Agenda Packet — Salinas City Council, May 27, 2025 (part 1 of 2)

Tuesday, May 27, 2025
4:00 PM
City of Salinas
200 Lincoln Ave., Salinas, CA 93901
www.cityofsalinas.org

SALINAS ROTUNDA
City Council
Mayor Dennis Donohue
Councilmembers:

Jose Luis Barajas, District 1 - Tony Barrera, District 2 Margaret D'Arrigo, District 3 - Gloria De La Rosa, District 4 Andrew Sandoval, District 5 - Aurelio Salazar, District 6 Rene Mendez, City Manager
Christopher A. Callihan, City Attorney
City Clerk’s Office: (831) 758-7381
Meeting Agenda - Final

SPECIAL MEETING
May 27, 2025City Council Meeting Agenda - Final

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PLEDGE OF ALLEGIANCE

ROLL CALL

PUBLIC COMMENT PROCEDURES
Public comments are restricted to items on the special meeting agenda pursuant to California Government Code section 54954.3(b). Public comments generally are limited to two minutes per speaker; the Mayor may further limit the time for public comments depending on the agenda schedule. Public comment may also be submitted via email at [email protected] and will be entered into the record.

CALIFORNIA GOVERNMENT CODE §84308 - LEVINE ACT
Government Code § 84308. Parties to any proceeding involving a license, permit or other entitlement for use pending before the City Council must disclose any campaign contributions over $500 (aggregated) within the preceding 12 months made by the party, their agent, and those required to be aggregated with their contributions under Government Code § 82015.5. The disclosure must include the amount contributed and the name(s) of the contributor(s).

PUBLIC HEARINGS
ID#25-198
Vacancies, Recruitment and Retention Efforts
Recommendation: Receive report on workforce vacancies, recruitment, and retention efforts consistent with Assembly Bill (AB) 2561 (Government Code Section 3502.3). Receive presentations from recognized employee organizations for the City's bargaining units related to workforce vacancies, recruitment, and retention efforts. No action is requested.

CONSENT AGENDA
Matters listed under the Consent Agenda may be enacted by one motion unless a

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May 27, 2025City Council Meeting Agenda - Final
member of the Council requests a separate vote or discuss. Members of the public may comment on the Consent Agenda items collectively during their public comment.

ID#25-168 Amendment to Funding Agreement with Community Human Services Recommendation: Approve a Resolution delegating authority to the City Manager to execute Amendment No. 2 to Agreement No. 24CIP9001-01(Agreement) with Community Human Services for the operation of the SHARE Center, to increase the maximum compensation by $1,161,560 for a total not to exceed compensation amount of $3,863,688 and extending the term to June 30, 2026.

ID#25-083 Amendment to Funding Agreement with Community Homeless Solutions Recommendation: Approve a Resolution authorizing the City Manager or designee to execute Amendment No. 1 to Agreement No. 24CIP9125-01 with Community Homeless Solutions (CHS) for the operation of the Chinatown Navigation Center (CNC) to increase the maximum compensation by $760,000 to $2,483,396 with Encampment Resolution Fund (ERF3L) funds and to extend the term to October 31, 2025.

ADMINISTRATIVE REPORTS
ID#25-148 Human Trafficking and Prostitution Response
Recommendation: No action required. Receive report regarding actions taken by the City and proposed strategies to deter prostitution activities in Salinas and provide direction to staff on the actions taken and on future actions and strategies.

ID#25-189 Homeless Response Program Update
Recommendation: No action required. Receive report and provide future direction on the City's homeless services and programs.

STUDY SESSION - 6:00 P.M. APPROXIMATELY
ID#25-196 Proposed Fiscal Year 2025-26 Operating and Capital Improvement Program Budgets
Recommendation: Provide further direction to staff regarding the Proposed Fiscal Year 2025-26 Operating and Capital Improvement Program Budgets.

ADJOURNMENT
_____________________________
Patricia M. Barajas, City Clerk

AGENDA MATERIAL / ADDENDUM
Any addendums will be posted within 72 hours of regular meetings or 24 hours of special meetings and in accordance with Californian Government Code Section 54954.2 and 54956. City Council agenda reports and other writings distributed to the legislative body may be viewed at the Salinas City Clerk’s Office, 200 Lincoln Avenue, Salinas, and are posted on the City’s website at www.cityofsalinas.org in accordance with California Government Code section 54597.5. The City Council may take action that is different than the proposed action reflected on the agenda.

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May 27, 2025City Council Meeting Agenda - Final
Disability-related modification or accommodation, including auxiliary aids or services, may be requested by any person with a disability who requires a modification or accommodation in order to participate in the meeting. Language interpretation may be requested as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Requests should be referred to the City Clerk’s Office At 200 Lincoln Avenue, Salinas, 758-7381, as soon as possible but by no later than 5 p.m. of the last business day prior to the meeting. Hearing impaired or TTY/TDD text telephone users may contact the city by dialing 711 for the California Relay Service (CRS) or by telephoning any other service providers’ CRS telephone number.

PUBLIC NOTIFICATION
This agenda was posted on May 22, 2025 in the Salinas Rotunda and City's website.

Meetings are streamed live at https://salinas.legistar.com/Calendar.aspx, televised live on Comcast Channel 25 and on http://www.youtube.com/thesalinaschannel at 4:00 p.m. on the date of the regularly scheduled meeting and will be broadcast throughout the day on Friday, Saturday, Monday and Wednesday following the meeting. For the most up-to-date Broadcast Schedule for The Salinas Channel on Comcast 25, please visit or subscribe to our Google Calendar located at http://tinyurl.com/SalinasChannel25. All past City Council meetings may also be viewed on the Salinas Channel on YouTube at http://www.youtube.com/thesalinaschannel.

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City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-198, Version: 1
Vacancies, Recruitment and Retention Efforts
Receive report on workforce vacancies, recruitment, and retention efforts consistent with Assembly Bill (AB) 2561 (Government Code Section 3502.3). Receive presentations from recognized employee organizations for the City’s bargaining units related to workforce vacancies, recruitment, and retention efforts. No action is requested.

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CITY OF SALINAS

COUNCIL STAFF REPORT

DATE: MAY 27, 2025
DEPARTMENT: HUMAN RESOURCES
FROM: MARINA HORTA-GALLEGOS, DIRECTOR
BY: SYLVIA ENRIQUEZ, HUMAN RESOURCES MANAGER

PATRICIA PENALOZA, HUMAN RESOURCES MANAGER

TITLE: VACANCIES, RECRUITMENT, AND RETENTION EFFORTS

RECOMMENDED MOTION:

Receive s taff report on workforce vacancies, recruitment, and retention efforts consistent with Assembly Bill (AB) 2561 (Government Code Section 3502.3). No action is requested.

EXECUTIVE SUMMARY:

AB 2561 requires public agencies, including the City of Salinas, to present the status of vacancies and recruitment and retention efforts during a public hearing once per fiscal year.

BACKGROUND:

VACANCIES

AB 2561 was introduced to address the issue of job vacancies in local government, which adversely affects the delivery of public services and employee workload. Among other requirements, the bill mandates that public agencies present the status of vacancie s and recruitment and retention efforts during a public hearing before the agency’s governing body at least once per fiscal year prior to the adoption of the next fiscal year’s budget and identify any necessary changes to policies, procedures, and recruitment activities that may lead to obstacles in the hiring process . The bill was enacted into law and is codified as Government Code section 3502.3, effective January 1, 2025.

For purposes of this report, data was secured from calendar year 2024. The table below shows a breakdown of the percentage of vacancies for regular, full-time positions at the end of each month in 2024. For calendar year 2024, the City’s collective annual average percentage of vacancies for regular, full-time positions was 13.8%.

The table below shows vacancies for newly added positions and openings due to promotions and separations. The new vacancies were added to existing vacancies from calendar year 2023.

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For purposes of this report and vacancy tracking , every regular, full -time position was counted, including City Council appointees, frozen, unassigned, and over hire positions. Employee units were tracked as listed below and reflect vacancies as of December 31, 2024.

During calendar year 2024, Human Resources ran 96 recruitments for regular positions as listed in Attachment A, including various continuous recruitments for difficult-to-fill positions such as Police Recruit, Police Officer, and Senior Civil Engineer. The City filled 144 positions throughout the year, Employee Units Vacancies FTEs % of Vacancies
Association of Management Personnel of Salinas
(AMPS) 22 81.5 26.99%
Department Directors 2 9 22.2%
Police Managers Association (PMA) 6 30 20%
Confidential Management 3 16 18.8%
Confidential Miscellaneous 2 13 15.4%
Fire Supervisors (FSA) 1 7 14.3%
Service Employees International Union (SEIU) Crew
Supervisors 1 7 14.3%
Salinas Police Officers Association (SPOA) 16 125 12.8% Salinas Municipal Employees Association (SMEA) 24 193.5 12.4% Service Employees International Union (SEIU) Blue
Collar 6 81 7.4%
International Association of Firefighters (IAFF) 0 100 0%

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including 8 Police Recruits promoting to Police Officer and 17 Firefighter Recruits promoting to Firefighter. During the same time, Human Resources processed 68 separations; these included retirements, resignations, and dismissals.

The table above reflects that the Association of Management Personnel of Salinas (AMPS), Department Directors, and Police Managers Association employee groups had vacancy rates of 20% or greater. AMPS includes professional staff managing and supervising pe rsonnel and/or programs.

A list of vacancies in AMPS existing on December 31, 2024, is included in Attachment B; since then, 6 positions have been filled. Department Directors had two vacancies at the end of 2024: the Assistant City Manager and Assistant Chief of Police. The Assistant City Manager recruitment was in progress at the end of 2024 and is now filled. The Assistant Chief of Police was placed on hold until new eligibility lists could be established at the level of Police Sergeant and Police Comma nder. The Assistant Chief of Police recruitment is scheduled to open at the end of May 2025.

As of April 30, 2025, there were 64 total vacancies reflecting a vacancy rate of approximately 10% and 21 personnel requisitions at various stages of the recruitment and hiring process.

RECRUITMENT AND RETENTION EFFORTS
Recruitment and retention challenges include recruitment length, compensation, smaller applicant pools, remote work requests (since the pandemic), advertising, and background investigations.

Human Resources uses NEOGOV (Governmentjobs.com), a cloud-based software platform used by public agencies for job announcements and applicant tracking. This single platform allows for a more streamlined process and direct means of communication with applicants.

The recruitment process has many steps, as depicted below.

Review of Job Descriptions: Before opening a recruitment, Human Resources reviews the job description with the hiring department to ensure accuracy in job duties and requirements and works

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with union representatives on proposed changes. In the past year, 12 job descriptions were revised or developed with modifications to the education and experience, to widen the applicant pool. This has contributed to increasing the number of qualified applican ts; however, the process of revising job descriptions can be lengthy.

Remote Work: A challenge being faced by many local government agencies is the demand for remote work. Prior to the pandemic, “work from home” was non-existent in the City. Since March 2020, the City approved remote work on a case-by-case basis to accommodate social distancing, medical needs, and workstation needs. In 2025, t he State of California, City of San Francisco, and City of Oakland have called employees back to the office, like many other agencies, with some compromise. The City is reviewing a remote work policy and impacts on IT security, supervision, and public service for those positions possibly eligible for remote work.

Advertising and Social Media: NEOGOV (Governmentjobs.com) job announcements are seen nationwide. The City advertises job opportunities through paid and professional and industry-specific job boards, such as the American Public Works Association, American Planning Association, and American Library Association. These job boards can be effective in recruiting hard -to-fill positions but are costly ; ads can run an average $700.00 per ad . In addition, Human Resources staff post announcements on LinkedIn and the City’s social media sites. A dedicated site for consistent posting will be explored.

Compensation/Hiring Incentives: One of the most significant challenges in filling positions is compensation. The cost of living in Monterey County is a significant factor for applicants. Hard-to- fill positions have been reviewed and adjusted in the recent past. In 2021, the City Council approved a hiring incentive for the Senior Civil Engineer classification after aggressive re cruitment efforts proved unsuccessful ; hiring remains challenging for this classification , currently due to smaller applicant pools and due to private sector competition.

The salary ranges for Assistant Finance Director and Deputy Librarian were adjusted in 2022 and 2023, respectively, as these were hard-to-fill positions. In 2023 and 2024, the City Council approved hiring incentives for Police Recruits and lateral Police Officers. In 2024, the Council also approved a recruitment and retention incentive for Police Service Technicians (PST) and recently adjusted the salary range due to the challenges in filling PST vacancies. In addition to the recruitment and retention incentives, the City has also extended referral incentives for Police Officer positions. A n employee referral program could be explored.

Applicant Backgrounds: A background investigation may consist of a fingerprint live scan or a full background investigation as required by the City or by the State of California Commission on Peace Officer Standards and T raining (POST) for public safety positions and IT positions . M edical evaluations may be required based on classification type. Live scan results are typically receive d within 24 -48 hours; however, results may be delayed anywhere from 7 -60 days or longer. Fast

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tracking backgrounds and onboarding new hires contingent on successful completion of background investigations is an approach recently used to expedite hiring.

Human Resources and Departments have reviewed other approaches to filling vacancies through reorganization and/or underfilling positions to develop employee skills and provide a career path towards advancement.

City staff continue to address these challenges and are working collaboratively with employee units and Departments to fill vacancies and retain existing staff.

CEQA CONSIDERATION:

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

CALIFORNIA GOVERNMENT CODE 84308 APPLIES:

No, Government Code section 84308 does not apply to this item.

STRATEGIC PLAN INITIATIVE:

This report supports the Effective and Culturally Responsive Government Council Goal.

DEPARTMENTAL COORDINATION:

The Human Resources Department coordinates with all City Departments relative to recruitment and retention efforts.

FISCAL AND SUSTAINABILITY IMPACT:

No impact on the approved fiscal year operating budget is anticipated.

ATTACHMENTS:

Attachment A
Attachment B: AMPS Vacant Positions
1 Attachment A

Job Number Job Title Job Department Job Adv From Job Adv To 24-00563 Accounting Manager Finance 8/29/2024 9/19/2024 24-00499 Administrative Aide Community Development 2/27/2024 3/15/2024 24-00566 Administrative Aide Community Development 8/30/2024 9/13/2024 24-00591 Administrative Aide-Limited Term Community Development 10/25/2024 24-00588 Administrative Analyst Community Development 10/9/2024 10/31/2024 24-00560 Administrative Analyst I - Limited
Term
Community Development 8/19/2024 9/2/2024
23-00483 Airport Manager Public Works 1/4/2024 1/26/2024 24-00493 Assistant City Attorney Legal 2/14/2024 1/2/2025 24-00594 Assistant City Manager Administration 10/29/2024 11/24/2024 24-00496 Assistant Community Development
Director
Community Development 2/21/2024 3/18/2024
24-00513 Assistant Community Development
Director
Community Development 4/4/2024 9/19/2024
23-00446 Assistant Community Development
Director
Community Development 9/20/2024 1/3/2025
24-00501 Assistant Engineer Public Works 2/29/2024 3/14/2024 24-00595 Assistant Planner Community Development 11/8/2024 11/29/2024 24-00605 Assistant Public Works Director Public Works 12/20/2024 1/10/2025 24-00596 Associate Planner Community Development 11/8/2024 11/29/2024 24-00522 Battalion Chief (Chief Officer) Fire 5/22/2024 6/14/2024 24-00511 Business Systems Analyst Finance 6/10/2024 6/25/2024 24-00525 Combination Building Inspector II Community Development 4/18/2024 5/9/2024 24-00530 Combination Building Inspector II Community Development 5/22/2024 24-00534 Communication Specialist Administration 6/6/2024 6/20/2024 2 24-00498 Community Development Analyst Community Development 4/12/2024 5/1/2024 24-00590 Community Development Analyst Community Development 10/25/2024 11/27/2024 24-00515 Community Outreach Assistant -
Limited Term (Salinas Police
Department)
Police 4/4/2024 4/24/2024
24-00558 Community Outreach Assistant-
Limited Term
Community Development 8/7/2024 8/21/2024
24-00497 Community Service Aide Police 2/16/2024 3/1/2024 24-00531 Community Service Officer Police 6/12/2024 6/26/2024 24-00607 Community Service Officer Police 12/23/2024 1/8/2025 24-00567 Community Services Manager Library & Community Services- Recreation
9/13/2024 9/27/2024
24-00587 Construction Inspector Public Works 10/8/2024 10/22/2024 24-00599 Deputy Fire Chief Fire 11/8/2024 11/25/2024
24-00598 Deputy Fire Marshal Fire 11/8/2024 3/10/2025
24-00514 Deputy Librarian Library & Community Services 4/2/2024 8/5/2024 24-00502 Engineering Aide I-II Public Works 2/28/2024 3/20/2024 24-00541 Engineering Aide I-II Public Works 6/14/2024 7/5/2024 24-00494 Equipment Mechanic II Public Works 2/15/2024 2/29/2024 24-00575 Executive Assistant Administration 9/18/2024 10/4/2024 24-00597 Executive Assistant Administration 11/6/2024 11/22/2024 23-00491 Facility Maintenance Mechanic Public Works 2/5/2024 2/21/2024 24-00510 Facility Maintenance Mechanic Public Works 3/20/2024 4/3/2024 24-00551 Facility Maintenance Mechanic Public Works 6/25/2024 7/16/2024 23-00485 Finance Director Finance 1/17/2024 3/18/2024
24-00523 Fire Captain Fire 4/15/2024 5/14/2024
24-00506 Fire Engineer Fire 3/1/2024 4/5/2024
24-00545 Fire Inspector I Fire 6/12/2024 6/28/2024
3 24-00546 Fire Inspector II Fire 6/12/2024 6/28/2024
24-00539 GIS Technician II/I Public Works 6/10/2024 6/24/2024 24-00561 Investigative Specialist Police 8/23/2024 9/19/2024 23-00487 Junior Engineer Public Works 1/17/2024 1/24/2024 24-00500 Junior Engineer Public Works 2/29/2024 3/14/2024 24-00533 Librarian II Library & Community Services 6/7/2024 6/21/2024 24-00552 Librarian II Library & Community Services 6/26/2024 7/17/2024 24-00521 Library Automation Services
Coordinator (Library Technology
Services Specialist)
Library & Community Services 4/15/2024 4/17/2024
24-00532 Library Technician Library & Community Services 6/5/2024 6/19/2024 24-00542 Library Technology Coordinator Library & Community Services 6/12/2024 7/3/2024 24-00553 Library Technology Coordinator Library & Community Services 7/22/2024 8/26/2024 24-00547 Management Analyst Public Works 6/14/2024 6/28/2024 24-00549 Park Maintenance Crew Supervisor Library & Community Services 6/14/2024 6/28/2024 24-00557 Park Maintenance Worker Library & Community Services 7/19/2024 8/2/2024 24-00504 Payroll Technician Finance 2/28/2024 3/13/2024 23-00490 Permit Center Clerk Community Development 4/2/2024 4/16/2024 23-00479 Plan Check Engineer Community Development 1/3/2024 4/8/2024 24-00516 Plan Checker II Community Development 4/8/2024 4/29/2024 24-00584 Plan Checker II Community Development 9/26/2024 4/4/2025 24-00505 Planning Manager (Division Manager
for Housing & Homelessness)
Community Development 3/1/2024 4/2/2024
24-00528 Planning Manager (Division Manager
for Housing & Homelessness)
Community Development 5/1/2024 8/22/2024
24-00507 Police Officer (Lateral) Police 3/13/2024
24-00503 Police Recruit Police 2/28/2024 1/8/2025
4 24-00508 Police Recruit (Current Academy
Attendee)
Police 3/13/2024
24-00492 Police Services Technician Police 2/7/2024 8/16/2024 24-00559 Police Services Technician Police 8/16/2024 10/24/2024 24-00600 Police Services Technician Police 11/20/2024
24-00608 Property/Evidence Technician Police 12/23/2024 1/8/2025 23-00488 Public Service Maintenance Worker
I-II
Public Works 1/22/2024 2/7/2024
24-00529 Public Service Maintenance Worker
I-II
Public Works 5/2/2024 5/23/2024
24-00527 Public Service Maintenance Worker
III (Street Maintenance Division)
Public Works 4/23/2024 5/7/2024
24-00583 Public Works Administrative
Supervisor
Public Works 9/26/2024 10/16/2024
23-00489 Public Works Compliance Officer I Public Works 1/31/2024 2/14/2024 24-00520 Public Works Compliance Officer I Public Works 4/12/2024 5/3/2024 24-00495 Public Works Resource Coordinator Public Works 2/15/2024 2/29/2024 24-00512 Senior Accountant Finance 6/25/2024 7/12/2024
24-00576 Senior Accounting Clerk Finance 9/19/2024 10/11/2024 24-00601 Senior Accounting Clerk Finance 12/16/2024 12/23/2024 23-00486 Senior Accounting Technician Community Development 1/16/2024 2/22/2024 24-00577 Senior Accounting Technician Finance 9/19/2024 10/11/2024 24-00580 Senior Civil Engineer Public Works 10/4/2024
23-00482 Senior Plan Check Engineer Community Development 1/3/2024 4/8/2024 24-00550 Senior Plan Check Engineer Community Development 6/24/2024 24-00593 Senior Planner Community Development 10/28/2024 2/11/2025 24-00555 Superintendent of Maintenance
Services
Public Works 7/18/2024 8/8/2024
5 24-00606 Superintendent of Maintenance
Services
Public Works 12/20/2024 1/10/2025
24-00524 Sustainability Analyst Public Works 4/25/2024 5/16/2024 24-00603 Technical Services Manager Library & Community Services 12/18/2024 4/2/2025 24-00571 Urban Forestry Crew Supervisor Public Works 9/13/2024 12/16/2024 24-00536 Urban Forestry Worker I Public Works 6/13/2024 9/6/2024 24-00544 Urban Forestry Worker II Public Works 6/13/2024 12/2/2024

Attachment B

AB 2561
Presentation:

Vacancies,
Recruitment, and
Retention Efforts
Tuesday, May 27, 2025
Salinas City Council
Meeting
AB 2561 Requirements:
• Track all vacancies
• Present in a public hearing
• At least once per fiscal year
• Prior to adoption of final budget
• Identify changes in the hiring process
• Units entitled to make presentation during public hearing • If vacancies within a single unit meet or exceed 20% of total authorized full-time positions in unit include upon request:
• Total vacancies within unit,
• Total applicants for vacant positions within unit,
• Average # of days to complete hiring process, and
• Opportunities to improve compensation and other working conditions Agenda:

City-Wide Information:
• Workforce
•
Vacancy
• Bargaining Unit Specific
Information
• Recruitment
• Hiring/Retention Challenges

Total Full-
Time
Positions on
7/1/2024: 650
12/31/2024:
669

Core Human Resources Functions
Recruitment Classification
Benefits
Administration/Le
aves
Payroll/Personnel
Action Forms
Performance
Evaluation
Grievance/Discipli
ne Training Health & Wellness Labor Relations
Separation
(Employee
Turnover)
Recruitment Process
Vacancy
Created
Recruitmen
t
Requisition
Determine
Recruitmen
t Type
Job
Posting /
Advertising
Application
Screening
Written /
Practical
Exam
Panel Oral
Interviews
Departmen
tal
Interviews
Candidate
Selection
Conditional
Job Offer
Pre-
Placement
Process
Job
Placement
/
Onboardin
g
Vacancy Information
CY 2024 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Vacancies
Filled 16 10 14 10 10 24 1 1 11 12 5 10 11 144
New
V
acancies 12 15 18 7 5 12 5 9 14 7 7 13 124
Remaining
V
acancies
(Running
Total)
99 104 108 107 101 89 83 81 83 85 83 85 -
New Vacancies
New Vacancies Created During Calendar Year 2024: 124
Vacancies created by:

Internal Promotion: 40
Internal Transfer: 6
Retirement: 22
Involuntary Separation: 8
Voluntary Separation: 38
As of 12/31/2024:

Newly Budgeted Positions: 7
Over-hires: 3
Vacancy
Information -
Calendar Year
Ending
12/31/2024
Units Vacancies FTEs
% of
Vacancies
Association of Management
Personnel of Salinas (AMPS) 22 81.5 26.99%
Department Directors 2 9 22.2%
Police Managers Association (PMA) 6 30 20%
Confidential Management 3 16 18.8%
Confidential Miscellaneous 2 13 15.4%
Fire Supervisors (FSA) 1 7 14.3%
Service Employees International
Union (SEIU) Crew
Supervisors 1 7 14.3%
Salinas Police Officers Association
(SPOA
) 16 125 12.8%
Salinas Municipal Employees
A
ssociation (SMEA) 24 193.5 12.4%
Service Employees International
Union (SEIU) Blue Collar 6 81 7.4%
International Association of
Firefighters (IAFF) 0 100 0%
Units with 20% or Greater Vacancy Rate
Units
Vacancies
Filled
Remaining
Vacancies as
of 12/31/2024
# of Apps
Received
Existing
Lists /
Continuous
Recruitment
Average # of
Days to Fill
Open
Recruitment
s
Average # of
Days to Fill
Promotional
Recruitment
s
Average # of
Days to Fill
Association of
Managem
ent
Personnel of
Salinas 17 22 562 3 91.3 12 229.91 2 57
Department
Direct
ors 3 2 74 0 0 1 314 2* 248.5
Police
Manager
s
Association 1 6 0* 1 8 0 0 0 0
Recruitment
Total # of Vacancies Filled During Calendar Year 2024:
144
Vacancies Filled by:

Existing Eligibility List / Continuous
Recruitment
66 Open Recruitment 59
Promotional Recruitment 19
Hiring and
Retention
Challenges
• The City identified the following potential
obstacles:
• Limited applicant pool/Private sector
competition
•
Backgrounds
• Length of recruitment process
• Compensation; and
• Remote work
• The City will endeavor to address these
obstacles by:
• Reviewing remote work opportunities
•
Hosting interview workshops
• Compensation analysis for difficult to fill
positions/hiring incentives
• More outreach; and
• Enhancing recruitment process
Full-Time Workforce Information
Employees residing in Monterey County 83%
Public Safety residing in Monterey County 70%
Employees residing in Salinas 58%
Public Safety residing in Salinas 47.5%
Bilingual Employees 41%
Bilingual Frontline Employees 37%
Questions?

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-168, Version: 1
Amendment to Funding Agreement with Community Human Services Approve a Resolution delegating authority to the City Manager to execute Amendment No. 2 to Agreement No. 24CIP9001-01(Agreement) with Community Human Services for the operation of the SHARE Center, to increase the maximum compensation by $1,161,560 for a total not to exceed compensation amount of $3,863,688 and extending the term to June 30, 2026.

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CITY OF SALINAS COUNCIL STAFF REPORT

DATE: MAY 27, 2025

DEPARTMENT: COMMUNITY DEVELOPMENT

FROM: LISA BRINTON, DIRECTOR

THROUGH: VINCENT MONTGOMERY, PLANNING MANAGER

BY: KAYSHLA LOPEZ, HOMELESS SERVICES MANAGER
TITLE: AMENDMENT TO FUNDING AGREEMENT WITH COMMUNITY

HUMAN SERVICES
RECOMMENDED MOTION:

A motion to approve a resolution delegating authority to the City Manager to execute Amendment No. 2 to Agreement No. 24CIP9001 -01(Agreement) with Community Human Services for the operation of the SHARE Center, to increase the maximum compensation by $1,161,560 for a total not to exceed compensation amount of $3,863,688 and extending the term to June 30, 2026.

EXECUTIVE SUMMARY:

Amendment No. 2 increases the total compensation of the Agreement with Community H uman Services by $1,161,560 using $1,050,000 in ERF3L grant funds and $111,560 in Family Homeless Challenge grant funds. The total compensation amount will be $3,863,688 and the term of the agreement will be extended to June 30, 2026. The expenditure of ERF3L grant funds will be prioritized to maximize the use of grant funds and compliance with ERF3L 50% expenditure deadline of June 30, 2025.

BACKGROUND:

On June 25, 2024, City Council approved the execution of a Subrecipient Funding Agreement with Community Human Services for the operations of the SHARE Center to provide emergency shelter and housing navigation services for 3 years with a corresponding budget of $9,694,420 (Resolution No. 23038) . Annual SHARE Center operation averages $3,000,000. In accordance with the existing Memorandum of Understanding (MOU) between the City and County executed on September 25, 2018, the operational expenses for the SHA RE Center are to be equally divided between the City and the County.

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Through Amendment No. 2, the total compensation of Agreement 24CIP9125-01 with Community Human Services will be increased by $1,161,560 using $1,050,000 in ERF3L grant funds and $111,560 in Family Homeless Challenge grant funds. The total compensation amount will be $3,863,688 and the term of the agreement will be extended to June 30, 2026 . The expenditure of ERF3L grant funds will be prioritized to maximize the use of grant funds and co mpliance with ERF3L 50% expenditure deadline of June 30, 2025.

CEQA CONSIDERATION:

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

In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment.

CALIFORNIA GOVERNMENT CODE §84308 APPLIES:

Yes.

STRATEGIC PLAN INITIATIVE:

The proposed Amendment No.2 for Community Human Services will advance the City of Salinas Strategic Plan 2025-2028 Housing Goal to ‘Effectively promote the health and safety of unsheltered residents through supportive services and housing with our regional partners and non- profit Community Based Organizations (CBO)” through continued provision of immediate housing opportunities supported by housing navigation leading to permanent housing placements.

DEPARTMENTAL COORDINATION:

This agenda item was prepared by and is administered by the Community Development Department Housing & Community Development Division with contributions from both the City Attorney and Finance Department.

FISCAL AND SUSTAINABILITY IMPACT:

There will be no impact to the General Fund. Amendment No. 2 with Community Human Services for Share Center operations will be funded by available appropriations from the Encampment Resolution Fund (ERF3L) and Family Homeless Challenge (FHC) funding grants.

Fund Appropriation Appropriation Name Total
Appropriation
Amount for
recommendation
FY 24-25
Operating Budget
Page
Last Budget Action
(Date, Resolution)
2954 30.3240- 69.1270 Financial Assistance
Community Human
Services
$1,089,322.90 $1,050,000 n/a 6/25/24
Resolution 23038
2956 30.3240-69.1270 Financial Assistance
Community Human
Services
$111,560.27 $111,560 n/a 6/25/24
Resolution 23038

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ATTACHMENTS:

A. Resolution XXX
B. Draft Amendment No. 2 to Subrecipient Agreement No. 24CIP9001-01– SHARE Center C. Amendment No. 1 to Subrecipient Agreement No. 24CIP9001-01 – SHARE Center D. Subrecipient Agreement No. 24CIP9001-01 – SHARE Center Page | 1

RESOLUTION NO. (N.C.S.)

RESOLUTION OF THE CITY OF SALINAS AUTHORIZING AMENDMENT NO. 2 TO THE AGREEMENT WITH COMMUNITY HUMAN SERVICES FOR THE

OPERATION OF THE SHARE CENTER

WHEREAS, the City of Salinas ("City") and Community Human Services entered into Agreement No. 24CIP9001-01 effective August 1, 2024, for the operation of the SHARE Center to provide emergency shelter and support services for individuals experiencing homelessness; and WHEREAS, on November 13, 2024, the City and Community Human Services executed Amendment No. 1 to increase funding for the SHARE Center to a total not to exceed amount to $2,702,128 for Fiscal Year 2024-2025; and
WHEREAS, the City and Community Homeless Services desire to amend further amend Agreement No. 24CIP9125-01 to increase the maximum compensation by $1,156,500 for a total not to exceed compensation of $3,863,688, and to extend the term to June 30, 2026; and WHEREAS, the funding source for the $1,161,560 increase is Encampment Resolution Fund (ERF3L) grant funds ($1,050,000) and Family Homeless Challenge Grant ($111,560); and WHEREAS, the expenditure of ERF3L funds will be prioritized to ensure compliance with the ERF3L expenditure benchmark deadline of June 30, 2025; and WHEREAS, the City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council hereby authorizes the City Manager to execute Amendment No. 2 to Agreement No. 24CIP9001-01 with Community Human Services for the operation of the SHARE Center, to increase the maximum compensation by $1,161,560 for a total not to exceed compensation amount of $3,863,688 and extending the term to June 30, 2026.

PASSED AND APPROVED this 27th day of May 2025, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

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APPROVED:

_______________________
Dennis Donohue, Mayor

ATTEST:

_________________________
Patricia M. Barajas, City Clerk

1 AMENDMENT NO. 2 TO
SUBRECIPIENT FUNDING AGREEMENT NO. 24CIP9001-01

BETWEEN COMMUNITY HUMAN SERVICES AND CITY OF SALINAS AN This Amendment No. 2 to the Original Subrecipient Funding Agreement (the “Amendment”) is entered into on May 27th, 2025, between Community Human Services, a California corporation (hereinafter referred to as the " Subrecipient"), and the City of Salinas, a California charter city and municipal corporation (hereinafter referred to as the "City").

WITNESSETH
WHEREAS, the City and Subrecipient first entered into Agreement No. 24CIP9001 -01 (the "Agreement"), effective August 1, 2024, pursuant to which Subrecipient agreed to provide emergency shelter and housing navigation services at the SHARE Center for compensation during fiscal year 2024- 2025; and
WHEREAS, on November 13, 2024, the City and Subrecipient executed Amendment No. 1 to increase the total compensation under the Agreement to $2,702,128 for FY 2024-2025; and

WHEREAS, the City and Subrecipient desire to amend the Agreement to increase the maximum compensation amount and extend the term to June 30, 2026, to expand the provision of emergency shelter services at the SHARE Center using Encampment Resolution Fund (ERF)3L and Family Homeless Challenge grant funds; and

WHEREAS, to ensure compliance with the ERF3L 50% program expenditure milestone of June 30, 2025, the expenditure of ERF3L funds will be prioritized.

NOW, THEREFORE, in mutual consideration of the terms and conditions set forth below, the Parties agree as follows:

1. Subsection a of Section 4 of the Agreement is herbey amended in its entirety as follows:
a. Maximum Compensation: The operation of the SHARE Center for Fiscal Year s 2024-2026 is estimated to cost $3,863,688. This amount includes $1,050,000 from the Encampment Resolution (ERF3L), $111,560 of the Family Homeless Challenge (FHC), $638,440 from CIP 9001 – Permanent Homeless Shelter, and $1,989,711.48 from the American Rescue Plan Act (ARPA) funds. The total compensation to be paid to the Subrecipient under this Agreement shall not exceed three million eight hundred sixty-three thousand six hundred eighty-eight dollars ($3,863,688.00).

2. Section 2 of the Agreement is hereby amended to extend the expiration date to June 30, 2026.

3. All terms, covenants and conditions stated in the Original Subrecipient Funding Ag reement, and Amendment Nos. 1 and 2, which are not herein amended, remain in full force and effect.

IN WITNESS HEREOF, the parties have executed this Amendment No. 2 effective as of the date shown above.

2 CITY OF SALINAS

___________________________________
René Mendez, City Manager

APPROVED AS TO FORM:

___________________________________
□ Christopher A. Callihan, City Attorney
□ Rhonda Combs, Assistant City Attorney

COMMUNITY HUMAN SERVICES

____________________________________
Robin McCrae, Chief Executive Officer

AMENDMENT NO. 1

SUBRECIPIENT FUNDING AGREEMENT

CITY OF SALINAS AND COMMUNITY HUMAN SERVICES
FOR
FY 2024-2024 SHARE CENTER OPERATIONS
Agreement No.: 24CIP9001-01
This Amendment No. 1 to the Original Subrecipient Funding Agreement is entered into on November 13, 2024, between Community Human Services, a California corporation (hereinafter referred to as the "Contractor"), and the City of Salinas , a California charter city and municipal corporation (hereinafter referred to as the "City").

WITNESSETH
WHEREAS, the City and Community Human Services (the "Subrecipient") first entered into an Agreement for the SHARE Center operations (the "Agreement"), effective August 1, 2024, pursuant to which Community Human Services agreed to provide certain services for comp ensation during fiscal year 2024-2025; and
WHEREAS, the City and Community Human Services desire to amend the Agreement to increase the total compensation by $1,194,421 to a total not to exceed $2,702,128 for FY 2024-2025.

NOW, THEREFORE, in mutual consideration of the terms and conditions set forth below, the Parties agree as follows:

1. Section 4 entitled "Funding” is revised to read as follows:

The operation of the SHARE Center for FY 2024 -2025 is estimated to cost approximately $2,702,128. This cost will be covered by $712,416.52 from CIP 9001 – Permanent Homeless Shelter and $1,989,711. 48 from American Rescue Plan Act funds (ARPA). The total compensation to be paid to the Subrecipient under this Agreement shall not exceed Two Million Seven Hundred and Two T housand One Hundred and Twenty -Eight D ollars ($2,702,128.00).

2. All terms, covenants and conditions stated in the Original Subrecipient Funding Agreement, which are not herein amended, remain in full force and effect.

IN WITNESS HEREOF, the parties have executed this Amendment No. 1 effective as of the date shown above.

City of Salinas Grantee:

By: By:

René Mendez, City Manager Robin McCrae, Chief Executive Officer APPROVED AS TO FORM:

By:

Rhonda Combs, Assistant City Attorney
Docusign Envelope ID: 9DEC7BC9-801B-4B1E-AE01-1334E5D2D5C8

SUBRECIPIENT FUNDING AGREEMENT

BETWEEN

THE CITY OF SALINAS AND

COMMUNITY HUMAN SERVICES

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F

This is an official document.

Do not make any changes to this document EXCEPT to modify your signature block on the last page as needed.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F i

SUBRECIPIENT FUNDING AGREEMENT

BETWEEN

THE CITY OF SALINAS AND

COMMUNITY HUMAN SERVICES

Table of Contents Agreement No.: 24CIP9001-01
PART I - AGREEMENT ...............................................................................................................1 Section 1. Definitions (as used in this Agreement) ...................................................................... 1 Section 2. Term ............................................................................................................................ 2 Section 3. Scope of Service .......................................................................................................... 2 Section 4. Funding ....................................................................................................................... 2 Section 4A. City Program Requirements ..................................................................................... 5 Section 4B. Other Program Requirements ................................................................................... 7 Section 5. Activity Reporting ....................................................................................................... 9 Section 6: Insurance. .................................................................................................................. 10 Section. 7: Indemnification. ....................................................................................................... 10 Section 8: Licensing. .................................................................................................................. 10 Section 9: Termination ............................................................................................................... 10 Section 10. Non-Assignability ................................................................................................... 11 Section 11: Entire Agreement. ................................................................................................... 11 Section 12: Validity .................................................................................................................... 11 Section 13: Counterparts ............................................................................................................ 11 Section 14: Laws. ....................................................................................................................... 11 Attachment A ................................................................................................................................13 Attachment B ................................................................................................................................16 Attachment C ................................................................................................................................18 Attachment D ................................................................................................................................19 Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 1 Agreement No.: 24CIP9001-01

AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF SALINAS AND

COMMUNITY HUMAN SERVICES
THIS AGREEMENT is executed on this 1 ST day of August 2024. (“Agreement”) between the City of Salinas, a California Charter city and municipal corporation (hereinafter “City”) and Community Human Services, a California nonprofit Joint Powers Agency (hereinafter “Subrecipient”).

RECITALS
WHEREAS, on June 25, 2024, the City Manager submitted the CIP operating budget for fiscal year 2024 -25 to City Council which allocated $1,503,707; in CIP 9001 – Permanent Homeless Shelter for the operations of the SHARE; and

WHEREAS the Salinas City Council approved the funding through Resolution No. 23038; and;
WHEREAS Community Development Department (CDD) funded programs for homeless related activities are subject to terms and conditions of ESG requirements, and the Funding Agreement through mutual agreement by both parties; and WHEREAS the Subrecipient shall follow the regulations set forth by the U.S. Department of Housing and Urban Development (HUD), Emergency Solutions Grants program.

NOW, THEREFORE, in consideration of mutual covenants and agreements contained herein, the parties hereto agree as follows:

PART I - AGREEMENT
Section 1. Definitions (as used in this Agreement)

Except to the extent modified or supplemented by this Agreement, any term defined in Title I of the Housing and Community Development Act of 1974, or the Emergency Solutions Grant Regulations, shall have the same meaning when used herein. a. "City” means the City of Salinas
b. “Subrecipient” shall mean an entity, whether public or private, which has the responsibility for administering a project or activity meeting the criteria specified by HUD Emergency Solutions Grant regulations that is authorized to carry out certain special activities. c. “CDD” means Community Development Department, a department within the City of Salinas that develops housing policy and administers housing finance, economic development, and community development programs.
d. "ESG" means the Emergency Solutions Grant program.
e. “Project” means an awarded program.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 2 Section 2. Term
This Agreement shall commence on August 1, 2024, and expires on June 30, 2025, unless suspended or terminated sooner pursuant to the terms of this Agreement. This Agreement may be extended beyond the term set forth in this section upon a performance evaluation of the Subrecipient.

Section 3. Scope of Service
This Agreement, including the attached budget (Attachment B), Scope of Services (Attachment C), and Scope of Work (Attachment D) herein made part of this agreement, is to be performed in accordance with HUD ESG regulations and this Agreement.

Section 4. Funding
a. Maximum Compensation: The operation of the SHARE for FY 2024 -2025 is estimated to cost approximately $1,503,707. This cost will be covered by the CIP 9001 – Permanent Homeless Shelter fund. The total compensation to be paid to the Subrecipient under this Agreement for services rendered shall not exceed One million, five hundred three thousand, seven hundred seven dollars ($ 1,503,707).
b. Method of Payment: City will provide payment for program costs covered by this Agreement monthly upon successful electronic submission of a “Expense Report” through the City’s online data management system (www.citydataservices.net), by Subrecipient indicating the amount of payment requested and a breakdown of expenditures consistent with Subrecipient's budget included in Attachment B.

All costs shall be supported by properly executed redacted invoices, contracts, vouchers, or other official documentation evidencing in proper detail the nature and propriety of the charges while in compliance with the Personally Identifying Information (P II) Policy.

Subrecipients are responsible to redact all backup documentation pertaining to client information and replacing it with client’s HMIS number for all clients receiving direct assistance per the component requesting reimbursement. All checks, inv oices, contracts, vouchers, orders, or other accounting documents pertaining in whole or in part to this Agreement shall be clearly identified and readily accessible upon request by City or designated agents thereof.

To streamline reporting and minimize administrative workload, the City and Subrecipient have the option to collectively decide, to initially review up to three monthly reports. This review will entail a comparison of the Subrecipient's supporting documentation with the requested reimbursement. Once alignment is confirmed and all aspects are coherent, the Subrecipient can subsequently furnish a report generated from their accounti ng system which is approved by the City to fulfill the reporting requirements. This approach aims to balance accountability while optimizing efficiency in the reporting process. Upon mutual agreement from both parties, a memo will be used to memorialize the reporting requirements in this section. The City has the right to request com plete supporting documents at any point during the term of this agreement, when a report doesn’t align with Subrecipient report from their accounting system.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 3 c. Financial Management and Accounting Standards

Subrecipient shall request funds only for authorized budget item(s) and the request shall be approved by City's Planning Manager (Housing Division) or his or her designee prior to payment. Payment requests are due on the 10 th day of each month. Should the 10 th fall on a weekend or holiday, the Subrecipient is responsible to provide their report prior to the weekend or holiday. Agencies that miss City submittal deadlines more than two times in one fiscal year shall be disqualified from submitting a funding proposal for the following year per the Public Services Funding Parameters adopted by Salinas City Council on May 21, 2013. Payments shall be reimbursed based upon the prior month's expenditures and appropriate documentation must be submitted electronically. “Expense Report” submitted incorrectly, without being redacted, or without the completed “Activity Report” due on the 10th day of each month, shall be returned to Subrecipient by City. Funding shall only be provided for expenses incurred or services provided during the period commencing August 1, 2024, and ending June 30, 2025. Payment requests received by City after July 15, 2025, need not be considered for payment.

If any portion of the approved funding is neither expended nor encumbered by June 30, 2025, the allocation shall be correspondingly reduced, and the funds made available for other eligible activities and any amendment thereto. To ensure compliance with the federal and state regulations concerning timely expenditure of the City’s FY 2024 -25, the Subrecipient project mentioned above shall be completed within the timeframes specified in the Scope of Services (Attachment C) and Scope of Work (Attachment D).

The Subrecipient may request an extension for the completion of the proposed scope of work, however, it may not be granted. The Extension Request may only be approved on a case-by-case basis, only upon written request, and after the City grants approval.

1. Subrecipient shall develop and provide a comprehensive annual report of program outcomes, services delivered, challenges, and achievements, and may be requested to present the report at a City organized, public meeting. The report shall include at minimum, the following indicators:
i. Summary of all clients exit reason and destination.
ii. Number and percentage of unsheltered individuals who have been placed at the SHARE Center and subsequently entered permanent housing (including placement type and County of exit, where possible), disaggregated by race and ethnicity.
iii. Number and percentage of individuals connected to or maintaining enrollment in mainstream benefits, by type of benefit.
iv. Referral origin for persons placed into the SHARE Center. v. Number and percentage of individuals who received flexible funding assistance, and the amount spent.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 4 vi. Summary of guest satisfaction responses, comments, and feedback. vii. Photos, graphics, and tables which highlight and summarize the information and data contained within the report.

2. Subrecipient staff shall work with City staff to provide interim updates and any additional data for grant reporting requirements.

3. Reports shall be submitted via e-mail to the City Contract Monitor by July 15, 2025. e. End of Year Reporting
At the end of the Fiscal Year timeframe, Subrecipients must submit an Annual HMIS CAPER Reporting for the program funded through this Agreement. This information must be submitted to the City as a pdf file in a timely manner through CDS. End of Year Reports submitted after July 15, 2025, will be considered late and in violation of this section. f. Budget Modifications: Upon electronic submission of a “Budget Modification Request” by Subrecipient, City's Planning Manager (Housing Division) may authorize a budget revision. Any budget revision executed shall not authorize the total compensation to be paid under this Agreement, as so modified, to exceed the amount shown above in Section 4, paragraph b. Such budget modifications shall be completed on the City Data Services (CDS) website at www.citydataservices.net. Because the City has required spending thresholds, any budget modification must be approved by the City to ensure the City meets the State’s funding requirements.
g. Unexpended Funds: When a portion of the approved budget amount is not expended or encumbered, as per the approved budget (Attachment B) within the Proposal, the maximum compensation shall be automatically reduced by any unexpended portion unless otherwise indicated, in writing, by City's Planning Manager (Housing Division). Subrecipients spending rapid rehousing dollars are required to spend all their rapid rehousing funds.

Should an agency be at risk of not completing the rapid rehousing obligation of expenditure, the City reserves the right to reassess the grant and possibly de-obligate funding to another agency to meet the spending requirements for rapid rehousing. h. Improperly Expended Funds: If City has reason to believe that any funds disbursed to Subrecipient under this Agreement were not expended in accordance with the terms and conditions hereof, City shall notify Subrecipient, in writing, of the facts or conduct which warrant(s) such belief and shall provide Subrecipient reasonable opportunity to demonstrate or achieve compliance with the terms of this Agreement. If Subrecipient fails to demonstrate such compliance to the satisfaction of City within the time specified, upon request by City, Subrecipient shall immediately refund to City the amount determined to be improperly expended. Monies refunded must come from non-ESG resources.

The provisions of this paragraph shall be in effect during the terms of this Agreement and for three years thereafter, or until such time as the City shall have certified after audit, that all funds disbursed to Subrecipient under this Agreement were expended in accordance with the terms and conditions hereof. The Subrecipient would be required to re -pay any improperly spent funds to the City of Salinas.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 5 Section 4A. City Program Requirements

Subrecipient shall comply with the following requirements set forth under this Agreement per funded activity, federal and state ESG regulations, and the City of Salinas Housing and Community Service Emergency Solutions Grant Operations Manual.

a. Homeless individuals and families must be given assistance in obtaining: (i) appropriate supportive services, including permanent housing, medical and mental health treatment, counseling, supervision, and other services essential for achieving independent living; and (ii) other Federal, State, local and private assistance available for such individuals. b. Subrecipient shall develop and implement procedures to ensure the confidentiality of records pertaining to any individual served pursuant to this Agreement and/or provided family violence prevention or treatment services and further to ensure that the addr ess or location of any family violence shelter will not be made public, except with written authorization of the person or persons responsible for the operation of such shelter. c. Subrecipient shall involve, to the maximum extent practicable, homeless individuals and families in policy –making and general operations such as renovation, operation and maintenance of facilities and the delivery of services. d. Subrecipient agrees to participate in the local Continuum of Care's Homeless Management Information System (HMIS) including requirements to collect the Universal Data Elements and report an array of data pertaining to homelessness, including unduplicated counts, the use of services, and the effectiveness of the local homeless assistance system and the Coordinated Assessment and Referral System (CARS) to enter and collect data elements in adherence of Monterey and San Benito Counties Continuum of Care Collaborative (CA- 506) policies and funding requirements. Communities and homeless assistance providers use the data stored in HMIS to improve homeless assistance programs and better serve homeless persons meeting federal requirements of the Emergency Solutions Grant under the McKinney-Vento Homeless Assistance Act. In addition, sub recipients will agree to use HMIS as a case management tool to upload a Housing Stability Plan, Related Case Management Documentation, and services provided with Service Transactions as required by the City.
e. Staff and operate the SHARE Center, a 24 -hour shelter and housing navigation center located at 845 E. Laurel Drive, Salinas, CA, in compliance with Monterey County Occupancy Terms. Operations must adhere to a Housing First, safety -first approach, maintaining utmost cleanliness and appropriate sanitation practices, including custodial services.
f. Ensure Center services are Americans with Disabilities Act (ADA) compliant. g. Ensure Center is operated as a pet friendly facility in accordance with Monterey County recommended Participant Animal Guidelines.
h. Provide security on site, 24 hours, seven (7) days a week including weekends and holidays and develop a protocol to ensure the safety of staff and guests and minimize the impact of the Center on the neighboring community.
i. Be responsible for implementing and enforcing a mandatory 24 hour, seven (7) days a week no-loitering policy on Center property and minimizing potential impacts to the surrounding neighborhood and community at-large through community engagement methods.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 6 j. Disallow disruptive guests in the Center who adversely impact the peace and quiet for others.
k. Disallow smoking, illegal drug use or non -supervised use of prescription drugs in the facility or on the property.
l. Provide and enforce clear and concise guest use guidelines and behavioral expectations to each guest prior to entry.
m. Subrecipient shall notify the City immediately of any incidents that must be reported to HUD and/or that may require a response to the public or elected officials. n. Subrecipient shall immediately notify the City of any changes to managerial or supervisory staffing and/or agreement information. Additionally, the Subrecipient is required to provide informal weekly updates, including capacity counts and general feedback, to ensure effective communication regarding operations and services. The City must also be notified immediately if the Center reaches full capacity. o. Serve up to approximately 100 individuals and/or family members in the Center on any given night.
p. Coordinate the provision of 3x daily meals for residents. Food may be prepared on-site and obtained through donations from faith -based organizations or other organizations. All dishes and flatware should be cleaned each night or otherwise (if appropriate) be properly disposed of.
q. Organize the sleeping arrangement into four groups: men, women, male led families with children, and female led families with children.
r. Subrecipient shall comply with all Salinas Fire Department regulations. s. Clean the interior floors each day as needed and inspect the perimeter of the Center and ensure that all trash is collected.
t. Employ a manager with at least two (2) years of shelter management experience. u. Employ Housing Navigators to support the move to permanent housing for residents. v. Ensure shower service includes daily cleaning and regularly scheduled deep -cleaning services as well as provision of basic hygiene supplies such as soap, toilet paper, and access to clean towels.
w. Subrecipient shall ensure that services are provided within Evidence-Based Best Practices and in compliance with the core components of Housing First, as described in Welfare and Institutions Code Section 8255, subdivision (b). Individuals and families assisted must not be required to receive treatment or perform any other prerequisite activities as a condition for receiving shelter, housing, or other services for which these funds are used. x. Subrecipient shall provide incontinence and feminine hygiene products, including, but not limited to, sanitary napkins, tampons, and panty liners, to guests as needed, free of charge.

Obligation to satisfy this requirement is subject to the availability of funds, however Subrecipient shall make attempts to coordinate or request donations when funds are not available and collect data on the cost, demand, and utilization to help i nform future resources to support this service.
y. Subrecipient shall ensure that CDC guidelines regarding mitigating the spread of infectious diseases, particularly regarding operating a congregate shelter facility, are adhered to. z. Subrecipient shall provide information and referral assistance with completion of application forms for mainstream benefits. Subrecipient may apply for a CBO account with the Department of Social Services to facilitate direct enrollment of clients.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 7 Section 4B. Other Program Requirements
Subrecipient shall carry out each activity in compliance with all applicable federal laws and regulations as described below:

Monitoring Grant Activities:
a. City shall monitor the activities selected to ensure compliance with all requirements, including adherence to Monterey County’s Occupancy Terms, and Participant Animal Guidelines. Onsite monitoring of Homeless Services shall occur annually after the grant period to enforce these standards.
b. The City will monitor the performance of the Subrecipient based on a risk assessment and according to the terms of this Agreement.
c. If it is determined that the Subrecipient or any of its designees falsified any certifications, application information, financial, or agreement report, the Subrecipient shall be required to immediately reimburse the full amount of the award to the City and may be prohibited from any further participation.
d. As requested by the City, Subrecipients shall submit all documentation necessary to ensure that Subrecipient are in continued compliance with all Program Requirements and to determine if objectives listed in proposal are being meet. e. Substandard performance as determined by City will constitute non -compliance with this Agreement. If action to correct such substandard performance is not taken by Subrecipient within a specified period after being notified by City, agreement suspension or termination procedures will be initiated.

Evaluation: The City reserves the right to survey Subrecipient’s clients. If the City elects to survey Subrecipient’s clients, the City will deliver questionnaires to the Subrecipient and the Subrecipient will distribute those questionnaires to Subrecipient’s clients. Subrecipient’s clients may then remit completed questionnaires directly to the City. The method of return to the City would be clarified during the evaluation process. To maintain Subrecipient’s protection of client confidentiality, City agrees that clien t surveys will not contain questions requiring the survey-taker to reveal any personally identifying client data. Following receipt of clients’ completed questionnaires, the City shall forward a summary of the results to the Subrecipient.

Disclosure of Confidential Client Information : City and Subrecipient will protect the confidentiality of all records pertaining to any individual served under this Agreement and will protect the disclosure of such documents, except as otherwise required under state or federal law or unless written consent is obtained from such person receiving service and, in the case of a minor, that of a responsible parent/guardian. Subrecipient expressly acknowledges that City is subject to the California Public Records Act and may, therefore, be obligated to disclose records pertaining to Subrecipient and its activities and services provided pursuant to this Agreement.

Depending on the nature or timing of the request, or future court decisions, records received by City pursuant to this agreement may not remain private and may be publicly disclosed.

Given the nature of the applicable law under the California Public Records Act, City cannot Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 8 guarantee or warrant that it will be able to keep submitted records confidential. Subrecipient therefore agrees to defend and indemnify City against any suit brought under the California Public Records act to obtain the records; otherwise, City shall not be obligated to defend such suit and may release the records.

Subrecipients shall comply with the Personally Identifying Information (PII) Policy. and are responsible for redacting all documentation pertaining to client information and replacing it with client’s HMIS number for all clients receiving direct assistance.

Policies and Procedures: Subrecipients are required to produce specific policies and procedures, consistent with the City of Salinas ESG Written Standards. Program policies and procedures must include coordinated entry and the use of HMIS; Coverage Area; Participant Eligibility; Suite of Services Offered; Staffing Pattern; Problem Solving to include diversions and/or rapid exit; Participants Termination and grievance process. All Policies and Procedures must comply with all applicable federal laws, statues, and regulations; provide assistance that is tailored to each participants specific needs and housing barriers; implement best practices for returning people experiencing sheltered homelessness safe, stable Permanent housing via person centered practices that are tailored to each household.

VAWA Requirement: Violence Against Women Act (VAWA), reauthorized in 2013, expanded protections for victims of domestic violence, sexual assault, dating violence, and stalking in City and all funded programs. VAWA protections apply to all survivors regardless of age, sex, gender identity, race, national origin, familial status, disability, and sexual orientation, and extend to individuals affiliated with victim, including spouses, parents, siblings, children, and anyone residing in the household. VAWA protects City and all program participants against denial of assistance and termination of assistance or eviction based on survivor status and factors directly related to domestic violence, including job history, credit history, criminal history, or rental history. VAWA protections must be documented in the lease or rental agreement and provided to the participants served.

VAWA Rule Components: A participant cannot be denied assistance, terminated from a program, or evicted based on a status as a victim of domestic violence, sexual assault, dating violence, and stalking. An applicant cannot be denied access to housing or evicted based on factors directly related to the victimization, such as job history, credit history, criminal record, or rental history.

Notice of Occupancy Rights: A VAWA Notice of Occupancy Right and Victim Self - Certification Form (HUD Form-5380) must be given to a tenant by the Subrecipient when:

1. A program participant applies and is admitted to permanent housing or transitional housing.

2. An individual or family applies and is denied permanent housing or transitional housing.

3. A program participant receives notification of eviction.

4. A program participant is notified of termination of assistance.

5. In a tenant-based rental assistance, notice must also be given by the owner when a tenant receives notice of eviction.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 9 Lead-Based Paint
Subrecipient will provide the lead hazard information pamphlet to any resident who will be residing in a unit built before 1978. The tenant must receive the pamphlet before moving into the unit. If Subrecipient can document the tenant received the pamphlet previously, Subrecipient is not required to provide it again.

Subrecipients must keep record in each client file when “Protect Your Family form Lead in Your Home” pamphlet is issued.

Section 5. Activity Reporting
Subrecipient shall provide to City's Planning Manager (Housing Division) or his/her designee, a Monthly Activity Report, in a form determined by City, so that City may meet its record keeping and reporting requirements to City Council. These reports shall be due by the 10 th day of each month and will reflect the prior month's activities. Such Activity Reports shall be completed on the City Data Services (CDS) website at www.citydataservices.net. As required by City, Subrecipient shall maintain adequate records to support the reported statistics regarding beneficiary characteristics and services provided. Such records shall be made available for inspection by City or designated agents thereof upon req uest. Subrecipient shall maintain all records that are pertinent to the activities funded under this agreement; including but not limited to:
a. records demonstrating that funded activities meet one of the City’s Objectives from the City of Salinas Strategic Plan.
b. records must include the local CoC #506 third party documentation of homelessness and/or agency similar documentation approved by the City of Salinas; or have approval from City staff if it is not possible to get third party documentation on some clients. c. records required to determine the eligibility of activities. d. records stating the Subrecipient’s policies on procedures to document homelessness. e. records documenting compliance with fair housing and equal opportunity components. f. financial records agreeing to adhere to the accounting principles and procedures required therein, to employ adequate internal controls, and to maintain necessary source documentation for all costs incurred.
g. records demonstrating client eligibility for services provided (including-but not limited to- client name, address, income, or other basis for determining eligibility, and description of Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 10 service provided) and reports of milestones and schedules of programs as requested and other records necessary to document compliance.
h. performance reports will be provided by the Homeless Management Information System (HMIS) on a quarterly basis to City.
i. Subrecipient shall actively participate in all regularly scheduled program, fiscal, and facility coordination meetings with the City.
j. The frequency of these meetings may be adjusted through mutual agreement between the collaborating partners.

Each month, and at the conclusion of the fiscal year, Subrecipients must submit required information through the HMIS -CAPER, in pdf format, and forthcoming Annual Program Narrative Report, due July 15, 2025, with the final activity and expense reporting submission.

Subrecipient shall retain all records specified under this Agreement for a period of five years after the expenditures of all funds from the grant under which the last program participant was served.

Section 6: Insurance.

Subrecipient shall procure and maintain for the duration of this Agreement insurance meeting the requirements specified in Attachment A hereto.

Section. 7: Indemnification.

Subrecipient shall hold harmless, defend at its own expense, and indemnify City and its officers, officials, employees, agents, and volunteers from and against all liability, claims, damages, losses, and/or expenses including reasonable City attorney fees arising from all acts or omissions of Subrecipient or its officers, agents, or employees arising out of the performance of the work under this Contract, caused in whole or in part by any negligent act or omission of the Subrecipient, any Subrecipient, anyone directly or indirectly employed by any of them, or anyone for whose acts any of them may be liable, except where caused by, sole negligence or willful misconduct of the City.

Section 8: Licensing.

Subrecipient warrants that it is properly licensed to perform the work specified under this Agreement, including but not limited to possession of a current City business license.

Section 9: Termination
A. City shall have the authority to terminate this Agreement, upon ten days written notice to Subrecipient, as follows:

1. If in the City’s opinion the conduct of the Subrecipient is such that the interest of the City may be impaired or prejudiced, or

2. (2) For any reason whatsoever.

B. Upon termination, Subrecipient shall be entitled to payment of such amount as fairly compensates Subrecipient for all work satisfactorily performed up to the date of termination based upon the Subrecipient’s rates shown in Attachment B and/or Section 3 of this Agreement, except that: (1) In the event of termination by the City for Subrecipient’s Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 11 default, City shall deduct from the amount due Subrecipient the total amount of additional expenses incurred by City as a result of such default. Such deduction from amounts due Subrecipient are made to compensate City for its actual additional costs incurred in securing satisfactory performance of the terms of this Agreement, including but not limited to, costs of engaging another Subrecipient(s) for such purposes. If such additional expenses exceed amounts otherwise due and payable to Subrecipient hereunder, Subrecipient shall pay City the full amount of such expense. (C) In the event that this Agreement is terminated by City for any reason, Subrecipient shall: (1) Upon receipt of written notice of such termination promptly cease all services on this project, unless otherwise directed by City; and (2) Deliver to City all documents, data, reports, summaries, c orrespondence, photographs, computer software output, video and audio tapes, and any other materials SHARE Center RFP May 2024 Page 25 provided to Subrecipient or prepared by or for Subrecipient or the City in connection with this Agreement. Such material is to be delivered to City in completed form; however, notwithstanding the provisions of Section 15 herein, City may condition payment for services rendered to the date of termination upon Subrecipient’s delivery to the City of such material. (D) In the event that this Agreement is terminated by City for any reason, City is hereby expressly permitted to assume the projects and complete them by any means, including but not limited to, an agreement with another party. (E) The rights and remedy of the City and Subrecipient provided under this Section are not exclusive and are in addition to any other rights and remedies provided by law or appearing in any other section of this Agreement.

Section 10. Non-Assignability
The rights and obligations of Subrecipient hereunder are not assignable and cannot be delegated without written consent of City.

Section 11: Entire Agreement.

This Agreement constitutes the entire Agreement between the parties hereto and supersedes all prior agreements, whether oral or written, relating to the subject matter thereof. Any modification of the Agreement will be effective only if it is in writing signed by both parties hereto.

Section 12: Validity.

If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions will continue in full force without being impaired or invalidated in any way.

Section 13: Counterparts.

This Agreement may be executed in multiple originals, each of which is deemed to be an original, and may be signed in counterparts.

Section 14: Laws.

Subrecipient agrees that in the performance of this Agreement it will comply with all applicable State, Federal and local laws, and regulations. This Agreement shall be governed by and construed in accordance with the laws of the State of California, City of Monterey, and City of Salinas.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 12 IN WITNESS WHEREOF, this Agreement is entered into by the parties hereto on the day and year first written above.

ATTACHMENT A – Insurance Requirements
ATTACHMENT B - Budget
ATTACHMENT C - Scope of Services
ATTACHMENT D –Scope of Work

IN WITNESS WHEREOF , as authorized representatives of the CITY OF SALINAS and COMMUNITY HUMAN SERVICES (CHS), a non-profit corporation, have executed this Agreement.

City of Salinas Subrecipient:

By: By:

Rene Mendez, City Manager Robin McCrae, Chief Executive Director

APPROVED AS TO FORM:

By:

Rhonda Combs, Assistant City Attorney
Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F

13 Attachment A -

INSURANCE REQUIREMENTS

Subrecipient shall procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damage to property which may arise from or in connection with the performance of the work hereunder and the results of that work by the Subrecipient, his agents, representatives, employees, or Subrecipients. With respect t o General Liability and Professional Liability, coverage should be maintained for a minimum of five (5) years after Agreement completion.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:
(A) Commercial General Liability (“CGL”): Insurance Services Office Form (“ISO”) CG 00 01 covering CGL on an occurrence basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $1,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit. (B) Automobile Liability: ISO Form CA 0001 covering any auto, or if Subrecipient has no owned autos, hired and non -owned, with limits no less than $1,000,000 per accident for bodily injury and property damage.
(C) Workers’ Compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.
(D) Professional Liability (also known as Errors and Omissions) insurance appropriate to the work being performed, with limits no less than $1,000,000 per occurrence or claim, $2,000,000 aggregate per policy period of one year.

If the Subrecipient maintains broader coverage and/or higher limits than the minimums shown above, the City of Salinas requires and shall be entitled to the broader coverage and/or higher limits maintained by the Subrecipient. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

OTHER INSURANCE PROVISIONS
The insurance policies are to contain, or be endorsed to contain, the following provisions:

Additional Insured Status
The City of Salinas, its officers, officials, employees, and volunteers are to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Subrecipient including materials, parts, or equipment furnished in connection with such work or operations. General liability coverage can be provided in the form of an endorsement to the Subrecipient’s insurance (at least as broad as ISO Form CG 20 10, CG Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 14 11 85, or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

Primary Coverage
For any claims related to this Agreement or the project described within this Agreement, the Subrecipient’s insurance coverage shall be primary coverage at least as broad as ISO Form CG 20 01 04 13 as respects the City, its officers, officials, employees, and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, or volunteers shall be in excess of the Subrecipient’s insurance and shall not contribute with it.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City.

Waiver of Subrogation
Subrecipient hereby grants to City a waiver of any right to subrogation which any insurer of said Subrecipient may acquire against the City by virtue of the payment of any loss under such insurance. Subrecipient agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer.

The Workers’ Compensation policy shall be endorsed with a waiver of subrogation in favor of the City of Salinas for all work performed by the Subrecipient, its employees, agents, and Subrecipients.

Self-Insured Retentions
Self-insured retentions must be declared by Subrecipient to and approved by the City. At the option of the City, Subrecipient shall provide coverage to reduce or eliminate such self-insured retentions as respects the City, its officers, officials, employees, and volunteers; or the Subrecipient shall provide evidence satisfactory to the City guaranteeing payment of losses and related investigations, claim administrations, and defense expenses. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A: VII, unless otherwise acceptable to the City.

Claims Made Policies
If any of the required policies provide coverage on a claims-made basis:

1. The Retroactive Date must be shown and must be before the date of this Agreement or the beginning of Agreement work.

2. Insurance must be maintained, and evidence of insurance must be provided for at least five (5) years after completion of the Agreement of work.

3. If coverage is canceled or non-renewed, and not replaced with another claims-made policy form with a Retroactive Date prior to the Agreement effective date, the Subrecipient must Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 15 purchase “extended reporting” coverage for a minimum of five (5) years after completion of Agreement work.

4. A copy of the claims reporting requirements must be submitted to the City for review.

Verification of Coverage
Subrecipient shall furnish the City with original certificates and amendatory endorsements or copies of the applicable insurance language effecting coverage required by this Agreement. All certificates and endorsements are to be received and approved by the City before work commences.

However, failure to obtain the required documents prior to the work beginning shall not waive the Subrecipient’s obligation to provide them. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Subrecipients
Subrecipient shall require and verify that all sub -Subrecipients and/or Subrecipients maintain insurance meeting all the requirements stated herein, and Subrecipient shall ensure that Entity is an additional insured on insurance required from such sub-Subrecipients and/or Subrecipients.

Special Risks or Circumstances
City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances.

Maintenance of Insurance
Maintenance of insurance by Subrecipient as specified shall in no way be interpreted as relieving Subrecipient of its indemnification obligations or any responsibility whatsoever and the Subrecipient may carry, at its own expense, such additional insurance as it deems necessary.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 16 Attachment B

BUDGET

The Subrecipient will perform the above tasks and achieve the above outcomes and goals as submitted in City Data Services for a total amount not to exceed One million, five hundred three thousand, seven hundred seven dollars ($1,503,707) . Services will be billed monthly in accordance with an itemized and approved budget in City Data Services. As this agreement provides only a portion of the funding necessary for SHARE Center operations, services will be provided for a period consistent with the Shelter budget in City Data Services.

Personnel
List each staff position on a separate row (if there are multiple FTEs at the same salary level, they can all go on one row).

Add rows as needed.

Indicate whether staff are primarily responsible for operations, services, or administration Provide separate costs for benefits. If benefits rate is the same for all positions, it can be shown on one row.

Position Primary Responsibility # of FTE's # of Months Salary Budget Amount Narrative Description Senior Program Officer Management 0.25 11 $114,941 $26,341 Program Officer II Operations 0.75 11 $100,794 $69,296
Program Coordinator Operations 1 11 $69,662 $63,857
Office Manager Operations 1 11 $56,259 $51,571
Office Assistant Operations 1 11 $49,227 $45,125
Case Managers/Housing Navigators Supportive Services 4 11 $61,501 $225,504 Support Counselor II's Supportive Services 3 11 $51,511 $141,655 Full-Time Support Counselor I's Supportive Services 7.831 11 $46,722 $335,395 Food Services Manager Operations 0.50 11 $90,245 $41,362 Part-Time Food Services Trainees Operations 2.11 11 $45,864 $88,709 Benefits for Full-Time Staff 25% $250,026
Benefits for Part-Time Staff Food Service Trainees 5% $4,435 Subtotal Personnel $1,343,276
SHARE Center Operations (non-personnel)
Maintenance & Repairs 11 $55,000 Plumbing, pest control, ongoing repairs Security 11 $17,600 Security alarm service
Insurance 11 $21,120 General, Property, Cyber, HR, WC, Umbrella, PS Utilities 11 $99,000 Gas, electricity, water, waste
Food and Nutrition Cost 11 $297,361 Subcontract w/ Victory Mission Equipment 11 $4,400 Printer
Furnishing 11 $9,167 Ongoing furnishing costs
Operational Supplies 11 $80,667 Program supplies & office supplies (consumables) Other - Custodial Services 11 $70,224 5-7 days a week Other - Groundskeeping 11 $0 Monthly
Other - IT Managed services 11 $59,840 Equipment, network & security Other - Communications 11 $17,600 Cable, phone & internet Other - Dues, Licenses & Subscriptions 11 $6,875 Food, HMIS & software licenses Other - Conferences & Training 11 $4,583
Other - Pet Costs 11 $9,167 Kennel maint, pet food, supplies, medical Other - IT Equipment & Computers 11 $32,256 Desktops, laptops, phones, network Other - IT Infrastructure Setup 11 $24,546
Other - Build Out of 2 New 0 $0
Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 17 Offices
Other - Security Cameras 11 $29,004
Other - Laundry Room Ventilation Improvements 11 $0
Other - New Commercial Washers & Dryers 11 $0
Other - Landscape/Dog Run Improvements 0 $0
Other - Deferred Maintenance (interior paint, flooring, windows, etc.) 0 $0 Subtotal Operations (non- personnel) $838,410
Supportive Services (non-personnel) - including contracted services Transportation 11 $36,850 2 leased vans, fuel, maintenance, ins.

Educational Services $0 Included in case management
Employment Assistance & Job Training $0 Included in case management Child Care Costs $0 Refer out
Legal Services & Meditation $0 Refer out
Mental Health Services $0 Refer out
Substance Abuse Treatment Services $0 Refer out
Emergency Health Services / Emergency Mental Health 11 $4,583 Outpatient Health Services $0 Refer out
Life Skills Training $0 Included in case management
Other - Subcontract w/ Dorothy's Place Case Management/Housing Navigation 11 $180,895 Subtotal Services (non- personnel) $222,328
Direct Client Assistance
Rental Assistance 11 $165,000
Move-In Assistance (security deposits, first & last, utility deposits, app. fees, etc.) 11 $165,000 Other - Incentives for Program Participation 0 $0
Subtotal Direct Client Assistance $330,000
Indirect Costs
Indirect Cost / Overhead 10%
Subtotal Indirect Costs $273,401

Grand Total All Costs $3,007,415
Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 18 Attachment C

SCOPE OF SERVICES

The subrecipient shall provide the necessary services and staff, and perform all tasks required or incidental to the work outlined in the CHS Scope of Work Proposal (Attachment D) and as further detailed below.:

A. SERVICE GOALS:

Subrecipient agrees to the following program service measures:

A.1 Maintain a nightly bed occupancy rate of 90%.

A.2 Assist 70% of participants to exit from the SHARE Center to permanent housing A.3 destinations.

A.4 Ensure that 95% of participants exit to known destinations (and coordinate with the City of Salinas Street Outreach and Response Team (SORT) regarding any exits back to homelessness)
A.5 Complete HMIS project data submissions within 72 hours of participant entries and exits for 100% of participants served.

A.6 Maintain 100% of HMIS data completion rate for HMIS Universal Data Elements.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 19 Attachment D

SCOPE OF WORK

A. Proposed Approach to Scope Of Work
CHS will ensure a seamless transition to operating the SHARE Center as a 24/7 Housing First shelter, providing wraparound services to families, couples, single men, and single women. Each day, approximately 90 individuals will gain stability with safe sleeping arrangements, improved hygiene and health facilities, and nutritious meal s. This stability, combined with wraparound services, case management and housing navigation assistance, is designed to help them exit homelessness as soon as possible.

CHS’ round-the-clock operation will be staffed by a dedicated team including .25 FTE Senior Program Officer, Homeless Services, .75 FTE Program Officer II, 1 FTE Program Coordinator, 1 FTE Office Manager, 1 FTE Office Assistant, 6 FTE Case Manager/Housing Navigators, 3 FTE Support Counselor IIs, 8.125 FTE Support Counselor Is, .5 FTE Food Services Manager, and 2.11 FTE Food Service Trainees hired from among the guests of the Share Center. This staffing configuration will ensure a personalized and optimal staff -to-participant ratio, offering support, safety, and security day and night, 7 days per week, 365 days per year.

The Case Manager/Housing Navigators will connect guests to wraparound services, such as housing, substance abuse and mental health treatment, employment, and life skills to enhance their capacity to maintain housing once placed. CHS/DP will offer case management and housing searches within the first week, recognizing the significant challenge of securing affordable housing in Monterey County, working with each guest to develop individualized housing case plans with clear accountability for action items. While all services, including case management and housing navigation, will be voluntary in line with Housing First principles, shelter guests will be strongly encouraged and offered incentives such as gift cards to participate.

After permanent housing is secured, we will provide move -in assistance, as well as ongoing support to ensure housing stability through follow -up visits and mediation of landlord/tenant concerns. We are experienced in managing pools of funds for Rapid Rehou sing as well as managing medium-term rent subsidies through several Emergency Solutions Grants (ESG) with the City of Salinas.

CHS’ SHARE Center operations plan includes a collaboration and subcontract with Dorothy's Place, recognized for their expertise in addressing the unique challenges encountered by chronically unhoused single men and couples. Dorothy’s Place will oversee three Case Manager/Housing Navigators, focusing on this subpopulation within the Share Center. CHS, with Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 20 a distinguished track record in serving single women and families, will manage the remaining three Case Manager/Housing Navigators, who will specialize in assisting those populations within the Share Center.

We will subcontract with Dorothy’s Place to provide comprehensive case management and housing navigation to single men and couples. This will include health supports in coordination with CalAIM’s enhanced care management program. Dorothy’s will also offer limited medical services in the SHARE Cen ter clinic room through volunteer physicians from the Natividad Medical Center Family Medicine Residency program and from CSUMB’s Department of Nursing’s RN to BSN program, which will provide registered nurses perfo rming field work to meet their Bachelor of Science in Nursing requirements. This can include everything from first aid and wound care to medical/behavioral health records reviews, recommendations, and streamlined referrals to full-service clinics.

Support Counselors will not only prioritize the well -being of the SHARE Center community and oversee facility operations but also collaborate closely with Case Managers/Housing Navigators.

They will provide ongoing support to guests, helping them progress in tasks such as resume enhancements, completing benefits applications, housing searches, and more. They will also provide transportation services for guests 7 days a week to and from the SHARE Center to various community services, utilizing three leased vans.

We will subcontract with Victory Mission for three meals per day year -round with a focus on nutritious, whole, unprocessed foods. Their fee includes food and labor. We will supply any disposable paper/plastic products used but intend to utilize the dishwasher to reduce waste. We will also seek to partner with local businesses and community groups for regular donations of food and meals to mitigate food costs.

Internal hiring and training policies will guarantee the recruitment of qualified staff, and comprehensive training plans will be implemented for employees upon hire. CHS is committed to achieving successful employee retention rates, to maintain program stability and structure, which results in better client care. We employ thorough processes to ensure the best possible fit for each position, which includes having two management staff members facilitate interviews, providing structured interview questions, conducting rating assessments, and conducting background checks.

Collaboration with external agencies is essential in this field of work. We collaborate with government and non -governmental agencies, such as the Monterey County Office of Education (MCOE) and school district McKinney-Vento Homeless Liaisons, to ensure that all children in the shelter attend school and work closely with local law enforcement agencies to be readily accessible for any encounters where we can connect individuals to services that would better assist them. We will continue the existing partnership with Monterey County Office of Education to provide an afterschool program, summer program and field trips for school -age children at the SHARE Center, funding permitting. American Rescue Plan funding for these programs of approximately $50,000/year expires September 30, 2024; continued funding is being sought but has not yet been Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 21 secured. If not funded, MCOE will leave the resources (games, books, puzzles, etc.) with the shelter and shelter staff will provide limited afterschool/summer support for the children, and CHS will seek to collaborate with other agency(ies) to ensure that our youth clients’ academic success and stability.

Upon intake, guests will receive freshly laundered bedding and bath linens and personal toiletries, as well as a detailed participant handbook outlining all program policies designed to maintain order and safety for both participants and the surrounding community. This handbook will serve as a comprehensive guide, providing information on available ser vices, recommended paths to stability, behavioral expectations, safety protocols, pet policies and prohibitions against disruptive behavior, violence/threats of violence, smoking, drinking and illegal drug use on the premises. It will include good neighbor policies addressing loitering, litter, noise and for members of the shelter community and their guests/friends to ensure respect for fellow guests, staff, and community members.

The SHARE Center will be equipped with comprehensive security measures , including door sensors, window sensors, glass break detectors, and motion sensors, to ensure safety. We will ensure compliance with all Salinas Fire Department regulations and other applicable health and safety regulations, as well as ADA compliance. The SHARE Center will adhere to CHS sanitation protocols and undergo regular sanitization provided by a contracted custodial service company and adhere to CDC guidelines to mitigate the spread of infectious diseases. Hygiene facilities will be cleaned daily and toiletries will be provided to guests.

CHS is committed to providing comprehensive support for participants transitioning from the SHARE Center, and to collaborating closely with the City of Salinas Outreach and Response Team (SORT) to ensure effective follow -up, especially for those at risk of returning to homelessness. We have excellent relationships with the SORT team through our Salinas Valley Street Outreach Team and will collaborate closely with them at the SHARE Center.

All CHS homeless programs actively use the Coordinated Assessment and Referral System (CARS) and Homeless Management Information System (HMIS) for data collection and reporting, tracking unduplicated counts, and service effectiveness assessments, in line with local Continuum of Care (CoC) requirements. We will use them at the SHARE Center.

Our current programs adhere to evidence-based practices like Housing First, trauma-informed care, and client-centered approaches, and ensuring culturally considerate services. This framework will be used at the SHARE Center as well.

Our program will offer diverse indoor and outdoor daytime activities such as support groups, artmaking, gardening, library activities, and others. The facility will also include access to computers for continued education, resume building, and job searching, as well as access to service providers, life skills workshops, and recreational and educational support for children and youth.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 22 We will implement a storage policy to regulate the quantity and types of possessions guests can bring due to limited onsite storage availability. Our program will follow CHS policies for the security and management of participants' personal items onsite. During our structured intake process, guests' possessions will undergo thorough inspection and will be placed in an XL Bed Bug Box to eliminate insects and pests before settling into the facility. Guests requiring refrigerated storage and locked safes for medication needs will be accommodated.

As a pet-friendly facility, we will welcome both pets and service animals with established rules for their presence, including registration and signing a pet notice of responsibility. We will have protocols in place to ensure pets have appropriate medical preventative treatments, s uch as flea ointments, upon intake. We will have written protocols in place calling for pets to be licensed with the City of Salinas and have up -to-date vaccination records on intake, receive heart worm, parvo and other appropriate medications, and are wel l-cared for by clients throughout their stay, with assistance as needed from staff. We will collaborate with the SPCA and the City Animal Shelter, local veterinarians and local merchants for pet crates and supplies, healthcare, including spay/neuter procedures.

The SHARE Center will actively engage with the Coalition of Homeless Services Providers and will report regularly to the City and County on various aspects including bed availability, occupancy, participant surveys, and waitlist demographics. We are also committed to collaborating with the City and County on potential additions of modular, non -congregated shelter units at the SHARE Center site.

All of our homeless services incorporate a Housing First approach, Trauma Informed Care, and evidence-based practices, and we are committed to principles of Diversity, Equity and Inclusion.

All of these best practices are HUD -established expectations that lead to successful housing outcomes and improve the CoC system’s performance.

Our Housing First approach prioritizes permanent housing to effectively reduce the recurrence of homelessness. The underpinning of Housing First is the belief that people need basics like food and housing before they can address longer -term critical needs like income, employment, mental health and substance abuse treatment. Our aim is to house peop le as quickly as possible and continue to provide support to keep them housed. There are no “readiness requirements” that our clients need to meet for entry to ou r homeless services programs, only basic eligibility requirements, such as meeting the federal definition of homeless and no conviction history of violent/sexual offense(s). Program participants are not required to be clean and sober, currently employed, or have a documented source of income prior to program participation. CHS does not consider employability, exhibiting a “desire” to change, having a positive attitude, being cooperative and engaging, or seeming motivated as requirements to participation.

CHS’s approach to providing Trauma-Informed Care assumes that all clients have experienced trauma, given their ongoing experience of being unhoused. This trauma may also include domestic violence, sexual abuse and neglect, and distressing family relationships, as well as the trauma Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 23 associated with poverty and the loss of home, safety, and sense of security. Acute and cumulative trauma can have a significant impact on the way adults and children react, think, feel, behave, relate to others, and cope with future experiences, resulting in responses ranging from shutting down to confused thinking to “fight or flight” reactions.

CHS’s services engage clients in a person -centered manner that is conducive to effective interventions without re-traumatization, while addressing the person’s needs and emotions. TIC is integrated throughout all stages of client screening, assessment, and intake. Trained in the evidence-based practice, Seeking Safety, our staff deliver services with an understanding of the symptoms of trauma, how trauma affects peoples’ lives, and the importance of avoiding re - traumatization.

Across all programs, CHS staff are trained and experienced in using Evidence-Based Practices that address harm reduction, crisis interventions, trauma -informed care, positive youth development, healthy sexual behaviors, commercial sexual exploitation, and bullying. Other evidence-based practices employed by CHS's homeless programs include Motivati onal Interviewing (an approach to behavior change that explores and resolves ambivalence and facilitates internally driven change), VI -SPDAT (Vulnerability Index - Service Prioritization Decision Assistance tool), and CSE -IT (Sex trafficking risk assessment), Street Smarts (sexual health/prevention curriculum), and Daniel Memorial (life skills education). All of these will be utilized at the SHARE Center.

It is CHS’s Diversity, Equity and Inclusion policy to create and sustain a diverse, equitable, and inclusive environment that embraces and encourages individuals’ differences among both staff and clients. We offer culturally specific services focusing on historically underserved populations, including Latinx, African American and LGBTQ+, as well as reaching underserved geographic regions. According to the “Lead Me Home: Five Year Plan to Reduce Homelessness” developed by the Monterey and San Benito Counties Continuum of Care, racial disparities in the homeless system are found at all levels. Systemic inequities create barriers to persons or communities of color. For that reason, CHS takes measures to ensure representation of populations served and those with lived experience among our staff.

We utilize the Monterey -San Benito CoC Racial Disparities Analysis dashboard on the CHSP’s website to understand and respond to service engagement gaps experienced by different underserved communities. CHS is committed to using program data and the United Way Smart Referral Network data to track and respond to racial disparities in the closure of referral loops for our homeless clients. CHS complies with federal Equal Access rules and our policies ensure that services are provided to everyone equally, with no discrimination based on any protected class.

CHS also operates from a gender equity informed lens, and our services are provided to individuals in accordance with how they choose to identify.

CHS will provide equitable access to comprehensive services for individuals with limited proficiency in the English language, and who speak languages other than Spanish (e.g. Mixtec, Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 24 Triqui, etc.). CHS actively recruits and employs multilingual and multicultural individuals who possess the necessary language skills to facilitate effective communication with our diverse client populations. CHS also contracts with Language Line, a reputable language interpretation service, ensuring prompt access to skilled interpreters in situations where in -person interpretation is not feasible.

In operating the SHARE Center, CHS is committed to providing housing navigation services that ultimately lead to permanent housing. Our approach to Case Management and Housing Navigation adheres to low -barrier, Housing First approaches. Our Case Managers/Housing Navigators meet regularly with shelter guests to assess needs and create person -centered plans leading to permanent housing placements. They also connect clients to healthcare, men tal health and substance abuse services, provide assistance with enro llment in mainstream benefits such as food stamps and Medi -Cal, coordinate employment and educational opportunities, including life skills development such as personal finance and conflict resolution —all of which contribute to maintaining permanent housing and long -term housing stability, and reduce the return to homelessness.

Case Managers also help clients secure personal identification when needed and successfully navigate community resources. During their stay at the SHARE Center, Case Managers/Housing Navigators will continue to meet with clients where they are, work with t hem to set individual goals, provide counseling as needed, and monitor their progress towards their goals.

Case Managers/Housing Navigators meet with clients and create individualized Housing and Stabilization plans that include Rapid Rehousing (RRH) activities that lead to permanent housing. These include assisting with housing searches, rental applications, and housing voucher applications, and arranging for and providing financial assistance for housing application fees, rent, utility costs, securit y deposits, and moving expenses that are paid directly to the vendor or landlord. Each case is different. The Ca se Managers/Housing Navigators are trained and experienced in the administration of RRH funds and follow all policies and regulations.

CHS is also skilled in raising funds via grants and donations to underwrite rapid rehousing expenses, and in the past year has raised RRH funds from the City of Salinas, City of Pacific Grove, United Way, HHAP 3 & 4, and donations from private individuals. We have also successfully solicited in -kind donations to help furnish new homes for our clients and transport their belongings.

CHS Homeless Services programs actively participate in the CoC’s Coordinated Assessment and Referral System (CARS). Anyone presenting for admission to the shelter who has not yet been assessed will be offered a CARS assessment, regardless of whether they are admitted, placed on the waiting list, or referred to other services and supports.

We utilize the Homeless Management Information System (HMIS) database for data collection and reporting, tracking unduplicated counts and service effectiveness assessments, in line with Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 25 local Continuum of Care (CoC) requirements. The SHARE Center staff (both CHS and DP staff) will continue to participate in these systems.

CHS is committed to providing comprehensive support for participants transitioning from the SHARE Center, collaborating closely with the City of Salinas Outreach and Response Team (SORT) to ensure effective follow -up, especially for those at risk of returning to homelessness.

Our dedicated Case Managers/Housing Navigators address various participant needs, including income, employment, mental health, substance abuse, and physical health, a nd can provide any needed referrals to other agencies and services to ensure that shelter participants’ needs are met.

CHS sustains ongoing partnerships and collaborations with other service providers within the Continuum of Care as well as with cities and counties across the region. Collaboration will be necessary in operating a shelter of this scale, and CHS will collabo rate with non -profit, government, and healthcare agencies to ensure clients are set up for success and stability. We continuously build new partnerships and collaborations, and we will continue to leverage our existing partnerships to advance and promote t he wellbeing of SHARE center participants and enhance service delivery.

We are constantly exploring partnerships that would lead to providing the best service delivery and outcomes for our clients. Any collaborations or partnerships implemented in the operation of the SHARE Center will be communicated to the County and City. The SHARE Center will actively engage with the Coalition of Homeless Services Providers (CHSP), and report regularly to the City and County on bed availability, occupancy, participant surveys, waitlist demographics, and more.

We also are committed to collab orating with the City and County on potential additions of modular, non-congregate shelter units at the SHARE Center site to enhance housing outcomes.

B. Staffing and Management Plan
Our Staffing and Management Plan at CHS is deeply rooted in our commitment to providing exceptional homeless services, mental health support, and substance use disorder recovery treatment throughout Monterey County. With over 54 years of experience as an Equal Opportunity Employer (EOE), we understand the crucial role that fairly hired, well-trained and motivated staff play in achieving our organizational objectives and delivering effective care to our clients.

There will be three shifts (Day, Evening and Overnight), seven days a week to ensure 24 -hour coverage. Staff schedules will include Saturdays and Sundays to ensure 7 day a week coverage.

Our staffing pattern ensures that there will always be a minimum of f our people scheduled to be on-site at all times for the safety and security of all concerned. The 6 CM/HNs will each carry a primary caseload of 15 -16 clients (1:15 or 1:16 caseloads). They will be assisted by Support Counselor IIs in helping clients achie ve their goals. Support Counselor I’s will be primarily involved in assisting with daily living and overnight coverage. We intend to hire for the following positions:

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F 26 Program Coordinator: Strong collaboration and coordination skills, proficiency in data collection and billing processes, adept in administrative and direct care services. BA in human services or related field, and minimum two years’ experience working with at-risk populations.

Office Manager: Strong administrative skills including phone communication, message handling, supply procurement, billing, data collection and reporting processes, guest assistance billing. HS diploma or GED and two years’ related experience.

Office Assistant: General clerical and office support skills to assist Office Manager. HS diploma or GED and one year related experience.

Case Manager/Housing Navigator: Desire to support clients in housing stability and self - sufficiency. Experience in plan development, housing navigation, case management, documentation, data collection and reporting, and knowledgeable of local resources for I & R. BA in human services or related field and minimum two years’ experience with at-risk populations.

Food Services Manager: Manages food operations for multiple residential programs. Oversees menu planning, purchasing, food prep and food safety to provide nutritious meals for residents.

Supervises subcontractors and kitchen staff. Ensures clean, well operating kitchen and stora ge areas that meets standards. HS diploma or GED and 3 years’ experience plus relevant food handler certificates.

Support Counselor II: Supports shelter guests in working on their case plans and daily living activities. Ensures safety and security of guests and facility. Assists with documentation and data collection. HS diploma or GED and minimum two years’ related experience.

Support Counselor I: Support shelter guests in daily living activities and ensures safety and security of guests and facility. Supports kitchen activities as required. HS diploma or GED and one-year related experience.

Food Service Trainees: Shelter clients who desire to gain work experience and income as entry- level food service workers. CHS will assist them in getting Food Handler certificates from Monterey County Department of Health and will train them in basic food prep, handling, serving, storage and clean up, as well as employer expectations. No prior experience required.

Docusign Envelope ID: 05314778-929E-4430-9C81-BCDEED2FD75F City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-083, Version: 1
Amendment to Funding Agreement with Community Homeless Solutions A motion to approve a resolution authorizing the City Manager or designee to execute Amendment No. 1 to Agreement No. 24CIP9125-01 with Community Homeless Solutions (CHS) for the operation of the Chinatown Navigation Center (CNC) to increase the maximum compensation by $760,000 to $2,483,396 with Encampment Resolution Fund (ERF3L) funds and to extend the term to October 31, 2025.

City of Salinas Printed on 5/22/2025Page 1 of 1
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CITY OF S SALINAS COUNCIL STAFF REPORT

DATE: MAY 27, 2025
DEPARTMENT: COMMUNITY DEVELOPMENT DEPARTMENT
FROM: LISA BRINTON, DIRECTOR
THROUGH: VINCENT MONTGOMERY, PLANNING MANAGER
BY: KAYSHLA LOPEZ, HOMELESS SERVICES MANAGER
TITLE: AMENDMENT TO FUNDING AGREEMENT WITH COMMUNITY

HOMELESS SOLUTIONS
RECOMMENDED MOTION:

A motion to approve a resolution delegating authority to the City Manager to execute Amendment No. 1 to Agreement No. 24CIP9125 -01 with Community Homeless Solutions (CHS) for the operation of the Chinatown Navigation Center (CNC) to increase the maximum compensation by $760,000 to $2,483,396 with Encampment Resolution Fund (ERF3L) funds and to extend the term to October 31, 2025.

EXECUTIVE SUMMARY:

Amendment No. 1 to Agreement No. 24CIP9125-01 increases the total compensation and extends the term Agreement No. 24CIP9125-01 with CHS to provide emergency shelter operations at the CNC. To maximize the use of ERF3L funds and to comply with the program’s 50% expenditure deadline of June 30, 2025, the expenditure of $760,000 of ERF3L funds will be prioritized. This will support the continued provision of emergency shelter services.

BACKGROUND:

On June 18, 2024, City Council approved the execution of a Subrecipient Funding Agreement with Community Homeless Solutions to provide emergency shelter and navigation services at the Chinatown Navigation Center (Resolution No. 23019). The approved FY 2024-2025 CNC budget is $1,723,396. Funding sources include $1,418,362 from CIP 9125 (Chinatown Navigation Center) and $305,034 from American Rescue Plan Act (ARPA) funds.

In April 2023, t he Emergency Motel Program (EMP) at Steinbeck Lodge was launched using ERF3L funds to provide non-congregate interim shelter, case management, and housing navigation

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for individuals experiencing homelessness. The EMP program concluded on March 31, 2025 , which allows the City to redirect ERF3L funding to other shelter programs.

Through Amendment No. 1, the total compensation of Agreement 24CIP9125-01 with Community Homeless Solutions will be increased by $760,000 using ERF3L grant funds . The total compensation amount will be $2,483,396 and the term of the a greement will be e xtended to October 31, 2025. The expenditure of ERF3L grant funds will be prioritized to maximize the use of grant funds and compliance with ERF3L 50% expenditure deadline of June 30, 2025.

CEQA CONSIDERATION:

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

In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment.

CALIFORNIA GOVERNMENT CODE §84308 APPLIES:

Yes.

STRATEGIC PLAN INITIATIVE:

The proposed Amendment No. 1 with Community Homeless Solutions will advance the City of Salinas Strategic Plan 2025-2028 Housing Goal to ‘Effectively promote the health and safety of unsheltered residents through supportive services and housing with our regional partners and non- profit Community Based Organizations (CBO)” through continued provision of immediate housing opportunities supported by housing navigation leading to permanent housing placements.

DEPARTMENTAL COORDINATION:

This agenda item was prepared by the Community Development Department Housing & Community Development Division with contributions from both the City Attorney and Finance Department.

FISCAL AND SUSTAINABILITY IMPACT:

There will be no impact to the General Fund. Amendment No. 1 with Community Homeless Solutions for operations of the Chinatown Navigation Center will be funded by available appropriations from the Encampment Resolution Fund (ERF3L).

Fund Appropriation Appropriation Name Total
Appropriation
Amount for
recommendation
FY 24-25
Operating Budget
Page
Last Budget Action
(Date, Resolution)
2954 30.3240- 69.1262 Financial Assistance
Community Homeless
Solutions
$760,000 $760,000 N/A 6/18/24
Resolution No.
23019

ATTACHMENTS:

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1. Resolution

2. Draft Amendment No. 1 to Subrecipient Agreement No. 24CIP9125-01 - Chinatown Navigation Center

3. Original Subrecipient Agreement No. 24CIP9125-01 – Chinatown Navigation Center

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RESOLUTION NO. (N.C.S.)

RESOLUTION OF THE CITY OF SALINAS AUTHORIZING AMENDMENT NO. 1 TO AGREEMENT 24CIP9125-01 WITH COMMUNITY HOMELESS

SOLUTIONS FOR OPERATION OF THE CHINATOWN NAVIGATION CENTER

WHEREAS, on June 11 , 2024, the Salinas City Council approved the Capital Improvement Project (CIP) budget for fiscal year 2024-25 (Resolution No. 22685) which allocated $1,434,800 to CIP 9125 for the operations of the Chinatown Navigation Center Emergency Shelter Program; and

WHEREAS, the City and Community Homeless Solutions entered into Agreement No. 24CIP9125-01 effective July 1, 2024 (Agreement), for an amount not to exceed $1,418,362 for the operations of the Chinatown Navigation Center (CNC), which provides emergency shel ter and housing navigation to individuals experiencing homelessness; and WHEREAS, approved budget of the CNC for FY 2024 -2025 was $1,723,396. Funding sources included $1,418,362 from CIP 9125 (Chinatown Navigation Center) and $305,034 from American Rescue Plan Act (ARPA) funds; and
WHEREAS, the City and Community Homeless Services desire to amend Agreement No. 24CIP9125-01 to increase the maximum compensation by $760,000 for a total not to exceed compensation of $2,483,396, and to extend the term to October 31, 2025; and WHEREAS, the funding source for the $760,000 increase is Encampment Resolution Fund (ERF3L) grant funds; and
WHEREAS, the expenditure of ERF3L funds will be prioritized to ensure compliance with the ERF3L expenditure benchmark deadline of June 30, 2025; and WHEREAS, t h e City of Salinas has determined that the proposed action is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment.

NOW, THEREFORE, BE IT RESOLVED that the Salinas City Council hereby authorizes the City Manager to execute Amendment No. 1 to Agreement No. 24CIP9125-01 with Community Homeless Solutions for the operation of the Chinatown Navigation Center to increase the maximum compensation by $760,000 to $2,483,396 with Encampment Resolution Fund (ERF3L) funds and to extend the term to October 31, 2025.

PASSED AND APPROVED this 27th day of May 2025, by the following vote:

AYES:

NOES:

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ABSENT:

ABSTAIN:

APPROVED:

_______________________
Dennis Donohue, Mayor

ATTEST:

_________________________
Patricia M. Barajas, City Clerk

Page 1 of 2 ends

Form: Agreement Amendment
Version: March 2025

AGREEMENT —AMENDMENT NO. 1 TO
SUBRECIPIENT FUNDING AGREEMENT NO. 24CIP9125-01 BETWEEN

COMMUNITY HOMELESS SOLUTIONS AND CITY OF SALINAS

This Amendment No. 1 to the original Subrecipient Funding Agreement (the “Amendment”) is entered into this 27th day of May 2025, by and between the City of Salinas (the “City”) and Community Homeless Solutions, a California non -profit corporation, (hereinafter referred to as " Subrecipient". City and Subrecipient may be individually referred to herein as a “Party” and collectively the City and Subrecipient may be referred to as the “Parties.”

RECITALS

WHEREAS, the City and Subrecipient first entered into a Subrecipient Funding Agreement No. 24CIP9125-01 effective July 1, 2024, pursuant to which Subrecipient agreed to provide emergency shelter and housing navigation services at the Chinatown Navigation Center (CNC) for compensation; and

WHEREAS, the City and Subrecipient desire to amend the Agreement to increase the maximum compensation amount and extend the term to October 31, 2025 to expand the provision of emergency shelter services at the CNC using Encampment Resolution Fund (ERF)3L program funds; and

WHEREAS, to ensure compliance with the ERF3L 50% program expenditure milestone of June 30, 2025, the expenditure of ERF3L funds will be prioritized.

NOW, THEREFORE, in mutual consideration of the terms and conditions set forth below, the Parties agree to amend the Agreement as follows:

TERMS

1. Subsection a of Section 4 of the Agreement is amended in its entirety as follows:

a. Maximum Compensation: The operation of the CNC for FY 2024-2025 is estimated to cost approximately $2,483,396. It is expressly understood that the total compensation to be paid to Subrecipient under this Agreement for services rendered shall not exceed Two Million Four Hundred Eighteen Three Thousand Three Hundred Ninety-six Dollars ($ 2,483,396).

This cost will be covered using $760,000 from the Encampment Resolution Fund (ERF3L), $1,418,362 CIP 9125 – Chinatown Navigation Center Sprung Shelter and $305,034 from American Rescue Plan Act funds through Agreement No. 24ARPA02.

2. Section 2 of the Agreement is amended to extend the expiration date to October 31, 2025.

3. All other covenants, terms, and conditions set forth in the Agreement and not amended by this Amendment shall remain in full force and effect as if fully set forth herein.

IN WITNESS WHEREOF, the undersigned, as authorized representatives of the City and Subrecipient have entered into this Agreement as of the date first written above.

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Form: Agreement Amendment
Version: March 2025

CITY OF SALINAS

___________________________________
René Mendez, City Manager

APPROVED AS TO FORM:

___________________________________
□ Christopher A. Callihan, City Attorney
□ Rhonda Combs, Assistant City Attorney

Community Homeless Solutions (CHS)

___________________________________
Greg Baker, Executive Director

FISCAL YEAR 2024-25

CHINATOWN NAVIGATION CENTER

SUBRECIPIENT FUNDING AGREEMENT

BETWEEN

COMMUNITY HOMELESS SOLUTION

AND THE CITY OF SALINAS

This is an official document.

Do not make any changes to this document EXCEPT to modify your signature block on the last page as needed.

i
FISCAL YEAR 2024-25

CHINATOWN NAVIGATION CENTER

SUBRECIPIENT FUNDING AGREEMENT BETWEEN

COMMUNITY HOMELESS SOLUTION AND THE CITY OF SALINAS

Agreement Number: 24CIP9125-01
Table of Contents
PART I - AGREEMENT ................................................................................................................ 1 Section 1. Definitions (as used in this Agreement) ......................................................................1 Section 2. Term ............................................................................................................................2 Section 3. Scope of Service .........................................................................................................2 Section 4. Funding .......................................................................................................................3 Section 4A. City Program Requirements .....................................................................................6 Section 4B. Other Program Requirements ...................................................................................7 Section 5. Records and Reports ...................................................................................................9 Section 6: Indemnity; Insurance ................................................................................................10 Section 7. Subcontracts ..............................................................................................................13 Section 8. Lead-Based Paint ......................................................................................................13 Section 9. Amendment ...............................................................................................................14 Section 10. Assignment .............................................................................................................14 Section 11. Suspension and Termination ...................................................................................14 Section 12. Terms and Conditions .............................................................................................14 PART II - SUPPLEMENTAL GENERAL CONDITIONS ......................................................... 16 Section 1. Program Income ........................................................................................................16 Section 2. Uniform Administrative Requirements .....................................................................16 Section 3. Title VI of the Civil Rights Act of 1964 ...................................................................16 Section 4. Executive Order No. 11063 ......................................................................................17 Section 5. Nondiscrimination .....................................................................................................17 Section 6. Affirmative Action ....................................................................................................19 Section 7. Conflict of Interest ....................................................................................................20 Section 8. Reversion of Assets ...................................................................................................21 Section 9. Lobbying Prohibited .................................................................................................22 Section 10. Audits and Inspections ............................................................................................22 Section 11. Additional Requirements ........................................................................................23 Section 12. Prohibition Against Payment of Bonus or Commissions .......................................23 Section 13. Copyrights ...............................................................................................................23 Section 14. Political Activity Prohibited ...................................................................................23 Section 15. Board of Directors...................................................................................................23 Section 16. Notices ....................................................................................................................23 Section 17. Legal Representation ..............................................................................................24 Section 18. Joint Representation ................................................................................................24 Section 19. Warranty of Authority.............................................................................................24 Section 20. No Waiver of Rights ...............................................................................................24

ii
Section 21. Counterparts ............................................................................................................24 Section 22. No Third-Party Rights.............................................................................................24 Section 23. Modification ............................................................................................................24 Section 24. Severability .............................................................................................................25 Section 25. Further Assurances..................................................................................................25 Section 26. Entire Agreement ....................................................................................................25 Section 27. Rights and Obligations ............................................................................................25 Section 28. Attorney Fees ..........................................................................................................25 Section 29. Credit for Funding and City of Salinas ...................................................................25 Section 30. Compliance with Laws ...........................................................................................25 Section 31. Close-outs ...............................................................................................................25 EXHIBIT A – BUDGET .............................................................................................................. 28 EXHIBIT B - SCOPE OF WORK & ADDITIONAL GOALS ................................................... 30

1 FISCAL YEAR 2024-25

CHINATOWN NAVIGATION CENTER

SUBRECIPIENT FUNDING AGREEMENT BETWEEN

COMMUNITY HOMELESS SOLUTION AND THE CITY OF SALINAS
Agreement Number: 24CIP9125-01
This Subrecipient Funding Agreement ("Agreement"), made and ent ered into this 1st day of July 2024, by and between the City of Salinas, a charter city and mu nicipal corporation, ("City"), and Community Homeless Solutions, a California Nonprofit Corporation, with a Unique Entity Identifier (UEI) number FNS8C7JNC7H6 (hereinafter referred to as "Subrecipient" or “CHS”).

RECITALS
WHEREAS, on May 21, 2024, the City Manager submitted the CIP operating budget for fiscal year 2024-25 to City Council which allocated $1,434,800 in CIP 9125 for the operations of the Chinatown Navigation Center Emergency Shelter Program; and WHEREAS, the Salinas City Council approved the funding through Resoluti on No. 22685; and
WHEREAS, Community Development Department (CDD) funded programs for homeless related activities are subject to terms and conditions of ESG r equirements, and the Funding Agreement through mutual agreement by both parties; and WHEREAS, the Subrecipient shall follow the regulations set forth by the U.S. Department of Housing and Urban Development (HUD), Emergency Solutions Grants program.

NOW, THEREFORE, in consideration of mutual covenants and agreements contained herein, the parties hereto agree as follows:

PART I - AGREEMENT
Section 1. Definitions (as used in this Agreement)
Except to the extent modified or supplemented by this Agreement , any term defined in Title I of the Housing and Community Development Act of 1974, or the Emerg ency Solutions Grant Regulations at 24 CFR Part 576, shall have the same meaning when used herein. a. "City” means the City of Salinas
b. “Subrecipient” shall mean an entity, whether public or private, which has the responsibility for administering a project or acti vity meeting the criteria sp ecified by HUD Emergency Solutions Grant regulations (24 CFR 576.) that is authorized to carry out certain special activities.
c. “CDD” means Community Development Department, a department within the City of Salinas that develops housing policy and administers housing fi nance, economic development, and community development programs.
d. "ESG" means the Emergency Solutions Grant program.
e. “Project” means an awarded program.

2 Section 2. Term
This Agreement shall commence on July 1, 2024, and expires on June 30, 2025, unless suspended or terminated sooner pursuant to the terms of this Agreement. T his Agreement may be extended beyond the term set forth in this section upon a performance evaluation of the Subrecipient.

Section 3. Scope of Service
This Agreement, including the attached budget, Exhibit A and Exhibit B - Scope of Work, herein made part of this agreement, is to be performed in accordance with HUD ESG regulations and this Agreement.
a. Activities
The Subrecipient will be respons ible for administering City fun ds for the Chinatown Navigation Center Emergency Shelter Program in a manner satisfa ctory to the City and consistent with ESG Regulations defined in 24 CFR 576.01 and th e California Code of Regulations Title 25, Division 1, Chapter 7, Subchapter 20. Such program will include the following activities eligible under the ESG program:
b. Components and Objectives
City funded programs provides funding primarily to five program components: (1) street outreach; (2) emergency shelter; (3) homeless prevention; (4) rapid re-housing assistance; and (5) HMIS as defined in CFR 576.01 through 576.108. The City of Salinas prioritizes Projects with housing outcomes.

The objectives of the program are to: (1) engage homeless indiv iduals and families living on the street; (2) improve the number and quality of emergency shelters for homeless individuals and families; (3) help operate these shelters; (4) provide essential services to shelter residents, (5) rapidly re-house homeless individuals an d families, and (6) prevent families/individuals from becoming homeless as defined in 24 CF R Part 576. Each objective area or funded category, such as Emergency Shelter, Street Outreach, and Rapid Re-housing must enact in execution of objectives the Housing Fi rst philosophy and approach.
c. Levels of Accomplishment-Goals and Performance Measures The levels of accomplishment are referenced in Exhibit B - Scop e of Work and herein made part of this agreement.
d. Staffing
Subrecipients shall provide a list of staff time commitments to all grants awarded to this program with clear identification of staff committed funded through this Agreement. Staff allocated to this grant shall maintain consistent and notified the City immediately if any changes to Key Personnel or their general responsibilities occu r under this project. Such changes are subject to the prior approval of the City of Salinas Planning Manager. The City must be contacted of any key pe rsonnel changes occur during the term of the agreement.

A Project must maintain adequate staffing throughout the awarde d period. The Project cannot exceed a twenty percent (20%) staff vacancy, or more, fo r no longer than one (1) quarter in duration throughout the term of the funding. Additi onally, staff must be fully trained in Best or Promising Practices, for example, Trauma-Inf ormed approaches, that

3 allow for fitting, appropriate services to be rendered for the funding category awarded.

Agencies are expected to train staff in advance or within thirt y (30) to sixty (60) days of start of Services.
e. Performance Monitoring
The City will monitor the performance of the Subrecipient again st goals and performance standards as stated above on a monthly and annual basis. If a S ubrecipient has received a Finding during the FY 2023 Monitoring season, the City will request 3 random Client File’s during an initial 6-month period for review. If the Client File s are compliant with the recommended actions, the Finding will be resolved. Subrecipient will upload expense and activity reports as mentioned in Section 4d below which staff w ill review to assure compliance with program regulations. If Subrecipient fails to perform as determined by the City, this will constitute noncom pliance with this Agreement . If action to correct such substandard performance is not taken by the Subrecipient within a reasonable period of time after being notified by the City, contract suspension or termination procedures will be initiated, and the City may be required to request the Subrecip ient to reimburse funds mismanaged or misspent back to the State.

In addition to HUD performance standards, some examples of substandard performance include: a pattern of inadequate staffing levels; inadequate progress towards outcome achievement, as delineated in Exhibit B – Scope of Work and Additional Goals; deficiency in timeliness of overall reporting, including both activity and expense reporting. More than (2) two late reports results in a deficiency, with exception for transitions to new reporting tools/system, the consequence of which will be a demerit of points counted against future funding applications; deficiencies in spending down grant funds timely; substandard performance also includes leaving any grant funds unspent at end of grant term.

Section 4. Funding
Purpose:

Subrecipient shall provide services and staff, and otherwise do all things necessary to perform the work, as set forth in Exhibit B – Scope of Work and Additional Goals. a. Maximum Compensation: The operation of the CNC for FY 2024-2025 is estimated to cost approximately $1,723,396. This cost will be covered by $1,418,362 using CIP 9125 – Chinatown Navigation Center Sprung Shelter and $305,034 from AR PA funds. It is expressly understood that the to tal compensation to be paid to Subrecipient under this Agreement for services rendered shall not exceed One Million Four Hundred Eighteen Thousand Three Hundred Sixty Two Dollars ($1,418,362).
b. Funding Availability: Funding is contingent upon services provided under this Agreement meeting the requirements of the ESG, as outlined in Title 24, Code of Federal Regulations, Section 576 incorporated herein by reference and made a part he reof, by providing assistance to homeless individu als and families by undertaking Emergency Shelter activities. The availability of said funds is subject to the co ntrol of the City of Salinas, Community Development Department, Housing and Community Development and should said funds be encumbered, withdrawn, or otherwise made unavaila ble to City, whether earned by or promised to Subrecipient, Subrecipient shall not be paid said funds until they

4 are available for payment. No other funds owned or controlled by City shall be paid under this Agreement unless specifically permitted by the Council of the City of Salinas.

It is specifically understood and a greed by Subrecipient that t he funds herein authorized for the programs, projects, and services to be undertaken and p erformed pursuant to this Agreement constitute all of the money presently available for t he purpose of this Agreement; that future additional funding of any such programs, projects, or services beyond the term of this Agreement, by any new Agreement or amendment or extension of this Agreement, will depend not only upon the satisfactory performance of this Agreement by Subrecipient, but also upon the availability to City of gran t funds allocated for such purposes; that neither City, nor any employee of City, has made any promise or commitment, expressed or implied, that any additional funds will be paid or made available to Subrecipient for the purpose of this Agreement over and abov e the funds expressly allocated thereto under the terms herein.

Subrecipient is advised that because additional funding may not be available beyond the term of this Agreement for the completion of any unfinished project or the continuation of any ongoing program or service, Subrecipient is expected to str ucture and conduct each project and program in such manner that it may be readily compl eted or terminated with the minimum of waste or loss in the event no further funding thereof is available. c. Use of Funds: The Subrecipient shall administer its program in conformance with 2 CFR 200, also known as Uniform Guidance. These principles shall be applied for all costs incurred whether charged on a direct or indirect basis. d. Method of Payment: City will provide payment for program costs covered by this Agreement on a monthly basis upon successful electronic submiss ion of a “Expense Report” through the City’s online data management system (www.citydataservices.net), by Subrecipient indicating the amount of payment requested and a breakdown of expenditures consistent with Subrecipient's budget included in Exhibit A.

All costs shall be supported by properly executed redacted invo ices, contracts, vouchers, or other official documentation evidencing in proper detail the nature and propriety of the charges while in compliance with the Personally Identifying Inf ormation (PII) Policy.

Subrecipients are responsible to redact all backup documentatio n pertaining to client information and replacing it with client’s HMIS number for all clients receiving direct assistance per the component requesting reimbursement. All chec ks, invoices, contracts, vouchers, orders, or other accounting documents pertaining in w hole or in part to this Agreement shall be clearly identified and readily accessible up on request by City or designated agents thereof.

To streamline reporting and minimize administrative workload, t he City and subrecipient have the option to collectively decide, to initially review up to three monthly reports. This review will entail a comparison of the subrecipient's supportin g documentation with the requested reimbursement. Once alignment is confirmed and all as pects are coherent, the subrecipient can subsequently furnish a report generated from t heir accounting system which is approved by the City to fulfill the reporting requirem ents. This approach aims to balance accountability while optimizing efficiency in the repor ting process. Upon mutual agreement from both parties, a memo will be used to memorialize the reporting requirements in this section. The City has the right to request complete supporting

5 documents at any point during the term of this agreement, if an d when a report doesn’t align with Subrecipient report from their accounting system. e. Financial Management and Accounting Standards
Subrecipient shall request funds only for authorized budget item(s) and the request shall be approved by City's Planning Manager (Housing Division) or hi s or her designee prior to payment. Payment requests are due on the 10 th day of each month. Should the 10th fall on a weekend or holiday, the Subrecipient is responsible t o provide their report prior to the weekend or holiday. Agencies that miss City submittal deadlines more than two times in one fiscal year shall be disqualified from submitting a funding proposal for the following year per the Public Services Funding Parameters adopted by Salinas City Council on May 21, 2013. Payments shall be reimbursed based upon the prior month's expenditures an d appropriate documentation must be submitted electronically. “Expense Report” submitted incorrectly, without being redacted, or without the completed “Activity Report” due on the 10 th day of each month, shall be returned to Subrecipient by City. Funding shall only be provided for expenses incurred or services provided during the period commencing July 1, 2024, and ending June 30, 2025. Payment requests received by City after July 15, 2025, need not be considered for payment.

If any portion of the approved funding is neither expended nor encumbered by June 30, 2025, the allocation shall be correspondingly reduced, and the funds made available for other eligible activities and any amendment thereto. In order to ensure compliance with the federal and state regulations concerning timely expenditure of the City’s FY 2024-25, the Subrecipient project mentioned above shall be completed within the timeframes specified in the Scope of Work (Exhibit B).

The Subrecipient may request an extension for the completion of the proposed scope of work however, it may not be granted. The Extension Request may only be approved on a case-by-case basis, only upon written request, and after City i s grants approval.

Subrecipient shall email extension request to City’s grant administration for consideration and if approved, request shall be uploaded on the City Data Ser vices (CDS) website at www.citydataservices.net. Upon review of the Request for Extension, the determination in CDS will be made within 15 City of Salinas business working days. f. End of Year Reporting
At the end of the Fiscal Year timeframe, Subrecipients must sub mit an Annual HMIS CAPER Reporting for the program funded through this Agreement. This information must be submitted to the City as a pdf file in a timely manner through CDS. End of Year Reports submitted after July 15, 2025, will be considered late and in violation of this section. g. Budget Modifications: Upon electronic submission of a “Budget Modification Request” by Subrecipient, City's Planning Manager (Housing Division) may authorize a budget revision only if the revision is between the same component. Bu dget Modifications reflecting adjustments between components will not be approved. Any budget revision executed shall not authorize the total compensation to be paid under this Agreement, as so modified, to exceed the amount shown above in Section 4, paragr aph b. Such budget modifications shall be completed on the City Data Services (CDS ) website at

6 www.citydataservices.net. Because the City has required spending thresholds, any budget modification must be approved by the City in order to ensure th e City meets the State’s funding requirements.
h. Unexpended Funds: When a portion of the approved budget amount is not expended o r encumbered, as per the approved budget within the Proposal (Exh ibit A), the maximum compensation shall be automatically reduced by any unexpended portion unless otherwise indicated, in writing, by City's Planning Manager (Housing Divi sion). Subrecipients spending rapid rehousing dollars are required to spend all thei r rapid rehousing funds.

Should an agency be at risk to not complete the rapid rehousing obligation of expenditure, the City reserves the right to reassess the grant and possibly de-obligate funding to another agency in order to meet the spending require ments for rapid rehousing.
i. Improperly Expended Funds: If City has reason to believe that any funds disbursed to Subrecipient under this Agreement were not expended in accordan ce with the terms and conditions hereof, City shall notify Subrecipient, in writing, of the facts or conduct which warrant(s) such belief and shall provide Subrecipient reasonabl e opportunity to demonstrate or achieve compliance with the terms of this Agreement. If Subrecipient fails to demonstrate such compliance to the satisfaction of City within the time specified, upon request by City, Subrecipient shall immediately refund to City the amount determined to be improperly expended. Monies refunded must come from non-ESG resources.

The provisions of this paragraph shall be in effect during the terms of this Agreement and for three years thereafter, or until such time as the City shall have certified after audit, that all funds disbursed to Subrecipient under this Agreement were e xpended in accordance with the terms and conditions hereof. The Subrecipient would be required to re-pay any improperly spent funds to the City of Salinas.

Section 4A. City Program Requirements
Subrecipient shall comply with the following requirements set f orth under this Agreement per funded activity, federal and state ESG regulations (24 CFR 576), and the City of Salinas Housing and Community Service Emergency Solutions Grant Operations Manual. a. Homeless individuals and families must be given assistance in o btaining: (i) appropriate supportive services, including permanent housing, medical health treatment, mental health treatment, counseling, supervision, and other services essential for achieving independent living; and (ii) other Federal, State, local and private assist ance available for such individuals.
b. Subrecipient shall develop and implement procedures to ensure t he confidentiality of records pertaining to any individual served pursuant to this Ag reement and/or provided family violence prevention or treatment services and further to ensure that the address or location of any family violence shelter will not be made public , except with written authorization of the person or persons responsible for the operation of such shelter. c. Subrecipient shall involve, to the maximum extent practicable, homeless individuals and families in policy –making and general operations such as renovation, operation and maintenance of facilities and the delivery of services.

7 d. Subrecipient agrees to participate in the local Continuum of Care's Homeless Management Information System (HMIS) including requirements to collect the Universal Data Elements and report an array of data pertaining to homelessness, including unduplicated counts, the use of services, and the effectiveness of the local homeless assistance system. Communities and homeless assistance providers use the data stored in HMIS t o improve homeless assistance programs and better serve homeless persons meeting federal requirements of the Emergency Solutions Grant under the McKinney-Vento Homeless Ass istance Act. In addition, sub recipients will agree to use HMIS as a case manag ement tool to upload a Housing Stability Plan, Related Case Management Documentation, and services provided through the use of Service Transactions as required by the City.

All other requirements of the ESG Program per title 24 CFR Part 576.

Section 4B. Other Program Requirements
Subrecipient shall carry out each activity in compliance with a ll applicable federal laws and regulations as described below:

Monitoring Grant Activities:
a. City shall monitor the activities selected to ensure compliance with all requirements. Onsite monitoring of Homeless Services shall occur annually after grant period. b. The City will monitor the performance of the Subrecipient based on a risk assessment and according to the terms of this Agreement.
c. If it is determined that the Subrecipient or any of its designe es falsified any certifications, application information, financial, or contract report, the Subrecipient shall be required to immediately reimburse the full amount of the award to the City and may be prohibited from any further participation.
d. As requested by the City, Subrecipients shall submit all documentation necessary to ensure that Subrecipient are in continued compliance with all Program Requirements (24 CFR 576 & 2 CFR 200) and to determine if objectives listed in proposal are being meet. e. Substandard performance as determined by City will constitute n on-compliance with this Agreement. If action to correct such substandard performance is not taken by Subrecipient within a specified period of time after being notified by City, contract suspension or termination procedures will be initiated.

Evaluation: The City reserves the right to survey Subrecipient ’s clients. If the City elects to survey Subrecipient’s clients, the City will deliver questionnaires to the Subrecipient and the Subrecipient will distribute those questionnaires to Subrecipie nt’s clients. Subrecipient’s clients may then remit completed questionnaires directly to the City. The method of return to the City would be clarified during the evaluation process. To m aintain Subrecipient ’s protection of client confidentiality, City agrees that client s urveys will not contain questions requiring the survey-taker to reveal any personally identifying client data. Following receipt of clients’ completed questionnaires, the City shall forward a summary of the results to the Subrecipient.

Disclosure of Confidential Client Information : City and Subrecipient will protect the confidentiality of all records pertaining to any individual served under this Agreement and will

8 protect the disclosure of such documents, except as otherwise r equired under state or federal law or unless written consent is obtained from such person rece iving service and, in the case of a minor, that of a responsible parent/guardian. Subrecipient expressly acknowledges that City is subject to the California Public Records Act and may, therefore, be obligated to disclose records pertaining to Subrecipient and its activities and servi ces provided pursuant to this Agreement.

Depending on the nature or timing of the request, or future cou rt decisions, records received by City pursuant to this agreement may not remain private and m ay be publicly disclosed.

Given the nature of the applicable law under the California Pub lic Records Act, City cannot guarantee or warrant that it will be able to keep submitted rec ords confidential. Subrecipient therefore agrees to defend and indemnify City against any suit brought under the California Public Records act to obtain the records; otherwise, City shall not be obligated to defend such suit and may release the records.

Subrecipients shall comply with the Personally Identifying Info rmation (PII) Policy. and are responsible to redact all documentation pertaining to client in formation and replacing it with client’s HMIS number for all clients receiving direct assistance.

Policies and Procedures: Subrecipients are required to produce specific policies and procedures, consistent with the City of Salinas ESG Written Sta ndards. Program policies and procedures must include coordinated entry and the use of HMIS; Coverage Area; Participant Eligibility; Suite of Services Offered; Staffing Pattern; Problem Solving to include diversions and/or rapid exit; Participants Termination and grievance process. All Policies and Procedures must comply with all applicable federal laws, statues, and regulations; provide assistance that is tailored to each participants specific needs and housing bar riers; implement best practices for returning people experiencing sheltered homelessness safe, stable Permanent housing via person centered practices that are tailored to each household.

VAWA Requirement: Violence Against Women Act (VAWA), reauthorized in 2013, expanded protections for victims of domestic violence, sexual a ssault, dating violence, and stalking in City and all funded programs. VAWA protections apply to all survivors regardless of age, sex, gender identity, race, national origin, familial s tatus, disability, and sexual orientation, and extend to individuals affiliated with victim, including spouses, parents, siblings, children, and anyone residing in the household. VAWA protects City and all program participants against denial of assistance and termination of as sistance or eviction based on survivor status and factors directly related to domestic violen ce, including job history, credit history, criminal history, or rental history. VAWA protections must be documented in the lease or rental agreement and provided to the participants served.

VAWA Rule Components: A participant cannot be denied assistance, terminated from a program, or evicted based on a status as a victim of domestic v iolence, sexual assault, dating violence, and stalking. An applicant cannot be denied access to housing or evicted based on factors directly related to the victimization, such as job history, credit history, criminal record, or rental history.

Notice of Occupancy Rights: A VAWA Notice of Occupancy Right and Victim Self- Certification Form (HUD Form-5380) must be given to a tenant by the Subrecipient when:

9 1. A program participant applies and is admitted to permanent hous ing or transitional housing.

2. An individual or family applies and is denied permanent housing or transitional housing.

3. A program participant receives notification of eviction.

4. A program participant is notified of termination of assistance.

5. In a tenant-based rental assistance, notice must also be given by the owner when a tenant receives notice of eviction.

Section 5. Records and Reports
Subrecipient shall provide to City's Planning Manager (Housing Division) or his/her designee, a Monthly Activity Report, in a form determined by City, so tha t City may meet its record keeping and reporting requirements to City Council. These repor ts shall be due by the 10 th day of each month and will reflect the prior month's activities. Such Activity Reports shall be completed on the City Data Services (CDS) website at www.citydataservices.net. As required by City, Subrecipient shall maintain adequate records to suppor t the reported statistics regarding beneficiary characteristics and services provided. Su ch records shall be made available for inspection by City or designated agents thereof u pon request as specified in 24 CFR Part 576.500, and 576.501. Subrecipient shall maintain all records required by the regulations specified in 24 CFR Part 576.500, and that are pert inent to the activities funded under this agreement; including but not limited to:
a. records demonstrating that funded activities meet one of the City’s Objectives from the City of Salinas Strategic Plan.
b. records must include the local CoC #506 third party documentation of homelessness and/or agency similar documentation approved by the City of Salinas; or have approval from City staff if it is not possible to get third party documentation on some clients; c. records required to determine the eligibility of activities; d. records stating the Subrecipient’s policies on procedures to document homelessness; e. records documenting compliance with fair housing and equal opportunity components; f. financial records as required by 24 CFR 576.500 and 2 CFR 200 agreeing to adhere to the accounting principles and procedures required therein, to emplo y adequate internal controls, and to maintain necessary source documentation for all costs incurred; g. records demonstrating client eligibility for services provided (including-but not limited to- client name, address, income, or other basis for determining eligibility, and description of service provided) and reports of milestones and schedules of programs as requested, per 2 CFR 200;
h. other records necessary to document compliance with Subpart K of 24 CFR Part 570; i. the Annual Program Narrative Report due no later than July 15th, 2025; and j. performance reports will be provided from the Homeless Management Information System (HMIS) on a quarterly basis to City.

10 Each month, and at the conclusion of the fiscal year, Subrecipients must submit required information through the HMIS-CAPER, in pdf format, and forthcom ing Annual Program Narrative Report, due July 15, 2025 with the final acti v i t y a n d e x p e n s e reporting submission.

The forthcoming Annual Program Narrative Report supplies and elaborated on additional data points or reporting requested in association regional prioritie s, such as the Lead Me Home Plan, and/or Administrative Entity (AE) priorities such as Key Performance Indicators reporting and/or AP-90 standards reporting.

Subrecipient shall retain all records specified under this Agreement for a period of five years after the expenditures of all funds from the grant under which the last program participant was served.

Section 6: Indemnity; Insurance
Subrecipient shall indemnify, defend and hold City and its offi cers, employees, agents, and volunteers harmless from and against any and all liability, cla ims, suits, actions, damages, and causes of action arising out of any personal injury, bodily inj ury, loss of life, or damage to any property, or any violation of any federal, state, or municipal law or ordinance, or other cause in connection with the negligent or intentional acts or omission o f Subrecipient, its employees, subcontractors, or agents, or on account of the performance or character of the work, or any other matter arising out of or related to this Agreement, except for any claim arising out of the active negligence or willful misconduct of City, its officers, employe es, agents or volunteers. It is understood that the duty of Subrecipient to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Cod e, and that Subrecipient shall at its own expense, upon written request of City, defend any such suit or action brought against City, its officers, agents, or employees. Acceptance of insurance certifi cates and endorsements required under this Agreement does not relieve Subrecipient from liabili ty under this indemnification and hold harmless clause. This indemnification and hold harmless cl ause shall apply whether or not such insurance policies shall have been determined to be applicable to any such damages or claims for damages.

Subrecipient shall reimburse City for all costs and expenses (including, but not limited to, fees and charges of architects, engineers, attorneys, and other professi onals and court costs) incurred by City in enforcing the provisions of this Section.

Subrecipient shall maintain comprehensive general liability and property damage insurance or commercial general liability insurance, covering all operations of the Subrecipient, its agents and employees, performed in connection with the activities conducted under this Agreement, including but not limited to premises and automobiles.

MINIMUM SCOPE AND LIMIT OF INSURANCE
Coverage shall be at least as broad as:

1. Commercial General Liability (“CGL”): Insurance Services Office (“ISO”) Form CG 00 01 covering CGL on an occurrence basis, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $2,000,000 per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location (ISO Form CG 25 03 or 25 04) or the general aggregate limit shall be twice the required occurrence limit.

11 2. Automobile Liability: ISO Form CA 0001 covering Code 1 (any auto), with limits no less than $1,000,000 per accident for bodily injury and property damage.

3. Workers’ Compensation: as required by the State of California, with Statutory Limits , and Employers’ Liability insurance with a limit of no less than $1,000,000 per accident for bodily injury or disease.

4. Subrecipients and their Contractors’ Pollution Legal Liability and/or Asbestos Legal Liability and/or Errors and Omissions (if project involves environmental hazards): with limits no less than $1,000,000 per occurrence or claim, and $2, 000,000 policy aggregate, on an annual basis.

If the Subrecipient or their Contractor maintains broader coverage and/or higher limits than the minimums shown above, the Subrecipient or Contractor requir es and shall be entitled to the broader coverage and/or higher limits maintained by the Contractor. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

Self-Insured Retentions
Self-insured retentions must be declared to and approved by the City. At the option of the City, either: the Subrecipient or their Contractor shall cause the insurer shall reduce or eliminate such self-insured retentions as respects the City, its officers, officials, employees, and volunteers; or the Contractor shall provide a financial guarantee satisfactory to the City guaranteeing payment of losses and related investigations, clai m administration, and defense expenses. The policy language shall provide, or be endo rsed to provide, that the self-insured retention may be satisfied by either the named insured or City.

Other Insurance Provisions
The insurance policies are to contain, or be endorsed to contain, the following provisions:

1. The City, its officers, officials, employees, and volunteers ar e to be covered as additional insureds on the CGL policy with respect to liability arising out of work or operations performed by or on behalf of the Subrecipient includ ing materials, parts, or equipment furnished in connection with such work or operations and automobiles owned, leased, hired, or borrowed by or on behalf of the Subrecipient or Contractor. General liability coverage can be provided in the form of an endorsemen t to the Subrecipient or Contractor’s insurance (at least as broad as ISO Form CG 20 10, CG 11 85 or both CG 20 10, CG 20 26, CG 20 33, or CG 20 38; and CG 20 37 forms if later revisions used).

2. For any claims related to this project, the Subrecipient or Contractor’s insuranc e coverage shall be primary insurance coverage at least as broad as ISO CG 20 01 04 13 as respects the City, its officers, officials, employees, and volu nteers. Any insurance or self- insurance maintained by the City, its officers, officials, empl oyees, or volunteers shall be excess of the Contractor’s insurance and shall not contribute with it.

3. Each insurance policy required by this clause shall provide tha t coverage shall not be canceled, except with notice to the City.

12 4. A copy of the claims reporting requirements must be submitted b y Subrecipient or Contractor to the City.

Acceptability of Insurers
Insurance is to be placed with insurers authorized to conduct b usiness in the state with a current A.M. Best rating of no less than A: VII, unless otherwise acceptable to the City.

Waiver of Subrogation
Subrecipient or their Contractor hereby agrees to waive rights of subrogation which any insurer of Contractor may acquire from Contractor by virtue of the payment of any loss.

Subrecipient agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation. The Workers’ Compensation policy shall be endorsed with a waive r of subrogation in favor of the City for all work performed by the Subrecipient, its employees, agents, and subcontractors.

Subrecipient shall provide evidence of compliance with the insu rance requirements listed above by providing a certificate of insurance, in a form satisfactory to City's Senior Human Resources Analyst, by certified mail to the City of Salinas Administration Department, 200 Lincoln Avenue, Salinas, CA 93901 and by Subrecipient uploading the Certificate of Insurance into the City Data Service website at www.citydataservices.net on behalf of the City of Salinas, concurrently with the submittal of this Agreem ent. A statement on the insurance certificate which states that the insurance company "will endeavor" to notify the certificate holder, "but failure to mail such notice shall impose no obligation or liability to any kind upon the company, its agents or representatives" does not satisfy the requirement of subsection (e) herein. Subrecipient shall ensure that the authorized representative of the insurance company strikes the above quoted language from the ce rtificate. The insurance certificate shall also state the unpaid limits of the policy.

Subrecipient shall provide a substitute certificate of insuranc e no later than ten (10) days prior to the policy expiration date. Failure by Subrecipient to provide such substitution and extend the policy expiration date shall be considered a default. In the event Subrecipient is unable to provide a substitute certificate of insurance within the time prescribed in this subsection, Subrecipient shall provide written confirmation of renewal, in a form satisfactory to the City, to act as proof of insurance only unt il such time as a certificate of insurance has been received by the City.

Maintenance of insurance by Subrecipient as specified in this A greement shall in no way be interpreted as relieving Subrecipient of any responsibility whatever, and Subrecipient may carry, at its own expense, such additional insurance as Subrecipient deems necessary.

In lieu of providing proof of insurance as required by Section 9(A) through (G) herein above, Subrecipient may provide a letter of insurance to City which represents and warrants to City that Subrecipient is lawfully self-insured with respect to the liabilities which it may incur in the performance of th is Agreement and that, to the best of Subrecipient’s knowledge, Subrecipient will be in a financial position to meet such potential liabilities when they occur.

13 Section 7. Subcontracts
Subrecipient may contract with one or more third parties (subcontractors) to carry out a portion of the services and program described in the Proposal, insofar as Subrecipient deems such to be proper and efficient.

Prior to Subrecipient entering into any agreement for any perso n or organization to render said services, the Subrecipient shall obtain written approval from C ity's Planning Manager (Housing Division). Such subcontracts, together with all other activitie s by or on behalf of Subrecipient, shall not require payment in excess of City's portion of the total project budget as stated in Part I, Exhibit A of this Agreement. The subcontractor shall be subject to the same terms and conditions that Subrecipient is subject to under this Agreement and Subrecipient shall ensure the terms of this Agreement are expressly set forth in any agreements in it may have with any such subcontractors.

City shall in no event be liable to any subcontractor or any other creditor of Subrecipient and shall be liable to Subrecipient only in accordance with the terms and conditions of this Agreement.

Section 8. Lead-Based Paint
Subrecipient will comply with the requirements of 24 CFR 92.355 for notification, inspection, testing, and abatement procedures concerning lead-based paint. Subrecipient must provide the lead hazard information pamphlet to any resident who will be residing in a unit built before 1978. The tenant must receive the pamphlet before moving into the unit. I f Subrecipient can document the tenant received the pamphlet previously, Subrecipient is not required to provide it again.

Such regulations pertain to all assisted housing and require th at all owners, prospective owners, and tenants of properties constructed prior to 1978 be properly notified that such properties may include lead-based paint. Such notification shall point out the hazards of lead-based paint and explain the symptoms, treatment and precautions that should be taken when dealing with lead- based paint poisoning and the advisability and availability of blood lead level screening for children under seven. The notice should also point out that if lead-based paint is found on the property, abatement measures may be undertaken. The regulations further require that, depending on the amount of Federal funds applied to a property, paint tes ting, risk assessment, treatment and/or abatement may be conducted.

For units older than 1978 which will house one or more children under the age of 6, landlord and tenant must complete a Lead-Based Paint Disclosure form. The form describes any known current or previous lead-based paint hazards, and documents tenant’s receipt of records and the lead hazard information pamphlet. Additionally, a visual lead-based paint assessment must be completed by a person trained in this inspection process. The inspection may b e completed in conjunction with the habitability inspection if the inspector is qualified. At I ntake, it should be noted on the Application Form if there will be any child in the household yo unger than six years. This information should be provided to the habitability inspector pr ior to their examination of the proposed rental unit.

Essential service activities, such as, counseling, case managem ent, street outreach, referrals to employment, etc., are exempt and excluded from the lead-based p aint inspection requirements.

Subrecipients must keep record in each client file when “Protect Your Family form Lead in Your Home” pamphlet is issued.

14 Section 9. Amendment
Where it is determined by the Planning Manager (Housing Divisio n) that there is a need to make any change in the project, fiscal procedures, or the terms and conditions of this Agreement (including any changes necessary to comply with changes in fede ral, state or local laws or regulations), such change shall be incorporated by written amen dment to this Agreement and approved by the Salinas City Council and by Subrecipient, provided that adjustments in line items within the total approved budget, and minor changes in the nature and scope of w specified in the Agreement, may be approved by the Planning Manager (Housing Div ision) - any such changes shall be documented in writing.

Section 10. Assignment
There shall be no assignment of rights or obligations under thi s Agreement without written approval of the Planning Manager (Housing Division). This Agree ment restricts the right of the Subrecipient to assign rights and responsibilities and restricts the right to modify this Agreement.

Written notification requesting reassignment of modifications to effectuate the assignment and the modification of the rights and responsibilities under the Agreement must be requested along with a current copy of the IRS letter regarding tax status on any po ssible merges. Any changes of this agreement must be signed by the Board of Directors of the Subre cipient, if a corporation, or the management if not a corporation, and by the City of Salinas.

Section 11. Suspension and Termination
If Subrecipient materially fails to comply with any term of thi s Agreement, City may suspend or terminate the Agreement in whole or in part. City may terminate the Agreement for convenience with the mutual written agreement of Subrecipient. Subrecipient may terminate the Agreement upon no less than thirty (30) days of receipt of written notice , setting forth the reasons for such termination and the effective date of such termination.

In such event, all finished or unfinished documents, data, stud ies, surveys, drawings, maps, models, photographs and reports of Subrecipient, become the pro perty of City and Subrecipient shall be entitled to receive just and equitable compensation for any work satisfactorily completed hereunder, to the date of termination.

In no event shall any payment by City hereunder constitute a waiver by City of any breach of this Agreement or any default, which may then exist on the part of Subrecipient, nor shall such payment impair or prejudice any remedy av ailable to City with respect t o the breach or default. City expressly reserves the right to demand of Subrecipient the repa yment to the City of any funds disbursed to Subrecipient under this Agreement, which were not expended in accordance with the terms of this Agreement, and Subrecipient agrees to promptly refund any such funds upon demand.

Notwithstanding the above, Subrecipient shall not be relieved o f liability to City for damages sustained by City or others by virtue of any breach of the Agre ement by Subrecipient, and City may withhold any payments to the Subrecipient for the purpose o f set off until such time as the exact amount of damages due City from Subrecipient is determined.

Section 12. Terms and Conditions
This Agreement is subject to and incorporates the provisions attached hereto, and by this reference made a part hereof, which provisions constitute Part II, "Suppl emental General Conditions," attached to this Agreement; and/or any written amendment(s) to this Agreement mutually agreed

15 upon by the parties hereto. To the extent that any of the term and conditions of Part I of this Agreement are inconsistent or otherwise in conflict with any of the terms of Part II of this Agreement, the terms and conditions of Part II shall take precedence and apply.

This Agreement and performance hereunder are subject to the Fed eral and State regulations, and Subrecipient agrees to comply with all such regulations, which are incorporated herein by reference and made a part hereof, and which are available for inspection at the Housing Division.

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16 PART II - SUPPLEMENTAL GENERAL CONDITIONS
The following conditions take precedence over any conflicting conditions in the Agreement:

Section 1. Program Income
Any income generated by Subrecipient from the use of these funds must be immediately reported as earned and returned to City.

Section 2. Uniform Administrative Requirements
a. Establishment and Maintenance of Records: Subrecipient shall comply with the requirements and standards of Federal Office of Management and Budget Circular 2 CFR, Part 230, "Cost Principles for Non-Profit Organizations", and 2 CFR Part 200, "Uniform Administrative Requirements, Cost Principals, and Audit Require ments for Federal Awards”. 2 CFR Part 200 sets forth standards for use by recipients in establishing procedures for the procurement of supplies and other expendable property, equipment, real property and other services with Federal funds. These standards are furnished to ensure that such materials and services are obtained in an effective manner and in compliance with the provisions of applicable Federal statutes and Executive Ord ers. No additional procurement standards or requirements shall be imposed upon rec ipients, unless specifically required by Federal statute or Executive Order or approved by Office of Management and Budget.

Records shall be maintained in accordance with any other requir ements prescribed by the City with respect to all matters covered by this Agreement. Except as otherwise authorized by the City, such records shall be maintained for a period of f ive years after receipt of the final payment under this Agreement per 570.502 (a)(16). b. Documentation of Costs: All costs shall be supported by properly executed payrolls, time records, invoices, contracts, or vouchers, or other official do cumentation evidencing in proper detail the nature and propriety of the charges. All chec ks, payrolls, invoices, contracts, vouchers, orders, or other accounting documents pert aining in whole or in part to this Agreement shall be clearly identified and readily accessible to City upon reasonable request.
c. Unified Rule Standards: Unless specified otherwise within this agreement, the Subrecipient shall procure all materials, property, or services in accordance with the requirements of 2 CFR 200.

Section 3. Title VI of the Civil Rights Act of 1964
No person shall on the grounds of race, color, national origin, or sex be excluded from participation in, be denied the benefits of, or be subjected to discriminatio n under the performance of this Agreement.

Compliance: The Subrecipient agrees to comply with Title VI of the Civil Rights Act of 1964 as amended, Title VIII of the Civil Rights Act of 1968 as amended, Section 104(b) and Section 109 of Title I of the Housing and Community Development Act of 1974 as amended, Section 504 of the Rehabilitation Act of 1973, the Americans with Disabilities Act of 1990, the Age Discrimination Act of 1975, Executive Order 11063, and Executiv e Order 11246 as amended by Executive Orders 11375, 11478, 12107, and 12086.

17 Subrecipient shall take reasonab le steps to ensure meaningful a ccess to their programs and activities by Limited English Proficient (LEP) persons while no t imposing undue burdens on Subrecipient. Persons who do not speak English as their primary language and who have a limited ability to read, write, speak, or understand English can be "li mited English proficient," or "LEP." Subrecipient shall assess its extent of its obligation to provi de specialized LEP services using the following four factors:
a. The number or proportion of LEP persons eligible to be served or likely to be encountered by the program or Subrecipient;
b. The frequency with which LEP persons come in contact with the program; c. The nature and importance of the program, activity, or service provided by the program to people's lives; and
d. The resources available to Subrecipient and costs of modifying existing procedures.

After performing the four-factor analysis, Subrecipient is encouraged to document the analysis and outcome and to develop a Language Access Plan (LAP). The LAP id entifies Subrecipient's immediate and longer-term plans for providing language services, which might include identifying LEP individuals who need language assistance, measures by which Subrecipient's staff will provide language services, how S ubrecipient will train its staff to implement the LAP, providing public notice of the language services Subrecipient provides, and self-assessment and monitoring by Subrecipient of its LAP.

Section 4. Executive Order No. 11063
Subrecipient shall not discriminate because of race, color, rel igion, sex, or national origin in the sale, lease, rental, or other disposition of residential property and related facilities, or in the use or occupancy thereof if property is provided for in whole or in part by a GF grant funds.

Section 5. Nondiscrimination
No person in the United States shall, on the grounds of race, color, sex, national origin, or religion be excluded from participation in, be denied the benefits of, or be subject to discrimination under any program or activity made possible by or resulting from this Agreement. Additionally, discrimination on the basis of age, under the Age Discriminatio n Act of 1975 [42 U.S.C. 6101 et seq.] or with respect to an otherwise qualified handicapped individual as provided in Section 504 of the Rehabilitation Act of 1973 [29 U.S.C. 794] and the Americans with Disabilities Act of 1990, shall be prohibited under the performance of this Agreement. Su brecipient shall comply with regulations found at Title 24, Code of Federal Regulations, Par t 8, that complement Section 504 of the Rehabilitation Act of 1973.

The Subrecipient agrees to comply with the non-discrimination i n employment and contracting opportunities, laws, regulations, and executive orders referenced in 24 CFR 570.607, as revised by Executive Order 13279. The applicable non-discrimination provisions in Section 109 of the HCDA are still applicable.
a. Fair Housing Act [42 U.S.C. 3601 et seq.]. No person shall, on the grounds of race or color, religion, sex, national origin, familial status, or disa bility be excluded from participation in, be denied the benefits of, or be subject to d iscrimination under any program or activity made possible by or resulting from this Agreement.

18 b. Age Discrimination Act of 1975 [42 U.S.C. 6101 et seq.]. No person shall, on the basis of age, be excluded from participation in, be denied the benefi ts of, or be subject to discrimination under any program or activity made possible by o r resulting from this Agreement.
c. Section 504 of the Rehabilitation Act of 1973, as amended [29 U .S.C. 794]. N o otherwise qualified individual with a disability shall, solely by reason of his or her handicap, be excluded from the participation in, be denied the benefits of, or be subjected to discrimination under any program or activity under this Agreement. (i) A Subrecipient that employs less than fifteen (15) persons shall:
(a). Take appropriate steps to ensure effective communication with a pplicants, determine auxiliary aids necessa ry, adopt and implement procedu res to ensure that interested person can obtain information concerning t h e existence and location of accessible services, activities, and facilities. [24 CFR 8.6]
(b). Evaluate its current policies and practices to determine whethe r, in whole or in part, they do not or may not meet the requirements of Section 504 and the implementing federal regulations; modify any policies and practices that do not meet the requirements; take appropriate corrective steps to remedy the discrimination revealed by the self-evaluation; maintain on file for at least three years following completion of the evaluation, make available for public inspection and provide to the responsible civil rights official a list of the interested persons consulted, a description of areas examin ed and any problems identified, and a description of any modifications made and of any remedial steps taken. [24 CFR 8.51]
(ii) A Subrecipient that employees fifteen (15) persons or more shal l implement (i)(a) and (i)(b) above and in addition:
(a). Designate at least one person to coordinate its efforts to comp ly with the obligations imposed by Section 504 and the implementing federal regulations. [24 CFR 8.53(a)]
(b). Adopt grievance procedures that incorporate due process standar ds that provide for the prompt and equitable resolution of complaints a lleging any action prohibited by the obligations imposed by Section 504 and t h e implementing federal regulations. [24 CFR 8.53(b)]
(c). Take appropriate initial and continuing steps to notify partici pants, beneficiaries, applicants, and employees that the Subrecipient does not discriminate in admission or access to, or treatment or employm ent in, its federally assisted programs and activities. [24 CFR 8.54] d. Subtitle A of Title II of the Americans with Disabilities Act of 1990 [42 U.S.C. 12131].

No qualified individual with a disability shall, on the basis of disability, be excluded from participation in or be denied the benefits of the services, programs, or activities of a public entity, or be subjected to discrimination by any public entity under this Agreement. (i) A public entity that employs less than fifty (50) persons shall:

19 (a). Evaluate its current services, policies, and practices, and the effects thereof, and to the extent that such do not or may not meet the requirem ents of Subtitle A and the implementing federal regulations, shall proceed to make the necessary modifications. [28 CFR 35.105]
(b). Make available to applicants, participants, beneficiaries, and other interested persons information regarding the provisions of Part 35 and its applicability to the services, programs, or activities of the public entity, and make such information available to them in such a manner as the head of the entity finds necessary to apprise such persons of the protections against discrimination assured them by the Americans With Disabilities Act and Part 35. [28 CFR 35.106]
(c). TDD's (telecommunication devices for the deaf) or equally effec tive telecommunication systems shall be used to communicate by telep hone with individuals with impaired hearing or speech. [28 CFR 35.161] (ii) A public entity that employees fifty (50) persons or more shall implement (i)(a), (i)(b) and (i)(c) above and in addition:
(a). Designate at least one employee to coordinate its efforts to comply with and carry out its responsibilities including any investigation of a ny complaint alleging noncompliance or any actions prohibited by ADA, make information about designated person available to all interested individuals, adopt and publish grievance procedures providing prompt and equ itable resolution of complaints alleging any prohibited action. [28 CFR 35.107] (b). Take appropriate steps to ensure communication with applicants, participants, and members of the public with disabilities are a s effective as communications with others, furnish appropriate auxiliary aids and services where necessary to afford an individual with a disability an eq ual opportunity to participate in, enjoy the benefits of, a service , program or activity, determine what type of auxiliary aid and service is necessary, give primary consideration to the requests of individuals with disab ilities. [28 CFR 35.160]
Section 6. Affirmative Action
The Subrecipient agrees that it shall be committed to carry out pursuant to the Subrecipient ’s specifications an Affirmative A ction Program in keeping with th e principles as provided in President’s Executive Order 11246 of September 24, 1966. The Ci ty shall provide Affirmative Action guidelines to the Subrecipient to assist in the formulat ion of such program. The Subrecipient shall submit a plan for an Affirmative Action Program for approval prior to the award of funds.
a. Executive order 11625, 12432, and 12138 Women-and Minority-Owne d Businesses (W/MBE): Subrecipient agrees to take reasonable steps to ensure that sm all businesses owned by women or by racial or ethnic minorities have the oppor tunity to compete for contracts resulting from this Agreement. The Subrecipient will use its best efforts to afford small busine sses, minority business enterprises, and women’s business enter prises the

20 maximum practicable opportunity to participate in the performan ce of this contract. As used in this contract, the terms “small business” means a busin ess that meets the criteria set forth in section 3(a) of the Small Business Act, as amended (15 U.S.C. 632), and “minority and women’s business enterprise” means a business at least fifty -one (51) percent owned and controlled by minority group members or women . For the purpose of this definition, “minority group members” are Afro-Americans, Spanish-speaking, Spanish surnamed or Spanish-heritage Americans, Asian-Americans, and Am erican Indians. The Subrecipient may rely on written representations by businesses regarding their status as minority and female business enterprises in lieu of an independent investigation. c. Executive Order 11246 Equal Employment Opportunity and Affirmat ive Action (EEO/AA statement : The Subrecipient will, in all solicitations or advertisements for employees placed by or on behalf of the City, state that it is an Equal Opportunity or Affirmative Action employer. Subrecipient shall not discriminate against any employee or applicant for employment because of race, color, religion, sex, handicap, disability, sexual orientation, ancestry, national origin, or any other basis prohibited by applicable law. The Subrecipient shall take affirmative action to ensure that appli cants that are employed and employees are treated during employment without regard to their race, color, religion, sex, age, handicap, disability, sexual orientation, ancestry, or national origin. Such action shall include, but not be limited to the following: employment, upgrading, demotion or transfer, recruitment, or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selecti on for training including apprentic eship. The Subrecipient agrees to post in conspicuous places, available to employees an d applicants for employment, notices setting forth the provisions of the nondiscrimination clause.

The Subrecipient will, in all solicitations or advertisements for employees placed by or on behalf of the Subrecipient, state that all qualified applicants will receive consideration for employment without regards to race, color, religion, sex, age, handicap, disability, sexual orientation, ancestry, national origin or any other basis prohibited by law.

Affirmative Outreach
The Subrecipient will make known that use of the facilities, assistance, and services are available to all on a nondiscriminatory basis. If it is unlikely that the procedures that the Subrecipient intends to use to make known the availability of the facilities, assistance, and services will be available to reach persons of any particular race, color, religion, sex, age , national origin, familial status or disability who may qualify for those facilities and services, t he recipient or subrecipient must establish additional procedures that ensure that those persons are made aware of the facilities, assistance, and services. The Subrecipient must take appropriat e steps to ensure effective communication with persons with disabilities including, but not limited to, adopting procedures that will make available to inter ested persons information conc erning the location of assistance, services, and facilities that are accessible to persons with disabilities. Consistent with Title VI and Executive Order 13166, Subrecipients are required to take reaso nable steps to ensure meaningful access to programs and activities for Limited English Proficiency (LEP) persons.

Section 7. Conflict of Interest
a. Interest of Certain Federal Officials: No member of or Delegate to the Congress of the United States, and no resident Commissioner, shall be admitted to any share or part of this Agreement or to any benefit to arise from the same.

21 b. Interest of Members, Officers, or Employees of City, Members of Local Governing Body, or Other Officials: No member, officer, or employee of City, or its designees or agents, no member of the governing body of the locality in which the program is situated, and no other public official of such locality or localities who exercises any functions or responsibilities with respect to the program during his tenure or for one year thereafter, shall have any interest, direct or indirect, in any contract or subcontract, or the proceeds thereof, for work to be performed in connection with the progra m assisted under the Agreement. Subrecipient shall incorporate, or cause to be incorporated, in all such contracts or subcontracts a provision prohibiting such interest pursuant to the purpose of this subparagraph.
c. Interest of Members, Officers, or Employees of Subrecipient and Sub-Subrecipients:

No employees, officer or agent of Subrecipient or any Sub-Subre cipient shall participate in the selection, award or administration of a contract in whic h Federal funds are used, where, to his knowledge, he or his immediate family, partners, or organization in which he or his immediate family or partner has a financial interest or with whom he is negotiating or has any arrangement concerning prospective employment. The r ecipients' officers, employees or agents shall neither solicit nor accept gratuities , favors or anything of monetary value from contractors or potential contractors. Any i nterest on the part of Subrecipient or his employees must be immediately disclosed to the City.

The Subrecipient agrees to abide by the provisions of 24 Section 576.404, ESG Conflict of Interest provisions, specific to the ESG program; 404(a) organizational, 404(b) individuals and 404(c) contractors, which include (but are not limited to) the following:

1. The Subrecipient shall maintain a written code of standard cond uct that shall govern the performance of its officers, employees or agents engaged in the award and administration of contracts supported by Federal funds.

2. No employee, officer, or agent of the Subrecipient shall participate in the selection, or in the award, or administration of a contract supported by Federal funds if a conflict of interest, real or apparent, would be involved.

3. No covered person who exercises or has exercised any functions or responsibilities with respect to City-assisted activities, or who are in a position t o participate in a decision- making process or gain inside information with regard to such activities, may obtain a financial interest in any contract, subcontract, or agreement w ith respect to the City- assisted activity, or with respect to the proceeds from the Cit y-assisted activity, either for themselves or those with whom they have business or immediate family ties, during their tenure or for a period of one (1) year thereafter. For purposes of this paragraph, a “covered person” includes any person who is an employee, agent, consultant, officer, or elected or appointed official of the City, the Subrecipient, or any designated public agency.

Section 8. Reversion of Assets
Upon expiration of this Agreement, Subrecipient shall transfer to the City any unexpended funds and any accounts receivable attributable to the use of the fund s. Rapid Rehousing funds must be spent within the grant period by the Subrecipient. Residual assets derived from Subrecipient's use of these funds, such as fixtures and equipment, shall vest with the City upon the end of this

22 Agreement. The City reserves the right to monitor and verify the continued proper management of Subrecipient's assets derived from this funding, if any.

The City is responsible for expenditure on rapid rehousing dollars and agencies in charge of rapid rehousing dollars must ensure their agency meets the rapid rehousing expenditure.

Section 9. Lobbying Prohibited
No Federal appropriated funds have been paid or will be paid, by or on behalf of the Subrecipient, to any person for influencing or attempting to influence an off icer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an e mployee of a Member of Congress in connection with this Agreement.

If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee o f any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress in connection with this Agreement, Subrecipient shall complete and submit Standard Form LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions.

Subrecipient shall require that this Section be included in the award documents for all sub-awards at all tiers in connection with this Agreement and that all Sub recipients shall certify and disclose accordingly.

Section 10. Audits and Inspections
Subrecipient will, at any time during normal business hours and as often as City, may deem necessary, make available to City, in accordance with the state, federal, and local law, examination of all of Subrecipient's records with respect to all matters covered by this Agreement, excepting in all circumstances any and all records or materials subject to p rotection pursuant to California Evidence Code §950 et seq.

Subrecipient shall permit City, citizens notwithstanding 24 CFR 85.42 (f), and provide citizens with reasonable access to records regarding the past use of Gen eral Funds, consistent with applicable State and local laws regarding privacy, including the attorney-client privilege set forth in California Evidence Code §950 et seq. of confidentiality) and representatives of the Comptroller General to audit, examine and make excerpts, copies or transcripts from such records, and to make audits of all contracts, invoices, materials, payrolls, records of personnel, conditions of employment and other data relating to all matters covered by th is Agreement in accordance with local, state, and federal laws, but at all times no information otherwise protected from disclosure pursuant to California Evidence Code §950 et seq.

Subrecipients receiving less than $750,000 a year in Federal Grants are exempt from Federal audit requirements, but Subrecipients' records, as may be covered by the attorney client privilege, must be available for review upon request by City, or representative s of the Comptroller General for examination. Subrecipients receiving $750,000 or more in Federal grants within a fiscal year shall have an audit made in accordance with 24 CFR 200.

Subrecipient further represents to City that Subrecipient, as a non-profit 501(c)(3) organization, provides services to clients in a confidential manner, and ther efore neither Subrecipient, nor any of its employees, legal or administrative, are mandatory report ers as described in Welfare & Institutions Code Section 15630 and/or are exempted from report ing pursuant to Welfare and

23 Institutions Code Section 15632(b) and shall maintain at all ti mes the confidentiality of Subrecipient’s clients.

Section 11. Additional Requirements
Unearned or other payments under this Agreement may be suspende d or terminated upon refusal to accept any additional conditions that may be imposed by the U.S. Department of the Treasury or City at any time, or if the grant to City under Title I of t he Housing and Community Development Act of 1974, as amended from time to time, is suspended or terminated.

Section 12. Prohibition Against Payment of Bonus or Commissions The assistance provided under this Agreement shall not be used in the payment of any bonus or commission for the purpose of obtaining City approval for such assistance, or any other approval or concurrence of City required under this Agreement, Title I o f the Housing and Community Development Act of 1974, as amended, with respect thereto; prov ided, however, that reasonable fees for bona fide technical, consultant, managerial or other s uch services, other than actual solicitation, are not hereby prohibited if otherwise eligible as program costs.

Section 13. Copyrights
If this Agreement or its performance results in a book or other copyrightable material, the author is free to copyright the work, but the U. S. Department of Hous ing and Urban Development and City each reserve a royalty free, nonexclusive, and irrevocable license to reproduce, publish, or otherwise use, (and to authorize others to use) all copyrighted material and all material which can be copyrighted.

Section 14. Political Activity Prohibited
None of the funds, materials, property, or services provided di rectly or indirectly under this Agreement shall be used for any partisan political activity, or to further the election or defeat of any candidate for public office. Subrecipient shall comply with provisions of the Hatch Act, which limits political activities of employees.

Section 15. Board of Directors
Subrecipient shall provide City with information regarding any changes in the Board of Directors or the management of Subrecipient no later than ten (10) days from the official change.

Section 16. Notices
Any notices under this Agreement shall be sent to the parties b y personal delivery, by facsimile, or by certified mail, return receipt requested, postage prepared in the United States Postal Service at the addresses set forth below. Notice shall be deemed effective upon delivery or transmission if delivered or sent by facsimile and on the third (3rd) day after mailing. The parties designate the following names, titles, addresses, and telephone numbers:

City:

Planning Manager
City of Salinas
Community Development Department-Housing Division
65 W. Alisal Street, 2
nd Floor
Salinas, California 93901

24 Telephone: 831-758-7334
Subrecipient:

Execute Director
Community Homeless Solutions (CHS)
3087 Wittenmyer Court
Marina, CA 93933
Telephone: 831-384-3388
Section 17. Legal Representation
Each party affirms that it has been represented by legal counsel of its own choosing regarding the preparation and the negotiation of this Agreement and the matters and claims set forth herein, and that each of them has read this Agreement and is fully aware of its contents and its legal effect.

Neither party is relying on any statement of the other party ou tside the terms set forth in this Agreement as an inducement to enter into this Agreement.

Section 18. Joint Representation
The language of all parts of this Agreement shall in all cases be construed as a whole, according to its fair meaning, and not strictly for or against any party. No presumptions or rules of interpretation based upon the identity of the party preparing or drafting the Agreement, or any part thereof, shall be applicable or invoked.

Section 19. Warranty of Authority
Each party represents and warrants that it has the right, power , and authority to enter into this Agreement. Each party further represents and warrants that it h as given any and all notices, and obtained any and all consents, powers, and authorities, necessa ry to permit it, and the persons entering into this Agreement for it, to enter into this Agreement.

Section 20. No Waiver of Rights
Waiver of a breach or default under this Agreement shall not co nstitute a continuing waiver or a waiver of a subsequent breach of the same or any other provisio n of this Agreement. The failure to provide notice of any breach of this Agreement or failure to comply with any terms of this Agreement shall not constitute a waiver there of. Failure on the part of either party to enforce any provision of this Agreement shall not be construed as a waiver of the right to compel enforcement of such provision or of any other promise. A wavier by City of any one or more of the conditions of performance within this Agreement shall not be construed as a waiver(s) of any other condition of performance under this Agreement.

Section 21. Counterparts
This Agreement may be executed in one or more counterparts, eac h of which shall be deemed an original, but all of which together shall constitute a single agreement.

Section 22. No Third-Party Rights
The parties do not intend for any third party to obtain a right by virtue of this Agreement.

Section 23. Modification
No amendments to or changes to this Agreement may be made, exce pt by a writing expressly authorized and signed by City and Subrecipient.

25 Section 24. Severability
It is the intent of the parties that in the event that any prov ision herein is held to be invalid, the remaining provisions shall continue in full force and effect unless enforcement of the Agreement so modified would frustrate the purpose of this Agreement.

Section 25. Further Assurances
Each party agrees to do such further acts and things and do and execute and deliver such additional agreements and instruments as the other may reasonably require consummating, evidence, or confirm the agreements contained herein in a manner contemplated hereby.

Section 26. Entire Agreement
This Agreement constitutes the entire agreement between City an d Subrecipient and is the final expression of City and Subrecipient with respect to the include d terms and conditions, and as a complete and exclusive statement of the terms and conditions of the agreement. City and Subrecipient acknowledge that any prior agreements, promises, negotiations or representations not expressly set forth in this Agreement are of no force and effect. Any amendment to this Agreement shall be of no force and effect unless it is in writing and signed by City and Subrecipient.

Section 27. Rights and Obligations
By entering into this Agreement, the parties do not intend to c reate any obligations express or implied other than those set out herein; further, this Agreemen t shall not create any rights in any party not a signatory hereto.

Section 28. Attorney Fees
In case suit shall be brought to interpret or enforce this Agreement, or because of the breach of any other covenant or provision herein contained, the prevailing pa rty in such action shall be entitled to recover their reasonable attorney fees in addition to such costs as may be allowed by the court.

If awarded, City's attorneys' fees shall be calculated at the market rate.

Section 29. Credit for Funding and City of Salinas
The Subrecipient shall include the City of Salinas logo, where feasible, on website and written materials about the City-funded program, and include a statement such as “This program f unded, in part, by the U.S. Department of Housing and Urban Development in cooperation with the City of Salinas.”
Section 30. Compliance with Laws
Subrecipient’s performance under this Agreement shall be in accordance and full compliance with all applicable federal, state, and local laws and any rules or regulations promulgated thereunder.

Section 31. Close-outs
The Subrecipient ’s obligation to the City shall not end until all close-out requ irements are completed. Activities during this close-out period shall include, but are not limited to making final payments, disposing of program assets (including the return of all unused materials, equipment, unspent cash advances, program income balances, and accounts re ceivable to the City), and determining the custodianship of records. Notwithstanding the f oregoing, the terms of this Agreement shall remain in effect during any period that the Cit y has control over CDBG funds, including program income.

26 EXHIBIT A – Budget
EXHIBIT B - Scope of Work & Additional Goals

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

27 IN WITNESS WHEREOF , as authorized representatives of the CITY OF SALINAS and COMMUNITY HOMELESS SERVICES (CHS), a non-profit corporation, have executed this Agreement.

City of Salinas Subrecipient:

By: By:

Rene Mendez, City Manager Greg Baker, Executive Director

APPROVED AS TO FORM:

By:

Christopher A. Callihan, City Attorney
Rhonda Combs, Assistant City Attorney

28 EXHIBIT A – BUDGET

30 EXHIBIT B - SCOPE OF WORK & ADDITIONAL GOALS

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-148, Version: 1
Human Trafficking and Prostitution Response
No action required. Receive report regarding actions taken by the City and proposed strategies to deter prostitution activities in Salinas and provide direction to staff on the actions taken and on future actions and strategies.

City of Salinas Printed on 5/22/2025Page 1 of 1
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CITY OF SALINAS

COUNCIL STAFF REPORT

DATE: MAY 13, 2025
DEPARTMENT: SALINAS POLICE DEPARTMENT
FROM: CARLOS ACOSTA, CHIEF OF POLICE
BY: CHRISTOPHER A. CALLIHAN, CITY ATTORNEY

RHONDA COMBS, ASSISTANT CITY ATTORNEY

DAVID JACOBS, PUBLIC WORKS DIRECTOR

LISA BRINTON, COMMUNITY DEVELOPMENT DIRECTOR

KRISTAN LUNDQUIST, LCS DIRECTOR

JAMES ARENSDORF, POLICE COMMANDER

GABRIEL GONZALEZ, POLICE COMMANDER

DANNY WARNER, POLICY COMMANDER

TITLE: HUMAN TRAFFICKING AND PROSTITUTION RESPONSE

RECOMMENDED MOTION:

Receive a report on human trafficking and prostitution response and provide direction to staff.

EXECUTIVE SUMMARY:

During public comment at multiple City Council meetings r esidents of Las Casas de Madera and the surrounding neighborhood raised concerns regarding prostitution activities occurring in the area and the impact it has on safety, quality of life, etc. This administrative report describes the prostitution issue, current law enforcement legislative limitations and actions taken, and proposed strategies to deter the unwanted activity. These strategies include increased lighting, placement of cameras in key locations, and consideration of no parking zones and the relocation of food trucks from Kern Street. Based on community feedback and Council direction, staff will continue to work collaboratively to address the issue for the community and provide outreach and resources to the sex workers.

BACKGROUND:

Prostitution enforcement in the City of Salinas has evolved significantly over the years, shaped by legislative changes, law enforcement strategies, and community efforts aimed at addressing the complex challenges surrounding this issue.

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In the 1990s, Salinas, along w ith many other California cities, experienced a noticeable increase in street -level prostitution. In response in 1995 , California State Senator Charles Calderon introduced Senate Bill 1378. The bill was signed into law by Governor Pete Wilson and went into effect on January 1, 1996, establishing California Penal Code 653.22. This statute addressed loitering with the intent to commit prostitution, providing law enforcement with a proactive tool to address suspected activity before a transaction occurred. It also served as a means for officers to engage with individuals involved in sex work and connect them with available resources and services.

In 2022, California State Senator Scott Wiener introduced Senate Bill 357, known as the Safer Streets for All Act. The bill was signed into law by Governor Gavin Newsom. It went into effect on January 1, 2023, and repealed Penal Code 653.22. The stated int ent of SB 357 was to reduce supposed discriminatory policing practices and improve protections for marginalized communities, including sex workers, transgender individuals, and people of color. Governor Newsom cautioned that the intent, in signing the legislation, was to decriminalize loitering, not to decriminalize prostitution.

Nevertheless, the actual impact of this repeal was felt immediately in Salinas. The visible presence of sex workers increased particularly affecting neighborhoods between East Alisal and East Market Streets along Kern, Kings, and Roosevelt Streets, and North Madeira Avenue. In response, the Salinas Police Department has increased our presence in the affected areas.

At the time of the state change in law, the City already had, and continues to have, in place a City Ordinance against loitering for the purpose of engaging in prostitution that subjects violators to criminal prosecution under City law, Sec. 21-32(b) of the Salinas Municipal Code. Prior to appeal the State law had subjected individuals to misdemeanor charges whereas under the City’s law, loitering for the purpose of prostitution is initially an infraction. In response to the increase in the presence of sex workers, the Salinas Police Department increased our presence in the affected areas. Since the repeal, the Police Department, with the support of the City Attorney’s Office, has issued and prosecuted 39 citations for violations of the City Code.

In recent months, the Salinas Police Department carried out an operation targeting both human traffickers and individuals purchasing sex. This operation was intended to disrupt the supply of these sex workers and to identify and rescue potential victims of human trafficking. This weeklong operation resulted in the arrest of four adult males each charged with pimping, pandering , and conspiracy.

To address the broader issue, the Police Department is working closely with local hotels, churches, and businesses to ensure proper signage is posted regarding human trafficking and trespassing laws. Coordination efforts have expanded to include the City Attorney’s Office, Monterey County District Attorney’s Office, City leaders, department directors, as well as state and federal representatives. Together, these stakeholders are developing a comprehensive strategy to mitigate the negative impacts on the community.

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Cross Department Coordination

A City Cross Department Coordination Team (Team) was formed and has been meeting over the past three (3) months to discuss the human trafficking and prostitution issue . A first step was to establish area of focus boundaries for a broader neighborhood area as it was anticipated that initial efforts to deter activity would result in a shift of activities to adjacent area s. The initial pilot area of focus would be the neighborhood between East Alisal and East Market Streets along Kern, Kings, and Roosevelt Streets, and North Madeira Avenue, which could be expanded in the future to other areas citywide. The Team then explored the following strategies to deter human trafficking and prostitution activities.

1) Install solar street lighting along Kern Street between East Alisal and Roosevelt Streets. 2) Install four (4) cameras at key intersections/angles. 3) Consider No Parking Zones along Kern Street between East Alisal and East Market Streets. 4) Evaluate the correlation between prostitution and food truck activity.

Lighting.

It is recognized that lack of lighting is a concern throughout the surrounding neighborhood and the Alisal (East Salinas). The Alisal community identified the need to a ddress dark spaces in public areas; streets and parks, as a priority in the Alisal Vibrancy Plan (AVP, 2019), with a first action of conducting a lighting needs assessment . The AVP B udget (CIP 9246) appropriates $50,000 towards preparation of a lighting needs assessment. Kimley Horn is currently conducting a lighting assessment that will map existing lighting infrastructure, describe its condition, and will identify and prioritize dark spaces . The assessment will also provide recommended phasing and a cost estimate for installing proposed lighting . It is anticipated that other funding sources , such as Community Development Block Grant funds, would be needed to leverage AVP CIP funds to prepare and implement initial phases of the lighting assessment which covers the majority of the AVP planning area.

Cameras.

The installation of cameras in thi s focus area will help reduc e crime and enhanc e public safety.

These cameras serve as a proactive deterrent to criminal activity, as individuals are less likely to engage in unlawful behavior when they know they are being monitored. In addition, surveillance footage provides critical evidence that assists law enforcement in identifying suspects and solving crimes more efficiently. The presence of cameras also reassures residents and business owners, fostering a greater sense of security and community confidence.

No Parking Zone Pilot Program and Correlation between prostitution and food truck activity.

It has been observed that the presence of parked or standing vehicles and three (3) food trucks along Kern Street may contribute to the human trafficking and prostitution activity in the area.

Currently there are two permitted food trucks with designated spaces along Kern Street between East Alisal and East Market Streets. In addition, there is a permitted roaming food truck that is operating in the 300 block of Kern Street, on the opposite side of the street from the two designated space food truck vendors. It has been observed that the presence of the three (3) food trucks may also contribute to the human trafficking and prostitution activity in the area. A recommendation for consideration is to conduct a 6-month pilot program which would establish No Parking Zones Page | 4
along Kern Street between East Alisal and East Market Street. The pilot program would also include relocation of the food trucks to another area during the to determine whether there is a correlation between activities.

Next Steps

While staff believes the strategies identified will further assist in deterring human trafficking and prostitution, it is important that they be vetted through the community. Staff recommends holding a community meeting with a focus on the target area to engage with residents and seek their input on street lighting, installation of cameras and adding no park ing zones within the target area . In addition, it will be important to see if residents who live in the area have other ideas that can support this effort.

CEQA CONSIDERATION:

Not a Project. The City of Salinas has determined that this administrative report is not a project as defined by the California Environmental Quality Act (CEQA) (CEQA Guidelines Section 15378). In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a significant effect on the environment .

Where it can be seen with certainty tha t there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA . Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Because the matter does not cause a direct or foreseeable indirect physical change on or in the environment, this matter is not a project . Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

CALIFORNIA GOVERNMENT CODE §84308 APPLIES:

No.

STRATEGIC PLAN INITIATIVE:

The formation of the Collaboration Team furthers the City Council Goal s of Effective and Culturally Responsive Government and Public Safety . The multi-departmental team worked collaboratively to address community safety concerns through a range of proactive approaches.

DEPARTMENTAL COORDINATION:

Representatives from t he Salinas Police Department, City Attorney’s Office and Community Development, Library and Community Services and Public Works Departments formed the City Collaboration Team and contributed to this report.

Page | 5
FISCAL AND SUSTAINABILITY IMPACT:

There is no direct fiscal impact associated with this report . Depending on what activities are selected to move forward, the cost can range between $12,000 (for cameras only) up to $750,000 (cameras, lighting, striping, and signage).

Fund

Appropriation

Appropriation
Name
Total
Appropriation
Amount for
recommendation
FY 24-25
Operating
Budget Page
Last Budget
Action (Date,
Resolution)
n/a n/a n/a n/a n/a n/a n/a

ATTACHMENTS:

Human Trafficking and Prostitution Response Pilot Area map

HUMAN TRAFFICKING AND PROSTITUTION RESPONSE PILOT AREA MAP

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-189, Version: 1
Homeless Response Program Update
No action required. Receive report and provide future direction on the City’s homeless services and programs.

City of Salinas Printed on 5/22/2025Page 1 of 1
powered by Legistar™

Page | 1

CITY OF SALINAS

COUNCIL STAFF REPORT

DATE: MAY 27, 2025
DEPARTMENT: COMMUNITY DEVELOPMENT DEPARTMENT
FROM: LISA MURPHY, ASSISTANT CITY MANAGER

LISA BRINTON, DIRECTOR
BY: KAYSHLA LOPEZ, HOMELESS SERVICES MANAGER

FRANCISCO BRAMBILA, MANAGEMENT ANALYST

VINCENT MONTGOMERY, PLANNING MANAGER

TITLE: HOMELESS RESPONSE PROGRAM UPDATE

RECOMMENDED MOTION:

Receive report and provide future direction on the City’s homeless services and programs.

EXECUTIVE SUMMARY:

The City of Salinas is home to 50% of the County’s homeless population. In response to this pressing issue, the City has initiated various programs and services, including the acquisition of properties to support unsheltered community members. These initiatives are primarily funded through grants, with minimal reliance on the general fund. As grant funding diminishes, the City faces the challenge of determining how to sustain or adapt these programs moving forward.

BACKGROUND:

Homelessness is on the rise in communities nationwide, with an 18% increase reported between January 2023 and January 2024. California has experienced a 3% inc rease during this period and is home to over 24% of the nation’s homeless population. This ongoing crisis represents an urgent public health issue, affecting families, older adults, veterans, youth, and individuals across the country. The crisis stems from a variety of complex factors, including:
 Escalating housing costs
 A shortage of affordable housing
 Job losses
 Substance abuse
 Mental health challenges
Every two years in January, communities
conduct a comprehensive Point -In-Time
(PIT) count to assess local homelessness
rates. The 2024 Monterey County PIT count
1182 1065 12401240
982
1220
2019 2022 2024
Homeless Population City of Salinas vs All
Other Cities/County
City of Salinas All Other Cities/County
Page | 2
revealed a 19% increase in homelessness since 2022. Of those experiencing homelessness, 77% were unsheltered, living on streets, in vehicles, or encampments, while 23% were in shelters. In Salinas, homelessness rose by 14% to 1 ,240 individuals which also accounts for 50% of the County’s homeless population.

The City is a member of the Coalition of Homeless Service Providers (CHSP) which serves as the Monterey and San Benito Counties Continuum of Care (CoC). The CoC is a regional body that coordinates housing and services funding for the homeless. Funding from the State, and Federal governments flows through the CoC to fund local homeless programs. Through the CoC the City has participated in homeless prevention programs over the years , however in 2020 when the COVID Pandemic swept in, many pandemic-era safety nets were implemented through one-time federal funds such as American Rescue Plan Act (ARPA), Emergency Rental Assistance Program (ERAP), E mergency Solutions Grant -CV, and HOME-American Rescue Plan (HOME -ARP) along with the State who began implementing various grants as well. The City of Salinas was very successful in obtaining many of the State Grants such as Project Homekey, Roomkey, Encampment Resolution Fund (2), Family Homeless Challenge (2), Prohousing Incentive Program, and California Emergency Solutions & Housing grant (CESH).

Since FY 2020-21, the City has been awarded $76 million in funds to address homelessness in our community. The City is also a recipient of ongoing funds from the HUD Emergency Solutions Grants (ESG), Community Development Block Grant (CDBG) and State ESG program, averaging $610k combined yearly. The bulk of the other grant funds (89%) have been a one-time award. The city has augmented these grants with $8.4 million from the General Fund.

Table 1: Revenue to Date
Funding Expenditures Encumbered
Administration $2,893,083 $1,942,077 $951,006
Emergency Shelter $26,918,095 $20,215,683 $6,702,412
Homeless Prevention $15,124,748 $15,124,748 $0
Rapid Re-Housing $7,236,468 $3,553,624 $3,682,844
Street Outreach $12,264,613 $8,919,114 $3,345,499
Housing Acquisition $11,648,014 $7,881,377 $3,766,637
Total $76,085,021 $57,636,622 $18,448,399

Page | 3
The chart below shows the total expenditures by program component from FY20/21 to Now.

The remaining grant funds are planned to be expended as follows:

Many of the programs and services funded by these grants were on-going in nature. As grant funds are spent, these programs will no longer have a source of funding. Those programs are described below.

Administration,
$950K, 5%
Emergency Shelter,
$6.7 Million, 36%
Homeless Prevention,
$0, 0%
Rapid Re-Housing,
$3.6 Million, 19%
Street Outreach,
$3.3 Million, 18%
Housing Acquisition,
$3.7 Million, 20%

ENCUMBRANCES
$18.4 Million
Administration, $1.9
Million, 3%
Emergency Shelter,
$20.2 Million, 35%
Homeless Prevention,
$15.1 Million, 26%
Rapid Re-Housing,
$3.6 Million, 6%
Street Outreach,
$8.9 Million, 16%
Housing Acquisition,
$7.9 Million, 14%

EXPENDITURES TO DATE
$57.6 Million
Page | 4

HOMELESS SERVICES

Street Outreach and Response Team
Beginning in 2021 The Salinas Outreach and Response Team (SORT) has engaged the Salinas unhoused population through outreach to build trust and rapport with the unhoused community.

SORT provides engagement, case management, initial evaluation, linkages and referrals for supportive services. The SORT team is comprised of 8 FTE limited term employees, and 1 FTE Homeless Services Manager and is funded completely with grants, there are n o general fund dollars supporting this program. The annual operational cost of the SORT team is $1,300,000 which includes staff.

The SORT team spends 20 hours a week in the field providing direct client contact at encampments, bus stops, and other places not meant for human habitation. To date, SORT has provided 742 individuals with street-based case management services. A total of 110 households were relocated to emergency shelter or transitional housing, of those 31 were families with children and 79 were individuals. A total of 97 households were placed in permanent housing, of those 40 were families with children, and 57 were single individuals. A total of 35 households were reunified with family and/or friends.

In addition to street outreach services, the SORT team also has a housing navigation component which has assisted an additional 396 households with financial assistance to stabilize households through housing placements. The financial assistance provided is contingent on grant funding. The SORT team does not have any funding secured to assist for financial assistance in FY 25-26 for rapid housing programs.

Rapid Rehousing Programs:

The SORT team is responsible for administering the following grant funded programs:
 Provided housing navigation and financial assistance services to unsheltered households through CESH, and ERF 3L grant funding . The financial assistance provided included deposit, application fees and landlord incentives for a total of 101 households served from 2023-2025 in securing stable housing.
 Provided financial assistance services to 178 Low Income Monterey County Residents through United Way Housing Stabilization program from July 2024 to April 2025 . The financial assistance provided included Deposit Assistance, Application Fees, and Landlord Incentives.
 The Prohousing Incentive Program (PIP) supported 117 low-income Monterey County Residents from December 2024 to February 2025 with up to $10,000 in rental arrears assistance, and up to $4,000 in deposit assistance . The program served households at risk of eviction, helping them remain housed.

Downtown Streets, Inc. (DSI)
Since 2019 DSI has been operating as a street outreach , housing navigation and streets cleaning program. They have been serving the following locations: Downtown, Alisal Neighborhood, Natividad Creek, Cesar Chavez Park, and Chinatown . The program model includes building community within the unhoused program participants and supporting them while they are experiencing homelessness as they prepare to get back into the workforce through the volunteer to work experience program. The annual operation cost for the program is $663,260. To date, DSI Page | 5
has provided 255 individuals with street-based case management services. A total of 5 individuals were relocated to emergency shelter or transitional housing. A total of 77 households were placed in permanent housing, 28 of which were families with children, and 49 were single individuals. A total of 6 households were reunified with family and/or friends. The DSI team has successfully removed a total of 4,897,649 gallons of debris along with 338,087 cigarette butts and 13,806 needles.

Homeless Encampment Response Team
The City has re-established the Homeless Encampment Response Team, which meets weekly to coordinate efforts across various city departments to address homeless encampments. This team includes representatives from Public Works, SORT, Housing, Police, Parks, the City Attorney’s Office, and City Administration. The meetings are designed to streamline the City’s approach to closing encampments, preventing new ones from forming, conducting timely street outreach, and collaborating with community partners. This initiative aims to ensure encampments are addressed safely, effectively, and humanely, while providing individuals with access to shelter, case management, and other essential resources.

Mobile Crisis Response:

In 2023, the city entered into a partnership with Monterey County Health Department Behavioral Health Bureau for a Mobile Crisis Response Pilot Program. The program, wh ich was recently renewed for an additional six months, through June 30, 2025 provides for a two -person mobile crisis team 40 -hours per week to augment the mobile crisis services provided regionally and countywide. The hours of service are Monday -Friday 8am to 5pm. The city’s portion of the cost is $390,000 per year. The program was funded with general fund dollars for a total amount of $1.0 million. From 3/1/24 through 12/31/24 there were 834 mobile crisis calls in the City of Salinas.

County wide, 53% of the calls were from the City of Salinas. Funding will be exhausted by June 30, 2025.

Emergency Shelter:

Project RoomKey Motel Program (PRK) and Emergency Motel Program (EMP):

Starting in November 2021 the City became the administrative entity for Project Roomkey, a motel Program providing non -congregate shelter options to individuals experiencing homelessness.

PRK was funded by $1.797 million of state Project RoomKey funds passed thought the County of Monterey and $3 million of City ARPA funds. The identified funding was to support one year of PRK operations. The initial program provided 90 rooms leased at the County Inn Motel in Marina and was operated by Central Coast Center for Independent Living (CCCIL) and California State Monterey Bay’s Community Health Engagement team (CUSMB CHE). Project Roomkey ended in March 2023, when the Emergency Motel Program was established with 40 rooms at the Steinbeck Motel in April 2023. City staff managed t he program and provided case management and housing navigation services for individuals and families experiencing homelessness. The EMP provided 63 households with emergency shelter and connected 18 households to permanent housing. The lease expired on March 31 , 2025, and occupants have moved to other housing situations. PROGRAM CLOSED

Page | 6
The Salinas Homeless Assistance and Resource Effort (SHARE) Center:

The SHARE Center first opened in May 2021 after several years in planning and collaborati ng with the County of Monterey. Prior to this, City and County had been jointly funding the operations of the Warming Shelter at 111 W. Alisal St reet. The SHARE Center provides 100 congregated beds for individuals in need of shelter , and supportive services to individuals experiencing homelessness. It is currently operated by Community Human Services. The cost for the operations, averaging $3 million a year, is shared 50/50 between the City & County. The estimated operational and facility maintenance cost for FY 2025-2026 is estimated to be $3.7 million. The City’s shared responsibility will be approximately $1.8 million. City funding for the following years will be uncertain. To date the SHARE Center has provided emergency shelter to over 690 households. A total of 146 households have been permanently housed.

The Chinatown Navigation Center (CNC):

The City took over operations of the CNC in March 2020, from the Franciscan Workers of Junipero Serra after it was closed down. Soon after, the City installed a sprung structure with ESG , Covid funds and Housing Successor Agency funds. This created a navigation center that served as 24/7 shelter providing comprehensive services to individuals experiencing homelessness. Additionally, the CNC offers 50 shelter beds, daily meals, showers, restrooms facilities, and laundry facilities.

Operated by Community Homeless Solutions, Guests receive case management, housing navigation assistance, and referrals to additional services to support their transition to permanent housing. The CNC also serves the broader Chinatown community by providing shower and restroom facilities to those living on the streets. To date, the CNC has provided shelter to over 753 households and has placed 137 households into permanent housing.

The annual cost to operate the facility and provide services has been $2.5 million annually and has been funded by a combination of one -time grants and contribution s from the General Fund. The City had planned to do much needed renovations to the facility, including restrooms, showers, floors and parking lot by the end of the fiscal year . The operational cost and maintenance of the facility for FY 25-26 has been estimated at $2.5 million. However, funding is only secured through October 2025. This General Fund deficit will create a shortfall of $1.54 million for the FY 2025- 2026 operations.

Table 2

Program

Description Clients
Served
Placed in Housing
Chinatown Navigation Center Emergency Shelter (2020 to Present) 753 137 PSH Street Outreach Team (SORT) Outreach & Housing Navigation Services
742 97 PSH/110 Emerg.

Shelter/35 reunified with
family
Share Center Emergency Shelter (2021) 690 146 PSH
Downtown Streets Team Street outreach, housing navigation and streets cleaning program (2019)
223 77 PSH/6 reunified with
family
Rapid Rehousing programs Financial assistance for housing 396 N/A Mobile Crisis Response Provides in person, non-law
enforcement response to persons
experiencing a behavioral health
crisis.
834

Calls for service in 2024
Emergency Motel Program Emergency Shelter Program 63 18 PHS Page | 7
Permanent Supportive Housing:

Project Homekey:

In August 2020 and November 2021, the City of Salinas responded to t he California Department of Housing and Community Development (HCD) Notice of Funding Availability (NOFA) announcing the availability of approximately $600 million (2020) and $1. 45 billion (2021) in Homekey funding to rapidly sustain and expand the inventory of housing for people experiencing homelessness or at risk of homelessness and impacted by COVID -19. Homekey was an opportunity for local public agencies to purchase motels and a broad range of other housing types in order to increase their community's capacity to respond to homelessness and the current COVID-19 pandemic.

There are three Homekey project properties within the city of Salinas: 545 Work Street, 180 South Sanborn Road, and 1030 Fairview Avenue. With respect to the latter two properties, the Salinas City Council has previously approved the allocation of HOME ARP and PLHA funding to support the conversion and the operation of the two motels for permanent supportive housing. For 180 South Sanborn Road the City has made $968,000 of HOME ARP funds and $220,000 of PLHA funds available and for 1030 Fairview Avenue the City has made $1,298,000 of HOME ARP and $1,014,000 of PLHA funds available. The three Homekey properties are now under new ownership, with the new owners having acquired the properties through foreclosure sales that resulted from Shangri La, Inc.’s (and its various subsidiaries’) defaults. The new owners have indicated their intent to complete the required construction work and to open the properties for their originally intended use as permanent supportive housing.  Salinas Inn: (Fairview Ave.): This former motel has been converted into 44 permanent supportive housing units and 1 manager’s unit. The new owner of the Salinas Inn has expressed interest in selling the Property. The City of Salinas and the County are committed to financially supporting Housing Authority of Monterey County to purchase and operate the Salinas Inn to preserve it as a permanent supportive housing project. Both agencies have committed a one-time contribution of up to $2.5 million dollars of each to support Property acquisition. PIP and PLHA are the City’s source of funds to support acquisition.

Closing is expected in June 2025. The City also committed funds for Operations and Supporting Services. This will be provided in the form of rental assistance through HOME- ARP funding totaling up to $1.1 million for at least a year of operations.

 Sanborn Inn (Sanborn Road): This property, comprised of 43 units also has a new owner.

Additional work is needed on this property to begin and complete the conversion to permanent supportive housing and to identify an operator of the facility once the work is complete. The City has committed $2,312,00 of HOME ARP fun ds to support program operation in the form of rental assistance.
 Good Nite Inn (Work Street): The new owner is currently working on renovation and repairs to convert 103 rooms to per manent supportive housing. The City did not commit funds to support the operation of this Homekey site as the original application proposed Program Based Housing Vouchers (PBHV) to subsidize rental income. The federal government paused the PBHV program on March 6, 2025.

Page | 8
Single Family Homes : Through the Family Homeless Challenge Grants ($5.4 Million) the City received grant funding to provide system navigation to families experiencing homelessness in the City of Salinas identified by the waitlist of the SHARE Center emergency shelter. The funding received includes staffing, rental assistance, and funding to acquire or develop permanent housing to families through the purchase of single-family homes and accessory dwelling units ( ADUs).

The first round of FHC funding ($2.6 Million) was received in 2023. Based on the successes in Round 1, the City was awarded an additional $2.8 million to follow the same model. To date the City has purchased four s ingle family homes, two units of which are currently occupied by formerly homeless families, referrals made by the SHARE center, one is currently under litigation with a prior collaborative partner, and one is pending renovations. The city is exploring a partner to support the acquisition of additional properties.

El Rey Motel:

The City utilized ARPA funds ($3.64 million) to purchase the 25 room El Rey Motel. The City’s acquisition can serve as a cornerstone in addressing the pressing housing crisis, presenting opportunities for diverse purposes such as the potential of emergency shelter, permanent low - income residential housing, and temporary housing solutions. The Housing Division is currently exploring sustainable funding for operations of a transitional housing project.

Table 3
Permanent Supportive
Housing/Transition Housing
# Of Units Funding
Amount
Funding Source
Salinas Inn (Fairview) 45 $3.68M Combination of multiple grants for purchase. Future funding for rental
assistance ($1.18M)
Sanborn Inn 43 $1.3M No City funding for purchase. Future funding for rental assistance ($1.3M)
Good Nite Inn 103 N/A No City funding for purchase
El Rey Motel 25 $3.64M ARPA $3.64M
Private Home - Completed 4 $2.8M Family Homeless Challenge/ARPA Private Home - Pending 2 $2.8M Family Homeless Challenge Totals 222 $14.22M

FUTURE OF HOMELESSNESS RESPONSE PROGRAMS

Utilizing a combination of one-time grant funds and limited general fund dollars, the City has been able to implement the homeless response programs. All of these programs are heavily dependent upon grant funding. With grant funding running out on most of the programs and services, the City will need to determine what programs and services it would like to continue and to identify a funding source. Below is a summary table of all the homeless programs and services the city currently operates with the associated budget to operate , source of funding and the funding shortfall associated with that program.

Page | 9
Table 4

The City must determine if they want to continue acting as a provider of programs and services to the unhoused community and if so, identify general fund and grant dollars to continue to operations. Cities have historically not been a homelessness services provider, rather Counties and non -profit organizations have been the providers. When COVID hit the world in 2020, everyone stepped in to fill the needs of the homeless with the influx of federal & state dollars. The City has had many successful outcomes however, it is time to consider what is the City’s role in this space. With limited funding, there are very few options available to the City.

Chinatown Navigation Center: Without additional funding, the Chinatown Navigation Center will close in October of this year. Continued operation by the city is not recommended.

SHARE Center: Staff recommends pursuing additional funding or look to shift other grant funding to continue operating for FY26/27 and beyond. This program is in partnership with the County under a Memorandum of Understanding.

SORT: Funding is available through FY26/27. Staff recommends the City prioritize this program for future funding.

Downtown Streets Team: Seeking Council direction as to continued services.

PROGRAM FY25/26
Annual Cost
Funding
Source
FY25/26
Funding Amount
FY26/27
Funding Amount
FY27/28
Funding Amount
Chinatown Navigation
Center $2.3M
Grant &
General
Fund
$760K Funded
through October 2025

-$1.54M Unfunded
-$2.3M Unfunded -$2.3M Unfunded
Street Outreach Team
(SORT) $1.3M Grants $1.3M Funded $1.050M Funded
-$250K Unfunded

-$1.3M Unfunded
SHARE Center
$3.7M
(50/50
City/County)
Grant &
General
Fund
$1.85M Funded

-$1.85M Unfunded

-$1.85M Unfunded
Downtown Streets
Team $652K General
Fund
$652K Funded

-$652K Unfunded

-652K Unfunded
Rapid Rehousing &
Rental Assistance
Programs
Grants $160K $160K $160K
Mobile Crisis
Response $390K General
Fund

-$390K Unfunded

-$390K Unfunded
Total Funded

Total Unfunded

$4.722M

-$1.89M
$1.21M

-$5.4M
$160K

-$6.5M
Page | 10
Mobile Crisis Response: Funding for this program will be exhausted on June 30, 2025. Council to determine the prioritization of this program.

Single Family Housing: The City has purchased 4 homes and has funding available to purchase two additional homes for permanent supportive housing. Staff recommends turning those homes over to a non-profit provider who specializes in this type of housing program to ensure the future long-term sustainability and success for the occupants.

El Rey Motel: Staff recommends finding a non-profit provider similar to the recommendation for the Private Homes, to eventually own and operate.

CEQA CONSIDERATION:

CALIFORNIA GOVERNMENT CODE §84308 APPLIES:

No.

STRATEGIC PLAN INITIATIVE:

This item is directly related to the City Council’s Strategic Goal for Housing/Affordable Housing:

Pursue housing options for residents of all income levels, including the unsheltered, that is safe and secure.

DEPARTMENTAL COORDINATION:

Staff from both Community Development and Administration departments coordinated efforts to complete this report.

FISCAL AND SUSTAINABILITY IMPACT:

There is no fiscal impact with receiving the report.

2025 Homeless
Response
Program
Update
May 27, 2025
City Council
Community
Development Dept.

Homeless Response
The City of Salinas is home to 50% of the County’s homeless population. In response to this pressing issue, the City has initiated various programs and services, including the
acquisition of properties to support unsheltered community members.

These initiatives are primarily funded through grants, with minimal reliance on the general fund.

As grant funding diminishes, the City faces the challenge of determining how to sustain or adapt these programs moving forward.
1182
1065
12401240
982
1220
2019 2022 2024
Homeless Population City of Salinas vs All Other
Cities/County
City of Salinas All Other Cities/County
Homeless
Response
2020 when the COVID Pandemic swept in, many pandemic-era safety nets were implemented through one-time
Federal Funds:
•American Rescue Plan Act (ARPA),
•Emergency Rental Assistance Program (ERAP),
•Emergency Solutions Grant-CV, and
•HOME-American Rescue Plan (HOME-ARP) along with the
State Funds
•Project Homekey, Roomkey,
•Encampment Resolution Fund (2),
•Family Homeless Challenge (2),
•Prohousing Incentive Program, and
•California Emergency Solutions & Housing grant (CESH)

HOMELESS RESPONSE - REVENUE
General Fund,
$8.4 Million, 11%
Federal & State,
$67.7 Million, 89%

REVENUES
$76.1 Million
Homeless Response – Expenditures

Homeless Response - Encumbrances
Administration,
$950K, 5%
Emergency Shelter,
$6.7 Million, 36%
Homeless Prevention,
$0, 0%
Rapid Re-Housing,
$3.6 Million, 20%
Street Outreach,
$3.3 Million, 18%
Housing Acquisition,
$3.7 Million, 20%

ENCUMBRANCES
$18.4 Million
Homeless
Response –
Programs &
Services
Street Outreach and Response (SORT)
Rapid Rehousing Programs
Downtown Streets Team
Homeless Encampment Response Team
Mobile Crisis Response Team
Emergency Shelter Services
Program & Services Outcomes
Program Description Clients
Served
Placed in Housing
Chinatown Navigation
Center
Emerg
ency Shelter (2020 to
Present) 753 137 PSH
Street Outreach Team
(SORT)
Outreach & Housing Navigation
services 742 97 PSH/110 Emerg. Shelter/35
reunified with family
Share Center Emergency Shelter (2021) 690 146 PSH
Downtown Streets Team Street outreach, housing navigation & street cleaning (2019) 223 77 PSH/6 reunified with family Rapid Rehousing Financial Assistance for housing 396 N/A Mobile Crisis Response Provides in person, non-law
enforcement response to persons
in behavioral crisis
834
Calendar Year 2024
Emergency Motel
Program
Emergency Shelter Program 63 18 PSH
Homeless Response -Permanent Supportive Housing
Permanent Supportive/Transition
Housing
# of
Units
Funding
Amount
Funding Source
Salinas Inn (Fairview) 45 $3.68 M Combinatio
n of multiple grants for
purchase. Future funding for rental
assistance is included ($1.18M)
Sanborn Inn 43 $1.3 M No city funding for purchase. Future funding for rental assistance ($1.3M)
Good Nite Inn 103 N/A N/A
El Rey Motel (transitional housing) 25 $3.64 M ARPA used to purchase.

Single Family Home- Completed 4 $2.83 M Family Homeless Challenge/ARPA Single Family Home – Pending 2 $2.8 M Family Homeless Challenge TOTAL UNITS 222 $14.3 M
Programs & Services – Funding Status
Program Funding
Source
FY25/26 Annual
Cost
FY25/26
Funding
FY26/27
Funding
FY27/28
Funding
Chinatown Navigation Center Grant & GF $2.3 M $760K
Funded thru Oct
-$1.54M Unfunded
-$2.3M Unfunded -$2.3M Unfunded
Street Outreach Team (SORT) Grants $1.3 M $1.3M Funded $1.05M Funded -$250K Unfunded -$1.3M Unfunded
SHARE Center Grant & GF $3.7 M
50/50 City/County $1.85M Funded -$1.85M
Unfunded -$1.85M Unfunded
Downtown Streets Team GF $652 K $652K Funded -$652K Unfunded -$652 K Unfunded Rapid Rehousing Grants $ 160K $160K $160K
Mobile Crisis Response GF $390 K -$390 K -$390 K -$390 K

TOTAL FUNDED

TOTAL UNFUNDED
$4.72M
-$1.89 M
$1.21 M
-$5.4 M
$160K
-$6.5M
Future of
Homeless
Programs &
Services in
Salinas
Utilizing a combination of one-time grant
funds and limited
general fund dollars, the
City has been able to implement the
homeless response programs.
 All of these programs are heavily
dependent upon
grant funding.
 With grant funding running out on most of
the programs and
services, the City will
need to determine what programs and
services it would like to continue and to
identify a funding source.

Program &
Services – Funding
Recommendations
Chinatown Navigation Center: Continued funding operations by the city is not recommended.

SHARE Center: Staff recommends continue funding FY26/27 and in the future by pursuing additional grant funding or look to shift other grant funding to continue SORT: Funding is available through FY26/27. Staff recommends the City prioritize this program for future funding.

Downtown Streets Team: Council direction requested for FY26/27 Mobile Crisis Response: Council direction requested for FY25/26 Single Family Housing: The City has purchased 4 homes and has funding available to purchase two additional homes for permanent supportive housing.

Staff recommends turning those homes over to a non-profit provider who specializes in this type of housing program to ensure the future long-term sustainability and success for the occupants.

El Rey Motel: Staff recommends finding a non-profit provider to eventually own and operate as a transitional housing facility.

Requested Council Direction

1. Provide staff direction on the city’s role in providing homeless services and programs

2. Determine which programs and services the city will continue to fund
Questions?

City of Salinas
Legislation Text
200 Lincoln Ave., Salinas,
CA 93901
www.cityofsalinas.org
File #: ID#25-196, Version: 1
Proposed Fiscal Year 2025-26 Operating and Capital Improvement Program Budgets Provide further direction to staff regarding the Proposed Fiscal Year 2025-26 Operating and Capital Improvement Program Budgets.

City of Salinas Printed on 5/22/2025Page 1 of 1
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CITY OF SALINAS

COUNCIL STAFF REPORT

DATE: MAY 27, 2025
DEPARTMENT: FINANCE
FROM: RENE MENDEZ, CITY MANAGER

BY: SELINA ANDREWS, FINANCE DIRECTOR

ABE PEDROZA, ACTING ASSISTANT FINANCE DIRECTOR

DEPARTMENT DIRECTORS

TITLE: PROPOSED FISCAL YEAR 2025-26 OPERATING AND CAPITAL

IMPROVEMENT PROGRAM BUDGETS

RECOMMENDED MOTION:

Staff recommends the City Council conduct a public hearing on the City of Salinas FY 2025-26 Proposed Operating and Capital Budget & Capital Improvement Program for FY 2026-27 – FY 2030-31 and further recommends the City Council:

1. Provide Direction on the Proposed Operating Budget; and

2. Provide Direction on the Proposed Capital Budget for F Y 2025-26 and FY 2026-27 – FY 2030-31 Capital Improvement Program.

EXECUTIVE SUMMARY:

The FY 2025-26 Proposed Operating and Capital Improvement Program Budgets and FY 2026- 27 – FY 2030-31 Capital Improvement Program plan were made available to City Council on May 22, 2025.

BACKGROUND

Each year, between December and June, the City undertakes an extensive process to prepare the fiscal year budget which is effective July 1. This comprehensive budget development effort includes evaluating and determining the key components identified below.

 Budget Guidelines and Timeline: Establish initial guidance and expectations for departments along with a structured calendar of budget development and approval activities.

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 Revenue Projections: Forecast anticipated revenues utilizing his torical data trends, economic indicators, and analysis from external revenue consultants.  Personnel Costs: Project salary, wage adjustments, benefits, and pension obligations for current and proposed staffing levels.
 Setting Strategic Priorities: Identify and reaffirm strategic priorities, providing foundational guidance to shape budget formulation and resource allocation.  Operating and Capital Expenditures: Assess and prioritize operational necessities and capital improvement projects, balancing immediate needs and long-term investments.  Budget Balancing Strategies: Develop strategies to align expenditures with available resources, actively addressing any structural budget deficits through targeted reductions or revenue enhancements.
 Public Input: Engage the community through transparent outreach efforts to gather and incorporate feedback into the budget development process.  Budget Approval: Finalize and present the recommended budget for City Council consideration and adoption.

In May 2025, City Council finalized and approved a Strategic Plan, which includes a set of 6 priorities and are listed as follows: 1) Economic Development, 2) Housing, 3) Infrastructure, 4) City Services, 5) Public Safety, and 6) investing in programs for our Youth and Seniors.

In February 2025, the Finance Committee and City Council reviewed the City’s Financial Forecast and discussed projected financial conditions and emerging fiscal challenges. These efforts are designed to enhance the City’s strategic approach to understanding current financial conditions, addressing ongoing structural budget deficits, and projecting the revenue and expenditure needs for future development.

On May 22, 2025, the Proposed FY 2025-26 Operating and Capital Budg ets were posted to the City’s website, and the links (listed below) were provided to the City Council.

Proposed Operating Budget:

FY 2025-2026 Budget - City of Salinas

Proposed Capital Budget:
fy-25-26-proposed-cip-budget.pdf

Today’s meeting is intended for City Council to provide direction to staff on the proposed operating budget and the proposed capital budget.

Fiscal Year 2024-25 Projected Available General Fund Balance

Although it is expected that the City will end the current fiscal year with an operating fund balance greater than budgeted, it is important to note the carryover balance is the primary funding source for key organizational needs, such as limited -term expenditures, maintaining (or enhancing) reserve levels, funding one-time capital projects, and contributions towards unfunded liabilities.

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The estimated available carryover balance is recommended to be used in FY25-26 as follows:

Total Estimated Fund Balance Available as of June 30, 2025* $ 3,180,517

Revenues and Transfers In 184,218,800
Completed Projects & OPEB Reserve 2,616,146

Recommended Allocations:

Economic Contingency Reserve (1,332,690)
Emergency Operations (911) (3,985,000)
Animal Shelter JPA (2,892,000)
General Liability Insurances (7,992,000)
Debt Service (10,416,800)
Other Operating Transfers (3,750,000)
Capital Projects (1,000,000)
Infrastructure Maintenance Reserve (340,000)
Facilities Maintenance Reserve (434,000)
Salaries & Benefits (125,913,593)
Supplies & Services (28,627,632)
Total Recommended Allocations (186,683,715)

Estimated Remaining Fund Balance Available as of June 30, 2026 $ 3,331,749

*Final amount determined will be in the Adopted Budget.

Typically, revenues minus expenditures and any respective transfers in and out of the General Fund result in a net increase to the bottom line of the fund. This is referred to as the fund balance.

For demonstration purposes, the fund balance acts like a savings account where the money carries over from one year to the next. The money that goes into this savings account is revenue beyond what was projected and unexpended budget for any given year . Alternatively, expended budget beyond what was adopted comes out of the savings account, therefore reducing the fund balance.

The FY 2025-26 General Fund Budget programs total revenues including transfers in of $184,218,800 and expenditures including transfers out of $184,577,025. The difference between the total revenues and expenditures is the allocation to maintain the 12% Economic Con tingency Reserve, approved by City Council, in addition to other reserve allocations. The Budget does not include new programs; however, it does maintain existing service with modest staffing adjustments. This budget also provides for limited, continued st rategic 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.

As shown below, th e proposed FY 2025-26 City-wide Budget is $275,277,037 of which the General Fund, Measure E, and Measure G total $183,577,025 and the Other Funds amount to $70,648,715, which include special revenue funds, internal services, enterprise operations, assessment & maintenance districts, grants, agencies, and debt service. This excludes transfers out Page | 4
to the Capital Improvement Program (CIP). Lastly, the FY 2025-26 Capital Improvement Program budget is programmed at $21,051,297. Note, however, that CIP work conti nues on projects at various stages of completion in both the American Rescue Plan Act (ARPA), as well as carryover projects from prior years. Since the funding for those projects has already been appropriated, it is not included in this year’s budget requests.

FY 2025-26 Proposed Budget – All Funds

Operating Budget FY 2025-26
Proposed
General Funds $ 183,577,025
Other Funds 70,648,715
Total Operating Budget 254,225,740
Capital Budget 21,051,297
Total City Budget $ 275,277,037

Proposed Budget Highlights
The FY 2025-26 Proposed Budget of $275.3 million reflects an increase of 6.0% ($15.5 million) compared to the FY 2024 -25 Adopted Budget of $259.8 million, driven by a 7.3% increase in General Fund operating expense, a 4.4% increase in Other Funds operating expenses, a 15.5% increase in the City's Capital Improvement Program while offset by a 5.4% increase in projected revenues. This increase in capital spending is due to the continued investment in the City’s infrastructure specifically in Safe Routes to Sc hools Improvements, Street Preventative Maintenance, and Sidewalk Improvements. Funding for the Capital Budget of $21.1 million supplements $117.1 million in carryover from FY 2024 -25 to FY 2025 -26 to continue work on ongoing projects. This budget recommen ds staffing levels increases by 3.0 FTE for a total authorized staffing of 655.50 FTE in FY 2025-26. Additional staffing recommended will support City Council priorities to increase the quality of services across the City, expand programs such as Permit Se rvices to increase its effectiveness and restructure the Airport and Economic Development Divisions to advance programming needs while preparing for future growth.

Additional Budget Considerations
While not programmed in this budget, staff would like to di scuss and receive feedback on additional recommendations for inclusion in the FY 2025-26 Adopted Budget.

Fire Department – The addition of 1.0 FTE Deputy Fire Marshall is expected to be offset with additional revenue resulting from the Monterey County Hazardous Response Team reimbursement.

Police Department – The addition of 2.0 FTE (Community Outreach Specialist and Administrative Analyst) Limited- Term positions changes to reflect them in the Police Department as permanent positions.

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Community Development – Staff anticipates additional capacity will be needed to support the increased workload to include additional plan reviews resulting from development in the future growth area and seeks input from City Council on this matter.

Rental Assistance – The Proposed Budget includes $200,000 for a rental assistance program however, staff will be recommending the addition of another $300,000 to provide more capacity based on Council direction and discussions around housing. The total amount of $500,000 will be programmed in the Adopted Budget . Staff continues to work on the development and guidelines for a rental assistance program that will produce a responsible, effective, and equitable distribution of funds to those requiring financial assistance.

Additional Investment in Capital Improvement Projects – Transportation Funds While not included in the Proposed Budget, staff is formulating a plan for the use of fund balance for the various transportation funds and is recommending the following:
$1.0 million to sidewalks (CIP 9720) – Allows for expansion of the annual sidewalk repair program throughout the City and would continue to address uneven sidewalks. $1.0 million to A mericans with Disabilities Act (A DA) curb ramps (CIP 9618) - Federal regulations require improvement of ADA ramps in order to perform pavement improvements. This additional funding would construct an additional 90-100 curb ramps throughout the City where none currently exist.
$2.0 million to Boronda Road Ph 2A and 2B (CIP 9510) - The project environmental phase (CEQA & NEPA) has been completed for Phases 1, 2A and 2B (McKinnon, El Dorado and Natividad, respectively). Environmental clearances are require d to analyze any environmental impact a project may have at both the state (CEQA) and federal (NEPA) levels. Phase 1, McKinnon intersection, is currently under construction. Phase 2A, El Dorado Intersection , requires $1.4 million for design. Phase 2B, Natividad, requires $600,000 to complete environmental mitigation. $6.0 million to Abbott S treet (CIP 9981) - Preliminary pavement testing has been completed.

Funding would allow for in-house design and construction of the project. Abbott Street is included in years 2 and 5 of the 5-Year Pavement Preservation Street List. The current funding for CIP 9981 is insufficient to complete Year 2 projects (FY 2025-26). This funding would allow Abbott Street to be completed as part of the FY 2025-26 improvements.

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The below table identifies the FY 2025-26 estimated fund balance for Gas Tax, Measure X, and State Bill 1 – Road Repair & Accountability Act (SB1).

Gas Tax Measure X SB1 Total
Estimated Fund Balance at June 30, 2025* 2,587,624$ 9,298,683$ 3,125,759$ 15,012,066$ Revenue 4,715,400 6,021,700 4,387,000 15,124,100
Transfer Out General Fund (2,095,000) - - (2,095,000) Transfer Out Storm Sewer (NPDES) (170,000) - - (170,000) Measure X Bonds Debt Service - (2,340,100) - (2,340,100) Projects:

ADA Traffic Signal Upgrades (50,000) - - (50,000) Alisal Airport Multi-Use Trail - (50,000) - (50,000) Annual Pavement & Sidewalk Maintenance (175,000) - (1,500,000) (1,675,000) Asset Management CCTV (58,000) - - (58,000) Bicycle Lane Installations (25,000) - - (25,000) Boronda Rd Congestion Relief (100,000) (500,000) - (600,000) Bridge Maintenance Program - (50,000) - (50,000) Congestion Management Agency (55,000) - - (55,000) Geographic Information Systems - (35,000) - (35,000) John Street/William Rd Safe Routes to School (250,000) (250,000) - (500,000) No Parking/Street Sweeping Signage Program - (400,000) - (400,000) Pedestrian Safety Improvements (20,000) (250,000) - (270,000) San Juan Grade Rd Sidewalk & Streetlights - (7,000) - (7,000) Santa Rita Storm Channel - (50,000) - (50,000) Sidewalk & Drainage Improvements - (750,000) - (750,000) Storm Sewer Drainage Repairs (58,000) (58,000) - (116,000) Street Median Landscaping (50,000) - - (50,000) Street Preventative Maintenance Program (500,000) (2,500,000) (2,500,000) (5,500,000) Streetlight Installation - (500,000) - (500,000) Striping & Signing Improvements - - (300,000) (300,000) Traffic Calming Improvements - (200,000) - (200,000) Traffic Signal Installations & Upgrades (570,000) - - (570,000) Williams Rd Streetscape & Safety Improvements - (250,000) - (250,000) Williams Road UD (150,000) - - (150,000) Total Recommded Allocations (4,326,000) (8,190,100) (4,300,000) (16,816,100) Estimated Ending Fund Balance at June 30, 2026 2,977,024$ 7,130,283$ 3,212,759$ 13,320,066$

*Final amount determined will be in the Adopted Budget.

Conclusion
With significant uncertainties ahead, the FY 2025 -26 Proposed Budget provides the Council and the community a sense of fiscal discipline and precaution as we look towards 2026. This budget invests in community needs and prioritizes enhancing City services that the residents expect Page | 7
through balanced conservative fiscal strategies. This budget makes progress towards addressing Council's 2025 Priorities and priority objectives. It focuses on maintaining services and financial stability. Concurrently, staff is p roactively planning reserves, enhancing City services and developing contingency plans. Staff looks forward to the budget conversations with City Council.

CEQA CONSIDERATION:

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

In addition, CEQA Guidelines Section 15061 includes the general rule that CEQA applies only to activities which have the potential for causing a si gnificant effect on the environment. Where it can be seen with certainty that there is no possibility that the activity in question may have a significant effect on the environment, the activity is not subject to CEQA. Because the proposed action and this matter have no potential to cause any effect on the environment, or because it falls within a category of activities excluded as projects pursuant to CEQA Guidelines section 15378, this matter is not a project. Because the matter does not cause a direct or foreseeable indirect physical change on or in the environment, this matter is not a project. Any subsequent discretionary projects resulting from this action will be assessed for CEQA applicability.

CALIFORNIA GOVERNMENT CODE §84308 APPLIES:

No.

STRATEGIC PLAN INITIATIVE:

Development and adoption of the annual Operating and Capital Improvement Budgets achieves the Council 2025 Strategic Goal of City Services.

DEPARTMENTAL COORDINATION:

This staff report was coordinated with the City Manager, City Attorney, and Finance.

FISCAL AND SUSTAINABILITY IMPACT:

As presented, the City’s Proposed Operating and Capital Budgets total $275,277,037.

Fund

Appropriation

Appropriation
Name
Total
Appropriation
Amount for
recommendation
FY 24-25
Operating
Budget Page
Last Budget
Action (Date,
Resolution)
n/a n/a n/a n/a n/a n/a n/a

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ATTACHMENTS:

Proposed Fiscal Year 2025-26 Operating Budget
Proposed Fiscal Year 2025/26 – 2030/31 Capital Improvement Program Budget Budget in Brief

CITY OF SALINAS

PROPOSED OPERATING BUDGET
FISCAL YEAR 2025-26

City of Salinas
Proposed Operating Budget
Fiscal Year 2025-26
Denn
is Donohue
Mayor
Jos
e Luis Barajas Tony Barrera Margaret D’Arrigo
Councilmember Councilmember Councilmember
District 1 District 2 District 3
Gl
oria De La Rosa Andrew Sandoval Aurelio Salazar
Councilmember Councilmember Councilmember
District 4 District 5 District 6
Chr
istopher A. Callihan René Mendez Lisa Murphy
City Attorney City Manager Assistant City Manager
Pat
ricia Barajas Selina Andrews
City Clerk Finance Director
Kr
istan Lundquist Lisa Brinton
Library and Community Services Director Community Development Director Mari
na Horta-Gallegos David Jacobs
Human Resources Director Public Works Director
Car
los Acosta Samuel Klemek
Police Chief Fire Chief
3 City of Salinas
Organizational Chart
City Attorney City Manager
Administration Finance Fire Public Works Police Library & Community Services Community Development Human Resources Administration Support Accounting Administration Administration Administration Administration Administration Employee Benefits Airport Administration Emergency Medical Services Engineering & Transportation Evidence & Property Library Services Advance Planning & Project Implementation Labor Relations City Clerk Budget Hazardous Material Control Environmental Maintenance Field Operations Parks & Recreation Code Enforcement Personnel Actions Community Relations Information Technology Prevention Geographic Information Systems Investigations Youth Services & Community Engagement Current Planning Recruitment Economic Development Purchasing Suppression Maintenance Services Homeless Services Training & Development Revenue & Licensing Training Personnel & Training Housing & Community Development Vehicle Maintenance Records Permit Services
Special Operations
Support Services
Technical Services
Traffic
Violence Suppression Task Force
City Council
4 Table of Contents

LIST OF PRINCIPAL OFFICIALS ............................................................................................... 3

CITY OF SALINAS ORGANIZATIONAL CHART ........................................................................ 4

TABLE OF CONTENTS .............................................................................................................. 5

LETTER OF TRANSMITTAL ....................................................................................................... 9

COMMUNITY PROFILE ............................................................................................................ 21

THE BUDGET PROCESS AND DOCUMENT ........................................................................... 25

SUMMARIES & SCHEDULES
Fund Balances and Budget Summary ................................................................ 29 Transfers In and Transfers Out .......................................................................... 32 Revenues & Expenditures by Fund Type ........................................................... 36 Revenues & Transfers In – All Funds ................................................................. 42 Expenditures & Transfers Out – All Funds ......................................................... 44 Administrative Overhead Rates .......................................................................... 46 City-Wide Workforce Summary .......................................................................... 47 City-Wide Workforce Detail ................................................................................ 48

MEASURE E FUND .................................................................................................................. 55

MEASURE G FUND.................................................................................................................. 59

GENERAL GOVERNMENT SERVICES

Administration
Programs and Services ................................................................................ 63 Department Budget Summary ...................................................................... 64 Performance Measures ................................................................................ 68 Department Position Detail ........................................................................... 69 Organizational Chart .................................................................................... 70

City Attorney
Programs and Services ................................................................................ 71 Department Budget Summary ...................................................................... 72 Performance Measures ................................................................................ 76 Department Position Detail ........................................................................... 77 Organizational Chart .................................................................................... 78

City Council
Programs and Services ................................................................................ 79 Strategic Plan ............................................................................................... 79 Department Budget Summary ...................................................................... 86 Depar
tment Position Detail ........................................................................... 87 Organizational Chart .................................................................................... 88

5 Table of Contents

Community Development
Programs and Services ................................................................................ 89 Department Budget Summary ...................................................................... 91 Performance Measures ................................................................................ 97 Department Position Detail ......................................................................... 101 Organizational Chart .................................................................................. 1 02

Finance
Programs and Services .............................................................................. 103 Department Budget Summary .................................................................... 105 Performance Measures .............................................................................. 110 Department Position Detail ......................................................................... 112 Organizational Chart .................................................................................. 1 13

Fire
Programs and Services .............................................................................. 115 Department Budget Summary .................................................................... 116 Performance Measures .............................................................................. 122 Department Position Detail ......................................................................... 125 Organizational Chart .................................................................................. 1 26

Human Resources
Programs and Services .............................................................................. 127 Department Budget Summary .................................................................... 128 Performance Measures .............................................................................. 131 Department Position Detail ......................................................................... 132 Organizational Chart .................................................................................. 1 33

Library and Community Services
Programs and Services .............................................................................. 135 Department Budget Summary .................................................................... 136 Performance Measures .............................................................................. 142 Department Position Detail ......................................................................... 152 Organizational Chart .................................................................................. 1 53

Non-Departmental
Programs and Services .............................................................................. 155 Budget Summary ....................................................................................... 1 57

Po
lice
Programs and Services .............................................................................. 161 Department Budget Summary .................................................................... 163 Performance Measures .............................................................................. 168 Department Position Detail ......................................................................... 172 Organizational Chart .................................................................................. 1 73

6 Table of Contents
Publ ic Works
Programs and Services .............................................................................. 175 Department Budget Summary .................................................................... 178 Performance Measures .............................................................................. 186 Department Position Detail ......................................................................... 196 Organizational Chart .................................................................................. 1 98 APPEND
IX
Budget Resolution ............................................................................................ 199 Appropriations Limit ......................................................................................... 200 Financial Policies ............................................................................................. 201 Glossary (Budget Terminology) ........................................................................ 203 7 (This page intentionally left blank)
8 May 27, 2025

Honorable Mayor and City Council of the City of Salinas:

I am pleased to present the Fiscal Year (FY) 2025-26 Proposed Operating Budget. This proposed budget represents the commitments made by Council to provide the highest level of services while reflecting the need to manage spending carefully and prepare for a range of economic conditions. The City’s total budget is $275,277,037. The City’s General Fund budget of $184,577,025 further invests in high- quality services for the community and advances City Council priorities.

Reflecting on Key Milestones
Salinas has made significant strides in continuing to invest in community needs such as public safety, pedestrian safety, traffic congestion, playground/park improvements, pavement improvements, libraries , and regional stormwater supply improvements .

Enhanced customer service and professional development has also been prioritized. Ongoing projects include additional Citywide roads and sidewalk improvements and the construction of the Hebbron facility. City Council also approved a conveyance a greement between the Big Sur Land Trust and the City of Salinas to transfer approximately 73 acres identified as the Carr Lake Park Project/Ensen Park for the purpose of public park use and management.

This coming year, a renewed focus will be placed on economic development, staff will progress with major sanitary sewer infrastructure investments, increase the amount of road and sidewalk repairs, move forward the Chinatown revitalization, Alisal Vibrancy Plan/Marketplace, and Vision Salinas, complete Fire Station 1 renovations, enhance City services, and prioritize Citywide broadband initiatives and technology upgrades.

Preparing for the Salinas of Tomorrow
The proposed budget balances continued positive momentum against unknowns that could impact the City's fiscal health such as economic uncertainty, tariffs, inflation, supply chain interruptions and Federal spending reductions, requiring that the City strategically prepare to adapt as needed.

Through past challenges such as the pandemic, stagflation, economic uncertainty, and weather-related events, the City and community has adjusted and focused on advancing priorities and addressing changing community needs. This budget preserves valued services including but not limited to economic development, public safety, community services, community development, libraries and parks. Generational investments in wastewater infrastructure, Citywide broadband initiatives, and preparing for future growth continue as key initiatives.
9 The FY 2025-26 Proposed Budget reflects budget balancing strategies and the use of one - time funds. Through this budget process, the City will need to reconcile service levels to actual revenues. We expect to continue facing deficits with our current Financial Forecast ranging from $1.8 million in FY 2026-27 to $45.0 million in FY 2030-31 without Measure G. To put it in perspective , if Measure G is not extended that would equate to a reduction of approximately 37.8%. Should Measure G be renewed, the projected deficit in FY 2030- 31 is $5.7 million.

A conservative approach to ongoing costs is needed to ensure that current one-time surpluses are managed in a way that will not exacerbate future deficits and allow flexibility to revisit how the City provides services, as needed. With this approach in mind, the budget limits ongoing spending, sets aside reserves, fully funds anticipated legal liabilities, and maintains proactive investment in long-term liabilities. Moreover, the City maintains its vacancy rate at 5% to align with historical vacancies. Staff will closely monitor expenditures throughout the year and bring recommendations to Council, as appropriate, and develop contingency plans in preparation for FY 2026-27.

Additionally, the City will need to start planning for the potential extension of Measure G either later in the year or in the coming year as there will be two opportunities for the City to prepare for the potential renewal – one in 2026 and another in 2028. A feasibility study will need to be coordinated to help evaluate voters’ interest regarding the measure. It will be critical to identify what Measure G has accomplished and what it will continue to accomplish. Alternatively, should there not be support to renew the measure, staff will need to start developing a plan for the loss of revenue which will include a reduction in personnel.

This includes reviewing City services, programs, and staffing. Thoughtful planning and preparation will need to be prioritized in the near-term.

Another major contributing factor in preparing for the Salinas of tomorrow is recognizing the development in the future growth area and the Amazon facility that is currently under construction. The Amazon facility is expected to be completed in the fall of 2026 and could start generating revenue as early as FY 2026-27. A conservative revenue forecast for the fulfillment center is included in the financial forecast that was published in the FY 2024-25 Mid-Year review. It is more difficult to project revenue for future development until construction begins therefore, the financial forecast did not reflect revenue growth for future developments. We will continue to monitor and adjust our financial forecast to reflect any new activity in the FY 2025-26 Mid-Year Report.

Although there is much to look forward to in the near -term, it is important to manage spending carefully and prepare for a range of economic conditions.

City Council Priorities
The proposed budget advances the City Council's priorities and objectives by investing in key actionable and time bound efforts that deliver community services, look toward the future by addressing critical needs in the areas of customer service, infrastructure, and community health and safety. In May of this year, the City Council finalized the following priorities: Economic Development, Housing, Infrastructure, City Services, and Public Safety. The continuation and development of many objectives provide the foundation for the 10 budget strategies contained in the FY 2025-26 Proposed Budget. 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, prudent fiscal management, and planning for the future.

Budget Process & Community Outreach
The FY 2025-26 budget process began in December upon the release of an online budget survey and continued through the spring with a community budget meeting and “pop-ups” where staff engaged residents in discussions about the budget and City services.

Additionally, through regularly held public meetings, the community has provided public comment relating to the budget.

Fiscal and Economic Updates
Fiscal Outlook
This proposed Budget continues to reflect i nvestment in long- term service delivery and capital improvement while mitigating risk, through conservative fiscal strategies such as a prudent Budget S tabilization fund. Providing stability for the community and C ity organization remains a priority as we navigate financial forecasting in this environment.

Staff remains cautious and recommend s limited new investments. To help mitigate risks, this budget incorporates the development of a Budget Stabilization fund with a target of $1.0 million. This fund is as a prudent measure to maintain the City’s fiscal stability in case unforeseen events reduce revenue or create obligations that significantly impact the current- year budget. Examples of such events include significant infrastructure repairs, a downturn in the economy, or actions taken by another governmenta l agency that reduce revenues and/or increase expenses for the City.

In recent years, Council has proactively increased reserves from 8% to 12% of the General Fund and invested in a 115 Trust to provide bridge funding for community services in subsequent years. The FY 2025- 26 budget relies on $3.2 million estimated Fund Balance from the General Fund as a one- time resource to address future deficits projected in the Financial Forecast and to potentially address short-term Council priorities

Also, the FY 2025-26 proposed budget includes the City Council's direction for prioritization of enhancing City Services, public safety, and infrastructure specifically, the repair of roads and sidewalks, which aligns with the voter approved Measure G . The use of one -time funding and reserves supports near-term funding priorities, and preparation of contingency plans will enable adaptation in anticipation of an extended economic recovery.

Economic Outlook
Until recently, the national economy had been performing well and had been on a strong trajectory. The labor market was strong, with unemployment near all -time lows and Gross Domestic Product (GDP), a key measure of a country’s economic output and growth, had been running above its long- term trend. In addition, the various stock exchanges and stock market indices (NYSE, Nasdaq, S&P 500) were setting records on a regular basis. Over the past few months, a government shutdown has been averted; significant tariffs on most 11 trading partners have been implemented, rescinded, delayed, and lowered in some instances; and multiple federal agencies and staff positions have been eliminated or drastically reduced.

As a result, the nation is currently facing significant challenges and uncertainties. Persistent inflation above the Federal Reserve’s 2% target, and potential compounding effects as it relates to tariffs, remains a dominant concern, with consumer prices remaining elevated amid continued supply chain disruptions and elevated geopolitical te nsions. While inflation has come down a great deal over the past two and a half years, the Federal Reserve’s target rate of 2.0% has not been reached, and currently sits at 2.3%. If inflation continues to be slow to return to the target rate of 2.0%, the Federal Reserve may maintain higher interest rates, which would negatively impact business and consumer spending, further hampering economic activity. A result of high inflation is the erosion of purchasing power by consumers and businesses, which makes it more difficult for consumers and businesses to make financial decisions. The Federal Reserve’s vigilant stance on monetary policy underscores the urgency of addressing inflationary pressures while striving to maintain economic stability.

As shown in the chart below, annual inflation hit a peak of 9.1% in June 2022 and has declined to 2.3% in April 2025. Inflation has been relatively stable for nearly the last 24 months.

Source: U.S. Bureau of Labor Statistics

Economic uncertainty will continue to persist until there’s greater clarity in fiscal policy and the financial markets. As discussed previously, GDP is a way to measure a country’s economic output and growth and is comprised of consumer spending, business investments, government spending, and net exports (exports minus imports). Even if only one of the components of GDP decrease while the others remain unchanged, the national economy will experience slower growth.

2.5%

0.1%

9.1%

2.3%
Annual Inflation Rates
12 Uncertainty can lead to slower economic growth as businesses and consumers delay spending and investment, including:

• When consumers are uncertain about their future income or job security, they may be less likely to make large purchases or take on new or additional debt. As a result, consumer spending decreases, which has a negative impact on GDP.

• Uncertainty can cause businesses to pause on making long-term financial decisions, such as hiring, investing in capital items, or expanding operations. As a result, a reduction in business spending occurs, which has a negative impact on GDP.

In addition to consumer and business spending as government spending decreases due to cuts to federal departments and subsequent federal layoffs, the potential for a contraction in economic activity increases, potentially lowering GDP, and increasing unemployment both nationally and locally.

Federal Funding

Another economic concern, and one that directly impacts the City and funding for public services, is the potential reduction or elimination of federal awards and grants to local agencies. The federal administration initially instituted a freeze on federal grant funds to recipients. Even though the freeze was paused, there is potential for future freezing of federal funding that could negatively impact the City’s finances. At the close of Fiscal Year 2023- 24, the City had $1.5 million in grants awarded and not yet reimbursed/ received. This includes $897,906 from the CDBG Improvement Program, $143,355 from the Emergency Shelter Program, $21,639 from the Assistance to Firefighters Grant, $160,448 from the HOME Investment Program, $236,888 from the US Department of Justice, and $52,000 from the Federal Aviation Administration. Currently, the City has a $7.4 million outstanding FEMA claim for repairs at the Industrial Wastewater Treatment Facility.

On May 2, 2025, the Administration released its FY26 “skinny” Budget. The budget reflects the Trump Administration’s priorities to dramatically reduce non -defense discretionary spending, increase military and border security funding, and eliminate programs deemed ideologically driven or misaligned with “America First” principles.

Like other Administration Budget requests, this request is merely the beginning of the process and Congress will ultimately determine funding levels for non-defense discretionary programs. With the support of the City’s federal lobbyist, staff will continue to monitor any potential changes to these programs and other potential impacts coming out of Washington.

State of California

On January 10, 2025, Governor Newsom’s administration presented its proposed state budget to the California Legislature. The Governor's proposed budget for California for Fiscal Year 2025-26 remains largely balanced, with some small differences in revenue and spending estimates compared to earlier projections. The budget includes a mix of short-term 13 savings and new spending proposals, but results in a decline of $3.8 billion in the balance of the Special Fund for Economic Uncertainties, from a projected balance at June 30, 2025 of $8.3 billion to $4.5 billion at June 30, 2026. While the revenue estima tes are reasonable, there are concerns about their sustainability, particularly due to a reliance on personal income tax largely driven by stock market performance rather than broader economic improvements.

The state’s revenue projections reflect an economic outlook that expects moderate growth to continue in the near term, however, the Governor cautions that federal policies on tariffs, international trade, and immigration would increase inflationary pressure on the economy, which would dampen economic growth and reduce state revenues. In addition, federal cuts to programs, particularly health car e, would threaten the well -being of millions of Californians and would significantly reduce federal funding that flows to California.

The Legislative Analyst’s Office (LAO) points out several reasons for the fiscal challenges currently facing the state:

• Revenues have not caught up to expenditures.
• Expenditure growth exceeds estimated revenue growth; an issue the City of Salinas is also facing.
• The budget is currently balanced, but only because the Legislature took significant actions last year – nearly all of which involved one-time uses of funds.

The Governor has shown interest in changing the state’s reserve policies, which would ultimately provide higher reserve levels being available when responding to downturns or other emergencies, which ultimately would have a positive impact on the state’s f iscal strength. The LAO cautions that the initial steps taken by the Governor are reasonable, but additional changes are warranted.

On May 14
th, the Governor released the May Revision. The May Revision provides an update of revenues, expenditures, and reserve estimates based upon the latest economic forecast and changes in statistical data and now projects a shortfall of $ 12 billion. This includes a projected $11 billion loss in revenue as a result of international tariffs, which are projected to slow the economy and weaken state revenues in Fiscal Year 2025-26.

Personal income tax represents 61.3% of all General Fund revenues of the state, and just

1.0% of California’s total tax returns were responsible for nearly 39% of all the personal income tax paid by residents. This small share of Californians earns a significant proportion of their income from stock-based compensation and capital gains, which make their income, and the tax revenue it generates, significantly more volatile and subject to swings in the financial markets.

As the administration plans for possible future state budget deficits coming to fruition, City Finance staff will be monitoring the state’s financial condition and potential impacts on local revenues. It is expected that the state could have fewer tools available in the future to address these shortfalls, resulting in more pressure on the Legislature to look for creative ways to generate revenue or reduce expenditures, which could impact local government budgets. 14 In addition to the potential short -term issues facing the state budget, long- term structural downside risks to the state economy and budget continue, including climate change and more frequent extreme weather events, such as wildfires, drought, and floods, the challenges of an aging population, declining migration inflows, ongoing stock market volatility, high housing and living costs, and potentially worsening income inequality.

Local

The local economy is showing signs of slowing. While the City’s major revenues have generally remained consistent and have benefited from inflation as well as the increase in interest rates, there is slowing or minimal growth in the City’s major revenue sources. Local economic indicators continue to project stable revenues, but slower -paced growth is anticipated in the future. Uncertainty with inflation, interest rates, national and state economic policies, and geopolitical conflicts all contribute to the projecte d slower-paced growth.

The labor market and the resulting unemployment rate appear to have normalized or become steady and conditions. The unemployment rate surged in early 2020 when the pandemic first took hold, resulting in an economy shutdown. Since that time, the unemployment rate has returned to its cyclical norms although not fully recovered.

Fewer employees working in the City not only impacts the local sales tax revenue generated but also negatively impacts the City’s business license tax revenue, as some industries’ tax is based on the “headcount” of employees, or the number of people employed by each business.

The chart below reflects Salinas’ labor force seasonality of the agriculture industry through the first month of 2025.

Source: Bureau of Labor Statistics

10.2%

19.5%

7.4%

12.9%

5.6%

9.9%

3.9%

10.2%

4.7%

11.2%

5.3%

10.1%

0.0%

5.0%

10.0%

15.0%

20.0%
Jan-20
Apr-20
Jul-20
Oct-20
Jan-21
Apr-21
Jul-21
Oct-21
Jan-22
Apr-22
Jul-22
Oct-22
Jan-23
Apr-23
Jul-23
Oct-23
Jan-24
Apr-24
Jul-24
Oct-24
Jan-25
Salinas Unemplyment Rate
15 According to HdL Coren & Cone, the average home price (as of January 1, 2025) in Salinas is $671,339 million, down 6.7% from a year ago.

The above statistic demonstrates a softening of the housing market in Salinas. While the City benefits financially from revenues gained through sales taxes and property taxes , recent inflationary pressures increase the costs for goods and services purchased by the City.

Budget Development
The FY 2025-26 General Fund Budget programs total revenues including transfers in of $184,218,800 and expenditures including transfers out of $184,577,025. The difference between the total revenues and expenditures is the allocation to maintain the 12% Economic Contingency Reserve, approved by City Council , in addition to other reserve allocations .

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.

As shown below, the proposed FY 2025- 26 Budget is $275,277,037 of which the General Fund, Measure E, and Measure G total $183,577,025 and the Other Funds amount to $70,648,715, excluding transfer out to Capital Improvement Program (CIP) which include special revenue funds, internal services, enterprise operations, assessment & maintenance districts, grants, agencies, and debt service. Lastly, the FY 2025- 26 Capital Improvement Program budget is programmed at $21,051,297. Note, however, that CIP work continues on projects at various stages of completion in both the Am erican Rescue Plan Act (ARPA), as well as carryover projects from prior years. Since the funding for those projects has already been appropriated, it is not included in this year’s budget requests.

FY 2025-26 Proposed Budget – All Funds

Operating Budget FY 2024-25
Adopted
FY 2025-26
Proposed
%
Change
General Funds $ 172,971,278 $ 183,577,025 6%
Other Funds 68,547,674 70,648,715 3%
Total Operating Budget 241,518,952 254,225,740 5% Capital Budget 18,234,000 21,051,297 15%
Total City Budget $ 259,752,952 $ 275,277,037 6%

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 compris es 68.2% of budgeted General Fund expenditures for FY 2025-26.

16 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 is the creation of unfunded pension liability and Other Post - Employment Benefits (OPEB) obligations for the City.

Proposed Budget Highlights
The FY 2025-26 Proposed Budget of $275.3 million reflects an increase of 6.0% ($15.5 million) compared to the FY 2024-25 Adopted Budget of $259.8 million, driven by a 7.3% increase in General Fund operating expense, a 4.4% increase in Other Funds operating expenses, a 15.5% in the City's Capital Improvement Program while offset by a 5.4% increase in projected revenues . This increase in capital spending is due to the continued investment in the City’s infrastructure specifically in Safe Routes to Schools Improvements, Street Preventative Maintenance, and Sidewalk Improvements . Funding for the Capital Budget of $21.1 million supplements $117.1 million in carryover from FY 2024- 25 to FY 2025-26 to continue work on ongoing projects. This budget recommends staffing levels increases by 3.0 FTE for a total authorized staffing of 655.50 FTE in FY 2025-26. Additional staffing recommended will support City Council priorities to increase the quality of services across the City, expand programs such as Permit Services to increase its effectiveness and restructure the Airport and Economic Development Divisions to advance programming needs while preparing for future growth.

Operating Budget Recommendations by City Service Area
In FY 2025-26, staffing levels increased by 3.0 FTE for a total authorized staffing of 655.5 FTE. The FY 2025-26 budget includes Permit Services enhancements, increases capacity for multiple departments, and realigns priorities while balancing financial stability.

Police: 1.0 FTE Management Analyst position is included to increase capacity within the areas of financial reporting, grant management, purchasing, policy, procedural analysis, and internal administrative support ; 2.0 FTE limited-term position s - Community Outreach Specialist and Administrative Analyst whose focus is community support, engagement, and youth programs.

Fire: Increase in operational costs for paramedic training which includes tuition, internship fees, and overtime.

Community Development: 1.0 FTE Business Navigator enhances customer service efforts for small business; 0.5 FTE Senior Planner increases capacity for Permit/Planning services; Increases capacity for Code Enforcement; rental assistance program ; increases capacity for downtown streets team. All of these budget actions support Council priorities.

Library & Community Services: Add resources to support increased janitorial service for the new facility while the new Hebbron Family Center is under construction; Provides capacity for contractual services and increased costs to support the conveyance of Ensen Community 17 Park; adds additional resources to refresh the aging library collection; adds funding to upgrade outdated electrical panels at the Community Center located in the Sherwood Facility.

Public Works: 1.0 FTE Urban Forestry Crew Supervisor to provide support and maintenance of City landscape and trees ; increases funding in the Facilities Maintenance Division ; provides funding for GIS updates and software licensing.

Strategic Support & Administration: 0.5 FTE Office Technician to increase administrative capacity at the City Airport; develop a sewer rate assistance program, f und adopted labor agreements while planning accordingly for current/forthcoming labor negotiations; maintain City’s General Fund r eserve levels to prepare for unanticipated needs; invest in staff by providing professional development and customer service trainings; plan for potential resource shortfalls in support of enterprise programs and services.

While not programmed in this budget, other considerations such as adding 1.0 FTE Deputy Fire Marshall to support the commercial inspection program, and 1.0 FTE Administrative Analyst to support increased administrative workload will continue to be reviewed and may be recommended for Council approval at Mid -Year or next fiscal year. Adding these positions to the workforce would be an on- going cost but can potentially be supported by on-going revenue through inspections, fireworks enforcement program citations, and increased HazMat mutual aid reimbursement.

FY 2025-26 Budget Balancing Strategies
For FY 2 025-26, the Proposed Operating Budget was balanced utilizing several budget balancing strategies. Existing resources were programmed by either maintaining current structures or realigning operations to remain effective. In some cases, this work coincided with some department restructuring efforts. The Proposed Budget includes increases in costs, as vendor, supply, and other expenses rose beyond FY 2024-25 levels.

The second strategy was to maintain a 5% salary savings factor that represents approximately $5.1 million in anticipated savings. This strategy simply accounts for the expected salary savings upfront. However, if vacancy savings do not materialize , staff will come back to Council for adjustments. It is important to emphasize that ongoing recruitment efforts continue as per the normal process for all vacant positions.

The third strategy is reallocating previously appropriated resources in projects or programs that are not moving forward or are no longer identified as a priority.

The FY 2 025-26 Proposed Budget endeavors to maintain essential public services while controlling operational costs in light of the Financial Forecast, which predicts operating shortfalls in subsequent fiscal years. Providing current service levels to the community in future fiscal years will requ ire a strong performance of the City’s economically sensitive revenues and/or revenue enhancements.

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 18 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 worker s’ compensation program costs, as well as negotiated increases for City employees.

In Closing
With significant uncertainties ahead, the FY 2025-26 Proposed Budget provides the Council and the community a sense of fiscal discipline and precaution as we look towards 2026. This budget invests in community needs and prioritizes enhancing City services that the residents expect through balanced conservative fiscal strategies. This budget makes progress towards addressing Council's 2025 Priorities and priority objectives. It focuses on maintaining services and financial stability . C oncurrently, s taff is proactively planning reserves, enhancing City services and developing contingency plans. I look forward to the budget conversations with the City Council and our community.

Acknowledgements
I would like to thank the City Council for its leadership and our Executive Leadership Team who worked on the recommendations and materials to respond to the City Council and community priorities . The Salinas community should be proud of your leadership and commitment to service.

A Citywide budget requires countless hours of teamwork, collaboration, and patience to produce. I would like to offer special thanks to the Finance Budget Team: Selina Andrews, Abe Pedroza, Yesenia Nunez, and Nick Luciano. This team's dedication, expertise, and willingness to continue to adapt to evolving circumstances is a testament to their commitment to this organization and to the community.

Sincerely,
René Mendez
René Mendez, City Manager
19 (This page intentionally left blank)
20 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, Sanitary Sewer System, 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 the City Attorney. 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 we have some records of the building dating back to 1907. It was demolished shortly after our current City Hall was opened in 1964.

21 Community Profile

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 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
Union Pacific’s main line has daily Amtrak service which runs through Salinas; with a stop at the Intermodal Transportation Center.
22 Community Profile

Schools
Salinas is served by three elementary school districts, a unified high school district and several private schools at both the primary and secondary level. Hartnell College, a State Community College, offers two -year degrees and occupational certificate programs. California State University, Monterey Bay is located less than 15 miles away on the former Fort Ord site but has strong local presence with their branch located on North Main Street. Graduate studies through Golden Gate University, Monterey Institute of International Studies and Chapman College are available nearby. Also in the area are Moss Landing Marine Laboratory, Monterey College of Law, Stanford University’s Hopkins Marine Station and San Jose State University.

Community Services
Salinas has extensive health and medical services with two of Monterey County's four hospitals located within the City. Natividad Medical Center 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 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, Hobby Lobby, 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.

Boards and Commissions
The City utilizes various Boards and Commissions in the conduct of its affairs. Commissions established by City Ordinance are:
• Airport Commission
• Library & Community Services Commission
• Traffic and Transportation Commission
• Planning Commission
• Public Art Commission
23 Community Profile

• Measure E Committee
• Measure G Committee
• Police Community Advisory Committee
• Grievance Advisory Board
• Historic Resources Board
Subcommittees of Council include:
• Housing & Land Use Committee
• Finance Committee

24 The Budget Process and Document

Basis for Budget Development
The budget is the City’s financial plan for delivering effective services and efficiently managing the revenues which support those services. The City’s Charter and municipal code provide broad governance for the preparation of the operating and capital budgets.

This budget allocates available resources to the provision of programs, services and projects in support of community needs and expectations, without compromising the long- term financial health of the City. The budget is also developed based on the following:
• City Council’s Priorities
• Service level prioritization, as identified by Council • Availability and sustainability of resources
• Organizational financial status and budgetary guidelines • Legal mandates
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 program (CIP) plan. The operating budget and first year of the CIP plan are adopted by Council and implemented by staff.

The review of the operating and capital budget is structured around public hearings conducted prior to City Council adoption of the budget in order to incorporate community input into the decision-making process.

City Council Priorities
The City is committed to providing high-quality, cost-effective services that reflect the City’s core values and strategic goals. City Council established priorities, which are topics or service areas that will receive significant attention during the year. The top priorities guide both budget development and department priority setting. The following are the City Council’s top priorities for FY 2025- 26, adopted in May 2025: Economic Development, Housing, Infrastructure, City Services, Public Safety, and Youth and Seniors.

Operating Budget – Calendar
December: Budget guidelines and timeframes are developed and distributed for the operating budget. The prior year base budget is provided to departments for review and adjustment, as necessary. The base budget is the starting point for the budget development process.

February: Departments submit requests to reallocate staffing and non- salary resources for the upcoming year to meet changing operational needs. The reallocation process may result in no net change to the level of resources allocated to the department overall. Departmental requests for changes and/or augmentations to the base budget are submitted to the City Manager for review. Departments provide targeted outcomes and performance measures associated with requests for resources or service level augmentations. Departments also submit updates to the budget document regarding goals and objectives, significant accomplishments, and key performance measures. The City Manager and Finance staff review operating budget requests while Human Resources review personnel requests.

March: Internal budget study sessions are held with the City Manager to discuss department budget requests.

April: Finance completes preparation of the proposed operating budget based on the City Manager’s direction.
25 The Budget Process and Document

May: Finance prepares the operating and capital budget documents. The City Manager releases and presents the proposed operating and capital budgets to City Council and posts the budget document on the City’s website. Through a series of public hearings, the budget is discussed, and amendments are proposed.

June: Final adoption by City Council occurs after a public hearing in June. All changes made during the public process are incorporated into the adopted budget documents which are distributed to City libraries as well as posted on the City’s website.

Budget Meeting/Hearings
With City Council and Finance Committee*
May 6 Finance Committee Council Chambers
May 27 City Council Council Chambers FY 2025-26 Budget Study Session
June 3 Finance Committee Council Chambers
June 17 City Council Council Chambers Public Hearing – Budget Adoption

*These meeting were in person with the option to attend by teleconference.

Understanding the Budget Document
The operating budget document includes citywide information as well as information specific to each fund and each department. The City receives revenue from numerous sources, many of which have restrictions on how funds can be used. Separate funds are established to account for the different types of revenues and their allowable uses. The annual budget information is available after the publication of the Proposed Budget, which occurs in May. The Adopted Budget is available in June.

General Fund: This fund is used to account for all general revenues of the City (e.g., property, sales, transient occupancy, and utility user taxes). In general, these funds are allocated at the discretion of the City Council. This revenue is used to support citywide services such as public safety, community services, planning and development services, and administrative support services.

Measure E: This is a one-half of one percent (0.50%) transaction and use tax. It was approved by the voters as a general-purpose tax, which means that revenue generated from this tax can be used to support citywide services such as public safety, community services, planning and development services, and administrative support services. Revenue from this tax is allocated at the City Council’s discretion.

Measure G: This is a one percent (1.0%) transaction and use tax. It was approved by the voters as a general -purpose tax, which means that revenue generated from this tax can be used to support citywide services such as public safety, community services, planning and development services, and administrative support services. Revenue from this tax is allocated at the City Council’s discretion.

Enterprise Funds: These funds are established to function as self-supporting operations wherein expenditures are entirely offset by fees or charges for services. For example, the City of Salinas provides sewage, parking, and airport services. Revenues from fees or charges are accounted for in separate enterprise funds and can only be used to pay for expenses related to those services.

26 The Budget Process and Document

Internal Service Funds: These funds are established to account for a variety of business services provided by one City department (or division) to other City departments. Fleet maintenance, general liability, and workers’ compensation services are provided to all City departments through internal service funds. Departments are charged for these services based on their respective utilization.

Capital Improvement Funds: Revenues and expenses for capital projects not associated with Enterprise or Internal Service activities are accounted for in separate Capital Improvement funds.

Capital investments that are associated with Enterprise or Internal Service activities are reported and included in those fund types.

Special Revenue Funds: These funds are used to account for the proceeds of revenues that are designated for specific or restricted uses. These funds include gas tax funds from the state, in lieu housing fees assessed for the City’s Below Market Rate housing projects, and transportation mitigation fees paid by developers. Other special revenue funds include assessments for parking lot bond payments, parking permit revenues, Community Development Block Grants (CDBG) funds from the federal government, and development impact fees related to sewer & storm, parks & playgrounds, libraries, street trees, arterial/traffic, fire, and police.

Debt Service Funds: Debt financing is occasionally undertaken for the purchase, replacement, or rehabilitation of capital assets. Separate funds are established to account for these nonoperating expenses.

Budget in Brief
The Government Finance Officers Association (GFOA) recommends that governments strive for broader consumption and greater comprehension of the budget document. For this reason, the City is introducing a new Budget in Brief document this year. The budget document is very important as it identifies the services to be provided (along with the funding), and the rationale behind key decisions. It is a very timely task to read and understand the entire budget document.

Introducing the Budget in Brief that captures these elements is essential. Users of the budget document will benefit from this high-quality report intended to promote better communication, and ultimately making it easier to comprehend the information that is being presented.

Department and Enterprise Fund Information
The budget document includes information for each department as follows:

Programs and Services Describes division functions and programs within the department.

Expected Service Delivery Highlights the major work plan items for the department for the upcoming fiscal year
Top Accomplishments Highlights the top accomplishments for the department for the prior fiscal year
Budget Actions Identifies major changes from the prior year budget Operating Funds Managed Lists the operating funds and descriptions that the department manages
Budget Summary Summarizes key expenditure, revenue, and position data for the department and/or fund
Performance Measures Lists key department performance measures related to some goals, objectives, and key quantifiable department outputs Position Detail Lists full-time equivalent (FTE) positions Organizational Chart Depicts full -time equivalent (FTE) positions within the department.
27 The Budget Process and Document

Budgetary Basis
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.

Fund Structure and Accounting Basis
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 individual funds based upon the purposes for which they are to be spent and the means by which spending activities are controlled.

Governmental Funds
General Funds account for all financial resources necessary to carry out basic governmental activities of the City and support essential City services such as police and fire protection, street maintenance, libraries, and parks. General Fund, Measure E, and Measure G are examples.

Special Revenue Funds are used to account for specific revenues that are legally restricted to expenditures for specified purposes. Measure X – Transportation and Safety, SB 1 – Road Repair, and National Opioid Settlement Funds are examples.

Debt Service Funds are used for the accumulation and disbursement of financial resources that will be used to make principal and interest payments on general long-term debt.

Capital Project Funds are used to account for major capital acquisition and construction activities.

Proprietary Funds
Enterprise Funds are used to report business-type activities for which a fee is charged to external users for goods or services. The Airport, Sewer, Industrial Waste are examples.

Internal Service Funds are used for services provided to internal users and account for the financing of goods or services provided by one department t o other departments on a cost reimbursement basis. General Liability and Workers Compensation are examples.

Fiduciary Funds
Private Purpose Trust Funds are used to account for any trust arrangement not properly reported in a pension trust fund under which principal and income benefit individuals, private organizations, or other governments. Successor Agency is an example.

Pension Trust Funds are used to account for resources that are required to be held in trust for the members and beneficiaries of defined benefit pension plans, defined contribution plans, or other employee benefit plans. The City’s only pension trust fund is the Deferred Compensation Fund.

Custodial Funds are used to account for assets held in an agent capacity by the City for individuals, private organizations, other governments and/or other funds that are not required to be reported in pension trust funds, investment trust funds, or private-purpose trust funds. 28 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2025 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 06/30/2026 Prior Year Fund Operating Funds
Governmental Funds
General Funds
General Fund (9,123,963)$ 127,221,100$ 2,478,700$ 12,166,000$ 114,062,418$ 921,707$ (4,730,874)$ 48.1% 1000 Measure E 10,996,641 18,461,000 - 3,406,000 21,178,920 (1,224,124) 3,648,597 -66.8% 1100 Measure G 1,307,839 36,058,000 - 7,586,800 26,176,887 811,874 4,414,026 237.5% 1200 Subtotal General Funds 3,180,517$ 181,740,100$ 2,478,700$ 23,158,800$ 161,418,225$ 509,457$ 3,331,749$ 4.8% Other Governmental Funds
Maintenance District Administration (8,192)$ -$ -$ -$ -$ -$ (8,192)$ 0.0% 2101 Woodside Park Maintenance District 270,223 63,700 - - 46,080 - 287,843 6.5% 2102 Downtown Mall Maintenance District (42,996) - - - - - (42,996) 0.0% 2103 Airport Business Park Maintenance District 11,461 15,000 - - 17,422 - 9,039 -21.1% 2104 NE Salinas Landscape District 1,678,002 822,300 - 10,000 803,500 - 1,686,802 0.5% 2105 Harden Ranch Landscape District 200,471 153,100 - - 135,150 - 218,421 9.0% 2106 Vista Nueva Maintenance District 193,117 37,000 - 10,000 38,150 - 181,967 -5.8% 2107 Mira Monte Maintenance District 305,817 129,900 - - 159,350 - 276,367 -9.6% 2108 Monte Bella Maintenance District 4,791,605 749,600 - 611,000 478,000 - 4,452,205 -7.1% 2109 Local Public Safety Fund - Prop 172 1,272,643 600,000 - - 600,000 - 1,272,643 0.0% 2201 Local Public Safety Fund - AB 3229 1,438,884 516,300 - - 500,000 - 1,455,184 1.1% 2202 Emergency Medical Service (185,516) - - - - - (185,516) 0.0% 2501 Asset Forfeiture 248,795 32,300 - - 30,000 - 251,095 0.9% 2502 Traffic Safety (32,506) 375,000 - 200,000 125,000 - 17,494 153.8% 2503 Vehicle Abatement 294,634 160,000 - - 258,340 - 196,294 -33.4% 2504 Recreation Parks 301,102 50,000 - - 22,900 - 328,202 9.0% 2505 PEG Cable Franchise 566,949 125,000 - - 145,000 - 546,949 -3.5% 2506 Municipal Art 244,553 1,000 100,000 - 115,000 - 230,553 -5.7% 2507 KDF Los Padres Development Social Services 249,269 - - - - - 249,269 0.0% 2509 General Plan 1,582,271 400,000 - 183,700 1,703,870 - 94,701 -94.0% 2513 National Opioid Settlement 33,279 - - - - - 33,279 0.0% 2514 Residential Rental Registry 3,596 554,670 - - 554,670 - 3,596 0.0% 2530 SRA Public Improvement 1,748,607 31,700 - - - - 1,780,307 1.8% 2601 HSA - Affordable Housing 210,319 63,500 - - 12,530 - 261,289 24.2% 2602 Local Housing Trust 2,000,000 - - - - - 2,000,000 0.0% 2603 Housing & Urban Development Funds - 2,821,310 - - 2,821,310 - - 0.0% 2900 Grant Funds - 803,500 - - 803,500 - - 0.0% 3000 Fund Balances and Budget Summary - All Funds
29 Summaries & Schedules

Estimated Reserve Estimated Fun d Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2025 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 06/30/2026 Prior Year Fund 2014 COP Consolidation - - 232,700 - 232,700 - - 0.0% 4104 2018 Lease - Police Safety Building 23,639 - 5,987,400 - 5,987,400 - 23,639 0.0% 4106 2018B COP TRIP 491,143 - 2,340,100 - 2,340,100 - 491,143 0.0% 4107 2018 Lease - El Gablian Library 3,804 - 1,456,100 - 1,456,100 - 3,804 0.0% 4110 2020A - Refund Bonds Series 300 - 1,623,800 - 1,623,600 - 500 66.7% 4111 2020B - Refund Bonds Series 250 - 667,400 - 667,400 - 250 0.0% 4112 2024 Energy Efficiency - - 263,500 - 263,500 - - 0.0% 4113 Assessment District Administration (2,178) - - - - - (2,178) 0.0% 4201 Assessment District Debt Service (663,855) 5,600 - - 51,700 - (709,955) -6.9% 4202 A ssessment District Reserv e 1,983,282 35,500 - - - - 2,018,782 1.8% 4203 2019 Special Tax Bond - Monte Bella 1 335,130 197,700 - - 168,100 - 364,730 8.8% 4204 2019 Special Tax Bond - Monte Bella 2 304,743 154,800 - - 139,800 - 319,743 4.9% 4205 2019 Special Tax Bond - Monte Bella 3 341,180 180,000 - - 167,800 - 353,380 3.6% 4206 Fairways Golf Course 36,862 100,000 113,000 - 249,700 - 162 -99.6% 6301 Twin Creeks Golf Course 7,124 60,000 373,000 - 439,200 - 924 -87.0% 6302 Stormwater (NPDES) (424,251) 79,700 1,670,000 - 3,536,023 - (2,210,574) -421. 1% 6500 Crazy Horse Landfill 721 - - - - - 721 0.0% 6600 Water Utility 7,130 7,000 - - 14,000 - 130 -98.2% 6700 Affordable Housing 86,939 192,000 - - 90,000 - 188,939 117.3% 6950 Fleet Maintenance 48,163 - 2,000,000 - 2,959,625 - (911,462) -1992.5% 7120 Successor Agency - SRA 1,569,649 1,084,600 - 947,600 - - 1,706,649 8.7% 8914 Successor Agency - Administration 19,419 10,000 - - 10,000 - 19,419 0.0% 8915 Proprietary Funds
Enterprise Funds
Municipal Airport 2,271,089 2,330,900 - 228,200 2,268,360 (587,890) 1,517,539 -33.2% 6100 Industrial Waste 2,641,194 2,748,900 - 142,900 2,486,170 - 2,761,024 4.5% 6200 Sewer (2,424,124) 3,737,500 150,000 103,800 4,574,350 1,555,681 (1,659,093) 31.6% 6400 Downtown Parking District (2,686,797) 453,500 947,600 35,200 1,677,360 - (2,998,257) -11.6% 6801 Preferential Parking 71,294 25,000 - - 22,800 - 73,494 3.1% 6802 Parking Enforcement 215,021 936,000 - - 1,094,430 - 56,591 -73.7% 6803 Permit Services 4,566,423 6,410,400 - 389,000 6,472,215 - 4,115,608 -9.9% 6900 Internal Service Funds
Internal Services Administration 194,220 - - 194,220 - - - -100.0% 7101 General Insurances (272,089) 100,000 2,427,000 - 2,254,000 - 911 100.3% 7102 Worker's Comp. Self-Insurance 684,656 6,960,000 - - 6,730,480 - 914,176 33.5% 7103 General Liability Self-Insurance (1,126,576) 385,800 5,759,220 - 5, 017,740 - 704 100.1% 7104 Total Operating Funds 28,860,409$ 216,439,880$ 28,589,520$ 26,214,420$ 223,782,650$ 1,477,248$ 25,369,987$ -12.1% Fund Balances and Budget Summary - All Funds
30 Summaries & Schedules

Estimated Reserve Esti mated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2025 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 F Y 25-26 06/30/2026 Prior Year Fund Capital Funds
Sewer & Storm Development Impact Fee 627,656$ 337,000$ -$ 471,200$ -$ -$ 493,456$ -21.4% 2301 Parks & Playground Development Impact Fee 696,298 76,400 - - - - 772,698 11.0% 2302 Library Development Impact Fee 532,376 64,700 - - - - 597,076 12.2% 2303 Street Trees Development Impact Fee 8,568 5,500 - - - - 14,068 64.2% 2304 Annexations Development Impact Fee (269) - - - - - (269) 0.0% 2305 Arterial Development Impact Fee 2,342,767 1,254,400 - 400,000 - - 3,197,167 36.5% 2306 Fire Development Impact Fee 336,538 53,800 - - - - 390,338 16.0% 2307 Police Development Impact Fee 1,767,287 148,400 - - - - 1,915,687 8.4% 2308 Gas Tax 2,587,624 4,715,400 - 4,326,000 - - 2,977,024 15.0% 2401 Measure X 9,298,683 6,021,700 - 8,190,100 - - 7,130,283 -23.3% 2510 SB 1 Road Maintenance & Rehabilitation 3,125,759 4,387,000 - 4,300,000 - - 3,212,759 2.8% 2511 SB 1 Traffic Congestion Relief 610,113 11,100 - - - - 621,213 1.8% 2512 Special Construction - Federal & State - 5,739,097 - 5,739,097 - - - 0.0% 5201 Assessment District - Projects 440,377 - - - - - 440,377 0.0% 5300 2019 Special Tax Bond Monte Bella 28,703 - - - - - 28,703 0.0% 5301 Capital Projects Fund 2,000,000 - 21,051,297 - 21,051,297 - 2,000,000 0.0% 5800 Vehicle Replacement Reserve 4,223,621 - - - 1,853,570 - 2,370,051 -43.9% 7121 Total Capital Funds 28,626,101$ 22,814,497$ 21,051,297$ 23,426,397$ 22,904,867$ -$ 26,160,631$ -8.6% Total All Funds 57,486,510$ 239,254,377$ 49,640,817$ 49,640,817$ 246,687,517$ 1,477,248$ 51,530,618$ -10.4% Fund Balances and Budget Summary - All Funds
31 Summaries & Schedules

Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
1000 G eneral F und

90.2401 Gas Tax 2,095,000$ -$

90.2503 Traffic Safety 200,000 -

90.2513 General Plan 183,700 -

95.2507 Municipal Art - 100,000

95.4104 2014 COP Consolidation - 232,700

95.4111 Refunding Bonds Series 2020A-1 Energy - 1,249,400

95.4112 Refunding 2020A-2 SVSWA - 667,400

95.4113 2024 Energy Efficiency - 263,500

95.6301 Fairways Golf Course - 113,000

95.6302 Twin Creeks Golf Course - 373,000

95.6400 Sanitary Sewer - 150,000

95.6500 Storm Sewer (NPDES) - 1,500,000

95.7102 General Insurances - 1,826,000

95.7104 General Liability - 4,186,000

95.7120 Fleet Maintenance - 1,505,000 Total General Fund 2,478,700 12,166,000 (9,687,300)
1100 Measure E

95.4110 2018 Lease-El Gabilan Library - 1,456,100

95.4111 Refunding Bonds Series 2020A-1 Energy - 68,900

95.5800 Capital Projects - 1,000,000

95.7102 General Insurances - 214,000

95.7104 General Liability - 491,000

95.7120 Fleet Maintenance - 176,000 Total Measure E - 3,406,000 (3,406,000) 1200 Measure G

95.4106 2018 Lease - Public Safety Bldg - 5,987,400

95.4111 Refunding Bonds Series 2020A-1 Energy - 5,400

95.7102 General Insurances - 387,000

95.7104 General Liability - 888,000

95.7120 Fleet Maintenance - 319,000 Total Measure G - 7,586,800 (7,586,800) 2100 Maintenance District F unds
2105 95.5800 Capital Projects - 10,000 2107 95.5800 Capital Projects - 10,000 2109 95.5800 Capital Projects - 611,000 Total Maintenance District Funds - 631,000 (631,000) 2300 Development Impact F ee F unds
2301 95.5800 Capital Projects - 471,200 2306 95.5800 Capital Projects - 400,000 Total Development Impact Fee Funds - 871,200 (871,200) 2401 G as Tax

95.1000 General Fund - 2,095,000

95.5800 Capital Projects - 2,061,000

95.6500 Storm Sewer (NPDES) - 170,000 Total Gas Tax - 4,326,000 (4,326,000) Transfers In and Transfers Out
Fund
32 Summaries & Schedules

Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
2503 Traffic Safety

95.1000 General Fund - 200,000
Total Traffic Safety - 200,000 (200,000) 2507 Municipal Art

90.1000 General Fund 100,000 -
Total Municipal Art 100,000 - 100,000 2510 Measure X

95.4107 Measure X Bonds - 2,340,100

95.5800 Capital Projects - 5,850,000 Total Measure X - 8,190,100 (8,190,100) 2511 SB1 Road Maintenance & Rehabilitation

95.5800 Capital Projects - 4,300,000 Total SB1 Road Maintenance & Rehabilitation - 4,300,000 (4,300,000) 2513 G eneral Plan

95.1000 General Fund - 183,700
Total General Plan - 183,700 (183,700) 4100 Debt Service F unds
4104 90.1000 General Fund 232,700 -
4106 90.1200 Measure G 5,987,400 -
4107 90.2510 Measure X 2,340,100 -
4110 90.1100 Measure E 1,456,100 -
4111 90.1000 General Fund 1,249,400 -
4111 90.1100 Measure E 68,900 -
4111 90.1200 Measure G 5,400 -
4111 90.6100 Airport Fund 83,200 -
4111 90.6200 Industrial Waste 77,900 - 4111 90.6400 Sanitary Sewer 103,800 -
4111 90.6801 Downtown Parking 35,200 - 4112 90.1000 General Fund 667,400 -
4113 90.1000 General Fund 263,500 -
Total Debt Service Funds 12,571,000 - 12,571,000 5201 Special Construction - F ederal & State

95.5800 Capital Projects - 5,739,097 Total Special Construction - Federal & State - 5,739,097 (5,739,097) 6100 Airport

95.4111 Refunding Bonds Series 2020A-1 Energy - 83,200

95.5800 Capital Projects - 145,000 Total Airport - 228,200 (228,200) 6200 Industrial Waste

95.4111 Refunding Bonds Series 2020A-1 Energy - 77,900

95.5800 Capital Projects - 65,000 Total Industrial Waste - 142,900 (142,900) Transfers In and Transfers Out
Fund
33 Summaries & Schedules

Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
6301 F airways G olf Course

90.1000 General Fund 113,000 -
Total Fairways Golf Course 113,000 - 113,000 6302 Twin Creeks G olf Course

90.1000 General Fund 373,000 -
Total Twin Creeks Golf Course 373,000 - 373,000 6400 Sanitary Sewer

90.1000 General Fund 150,000 -

95.4111 Refunding Bonds Series 2020A-1 Energy - 103,800 Total Sanitary Sewer 150,000 103,800 46,200 6500 Storm Sewer (NPDES)

90.1000 General Fund 1,500,000 -

90.2401 Gas Tax 170,000 -
Total Storm Sewer (NPDES) 1,670,000 - 1,670,000 6801 Downtown Parking

90.8914 Successor Agency - SRA 947,600 -

95.4111 Refunding Bonds Series 2020A-1 Energy - 35,200 Total Downtown Parking 947,600 35,200 912,400
6900 Permit Services

95.5800 Capital Projects - 389,000 Total Permit Services - 389,000 (389,000) 7100 Internal Services F unds
7101 95.7104 General Liability - 194,220 7102 90.1000 General Fund 1,826,000 -
7102 90.1100 Measure E 214,000 -
7102 90.1200 Measure G 387,000 -
7104 90.1000 General Fund 4,186,000 -
7104 90.1100 Measure E 491,000 -
7104 90.1200 Measure G 888,000 -
7104 90.7101 Internal Services Administration 194,220 - Total Internal Services Funds 8,186,220 194,220 7,992,000 7120 F leet Maintenance

90.1000 General Fund 1,505,000 -

90.1100 Measure E 176,000 -

90.1200 Measure G 319,000 -
Total Fleet Maintenance 2,000,000 - 2,000,000 8914 Successor Agency - SRA

95.6801 Downtown Parking District - 947,600 Total Successor Agency - SRA - 947,600 (947,600) Transfers In and Transfers Out
Fund
34 Summaries & Schedules

Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
5800 Capital Projects F und

90.1100 Measure E 1,000,000 -

90.2105 NE Salinas Landscape Maintenance District 10,000 -

90.2107 Vista Nueva Maintenance District 10,000 -

90.2109 Monte Bella Maintenance District 611,000 -

90.2301 Development Impact Fee - Sewer and Storm 471,200 -

90.2306 Development Impact Fee - Arterial 400,000 -

90.2401 Gas Tax 2,061,000 -

90.2510 Measure X 5,850,000 -

90.2511 SB1 Road Maintenance & Rehabilitation 4,300,000 -

90.5201 Special Construction - Federal & State 5,739,097 -

90.6100 Airport 145,000 -

90.6200 Industrial Waste 65,000 -

90.6900 Permit Services 389,000 -
Total Capital Projects Funds 21,051,297 - 21,051,297 Total All Funds 49,640,817$ 49,640,817$ -$
Transfers In and Transfers Out
Fund
35 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax 91,143,768$ 90,878,406$ 91,000,000$ 91,015,000$ Property Tax 36,562,403 38,424,491 39,908,000 41,531,000 Franchise Fees 9,593,528 9,895,130 9,590,000 10,181,000 Transient Occupancy Tax 3,224,396 2,906,219 3,300,000 3,119,000 Utility Users Tax 12,766,039 14,050,246 12,000,000 14,003,000 Business License Tax 6,902,315 7,481,659 6,800,000 6,718,000 Licenses & Permits 974,693 779,565 791,000 834,500 Fines & Forfeitures 200,463 296,460 275,000 280,000 Investment Earnings 3,436,357 6,048,646 3,250,000 5,775,000 Intergovernmental 900,952 1,328,383 1,131,000 1,200,000 Charges for Services 5,269,651 4,491,438 5,087,150 6,029,100 Other Revenue 1,372,876 1,293,142 1,049,000 1,054,500 Transfers In 2,975,000 2,913,536 2,461,700 2,478,700 Total Revenues 175,322,440$ 180,787,321$ 176,642,850$ 184,218,800$ Expenditures
Salaries & Benefits 96,612,519$ 100,457,856$ 110,399,463$ 117,716,474$ Overtime 7,587,974 7,547,104 6,097,910 8,197,119 Supplies & Services 25,978,160 28,969,471 32,271,867 33,829,977 Capital Outlay 1,770,272 1,522,485 1,272,028 1,265,055 Debt Service 140,506 550,087 409,610 409,600 Transfers Out 30,203,460 33,261,020 25,595,400 23,158,800 Total Expenditures 162,292,892$ 172,308,022$ 176,046,278$ 184,577,025$ Net Increase (Decrease) 13,029,548$ 8,479,299$ 596,572$ (358,225)$ Revenues and Expenditures - General Funds
36 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ Property Tax 5,988,698 4,507,798 1,531,000 1,491,000 Franchise Fees 123,639 180,870 150,000 125,000 Transient Occupancy Tax - - - - Utility Users Tax - - - - Business License Tax - - - - Licenses & Permits - - - - Fines & Forfeitures 342,679 328,659 325,000 375,000 Investment Earnings 1,040,623 1,648,394 862,100 540,710 Intergovernmental 25,373,439 31,439,163 4,882,890 4,271,400 Charges for Services 26,672 639,822 463,000 1,206,670 Other Revenue 3,961,070 3,352,578 2,770,660 2,602,000 Transfers In 20,068,154 19,217,276 17,659,600 16,827,000 Total Revenues 56,924,974$ 61,314,559$ 28,644,250$ 27,438,780$ Expenditures
Salaries & Benefits 5,993,151$ 7,464,329$ 8,726,380$ 7,513,310$ Overtime 399,249 271,465 254,500 51,000 Supplies & Services 25,455,591 26,827,820 8,980,399 10,485,610 Capital Outlay 3,400,119 10,735,006 153,500 140,000 Debt Service 12,068,866 11,659,833 11,273,700 11,576,600 Transfers Out 1,698,494 2,908,351 2,294,300 1,962,300 Total Expenditures 49,015,471$ 59,866,804$ 31,682,779$ 31,728,820$ Net Increase (Decrease) 7,909,504$ 1,447,755$ (3,038,529)$ (4,290,040)$ Revenues and Expenditures - Other Governmental Funds
37 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ Property Tax - - - - Franchise Fees - - - - Transient Occupancy Tax - - - - Utility Users Tax - - - - Business License Tax - - - - Licenses & Permits 1,970,186 2,181,200 3,346,200 3,196,500 Fines & Forfeitures 754,881 830,889 870,000 966,000 Investment Earnings 576,461 1,003,655 291,000 302,800 Intergovernmental 211,255 390,347 256,500 300,000 Charges for Services 7,536,621 10,007,213 9,265,000 9,733,400 Other Revenue 1,881,711 2,144,570 2,038,500 2,143,500 Transfers In 2,640,343 2,422,473 946,100 1,097,600 Total Revenues 15,571,456$ 18,980,346$ 17,013,300$ 17,739,800$ Expenditures
Salaries & Benefits 5,862,121$ 6,638,003$ 8,030,180$ 8,396,090$ Overtime 112,056 156,285 109,500 91,500 Supplies & Services 5,498,762 4,598,183 6,962,570 8,190,395 Capital Outlay 14,713 4,809 166,800 110,800 Debt Service 677,690 635,786 2,337,600 1,806,900 Transfers Out 2,816,097 2,115,954 1,113,000 899,100 Total Expenditures 14,981,440$ 14,149,019$ 18,719,650$ 19,494,785$ Net Increase (Decrease) 590,017$ 4,831,327$ (1,706,350)$ (1,754,985)$ Revenues and Expenditures - Enterprise Funds
38 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ Property Tax - - - - Franchise Fees - - - - Transient Occupancy Tax - - - - Utility Users Tax - - - - Business License Tax - - - - Licenses & Permits - - - - Fines & Forfeitures - - - - Investment Earnings 242,819 384,820 174,700 181,800 Intergovernmental - - - - Charges for Services - - - - Other Revenue 6,154,921 6,500,476 6,058,900 7,264,000 Transfers In 3,239,800 6,310,000 8,100,000 8,186,220 Total Revenues 9,637,540$ 13,195,296$ 14,333,600$ 15,632,020$ Expenditures
Salaries & Benefits 403,242$ 592,736$ 883,470$ 877,220$ Overtime - 49 - - Supplies & Services 12,912,598 18,667,774 11,858,800 13,115,000 Capital Outlay - 1,022 10,200 10,000 Debt Service - - - - Transfers Out - 2,250,000 650,000 194,220 Total Expenditures 13,315,840$ 21,511,581$ 13,402,470$ 14,196,440$ Net Increase (Decrease) (3,678,300)$ (8,316,285)$ 931,130$ 1,435,580$ Revenues and Expenditures - Internal Service Funds
39 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ Property Tax - - - - Franchise Fees - - - - Transient Occupancy Tax - - - - Utility Users Tax - - - - Business License Tax - - - - Licenses & Permits - - - - Fines & Forfeitures - - - - Investment Earnings 1,160,914 2,325,635 766,300 782,000 Intergovernmental 16,322,208 16,694,548 17,086,600 20,182,497 Charges for Services 2,818,038 986,515 1,455,000 1,590,000 Other Revenue 446,588 228,719 250,000 260,000 Transfers In 23,393,924 30,422,509 18,734,000 21,051,297 Total Revenues 44,141,672$ 50,657,926$ 38,291,900$ 43,865,794$ Expenditures
Salaries & Benefits 794,416$ 688,352$ 125,000$ 105,000$ Overtime 43,310 18,053 - - Supplies & Services 8,149,738 9,262,410 5,676,000 4,465,200 Capital Outlay 11,556,071 21,467,028 13,526,115 17,900,097 Debt Service 1,224,778 815,201 559,960 434,570 Transfers Out 17,599,169 20,750,469 18,248,700 23,426,397 Total Expenditures 39,367,483$ 53,001,512$ 38,135,775$ 46,331,264$ Net Increase (Decrease) 4,774,189$ (2,343,586)$ 156,125$ (2,465,470)$ Revenues and Expenditures - Capital Project Funds
40 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax 91,143,768$ 90,878,406$ 91,000,000$ 91,015,000$ Property Tax 42,551,102 42,932,288 41,439,000 43,022,000 Franchise Fees 9,717,168 10,076,001 9,740,000 10,306,000 Transient Occupancy Tax 3,224,396 2,906,219 3,300,000 3,119,000 Utility Users Tax 12,766,039 14,050,246 12,000,000 14,003,000 Business License Tax 6,902,315 7,481,659 6,800,000 6,718,000 Licenses & Permits 2,944,879 2,960,764 4,137,200 4,031,000 Fines & Forfeitures 1,298,023 1,456,008 1,470,000 1,621,000 Investment Earnings 6,457,173 11,411,149 5,344,100 7,582,310 Intergovernmental 42,807,855 49,852,441 23,356,990 25,953,897 Charges for Services 15,650,982 16,124,988 16,270,150 18,559,170 Other Revenue 13,817,165 13,519,485 12,167,060 13,324,000 Transfers In 52,317,220 61,285,793 47,901,400 49,640,817 Total Revenues 301,598,083$ 324,935,448$ 274,925,900$ 288,895,194$ Expenditures
Salaries & Benefits 109,665,450$ 115,841,276$ 128,164,493$ 134,608,094$ Overtime 8,142,590 7,992,956 6,461,910 8,339,619 Supplies & Services 77,994,849 88,325,658 65,749,636 70,086,182 Capital Outlay 16,741,176 33,730,350 15,128,643 19,425,952 Debt Service 14,111,840 13,660,906 14,580,870 14,227,670 Transfers Out 52,317,220 61,285,793 47,901,400 49,640,817 Total Expenditures 278,973,126$ 320,836,938$ 277,986,952$ 296,328,334$ Reserve Allocations 596,553$ (1,477,248)$
Net Increase (Decrease) 22,624,957$ 4,098,509$ (3,657,605)$ (5,955,892)$ Total Expenditures (Above) 277,986,952 296,328,334 Capital Improvement Program (18,234,000) (21,051,297) Total Expenditures (Restated) 259,752,952$ 275,277,037$ Revenues and Expenditures - All Funds
41 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Fund Name Actuals Actuals Adopted Proposed
General Funds
1000 General Fund 122,463,455$ 127,067,545$ 124,242,850$ 129,699,800$ 1100 Measure E 17,848,933 17,981,906 17,500,000 18,461,000 1200 Measure G 35,010,052 35,737,870 34,900,000 36,058,000 Other Governmental Funds
2101 Maintenance District Administration - - - - 2102 Woodside Park Maintenance District 59,590 66,871 53,500 63,700 2103 Downtown Mall Maintenance District - - - - 2104 Airport Business Park Maintenance District 15,003 15,457 14,900 15,000 2105 NE Salinas Landscape District 912,798 962,595 901,400 822,300 2106 Harden Ranch Landscape District 160,505 162,468 158,060 153,100 2107 Vista Nueva Maintenance District 42,617 53,382 41,700 37,000 2108 Mira Monte Maintenance District 131,462 135,792 128,100 129,900 2109 Monte Bella Maintenance District 895,514 1,020,150 849,400 749,600 2201 Local Public Safety Fund - Prop 172 668,442 612,629 600,000 600,000 2202 Local Public Safety Fund - AB 3229 398,734 786,291 515,600 516,300 2501 Emergency Medical Service 1,494,624 1,736,547 1,737,000 - 2502 Asset Forfeiture 88,688 11,439 32,000 32,300 2503 Traffic Safety 339,679 326,659 325,000 375,000 2504 Vehicle Abatement 210,292 224,041 160,000 160,000 2505 Recreation Parks 34,694 197,329 35,000 50,000 2506 PEG Cable Franchise 123,639 180,870 150,000 125,000 2507 Municipal Art 100,908 146,588 100,900 101,000 2508 Contributions & Donations 12,840 13,024 - - 2509 KDF Los Padres Development Social Svcs - - - - 2513 General Plan 2,593,127 921,275 250,000 400,000 2514 National Opioid Settlement 177,805 125,399 - - 2530 Residential Rental Registry - 209,225 80,000 554,670 2601 SRA Public Improvement 40,828 71,383 30,400 31,700 2602 HSA - Affordable Housing 675,315 125,263 61,000 63,500 2603 Local Housing Trust - 2,000,000 - - 2900 Housing & Urban Development Funds 11,754,138 10,764,882 3,409,380 2,821,310 3000 Grant Funds 13,240,919 20,106,110 643,510 803,500 4104 2014 COP Consolidation 60,049 227,099 228,100 232,700 4106 2018 Lease - Police Safety Building 5,485,224 5,745,194 5,552,600 5,987,400 4107 2018B COP TRIP 2,682,214 906,102 2,715,400 2,340,100 4110 2018 Lease - El Gablian Library 1,126,854 1,108,916 1,176,700 1,456,100 4111 2020A - Refund Bonds Series 1,527,219 1,557,501 1,592,600 1,623,800 4112 2020B - Refund Bonds Series 668,912 642,935 665,300 667,400 4113 2024 Energy Efficiency - - - 263,500 4201 Assessment District Administration - - - - 4202 Assessment District Debt Service 46,983 5,177 54,400 5,600 4203 A ssessment District Reserv e 45,782 80,608 34,100 35,500 4204 2019 Special Tax Bond - Monte Bella 1 189,576 186,211 187,400 197,700 4205 2019 Special Tax Bond - Monte Bella 2 156,920 156,871 154,600 154,800 4206 2019 Special Tax Bond - Monte Bella 3 184,064 178,265 180,000 180,000 6301 Fairways Golf Course 106,426 118,621 845,500 213,000 6302 Twin Creeks Golf Course 60,726 511,842 60,000 433,000 6500 Stormwater (NPDES) 2,737,985 2,408,677 1,738,900 1,749,700 6600 Crazy Horse Landfill - - - - Revenues & Transfers In - All Funds
Fund
42 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Fund Name Actuals Actuals Adopted Proposed
6700 Water Utility 4,599 (2,715) 8,000 7,000 6950 Affordable Housing - 91,499 83,000 192,000 7120 Fleet Maintenance 2,120,000 2,300,000 2,000,000 2,000,000 8914 Successor Agency - SRA 5,539,277 4,106,087 1,080,800 1,084,600 8915 Successor Agency - Administration 10,000 10,000 10,000 10,000 Enterprise Funds
6100 Municipal Airport 2,253,866 2,614,385 2,177,800 2,330,900 6200 Industrial Waste 4,069,596 3,656,313 3,174,900 2,748,900 6400 Sewer 3,717,259 3,560,563 3,821,000 3,887,500 6801 Downtown Parking District 1,571,572 1,880,248 1,461,100 1,401,100 6802 Preferential Parking 22,955 10,828 25,000 25,000 6803 Parking Enforcement 711,759 811,856 850,000 936,000 6900 Permit Services 3,224,449 6,446,154 5,503,500 6,410,400 Internal Service Funds
7101 Internal Services Administration 0 94 - - 7102 General Insurances 816,772 1,516,634 1,600,000 2,527,000 7103 Worker's Comp. Self-Insurance 5,847,467 6,502,944 5,813,000 6,960,000 7104 General Liability Self-Insurance 2,973,301 5,175,624 6,920,600 6,145,020 Capital Funds
2301 Sewer & Storm Development Impact Fee 327,892 408,540 335,500 337,000 2302 Parks & Playground Dev Impact Fee 463,642 141,003 125,300 76,400 2303 Library Development Impact Fee 198,866 83,521 79,500 64,700 2304 Street Trees Development Impact Fee 7,898 3,046 5,400 5,500 2305 Annexations Development Impact Fee - - - - 2306 Arterial Development Impact Fee 1,534,378 937,261 1,044,600 1,254,400 2307 Fire Development Impact Fee 79,757 34,551 53,600 53,800 2308 Police Development Impact Fee 333,454 204,378 147,500 148,400 2401 Gas Tax - 2107 1,536,359 1,841,744 1,711,100 4,715,400 2402 Gas Tax - 2106 377,776 428,614 433,000 - 2403 Gas Tax - 2105 862,858 980,414 1,003,000 - 2404 Gas Tax - Motor Vehicle Fuel Tax 1,220,431 1,476,710 1,435,000 - 2510 M
easure X 6,107,852 6,417,284 5,694,500 6,021,700 2511 SB 1 Road Maintenance & Rehabilitation 3,465,448 4,385,270 4,264,800 4,387,000 2512 SB 1 Traffic Congestion Relief 14,269 24,822 10,600 11,100 5101 Special Aviation - State - - 147,600 - 5102 Special Aviation - Federal 149,546 22,769 2,966,900 - 5201 Special Construction - Federal & State 3,018,811 1,781,063 100,000 5,739,097 5202 Special Construction - Measure X Bonds - - - - 5203 Special Construction - Other 1,037,059 1,044,743 - - 5300 Assessment District - Projects 10,512 18,048 - - 5301 Special Tax Monte Bella - Projects 940 1,636 - - 5800 Capital Projects Fund 23,393,924 29,082,064 18,234,000 21,051,297 7121 Vehicle Replacement Reserve - 1,340,445 500,000 - Total Fund Revenues & Transfers In 301,598,083$ 324,935,448$ 274,925,900$ 288,895,194$ Revenues & Transfers In - All Funds
Fund
43 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Fund Name Actuals Actuals Adopted Proposed
General Funds
1000 General Fund 117,455,250$ 123,834,694$ 126,349,968$ 126,228,418$ 1100 Measure E 13,144,427 14,778,343 15,430,880 24,584,920 1200 Measure G 31,693,215 33,694,984 34,265,430 33,763,687 Other Governmental Funds
2101 Maintenance District Administration - - - - 2102 Woodside Park Maintenance District 20,899 13,502 46,430 46,080 2103 Downtown Mall Maintenance District - - - - 2104 Airport Business Park Maintenance District 18,249 15,094 17,872 17,422 2105 NE Salinas Landscape District 742,096 652,961 813,070 813,500 2106 Harden Ranch Landscape District 170,580 128,828 135,600 135,150 2107 Vista Nueva Maintenance District 20,150 14,362 113,150 48,150 2108 Mira Monte Maintenance District 183,339 142,792 159,150 159,350 2109 Monte Bella Maintenance District 365,956 835,530 1,085,600 1,089,000 2201 Local Public Safety Fund - Prop 172 - 600,000 600,000 600,000 2202 Local Public Safety Fund - AB 3229 - 291,747 500,000 500,000 2501 Emergency Medical Service 1,486,186 1,512,161 1,758,700 - 2502 Asset Forfeiture 5,043 67 30,000 30,000 2503 Traffic Safety 326,264 345,445 325,000 325,000 2504 Vehicle Abatement 190,848 217,481 246,400 258,340 2505 Recreation Parks 8,772 15,947 22,900 22,900 2506 PEG Cable Franchise 125,000 145,600 145,000 145,000 2507 Municipal Art - 11,599 100,000 115,000 2508 Contributions & Donations 8,096 5,904 - - 2509 KDF Los Padres Development Social Svcs 13,235 18,869 - - 2513 General Plan 30,005 508,709 1,243,418 1,887,570 2514 National Opioid Settlement - - - - 2530 Residential Rental Registry - 65,629 80,000 554,670 2601 SRA Public Improvement - - - - 2602 HSA - Affordable Housing 511,492 319 1,000 12,530 2603 Local Housing Trust - - - - 2900 Housing & Urban Development Funds 8,586,336 11,217,272 3,409,380 2,821,310 3000 Grant Funds 13,789,821 20,545,271 643,510 803,500 4104 2014 COP Consolidation 225,813 227,099 228,100 232,700 4106 2018 Lease - Police Safety Building 5,485,483 5,731,387 5,543,900 5,987,400 4107 2018B COP TRIP 2,318,525 2,327,525 2,339,100 2,340,100 4110 2018 Lease - El Gablian Library 1,126,424 1,107,142 1,175,100 1,456,100 4111 2020A - Refund Bonds Series 1,526,725 1,557,995 1,592,300 1,623,600 4112 2020B - Refund Bonds Series 668,735 666,580 665,300 667,400 4113 2024 Energy Efficiency - - - 263,500 4201 Assessment District Administration - - - - 4202 Assessment District Debt Service 453,370 461,295 51,900 51,700 4203 A ssessment District Reserv e - - - - 4204 2019 Special Tax Bond - Monte Bella 1 171,094 170,244 167,600 168,100 4205 2019 Special Tax Bond - Monte Bella 2 131,550 142,425 139,100 139,800 4206 2019 Special Tax Bond - Monte Bella 3 160,750 171,275 167,500 167,800 6301 Fairways Golf Course 207,703 216,667 231,100 249,700 6302 Twin Creeks Golf Course 438,105 438,255 724,800 439,200 6500 Stormwater (NPDES) 2,600,945 2,576,856 3,432,849 3,536,023 6600 Crazy Horse Landfill - - - - Expenditures & Transfers Out - All Funds
Fund
44 Summaries & Schedules

F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Fund Name Actuals Actuals Adopted Proposed
6700 Water Utility 8,396 9,954 15,000 14,000 6950 Affordable Housing - 4,560 - 90,000 7120 Fleet Maintenance 2,415,390 2,740,000 2,766,850 2,959,625 8914 Successor Agency - SRA 4,469,433 4,007,280 956,100 947,600 8915 Successor Agency - Administration 4,662 5,176 10,000 10,000 Enterprise Funds
6100 Municipal Airport 1,757,605 1,747,826 2,319,220 2,496,560 6200 Industrial Waste 3,931,033 3,062,966 3,167,640 2,629,070 6400 Sewer 3,636,444 3,565,164 4,524,010 4,678,150 6801 Downtown Parking District 1,065,818 953,749 1,691,630 1,712,560 6802 Preferential Parking 6,352 5,415 22,800 22,800 6803 Parking Enforcement 896,069 855,740 1,080,770 1,094,430 6900 Permit Services 3,688,119 3,958,159 5,913,580 6,861,215 Internal Service Funds
7101 Internal Services Administration 150 1,750,131 43,000 194,220 7102 General Insurances 1,609,419 2,339,158 2,066,000 2,254,000 7103 Worker's Comp. Self-Insurance 7,045,633 13,835,648 6,324,040 6,730,480 7104 General Liability Self-Insurance 4,660,639 3,586,644 4,969,430 5,017,740 Capital Funds
2301 Sewer & Storm Development Impact Fee 287,913 105,941 270,000 471,200 2302 Parks & Playground Dev Impact Fee 4,330 8,949 - - 2303 Library Development Impact Fee - - - - 2304 Street Trees Development Impact Fee - - 30,000 - 2305 Annexations Development Impact Fee - - - - 2306 Arterial Development Impact Fee 111,230 27,546 400,000 400,000 2307 Fire Development Impact Fee - - - - 2308 Police Development Impact Fee - - - - 2401 Gas Tax - 2107 1,244,405 1,215,298 1,635,000 4,326,000 2402 Gas Tax - 2106 261,336 274,215 395,000 - 2403 Gas Tax - 2105 354,700 354,700 1,655,000 - 2404 Gas Tax - Motor Vehicle Fuel Tax 1,094,982 990,675 1,455,000 - 2510 Measure X 3,767,413 3,079,929 5,609,100 8,190,100 2511 SB 1 Road Maintenance & Rehabilitation 1,754,856 6,022,143 3,600,000 4,300,000 2512 SB 1 Traffic Congestion Relief - - - - 5101 Special Aviation - State - 13,124 147,600 - 5102 Special Aviation - Federal 637,450 420,427 2,952,000 - 5201 Special Construction - Federal & State 2,967,642 5,008,411 100,000 5,739,097 5202 Special Construction - Measure X Bonds 3,477,603 2,637,457 - - 5203 Special Construction - Other 1,635,310 591,654 - - 5300 Assessment District - Projects - - - - 5301 Special Tax Monte Bella - Projects - - - - 5800 Capital Projects Fund 21,768,314 28,400,695 18,234,000 21,051,297 7121 Vehicle Replacement Reserve - 3,850,349 1,653,075 1,853,570 Total Fund Expenditures & Transfers Out 278,973,126$ 320,836,938$ 277,986,952$ 296,328,334$ Capital Improvement Program (18,234,000) (21,051,297) Total Expenditures (Restated) 259,752,952$ 275,277,037$ Expenditures & Transfers Out - All Funds
Fund
45 Summaries & Schedules

Direct Cost Base /
Total Allowable
Allocated Cost Summary Total Allocation 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% Municipal Airport (6100) 512,602 1,155,370 44% Industrial Waste (6200) 92,684 990,380 9% Fairways Golf Course (6301) 124 - 0% Twin Creek Golf Course (6302) 521 - 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% Successor Agency - SRA (8914) 172 1,800 10% Successor Agency - Administration (8915) 24,202 228,900 11% Administrative Overhead Rates
46 Summaries & Schedules

Department F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26 Police (Sworn) 161.00 161.00 157.00 157.00
Police (Non-Sworn) 52.00 52.00 51.00 55.00
Fire (Sworn) 96.00 97.00 97.00 97.00
Fire (Non-Sworn) 7.00 7.00 7.00 7.00
Total Public Safety 316.00 317.00 312.00 316.00
Mayor and City Council 7.00 7.00 7.00 7.00
Administration 8.00 10.00 10.00 17.00
Human Resources 9.00 11.00 11.00 11.00
Finance 30.00 31.00 31.00 32.00
City Attorney's Office 7.00 6.00 6.00 6.00
Community Development 60.00 67.00 76.00 76.00
Public Works (Engineering) 34.18 34.18 33.18 37.28
Public Works (Maintenance) 87.82 88.82 89.82 80.22
Recreation & Parks 33.00 34.00 33.00 33.00
Library 41.50 41.50 41.00 40.00
Total Non-Public Safety 317.50 330.50 338.00 339.50
Total City-Wide 633.50 647.50 650.00 655.50
City-Wide Workforce Summary
47 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Accountant Auditor 0.00 1.00 1.00
Accounting Manager 1.00 1.00 -
Administrative Aide 3.00 3.00 -
Administrative Aide - Limited Term 0.00 1.00 1.00
Administrative Analyst I 8.00 8.00 -
Administrative Analyst I - Limited Term 4.00 5.00 1.00
Administrative Clerk I 1.00 1.00 -
Administrative Fire Captain 1.00 1.00 -
Administrative Secretary 5.00 5.00 -
Airport Maint Worker 3.00 2.00 (1.00)
Airport Manager 1.00 1.00 -
Airport Operations Supervisor 1.00 1.00 - Animal Services Office Asst 1.00 1.00 -
Assistant Chief of Police 1.00 1.00 -
Assistant City Attorney 2.00 2.00 -
Assistant City Clerk 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Assistant Engineer 6.00 7.00 1.00
Assistant Finance Director 1.00 1.00 -
Assistant Planner 3.00 4.00 1.00
Assistant PW Director / City Engineer 1.00 1.00 - Assistant to the City Manager 1.00 1.00 - Associate Engineer 1.00 1.00 -
Associate Planner 3.00 2.00 (1.00)
Asst Community Development Director 2.00 2.00 - Battalion Chief 3.00 3.00 -
Building Permit Specialist 1.00 1.00 -
Business Navigator 0.00 1.00 1.00
Business Systems Analyst 2.00 2.00 -
Chief Assistant City Attorney 1.00 1.00 - Chief Building Official 1.00 1.00 -
Chief of Police 1.00 1.00 -
City Attorney 1.00 1.00 -
City Clerk 1.00 1.00 -
City Council 6.00 6.00 -

48 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
City Manager 1.00 1.00 -
City Mayor 1.00 1.00 -
Code Enforcement Manager 1.00 1.00 -
Code Enforcement Officer I / II 5.00 5.00 - Combination Building Inspector I 3.00 3.00 - Combination Building Inspector II 1.00 1.00 - Communications Specialist 1.00 1.00 -
Community Development Analyst 4.00 4.00 - Community Development Analyst - Limited Term 4.00 2.00 (2.00) Community Development Director 1.00 1.00 - Community Education Manager 1.00 1.00 -
Community Outreach Asst 0.00 1.00 1.00
Community Outreach Asst - Limited Term 11.00 10.00 (1.00) Community Relations Manager 1.00 1.00 -
Community Safety Administrator 1.00 0.00 (1.00)
Community Service Aide 3.00 3.00 -
Community Service Officer 14.00 14.00 -
Community Services Manager 1.00 2.00 1.00
Computer Systems Administrator 1.00 1.00 - Confidential Office Technician 3.00 3.00 - Construction Inspector 3.00 3.00 -
Crime Analyst 2.00 2.00 -
Criminalist 1.00 1.00 -
Cybersecurity Specialist 1.00 1.00 -
Deputy City Engineer 1.00 0.00 (1.00)
Deputy Fire Chief 1.00 1.00 -
Deputy Librarian 1.00 1.00 -
Diversity Equity & Incl Officer 1.00 0.00 (1.00)
Division Manager 0.00 2.00 2.00
Economic Development Analyst (Frozen) 1.00 0.00 (1.00)
Emergency Vehicle Upfitter 1.00 1.00 -
Engineering Aide I 3.00 3.00 -
Engineering Aide II 1.00 1.00 -
Env Compl Insp I 1.00 1.00 -
Env Compl Insp II 1.00 1.00 -

49 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Equipment Mechanic Crew Sup 1.00 1.00 -
Equipment Mechanic I 3.00 3.00 -
Equipment Mechanic II 3.00 3.00 -
Executive Assistant 1.00 1.00 -
Facilities Maint Manager 1.00 1.00 -
Facility Maint Mechanic 3.00 3.00 -
Finance Director 1.00 1.00 -
Finance Management Analyst 1.00 1.00 -
Fire Captain 24.00 24.00 -
Fire Chief 1.00 1.00 -
Fire Division Chief 3.00 3.00 -
Fire Engineer 24.00 24.00 -
Fire Inspector II 3.00 3.00 -
Firefighter 40.00 40.00 -
Fleet Maint Manager 1.00 1.00 -
Forensic Specialist I 1.00 2.00 1.00
Forensic Specialist II 1.00 1.00 -
GIS Administrator 1.00 1.00 -
GIS Analyst I 1.00 1.00 -
GIS Analyst III 1.00 1.00 -
GIS Technician II 1.00 1.00 -
Graffiti Abatement Worker 1.00 1.00 -
Homeless Services Manager 1.00 1.00 -
Homeless Services Manager - Limited Term 1.00 0.00 (1.00) Human Resource Analyst I 1.00 1.00 -
Human Resources Director 1.00 1.00 -
Human Resources Manager 2.00 2.00 -
Human Resources Technician 3.00 3.00 -
Information Systems Manager 1.00 1.00 -
Information Technologies Tech I 2.00 2.00 - Information Technologies Tech II 3.00 3.00 - Inmate Crew Coordinator 1.00 1.00 -
Inspection Services Manager 1.00 1.00 -
Integration/Applications Admin 1.00 1.00 - Inventory Technician 1.00 1.00 -

50 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Investigative Specialist 0.00 2.00 2.00
Junior Engineer 6.00 6.00 -
Librarian I 9.50 9.50 -
Librarian II 3.00 2.00 (1.00)
Library Automation Services Coord 1.00 0.00 (1.00)
Library Clerk 10.00 10.00 -
Library Community Services Director 1.00 1.00 - Library Operations Manager 0.00 1.00 1.00
Library Page 1.00 0.00 (1.00)
Library Technician 6.00 6.00 -
Library Technology Coordinator 0.00 1.00 1.00
Literacy Assistant 2.00 2.00 -
Literacy Specialist 0.50 0.50 -
Maint Manager 1.00 1.00 -
Management Analyst 7.00 8.00 1.00
Neighborhood Services Coord 3.00 3.00 -
Network System Specialist 1.00 1.00 -
Network/Sys Administrator 1.00 1.00 -
NPDES Permit Manager 1.00 1.00 -
Office Technician 7.00 7.50 0.50
Park Maint Crew Sup 1.00 1.00 -
Park Maint Worker 13.00 13.00 -
Park Operations Manager 1.00 1.00 -
Payroll Supervisor 1.00 1.00 -
Payroll Technician 1.00 1.00 -
Permit Analyst 1.00 1.00 -
Permit Center Clerk 2.00 2.00 -
Permit Center Coordinator 1.00 1.00 -
Permit Services Technician 3.00 3.00 -
Plan Check Engineer 1.00 0.00 (1.00)
Plan Checker I 0.00 1.00 1.00
Plan Checker II 1.00 1.00 -
Planning Manager 3.00 3.00 -
Police Commander 7.00 7.00 -
Police Officer 125.00 125.00 -

51 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Police Officer (4 Frozen) 0.00 0.00 -
Police Records Coordinator 1.00 1.00 -
Police Sergeant 23.00 23.00 -
Police Services Administrator 1.00 1.00 - Police Services Technician 9.00 9.00 -
Print Shop Technician 1.00 0.00 (1.00)
Property/Evidence Supervisor 1.00 1.00 -
Property/Evidence Technician 2.00 2.00 -
Public Safety Facilities Worker 1.00 1.00 - Public Service Maint Crew Sup 2.00 2.00 - Public Service Maint Worker I 7.00 2.00 (5.00)
Public Service Maint Worker II 14.00 17.00 3.00
Public Service Maint Worker III 7.00 8.00 1.00 Public Service Maint Worker IV 5.00 5.00 - Public Work Compl Officer I 1.00 1.00 -
Public Works Admin Supervisor 2.00 2.00 - Public Works Assistant 1.00 1.00 -
Public Works Director 1.00 1.00 -
Public Works Resource Coordinator 1.00 1.00 - Rec-Parks Superintendent 1.00 1.00 -
Recreation Assistant (Frozen) 0.00 0.00 - Recreation Coordinator 5.00 5.00 -
Risk and Benefits Analyst 1.00 1.00 -
Senior Accountant 2.00 2.00 -
Senior Buyer 1.00 1.00 -
Senior Civil Engineer 2.00 2.00 -
Senior Code Enforcement Officer 1.00 1.00 - Senior Librarian 2.00 2.00 -
Senior Plan Check Engineer 1.00 1.00 -
Senior Planner 3.00 5.00 2.00
Senior Police Services Tech 3.00 3.00 -
Senior Recreation Assistant 2.00 2.00 -
Sports Program Asst 1.00 1.00 -
Sr Accounting Clerk 2.00 2.00 -
Sr Accounting Technician 4.00 5.00 1.00

52 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Sr Airport Technician 0.00 1.00 1.00
Sr Community Development Analyst 1.00 1.00 - Sr Construction Inspector 1.00 1.00 -
Sr Economic Development Manager 1.00 1.00 - Sr Equipment Mechanic 1.00 1.00 -
Sr Facility Maint Mechanic 1.00 1.00 -
Sr Finance Management Analyst 1.00 1.00 - Sr Human Resource Analyst 1.00 1.00 -
Sr Human Resources Technician 1.00 1.00 - Sr Park Maint Worker 1.00 1.00 -
Sr Pump Maint Mechanic 1.00 1.00 -
Sr Risk Management Technician 1.00 1.00 - Sr Urban Forestry Worker 1.00 1.00 -
Sr Wastewater Operator 1.00 1.00 -
Stormwater Analyst 1.00 1.00 -
Stormwater Compl Inspector 1.00 1.00 -
Street Maint Manager 1.00 1.00 -
Supervising Police Services Tech 3.00 3.00 - Supt of Maint Services 1.00 1.00 -
Sustainability Analyst 1.00 1.00 -
Technical Services Manager 1.00 1.00 -
Traffic Engineer 1.00 0.00 (1.00)
Urban Forestry Crew Supervisor 0.00 1.00 1.00
Urban Forestry Worker I 2.00 2.00 -
Urban Forestry Worker II 4.00 4.00 -
Victim Advocate 1.00 1.00 -
Wastewater Crew Supervisor 2.00 2.00 -
Wastewater Manager 1.00 1.00 -
Wastewater Operator 2.00 1.00 (1.00)
Wastewater Operator-In-Training 0.00 1.00 1.00

Total Positions 650.00 655.50 5.50

53 (This page intentionally left blank)
54 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). Staff 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 the following:

The Mayor and City Council shall each annually appoint one member of the public to serve as an 55 Measure E

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 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 2010-11 and continued through FY 2018-19. As a result of the COVID-19 pandemic, a brief decline was experienced in FY 2019-20, with signs of significant improvement for FY 2020 -21 through FY 2025-26 .

Projections indicate revenues could remain relatively flat in the coming years.

Measure E tax collections are projected to increase $41 ,000 or 0.24 % in FY 2025-26. 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.

$16.8 $17.2 $17.2 $17.2 $17.2
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24 Actual FY 2024-25 Budget FY 2025-26 Budget Millions
56 Measure E

The Measure E proposed budget by department/program for FY 2025-26 is as follows:

The FY 2025-26 Measure E Capital Improvement Program (CIP) budget totals $1,000,000 and consists of five projects including the Cesar Chavez Park Dry Basin System Repair, City Hall & PW Improvement, EV Charging Infrastructure at City Facilities, Fire Station Repairs, and Monterey Street Garage Improvements.

The number of positions funded by Measure E during FY 2025-26 is summarized as follows:

Amount Perc ent
Internal Services & Energy Debt 773,900 3.1%
El Gabilan Library Debt 1,456,100 5.9%
Capital & Fleet 1,176,000 4.8%
Emergency & Animal Services 626,000 2.5%
Finance 398,500 1.6%
Fire 1,005,420 4.1%
Library 6,239,060 25.4%
Recreation 2,874,550 11.7%
Police 10,035,390 40.8%
Total 24,584,920 100.0%
Amount
Cesar Chavez Park Dry Basin System Repair 100,000$
City Hall & PW Yard Improvements 250,000
EV Charging Infrastructure at City Facilities 200,000
Fire Station Repairs 350,000
Monterey Street Garage Improvements 100,000
Total 1,000,000$
Positions
Police - Sworn 8.0
Police - Non-Sworn Support 23.0
Fire - Sworn 1.0
Fire - Non-Sworn Support 2.0
Parks & Recreation 17.0
Library 39.5
Total 90.5
57 (This page intentionally left blank)
58 Measure G

With the passage of Measure G in November 2014, the City is in a position 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 59 Measure G

a public report to the City Council on the receipt of revenue and expenditures of Measure G funds and such other matters the City Council may assign.

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.

Effective May 6, 2025, City Council established four quarterly meetings (July, October, January, and April).

The City received $5.4 million for the last quarter of FY 2014 -15 and $22.6 million for FY 2015- 16, the first full year of collections. Modest increases occurred over the next 5 years with a minor decline in FY 19-20 due to the COVID-19 pandemic. Significant improvements occurred for FY 2020-21 through FY 2025-26. Projections indicate revenues could remain relatively flat in the coming years.

$33.7 $34.4 $34.5 $34.4 $34.5
$0
$5
$10
$15
$20
$25
$30
$35
FY 2021-22 Actual FY 2022-23 Actual FY 2023-24 Actual FY 2024-25 Budget FY 2025-26 Budget Millions
60 Measure G

The Measure G proposed budget by department/program for FY 2025-26 is as follows:

The number of positions funded by Measure G during FY 2025-26 is summarized as follows:

Amount Perc ent
Internal Services, Fleet & Energy Debt 1,599,400 4.7% Public Safety Building Debt 5,987,400 17.7%
Emergency & Animal Services 1,097,000 3.2%
Police 7,199,320 21.3%
Fire 1,844,122 5.5%
Public Works 7,564,037 22.4%
Recreation 5,585,607 16.5%
Community Development 1,806,801 5.4%
Finance 767,170 2.3%
Human Resources & Administration 312,830 0.9%
T
otal 33,763,687 100.0%
Positions
Police - Sworn 12.0
Pol
ice - Non-Sworn Support 17.0
Fire - Sworn 5.8
Fire - Non-Sworn Support 1.0
Community Development 10.0
Public Works 38.3
Recreation 15.5
Information Technology 2.0
Finance 3.0
Human Resources 1.0
Administration 1.0
Total 106.5
61 Measure G

Cesar Chavez Soccer Field

Street Preventive Maintenance
Northgate Dog Park
Facilities ADA Improvements
Alisal Vibrancy Plan
Fire Station Improvements
Traffic Calming Improvements
Police Service Building
Boronda Road
Traffic Congestion
Relief
Hebbron Family
Center

Community
Center
Improvements
Cesar Chavez Trail
Sherwood Tennis
Center Improvements
Recreation Facility
at
Example

Measure G Projects Highlights
Cesar Chavez Soccer Field
This project is a recreational asset for the Salinas community and it includes the construction of a full-sized synthetic turf soccer field, upgrades to the irrigation system, drainage improvements, and various landscaping enhancements.

Hebbron Family Center Improvements
The new Hebbron Family Center will offer programs to Salinas residents of all ages, from tiny tots to teens and seniors. The center will have community and meeting rooms, a teen lounge and kitchen, outdoor gathering spaces and multi-use sports court along with other lot improvements.

Boronda Road Traffic Congestion Relief
The Boronda Congestion Relief Project will create safer roads, enhanced accessibility and prepare the City for future growth. With plans for new homes in the Future Growth Area, Salinas is preparing for an increase in population and traffic, ensuring Boronda Road is safely equipped to meet these demands. The overall project includes the widening of East Boronda Road into a four-lane roadway (two lanes at each direction), and the construction of 4 multi-lane roundabouts at the intersections of McKinnon Street, El Dorado Drive, Natividad Road, and Independence Boulevard. The project will include the construction
of bioretention facilities,
buffered bike lanes, bus pullouts, sidewalks, ADA -compliant access ramps, storm drain lines, sanitary sewer lines, street lighting, landscaping, and other improvements.

62 Administration Department
Rene Mendez, City Manager

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION

CITY MANAGER

City Administration

Provides leadership, direction, and oversight to City departments to accomplish City Council goals and objectives. Coordinates goal setting and performance management in support of citywide st rategic initiatives and implementation.

CITY CLERK

City Legislative Process

Maximizes public access to the City’s legislative processes by administering the democratic processes such as elections, access to City records, and all legislative actions ensuring transparency to the public. Serves as a
compliance officer and administrator for federal, State, and local statutes including the Political Reform Act, the Brown Act, and the Public Records Act.

COMMUNICATIONS
Outreach &
Transparency
Assists the City with implementation of the City’s communications strategy to inform and engage Salinas residents in an inclusive manner; provides strategic support to the City Manager and department directors to ensure residents, businesses, employees, visitors, and media are informed about City programs, services, and priorities.

COMMUNITY SAFETY (CASP)

Safety & Peace
Initiatives
Community Alliance for Safety and Peace (CASP) is a cross-sector collaboration to reduce youth violence and to change the culture of violence that harms the families, neighborhoods, and communities. CASP’s strategy is in partnership with the community as part of the ”
For Our Future/Para
Nuestro Futuro” campaign.

ECONOMIC DEVELOPMENT
Promote Economic
Growth
Provides resources and information to the business community to ensure existing businesses thrive and to attract new businesses; advocates for business-friendly policies that enhance and encourage revitalization and promote revenue sources to support City services.

AIRPORT
National Transportation
Serves as an element of the national transportation system, overseeing the day-to-day operation of the facility and the long- term capital development.

Ensures the continued economic viability of the Airport Enterprise Fund. 63 Administration Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Develop and implement a communication and engagement strategy in efforts to increase community outreach and engagement around City services, projects, fiscal management, strategic plan objectives progress, and emergency operations. (Strategic Goal: City Services)

• Work with local service providers and County of Monterey to mitigate homeless encampments, support permanent shelter operations, transitional housing and support services for the unhoused. (Strategic Goal: Housing)

• D evelop and implement a commission, boards, committee onboarding process to include volunteer retention and training. (Strategic Goal: City Services)

• Establish an Economic Development division under the City Manager’s office to enhance business support with a focus on increasing the City’s revenue source. (Strategic Goal:

City Services)

• Implement a City of Salinas Legislative Platform as a foundation for engagement in shaping state legislation, administrative regulations, and funding that directly impact Salinas’ residents. (Strategic Goal: City Services)

• Expand the electronic records management solution city -wide increasing efficiency and public access to city records. (Strategic Goal: City Services)

• Implement a centralized full-cycle, secure, automated, content and workflow contract management solution. (Strategic Goal: City Services)

• Develop and implement a Leadership and Supervisory Training program designed to enhance management and leadership skills, and developing effective leaders. (Strategic Goal: City Services)

2024-25 Top Accomplishments

• Developed and implemented the Community Budget Sponsorship Policy, awarding $150,000 in funding to support community programs and events.

• Processed the Monterey One Water Conveyance & Treatment Fee Public Hearings and noticing requirements in accordance with Prop 218.

• Appropriated the American Rescue Plan Act Project funding and project implementation. (Prior year goal)

• Established the City’s Employee Engagement Committee and held four employee appreciation events. (Prior year goal)

64 Administration Department

• Conducted the 2024 General Municipal Election & Special Election consisting of five City Council seats.

• Conducted the 2024 General Tax Ballot Measure Polling in preparation for the possible extension of the Measure G Sales Tax.

• Established a Youth Intern Program with a focus on leading meaningful projects, learning about local government.

• Developed employment recruitment videos to increase job interest and highlight City positions.

2025-26 K ey Budget Actions

• Shifts 1.0 City Clerk from the Confidential Management Labor Group to the Directors Unit.

This action is an ongoing increase of $9,000 from the salaries & benefits budget previously budgeted in the Confidential Management Labor Group and increases the salaries & benefits for an impact on the General Fund. (Ongoing costs: $9,000)

• Moves the Economic Development Division from Community Development to Administration. This realignment is offset by reducing $410,941 in operating costs in Community Development and adding it to Administration. (Ongoing costs: $0)

• Moves the Airport Division from Public Works to Administration. This realignment is offset by reducing $1,043,923 in operating costs in Public Works and adding it to Administration. (Ongoing costs: $0)

• Adds 0.5 FTE Office Technician to increase capacity within Airport Administration.

Currently, there is 0.5 FTE Office Technician, and this addition would bring the FTE to 1.0.

The increased cost will be funded by the Airport Enterprise Fund. (Ongoing costs:
$55,181)

Operating Funds Managed

• General Fund (1000)

• Measure G (1200)

• Municipal Airport (6100)

• PEG Cable Franchise (2506)

65 Administration Department

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Airport - - - 2,351,560 City Clerk 708,308 854,905 854,050 985,400 City Manager`s Office 1,382,327 1,667,304 1,914,070 1,111,660 Communications - - - 495,610 Community Safety - - - 20,750 Economic Development - - - 561,290 Total Expenditures 2,090,635 2,522,209 2,768,120 5,526,270 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 1,504,580 1,843,136 2,150,920 3,273,070 Overt ime - 311 - 14,000 Supplies & Services 583,318 617,196 617,200 2,021,080 Capital Outlay 2,736 61,566 - 134,920 Transfers Out - - - 83,200 Total Expenditures 2,090,635 2,522,209 2,768,120 5,526,270 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 1,664,684 2,048,221 2,290,370 2,932,500 Measure G (1200) 300,951 328,388 332,750 97,210 Municipal Airport (6100) - - - 2,351,560 PEG Cable Franchise (2506) 125,000 145,600 145,000 145,000 Total Expenditures 2,090,635 2,522,209 2,768,120 5,526,270 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 4,710 8 1,000 150,400 Franchise Fees 123,639 180,870 150,000 125,000 Investment Earnings - - - 42,500 Other Revenue* 11,460 13,272 - 2,138,000 Total Revenues 139,809 194,150 151,000 2,455,900 * Schedule A - Other Revenue

66 Administration Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
Aircraft Parking - - - 1,200 Airport Cardlock Deposits - - - 5,600 Building Rental - - - 480,600 Fuel Fees - - - 87,300 Ground Leases - - - 325,800 Hangar Rent - - - 862,900 Hangar Rent Non - Aeronautical - - - 35,400 Hangar Rent Non - Airworthy - - - 62,100 Miscellaneous Receipts - - - 102,100 Mobilehome Registration Fees 11,460 13,272 - - Refuse Fees - - - 10,800 Use Permits - - - 164,200 Total Other Revenue 11,460 13,272 - 2,138,000

67 Administration Department

Performance Measures

City Clerk

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Percentage of Measure G and Measure E meeting
agendas/packets posted within 4 days 100% 100% 100% 100% Percentage of City-wide Public Records Act
requests received and fulfilled within 10 days of
request
59% 65% 60% 70%
Percentage of Council resolutions/ordinances
processed within 3 days of approval 100% 100% 100% 100%

Airport

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Work order requests received that are completed
within 48 hours 85% 95% 85% 95%
Percentage of hangar preventative maintenance
inspections completed 100% 100% 100% 100%
Percentage of hangar rental and lease accounts
paid in full within 30 days 825 1,000 800 1,000

68 Administration Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Secretary 0.00 1.00 1.00
Airport Maintenance Worker 0.00 2.00 2.00
Airport Manager 0.00 1.00 1.00
Airport Operations Supervisor 0.00 1.00 1.00
Assistant City Clerk 1.00 1.00 -
Assistant City Manager 1.00 1.00 -
Assistant to the City Manager 1.00 1.00 - City Clerk 1.00 1.00 -
City Manager 1.00 1.00 -
Communications Specialist 1.00 1.00 -
Community Relations Manager 1.00 1.00 -
Confidential Office Technician 1.00 1.00 - Diversity Equity & Incl Officer 1.00 0.00 (1.00) Executive Assistant 1.00 1.00 -
Office Technician 0.00 1.00 1.00
Sr Airport Technician 0.00 1.00 1.00
Sr Economic Development Manager 0.00 1.00 1.00

Total Positions 10.00 17.00 7.00

69 Administration Department

Organizational Chart

1.00 1.00 Assistant to the City Manager 1.00 City Clerk 1.00 Airport Manager 1.00 Community Relations Manager 1.00 Assistant City Clerk 1.00 Airport Operations Supv 1.00 Communications Specialist 1.00 Confidential Office Technician 1.00 Senior Airport Technician 1.00
Airport Maintenance Worker 2.00
Administrative Secretary 1.00 Sr Economic Development Manager 1.00 Office Technician 1.00
Regular Full -Time Equivalents
(FTE):

Executive Assistant 1.00
City Manager
Assistant City Manager

17.00 70
City Attorney Department
Christopher A. Callihan, City Attorney

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION
CITY ATTORNEY’S OFFICE

Legal Representation
Serves as the legal advisor of all City officers and p rovides legal representation to advocate, defend, and prosecute matters on behalf of the City. This involves a variety of activities, including defense of lawsuits; general liability claims management; prosecution of municipal code violations; and litigation; alternative dispute resolution and contract dispute assistance; and initiation of litigation which can result in significant revenue collections.

Legal Transactions
Provides oral and written legal counsel and advice to the Mayor, City Council, Council Appointees, City departments, City boards, commissions, and committees, and is responsible for review and preparation of ordinances, resolutions, contracts, permits, and other legal documents to implement official City actions. Approves the form of all bonds, contracts, and other instruments in writing in which the City is involved and either drafts or approves the draft of all proposed ordinances for the City, except those proposed by initiative.

Risk Management
Ensures insurance coverage for City assets, establishes Citywide risk management policies , and procedures. Manages property and casualty claims from inception to conclusion and performs the subrogation function to recapture losses resulting from third- party wrongdoing or negligence resulting in loss of or damage to City-owned property.
71 City Attorney Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Advise and support the Community Development Department on their efforts to process project approvals for development of the North of Boronda Future Growth Area, as well as other development project. (Strategic Goals: Economic Development, City Services & Housing)

• Advise and support the Finance Department’s update to and implementation of purchasing policies. Draft ordinance updates to complement the updates to the purchasing policies. (Strategic Goal: City Services)

• Coordinate with the Human Resources Department on the review and update of personnel policies and procedures and advise and support the City Manager and Human Resources Director during continued negotiations with the different bargaining groups. (Strategic Goal: City Services)

• Manage civil litigation, with support from outside counsel. Work to resolve litigation related to the Salinas Ag Industrial Center and Project Homekey. (Strategic Goals: Economic Development & Housing)

• Prosecute misdemeanor violations of the Municipal Code and advise and support Code Enforcement on enforcement actions, including administrative fines and administrative orders and receivership actions. (Strategic Goal: Public Safety)

• Coordinate with the City Manager and the City Council on a review and update of the City Council’s norms and Rules of Decorum. (Strategic Goal: City Services)

• Advise and support the Community Development Department on the update to the Salinas General Plan and the update to the City’s Zoning Code. (Strategic Goals: Economic Development, Infrastructure & Housing)

2024-25 Top Accomplishments

• Supported the Community Development Department’s processing of project approvals for development of the North of Boronda Future Growth Area. (Prior year goal)

• Advised on transactional support and fee/finance issues related to additional investment in City facilities, including an increase to the sanitary sewer rates. (Prior year goal)

• Supported the Finance Department in its preparation of updated Purchasing Policies and Procedures. (Prior year goal)

• Advised on and supported efforts toward development of City Parking Lots 8 and 12 for development, in part, as affordable housing. (Prior year goal)

72 City Attorney Department

• Prepared Rental Stabilization Ordinances (RSO) for Council consideration and adoption and supported the Community Development Department in implementation of the RSO program. (Prior year goal)

2025-26 K ey Budget Actions

• Additional funding for Travel, Conferences, and Meetings to allow staff to attend trainings and continuing legal education conferences to maintain proficiency and to remain in good standing with the State Bar.

• Additional funding for Supplies & Materials Books to cover cost increases associated with the subscription to Lexis -Nexis, the online legal research resource used by the City Attorney’s Office.

Operating Funds Managed

• General Fund (1000)

• General Liability Self-Insurance (7104)
• Worker’s Compensation Self-Insurance (7103)

73 City Attorney Department

2022-23 2023-24 2024-25 2025- 26
Function Actua ls Actuals Adopted Proposed
City Attorney's Office 769,312 1,097,288 997,640 1,043,360 Risk Management 385,615 450,992 704,250 684,030 Total Expenditures 1,154,928 1,548,280 1,701,890 1,727,390 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 1,116,035 1,239,443 1,509,350 1,529,590 Supplies & Services 29,741 302,235 152,540 157,800 Capital Outlay 9,152 6,603 40,000 40,000 Total Expenditures 1,154,928 1,548,280 1,701,890 1,727,390 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 769,312 1,097,288 997,640 1,043,360 General Liability Self-Insurance (7104) 34,251 188,466 459,430 466,740 Internal Services Administration (7101) - - 40,000 - Worker's Comp Self-Insurance (7103) 351,364 262,525 204,820 217,290 Total Expenditures 1,154,928 1,548,280 1,701,890 1,727,390 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 4,766 4,767 6,000 - Other Revenue* 34,624 7,132 10,000 - Total Revenues 39,390 11,898 16,000 - * Schedule A - Other Revenue

74 City Attorney Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
Legal Code Enforcement Recovery 34,624 7,132 10,000 - Total Other Revenue 34,624 7,132 10,000 -

75 City Attorney Department

Performance Measures

City Attorney

Performance Measure / Goal FY 2023-24
Goal
FY 2025-26
Projected
FY 2024-25
Actual
# Requests for legal services 500 500 203
# Criminal cases reviewed or prosecuted 50 25 22
# Pitchess motions responded to and defended 5 5 0
# Civil cases filed and defended 10 15 10
# Code enforcement cases and nuisance abatements 10 10 8 # Public Records Act requests responded to 20 85 83
# Economic development agreement and other contracts 200 200 116 # Workers Compensation cases presented to CM or CC 0 0 0 Employment matters--Representation and Advice 15 10 2
Legal support of election and/or revenue measure initiative 1 1 5

76 City Attorney Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Assistant City Attorney 2.00 2.00 - Chief Assistant City Attorney 1.00 1.00 - City Attorney 1.00 1.00 -
Confidential Office Technician 1.00 1.00 - Sr Risk Management Technician 1.00 1.00 -

Total Positions 6.00 6.00 0.00

77 City Attorney Department

Organizational Chart

City Attorney 1.00
Chief Assistant City Attorney 1.00
Assistant City Attorney 1.00 Assistant City Attorney 1.00 Confidential Office Technician 1.00 Sr Risk Management Technician 1.00 Regular Full -Time Equivalents (FTE): 6.00
78 City Council Department
Dennis Donohue, Mayor

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION

CITY COUNCIL
Policy Setting
Serves as the policy -making and legislative body of the City of Salinas, representing the City’s interests in regional and intergovernmental processes and conducting outreach to City residents, neighborhoods, and community groups.
79 City Council Department

Economic Development

• Complete an Agriculture Technology Plan and engage with key stakeholders to offer innovative workforce training.

• Support and engage both new and established businesses to drive economic growth and job creation.

• Revitalize residential and commercial blighted areas through targeted initiatives, private investment and community partnerships.

• Strategically explore and expand economic development opportunities throughout the City.

• Maximize the use of the airport property to boost economic growth.

80 City Council Department

Housing

• Continue to pursue transit-oriented housing development opportunities.

• Effectively promote the health and safety of unsheltered residents through supportive services and housing with our regional partners and non -profit Community Based Organizations (CBO).

• Facilitate the addition of the overall production of market rate, workforce, low-income, farm worker housing and ADU development while minimizing impacts to neighborhoods.

• Streamline the entitlement and permitting of residential developments by implementing efficient workflows and ensuring timely reviews and approvals.

81 City Council Department

Infrastructure

• Improve the condition of the Cty’s streets and sidewalks through proactive and creative maintenance and strategic infrastructure investments.

• Explore innovative ways using technology to improve the flow of traffic throughout the City.

• Continue to invest in recreational and public facilities to support our community.

• Evaluate capacity of City infrastructure systems in anticipation of future development.

82 City Council Department

City Services

• Complete the Visión Salinas 2040 General Plan.

• Promote equitable access to City services and foster inclusive development.

• Ensure fiscal responsibility and financial management. .
• Provide high quality customer service.

• Expand the City’s volunteer programs.

• Engage residents and improve communication to the community.

83 City Council Department

Public Safety

• Encourage emergency preparedness and resiliency throughout the community.

• Enhance recruitment initiatives to increase staffing for police and fire departments with a focus on hiring local talent.

• Continue community policing efforts to build trust, foster collaboration between law enforcement.

• Expand code enforcement capacity to address City -wide issues of blight, nuisance, parking, health and safety and unpermitted vending.

• Increase collaboration with partner agencies to address public safety public health issues.

84 City Council Department

Youth and Seniors

• Improve, expand and develop youth and senior facilities and programs.

• Consider joint use agreements with school districts for community use of recreational space.

• Increase community events throughout the City for youth and seniors.

• Partner with regional stakeholders to improve access to the arts.

85 City Council Department

Department Budget Summary

2022-23 2023-24 2024-25 2025- 26
Function Actua ls Actuals Adopted Proposed
City Council 345,846 420,195 576,240 608,490 Total Expenditures 345,846 420,195 576,240 608,490 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 297,262 388,326 512,540 529,790 Supplies & Services 48,584 31,869 63,700 78,700 Total Expenditures 345,846 420,195 576,240 608,490 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 345,846 420,195 576,240 608,490 Total Expenditures 345,846 420,195 576,240 608,490

86 City Council Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
City Council 6.00 6.00 -
City Mayor 1.00 1.00 -

Total Positions 7.00 7.00 0.00

87 City Council Department

Organizational Chart

Dennis Donohue
Jose Luis Barajas Tony Barrera Ma rgaret D'A rrigo Gloria De La Rosa Andrew Sandoval Aurelio Salazar District 1 1.00 Dis trict 2 1.00 District 3 1.00 District 4 1.00 District 5 1.00 District 6 1.00 Regular Full-Time Equivalents (FTE): 7.00
Mayor 1.00
88 Community Development
Department

Lisa Brinton, Community Development Director

City Service Area
Community Development

Programs and Services

FUNCTION DESCRIPTION

ADMINISTRATION

Strategic Support
Provide administrative oversight to the department by supervising, monitoring, and controlling the Department’s operating budget and activities; review and update department organizational support; integrate initiatives, goals, and objectives established by the City Council.

ADVANCED PLANNING AND PROJECT IMPLEMENTATION

Long Range Planning &
Sustainability

Prepare, update, implement, and maintain the General Plan and other long- range planning documents including community plans . Provide small business support.

CODE ENFORCEMENT
Community Code
Compliance
Ensure compliance with local laws and regulations related to property maintenance, zoning, building codes, and public safety. Investigate complaints, issue citations for violations, and work to bring properties into compliance.

CURRENT PLANNING
Planning Development
Services
Process and review development applications to ensure compliance with the City’s General Plan and Zoning Code and any other applicable plans, regulations, and standards. Coordinate environmental evaluations (CEQA) for all development projects.

HOUSING AND COMMUNITY DEVELOPMENT
Housing and Community
Development
Facilitate the production of housing to meet Regional Housing Needs Assessment numbers. Implement policies and incentives to preserve existing affordable housing, fund the development of new affordable housing, and administer fair housing/housing initiatives programs. Manage grants for community development, affordable housing, and homeless services programs projects and initiatives.

Homeless Services
Provide services and assistance to promote the health and safety of unhoused residents. Support unhoused residents through housing navigation, street outreach, emergency shelter, rapid rehousing, and stabilization support.
89 Community Development Department

FUNCTION DESCRIPTION

PERMIT SERVICES
Permitting
Review applications and issue permits to construct, alter, or create new structures within the City limits. Conduct inspections to verify completed work adheres to plans and safety standards.
90 Community Development Department

Department Budget Summary

Expected 2025-26 Service Delivery

• Issue $2 50,000 in microgrants and forgivable loans to 20- 30 businesses to support outdoor dining, façade improvements, and technology and marketing. ( Strategic Goal:

Economic Development)

• Design and i nstall a mural and monument at Closter Park . (Strategic Goal: Economic Development)

• Complete final design and obtain planning entitlements for mixed-use affordable housing developments at 34- 40, 37- 39, and 45 Soledad Street . (Strategic Goal: Economic Development & Housing)

• Develop workflows and increase staffing capacity to process West and Central Future Growth Area entitlements, housing plans, and permits efficiently and effectively. (Strategic Goal: Housing)

• Evaluate the city’s role in homeless services and develop a strategic plan to leverage city and county real estate assets and services to maximize impact. Work collaboratively with city and regional partners to develop strategies to implement the Lead Me Home Plan, focusing on housing navigation and placement. (Strategic Goal: Housing)

• Establish two code enforcement teams to expand capacity to provide education, health and safety and blight removal city wide. Establish a rotation to cover weekdays, afterhours, and weekend enforcement. (Strategic Goal: Public Safety)

• Present General Plan/Vision Salinas 2040, Climate Action Plan, and East Area Specific Plan and their associated environmental documents to Planning Commission and City Council for consideration of adoption and certification. (Strategic Goal: City Services)

• Develop Comprehensive Zoning Code Update community engagement strategy including formation of key stakeholder oversite committee. Prepare and adopt Phase 1 Zoning Code amendments to streamline permitting and comply with updated state laws. (Strategic Goal: City Services)

• Upgrade technology for online permitting, record keeping, building and code inspections, and grant management. (Strategic Goal: City Services)

• Develop performance dashboards to communicate department mission, performance, and impact. (Strategic Goal: City Services)

2024-25 Top Accomplishments

• Adopted District Identity Master Plan and installed vegetation, public amenities, receptacles, and public art along E. Alisal Street and at the Breadbox Recreation Center. (Prior year goal)

• Supported 402 new and existing businesses with permitting assistance through in-person appointments, phone calls, and email support, provided 13 microgrants totaling $28,105 91 Community Development Department

to support businesses with marketing and technology needs, and offered loan application assistance to 5 businesses. (Prior year goal)

• Issued entitlements and building permits for the construction of a 3,258,084 square- foot Amazon Distribution Center.

• Approved Central Area Specific Plan (CASP) planning entitlements and housing plans to provide 1,778 housing units, including 67 very low income, 134 low income, 67 moderate income, and 67 workforce income housing units. (Prior year goal)

• Committed $6,356,000 in grant funds to support the production of affordable housing. (Prior year goal)

• Provided homeless services including street outreach, case management, emergency shelter, housing navigation, and rental assistance. (Prior year goal) o Served 726 households through street outreach, emergency shelter, and housing navigation.
o Placed 178 h ouseholds in permanent housing and provided rental assistance to 295 households.
o Committed $2.5 million dollars of state grant funds to support the acquisition of the Fairview Homekey project by the Housing Authority of Monterey. o Supported the relocation of 42 clients from the Good Nite Inn/Work Street Homekey to transitional, permanent supportive, and permanent housing placements.

• Engaged contractor to support weekend education and enforcement of Vendor Program to ensure public health and safety while supporting entrepreneurship. Contacted over 1,300 vendors, issued over 130 citations, and confiscated product from over 70 vendors. (Prior year goal)

• Contracted with five plan review and inspection consultants to maintain quick permit turn- around times and compliance.

2025-26 Key Budget Actions

• Freezes 1.0 Economic Development Analyst position and adds 1.0 Business Navigator position within the APPI Division to assist small businesses and entrepreneurs’ navigation of regulatory processes and connection to technical and financial assistance, manage city microgrant and loan programs, and facilitate partnerships and services to support the cleanliness and appearance of commercial blighted areas. (Ongoing costs: $157,570)

• Moves the Economic Development Division from Community Development to Administration. This realignment is offset by reducing $561,290 in operating costs in Community Development and adding it to Administration. (Ongoing costs: $0)

• Adds $73,260 to provide rapid re-housing services through the Downtown Streets Team. (One-time costs: $73,260)

92 Community Development Department

Operating Funds Managed

• General Fund (1000)

• Measure G (1200)

• Affordable Housing (6950)

• C DBG – COVID 19 (2911)

• Community Development (2910)

• Emergency Solutions Grant-COC (2941)

• Emergency Solutions Grant-HUD (2940)

• Encampment Resolution Fund (ERF) (2954)

• Family Homeless Challenge (2956)

• General Plan (2513)

• HOME American Rescue Plan (ARP) (2931)

• Home Investment Partnership (2930)

• HSA - Affordable Housing (2602)

• Permit Services (6900)

• Residential Rent Reg & Rent Stabilization (2530)

• SB2 (2951)

93 Community Development Department

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Community Development Administration 613,563 684,466 654,120 823,290 Advanced Planning & Project Imp 989,611 1,447,623 2,452,228 3,113,912 Code Enforcement 1,167,205 1,308,903 1,676,700 1,806,801 Current Planning 1,265,390 1,298,198 1,758,223 2,029,974 Economic Development 549,146 586,020 752,150 - Grants 10,555,607 10,591,408 3,468,670 2,821,310
Housing 1,125,731 1,254,125 1,296,920 1,923,251 Permit Services 3,318,472 3,666,378 5,520,580 6,472,215 Total Expenditures 19,584,724 20,837,121 17,579,591 18,990,753 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 8,538,406 9,612,551 11,848,203 11,908,453 Overt ime 17,669 7,457 50,000 60,000 Supplies & Services 11,000,208 9,977,738 5,352,888 6,729,995 Capital Outlay 28,441 1,086,174 161,800 108,605 Transfers Out - 153,200 166,700 183,700 Total Expenditures 19,584,724 20,837,121 17,579,591 18,990,753

94 Community Development Department

2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 3,905,825 4,493,262 5,589,223 5,345,657 Measure E (1100) 9,410 (28) - - Measure G (1200) 1,259,908 1,506,884 1,676,700 1,806,801 Affordable Housing Enterprise (6950) - 4,560 - 90,000 CA Emergency Solutions & Housing (2942) 392,425 235,651 59,290 - CDBG - Covid 19 (2911) 308,241 258,392 405,890 68,060 Community Challenge Grant (3187) 752 - - - Community Development (2910) 1,063,291 2,837,329 726,020 705,880 Dept of Conservation (SALC) Prog (3188) 143,979 33,054 - - Emergency Solutions Grant-COC (2941) 225,835 95,716 65,990 5,960 Emergency Solutions Grant-HUD (2940) 251,832 72,178 55,810 60,410 Encampment Resolution Fund (ERF) (2954) 906,150 3,068,018 1,172,030 1,309,890 ESG-CV HCD (2944) 419,004 - - - ESG-CV HUD (2943) 634,430 65,725 - - Family Homeless Challenge (2956) 689,167 1,451,072 158,460 45,410 General Plan (2513) 30,005 508,709 1,243,418 1,887,570 HOME American Rescue Plan (ARP) (2931) 80,337 26,994 220,120 169,520 Home Investment Partnership (2930) 167,580 163,352 434,120 326,050 Housing - Other Agency Match (2945) 415,291 307,014 - - HSA - Affordable Housing (2602) 505,497 319 1,000 12,530 Local Early Action Planning (2952) 365,934 - - - Permit Services (6900) 3,318,472 3,666,378 5,520,580 6,472,215 Project Room Key Motel Program (2947) 2,017,366 543,664 - - Regional Early Action Planning (2953) 72,091 454,712 - - Residential Rent Reg & Stabilization (2530) - 65,629 80,000 554,670 SB2 (2951) 97,833 402,662 111,650 130,130 United Way (3186) 2,304,069 575,875 59,290 - Total Expenditures 19,584,724 20,837,121 17,579,591 18,990,753 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 2,048,301 5,721,225 3,373,050 5,170,570 Fines & Forfeitures 151,752 136,328 145,000 155,000 Intergovernmental 14,805,467 11,582,876 3,725,170 3,075,900 Investment Earnings 121,702 237,383 64,300 112,310 Licenses & Permits 1,377,174 1,649,005 2,832,200 2,740,000 Other Revenue* 822,917 290,938 11,500 7,000 Transfers In 1,675,334 2,698,430 - - Total Revenues 21,002,647 22,316,184 10,151,220 11,260,780 * Schedule A - Other Revenue

95 Community Development Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
Housing Revolving Loans 271,629 41,139 - - Inclusionary Housing - 1,472 - - Loans 500,000 - - - Miscellaneous Deposits 1,563 - 6,500 2,000 Miscellaneous Receipts 49,725 248,326 - - Weed Abatement Fees - - 5,000 5,000 Total Other Revenue 822,917 290,938 11,500 7,000

96 Community Development Department

Performance Measures

Advanced Planning & Project Implementation

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Adopt General Plan update, EIR, and
Climate Action Plan by Spring 2026

100% 75% 100%
Begin Comprehensive Zoning Code Update
and complete Phase 1 Code Amendments

. 100%
Complete REAP 2.0 Grant funded
Affordable Housing project design and
planning entitlements for city-owned
properties in Chinatown

70% 40% 100%
Reach 10,000 Salinas residents with
communication about the General Plan
Update and other Planning initiatives
through a variety of channels (emails, social
media, radio, TV, canvassing, etc.)

100% 100% 100%
Prepare for adoption the East Area Specific
Plan (EASP) following adoption of the
General Plan Update and Climate Action
Plan.

70% 50% 100%
Collaborate with training resource network to
develop and provide 3 training workshops to
support local entrepreneurs and businesses
to be competitive in government bidding and
acquiring City permits.

100% 100% 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% 75% 100%
Issue $250,000 to small businesses in
microgrants/loans to support outdoor dining,
facade improvements, and technology and
marketing.
100% 12% 100%

97 Community Development Department

Code Enforcement

Volume Data FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Number of cases opened 1476 1750 1616 1500
Number of cases closed 1251 1600 1447 1300
Number of active cases 225 250 500 700
Number of inspections completed 3,447 3,500 3,489 3,400 Number of receivership actions initiated 0 6 0 2

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Average time to resolve a code
enforcement case
3 months 2 months 1 Month 4 Months
Number of educational or outreach
events held 2 6 1 4

98 Community Development Department

Current Planning

Volume Data FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Number of counter customers served 1,691 1,500 1,518 1,500 Number of discretionary and
administrative permits processed 511 400 530 500
Number of building permit reviews
conducted 2,381 1,800
2,303 2,200

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Percent of building permit reviews
processed within prescribed timeframes 92% 90% 92% 90%
Average # days to Approval from
Completeness for Site Plan Reviews 22 14 18 14

Housing

Volume Data FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Number of grant applications processed
through annual RFP process 25 15 17 15
Number of payments and reports
processed for grantees and sub-
recipients
234 180 140 180
Number of affordable housing funding
agreements and affordable housing
plans processed
1 2 6 5
Number of Public Facility projects
completed
0 3 2 3

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Percentage of grant funds expended on
time 100%
Number of new affordable housing units
developed with City funding & programs 11 25 48 85

99 Community Development Department

Permit Services

Volume Data FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Total City Reports Completed 469 450 490 500
Phone Calls Received 26,042 27000 26,100 27,000
Individuals Served at the Counter 2,304 2200 2,500 2,500 Total Building Permit Reviews
Completed 3,204 4000 3,450 3,400
Total Building Inspections Completed 14,470 17000 15,600 16,000 Virtual Inspections 875 800 1050 1,000
Simple Permits Approved 927 800 880 900
Building Permits Approved 1,508 2000 2,170 2,100
Accessory Dwelling Unit (ADU)
Approved Permits 195 200 210 200

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Projected
FY 2024-25
Estimated
FY 2025-26
Projected
Percent of On-Time Building Permit
Reviews** 59% 55% 60% 60%
Average Working Days from Application
to 1st Building Permit Review** 15 14 16 15
Simple Permits - Working Days from
Application to Approved 4 4 3 3
Building Permits - Working Days from
Application to Approved** 51 48 50 50

100
Community Development Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Aide 3.00 3.00 -
Administrative Aide - Limited Term 0.00 1.00 1.00 Administrative Analyst I 3.00 2.00 (1.00)
Administrative Analyst I - Limited Term 3.00 5.00 2.00 Administrative Clerk I 1.00 1.00 -
Assistant Planner 3.00 4.00 1.00
Associate Planner 3.00 2.00 (1.00)
Asst Community Development Director 2.00 2.00 - Building Permit Specialist 1.00 1.00 -
Business Navigator 0.00 1.00 1.00
Chief Building Official 1.00 1.00 -
Code Enforcement Manager 1.00 1.00 -
Code Enforcement Officer I / II 5.00 5.00 -
Combination Building Inspector I 3.00 3.00 -
Combination Building Inspector II 1.00 1.00 -
Community Development Analyst 4.00 4.00 -
Community Development Analyst - Limited Term 4.00 2.00 (2.00) Community Development Director 1.00 1.00 -
Community Outreach Asst - Limited Term 9.00 9.00 - Economic Development Analyst (Frozen) 1.00 0.00 (1.00) Homeless Services Manager 1.00 1.00 -
Homeless Services Manager - Limited Term 1.00 0.00 (1.00) Inspection Services Manager 1.00 1.00 -
Management Analyst 3.00 3.00 -
Office Technician 1.00 1.00 -
Permit Analyst 1.00 1.00 -
Permit Center Clerk 2.00 2.00 -
Permit Center Coordinator 1.00 1.00 -
Permit Services Technician 3.00 3.00 -
Plan Check Engineer 1.00 0.00 (1.00)
Plan Checker I 0.00 1.00 1.00
Plan Checker II 1.00 1.00 -
Planning Manager 3.00 3.00 -
Senior Code Enforcement Officer 1.00 1.00 -
Senior Plan Check Engineer 1.00 1.00 -
Senior Planner 3.00 5.00 2.00
Sr Accounting Technician 1.00 1.00 -
Sr Community Development Analyst 1.00 1.00 -
Sr Economic Development Manager 1.00 0.00 (1.00)

Total Positions 76.00 76.00 0.00

101
Community Development Department

Organizational Chart

1.00 Management Analyst 1.00
Office Technician 1.00
Administrative Aide 1.00

1.00 Planning Manager 1.00 Planning Manager 1.00 Chief Building Official 1.00 Planning Manager 1.00 Code Enforcement Manager 1.00 Homeless Services Manager 1.00 Senior Planner 2.00 Inspection Services Manager 1.00 Senior Planner 3.00 Senior Code Enforcement Officer 1.00 Sr Community Development Analyst 1.00 Business Navigator 1.00 Senior Plan Check Engineer 1.00 Associate Planner 1.00 Code Enforcement Officer I / II 5.00 Community Development Analyst 4.00 Associate Planner 1.00 Plan Checker II 1.00 Assistant Planner 3.00 Administrativ e Analyst I 1.00 Comm Dev Analyst - Limited Term 2.00 Assistant Planner 1.00 Plan Checker I 1.00 Administrative Aide 1.00 Administrative Aide 1.00 Management Analyst 1.00 Comm Outreach Asst-Limited Term 1.00 Management Analyst 1.00 Administrative Clerk I 1.00 Admin Analyst I - Limited Term 5.00 Permit Analyst 1.00 Comm Outreach Asst-Limited Term 8.00 Administrative Analyst I 1.00 Sr Accounting Technician 1.00 Comb Bldg Inspector II 1.00 Administrative Aide - Limited Term 1.00 Comb Bldg Inspector I 3.00 Permit Center Coordinator 1.00
Building Permit Specialist 1.00
Permit Services Technician 3.00
Permit Center Clerk 2.00
Regular Full -Time Equivalents (FTE): 76.00
Community Development Director
Asst Community Development Director 1.00Asst Community Development Director 102
Finance Department
Selina Andrews, Finance Director

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION

ACCOUNTING
Annual Audits
Preparation of the Annual Comprehensive Financial Report, Single Audit, and coordination of other audits; accurate reporting of Citywide financial activity for all funds.

Special Accounting
Financial accounting of bank reconciliations; assessments district; debt transactions; grant reporting reconciliations ; capital assets accounting; coordinates Single Audit Report ; management of the City’s financial management system (ERP).

Payroll
Efficient and timely management of payroll in adherence to Memorandum of Understanding and contracts; deferred compensation management and reconciliations.

BUDGET
Budget Analysis
Develops and monitors the City's operating and capital budgets including updating the financial forecast for approximately 14 0 City funds each year; supports the annual Fee Schedule update and corresponding revenue projections; serves as a business partner across the City to provide budgetary impact analysis for various City issues and complex business decisions.

REVENUE
Accounts Receivable
Develops, maintains, and updates business systems and processes to support the delivery of City services through timely collection of payments due to the City, including services, taxes, fees, and other revenues ; processes miscellaneous billings and issues exemptions per City municipal code.

Business License Tax
Enforces the general business tax ordinance by updating and renewing business licenses ; issues business license tax certificates and processes applications for regulatory permits:
103
Finance Department

FUNCTION DESCRIPTION

PURCHASING
Contracts & Purchase
Orders
Supports the operations of all City departments by ensuring the timely procurement and delivery of products and services. Provides procurement guidance and training for staff. Updates and establish best practice procurement activities. Manages the Cal -Card program to enable the procurement of small dollar purchase transactions.

Accounts Payable
Efficient and timely management of outgoing payments; monitor expenditures; maintain records; verify expense reports, maintain petty cash; ensure agreements comply with City policies and procedures; track and pay sales tax.

INFORMATION TECHNOLOGY
Planning &
Administration
Defines division’s goals and vision, provides leadership, and takes a forward- thinking strategic approach to help guide technology and business decisions for the future. Prioritizes, coordinates, budgets, and procures citywide technology and information systems.

Enterprise Applications
Implements and supports enterprise software applications and systems such as enterprise resource planning (ERP), electronic permitting, human resource management (HRMS), and numerous other technologies that empower all aspects of citywide business. The team also supports incident management, project management, business solution analysis, and business intelligence reporting.

Infrastructure & Security
Supports operations through implementation and support of technology infrastructure including network hardware, servers, telephones, storage systems, and wireless technology. Oversees information technology security policies, best practices, manages the citywide security awareness program.

Service Desk
Prioritizes exceptional service delivery and customer focused philosophy to support end- user computers, devices, printers, peripherals, and software applications. The team reviews technology equipment to ensure compatibility and advocates for standardization and industry best practices. 104
Finance Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Prepare City Manager’s Budget for City Council presentation and approval . (Strategic Goal: City Services)

• Complete the citywide annual financial audit and issue Annual Comprehensive Financial Report (ACFR) within six months after the end of fiscal year. (Strategic Goal: City Services)

• Apply for and receive the first Government Finance Officers Association (GFOA) Certificate of Achievement for Excellence in Financial Reporting award . (Strategic Goal:

City Services)

• Ensure timely completion and submittal of regulatory reports to the Federal, State and Local agencies. (Strategic Goal: City Services)

• Develop a cost allocation plan to ensure support services are properly distributed between user departments. (Strategic Goal: City Services)

• Complete 15 projects from the IT Annual Workplan. (Strategic Goal s: Economic Development, Infrastructure, City Services & Public Safety)

• Update the Information Technology Masterplan. (Strategic Goal s: Economic Development, Infrastructure, City Services & Public Safety)

• Implement electronic contract routing and management system . (Strategic Goal s:

Economic Development, Infrastructure & City Services)

• Develop a cybersecurity policy to include disaster recovery, incident response, and business continuity. (Strategic Goals: Infrastructure, City Services & Public Safety)

• Transition to DOTGOV to legitimize and enhance public trust in government as required by SB. 2749 for all web content and communication. (Strategic Goals: City Services & Public Safety)

• Further modernization of IT infrastructure for projects supporting improved cybersecurity and data analytics . (Strategic Goals: Infrastructure, City Services, Public Safety & Economic Development)

2024-25 Top Accomplishments

• Issued the 2024 Annual Comprehensive Financial Report (ACFR) by March 31, 2025 . (Prior year goal)

• Implemented the IT Annual Workplan.

• Completed 9 projects identified in the IT Annual Workplan.

105
Finance Department

• Established an Information Technology Governance and Steering Committee.

• Completed the National Cybersecurity Review offered by Center for Internet Security in an effort to establish a baseline for the City's cybersecurity practices and to help develop a cybersecurity roadmap to ensure strategic alignment with regulatory compliance and security frameworks.

• Streamlined technology procurements by standardizing computers, mobile devices, and peripherals available to staff.

• Achieved better disaster preparedness by implementing a new data center uninterruptible power supply (UPS) and on premises tertiary data backup system.

• Continued the upgrade of CCTV cameras and door access controls improving security and incident response at City facilities.

• Provided ongoing maintenance and support for enterprise applications to ensure confidentiality, integrity, and availability (CIA) of data and application services. Avolve ProjectDox vendor platform was upgraded to a new version to improve functionality, security, and performance.

• Upgraded Internet connectivity speed with two Internet Service Providers and configured redundant firewalls to ensure high availability and continuity of Internet connectivity.

• Reinstated a financial forecast.

• Increased budget transparency by introducing the Budget in Brief document.

• Updated the City’s purchasing authority to bring the City into compliance with evolving regulations while incorporating best practices.

• Centralized fleet for operational effectiveness, reduced redundancies, and better control of City assets.

• Revised the City’s Purchasing Policy.

2025-26 Key Budget Actions

• Provides funding for a cost allocation plan to ensure support services are properly distributed between user departments. (One-time costs: $50,000)

• Increases funding for Citywide software and technology support. (One-time costs:
$73,260)

106
Finance Department

Operating Funds Managed

• General Fund (1000)

• Measure E (1100)

• Measure G (1200)

• Redevelopment (8914)

• Successor Agency (8915)

107
Finance Department

2022-23 2023-24 2024-25 2025- 26
Function Actua ls Actuals Adopted Proposed
Accounting 1,459,677 1,629,289 1,696,840 2,032,847 Budget - - 401,830 461,010 Budget Engagement - 4,574 12,700 - Finance Administration 568,793 564,074 623,590 796,075 Information Technology 2,209,523 3,377,176 4,830,649 4,859,085 Purchasing 161,673 200,728 224,290 189,450 Revenue & Licensing 448,033 260,686 340,020 232,733 Successor Agency 4,474,095 4,012,456 966,100 957,600 Total Expenditures 9,321,795 10,048,984 9,096,019 9,528,800 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 3,421,320 3,542,157 4,719,770 5,020,803 Overt ime 15,407 21,769 7,000 7,000 Supplies & Services 3,768,286 5,224,300 2,643,656 3,077,992 Capital Outlay 632,064 274,247 769,493 475,405 Debt Service 535,476 35,870 10,000 - Transfers Out 949,243 950,640 946,100 947,600 Total Expenditures 9,321,795 10,048,984 9,096,019 9,528,800 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 4,219,821 5,297,374 7,471,539 7,405,530 Measure E (1100) 55,564 44,238 59,000 398,500 Measure G (1200) 572,314 694,915 599,380 767,170 RORF-Redev Obligation Retirement (8914) 4,469,433 4,007,280 956,100 947,600 Successor Agency Administration (8915) 4,662 5,176 10,000 10,000 Total Expenditures 9,321,795 10,048,984 9,096,019 9,528,800 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 18,513 19,529 19,000 20,900 Investment Earnings 254,804 307,587 211,200 219,800 Licenses & Permits 5,774 5,191 5,000 6,000 Other Revenue* 233,154 - - - Property Tax 5,426,716 4,005,146 971,000 970,000 Total Revenues 5,938,961 4,337,453 1,206,200 1,216,700 * Schedule A - Other Revenue

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Finance Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025- 26
Other Revenue Actua ls Actuals Adopted Proposed
Housing Revolving Loans (10,000) - - - Loans Proceeds 243,154 - - - Total Other Revenue 233,154 - - -

109
Finance Department

Performance Measures

Disbursements *

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
% of disbursements paid accurately and timely

100%
% of disbursements paid to employees accurately
and timely

100%
% of payroll disbursements paid accurately and
timely

100%
% of disbursements paid to vendors accurately
100%
*New performance measures

Financial Reporting *

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
% of financial reports produced accurately and
timely

100%
Received Government Finance Officers
Association (GFOA) Certificate of Achievement for
Excellence in Financial Reporting award

Yes
Received unmodified opinion on the Annual
Comprehensive Financial Report (ACFR)

Yes
*New performance measures

Debt *

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
City’s General Obligation Bond Rating AA- AA- AA- AA-
*New performance measures

110
Finance Department

Information Technology

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal

Help Desk Tickets Resolved

85% 95% 85% 95%
IT Workplan Projects Completed* 10
*New performance measure
111
Finance Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Accountant Auditor 0.00 1.00 1.00
Accounting Manager 1.00 1.00 -
Administrative Analyst I 1.00 1.00 -
Assistant Finance Director 1.00 1.00 -
Business Systems Analyst 2.00 2.00 -
Computer Systems Administrator 1.00 1.00 - Cybersecurity Specialist 1.00 1.00 -
Finance Director 1.00 1.00 -
Finance Management Analyst 1.00 1.00 -
Information Systems Manager 1.00 1.00 -
Information Technologies Tech I 2.00 2.00 - Information Technologies Tech II 3.00 3.00 - Integration/Applications Admin 1.00 1.00 - Management Analyst 1.00 1.00 -
Network System Specialist 1.00 1.00 -
Network/Sys Administrator 1.00 1.00 -
Payroll Supervisor 1.00 1.00 -
Payroll Technician 1.00 1.00 -
Print Shop Technician 1.00 0.00 (1.00)
Senior Accountant 2.00 2.00 -
Senior Buyer 1.00 1.00 -
Sr Accounting Clerk 2.00 2.00 -
Sr Accounting Technician 3.00 4.00 1.00
Sr Finance Management Analyst 1.00 1.00 -

Total Positions 31.00 32.00 1.00

112
Finance Department

Organizational Chart
Finance Director 1.00
Assistant Finance Director 1.00 Information Systems Manager 1.00 Accounting Manager 1.00 Sr Finance Management Analyst 1.00 Management Analyst 1.00 Network/Sys Administrator 1.00 Senior Accountant 2.00 Finance Management Analyst 1.00 Sr Accounting Technician (A/P) 0.50 Information Technologies Tech II 3.00 Accountant - Auditor 1.00 Information Technologies Tech I 2.00 Sr Accounting Technician (Grants) 1.50 Network System Specialist 1.00 Sr Accounting Technician (A/R) 1.00 Senior Buyer 1.00 Integration and Applications Administrator 1.00 Cybersecurity Specialist 1.00 Sr Accounting Clerk 2.00 Sr Accounting Technician (A/P) 1.00 Business System Analyst 2.00 Payroll Supervisor 1.00
Payroll Technician 1.00 Computer Systems Administrator 1.00 Regular Full -Time Equivalents (FTE): 32.00
Administrative Analyst 1.00
113

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114
Fire Department

Samuel Klemek, Fire Chief

City Service Area
Public Safety

Programs and Services

FUNCTION DESCRIPTION

FIRE ADMINISTRATION
Management &
Administration

Integrates City Council initiatives, goals, and objectives; c omplies with Federal, State, local laws, Memoranda of Understanding and contractual agreements. Prepares and monitors the department’s annual budget and manages grants.

SUPPRESSION

Fire Suppression &
Rescue

Protects life, property, and the environment, from the hazards of fire, explosions, and hazardous materials incidents ; provides all-risk emergency responses withing the local, State, and Federal mutual -aid systems for effective and efficient resource utilization.

EMERGENCY MEDICAL SERVICES

Advanced Life Support
Emergency Medical
Response

Provides 24/7 advanced life support medical care through cross -trained firefighter/paramedics with a focus on lifesaving emergency response, training, and collaboration with County contracted ambulance services.

Assures ongoing compliance with State/local statutes and provides general program oversight for quality of care assurance.

PREVENTION
Fire/Life Safety &
Education and
Community Risk
Reduction
Implements, administer s, and enforce s the California Fire Code (CFC) as outlined in Title 19 and Title 24 of the California Code of Regulations; ensure public safety by mitigating fire and life safety hazards through inspections, plan review, and enforcement efforts.

Conducts public outreach and
education.

TRAINING
Training
Provides and coordinate s professionalism, safety, and expertise for fire department personnel through required training, certifications, and supports health and wellness ; d elivers structured relevant programs, monitor s qualifications, manages the recruit academy, coordinates with external agencies, and develo ps leadership through advanced training and succession planning initiatives.

VEHICLE MAINTENANCE
Repairs & Maintenance
Repairs and maintai ns all Fire Department vehicle s and firefighting apparatuses in accordance with National, State, DMV, NFPA and OSHA mandates to ensure an efficient and safe fleet of emergency response vehicles.

HAZARDOUS MATERIAL CONTROL
Hazardous Materials
Emergency Response

Effectively control s and conduct s initial mitigation of hazardous material emergencies to protect life, the environment and property by cross -training suppression personnel to respond as Hazardous Materials Specialists. 115
Fire Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Continue to work diligently to implement recommendations outlined in the 2023 Salinas Fire Department Master Plan. (Strategic Goal: Infrastructure, City Services)

• C ontinue 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. (Strategic Goal: Public Safety, Infrastructure, City Services)

• Support expeditious plan review and permitting as well as timely inspections of new projects. (Strategic Goal: City Services)

• P rioritize and complete fire station repairs and alterations 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. (Strategic Goal: Public Safety, Infrastructure)

• Identify ways to improve the delivery of mandated firefighter training and develop centralized facilities while decreasing the City’s 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 department is actively planning for the demolition of the current tower to replace it with a new tower, at the same location that meets current State safety standards. (Strategic Goal: Public Safety, Infrastructure)

• Engage neighborhoods. (Strategic Goal: Public Safety, City Services):
o Neighborhood fire stations will continue to host education events. Fire Prevention Week activities will return with a focus on educating youth and underrepresented population.

• Invest in prevention and intervention programs . (Strategic Goal: Public Safety, City Services):
o 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.

• Evaluate staffing levels of public safety personnel . (Strategic Goal: Public Safety, Infrastructure, City Services):
o 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. 116
Fire Department

o 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.
o Increases to suppression staffing will also increase “available unit hours” to help reduce response times and 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, and response times continue to increase as a result of a growing City with increased call volume, traffic, and traffic calming measures being implemented.

• Hire locally for public safety positions . (Strategic Goal: Public Safety, Infrastructure, City Services):
o 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.

• Maintain effective code enforcement practices . (Strategic Goal: Infrastructure, City Services):

o 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 co de enforcement division to protect the safety of tenants from unsafe housing conditions.
o 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.

• Identify ways 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 provide accessible opportunities for youth to participate in the Fire Department’s Cadet 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. Working with the Salinas Firefighters Foundation, a scholarship has been created to provide tuition assistance to one current qualified Cadet. These programs create a straight -line pathway to hiring and promoting local youth. (Strategic Goal: Youth and Seniors)

2024-25 Top Accomplishments

• Graduated 17 new firefighter recruits from the SFD academy. (Staffing for Adequate Fire Emergency Response Grant (SAFER) and General Fund over-hires). (Prior year goal)

117
Fire Department

• Filled vacancies by promotion of 1 Deputy Fire Chief, 3 Division Chiefs (reclassified), 3 Fire Captains and 2 Fire Engineers. (Prior year goal)

• Filled 1 FT Fire Inspector vacancy. (Prior year goal)

• Successfully graduated 2 SFD personnel from the Paramedic Training Program.

• 2 Additional personnel started Paramedic training in early April 2025.

• Placed apparatus orders for 1 type 6 wildland unit, 1 type -1 pumper and 1 tiller/ladder. (Prior year goal)

• Secured the assignment of a Governor’s Office of Emergency Services (OES) Type- 1 Hazardous Materials Response Unit and an accompanying perpetual training grant of $200k per year.

• Assumed primary administration of the Monterey County Hazardous Materials Response Team.

• Negotiated updated fees with the County of Monterey for increased C ertified Unified Program Agency (CUPA) funding for the Hazardous Materials Response Program.

• Started construction of a $6.2m renovation for fire station 1 with blended ARPA & existing CIP funds. (Prior year goal)

• Stood-up temporary fire stations at Sherwood Hall and 106 Lincoln Ave.

• Completed the move of fire administration and fire prevention to the west wing facility. (Prior year goal)

• Received $105K grant from Cal Water for the acquisition of a mobile D.R.A.F.T.S. unit for training of personnel and mandated routine testing of fire equipment that saves over 2 million gallons of water annually. (Prior year goal)

• Facilitated the piloting of a dedicated Mobile Crisis Response Team joint Memorandum of Understanding with the County of Monterey.

2025-26 K ey Budget Actions

• Increases the overtime budget to align it with historical trends. (One-time costs: $952,649)

• Technical adjustment to move the Emergency Medical Services Division operational costs of $408,500 to the department . This is offset by eliminating $408,500 from non - departmental; funds a part -time civilian Deputy Fire Marshal to engage in specialized technical plan checks, planning, inspections, and oversight of large projects and initiation of a commercial occupancy inspection program. (Ongoing costs $0)

• Increases Prevention Division outside services by $90,775 to fund overflow plan reviews for large and special projects. (One-time costs: $94,000)

118
Fire Department

• Adds $50,000 in operational costs for paramedic training, tuition, internship fees and backfill/overtime of two firefighters. (One-time costs: $50,000)

Operating Funds Managed

• General Fund (1000)

• Measure E (1100)

• Measure G (1200)

119
Fire Department

2022-23 2023-24 2024-25 2025- 26
Function Actua ls Actuals Adopted Proposed
911 Services 509,147 - - - Emergency Medical Services 1,538,084 1,628,004 1,809,700 1,798,250 Fire Administration 935,507 1,016,908 1,055,945 1,892,065 Grants 226,789 193,772 - -
Hazardous Material Control 379,018 371,726 344,700 528,550 Prevention 1,110,576 1,251,541 1,340,269 1,615,335 Suppression 24,895,530 25,931,897 24,854,970 25,594,547 Training 647,676 687,309 803,930 718,600 Vehicle Maintenance 458,170 496,869 423,520 469,010 Total Expenditures 30,700,497 31,578,025 30,633,034 32,616,357 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 24,650,803 26,057,071 26,309,300 27,408,498 Overt ime 3,335,888 2,736,035 2,167,670 3,120,519 Supplies & Services 2,490,467 2,023,171 1,795,024 1,774,700 Capital Outlay 223,340 577,520 176,800 128,400 Debt Service - 184,228 184,240 184,240 Total Expenditures 30,700,497 31,578,025 30,633,034 32,616,357 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 27,108,568 27,563,709 27,072,524 29,766,815 Measure E (1100) 49,029 2,738 - 1,005,420 Measure G (1200) 1,848,094 2,303,107 1,801,810 1,844,122 Assistance to Firefighters (3115) 203,467 - - - Contributions & Donations (2508) - 2,538 - - Emergency Medical Service Fund (2501) 1,468,017 1,512,161 1,758,700 - Fire Grants (3117) 22,657 1,095 - - Homeland Security (3106) 664 136,619 - - SAFER (3111) - 56,057 - - Total Expenditures 30,700,497 31,578,025 30,633,034 32,616,357 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 997,606 943,154 1,068,500 1,222,000 Intergovernmental 723,462 754,695 937,000 759,000 Other Revenue* 4,797 2, 000 - - Transfers In 1,357,500 1,600,000 1,600,000 -
Total Revenues 3,083,366 3,299,849 3,605,500 1,981,000 * Schedule A - Other Revenue

120
Fire Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
Contributions & Donations 4,797 2,000 - - Total Other Revenue 4,797 2,000 - -

121
Fire Department

Performance Measures

Suppression

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
4 Minute Response – NFPA Standard 43% 90% 40% 90%
4-6 Minute Response - General Plan
Service Standard 43% 90% 44% 90%
15 Firefighters at structure fires within 8
minutes - NFPA Standard 64% 90% 76% 90%
Total Structure Fires 87 75 115 100
Total Other Type Fires 802 900 963 950

Emergency Medical Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Paramedics 27 28 23 27
EMS Training Hours 1,200 1,200 1,200 1,200
Total EMS Responses 11,508 12,500 12,500 12,500

122
Fire Department

Fire Prevention / Community Risk Reduction

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Fire & Life Safety Education 11 20 15 20
Public Safety Demonstrations 2 10 5 5
Total Number of Fire Code/State
Mandated Inspections 1,120 2,000 950 1,500
Total Number of Commercial/Fire Permit
Inspections 827 1,500 1,000 1,500
Number of Fire Plan Checks 394 400 360 650

Training

Performance Measure/ Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Training hours 27,230 29,000 31,303 30,000
Mandated Training Compliance 24,396 25,000 25,000 25,000

Vehicle Maintenance

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Scheduled Maintenance Compliance - % 100% 100% 100% 100% Aerial & Ground Ladder Testing
Compliance - % 100% 100% 100% 100%

123
Fire Department

Hazardous Materials Control

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Total Training Hours 1,990 1,200 2,400 2,400
Annual Certified Unified Program
Agency (CUPA) Reimbursement $249,290 $200,000 $264,000 $350,000

124
Fire Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Analyst I 1.00 1.00 -
Administrative Fire Captain 1.00 1.00 -
Battalion Chief 3.00 3.00 -
Deputy Fire Chief 1.00 1.00 -
Fire Captain 24.00 24.00 -
Fire Chief 1.00 1.00 -
Fire Division Chief 3.00 3.00 -
Fire Engineer 24.00 24.00 -
Fire Inspector II 3.00 3.00 -
Firefighter 40.00 40.00 -
Management Analyst 1.00 1.00 -
Office Technician 2.00 2.00 -

Total Positions 104.00 104.00 0.00

125
Fire Department

Organizational Chart

1.00 Management Analyst 1.00
Office Technician 1.00

1.00 Battalion Chief A Platoon 1.00 Battalion Chief B Platoon 1.00 Battalion Chief C Platoon 1.00 Fire Division Chief 1.00 Training Division Chief 1.00 EMS Div ision Chief 1.00 Fire Captain 8.00 Fire Captain 8.00 Fire Captain 8.00 Fire Inspector II 3.00 Administrative Fire Captain 0.50 Administrative Fire Captain 0.50 Fire Engineer 8.00 Fire Engineer 8.00 Fire Engineer 8.00 Administrative Analyst I 1.00 Firefighter 4.00 Firefighter 3.00 Firefighter 11.00 Firefighter 11.00 Firefighter 11.00 Office Technician 1.00 Regular Full -Time Equivalents (FTE):

Deputy Fire Chief
Fire Chief
104.00
126
Human Resources Department
Marina Horta-Gallegos, Human Resources Director

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION

HUMAN RESOURCES

Recruitment,
Classification and
Compensation
Conducts citywide recruitment and classification administration for all City Departments. Includes job description development and total compensation studies.

Employee Benefits
Administers employee benefits including health insurance, life/ long-term care, workers’ compensation, interactive process, and employee leaves and return to work program, etc.

Personnel Actions
Administers personnel actions for all City departments; processes payroll for the Police, Fire, Administration and Human Resources Departments.

Labor Relations
Participates in all areas of employer-employee relations as authorized by the Municipal Code, related resolutions, and California labor law and regulations, including City policy development and contract negotiations.

Training and
Development
Oversees and administers mandatory employee training and coordination of professional development opportunities.
127
Human Resources Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Collaborate with Departments to administer the personnel recruitment and in-service training programs for City personnel. (Strategic Goal: City Services)

• Administer the City’s classification and compensation plans consistent with the Personnel Manual, Municipal Code and Resolution. (Strategic Goal: City Services)

• Streamline hiring and employee onboarding. (Strategic Goal: City Services)

• Collaborate on implementation of the Salinas Plan. (Strategic Goal: City Services)

• Collaborate with departments on workplace safety and security and related policies. (Strategic Goal: City Services)

• Administer the City’s Workers’ Compensation and Return to Work Program. (Strategic Goal: City Services)

• Streamline payroll for public safety – integration into New World ERP . (Strategic Goal: City Services)

• Implement online performance evaluation module. (Strategic Goal: City Services)

• 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: City Services)

• Address recruitment and retention challenges, implement remote work policy by December 2025. (Strategic Goal: City Services)

• Review and update the City Personnel Manual and related Administrative Policies by December 2025. (Strategic Goal: City Services)

• Re-establish the City’s grievance board to hear employee grievances pursuant to the personnel resolution. (Strategic Goal: City Services)

2024-25 Top Accomplishments

• Onboarded 98 new temporary and regular employees.
• Negotiated and reached agreement on new MOU and Compensation Plans with four employee groups. (Prior year goal)

• Conducted Employee Health & Wellness Fair with 40+ vendors. • Re-established the City’s Central Safety Committee consisting of employee bargaining units. (Prior year goal)

128
Human Resources Department

• Developed Workplace Violence Prevention Plan. (Prior year goal)

2025-26 K
ey Budget Actions

• Provides $75,000 in one-time funding for Citywide Professional Development initiatives. (One-time costs: $75,000)

Operating Funds Managed

• General Fund (1000)

• Measure G (1200)
• Worker’s Compensation Self-Insurance (7103)

129
Human Resources Department

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Human Resources 1,760,017 1,887,212 2,037,310 2,282,460 Risk Management 17,627 141,793 179,220 193,190 Total Expenditures 1,777,644 2,029,005 2,216,530 2,475,650 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 1,314,916 1,623,701 1,839,480 1,993,600 Overt ime 538 1,519 - - Supplies & Services 411,498 353,536 302,050 402,050 Capital Outlay 50,692 50,249 75,000 80,000 Total Expenditures 1,777,644 2,029,005 2,216,530 2,475,650 2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 1,579,246 1,701,109 1,730,280 2,066,840 Measure G (1200) 180,771 186,104 307,030 215,620 Worker's Comp Self-Insurance (7103) 17,627 141,793 179,220 193,190 Total Expenditures 1,777,644 2,029,005 2,216,530 2,475,650

130
Human Resources Department

Performance Measures

Human Resources

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Recruitments 135 65 80 50
Applications Processed/Screened 4,080 1,000 2,500 1,000 New Hire Processing 154 90 90 90
New Employee Orientation 9 12 12 12
Trainings 23 25 25 25
Job Description Development & Review 16 20 15 20

131
Human Resources Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Confidential Office Technician 1.00 1.00 - Human Resource Analyst I 1.00 1.00 - Human Resources Director 1.00 1.00 - Human Resources Manager 2.00 2.00 - Human Resources Technician 3.00 3.00 - Risk and Benefits Analyst 1.00 1.00 - Sr Human Resource Analyst 1.00 1.00 - Sr Human Resources Technician 1.00 1.00 -

Total Positions 11.00 11.00 0.00

132
Human Resources Department

Organizational Chart

1.00 Human Resources Manager 1.00 Human Resources Manager 1.00 Sr Human Resource Analyst 1.00 Risk and Benefits Analyst 1.00 Human Resource Analyst I 1.00 Sr Human Resources Technician 1.00 Human Resources Technician 2.00 Human Resources Technician 1.00 Regular Full -Time Equivalents (FTE): 11.00
Human Resources Director
Confidential Office Technician 1.00
133

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134
Library and Community Services
Department

Kristan Lundquist, Library and Community Services Director

City Service Area
Community Services

Programs and Services

FUNCTION DESCRIPTION

RECREATION AND PARK SERVICES

Parks, Maintenance and
Operations
Provide quality maintenance service to preserve safety, aesthetics, health, and utility for Salinas’ inventory of parks, open spaces, planters, and facility landscapes. The service area includes 48 parks and facilities.

Recreation Services

Operate recreation centers and provide a wide range of activities for all ages to create wholesome experiences for educational, social, physical and mental well -being. Facilities include the Firehouse Recreation Center, Breadbox Recreation Center, Community Center/Sherwood Hall, Lincoln Recreation Center, Central Park, El Dorado Park and Aquatic Center.

YOUTH SERVICES AND COMMUNITY ENGAGEMENT
Volunteer and
Neighborhood Services
Encourage and support volunteerism and neighborhood engagement activities, coordinate the implementation of solutions to neighborhood issues, and provide youth and resident development programs to improve connectivity to local government.

LIBRARY SERVICES
Access to Information,
Library Materials &
Digital Resources
Provide enriching, cultural, educational and literary experiences, opportunities for self -directed education and assistance with research and information-finding in safe and accessible locations. Maintain an up- to-date and relevant collection of materials that respond to the needs of the community. Libraries operated include John Steinbeck, Cesar Chavez and El Gabilan.
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Library and Community Services Department

Department Budget Summary

Expected 2025-26 Service Delivery

• Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. (Strategic Goals: Youth and Seniors, City Services & Infrastructure)

• L everage multiple funding sources and partnerships to offer better programs and services with improved organizational outcomes. (Strategic Goals: Youth and Seniors & City Services)

• Research 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)

• Continue to increase city -wide volunteer efforts to beautify and uplift AMOR Salinas principals. (Strategic Goal: City Services & Youth and Seniors)

• Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Strategic Goals: Infrastructure, Public Safety & Youth and Seniors)

• Utilize Crime Prevention Through Environmental Design (CPTED) principles to improve safety in parks and around facilities. (Strategic Goals: Infrastructure, Public Safety & Youth and Seniors)

• 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 & City Services)

• 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: Youth and Seniors)

• Collaborate with Public Works to manage the Hebbron Family Center Revitalization Project. (Strategic Goals: Economic Development, Infrastructure, Public Safety & Youth and Seniors)

• Collaborate with Public Works to manage the Closter Park Renovation Project. (Strategic Goals: Economic Development, Infrastructure & Youth and Seniors)

• C ollaborate with Community Development and Public Works to manage the El Gabilan Tot-Lot Improvement Project. (Strategic Goals: Infrastructure & Youth and Seniors)

• Develop a Northgate Neighborhood Park feasibility study to include a recreation center and other site amenities. (Strategic Goals: Economic Development, Infrastructure & Youth and Seniors)

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Library and Community Services Department

• Review the library structure and finalize recommendations for a re-organization to identify a clear structure that improves service delivery. (Strategic Goal: City Services)

• P rovide 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)

• L aunch makerspace for public access at El Gabilan Library and improve technology access at all libraries. (Strategic Goal: City Services)

• 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)

• Research opportunities to improve staff training, engagement, and wellness to better retain and grow talents locally. (Strategic Goal: City Services)

2024-25 Top Accomplishments

• Continue to prioritize Park Maintenance with the addition of 2 .0 FTE. (including an over hire)

• City Council award of Design Build Contract and initiated construction of the new Hebbron Family Center. (Prior year goal)

• City Council award of the Closter Park construction contract and initiated construction for the renovation of the park. (Prior year goal)

• Completed the installation of a universal playground at Williams Ranch Park . (Prior year goal)

• Initiated construction and installation of a universal playground at Northgate Park . (Prior year goal)

• Upgraded all park irrigation clocks to provide electronic access for improved efficiency and better water management. (Prior year goal)

• City Council award of a contract for the ADA restroom improvements at Closter Park. (Prior year goal)

• Updated Chapter 28-14 of the Salinas Municipal Code related to park rules.

• Provided youth development opportunities for approximately 300 youth. (Prior year goal)

• Updated public access computers at all 3 libraries. (Prior year goal)

• Served over 500 adult learners through library literacy programs 112% increase in library programs offered and 90.2% increase in program attendance from last year . (Prior year goal)

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Library and Community Services Department

2025-26 Key Budget Actions

• P rovides $45,000 in one- time funding to purchase books to refresh the aging library collection. (One-time costs: $45,000)

• Provides $93,000 to cover contractual services and increased supply costs to support an increase of park acreage associated with the conveyance of Ensen Community Park. (On- going costs: $93,000)

• Provides $15,000 to cover 6 months of janitorial service for the new facility while the new Hebbron Family Center is under construction. The anticipated completion date is December 2025. (One-time costs: $15,000)

• Provides $60,000 to cover the cost of upgrades for outdated electrical panels at the Community Center located in the Sherwood Facility. A fire station has been relocated there while Fire Station 1 is under construction. (One-time costs: $60,000)

Operating Funds Managed

• General Fund (1000)

• Measure E (1100)

• Measure G (1200)

• BSCC - Board of St & Comm Correction (3282)

• CLLS - Adult Literacy (3252)

• Monte Bella Maintenance District (2109)

• Municipal Art Fund (2507)

• Recreation Parks (2505)

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Library and Community Services Department

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Aquatic Center 429,014 236,395 264,000 264,000 Breadbox Rec Center 169,878 176,709 199,140 203,450 Central Park 37,118 41,185 50,280 50,280 Cesar Chavez Library 639,512 678,340 947,640 902,620 Closter Park 29,245 92,817 88,600 51,100 Community Center 449,651 661,762 558,902 618,902 Community Education 740,809 897,861 1,063,360 1,099,490 El Dorado Park 127,875 85,678 89,600 89,600 El Gabilan Library 645,333 632,334 614,610 689,130 Firehouse Rec Center 137,317 139,435 131,360 131,360 Grants 1,094,153 1,449,951 88,900 230,240
Hebbron Family Center 142,531 101,353 105,330 112,990 Hebbron Heights Rec Center 41,438 39,714 78,270 94,270 Library Administration 1,775,960 1,653,009 2,046,900 2,154,900 Neighborhood Services 166,015 173,683 184,340 201,680 Parks & Community Services 3,098,954 3,602,096 3,790,000 3,931,840 Recreation Admin 609,098 705,325 932,490 1,105,170 Recreation Center 99,131 97,617 147,700 147,700 Reimbursable Rec Activities 61,788 28,977 136,850 136,850 Sherwood Rec Center 12,738 19,571 36,525 36,525 Steinbeck Library 926,815 1,170,215 1,305,430 1,407,620 Youth Services & Comm Engagement 1,523,899 2,004,309 1,993,930 1,764,990 Total Expenditures 12,958,272 14,688,338 14,854,157 15,424,707 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 7,688,408 8,637,476 9,776,460 10,192,910 Overt ime 4,525 14,744 4,500 4,500 Supplies & Services 4,726,282 5,754,146 4,960,197 5,049,297 Capital Outlay 539,058 281,972 113,000 178,000 Total Expenditures 12,958,272 14,688,338 14,854,157 15,424,707

139
Library and Community Services Department

2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 306,388 199,858 321,400 298,600 Measure E (1100) 7,163,535 7,876,431 8,850,150 9,113,610 Measure G (1200) 4,364,093 5,112,316 5,415,707 5,585,607 BSCC-Board of St & Comm Correction (3282) 700,055 954,228 - 132,830 California Endowment (3255) 28,279 130,821 - - CLLS-Adult Literacy (3252) 185,857 177,198 88,900 97,410 Comm Foundation - D & L Packard (3453) 46,059 50,187 - - Community Development (2910) - 50,000 - - Contributions & Donations (2508) 8,096 3,366 - - Emergency Connectivity Program (3257) 18,180 - - - First Five Monterey County (3256) 60,074 - - - KDF Los Padres Dev Social Svcs (2509) 13,235 18,869 - - Library - Other Contributions (3480) 487 - - - Library Awards and Contributions (3454) 45,187 18,161 - - Monte Bella Maint District (2109) - - 55,100 58,750 Municipal Art Fund (2507) - 11,599 100,000 115,000 Recreation Parks (2505) 8,772 15,947 22,900 22,900 State of California Library (3254) 9,975 69,356 - - Total Expenditures 12,958,272 14,688,338 14,854,157 15,424,707 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 276,971 342,052 226,400 291,400 Intergovernmental 721,282 890,410 94,900 236,240 Investment Earnings 908 6,508 900 1,000 Other Revenue* 162,118 233,721 35,000 50,000 Transfers In 100,000 101,530 100,000 100,000 Total Revenues 1,261,279 1,574,221 457,200 678,640 * Schedule A - Other Revenue

140
Library and Community Services Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
California Endowment 85,000 - - - Contributions & Donations 600 1,558 - - Grants & Contributions 34,706 25,368 - - Library Donations 7,118 9,466 - - Rental Income 34,694 197,329 35,000 50,000 Total Other Revenue 162,118 233,721 35,000 50,000

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Library and Community Services Department

Performance Measures

Park Maintenance

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Cost per Salinas resident to support parks $21.07 $23.00 $23.00 $22.48 Number of Park Acres Maintained per FTE Daily
Average

27.9 24.4 14.9 17.8
Percentage Above Municipal Benchmark (11
Acres/FTE)

253% 222% 135% 161%
Acres of Parks Maintained
391 391 253.8 319.8
Percentage of Parks Request for Service
Responded to Within 48
Hours

95% 95% 95% 95%
Average Number of FTE per Workday (7 Days
per Week)

12 12 13 14

Recreation Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Attendees at Recreation Centers

299,899 300,000 306,605 310,000
Number of Special Event Permits Issued

68 72 75 78
Number of Annual Hours Spent in Support of
CASP

N/A N/A
Number of Recreation Newsletter signups 1,700 2,800 1,700 2,000

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Library and Community Services Department

Youth Services & Community Engagement

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected FY 2025-26 Goal
Council District Trash Disposal 6 7 6 6
Community Meetings Supported 23 30 15 25
City-wide Volunteer Hours
Performed

7,908 6,000 11,000 10,000
Council District Volunteer Clean-ups

6.00 6 6 6

Youth and Government Institute:

Provide 30 or more high school
aged youth a comprehensive civic
engagement and leadership
development program

33 34 35 40
Camp Amor Salinas: Provide 30 or
more high school aged youth a
Summer Community Service Camp
experience
27 35 30 35

Closter Park

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal*
Facility leased to Salinas Boxing Club. In FY14-
15 the Summer Recreation Program was
restored.

4,158 2,500 2,380 0
*24-25 Construction expected spring '25. No Summer Programs.

El Dorado Park

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Program Attendees 80,754 65,000 91,000 92,000

143
Library and Community Services Department

Central Park

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Program Attendees 22,531 23,000 22,853 24,000

Facility Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Bounce House Permits Issued 22 15 19 25

Youth Sports

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Registered Participants 2,806 3,500 2,941 3,200

Volunteer Coaches Hours Performed 9,590 10,500 8,876 9,200

Recreation Center

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Registrations Taken
2,806 3,500 2,941 3,200
Number of Program Attendees 74,923 80,000 74,728 78,000

144
Library and Community Services Department

Firehouse

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Program Attendees
66,174 62,000 65,000 67,000
Senior Volunteer Hours Performed

390 100 390 450
Number of Senior Meals Served 6,213 6,300 7,500 7,600
Hebbron

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Program Attendees 9,464 14,000 10,644 16,200

Number of Programs 34 35 35 600

Teen Volunteer Hours Performed 40 56 80 296

Afterschool

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Free Lunches Served (Summer)
4,517 4,500 4,500 2,000
Number of Youth Field Trip Participants

257 250 400 500
Number of Summer Camp Participants 16 400 28 56

145
Library and Community Services Department

Community Center

Performance Measure / Goal FY 2023-24
Actual*
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of uses
51 60 42 60
Number of Facility Attendees 25,207 25,000 21,000 26,000 * Temporary Fire Station

Breadbox

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Program Attendees 41,895 57,000 40,000 50,000

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Library and Community Services Department

Community Partnership & Engagement

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Grants* 2 3 2 2
CCVPN - California Cities Violence Prevention
Network: Participate as an active member of the
network in monthly member calls
12 12 12 12
CASP** 22 20 22 22
School Climate Leadership Team*** 10 10 10 10
Community Leadership Academy Programs**** 1 2 1 1
See Our Youth Summit***** 125 150 225 250
CASP Awards****** 1 1 1 1
* 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.

** General Assembly (Bi-Monthly): Direct and maintain a cross-sector network working together to prevent violence in Salinas and Monterey County. Prepare, attend and facilitate meetings, multiple sub-committees and membership.

*** Prepare for and participate in monthly meetings with cross collaborative county wide group to implement strategy on improving school climate

**** Conduct 2 adult Leadership Academy's every year. One in English one in Spanish. Conduct 1 Youth Academy annually. Each academy can serve up to 25 people.

***** 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.

****** Host an annual awards program to celebrate the best violence prevention intervention, enforcement and re-entry work happening in Salinas and throughout Monterey County

147
Library and Community Services Department

Administration

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Volunteer Hours Performed 2,264 2,300 2,300 2,300 Grant funding awarded to LCS Divisions $306,135 $250,000 $306,000 $350,000 LCS Customer Service Satisfaction Index 96% 96% 96% 96% Library Visitors per capita 1.18 1.35 1.35 1.40
Library Circulation per capita 1.36 1.60 1.40 1.50
Library Materials per capita 1.04 1.25 1.25 1.25
Registered borrower as a % of service
population 20% 25% 23% 25%

148
Library and Community Services Department

Technical Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Website Hits
173,270 135,000 180,000 200,000
Public Computer Sessions
24,948 17,500 25,000 30,000
Public Computer Sessions per capita

0.154 0.10 0.16 0.18
# of Public Computers per 1,000 residents

0.89 0.63 0.90 0.95
LCS Website satisfaction index 87% 92% 92% 95%

Collection turnover rate 1.44 1.20 1.50 1.75

Collection growth rate 4% 3% 4% 6%

Digital material circulation as a % of total
circulation
18% 30% 25% 30%

Steinbeck Library

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Circulation of materials 59,451 70,000 73,029 75,000
Number of Visitors
61,911 70,000 72,374 75,000
JSL Collection turnover

0.71 1.30 0.87 1.00
Customer service satisfaction index

92% 90% 90% 95%
Program satisfaction index 92% 90% 90% 95%
Program attendance (JSL) 4,631 2,000 3,500 3,500

149
Library and Community Services Department

Cesar Chavez Library

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Circulation of materials
50,212 55,000 54,454 55,000
Number of Visitors (CCL)

50,566 65,000 62,928 60,000
CC Collection turnover

1.30 1.15 1.37 1.50
Customer service satisfaction index

96% 95% 96% 96%
Program satisfaction index

96% 95% 96% 96%
Program attendance (CCL) 6,828 5,500 5,800 6,000

El Gabilan Library

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Circulation of Materials (EG) 111,536 110,000 121,534 112,000

Number of Visitors

77,061 80,000 81,814 80,000
El Gabilan collection turnover 2.32 1.35 2.43 2.75
Customer service satisfaction index 95% 95% 95% 95%

Program satisfaction index 95% 95% 95% 95%

Program attendance (EG) 8,799 7,500 7,900 8,500

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Library and Community Services Department

Community Education

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
# of Adult Learners (unduplicated) 426 525 525 550
Volunteer Tutor hours
2264 1,500 2,000 2,000
Number of Homework Center Students
(unduplicated)

41 50 50 50
Number of Homework Center visits

296 150 150 150
Total Library Program attendance

30,569 33,000 33,000 35,000
Program attendance per capita

0.19 0.20 0.20 0.21
Program satisfaction index

98% 95% 95% 95%
% of Salinas youth with a library card
29% 26% 33% 35%
% of Salinas youth participating in Summer
Reading Program

3% 5% 5% 5%
Early childhood program attendance (duplicated)

9,840 7,000 8,000 8,500
151
Library and Community Services Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Analyst I 2.00 2.00 -
Administrative Secretary 1.00 1.00 -
Community Education Manager 1.00 1.00 -
Community Safety Administrator 1.00 0.00 (1.00) Community Services Manager 1.00 2.00 1.00
Deputy Librarian 1.00 1.00 -
Librarian I 9.50 9.50 -
Librarian II 3.00 2.00 (1.00)
Library Automation Services Coord 1.00 0.00 (1.00) Library Clerk 10.00 10.00 -
Library Community Services Director 1.00 1.00 - Library Operations Manager 0.00 1.00 1.00
Library Page 1.00 0.00 (1.00)
Library Technician 6.00 6.00 -
Library Technology Coordinator 0.00 1.00 1.00 Literacy Assistant 2.00 2.00 -
Literacy Specialist 0.50 0.50 -
Management Analyst 1.00 1.00 -
Neighborhood Services Coord 3.00 3.00 -
Office Technician 1.00 1.00 -
Park Maintenance Crew Sup 1.00 1.00 -
Park Maintenance Worker 13.00 13.00 -
Park Operations Manager 1.00 1.00 -
Rec-Parks Superintendent 1.00 1.00 -
Recreation Assistant (Frozen) 0.00 0.00 -
Recreation Coordinator 5.00 5.00 -
Senior Librarian 2.00 2.00 -
Senior Recreation Assistant 2.00 2.00 -
Sports Program Asst 1.00 1.00 -
Sr Park Maintenance Worker 1.00 1.00 -
Technical Services Manager 1.00 1.00 -

Total Positions 74.00 73.00 (1.00)

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Library and Community Services Department

Organizational Chart

Library & Community Services Director 1.00

1.00 1.00

1.00 Deputy Librarian 1.00
Community Services Manager 1.00 Community Services Manager 1.00 Community Education Manager 1.00 Library Operations Manager 1.00 Technical Services Manager 1.00 Park Operations Manager 1.00 Administrative Analyst I 1.00 Senior Librarian 2.00 Librarian II 2.00 Librarian I 2.00 Park Maintenance Crew Sup 1.00 Neighborhood Svcs Coord 3.00 Literacy Specialist 0.50 Librarian I 7.50 Library Technology Coordinator 1.0 0 Sr Park Maintenance Worker 1.00 Library Technician 1.00 Library Technician 3.00 Library Technician 2.00 Administrative Analyst I 1.00 Literacy Assistant 2.00 Library Clerk 10.00 Park Maintenance Worker 13.00
Recreation Coordinator 5.00
Senior Recreation Assistant 2.00
Sports Program Asst 1.00
Office Technician 1.00
Regular Full -Time Equivalents (FTE): 73.00
Rec-Parks Superintendent
Management Analyst
Administrative Secretary
153

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154
Non-Departmental

City Service Area
Strategic Support

Programs and Services

FUNCTION DESCRIPTION

NON-DEPARTMENTAL
65 West Alisal (Permit
Center)
Maintain City owned facility through preventative maintenance and repairs to ensure a clean, safe and well-operated facility for tenants and the public. 911 Services
County of Monterey dispatch services including, next generation radio network (NGEN), Tablet Command, Mobile License.

Agency Memberships
National League of Cities, League of California Cities, Legislative Advocacy, Association of Monterey Bay Area Governments ( AMBAG), Local Agency Formation Commission (LAFCO), Monterey County Cities Association.

Animal Services
Effective, 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.

Assessment Districts
Collect, account for, and distribute principal and interest payments to assessment district bondholders and maintain an accurate accounting system for maintenance districts. Landscape and maintenance for public improvements within a development or project area that either create extraordinary public benefit, and/or require public improvements that cannot be funded without substantial financial hardship to the property owner.

Budget Stabilization
To maintain the City’s fiscal stability in the event that something unforeseen reduces revenue or creates obligations that significantly impact the current - year budget.

Community Programs
Provide support to the various community and city -wide programs and activities supporting youth, families, prevention and education.

Debt Service
Payments related to the City’s debt service include, 2014 Certificate of Participation (COP), Police Station Financing, El Gabilan Library Financing, Measure X Bonds, and the 2020 A-1 and A-2 Series Refunding Bonds.

Elections (Municipal)
Cost-share for conducting general municipal elections with the Monterey County Elections Office.

Golf Course Debt Certificates of Participation Bonds Series 2020A Twin Creeks and Series 2020B Fairways.

Intermodal
Transportation
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/circulat ion, installation of bicycle lanes and storage, and improved pedestrian access. The improved facility was transferred to the City in December 2022. Lease revenues offset the cost of maintaining the Intermodal Transportation Center (ITC). 155
Non-Departmental

FUNCTION DESCRIPTION
Other Services
Grant writing consultant, legal and audit services, GASB Actuarial valuations, employee recognition, computer equipment.

Retiree Benefits
The City provides post -retirement healthcare benefits to eligible employees who retire directly from the City.

Risk Management City’s insurance premiums.

See Monterey
Contribution
Annual contribution to See Monterey for advertising and increasing visitors to the City.

Transfers Out
Municipal Art Program, Police Building Debt, El Gabilan Library Debt, Golf Course Debt, Energy & Lease Revenue Debt, Fleet Maintenance, Insurances.
156
Non-Departmental

Budget Summary

2025-26 Key Budget Actions

• Increases funding for Citywide insurance premiums. (Ongoing costs: $1,256,000)

• Increases funding for Animal Services JPA. (Ongoing costs: $222,000)

• Increases funding for 911 Emergency Dispatch Services. (Ongoing costs: $60,366)

• Increases funding for City debt payments. (Ongoing costs: $1,027,000)

• Increases Budget Stabilization Fund. (One-time costs: $580,000)

• Adds funding to establish a Sewer Rate Assistance Program. (Ongoing costs: $150,000)

• Adds funding to establish a Rental Assistance Program. (One-time costs: $200,000)

157
Non-Departmental

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
65 West Alisal 171,220 201,035 231,500 262,426 911 Services - 3,563,045 3,924,634 3,985,000 Agency Memberships 282,969 304,435 324,500 330,500 Animal Services - - 2,670,000 2,892,000 Assessment District Debt Serv ice 916,764 945,239 526,100 527,400 Budget Stabilization Contingency 9,500 11,866 420,000 1,000,000 Community Programs & Sponsorships 1,276,272 740,375 345,000 350,000 Debt Service 11,351,704 11,617,728 11,543,800 12,570,800 Elections 205,159 - 350,000 - Golf Course Debt 645,808 654,922 670,400 688,900 Intermodal Transp Center 131,627 147,952 169,275 169,275 Transfers Out 22,457,846 26,342,143 22,955,900 22,353,020 Other Services 2,140,218 732,183 726,500 1,030,500 Retiree Benefits 2,960,007 1,485,793 1,793,000 1,793,000 Risk Management 12,912,598 18,668,796 11,869,000 13,125,000 See Monterey Contribution 102,202 91,713 116,000 120,000 Total Expenditures 55,563,894 65,507,223 58,635,609 61,197,821 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 980,421 535,332 793,000 793,000 Overt ime 28,555 201,269 - - Supplies & Services 20,208,712 26,572,992 23,522,809 26,195,201 Capital Outlay 273,237 91,018 100,200 280,000 Debt Service 11,615,122 11,764,469 11,263,700 11,576,600 Transfers Out 22,457,846 26,342,143 22,955,900 22,353,020 Total Expenditures 55,563,894 65,507,223 58,635,609 61,197,821

158
Non-Departmental

2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 18,319,425 22,338,776 23,868,909 22,375,701 Measure E (1100) 1,562,891 2,358,199 2,122,700 3,032,000 Measure G (1200) 9,854,703 6,673,562 7,099,200 8,683,800 2014 COP Consolidation (4104) 225,813 227,099 228,100 232,700 2018 Lease-El Gabilan Library (4110) 1,126,424 1,107,142 1,175,100 1,456,100 2018 Lease-PS Building-Police (4106) 5,485,483 5,731,387 5,543,900 5,987,400 2019 Spec Tax Bond Monte Bella (4204) 171,094 170,244 167,600 168,100 2019 Spec Tax Bond Monte Bella 2 (4205) 131,550 142,425 139,100 139,800 2019 Spec Tax Bond Monte Bella 3 (4206) 160,750 171,275 167,500 167,800 2024 Energy Efficiency (4113) - - - 263,500 Assessment Districts-Debt Svc (4202) 453,370 461,295 51,900 51,700 COP 2018B T.R.I.P. Total Rd Impv (4107) 2,318,525 2,327,525 2,339,100 2,340,100 Fairways Golf Course (6301) 207,703 216,667 231,100 249,700 General Liability Self-Insurance (7104) 4,626,388 3,398,178 4,510,000 4,551,000 Internal Services Administration (7101) 150 1,750,131 3,000 194,220 Internal Services Insurances (7102) 1,609,419 2,339,158 2,066,000 2,254,000 Refund Bonds Series 2020A-Energy (4111) 1,526,725 1,557,995 1,592,300 1,623,600 Refund Bonds Series 2020A-SVSWA (4112) 668,735 666,580 665,300 667,400 Twin Creek Golf Course (6302) 438,105 438,255 724,800 439,200 Worker's Comp Self-Insurance (7103) 6,676,642 13,431,330 5,940,000 6,320,000 Total Expenditures 55,563,894 65,507,223 58,635,609 61,197,821 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Business License Tax 6,902,315 7,481,659 6,800,000 6,718,000 Charges for Services 2,676,833 1,367,848 2,565,000 2,900,000 Fines & Forfeitures 90,583 173,665 150,000 155,000 Franchise Fees 9,593,528 9,895,130 9,590,000 10,181,000 Intergovernmental 300,027 664,105 265,000 375,000 Investment Earnings 4,139,721 7,104,907 3,861,800 6,009,400 Other Revenue* 7,350,087 7,928,941 7,246,900 8,467,500 Property Tax 37,124,386 38,927,142 40,468,000 42,052,000 Sales & Use Tax 91,143,768 90,878,406 91,000, 000 91,015,000 Transfers In 13,346,298 17,124,807 18,417,200 19,286,820 Transient Occupancy Tax 3,224,396 2,906,219 3,300,000 3,119,000 Utility Users Tax 12,766,039 14,050,246 12,000,000 14,003,000 Total Revenues 188,657,981 198,503,075 195,663,900 204,281,720 * Schedule A - Other Revenue

159
Non-Departmental

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Other Revenue Actua ls Actuals Adopted Proposed
Bingo Taxes - 3,045 - - Building Rental (23,735) (12,454) - - CalPERS Ind Disability Reimb - 5,006 - 150,000 First Tee Lease 60,000 60,000 60,000 60,000 Health Insurance Reimb 7,201 (3,713) - - Insurance Reimb 69,137 72,378 75,000 75,000 Liability Insurance 257,488 265,624 267,900 384,000 Loans Proceeds 167,059 - - - Miscellaneous Deposits 2,283 (25) - - Miscellaneous Insurances 2,179 664 1,000 - Miscellaneous Receipts 287,571 536,951 300,000 300,000 PD Unclaimed Property 21 733 - - PERS Retirement Cost Share 594,016 579,438 600,000 552,000 Rent & Lease Income 165,553 - - - Rental Income (5,794) 159,659 135,000 145,000 Sierra Lease 100,000 100,000 100,000 100,000 Subpoena-Civil 2,055 1,000 3,000 1,500 Surplus Property 85,392 47,518 65,000 70,000 Workers Comp Premiums 5,579,541 - - - Workers Comp Reimb 119 6,113,118 5,640,000 6,630,000 Total Other Revenue 7,350,087 7,928,941 7,246,900 8,467,500

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Police Department
Carlos Acosta, Chief of Police

City Service Area
Public Safety

Programs and Services

FUNCTION DESCRIPTION

ADMINISTRATION AND SUPPORT
Administration

Provides direction, coordination and support for all department divisions and functions; coordinates technical and maintenance services; coordinates and manages all contract administration and fiscal functions of the department.

Grants
Coordinates and manages grants and associated reimbursements including California Board of State and Community Corrections (BSCC), Office of Traffic Safety (OTS), Department of Justice (DOJ), and California Office of Emergency Services (Cal OES). Participates in the Single Audit.

Personnel & Training
Works 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. Enhances recruitment efforts to achieve and maintain full staffing with an emphasis on recruiting from the local population.

Community Engagement
Coordinates community outreach and education services. Strengthens relationships with community members through a variety of community engagement activities. Provides educational and crime safety programing through Neighborhood Watch and public presentations/community events.

FIELD OPERATIONS AND SUPPORT
Patrol & Traffic
Enforcement
Provides uniformed patrol services throughout the City to prevent crime and apprehend criminal violators. Provide responses to crimes in process or other calls for service. During FY 2023- 24, the Salinas Police Department received 118,273 total calls for service; enforces S tate and City traffic laws and codes to improve highway/roadway safety and to promote compliance through the use of specialized training and enforcement ; investigates traffic accidents for causative factors.

Special Operations
Develops plans to staff public events to ensure public order and safety needs and mitigate traffic issues. Work closely with City departments on the Special Event Committee to provide communication and customer service to those planning special events. Enforces
City and State codes regarding
abandoned vehicles, parking laws, long term parking violations, and related complaints.

Records
Provides immediate response to field officer requests and timely processing of information and reports through 24-hour staffing. Acts as a primary point of contact for the Department during regular business hours and after hours.

Manages and maintains local, state and federal databases in order to assist in the identification, apprehension and prosecution of criminal offenders, and to ensure officer and public safety.
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Police Department

FUNCTION DESCRIPTION

INVESTIGATIVE SERVICES AND SUPPORT
Investigations
Conducts investigations to identify and apprehend suspects for prosecution purposes. Provides investigative follow -up on criminal cases, prepares cases for prosecution, and coordinates with other law enforcement agencies.

Provides crime analysis to identify crime trends for proactive and focused investigation attention; provides field and lab-based evidence collection and processing services. Investigates and reconstructs crime scenes, processes photographic, fingerprint, video and firearms evidence. Manages the field- based Crime Scene Investigator program.

Violence Suppression
Task Force
Investigates gang and drug-related crimes, including coordination with local, state, and federal law enforcement agencies. Collects information on gangs, gang members, and drug traffickers. Provides gang and drug related training and other criminal intelligence to law enforcement and members of the community.

Evidence & Property
Provides security, integrity, and control of property and evidence collected by officers to support the process of a successful prosecution. Facilitates the return of property to rightful owners.
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Police Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Continue to secure new grants and supplemental funding to support police operations and expand services to the community. (Strategic Goals: Public Safety & City Services)

• Maintain staffing to address quality of life issues such as abandoned vehicles. (Strategic Goals: Public Safety & City Services)

• Collaborate with Code Enforcement and the City Attorney’s Office to address quality of life issues. (Strategic Goal: Public Safety)

• Expand community engagement activities throughout all levels of the department. (Strategic Goals: Public Safety & City Services)

• Implement and expand the community policing concept to maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety)

2024-25 Top Accomplishments

• E xpanded employee recruitment and retention activities and hired seven lateral police officers and ten academy recruits during the first four months of 2025. Expanded SPD presence at recruitment events and held the first ever Oral Board Workshop for potential applicants. (Prior year goal)

• Maintained a high homicide solve rate for the last three years, with solve rate significantly higher than the national average.

• Prioritized a department centric community engagement focus. Developed relationships with various community groups and participated in more than 100 events/presentations during 2024. (Prior year goal)

• Launched the Youth Diversion Program in January 2025 and offered services to 20 eligible youth during the first four months of the program. Revitalized the youth Cadet Program and held the first ever Cadet Recognition Ceremony in March 2025, honoring 22 ac tive Cadets. (Prior year goal)

• Expanded focus on organizational wellness, including revitalization of peer support and mentoring activities, and provided multiple in-house trainings during early 2025. (Prior year goal)

2025-26 Key Budget Actions

• Adds 1.0 FTE Management Analyst to increase capacity within the areas of financial reporting, grant management, purchasing, policy, and procedural analysis. The department has been functioning with limited administrative capacity within the 163
Police Department

Administration Division. This action will increase the department’s ability to provide internal administrative support. (Ongoing costs: $161,848)

• Adds 1.0 FTE Administrative Analyst I for six months beyond the grant period to sustain the youth diversion program and maintain community engagement activities. (One-time costs: $57,900)

• Adds 1.0 FTE Community Outreach Assistant for six months beyond the grant period to sustain the youth diversion program and maintain community engagement activities. (One-time costs: $64,360)

• Increases the Temporary Employee pay by $45,000 to increase capacity in Field Operations. (One-time costs: $45,000)

• Increases expenditure line for software by $87,000 to support annual cost increases of existing software. (One-time costs: $87,000)

• Increases the overtime budget to align with recent historical trends. (One-time costs:
$883,860)

Operating Funds Managed

• General Fund (1000)

• Measure E (1100)

• Measure G (1200)

• Asset Forfeiture (2502)

• BSCC-Board of St & Comm Correction (3282)

• Cal ID / RAN Grant (3302)

• Internal Services-Fleet Maintenance (7120)

• Sales Tax-Proposition 172 (2201)

• Supplemental Law Enf – AB3229 (2202)

• Traffic Safety (2503)

• Vehicle Abatement (2504)

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Police Department

2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
911 Services 3,002,738 - - - Animal Services 869,125 2,102,632 - - Evidence & Property 583,884 744,292 772,600 751,510 Field Operations 34,042,439 37,008,426 39,663,710 41,330,750 Grants 1,216,640 1,369,370 495,320 573,260
Investigations 5,763,825 6,239,218 6,630,590 6,881,390 Personnel & Training 1,586,226 1,608,003 1,787,460 2,379,340 Police Administration 2,619,168 2,655,858 2,220,330 2,639,700 Records 1,368,434 1,571,375 1,643,190 1,738,940 Special Operations 780,598 878,293 871,500 1,044,330 Support Services 3,513,234 3,457,619 4,233,360 4,686,500 Traffic 1,400,399 1,141,445 1,334,950 1,417,910 Violence Suppression Task Force 3,313,589 3,577,921 3,498,160 3,795,790 Total Expenditures 60,060,298 62,354,451 63,151,170 67,239,420 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 45,616,117 46,819,731 51,810,160 55,162,260 Overt ime 4,510,616 4,731,262 4,081,640 4,970,500 Supplies & Services 9,027,581 10,066,569 6,824,000 6,673,300 Capital Outlay 705,984 311,537 10,000 8,000 Debt Service - 225,352 225,370 225,360 Transfers Out 200,000 200,000 200,000 200,000 Total Expenditures 60,060,298 62,354,451 63,151,170 67,239,420

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Police Department

2022-23 2023-24 2024-25 2025-26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 47,669,006 48,238,343 49,461,950 47,218,110 Measure E (1100) 3,834,800 4,337,926 4,352,030 10,035,390 Measure G (1200) 6,198,560 6,111,375 6,675,470 7,199,320 Alcoholic Beverage Control (3110) 15,480 - - - Asset Forfeiture (2502) 5,043 67 30,000 30,000 BSCC-Board of St & Comm Correction (3282) - 539,117 350,620 390,100 BSCC-Board of St & Comm Correction (3283) - 3,417 - - Cal ID / RAN Grant (3302) 131,343 137,530 144,700 183,160 Cal OES (3183) - 75,000 - - DOJ Office of Justice Program (3182) 866,994 188,615 - - Encampment Resolution Fund (ERF) (2954) 9,892 26,099 - - Internal Services-Fleet Maint (7120) 619,136 842,697 465,000 500,000 Local JAG (3161) 16,847 144,395 - - Pedestrian & Bike Safety Program (3156) 56,099 107,624 - - Pedestrian & Bike Safety Program (3158) 10,200 97,322 - - Police Reimbursable Costs (3109) 14,976 4,558 - - Sales Tax-Proposition 172 (2201) - 600,000 600,000 600,000 Selective Traffic Enforcement (3157) 60,979 5,414 - - Selective Traffic Enforcement (3159) 33,830 40,279 - - Supplemental Law Enf - AB3229 (2202) - 291,747 500,000 500,000 Traffic Safety (2503) 326,264 345,445 325,000 325,000 Vehicle Abatement (2504) 190,848 217,481 246,400 258,340 Total Expenditures 60,060,298 62,354,451 63,151,170 67,239,420 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 611,498 597,303 415,000 524,700 Fines & Forfeitures 339,679 326,659 325,000 375,000 Intergovernmental 1,220,998 2,643,773 1,230,320 1,308,260 Investment Earnings 33,766 119,399 22,600 23,600 Licenses & Permits 228,189 90,001 75,000 75,000 Other Revenue* 721,652 663,023 600,000 600,000 Transfers In 50,000 141,941 - - T
otal Revenues 3,205,782 4,582,100 2,667,920 2,906,560 * Schedule A - Other Revenue

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Police Department

Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025-26
Ot
her Revenue Actua ls Actuals Adopted Proposed
Animal Shelter Donations 325 - - - Building Lease 54,304 54,089 - - Building Rental (2,084) (3,695) - - City of Salinas-SB 172 668,442 612,629 600,000 600,000 Spayed/Neutered Fees 665 - - - Total Other Revenue 721,652 663,023 600,000 600,000

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Police Department

Performance Measures

Personnel & Training

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
POST Mandated CPT (hours per officer) 24 18 24 24
POST Mandated Perishable Skills Training
(hours per officer) 24 10 24 24

Special Operations

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Special Events Planned and Managed 60 50 70 50
Special Events Staffed and Supervised with
Police Officers 10 50 13 20
Neighborhood Watch Presentations 5 6 8 10
Community Presentations 32 10 40 50

Support Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Investigate/reconstruct major crime scenes 29 30 30 30 Firearms Processed (in-house) 229 350 275 250
Firearms Processed (outside agency) n/a n/a n/a n/a

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Police Department

Technical Services

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
NIBRS 12 12 12 12
Process Citations for Court 2,821 3,200 3,000 3,100

Evidence & Property

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Evidence items processed 7,373 8,000 7,000 5,000
Evidence items purged 10,389 3,500 3,500 6,500

Records

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Arrest Packets Completed for Court
2,201 2,500 2,300 2,500
Reports Processed 12,564 26,500 15,000 16,500

Field Operations

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Percentage of Calls for Service identified as
emergency or immediate response required, with
an Officer arrival time of three (3) minutes or
less.

80.8% 85.0% 85.0% 85.0%
Total Calls for Service identified as emergency or
immediate response required. 1,475 1,600 1,540 1,600

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Police Department

Traffic

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Percent Reduction in Reported Collisions from
Prior Year up 22.1% 100.0% 0.0% 100.0%
Percent Reduction in Fatal Accidents from Prior
Year 18% 100.0% 0.0% 100.0%

Investigations

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Investigations Completed 381 435 380 400
Average Clearance Rate/All Cases 97% 85% 90% 85%
Gang WorkUps/Exp* - Detective/Patrol Cases only
Cases 11 20 24 25
Defendants 12 20 26 28

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Police Department

Violence Suppression

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Gang Registrations 21 0 20 0
Court Presentations/Expert Testimony 0 0 0 0
Weapons Seized 183 0 100 0
Gang related investigations 265 0 250 0
Gang/Narcotic/Warrant/Gun related arrests 161 0 100 0
Gang/Narcotic Presentations-Community 0 0 1 1
Narcotics (Meth, Heroin, Cocaine) Seized (in
pounds) 135 0 100 0
Parole/Probation Searches 44 0 50 0
Search Warrants 54 0 40 0

Asset Seizure

Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Cases Initiated 9 0 6 0

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Police Department

Department Position Detail

Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Analyst I 1.00 2.00 1.00
Administrative Analyst I - Limited Term 1.00 0.00 (1.00) Administrative Secretary 2.00 2.00 -
Animal Services Office Asst 1.00 1.00 -
Assistant Chief of Police 1.00 1.00 -
Chief of Police 1.00 1.00 -
Community Outreach Asst 0.00 1.00 1.00
Community Outreach Asst - Limited Term 2.00 1.00 (1.00) Community Service Aide 3.00 3.00 -
Community Service Officer 14.00 14.00 -
Crime Analyst 2.00 2.00 -
Criminalist 1.00 1.00 -
Forensic Specialist I 1.00 2.00 1.00
Forensic Specialist II 1.00 1.00 -
Investigative Specialist 0.00 2.00 2.00
Management Analyst 0.00 1.00 1.00
Police Commander 7.00 7.00 -
Police Officer 125.00 125.00 -
Police Officer (4 Frozen) 0.00 0.00 -
Police Records Coordinator 1.00 1.00 -
Police Sergeant 23.00 23.00 -
Police Services Administrator 1.00 1.00 - Police Services Technician 9.00 9.00 -
Property/Evidence Supervisor 1.00 1.00 -
Property/Evidence Technician 2.00 2.00 -
Public Safety Facilities Worker 1.00 1.00 - Senior Police Services Tech 3.00 3.00 -
Supervising Police Services Tech 3.00 3.00 - Victim Advocate 1.00 1.00 -

Total Positions 208.00 212.00 4.00

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Police Department

Organizational Chart

1.00 Police Sergeant 1.00
Assistant Chief of Police 1.00 Police Services Administrator 1.00 Personnel & Training Commander 1.00 Investigations Commander 1.00 Field Ops Commanders 4.00 VSTF Commander 1.00 Management Analyst 1.00 Police Sergeant 4.00 Police Sergeant 3.00 Police Sergeant 13.00 Police Sergeant 2.00 Administrative Analyst I 2.00 Police Officer 3.00 Police Officer 15.00 Police Officer 101.00 Police Officer 6.00 Public Safety Facilities Worker 1.00 Community Service Officer 3.00 Community Service Officer 1.00 Community Service Officer 10.00 Crime Analyst 1.00 Community Outreach Asst 1.00 Senior Police Services Tech 1.00 Community Outreach Asst-Limited Term 1.00 Victim Advocate 1.00
Investigative Specialist 2.00 Police Records Coordinator 1.00 Criminalist 1.00 Supervising Police Services Tech 3.00
Crime Analyst 1.00 Senior Police Services Tech 2.00
Forensic Specialist II 1.00 Police Services Technician 9.00 Forensic Specialist I 2.00 Community Service Aide 3.00
Property/Evidence Supervisor 1.00 Animal Services Office Assistant 1.00 Property/Evidence Technician 2.00
Regular Full -Time Equivalents (FTE): 212.00
Chief of Police
Administrative Secretary 2.00
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174
Public Works Department

David Jacobs, Public Works Director

City Service Area
Infrastructure Services

Programs and Services

FUNCTION DESCRIPTION

ENGINEERING
Development
Engineering

Review of planning site development applications and building permit applications for development related engineering and Public Works requirements. Plan review and inspection of private development projects for compliance with National Pollutant Discharge Elimination System (NPDES), stormwater permit and Federal Emergency Management Agency ( FEMA) requirements.

Engineering Services
Provide professional engineering and administrative services necessary for the planning, programming, design and construction of the Capital Improvement Program (CIP) projects on time, within budget, of good quality and to the satisfaction of customers and stakeholders . Assess new infrastructure needs associated with City growth and plan to meet these needs with proper project planning, programming and revisions to the Development Impact Fees.

DEVELOPMENT, TRAFFIC, & TRANSPORTATION
Traffic
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.

Transportation
Oversee and manage the City’s transportation system. Support development plans and transportation projects to ensure responsible well -planned growth within the City. Manage the design and construction of transportation capital improvement projects.

SUSTAINABILITY

Resource Protection

Manage and protect the City’s interests in the areas of Water, Solid Waste and Energy (WWE) both regionally and locally. 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.

GEOGRAPHIC INFORMATION SYSTEMS
Mapping & Data
Analytics
Create, manage, update, and enhance database layers of geographically located features and associated information. Provide data analytics and create data dashboards for staff, council and the public.

MAINTENANCE
Facilities Maintenance
Provide planning and implementation of a maintenance management program for all City building and facilities. Provide effective periodic preventive maintenance and inspections to reduce the incidence of unanticipated repair.

Street Maintenance
Maintain sidewalks, curbs and gutters by repair or replacement as resources allow. Maintain traffic signs and pavement markings in good repair. Maintain streets through deep plug asphalt patching, crack sealing and pothole patching.
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Public Works Department

FUNCTION DESCRIPTION

ENVIRONMENTAL COMPLIANCE
Pollution Mitigation
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.

URBAN FORESTRY
Tree Maintenance
Maintains Salinas’ urban forests, including City street trees, greenbelt, median trees, and trees within public facility landscapes. Provide 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.

NPDES STORMWATER COMPLIANCE
Permit Compliance
Oversee and manage the City’s NPDES stormwater permit compliance program; Consolidating the City’s stormwater permit compliance efforts while reducing the number of permit violations from United States Environmental Protection Agency (EPA) and Regional Water Board audits.

INDUSTRIAL WASTE
Water Treatment
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.

SANITARY SEWER
Sewer Maintenance
Maintain the Sanitary Sewer Collection System consistent with the Statewide General Waste Discharge Requirement (WDR) permit for Sanitary Sewer Systems and the City’s Sewer System Management Plan. Clean and repair existing sanitary sewer mains for the health and safety of the residents of Salinas.

NPDES STORM DRAIN
Storm Drainage
Maintenance
Inspect, clean and repair the existing storm drain system as required to assure that the City accomplishes water quality objectives as outlined in the City’s NPDES Permit and to reduce the risk of localized flooding.

NPDES STREET SWEEPING
Street Cleanliness
Maintain clean streets, maximizing street sweeping throughout the City consistent with the City’s NPDES Stormwater Permit requirements. Reduce the amount of refuse in the City’s storm sewer effluent consistent with NPDES best management practices.

PARKING
Parking Program
Management
Develop a sustainable downtown parking program, provide effective control of parking services and resources in a residential parking district, and provide a sustainable parking enforcement program that
supports all parking
programs.

GOLF COURSES
Collaboratory Course
Management
Work with both First Tee and Sierra Golf to provide well maintained, affordable golf courses and practice facilities for youth players and the community.
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Public Works Department

VEHICLE/EQUIPMENT MAINTENANCE

FUNCTION DESCRIPTION

ASSESSMENT AND MAINTENANCE DISTRICTS

Customer/Maintenance
Services

Provide excellent customer service to the District residents by resolving customer concerns and maintenance issues in a timely manner. Provide cost effective, quality landscape maintenance.

VEHICLE/EQUIPMENT MAINTENANCE
Fleet Management
Inspect, maintain and repair the City’s vehicle and equipment fleet of over 350 units. Develop and staff an effective preventive maintenance program to reduce the incidence of unscheduled repairs.
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Public Works Department

Department Budget Summary

Expected 2025-26 Se rvice Delivery

• Support Extension of Caltrain Rail Service to Salinas to help mitigate vehicle miles traveled and support future growth. (Strategic Goal: Infrastructure)

• Implementing Americans with Disabilities Act ( ADA) Transition Plan and Street Sign Management Plan. (Strategic Goal: Infrastructure)

• Continue to develop the City’s reforestation program. (Strategic Goal: Infrastructure) • Complete Design for East Salinas Area Street Light installation. (Strategic Goal:

Infrastructure)

• Complete Sanitary Sewer priority CCTV survey. (Strategic Goal: Infrastructure) • Complete Design and begin construction for priority Sanitary Sewer Pipe and Manhole Repairs. (Strategic Goal: Infrastructure)

• Complete design and construction of the pavement management program recommended maintenance and rehabilitation projects by employing a variety of surface treatments and utilizing the available funding City Wide. (Strategic Goal: Infrastructure)

• Support the General Plan Update EIR, CAP and Circulation Element. (Strategic Goal:

Infrastructure)

• Alisal Vibrancy Plan – Develop and adopt East Alisal Street Master Plan. (Strategic Goal:

Infrastructure)

• Issue RFP and begin design and construction of new solar PV system for the Public Safety Center. (Strategic Goals: Infrastructure & Public Safety)

• Complete long-term source water agreement with Monterey One Water and the Monterey County Water Resources Agency. (Strategic Goal: Infrastructure)

• Complete Airport Master Plan and Airport Sustainability Plan. (Strategic Goal:

Infrastructure)

• Traffic Improvement Program and Fee Update. (Strategic Goal: Infrastructure) • Continue work on developing a Sustainable Citywide Parking Management Program. (Strategic Goal: Infrastructure)

• Initiate a Prop 218 process in order to attain sustainable maintenance service levels in the Harden Ranch Maintenance District and North East Area Maintenance District. (Strategic Goal: Infrastructure)

• Pursue HSIP and other grant funds to support road safety improvements. (Strategic Goal:

Infrastructure)

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• Secure Federal and State grants for Airport Pavement Rehabilitation (Design and Construction) for the southside hangars. (Strategic Goal: Infrastructure)

• Coordinate and manage spatial data collection efforts, including drone imagery, field data capture, and historical map digitization, to maintain an accurate and up-to-date geospatial database. (Strategic Goal: Infrastructure)

• Develop and deliver customized GIS solutions and tools that support evolving City projects, enabling departments and divisions to access tailored, location- based data for fast, accurate, and informed decision-making. (Strategic Goal: Infrastructure)

• Support interdepartmental collaboration by creating integrated GIS dashboards and applications that combine data from multiple departments to streamline operations and promote shared situational awareness. (Strategic Goal: Infrastructure)

• Continue Construction on Boronda/McKinnon roundabout. (Strategic Goal: Infrastructure)

• Pursue and secure adequate funding to address the backlog of pavement reconstruction and street repairs of arterial, collector, and residential streets based on the recommendations and prioritization set by the P avement Management policy. (Strategic Goal: Infrastructure)

• Implement short -term goals on the East Alisal Corridor Plan. (Strategic Goal:

Infrastructure)

• Complete construction of Natividad Creek Restroom. (Strategic Goal: Infrastructure) • Installation of Hebbron Heights and Closter Park Playground equipment. (Strategic Goals:

Infrastructure & Youth and Seniors)

• Support smart growth vision for Future Growth Areas infrastructure. (Strategic Goal:

Infrastructure)

• Certify E&TS for valid speed limits for all City Streets. (Strategic Goals: Infrastructure & Public Safety)

• Update signal timing plans for improved safety and operations. (Strategic Goal s:

Infrastructure & Public Safety)

• Continue coordination with the South of Salinas Interchange Project and frontage road system connecting to south Salinas. (Strategic Goal: Infrastructure)

• Continue to support Salinas PD traffic enforcement efforts. (Strategic Goals: Infrastructure & Public Safety)

• Support Fire Department emergency response through signal pre-emption and computer aided dispatch. (Strategic Goals: Infrastructure & Public Safety)

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2024-25 Top Accomplishments

• Completed plans and awarded a bid for the Boronda Road and McKinnon roundabout. (Prior year goal)

• Provide engineering and street maintenance support for various City special events. • Completed the d raft Airport Master Plan and submitted it to FAA for review. (Prior year goal)

• Continued homeless encampment cleanups in parks and waterways. • Completed the Bardin Road Safe Routes to School Improvements. (Prior year goal)

• Completed Council approved Traffic Calming Projects on Roches and Las Casitas. • Completed the 2024 Engineering and Traffic surveys for speed limits. (Prior year goal)

• Completed City wide sidewalk repair project.
• Completed the 2024 pavement improvements on various streets. (Prior year goal)

• 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. (Prior year goal)

• Completed the Sherwood/Front St Adaptive Traffic Signal System Project. (Prior year goal)

• Updated Pavement Management System for future road maintenance. • Completed sediment removal project at the Industrial Wastewater Treatment Facility. • Completed the Stormwater Master Plan.
• Completed the 2024 Salinas Active Transportation Plan. (Prior year goal)

• Completed the Salinas Urban Forestry Management Plan. (Prior year goal)

• Completed the Sanitary Sewer Rate Study.
• Completed the management plans for both the sanitary sewer system and the industrial wastewater system.

• Completed the Alisal District Identity Master Plan.
• Continued maintenance work on streets, sidewalks, sewer lines, trees, and City owned properties.

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2025-26 Key Budget Actions

• Moves the Airport Division to Administration from Public Works. This realignment is offset by reducing salaries & benefits and services & supplies budget out of Public Works and adding it to Administration. (Ongoing costs: $0)

• Provides $88, 093 in funding to renew and update licensing for ArcGIS Image server, ArcGIS Hub Premium , and additional supporting layers for NearMap with the goal of improved GIS functionality and better GIS aerial images. All Departments in City use different functions available in the GIS software. (One-time costs: $88,093)

• Increases Facilities Maintenance Division funding by $231,491 for ongoing repairs to City facilities. Repairs could include HVAC systems, roof leaks, windows, flooring, and painting. (One-time costs: $231,491)

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Operating Funds Managed

• General Fund (1000)

• Measure G (1200)

• Airport Bus Park Maintenance District (2104)

• Downtown Parking District (6801)

• Harden Ranch Landscape District (2106)

• Industrial Waste (6200)

• Internal Services-Fleet Maintenance (7120)

• Mira Monte Maintenance District (2108)

• Monte Bella Maintenance District (2109)

• N E Salinas Landscape District (2105)

• Parking Enforcement (6803)

• Preferential Parking (6802)

• Sewer (6400)

• Storm Sewer (NPDES) (6500)

• Vista Nueva Maintenance District (2107)

• Water Utility (6700)

• Woodside Park Maintenance District (2102)
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2022-23 2023-24 2024-25 2025- 26
Function Actua ls Actuals Adopted Proposed
Airport 1,684,391 1,707,198 1,998,820 -
Assessment Districts 1,383,534 1,275,539 1,619,772 1,618,902 Development Engineering 867,472 771,248 927,110 1,198,700 Development, Traffic & Transportation 741,312 733,218 1,104,435 963,605 Downtown Parking 1,065,818 953,749 1,691,630 1,712,560 Engineering Administration 790,206 776,552 797,060 865,470 Engineering Services 884,924 743,966 421,280 469,800 Environmental Compliance 160,206 257,613 265,050 299,490 Facilities Maintenance 1,450,291 1,445,370 1,573,059 1,797,120 Fleet/Equipment Maintenance 1,796,253 1,897,303 2,301,850 2,459,625 Geographical Information System 556,093 561,968 871,564 916,470 Graffiti Abatement 156,183 154,794 229,210 230,880 Grants 202,552 465,008 - -
Industrial Waste 2,163,361 1,969,186 3,102,640 2,564,070 Maintenance Administration 455,274 452,554 537,450 459,120 NPDES 2,817,115 3,065,831 3,969,769 4,171,153
Parking Enforcement 896,069 855,740 1,080,770 1,094,430 Preferential Parking 6,352 5,415 22,800 22,800 Sanitary Sewer 3,097,097 2,674,590 3,947,090 4,043,020 Street Lights 642,730 858,633 630,610 671,360 Street Maintenance 2,452,987 3,091,400 3,172,438 3,524,615 Sustainability 326,734 232,937 482,560 405,575 Traffic Signals 382,856 452,861 372,500 394,500 Urban Forestry 1,545,660 1,681,695 2,429,950 2,548,147 Total Expenditures 26,525,471 27,084,367 33,549,417 32,431,412 2022-23 2023-24 2024-25 2025-26
Expenditure Summary Actua ls Actuals Adopted Proposed Salaries & Benefits 13,570,771 14,589,844 16,770,310 16,691,120 Overt ime 184,900 257,670 151,100 163,100 Supplies & Services 11,502,531 11,071,334 13,839,572 13,460,867 Capital Outlay 248,419 241,567 156,235 92,525 Debt Service 736,464 635,786 2,337,600 1,806,900 Transfers Out 282,387 288,165 294,600 216,900 Total Expenditures 26,525,471 27,084,367 33,549,417 32,431,412

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2022-23 2023-24 2024-25 2025- 26
Funding Source Actua ls Actuals Adopted Proposed
General Fund (1000) 6,733,385 6,550,297 6,598,893 7,166,815 Measure E (1100) 4,982 93 - - Measure G (1200) 4,666,165 5,654,464 7,200,383 7,564,037 Airport Bus Park Maint District (2104) 18,249 15,094 17,872 17,422 CA Beverage Container Recycling (3251) 46,557 44,718 - - Downtown Parking District (6801) 1,065,818 953,749 1,691,630 1,712,560 Encampment Resolution Fund (ERF) (2954) 82,285 81,713 - - Harden Ranch Landscape Dist (2106) 170,580 128,828 135,600 135,150 Industrial Waste (6200) 2,163,361 1,969,186 3,102,640 2,564,070 Internal Services-Fleet Maint (7120) 1,796,253 1,897,303 2,301,850 2,459,625 Mira Monte Maint District (2108) 183,339 142,792 159,150 159,350 Monte Bella Maint District (2109) 257,942 329,810 419,500 419,250 Municipal Airport (6100) 1,684,391 1,707,198 1,998,820 - N E Salinas Landscape Dist (2105) 712,375 631,151 803,070 803,500 Parking Enforcement (6803) 896,069 855,740 1,080,770 1,094,430 Preferential Parking (6802) 6,352 5,415 22,800 22,800 Public Works Grants-Fed & State (3216) 73,710 338,576 - - Sewer (6400) 3,313,267 3,163,565 4,484,010 4,678,150 Storm Sewer (NPDES) (6500) 2,600,945 2,576,856 3,432,849 3,536,023 Vista Nueva Maint District (2107) 20,150 14,362 38,150 38,150 Water Utility (6700) 8,396 9,954 15,000 14,000 Woodside Park Maint District (2102) 20,899 13,502 46,430 46,080 Total Expenditures 26,525,471 27,084,367 33,549,417 32,431,412 2022-23 2023-24 2024-25 2025-26
Revenue Summary Actua ls Actuals Adopted Proposed
Charges for Services 6,193,747 6,142,589 7,141,200 6,689,200 Fines & Forfeitures 716,009 819,356 850,000 936,000 Intergovernmental 21,346 5,981 18,000 17,000 Investment Earnings 745,357 1,309,730 417,000 391,700 Licenses & Permits 1,333,742 1,216,567 1,225,000 1,210,000 Other Revenue* 4,029,768 4,151,740 4,013,660 1,801,500 Transfers In 7,360,343 6,267,440 4,446,100 4,597,600 Total Revenues 20,400,311 19,913,402 18,110,960 15,643,000 * Schedule A - Other Revenue

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Schedule A – Other Revenue

2022-23 2023-24 2024-25 2025- 26
Other Revenue Actua ls Actuals Adopted Proposed
Aircraft Parking 2,192 1,154 2,000 - Airport Bus Park Maint Assess 14,432 14,432 14,500 14,500 Airport Cardlock Deposits 2,488 5,246 5,000 - Building Rental 453,207 475,584 450,000 - Fuel Fees 88,510 83,137 85,000 -
GASB 87 Lease Revenue (73,946) (80,961) - - Grants & Contributions 122,727 - - - Ground Leases 278,277 311,890 325,000 - Hangar Rent 800,612 851,132 830,000 - Hangar Rent Non - Aeronautical 21,682 33,645 30,000 - Hangar Rent Non - Airworthy 50,050 59,120 50,000 - Harden Ranch Maint Assessment 156,414 155,915 155,160 150,000 Mira Monte 121,594 121,288 121,000 122,500 Miscellaneous Receipts 148,829 239,852 111,000 9,500 Monte Bella 722,703 713,201 720,000 615,000 N/E Landscape Maint Assessment 883,313 903,366 880,000 800,000 Other Revenue Airport Cardlock D 389 (338) - - Refuse Fees 10,344 10,590 10,000 - Surplus Property 6,068 120 - - Use of money and property Hangar 931 2,944 - - Use Permits 130,288 156,722 140,000 - Vista Nueva 33,648 36,401 35,000 30,000 Woodside Park Maint Assessment 55,017 57,299 50,000 60,000 Total Other Revenue 4,029,768 4,151,740 4,013,660 1,801,500

Salinas City CouncilMay 27, 2025

Salinas City Council
May 27, 2025