Salinas City Council
June 13, 2023

include the construction of up to 76 residential units over roughly 129,202 square feet. Based on the existing maximum height allowable in the R-M-3.6 zone, future development would not exceed 45 feet and would be up to approximately 4-5 stories tall. Development would likely consist of buildings that are either row houses, condominiums, apartments, or other units, ranging in size from 400 square feet to 2,210 square feet, all which would be consistent with the Salinas General Plan description of the High Density Residential land use designation.

Cultural Resources Records Search
On May 20, 2021, Rincon requested a records search of the project site and a 0.5-mile radius from the California Historical Resources Information System (CHRIS) at the Northwest Information Center (NWIC) located at Sonoma State University. On June 23, 2021, Rincon received the results of the records search for the proposed project. The purpose of the records search was to identify previously conducted cultural resources studies and previously recorded cultural resources located within the existing project site and a 0.5-mile radius. In addition to the NWIC records search, a review of the National Register of Historic Places (NRHP), the California Register of Historical Resources (CRHR), the Office of Historic Preservation Historic Properties Directory, the California Inventory of Historic Resources, the Built Environment Resource Directory, and the Archaeological Determinations of Eligibility list was conducted.

Previously Conducted Studies
The NWIC records search identified 39 previously conducted cultural resources studies within the 0.5- mile radius of the project site (Attachment 2), of which one (S-043489) includes portions of the current project site as discussed here.

S-043489
In 2013, Lorna Billat of Earth Touch, Inc. and Dana E. Supernowicz of Historic Resource Associates conducted study S-043489 entitled Collocation (“CO”) Submission Packet FCC Form 621, Downtown Salinas, CNU3535. This study included an architectural evaluation for the project by Supernowicz entitled Architectural Evaluation Study of the Downtown Salinas Project, AT&T Mobility Site No.

CNU3535, 220 Bridge Street, Salinas, Monterey County, California 93941. The study included the development of the Area of Potential Effects (APE), a records search of the NWIC, archival research, and a pedestrian survey of the APE. Additionally, a vehicular survey was conducted for the visual APE, approximately a 0.5-mile radius around the direct APE. The study identified one historical resource, the PG&E Moss Landing-Salinas Tower No. 011/064; however, the tower was recommended ineligible for listing in the NRHP. No further cultural resources evaluations were recommended for the project. The recorded historical resource is located outside of the current project site. The study includes the entirety of the current project site within the visual APE; therefore, no formal pedestrian survey was conducted of the current project site.

Previously Recorded Resources
The NWIC records search identified 16 previously recorded cultural resources within a 0.5-mile radius of the project site (Table 1 and Attachment 2), of which none are identified within the project site. These resources include a historic district, four historic-period structures, six historic-period buildings, and one historic-period archaeological site.

City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project

Table 1 Previously Recorded Resources within 0.5-mile Radius of the Project Site Primary
Number Trinomial
Resource
Type Description
Recorder(s)
and Year(s)
NRHP/
CRHR Status
Relationship
to Project Site
P-27-
002322
CA-MNT2050H Historic
Structure
El Camino Real,
Highway 101
1999 (J. Berg and S.

Mikesell);
2002 (T. Rogers)
Portions
recommended
ineligible for listing in
NRHP
Outside
P-27-
002691
– Historic
Building
26 Central
Avenue
2003 (R. Cartier) Not evaluated Outside
P-27-
002764
CA-MNT2198H Historic
Site
Refuse deposit 2003 (D. McIntosh) Not evaluated Outside P-27-
002870
– Historic
Building
Associated Seed
Growers
Building,
Everett B. Clark
Seed Company
1996 (Caltrans) Appears eligible for
listing in the NRHP
Outside
P-27-
002871
– Historic
Building
El Aguila
Mexican
Bakery; Golden
Meat Market
1996 (Caltrans) Appears ineligible for
listing in the NRHP
Outside
P-27-
002872
– Historic
Building
Salinas Used
Furniture Store
1996 (Caltrans) Appears ineligible for
listing in the NRHP
Outside
P-27-
002873
– Historic
Building
C. E. Bugbee
Blacksmith
Shop
1996 (Caltrans) Appears ineligible for
listing in the NRHP
Outside
P-27-
002874
– Historic
Building
Waldorf Hotel;
Mrs. Katherine
Leifgen
Furnished
Rooms
1996 (Caltrans) Appears ineligible for
listing in the NRHP
Outside
P-27-
002908
– Historic
Building
Pasquale Maida
Grocery Store
1996 (Caltrans) Appears ineligible for
listing in the NRHP
Outside
P-27-
003036
– Historic
District
Salinas
Southern Pacific
Railroad
Historic District
2011 (M. Hibma) Recommended eligible
for listing in the NRHP
Outside
P-27-
003037
– Historic
Building,
District
Element
Southern Pacific
Freight Depot
1996 (K. Seavey);
2006 (A. Pulcheon);
2010 (M. Hibma)
Recommended eligible
for listing in the NRHP
as a district
contributor
Outside
P-27-
003038
– Historic
Building,
District
Element
Southern Pacific
Passenger
Station
1998 (K. Seavey);
2006 (A. Pulcheon);
2010 (M. Hibma)
Recommended eligible
for listing in the NRHP
as a district
contributor
Outside
City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project

Primary
Number Trinomial
Resource
Type Description
Recorder(s)
and Year(s)
NRHP/
CRHR Status
Relationship
to Project Site
P-27-
003039
– Historic
Building,
District
Element
Railway Express
Building
1998 (K. Seavey);
2006 (A. Pulcheon);
2010 (M. Hibma)
Recommended eligible
for listing in the NRHP
as a district
contributor
Outside
P-27-
003234
– Historic
Structure
PG&E Moss
Landing –
Salinas
Electrical Tower
No. 011/064
2013 (D. E.

Supernowicz)
Recommended
ineligible for listing in
the NRHP
Outside
P-27-
003465
– Historic
District
Chinese
American
Community
1980 (N. Way) 7: Not Evaluated, or
Needs Re-evaluation
for NRHP or CRHR
Outside
P-27-
003658
CA-MNT2467H Historic
Site
Haciendas 2017 (J. Schlagheck
and F. Steffen)
Recommended eligible
for listing in the CRHR
Outside
Source: NWIC 2021
Aerial Imagery and Historical Topographic Maps Review
Rincon completed a review of historical topographic maps and aerial imagery to ascertain the development history of the project site. Historical topographic maps from 1910 to 1964 depict the project site as undeveloped surrounded by a channelized creek to the west, south, and north (USGS 2021; NETR Online 2021). Historical topographic maps from 1970 to 1984 depict a structure added within the southeastern portion of the project site (NETR Online 2021). Aerial imagery from 1956 to 2005 depicts the project site as graded with a structure identified in the topographic maps, with housing development growing to the east and the water source as depicted on the topographic maps (NETR Online 2021). By 2009, the aerial imagery shows that the structure is no longer present, and vegetation has developed throughout the project site. Aerial imagery from 2012 depicts the project site in its current state, as graded with residential housing to the east and a channelized canal to the west, south, and north.

The site has been disturbed by the previous development and demolition of a structure from 1970 to 2009. Additionally, the project site was previously used as a staging area, and the City stated that the owner grants access to the project site which as lead to further disturbance of the site (City of Salinas 2021).

Sacred Lands File Search
Rincon contacted the Native American Heritage Commission (NAHC) on May 17, 2021, to request a Sacred Lands File (SLF) search of the project site. The NAHC emailed a response to the City on June 1, 2021, stating the SLF search was positive. In their response, the NAHC provided a list of 11 tribes who may have knowledge of cultural resources within the project site. The SLF search can be found in Attachment 3 of this report. Rincon was not contracted to conduct Native American outreach as a part of this cultural assessment.

City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project

Pedestrian Field Survey
On August 20, 2021, Rincon Archaeologist Dustin Merrick, MA, Registered Professional Archaeologist (RPA), conducted a pedestrian survey of the project site. Mr. Merrick walked a series of pedestrian transects oriented generally north-south and east-west, spaced no more than 15 meters apart across the project site. Areas of exposed ground were inspected for prehistoric artifacts (e.g., flaked stone tools, tool-making debris, stone milling tools, ceramics, fire-affected rock), ecofacts (marine shell and bone), soil discoloration that might indicate the presence of a cultural midden, soil depressions, and features that indicate the former presence of structures or buildings (e.g., standing exterior walls, postholes, foundations) or historic debris (e.g., metal, glass, ceramics). Ground disturbances, such as burrows, and drainages were also visually inspected. Ground visibility within the project site ranged from poor along the perimeter (less than five percent) to excellent (greater than 95 percent) within the center.

The project site consisted of tan to dark brown sand and showed evidence of heavy disturbance. Native soils were intermixed with imported fill with some gravel. Figure 3 through Figure 6 in Attachment 1 depict the current conditions of the project site.

No new cultural resources were observed or recorded during the field survey.

Findings and Recommendations
The background research and pedestrian field survey did not identify any cultural resources within the project site. No built environment resources are present that may be impacted by the project; therefore Rincon recommends a finding of no impact to historical resources.

Although the SLF search was returned with positive results, no prehistoric resources were identified within the project site. Given the negative results of this study, the project site is considered to have low archaeological sensitivity. However, it is possible that unanticipated archaeological deposits and/or human remains could be encountered and damaged during the ground-disturbing activities associated with construction (such as grading and excavation), especially if those activities occur in less-disturbed buried sediments. Consequently, mitigation is necessary to ensure that potential impacts to archaeological resources, including those that may be considered historical resources, are reduced to a less-than-significant level.

Given the results of this assessment, Rincon recommends a finding of less than significant impact to archaeological resources with mitigation for the purposes of CEQA. The following is recommended in the unlikely case of unanticipated discoveries during ground-disturbing activities. Also included below is a summary of existing regulations regarding the discovery of human remains. With adherence to existing regulations, Rincon recommends a finding of less than significant impact to human remains.

Unanticipated Discovery of Cultural Resources
In the unlikely event that archaeological resources are unexpectedly encountered during grounddisturbing activities, work in the immediate area should be halted and an archaeologist meeting the Secretary of the Interior’s Professional Qualification Standards for archeology (National Park Service 1983) will be contacted immediately to evaluate the find. If the find is prehistoric, then a Native American representative will be contacted to participate in the evaluation of the find. If necessary, the City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project

evaluation may require preparation of a treatment plan and archaeological testing for California Register of Historical Resources (CRHR) eligibility. If the discovery proves to be eligible for listing in the CRHR and cannot be avoided additional work, such as testing and data recovery excavations, may be warranted to mitigate any significant impacts to cultural resources to less than a significant level.

Unanticipated Discovery of Human Remains
In the unlikely event of an unanticipated discovery of human remains, all ground-disturbing activities in the vicinity of the discovery will be immediately suspended and redirected elsewhere. All steps required to comply with State of California Health and Safety Code Section 7050.5 and Public Resources Code Section 5097.98 will be implemented including contacting the Monterey County Department of Medical Examiner-Coroner. If the human remains are determined to be prehistoric, the coroner will notify the NAHC, which will determine and notify a most likely descendant (MLD). The MLD shall complete an inspection of the site and provide recommendations for treatment to the landowner within 48 hours of being granted access.

Please do not hesitate to contact Rincon with any questions regarding this cultural resources assessment.

Sincerely,
Rincon Consultants, Inc.

Courtney Montgomery, MA Hannah Haas, MA, RPA
Archaeologist Cultural Resources Program Manager/
Senior Archaeologist
Andrew Pulcheon, MA, RPA, AICP, CEP
Principal/ Senior Archaeologist
Attachments
Attachment 1 Figures
Attachment 2 NWIC Records Search Results
Attachment 3 Sacred Lands File Search
City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project

References
Billat, Lorna, and Dana E. Supernowicz
2013 Collocation Submission Packet, Downtown Salinas, CNU3535. Report on file at the Northwest Information Center, Sonoma State University.

National Park Service
1983 Archeological and Historic Preservation: Secretary of the Interior’s Standards and Guidelines. Electronic document, online at http://www.nps.gov/history/local-lawArch_Standards.htm Accessed December 6, 2011.

NETR Online
2021 Historic Aerials. https://www.historicaerials.com/viewer Accessed July 2021.

Resendiz, Oscar
2021 City of Salinas (Mr. Oscar Resendiz, Associate Planner) email exchange with Rincon Consultants, Inc. (Ms. Katherine Green, AICP, Project Manager) regarding imported soils and site conditions.

United States Geological Survey (USGS)
2021 Topo View. [online map database]. https://ngmdb.usgs.gov/topoview/ Accessed July 2021.

Attachment 1
Figures
City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project 1-1
Figure 1 Project Boundary Map
City of Salinas
Cultural Resources Assessment for the1 Preston Street Project 1-2
Figure 2 Project Location Map
City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project 1-3
Figure 3 Overview of Ground Visibility within Perimeter, Plainview Figure 4 Overview of the Northern Portion of the Project Site, Facing North City of Salinas
Cultural Resources Assessment for the 1 Preston Street Project 1-4
Figure 5 Overview of Project Site, Facing Northeast
Figure 6 Intermixed Soils and Gravel, Facing South
Attachment 2
NWIC Records Search Results
California Historical Resources Information System
CHRIS Data Request Form
1 of 3
2-29-2020 Version
ACCESS AND USE AGREEMENT NO.:_______________ IC FILE NO.:________________________ To: ___________________________________________________________________ Information Center Print Name: ____________________________________________________ Date: _____________________ Affiliation: ________________________________________________________________________________ Address: _________________________________________________________________________________ City: _________________________________________ State: ________________ Zip: __________________ Phone: __________________ Fax: __________________ Email: ____________________________________ Billing Address (if different than above): _________________________________________________________ Billing Email: _______________________________________________ Billing Phone: ___________________ Project Name / Reference: ___________________________________________________________________ Project Street Address: ______________________________________________________________________ County or Counties: ________________________________________________________________________ Township/Range/UTMs: _____________________________________________________________________ USGS 7.5’ Quad(s): ________________________________________________________________________ PRIORITY RESPONSE (Additional Fee): yes / no
TOTAL FEE NOT TO EXCEED: $___________________________
(If blank, the Information Center will contact you if the fee is expected to exceed $1,000.00) Special Instructions:

Information Center Use Only
Date of CHRIS Data Provided for this Request: ___________________________________________________ Confidential Data Included in Response: yes / no
Notes: ___________________________________________________________________________________ _________________________________________________________________________________________ 2 of 3
2-29-2020 Version
California Historical Resources Information System
CHRIS Data Request Form
Mark the request form as needed. Attach a PDF of your project area (with the radius if applicable) mapped on a

7.5’ USGS topographic quadrangle to scale 1:24000 ratio 1:1 neither enlarged nor reduced and include a shapefile of your project area, if available. Shapefiles are the current CHRIS standard for submitting digital spatial data for your project area or radius. Check with the appropriate IC for current availability of digital data products.
• Documents will be provided in PDF format. Paper copies will only be provided if PDFs are not available at the time of the request or under specially arranged circumstances. • Location information will be provided as a digital map product (Custom Maps or GIS data) unless the area has not yet been digitized. In such circumstances, the IC may provide hand drawn maps. • In addition to the $150/hr. staff time fee, client will be charged the Custom Map fee when GIS is required to complete the request [e.g., a map printout or map image/PDF is requested and no GIS Data is requested, or an electronic product is requested (derived from GIS data) but no mapping is requested].

For product fees, see the CHRIS IC Fee Structure on the OHP website.

1. Map Format Choice:

Select One: Custom GIS Maps  GIS Data  Custom GIS Maps and GIS Data  No Maps  Any selection below left unmarked will be considered a "no. " Within project area Within ______ radius
yes / no yes / no
yes / no yes / no
yes / no
yes / no yes / no
yes / no
Within ______
radius
Location Information:

ARCHAEOLOGICAL Resource Locations1
NON-ARCHAEOLOGICAL Resource Locations
Report Locations1
“Other” Report Locations2

3. Database Information:
(contact the IC for product examples, or visit the SSJVIC website for examples) Within project area
ARCHAEOLOGICAL Resource Database1
List (PDF format) yes / no yes / no
Detail (PDF format)
Excel Spreadsheet
yes / no yes / no
yes / no yes / no
NON-ARCHAEOLOGICAL Resource Database
yes / no yes / no
yes / no yes / no
List (PDF format)
Detail (PDF format)
Excel Spreadsheet yes / no yes / no
Report Database1
yes / no yes / no
yes / no yes / no
yes / no yes / no
List (PDF format)
Detail (PDF format)
Excel Spreadsheet
Include “Other” Reports 2
yes / no yes / no

4. Document PDFs (paper copy only upon request):

Within project area Within ______
radius
ARCHAEOLOGICAL Resource Records1
NON-ARCHAEOLOGICAL Resource Records
Reports1
“Other” Reports2
yes / no yes / no
yes / no yes / no
yes / no yes / no
yes / no yes / no
California Historical Resources Information System
CHRIS Data Request Form

5. Eligibility Listings and Documentation:

Within project area Within ______
radius
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
OHP Built Environment Resources Directory3:

Directory listing only (Excel format)
Associated documentation4
OHP Archaeological Resources Directory1,5:

Directory listing only (Excel format)
Associated documentation4
California Inventory of Historic Resources (1976):

Directory listing only (PDF format)
Associated documentation4

6. Additional Information:

The following sources of information may be available through the Information Center. However, several of these sources are now available on the OHP website and can be accessed directly. The Office of Historic Preservation makes no guarantees about the availability, completeness, or accuracy of the information provided through these sources. Indicate below if the Information Center should review and provide documentation (if available) of any of the following sources as part of this request.

Caltrans Bridge Survey yes
/ no
/ no
yes
yes / no
yes / no
yes / no
yes / no
yes / no
yes / no
Ethnographic Information
Historical Literature
Historical Maps
Local Inventories
GLO and/or Rancho Plat Maps
Shipwreck Inventory
Soil Survey Maps
1 In order to receive archaeological information, requestor must meet qualifications as specified in Section III of the current version of the California Historical Resources Information System Information Center Rules of Operation Manual and be identified as an Authorized User or Conditional User under an active CHRIS Access and Use Agreement. 2 “Other” Reports GIS layer consists of report study areas for which the report content is almost entirely non-fieldwork related (e.g., local/regional history, or overview) and/or for which the presentation of the study area boundary may or may not add value to a record search.
3 Provided as Excel spreadsheets with no cost for the rows; the only cost for this component is IC staff time. Includes, but not limited to, information regarding National Register of Historic Places, California Register of Historical Resources, California State Historical Landmarks, California State Points of Historical Interest, and historic building surveys. Previously known as the HRI and then as the HPD, it is now known as the Built Environment Resources Directory (BERD). The Office of Historic Preservation compiles this documentation and it is the source of the official status codes for evaluated resources. 4 Associated documentation will vary by resource. Contact the IC for further details. 5 Provided as Excel spreadsheets with no cost for the rows; the only cost for this component is IC staff time. Previously known as the Archaeological Determinations of Eligibility, now it is known as the Archaeological Resources Directory (ARD).

The Office of Historic Preservation compiles this documentation and it is the source of the official status codes for evaluated resources.
3 of 3
2-29-2020 Version
6/23/2021 NWIC File No.: 20-2378
Dustin Merrick
Rincon Consultants, Inc.
180 N. Ashwood Avenue
Ventura, CA 93003
Re: 1 Preston Street Project (21-10851) The Northwest Information Center received your record search request for the project area referenced above, located on the Salinas USGS 7.5’ quad(s). The following reflects the results of the records search for the project area and a ½ mile radius:

Resources within project area: None
Resources within ½ mile radius: P-27-002322; P-27-002691; P-27-002764; P-27-002870; P-27-002871; P-27-002872; P-27-002873; P-27-002874;
P-27-002908; P-27-003036; P-27-003037; P-27-003038;
P-27-003039; P-27-003234; P-27-003465; P-27-003658
Reports within project area: S-43489
Reports within ½ mile radius: S-3302; S-5604; S-7584; S-10634; S-12623; S-13355; S18837; S-19623; S-19979; S-20593; S-22657; S-26911; S26922; S-27108; S-28373; S-33061; S-33258; S-35311; S37850; S-40755; S-46390; S-47415; S-47776; S-50212 Resource Database Printout (list): ☒ enclosed ☐ not requested ☐ nothing listed Resource Database Printout (details): ☐ enclosed ☒ not requested ☐ nothing listed Resource Digital Database Records: ☐ enclosed ☒ not requested ☐ nothing listed Report Database Printout (list): ☒ enclosed ☐ not requested ☐ nothing listed Report Database Printout (details): ☐ enclosed ☒ not requested ☐ nothing listed Report Digital Database Records: ☐ enclosed ☒ not requested ☐ nothing listed Resource Record Copies: ☒ enclosed ☐ not requested ☐ nothing listed Report Copies: ☒ enclosed ☐ not requested ☐ nothing listed OHP Built Environment Resources Directory: ☒ enclosed ☐ not requested ☐ nothing listed Archaeological Determinations of Eligibility: ☐ enclosed ☐ not requested ☒ nothing listed CA Inventory of Historic Resources (1976): ☐ enclosed ☒ not requested ☐ nothing listed Caltrans Bridge Survey: ☐ enclosed ☒ not requested ☐ nothing listed Ethnographic Information: ☐ enclosed ☒ not requested ☐ nothing listed Historical Literature: ☐ enclosed ☒ not requested ☐ nothing listed Historical Maps: ☐ enclosed ☒ not requested ☐ nothing listed Local Inventories: ☐ enclosed ☒ not requested ☐ nothing listed GLO and/or Rancho Plat Maps: ☐ enclosed ☒ not requested ☐ nothing listed Shipwreck Inventory: ☐ enclosed ☒ not requested ☐ nothing listed Please forward a copy of any resulting reports from this project to the office as soon as possible. Due to the sensitive nature of archaeological site location data, we ask that you do not include resource location maps and resource location descriptions in your report if the report is for public distribution.

If you have any questions regarding the results presented herein, please contact the office at the phone number listed above.

The provision of CHRIS Data via this records search response does not in any way constitute public disclosure of records otherwise exempt from disclosure under the California Public Records Act or any other law, including, but not limited to, records related to archeological site information maintained by or on behalf of, or in the possession of, the State of California, Department of Parks and Recreation, State Historic Preservation Officer, Office of Historic Preservation, or the State Historical Resources Commission.

Due to processing delays and other factors, not all of the historical resource reports and resource records that have been submitted to the Office of Historic Preservation are available via this records search. Additional information may be available through the federal, state, and local agencies that produced or paid for historical resource management work in the search area. Additionally, Native American tribes have historical resource information not in the CHRIS Inventory, and you should contact the California Native American Heritage Commission for information on local/regional tribal contacts.

Should you require any additional information for the above referenced project, reference the record search number listed above when making inquiries. Requests made after initial invoicing will result in the preparation of a separate invoice.

Thank you for using the California Historical Resources Information System (CHRIS).

Sincerely, Justin Murazzo
Researcher
Report List
Report No. Other IDs Year Author(s) Title Affiliation Resources 20-2378 :: 1 Preston Street Project (21-10851)
S-003302 1976 Archaeological Impact Evaluation of
proposed site of Municipal Tennis Courts,
Sherwood Park (letter report)
Archaeological Resource
Service
Voided - E-2 MNT Katherine Flynn
S-005604 1980 Preliminary Archaeological Reconnaissance of the Laurel West Encore Subdivision, North
Salinas, Monterey County, California.

Paul Hampson, Trudy Archaeological Consulting
Haversat, and Gary S.

Breschini
Other - E-533 MNT
S-007584 1985 Preliminary Cultural Resources
Reconnaissance for the Rico/Lake Street
Bridge Project, Salinas, Monterey County,
California.

R. Paul Hampson and Archaeological Consulting
Gary S. Breschini
Submitter - Project
753
S-010634 1988 Preliminary Cultural Resources
Reconnaissance of a Parcel at West Menke
and Martella Streets, Salinas, Monterey
County, California
Agency Nbr - HUD # Gary S. Breschini Archaeological Consulting 121-EH-272-NP-CMIL8;
Submitter - AC
Project 1369
S-012623 1991 Preliminary Cultural Resources
Reconnaissance for Assessor's Parcel
Numbers 003-161-06 and -26, Salinas,
Monterey County, California
Anna Runnings and Gary Archaeological Consulting
S. Breschini
Submitter - Project
1863
S-013355 1991 Preliminary Archaeological Investigation of the Salinas Redevelopment Area, 100
Block/Alisal Slough, with Research Design
and Proposal for Evaluation for Eligibility
Archaeological Resource
Management
Voided - S-13354 Glory Anne Laffey
S-013355a 1991 Archaeological Testing of the Salinas
Redevelopment Area 100 Block/Alisal Slough
Archaeological Resource
Management
Laurie Crane and Cynthia
James
S-018837 1996 Preliminary Archaeological Reconnaissance for the Proposed Salinas Intermodal
Transportation Center, Salinas, Monterey
County, California
Anna Runnings and Archaeological Consulting
Trudy Haversat
Submitter - AC
Project 2454
S-019623 1997 Report on burial identification and recovery and subsequent archaeological monitoring
conducted at the National Steinbeck Center
Project in Salinas, Monterey County,
California (letter report)
Gary S. Breschini Archaeological Consulting
S-019979 1997 Combined Archaeological Reconnaissance
and Monitoring for Storm Drain Improvements
in Salinas, Monterey County, California
Kathy Owens, Anna Archaeological Consulting
Runnings, and Trudy
Haversat
Submitter - AC
Project 2517
S-020593 1998 Cultural Resources Assessment, Pacific Bell Mobile Services Facility SF-830-05, Salinas,
Monterey County, California (letter report)
Barry A. Price Applied EarthWorks

Report List
Report No. Other IDs Year Author(s) Title Affiliation Resources 20-2378 :: 1 Preston Street Project (21-10851)
S-022657 2000 Phase 1 Archaeological Survey Along
Onshore Portions of the Global West Fiber
Optic Cable Project
Science Applications
International Corporation
Izaak Sawyer, Laurie
Pfeiffer, Karen
Rasmussen, and Judy
Berryman
27-000334, 27-000335, 27-000349,
27-000706, 27-000806, 27-000888,
27-001207, 27-001227, 27-001228,
27-001393, 27-001408, 27-001482,
41-000410, 43-000449, 44-000047,
44-000155, 44-000156, 44-000157,
44-000174, 44-000270
S-026911 2003 Cultural Resource Assessment for the Main Street Cineplex and Parking Structure in
Downtown Salinas, California
Randy M. Baloain Applied EarthWorks
S-026922 2003 Negative Archaeological Survey Report,
Proposed Parking Lot at Main and Market
Streets near Downtown Salinas for the
Salinas Intermodal Transportation Center
Randy M. Baloian Applied EarthWorks, Inc.

S-027108 2003 The Salinas Hotel and Greyhound
Office/Retail Development Projects: An
Historical, Architectural, and Archaeological
Evaluation
Archaeological Resource
Management
27-002686, 27-002687, 27-002688,
27-002689, 27-002690, 27-002691,
27-002692, 27-002693, 27-002694,
27-002695
S-028373 2004 Cultural Resources Monitoring for the
Intermodal Transportation Center Parking Lot
in Downtown Salinas, Monterey County,
California
Agency Nbr - City Randy Baloian Applied EarthWorks, Inc. 27-002764 project #9060
S-033061 2006 Cultural Resources Final Report of Monitoring and Findings for the Qwest Network
Construction Project, State of California
SWCA Environmental
Consultants
Nancy Sikes, Cindy
Arrington, Bryon Bass,
Chris Corey, Kevin Hunt,
Steve O'Neil, Catherine
Pruett, Tony Sawyer,
Michael Tuma, Leslie
Wagner, and Alex
Wesson
01-000027, 01-000040, 01-000087,
01-000088, 01-000089, 01-000090,
07-000138, 27-000802, 27-001191,
27-001207, 28-000467, 43-000106,
43-000141, 43-000449, 43-000573,
43-000575, 43-000754, 43-000928,
43-001071, 48-000208, 48-000211,
48-000214, 48-000441, 48-000549,
49-001583, 57-000194, 57-000198,
57-000297, 57-000301, 57-000307
Submitter - SWCA
Cultural Resources
Report Database No.
06-507;
Submitter - SWCA
Report No. 10715-
S-033061a 2006 Cultural Resources Final Report of Monitoring and Findings for the Qwest Network
Construction Project, State of California
SWCA Environmental
Consultants
S-033061b 2007 Final Report of Monitoring and Findings for the Qwest Network Construction Project
(letter report)
SWCA Environmental
Consultants
Nancy E. Sikes

Report List
Report No. Other IDs Year Author(s) Title Affiliation Resources 20-2378 :: 1 Preston Street Project (21-10851)
S-033258 2006 Supplemental Historic Property Survey
Report for the Salinas Intermodal
Transportation Center Project, Salinas,
Monterey County, California
Andrew Pulcheon LSA Associates, Inc. 27-002908, 27-002923, 27-003037, 27-003038, 27-003039
S-033258a 2006 Archaeological Survey Report for the Salinas Intermodal Transportation Center Project,
Salinas, Monterey County, California
Andrew Pulcheon LSA
S-033258b 2006 Historical Resources Evaluation Report for the Salinas Intermodal Transportation Center
Project, Salinas, Monterey County, California
Andrew Pulcheon LSA
S-035311 2008 Letter Report on Monitoring Findings for the Salinas Municipal Aquatic Center
Gary S. Breschini Archaeological Consulting
S-037850 2011 Historic Property Survey Report for the
Salinas Freight Depot Project, Salinas,
Monterey County, California, Caltrans District
5 Michael Hibma LSA Associates, Inc 27-003036, 27-003037, 27-003038, 27-003039
Caltrans - EA-05-
xxxxxx
S-037850a 2011 Archaeological Survey Report for the Salinas Freight Depot Project, Salinas, Monterey
County, California, Caltrans District 5
Neal Kaptain LSA Associates, Inc.

S-037850b 2011 Historical Resources Evaluation Report for the Salinas Freight Depot Project, Salinas,
Monterey County, California
Michael Hibma LSA Associates, Inc.

S-037850c 2010 Draft Historic Structure Report for the
Southern Pacific Freight Depot, Salinas,
California
Kent L. Seavey
S-040755 2013 Final Archaeological Monitoring Report,
Taylor Farms Corporate Office, 138 Main
Street, Salinas, Monterey County (letter
report)
Submitter - AC Gary S. Breschini Archaeological Consulting Project 4695
S-043489 2013 Collocation Submission Packet, Downtown
Salinas, CNU3535
Lorna Billat and Dana E. EarthTouch, Inc.

Supernowicz
Agency Nbr - 27-003234
CNU3535
S-043489a 2013 Architectural Evaluation Study of the
Downtown Salinas Project, AT&T Mobility
Site No. CNU3535, 220 Bridge Street,
Salinas, Monterey County, California 93941
Historic Resource
Associates
Dana E. Supernowicz
S-046390 2015 Archaeological Records Search and Site
Reconnaissance, Haciendas Phase III and IV
Housing Project, City of Salinas, Monterey
County, California
Holman & Associates
Archaeological Consulting
John Schlagheck 27-003658

Report List
Report No. Other IDs Year Author(s) Title Affiliation Resources 20-2378 :: 1 Preston Street Project (21-10851)
S-046390a 2018 Final Archaeological Monitoring and Data Recovery Report, Haciendas III Housing
Project, City of Salinas, Monterey County,
California
John P. Schlagheck and Holman and Associates
Fallin Steffen
S-047415 2015 Phase 1 Archaeological Survey of APN 002- 191-018, 019, 020, 021, 023, 024, 028 & 029,
Salinas, Monterey County, California
Mary Doane and Gary S. Archaeological Consulting
Breschini
OHP PRN - HUD 27-003465
2015_0306_004;
Submitter - Project
5040;
Voided - S-46500
S-047415a 2015 HUD 2015_0306_004; Housing Development
Project Located at 71 Soledad Street, Salinas
Office of Historic
Preservation
Carol Roland-Nawi
S-047776 2015 Cultural Resources Review of the Former
Salinas Manufactured Gas Plant Site Project,
Salinas, Monterey County, California (letter
report)
Far Western
Anthropological Research
Group
Allika Ruby
S-050212 2016 Section 106 Review-Compliance with
36CFR800.4, Old Municipal Swimming Pool
Building, Phase I Retrofit, 920 N. Main Street,
Salinas CA 93906 (letter report)
OTIS Report Anna M. Velaquez City of Salinas
Number -
HUD_2014_1017_00
1;
OTIS Report
Number -
HUD_2016_0725_00
4 S-050212a 2014 HUD_2014_1017_001, Rehabilitation Project Located at 920 North Main Street, Salinas
Office of Historic
Preservation
Carol Roland-Nawi
S-050212b 2016 Section 106 Review, Old Municipal Swimming Pool Building, Phase II Retrofit, 920 N. Main
Street, Salinas, CA 93906 (letter report)
Anastacia Wyatt City of Salinas
S-050212c 2016 HUD_2016_0725_004; Municipal Pool
Retrofit, Phase II of 920 North Main Street,
Salinas
Office of Historic
Preservation
Julianne Polanco

Primary No. Trinomial
Resource List
Other IDs Type Age Attribute codes Recorded by Reports
20-2378 :: 1 Preston Street Project (21-10851)
P-27-002322 CA-MNT-002050H Resource Name - El Camino Real (Highway 101);
Other - ECR1 and ECR2;
Other - Highway 101;
Other - MM-101;
OHP Property Number - 173439;
OHP PRN - Proj.Rev.

FHWA070906A (segment vic.

Aromas)
S-005507, S022819, S-026137,
S-027827, S030334, S-030335,
S-033131, S035825, S-038177,
S-038553
Structure Historic AH07; HP37 1999 (John Berg, Steve Mikesell, Far Western & JRP Historical
Consulting Serives);
2002 (Theresa Rogers, JRP
Historical Consulting Services)
P-27-002691 Resource Name - 26 Central
Avenue
Building Historic HP06 2003 (Robert Cartier, Archaeological S-027108 Resource Management)
P-27-002764 CA-MNT-002198H Resource Name - ITC-1 Site Historic AH04 2003 (Douglas McIntosh, Applied S-028373 EarthWorks, Inc.)
P-27-002870 Other - Map Reference No. 4;
Other - Associated Seed Growers
Building;
Resource Name - Everett B. Clark
Seed Company
Building Historic HP08 1996 ([none], Caltrans)
P-27-002871 Other - Map Reference No. 6;
Resource Name - El Aguila
Mexican Bakery;
Other - Golden Meat Market
Building Historic HP06 1996 ([none], Caltrans District 5) P-27-002872 Other - Map Reference No. 7;
Resource Name - Salinas Used
Furniture Store
Building Historic HP06 1996 ([none], Caltrans District 5) P-27-002873 Other - Map Reference No. 8;
Resource Name - C.E. Bugbee
Blacksmith Shop
Building Historic HP06 1996 ([none], Caltrans District 5) P-27-002874 Other - Map Reference No. 5;
Resource Name - Waldorf Hotel;
Other - Mrs. Kathrine Leifgen
Furnished Rooms (1926)
Building Historic HP05 1996 ([none], Caltrans District 5) P-27-002908 Other - Map Reference No. 9;
Resource Name - Pasquale
Maida Grocery Store
Building Historic HP06 1996 ([none], Caltrans District 5) S-033258

Primary No. Trinomial
Resource List
Other IDs Type Age Attribute codes Recorded by Reports
20-2378 :: 1 Preston Street Project (21-10851)
P-27-003036 Resource Name - Salinas
Southern Pacific Railroad Historic
District;
Other - Salinas Amtrak Station;
OTIS Resource Number -
510364;
OHP Property Number - 187923;
OHP PRN - FHWA110311A;
OHP PRN - FTA120110A
District Historic HP06; HP17; HP30 2011 (Michael Hibma, LSA S-037850 Associates, Inc.)
P-27-003037 Resource Name - Southern
Pacific Freight Depot;
Other - Freight Depot;
Caltrans - Map Reference No. 3;
OTIS Resource Number -
510366;
OHP Property Number - 187925;
OHP PRN - FHWA110311A;
OHP PRN - FTA120110A
Building, S-033258, S-037850
Element of
district
Historic HP17 1996 (Kent Seavey, Caltrans District
5);
2006 (Andrew Pulcheon, LSA
Associates, Inc.);
2010 (Michael Hibma, LSA
Associates, Inc.)
P-27-003038 Resource Name - Southern
Pacific Passenger Station;
Other - Station;
Other - Southern Pacific Railroad
Station;
Other - Amtrak Station;
Caltrans - Map Reference No. 1;
OTIS Resource Number -
510365;
OHP Property Number - 187924;
OHP PRN - FHWA110311A;
OHP PRN - FTA120110A
Building, S-033258, S-037850
Element of
district, Other
Historic HP17 1998 (Kent Seavey, Caltrans District
5);
2006 (Andrew Pulcheon, LSA
Associates, Inc.);
2010 (Michael Hibma, LSA
Associates, Inc.)
P-27-003039 Resource Name - Railway
Express Building;
Other - REA Building;
Other - Railway Express Agency
Building;
Other - American Railway
Express Agency Building;
Other - Map Reference No. 2;
OTIS Resource Number -
510367;
OHP Property Number - 187926;
OHP PRN - FHWA110311A;
OHP PRN - FTA120110A
Building, S-033258, S-037850
Element of
district
Historic HP06 1998 (Kent Seavey, Caltrans District
5);
2006 (Andrew Pulcheon, LSA
Associates, Inc.);
2010 (Michael Hibma, LSA
Associates, Inc.)

Primary No. Trinomial
Resource List
Other IDs Type Age Attribute codes Recorded by Reports
20-2378 :: 1 Preston Street Project (21-10851)
P-27-003234 Resource Name - PG&E Moss
Landing-Salinas Electrical Tower
No. 011/064;
Other - Tower No. 011/064
Structure Historic HP09; HP11 2013 (Dana E. Supernowicz, S-043489, S-050347 Historic Resource Associates)
P-27-003465 Resource Name - Chinese
American Community;
OHP PRN - 3902-0002-9999
District Historic HP02; HP05; HP06; S-047415
HP16
1980 (Nancy Way, Chinese
American Survey)
P-27-003658 CA-MNT-002467H Resource Name - Haciendas
Phase III-Archaeological
Sensitive Area-Feature 1
(HIIIASA-Feature 1)
Site Historic AH04 2017 (John Schlagheck, Fallin S-046390 Steffen, Holman & Associates)

Attachment 3
Sacred Lands File Search
Local Government Tribal Consultation List Request
Native American Heritage Commission
1550 Harbor Blvd, Suite 100
West Sacramento, CA 95691
916-373-3710
916-373-5471 – Fax
[email protected]
Type of List Requested
X CEQA Tribal Consultation List (AB 52) – Per Public Resources Code § 21080.3.1, subs. (b), (d), (e) and 21080.3.2
X General Plan (SB 18) - Per Government Code § 65352.3.

Local Action Type:
___ General Plan ___ General Plan Element _x_ General Plan Amendment ___ Specific Plan ___ Specific Plan Amendment ___ Pre-planning Outreach Activity Required Information
Project Title: 1 Preston Street Project
Local Government/Lead Agency: City of Salinas
Contact Person: Lisa Brinton, Planning Manager Community Development Department Street Address: 65 W. Alisal Street, 2nd Floor
City: Salinas Zip: 93901
Phone: 831-775-4259
Email: [email protected]
Specific Area Subject to Proposed Action
The proposed project consists of a General Plan Amendment to rezone the existing vacant 2.6-acre lot at 1 Preston Street from Residential Medium Density to Residential High Density. The project will be development in two phases. Phase one includes the development of 27 homes with the current zoning. Phase two will seek a Conditional Use Permit to allow the development of 2-12- bedroom transitional housing units
Additional Request
 Sacred Lands File Search - Required Information:

USGS Quadrangle Name(s):_Salinas_____________________________________________________ ____________________________________________________________ Township:_14S_______________ Range:_03E_______________ Section(s):_29________________ STATE OF CALIFORNIA Gavin Newsom, Governor

NATIVE AMERICAN HERITAGE COMMISSION

June 1, 2021
Lisa Brinton, Planner Manager
City of Salinas
Via Email to: [email protected]
Re: Native American Consultation, Pursuant to Senate Bill 18 (SB18), Government Codes §65352.3 and §65352.4, as well as Assembly Bill 52 (AB52), Public Resources Codes §21080.1, §21080.3.1 and §21080.3.2, 1 Preston Street Project, Monterey County Dear Ms. Brinton:

Attached is a consultation list of tribes with traditional lands or cultural places located within the boundaries of the above referenced counties or projects.

Government Codes §65352.3 and §65352.4 require local governments to consult with California Native American tribes identified by the Native American Heritage Commission (NAHC) for the purpose of avoiding, protecting, and/or mitigating impacts to cultural places when creating or amending General Plans, Specific Plans and Community Plans.

Public Resources Codes §21080.3.1 and §21080.3.2 requires public agencies to consult with California Native American tribes identified by the Native American Heritage Commission (NAHC) for the purpose of avoiding, protecting, and/or mitigating impacts to tribal cultural resources as defined, for California Environmental Quality Act (CEQA) projects.

The law does not preclude local governments and agencies from initiating consultation with the tribes that are culturally and traditionally affiliated within your jurisdiction. The NAHC believes that this is the best practice to ensure that tribes are consulted commensurate with the intent of the law.

Best practice for the AB52 process and in accordance with Public Resources Code §21080.3.1(d), is to do the following:

Within 14 days of determining that an application for a project is complete or a decision by a public agency to undertake a project, the lead agency shall provide formal notification to the designated contact of, or a tribal representative of, traditionally and culturally affiliated California Native American tribes that have requested notice, which shall be accomplished by means of at least one written notification that includes a brief description of the proposed project and its location, the lead agency contact information, and a notification that the California Native American tribe has 30 days to request consultation pursuant to this section.

The NAHC also recommends, but does not require that lead agencies include in their notification letters, information regarding any cultural resources assessment that has been completed on the area of potential affect (APE), such as:

CHAIRPERSON
Laura Miranda
Luiseño

VICE CHAIRPERSON
Reginald Pagaling
Chumash

SECRETARY
Merri Lopez-Keifer
Luiseño

PARLIAMENTARIAN
Russell Attebery
Karuk

COMMISSIONER
William Mungary
Paiute/White Mountain
Apache

COMMISSIONER
Julie TumamaitStenslie
Chumash

COMMISSIONER
[Vacant]

COMMISSIONER
[Vacant]

COMMISSIONER
[Vacant]

EXECUTIVE SECRETARY
Christina Snider
Pomo

NAHC HEADQUARTERS
1550 Harbor Boulevard
Suite 100
West Sacramento,
California 95691
(916) 373-3710
[email protected]
NAHC.ca.gov

1. The results of any record search that may have been conducted at an Information Center of the California Historical Resources Information System (CHRIS), including, but not limited to:
• A listing of any and all known cultural resources have already been recorded on or adjacent to the APE, such as known archaeological sites;
• Copies of any and all cultural resource records and study reports that may have been provided by the Information Center as part of the records search response; • Whether the records search indicates a low, moderate or high probability that unrecorded cultural resources are located in the APE; and
• If a survey is recommended by the Information Center to determine whether previously unrecorded cultural resources are present.

2. The results of any archaeological inventory survey that was conducted, including:
• Any report that may contain site forms, site significance, and suggested mitigation measures.

All information regarding site locations, Native American human remains, and associated funerary objects should be in a separate confidential addendum, and not be made available for public disclosure in accordance with Government Code Section 6254.10.

3. The result of the Sacred Lands File (SFL) check conducted through the Native American Heritage Commission was positive. Please contact the tribes on the attached list for more information.

4. Any ethnographic studies conducted for any area including all or part of the potential APE; and

5. Any geotechnical reports regarding all or part of the potential APE.

Lead agencies should be aware that records maintained by the NAHC and CHRIS is not exhaustive, and a negative response to these searches does not preclude the existence of a tribal cultural resource. A tribe may be the only source of information regarding the existence of a tribal cultural resource.

This information will aid tribes in determining whether to request formal consultation. In the event, that they do, having the information beforehand well help to facilitate the consultation process.

If you receive notification of change of addresses and phone numbers from tribes, please notify the NAHC. With your assistance we can assure that our consultation list remains current.

If you have any questions or need additional information, please contact me at my email address:

[email protected].

Sincerely,
Sarah Fonseca
Cultural Resources Analyst
Attachment
Amah MutsunTribal Band
Valentin Lopez, Chairperson
P.O. Box 5272
Galt, CA, 95632
Phone: (916) 743 - 5833
[email protected]
Costanoan
Northern Valley
Yokut
Amah MutsunTribal Band of
Mission San Juan Bautista
Irene Zwierlein, Chairperson
789 Canada Road
Woodside, CA, 94062
Phone: (650) 851 - 7489
Fax: (650) 332-1526
[email protected]
Costanoan
Costanoan Rumsen Carmel
Tribe
Tony Cerda, Chairperson
244 E. 1st Street
Pomona, CA, 91766
Phone: (909) 629 - 6081
Fax: (909) 524-8041
[email protected]
Costanoan
Esselen Tribe of Monterey
County
Tom Little Bear Nason, Chairman
P. O. Box 95
Carmel Valley, CA, 93924
Phone: (831) 659 - 2153
Fax: (831) 659-0111
[email protected]
g
Costanoan
Esselen
Indian Canyon Mutsun Band of
Costanoan
Ann Marie Sayers, Chairperson
P.O. Box 28
Hollister, CA, 95024
Phone: (831) 637 - 4238
[email protected]
Costanoan
Indian Canyon Mutsun Band of
Costanoan
Kanyon Sayers-Roods, MLD
Contact
1615 Pearson Court
San Jose, CA, 95122
Phone: (408) 673 - 0626
[email protected]
Costanoan
Ohlone/Costanoan-Esselen
Nation
Louise Miranda-Ramirez,
Chairperson
P.O. Box 1301
Monterey, CA, 93942
Phone: (408) 629 - 5189
[email protected]
Costanoan
Esselen
Salinan Tribe of Monterey, San
Luis Obispo Counties
Patti Dutton, Tribal Administrator
7070 Morro Road, Suite A
Atascadero, CA, 93422
Phone: (805) 464 - 2650
[email protected]
Salinan
Wuksache Indian Tribe/Eshom
Valley Band
Kenneth Woodrow, Chairperson
1179 Rock Haven Ct.

Salinas, CA, 93906
Phone: (831) 443 - 9702
[email protected]
Foothill Yokut
Mono
Xolon-Salinan Tribe
Karen White, Chairperson
P. O. Box 7045
Spreckels, CA, 93962
Phone: (831) 238 - 1488
[email protected]
Salinan
Rumsen Am:a Tur:ataj Ohlone
Dee Dee Ybarra, Chairperson
14671 Farmington Street
Hesperia, CA, 92345
Phone: (760) 403 - 1756
[email protected]
Costanoan
1 of 1
This list is current only as of the date of this document and is based on the information available to the Commission on the date it was produced. Distribution of this list does not relieve any person of statutory responsibility as defined in Section 7050.5 of the Health and Safety Code, Section 5097.94 of the Public Resources Code and Section 5097.98 of the Public Resources Code.

This list is applicable only for consultation with Native American tribes under Government Code Sections 65352.3, 65352.4 et seq. and Public Resources Code Sections 21080.3.1 for the proposed 1 Preston Street Project, Monterey County.

PROJ-2021-
003029
06/01/2021 02:54 PM
Native American Heritage Commission
Tribal Consultation List
Monterey County
6/1/2021
1 UNOFFICIAL MINUTES
OF THE

SALINAS PLANNING COMMISSION
April 19, 2023
The meeting was called to order at 3:33 p.m. in the City Council Chamber Rotunda.

PLEDGE OF ALLEGIANCE

ROLL CALL

WELCOME AND STAFF INTRODUCTIONS
PRESENT: Chairperson Gonzalez, Commissioners Manzo, Meeks, McKelvey Daye and Purnell
ABSENT: Commissioner Donohue
STAFF: Community Development Director, Megan Hunter; Planning Manager, Courtney Grossman; Planning Manager, Grant Leonard; Associate Planner, Oscar Resendiz; Principal-in Charge from Rincon Consultants Inc., Megan Jones; and Administrative Aide, Maira Robles

COMMENTS FROM THE PUBLIC FOR ITEMS NOT ON THE AGENDA
Chairperson Gonzalez opened for public comment at 3:34 p.m.

No public comments were received.

Chairperson Gonzalez closed for public comment at 3:34 p.m.

APPROVAL OF THE MINUTES: March 1, 2023
Upon motion by Commissioner Meeks, and a second by Commissioner Purnell, the minutes of March 1, 2023, were approved. The motion carried by the following vote:

AYES: Chairperson Gonzalez, Commissioners Manzo, Meeks, McKelvey Daye and Purnell
NOES: None
ABSTAIN: None
ABSENT: Commissioner Donohue
2 ADMINISTRATIVE REPORTS
General Plan Update Community Engagement and Outreach Strategy Planning Manager, Grant Leonard, presented a PowerPoint presentation, which is on file at the Community Development Department.

Commissioner Manzo requested information regarding the Youth Ambassador Interviews. Mr.

Leonard informed that Youth Ambassador Interviews are made possible through the Sustainable Lands Grant and are the result of a partnership between the City and the Center for Community Advocacy (CCA). The CCA recruits youth ambassadors and trains them to interview other youth in an effort to obtain feedback from community members that would otherwise not engage.

Commissioner Purnell requested details regarding the Focus Groups at High Schools. Mr. Leonard informed that Associate Planner, Monica Gurmilan, who is running the Outreach Strategy will followup in providing details about the Focus Groups.

Chairperson Gonzalez inquired if outreach has primarily focused on housing and if an outreach goal has been set. Mr. Leonard informed that currently the focus is on housing as staff are in the process of drafting and releasing the Housing Element, however, the outreach strategies for community engagement as presented, will also serve as the infrastructure toward gathering input on other elements of the General Plan. Community Development Director, Megan Hunter, informed that as feedback is gathered from various sources and meetings, the city has reached over 5k, and added that staff’s primary goal is to ensure that the General Plan draft is reflective of the community’s input.

Commissioner Meeks inquired if the 5k outreach goal is city-wide. Mr. Leonard confirmed that the goal of 5K goal is city-wide.

Chairperson Gonzalez opened for public comment at 3:46 p.m.

No public comments were received.

Chairperson Gonzalez closed for public comment at 3:46 p.m.

PUBLIC HEARINGS
General Plan Amendment 2022-001 and Rezone 2022-001; Amend the General Plan Land Use Designation from Residential Medium Density (8-15 Units/Acre) to Residential High Density (15-24 Units/Acre) and Rezone from Residential Medium Density (R-M-3.6) to Residential High Density (R-H-2.1) of a vacant 2.6-acre lot located at 1 Preston Street Associate Planner, Oscar Resendiz, presented a PowerPoint presentation, which is on file at the Community Development Department.
3 Commissioner Manzo inquired about the Final Initial Study and Mitigated Negative Declaration (ISMND) as prepared for the project site and inquired about the measures that will be taken to address concerns with regard to parking and walkability of the site and surrounding areas upon development.

Principal-in-Charge Planner from Rincon Consultants Inc., Megan Jones, informed that the analysis of the initial study found that the project’s impact will slightly exceed the Vehicle Miles Traveled (VMT) per capita threshold, therefore, the applicant developing the site will need to prepare and implement a VMT Reduction Program that reduces VMT generated by the project through Pedestrian Network Improvements and the inclusion of bicycle parking. Other measures may include on-site parking reductions, implementation of unbundled parking, affordable housing, incentivizing alternative transportation modes, and a school carpool program.

Commissioner Meeks requested that the PowerPoint slides for project presentations be shared ahead of meetings and that maps include legends for reference. Commissioner Meeks also inquired about the previous use of the project site. Mr. Resendiz informed that the vacant lot was previously a Truck Depot with vehicle maintenance conducted on site.

Commissioner McKelvey Daye inquired about the response from staff to the concerns outlined in the letter received from the Department of Toxic Substances Control (DTSC). Mr. Resendiz informed that the comments and concerns identified in the letter were addressed on page 139 of the Final ISMND.

Ms. Jones provided additional details regarding the response to comments and informed that it was determined that there is no impact to the site resulting from hazardous material spills.

Commissioner Purnell inquired about the green space requirements for the site. Mr. Resendiz informed that once an application for development is submitted, the applicant will have to follow regulations for open space requirements.

Commissioner Gonzalez commended the reuse of vacant land as a strategy to help meet housing production goals.

Chairperson Gonzalez opened for public comment at 4:02 p.m.

No public comments were received.

Chairperson Gonzalez closed for public comment at 4:02 p.m.

Commissioner Manzo motioned to approve a Resolution Recommending that the Salinas City Council approve a General Plan Amendment (GPA) to change the land use designation from Residential Medium Density (8-15 Units/Acre) to Residential High Density (15-24 Units/Acre) and Rezone (RZ) from Residential Medium Density (R-M-3.6) to Residential High Density (R-H-2.1) of a vacant 2.6- acre lot located at 1 Preston Street (GPA 2022-001, RZ 2022-001, ER 2022-009). Commissioner Meeks seconded the motion. The motion carried by the following vote:

AYES: Chairperson Gonzalez, Commissioners Manzo, Meeks, McKelvey Daye and Purnell
NOES: None
4 ABSTAIN: None
ABSENT: Commissioner Donohue

OTHER BUSINESS
General Plan Steering Committee Update
Commissioner Gonzalez commended staff for compiling data from all community engagement work completed to date and for reviewing the initial policy element drafts to ensure that these are reflective of recommendations received from the public.

Mr. Grant informed that the General Plan Steering Committee will not be meeting for the month of April 2023 due to the scheduled community outreach meetings. Regular meetings for the General Plan Steering Committee are expected to resume in May 2023.

FOLLOW UP REPORTS
None

FUTURE AGENDA ITEMS
Planning Manager, Courtney Grossman, informed that a Conditional Use Permit to construct a new 7, 625 s.f. recovery center at 11 Peach Drive, is scheduled for presentation to the Planning Commission on May 3, 2023.

Additionally, a General Plan Amendment, Rezone, and Conditional Use Permit for an Extended Stay Hotel is also scheduled for presentation on May 3, 2023.

Commissioner Purnell inquired if notices would be sent to inform of the proposed projects. Mr.

Grossman confirmed notices would be sent to residents and businesses within a 300 radius of the project sites.

ADJOURNMENT
Chairperson Gonzalez reviewed for quorum for May 3, 2023, and adjourned the meeting at 4:09 p.m. ______________________ _______________________

ROSA GONZALEZ COURTNEY GROSSMAN
Chairperson Executive Secretary

SALINAS PLANNING COMMISSION
RESOLUTION NO. 2023-03

RESOLUTION RECOMMENDING TO THE SALINAS CITY COUNCIL APPROVAL

OF A GENERAL PLAN AMENDMENT (GPA) TO CHANGE THE LAND USE DESIGNATION FROM RESIDENTIAL MEDIUM DENSITY (8-15 UNITS/ACRE) TO RESIDENTIAL HIGH DENSITY (15-24 UNITS/ACRE) AND REZONE (RZ) FROM RESIDENTIAL MEDIUM DENSITY (R-M-3.6) TO RESIDENTIAL HIGH DENSITY (RH-2.1) OF A VACANT 2.6-ACRE LOT LOCATED AT 1 PRESTON STREET (GPA 2022-001, RZ 2022-001, ER 2022-009)
WHEREAS, on April 19, 2023, the Salinas Planning Commission held a duly noticed public hearing to consider General Plan Amendment 2022-001 and Rezone 2022-001 of a vacant 2.6-acre lot located at 1 Preston Street as described in more detail below:

1. General Plan Amendment 2022-001 (GPA 2022-001); Change the land use designation from Residential Medium Density (8-15 units/acre) to Residential High Density (15-24 units/acre); and

2. Rezone 2022-001 (RZ 2022-001); Change the Zoning designation from Residential Medium Density (R-M-3.6) to Residential High Density (R-H-2.1).

WHEREAS, the Planning Commission weighed the evidence presented at said public hearing, including the Staff Report which is on file at the Community Development Department together with the record of environmental review; and
WHEREAS, the Planning Commission has reviewed and considered the information contained in the Initial Study and related environmental documents including the Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program, which is known as ER 2022-009.

WHEREAS, the circulated Initial Study and Mitigated Negative Declaration incorrectly stated the maximum density as 15-20 units/acre when the actual Residential High Density designation is 15-24 units/acre.

NOW, THEREFORE, BE IT RESOLVED by the Salinas Planning Commission that it recommends that the City Council adopt the proposed Mitigated Negative Declaration, approve General Plan Amendment 2022-001 and Rezone 2022-001, adopt the following findings as the basis for its determination, and that the foregoing recitations are true and correct, and are included herein by reference as findings:

For the Mitigated Negative Declaration:

1. The Planning Commission hereby finds that a Mitigated Negative Declaration (MND) has been prepared with respect to the project in compliance with the California Environmental Quality Act (CEQA) of 1970, as amended, and the guidelines promulgated thereunder.

Further, this Commission has independently reviewed and considered the information contained in the Initial Study and related environmental documents, together with the comments received during the public review process. On the basis of the whole record before it, the Commission finds that there is no substantial evidence that the project will Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

have a significant effect on the environment and that the MND reflects the Commission’s independent judgment and analysis. On this basis, the Commission recommends that the City Council adopt the Mitigated Negative Declaration.

The environmental impacts of the project have been analyzed in accordance with the California Environmental Quality Act (CEQA). An Initial Study was prepared to evaluate the potential impacts associated with the project. Based upon review of the Initial Study, the proposed project will not have a significant effect on the environment because the mitigation measures outlined in the proposed Mitigation Monitoring and Reporting Program have been included in the project (see Exhibit “1”). The Initial Study and Mitigated Negative Declaration were routed to responsible agencies and posted at the County Clerk’s Office on January 27, 2023; the deadline for comments was February 26, 2023. The State Clearinghouse received the document on January 27, 2023; the deadline for Clearinghouse comments was February 26, 2023 (SCH Number 2023010626).

Public comments were received from interested parties and public agencies during the comment period as described below:

1. Comments received via email from Mr. Gavin McCreary, Project Manager, Site Evaluation and Remediation Unit, Site Mitigation and Restoration Program, Department of Toxic Substance Control, On February 9, 2023 with comments attached to the email, stating: The Department of Toxic Substances Control (DTSC) received a Mitigated Negative Declaration (MND) for the 1 Preston Street Project (Project). The Lead Agency is receiving this notice from DTSC because the Project includes one or more of the following: groundbreaking activities, importation of backfill soil, and/or work on or in close proximity to an agricultural or former agricultural site.

DTSC recommends that the following issues be evaluated in the Hazards and Hazardous Materials section of the MND:

1. A State of California environmental regulatory agency such as DTSC, a Regional Water Quality Control Board (RWQCB), or a local agency that meets the requirements of Health and Safety Code section 101480 should provide regulatory concurrence that the Project site is safe for construction and the proposed use.

2. The MND should acknowledge the potential for historic or future activities on or near the project site to result in the release of hazardous wastes/substances on the project site. In instances in which releases have occurred or may occur, further studies should be carried out to delineate the nature and extent of the contamination, and the potential threat to public health and/or the environment should be evaluated.

The MND should also identify the mechanism(s) to initiate any required investigation and/or remediation and the government agency who will be responsible for providing appropriate regulatory oversight.

3. If any projects initiated as part of the proposed project require the importation of soil to backfill any excavated areas, proper sampling should be conducted to ensure Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

that the imported soil is free of contamination. DTSC recommends the imported materials be characterized according to DTSC’s 2001 Information Advisory Clean Imported Fill Material.

4. If any sites included as part of the proposed project have been used for agricultural, weed abatement or related activities, proper investigation for organochlorinated pesticides should be discussed in the MND. DTSC recommends the current and former agricultural lands be evaluated in accordance with DTSC’s 2008 Interim Guidance for Sampling Agricultural Properties (Third Revision).

Staff Response: Consultant firm (Rincon Consultants, Inc.) prepared the following response comments to the comments made by Mr. McCreary and Staff provided comments via email to Mr. McCreary.

1. Health and Safety Code section 101480 authorizes a responsible party, as defined, to request that a local officer supervise remedial action if a release of waste occurs, and remedial action is required. As stated in Section 9, Hazards and Hazardous Materials, of the Initial Study, no items of potential environmental concern were identified at the project site. Therefore, oversight of a qualified regulatory investigation and no remedial action would be required at this time.

No revisions to the IS-MND are required in response to this comment.

2. Please refer to Section 5, Cultural Resources, of the Initial Study for additional information on historic uses of the project site. As discussed therein, it was found that the project site was generally undeveloped until the 1970s. As stated in Section 9, Hazards and Hazardous Materials, of the Initial Study, future operation activities on the project site are not anticipated to release hazardous wastes or substances, but construction activities could result in the transport, storage, or use of potentially hazardous materials. The project would be required to comply with various federal, state, and local regulations, including those set forth by DTSC, which are designed to reduce risks associated with hazardous materials, including potential risks associated with upset or accident conditions.

No items of potential environmental concern were identified at the project site.

Therefore, there are no required investigations or remediation needed, and no revisions to the IS-MND are warranted.

3. According to DTSC, there are currently no established standards within applicable statues and regulations that address environmental requirements for imported fill material.1 Sampling of backfill soil would not be required.

Additionally, the property owner would be liable if contaminated soil were imported to the site. No revisions to the IS-MND are required in response to this comment.

4. Based on review of historical topographic maps from 1910 to 1964, the project site has not been used for agricultural purposes. Furthermore, the project site has not been used for weed abatement or related activities. As discussed within Section 9, Hazards and Hazardous Materials, compliance with existing DTSC regulations would reduce the risk of potential release of hazardous materials during demolition, dewatering, soil disturbance/grading, and Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

construction. No revisions to the ISMND are required in response to this comment.

For General Plan Amendment 2022-001:

2. That the proposed General Plan Amendment is in conformance with all other goals, policies, programs, and land uses of the Salinas General Plan.

The proposed Amendment is consistent with Salinas General Plan Policies. The proposed General Plan Amendment would change the existing designation for the project site and amend the General Plan Land Use and Circulation Policy Map to align with the proposed rezoning of the site to Residential High Density (15-24 units/acre). The Amendment would be consistent with the General Plan land use designation of the adjacent sites of the subject site. The proposed “Residential High Density (15-24 units/acre)” land designation for the project site is consistent with General Plan Goal H-1, by providing a range of housing opportunities to adequately address existing and projected needs to Salinas. The project also complies with General Plan Policy H-1.3, by identify adequate sites to facilitate and encourage housing production for the existing and projected housing needs of the City. In addition, the project complies with General Plan Goal H-2, by maintaining and improving existing neighborhoods and housing stock.

3. That the proposed General Plan Amendment promotes the public necessity, convenience, and general welfare.

The General Plan Amendment promotes the public necessity, convenience, and general welfare because the proposal will create additional housing units the City of Salinas.

For Rezone 2022-001:

4. The amendment is consistent with the Salinas General Plan, any applicable Specific Plan, and other plans and policies adopted by the Salinas City Council.

Per the 2002 Salinas General Plan, the “High-Density Residential” designation allows for development of row houses, condominiums, and apartments. The designation allows a maximum of 24.0 units per net acre (30 with density bonus). Uses such as mobile and modular homes, public facilities, day care, churches and others that are compatible with and oriented toward serving the needs of the high-density neighborhood may also be considered.

The maximum density of this land use designation may be increased in accordance with the density bonus provisions of the California Government Code and the City's Zoning Ordinance.

Per the 2002 Salinas General Plan, Focused Growth Areas are existing urbanized areas where additional growth and/or redevelopment and revitalization would be appropriate and provide Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

benefits to the community. By selectively increasing density of development in a manner compatible with the surrounding neighborhoods, the pressure to develop agricultural lands is also reduced.

The project site is currently designated “Residential Medium Density (8-15 du/ac)”. The proposed Amendment is consistent with Salinas General Plan policies. The proposed General Plan Amendment would change the existing designation for the project site and amend the General Plan Land Use and Circulation Policy Map to align with the proposed rezoning of the site to Residential High Density (15-24 du/ac). The Amendment would be consistent with the General Plan land use designation of the adjacent site to the east of the subject site.

The proposed “Residential High Density” land use designation is consistent with General Plan Goal H-1, by providing a range of housing opportunities to adequately address existing and projected needs in Salinas. The project also complies with General Plan Policy H-1.3, by identifying adequate sites to facilitate and encourage housing production for the existing and projected housing needs of the City. In addition, the project complies with General Plan Goal H-2, by maintaining and improving existing neighborhoods and housing stock.

Residential- High Density (R-H-2.1) provides for high density multifamily dwelling units where the minimum density is more than 15 dwelling units per net acre and the maximum density is not more than 24 dwelling units per net acre without density bonus. Per Zoning Code Section 37-30.140, the purpose of the “Residential high density (R-H)” land use designation is to provide appropriately located areas for high density and multifamily dwellings consistent with the General Plan and with standards of public health and safety established by the Municipal Code. This includes:
 Provide adequate light, air, privacy, and open space for each dwelling unit and protect residents from the harmful effects of excessive noise, inappropriate population density, traffic congestion, and other adverse environmental impacts.  Promote development of affordable housing, housing for qualifying residents, and day care facilities by providing a density bonus for projects, which meet state and/or city density bonus requirements.
 Achieve design compatibility through the use of site development regulations and design standards.
 Protect adjoining low and medium density residential districts from excessive noise or loss of sun, light, quiet, and privacy resulting from proximity to multifamily dwellings.
 Provide sites for public and semipublic land uses needed to complement residential development or requiring a residential environment.
 Ensure the provision of public services and facilities needed to accommodate planned population densities.
 Encourage attractive and interesting residential streetscapes and high-density developments that are pedestrian-oriented and reflect traditional residential design principles and promote safe residential neighborhoods through the incorporation of crime prevention through environmental design (CPTED) features in dwelling and site design.

Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

In order for the proposed Residential High Density Development Regulations to be permitted, the project site will need to be rezoned “Residential High Density” (R-H). The purpose of the proposed Rezone is to facilitate the production of housing which per R-H-2.1 Zoning Code Section 37-30.150(j)(1) the minimum density is more than 15 dwelling units per net acre and the maximum density is not more than 24 dwelling units per net acre without density bonus.

The proposed rezoning of the project site would be consistent with Residential High Density (R-H) District and Focused Growth (FG) Overlay District. The project would comply with the development regulations and design standards of both the R-H and FG-2 District by:
 Creating healthy neighborhood centers where residents of all economic and cultural backgrounds can live, work, walk, shop, exercise, and spend quality time outdoors.  Increase pedestrian activity by creating neighborhood centers that are conveniently accessed by public transit.
 Encouraging creative architecture and public design that communicate a neighborhood's locale, purpose, priorities, and personality to those who use the space, and create revitalized neighborhoods through infill development and redevelopment activities.

5. The amendment will not have the effect of reversing the policies of the Salinas General Plan, any applicable Specific Plan, and other plans and policies adopted by the Salinas City Council.

There are no policies within the Salinas General Plan that would be reversed as a result of this amendment. There are no Specific Plans or Precise Plans applicable to the site.

6. The amendment would not create an isolated district unrelated to adjacent zoning districts.

The proposed rezoning will not create an unrelated zoning district because the rezoning of the project site from “from Residential Medium Density (R-M-3.6) to Residential High Density (R-H-2.1)” would be consistent with the adjacent zoning district to the east of the project site “Residential High Density (R-H-2.1)”.

7. The City has the capability to provide public utilities, roads, and services to serve the uses allowed by the proposed amendment.

Salinas is an urbanized area and public infrastructure is presently in place to serve most uses.

The proposed Rezone would not create the need for additional infrastructure.

PASSED AND APPROVED this 19th day of April 2023, by the following vote:

AYES: Chairperson Gonzalez, Commissioners Manzo, McKelvey, Meeks, and Purnell NOES:

Planning Commission Resolution
General Plan Amendment 2022-001 (GPA 2022-001) and Rezone 2022-001 (RZ2022-001)

ABSTAIN:

ABSENT: Commissioner Donohue
THIS IS TO CERTIFY that the foregoing is a full, true, and correct copy of a Resolution of the Planning Commission of the City of Salinas, that said Resolution was passed and approved by the affirmative and majority vote of said Planning Commission at a meeting held on April 19, 2023, and that said Resolution has not been modified, amended, or rescinded, and is now in full force and effect.

SALINAS PLANNING COMMISSION
Date:

Courtney Grossman
Secretary
Attach:

Exhibit 1: Mitigated Negative Declaration and Mitigation Monitoring and Reporting Program
Exhibit 2: Proposed General Plan Amendment 2022-001 (GPA 2022-001) Map and Proposed Rezone 2022-001 (RZ 2022-001) Map
\\COSRedirect\User\oscarr\Desktop\1 Preston Street\Planning Commission (PC)\1 Preston Street PC Reso MND.docx

1 Preston Street Project

MITIGATION MONITORING AND REPORTING PROGRAM
1 PRESTON STREET
(GENERAL PLAN AMENDMENT 2022-001 AND REZONE 2022-001)
Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
BIO-1:

Nesting Bird
Surveys and
Avoidance
To avoid disturbance of nesting and special-status birds or migratory species protected by the MBTA and Sections 3503, 3503.5, and 3513 of the CFGC, activities related to the project site development, including, but not limited to, vegetation removal, shall occur outside of the bird breeding season (February 1 through August 30). If ground disturbance,
vegetation removal or heavy equipment work must begin
within the nesting season, then the project applicant shall submit evidence to the City that a qualified biologist conducted a pre-construction nesting bird survey within 14 days of the start of construction. The nesting bird pre-construction survey shall be conducted within the disturbance footprint and a 300- foot buffer.

If nests are found, an avoidance buffer shall be established by a qualified biologist. The buffer shall be established to ensure nesting activity is not disturbed by construction activity, and shall be determined by the qualified biologist based on the species’ known tolerances, the proposed work activity, and existing disturbances associated with land uses outside of the site. The buffer shall be demarcated by the biologist with bright construction fencing, flagging, construction lathe, or other means to mark the boundary. All construction personnel shall be notified as to the existence of the buffer zone and to avoid entering the buffer zone during the nesting season. No ground disturbing activities shall occur within this buffer until the qualified biologist has confirmed that breeding/nesting has completed, and the young have fledged the nest, or the nest has become otherwise inactive. Encroachment into the buffer shall occur only at the discretion of the qualified biologist.

To avoid
disturbance of
nesting and
special-status
birds or
migratory
species
protected by the
MBTA and
Sections 3503,
3503.5, and
3513 of the
CFGC.

Applicant, or
Successor in
Interest.

Development and
Engineering Services
Department -
Community
Development
Department - Current
Planning Division
Within 14 days
prior to the start of
construction.

BIO-2: Coast Pre-construction clearance surveys for coast range newt shall To minimize Applicant, or Development and Within 14 days Exhibit 1

Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
Range Newt
Survey and
Avoidance
be conducted within 14 days prior to the start of construction (including staging and mobilization), the surveys shall cover the entire disturbance footprint. A wildlife exclusion fence shall be placed along the top of bank of the adjacent ditch and
maintained regularly to deter wildlife from entering the project area during construction. The project applicant shall submit evidence to the City that a qualified biologist conducted preconstruction clearance surveys for coast range newt no more than 14 days prior to the start of construction.
impacts to coast
range newts.

Successor in
Interest.

Engineering Services
Department -
Community
Development
Department - Current
Planning Division
prior to the start of
construction.

BIO-3:

Western Pond
Turtle
Clearance
Surveys and
Avoidance
Pre-construction clearance surveys for western pond turtle shall be conducted, the surveys shall cover the entire disturbance footprint. A wildlife exclusion fence shall be placed along the top of bank of the adjacent ditch and maintained regularly to deter wildlife from entering the project area during construction. The project applicant shall submit evidence to the City that a qualified biologist conducted pre-construction clearance surveys for western pond turtle no more than 14 days prior to the start of construction.

To minimize
impacts to
western pond
turtles.

Applicant, or
Successor in
Interest.

Development and
Engineering Services
Department -
Community
Development
Department - Current
Planning Division
Within 14 days
prior to the start of
construction.

BIO-4:

Western
Burrowing
Owl Surveys
and
Avoidance
The project applicant shall submit evidence to the City that a qualified biologist conducted pre-construction clearance surveys prior to ground disturbance activities within suitable natural habitats and ruderal areas throughout the project site, to confirm the presence/absence of active western burrowing owl burrows. The surveys shall be consistent with the
recommended survey methodology provided by CDFW (2012).

Clearance surveys shall be conducted within 30 days prior to construction and ground disturbance activities. If no western burrowing owls are observed, no further actions are required. If western burrowing owls are detected during the preconstruction clearance surveys, the following measures shall apply:
• Avoidance buffers during the breeding and nonbreeding season shall be implemented in accordance with the CDFW (2012) and Burrowing Owl
Consortium (1993) minimization mitigation measures.
• If avoidance of western burrowing owls is not feasible, To minimize
impacts to
western
burrowing owls.

Applicant, or
Successor in
Interest.

Community
Development
Department, Current
Planning Division
Within 30 days
prior to the start of
construction.

Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
then additional measures such as passive relocation
during the nonbreeding season and construction
buffers of 200 feet during the breeding season shall
be implemented, in consultation with CDFW. In
addition, a Western Burrowing Owl Exclusion Plan
and Mitigation and Monitoring Plan shall be
developed by a qualified biologist in accordance with
the CDFW (2012) and Burrowing Owl Consortium
(1993).

CUL-1:

Unanticipated
Discovery of
Cultural
Resources
If archaeological resources are encountered during grounddisturbing activities, work within 50 feet shall be halted and an archaeologist meeting the Secretary of the Interior’s
Professional Qualification Standards for archaeology (National Park Service 1983) shall immediately to evaluate the find pursuant to PRC Section 21083.2. If necessary, the evaluation may require preparation of a treatment plan and archaeological testing for CRHR eligibility. If the discovery proves to be significant under CEQA and cannot be avoided by the project, additional work may be warranted, such as data recovery excavation (described below), to mitigate any significant impacts to significant resources. If the resource is of Native American origin, implementation of Mitigation Measure TCR-1 may be required. Any reports required to document and/or evaluate unanticipated discoveries shall be submitted to the City for review and approval and submitted to the NWIC after completion. Recommendations contained therein shall be
implemented throughout the remainder of ground disturbance activities.

To ensure
protection of
cultural
resources.

Applicant, or
Successor in
Interest.

Development and
Engineering
Services
Department -
Community
Development
Department
If archaeological
resources are
encountered
during grounddisturbing
activities.

GEO-1:

Paleontologic
al Resources
Monitoring
and Mitigation
For grading or excavation exceeding five feet in depth, the City of Salinas shall require the following:

1. Qualified Paleontologist. The project applicant shall retain a Qualified Paleontologist prior to excavations that will exceed five feet in depth. The Qualified Paleontologist shall direct all mitigation measures related to
paleontological resources. A qualified professional
To ensure
protection of
paleontological
resources.

Applicant, or
Successor in
Interest.

Development and
Engineering
Services
Department -
Community
Development
Department
During grading or
excavation
exceeding five
feet in depth.

Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
paleontologist is defined by the Society of Vertebrate
Paleontology (SVP) standards (SVP 2010) as an individual preferably with an M.S. or Ph.D. in paleontology or geology who is experienced with paleontological procedures and
techniques, who is knowledgeable in the geology of
California, and who has worked as a paleontological
mitigation project supervisor for a least two years (SVP 2010).

2. Paleontological Worker Environmental Awareness
Program. Prior to the start of construction, the Qualified Paleontologist or his or her designee shall conduct a
paleontological Worker Environmental Awareness Program
(WEAP) training for construction personnel regarding the appearance of fossils and the procedures for notifying
paleontological staff should fossils be discovered by
construction staff.

3. Paleontological Monitoring. Full-time paleontological monitoring shall be conducted during ground disturbing
construction activities (i.e., grading, trenching, foundation work) of depths greater than five feet within native
(previously undisturbed) sediments. Ground-disturbing
activities that impact artificial fill (previously disturbed) sediments only do not require paleontological monitoring.

Paleontological monitoring shall be conducted by a
qualified paleontological monitor, who is defined as an individual who has experience with collection and salvage of paleontological resources and meets the minimum
standards of the SVP (2010) for a Paleontological
Resources Monitor. The duration and timing of the
monitoring will be determined by the Qualified
Paleontologist based on the observation of the geologic setting from initial ground disturbance, and subject to the review and approval by the City of Salinas.

4. Final Paleontological Mitigation Report. Upon
completion of ground disturbing activity (and curation of fossils if necessary) the Qualified Paleontologist shall prepare a final report describing the results of the

Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
paleontological monitoring efforts associated with the
project. The report shall include a summary of the field and laboratory methods, an overview of the project geology and paleontology, a list of taxa recovered (if any), an analysis of fossils recovered (if any) and their scientific significance, and recommendations. The report shall be submitted to the City of Salinas Community Development Department. If the monitoring efforts produced fossils, then a copy of the report shall also be submitted to the designated museum repository.

TRA-1: VMT
Reduction
Program
The applicant shall prepare and implement a VMT Reduction Program that reduces VMT generated by the project to VMT per capita of 9.95. The following two strategies shall be included in the Program:

Pedestrian Network Improvements. Construct pedestrian
facilities to connect the site to existing pedestrian facilities on Preston Street. Creating safe pedestrian connections would encourage future residents to walk instead of drive.

Include Bike Parking, Pursuant to SMC Section 37-50.400.

Provide bicycle parking on site, which would encourage future residents to bike instead of drive.

In addition to the above strategies, one or several of the following travel demand management strategies shall be
considered for inclusion in the VMT Reduction Program, to achieve a VMT per capita of 9.7 or less:

Reduce On-Site Parking. Reduce the number of on-site
parking spaces for future residents to less than what is required by SMC Section 20-85; or
Implement Unbundled Parking. Separate or “unbundle”
parking costs from leases or property costs, requiring those that wish to purchase parking spaces to do so at an additional cost; or
Affordable Housing. Provide affordable, below market-rate housing on site; or
Voluntary Travel Behavior Change Pattern. Implement a
travel behavior change program by offering incentives to future residents to utilize alternative transportation modes, with at To reduce
vehicle miles
traveled per
capita.

Applicant, or
Successor in
Interest.

Public Works
Department – Traffic
Engineering -
Community
Development
Department -
Current Planning
Prior to issuance
of a building
permit.

Mitigation
Number
Nature of
Mitigation
Result after
Mitigation
Party
Responsible
for
Implementing

Party Responsible
for Monitoring:

Method to Confirm
Implementation
Timing for
Implementation
least 75 percent of future residents participating; and Promotions and Marketing. Provide future residents with information regarding alternative transportation and travel demand management programs, with at least 75 percent of future residents participating; and
School Carpool Program. Implement a school carpool
program among future residents of the project site.

The VMT Reduction Program shall be submitted to the City for review and approval prior to issuance of a building permit and shall demonstrate that the net VMT per capita would be 9.7 or less, using a combination of travel demand management
strategies approved by the City.

TCR-1:

Inadvertent
Discoveries
During
Construction
In the event that cultural resources of Native American origin are identified during grading or construction, all earth disturbing work within the vicinity of the find shall be temporarily suspended or redirected until a qualified archaeologist has evaluated the nature and significance of the find; an appropriate Native American representative, based on the nature of the find, is consulted; and mitigation measures are put in place for the disposition and protection of any find pursuant to PRC Section 21083.2. If the City, in consultation with local Native Americans, determines that the resource is a tribal cultural resource and thus significant under CEQA, a mitigation plan shall be prepared and implemented in accordance with state guidelines and in consultation with local Native American group(s) prior to continuation of any earth disturbing work within the vicinity of the find. The plan shall include avoidance of the resource or, if avoidance of the resource is infeasible, shall outline the appropriate treatment of the resource in coordination with the appropriate local Native American tribal representative and, if applicable, a qualified archaeologist. Examples of appropriate mitigation for tribal cultural resources include, but are not limited to, protecting the cultural character and integrity of the resource, protecting traditional use of the resource, protecting the confidentiality of the resource, or heritage recovery.

To ensure
protection of onsite tribal
cultural
resources.

Applicant, or
Successor in
Interest.

Development and
Engineering
Services
Department -
Community
Development
Department
If cultural
resources of
Native American
origin are
identified during
grading or
construction.
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PROPOSED GENERAL PLAN LAND USE AND ZONING CODE
DESIGNATIONS:
1 Preston Street (APN: 003-161-008-000)
GENERAL PLAN AMENDMENT 2022-001 AND REZONE 2022-001;

AMEND THE GENERAL PLAN LAND USE DESIGNATION FROM
RESIDENTIAL MEDIUM DENSITY (8-15 UNITS/ACRE) TO
RESIDENTIAL HIGH DENSITY (15-24 UNITS/ACRE) AND REZONE
FROM RESIDENTIAL MEDIUM DENSITY (R-M-3.6) TO
RESIDENTIAL HIGH DENSITY (R-H-2.1) OF A VACANT 2.6 ACRE SITE LOCATED AT 1 PRESTON STREET
Oscar Resendiz, Associate Planner
Grant Leonard, Planning Manager
Community Development Department
City Council Hearing
Tuesday, June 13, 2023
Background
 Project Area
 One (1) site totaling 2.6-acres
 Approximately 129,202 square feet (sf)
 Project Objectives
 Change the General Plan land use designation from
Medium Density Residential (8-15 units/acre) to High
Density Residential (15-24 units/acre)
 Rezone from Residential Medium Density (R-M-3.6)
to Residential High Density (R-H-2.1)
 Encourage the development of higher density
development that would provide new housing that
would be consistent with the Salinas General Plan
 Facilitate development of up to approximately 76
(anticipating a density bonus)
GPA 2022-001 / Rezone 2022-001
Environmental Review
Initial Study & Mitigated Negative Declaration routed to responsible agencies on January 27, 2023:
 The proposed project will not have a significant effect on the environment because the mitigation measures outlined in the proposed Mitigation Monitoring and Reporting Program have been included in the project.
 State Clearinghouse – January 27, 2023 (SCH Number 2023010626).  Posted County Clerk’s Office - January 27, 2023
 Routed to responsible agencies – January 27, 2023
 Deadline for comments – February 26, 2023
Public Notice
 Published in Monterey Herald – 05/05/2023
 Mailed – 05/04/2023; and
 Posted – 05/04/2023
Recommended Motion

1. Approve a resolution affirming the findings, adopting the proposed Mitigated Negative Declaration and Mitigation
Monitoring and Reporting Program, and approving a
General Plan Amendment (GPA 2022-001) changing the
General Plan Land Use designation from Residential
Medium Density to Residential High Density; and

2. Adopt an Ordinance to Rezone from Residential Medium Density to Residential High Density (RZ 2022-001).

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-268, Version: 1
Parking Citation Fee Update
Approve a Resolution adopting the updated schedule of parking citation fines.

City of Salinas Page 1 of 1 Printed on 6/8/2023
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CITY OF SALINAS

COUNCIL STAFF REPORT
DATE: MAY 16, 2023 – CONTINUED
JUNE 13, 2023
DEPARTMENT: PUBLIC WORKS DEPARTMENT/POLICE
FROM: ROBERTO FILICE, CHIEF OF POLICE

DAVID JACOBS, PUBLIC WORKS DIRECTOR
BY: ANDREW EASTERLING, TRAFFIC ENGINEER

ANISSA TORRES, MANAGEMENT ANALYST

TONYA ERICKSON, POLICE SERVICES ADMINISTRATOR
TITLE: PARKING CITATION FEE UPDATE
RECOMMENDED MOTION:

A motion approving a Resolution adopting the updated schedule of parking citation fines (Attachment 1).

EXECUTIVE SUMMARY:

The last time the City updated the parking citation fee schedule was in 2017 and 2018. The last fee update included fees for many but not all of the municipal code and California Vehicle Code parking violations. City staff are proposing a fee update which establishes citation amounts for all of the municipal code and California Vehicle Code violations and eliminates obsolete or duplicate codes. City staff has completed a comparative analysis of nearby jurisdictions and is recommending a proposed parking citation fee update. The proposed parking citation fee update includes a complete list of parking citations and establishes a comparable rate to nearby agencies.

BACKGROUND:

In 1992, the State of California passed Assembly Bill 408, which allowed agencies to establish their own parking citation fines. The City of Salinas is allowed to establish the amount of parking violation citation fees. However, the California Vehicle Code Section 40203.5 states, “to the extent possible, issuing agencies within the same county shall standardize parking penalties.”.

The City of Salinas established a bail schedule for parking violations in 1994 (Attachment 2). The bail schedule was increased in 2004 (Attachment 3) and then updated again in 2017 (Attachment 4). In 2018 three (3) new municipal code parking violations were added for oversize vehicles (Attachment 5). Throughout all of the updates there remain several municipal code and California Vehicle Code violations that the City does not currently have an adopted citation fee for. The Page | 2
proposed parking citation fee update includes a complete and comprehensive list of parking citations and establishes a comparable rate to nearby agencies, in accordance with California Vehicle Code Section 40203.5.

City staff has prepared the proposed schedule of parking citation fines (Attachment 1). The update includes a complete fee schedule for every municipal code and California Vehicle Code violation used by parties conducting Parking Enforcement in the City of Salinas. In accordance with California Vehicle Code requirements, staff completed a comparative analysis of parking fines adopted in nearby cities. Several nearby cities were non-responsive and City staff were not able to obtain rates from every agency within the County. The analysis includes Monterey, Marina, Seaside, Carmel by the Sea, Soledad, and Greenfield. King City and Gonzales were nonresponsive to staff requests. Each city may have different municipal code violations, and not every responsive City had a complete bail schedule for all of the parking-related municipal codes and California Vehicle Code violations. In order to have a more complete sampling of other agencies, City staff also included a comparison to Watsonville, Santa Cruz, and Gilroy to supplement the available data from within the County.

The attached proposed updated schedule of parking citation fees provides a comparison of the available parking citation fees for similar violations from other nearby cities. City staff has included an average calculation from the available data for comparison. In some cases, there are notable statistical outliers in the sample that effects the average calculation, and some consideration was given to their effect. Generally, staff’s recommended citation fee amount is based off of the average calculation rounded to the nearest $5 increment or aligned with similar types of parking violations. The baseline parking violation was set at $45 for many of the common parking violations. Citations for code sections with similar or the same violation are proposed with consistent citation fee amounts to standardize the fee schedule as much as possible.

TRAFFIC AND TRANSPORTATION COMMISSION:

The parking citation fee update was presented to the Traffic and Transportation Commission at its January 12, 2023, meeting. Commissioner Cox recommended modifying the proposed fee schedule to align citations CVC 4000(a)(1): Expired Registration, and CVC 5204(a): Tab not displayed closer to the surveyed average. An amended motion was made to recommend City Council approve the parking citation fee schedule (Attachment 1), with the exception of violations CVC 4000(a)(1): Expired Registration set to $65, and CVC 5204(a): Tab no Displayed set to $55.

The Commission voted (5-0) to approve the amended recommendation to approve the parking citation fee schedule (Attachment 1), with the exception of violations CVC 4000(a)(1): Expired Registration set to $65, and CVC 5204(a): Tab no Displayed set to $55.

FINANCE COMMITTEE:

The parking citation fee update was presented to the Finance Committee at its March 7, 2023, meeting. The Committee voted (2-1) to approve the proposed parking citation fee schedule (Attachment 1). Where as committee members Craig, and Osornio voted in support of the item and committee member Rocha voted against the item.

Page | 3
CEQA CONSIDERATION:

Not a Project. City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) pursuant to Sections 15378 and 15061(b)(3).

STRATEGIC PLAN INITIATIVE:

Parking enforcement is a public service which supports the Council’s initiatives of “Public Safety”, “Economic Development,” and “Infrastructure and Environmental Sustainability”. Parking regulations may exist for a variety of reasons. Red zones, and other no parking zones are typically established for public safety purposes to keep sight lines clear or to provide emergency service access. Occasional, parking regulations may be used to support businesses and provide parking turnover for customer convenience. In some cases, parking regulations also serve provide sweepers access to the curb to improve infrastructure and environmental sustainability.

FISCAL AND SUSTAINABILITY IMPACT:

There is no impact to the General Fund. The Parking Enforcement Program is an enterprise account where the revenues offset the operating cost. The proposed updated schedule of parking citation fines is not anticipated to substantially change the Parking Enforcement Program operations.

ATTACHMENTS:

Resolution
Attachment 1: Proposed Schedule of Parking Citation Fines Attachment 2: Bail Schedule Comparison
Attachment 3: 1994 Schedule for Parking Violations
Attachment 4: 2004 Parking Fines Update
Attachment 5: 2017 Parking Fines Update
Attachment 6: 2018 Parking Fines Update
1 RESOLUTION NO. (N.C.S.)

A RESOLUTION OF THE SALINAS CITY COUNCIL ADOPTING THE UPDATED

SCHEDULE OF PARKING CITATION FINES
WHEREAS, the last time the City updated the parking citation fee schedule was in 2017 and 2018; and
WHEREAS, the last fee update included fees for many but not all of the municipal code and California Vehicle Code parking violations; and
WHEREAS, City staff are proposing a fee update which establishes citation amounts for all of the municipal code and California Vehicle Code violations, and eliminates obsolete or duplicate codes. City staff has completed a comparative analysis of nearby jurisdictions and is recommending a proposed parking citation fee update; and WHEREAS, the proposed parking citation fee update includes a complete list of parking citations and establishes a comparable rate to nearby agencies; and WHEREAS, the Commission voted (5-0) to approve an amended recommendation to approve the parking citation fee schedule (Attachment 1), with the exception of violations CVC 4000(a)(1): Expired Registration set to $65, and CVC 5204(a): Tab no Displayed set to $55; and WHEREAS, the Finance Committee voted (2-1) to approve the proposed parking citation fee schedule (Attachment 1); and
WHEREAS, the City of Salinas has determined that the implementing the parking restrictions is exempt from the California Environmental Quality Act (CEQA) Guidelines (Section 15301, Class 1). The project consists of the operation, repair, or minor alteration of public streets involving no expansion of use. There would be no significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council hereby adopts the updated schedule of parking citation fines (Attachment 1).

PASSED AND APPROVED this 13th day of June 2023, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
2 APPROVED:
________________________
Kimbley Craig, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
Attachment 1: Proposed Schedule of Parking Citation Fines Salinas Municipal Code
Salinas
Municipal
Code Violation Description Existing Average Proposed Comments 20-4(b)
Interference/obstruction of officers (ex: tire-chalk
removal) N/A $75.00 $75.00 New Fine, amount based upon average 20-

18.020(1st) Oversize vehicles $44.00 $62.21 $50.00
Adjust, though less than average due to unique
structure charging for 1st, 2nd & 3rd offenses.
20-

18.020(2nd) Oversize vehicles $150.00 N/A $150.00 No change 20-

18.020(3rd
+) Oversize vehicles $250.00 N/A $250.00 No change
20-48 Parking prohibited in certain places $44.00 $47.83 $50.00 Increase to align with average 20-49(a) Parking in excess of 72 hours $50.00 $56.55 $50.00 No change - lower than average due to outliers 20-50(b) Repair or greasing vehicle on roadway $44.00 $49.81 $50.00 Increase to align with average 20-50(c) Washing vehicle as business on roadway $30.00 $59.10 $50.00 Increase to align with fine for similar violations.

New amount is lower than average due to
outliers
20-50.1(a) Vehicle. for sale on public streets and prop $150.00 $47.08 $50.00 Decreased to align with fine for similar
violations.
20-52(b) Angle parking $30.00 $37.25 $45.00 Increase to align with fine for similar violations 20-54 Parking in parkways prohibited $54.00 $40.33 $45.00 Decrease to baseline which is closer to average 20-55(b) Parking adjacent to schools prohibited $44.00 $46.50 $45.00 Increase to align with average 20-56(c) Parking where prohibited by signs $44.00 $48.71 $50.00 Increase to align with average 20-59
Display of Warning Device when Commercial
Vehicle Disabled $70.00 $55.00 $55.00 Decrease to align with Marina 20-59.1(a) Failure to park in designated space $44.00 $37.25 $45.00 Increase to align with fine for similar violations.

New amount is lower than average due to
outliers.
20-73(b) Parking prohibited in bus zone $50.00 $163.00 $50.00 No change - lower than average due to outlier 20-74(a)(1) Red Zone $48.00 $34.00 $50.00 Increase to align with fine for similar violations 20-74(a)(4) Green Zone $44.00 $34.00 $45.00 Increase to align with fine for similar violations 20-76 Parking in yellow loading zone $44.00 $44.50 $45.00 Increase to align with fine for similar violations 20-77 Parking in white passenger loading zone $44.00 $43.60 $45.00 Increase to align with fine for similar violations 20-77.1 Parking prohibited in taxicab zones $44.00 $46.00 $45.00 Increase to align with average 20-78(a)
Parking prohibited in alleys except
loading/unloading (max 5 min) $44.00 $45.10 $45.00 Increase to align with average 20-78(b) Parking prohibited in alleys if blocking traffic $44.00 $45.10 $45.00 Increase to align with average 20-78(c)
Parking prohibited adjacent to alley if vehicle
blocks alley $30.00 $44.38 $45.00 Increase to align with average 20-79(b)
Time designated parking - streets (includes District
3A) $44.00 $40.50 $45.00 Increase to align with fine for similar violations 20-80(b) Parking prohibited 4:30-6:00pm $30.00 $42.00 $45.00 Increase to align with fine for similar violations 20-81(b) No parking zone $44.00 $50.90 $45.00
Increase to align with average, and with fine for
similar violations.
20-82(b) Parking prohibited 3:00am to 5:00am $30.00 $38.60 $45.00 Increase to align with fine for similar violations 20-85(b) Failure to park in designated space/lot $44.00 $40.50 $45.00 Increase to align with fine for similar violations 20-85(c) Failure to park in designated space - parallel $30.00 $40.50 $45.00 Increase to align with fine for similar violations 20-85(e)
Parking prohibited when signed parking for City
vehicles only $30.00 N/A $45.00 Increase to align with fine for similar violations 20-86 Overtime parking - lot $38.00 $40.50 $45.00 Increase to align with fine for similar violations 20-100 Prkd on st by com veh proh over 6000 lb $90.00 $64.75 $90.00 Maintain current approved bail amount 20-100.1(a) Vehicle over 10,000 lbs $100.00 $64.75 $100.00 Maintain current approved bail amount 20-229(g)
3A Failure to Display Permit $44.00 $47.40 $45.00 Increase to align with average 28-14(m) Failure to park in designated area $44.00 $40.00 $45.00 Increase to align with fine for similar violations 28-14(v)
To remain in any public park at any time between
time posted for closing $44.00 $47.00 $45.00 Increase to align with average 28-14(x) Driving or parking on grass $44.00 $45.00 $45.00 Increase to align with average California Vehicle Code
Vehicle
Code Violation Description Existing Average Proposed Comments 4000(a)(1) Expired Registration $50.00 $62.75 $90.00
Correctable Violation - Adjusted to align all
Registration/License plate violations
4462(b) False evidence of registration $50.00 $73.83 $90.00 Not correctable, but intentional action required -
Adjusted to align all registration/license plate
violations
4464 Altered license plate $44.00 $89.25 $90.00
Not correctable, but Intentional action required -
Adjusted to align all Registration/License plate
violations
5200 No license plate $50.00 $47.75 $90.00
Correctable Violation - Adjusted to align all
Registration/License plate violations
5201(a) Improper display of plates $38.00 $45.50 $90.00 Correctable Violation - Adjusted to align all
Registration/License plate violations
5201(d) Obscured Plate $24.00 $45.50 $90.00
Correctable Violation - Adjusted to align all
Registration/License plate violations
5202(a) Invalid plates displayed $24.00 $66.00 $90.00
Correctable Violation - Adjusted to align all
Registration/License plate violations
5204(a) Tab not displayed $90.00 $53.58 $90.00
Correctable Violation - Adjusted to align all
Registration/License plate violations
21113(a) Parking prohibited on public grounds $30.00 $37.25 $45.00 Increase to align with fine for similar violations 21211 Blocking bicycle path $50.00 $45.50 $45.00 Decrease to align with fine for similar violations 22500(a) Parked in intersection $30.00 $37.31 $45.00 Increase to align with fine for similar violations. 22500(b) Parked on crosswalk $30.00 $37.31 $45.00 Increase to align with fine for similar violations. 22500(c) Parked in safety zone $30.00 $37.25 $45.00 Increase to align with fine for similar violations. 22500(d) Parked in front of fire station $30.00 $38.92 $50.00 Increase to align with fine for similar violations 22500(e)(1) Parked in front of driveway $30.00 $38.06 $45.00 Increase to align with fine for similar violations 22500(f) Parked on sidewalk $30.00 $37.61 $45.00 Increase to align with fine for similar violations 22500(g) Parked alongside a highway, obstruction $30.00 $37.25 $45.00 Increase to align with fine for similar violations 22500(h)
Parked on roadway side of vehicle (double
parking) $30.00 $38.35 $45.00 Increase to align with fine for similar violations 22500(i) Parked in red bus zone $310.00 $176.64 $310.00 Maintain current approved bail amount. Align
with other obstructing ADA access violations.
22500(j) Parked in tube or tunnel $30.00 $39.70 $45.00 Increase to align with fine for similar violations 22500(k) Parked upon a bridge $30.00 $39.70 $45.00 Increase to align with fine for similar violations 22500(l) Parked in front of wheelchair access to sidewalk $50.00 $295.50 $310.00 Increase to align with other obstructing ADA
access violations.
22500.1 Parked in fire lane $90.00 $71.56 $90.00 Maintain current approved bail amount 22502(a) Pkg over 18" from the curb $44.00 $36.41 $45.00 Increase to align with fine for similar violations 22502(e) Parked over 18" from left side on one-way $44.00 $36.83 $45.00 Increase to align with fine for similar violations 22505(b) Parking in restricted area posted $44.00 $42.83 $45.00 Increase to align with fine for similar violations 22507.8(a) Parked in handicapped zone $310.00 $284.32 $310.00 Maintain current approved bail amount. Align
with other obstructing ADA access violations.
22507.8(b) Obstructing access to handicapped zone $280.00 $287.75 $310.00 Increase to align with fine for similar violations 22507.8(c) Parked on handicapped/loading zone $310.00 $287.75 $310.00 Maintain current approved bail amount. Align
with other obstructing ADA access violations.
22509 Failure to curb wheels on hill $30.00 $83.33 $45.00 Increase to align with fine for similar violations 22513(a)(1) Tow car parking on freeway to offer services $30.00 $48.00 $45.00 Increase to align with fine for similar violations 22514 Fire hydrant $55.00 $44.65 $55.00 Maintain current approved bail amount 22515(a) Failure to set parking brake $30.00 $41.70 $45.00 Increase to align with fine for similar violations 22516 Parking, person locked in vehicle $30.00 $48.75 $45.00 Increase to align with average 22521 Parked upon or near railroad track within 7.5 feet $30.00 $37.20 $45.00 Increase to align with fine for similar violations 22523(a) Abandoned vehicle on public roadway $275.00 $178.38 $275.00 Maintain current approved bail amount 22523(b) Abandoned vehicle on public or private prop $275.00 $108.00 $275.00 Maintain current approved bail amount 22651(b) Parked in roadway $44.00 N/A $45.00 Increase to align with fine for similar violations 22651(l) Parked in construction zone $30.00 N/A $45.00 Increase to align with fine for similar violations 22651(m) Posted no parking $44.00 N/A $45.00 Increase to align with fine for similar violations 27155 No fuel cap $30.00 $64.35 $45.00 Keep?
Attachment 2: Bail Schedule Comparison
Salinas Municipal Code
Salinas
Municipal
Code Violation Description
City of
Monterey
City of
Marina Seaside CSUMB
Carmel by
the Sea
City of
Soledad
City of
Greenfield
City of
Watsonville
City of
Santa Cruz King City
City of
Gilroy
20-4(b)
Interference/obstruction of
officers (ex: tire-chalk
removal) $85.00 $100.00 $47.00 $68.00
20-

18.020(1st) Oversize vehicles $110.00 $105.00 $47.50 $40.00 $47.00 $43.00 $43.00 20-

18.020(2nd) Oversize vehicles
20-

18.020(3rd
+) Oversize vehicles
20-48
Parking prohibited in certain
places $100.00 $55.00 $37.50 $50.00 $25.00 $47.00 $48.00 $25.00 $43.00 20-49(a) Parking in excess of 72 hours $110.00 $55.00 $42.50 $50.00 $25.00 $50.00 $47.00 $118.00 $25.00 $43.00 20-50(b)
Repair or greasing vehicle on
roadway $55.00 $112.50 $25.00 $40.00 $47.00 $51.00 $25.00 $43.00 20-50(c)
Washing vehicle as business
on roadway $55.00 $112.50 $30.00 $47.00 $51.00
20-50.1(a)
Veh. for sale on public
streets and prop $55.00 $47.50 $50.00 $40.00 $47.00 $43.00 20-52(b) Angle parking $35.00 $35.00 $40.00 $30.00 $47.00 $43.00 $25.00 $43.00 20-54
Parking in parkways
prohibited $30.00 $48.00 $43.00
20-55(b)
Parking adjacent to schools
prohibited $45.00 $48.00
20-56(c)
Parking where prohibited by
signs $100.00 $55.00 $40.00 $30.00 $48.00 $25.00 $43.00 20-59
Display of Warning Device
when Commercial Veh
Disabled $55.00
20-59.1(a)
Failure to park in designated
space $35.00 $35.00 $40.00 $30.00 $47.00 $43.00 $25.00 $43.00 20 -73(b)
Parking prohibited in bus
zone $45.00 $281.00
20-74(a)(1) Red Zone $43.00 $25.00
20-74(a)(4) Green Zone
20-76
Parking in yellow loading
zone $45.00 $47.00 $43.00 $43.00
20-77
Parking in white passenger
loading $45.00 $40.00 $47.00 $43.00 $43.00
20-77.1
Parking prohibited in taxicab
zones $47.00 $48.00 $43.00
20-78(a)
Parking prohibited in alleys
except loading/unloading
(max 5 min) $45.00 $42.50 $47.00 $48.00 $43.00
20-78(b)
Parking prohibited in alleys if
blocking traffic $45.00 $42.50 $47.00 $48.00 $43.00
20-78(c)
Parking prohibited adjacent
to alley if vehicle blocks alley $45.00 $42.50 $47.00 $43.00 20-79(b)
Time designated parking -
streets (includes District 3A) $35.00 $35.00 $40.00 $47.00 $43.00 $43.00 20-80(b)
Parking prohibited 4:30-
6:00pm $35.00 $47.00 $43.00 $43.00
20-81(b) No parking zone $100.00 $42.50 $40.00 $47.00 $25.00 20-82(b)
Parking prohibited 3:00am to
5:00am $35.00 $47.00 $43.00 $25.00 $43.00
20-85(b)
Failure to park in designated
space/lot $35.00 $35.00 $40.00 $47.00 $43.00 $43.00
20-85(c)
Failure to park in designated
space - parallel $35.00 $35.00 $40.00 $47.00 $43.00 $43.00 20-85(e)
Parking prohibited when
signed parking for City
vehicles only
20-86 Overtime parking - lot $35.00 $35.00 $40.00 $47.00 $43.00 $43.00 20-100
Prkd on st by com veh proh
over 6000
lb $110.00 $105.00 $47.50 $40.00 $43.00 $43.00
20-100.1(a) Vehicle over 10,000 lbs $110.00 $105.00 $47.50 $40.00 $43.00 $43.00 20-229(g)
3A Failure to Display Permit $35.00 $40.00 $47.00 $58.00 $57.00 28-14(m)
Failure to park in designated
area $35.00 $35.00 $40.00 $47.00 $43.00
28-14(v)
To remain in any public park
at any time between time
posted for closing $47.00
28-14(x) Driving or parking on grass $45.00
California Vehicle Code
Vehicle
Code Violation Description
City of
Monterey
City of
Marina Seaside CSUMB
Carmel by
the Sea
City of
Soledad
City of
Greenfield
City of
Watsonville
City of
Santa Cruz
City of
Gilroy
4000(a)(1) Expired Registration $50.00 $62.50 $45.00 $100.00 $66.00 $53.00 4462(b) False evidence of registration $112.50 $66.00 $43.00 4464 Altered license plate $112.50 $66.00
5200 No license plate $20.00 $47.50 $100.00 $25.00 $66.00 $28.00 5201(a) Improper display of plates $25.00 $66.00
5201(d) Obscured Plate $25.00 $66.00
5202(a) Invalid plates displayed $66.00
5204(a) Tab not displayed $60.00 $42.50 $100.00 $25.00 $66.00 $28.00 21113(a)
Parking prohibited on public
grounds $25.00 $37.50 $45.00 $25.00 $48.00 $43.00
21211 Blocking bicycle path $48.00 $43.00
22500(a) Parked in intersection $35.00 $25.00 $37.50 $45.00 $40.00 $25.00 $48.00 $43.00 22500(b) Parked on crosswalk $35.00 $25.00 $37.50 $45.00 $40.00 $25.00 $48.00 $43.00 22500(c) Parked in safety zone $25.00 $37.50 $45.00 $25.00 $48.00 $43.00 22500(d) Parked in front of fire station $25.00 $37.50 $45.00 $25.00 $58.00 $43.00 22500(e)(1) Parked in front of driveway $35.00 $25.00 $37.50 $45.00 $50.00 $25.00 $30.00 $48.00 $47.00 22500(f) Parked on sidewalk $35.00 $25.00 $37.50 $45.00 $50.00 $25.00 $30.00 $48.00 $43.00 22500(g)
Parked alongside a highway,
obstruction $25.00 $37.50 $45.00 $25.00 $48.00 $43.00
22500(h)
Parked on roadway side of
vehicle (double parking) $35.00 $25.00 $37.50 $45.00 $50.00 $25.00 $30.00 $68.00 $25.00 $43.00 22500(i) Parked in red bus zone $35.00 $250.00 $262.50 $100.00 $40.00 $268.00 $281.00 22500(j) Parked in tube or tunnel $25.00 $37.50 $45.00 $48.00 $43.00 22500(k) Parked upon a bridge $25.00 $37.50 $45.00 $48.00 $43.00 22500(l)
Parked in front of wheelchair
access to sidewalk $287.50 $293.00 $306.00
22500.1 Parked in fire lane $144.00 $30.00 $42.50 $50.00 $150.00 $50.00 $50.00 $56.00 22502(a) Pkg over 18" from the curb $35.00 $25.00 $37.50 $45.00 $40.00 $25.00 $30.00 $47.00 $48.00 $25.00 $43.00 22502(e)
Parked over 18" from left
side on one-way $37.50 $25.00 $48.00
22505(b)
Parking in restricted area
posted $37.50 $48.00 $43.00
22507.8(a) Parked in handicapped zone $285.00 $275.00 $287.50 $275.00 $275.00 $280.00 $280.00 $296.00 $293.00 $275.00 $306.00 22507.8(b)
Obstructing access to
handicapped zone $285.00 $275.00 $287.50 $280.00 $293.00 $306.00 22507.8(c)
Parked on
handicapped/loading zone $285.00 $275.00 $287.50 $280.00 $293.00 $306.00 22509 Failure to curb wheels on hill $100.00 $47.00 $103.00 22513(a)(1)
Tow car parking on freeway
to offer services $48.00
22514 Fire hydrant $60.00 $35.00 $47.50 $50.00 $50.00 $25.00 $30.00 $68.00 $25.00 $56.00 22515(a) Failure to set parking brake $35.00 $37.50 $45.00 $48.00 $43.00 22516
Parking, person locked in
vehicle $52.50 $45.00
22521
Parked upon or near railroad
track within 7.5 feet $25.00 $45.00 $25.00 $48.00 $43.00 22523(a)
Abandoned vehicle on public
roadway $270.00 $217.50 $118.00 $108.00
22523(b)
Abandoned vehicle on public
or private prop $108.00
22651(b) Parked in roadway
22651(l) Parked in construction zone
22651(m) Posted no parking
27155 No fuel cap $62.70 $66.00

Exhibit A - Proposed Parking Enforcement Fine Increases Municipal
Code
Violation Description Current
Bail
Amount
Proposed Increase
20-36 Riding on sidewalk $39 $44.00 $5.00
20-48 Parking prohibited in certain places $39 $44.00 $5.00 20-49a Parking in excess of 72 hours $39 $50.00 $11.00
20-50(a) Display of vehicle for sale on roadway $131 $150.00 $19.00 20-50(b) Repair or greasing vehicle on roadway $39 $44.00 $5.00 20-50.1(a) Veh. for sale on public streets and prop $131 $150.00 $19.00 20-54 Parking in parkways prohibited $49 $54.00 $5.00
20-55(b) Parking adjacent to schools prohibited $39 $44.00 $5.00 20-56(b) Parking where prohibited by signs $39 $44.00 $5.00 20-56(c) Parked veh over 6 feet in proh area $39 $44.00 $5.00 20-57(b) Parking where prohibited by sign $39 $44.00 $5.00 20-59.1(a) Failure to park in designated space $39 $44.00 $5.00 20-73 Parked in bus zone $39 $50.00 $11.00
20-73(b) Parking prohibited in bus zone $39 $50.00 $11.00 20-74(3) White loading/unloading zone $39 $44.00 $5.00
20-74(a)(1) Red Zone $39 $48.00 $9.00
20-74(a)(2) Yellow Zone $39 $44.00 $5.00
20-74(b) Parked proh. in red/green zone sec c $39 $44.00 $5.00 20-74(c) Parking proh. in red or green zone $39 $44.00 $5.00 20-75(a) Parked proh. in loading zone cite 20-76 $39 $44.00 $5.00 20-75(c) Parked proh. in loading zone cite 20-77 $39 $44.00 $5.00 20-76 Parking proh. in yellow loading zone $39 $44.00 $5.00 20-77 Parking prohibited in passenger loading $39 $44.00 $5.00 20-77.1 Parking prohibited in taxicab zones $39 $44.00 $5.00 20-78(a) Parking prohibited in alleys $39 $44.00 $5.00
20-78(b) Parking prohibited in alleys $39 $44.00 $5.00
20-78(d) Parking prohibited in alley $39 $44.00 $5.00
20-79(b) Overtime parking - streets $39 $44.00 $5.00
20-79(b)-3 Overtime parking - streets Distr 3 $33 $44.00 $11.00 20-81(b) Parking prohibited in no parking zone $39 $44.00 $5.00 20-85(b) Failure to park in designated space/lot $39 $44.00 $5.00 20-86 Overtime parking - lot $33 $38.00 $5.00
20-90 Parked on private prop w/o permission $39 $50.00 $11.00 20-99(b) Parked on st by trucks over 6000 lb
proh
$80 $90.00 $10.00
20-100 Prkd on st by com veh proh over 6000
lb
$80 $90.00 $10.00
20-100(b) Parked on streets by commercial veh
proh
$90 $100.00 $10.00
20-100.1 Vehicle over 10,000 lbs $90 $100.00 $10.00
20-229(e)-3 Unauthorized Permit Displayed $38 $44.00 $6.00 20-229(g)-
3A
Failure to Display Permit $38 $44.00 $6.00
20-229(g)-3B Improper Display of Permit $38 $44.00 $6.00 28-14(m) Failure to park in designated area $39 $44.00 $5.00 28-14(x) Driving or parking on grass $39 $44.00 $5.00
DMV Code Violation Description Current
Bail
Amount
Proposed Increase
4462(b) False evidence of registration $39 $50.00 $11.00 4464 Altered license plate $39 $44.00 $5.00
5200 No license plate $39 $50.00 $11.00
5201(a) Improper display of plates $33 $38.00 $5.00
5202(a) Unregistered $80 $85.00 $5.00
5204(a) Tab not displayed $80 $90.00 $10.00
21211 Blocking bicycle path $39 $50.00 $11.00
22500(i) Parked in red zone-bus zone $39 $310.00 $271.00 22500(l) Parked in wheelchair access to
sidewalk
$39 $50.00 $11.00
22500.1 Parking in fire lane $80 $90.00 $10.00
22502(a) Pkg over 18" from the curb $39 $44.00 $5.00
22502(e) Parked over 18" from lft side on one
way
$39 $44.00 $5.00
22505(b) Parking in restricted area posted $39 $44.00 $5.00 22507.8 Parked in handicapped parking $296 $310.00 $14.00 22507.8(a) Parked in handicapped zone $296 $310.00 $14.00 22507.8(c) Parked on handicapped/loading zone $296 $310.00 $14.00 22514 Fire hydrant $49 $55.00 $6.00
22522 Parked within 3 inches of access ramp $39 $310.00 $271.00 22523(a) Abandoned vehicle on public roadway $265 $275.00 $10.00 22523(b) Abandoned vehicle on private prop $265 $275.00 $10.00 22651(b) Parked in roadway $39 $44.00 $5.00
22651(m) Posted no parking $39 $44.00 $5.00
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RESOLUTION NO. 21470 (N.C.S.)

A RESOLUTION APPROVING PARKING FINES UPDATE FOR THE CITY OF

SALINAS
WHEREAS, Section 40203.5 of California Vehicle Code gives the City authority to set parking penalties for parking violations; and
WHEREAS, on June 19, 2018, the Salinas Council adopted Ordinance No. 2604 to prohibit certain over-sized vehicles from parking in the city limits; and WHEREAS, staff has reviewed the current parking fines schedule and has determined that there currently is no parking fine for parking an over-sized vehicle in violation of Ordinance No. 2604 and therefore desires to add a parking fine for such violations to the City’s Parking Enforcement Program Bail Schedule.

NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council hereby establishes a monetary penalty in the amount of $44.00 for the first violation, $150.00 for the second violation, and $250.00 for the third and subsequent violations of Ordinance No. 2604; and BE IT FURTHER RESOLVED that said fees are to be effective on September 4, 2018; and
BE IT FURTHER RESOLVED that the monetary penalties set forth in this Resolution are in addition to whatever other penalties and sanctions are provided for in Ordinance No. 2604.

PASSED AND APPROVED this 4
th
day of September 2018, by the following vote:

AYES: Councilmembers: Barrera, Craig, Davis, De La Rosa, McShane, Villegas and Mayor Gunter
NOES: None
ABSENT: None
ABSTAIN: None
APPROVED:
________________________
Joe Gunter, Mayor
ATTEST:
_________________________
Patricia M. Barajas, City Clerk
DocuSign Envelope ID: 8D5B922C-FC88-4E08-9E54-5038E08CFA65 City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-359, Version: 1
2023 Salinas Municipal Airport Rates and Fees Schedule
Approve a Resolution adopting the 2023 Salinas Municipal Airport Rates and Fees Schedule.

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CITY OF SALINAS

CITY COUNCIL STAFF REPORT
DATE: JUNE 13, 2023
DEPARTMENT: PUBLIC WORKS, AIRPORT DIVISION
FROM: DAVID JACOBS, PUBLIC WORKS DIRECTOR
BY: BRETT J. GODOWN, AIRPORT MANAGER
TITLE: 2023 SALINAS MUNICIPAL AIRPORT RATES AND FEES

SCHEDULE
RECOMMENDED MOTION:

A motion to approve a resolution approving the 2023 Salinas Municipal Airport Rates and Fees Schedule.

RECOMMENDATION:

It is recommended City Council approve a resolution approving the 2023 Salinas Municipal Airport Rates and Fees Schedule.

BACKGROUND:

The City of Salinas owns and operates the Salinas Municipal Airport. As set forth by the Federal Aviation Administration (FAA) by way of its Airport Sponsor Assurances, any airport developed with Federal grant assistance is required to operate for the use and benefit of the public and is to be made available to all types, kinds, and classes of aeronautical activity on fair and reasonable terms and without unjust discrimination. The FAA provides grant funding to the City of Salinas for capital needs at the Salinas Municipal Airport. The obligation to make the Airport available to the public does not preclude the City from recovering the costs of operating, maintaining, and developing the Airport through fair and reasonable rates, charges, and fees. The City has the option to utilize various methods to assess Airport user rates, charges, and fees for the public use or tenancy of the Airport property and facilities.

Annually, the Airport Rates and Fees Schedule is adjusted to reflect changes in the aeronautical market conditions. Fees associated with property and facilities, such as hangars and buildings, are adjusted based on market comparables. Non-property fees and charges, such as gate cards, are adjusted based on cost recovery conditions. The San Francisco Bay Area Consumer Price Index (SFCPI or CPI) is the historical rate adjustment mechanism used to adjust the rates and fees at the Salinas Airport as rates and fees become out of alignment with market comparables.

The majority of Rates and Fees will remain stable and experience no change. The primary change to the 2023 Rates and Fees Schedule reflects changes to month-to-month agreements (e.g., Aircraft Page | 2
Storage Hangars) based on market comparables and adjusted using changes in the CPI. Hangar rates were last adjusted in September 2021. Due to timing, migrating from a stand-alone approval from City Council to incorporating Rates and Fees into the Citywide Schedule, adjusting hangar rates in July 2022 was bypassed.

Additional adjustments are being recommended for several facilities. Hangar rows A, B, C, D, E, P, and G require additional adjustments to align them with market comparables. Specifically, Hangar rows D, E, and P require additional maintenance as the facilities age. Even minor repair requires months and, in some cases, years to recoup expenditures on the facilities.

Market Rent Analysis Adjustment Process
The hangar rate adjustment analysis is a multi-step process. First, an Airport Hangar Market Study is prepared (attached). Second, hangar vacancies and the hangar wait-list are analyzed to ensure the market is healthy. Third, the airport budget and capital program are reviewed to ensure rates and fees adjustments are consistent with the budget. Fourth, a Consumer Price Index Analysis is reviewed and applied to appropriate rates. Fifth, the analysis is brought before the Airport Commission over several meetings for advisory comments and questions. Sixth, notices (mail, email, Airport Commission meeting publications) are disseminated to the airport tenants and businesses affected by fee adjustments. Seventh, the Airport Manager attends monthly pilot association meetings advising attendees of the process and proposed rates and fees adjustments.

Tenant Notification
On February 27 and March 17, 2023, Staff transmitted an electronic notice to the airport’s email distribution list presenting the revised Rates and Fees adjustment. On April 21, 2023, Staff transmitted a notice via U.S.P.S. to the Tenants (agreement, permit, and/or leaseholders) using the legal address on file with the City, presenting the proposed 2023 Airport Rates and Fees Schedule.

From November 2022 – March 2023, Airport Tenants were notified and provided the Airport Commission Agendas. These meetings either had the Airport Rates and Fees Schedule as an Administrative Report, Presentation, or Consideration Agenda Item.

Commission Recommendation
The proposed amendments to the Rates and Fees Schedule were presented at the January 26, February 26, and March 23, 2023, Airport Commission meetings. At the March 23, 2023, Airport Commission meeting, the Airport Commission unanimously recommended City Council adopt a resolution approving the 2023 Salinas Municipal Airport Rates and Fees Schedule. Further, at the March 23, 2023, Airport Commission meeting, no dissenting opinions or comments were received from the general public.

ANALYSIS:

Aircraft Storage Hangars Market Comparables
Fees associated with property and facilities, such as hangars and buildings, are adjusted based on market comparables. The Airport uses Paso Robles, Watsonville, Hollister, Santa Clara County Airports, Hayward, and Livermore as comparable market facilities.

Page | 3
This year, staff was able to visit each airport and evaluate and document comparable facilities. The results are presented in the attached documents: Airport Hangar Market Study, Airport Hangar Market Study Analysis Documents, and the 2023 Airport Rates and Fees Schedule.

CPI Data
The Airport uses the SFCPI as the adjustment mechanism as the primary means to adjust rates and fees at the Salinas Municipal Airport. The previous [ending] data point used to adjust hangar rents is from February 2021 (304.387). The current data point being used to adjust hangar rents is from December 2022 (331.222). The analysis is as follows:

New CPI – Old CPI = rate (100) = CPI % 26.835 = .0882 (100) = 8.82% Old CPI 304.387
Additional Adjustments
In addition to the 8.82% adjustment, the following hangars are being recommended for additional adjustments to align them more closely with market comparables: A, B, C, D, E, P, and G. The additional adjustments will more closely align the rates with hangars on the airport, with airports/hangars in our market study area, and will provide additional revenue to offset the increase of maintenance and rehabilitation due to the age of the hangar.

The Papa Row Hangars, also known as the Porta-Ports, are being recommended to adjust to $150.00 per month ($0.17 cents per square foot). This would raise the current monthly rent by $30.00 from $120.00. $150.00 is relatively low compared to other airports with Porta-Ports.

Several of the porta-ports have been rehabilitated over the last seven years. With their age, it is typical to spend several thousand dollars rehabilitating one unit. In some cases, it can take several years to amortize the maintenance investment. Adjusting the rate closer to market comparables will accelerate the amortization period. In both the short and long term, economically, it is better to maintain the facilities (versus removing them) because airworthy based aircraft provide tower operations, buy fuel from the fuel provider, use maintenance facilities at the airport, and generally add to the aviation community.

Hangar rows A, B, C, D, and E are being recommended to adjust to $0.23 cents per square foot.

Comparatively speaking, the new proposed cost per square foot for the south side hangars is approximately $0.27 per square foot.

Example. The current rate for the A and B rows is $186.00 per month. The current rate plus the CPI (8.82%) is $202.00. The recommended adjustment to $0.23 p/sq’ would adjust the monthly rent to $208.00.

Hangar row G is being recommended to adjust to $90.00 per month.

The monthly single-engine tie-down is being recommended to adjust to $70.00 per month.

Page | 4
CEQA/NEPA CONSIDERATION:

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

STRATEGIC PLAN INITIATIVE:

This action complements the City Council’s Goals for Investment Strategies and Operational Efficiencies.

DEPARTMENTAL COORDINATION:

Starting in 2024, the Airport Rates and Fees Schedule will be included in the Citywide rates and fee schedule.

FISCAL AND SUSTAINABILITY IMPACT:

It is estimated that the revised rates and fees will positively impact the airport enterprise fund by $65,000 annually.

ATTACHMENTS:

Airport Hangar Market Study
2023 Airport Rates and Fees Schedule
Resolution – 2023 Salinas Municipal Airport Rates and Fees Schedule RESOLUTION NO. (N.C.S)

A RESOLUTION ADOPTING A REVISED

SALINAS MUNICIPAL AIRPORT RATES AND FEES SCHEDULE
WHEREAS, on June 13, 2023, the Salinas City Council held a duly noticed public hearing to consider proposed amendments Salinas Municipal Airport Rates and Fees Schedule; and
WHEREAS, pursuant to City of Salinas Resolution No. 19296, it was resolved by the Salinas City Council that the Salinas Municipal Airport Rates and Fees shall be increased annually as recommended by City Staff; and
WHEREAS, the City Council has determined that it is essential to support a process of adjusting Airport Rates and Fees to ensure that the Airport Enterprise Fund remains viable; and WHEREAS, at the March 23, 2023, Airport Commission Meeting, the Airport Commission recommended that the City Council approve the 2023 Airport Rates and Fees Schedule.

NOW, THEREFORE, be it resolved by the City Council of Salinas that the attached Airport Rates and Fees Schedule to this resolution is hereby adopted as the schedule of rates and fees for the Salinas Municipal Airport and will become effective August 1, 2023; and BE IT FURTHER RESOLVED that the schedule of rates and fees hereby adopted pursuant to this resolution shall be increased annually as recommended by City staff and the Salinas Airport Commission and approved by the Salinas City Council.

PASSED AND APPROVED this 13
th day of June, 2023, by the following vote:

AYES:

NOES:

ABSTAIN:

ABSENT:

APPROVED:
___________________________
Kimbley Craig, Mayor
ATTEST:
_____________________________
Patricia M. Barajas, City Clerk
FY 2023-24 Salinas Municipal Airport Rates and Fees

SALINAS MUNICIPAL AIRPORT

AIRPORT RATES AND FEES
Proposed for July 1, 2023

AIRPORT STORAGE HANGARS
Proposed 23-24
Group 1
A - End room $104.00
A - T Hangar $208.00
B - End room $104.00
B - T Hangar $208.00
C - End room $110.00
C - T Hangar $222.00
Group 2
K - End room $141.00
K - T-Hangar $284.00
L - End room $141.00
L - T- Hangar $284.00
M - End room $120.00
M - T Hangar $238.00
O - End room $147.00
O - T-Hangar $296.00
Q - End room $155.00
Q - T-Hangar $304.00
S - End room $170.00
S - T Hangar $340.00
T – End room $170.00
T - T Hangar $340.00
Group 3
N – 1 $763.00
N - 2-8 $566.00
Group 4
D - T-Hangar $184.00
E - End Room $97.00
E - T Hangar $190.00
Portable $150.00
FY 2023-24 Salinas Municipal Airport Rates and Fees
Executive
R1 $1,775.00
R2-5 $1,656.00
R6 $847.00
R7-10 $676.00
T-Shelter/Storage
G - Covered $90.00
H1 $832.00
H2 $353.00
H3 $349.00
H4 $727.00
H5 $333.00
H6 $451.00
H7 $555.00

AIRPORT STORAGE HANGAR REFUSE FEE
Monthly Fee $3.50

AIRPORT STORAGE HANGAR NON-AERONAUTICAL USE
Non-Aeronautical Use Surcharge Unit Rate +40%

AIRPORT STORAGE HANGAR FEE FOR NON-AIRWORTHY AIRCRAFT
1 st year Unit Rate +20%
2 nd year Unit Rate +30%
3 rd year Unit Rate +40%

AIRCRAFT PARKING FEE
Daily Monthly
Single Engine $5.00 $70.00
Twin Engine $10.00 $110.00
Jet $50.00 $600.00
Helicopter $10.00 $61.00
Airship Mooring $100.00 $1,100.00

TERMINAL OVERNIGHT VEHICLE PARKING FEE
Single Space $5.00
Double Space $10.00
Semi-Truck $30.00

LONG TERM VEHICLE STORAGE
$100.00 per space per month
FY 2023-24 Salinas Municipal Airport Rates and Fees

AIRPORT ACCESS CONTROL
New Card/Replacement Card $40.00
Remote Control $60.00
Annual Renewal $40.00
Annual Access Code $400.00
City Locks (Lost/Replacement) at-cost
Replacement/Additional Keys at-cost

FUEL FLOWAGE FEE PER GALLON
100LL $0.10
Jet A $0.13
Quart of Oil $0.10

HANGAR WAITLIST
Waitlist Fee $50.00

HAZARDOUS MATERIAL DISPOSAL
Disposal Fee Cost +15%
Material replacement Cost +15%

REFUGE DISPOSAL
Disposal Fee Cost +15%

SPECIAL EVENT FEE
Negotiated at fair market value, industry evaluation, and or cost recovery

SPECIAL USE PERMIT
Permit Fee (Annually) $150.00
Unit ID Sq/ft Rent
Cost
P/Sq'ft Unit ID Sq/ft Rent
Cost
P/Sq'ft Unit ID Sq/ft Rent
Cost
P/Sq'ft Unit ID Sq/ft Rent
Cost
P/Sq'ft
N 1800 $520.00 $0.29 K 1,066 $261.00 0.24 M 1,008 $219.00 $0.22 R (2-5) 3,660 $1,522.00 0.42 N 1800 $582.00 $0.32 K 1,066 $292.00 0.27 M 1,008 $245.00 $0.24 R (2-5) 3,660 $1,705.00 0.47 Sm. Exec. 2401 $982.00 $0.41 Large T 1,288 $566.00 0.44 Stnd T 1058 $455.00 $0.43 Large Exec 3,600 $1,483.00 0.41 Executive 1 2500 $2,389.28 $0.96 T Large 1,400 $623.87 0.45 Sntd T 1000 $438.55 $0.44 Executive 2 3600 $3,122.56 0.87
Rect. 45x40 1800 $717.00 $0.40 Large T 1,234 $542.00 0.44 Med T 980 $441.00 $0.45 Large Exec 3,600 $1,897.00 0.53 H-4 1764 $1,102.50 $0.63 J-4 1,073 $636.50 0.59 I-35 784 $465.50 $0.59 H-1 3,000 $1,923.00 0.64 G-10 2029 $1,578.50 $0.78 G-3 1,113 $797.00 0.72 H-3 915 $655.00 $0.72 G-8 2,973 $2,494.50 0.84 C1 2500 $600.00 $0.24 126 1,400 $475.00 0.34 121 1,200 $425.00 $0.35 D2 3,000 $1,800.00 0.60 M/L 2200 $890.00 $0.40 K 1,000 $395.00 0.40 A-E 937.5 $305.00 $0.33 Corp 3,300 $1,700.00 0.52 Hollister 2500 $2,389.28 $0.96 San
Martin 1,113 $797.00 $0.72 San Martin 915 $655.00 $0.72 Hollister 3,600 $3,122.56 $0.87 $1,105.16 $0.52 $540.92 $0.46 $428.76 $0.44 $2,015.63 $0.61 Salinas 1800 $520.00 $0.29 Salinas 1,066 $261.00 $0.24 Salinas 1008 $219.00 $0.22 Hayward 3,600 $1,483.00 0.41 $523.16 $0.19 $248.92 $0.18 $183.76 $0.20 $310.63 $0.14 San Martin (20)
Watsonville (21)
Highest Cost
Average
Paso Robles (22)
Difference between
Avg and Salinas
Hollister (22)
Airport Hangar Market Study
Box T-HANGAR (Newer) T-HANGAR (Old) CORPORATE
Airport/rate year
Salinas (Current Rate)
Salinas (Proposed)
Hayward (21)
Lowest Cost
Livermore (22)
Reid Hill View (20)

SALINAS CITY COUNCIL

NOTICE OF PUBLIC HEARING
JUNE 13, 2023, 4 P.M.

A public hearing will be held before the Salinas City Council on Tuesday, June 13, 2023, at 4:00 p.m. in the City Hall Rotunda, 200 Lincoln Avenue, Salinas, to consider authorizing adjustments to the Salinas Municipal Airport Rates and Fees Schedule effective July 1, 2023.

City meetings may be observed live at https://salinas.legistar.com/Calendar.aspx, on The Salinas Channel on YouTube at https://www.youtube.com/user/thesalinaschannel, or on Comcast Channel

25. If you wish to make a comment on a specific agenda item, please submit your comment via email by 2:00 P.M. on the day of the meeting to the City Clerk at [email protected].

Additional information, including fee cost, may be obtained by contacting Brett Godown, Airport Manager, 758-7214, 342 Airport Blvd., Salinas 93905. Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in any meetings for this project. Requests should be referred to the City Clerk’s Office at (831) 758-7381 as soon as possible but by no later than 5 p. m. of the last business day prior to the scheduled meeting.

Hearing impaired or TTY/TDD text telephone users may contact the City by dialing 711 for the California Relay Service (CRS) or by telephoning any other service provider’s CRS telephone number.

CITY OF SALINAS

PATRICIA BARAJAS
Salinas City Clerk
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#23-416, Version: 1
Fiscal Year 2024 Operating and Capital Improvement Budgets and Annual Appropriations Limit Approve a Resolution approving the Fiscal Year 2024 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency; the Fiscal Year 2024 Capital Improvement Budget for the City of Salinas; and Resolution establishing the appropriations limit for fiscal year 2024 at $310,220,680.

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CITY OF SALINAS

COUNCIL STAFF REPORT
DATE: JUNE 13, 2023
DEPARTMENT: FINANCE
FROM: STEVEN S. CARRIGAN, CITY MANAGER
BY: MARK ROBERTS, DIRECTOR OF FINANCE

DANIELLE CLAYTON, FINANCE MANAGEMENT ANALYST

ABE PEDROZA, FINANCE MANAGEMENT ANALYST

JIM PIA, ASSISTANT CITY MANAGER

DEPARTMENT DIRECTORS AND STAFF

FINANCE DEPARTMENT
TITLE: FISCAL YEAR 2024 OPERATING AND CAPITAL

IMPROVEMENT BUDGETS AND ANNUAL APPROPRIATIONS
LIMIT
RECOMMENDATION:

Staff recommends City Council approve resolutions adopting:
1) the Fiscal Year 2024 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency;
2) the Fiscal Year 2024 Capital Improvement Budget for the City of Salinas; and 3) a resolution establishing the appropriations limit for fiscal year 2024 at $310,220,680.

EXECUTIVE SUMMARY:

The operating and capital improvement budget transmittal letters summarize and highlight their respective budgets. The operating budget transmittal letter may be found on pages i-x of the Fiscal Year 2024 Proposed Operating Budget (PDF pages 13-22). The capital improvement budget transmittal letter may be found on pages i-v of the Fiscal Year 2024 Capital Improvement Budget (PDF pages 5-9).

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STRATEGIC PLAN INITIATIVES:

The proposed budgets promote and support all of the Council’s Strategic Plan goals: Economic Development, Housing and Affordable Housing, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors, and Effective and Culturally Responsive Government.

DEPARTMENTAL COORDINATION:

Development of the budget is a City-wide collaborative effort involving Salinas residents and all City departments.

FISCAL AND SUSTAINABILITY IMPACT:

Below are the summarized totals of the proposed fiscal year 2024 City of Salinas budget.

The proposed fiscal year 2024 City of Salinas budget is balanced.

ATTACHMENTS:

1. Fiscal Year 2024 Proposed Operating Budget

2. Fiscal Year 2024 Recommended Capital Improvement Budget

3. Resolutions

4. Measure E Comments

5. Measure G Comments
Operating Budget:

General Funds $ 146,843,146
Other Operating Funds 70,177,032
Total Operating Budget 217,020,178
Capital & VRF Budget 31,417,810
Total City Budget $ 248,437,988

CITY OF SALINAS , CALIFORNIA

PROPOSED

OPERATING BUDGET
FISCAL YEAR 2024

C ITY OF S ALINAS

P ROPOS ED 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

ORLANDO OSORNIO ANDREW SANDOVAL ANTHONY ROCHA
Councilmember Councilmember Councilmember
District 4 District 5 District 6
STEVEN S. CARRIGAN JIM PIA
City Manager Assistant City Manager
CHRISTOPHER A. CALLIHAN MARINA HORTA-GALLEGOS
City Attorney Human Resources Director

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
(This page intentionally left blank)

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 ........................................................................................ 39 City-Wide Workforce Summary......................................................................................... 40 THE SALINAS PLAN REFRESH…. ........................................................................................................... 41 MEASURE E FUND .................................................................................................................................... 45 MEASURE G FUND.................................................................................................................................... 49

GENERAL GOVERNMENT SERVICES
Administration
Department Organization Chart – By Division............................................................ 53 Department Organization Chart – By Position ........................................................... 54 Summary .................................................................................................................... 56 City Manager’s Office ............................................................................................ 58 City Clerk ............................................................................................................... 60 Information Technology Organization Chart – By Position ........................................ 63 Information Technology ......................................................................................... 64 Workforce ................................................................................................................... 66 City Attorney
Department Organization Chart – By Division............................................................ 67 Department Organization Chart – By Position ........................................................... 68 Summary .................................................................................................................... 69 City Attorney’s Office .................................................................................................. 72 Workforce ................................................................................................................... 74 City Council
Department Organization Chart – By Position ........................................................... 75 Summary .................................................................................................................... 76 City Council ................................................................................................................ 78 Workforce ................................................................................................................... 80 Community Development
Department Organization Chart – By Division............................................................ 81 Department Organization Chart – By Position ........................................................... 82 Community Development Department Summary....................................................... 84 Administration............................................................................................................. 90 Economic Development.............................................................................................. 92 Advanced Planning and Project Implementation ....................................................... 96 Code Enforcement...................................................................................................... 98

TABLE OF CONTENTS
Current Planning....................................................................................................... 100 Housing and Community Development.................................................................... 102 Downtown Streets Team .......................................................................................... 106 Homelessness Service Coordination ....................................................................... 108 East Area Specific Plan (EASP)............................................................................... 110 General Plan............................................................................................................. 112 Workforce ................................................................................................................. 114 Finance
Department Organization Chart – By Division.......................................................... 117 Department Organization Chart – By Position ......................................................... 118 Summary .................................................................................................................. 120 Finance Administration............................................................................................. 122 Accounting................................................................................................................ 124 Purchasing................................................................................................................ 126 Revenue & Licensing................................................................................................ 128 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 Closter Park.................................................................................................... 180 El Dorado Park ............................................................................................... 182 Central Park.................................................................................................... 184 Facility Services.............................................................................................. 186

TABLE OF CONTENTS
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 Maintenance Services .............................................................................................. 274 Animal Control Services ........................................................................................... 276 Field Operations ....................................................................................................... 278 Traffic........................................................................................................................ 280

TABLE OF CONTENTS
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 Permit Services ........................................................................................................ 372 NPDES Storm Water................................................................................................ 374 Airport ....................................................................................................................... 378 Industrial Waste........................................................................................................ 380

TABLE OF CONTENTS
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........................................................................................................... 419 Appropriations Limit ........................................................................................................ 431 Workforce by Position ..................................................................................................... 433 Workforce by Department ............................................................................................... 441 Workforce by Fund.......................................................................................................... 451 10-Year Budget Forecast................................................................................................ 469 American Rescue Plan Act ............................................................................................. 477 Financial Policies ............................................................................................................ 479 Chart of Accounts............................................................................................................ 511 Fund Type Matrix ............................................................................................................ 547 Salary Schedule.............................................................................................................. 549 (This page intentionally left blank)
i
June 13, 2023
Honorable Mayor and City Council of the City of Salinas:

It is my privilege to present the Fiscal Year 2024 Proposed Operating Budget.

Executive Summary
As the City Manager, I continually seek to listen and understand the priorities of the community and work with the City Council, staff, and the community to prepare a budget that invests in what matters most as we recover from the pandemic. This fiscal year 2024 budget has incorporated input my staff and I have received, and I believe this is a very good budget proposal. It is a budget that celebrates the Alisal through $1.0 million of Measure G funding for the Alisal Vibrancy Plan and $16.5 million over the next 6 years. The City continues deploying approximately $7.5 million of Measure X, SB1, and Gas Tax funding for maintaining and improving the City’s roads and sidewalks. This proposed budget includes important reorganizations of certain departments and divisions as an investment toward better service to the community. This budget maintains our existing service levels for all departments but makes strategic increases on priority investments.

Budget Summary
As shown in the table above, the City’s proposed fiscal year 2024 General Fund, Measure E Fund and Measure G Fund operating budget totals $146,843,146. The remainder of the budget includes special revenue funds, internal services, enterprise operations, assessment and maintenance districts, grants, agencies, and debt service funds totaling $70,177,032 and the Capital Improvement and Vehicle Replacement Budget totaling $31,417,810. The total City Budget is $248,437,988.

City Council Goals & Objectives and Community Outreach
The City budget is developed in alignment with the City Council Strategic Plan with Goals and Objectives for 2022-2025. The budget was also developed with feedback from extensive Operating Budget:

General Funds $ 146,843,146
Other Operating Funds 70,177,032
Total Operating Budget 217,020,178
Capital & VRF Budget 31,417,810
Total City Budget $ 248,437,988
ii
community outreach, including four budget meetings, an online survey, and dozens of “popup” discussions with residents in various locations.

Budget Process
The fiscal year 2024 budget process began in December upon the release of an online budget survey to the community and continued through the spring with community budget meetings. Additionally, in February, staff began working on the Capital Improvement Budget. Budget instructions and budget packets were distributed to each department, which included a budget calendar, organizational charts, prior year department budget narratives and a template for performance measures. Department staff received refresher training and instruction on how to enter and use the New World budget system. In April 2023, staff reviewed and projected the revenue forecast. Individual departmental budget meetings were conducted with the Director of Finance during March and April, followed by meetings between Finance staff and the City Manager, and an Executive team meeting. Staff presented the CIP and operating budgets to City Council on May 23, 2023.

Fiscal Outlook and Sustainability – General Funds
The City’s underlying structural deficit has improved and requires constant monitoring. The main reason for the structural deficit, where the expenditure growth exceeds the revenue growth continually each year, is a result of the compensation costs growing faster than the projected revenue. Controlling the main cost drivers of wages, pension, unfunded accrued liability, health insurance, and workers’ compensation continues to be the key to managing this projected problem. Additionally, the state of the nation, state and local economy, and any recessionary factors, will have an affect on future budgets. The City has been implementing the Salinas Plan and is achieving results that are helping eliminate the longterm structural deficit, such as eliminating flex and management leave, and changes in employee health cost sharing for all bargaining units.

The Salinas Plan and Fiscal Sustainability
The Salinas Plan is a Ten-Year Plan designed to provide the City with a path toward maintaining a long-term balanced budget while preserving City services and addressing the affordable housing crisis. The plan provided thirty-two recommended initiatives. The thirty-two recommended initiatives are now in various stages of progress. An important refresh of the Salinas Plan was recently completed and is described in more detail in the corresponding section of this document.

State Budget and Local Impacts
Governor Gavin Newsom released his revised 2023-24 State Budget proposal on May 12, 2023. The revised budget included $224.1 billion in General Fund spending, $79.5 billion from special funds, and $2.9 billion from bond funds. No adverse impacts on local government are expected.

Revenue Assumptions
The City’s fiscal year 2024 proposed budget is built using economic assumptions to estimate revenue. Staff uses a variety of sources to determine revenue assumptions including the iii
Monterey County Assessor’s office, HdL, Coren & Cone (the City’s property tax auditors and sales tax consultants/auditors), the State Controller’s Office, the State Board of Equalization, and other sources as appropriate. Assumptions for the major General Fund revenue sources are:
• Property Tax and Property Tax in Lieu of VLF
o Assumes 5.7% growth from last year’s fiscal year 2024 adopted budget based on current trends and factoring in the Monterey County Assessor estimates. • Sales & Use and Transactions & Use (Measures E & G) Taxes o Assumes 3.6% increase from the prior year adopted budget largely based on current year performance and projected economic trends. • Utility Users Tax
o Assumes 0.8% increase to the prior year adopted budget. • Franchise Fees
o Assumes 8.4% increase to the prior year adopted budget. • Business License Tax
o Assumes 1.8% increase from the prior year adopted budget largely based on current year performance and projected trends.

Major Revenue Summary
Ninety percent of the City’s general fund (combined General, Measure E & Measure G Funds) revenue comes from the five revenue sources listed above. Seventy – four percent of revenue comes from two major revenue sources: property tax and sales tax (including Measure E and Measure G revenues); while approximately sixteen percent comes from utility users taxes, franchise fees, and business license tax.

Fiscal year 2024 general funds revenue estimates total $172,861,750. The major revenue categories are classified and discussed below:

General Funds
FY 24
Proposed
FY 23
Adopted
$
Difference
%
Difference
Sales & Use Tax $38,700,000 $37,570,000 $1,130,000 3.0% Transaction & Use Tax 51,300,000 49,269,000 2,031,000 4.1% Property Tax 21,540,500 20,172,046 1,368,454 6.8%
Property Tax In Lieu of VLF 16,300,000 15,620,539 679,461 4.3% Utility Users Tax 12,000,000 11,900,000 100,000 0.8%
Franchise Fees 10,335,000 9,535,000 800,000 8.4%
Business License Tax 5,800,000 5,700,000 100,000 1.8%
Other Revenues 16,886,250 14,966,400 1,919,850 12.8%
Total $172,861,750 $164,732,985 $8,128,765 4.9%
iv
FY 24 Estimated Revenue
Property Tax
The amount of property tax the City receives is determined based on growth and declines in property values. The City’s historical property assessed value growth/declines for property tax collections are shown in the graph below:

The City’s annual property tax is estimated to increase by $1.4 million or 6.8% from the prior year.

General Fund Sales Tax, Measure E & Measure G
The City’s share of the 7.5% sales & use tax collected on retail sales is one percent (1.0%), which is credited to the General Fund. The City also receives revenues from a 0.5% transaction & use tax approved by Salinas’ voters in November 2005 and extended with no sunset in November 2012. These revenues are accounted for separately in the Measure E Fund, so named for the ballot measure approving/extending the tax. On November 4, 2014, voters approved a one cent transaction & use tax similarly referred to as “Measure G” for the ballot measure approving it, proceeds of which are reported in the Measure G Fund.

HdL, the City’s sales tax consultants/auditors, and their partnership with Beacon Economics, have evaluated trends in each sector and national and economic drivers. Staff is estimating an 3.6% increase when comparing to the fiscal year 2023 adopted budget. Fiscal year 2024 General Fund sales tax revenue is estimated to be $38,700,000, Measure E revenue is estimated at $17,100,000, and Measure G at $34,200,000. -6.6% -0.6% 0.7% 2.8%

8.8% 6.5%

4.6% 4.7%

5.0%

5.4%

4.6% 3.3%

6.0%
-8.0%
-6.0%
-4.0%
-2.0%

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 (In Millions) City of Salinas Assessed Valuation
Source: Monterey County Tax Assessors - Tax Rate Books. v
General Funds Expenditures
The combined fiscal year 2024 general funds preliminary operating budget totals $146,843,146, a 9.8% increase from last year’s adopted total of $133,738,207. Police and Fire expenditures represent 60.6% of the operating budget. The proposed fiscal year 2024 General, Measure E and G Funds operating budget, by department activity is as follows:

The changes from prior year’s adopted budget are shown in the following table.

Personnel costs, 77.1% of the budget, continue to increase in all departments with the main cost drivers including salaries, retirement, health insurance, and workers compensation.

Rising costs of services and supplies are seen amongst most of the divisions and account for a large portion of increases.

Police, $60,085,120 ,
41%
Fire, $28,843,608 ,
20%
Public Works,
$13,712,737 , 9%
Library & Comm
Serv, $14,463,221 ,
10%
Non-Departmental,
$8,126,260 , 5% Community
Development,
$8,286,354 , 6%
Finance, $3,132,454 ,
2%
Admin & City
Council, $7,345,725 ,
5%
Human Resources,
$1,927,090 , 1%
City Attorney,
$920,577 , 1%
Department
FY 24 Proposed
Budget
FY 23 Adopted
Budget % Change % Change
Admin & City Council $ 7,345,725 $ 2,237,178 5.0% 5,108,547 $ 228.3% City Attorney 920,577 1,026,003 0.6% (105,426) -10.3%
Community Development 8,286,354 6,385,360 5.6% 1,900,994 29.8% Finance 3,132,454 5,548,589 2.1% (2,416,135) -43.5%
Fire 28,843,608 27,895,447 19.6% 948,161 3.4%
Human Resources 1,927,090 1,726,279 1.3% 200,811 11.6%
Non Departmental 8,126,260 6,197,310 5.5% 1,928,950 31.1% Police 60,085,120 57,452,491 40.9% 2,632,629 4.6%
Public Works 13,712,737 11,783,688 9.3% 1,929,049 16.4% Library and Comm. Svcs. 14,463,221 13,485,862 9.8% 977,359 7.2% Total Exp. Budget $ 146,843,146 $ 133,738,207 100.0% 13,104,939 $ 9.8% vi
Measure E
Measure E expenditure budget totals $13,525,058. The total revenue budget is estimated at $17,350,000 (includes investment earnings), which is a $0.9 million increase from last year.

Compared to the prior year adopted budget, the total expenditure budget increased by $670,454 as shown in the following table.

Measure E
FY 24 Operating Budget
The number of positions funded by the Measure E proposed budget for fiscal year 2024 are summarized as follows:

Please see the Measure E section of this Operating Budget document for more details on Measure E.

Measure G
On May 20, 2023, the Measure G Committee met and received a presentation from staff on the budget proposal.

Fiscal year Measure G revenue is estimated to be $34,625,000 (includes investment earnings). This represents a $1,671,000, or 5.1% increase from the adopted fiscal year 2023 revenue budget of $32,954,000. The fiscal year 2024 budget includes $9,385,000 in capital improvement projects, $7,159,620 in transfers out to mainly fund the new Public Safety Building debt service and internal service charges, and a $24,117,782 operating budget. The CIP includes such projects as the Alisal Vibrancy Plan, soccer field at Cesar Chavez Park, facilities ADA improvements, Northgate Dog Park, and streets/sidewalk improvements.

Department
FY 24 Proposed
Budget
FY 23 Adopted
Budget % Change % Change
Administration $ 58,000 $ 0.4% 58,000 - $ 0.0%
Finance 8,000 0.1% (55,000) 63,000 -87.3%
Fire 44,293 - 0.0% (44,293) -100.0%
Non Departmental 250,000 1.8% 78,300 171,700 45.6%
Police 4,409,331 32.6% 61,912 4,347,419 1.4%
Library and Comm. Svcs. 8,799,727 65.1% 571,535 8,228,192 6.9% Total Exp. Budget $ 13,525,058 $ 100.0% 670,454 12,854,604 $ 5.2% Police 21.0
Parks & Recreation 16.0
Youth Serv. & Com. Engagement 2.0
Library 41.0
Total Positions 80.0
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The details of the proposed capital projects are in the capital improvement budget document for fiscal year 2024.

Measure G
FY 24 Operating Budget
The number of positions funded by the Measure G proposed budget for fiscal year 2024 are summarized as follows:

Please see the Measure G section of this Operating Budget document for more details on Measure G.

Department
FY 24 Proposed
Budget
FY 23 Adopted
Budget % Change % Change
Administration $ 681,419 $ 2.8% 363,240 318,179 $ 114.2% Community Development 2,427,600 10.1% 886,989 1,540,611 57.6% Finance 277,366 1.2% (332,834) 610,200 -54.5%
Fire 1,907,341 2,303,041 7.9% (395,700) -17.2%
Human Resources 185,020 0.8% 7,721 177,299 4.4%
Police 6,319,012 26.2% 808,489 5,510,523 14.7%
Public Works 6,936,280 28.8% 1,358,565 5,577,715 24.4%
Library and Comm. Svcs. 5,383,744 22.3% 126,074 5,257,670 2.4% Total Exp. Budget $ 24,117,782 $ 100.0% 2,822,544 21,295,238 $ 13.3% Police - Sworn 12.0
Police - Non-Sworn Support 17.0
Fire - Sworn 7.6
Fire - Non-Sworn Support 1.0
Community Development 10.0
Public Works 36.3
Recreation 16.0
Information Technology 2.0
Finance 2.0
Human Resources 1.0
Administration 2.0
Total Positions 106.9
viii
Pension Programs
Most California cities participate in the California Public Employees’ Retirement System (CalPERS) retirement program. The cost of providing retirement benefits to employees remains a challenge to cities. Retirement costs represent 22% of total personnel costs.

Under the Governor’s pension reform law called Public Employees’ Pension Reform Act of 2013 (PEPRA), new employees began to pay 50% of the normal costs of the pension.

Existing city employees or new employees that have been active members in CalPERS (without separation for more than six months) continue to pay under the existing rates. City Public Safety – Police and Fire employees pay twelve (12%) percent of base salary into CalPERS, which was phased in from nine (9%); non-public safety employees pay seven (7%) percent. Under the PEPRA law, the retirement formula is 2% at 62 for non-public safety employees and 2.7% at 57 for safety employees. The City has negotiated other formulas for safety employees.

Additionally, CalPERS applies a discount rate when computing City funding obligations under the program. This is the long-term interest rate used to fund future pension benefits, and is also known as the assumed rate of return on investments. The lower the percentage, the more cities pay. It now stands at 6.8%, down from 7.5% as recently as 2018.

Capital Improvement Program
The Capital Improvement Budget includes a number of general funds investments.

Recommended General Fund items total $5,430,000 and Measure G Fund items are $9,385,000.

General Funds CIP Budget Projects
General Fund
5,430,000 , 37%
Measure G Fund
9,385,000 , 63%
ix
General Fund CIP Budget Projects
Measure G Fund CIP Budget Projects
The CIP is contained in a separate document and provides detailed information for each capital project included in the fiscal year 2024 Capital Improvement Budget and Capital Improvement Program (fiscal year 2025 through 29).

Department Project Project Name
FY 24
Proposed
30 - Comm Dev 9001 Permanent Homeless Shelter $ 930,000 9070 Chinatown Revitalization Plan & Implemen 500,000
9087 65 W. Alisal Improvements 150,000
9125 Chinatown Navigation Center Sprung She 900,000
9136 ED Element Implementation 100,000
30 - Comm Dev Total 2,580,000
45 - Fire 9626 Fire Station 7 150,000
9984 Fire Training Tower Maint & Temp Area 100,000
45 - Fire Total 250,000
50 - Public Works 9612 City Hall & PW Yard Improvements 200,000 9720 Sidewalk & Drainage Repairs 1,000,000
50 - Public Works Total 1,200,000
55 - Recreation 9191 Rec Center Repairs/Improvements 125,000 9943 Aquatic Center Improvements 125,000
55 - Recreation Total 250,000
60 - Library 9969 Steinbeck & Chavez Roof Repl/Repair 1,150,000 60 - Library Total 1,150,000
Grand Total $ 5,430,000
Department Project Project Name
FY 24
Proposed
30 - Comm Dev 9246 Alisal Vibrancy Plan $ 1,040,000
30 - Comm Dev Total 1,040,000
50 - Public Works 9005 Soccer Field Cesar Chavez Park 250,000 9217 Facilities ADA Transition Plan & Imp 20,000
9720 Sidewalk & Drainage Repairs 2,000,000
9981 Street Preventative Maintenance 6,000,000
50 - Public Works Total 8,270,000
55 - Recreation 9366 Northgate Dog Park 75,000
55 - Recreation Total 75,000
Grand Total $ 9,385,000
x
Reserves
During fiscal year 2022, the City Council approved amendment of the City’s financial policies, including establishment of several new reserves, and initial funding of the reserves.

Amongst the new reserves is the General Funds Economic Contingency Reserves, for which the minimum target levels are twelve percent (12%) of a single year’s budgeted operating expenditures and non-capital transfers of the respective funds. The Council authorized funding of these reserves at their full minimum target levels.

Conclusion
I would like to thank the City Council for its leadership in working together on this budget, in prioritizing what matters most to the Salinas community, in particular with identification of the 2022-2025 strategic plan goals that are vital for our community. I would also like to recognize the City of Salinas staff for their dedication to this organization. Lastly, I would like to thank the employees in the Finance Department who tirelessly worked on the budget documents, as well as all other staff who made contributions to its completion.

Sincerely,
Steven S. Carrigan
City Manager

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 City 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 library), 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 twoyear 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 access 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 1st 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 Fund Balances, Reserves, Interfund Transfers, Expenditures by Category, a summary schedules of revenues by fund that includes actual revenues for FY 2021 and FY 2022 and estimates for FY 2023 and FY 2024, and Administrative Overhead Rates. Also contained here 5 BUDGET GUIDE
is the summary of the total full-time workforce budgeted for the next year with historical changes in staffing over time.

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

Measure E Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters on November 2005. This section also includes summaries of the Measure E funds budgeted for Operating and Capital Projects for FY 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
Included in this section are the Budget Resolution, Appropriations Limit, Detailed Workforce Schedules, a 10-year budget forecast per the Salinas Plan, information on the American Rescue Plan Act, and 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, a fund type matrix, salary schedules, and more.

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, buying 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. 6 BUDGET GUIDE
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).

Budget years run in fiscal year cycles beginning July 1 and ending June 30. The City budget is approved and balanced by fund. The vast majority of these fund balance dollars are held for future expenses for several reasons. Special taxes, such as the gas tax, are restricted to specific services and must be carried forward for that purpose (in this case, street improvements). Other balances may result from legal requirements, such as payment of long-term debts for bonds.

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

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

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

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

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

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

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

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

Contingency Reserve Policy
The City Policy endeavors to maintain a contingency reserve for operations to help mitigate the effects of such unanticipated situations as (1) economic downturns, (2) loss of revenues to or imposition of additional costs by other governmental agencies, (3) variances in financial forecasting, and (4) natural disasters. The contingency reserve is funded at a level established by Council each June. All uses of the contingency reserve are approved by the City Council.
7 BUDGET GUIDE
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 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 1st, 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 8 BUDGET GUIDE
projects funds and appropriations are carried forward until project completion. Grant funds are carried forward until the grant expires.

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. 9 BUDGET GUIDE
APPROPRIATION: An authorization made by the City Council, which permits the City to incur obligations and to make expenditures of resources.

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.
10 BUDGET GUIDE
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 2021 and 2022 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 & 2023 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
13 SUMMARIES & SCHEDULES
Fund Balances
14 SUMMARIES & SCHEDULES
Fund Balances
15 SUMMARIES & SCHEDULES
Minimum Reserve Targets & Balances
Minimum
Target Bal.

Balance
7/1/24
% of Min.

Target
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 $1,800,000 49% Vehicle Replacement Reserve $18,300,000 $9,000,000 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 $10,200,000 6% OPEB Reserve $17,100,000 $1,000,000 6%
District 5 Community Center $8,100,000 $8,100,000 100%
16 SUMMARIES & SCHEDULES
Fund Transfers
17 SUMMARIES & SCHEDULES
Fund Transfers
18 SUMMARIES & SCHEDULES
Fund Transfers
19 SUMMARIES & SCHEDULES
Fund Transfers
20 SUMMARIES & SCHEDULES
Expenditure Summary by Category
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 3,142,999 2,384,700 0 679,000 6,206,699 14 City Attorney's Office 728,037 152,540 0 40,000 920,577 30 Community Development 3,621,469 2,203,985 0 33,300 5,858,754 20 Finance 2,046,998 737,290 0 62,800 2,847,088
45 Fire 25,330,407 1,348,170 184,240 73,450 26,936,267
16 Human Resources 1,370,020 297,050 0 75,000 1,742,070 40 Police 42,767,407 6,354,000 225,370 10,000 49,356,777 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
80 Non-Departmental 818,500 7,057,760 0 0 7,876,260
1000 General Fund Total $84,784,913 $23,005,643 $409,610 $1,000,140 $109,200,306 1100 Measure E Fund
Dept Department Name
12 Administration $0 $0 $0 $58,000 $58,000
20 Finance 0 8,000 0 0 8,000
60 Library 4,794,573 1,107,980 0 42,000 5,944,553
40 Police 3,813,331 596,000 0 0 4,409,331
55 Recreation 2,647,234 207,940 0 0 2,855,174
80 Non-Departmental 0 250,000 0 0 250,000
1100 Measure E Fund Total $11,255,138 $2,169,920 $0 $100,000 $13,525,058 1200 Measure G Fund
Dept Department Name
12 Administration $681,419 $0 $0 $0 $681,419
30 Community Development 1,354,100 1,071,500 0 2,000 2,427,600 20 Finance 276,366 1,000 0 0 277,366
45 Fire 1,590,141 274,200 0 43,000 1,907,341
21 SUMMARIES & SCHEDULES
Expenditure Summary by Category
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
16 Human Resources 185,020 0 0 0 185,020
40 Police 6,199,012 120,000 0 0 6,319,012
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
1200 Measure G Fund Total $17,105,356 $6,878,626 $0 $133,800 $24,117,782 General Funds Total $113,145,407 $32,054,189 $409,610 $1,233,940 $146,843,146 Assessment & Maintenance District Funds
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 2104 Airport Bus. Park Maint. Dist. Fund 2,205 14,412 0 0 16,617 4202 Assessment District Debt Svc Fund 0 0 463,600 0 463,600 2106 Harden Ranch Landscape Dist. Fund 2,215 132,140 0 0 134,355 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 2105 NE Salinas Landscape Dist. Fund 67,689 747,650 0 0 815,339 2107 Vista Nueva Maint. Dist. Fund 10 105,650 0 2,000 107,660 2102 Woodside Park Maint. Dist. Fund 6,936 38,000 0 0 44,936 Assessment & Maintenance District Funds Total $175,665 $1,419,032 $935,400 $2,000 $2,532,097 Capital Projects Fund
5800 Capital Projects Fund $312,000 $7,366,530 $0 $18,775,020 $26,453,550 Capital Projects Fund Total $312,000 $7,366,530 $0 $18,775,020 $26,453,550 Debt Service Funds
4104 2014 COP Consolidation Fund $0 $0 $227,100 $0 $227,100 4107 2018B Total Road Imprvmt Prgm COP Fund 0 0 2,328,400 0 2,328,400 22 SUMMARIES & SCHEDULES
Expenditure Summary by Category
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
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 4110 El Gabilan Library 2018 Lease Fund 0 334,200 791,000 20,000 1,145,200 4106 Public Safety Building 2018 Lease Fund 0 1,200,800 4,480,000 70,000 5,750,800 Debt Service Funds Total $0 $1,535,000 $10,053,800 $90,000 $11,678,800 Enterprise Funds
6801 Downtown Parking District Fund $38,855 $665,200 $950,700 $0 $1,654,755 6301 Fairways Golf Course Fund 0 0 219,000 0 219,000
6200 Industrial Waste Fund 869,471 1,312,700 520,800 0 2,702,971 6100 Municipal Airport Fund 901,838 810,000 0 60,500 1,772,338 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 6802 Preferential Parking Fund 5,000 17,700 0 0 22,700
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 6302 Twin Creeks Golf Course Fund 0 0 440,300 0 440,300 6700 Water Utility Fund 0 15,000 0 0 15,000
Enterprise Funds Total $7,846,038 $8,222,250 $2,998,900 $118,800 $19,185,988 Grant Funds
3282 Board of State & Comm. Corrns Fund $313,850 $0 $0 $0 $313,850 Grant Funds Total $313,850 $0 $0 $0 $313,850
Housing & Urban Development Funds
2911 CDBG - COVID 19 Fund $366,006 $0 $0 $0 $366,006
2910 Community Development Fund 474,028 172,650 0 5,904,000 6,550,678 2941 Emergency Solutions Grant - COC Fund 18,090 0 0 0 18,090 2940 Emergency Solutions Grant - HUD Fund 79,397 68,558 0 0 147,955 2954 Encampment Resolution Fund 480,133 0 0 0 480,133
23 SUMMARIES & SCHEDULES
Expenditure Summary by Category
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
2943 ESG-CV HUD Fund 170,714 0 0 0 170,714
2956 Family Homeless Challenge Fund 157,915 0 0 0 157,915 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
2951 SB 2 Fund 60,078 3,984,435 0 0 4,044,513
Housing & Urban Development Funds Total $2,073,112 $6,189,077 $0 $5,907,500 $14,169,689 Internal Service Funds
7120 Fleet Maintenance Fund $1,531,865 $1,004,100 $0 $28,000 $2,563,965 7104 General Liability Self-Insurance Fund 313,989 4,350,000 0 0 4,663,989 7102 Internal Services - Insurances Fund 0 1,596,000 0 10,000 1,606,000 7101 Internal Services Administration Fund 40,000 2,800 0 200 43,000 7121 Vehicle Replacement Fund 0 0 815,260 4,149,000 4,964,260 7103 Worker's Comp. Self-Insurance Fund 355,053 5,240,000 0 0 5,595,053 Internal Service Funds Total $2,240,907 $12,192,900 $815,260 $4,187,200 $19,436,267 Trust & 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
Trust & Agency Funds Total $0 $10,000 $1,407,400 $0 $1,417,400 Other/Miscellaneous Funds
2502 Asset Forfeiture Fund $0 $62,000 $0 $0 $62,000
2501 Emergency Medical Service Fund 1,383,458 140,900 0 17,400 1,541,758 2513 General Plan Fund 100,770 846,030 0 0 946,800
2602 HSA - Affordable Housing Fund 50 1,000 0 0 1,050
2603 Local Housing Trust Fund 0 2,000,000 0 0 2,000,000 2507 Municipal Art Fund 0 100,000 0 0 100,000
2506 PEG Cable Franchise Fund 0 200,000 0 0 200,000
2201 Proposition 172 Sales Tax Fund 0 600,000 0 0 600,000 24 SUMMARIES & SCHEDULES
Expenditure Summary by Category
Fund Fund Name
Salaries &
Benefits
Maintenance &
Operations *
Debt
Service
Capital
Outlay
Expenditure
Total
2505 Recreation Parks Fund 20,400 2,500 0 0 22,900
2202 Supplemental Law Enfmt - AB3229 Fund 0 743,000 0 0 743,000 2504 Vehicle Abatement Fund 185,693 4,000 0 0 189,693
Other/Miscellaneous Funds Total $1,690,371 $4,699,430 $0 $17,400 $6,407,201 Total $127,797,350 $73,688,408 $16,620,370 $30,331,860 $248,437,988 * Maintenance & Operations includes Supplies & Materials, Outside Services, Other Charges, & Financial Assistance 25 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 1000 - General Fund
1000.00.0000-50.1010 Taxes Property Taxes-Secured CY 16,299,189 16,551,610 17,604,254 18,300,000 1000.00.0000-50.1020 Taxes Property Taxes-Unsecured CY 866,179 888,602 760,292 1,100,000 1000.00.0000-50.1030 Taxes Property Taxes-Supp Assessment 422,152 468,306 400,000 575,000 1000.00.0000-50.1040 Taxes Property Taxes - Interest 44,492 10,978 40,000 50,000 1000.00.0000-50.1050 Taxes Property Taxes-Secured PY 229,804 193,930 175,000 175,000 1000.00.0000-50.1060 Taxes Property Taxes-Unsecured PY 13,503 13,545 7,500 13,000 1000.00.0000-50.1070 Taxes Property Taxes-HOPTR 102,872 68,138 70,000 70,000 1000.00.0000-50.1080 Taxes Property Taxes-Transfer 395,207 410,742 375,000 382,500 1000.00.0000-50.1120 Taxes Property Taxes-Veh Lic In-Lieu 14,361,012 14,832,911 15,620,539 16,300,000 1000.00.0000-50.1129 Taxes ROPS Pass Through Payments 301,378 244,085 190,000 250,000 1000.00.0000-50.1130 Taxes Property Taxes-Residual Prop Tax 629,797 636,788 550,000 625,000 1000.00.0000-50.2010 Taxes Sales Tax 33,613,204 37,771,827 37,570,000 38,700,000 1000.00.0000-50.2060 Taxes Utility Users 11,664,913 12,024,188 11,900,000 12,000,000 1000.00.0000-50.2070 Taxes Transient Occupancy 2,038,700 3,364,667 3,500,000 3,900,000 1000.00.0000-50.2080 Taxes Business License 5,094,477 5,408,903 5,700,000 5,800,000 1000.00.0000-50.2081 Taxes Cannabis Business License 2,160,808 1,958,840 2,000,000 1,750,000 1000.00.0000-51.2160 Franchise Fees AT&T 89,759 70,836 70,000 70,000 1000.00.0000-51.2170 Franchise Fees Cable TV 774,119 821,471 800,000 800,000 1000.00.0000-51.2180 Franchise Fees Electric 676,238 665,802 700,000 700,000 1000.00.0000-51.2190 Franchise Fees Garbage 7,479,509 8,663,264 7,600,000 7,600,000 1000.00.0000-51.2191 Franchise Fees AB 939 Support Fee - - - 200,000 1000.00.0000-51.2192 Franchise Fees Vehicle Road Impact Fee - - - 500,000 1000.00.0000-51.2193 Franchise Fees Solid Waste Management Fee-CSA - - - 100,000 1000.00.0000-51.2200 Franchise Fees Gas 299,370 339,913 325,000 325,000 1000.00.0000-51.2220 Franchise Fees Towing 58,704 37,047 40,000 40,000 1000.00.0000-53.8010 Fines and Forfeits General Code Fines 175,379 94,025 100,000 100,000 1000.00.0000-54.8010 Use of money and property Investment Earnings 423,294 126,554 1,000,000 2,400,000 1000.00.0000-54.8030 Use of money and property Possessory Interest - - 4,000 - 1000.00.0000-54.8050 Use of money and property Rental Income 149,762 160,290 135,000 135,000 1000.00.0000-54.8060 Use of money and property Building Lease 180,000 - - - 1000.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 1,948 6,807 - - 1000.00.0000-55.8202 Intergovernmental Motor Vehicle In-Lieu 118,979 185,079 120,000 165,000 1000.00.0000-55.8212 Intergovernmental State Mandated Costs 86,876 81,189 75,000 85,000 1000.00.0000-56.6010 Charges for Services Concessions - 2,138 5,000 2,500 1000.00.0000-56.8020 Charges for Services Administrative Service Revenue 2,334,722 2,478,458 2,400,000 2,400,000 1000.00.0000-56.8050 Charges for Services Research Fees - - 100 - 1000.00.0000-56.8060 Charges for Services Copying Fees 376 81 1,500 - 1000.00.0000-56.8070 Charges for Services Holiday Parade of Lights - - 5,000 - 1000.00.0000-56.8080 Charges for Services Airshow Charges - - 5,000 - 1000.00.0000-56.8090 Charges for Services Parade Permit Fees - - 500 - 1000.00.0000-56.8120 Charges for Services Special Events Fee 520 7,472 10,000 10,000 1000.00.0000-57.8010 Other Revenue Unclaimed Property 14,529 - 10,000 - 1000.00.0000-57.8015 Other Revenue PD Unclaimed Property 833 - - - 1000.00.0000-57.8020 Other Revenue Surplus Property 48,456 69,369 50,000 65,000 1000.00.0000-57.8030 Other Revenue Land & Building Sale - - 1,000 - 1000.00.0000-57.8031 Other Revenue Land Sale - 1 - -
1000.00.0000-57.8040 Other Revenue Loss/Damage Reimb - - 1,000 - 1000.00.0000-57.8050 Other Revenue Miscellaneous Receipts 83,187 73,833 100,000 100,000 1000.00.0000-57.8100 Other Revenue Insurance Reimb 78,552 71,656 50,000 75,000 1000.00.0000-57.8140 Other Revenue Subpoena-Civil 1,370 1,860 3,000 3,000 1000.00.0000-57.8605 Other Revenue PERS Retirement Cost Share 619,813 606,874 650,000 625,000 1000.12.1111-57.8070 Other Revenue Grants & Contributions - 8,469 - - 1000.12.1120-56.1020 Charges for Services Candidate Filing Fees 10,073 - 1,000 1,000 1000.12.1120-56.8030 Charges for Services Sale of Printed Material 225 14 500 500 1000.12.1120-57.8260 Other Revenue Mobilehome Registration Fees 11,280 11,424 - - 1000.12.1355-56.8037 Charges for Services Monitoring Fees - 2,925 9,000 - 1000.14.1400-56.1140 Charges for Services Legal Services - - 1,000 1,000 1000.14.1400-56.8035 Charges for Services Cannabis Monitoring Fee 7,948 7,315 5,000 5,000 1000.14.1400-57.1410 Other Revenue Legal Code Enforcement Recovery - (3,148) - - 1000.20.2030-52.5030 Licenses & Permits Garage Sale Permits 3,021 5,422 5,000 5,000 1000.20.2030-56.8040 Charges for Services Cost of Issuance/Monitoring Fees 25,000 24,848 25,000 25,000 1000.20.2031-56.2020 Charges for Services Returned Check Charges 940 370 1,000 500 1000.20.2034-50.2080 Taxes Business License (1,030) - - - 1000.20.2034-56.2010 Charges for Services Bus License Applic Review Fees 3,316 5,230 5,000 5,000 1000.20.2034-56.2030 Charges for Services Credit Card Convenience Fee 10,392 13,532 12,500 12,500 26 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 1000.30.3111-57.8050 Other Revenue Miscellaneous Receipts 4,000 - - - 1000.30.3352-52.3020 Licenses & Permits Building Permits 508 - - - 1000.30.3352-52.3050 Licenses & Permits Encroachment Permits - 1,314 - - 1000.30.3353-53.3010 Fines and Forfeits Code Enforcement Violations 84,588 330,874 140,000 140,000 1000.30.3353-56.3450 Charges for Services Special Code Inspection 11,381 10,487 25,000 25,000 1000.30.3353-57.8110 Other Revenue Weed Abatement Fees 4,691 11,555 8,000 8,000 1000.30.3461-55.5242 Intergovernmental Rebates/Refunds & Reimb - 20,000 - - 1000.30.3462-52.1205 Licenses & Permits Cannabis Permit-New Application 3,145 - - - 1000.30.3462-52.1206 Licenses & Permits Cannabis Permit-Amendment Major - 4,399 5,000 3,500 1000.30.3462-52.1207 Licenses & Permits Cannabis Permit-Amendment Minor 2,537 1,734 1,000 5,500 1000.30.3462-52.1208 Licenses & Permits Cannabis Permit-Amendment Admin 1,582 - - - 1000.30.3462-52.1209 Licenses & Permits Cannabis Permit-Renewal 15,876 14,613 15,000 11,000 1000.30.3462-52.8015 Licenses & Permits Cannabis Business Admin Permit - - 1,000 1,000 1000.30.3462-56.3010 Charges for Services Tentative Map Review Fees 149,167 28,493 50,000 28,000 1000.30.3462-56.3020 Charges for Services Minor Subdivision Review Fees 13,806 20,962 15,000 13,500 1000.30.3462-56.3030 Charges for Services Development Agreement 8,283 - - - 1000.30.3462-56.3040 Charges for Services General Plan Amendment Fees 41,596 7,195 - - 1000.30.3462-56.3060 Charges for Services Rezoning/Prezoning Fees 17,670 - - - 1000.30.3462-56.3070 Charges for Services Planning Decision Appeal 387 803 1,000 1,000 1000.30.3462-56.3080 Charges for Services Conditional Use Permit Fee 137,597 140,851 100,000 93,000 1000.30.3462-56.3090 Charges for Services Prelim Project Review Fee - 1,811 - 1,900 1000.30.3462-56.3100 Charges for Services Planned Unit Development Fee 8,323 2,717 5,000 4,300 1000.30.3462-56.3130 Charges for Services Environment Assessment Fee 5,025 1,698 1,500 2,000 1000.30.3462-56.3150 Charges for Services Annexation Review Fee 9,737 - - - 1000.30.3462-56.3160 Charges for Services Temporary Use of Land Review 12,910 9,014 8,000 6,400 1000.30.3462-56.3170 Charges for Services Sign Review & Permits 14,958 2,332 15,000 4,450 1000.30.3462-56.3190 Charges for Services Variance Fees - 3,581 - - 1000.30.3462-56.3210 Charges for Services Site Plan Review 25,343 28,305 20,000 11,000 1000.30.3462-56.3220 Charges for Services Planning Inspection Fee 24,248 52,820 13,000 52,000 1000.30.3462-56.3240 Charges for Services Building Permit Review 126,458 136,200 80,000 124,000 1000.30.3462-56.3250 Charges for Services Time Extension of Permits 1,543 1,006 500 1,000 1000.30.3462-56.3260 Charges for Services Precise & Specific Plan Review 552 283 - - 1000.30.3462-56.3270 Charges for Services Home Occupation Permits 23,006 41,232 25,000 33,000 1000.30.3462-56.3280 Charges for Services Fire Plan Check Fee-Permit Ctr - - 100 100 1000.30.3462-56.3290 Charges for Services Other Planning Fees 12,841 8,164 11,000 4,300 1000.30.3462-56.8010 Charges for Services Financial Assessment 100,326 77,556 50,000 50,000 1000.30.3462-56.8035 Charges for Services Cannabis Monitoring Fee 24,228 22,300 100,000 180,000 1000.30.3462-56.8100 Charges for Services Map Sales - - 100 100 1000.40.4110-55.4222 Intergovernmental Post Training Reimbursement 36,209 32,652 25,000 25,000 1000.40.4110-56.8035 Charges for Services Cannabis Monitoring Fee 90,992 75,275 75,000 75,000 1000.40.4116-52.4030 Licenses & Permits Pawn Broker/False Alarm Permits 106,748 107,334 115,000 90,000 1000.40.4116-56.4010 Charges for Services Bingo License Application Fee 115 59 - - 1000.40.4116-56.4140 Charges for Services Abandon Vehicle Abatement Fee 7,714 7,265 7,000 10,000 1000.40.4116-56.4150 Charges for Services Firearm Dealers 1,475 1,433 1,000 1,000 1000.40.4116-56.4170 Charges for Services Vehicle Release Fees (Towing) 62,530 55,745 55,000 55,000 1000.40.4116-56.4180 Charges for Services Vehicle Impound Fee (Towing) 47,300 29,922 45,000 35,000 1000.40.4130-56.4030 Charges for Services Police Report Fees 27,285 33,789 35,000 35,000 1000.40.4130-56.4040 Charges for Services Police False Alarm Fees 260,001 160,710 150,000 150,000 1000.40.4130-56.4070 Charges for Services Card Room Fees 17,448 17,398 17,000 17,000 1000.40.4130-56.4080 Charges for Services Police Photo Charges 1,071 183 500 500 1000.40.4130-56.4100 Charges for Services Noise Regulation Fees - 1,430 2,500 2,500 1000.40.4134-56.4120 Charges for Services Police Record Review Charges 1,425 2,690 2,500 2,500 1000.40.4170-52.4010 Licenses & Permits Animal Licenses 82,037 113,247 110,000 - 1000.40.4170-55.4063 Intergovernmental City of Marina(Animal Shelter) 27,970 9,300 30,000 - 1000.40.4170-56.4090 Charges for Services Animal Shelter Fees 20,055 23,106 50,000 - 1000.40.4170-56.4190 Charges for Services Animal Shelter Citation Fees 5,160 18,150 4,600 - 1000.40.4170-57.8050 Other Revenue Miscellaneous Receipts - 460 - - 1000.40.4170-57.8090 Other Revenue Spayed/Neutered Fees 5,066 6,592 - - 1000.40.4220-56.4020 Charges for Services Special Police Service Fees 61,476 56,256 100,000 60,000 1000.45.4510-55.4202 Intergovernmental State Fire Reimbursement 1,105,013 616,196 650,000 650,000 1000.45.4510-55.4212 Intergovernmental State Office of Emergency Svs 5,920 88,998 - - 1000.45.4510-55.5073 Intergovernmental Monterey County - 9,199 - - 1000.45.4510-56.4410 Charges for Services Rural Fire Service 199,986 300,000 350,000 400,000 1000.45.4510-56.4520 Charges for Services Special Event - Fire - - 10,000 10,000 1000.45.4510-56.4540 Charges for Services Fire Dept Service Charge 11,270 21,427 - - 1000.45.4510-57.8050 Other Revenue Miscellaneous Receipts 9,601 1,368 - - 27 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 1000.45.4520-56.4520 Charges for Services Special Event - Fire - 5,803 - - 1000.45.4520-56.4580 Charges for Services ALS Cost Recovery Fee (795) 704 - - 1000.45.4530-56.4430 Charges for Services Fire Code Mandated Insp Fee 274,930 303,932 250,000 250,000 1000.45.4530-56.4440 Charges for Services State Mandated Inspection Fees 35,470 33,316 50,000 50,000 1000.45.4530-56.4450 Charges for Services Fire Plan Check Fee-Fire Dept 14,567 5,715 5,000 5,000 1000.45.4530-56.4460 Charges for Services Special Fire Permits 34,457 43,770 35,000 35,000 1000.45.4530-56.4470 Charges for Services Structural Fire Report Fees 4,271 5,319 4,300 4,300 1000.45.4530-56.4480 Charges for Services Fireworks Fees 7,149 6,905 9,000 9,000 1000.45.4530-56.4490 Charges for Services Fireworks Surcharge 79,533 72,938 60,000 60,000 1000.45.4530-56.4510 Charges for Services Fire False Alarm Fees 94,854 191,423 150,000 75,000 1000.45.4530-56.4515 Charges for Services Fire Emergency Stand By Time - 4,160 - - 1000.45.4530-56.4530 Charges for Services Admin Fire Citations 46,953 96,712 50,000 50,000 1000.45.4530-56.4550 Charges for Services Outside Fire Plan Review 401 115 - - 1000.45.4530-57.8050 Other Revenue Miscellaneous Receipts - 355 - - 1000.45.4560-57.8050 Other Revenue Miscellaneous Receipts - 991 - - 1000.45.4570-55.4023 Intergovernmental HAZMAT Reimbursement 218,011 162,074 200,000 200,000 1000.45.4570-56.4500 Charges for Services Fire Hazard Inspection Fees - - 100 100 1000.50.5110-56.8020 Charges for Services Administrative Service Revenue - 69 - - 1000.50.5110-57.8050 Other Revenue Miscellaneous Receipts - 1,640 - - 1000.50.5115-52.3050 Licenses & Permits Encroachment Permits 587,107 800,542 700,000 700,000 1000.50.5115-53.8010 Fines and Forfeits General Code Fines - 1,250 - 200 1000.50.5115-56.3240 Charges for Services Building Permit Review 421 462 - 200 1000.50.5115-56.5010 Charges for Services Subdivision Map Check Fees 15,258 2,192 - 2,000 1000.50.5115-56.5030 Charges for Services Subdivision Imp Inspection Fee - 1,083 - 500 1000.50.5115-56.5080 Charges for Services Review and Inspection Fees 139,713 120,353 150,000 50,000 1000.50.5122-52.5050 Licenses & Permits Transportation Permits 9,450 7,985 10,000 10,000 1000.50.5122-56.5060 Charges for Services Special Traffic Marking Reques 11,795 13,495 3,500 3,500 1000.50.5234-55.5282 Intergovernmental State Highway Maintenance 6,269 10,167 5,200 - 1000.50.5234-56.5065 Charges for Services USA Service Fee - 1,600 - - 1000.50.5234-57.8050 Other Revenue Miscellaneous Receipts 2,836 633 - - 1000.50.5235-56.5065 Charges for Services USA Service Fee 79,998 102,616 80,000 80,000 1000.50.5235-57.8050 Other Revenue Miscellaneous Receipts 7,080 4,252 - - 1000.50.5236-56.5065 Charges for Services USA Service Fee - 387 3,500 3,500 1000.50.5236-57.8050 Other Revenue Miscellaneous Receipts 9,064 6,637 6,000 6,000 1000.50.5238-55.5043 Intergovernmental Alisal Steinbeck Park Maint. 6,000 - - - 1000.50.5239-56.5090 Charges for Services Street Tree Pruning - - 200 200 1000.50.5239-57.8050 Other Revenue Miscellaneous Receipts - 512 - - 1000.55.5238-55.5043 Intergovernmental Alisal Steinbeck Park Maint. - 6,000 - - 1000.55.6232-56.6090 Charges for Services Neighborhood Center Rental Fee 2,401 2,742 4,000 4,000 1000.55.6237-56.6060 Charges for Services Reimbursable Fee Activities 251 2,535 - 50,000 1000.55.6239-56.6030 Charges for Services Reserved Picnic Area Use Fee 25 756 100 100 1000.55.6239-56.6040 Charges for Services Ball Field Use Fee - 1,511 2,300 2,300 1000.55.6239-56.6050 Charges for Services Youth Sports League Fees 7,311 46,825 50,000 50,000 1000.55.6239-56.6080 Charges for Services Other Rec Bldg Rental Fee - - 200 200 1000.55.6239-56.6100 Charges for Services Recreation Facility Use Fees - - 100 100 1000.55.6243-56.6070 Charges for Services Community Center Rental Fees 20,522 7,306 25,000 75,000 1000.55.6243-56.6071 Charges for Services Community Center Service Fees - 90 - - 1000.60.6005-56.6300 Charges for Services Other Library Fees 6 2 5,500 5,500 1000.60.6005-56.6310 Charges for Services Library Copying Fees 504 4,469 10,000 10,000 1000.60.6005-56.6320 Charges for Services Overdue Library Fines 2,820 13,870 18,000 18,000 1000.60.6005-56.6330 Charges for Services Lost/Damaged Material Fees 544 430 8,000 8,000 1000.60.6005-56.6350 Charges for Services Library Facility Use Fees - 562 - - 1000.80.8010-56.8110 Charges for Services Rental Income 76,287 112,361 100,000 100,000 1000.80.8010-57.8050 Other Revenue Miscellaneous Receipts - 1,355 2,000 - 1000 - General Fund Total 106,880,785 114,471,884 115,310,985 120,886,750 1100 - Measure E
1100.00.0000-50.2030 Taxes Transactions and Use Tax-MV 14,327,404 16,961,232 16,423,000 17,100,000 1100.00.0000-54.8010 Use of money and property Investment Earnings 36,950 14,370 45,000 250,000 1100.00.0000-57.8080 Other Revenue Miscellaneous Deposits 1,974 120 - - 1100.00.0000-57.8605 Other Revenue PERS Retirement Cost Share 23,809 - - - 1100 - Measure E Total 14,390,137 16,975,722 16,468,000 17,350,000 1200 - Measure G
1200.00.0000-50.2040 Taxes Transactions and Use Tax-MG 28,805,687 34,008,667 32,846,000 34,200,000 1200.00.0000-54.8010 Use of money and property Investment Earnings 132,236 34,876 108,000 425,000 28 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 1200.00.0000-58.8010 Other Financing Sources Loans/Lease Proceeds - 56,664 - - 1200 - Measure G Total 28,937,923 34,100,207 32,954,000 34,625,000 2102 - Woodside Park Maint District
2102.50.5560-54.8010 Use of money and property Investment Earnings 752 249 1,000 3,400 2102.50.5560-57.5010 Other Revenue Woodside Park Maint Assessment 50,822 52,049 43,000 50,000 2102 - Woodside Park Maint District Total 51,574 52,298 44,000 53,400 2104 - Airport Bus Park Maint District
2104.50.5562-54.8010 Use of money and property Investment Earnings 113 34 - 500 2104.50.5562-57.5030 Other Revenue Airport Bus Park Maint Assess 14,732 14,432 13,740 14,500 2104 - Airport Bus Park Maint District Total 14,845 14,466 13,740 15,000 2105 - N E Salinas Landscape Dist
2105.50.5563-54.8010 Use of money and property Investment Earnings 5,205 1,711 6,000 20,000 2105.50.5563-57.5040 Other Revenue N/E Landscape Maint Assessment 839,440 860,701 821,550 821,550 2105 - N E Salinas Landscape Dist Total 844,645 862,411 827,550 841,550 2106 - Harden Ranch Landscape Dist
2106.50.5564-54.8010 Use of money and property Investment Earnings 478 172 1,000 2,800 2106.50.5564-57.5050 Other Revenue Harden Ranch Maint Assessment 155,199 157,980 155,160 155,160 2106 - Harden Ranch Landscape Dist Total 155,677 158,151 156,160 157,960 2107 - Vista Nueva Maint District
2107.50.5565-54.8010 Use of money and property Investment Earnings 2,175 635 2,000 6,700 2107.50.5565-57.5060 Other Revenue Vista Nueva 38,329 45,141 35,000 35,000 2107 - Vista Nueva Maint District Total 40,505 45,776 37,000 41,700 2108 - Mira Monte Maint District
2108.50.5566-54.8010 Use of money and property Investment Earnings 2,583 702 2,000 7,000 2108.50.5566-57.5070 Other Revenue Mira Monte 128,816 121,852 121,000 121,000 2108 - Mira Monte Maint District Total 131,399 122,554 123,000 128,000 2109 - Monte Bella Maint District
2109.50.5567-54.8010 Use of money and property Investment Earnings 38,791 11,952 37,000 128,000 2109.50.5567-57.5080 Other Revenue Monte Bella 728,754 714,534 719,000 719,000 2109 - Monte Bella Maint District Total 767,545 726,486 756,000 847,000 2201 - Sales Tax-Proposition 172
2201.40.4220-50.2050 Taxes City of Salinas-SB 172 536,185 524,631 600,000 600,000 2201 - Sales Tax-Proposition 172 Total 536,185 524,631 600,000 600,000 2202 - Supplemental Law Enf - AB3229
2202.40.4220-54.8010 Use of money and property Investment Earnings 160 217 1,000 13,000 2202.40.4220-55.4252 Intergovernmental Supp Law Enforcement (AB 3229) 397,076 561,187 500,000 500,000 2202 - Supplemental Law Enf - AB3229 Total 397,236 561,404 501,000 513,000 2301 - Development Fees-Sewer & Storm
2301.00.0000-54.8010 Use of money and property Investment Earnings 21,689 6,366 19,000 37,000 2301.00.0000-56.5120 Charges for Services Sanitary Sewer Impact Fee 356,098 49,893 50,000 50,000 2301.00.0000-56.5130 Charges for Services Storm Sewer Impact Fee 204,173 165,627 150,000 100,000 2301 - Development Fees-Sewer & Storm Total 581,960 221,886 219,000 187,000 2302 - Development Fees-Parks & Playgr
2302.00.0000-54.8010 Use of money and property Investment Earnings 7,657 2,253 7,000 24,000 2302.00.0000-56.5140 Charges for Services Neighborhood Park Impact Fee 34,136 22,421 2,000 150,000 2302.00.0000-56.5160 Charges for Services Facilities Impact Fees 15,853 4,834 2,000 30,000 2302 - Development Fees-Parks & Playgr Total 57,646 29,507 11,000 204,000 2303 - Development Fees-Library
2303.00.0000-54.8010 Use of money and property Investment Earnings 649 298 1,000 4,000 2303.00.0000-56.5160 Charges for Services Facilities Impact Fees 28,552 9,161 100 65,000 2303.00.0000-56.5180 Charges for Services Library Impact Fee 48,240 19,520 25,000 - 2303 - Development Fees-Library Total 77,441 28,979 26,100 69,000 2304 - Development Fees-Street Trees
29 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 2304.00.0000-54.8010 Use of money and property Investment Earnings 37 34 - 500 2304.00.0000-56.5110 Charges for Services Street Tree Fee 5,658 10,427 500 10,000 2304 - Development Fees-Street Trees Total 5,695 10,461 500 10,500 2305 - Development Fees-Annexations
2305.00.0000-56.5170 Charges for Services Annexation Impact Fees - - 100 - 2305 - Development Fees-Annexations Total - - 100 -
2306 - Development Fees-Arterial
2306.00.0000-54.8010 Use of money and property Investment Earnings 73,054 20,911 65,000 240,000 2306.00.0000-56.5150 Charges for Services Street/Traffic Impact Fees 472,925 1,594,602 600,000 700,000 2306 - Development Fees-Arterial Total 545,979 1,615,513 665,000 940,000 2307 - Development Fees-Fire
2307.00.0000-54.8010 Use of money and property Investment Earnings 659 205 1,000 3,400 2307.00.0000-56.5160 Charges for Services Facilities Impact Fees 13,453 80,434 30,000 30,000 2307.00.0000-56.5190 Charges for Services Fire Protection Service Fee 18,492 - 15,000 - 2307 - Development Fees-Fire Total 32,604 80,639 46,000 33,400 2308 - Dev Fees Fund-Police
2308.00.0000-54.8010 Use of money and property Investment Earnings 5,753 1,914 6,000 22,000 2308.00.0000-56.5160 Charges for Services Facilities Impact Fees 177,961 121,223 80,000 120,000 2308 - Dev Fees Fund-Police Total 183,714 123,138 86,000 142,000 2401 - Gas Tax - 2107
2401.00.0000-54.8010 Use of money and property Investment Earnings 11,290 4,847 15,000 72,000 2401.00.0000-54.8050 Use of money and property Rental Income 188,936 228,650 165,400 225,000 2401.00.0000-55.5212 Intergovernmental State Gas Tax - 2107 1,118,347 961,454 1,412,000 1,274,000 2401.00.0000-55.5222 Intergovernmental State Gas Tax - 2107.5 10,000 10,000 10,000 10,000 2401 - Gas Tax - 2107 Total 1,328,573 1,204,951 1,602,400 1,581,000 2402 - Gas Tax - 2106
2402.00.0000-55.5202 Intergovernmental State Gas Tax - 2106 348,466 357,130 440,000 460,000 2402 - Gas Tax - 2106 Total 348,466 357,130 440,000 460,000 2403 - Gas Tax - 2105
2403.00.0000-55.5252 Intergovernmental State Gas Tax - 2105 (P-111) 826,465 815,225 1,034,000 1,060,000 2403 - Gas Tax - 2105 Total 826,465 815,225 1,034,000 1,060,000 2404 - Gas Tax - Motor Vehicle Fuel Tax
2404.00.0000-55.5262 Intergovernmental State Gas Tax - 2103 (TCR) 1,082,301 1,186,650 1,578,000 1,601,000 2404 - Gas Tax - Motor Vehicle Fuel Tax Total 1,082,301 1,186,650 1,578,000 1,601,000 2501 - Emergency Medical Service Fund
2501.45.4520-54.8010 Use of money and property Investment Earnings 302 - - - 2501.45.4520-55.4013 Intergovernmental County CSA 74-Safety Equipment 138,815 137,951 140,000 140,000 2501 - Emergency Medical Service Fund Total 139,117 137,951 140,000 140,000 2502 - Asset Forfeiture
2502.40.4380-54.8010 Use of money and property Investment Earnings 1,366 870 2,000 6,800 2502.40.4380-55.4232 Intergovernmental State Seizure Reimbursement 6,110 104,718 24,900 25,000 2502.40.4380-55.4501 Intergovernmental Federal Reimbursements 4,702 - 100 - 2502 - Asset Forfeiture Total 12,178 105,588 27,000 31,800 2503 - Traffic Safety
2503.00.0000-53.4010 Fines and Forfeits Vehicle Code Fines 251,387 193,115 200,000 200,200 2503.00.0000-53.4011 Fines and Forfeits Vehicle Code Fines-Red Light Cam 79,165 123,888 100,000 100,000 2503 - Traffic Safety Total 330,552 317,003 300,000 300,200 2504 - Vehicle Abatement
2504.40.4116-55.4242 Intergovernmental Abandoned Vehicle Abatement 149,414 138,992 120,000 130,000 2504 - Vehicle Abatement Total 149,414 138,992 120,000 130,000 2505 - Recreation Parks
2505.60.6239-54.8050 Use of money and property Rental Income - 27,247 30,000 30,000 2505 - Recreation Parks Total - 27,247 30,000 30,000
30 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 2506 - Recreation Parks
2506.00.8005-51.2170 Franchise Fees Cable TV 173,334 178,991 185,000 185,000 2506 - Recreation Parks Total 173,334 178,991 185,000 185,000 2507 - Municipal Art Fund
2507.00.0000-54.8010 Use of money and property Investment Earnings - 22 - 500 2507.00.0000-56.8013 Charges for Services Public Art Charge 5,941 12,009 6,000 6,000 2507 - Municipal Art Fund Total 5,941 12,031 6,000 6,500 2508 - Contributions & Donations
2508.40.4170-57.8285 Other Revenue Contributions & Donations 40,803 363,139 - - 2508.40.4170-57.8490 Other Revenue Animal Shelter Donations 13,637 3,081 - - 2508.55.6231-57.8285 Other Revenue Contributions & Donations 140 60 - - 2508.60.6005-57.8180 Other Revenue Friends of the Library 6,498 7,786 - - 2508.60.6005-57.8290 Other Revenue Library Donations 5,631 9,592 - - 2508 - Contributions & Donations Total 66,709 383,659 - - 2509 - KDF Los Padres Dev Social Svcs
2509.00.0000-54.8010 Use of money and property Investment Earnings 1,666 - - - 2509.55.6240-57.8510 Other Revenue KDF Tenant Services 70,724 - - - 2509 - KDF Los Padres Dev Social Svcs Total 72,390 - - - 2510 - MX-Transport Safety & Inv Plan
2510.00.0000-54.8010 Use of money and property Investment Earnings 49,960 15,443 47,000 182,000 2510.00.0000-55.4073 Intergovernmental Measure X - TAMC 4,525,233 5,668,940 3,600,000 5,000,000 2510 - MX-Transport Safety & Inv Plan Total 4,575,193 5,684,383 3,647,000 5,182,000 2511 - SB1 Road Maintenance & Rehab
2511.00.0000-54.8010 Use of money and property Investment Earnings 19,538 9,568 29,000 123,000 2511.00.0000-55.5292 Intergovernmental SB1 Road Maintenance & Rehab 2,889,904 3,220,193 3,652,000 3,994,000 2511 - SB1 Road Maintenance & Rehab Total 2,909,442 3,229,761 3,681,000 4,117,000 2512 - SB1 Traffic Congestion Relief
2512.00.0000-54.8010 Use of money and property Investment Earnings 3,792 1,099 3,000 11,000 2512 - SB1 Traffic Congestion Relief Total 3,792 1,099 3,000 11,000 2513 - General Plan
2513.30.3701-56.3050 Charges for Services General Plan/Zoning Fees - - - 250,000 2513 - General Plan Total - - - 250,000
2601 - SRA Public Improvements
2601.20.2505-54.8010 Use of money and property Investment Earnings 10,844 3,145 9,000 31,000 2601 - SRA Public Improvements Total 10,844 3,145 9,000 31,000 2602 - HSA - Affordable Housing
2602.20.2505-54.8010 Use of money and property Investment Earnings 21,497 6,082 18,000 62,000 2602.30.2505-57.3020 Other Revenue Housing Revolving Loans 111,995 121,813 52,000 52,000 2602.30.2505-57.8050 Other Revenue Miscellaneous Receipts - - 100 100 2602 - HSA - Affordable Housing Total 133,492 127,895 70,100 114,100 2910 - Community Development
2910.30.3220-55.7501 Intergovernmental Block Grant 347,570 809,252 6,097,431 6,833,313 2910.30.3221-57.3020 Other Revenue Housing Revolving Loans 192,811 203,712 50,000 50,000 2910 - Community Development Total 540,381 1,012,964 6,147,431 6,883,313 2911 - CDBG - Covid 19
2911.30.3220-55.7501 Intergovernmental Block Grant 247,704 1,159,780 777,790 777,790 2911 - CDBG - Covid 19 Total 247,704 1,159,780 777,790 777,790 2930 - Home Investment Partnership
2930.30.3220-54.8010 Use of money and property Investment Earnings 4,164 572 2,000 - 2930.30.3220-55.7521 Intergovernmental HOME Inv Partnership (HUD) 35,110 528,653 2,184,451 2,184,451 2930.30.3221-57.3020 Other Revenue Housing Revolving Loans 358,829 255,997 50,000 50,000 2930 - Home Investment Partnership Total 398,103 785,222 2,236,451 2,234,451 2931 - HOME American Rescue Plan (ARP)
31 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 2931.30.3220-55.7521 Intergovernmental HOME Inv Partnership (HUD) - - - 2,826,260 2931 - HOME American Rescue Plan (ARP) Total - - - 2,826,260 2940 - Emergency Solutions Grant-HUD
2940.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 55,474 33,193 251,631 261,255 2940 - Emergency Solutions Grant-HUD Total 55,474 33,193 251,631 261,255 2941 - Emergency Solutions Grant-COC
2941.30.3240-55.7531 Intergovernmental Emergency Solutions Grant 127,742 272,431 242,240 242,240 2941 - Emergency Solutions Grant-COC Total 127,742 272,431 242,240 242,240 2942 - CA Emergency Solutions & Housing
2942.30.3220-55.7532 Intergovernmental Emergency Solutions & Housing 125,636 231,996 200,000 309,000 2942 - CA Emergency Solutions & Housing Total 125,636 231,996 200,000 309,000 2943 - ESG-CV HUD
2943.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 2,408,984 2,242,322 4,000,000 50,000 2943 - ESG-CV HUD Total 2,408,984 2,242,322 4,000,000 50,000 2944 - ESG-CV HCD
2944.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 160,819 2,546,128 - - 2944 - ESG-CV HCD Total 160,819 2,546,128 - -
2945 - Housing - Other Agency Match
2945.30.3310-57.8415 Other Revenue Other Agency Contribution 340,922 - - - 2945 - Housing - Other Agency Match Total 340,922 - - - 2951 - SB2
2951.30.3220-55.7542 Intergovernmental SB2 - - 3,110,293 4,486,700 2951.30.3240-55.7542 Intergovernmental SB2 - 680,855 - - 2951 - SB2 Total - 680,855 3,110,293 4,486,700
2952 - Local Early Action Planning
2952.30.3111-55.5232 Intergovernmental Other State Grant & Reimb - 59,867 - - 2952 - Local Early Action Planning Total - 59,867 - -
2953 - Regional Early Action Planning
2953.30.3111-55.5232 Intergovernmental Other State Grant & Reimb - 71,818 - - 2953 - Regional Early Action Planning Total - 71,818 - - 2954 - Encampment Resolution Fund (ERF)
2954.30.3220-55.5232 Intergovernmental Other State Grant & Reimb - 4,079,417 - - 2954 - Encampment Resolution Fund (ERF) Total - 4,079,417 - - 2955 - Neighborhood Stabilization Prog
2955.30.3222-57.8050 Other Revenue Miscellaneous Receipts - 91,250 - - 2955 - Neighborhood Stabilization Prog Total - 91,250 - - 2957 - Inclusionary Housing Trust Fund
2957.30.3230-57.3020 Other Revenue Housing Revolving Loans 3,910 1,960 - - 2957.30.3230-57.8460 Other Revenue Inclusionary Housing 750 750 - - 2957 - Inclusionary Housing Trust Fund Total 4,660 2,710 - - 3282 - BSCC-Board of St&Comm Correction
3282.55.7410-55.7222 Intergovernmental BSCC Grant 131,296 10,904 - - 3282.55.7411-55.7222 Intergovernmental BSCC Grant - 396,357 - - 3282.55.7412-55.7222 Intergovernmental BSCC Grant - - - 313,850 3282 - BSCC-Board of St&Comm Correction Total 131,296 407,261 - 313,850 4104 - 2014 COP Consolidation
4104.00.8004-54.8010 Use of money and property Investment Earnings 3,515 599 - - 4104.80.8004-54.8010 Use of money and property Investment Earnings - - - 700 4104 - 2014 COP Consolidation Total 3,515 599 - 700
4106 - 2018 Lease-PS Building-Police
4106.00.8004-54.8010 Use of money and property Investment Earnings - 1,391 - 14,000 32 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 4106.80.8004-54.8010 Use of money and property Investment Earnings - 246,530 - - 4106 - 2018 Lease-PS Building-Police Total - 247,922 - 14,000 4107 - COP 2018B T.R.I.P. Total Rd Impv
4107.00.8004-54.8010 Use of money and property Investment Earnings 8,288 2,377 - 29,000 4107.80.8004-54.8010 Use of money and property Investment Earnings 7,978 44,940 - 441,000 4107 - COP 2018B T.R.I.P. Total Rd Impv Total 16,266 47,316 - 470,000 4108 - Energy Improvement
4108.00.8004-54.8010 Use of money and property Investment Earnings 125 71 - - 4108 - Energy Improvement Total 125 71 - -
4109 - 2015 Refunding COP 2005 A & B
4109.00.8004-54.8010 Use of money and property Investment Earnings 609 176 - - 4109 - 2015 Refunding COP 2005 A & B Total 609 176 - -
4110 - 2018 Lease-El Gabilan Library
4110.80.8004-54.8010 Use of money and property Investment Earnings - 17 - 2,000 4110 - 2018 Lease-El Gabilan Library Total - 17 - 2,000 4111 - Refund Bonds Series 2020A-Energy
4111.80.8004-54.8010 Use of money and property Investment Earnings 0 - - - 4111.80.8004-58.8013 Other Financing Sources Bond Proceeds 16,190,000 - - - 4111.80.8004-58.8020 Other Financing Sources Bond Premium 3,230,127 - - - 4111 - Refund Bonds Series 2020A-Energy Total 19,420,127 - - - 4112 - Refund Bonds Series 2020A-SVSWA
4112.80.8004-54.8010 Use of money and property Investment Earnings - (15) - - 4112.80.8004-58.8013 Other Financing Sources Bond Proceeds 4,440,000 - - - 4112.80.8004-58.8020 Other Financing Sources Bond Premium 561,244 - - - 4112 - Refund Bonds Series 2020A-SVSWA Total 5,001,244 (15) - - 4202 - Assessment Districts-Debt Svc
4202.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 478,941 255,452 250,000 470,000 4202.20.2141-54.8010 Use of money and property Investment Earnings 28 88 - 5,400 4202 - Assessment Districts-Debt Svc Total 478,969 255,540 250,000 475,400 4203 - Assessment District Reserve
4203.20.2141-54.8010 Use of money and property Investment Earnings 12,334 3,566 11,000 34,000 4203 - Assessment District Reserve Total 12,334 3,566 11,000 34,000 4204 - 2019 Spec Tax Bond Monte Bella
4204.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 180,315 173,909 180,000 160,000 4204.20.2141-54.8010 Use of money and property Investment Earnings 40 132 - 8,900 4204 - 2019 Spec Tax Bond Monte Bella Total 180,356 174,041 180,000 168,900 4205 - 2019 Spec Tax Bond Monte Bella 2
4205.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 144,059 146,854 160,000 135,000 4205.20.2141-54.8010 Use of money and property Investment Earnings 28 84 - 5,600 4205 - 2019 Spec Tax Bond Monte Bella 2 Total 144,087 146,938 160,000 140,600 4206 - 2019 Spec Tax Bond Monte Bella 3
4206.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 15,238 173,508 180,000 170,000 4206 - 2019 Spec Tax Bond Monte Bella 3 Total 15,238 173,508 180,000 170,000 5101 - Special Aviation Fund - State
5101.50.5340-55.7202 Intergovernmental State Aid - Airport - - - 81,000 5101 - Special Aviation Fund - State Total - - - 81,000 5102 - Special Aviation Fund - Federal
5102.50.5340-54.8010 Use of money and property Investment Earnings 6,259 2,194 6,000 18,000 5102.50.5340-55.5501 Intergovernmental Federal Aid - Airport 499,360 485,901 143,876 1,620,000 5102 - Special Aviation Fund - Federal Total 505,619 488,095 149,876 1,638,000 5201 - Special Const Assist - Fed & St
5201.00.0000-55.4520 Intergovernmental FEMA - 28,000 - - 33 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 5201.00.0000-55.5232 Intergovernmental Other State Grant & Reimb 184,147 92,245 - - 5201.00.0000-55.5272 Intergovernmental Regional Surface Transp Program 2,614,307 1,575,535 - - 5201.00.0000-55.5511 Intergovernmental Other Federal Grant 2,220,835 5,071,754 11,950,000 - 5201 - Special Const Assist - Fed & St Total 5,019,289 6,767,534 11,950,000 - 5203 - Special Const Assist - Others
5203.00.0000-54.8050 Use of money and property Rental Income 270,091 - - - 5203.00.0000-55.3013 Intergovernmental TRAKIT-Permit System Charges - (48) - - 5203.00.0000-55.3023 Intergovernmental Developers Contributions-Haciend - - 1,650,000 - 5203.00.0000-55.3024 Intergovernmental Traffic Fair Share Contributions - 981,838 - - 5203.00.0000-55.5053 Intergovernmental Developers Contributions - 102,472 - - 5203.00.0000-55.5062 Intergovernmental Ag-Industrial Specific Plan - 10,000 - - 5203.00.0000-55.5063 Intergovernmental Construction Assistance Others 166,728 279,490 193,000 - 5203.00.0000-55.5073 Intergovernmental Monterey County - 71,057 - - 5203.00.0000-55.5074 Intergovernmental Other Agencies 10,000 - - - 5203.00.0000-55.5080 Intergovernmental Developers-Annexation Fees - 1,776 - - 5203.00.0000-55.5083 Intergovernmental Developers-FGA West 2,924 50,000 - - 5203.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 750 3,300 - - 5203.00.0000-55.8223 Intergovernmental Disaster Reimbursements - 126 - - 5203.00.0000-56.3050 Charges for Services General Plan/Zoning Fees 298,410 305,966 400,000 - 5203.00.0000-56.5200 Charges for Services AutoCAD 114,675 66,956 - - 5203.00.0000-56.6340 Charges for Services Library - Donations 221,945 95,522 - - 5203.00.0000-57.1060 Other Revenue Miscellaneous Insurances 206,122 698,677 - - 5203 - Special Const Assist - Others Total 1,291,644 2,667,133 2,243,000 - 5300 - Assessment District - Projects
5300.50.5120-54.8010 Use of money and property Investment Earnings 2,742 824 2,000 7,800 5300 - Assessment District - Projects Total 2,742 824 2,000 7,800 5301 - 2019 Spec Tax Bond Monte Bella
5301.00.0000-54.8010 Use of money and property Investment Earnings 160 41 - 900 5301 - 2019 Spec Tax Bond Monte Bella Total 160 41 - 900 5303 - 2019 Spec Tax Bond Monte Bella 3
5303.00.0000-54.8010 Use of money and property Investment Earnings 2,373 536 2,000 - 5303.00.0000-58.8013 Other Financing Sources Bond Proceeds 2,695,000 - - - 5303.00.0000-58.8020 Other Financing Sources Bond Premium 242,947 - - - 5303 - 2019 Spec Tax Bond Monte Bella 3 Total 2,940,320 536 2,000 - 6100 - Municipal Airport
6100.50.5340-54.5010 Use of money and property Hangar Rent 772,253 689,108 790,000 828,000 6100.50.5340-54.5020 Use of money and property Aircraft Parking 3,554 3,841 5,000 5,000 6100.50.5340-54.5030 Use of money and property Building Rental 325,556 340,469 428,000 500,000 6100.50.5340-54.5040 Use of money and property Ground Leases 407,667 386,571 330,000 350,000 6100.50.5340-54.5050 Use of money and property Fuel Fees 70,925 85,010 75,000 70,000 6100.50.5340-54.5060 Use of money and property Use Permits 37,350 216,025 40,000 50,000 6100.50.5340-54.5080 Use of money and property Refuse Fees 9,572 9,841 8,000 8,000 6100.50.5340-54.5085 Use of money and property Hangar Rent Non - Aeronautical - 14,109 8,000 15,000 6100.50.5340-54.5090 Use of money and property Hangar Rent Non - Airworthy - 144,338 40,000 40,000 6100.50.5340-54.8010 Use of money and property Investment Earnings 8,493 3,072 10,000 39,000 6100.50.5340-56.8110 Charges for Services Rental Income 111,243 177,084 110,000 110,000 6100.50.5340-57.8050 Other Revenue Miscellaneous Receipts 61,788 109,180 40,000 50,000 6100.50.5340-57.8560 Other Revenue Airport Cardlock Deposits 901 1,141 5,000 5,000 6100 - Municipal Airport Total 1,809,301 2,179,788 1,889,000 2,070,000 6200 - Industrial Waste
6200.50.5441-54.8010 Use of money and property Investment Earnings 48,801 16,110 47,000 166,000 6200.50.5441-56.5040 Charges for Services Industrial Waste Fees 2,870,417 3,088,186 3,000,000 3,000,000 6200.50.5441-57.8050 Other Revenue Miscellaneous Receipts 60 - - - 6200 - Industrial Waste Total 2,919,278 3,104,296 3,047,000 3,166,000 6301 - Fairways Golf Course
6301.00.0000-54.8010 Use of money and property Investment Earnings 113 - - - 6301.00.0000-54.8080 Use of money and property Sierra Lease 116,667 100,000 100,000 100,000 6301 - Fairways Golf Course Total 116,779 100,000 100,000 100,000 34 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 6302 - Twin Creek Golf Course
6302.00.0000-54.8070 Use of money and property First Tee Lease 60,000 30,000 60,000 60,000 6302.80.8006-58.8013 Other Financing Sources Bond Proceeds 2,977,191 - - - 6302.80.8006-58.8020 Other Financing Sources Bond Premium 317,432 - - - 6302 - Twin Creek Golf Course Total 3,354,623 30,000 60,000 60,000 6400 - Sewer
6400.50.5442-54.8010 Use of money and property Investment Earnings 30,559 9,701 26,000 7,500 6400.50.5442-56.5050 Charges for Services Sanitary Sewer Surcharge Fees 5,002,049 3,690,313 4,800,000 4,100,000 6400.50.5442-56.5065 Charges for Services USA Service Fee 19,804 18,984 - 60,000 6400.50.5442-57.8050 Other Revenue Miscellaneous Receipts 3,994 - - - 6400 - Sewer Total 5,056,407 3,718,998 4,826,000 4,167,500 6500 - Storm Sewer (NPDES)
6500.50.5443-53.3012 Fines and Forfeits NPDES Citations - 1,000 - - 6500.50.5443-54.8010 Use of money and property Investment Earnings 3,932 1,421 5,000 19,000 6500.50.5443-56.5080 Charges for Services Review and Inspection Fees 215 39,450 10,000 40,000 6500.50.5443-57.8050 Other Revenue Miscellaneous Receipts - - 200 200 6500 - Storm Sewer (NPDES) Total 4,147 41,871 15,200 59,200 6600 - Crazy Horse Landfill
6600.20.2030-54.8010 Use of money and property Investment Earnings 6,536 708 - - 6600 - Crazy Horse Landfill Total 6,536 708 - -
6700 - Water Utility
6700.50.5445-55.4043 Intergovernmental Monterey Co. Animal Shelter 5,300 4,113 4,000 4,000 6700.50.5445-55.4053 Intergovernmental City Animal Shelter - - 3,000 3,000 6700.50.5445-55.5023 Intergovernmental MRWPCA - 2,441 3,000 3,000 6700.50.5445-55.5033 Intergovernmental City Industrial Waste Facility - - 1,000 1,000 6700 - Water Utility Total 5,300 6,554 11,000 11,000
6801 - Downtown Parking District
6801.50.5446-52.5010 Licenses & Permits Parking Lot Permits 37,718 50,852 50,000 50,000 6801.50.5446-52.5020 Licenses & Permits Salinas St Garage Permits 31,160 64,815 60,000 60,000 6801.50.5446-52.5040 Licenses & Permits Monterey St Garage Permits 133,871 159,262 140,000 160,000 6801.50.5446-52.5070 Licenses & Permits Monterey St Garage - Hourly 58,880 192,387 170,000 170,000 6801.50.5446-52.5075 Licenses & Permits Parking Validation 6,578 160 5,000 - 6801.50.5446-57.8050 Other Revenue Miscellaneous Receipts - 4,077 - 5,000 6801 - Downtown Parking District Total 268,207 471,552 425,000 445,000 6802 - Preferential Parking
6802.50.5447-52.5060 Licenses & Permits Preferential Permits 15,595 24,582 25,000 25,000 6802.50.5447-57.8050 Other Revenue Miscellaneous Receipts - 250 - - 6802 - Preferential Parking Total 15,595 24,832 25,000 25,000 6803 - Parking Enforcement
6803.50.5448-53.4020 Fines and Forfeits Parking Fines 876,303 1,147,161 1,230,000 1,100,000 6803 - Parking Enforcement Total 876,303 1,147,161 1,230,000 1,100,000 6900 - Permit Services
6900.00.0000-54.8010 Use of money and property Investment Earnings 14,897 5,343 16,000 67,000 6900.30.3350-52.3010 Licenses & Permits Mechanical Permits 20,210 43,780 10,200 10,200 6900.30.3350-52.3020 Licenses & Permits Building Permits 1,064,822 1,113,092 1,400,000 1,400,000 6900.30.3350-52.3030 Licenses & Permits Plumbing Permits 26,778 18,576 15,000 15,000 6900.30.3350-52.3040 Licenses & Permits Electrical Permits 84,920 53,308 25,000 25,000 6900.30.3350-52.3060 Licenses & Permits Re-Roofing Permits 114,342 100,233 100,000 100,000 6900.30.3350-52.3070 Licenses & Permits Building Demolition Permit 1,288 986 1,000 1,000 6900.30.3350-53.3011 Fines and Forfeits Building Enforcement 31,671 40,300 - - 6900.30.3350-53.3405 Fines and Forfeits C & D Penalty 30,275 50,748 20,000 20,000 6900.30.3350-55.3013 Intergovernmental TRAKIT-Permit System Charges 191,452 390,566 256,500 256,500 6900.30.3350-56.3280 Charges for Services Fire Plan Check Fee-Permit Ctr 47,313 39,920 44,000 44,000 6900.30.3350-56.3400 Charges for Services Building Plan Check Fees 947,653 2,768,094 1,000,000 1,000,000 6900.30.3350-56.3410 Charges for Services Special Building Inspection 38,552 79,284 50,000 50,000 6900.30.3350-56.3420 Charges for Services Reinspection Service 38,326 47,817 40,000 40,000 6900.30.3350-56.3430 Charges for Services Residential Report 52,013 52,101 35,000 35,000 6900.30.3350-56.3440 Charges for Services Microfilm Fee 37,979 38,598 35,000 35,000 35 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 6900.30.3350-56.3460 Charges for Services Other Building Fees 1,748 3,933 1,000 1,000 6900.30.3350-56.8060 Charges for Services Copying Fees - 30 - - 6900.30.3350-57.8080 Other Revenue Miscellaneous Deposits 4,417 - 6,500 6,500 6900 - Permit Services Total 2,748,655 4,846,710 3,055,200 3,106,200 7101 - Internal Services Administration
7101.14.1245-57.8050 Other Revenue Miscellaneous Receipts 500 2,040 - - 7101 - Internal Services Administration Total 500 2,040 - - 7102 - Internal Services Insurances
7102.12.1246-57.8050 Other Revenue Miscellaneous Receipts 425 - - - 7102.14.1246-57.1060 Other Revenue Miscellaneous Insurances - 850 - - 7102.14.1246-57.8050 Other Revenue Miscellaneous Receipts 276,521 789,645 200,000 200,000 7102 - Internal Services Insurances Total 276,946 790,495 200,000 200,000 7103 - Worker's Comp Self-Insurance
7103.14.1247-54.8010 Use of money and property Investment Earnings 44,997 15,501 47,000 - 7103.14.1247-57.1010 Other Revenue Workers Comp Premiums 5,224,032 5,262,284 5,352,700 - 7103.14.1247-57.1020 Other Revenue Workers Comp Reimb - 11,784 10,000 - 7103.16.1247-54.8010 Use of money and property Investment Earnings - - - 174,000 7103.16.1247-57.1020 Other Revenue Workers Comp Reimb - - - 5,352,700 7103.16.1247-57.1030 Other Revenue CalPERS Ind Disability Reimb - - - 10,000 7103 - Worker's Comp Self-Insurance Total 5,269,029 5,289,569 5,409,700 5,536,700 7104 - General Liability Self-Insurance
7104.14.1248-54.8010 Use of money and property Investment Earnings 25,307 2,084 8,000 3,300 7104.14.1248-57.1040 Other Revenue Liability Insurance 197,972 215,431 217,100 260,200 7104.14.1248-57.1060 Other Revenue Miscellaneous Insurances 64,580 1,038,091 1,000 1,000 7104 - General Liability Self-Insurance Total 287,860 1,255,606 226,100 264,500 7120 - Internal Services-Fleet Maint
7120.50.5233-57.8050 Other Revenue Miscellaneous Receipts 1,712 - - - 7120 - Internal Services-Fleet Maint Total 1,712 - - -
8914 - RORF-Redev Obligation Retirement
8914.20.2502-50.1090 Taxes Property Taxes-Tax Increments 2,407,980 2,400,018 2,250,000 2,200,000 8914.20.2502-54.8010 Use of money and property Investment Earnings 83,057 69,125 109,000 129,000 8914 - RORF-Redev Obligation Retirement Total 2,491,037 2,469,143 2,359,000 2,329,000 8915 - Successor Agency Administration
8915.20.2505-50.1090 Taxes Property Taxes-Tax Increments 10,000 10,000 10,000 10,000 8915.20.2505-52.8010 Licenses & Permits Other Licenses & Permits - 1 - - 8915 - Successor Agency Administration Total 10,000 10,001 10,000 10,000 Operating Revenue Total 231,894,277 234,778,194 236,699,547 237,114,119 1000 - General Fund
1000.00.0000-90.1200 Transfers In Measure G 1,413,300 1,413,300 700,000 - 1000.00.0000-90.2401 Transfers In Gas Tax - 2107 1,200,300 1,200,300 1,200,300 1,200,300 1000.00.0000-90.2402 Transfers In Gas Tax - 2106 230,000 230,000 230,000 230,000 1000.00.0000-90.2403 Transfers In Gas Tax - 2105 294,700 294,700 294,700 294,700 1000.00.0000-90.2503 Transfers In Traffic Safety 250,000 250,000 200,000 200,000 1000.00.0000-90.2508 Transfers In Contributions & Donations 2,185 - - - 1000.00.0000-90.2513 Transfers In General Plan - - - 153,200 1000.00.0000-90.2941 Transfers In Emergency Solutions Grant-COC 8 - - - 1000.00.0000-90.3111 Transfers In SAFER - 4,097 - -
1000.00.0000-90.3182 Transfers In DOJ Office of Justice Program 3,016 - - - 1000.00.0000-90.3256 Transfers In First Five Monterey Co - 1 - - 1000.00.0000-90.3282 Transfers In BSCC-Board of St&Comm Correction - 1 - - 1000.00.0000-90.3910 Transfers In CARES Act 2,002,977 - - - 1000.00.0000-90.7101 Transfers In Internal Services Administration - - - 750,000 1000 - General Fund Total 5,396,486 3,392,399 2,625,000 2,828,200 1100 - Measure E
1100.00.0000-90.1200 Transfers In Measure G 700,000 700,000 350,000 - 1100 - Measure E Total 700,000 700,000 350,000 -
36 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 2501 - Emergency Medical Service Fund
2501.00.0000-90.1000 Transfers In General Fund 1,015,300 850,000 1,200,000 1,600,000 2501 - Emergency Medical Service Fund Total 1,015,300 850,000 1,200,000 1,600,000 2504 - Vehicle Abatement
2504.00.0000-90.1000 Transfers In General Fund 50,000 50,000 50,000 50,000 2504 - Vehicle Abatement Total 50,000 50,000 50,000 50,000 2507 - Municipal Art Fund
2507.00.0000-90.1000 Transfers In General Fund - - - 100,000 2507 - Municipal Art Fund Total - - - 100,000
2513 - General Plan
2513.00.0000-90.1000 Transfers In General Fund - - - 555,430 2513 - General Plan Total - - - 555,430
2603 - Local Housing Trust Fund
2603.00.0000-90.1000 Transfers In General Fund - - - 2,000,000 2603 - Local Housing Trust Fund Total - - - 2,000,000
2910 - Community Development
2910.00.0000-90.2911 Transfers In CDBG - Covid 19 11,598 - - - 2910 - Community Development Total 11,598 - - -
2941 - Emergency Solutions Grant-COC
2941.00.0000-90.2943 Transfers In ESG-CV HUD 1,673 - - - 2941 - Emergency Solutions Grant-COC Total 1,673 - - -
2943 - ESG-CV HUD
2943.00.0000-90.1000 Transfers In General Fund - 4,424 - - 2943 - ESG-CV HUD Total - 4,424 - -
3282 - BSCC-Board of St&Comm Correction
3282.00.0000-90.1000 Transfers In General Fund - 0 - -
3282 - BSCC-Board of St&Comm Correction Total - 0 - -
4104 - 2014 COP Consolidation
4104.00.0000-90.1000 Transfers In General Fund - - 59,000 227,100 4104 - 2014 COP Consolidation Total - - 59,000 227,100
4106 - 2018 Lease-PS Building-Police
4106.00.0000-90.1200 Transfers In Measure G 4,739,701 12,741,823 5,423,500 5,750,800 4106 - 2018 Lease-PS Building-Police Total 4,739,701 12,741,823 5,423,500 5,750,800 4107 - COP 2018B T.R.I.P. Total Rd Impv
4107.00.0000-90.2510 Transfers In Measure X - TAMC 2,338,575 2,340,075 2,317,100 2,328,400 4107 - COP 2018B T.R.I.P. Total Rd Impv Total 2,338,575 2,340,075 2,317,100 2,328,400 4110 - 2018 Lease-El Gabilan Library
4110.00.0000-90.1100 Transfers In Measure E 792,443 1,024,662 1,165,400 1,145,200 4110 - 2018 Lease-El Gabilan Library Total 792,443 1,024,662 1,165,400 1,145,200 4111 - Refund Bonds Series 2020A-Energy
4111.00.0000-90.1000 Transfers In General Fund 766,143 1,108,839 1,175,500 1,199,500 4111.00.0000-90.1100 Transfers In Measure E 42,293 63,400 64,900 66,200 4111.00.0000-90.1200 Transfers In Measure G 3,294 4,938 5,100 5,200 4111.00.0000-90.4108 Transfers In Energy Improvement - 36,001 - - 4111.00.0000-90.6100 Transfers In Airport Fund 51,062 76,545 78,300 79,900 4111.00.0000-90.6200 Transfers In Industrial Waste 47,802 71,658 73,300 74,800 4111.00.0000-90.6400 Transfers In Sewer Fund 63,703 95,495 97,700 99,700 4111.00.0000-90.6801 Transfers In Downtown Parking 21,608 32,391 33,200 33,900 4111 - Refund Bonds Series 2020A-Energy Total 995,905 1,489,268 1,528,000 1,559,200 4112 - Refund Bonds Series 2020A-SVSWA
4112.00.0000-90.1000 Transfers In General Fund - 323,295 670,500 668,300 4112.00.0000-90.4109 Transfers In 2015 Refunding COP 2005 A & B - 87,010 - - 37 SUMMARIES & SCHEDULES
Revenue
FY 21 FY 22 FY 23 FY 24
Account Number Account Description Actual Actual Budget Budget 4112.00.0000-90.6600 Transfers In Crazy Horse Landfill 692,835 279,500 - - 4112 - Refund Bonds Series 2020A-SVSWA Total 692,835 689,805 670,500 668,300 4206 - 2019 Spec Tax Bond Monte Bella 3
4206.00.0000-90.5303 Transfers In 2019 Spec Tax Monte Bella 3 402,870 - - - 4206 - 2019 Spec Tax Bond Monte Bella 3 Total 402,870 - - - 6200 - Industrial Waste
6200.00.0000-90.1000 Transfers In General Fund - 1,865,000 - - 6200 - Industrial Waste Total - 1,865,000 - -
6302 - Twin Creek Golf Course
6302.00.0000-90.1000 Transfers In General Fund - - 450,000 450,000 6302 - Twin Creek Golf Course Total - - 450,000 450,000 6500 - Storm Sewer (NPDES)
6500.00.0000-90.1000 Transfers In General Fund 2,354,100 2,643,100 2,600,000 2,150,000 6500.00.0000-90.1200 Transfers In Measure G 71,900 58,800 - - 6500.00.0000-90.2401 Transfers In Gas Tax - 2107 150,000 15,000 15,000 15,000 6500.00.0000-90.2403 Transfers In Gas Tax - 2105 600,000 60,000 60,000 60,000 6500 - Storm Sewer (NPDES) Total 3,176,000 2,776,900 2,675,000 2,225,000 6801 - Downtown Parking District
6801.00.0000-90.1000 Transfers In General Fund - - - 393,000 6801.00.0000-90.8914 Transfers In RORF-Redev Obligation Retirement 947,593 951,900 949,300 950,700 6801 - Downtown Parking District Total 947,593 951,900 949,300 1,343,700 7102 - Internal Services Insurances
7102.00.0000-90.1000 Transfers In General Fund - - - 600,000 7102.00.0000-90.1100 Transfers In Measure E - - - 250,000 7102.00.0000-90.1200 Transfers In Measure G - - 500,000 550,000 7102 - Internal Services Insurances Total - - 500,000 1,400,000 7103 - Worker's Comp Self-Insurance
7103.00.0000-90.1000 Transfers In General Fund 1,000,000 - - - 7103 - Worker's Comp Self-Insurance Total 1,000,000 - - - 7104 - General Liability Self-Insurance
7104.00.0000-90.1000 Transfers In General Fund 2,661,300 1,661,300 2,229,700 2,800,000 7104.00.0000-90.1100 Transfers In Measure E - - 323,300 420,000 7104.00.0000-90.1200 Transfers In Measure G - - 147,000 190,000 7104.00.0000-90.7101 Transfers In Internal Services Administration - - - 1,000,000 7104.00.0000-90.7102 Transfers In Internal Services Insurances - - - 500,000 7104 - General Liability Self-Insurance Total 2,661,300 1,661,300 2,700,000 4,910,000 7120 - Internal Services-Fleet Maint
7120.00.0000-90.1000 Transfers In General Fund 1,995,400 2,120,000 2,120,000 2,000,000 7120.00.0000-90.1100 Transfers In Measure E - - - 100,000 7120.00.0000-90.1200 Transfers In Measure G - - - 200,000 7120 - Internal Services-Fleet Maint Total 1,995,400 2,120,000 2,120,000 2,300,000 7121 - Vehicle Replacement
7121.00.0000-90.1000 Transfers In General Fund - 9,000,000 - 876,825 7121.00.0000-90.1200 Transfers In Measure G - - - 463,620 7121 - Vehicle Replacement Total - 9,000,000 - 1,340,445 Transfers In Total 26,917,680 41,657,557 24,782,800 32,781,775 Grand Total 258,811,958 276,435,750 261,482,347 269,895,894 38 SUMMARIES & SCHEDULES
Administrative Overhead Rates
Allocated Cost Summary Direct Cost Base /
Total Allocation Total Allowable
Budget Indirect Cost Rate
All Funds $17,291,831 $112,089,783 15%
General Fund (1000) $11,243,853 $72,727,901 15%
Measure E (1100) $2,117,644 $12,044,156 18%
Measure G (1200) $1,578,778 $11,783,790 13%
Woodside Park Maint District (2102) $3,714 $34,000 11%
Downtown Mall Maint District (2103) $214 $2,200 10%
Airport Bus Park Maint District (2104) $2,016 $18,260 11% N E Salinas Landscape Dist (2105) $69,225 $640,760 11%
Harden Ranch Landscape Dist (2106) $19,534 $183,870 11% Vista Nueva Maint District (2107) $2,676 $22,100 12%
Mira Monte Maint District (2108) $11,284 $106,320 11%
Monte Bella Maint District (2109) $19,940 $184,110 11%
Sales Tax-SB172 (2201) $40,921 $600,000 7%
Supplemental Law Enf - AB3229 (2202) $40,921 $600,000 7% Emergency Medical Service Fund (2501) $104,763 $979,270 11% Asset Seizure (2502) $2,156 $20,000 11%
Vehicle Abatement (2504) $30,965 $166,490 19%
Recreation Parks (2505) $3,993 $23,400 17%
PEG Cable Franchise (2506) $8,475 $120,000 7%
HSA - Affordable Housing (2602) $7,075 $71,791 10%
Community Development (2910) $96,177 $896,324 11%
Home Investment Partnership (2930) $13,512 $130,540 10% Emergency Solutions Grant-HUD (2940) $6,804 $88,810 8%
Emergency Solutions Grant-COC (2941) $11,136 $145,526 8% 2014 COPS Hiring SRO (3163) $169,186 $1,332,800 13%
Violence Prevention Effort (3283) $30,635 $160,390 19%
Cal ID / RAN Grant (3302) $17,714 $115,106 15%
Assessment Districts-Debt Svc (4202) $140,832 $0 0%
Municipal Airport (6100) $512,602 $1,155,370 44%
Industrial Waste (6200) $92,684 $990,380 9%
Fairways Golf Course (6301) $124 $0 0%
Twin Creek Golf Course (6302) $521 $0 0%
Sewer (6400) $229,608 $1,669,700 14%
Storm Sewer - NPDES (6500) $281,884 $2,147,639 13%
Water Utility (6700) $2,891 $18,000 16%
Downtown Parking District (6801) $59,625 $507,520 12%
Preferential Parking (6802) $1,480 $21,500 7%
Permit Services (6900) $291,892 $2,151,060 14%
RORF-Redev Obligation Retirement (8914) $172 $1,800 10% Successor Agency Administration (8915) $24,202 $228,900 11% 39 SUMMARIES & SCHEDULES
City-Wide Workforce Summary
FY 20 FY 21 FY 22 FY 23 FY 24

GENERAL OPERATIONS
Police (Sworn) 174.000 174.000 174.000 161.000 161.000
Police (Adminstrative) 57.500 53.500 47.000 52.000 52.000 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 329.500 325.500 319.000 316.000 317.000 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 552.917 547.690 546.930 565.980 576.930 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 611.500 606.500 606.500 633.500 647.500 40 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. The “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 Plan 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;
41 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. Four of the TSP recommendations have attempted implementation and failed or have been rejected by the City as not feasible.

Status of The Salinas Plan Initiatives
No. of
Recommendations
Implemented 7
In-Progress 10
Active 11
Rejected 4
Total
Recommendations 32
Revised Recommendation 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. 42 THE SALINAS PLAN REFRESH
Revised Recommendations 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
43 THE SALINAS PLAN REFRESH
Status of Revised Recommendations for The Salinas Plan Refresh The Salinas Plan Refresh was presented to City Council on March 21, 2023. New and updated recommendations have not been implemented by City staff. The status of these recommendations with corresponding financial impacts will be shown in subsequent versions of this annual operating budget document.
44 MEASURE E
Over a period of three fiscal years beginning in April 2003, the Salinas City Council reduced City programs and services funded by the General Fund budget a total of $15.3 million dollars or 24%. The reductions were required to maintain the City’s financial solvency. The financial crisis was the result of a combination of factors including a weak economy evidenced by sales tax decreasing for two years, State raids on local revenue, increasing charges assessed by the County of Monterey, increasing retirement costs and increasing employee health insurance costs.

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

At the City Council’s May 3, 2005 meeting, members of the public expressed their view that the City must be able to provide adequate police, fire and street and park maintenance services, and that the libraries and recreation centers should remain open. The public requested that Council consider placing a tax measure on the ballot so that revenue could be provided to restore vital services.

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

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

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

On November 8, 2005, the voters of Salinas approved (61.74%) the ordinance establishing a Temporary Transactions and Use Tax at the rate of one-half of one percent (0.50%) to be in effect for a period of ten (10) years. Initial collection of the tax began April 1, 2006 with the first receipt of revenues from the tax to occur in July 2006. The temporary tax was therefore scheduled to sunset April 1, 2016. During November 2012, Salinas’ residents approved the renewal of the transaction and use tax with no expiration date by removing the language addressing a tax collection sunset in April 2016.

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

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

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

The Mayor and City Council shall each annually appoint one member of the public to serve as an oversight committee for the revenue that the City receives from the tax. The committee shall prepare an annual report on the revenue received and recommend the use thereof. The City Manager shall provide 45 MEASURE E
staff for the committee, and the Finance Director shall provide all relevant data regarding revenue from the tax and expenditure thereof.

Transactions and Use Tax collections began a severe decline starting in fiscal year 2009 that continued over a two-year period. Signs of recovery started to show in FY 11 and continued through FY 19. As a result of the COVID-19 pandemic, a brief decline was experienced in FY 20, with signs of significant improvement for FY 21 through FY 24.

Measure E tax collections are projected to increase $677,000 or 4.12% in FY 24. Staff revenue projections are conservative and based on the current economic recovery signs. The City’s outside consultant (Hinderliter, de Llamas & Associates) agrees with staff revenue estimates for the City’s Transaction and Use Tax.
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY07
Actual
FY08
Actual
FY09
Actual
FY10
Actual
FY11
Actual
FY12
Actual
FY13
Actual
FY14
Actual
FY15
Actual
FY16
Actual
FY17
Actual
FY18
Actual
FY19
Actual
FY20
Actual
FY21
Actual
FY22
Actual
FY23
Budget
FY24
Budget
$10.0
$10.2
$9.3 $8.9
$9.3 $9.8
$10.3
$10.9
$11.1
$11.4
$12.0
$12.6
$13.5
$13.0
$14.3
$17.0
$16.4
$17.1
Millions
46 MEASURE E
The Measure E proposed budget by department/program for FY 24 is as follows:

Internal Svc - General Liability 420,000 2.7%
Internal Svc - Insurances 250,000 1.6%
Internal Svc - Fleet Maint 100,000 0.6%
Energy Debt Svc 66,200 0.4%
El Gabilan Library Debt Svc 1,145,200 7.4%
Salinas Reg. Soccer 250,000 1.6%
Finance & IT 66,000 0.4%
Library 5,944,553 38.3%
Recreation & Comm. Svc 2,855,174 18.4%
Police 4,409,331 28.6%
Total Appropriations 15,506,458 100.0%
Internal Svc -
General Liability,
420,000 , 3%
Internal Svc -
Insurances,
250,000 , 2%
Internal Svc -
Fleet Maint,
100,000 , 1%
Energy Debt Svc,
66,200 , 0%
El Gabilan
Library Debt Svc,
1,145,200 , 7%
Salinas Reg.

Soccer, 250,000 ,
2%
Finance & IT,
66,000 , 0%
Library,
5,944,553 , 38%
Recreation &
Comm. Svc,
2,855,174 , 18%
Police, 4,409,331
, 29%
47 MEASURE E
The number of positions funded by Measure E during FY 24 is summarized as follows:

FY 24
Police 21.0
Parks & Recreation 16.0
Youth Serv. & Com. Engagement 2.0
Library 41.0
Total Positions 80.0
48 MEASURE G
With the passage of Measure G in November 2014, the City is in a position to make strategic investments to restore services and make strategic investments into public facilities and infrastructure. Each of the department’s plans are focused on delivering services and projects that reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement.

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

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

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

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

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

Measure G was premised upon and was presented to the voters as an opportunity to restore services to the community; to provide for a “safer, better Salinas.” Consistent with that purpose, the following question was presented to the voters:
“To improve our quality of life, maintain and enhance city services and facilities, including: crime and gang prevention; neighborhood policing and school safety; safety inspections; police, fire and paramedic response; fixing potholes, streets, and sidewalks; recreation and programs for youth and seniors; and other city services, shall the City of Salinas enact a one cent sales tax, that can’t be taken by the State, with citizens’ oversight, annual independent audits, with all funds dedicated to Salinas?” As set forth in Section 32-94 of the Measure G ordinance, the “Measure G Oversight Committee” has the following attributes and responsibilities:

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

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

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

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

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

3. Prior to the City Council’s adoption of the annual budgets so that City staff can present information to the Committee on Measure G revenues and the Measure G expenditures proposed in the annual Measure G Budget.

The Committee may have additional meetings beyond these three, provided a majority of the Committee requests an additional meeting(s) and the Committee’s request is approved by the Mayor.

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

The City received $5.4 million for the last quarter of FY 15, $22.6 million for FY 16, $24.1 million for FY 17, $25.2 million for FY 18, $27.2 million for FY 19, $26.0 million for FY 20, $28.5 million for FY 21, and $34.0 million for FY 22. For FY 23 and FY 24, the City is expecting $32.8 million and $34.2 million, respectively.

The FY 24 budget includes $9,385,000 in capital improvement projects (CIP), $7,159,620 in transfers out to mainly fund the new Public Safety building debt service and various internal service charges, and a $24,117,782 operating budget. The CIP includes the Alisal Vibrancy Plan, soccer field at Cesar Chavez Park, facilities ADA improvements, Northgate Dog Park, and streets/sidewalk improvements. The detail of the proposed capital projects are located in the capital improvement budget document for FY 24. 50 MEASURE G
As mentioned, each of the department’s plans are focused on delivering services and projects that are aligned with Council goals and objectives and reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement. The Department plans were presented to the City Manager, who made the final determination on the proposal to the City Council. In addition to community funding themes and City Council goals, the City Manager’s proposed budget allocating Measure G funds factors in city wide operations, all funding sources, all department requests, a sustainable level of staffing, and the full 15-year horizon. The ninth year of Measure G operating costs for FY 24 is shown below:

Amount Percent
Police 26.2% 6,319,012
Fire 7.9% 1,907,341
Public Works 28.8% 6,936,280
Recreation 22.3% 5,383,744
Community Development 10.1% 2,427,600
Information Technology 1.5% 363,282
Finance 1.2% 277,366
Human Resources 0.8% 185,020
Administration 318,137 1.2%
Total Appropriations $ 24,117,782 100.0%
51 MEASURE G
As mentioned above, the Measure G Capital Improvement Program (CIP) budget totals $9,385,000 and consists of six projects. For a complete list of projects, see the proposed Measure G CIP projects budget for FY 24:

The number of positions funded by Measure G during FY 24 is summarized as follows:

Project Budget
Cesar Chavez Soccer Field $ 250,000
Sidewalk & Drainage Repairs 2,000,000
Street Preventative Maint. 6,000,000
Northgate Dog Park 75,000
Facilities ADA Improvements 20,000
Alisal Vibrancy Plan 1,040,000
Total $ 9,385,000
FY 24
Police - Sworn 12.0
Police - Non-Sworn Support 17.0
Fire - Sworn 7.6
Fire - Non-Sworn Support 1.0
Community Development 10.0
Public Works 36.3
Recreation 16.0
Information Technology 2.0
Finance 2.0
Human Resources 1.0
Administration 2.0
Total Positions 106.9
52 ADMINISTRATION DEPARTMENT
Organizational Chart by Division

CITY MANAGER'S
OFFICE

CITY CLERK ADMIN SUPPORT INFORMATION

TECHNOLOGY
53 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
54 (This page intentionally left blank)
55 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 outreach 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. 56 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
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 4,444,352
Total 1,925,843 2,229,952 2,040,258 6,946,118
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 60,200
66 - Capital Outlays 9,273 3,877 1,805 737,000
Total 1,925,843 2,229,952 2,040,258 6,946,118
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,827,837 1,978,053 1,722,079 6,206,699 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 6,946,118
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
57 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.
58 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 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
59 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. Serve 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.
60 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 1120 City Clerk 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000

ADMINISTRATION DEPARTMENT
1120 City Clerk Division
61 (This page intentionally left blank)
62 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
63 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 acquisition assistance to departments.

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

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

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

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

6. Lead IT Steering Committee.

Performance Measures
Performance Measure / Goal
FY 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 NEW >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.
64 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 8,500
66 - Capital Outlays 259,343 272,484 359,200 737,000
Total 1,887,251 2,062,825 2,780,244 4,444,352
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,504,162 1,660,921 2,378,681 4,023,070 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 4,444,352
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
65 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
66 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
67 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
68 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) 69 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 an existing vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with civil litigation. 70 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
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 Proposed 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 Proposed
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 Proposed 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
71 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 Measure / 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
Advice 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. 72 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 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
73 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 1400 City Attorney's Office
Assistant City Attorney 1.000 1.000 1.000 1.000
City Attorney 1.000 1.000 1.000 1.000
Legal Secretary 1.000 1.000
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
74 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
75 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. 76 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
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 Proposed 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 Proposed
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 Proposed 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
Summary
77 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.
78 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 1000 City Council 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
1000 City Council Division
79 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 1000 City Council
City Council 6.000 6.000 6.000 6.000
City Mayor 1.000 1.000 1.000 1.000
1000 City Council Total 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000

CITY COUNCIL DEPARTMENT
Workforce
80 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
81 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Position
Permit Services has moved to a separate Enterprise Operation fund effective FY 2018.

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)
82 (This page intentionally left blank)
83 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 improvements to facilitate the development of the Salinas Ag Industrial Center. (Strategic Goal: Economic Development)

7. Revise the Commercial 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) 84 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 15, 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)
85 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)
86 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.
87 FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
1355 Economic Development 1,158,952 953,572
3111 Adv Planning & Project Implementation 1,015,082 1,428,106 2,674,058 1,201,834 3353 Code Enforcement 1,073,463 1,066,834 1,490,271 1,427,600 3461 Administration 690,039 431,218 510,428 730,647
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 16,744,372 3181 Downtown Streets Team 550,000
3279 Homelessness Service Coordination 1,200,000
3328 East Area Specific Plan (EASP) 350,000
3701 General Plan 596,800
Total 11,845,427 13,838,665 29,566,490 25,403,893
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 4,447,743 4,755,521 7,418,035 7,149,501 62 - Supplies & Materials 152,265 136,979 148,251 103,280 63 - Outside Services 1,160,778 1,336,029 6,569,266 6,395,243 64 - Other Charges 62,375 64,802 220,065 2,115,850
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 25,403,893

COMMUNITY DEVELOPMENT DEPARTMENT
Summary
88 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,014,058 3,102,920 5,176,690 7,858,754 1100 Measure E 396,550 459,869
1200 Measure G 502,381 462,816 1,622,611 2,427,600
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 25,403,893
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 1355 Economic Development 2.000 2.000
3111 Adv Planning & Project Implementation 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. 89 COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
Purpose
The Administration Division provides oversight to the department by supervising, monitoring, and controlling the Department’s operating budget and activities. The Administration Division is also responsible for integrating the initiatives, goals, and objectives established by the City Council into the overall operations of the Department’s Divisions. The Division oversees both internal and external communications for the departments and helps residents navigate department services.

Division Operations

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

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

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

4. Guide departmental messaging and internal and external communications.

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

6. Assist in securing additional funding for departmental activities.

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

Performance Measures
Performance Measure / Goal
FY 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. 90 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 593,379 341,466 359,307 602,047 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 690,039 431,218 510,428 730,647
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 690,039 430,560 400,408 730,647
1200 Measure G 658 110,020
Total 690,039 431,218 510,428 730,647
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
91 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 estate 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 Measure / 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% 92 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.
93 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 205,347 292,150 392,202 348,197 62 - Supplies & Materials 12,172 9,200 14,000
63 - Outside Services 220,431 182,827 713,850 584,275
64 - Other Charges 69,554 24,651 43,300 5,900
66 - Capital Outlays 856 400 1,200
Total 496,187 511,800 1,158,952 953,572
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 496,187 511,800 1,158,952 953,572
Total 496,187 511,800 1,158,952 953,572
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
94 (This page intentionally left blank)
95 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 Measure / 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 mixeduse 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.
96 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 844,159 1,042,939 1,347,740 1,099,754 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 1,201,834
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 815,684 897,366 1,270,179 1,106,458
1200 Measure G 100,867 114,417 22,320
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 1,201,834
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
97 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 Measure / 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 months 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. 98 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 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
99 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 Measure / 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. 100
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 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
101

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 Measure / 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
102

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 HCDCOVID 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.
103
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
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
7420 Local Housing Trust Fund Program 2,000,000
Total 8,148,016 9,758,976 22,102,864 16,744,372
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 2,069,500
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 16,744,372

COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
104

COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 314,108 362,239 717,235 669,009
2602 HSA - Affordable Housing 22,815 13,988 8,040 1,050 2603 Local Housing Trust Fund 2,000,000
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 16,744,372
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
105

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 106
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 550,000
Total 550,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 550,000
Total 550,000

COMMUNITY DEVELOPMENT DEPARTMENT
3181 Downtown Streets Team
107

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.
108
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 1,200,000
Total 1,200,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 200,000
1200 Measure G 1,000,000
Total 1,200,000

COMMUNITY DEVELOPMENT DEPARTMENT
3279 Homelessness Service Coordination
109

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 preparation 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. 110
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 350,000
Total 350,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2513 General Plan 350,000
Total 350,000

COMMUNITY DEVELOPMENT DEPARTMENT
3328 East Area Specific Plan (EASP)
111

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.
112
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
2513 General Plan 596,800
Total 596,800
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 3701 General Plan 1.000
Total 1.000

COMMUNITY DEVELOPMENT DEPARTMENT
3701 General Plan
113
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
114
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed

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
115
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116
DEPARTMENT of FINANCE
Organizational Chart by Division

DIRECTOR
of

FINANCE

ADMINISTRATION ACCOUNTING PURCHASING REVENUE AND

LICENSING
117
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
118
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119

FINANCE DEPARTMENT
Summary
Purpose
The Department of Finance provides the management, control, and administration of all fiscal operations of the City. This includes providing a framework for financial planning and analysis to support the operations of all City Departments. Departmental responsibilities include long-range financial planning, budget management, accounts receivable and payable, payroll processing, retirement administration, general accounting and reporting, debt administration, purchasing, revenue and licensing, , and assessment district administration.

Top Accomplishments for Fiscal Year 2023 Operational Efficiencies

1. Worked collaboratively with departments to balance the fiscal year 2023 budget.

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

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

4. Improved the calculation of available fund balances.

5. Supported all bargaining units/labor negotiations with labor costing and budgetary/financial updates.

City Council Goals, Strategies, and Objectives for Fiscal Year 2024 Operational Efficiencies

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

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

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

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

5. Continue to implement and improve financial systems. a. Special Assessment Management.
b. Deferred Compensation Administration.
c. Travel Reimbursements.
d. Business Licenses including better online payment services. 120
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
2030 Finance Administration 345,002 452,140 750,094 873,280 2031 Accounting 1,237,095 1,346,783 1,476,417 1,663,544 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 3,132,454
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 292,636 286,280 672,997 695,790
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 3,132,454
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,363,164 3,745,821 4,942,474 2,847,088 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 3,132,454
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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
121

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

Division Operations

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

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

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

4. Publish audited financial statements for the City.

5. Coordinate all bond financings.

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

Major Budget Changes
None.
122
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 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
123

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

Division Operations

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

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

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

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

Major Budget Changes
None.
124
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 62,800 202,860
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 1,663,544
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,102,328 1,201,633 1,318,858 1,488,128 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 1,663,544
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 2031 Accounting 9.000 10.000 10.000 10.000
Total 9.000 10.000 10.000 10.000

FINANCE DEPARTMENT
2031 Accounting Division
125

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

Division Operations

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

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

3. Annually update City fixed assets records.

4. Conduct on-line auction of surplus property.

5. Arrange lease-purchase financing as necessary.

6. Manage and coordinate buy local purchasing ordinance.

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

8. Monitor all grant purchases for grant compliance.

Major Budget Changes
None.
126
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 2032 Purchasing 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

FINANCE DEPARTMENT
2032 Purchasing Division
127

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

Division Operations

1. Maintain City-wide master fee schedule.

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

3. Maintain customer service without front counter Account Clerks.

4. Continue sales tax audit program.

5. Continue business license audit program (MAS).

Major Budget Changes
None.
128
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 2034 Revenue & Licensing 2.000 2.000 2.000 2.000
Total 2.000 2.000 2.000 2.000

FINANCE DEPARTMENT
2034 Revenue & Licensing Division
129
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 Proposed
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 Proposed 2030 Finance Administration
Assistant Finance Director 1.000 1.000 1.000 1.000
Finance Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000 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 Proposed

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 - The 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 wellstructured 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 Lukas 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. Engage neighborhoods:
a. Neighborhood fire stations will continue to host education events. Fire Prevention Week activities will return with a focus on educating youth and underrepresented population.

2. Invest 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. Evaluate staffing levels of public safety personnel:
a. Assuring adequate staffing of all apparatus, in compliance with the National Fire Protection Association (NFPA) NFPA-1710 standard is a priority for the Salinas Fire Department. By ensuring that a minimum number of firefighters arrive at the scene of a structural fire within 15 minutes or less, as defined by the NFPA standard as an Effective Response Force (ERF), fire and economic loss is drastically reduced for every minute this force is in place.
b. Adequately staffing the department’s two aerial apparatus aides in compliance with the NFPA 1710 standard and eliminates the need to commit additional apparatus to every fire incident in order to be in compliance. This allows for fire apparatus to remain available for additional calls for service.
c. Increases to suppression staffing will also reduce the City’s dependence on mutual-aid resources from neighboring jurisdictions. These jurisdictions have expressed concern 137

FIRE DEPARTMENT
Summary
over their frequent commitment of resources to Salinas to backfill during periods of high call volume.

4. Hire 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. Maintain 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 opportunities 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 Proposed
4505 Fire Administration 471,653 710,678 904,172 1,375,995 4510 Suppression 22,653,434 23,702,430 24,353,596 24,711,958 4520 Emergency Medical Services 1,267,682 1,350,640 1,677,257 1,589,808 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 30,385,366
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 24,420,940 25,910,601 26,450,388 28,304,006 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 30,385,366
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 22,156,917 24,469,474 25,625,841 26,936,267 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 1,541,758 2508 Contributions & Donations 10,025 12,521 2,500
3111 SAFER 2013 176,465
Total 26,127,962 27,769,343 29,518,066 30,385,366
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4505 Fire 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 Proposed 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 Proposed
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 Proposed 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 facilities, tools, equipment, hoses, and appliances.

9. Provide for fire stations supplies and materials.

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

Performance Measures
Performance 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 Proposed 61 - Salaries & Benefits 21,498,680 22,493,949 22,579,800 23,609,868 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 24,711,958
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 20,265,078 22,077,447 22,311,467 23,060,263 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 24,711,958
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 61 - Salaries & Benefits 1,142,285 1,173,845 1,212,604 1,383,508 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 1,589,808
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
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 1,541,758 Total 1,267,682 1,350,640 1,677,257 1,589,808
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4520 Emergency Medical Services 1.000 1.000 1.000 1.000 Total 1.000 1.000 1.000 1.000

FIRE DEPARTMENT
4520 Emergency Medical Services Division
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
Number 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 Proposed 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 Proposed
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 Proposed 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. Provide the training required to meet National Fire Protection Association (NFPA) standards, Federal & State Fire Training mandates, Insurance Services Office (ISO), and local requirements.

2. Ensure 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 Proposed 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 Proposed
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 Proposed 4540 Training 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

FIRE DEPARTMENT
4540 Training Division
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 repairs utilizing cross-trained firefighter mechanics. Repairs beyond the scope of fire mechanics are contracted out to qualified repair facilities.

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

Division Operations

1. Maintain and support an efficient and safe fleet of emergency response vehicles minimizing onduty 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 Proposed 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 Proposed
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 Division include the necessary response to Chemical, Biological, Nuclear, Radiological and Explosive (CBRNE) and Weapons of Mass Destruction (WMD) training, equipment and capabilities. The division also now provides emergency response and training to San Benito County. The division is supervised by one (1) battalion chief (special operations) and six (6) HazMat Team leaders, deployed two per platoon.

Division Operations

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

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

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

4. Provide quarterly training for Hazardous Material Team members.

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

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

7. Prepare and submit quarterly CUPA reimbursement reports.

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

Performance Measures
Performance 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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 problemsolving 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 Goals: 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 Goals: 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 Goals: 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 Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

19. Develop a Cesar Chavez Park master Plan and continue 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 Irrigation Assessment. (Strategic Goals:

Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)

21. Continue to assess and upgrade playground structures, benches, and grills. (Strategic Goals:

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 community. (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 Goals: Effective and Culturally Responsive Government, Economic Development
169
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 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 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 Proposed 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 Proposed
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 Proposed 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. Review fees for service programs to increase cost recovery.

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

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 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 Proposed 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 Proposed
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 Proposed 6231 Recreation Admin 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000

RECREATION AND COMMUNITY SERVICES
6231 Recreation Admin Division
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6232 Neighborhood Services 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
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 Measure / 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
Program 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6238 Youth Sports 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6242 Afterschool Programs 5.670 5.670 5.670 5.670
Total 5.670 5.670 5.670 5.670

RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
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 Measure / 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 Proposed 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 Proposed
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6244 Breadbox Rec Center 0.330 0.330 0.330 0.330
Total 0.330 0.330 0.330 0.330

RECREATION AND COMMUNITY SERVICES
6244 Breadbox Rec Center Division
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6246 Hebbron Family Center 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000

RECREATION AND COMMUNITY SERVICES
6246 Hebbron Family Center Division
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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 66 - Capital Outlays 8,000
Total 8,000
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1200 Measure G 8,000
Total 8,000

RECREATION AND COMMUNITY SERVICES
6793 Park Drinking Fountain Replacement
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 Measure / 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 Proposed 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 Proposed
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 Proposed 6248 Youth Services & Comm Engagement 5.000 5.000 5.000 5.000 Total 5.000 5.000 5.000 5.000

RECREATION AND COMMUNITY SERVICES
6248 Youth Services & Comm Engagement Division
215
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed

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 Engagement Total 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 organizational effectiveness through scheduling of staff, programs, grants and projects. Manage resources effectively and efficiently to optimize services to the public on reading, education for all ages, youth mentoring and leadership programs. Establish partnerships and opportunities in the community and region in order to build capacity and support.

Division Operations

1. Increase usage of services, programs and collections through the use of effective marketing and community engagement methods and processes.

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

3. Work effectively and strategically with City Manager, City departments, the Library and Community Services Commission, Friends of the Salinas Public Library, professional networks, and community groups.

4. Recruit and develop staff with the capacity to communicate and collaborate with populations from diverse cultural and linguistic backgrounds, who are technological savvy and who deliver excellent customer services. Re-align staff duties as needed to maximize effectiveness.

5. Seek out and manage grants for community programs, education and youth development.

6. Increase funding support and advocacy for the Library System.

7. Practice excellent customer service.

8. Provide effective budget, project and program management.

Performance Measures
Performance Measure / 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 Proposed 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 Proposed
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 Proposed 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 Measure / 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 Proposed 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 Proposed
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 Proposed 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 Measure / 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 Proposed 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 Proposed
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 Proposed 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 Measure / 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 Proposed 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 Proposed
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 Proposed 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 homework and offers a safe and enriching environment for children and teens in the afterschool hours.

6. Provide Digital Arts and Makerspace programming that builds the creative potential of youth and adults.

7. Collaborate with school districts to provide services to students at library sites.

8. Offer access to community meeting room and study rooms.

9. Provide excellent customer service.

Performance Measures
Performance Measure / 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 Proposed 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 Proposed
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 Proposed 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 Measure / 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
Volunteer 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 Proposed 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 Proposed
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 Proposed 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 Proposed 6005 Library Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Deputy Librarian 1.000 1.000 1.000 1.000
Lib/Community Svc Dir 1.000 1.000 1.000 1.000
Marketing & Development Coord 1.000
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 Proposed

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 Proposed
0000 Non-Departmental 79,165 123,888 118,236 100,000
8001 Community Programs 2,419 159,449 1,348,700 222,200 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 7,740,075 8010 Intermodal Transp Center 104,077 103,464 161,975 171,775 Total 53,435,159 22,752,565 19,313,085 20,105,060
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 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 5,834,260 64 - Other Charges 10,786,308 1,008,961 4,681,368 2,930,700 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 50,000 357,000
Total 53,435,159 22,752,565 19,313,085 20,105,060
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 12,977,732 3,750,384 6,584,248 7,876,260 1100 Measure E 171,700 250,000
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 2507 Municipal Art 100,000
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 20,105,060

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 Proposed 61 - Salaries & Benefits 2,419 159,146
64 - Other Charges 303 1,348,700 222,200
Total 2,419 159,449 1,348,700 222,200
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 2,419 159,449 177,000 222,200
1100 Measure E 171,700
1200 Measure G 1,000,000
Total 2,419 159,449 1,348,700 222,200

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 Proposed 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 Proposed
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 welloperated 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 Proposed 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 Proposed
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 Proposed 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 Proposed
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 Proposed 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 2,670,500 66 - Capital Outlays 67,702 206,695 8,683
69 - Financial Assistance 10,700 45,900 50,000 357,000
Total 12,716,900 3,465,553 5,683,521 7,740,075
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 12,530,700 3,335,132 5,558,521 7,290,075 1100 Measure E 250,000
2506 PEG Cable Franchise 186,201 130,420 125,000 200,000 Total 12,716,900 3,465,553 5,683,521 7,740,075

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 Proposed 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 Proposed
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
Admin Analyst I
(Limited Term)
Community
Outreach Asst (2)
(Limited Term)
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)
P & T Commander Crime Analyst
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 the 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 community 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 Proposed
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 1,544,437
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 391,384 515,808 981,778 927,759
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 Proposed 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 Proposed
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 Proposed 4110 Police Administration 5.000 5.000 5.000 5.000
4112 Personnel & Training 3.000 3.000 5.000 4.000
4116 Special Operations 5.500 5.000 6.000 7.000
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
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 227.500 221.000 213.000 213.000
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 Proposed 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 Proposed
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 Proposed 4110 Police Administration 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000

POLICE DEPARTMENT
4110 Police Administration
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 Proposed 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 Proposed
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 Proposed 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 nontraditional 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 Proposed 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 Proposed
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 Proposed 4116 Special Operations 5.500 5.000 6.000 7.000
Total 5.500 5.000 6.000 7.000

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 processing services; Manage the Crime Scene Investigator program; Assist other city departments and outside agencies with information such as court packets and suspect profiles; Provide direct services to the community, such as filling requests for information in the form of police reports, research, and handouts.

Division Operations

1. Maintain an accurate and efficient information storage and retrieval system.

2. Investigate and reconstruct crime scenes, process photographic, fingerprint, video, vehicle, and firearms evidence.

3. Conduct all functions with the best possible customer service.

4. Enhancement of the Department's report writing system and integration with the records management system to increase the level of information captured.

Performance Measures
Performance 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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed 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 Proposed
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 Proposed 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 Proposed 61 - Salaries & Benefits 1,286,786 1,368,329 1,411,283 1,530,937 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 1,544,437
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
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 1,544,437
Total 1,294,558 1,375,602 1,428,213 1,544,437
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 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 Proposed 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 Proposed
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 Proposed 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 Agreement, 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. Hitchcock 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 Proposed 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 Proposed
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 Proposed 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.