 Field Operations 34,184,862 34,014,173 34,687,834 38,122,911 4221 Traffic 391,384 515,808 981,778 1,014,819 4250 Reserves 28,910 16,928
4340 Investigations 5,925,132 6,253,220 5,692,191 6,284,301 4341 Narcotics 40,937
4342 School Resource Officers 192,163
4343 Violence Suppression Task Force 1,477,055 2,282,319 3,319,147 3,459,092 4380 Asset Seizure 6,672 73,429 52,000 62,000 Total 55,054,714 56,559,012 60,118,523 61,679,813 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 47,892,582 48,432,153 50,579,293 52,965,443 62 - Supplies & Materials 1,007,876 1,501,644 2,007,812 1,624,500 63 - Outside Services 5,966,236 5,980,598 6,770,893 6,464,000 64 - Other Charges 172,619 420,129 725,400 390,500 65 - Debt Service 225,370
66 - Capital Outlays 15,402 224,489 35,125 10,000 Total 55,054,714 56,559,012 60,118,523 61,679,813
POLICE DEPARTMENT
Summary
256
POLICE DEPARTMENT
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 40,912,119 40,912,208 48,401,499 49,356,777 1100 Measure E 4,041,614 4,427,206 4,534,816 4,409,331 1200 Measure G 9,039,957 10,133,883 5,554,905 6,319,012 2201 Sales Tax-SB172 600,000 600,000 600,000 600,000 2202 Supplemental Law Enf - AB3229 100,000 743,000 2502 Asset Seizure 6,672 73,429 52,000 62,000 2504 Vehicle Abatement 228,856 219,287 195,102 189,693 2508 Contributions & Donations 63,000 386,700 2954 Encampment Resolution Fund 160,000
3163 2014 COPS Hiring SRO 118,063
3302 Cal ID / RAN Grant 107,434 130,000 133,500 Total 55,054,714 56,559,012 60,118,523 61,679,813 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration 5.000 5.000 5.000 6.000
4112 Personnel & Training 3.000 3.000 5.000 4.000
4116 Special Operations 5.500 5.000 6.000 4.000
4130 Support Services 8.000 9.000 9.000 8.000
4131 Technical Services 2.000 2.000 2.000 2.000
4132 Word Processing 6.000 3.000
4133 Evidence & Property 2.000 3.000 4.000 4.000
4134 Records 14.000 13.000 13.000 13.000
4137 Maintenance Services 2.000 1.000 1.000 1.000
4170 Animal Control Services 4.000 4.000 4.000 1.000
4171 Animal Control Svc -Agencies
4220 Field Operations 145.000 138.000 129.000 133.000
4221 Traffic 1.000 3.000 3.000 3.000
4340 Investigations 23.000 23.000 21.000 22.000
4342 School Resource Officers 3.000
4343 Violence Suppression Task Force 4.000 9.000 11.000 10.000 Total 227.500 221.000 213.000 211.000
257
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Travel Authorizations (For Chief Only) 5 5 5 5 7
Internal Investigations Completed 10 7 0 10 0
Major Budget Changes
None.
258
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,047,983 1,038,921 972,744 1,101,901 62 - Supplies & Materials 6,814 22,809 8,500 14,000 63 - Outside Services 7,417 1,697 4,500 4,000 64 - Other Charges 5,015 8,306 36,200 19,000 66 - Capital Outlays 15,658 18,210 5,000 Total 1,082,886 1,089,944 1,026,944 1,138,901 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 818,938 814,078 637,399 730,332 1200 Measure G 263,948 275,866 371,845 408,569 2508 Contributions & Donations 17,700
Total 1,082,886 1,089,944 1,026,944 1,138,901 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration 5.000 5.000 5.000 6.000
Total 5.000 5.000 5.000 6.000
POLICE DEPARTMENT
4110 Police Administration
259
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
POST Mandated CPT (hours per officer) 0 10 20 24 24
POST Mandated Perishable Skills Training
(hours per officer) 0 24 24 16 16
Major Budget Changes
None.
260
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 953,140 1,018,618 1,479,284 1,121,405 62 - Supplies & Materials 2,517 2,561 46,000 54,000 63 - Outside Services 76,805 76,918 134,100 130,000 64 - Other Charges 161,324 332,100 307,900 362,000 Total 1,193,786 1,430,198 1,967,284 1,667,405 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,062,862 1,194,316 15,000 (43,915) 1100 Measure E 96,780 106,079 1,952,284 1,711,320 1200 Measure G 34,145 129,803
Total 1,193,786 1,430,198 1,967,284 1,667,405 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4112 Personnel & Training 3.000 3.000 5.000 4.000
Total 3.000 3.000 5.000 4.000
POLICE DEPARTMENT
4112 Personnel & Training
261
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. Present crime prevention programs through Neighborhood Watch and public presentations/community events.
8. Through the PAL and Explorer program, support, coordinate, and facilitate youth activities and programs.
9. Strengthen communication with Salinas’s residents through a variety of traditional and non- traditional public outreach initiatives, including conducting community academies.
10. 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.
11. Continue to support the Police Community Advisory Committee in their efforts to build a safe and peaceful community.
12. VIPS Program Management, administration of police volunteers
13. Review first level citation appeals issued by Salinas Police Department staff and adjudicate as necessary.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Special Events Planned and Managed 9 30 50 40 50
Special Events Staffed and Supervised with
Police Officers 9 30 50 50 50
Alcohol Permit Review 7 44 200 100 150
Neighborhood Watch Presentations 0 5 20 10 10
Community Presentations 2 10 25 20 20
Major Budget Changes
None.
262
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 500,764 643,774 975,446 862,213 62 - Supplies & Materials 21,800 24,581 19,167 19,000 Total 522,564 668,355 994,613 881,213 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 106,312 218,016 667 1100 Measure E 187,518 231,203 798,844 691,520 1200 Measure G (122) (151)
2504 Vehicle Abatement 228,856 219,287 195,102 189,693 Total 522,564 668,355 994,613 881,213 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4116 Special Operations 5.500 5.000 6.000 4.000
Total 5.500 5.000 6.000 4.000
POLICE DEPARTMENT
4116 Special Operations
263
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 process ing 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Investigate/reconstruct major crime scenes 39 33 30 35 30 Latent Print Investigations* 150 175 200 200 200
Firearms Processed (in-house) 292 237 350 350 350
Firearms Processed (outside agency) 130 N/A n/a n/a n/a *Latents received
Major Budget Changes
None.
264
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,250,005 1,049,584 1,087,135 1,262,686 62 - Supplies & Materials 78,044 78,495 117,500 118,000 63 - Outside Services 4,965,582 5,011,249 5,495,223 2,475,000 64 - Other Charges 1,928 7,506 4,000 1,000 66 - Capital Outlays (255) 72,103 26,988 10,000 Total 6,295,305 6,218,937 6,730,846 3,866,686 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 5,777,352 5,648,764 6,597,346 3,839,674 1100 Measure E 14,425 51,738 27,012 1200 Measure G 396,094 388,435
3302 Cal ID / RAN Grant 107,434 130,000 133,500 Total 6,295,305 6,218,937 6,730,846 3,866,686 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4130 Support Services 8.000 9.000 9.000 8.000
Total 8.000 9.000 9.000 8.000
POLICE DEPARTMENT
4130 Support Services
265
POLICE DEPARTMENT
4131 Technical Services
Purpose
Process data and provide accurate and timely information. Prepare the monthly State NIBRS. Process all Department citations. Support the various computer systems which are not integrated into the City network, i.e, California Law Enforcement Telecommunications System (CLETS).
Division Operations
1. Conduct research and provide statistical information.
2. Prepare NIBRS in a timely and accurate manner.
3. Process citations for Monterey County courts and City Attorney in a timely manner.
4. Provide technical support, user training, and manage and maintain computer applications not integrated with the Wintegrate system.
5. Conduct all functions with the best possible customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Complete Uniform Crime Reports 12 7 UCR/5NIBRS 12 12 12 Process Citations for Court 5,948 3,125 7,000 4,500 4,000
Major Budget Changes
None.
266
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 246,111 247,379 233,387 286,974 62 - Supplies & Materials 47,904 131,352 248,922 101,000 63 - Outside Services 10,778 14,374 52,000 10,000 Total 304,793 393,104 534,309 397,974 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 293,793 391,089 525,325 397,974 1200 Measure G 11,000 2,016 8,984 Total 304,793 393,104 534,309 397,974 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4131 Technical Services 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000
POLICE DEPARTMENT
4131 Technical Services
267
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Police Reports Completed 11,218 12,034 15,000 13, 500 14,500
Major Budget Changes
None.
268
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 455,712 325,191 90,000 62 - Supplies & Materials 47 136 500 63 - Outside Services 132,324 98,919 131,757 Total 588,084 424,245 222,257
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 488,806 327,409 16,757 1100 Measure E 205,500
1200 Measure G 99,278 96,836
Total 588,084 424,245 222,257
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4132 Word Processing 6.000 3.000
Total 6.000 3.000
POLICE DEPARTMENT
4132 Word Processing
269
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Process evidence into storage 5,895 7,139 12,000 7,500 8,000 Purge evidence 6,035 2,413 6,000 3,000 4,000
* Covid has greatly reduced the number of items taken in, a surge is anticpated due to end of lockdowns etc. ** Tenacity purged numerous items during the last 2 fiscal years which skews the number of items purged to higher than normal levels.
Major Budget Changes
None.
270
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 337,597 498,577 663,773 720,867 62 - Supplies & Materials 4,353 15,756 16,500 24,000 64 - Other Charges 400 985 1,000 1,000 66 - Capital Outlays 3,137
Total 342,351 515,318 684,410 745,867 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 342,351 512,800 3,137 1100 Measure E 2,518 681,273 745,867 Total 342,351 515,318 684,410 745,867 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4133 Evidence & Property 2.000 3.000 4.000 4.000
Total 2.000 3.000 4.000 4.000
POLICE DEPARTMENT
4133 Evidence & Property
271
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Arrest Packets Completed for Court 7,812 2,942 10,000 3,200 3,500 Reports Processed 12,234 23,371 15,000 24,500 25,500
Major Budget Changes
None.
272
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,286,786 1,368,329 1,411,283 1,443,877 62 - Supplies & Materials 7,496 7,124 16,630 13,000 64 - Other Charges 275 150 300 500 Total 1,294,558 1,375,602 1,428,213 1,457,377 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,051,939 1,066,507 2,130 1100 Measure E 1,795
1200 Measure G 242,618 307,301 1,426,083 1,457,377 Total 1,294,558 1,375,602 1,428,213 1,457,377 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4134 Records 14.000 13.000 13.000 13.000
Total 14.000 13.000 13.000 13.000
POLICE DEPARTMENT
4134 Records
273
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Building Maintenance and Repair Work Orders
Processed 189 215 100 250 150
Major Budget Changes
None.
274
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 120,946 119,945 120,223 133,057 62 - Supplies & Materials 8,341 4,270 3,500 3,000 Total 129,287 124,215 123,723 136,057 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 129,287 124,215 123,723 136,057 Total 129,287 124,215 123,723 136,057 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4137 Maintenance Services 2.000 1.000 1.000 1.000
Total 2.000 1.000 1.000 1.000
POLICE DEPARTMENT
4137 Maintenance Services
275
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. Since 2018 services have been provided in partnership with the County of Monterey.
Effective July 1, 2023, the City of Salinas and County of Monterey will receive services via the Hitchcock Road Animal Services Agency which was created as the result of a Joint Exercise of Powers Agree ment, with the County of Monterey serving as the lead agency.
Division Operations
1. Effective July 1, 2023, services will be provided via the Hitchcock Road Animal Services Agency, a JPA entity. The County of Monterey is the lead agency and the City of Salinas will no longer oversee the operations of Animal Services . Hitch cock Road Animal Services Agency will be governed by the Hitchcock Road Animal Services Agency Board of which the City is a member.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Animals Licensed 7,645 7,578 8,500 7,500 N/A
Animals Returned to Owner 308 372 425 385 N/A
Major Budget Changes
The Joint Exercise of Powers Agreement will be operationalized effective July 1, 2023. Future costs are still to be determined.
276
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 500,383 482,819 492,461 108,210 62 - Supplies & Materials 24,444 4,933 22,000 10,000 63 - Outside Services 528,910 612,466 789,513 2,327,000 64 - Other Charges 250 63,000 369,000 Total 1,053,987 1,163,218 1,672,974 2,445,210 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 912,467 969,992 1,303,974 2,445,210 1100 Measure E 131,520 130,226
1200 Measure G 10,000
2508 Contributions & Donations 63,000 369,000 Total 1,053,987 1,163,218 1,672,974 2,445,210 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4170 Animal Control Services 4.000 4.000 4.000 1.000
Total 4.000 4.000 4.000 1.000
POLICE DEPARTMENT
4170 Animal Control Services
277
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 Cr ime Scene Investigation Program.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percentage of Calls for Service identified as
emergency or immediate response required, with
an Officer arrival time of three minutes or less.
81.8% 84.4% 85.0% 85.0% 85.0%
Total Calls for Service identified as emergency or
immediate response required.
1,624 1,510 1,500 1,600 1,600
Major Budget Changes
A significant number of positions remain frozen and/or vacant. 278
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 33,268,143 32,780,456 33,236,515 35,389,541 62 - Supplies & Materials 773,338 1,145,163 1,367,319 1,110,000 63 - Outside Services 143,381 88,554 84,000 1,398,000 65 - Debt Service 225,370
Total 34,184,862 34,014,173 34,687,834 38,122,911 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 23,053,684 22,224,929 32,895,521 35,546,299 1100 Measure E 2,976,390 3,254,967 896,915 1,233,612 1200 Measure G 7,554,789 7,934,277 35,398 2201 Sales Tax-SB172 600,000 600,000 600,000 600,000 2202 Supplemental Law Enf - AB3229 100,000 743,000 2954 Encampment Resolution Fund 160,000
Total 34,184,862 34,014,173 34,687,834 38,122,911 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4220 Field Operations 145.000 138.000 129.000 133.000
Total 145.000 138.000 129.000 133.000
POLICE DEPARTMENT
4220 Field Operations
279
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percent Reduction in Reported Collisions 11.7% 15.4% 100.0% 10.0% 100.0% Percent Reduction in Fatal Accidents 40% 83% 100.0% 40.0% 100.0%
Major Budget Changes
None.
280
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 386,569 509,537 969,504 999,319 62 - Supplies & Materials 4,815 6,271 12,274 15,500 Total 391,384 515,808 981,778 1,014,819 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 391,384 512,133 6,274 20,845 1200 Measure G 3,675 975,504 993,974 Total 391,384 515,808 981,778 1,014,819 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4221 Traffic 1.000 3.000 3.000 3.000
Total 1.000 3.000 3.000 3.000
POLICE DEPARTMENT
4221 Traffic
281
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 D ivision 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Investigations Completed 622 460 375 400 425
Average Clearance Rate/All Cases 55% 73% 75% 75% 85%
Gang WorkUps/Exp* - Detective/Patrol Cases only
Cases 12 17.00
Defendants 18 23.00
Major Budget Changes
None.
282
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 5,883,915 6,187,906 5,603,391 6,151,301 62 - Supplies & Materials 11,648 15,044 23,000 23,000 63 - Outside Services 26,145 43,185 60,800 105,000 64 - Other Charges 3,424 7,085 5,000 5,000 Total 5,925,132 6,253,220 5,692,191 6,284,301 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 5,157,884 5,114,067 5,662,191 6,284,301 1100 Measure E 339,041 146,826
1200 Measure G 428,207 992,327 30,000 Total 5,925,132 6,253,220 5,692,191 6,284,301 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4340 Investigations 23.000 23.000 21.000 22.000
Total 23.000 23.000 21.000 22.000
POLICE DEPARTMENT
4340 Investigations
283
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 Measure
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Gang Registrations 33 43 0 0 0
Court Presentations/Expert Testimony 5 3 0 3 0
Weapons Seized 77 76 0 70 0
Gang related investigations 349 364 0 300 0
Gang/Narcotic/Warrant related arrests 264 270 0 250 0
Gang/Narcotic Presentations-Community 0 2 10 2 0
Narcotics (Meth, Heroin, Cocaine) Seized (in
pounds) 68* 47 0 40 0
Parole/Probation Searches 126 110 0 0 0
Search Warrants 21 39 0 30 0
*Narcotics broken down 68 lbs* 47.00
Metham
phetamine 999 oz 43.4 lbs
Heroin 92 oz 2.5 oz
Cocaine 8 oz 3.6 lbs
Pills 25405 67,923.00
Major Budget Changes
None.
284
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,433,455 2,144,191 3,244,147 3,384,092 62 - Supplies & Materials 41,893 56,000 60,000 63 - Outside Services 43,600 33,235 19,000 15,000 66 - Capital Outlays 63,000
Total 1,477,055 2,282,319 3,319,147 3,459,092 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,181,115 1,776,967 612,056 1100 Measure E 295,940 501,854
1200 Measure G 3,498 2,707,091 3,459,092 Total 1,477,055 2,282,319 3,319,147 3,459,092 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4343 Violence Suppression Task Force 4.000 9.000 11.000 10.000 Total 4.000 9.000 11.000 10.000
POLICE DEPARTMENT
4343 Violence Suppression Task Force
285
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cases Initiated 24 14 0 0 0
Major Budget Changes
None.
286
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 5,376 1,257 50,000 60,000 63 - Outside Services 1,293
64 - Other Charges 2 997 2,000 2,000 66 - Capital Outlays 71,175
Total 6,672 73,429 52,000 62,000 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2502 Asset Seizure 6,672 73,429 52,000 62,000 Total 6,672 73,429 52,000 62,000
POLICE DEPARTMENT
4380 Asset Seizure
287
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 4110 Police Administration
Administrative Secretary 2.000 2.000 2.000 2.000
Chief of Police 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000
Police Services Admin 1.000
Management Analyst 1.000 1.000 1.000 1.000
Police Services Administrator 1.000
Admin Analyst I - Limited Term 1.000
4110 Police Administration Total 5.000 5.000 5.000 6.000 4112 Personnel & Training
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000
Police Officer 1.000 1.000 1.000 1.000
Police Sergeant 1.000 1.000 2.000 1.000
4112 Personnel & Training Total 3.000 3.000 5.000 4.000 4116 Special Operations
Community Service Officer 4.500 4.000 4.000 2.000
Police Sergeant 1.000 1.000 2.000 2.000
4116 Special Operations Total 5.500 5.000 6.000 4.000
4130 Support Services
Community Service Officer 3.000 4.000 3.000 1.000
Crime Analyst 1.000 1.000 1.000 1.000
Criminalist 1.000 1.000 1.000 1.000
Police Sergeant 1.000 2.000 1.000
Senior Police Svc Tech 1.000
Forensic Specialist II 1.000 1.000 1.000 1.000
Community Services Assistant 3.000
Community Service Aide 3.000
4130 Support Services Total 8.000 9.000 9.000 8.000
4131 Technical Services
Senior Police Svc Tech 1.000 2.000 2.000 2.000
Technical Services Coordinator 1.000
4131 Technical Services Total 2.000 2.000 2.000 2.000
POLICE DEPARTMENT
Workforce
288
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
POLICE DEPARTMENT
Workforce
4132 Word Processing
Supvsg Wrd Proc Operator 1.000
Word Processing Operator 5.000 3.000
4132 Word Processing Total 6.000 3.000
4133 Evidence & Property
Evidence Technician 1.000 1.000 1.000
Police Sergeant 1.000 1.000
Sr Evidence Technician 1.000 1.000 1.000
Property Evidence Supervisor 1.000 1.000
Property/Evidence Supervisor 1.000
Property/Evidence Technician 2.000
4133 Evidence & Property Total 2.000 3.000 4.000 4.000 4134 Records
Police Record Coord 1.000 1.000 1.000 1.000
Police Services Tech 10.000 9.000 9.000 9.000
Supvsg Police Serv Tech 3.000 3.000 3.000 3.000
4134 Records Total 14.000 13.000 13.000 13.000
4137 Maintenance Services
Pub Safety Facilities Wkr 2.000 1.000 1.000 1.000
4137 Maintenance Services Total 2.000 1.000 1.000 1.000 4170 Animal Control Services
Animal Care Tech 1.000 1.000 1.000
Animal Control Officer 2.000 2.000 2.000
Animal Servs Office Asst 1.000 1.000 1.000 1.000
4170 Animal Control Services Total 4.000 4.000 4.000 1.000 4220 Field Operations
Community Service Officer 6.000 3.000 4.000 9.000
Police Commander 4.000 4.000 4.000 4.000
Police Officer 107.000 107.000 97.000 96.000
Police Recruit 11.000 8.000 8.000 8.000
Police Sergeant 16.000 15.000 13.000 13.000
289
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
POLICE DEPARTMENT
Workforce
Assistant Chief of Police 1.000 1.000 1.000 1.000
Multi-Service Officer 2.000 2.000
4220 Field Operations Total 145.000 138.000 129.000 133.000 4221 Traffic
Police Officer 2.000 2.000 2.000
Police Sergeant 1.000 1.000 1.000 1.000
4221 Traffic Total 1.000 3.000 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 15.000 16.000
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
Victim Advocate 1.000 1.000 1.000 1.000
4340 Investigations Total 23.000 23.000 21.000 22.000
4342 School Resource Officers
Police Officer 2.000
Police Sergeant 1.000
4342 School Resource Officers Total 3.000
4343 Violence Suppression Task Force
Community Service Officer 1.000 1.000
Crime Analyst 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 2.000 5.000 6.000 6.000
Police Sergeant 1.000 2.000 2.000 2.000
4343 Violence Suppression Task Force T 4.000 9.000 11.000 10.000 Total 227.500 221.000 213.000 211.000
290
PUBLIC WORKS DEPARTMENT
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION
ENGINEERING
GEOGRAPHIC
INFORMATION
SYSTEMS
ENVIRONMENTAL
& MAINTENANCE
SERVICES
AIRPORT
291
PUBLIC WORKS DEPARTMENT
Organizational Chart by Position
PUBLIC
WORKS
DIRECTOR
City Engineer
Senior Civil
Engineer
(Engineering)
Assistant
Engineer (3)
Junior
Engineer (2)
Engineering
Aide II
Engineering
Aide I
Construction
Inspection
Supervisor
Construction
Inspector (2)
Sr.
Construction
Inspector
Senior Civil
Engineer
(Development)
Assistant
Engineer
Junior
Engineer
(2)
Construction
Inspector
Traffic
Engineer
Asst
Engineer
(2)
Eng Aide
II
Junior
Engineer
Associate
Engineer
Senior Civil
Engineer (Water
Waste & Energy)
Environmental
Resource
Planner
Engineering
Aide I
Associate
Engineer
Assistant
Engineer
NPDES Manager
Stormwater
Analyst
Stormwater
Compliance
Inspector
Superintendent
of Maint Svcs
Wastewater
Manager
Waste-
water
Crew Sup
Environ
Comp
Insp II
Environ
Comp
Insp I
Wastewtr
Op (3)
Pub Svc
Maint Wkr
III
Pub Svc
Maint Wkr
II (2)
Wastewater
Crew Sup
Pub Svc
Maint Wk II
(6)
Sr 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
Pub Svc
Maint
Crew Sup
Pub Svc
Maint Wk
IV
Pub Svc
Maint
Wk II (2)
Inmate
Crew
Coord
Resource
Coord
Pub Svc
Maint
Crew Sup
Pub Svc
Maint Wk
IV (2)
Pub Svc
Maint
Wk III (4)
Pub Svc
Main6
Wk II (7)
Pub Svc
Maint
Wk I (4)
Fleet & Facilities
Manager
Office Tech
Equip Mech
Cr Sup
Sr Equip
Mech
Equipment
Mech II (3)
Equipment
Mech I (3)
Radio Tech
Inv Tech
Facility Crew
Supervisor
Sr Facilities
Maint Mech (2)
Facility Maint
Mech (2)
Graffitti
Abate Wkr
PW Admin
Supervisor
Office
Tech
Airport
Manager
Office
Tech (0.5)
Admin
Secretary
Airport Oper
Supervisor
Facilities Mt
Wkr (3)
GIS Admin
GIS Tech
II
GIS
Analyst II
GIS
Analyst III
PW Admin
Supervisor
Admin
Secretary
PW
Assistant
Office Tech
(0.5)
PW Compl
Officer
292
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 2022-23
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.
293
PUBLIC WORKS DEPARTMENT
Summary
14. Development complete streets, multi- modal corridors, and a sustainable transportation to su pport 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.
21. Continued planning and development of the Salinas Municipal Airport Master Plan and Airport Sustainability Plan.
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.
12. Commenced design for a new vehicle and pedestrian access control system at the Salinas Municipal Airport.
Operational Efficiencies
1. Developing Sustainable Citywide Parking Management Program a. Continued to manage the Parking Enterprise Programs
b. Demonstrated successful implementation 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
294
PUBLIC WORKS DEPARTMENT
Summary
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 efficienc y and effectiveness of City services.
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 increased 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.
17. Design pavement rehabilitation for the southside hangars at the Salinas Municipal Airport.
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 2023-24 Investment Strategies / Risk Management
1. Develop and implement downtown parking strategy.
295
PUBLIC WORKS DEPARTMENT
Summary
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.
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.
25. Complete Airport Master Plan and Airport Sustainability Plan.
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.
6. Secure Federal and State grants for Airport Pavement Rehabilitation (Design and Construction) for the southside hangars.
Operational Efficiencies
1. Develop and implement downtown parking strategy.
2. Implement recommendations from the City-wide GIS Needs Assessment, Maintain the Open Data Portal, and develop a Performance Management Portal.
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.
296
PUBLIC WORKS DEPARTMENT
Summary
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.
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.
21. Install new airport access control system.
Major Budget Changes
Associate Engineer Position and Engineering Aide in Traffic and Transportation. There is an unmet demand for residential parking programs and a sustainable downtown parking district which has grown into a FTE parking programs manager position, currently provided in limited capacity by the Traffic and Transportation Division.
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.
297
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary Engineering and Transportation 3,131,063 3,353,367 3,994,468 3,817,155 Geographic Information Systems 572,980 534,208 628,826 734,401 Environmental and Maintenance Services 5,478,390 6,221,707 7,932,344 9,161,181 Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary Engineering and Transportation 28.930 30.180 30.180 30.180 Geographic Information Systems 5.000 4.000 4.000 4.000
Environmental and Maintenance Services 46.750 33.750 40.750 40.750 Total 80.680 67.930 74.930 74.930
PUBLIC WORKS DEPARTMENT
Summary
298
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 5110 Engineering Administration 745,245 750,328 912,587 883,051 5115 Development Engineering 616,645 721,884 980,573 877,784 5120 Engineering Services 851,978 867,373 501,283 512,124 5122 Dev, Traffic & Transportation 582,182 517,369 1,119,700 1,107,257 5125 Eng Water & Solid Waste Division 335,012 496,412 480,325 436,939 5128 GIS Division 572,980 534,208 628,826 734,401 5230 Maintenance Administration 425,422 415,652 502,633 514,714 5231 Graffiti Abatement 181,676 133,633 228,482 235,086 5232 Facilities Maintenance 795,777 960,270 1,693,298 1,531,923 5234 Street Maintenance 2,055,629 2,148,189 2,644,066 3,228,742 5235 Street Lights 630,283 623,834 607,008 637,609 5236 Traffic Signals 313,878 370,216 470,466 381,600 5237 Environmental Compliance 104,567 99,371 205,366 266,312 5239 Urban Forestry 971,157 1,470,542 1,581,025 2,365,195 Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 7,156,236 7,447,215 8,480,470 9,298,820 62 - Supplies & Materials 419,340 496,900 873,086 870,543 63 - Outside Services 1,543,750 2,046,599 2,935,990 3,434,445 64 - Other Charges 25,493 41,589 120,329 74,539 66 - Capital Outlays 37,616 34,479 145,763 34,390 69 - Financial Assistance 42,500
Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 8,117,459 9,000,455 6,902,047 6, 776,457
1100 Measure E 252,085 258,133
1200 Measure G 812,890 850,694 5,648,590 6,936,280 2508 Contributions & Donations 5,000
Total 9,182,433 10,109,282 12,555,638 13,712,737
PUBLIC WORKS DEPARTMENT
Summary
299
PUBLIC WORKS DEPARTMENT
Summary
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration 5.680 4.930 4.930 4.930 5115 Development Engineering 4.850 4.850 4.850 4.850
5120 Engineering Services 12.850 11.850 11.850 11.850
5122 Dev, Traffic & Transportation 5.000 6.000 6.000 6.000 5125 Eng Water & Solid Waste Division 0.550 2.550 2.550 2.550 5128 GIS Division 5.000 4.000 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 4.000 6.000 6.000
5234 Street Maintenance 17.000 17.000 20.000 21.000
5235 Street Lights 1.000 1.000 1.000 1.000
5236 Traffic Signals 1.000
5237 Environmental Compliance 1.000 1.000 2.000 2.000
5238 Parks and Community Services 12.000
5239 Urban Forestry 8.000 8.250 8.250 8.250
Total 80.680 67.930 74.930 74.930
300
ENGINEERING AND TRANSPORTATION
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINSTRATION
CITY
ENGINEER
ENGINEERING
DEVELOPMENT
ENGINEERING
WATER WASTE
& ENERGY
TRAFFIC &
TRANSPORTATION
STORMWATER
COMPLIANCE
301
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 moni toring 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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
# and % eligible Construction Contracts
completed that
met/exceeded Local Hire requirements 1/ 100% 1/ 100% 2/ 100% 1/ 100% 3 / 100% met State Apprenticeship requirements 5 / 83% 4 / 100% 2/ 100% 1/ 100% 3 / 100% met/exceeded Federal DBE/MBE/WBE
requirements 2 / 100% N/A 3 / 100% 2 / 100% 2 / 100%
Federal / State grants administered 26 22 15 20 25
Cons
truction Contracts Awarded (in dollars) $14 mil $3.2mil $10 mil $900K $5 mil
Major Budget Changes
None.
302
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 597,647 632,035 711,871 785,001 62 - Supplies & Materials 15,629 16,617 26,384 29,500 63 - Outside Services 112,147 87,705 126,771 56,950 64 - Other Charges 10,411 10,595 25,061 11,600 66 - Capital Outlays 9,411 3,376 22,500 Total 745,245 750,328 912,587 883,051 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 713,021 726,057 876,671 883,051 1200 Measure G 32,223 24,271 30,916 2508 Contributions & Donations 5,000
Total 745,245 750,328 912,587 883,051 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration 5.680 4.930 4.930 4.930 Total 5.680 4.930 4.930 4.930
ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
303
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. Manage city addressing of public and private buildings, sidewalk schedule and street naming.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Private Development NPDES Stormwater Permit
Compliance (Number of Correction Notices &
NOVs/Total Projects Inspected)*
50/32 50/23 N/A 80/27 N/A
Private Development NPDES Stormwater Permit
Compliance (Projects Meeting Post Construction
Requirements/Total Projects)
99% 98% 100% 99% 100%
Encroachment Permits Issued 819 804 750 775 750
Vendor Permits Issued 77 113 100 82 100
Total On-Time Permit Reviews (Building, Grading,
FEMA, Encroachments) 84% 56% 90% 56% 90%
Total On-Time Development Reviews(Use Permits,
Site Reviews, Map Checks) 45% 44% 95% 50% 95%
Total Counter Inquiries and Reviews 91 869 N/A 800 N/A
Major Budget Changes
None.
304
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 520,001 624,665 712,341 780,724 62 - Supplies & Materials 8,015 5,145 6,300 7,500 63 - Outside Services 86,089 86,926 247,644 85,000 64 - Other Charges 1,569 4,303 9,688 3,710 66 - Capital Outlays 971 845 4,600 850 Total 616,645 721,884 980,573 877,784 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 616,645 721,884 980,573 877,784 Total 616,645 721,884 980,573 877,784 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5115 Development Engineering 4.850 4.850 4.850 4.850
Total 4.850 4.850 4.850 4.850
ENGINEERING AND TRANSPORTATION
5115 Development Engineering Division
305
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 Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Grant applications submitted. Dollars secured vs. dollars applied for 15M
City C.I.P. projects designed. (annually) 7 15
City projects constructed on time (annually) 5 14
City projects constructed within budget (annually) 5 14 Number of projects inspected 10 20
City Pavement Condition Index 55 55
Projects Awarded 18
Projects Closed Out and Accepted 10
Active Construction Projects 16
Project Delivered On Budget and On Time 14
Number of projects inspected 10 20
City Pavement Condition Index 55 55
Major Budget Changes
None.
306
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 798,635 783,391 321,992 372,324 62 - Supplies & Materials 8,761 4,759 14,000 14,000 63 - Outside Services 39,262 75,055 92,384 93,500 64 - Other Charges 4,779 2,134 22,800 18,300 66 - Capital Outlays 541 2,033 50,108 14,000 Total 851,978 867,373 501,283 512,124 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 851,978 867,373 501,283 512,124 Total 851,978 867,373 501,283 512,124 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5120 Engineering Services 12.850 11.850 11.850 11.850
Total 12.850 11.850 11.850 11.850
ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
307
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.
308
ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
26. Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking analysis.
27. Implement Capital Improvement Projects.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Transportation Permits issued (annually) 259 203 150 119 150 Grant applications submitted, Dollars secured
($ million) $1.3M/$0 $0 $4M/$2M $10M $2M
Salinas Connect Requests addressed (annually) 191 150 150 Projects Completed (NEW) 5 5 4 5 4
Traffic Commission Reports (NEW) 33 41 50 36 40
Major Budget Changes
The division has had an unfilled associate engineer position for the entirety of 22-23 Fiscal Year. The division also now has an unfilled engineering aide position.
The traffic division operations expand beyond CIP projects and must depend on Gas Tax or General Fund for non- CIP services, including speed limits, traffic monitoring program, signal operations, public requests, traffic analysis, and minor roadway improvements. Gas tax is the closest thing to a road user fee but funds are highly sought after between departments.
The General Plan Updated, currently underway is a major undertaking and a diversion of staff time.
309
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 559,160 474,649 890,060 982,307 62 - Supplies & Materials 5,055 14,713 41,669 39,050 63 - Outside Services 5,196 21,617 136,271 77,100 64 - Other Charges 1,394 1,010 10,000 7,000 66 - Capital Outlays 11,377 5,381 41,700 1,800 Total 582,182 517,369 1,119,700 1,107,257 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 582,182 514,488 22,936 1200 Measure G 2,882 1,096,764 1,107,257 Total 582,182 517,369 1,119,700 1,107,257 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5122 Dev, Traffic & Transportation 5.000 6.000 6.000 6.000 Total 5.000 6.000 6.000 6.000
ENGINEERING AND TRANSPORTATION
5122 Dev, Traffic & Transportation Division
310
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311
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) both regionally and locally. This also broadly comprises environmental compliance and issues such as Greenhouse Gas Emissions, Urban Forestry and Greening, Neighborhood Vibrancy , Electric Vehicle Charging and Stream Maintenance. 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 Cit y 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.
312
ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
Performance Measures
Performance Measure / Goal FY 2020-21 Actual FY 2021-22 Actual FY 2022-23 Goal FY 2022-23 Projected Fiscally strengthen water programs through
increased revenue generation and negotiation of
agreements
* Awarded $6.6M in State
grants for infrastructure to
increase reuse of
stormwater and improve
City Industrial Waste
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
* Initiated design of
infrastructure
improvements at Industrial
Wastewater Facilities
* Continued dialoge with
M1W and MCWRA to
better manage recycled
industrial wastewater
quality
* 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
* 90% completion of
design for infrastructure
improvements at Industrial
Wastewater Facilities
* Initiate design of grant
funded infrastructure
* 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
* 23.070 MWh generated
from PV
* $3.8M avoided energy
cost
* 24,000 MWh generated
from PV
* $4.2M avoided energy
cost
* 26,800 Mh generated
from PV * 4.5M
avoided energy cost
Seek Energy related opportunities and partnerships * Engaged with entities and continued to explore
opportunities for funding
and partnerships for EV
charging infrastructure
* Initiated partnerships for
EV charging infrastructure
* Secure funding and
partnerships for EV
charging infrastructure
* Initiated partnerships for
EV charging infrastructure
Increase City's responsibility and effectiveness of
the Solid Waste program
* 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
* Complete Franchise
Agreement with Republic
Services
* Completed new
agreement with SVSWA
* Initiated rollout pf SB
1383 Organics recycling
through partnerships with
SVSWA and Republic
Services
* Initiated improvements
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 Republic 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
* Complete rollout of SB
1383 Organics recycling
and continue education
and outreach in
collaboration with SVSWA
and Repulic Services
* Refined and improve
measures to monitor and
manage Republic
Services' performance
and financial reporting
Develop comprehensive plan to significantly
increase tree canopy percentage within the City
* Obtained $250k in CAL
Fire grant funding to
develop an Urban
Forestry Management
Plan
* Initiated grant funded
Urban Forestry
Management
* Complete Urban
Forestry Management
Plan
* Complete Urban
Forestry Management
Plan
Major Budget Changes
WWE continues to expand its pipeline of Capital Improvement Projects which include $40M of Industrial Wastewater Treatment Facility improvements and over $150M in sanitary sewer projects alone. T he hiring of approved staff will help alleviate challenges implementing these CIPs and with the continued and changing regional water and solid waste issues.
The Division was formed in FY 2015-16 with a minimal budget until needs were better determined. 313
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 221,848 337,973 415,357 418,850 62 - Supplies & Materials 944 2,073 5,650 4,150 63 - Outside Services 110,461 107,565 47,513 4,350 64 - Other Charges 810 1,100 8,280 5,429 66 - Capital Outlays 949 5,202 3,525 4,160 69 - Financial Assistance 42,500
Total 335,012 496,412 480,325 436,939 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 335,012 496,412 480,325 436,939 Total 335,012 496,412 480,325 436,939 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5125 Eng Water & Solid Waste Division 0.550 2.550 2.550 2.550 Total 0.550 2.550 2.550 2.550
ENGINEERING AND TRANSPORTATION
5125 Eng Water & Solid Waste Division
314
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315
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5110 Engineering Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Labor Compliance Officer I 1.000 1.000
Office Technician 0.250 0.500 0.500 0.500
Project Coordinator 1.000
Public Works Admin Supervisor 0.750 0.750 0.750 0.750
Public Works Assistant 1.000 1.000 1.000 1.000
Public Works Director 0.430 0.430 0.430 0.430
City Engineer 0.250 0.250 0.250 0.250
Public Work Compliance Officer I 1.000 1.000
5110 Engineering Administration Total 5.680 4.930 4.930 4.930 5115 Development Engineering
Assistant Engineer 1.000 1.000 1.000 1.000
Construction Inspector 1.000 1.000 1.000 1.000
Junior Engineer 2.000 2.000 2.000 2.000
Public Works Director 0.100 0.100 0.100 0.100
Senior Civil Engineer 0.500 0.500 0.500 0.500
City Engineer 0.250 0.250 0.250 0.250
5115 Development Engineering Total 4.850 4.850 4.850 4.850 5120 Engineering Services
Assistant Engineer 3.000 3.000 3.000 3.000
Const Inspector Supv 1.000 1.000 1.000 1.000
Construction Inspector 2.000 2.000 2.000 2.000
Engineering Aide I 2.000 1.000 1.000
Engineering Aide II 1.000 1.000 2.000 1.000
Junior Engineer 2.000 2.000 2.000 2.000
Senior Civil Engineer 0.750 0.750 0.750 0.750
Sr Construction Inspector 1.000 1.000 1.000 1.000
City Engineer 0.100 0.100 0.100 0.100
5120 Engineering Services Total 12.850 11.850 11.850
11.850
5122 Dev, Traffic & Transportation
Assistant Engineer 2.000 2.000 2.000 2.000
Associate Engineer 1.000 1.000
Engineering Aide II 1.000 1.000 1.000 1.000
ENGINEERING AND TRANSPORTATION
Workforce
316
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
ENGINEERING AND TRANSPORTATION
Workforce
Junior Engineer 1.000 1.000 1.000
Traffic Engineer 1.000 1.000 1.000 1.000
Transportation Manager 1.000 1.000
5122 Dev, Traffic & Transportation Total 5.000 6.000 6.000 6.000 5125 Eng Water & Solid Waste Division
Engineering Aide I 1.000 1.000 1.000
Environ Resource Planner 1.000 1.000 1.000
Public Works Director 0.050 0.050 0.050 0.050
Senior Civil Engineer 0.400 0.400 0.400 0.400
City Engineer 0.100 0.100 0.100 0.100
5125 Eng Water & Solid Waste Division T 0.550 2.550 2.550 2.550 Total 28.930 30.180 30.180 30.180
317
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318
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
GEOGRAPHIC INFORMATION
SYSTEMS (GIS) ADMINISTRATOR
319
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Purpose
The Geographic Information System (GIS) Division’s primary function is to provide mapping and data analytical support to city departments. The GIS Division’s goal is to make information easily accessible and assist other city departments make informed decisions on city operational, asset management and planning activities.
Secondary goals of the Division are to offer GIS services to other public and private entities at a reasonable cost, provide a platform for Open Data to the public and implement innovative and emerging technologies that will enhance city services.
Division Operations
1. Create, Manage, update, and enhance database layers of geographically located features and associated information.
2. Provide data analytics and create data dashboards for staff, council and the public .
3. Develop internal and public interface for GIS information.
4. Work with Departments in developing data capture processes for relevant information.
5. Assist City departments in the analysis of spatial data to arrive at desired results.
6. Migrate and update existing GIS servers and system.
GIS staff are participating in the Asset Management Implementation, Open Data, Innovation Team, and Smart City Initiatives. Additionally, GIS staff are providing support to the Alisal Vibrancy Plan, China Town Revitalization, Trash Cleanup app development, Pavement Management Plan, Airport GIS, Residential Fee and Billing and PD Property Info mobile apps. GIS is also supporting the QAlert System, Trakit database maintenance, and maintenance of the address and parcel databases. The main task for the fiscal year is to continue to support Salinas Source 2.0, development of public facing apps, Tree Maintenance App upgrade, the creation and maintenance of data dashboards and story maps. for staff, the council and community members.
Performance Measures
Performance Meas ure / Goal FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Longest GIS Service Interruptions for the Year 4.0 36. 0 < 4 hrs <4 hrs ↑ <4 hrs Total Number of Salinas Souce 2.0 hits 1.9 M 1.94 M NA 2. 40 M ↑ NA Update Internal GIS Database 60 377 20 144 ↑ 20
GIS Training Events per year 2 0 3 0 ↓ 3
Maintain Online Availablility of GIS Services 99.95% 99.59% 99.95% 99.94% ↓ 99.95% Projects Started 126 63 90 37 ↓ 90
Projects Completed 106 55 76 42 ↓ 76
Total Number of Salinas Souce 2.0 sessions 4924 4520 4000 4400 ↑ 4000
320
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Major Budget Changes
In FY 2023-24, no major budget changes requested. Staff is still requesting to fill the open GIS Analyst I positions to replace the Technician II positions. Key Performance Indicator Goals have been adjusted to reflect the staffing shortage.
321
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 534,535 489,892 550,254 607,215 62 - Supplies & Materials 496 252 1,270 800 63 - Outside Services 32,375 26,154 55,852 108,806 64 - Other Charges 5,286 4,917 18,200 14,100 66 - Capital Outlays 288 12,993 3,250 3,480 Total 572,980 534,208 628,826 734,401 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 572,980 534,208 628,826 734,401 Total 572,980 534,208 628,826 734,401 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5128 GIS Division 5.000 4.000 4.000 4.000
Total 5.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
5128 GIS Division
322
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5128 GIS Division
GIS Administrator 1.000 1.000 1.000 1.000
GIS Technician 1.000
GIS Analyst II 1.000 3.000 1.000 1.000
GIS Technician II 2.000 2.000 1.000
GIS Analyst III 1.000
5128 GIS Division Total 5.000 4.000 4.000 4.000
Total 5.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
Work Force
323
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324
ENVIRONMENTAL AND MAINTENANCE SERVICES
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION
GRAFFITI
ABATEMENT
FACILITIES
MAINTENANCE
VEHICLE /
EQUIPMENT
MAINTENANCE
STREET
MAINTENANCE
STREET LIGHTS
TRAFFIC
SIGNALS
ENVIRONMENTAL
COMPLIANCE
URBAN
FORESTRY
ASSESSMENT
DISTRICT
MAINTENANCE
ENCAMPMENT
ABATEMENT
SUPERINTENDENT
OF MAINT SVCS.
325
ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
Purpose
The mission of Maintenance Services Administration is to provide administrative direction and support services to the diverse maintenance functions, their operating budgets, and Capital Improvement Projects.
Division Operations
1. To provide administrative and clerical support to the Environmental & Maintenance Services Divisions.
2. To provide effective supervision and control of maintenance services and resources.
3. To provide overall budget, project, and program management.
4. To provide central administrative management to maximize economies of scale and efficiency.
5. To provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of purchase orders issued 694 694 600 600 650
Process Biweekly Payroll Personnel Actions 112 112 100 100 125
Major Budget Changes
To attain effective coverage and workflow, the Maintenance Administration Division would require two additional full-time positions. Firstly, we would need an additional FT Office Technician, giving us a total of two. In most circumstances (except for emergencies), this will allow for our front office to always remain open and our dispatching services to continue. Since the current FT Office Technician handles extra administrative duties while working out -of-class, the workload is sometimes placed upon the two PT Office Technician who only work 3 days a week. By eliminating both PT Office Technicians, we can financially cover the requested second FT Office Technician. Secondly, we would need a FT PW Compliance Of ficer I . The employee in this new position would assist in planning , organiz ing, and coordinating analytical, statistical, and financial duties in support of contract monitoring, regulatory compliance and/or program management. We currently rely heavily on other staff in the Environmental & Maintenance Services Division to assist with completion of the necessary tasks for executing contracts and monitoring labor compliance. We also seek advice and assistance from employees within and outside of our department.
326
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 372,360 334,086 331,178 344,214 62 - Supplies & Materials 7,531 16,377 25,855 23,100 63 - Outside Services 37,815 58,166 124,500 140,700 64 - Other Charges 140 3,625 8,100 3,700 66 - Capital Outlays 7,576 3,397 13,000 3,000 Total 425,422 415,652 502,633 514,714 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 425,422 415,652 502,633 514,714 Total 425,422 415,652 502,633 514,714 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5230 Maintenance Administration 1.500 1.500 1.500 1.500 Total 1.500 1.500 1.500 1.500
ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
327
ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
Purpose
The mission of the Graffiti Abatement is to beautify our City by providing a graffiti free environment by removing or covering all graffiti on public property within the City of Salinas.
Division Operations
1. To remove graffiti from public properties and streets within 48 hours.
2. Support the removal of graffiti from private property as resources are available.
3. To provide excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Square Feet of Graffiti Removed Annually 198,962 198,962 200,000 225,000 185,000 Sites Addressed 1,340 1,340 2,500 3,000 3,200
Major Budget Changes
None.
328
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 146,851 106,096 152,982 154,086 62 - Supplies & Materials 34,825 27,536 52,000 61,000 63 - Outside Services 21,000 20,000
64 - Other Charges 2,500
Total 181,676 133,633 228,482 235,086 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 181,676 132,909
1200 Measure G 724 228,482 235,086 Total 181,676 133,633 228,482 235,086 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5231 Graffiti Abatement 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
329
ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
Purpose
The Facilities Maintenance Division is responsible for preserving 80 City owned Buildings, and Facilities through preventive maintenance and repairs to ensure clean, safe, sanitary, and well operating facilities for the public.
Division Operations
1. To provide planning and implementation of a maintenance management program for all City buildings and facilities.
2. To provide effective periodic preventive maintenance and inspections to reduce the incidence of unanticipated repair.
3. To provide central facility management to maximize economies of scale and efficiency.
4. To provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Square feet of buildings to maintain per employee 216,000 216,000 92,000 400,000 375,000 Electrical and Plumbing Repairs Performed Annually 750 750 1,200 1,500 950 Painting and Carpentry Maintenance Requests 800 800 1,200 950 1,000
Major Budget Changes
Many of the City’s buildings have been subjected to deferred maintenance over the past several years, resulting in costly repairs. Leasing to third parties, then not following through on the tenant’s ability to maintain City facilities has also been detrimental. The division is requesting one FT office Technician to cover administrative functions. The position would maintain CityWorks and help with data entry and scheduling of QAlerts. This will relieve the maintenance staff from data entry and free up more time to address the numerous issues that arise with city facilities. With the addition of the requested position, there will be an increase in the operational budget.
330
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 374,826 507,927 702,056 762,690 62 - Supplies & Materials 58,838 89,344 279,432 217,178 63 - Outside Services 362,113 352,835 701,730 545,955 64 - Other Charges 10,163 9,000 5,000 66 - Capital Outlays 1,080 1,100
Total 795,777 960,270 1,693,298 1,531,923 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 795,777 960,270 1,693,298 1,531,923 Total 795,777 960,270 1,693,298 1,531,923 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5232 Facilities Maintenance 5.250 4.000 6.000 6.000
Total 5.250 4.000 6.000 6.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
331
ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
Purpose
Salinas’s 270 miles of streets provide an intricate mechanism for moving people and products smoothly through our City. This mechanism requires continues upkeep to stay in top-notch working order.
The mission of the Street Maintenance Division to maintain the 56 million square feet of asphalt and concrete City street infrastructure and assure they are safe within the City by providing periodic inspection, maintenance, and repair on streets, sidewalks, signs, and traffic control.
Division Operations
1. Assist engineering in establishing work priorities.
2. Maintain sidewalks, curbs and gutters by repair or replacement as resources allow.
3. Devote resources to support the City’s 50/50 Sidewalk Repair Program
4. Maintain traffic signs and pavement markings in good repair.
5. Maintain streets through deep plug asphalt patching, crack sealing and pothole patching.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Tons of Asphalt Applied Annually 15,511 8,291 14000 6,196 12000 Yards of Concrete Poured 245.5 172.9 250 358.4 250
Street Sign Installation/Repair/Replacement 1201 1166 850 1535 1400 Work Alernative Crew Cleanup -Tons 76 99.5 100 130 130
Major Budget Changes
Last FY, we requested a division for health & safety cleanups that consisted of One Public Service Maintenance Worker III position and three Public Service Maintenance Worker II positions . We were granted all of said positions for a new concrete crew and not for health & safety cleanup division. Four Public Service maintenance Worker II positions are in the process for hire, two in the Street Division, One in the concrete division, and one in the sign division. We have one request this FY for an Underground Marking Utilities Technician or to be able to contract out for Underground Marking Utilities, whichever is deemed most cost efficient for the city.
332
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,901,390 1,957,583 2,328,269 2,527,313 62 - Supplies & Materials 144,962 185,035 275,132 306,265 63 - Outside Services 3,660 2,182 31,465 386,464 64 - Other Charges 409 2,138 3,200 2,700 66 - Capital Outlays 5,209 1,251 6,000 6,000 Total 2,055,629 2,148,189 2,644,066 3,228,742 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 1,280,227 1,399,976 37 1200 Measure G 775,402 748,213 2,644,029 3,228,742 Total 2,055,629 2,148,189 2,644,066 3,228,742 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5234 Street Maintenance 17.000 17.000 20.000 21.000
Total 17.000 17.000 20.000 21.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
333
ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division
Purpose
Salinas’ benefits from over 6,000 streetlights illuminating our streets after dark. Streetlights vary from the 150-watt residential lights, to the 200- watt arterial lamps, and even special period lamps in the Downtown area.
Salinas no longer uses high- pressure sodium lamps and has transitioned to LED lamps on every street and City facility.
Division Operations
1. Maintain all City street lights.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Street Lights Repaired/Replaced 124 346 125 213 200
Major Budget Changes
None.
334
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 165,595 153,129 161,508 179,539 62 - Supplies & Materials 76,867 58,074 65,000 65,000 63 - Outside Services 386,528 412,631 380,500 393,070 66 - Capital Outlays 1,294
Total 630,283 623,834 607,008 637,609 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 630,283 623,834 607,008 637,609 Total 630,283 623,834 607,008 637,609 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5235 Street Lights 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division
335
ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
Purpose
Provide routine maintenance and timely repairs to all traffic signal systems in Salinas.
Division Operations
1. Maintain the traffic signal system in good operational order.
2. Manage Traffic Signal Maintenance Contract.
3. Review and update traffic signal timing systems to improve circulation.
4. Evaluate systems as appropriate to meet traffic needs.
5. Provide signal interconnection in an effort to improve traffic movements and improve intersection operations efficiency.
6. Develop Traffic Operations Center to allow communication and improved signal management functions.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of signalized intersections to maintain 115 115 116 116 117
Major Budget Changes
None.
336
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 101,866
63 - Outside Services 313,878 370,216 368,600 381,600 Total 313,878 370,216 470,466 381,600 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 313,878 370,216 373,636 381,600 1200 Measure G 96,830
Total 313,878 370,216 470,466 381,600 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5236 Traffic Signals 1.000
Total 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
337
ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
Purpose
Inspect and investigate sources of pollution to protect the public and the environment in compliance with the City's National Pollution Discharge Elimination System (NPDES) Permit and ensure conformance with Federal, State, and local regulations.
Division Operations
1. Protect water quality and environmental resources by developing and implementing programs and best management practices identified within the City's Stormwater Management Plan.
2. Develop and implement an NPDES inspection program of high priority commercial and industrial businesses to ensure compliance with water quality objectives for point source discharges.
3. Promote voluntary compliance.
4. Ensure that environmental requirements and best management practices are being implemented effectively.
5. Oversee the City’s street sweeping program.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of businesses inpected 100 217 225 215 200>
Major Budget Changes
None.
338
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 104,567 99,293 204,366 265,312 62 - Supplies & Materials 78 1,000 1,000 Total 104,567 99,371 205,366 266,312 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 104,567 99,371 205,366 266,312 Total 104,567 99,371 205,366 266,312 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5237 Environmental Compliance 1.000 1.000 2.000 2.000
Total 1.000 1.000 2.000 2.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
339
ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
Purpose
The mission of the Salinas Urban Forestry is to maintain Salinas’ urban forests, including street, golf course, greenbelt and median trees, and trees within public facility landscapes, by providing professional quality service, utilizing International Society of Arboriculture tree care practices and standards set forth by the American National Standards Institute (ANSI) and the Tree City USA program.
Division Operations
1. Complete safety pruning operations with in-house staff and contract staff.
2. Provide storm related emergency responses for tree issues.
3. Complete a limited number of full- service pruning operations on City trees through contract services with available resources.
4. Plant replacement trees in streetscapes as resources allow.
5. Perform tree maintenance, planting and removal in city parks and greenbelts .
Performance Measure
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cost per Salinas resident to support Street Trees $6.31 $6.31 $9.60 $9.60 $9.25 Number of Tree Service Requests 15,000 15,000 10,000 10,000 10,000 Number of Storm and Emergency Call Outs 450 450 200 200 200 Number of Street Trees to maintain EService Requests 7,000 7,000 4,000 4,000 4,000
Major Budget Changes
The Urban Forestry Division has been understaffed for many years. For this reason, we are requesting a total of two Urban Forestry Worker IIs and four Urban Forestry Worker Is. This request will not only assist with providing better service but will also provide a safe and better quality of life for our community and its residents. There will be better response time to all requests. Additional staff will allow the Urban Forestry Division to perform regular preventative maintenance throughout the city, especially the areas that have older more mature tree canopies.
340
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 858,820 946,496 896,370 1,119,245 62 - Supplies & Materials 57,418 76,897 79,395 102,000 63 - Outside Services 54,225 445,547 601,761 1,140,950 64 - Other Charges 694 1,603 3,500 3,000 Total 971,157 1,470,542 1,581,025 2,365,195 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 713,808 1,137,804 29,456 1100 Measure E 252,085 258,133
1200 Measure G 5,264 74,605 1,551,569 2,365,195 Total 971,157 1,470,542 1,581,025 2,365,195 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5239 Urban Forestry 8.000 8.250 8.250 8.250
Total 8.000 8.250 8.250 8.250
ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
341
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5230 Maintenance Administration
Office Technician 0.200 0.200 0.200 0.200
Public Works Admin Supervisor 0.250 0.250 0.250 0.250
Public Works Director 0.050 0.050 0.050 0.050
Superintendent of Maintenance Sv 1.000 1.000 1.000 1.000 5230 Maintenance Administration Total 1.500 1.500 1.500 1.500 5231 Graffiti Abatement
Graffiti Abatement Worker 1.000
Pub Works Resource Coordinator 1.000 1.000 1.000
5231 Graffiti Abatement Total 1.000 1.000 1.000 1.000
5232 Facilities Maintenance
Facilities Maintenance Manager 1.000
Facility Maint Mech Crew Sup 1.000 1.000 1.000
Facility Maintenance Mechanic 2.000 1.000 2.000 2.000
Graffiti Abatement Worker 1.000 1.000 1.000 1.000
Maintenance Manager 0.250
Sr Facility Maint Mech 1.000 1.000 2.000 2.000
5232 Facilities Maintenance Total 5.250 4.000 6.000 6.000 5234 Street Maintenance
Inmate Crew Coordinator 1.000 1.000 1.000 1.000
P.S. Maint Crew Supervisor 1.000 1.000 1.000 1.000
Public Svc Maint Wkr I 3.000 1.000 1.000
Public Svc Maint Wkr II 5.000 7.000 10.000 6.000
Public Svc Maint Wkr III 3.000 3.000 3.000 4.000
Public Svc Maint Wkr IV 3.000 3.000 3.000 3.000
Street Maintenance Manager 1.000 1.000 1.000 1.000
Public Service Maint Worker I 5.000
5234 Street Maintenance Total 17.000 17.000 20.000 21.000 5235 Street Lights
P.S. Maint Crew Supervisor 1.000
S/L Traffic Signal Crew Sup 1.000 1.000 1.000
5235 Street Lights Total 1.000 1.000 1.000 1.000
5236 Traffic Signals
Public Svc Maint Wkr III 1.000
5236 Traffic Signals Total 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
342
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
5237 Environmental Compliance
Env Compliance Insp I 1.000 1.000
Env Compliance Insp II 1.000 1.000 1.000 1.000
5237 Environmental Compliance Total 1.000 1.000 2.000 2.000 5238 Parks and Community Services
Park Grnds Frstry Ops Mgr 1.000
Park Maint Worker 10.000
Park Maintenance Crew Sup 1.000
5238 Parks and Community Services Tot 12.000
5239 Urban Forestry
Maintenance Manager 0.250 0.250 0.250
Sr Urban Forestry Worker 1.000 1.000 1.000 1.000
Urban Forestry Crew Supervisor 1.000 1.000 1.000 1.000
Urban Forestry Worker I 2.000 2.000 2.000 2.000
Urban Forestry Worker II 4.000 4.000 4.000 4.000
5239 Urban Forestry Total 8.000 8.250 8.250 8.250
Total 46.750 33.750 40.750 40.750
343
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344
ASSESSMENT AND MAINTENANCE DISTRICTS
Organizational Chart by Division
ADMINISTRATION
WOODSIDE
N.E. SALINAS
HARDEN RANCH
AIRPORT BUSINESS
PARK
DOWNTOWN
COMMUNITY
BENEFIT DISTRICT
VISTA NUEVA
SALINAS UNITED
BUSINESS
ASSOCIATION
MIRA MONTE
ASSESSMENT
DISTRICT BONDS
MONTE BELLA
345
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346
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
Purpose
Collect, account for, and distribute principal and interest payments to assessment district bondholders and maintain an accurate accounting system for maintenance districts. Utilize maintenance district funds to provide services to residents living within each District for the purpose established thereof .
Top Accomplishments for FY 2022-23
Investment Strategies/Risk Management
1. Responded to citizen inquires and attended property owner meetings.
2. Kept expenses within budget and below the anticipated revenues to insure adequate reserves.
Public Safety
1. Removed overgrowth from creek beds reducing impacts from potential flooding and wildfires.
2. Responded to concerns related to traffic and security as soon as possible.
Operational Efficiencies
1. Managed district budgets with positive fund balances at year-end.
2. Implemented water conservation techniques in compliance with State water reduction mandates.
Excellent Infrastructure
1. Continued street sweeping services for Monte Bella.
2. Painted curbs and replaced signs as needed.
City Council Goals, Strategies, and Objectives for FY 2023-24 Investment Strategies/Risk Management
1. Maintain clear communication channels.
2. Proactively identify service delivery problems.
Public Safety
1. Remove graffiti and respond to vandalism concerns quickly.
2. Continue to implement drought tolerant practices where-ever possible.
Operational Efficiencies
1. Install LED lighting in all districts.
2. Simplify budgeting process with other Departments.
3. Improve Project Management Processes.
Excellent Infrastructure
1. Continue the pro-active infrastructure maintenance plan for each district.
Investment Strategies/Risk Management
1. Work with the members of each district to plan new projects and maintain their budgets.
2. Focus on communication with each community.
Major Budget Changes
None.
347
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 2140 Assessment Dist Administration 67,918
2141 Assessment District Debt Service 1,120,581 1,047,709 955,605 935,400 5560 Woodside Park 26,602 10,649 33,045 44,936 5562 Airport Business Park 12,824 9,911 22,634 16,617 5563 North East 569,207 731,495 885,431 815,339 5564 Harden Ranch 107,941 107,192 192,900 134,355 5565 Vista Nueva 27,887 14,058 39,860 107,660 5566 Mira Monte 136,025 104,919 207,563 151,917 5567 Monte Bella 159,567 162,573 315,886 325,873 Total 2,228,552 2,188,506 2,652,924 2,532,097 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 162,514 120,458 154,462 175,665 62 - Supplies & Materials 3,916 3,668 7,700 7,200 63 - Outside Services 832,574 859,229 1,383,452 1,191,272 64 - Other Charges 151,449 172,642 163,810 220,560 65 - Debt Service 1,065,920 1,032,509 928,500 935,400 66 - Capital Outlays 12,179 15,000 2,000 Total 2,228,552 2,188,506 2,652,924 2,532,097 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
1000 General Fund 48,945
2101 Maintenance Dist Administration 18,973
2102 Woodside Park Maint District 26,602 10,649 33,045 44,936 2104 Airport Bus Park Maint District 12,824 9,911 22,634 16,617 2105 N E Salinas Landscape Dist 569,207 731,495 885,431 815,339 2106 Harden Ranch Landscape Dist 107,941 107,192 192,900 134,355 2107 Vista Nueva Maint District 27,887 14,058 39,860 107,660 2108 Mira Monte Maint District 136,
025 104,919 207,563 151,917 2109 Monte Bella Maint District 159,567 162,573 315,886 325,873 4202 Assessment Districts-Debt Svc 630,415 627,035 454,700 463,600 4204 Spec Tax Bond Monte Bella 216,680 175,469 187,405 166,200 4205 Spec Tax Bond Monte Bella 2 92,450 133,000 142,150 138,400 4206 Spec Tax Bond Monte Bella 3 181,036 112,205 171,350 167,200 Total 2,228,552 2,188,506 2,652,924 2,532,097
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
348
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2140 Assessment Dist Administration 1.000
5560 Woodside Park 0.030 0.030 0.030 0.030
5562 Airport Business Park 0.010 0.010 0.010 0.010
5563 North East 0.290 0.290 0.290 0.290
5564 Harden Ranch 0.010 0.010 0.010 0.010
5566 Mira Monte 0.150 0.150 0.150 0.150
5567 Monte Bella 0.260 0.260 0.260 0.260
Total 1.750 0.750 0.750 0.750
349
ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
Purpose
Provide a record of levies made against specific properties to defray the cost of specific capital improvements deemed to benefit those properties.
Division Operations
1. Ensure timely payments to bondholders.
Major Budget Changes
None.
350
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 63 - Outside Services 54,661 15,200 27,105 65 - Debt Service 1,065,920 1,032,509 928,500 935,400 Total 1,120,581 1,047,709 955,605 935,400 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
4202 Assessment Districts-Debt Svc 630,415 627,035 454,700 463,600 4204 Spec Tax Bond Monte Bella 216,680 175,469 187,405 166,200 4205 Spec Tax Bond Monte Bella 2 92,450 133,000 142,150 138,400 4206 Spec Tax Bond Monte Bella 3 181,036 112,205 171,350 167,200 Total 1,120,581 1,047,709 955,605 935,400
ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
351
ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
Purpose
Provide quality maintenance of the greenbelts through the use of contract services.
Division Operations
1. Provide cost effective, quality, landscape maintenance.
2. Provide excellent customer service to the District residents by resolving customer concerns in a timely manner.
Major Budget Changes
None.
352
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 3,584 4,554 6,095 6,936 63 - Outside Services 19,840 4,449 17,950 30,000 64 - Other Charges 3,178 1,647 9,000 8,000 Total 26,602 10,649 33,045 44,936 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2102 Woodside Park Maint District 26,602 10,649 33,045 44,936 Total 26,602 10,649 33,045 44,936 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5560 Woodside Park 0.030 0.030 0.030 0.030
Total 0.030 0.030 0.030 0.030
ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
353
ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
Purpose
The purpose of the district is to provide the Airport Business Park Center with limited basic maintenance to include mowing and irrigation. This district is comprised of 64.7 acres, not including acreage owned by governmental agencies. Maintained improvements are all walkways, crosswalks, masonry walls, fences, parkways, embankments, sprinkler systems and landscaping within the right of way of Moffett Street, La Guardia, and Vandenburg Street. Maintenance, servicing and operation is in accordance with NPDE S Requirements of the City of Salinas storm water permit.
Division Operations
1. Based on limited resources, to provide mowing services on Moffett Street.
Major Budget Changes
None.
354
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,275 1,443 1,940 2,205 63 - Outside Services 10,024 7,039 19,094 14,412 64 - Other Charges 1,525 1,428 1,600 Total 12,824 9,911 22,634 16,617 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2104 Airport Bus Park Maint District 12,824 9,911 22,634 16,617 Total 12,824 9,911 22,634 16,617 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5562 Airport Business Park 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010
ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
355
ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
Purpose
This district encompasses street landscape improvements throughout North East Salinas from Boronda Road to East Laurel Drive and from Gabilan Creek to Williams Road. The purpose of the district is to provide a source of funding for the on‐going maintenance of the improvements that were installed for the benefit of the parcels within the District. The improvements include any and all public landscaping and irrigation improvements on landscaped medians islands within the district, including the 30‐foot wide park strips of land between the curb and right ‐of‐way, cul ‐de‐sac median landscaping, jogging paths, planter walls, public lighting and associated improvements as allowed under the Salinas Municipal Code and the Lighting and Landscape Act of 1982 (the “Act”). In addition, the District also funds the maintenance of the channel improvements within Gabilan Creek and Natividad Channel in accordance with NPDES requirements of the City of Salinas stormwater permit, as allowed under the Salinas Municipal Code.
Division Operations
1. Provide responsive customer service.
2. Administer and supervise the maintenance contract for cost effective landscape maintenance.
Major Budget Changes
None.
356
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 35,525 44,552 59,431 67,689 62 - Supplies & Materials 1,940 173 2,500 3,200 63 - Outside Services 445,982 578,037 717,000 612,450 64 - Other Charges 85,760 108,732 106,500 132,000 Total 569,207 731,495 885,431 815,339 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2105 N E Salinas Landscape Dist 569,207 731,495 885,431 815,339 Total 569,207 731,495 885,431 815,339 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5563 North East 0.290 0.290 0.290 0.290
Total 0.290 0.290 0.290 0.290
ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
357
ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
Purpose
This district encompasses street landscape improvements along North Main Street from Cherokee Drive to San Juan Grade Road, El Dorado Drive, McKinnon Drive, Harden Parkway, and storm water detention basins. The purpose of the district is to provide on-going maintenance support for the amenities that were installed for the benefit of the parcels within the District.
Division Operations
1. Provide responsive customer service.
2. Administer and supervise the maintenance contract for cost effective landscape maintenance.
Major Budget Changes
None.
358
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,275 1,443 1,950 2,215 63 - Outside Services 90,180 89,674 167,900 114,140 64 - Other Charges 16,486 16,075 23,050 18,000 Total 107,941 107,192 192,900 134,355 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2106 Harden Ranch Landscape Dist 107,941 107,192 192,900 134,355 Total 107,941 107,192 192,900 134,355 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5564 Harden Ranch 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010
ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
359
ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
Purpose
This district encompasses 49 parcels most of which are residential between Garner Avenue and Gee Street, uphill from Natividad Creek. The purpose of the district is to provide maintenance servicing and operation of the sanitary sewer pump station, services for streets, sewers, subdivision fence, and streetlights.
Division Operations
1. Provide responsive customer service.
2. Provide the highest level of maintenance with available resources.
Major Budget Changes
None.
360
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 5,277 5,527 10 10 63 - Outside Services 6,810 6,700 21,850 102,650 64 - Other Charges 3,621 1,831 3,000 3,000 66 - Capital Outlays 12,179 15,000 2,000 Total 27,887 14,058 39,860 107,660 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2107 Vista Nueva Maint District 27,887 14,058 39,860 107,660 Total 27,887 14,058 39,860 107,660
ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
361
ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
Purpose
This district is within the North/East Maintenance District located northwest of Hemingway Drive, and it encompasses the development known as the Cottages of Mira Monte. This development includes approximately 203 medium density family homes, open space, and tot lots within the development. The purpose of the district is to provide maintenance, servicing, and operation of street and open space landscape improvements, tot lot improvements, routine street maintenance, maintenance of the clustered driveways, maintenance of public lighting fixtures on all streets and clustered driveways, and associated appurtenances located within the public rights-of-way and dedicated landscape easements.
Division Operations
1. Provide cost effective and quality landscape maintenance.
2. Provide excellent customer service to the District residents by being available to resolve maintenance issues in a timely manner.
3. Administer and supervise the maintenance contracts for cost effectiveness.
Major Budget Changes
None.
362
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 18,400 22,998 31,700 36,087 62 - Supplies & Materials 2,200
63 - Outside Services 100,713 67,426 156,403 99,770 64 - Other Charges 16,912 14,496 17,260 16,060 Total 136,025 104,919 207,563 151,917 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2108 Mira Monte Maint District 136,025 104,919 207,563 151,917 Total 136,025 104,919 207,563 151,917 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5566 Mira Monte 0.150 0.150 0.150 0.150
Total 0.150 0.150 0.150 0.150
ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
363
ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
Purpose
This district encompasses approximately 200 acres of planned development known as Monte Bella, which at build-out will ultimately include approximately 853 single family homes, open space, a community park and an elementary school site. The purpose of the district is to provide maintenance, servicing, and operation of street landscape improvements, park landscaping improvements, open space and retention basin landscaping improvements, agricultural run- off ditch, and de- silting basins, local street lighting, routine local street maintenance and associated appurtenances located within the public rights-of-way and dedicated landscape easements.
Division Operations
1. Provide cost effective and quality landscape and park maintenance.
2. Provide excellent customer service to the district residents by being available to resolve landscape issues in a timely manner.
3. Administer and supervise the maintenance contracts for cost effectiveness.
4. Provide a street sweeping program.
Major Budget Changes
None.
364
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 31,918 39,941 53,336 60,523 62 - Supplies & Materials 1,976 3,495 3,000 4,000 63 - Outside Services 104,364 90,704 256,150 217,850 64 - Other Charges 21,309 28,432 3,400 43,500 Total 159,567 162,573 315,886 325,873 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
2109 Monte Bella Maint District 159,567 162,573 315,886 325,873 Total 159,567 162,573 315,886 325,873 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5567 Monte Bella 0.260 0.260 0.260 0.260
Total 0.260 0.260 0.260 0.260
ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
365
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 2140 Assessment Dist Administration
Sr Accounting Technician 1.000
2140 Assessment Dist Administration To 1.000
5560 Woodside Park
Maintenance Manager 0.030 0.030 0.030 0.030
5560 Woodside Park Total 0.030 0.030 0.030 0.030
5562 Airport Business Park
Maintenance Manager 0.010 0.010 0.010 0.010
5562 Airport Business Park Total 0.010 0.010 0.010 0.010 5563 North East
Maintenance Manager 0.290 0.290 0.290 0.290
5563 North East Total 0.290 0.290 0.290 0.290
5564 Harden Ranch
Maintenance Manager 0.010 0.010 0.010 0.010
5564 Harden Ranch Total 0.010 0.010 0.010 0.010
5566 Mira Monte
Maintenance Manager 0.150 0.150 0.150 0.150
5566 Mira Monte Total 0.150 0.150 0.150 0.150
5567 Monte Bella
Maintenance Manager 0.260 0.260 0.260 0.260
5567 Monte Bella Total 0.260 0.260 0.260 0.260
Total 1.750 0.750 0.750 0.750
ASSESSMENT AND MAINTENANCE DISTRICTS
Workforce
366
ENTERPRISE OPERATIONS
Organizational Chart by Division
ENTERPRISE
OPERATIONS
AIRPORT
INDUSTRIAL
WASTE
TWIN CREEKS
SANITARY SEWER
FAIRWAYS
STORM DRAINS
STREET SWEEPING
HITCHCOCK ROAD
WATER SYSTEM
DOWNTOWN
PARKING DISTRICT
PERMIT SERVICES
PREFERENTIAL
PARKING
PARKING
ENFORCEMENT
367
ENTERPRISE OPERATIONS
Summary
Purpose
The purpose of the Enterprise Program is to provide self -supporting community services such as the operation of the Airport, Fairways Golf Course, and the various Sewer Waste Collection systems.
Top Accomplishments for FY 2022-23
Investment Strategies/Risk Management
1. Provided economic role and benefit of the airport for the Salinas Economic Development Element.
2. Completed Economic Benefit Study for the Salinas Municipal Airport.
3. Provide parking services in support of the Downtown Vibrancy Plan.
4. Provide parking support for other commercial areas in Salinas.
5. Develop parking strategies in support of encouraging housing development in downtown.
6. Secured $750,000 grant from FAA to update the Airport Master Plan and develop an Airport Sustainability Plan.
Public Safety
1. Commenced design for a new vehicle and pedestrian access control system at the Salinas Municipal Airport.
2. Provide Parking enforcement support for Code enforcement activities.
3. Provide Parking enforcement support for traffic safety at school locations.
Operational Efficiencies
1. Secured $69,000 in Coronavirus Aid, Relief, and Economic Security Act Emergency Funding.
2. Continued support of the Airport Commission.
3. Continued development of sustainable City Parking programs.
4. Creation of the Parking Enterprise.
5. Successful development of sustainable Parking enforcement program that provide city services and covers cost.
6. Adjusted rates of Downtown Parking enterprise for next 2 fiscal years with the goal for enterprise to self-sustaining.
Excellent Infrastructure
1. Design pavement rehabilitation for the southside hangars at the Salinas Municipal Airport.
2. Completed preventative maintenance inspection on all City owned Aircraft Hangars.
368
ENTERPRISE OPERATIONS
Summary
City Council Goals, Strategies, and Objectives for FY 2023-24
Investment Strategies/Risk Management
1. Complete Parking Management Plan with recommendations for future downtown parking infrastructure.
2. Host 2023 California International Airshow.
3. Complete Airport Master Plan and Airport Sustainability Plan.
Operational Efficiency
4. Optimize Parking Enforcement to support City parking programs and neighborhood safety
5. Continued support of the Airport Commission.
6. Commence Airport Master Plan Study.
New Revenue
1. Secure Federal and State grants for Airport Pavement Rehabilitation (Design and Construction) for the southside hangars.
2. Update and maintain adequate Airport Rates and Fee Schedule to encourage a sustainable enterprise system.
3. Continue developing sustainable parking programs.
Public Safety
1. Install new airport access control system.
Major Budget Changes
None.
369
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Preliminary 3350 Permit Services 2,288,845 3,489,820 3,706,285 4,100,686 5126 NPDES Storm Water 1,381,116 1,565,975 2,336,480 2,014,304 5340 Airport 1,399,293 1,579,777 1,608,970 1,772,338 5441 Industrial Waste 1,907,429 2,257,275 2,140,452 2,702,971 5442 Sanitary Sewer 4,406,565 3,257,340 3,898,180 3,638,974 5443 NPDES Storm Drain Sewer 410,035 470,955 664,631 659,313 5444 NPDES Street Sweeping 1,073,851 873,629 814,966 849,988 5445 Hitchcock Road Water 9,687 11,742 15,000 15,000 5446 Downtown Parking 1,395,769 1,567,502 1,723,503 1,654,755 5447 Preferential Parking 7,611 16,881 6,100 22,700 5448 Parking Enforcement 955,876 1,057,769 1,870,205 1,095,659 8006 Twin Creeks Golf Course 3,522,978 443,840 439,700 440,300 8007 Fairways Golf Course 271,272 205,732 208,200 219,000 Total 19,030,328 16,798,239 19,432,670 19,185,988 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 5,503,186 6,023,531 7,041,353 7,846,038 62 - Supplies & Materials 518,420 550,796 715,511 738,270 63 - Outside Services 3,427,879 4,920,994 6,311,605 5,145,666 64 - Other Charges 1,870,734 2,195,668 2,089,003 2,338,314 65 - Debt Service 7,509,472 3,032,224 3,036,500 2,998,900 66 - Capital Outlays 200,637 75,024 238,699 118,800 Total 19,030,328 16,798,239 19,432,670 19,185,988
ENTERPRISE OPERATIONS
Summary
370
ENTERPRISE OPERATIONS
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6100 Municipal Airport 1,399,293 1,579,777 1,608,970 1,772,338 6200 Industrial Waste 1,907,429 2,257,275 2,140,452 2,702,971 6301 Fairways Golf Course 271,272 205,732 208,200 219,000 6302 Twin Creek Golf Course 3,522,978 443,840 439,700 440,300 6400 Sewer 4,406,565 3,296,249 4,515,987 4,293,762 6500 Storm Sewer (NPDES) 2,865,002 2,871,649 3,198,270 2,868,817 6700 Water Utility 9,687 11,742 15,000 15,000 6801 Downtown Parking District 1,395,769 1,567,502 1,723,503 1,654,755 6802 Preferential Parking 7,611 16,881 6,100 22,700 6803 Parking Enforcement 955,876 1,057,769 1,870,205 1,095,659 6900 Permit Services 2,288,845 3,489,820 3,706,285 4,100,686 Total 19,030,328 16,798,239 19,432,670 19,185,988 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3350 Permit Services 11.989 13.500 17.450 18.250
5126 NPDES Storm Water 1.000 1.000 3.000 3.000
5340 Airport 5.600 6.600 6.600 6.600
5441 Industrial Waste 3.800 5.300 5.800 5.800
5442 Sanitary Sewer 12.050 11.550 12.050 12.050
5443 NPDES Storm Drain Sewer 2.200 2.200 2.200 2. 200
5444 NPDES Street Sweeping 6.200 4.700 4.700 4.700
5446 Downtown Parking 0.270 0.270 0.270 0.270
5448 Parking Enforcement 0.500 0.250 0.250 0.250
Total 43.609 45.370 52.320 53.120
371
ENTERPRISE OPERATIONS
3350 Permit Services Division
Purpose
The Permit Services Division ensures the safety of buildings and structures by efficiently reviewing construction plans for both residential and commercial projects and verifying compliance with applicable building codes, city ordinances, and state laws through the inspection process. Permit Services also facilitates building access for disabled persons, educates the public on the building permit process and construction requirements, coordinates approval and inspection of building permits with other City Departments/Sections and governmental agencies, provides timely processing of permits to help stimulate economic development, and assists code enforcement with technical construction requirements.
Division Operations
1. Assist customers in a timely and professional manner.
2. Provide administrative support for Permit Center staff.
3. Accurately process all permits, inspection requests, and calculation of fees.
4. Streamline the plan review process utilizing the new paperless permitting system.
5. Continue to research and implement new technology such as virtual inspections.
6. Lead continuous improvement efforts for the Permit Center with input from customer groups.
7. Accomplish plan review and inspection of building projects in a timely and complete manner.
8. Update educational and informational handout material for public use regarding Permit Center processes, building codes, city ordinances, and state laws.
9. Respond to building safety and work without permit complaints.
10. Track and monitor revenues and expenses to ensure that the Building Division is independently financially sustainable.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percent of On-Time Building Permit Reviews (Per Applicable Due Date) 79% 97% 90% 90% 95%
Number of Days from Application to Issuance: Building
Permits (Goal of 40 Days) 90 29 40 35 40
Virtual Inspections (Goal is 10% of Building Inspections) 0 734 1800 (10% ) 1094 1,500 Number of Days from Applied Date to 1st Building Permit Review Comments 12 12 15 13 12
Percent of Simple Permits (City Reports, Electrical,
Plumbing, Reroofs) Applied to Issued Date (Goal of 48 Hours) 100%
(24 Hours and
2,048 P
ermits)
100% (48
Hours and
3,243 P
ermits)
100%
(48 Hours)
100% (48
hours)
100 (48
hours)%
Accessory Dwelling Unit (ADU) Approvals through Plan Check 71 137 55 55 75
Major Budget Changes
Over the last few years, permit activity has significantly increased resulting in the addition of new positions.
In FY 22/23, three new full -time administrative staff were hired and all vacant inspection positions were filled. As a result, the overall budget expenditure related to salaries and benefits will increase in FY 23/24.
Permit Services will also add $20,000 in temporary salaries to fund continued customer service support at the public counter and $25,000 in outside services to assist in the development of Permit Center educational materials. All expenditures for Permit Services are paid by the Enterprise Fund through collected permit fees and do not have an impact on the General Fund.
372
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,537,142 1,790,604 2,390,220 2,762,266 62 - Supplies & Materials 12,898 30,394 86,520 99,120 63 - Outside Services 330,573 1,085,377 620,000 646,500 64 - Other Charges 364,244 546,205 523,000 541,000 66 - Capital Outlays 43,989 37,240 86,545 51,800 Total 2,288,845 3,489,820 3,706,285 4,100,686 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6900 Permit Services 2,288,845 3,489,820 3,706,285 4,100,686 Total 2,288,845 3,489,820 3,706,285 4,100,686 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3350 Permit Services 11.989 13.500 17.450 18.250
Total 11.989 13.500 17.450 18.250
ENTERPRISE OPERATIONS
3350 Permit Services Division
373
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Purpose
This Division’s purpose is to provide technical support in the management and implementation of the City’s NPDES Stormwater Permit. This has been identified as a focus area for regulatory compliance that affects many City departments and other outside agencies. The Division is currently comprised of a n NPDES Permit Program Manager who reports to the City Engineer , Stormwater Analyst and Stormwater Compliance Inspector (not yet filled).
Division Operations
1. Oversee and manage the City’s NPDES stormwater Permit compliance program and its integration with other City activities.
2. Consolidate the City’s stormwater Permit compliance efforts:
a. Bring the City’s stormwater program into compliance with the City’s NPDES Stormwater Permit requirements.
b. Streamline City Permit compliance efforts to increase efficiency and cut compliance costs through integration of current technologies, especially in data collection/reporting efforts. c. Ensure data collection and reporting capabilities meet Permit information management and reporting requirements via the 2NForrm platform.
d. Continue technical support and oversight of City programs for compliance with stormwater regulations and provide the internal structure necessary to ensure the new Permit requirements are met while providing for efficient use of City resources.
3. Reduce the number of Permit violations from EPA and Regional Water Board audits of the City’s Stormwater Permit compliance efforts to zero.
4. Collaborate with other public agencies to achieve permit program cost savings and compliance.
5. Obtain grant funding for stormwater water capture/reuse, green infrastructure, and green streets projects.
6. Increase the amount of curb miles swept through implementation of city -wide “No Parking During Street Sweeping Hours” signage program.
7. Provide support in City-wide efforts to develop regulatory fees to support NPDES-required activities
8. Provide support to successfully obtain a stormwater utility to fund implementation of the City’s NPDES permit.
9. Update the Stormwater Master Plan
10. Develop a “Green City” Master Plan to outline locations and types of green infrastructure projects feasible within the City limits.
11. Develop an Asset Management Plan for all City stormwater assets.
374
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected FY 2023-24 Goal
Compliance with NPDES Stormwater Permit 100% 90% 100%
Offer stormwater training and community
workshops to increase stormwater
aw
areness
Continuous
update and
dev
elopment of
cleanwatersalin
as.com
website; tabling
events for
Closter Park
Green Streets
project; 5
tabling events
for stormwater
awareness
Developed a robust
CleanWaterSalinas
w
ebsite; held 3
tabling events for
Closter Parks Green
Streets Project,; 8
tabling events for
education & outreach
Continuous update of
CleanWaterSalinas
w
ebsite; 5 tabling
events for stormwater
awareness; community
engagement on "Green
City" Master Plan and
Closter Park Green
Streets PS&Es
Develop a stormwater utility/funding source ---
Funding & Financing
Strategy developed
t
o determine
methods for
application of
potential sources of
money to support the
NPDES program until
a utility is obtained
Implement Funding &
Financing Strategy to
obt
ain resources for the
NPDES program.
Reduction in litter throughout the City
(running total) 40% 45% 55%
Green streets/P3 projects implemented in
the City
Grant obtained
for Closter Park
G
reen Street
project
CNRA grant not
obtained; submitting
f
or other grants;
developing a "Green
City" Master Plan
Develop list of 5 green
infrastructure projects
f
or potential
implementation; obtain
grants to supplement
implementation costs
Pilot projects in place to increase curb miles
swept; street sweeping "No Parking"
s
ignage program in place
New high and
medium priority
r
outes
developed; pilot
projects to
determine
sweeping
frequency
implemented;
signage
contractor
obtained
Contracted with
Routesmart to
r
edesign sweeping
routes to allow for No
Parking on alternate
days and sides of the
road. Community
outreach has begun.
New street sweeping
routes developed; No
P
arking signage of two
routes in place
Assest Management Program in place for
SW assets
Completion of an Asset
Management Plan;
c
omplete attribution of
75% of all SW assets;
implement work order
system for tracking
asset maintenance and
upgrade
375
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Major Budget Changes
This Division was formed to allow consolidation of NPDES permit program funding to prepare for obtaining a new stormwater funding utility and operate as an enterprise fund. Due to increased permit requirements, it is recommended that a full -time Stormwater Technician and Stormwater Inspector be added to the NPDES staff. The Stormwater Inspector would support SW inspections for Development Engineering and CIP Engineering.
376
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 187,458 195,168 356,415 478,374 62 - Supplies & Materials 427 432 8,093 14,850 63 - Outside Services 946,534 1,107,828 1,702,519 1,222,166 64 - Other Charges 246,595 262,547 269,453 294,414 66 - Capital Outlays 102 4,500
Total 1,381,116 1,565,975 2,336,480 2,014,304 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6500 Storm Sewer (NPDES) 1,381,116 1,565,975 2,336,480 2,014,304 Total 1,381,116 1,565,975 2,336,480 2,014,304 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5126 NPDES Storm Water 1.000 1.000 3.000 3.000
Total 1.000 1.000 3.000 3.000
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
377
ENTERPRISE OPERATIONS
5340 Airport Division
Purpose
The Airport serves the City as an element of the national transportation system. It is an economic development asset and serves as an employment center with over 25 businesses providing high- skilled high paying jobs. The Airport Division oversees the safe day- to-day operation of the facility and the long- term capital development.
Division Operations
1. Focus on quality customer service.
2. Provide staff support to the Airport Commission.
3. Ensure the continued economic viability of the Airport Enterprise Fund.
4. Support the California International Air show.
5. Acquire funding to complete plans and projects that provide for appropriate airport development.
6. Complete the Airport Master Plan and Airport Sustainability Plan.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percentage of Work Order Requests received that are
completed or coordinated within 48 hours 100% 100% 95% 100% 95% Percentage of Hangar Preventative Maintenance
Inspections Completed 100% 100% 100% 100% 100%
Percentage of hangar rental and lease accounts paid
in full within 30 days 95% 95% 95% 90% 95%
Major Budget Changes
None.
378
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 752,574 846,588 841,507 901,838 62 - Supplies & Materials 99,355 117,925 125,698 161,200 63 - Outside Services 256,030 299,142 303,699 343,000 64 - Other Charges 256,062 294,450 273,750 305,800 65 - Debt Service 30,849
66 - Capital Outlays 4,424 21,672 64,315 60,500 Total 1,399,293 1,579,777 1,608,970 1,772,338 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6100 Municipal Airport 1,399,293 1,579,777 1,608,970 1,772,338 Total 1,399,293 1,579,777 1,608,970 1,772,338 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5340 Airport 5.600 6.600 6.600 6.600
Total 5.600 6.600 6.600 6.600
ENTERPRISE OPERATIONS
5340 Airport Division
379
ENTERPRISE OPERATIONS
5441 Industrial Waste Division
Purpose
Provide the Salinas food industry and other industrial water users with an economical and environmentally acceptable means of treatment and disposal of industrial wastewater.
Division Operations
1. Maintain the Industrial Waste Treatment Facility and Industrial Waste Collection System in a manner consistent with the City's Waste Discharge Requirements (WDR) Permit issued by the Central Coast Regional Water Pollution Control Board, and State and Federal laws and regulations.
2. Operate the facility in a manner that protects the interests of the industrial users and the residents of Salinas.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Millions of Gallons of Industrial Process Water Receiving Treatment & Disposal 997 753 1000 750 750
Major Budget Changes
None.
380
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 542,056 637,398 678,466 869,471 62 - Supplies & Materials 39,484 58,567 108,619 118,200 63 - Outside Services 469,973 767,661 624,766 876,000 64 - Other Charges 222,738 271,385 214,000 318,500 65 - Debt Service 498,576 506,795 514,600 520,800 66 - Capital Outlays 134,601 15,469
Total 1,907,429 2,257,275 2,140,452 2,702,971 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6200 Industrial Waste 1,907,429 2,257,275 2,140,452 2,702,971 Total 1,907,429 2,257,275 2,140,452 2,702,971 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5441 Industrial Waste 3.800 5.300 5.800 5.800
Total 3.800 5.300 5.800 5.800
ENTERPRISE OPERATIONS
5441 Industrial Waste Division
381
ENTERPRISE OPERATIONS
5442 Sanitary Sewer Division
Purpose
Maintain the sanitary sewer collection system in a safe, reliable, and sanitary condition to satisfy all regulatory and environmental requirements implementing best management practices outlined in the City's waste discharge requirements permit issued by the State Water Board.
Division Operations
1. Maintain the Sanitary Sewer Collection System consistent with the Statewide General WDR (Waste Discharge Requirement) permit for Sanitary Sewer Systems, WQO No. 2006- 0003, and the City’s Sewer System Management Plan.
2. Clean and repair existing sanitary sewer mains for the health and safety of the residents of Salinas.
3. Minimize Sanitary Sewer overflows to protect the local and regional environment through preventive maintenance.
4. Effectively contain and clean up sewer spills.
5. Replace deteriorated sewer trunk mains.
6. Perform Preventive Maintenance and repairs for ten pump stations.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Miles of Pipeline Cleaned 80 95 125 100 125
Number of Sanitary Sewer Overflows 5 3 <5 <5 <5
Linear Feet of Pipeline Televised (CCTV) 77,579 18,118 100,000 80,000 100,000 (FOG) Fats Oils and Grease Inspections 53 135 100 75 100
Major Budget Changes
We have one request this FY for a Underground Marketing Utilities Technician or to be able to contract out for underground Marking Utilities, whichever is most cost efficient for the city. 382
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 1,463,450 1,614,714 1,721,102 1,748,874 62 - Supplies & Materials 146,119 134,918 273,088 239,000 63 - Outside Services 300,267 265,660 580,551 371,000 64 - Other Charges 359,335 376,865 383,800 412,000 65 - Debt Service 2,119,873 865,183 865,800 868,100 66 - Capital Outlays 17,521 73,838
Total 4,406,565 3,257,340 3,898,180 3,638,974 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6400 Sewer 4,406,565 3,257,340 3,898,180 3,638,974 Total 4,406,565 3,257,340 3,898,180 3,638,974 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5442 Sanitary Sewer 12.050 11.550 12.050 12.050
Total 12.050 11.550 12.050 12.050
ENTERPRISE OPERATIONS
5442 Sanitary Sewer Division
383
ENTERPRISE OPERATIONS
5443 NPDES Storm Drain Sewer Division
Purpose
Maintain the storm drainage system in a safe and sanitary condition by providing regular inspections and periodic maintenance. Comply with local and regional goals through the federally mandated National Pollution Discharge Elimination System (NPDES) requirements and "Best Management Practices" (BMPs) to reduce or eliminate pollution from storm water runoff and illicit discharges from identified sources.
Division Operations
1. Implement the goals and standards outlined in the City’s new 5-year NPDES Permit, and the City’s Storm Water Management Plan.
2. Inspect, clean and repair the existing storm drain system as required to assure that the City accomplishes water quality objectives as outlined in the City's NPDES Permit and to reduce the risk of localized flooding.
3. Maintain City-owned open drainage channels to provide for free flow of storm runoff throughout the City.
4. Continue to implement the NPDES Water Quality Monitoring Program and Maintenance Program consistent with NPDES requirements established by the Central Coast Regional Water Quality Control Board.
5. Continue the Storm Drain stenciling program consistent with NPDES BMPS.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Storm Drains Inspected and cleaned as needed 958 1, 034 1,000 1,000 1,000 Number of Storm Drain Stencils Installed with "No Dumping Flows to Bay" Logo <10 <10 < 10 <10 <10
Number of Commercial/Industrial Businesses Inspected. 100 217 200> 215 200> Dry Weather Monitoring Inspections 154 158 154 158 158
Major Budget Changes
None.
384
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 307,584 338,989 318,031 327,913 62 - Supplies & Materials 23,671 19,345 56,400 57,000 63 - Outside Services 20,861 48,320 171,300 182,800 64 - Other Charges 57,920 64,301 110,900 89,600 66 - Capital Outlays 8,000 2,000
Total 410,035 470,955 664,631 659,313 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6500 Storm Sewer (NPDES) 410,035 470,955 664,631 659,313 Total 410,035 470,955 664,631 659,313 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5443 NPDES Storm Drain Sewer 2.200 2.200 2.200 2.200
Total 2.200 2.200 2.200 2.200
ENTERPRISE OPERATIONS
5443 NPDES Storm Drain Sewer Division
385
ENTERPRISE OPERATIONS
5444 NPDES Street Sweeping Division
Purpose
Maintain a clean City in accordance with best management practices in the City's National Pollution Discharge Elimination System (NPDES) Permit to eliminate pollution from storm water runoff or illicit discharges from identified sources.
Division Operations
1. Maintain clean streets maximizing street sweeping throughout the City consistent with the City’s NPDES Stormwater Permit requirements.
2. Sweep all residential streets consistent with NPDES scheduling requirements.
3. Reduce the amount of refuse in the City's storm sewer effluent consistent with NPDES best management practices.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Curb Miles Swept Monthly 14,011 13,186 16,000 14,500 16,000 Cubic Yard of Debris Removed Annually 4,902 4,244 5,500 5,000 5,500
Major Budget Changes
None.
386
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 626,209 516,779 652,225 680,788 62 - Supplies & Materials 189,843 175,228 36,641 32,500 63 - Outside Services 2,361 8,784 29,700 29,500 64 - Other Charges 137,106 113,420 37,500 107,200 65 - Debt Service 118,332 58,774 58,900 66 - Capital Outlays 643
Total 1,073,851 873,629 814,966 849,988 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6400 Sewer 38,909 617,807 654,788 6500 Storm Sewer (NPDES) 1,073,851 834,719 197,159 195,200 Total 1,073,851 873,629 814,966 849,988 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5444 NPDES Street Sweeping 6.200 4.700 4.700 4.700
Total 6.200 4.700 4.700 4.700
ENTERPRISE OPERATIONS
5444 NPDES Street Sweeping Division
387
ENTERPRISE OPERATIONS
5445 Hitchcock Road Water Division
Purpose
Provide a clean water source to business and operations located at the Hitchcock facility. These include the City's Animal Shelter, the Industrial Waste Administrative Building, the Monterey County Animal Shelter and the Monterey Regional Water Pollution Control Agency's sanitary sewer lift station.
Division Operations
1. Maintain the fresh water well system in a manner consistent with guidelines established by State and Federal Laws and as determined by the Environmental Health Division of the Monterey County Health Department.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percentage of Compliance with Health Department Water
Quality Objectives 100% 100% 100% 100% 100%
Major Budget Changes
None.
388
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 62 - Supplies & Materials 1,000 1,000
63 - Outside Services 8,415 10,213 12,000 12,000 64 - Other Charges 1,271 1,529 2,000 2,000 Total 9,687 11,742 15,000 15,000 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6700 Water Utility 9,687 11,742 15,000 15,000 Total 9,687 11,742 15,000 15,000
ENTERPRISE OPERATIONS
5445 Hitchcock Road Water Division
389
ENTERPRISE OPERATIONS
5446 Downtown Parking Division
Purpose
The mission of Downtown Parking Enterprise is to provide, operate and maintain an efficient, effective and sustainable downtown parking management to meet the needs of our residents, visitors and the business community. The enterprise needs to cover costs of services and strategically plan to meet the downtown parking demand today and in the near future. The Downtown Parking District enterprise supports the City’s downtown economic and revitalization objectives.
Division Operations
1. To develop a sustainable downtown parking program that is able to meet current downtown needs as well as plan for viable parking solutions in the future.
2. To support the vision of the Downtown Vibrancy Plan and help make downtown a destination.
3. To provide effective management of parking services and resources.
4. To provide centralized parking management to maximize economies of scale and efficiency.
5. To develop a parking program that is fiscally able to be a partner with downtown stakeholders.
6. To provide excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Total Revenue $1,215,799 $492,517 $1,200,000 $529,864
Total Expenses $1,417,377 $1,548,342 $1,200,000 $1,705, 605 Net Revenue -$201,578 -$1,055,824 $0 -$1,175,741
Operating Revenue (Pemit Sales/Parking fees) $268,207 $467,475 $450,000 $528,934
Major Budget Changes
Parking fees were approved by City Council for FY 21/22 for the parking garages and parking lots, however the enterprise remains in a deficit position.
Operating costs have decreased slightly due to staff vacancies, however the Monterey Street Garage contract had to be amended which increased outsourced operating costs. Even with increased parking fees, the district will close 22/23 in the red again. The Monterey Street Garage and Salinas Street Garage continue to have deferred maintenance, which are increasing in cost year by year. Surface lots are being sold for re- development which will decrease future revenues. On -street parking remains free, and managed only by a 90 minute time limit. The City and County continue discussing a new parking structure which will only increase future operation and maintenance obligations. 390
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 37,797 43,355 42,051 38,855 62 - Supplies & Materials 4,433 10,888 19,450 11,400 63 - Outside Services 317,529 444,902 569,202 536,300 64 - Other Charges 88,417 116,457 137,500 117,500 65 - Debt Service 947,593 951,900 949,300 950,700 66 - Capital Outlays 6,000
Total 1,395,769 1,567,502 1,723,503 1,654,755 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6801 Downtown Parking District 1,395,769 1,567,502 1,723,503 1,654,755 Total 1,395,769 1,567,502 1,723,503 1,654,755 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5446 Downtown Parking 0.270 0.270 0.270 0.270
Total 0.270 0.270 0.270 0.270
ENTERPRISE OPERATIONS
5446 Downtown Parking Division
391
ENTERPRISE OPERATIONS
5447 Preferential Parking Division
Purpose
The mission of the Preferential Parking operations is to provide, operate and maintain an efficient and flexible preferential parking system. Currently, there is only one preferential permit parking area, District 3A, for the area surrounding the Salinas Valley Memorial Hospital. This preferential permit parking program is managed by the Public Works Parking Division is to meet the need of the residents, visitors and businesses located within the boundaries of the Preferential Parking Program.
Division Operations
1. Provide effective control of parking services and resources in a residential parking district.
2. Provide parking management to maximize economies of scale and efficiency.
3. Provide effective communications with residents of the parking zone/areas in a parking district.
4. Sustain parking enforcement in designated streets.
5. Provide excellent customer service.
Performance Measures
Performance Measure/Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Permit Sales $15,595.00 $24, 582. 00 $15,000.00 $24,255.00 $25,000.00 District Expenses (NEW) 26,934.83$ $25,000. 00
Major Budget Changes
A CIP contains funds to respond to requests for additional residential permit parking areas. The City has received 5 petitions requesting new Residential Permit Parking Programs. Due to staff capacity and existing vacancies, the City is unable to respond to new requests at this time. 392
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 585 5,000 5,000 62 - Supplies & Materials 2,190 3,075 4,000 63 - Outside Services 4,443 11,016 11,400 64 - Other Charges 978 2,205 1,100 2,300 Total 7,611 16,881 6,100 22,700 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6802 Preferential Parking 7,611 16,881 6,100 22,700 Total 7,611 16,881 6,100 22,700
ENTERPRISE OPERATIONS
5447 Preferential Parking Division
393
ENTERPRISE OPERATIONS
5448 Parking Enforcement Division
Purpose
The Citywide Parking Enforcement Program supports other programs of the Parking Enterprise. It is a lso responsive to Salinas’ residents’ need for parking enforcement and supports safety enforcement at schools.
As an enterprise, the program also has the objective to ensure that costs for desired services are covered.
Division Operations
1. Provide parking management to improve program effectiveness.
2. Provide a sustainable parking enforcement program that supports all parking programs.
3. Respond to residents and business request for parking enforcement.
4. Support traffic safety needs at school locations.
5. Pursue expansion of parking enforcement program expansion to cover evenings and weekends.
6. Provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Citations Written 434 5, 921 25,000 16,911 20,000
Annual Cost $955,876 $993, 267 $1,000,000 $680,563 $1,000,000 Revenue $876,303 $990, 074 $1,250,000 $633,280 $1,250,000
Major Budget Changes
Parking enforcement demand continues to be high. In December 2020, another service expansion was approved by the City Council. Available revenue was reinvested to expand parking enforcement services with the addition of two parking officers at a cost of $165,908 annually. The parking enforcement program will continue to absorb costs for citation processing, the court, and DMV. These costs increase with increase in citation activity. Total costs will be covered by revenues developed with the increase in parking enforcement activity. Another revenue source can be established with the implementation of a scofflaw collection program.
394
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 61 - Salaries & Benefits 48,916 39,352 36,336 32,659 62 - Supplies & Materials 24
63 - Outside Services 770,893 872,091 1,697,869 915,000 64 - Other Charges 136,068 146,302 136,000 148,000 Total 955,876 1,057,769 1,870,205 1,095,659 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6803 Parking Enforcement 955,876 1,057,769 1,870,205 1,095,659 Total 955,876 1,057,769 1,870,205 1,095,659 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 5448 Parking Enforcement 0.500 0.250 0.250 0.250
Total 0.500 0.250 0.250 0.250
ENTERPRISE OPERATIONS
5448 Parking Enforcement Division
395
ENTERPRISE OPERATIONS
8006 Twin Creeks Golf Course Division
Purpose
The Golf Course Division of the Recreation Parks Department no longer provides golf course maintenance operations and professional golf services for the 9- hole facility and 30 station lighted practice range. Twin Creeks was transferred to the non-profit organization "First Tee" in November 2004.
Division Operations
1. Work with "First Tee" to provide a well maintained, affordable golf course and practice facility for the community and youth players.
Major Budget Changes
None.
396
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 65 - Debt Service 3,522,978 443,840 439,700 440,300 Total 3,522,978 443,840 439,700 440,300 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6302 Twin Creek Golf Course 3,522,978 443,840 439,700 440,300 Total 3,522,978 443,840 439,700 440,300
ENTERPRISE OPERATIONS
8006 Twin Creeks Golf Course Division
397
ENTERPRISE OPERATIONS
8007 Fairways Golf Course Division
Purpose
The Golf Course Division of the Recreation Park Department no longer provides golf course maintenance operations and professional golf services for the 18- hole golf course and 13- station practice range. The Fairways Golf Course and its day -to-day operation was transferred to the corporation "Sierra Golf" as of August 1, 2008.
Division Operations
1. Work with "Sierra Golf" to provide a well maintained, affordable golf course and practice facility for the community.
Major Budget Changes
None.
398
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Preliminary 65 - Debt Service 271,272 205,732 208,200 219,000 Total 271,272 205,732 208,200 219,000 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Preliminary
6301 Fairways Golf Course 271,272 205,732 208,200 219,000 Total 271,272 205,732 208,200 219,000
ENTERPRISE OPERATIONS
8007 Fairways Golf Course Division
399
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary 3350 Permit Services
Administrative Aide 0.400
Administrative Analyst I 1.000 2.000
Bldg Permit Spec 1.000 1.000 1.000 1.000
Comb Bldg Insp I 2.000 1.000 1.000 3.000
Comb Bldg Inspector II 2.000 2.000 1.000
Community Development Dir 0.250 0.250
Junior Engineer 1.000 1.000 1.000 1.000
Permit Center Clerk 3.000
Permit Ctr Mgr/Bldg Off 1.000
Plan Checker I 1.000
Revenue Officer 0.589 0.500 0.800
Senior Plan Check Engineer 1.000 2.000 2.000 2.000
Sr Combo Bldg Insp 1.000 1.000
Permit Center Coordinator 1.000 1.000 1.000 1.000
Inspection Services Manager 1.000 1.000 1.000
Chief Building Official 1.000 1.000 1.000
Permit Services Technician 3.000 3.000 3.000
Comm Outreach Asst-Limited Term 0.400
Community Outreach Assistant 1.000 1.000
3350 Permit Services Total 11.989 13.500 17.450 18.250 5126 NPDES Storm Water
NPDES Permit Manager 1.000 1.000 1.000 1.000
Stormwater Compliance Inspector 1.000 1.000
Stormwater Technician 1.000
Stormwater Analyst 1.000
5126 NPDES Storm Water Total 1.000 1.000 3.000 3.000
5340 Airport
Administrative Secretary 1.000 1.000 1.000 1.000
Airport Manager 1.000 1.000 1.000 1.000
Airport Operations Supv 1.000 1.000 1.000 1.000
Facility Maint Worker 2.000 3.000
Office Technician 0.500 0.500 0.500 0.500
Public Works Director 0.100 0.100 0.100 0.100
ENTERPRISE OPERATIONS
Workforce
400
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
ENTERPRISE OPERATIONS
Workforce
Airport Maintenance Worker 3.000 3.000
5340 Airport Total 5.600 6.600 6.600 6.600
5441 Industrial Waste
Assistant Engineer 0.500 0.500 0.500
Associate Engineer 0.500 0.500
Office Technician 0.200 0.200 0.200 0.200
P.S. Maint Crew Supervisor 0.500
Public Works Admin Supervisor 0.100 0.100 0.100 0.100
Public Works Director 0.100 0.100 0.100 0.100
Senior Civil Engineer 0.500 0.500 0.500 0.500
Wastewater Manager 0.250 0.250 0.250 0.250
Wastewater Operator 2.000 3.000 3.000 3.000
City Engineer 0.150 0.150 0.150 0.150
Wastewater Crew Sup 0.500 0.500 0.500
5441 Industrial Waste Total 3.800 5.300 5.800 5.800
5442 Sanitary Sewer
Assistant Engineer 0.500 0.500 0.500
Associate Engineer 0.500 0.500
Office Technician 0.200 0.200 0.200 0.200
P.S. Maint Crew Supervisor 1.000
Public Svc Maint Wkr II 5.950 4.950 4.950 3.950
Public Svc Maint Wkr III 1.750 1.750 1.750 1.750
Public Svc Maint Wkr IV 0.500 0.500 0.500 0.500
Public Works Admin Supervisor 0.100 0.100 0.100 0.100
Public Works Director 0.100 0.100 0.100 0.100
Pump Maint Mechanic 1.000 1.000 1.000
Senior Civil Engineer 0.850 0.850 0.850 0.850
Wastewater Manager 0.500 0.500 0.500 0.500
City Engineer 0.100 0.100 0.100 0.100
Wastewater Crew Sup 1.000 1.000 1.000
Public Service Maint Worker I 1.000
Sr Pump Maintenance Mechanic 1.000
5442 Sanitary Sewer Total 12.050 11.550 12.050 12.050
401
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Preliminary
ENTERPRISE OPERATIONS
Workforce
5443 NPDES Storm Drain Sewer
P.S. Maint Crew Supervisor 0.250
Public Svc Maint Wkr II 1.050 1.050 1.050 1.050
Public Svc Maint Wkr III 0.250 0.250 0.250 0.250
Public Svc Maint Wkr IV 0.250 0.250 0.250 0.250
Public Works Admin Supervisor 0.050 0.050 0.050 0.050
Public Works Director 0.050 0.050 0.050 0.050
Wastewater Manager 0.250 0.250 0.250 0.250
City Engineer 0.050 0.050 0.050 0.050
Wastewater Crew Sup 0.250 0.250 0.250
5443 NPDES Storm Drain Sewer Total 2.200 2.200 2.200 2.200 5444 NPDES Street Sweeping
Community Service Officer 0.500
Equipment Mechanic I 1.000
Motor Sweeper Operator 3.000 3.000 3.000
Office Technician 0.200 0.200 0.200 0.200
P.S. Maint Crew Supervisor 0.250
Public Svc Maint Wkr II 1.000 1.000 1.000 1.000
Public Svc Maint Wkr III 3.000
Public Svc Maint Wkr IV 0.250 0.250 0.250 0.250
Wastewater Crew Sup 0.250 0.250 0.250
5444 NPDES Street Sweeping Total 6.200 4.700 4.700 4.700 5446 Downtown Parking
Public Works Admin Supervisor 0.250 0.250 0.250 0.250
Public Works Director 0.020 0.020 0.020 0.020
5446 Downtown Parking Total 0.270 0.270 0.270 0.270
5448 Parking Enforcement
Office Technician 0.250
Public Works Admin Supervisor 0.250 0.250 0.250 0.250
5448 Parking Enforcement Total 0.500 0.250 0.250 0.250 Total 43.609 45.370 52.320 53.120
402