C ITY OF S ALINAS , C ALIFORNIA
PROPOSED
OPERATING BUDGET
FISCAL YEAR 202 4
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
O
RLANDO 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
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TABLE OF CONTENTS
LETTER OF TRANSMITTAL…………………………………………………………………….…………………i
COMMUNITY PROFILE…………………………………………………………………………………………....1
BUDGET GUIDE…………………………………………………………………………………………….……....5
SUMMARIES & SCHEDULES
Fund Balances .................................................................................................................. 13 Minimum Reserve Targets & Balances............................................................................. 16 Fund Transfers .................................................................................................................. 17 Expenditure Summary by Category .................................................................................. 21 Revenue ............................................................................................................................ 26 Administrative Overhead Rates ........................................................................................ 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
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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 department s and divisions as an investment toward better service t o 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 “pop- up” 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 C apital Improvement Budget. Budget instructions and budget packets were distributed to each department, which included a budget calendar, organizational charts, prior year department budget narratives and a template for performance measures. Department staff received refresher training and instruction on how to enter and use the N ew World budget system. In 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. T he City has been implementing the Salinas Plan and is achieving results that are helping eliminate the long- term structural deficit, such as eliminating flex and management leave , and chang es 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 provide d 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 20 23-24 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 O ffice, 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 202 4 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%
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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 t he 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 20 24 general fund s 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 $24,117,782 operating budget. The CIP includes such projects as the Alisal Vibrancy Plan, soccer fi eld at Cesar Chavez Park, facilities ADA improvements, Northgate Dog Park, and streets/sidewalk improvements .
Department
FY 24 Proposed
Budget
FY 23 Adopted
Budget % Change % Change
Administration 58,000$ -$ 0.4% 58,000 $ 0.0% Finance 8,000 63,000 0.1% (55,000) -87.3% Fire - 44,293 0.0% (44,293) -100.0% Non Departmental 250,000 171,700 1.8% 78,300 45.6% Police 4,409,331 4,347,419 32.6% 61,912 1.4% Library and Comm. Svcs. 8,799,727 8,228,192 65.1% 571,535 6.9% Total Exp. Budget 13,525,058$ 12,854,604$ 100.0% 670,454 $ 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$ 318,179$ 2.8% 363,240 $ 114.2% Community Development 2,427,600 1,540,611 10.1% 886,989 57.6% Finance 277,366 610,200 1.2% (332,834) -54.5% Fire 1,907,341 2,303,041 7.9% (395,700) -17.2% Human Resources 185,020 177,299 0.8% 7,721 4.4% Police 6,319,012 5,510,523 26.2% 808,489 14.7% Public Works 6,936,280 5,577,715 28.8% 1,358,565 24.4% Library and Comm. Svcs. 5,383,744 5,257,670 22.3% 126,074 2.4% Total Exp. Budget 24,117,782$ 21,295,238$ 100.0% 2,822,544 $ 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
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Pension Programs
Most California cities participate in the California Public Employees’ Retirement System (CalPERS) retirement program. T he cost of providing retirement benefits to employees remains a challenge to cities. Retirement costs represent 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 Impro vement Budget include s a number of genera l fund s investments.
Recommended General Fund items total $ 5,430,000 and Measure G Fund items are $9,385,000.
General Funds CIP Budget Projects
General Fund
5,430,000 , 37%
Measure G Fund
9,385,000 , 63%
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General Fund CIP Budget Projects
Measure G Fund CIP Budget Projects
The CIP is contained in a separate document and provides detailed information for each capital project included in the fiscal year 202 4 Capital Improvement Budget and Capital Improvement Program (fiscal year 2025 through 29).
Department Project Project Name
FY 24
Propos ed
30 - Co mm Dev 9001 Permanent Homeless Shelter 930,000$ 9070 Chinatown Revitalization Plan & Im plem en 500,000 9087 65 W. Alisal Im provem ents 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 Y ard Im provem ents 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 Im provem ents 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 P roject Name
FY 24
Propos ed
30 - Co mm Dev 9246 A lis al 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 Trans ition 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$
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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 C ity services:
Public Safety (police and fire), Public Works (engineering & transportation, and environmental & maintenance services), Community Development (permit services and planning), Library and Community Services (parks & community services, and lib rary), and General Administrative Services. Business -type City services include: a Municipal Airport, Industrial Waste System, Golf (two municipal golf courses), Sanitary Sewer and Storm Drain Systems, Water Utility, Preferential, Downtown Parking District and Permit Services. The State Department of Finance reports the City’s population at 161,784, as of January 1, 2018.
The City employs about 597 persons on a full time basis.
CITY GOVERNMENT
The City of Salinas operates under the Council-Manager form of government. The City Council is governed by a six-member Council elected by districts for four -year alternating terms and a Mayor elected at large for a two-year term. The City Council acts as the legislative and policy -making body. Council appoints the City Manager and awards the contract for City Attorney services. The City Manager is the chief administrator and is responsible for implementing the policies and priorities of the City Council. Our current City Hall was built in 1964 and an addition was constructed in 1975. Our old City Hall no longer exists, but 1 COMMUNITY PROFILE
we have some records of the building dating back to 1907. It was demolished shortly after our current City Hall was opened in 1964.
ECONOMY
Salinas is a global AgTech hub located in the backyard of internationally renowned technology epicenter, Silicon Valley. From the perspective of native son and iconic American author John Steinbeck to the pioneering problem solving that led to the invention of iceberg lettuce and bagged salad, Salinas has a global reputation as a city where agriculture, technology and innovation converge and blossom. Although agriculture is the foundation of the local economy, more than 100 manufacturing firms call Salinas home.
Some of the largest employers in the area include: Dole Fresh Vegetable, the County of Monterey and Salinas Valley Memorial Hospital.
HOUSING
Salinas is a community of neighborhoods with a wide variety of housing options. With Victorians and the historic Spanish influence, Salinas provides renters and homebuyers a housing assortment, from modest cottages and modern townhouses to spacious "rancheros" nestled in the oak-dotted countryside.
Newer developments provide attractive and imaginative tract homes and condominiums along side the many modern homes in well -established neighborhoods. Newcomers and longtime residents will find a neighborhood to their liking, regardless of whether they are looking for something larger to accommodate a growing family, or simply want to find smaller quarters for their retirement years.
Salinas offers approximately 46,523 housing units of which 23,620 are detached single family residences, 2,687 are attached single family residences, 3,838 two to four unit multifamily complexes, 14,928 apartment units, and 1,450 mobile homes. The residential vacancy rate is approximately 4.1% at any time during the year.
TRANSPORTATION
The City of Salinas is the county seat of Monterey County and is located in the Central Coast region of California, 17 miles inland from the Monterey Bay, 325 miles north of Los Angeles and 106 miles south of San Francisco.
Air
The Salinas Municipal Airport serves the City as an element of the national transportation system. It is also an economic development asset and serves as an employment center with over twenty businesses providing jobs. The Municipal Airport has a 6,000-foot and 5,000-foot lighted runways. Commercial airlines serve at the nearby, Monterey Peninsula Airport.
Bus
Monterey-Salinas Transit (MST) operates local bus service; Monterey-Salinas Airbus offers connections to San Jose and San Francisco airports; Greyhound offers service to all major cities from the Intermodal Transportation Center.
Highways
The major north-south freeway, US-101, bisects Salinas. State highways 68 and 183 connect with scenic Highway 1 accessing the Monterey Peninsula and surrounding cities.
Rail
2 COMMUNITY PROFILE
Union Pacific’s main line has daily Amtrak service which runs through Salinas; with a stop at the new Intermodal Transportation Center.
SCHOOLS
Salinas is served by three elementary school districts, a unified high school district and several private schools at both the primary and secondary level. Hartnell College, a State Community College, offers two- year degrees and occupational certificate programs. California State University Monterey Bay is located less than 15 miles away on the former Fort Ord site but has strong local presence with their branch located on North Main Street. Graduate studies through Golden Gate University, Monterey Institute of International Studies and Chapman College are available nearby. Also in the area are Moss Landing Marine Laboratory, Monterey College of Law, Stanford University’s Hopkins Marine Station and San Jose State University.
COMMUNITY SERVICES
Salinas has extensive health and medical services with two of Monterey County's four hospitals located within the City. Natividad Medical Center recognized as a Medical Center Level II Trauma Center serving the Central Coast. Salinas also offers skilled nursing and convalescent homes and residential retirement facilities for seniors, as well as over 210 practicing physicians.
Fire protection and basic and advanced life support are provided by the City's full-service Fire Department.
Advanced life support services are provided by the Fire Department’s paramedic program with partial funding being provided from a countywide ambulance contract. The City of Salinas has a well -equipped, fully staffed Police Department and receives additional support, as required, from the Monterey County Sheriff's Office.
The City's moderate climate encourages year -round use of its 550 plus acres of municipal parks, which include golf courses, tennis courts and swimming pools. The Salinas Community Center regularly hosts symphonies, ballets, concerts and conventions. Salinas is host to the annual Steinbeck Festival, the California Rodeo, and the California International Airshow. Salinas has a modern California Sports Complex and the National Steinbeck Center. Surrounding Salinas are diverse recreational opportunities including beautiful beaches and the world-famed golf courses of the Monterey Bay Peninsula.
As the retail hub of the Central Coast, Salinas enjoys a wide selection and diversity in its stores. Northridge Shopping Center contains over 120 specialty shops and four major department stores – Macy’s, Sears, J.C. Penney and Best Buy. Harden Ranch Plaza includes a Super Wal -Mart, Target, Safeway, specialty stores, restaurants, and banking institutions and future site of a Lowe’s Home Center. The Westridge Shopping Center is home to Costco, a second Wal- Mart store, Office Max, Dick’s Sporting Goods and a variety of national chain restaurants. The Salinas Auto Center houses nine local dealers. In October 2007, Home Depot moved its operations from Harden Ranch Plaza to the Auto Center area to join Kohl’s and other specialty stores. A new Lows opened this last year in the future growth area in the northern part of the City. Additionally, Salinas' location allows quick acc ess to the Monterey Peninsula, as well as the San Jose area.
The City utilizes various Boards and Commissions in the conduct of its affairs. Commissions established by City Ordinance are:
• Airport Commission
• Recreation-Parks Commission
• Library Commission
• Traffic and Transportation Commission
3 COMMUNITY PROFILE
• Planning Commission
• Youth Commission
• Measure E Committee
• Measure G Committee
Boards and committees established by Resolution of the City Council are:
• Police Community Advisory Committee
• Animal Services Committee
• Finance Committee
• Design Review Board
• Board of Appeals
• Grievance Advisory Board
• Historic Resources Board
4 BUDGET GUIDE
BUDGET GUIDE
The budget represents the City’s work plan in support of City Council goals and policies. It is the City’s fundamental policy document, annual financial plan and operations guide expressed in dollars and staff resources. In addition, it informs the public about the City’s financial strategies and provides the documentation needed for other financial matters, such as audits, loans and grants.
A sustainable budget allocates limited available resources to the provision of programs, services or projects in support of community needs and expectations, without compromising the long- term financial health of the City. It balances city resources with community priorities and requirements. A budget serves the following purposes:
• Public communication device
• Establishes annual goals and objectives to meet community priorities • Policy document
• Resource allocation tool
• Spending plan
• Accountability document
• Management tool
• Grants authority to city staff
The annual operating budget is a financial plan for a specific period of time. Salinas prepares a one- year operating budget and a six -year capital improvement budget plan. The operating budget is adopted by Council and implemented by staff. For the City of Salinas, the City’s fiscal year starts on July 1 st and end
on June 30th.
DOCUMENT ORGANIZATION
The following section briefly describes the components that comprise the budget document.
Letter of Transmittal
In the transmittal letter to the City Council and Salinas’ citizens, the City Manager summarizes the operating budget for the next Fiscal Year (FY) 2024 . It outlines strategies and objectives for the fiscal years and highlights the most critical issues facing the City.
Community Profile and Budget Guide
This is the current section, and it contains a variety of information about the City of Salinas, its history, government, housing, economy, transportation, schools and community services. The budget guide section is an important tool in understanding the budget. Long-term financial strategies and budget policies that provide guidance to city staff are identified. In addition, this section describes the structure of city finances, including financial objectives reporting requirements, reserve descriptions, appropriation control, debt management, and management responsibilities. A brief summary of the annual budget process and a glossary of budget terminology are also included to aid the reader.
Summaries & Schedules
Local government budgets are organized or separated into various funds in order to account for revenues, which are restricted by law as to how they may be spent. Each fund functions like a separate bank account targeted to a specific purpose or purposes and the City’s budget is financed by these different funds. This section of the budget presents the 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 tow ard maintaining a long- term balanced budget while preserving City services and addressing the affordable housing crisis.
Measure E Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters on November 2005. This section also includes summaries of the Measure E funds budgeted for Operating and Capital Projects for FY 2024 and a list of the number of positions funded during the same period.
Measure G Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters on November 2014. This section also includes summaries of the Measure G funds budgeted for Operating and Capital Projects for FY 2024 and a list of the number of positions funded during the same period.
Department Operating Budgets
Here you will find detailed information about each department, including department organizational charts, department and division descriptions including Purpose, Goals, Strategies and Objectives and Major Budget Changes for FY 2023, and a financial summary showing funding sources, actual expenditures from FY 2021 and FY 2022 and projected expenditures for FY 2023 and FY 2024.
The Capital Improvement Budget is issued in a separate document. Both of these documents are available to residents and interested parties for review at the City’s website located at www.cityofsalinas.org .
Appendix
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, buyi ng a new car, insurance premiums, roof replacement, etc.).
A city is required to essentially complete the same type of financial planning. Salinas keeps track of its activities in self -balancing sets of accounts called “funds” which are the basic accounting and reporting components in governmental accounting. Funds are designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities. 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 expendit ures may not legally exceed the appropriated amount) is at the fund level, as authorized in the Annual Appropriations Resolution.
BASIS OF ACCOUNTING
Fund Accounting
The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.
The budget is adopted consistent with generally accepted accounting principles. Revenues are recognized on the accrual basis (i.e., when they are earned). Expenditures are recorded when the related fund liability is incurred.
Base Budget: Each department is initially provided an annual appropriation sufficient to fund current service levels and any other costs the department is responsible for managing. This year’s base budget involved implementing a zero-based budgeting model.
Carry Over: Unexpended funds from a fiscal year are known as carryover funds. The City Council’s past practice is to allocate carryover funds pursuant to the City’s adopted financial policies. The policy states “General Fund carryover balances shall be allocated to reserves in the following priority order: 1) Insurance Reserves, 2) Operating Budget Reserve and 3) Capital Improvement Program Reserve.” Long Range Financial Planning
The City has developed a five- year and ten- year forecasting model for operating revenues and expenditures. The City also produces a six-year capital improvements plan.
The Finance Department prepares initial Baseline Budget forecast and allows City Council and departments to focus on policy, program and work plan issues.
Reserves
The General Fund strives to maintain a contingency or prudent reserve, with a target of 8% of the General Fund Operating Budget.
Contingency Reserve Policy
The City Policy endeavors to maintain a contingency reserve for operations to help mitigate the effects of such unanticipated situations as (1) economic downturns, (2) loss of revenues to or imposition of additional costs by other governmental agencies, (3) variances in financial forecasting, and (4) natural disasters. The contingency reserve is funded at a level established by Council each June. All uses of the contingency reserve are approved by the City Council.
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 1
st, the budget process allows the City of Salinas to make resource allocation decisions, including choices about staffing, technology, and equipment, as well as determining which program priorities will be addressed in the coming fiscal year. Although the City Council deliberates the proposed budget in June, the budget process occurs throughout the year. Staff begins in earnest each January based on projections of city revenues, costs associated with contractual obligations, assessment of city needs, and review of the City’s overall financial position.
Financial information containing actual revenue receipts and expenditures trends is presented to the Finance Committee at least once every month. During the year, Council amends the budget with the approval of supplemental appropriations and reviews and amends the budget at mid-year and at year-end.
The budget is prepared by the City Manager and adopted by the City Council. The City Council approves operating appropriations at the department and fund level prior to July 1, each year and may amend the budget during the fiscal year. Budgetary control is maintained at the program level. Formal budgetary integration was employed as a management control device during the fiscal year for the General Fund, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds and Internal Service Funds.
Budgets are legally adopted for all Governmental and Proprietary Fund Types. Fiduciary Funds and Agency Funds have no adopted budgets because the City is only required to make payments to the extent funds are available. Agency Fund budgets that are approved by their respective governing boards are recorded in the City’s accounting system.
The City Manager may transfer budget appropriations between departments and Department Directors may transfer appropriations between programs and accounts within their individual departments and divisions, but only the Council may appropriate funds from reserves or fund balances.
Budget policy excludes the use of taxes, accounts receivable, interest receivable assets and long- term advances that are not currently available resources for budget purposes. Condemnation deposits are also excluded because they are returned upon right of way acquisition.
Expenditures may not legally exceed budgeted appropriations at the department level. Budgeted amounts shown are as originally adopted and as amended by the City Council during the year and reviews and amends the budget at mid-year and at year-end.
Appropriations lapse at fiscal year end to the extent they have not been expended. New budget appropriations are approved for the coming year. Project -length financial plans are adopted for all capital 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.
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DEPARTMENT SUMMARY : The Department Summary provides a summary of source of funds and expenditures by major category. The source of funds section shows how the fiscal year 20 21 and 2022 actual, the 2023 budget and the proposed 2024 budget are funded. The expenditure section details both employee services and other resources. The employee services category includes regular full -time, temporary part -time, and overtime. The other resources category includes: supplies/small equipment, outside services/other expenditures, and capital outlay DIVISION: A major administrative section of a department indicating management responsibility for a group of related operations within a department.
DIVISION SUMMARY: Provides a summary of source of funds and expenditures by major category in the same manner as the Department Summary, described above, except that this summary is at the division level.
ENCUMBRANCE: The commitment of appropriated funds to purchase an item or service. To encumber funds is to set aside or “commit” funds for a future expenditure.
ENTERPRISE FUND: A governmental accounting fund in which the services provided are financed and operated similarly to those of a private business. The rate schedules for these services are established to ensure that the revenues are adequate to meet all necessary expenditures. The City of Salinas has the following Enterprise Funds: Airport, Golf Courses, Industrial Waste, Sanitary Sewer, NPDES Storm Drain Sewer, NPDES Street Sweeping, Hitchcock Road Water Utility, Permit Services and the Downtown Parking.
EXPENDITURE: Refers to the outflow of funds paid or to be paid for an asset obtained or goods and services obtained, regardless of when the expense is actually paid. This term applies to all funds.
Expenditures are recorded in the City’s financial records when the goods, services, or assets are received.
EXPENDITURE BY CHARACTER: A basis for distinguishing types of expenditures. The major expenditure categories used by the City of Salinas are Employee Services including salaries, benefits and overtime:
operating expenditures (supplies and services) and capital outlay expenditures.
FISCAL YEAR (FY): The time period designated by the City representing the beginning and ending period for recording financial transactions. The City of Salinas has specified July 1 to June 30 as its fiscal year.
FULL TIME EQUIVALENT (FTE): Technique converting labor work hours into a unit measure of equivalent number of full -time employees (1 FTE =2,080 annual hours) with the exemption of firefighters that are measured on 2,912 annual hours annually. For FY 2016- 17 forward, the budget included employees’ full cost due to the elimination of the furlough program effective July 1, 2015.
FUND: An accounting entity that has a set of self -balancing accounts and that records all financial transactions for specific activities, revenue sources, or government functions. Eight commonly used types of funds in public accounting are: general fund, special revenue funds, debt service funds, capital projects funds, enterprise funds, trust and agency funds, internal service funds, and special assessment funds.
FUND BALANCE : Refers to the excess of assets over liabilities and encumbrances at the end of the recorded accounting period. Also known as available funds.
FUNDING SOURCE : Identifies which revenues the City will use to pay the expenditures of each department. Some department budgets include revenues from one or more sources, which legally, may only be used for specific purposes, while others rely more heavily on the City’s General Fund, which, may be used for any appropriate purpose.
GRANT: A donation by a government or other organization to support a particular function. Grants may be classified as either categorical or block, depending upon the amount of discretion allowed the grantee.
INTERNAL SERVICE FUND: Funds used to account for the financing of goods or services provided by one city department to another on a cost reimbursement basis. 11 BUDGET GUIDE
LETTER OF TRANSMITTAL: The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal year, and the views and recommendations of the City Manager.
LINE-ITEM BUDGET: A budget that lists each expenditure type (salary, supplies, contractual services, etc.) as a separate line item, along with the dollar amount budgeted for each specified category.
OPERATING BUDGET : The portion of the budget pertaining to daily operations that provides basic governmental services. The operating budget contains appropriations for such expenditures as personnel services, materials and supplies, and capital outlay. It does not include Capital Improvement Project expenditures.
REVENUE: Funds the City receives as income. Revenues include such items as taxes, licenses, user fees, service charges, fines and penalties, and grants.
RESERVE: An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.
SUPPLIES / SMALL EQUIPMENT: Items purchased that have a unit value of less than $5,000 regardless of normal useful life or have a unit value of more than $5,000 and a useful life of less than 2 years.
TEMPORARY: Describes the job status of an employee as one who works less than full time and in a transitory position.
REVENUES SCHEDULES: Complete revenue worksheet for 2021 and 2022 actuals & 202 3 and 2024 revenue estimates.
REGULAR FULL -TIME: Describes the job status of a city employee as one who works a full weekly schedule (40 hours for Police sworn and non-public safety employees (adjusted for furlough concessions), 56 hours for Firefighters public safety employees) on a non-temporary basis.
12 SUMMARIES & SCHEDULES
Fund Balances
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 Res erve $3,700,000 $1,800,000 49% Vehicle Replacement Res erve $18,300,000 $9,000,000 67% General Liability Self-Ins urance Res erve $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 2 940 - 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 - Asse ssme nt District Re se rve
4203.20.2141-54.8010 Use of money and property Investment Earnings 12,334 3,566 11,000 34,000 4203 - Asse ssme nt District Re se rve Tota l 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 2 0 FY 2 1 FY 2 2 FY 2 3 FY 2 4
GENERAL OPERATIONS
Police (Sworn) 174.000 174.000 174.000 161.000 161.000
Police (Adminstrative) 57.500 53.500 47.000 52.000 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. T he “refresh” is an opportunity to review the City’s progress on the original TSP recommendations, update the budget forecast, and recommend additional recommendations based on current economic and operating conditions.
Purpose of The Salinas P
lan Refresh
Over the last four years, the City has undergone a number of changes and challenges that have reshaped the City in key ways:
• Turnover of key staff, including the City Manager and Finance Director; • The COVID pandemic and resulting impacts on implementation of TSP recommendations; and, • Increased sales and property tax revenue placing the City in a better financial position.
Other aspects of the City remains unchanged, including:
• Population has remained static;
• Expected new development has been delayed; and,
• Total staffing and service levels effectively remain at 2018 levels.
Given the turmoil of the last four years, as well as the progress the City has made on the original plan, the City is seeking a review of the 2018 TSP status, including an evaluation of which recommendations should remain in place and the addition of new recommendations that should be added based on current circumstances.
This “refresh” plan is being completed as an update of the original plan and not a complete re- evaluation of the underlying analysis of the TSP. In this way, the Refresh Plan relies on the work done in the original NRN study. Except where noted, it is determined that the analysis and circumstances of the original TSP remain valid.
The Salinas Plan Summary
The Salinas Plan (“TSP”) included 32 recommendations, or initiatives, across six broad categories :
• Risk Mitigation initiatives represent actions the City can take to reduce its exposure to significant budgetary impacts in the future;
• Public Safety initiatives provide a path to more efficient, cost -effective Police and Fire services without reducing service levels;
• Shared Services initiatives seek to make the most efficient use of shared services and for the City to be properly compensated for services provided on a shared basis; • Managed Competition initiatives focus on areas where the City should explore partnerships to either manage or repurpose City assets;
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. F our of the TSP recommendations have attempted implementation and failed or have been rejected by the City as not fe asible.
Status o f The Sal inas Plan Initiatives
No. of
Recommendations
Implemented 7
In-Progress 10
Active 11
Rejected 4
Total
Recommendations 32
Revised Recom mendation Organization
For the TSP Refresh, recommendations are organized in different groups from the TSP. This provides a simpler approach and places related recommendations together. The graphic below illustrates the four areas of recommendations in the Refresh Plan. These areas are: Managing the Organization, Facilities & Infrastructure, Investments for a Healthy City, and Housing & Homelessness.
42 THE SALINAS PLAN REFRESH
Revised Recomm endations Listing
Managing the Organization (MO)
MO-01 Healthcare Cost Containment
MO-02 Improve Base Pay on a Cost-Neutral Basis
MO-03 Evaluate the Total Leave Program
MO-04 Continue to Address Workers' Compensation Costs, Moving Towards Sound Actuarial Funding MO-05 Police Civilianization
MO-06 Improve Budget Process and Monitoring
MO-07 Incorporate Multi-Year Financial Planning into All Budgetary Actions MO-08 Include Leave Accruals and Cash Outs in Current Compensation Study MO-09 Evaluate the Parking Functions Within the City
MO-10 Evaluate the impact of implementing the City’s Coming Compensation Study City Facilities & Infrastructure (CFI)
CFI-01 Prepare a Preventive Maintenance Program for all City Facilities CFI-02 Citywide Fleet Strategy
CFI-03 Eliminate General Fund Subsidy of Golf Course Debt Service CFI-04 Eliminate Sherwood Hall Deficits
CFI-05 Develop an Implementation Approach to Prioritize and Fund the Most Pressing City Needs Investments for a Healthy City (IHC)
IHC-01 Enact Storm Sewer Utility Fee to Fund Current Transfer of General Fund Revenues to Storm Sewer Fund IHC-02 Increase Hotel Tax and Dedicate Funding that Results to Capital Investment IHC-03 Engage with the Salinas Community to Make the Measure G Sales Tax Permanent IHC-04 Dedicate Savings to Capital Investment
IHC-05 Evaluate a General Obligation (“GO”) Bond to Fund Key City Projects Housing and Homelessness (HH)
HH-01 Convene Stakeholders to Develop an Impl Plan to Create More than 4,000 New Units of Affordable Housing in Next 10 Yrs HH-02 Establish a Housing Trust Fund with a Dedicated Revenue Stream for Affordable Housing HH-03 Develop a Land Strategy to Leverage Private Market Investment to Create up to 2,400 New Units of Affordable Housing HH-04 Create Regulations to Address Safety and Health Conditions in Rental and Other Group Housing HH-05 Use Multiple Sources to Provide Revenue for the Housing Trust Fund HH-06 Coordinate Homeless Response Between Departments Through the City Manager’s Office Managing the
Organization
Investments
for a Healthy
City
Facilities &
Infrastructure
Housing &
Homelessness
43 THE SALINAS PLAN REFRESH
Status of Revised Recommendations for The Salinas Plan Refresh
The Salinas P lan Refresh was presented to City C ouncil on March 21, 2023. New and update d recommendations have not been implemented by City staff. The status of these recommendations wi th corresponding financial impacts will be shown in subsequent versions of th is annual operating budget document.
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 librar ies 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 Financ e Director reports at least quarterly to the Oversight Committee the use of tax proceeds. The Oversight Committee reports annually to the City Council regarding the use of tax proceeds.
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 in to public facilities and infrastructure. Each of the department’s plans are focused on delivering services a nd 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 communi ties 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 electi on 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 app roved Measure G, an ordinance imposing a one-cent general transactions and use tax. Measure G has a fi fteen-year term and requires the City Council to establish an Oversight Committee.
Measure G was premised upon and was pr esented 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 ordi nance, 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 resi dents or representatives of businesses located in Salinas;
3. The Committee receives and by May 30 of each y ear 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 ex penditure 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 regar ding 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 ann ual budgets (Operating, Capital, Measure E, and Measure G) for the purpose of understanding how th e City Council directed the expenditure of Measure G revenues.
3. Prior to the City Council’s a doption 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 improvem ent 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 $24,117,782 operating budget. The CIP includes the Alisal Vibrancy Plan, soccer field at Cesar Chavez Park, facilities ADA improvements, Northgate Dog Park, and streets/sidewalk improvements. The detail of the proposed capital projects are located in the capital improvement budget document for FY 24. 50 MEASURE G
As mentioned, each of the department’s plans are fo cused on delivering services and projects that are aligned with Council goals and objectives and reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement. The Department plans were presented to the City Manager, who made the final determination on t he proposal to the City Council. In addition to community funding themes and City Council goals, the City Manager’s proposed budget allocating Measure G funds factors in city wide operations, all funding sources, all department requests, a sustainable level of staffing, and the full 15-year horizon. The ninth year of Measure G operating costs for FY 24 is shown below:
Amount Percent
Police 6,319,012 26.2%
Fire 1,907,341 7.9%
Public Works 6,936,280 28.8%
Recreation 5,383,744 22.3%
Community Development 2,427,600 10.1%
Information Technology 363,282 1.5%
Finance 277,366 1.2%
Human Resources 185,020 0.8%
Administration 318,137 1.2%
Total Appropriations 24,117,782$ 100.0%
51 MEASURE G
As mentioned above, the Measure G Capital Impr ovement Program (CIP) budg et totals $9,385,000 and consists of six projects. For a complete list of pr ojects, see the proposed Measure G CIP projects budget for FY 24:
The number of positions funded by Measure G during FY 24 is summarized as follows:
Project Budget
Cesar Chavez Soccer Field 250,000$
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 outr each and engagement around City services, projects, fiscal management, strategic plan objectives progress, and emergency operations . (Strategic Goal:
Effective & Culturally Responsive Government)
2. Continue to work with local service providers and County of Monterey to mitigate homeless encampments, support permanent shelter operations, transitional housing and other housing and commercial developments city-wide. (Strategic Goal: Housing/Affordable Housing)
3. Continues to lead the efforts between the City and County consolidation of services. (Strategic Goal: Effective & Culturally Responsive Government)
4. Continue implementation of the Housing Element, Downtown Vibrancy, Chinatown Vibrancy, the Alisal Vibrancy, Parks, Recreation and Libraries Master Plan, Public Art Master Plan and the General Plan. (Strategic Goal: Economic Development; Housing/Affordable Housing; Infrastructure & Environmental Sustainability; Public Safety; Youth & Seniors; and Effective & Culturally Response Government)
5. Update and modernize day to day function city-wide utilizing current technology. (Strategic Goal:
Effective & Culturally Responsive Government)
6. Continue to develop and implement a commission, boards, committee streamlined intake process to include retention and training. (Strategic Goal: Effective & Culturally Responsive Government)
Major Budget Changes
Workforce allocation and adjustment within the City Manager’s Division to include the addition of one (1) full-time Project Coordinator position to support the community outreach and engagement operations. 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. S erve as the filing official and oversees municipal elections.
5. Management of customer service platform and initiatives.
6. Coordinates the State mandated AB 1234 Local Ethics Training and filing of campaign disclosure and conflict of interest statements.
7. Oversight of the City -wide records retention and day to day operations in line with technological advancements.
8. Ongoing implementation of a commission, boards, committee streamlined intake process to include retention and training.
Major Budget Changes
None.
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 acquisiti on assistance to departments.
2. Provide additional training to users to enhance their utilization of the computer and telephone systems.
3. Continue the migration to Windows 10 from Windows 7.
4. Continue support and maintenance of the telephone system, the City's wide area and local area networks and network connectivity with other public agencies.
5. Oversee all technical support and maintenance of City IT infrastructure.
6. Lead IT Steering Committee.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Ratio of help desk tickets
completed/submitted NEW NEW NEW NE W >95%
Number of help desk tickets handled 5,688 7,772 4, 000 3,880 4,000 Number of special projects started 45 45 45 30 40
Number of special projects completed 30 0 0 12 10
Major Budget Changes
The City will be adding cyber security software, network infrastructure upgrades, data archiving and backup capacity.
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 a n 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Actual
FY 2022-23
Projected
FY 2023-24
Goal
# requests for legal services 388 430 1,500 500
# criminal cases reviewed or prosecuted 232 54 250 50
# Pitchess motions responded to and defended 2 3 5 5
# civil cases filed and defended 7 6 5 10
# Code enforcement cases and nuisance
abatements 4 9 5 10
# Public Records Act requests responded to 28 20 25 20
# Economic development agreement and other
contracts 170 197 175 200
# Workers Compensation cases presented to
CM or CC 156 3 150 0
Employment matters--Representation and
A dvic e 17 10 20 15
Legal support of election and/or revenue
measure initiative 0 3 1 1
Major Budget Changes
A Legal Secretary position remains unfilled. Recruitment will begin again to coincide with continued efforts to recruit for an Assistant City Attorney. This Legal Secretary will provide much- needed support and increase efficiency and effectiveness within the Office.
An Assistant City Attorney position remains unfilled due to ongoing recruitment challenges. The Office will again attempt to recruit for an Assistant City Attorney to fill an existing vacancy. Until the position is filled, the City will need to rely on outside counsel to assist with Civil Litigation. 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 20 18.
COMMUNITY
DEVELOPMENT
DIRECTOR
CODE ENFORCEMENT
Code Enforcement
Manager
Admin Analyst
Admin Aide
Admin Clerk I
Sr Code
Enforce Off
Code Enforce
Off I (5)
CURRENT PLANNING
Planning Manager
Senior
Planner
Assistant
Planner (3)
Associate
Planner
Admin Aide
HOUSING & COMM DEV
Planning Manager
Mgmt Analyst
Comm Dev
Analyst
Sr Accting
Tech (LT)
Comm Dev
An (LT)
Admin Analyst
(LT)
Homeless
Svcs Mgr
Comm Dev
Analyst
Comm Out
Asst (LT-5)
Comm Dev
Analyst (LT)
Sr Comm Dev
Analyst
Comm Dev
Analyst
PERMIT SERVICES
Chief Building Official
Sr Plan Check
Eng (2)
Bldg Permit
Specialist
Jr Engineer
Inspection
Svcs Mgr
Plan Checker
I
Combo Bldg
Insp II
Combo Bldg
Inp I (3)
Admin Analyst
(2)
Permit Ctr
Coord
Permit Tech
(3)
Comm Out
Asst
Comm Out
Asst (LT)
Admin Aide
Office Tech
Assistant
CDD Director
ADV PLAN & PROJ
IMPLEMENTATION
Planning Mgr
Sr Planner (2)
Associate
Planner
Associate
Planner
Mgmnt
Analyst
Planning
Manager
Econ Dev
Analyst
Comm Dev
An (LT)
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 improvement s to facilitate the development of the Salinas Ag Industrial Center. (Strategic Goal: Economic Development)
7. Revise the C ommercial Cannabis Ordinance to open new opportunities for business and ensure sensible regulation. Complete a Cannabis Equity Assessment to mitigate the harm done to those communities most impacted by criminalization. (Strategic Goal: Economic Development)
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 1 5, 2023. (Strategic Goal: Housing/Affordable Housing)
12. Launch preparation of the East Area Specific Plan to increase housing opportunities and create healthy, walkable and sustainable neighborhoods. (Strategic Goal: Housing/Affordable Housing)
13. Support development of the Future Growth Area (FGA) by coordinating infrastructure investment and processing tentative map applications. (Strategic Goal: Housing/Affordable Housing)
14. Using SB2 grant funds complete technical studies and any related zone changes to facilitate housing development opportunities in the downtown, North and East Salinas. (Strategic Goal:
Housing/Affordable Housing)
15. Continue to promote ADU development through pre-approved ADU plans, streamlining of processes, updating regulations consistent with State law, and connecting applicants to financing. (Strategic Goal: Housing/Affordable Housing)
16. Leverage American Rescue Plan Act (ARPA) funding and other housing resources to incentivize and promote the production of low- and moderate-income housing for families, workforce, including farmworkers, and seniors. (Strategic Goal: Housing/Affordable Housing)
17. Continue to partner with the County of Monterey to develop an affordable multi -family housing project at 855 E. Laurel Drive. (Strategic Goal: Housing/Affordable Housing)
18. Facilitate the continued rehabilitation and full occupancy of 202 units of affordable, permanent supportive housing at awarded HCD Homekey project sites. (Strategic Goal: Housing/Affordable Housing)
19. Facilitate acquisition of three homes and completion of ADUs with BACS through the Family Homelessness Challenge Grant. (Strategic Goal: Housing/Affordable Housing)
20. Continue to effectively manage the Interim Housing Motel Program to help navigate participants into permanent housing and support Health & Safety Days. (Strategic Goal: Housing/Affordable Housing)
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 objec tives established by the City Council into the overall operations of the Department’s Divisions. The Division oversees both internal and external communications for the departments and helps residents navigate department services.
Division Operations
1. Lead the development of department goals, objectives, and actions , in alignment with the City Council strategic plan.
2. Administer the department's budget within authorized amounts.
3. Establish and monitor key performance indicators (KPIs) and customer service sa tisfaction.
4. Guide departmental messaging and internal and external communications.
5. Manage overall department workload, organization of responsibilities, and staffing levels.
6. Assist in securing additional funding for departmental activities.
7. Provide administrative and technical support to the department divisions in the performance of their duties.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Process Personnel Requisitions within 1 business day N/A 90% 90% 90% Process Personnel Action Forms (PAFs) within 2 business days N/A 90% 90% 90% Process invoices within 7 days N/A 80% 80% 80%
Major Budget Changes
A major budget change is the shifting of the Assistant Director and Office Tech positions from 3111 APPI to 3461 Administration, resulting in an increase to the division’s salaries and equipment and training expenses. However, a subsequent reduction with occur in the APPI budget.
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 es tate management and site attraction, business retention, expansion and marketing, and small business and entrepreneur support.
Division Operations
1. Work with other local agencies and private sector businesses to create and maintain a healthy business environment, including business attraction, workforce development, site inventory, and support for the agricultural and AgTech clusters.
2. Manage the City’s real estate portfolio, to maximize current use, future development, and redevelopment.
3. Identify and implement finance and development strategies to support existing and future business through the provision of affordable broadband, utility, and circulation infrastructure.
4. Build business and property owner relations through a Business, Retention, and Expansion Program to support existing business to grow and thrive.
5. Market existing attractions and facilities and identify and promote commercial sites and tourism opportunities.
6. Further EDE, DVP, AVP and CRP economic development policies and actions including microloan, outdoor dining and façade improvement programs, and shop local initiatives.
7. Provide small business and entrepreneur support through counseling, permit navigation, and referral to technical and capital resources.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Conduct 20 site visits to build businesses/industry relations 5% 100% Establish online site inventory to promote business and development opportunity sites such as Target Area K and the Ag Industrial Center 10% 100% Develop and execute a marketing and attraction campaign and materials to promote tourism 20% 100%
Develop Shop Local tool kit for promoting city commercial shopping districts 25% 100% Collaborate with training resource network to develop and provide 3 training workshops to support local entrepreneurs and businesses to be competitive in goverment bidding processes.
25% 100%
Collaborate with SUBA to establish and coordinate the Alisal Ambassador Program for the East Alisal Commercial Corridor. Conduct 8 volunteer based clean ups.
20% 100%
Issue $150,000 to small businessess in forgiveable loans/microgrants to support outdoor dining, facade improvements, and technology and marketing. 5% 100%
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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Release a Public Review Draft General Plan by June 30, 2024 100% Release a Public Review Draft Climate Action Plan by June 30, 2024 100% Complete Housing Element Update 80% 80% 100%
Reach 10,000 Salinas residents with communication about the General Plan Update through a variety of channels (emails, social media, radio, TV, canvassing, etc.)
N/A N/A 80% 80% 20%
Complete environmental and technical studies to support the rezoning of identified opportunity sites in the Downtown, East and North Salinas to mixed- use to increase housing production and sales revenue
100% 80% 20%
Adopt commercial corridor guidelines and district identity plan for the Alisal 80% 20% 80% Collaborate with Library and Community Services on design and construction of improvements to El Gabilan Play Lot and Closter Park improvement projects 40% 30% 70% Complete design and commence installation of greening, litter abatement and public art/district identity improvements through the Caltrans Local Clean California Grant.
100% 20% 80%
Major Budget Changes
There are no major changes this year for APPI.
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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of cases opened 1344 1510 1250 1000 1250
Number of cases closed 1176 1406 1000 750 1000
Number of active cases 736 1002 250 500 250
Average time to resolve a code enforcement
case 4 months 4 months 3 mont hs 3 months 2 months
Number of educational or outreach events
held 7 2 6 6 4
Number of inspections completed 3,120 3,425 6,000 3,500 4,500 Number of receivership actions initiated 3 4 4 4 4
Major Budget Changes
After the budget was approved last year, City Council adopted a revised Vendor Ordinance and authorized the addition of a Code Enforcement Officer. During this period, the department re-evaluated staffing needs and upgraded two positions from a Code Enforcement Officer II to a Senior Code Enforcement Officer, and from an Administrative Aide to an Administrative Analyst. These staffing changes require additional expenses related to training, supplies, furniture, and computer hardware/software. In addition, new State requirements related to lead-based complaints will require additional staff training.
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 Meas ure / Goal**
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of discretionary and administrative permits processed 506 565 550 461 475 Number of counter customers served n/a 1,575 1,500 2,114 1,600 Number of building permit reviews conducted 1,359 1,604 1,200 1,984 1,800 Percent of building permit reviews processed within prescribed timeframes 92% 89% 95% 93% 90%
Average # days to Approval from Completeness for Site Plan Reviews 33 n/a 14 30 14
**As expected with the COVID-19/Shelter-In-Place restrictions and staff vacancy, projected revenue and performance metrics were impacted as the public counter was closed during the 2020- 2021 fiscal year.
Major Budget Changes
Over the last few years, the number of planning applications received has significantly increased. It is anticipated that the number of submitted planning applications will continue over the next fiscal year.
Because of the sustained level of planning applications and building permit review, the Division will continue to need temporary part-time assistance and outside professional services to help digitize planning records, and help process applications, help with cannabis permitting, and monitor cannabis tax assessments. 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of grant applications processed through
annual RFP process 43 37 10 24 20
Number of payments and reports processed for
grantees 495 457 240 397 200
Number of affordable housing funding agreements
processed 6 2 4 5 8
Number of new afforable housing units developed with
City funding 96 101 100 140 111
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 HCD- COVID funds. New funding from HUD HOME ARP and awarded Cal ICH grants award will partially offset this funding loss and will enhance the Division’s current homeless services component. Using HUD grant funds, the Division will continue to offset $144,000 of General Fund salaries and benefits for other Department divisions. Other significant budget changes for FY 23 /24 include a request of $ 120,000 from the General Fund for an additional Administrative Analyst position to support an expansion of the City’s Fair Housing program and the implementation of a Rental Registration program. Ultimately, this position may be funded through revenues collected through the registration program, but it will take time to ramp up the program over next fiscal year.
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 A uthorized 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 p reparation of a city -driven specific plan for the East FGA. A specific plan establishes the City's vision for future development and streamlines the entitlement process for developers.
Specific Plan preparation will be incorporated into General Plan Update process in order to streamline the entitlement process for future development to include a variety of housing types and commercial/retail, and public/semi-public uses in the East FGA. At this time the General Fund is identified as the only funding source. In the future, planning grants, developer fees, and the General Plan/Zoning maintenance fee may be used to offset costs and to reimburse the General Fund.
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. W orked 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 un its/labor negotiations with labor costing and budgetary/financial updates.
City Council Goals, Strategies, and Objectives for Fiscal Year 2024 Operational Efficiencies
1. S eek 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 - T he Fire Department applied for and was awarded a grant in the amount of $29,225.37 to procure 5 QRAE3 gas exposure monitors for all apparatuses. The devices will allow the department to respond to carbon monoxide events in an expedient manner, with the least amount of apparatus needed.
California Water Service Firefighter Award - The Fire Department applied for and was awarded the California Water Firefighter Grant in the amount of 29,921.45, to fund the equipment purchases for the Unmanned Aerial System (UAS) team. Along with an established UAS program, the funds allowed the department to enhance operational intelligence during a wide range of emergencies.
Staffing for Adequate Fire and Emergency Response (SAFER) - In an effort to expand the fire department’s workforce, prepare for the expansion of the city’s west area, and meet NFPA standards, the Fire department applied for the SAFER grant. If awarded, the department will receive funding for 9 full-time benefited positions.
Bay Area UASI Grant - The Fire Department is currently utilizing granted funds to update the regional Mobile Command and Communications Vehicle. The upgrades will enhance interoperable communications capabilities between the Monterey County Next Generation Emergency Network (NGEN) and the Bay Area Regional Interoperable Communications System (BARICS) . The communications vehicle will be fully upgraded by end of 2023.
2. Recruitment and Hiring – The Salinas Fire Department successfully completed an academy of 15 Firefighter Recruits, who subsequently went into the field in September of 2022. This has helped the department’s staffing offset the effects of turnover and industrial leave injury cases.
Recruitment Taskforce - Salinas Fire has prioritized recruitment and retention efforts by creating a well- structured recruitment taskforce that targets local candidates. The task force is comprised of personnel of all ranks and has begun engaging the community at multiple events including elementary, middle school, high school and college career fairs, community outreach events, mock interviews for students, visiting local EMT and fire science classes and more.
Explorer Program - Salinas Fire opened its doors to interested Firefighter candidates by kicking off the Explorer Program. Explorer Post 202 will instill interest in the profession to local youth that could lead to an increased number of local Firefighter recruits. Currently, there are 15 youth involved in the program learning fire service-related life skills.
Mission Trails ROP - The Salinas Fire Department continues to expand its partnership with Mission Trails Regional Occupational Program (MTROP) to attract and train local youth for a career of service 135
FIRE DEPARTMENT
Summary
with the City of Salinas Fire Department. This supports the City Council’s strategic goal of local recruitment and diversity in the City’s workforce.
3. Emergency Medical Services – Salinas firefighters responded to an increased number of emergency medical calls and successfully placed in operation 2 Luk as Devices . The devices will aid Salinas increase opportunities for better patient outcomes when performing CPR.
4. Promotional Exams –The Fire Department has completed numerous internal promotional testing to fill vacancies in multiple ranks which include Battalion Chief, Fire Captain, Fire Engineer, and Firefighter.
5. Fire Prevention Division – The division is currently recruiting to fill vacancies in part-time and full-time positions with the goal of increasing mandated inspection compliance and business safety inspections.
Those improvements will help save lives and community resources . The division continues to pursue the Council approved re-classification/re-organization of inspection personnel to further improve the efficiency and accountability of inspections and help with recruitment and retention of staff.
6. Facilities – With the appropriation of ARPA funding to the Fire Department , staff has made progress in the plans for much- needed renovation and deferred maintenance items of Fire Stations 1-6 . The department expects to begin renovation work at facilities by the beginning of FY 2024. Additionally, the Council approved improvements to the west wing of City Hall are near completion. The improvements to the west wing will combine the fire administration and prevention offices into one space and allow for efficiencies in supervision of staff, efficiencies in customer service, providing a combined workspace for fire department administrative and prevention personnel. It also provides for training facilities that can also serve as the City’s Emergency Operations Center (EOC) in times of crisis. Office spaces vacated in the permit center will allow for expansion of community development programs, services, and staffing.
7. Expansion of Coverage – The Department is diligently pursuing the purchase of Fire Station 7 land in the Future Growth Area. Collaterally, the department has engaged a professional services firm to provide the scope and design of Fire Station 7. Should funding be procured, the Salinas Fire Department is prepared to move forward with a needs assessment for Fire Station 7.
8. Wellness/Safety – The Department has maintained its’ training and resource availability in the areas of mental health and critical incident stress reduction. Several members of the department have received specific training in Critical Incident Stress Management (CISM) and Peer Support as part of a broader national initiative to reduce mental health impacts on public safety personnel. The department continues to strategize bringing additional specialized counseling resources to augment and improve existing programs. The Salinas Fire Department’s Peer Support Program is recognized as the premier model amongst fire service agencies on the Central Coast.
City Council Goals, Strategies, and Objectives for FY 2023-24 Economic Development:
1. The Salinas Fire Department will continue to actively participate in the planning of development in the Future Growth Area (FGA) with consideration for the needs of an expanding community and diversity of risks. The Fire Department is proactively taking steps toward the purchase of the land for Fire Station 7 and actively pursuing its development. 136
FIRE DEPARTMENT
Summary
Housing/Affordable Housing:
1. The Salinas Fire Department will remain an ally in the goal of increasing opportunities in this arena. Supporting expeditious plan review and permitting as well as timely inspections of new projects are ways the department contributes to this goal.
Infrastructure and Environmental Sustainability:
1. The Salinas Fire Department will utilize current and future funding appropriations to prioritize and complete a host of repairs and alterations to fire stations throughout the city to ensure continuity of emergency services. Facilities will be upgraded to emerging “green standards” where feasibly and economically viable to do so.
2. The Salinas Fire Department’s training division is seeking ways to improve the delivery of mandated firefighter training and develop centralized facilities while decreasing our carbon footprint. Limiting the movement of apparatus helps to reduce fuel consumption and vehicle wear while increasing the number of available unit hours to respond to emergencies. The division is actively planning for the demolition of the current tower with a new tower being built in the same location, with construction and completion planned for 2024.
Public Safety:
1. E
ngage neighborhoods :
a. N eighborhood fire stations will continue to host education event s. Fire Prevention Week activities will return with a focus on educating youth and underrepresented population.
2. I
nvest in prevention and intervention programs :
a. It is a continued goal to increase staffing in the fire prevention division to address a long-standing need to expand fire and life- safety inspections to include business and commercial occupancies. This program will help protect critical investments in the community, economic development, housing, and quality of life.
3. E
valuate staffing levels of public safety personnel :
a. Assuring adequate staffing of all apparatus , in complia nce with the National Fire Protection Association (NFPA) NFPA -1710 standard is a priority for the Salinas Fire Department. By ensuring that a minimum number of firefighters arrive at the scene of a structural fire within 15 minutes or less, as defined by the NFPA standard as an Effective Response Force (ERF), fire and economic loss is drastically reduced for every minute this force is in place.
b. Adequately staffing the department’s two aerial apparatus aides in compliance with the NFPA 1710 standard and eliminates the need to commit additional apparatus to every fire incident in order to be in compliance. This allows for fire apparatus to remain available for additional calls for service.
c. Increases to suppression staffing will also reduce the City’s dependence on mutual-aid resources from neighboring jurisdictions. These jurisdictions have expressed concern 137
FIRE DEPARTMENT
Summary
over their frequent commitment of resources to Salinas to backfill during periods of high call volume.
4. H ire locally for public safety positions :
a. The fire department fully appreciates the benefits of a locally sourced workforce that is representative of the community we serve. Recruitment efforts extend to local community colleges, high schools, athletics programs, and a social media campaign highlighting opportunities for a diverse population of potential employees.
5. Mai
ntain effective code enforcement practices :
a. As the community expands and diversifies, so too will the efforts of the fire department in the realm of effective enforcement. The fire prevention division will strive to assure timely inspection of housing units and continue to partner with the City’s code enforcement division to protect the safety of tenants from unsafe housing conditions.
b. The Salinas Fire Department has expanded the pool of qualified unmanned aerial vehicle (UAV) pilots that will contribute in the augmented Illegal fireworks enforcement efforts in partnership with the Salinas Police Department. Inventive methods of combating the problem of illegal fireworks will continue to be developed with the goal of making the use of illegal fireworks socially unacceptable and subject to stringent consequences for violators.
Youth and Seniors:
1. It is the department’s desire to strengthen the path for local youth to learn about the fire service through the Regional Occupational Program. The training division will continue to engage and accessible opportunit ies for youth to participate in the Fire Department’s Explorer Program.
With the department’s participation in the South Bay Regional Training Academy and new Paramedic training program, Salinas youth could be given the opportunity for scholarships and/or sponsorship into the accredited fire academy. These programs create a straight -line pathway to hiring and promoting local youth.
138
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended 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 F
ire Administration 2.000 2.000 3.000 4.000
4510 Suppression 89.000 89.000 92.000 92.000
4520 Emergency Medical Services 1.000 1.000 1.000 1.000 4530 Prevention 5.000 5.000 6.000 6.000
4540 Training 1.000 1.000 1.000 1.000
Total 98.000 98.000 103.000 104.000
FIRE DEPARTMENT
Summary
139
FIRE DEPARTMENT
4505 Fire Administration Division
Purpose
The Administration Division is responsible for integrating the initiatives, goals, and objectives established by the City Council into the support and delivery Divisions of the Fire Department. The Administrative Division provides for the overall management of the Department by the development of new programs, policies and procedures, the promotion of life safety, environmental protection, and the provision of administrative support for Fire Department personnel, while ensuring Federal, State, local laws, Memoranda of Understanding and contractual agreements are in compliance. The Administration Division is also responsible for continuous self-assessment of Fire Department efficiency and the implementation of life safety programs.
Division Operations
1. Utilize National Fire Incident Reporting System (NFIRS) data to assist with administrative and operational changes to improve department efficiencies and operational priorities.
Improve Fire Department staffing within acceptable levels to minimize overtime costs.
2. Provide cost effective fire and emergency medical services to the community.
3. Pursue grant funding to minimize fiscal impacts to the General Fund.
4. Maintain a safe working environment for firefighters with new apparatus and equipment purchases.
5. Track firefighter injuries and trends . Represent the Fire Department and the City on multiple regional committees to collaborate in providing public safety services throughout the county and the region.
6. Spearhead the Emergency Operations Center and coordinate extra resources during inclement weather events and other community-wide emergencies.
7. Implement data-driven measures for the successful operation of all divisions.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Firefighters Per Capita 0.6 0.7 0.54 0.55
Authorized Staffing 93 105 103 108
Overtime Costs-Reg/Hol/FLSA/HO/Min Staff/EC 2,112,325$ 2,690,696$ 1,200,000$ 2,491,675$ 1,200,000$ Dollar Value of Grant Applications 800,000$ 5,000,000$ 5,300,664 5,300,000$ Dollar Value of Grants Awarded 310,250$ 5,000,000$ 560,622 5,500,000$ Major Budget Changes
1. None
140
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 facil ities, tools, equipment, hoses, and appliances.
9. Provide for fire stations supplies and materials.
10. Maintain communication and coordination with mutual aid and automatic aid agencies to ensure efficient resource availability for efficient emergency response.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
4 Minute Response - NFPA Standard 48.60% 90% 33% 90%
4-6 Minute Response - General Plan Service
Standard 45.80% 90% 42% 90%
15 Firefighters at structure fires within 8 minutes
- NFPA Standard 61.60% 67.00% 90% 79% 90%
Total Structure Fires 182 100 150 100
Total Other Type Fires 714 300 803 300
Major Budget Changes
1. Provides funding for fire academy costs to train newly hired personnel.
2. Provides funding for equipping new personnel.
3. Provides funding for filling current and anticipated vacancies. 142
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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
N
umber of Fire Plan Checks 536 355 600 400 500
146
FIRE DEPARTMENT
4530 Prevention Division
Major Budget Changes
1. Provides funding for additional personnel to support the completion of mandated fire inspections . 147
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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. P rovide the training required to meet National Fire Protection Association (NFPA) standards, Federal & State Fire Training mandates, Insurance Services Office (ISO), and local requirements.
2. E nsure firefighter safety through the provision of structured training programs, physical, and mental health, and wellness.
3. Provide all firefighters a minimum of 120 training hours per year under the supervision of qualified trainers in a controlled environment.
4. Acquire and maintain training props and equipment for the safe administration of training programs.
5. Provide tractor drawn (tiller) training to 100% of fire suppression personnel.
6. Coordinate training with mutual aid and automatic aid agencies in accordance with state, regional, and local agreements, and contracts.
7. Manage the Peer Fitness Program to include initial and ongoing evaluation of personnel and the maintenance and replacement of physical fitness equipment.
8. Provide oversight of the department’s firefighter recruit academy.
9. Provide oversight and accountability of the probationary firefighters after graduation from the academy.
10. Manage the Department Critical Incident Stress Management (CISM) and Peer Support program to include continuing education for peer support personnel, awareness level classes for all personnel and manage critical incident stress defusing and debriefing.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Total Number of Training Hours (Department) 12,265 22,320 Mandated Training Compliance (Department) - % 6% 100%
Number of Firefighters Trained - Class A Burn
Trailers 0 20
Major Budget Changes
None.
150
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 repa irs utilizing cross -trained firefighter mechanics. Repairs beyond the scope of fire mechanics are contracted out to qualified repair facilities.
The division is administered by a battalion chief, a senior fire captain/mechanic, and five (5) fire personne l who are cross trained as mechanics.
Division Operations
1. Maintain and support an efficient and safe fleet of emergency response vehicles minimizing on- duty crew down time.
2. Maintain safe and functional auxiliary fire equipment.
3. Maintain fully functional reserve fire apparatus for use as frontline apparatus.
4. Track In-Service time of reserve and front-line apparatus.
5. Ensure all aerial and ground ladders are tested annually per manufacturer’s specifications and NFPA standards.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Scheduled Maintenance Compliance - % 100% 100% 100% 100% 100% Aerial & Ground Ladder Testing Compliance - % 100% 100% 100% 100% 100% Major Budget Changes
None.
152
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 D ivision include the necessary response to Chemical, Biological, Nuclear, Radiological and Explosive (CBRNE) and Weapons of Mass Destruction (WMD) training, equipment and capabilities. The division also now provides emergency response and training to San Benito County. The division is supervised by one (1) battalion chief (special operations) and six (6) HazMat Team leaders, deployed two per platoon.
Division Operations
1. Ensure the safety of Hazardous Materials Team members through scheduled training.
2. Respond to hazardous material emergencies and minimize impacts to the community.
3. Process Certified Unified Program Agency (CUPA) reimbursements.
4. Provide quarterly training for Hazardous Material Team members.
5. Provide annual mandated training in hazardous material first responder operations (FRO) level.
6. Ensure Hazardous Materials team members receive annual medical assessments.
7. Prepare and submit quarterly CUPA reimbursement reports.
8. Maintain State of California OES standards for Type I emergency operations response.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Total Training Hours 1,060 1,500
Annual CUPA Reimbursement 218,012$ 170,000$
Major Budget Changes
None.
154
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 problem- solving and the provision of information and resources that are relevant, accessible and responsive to the community’s needs.
City Council Goals, Strategies and Objectives for FY 2023-24
1. Continue to develop and maintain reopening/ongoing operating standards for our libraries and recreation centers that mitigate the risk posed by the ongoing COVID-19 pandemic. (Strategic Goal:
Youth and Seniors)
2. Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. ( Strategic Goal s: Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)
3. Apply for and leverage multiple funding sources and partnerships to offer better programs and services with improved organizational outcomes. ( Strategic Goal s: Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)
4. Identify new collaborations with school districts to increase access to facilities through Joint Use Agreements and student support systems like on-site after school programs. (Strategic Goal: Youth and Seniors)
5. Continue to increase city -wide volunteer efforts to beautify and uplift AMOR Salinas Principals. (Strategic Goal: Youth and Seniors)
6. Continue to provide popular hybrid recreation and library programs, including take -home kits and virtual program options, while fully re-establishing in-person programs. (Strategic Goal: Youth and Seniors)
7. Implement the Community Alliance for Safety and Peace Strategic Plan on Violence Reduction for 2022-2025 and present to the City Council. (Strategic Goal: Public Safety)
8. Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Strategic Goals: Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
9. Continue to support prevention and intervention programs and services for at -risk youth and member of other vulnerable populations through grant writing and grant fund management. (Strategic Goal s: Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)
167
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
10. Utilize Crime Prevention Through Environmental Design (CPTED) principles to improve safety in parks and around facilities. (Strategic Goals: Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
11. Develop a Park Maintenance Standard Manual that will identify standards of work to support a higher standard for upkeep and maintenance of the park system. (Strategic Goals: Infrastructure and Environmental Sustainability, Effective and Culturally Responsive Government)
12. Continue to support the Public Arts Commission, implementation of the Public Arts Ordinance and coordination of variety of stakeholders and funders to implement the Public Art Master Plan. (Strategic Goals: Economic Development, Effective and Culturally Responsive Government)
13. Leverage existing programs and efforts to develop a mural program to combat graffiti. ( Strategic Goal: Economic Development)
14. Establish a Race Equity Plan. (Strategic Goals: Effective and Culturally Responsive Government)
15. Provide Diversity, Equity and Inclusion (DEI) training for policy -makers and staff. (Strategic Goal:
Effective and Culturally Responsive Government)
16. Continue to manage the Hebbron Family Center Revitalization Project. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
17. Continue to manage the Closter Park Renovation Project. ( Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
18. Continue to manage the El Gabilan Tot -Lot Improvement Project . (Strategic Goal s: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
19. Develop a Cesar Chavez Park master Plan and c ontinue to manage the improvements and expansion of the trail system at Cesar Chavez Park. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
20. Implement recommendations out of the Park System I rrigation Assessment. (Strategic Goals:
Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
21. Continue to assess and upgrade playground structures, benches, and grills. ( Strategic Goal s:
Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors )
22. Review the library structure and finalize recommendations for a re- organization to identify a clear structure that improves service delivery. ( Strategic Goal : Effective and Culturally Responsive Government)
23. Seek and implement new technologies and digital resources to increase the efficiency, convenience, and level of service to the co mmunity. (Strategic Goal : Effective and Culturally Responsive Government)
24. Identify funding sources or alternative means to continue the hotspot lending program and expand the Library’s device lending program to reduce digital divide in the community. ( Strategic Goal:
Effective and Culturally Responsive Government)
25. Continue to provide Adult and Family Literacy services, including English language and basic computer literacy, citizenship exam, and high school equivalency preparation classes. ( Strategic Goal: Youth and Seniors)
26. Identify funding sources or alternative means to continue providing Read Grow Play playgroup programs. (Strategic Goals: Youth and Seniors, Effective and Culturally Responsive Government) 168
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
27. Continue to work with various school districts in Salinas to provide Kindermobile service for Salinas’ kindergarteners and continue to provide seasonal reading challenges for Salinas youth to encourage love of reading. (Strategic Goal: Youth and Seniors)
28. Continue to offer and expand the SMART card program for all school districts in Salinas. (Strategic Goal: Youth and Seniors)
29. Fully launch makerspace for public access at El Gabilan Library and improve technology access at all libraries. (Strategic Goal: Effective and Culturally Responsive Government)
30. Evaluate and expand the library’s digital collection and resources to increase relevancy and diversity of offerings. (Strategic Goal: Effective and Culturally Responsive Government)
31. Expand library programs and partnerships for adults and young adults in health and wellness, financial literacy, local history and genealogy, and workforce and business development. (Strategic Goals: Youth and Seniors, Economic Development)
32. Identify opportunities to improve library staff training, engagement, and wellness to better retain and grow talents locally. (Strategic Goal: Effective and Culturally Responsive Government)
33. Identify funding resources and implement building improvement efforts for John Steinbeck and Cesar Chavez Library. (Strategic Goal: Effective and Culturally Responsive Government
34. Update the special event permit process to improve efficiencies, mitigate risk and create a positive customer service experience for the event organizer. ( Strategic Goal s: Effective and Culturally Responsive Government, Economic Development
169
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cost per Salinas resident to support parks 15.53$ 17.96$ 17.38$ 17.38$ 17.38$ Number of Park Acres Maintained per FTE Daily Average 51 39.1 28 28 24.4 Percentage Above Municipal Benchmark (11 Acres/FTE) 562% 355% 254% 254% 222% Acres of Parks Maintained 409 391 391 391 391
Percentage of Parks Request For Service Responded to Within 48 Hours 100% 90% 90% 90% 90%
Average Number of FTE per Workday (7 Days per Week) 8 10 12 10 12
Major Budget Changes
None.
174
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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. R eview fees for service programs to increase cost recovery.
10. Monitor and coordinate the community Special Event Permit process.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Attendees at Recreation Centers 1593* 163, 031 286,640 244,283 244,000 Number of Special Event Permits Issued 4* 38 74 49 50
Number of Annual Hours Spent in Support of
CASP N/A NA
Number of Recreation Newsletter signups 146 110 220 309 320 *Facility recovering from COVID-19.
Major Budget Changes
None.
176
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Council District Cleanups 3 7 7 7 7
Community Meetings Supported 24 19 60 75 60
City-wide Volunteer Hours Performed 2,445 3,319 10,000 7,500 10,000
Major Budget Changes
None.
178
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
*Unavailable. Facility leased to Salinas Boxing
Club. In FY14-15 the Summer Recreation
P
rogram was restored.
0* 214 2, 018 585 600
Major Budget Changes
A $6.8 Million Prop-68 grant award will fund major improvements at Closter Park. 180
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 4687* 34338* 84, 220 92,945 90,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
182
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Program Attendees 1,639* 12,665* 17,920 16,659 17,000
*Facility recovering from COVID-19.
Major Budget Changes
None.
184
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Revenue Collected 0* 755.5 $2,756.00 $791.00 $870.00
Bounce House Permits Issued 0* 17 16 18 20
*Facility recovering from COVID-19.
Major Budget Changes
None.
186
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Revenue Collected 0* 2535* $58,344.25 $35,885 $36,000.00 *Facility recovering from COVID-19.
Major Budget Changes
None.
188
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Registered Participants 492* 1055* 2,923 2991 3,500 Volunteer Coaches Hours Performed 1,596* 2492* 9,674 10318 10,500 Revenue Collected $4,001* $46,825* $119,217 $48,407.00 $90,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
190
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Registrations Taken 492* 1055* 2, 923 2,991 3,000 Number of Program Attendees 1,593* 19, 031* 4,916 71,339 72,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
192
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 10,368 33529* 24, 799 38,415 39,000 Senior Volunteer Hours Performed 0* 0 4, 869 0 200
Number of Senior Meals Served 2,081 4535* 4, 808 5,052 5,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
194
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 21,373** 10151* 4,433** 12612 13000 Number of Programs 112** 41* 46** 34 34
Teen Volunteer Hours Performed 0* 0* 0* 128 130
*Facility recovering from COVID-19.
**Facility is closed due to structual repairs.
Major Budget Changes
None.
196
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Free Lunches Served (Summer) 3,926 3437* 8, 355 4,500 4,000 Number of Youth Field Trip Participants 0* 0* 756 53 106 Number of Summer Camp Participants 0* 1859* 498 600 500 *Facility recovering from COVID-19.
Major Budget Changes
None.
198
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Facility was leased from May 2020 thru October 2020 by the Monterey County as an alternative housing site for patients who needed to isolate/quarantine for COVID-19. Facility was also used to house evacuees who were displaced from the Salinas River Fire.
Number of uses 0* 20 51 30 32
Number of Facility Attendees 0* 11,551 34,501 14,085 15,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
200
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Program Attendees 33,315* 53317* 28,575 51,106 55,000 *Facility recovering from COVID-19.
Major Budget Changes
None.
202
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of program attendeees 21,373** 10151* 4,433* 12,313 13,000 Number of programs 112** 41* 36* 34 34
Teen Volunteer Hours Performed 0* 0* 0* 128 130
**Facility is closed due to structual repairs.
*Facility recovering from COVID-19.
Major Budget Changes
None.
204
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Grants: Lead agency and management of State and Federal grants to include record keeping, program review, progress reports and communications with funder and agencies as needed. Includes preparation and submittal of any requested modifications (budget and/or program). Communicate and coordinate funder site visits as requested including but not limited to coordinating with subgrantees. Numbers listed are grants being managed 3 3 3 2 4
Salinas Night Walks: Manage andnd maintain 3-5 walking routes Prepare, manage and lead bi-monthly meetings. Maintain all volunteer registration forms and waivers. Coordinate all volunteer events and site visit from Faith consultants.
N/A N/A N/A N/A N/A
CCVPN - California Cities Violence Prevention Network: Participate as an active member of the network in monthly member calls 10 10 12 14 12
CASP General Assembly (Bi-Monthly): Direct and maintain a cross sector network working together to prevent vilence in Salinas and Monterey County. Prepare, attend and facilitate meetings, multiple sub-committees and membership.
20 20 20 20 20
School Climate Leadership Team: Prepare for and participate in monthly meetings with cross collaborative county wide group to implement strategy on imroving school climate 0 0 4 0 10 Community Leadership Academy Programs: Conduct 2 adult Leadership Academy's every year. One in English one in Spanish . Conduct 1 Youth Academy annualy. Each academy can serve up to 25 persons. 0 0 1 1 2
Community Leaderhsip Academy Alumni Committee 2 0 1 0 0 Hire and put 2 street Outreach Specialist to work to reduce and prevent street violence 1 N/A N/A N/A N/A Street Outreach Program: Enroll and serve at least 15 clients per FTE annually 17 N/A N/A N/A N/A Major Budget Changes
None.
214
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 organi zational effectiveness through scheduling of staff, programs, grants and projects. Manage resources effectively and efficiently to optimize services to the public on reading, education for all ages, youth mentoring and leadership programs. Establish partnerships and opportunities in the community and region in order to build capacity and support.
Division Operations
1. Increase usage of services, programs and collections through the use of effective marketing and community engagement methods and processes.
2. P rovide leadership and direction through the implementation of strategic planning tools and methods.
3. Work effectively and strategically with City Manager, City departments, the Library and Community Services Commission, Friends of the Salinas Public Library, professional networks, and community groups.
4. Recruit and develop staff with the capacity to communicate and collaborate with populations from diverse cultural and linguistic backgrounds, who are technological savvy and who deliver excellent customer services. Re-align staff duties as needed to maximize effectiveness.
5. Seek out and manage grants for community programs, education and youth development.
6. Increase funding support and advocacy for the Library System.
7. Practice excellent customer service.
8. Provide effective budget, project and program management.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of Volunteer Hours Performed 2,019 2,249 2,500 2,700 3,000 Grant funding awarded to LCS Divisions 536,818.00$ 391, 734.00$ 300,000.00$ 420,000.00$ 300,000.00$ LCS Customer Service Satisfaction Index 90% 90% 95% 90% 90% Library Visitors per capita 2.46 0. 86 1.00 1.00 1.50
Library Circulation per capita 0.24 0. 97 1.00 1.00 1.50 Library Materials per capita 1.24 1. 14 1.24 1.24 1.25
Registered borrower as a % of service population 35% 29% 35% 35% 40%
Major Budget Changes
None.
222
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Website Hits 79,649 108,416 120,000 130,000 145,000
Public Computer Sessions 474 16,705 20,000 17,000 20,000 Public Computer Sessions per capita 0.003 0.103 0.15 0.10 0.15 # of Public Computers per 1,000 residents 0.80 0.76 0.90 0.80 0.90 LCS Website satisfaction index 90% 90% 95% 90% 90%
Collection turnover rate 0.20 0.85 1.00 0.80 1.00
Collection growth rate -3% -8% 5% 3% 5%
Digital material circulation as a % of total circulation 55% 29% 30% 30% 35%
Major Budget Changes
A funding increase of $73,000 is requested to anticipate increase in temporary pay, utilities, maintain access to additional digital resources, and replacement of aging technology and public computers at John Steinbeck Library and Cesar Chavez Library, to continue providing quality service in the community . 224
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of materials 8,179 46,040 80,000 45,000 65,000 Number of Visitors 3,863 48,786 100,000 50,000 70,000
JSL Collection turnover 0.07 0.53 1.00 0.70 1.00
Customer service satisfaction index 90% 90% 95% 90% 90% Program satisfaction index 90% 90% 95% 90% 90%
Program attendence (JSL) 0 847 600 2,000 2,500
Major Budget Changes
Increasing cost of utilities, building maintenance, security personnel, operational supplies, and replacement furniture are anticipated with the additional $36,600 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be increased by $19,900 due to reallocation of temporary staff salaries from 1100.60.6012-61.2000 and 1100.60.6013-61.2000 accounts.
226
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of materials 6,151 40,202 60,000 40,000 60,000 Number of Visitors (CCL) 4,268 42,607 100,000 45,000 65,000 CC Collection turnover 0.07 1.00 1.00 1.00 1.00
Customer service satisfaction index 90% 90% 95% 90% 90% Program satisfaction index 90% 90% 95% 90% 90%
Program attendence (CCL) 0 2,571 1,000 3,500 5,000
Major Budget Changes
Increasing cost of utilities, building maintenance, operational supplies, and replacement furniture are anticipated with the additional $33,550 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be reduced by $1880 and centralized to 1100.60.6011- 61.2000 account.
228
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 hom ework and offers a safe and enriching environment for children and teens in the afterschool hours.
6. Provide Digital Arts and Makerspace programming that builds the creative potential of youth and adults.
7. Collaborate with school districts to provide services to students at library sites.
8. Offer access to community meeting room and study rooms.
9. Provide excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Circulation of Materials (EG) 24,443 71,223 100,000 80,000 10,000 Number of Visitors 9,625 48, 009 100,000 50,000 75,000
El Gabilan collection turnover 0.60 1.90 1.25 1.50 1.25 Customer service satisfaction index 90% 90% 95% 95% 95% Program satisfaction index 90% 90% 95% 95% 95%
Program attendence (EG) 0 1,800 1,000 3,500 5,000
Major Budget Changes
Increasing cost of utilities and operational supplies are anticipated with the additional $5000 funding request that will be necessary to maintain quality of service at this library. Temporary staff salaries will be reduced by $10,000 and centralized to 1100.60.6011-61.2000 account.
230
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
# of Adult Learners (unduplicated) 295 85 400 200 300
V
olunteer Tutor hours 2019 1651 1,500 1,200 1,500
Number of Homework Center Students (unduplicated) 0 19 120 40 80 Number of Homework Center visits 0 102 9,000 50 100
Total Library Program attendence 11,006 8,618 25,000 9,000 15,000 Program attendence per capita 0.07 0.05 0.20 0.10 0.20
Program satisfaction index 95% 95% 92% 95% 95%
% of Salinas youth with a library card 36% 42% 60% 30% 40% % of Salinas youth participating in Summer Reading Program 3% 3% 5% 3% 5% Early childhood program attendance (duplicated) 3,323 2,127 7,000 3,500 3,500
Major Budget Changes
An additional $12,500 is requested to anticipate hiring and salary increase of temporary staff who provide support for onsite and offsite library programs.
232
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 F Y 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 well- operated facility for tenants.
Division Operations
1. Maintain facility in top operating condition.
Major Budget Changes
None.
244
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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)
Crime Analyst
P & T Commander
Spec Ops / Comm
Sgt (2)
CSO (3)
Comm Svcs Aide
(3)
VIPS
P & T Sgt
Officer
CSO
Retired Annuitants
Traffic Sgt
Officers (2)
Internal Affairs Sgt
Foundation
Admin Secretary (2)
254
POLICE DEPARTMENT
Summary
Purpose
The Police Department provides public safety and law enforcement services 24- hours a day to everyone within the city limits of Salinas. Our goal is to help build and maintain a safe, peaceful, and prosperous community. Our strategies include participating in various collaborative programs including, the administration of Federal and State grants, the Police Activities League program, Operation Ceasefire, community outreach programs, violence suppression, crime prevention, traffic enforcement, and appropriate response to community crime and violence issues.
City Council Goals, Strategies, and Objectives for FY 2023-24
1. Continue to secure new grants and supplemental funding to support police operations and expand services to t he community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
2. As recommended in the workload analysis, implement new patrol beat boundaries to greater balance workload. (Strategic Goal: Public Safety)
3. Effective utilization of resources and staffing to efficiently provide services to the community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
4. Maintain staffing to address quality of life issues such as abandoned vehicles and communit y engagement. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
5. Work collaboratively with Code Enforcement and the City Attorney’s Office to address quality of life issues. (Strategic Goal: Public Safety)
6. Increase community engagement throughout all levels of the department. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
7. Continue to work on evaluating and implementing the remaining Department of Justice’s Collaborative Reform Initiative recommendations, as appropriate. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
8. Continued to implement and expand the community policing concept to maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety)
Major Budget Changes
Multiple positions remain frozen and/or vacant and Sworn staffing at the lowest levels seen in years. The Department continues to focus on effective utilization of technology, resources and staffing to ensure services to the community are maintained.
255
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended 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 non- traditional public outreach initiatives, including conducting community academies.
10. Continue the COPS philosophy within the organization and community through programs such as the Police Activities League, Police Explorers, and other programs providing linkages between the Department and community.
11. Continue to support the Police Community Advisory Committee in their efforts to build a safe and peaceful community.
12. VIPS Program Management, administration of police volunteers
13. Review first level citation appeals issued by Salinas Police Department staff and adjudicate as necessary.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Special Events Planned and Managed 9 30 50 40 50
Special Events Staffed and Supervised with
Police Officers 9 30 50 50 50
Alcohol Permit Review 7 44 200 100 150
Neighborhood Watch Presentations 0 5 20 10 10
Community Presentations 2 10 25 20 20
Major Budget Changes
None.
262
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 process ing services; Manage the Crime Scene Investigator program; Assist other city departments and outside agencies with information such as court packets and suspect profiles; Provide direct services to the community, such as filling requests for information in the form of police reports, research, and handouts.
Division Operations
1. Maintain an accurate and efficient information storage and retrieval system.
2. Investigate and reconstruct crime scenes, process photographic, fingerprint, video, vehicle, and firearms evidence.
3. Conduct all functions with the best possible customer service.
4. Enhancement of the Department's report writing system and integration with the records management system to increase the level of information captured.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Investigate/reconstruct major crime scenes 39 33 30 35 30 Latent Print Investigations* 150 175 200 200 200
Firearms Processed (in-house) 292 237 350 350 350
Firearms Processed (outside agency) 130 N/A n/a n/a n/a *Latents received
Major Budget Changes
None.
264
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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 Agree ment, with the County of Monterey serving as the lead agency.
Division Operations
1. Effective July 1, 2023, services will be provided via the Hitchcock Road Animal Services Agency, a JPA entity. The County of Monterey is the lead agency and the City of Salinas will no longer oversee the operations of Animal Services . Hitch cock Road Animal Services Agency will be governed by the Hitchcock Road Animal Services Agency Board of which the City is a member.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Animals Licensed 7,645 7,578 8,500 7,500 N/A
Animals Returned to Owner 308 372 425 385 N/A
Major Budget Changes
The Joint Exercise of Powers Agreement will be operationalized effective July 1, 2023. Future costs are still to be determined.
276
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended 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.
Division Operations
1. Continued emphasis on community-oriented approach to service delivery.
2. Provide immediate response to any crime in progress involving violence or threats of violence.
3. Continue to seek alternative methods to provide prompt service to calls for service.
4. Continue to provide up to date training for recruits through the Field Training Officer Program.
5. Continue to provide state of the art support for criminal investigations through the Cr ime Scene Investigation Program.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percentage of Calls for Service identified as
emergency or immediate response required, with
an Officer arrival time of three minutes or less.
81.8% 84.4% 85.0% 85.0% 85.0%
Total Calls for Service identified as emergency or
immediate response required.
1,624 1,510 1,500 1,600 1,600
Major Budget Changes
A significant number of positions remain frozen and/or vacant. 278
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 33,268,143 32,780,456 33,236,515 35,389,541 62 - Supplies & Materials 773,338 1,145,163 1,367,319 1,110,000 63 - Outside Services 143,381 88,554 84,000 1,398,000 65 - Debt Service 225,370
Total 34,184,862 34,014,173 34,687,834 38,122,911 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 23,053,684 22,224,929 32,895,521 35,546,299 1100 Measure E 2,976,390 3,254,967 896,915 1,233,612 1200 Measure G 7,554,789 7,934,277 35,398 2201 Sales Tax-SB172 600,000 600,000 600,000 600,000 2202 Supplemental Law Enf - AB3229 100,000 743,000 2954 Encampment Resolution Fund 160,000
Total 34,184,862 34,014,173 34,687,834 38,122,911 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4220 Field Operations 145.000 138.000 129.000 133.000
Total 145.000 138.000 129.000 133.000
POLICE DEPARTMENT
4220 Field Operations
279
POLICE DEPARTMENT
4221 Traffic
Purpose
Enforce state and city traffic laws and codes to improve highway/roadway safety and to promote compliance through the use of specialized training and enforcement. Investigate traffic accidents for causative factors; relieve patrol personnel for other public safety duties; provide accident analyses to determine means for reducing accident rates.
Division Operations
1. Maintain specialized traffic enforcement in areas of school zones, increasing safety potential for children
2. Reduce the number of injury accidents through an aggressive enforcement program.
3. Provide expertise in the investigation of injury and fatal traffic collisions.
4. Increase public awareness related to traffic safety through demonstrations, public education, and community involvement.
5. Increase school children pedestrian safety through education and parent involvement.
6. Regulate and monitor tow services utilized by the Department.
7. Assist Public Works in identifying traffic and pedestrian safety issues.
8. Provide specialized assistance with the Red-Light Camera Project.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Percent Reduction in Reported Collisions 11.7% 15.4% 100.0% 10.0% 100.0% Percent Reduction in Fatal Accidents 40% 83% 100.0% 40.0% 100.0%
Major Budget Changes
None.
280
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 386,569 509,537 969,504 912,259 62 - Supplies & Materials 4,815 6,271 12,274 15,500 Total 391,384 515,808 981,778 927,759 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 391,384 512,133 6,274 20,845 1200 Measure G 3,675 975,504 906,914 Total 391,384 515,808 981,778 927,759 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4221 Traffic 1.000 3.000 3.000 3.000
Total 1.000 3.000 3.000 3.000
POLICE DEPARTMENT
4221 Traffic
281
POLICE DEPARTMENT
4340 Investigations
Purpose
Conduct investigations in order to identify and apprehend suspects for prosecution purposes. This includes the identification of crime trends through crime analysis for proactive and focused investigation attention.
In addition to providing investigative personnel for criminal investigations, the Investigation D ivision will work closely with the Field Operations and Administration Division to promote strategies which build a safe and peaceful community.
Division Operations
1. Aggressively investigate criminal activity.
2. Maintain the Investigation Division efforts to proactively target criminals that commit gang- related, violent and property crimes, such as murder, assault with a deadly weapon, robbery, burglary, and other thefts.
3. Maintain efforts related to cold case investigations, including utilization of alternate methods of evidence analysis such as retesting evidence for DNA analysis.
4. Continue to provide a timely on- call response on a 24- hour basis for major criminal investigations or other crimes that require in-depth investigative support.
5. Increase efforts to provide informal and formal training to investigators.
6. Continue to assign personnel to monitor and arrest sex registrants who have been found to violate any provisions of Section 290 of the Penal Code in the City of Salinas.
7. Continue to work closely with other agencies to develop and promote collaborative, positive relationships.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Investigations Completed 622 460 375 400 425
Average Clearance Rate/All Cases 55% 73% 75% 75% 85%
Gang WorkUps/Exp* - Detective/Patrol Cases only
Cases 12 17.00
Defendants 18 23.00
Major Budget Changes
None.
282
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 5,883,915 6,187,906 5,603,391 6,151,301 62 - Supplies & Materials 11,648 15,044 23,000 23,000 63 - Outside Services 26,145 43,185 60,800 105,000 64 - Other Charges 3,424 7,085 5,000 5,000 Total 5,925,132 6,253,220 5,692,191 6,284,301 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 5,157,884 5,114,067 5,662,191 6,284,301 1100 Measure E 339,041 146,826
1200 Measure G 428,207 992,327 30,000 Total 5,925,132 6,253,220 5,692,191 6,284,301 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4340 Investigations 23.000 23.000 21.000 22.000
Total 23.000 23.000 21.000 22.000
POLICE DEPARTMENT
4340 Investigations
283
POLICE DEPARTMENT
4343 Violence Suppression Task Force
Purpose
Collect information on gangs gang members, drug traffickers, and investigate gang/drug- related crimes.
Provide gang/drug-related training and other criminal intelligence to law enforcement and members of the community. Identify and suppress gang/drug criminal activity. Conduct short - and long-term gang/drug focused investigations.
Division Operations
1. Continue to expand and improve a comprehensive criminal gang and gang member certification process under the California Penal Code.
2. Continue to aggressively identify violent gang members, drug traffickers and other violent criminals for the arrest and prosecution of a variety of crimes.
3. Continue to work with the Monterey County District Attorney's Office and other allied agencies (local, state, and federal) to ensure vertical prosecution of gang members and drug traffickers for their crimes.
4. Improve our efforts to work closely with parents or other community members for the purpose of providing them with gang/drug intervention.
5. Conduct short- and long-term, complex investigations of criminal gang groups utilizing all available local, state, and federal resources.
6. Coordinate with community partners to provide intervention services for gang members, potential gang members, and drug abusers.
Performance Measures
Performance Measure
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Gang Registrations 33 43 0 0 0
Court Presentations/Expert Testimony 5 3 0 3 0
Weapons Seized 77 76 0 70 0
Gang related investigations 349 364 0 300 0
Gang/Narcotic/Warrant related arrests 264 270 0 250 0
Gang/Narcotic Presentations-Community 0 2 10 2 0
Narcotics (Meth, Heroin, Cocaine) Seized (in
pounds) 68* 47 0 40 0
Parole/Probation Searches 126 110 0 0 0
Search Warrants 21 39 0 30 0
*Narcotics broken down 68 lbs* 47.00
Metham
phetamine 999 oz 43.4 lbs
Heroin 92 oz 2.5 oz
Cocaine 8 oz 3.6 lbs
Pills 25405 67,923.00
Major Budget Changes
None.
284
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,433,455 2,144,191 3,244,147 3,384,092 62 - Supplies & Materials 41,893 56,000 60,000 63 - Outside Services 43,600 33,235 19,000 15,000 66 - Capital Outlays 63,000
Total 1,477,055 2,282,319 3,319,147 3,459,092 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,181,115 1,776,967 612,056 1100 Measure E 295,940 501,854
1200 Measure G 3,498 2,707,091 3,459,092 Total 1,477,055 2,282,319 3,319,147 3,459,092 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4343 Violence Suppression Task Force 4.000 9.000 11.000 10.000 Total 4.000 9.000 11.000 10.000
POLICE DEPARTMENT
4343 Violence Suppression Task Force
285
POLICE DEPARTMENT
4380 Asset Seizure
Purpose
Provides for the identification of assets (visible and hidden) held by local criminal enterprises. Asset seizure provides for lawful forfeiture, utilizing State and Federal Asset Seizure programs to enhance local enforcement efforts.
Division Operations
1. Continue to identify and seize assets used to facilitate illegal drug transactions.
2. Identify and seize assets deemed "proceeds" from illegal drug transactions.
3. Enhance our efforts to detect and suppress criminal enterprises utilizing civil law in conjunction with criminal law.
4. Use assets to supplement local law enforcement's efforts toward illegal drug related enforcement.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cases Initiated 24 14 0 0 0
Major Budget Changes
None.
286
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 5,376 1,257 50,000 60,000 63 - Outside Services 1,293
64 - Other Charges 2 997 2,000 2,000 66 - Capital Outlays 71,175
Total 6,672 73,429 52,000 62,000 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2502 Asset Seizure 6,672 73,429 52,000 62,000 Total 6,672 73,429 52,000 62,000
POLICE DEPARTMENT
4380 Asset Seizure
287
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 4110 Police Administration
Administrative Secretary 2.000 2.000 2.000 2.000
Chief of Police 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000
Police Services Admin 1.000
Management Analyst 1.000 1.000 1.000 1.000
Police Services Administrator 1.000
4110 Police Administration Total 5.000 5.000 5.000 5.000 4112 Personnel & Training
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000
Police Officer 1.000 1.000 1.000 1.000
Police Sergeant 1.000 1.000 2.000 1.000
4112 Personnel & Training Total 3.000 3.000 5.000 4.000 4116 Special Operations
Community Service Officer 4.500 4.000 4.000 2.000
Police Sergeant 1.000 1.000 2.000 2.000
Comm Outreach Asst-Limited Term 2.000
Admin Analyst I - Limited Term 1.000
4116 Special Operations Total 5.500 5.000 6.000 7.000
4130 Support Services
Community Service Officer 3.000 4.000 3.000 1.000
Crime Analyst 1.000 1.000 1.000 1.000
Criminalist 1.000 1.000 1.000 1.000
Police Sergeant 1.000 2.000 1.000
Senior Police Svc Tech 1.000
Forensic Specialist II 1.000 1.000 1.000 1.000
Community Services Assistant 3.000
Community Service Aide 3.000
4130 Support Services Total 8.000 9.000 9.000 8.000
4131 Technical Services
Senior Police Svc Tech 1.000 2.000 2.000 2.000
Technical Services Coordinator 1.000
4131 Technical Services Total 2.000 2.000 2.000 2.000
POLICE DEPARTMENT
Workforce
288
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed
POLICE DEPARTMENT
Workforce
4132 Word Processing
Supvsg Wrd Proc Operator 1.000
Word Processing Operator 5.000 3.000
4132 Word Processing Total 6.000 3.000
4133 Evidence & Property
Evidence Technician 1.000 1.000 1.000
Police Sergeant 1.000 1.000
Sr Evidence Technician 1.000 1.000 1.000
Property Evidence Supervisor 1.000 1.000
Property/Evidence Supervisor 1.000
Property/Evidence Technician 2.000
4133 Evidence & Property Total 2.000 3.000 4.000 4.000 4134 Records
Police Record Coord 1.000 1.000 1.000 1.000
Police Services Tech 10.000 9.000 9.000 9.000
Supvsg Police Serv Tech 3.000 3.000 3.000 3.000
4134 Records Total 14.000 13.000 13.000 13.000
4137 Maintenance Services
Pub Safety Facilities Wkr 2.000 1.000 1.000 1.000
4137 Maintenance Services Total 2.000 1.000 1.000 1.000 4170 Animal Control Services
Animal Care Tech 1.000 1.000 1.000
Animal Control Officer 2.000 2.000 2.000
Animal Servs Office Asst 1.000 1.000 1.000 1.000
4170 Animal Control Services Total 4.000 4.000 4.000 1.000 4220 Field Operations
Community Service Officer 6.000 3.000 4.000 9.000
Police Commander 4.000 4.000 4.000 4.000
Police Officer 107.000 107.000 97.000 96.000
Police Recruit 11.000 8.000 8.000 8.000
Police Sergeant 16.000 15.000 13.000 13.000
Assistant Chief of Police 1.000 1.000 1.000 1.000
Multi-Service Officer 2.000 2.000
289
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed
POLICE DEPARTMENT
Workforce
4220 Field Operations Total 145.000 138.000 129.000 133.000 4221 Traffic
Police Officer 2.000 2.000 2.000
Police Sergeant 1.000 1.000 1.000 1.000
4221 Traffic Total 1.000 3.000 3.000 3.000
4340 Investigations
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 16.000 16.000 15.000 16.000
Police Sergeant 2.000 2.000 2.000 2.000
Senior Police Svc Tech 1.000 1.000 1.000 1.000
Assistant Chief of Police 1.000 1.000
Victim Advocate 1.000 1.000 1.000 1.000
4340 Investigations Total 23.000 23.000 21.000 22.000
4342 School Resource Officers
Police Officer 2.000
Police Sergeant 1.000
4342 School Resource Officers Total 3.000
4343 Violence Suppression Task Force
Community Service Officer 1.000 1.000
Crime Analyst 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 2.000 5.000 6.000 6.000
Police Sergeant 1.000 2.000 2.000 2.000
4343 Violence Suppression Task Force Total 4.000 9.000 11.000 10.000 Total 227.500 221.000 213.000 213.000
290
PUBLIC WORKS DEPARTMENT
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION
ENGINEERING
GEOGRAPHIC
INFORMATION
SYSTEMS
ENVIRONMENTAL
& MAINTENANCE
SERVICES
AIRPORT
291
PUBLIC WORKS DEPARTMENT
Organizational Chart by Position
PUBLIC
WORKS
DIRECTOR
City Engineer
Senior Civil
Engineer
(Engineering)
Assistant
Engineer (3)
Junior
Engineer (2)
Engineering
Aide II
Engineering
Aide I
Construction
Inspection
Supervisor
Construction
Inspector (2)
Sr.
Construction
Inspector
Senior Civil
Engineer
(Development)
Assistant
Engineer
Junior
Engineer
(2)
Construction
Inspector
Traffic
Engineer
Asst
Engineer
(2)
Eng Aide
II
Junior
Engineer
Associate
Engineer
Senior Civil
Engineer (Water
Waste & Energy)
Environmental
Resource
Planner
Engineering
Aide I
Associate
Engineer
Assistant
Engineer
NPDES Manager
Stormwater
Analyst
Stormwater
Compliance
Inspector
Superintendent
of Maint Svcs
Wastewater
Manager
Waste-
water
Crew Sup
Environ
Comp
Insp II
Environ
Comp
Insp I
Wastewtr
Op (3)
Pub Svc
Maint Wkr
III
Pub Svc
Maint Wkr
II (2)
Wastewater
Crew Sup
Pub Svc
Maint Wk II
(6)
Sr Pump
Maint Mech
Pub Svc
Maint Wk
III (2)
Pub Svc
Maint Wk
IV
Maintenance
Manager
Urban
Forestry
Crew Sup
Sr. Urban
Forestry
Wkr
Urban
Forestry
Wkr II (4)
Urban
Forestry
Wkr I (2)
Street
Maintenance
Manager
Pub Svc
Maint
Crew Sup
Pub Svc
Maint Wk
IV
Pub Svc
Maint
Wk II (2)
Inmate
Crew
Coord
Resource
Coord
Pub Svc
Maint
Crew Sup
Pub Svc
Maint Wk
IV (2)
Pub Svc
Maint
Wk III (4)
Pub Svc
Main6
Wk II (7)
Pub Svc
Maint
Wk I (4)
Fleet & Facilities
Manager
Office Tech
Equip Mech
Cr Sup
Sr Equip
Mech
Equipment
Mech II (3)
Equipment
Mech I (3)
Radio Tech
Inv Tech
Facility Crew
Supervisor
Sr Facilities
Maint Mech (2)
Facility Maint
Mech (2)
Graffitti
Abate Wkr
PW Admin
Supervisor
Office
Tech
Airport
Manager
Office
Tech (0.5)
Admin
Secretary
Airport Oper
Supervisor
Facilities Mt
Wkr (3)
GIS Admin
GIS Tech
II
GIS
Analyst II
GIS
Analyst III
PW Admin
Supervisor
Admin
Secretary
PW
Assistant
Office Tech
(0.5)
PW Compl
Officer
292
PUBLIC WORKS DEPARTMENT
Summary
Purpose
The Public Works Department consists of the Engineering; Engineering Administration; Development Engineering; Traffic/Transportation; Water, Waste and Energy; Geographical Information Systems; Environmental and Maintenance Services Divisions and the Airport.
The Engineering and Traffic/Transportation Divisions provide management of the City's public infrastructure; plan and implement public capital improvements; examine private development plans and proposals with associated CEQA documents to ensure responsible growth as it relates to traffic issues and public infrastructure; administer programs and enforce governmental regulations.
The GIS Division provides data analysis planning support and develops asset management apps for all City departments.
The Engineering Administration Division manages the City’s Labor Compliance Program the federal and state grants, and the annual assessments associated with Landscape Maintenance Districts.
Water, Waste and Energy oversees the City’s Solid Waste and Recycling and provides engineering support for Industrial Waste, Sanitary Sewer and Stormwater infrastructure. WWE is also responsible for Greenhouse Gas Emissions, Urban Forestry and Greening, Neighborhood Vibrancy, Solar Energy and Efficiency and special projects with a strong environmental component while protecting the City’s interests on a regional level. The Environmental and Maintenance Services Division protects the health of Salinas by providing maintenance services for all City infrastructure, vehicles, and equipment, and ensures NPDES compliance in the field.
Top Accomplishments for FY 2022-23
Investment Strategies/Risk Management
1. Downtown Vibrancy Plan Implementation
a. Complete construction of Main Street for 100, 200 and 300 block. b. Complete construction of Downtown Complete streets, on West Alisal from Front Street to Blanco Road.
2. Support development of Salinas Travel Center project, Airport Lease Project, Unikool (John Street) Project, Sywest Project, and the Sobel Project.
3. Complete the Mitigated Negative Declaration for Boronda Road Congestion Relief Project (future growth area).
4. Complete 75% design for Boronda Road and McKinnon roundabout.
5. Submit 90% plans of Williams Road to PG&E for the kickoff of the Utility Undergrounding design project.
6. Technical Support for the West Area and Central Area Specific Plans approval process .
7. Provide engineering and street maintenance support for various City special events .
8. Completed 90% Design for the Williams Road Improvements.
9. Continuing work to develop sustainable parking enterprises which help support the city’s economic sectors.
10. Project closeout for the Sanborn/Elvee/HWY 101.
11. Completed the fiberoptic backbone for the Downtown Fiber Optic Network plan.
12. Complete Installation of new metal roof at Fire Station no. 1.
13. Support regional plan to extend commuter rail service to Salinas that will provide access to jobs in the Bay Area and Silicon Valley.
293
PUBLIC WORKS DEPARTMENT
Summary
14. Development complete streets, multi- modal corridors, and a sustainable transportation to su pport responsible future growth area and mitigate vehicle miles travelled (VMT).
15. Supported the Airport Lease Project MND and began coordination with Caltrans as part of mitigation program to improve Airport Blvd/US 101 Ramps.
16. Support the Salinas Ag Industrial Center Development Project and continue coordinating with Caltrans and TAMC t improve US 101 access in South Salinas.
17. Completed plans and awarded a bid for the Pedestrian Crossing Enhancements Project .
18. Completed new Franchise Agreement for Solid Waste Services after over a year of negotiations.
19. Completed new agreement with Salinas Valley Solid Waste Authority which requires the relocation of the Sun Street Transfer Station outside the City.
20. Completed Agreement with California Water Board to accept $8.8M in grant funds for the Industrial Wastewater Treatment Facility.
21. Continued planning and development of the Salinas Municipal Airport Master Plan and Airport Sustainability Plan.
Public Safety
1. Continuing work with Monterey County Health Department, TAMC, and Blue Zones to develop Traffic Safety education programs.
2. Continued homeless encampment cleanups.
3. Begin construction of East Laurel Drive Pedestrian Improvements and Street Lighting.
4. Completed construction of Old Muni Pool phase 1, 2 and 3.
5. Begin construction of the Bardin Road Safe Routes to School Improvements.
6. Completed construction of the Alvin Drive Safe Routes to School Project.
7. Completed construction of three new traffic signals (Alvin Drive/Linwood and the Alvin Drive/El Dorado Intersections; and at North Main/Street/Navajo Drive in support of the El Gabilan Library Extension.
8. Completed Council approved Traffic Calming Projects at Geil Street.
9. Completed sidewalk repairs at District 3, District 4 and District 2 in the amount of $900K through the Job Order Contract (JOC) Sidewalk Improvement Program.
10. Continued developing the Salinas Safe Routes to School Plan with Ecology Action and TAMC.
11. Completed new sidewalks and eliminated the “missing” pedestrian link on Maryal Drive serving Sherwood Park, Tatum’s Garden, the Rodeo Grounds and Boys and Girls Club.
12. Commenced design for a new vehicle and pedestrian access control system at the Salinas Municipal Airport.
Operational Efficiencies
1. Developing Sustainable Citywide Parking Management Program a. Continued to manage the Parking Enterprise Programs
b. Demonstrated successful implementation of Parking Enforcement Enterprise; improving services while continuing to cover costs at the same time supporting the City’s economic and safety objectives. Expanded parking enforcement services to weekends and early evenings.
c. Indexed the rates in the Downtown Parking District to reduce dependence of the enterprise on the City General Fund.
d. Transitioned to a new parking citation management vendor e. Prepared a facility condition assessment report for both Downtown garages to identify deferred maintenance and probable costs to repair
294
PUBLIC WORKS DEPARTMENT
Summary
2. Utilized Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision- making.
3. Implemented innovative and emerging technology solutions to increase efficienc y and effectiveness of City services.
4. Plan of EV stations transformer for the ITC center.
5. Embarked upon the development of a Community -Based Public/Private Partnership (P3) process to potentially fund green infrastructure projects throughout the City.
6. Developing Proposition 26 fees to fund the costs of NPDES inspection and plan review activities .
7. Continuing Implementation of the City Traffic Fee Ordinance.
8. Completed draft final plans for the Sherwood/Front St Adaptive Traffic Signal System Project.
9. Implemented measures to more closely track revenue and manage the City’s Franchise Agreement for Solid Waste Services.
Excellent Infrastructure
1. Completed Mitigated Negative Declaration for Boronda Road Improvements which provides increased capacity to four lanes and 5 new roundabouts at key intersections.
2. Begin construction of 2021 Chip Seal project City Wide.
3. Complete 80% design of San Juan Grade Road rehabilitation.
4. Continuing Development of City’s Active Transportation Plan.
5. Continue identifying funding for improvements for implementation of the East Alisal Corridor Plan.
6. Secured grant funding to stretch transportation dollars.
7. Hired consultant to update City Standard Plans and Specifications.
8. Updated Pavement Management System for future road maintenance.
9. Applied for HSIP Grants to fund a part of Williams Road Improvements.
10. Refreshed over 17,000 linear feet of crosswalks.
11 Complete Design of 2021 Slurry Seal Project City Wide. 12 Complete Design of Montebella Subdivision Slurry Seal project.
11. Complete Construction of East Alvin Drive Safe Routes to School Project.
12. Complete construction for North Main/Navajo traffic signal project.
13. Complete Construction of Downtown Complete Street Project.
14. Awarded the bid for the traffic signal at Alisal Street and Murphy Street.
15. Adopted the Vision Zero Plan to reduce severe injuries and fatalities on city streets.
16. Completed sludge removal project at the Industrial Wastewater Treatment Facility.
17. Design pavement rehabilitation for the southside hangars at the Salinas Municipal Airport.
Investment Strategies/Risk Management
1. Traffic Calming Improvements at Geil Street neighborhood.
2. Complete design of restroom remodel at Natividad Creek Park.
3. Complete design of tennis court improvements at Central Park.
4. Begin construction of Tennis courts improvements at Claremont Park.
City Council Goals, Strategies, and Objectives for FY 2023-24 Investment Strategies / Risk Management
1. Develop and implement downtown parking strategy.
295
PUBLIC WORKS DEPARTMENT
Summary
2. Work with PG&E to design and build the Williams Road Utility Underground District.
3. Support Extension of Caltrain Rail Service to Salinas to help mitigate vehicle miles travelled and support future growth.
4. Pursue control of East Market Street corridor (State Route) to support downtown revitalization.
5. Implementing ADA Transition Plan and Street Sign Management Plan.
6. Continue to develop the City’s reforestation program.
7. Complete construction on Bardin Road Safe Routes to School Project to improve safe travel to school.
8. Complete Design for East Salinas Area Street Light installation.
9. Complete Sanitary Sewer priority CCTV survey.
10. Complete Design and begin construction for priority Sanitary Sewer Pipe and Manhole Repairs .
11. Complete construction of East Laurel Drive Pedestrian Improvement Project.
12. Spend $6.3 M is street maintenance and rehabilitation City Wide.
13. Complete construction of Traffic Signal at Alisal and Murphy Street.
14. Complete West Wing Tenant Improvements for the Fire Department at City Hall.
15. Complete $600,000 of Sidewalk improvements in Districts 3, 5 and 6.
16. Adopt the ADA transition plan. Complete Boronda Road Congestion Relief project to stimulate development in City future growth areas.
17. Support the General Plan Update EIR, CAP and Circulation Element.
18. Begin construction on the Constitution and Las Casitas Traffic Signal.
19. Begin construction on the Pedestrian Crossing Enhancements Project
20. Complete design on the Sherwood/Front St Adaptive Traffic Control System.
21. Alisal Vibrancy Plan – Develop and adopt East Alisal Street Master Plan.
22. Begin Bus Rapid Transit and Transit Oriented Design Corridor Study with MST .
23. Issue RFP and begin design and construction of new solar PV system for the Public Safety Center.
24. Complete long term source water agreement with Monterey One Water and the Monterey County Water Resources Agency.
25. Complete Airport Master Plan and Airport Sustainability Plan.
New Revenue
1. Traffic Improvement Program and Fee Update.
2. Secure funding to complete the City’s Active Transportation Plan (and Multi- modal Plan).
3. Continue work on developing a Sustainable Citywide Parking Management Program.
4. Initiate a Prop 218 process in order to attain sustainable maintenance service levels in the Harden Ranch Maintenance District and North East Area Maintenance District.
5. Pursue HSIP and other grant funds to support road safety improvements.
6. Secure Federal and State grants for Airport Pavement Rehabilitation (Design and Construction) for the southside hangars.
Operational Efficiencies
1. Develop and implement downtown parking strategy.
2. Implement recommendations from the City-wide GIS Needs Assessment, Maintain the Open Data Portal, and develop a Performance Management Portal.
3. Utilize Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision- making.
296
PUBLIC WORKS DEPARTMENT
Summary
4. Continue to Implement innovative and emerging technology solutions to increase efficiency and effectiveness of City services.
5. Use of Salinas Connect as a tool for better response to public inquires and prioritization of maintenance work.
6. Recommend efficiencies to be born in the delivery of maintenance and repairs following the recommendation of an organizational study.
Public Safety
1. Begin Construction on Boronda/McKinnon roundabout.
2. Complete construction of the Chip Seal project for arterial and collector streets; and Slurry seal for the residential streets.
3. Embark on the most extensive Street repair effort in the City’s history with more than $35 million bonded and budgeted.
4. Implement short term goals on the East Alisal Corridor Plan.
5. Complete and adopt the City Vision Zero Action Plan.
6. Develop the City Complete Streets Policy with Blue Zones Initiative.
7. Continue Development of City Safe Routes to School Plan.
8. Begin construction of San Juan Grade Road and Work Street rehabilitation.
9. Complete construction of Natividad Creek Restroom.
10. Installation of Hebbron Heights and Closter Park Playground equipment.
11. Support smart growth vision for Future Growth Areas infrastructure.
12. Support Blue Zone Policies.
13. Fund and Complete City’s Active Transportation Plan and Multi-modal Plan
14. Implement reduced speed limits in school zones.
15. Certify E&TS for valid speed limits for all City Streets.
16. Update signal timing plans for improved safety and operations.
17. Adopt the City-wide Safe Routes to School Plan.
18. Continue coordination with the South of Salinas Interchange Project and frontage road system connecting to south Salinas.
19. Continue to support Salinas PD traffic enforcement efforts.
20. Support Fire Department emergency response through signal pre- emption and computer aided dispatch.
21. Install new airport access control system.
Major Budget Changes
Associate Engineer Position and Engineering Aide in Traffic and Transportation. There is an unmet demand for residential parking programs and a sustainable downtown parking district which has grown into a FTE parking programs manager position, currently provided in limited capacity by the Traffic and Transportation Division.
Pavement Management Program and keeping up with essential traffic control pavement markings .
Associate Engineer in Water Waste and Energy Division dedicated to grant and expansion efforts for Industrial Wastewater Treatment Facility.
Design, permitting, and investigation costs associated with expansion of Industrial Wastewater Treatment Facility.
297
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
Engineering and Transportation 3,131,063 3,353,367 3,994,468 3,817,155 Geographic Information Systems 572,980 534,208 628,826 734,401 Environmental and Maintenance Services 5,478,390 6,221,707 7,932,344 9,161,181 Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed Engineering and Transportation 28.930 30.180 30.180 30.180 Geographic Information Systems 5.000 4.000 4.000 4.000
Environmental and Maintenance Services 46.750 33.750 40.750 40.750 Total 80.680 67.930 74.930 74.930
PUBLIC WORKS DEPARTMENT
Summary
298
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
5110 Engineering Administration 745,245 750,328 912,587 883,051 5115 Development Engineering 616,645 721,884 980,573 877,784 5120 Engineering Services 851,978 867,373 501,283 512,124 5122 Dev, Traffic & Transportation 582,182 517,369 1,119,700 1,107,257 5125 Eng Water & Solid Waste Division 335,012 496,412 480,325 436,939 5128 GIS Division 572,980 534,208 628,826 734,401 5230 Maintenance Administration 425,422 415,652 502,633 514,714 5231 Graffiti Abatement 181,676 133,633 228,482 235,086 5232 Facilities Maintenance 795,777 960,270 1,693,298 1,531,923 5234 Street Maintenance 2,055,629 2,148,189 2,644,066 3,228,742 5235 Street Lights 630,283 623,834 607,008 637,609 5236 Traffic Signals 313,878 370,216 470,466 381,600 5237 Environmental Compliance 104,567 99,371 205,366 266,312 5239 Urban Forestry 971,157 1,470,542 1,581,025 2,365,195 Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 7,156,236 7,447,215 8,480,470 9,298,820 62 - Supplies & Materials 419,340 496,900 873,086 870,543 63 - Outside Services 1,543,750 2,046,599 2,935,990 3,434,445 64 - Other Charges 25,493 41,589 120,329 74,539 66 - Capital Outlays 37,616 34,479 145,763 34,390 69 - Financial Assistance 42,500
Total 9,182,433 10,109,282 12,555,638 13,712,737 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 8,117,459 9,000,455 6,902,047 6, 776,457
1100 Measure E 252,085 258,133
1200 Measure G 812,890 850,694 5,648,590 6,936,280 2508 Contributions & Donations 5,000
Total 9,182,433 10,109,282 12,555,638 13,712,737
PUBLIC WORKS DEPARTMENT
Summary
299
PUBLIC WORKS DEPARTMENT
Summary
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5110 Engineering Administration 5.680 4.930 4.930 4.930 5115 Development Engineering 4.850 4.850 4.850 4.850
5120 Engineering Services 12.850 11.850 11.850 11.850
5122 Dev, Traffic & Transportation 5.000 6.000 6.000 6.000 5125 Eng Water & Solid Waste Division 0.550 2.550 2.550 2.550 5128 GIS Division 5.000 4.000 4.000 4.000
5230 Maintenance Administration 1.500 1.500 1.500 1.500 5231 Graffiti Abatement 1.000 1.000 1.000 1.000
5232 Facilities Maintenance 5.250 4.000 6.000 6.000
5234 Street Maintenance 17.000 17.000 20.000 21.000
5235 Street Lights 1.000 1.000 1.000 1.000
5236 Traffic Signals 1.000
5237 Environmental Compliance 1.000 1.000 2.000 2.000
5238 Parks and Community Services 12.000
5239 Urban Forestry 8.000 8.250 8.250 8.250
Total 80.680 67.930 74.930 74.930
300
ENGINEERING AND TRANSPORTATION
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINSTRATION
CITY
ENGINEER
ENGINEERING
DEVELOPMENT
ENGINEERING
WATER WASTE
& ENERGY
TRAFFIC &
TRANSPORTATION
STORMWATER
COMPLIANCE
301
ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
Purpose
Provide administrative support to the Department of Public Works, supervise and control the Department's operating and project budgets, implement and manage the Capital Improvements Program, administrative oversight of all Landscape Maintenance Assessment Districts , administrative oversight of all Public Works Grants, acquire property as needed for projects, administer programs dealing with energy efficiency, environmental, Labor Compliance Program moni toring and enforcement on Public Works projects, and respond to resident complaints and inquiries.
Division Operations
1. Supervise and manage Department services and resources in an efficient manner.
2. Represent the City in developing major development proposals (Vibrancy plans, Carr Lake) .
3. Administer the department's budget within approved authorized amounts.
4. Provide administrative and technical support to the department in the performance of its duties .
5. Maintain records pertaining to City facilities such as deeds, easements abandonments, right -of- ways and the preservation of City owned historical buildings.
6. Manage the annual assessments of the Landscape and Maintenance Districts.
7. Manage all departmental grant application and reporting.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
# and % eligible Construction Contracts
completed that
met/exceeded Local Hire requirements 1/ 100% 1/ 100% 2/ 100% 1/ 100% 3 / 100% met State Apprenticeship requirements 5 / 83% 4 / 100% 2/ 100% 1/ 100% 3 / 100% met/exceeded Federal DBE/MBE/WBE
requirements 2 / 100% N/A 3 / 100% 2 / 100% 2 / 100%
Federal / State grants administered 26 22 15 20 25
Cons
truction Contracts Awarded (in dollars) $14 mil $3.2mil $10 mil $900K $5 mil
Major Budget Changes
None.
302
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 597,647 632,035 711,871 785,001 62 - Supplies & Materials 15,629 16,617 26,384 29,500 63 - Outside Services 112,147 87,705 126,771 56,950 64 - Other Charges 10,411 10,595 25,061 11,600 66 - Capital Outlays 9,411 3,376 22,500 Total 745,245 750,328 912,587 883,051 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 713,021 726,057 876,671 883,051 1200 Measure G 32,223 24,271 30,916 2508 Contributions & Donations 5,000
Total 745,245 750,328 912,587 883,051 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5110 Engineering Administration 5.680 4.930 4.930 4.930 Total 5.680 4.930 4.930 4.930
ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
303
ENGINEERING AND TRANSPORTATION
5115 Development Engineering Division
Purpose
Perform plan review and inspections to verify that site work, grading and drainage and stormwater mitigation facilities are built in compliance with applicable codes and laws, including, but not limited to city municipal code, city standards and FEMA; rendering them safe upon completion of construction. This includes coordination with the City Engineer and other City Departments/Divisions and governmental agencies. Verify that public improvements, part of private development, are constructed in compliance with City standards and are safe to use upon completion of construction. Issue encroachment permits and vendor permits for activities in the public right of way. Coordinate with applicants, other city department and agencies to assign site addressing. Provide development -related implementation and enforcement of NPDES stormwater permit requirements.
Division Operations
1. Review of planning site development applications and building permit applications for development related engineering and Public Works requirements.
2. Plan review and inspection of private development projects for compliance with NPDES stormwater permit.
3. Plan review and inspection of private development projects for compliance with FEMA requirements.
4. Review and inspection of private improvements within the City right of way.
5. Provide technical support to planning applications in accordance with the Subdivision Map Act.
6. Calculate development impact fees for development applicants.
7. Coordinate City Street Vendor Program.
8. Provide assistance to City Engineer in implementing floodplain management and CRS program compliance.
9. Manage city addressing of public and private buildings, sidewalk schedule and street naming.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Private Development NPDES Stormwater Permit
Compliance (Number of Correction Notices &
NOVs/Total Projects Inspected)*
50/32 50/23 N/A 80/27 N/A
Private Development NPDES Stormwater Permit
Compliance (Projects Meeting Post Construction
Requirements/Total Projects)
99% 98% 100% 99% 100%
Encroachment Permits Issued 819 804 750 775 750
Vendor Permits Issued 77 113 100 82 100
Total On-Time Permit Reviews (Building, Grading,
FEMA, Encroachments) 84% 56% 90% 56% 90%
Total On-Time Development Reviews(Use Permits,
Site Reviews, Map Checks) 45% 44% 95% 50% 95%
Total Counter Inquiries and Reviews 91 869 N/A 800 N/A
Major Budget Changes
None.
304
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 520,001 624,665 712,341 780,724 62 - Supplies & Materials 8,015 5,145 6,300 7,500 63 - Outside Services 86,089 86,926 247,644 85,000 64 - Other Charges 1,569 4,303 9,688 3,710 66 - Capital Outlays 971 845 4,600 850 Total 616,645 721,884 980,573 877,784 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 616,645 721,884 980,573 877,784 Total 616,645 721,884 980,573 877,784 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5115 Development Engineering 4.850 4.850 4.850 4.850
Total 4.850 4.850 4.850 4.850
ENGINEERING AND TRANSPORTATION
5115 Development Engineering Division
305
ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
Purpose
To implement the City's Capital Improvement Projects, to provide engineering services for other city departments and the public, and to ensure the compliance of engineering standards necessary for the protection of public health and safety.
Division Operations
1. Expedient design and construction of programmed Capital Improvement Projects (CIPs), within budget.
• Traffic signals, Striping and Signing
• Pavement Treatment/Rehabilitation/Reconstruction
• Storm Water and Sanitary Sewer Rehabilitation/new construction • Sidewalk, Curb/gutter, Driveway, Tree Removal, and replanting trees • Manage and Coordinate City owned Building Project Remodels/Maintenance • Culvert and Detention Basin Rehabilitation and silt removal • Inspect new Development projects
2. Assess new infrastructure needs associated with city growth and plan to meet these needs with project planning and revision of the Development Impact Fee.
3. Complete the ADA transition plan; Continue upgrades to city infrastructure to meet the requirements of the Americans with Disabilities Act (ADA).
4. Plan for and develop a funding plan for the Bridge Maintenance Program.
5. Update the current City of Salinas Standard Plans and Specifications.
6. Update the Pavement Management System and prioritize streets for road maintenance.
7. Provide Customer Support through the Engineer of the Month and Q -Alert. Create Partnerships with other agencies to assist with funding CIP projects and programs.
8. Support City Engineer/ADA Coordinator on ADA transition plan and grievance and policy coordination.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Grant applications submitted. Dollars secured vs. dollars applied for 15M
City C.I.P. projects designed. (annually) 7 15
City projects constructed on time (annually) 5 14
City projects constructed within budget (annually) 5 14 Number of projects inspected 10 20
City Pavement Condition Index 55 55
Projects Awarded 18
Projects Closed Out and Accepted 10
Active Construction Projects 16
Project Delivered On Budget and On Time 14
Number of projects inspected 10 20
City Pavement Condition Index 55 55
Major Budget Changes
None.
306
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 798,635 783,391 321,992 372,324 62 - Supplies & Materials 8,761 4,759 14,000 14,000 63 - Outside Services 39,262 75,055 92,384 93,500 64 - Other Charges 4,779 2,134 22,800 18,300 66 - Capital Outlays 541 2,033 50,108 14,000 Total 851,978 867,373 501,283 512,124 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 851,978 867,373 501,283 512,124 Total 851,978 867,373 501,283 512,124 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5120 Engineering Services 12.850 11.850 11.850 11.850
Total 12.850 11.850 11.850 11.850
ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
307
ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
Purpose
Oversee and manage the City's transportation system. Support development plans and transportation projects to ensure responsible well -planned growth within the City; Oversee the City's Transportation Impact Fee Program; prepare regular and significant program updates as required by the General Plan Update processes, provide engineering services for the safe and efficient movement of commerce and people; plan for future traffic needs; and promote the use of alternative transportation modes to reduce traffic demand and congestion; Oversee operations of the City’s traffic signals and intelligent transportation systems. Help implement transportation policies in the General Plan; implement the City's Capital Improvement Projects and provide traffic engineering services for other city departments; Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking.
Division Operations
1. Manage the design and construction of transportation capital improvement projects
2. Oversee the Traffic Monitoring Program and maintain traffic data.
3. Respond to traffic inquiries and concerns from the public, other departments, and other agencies.
4. Provide responsible review of development plans to ensure commensurate growth in transportation network capacity.
5. Oversee operations and maintenance of traffic signals and improve efficiency. Provide signal modernization and communications in an effort to improve traffic efficiency and reduce maintenance costs.
6. Support Complete Streets principles and Green Streets in the City.
7. Secure funding for transportation related projects.
8. Oversee the City’s Transportation Impact Fee Program and coordinate with other agencies to fund future transportation infrastructure needs.
9. Work with TAMC, Caltrans and other agencies to obtain funding for extending rail service from the San Francisco Bay Area and Silicon Valley to Salinas.
10. Work with TAMC, Caltrans, and other agencies to improve capacity on US 101 through Salinas.
11. Coordinate with Monterey-Salinas Transit to plan and operate transit routes.
12. Review and update traffic signal timing systems to improve circulation.
13. Provide the Engineering and Traffic Surveys necessary to establish speed zones and enforce speed limit laws.
14. Develop City’s Parking Programs.
15. Manage and annually update the residential parking permit program.
16. Manage and support the City’s parking enforcement program.
17. Manage the City’s Downtown Parking District.
18. Implement City’s Traffic Calming Program.
19. Work with schools on traffic safety issues and implement safe route to school projects.
20. Develop and review traffic control plans for road closures and special event traffic control plans.
21. Provide regular reports to the Traffic and Transportation Commission.
22. Support the Police and Fire Departments on their specific needs related to traffic and transportation.
23. Implement the City’s Vision Zero Policy and improve traffic safety to reduce fatalities and sever injuries resulting from traffic collisions.
24. Maintain traffic control devices including signs, signals, flashing beacons, crosswalk, and lane lines.
25. Issue transportation permits for oversee vehicles.
308
ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
26. Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking analysis.
27. Implement Capital Improvement Projects.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Transportation Permits issued (annually) 259 203 150 119 150 Grant applications submitted, Dollars secured
($ million) $1.3M/$0 $0 $4M/$2M $10M $2M
Salinas Connect Requests addressed (annually) 191 150 150 Projects Completed (NEW) 5 5 4 5 4
Traffic Commission Reports (NEW) 33 41 50 36 40
Major Budget Changes
The division has had an unfilled associate engineer position for the entirety of 22-23 Fiscal Year. The division also now has an unfilled engineering aide position.
The traffic division operations expand beyond CIP projects and must depend on Gas Tax or General Fund for non- CIP services, including speed limits, traffic monitoring program, signal operations, public requests, traffic analysis, and minor roadway improvements. Gas tax is the closest thing to a road user fee but funds are highly sought after between departments.
The General Plan Updated, currently underway is a major undertaking and a diversion of staff time.
309
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 559,160 474,649 890,060 982,307 62 - Supplies & Materials 5,055 14,713 41,669 39,050 63 - Outside Services 5,196 21,617 136,271 77,100 64 - Other Charges 1,394 1,010 10,000 7,000 66 - Capital Outlays 11,377 5,381 41,700 1,800 Total 582,182 517,369 1,119,700 1,107,257 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 582,182 514,488 22,936 1200 Measure G 2,882 1,096,764 1,107,257 Total 582,182 517,369 1,119,700 1,107,257 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5122 Dev, Traffic & Transportation 5.000 6.000 6.000 6.000 Total 5.000 6.000 6.000 6.000
ENGINEERING AND TRANSPORTATION
5122 Dev, Traffic & Transportation Division
310
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311
ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
Purpose
Manage and protect the City’s interests in the areas of Water, Solid Waste and Energy (WWE) both regionally and locally. This also broadly comprises environmental compliance and issues such as Greenhouse Gas Emissions, Urban Forestry and Greening, Neighborhood Vibrancy , Electric Vehicle Charging and Stream Maintenance. The Division is responsible for special projects that have a strong environmental component, which are ongoing or intermediate to long term in duration and are complex in nature requiring specialized expertise.
Division Operations
1. Manage and provide technical support for water projects. Work in collaboration with City partners such as Monterey One Water (M1W), Salinas Valley Basin Groundwater Sustainability Agency, and Monterey County Water Resources Agency towards regional solutions such as water use funding for critical infrastructure, water security, increased capture and reuse of stormwater and mitigation of seawater intrusion. Exercise care that local water and related financial interests are considered for City residents and industries.
2. Manage and provide technical support for the City’s Solid Waste and Recycling programs to provide effective and economical service. Oversee contracted waste hauler activities and monitor compliance with City Franchise Agreement. Coordinate with Salinas Valley Solid Waste Authority on a variety of issues including State mandated organics recycling measures resulting from recent legislation. Promote collaboration with SVSWA, Monterey Regional Waste Management District and the County to share resources and improve regional efficiencies.
3. Track Solar Photovoltaic systems’ performance and savings while managing their operations and maintenance. Monitor the City energy efficiency projects’ cost savings and performance. Seek and assess new energy related opportunities. Act as a focal point for policy concerning implementation of Electric Vehicle charging. Assist other departments and divisions in energy related activities. Maintain awareness and understand implications of regional energy issues for the Cit y though ongoing relationships with Association of Bay Area Governments and Central Coast Community Energy.
4. Manage the City’s streams and stormwater conveyance assets to assure flood protection and the ecological health of riparian zones.
5. Management and ov ersight of certain City sustainability goals and programs including Urban Forestry and Greening Programs.
312
ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
Performance Measures
Performance Measure / Goal FY 2020-21 Actual FY 2021-22 Actual FY 2022-23 Goal FY 2022-23 Projected Fiscally strengthen water programs through
increased revenue generation and negotiation of
agreements
* Awarded $6.6M in State
grants for infrastructure to
increase reuse of
stormwater and improve
City Industrial Waste
Facilities
*Completed agreements
for right of entry to operate
and maintain grant funded
infrastructure and
operation and
maintenance cost
recovery of recycled
industrial wastewater and
stormwater with M1W
* Initiated design of
infrastructure
improvements at Industrial
Wastewater Facilities
* Continued dialoge with
M1W and MCWRA to
better manage recycled
industrial wastewater
quality
* Complete design and
begin grant infrastructure
construction at Industrial
Wastewater Facilities
* Finalize long term
agreement for recycling of
industrial wastewater and
stormwater with M1W and
MCWRA
* 90% completion of
design for infrastructure
improvements at Industrial
Wastewater Facilities
* Initiate design of grant
funded infrastructure
* Finalize long term
agreement for recycling of
industrial wastewater and
stormwater with M1W and
MCWRA
Track avoided costs and generation from solar and
energy retrofit projects
* 17,000 MWh generated
from PV
* $3.0M avoided energy
cost
* 23.070 MWh generated
from PV
* $3.8M avoided energy
cost
* 24,000 MWh generated
from PV
* $4.2M avoided energy
cost
* 26,800 Mh generated
from PV * 4.5M
avoided energy cost
Seek Energy related opportunities and partnerships * Engaged with entities and continued to explore
opportunities for funding
and partnerships for EV
charging infrastructure
* Initiated partnerships for
EV charging infrastructure
* Secure funding and
partnerships for EV
charging infrastructure
* Initiated partnerships for
EV charging infrastructure
Increase City's responsibility and effectiveness of
the Solid Waste program
* Implemented measures
to address deficiencies
outlined in Republic
Services performance
review
* Explored constructive
collaboration with
SVSWA, MRWMD and
the County to share
resources and develop
operational efficiencies
* Resolved larger long-
term issues with SVSWA
in continued negotiations
* Complete Franchise
Agreement with Republic
Services
* Completed new
agreement with SVSWA
* Initiated rollout pf SB
1383 Organics recycling
through partnerships with
SVSWA and Republic
Services
* Initiated improvements
to address deficiencies
outlined in Republic
Services performance
review and add financial
monitoring component
* Complete rollout of
SB1383 Organics
recycling and continue
education and outreach in
collaboration with SVSWA
and Republic Services
* Continue to refine and
improve measures to
monitor and manage
Republic Services’
performance and financial
reporting
* Rekindle collaboration
with SVSWA, MRWMD
and the County on how
best to share resources
and improve regional
efficiencies
* Complete rollout of SB
1383 Organics recycling
and continue education
and outreach in
collaboration with SVSWA
and Repulic Services
* Refined and improve
measures to monitor and
manage Republic
Services' performance
and financial reporting
Develop comprehensive plan to significantly
increase tree canopy percentage within the City
* Obtained $250k in CAL
Fire grant funding to
develop an Urban
Forestry Management
Plan
* Initiated grant funded
Urban Forestry
Management
* Complete Urban
Forestry Management
Plan
* Complete Urban
Forestry Management
Plan
Major Budget Changes
WWE continues to expand its pipeline of Capital Improvement Projects which include $40M of Industrial Wastewater Treatment Facility improvements and over $150M in sanitary sewer projects alone. T he hiring of approved staff will help alleviate challenges implementing these CIPs and with the continued and changing regional water and solid waste issues.
The Division was formed in FY 2015-16 with a minimal budget until needs were better determined. 313
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 221,848 337,973 415,357 418,850 62 - Supplies & Materials 944 2,073 5,650 4,150 63 - Outside Services 110,461 107,565 47,513 4,350 64 - Other Charges 810 1,100 8,280 5,429 66 - Capital Outlays 949 5,202 3,525 4,160 69 - Financial Assistance 42,500
Total 335,012 496,412 480,325 436,939 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 335,012 496,412 480,325 436,939 Total 335,012 496,412 480,325 436,939 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5125 Eng Water & Solid Waste Division 0.550 2.550 2.550 2.550 Total 0.550 2.550 2.550 2.550
ENGINEERING AND TRANSPORTATION
5125 Eng Water & Solid Waste Division
314
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315
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5110 Engineering Administration
Administrative Secretary 1.000 1.000 1.000 1.000
Labor Compliance Officer I 1.000 1.000
Office Technician 0.250 0.500 0.500 0.500
Project Coordinator 1.000
Public Works Admin Supervisor 0.750 0.750 0.750 0.750
Public Works Assistant 1.000 1.000 1.000 1.000
Public Works Director 0.430 0.430 0.430 0.430
City Engineer 0.250 0.250 0.250 0.250
Public Work Compliance Officer I 1.000 1.000
5110 Engineering Administration Total 5.680 4.930 4.930 4.930 5115 Development Engineering
Assistant Engineer 1.000 1.000 1.000 1.000
Construction Inspector 1.000 1.000 1.000 1.000
Junior Engineer 2.000 2.000 2.000 2.000
Public Works Director 0.100 0.100 0.100 0.100
Senior Civil Engineer 0.500 0.500 0.500 0.500
City Engineer 0.250 0.250 0.250 0.250
5115 Development Engineering Total 4.850 4.850 4.850 4.850 5120 Engineering Services
Assistant Engineer 3.000 3.000 3.000 3.000
Const Inspector Supv 1.000 1.000 1.000 1.000
Construction Inspector 2.000 2.000 2.000 2.000
Engineering Aide I 2.000 1.000 1.000
Engineering Aide II 1.000 1.000 2.000 1.000
Junior Engineer 2.000 2.000 2.000 2.000
Senior Civil Engineer 0.750 0.750 0.750 0.750
Sr Construction Inspector 1.000 1.000 1.000 1.000
City Engineer 0.100 0.100 0.100 0.100
5120 Engineering Services Total 12.850 11.850 11.850
11.850
5122 Dev, Traffic & Transportation
Assistant Engineer 2.000 2.000 2.000 2.000
Associate Engineer 1.000 1.000
Engineering Aide II 1.000 1.000 1.000 1.000
ENGINEERING AND TRANSPORTATION
Workforce
316
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed
ENGINEERING AND TRANSPORTATION
Workforce
Junior Engineer 1.000 1.000 1.000
Traffic Engineer 1.000 1.000 1.000 1.000
Transportation Manager 1.000 1.000
5122 Dev, Traffic & Transportation Total 5.000 6.000 6.000 6.000 5125 Eng Water & Solid Waste Division
Engineering Aide I 1.000 1.000 1.000
Environ Resource Planner 1.000 1.000 1.000
Public Works Director 0.050 0.050 0.050 0.050
Senior Civil Engineer 0.400 0.400 0.400 0.400
City Engineer 0.100 0.100 0.100 0.100
5125 Eng Water & Solid Waste Division Total 0.550 2.550 2.550 2.550 Total 28.930 30.180 30.180 30.180
317
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318
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
GEOGRAPHIC INFORMATION
SYSTEMS (GIS) ADMINISTRATOR
319
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Purpose
The Geographic Information System (GIS) Division’s primary function is to provide mapping and data analytical support to city departments. The GIS Division’s goal is to make information easily accessible and assist other city departments make informed decisions on city operational, asset management and planning activities.
Secondary goals of the Division are to offer GIS services to other public and private entities at a reasonable cost, provide a platform for Open Data to the public and implement innovative and emerging technologies that will enhance city services.
Division Operations
1. Create, Manage, update, and enhance database layers of geographically located features and associated information.
2. Provide data analytics and create data dashboards for staff, council and the public .
3. Develop internal and public interface for GIS information.
4. Work with Departments in developing data capture processes for relevant information.
5. Assist City departments in the analysis of spatial data to arrive at desired results.
6. Migrate and update existing GIS servers and system.
GIS staff are participating in the Asset Management Implementation, Open Data, Innovation Team, and Smart City Initiatives. Additionally, GIS staff are providing support to the Alisal Vibrancy Plan, China Town Revitalization, Trash Cleanup app development, Pavement Management Plan, Airport GIS, Residential Fee and Billing and PD Property Info mobile apps. GIS is also supporting the QAlert System, Trakit database maintenance, and maintenance of the address and parcel databases. The main task for the fiscal year is to continue to support Salinas Source 2.0, development of public facing apps, Tree Maintenance App upgrade, the creation and maintenance of data dashboards and story maps. for staff, the council and community members.
Performance Measures
Performance Meas ure / Goal FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Longest GIS Service Interruptions for the Year 4.0 36. 0 < 4 hrs <4 hrs ↑ <4 hrs Total Number of Salinas Souce 2.0 hits 1.9 M 1.94 M NA 2. 40 M ↑ NA Update Internal GIS Database 60 377 20 144 ↑ 20
GIS Training Events per year 2 0 3 0 ↓ 3
Maintain Online Availablility of GIS Services 99.95% 99.59% 99.95% 99.94% ↓ 99.95% Projects Started 126 63 90 37 ↓ 90
Projects Completed 106 55 76 42 ↓ 76
Total Number of Salinas Souce 2.0 sessions 4924 4520 4000 4400 ↑ 4000
320
GEOGRAPHIC INFORMATION SYSTEMS (GIS)
5128 GIS Division
Major Budget Changes
In FY 2023-24, no major budget changes requested. Staff is still requesting to fill the open GIS Analyst I positions to replace the Technician II positions. Key Performance Indicator Goals have been adjusted to reflect the staffing shortage.
321
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 534,535 489,892 550,254 607,215 62 - Supplies & Materials 496 252 1,270 800 63 - Outside Services 32,375 26,154 55,852 108,806 64 - Other Charges 5,286 4,917 18,200 14,100 66 - Capital Outlays 288 12,993 3,250 3,480 Total 572,980 534,208 628,826 734,401 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 572,980 534,208 628,826 734,401 Total 572,980 534,208 628,826 734,401 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5128 GIS Division 5.000 4.000 4.000 4.000
Total 5.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
5128 GIS Division
322
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5128 GIS Division
GIS Administrator 1.000 1.000 1.000 1.000
GIS Technician 1.000
GIS Analyst II 1.000 3.000 1.000 1.000
GIS Technician II 2.000 2.000 1.000
GIS Analyst III 1.000
5128 GIS Division Total 5.000 4.000 4.000 4.000
Total 5.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
Work Force
323
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324
ENVIRONMENTAL AND MAINTENANCE SERVICES
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION
GRAFFITI
ABATEMENT
FACILITIES
MAINTENANCE
VEHICLE /
EQUIPMENT
MAINTENANCE
STREET
MAINTENANCE
STREET LIGHTS
TRAFFIC
SIGNALS
ENVIRONMENTAL
COMPLIANCE
URBAN
FORESTRY
ASSESSMENT
DISTRICT
MAINTENANCE
ENCAMPMENT
ABATEMENT
SUPERINTENDENT
OF MAINT SVCS.
325
ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
Purpose
The mission of Maintenance Services Administration is to provide administrative direction and support services to the diverse maintenance functions, their operating budgets, and Capital Improvement Projects.
Division Operations
1. To provide administrative and clerical support to the Environmental & Maintenance Services Divisions.
2. To provide effective supervision and control of maintenance services and resources.
3. To provide overall budget, project, and program management.
4. To provide central administrative management to maximize economies of scale and efficiency.
5. To provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of purchase orders issued 694 694 600 600 650
Process Biweekly Payroll Personnel Actions 112 112 100 100 125
Major Budget Changes
To attain effective coverage and workflow, the Maintenance Administration Division would require two additional full-time positions. Firstly, we would need an additional FT Office Technician, giving us a total of two. In most circumstances (except for emergencies), this will allow for our front office to always remain open and our dispatching services to continue. Since the current FT Office Technician handles extra administrative duties while working out -of-class, the workload is sometimes placed upon the two PT Office Technician who only work 3 days a week. By eliminating both PT Office Technicians, we can financially cover the requested second FT Office Technician. Secondly, we would need a FT PW Compliance Of ficer I . The employee in this new position would assist in planning , organiz ing, and coordinating analytical, statistical, and financial duties in support of contract monitoring, regulatory compliance and/or program management. We currently rely heavily on other staff in the Environmental & Maintenance Services Division to assist with completion of the necessary tasks for executing contracts and monitoring labor compliance. We also seek advice and assistance from employees within and outside of our department.
326
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 372,360 334,086 331,178 344,214 62 - Supplies & Materials 7,531 16,377 25,855 23,100 63 - Outside Services 37,815 58,166 124,500 140,700 64 - Other Charges 140 3,625 8,100 3,700 66 - Capital Outlays 7,576 3,397 13,000 3,000 Total 425,422 415,652 502,633 514,714 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 425,422 415,652 502,633 514,714 Total 425,422 415,652 502,633 514,714 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5230 Maintenance Administration 1.500 1.500 1.500 1.500 Total 1.500 1.500 1.500 1.500
ENVIRONMENTAL AND MAINTENANCE SERVICES
5230 Maintenance Administration Division
327
ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
Purpose
The mission of the Graffiti Abatement is to beautify our City by providing a graffiti free environment by removing or covering all graffiti on public property within the City of Salinas.
Division Operations
1. To remove graffiti from public properties and streets within 48 hours.
2. Support the removal of graffiti from private property as resources are available.
3. To provide excellent customer service.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Square Feet of Graffiti Removed Annually 198,962 198,962 200,000 225,000 185,000 Sites Addressed 1,340 1,340 2,500 3,000 3,200
Major Budget Changes
None.
328
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 146,851 106,096 152,982 154,086 62 - Supplies & Materials 34,825 27,536 52,000 61,000 63 - Outside Services 21,000 20,000
64 - Other Charges 2,500
Total 181,676 133,633 228,482 235,086 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 181,676 132,909
1200 Measure G 724 228,482 235,086 Total 181,676 133,633 228,482 235,086 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5231 Graffiti Abatement 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5231 Graffiti Abatement Division
329
ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
Purpose
The Facilities Maintenance Division is responsible for preserving 80 City owned Buildings, and Facilities through preventive maintenance and repairs to ensure clean, safe, sanitary, and well operating facilities for the public.
Division Operations
1. To provide planning and implementation of a maintenance management program for all City buildings and facilities.
2. To provide effective periodic preventive maintenance and inspections to reduce the incidence of unanticipated repair.
3. To provide central facility management to maximize economies of scale and efficiency.
4. To provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Square feet of buildings to maintain per employee 216,000 216,000 92,000 400,000 375,000 Electrical and Plumbing Repairs Performed Annually 750 750 1,200 1,500 950 Painting and Carpentry Maintenance Requests 800 800 1,200 950 1,000
Major Budget Changes
Many of the City’s buildings have been subjected to deferred maintenance over the past several years, resulting in costly repairs. Leasing to third parties, then not following through on the tenant’s ability to maintain City facilities has also been detrimental. The division is requesting one FT office Technician to cover administrative functions. The position would maintain CityWorks and help with data entry and scheduling of QAlerts. This will relieve the maintenance staff from data entry and free up more time to address the numerous issues that arise with city facilities. With the addition of the requested position, there will be an increase in the operational budget.
330
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 374,826 507,927 702,056 762,690 62 - Supplies & Materials 58,838 89,344 279,432 217,178 63 - Outside Services 362,113 352,835 701,730 545,955 64 - Other Charges 10,163 9,000 5,000 66 - Capital Outlays 1,080 1,100
Total 795,777 960,270 1,693,298 1,531,923 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 795,777 960,270 1,693,298 1,531,923 Total 795,777 960,270 1,693,298 1,531,923 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5232 Facilities Maintenance 5.250 4.000 6.000 6.000
Total 5.250 4.000 6.000 6.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
331
ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
Purpose
Salinas’s 270 miles of streets provide an intricate mechanism for moving people and products smoothly through our City. This mechanism requires continues upkeep to stay in top-notch working order.
The mission of the Street Maintenance Division to maintain the 56 million square feet of asphalt and concrete City street infrastructure and assure they are safe within the City by providing periodic inspection, maintenance, and repair on streets, sidewalks, signs, and traffic control.
Division Operations
1. Assist engineering in establishing work priorities.
2. Maintain sidewalks, curbs and gutters by repair or replacement as resources allow.
3. Devote resources to support the City’s 50/50 Sidewalk Repair Program
4. Maintain traffic signs and pavement markings in good repair.
5. Maintain streets through deep plug asphalt patching, crack sealing and pothole patching.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Tons of Asphalt Applied Annually 15,511 8,291 14000 6,196 12000 Yards of Concrete Poured 245.5 172.9 250 358.4 250
Street Sign Installation/Repair/Replacement 1201 1166 850 1535 1400 Work Alernative Crew Cleanup -Tons 76 99.5 100 130 130
Major Budget Changes
Last FY, we requested a division for health & safety cleanups that consisted of One Public Service Maintenance Worker III position and three Public Service Maintenance Worker II positions . We were granted all of said positions for a new concrete crew and not for health & safety cleanup division. Four Public Service maintenance Worker II positions are in the process for hire, two in the Street Division, One in the concrete division, and one in the sign division. We have one request this FY for an Underground Marking Utilities Technician or to be able to contract out for Underground Marking Utilities, whichever is deemed most cost efficient for the city.
332
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,901,390 1,957,583 2,328,269 2,527,313 62 - Supplies & Materials 144,962 185,035 275,132 306,265 63 - Outside Services 3,660 2,182 31,465 386,464 64 - Other Charges 409 2,138 3,200 2,700 66 - Capital Outlays 5,209 1,251 6,000 6,000 Total 2,055,629 2,148,189 2,644,066 3,228,742 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,280,227 1,399,976 37 1200 Measure G 775,402 748,213 2,644,029 3,228,742 Total 2,055,629 2,148,189 2,644,066 3,228,742 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5234 Street Maintenance 17.000 17.000 20.000 21.000
Total 17.000 17.000 20.000 21.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
333
ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division
Purpose
Salinas’ benefits from over 6,000 streetlights illuminating our streets after dark. Streetlights vary from the 150-watt residential lights, to the 200- watt arterial lamps, and even special period lamps in the Downtown area.
Salinas no longer uses high- pressure sodium lamps and has transitioned to LED lamps on every street and City facility.
Division Operations
1. Maintain all City street lights.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Street Lights Repaired/Replaced 124 346 125 213 200
Major Budget Changes
None.
334
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 165,595 153,129 161,508 179,539 62 - Supplies & Materials 76,867 58,074 65,000 65,000 63 - Outside Services 386,528 412,631 380,500 393,070 66 - Capital Outlays 1,294
Total 630,283 623,834 607,008 637,609 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 630,283 623,834 607,008 637,609 Total 630,283 623,834 607,008 637,609 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5235 Street Lights 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5235 Street Lights Division
335
ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
Purpose
Provide routine maintenance and timely repairs to all traffic signal systems in Salinas.
Division Operations
1. Maintain the traffic signal system in good operational order.
2. Manage Traffic Signal Maintenance Contract.
3. Review and update traffic signal timing systems to improve circulation.
4. Evaluate systems as appropriate to meet traffic needs.
5. Provide signal interconnection in an effort to improve traffic movements and improve intersection operations efficiency.
6. Develop Traffic Operations Center to allow communication and improved signal management functions.
Performance Measures
Performance Meas ure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of signalized intersections to maintain 115 115 116 116 117
Major Budget Changes
None.
336
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 101,866
63 - Outside Services 313,878 370,216 368,600 381,600 Total 313,878 370,216 470,466 381,600 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 313,878 370,216 373,636 381,600 1200 Measure G 96,830
Total 313,878 370,216 470,466 381,600 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5236 Traffic Signals 1.000
Total 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
337
ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
Purpose
Inspect and investigate sources of pollution to protect the public and the environment in compliance with the City's National Pollution Discharge Elimination System (NPDES) Permit and ensure conformance with Federal, State, and local regulations.
Division Operations
1. Protect water quality and environmental resources by developing and implementing programs and best management practices identified within the City's Stormwater Management Plan.
2. Develop and implement an NPDES inspection program of high priority commercial and industrial businesses to ensure compliance with water quality objectives for point source discharges.
3. Promote voluntary compliance.
4. Ensure that environmental requirements and best management practices are being implemented effectively.
5. Oversee the City’s street sweeping program.
Performance Measures
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Number of businesses inpected 100 217 225 215 200>
Major Budget Changes
None.
338
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 104,567 99,293 204,366 265,312 62 - Supplies & Materials 78 1,000 1,000 Total 104,567 99,371 205,366 266,312 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 104,567 99,371 205,366 266,312 Total 104,567 99,371 205,366 266,312 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5237 Environmental Compliance 1.000 1.000 2.000 2.000
Total 1.000 1.000 2.000 2.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
339
ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
Purpose
The mission of the Salinas Urban Forestry is to maintain Salinas’ urban forests, including street, golf course, greenbelt and median trees, and trees within public facility landscapes, by providing professional quality service, utilizing International Society of Arboriculture tree care practices and standards set forth by the American National Standards Institute (ANSI) and the Tree City USA program.
Division Operations
1. Complete safety pruning operations with in-house staff and contract staff.
2. Provide storm related emergency responses for tree issues.
3. Complete a limited number of full- service pruning operations on City trees through contract services with available resources.
4. Plant replacement trees in streetscapes as resources allow.
5. Perform tree maintenance, planting and removal in city parks and greenbelts .
Performance Measure
Performance Measure / Goal
FY 2020-21
Actual
FY 2021-22
Actual
FY 2022-23
Goal
FY 2022-23
Projected
FY 2023-24
Goal
Cost per Salinas resident to support Street Trees $6.31 $6.31 $9.60 $9.60 $9.25 Number of Tree Service Requests 15,000 15,000 10,000 10,000 10,000 Number of Storm and Emergency Call Outs 450 450 200 200 200 Number of Street Trees to maintain EService Requests 7,000 7,000 4,000 4,000 4,000
Major Budget Changes
The Urban Forestry Division has been understaffed for many years. For this reason, we are requesting a total of two Urban Forestry Worker IIs and four Urban Forestry Worker Is. This request will not only assist with providing better service but will also provide a safe and better quality of life for our community and its residents. There will be better response time to all requests. Additional staff will allow the Urban Forestry Division to perform regular preventative maintenance throughout the city, especially the areas that have older more mature tree canopies.
340
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 858,820 946,496 896,370 1,119,245 62 - Supplies & Materials 57,418 76,897 79,395 102,000 63 - Outside Services 54,225 445,547 601,761 1,140,950 64 - Other Charges 694 1,603 3,500 3,000 Total 971,157 1,470,542 1,581,025 2,365,195 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 713,808 1,137,804 29,456 1100 Measure E 252,085 258,133
1200 Measure G 5,264 74,605 1,551,569 2,365,195 Total 971,157 1,470,542 1,581,025 2,365,195 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5239 Urban Forestry 8.000 8.250 8.250 8.250
Total 8.000 8.250 8.250 8.250
ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
341
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5230 Maintenance Administration
Office Technician 0.200 0.200 0.200 0.200
Public Works Admin Supervisor 0.250 0.250 0.250 0.250
Public Works Director 0.050 0.050 0.050 0.050
Superintendent of Maintenance Sv 1.000 1.000 1.000 1.000 5230 Maintenance Administration Total 1.500 1.500 1.500 1.500 5231 Graffiti Abatement
Graffiti Abatement Worker 1.000
Pub Works Resource Coordinator 1.000 1.000 1.000
5231 Graffiti Abatement Total 1.000 1.000 1.000 1.000
5232 Facilities Maintenance
Facilities Maintenance Manager 1.000
Facility Maint Mech Crew Sup 1.000 1.000 1.000
Facility Maintenance Mechanic 2.000 1.000 2.000 2.000
Graffiti Abatement Worker 1.000 1.000 1.000 1.000
Maintenance Manager 0.250
Sr Facility Maint Mech 1.000 1.000 2.000 2.000
5232 Facilities Maintenance Total 5.250 4.000 6.000 6.000 5234 Street Maintenance
Inmate Crew Coordinator 1.000 1.000 1.000 1.000
P.S. Maint Crew Supervisor 1.000 1.000 1.000 1.000
Public Svc Maint Wkr I 3.000 1.000 1.000
Public Svc Maint Wkr II 5.000 7.000 10.000 6.000
Public Svc Maint Wkr III 3.000 3.000 3.000 4.000
Public Svc Maint Wkr IV 3.000 3.000 3.000 3.000
Street Maintenance Manager 1.000 1.000 1.000 1.000
Public Service Maint Worker I 5.000
5234 Street Maintenance Total 17.000 17.000 20.000 21.000 5235 Street Lights
P.S. Maint Crew Supervisor 1.000
S/L Traffic Signal Crew Sup 1.000 1.000 1.000
5235 Street Lights Total 1.000 1.000 1.000 1.000
5236 Traffic Signals
Public Svc Maint Wkr III 1.000
5236 Traffic Signals Total 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
342
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
5237 Environmental Compliance
Env Compliance Insp I 1.000 1.000
Env Compliance Insp II 1.000 1.000 1.000 1.000
5237 Environmental Compliance Total 1.000 1.000 2.000 2.000 5238 Parks and Community Services
Park Grnds Frstry Ops Mgr 1.000
Park Maint Worker 10.000
Park Maintenance Crew Sup 1.000
5238 Parks and Community Services Total 12.000
5239 Urban Forestry
Maintenance Manager 0.250 0.250 0.250
Sr Urban Forestry Worker 1.000 1.000 1.000 1.000
Urban Forestry Crew Supervisor 1.000 1.000 1.000 1.000
Urban Forestry Worker I 2.000 2.000 2.000 2.000
Urban Forestry Worker II 4.000 4.000 4.000 4.000
5239 Urban Forestry Total 8.000 8.250 8.250 8.250
Total 46.750 33.750 40.750 40.750
343
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344
ASSESSMENT AND MAINTENANCE DISTRICTS
Organizational Chart by Division
ADMINISTRATION
WOODSIDE
N.E. SALINAS
HARDEN RANCH
AIRPORT BUSINESS
PARK
DOWNTOWN
COMMUNITY
BENEFIT DISTRICT
VISTA NUEVA
SALINAS UNITED
BUSINESS
ASSOCIATION
MIRA MONTE
ASSESSMENT
DISTRICT BONDS
MONTE BELLA
345
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346
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
Purpose
Collect, account for, and distribute principal and interest payments to assessment district bondholders and maintain an accurate accounting system for maintenance districts. Utilize maintenance district funds to provide services to residents living within each District for the purpose established thereof .
Top Accomplishments for FY 2022-23
Investment Strategies/Risk Management
1. Responded to citizen inquires and attended property owner meetings.
2. Kept expenses within budget and below the anticipated revenues to insure adequate reserves.
Public Safety
1. Removed overgrowth from creek beds reducing impacts from potential flooding and wildfires.
2. Responded to concerns related to traffic and security as soon as possible.
Operational Efficiencies
1. Managed district budgets with positive fund balances at year-end.
2. Implemented water conservation techniques in compliance with State water reduction mandates.
Excellent Infrastructure
1. Continued street sweeping services for Monte Bella.
2. Painted curbs and replaced signs as needed.
City Council Goals, Strategies, and Objectives for FY 2023-24 Investment Strategies/Risk Management
1. Maintain clear communication channels.
2. Proactively identify service delivery problems.
Public Safety
1. Remove graffiti and respond to vandalism concerns quickly.
2. Continue to implement drought tolerant practices where-ever possible.
Operational Efficiencies
1. Install LED lighting in all districts.
2. Simplify budgeting process with other Departments.
3. Improve Project Management Processes.
Excellent Infrastructure
1. Continue the pro-active infrastructure maintenance plan for each district.
Investment Strategies/Risk Management
1. Work with the members of each district to plan new projects and maintain their budgets.
2. Focus on communication with each community.
Major Budget Changes
None.
347
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
2140 Assessment Dist Administration 67,918
2141 Assessment District Debt Service 1,120,581 1,047,709 955,605 935,400 5560 Woodside Park 26,602 10,649 33,045 44,936 5562 Airport Business Park 12,824 9,911 22,634 16,617 5563 North East 569,207 731,495 885,431 815,339 5564 Harden Ranch 107,941 107,192 192,900 134,355 5565 Vista Nueva 27,887 14,058 39,860 107,660 5566 Mira Monte 136,025 104,919 207,563 151,917 5567 Monte Bella 159,567 162,573 315,886 325,873 Total 2,228,552 2,188,506 2,652,924 2,532,097 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 162,514 120,458 154,462 175,665 62 - Supplies & Materials 3,916 3,668 7,700 7,200 63 - Outside Services 832,574 859,229 1,383,452 1,191,272 64 - Other Charges 151,449 172,642 163,810 220,560 65 - Debt Service 1,065,920 1,032,509 928,500 935,400 66 - Capital Outlays 12,179 15,000 2,000 Total 2,228,552 2,188,506 2,652,924 2,532,097 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 48,945
2101 Maintenance Dist Administration 18,973
2102 Woodside Park Maint District 26,602 10,649 33,045 44,936 2104 Airport Bus Park Maint District 12,824 9,911 22,634 16,617 2105 N E Salinas Landscape Dist 569,207 731,495 885,431 815,339 2106 Harden Ranch Landscape Dist 107,941 107,192 192,900 134,355 2107 Vista Nueva Maint District 27,887 14,058 39,860 107,660 2108 Mira Monte Maint District 136,
025 104,919 207,563 151,917 2109 Monte Bella Maint District 159,567 162,573 315,886 325,873 4202 Assessment Districts-Debt Svc 630,415 627,035 454,700 463,600 4204 Spec Tax Bond Monte Bella 216,680 175,469 187,405 166,200 4205 Spec Tax Bond Monte Bella 2 92,450 133,000 142,150 138,400 4206 Spec Tax Bond Monte Bella 3 181,036 112,205 171,350 167,200 Total 2,228,552 2,188,506 2,652,924 2,532,097
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
348
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 2140 Assessment Dist Administration 1.000
5560 Woodside Park 0.030 0.030 0.030 0.030
5562 Airport Business Park 0.010 0.010 0.010 0.010
5563 North East 0.290 0.290 0.290 0.290
5564 Harden Ranch 0.010 0.010 0.010 0.010
5566 Mira Monte 0.150 0.150 0.150 0.150
5567 Monte Bella 0.260 0.260 0.260 0.260
Total 1.750 0.750 0.750 0.750
349
ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
Purpose
Provide a record of levies made against specific properties to defray the cost of specific capital improvements deemed to benefit those properties.
Division Operations
1. Ensure timely payments to bondholders.
Major Budget Changes
None.
350
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 54,661 15,200 27,105 65 - Debt Service 1,065,920 1,032,509 928,500 935,400 Total 1,120,581 1,047,709 955,605 935,400 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
4202 Assessment Districts-Debt Svc 630,415 627,035 454,700 463,600 4204 Spec Tax Bond Monte Bella 216,680 175,469 187,405 166,200 4205 Spec Tax Bond Monte Bella 2 92,450 133,000 142,150 138,400 4206 Spec Tax Bond Monte Bella 3 181,036 112,205 171,350 167,200 Total 1,120,581 1,047,709 955,605 935,400
ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
351
ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
Purpose
Provide quality maintenance of the greenbelts through the use of contract services.
Division Operations
1. Provide cost effective, quality, landscape maintenance.
2. Provide excellent customer service to the District residents by resolving customer concerns in a timely manner.
Major Budget Changes
None.
352
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 3,584 4,554 6,095 6,936 63 - Outside Services 19,840 4,449 17,950 30,000 64 - Other Charges 3,178 1,647 9,000 8,000 Total 26,602 10,649 33,045 44,936 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2102 Woodside Park Maint District 26,602 10,649 33,045 44,936 Total 26,602 10,649 33,045 44,936 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5560 Woodside Park 0.030 0.030 0.030 0.030
Total 0.030 0.030 0.030 0.030
ASSESSMENT AND MAINTENANCE DISTRICTS
5560 Woodside Park Division
353
ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
Purpose
The purpose of the district is to provide the Airport Business Park Center with limited basic maintenance to include mowing and irrigation. This district is comprised of 64.7 acres, not including acreage owned by governmental agencies. Maintained improvements are all walkways, crosswalks, masonry walls, fences, parkways, embankments, sprinkler systems and landscaping within the right of way of Moffett Street, La Guardia, and Vandenburg Street. Maintenance, servicing and operation is in accordance with NPDE S Requirements of the City of Salinas storm water permit.
Division Operations
1. Based on limited resources, to provide mowing services on Moffett Street.
Major Budget Changes
None.
354
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,275 1,443 1,940 2,205 63 - Outside Services 10,024 7,039 19,094 14,412 64 - Other Charges 1,525 1,428 1,600 Total 12,824 9,911 22,634 16,617 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2104 Airport Bus Park Maint District 12,824 9,911 22,634 16,617 Total 12,824 9,911 22,634 16,617 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5562 Airport Business Park 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010
ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
355
ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
Purpose
This district encompasses street landscape improvements throughout North East Salinas from Boronda Road to East Laurel Drive and from Gabilan Creek to Williams Road. The purpose of the district is to provide a source of funding for the on‐going maintenance of the improvements that were installed for the benefit of the parcels within the District. The improvements include any and all public landscaping and irrigation improvements on landscaped medians islands within the district, including the 30‐foot wide park strips of land between the curb and right ‐of‐way, cul ‐de‐sac median landscaping, jogging paths, planter walls, public lighting and associated improvements as allowed under the Salinas Municipal Code and the Lighting and Landscape Act of 1982 (the “Act”). In addition, the District also funds the maintenance of the channel improvements within Gabilan Creek and Natividad Channel in accordance with NPDES requirements of the City of Salinas stormwater permit, as allowed under the Salinas Municipal Code.
Division Operations
1. Provide responsive customer service.
2. Administer and supervise the maintenance contract for cost effective landscape maintenance.
Major Budget Changes
None.
356
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 35,525 44,552 59,431 67,689 62 - Supplies & Materials 1,940 173 2,500 3,200 63 - Outside Services 445,982 578,037 717,000 612,450 64 - Other Charges 85,760 108,732 106,500 132,000 Total 569,207 731,495 885,431 815,339 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2105 N E Salinas Landscape Dist 569,207 731,495 885,431 815,339 Total 569,207 731,495 885,431 815,339 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5563 North East 0.290 0.290 0.290 0.290
Total 0.290 0.290 0.290 0.290
ASSESSMENT AND MAINTENANCE DISTRICTS
5563 North East Division
357
ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
Purpose
This district encompasses street landscape improvements along North Main Street from Cherokee Drive to San Juan Grade Road, El Dorado Drive, McKinnon Drive, Harden Parkway, and storm water detention basins. The purpose of the district is to provide on-going maintenance support for the amenities that were installed for the benefit of the parcels within the District.
Division Operations
1. Provide responsive customer service.
2. Administer and supervise the maintenance contract for cost effective landscape maintenance.
Major Budget Changes
None.
358
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,275 1,443 1,950 2,215 63 - Outside Services 90,180 89,674 167,900 114,140 64 - Other Charges 16,486 16,075 23,050 18,000 Total 107,941 107,192 192,900 134,355 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2106 Harden Ranch Landscape Dist 107,941 107,192 192,900 134,355 Total 107,941 107,192 192,900 134,355 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5564 Harden Ranch 0.010 0.010 0.010 0.010
Total 0.010 0.010 0.010 0.010
ASSESSMENT AND MAINTENANCE DISTRICTS
5564 Harden Ranch Division
359
ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
Purpose
This district encompasses 49 parcels most of which are residential between Garner Avenue and Gee Street, uphill from Natividad Creek. The purpose of the district is to provide maintenance servicing and operation of the sanitary sewer pump station, services for streets, sewers, subdivision fence, and streetlights.
Division Operations
1. Provide responsive customer service.
2. Provide the highest level of maintenance with available resources.
Major Budget Changes
None.
360
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 5,277 5,527 10 10 63 - Outside Services 6,810 6,700 21,850 102,650 64 - Other Charges 3,621 1,831 3,000 3,000 66 - Capital Outlays 12,179 15,000 2,000 Total 27,887 14,058 39,860 107,660 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2107 Vista Nueva Maint District 27,887 14,058 39,860 107,660 Total 27,887 14,058 39,860 107,660
ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
361
ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
Purpose
This district is within the North/East Maintenance District located northwest of Hemingway Drive, and it encompasses the development known as the Cottages of Mira Monte. This development includes approximately 203 medium density family homes, open space, and tot lots within the development. The purpose of the district is to provide maintenance, servicing, and operation of street and open space landscape improvements, tot lot improvements, routine street maintenance, maintenance of the clustered driveways, maintenance of public lighting fixtures on all streets and clustered driveways, and associated appurtenances located within the public rights-of-way and dedicated landscape easements.
Division Operations
1. Provide cost effective and quality landscape maintenance.
2. Provide excellent customer service to the District residents by being available to resolve maintenance issues in a timely manner.
3. Administer and supervise the maintenance contracts for cost effectiveness.
Major Budget Changes
None.
362
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 18,400 22,998 31,700 36,087 62 - Supplies & Materials 2,200
63 - Outside Services 100,713 67,426 156,403 99,770 64 - Other Charges 16,912 14,496 17,260 16,060 Total 136,025 104,919 207,563 151,917 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2108 Mira Monte Maint District 136,025 104,919 207,563 151,917 Total 136,025 104,919 207,563 151,917 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5566 Mira Monte 0.150 0.150 0.150 0.150
Total 0.150 0.150 0.150 0.150
ASSESSMENT AND MAINTENANCE DISTRICTS
5566 Mira Monte Division
363
ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
Purpose
This district encompasses approximately 200 acres of planned development known as Monte Bella, which at build-out will ultimately include approximately 853 single family homes, open space, a community park and an elementary school site. The purpose of the district is to provide maintenance, servicing, and operation of street landscape improvements, park landscaping improvements, open space and retention basin landscaping improvements, agricultural run- off ditch, and de- silting basins, local street lighting, routine local street maintenance and associated appurtenances located within the public rights-of-way and dedicated landscape easements.
Division Operations
1. Provide cost effective and quality landscape and park maintenance.
2. Provide excellent customer service to the district residents by being available to resolve landscape issues in a timely manner.
3. Administer and supervise the maintenance contracts for cost effectiveness.
4. Provide a street sweeping program.
Major Budget Changes
None.
364
FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 31,918 39,941 53,336 60,523 62 - Supplies & Materials 1,976 3,495 3,000 4,000 63 - Outside Services 104,364 90,704 256,150 217,850 64 - Other Charges 21,309 28,432 3,400 43,500 Total 159,567 162,573 315,886 325,873 FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
2109 Monte Bella Maint District 159,567 162,573 315,886 325,873 Total 159,567 162,573 315,886 325,873 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 5567 Monte Bella 0.260 0.260 0.260 0.260
Total 0.260 0.260 0.260 0.260
ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
365
FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 2140 Assessment Dist Administration
Sr Accounting Technician 1.000
2140 Assessment Dist Administration Total 1.000
5560 Woodside Park
Maintenance Manager 0.030 0.030 0.030 0.030
5560 Woodside Park Total 0.030 0.030 0.030 0.030
5562 Airport Business Park
Maintenance Manager 0.010 0.010 0.010 0.010
5562 Airport Business Park Total 0.010 0.010 0.010 0.010 5563 North East
Maintenance Manager 0.290 0.290 0.290 0.290
5563 North East Total 0.290 0.290 0.290 0.290
5564 Harden Ranch
Maintenance Manager 0.010 0.010 0.010 0.010
5564 Harden Ranch Total 0.010 0.010 0.010 0.010
5566 Mira Monte
Maintenance Manager 0.150 0.150 0.150 0.150
5566 Mira Monte Total 0.150 0.150 0.150 0.150
5567 Monte Bella
Maintenance Manager 0.260 0.260 0.260 0.260
5567 Monte Bella Total 0.260 0.260 0.260 0.260
Total 1.750 0.750 0.750 0.750
ASSESSMENT AND MAINTENANCE DISTRICTS
Workforce
366
ENTERPRISE OPERATIONS
Organizational Chart by Division
ENTERPRISE
OPERATIONS
AIRPORT
INDUSTRIAL
WASTE
TWIN CREEKS
SANITARY SEWER
FAIRWAYS
STORM DRAINS
STREET SWEEPING
HITCHCOCK ROAD
WATER SYSTEM
DOWNTOWN
PARKING DISTRICT
PERMIT SERVICES
PREFERENTIAL
PARKING
PARKING
ENFORCEMENT
367
ENTERPRISE OPERATIONS
Summary
Purpose
The purpose of the Enterprise Program is to provide self -supporting community services such as the operation of the Airport, Fairways Golf Course, and the various Sewer Waste Collection systems.
Top Accomplishments for FY 2022-23
Investment Strategies/Risk Management
1. Provided economic role and benefit of the airport for the Salinas Economic Development Element.
2. Completed Economic Benefit Study for the Salinas Municipal Airport.
3. Provide parking services in support of the Downtown Vibrancy Plan.
4. Provide parking support for other commercial areas in Salinas.
5. Develop parking strategies in support of encouraging housing development in downtown.
6. Secured $750,000 grant from FAA to update the Airport Master Plan and develop an Airport Sustainability Plan.
Public Safety
1. Commenced design for a new vehicle and pedestrian access control system at the Salinas Municipal Airport.
2. Provide Parking enforcement support for Code enforcement activities.
3. Provide Parking enforcement support for traffic safety at school locations.
Operational Efficiencies
1. Secured $69,000 in Coronavirus Aid, Relief, and Economic Security Act Emergency Funding.
2. Continued support of the Airport Commission.
3. Continued development of sustainable City Parking programs.
4. Creation of the Parking Enterprise.
5. Successful development of sustainable Parking enforcement program that provide city services and covers cost.
6. Adjusted rates of Downtown Parking enterprise for next 2 fiscal years with the goal for enterprise to self-sustaining.
Excellent Infrastructure
1. Design pavement rehabilitation for the southside hangars at the Salinas Municipal Airport.
2. Completed preventative maintenance inspection on all City owned Aircraft Hangars.
368
ENTERPRISE OPERATIONS
Summary
City Council Goals, Strategies, and Objectives for FY 2023-24
Investment Strategies/Risk Management
1. Complete Parking Management Plan with recommendations for future downtown parking infrastructure.
2. Host 2023 California International Airshow.
3. Complete Airport Master Plan and Airport Sustainability Plan.
Operational Efficiency
4. Optimize Parking Enforcement to support City parking programs and neighborhood safety
5. Continued support of the Airport Commission.
6. Commence Airport Master Plan Study.
New Revenue
1. Secure Federal and State grants for Airport Pavement Rehabilitation (Design and Construction) for the southside hangars.
2. Update and maintain adequate Airport Rates and Fee Schedule to encourage a sustainable enterprise system.
3. Continue developing sustainable parking programs.
Public Safety
1. Install new airport access control system.
Major Budget Changes
None.
369
FY 21 FY 22 FY 23 FY 24
Expenditures by Program Actual Actual Amended Proposed
3350 Permit Services 2,288,845 3,489,820 3,706,285 4,100,686 5126 NPDES Storm Water 1,381,116 1,565,975 2,336,480 2,014,304 5340 Airport 1,399,293 1,579,777 1,608,970 1,772,338 5441 Industrial Waste 1,907,429 2,257,275 2,140,452 2,702,971 5442 Sanitary Sewer 4,406,565 3,257,340 3,898,180 3,638,974 5443 NPDES Storm Drain Sewer 410,035 470,955 664,631 659,313 5444 NPDES Street Sweeping 1,073,851 873,629 814,966 849,988 5445 Hitchcock Road Water 9,687 11,742 15,000 15,000 5446 Downtown Parking 1,395,769 1,567,502 1,723,503 1,654,755 5447 Preferential Parking 7,611 16,881 6,100 22,700 5448 Parking Enforcement 955,876 1,057,769 1,870,205 1,095,659 8006 Twin Creeks Golf Course 3,522,978 443,840 439,700 440,300 8007 Fairways Golf Course 271,272 205,732 208,200 219,000 Total 19,030,328 16,798,239 19,432,670 19,185,988 FY 21 FY 22 FY 23 FY 24
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 5,503,186 6,023,531 7,041,353 7,846,038 62 - Supplies & Materials 518,420 550,796 715,511 738,270 63 - Outside Services 3,427,879 4,920,994 6,311,605 5,145,666 64 - Other Charges 1,870,734 2,195,668 2,089,003 2,338,314 65 - Debt Service 7,509,472 3,032,224 3,036,500 2,998,900 66 - Capital Outlays 200,637 75,024 238,699 118,800 Total 19,030,328 16,798,239 19,432,670 19,185,988
ENTERPRISE OPERATIONS
Summary
370
ENTERPRISE OPERATIONS
Summary
FY 21 FY 22 FY 23 FY 24
Expenditures by Fund Actual Actual Amended Proposed
6100 Municipal Airport 1,399,293 1,579,777 1,608,970 1,772,338 6200 Industrial Waste 1,907,429 2,257,275 2,140,452 2,702,971 6301 Fairways Golf Course 271,272 205,732 208,200 219,000 6302 Twin Creek Golf Course 3,522,978 443,840 439,700 440,300 6400 Sewer 4,406,565 3,296,249 4,515,987 4,293,762 6500 Storm Sewer (NPDES) 2,865,002 2,871,649 3,198,270 2,868,817 6700 Water Utility 9,687 11,742 15,000 15,000 6801 Downtown Parking District 1,395,769 1,567,502 1,723,503 1,654,755 6802 Preferential Parking 7,611 16,881 6,100 22,700 6803 Parking Enforcement 955,876 1,057,769 1,870,205 1,095,659 6900 Permit Services 2,288,845 3,489,820 3,706,285 4,100,686 Total 19,030,328 16,798,239 19,432,670 19,185,988 FY 21 FY 22 FY 23 FY 24
Workforce by Program Authorized Authorized Authorized Proposed 3350 Permit Services 11.989 13.500 17.450 18.250
5126 NPDES Storm Water 1.000 1.000 3.000 3.000
5340 Airport 5.600 6.600 6.600 6.600
5441 Industrial Waste 3.800 5.300 5.800 5.800
5442 Sanitary Sewer 12.050 11.550 12.050 12.050
5443 NPDES Storm Drain Sewer 2.200 2.200 2.200 2. 200
5444 NPDES Street Sweeping 6.200 4.700 4.700 4.700
5446 Downtown Parking 0.270 0.270 0.270 0.270
5448 Parking Enforcement 0.500 0.250 0.250 0.250
Total 43.609 45.370 52.320 53.120
371
ENTERPRISE OPERATIONS
3350 Permit Services Division
Purpose
The Permit Services Division ensures the safety of buildings and structures by efficiently reviewing construction plans for both residential and commercial projects and verifying compliance with applicable building codes, city ordinances, and state laws through the inspection process. Permit Services also facilitates building access for disabled persons, educates the public on the building permit process and construction requirements, coordinates approval and inspection of building permits with other City Departments/Sections and governmental agencies, provides timely processing of permits to help stimulate economic development, and assists code enforcement with technical construction requirements.