Upon motion by Commissioner Hernandez, seconded by Commissioner Quigley, a motion was made to approve Consent Agenda aD#23-t68 (219123 Meeting Minutes).
The motion carried by the following vote:
Ayes: 6 -
Abstained: L --
Noes: 0 -
Commissioner Howell, Commissioner Hernandez, Commissioner Canseco, Commissioner Davis, Commissioner Quigley, and
Com missioner Cox
Com m issioner Gonz alez Reyes
None
Commissioner Howell, Commissioner Hernandez, Commissioner Canseco, Commissioner Davis, Commissioner Gonzalez Reyes, Commissioner Quigley, and Commissioner Cox
N one
r D#23-156 90-Minute Parking Zone Request Along 400 & 500 Block on Abbott Street and Alameda Avenue
Recommendation: Recommend City Council approve approximately 1,000 feet of 90- Minute parking zone, 7AM to 5PM, except weekends and holidays, along the southern and western curbline of the 400 & 500 block on Abbott Street and Alameda Avenue Upon motion by Commissioner Howell, seconded by Commissioner Quigley, a motion was made to approve Consent Agenda lD#23-L56 (Abbott Street and Alameda Avenue).
The motion carried by the following vote:
Ayes: 7 -
Noes: 0 -
CONSIDERATION AGENDA
lD#23-154 John Street and Abbott Street Mixed Use Development Project lnitial Study - Mitigated Negative Declaration
Recommendation: Consider recommendi ng City Council approve of the John Street and Abbott street Mixed Use Development Project lnitial Study- Mitigated Negative Declaration, based on the Traffic Impact Analysis
Andrew Easterling presented his report, on file in the Public Works Department
Upon motion by Commissioner Howell, seconded by Commissioner Quigley, a motion was made to approve Consideration lD# 23-L54 (John Street and Abbott Street Mixed Use Development Project).
The motion carried by the following vote:
Ayes: 7 -
Noes: 0 -
Commissioner Howell, Commissioner Herna ndez, Commissioner Canseco, Commissioner Davis, Commissioner Gonzalez Reyes, Commissioner Quigley, and Commissioner Cox
None
coMMrssroNER coMMENTS / REPORTS
Commissioner Hernandez commented everything is wet during the storms, please be safe.
Commissioner Gonzalez Reyes commented another storm is coming, please be cautious.
Commissioner Gonzalez Reyes stated this is his first day as a Commissioner and he is excited to be a part of the team, he looks forward to contributing to the City of Salinas.
Commissioner Canseco wanted to thank Public Works staff because potholes are everywhere and the crews have been out working hard (including last Sunday) to make repairs.
Commissioner Howell reported these is a cover story in the Monterey County Weekly regarding our downtown revitalization and also what Seaside and Monterey are doing.
Commissioner Davis encouraged the public to use the Salinas Connect App to report potholes and other storm damage.
Commissioner Davis asked to observe a few moments of silence in recognition of fallen officer JD Alvarado, who we lost last February 25th.
ADJOURNMENT I ATTENDANCE AT NEXT MEETING: APTII L3,2023 Meeting was adjourned at 6:21pM.
All commissioners present plan to attend the 4/13/23 meeting.
APPROVED:
Chairperson Jefferson Davis
ATTEST: (
Crissy White, ministrative Secretary
lcw
l:\PWAdmin\crissy\Documents\T&TCOMM\MINUTES\T&TC.3-9-23.Minutes.docx
March 3, 2023
Robert Latino, Associate Planner
City of Salinas
Community Development Department
65 West Alisal Street
Salians, CA 93901
RE: Request for comments John Street &
Abbott Street Mixed Use Development
Project
Dear Mr. Latino:
Monterey-Salinas Transit (MST) provides public transportation throughout the City of Salinas. MST has reviewed the Initial Study/Mitigated Negative Declaration (IS/MND) for the John Street and Abbott Street Mixed Use Development Project and would like to make the following comments.
MST serves, operates, and maintains three (3) existing stops within the project vicinity, which currently serve Line 96. In addition to existing stops, MST recommends providing bus stop facilities consistent with MST’s Designing for Transit Guidelines (2020) for a new far-side bus stop to be located on John Street to better serve the project. Should MST service the proposed stop in the future, MST would like to reserve the right to an additional review of traffic patterns and further evaluate necessary improvements to the stop.
Bus stop layouts and designs are evaluated using MST’s Designing for Transit Guidelines (2020) and all bus stops should adhere as closely as possible to these guidelines to ensure adequate access pertinent to the standards of the Americans with Disabilities Act (ADA) and to ensure safety of bus operations and passengers. While this project would enhance pedestrian connection, MST requests improvements be made to the bus stops to comply with ADA requirements. The City of Salinas and the developer should consider increasing sidewalk width from five (5) feet to six (6) feet in accordance with MST Designing for Transit Guidelines. Additional lanes on Abbott Street, John Street, and Maple Street should be no less than 11 feet in width in order for transit to operate without encroaching on other lanes.
Upon completion of the project, the developer should consider enrolling in MST’s Group Discount Program to offer employees substantially reduced cost bus passes.
MST submits the following comments pertaining to specific pages within the document:
• Page 92 – Please note this statement should be edited as follows: Monterey-Salinas Transit (MST) provides fixed route bus service near the project site, and both Greyhound and Amtrak provide regional transit options from the Intermodal Transportation Center, located approximately one mile northwest of the project stie. Two One MST bus lines provides service near the project site (Appendix F, MST 2022):
o Line 23, Salinas – King City. This line provides weekday and weekend service roughly every 30-120 minutes between roughly 4:00 AM – 10:30 PM o Line 86, King City – San Jose Airport. This line provides weekday service via four runs (two AM runs and two PM runs) and weekend service via eight runs (four AM runs and four PM runs)
o Line 96, Salinas – Salinas Airport Business Center. This line provides hourly weekday service roughly between 7:15 AM – 6:00 PM
There are three MST bus stops in the vicinity of the project site, all along Abbott Street served by Line 23 96. Bus stops are located at
o North of Maple Street adjacent to the project site, providing northbound service. o South of John Street across Abbott Street from the project site, providing southbound service.
o North of Summer Street, 700 feet north of the project site along Abbott Street, providing northbound service.
• Page 94 – Please note this statement should be edited as follows: As discussed under Existing Setting, three one MST bus lines provides service near the project site with three stops located along the project site frontage.
If you have any questions about the above comments, please do not hesitate to contact me at [email protected] or 831-264-5877.
Sincerely,
Michelle Overmeyer
Director of Planning & Innovation
“Provide a safe and reliable transportation network that serves all people and respects the environment” CALTRANS DISTRICT 5
50 HIGUERA STREET | SAN LUIS OBISPO, CA 93401-5415
(805) 549-3101 | FAX (805) 549-3329 TTY 711
www.dot.ca.gov
March 13, 2023
MON-68-21.587
SCH#2023020282
Robert Latino
Associate Planner
Community Development Department
City of Salinas
65 West Alisal Street, 2nd Floor
Salinas, California 93901
COMMENTS FOR THE MITIGATED NEGATIVE DECLARATION (MND) - JOHN STREET AND
ABBOTT STREET MIXED USE DEVELOPMENT PROJECT, SALINAS, CA Dear Mr. Latino:
The California Department of Transportation (Caltrans), District 5, Development Review, has reviewed the MND for the multi-phased John Street and Abbott Street Mixed Use Development Project which proposes a 111-room hotel, 242 residential units, retail use, and office use for a total of 478,800 square feet. Caltrans offers the following comments in response to the MND:
1. Caltrans supports local development that is consistent with State planning priorities intended to promote equity, strengthen the economy, protect the environment, and promote public health and safety. We accomplish this by working with local jurisdictions to achieve a shared vision of how the transportation system should and can accommodate interregional and local travel and development. Projects that support smart growth principles which include improvements to pedestrian, bicycle, and transit infrastructure (or other key Transportation Demand Strategies) are supported by Caltrans and are consistent with our mission, vision, and goals.
2. Please be aware that if any future work is completed in the State’s right-of-way it will require an encroachment permit from Caltrans and must be done to our engineering and environmental standards, and at no cost to the State. The conditions of approval and the requirements for the encroachment permit are issued at the sole discretion of the Permits Office, and nothing in this letter shall be implied as limiting those future conditioned and requirements. For more information regarding the encroachment permit process, please visit our Encroachment Permit Robert Latino, Associate Planner
March 13, 2023
“Provide a safe and reliable transportation network that serves all people and respects the environment” Website at: https://dot.ca.gov/caltrans-near-me/district-5/district-5-programs/d5- encroachment-permits.
3. Depending on the complexity of the project improvements requiring an encroachment permit, Caltrans Oversight may be the more appropriate avenue for project review and approval by Caltrans. The District Permit Engineer has been granted authority by Caltrans to make this decision. Please consult with the District Permit Engineer to determine the most appropriate Caltrans project permitting system.
4. We appreciate the Office Use VMT Reduction Program to aid mitigating the vehicle miles traveled (VMT) for the office use of the project. The proposed strategies will assist achieving statewide goals sought to promote the reduction of greenhouse gas emissions, the development of multimodal transportation networks, and a diversity of land uses.
Thank you for the opportunity to review and comment on the proposed project. If you have any questions, or need further clarification on items discussed above, please contact me at (805) 835-6543 or email [email protected].
Sincerely,
Chris Bjornstad
Associate Transportation Planner
District 5 Land Development Review
Serving Monterey, San Benito, and Santa Cruz Counties 24580 Silver Cloud Court Monterey, CA 93940
PHONE: (831) 647-9411 • FAX: (831) 647-8501
Richard A. Stedman, Air Pollution Control Officer
February 27, 2023
City of Salinas
Community Development Department
Attn: Robert Latino
65 W. Alisal St. 2nd Floor
Salinas, CA 93901
SUBJECT: John and Abbott Street Mixed Use Development Project Dear Mr. Latino
Thank you for providing the Monterey Bay Air Resources District (Air District) with the opportunity to comment on the Mitigated Negative Declaration for the John and Abbott Street Mixed Use Development Project. The Air District has reviewed the MND and has the following comments:
Air Quality
o Fugitive Dust Control
▪ Fugitive dust can be further mitigated as well as maintaining compliance with MBARD Rule 402 (Nuisance) and CEQA Guidelines, Section 8.2 by implementing the following Best Management Practices as applicable:
• Water all active construction areas at least twice daily. Frequency should be based on the type of operation, soil, and wind exposure. • Prohibit all grading activities during periods of high wind (over 15 mph). • Cover all trucks hauling dirt, sand, or loose materials. • Cover inactive storage piles.
• Maintain at least 2’0” of freeboard in haul trucks.
• Apply chemical soil stabilizers on inactive construction areas (disturbed lands within construction projects that are unused for at least four consecutive days).
Portable Construction Equipment
o Rule 201, Section 4.14
▪ Per Rule 201, Section 4.14.1 (10/15/2014) any stationary IC engine greater than 50 HP must be permitted by the Air District or registered with the California Air Resources Board. For Engine-Generator sets, the engine will have a different rating, normally higher than the rating of the generator output. Please consult with the Air District Engineering Division if there are any questions regarding the permitting process. o Notification
▪ If project construction uses portable equipment registered with the California Air Resources Board (CARB) in the Portable Equipment Registration Program (PERP), MBARD must be notified within two working days of commencing operations when a Richard A. Stedman, Air Pollution Control Officer
registered unit will be at a location for more than five days. Portable equipment not registered with CARB may be subject to MBARD permit requirements.
Green House Gas Emissions
o Infrastructure Electrification
▪ The Air District suggests using guidance from the Bay Area Air Quality Management District or Sacramento Metropolitan Air Quality Management District for evaluating the project’s greenhouse gas emissions for construction emissions.
The Air District supports incorporating electric vehicle infrastructure goals in the project plan. To achieve further emission reduction of criteria pollutants, emissions and greenhouse gases, the Air District suggests including publicly available dual port Level 2 & DC fast-charge charging stations throughout the project area.
Hazardous Materials
o Asbestos Notification
▪ If any buildings are renovated or demolished as part of this project, Air District rules may apply. These include Rule 424, National Emissions Standards for Hazardous Air Pollutants and Rule 439, Building Removals. Rule 424 contains the investigation and reporting requirements for asbestos which includes surveys and advanced notification on structures being renovated or demolished. Notification to the Air District is required at least ten days prior to renovation or demolition activities. Rule 424 could also apply if old underground piping or other asbestos containing construction materials are encountered during trenching activities. District Rule 439 prohibits the release of any visible emissions from building removals. Rules 424 and 439 can be found online athttps://ww2.arb.ca.gov/current-air-district-rules. Please contact Shawn Boyle, Air Quality Compliance Inspector III, at (831) 718-8010 for more information regarding these rules.
Transportation/Traffic
o Traffic Emission Reduction
▪ In an effort to improve congestion and minimize traffic emissions, the Air District strongly supports the consideration of the following inclusions at street intersections surrounding the project site:
• Include roundabout design and construction as an alternative mitigation. • Include the use of currently available Adaptive Traffic Control Systems (ATCS) for existing or new signalized intersections.
For funding opportunities for congestion management projects, please contact Tyrone Bell in the Planning Division at (831) 718-8023.
I appreciate the opportunity to comment on the MND for the John and Abbott Street Mixed Use Development Project. Please let me know if you have any questions. I may be reached at (831) 718-8030 or [email protected].
Best Regards,
Richard A. Stedman, Air Pollution Control Officer
Edward Ballaron
Air Quality Planner I
cc: David Frisbey
Serving Monterey, San Benito, and Santa Cruz Counties 24580 Silver Cloud Court Monterey, CA 93940
PHONE: (831) 647-9411 • FAX: (831) 647-8501
Richard A. Stedman, Air Pollution Control Officer
May 17, 2024
Bobby Latino, Associate Planner
[email protected]
City of Salinas
Community Development Department
65 West Alisal Street
Salinas, CA 93901
RE: Interagency Review of Proposed Tentative Map Located Southeast of the John Street and Abbott Street Intersection In the CO – FG-4 (Commercial Office – Abbot Street Focused Growth Overlay) and IG (Industrial – General) Zoning District
Dear Mr. Latino,
Thank you for providing the Monterey Bay Air Resources District (MBARD) with the opportunity to comment on the Proposed Tentative Map for the John and Abbott Street Mixed Use Development Project.
Eddie Ballaron, Air Quality Planner I with MBARD, has previously reviewed and submitted comments on the Mitigated Negative Declaration for this project (dated February 27, 2023). MBARD has no additional comments associated with the project at this time.
Thank you again for the opportunity for MBARD to comment on the proposed tentative map for the John and Abbott Street Mixed Use Development Project. Please let me know if you have any questions. I may be reached at (831) 718-8023 or [email protected].
Best Regards,
Tyrone Bell
Air Quality Planner I
cc: Rich Stedman, Air Pollution Control Officer
David Frisbey, Planning and Air Monitoring Manager
Shawn Boyle, Planning and Air Monitoring Supervisor
attachments: MBARD comment letter – February 27, 2023
May 23, 2024
Bobby Latino
City of Salinas
65 West Alisal Street
Salinas, CA 93905
RE: Interagency Review of Proposed Tentative Map Located Southeast of John Street and Abbott Street Intersection in the CO-FG-4 (Commercial Office – Abbott Streer Focused Growth Overlay) and IG (Industrial-General) Zoning District
Dear Mr. Latino:
Monterey-Salinas Transit District (MST) provides public transportation throughout Monterey County and operates an extensive bus network and transit center in the City of Salinas. MST serves, operates, and maintains two (2) existing stops within the proposed Tentative Map Area, which currently serves Line 96.
MST has reviewed the Proposed Tentative Map for the parcels located southeast of the John and Abbott Street and would like to submit the following comments for your consideration:
Tentative-Parcel Map – Site Layout Plan (Sheet #C1.3)
MST recommends the developer and City of Salinas keep the proposed lane width of 12-feet for the Abbott Street corridor. A minimum lane width of 12-feet is required on streets where transit is operating to avoid encroaching on other lanes and minimize the risk of collision. Sidewalks provide a safe connection between passengers, the bus, and their ultimate destination. Sidewalks should also remain at the proposed widths of 10 and 9-feet along the frontage of the planned area. Sidewalks are required to have an 8-foot by 5-foot passenger landing pad to ensure adequate access pertinent to the standards of the Americans with Disabilities Act (ADA). Bus stop layouts and designs are outlined in MST’s Designing for Transit Guidelines and all designs should adhere as closely as possible to ensure safe and adequate transit access.
The proposed signalized intersection at Maple and Abbott Street would result in a near-side stop design for MST’s existing Bus Stop #3789. MST recommends the developer include bus stop infrastructure consistent with MST’s Designing for Transit Guidelines (2020) for a new far-side bus stop at the intersection of Abbott St. and Maple St. Near-side stops are usually less efficient and require a slower and shaper entry angle, which slows down the bus and the traffic behind it. Near-side stops can also increase the risk of collisions with vehicles making right turns in front of the bus as the bus pulls out of a stop.
MST also recommends the far-side stop have a minimum bus stop length of 90-feet in the event that Line 96 utilizes a full-size 40-foot coach. The bus stop area also requires a 10-foot minimum spacing between the end and front of the crosswalk.
Access to safe bicycle infrastructure is crucial for all residents and transit riders. Buses and bicycles interact with each other as they share space on the right side of the road and travel at similar speeds. MST recommends that the proposed bike lane on Abbott Street include green hatching paint to alert all road users of the crossover area where MST buses pull in and out of stops.
Transit-Oriented Development
MST led a Transit-Oriented Development (TOD) Planning Study as part of the SURF! Busway and Bus Rapid Transit Project. The study identifies land use policies and first-/last mile transportation strategies to support TOD opportunities, increase transit ridership potential, and reduce vehicle-miles traveled and greenhouse gas (GHG) emissions. The study identified TOD opportunity sites along Abbott Street, which does not include the proposed Tentative Map area. However, the proposed residential and commercial units for this area offer an opportunity for TOD. MST recommends the developer use MST’s TOD Planning Study as resource to best apply TOD principles into this plan. Please visit MST’s website to access MST’s TOD planning study: https://mst.org/about-mst/planning-development/ Closing
As this plan moves forward, we ask that the City of Salinas continue to collaborate to ensure that this new proposed development area has adequate transit access. MST would like to request digital copies of updated plans as they become available. If you have any questions about the above design recommendations or comments above, please do not hesitate to contact me at [email protected] or 831-264- 9288.
Sincerely,
Emma Patel
Planning Manager
City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#24-255, Version: 1
Fiscal Year 2024-25 Operating Budget and Capital Improvement Program and Annual Appropriations Limit
Approve a Resolution adopting the Fiscal Year 2024-25 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency; the Fiscal Year 2024-25 Capital Improvement Program for the City of Salinas; and a Resolution establishing the appropriations limit for Fiscal Year 2024-25 at $324,459,809.
City of Salinas Page 1 of 1 Printed on 6/7/2024
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CITY OF SALINAS
COUNCIL STAFF REPORT
DATE: JUNE 11, 2024
DEPARTMENT: FINANCE
FROM: RENE MENDEZ, CITY MANAGER
BY: JIM PIA, ASSISTANT CITY MANAGER
SELINA ANDREWS, ACTING FINANCE DIRECTOR
ABE PEDROZA, SENIOR FINANCE MANAGEMENT ANALYST
YESENIA NUNEZ, FINANCE MANAGEMENT ANALYST
DEPARTMENT DIRECTORS AND STAFF
TITLE: FISCAL YEAR 2024-25 OPERATING BUDGET AND CAPITAL
IMPROVEMENT PROGRAM AND ANNUAL APPROPRIATIONS
LIMIT
RECOMMENDATION:
Staff recommends City Council approve a resolution adopting:
1) the Fiscal Year 2024-25 Proposed Operating Budget for the City of Salinas and Successor Agency to the former Salinas Redevelopment Agency; and
2) the Fiscal Year 2024-25 Capital Improvement Program for the City of Salinas.
Staff also recommends the City Council approve a resolution establishing the appropriations limit for Fiscal Year 2024-25 at $324,459,809.
EXECUTIVE SUMMARY:
The Proposed FY 24-25 Operating Budget and Capital Improvement Program were developed to continue efforts to address the highest community and organizational priorities. Guided by City Council’s 2022-2025 strategic priorities, this Proposed Budget prioritizes and reallocates the City’s limited General Funds and other fund resources for some of our most challenging issues – including community safety, addressing homelessness, and cleaning up our neighborhoods, while continuing work with other community services and addressing deferred infrastructure.
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BACKGROUND:
The Fiscal Years 24/25 – 29/30 Proposed CIP Budget for the City of Salinas was delivered to City Council on May 7, 2024. The Fiscal Year 24-25 Proposed Operating Budget was distributed to City Council on May 14, 2024. Both of the proposed budgets were also posted on the City’s website through this link: Budget and Financial Reports - City of Salinas On June 4, 2024, the updated Fiscal Year 24-25 Proposed Operating Budget and Fiscal Years 24/25 – 29/30 Proposed CIP were posted on the City’s website.
On May 21, 2024, City Council conducted a public hearing to discuss the Proposed FY 24-25 Operating Budget and the Proposed FY 24/25 – 29/30 Capital Improvement Program. At the public hearing, City Council considered public testimony, discussed both documents, and directed staff to bring back the documents for final approval. In addition, the majority of Councilmembers commented that the budget document and process was well structured. There was substantive discussion and comment on staff’s recommendations, one of which included to freeze rather than eliminate certain vacant positions. However, no votes were taken to indicate a majority. The balanced FY 24-25 Proposed Budgets continue efforts to address the highest priority community and organizational needs, while appropriately positioning the City to weather forecasted future economic uncertainty.
CEQA CONSIDERATION:
Not a Project. The City of Salinas has determined the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378).
STRATEGIC PLAN INITIATIVE:
Development and adoption of the annual Operating and Capital Improvement Budgets achieves the Council 2022-2025 Strategic Goal of Effective Government.
DEPARTMENTAL COORDINATION:
This staff report has been coordinated with the City Manager’s Office and the City Attorney’s Office. However, as identified in the FY 24-25 Proposed Operating Budget, it was coordinated with all departments as well as the community via a process that began back in December upon the release of an online budget survey to the community and continued through the spring with community budget meetings and "pop-ups" where staff engaged the community in discussions about the budget and City services.
FISCAL AND SUSTAINABILITY IMPACT:
The FY 24-25 Proposed Operating Budget is $241,518,952 and the FY 24-25 Capital Budget is $18,234,000, resulting in a balanced budget for the next fiscal year.
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ATTACHMENTS:
1. Fiscal Year 2024-25 Proposed Operating Budget
2. Fiscal Year 2024-25 Proposed Capital Improvement Program
3. Resolution
4. Appropriations Limit
CITY OF SALINAS , CALIFORNIA
PROPOSED
OPERATING BUDGET
FISCAL YEAR 2024-2025
C ITY OF S ALINAS
P ROPOS E D O PERATING B UDGET
Fiscal Year 2024 - 202 5
KIMBLEY CRAIG
Mayor
CARLA VIVIANA GONZÁLEZ TONY BARRERA JESUS VALENZUELA
Councilmember Councilmember Councilmember
District 1 District 2 District 3
ORLANDO OSORNIO ANDREW SANDOVAL ANTHONY ROCHA
Councilmember Councilmember Councilmember
District 4 District 5 District 6
RENÉ MENDEZ 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
JOHN MURRAY LISA BRINTON
Acting Police Chief Community Development Director
SAMUEL KLEMEK SELINA ANDREWS
Fire Chief Acting Finance Director
(This page intentionally left blank)
CITY OF SALINAS
Organizational Chart
CITY
MANAGER
CITY COUNCIL
FINANCE
Accounting
Budget
Purchasing
Revenue &
Licensing
Information
Technology
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
Permit
Services
Housing &
Community
Development
Current
Planning
Homeless
Services
Code
Enforcement
Economic
Development
HUMAN
RESOURCES
CITY ATTORNEY
Administration
Division
City Clerk Community
Relations
Administration
Support
(This page intentionally left blank)
TABLE OF CONTENTS
LETTER OF TRANSMITTAL…………………………………………………………………….…………………i COMMUNITY PROFILE…………………………………………………………………………………………....1 BUDGET GUIDE…………………………………………………………………………………………….……....5
SUMMARIES & SCHEDULES
Fund Balances .................................................................................................................. 13 Fund Transfers.................................................................................................................. 16 Revenue............................................................................................................................ 20 Administrative Overhead Rates ........................................................................................ 33 City-Wide Workforce Summary......................................................................................... 34 THE SALINAS PLAN REFRESH…. ........................................................................................................... 35 MEASURE E FUND .................................................................................................................................... 39 MEASURE G FUND.................................................................................................................................... 43
GENERAL GOVERNMENT SERVICES
Administration
Department Organization Chart – By Division............................................................ 47 Department Organization Chart – By Position ........................................................... 48 Summary .................................................................................................................... 50 City Manager’s Office ............................................................................................ 52 City Clerk ............................................................................................................... 54 Workforce ................................................................................................................... 56 City Attorney
Department Organization Chart – By Division............................................................ 57 Department Organization Chart – By Position ........................................................... 58 Summary .................................................................................................................... 59 City Attorney’s Office .................................................................................................. 62 Workforce ................................................................................................................... 64 City Council
Department Organization Chart – By Position ........................................................... 65 Summary .................................................................................................................... 66 City Council ................................................................................................................ 68 Workforce ................................................................................................................... 70 Community Development
Department Organization Chart – By Division............................................................ 71 Department Organization Chart – By Position ........................................................... 72 Community Development Department Summary....................................................... 75 Administration............................................................................................................. 80 Economic Development.............................................................................................. 82 Advanced Planning and Project Implementation ....................................................... 86 Code Enforcement...................................................................................................... 90 Current Planning......................................................................................................... 94 Housing and Community Development...................................................................... 96 Downtown Streets Team .......................................................................................... 100 Homelessness Service Coordination ....................................................................... 102
TABLE OF CONTENTS
East Area Specific Plan (EASP)............................................................................... 104 General Plan............................................................................................................. 106 Workforce ................................................................................................................. 108 Finance
Department Organization Chart – By Division.......................................................... 111 Department Organization Chart – By Position ......................................................... 112 Summary .................................................................................................................. 114 Finance Administration............................................................................................. 116 Accounting................................................................................................................ 118 Purchasing................................................................................................................ 120 Information Technology ............................................................................................ 122 Revenue & Licensing................................................................................................ 124 Budget Engagement................................................................................................. 126 Budget ...................................................................................................................... 128 Workforce ................................................................................................................. 130 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 Reimbursable Recreation Activities................................................................ 188 Youth Sports................................................................................................... 190
TABLE OF CONTENTS
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 Community Partnerships and Engagement
Organization Chart – By Division ................................................................... 211 Youth Services & Community Engagement ................................................... 212 Workforce ....................................................................................................... 214 Library Services
Organization Chart – By Division ................................................................... 217 Summary ........................................................................................................ 219 Library Administration..................................................................................... 220 Technical Services ......................................................................................... 222 Steinbeck Library............................................................................................ 224 Cesar Chavez Library..................................................................................... 226 El Gabilan Library ........................................................................................... 228 Community Education .................................................................................... 230 Workforce ....................................................................................................... 232 Non-Departmental
Organization Chart – By Division ............................................................................. 235 Summary .................................................................................................................. 236 Community Programs............................................................................................... 238 Elections ................................................................................................................... 240 65 West Alisal........................................................................................................... 242 Debt Service ............................................................................................................. 244 Other Services.......................................................................................................... 246 Intermodal Transportation Center ............................................................................ 248 Police
Department Organization Chart – By Division.......................................................... 251 Department Organization Chart – By Position ......................................................... 252 Summary .................................................................................................................. 253 Police Administration ................................................................................................ 256 Personnel & Training ................................................................................................ 258 Special Operations ................................................................................................... 260 Support Services ...................................................................................................... 262 Technical Services ................................................................................................... 264 Evidence & Property................................................................................................. 266 Records .................................................................................................................... 268 Maintenance Services .............................................................................................. 270 Animal Control Services ........................................................................................... 272 Field Operations ....................................................................................................... 274 Traffic........................................................................................................................ 276 Investigations............................................................................................................ 278 Violence Suppression Task Force............................................................................ 280 Asset Seizure ........................................................................................................... 282 Workforce ................................................................................................................. 284
TABLE OF CONTENTS
Public Works Department
Department Organization Chart – By Division.......................................................... 287 Department Organization Chart – By Position ......................................................... 288 Summary .................................................................................................................. 289 Engineering and Transportation
Organization Chart – By Division ................................................................... 297 Engineering Administration ............................................................................ 298 Development Engineering .............................................................................. 300 Engineering Services...................................................................................... 302 Development, Traffic & Transportation........................................................... 304 Energy, Water & Solid Waste Division ........................................................... 308 Workforce ....................................................................................................... 310 Geographic Information Systems
Organization Chart – By Division ................................................................... 313 GIS Division.................................................................................................... 314 Workforce ....................................................................................................... 317 Environmental and Maintenance Services
Organization Chart – By Division ................................................................... 319 Maintenance Administration ........................................................................... 320 Graffiti Abatement........................................................................................... 322 Facilities Maintenance.................................................................................... 324 Street Maintenance ........................................................................................ 326 Street Lights ................................................................................................... 328 Traffic Signals................................................................................................. 330 Environmental Compliance ............................................................................ 332 Urban Forestry................................................................................................ 334 Workforce ....................................................................................................... 336
ASSESSMENT AND MAINTENANCE DISTRICTS
Organization Chart – By Division ............................................................................. 339 Summary .................................................................................................................. 341 Assessment District Debt Service ............................................................................ 344 Woodside Park ......................................................................................................... 346 Airport Business Park ............................................................................................... 348 North East................................................................................................................. 350 Harden Ranch .......................................................................................................... 352 Vista Nueva .............................................................................................................. 354 Mira Monte................................................................................................................ 356 Monte Bella............................................................................................................... 358 Workforce ................................................................................................................. 360
ENTERPRISE OPERATIONS
Organization Chart – By Division ............................................................................. 361 Summary .................................................................................................................. 363 Permit Services ........................................................................................................ 366 NPDES Storm Water................................................................................................ 370 Airport ....................................................................................................................... 374 Industrial Waste........................................................................................................ 376 Sanitary Sewer ......................................................................................................... 378 NPDES Storm Drain Sewer...................................................................................... 380 NPDES Street Sweeping.......................................................................................... 382 Hitchcock Road Water.............................................................................................. 384
TABLE OF CONTENTS
Downtown Parking.................................................................................................... 386 Preferential Parking .................................................................................................. 388 Parking Enforcement ................................................................................................ 390 Twin Creeks Golf Course ......................................................................................... 392 Fairways Golf Course ............................................................................................... 394 Workforce ................................................................................................................. 396
INTERNAL SERVICES
Organization Chart – By Division ............................................................................. 399 Summary .................................................................................................................. 400 Risk Management..................................................................................................... 402 General Insurances .................................................................................................. 404 Workers’ Compensation Insurance .......................................................................... 406 Liability Insurance..................................................................................................... 408 Vehicle/Equipment Maintenance.............................................................................. 410 Vehicle Replacement Fund Reserve........................................................................ 412 Workforce ................................................................................................................. 414
APPENDIX
Budget Resolution........................................................................................................... 415 Appropriations Limit ........................................................................................................ 417 Financial Policies ............................................................................................................ 419 Salary Schedule.............................................................................................................. 449 Chart of Accounts............................................................................................................ 459 (This page intentionally left blank)
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June 11, 2024
Honorable Mayor and City Council of the City of Salinas:
I am pleased to present to you a balanced Fiscal Year (FY) 24-25 Proposed Operating Budget that continues efforts to address the highest priority community and organizational needs, while appropriately positioning the City to weather forecasted future economic uncertainty.
The budget maintains levels of service for the community while (1) acknowledging inflationary impacts, (2) recognizing stagnant revenues, and (3) absorbing new unfunded state and federal mandates. The proposed budget considered City Council and Administration priorities, recent community outreach and surveys, other departmental and organizational priorities, and forecasts to future revenues and expenditures.
STRATEGIC PRIORITIES AND CORE GOALS
On November 15, 2022, City Council updated their Strategic Priorities for 2022-2025, providing guidance to City staff, Commissions, and Committees on workload prioritization.
Even with the budgetary challenges of the last several years, many of Council’s primary goals and priorities have been programed in the FY 24-25 Operating and Capital Budgets.
Continued emphasis remains for the City’s quality of life through maintaining parks, traffic calming/traffic safety for all users, thoughtfully planning street and sidewalk repairs, and prudent fiscal management, among other items.
BUDGET PROCESS AND COMMUNITY OUTREACH
The FY 24-25 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 and “pop-ups” where staff engaged the community in discussions about the budget and City services. Additionally, through regularly held public meetings, the community has provided public comment relating to the budget.
BUDGET DEVELOPMENT CONTEXT
The FY 24-25 General Fund Budget programs total revenues including transfers in of $176,642,850 million and expenditures including transfers out of $176,046,278 million. The difference between the total revenues and expenditures is the allocation to maintain the 12% Economic Contingency Reserve approved by City Council. The Budget does not include new programs; however, it does maintain existing service with modest staffing adjustments.
This budget also provides for limited, continued strategic investments toward important maintenance of the City’s streets and sidewalks, and unhoused management as Federal grant funding allows, and other necessary infrastructure improvements to protect our community’s health and safety.
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Certain prior year Council approved and unexpended appropriations are also included in the FY 24-25 Operating Budget. However, the dollar amounts are not part of the total Operating Budget. Appropriations and offsetting funding sources are programmed as carryovers and will be recognized in the City’s ACFR as expenditures only after they are expended. Below is a summary of the authorized carryover estimates.
Fund Carryover Amount
Prevention & Wellness Grant Measure G $ 300,000
Mobile Crisis Unit Measure G 500,000
Vehicle Replacement Vehicle Replacement Fund (GFs transfers) 3,938,869 As shown below, the proposed FY 24-25 Budget is $259,598,592 of which the General Fund, Measure E, and Measure G total $172,971,278 and the Other Funds amount to $68,393,314, which include special revenue funds, internal services, enterprise operations, assessment & maintenance districts, grants, agencies, and debt service. Lastly, the FY 24-25 Capital Improvement Program budget is programmed at $18,234,000. Note, however, that CIP work continues on projects at various stages of completion in both the American Rescue Plan Act (ARPA), as well as carryover projects from prior years. This ongoing CIP work not part of this FY budget action, continues in various departments and totals more than $112 million.
As with most municipalities, local services are provided directly by Salinas employees, as they work to serve residents, businesses, and visitors. As a service delivery enterprise, the cost of salaries and benefits are a significant portion of the budget. The delivery of City services is highly dependent on recruiting and retaining talent which comprises 77.4% of budgeted General Fund expenditures for FY 24-25.
Required payments to the state’s pension system, CalPERS, have consistently been one of the major cost drivers for most Cities over the past decade with persistent increases in pension costs, year over year. The City’s pension plans over the past several decades, like all other CalPERS participants, have experienced changes in actuarial assumptions, demographic changes, and volatile investment returns which have outweighed any positive plan experiences. The outcome of these unfavorable economic and demographic conditions Operating Budget:
General Funds $ 172,971,278
Other Funds 68,547,674
Total Operating Budget * 241,518,952
Capital Budget 18,234,000
Total City Budget $ 259,752,952
* Transfers out were not included as part of this total in prior years. iii
is the creation of unfunded pension liability and Other Post - Employment Benefits (OPEB) obligations for the City.
FY 24-25 BUDGET BALANCING STRATEGIES
For FY 24-25, the Proposed Operating Budget was balanced utilizing several budget balancing strategies. The first was direction to all Departments to develop a status quo budget. To that end, the Departments programmed existing resources by either maintaining current structures or realigning operations to remain effective. In some cases, this work coincided with some department restructuring efforts. Budget development also needed to consider overall increased costs, as vendor, supply, and other costs rose beyond FY 23-24 levels.
The second strategy was to build a 5% salary savings factor that represents approximately $4.8 million in anticipated savings. It is important to emphasize that per prior Council direction, staff continues to hire for all vacant positions. This strategy simply accounts for the expected salary savings upfront. However, if vacancy savings are not materialized, staff will come back to Council for adjustments.
The third strategy is reducing the allocations to other funds such as the Fleet Maintenance Reserve and funds that generally run on a deficit year-over year due to insufficient revenues coming in for those programs.
The FY 24-25 Proposed Budget endeavored to maintain essential public services while controlling operational costs in light of the Five-Year Financial Forecast, which predicts operating shortfalls in subsequent fiscal years. Providing current service levels to the community in future fiscal years will require a strong performance of the City’s economically sensitive revenues and/or revenue enhancements. One of which includes ensuring the continuance of Measure G revenues.
Mandated pension payments to CalPERS have consistently been one of the major cost drivers for the City over the past decade with persistent increases in pension costs, and often this is driven by volatile CalPERS market investment returns as well as changes in actuarial assumptions. Other costs drivers for the City include increasing healthcare and workers’ compensation program costs, as well as negotiated increases to the City’s workforce.
FIVE-YEAR FINANCIAL FORECAST
The Five-Year Forecast serves as the foundation of the budget planning process. The Forecast identifies the City’s fiscal capacity and provides the financial framework within which the proposed budget must be developed, including resource capacity, staffing, and service levels, consistent with City Council’s most recently adopted Strategic Priorities and the Salinas Plan recommendations.
The Salinas Plan was completed in 2018 and provided a comprehensive study of the financial and organizational issues experienced by the City of Salinas together with a 10-year forecast and recommendations to address a significant structural deficit. Staff reviewed and implemented several of the recommendations, particularly as they relate to the City’s largest iv
cost drivers, including but not limited to healthcare, workers’ compensation, and public safety. However, the City must continue to review and monitor the changing economic factors and make adjustments as necessary.
The Five-Year Forecast (FY 25/26 – 29/30) is predicated on the projected ending results for FY 23-24 and includes updates to the City’s revenues and expenditures. The Forecast’s revenue estimates for the first year is the most critical in the process as they ultimately define the expenditure limitations for the upcoming budget year. It is important to note that all years represent projections based on current trends and are subject to change as the economic environment changes.
The City is highly dependent on two economically sensitive revenues, Sales Tax and Property Tax, comprising 75% of General Fund forecasted revenues. The revenue assumptions are informed by the City’s sales tax and property tax consultant.
On the expenditure side, the Forecast budget positions at the actual rate of employees’ pay including benefits as of May 1, 2024. Then, by position, salary costs are updated in accordance with the applicable Memorandum of Understanding (MOU) between the City and its bargaining units and labor groups. Of note, AMPS, SMEA, SEIU will receive a 4% increase and FSA, IAFF, and SPOA employees will receive a 2% increase in FY 24-25. This follows some bargaining units having received a 4-6% increase in FY 23-24.
In addition to the financial terms of the MOUs, the Forecast assumes step increases for employees, where applicable. The Forecast also recognizes higher pension costs due to the continued annual payment for prior unfunded actuarial liability (UAL) amortization bases.
This information was determined in coordination with the City’s Actuarial Consultant and CalPERS.
As previously mentioned, the Forecast includes a multitude of primary revenue and expenditure adjustments related to recent trends. Actual results as presented in the Five-Year Forecast are reported in greater detail in the Forecast compared to the City’s Annual Comprehensive Financial Report (ACFR) which uses summary data. For example, Sales & Use Tax, Measures E and G are summarized and reported in the ACFR as one line item, Sales Taxes. Similar issues also occur for expenditure line items because they tend to be the primary drivers for forecasting future expense trends. Changes to reserve balances over the fiscal year are reported in the footnotes accompanying the financial statements in the ACFR.
FY 25-26
FORECAST
FY 26-27
FORECAST
FY 27-28
FORECAST
FY 28-29
FORECAST
FY 29-30
FORECAST
REVENUES:
Sales Tax $ 94,640,000 $ 98,425,600 $ 102,362,624 $ 106,457,129 $ 110,715,414 Property Taxes 41,504,320 43,372,014 45,323,755 47,363,324 49,494,674 Other Revenue 44,331,206 45,398,502 46,491,497 47,610,810 48,757,075 Total Revenues 180,475,526 187,196,116 194,177,876 201,431,263 208,967,162 EXPENDITURES:
Salaries 72,354,153 76,424,979 80,724,839 85,119,444 89,908,477 Benefits 52,736,981 57,797,392 62,985,022 69,735,557 75,147,380 Services &
Supplies
34,870,250 35,811,746 36,778,664 37,771,687 38,791,523
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Other Operating 3,280,000 3,362,000 3,446,050 3,532,201 3,620,506 Internal Service
Funds
10,198,750 10,402,725 10,610,780 10,822,995 11,039,455
Debt Service 9,285,896 8,750,314 7,828,372 7,828,372 7,828,372 Total Expenditures 182,726,030 192,549,156 202,373,726 214,810,257 226,335,713 [Revenues -
Expenditures] Over
/ (Under)
(2,250,505) (5,353,040) (8,195,849) (13,378,994) (17,368,551) Deficit % of
Expenditures
1.23% 2.78% 4.05% 6.23% 7.67%
The table below table illustrates the significant impact to revenues in the event Measure G sunsets.
FY 30-31
FORECAST
REVENUES:
Sales Tax $ 67,174,632
Property Taxes 51,474,461
Other Revenue 49,930,939
Total Revenues 168,580,032
UNDERSTANDING THE BUDGET DOCUMENT
The Operating Budget document includes City-wide information and information specific to each fund and Department. The City receives revenues from different sources, many of which have restrictions on how they can be used. Separate funds are established to account for the different types of revenues and allowable uses of those revenues. The budget is prepared in accordance with Generally Accepted Accounting Principles (GAAP). The budget for governmental funds has been prepared on a modified accrual basis. The modified accrual basis recognizes expenditures when the related fund liability is incurred. Revenues are recognized when they become both measurable and available. “Measurable” means the amount of the transaction can be determined and “available” means collectible within the current period or soon enough thereafter to be used to pay liabilities of the current period.
FY 24-25 FISCAL OUTLOOK – GENERAL FUNDS (GENERAL FUND, MEASURE
E, AND MEASURE G)
Overview
The workload and budgetary prioritization process considers the City’s current economic reality and long-term fiscal picture, as well as high priority service delivery needs. Key principles include:
• Develop and recommend a balanced budget that maintains service levels; • Continue to make progress on Strategic Priorities identified by the City Council; • Identify opportunities to enhance service delivery through new revenue sources, technology, and open government; and
• Prepare for addressing future deficits in the event new revenue sources do not materialize.
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General Fund
The General Fund pays for core services such as public safety, community development, parks and public works, library, and other services. The revenue used to pay for these services comes primarily from local taxes such as property tax, sales tax, transient occupancy tax (TOT), franchise fees, licenses and permits, City service fees, fines and forfeitures, and other sources.
Internal Service Funds
Internal Service Funds are used for areas where goods or services are provided to other City Departments. Internal Service Funds include funds and programs for liability insurance, workers’ compensation, fleet maintenance, and vehicle replacement. The total proposed Budget for Internal Service Funds for FY 24-25 is $17.2 million.
Special Revenue Funds
Special Revenue Funds are a fund type used to account for the proceeds of specific revenue sources that are legally restricted to certain expenditures. Special Revenue Funds account for 1.5% of the City-wide expenditure budget.
The Salinas Plan and Fiscal Sustainability
The Salinas Plan is a Ten-Year Plan designed to provide the City with a path toward maintaining a long-term balanced budget while preserving City services and addressing the affordable housing crisis. The plan provided thirty-two recommended initiatives. The thirty-two recommended initiatives are now in various stages of progress. An important refresh of the Salinas Plan was recently completed and is described in more detail in the corresponding section of this document.
The City’s underlying structural deficit 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 and benefit 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 condition of the national, state and local economy, and any recessionary factors, will have an effect on future budgets. The City has been implementing the Salinas Plan and is achieving results that are helping eliminate the longterm structural deficit, such as eliminating flex and management leave, and changes in employee health cost sharing for all bargaining units.
REVENUES
The City’s FY 24-25 includes modest increases to certain revenues. Revenue projections for each category were based on estimates from the Monterey County Assessor’s office, HdL, Coren & Cone (the City’s sales tax and property tax consultant), the State Controller’s Office, the State Board of Equalization, and careful examination of revenue trends, patterns, and industry research.
Assumptions for the major General Fund revenue sources are as follows:
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Sales & Use Tax Assumes 1.1% increase from the prior year adopted budget largely due to current year projected performance.
Property Tax & VLF Assumes 5.5% growth from last year’s FY 23-24 adopted budget due to current year projected performance and Monterey County Assessor estimates.
Utility Users Tax Assumes no change from the prior year adopted budget due to current year projected performance.
Franchise Fees Assumes 7.2% decrease to the prior year adopted budget largely due to current year projected performance.
Business License Tax Assumes 5.2% decrease from the prior year adopted budget due to current year projected performance.
Major Revenue Summary
Historically, approximately 90% percent of the City’s general fund (combined General, Measure E & Measure G Funds) revenue comes from the five revenue sources listed above.
The two highest revenue sources combined are 75% and include property tax and sales tax (inclusive of Measure E and Measure G revenues); while approximately 16% percent comes from utility users taxes, franchise fees, and business license tax.
FY 24-25 general funds revenue estimates total $174,181,150. The categories are identified below.
General Funds
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.
FY 24-25
Proposed
FY 23-24
Adopted
$
Difference
%
Difference
Sales & Use Tax $91,000,000 $90,000,000 $1,000,000 1.1% Property Tax & VLF 39,908,000 37,840,500 2,067,500 5.5% Utility Users Tax 12,000,000 12,000,000 0 0.0%
Franchise Fees 9,590,000 10,335,000 (745,000) -7.2%
Business License Tax 5,500,000 5,800,000 (300,000) -5.2% Other Revenues 16,183,150 16,886,250 (703,100) -4.2%
Total $174,181,150 $172,861,750 $1,319,400 0.8%
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The City’s annual property tax is estimated to increase by $1.3 million or 5.9% from the prior year.
General Fund Sales Tax, Measure E & Measure G
The City’s share of the total California 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. Additionally, on November 4, 2014, voters approved a 1.0% 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 provided their analysis of trends in each sector and national and economic drivers. Revenue projections are expected to increase 1.1% from the FY 23-24 projected revenue. FY 24-25 General Fund sales tax revenue is estimated to be $39,400,000 while Measure E revenue is estimated at $17,200,000, and Measure G at $34,400,000.
EXPENDITURES
The combined FY 24-25 General Funds Operating Budget totals $172,971,278, which is a
0.7% increase from FY 23-24. The proposed FY 24-25 General, Measure E and G Funds operating budget, by Department is as follows (excludes transfers out):
-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%
4.8%
-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 2023-24 (In Millions) City of Salinas Assessed Valuation
Source: Monterey County Tax Assessors - Tax Rate Books. ix
General Funds FY 23-24 Adopted and FY 24-25 Proposed Budget comparisons are illustrated in the below table.
Personnel costs are 77.4% of the budget and continue to increase in all Departments with the main cost drivers including salaries, pension benefits, health care costs, and workers compensation. Rising costs of services and supplies are seen amongst most of the divisions and account for a large portion of increases.
Admin & City Council,
3,199,360 , 2% City Attorney,
997,640 ,1%
Community
Development
7,265,923 , 5%
Finance,
8,133,129 , 6%
Fire,
28,874,334 , 19%
Human Resources,
2,037,310 , 1%
Non Departmental,
11,070,409 , 7%
Police,
60,489,450 , 40%
Public Works,
13,796,066 , 9%
Library and Comm. Svcs.,
14,587,257 , 10%
Department
FY 24-25
Proposed Budget
FY 23-24
Adopted Budget % Change % Change
Admin & City Council $ 3,199,360 $ 2,901,373 2.1% 297,987 $ 10.3% City Attorney 997,640 0.7% 77,063 920,577 8.4%
Community Development 7,265,923 8,286,354 4.8% (1,020,431) -12.3% Finance 8,133,129 7,576,806 5.4% 556,323 7.3%
Fire 28,874,334 28,843,608 19.2% 30,726 0.1%
Human Resources 2,037,310 1,927,090 1.4% 110,220 5.7%
Non Departmental 11,070,409 8,303,260 7.4% 2,767,149 33.3% Police 60,489,450 60,085,120 40.2% 404,330 0.7%
Public Works 13,796,066 13,712,737 9.2% 83,329 0.6%
Library and Comm. Svcs. 14,587,257 14,463,221 9.7% 124,036 0.9% Total Exp. Budget $ 150,450,878 $ 147,020,146 100.0% 3,430,732 $ 2.3% x
Measure E
Measure E expenditure budget totals $13,261,180. Compared to the prior year adopted budget, the total expenditure budget decreased by $440,878 as shown in the following table.
Transfers Out total another $2,169,700.
Measure E
FY 24-25 Operating Budget
The number of positions funded by the Measure E proposed budget for FY 24-25 are summarized as follows:
Additional details are included in the Measure E section of this Operating Budget document.
Measure G
Measure G expenditure budget totals $24,009,230. Compared to the prior year adopted budget, the total expenditure budget decreased by $108,552 as shown in the following table.
Transfers Out, including to CIP, total $10,256,200. The CIP budget totals $3,075,000 and includes such projects as the Permanent Homeless Shelter, Chinatown Navigation Center Spring Shelter, Fire Station Alerting System Update, Playground Improvements at Parks, Tree Planting, and a No Parking/Street Sweeping Signage Program. The details of the proposed capital projects are included in the FY 24-25 Capital Improvement Program Budget.
Department
FY 24-25
Proposed Budget
FY 23-24
Adopted Budget % Change % Change
Finance $ 59,000 $ 0.4% 66,000 $ 0.0% (7,000)
Non Departmental 427,000 - 0.0% (427,000) -100.0%
Police 4,352,030 4,409,331 32.8% (57,301) -1.3%
Library and Comm. Svcs. 8,850,150 8,799,727 66.7% 50,423 0.6% Total Exp. Budget $ 13,261,180 $ 13,702,058 100.0% (440,878) $ -3.2% Police 19.0
Parks & Recreation 15.0
Youth Serv. & Com. Engagement 2.0
Library 40.5
Total Positions 76.5
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Measure G
FY 24-25 Operating Budget
The number of positions funded by the Measure G proposed budget for FY 24-25 are summarized as follows:
Additional details are included in the Measure G section of this Operating Budget document.
Pension Programs
Most California cities participate in the California Public Employees’ Retirement System (CalPERS) retirement program. The cost of providing retirement benefits to employees remains a challenge to cities. Retirement costs represent 21.9% 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 Department
FY 24-25
Proposed Budget
FY 23-24
Adopted Budget % Change % Change
Administration $ 332,750 $ 1.4% 14,613 318,137 $ 4.6%
Community Development 1,676,700 2,427,600 7.0% (750,900) -30.9% Finance 599,380 2.5% (41,268) 640,648 -6.4%
Fire 1,801,810 1,907,341 7.5% (105,531) -5.5%
Human Resources 307,030 1.3% 122,010 185,020 65.9%
Police 6,675,470 6,319,012 27.8% 356,458 5.6%
Public Works 7,200,383 6,936,280 30.0% 264,103 3.8%
Library and Comm. Svcs. 5,415,707 5,383,744 22.6% 31,963 0.6% Total Exp. Budget $ 24,009,230 $ 24,117,782 100.0% (108,552) $ -0.5% Police - Sworn 12.0
Police - Non-Sworn Support 17.0
Fire - Sworn 6.8
Fire - Non-Sworn Support 1.0
Community Development 10.0
Public Works 36.3
Recreation 15.5
Information Technology 2.0
Finance 2.0
Human Resources 2.0
Administration 2.0
Total Positions 106.5
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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% in 2018.
Non-Personnel Operating Expenditures
Non-Personnel expenditure budgets were developed based on actual expenditures in prior years, adjusted for FY 24-25 funding needs. In light of limited available resources, the FY 24-25 proposed budgeted non-personnel expenditures are conservative, with additions primarily limited to non-discretionary, contractually obligated, internal service charges to ensure cost recovery, or mandated increases. Additional details regarding the assumptions used in the development of the expenditure estimates can be found in the Forecast Assumptions.
GENERAL FUND RESERVES
In FY 21-22, City Council approved an Economic Contingency Reserve for the General Funds with a minimum target level of twelve percent (12%) of a single year’s budgeted operating expenditures and non-capital transfers of the respective funds. The Government Finance Officers Association (GFOA) recommends, at a minimum, regardless of agency size, maintain unrestricted budgetary fund balance in the General Fund of no less than two months equal to operating expenditures. Based on this recommendation, the City should strive to increase its Economic Contingency Reserves to seventeen percent (17%). Financial resources available in other funds should also be considered in assessing the adequacy of unrestricted fund balance in the General Funds.
STATE BUDGET IMPACTS
Preliminary data for the State of California FY 24-25 Proposed Budget anticipates a $28.4 billion deficit. The Governor’s Proposed Budget intends to address the budget problem without using funds from the State’s reserves, and instead relying on reductions and delays in spending.
The City is monitoring the development of the State Budget and is watchful of potential attempts to utilize funds that ordinarily flow to local governments (namely Vehicle License Fee and Educational Revenue Augmentation Funds).
The estimated Gas Tax revenue totals approximately $4.6 million for FY 24-25 due to the Road Recovery and Repair Act of 2017 (SB1). These funds can only be used for new construction and reconstruction of City streets.
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CONCLUSION
While the City is expecting modest increases in property tax and sales tax proceeds, franchise fees and business license taxes are projected to come in lower than FY 22-23 actual collections. The City is also experiencing inflationary pressures and increased employee wage, health and pension costs. The Proposed Budget and Five-Year Forecast reflect these challenges. For this reason, the FY 24-25 Budget is a status quo budget that necessitated eliminating some vacant positions and increasing the vacancy factor to 5%. The City’s primary revenue sources will need to continue to strengthen to ensure the City’s service levels are maintained in future years, Council Strategic Priorities are addressed, and essential infrastructure investments are made.
Considering future anticipated deficits, opportunities for workload redeployments and organizational restructuring will continue to be explored, evaluated, and implemented. Even with these efforts, if revenues do not keep pace with expenses, the current projected deficits may need to be addressed through service delivery reductions or service outsourcing as onetime funding to resolve future gaps is becoming more constrained. If this occurs, City Council will need significant input from the community to identify acceptable organizational changes and service levels.
For now, due to proactive and conservative fiscal policies in the past, the City is able to weather current economic conditions. With this budget, the City continues to fund the Economic Contingency Reserve at 12% of the General Funds ongoing operating expenditures. These contingencies provide ample resources in the event a recession or other event that may affect the City.
I wish to thank all City Departments, including the Department Directors and their management, analytical, and support staff, who worked diligently on the preparation of this budget document. In addition, I would like to recognize the ongoing efforts of all Finance Department staff, and specifically throughout the budget development process, the following Finance staff:
Selina Andrews, Acting Finance Director
Abe Pedroza, Senior Finance Management Analyst
Yesenia Nunez, Finance Management Analyst
Nick Luciano, Administrative Analyst
I would also like to thank the City Council for its leadership in working together on this budget, and their development of our 2022 – 2025 strategic plan goals, as well as our residents, in prioritizing what matters most to our Salinas community.
Sincerely,
Jim Pia
Jim Pia, Assistant City Manager, on behalf of
René Mendez, City Manager
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COMMUNITY PROFILE
HISTORY
The name Salinas means “salt marsh” in Spanish. The City got this name because at that time there was a large slough that ran through the area. In the mid-1800s, Salinas' agricultural industry began to grow. In 1867, several local businessmen laid-out a town plan and enticed the Southern Pacific Railroad to build its tracks through Salinas City.
Agriculture continued as the area's major industry and today, the Salinas Valley is known as "The Salad Bowl of the World".
The City of Salinas was incorporated as a charter city on March 4, 1874 providing all typical City services:
Public Safety (police and fire), Public Works (engineering & transportation, and environmental & maintenance services), Community Development (permit services and planning), Library and Community Services (parks & community services, and library), and General Administrative Services. Business-type City services include: a Municipal Airport, Industrial Waste System, Golf (two municipal golf courses), Sanitary Sewer and Storm Drain Systems, Water Utility, Permit Services, and Preferential, Downtown, and Enforcement Parking Districts. The State Department of Finance reports the City’s population at 162,037 as of January 1, 2024. The City employs about approximately 650 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 alongside 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 47,000 housing units of which 23,500 are detached single family residences, 2,700 are attached single family residences, 3,900 two to four unit multifamily complexes, 15,000 apartment units, and 1,450 mobile homes. The residential vacancy rate is approximately 4.0% 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
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Union Pacific’s main line has daily Amtrak service which runs through Salinas; with a stop at the Intermodal Transportation Center.
SCHOOLS
Salinas is served by three elementary school districts, a unified high school district and several private schools at both the primary and secondary level. Hartnell College, a State Community College, offers twoyear degrees and occupational certificate programs. California State University, Monterey Bay is located less than 15 miles away on the former Fort Ord site but has strong local presence with their branch located on North Main Street. Graduate studies through Golden Gate University, Monterey Institute of International Studies and Chapman College are available nearby. Also in the area are Moss Landing Marine Laboratory, Monterey College of Law, Stanford University’s Hopkins Marine Station and San Jose State University.
COMMUNITY SERVICES
Salinas has extensive health and medical services with two of Monterey County's four hospitals located within the City. Natividad Medical Center is 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, banking institutions, and 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. Additionally, Salinas' location allows quick access to the Monterey Peninsula, as well as the San Jose area.
The City utilizes various Boards and Commissions in the conduct of its affairs. Commissions established by City Ordinance are:
• Airport Commission
• Recreation-Parks Commission
• Library Commission
• Traffic and Transportation Commission
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• 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
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BUDGET GUIDE
The budget represents the City’s work plan in support of City Council goals and policies. It is the City’s fundamental policy document, annual financial plan and operations guide expressed in dollars and staff resources. In addition, it informs the public about the City’s financial strategies and provides the documentation needed for other financial matters, such as audits, loans and grants.
A sustainable budget allocates limited available resources to the provision of programs, services or projects in support of community needs and expectations, without compromising the long-term financial health of the City. It balances city resources with community priorities and requirements. A budget serves the following purposes:
• Public communication device
• Establishes annual goals and objectives to meet community priorities • Policy document
• Resource allocation tool
• Spending plan
• Accountability document
• Management tool
• Grants authority to city staff
The annual operating budget is a financial plan for a specific period of time. Salinas prepares a one-year operating budget and a six-year capital improvement budget plan. The operating budget is adopted by Council and implemented by staff. For the City of Salinas, the City’s fiscal year starts on July 1st and ends 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) 24-25. 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, Interfund Transfers, Revenues by Fund that includes actual revenues for FY 21-22 and FY 22-23 and estimates for FY 23-24 and FY 24-25, and Administrative 5 BUDGET GUIDE
Overhead Rates. Also contained here is the summary of the total full-time workforce budgeted for the next year with historical changes in staffing over time.
Salinas Plan
This section provides information regarding the implementation and status of the Salinas Plan, a Ten-Year Plan designed to provide the City with a path toward maintaining a long-term balanced budget while preserving City services and addressing the affordable housing crisis.
Measure E Funds
This section provides historical information about the circumstances surrounding the conception and implementation of the Transaction and Use tax approved by Salinas’ voters in November 2005. This section also includes summaries of the Measure E funds budgeted for Operating and Capital Projects for FY 24- 25 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 in November 2014. This section also includes summaries of the Measure G funds budgeted for Operating and Capital Projects for FY 24- 25 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 the year, and a financial summary showing funding sources, actual expenditures from FY 21-22 and FY 22-23 and projected expenditures for FY 23-24 and FY 24-25.
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 https://www.cityofsalinas.org.
Appendix
Included in this section are the Budget Resolution, Appropriations Limit, Salary Schedule, Chart of Accounts, and an overview of the 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.
STRUCTURE OF THE CITY’S FINANCES
One way to view city finances is from the perspective of personal financial planning. It is good financial advice to take time each year to do some financial planning regardless of your personal circumstances. A portion of existing resources is used to pay for necessities (utilities, mortgage). Some of your projected income is used for maintenance needs on assets (car repair, plumbing problems). Yet another part of your income is set-aside for future use or anticipated costs (investment for retirement, buying a new car, insurance premiums, roof replacement, etc.).
A city is required to essentially complete the same type of financial planning. Salinas keeps track of its activities in self-balancing sets of accounts called “funds” which are the basic accounting and reporting components in governmental accounting. Funds are designed to demonstrate legal compliance and to aid financial management by segregating transactions related to certain government functions or activities.
Some funds are established to track activities required by law (e.g. gas tax fund), some fulfill revenue requirements (CDBG), and still others demonstrate prudent administrative practices (such as self-insurance funds for General, workers’ compensation and liability). 6 BUDGET GUIDE
Budget years run in fiscal year cycles beginning July 1 and ending June 30. The City budget is approved and balanced by fund. The vast majority of these fund balance dollars are held for future expenses for several reasons. Special taxes, such as the gas tax, are restricted to specific services and must be carried forward for that purpose (in this case, street improvements). Other balances may result from legal requirements, such as payment of long-term debts for bonds.
The City maintains budgetary controls that ensure compliance with the budget approved by the City Council.
All activities of the City are included in the annual appropriated budget. The legal level of budgetary control (that is, the level at which actual expenditures may not legally exceed the appropriated amount) is at the fund level, as authorized in the Annual Appropriations Resolution.
BASIS OF ACCOUNTING
Fund Accounting
The accounts of the City are organized on the basis of funds and account groups, each of which is considered a separate accounting entity. The operations of each fund are accounted for with a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. Government resources are allocated to and accounted for in individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.
The budget is adopted consistent with generally accepted accounting principles. Revenues are recognized on the accrual basis (i.e., when they are earned). Expenditures are recorded when the related fund liability is incurred.
Base Budget: Each department is initially provided an annual appropriation sufficient to fund current service levels and any other costs the department is responsible for managing. This year’s base budget involved beginning with an amount equal to the prior year’s adopted budget.
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 12% of the General Funds Operating Budget.
Contingency Reserve Policy
The City Policy endeavors to maintain a contingency reserve for operations to help mitigate the effects of such unanticipated situations as (1) economic downturns, (2) loss of revenues to or imposition of additional costs by other governmental agencies, (3) variances in financial forecasting, and (4) natural disasters. The contingency reserve is funded at a level established by Council each June. All uses of the contingency reserve are approved by the City Council.
Long Term Capital Debt
The City of Salinas uses long-term debt financing only for one-time capital improvement projects and unusual equipment purchases. Long-term capital debt complies with applicable federal and State 7 BUDGET GUIDE
regulations and is repaid over the legal life of the related asset or twenty years, whichever is less. Financing is generally conducted on a competitive basis and the City seeks to maintain its current bond rating.
Investments and Cash Management
The City follows the practice of pooling and investing cash of all funds under its control to maximize the return in a safe and prudent manner while at the same time ensuring that the portfolio is sufficiently liquid to meet day-to-day cash needs. There is diversity in the types and maturity dates of investments, which are made in accordance with the California Government Code. The remaining final maturity on investments is limited to five years. Currently, the average life of our portfolio is generally about one year. An Investment Report is submitted to the City Council quarterly, which shows investment activity and the performance of the investment portfolio. The investment policy is reviewed and re-adopted annually by the City Council, as required by State law.
BUDGET PROCESS
The Salinas’ City Council adopts the City of Salinas’ annual operating budget no later than June 30 of each fiscal year. Beginning July 1st, the budget process allows the City of Salinas to make resource allocation decisions, including choices about staffing, technology, and equipment, as well as determining which program priorities will be addressed in the coming fiscal year. Although the City Council deliberates the proposed budget in June, the budget process occurs throughout the year. Staff begins in earnest each January based on projections of city revenues, costs associated with contractual obligations, assessment of city needs, and review of the City’s overall financial position.
Financial information containing actual revenue receipts and expenditures trends is presented to the Finance Committee at least once every year. 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 is employed as a management control device during the fiscal year for the General Funds, Special Revenue Funds, Debt Service Funds, Capital Projects Funds, Enterprise Funds and Internal Service Funds.
Budgets are legally adopted for all Governmental and Proprietary Fund Types. Fiduciary Funds and Agency Funds have no adopted budgets because the City is only required to make payments to the extent funds are available. Agency Fund budgets that are approved by their respective governing boards are recorded in the City’s accounting system.
The City Manager may transfer budget appropriations between departments and Department Directors may transfer appropriations between programs and accounts within their individual departments and divisions, but only the Council may appropriate funds from reserves or fund balances.
Budget policy excludes the use of taxes, accounts receivable, interest receivable assets and long-term advances that are not currently available resources for budget purposes. Condemnation deposits are also excluded because they are returned upon right of way acquisition.
Expenditures may not legally exceed budgeted appropriations at the department level. Budgeted amounts shown are as originally adopted and as amended by the City Council during the year and reviews and amends the budget at mid-year and at year-end.
Appropriations lapse at fiscal year end to the extent they have not been expended. New budget appropriations are approved for the coming year. Project-length financial plans are adopted for all capital projects funds and appropriations are carried forward until project completion. Grant funds are carried forward until the grant expires.
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Encumbrances represent commitments related to unperformed contracts for goods or services.
Encumbrance accounting, under which purchase orders, contracts, and other commitments for the expenditure of monies are recorded in order to reserve that portion of the applicable appropriation, is employed as an extension of formal budgetary integration in the governmental funds. Encumbrances outstanding at year-end are recorded as reservations of fund balance and do not constitute expenditures or liabilities because the commitments will be honored during the subsequent year.
From January through March, departments review their functional responsibilities and services and their current year budget objectives in light of any modifications in Council priorities or other direction to staff.
These are considered in conjunction with projections of revenues and expenditures as the departments prepare their preliminary budget requests. Departments develop budgets, which reflect departmental goals and City Council priorities within budgetary constraints.
The City Manager reviews department budget requests in March-April. From these reviews, the budget parameters may be modified, and changes made to the preliminary budget for presentation to Council.
During the month of April, the Finance Department compiles all department requests and the City’s financial data to produce a preliminary document.
The presentation of the City Manager’s Proposed Budget in late May is intended to provide the City Council and the public time to review the budget. Included in the City Manager’s presentation are an update of the City’s financial position and long-range plan, review of the national, state and local economies, and discussion of financial policies and department activities.
After the Council reviews the proposed budget and receives public comment, they may revise the proposed budget. Then, on or before June 30, the City Council votes to adopt the budget, including any amendments to the proposed budget that may occur, by an affirmative vote of the majority of the seven-member City Council. At any meeting after the adoption of the budget, the City Council may amend or supplement the budget by a majority vote of the Council.
Upon final adoption by city ordinance, the budget becomes the legal authorization for the various departments to expend revenues, subject to any controls established by the City Manager, City Council and internal audit requirements. The City Council has adopted several financial and budgetary policies, which address debt, reserves, and spending authorizations.
CITIZEN PARTICIPATION
Salinas’ residents are encouraged to participate in the budget planning process through a variety of avenues, such as participating in Council-appointed boards and commissions or by attending budget sessions during the month of May or public hearings at City Council meetings. Citizens may also view and comment on the budget document through the City’s Web page located at www.cityofsalinas.org.
Public hearings on the budget occur in late May and June. Citizens have the opportunity to speak about budget issues at these hearings and at virtually any City Council meeting during the year. Council meetings are generally held on Tuesday afternoon beginning at 4:00 p.m. in the Council Rotunda at City Hall, located at 200 Lincoln Ave. Salinas. All council meetings are broadcast live online and televised on the local cable access channel and subsequently aired many times.
GLOSSARY OF BUDGET TERMINOLOGY
A city budget contains specialized and technical terminology that is unique to public finance and budgeting.
Therefore, a glossary is provided to help the reader understand terms and vocabulary that are used in this document. Useful terms relevant to the budget process and/or city government are included.
APPROPRIATION: An authorization made by the City Council, which permits the City to incur obligations and to make expenditures of resources.
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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 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 $10,000 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.
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 21-22 and 22-23 actual, the 23-24 budget and the proposed 24-25 budget are funded. The expenditure section details both employee services and other resources. The employee services category includes regular full-time, 10 BUDGET GUIDE
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 Water Sewer, NPDES Street Sweeping, NPDES Storm Drain, Hitchcock Road Water Utility, Permit Services, Downtown Parking, Preferential Parking, and Parking Enforcement.
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.
EXPENDITURES BY CATEGORY: A basis for distinguishing types of expenditures. The major expenditure categories used by the City of Salinas are salaries & benefits, supplies & materials, outside services, other charges, debt service, capital outlays, and financial assistance.
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 exception 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.
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. 11 BUDGET GUIDE
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 $10,000 regardless of normal useful life or have a unit value of more than $10,000 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 with 4 years of revenue estimates.
REGULAR FULL-TIME: Describes the job status of a city employee as one who works a full weekly schedule (40 hours for Police sworn and non-public safety employees (adjusted for furlough concessions), 56 hours for Firefighters public safety employees) on a non-temporary basis. 12 SUMMARIES & SCHEDULES
Fund Balances
Estimated Reserve Estimated
Balance Revenues Transfers In Transfers Out Appropriations Allocation Balance Fund 06/30/2024 FY 24-25 FY 24-25 FY 24-25 FY 24-25 FY 24-25 06/30/2025 General Funds
1000 General Fund (2,963,792) 121,781,150 2,461,700 (13,169,500) (113,180,468) (417,476) (5,488,386) 1100 Measure E Fund 8,870,939 17,500,000 - (2,169,700) (13,261,180) (46,066) 10,893,993 1200 Measure G Fund (1,565,258) 34,900,000 - (10,256,200) (24,009,230) (133,011) (1,063,699) Total - General Funds 4,341,889 174,181,150 2,461,700 (25,595,400) (150,450,878) (596,553) 4,341,908 Assessment & Maintenance District Funds
2101 Maintenance District Administration (8,192) - - - - - (8,192) 2102 Woodside Park Maintenance District 218,478 53,500 - - (46,430) - 225,548 2103 Downtown Mall Maintenance District (42,996) - - - - - (42,996) 2104 Airport Business Park Maintenance District 9,184 14,900 - - (17,872) - 6,212 2105 NE Salinas Landscape District 1,281,087 901,400 - (10,000) (803,070) - 1,369,417 2106 Harden Ranch Landscape District 151,945 158,060 - - (135,600) - 174,405 2107 Vista Nueva Maintenance District 156,977 41,700 - (75,000) (38,150) - 85,527 2108 Mira Monte Maintenance District 310,449 128,100 - - (159,150) - 279,399 2109 Monte Bella Maintenance District 2,633,248 849,400 - (611,000) (474,600) - 2,397,048 4201 Assessment District Admin. (2,178) - - - - - (2,178) 4202 Assessment District Debt Svc (198,437) 54,400 - - (51,900) - (195,937) 4203 Assessment District Reserve 1,904,731 34,100 - - - - 1,938,831 4204 2019 Special Tax Bond - Monte Bella 1 302,063 187,400 - - (167,600) - 321,863 4205 2019 Special Tax Bond - Monte Bella 2 276,997 154,600 - - (139,100) - 292,497 4206 2019 Special Tax Bond - Monte Bella 3 324,489 180,000 - - (167,500) - 336,989 Total - Assessment & Maintenance District Funds 7,317,845 2,757,560 - (696,000) (2,200,972) - 7,178,433 Special Revenue Funds
2201 Local Public Safety Fund - Prop 172 1,142,625 600,000 - - (600,000) - 1,142,625 2202 Local Public Safety Fund - AB 3229 809,999 515,600 - - (500,000) - 825,599 2501 Emergency Medical Service Fund (49,960) 137,000 1,600,000 - (1,758,700) - (71,660) 2502 Asset Forfeiture Fund 205,740 32,000 - - (30,000) - 207,740 2503 Traffic Safety Fund 29,219 325,000 - (200,000) (125,000) - 29,219 2504 Vehicle Abatement Fund 326,554 160,000 - - (246,400) - 240,154 2505 Recreation Parks Fund 114,721 35,000 - - (22,900) - 126,821 2506 PEG Cable Franchise Fund 511,678 150,000 - - (145,000) - 516,678 2507 Municipal Art Fund 125,309 900 100,000 - (100,000) - 126,209 2508 Contributions & Donations Fund 499,109 - - - - - 499,109 2509 KDF Los Padres Devmt Social Svcs Fund 268,138 - - - - - 268,138 13 SUMMARIES & SCHEDULES
Fund Balances
Estimated Reserve Estimated
Balance Revenues Transfers In Transfers Out Appropriations Allocation Balance Fund 06/30/2024 FY 24-25 FY 24-25 FY 24-25 FY 24-25 FY 24-25 06/30/2025 2510 Meas. X - Trans. Safety & Invmt Plan Fund 6,331,098 5,694,500 - (5,609,100) - - 6,416,498 2511 SB 1 Road Maint. & Rehab. Fund 1,878,128 4,264,800 - (3,600,000) - - 2,542,928 2512 SB 1 Traffic Congestion Relief Fund 586,353 10,600 - - - - 596,953 2513 General Plan Fund 1,253,314 250,000 - (166,700) (1,076,718) - 259,896 2514 National Opioid Settlement 178,006 - - - - - 178,006 2530 Residential Rental Registry 118,000 80,000 - - (80,000) - 118,000 2601 SRA Public Improvement Fund 1,679,722 30,400 - - - - 1,710,122 2602 HSA - Affordable Housing Fund 89,537 61,000 - - (1,000) - 149,537 2603 Local Housing Trust Fund 2,000,000 - - - - - 2,000,000 Development Fees
2301 Sewer & Storm 222,797 335,500 - (270,000) - - 288,297 2302 Parks & Playground 635,807 125,300 - - - - 761,107 2303 Library 438,757 79,500 - - - - 518,257
2304 Street Trees 40,650 5,400 - (30,000) - - 16,050
2305 Annexations (269) - - - - - (269)
2306 Arterial 7,016,698 1,044,600 - (400,000) - - 7,661,298 2307 Fire 282,075 53,600 - - - - 335,675
2308 Police 1,558,991 147,500 - - - - 1,706,491
Total - Development Fee Funds 10,195,506 1,791,400 - (700,000) - - 11,286,906 Gas Tax Funds
2401 Gas Tax - 2107 664,111 1,711,100 - (1,635,000) - - 740,211 2402 Gas Tax - 2106 328,815 433,000 - (395,000) - - 366,815 2403 Gas Tax - 2105 729,269 1,003,000 - (1,655,000) - - 77,269 2404 Gas Tax - Motor Vehicle Fuel Tax 940,137 1,435,000 - (1,455,000) - - 920,137 Total - Gas Tax Funds 2,662,332 4,582,100 - (5,140,000) - - 2,104,432 2900 Housing & Urban Development Funds - 3,409,380 - - (3,409,380) - - 3000 Grant Funds - 643,510 - - (643,510) - -
Debt Service Funds
4104 2014 COP Consolidation 700 - 228,100 - (228,100) - 700 4106 2018 Lease - Police Safety Building 15,477 8,700 5,543,900 - (5,543,900) - 24,177 4107 2018B COP TRIP 2,008,250 376,300 2,339,100 - (2,339,100) - 2,384,550 4110 2018 Lease - El Gablian Library 2,574 1,600 1,175,100 - (1,175,100) - 4,174 4111 2020A - Refund Bonds Series 694 - 1,592,600 - (1,592,300) - 994 4112 2020B - Refund Bonds Series 23,924 - 665,300 - (665,300) - 23,924 Total - Debt Service Funds 2,051,619 386,600 11,544,100 - (11,543,800) - 2,438,519 14 SUMMARIES & SCHEDULES
Fund Balances
Estimated Reserve Estimated
Balance Revenues Transfers In Transfers Out Appropriations Allocation Balance Fund 06/30/2024 FY 24-25 FY 24-25 FY 24-25 FY 24-25 FY 24-25 06/30/2025 Special Aviation Funds
5101 State 31,137 147,600 - (147,600) - - 31,137
5102 Federal 290,482 2,966,900 - (2,952,000) - - 305,382 Total - Special Aviation Funds 321,619 3,114,500 - (3,099,600) - - 336,519 5201 Special Construction Fund - Federal & State - 100,000 - (100,000) - - - 5800 Capital Projects Fund 2,000,000 - 18,234,000 - (18,234,000) - 2,000,000 Enterprise Funds
6100 Municipal Airport 1,314,592 2,177,800 - (402,100) (1,917,120) - 1,173,172 6200 Industrial Waste 2,314,565 3,174,900 - (141,400) (3,026,240) - 2,321,825 6301 Fairways Golf Course (614,274) 100,000 745,500 - (231,100) - 126 6302 Twin Creeks Golf Course 665,203 60,000 - (285,500) (439,300) - 403 6400 Sewer (1,250,277) 3,821,000 - (141,900) (4,382,110) - (1,953,287) 6500 Stormwater (NPDES) 529,796 68,900 1,670,000 - (3,432,849) - (1,164,153) 6600 Crazy Horse Landfill 721 - - - - - 721
6700 Water Utility 14,403 8,000 - - (15,000) - 7,403
6801 Downtown Parking District (2,046,919) 515,000 946,100 (34,600) (1,657,030) - (2,277,449) 6802 Preferential Parking 57,660 25,000 - - (22,800) - 59,860 6803 Parking Enforcement 361,606 850,000 - - (1,080,770) - 130,836 6900 Permit Services 765,406 5,503,500 - (393,000) (5,520,580) - 355,326 6950 Affordable Housing 80,000 83,000 - - - - 163,000
Total - Enterprise Funds 2,192,482 16,387,100 3,361,600 (1,398,500) (21,724,899) - (1,182,217) Internal Service Funds
7101 Internal Services Administration 151,257 - - - (43,000) - 108,257 7102 Insurances 506,675 150,000 1,450,000 - (2,066,000) - 40,675 7103 Worker's Comp. Self-Insurance 575,114 5,813,000 - (650,000) (5,674,040) - 64,074 7104 General Liability Self-Insurance (1,880,340) 270,600 6,650,000 - (4,969,430) - 70,830 7120 Fleet Maintenance 769,477 - 2,000,000 - (2,766,850) - 2,627 7121 Vehicle Replacement Reserve 5,376,185 - 500,000 - (1,653,075) - 4,223,110 Total - Internal Service Funds 5,498,368 6,233,600 10,600,000 (650,000) (17,172,395) - 4,509,573 Trusts & Agency Funds
8914 Successor Agency - SRA 2,222,327 1,080,800 - (946,100) (10,000) - 2,347,027 8915 Successor Agency - Administration 24,596 10,000 - - (10,000) - 24,596 Total - Trust & Agency Funds 2,246,923 1,090,800 - (946,100) (20,000) - 2,371,623 Total - All Funds 227,024,500 47,901,400 (47,901,400) (230,085,552) (596,553) 15 SUMMARIES & SCHEDULES
Fund Transfers
Transfers Transfers Net
Fund In Out Transfers
1000 General Fund
90.2401 Gas Tax - 2107 1,500,000
90.2402 Gas Tax - 2106 300,000
90.2403 Gas Tax - 2105 295,000
90.2503 Traffic Safety 200,000
90.2513 General Plan 166,700
95.2501 Emergency Medical Service Fund 1,600,000
95.2507 Municipal Art 100,000
95.4104 2014 COP Consolidation 228,100
95.4111 Refunding Bonds Series 2020A-1 Energy 1,225,100
95.4112 Refunding 2020A-2 SVSWA 665,300
95.6302 Fairways Golf Course 460,000
95.6500 Storm Sewer (NPDES) 1,500,000
95.7102 Int Svcs - Insurances 1,077,000
95.7104 Int Svcs - General Liability 4,457,000
95.7120 Int Svcs - Fleet Maint 1,486,000
95.7121 Int Svcs - Vehicle Replacement 371,000
Total - General Fund 2,461,700 13,169,500 (10,707,800)
1100 Measure E Fund
95.4110 2018 Lease-El Gabilan Library 1,175,100
95.4111 Refunding Bonds Series 2020A-1 Energy 67,600
95.7102 Int Svcs - Insurances 135,000
95.7104 Int Svcs - General Liability 559,000
95.7120 Int Svcs - Fleet Maint 186,000
95.7121 Int Svcs - Vehicle Replacement 47,000
Total - Measure E Fund - 2,169,700 (2,169,700)
1200 Measure G Fund
95.4106 2018 Lease - Public Safety Bldg 5,543,900
95.4111 Refunding Bonds Series 2020A-1 Energy 5,300
95.7102 Int Svcs - Insurances 238,000
95.7104 Int Svcs - General Liability 984,000
95.7120 Int Svcs - Fleet Maint 328,000
95.7121 Int Svcs - Vehicle Replacement 82,000
95.5800 Capital Projects 3,075,000
Total - Measure G Fund - 10,256,200 (10,256,200)
2100 Maintenance District Fund
2105 95.5800 Capital Projects 10,000
2107 95.5800 Capital Projects 75,000
2109 95.5800 Capital Projects 611,000
Total - Maintenance District Fund - 696,000 (696,000)
2300 Development Fees Fund
2301 95.5800 Capital Projects 270,000
2302 95.5800 Capital Projects 30,000
2304 95.5800 Capital Projects 400,000
Total - Development Fees Fund - 700,000 (700,000)
2400 Gas Tax Fund
2401 95.1000 General Fund 1,500,000
2401 95.6500 Storm Sewer (NPDES) 110,000
2402 95.1000 General Fund 300,000
2403 95.1000 General Fund 295,000
2403 95.6500 Storm Sewer (NPDES) 60,000
2401 95.5800 Capital Projects 25,000
2402 95.5800 Capital Projects 95,000
2403 95.5800 Capital Projects 1,300,000
2404 95.5800 Capital Projects 1,455,000
Total - Gas Tax Fund - 5,140,000 (5,140,000)
16 SUMMARIES & SCHEDULES
Fund Transfers
Transfers Transfers Net
Fund In Out Transfers
2501 Emergency Medical Services Fund
90.1000 General Fund 1,600,000
Total - Emergency Medical Services Fund 1,600,000 - 1,600,000 2503 Traffic Safety Fund
95.1000 General Fund 200,000
Total - Traffic Safety Fund - 200,000 (200,000)
2507 Municipal Art Fund
90.1000 General Fund 100,000
Total - Municipal Art Fund 100,000 - 100,000
2510 Measure X
95.4107 Measure X Bonds 2,339,100
95.5800 Capital Projects 3,270,000
Total - Measure X Fund - 5,609,100 (5,609,100)
2511 SB1 Road Maint & Rehab Fund
95.5800 Capital Projects 3,600,000
Total - SB1 Road Maint & Rehab Fund - 3,600,000 (3,600,000) 2513 General Plan Fund
95.1000 General Fund 166,700
Total - General Plan Fund - 166,700 (166,700)
4100 Debt Service Fund
4104 90.1000 General Fund 228,100
4106 90.1200 Measure G 5,543,900
4107 90.2510 Measure X - TAMC 2,339,100
4110 90.1100 Measure E 1,175,100
4111 90.1000 General Fund 1,225,100
4111 90.1100 Measure E 67,600
4111 90.1200 Measure G 5,300
4111 90.6100 Airport Fund 81,700
4111 90.6200 Industrial Waste 76,400
4111 90.6400 Sewer Fund 101,900
4111 90.6801 Downtown Parking 34,600
4112 90.1000 General Fund 665,300
Total - Debt Service Fund 11,544,100 - 11,544,100
5101 Special Aviation Fund - State
95.5800 Capital Projects 147,600
Total - Special Aviation Fund - State - 147,600 (147,600) 5102 Special Aviation Fund - Federal
95.5800 Capital Projects 2,952,000
Total - Special Aviation Fund - Federal - 2,952,000 (2,952,000) 5201 Special Construction Fund - Federal & State
95.5800 Capital Projects 100,000
Total - Special Construction Fund - Federal & State - 100,000 (100,000) 6100 Airport Fund
95.4111 Refunding Bonds Series 2020A-1 Energy 81,700
95.5800 Capital Projects 320,400
Total - Airport Fund - 402,100 (402,100)
6200 Industrial Waste Fund
95.4111 Refunding Bonds Series 2020A-1 Energy 76,400
95.5800 Capital Projects 65,000
Total - Industrial Waste Fund - 141,400 (141,400)
17 SUMMARIES & SCHEDULES
Fund Transfers
Transfers Transfers Net
Fund In Out Transfers
6301 Fairways Golf Course Fund
90.1000 General Fund 460,000
90.6302 Twin Creeks Golf Course 285,500
Total - Fairways Golf Course Fund 745,500 - 745,500
6302 Twin Creek Golf Course Fund
95.6301 Fairways Golf Course 285,500
Total - Twin Creeks Golf Course Fund - 285,500 (285,500) 6400 Sanitary Sewer Fund
95.4111 Refunding Bonds Series 2020A-1 Energy 101,900
95.5800 Capital Projects 40,000
Total - Sanitary Sewer Fund - 141,900 (141,900)
6500 Storm Sewer (NPDES) Fund
90.1000 General Fund 1,500,000
90.2401 Gas Tax - 2107 110,000
90.2403 Gas Tax - 2105 60,000
Total - Storm Sewer (NPDES) Fund 1,670,000 - 1,670,000
6801 Downtown Parking District Fund
90.8914 RORF-Redev Obligation Retirement 946,100
95.4111 Refunding Bonds Series 2020A-1 Energy 34,600
Total - Downtown Parking District Fund 946,100 34,600 911,500 6900 Permit Services Fund
95.5800 Capital Projects 393,000
Total - Permit Services Fund - 393,000 (393,000)
7100 Internal Services Fund
7102 90.1000 General Fund 1,077,000
7102 90.1100 Measure E 135,000
7102 90.1200 Measure G 238,000
7103 95.7104 Liability Self Ins 650,000
7104 90.1000 General Fund 4,457,000
7104 90.1100 Measure E 559,000
7104 90.1200 Measure G 984,000
7104 90.7103 Worker's Comp Self Ins 650,000
7120 90.1000 General Fund 1,486,000
7120 90.1100 Measure E 186,000
7120 90.1200 Measure G 328,000
7121 90.1000 General Fund 371,000
7121 90.1100 Measure E 47,000
7121 90.1200 Measure G 82,000
Total - Internal Services Fund 10,600,000 650,000 9,950,000 8914 RORF-Redev Obligation Retirement Fund
95.6801 Downtown Parking District 946,100
Total - RORF-Redev Obligation Retirement Fund - 946,100 (946,100) 5800 Capital Projects Fund
90.1200 Measure G 3,075,000
90.2105 NE Salinas Landscape Maint District 10,000
90.2107 Vista Nueva Maint District 75,000
90.2109 Monte Bella Maint District 611,000
90.2301 Dev Fees - Sewer and Storm 270,000
90.2304 Dev Fees - Trees 30,000
90.2306 Dev Fees - Arterial 400,000
90.2401 Gas Tax - 2107 25,000
90.2402 Gas Tax - 2106 95,000
90.2403 Gas Tax - 2105 1,300,000
18 SUMMARIES & SCHEDULES
Fund Transfers
Transfers Transfers Net
Fund In Out Transfers
90.2404 Gas Tax - 7360 1,455,000
90.2510 Measure X 3,270,000
90.2511 SB1 Road Maint & Rehab 3,600,000
90.5101 State Aid - Airport 147,600
90.5102 Federal Aid - Airport 2,952,000
90.5201 Special Const Asst - Fed & State 100,000
90.6100 Airport 320,400
90.6200 Industrial Waste 65,000
90.6400 Sewer Fund 40,000
90.6900 Permit Services 393,000
Total - Capital Projects Fund 18,234,000 - 18,234,000
Total - All Funds 47,901,400 47,901,400 -
19 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 1000 - General Fund
1000.00.0000-50.1010 Taxes Property Taxes-Secured CY 16,551,610 17,617,395 18,300,000 19,100,000 1000.00.0000-50.1020 Taxes Property Taxes-Unsecured CY 888,602 958,108 1,100,000 1,200,000 1000.00.0000-50.1030 Taxes Property Taxes-Supp Assessment 468,306 521,231 575,000 600,000 1000.00.0000-50.1040 Taxes Property Taxes - Interest 10,978 41,472 50,000 50,000 1000.00.0000-50.1050 Taxes Property Taxes-Secured PY 193,930 138,243 175,000 225,000 1000.00.0000-50.1060 Taxes Property Taxes-Unsecured PY 13,545 3,597 13,000 13,000 1000.00.0000-50.1070 Taxes Property Taxes-HOPTR 68,138 65,857 70,000 70,000 1000.00.0000-50.1080 Taxes Property Taxes-Transfer 410,742 413,471 382,500 450,000 1000.00.0000-50.1120 Taxes Property Taxes-Veh Lic In-Lieu 14,832,911 15,722,080 16,300,000 17,100,000 1000.00.0000-50.1129 Taxes ROPS Pass Through Payments 244,085 272,189 250,000 275,000 1000.00.0000-50.1130 Taxes Property Taxes-Residual Prop Tax 636,788 841,730 625,000 825,000 1000.00.0000-50.2010 Taxes Sales Tax 37,771,827 40,025,324 38,700,000 39,400,000 1000.00.0000-50.2060 Taxes Utility Users 12,024,188 13,547,117 12,000,000 12,000,000 1000.00.0000-50.2070 Taxes Transient Occupancy 3,364,667 3,406,734 3,900,000 3,300,000 1000.00.0000-50.2080 Taxes Business License 5,408,903 5,619,486 5,800,000 5,500,000 1000.00.0000-50.2081 Taxes Cannabis Business License 1,958,840 1,358,463 1,750,000 1,300,000 1000.00.0000-51.2160 Franchise Fees AT&T 70,836 58,880 70,000 50,000 1000.00.0000-51.2170 Franchise Fees Cable TV 821,471 779,024 800,000 700,000 1000.00.0000-51.2180 Franchise Fees Electric 665,802 851,004 700,000 750,000 1000.00.0000-51.2190 Franchise Fees Garbage 8,663,264 6,603,803 7,600,000 6,800,000 1000.00.0000-51.2191 Franchise Fees AB 939 Support Fee - 207,142 200,000 215,000 1000.00.0000-51.2192 Franchise Fees Vehicle Road Impact Fee - 504,673 500,000 540,000 1000.00.0000-51.2193 Franchise Fees Solid Waste Management Fee-CSA - 105,499 100,000 110,000 1000.00.0000-51.2200 Franchise Fees Gas 339,913 413,583 325,000 400,000 1000.00.0000-51.2220 Franchise Fees Towing 37,047 17,723 40,000 25,000 1000.00.0000-53.8010 Fines and Forfeits General Code Fines 94,025 90,583 100,000 150,000 1000.00.0000-54.8010 Use of money and property Investment Earnings 126,554 1,813,551 2,400,000 2,450,000 1000.00.0000-54.8050 Use of money and property Rental Income 160,290 165,553 135,000 135,000 1000.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 6,807 4,500 - - 1000.00.0000-55.8202 Intergovernmental Motor Vehicle In-Lieu 185,079 165,620 165,000 165,000 1000.00.0000-55.8212 Intergovernmental State Mandated Costs 81,189 86,424 85,000 100,000 1000.00.0000-56.6010 Charges for Services Concessions 2,138 3,475 2,500 5,000 1000.00.0000-56.8020 Charges for Services Administrative Service Revenue 2,478,458 2,531,248 2,400,000 2,450,000 1000.00.0000-56.8060 Charges for Services Copying Fees 81 1 - - 1000.00.0000-56.8090 Charges for Services Parade Permit Fees - 226 - - 1000.00.0000-56.8120 Charges for Services Special Events Fee 7,472 12,429 10,000 10,000 1000.00.0000-57.8015 Other Revenue PD Unclaimed Property - 21 - - 1000.00.0000-57.8020 Other Revenue Surplus Property 69,369 85,392 65,000 65,000 1000.00.0000-57.8031 Other Revenue Land Sale 1 - - -
1000.00.0000-57.8050 Other Revenue Miscellaneous Receipts 73,833 142,514 100,000 150,000 1000.00.0000-57.8100 Other Revenue Insurance Reimb 71,656 69,137 75,000 75,000 1000.00.0000-57.8140 Other Revenue Subpoena-Civil 1,860 2,055 3,000 3,000 1000.00.0000-57.8605 Other Revenue PERS Retirement Cost Share 606,874 594,016 625,000 600,000 1000.12.1111-57.8070 Other Revenue Grants & Contributions 8,469 - - - 1000.12.1120-56.1020 Charges for Services Candidate Filing Fees - 4,642 1,000 500 1000.12.1120-56.8030 Charges for Services Sale of Printed Material 14 68 500 500 1000.12.1120-57.8260 Other Revenue Mobilehome Registration Fees 11,424 11,460 - - 1000.12.1355-56.8037 Charges for Services Monitoring Fees 2,925 - - - 1000.14.1400-56.1140 Charges for Services Legal Services - (510) 1,000 1,000 1000.14.1400-56.8035 Charges for Services Cannabis Monitoring Fee 7,315 5,276 5,000 5,000 1000.14.1400-57.1410 Other Revenue Legal Code Enforcement Recovery (3,148) 34,624 - 10,000 1000.20.2030-52.5030 Licenses & Permits Garage Sale Permits 5,422 5,774 5,000 5,000 1000.20.2030-56.8040 Charges for Services Cost of Issuance/Monitoring Fees 24,848 - 25,000 - 1000.20.2031-56.2020 Charges for Services Returned Check Charges 370 100 500 500 1000.20.2034-56.2010 Charges for Services Bus License Applic Review Fees 5,230 5,049 5,000 5,000 1000.20.2034-56.2030 Charges for Services Credit Card Convenience Fee 13,532 13,364 12,500 13,500 1000.30.3352-52.3020 Licenses & Permits Building Permits - 1,311 - - 1000.30.3352-52.3050 Licenses & Permits Encroachment Permits 1,314 - - - 1000.30.3353-53.3010 Fines and Forfeits Code Enforcement Violations 330,874 108,630 140,000 125,000 1000.30.3353-56.3450 Charges for Services Special Code Inspection 10,487 19,324 25,000 25,000 1000.30.3353-57.8110 Other Revenue Weed Abatement Fees 11,555 - 8,000 5,000 1000.30.3461-55.5242 Intergovernmental Rebates/Refunds & Reimb 20,000 - - - 1000.30.3462-52.1206 Licenses & Permits Cannabis Permit-Amendment Major 4,399 2,699 3,500 3,500 1000.30.3462-52.1207 Licenses & Permits Cannabis Permit-Amendment Minor 1,734 4,422 5,500 5,500 1000.30.3462-52.1209 Licenses & Permits Cannabis Permit-Renewal 14,613 10,540 11,000 11,000 20 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 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 28,493 21,027 28,000 28,000 1000.30.3462-56.3020 Charges for Services Minor Subdivision Review Fees 20,962 10,866 13,500 13,500 1000.30.3462-56.3040 Charges for Services General Plan Amendment Fees 7,195 14,751 - 15,000 1000.30.3462-56.3060 Charges for Services Rezoning/Prezoning Fees - 12,650 - - 1000.30.3462-56.3070 Charges for Services Planning Decision Appeal 803 - 1,000 1,000 1000.30.3462-56.3080 Charges for Services Conditional Use Permit Fee 140,851 96,133 93,000 150,000 1000.30.3462-56.3090 Charges for Services Prelim Project Review Fee 1,811 3,713 1,900 1,900 1000.30.3462-56.3100 Charges for Services Planned Unit Development Fee 2,717 3,481 4,300 4,300 1000.30.3462-56.3130 Charges for Services Environment Assessment Fee 1,698 1,741 2,000 2,000 1000.30.3462-56.3160 Charges for Services Temporary Use of Land Review 9,014 9,042 6,400 6,400 1000.30.3462-56.3170 Charges for Services Sign Review & Permits 2,332 3,816 4,450 4,450 1000.30.3462-56.3190 Charges for Services Variance Fees 3,581 3,670 - - 1000.30.3462-56.3210 Charges for Services Site Plan Review 28,305 13,777 11,000 25,000 1000.30.3462-56.3220 Charges for Services Planning Inspection Fee 52,820 65,260 52,000 75,000 1000.30.3462-56.3240 Charges for Services Building Permit Review 136,200 132,005 124,000 150,000 1000.30.3462-56.3250 Charges for Services Time Extension of Permits 1,006 1,620 1,000 1,000 1000.30.3462-56.3260 Charges for Services Precise & Specific Plan Review 283 - - - 1000.30.3462-56.3270 Charges for Services Home Occupation Permits 41,232 34,751 33,000 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 8,164 4,870 4,300 4,300 1000.30.3462-56.8010 Charges for Services Financial Assessment 77,556 58,130 50,000 50,000 1000.30.3462-56.8035 Charges for Services Cannabis Monitoring Fee 22,300 16,085 180,000 25,000 1000.30.3462-56.8100 Charges for Services Map Sales - - 100 100 1000.40.4110-55.4222 Intergovernmental Post Training Reimbursement 32,652 23,762 25,000 20,000 1000.40.4110-56.8035 Charges for Services Cannabis Monitoring Fee 75,275 62,701 75,000 55,000 1000.40.4116-52.4030 Licenses & Permits Pawn Broker/False Alarm Permits 107,334 97,680 90,000 75,000 1000.40.4116-56.4010 Charges for Services Bingo License Application Fee 59 121 - 500 1000.40.4116-56.4050 Charges for Services Vehicle Fix-it-ticket Sign Off - - - 2,000 1000.40.4116-56.4140 Charges for Services Abandon Vehicle Abatement Fee 7,265 15,354 10,000 12,000 1000.40.4116-56.4150 Charges for Services Firearm Dealers 1,433 439 1,000 2,000 1000.40.4116-56.4170 Charges for Services Vehicle Release Fees (Towing) 55,745 61,309 55,000 60,000 1000.40.4116-56.4180 Charges for Services Vehicle Impound Fee (Towing) 29,922 43,940 35,000 40,000 1000.40.4130-55.4212 Intergovernmental State Office of Emergency Svs - - - 30,000 1000.40.4130-56.4030 Charges for Services Police Report Fees 33,789 33,269 35,000 25,000 1000.40.4130-56.4040 Charges for Services Police False Alarm Fees 160,710 295,623 150,000 150,000 1000.40.4130-56.4070 Charges for Services Card Room Fees 17,398 - 17,000 - 1000.40.4130-56.4080 Charges for Services Police Photo Charges 183 906 500 500 1000.40.4130-56.4100 Charges for Services Noise Regulation Fees 1,430 5,019 2,500 4,000 1000.40.4134-56.4120 Charges for Services Police Record Review Charges 2,690 4,561 2,500 4,000 1000.40.4170-52.4010 Licenses & Permits Animal Licenses 113,247 130,778 - - 1000.40.4170-55.4063 Intergovernmental City of Marina(Animal Shelter) 9,300 - - - 1000.45.4510-55.5074 Intergovernmental Other Agencies - 8,531 - - 1000.40.4170-56.4090 Charges for Services Animal Shelter Fees 23,106 9,497 - - 1000.40.4170-56.4190 Charges for Services Animal Shelter Citation Fees 18,150 1,488 - - 1000.40.4170-57.8050 Other Revenue Miscellaneous Receipts 460 - - - 1000.40.4170-57.8090 Other Revenue Spayed/Neutered Fees 6,592 665 - - 1000.40.4220-56.4020 Charges for Services Special Police Service Fees 56,256 69,404 60,000 60,000 1000.45.4510-55.4202 Intergovernmental State Fire Reimbursement 616,196 4,961 650,000 400,000 1000.45.4510-55.4212 Intergovernmental State Office of Emergency Svs 88,998 177,329 - 150,000 1000.45.4510-55.5073 Intergovernmental Monterey County 9,199 - - - 1000.45.4510-56.4410 Charges for Services Rural Fire Service 300,000 350,000 400,000 450,000 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 21,427 20,283 - 20,000 1000.45.4510-57.8050 Other Revenue Miscellaneous Receipts 1,368 - - - 1000.45.4520-56.4520 Charges for Services Special Event - Fire 5,803 (5,760) - - 1000.45.4520-56.4580 Charges for Services ALS Cost Recovery Fee 704 - - - 1000.45.4530-56.4430 Charges for Services Fire Code Mandated Insp Fee 303,932 240,502 250,000 250,000 1000.45.4530-56.4440 Charges for Services State Mandated Inspection Fees 33,316 3,496 50,000 35,000 1000.45.4530-56.4450 Charges for Services Fire Plan Check Fee-Fire Dept 5,715 18,713 5,000 10,000 1000.45.4530-56.4460 Charges for Services Special Fire Permits 43,770 44,896 35,000 35,000 1000.45.4530-56.4470 Charges for Services Structural Fire Report Fees 5,319 6,031 4,300 4,500 1000.45.4530-56.4480 Charges for Services Fireworks Fees 6,905 7,508 9,000 9,000 1000.45.4530-56.4490 Charges for Services Fireworks Surcharge 72,938 76,595 60,000 75,000 1000.45.4530-56.4510 Charges for Services Fire False Alarm Fees 191,423 132,732 75,000 100,000 1000.45.4530-56.4515 Charges for Services Fire Emergency Stand By Time 4,160 3,625 - 10,000 21 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 1000.45.4530-56.4530 Charges for Services Admin Fire Citations 96,712 93,663 50,000 60,000 1000.45.4530-56.4550 Charges for Services Outside Fire Plan Review 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 162,074 366,025 200,000 250,000 1000.45.4570-56.4500 Charges for Services Fire Hazard Inspection Fees - - 100 - 1000.50.5110-56.8020 Charges for Services Administrative Service Revenue 69 - - - 1000.50.5110-57.8050 Other Revenue Miscellaneous Receipts 1,640 1,600 - - 1000.50.5115-52.3050 Licenses & Permits Encroachment Permits 800,542 713,968 700,000 600,000 1000.50.5115-52.8010 Licenses & Permits Other Licenses & Permits - 2,006 - 80,000 1000.50.5115-53.3012 Fines and Forfeits NPDES Citations - 1,000 - - 1000.50.5115-53.8010 Fines and Forfeits General Code Fines 1,250 250 200 - 1000.50.5115-56.3240 Charges for Services Building Permit Review 462 1,210 200 500 1000.50.5115-56.5010 Charges for Services Subdivision Map Check Fees 2,192 4,187 2,000 4,000 1000.50.5115-56.5030 Charges for Services Subdivision Imp Inspection Fee 1,083 1,850 500 500 1000.50.5115-56.5080 Charges for Services Review and Inspection Fees 120,353 65,040 50,000 75,000 1000.50.5122-52.5050 Licenses & Permits Transportation Permits 7,985 5,786 10,000 10,000 1000.50.5122-56.5060 Charges for Services Special Traffic Marking Reques 13,495 11,759 3,500 10,000 1000.50.5234-55.5282 Intergovernmental State Highway Maintenance 10,167 10,327 - 10,000 1000.50.5234-56.5065 Charges for Services USA Service Fee 1,600 - - - 1000.50.5234-57.8050 Other Revenue Miscellaneous Receipts 633 - - - 1000.50.5235-56.5065 Charges for Services USA Service Fee 102,616 76,924 80,000 80,000 1000.50.5235-57.8050 Other Revenue Miscellaneous Receipts 4,252 697 - - 1000.50.5236-56.5065 Charges for Services USA Service Fee 387 1,286 3,500 1,000 1000.50.5236-57.8050 Other Revenue Miscellaneous Receipts 6,637 31,243 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 512 164 - - 1000.55.5238-55.5043 Intergovernmental Alisal Steinbeck Park Maint. 6,000 2,000 - 6,000 1000.55.6232-56.6090 Charges for Services Neighborhood Center Rental Fee 2,742 4,159 4,000 4,000 1000.55.6237-56.6060 Charges for Services Reimbursable Fee Activities 2,535 38,434 50,000 40,000 1000.55.6239-56.6030 Charges for Services Reserved Picnic Area Use Fee 756 574 100 100 1000.55.6239-56.6040 Charges for Services Ball Field Use Fee 1,511 - 2,300 - 1000.55.6239-56.6050 Charges for Services Youth Sports League Fees 46,825 74,958 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 7,306 135,991 75,000 115,000 1000.55.6243-56.6071 Charges for Services Community Center Service Fees 90 - - - 1000.60.6005-56.6300 Charges for Services Other Library Fees 2 - 5,500 - 1000.60.6005-56.6310 Charges for Services Library Copying Fees 4,469 6,123 10,000 5,000 1000.60.6005-56.6320 Charges for Services Overdue Library Fines 13,870 14,797 18,000 10,000 1000.60.6005-56.6330 Charges for Services Lost/Damaged Material Fees 430 (318) 8,000 - 1000.60.6005-56.6350 Charges for Services Library Facility Use Fees 562 1,464 - 2,000 1000.80.8010-56.8110 Charges for Services Rental Income 112,361 108,261 100,000 100,000 1000.80.8010-57.8050 Other Revenue Miscellaneous Receipts 1,355 - - - 1000 - General Fund Total 114,471,884 120,322,116 120,886,750 121,781,150 1100 - Measure E
1100.00.0000-50.2030 Taxes Transactions and Use Tax-MV 16,961,232 17,017,150 17,100,000 17,200,000 1100.00.0000-54.8010 Use of money and property Investment Earnings 14,370 252,738 250,000 300,000 1100.00.0000-57.8080 Other Revenue Miscellaneous Deposits 120 2,255 - - 1100 - Measure E Total 16,975,722 17,272,143 17,350,000 17,500,000 1200 - Measure G
1200.00.0000-50.2040 Taxes Transactions and Use Tax-MG 34,008,667 34,157,569 34,200,000 34,400,000 1200.00.0000-54.8010 Use of money and property Investment Earnings 34,876 419,872 425,000 500,000 1200.00.0000-58.8010 Other Financing Sources Loans/Lease Proceeds 56,664 - - - 1200 - Measure G Total 34,100,207 34,577,441 34,625,000 34,900,000 2102 - Woodside Park Maint District
2102.50.5560-54.8010 Use of money and property Investment Earnings 249 3,316 3,400 3,500 2102.50.5560-57.5010 Other Revenue Woodside Park Maint Assessment 52,049 55,017 50,000 50,000 2102 - Woodside Park Maint District Total 52,298 58,333 53,400 53,500 2104 - Airport Bus Park Maint District
2104.50.5562-54.8010 Use of money and property Investment Earnings 34 415 500 400 22 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 2104.50.5562-57.5030 Other Revenue Airport Bus Park Maint Assess 14,432 14,432 14,500 14,500 2104 - Airport Bus Park Maint District Total 14,466 14,846 15,000 14,900 2105 - N E Salinas Landscape Dist
2105.50.5563-54.8010 Use of money and property Investment Earnings 1,711 20,356 20,000 21,400 2105.50.5563-57.5040 Other Revenue N/E Landscape Maint Assessment 860,701 883,313 821,550 880,000 2105 - N E Salinas Landscape Dist Total 862,411 903,670 841,550 901,400 2106 - Harden Ranch Landscape Dist
2106.50.5564-54.8010 Use of money and property Investment Earnings 172 2,805 2,800 2,900 2106.50.5564-57.5050 Other Revenue Harden Ranch Maint Assessment 157,980 156,414 155,160 155,160 2106 - Harden Ranch Landscape Dist Total 158,151 159,219 157,960 158,060 2107 - Vista Nueva Maint District
2107.50.5565-54.8010 Use of money and property Investment Earnings 635 6,427 6,700 6,700 2107.50.5565-57.5060 Other Revenue Vista Nueva 45,141 33,648 35,000 35,000 2107 - Vista Nueva Maint District Total 45,776 40,074 41,700 41,700 2108 - Mira Monte Maint District
2108.50.5566-54.8010 Use of money and property Investment Earnings 702 6,768 7,000 7,100 2108.50.5566-57.5070 Other Revenue Mira Monte 121,852 121,594 121,000 121,000 2108 - Mira Monte Maint District Total 122,554 128,362 128,000 128,100 2109 - Monte Bella Maint District
2109.50.5567-54.8010 Use of money and property Investment Earnings 11,952 123,256 128,000 129,400 2109.50.5567-57.5080 Other Revenue Monte Bella 714,534 722,703 719,000 720,000 2109 - Monte Bella Maint District Total 726,486 845,958 847,000 849,400 2201 - Sales Tax-Proposition 172
2201.40.4220-50.2050 Taxes City of Salinas-SB 172 524,631 668,741 600,000 600,000 2201 - Sales Tax-Proposition 172 Total 524,631 668,741 600,000 600,000 2202 - Supplemental Law Enf - AB3229
2202.40.4220-54.8010 Use of money and property Investment Earnings 217 14,837 13,000 15,600 2202.40.4220-55.4252 Intergovernmental Supp Law Enforcement (AB 3229) 561,187 379,557 500,000 500,000 2202 - Supplemental Law Enf - AB3229 Total 561,404 394,394 513,000 515,600 2301 - Development Fees-Sewer & Storm
2301.00.0000-54.8010 Use of money and property Investment Earnings 6,366 33,764 37,000 35,500 2301.00.0000-56.5120 Charges for Services Sanitary Sewer Impact Fee 49,893 154,304 50,000 150,000 2301.00.0000-56.5130 Charges for Services Storm Sewer Impact Fee 165,627 121,747 100,000 150,000 2301 - Development Fees-Sewer & Storm Total 221,886 309,816 187,000 335,500 2302 - Development Fees-Parks & Playgr
2302.00.0000-54.8010 Use of money and property Investment Earnings 2,253 24,100 24,000 25,300 2302.00.0000-56.5140 Charges for Services Neighborhood Park Impact Fee 22,421 314,244 150,000 100,000 2302.00.0000-56.5160 Charges for Services Facilities Impact Fees 4,834 117,259 30,000 - 2302 - Development Fees-Parks & Playgr Total 29,507 455,603 204,000 125,300 2303 - Development Fees-Library
2303.00.0000-54.8010 Use of money and property Investment Earnings 298 4,278 4,000 4,500 2303.00.0000-56.5160 Charges for Services Facilities Impact Fees 9,161 193,504 65,000 75,000 2303.00.0000-56.5180 Charges for Services Library Impact Fee 19,520 - - - 2303 - Development Fees-Library Total 28,979 197,782 69,000 79,500 2304 - Development Fees-Street Trees
2304.00.0000-54.8010 Use of money and property Investment Earnings 34 415 500 400 2304.00.0000-56.5110 Charges for Services Street Tree Fee 10,427 7,326 10,000 5,000 2304 - Development Fees-Street Trees Total 10,461 7,741 10,500 5,400 2306 - Development Fees-Arterial
2306.00.0000-54.8010 Use of money and property Investment Earnings 20,911 232,930 240,000 244,600 2306.00.0000-56.5150 Charges for Services Street/Traffic Impact Fees 1,594,602 1,210,727 700,000 800,000 2306 - Development Fees-Arterial Total 1,615,513 1,443,656 940,000 1,044,600 2307 - Development Fees-Fire
23 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 2307.00.0000-54.8010 Use of money and property Investment Earnings 205 3,398 3,400 3,600 2307.00.0000-56.5160 Charges for Services Facilities Impact Fees 80,434 75,159 30,000 50,000 2307 - Development Fees-Fire Total 80,639 78,557 33,400 53,600 2308 - Dev Fees Fund-Police
2308.00.0000-54.8010 Use of money and property Investment Earnings 1,914 21,441 22,000 22,500 2308.00.0000-56.5160 Charges for Services Facilities Impact Fees 121,223 304,301 120,000 125,000 2308 - Dev Fees Fund-Police Total 123,138 325,741 142,000 147,500 2401 - Gas Tax - 2107
2401.00.0000-54.8010 Use of money and property Investment Earnings 4,847 76,331 72,000 80,100 2401.00.0000-54.8050 Use of money and property Rental Income 228,650 256,434 225,000 250,000 2401.00.0000-55.5212 Intergovernmental State Gas Tax - 2107 961,454 1,244,969 1,274,000 1,371,000 2401.00.0000-55.5222 Intergovernmental State Gas Tax - 2107.5 10,000 10,000 10,000 10,000 2401 - Gas Tax - 2107 Total 1,204,951 1,587,734 1,581,000 1,711,100 2402 - Gas Tax - 2106
2402.00.0000-55.5202 Intergovernmental State Gas Tax - 2106 357,130 400,717 460,000 433,000 2402 - Gas Tax - 2106 Total 357,130 400,717 460,000 433,000 2403 - Gas Tax - 2105
2403.00.0000-55.5252 Intergovernmental State Gas Tax - 2105 (P-111) 815,225 913,455 1,060,000 1,003,000 2403 - Gas Tax - 2105 Total 815,225 913,455 1,060,000 1,003,000 2404 - Gas Tax - Motor Vehicle Fuel Tax
2404.00.0000-55.5262 Intergovernmental State Gas Tax - 2103 (TCR) 1,186,650 1,280,687 1,601,000 1,435,000 2404 - Gas Tax - Motor Vehicle Fuel Tax Total 1,186,650 1,280,687 1,601,000 1,435,000 2501 - Emergency Medical Service Fund
2501.45.4520-55.4013 Intergovernmental County CSA 74-Safety Equipment 137,951 137,124 140,000 137,000 2501 - Emergency Medical Service Fund Total 137,951 137,124 140,000 137,000 2502 - Asset Forfeiture
2502.40.4380-54.8010 Use of money and property Investment Earnings 870 6,619 6,800 7,000 2502.40.4380-55.4232 Intergovernmental State Seizure Reimbursement 104,718 79,799 25,000 25,000 2502 - Asset Forfeiture Total 105,588 86,418 31,800 32,000 2503 - Traffic Safety
2503.00.0000-53.4010 Fines and Forfeits Vehicle Code Fines 193,115 210,910 200,200 200,000 2503.00.0000-53.4011 Fines and Forfeits Vehicle Code Fines-Red Light Cam 123,888 126,264 100,000 125,000 2503 - Traffic Safety Total 317,003 337,174 300,200 325,000 2504 - Vehicle Abatement
2504.40.4116-55.4242 Intergovernmental Abandoned Vehicle Abatement 138,992 160,299 130,000 160,000 2504 - Vehicle Abatement Total 138,992 160,299 130,000 160,000 2505 - Recreation Parks
2505.60.6239-54.8050 Use of money and property Rental Income 27,247 34,694 30,000 35,000 2505 - Recreation Parks Total 27,247 34,694 30,000 35,000 2506 - Recreation Parks
2506.00.8005-51.2170 Franchise Fees Cable TV 178,991 167,581 185,000 150,000 2506 - Recreation Parks Total 178,991 167,581 185,000 150,000 2507 - Municipal Art Fund
2507.00.0000-54.8010 Use of money and property Investment Earnings 22 866 500 900 2507.00.0000-56.8013 Charges for Services Public Art Charge 12,009 - 6,000 - 2507 - Municipal Art Fund Total 12,031 866 6,500 900
2508 - Contributions & Donations
2508.40.4170-57.8285 Other Revenue Contributions & Donations 363,139 - - - 2508.40.4170-57.8490 Other Revenue Animal Shelter Donations 3,081 325 - - 2508.45.4505-57.8285 Other Revenue Contributions & Donations - 4,797 - - 2508.55.6231-57.8285 Other Revenue Contributions & Donations 60 600 - - 2508.60.6005-57.8180 Other Revenue Friends of the Library 7,786 - - - 2508.60.6005-57.8290 Other Revenue Library Donations 9,592 7,118 - - 2508 - Contributions & Donations Total 383,659 12,840 - - 2510 - MX-Transport Safety & Inv Plan
24 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 2510.00.0000-54.8010 Use of money and property Investment Earnings 15,443 185,270 182,000 194,500 2510.00.0000-55.4073 Intergovernmental Measure X - TAMC 5,668,940 5,882,507 5,000,000 5,500,000 2510 - MX-Transport Safety & Inv Plan Total 5,684,383 6,067,777 5,182,000 5,694,500 2511 - SB1 Road Maintenance & Rehab
2511.00.0000-54.8010 Use of money and property Investment Earnings 9,568 123,604 123,000 129,800 2511.00.0000-55.5292 Intergovernmental SB1 Road Maintenance & Rehab 3,220,193 3,537,105 3,994,000 4,135,000 2511 - SB1 Road Maintenance & Rehab Total 3,229,761 3,660,709 4,117,000 4,264,800 2512 - SB1 Traffic Congestion Relief
2512.00.0000-54.8010 Use of money and property Investment Earnings 1,099 10,098 11,000 10,600 2512 - SB1 Traffic Congestion Relief Total 1,099 10,098 11,000 10,600 2513 - General Plan
2513.30.3701-56.3050 Charges for Services General Plan/Zoning Fees - - 250,000 250,000 2513 - General Plan Total - - 250,000 250,000
2514 - National Opiod Settlement
2514.00.0000-54.8010 Use of money and property Investment Earnings - 1,438 - - 2514.00.0000-55.4550 Intergovernmental Opioids Settlement Fund OSF - 168,054 - - 2514.00.0000-55.4560 Intergovernmental Opioid Abatement Trust Settlmnts - 8,514 - - 2514 - National Opiod Settlement Total - 178,006 - -
2530 - Residental Rental Registry
2530.30.3220-56.3530 Charges for Services Rental Registration Fees - - - 80,000 2530 - Residental Rental Registry Total - - - 80,000
2601 - SRA Public Improvements
2601.20.2505-54.8010 Use of money and property Investment Earnings 3,145 28,971 31,000 30,400 2601 - SRA Public Improvements Total 3,145 28,971 31,000 30,400 2602 - HSA - Affordable Housing
2602.20.2505-54.8010 Use of money and property Investment Earnings 6,082 58,127 62,000 61,000 2602.30.2505-57.3020 Other Revenue Housing Revolving Loans 121,813 171,483 52,000 - 2602.30.2505-57.8050 Other Revenue Miscellaneous Receipts - - 100 - 2602 - HSA - Affordable Housing Total 127,895 229,610 114,100 61,000 2910 - Community Development
2910.30.3220-55.7501 Intergovernmental Block Grant 809,252 769,216 6,833,313 726,020 2910.30.3221-57.3020 Other Revenue Housing Revolving Loans 203,712 78,265 50,000 - 2910 - Community Development Total 1,012,964 847,480 6,883,313 726,020 2911 - CDBG - Covid 19
2911.30.3220-55.7501 Intergovernmental Block Grant 1,159,780 345,895 777,790 405,890 2911 - CDBG - Covid 19 Total 1,159,780 345,895 777,790 405,890 2930 - Home Investment Partnership
2930.30.3220-54.8010 Use of money and property Investment Earnings 572 9,996 - - 2930.30.3220-55.7521 Intergovernmental HOME Inv Partnership (HUD) 528,653 88,339 2,184,451 434,120 2930.30.3221-57.3020 Other Revenue Housing Revolving Loans 255,997 93,730 50,000 - 2930 - Home Investment Partnership Total 785,222 192,065 2,234,451 434,120 2931 - HOME American Rescue Plan (ARP)
2931.30.3220-55.7521 Intergovernmental HOME Inv Partnership (HUD) - - 2,826,260 220,120 2931 - HOME American Rescue Plan (ARP) Total - - 2,826,260 220,120 2940 - Emergency Solutions Grant-HUD
2940.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 33,193 434,592 261,255 55,810 2940 - Emergency Solutions Grant-HUD Total 33,193 434,592 261,255 55,810 2941 - Emergency Solutions Grant-COC
2941.30.3240-55.7531 Intergovernmental Emergency Solutions Grant 272,431 380,721 242,240 65,990 2941 - Emergency Solutions Grant-COC Total 272,431 380,721 242,240 65,990 2942 - CA Emergency Solutions & Housing
2942.30.3220-55.7532 Intergovernmental Emergency Solutions & Housing 231,996 119,934 309,000 59,290 25 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 2942 - CA Emergency Solutions & Housing Total 231,996 119,934 309,000 59,290 2943 - ESG-CV HUD
2943.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 2,242,322 1,678,289 50,000 - 2943 - ESG-CV HUD Total 2,242,322 1,678,289 50,000 -
2944 - ESG-CV HCD
2944.30.3220-55.7531 Intergovernmental Emergency Solutions Grant 2,546,128 1,329,889 - - 2944 - ESG-CV HCD Total 2,546,128 1,329,889 - -
2945 - Housing - Other Agency Match
2945.30.3310-57.8415 Other Revenue Other Agency Contribution - 49,029 - - 2945.30.3240-55.5074 Intergovernmental Other Agencies - 199,694 - - 2945.30.3310-55.5073 Intergovernmental Monterey County - 161,313 - - 2945 - Housing - Other Agency Match Total - 410,036 - - 2947 - Project Room Key Motel Program
2947.30.3220-55.5073 Intergovernmental Monterey County - 2,679,755 - - 2947 - Project Room Key Motel Program Total - 2,679,755 - - 2951 - SB2
2951.30.3111-57.8050 Other Revenue Miscellaneous Receipts - 12,645 - - 2951.30.3220-55.7542 Intergovernmental SB2 - 25 4,486,700 111,650 2951.30.3240-55.7542 Intergovernmental SB2 680,855 47,279 - - 2951 - SB2 Total 680,855 59,949 4,486,700 111,650
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 50,073 - - 2953 - Regional Early Action Planning Total 71,818 50,073 - - 2954 - Encampment Resolution Fund (ERF)
2954.30.3220-55.5232 Intergovernmental Other State Grant & Reimb 4,079,417 - - 1,172,030 2954 - Encampment Resolution Fund (ERF) Total 4,079,417 - - 1,172,030 2955 - Neighborhood Stabilization Prog
2955.30.3222-57.8050 Other Revenue Miscellaneous Receipts 91,250 37,080 - - 2955 - Neighborhood Stabilization Prog Total 91,250 37,080 - - 2956 - Family Homeless Challenge
2956.30.3220-55.5232 Intergovernmental Other State Grant & Reimb - 2,668,383 - 158,460 2956 - Family Homeless Challenge Total - 2,668,383 - 158,460 2957 - Inclusionary Housing Trust Fund
2957.30.3230-57.3020 Other Revenue Housing Revolving Loans 1,960 5,734 - - 2957.30.3230-57.8460 Other Revenue Inclusionary Housing 750 - - - 2957 - Inclusionary Housing Trust Fund Total 2,710 5,734 - - 3186 - United Way
3186.30.3242-57.8050 Other Revenue - Miscellaneous Receipts - - - 59,290 3186 - United Way Total - - - 59,290
3252 - CLLS -Adult Literacy
3252.70.7340-55.6222 Intergovermental State CLSA Literacy Grant - - - 88,900 3252 - CLLS -Adult Literacy Total - - - 88,900
3282 - BSCC-Board of St&Comm Correction
3282.40.7413-55.7222 Intergovernmental BSCC Grant - 96,887 - - 3282.55.7410-55.7222 Intergovernmental BSCC Grant 10,904 - - - 3282.55.7411-55.7222 Intergovernmental BSCC Grant 396,357 273,836 - - 3282.55.7412-55.7222 Intergovernmental BSCC Grant - 164,529 313,850 350,620 3282 - BSCC-Board of St&Comm Correction Total 407,261 535,252 313,850 350,620 26 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 3302 - Cal ID / RAN Grant
3302.40.4130-55.4033 Intergovermental Monterey County RAN - - - 144,700 3302 - Cal ID / RAN Grant Total - - - 144,700
4104 - 2014 COP Consolidation
4104.00.8004-54.8010 Use of money and property Investment Earnings 599 317 - - 4104.80.8004-54.8010 Use of money and property Investment Earnings - - 700 - 4104 - 2014 COP Consolidation Total 599 317 700 -
4106 - 2018 Lease-PS Building-Police
4106.00.8004-54.8010 Use of money and property Investment Earnings 1,391 8,248 14,000 8,700 4106.80.8004-54.8010 Use of money and property Investment Earnings 246,530 - - - 4106 - 2018 Lease-PS Building-Police Total 247,922 8,248 14,000 8,700 4107 - COP 2018B T.R.I.P. Total Rd Impv
4107.00.8004-54.8010 Use of money and property Investment Earnings 2,377 27,018 29,000 28,400 4107.80.8004-54.8010 Use of money and property Investment Earnings 44,940 331,305 441,000 347,900 4107 - COP 2018B T.R.I.P. Total Rd Impv Total 47,316 358,322 470,000 376,300 4108 - Energy Improvement
4108.00.8004-54.8010 Use of money and property Investment Earnings 71 - - - 4108 - Energy Improvement Total 71 - - -
4109 - 2015 Refunding COP 2005 A & B
4109.00.8004-54.8010 Use of money and property Investment Earnings 176 - - - 4109 - 2015 Refunding COP 2005 A & B Total 176 - - -
4110 - 2018 Lease-El Gabilan Library
4110.80.8004-54.8010 Use of money and property Investment Earnings 17 1,525 2,000 1,600 4110 - 2018 Lease-El Gabilan Library Total 17 1,525 2,000 1,600 4111 - Refund Bonds Series 2020A-Energy
4111.80.8004-54.8010 Use of money and property Investment Earnings - 494 - - 4111 - Refund Bonds Series 2020A-Energy Total - 494 - - 4112 - Refund Bonds Series 2020A-SVSWA
4112.80.8004-54.8010 Use of money and property Investment Earnings (15) 205 - - 4112 - Refund Bonds Series 2020A-SVSWA Total (15) 205 - - 4202 - Assessment Districts-Debt Svc
4202.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 255,452 42,792 470,000 50,000 4202.20.2141-54.8010 Use of money and property Investment Earnings 88 4,191 5,400 4,400 4202 - Assessment Districts-Debt Svc Total 255,540 46,983 475,400 54,400 4203 - Assessment District Reserve
4203.20.2141-54.8010 Use of money and property Investment Earnings 3,566 32,511 34,000 34,100 4203 - Assessment District Reserve Total 3,566 32,511 34,000 34,100 4204 - 2019 Spec Tax Bond Monte Bella
4204.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 173,909 182,574 160,000 180,000 4204.20.2141-54.8010 Use of money and property Investment Earnings 132 7,002 8,900 7,400 4204 - 2019 Spec Tax Bond Monte Bella Total 174,041 189,576 168,900 187,400 4205 - 2019 Spec Tax Bond Monte Bella 2
4205.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 146,854 152,552 135,000 150,000 4205.20.2141-54.8010 Use of money and property Investment Earnings 84 4,369 5,600 4,600 4205 - 2019 Spec Tax Bond Monte Bella 2 Total 146,938 156,920 140,600 154,600 4206 - 2019 Spec Tax Bond Monte Bella 3
4206.20.2141-50.1140 Taxes Property Taxes-Assessment Dist 173,508 184,064 170,000 180,000 4206 - 2019 Spec Tax Bond Monte Bella 3 Total 173,508 184,064 170,000 180,000 5101 - Special Aviation Fund - State
5101.50.5340-55.7202 Intergovernmental State Aid - Airport - - 81,000 147,600 5101 - Special Aviation Fund - State Total - - 81,000 147,600 27 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 5102 - Special Aviation Fund - Federal
5102.50.5340-54.8010 Use of money and property Investment Earnings 2,194 14,234 18,000 14,900 5102.50.5340-55.5501 Intergovernmental Federal Aid - Airport 485,901 126,609 1,620,000 2,952,000 5102 - Special Aviation Fund - Federal Total 488,095 140,843 1,638,000 2,966,900 5201 - Special Const Assist - Fed & St
5201.00.0000-55.4520 Intergovernmental FEMA 28,000 - - - 5201.00.0000-55.5232 Intergovernmental Other State Grant & Reimb 92,245 475,380 - - 5201.00.0000-55.5272 Intergovernmental Regional Surface Transp Program 1,575,535 1,471,350 - - 5201.00.0000-55.5511 Intergovernmental Other Federal Grant 5,071,754 1,124,227 - 100,000 5201 - Special Const Assist - Fed & St Total 6,767,534 3,070,958 - 100,000 5203 - Special Const Assist - Others
5203.00.0000-55.3013 Intergovernmental TRAKIT-Permit System Charges (48) - - - 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 279,490 289,216 - - 5203.00.0000-55.5073 Intergovernmental Monterey County 71,057 198,859 - - 5203.00.0000-55.5080 Intergovernmental Developers-Annexation Fees 1,776 - - - 5203.00.0000-55.5083 Intergovernmental Developers-FGA West 50,000 - - - 5203.00.0000-55.5242 Intergovernmental Rebates/Refunds & Reimb 3,300 - - - 5203.00.0000-55.8223 Intergovernmental Disaster Reimbursements 126 - - - 5203.00.0000-56.3050 Charges for Services General Plan/Zoning Fees 305,966 282,568 - - 5203.00.0000-56.5200 Charges for Services AutoCAD 66,956 23,408 - - 5203.00.0000-56.6340 Charges for Services Library - Donations 95,522 13,492 - - 5203.00.0000-57.1060 Other Revenue Miscellaneous Insurances 698,677 167,515 - - 5203.00.0000-57.1070 Other Revenue Other Sources - 38,534 - - 5203 - Special Const Assist - Others Total 2,667,133 1,013,591 - - 5300 - Assessment District - Projects
5300.50.5120-54.8010 Use of money and property Investment Earnings 824 7,469 7,800 - 5300 - Assessment District - Projects Total 824 7,469 7,800 - 5301 - 2019 Spec Tax Bond Monte Bella
5301.00.0000-54.8010 Use of money and property Investment Earnings 41 783 900 - 5301 - 2019 Spec Tax Bond Monte Bella Total 41 783 900 - 5303 - 2019 Spec Tax Bond Monte Bella 3
5303.00.0000-54.8010 Use of money and property Investment Earnings 536 - - - 5303 - 2019 Spec Tax Bond Monte Bella 3 Total 536 - - - 6100 - Municipal Airport
6100.50.5340-54.5010 Use of money and property Hangar Rent 689,108 796,856 828,000 830,000 6100.50.5340-54.5020 Use of money and property Aircraft Parking 3,841 2,387 5,000 2,000 6100.50.5340-54.5030 Use of money and property Building Rental 340,469 453,705 500,000 450,000 6100.50.5340-54.5040 Use of money and property Ground Leases 386,571 289,032 350,000 325,000 6100.50.5340-54.5050 Use of money and property Fuel Fees 85,010 88,510 70,000 85,000 6100.50.5340-54.5060 Use of money and property Use Permits 216,025 139,188 50,000 140,000 6100.50.5340-54.5080 Use of money and property Refuse Fees 9,841 10,329 8,000 10,000 6100.50.5340-54.5085 Use of money and property Hangar Rent Non - Aeronautical 14,109 21,682 15,000 30,000 6100.50.5340-54.5090 Use of money and property Hangar Rent Non - Airworthy 144,338 50,050 40,000 50,000 6100.50.5340-54.8010 Use of money and property Investment Earnings 3,072 38,826 39,000 40,800 6100.50.5340-56.8110 Charges for Services Rental Income 177,084 17,415 110,000 110,000 6100.50.5340-57.8050 Other Revenue Miscellaneous Receipts 109,180 102,280 50,000 100,000 6100.50.5340-57.8560 Other Revenue Airport Cardlock Deposits 1,141 2,488 5,000 5,000 6100 - Municipal Airport Total 2,179,788 2,012,746 2,070,000 2,177,800 6200 - Industrial Waste
6200.50.5441-54.8010 Use of money and property Investment Earnings 16,110 166,565 166,000 174,900 6200.50.5441-56.5040 Charges for Services Industrial Waste Fees 3,088,186 2,272,971 3,000,000 3,000,000 6200 - Industrial Waste Total 3,104,296 2,439,537 3,166,000 3,174,900 6301 - Fairways Golf Course
6301.00.0000-54.8080 Use of money and property Sierra Lease 100,000 100,000 100,000 100,000 6301 - Fairways Golf Course Total 100,000 100,000 100,000 100,000 28 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 30,000 90,000 60,000 60,000 6302 - Twin Creek Golf Course Total 30,000 90,000 60,000 60,000 6400 - Sewer
6400.50.5442-54.8010 Use of money and property Investment Earnings 9,701 10,506 7,500 11,000 6400.50.5442-56.5050 Charges for Services Sanitary Sewer Surcharge Fees 3,690,313 3,680,321 4,100,000 3,750,000 6400.50.5442-56.5065 Charges for Services USA Service Fee 18,984 57,768 60,000 60,000 6400.50.5442-57.8050 Other Revenue Miscellaneous Receipts - 8,973 - - 6400 - Sewer Total 3,718,998 3,757,567 4,167,500 3,821,000 6500 - Storm Sewer (NPDES)
6500.50.5443-53.3012 Fines and Forfeits NPDES Citations 1,000 3,000 - - 6500.50.5443-54.8010 Use of money and property Investment Earnings 1,421 17,986 19,000 18,900 6500.50.5443-56.5080 Charges for Services Review and Inspection Fees 39,450 34,883 40,000 50,000 6500.50.5443-57.8050 Other Revenue Miscellaneous Receipts - - 200 - 6500 - Storm Sewer (NPDES) Total 41,871 55,869 59,200 68,900 6600 - Crazy Horse Landfill
6600.20.2030-54.8010 Use of money and property Investment Earnings 708 - - - 6600 - Crazy Horse Landfill Total 708 - - -
6700 - Water Utility
6700.50.5445-55.4043 Intergovernmental Monterey Co. Animal Shelter 4,113 4,986 4,000 5,000 6700.50.5445-55.4053 Intergovernmental City Animal Shelter - - 3,000 - 6700.50.5445-55.5023 Intergovernmental MRWPCA 2,441 2,959 3,000 3,000 6700.50.5445-55.5033 Intergovernmental City Industrial Waste Facility - - 1,000 - 6700 - Water Utility Total 6,554 7,945 11,000 8,000
6801 - Downtown Parking District
6801.50.5446-52.5010 Licenses & Permits Parking Lot Permits 50,852 70,980 50,000 50,000 6801.50.5446-52.5020 Licenses & Permits Salinas St Garage Permits 64,815 62,840 60,000 60,000 6801.50.5446-52.5040 Licenses & Permits Monterey St Garage Permits 159,262 230,548 160,000 200,000 6801.50.5446-52.5070 Licenses & Permits Monterey St Garage - Hourly 192,387 217,586 170,000 200,000 6801.50.5446-52.5075 Licenses & Permits Parking Validation 160 - - - 6801.50.5446-57.8050 Other Revenue Miscellaneous Receipts 4,077 3,301 5,000 5,000 6801 - Downtown Parking District Total 471,552 585,255 445,000 515,000 6802 - Preferential Parking
6802.50.5447-52.5060 Licenses & Permits Preferential Permits 24,582 19,055 25,000 25,000 6802.50.5447-57.8050 Other Revenue Miscellaneous Receipts 250 - - - 6802 - Preferential Parking Total 24,832 19,055 25,000 25,000 6803 - Parking Enforcement
6803.50.5448-53.4020 Fines and Forfeits Parking Fines 1,147,161 598,787 1,100,000 850,000 6803 - Parking Enforcement Total 1,147,161 598,787 1,100,000 850,000 6900 - Permit Services
6900.00.0000-54.8010 Use of money and property Investment Earnings 5,343 61,199 67,000 64,300 6900.30.3350-52.3010 Licenses & Permits Mechanical Permits 43,780 8,698 10,200 10,200 6900.30.3350-52.3020 Licenses & Permits Building Permits 1,113,092 1,168,693 1,400,000 2,660,000 6900.30.3350-52.3030 Licenses & Permits Plumbing Permits 18,576 10,604 15,000 15,000 6900.30.3350-52.3040 Licenses & Permits Electrical Permits 53,308 70,429 25,000 25,000 6900.30.3350-52.3060 Licenses & Permits Re-Roofing Permits 100,233 98,624 100,000 100,000 6900.30.3350-52.3070 Licenses & Permits Building Demolition Permit 986 1,155 1,000 1,000 6900.30.3350-53.3011 Fines and Forfeits Building Enforcement 40,300 - - - 6900.30.3350-53.3405 Fines and Forfeits C & D Penalty 50,748 43,122 20,000 20,000 6900.30.3350-55.3013 Intergovernmental TRAKIT-Permit System Charges 390,566 211,051 256,500 256,500 6900.30.3350-56.3280 Charges for Services Fire Plan Check Fee-Permit Ctr 39,920 20,306 44,000 44,000 6900.30.3350-56.3400 Charges for Services Building Plan Check Fees 2,768,094 1,341,624 1,000,000 2,140,000 6900.30.3350-56.3410 Charges for Services Special Building Inspection 79,284 25,431 50,000 50,000 6900.30.3350-56.3420 Charges for Services Reinspection Service 47,817 43,631 40,000 40,000 6900.30.3350-56.3430 Charges for Services Residential Report 52,101 36,450 35,000 35,000 6900.30.3350-56.3440 Charges for Services Microfilm Fee 38,598 49,792 35,000 35,000 6900.30.3350-56.3460 Charges for Services Other Building Fees 3,933 4,355 1,000 1,000 6900.30.3350-56.8060 Charges for Services Copying Fees 30 - - - 29 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 6900.30.3350-57.8080 Other Revenue Miscellaneous Deposits - 1,563 6,500 6,500 6900 - Permit Services Total 4,846,710 3,196,726 3,106,200 5,503,500 6950 - Affordable Housing
6950.00.0000-56.8110 Charges for Services Rental Income - - - 83,000 6950 - Affordable Housing - - - 83,000
7101 - Internal Services Administration
7101.14.1245-57.8050 Other Revenue Miscellaneous Receipts 2,040 0 - - 7101 - Internal Services Administration Total 2,040 0 - - 7102 - Internal Services Insurances
7102.14.1246-57.1060 Other Revenue Miscellaneous Insurances 850 1,179 - - 7102.14.1246-57.8050 Other Revenue Miscellaneous Receipts 789,645 315,593 200,000 150,000 7102 - Internal Services Insurances Total 790,495 316,772 200,000 150,000 7103 - Worker's Comp Self-Insurance
7103.14.1247-54.8010 Use of money and property Investment Earnings 15,501 164,795 - - 7103.14.1247-57.1010 Other Revenue Workers Comp Premiums 5,262,284 5,579,541 - - 7103.14.1247-57.1020 Other Revenue Workers Comp Reimb 11,784 119 - - 7103.16.1247-54.8010 Use of money and property Investment Earnings - - 174,000 173,000 7103.16.1247-57.1020 Other Revenue Workers Comp Reimb - - 5,352,700 5,640,000 7103.16.1247-57.1030 Other Revenue CalPERS Ind Disability Reimb - - 10,000 - 7103 - Worker's Comp Self-Insurance Total 5,289,569 5,744,455 5,536,700 5,813,000 7104 - General Liability Self-Insurance
7104.14.1248-54.8010 Use of money and property Investment Earnings 2,084 1,615 3,300 1,700 7104.14.1248-57.1040 Other Revenue Liability Insurance 215,431 257,488 260,200 267,900 7104.14.1248-57.1060 Other Revenue Miscellaneous Insurances 1,038,091 1,000 1,000 1,000 7104 - General Liability Self-Insurance Total 1,255,606 260,103 264,500 270,600 8914 - RORF-Redev Obligation Retirement
8914.20.2502-50.1090 Taxes Property Taxes-Tax Increments 2,400,018 970,322 2,200,000 961,000 8914.20.2502-54.8010 Use of money and property Investment Earnings 69,125 114,083 129,000 119,800 8914 - RORF-Redev Obligation Retirement Total 2,469,143 1,084,405 2,329,000 1,080,800 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 10,001 10,000 10,000 10,000 Operating Revenue Total 234,778,194 230,766,116 237,114,119 227,024,500 1000 - General Fund
1000.00.0000-90.1200 Transfers In Measure G 1,413,300 700,000 - - 1000.00.0000-90.2401 Transfers In Gas Tax - 2107 1,200,300 1,200,300 1,200,300 1,500,000 1000.00.0000-90.2402 Transfers In Gas Tax - 2106 230,000 230,000 230,000 300,000 1000.00.0000-90.2403 Transfers In Gas Tax - 2105 294,700 294,700 294,700 295,000 1000.00.0000-90.2503 Transfers In Traffic Safety 250,000 200,000 200,000 200,000 1000.00.0000-90.2513 Transfers In General Plan - - 153,200 166,700 1000.00.0000-90.3111 Transfers In SAFER 4,097 - - -
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 - - - 1000.00.0000-90.7101 Transfers In Internal Services Administration - - 750,000 - 1000 - General Fund Total 3,392,399 2,625,000 2,828,200 2,461,700 1100 - Measure E
1100.00.0000-90.1200 Transfers In Measure G 700,000 350,000 - - 1100 - Measure E Total 700,000 350,000 - -
2501 - Emergency Medical Service Fund
2501.00.0000-90.1000 Transfers In General Fund 850,000 1,357,500 1,600,000 1,600,000 2501 - Emergency Medical Service Fund Total 850,000 1,357,500 1,600,000 1,600,000 2504 - Vehicle Abatement
2504.00.0000-90.1000 Transfers In General Fund 50,000 50,000 50,000 - 30 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 2504 - Vehicle Abatement Total 50,000 50,000 50,000 -
2507 - Municipal Art Fund
2507.00.0000-90.1000 Transfers In General Fund - 100,000 100,000 100,000 2507 - Municipal Art Fund Total - 100,000 100,000 100,000 2513 - General Plan
2513.00.0000-90.1000 Transfers In General Fund - - 555,430 - 2513.00.0000-90.1200 Transfers In Measure G - 1,675,332 - - 2513.00.0000-90.5203 Transfers In Spec Const Assist - Other - 917,795 - - 2513 - General Plan Total - 2,593,127 555,430 -
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 -
2943 - ESG-CV HUD
2943.00.0000-90.1000 Transfers In General Fund 4,424 - - - 2943 - ESG-CV HUD Total 4,424 - - -
4104 - 2014 COP Consolidation
4104.00.0000-90.1000 Transfers In General Fund - 58,245 227,100 228,100 4104 - 2014 COP Consolidation Total - 58,245 227,100 228,100 4106 - 2018 Lease-PS Building-Police
4106.00.0000-90.1200 Transfers In Measure G 12,741,823 5,477,320 5,750,800 5,543,900 4106 - 2018 Lease-PS Building-Police Total 12,741,823 5,477,320 5,750,800 5,543,900 4107 - COP 2018B T.R.I.P. Total Rd Impv
4107.00.0000-90.2510 Transfers In Measure X - TAMC 2,340,075 2,316,025 2,328,400 2,339,100 4107 - COP 2018B T.R.I.P. Total Rd Impv Total 2,340,075 2,316,025 2,328,400 2,339,100 4110 - 2018 Lease-El Gabilan Library
4110.00.0000-90.1100 Transfers In Measure E 1,024,662 1,125,473 1,145,200 1,175,100 4110 - 2018 Lease-El Gabilan Library Total 1,024,662 1,125,473 1,145,200 1,175,100 4111 - Refund Bonds Series 2020A-Energy
4111.00.0000-90.1000 Transfers In General Fund 1,108,839 1,174,441 1,199,500 1,225,100 4111.00.0000-90.1100 Transfers In Measure E 63,400 64,846 66,200 67,600 4111.00.0000-90.1200 Transfers In Measure G 4,938 5,050 5,200 5,300 4111.00.0000-90.4108 Transfers In Energy Improvement 36,001 - - - 4111.00.0000-90.6100 Transfers In Airport Fund 76,545 78,291 79,900 81,700 4111.00.0000-90.6200 Transfers In Industrial Waste 71,658 73,292 74,800 76,400 4111.00.0000-90.6400 Transfers In Sewer Fund 95,495 97,673 99,700 101,900 4111.00.0000-90.6801 Transfers In Downtown Parking 32,391 33,130 33,900 34,600 4111 - Refund Bonds Series 2020A-Energy Total 1,489,268 1,526,725 1,559,200 1,592,600 4112 - Refund Bonds Series 2020A-SVSWA
4112.00.0000-90.1000 Transfers In General Fund 323,295 668,735 668,300 665,300 4112.00.0000-90.4109 Transfers In 2015 Refunding COP 2005 A & B 87,010 - - - 4112.00.0000-90.6600 Transfers In Crazy Horse Landfill 279,500 - - - 4112 - Refund Bonds Series 2020A-SVSWA Total 689,805 668,735 668,300 665,300 6200 - Industrial Waste
6200.00.0000-90.1000 Transfers In General Fund 1,865,000 1,661,100 - - 6200 - Industrial Waste Total 1,865,000 1,661,100 - -
6301 - Fairways Golf Course
6301.00.0000-90.1000 Transfers In General Fund - - - 460,000 6301.00.0000-90.6302 Transfers In Twin Creek Golf Course - - - 285,500 6301 - Fairways Golf Course Total - - - 745,500
6302 - Twin Creek Golf Course
6302.00.0000-90.1000 Transfers In General Fund - - 450,000 - 6302 - Twin Creek Golf Course Total - - 450,000 -
6500 - Storm Sewer (NPDES)
31 SUMMARIES & SCHEDULES
Revenue
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Account Number Account Description Actual Actual Budget Budget 6500.00.0000-90.1000 Transfers In General Fund 2,643,100 2,600,000 2,150,000 1,500,000 6500.00.0000-90.1200 Transfers In Measure G 58,800 - - - 6500.00.0000-90.2401 Transfers In Gas Tax - 2107 15,000 15,000 15,000 110,000 6500.00.0000-90.2403 Transfers In Gas Tax - 2105 60,000 60,000 60,000 60,000 6500 - Storm Sewer (NPDES) Total 2,776,900 2,675,000 2,225,000 1,670,000 6801 - Downtown Parking District
6801.00.0000-90.1000 Transfers In General Fund - 30,000 393,000 - 6801.00.0000-90.8914 Transfers In RORF-Redev Obligation Retirement 951,900 949,243 950,700 946,100 6801 - Downtown Parking District Total 951,900 979,243 1,343,700 946,100 7102 - Internal Services Insurances
7102.00.0000-90.1000 Transfers In General Fund - - 600,000 1,077,000 7102.00.0000-90.1100 Transfers In Measure E - - 250,000 135,000 7102.00.0000-90.1200 Transfers In Measure G - 500,000 550,000 238,000 7102 - Internal Services Insurances Total - 500,000 1,400,000 1,450,000 7103 - Worker's Comp Self-Insurance
7103.00.0000-90.1000 Transfers In General Fund - 39,800 - - 7103 - Worker's Comp Self-Insurance Total - 39,800 - -
7104 - General Liability Self-Insurance
7104.00.0000-90.1000 Transfers In General Fund 1,661,300 2,229,700 2,800,000 4,457,000 7104.00.0000-90.1100 Transfers In Measure E - 323,300 420,000 559,000 7104.00.0000-90.1200 Transfers In Measure G - 147,000 190,000 984,000 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 - 7104.00.0000-90.7103 Transfers In Worker's Comp Self Insurance - - - 650,000 7104 - General Liability Self-Insurance Total 1,661,300 2,700,000 4,910,000 6,650,000 7120 - Internal Services-Fleet Maint
7120.00.0000-90.1000 Transfers In General Fund 2,120,000 2,120,000 2,000,000 1,486,000 7120.00.0000-90.1100 Transfers In Measure E - - 100,000 186,000 7120.00.0000-90.1200 Transfers In Measure G - - 200,000 328,000 7120 - Internal Services-Fleet Maint Total 2,120,000 2,120,000 2,300,000 2,000,000 7121 - Vehicle Replacement
7121.00.0000-90.1000 Transfers In General Fund 9,000,000 - 876,825 371,000 7121.00.0000-90.1100 Transfers In Measure E - - - 47,000 7121.00.0000-90.1200 Transfers In Measure G - - 463,620 82,000 7121 - Vehicle Replacement Total 9,000,000 - 1,340,445 500,000 Transfers In Total 41,657,556 28,923,293 32,781,775 29,667,400 Grand Total 276,435,750 259,689,409 269,895,894 256,691,900 32 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% 33 SUMMARIES & SCHEDULES
City-Wide Workforce Summary
FY 20-21 FY 21-22 FY 22-23 FY 23-24 FY 24-25
GENERAL OPERATIONS
Police (Sworn) 174.000 174.000 161.000 161.000 157.000
Police (Adminstrative) 53.500 47.000 52.000 52.000 51.000 Fire (Sworn) 93.000 93.000 96.000 97.000 97.000
Fire (Administrative) 5.000 5.000 7.000 7.000 7.000
Total Public Safety 325.500 319.000 316.000 317.000 312.000 Mayor and City Council 7.000 7.000 7.000 7.000 7.000
Administration 6.000 8.000 8.000 10.000 10.000
Human Resources 7.000 7.000 9.000 9.750 9.750
Finance 25.000 28.000 30.000 31.000 31.000
City Attorney 5.000 3.000 4.000 3.000 3.000
Community Development 31.010 34.500 42.550 48.750 55.750 Engineering & Transportation 33.930 34.180 34.180 34.180 33.180 Environmental & Maintenance Services 46.750 33.750 40.750 40.750 39.750 Parks and Community Services 19.000 31.000 33.000 34.000 32.500 Library 41.500 41.500 41.500 41.500 41.000
Total Non Public Safety 222.190 227.930 249.980 259.930 262.930 TOTAL GENERAL OPERATIONS 547.690 546.930 565.980 576.930 574.930 INTERNAL SERVICES 13.450 13.450 14.450 16.700 16.700
ENTERPRISE OPERATIONS 43.610 45.370 52.320 53.120 57.120 ASSESSMENT & MAINTENANCE DISTRICTS 1.750 0.750 0.750 0.750 1.250 CITY-WIDE TOTAL 606.500 606.500 633.500 647.500 650.000 34 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 of 2018. At that time the City was facing a number of issues: budget forecast of a negative net revenue in the General Fund; a housing and homelessness crises; lack of investment in City buildings, parks, and infrastructure; and a number of workforce compensation strategies that worked against the City’s goals of competitive pay structures for recruitment and retention. The TSP included 32 recommendations targeted at each of these major issue areas for the City. Since that time, the City has systematically worked at implementing the recommendations from the TSP.
In October 2022, Russ Branson Consulting (RBC) was retained to perform a refresh of the TSP. The “refresh” was an opportunity to review the City’s progress on the original TSP recommendations, update the budget forecast, and recommend additional recommendations based on current economic and operating conditions.
Purpose of The Salinas Plan Refresh
Over the last five 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 five 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 eight 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;
35 THE SALINAS PLAN REFRESH
• Operational Efficiencies initiatives change the way the City does business so that services are as efficient and affordable as possible;
• Workforce initiatives allow the City to develop a more sustainable compensation package while increasing the City’s long-term competitiveness and ability to recruit and retain employees critical to delivering quality services;
• Investment Strategies initiatives focus on investment in the City both to maintain the City’s significant investments in community facilities and infrastructures and to support affordable housing and community development initiatives that will meaningfully begin to tackle the City’s housing and homelessness crisis; and,
• New Revenues include provisions for new revenue to support new investment and projected growth.
To date, more than half of the recommendations have either been implemented or are actively being implemented by the City to some extent. A third of the recommendations are not currently being implemented and are recommended to remain in place for City action. Four of the TSP recommendations have attempted implementation and failed or have been rejected by the City as not feasible.
Status of The Salinas Plan Initiatives
No. of
Recommendations
Implemented 7
In-Progress 10
Active 11
Rejected 4
Total
Recommendations 32
Revised Recommendation Organization
For the TSP Refresh, recommendations are organized in different groups from the TSP. This provides a simpler approach and places related recommendations together. The graphic below illustrates the four areas of recommendations in the Refresh Plan. These areas are: Managing the Organization, Facilities & Infrastructure, Investments for a Healthy City, and Housing & Homelessness. 36 THE SALINAS PLAN REFRESH
Revised Recommendations Listing
Managing the Organization (MO)
MO-01 Healthcare Cost Containment
MO-02 Improve Base Pay on a Cost-Neutral Basis
MO-03 Evaluate the Total Leave Program
MO-04 Continue to Address Workers' Compensation Costs, Moving Towards Sound Actuarial Funding MO-05 Police Civilianization
MO-06 Improve Budget Process and Monitoring
MO-07 Incorporate Multi-Year Financial Planning into All Budgetary Actions MO-08 Include Leave Accruals and Cash Outs in Current Compensation Study MO-09 Evaluate the Parking Functions Within the City
MO-10 Evaluate the impact of implementing the City’s Coming Compensation Study City Facilities & Infrastructure (CFI)
CFI-01 Prepare a Preventive Maintenance Program for all City Facilities CFI-02 Citywide Fleet Strategy
CFI-03 Eliminate General Fund Subsidy of Golf Course Debt Service CFI-04 Eliminate Sherwood Hall Deficits
CFI-05 Develop an Implementation Approach to Prioritize and Fund the Most Pressing City Needs Investments for a Healthy City (IHC)
IHC-01 Enact Storm Sewer Utility Fee to Fund Current Transfer of General Fund Revenues to Storm Sewer Fund IHC-02 Increase Hotel Tax and Dedicate Funding that Results to Capital Investment IHC-03 Engage with the Salinas Community to Make the Measure G Sales Tax Permanent IHC-04 Dedicate Savings to Capital Investment
IHC-05 Evaluate a General Obligation (“GO”) Bond to Fund Key City Projects Housing and Homelessness (HH)
HH-01 Convene Stakeholders to Develop an Impl Plan to Create More than 4,000 New Units of Affordable Housing in Next 10 Yrs HH-02 Establish a Housing Trust Fund with a Dedicated Revenue Stream for Affordable Housing HH-03 Develop a Land Strategy to Leverage Private Market Investment to Create up to 2,400 New Units of Affordable Housing HH-04 Create Regulations to Address Safety and Health Conditions in Rental and Other Group Housing HH-05 Use Multiple Sources to Provide Revenue for the Housing Trust Fund HH-06 Coordinate Homeless Response Between Departments Through the City Manager’s Office Managing the
Organization
Investments
for a Healthy
City
Facilities &
Infrastructure
Housing &
Homelessness
37 THE SALINAS PLAN REFRESH
Status of Revised Recommendations for The Salinas Plan Refresh The Salinas Plan Refresh was presented to City Council in March 2023. New and updated recommendations have begun to be implemented by City staff and are in various stages of completion.
City staff is currently working on assessing the feasibility of the remaining recommendations and developing the next steps. A status of these revised recommendations, with corresponding financial impacts, will be presented in subsequent versions of the annual operating budget document. 38 MEASURE E
Over a period of three fiscal years beginning in April 2003, the Salinas City Council reduced City programs and services funded by the General Fund budget a total of $15.3 million dollars or 24%. The reductions were required to maintain the City’s financial solvency. The financial crisis was the result of a combination of factors including a weak economy evidenced by sales tax decreasing for two years, State raids on local revenue, increasing charges assessed by the County of Monterey, increasing retirement costs and increasing employee health insurance costs.
The required reductions included the elimination of 123.50 authorized positions. The layoff of employees broadly impacted services throughout the City. Staff reported to City Council that absent a new, guaranteed source of General Fund revenue, the City would not be able to restore the services that had been cut for at least 8-10 years.
At the City Council’s May 3, 2005 meeting, members of the public expressed their view that the City must be able to provide adequate police, fire and street and park maintenance services, and that the libraries and recreation centers should remain open. The public requested that Council consider placing a tax measure on the ballot so that revenue could be provided to restore vital services.
On May 17, 2005, the City Council received a report regarding its options for placing a tax measure before the City’s voters to generate sufficient revenue to maintain minimal levels of service for the public welfare.
Members of the public reiterated their support for such a measure, indicating that the community would suffer if services were further curtailed.
On June 7 and June 14, 2005, the Council reviewed and approved the FY 2005-06 budget, and confirmed the on-going reductions in services previously approved. On July 12, 2005, the Council adopted a resolution calling for an election to take place on November 8, 2005 to ask City voters to approve a half-cent transactions and use tax. The proposed tax measure also included a ten (10) year sunset provision and mandated the appointment of an independent committee with authority to both recommend the use of the tax revenue and provide oversight as to the use of funds.
On November 8, 2005, the voters of Salinas approved (61.74%) the ordinance establishing a Temporary Transactions and Use Tax at the rate of one-half of one percent (0.50%) to be in effect for a period of ten (10) years. Initial collection of the tax began April 1, 2006 with the first receipt of revenues from the tax to occur in July 2006. The temporary tax was therefore scheduled to sunset April 1, 2016. During November 2012, Salinas’ residents approved the renewal of the transaction and use tax with no expiration date by removing the language addressing a tax collection sunset in April 2016.
The tax approved by the voters is a general tax. As such, the City may use the revenue from the tax for any general governmental purpose, including without limitation police, fire safety, paramedics, libraries, crossing guards, graffiti removal, anti-gang programs, and street and park maintenance.
In order to assure full compliance with the intent of the ordinance, the tax proceeds from this ordinance are separately received and accounted for in the City’s financial reporting system (Fund 1100). The Finance Director reports at least quarterly to the Oversight Committee the use of tax proceeds. The Oversight Committee reports annually to the City Council regarding the use of tax proceeds.
The Oversight Committee is a fundamental provision in the voter-approved ordinance. The ordinance states that:
The Mayor and City Council shall each annually appoint one member of the public to serve as an oversight committee for the revenue that the City receives from the tax. The committee shall prepare an annual report on the revenue received and recommend the use thereof. The City Manager shall provide 39 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 2008-09 that continued over a two-year period. Signs of recovery started to show in FY 10-11 and continued through FY 18-19. As a result of the COVID-19 pandemic, a brief decline was experienced in FY 19-20, with signs of significant improvement for FY 20-21 through FY 24-25. Projections indicate revenues could remain relatively flat in the coming years.
Measure E tax collections are projected to increase $100,000 or 0.58% in FY 24-25. 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.
$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 $17.0 $17.1
$17.2
$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
Actual
FY24
Budget
FY25
Budget
Millions
40 MEASURE E
The Measure E proposed budget by department/program for FY 24-25 is as follows:
Amount Percent
Internal Svc & Energy Debt Svc 994,600 6.4%
El Gabilan Library Debt Svc 1,175,100 7.6%
Finance 59,000 0.4%
Library 5,977,940 38.7%
Recreation 2,872,210 18.6%
Police 4,352,030 28.3%
Total Appropriations 15,430,880 100.0%
Internal Svc & Energy
Debt Svc, 994,600 ,
6% El Gabilan
Library Debt Svc,
1,175,100 , 8%
Finance
59,000 , 0%
Library,
Recreation, 5,977,940 , 39%
2,872,210 , 19%
Police,
4,352,030 , 28%
41 MEASURE E
The number of positions funded by Measure E during FY 24-25 is summarized as follows:
FY 24-25
Police 19.0
Parks & Recreation 15.0
Youth Serv. & Com. Engagement 2.0
Library 40.5
Total Positions 76.5
42 MEASURE G
With the passage of Measure G in November 2014, the City is in a position to make strategic investments to restore services and make strategic investments into public facilities and infrastructure. Each of the department’s plans are focused on delivering services and projects that reflect the main interests of the community, as determined by extensive community outreach, surveys and engagement.
The public have consistently expressed a desire for more services to achieve a better, safer Salinas. Crime prevention, public safety, economic development, and street and sidewalk repair all contribute to safe, clean neighborhoods. These and other critical public services have all suffered from inadequate funding.
Increased funding for public safety has been identified through the community outreach process as the highest priority, but not the only priority. While residents have consistently stressed the importance of public safety, they have also recognized that safe communities require investments in violence prevention and community-building programs such as after-school programs, recreational activities, life-long learning opportunities and special events/cultural arts programming.
On March 25, 2014, the City Council reviewed the results of the community outreach, received further public comment, and directed staff to prepare a resolution calling for an election to ask voters of the City of Salinas to increase the general transactions and use tax by one cent, with a fifteen-year sunset, and with citizens’ oversight.
On June 24, 2014, the City Council held a noticed public hearing to consider calling a municipal election to seek voter approval of a proposed general transactions and use tax (or “sales tax”). At the conclusion of that hearing, the City Council decided to call an election to ask voters of the City to approve a local transactions and use tax for 15 years, the revenue from which would be used to support general municipal services.
On November 4, 2014, the voters of Salinas approved Measure G, an ordinance imposing a one-cent general transactions and use tax. Measure G has a fifteen-year term and requires the City Council to establish an Oversight Committee.
Measure G was premised upon and was presented to the voters as an opportunity to restore services to the community; to provide for a “safer, better Salinas.” Consistent with that purpose, the following question was presented to the voters:
“To improve our quality of life, maintain and enhance city services and facilities, including: crime and gang prevention; neighborhood policing and school safety; safety inspections; police, fire and paramedic response; fixing potholes, streets, and sidewalks; recreation and programs for youth and seniors; and other city services, shall the City of Salinas enact a one cent sales tax, that can’t be taken by the State, with citizens’ oversight, annual independent audits, with all funds dedicated to Salinas?” As set forth in Section 32-94 of the Measure G ordinance, the “Measure G Oversight Committee” has the following attributes and responsibilities:
1. The Committee consists of no fewer than seven members of the public (one member selected by each Council member with the initial Committee appointed by the Council by March 31, 2015);
2. The Committee members shall be either city residents or representatives of businesses located in Salinas;
3. The Committee receives and by May 30 of each year is responsible for reviewing the City auditor’s report and based on their review of the auditor’s report is responsible for issuing a public report to the City Council on the receipt of revenue and expenditure of Measure G funds and such other matters the City Council may assign.
43 MEASURE G
As approved by the City Council on March 31, 2015 and adopted by resolution on April 14, 2015, the Committee shall meet three times per year:
1. As set forth in Section 32-94 of the Ordinance, before May 30 of each year to “review the auditors’ report, for each year in which the auditors prepare such a report, [for the purpose of issuing] a report to the City Council regarding the use of revenue [from Measure G] and such other matters as the City Council may assign.”
2. Following the City Council’s adoption of the annual budgets (Operating, Capital, Measure E, and Measure G) for the purpose of understanding how the City Council directed the expenditure of Measure G revenues.
3. Prior to the City Council’s adoption of the annual budgets so that City staff can present information to the Committee on Measure G revenues and the Measure G expenditures proposed in the annual Measure G Budget.
The Committee may have additional meetings beyond these three, provided a majority of the Committee requests an additional meeting(s) and the Committee’s request is approved by the Mayor.
In order to assure full compliance with the intent of the ordinance, the tax proceeds from this ordinance are separately received and accounted for in the City’s financial reporting system (Fund 1200).
The City received $5.4 million for the last quarter of FY 15, $22.6 million for FY 16, $24.1 million for FY 17, $25.2 million for FY 18, $27.2 million for FY 19, $26.0 million for FY 20, $28.5 million for FY 21, $34.0 million for FY 22, and $34.2 million for FY 23. For FY 24 and FY 25, the City is expecting $34.2 million and $34.4 million, respectively.
$5.4
$22.6 $24.1
$25.2
$27.2 $26.0
$28.5
$34.0 $34.2 $34.2 $34.4
$0
$5
$10
$15
$20
$25
$30
$35
FY 15
Actual
FY 16
Actual
FY 17
Actual
FY 18
Actual
FY 19
Actual
FY 20
Actual
FY 21
Actual
FY 22
Actual
FY 23
Actual
FY 24
Budget
FY 25
Budget
Millions
44 MEASURE G
The FY 24-25 budget includes $3,075,000 in capital improvement projects (CIP), $7,181,200 in transfers out to fund the Public Safety building debt service and various internal service charges, and a $24,009,230 operating budget.
The Measure G proposed budget by department/program for FY 24-25 is as follows:
Amount Percent
Internal Svc & Energy Debt Svc 1,637,300 5.2%
Public Safety Bldg Debt Svc 5,543,900 17.8%
Police 6,675,470 21.4%
Fire 1,801,810 5.8%
Public Works 7,200,383 23.1%
Recreation 5,415,707 17.4%
Community Development 1,676,700 5.4%
Finance 599,380 1.9%
Human Resources 307,030 1.0%
Administration 332,750 24.0%
Total Appropriations 31,190,430 100.0%
Internal Svc & Energy
Debt Svc, 1,637,300 , 5%
Public Safety
Bldg Debt Svc,
5,543,900 ,18%
Police
6,675,470 , 22%
Fire, 1,801,810 , 6%
Public Works,
7,200,383 , 23%
Recreation,
5,415,707 , 17%
Community
Development,
1,676,700 , 5%
Finance,
599,380 , 2%
Human Resources,
307,030 , 1%
Administration,
332,750 , 1%
45 MEASURE G
As previously mentioned, the Measure G Capital Improvement Program (CIP) budget totals $3.075,000 and consists of six projects including the Permanent Homeless Shelter, Chinatown Navigation Shelter, Fire Station Alerting System Update, Playground Improvements as Parks, Tree Planting and Preparation of Forest Management Plan, and a No Parking/Street Sweeping Signage Program.
The number of positions funded by Measure G during FY 24-25 is summarized as follows:
Project Budget
Permanent Homeless Shelter $ 1,125,000
Chinatown Nav. Ctr. Sprung Shelter 1,500,000
Fire Station Alerting System Update 150,000
Playground Improvements at Parks 50,000
Tree Planting & Prep of Forest Mgmt. 200,000
No Parking/Street Sweeping Signage 50,000
Total $ 3,075,000
FY 24-25
Police - Sworn 12.0
Police - Non-Sworn Support 17.0
Fire - Sworn 6.8
Fire - Non-Sworn Support 1.0
Community Development 10.0
Public Works 36.3
Recreation 15.5
Information Technology 2.0
Finance 2.0
Human Resources 2.0
Administration 2.0
Total Positions 106.5
46 ADMINISTRATION DEPARTMENT
Organizational Chart by Division
CITY MANAGER'S
OFFICE
CITY CLERK COMMUNITY
RELATIONS
ADMIN SUPPORT
47 ADMINISTRATION DEPARTMENT
Organizational Chart by Position
CITY MANAGER
Diversity, Equity, &
Inclusion Officer City Clerk
Confidential Office Tech
Assistant City Clerk
Community Relations
Manager
Communications
Specialist
Executive Assistant Assistant to the City
Manager Assistant City Manager
48 (This page intentionally left blank)
49 ADMINISTRATION DEPARTMENT
Summary
The Administration Department provides external and internal support services for several 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 2024-2025 Operational Efficiencies
1. Continue Council and community outreach and engagement around City services, projects, fiscal management, strategic plan objectives progress, and emergency operations. (Strategic Goal:
Effective & Culturally Responsive Government)
2. Continue to work with local service providers and County of Monterey to mitigate homeless encampments, support permanent shelter operations, transitional housing and other housing and commercial developments city-wide. (Strategic Goal: Housing/Affordable Housing)
3. Continues to lead the efforts between the City and County consolidation of services. (Strategic Goal: Effective & Culturally Responsive Government)
4. Continue implementation of the Housing Element, Downtown Vibrancy, Chinatown Vibrancy, the Alisal Vibrancy, Parks, Recreation and Libraries Master Plan, Public Art Master Plan and the General Plan. (Strategic Goal: Economic Development; Housing/Affordable Housing; Infrastructure & Environmental Sustainability; Public Safety; Youth & Seniors; and Effective & Culturally Response Government)
5. Update and modernize day to day function city-wide utilizing current technology. (Strategic Goal:
Effective & Culturally Responsive Government)
6. Continue to develop and implement a commission, boards, committee streamlined intake process to include retention and training. (Strategic Goal: Effective & Culturally Responsive Government)
7. Continue to implement the American Rescue Plan Act (ARPA) funding projects and initiatives addressing city infrastructure improvements, deferred maintenance, youth and senior programs, water and economic development. (Strategic Goal: Economic Development; Housing/Affordable Housing; Infrastructure & Environmental Sustainability; Public Safety; Youth & Seniors; and Effective & Culturally Response Government)
Major Budget Changes
None
50 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
1111 City Manager`s Office 1,052,630 1,382,385 1,741,005 1,914,070 1120 City Clerk 665,521 583,308 777,104 709,050
1355 Economic Development 511,800
Total 2,229,952 1,965,693 2,518,109 2,623,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,707,849 1,504,638 1,907,366 2,150,920 62 - Supplies & Materials 33,201 42,199 45,298 11,800
63 - Outside Services 415,682 372,025 491,435 412,400
64 - Other Charges 69,343 44,094 55,389 48,000
66 - Capital Outlays 3,877 2,736 18,620
Total 2,229,952 1,965,693 2,518,109 2,623,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,978,053 1,664,684 2,199,972 2,290,370 1200 Measure G 251,899 301,009 318,137 332,750
Total 2,229,952 1,965,693 2,518,109 2,623,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1111 City Manager`s Office 4.000 6.000 8.000 8.000
1120 City Clerk 2.000 2.000 2.000 2.000
1355 Economic Development 2.000
Total 8.000 8.000 10.000 10.000
ADMINISTRATION DEPARTMENT
Summary
51 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
None.
52 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,012,279 1,185,120 1,569,062 1,790,370 62 - Supplies & Materials 8,659 30,584 40,158 6,500
63 - Outside Services 8,973 143,147 101,783 106,200
64 - Other Charges 22,428 22,093 18,189 11,000
66 - Capital Outlays 292 1,442 11,812
Total 1,052,630 1,382,385 1,741,005 1,914,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 800,732 1,081,376 1,422,868 1,581,320 1200 Measure G 251,899 301,009 318,137 332,750
Total 1,052,630 1,382,385 1,741,005 1,914,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1111 City Manager`s Office 4.000 6.000 8.000 8.000
Total 4.000 6.000 8.000 8.000
ADMINISTRATION DEPARTMENT
1111 City Manager`s Office Division
53 ADMINISTRATION DEPARTMENT
1120 City Clerk Division
Purpose
The City Clerk's Office is the record keeper of the City's legislative actions and supports the Salinas City Council, the Successor Agency to the former Salinas Redevelopment Agency, Measure E and Measure G Oversight Committees. The Clerk’s Office is responsible for processing all legislative actions ensuring transparency and codification of the municipal code. The Clerk's Office is responsible for the legislative meeting management process and in accordance with State law. The Office of the City Clerk is the filing official for campaign committee reports, statements of economic interest and local ethics training and filings in accordance with the Political Reform Act and Brown Act. Responsible for sight of all city Commission/Board/Committee vacancies, appointments, ceremonial function and serves as the election official for local municipal elections; responds to records research requests adhering to the Public Records Act; responds to public inquiries.
Division Operations
1. Agenda management and preparation for legislative body meetings.
2. Legislative actions recordation through imaging and indexing of historical records of the City Council, Measure E and Measure G Oversight Committee.
3. Provide support services to the City Council and the City Manager implementation of public policy via Council actions.
4. Serve as the filing official and oversees municipal elections.
5. Management of customer service platform and initiatives.
6. Coordinates the State mandated AB 1234 Local Ethics Training and filing of campaign disclosure and conflict of interest statements.
7. Oversight of the City-wide records retention and day to day operations in line with technological advancements.
8. Ongoing implementation of a commission, boards, committee streamlined intake process to include retention and training.
9. Manage and oversight of the city’s records management program and Political Reform Act mandates.
Major Budget Changes
None.
54 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 403,420 319,519 338,304 360,550 62 - Supplies & Materials 12,370 11,616 5,140 5,300
63 - Outside Services 223,882 228,878 389,652 306,200
64 - Other Charges 22,264 22,002 37,200 37,000
66 - Capital Outlays 3,585 1,294 6,808
Total 665,521 583,308 777,104 709,050
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 665,521 583,308 777,104 709,050
Total 665,521 583,308 777,104 709,050
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
55 FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 2.000 2.000 1.000
Project Coordinator 1.000
Confidential Office Technician 1.000 1.000 1.000
Community Relations Manager 1.000 1.000 1.000 1.000
Diversity Equity & Incl Officer 1.000 1.000
Assistant to the City Manager 1.000
Communications Specialist 1.000
1111 City Manager`s Office Total 4.000 6.000 8.000 8.000 1120 City Clerk
City Clerk 1.000 1.000 1.000 1.000
Assistant City Clerk 1.000 1.000 1.000 1.000
1120 City Clerk Total 2.000 2.000 2.000 2.000
1355 Economic Development
Management Analyst 1.000
Sr Economic Development Manager 1.000
1355 Economic Development Total 2.000
Total 8.000 8.000 10.000 10.000
ADMINISTRATION DEPARTMENT
Workforce
56 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
57 CITY ATTORNEY DEPARTMENT
Organizational Chart by Position
CITY ATTORNEY
Chief Assistant
City Attorney
Confidential Office
Technician
Assistant
City Attorney
Senior Risk Management
Technician
Assistant
City Attorney
58 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 2024-25
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. c. Complete Rent Stabilization and Tenant Protection Ordinances.
3. Municipal Code Update. (Strategic Goal: Effective and Culturally Responsive Government; Infrastructure and Environmental Sustainability)
a. Continue 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. Advise on Charter review and potential Charter updates.
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) 59 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
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. 60 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
1400 City Attorney's Office 884,306 769,312 1,070,577 997,640 Total 884,306 769,312 1,070,577 997,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 730,011 730,420 728,037 805,100 62 - Supplies & Materials 23,117 24,416 28,700 28,200
63 - Outside Services 120,515 (3,241) 246,600 97,100
64 - Other Charges 9,239 8,566 27,240 27,240
66 - Capital Outlays 1,424 9,152 40,000 40,000
Total 884,306 769,312 1,070,577 997,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 884,306 769,312 1,070,577 997,640
Total 884,306 769,312 1,070,577 997,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1400 City Attorney's Office 3.000 4.000 3.000 3.000
Total 3.000 4.000 3.000 3.000
CITY ATTORNEY DEPARTMENT
Summary
61 CITY ATTORNEY DEPARTMENT
1400 City Attorney’s Office Division
Purpose
As provided in City Charter, provide effective legal representation and guidance to the City Council, its committees, boards and commissions, the City Manager, and City departments.
Division Operations
1. Economic Development
2. Housing/Affordable Housing
3. Infrastructure and Environmental Sustainability
4. Public Safety
5. Youth and Seniors
6. Effective and Culturally Responsive Government
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Actual
FY 2024-25
Goal
# requests for legal services 388 430 500 129 500
# criminal cases reviewed or prosecuted 232 54 50 9 50
# Pitchess motions responded to and defended 2 3 5 0 5
# civil cases filed and defended 7 6 10 3 10
# Code enforcement cases and nuisance
abatements 4 9 10 3 10
# Public Records Act requests responded to 28 20 20 44 25 # Economic development agreement and other
contracts 170 197 200 48 200
# Workers Compensation cases presented to
CM or CC 156 3 0 0 0
Employment matters--Representation and
Advice 17 10 15 19 15
Legal support of election and/or revenue
measure initiative 0 3 1 1
Major Budget Changes
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. 62 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 730,011 730,420 728,037 805,100 62 - Supplies & Materials 23,117 24,416 28,700 28,200
63 - Outside Services 120,515 (3,241) 246,600 97,100
64 - Other Charges 9,239 8,566 27,240 27,240
66 - Capital Outlays 1,424 9,152 40,000 40,000
Total 884,306 769,312 1,070,577 997,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 884,306 769,312 1,070,577 997,640
Total 884,306 769,312 1,070,577 997,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1400 City Attorney's Office 3.000 4.000 3.000 3.000
Total 3.000 4.000 3.000 3.000
CITY ATTORNEY DEPARTMENT
1400 City Attorney's Office Division
63 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1400 City Attorney's Office
Assistant City Attorney 1.000 1.000 1.000
City Attorney 1.000 1.000 1.000 1.000
Legal Secretary 1.000
Confidential Office Technician 1.000 1.000 1.000 1.000
Chief Assistant City Attorney 1.000
1400 City Attorney's Office Total 3.000 4.000 3.000 3.000 Total 3.000 4.000 3.000 3.000
CITY ATTORNEY DEPARTMENT
Workforce
64 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
Jesus Valenzuela
District 3
Anthony Rocha
District 6
65 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. 66 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
1000 City Council 295,850 345,846 399,607 576,240
Total 295,850 345,846 399,607 576,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 260,563 297,262 330,907 512,540 62 - Supplies & Materials 970 2,738 1,000 1,000
63 - Outside Services 14,441 8,847 15,200 10,200
64 - Other Charges 19,876 37,000 52,500 52,500
Total 295,850 345,846 399,607 576,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 295,850 345,846 399,607 576,240
Total 295,850 345,846 399,607 576,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
67 CITY COUNCIL DEPARTMENT
1000 City Council Division
City Council Goals, Strategies, and Objectives for FY 2024-25 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
Mayor and City Council compensation increase in accordance with SB 329. 68 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 260,563 297,262 330,907 512,540 62 - Supplies & Materials 970 2,738 1,000 1,000
63 - Outside Services 14,441 8,847 15,200 10,200
64 - Other Charges 19,876 37,000 52,500 52,500
Total 295,850 345,846 399,607 576,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 295,850 345,846 399,607 576,240
Total 295,850 345,846 399,607 576,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
69 FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
70 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Division
Permit Services moved to a separate Enterprise Operation fund effective FY 17-18.
COMMUNITY
DEVELOPMENT
DIRECTOR
ADMINISTRATION
ASSISTANT
COMMUNITY
DEVELOPMENT
DIRECTOR
HOUSING &
COMMUNITY
DEVELOPMENT
HOMELESS
SERVICES
ADVANCED
PLANNING &
PROJECT
IMPLEMENTATION
ASSISTANT
COMMUNITY
DEVELOPMENT
DIRECTOR
PERMIT
SERVICES
CURRENT
PLANNING
CODE
ENFORCEMENT
ECONOMIC
DEVELOPMENT
71 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Position
COMMUNITY
DEVELOPMENT DIRECTOR
Assistant Community
Development Director
ADVANCED PLANNING &
PROJECT IMPLEMENTATION
Planning Manager
Sr Planner (2)
Associate Planner
Comm Outreach Asst
LT
Management Analyst
Associate Planner
HOUSING & COMMUNITY
DEVELOPMENT
Planning Manager
Sr Comm Dev Analyst
Comm Dev Analyst
Comm Dev Analyst
Admin Analyst
Homeless Svcs Mgr
Comm Dev Analyst
Comm Outreach Asst
(LT - 6)
Admin Analyst (LT)
Homeless Svcs Mgr
(LT)
Admin Analyst (LT)
Comm Dev Analyst
(LT)
Comm Outreach Asst
(LT - 2)
Comm Dev Analyst
(LT)
Comm Dev Analyst
(LT)
Admin Analyst (LT)
Management
Analyst
Comm Dev Analyst
Sr Accouting
Technician
ECONOMIC
DEVELOPMENT
Sr Econ Dev Mgr
Econ Dev Analyst Comm Dev
Analyst (LT)
ADMINISTRATION
Admin Aide
Office Tech
72 COMMUNITY DEVELOPMENT DEPARTMENT
Organizational Chart by Position
Permit Services moved to a separate Enterprise Operation fund effective FY 17-18.
COMMUNITY
DEVELOPMENT DIRECTOR
Assistant Community
Development Director
CODE ENFORCEMENT
Code Enforcement
Manager
Admin Analyst
Admin Aide
Admin Clerk I
Sr Code Enforce
Off
Code Enforce Off
II
Code Enforce Off
I (4)
CURRENT PLANNING
Planning Manager
Senior Planner
Assistant Planner
(3)
Associate Planner
Admin Aide
PERMIT SERVICES
Chief Building Official
Sr Plan Check
Engineer
Plan Check
Engineer
Bldg Permit
Specialist
Plan Checker II
Inspection Svcs
Mgr
Combo Bldg
Insp II
Combo Bldg
Inp I (3)
Permit Ctr Coord
Permit Tech (3)
Permit Analyst
Permit Clerk (2)
Management
Analyst
Admin
Analyst
73 (This page intentionally left blank)
74 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, Homeless Services and Economic Development.
City Council Goals, Strategies, and Objectives for FY 2024-25 (Economic Development, Housing/Affordable Housing, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)
1. Improve the 33% staff vacancy rate for Permit Services to ensure the timely processing of permits and construction inspections for residential, commercial/industrial, and public facilities development review applications. (Strategic Goal: Economic development and Housing/Affordable Housing)
2. 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)
3. Develop a Business Retention and Expansion framework and engage with existing businesses, to understand their needs, facilitate growth, and foster a conducive business environment. This includes continuing to support small businesses and entrepreneurs through business navigation, loans, and connection to small business resources. (Strategic Goal: Economic Development)
4. 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)
5. Continue development of the East Area Specific Plan to increase housing opportunities and create healthy, walkable, and sustainable neighborhoods. (Strategic Goal: Housing/Affordable Housing)
6. Support development of the Future Growth Area (FGA) by coordinating infrastructure investment and processing tentative map applications. (Strategic Goal: Housing/Affordable Housing)
7. Continue to promote ADU development through pre-approved ADU plans provided by the city and independent private designers, updating regulations consistent with State law, and connecting applicants to financing. (Strategic Goal: Housing/Affordable Housing)
8. 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)
9. Continue to effectively manage the Emergency Motel Program to help navigate participants into permanent housing and support Health & Safety Days. (Strategic Goal: Housing/Affordable Housing)
75 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
10. 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)
11. Continue to implement the 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)
12. 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)
13. 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)
14. Continue to expand community engagement opportunities and education to encourage compliance with City codes. (Strategic Goal: Public Safety)
15. Program legal settlement funding to mitigate harm created by opioids targeting substance and prescription drug abuse prevention and treatment programs. (Strategic Goal: Public Safety)
16. 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 and Closter Park public art and signage improvements to implement the Alisal Vibrancy Plan. (Strategic Goal: Youth and Seniors)
17. Complete the final phase of rehabilitation of the Sherwood Recreation Center project in collaboration with Library and Community Services. (Strategic Goal: Youth and Seniors)
18. Adopt General Plan update and Climate Action Plan by December 2024. (Strategic Goals:
Infrastructure and Environmental Sustainability and Effective and Culturally Responsive Government)
19. Enhance customer service provided by Permit Services through filing staff vacancies, translating existing educational materials and developing new easy to understand, bilingual educational materials for the Permit Center. (Strategic Goal: Effective and Culturally Responsive Government)
20. Reestablish the Building Board of Appeals and explore sharing the board jointly with the County of Monterey. (Strategic Goal: Public Safety)
Major Budget Changes
While several key positions, including the Assistant Community Development Director (Permit Center functions) and Sr. Economic Development Manager, where filled in FY 23/24, key positions remain vacant in four of the seven department divisions, resulting in an increased reliance on outside professional services to maintain levels of service. Filling vacant positions will be a priority in FY 24/25 to reduce the need and higher cost of using consultant services. There will also be significant funding reductions related to the expiration of one-time HUD ESG-COVID and HCD-COVID funds. While new funding awards from HUD 76 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
HOME ARP and Cal ICH grants will partially offset this funding loss for FY 24/25, the long-term sustainability of homeless services needs to be addressed.
Not included in the FTE count is an overhire of 1.0 Combination Building Inspector I. 77 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
1355 Economic Development 549,146 1,018,317 906,510
3111 Adv Planning & Project Implementation 1,428,106 1,699,152 3,318,213 1,208,810 3353 Code Enforcement 1,066,834 1,167,205 1,427,600 1,676,700 3461 Administration 431,218 613,563 730,647 654,120
3462 Current Planning 1,153,530 1,265,390 1,859,635 1,758,223 Housing and Community Development 9,758,976 8,510,530 31,858,358 3,821,230 3181 Downtown Streets Team 189,876 577,246 590,000
3279 Homelessness Service Coordination 19,602 1,298,923 200,000 3328 East Area Specific Plan (EASP) - 350,000 350,000
3701 General Plan 30,005 1,612,038 726,718
Total 13,838,665 14,044,469 44,050,978 11,892,311
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 4,755,521 5,875,404 9,956,313 8,440,543 62 - Supplies & Materials 136,979 83,712 175,776 106,080 63 - Outside Services 1,336,029 3,079,180 18,153,378 3,179,668 64 - Other Charges 64,802 110,529 2,350,748 116,020
66 - Capital Outlays 187,537 22,227 5,325,600 50,000
69 - Financial Assistance 7,357,797 4,873,416 8,089,163 Total 13,838,665 14,044,469 44,050,978 11,892,311
Permit Services has moved to a separate Enterprise Operation fund effective FY 2018.
COMMUNITY DEVELOPMENT DEPARTMENT
Summary
78 COMMUNITY DEVELOPMENT DEPARTMENT
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,102,920 3,905,825 6,428,631 5,589,223 1100 Measure E 459,869 9,410
1200 Measure G 462,816 1,259,908 2,427,600 1,676,700
2513 General Plan 30,005 1,962,038 1,076,718
2530 Residential Rental Registry 400,000 80,000
2602 HSA - Affordable Housing 13,988 505,497 2,846,428 1,000 2603 Local Housing Trust Fund 2,000,000
2910 Community Development 940,885 1,063,291 7,030,477 726,020 2911 CDBG - COVID-19 595,065 308,241 366,006 405,890
2930 Home Investment Partnership 113,071 167,580 2,162,788 434,120 2931 Home American Rescue Plan 7,780 80,337 90,048 220,120 2940 Emergency Shelter Grant 186,640 251,832 231,612 55,810 2941 Emergency Solutions Grant 205,973 225,835 270,371 65,990 2942 CA Emergency Solutions & Housing 157,793 392,425 417,134 59,290 2943 ESG-CV HUD 2,795,663 634,430 172,280
2944 ESG-CV HCD 3,053,530 419,004
2945 Housing - Other Agency Match 189,536 415,291 307,014 2947 Project Room Key Motel Program 1,241,387 2,017,366 588,218 2951 SB2 95,104 97,833 366,934 111,650
2952 Local Early Action Planning 136,883 365,934
2953 Regional Early Action Planning 75,302 72,091 1,936,690 2954 Encampment Resolution Fund 610 988,436 11,091,472 1,172,030 2956 Family Homeless Challenge 689,167 1,979,216 158,460 3186 United Way 870,000 59,290
3187 Community Challenge Grant 3,848 752
3188 Dept of Conservation (SALC) Prog 143,979 106,021
Total 13,838,665 14,044,469 44,050,978 11,892,311
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1355 Economic Development 2.000 2.000 3.000
3111 Adv Planning & Project Implementation 7.850 7.930 6.450 6.000 3353 Code Enforcement 9.000 10.000 10.000 10.000
3461 Administration 1.853 2.850 3.750 3.750
3462 Current Planning 7.000 7.000 7.000 7.000
Housing and Community Development 8.797 12.770 18.550 25.000 3701 General Plan 1.000 1.000
Total 34.500 42.550 48.750 55.750
79 COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
Purpose
The Administration Division provides oversight to the department by supervising, monitoring, and controlling the Department’s operating budget and activities. The Administration Division is also responsible for integrating the initiatives, goals, and objectives established by the City Council into the overall operations of the Department’s Divisions. The Division oversees both internal and external communications for the departments and helps residents navigate department services.
Division Operations
1. Lead the development of department goals, objectives, and actions, in alignment with the City Council strategic plan.
2. Administer the department's budget within authorized amounts.
3. Continue to practice excellent customer service.
4. Provide support and oversight to assist initiation of purchase orders, processing of invoices and the execution of contracts and agreements.
5. Prepare Personal Action and Requisition forms and support onboarding of new hires,
6. Guide departmental messaging and internal and external communications.
7. Assist in securing additional funding for departmental activities.
8. Provide administrative and technical support to the department divisions in the performance of their duties.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Personnel Requisitions N/A 27 N/A 28 30
Number of Personnel Action Forms N/A 86 N/A 141 145
Number of Purchase Orders N/A 142 N/A 159 160
Major Budget Changes
There are no major changes for Administration in FY 24/25. 80 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 341,466 516,464 602,047 528,020 62 - Supplies & Materials 5,838 10,377 20,400 23,800
63 - Outside Services 39,664 77,606 90,600 70,600
64 - Other Charges 14,352 8,373 7,100 22,000
66 - Capital Outlays 29,898 742 10,500 9,700
Total 431,218 613,563 730,647 654,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 430,560 509,692 730,647 654,120
1200 Measure G 658 103,871
Total 431,218 613,563 730,647 654,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3461 Administration 1.853 2.850 3.750 3.750
Total 1.853 2.850 3.750 3.750
COMMUNITY DEVELOPMENT DEPARTMENT
3461 Administration Division
81 COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
Purpose
Develop and implement strategies and programs that further the Council’s 2022-2025 Economic Development Goals, Strategies and Objectives to enhance the economic well-being of the city and its residents by increasing the number of middle- and upper-income job opportunities and growing the City’s revenue base to support the provision of City services. Primary economic development strategies include real estate management and site attraction, business retention, expansion and marketing, and small business and entrepreneur support.
Division Operations
1. Work with other local agencies and private sector businesses to create and maintain a healthy business environment, including business attraction, workforce development, site inventory, and support for agricultural and AgTech clusters.
2. Manage the City’s real estate portfolio, to maximize current use, future development, and redevelopment.
3. Identify and implement finance and development strategies to support existing and future business through the provision of affordable broadband, utility, and circulation infrastructure.
4. Build business and property owner relations through a Business, Retention, and Expansion Program to support existing business to grow and thrive.
5. Market existing attractions and facilities and identify and promote commercial sites and tourism opportunities.
6. Further EDE, DVP, AVP and CRP economic development policies and actions including microloan, outdoor dining, and façade improvement programs, and shop local initiatives.
7. Provide small business and entrepreneur support through counseling, permit navigation, and referral to technical and capital resources.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Develop a Businees Retention and Expansion Program Framework 100% Build stronger relationships with local businesses by holding 4 Q&A sessions throughtout the City 100%
Conduct 10 site visits to build businesses/industry relations 100% 0% 100% Establish online site inventory to promote business and development opportunity sites such as Target Area K and the Ag Industrial Center 100% 0% 100% Develop and execute a marketing and attraction campaign and materials to promote tourism 100% 15% 100%
Develop Shop Local tool kit for promoting city commercial shopping districts 100% 20% 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 and acquiring City permits.
100% 67% 100%
Collaborate with SUBA to establish and coordinate the Alisal Ambassador Program for the East Alisal Commercial Corridor. Conduct 8 volunteer based clean ups.
100% 95% 100%
Issue $150,000 to small businessess in forgiveable loans/microgrants to support outdoor dining, facade improvements, and technology and marketing. 100% 20% 100% 82 COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
Major Budget Changes
The total Economic Division FY 24/25 budget has been reduced through the removal of sponsorships and a reduction in contracted professional services. Since the adoption of the FY23/24 Budget, the Planning Manager-Economic Development was reclassified to the former Sr. Economic Development Manager position and subsequently filled in February 2024. In FY 24/25 a part-time temporary Community Outreach Assistant is requested to support property and business owner engagement and preparation of retail and tourism marketing materials. This cost is offset by the reduction of funds for professional services. 83 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 292,150 231,378 285,297 575,290 62 - Supplies & Materials 12,172 687 15,200 14,000
63 - Outside Services 182,827 304,147 710,995 296,500
64 - Other Charges 24,651 12,580 5,625 19,520
66 - Capital Outlays 355 1,200 1,200
Total 511,800 549,146 1,018,317 906,510
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 511,800 549,146 1,018,317 752,150
2911 CDBG - COVID-19 154,360
Total 511,800 549,146 1,018,317 906,510
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1355 Economic Development 2.000 2.000 2.000 3.000
Total 2.000 2.000 2.000 3.000
COMMUNITY DEVELOPMENT DEPARTMENT
1355 Economic Development Division
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85 COMMUNITY DEVELOPMENT DEPARTMENT
3111 Advanced Planning & Project Imp 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, East Area Specific Plan) that are guided by a comprehensive and inclusive community engagement process.
2. Facilitate future development by supporting the development and 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. Prepare and/or assist with implementation of various grants to further community plan initiatives.
7. Continue to support community engagement efforts across City departments. 86 COMMUNITY DEVELOPMENT DEPARTMENT
3111 Advanced Planning & Project Imp Division
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Release a Public Review Draft General Plan by June 30, 2024 100% 100% NA Release a Public Review Draft Climate Action Plan by June 30, 2024 100% 100% NA Adopt General Plan update and Climate Action Plan by December 30, 2024 100% Complete Affordable Housing Predevelopment work listed in REAP 2.0 grant award for 34-38 Soledad Street in Chinatown 70%
Complete Housing Element Update 100% 100% NA
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 20% 40% 100%
Complete environmental and technical studies to support the rezoning of identified opportunity sites in the Downtown, East and North Salinas to mixeduse to increase housing production and sales revenue 20% 100% NA
Adopt commercial corridor guidelines and district identity plan for the Alisal 80% 100% NA Collaborate with Public Works on various infrastructure planning efforts, including the Active Transportation Plan, Alisal Streetscape Master Plan, and the Chinatown Streetscape Master plan.
70%
Collaborate with Library and Community Services on design and construction of improvements to El Gabilan Play Lot and Closter Park improvement projects 70% 70% 100% Prepare a Specific Plan for the East Future Growth Area (EASP) 70% Complete an updated City Historic Resources Survey 100% Complete design and commence installation of greening, litter abatement and public art/district identity improvements through the Caltrans Local Clean California Grant.
80% 80% 100%
Major Budget Changes
There are no major changes for APPI in FY 24/25.
87 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,042,939 1,027,417 1,329,202 1,094,730 62 - Supplies & Materials 12,408 12,829 14,180 13,780
63 - Outside Services 357,625 629,787 1,946,739 71,500
64 - Other Charges 9,673 11,795 16,992 17,700
66 - Capital Outlays 5,461 17,324 11,100 11,100
Total 1,428,106 1,699,152 3,318,213 1,208,810
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 897,366 957,131 1,106,458 1,208,810
1200 Measure G 114,417 2,475
2911 CDBG - COVID-19 113,144 87,669 95,346
2951 SB2 87,145 69,123 73,698
2952 Local Early Action Planning 136,883 365,934
2953 Regional Early Action Planning 75,302 72,091 1,936,690 3187 Community Challenge Grant 3,848 752
3188 Dept of Conservation (SALC) Prog 143,979 106,021
Total 1,428,106 1,699,152 3,318,213 1,208,810
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3111 Advanced Planning & Project Imp 7.850 7.930 6.450 6.000 Total 7.850 7.930 6.450 6.000
COMMUNITY DEVELOPMENT DEPARTMENT
3111 Advanced Planning & Project Imp Division
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89 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.
9. Assist in the maintenance of existing structures and property within the City limits.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of cases opened 1510 1524 1250 1751 1750
Number of cases closed 1406 1396 1000 1659 1600
Number of active cases 1002 1500 250 1680 1500
Average time to resolve a code enforcement
case 4 months 3 months 2 months 3 months 2 months
Number of educational or outreach events
held 2 4 4 4 6
Number of inspections completed 3,425 3,530 4,500 3,711 3,500 Number of receivership actions initiated 4 3 4 4 6
Major Budget Changes
In FY 23/24, the department and division re-evaluated staffing needs and worked with the Human Resources Department to swap an existing Code Officer I vacancy to a Code Officer II position. This provides an opportunity for current staff to grow and promote while increasing efficiency in case management. With everchanging laws and requirements it is imperative to maintain well trained staff to address the needs of the city. The long-term goal is to create two teams with equal staffing. Until that goal is reached, staff augmentation is needed to effectively address health and safety compliance throughout the City. Major changes in FY 24/25 include $250,000 for consultant services to focus on non-permitted 90 COMMUNITY DEVELOPMENT DEPARTMENT
3353 Code Enforcement Division
vendor enforcement. In FY 23/24 the division moved to updated versions of Axon Body Cams and Motorola two-way radios. The FY 24/25 Budget also includes annual costs for operation and data storage. 91 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,030,491 1,120,631 1,301,600 1,330,600 62 - Supplies & Materials 12,913 21,613 22,250 26,500
63 - Outside Services 17,994 10,611 23,500 280,800
64 - Other Charges 5,437 13,289 20,750 25,300
66 - Capital Outlays 1,060 59,500 13,500
Total 1,066,834 1,167,205 1,427,600 1,676,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 259,225 4,232
1100 Measure E 459,869 9,410
1200 Measure G 347,741 1,153,563 1,427,600 1,676,700
Total 1,066,834 1,167,205 1,427,600 1,676,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3353 Code Enforcement 9.000 10.000 10.000 10.000
Total 9.000 10.000 10.000 10.000
COMMUNITY DEVELOPMENT DEPARTMENT
3353 Code Enforcement Division
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93 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 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. Work in collaboration with the Business Development Committee and other community stakeholders to continually improve the development review process.
8. Administer the City’s Cannabis regulations.
Performance Measures
Performance Measure / Goal**
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of counter customers served 1,575 1,918 1,600 1,776 1,500 Number of discretionary and administrative permits processed 565 457 475 373 400 Number of building permit reviews conducted 1,604 1,995 1,800 1,985 1,800 Percent of building permit reviews processed within prescribed timeframes 89% 93% 90% 91% 90%
Average # days to Approval from Completeness for Site Plan Reviews n/a 21 14 21 14
*Counter activity dropped from 2022/23 likely due to walk-ins not being recorded, relocation of bus. lic. to ciy hall, and a shift to elect. BP submittals.
Major Budget Changes
There are no major FY 24/25 Budget Changes in Current Planning. Over the last few years, the number of planning application submittals has significantly increased, which is anticipated to continue over the next fiscal year. Therefore, the Division will continue to require temporary part-time assistance and outside professional services to supplement staff to digitize planning records, process development review and cannabis applications, and monitor cannabis businesses. 94 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,048,900 1,124,884 1,194,318 1,258,473 62 - Supplies & Materials 6,286 6,214 17,400 18,500
63 - Outside Services 88,025 121,159 622,817 442,250
64 - Other Charges 10,319 11,797 14,600 28,500
66 - Capital Outlays 1,335 10,500 10,500
Total 1,153,530 1,265,390 1,859,635 1,758,223
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,153,530 1,265,390 1,859,635 1,758,223 Total 1,153,530 1,265,390 1,859,635 1,758,223
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3462 Current Planning 7.000 7.000 7.000 7.000
Total 7.000 7.000 7.000 7.000
COMMUNITY DEVELOPMENT DEPARTMENT
3462 Current Planning Division
95 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), HCD Local Housing Trust Fund (LHTF), HCD Pro-housing Incentive Program (PIP), competitively awarded Cal ICH Encampment Resolution Fund (ERF) and Family Homeless Challenge (FHC) grants. 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. Update and 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).
8. The Emergency Motel Program (EMP) provides temporary shelter to individuals experiencing housing insecurity and residing in encampments, offering onsite supportive services and housing navigation. The aim is to assist participants on a transformative path from homelessness to the stability of permanent housing.
9. Continue with the implementation of the Residential Rental Registration ordinance. 96 COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of grant applications processed through
annual RFP process 37 24 20 12 15
Number of payments and reports processed for
grantees 457 397 200 144 180
Number of affordable housing funding agreements
processed 2 5 8 0 2
Number of new afforable housing units developed with
City funding 101 140 111 11 25
Number of Capital Improvement Projects Completed 3
Major Budget Changes
The Housing Division will experience significant budget changes in FY 24/25. Although sustained levels of funding are expected in CDBG, HOME and ESG entitlement programs and the HCD ESG program, there will also be significant funding reductions related to the expiration of one-time HUD ESG-COVID and HCDCOVID funds. New funding from HUD HOME ARP and awarded Cal ICH grants award will partially offset this funding loss and will enhance the Division’s current homeless services component. 97 FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
3115 PPI ED Technical Assistance 284 38,936 40,818
3220 Housing & Community Development 1,382,861 2,109,140 4,166,470 1,890,710 3221 Rehabilitation 4,800
3240 Special Programs 8,181,258 4,897,255 18,583,380 657,980 3241 City of Salinas Fair Housing 238 9,653 37,469
3245 County ARPA 1,455,546 588,218
3310 County of Monterey 189,536
7420 Local Housing Trust Fund Program 2,000,000
3242 Salinas Outreach & Response 1,529,568 666,630
3248 Emergency Motel Program 4,912,436 605,910
Total 9,758,976 8,510,530 31,858,358 3,821,230
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,291,726 1,845,916 5,143,079 3,569,750 62 - Supplies & Materials 99,535 31,992 85,925 9,500
63 - Outside Services 832,721 1,705,101 11,026,711 234,980 64 - Other Charges 25,020 52,693 2,280,681 3,000
66 - Capital Outlays 152,178 1,411 5,232,800 4,000
69 - Financial Assistance 7,357,797 4,873,416 8,089,163 Total 9,758,976 8,510,530 31,858,358 3,821,230
COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
98 COMMUNITY DEVELOPMENT DEPARTMENT
Housing and Community Development
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 362,239 410,756 837,405 425,920
2602 HSA - Affordable Housing 13,988 505,497 2,846,428 1,000 2603 Local Housing Trust Fund 2,000,000
2910 Community Development 940,885 1,063,291 7,030,477 726,020 2911 CDBG - COVID-19 481,921 220,572 270,660 251,530
2930 Home Investment Partnership 113,071 167,580 2,162,788 434,120 2931 Home American Rescue Plan 7,780 80,337 90,048 220,120 2940 Emergency Shelter Grant 186,640 251,832 231,612 55,810 2941 Emergency Solutions Grant 205,973 225,835 270,371 65,990 2942 CA Emergency Solutions & Housing 157,793 392,425 417,134 59,290 2943 ESG-CV HUD 2,795,663 634,430 172,280
2944 ESG-CV HCD 3,053,530 419,004
2945 Housing - Other Agency Match 189,536 415,291 307,014 2947 Project Room Key Motel Program 1,241,387 2,017,366 588,218 2951 SB2 7,959 28,710 293,235 111,650
2954 Encampment Resolution Fund 610 988,436 11,091,472 1,172,030 2956 Family Homeless Challenge 689,167 1,979,216 158,460 2530 Residential Rental Registry 400,000 80,000
3186 United Way 870,000 59,290
Total 9,758,976 8,510,530 31,858,358 3,821,230
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3115 PPI ED Technical Assistance 0.300 0.300
3220 Housing & Community Development 6.185 6.610 10.780 9.450 3221 Rehabilitation 0.035
3240 Special Programs 2.577 4.065 5.585 4.500
3241 City of Salinas Fair Housing 0.275 0.275
3242 Salinas Outreach & Response 1.000 6.450
3248 Emergency Motel Program 4.600
7418 ERAP2 - Emergency Rental Assist. 1.000
8162 Salinas Homeless Motel Program 0.110
9021 Housing Production Fund 0.410 0.610
Total 8.797 12.770 18.550 25.000
99 COMMUNITY DEVELOPMENT DEPARTMENT
3181 Downtown Streets Team
Purpose
This activity will provide street outreach, case management, employment, and housing navigation services to individuals experiencing homelessness in the City of Salinas through the gateway and volunteer to work programs. In addition, DST will provide clean up services at homeless encampments with a focus on City parks, neighborhoods and along waterways.
100
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 189,876 577,246 590,000
Total 189,876 577,246 590,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 189,876 577,246 590,000
Total 189,876 577,246 590,000
COMMUNITY DEVELOPMENT DEPARTMENT
3181 Downtown Streets Team
101
COMMUNITY DEVELOPMENT DEPARTMENT
3279 Homelessness Service Coordination
Purpose
This activity will assist with inter-departmental coordination of City Health and Safety Days and Service Coordination and System Improvement efforts. Funding will be used to assist the City with engagement strategies to address individuals experiencing homelessness in Salinas. Efforts include, but are not limited to administrative coordination and consultation, 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 also support the purchase of tools for clean-up events and sanitation stations at various homeless encampments. 102
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 421
63 - Outside Services 19,602 1,298,502 200,000
Total 19,602 1,298,923 200,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 19,602 298,923 200,000
1200 Measure G 1,000,000
Total 19,602 1,298,923 200,000
COMMUNITY DEVELOPMENT DEPARTMENT
3279 Homelessness Service Coordination
103
COMMUNITY DEVELOPMENT DEPARTMENT
3328 East Area Specific Plan (EASP)
Purpose
This activity entails the preparation of a city-driven specific plan for the East Future Growth Area. A professional services agreement with Placeworks was approved in January 2024 for the development of the East Area Specific Plan (EASP). 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 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, Fund 3328 – East Area Specific Plan is identified as the only funding source for this planning effort. In the future, planning grants, developer fees, and the General Plan/Zoning maintenance fee may be used to offset costs.
104
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 350,000 350,000
Total 350,000 350,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2513 General Plan 350,000 350,000
Total 350,000 350,000
COMMUNITY DEVELOPMENT DEPARTMENT
3328 East Area Specific Plan (EASP)
105
COMMUNITY DEVELOPMENT DEPARTMENT
3701 General Plan
Purpose
This activity is for the update and maintenance of the City's General Plan to be in compliance with State Code. From January 2021 through 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. This General Plan Update will include a new Environmental Justice Element.
A Zoning Code Update for General Plan implementation will begin in FY 24/25 and is estimated to take 18 to 24 months.
106
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 8,714 100,770 83,680
63 - Outside Services 21,291 1,506,268 643,038
64 - Other Charges 5,000
Total 30,005 1,612,038 726,718
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2513 General Plan 30,005 1,612,038 726,718
Total 30,005 1,612,038 726,718
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3701 General Plan 1.000 1.000
Total 1.000 1.000
COMMUNITY DEVELOPMENT DEPARTMENT
3701 General Plan
107
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1355 Economic Development
Comm Dev Analyst - Limited Term 1.000
Economic Development Analyst 1.000 1.000 1.000
Planning Manager 1.000
Sr Economic Development Manager 1.000 1.000
1355 Economic Development Total 0.000 2.000 2.000 3.000 3111 Adv Planning & Project Imp
Administrative Aide
Associate Planner 1.869 2.000 2.000 2.000
Asst Community Development Dir 0.881 0.880
Comm Dev Analyst - Limited Term 1.000 0.700 0.700
Comm Outreach Asst-Limited Term 0.600
Management Analyst 1.000 0.750 0.750 1.000
Office Technician 1.000
Planning Manager 1.000 1.000 1.000
Project Coordinator 1.000
Revenue Officer 0.100
Senior Planner 1.000 2.000 2.000 2.000
3111 Adv Planning & Project Imp Total 7.850 7.930 6.450 6.000 3353 Code Enforcement
Administrative Aide 2.000 2.000 1.000 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 2.000 2.000 5.000 4.000
Code Enforcement Officer II 2.000 3.000 1.000
Senior Code Enforcement Officer 1.000 1.000 1.000 1.000 3353 Code Enforcement Total 9.000 10.000 10.000 10.000
3461 Administration
Administrative Aide 1.000 1.000 1.000 1.000
Asst Community Development Dir 1.000 1.000
Community Development Dir 0.853 0.750 0.750 0.750
Office Technician 1.000 1.000 1.000
Revenue Officer 0.100
3461 Administration Total 1.853 2.850 3.750 3.750
COMMUNITY DEVELOPMENT DEPARTMENT
Workforce
108
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
COMMUNITY DEVELOPMENT DEPARTMENT
Workforce
3462 Current Planning
Administrative Aide 1.000 1.000 1.000 1.000
Assistant Planner 3.000 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
Senior Planner 1.000 1.000 1.000 1.000
3462 Current Planning Total 7.000 7.000 7.000 7.000
Housing & Community Development
Administrative Analyst I 1.000 1.000
Admin Analyst I-Limited Term 3.000
Associate Planner 0.131
Asst Community Development Dir 0.119 0.120
Comm Dev Analyst - Limited Term 2.000 1.300 2.300 3.000 Comm Outreach Asst-Limited Term 3.000 6.000 8.000
Community Dev Analyst 4.000 5.000 4.000 4.000
Community Development Dir 0.147
Homeless Services Manager 1.000 1.000 1.000
Homeless Svcs Manager-Limited Term 1.000
Management Analyst 0.250 1.250 1.000
Planning Manager 2.000 1.000 1.000 1.000
Revenue Officer 0.400 0.100
Sr Accounting Technician 1.000 1.000
Sr Community Development Analyst 1.000 1.000 1.000
Housing & Community Dev Total 8.797 12.770 18.550 25.000 3701 General Plan
Comm Outreach Asst-Limited Term 1.000 1.000
3701 General Plan Total 0.000 0.000 1.000 1.000
Total 34.500 42.550 48.750 55.750
109
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110
FINANCE DEPARTMENT
Organizational Chart by Division
FINANCE
DIRECTOR
ADMINISTRATION ACCOUNTING BUDGET PURCHASING REVENUE AND
LICENSING
INFORMATION
TECHNOLOGY
111
FINANCE DEPARTMENT
Organizational Chart by Position
FINANCE
DIRECTOR
Assistant
Finance Director
Senior Finance
Management
Analyst
Finance
Management
Analyst
Accounting
Manager
Senior
Accountant
Senior
Accounting Clerk
(A/R)
Senior
Accounting Clerk
(Revenue)
Senior
Accountant
Sr. Accounting
Technician
(Grants)
Senior
Accounting
Technician
Payroll
Supervisor
Payroll
Technician
Office Assistants
(Temp)
Senior Buyer
Sr. Accounting
Technician (A/P)
Information Systems
Manager
Management
Analyst
Print Shop
Technician
IT Technician I
(2 - Temp)
Office
Technician
(2 - Temp)
Administrative
Aide (Temp)
Integration and
Applications
Administrator
Business
Systems Analyst
(2)
Computer
Systems
Administrator
Network
Systems
Administrator
IT Technician II
(3)
IT Technician I
(2)
Network
Systems
Specialist
Cybersecurity
Specialist
Admin Analyst
112
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113
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 2023-24
1. Worked collaboratively with departments to balance the fiscal year 2023-24 budget.
2. Completed the annual audited financial statements and Single Audit of Federally Assisted Grant Programs (Single Audit).
3. Improved the calculation of available fund balances.
4. Supported all bargaining units/labor negotiations with labor costing and budgetary/financial updates.
5. Continued to manage, facilitate and support the Measure E and G Committee and the Finance Committee.
City Council Goals, Strategies, and Objectives for Fiscal Year 2024-25 Operational Efficiencies
1. Seek training opportunities for staff, apprising them of Governmental Accounting Standards Board (“GASB”) pronouncements the City is required to implement.
2. Complete the annual audited financial statements and Single Audit by December 31st.
3. Continue to receive unmodified opinions on the City’s financial statements and compliance for major federal award programs (Single Audit).
4. Develop City’s first annual comprehensive financial report (“ACFR”) and earn Government Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting.
5. Continue to implement and improve financial systems. 114
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
2030 Finance Administration 452,140 568,793 830,318 623,590 2031 Accounting 1,346,783 1,459,677 1,706,507 1,696,840 2032 Purchasing 165,798 161,673 170,134 227,500
2033 Information Technology 2,062,825 1,906,372 4,474,352 4,830,649 2034 Revenue & Licensing 391,851 448,033 413,796 340,020 2035 Budget Engagement 4,000 11,700 12,700
2036 Budget 401,830
Total 4,419,397 4,548,549 7,606,806 8,133,129
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 3,782,489 3,436,726 4,240,416 4,729,980 62 - Supplies & Materials 15,098 12,889 120,800 121,900 63 - Outside Services 286,280 702,814 2,488,647 2,470,308 64 - Other Charges 12,538 7,210 13,650 41,448
66 - Capital Outlays 323,298 388,910 743,293 769,493
67 - Store Inventory (306)
Total 4,419,397 4,548,549 7,606,806 8,133,129
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,745,821 3,920,671 6,900,158 7,474,749 1100 Measure E 58,297 55,564 66,000 59,000
1200 Measure G 615,279 572,314 640,648 599,380
Total 4,419,397 4,548,549 7,606,806 8,133,129
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2030 Finance Administration 2.000 3.000 3.000 3.000
2031 Accounting 10.000 10.000 10.000 8.000
2032 Purchasing 1.000 1.000 1.000 1.000
2033 Information Technology 13.000 14.000 15.000 15.000 2034 Revenue & Licensing 2.000 2.000 2.000 2.000
2036 Budget 2.000
Total 28.000 30.000 31.000 31.000
FINANCE DEPARTMENT
Summary
115
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.
116
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 422,120 449,849 512,680 568,590 62 - Supplies & Materials 608 1,216 5,500 5,000
63 - Outside Services 13,485 114,826 289,338 44,500
64 - Other Charges 8,508 965 1,500 5,500
66 - Capital Outlays 7,420 1,938 21,300
Total 452,140 568,793 830,318 623,590
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 452,140 568,793 830,318 623,590
Total 452,140 568,793 830,318 623,590
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2030 Finance Administration 2.000 3.000 3.000 3.000
Total 2.000 3.000 3.000 3.000
FINANCE DEPARTMENT
2030 Finance Administration Division
117
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.
118
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,279,021 1,234,112 1,396,184 1,180,540 62 - Supplies & Materials 21,610 27,258 31,000 30,600
63 - Outside Services 19,840 161,441 244,673 455,600
64 - Other Charges 445 1,025 2,150 6,000
66 - Capital Outlays 25,867 35,840 32,500 24,100
Total 1,346,783 1,459,677 1,706,507 1,696,840
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,201,633 1,299,764 1,531,091 1,691,340 1100 Measure E 7,000
1200 Measure G 145,150 159,914 168,416 5,500
Total 1,346,783 1,459,677 1,706,507 1,696,840
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2031 Accounting 10.000 10.000 10.000 8.000
Total 10.000 10.000 10.000 8.000
FINANCE DEPARTMENT
2031 Accounting Division
119
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.
120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 161,694 158,742 164,434 220,800 62 - Supplies & Materials 1,176 72 2,000 500
63 - Outside Services 2,789 2,458 3,200 3,200
64 - Other Charges 446 400 500 3,000
67 - Store Inventory (306)
Total 165,798 161,673 170,134 227,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 165,798 161,673 170,134 227,500
Total 165,798 161,673 170,134 227,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
121
FINANCE DEPARTMENT
2033 Information Technology Division
Purpose
Information Systems provides oversight for all City-wide information services related to application systems analysis, design, programming and support; data communications including local and wide-area network computer system management and operations; central computer and end-user PC integration and support; telecommunication operation and analysis; reprographic and mail services.
Division Operations
1. Provide programming, operational and systems development and software acquisition assistance to departments.
2. Provide additional training to users to enhance their utilization of the computer and telephone systems.
3. Begin the migration to Windows 11 from Windows 10.
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. Collaborate with internal stakeholders on technology strategic initiatives and governance.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of help desk tickets handled 7,772 4,300 4,000 4,700 5,000 Number of special projects started 45 35 40 40 20
Number of special projects completed 0 0 10 15 20
Major Budget Changes
The Information Technology Division will continue network infrastructure upgrades, maintain equipment lifecycles, and pursue cybersecurity initiatives through the purchase of software and professional services. 122
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,639,101 1,364,579 1,917,052 2,122,900 62 - Supplies & Materials (14,154) (23,856) 74,300 69,300 63 - Outside Services 162,254 215,835 1,794,007 1,877,008 64 - Other Charges 3,140 4,613 8,500 20,948
66 - Capital Outlays 272,484 345,200 680,493 740,493
Total 2,062,825 1,906,372 4,474,352 4,830,649
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,660,921 1,565,247 4,053,070 4,497,729 1100 Measure E 53,075 50,827 58,000 58,000
1200 Measure G 348,829 290,299 363,282 274,920
Total 2,062,825 1,906,372 4,474,352 4,830,649
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2033 Information Technology 13.000 14.000 15.000 15.000 Total 13.000 14.000 15.000 15.000
FINANCE DEPARTMENT
2033 Information Technology Division
123
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.
124
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 280,554 229,444 249,866 276,020 62 - Supplies & Materials 5,858 5,167 5,500 9,000
63 - Outside Services 87,912 207,491 149,430 54,000
66 - Capital Outlays 17,527 5,931 9,000 1,000
Total 391,851 448,033 413,796 340,020
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 265,329 321,194 303,846 205,330
1100 Measure E 5,222 4,738 1,000 1,000
1200 Measure G 121,300 122,102 108,950 133,690
Total 391,851 448,033 413,796 340,020
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
125
FINANCE DEPARTMENT
2035 Budget Engagement Division
Purpose
Provide necessary financial support to engage community on desired budget priorities as part of the annual development process. Specifically, the budget in this division funds the purchases of required supplies and materials to assist in online surveys, “pop up activities”, community budget meetings, and other initiatives aimed at gathering input from the community to assist in preparation of the annual Operating and Capital budgets.
Major Budget Changes
None.
126
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 200 200
62 - Supplies & Materials 3,031 2,500 2,500
63 - Outside Services 763 8,000 9,000
64 - Other Charges 207 1,000 1,000
Total 4,000 11,700 12,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 4,000 11,700 12,700
Total 4,000 11,700 12,700
FINANCE DEPARTMENT
2035 Budget Engagement Division
127
FINANCE DEPARTMENT
2036 Budget Division
Purpose
Provide coordination and direction of all budget operations of the City. This includes monitoring fund balances, appropriations, revenues, expenditures, transfers, reserves, and personnel costs.
Division Operations
1. Coordinate the preparation of the annual operating and capital budgets.
2. Coordinate the preparation of the mid-year operating and capital budgets.
3. Coordinate the preparation of the quarterly financial reports for the Measure E/G Committees.
4. Assist Accounting Division in year-end close process and production of annual financial statements.
5. Perform labor costing and maintain alignment between position budgeting and position control.
6. Special projects and high-level financial analysis.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Present mid-year budget review to City
Council in February 1 1 1 1 1
Present annual Operating and Capital budgets
by first meeting in June 1 1 1 1 1
Adoption by City Council of City-wide budget
prior to the start of the fiscal year on July 1 1 1 1 1 1 Present timely and accurate financial reports
for Measure E and Measure G Committees 1 1 1 1 1
Major Budget Changes
Newly established Budget Division in FY 23-24. 2.0 FTE moved from Accounting Division to Budget Division.
128
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 360,930
62 - Supplies & Materials 5,000
63 - Outside Services 27,000
64 - Other Charges 5,000
66 - Capital Outlays 3,900
Total 401,830
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 216,560
1200 Measure G 185,270
Total 401,830
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2036 Budget 2.000
Total 2.000
FINANCE DEPARTMENT
2036 Budget Division
129
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 2030 Finance Administration
Administrative Analyst I 1.000
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 3.000 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
Payroll Supervisor 1.000 1.000 1.000 1.000
Payroll Technician 1.000
Purchasing Technician 1.000 1.000 1.000
Senior Accountant 2.000 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 2.000
Finance Management Analyst 2.000 2.000 2.000
2031 Accounting Total 10.000 10.000 10.000 8.000
2032 Purchasing
Senior Buyer 1.000
Sr Purchasing Tech 1.000 1.000 1.000
2032 Purchasing Total 1.000 1.000 1.000 1.000
2033 Information Technology
Computer Systems Administrator 1.000 1.000 1.000 1.000
Network System Specialist 1.000 1.000 1.000 1.000
Network/Sys Administrator 1.000 1.000 1.000 1.000
Telecom Service Tech 1.000 1.000
Management Analyst 1.000 1.000
Information Technologies Tech I 2.000 2.000 2.000 2.000 Information Technologies Tech II 2.000 2.000 3.000 3.000 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 1.000 1.000
Assistant Director of IT 1.000
Business Systems Analyst 2.000 2.000
FINANCE DEPARTMENT
Workforce
130
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
FINANCE DEPARTMENT
Workforce
Cybersecurity Specialist 1.000 1.000
Technology & Innovation Officer 1.000
Information Systems Manager 1.000 1.000 1.000
Integration/Applications Admin 1.000 1.000 1.000
2033 Information Technology Total 13.000 14.000 15.000 15.000 2034 Revenue & Licensing
Sr Accounting Clerk 1.000 1.000 1.000 1.000
Sr Accounting Technician 1.000
Revenue Technician 1.000 1.000 1.000
2034 Revenue & Licensing Total 2.000 2.000 2.000 2.000
2036 Budget
Finance Management Analyst 1.000
Sr Finance Management Analyst 1.000
2036 Budget Total 2.000
Total 28.000 30.000 31.000 31.000
131
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132
FIRE DEPARTMENT
Organizational Chart by Division
FIRE CHIEF
ADMINISTRATION PREVENTION
TRAINING /
SPECIAL
OPERATIONS
DISASTER
PREPAREDNESS
VEHICLE
MAINTENANCE
EMERGENCY
MEDICAL
SERVICES
HAZARDOUS
MATERIALS
RESPONSE
SUPPRESSION
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
Division Chief
Fire Marshal
Administrative
Analyst
Office
Technician
Fire Inspector
II (3)
Fire Inspector
(PT - 3)
Division Chief
Training
Administrative
Captain
Training PTC
(3 - FF)
Division Chief
EMS
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 2023-2024
1. Grants – Staffing for Adequate Fire and Emergency Response (SAFER) - The Fire Department is expanding its workforce to accommodate the growing needs of the city's west area and to meet the stringent standards set by the National Fire Protection Association (NFPA). We are pleased to announce that the Fire Department has successfully secured the SAFER grant, resulting in the allocation of $4,740,042.15 to fund 9 full-time benefited positions. Recruitment efforts are underway, with an academy scheduled to commence in June 2024.
Assistance to Firefighters Grant (AFG) 2022 – In collaboration with Monterey Fire, the Salinas Fire Department has fully expensed funding available through the AFG program to train 4 new Paramedics, enhancing emergency medical response capabilities.
Bay Area UASI Grant - The Fire Department is actively utilizing allocated funds to modernize the regional Mobile Command and Communications Vehicle. Progress has been made during the fiscal year 2023-2024, with upgrades aimed at bolstering interoperable communications between the Monterey County Next Generation Emergency Network (NGEN) and the Bay Area Regional Interoperable Communications System (BARICS). We anticipate the communications vehicle to be fully operational during the fiscal year 2024-2025.
Assistance to Firefighters Grant (AFG) 2023 – In the ongoing commitment to firefighter safety, the Fire Department has applied for assistance exceeding $300,000 for the replacement of exhaust extractor safety equipment across all stations. These extractors play a crucial role in safeguarding our firefighters against carcinogenic exposures known to cause cancer.
2. Recruitment and Hiring – The Salinas Fire Department successfully completed an academy of 6 Firefighter Recruits, who subsequently went into the field in September of 2023. This has helped the department’s staffing offset the effects of turnover, industrial leave injury cases and overtime costs.
Recruitment Taskforce - Salinas Fire has prioritized recruitment and retention efforts by creating a wellstructured recruitment taskforce that targets local candidates. The task force is comprised of personnel of all ranks and recurringly engages the community at multiple events including elementary, middle school, high school and college career fairs, community outreach events, mock interview events for students, visiting local EMT and fire science classes and more. 135
FIRE DEPARTMENT
Summary
Explorer Program – Salinas Fire has now successfully hosted the Explorer Program for one full year.
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 pursue a partnership with Mission Trails Regional Occupational Program (MTROP) to attract and train local youth for a career of service with the City of Salinas Fire Department. This supports the City Council’s strategic goal of local recruitment and diversity in the City’s workforce.
3. Emergency Medical Services – The Salinas Fire Department has seen an 8% increase in medical emergencies since last fiscal year. Four firefighters completed paramedic school in 2023, bringing our total number of medics up to 28. Six additional Lucas mechanical CPR devices were purchased and placed into service. As a result, all fire apparatus are now equipped with this life-saving equipment. The devices aid Salinas firefighters when treating patients in cardiac arrest and are proven to have higher rates of resuscitation.
4. Promotional Exams –The Fire Department has completed numerous internal promotional testings 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 allocation of ARPA funding to the Fire Department, significant strides have been made in planning much-needed renovations and addressing deferred maintenance issues at Fire Stations 1-6. Renovation work is projected to commence by January 2025. Furthermore, the City Council has approved enhancements to the west wing of City Hall, which are nearing completion. These upgrades will merge the fire administration and prevention offices into a unified space, fostering greater efficiency in staff supervision and customer service. This consolidation will provide a shared workspace for fire department administrative and prevention personnel, as well as versatile training facilities that can double as the City’s Emergency Operations Center (EOC) during emergencies. As a result of these changes, vacant office spaces in the permit center will be repurposed to facilitate the expansion of community development programs, services, and staffing.
7. Expansion of Coverage – The Department is actively pursuing the acquisition of land for Fire Station 7 in the Future Growth Area. A suitable lot has been identified, and ownership of the land is anticipated by July 2024. The Salinas Fire Department is ready to proceed with a needs assessment for Fire Station 7 and has commenced exploring funding options.
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. 136
FIRE DEPARTMENT
Summary
City Council Goals, Strategies, and Objectives for FY 2024-25 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.
Housing/Affordable Housing:
1. The Salinas Fire Department will remain an ally in the goal of increasing opportunities in this arena. Supporting expeditious plan review and permitting as well as timely inspections of new projects are ways the department contributes to this goal.
Infrastructure and Environmental Sustainability:
1. The Salinas Fire Department will utilize current and future funding appropriations to prioritize and complete a host of repairs and alterations to fire stations throughout the city to ensure continuity of emergency services. Facilities will be upgraded to emerging “green standards” where feasibly and economically viable to do so.
2. The Salinas Fire Department’s training division is seeking ways to improve the delivery of mandated firefighter training and develop centralized facilities while decreasing our carbon footprint. Limiting the movement of apparatus helps to reduce fuel consumption and vehicle wear while increasing the number of available unit hours to respond to emergencies. The division is actively planning for the demolition of the current tower with a new tower being built in the same location, with construction and completion planned for 2024.
Public Safety:
1. Engage neighborhoods:
a. Neighborhood fire stations will continue to host education events. Fire Prevention Week activities will return with a focus on educating youth and underrepresented population.
2. Invest in prevention and intervention programs:
a. It is a continued goal to increase staffing in the fire prevention division to address a long-standing need to expand fire and life-safety inspections to include business and commercial occupancies. This program will help protect critical investments in the community, economic development, housing, and quality of life.
3. Evaluate staffing levels of public safety personnel:
a. Assuring adequate staffing of all apparatus, in compliance with the National Fire Protection Association (NFPA) NFPA-1710 standard is a priority for the Salinas Fire Department. By ensuring that a minimum number of firefighters arrive at the scene of a structural fire within 15 minutes or less, as defined by the NFPA standard as an Effective Response Force (ERF), fire and economic loss is drastically reduced for every minute this force is in place.
137
FIRE DEPARTMENT
Summary
b. Adequately staffing the department’s two aerial apparatus aides in compliance with the NFPA 1710 standard and eliminates the need to commit additional apparatus to every fire incident in order to be in compliance. This allows for fire apparatus to remain available for additional calls for service.
c. Increases to suppression staffing will also reduce the City’s dependence on mutual-aid resources from neighboring jurisdictions. These jurisdictions have expressed concern over their frequent commitment of resources to Salinas to backfill during periods of high call volume.
4. Hire locally for public safety positions:
a. The fire department fully appreciates the benefits of a locally sourced workforce that is representative of the community we serve. Recruitment efforts extend to local community colleges, high schools, athletics programs, and a social media campaign highlighting opportunities for a diverse population of potential employees.
5. Maintain effective code enforcement practices:
a. As the community expands and diversifies, so too will the efforts of the fire department in the realm of effective enforcement. The fire prevention division will strive to assure timely inspection of housing units and continue to partner with the City’s code enforcement division to protect the safety of tenants from unsafe housing conditions. b. The Salinas Fire Department has expanded the pool of qualified unmanned aerial vehicle (UAV) pilots that will contribute in the augmented Illegal fireworks enforcement efforts in partnership with the Salinas Police Department. Inventive methods of combating the problem of illegal fireworks will continue to be developed with the goal of making the use of illegal fireworks socially unacceptable and subject to stringent consequences for violators.
Youth and Seniors:
1. It is the department’s desire to strengthen the path for local youth to learn about the fire service through the Regional Occupational Program. The training division will continue to engage and accessible opportunities for youth to participate in the Fire Department’s Explorer Program.
With the department’s participation in the South Bay Regional Training Academy and new Paramedic training program, Salinas youth could be given the opportunity for scholarships and/or sponsorship into the accredited fire academy. These programs create a straight-line pathway to hiring and promoting local youth.
2. Major Budget Changes
Not included in the FTE count are overhires of 6.0 Firefighters. 138
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
4505 Fire Administration 710,678 935,507 1,323,626 1,055,945 4510 Suppression 23,702,430 25,404,677 25,309,594 24,854,970 4520 Emergency Medical Services 1,350,640 1,538,084 1,671,954 1,809,700 4530 Prevention 870,036 1,110,576 1,251,826 1,340,269
4540 Training 437,911 647,676 686,251 803,930
4560 Vehicle Maintenance 380,422 458,170 460,398 423,520 4570 Hazardous Material Control 317,226 379,018 454,617 344,700 Total 27,769,343 30,473,708 31,158,266 30,633,034
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 25,910,601 27,858,362 28,292,906 28,476,970 62 - Supplies & Materials 713,573 922,856 1,319,660 932,449 63 - Outside Services 982,655 1,284,457 706,319 687,975 64 - Other Charges 74,213 206,997 188,355 174,600
65 - Debt Service 184,240 184,240
66 - Capital Outlays 88,301 201,037 466,786 176,800
Total 27,769,343 30,473,708 31,158,266 30,633,034
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 24,469,474 27,108,568 27,105,567 27,072,524 1100 Measure E 88,569 49,029
1200 Measure G 1,892,737 1,848,094 2,503,541 1,801,810
2501 Emergency Medical Service Fund 1,306,043 1,468,017 1,541,758 1,758,700 2508 Contributions & Donations 12,521 7,400
Total 27,769,343 30,473,708 31,158,266 30,633,034
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4505 Fire Administration 2.000 3.000 4.000 3.000
4510 Suppression 89.000 92.000 92.000 92.000
4520 Emergency Medical Services 1.000 1.000 1.000 1.500 4530 Prevention 5.000 6.000 6.000 6.000
4540 Training 1.000 1.000 1.000 1.500
Total 98.000 103.000 104.000 104.000
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Firefighters Per Capita (per 1000) 0.54 0.54 0.55 0.56 0.60 Authorized Staffing 89 89 108 92 98
Overtime Costs-Reg/Hol/FLSA/HO/Min Staff/EC $ 2,690,696 $ 2,892,376 $ 1,200,000 $ 1,500,000 $ 1,200,000 Dollar Value of Grant Applications $ 5,300,000 4,700,000 $ 300,000 Dollar Value of Grants Awarded $ 5,500,000 4,700,000 $ 300,000 Major Budget Changes
1. None
140
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 644,808 760,731 1,167,670 900,120 62 - Supplies & Materials 22,115 6,128 27,073 19,600
63 - Outside Services 37,284 135,532 103,856 84,425
64 - Other Charges 6,273 26,232 13,800 13,800
66 - Capital Outlays 198 6,883 11,227 38,000
Total 710,678 935,507 1,323,626 1,055,945
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 685,734 920,041 1,293,926 1,031,645
1200 Measure G 12,423 15,465 22,300 24,300
2508 Contributions & Donations 12,521 7,400
Total 710,678 935,507 1,323,626 1,055,945
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4505 Fire Administration 2.000 3.000 4.000 3.000
Total 2.000 3.000 4.000 3.000
FIRE DEPARTMENT
4505 Fire Administration Division
141
FIRE DEPARTMENT
4510 Suppression Division
Purpose
The Suppression and Rescue Division is responsible for protecting life, property, and the environment from the hazards of fire, explosions, and hazardous materials incidents and for providing ALS emergency paramedic services. These services are provided 24-hours a day through one (1) Deputy Fire Chief and three (3) Battalion Chiefs who command three (3) platoons of Captains, Engineers, Firefighters, and Firefighter/Paramedics. These personnel are the initial responders to all incidents for emergency service and comprise the majority of funded positions within the organization. These teams responded to over 17,000 incidents last year with a daily minimum staffing of 24 personnel assigned to six (6) fire engines, two (2) ladder trucks, and a hazardous materials incident response unit. Additional emergency response equipment includes a Command Vehicle, Type III (wildland) Engine, Aircraft Rescue Firefighting (ARFF) engine, and numerous command and staff vehicles.
Division Operations
1. Respond, within response time goals, to all emergency and non-emergency requests for service with the appropriate number of personnel for the incident reported.
2. Eliminate the threats to life, property, and the environment following the arrival of fire companies at an emergency or non-emergency incident.
3. Maximize property saved values from fire threat after the arrival of fire companies.
4. Continually update policies, procedures and staffing as new techniques and technologies become available and funding allows.
5. Develop fire personnel through career track development, education, and training.
6. Administer, update, and maintain emergency communications agreements, equipment, and systems to ensure effective and efficient delivery of emergency services to the City of Salinas.
7. Provide management and operational oversight to all divisions of the department.
8. Ensure the timely maintenance, testing, and repair of facilities, tools, equipment, hoses, and appliances.
9. Provide for fire stations supplies and materials.
10. Maintain communication and coordination with mutual aid and automatic aid agencies to ensure efficient resource availability for efficient emergency response.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
4 Minute Response - NFPA Standard 48.70% 49.00% 90% 48% 90% 4-6 Minute Response - General Plan Service
Standard 45.70% 44.90% 90% 45% 90%
15 Firefighters at structure fires within 8
minutes - NFPA Standard 67.00% 79.00% 90% 71% 90%
Total Structure Fires 60 68 100 75 75
Total Other Type Fires 1007 855 300 900 900
Major Budget Changes
1. Provides funding for the replacement of safety equipment.
2. Provides funding for the replacement of IT communications equipment. 142
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 22,493,949 23,930,431 23,654,868 23,760,830 62 - Supplies & Materials 368,568 466,357 813,693 448,400 63 - Outside Services 764,337 799,512 280,213 317,200
64 - Other Charges 11,689 45,232 45,586 45,000
65 - Debt Service 184,240 184,240
66 - Capital Outlays 63,888 163,146 330,995 99,300
Total 23,702,430 25,404,677 25,309,594 24,854,970
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 22,077,447 23,823,796 23,071,599 23,297,430 1200 Measure G 1,624,984 1,580,881 2,237,995 1,557,540
Total 23,702,430 25,404,677 25,309,594 24,854,970
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4510 Suppression 89.000 92.000 92.000 92.000
Total 89.000 92.000 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) Division Chief, three (3) EMS Platoon Training Coordinators, and one part-time administrative clerk. Advance Life Support care is provided by twenty-eight (28) firefighter/paramedics on three separate shifts. The mission is to respond to Emergency Medical (EMS) incidents and begin early lifesaving treatment to the ill and injured in collaboration with the contracted ambulance transport provider. Fire Department paramedics often continue the care of critical patients during transport to local hospitals. The EMS Division is an active participant and leader in the Monterey County Emergency Medical Services System.
Division Operations
1. Prioritize community safety, patient outcomes, and the prevention of firefighter injuries.
2. Respond to all 911 medical emergencies and provide Advanced Life Support, offering life-saving critical care and enhancing the community’s quality of life.
3. Provide medical training and continuing education to all Fire Department personnel that meets or exceeds State of California and Monterey County policies, procedures, and standards. Provide Tactical Paramedic service for law enforcement SWAT operations.
4. Provide Advanced Life Support standby service for special events sponsored by the City of Salinas.
5. Acts as the Designated Infectious Disease Control Officer for the City of Salinas.
6. Ensure that the Department and all EMS personnel are compliant with Quality Assurance/Quality Improvement policies.
7. Employ an electronic narcotics storage and distribution system to remain compliant with DEA requirements.
8. Work to improve Emergency Medical Dispatch/Priority system to enhance efficiency of response models.
9. Represent the residents of Salinas by working with the Monterey County EMS Agency on developing the strategic plan for emergency medical services and the Request for Proposal for ambulance service provider.
10. Provide opportunities for EMT Firefighters to attend Paramedic School.
11. Pursue grant funding for medical training and equipment.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Paramedics 24 27 28 28 28
EMS Training Hours 1,004 1,270 1,836 1,070 1,200
Total EMS Responses 10,602 11,059 12,000 11,926 12,500
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 Paramedic Fire Fighters. 144
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,173,845 1,202,712 1,383,508 1,584,400 62 - Supplies & Materials 105,363 200,978 105,000 96,000 63 - Outside Services 48,782 112,838 58,400 65,400
64 - Other Charges 16,746 15,841 25,500 56,900
66 - Capital Outlays 5,904 5,715 99,546 7,000
Total 1,350,640 1,538,084 1,671,954 1,809,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 44,597 70,067 130,196 51,000
2501 Emergency Medical Service Fund 1,306,043 1,468,017 1,541,758 1,758,700 Total 1,350,640 1,538,084 1,671,954 1,809,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4520 Emergency Medical Services 1.000 1.000 1.000 1.500 Total 1.000 1.000 1.000 1.500
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Fire & Life Safety Education 15 11 25 15 20
Public Safety Demonstrations 18 3 30 5 10
Total Number of Fire Code/State Mandated
Inspections 2,315 1,349 2,500 950 2,000
Total Number of Commercial/Fire Permit
Inspections 1,021 987 1,500 1,000 1,500
Number of Fire Plan Checks 355 370 500 360 400
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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 795,416 1,039,818 1,083,644 1,175,320 62 - Supplies & Materials 13,703 20,438 96,932 98,449
63 - Outside Services 49,200 37,063 36,900 46,900
64 - Other Charges 11,220 12,142 21,350 9,600
66 - Capital Outlays 496 1,115 13,000 10,000
Total 870,036 1,110,576 1,251,826 1,340,269
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 659,043 961,571 1,146,980 1,221,799
1100 Measure E 88,569 49,029
1200 Measure G 122,424 99,976 104,846 118,470
Total 870,036 1,110,576 1,251,826 1,340,269
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4530 Prevention 5.000 6.000 6.000 6.000
Total 5.000 6.000 6.000 6.000
FIRE DEPARTMENT
4530 Prevention Division
148
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149
FIRE DEPARTMENT
4540 Training Division
Purpose
The Training Division’s mission is to provide fire department personnel with the highest standard of professionalism, safety, and expertise by providing organizational planning, self-development, conduct required training, special operations, and promotion of safe practices. The division is administered by one (1) Battalion Chief and three fire captain/platoon training coordinators, one assigned to each platoon at Fire Station 3.
Division Operations
1. Provide the training required to meet National Fire Protection Association (NFPA) standards, Federal & State Fire Training mandates, Insurance Services Office (ISO), and local requirements.
2. Ensure firefighter safety through the provision of structured training programs, physical, and mental health, and wellness.
3. Provide all firefighters a minimum of 120 training hours per year under the supervision of qualified trainers in a controlled environment.
4. Acquire and maintain training props and equipment for the safe administration of training programs.
5. Provide tractor drawn (tiller) training to 100% of fire suppression personnel.
6. Coordinate training with mutual aid and automatic aid agencies in accordance with state, regional, and local agreements, and contracts.
7. Provide oversight of the department’s firefighter recruit academy.
8. Provide oversight and accountability of the probationary firefighters after graduation from the academy.
9. 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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Total Number of Training Hours (Department) 27,150 30,100 30,000 30,000 30,000 Mandated Training Compliance (Department) - % 60% 65% 65% 65% 80% Number of Firefighters Trained - Class A Burn
Trailers 13 15 15 5 17
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.
150
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 352,720 454,737 480,301 632,580 62 - Supplies & Materials 21,700 21,673 44,000 46,500
63 - Outside Services 35,795 73,527 112,131 78,050
64 - Other Charges 9,882 81,658 38,319 24,300
66 - Capital Outlays 17,814 16,081 11,500 22,500
Total 437,911 647,676 686,251 803,930
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 379,343 569,918 629,851 764,430
1200 Measure G 58,569 77,758 56,400 39,500
Total 437,911 647,676 686,251 803,930
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4540 Training 1.000 1.000 1.000 1.500
Total 1.000 1.000 1.000 1.500
FIRE DEPARTMENT
4540 Training Division
151
FIRE DEPARTMENT
4560 Vehicle Maintenance Division
Purpose
The Vehicle Maintenance Division repairs and maintains all Fire Department vehicle and firefighting apparatus in accordance with National, State, DMV, NFPA and OSHA mandates. This is accomplished through scheduled preventive maintenance and on-demand repairs utilizing cross-trained firefighter mechanics. Repairs beyond the scope of fire mechanics are contracted out to qualified repair facilities.
The division is administered by a battalion chief, a senior fire captain/mechanic, and five (5) fire personnel who are cross trained as mechanics.
Division Operations
1. Maintain and support an efficient and safe fleet of emergency response vehicles minimizing onduty crew down time.
2. Maintain safe and functional auxiliary fire equipment.
3. Maintain fully functional reserve fire apparatus for use as frontline apparatus.
4. Track In-Service time of reserve and front-line apparatus.
5. Ensure all aerial and ground ladders are tested annually per manufacturer’s specifications and NFPA standards.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 148,473 136,993 143,398 138,020 62 - Supplies & Materials 174,573 199,475 216,481 205,500 63 - Outside Services 45,135 103,987 86,819 68,000
64 - Other Charges 12,241 17,715 13,700 12,000
Total 380,422 458,170 460,398 423,520
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 311,415 387,157 385,398 368,520
1200 Measure G 69,007 71,014 75,000 55,000
Total 380,422 458,170 460,398 423,520
FIRE DEPARTMENT
4560 Vehicle Maintenance Division
153
FIRE DEPARTMENT
4570 Hazardous Material Control Division
Purpose
The Hazardous Material Response Division is responsible for the effective control and initial mitigation of hazardous material emergencies in order to protect life, the environment and property. Eighteen (18) fire suppression personnel are cross-trained and equipped as Hazardous Materials Specialists. The Haz Mat Team also provides technical support, advice and training to Salinas businesses that utilize potentially hazardous materials in processing or manufacturing. Under the Monterey County Hazardous Materials Response Plan, the City’s Haz Mat Team provides emergency responses to the Salinas community and the County of Monterey through a contractual partnership consisting of the City of Salinas, City of Seaside and County of Monterey Department of Environmental Health. New developments for this Division include the necessary response to Chemical, Biological, Nuclear, Radiological and Explosive (CBRNE) and Weapons of Mass Destruction (WMD) training, equipment and capabilities. The division also now provides emergency response and training to San Benito County. The division is supervised by one (1) battalion chief (special operations) and six (6) HazMat Team leaders, deployed two per platoon.
Division Operations
1. Ensure the safety of Hazardous Materials Team members through scheduled training.
2. Respond to hazardous material emergencies and minimize impacts to the community.
3. Process Certified Unified Program Agency (CUPA) reimbursements.
4. Provide quarterly training for Hazardous Material Team members.
5. Provide annual mandated training in hazardous material first responder operations (FRO) level.
6. Ensure Hazardous Materials team members receive annual medical assessments.
7. Prepare and submit quarterly CUPA reimbursement reports.
8. Maintain State of California OES standards for Type I emergency operations response.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Total Training Hours 1,180 1,124 1,200 1,100 1,200
Annual CUPA Reimbursement $ 162,074 $ 366,024 $ 249,000 $ 249,000 $ 200,000 Major Budget Changes
None.
154
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 301,390 332,941 379,517 285,700 62 - Supplies & Materials 7,552 7,807 16,482 18,000
63 - Outside Services 2,123 21,997 28,000 28,000
64 - Other Charges 6,162 8,176 30,100 13,000
66 - Capital Outlays 8,096 518
Total 317,226 379,018 454,617 344,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 311,896 376,019 447,617 337,700
1200 Measure G 5,331 2,999 7,000 7,000
Total 317,226 379,018 454,617 344,700
FIRE DEPARTMENT
4570 Hazardous Material Control Division
155
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 1.000
Management Analyst 1.000 1.000 1.000 1.000
Administrative Fire Captain 1.000
4505 Fire Administration Total 2.000 3.000 4.000 3.000
4510 Suppression
Battalion Chief 3.000 3.000 3.000 3.000
Deputy Fire Chief 1.000 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 40.000 40.000 38.000
4510 Suppression Total 89.000 92.000 92.000 92.000
4520 Emergency Medical Services
Emergency Med Svcs Offcr 1.000 1.000 1.000
Administrative Fire Captain 0.500
Fire Division Chief 1.000
4520 Emergency Medical Services Total 1.000 1.000 1.000 1.500 4530 Prevention
Administrative Analyst I 1.000 1.000 1.000 1.000
Battalion Chief 1.000 1.000
BC/Fire Marshal 1.000
Fire Inspector 3.000 3.000 3.000 3.000
Office Technician 1.000 1.000 1.000
Fire Division Chief 1.000
4530 Prevention Total 5.000 6.000 6.000 6.000
4540 Training
Battalion Chief 1.000 1.000
Battalion Chief Trng 1.000
Administrative Fire Captain 0.500
Fire Division Chief 1.000
4540 Training Total 1.000 1.000 1.000 1.500
Total 98.000 103.000 104.000 104.000
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
Manager
Risk and Benefits
Analyst
Sr. Human Resources
Technician
Human Resources
Technician
Human Resources
Manager
Sr. Human
Resources Analyst
Human Resources
Analyst I
Human Resources
Technician (2)
Confidential Office
Technician
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, 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 2024-25
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; Implement SB533 Workplace Violence Prevention Plan in collaboration with employee units. (Strategic Goal: Effective and Culturally Responsive Government)
6. Streamline payroll for public safety - integration into New World ERP in progress. (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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
1140 Human Resources 1,532,676 1,759,959 1,954,493 2,037,310 Total 1,532,676 1,759,959 1,954,493 2,037,310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,233,622 1,297,769 1,445,040 1,660,260 62 - Supplies & Materials 48,097 50,078 19,250 19,250
63 - Outside Services 237,855 333,446 365,203 217,800
64 - Other Charges 13,102 27,974 60,000 65,000
66 - Capital Outlays 50,692 65,000 75,000
Total 1,532,676 1,759,959 1,954,493 2,037,310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,356,440 1,579,246 1,769,473 1,730,280 1200 Measure G 176,235 180,713 185,020 307,030
Total 1,532,676 1,759,959 1,954,493 2,037,310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1140 Human Resources 7.000 9.000 9.750 9.750
Total 7.000 9.000 9.750 9.750
HUMAN RESOURCES DEPARTMENT
Summary
161
HUMAN RESOURCES DEPARTMENT
1140 Human Resources Division
Department 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, and new employee orientation, to include live scan services for employment candidates and volunteers.
4. Administer employee health benefits, COBRA, employee leaves, workers’ compensation, 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, and 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.
9. Prepare and process payroll and personnel actions for Police, Fire, and Administration departments.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Recruitments 95 30 193 65
Applications Processed/Screened 1,616 1,000 3,000 1,000 New Hire Processing 99 80 129 90
New Employee Orientation 8 12 9 12
Trainings 30 25 25 25
Job Description Development & Review 19 20 25 20
Grievances & Discipline 4 0 16 0
Personnel Action Forms 1000 1,000 1,083 1,000
FMLA 43 40 48 40
COBRA 162 1,000 196 150
Health Enrollments/Changes 122 140 220 140
Major Budget Changes
None.
162
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,233,622 1,297,769 1,445,040 1,660,260 62 - Supplies & Materials 48,097 50,078 19,250 19,250
63 - Outside Services 237,855 333,446 365,203 217,800
64 - Other Charges 13,102 27,974 60,000 65,000
66 - Capital Outlays 50,692 65,000 75,000
Total 1,532,676 1,759,959 1,954,493 2,037,310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,356,440 1,579,246 1,769,473 1,730,280 1200 Measure G 176,235 180,713 185,020 307,030
Total 1,532,676 1,759,959 1,954,493 2,037,310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 1140 Human Resources 7.000 9.000 9.750 9.750
Total 7.000 9.000 9.750 9.750
HUMAN RESOURCES DEPARTMENT
1140 Human Resources Division
163
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 2.000 2.000 2.500 2.500
Human Resources Director 1.000 1.000 1.000 1.000
Confidential Office Technician 1.000 1.000 1.000
Sr Human Resource Analyst 2.000 2.000 2.000 1.000
Sr Human Resources Technician 1.000 1.000 1.000 1.000
Risk and Benefits Analyst 0.250 0.250
Human Resources Manager 2.000
1140 Human Resources Total 7.000 9.000 9.750 9.750
Total 7.000 9.000 9.750 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 (13)
REC SVCS.
Comm Svc.
Manager
Recreation
Coordinator
(5)
Sports
Program
Assistant
Senior Rec
Assistant (2)
COMM PARTNERSHIPS
& ENGAGEMENT
Community Safety Admin
Admin
Analyst
NEIGHBORHOOD
SERVICES
Neighborhood
Services
Coord (3)
COMMUNITY
ENGAGEMENT
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
(3.0 FTE)
Library Page
(1.0 FTE)
MOBILE
SERVICES
Library Tech
(1.0 FTE)
Library Clerk
(1.0 FTE)
CESAR CHAVEZ
LIBRARY
Librarian II
(1.0 FTE)
Librarian I
(2.0 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(3.0 FTE)
EL GABILAN
LIBRARY
Librarian II
(1.0 FTE)
Librarian I
(2.0 FTE)
Library Tech
(1.0 FTE)
Library Clerk
(3.0 FTE)
ADMINISTRATION
Management Analyst
Admin Secretary
166
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
Purpose
The Library and Community Services Department provides a wealth of resources and opportunities to enrich the lives of those who live, work, play, and learn in our community. The Department consists of three Divisions: Recreation & Park Services, Community Outreach & Engagement and Library Services with the following goals: 1) To transform lives and contribute to the health and wellness of our community by providing a comprehensive array of recreational, cultural, educational, and neighborhood services for youth, families and seniors; and 2) To improve the quality of life in Salinas through collaborative problemsolving and the provision of information and resources that are relevant, accessible and responsive to the community’s needs.
City Council Goals, Strategies and Objectives for FY 2024-25
1. Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. (Strategic Goals: Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)
2. Apply for and leverage multiple funding sources and partnerships to offer better programs and services with improved organizational outcomes. (Strategic Goals: Youth and Seniors, Public Safety, Effective and Culturally Responsive Government, Infrastructure and Environmental Sustainability)
3. 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)
4. Continue to increase city-wide volunteer efforts to beautify and uplift AMOR Salinas Principals. (Strategic Goal: Youth and Seniors)
5. 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)
6. 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)
7. 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)
8. Continue to support prevention and intervention programs and services for at-risk youth and member of other vulnerable populations through grant writing and grant fund management. (Strategic Goals: Public Safety, Youth and Seniors, Effective and Culturally Responsive Government)
9. 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)
167
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
10. 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)
11. 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)
12. 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. Continue to manage the Hebbron Family Center Revitalization Project. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
16. Continue to manage the Closter Park Renovation Project. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
17. Continue to manage the El Gabilan Tot-Lot Improvement Project. (Strategic Goals: Economic Development, Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
18. Implement recommendations out of the Park System Irrigation Assessment to upgrade to SMART irrigation controllers system-wide. (Strategic Goals: Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
19. Continue to assess and upgrade playground structures, benches, and grills. (Strategic Goals:
Infrastructure and Environmental Sustainability, Public Safety, Youth and Seniors)
20. Review the library structure and finalize recommendations for a re-organization to identify a clear structure that improves service delivery. (Strategic Goal: Effective and Culturally Responsive Government)
21. Seek and implement new technologies and digital resources to increase the efficiency, convenience, and level of service to the community. (Strategic Goal: Effective and Culturally Responsive Government)
22. 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)
23. Identify funding sources or alternative means to continue providing Read Grow Play playgroup programs. (Strategic Goals: Youth and Seniors, Effective and Culturally Responsive Government)
24. 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)
25. Fully launch makerspace for public access at El Gabilan Library and improve technology access at all libraries. (Strategic Goal: Effective and Culturally Responsive Government)
26. Evaluate and expand the library’s digital collection and resources to increase relevancy and diversity of offerings. (Strategic Goal: Effective and Culturally Responsive Government) 168
LIBRARY AND COMMUNITY SERVICES DEPARTMENT
Summary
27. 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)
28. Identify opportunities to improve library staff training, engagement, and wellness to better retain and grow talents locally. (Strategic Goal: Effective and Culturally Responsive Government)
29. Identify funding resources and implement building improvement efforts for John Steinbeck and Cesar Chavez Library. (Strategic Goal: Effective and Culturally Responsive Government 169
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
Recreation & Community Services 5,687,258 7,135,427 9,279,052 8,732,217 Library Services 4,165,034 4,724,429 6,023,020 5,977,940 Total 9,852,292 11,859,856 15,302,072 14,710,157
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed Recreation & Community Services 31.000 33.000 34.000 32.500 Library Services 41.500 41.500 41.500 41.000
Total 72.500 74.500 75.500 73.500
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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
5238 Parks and Community Services 2,571,864 3,089,608 3,570,036 3,734,900 6231 Recreation Admin 589,344 609,098 941,206 917,190
6232 Neighborhood Services 112,460 166,015 206,653 184,340 6233 Closter Park 34,357 29,245 124,502 88,600
6234 El Dorado Park 68,111 127,875 89,600 89,600
6235 Central Park 31,869 37,118 50,280 50,280
6236 Facility Services 15,300 15,300
6237 Reimbursable Rec Activities 19,357 61,788 179,600 136,850 6238 Youth Sports 141,578 113,030 212,797 196,410
6239 Recreation Center 65,604 99,131 147,700 147,700
6240 Firehouse Rec Center 102,164 137,317 131,360 131,360 6241 Hebbron Heights Rec Center 38,517 41,438 78,270 78,270 6242 Afterschool Programs 690,365 779,276 867,531 828,490 6243 Community Center 228,114 449,651 584,177 558,902
6244 Breadbox Rec Center 97,717 169,878 194,299 199,140 6246 Hebbron Family Center 151,281 142,531 124,336 105,330 6247 Sherwood Rec Center 21,657 12,738 36,525 36,525
6248 Youth Services & Comm Engagement 390,509 631,594 1,383,460 969,030 6249 Aquatic Center 332,393 429,014 270,408 264,000
6793 Park Drinking Fountain Replacement 17,818
6142 Safety Tree Trimming City Parks 9,083 53,194
Total 5,687,258 7,135,427 9,279,052 8,732,217
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 3,270,635 3,877,886 4,746,281 4,832,100 62 - Supplies & Materials 330,409 437,689 525,167 499,360 63 - Outside Services 1,944,370 2,382,520 3,511,484 3,230,627 64 - Other Charges 8,094 57,275 323,368 96,130
66 - Capital Outlays 133,750 380,057 172,753 74,000
Total 5,687,258 7,135,427 9,279,052 8,732,217
RECREATION AND COMMUNITY SERVICES
Summary
172
RECREATION AND COMMUNITY SERVICES
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 2,631,017 302,323 362,502 321,400
1100 Measure E 2,007,834 2,446,637 3,042,410 2,872,210
1200 Measure G 1,020,285 4,364,039 5,717,240 5,415,707
2505 Recreation Parks 17,046 8,772 22,900 22,900
2507 Municipal Art Fund 105,000 100,000
2508 Contributions & Donations 60 421 29,000
2509 KDF Los Padres 11,016 13,235
Total 5,687,258 7,135,427 9,279,052 8,732,217
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5238 Parks and Community Services 12.000 14.000 15.000 15.500 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 4.670
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 4.000 Total 31.000 33.000 34.000 32.500
173
RECREATION AND COMMUNITY SERVICES
5238 Parks and Community Services Division
Purpose
Provide quality maintenance service to preserve safety, aesthetics, health, and utility for Salinas’ inventory of parks, open spaces, planters, and facility landscapes. The City’s parks encompass over 380 acres in 45 sites.
Division Operations
1. Provide services focused on health and safety to City parks.
2. Maintain public landscapes at a level commensurate with available funding.
3. Ensure playgrounds and other park amenities are safe and available for use by the public.
4. Provide support to community-based organizations, neighborhoods, and volunteer groups through a series of volunteer efforts to beautify and maintain City parks.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Cost per Salinas resident to support parks $ 17.96 $ 19.29 $ 17.38 $ 21.72 $ 23.00 Number of Park Acres Maintained per FTE Daily Average 39.1 39.1 24.4 39.1 24.4 Percentage Above Municipal Benchmark (11 Acres/FTE) 355% 355% 222% 253% 222% Acres of Parks Maintained 391 391 391 391 391
Percentage of Parks Request For Service Responded to Within 48 Hours 90% 90% 90% 90% 95%
Average Number of FTE per Workday (7 Days per Week) 10 10 12 10 12 Major Budget Changes
None.
174
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,108,844 1,453,654 1,739,897 1,920,050 62 - Supplies & Materials 169,335 223,596 214,039 211,750 63 - Outside Services 1,293,486 1,405,104 1,525,200 1,578,200 64 - Other Charges 200 1,185 900 3,900
66 - Capital Outlays 6,070 90,000 21,000
Total 2,571,864 3,089,608 3,570,036 3,734,900
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,637,694 6,109
1100 Measure E 755,454 1,021,991 1,211,723 1,303,860
1200 Measure G 178,715 2,061,508 2,358,313 2,431,040
Total 2,571,864 3,089,608 3,570,036 3,734,900
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5238 Parks and Community Services 12.000 14.000 15.000 15.500 Total 12.000 14.000 15.000 15.500
RECREATION AND COMMUNITY SERVICES
5238 Parks and Community Services Division
175
RECREATION AND COMMUNITY SERVICES
6231 Recreation Administration Division
Purpose
Provide management, leadership, and administration to carry out the work of the division in providing a wide range of programs and services in parks, recreation centers.
Division Operations
1. Provide support and oversight for citywide planning efforts to the Advance and Current Planning Divisions.
2. Provide effective leadership and direction through the use of strategic planning tools and methods.
3. Provide the Library and Community Service Commission with opportunities for input on critical Library, Recreation, Park and Neighborhood and Volunteer services.
4. Provide the Public Art Commission with opportunities for input and direction when appropriate on public art projects.
5. Continue to practice excellent customer service.
6. Coordinate the Capital Improvement Program with the expansion and improvement of recreation and park facilities.
7. Monitor lease/operation & management agreements at Salinas Aquatic Center, Closter Park and Tennis Center.
8. Provide overall budget, project, and program management.
9. Review fees for service programs to increase cost recovery.
10. Monitor and coordinate the community Special Event Permit process.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Attendees at Recreation Centers 163,031 310,233 244,000 262,563 300,000 Number of Special Event Permits Issued 38 57 50 68 72
Number of Annual Hours Spent in Support of
CASP N/A N/A N/A N/A N/A
Number of Recreation Newsletter signups 110 1,964 320 2,600 2,800 Major Budget Changes
None.
176
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 565,483 575,380 738,006 749,490 62 - Supplies & Materials 5,550 4,624 7,900 7,900
63 - Outside Services 5,511 21,141 135,090 129,800
64 - Other Charges 4,372 7,627 55,500 30,000
66 - Capital Outlays 8,428 325 4,710
Total 589,344 609,098 941,206 917,190
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 157,531 1,089
1100 Measure E 240,636 232,660 320,931 307,360
1200 Measure G 191,118 374,928 486,275 509,830
2507 Municipal Art Fund 105,000 100,000
2508 Contributions & Donations 60 421 29,000
Total 589,344 609,098 941,206 917,190
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6231 Recreation Admin 5.000 5.000 5.000 5.000
Total 5.000 5.000 5.000 5.000
RECREATION AND COMMUNITY SERVICES
6231 Recreation Admin Division
177
RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
Purpose
Encourage and support volunteerism and neighborhood engagement activities, coordinate the implementation of solutions to neighborhood issues, and assist with the work of the violence prevention collaborative.
Division Operations
1. Support community engagement efforts by providing council district meetings, budget information meetings, town hall meetings and connect residents to City resources.
2. Coordinate a city-wide volunteer services program in collaboration with city departments and community-based organizations by providing a structure for recruiting and training volunteers, recognizing their work and compiling statistics and reports regarding the contributions of volunteers.
3. Support neighborhood efforts by assisting with clean-ups, block parties, and with information on community resources and beautification.
4. Administer the City’s Neighborhood Beautification Grant program.
5. Plan and implement the Youth and Government Institute (YAGI).
6. Provide excellent customer service.
7. Collaborate with the Salinas Police Department to build Neighborhood Watch capacity throughout Salinas.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Council District Trash Disposal 7 8 7 7 7
Community Meetings Supported 19 17 20 24 30
City-wide Volunteer Hours Performed 3,319 4,171 5,000 5,100 6,000 Council District Volunteer Clean-ups N/A N/A 6 6 6
Youth and Government Institute: Provide 30 or
more high school aged youth a comprehensive
civic engagement and leadership development
program N/A 31 30 34 35
Camp Amor Salinas: Provide 30 or more high
school aged youth a Summer Community Service
Camp experience 30 30 30 30 35
Major Budget Changes
None.
178
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 104,294 109,734 124,916 125,840 62 - Supplies & Materials 5,171 6,782 9,900 9,900
63 - Outside Services 2,995 6,033 6,600 6,600
64 - Other Charges 43,466 65,237 42,000
Total 112,460 166,015 206,653 184,340
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 8,847 14,020 24,400 24,400
1200 Measure G 103,613 151,995 182,253 159,940
Total 112,460 166,015 206,653 184,340
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6232 Neighborhood Services 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
RECREATION AND COMMUNITY SERVICES
6232 Neighborhood Services Division
179
RECREATION AND COMMUNITY SERVICES
6233 Closter Park Division
Purpose
Provide a wide range of activities for all ages to create wholesome experiences for physical and mental well-being.
Division Operations
1. Practice excellent customer service.
2. Continue to monitor lease with the Salinas Boxing Club.
3. Keep the Park and Recreation Center in good condition.
4. Offer a diverse recreation prevention program for youth of all ages during the summer.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
*Unavailable. Facility leased to Salinas Boxing
Club. In FY14-15 the Summer Recreation
Program was restored.
214 1,155 600 2,000 2,500
Major Budget Changes
A $6.8 Million Prop-68 grant award will fund major improvements at Closter Park. 180
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 2,090 4,910 9,500 9,500
62 - Supplies & Materials 558 3,012 11,200 2,500
63 - Outside Services 31,709 21,323 103,802 76,600
Total 34,357 29,245 124,502 88,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,343 17,248 82,752 57,000
1100 Measure E 28,508 2,081 27,950 17,800
1200 Measure G 2,506 9,916 13,800 13,800
Total 34,357 29,245 124,502 88,600
RECREATION AND COMMUNITY SERVICES
6233 Closter Park Division
181
RECREATION AND COMMUNITY SERVICES
6234 El Dorado Park Division
Purpose
Operate a recreation center and manage sports fields allowing for a wide range of activities for all ages to create a wholesome experience for educational, social, physical and mental well-being.
Division Operations
1. Offer diverse recreation prevention program for youth of all ages.
2. Offer fee-based community classes and cultural programs.
3. Continue to practice excellent customer service.
4. Keep the park and Recreation Center in good condition.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Program Attendees 34,338 92,606 90,000 62,169 65,000 Major Budget Changes
None.
182
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 34,557 55,941 50,000 50,000
62 - Supplies & Materials 4,408 8,006 8,400 8,400
63 - Outside Services 24,945 25,728 31,200 31,200
66 - Capital Outlays 4,200 38,200
Total 68,111 127,875 89,600 89,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 28,837 38,200
1100 Measure E 39,254 68,012 61,700 61,700
1200 Measure G 20 21,663 27,900 27,900
Total 68,111 127,875 89,600 89,600
RECREATION AND COMMUNITY SERVICES
6234 El Dorado Park Division
183
RECREATION AND COMMUNITY SERVICES
6235 Central Park Division
Purpose
Operate a recreation center and provide a wide range of activities for all ages to create wholesome experience for educational, social, physical and mental well-being.
Division Operations
1. Offer diverse recreation and prevention programs for youth of all ages.
2. Continue to practice excellent customer service.
3. Keep the park and Recreation Center in good condition.
4. Offer fee-based community classes and cultural programs.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Program Attendees 12,665 19,068 17,000 21,114 23,000
Major Budget Changes
None.
184
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 18,302 20,197 25,000 25,000
62 - Supplies & Materials 2,599 4,371 9,580 10,780
63 - Outside Services 10,967 12,550 15,700 14,500
Total 31,869 37,118 50,280 50,280
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 6,298
1100 Measure E 25,553 28,029 39,480 39,480
1200 Measure G 18 9,088 10,800 10,800
Total 31,869 37,118 50,280 50,280
RECREATION AND COMMUNITY SERVICES
6235 Central Park Division
185
RECREATION AND COMMUNITY SERVICES
6236 Facility Services Division
Purpose
Manage the rental of Park and Recreation facilities to groups and organizations.
Division Operations
1. Manage the rental-reservation process for various athletic fields in accordance with the approved fee schedule.
2. Provide opportunities for renting recreation facilities including the Community Park buildings, Breadbox Recreation Center, Firehouse Recreation Center and Salinas Recreation Center when available at the approved fee schedule.
3. Continue to practice excellent customer service.
4. Collaborate with school districts on shared use opportunities.
5. Continue to administer bounce – house reservations at three park sites.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Revenue Collected $755.50 $573.50 $870.00 $610.00 $690.00 Bounce House Permits Issued 17 11 20 15 15
Major Budget Changes
None.
186
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 13,600 13,600
62 - Supplies & Materials 500 500
64 - Other Charges 1,200 1,200
Total 15,300 15,300
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 8,500 8,500
1200 Measure G 6,800 6,800
Total 15,300 15,300
RECREATION AND COMMUNITY SERVICES
6236 Facility Services Division
187
RECREATION AND COMMUNITY SERVICES
6237 Reimbursable Recreation Activities Division
Purpose
Manage fee-based programs of specialized recreation activities such as classes, trips, day camps, sports clinics, senior activities/dinners, youth and tot activities where the participant pays for the service rendered.
Division Operations
1. Manage fee-paid recreation and leisure activities, excursions, trips and school vacation camp programs for all age groups at our recreation facilities.
2. Continue to practice excellent customer service.
3. Provide early literacy Tiny Tot programs for ages 3-5 at El Dorado Park.
4. Offer fee-based community classes and cultural programs for ages 5-18 at El Dorado Park, Firehouse Recreation Center and Central Park.
5. Explore new opportunities to expand fee-based programs for all ages in all facilities.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Revenue Collected $2,535 $38,434 $36,000 $40,000 $42,000 Major Budget Changes
None.
188
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 14,042 16,728 59,800 32,400
62 - Supplies & Materials 5,919 17,900 17,900
63 - Outside Services 5,334 39,066 101,100 85,750
64 - Other Charges (20) 75 800 800
Total 19,357 61,788 179,600 136,850
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 19,357 152,200 136,850
1200 Measure G 61,788 27,400
Total 19,357 61,788 179,600 136,850
RECREATION AND COMMUNITY SERVICES
6237 Reimbursable Rec Activities Division
189
RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
Purpose
Provide youth sports programs to the community in a learning atmosphere, emphasizing participation, sportsmanship and fun. These activities will offset costs for officials, coaches, equipment and supplies through fees paid by the participants.
Division Operations
1. Provide organized sports programs and youth league activities such as flag football, soccer, basketball, volleyball and softball for young people of elementary, junior high, and high school age.
2. Continue to provide workshops and clinics to develop and enhance team and individual skills for play in leagues operated by the City.
3. Continue to work with outside organizations to provide sports clinics or camps.
4. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Registered Participants 1,055 3,012 3,500 3,000 3,500 Volunteer Coaches Hours Performed 2,492 9,464 10,500 9,954 10,500 Revenue Collected $46,825 $60,741 $90,000 $50,000 $60,000 Major Budget Changes
None.
190
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 126,915 83,324 166,847 150,460 62 - Supplies & Materials 13,560 21,579 36,850 36,850
63 - Outside Services 155 6,850 7,700 7,700
64 - Other Charges 948 1,277 1,400 1,400
Total 141,578 113,030 212,797 196,410
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 139,688 3,217 119,050 119,050
1200 Measure G 1,889 109,813 93,747 77,360
Total 141,578 113,030 212,797 196,410
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6238 Youth Sports 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
RECREATION AND COMMUNITY SERVICES
6238 Youth Sports Division
191
RECREATION AND COMMUNITY SERVICES
6239 Recreation Center Division
Purpose
Provide adult sport programs to the community that will offset costs for officials, equipment and supplies through fees paid by the participants.
Division Operations
1. Explore offering adult sports programs where costs allow and where staff workload allows, with "cost recovery" incorporated in the development.
2. Further expand our usage agreement with the High School District.
3. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Registrations Taken 1,055 3,050 3,000 3,000 3,500 Number of Program Attendees 19,031 78,201 72,000 79,000 80,000 Major Budget Changes
None.
192
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 6,662 36,922 35,000 35,000
62 - Supplies & Materials 15,261 11,753 17,900 17,900
63 - Outside Services 40,005 45,366 94,800 94,800
64 - Other Charges 375
66 - Capital Outlays 3,300 5,091
Total 65,604 99,131 147,700 147,700
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 40,451
1100 Measure E 17,169 46,694 46,700 46,700
1200 Measure G 7,984 52,437 101,000 101,000
Total 65,604 99,131 147,700 147,700
RECREATION AND COMMUNITY SERVICES
6239 Recreation Center Division
193
RECREATION AND COMMUNITY SERVICES
6240 Firehouse Recreation Center Division
Purpose
Provide a variety of recreational activities for children, youth, and seniors.
Division Operations
1. Provide a variety of activities for seniors including daily socialization, meals, enrichment opportunities and monthly special events.
2. Offer a year-round after-school program for children and youth.
3. Continue to practice excellent customer service.
4. Explore opportunities for fee-based classes and private party rentals.
5. Continue to offer Saturday Night Teen programs.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Program Attendees 33,529 57,424 39,000 60,000 62,000 Senior Volunteer Hours Performed 0 0 200 0 100
Number of Senior Meals Served 4,535 6,118 5,000 6,200 6,300 Major Budget Changes
None.
194
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 45,671 58,731 43,000 43,000
62 - Supplies & Materials 17,670 20,802 22,720 24,560
63 - Outside Services 38,823 47,250 65,140 63,300
64 - Other Charges 500 500
66 - Capital Outlays 10,534
Total 102,164 137,317 131,360 131,360
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 36,214
1100 Measure E 10,232 16,821 17,000 17,000
1200 Measure G 44,701 107,261 114,360 114,360
2509 KDF Los Padres 11,016 13,235
Total 102,164 137,317 131,360 131,360
RECREATION AND COMMUNITY SERVICES
6240 Firehouse Rec Center Division
195
RECREATION AND COMMUNITY SERVICES
6241 Hebbron Heights Recreation Center Division
Purpose
The Hebbron Family Center is currently closed for rebuilding. Some level of service will remain with aims to create leisure opportunities for people of all ages.
Division Operations
1. Work with school districts and other organizations on co-sponsored recreation sports programs.
2. Continue to develop and deliver programs to youth and children.
3. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Program Attendees 10,151 13,910 13,000 14,000 14,000 Number of Programs 41 34 34 35 35
Teen Volunteer Hours Performed 0 0 130 56 56
Major Budget Changes
None.
196
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 19,832 27,288 64,420 64,420
62 - Supplies & Materials 2,874 871 2,380 2,500
63 - Outside Services 15,811 13,280 11,470 11,350
Total 38,517 41,438 78,270 78,270
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 8,593
1100 Measure E 19,900 25,242 56,700 56,700
1200 Measure G 10,025 16,196 21,570 21,570
Total 38,517 41,438 78,270 78,270
RECREATION AND COMMUNITY SERVICES
6241 Hebbron Heights Rec Center Division
197
RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
Purpose
Offer a variety of citywide afterschool programs that provide youth with a safe, healthy and productive environment while providing for continued learning opportunities and enrichment.
Division Operations
1. To provide enrichment programs in the areas of fine arts, sports and various camp activities.
2. Provide programs during school year and vacation periods.
3. Offer diverse prevention programs for ages 5-18 years.
4. Collaborate with the Library on programs and services when appropriate.
5. Provide new experiences for youth through field trips and specialty activities.
6. Administer the free summer lunch/snack program at the Bread Box, Central Park, Closter Park, El Dorado Park, Firehouse, Hebbron Family Center and the Cesar Chavez Library.
7. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Free Lunches Served (Summer) 3,437 4,296 4,000 4,450 4,500 Number of Youth Field Trip Participants 0 125 106 200 250 Number of Summer Camp Participants 1,859 319 500 370 400 Major Budget Changes
None.
198
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 643,038 643,676 784,731 745,690 62 - Supplies & Materials 23,636 35,700 37,800 29,800
63 - Outside Services 22,877 13,707 35,000 41,000
64 - Other Charges 814 1,193 10,000 12,000
66 - Capital Outlays 85,000
Total 690,365 779,276 867,531 828,490
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 33,346 48,587
1100 Measure E 442,842 544,498 566,562 489,140
1200 Measure G 214,176 186,191 300,969 339,350
Total 690,365 779,276 867,531 828,490
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6242 Afterschool Programs 5.670 5.670 5.670 4.670
Total 5.670 5.670 5.670 4.670
RECREATION AND COMMUNITY SERVICES
6242 Afterschool Programs Division
199
RECREATION AND COMMUNITY SERVICES
6243 Community Center Division
Purpose
Operations of the Sherwood Hall side of the Salinas Community Center Complex: manage the bookings and leases of the Gabilan Rooms, Santa Lucia Room, Fremont Room, and office area of the Community Center complex.
Division Operations
1. Operate the Community Center and Sherwood Hall- provide rental opportunities to community groups, outside promoters, general public and City for special functions, programs and events.
2. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
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 20 41 32 50 60
Number of Facility Attendees 11,551 23,039 15,000 20,000 25,000 Major Budget Changes
None.
200
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 29,157 39,660 55,000 55,000
62 - Supplies & Materials 45,276 32,141 37,900 18,900
63 - Outside Services 145,381 321,966 441,277 435,002
66 - Capital Outlays 8,300 55,884 50,000 50,000
Total 228,114 449,651 584,177 558,902
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 107,688 55,200
1100 Measure E 61,211 40,691 57,000 57,000
1200 Measure G 59,215 353,760 527,177 501,902
Total 228,114 449,651 584,177 558,902
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 amusement parks, nearby college campuses, and others.
8. Continue to offer Saturday Night Teen programs.
9. Continue to coordinate with the Alisal Center for the Fine Arts around use of the facility.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Program Attendees 53,317 49,733 55,000 56,000 57,000 Major Budget Changes
None.
202
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 59,682 107,510 105,379 110,220 62 - Supplies & Materials 6,644 25,595 32,890 32,920
63 - Outside Services 31,390 36,773 56,030 56,000
Total 97,717 169,878 194,299 199,140
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 21,608
1100 Measure E 48,700 97,262 89,189 94,030
1200 Measure G 27,408 72,615 105,110 105,110
Total 97,717 169,878 194,299 199,140
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6244 Breadbox Rec Center 0.330 0.330 0.330 0.330
Total 0.330 0.330 0.330 0.330
RECREATION AND COMMUNITY SERVICES
6244 Breadbox Rec Center Division
203
RECREATION AND COMMUNITY SERVICES
6246 Hebbron Family Center Division
Purpose
The Hebbron Family Center is currently closed for rebuilding. Some level of service will remain with aims to create leisure opportunities for people of all ages.
Division Operations
1. Work with school districts and other organizations on co-sponsored recreation sports programs.
2. Continue to develop and deliver programs and activities for youth and children.
3. Continue to practice excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of program attendeees 10,151 13,910 13,000 14,000 14,000 Number of programs 41 34 34 35 35
Teen Volunteer Hours Performed 0 0 130 56 56
Major Budget Changes
None.
204
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 150,600 135,153 116,336 97,330 62 - Supplies & Materials 680 7,378 8,000 8,000
Total 151,281 142,531 124,336 105,330
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 680 7,378 8,000 8,000
1200 Measure G 150,600 135,153 116,336 97,330
Total 151,281 142,531 124,336 105,330
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 1,735 238 8,500 11,500
63 - Outside Services 8,400 12,500 28,025 25,025
66 - Capital Outlays 11,522
Total 21,657 12,738 36,525 36,525
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1200 Measure G 21,657 12,738 36,525 36,525
Total 21,657 12,738 36,525 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 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 4,190 11,718 9,176 8,000
63 - Outside Services 230,203 244,772 261,232 256,000
66 - Capital Outlays 98,000 172,523
Total 332,393 429,014 270,408 264,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 332,393 132,673
1200 Measure G 296,341 270,408 264,000
Total 332,393 429,014 270,408 264,000
RECREATION AND COMMUNITY SERVICES
6249 Aquatic Center Division
209
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210
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
211
COMMUNITY PARTNERSHIPS AND ENGAGEMENT
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 out 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 local initiatives and 2 statewide collaboratives where violence prevention and community safety are stated goals.
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 program and strategic plan development.
12. Support community engagement for city wide efforts like the city budget and strategic planning efforts.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
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 3
CCVPN - California Cities Violence Prevention Network: Participate as an active member of the network in monthly member calls 10 12 12 12 12
CASP General Assembly (Bi-Monthly): Direct and maintain a cross sector network working together to prevent vilence in Salinas and Monterey County. Prepare, attend and facilitate meetings, multiple sub-committees and membership.
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 8 10 6 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 1 2 2 2
See Our Youth Summit: Host and support a youth led steering committee to host a city wide youth Leadership Conference to engage 100 or more youth each year and develop their leadership network and skills.
N/A N/A 100 115 150
CASP Awards: Host an annual awards program to celberate the best violence prevention intervention, enforcement and re-entry work happening in Salinas and throughout Monterey County.
1 1 1 1 1
Major Budget Changes
None.
212
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 341,465 509,080 614,849 605,100 62 - Supplies & Materials 11,260 13,605 31,632 38,800
63 - Outside Services 36,378 100,027 538,925 317,800
64 - Other Charges 1,405 2,452 187,830 4,330
66 - Capital Outlays 6,429 10,224 3,000
Total 390,509 631,594 1,383,460 969,030
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 57,976
1100 Measure E 308,848 301,257 515,075 349,040
1200 Measure G 6,638 321,565 845,485 597,090
2505 Recreation Parks 17,046 8,772 22,900 22,900
Total 390,509 631,594 1,383,460 969,030
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6248 Youth Services & Comm Engagement 5.000 5.000 5.000 4.000 Total 5.000 5.000 5.000 4.000
COMMUNITY PARTNERSHIPS AND ENGAGEMENT
6248 Youth Services & Comm Engagement Division
213
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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 1.000
Park Maintenance Crew Sup 1.000 1.000 1.000 1.000
Sr Park Maintenance Worker 1.000 1.000 1.000 1.000
Park Maintenance Worker 11.500
Park Operations Manager 1.000
5238 Parks and Community Services Total 12.000 14.000 15.000 15.500 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 1.000 1.000
Recreation Coordinator 2.670 2.670 2.670 2.670
Senior Recreation Assistant 1.000 2.000 2.000 2.000
6242 Afterschool Programs Total 5.670 5.670 5.670 4.670 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
RECREATION AND COMMUNITY SERVICES
Workforce
214
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
RECREATION AND COMMUNITY SERVICES
Workforce
6248 Youth Services & Comm Engagement
Administrative Analyst I 1.000 1.000 1.000 1.000
Community Safety Program Coord 1.000
Neighborhood Svcs Coord 2.000 2.000 2.000
Street Outreach Specialist 2.000 1.000 1.000
Community Safety Administrator 1.000 1.000 1.000 1.000
6248 Youth Services & Comm Engagement Total 5.000 5.000 5.000 4.000 Total 31.000 33.000 34.000 32.500
215
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216
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
217
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218
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
6005 Library Administration 738,171 729,791 839,885 801,690 6009 Technical Services 808,450 1,046,169 1,304,612 1,245,210 6011 Steinbeck Library 858,095 926,815 1,407,016 1,305,430 6012 Cesar Chavez Library 893,841 639,512 860,902 947,640 6013 El Gabilan Library 329,233 645,333 677,269 614,610 6015 Community Education 537,245 736,809 933,336 1,063,360 Total 4,165,034 4,724,429 6,023,020 5,977,940
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 3,346,475 3,635,368 4,794,573 4,804,860 62 - Supplies & Materials 222,593 278,036 307,609 277,800 63 - Outside Services 561,626 694,867 812,438 831,780
64 - Other Charges 14,128 23,620 62,150 24,500
66 - Capital Outlays 20,211 92,539 46,249 39,000
Total 4,165,034 4,724,429 6,023,020 5,977,940
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 4,165,034 4,716,754 5,953,320 5,977,940
2508 Contributions & Donations 7,675 69,700
Total 4,165,034 4,724,429 6,023,020 5,977,940
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6005 Library Administration 3.500 4.500 4.500 4.500
6009 Technical Services 6.500 6.000 7.000 6.000
6011 Steinbeck Library 10.500 11.000 10.000 9.500
6012 Cesar Chavez Library 11.000 11.000 7.000 8.000
6013 El Gabilan Library 5.000 4.000 7.000 6.000
6015 Community Education 5.000 5.000 6.000 7.000
Total 41.500 41.500 41.500 41.000
LIBRARY SERVICES
Summary
219
LIBRARY
6005 Library Administration Division
Purpose
Provide leadership, management and organization of the John Steinbeck, Cesar Chavez and El Gabilan libraries as well as the Divisions mobile services and community programs. Focus on organizational effectiveness through scheduling of staff, programs, grants, and projects. Manage resources effectively and efficiently to optimize services to the public on reading, education for all ages, youth mentoring and leadership programs. Establish partnerships and opportunities in the community and region in order to build capacity and support.
Division Operations
1. Increase usage of services, programs, and collections through the use of effective marketing and community engagement methods and processes.
2. Provide leadership and direction through the implementation of strategic planning tools and methods.
3. Work effectively and strategically with City Manager, City departments, the Library and Community Services Commission, Friends of the Salinas Public Library, professional networks, and community groups.
4. Recruit and develop staff with the capacity to communicate and collaborate with populations from diverse cultural and linguistic backgrounds, who are technological savvy and who deliver excellent customer services. Re-align staff duties as needed to maximize effectiveness.
5. Seek out and manage grants for community programs, education and youth development.
6. Increase funding support and advocacy for the Library System.
7. Practice excellent customer service.
8. Provide effective budget, project and program management.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of Volunteer Hours Performed 2,249 2,230 3,000
Grant funding awarded to LCS Divisions $ 391,734.00 $ 365,332.40 $ 300,000.00 $ 338,075.47 $ 250,000.00 LCS Customer Service Satisfaction Index 90% 90%
Library Visitors per capita 0.86 1.17 1.50 1.25 1.35
Library Circulation per capita 0.97 1.42 1.50 1.50 1.60 Library Materials per capita 1.14 1.22 1.25 1.25 1.25
Registered borrower as a % of service population 29% 22% 40% 23% 25% Major Budget Changes
None.
220
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 712,688 688,713 742,885 767,390 62 - Supplies & Materials 3,203 8,867 25,550 500
63 - Outside Services 8,182 8,591 10,300 10,300
64 - Other Charges 14,097 23,620 61,150 23,500
Total 738,171 729,791 839,885 801,690
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 738,171 722,116 770,185 801,690
2508 Contributions & Donations 7,675 69,700
Total 738,171 729,791 839,885 801,690
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6005 Library Administration 3.500 4.500 4.500 4.500
Total 3.500 4.500 4.500 4.500
LIBRARY
6005 Library Administration Division
221
LIBRARY
6009 Technical Services Division
Purpose
To connect people to information and community resources by providing access to innovative technologies, tools, and community spaces.
Division Operations
1. Support new programs for youth that effectively incorporate technology to increase knowledge of and proficiency in the STEAM disciplines.
2. Advise staff on most relevant technology applications that support Library work and customer needs.
3. Maintain and update hardware and software in public computing spaces for efficient operations and to allow for intuitive and easy use by library customers.
4. Utilize social media platforms for communications with the public to increase awareness of services, programs and collections.
5. Implement self-service technology to increase the efficiency of operations and to allow staff to provide a higher level of engagement and service to library customers.
6. Maintain a library digital presence that functions as the Library’s “virtual branch,” providing collections and learning services that can be easily accessed by library customers from outside the library.
7. Select, acquire and process materials in a variety of formats for new and existing library collections.
8. Maintain and update Koha, the integrated library system catalog to allow library staff and customers convenient access to library materials.
9. Expand e-book and other e-resources in order to increase equity of access to library services.
10. Analyze collection usage and expenditures to ensure investment in the library’s collection is performed in an effective manner.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Website Hits 108,416 115,248 145,000 125,000 135,000
Public Computer Sessions 16,705 22,327 20,000 15,000 17,500 Public Computer Sessions per capita 0.103 0.143 0.15 0.09 0.10 # of Public Computers per 1,000 residents 0.76 0.82 0.90 0.53 0.63 LCS Website satisfaction index 90% 85% 90% 90% 92%
Collection turnover rate 0.85 1.17 1.00 1.13 1.20
Collection growth rate -8% 3% 5% 3% 3%
Digital material circulation as a % of total circulation 29% 64% 35% 25% 30% Major Budget Changes
A funding increase of $73,000 is requested to anticipate increase in temporary pay, utilities, maintain access to additional digital resources, and replacement of aging technology and public computers at John Steinbeck Library and Cesar Chavez Library, to continue providing quality service in the community. 222
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 457,901 526,584 780,461 716,610 62 - Supplies & Materials 129,609 185,471 188,284 189,500 63 - Outside Services 219,957 315,520 314,075 322,100
64 - Other Charges 31 1,000 1,000
66 - Capital Outlays 952 18,594 20,792 16,000
Total 808,450 1,046,169 1,304,612 1,245,210
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 808,450 1,046,169 1,304,612 1,245,210
Total 808,450 1,046,169 1,304,612 1,245,210
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6009 Technical Services 6.500 6.000 7.000 6.000
Total 6.500 6.000 7.000 6.000
LIBRARY
6009 Technical Services Division
223
LIBRARY
6011 Steinbeck Library Division
Purpose
Provide enriching cultural, educational and literary experiences, opportunities for self-directed education and assistance with research and information-finding in a safe and accessible location in downtown Salinas.
Division Operations
1. Maintain an up-to-date and relevant collection of materials that responds to the needs of the community.
2. Provide a variety of classes, workshops and seminars for all ages that inform, educate and entertain.
3. Serve the surrounding business community by promoting small business development and workforce readiness.
4. Provide access to public computing, printing and a wireless access network.
5. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.
6. Continue to build a collection of local history that tells the story of Salinas.
7. Provide Digital Arts programming that builds the creative potential of children and adults.
8. Collaborate with school districts to provide services to students at library sites.
9. Identify and support new exhibits in the public area.
10. Provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Circulation of materials 46,040 59,776 65,000 60,000 70,000 Number of Visitors 48,786 58,865 70,000 60,000 70,000
JSL Collection turnover 0.53 0.68 1.00 1.25 1.30
Customer service satisfaction index 90% 80% 90% 85% 90% Program satisfaction index 90% 90%
Program attendence (JSL) 847 2,608 2,500 2,000
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. 224
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 647,412 674,217 1,106,752 1,002,310 62 - Supplies & Materials 17,911 17,852 23,804 17,800
63 - Outside Services 175,198 193,850 259,003 270,320
66 - Capital Outlays 17,573 40,898 17,457 15,000
Total 858,095 926,815 1,407,016 1,305,430
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 858,095 926,815 1,407,016 1,305,430
Total 858,095 926,815 1,407,016 1,305,430
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6011 Steinbeck Library 10.500 11.000 10.000 9.500
Total 10.500 11.000 10.000 9.500
LIBRARY
6011 Steinbeck Library Division
225
LIBRARY
6012 Cesar Chavez Library Division
Purpose
Provide enriching cultural, educational and literary experiences, opportunities for self-directed education and assistance with research and information-finding in a safe and accessible location in East Salinas.
Division Operations
1. Maintain an up-to-date and relevant collection of materials that responds to the needs of the community.
2. Provide a variety of classes, workshops and seminars for all ages that inform, educate and entertain.
3. Maintain the special collections that reflect the history of Salinas and the Alisal community.
4. Provide access to public computing, printing and a wireless access network.
5. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.
6. Provide afterschool programming that assists students with homework and offers a safe and enriching environment for children and teens in the afterschool hours.
7. Provide Digital Arts programming that builds the creative potential of children and adults.
8. Collaborate with school districts to provide services to students at library sites.
9. Offer access to community meeting rooms.
10. Provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Circulation of materials 40,202 49,596 60,000 47,000 55,000 Number of Visitors (CCL) 42,607 54,451 65,000 50,000 65,000 CC Collection turnover 1.00 1.36 1.00 1.15 1.15
Customer service satisfaction index 90% 90% 90% 90% 95% Program satisfaction index 90% 90%
Program attendence (CCL) 2,571 5,084 5,000 5,500
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 $1,880 and centralized to 1100.60.6011-61.2000 account.
226
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 782,659 483,041 693,830 781,040 62 - Supplies & Materials 15,127 18,538 17,672 17,200
63 - Outside Services 94,368 107,626 141,400 141,400
66 - Capital Outlays 1,686 30,307 8,000 8,000
Total 893,841 639,512 860,902 947,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 893,841 639,512 860,902 947,640
Total 893,841 639,512 860,902 947,640
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6012 Cesar Chavez Library 11.000 11.000 7.000 8.000
Total 11.000 11.000 7.000 8.000
LIBRARY
6012 Cesar Chavez Library Division
227
LIBRARY
6013 El Gabilan Library Division
Purpose
Provide enriching cultural, educational, and literary experiences, opportunities for self-directed education and assistance with research and information-finding in a safe and accessible location in North Salinas.
Division Operations
1. Maintain an up-to-date and relevant collection of materials that responds to the needs of the community.
2. Provide a variety of classes, workshops and seminars for all ages that inform, educate, and entertain.
3. Provide access to public computing, printing and a wireless access network.
4. Meet the needs of Salinas’ families by educating parents on early literacy skills and ways to support their child’s education.
5. Provide afterschool programming that assists students with homework and offers a safe and enriching environment for children and teens in the afterschool hours.
6. Provide Digital Arts and Makerspace programming that builds the creative potential of youth and adults.
7. Collaborate with school districts to provide services to students at library sites.
8. Offer access to community meeting room and study rooms.
9. Provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Circulation of Materials (EG) 71,223 112,032 10,000 95,000 110,000 Number of Visitors 48,009 72,956 75,000 73,000 80,000
El Gabilan collection turnover 1.90 2.57 1.25 1.35 1.35 Customer service satisfaction index 90% 95% 95% 95% 95% Program satisfaction index 90% 95%
Program attendence (EG) 1,800 6,883 5,000 7,500
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. 228
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 259,831 578,582 609,809 546,650 62 - Supplies & Materials 7,814 5,420 4,800 5,300
63 - Outside Services 61,588 58,591 62,660 62,660
66 - Capital Outlays 2,739
Total 329,233 645,333 677,269 614,610
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 329,233 645,333 677,269 614,610
Total 329,233 645,333 677,269 614,610
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6013 El Gabilan Library 5.000 4.000 7.000 6.000
Total 5.000 4.000 7.000 6.000
LIBRARY
6013 El Gabilan Library Division
229
LIBRARY
6015 Community Education Division
Purpose
Provide an array of educational opportunities and enriching experiences that meet the needs of the Salinas community, focusing especially on programming that builds early literacy skills, ensures that students have the resources to succeed in school and improves workforce readiness and outcomes for adults.
Division Operations
1. Provide opportunities for parents to understand and practice the skills that build literacy in young children.
2. Provide classes and experiences that focus on the enjoyment of reading and writing.
3. Offer experiences for youth that improve their knowledge of and proficiency in the STEAM disciplines.
4. Provide classes and services to adults seeking employment by building technology skills as well as soft skills.
5. Enlarge GED and ESL programs through the use of technology, partnerships with other education providers and recruitment of volunteers to expand capacity.
6. Provide cultural programs and experiences that celebrate the diversity and history of Salinas.
7. Seek new grant funding and monitor and report on existing grants.
8. Maintain partnerships with schools to ensure that programming for students is relevant to curriculum goals.
9. Explore and expand partnerships with other education providers, nonprofit organizations and cultural institutions to increase the quality and quantity of programs offered.
10. Continually evaluate the effectiveness of programming and implement methods of improvement.
11. Provide excellent customer service.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
# of Adult Learners (unduplicated) 85 425 300 500 525
Volunteer Tutor hours 1651 2230 1,500 1,250 1,500
Number of Homework Center Students (unduplicated) 19 47 80 45 50 Number of Homework Center visits 102 247 100 250 150
Total Library Program attendence 8,618 30,446 15,000 31,000 33,000 Program attendence per capita 0.05 0.18 0.20 0.19 0.20
Program satisfaction index 95% 97% 95% 95% 95%
% of Salinas youth with a library card 42% 23% 40% 23% 26% % of Salinas youth participating in Summer Reading Program 3% 3% 5% 5% 5% Early childhood program attendance (duplicated) 2,127 6,435 3,500 6,700 7,000 Major Budget Changes
An additional $12,500 is requested to anticipate hiring and salary increase of temporary staff who provide support for onsite and offsite library programs.
230
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 485,983 684,230 860,836 990,860 62 - Supplies & Materials 48,929 41,889 47,500 47,500
63 - Outside Services 2,332 10,690 25,000 25,000
Total 537,245 736,809 933,336 1,063,360
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1100 Measure E 537,245 736,809 933,336 1,063,360
Total 537,245 736,809 933,336 1,063,360
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 6015 Community Education 5.000 5.000 6.000 7.000
Total 5.000 5.000 6.000 7.000
LIBRARY
6015 Community Education Division
231
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
Management Analyst 1.000 1.000 1.000
Literacy Specialist 0.500 0.500 0.500 0.500
6005 Library Administration Total 3.500 4.500 4.500 4.500 6009 Technical Services
Lib Automation Svc Coord 1.000 1.000 1.000 1.000
Librarian I 1.500 1.000 2.000 2.000
Library Technician 2.000 3.000 3.000 2.000
Office Technician 1.000
Technical Services Manager 1.000 1.000 1.000 1.000
6009 Technical Services Total 6.500 6.000 7.000 6.000
6011 Steinbeck Library
Librarian I 4.000 4.500 3.500 3.500
Librarian II 2.000 2.000 2.000 2.000
Library Clerk 2.500 3.500 3.500 3.000
Library Page 1.000
Library Technician 1.000 1.000 1.000
Sr Library Technician 1.000
6011 Steinbeck Library Total 10.500 11.000 10.000 9.500 6012 Cesar Chavez Library
Librarian I 4.000 4.000 2.000 2.000
Librarian II 1.000 1.000 1.000 1.000
Library Clerk 4.000 4.000 2.000 3.000
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 11.000 11.000 7.000 8.000 6013 El Gabilan Library
Librarian I 2.000 2.000
Library Clerk 3.000 3.000 4.000 3.000
Library Technician 1.000 1.000 1.000 1.000
Management Analyst 1.000
6013 El Gabilan Library Total 5.000 4.000 7.000 6.000
LIBRARY SERVICES
Workforce
232
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
LIBRARY SERVICES
Workforce
6015 Community Education
Community Education Manager 1.000 1.000 1.000 1.000
Library Clerk 1.000 1.000
Library Technician 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 6.000 7.000
Total 41.500 41.500 41.500 41.000
233
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234
NON-DEPARTMENTAL
Organizational Chart by Division
NON-DEPARTMENTAL
COMMUNITY
PROGRAMS
DEBT
SERVICE
ELECTIONS OTHER
SERVICES
65 WEST
ALISAL
INTERMODAL
TRANSPORTATION
CENTER
235
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 2023-24
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 2024-25 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.
236
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
0000 Non-Departmental 123,888 126,264 215,172 125,000
8001 Community Programs 159,449 1,226,272 222,200 195,000 8002 Elections 205,159 350,000
8003 65 West Alisal 152,339 171,220 221,810 231,500
8004 Debt Service 18,747,872 11,351,704 11,678,800 11,543,800 8005 Other Services 3,465,553 5,562,834 7,993,153 10,269,634 8010 Intermodal Transp Center 103,464 131,627 171,775 169,275 Total 22,752,565 18,775,080 20,502,910 22,884,209
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,287,830 1,008,976 818,500 793,000 62 - Supplies & Materials 12,371 35,239 45,196 22,300
63 - Outside Services 2,392,669 3,421,387 6,017,006 9,108,209 64 - Other Charges 1,008,961 4,150,744 3,121,408 2,638,500 65 - Debt Service 17,708,142 10,002,555 10,053,800 10,082,200 66 - Capital Outlays 296,691 106,178 90,000 90,000
69 - Financial Assistance 45,900 50,000 357,000 150,000 Total 22,752,565 18,775,080 20,502,910 22,884,209
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,750,384 6,122,839 7,981,938 11,070,409 1100 Measure E 49,272 427,000
1200 Measure G 1,000,000
2503 Traffic Safety 123,888 126,264 215,172 125,000
2506 PEG Cable Franchise 130,420 125,000 200,000 145,000 4104 2014 COP Consolidation 230,325 225,813 227,100 228,100 4106 2018 Lease-PS Building-Police 12,988,354 5,485,483 5,750,800 5,543,900 4107 Measure X Bonds 2,340,075 2,318,525 2,328,400 2,339,100 4110 2018 Lease-El Gabilan Library 1,024,679 1,126,424 1,145,200 1,175,100 4111 Refund Bond Series 2020A-Energy 1,493,135 1,526,725 1,559,000 1,592,300 4112 Refund Bond Series 2020A-SVSWA 671,305 668,735 668,300 665,300 Total 22,752,565 18,775,080 20,502,910 22,884,209
NON-DEPARTMENTAL
Summary
237
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.
238
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 159,146 48,969
64 - Other Charges 303 1,177,303 222,200 195,000
Total 159,449 1,226,272 222,200 195,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 159,449 177,000 222,200 195,000
1100 Measure E 49,272
1200 Measure G 1,000,000
Total 159,449 1,226,272 222,200 195,000
NON-DEPARTMENTAL
8001 Community Programs Division
239
NON-DEPARTMENTAL
8002 Elections Division
Purpose
Conduct all municipal elections.
Division Operations
1. Cost-share for the consolidation and conduct of the general municipal elections.
Major Budget Changes
None.
240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 205,159 350,000
Total 205,159 350,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 205,159 350,000
Total 205,159 350,000
NON-DEPARTMENTAL
8002 Elections Division
241
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. Continuous improvement of building maintenance operations.
2. Preventative maintenance on all operations of the building such as plumbing, HVAC, emergency lights, ADA doors, Fire System checks, and water heaters.
3. Quarterly change out of air filters per COVID protocols.
4. Hire security services for personnel, residents, and customers of the Permit Center.
5. Hire janitorial services to maintain cleanliness of building.
Major Budget Changes
1. Pacific Gas and Electric has gone up exceedingly high statewide.
2. Janitorial and Security Services has been incorporated into this budget cycle. 242
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 9,350 12,242 33,900 16,000
63 - Outside Services 142,989 158,978 187,910 215,500
Total 152,339 171,220 221,810 231,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 152,339 171,220 221,810 231,500
Total 152,339 171,220 221,810 231,500
NON-DEPARTMENTAL
8003 65 West Alisal Division
243
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.
244
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 949,734 1,251,654 1,535,000 1,371,600 65 - Debt Service 17,708,142 10,002,555 10,053,800 10,082,200 66 - Capital Outlays 89,996 97,495 90,000 90,000
Total 18,747,872 11,351,704 11,678,800 11,543,800
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
4104 2014 COP Consolidation 230,325 225,813 227,100 228,100 4107 Measure X Bonds 2,340,075 2,318,525 2,328,400 2,339,100 4106 2018 Lease-PS Building-Police 12,988,354 5,485,483 5,750,800 5,543,900 4110 2018 Lease-El Gabilan Library 1,024,679 1,126,424 1,145,200 1,175,100 4111 Refund Bond Series 2020A-Energy 1,493,135 1,526,725 1,559,000 1,592,300 4112 Refund Bond Series 2020A-SVSWA 671,305 668,735 668,300 665,300 Total 18,747,872 11,351,704 11,678,800 11,543,800
NON-DEPARTMENTAL
8004 Debt Service Division
245
NON-DEPARTMENTAL
8005 Other Services Division
Purpose
Provide funds for expenses which cannot be properly charged to specific departments or programs.
Division Operations
1. Provide adequate funding for all non-departmental expenses.
Major Budget Changes
None.
246
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,128,684 960,007 818,500 793,000 62 - Supplies & Materials 20,056 2,060
63 - Outside Services 1,092,384 1,574,449 3,954,385 6,921,134 64 - Other Charges 991,889 2,949,639 2,861,208 2,405,500 66 - Capital Outlays 206,695 8,683
69 - Financial Assistance 45,900 50,000 357,000 150,000 Total 3,465,553 5,562,834 7,993,153 10,269,634
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 3,335,132 5,437,834 7,366,153 10,124,634 1100 Measure E 427,000
2506 PEG Cable Franchise 130,420 125,000 200,000 145,000 Total 3,465,553 5,562,834 7,993,153 10,269,634
NON-DEPARTMENTAL
8005 Other Services Division
247
NON-DEPARTMENTAL
8010 Intermodal Transp Center Division
Purpose
This fund is used to maintain the Intermodal Transportation Center (ITC), including landscaping and beautification, using the lease revenues to off-set the cost of operations. The 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 General Fund parking lease revenue. The ITC parking area has been upgraded by the Transportation Agency of Monterey County to extend Lincoln Ave for site access/circulation, installation of bicycle lanes and storage, and improved pedestrian access. The improved facility was transferred to the City in December 2022.
Division Operations
1. Provide centralized site for Intermodal Transportation in the City.
Major Budget Changes
None.
248
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 3,021 2,941 9,236 6,300
63 - Outside Services 83,673 104,884 124,539 124,975
64 - Other Charges 16,770 23,803 38,000 38,000
Total 103,464 131,627 171,775 169,275
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 103,464 131,627 171,775 169,275
Total 103,464 131,627 171,775 169,275
NON-DEPARTMENTAL
8010 Intermodal Transp Center Division
249
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250
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
251
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)
Comm Svcs Aide (3)
Admin Analyst I 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 (36)
CSO (5)
Investigation
Commander
Investigation Sgt
(2)
Detectives (15)
CSO
Sr Police Svcs
Tech
Victim Advocate
Investigative
Spec I (LT - 2)
CSI/Evidence
Sergeant
Criminalist
Forensic Spec II
Forensic Spec I
Property
Evidence Sup
Evidence Tech
(2)
P & T Commander Crime Analyst
Spec Ops / Comm
Sgt (2)
CSO (2)
VIPS
P & T Sgt
Officer
CSO
Retired Annuitants
Traffic Sgt
Officers (2)
Internal Affairs Sgt
Foundation
Admin Secretary (2)
252
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 2024-25
1. Continue to secure new grants and supplemental funding to support police operations and expand services to the community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
2. As recommended in the workload analysis, implement new patrol beat boundaries to greater balance workload. (Strategic Goal: Public Safety)
3. Effective utilization of resources and staffing to efficiently provide services to the community. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
4. Maintain staffing to address quality of life issues such as abandoned vehicles and community engagement. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
5. Work collaboratively with Code Enforcement and the City Attorney’s Office to address quality of life issues. (Strategic Goal: Public Safety)
6. Increase community engagement throughout all levels of the department. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
7. Continue to work on evaluating and implementing the remaining Department of Justice’s Collaborative Reform Initiative recommendations, as appropriate. (Strategic Goal: Public Safety & Effective and Culturally Responsive Government)
8. Continued to implement and expand the community policing concept to maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety) Major Budget Changes
Multiple positions remain vacant and Sworn staffing are 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.
Not included in the FTE count is an overhire of 1.0 Police Commander. 253
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
4110 Police Administration 1,089,944 967,270 1,156,601 1,128,070 4112 Personnel & Training 1,430,198 1,586,226 1,755,919 1,787,460 4116 Special Operations 668,355 780,598 881,213 871,500 4130 Support Services 6,218,937 6,647,315 4,207,718 4,378,060 4131 Technical Services 393,104 535,515 449,922 334,600 4132 Word Processing 424,245 34,334
4133 Evidence & Property 515,318 583,884 745,867 772,600 4134 Records 1,375,602 1,368,434 1,544,437 1,643,190
4137 Maintenance Services 124,215 134,630 137,057 141,500 4170 Animal Control Services 1,163,218 1,192,365 2,815,610 121,160 4220 Field Operations 34,014,173 34,052,330 38,634,976 39,663,710 4221 Traffic 515,808 1,074,135 937,599 1,009,950
4250 Reserves 16,928
4340 Investigations 6,253,220 5,763,825 6,322,236 6,630,590 4343 Violence Suppression Task Force 2,282,319 3,313,589 3,478,846 3,498,160 4380 Asset Seizure 73,429 5,043 62,000 30,000
4096 Safety Equipment 117,070
4129 CSI Equipment 90,000
4214 PD Records Management System 449,840
Total 56,559,012 58,039,492 63,786,911 62,010,550
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 48,432,153 49,871,141 53,167,081 55,541,180 62 - Supplies & Materials 1,501,644 1,400,513 2,211,754 1,529,500 63 - Outside Services 5,980,598 6,374,496 7,218,325 4,262,500 64 - Other Charges 420,129 333,966 814,600 442,000
65 - Debt Service 225,370 225,370
66 - Capital Outlays 224,489 59,376 149,781 10,000
Total 56,559,012 58,039,492 63,786,911 62,010,550
POLICE DEPARTMENT
Summary
254
POLICE DEPARTMENT
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 40,912,208 47,669,006 50,138,666 49,461,950 1100 Measure E 4,427,206 3,834,800 4,761,007 4,352,030
1200 Measure G 10,133,883 6,198,560 6,696,807 6,675,470 2201 Sales Tax-SB172 600,000 600,000 600,000
2202 Supplemental Law Enf - AB3229 743,000 500,000
2502 Asset Seizure 73,429 5,043 62,000 30,000
2504 Vehicle Abatement 219,287 190,848 189,693 246,400
2508 Contributions & Donations 63,000 388,100
2954 Encampment Resolution Fund 9,892 70,108
3302 Cal ID / RAN Grant 130,000 131,343 137,530 144,700 Total 56,559,012 58,039,492 63,786,911 62,010,550
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4110 Police Administration 5.000 5.000 5.000 5.000
4112 Personnel & Training 3.000 5.000 4.000 4.000
4116 Special Operations 5.000 6.000 7.000 7.000
4130 Support Services 9.000 9.000 8.000 9.000
4131 Technical Services 2.000 2.000 2.000 2.000
4132 Word Processing 3.000
4133 Evidence & Property 3.000 4.000 4.000 4.000
4134 Records 13.000 13.000 13.000 13.000
4137 Maintenance Services 1.000 1.000 1.000 1.000
4170 Animal Control Services 4.000 4.000 1.000 1.000
4220 Field Operations 138.000 129.000 133.000 128.000
4221 Traffic 3.000 3.000 3.000 3.000
4340 Investigations 23.000 21.000 22.000 21.000
4343 Violence Suppression Task Force 9.000 11.000 10.000 10.000 Total 221.000 213.000 213.000 208.000
255
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.
3. Continue to support the Police Community Advisory Committee in their efforts to build a safe and peaceful community.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Travel Authorizations (For Chief Only) 5 8 7 5 5
Internal Investigations Completed 7 6 0 7 0
Major Budget Changes
None.
256
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,038,921 946,580 1,101,901 1,100,070 62 - Supplies & Materials 22,809 2,675 14,000 7,000
63 - Outside Services 1,697 1,700 4,000 1,500
64 - Other Charges 8,306 11,507 36,700 19,500
66 - Capital Outlays 18,210 4,808
Total 1,089,944 967,270 1,156,601 1,128,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 814,078 629,250 730,332 603,900
1200 Measure G 275,866 338,019 408,569 524,170
2508 Contributions & Donations 17,700
Total 1,089,944 967,270 1,156,601 1,128,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
257
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 2021-2
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
POST Mandated CPT (hours per officer) 10 22 24 2 18
POST Mandated Perishable Skills Training
(hours per officer) 24 16 16 18 10
Major Budget Changes
None.
258
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,018,618 1,075,907 1,121,405 1,189,460 62 - Supplies & Materials 2,561 24,923 54,000 52,000
63 - Outside Services 76,918 170,297 188,514 130,000
64 - Other Charges 332,100 315,100 392,000 416,000
Total 1,430,198 1,586,226 1,755,919 1,787,460
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,194,316 26,466 (43,915)
1100 Measure E 106,079 1,557,681 1,799,834 1,787,460
1200 Measure G 129,803 2,079
Total 1,430,198 1,586,226 1,755,919 1,787,460
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4112 Personnel & Training 3.000 5.000 4.000 4.000
Total 3.000 5.000 4.000 4.000
POLICE DEPARTMENT
4112 Personnel & Training
259
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 on all special events in the City, working closely with other City Departments and outside agencies to ensure public safety needs are met.
Coordinate deployment of supplemental police personnel for private entities and events as requested.
Enforce City and State codes regarding parking laws for the orderly control of public parking areas. Identify and remove abandoned vehicles to enhance neighborhood livability. Enforce City code and other laws relative to long term parking violations and other nuisance complaints.
Division Operations
1. Make recommendations and appropriately staff public events to ensure public order and safety needs, as well as traffic issues are mitigated.
2. Work closely with City Departments on the Special Event Committee to provide excellent communication and customer service to those planning special events.
3. Review and approve, with appropriate recommendations, one-day alcohol licenses and staff supplemental police deployments as requested and approved.
4. Review, evaluate and comment on Conditional Use Permits and Modification Permits for City of Salinas Engineering Department.
5. Remove abandoned vehicles in public areas when appropriate.
6. Provide education to the public and respond to complaints regarding abandoned vehicles, commercial or recreational vehicle parking and long-term parking complaints.
7. Present crime prevention programs through Neighborhood Watch and public presentations/community events.
8. Through the PAL and Explorer program, support, coordinate, and facilitate youth activities and programs.
9. Strengthen communication with Salinas’s residents through a variety of traditional and nontraditional public outreach initiatives, including conducting community academies.
10. Continue the COPS philosophy within the organization and community through programs such as the Police Activities League, Police Cadets/Explorers, and other programs providing linkages between the Department and community.
11. VIPS Program Management, administration of police volunteers
12. Review first level citation appeals issued by Salinas Police Department staff and adjudicate as necessary.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Special Events Planned and Managed 30 35 50 51 50
Special Events Staffed and Supervised with
Police Officers 30 13 50 49 50
Alcohol Permit Review 44 73 150 52 100
Neighborhood Watch Presentations 5 4 10 4 6
Community Presentations 10 8 20 6 10
Major Budget Changes
None.
260
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 643,774 771,267 862,213 852,000 62 - Supplies & Materials 24,581 9,330 19,000 19,500
Total 668,355 780,598 881,213 871,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 218,016 7,433
1100 Measure E 231,203 582,472 691,520 625,100
1200 Measure G (151) (156)
2504 Vehicle Abatement 219,287 190,848 189,693 246,400
Total 668,355 780,598 881,213 871,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4116 Special Operations 5.000 6.000 7.000 7.000
Total 5.000 6.000 7.000 7.000
POLICE DEPARTMENT
4116 Special Operations
261
POLICE DEPARTMENT
4130 Support Services
Purpose
Provide the assistance and tools needed by the Field Operations, Investigations, and other Divisions to accomplish their law enforcement mission. Provide a wide range of evidence collection and processing services; Manage the Crime Scene Investigator program; Assist other city departments and outside agencies with information such as court packets and suspect profiles; Provide direct services to the community, such as filling requests for information in the form of police reports, research, and handouts.
Division Operations
1. Maintain an accurate and efficient information storage and retrieval system.
2. Investigate and reconstruct crime scenes, process photographic, fingerprint, video, vehicle, and firearms evidence.
3. Conduct all functions with the best possible customer service.
4. Enhancement of the Department's report writing system and integration with the records management system to increase the level of information captured.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Investigate/reconstruct major crime scenes 33 26 30 30 30 Latent Print Investigations* 175 82 200 125 150
Firearms Processed (in-house) 237 265 350 350 350
Firearms Processed (outside agency) N/A N/A N/A N/A N/A *Latents received
Major Budget Changes
None.
262
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,049,584 1,384,571 1,394,216 1,415,060 62 - Supplies & Materials 78,495 97,467 127,755 97,000
63 - Outside Services 5,011,249 5,134,764 2,668,748 2,855,000 64 - Other Charges 7,506 3,525 7,000 1,000
66 - Capital Outlays 72,103 26,988 10,000 10,000
Total 6,218,937 6,647,315 4,207,718 4,378,060
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 5,648,764 6,196,756 4,023,206 4,228,360 1100 Measure E 51,738 312,402 27,012 5,000
1200 Measure G 388,435 6,814 19,970
3302 Cal ID / RAN Grant 130,000 131,343 137,530 144,700 Total 6,218,937 6,647,315 4,207,718 4,378,060
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4130 Support Services 9.000 9.000 8.000 9.000
Total 9.000 9.000 8.000 9.000
POLICE DEPARTMENT
4130 Support Services
263
POLICE DEPARTMENT
4131 Technical Services
Purpose
Process data and provide accurate and timely information. Prepare the monthly State NIBRS reporting.
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 2021-22 Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
NIBRS 7 UCR / 5NIBRS 12 12 12 12
Process Citations for Court 3,125 2,880 4,000 2,500 3,200 Major Budget Changes
None
264
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 247,379 280,941 286,974 241,600 62 - Supplies & Materials 131,352 225,563 145,948 81,000 63 - Outside Services 14,374 29,011 17,000 12,000
Total 393,104 535,515 449,922 334,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 391,089 526,530 449,922 334,600
1200 Measure G 2,016 8,984
Total 393,104 535,515 449,922 334,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
265
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Process evidence into storage 7,139 8,093 8,000 8,000 8,000 Purge evidence 2,413 1,070 4,000 3,000 3,500
Major Budget Changes
None.
266
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 498,577 573,981 720,867 757,600 62 - Supplies & Materials 15,756 5,846 24,000 14,000
64 - Other Charges 985 920 1,000 1,000
66 - Capital Outlays 3,137
Total 515,318 583,884 745,867 772,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 512,800 18,136
1100 Measure E 2,518 565,748 745,867 772,600
Total 515,318 583,884 745,867 772,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4133 Evidence & Property 3.000 4.000 4.000 4.000
Total 3.000 4.000 4.000 4.000
POLICE DEPARTMENT
4133 Evidence & Property
267
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Arrest Packets Completed for Court 2,942 1,696 3,500 1,500 1,600 Reports Processed 23,371 25,307 25,500 26,000 26,500
Major Budget Changes
None.
268
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,368,329 1,363,426 1,530,937 1,633,690 62 - Supplies & Materials 7,124 4,783 13,000 9,000
64 - Other Charges 150 225 500 500
Total 1,375,602 1,368,434 1,544,437 1,643,190
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,066,507 39,890
1100 Measure E 1,795
1200 Measure G 307,301 1,328,544 1,544,437 1,643,190
Total 1,375,602 1,368,434 1,544,437 1,643,190
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4134 Records 13.000 13.000 13.000 13.000
Total 13.000 13.000 13.000 13.000
POLICE DEPARTMENT
4134 Records
269
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Building Maintenance and Repair Work Orders
Processed 215 92 150 131 50
Major Budget Changes
None.
270
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 119,945 126,630 133,057 138,500 62 - Supplies & Materials 4,270 8,000 4,000 3,000
Total 124,215 134,630 137,057 141,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 124,215 134,630 137,057 141,500
Total 124,215 134,630 137,057 141,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4137 Maintenance Services 1.000 1.000 1.000 1.000
Total 1.000 1.000 1.000 1.000
POLICE DEPARTMENT
4137 Maintenance Services
271
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.
Since July 1, 2023, the City of Salinas and County of Monterey received services via the Hitchcock Road Animal Services Agency which was created as the result of a Joint Exercise of Powers Agreement, with the County of Monterey serving as the lead agency.
Division Operations
1. Since July 1, 2023, services have been provided via the Hitchcock Road Animal Services Agency, a JPA entity. The County of Monterey is the lead agency and the City of Salinas no longer oversees the operations of Animal Services. Hitchcock Road Animal Services Agency is governed by the Hitchcock Road Animal Services Agency Board of which the City is a member.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Animals Licensed 7,578 4,609 N/A 5,000 5,000
Animals Returned to Owner 372 705 N/A 900 850
Major Budget Changes
The Joint Exercise of Powers Agreement was operationalized effective July 1, 2023. Future costs are still to be determined.
272
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 482,819 314,220 108,210 107,160 62 - Supplies & Materials 4,933 715 10,000 2,000
63 - Outside Services 612,466 877,430 2,327,000 12,000
64 - Other Charges 63,000 370,400
Total 1,163,218 1,192,365 2,815,610 121,160
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 969,992 1,189,497 2,445,210 121,160
1100 Measure E 130,226 2,868
2508 Contributions & Donations 63,000 370,400
Total 1,163,218 1,192,365 2,815,610 121,160
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4170 Animal Control Services 4.000 4.000 1.000 1.000
Total 4.000 4.000 1.000 1.000
POLICE DEPARTMENT
4170 Animal Control Services
273
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 Crime Scene Investigation Program.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Percentage of Calls for Service identified as
emergency or immediate response required,
with an Officer arrival time of three minutes or
less.
84.4% 85.4% 85.0% 84.0% 85.0%
Total Calls for Service identified as emergency
or immediate response required. 1,510 1,675 1,600 1,600 1,600 Major Budget Changes
A significant number of positions remain vacant.
274
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 32,780,456 33,018,273 35,459,649 37,152,340 62 - Supplies & Materials 1,145,163 950,248 1,551,957 1,141,000 63 - Outside Services 88,554 83,810 1,398,000 1,145,000 65 - Debt Service 225,370 225,370
Total 34,014,173 34,052,330 38,634,976 39,663,710
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 22,224,929 32,566,970 35,725,093 37,401,840 1100 Measure E 3,254,967 767,986 1,496,775 1,161,870
1200 Measure G 7,934,277 707,482
2201 Sales Tax-SB172 600,000 600,000 600,000
2202 Supplemental Law Enf - AB3229 743,000 500,000
2954 Encampment Resolution Fund 9,892 70,108
Total 34,014,173 34,052,330 38,634,976 39,663,710
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4220 Field Operations 138.000 129.000 133.000 128.000
Total 138.000 129.000 133.000 128.000
POLICE DEPARTMENT
4220 Field Operations
275
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Percent Reduction in Reported Collisions 15.4% 16.0% 100.0% 100.0% 100.0% Percent Reduction in Fatal Accidents 83% 7% 100.0% 100.0% 100.0% Major Budget Changes
None.
276
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 509,537 1,065,643 912,259 995,950 62 - Supplies & Materials 6,271 8,491 25,340 14,000
Total 515,808 1,074,135 937,599 1,009,950
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 512,133 79,291 20,845
1200 Measure G 3,675 994,843 916,754 1,009,950
Total 515,808 1,074,135 937,599 1,009,950
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4221 Traffic 3.000 3.000 3.000 3.000
Total 3.000 3.000 3.000 3.000
POLICE DEPARTMENT
4221 Traffic
277
POLICE DEPARTMENT
4340 Investigations
Purpose
Conduct investigations in order to identify and apprehend suspects for prosecution purposes. This includes the identification of crime trends through crime analysis for proactive and focused investigation attention.
In addition to providing investigative personnel for criminal investigations, the Investigation Division will work closely with the Field Operations and Administration Division to promote strategies which build a safe and peaceful community.
Division Operations
1. Aggressively investigate criminal activity.
2. Maintain the Investigation Division efforts to proactively target criminals that commit gang-related, violent and property crimes, such as murder, assault with a deadly weapon, robbery, burglary, and other thefts.
3. Maintain efforts related to cold case investigations, including utilization of alternate methods of evidence analysis such as retesting evidence for DNA analysis.
4. Continue to provide a timely on-call response on a 24-hour basis for major criminal investigations or other crimes that require in-depth investigative support.
5. Increase efforts to provide informal and formal training to investigators.
6. Continue to assign personnel to monitor and arrest sex registrants who have been found to violate any provisions of Section 290 of the Penal Code in the City of Salinas.
7. Continue to work closely with other agencies to develop and promote collaborative, positive relationships.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Investigations Completed 460 400 425 400 435
Average Clearance Rate/All Cases 73% 75% 85% 80% 85%
Gang WorkUps/Exp* - Detective/Patrol Cases only
Cases 17 23 18 20 20
Defendants 23 28 20 22 20
Major Budget Changes
None.
278
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 6,187,906 5,715,875 6,151,301 6,519,590 62 - Supplies & Materials 15,044 9,206 23,000 7,000
63 - Outside Services 43,185 36,772 142,935 102,000
64 - Other Charges 7,085 1,971 5,000 2,000
Total 6,253,220 5,763,825 6,322,236 6,630,590
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 5,114,067 5,737,248 6,315,986 6,630,590 1100 Measure E 146,826 1,640
1200 Measure G 992,327 24,937 6,250
Total 6,253,220 5,763,825 6,322,236 6,630,590
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4340 Investigations 23.000 21.000 22.000 21.000
Total 23.000 21.000 22.000 21.000
POLICE DEPARTMENT
4340 Investigations
279
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Gang Registrations 43 25 0 0 0
Court Presentations/Expert Testimony 3 3 0 0 0
Weapons Seized 76 100 0 103 0
Gang related investigations 364 365 0 110 0
Gang/Narcotic/Warrant related arrests 270 225 0 0 0
Gang/Narcotic Presentations-Community 2 3 0 0 0
Narcotics (Meth, Heroin, Cocaine) Seized (in
pounds) 47 26 0 4 0
Parole/Probation Searches 110 85 0 6 0
Search Warrants 39 44 0 4 0
*Narcotics broken down 47 26 0
Methamphetamine 43.4 lbs 23 lbs 0 2.30 lbs 0
Heroin 2.5 oz 16 grams 0 0 0
Cocaine 3.6 lbs 3 lbs 0 2.03 lbs 0
Pills 67,923 2,644 0 8 0
Major Budget Changes
None.
280
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 2,144,191 3,231,249 3,384,092 3,438,160 62 - Supplies & Materials 41,893 48,941 79,754 55,000
63 - Outside Services 33,235 8,956 15,000 5,000
66 - Capital Outlays 63,000 24,443
Total 2,282,319 3,313,589 3,478,846 3,498,160
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,776,967 511,207
1100 Measure E 501,854 16,003
1200 Measure G 3,498 2,786,379 3,478,846 3,498,160
Total 2,282,319 3,313,589 3,478,846 3,498,160
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4343 Violence Suppression Task Force 9.000 11.000 10.000 10.000 Total 9.000 11.000 10.000 10.000
POLICE DEPARTMENT
4343 Violence Suppression Task Force
281
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Cases Initiated 14 6 0 0 0
Major Budget Changes
None.
282
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 62 - Supplies & Materials 1,257 4,325 60,000 28,000
64 - Other Charges 997 718 2,000 2,000
66 - Capital Outlays 71,175
Total 73,429 5,043 62,000 30,000
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2502 Asset Seizure 73,429 5,043 62,000 30,000
Total 73,429 5,043 62,000 30,000
POLICE DEPARTMENT
4380 Asset Seizure
283
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 4110 Police Administration
Administrative Analyst I 1.000
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
Management Analyst 1.000 1.000 1.000
Police Services Administrator 1.000 1.000 1.000
4110 Police Administration Total 5.000 5.000 5.000 5.000 4112 Personnel & Training
Community Service Officer 1.000 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000
Police Officer 1.000 1.000 1.000 1.000
Police Sergeant 1.000 2.000 1.000 1.000
4112 Personnel & Training Total 3.000 5.000 4.000 4.000 4116 Special Operations
Community Service Officer 4.000 4.000 2.000 2.000
Police Sergeant 1.000 2.000 2.000 2.000
Comm Outreach Asst-Limited Term 2.000 2.000
Admin Analyst I - Limited Term 1.000 1.000
4116 Special Operations Total 5.000 6.000 7.000 7.000
4130 Support Services
Community Service Officer 4.000 3.000 1.000 1.000
Crime Analyst 1.000 1.000 1.000 1.000
Criminalist 1.000 1.000 1.000 1.000
Police Sergeant 2.000 1.000 1.000
Forensic Specialist II 1.000 1.000 1.000 1.000
Community Services Assistant 3.000
Community Service Aide 3.000 3.000
Forensic Specialist I 1.000
4130 Support Services Total 9.000 9.000 8.000 9.000
4131 Technical Services
Senior Police Services Tech 2.000 2.000 2.000 2.000
4131 Technical Services Total 2.000 2.000 2.000 2.000
POLICE DEPARTMENT
Workforce
284
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
POLICE DEPARTMENT
Workforce
4132 Word Processing
Word Processing Operator 3.000
4132 Word Processing Total 3.000
4133 Evidence & Property
Evidence Technician 1.000 1.000
Police Sergeant 1.000 1.000 1.000
Sr Evidence Technician 1.000 1.000
Property/Evidence Supervisor 1.000 1.000 1.000 1.000
Property/Evidence Technician 2.000 2.000
4133 Evidence & Property Total 3.000 4.000 4.000 4.000
4134 Records
Police Records Coordinator 1.000 1.000 1.000 1.000
Police Services Technician 9.000 9.000 9.000 9.000
Supervising Police Services Tech 3.000 3.000 3.000 3.000 4134 Records Total 13.000 13.000 13.000 13.000
4137 Maintenance Services
Pub Safety Facilities Wkr 1.000 1.000 1.000
Public Safety Facilities Worker 1.000
4137 Maintenance Services Total 1.000 1.000 1.000 1.000 4170 Animal Control Services
Animal Care Tech 1.000 1.000
Animal Control Officer 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 1.000 1.000 4220 Field Operations
Community Service Officer 3.000 4.000 9.000 9.000
Police Commander 4.000 4.000 4.000 4.000
Police Officer 107.000 97.000 96.000 93.000
Police Recruit 8.000 8.000 8.000 8.000
Police Sergeant 15.000 13.000 13.000 13.000
Assistant Chief of Police 1.000 1.000 1.000 1.000
Multi-Service Officer 2.000 2.000
4220 Field Operations Total 138.000 129.000 133.000 128.000 285
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
POLICE DEPARTMENT
Workforce
4221 Traffic
Police Officer 2.000 2.000 2.000 2.000
Police Sergeant 1.000 1.000 1.000 1.000
4221 Traffic Total 3.000 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 15.000 16.000 15.000
Police Sergeant 2.000 2.000 2.000 2.000
Assistant Chief of Police 1.000
Victim Advocate 1.000 1.000 1.000 1.000
Senior Police Services Tech 1.000 1.000 1.000 1.000
4340 Investigations Total 23.000 21.000 22.000 21.000
4343 Violence Suppression Task Force
Community Service Officer 1.000 1.000
Crime Analyst 1.000 1.000 1.000
Police Commander 1.000 1.000 1.000 1.000
Police Officer 5.000 6.000 6.000 6.000
Police Sergeant 2.000 2.000 2.000 2.000
4343 Violence Suppression Task Force Total 9.000 11.000 10.000 10.000 Total 221.000 213.000 213.000 208.000
286
PUBLIC WORKS DEPARTMENT
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINISTRATION ENGINEERING
GEOGRAPHIC
INFORMATION
SYSTEMS
ENVIRONMENTAL
& MAINTENANCE
SERVICES
AIRPORT
287
PUBLIC WORKS DEPARTMENT
Organizational Chart by Position
PUBLIC
WORKS
DIRECTOR
Asst PW
Director/City
Engineer
Deputy City
Engineer
(Engineering)
Assistant
Engineer (3)
Junior Engineer
(2)
Engineering
Aide II
Engineering
Aide I
Sr. Constr
Inspector
Construction
Inspector (2)
Management
Analyst
Senior Civil
Engineer
(Development)
Assistant
Engineer
Junior
Engineer
(2)
Construction
Inspector
Traffic Engineer
Asst
Engineer
(2)
Eng Aide
II
Junior
Engineer
Senior Civil
Engineer (Water
Waste & Energy)
Sustainability
Analyst
Engineering
Aide I
Associate
Engineer
Assistant
Engineer
NPDES Manager
Stormwater
Analyst
Stormwater
Compliance
Inspector
Superintendent
of Maint Svcs
Wastewater
Manager
Wastewater
Crew Sup
Environ
Comp
Insp II
Environ
Comp
Insp I
Sr (1) /
Wastewtr
Op (2)
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
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 (5)
Fleet Manager
Office Tech
Equip
Mech Cr
Sup
Sr Equip
Mech
Equipment
Mech II (3)
Equipment
Mech I (3)
Emergency
Vehicle
Upfitter
Inventory
Tech
Facilities
Manager
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 I
GIS
Analyst III
PW Admin
Supervisor
Admin
Secretary
PW
Assistant
Office
Tech (0.5)
PW Compl
Officer
288
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.
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 2023-24
Investment Strategies/Risk Management
1. Support development of Salinas Travel Center project, Airport Lease Project, Unikool (John Street) Project, Skywest Project, and the Sobel Project.
2. Complete the Mitigated Negative Declaration for Boronda Road Congestion Relief Project (future growth area).
3. Completed the design for Boronda Road and McKinnon roundabout.
4. Submit 90% plans of Williams Road to PG&E for the kickoff of the Utility Undergrounding design project.
5. Completed the City-Wide pavement improvement project.
6. Provide engineering and street maintenance support for various City special events.
7. Completed 90% Design for the Williams Road Improvements.
8. Continuing work to develop sustainable parking enterprises which help support the city’s economic sectors.
9. Support regional plan to extend commuter rail service to Salinas that will provide access to jobs in the Bay Area and Silicon Valley.
10. Development complete streets, multi-modal corridors, and a sustainable transportation to support responsible future growth area and mitigate vehicle miles travelled (VMT).
11. Supported the Airport Lease Project MND and began coordination with Caltrans as part of mitigation program to improve Airport Blvd/US 101 Ramps.
12. Support the Salinas Ag Industrial Center Development Project and continue coordinating with Caltrans and TAMC t improve US 101 access in South Salinas.
13. Completed the Pedestrian Crossing Enhancements Project.
14. Completed the closure of Sun Street Transfer Station.
15. Started the design of grant funded improvements for the Industrial Wastewater Treatment Facility. 289
PUBLIC WORKS DEPARTMENT
Summary
16. 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. Completed the construction of East Laurel Drive Pedestrian Improvements and Street Lighting.
4. Completed the construction of the Bardin Road Safe Routes to School Improvements.
5. Completed Council approved Traffic Calming Projects.
6. Completed sidewalk repairs project.
7. Completed the Salinas Safe Routes to School Plan with Ecology Action and TAMC.
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.
2. Utilized Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision-making.
3. Implemented innovative and emerging technology solutions to increase efficiency and effectiveness of City services.
4. Developing Proposition 26 fees to fund the costs of NPDES inspection and plan review activities.
5. Continuing Implementation of the City Traffic Fee Ordinance.
6. Completed draft final plans for the Sherwood/Front St Adaptive Traffic Signal System Project.
7. 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. Completed the San Juan Grade Road rehabilitation project.
3. Continuing Development of City’s Active Transportation Plan.
4. Continue identifying funding for improvements for implementation of the East Alisal Corridor Plan.
5. Secured grant funding to stretch transportation dollars.
6. Hired consultant to update City Standard Plans and Specifications.
7. Updated Pavement Management System for future road maintenance.
8. Applied for HSIP Grants to fund a part of Williams Road Improvements. 290
PUBLIC WORKS DEPARTMENT
Summary
9. Refreshed over 17,000 linear feet of crosswalks.
11 Completed the Monte Bella Subdivision Slurry Seal project.
10. Completed the construction of the traffic signal at Alisal Street and JD Alvarado Court.
11. Design pavement rehabilitation for the southside hangars at the Salinas Municipal Airport.
Investment Strategies/Risk Management
1. Traffic Calming Improvements.
2. Complete design of restroom remodel at Natividad Creek Park.
3. Completed tennis court improvements at Central Park.
4. Completed construction of tennis courts improvements at Claremont Park.
City Council Goals, Strategies, and Objectives for FY 2024-25 Investment Strategies / Risk Management
1. Develop and implement downtown parking strategy.
2. Work with PG&E to design and build the Williams Road Utility Underground District.
3. Support Extension of Caltrain Rail Service to Salinas to help mitigate vehicle miles travelled and support future growth.
4. Implementing ADA Transition Plan and Street Sign Management Plan.
5. Continue to develop the City’s reforestation program.
6. Complete Design for East Salinas Area Street Light installation.
7. Complete Sanitary Sewer priority CCTV survey.
8. Complete Design and begin construction for priority Sanitary Sewer Pipe and Manhole Repairs.
9. Complete West Wing Tenant Improvements for the Fire Department at City Hall.
10. Support the General Plan Update EIR, CAP and Circulation Element.
11. Alisal Vibrancy Plan – Develop and adopt East Alisal Street Master Plan.
12. Begin Bus Rapid Transit and Transit Oriented Design Corridor Study with MST.
13. Issue RFP and begin design and construction of new solar PV system for the Public Safety Center.
14. Complete long term source water agreement with Monterey One Water and the Monterey County Water Resources Agency.
15. 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. Explore the possibility of 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.
291
PUBLIC WORKS DEPARTMENT
Summary
3. Utilize Geographic Information Systems (GIS) for spatial analysis. Spatial analysis lets staff evaluate suitability and capability, estimate, predict, interpret, and understand data. This capability is delivered to all City Departments to provide new perspectives to data driven decision-making.
4. Continue to Implement innovative and emerging technology solutions to increase efficiency and effectiveness of City services.
5. Use of Salinas Connect as a tool for better response to public inquires and prioritization of maintenance work.
6. Recommend efficiencies to be born in the delivery of maintenance and repairs following the recommendation of an organizational study.
Public Safety
1. Begin Construction on Boronda/McKinnon roundabout.
2. Complete construction of the Chip Seal project for arterial and collector streets; and Slurry seal for the residential streets.
3. Implement short term goals on the East Alisal Corridor Plan.
4. Complete construction of Natividad Creek Restroom.
5. Installation of Hebbron Heights and Closter Park Playground equipment.
6. Support smart growth vision for Future Growth Areas infrastructure.
7. Support Blue Zone Policies.
8. Fund and Complete City’s Active Transportation Plan and Multi-modal Plan.
9. Implement reduced speed limits in school zones.
10. Certify E&TS for valid speed limits for all City Streets.
11. Update signal timing plans for improved safety and operations.
12. Continue coordination with the South of Salinas Interchange Project and frontage road system connecting to south Salinas.
13. Continue to support Salinas PD traffic enforcement efforts.
14. Support Fire Department emergency response through signal pre-emption and computer aided dispatch.
15. Install new airport access control system.
Major Budget Changes
Office Technician Position in the Engineering Administration division to support the increasing needs of 6 separate, unique engineering divisions within the department.
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.
292
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
Engineering and Transportation 3,353,367 3,610,648 3,897,135 3,732,445 Geographic Information Systems 534,208 556,093 734,401 868,354 Environmental and Maintenance Services 6,221,707 7,238,055 9,308,434 9,195,267 Total 10,109,282 11,404,796 13,939,970 13,796,066
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed Engineering and Transportation 30.180 30.180 30.180 29.180 Geographic Information Systems 4.000 4.000 4.000 4.000
Environmental and Maintenance Services 33.750 40.750 40.750 39.750 Total 67.930 74.930 74.930 72.930
PUBLIC WORKS DEPARTMENT
Summary
293
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
5110 Engineering Administration 750,328 790,206 902,345 797,060 5115 Development Engineering 721,884 867,472 907,943 927,110 5120 Engineering Services 867,373 884,924 516,399 421,280 5122 Dev, Traffic & Transportation 517,369 741,312 1,126,510 1,104,435 5125 Eng Water & Solid Waste Division 496,412 326,734 443,939 482,560 5128 GIS Division 534,208 556,093 734,401 868,354
5230 Maintenance Administration 415,652 455,537 550,814 537,450 5231 Graffiti Abatement 133,633 156,183 235,433 229,210 5232 Facilities Maintenance 960,270 1,441,895 1,626,886 1,558,059 5234 Street Maintenance 2,148,189 2,452,987 3,226,995 3,172,438 5235 Street Lights 623,834 642,730 645,274 630,610
5236 Traffic Signals 370,216 382,856 381,600 372,500
5237 Environmental Compliance 99,371 160,206 266,312 265,050 5239 Urban Forestry 1,470,542 1,545,660 2,375,121 2,429,950 Total 10,109,282 11,404,796 13,939,970 13,796,066
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 7,447,215 8,136,678 9,105,120 9,292,670 62 - Supplies & Materials 496,900 736,285 964,945 809,969 63 - Outside Services 2,046,599 2,316,882 3,723,702 3,612,192 64 - Other Charges 41,589 56,352 85,466 36,500
66 - Capital Outlays 34,479 158,599 60,738 44,735
69 - Financial Assistance 42,500
Total 10,109,282 11,404,796 13,939,970 13,796,066
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 9,000,455 6,733,451 6,966,994 6,595,683 1100 Measure E 258,133 5,127
1200 Measure G 850,694 4,666,219 6,967,976 7,200,383
2508 Contributions & Donations 5,000
Total 10,109,282 11,404,796 13,939,970 13,796,066
PUBLIC WORKS DEPARTMENT
Summary
294
PUBLIC WORKS DEPARTMENT
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5110 Engineering Administration 4.930 4.930 4.930 3.930 5115 Development Engineering 4.850 4.850 4.850 4.850
5120 Engineering Services 11.850 11.850 11.850 12.850
5122 Dev, Traffic & Transportation 6.000 6.000 6.000 5.000 5125 Eng Water & Solid Waste Division 2.550 2.550 2.550 2.550 5128 GIS Division 4.000 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 4.000 6.000 6.000 6.000
5234 Street Maintenance 17.000 20.000 21.000 21.000
5235 Street Lights 1.000 1.000 1.000 1.000
5236 Traffic Signals 1.000
5237 Environmental Compliance 1.000 2.000 2.000 2.000
5239 Urban Forestry 8.250 8.250 8.250 7.250
Total 67.930 74.930 74.930 72.930
295
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296
ENGINEERING AND TRANSPORTATION
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
ADMINSTRATION
ASSISTANT PUBLIC
WORKS DIRECTOR /
CITY ENGINEER
ENGINEERING DEVELOPMENT
ENGINEERING
WATER WASTE
& ENERGY
TRAFFIC &
TRANSPORTATION
STORMWATER
COMPLIANCE
297
ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
Purpose
Provide administrative support to the Department of Public Works, supervise and control the Department's operating and project budgets, implement and manage the Capital Improvements Program, administrative oversight of all Landscape Maintenance Assessment Districts , administrative oversight of all Public Works Grants, acquire property as needed for projects, administer programs dealing with energy efficiency, environmental, Labor Compliance Program monitoring and enforcement on Public Works projects, and respond to resident complaints and inquiries.
Division Operations
1. Supervise and manage Department services and resources in an efficient manner.
2. Represent the City in developing major development proposals (Vibrancy plans, Carr Lake).
3. Administer the department's budget within approved authorized amounts.
4. Provide administrative and technical support to the department in the performance of its duties.
5. Maintain records pertaining to City facilities such as deeds, easements abandonments, rights-ofway, 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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
# and % eligible Construction Contracts
completed that
met/exceeded Local Hire requirements 1/ 100% 2/ 100% 3 / 100% 5/ 100% 5/ 100% met State Apprenticeship requirements 4 / 100% 2 / 100% 3 / 100% 5/ 100% 5/ 100% met/exceeded Federal DBE/MBE/WBE
requirements N/A 1/ 100% 2 / 100% 3/ 100% 3/ 100%
Federal / State grants administered 22 24 25 27 27
Construction Contracts Awarded (in dollars) $3.2mil $6.5mil $5 mil $7mil $7mil Major Budget Changes
Office Technician Position in the Engineering Administration division to support the increasing needs of 6 separate, unique engineering divisions within the department. 298
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 632,035 662,018 785,001 691,560 62 - Supplies & Materials 16,617 16,765 31,000 26,500
63 - Outside Services 87,705 88,332 66,536 67,300
64 - Other Charges 10,595 13,978 16,600 8,700
66 - Capital Outlays 3,376 9,113 3,208 3,000
Total 750,328 790,206 902,345 797,060
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 726,057 763,207 893,427 797,060
1200 Measure G 24,271 26,999 3,918
2508 Contributions & Donations 5,000
Total 750,328 790,206 902,345 797,060
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5110 Engineering Administration 4.930 4.930 4.930 3.930 Total 4.930 4.930 4.930 3.930
ENGINEERING AND TRANSPORTATION
5110 Engineering Administration Division
299
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 2021-
22 Actual
FY 2022-
23 Actual
FY 2023-
24 Goal
FY 2023-24
Projected
FY 2024-
25 Goal
Private Development NPDES Stormwater Permit
Compliance (Number of Correction Notices &
NOVs/Total Projects Inspected)*
50/23 N/A
Private Development NPDES Stormwater Permit
Compliance (Projects Meeting Post Construction
Requirements/Total Projects)
98% 100%
Encroachment Permits Issued 804 750
Vendor Permits Issued 113 100
Total On-Time Permit Reviews (Building, Grading,
FEMA, Encroachments) 56% 90%
Total On-Time Development Reviews(Use Permits,
Site Reviews, Map Checks) 44% 95%
Total Counter Inquiries and Reviews 869 N/A
* Figures reflect water year consistent with the annual report submitted to the Regional Water Board.
Major Budget Changes
None.
300
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 624,665 749,951 780,724 820,010 62 - Supplies & Materials 5,145 9,900 7,300 5,300
63 - Outside Services 86,926 103,271 115,358 100,000
64 - Other Charges 4,303 4,349 3,710 1,300
66 - Capital Outlays 845 850 500
Total 721,884 867,472 907,943 927,110
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 721,884 867,472 907,943 927,110
Total 721,884 867,472 907,943 927,110
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
301
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Grant applications submitted. Dollars secured vs. dollars applied for
City C.I.P. projects designed. (annually)
City projects constructed on time (annually)
City projects constructed within budget (annually)
Number of projects inspected
City Pavement Condition Index
Projects Awarded
Projects Closed Out and Accepted
Active Construction Projects
Project Delivered On Budget and On Time
Number of projects inspected
City Pavement Condition Index
Major Budget Changes
None.
302
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 783,391 824,204 372,324 320,180 62 - Supplies & Materials 4,759 5,603 14,000 7,600
63 - Outside Services 75,055 4,860 97,775 81,800
64 - Other Charges 2,134 4,536 18,300 3,000
66 - Capital Outlays 2,033 45,722 14,000 8,700
Total 867,373 884,924 516,399 421,280
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 867,373 884,924 516,399 421,280
Total 867,373 884,924 516,399 421,280
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5120 Engineering Services 11.850 11.850 11.850 12.850
Total 11.850 11.850 11.850 12.850
ENGINEERING AND TRANSPORTATION
5120 Engineering Services Division
303
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 to improve traffic efficiency and reduce maintenance costs.
6. Support Complete Streets principles and Green Streets in the City.
7. Secure funding for transportation related projects.
8. Oversee the City’s Transportation Impact Fee Program and coordinate with other agencies to fund future transportation infrastructure needs.
9. Work with TAMC, Caltrans and other agencies to obtain funding for extending rail service from the San Francisco Bay Area and Silicon Valley to Salinas.
10. Work with TAMC, Caltrans, and other agencies to improve capacity on US 101 through Salinas.
11. Coordinate with Monterey-Salinas Transit to plan and operate transit routes.
12. Review and update traffic signal timing systems to improve circulation.
13. Provide the Engineering and Traffic Surveys necessary to establish speed zones and enforce speed limit laws.
14. Develop City’s Parking Programs.
15. Manage and annually update the residential parking permit program.
16. Manage and support the City’s parking enforcement program.
17. Manage the City’s Downtown Parking District.
18. Implement City’s Traffic Calming Program.
19. Work with schools on traffic safety issues and implement safe route to school projects.
20. Develop and review traffic control plans for road closures and special event traffic control plans.
21. Provide regular reports to the Traffic and Transportation Commission.
22. Support the Police and Fire Departments on their specific needs related to traffic and transportation.
23. Implement the City’s Vision Zero Policy and improve traffic safety to reduce fatalities and sever injuries resulting from traffic collisions.
24. Maintain traffic control devices including signs, signals, flashing beacons, crosswalk, and lane lines.
25. Issue transportation permits for oversee vehicles.
26. Respond to traffic requests including neighborhood traffic calming, school safety issues, and parking analysis.
27. Implement Capital Improvement Projects.
304
ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Transportation Permits issued (annually) 203 150
Grant applications submitted, Dollars secured
($ million) $0M $2M
Salinas Connect Requests addressed
(annually) 150
Projects Completed (NEW) 5 4
Traffic Commission Reports (NEW) 41 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. 305
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 474,649 619,498 882,307 999,710 62 - Supplies & Materials 14,713 13,515 35,750 18,400
63 - Outside Services 21,617 19,383 196,653 78,500
64 - Other Charges 1,010 2,635 7,000 6,000
66 - Capital Outlays 5,381 86,281 4,800 1,825
Total 517,369 741,312 1,126,510 1,104,435
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 514,488 71,124
1200 Measure G 2,882 670,188 1,126,510 1,104,435
Total 517,369 741,312 1,126,510 1,104,435
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5122 Dev, Traffic & Transportation 6.000 6.000 6.000 5.000 Total 6.000 6.000 6.000 5.000
ENGINEERING AND TRANSPORTATION
5122 Development, Traffic & Transportation Division
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307
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 City though ongoing relationships with Association of Bay Area Governments and Central Coast Community Energy.
4. Manage the City’s streams and stormwater conveyance assets to assure flood protection and the ecological health of riparian zones.
5. Management and oversight of certain City sustainability goals and programs including Urban Forestry and Greening Programs.
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. The 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. 308
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 337,973 312,590 368,850 421,400 62 - Supplies & Materials 2,073 485 4,150 3,050
63 - Outside Services 107,565 13,210 61,350 54,700
64 - Other Charges 1,100 450 5,429 1,500
66 - Capital Outlays 5,202 4,160 1,910
69 - Financial Assistance 42,500
Total 496,412 326,734 443,939 482,560
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 496,412 326,734 443,939 482,560
Total 496,412 326,734 443,939 482,560
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5125 Eng Water & Solid Waste Division 2.550 2.550 2.550 2.550 Total 2.550 2.550 2.550 2.550
ENGINEERING AND TRANSPORTATION
5125 Energy, Water & Solid Waste Division
309
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
Office Technician 0.500 0.500 0.500 0.500
Public Works Admin Supervisor 0.750 0.750 0.750 0.750
Public Works Assistant 1.000 1.000 1.000 1.000
Public Works Director 0.430 0.430 0.430 0.430
City Engineer 0.250 0.250 0.250
Public Work Compliance Officer I 1.000 1.000
Assistant Public Works Director/City Engineer 0.250
5110 Engineering Administration Total 4.930 4.930 4.930 3.930 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
Assistant Public Works Director/City Engineer 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
Construction Inspector 2.000 2.000 2.000 2.000
Engineering Aide I 1.000 1.000 2.000
Engineering Aide II 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
Sr Construction Inspector 1.000 1.000 1.000 1.000
Management Analyst 1.000
City Engineer 0.100 0.100 0.100
Public Work Compliance Officer I 1.000
Assistant Public Works Director/City Engineer 0.100
Deputy City Engineer 0.750
5120 Engineering Services Total 11.850 11.850 11.850 12.850
ENGINEERING AND TRANSPORTATION
Workforce
310
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
ENGINEERING AND TRANSPORTATION
Workforce
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
Junior Engineer 1.000 1.000 1.000 1.000
Traffic Engineer 1.000 1.000 1.000 1.000
Transportation Manager 1.000
5122 Dev, Traffic & Transportation Total 6.000 6.000 6.000 5.000 5125 Eng Water & Solid Waste Division
Engineering Aide I 1.000 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
Assistant Public Works Director/City Engineer 0.100
Sustainability Analyst 1.000
5125 Eng Water & Solid Waste Division Total 2.550 2.550 2.550 2.550 Total 30.180 30.180 30.180 29.180
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312
GEOGRAPHIC INFORMATION SYSTEMS
Organizational Chart by Division
PUBLIC WORKS
DIRECTOR
GEOGRAPHIC INFORMATION
SYSTEMS (GIS) ADMINISTRATOR
313
GEOGRAPHIC INFORMATION SYSTEMS
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. The GIS Division is also investing time and effort to evaluate the latest technologies, tools, and spatial innovations to inform all city departments and divisions to make them aware of all up and coming advancements.
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.
7. Promote new GIS technologies and train city staff.
GIS staff are participating in the public records requests, school district mapping, fire department website and web app update, fire grid map modernization, and Landscape maintenance map project. Additionally, GIS staff are providing support to the 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 Measure / Goal FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Longest GIS Service Interruptions for the Year 36.0 <3 hrs <4 hrs <2 hrs <2 hrs Total Number of Salinas Souce 2.0 hits 1.94 M 1.4 M NA 1.9 M 2 M Update Internal GIS Database 377 N/A 20 514 600
GIS Training Events per year 0 N/A 3 3 3
Maintain Online Availablility of GIS Services 99.59% N/A 99.95% 100.00% 100.00% Projects Started 63 N/A 90 29 60
Projects Completed 55 N/A 76 8 45
Total Number of Salinas Souce 2.0 sessions 4520 N/A 4000 5100 6000 314
GEOGRAPHIC INFORMATION SYSTEMS
5128 GIS Division
Major Budget Changes
In FY 2023-24, no major budget changes requested. Staff is getting ready to fill the open GIS Analyst I position soon. Increasing internal and external GIS use and growing demand from the city departments for custom web-based applications are already a strong indication for a new permanent GIS Developer position within the GIS Division for programming and customizing the new and existing applications to make them more current and productive. This need will be articulated in the next year’s budget document. 315
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 489,892 493,560 607,215 690,530 62 - Supplies & Materials 252 276 1,000 2,000
63 - Outside Services 26,154 49,925 110,606 163,324
64 - Other Charges 4,917 11,604 14,100 1,500
66 - Capital Outlays 12,993 728 1,480 11,000
Total 534,208 556,093 734,401 868,354
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 534,208 556,093 734,401 868,354
Total 534,208 556,093 734,401 868,354
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5128 GIS Division 4.000 4.000 4.000 4.000
Total 4.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
5128 GIS Division
316
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5128 GIS Division
GIS Administrator 1.000 1.000 1.000 1.000
GIS Analyst II 3.000 1.000 1.000
GIS Technician II 2.000 1.000 1.000
GIS Analyst III 1.000 1.000
GIS Analyst I 1.000
5128 GIS Division Total 4.000 4.000 4.000 4.000
Total 4.000 4.000 4.000 4.000
GEOGRAPHIC INFORMATION SYSTEMS
Work Force
317
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318
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.
319
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 (Graffiti Abatement, Facilities Maintenance, Street Maintenance, Street Lights, Traffic Signals, Environmental Compliance, and Urban Forestry).
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of purchase orders issued 694 665 650 632 625
Process Biweekly Payroll Personnel Actions 112 86 125 105 105 Major Budget Changes
None.
320
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 334,086 326,440 344,214 364,750 62 - Supplies & Materials 16,377 10,005 23,100 18,000
63 - Outside Services 58,166 104,265 173,630 148,400
64 - Other Charges 3,625 5,131 6,870 3,300
66 - Capital Outlays 3,397 9,696 3,000 3,000
Total 415,652 455,537 550,814 537,450
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 415,652 455,537 550,814 537,450
Total 415,652 455,537 550,814 537,450
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
321
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 Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Square Feet of Graffiti Removed Annually 198,962 210,000 185,000 250,000 250,000 Sites Addressed 1,340 2,800 3,200 3,000 3,000
Major Budget Changes
None.
322
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 106,096 105,436 154,086 162,710 62 - Supplies & Materials 27,536 40,000 55,510 51,500
63 - Outside Services 10,395 14,652 15,000
66 - Capital Outlays 352 11,185
Total 133,633 156,183 235,433 229,210
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 132,909 3,518
1200 Measure G 724 152,665 235,433 229,210
Total 133,633 156,183 235,433 229,210
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
323
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Square feet of buildings to maintain per employee 216,000 200,000 375,000 300,000 400,000 Electrical and Plumbing Repairs Performed Annually 750 700 950 800 950 Painting and Carpentry Maintenance Requests 800 750 1,000 700 1,000 Major Budget Changes
None.
324
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 507,927 659,134 762,690 819,050 62 - Supplies & Materials 89,344 258,911 314,963 210,454 63 - Outside Services 352,835 515,427 532,178 512,255
64 - Other Charges 10,163 7,682 5,000 6,500
66 - Capital Outlays 741 12,055 9,800
Total 960,270 1,441,895 1,626,886 1,558,059
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 960,270 1,441,895 1,626,886 1,558,059 Total 960,270 1,441,895 1,626,886 1,558,059
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5232 Facilities Maintenance 4.000 6.000 6.000 6.000
Total 4.000 6.000 6.000 6.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5232 Facilities Maintenance Division
325
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Tons of Asphalt Applied Annually 8,291 7,944 12000 12,111 10000 Yards of Concrete Poured 172.9 369.5 250 327.3 400
Street Sign Installation/Repair/Replacement 1166 1035 1400 1141 1400 Work Alernative Crew Cleanup -Tons 99.5 128 130 73 130
Major Budget Changes
None.
326
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,957,583 2,175,094 2,513,613 2,494,010 62 - Supplies & Materials 185,035 249,440 310,998 303,265 63 - Outside Services 2,182 18,922 393,396 367,463
64 - Other Charges 2,138 3,564 2,988 2,700
66 - Capital Outlays 1,251 5,967 6,000 5,000
Total 2,148,189 2,452,987 3,226,995 3,172,438
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,399,976 139,240
1200 Measure G 748,213 2,313,747 3,226,995 3,172,438
Total 2,148,189 2,452,987 3,226,995 3,172,438
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5234 Street Maintenance 17.000 20.000 21.000 21.000
Total 17.000 20.000 21.000 21.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5234 Street Maintenance Division
327
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Street Lights Repaired/Replaced 346 288 200 366 370
Major Budget Changes
None.
328
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 153,129 160,062 179,539 185,110 62 - Supplies & Materials 58,074 55,623 62,531 60,000
63 - Outside Services 412,631 427,046 400,735 385,500
64 - Other Charges 2,469
Total 623,834 642,730 645,274 630,610
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 623,834 642,730 645,274 630,610
Total 623,834 642,730 645,274 630,610
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
329
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 Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of signalized intersections to maintain 115 117
Major Budget Changes
None.
330
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 5,036
63 - Outside Services 370,216 377,820 381,600 372,500
Total 370,216 382,856 381,600 372,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 370,216 382,856 381,600 372,500
Total 370,216 382,856 381,600 372,500
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5236 Traffic Signals 1.000
Total 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5236 Traffic Signals Division
331
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Number of businesses inpected 217 239 200> 200> 200>
Major Budget Changes
None.
332
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 99,293 160,206 265,312 264,350 62 - Supplies & Materials 78 1,000 700
Total 99,371 160,206 266,312 265,050
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 99,371 160,206 266,312 700
1200 Measure G 264,350
Total 99,371 160,206 266,312 265,050
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5237 Environmental Compliance 1.000 2.000 2.000 2.000
Total 1.000 2.000 2.000 2.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
5237 Environmental Compliance Division
333
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 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Cost per Salinas resident to support Street Trees $6.31 $9.60 $9.25 $925.00 $14.52 Number of Tree Service Requests 15,000 10,000 10,000 8,500 13,000 Number of Storm and Emergency Call Outs 450 200 200 250 250 Number of Street Trees to maintain EService Requests 7,000 4,000 4,000 2,500 3,100 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 I. 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.
334
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 946,496 883,449 1,089,245 1,059,300 62 - Supplies & Materials 76,897 75,763 103,642 103,200 63 - Outside Services 445,547 584,026 1,179,234 1,265,450 64 - Other Charges 1,603 2,423 3,000 2,000
Total 1,470,542 1,545,660 2,375,121 2,429,950
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
1000 General Fund 1,137,804 37,913
1100 Measure E 258,133 5,127
1200 Measure G 74,605 1,502,620 2,375,121 2,429,950
Total 1,470,542 1,545,660 2,375,121 2,429,950
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5239 Urban Forestry 8.250 8.250 8.250 7.250
Total 8.250 8.250 8.250 7.250
ENVIRONMENTAL AND MAINTENANCE SERVICES
5239 Urban Forestry Division
335
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
Supt of Maintenance Services 1.000 1.000 1.000 1.000
5230 Maintenance Administration Total 1.500 1.500 1.500 1.500 5231 Graffiti Abatement
Pub Works Resource Coordinator 1.000 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 1.000 2.000 2.000 3.000
Graffiti Abatement Worker 1.000 1.000 1.000 1.000
Sr Facility Maintenance Mechanic 1.000 2.000 2.000 1.000 5232 Facilities Maintenance Total 4.000 6.000 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
Street Maintenance Manager 1.000 1.000 1.000 1.000
Public Service Maint Worker I 1.000 1.000 5.000 4.000
Public Service Maint Worker II 7.000 10.000 6.000 8.000 Public Service Maint Worker III 3.000 3.000 4.000 3.000 Public Service Maint Worker IV 3.000 3.000 3.000 3.000
5234 Street Maintenance Total 17.000 20.000 21.000 21.000 5235 Street Lights
P.S. Maint Crew Supervisor 1.000 1.000
S/L Traffic Signal Crew Sup 1.000 1.000
5235 Street Lights Total 1.000 1.000 1.000 1.000
5236 Traffic Signals
Public Service Maint Worker III 1.000
5236 Traffic Signals Total 1.000
5237 Environmental Compliance
Env Compliance Insp I 1.000 1.000 1.000
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
336
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed
ENVIRONMENTAL AND MAINTENANCE SERVICES
Workforce
Env Compliance Insp II 1.000 1.000 1.000 1.000
5237 Environmental Compliance Total 1.000 2.000 2.000 2.000 5239 Urban Forestry
Maintenance Manager 0.250 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
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 8.250 8.250 8.250 7.250
Total 33.750 40.750 40.750 39.750
337
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338
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
339
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340
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 2023-24
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 2024-25 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.
341
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
2141 Assessment District Debt Service 1,047,709 916,764 935,400 526,100 5560 Woodside Park 10,649 20,899 44,936 46,430
5562 Airport Business Park 9,911 18,249 19,915 17,872
5563 North East 731,495 712,375 820,159 803,070
5564 Harden Ranch 107,192 170,580 150,588 135,600
5565 Vista Nueva 14,058 20,150 110,700 38,150
5566 Mira Monte 104,919 183,339 161,850 159,150
5567 Monte Bella 162,573 257,942 417,351 474,600
Total 2,188,506 2,300,298 2,660,898 2,200,972
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 120,458 166,947 175,665 251,570 62 - Supplies & Materials 3,668 1,785 8,950 8,700
63 - Outside Services 859,229 1,027,612 1,331,573 1,168,502 64 - Other Charges 172,642 194,315 207,310 246,100
65 - Debt Service 1,032,509 909,639 935,400 511,100
66 - Capital Outlays 2,000 15,000
Total 2,188,506 2,300,298 2,660,898 2,200,972
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2102 Woodside Park Maint District 10,649 20,899 44,936 46,430 2104 Airport Bus Park Maint District 9,911 18,249 19,915 17,872 2105 N E Salinas Landscape Dist 731,495 712,375 820,159 803,070 2106 Harden Ranch Landscape Dist 107,192 170,580 150,588 135,600 2107 Vista Nueva Maint District 14,058 20,150 110,700 38,150 2108 Mira Monte Maint District 104,919 183,339 161,850 159,150 2109 Monte Bella Maint District 162,573 257,942 417,351 474,600 4202 Assessment Districts-Debt Svc 627,035 453,370 463,600 51,900 4204 Spec Tax Bond Monte Bella 175,469 171,094 166,200 167,600 4205 Spec Tax Bond Monte Bella 2 133,000 131,550 138,400 139,100 4206 Spec Tax Bond Monte Bella 3 112,205 160,750 167,200 167,500 Total 2,188,506 2,300,298 2,660,898 2,200,972
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
342
ASSESSMENT AND MAINTENANCE DISTRICTS
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 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 0.760
Total 0.750 0.750 0.750 1.250
343
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.
344
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 63 - Outside Services 15,200 7,125 15,000
65 - Debt Service 1,032,509 909,639 935,400 511,100
Total 1,047,709 916,764 935,400 526,100
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
4202 Assessment Districts-Debt Svc 627,035 453,370 463,600 51,900 4204 Spec Tax Bond Monte Bella 175,469 171,094 166,200 167,600 4205 Spec Tax Bond Monte Bella 2 133,000 131,550 138,400 139,100 4206 Spec Tax Bond Monte Bella 3 112,205 160,750 167,200 167,500 Total 1,047,709 916,764 935,400 526,100
ASSESSMENT AND MAINTENANCE DISTRICTS
2141 Assessment District Debt Service Division
345
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.
346
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 4,554 6,453 6,936 8,430
63 - Outside Services 4,449 11,724 30,000 30,000
64 - Other Charges 1,647 2,722 8,000 8,000
Total 10,649 20,899 44,936 46,430
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2102 Woodside Park Maint District 10,649 20,899 44,936 46,430 Total 10,649 20,899 44,936 46,430
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
347
ASSESSMENT AND MAINTENANCE DISTRICTS
5562 Airport Business Park Division
Purpose
The purpose of the district is to provide the Airport Business Park Center with limited basic maintenance to include mowing and irrigation. This district is comprised of 64.7 acres, not including acreage owned by governmental agencies. Maintained improvements are all walkways, crosswalks, masonry walls, fences, parkways, embankments, sprinkler systems and landscaping within the right of way of Moffett Street, La Guardia, and Vandenburg Street. Maintenance, servicing and operation is in accordance with NPDES Requirements of the City of Salinas storm water permit.
Division Operations
1. Based on limited resources, to provide mowing services on Moffett Street.
Major Budget Changes
None.
348
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,443 2,063 2,205 3,460
62 - Supplies & Materials 300
63 - Outside Services 7,039 13,812 17,410 13,112
64 - Other Charges 1,428 2,375 1,300
Total 9,911 18,249 19,915 17,872
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2104 Airport Bus Park Maint District 9,911 18,249 19,915 17,872 Total 9,911 18,249 19,915 17,872
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
349
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.
350
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 44,552 63,372 67,689 74,420
62 - Supplies & Materials 173 1,785 4,200 3,200
63 - Outside Services 578,037 546,570 618,270 610,450
64 - Other Charges 108,732 100,650 130,000 115,000
Total 731,495 712,375 820,159 803,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2105 N E Salinas Landscape Dist 731,495 712,375 820,159 803,070 Total 731,495 712,375 820,159 803,070
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
351
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.
352
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,443 2,063 2,215 3,460
62 - Supplies & Materials 1,000
63 - Outside Services 89,674 141,154 130,623 114,140
64 - Other Charges 16,075 27,362 16,750 18,000
Total 107,192 170,580 150,588 135,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2106 Harden Ranch Landscape Dist 107,192 170,580 150,588 135,600 Total 107,192 170,580 150,588 135,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
353
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.
354
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 5,527 3,989 10
62 - Supplies & Materials 250
63 - Outside Services 6,700 13,561 105,440 20,150
64 - Other Charges 1,831 2,600 3,000 3,000
66 - Capital Outlays 2,000 15,000
Total 14,058 20,150 110,700 38,150
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2107 Vista Nueva Maint District 14,058 20,150 110,700 38,150 Total 14,058 20,150 110,700 38,150
ASSESSMENT AND MAINTENANCE DISTRICTS
5565 Vista Nueva Division
355
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.
356
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 22,998 32,532 36,087 39,700
62 - Supplies & Materials 200 500
63 - Outside Services 67,426 126,775 109,503 103,150
64 - Other Charges 14,496 24,032 16,060 15,800
Total 104,919 183,339 161,850 159,150
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2108 Mira Monte Maint District 104,919 183,339 161,850 159,150 Total 104,919 183,339 161,850 159,150
FY 21-22 FY 22-23 FY 23-24 FY 24-25
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
357
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.
358
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 39,941 56,476 60,523 122,100
62 - Supplies & Materials 3,495 3,000 5,000
63 - Outside Services 90,704 166,892 320,328 262,500
64 - Other Charges 28,432 34,575 33,500 85,000
Total 162,573 257,942 417,351 474,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
2109 Monte Bella Maint District 162,573 257,942 417,351 474,600 Total 162,573 257,942 417,351 474,600
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5567 Monte Bella 0.260 0.260 0.260 0.760
Total 0.260 0.260 0.260 0.760
ASSESSMENT AND MAINTENANCE DISTRICTS
5567 Monte Bella Division
359
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 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
Park Maintenance Worker 0.500
5567 Monte Bella Total 0.260 0.260 0.260 0.760
Total 0.750 0.750 0.750 1.250
ASSESSMENT AND MAINTENANCE DISTRICTS
Workforce
360
ENTERPRISE OPERATIONS
Organizational Chart by Division
ENTERPRISE
OPERATIONS
AIRPORT INDUSTRIAL
WASTE
TWIN CREEKS
GOLF COURSE
FAIRWAYS GOLF
COURSE
SANITARY
SEWER STORM WATER
STORM DRAIN STREET
SWEEPING
HITCHCOCK
ROAD WATER
SYSTEM
PERMIT
SERVICES
DOWNTOWN
PARKING
DISTRICT
PREFERENTIAL
PARKING
PARKING
ENFORCEMENT
361
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362
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.
City Council Goals, Strategies, and Objectives for FY 2024-25 Investment Strategies/Risk Management
1. Complete Parking Management Plan with recommendations for future downtown parking infrastructure.
2. Host 2024 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.
363
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Program Actual Actual Amended Proposed
3350 Permit Services 3,489,820 3,046,494 4,100,686 5,520,580 5126 NPDES Storm Water 1,565,975 1,772,677 2,603,326 2,418,209 5340 Airport 1,579,777 1,553,004 1,978,794 1,917,120
5441 Industrial Waste 2,257,275 2,552,236 2,703,532 3,026,240 5442 Sanitary Sewer 3,257,340 3,469,430 3,685,041 3,845,190 5443 NPDES Storm Drain Sewer 470,955 443,559 660,746 703,800 5444 NPDES Street Sweeping 873,629 600,880 850,308 847,760 5445 Hitchcock Road Water 11,742 8,396 15,000 15,000
5446 Downtown Parking 1,567,502 1,596,934 1,821,140 1,657,030 5447 Preferential Parking 16,881 5,699 22,700 22,800
5448 Parking Enforcement 1,057,769 848,339 1,871,515 1,080,770 8006 Twin Creeks Golf Course 443,840 438,105 440,300 439,300 8007 Fairways Golf Course 205,732 207,703 219,000 231,100 Total 16,798,239 16,543,456 20,972,087 21,724,899
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 6,023,531 6,285,454 7,635,962 9,184,420 62 - Supplies & Materials 550,796 479,377 750,057 756,320 63 - Outside Services 4,920,994 4,358,496 7,036,334 6,220,630 64 - Other Charges 2,195,668 2,269,561 2,339,155 2,377,229 65 - Debt Service 3,032,224 3,032,964 2,998,900 3,008,000 66 - Capital Outlays 75,024 117,604 211,679 178,300
Total 16,798,239 16,543,456 20,972,087 21,724,899
ENTERPRISE OPERATIONS
Summary
364
ENTERPRISE OPERATIONS
Summary
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
6100 Municipal Airport 1,579,777 1,553,004 1,978,794 1,917,120 6200 Industrial Waste 2,257,275 2,552,236 2,703,532 3,026,240 6301 Fairways Golf Course 205,732 207,703 219,000 231,100 6302 Twin Creek Golf Course 443,840 438,105 440,300 439,300 6400 Sewer 3,296,249 3,685,601 4,339,829 4,382,110
6500 Storm Sewer (NPDES) 2,871,649 2,600,946 3,459,592 3,432,849 6700 Water Utility 11,742 8,396 15,000 15,000
6801 Downtown Parking District 1,567,502 1,596,934 1,821,140 1,657,030 6802 Preferential Parking 16,881 5,699 22,700 22,800
6803 Parking Enforcement 1,057,769 848,339 1,871,515 1,080,770 6900 Permit Services 3,489,820 3,046,494 4,100,686 5,520,580 Total 16,798,239 16,543,456 20,972,087 21,724,899
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3350 Permit Services 13.500 17.450 18.250 20.250
5126 NPDES Storm Water 1.000 3.000 3.000 3.000
5340 Airport 6.600 6.600 6.600 6.600
5441 Industrial Waste 5.300 5.800 5.800 6.800
5442 Sanitary Sewer 11.550 12.050 12.050 13.050
5443 NPDES Storm Drain Sewer 2.200 2.200 2.200 2.200
5444 NPDES Street Sweeping 4.700 4.700 4.700 4.700
5446 Downtown Parking 0.270 0.270 0.270 0.270
5448 Parking Enforcement 0.250 0.250 0.250 0.250
Total 45.370 52.320 53.120 57.120
365
ENTERPRISE OPERATIONS
3350 Permit Services Division
Purpose
The Permit Services Division ensures the safety of buildings and structures by efficiently reviewing construction plans for both residential and commercial projects and verifying compliance with applicable building codes, city ordinances, and state laws through the inspection process. Permit Services also facilitates building access for disabled persons, educates the public on the building permit process and construction requirements, coordinates approval and inspection of building permits with other City Departments/Sections, and governmental agencies, provides timely processing of permits to help stimulate economic development, and assists code enforcement with technical construction requirements.
Division Operations
1. Assist customers in a timely and professional manner.
2. Provide in person, email and over the phone resources supporting customers and staff through all steps of the construction permitting process.
3. Accurately process all permits, inspection requests, and calculation of fees.
4. Streamline the plan review process utilizing the new paperless permitting system.
5. Create new procedures and align existing procedures with new state laws regulating construction and building departments, which is a continuous multiyear process.
6. Continue to research and implement new technology such as virtual inspections.
7. Lead continuous improvement efforts for the Permit Center with input from customer groups.
8. Accomplish plan review and inspection of building projects in a timely and complete manner.
9. Update educational and informational handout material for public use regarding Permit Center processes, building codes, city ordinances, and state laws.
10. Respond to building safety and work without permit complaints.
11. Track and monitor revenues and expenses to ensure that the Building Division is independently financially sustainable.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
*Goal
Total City Reports Completed 774 543 N/A 450 450
Phone Calls Received 23,191 21,977 N/A 26,392 27,000
Individuals Served at the Counter 1,282 2,265 N/A 2,123 2,200 Total Building Permit Reviews Completed 2,646 3,395 N/A 2,380 4,000 Total Building Inspections Completed 13,633 13,309 N/A 13,222 17,000 Virtual Inspections 734 794 1,500 700 800
Simple Permits Approved 3,243 813 N/A 763 800
Building Permits Approved 1,622 1,600 N/A 1,500 2,000
Accessory Dwelling Unit (ADU) Approved Permits 137 187 75 178 200 Footnotes:
*Anticipated Volume
366
ENTERPRISE OPERATIONS
3350 Permit Services Division
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Percent of On-Time Building Permit Reviews 97% 75% 95% *42% 55% Average Working Days from Application to 1st Building Permit Review 12 11 12 16 14
Simple Permits - Working Days from Application to Approved 2 2 2 5 4 Building Permits - Working Days from Application to Approved 29 42 40 50 48 Footnotes:
*First Plan Review only extended b 4 days with current vacancy rate of 50% Major Budget Changes
Permit activity continues to remain strong with many significant projects forecasted for the FY 24/25. A large volume of permits are expected for subdivisions in the Future Growth Area, large mixed-use development, and industrial buildings at the Salinas Agricultural Industrial Center. In FY 23/24, a Community Development Assistant Director and Chief Building Official were hired. Extended vacancies were experienced with the Senior Plan Check Engineer, Plan Check Engineer and Combination Inspector positions. As a result of the significant projects and vacancies, staff restructuring is proposed and the overall budget expenditure related to outside services professional services will increase substantially in FY 24/25.
All expenditures for Permit Services are paid by the Enterprise Fund through collected permit fees and do not have an impact on the General Fund.
367
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 1,790,604 2,206,080 2,552,190 3,457,660 62 - Supplies & Materials 30,394 35,659 88,720 89,120
63 - Outside Services 1,085,377 190,866 841,676 1,296,500 64 - Other Charges 546,205 527,836 541,000 565,500
66 - Capital Outlays 37,240 86,053 77,100 111,800
Total 3,489,820 3,046,494 4,100,686 5,520,580
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
6900 Permit Services 3,489,820 3,046,494 4,100,686 5,520,580 Total 3,489,820 3,046,494 4,100,686 5,520,580
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 3350 Permit Services 13.500 17.450 18.250 20.250
Total 13.500 17.450 18.250 20.250
ENTERPRISE OPERATIONS
3350 Permit Services Division
368
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369
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Purpose
This Division’s purpose is to provide technical support in the management and implementation of the City’s NPDES Stormwater Permit. This has been identified as a focus area for regulatory compliance that affects many City departments and other outside agencies. The Division is currently comprised of an NPDES Permit Program Manager who reports to the City Engineer, a Stormwater Analyst and a Stormwater Compliance Inspector.
Division Operations
1. Oversee and manage the City’s NPDES stormwater Permit compliance program and its integration with other City activities.
2. Consolidate the City’s stormwater Permit compliance efforts:
a. Bring the City’s stormwater program into compliance with the City’s NPDES Stormwater Permit requirements.
b. Streamline City Permit compliance efforts to increase efficiency and cut compliance costs through integration of current technologies, especially in data collection/reporting efforts. c. Ensure data collection and reporting capabilities meet Permit information management and reporting requirements via the 2NForrm platform.
d. Continue technical support and oversight of City programs for compliance with stormwater regulations and provide the internal structure necessary to ensure the new Permit requirements are met while providing for efficient use of City resources.
3. Reduce the number of Permit violations from EPA and Regional Water Board audits of the City’s Stormwater Permit compliance efforts to zero.
4. Collaborate with other public agencies to achieve permit program cost savings and compliance.
5. Obtain grant funding for stormwater water capture/reuse, green infrastructure, and green streets projects.
6. Increase the amount of curb miles swept through implementation of city-wide “No Parking During Street Sweeping Hours” signage program.
7. Provide support in City-wide efforts to develop regulatory fees to support NPDES-required activities
8. Provide support to successfully obtain a stormwater utility to fund implementation of the City’s NPDES permit.
9. Update the Stormwater Master Plan
10. Develop a “Green City” Master Plan to outline locations, types and concept designs for green infrastructure example projects feasible within the City limits.
11. Develop an Asset Management Program and Improvement Plan for all City stormwater assets.
12. Determine potential areas within the City limits for stormwater recharge (dry wells, etc)
13. Develop and maintain the CleanwaterSalinas.com website for the City’s stormwater program community outreach
14. Develop a Funding & Financing Strategy to bring capital into the City to repair and replace degrading stormwater gray infrastructure and implement more green infrastructure Major Budget Changes
This Division was formed to allow consolidation of NPDES permit program funding to prepare for obtaining a new stormwater funding utility and operate as an enterprise fund. 370
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Compliance with NPDES Stormwater
Permit 100% 90% 100%
Offer stormwater training and community
workshops to increase stormwater
awareness
Continuous
update of
CleanWaterSal
inas website; 5
tabling events
for stormwater
awareness;
community
engagement
on "Green
City" Master
Plan and
Closter Park
Green Streets
PS&Es
Cleanwatersalinas
website continuosly
updated, data is
current. 5 Tabling
events were held for
Closter Park Green
Streets Project;
Green City Master
Plan not yet
complete. Outreach
will occur in the fall
2024.
CWS website
maintained up to
date; greater
access by the
community.
Conduct two
outreach events
for the "Green
City" Master
Plan
Develop a stormwater utility/funding
source
Implement
Funding &
Financing
Strategy to
obtain
resources for
the NPDES
program.
New F&F Strategy
being developed to
obtain State and
Federal funding. No
matching
mechanism for
grants
Continued
outreach
regarding the
condition of gray
and green
infrastructure in
the City.
Reduction in litter throughout the City
(running total) 55% 49% treated; 34% in progress.
60% treated;
25% in progress
Green streets/P3 projects implemented in
the City
Develop list of
5 green
infrastructure
projects for
potential
implementation
; obtain grants
to supplement
implementation
costs
"Green City" Master
Plan to be
completed in
December 2024.
Will contain 5
concept drawings
for SW projects in
the City.
Two or more
grant
applications
prepared and
submitted for
green
infrastructure
projects.
Pilot projects in place to increase curb
miles swept; street sweeping "No
Parking" signage program in place
New street
sweeping
routes
developed; No
Parking
signage of two
routes in place
Delay in route
development.
Routesmart
software obtained
by City and City
staff will revise
routes.
New street
sweeping routes
developed; No
Parking signage
of two routes in
place
Assest Management Program in place for
SW assets
Completion of
an Asset
Management
Plan; complete
attribution of
75% of all SW
assets;
implement
work order
system for
tracking asset
maintenance
and upgrade
95% of SW assets
have been
attributed; Work
Order system in
development; Asset
Management Plan
being submitted
with Year 5 Annual
Report in Jan 2025.
Asset
Management
Program in
place with Work
Order system
built into it.
Work Order
system
communicates
with Asset Mgt
for update of
asset
maintenance.
371
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 195,168 265,470 478,374 536,800 62 - Supplies & Materials 432 12,396 22,415 16,350
63 - Outside Services 1,107,828 1,159,109 1,808,623 1,564,130 64 - Other Charges 262,547 335,703 289,414 291,429
66 - Capital Outlays 4,500 9,500
Total 1,565,975 1,772,677 2,603,326 2,418,209
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
6500 Storm Sewer (NPDES) 1,565,975 1,772,677 2,603,326 2,418,209 Total 1,565,975 1,772,677 2,603,326 2,418,209
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5126 NPDES Storm Water 1.000 3.000 3.000 3.000
Total 1.000 3.000 3.000 3.000
ENTERPRISE OPERATIONS
5126 NPDES Storm Water Division
372
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373
ENTERPRISE OPERATIONS
5340 Airport Division
Purpose
The Airport serves the City as an element of the national transportation system. It is an economic development asset and serves as an employment center with over 25 businesses providing high-skilled high paying jobs. The Airport Division oversees the safe day-to-day operation of the facility and the longterm capital development.
Division Operations
1. Focus on quality customer service.
2. Provide staff support to the Airport Commission.
3. Ensure the continued economic viability of the Airport Enterprise Fund.
4. Support the California International Air show.
5. Acquire funding to complete plans and projects that provide for appropriate airport development.
6. Complete the Airport Master Plan and Airport Sustainability Plan.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Percentage of Work Order Requests recived that are
completed withing 48 hours 100% 80% 95% 80% 95%
Percentage of Hangar Preventative Maintenance
Inspections Completed 100% 100% 100% 100% 100%
Percentage of hangar rental and lease accounts paid
in full within 30 days 95% 85% 95% 95% 95%
Major Budget Changes
None.
374
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 846,588 783,482 901,838 958,420 62 - Supplies & Materials 117,925 121,334 172,675 163,200 63 - Outside Services 299,142 320,442 464,671 397,000
64 - Other Charges 294,450 319,248 311,641 343,500
66 - Capital Outlays 21,672 8,499 127,970 55,000
Total 1,579,777 1,553,004 1,978,794 1,917,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
6100 Municipal Airport 1,579,777 1,553,004 1,978,794 1,917,120 Total 1,579,777 1,553,004 1,978,794 1,917,120
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5340 Airport 6.600 6.600 6.600 6.600
Total 6.600 6.600 6.600 6.600
ENTERPRISE OPERATIONS
5340 Airport Division
375
ENTERPRISE OPERATIONS
5441 Industrial Waste Division
Purpose
Provide the Salinas food industry and other industrial water users with an economical and environmentally acceptable means of treatment and disposal of industrial wastewater.
Division Operations
1. Maintain the Industrial Waste Treatment Facility and Industrial Waste Collection System in a manner consistent with the City's Waste Discharge Requirements (WDR) Permit issued by the Central Coast Regional Water Pollution Control Board, and State and Federal laws and regulations.
2. Operate the facility in a manner that protects the interests of the industrial users and the residents of Salinas.
Performance Measures
Performance Measure / Goal
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Goal
FY 2023-24
Projected
FY 2024-25
Goal
Millions of Gallons of Industrial Process Water Receiving Treatment & Disposal 753 736 750 800 800
Major Budget Changes
None.
376
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Category Actual Actual Amended Proposed 61 - Salaries & Benefits 637,398 500,674 869,471 1,148,590 62 - Supplies & Materials 58,567 85,980 120,852 136,750 63 - Outside Services 767,661 1,176,945 873,800 883,000 64 - Other Charges 271,385 275,103 318,500 331,000
65 - Debt Service 506,795 513,535 520,800 526,900
66 - Capital Outlays 15,469 109
Total 2,257,275 2,552,236 2,703,532 3,026,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Expenditures by Fund Actual Actual Amended Proposed
6200 Industrial Waste 2,257,275 2,552,236 2,703,532 3,026,240 Total 2,257,275 2,552,236 2,703,532 3,026,240
FY 21-22 FY 22-23 FY 23-24 FY 24-25
Workforce by Program Authorized Authorized Authorized Proposed 5441 Industrial Waste 5.300 5.800 5.800 6.800
Total 5.300 5.800 5.800 6.800
ENTERPRISE OPERATIONS
5441 Industrial Waste Division
377
ENTERPRISE OPERATIONS
5442 Sanitary Sewer Division
Purpose
Maintain the sanitary sewer collection system in a safe, reliable, and sanitary condition to satisfy all regulatory and environmental requirements implementing best management practices outlined in the City's waste discharge requirements permit issued by the State Water Board.
Division Operations
1. Maintain the Sanitary Sewer Collection System consistent with the Statewide General WDR (Waste Discharge Requirement) permit for Sanitary Sewer Systems, WQO No. 2006-0003, and the City’s Sewer System Management Plan.
2. Clean and repair existing sanitary sewer mains for the health and safety of the residents of Salinas.
3. Minimize Sanitary Sewer overflows to protect the local and regional environment through preventive maintenance.
4. Effectively contain and clean up sewer spills.