CITY OF SALINAS
PROPOSED OPERAT ING BUDGET
FISCAL YEAR 2025-26
City of Salinas
Proposed Operating Budget
Fiscal Year 2025-26
D
ennis Donohue
Mayor
J
ose Luis Barajas Tony Barrera Margaret D’Arrigo
Councilmember Councilmember Councilmember
District 1 District 2 District 3
G
loria De La Rosa Andrew Sandoval Aurelio Salazar
Councilmember Councilmember Councilmember
District 4 District 5 District 6
C
hristopher A. Callihan René Mendez Lisa Murphy
City Attorney City Manager Assistant City Manager
P
atricia Barajas Selina Andrews
City Clerk Finance Director
K
ristan Lundquist Lisa Brinton
Library and Community Services Director Community Development Director Mar
ina Horta-Gallegos David Jacobs
Human Resources Director Public Works Director
C
arlos 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 ........................................................................... 27
SUMMARIES & SCHEDULES
Fund Balances and Budget Summary ................................................................ 31 Transfers In and Transfers Out .......................................................................... 35 Revenues & Expenditures by Fund Type ........................................................... 39 Revenues & Transfers In – All Funds ................................................................. 48 Expenditures & Transfers Out – All Funds ......................................................... 50 Administrative Overhead Rates .......................................................................... 52 City-Wide Workforce Summary .......................................................................... 53 City-Wide Workforce Detail ................................................................................ 56 City Debt Summary ............................................................................................ 62 Appropriations Limit ........................................................................................... 64 Budget Principles ............................................................................................... 65 City-Wide Goals & Objectives ............................................................................ 66
MEASURE E FUND .................................................................................................................. 69
MEASURE G FUND.................................................................................................................. 73
GENERAL GOVERNMENT SERVICES
Administration
Programs and Services ................................................................................ 77 Department Budget Summary ...................................................................... 78 Performance Measures ................................................................................ 82 Department Position Detail ........................................................................... 83 Organizational Chart .................................................................................... 84
City Attorney
Programs and Services ................................................................................ 85 Department Budget Summary ...................................................................... 86 Performance Measures ................................................................................ 90 Department Position Detail ........................................................................... 91 O
rganizational Chart .................................................................................... 92
City Council
Programs and Services ................................................................................ 93 Strategic Plan ............................................................................................... 93 Department Budget Summary .................................................................... 100 Department Position Detail ......................................................................... 101 Organizational Chart .................................................................................. 102
5 Table of Contents
Community Development
Programs and Services .............................................................................. 103 Department Budget Summary .................................................................... 105 Performance Measures .............................................................................. 112 Department Position Detail ......................................................................... 116 Organizational Chart .................................................................................. 1 17
Finance
Programs and Services .............................................................................. 119 Department Budget Summary .................................................................... 121 Performance Measures .............................................................................. 126 Department Position Detail ......................................................................... 128 Organizational Chart .................................................................................. 1 29
Fire
Programs and Services .............................................................................. 131 Department Budget Summary .................................................................... 132 Performance Measures .............................................................................. 138 Department Position Detail ......................................................................... 141 Organizational Chart .................................................................................. 1 42
Human Resources
Programs and Services .............................................................................. 143 Department Budget Summary .................................................................... 144 Performance Measures .............................................................................. 147 Department Position Detail ......................................................................... 148 Organizational Chart .................................................................................. 1 49
Library and Community Services
Programs and Services .............................................................................. 151 Department Budget Summary .................................................................... 152 Performance Measures .............................................................................. 158 Department Position Detail ......................................................................... 168 Organizational Chart .................................................................................. 1 69
Non-Departmental
Programs and Services .............................................................................. 171 Budget Summary ....................................................................................... 1 73
P
olice
Programs and Services .............................................................................. 177 Department Budget Summary .................................................................... 179 Performance Measures .............................................................................. 184 Department Position Detail ......................................................................... 188 Organizational Chart .................................................................................. 1 89
Public Works
Programs and Services .............................................................................. 191 Department Budget Summary .................................................................... 194 Performance Measures .............................................................................. 202 Department Position Detail ......................................................................... 212 Organizational Chart .................................................................................. 214
6 Table of Contents
APPENDIX
Budget Resolution ............................................................................................ 215 Appropriations Limit Resolution ........................................................................ 217 Policies and Glossary ...................................................................................... 2 19 7 (This page intentionally left blank)
8 Budget Overview
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 manag e spending carefully and prepare for a range of economic conditions. The City’s total budget is $284,993,377. The City’s General Fund budget of $185,287,905 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 have 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.
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 $45.5 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 9 Budget Overview
of approximately 37.8%. Should Measure G be renewed, the projected deficit in FY 2030- 31 is $5.7 million should other revenue sources not increase or expenditures not be realigned and/or adjusted.
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 as needed 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 likely 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, Public Safety, and Youth and Seniors. The continuation and development of many objectives provides the foundation for the budget strategies contained in the FY 2025-26 Proposed Budget.
Continued emphasis remains for the City’s quality of life through maintaining parks, traffic 10 Budget Overview
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 remain cautious and recommends 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 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 th e economy, or actions taken by another governmental ag ency 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 Budget Overview
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 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 Budget Overview
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 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.
Additionally, as government spending decreases 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 $3.9 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 savings and new spending proposals, but results in a decline of $3.8 billion in the balance of 13 Budget Overview
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 estimates 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,
2025, 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 expenditure, which could impact local government budgets.
14 Budget Overview
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 slow 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 proj ected slower-paced growth.
The labor market and the resulting unemployment rate appear to have normalized or become steady and conditions have improved. The unemployment rate surged in early 2020 when the pandemic first took hold, resulting in an economic 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 Unemployment Rate
15 Budget Overview
According to HdL Coren & Cone, the average home price (as of January 1, 2025) in Salinas is $671,339, 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 $184,531,960 and expenditures including transfers out of $185,287,905. The difference between the total revenues and expenditures are the allocation to maintain the 12% General Fund Contingency Reserve , approved by City Council, in addition to other reserve allocations. The Budget does not include new programs; however, it does augment existing service with increased staffing levels, specifically in Community Development and Public Safety. 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 $284,993,377 of which the General Fund, Measure E, and Measure G total $184,287,905 and the Other Funds amount to $71,354,175, excluding transfer out to the 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 $29,351,297. Note, however, that CIP work continues on projects at various stages of completion in both the American Rescue Plan Act (ARPA), as well as carryover projects from prior years. 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 $ 184,287,905 7%
Other Funds 68,547,674 71,354,175 4%
Total Operating Budget 241,518,952 255,642,080 6% Capital Budget 18,234,000 29,351,297 61%
Total City Budget $ 259,752,952 $ 284,993,377 10%
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 retai ning talent, which comprises 68.5% of budgeted General Fund expenditures for FY 2025-26.
16 Budget Overview
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 Overview
The FY 2025-26 Proposed Budget of $285.0 million reflects an increase of 9.7% ($ 25.2 million) compared to the FY 2024-25 Adopted Budget of $259.8 million, driven by a 6.5% increase in General Fund operating expense, a 4.1% increase in Other Funds operating expenses, a 61.0% in the City's Capital Improvement Program while offset by a 7.8% 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 $29.4 million supplements $117.1 million in carryover from FY 2024- 25 to FY 2025-26 to continue work on ongoing projects. This budget recommends additional staffing to support City Council priorities to increase the quality of services across the City, expand programs such as Permit Services to increase its effect iveness and restructure the Airport and Economic Development Divisions to advance programming needs while preparing for future growth.
Operating Budget Recommendation Highlights
In FY 2025-26, staffing levels increased by 10.5 FTE compared to FY 2024-25 for a total authorized staffing of 6 60.5 FTE. The FY 2025- 26 budget includes Permit Services enhancements, increases capacity for multiple departments, and realigns priorities while balancing financial stability. Budget highlights are reflected below.
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 positions the Community Outreach Assistant and Administrative Analyst I whose focus is community support, engagement, and youth programs are included as permanent positions. In addition, reflected is an increase in operational costs for overtime.
Fire: 1.0 FTE Deputy Fire Marshal to support the Monterey County Hazardous Response Team and other programs. This addition is expected to be offset with revenue resulting from inspections, fireworks enforcement program citations, and increased HazMat mutual aid reimbursement. Increase in operational costs for paramedic training which includes tuition, internship fees, and overtime.
17 Budget Overview
Community Development: 1.0 FTE Business Navigator enhances customer service efforts for small business; 1.0 FTE Associate Planner, 1.0 FTE Permit Services Technician, 1.0 FTE Plan Checker I, 1.0 FTE Permit Center Clerk, and 0.5 FTE Senior Planner increases capacity for Permit/Planning services; i ncreases capacity for Code Enforcement; 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 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.
Administration & Strategic Support: 0.5 FTE Office Technician to increase administrative capacity at the City Airport. Additional highlights include the development of a sewer rate assistance program and funding for adopted labor agreements while planning accordingly for current/forthcoming labor negotiations ; maintain ing the City’s General Fund r eserve levels to prepare for unanticipated needs; invest ing in staff by providing professional development and customer service trainings; and planning for potential resource shortfalls in support of enterprise programs and services.
The budget further reflects the pathway to add a Personnel & Training position for addition to the Police Department workforce. A key component to the review process is balancing priorities with budget capacity. The position is a priority, and staff will work with the department to bring it back to the Council for approval in the coming months.
Capital Projects
The City has an ongoing Capital Improvement Program (CIP) that provides investments to improve infrastructure related to the City’s streets & sidewalks, traffic calming, parks, and building facilities. Primary funding for these investments comes from development impact fees; State gas taxes; County transportation funds; grants from federal, State, and regional sources; as well as from ongoin g and one -time transfers from the General Fund. Some projects that were recently completed include the East Market Street Cycle Track, Bardin and Alisal Safe Routes to School, Cesar Chavez Soccer Field, Industrial Waste Treatment Facility Sediment Removal, Street Sweeping Signage Installation, and the 2024 Pavement Improvements (Riker St, Abbott & S Sanborn, Towt St, Mae St, Garner Ave, Independence Blvd, Pacheco St, Tampico Ave, N 1
st St, Old Stage Rd, S Hebbron Ave, Circle Dr, Rainer
Dr, Iverson St, W Acacia St).
Based on the previously approved Capital Budget, work is underway on several multi -year projects and programs which include streets and sidewalks repairs, a new Community Center in District 5; the re-opening of Hebbron Recreation Center with improvements; replacement 18 Budget Overview
of old restrooms in City parks; replacing outdated HVAC (heating, ventilation, and air conditioning) systems at City buildings; Fire Station 1 improvements; and installing electric vehicle charging infrastructure. Also, an Open Space which includes Ensen park was accepted by the City for maintenance and operations.
Looking ahead, the City’s proposed six- year CIP (FY 2025/26 - FY 2030/31) includes projects and programs valued at $129.6 million. The highlights of the proposed CIP are as follows.
Capital Maintenance
Preservation and maintenance of existing City assets is a primary focus of the CIP. The highest level of funding in Capital Maintenance is allocated to ongoing annual projects to repave City streets, repair sidewalks, curbs and gutters in the worst conditi on, traffic calming, Boronda Road congestion relief, Abbot Street repairs, and build ADA curb ramps.
In summary, as per Council direction, the CIP budget reflects additional funding for capital improvement projects in streets and road, including an:
• Increase of $2,000,000 for a total of $11,345,000 to focus on s pecific streets and sidewalk projects
• Increase to the traffic calming budget by $300,000 for a total of $500,000 • Increase to the Boronda Road Congestion Relief budget by $2,000,000 for a total of $2,900,000
• Adds $4,000,000 to the Abbott Street Project
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.
19 Budget Overview
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 available 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.
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, it reflects proactively planning reserves, enhancing City services and developing contingency plans.
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.
In conclusion, I look forward to presenting the recommended budget and the conversations with the Council and community.
Sincerely,
René Mendez
René Mendez, City Manager
20 Community Profile
City of Salinas 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 including: 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 United States Census Bureau reports the City’s population at 161,039 as of January 1, 2024. The City employs about approximately 660 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.
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
Councilmember
Mayor
Dennis Donohue
22 Community Profile
Major Employers (Listed in Alphabetical order):
Arco AM PM
Best Buy
Cardinale Volkswagen
Coastal Ford Tractor
Costco
Gold Star GMC Buick
Home Depot
Love’s Travel Stop
Lowes
Macy’s
Mike’s Auto Sales
My Chevrolet
My Jeep Chrysler Dodge
My Nissan Kia
Pilot Travel Center
Quinn CAT Company
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.
City Resources
Community Centers 1
Fire Stations 6
Parks 42
Recreation Centers* 7
*Hebbron tentatively opening December 2025
Education
City of Salinas School Districts include:
33 elementary schools
7 of middle schools
6 of high schools
12 other programs
23 Community Profile
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.
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. 24 Community Profile
Boards and Commissions
The City utilizes various Boards and Commissions in the conduct of its affairs.
Commissions established by City Ordinance are as follows:
• Airport Commission
• Library & Community Services Commission
• Traffic and Transportation Commission
• Planning Commission
• Public Art Commission
• Measure E Committee
• Measure G Committee
• Police Community Advisory Committee
• Grievance Advisory Board
• Historic Resources Board
Subcommittees of Council include the following:
• Housing & Land Use Committee
• Finance Committee
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26 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.
27 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 10 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.
28 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.
29 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. 30 Summaries & Schedules
All City Funds Schedule
The Summary of All Funds schedule on the following page groups the City’s funds into five categories:
• General Fund
• Other Governmental Funds
• Enterprise Funds
• Internal Service Funds
• Capital Project Funds
The first four categories include the City’s operating funds, and the last one is a special purpose fund used for capital investments. Funding for most of the City’s operations and most of its services comes from the first four categories.
The budget for Capital funds is reviewed and adopted by the City Council as part of the Capital Improvement Program (CIP).
The Summary of All Funds schedule includes all funds citywide and presents the total available resources and total use of resources, including beginning fund balances, revenues, expenditures, “transfers in,” and “transfers out.” Therefore, the “Total Revenues” and “Total Expendit ures” columns for all funds present the true budgeted revenues and expenditures expected to be received and spent by the entire City.
Please refer to the summaries in this section of the document for detailed information.
31 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)$ 127,534,260$ 2,478,700$ 12,166,000$ 114,599,358$ 857,274$ (5,019,087)$ 45.0% 1000 Measure E 10,996,641 18,461,000 - 3,406,000 21,359,920 (1,245,844) 3,445,877 -68.7% 1100 Measure G 1,307,839 36,058,000 - 7,586,800 26,169,827 812,721 4,421,933 238.1% 1200 Subtotal General Funds 3,180,517$ 182,053,260$ 2,478,700$ 23,158,800$ 162,129,105$ 424,151$ 2,848,723$ -10.4% 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 3,596 530,410 - - 530,410 - 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 - - - 12,000 - 1,988,000 -0.6% 2603 Housing & Urban Development Funds - 2,833,310 - - 2,833,310 - - 0.0% 2900 Grant Funds - 822,400 - - 822,400 - - 0.0% 3000 Fund Balances and Budget Summary - All Funds
32 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 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 2,318,290 (600,373) 1,455,127 -35.9% 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 7,210,400 - 389,000 7,109,105 (1,777,276) 2,501,442 -45.2% 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$ 217,559,680$ 28,589,520$ 26,214,420$ 225,198,990$ (397,816)$ 23,198,383$ -19.6% Fund Balances and Budget Summary - All Funds
33 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 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 - 6,326,000 - - 977,024 -62.2% 2401 Measure X 9,298,683 6,021,700 - 12,490,100 - - 2,830,283 -69.6% 2510 SB 1 Road Maintenance & Rehabilitation 3,125,759 4,387,000 - 6,300,000 - - 1,212,759 -61.2% 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 - 29,351,297 - 29,351,297 - 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$ 29,351,297$ 31,726,397$ 31,204,867$ -$ 17,860,631$ -37.6% Total All Funds 57,486,510$ 240,374,177$ 57,940,817$ 57,940,817$ 256,403,857$ (397,816)$ 41,059,014$ -28.6% Fund Balances and Budget Summary - All Funds
34 Summaries & Schedules
Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
1000 Gen
eral 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 - 4,061,000
95.6500 Storm Sewer (NPDES) - 170,000 Total Gas Tax - 6,326,000 (6,326,000) Transfers In and Transfers Out
Fund
35 Summaries & Schedules
Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
2503 Tr
affic 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 - 10,150,000 Total Measure X - 12,490,100 (12,490,100) 2511 SB1 Road Maintenance & Rehabilitation
95.5800 Capital Projects - 6,300,000 Total SB1 Road Maintenance & Rehabilitation - 6,300,000 (6,300,000) 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
36 Summaries & Schedules
Transfers In Transfers Out Net
F Y 25-26 F Y 25-26 Transfers
6301 Fai
rways 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
37 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 4,061,000 -
90.2510 Measure X 10,150,000 -
90.2511 SB1 Road Maintenance & Rehabilitation 6,300,000 -
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 29,351,297 - 29,351,297 Total All Funds 57,940,817$ 57,940,817$ -$
Transfers In and Transfers Out
Fund
38 Summaries & Schedules
Revenues and Expenditures
Revenues
The City’s FY 2025- 26 budget includes modest increases to certain revenues. Revenue projections for each category were based on estimates from the Monterey County Assessor’s office, HdL, Coren & Cone (the City’s sales tax and property tax consultant), the State Controller’s Office, the State Board of Equalization, and careful examination of revenue trends, patterns, and industry research.
Assumptions for the major General Fund revenue sources are as follows:
Sales & Use Tax Assumes no change from the prior year adopted budget due to current year performance and projections from HdL.
Property Tax & VLF
Assumes 4.1% increase from last year’s FY 2024-25 adopted budget due to current year projected performance and Monterey County Assessor estimates.
Utility Users Tax
Assumes 16.7% increase from the prior year adopted budget due to current year projected performance.
Franchise Fees
Assumes 6.2% increase to the prior year adopted budget largely due to current year projected performance.
Business License
Tax
Assumes 1.2% decrease from the prior year adopted budget due to current year projected performance.
Major Revenue Summary
Historically, approximately 90% percent of the City’s general fund (combined General, Measure E & Measure G Funds) revenue comes from the five revenue sources listed above. The two highest revenue sources combined are 72% and include property tax and sales tax (inclusive of Measure E and Measure G revenues); while approximately 17% percent comes from utility users taxes, franchise fees, and business license tax.
General Fund Sales Tax, Measure E & Measure G
The City’s share of the total California sales & use tax collected on retail sales is one percent (1.0%), which is credited to the General Fund. The City also receives revenues from a 0.5% transaction & use tax approved by Salinas’ voters in November 2005 and extended with no sunset in November 2012. These revenues are accounted for separately in the Measure E Fund, so named for the ballot measure approving/ extending the tax. Additionally, on November 4, 2014, voters approved a 1.0% transaction & use tax, similarly referred to as “Measure G” for the ballot measure approving it, proceeds of which are reported in the Measure G Fund.
HdL, the City’s sales tax consultants provided their analysis of trends in each sector and national and economic drivers. Revenue projections are expected to increase by $15,000 (0.0%) from the FY 2024-25 projected revenue. FY 2025-26 General Fund sales tax revenue is estimated to be $39,292,000 while Measure E revenue is estimated at $17,241,000, and Measure G at $34,482,000.
39 Summaries & Schedules
Property Tax
The amount of property tax the City receives is determined based on growth and declines in property values. The City’s historical property assessed value growth/declines for property tax collections are shown in the graph below.
The City’s annual property t ax assessed value is estimated to increase by $0.7 million or 5.0% from the prior year.
4.6% 3.3%
6.0%
4.8%
5.0%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
$16,000
2020-21 2021-22 2022-23 2023-24 2024-25
(In Millions)
City of Salinas Assessed Valuation
40 Summaries & Schedules
Expenditures
The combined FY 2025-26 General Funds Operating Budget totals $184,287,905, which is a 6.5% increase from FY 2024- 25. The proposed FY 2025- 26 General, Measure E and G Funds operating budget, by Department is as follows (excludes transfers out to CIP):
General Funds FY 2024- 25 Adopted and FY 2025- 26 Proposed Budget comparisons are illustrated in the below table.
Personnel costs are 68.5% of the budget and continue to increase in all Departments with the main cost drivers including salaries, pension benefits, health care costs, and workers compensation. Rising costs of services and supplies are seen amongst most of the divisions and account for a large portion of increases.
FY 2025-26
Proposed
FY 2024-25
Adopted $ Difference % Difference
Administration $2,979,790 $2,623, 120 $356,670 13.6%
City Attorney 1,043,360 997,640 45,720 4.6%
City Council 608,490 576,240 32,250 5.6%
Community Development 7,047,678 7,265,923 (218,245) -3.0% Finance 8,571,200 8,129,919 441,281 5.4%
Fire 32,839,517 28,874,334 3,965,183 13.7%
Human Resources 2,282,460 2,037,310 245,150 12.0%
Non Departmental 12,432,701 11,070,409 1,362,292 12.3%
Police 64,431,730 60,489,450 3,942,280 6.5%
Public Works 14,730,852 13,799,276 931,576 6.8%
Library & Comm. Svcs. 15,161,327 14,587,257 574,070 3.9% Transfers Out 22,158,800 22,520,400 (361,600) -1.6%
Total $184,287,905 $172,971, 278 $11,316,627 6.5%
41 Summaries & Schedules
F Y 2022-23 F Y 2023-24 F Y 2024-25 F Y 2025-26
Actuals Actuals Adopted Proposed
Revenues
Sales & Use Tax 91,143,768$ 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 6,342,260 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$ 184,531,960$ Expenditures
Salaries & Benefits 96,612,519$ 100,457,856$ 110,399,463$ 118,077,354$ Overtime 7,587,974 7,547,104 6,097,910 8,197,119 Supplies & Services 25,978,160 28,969,471 32,271,867 34,179,977 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$ 185,287,905$ Net Increase (Decrease) 13,029,548$ 8,479,299$ 596,572$ (755,945)$ Revenues and Expenditures - General Funds
42 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 4,302,300 Charges for Services 26,672 639,822 463,000 1,182,410 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$ 27,445,420$ Expenditures
Salaries & Benefits 5,993,151$ 7,464,329$ 8,726,380$ 7,531,950$ 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$ 31,747,460$ Net Increase (Decrease) 7,909,504$ 1,447,755$ (3,038,529)$ (4,302,040)$ Revenues and Expenditures - Other Governmental Funds
43 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 10,533,400 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$ 18,539,800$ Expenditures
Salaries & Benefits 5,862,121$ 6,638,003$ 8,030,180$ 8,882,650$ Overtime 112,056 156,285 109,500 91,500 Supplies & Services 5,498,762 4,598,183 6,962,570 8,209,255 Capital Outlay 14,713 4,809 166,800 292,200 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$ 20,181,605$ Net Increase (Decrease) 590,017$ 4,831,327$ (1,706,350)$ (1,641,805)$ Revenues and Expenditures - Enterprise Funds
44 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
45 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 29,351,297 Total Revenues 44,141,672$ 50,657,926$ 38,291,900$ 52,165,794$ 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 26,200,097 Debt Service 1,224,778 815,201 559,960 434,570 Transfers Out 17,599,169 20,750,469 18,248,700 31,726,397 Total Expenditures 39,367,483$ 53,001,512$ 38,135,775$ 62,931,264$ Net Increase (Decrease) 4,774,189$ (2,343,586)$ 156,125$ (10,765,470)$ Revenues and Expenditures - Capital Project Funds
46 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 25,984,797 Charges for Services 15,650,982 16,124,988 16,270,150 19,648,070 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 57,940,817 Total Revenues 301,598,083$ 324,935,448$ 274,925,900$ 298,314,994$ Expenditures
Salaries & Benefits 109,665,450$ 115,841,276$ 128,164,493$ 135,474,174$ Overtime 8,142,590 7,992,956 6,461,910 8,339,619 Supplies & Services 77,994,849 88,325,658 65,749,636 70,455,042 Capital Outlay 16,741,176 33,730,350 15,128,643 27,907,352 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 57,940,817 Total Expenditures 278,973,126$ 320,836,938$ 277,986,952$ 314,344,674$ Reserve Allocations 596,553$ 397,816$
Net Increase (Decrease) 22,624,957$ 4,098,509$ (3,657,605)$ (16,427,496)$ Total Expenditures (Above) 277,986,952 314,344,674 Capital Improvement Program (18,234,000) (29,351,297) Total Expenditures (Restated) 259,752,952$ 284,993,377$ Revenues and Expenditures - All Funds
47 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$ 130,012,960$ 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 80,000 530,410 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 2,833,310 3000 Grant Funds 13,240,919 20,106,110 643,510 822,400 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
48 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 7,210,400 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 Measure 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 29,351,297 7121 Vehicle Replacement Reserve - 1,340,445 500,000 - Total Fund Revenues & Transfers In 301,598,083$ 324,935,448$ 274,925,900$ 298,314,994$ Revenues & Transfers In - All Funds
Fund
49 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$ 126,765,358$ 1100 Measure E 13,144,427 14,778,343 15,430,880 24,765,920 1200 Measure G 31,693,215 33,694,984 34,265,430 33,756,627 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 80,000 530,410 2601 SRA Public Improvement - - - - 2602 HSA - Affordable Housing 511,492 319 1,000 12, 530 2603 Local Housing Trust - - - 12,000 2900 Housing & Urban Development Funds 8,586,336 11,217,272 3,409,380 2,833,310 3000 Grant Funds 13,789,821 20,545,271 643,510 822,400 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
50 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 2,546,490 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 7,498,105 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 6,326,000 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 12,490,100 2511 SB 1 Road Maintenance & Rehabilitation 1,754,856 6,022,143 3,600,000 6,300,000 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 29,351,297 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$ 314,344,674$ Capital Improvement Program (18,234,000) (29,351,297) Total Expenditures (Restated) 259,752,952$ 284,993,377$ Expenditures & Transfers Out - All Funds
Fund
51 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
52 Summaries & Schedules
City-Wide Workforce Summary
The total authorized regular staffing level of 660.5 for FY 2025-26 has increased by 10.5 full time equivalent (FTE) positions from FY 2024-25. While there is an overall increase in staffing, many departments continue to operate at a low level when compared to other agencies of similar size.
The FY 2025-26 staffing increases serve to enhance public safety and support other services to the community.
The Fire Department staff increase of 1.0 FTE represents the addition of 1.0 FTE Deputy Fire Marshal positions to support the Monterey County Hazardous Response Team and other programs.
The Police Department staff increase of 3.0 FTE represents the addition of 1.0 FTE Management Analyst to increase capacity in administrative functions such as budget development and monitoring, grant reporting, and other higher level administrative duties. The Administrative Division has historically been staffed with temporary part -time positions, but hiring and retaining part-time employees has been challenging. To ensure business continuity within the Administrative Division, the department is seeking a full-time Management Analyst to serve in this role. Additionally, an Administrative Analyst I and Community Outreach Assistant have been added as permanent positions to focus on community support, engagement, and youth programs.
The Community Development Department staffing increase of 4.5 FTE represents the addition of capacity within Code Enforcement, Permit Services, and to maintain and increase capacity within those programs. This includes the additions of Senior Planner, Associate Planner, Permit Services Technician, Plan Checker I, and Permit Center Clerk. This positions the City well for expected plan reviews as a result of future growth. Revenue has also been increased within the respective programs to support development.
Additional staffing adjustments have been made to the Citywide workforce in the Administration, Finance, Public Works, and Library and Community Services departments. It is important to note that additional positions were approved throughout FY 2024-25 by City Council action.
53 Summaries & Schedules
Staffing Levels Relative to Other Communities
Source: FY 2024-25 published city budget s and California Department of Finance Population Estimates for 2024 (published May 2024).
Note: Services provided by each community surveyed vary widely among cities.
City
2024
Population
Citywide
Positions
Positions per
1,000 Residents
Fremont 229,250 1,021 4.45
Livermore 84,828 398 4.69
Newark 46,635 184 3.95
Oakland 425,093 4,253 10.00
Palo Alto 67,973 759 11.17
Pleasanton 75,960 378 4.98
Salinas 161,039 661 4.10
San Jose 969,491 6,305 6.50
Santa Clara 132,048 814 6.16
Sunnyvale 157,566 791 5.02
Union City 66,432 318 4.79
54 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 8.00
Total Public Safety 316.00 317.00 312.00 317.00
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 80.00
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 317.50 330.50 338.00 343.50
Total City-Wide 633.50 647. 50 650.00 660.50
City-Wide Workforce Summary
55 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 3.00 -
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 -
56 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 -
Customer Experience Manager 0.00 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 Fire Marshal 0.00 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 -
57 Summaries & Schedules
City-Wide Workforce Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Env Compl Insp I 1.00 1.00 -
Env Compl Insp II 1.00 1.00 -
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 -
58 Summaries & Schedules
City-Wide Workforce Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Integration/Applications Admin 1.00 1.00 -
Inventory Technician 1.00 1.00 -
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 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 3.00 1.00
Permit Center Coordinator 1.00 1.00 -
Permit Services Technician 3.00 4.00 1.00
Plan Check Engineer 1.00 0.00 (1.00)
Plan Checker I 0.00 2.00 2.00
Plan Checker II 1.00 1.00 -
Planning Manager 3.00 3.00 -
Police Commander 7.00 7.00 -
59 Summaries & Schedules
City-Wide Workforce Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
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 -
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 0.00 (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 -
60 Summaries & Schedules
City-Wide Workforce Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Sr Accounting Technician 4.00 5.00 1.00
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 Plan Checker 0.00 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 650.00 660.50 10.50
61 Summaries & Schedules
City Debt Summary
The City has adopted a Debt Management Policy that establishes guidelines for debt issuance.
The City will consider the issuance of long-term debt obligations only under the conditions outlined in the Debt Management Policy displayed in the Policies & Glossary section of this document.
The following charts summarize changes during the past year in the City’s outstanding debt, debt service budgeted for FY 2025-26, and future debt service.
Changes in Outstanding Debt
Budgeted Debt Service
Amount due Amount due in
Balance Bal ance within one more than one
Debt July 01, 2024 Additions Retirements June 30, 2025 year year Capital Leases 2,011,821$ -$ (918,875)$ 1,092,946$ 817,821$ 275,125$ 2014 Animal Shelter 1,310,000 - (179,000) 1,131,000 191,000 940,000 2014 Monterey Parking Garage 7,788,000 - (646,000) 7,142,000 674,000 6,468,000 2018A Public Safety Building 29,805,000 - (3,210,000) 26,595,000 3,370,000 23,225,000 2018B El Gabilan Library 13,460,000 - (240,000) 13,220,000 255,000 12,965,000 2018B TRIP 33,820,000 - (850,000) 32,970,000 890,000 32,080,000 2020A Wastewater Revenue Bonds 12,745,000 - (565,000) 12,180,000 565,000 11,615,000 2024 Energy Eff & Backup Generator - 4,735,000 - 4,735,000 52,000 4,683,000 Lease Rev Refunding 2020A-1 (Energy) 12,845,000 - (1,080,000) 11,765,000 1,155,000 10,610,000 Lease Rev Refunding 2020A-2 (SVSWA) 2,225,000 - (585,000) 1,640,000 610,000 1,030,000 Lease Rev Ref Series 2020A (Twin Creeks) 1,230,000 - (395,000) 835,000 410,000 425,000 Lease Rev Ref Series 2020B (Fairways) 3,600,000 - (135,000) 3,465,000 155,000 3,310,000 HUD Section 108 Loan 518,000 - (518,000) - - - Total 121,357,821$ 4,735,000$ (9,321,875)$ 116,770,946$ 9,144,821$ 107,626,125$ Debt Principal Interes t Fees Total
Capital Leases 817,870$ 26,300$ -$ 844,170$ 2014 Animal Shelter 191,000 41,700 - 232,700 2014 Monterey Parking Garage 674,000 273,600 - 947,600 2018A Public Safety Building 3,370,000 1,093,700 5,000 4,468,700 2018B El Gabilan Library 255,000 526,800 5,000 786,800 2018B TRIP 890,000 1,442,600 7,500 2,340,100
2020A Wastewater Revenue Bonds 565,000 288,300 6,000 859,300 2024 Energy Efficiency & Backup Generator 52,000 201,500 10,000 263,500 Lease Revenue Refunding 2020A-1 (Energy) 1,155,000 464,600 4,000 1,623,600 Lease Revenue Refunding 2020A-2 (SVSWA) 610,000 53,400 4,000 667,400 Lease Revenue Refunding Series 2020A (Twin Creeks) 410,000 25,200 4,000 439,200 Lease Revenue Refunding Series 2020B (Fairways) 155,000 90,700 4,000 249,700 Total 9,144,870$ 4,528,400$ 49,500$ 13,722,770$
62 Summaries & Schedules
Debt Obligations and Associated Bond Ratings
The City and the Salinas Public Financing Authority have issued the following types of long-term obligations to acquire or improve capital.
General Fund Obligations (Lease Revenue Bonds). Lease revenue bonds entitle investors to receive payments through a lease agreement between the City and the Salinas Public Financing Authority. The Authority uses the lease payments received from the City to pay principal and interest on the lease obligations. The City has six outstanding series of lease revenue bonds: the TRIP 2018B Lease Revenue Bonds, 2020A Wastewater Revenue Bonds, Series 2020A – Twin Creeks, Series 2020B – Fairways, Series 2020A – Energy, and Series 2020A – SVSWA (2015B), which were issued to finance or refinance the acquisition or construction of various capital assets and building improvements.
Direct Borrowing (Leases). Direct financing leases are structured in a way that the lessor essentially acts as a financier, providing the lessee with the use of an asset in exchange for periodic payments. Unlike operating leases, where the lessor retains significant risks and rewards of ownership, direct financing leases transfer most of these economic benefits and risks to the lessee. The City has six direct borrowing (major leases): 2024 Energy Efficiency and Back up Generator, 2014 Lease/Purchase Agreement, Public Safety Building 2018A, El Gabilan Library 2018B, Police/Fire Radios & PW Equipment, and 2021 Pierce Enforcer Pumpers.
Standard & Poor’s maintains ratings of AA- (stable outlook) on the City’s general obligation bonds and A+ (stable outlook) on its lease revenue bonds.
Legal Debt Margin
The Government Code of the State of California provides for a legal debt limit of 15% of gross assessed valuation. Given this, the City’s debt for General Obligation bonds would be $2,284,275,927 bases on Monterey County’s 2024-25 assessed value report.
The City has $116,770,946 of outstanding debt at June 30, 2025. There are no General Obligation bonds outstanding.
63 Summaries & Schedules
Appropriations Limit
Article XIIIB of the California Constitution (enacted with the passage of Proposition 4 in 1979, with modifications under Proposition 111 passed in June 1990, and implemented by California Government Code sections 7900, and following) provides the basis for the appropriation limitation. In brief, the City’s appropriations growth rate is limited to changes in population and either the change in California per capita income or the change in the local assessment roll due to new, non-residential construction.
The formula to be used in calculating the growth factor is:
% change in population + 100
100
Multiplied by
either
% change in per capita income + 100
100
or
% change in assessment roll due to non-r esidential construction + 100 100
The resultant factor times the previous appropriations limit equals the new appropriation limit.
Both the California per capita personal income price factor and the population percentage change factor are provided by the State Department of Finance to local jurisdictions each year. The population percentage change factor estimates the change in the City’s population between January of the previous fiscal year and January of the current fiscal year. Reports that present changes in new non-residential assessed value are provided by the County of Monterey. These numbers provide the basis for the factor to be used in the City’s calculation of the appropriations limit. Of the two methods above, the City is using the “per capita personal income” factor because it results in the higher appropriations limit.
On May 1, 2025, the State Department of Finance notified each city of the population change factor and the per capita personal income factor to be used in determining the appropriations limit.
The percentage change in per capita income is 6.44%. The calculation as applied to the City of Salinas for FY 2025-26 is as follows:
The population change from January 1 of the previous year 161,039 to the population on January 1, 2025 is 160,645, or a -0.24% decrease.
The change in per capita personal income is 1.0644%.
The factor for determining the year-to-year increase is computed as follows:
0.15 + 100 X 6.44 + 100 = 1.0661
100 100
Applying this year’s factor of 1.0661 to last year’s limit of $324,452,179 yields the Appropriations Limit for FY 2025-26 of $345,864,920.
Based on an operating budget of $285.0 million, Salinas is currently not at risk of exceeding the appropriations limit. The Appropriations limit is adopted by the City Council concurrently with the adoption of the budget.
64 Summaries & Schedules
Budget Principles
A budget best practice is to adopt a set of budget principles which shall be incorporated in this budget and reviewed annually as part of the budget development process.
A number of principles noted below have been used to guide the development of the operating budget. These principles fall into two primary categories: General Fund Preservation and Revenue Generation.
General Fund Preservation
• Maintain a structurally balanced budget
• Spend restricted or non-General Fund resources first
• Do not commit one-time resources to ongoing costs or programs • Do not issue long-term debt to fund ongoing operating costs • Maintain adequate reserves – review and update as needed • Adopt policies that support fiscal sustainability
• Regularly monitor financial performance
• Recover costs of providing services where feasible
• Analyze and adjust fees regularly and incrementally
Revenue Generation
• Continue to pursue new economic development opportunities • Pursue opportunities to maximize revenues
• Maximize administrative and operational efficiencies before pursuing new revenue
65 Summaries & Schedules
City-Wide Goals and Objectives
The City Council adopted a Strategic Plan that outlines a vision for the long-term future of Salinas and proposes strategies and goals for achieving the objectives. The Strategic Plan provides a sound framework for long-term departmental planning.
For budgeting purposes, the long-term desired outcomes outlined in the plan have been adopted as citywide goals that support City Council’s Strategic Priorities. The goals are used as a framework for ensuring alignment of department objectives with City Council’s priorities. This section of the budget document outlines the framework for City Council’s priorities. Specific workplans for the priorities are identified in the Departmental Budgets section of this document.
66 Summaries & Schedules
Economic Development
1. Complete an Agriculture Technology Plan and engage with key stakeholders to offer innovative workforce training
2. Support and engage both new and established businesses to drive economic growth and job creation
3. Revitalize residential and commercial blighted areas through targeted initiatives, private investment and community partnerships
4. Strategically explore and expand economic development opportunities throughout the City
5. Maximize the use of the airport property to boost economic growth
Housing
1. Continue to pursue transit-oriented housing development opportunities
2. 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)
3. Facilitate the addition of the overall production of market rate, workforce, low-income, farm worker housing and ADU development while minimizing impacts to neighborhoods
4. Streamline the entitlement and permitting of residential developments by implementing efficient workflows and ensuring timely reviews and approvals
Infrastructure
1. Improve the condition of the City’s streets and sidewalks through proactive and creative maintenance and strategic infrastructure investments
2. Explore innovative ways using technology to improve the flow of traffic throughout the City
3. Continue to invest in recreational and public facilities to support our community
4. Evaluate capacity of City infrastructure systems in anticipation of future development
City Services
1. Complete the Visión Salinas 2040 General Plan
2. Promote equitable access to City services and foster inclusive development
3. Ensure fiscal responsibility and financial management
4. Provide high quality customer service
5. Expand the City’s volunteer programs
6. Engage residents and improve communication to the community
67 Summaries & Schedules
Public Safety
1. Encourage emergency preparedness and resiliency throughout the community
2. Enhance recruitment initiatives to increase staffing for police and fire departments with a focus on hiring local talent
3. Continue community policing efforts to build trust, foster collaboration between law enforcement
4. Expand code enforcement capacity to address City -wide issues of blight, nuisance, parking, health and safety and unpermitted vending
5. Increase collaboration with partner agencies to address public safety public health issues
Youth and Seniors
1. Improve, expand and develop youth and senior facilities and programs
2. Consider joint use agreements with school districts for community use of recreational space
3. Increase community events throughout the City for youth and seniors
4. Partner with regional stakeholders to improve access to the arts 68 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 69 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
70 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 $1,000,000 and consists of five projects including the Cesar Chavez Park Dry Basin System Repair, City Hall & PW Improvement, EV Charging Infrastructure at City Facilities, Fire Station Repairs, and Monterey Street Garage Improvements.
The number of positions funded by Measure E during FY 2025-26 is summarized as follows:
Amount Percent
Internal Services & Energy Debt 773,900 3.1%
El Gabilan Library Debt 1,456,100 5.9%
Capital & Fleet 1,176,000 4.7%
Emergency & Animal Services 626,000 2.5%
Finance 398,500 1.6%
Fire 1,005,420 4.1%
Library 6,402,570 25.9%
Recreation 2,874,550 11.6%
Police 10,052,880 40.6%
Total 24,765,920 100.0%
Amount
Cesar Chavez Park Dry Basin System Repair 100,000$
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
71 (This page intentionally left blank)
72 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 73 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).
In order to assure full compliance with the intent of the ordinance, the tax proceeds from this ordinance are separately received and accounted for in the City’s financial reporting system (Fund 1200).
The City received $5.4 million for the last quarter of FY 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
74 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 P ercent
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 7,178,990 21.3%
Fire 1,844,122 5.5%
Public Works 7,564,037 22.4%
Recreation 5,585,607 16.5%
Community Development 1,820,071 5.4%
Finance 767,170 2.3%
Human Resources & Administration 312,830 0.9%
Total 33,756,627 100.0%
Positions
Police - Sworn 12.0
Police - 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
75 Measure G
76 Administration Department
René 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 strategic 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 administrat or 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. 77 Administration Department
Department Budget Summary
Expected 2025-26 S ervice 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)
2024-2 5 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)
78 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 Key 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)
79 Administration Department
2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Airport - - - 2,401,490 City Clerk 708,308 854,905 854,050 985,400 City Manager`s Office 1,382,327 1,667,304 1,914,070 1,061,740 Communications - - - 495,610 Community Safety - - - 20,750 Economic Development - - - 561,290 Total Expenditures 2,090,635 2,522,209 2,768,120 5,526,280 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 3,273,080 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 5,526,280 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 2,882,580 Measure G (1200) 300,951 328,388 332,750 97,210 Municipal Airport (6100) - - - 2,401,490 PEG Cable Franchise (2506) 125,000 145,600 145,000 145,000 Total Expenditures 2,090,635 2,522,209 2,768,120 5,526,280 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
80 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
81 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
82 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
83 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 84
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.
85 City Attorney Department
Department Budget Summary
Expected 2025-26 S ervice 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)
86 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 Key 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)
87 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
88 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 -
89 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
90 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
91 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
92 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.
93 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.
94 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.
95 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.
96 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.
97 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.
98 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.
99 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
100
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
101
City Council Department
Organizational Chart
Dennis Donohue
Jose Luis Barajas Tony Barrera M argaret D'A rrigo Gloria De La Rosa Andrew Sandoval Aurelio Salazar District 1 1.00 D istrict 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
102
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.
103
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.
104
Community Development Department
Department Budget Summary
Expected 2025-26 S ervice 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)
2024-2 5 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 $28,105 105
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)
106
Community Development Department
• Adds 0.5 FTE Senior Planner to increase capacity in Current Planning in support of City Council Priorities. The department’s workforce currently includes 0.5 FTE. This position supports City Council priorities and therefore will be included in the City’s workforce plan as 1.0 FTE. The cost for the 0.5 FTE in this year’s budget is $73,130. ( Ongoing costs:
$185,860)
• Adds $50,000 to Code Enforcement contract to maintain capacity at prior year levels . (One-time costs: $50,000)
• Adds $35,000 to Code Enforcement contract to increase weekend and evening capacity. (One-time costs: $35,000)
• Adds 1.0 FTE Plan Checker I to increase capacity in Permit Services in support of City Council Priorities. (Ongoing costs: $145,940)
• Adds 1.0 FTE Permit Services Technician to increase capacity in Permit Services in support of City Council Priorities. (Ongoing costs: $129,680)
• Adds 1.0 FTE Permit Center Clerk to increase capacity in Permit Services in support of City Council Priorities. (Ongoing costs: $121,310)
• Adds 1.0 FTE Associate Planner to increase capacity in Current Planning in support of City Council Priorities . Split 50% / 50% between General Fund and Permit Services. (Ongoing costs: $163,440)
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)
107
Community Development Department
• Home Investment Partnership (2930)
• HSA - Affordable Housing (2602)
• Local Housing Trust Fund (2603)
• Permit Services (6900)
• Residential Rent Reg & Rent Stabilization (2530)
• SB2 (2951)
108
Community Development Department
2022-23 2023-24 2024-25 2025-26
Function Actua ls Actuals Adopted Proposed
Community Development Administration 613,563 684,466 654,120 823,520 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 1,820,071 Current Planning 1,265,390 1,298,198 1,758,223 2,111,694 Economic Development 549,146 586,020 752,150 - Grants 10,555,607 10,591,408 3,468,670 2,833,310
Housing 1,125,731 1,254,125 1,296,920 1,710,991 Permit Services 3,318,472 3,666,378 5,520,580 7,109,105 Total Expenditures 19,584,724 20,837,121 17,579,591 19,522,603 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 12,390,043 Overt ime 17,669 7,457 50,000 60,000 Supplies & Services 11,000,208 9,977,738 5,352,888 6,598,855 Capital Outlay 28,441 1,086,174 161,800 290,005 Transfers Out - 153,200 166,700 183,700 Total Expenditures 19,584,724 20,837,121 17,579,591 19,522,603
109
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 5,227,607 Measure E (1100) 9,410 (28) - - Measure G (1200) 1,259,908 1,506,884 1,676,700 1,820,071 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) 167,580 163,352 434,120 332,050 Housing - Other Agency Match (2945) 415,291 307,014 - - HSA - Affordable Housing (2602) 505,497 319 1,000 12,530 Local Housing Trust Fund (2603) - - - 12,000 Local Early Action Planning (2952) 365,934 - - - Permit Services (6900) 3,318,472 3,666,378 5,520,580 7,109,105 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 80,000 530,410 SB2 (2951) 97,833 402,662 111,650 136,130 United Way (3186) 2,304,069 575,875 59,290 - Total Expenditures 19,584,724 20,837,121 17,579,591 19,522,603 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 6,036,310 Fines & Forfeitures 151,752 136,328 145,000 155,000 Intergovernmental 14,805,467 11,582,876 3,725,170 3,087,900 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 12,138,520 * Schedule A - Other Revenue
110
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
111
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%
112
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
113
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
114
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
115
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 3.00 -
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 3.00 1.00
Permit Center Coordinator 1.00 1.00 -
Permit Services Technician 3.00 4.00 1.00
Plan Check Engineer 1.00 0.00 (1.00)
Plan Checker I 0.00 2.00 2.00
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 0.00 (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)
Supervising Plan Checker 0.00 1.00 1.00
Total Positions 76.00 80.00 4.00
116
Community Development Department
Organizational Chart
1.00 Management Analyst 1.00
Office Technician 1.00
A
dministrative 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 S
r Community Development Analyst 1.00 Business Navigator 1.00 Supervising Plan Checker 1.00 Associate Planner 2.00 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 Administrative Analyst I 1.00 Comm Dev Analyst - Limited Term 2.00 Assistant Planner 1.00 Plan Checker I 2.00 Administrative Aide 1.00 Administrative Aide 1.00 M
anagement 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 4.00
Permit Center Clerk 3.00
Regular Full -Time Equivalents (FTE): 80.00
Community Development Director
Asst Community Development Director 1.00Asst Community Development Director 117
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118
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:
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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 (IT)
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. 120
Finance Department
Department Budget Summary
Expected 2025-26 S ervice 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 Master P lan. (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 “.gov” to legitimize and enhance public trust in government as required by AB 1637 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)
2024-2 5 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.
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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.
2025-2 6 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)
122
Finance Department
Operating Funds Managed
• General Fund (1000)
• Measure E (1100)
• Measure G (1200)
• Redevelopment (8914)
• Successor Agency (8915)
123
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 - - -
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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
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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* 15
*New performance measure
127
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
128
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
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130
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. 131
Fire Department
Department Budget Summary
Expected 2025-26 Service 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. 132
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 code 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)
133
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 Key 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)
134
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)
• Adds 1.0 FTE Deputy Fire Marshal to increase capacity within the area of fire prevention in support of City Council Priorities. This action will increase the department’s ability to provide necessary code compliance, plan review, and facility inspections. (Ongoing costs:
$223,160)
Operating Funds Managed
• General Fund (1000)
• Measure E (1100)
• Measure G (1200)
135
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 1,838,495 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 32,839,517 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 27,631,658 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 32,839,517 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 29,989,975 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 32,839,517 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 1,445,160 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 2,204,160 * Schedule A - Other Revenue
136
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 - -
137
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
138
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%
139
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
140
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 -
Deputy Fire Marshal 0.00 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 104.00 105.00 1.00
141
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 Division Chief 1. 00 Fire Captain 8.00 Fire Captain 8.00 Fire Captain 8. 00 Deputy Fire Marshal 1.00 Administrative Fire Captain 0.50 Administrative Fire Captain 0.50 Fire Engineer 8.00 Fire Engineer 8.00 Fire Engineer 8.00 Fire Inspector II 3.00 Firefighter 4.00 Firefighter 3.00 Firefighter 11.00 Firefighter 11.00 Firefighter 11.00 Administrative Analyst I 1.00 Office Technician 1.00
Regular Full -Time Equivalents (FTE):
Deputy Fire Chief
Fire Chief
105.00
142
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.
143
Human Resources Department
Department Budget Summary
Expected 2025-26 S ervice 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)
144
Human Resources Department
• Developed Workplace Violence Prevention Plan. (Prior year goal)
2025
-26 Key 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)
145
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
146
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
147
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
148
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
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150
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.
151
Library and Community Services Department
Department Budget Summary
Expected 2025-26 S ervice 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)
152
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)
153
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)
154
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 1,263,000 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 15,588,217 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 10,356,420 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 15,588,217
155
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 9,277,120 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 15,588,217 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
156
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
157
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
N
umber of Recreation Newsletter signups 1,700 2,800 1,700 2,000
158
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
159
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
160
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
161
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
162
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
163
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%
164
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
165
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
166
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
167
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
Customer Experience Manager 0.00 1.00 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 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)
168
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 Customer Experience 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 1.00 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
169
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170
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). 171
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.
172
Non-Departmental
Budget Summary
2025-26 K ey 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: $500,000)
173
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 1,530,500 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 61,697,821 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 26,695,201 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 61,697,821
174
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 22,875,701 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 61,697,821 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
175
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
176
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.
177
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.
178
Police Department
Department Budget Summary
Expected 2025-26 S ervice 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)
2024-2 5 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 179
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. This position supports City Council priorities and therefore will be added as a permanent ongoing position in the City’s workforce plan. The cost in this year’s budget is $57,900. ( Ongoing costs: $115,800)
• 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. This position supports City Council priorities and therefore will be added as a permanent ongoing position in the City’s workforce plan. The cost in this year’s budget is $ 64,360. (Ongoing costs: $128,720)
• 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)
180
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 41,312,500 Grants 1,216,640 1,369,370 495,320 592,160
Investigations 5,763,825 6,239,218 6,630,590 6,881,390 Personnel & Training 1,586,226 1,608,003 1,787,460 2,422,010 Police Administration 2,619,168 2,655,858 2,220,330 2,639,700 Records 1,368,434 1,571,375 1,643,190 1,718,610 Special Operations 780,598 878,293 871,500 1,044,330 Support Services 3,513,234 3,457,619 4,233,360 4,661,320 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 67,237,230 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 55,160,070 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 67,237,230
181
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 47,199,860 Measure E (1100) 3,834,800 4,337,926 4,352,030 10,052,880 Measure G (1200) 6,198,560 6,111,375 6,675,470 7,178,990 Alcoholic Beverage Control (3110) 15,480 - - - Asset Forfeiture (2502) 5,043 67 30,000 30,000 BSCC-Board of St & Comm Correction (3282) - 539,117 350,620 409,000 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 67,237,230 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 1,327,160 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 - - Total Revenues 3,205,782 4,582,100 2,667,920 2,925,460 * Schedule A - Other Revenue
182
Police Department
Schedule A – Other Revenue
2022-23 2023-24 2024-25 2025-26
O
ther 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
183
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
184
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
185
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
186
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
187
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
188
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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190
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.
191
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.
192
Public Works Department
VEHICLE/EQUIPMENT MAINTENANCE
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.
193
Public Works Department
Department Budget Summary
Expected 2025-26 S ervice 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)
194
Public Works Department
• 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)
195
Public Works Department
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.
196
Public Works Department
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)
197
Public Works Department
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)
198
Public Works Department
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
199
Public Works Department
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
200
Public Works Department
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
201
Public Works Department
Performance Measures
Engineering
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
# and % eligible Construction Contracts
completed that met State Apprenticeship
requirements
- 5/ 100% 5/ 100% 5/ 100%
# and % eligible Construction Contracts
completed that met/exceeded Federal
DBE/MBE/WBE requirements
- 3/ 100% 3/ 100% 3/ 100%
Federal / State grants administered - 27 18 25
Construction Contracts Awarded (in dollars) - $7mil $7mil $7mil
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Private Development NPDES Stormwater Permit
Compliance* 96% 100% 98% 100%
Encroachment Permits Issued 711 750 640 750
Vendor Permits Issued 133 100 160 100
Total On-Time Permit Reviews** 62% 90% 56% 90%
Total On-Time Development Reviews*** 21% 95% 32% 95%
*(Projects Meeting Post Construction Requirements/Total Projects)
**(Building, Grading, FEMA, Encroachments)
***(Use Permits, Site Reviews, Map Checks)
202
Public Works Department
Development, Traffic & Transportation
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Transportation Permits Issued 120 - 250 150
Grant applications submitted/Funds Secured
($Million) 2/$17.9M - $8M $2M
Salinas Connect Requests Addressed/Submitted 163/164 330/330 330 300 Projects Completed (NEW) 4 - 6 4
New/Restriping lane lines (Miles) (NEW) 0/8.17 - 0/9.63 - Traffic Calming Project Analyzed/Implemented
(NEW) 42/1 - 42/2 -/4
Traffic Signal Controller Cabinet
Replaced/Repair/New (NEW) 3 - - 40
Traffic Signal Video Detection
Replaced/Repair/New (NEW) 9 - - -
APS Replaced/Repair/New (NEW) - - - -
203
Public Works Department
Sustainability
Performance Measure / Goal
FY
23-24
Actual
FY
24-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Track avoided costs and generation
from solar and energy retrofit projects
* 6,000 MWh generated from
PV
* $1M avoided energy cost
* 6,000 MWh generated from
PV
* $1M avoided energy cost
Seek Energy related opportunities
and partnerships
* Energy Services Contract
approved by City Council
allowing for the
implementation of solar
projects at Police Station
and El Gabilan Library, City
Hall Generator project
* Partnered with 3CE/Optony
to conduct a Plan Your Fleet
plan for EV fleet transition
and EV Charging
Infrastructure
* Complete solar projects at
PD Station and El Gabilan
Library
* Complete City Hall
Generator project
* Continue partnership with
3CE/Optony to complete
Plan Your Fleet plan for EV
fleet transition and EV
Charging Infrastructure
* Pursue opportunities for
funding EV Fleet and EV
Charging Infrastructure
* Pursue funding for public
facing EV Charging
Infrastructure
Increase City's responsibility and
effectiveness of the Solid Waste
program
* Worked with Republic
Services to reach
improvements to address
deficiencies outlined in their
performance review
* Oversight of Franchise
Agreement with Republic
Services to ensure
adherence to Agreement
requirements
* Roll out of new
carts/bins/roll-offs for
residential and commercial
generators
* Implement Recycling in
Parks program
Meet SB1383 Requirements
pertaining to Organics Recycling
* Rollout of SB1383
Organics Recycling through
partnerships with SVSWA
and Republic Services
* Partnered with SVSWA to
meet Recycled Organics
Waste Product procurement
targets
* Continue rollout of SB1383
Organics Recycling through
partnerships with SVSWA
and Republic Services,
begin enforcement
* Continue partnership with
SVSWA to meet Recycled
Organics Waste Product
procurement targets
Expend funds from the Beverage
Container Recycling City/County
Payment Program (CCPP)
* Utilized funds from
CalRecycle to purchase
water refill stations, recycling
in parks receptacles, media
ads
* Utilize funds from
CalRecycle to purchase
water refill stations, recycling
receptacles, media ads
Develop comprehensive plan to
significantly increase tree canopy
percentage within the City
* Urban Forestry
Management Plan adopted
by City Council
* Begin implementation of
Urban Forestry Management
Plan
204
Public Works Department
Geographic Information Systems
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Longest GIS Service Interruptions for the Year * <4 hrs <2 hrs <3 hrs <2 hrs Total Number of Salinas Source 2.0 page views 4,000 2M 4,294 5,000 Update Internal GIS Database 20 600 200 150
GIS Training Completion per year 3 3 18 8
Maintain Online Availability of GIS Services 99.95% 100.00% 96.00% 100.00% Projects Started 90 60 95 100
Projects Completed 76 45 70 75
Total sessions in Salinas Source 2.0, platform
engagement 4,000 6,000 4,200 4,500
*Longest GIS service interruptions recorded annually due to upgrades, maintenance, or system issues.
205
Public Works Department
Maintenance
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Square Feet of Graffiti Removed Annually 200,000 250,000 245,000 200,000 Reported Graffiti Sites Addressed 3,000 3,000 3,000 2,000 Square feet of buildings to maintain per
employee 300,000 400,000 325,000 375,000
Electrical and Plumbing Repairs Performed
Annually 900 950 875 1,000
Painting and Carpentry Maintenance Requests 825 1,000 800 1,000 Tons of Asphalt Applied Annually 10,842 10,000 4,270 775 Yards of Concrete Poured 395 400 553 600
Street Sign Installation/Repair/Replacement 650 1400 675 700 Work Alternative Crew Cleanup - Tons 89 130 130 150
Street Lights Repaired/Replaced 164 370 345 350
Number of signalized intersections to maintain 117 117 117 117
Environmental Compliance
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of businesses inspected 288 200> 230 250
206
Public Works Department
Urban Forestry
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 Street Trees $9.60 $14.52 $15.35 $15.35 Number of Tree Service Requests 10,000 13,000 13,500 13,500 Number of Storm and Emergency Call Outs 200 250 150 150 Number of Street Trees to maintain EService
Requests 4,000 3,100 4,000 4,000
207
Public Works Department
NPDES Stormwater
Performance Measure / Goal
FY
2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Compliance with NPDES
Stormwater Permit 100% 90% 100%
Offer stormwater training and
community workshops to
increase stormwater awareness
CWS website
maintained up to
date; greater
access by the
community.
Conduct two
outreach events for
the "Green City"
Master Plan.
CWS website
maintained and
updated for street
sweeping No
Parking campaign.
New users were up
57%, 70% new
users from mobile
devices. No
outreach events on
Green City Master
plan as it is not
complete.
Green City Master
Plan adopted by
City Council and
used by the City.
Two outreach
events on final
plan.
Develop a stormwater
utility/funding source
Continued outreach
regarding the
condition of gray
and green
infrastructure in the
City.
Continued outreach
regarding the
condition of gray
and green
infrastructure in the
City.
Update stormwater
utility feasibility plan
for potential SW
utility.
Reduction in litter throughout the
City (running total)
60% treated; 25%
in progress
63% treated; 25%
in progress
75% treated; 20%
in progress; trash
capture unit
installed in City
Green streets/P3 projects
implemented in the City
Two or more grant
applications
prepared and
submitted for green
infrastructure
projects.
Grant applications
submitted for
NOAA Climate
Resiliency and
Urban Greening
grants.
Two or more grant
applications
prepared and
submitted for green
infrastructure or
trash capture
projects.
Pilot projects in place to
increase curb miles swept;
street sweeping "No Parking"
signage program in place
New street
sweeping routes
developed; No
Parking signage of
two routes in place.
New sweeping
routes developed;
signage on two
routes scheduled
for mid-2025.
Two new high
priority street
sweeping routes
signed.
Asset Management Program in
place for SW assets
Asset Management
Program in place
with Work Order
system built into it.
Work Order system
communicates with
Asset Mgt for
update of asset
maintenance.
Asset Improvement
Plan submitted to
CCWB. Asset
Management
program in place;
work order system
under development.
Work Order system
in place to talk to
Asset Mgt program.
LT Retrofit Plan
complete.
208
Public Works Department
NPDES Storm Drain
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Storm Drains Inspected and Cleaned
as needed 1,308 1,100 1,200 1,100
Number of Storm Drain Stencils Installed with
"No Dumping Flows to Bay" Logo 112 <10 50 <10
Number of Commercial/Industrial Businesses
Inspected 288 200> 230 250
Dry Weather Monitoring Inspections 157 157 157 157
NPDES Street Sweeping
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Number of Curb Miles Swept Monthly 16,686 16,000 16,686 16,500 Cubic Yard of Debris Removed Annually 8,250 6,000 8,250 9,000
Industrial Waste
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Millions of Gallons of Industrial Process Water
Receiving Treatment & Disposal 914 800 900 800
209
Public Works Department
Sanitary Sewer
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Miles of Pipeline Cleaned 129 125 125 125
Number of Sanitary Sewer Overflows 5 <5 <5 <5
Linear Feet of Pipeline Televised (CCTV) 139,589 100,000 30,000 50,000 (FOG) Fats Oils and Grease Inspections 65 100 85 100
Preferential Parking
Performance Measure/Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Permit Sales $19,055 $20,878 $20,664 $25,000
District Expenses (NEW) $7,144
Parking Enforcement
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Citations Written 16,671 20,000 15,000 16,000
Annual Cost $954,367 $1,300,000 $800,000 $900,000
Revenue $904,820 $1,400,000 $850,000 $950,000
210
Public Works Department
Vehicle/Equipment Maintenance
Performance Measure / Goal FY 2023-24
Actual
FY 2024-25
Goal
FY 2024-25
Projected
FY 2025-26
Goal
Overall Fleet >500 Vehicles - Number of vehicles
to maintain per employee 53 53 59 59
Preventive Maintenance Inspections on Police
Vehicles 996 950 1,035 1,000
Preventive Maintenance Inspections on Fleet
Vehicles 685 800 908 900
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Public Works Department
Department Position Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
Administrative Secretary 2.00 1.00 (1.00)
Airport Maintenance Worker 3.00 0.00 (3.00)
Airport Manager 1.00 0.00 (1.00)
Airport Operations Supervisor 1.00 0.00 (1.00)
Assistant Engineer 6.00 7.00 1.00
Asst PW Director / City Engineer 1.00 1.00 - Associate Engineer 1.00 1.00 -
Construction Inspector 3.00 3.00 -
Deputy City Engineer 1.00 0.00 (1.00)
Division Manager 0.00 2.00 2.00
Emergency Vehicle Upfitter 1.00 1.00 -
Engineering Aide I 3.00 3.00 -
Engineering Aide II 1.00 1.00 -
Env Compliance Insp I 1.00 1.00 -
Env Compliance Insp II 1.00 1.00 -
Equipment Mechanic Crew Sup 1.00 1.00 -
Equipment Mechanic I 3.00 3.00 -
Equipment Mechanic II 3.00 3.00 -
Facilities Maintenance Manager 1.00 1.00 - Facility Maintenance Mechanic 3.00 3.00 - Fleet Maintenance Manager 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 -
Inmate Crew Coordinator 1.00 1.00 -
Inventory Technician 1.00 1.00 -
Junior Engineer 6.00 6.00 -
Maintenance Manager 1.00 1.00 -
Management Analyst 1.00 1.00 -
NPDES Permit Manager 1.00 1.00 -
Office Technician 3.00 2.50 (0.50)
212
Public Works Department
Department Position Detail
Position
FY 2024-25
Adopted
FY 2025-26
Proposed Change
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 Service Maint Crew Sup 2.00 2.00 - Public Works 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 Coord 1.00 1.00 -
Senior Civil Engineer 2.00 2.00 -
Sr Construction Inspector 1.00 1.00 -
Sr Equipment Mechanic 1.00 1.00 -
Sr Facility Maint Mechanic 1.00 1.00 -
Sr Pump Maintenance Mechanic 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 Maintenance Manager 1.00 1.00 -
Supt of Maintenance Services 1.00 1.00 -
Sustainability Analyst 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 -
Wastewater Crew Supervisor 2.00 2.00 -
Wastewater Manager 1.00 1.00 -
Wastewater Operator 2.00 1.00 (1.00)
Wastewater Operator-In-Train 0.00 1.00 1.00
Total Positions 123.00 117.50 (5.50)
213
Public Works Department
Organizational Chart
Public Works Director 1.00
GIS Administrator 1.00 Public Works Admin Supervisor 1.00 GIS Analyst III 1.00 Public Work Compliance Officer I 1.00 GIS Analyst I 1.00 Administrativ e Secretary 1.00
GIS Technician II 1.00 Public Works Assistant 1.00
Office Technician 0.50
1.00 Supt of Maintenance Services 1.00
NPDES Permit Manager 1.00 Senior Civil Engineer 1.00 Division Manager 1.00 Public Works Admin Supervisor 1.00 Stormwater Analyst 1.00 Management Analyst 1.00 Assistant Engineer 2.00 Office Technician 1.00 Stormwater Compliance Inspector 1.00 Assistant Engineer 4.00 Engineering Aide II 1.00 Junior Engineer 2.00 Junior Engineer 1.00
Engineering Aide I 2.00 Wastewater Manage
r 1.00 Maintenance Manager 1.00 Street Maintenance Manager 1.00 Senior Civil Engineer 1.00 Sr Construction Inspector 1.00 Wastewater Crew Sup 1.00 Urban Forestry Crew Sup 1.00 P.S. Maint Crew Supervisor 2.00 Sustainability Analyst 1.00 Construction Inspector 2.00 Associate Engineer 1.00 Sr Urban Forestry Worker 1.00 Inmate Crew Coordinator 1.00 Junior Engineer 1.00 Sr Pump Maintenance Mechanic 1.00 Urban Forestry Worker II 4.00 Pub Works Resource Coordinator 1.00 Division Manager 1.00 Env Compliance Insp II 1.00 Urban Forestry Worker I 2.00 Public Service Maint Worker IV 3.00 Assistant Engineer 1.00 Env Compliance Insp I 1.00 Public Service Maint Worker III 4.00 Junior Engineer 2.00 Public Service Maint Worker IV 2.00 Public Service Maint Worker II 11.00 Construction Inspector 1.00 Public Service Maint Worker III 4.00 Wastewater Crew Sup 1.00 Public Service Maint Worker I 1.00 Engineering Aide I 1.00 Public Service Maint Worker II 2.00 Senior Wastewater Operator 1.00 Public Service Maint Worker I 1.00 Public Service Maint Worker II 4.00 Wastewater Operator 1.00 Fleet Maintenance Manager 1.00 Wastewater Operator-In-Training 1.00 Equipment Mechanic Crew Sup 1.00 Senior Equipment Mechanic 1.00
Equipment Mechanic II 3.00
Facilities Maintenance Manager 1.00 Equipment Mechanic I 3.00 Sr Facility Maintenance Mec hanic 1.00 Emergency Vehicle Upfitter 1.00 Facility Maintenance Mechanic 3.00 Inventory Technician 1.00 Graffiti Abatement Worker 1.00 Office Technician 1.00
Regular Full -Time Equivalents (FTE): 117.50
Assistant Public Works Director / City Engineer
214
Budget Resolution
RESOLUTION NO. (N.C.S.)
RESOLUTION NO. (S.A.)
A RESOLUTION ADOPTING THE FISCAL YEAR 2025-26
ANNUAL OPERATING AND CAPITAL BUDGETS
WHEREAS, Section 2-02.03 of the Salinas Municipal Code requires the City Manager to advise the City Council on the city’s budgets, finances, and fiscal condition; and
WHEREAS, the City Manager submitted to the City Council a Proposed Capital Improvement Program for Fiscal Years 2025/26 - 2030/31 on May 22, 2025; and
WHEREAS, the City Manager submitted to the City Council a Proposed Operating Budget for Fiscal Year 2025-26 on May 22, 2025; and
WHEREAS, the City Council conducted a noticed public hearing on the Proposed Operating Budget and Capital Improvement Program on May 27, 2025; and
WHEREAS, on June 17, 2025, City Council considered and reviewed the Proposed Operating Budget for Fiscal Year 2025-26 and Proposed Capital Improvement Program for Fiscal Years 2025/26 - 2030/31 making final determinations.
WHEREAS, the City’s workforce is established by position and classification at 660.5 full time equivalent positions for FY 2025- 26. The City Manager, subject to compliance with all applicable Municipal Code and Personnel Rules, may revise the workforce provided that the total number of full-time, regular staff does not exceed the total number of authorized positions on the Citywide workforce approved by City Council. In addition, the revisions approved by the City Manager cannot result in an increase of budget appropriation.
WHEREAS, the City Manager is authorized to increase appropriations for FY 2025- 26 expenditures in an amount not to exceed the amount of funds encumbered, but not yet expended, from FY 2024-25.
NOW, THEREFORE, BE IT RESOLVED that the City Council hereby adopts as the Operating Budget for the City of Salinas for Fiscal Year 2025-26 as represented in the Operating Budget document including the first year (FY 2025- 26) of the Capital Improvement Program as contained in the City’s Fiscal Years 2025/26- 2030/31 Capital Improvement Program document ; and the Reserve/CIP Budget Adjustments are included and identified as follows:
215
Budget Resolution
PASSED AND ADOPTED this 17th day of June 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
ATTEST:
CIP /
Res erve Project Name
CIP /
Fund
Balance Project Name Funding Source
"Up To"
Amount
9102 PCs & Networking 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 4,856.25 9146 Financial & HR Mgmt ERP System 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 32,088.17 9021 Housing Production Fund 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 14,706.34 9305 Rental Registry & Impl Prg 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 55,672.00 9341 City/County Downtown Prk Facility 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 278,318.55
38.0196 OPEB Reserv e 1000 Fund Balance - FY 2025-26 budget 1000 - General Fund 1,000,000.00 9166 New El Gablilan Library 9716 Steinbeck Library Upgrades 1100 - Measure E 72,283.00 9244 New Police Facility 1200 Fund Balance - FY 2025-26 budget 1200 - Measure G 931,722.00 9904 New Police Facility (Constr) 1200 Fund Balance - FY 2025-26 budget 1200 - Measure G 200,458.84 9270 Parks Vehicle Replacement 1200 Fund Balance - FY 2025-26 budget 1200 - Measure G 34,829.80 9045 CDD Vehicle Replacement 1200 Fund Balance - FY 2025-26 budget 1200 - Measure G 23,995.28 9042 Farmworker Housing Study 1200 Fund Balance - FY 2025-26 budget 1200 - Measure G 39,498.98 9154 Terminal Landside Storefront 9023 Airport Security & Access Control 6100 - Airport 123,200.00 9010 CCTY Inspections 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 619,366.04 9011 LaGuardia Lift Station 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 17,594.53 9221 Sanitary Sewer Lines Evaluation 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 207,203.88 9274 Wastewater Equipment 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 40,786.56 9283 Sanitary Sewer Mgmt System 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 106,184.37 9348 WDR-Grease Traps Inspection 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 145,833.87 9742 Sewer Pipe & Manhole Repairs 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 290,911.40 9962 Sanitary Sewer GIS Mapping 6400 Fund Balance - FY 2025-26 budget 6400 - Sewer 127,800.69 From To
216
Appropriations Limit
RESOLUTION NO. (N.C.S.)
A RESOLUTION SETTING THE APPROPRIATIONS LIMIT FOR
THE CITY OF SALINAS FOR FISCAL YEAR 2025-26
WHEREAS, Article XIII B of the California Constitution was amended by the passage of Proposition 111 at the June 5, 1990, Primary Election; and,
WHEREAS, each City must now select its change in the cost-of-living annually by a recorded vote of the City Council; and,
WHEREAS, each City must now select its change in population annually by a recorded vote of the City Council;
NOW THEREFORE, BE IT RESOLVED by the Council of the City of Salinas that the Appropriations Limit for the City shall be changed based on:
1. The population within the County limits, and
2. The change in California cost of living.
BE IT FURTHER RESOLVED that the Appropriations Limit for the City of Salinas for Fiscal Year 2025-26 is hereby adopted at $345,864,920 pursuant to Article XIII B of the California Constitution as amended by Proposition 111. The portion of the City’s budget that is subject to the appropriation limit (the proceeds of taxes) totals $171, 566,400 and is well within the appropriations limit.
PASSED AND ADOPTED this 17
th day of June 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
APPROVED:
ATTEST:
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218
Policies and Glossary
Policies and Practicies
The City of Salinas budget and financial policies are subject to California State law, generally accepted accounting principles (GAAP), and actions of the City Council. The standards set by these authorities establish budget calendar dates, provide for budget control, describe the budget amendment process after budget adoption, and identify appropriate methods for budgeting, accounting, and financial reporting. The City’s resources and appropriations policies are extensions of the laws established by the State of California through the City Council and follow GAAP for local governments as well as budgeting practices. Budget practices and policies are reviewed to ensure that current financial practices are in place. Areas for future policy development and updates may include post-retirement benefits, and a periodic review and update of the City’s existing reserve policies.
Budget Practices
Budget Process
The budget process enables the City Council to make resource allocation decisions, including choices about staffing, technology, equipment, and priorities to be addressed in the coming fiscal year. The City’s Annual Operating Budget is adopted by the City Council by July 1 each year.
Although the City Council first reviews the budget in May, the City Manager’s Office, the Finance Department, and other departments begin to prepare it at least six months before that. Throughout the year, staff provides revenue projections and updates on the City’s financial performance and continues to assess City needs. In producing the budget, the Budget Team receives input from the public, City Council, and staff.
At the mid-year budget review that typically takes place in March, the Finance Director provides an update to the City Council on the current year’s budget and a preliminary General Fund forecast, and outlines policy issues facing the City. The City Council provides feedback and direction regarding proposed priorities for the future programming of General Fund resources.
With this direction and the Finance Department’s revenue projections, each department prepares a proposed budget. The Budget Team works closely with department managers to ensure that budgets reflect the City Council’s and the community’s priorities, interests, and goals.
Several weeks before the budget is adopted, the Finance Director presents the proposed budget for the coming year to the City Council, along with information on current year accomplishments and future year goals. Copies of the proposed budget document are available to the public at public hearings, and they are also available in the City Clerk’s Office and on the City’s website.
The Finance Director presents the budget to the City Council in an online public forum. Included in the Finance Director’s presentation are a discussion of the economic environment, an update on the City’s financial position and General Fund forecast, and a review of department activities.
After reviewing the proposed budget and receiving public comment at public hearings, the City Council may direct staff to revise the proposed budget. On or before June 30, the City Council 219
Policies and Glossary
votes to adopt the budget, including any revisions to the proposed budget. At any time after the adoption of the budget, the City Council may amend or supplement the budget.
Upon final adoption by the City Council, the budget becomes the legal authorization for the various departments to expend resources, subject to conditions established by the City Manager and City Council. Through a resolution adopted by the City Council, the City Manager is authorized to transfer appropriations as needed from any account in the budget to any other accounts within the same fund to meet overall budget requirements. This resolution further authorizes the City Manager to transfer funds designated as “Transfers” in appropriate increments and intervals. City Within the budget document, Council also adopts several financial and budgetary policies which address reserves, debt, and spending authorizations, and which help guide long-term planning.
220
Policies and Glossary
Budget Calendar
221
Policies and Glossary
Public Participation
Public participation in the budget planning process is encouraged and can be done various ways, such as participating in Council-appointed boards and commissions, providing feedback through a community budget survey, attending the community budget bilingual meeting, during budget presentations and public hearings, or meeting with City staff. Presentations to review the City’s budget and discuss relevant policy issues are held at regular City Council meetings.
Public hearings for the budget typically occur in early June. The public has the opportunity to speak about budget issues at these hearings and at any City Council meeting during the year. All Council meetings are accessible in person and streamed over the internet.
The City Council will hear a preliminary presentation of the City Manager’s Proposed Budget at a public meeting on May 6, 2025 (Finance Committee), and the complete budget document is typically made available a week before the Budget Study Session which takes place during a regular or special Council meeting. The Public hearing will be held on June 17, 2025.
Basis of Budgeting
The City uses a multi- year financial forecast model to ensure that current budget decisions consider future financial implications. The basis for the multi-year forecast projections is current year estimated revenues and expenditures.
Revenues: The City receives revenues from a variety of sources. Property tax and sales tax comprise approximately 72% of the General Fund. The City receives the balance of its revenues from local taxes, fees, charges for services, and transfers from other funds for General Fund services. Revenue projections for the coming budget year are based on the estimated actual revenue projected for the current year, historical trends, and anticipated changes in economic activity.
The City has adopted a practice of dedicating one- time revenues to fund a variety of one -time projects. Increases in the General Fund associated with one-time revenues are not programmed for ongoing operations in the multi -year forecast. This ensures that future revenues and expenditures are reasonably projected. The City will take all cost -effective actions available to collect revenues.
Fees and Charges: The City charges for services at rates that, where possible, match the cost
of providing services whether direct and indirect . Some examples of charge for services include parking programs, cannabis monitoring, planning, airport, fire inspections, police records, library services, recreation programs, permit services, certain code enforcement fines.
Fees and Charges for Enterprise Funds: The City will set user fees and rates for each enterprise fund (e.g. airport, golf courses, landfill, industrial waste), at a level which fully supports the total direct, indirect, and capital costs of the activity.
Expenditures: The City budgets at the governmental fund level, and funds are grouped for budget presentation. Major fund groups include the General Fund, Internal Service funds, Special Revenue funds, and Capital funds.
222
Policies and Glossary
While all funds budgeted are included in the operating budget, this document focuses on the General Fund, which contains the majority of the City’s discretionary resources for basic services such as police, fire, finance, human resources, and maintenance. Departmental base budgets for a given budget year are determined by the following process:
Starting with the adopted budget for the prior year,
1. Reduce the adopted prior year budget for any one- time appropriations the department received;
2. Adjust the budget by percentage factors for cost changes associated with negotiated bargaining unit agreements and inflation; and
3. Implement any necessary service changes determined by the City Manager.
City funds are budgeted on the modified accrual basis of accounting. This method recognizes revenues when they become measurable and available to finance expenditures of the period.
Expenditures are recorded when the related fund liability is incurred, with the exception of principal and interest on long-term debt, which are recorded when due.
The Basis of Budgetary Accounting
The basis of budgetary accounting that follows describes how the City presents the estimated revenues, budgeted expenditures and expenses, and capital asset purchases in this budget. This description is intended to help the reader understand the differences and similarities in the budget presentation of such financial elements compared to how they are presented in other City publications, such as the City’s CIP or its Annual Comprehensive Financial Report (ACFR).
The City uses a “fixed budget” presentation which establishes a spending cap at the fund level, with departmental budgetary guidelines. Department budgets cannot be exceeded without special authorization. The operating budget for the 2025 -26 fiscal year is scheduled to be adopted on June 17, 2025.
The budget is generally prepared on the same basis of accounting used by the City in its ACFR.
Definitions for several of the following terms may be found in the Glossary. This terminology comes from the accounting standards used for governments which are established by the Governmental Accounting Standards Board (GASB). These standards constitute generally accepted accounting principles (GAAP) for local governments.
Although legally separate entities from the City and the Salinas Public Financing Authority (PFA) are component units of the City under GAAP . These entities are considered component units because of the degree of control exercised by the City (the City Council and City staff serve as the governing boards and staff, respectively, for these entities) and their financial dependence on the City. The payment obligations of the PFA are budgeted as debt service expenditures in the General Fund and other respective funds.
223
Policies and Glossary
In the Required Supplementary Information section of the ACFR, the City compares actual revenues and expenditures for the accounting period to both the originally adopted budget and the final budget (the adopted budget with any mid-year adjustments) for estimated revenues and expenditure appropriations. A copy of the City’s ACFR for the fiscal year ended June 30, 2024, may be obtained on the City’s website at www.cityofsalinas.org , or by contacting the City’s Finance Department. The ACFR for the fiscal year ending June 30, 2025, will be available no later than December 31, 2025.
Expenditures are budgeted in governmental funds on the modified accrual basis of accounting, and ex
penses are budgeted in proprietary funds on the full accrual basis of accounting. The primary difference between the two bases of accounting is that “expendi tures” emphasize the reporting of financial resource outflows (cash and cash-like resources) in the period in which they are disbursed, while “expenses” emphasize the matching of the obligation to disburse economic resources (cash and all other assets causing a change in fund net assets) to the period in which the obligation was incurred by the City.
Capital asset acquisitions are shown somewhat differently in the budget than in the ACFR. Capital assets are used in the City’s operations, have an estimated useful life of five years or more, and cost $10,000 or more. These long-lived assets include land and buildings and their improvements, vehicles, machinery and equipment, and streets and sidewalks. The City’s planned capital asset purchases are shown in two places in the budget: (1) in the departmental capital outlay for capital assets to be purchased from annual operating appropriations during the budgeted fiscal year, and (2) in the Capital Budget Summary (CIP) for capital assets to be acquired over several years or which involve specific financing plans. In the ACFR fund financial statements, all capital asset acquisitions are reported in the governmental funds acquiring them as “Capital Outlay” on their operating statements, and in the proprietary funds the acquiring funds report their acquisition as uses of cash on their statements of cash flow (the assets are also capitalized on their balance sheets).
Operating/Capital Expenditure Accountability
The annual budget sets appropriations by fund or with further allocation by department or program. At the fund level, expenditures may not legally exceed appropriations. The City Manager is authorized to transfer budgeted amounts between departments or programs within any fund.
The City Council may adopt supplemental appropriations during the year.
The City maintains a multi-year forecasting model for operating revenues and expenditures and also produces a six-year capital plan. The multi-year forecast is regularly updated to reflect current revenue and expenditure assumptions and is presented to the City Council at mid-year. The City’s six-year capital plan is updated every year.
224
Policies and Glossary
Reserves
Reserves accumulated during years when revenues exceed expenditures allow the City to more gradually adjust spending in response to economic downturns. The General Fund maintains two reserves: the Contingency Reserve and the Budget Uncertainty Reserve. The City also maintains reserves for fee -based internal service operations and certain other special revenue funds, including the following:
• General Fund Contingency Reserve (formerly Economic Contingency Reserve) • Infrastructure Reserve
• Facilities Maintenance Reserve
• O ther Post Employment Benefits (OPEB) Reserve
• Airport Enterprise Reserve
• Permit Services Enterprise Reserve
Contingency Reserve
The General Fund Contingency Reserve is intended to mitigate the effects of unanticipated situations such as natural disasters and severe, unforeseen events as well as serving as back-up liquidity to the Risk Management Fund if this need were to arise. General Fund Contingency Reserve funds are also available to provide a source of working capital for new programs or undertakings that have the potential for receiving significant funding from outside sources, and organizational retooling, process improvement, and strategic entrepreneurial opportunities.
The General Fund Contingency Reserve will be funded each year at 12.0% of budgeted expenditures and transfers out. Any such uses are to be repaid to the Reserves over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
All uses of the General Fund Contingency Reserve must be approved by City Council and only if a two-thirds (2/3) vote is received. For greater clarity, a two-thirds (2/3) vote is five (5) for a Council of 7 members. Any such uses are to be repaid to the General Fund Contingency Reserve over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
Infrastructure Reserve
Infrastructure Reserve is intended to be used for Capital Improvement Program (CIP) projects to ensure continuous development and improvements across the City. Any such uses are to be repaid to the Reserves over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years. The three-year repayment may be suspended, in whole or part, if financial or economic circumstances are determined by the City Manager to prevent meeting this timeline.
All uses of the Infrastructure Reserve must be approved by City Council and only if a two -thirds (2/3) vote is received. For greater clarity, a two- thirds (2/3) vote is five (5) for a Council of 7 members. Any such uses are to be repaid to the Infrastructure Reserve over a period to be 225
Policies and Glossary
determined by the City Council at the time of approval, with a target repayment period of no more than three years.
Facilities Maintenance Reserve
Facilities Maintenance Reserve is intended to be used to prepare for and fund necessary maintenance expenses for physical facilities. It helps the City manage unexpected repair costs by accumulating funds that can be used when maintenance is required. This Reserve is crucial for ensuring operational efficiency and financial health, as it allows for planned maintenance and minimizes disruptions to operations. Any such uses are to be repaid to the Reserves over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years. The three-year repayment may be suspended, in whole or part, if financial or economic circumstances are determined by the City Manager to prevent meeting this timeline.
All uses of the Facilities Maintenance Reserve must be approved by City Council and only if a two-thirds (2/3) vote is received. For greater clarity, a two-thirds (2/3) vote is five (5) for a Council of 7 members. Any such uses are to be repaid to the Facilities Maintenance Reserve over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
Other Post Employment Benefits (OPEB) Reserve
Post-employment benefits are those benefits other than pension benefits, including post - employment. City Council approved the establishment of a Section 115 trust to provide for funding of pension, retiree health, and other post-employment benefits for the City’s eligible retirees. The 115 Trust acts as an additional investment vehicle for the overall funding of pension liabilities associated with the City’s Miscellaneous and Safety Pension Plans. This plan is intended to help the City manage retirement benefit costs effectively by setting aside funds specifically for these obligations. The 115 Trust allows the funds to be taken out at any time to reimburse the City for pension costs, which makes the trust very liquid if the City needed the funds in an emergency.
They operate under the Internal Revenue Code and are typically established to ensure that funds are available to meet future benefit payments.
All uses of the OPEB Reserve must be approved by City Council and only if a two- thirds (2/3) vote is received. For greater clarity, a two-thirds (2/3) vote is five (5) for a Council of 7 members.
Any such uses are to be repaid to the OPEB Reserve over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
Airport Enterprise Reserve
The Airport Enterprise will maintain an Operating Reserve equal to 25% of its operating expenditures. In addition, this fund should only be designated for unbudgeted, unplanned and unforeseen capital improvement and operating program enhancements.
Any such uses are to be repaid to the Airport Enterprise over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
226
Policies and Glossary
Permit Services Enterprise Reserve
The Permit Services Enterprise will maintain an Operating Reserve equal to 25% of its operating expenditures. In addition, this fund should only be designated for unbudgeted, unplanned and unforeseen capital improvement and operating program enhancements.
Any such uses are to be repaid to Permit Services Enterprise over a period to be determined by the City Council at the time of approval, with a target repayment period of no more than three years.
Administrative Fee Policies
An administrative fee for the provision of administration and/or policy direction is charged by the City to the following activities:
1. Successor Agency
2. E nterprise Operations
3. M aintenance Districts
4. Grant Programs
5. Capital Improvement Program
6. Billings for City Services
7. Other funds as determined appropriate by the Finance Department For capital projects, the administrative fee charged based on the actual expenditure of the various activities but does not exceed $50,000 annually per project.
For operating funds, the fee is expressed as a percentage and is reviewed and adjusted as appropriate, on an annual basis.
It will be recorded twice a year (Approximately in December and June) or during the closeout of each completed Capital Improvement Project.
Debt Management
This Debt Management Policy (the “Debt Policy”) of the City of Salinas (the “City”) is intended to comply with Government Code Section 8855(i), effective on January 1, 2017, and shall govern all debt issuances undertaken by the City.
In addition to this Debt Policy, the City has separately adopted Local Goals and Policies for Special Assessment and Mello-Roos Community Facilities District Financing, Disclosure Policies and Procedures, and an Interfund Loans Policy.
The Debt Policy may be amended by the City Council as it deems appropriate from time to time in the prudent management of the City’s debt. Any approval by the City Council of a debt issuance that is not consistent with this Debt Policy shall constitute a waiver of this Debt Policy.
The City recognizes that a fiscally prudent debt management policy is required to:
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Policies and Glossary
• Maintain the City’s sound financial position;
• Ensure the City has the flexibility to respond to changes in future service priorities, revenue levels, and operating expenses;
• Protect the City’s credit-worthiness;
• Ensure that all debt is structured to protect both current and future taxpayers, ratepayers and constituents of the City; and
• Ensure that the City’s debt is consistent with the City’s planning goals and objectives and capital improvement program or budget, as applicable.
I. Purposes for Which Debt May Be Issued
A. Long-Term Debt. Long -term debt may be issued to finance the construction, acquisition, and rehabilitation of capital improvements and facilities, equipment and land, to be owned and operated by the City.
1. Long-term debt financings are appropriate when any of the following conditions exist:
• The project is included in the City’s five- year capital improvement program (CIP) and is in conformance with the City’s General Plan. • The project to be financed, if not included in the CIP, is necessary to provide essential services or is mandated by state or federal requirements.
• The project to be financed will provide benefit to the community over a period equal to or exceeding the term of the financing. • Total debt does not constitute an unreasonable burden to the City and its taxpayers and ratepayers.
• The debt is used to refinance outstanding debt to produce debt service savings or to realize the benefits of a debt restructuring.
2. Long-term debt financings will not be considered appropriate for current operating and routine maintenance expenses.
3. The City may use long-term debt financings subject to the following conditions:
• The project to be financed must be approved by City Council. • The weighted average maturity of the debt (or the portion of the debt allocated to the project) will not exceed the average useful life of the project to be financed by more than 20%.
• The City estimates that sufficient revenues will be available to service debt through its maturity.
• The City determines that the issuance of debt will comply with applicable state and federal law.
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B. Short-term debt. Short-term debt may be issued for the following purposes:
1. To fund cash flow deficits in a fiscal year arising from a timing mismatch between revenues and expenditures.
2. To provide interim financing in anticipation of long-term debt issuance, property sale proceeds, grants, or other sources of funding to retire the short-term debt.
3. To finance the acquisition of shorter-lived capital assets such as fire apparatus or solar panel arrays.
C. Pooled Financings. Pooled financings with other government agencies will be considered, as appropriate.
D. Financings on Behalf of Other Entities. The City may find it beneficial to issue debt on behalf of other governmental agencies or private third parties to further the public purposes of the City. In such cases, the City shall take reasonable steps to confirm the financial feasibility of the project to be financed and the financial solvency of any borrower and that the issuance of such debt is consistent with this Debt Policy.
II. Types of Debt
For purposes of this Debt Policy, “debt” shall be interpreted broadly to mean bonds, notes, certificates of participation, financing leases, or other financing obligations, but the use of such term in this Debt Policy shall be solely for convenience and shall not be interpreted to characterize any such obligation as an indebtedness or debt within the meaning of any statutory or constitutional debt limitation where the substance and terms of the obligation comport with exceptions thereto.
The following types of debt are allowable under this Debt Policy:
General Obligation Bonds – Bonds secured by a promise to levy ad valorem property taxes in an unlimited amount as necessary to pay annual debt service. General obligation bonds must be approved by a two-thirds vote of the qualified electors, and the bonds may only be used to finance the acquisition or improvement of real property. Because they are secured by the property tax levy, general obligation bonds are considered by investors to have the highest credit quality and consequently bear the lowest interest rates.
Revenue Bonds – Bonds may be secured by revenues generated by the facility that is financed, dedicated user fees, or another source of dedicated revenues such as a voter - approved additional sales (transactions) tax. Voter approval may not be required if debt service is paid solely from a special fund consisting of enterprise or other legally-restricted revenues.
Lease Revenue Bonds, Certificates of Participation, and Lease- Purchase Transactions –The City enters into a tax-exempt lease with a nonprofit corporation, joint powers authority, leasing company, bank, or other lessor. The lessor acquires the leased 229
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asset (which could include real property or equipment), either by purchasing it from a third party or by leasing it from the City. If applicable, the lessor, with the assistance of the City, undertakes the acquisition and/or construction of the financed project and leases the leased asset back to the public agency pursuant to a financing lease. The lessor’s rights to receive payments under the financing lease are sold to investors and the proceeds of the sale are used to pay the costs of acquiring and/or constructing the financed asset. The lease financing structure may be used to finance the cost of acquiring land and equipment and constructing improvements, and the leased asset does not have to be the asset being acquired or constructed. Lease financing does not require voter approval, but generally bears a higher interest rate than general obligation debt due to a perceived higher risk of default.
Special Assessment Bonds or Special Tax (Mello- Roos) Bonds – The City may establish special assessment districts or community facilities districts to finance acquisition or construction of real or personal property. A two-thirds majority vote of property owners or residents within a community facilities district is required to approve a special tax and to issue bonds. A majority vote of property owners in a special assessment district (weighted based on proportional benefit from the financed project) is required to approve an assessment. In the case of a special assessment district the assessment amount is proportional to the benefit attributable to the property owner. In a community facilities district the special tax is levied pursuant to a rate and method of apportionment that defines the special tax formula for each property type. In the event of a default by a property owner in the payment of its assessment or special tax, the lien of the assessment or special tax has the same priority as property taxes. Bondholders rely on the special taxes/assessments and, typically, a commitment by the City to foreclose on delinquent properties to collect delinquent special taxes/assessments, and have no recourse to the City’s General Fund.
Tax and Revenue Anticipation Notes (TRANs) – TRANs are issued to fund cash flow deficits in a fiscal year arising from a timing mismatch between revenues and expenditures. Typically, TRANs would be issued at the beginning of the fiscal year with repayment coming from any funds received during that fiscal year. TRANs can mature in either the same fiscal year as issued or in the following fiscal year.
Bond or Grant Anticipation Notes (BANs/GANs) – Notes are issued to provide temporary financing, to be repaid by long-term financing or grant proceeds.
The City may from time to time find that other forms of debt would be beneficial to further its public purposes and may approve such debt without an amendment of this Debt Policy
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III. Relationship of Debt to the City’s Capital Improvement Program and Budget
The City is committed to long- term capital planning. The project priority process used in developing the city’s five- year capital improvement program (CIP), including criteria for evaluating projects and project viability, is reviewed by the City Council as part of the biennial update of the CIP.
The City intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the City’s capital budget and the CIP.
The City shall integrate its debt issuances with the goals of its CIP by timing the issuance of debt to ensure that facilities and equipment are available when needed in furtherance of the City’s public purposes.
The City shall strive to fund the upkeep and maintenance of its infrastructure and facilities due to normal wear and tear through the expenditure of available operating revenues and
IV. Policy Goals Related to Planning Goals and Objectives
The City is committed to long- term financial planning, maintaining appropriate reserve levels and employing prudent practices in governance, management and budget administration. The City intends to issue debt for the purposes stated in this Debt Policy and to implement policy decisions incorporated in the City’s annual operating budget and CIP .
It is a policy goal of the City to protect taxpayers, ratepayers and constituents by utilizing conservative financing methods and techniques so as to obtain the highest practical credit ratings (if applicable) and the lowest practical borrowing costs.
The City will maintain open communications with rating agencies, investors, and other market participants to enhance the market value of the City’s outstanding debt and minimize borrowing costs.
The City will comply with applicable state and federal law as it pertains to the maximum term of debt and the procedures for levying and imposing any related taxes, assessments, rates and charges.
When refinancing debt, it shall be the policy goal of the City to realize, whenever possible, and subject to any overriding non-financial policy considerations, (i) minimum net present value debt service savings equal to or greater than 3% of the refunded principal amount, and (ii) present value debt service savings equal to or greater than 100% of any escrow fund negative arbitrage.
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V. Internal Control Procedures
When issuing debt, in addition to complying with the terms of this Debt Policy, the City shall comply with any other applicable policies regarding initial bond disclosure, continuing disclosure, post-issuance compliance, and investment of bond proceeds.
The City will periodically review the requirements of and will remain in compliance with the following:
• Any continuing disclosure undertakings under SEC Rule 15c2-12; • Any federal tax compliance requirements, including without limitation arbitrage and rebate compliance, related to any prior bond issues;
• Any covenants and reporting requirements specified in financing documents; and • The City’s investment policies as they relate to the investment of bond proceeds It is the policy of the City to ensure that proceeds of debt are spent only on lawful and intended uses. Whenever reasonably possible, proceeds of debt will be held by a third- party trustee and the City will submit written requisitions for such proceeds. The City will submit a requisition only after obtaining the signature of the Finance Director or designee.
In those cases where it is not reasonably possible for the proceeds of debt to be held by a third- party trustee, the Finance Director shall retain records of all expenditures of proceeds through the final payment date for the debt.
VI. Debt Issuance Considerations
A. Funding Methods for Capital Projects. Before pursuing debt issuance for a project, consideration should be given to the full range of available funding options which may include pay-as-you-go and interfund borrowing.
1. Pay-as-you-go
With a pay -as-you-go approach, the City uses available cash to pay for projects. Funding sources can include the City’s General Fund, special revenue funds, and capital project funds, user charges, impact fees, grants, private contributions, or capital replacement funds set up specifically to pay for capital improvements or replacements.
2. Interfund Borrowing
Interfund loans may be appropriate for financing priority needs on a case- by case basis. The City’s Interfund Loans Policy specifies the terms and conditions under which the City Manager may approve interfund loans and advances.
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B. Debt Limits.
1. Legal Restrictions
City staff will work with bond counsel and the financial advisor to ensure that any proposed debt issuance is consistent with federal and State law, the City’s municipal code and policies, contractual obligations of the City, and any applicable bond referenda approved by voters. California Government Code Section 43605 limits the issuance of general obligation bonds to no more than 15% of the City’s gross assessed valuation.
2. Financial Restrictions
Debt service supported by the General Fund will not exceed 7% of total budgeted General Fund expenditures and transfers out. The General Fund may be used to provide back -up liquidity to improve the viability of a self - supported debt issue, but only if the General Fund is not exposed to significant risk of loss of assets or impairment of liquidity. This evaluation of risk will consider such things as the following:
• Volatility and collection risk of the revenue source identified for repayment of the debt; and
• The likelihood that the General Fund will be reimbursed within one year for any payments it might potentially need to make in its role as back - up guarantor.
If the City Council determines the risk of loss of assets or impairment of liquidity to the General Fund to be relatively minimal, self -supported debt service for debt that relies on the General Fund as a back -up guarantor will not exceed 7% of budgeted General Fund expenditures and transfers out. This limitation is separate from and in addition to the debt limitations for General Fund supported debt service described above.
C. Debt Structuring
The amortization schedule and use of optional redemption features will reflect the anticipated availability of funds for debt service and redemption, as well as the potential trade-offs between the City’s operational flexibility and the cost of funds.
Debt shall be issued as fixed rate debt unless the City makes a determination that a variable interest rate would be beneficial in a specific circumstance (e.g., interim financing, potential change in taxability, redemption flexibility, debt service savings).
The City will seek credit enhancements, such as letters of credit or bond insurance, when necessary or advantageous.
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D. Debt Issuance Practices
The City will engage an independent municipal advisor to assist with each debt issuance. All financing professionals and service providers will be selected in accordance with the procurement provisions in the City’s municipal code.
Whenever the City anticipates incurring debt to finance a project and advancing project costs (e.g., project development costs, architectural costs, studies, etc.) before the debt proceeds are available, the City will adopt a resolution declaring its intent to reimburse itself for those costs.
Costs incurred by the City, such as bond counsel and financial advisor fees, printing, underwriters’ discount, and project design and construction costs, will be charged to the bond issue to the extent allowable by law.
The City will generally conduct financings on a competitive basis; however, negotiated financings may be used when market volatility is a concern, or the financing mode, size, security or structure warrants a negotiated sale.
E. Use of Derivatives
A derivative - or swap - is a financial instrument created from or whose value depends upon (is derived from) the value of one or more separate assets or indices of asset values. As used in public finance, derivatives may take the form of interest rate swaps, futures and options contracts, options on swaps, and other hedging mechanisms such as rate locks.
Prior to considering a swap or other derivative product, the City should first determine whether staff has the appropriate expertise and resources to understand and monitor the transactions, prepare necessary financial reports and audit footnotes on an ongoing basis, as well as manage the variable rate instruments and liquidity facilities associated with the derivative product. If the City determines that the appropriate expertise and resources are available, it should develop a comprehensive derivatives policy prior to entering into its first derivatives transaction.
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Capital Improvement Program (CIP)
Capital Budget Summary
The Capital Improvement Program (CIP) is adopted annually and includes appropriations for projects for Fiscal Year 2025-26. CIP information is included with the operating budget to present a comprehensive picture of all the funds of the City and to reflect fund transfers between other operating funds and capital funds. The City's Capital Improvement Program will be in conformance with and support the City's major planning documents: the General Plan and Project Specific Plans, for related infrastructure improvements.
Capital Funds
The six-year Capital Improvement Program (CIP) is adopted annually and includes appropriations for projects for FY 2025 -26 and projected expenditures through FY 2030 -31. Selected excerpts from the CIP are included with the operating budget to present a comprehensive picture of all the funds of the City and to reflect fund transfers approved between other operating funds and capital funds. This section contains a description of the CIP funds, a summary of approved expenditures by program category, and highlights of key projects for the current fiscal year. Additional CIP summary information can be found in the Capital Budget Summary section of this document. The complete capital plan can be found in the City’s CIP .
General Fund (Includes Measure E and Measure G)
These funds are transferred from the General Fund and may be used for projects designated by City Council.
Gas Tax
Revenue in this fund comes from State gas tax and can only be used for street maintenance, traffic improvement projects, and bicycle, pedestrian, and paratransit programs.
Development Impact Fees
Development Impact Fees are one- time charges assessed by a local government against new development projects. These fees help pay for new or expanded public facilities/improvements that will directly address the increased demand created by that development.
Measure X
Funds can be used to improve safety on local roads and highways; repair potholes; maintain streets and roads; reduce traffic congestion; improve transportation for seniors, young people, and people with disabilities; and make walking and biking safer.
SB 1
Funds can be used to may only be used for maintaining local roads and streets.
Special Construction - Federal & State
To record federal and state funds received that can be used for specific capital improvement and construction related projects.
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Vehicle Replacement
Funds are used to replace the City’s fleet.
Capital Assets Policies
Overview – In accordance with the Governmental Accounting Standards Board Statement No. 34 (GASB 34), the City will report these assets by function and activity on the government -wide financial statements. Enterprise Funds capital assets will continue to be recorded within their own fund.
Capital assets are recorded as expenditures in governmental funds at the time the assets are received and the liability is incurred. These assets will be capitalized at cost on the government wide financial statements. Enterprise fixed assets are recorded as assets within the fund when purchased and a liability is incurred.
GASB 34 defines Capital Assets as land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, works of art and historical treasures, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting period.
GASB 34 defines Infrastructure Assets as long-lived capital assets that normally are stationary in nature and normally can be preserved for a significantly greater number of years than most capital assets. Examples include roads, bridges, tunnels, drainage systems, water and sewer systems, dams and lighting systems. Buildings that are an ancillary part of a network of infrastructure assets are included.
The City uses the most current edition of Governmental Auditing and Financial Reporting (GAAFR) published by the Government Finance Officers Association (GFOA) as its authoritative guide in setting policy and establishing accounting procedures regarding capital assets.
Capitalization – Generally all capital assets with an original cost of $10,000 or more will be capitalized (recorded as an asset on the balance sheet versus expensing the item). Infrastructure Assets with an original cost of $150,000 or more will be capitalized. This capitalization policy addresses financial reporting, not control. The City follows the GFOA recommended practices for establishing capitalization thresholds. Specific capitalization requirements are described as follows:
The asset must cost $10,000 or more.
The asset must have a useful life of five (5) or more years.
The capitalization threshold is applied to individual units of capital assets rather than groups. For example, ten desks purchased for $1,500 each will not be capitalized even though the total ($15,000) exceeds the threshold of $10,000.
For purposes of capitalization, the threshold will generally not be applied to components of capital assets. For example a keyboard, monitor and central processing unit purchased as components 236
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of a computer system will not be evaluated individually against the capitalization threshold. The entire computer system will be treated as a single asset. The capitalization threshold will be applied to a network if all component parts are required to make the asset functional.
Repairs to existing capital assets will generally not be subject to capitalization unless the repair extends the useful life of the asset. In this case the repair represents an improvement and is subject to the requirements described number 6 below.
Improvements to existing capital assets will be presumed by definition to extend the useful life of the related capital asset and therefore will be subject to capitalization if the cost exceeds $10,000.
Work of arts, animals (i.e. police dogs) and historical treasures are not capitalized, but will be recorded as tracked property.
As a result of the above capitalization policies the following infrastructure items will not be capitalized:
• Handheld radios
• Personal computers
• Software
• Street trees
• Street signs
• Weapons
Capital projects will be capitalized as “construction in progress” until completed.
Leased Assets - Operating leased assets are usually short term and cancelable at anytime. The recording of an operating lease as a fixed asset is not required because the item is not purchased.
Capital leases will be capitalized if one or more of the following criteria are met and the chance of cancellation is low:
• Ownership is transferred by the end of the lease term • The lease contains a bargain purchase option
• The lease term is greater than or equal to 75 percent of the asset’s service life • The present value of the minimum lease payment is greater than or equal to ninety percent (90%) of the fair market value of the asset at the inception of the lease.
Capital lease items are capitalized at the beginning of the lease period, regardless of when the title transfers. Capital leases are recorded at net present value of lease payments.
Capital Asset Recording - It is the responsibility of the Finance Department to record, monitor and inventory all fixed assets. Each department will assign appropriate staff members to respond to verification, inventories, and filling out the necessary forms for recording transfers, dispositions, donations or retired fixed assets.
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Acquisition of Capital Assets - Fixed assets may be acquired through direct purchase, lease- purchase or capital lease, construction, eminent domain, tax foreclosures, donations, and gifts.
When a capital asset is acquired the funding source will be identified as either a governmental fund, proprietary fund or component unit. Additionally, the fund type will be identified as well as the specific fund.
If funds are provided by a specific funding source, a record will be made of that specific source such as:
• Bond Proceeds
• Federal Grants
• State Grants
• Local Grants
Measuring the Cost and/or Value - Capital assets are recorded at their “historical cost”, which is the original cost of the assets. Donations accepted by the City will be valued at the fair market value at the time of donation. Costs include purchase price (less discounts) and any other reasonable and necessary costs incurred to place the asset in its intended location and prepare it for service. Costs could include the following:
• Sales Tax
• Freight charges
• Legal and title fees
• Closing costs
• Appraisal and negotiation fees
• Surveying fees
• Land-preparation costs
• Demolition costs
• Relocation costs
• Architect and accounting fees
• Insurance premiums and interest costs during construction Establishing Cost in the Absence of Historical Records - According to the GASB 34, an estimate of the original cost is allowable. Standard costing is one method of estimating historical cost using a known average installed cost for a like unit at the estimated date of acquisition.
Another recognized method is normal costing wherein an estimate of historical cost is based on current cost of reproduction new indexed by a reciprocal factor of the price increase of a specific item or classification from the appraisal date to the estimated date acquired. When necessary, the City will use whichever method gives the most reasonable amount based on available information.
Recording Costs Incurred After Acquisition - Expenditures/expenses for replacing a component part of an asset are not capitalized. However, expenditures/expenses that either enhance a capital asset’s functionality (effectiveness or efficiency), or that extend a capital asset’s expected useful life are capitalized. For example, periodically slurry sealing a street would be 238
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treated as a repair (the cost would not be capitalized), while an overlay or reconstruction would be capitalized. Adding a new lane constitutes an addition and would therefore also be capitalized.
Disposition or Retirement of Fixed Assets - It is the City’s policy that departments wishing to dispose of surplus, damaged or inoperative equipment must notify the Finance Department.
The City will conduct public auctions, as necessary, for the purpose of disposing of surplus property. Auctions will be conducted by the Finance Department through its Purchasing Division.
All proceeds from the sale of surplus property will be allocated to the City’s General Fund unless the property was originally purchased with monies from a Proprietary or a Grant Fund, in which case, the proceeds will be returned to any of those specific funds. The original cost less depreciation will then be removed from the City’s capital asset management system.
Disposition of assets acquired using grant funds should follow the asset disposition guidelines established by the grantor.
Transfer of Assets – The transfer of fixed assets between departments requires notification to the Finance Department.
Depreciation – It has long been the City’s policy to record depreciation for Enterprise funds. In accordance with GASB Statement No. 34, effective with the fiscal year ending June 30, 2003 the City will record depreciation expense on all capital assets, except for inexhaustible assets.
The City will use straight -line depreciation method. Depreciation will be calculated starting the month following the date the asset was placed in service. Depreciation will be applied over the estimated useful life of the asset.
Recommended Useful Life - The City follows GFOA Recommended Practices when establishing recommended useful life for assets to be capitalized. In accordance with GASB 34 the City will rely on “general guidelines obtained from professional or industry organizations.” In particular, the City will rely on estimated useful lives published by GFOA. If the life of a particular asset is estimated to be different than these guidelines, it may be changed. Following is a summary of the estimated useful life:
Asset Class Useful Life
Buildings and Improvements 240 to 600 months
Improvements Other Than Buildings 180 to 540 months
Infrastructure 240 to 600 months
Machinery and Equipment 60 to 120 months
Control of Assets – In accordance with GFOA Recommended Practice the City will exercise control over the non- capitalized tangible capital -type items by establishing and maintaining adequate control procedures at the department level. The City’s capitalization threshold of $10,000 meets financial reporting needs and is not designed for nor particularly suited to maintain control over lower cost capital assets. It is the responsibility of each department to maintain inventories of lower -cost capital assets to ensure adequate control and safekeeping of these assets.
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Maintenance Schedules - The City shall develop and implement maintenance and replacement schedules with a goal of maximizing the useful life of all assets. The schedules shall include estimates of annual maintenance and/or replacement funding required for each asset.
Maintenance Funding - The City shall identify specific sources of funds for the annual maintenance or replacement of each asset. Whenever possible, the maintenance or replacement funding shall be identified from a source other than the City General Fund. The City shall maximize the use of maintenance assessment districts and dedicated special revenue (e.g. gas tax). The City shall endeavor to set aside, on an annual basis, one and one- half percent (1½%) of its General Fund Operating Budget to provide for on-going maintenance and required replacement of assets that cannot be reasonably funded from other sources.
Works of Art and Historical Treasures – GASB 34 encourages but does not require the capitalization of art collections that meet all of the following conditions:
• Held for public exhibition, education, or research in furtherance of public service, rather than financial gain
• Protected, kept unencumbered, cared for, and preserved • Subject to an organizational policy that requires the proceeds from sales of collection items to be used to acquire other items for collections It is the City’s Policy that proceeds from the sale of art collections is used to acquire other works of art. That being the case the City’s works of art and historical treasures will not be capitalized.
Intangibles – Intangible assets are now included in the GASB 34 definition of capital assets.
Prior to GASB 34 the City did not capitalize intangibles. GFOA recommends that governmental entities follow the guidance of AICPA Statement of Position 98- 1 Accounting for Costs of Computer Software Developed or Obtained for Internal Use.
Inventory – A physical inventory of capitalized assets will be performed annually. Capitalized assets are maintained in the City’s fixed asset system that include the acquisition date, a description of the property, a serial number or other identification number, the source of funding, the cost of the asset, percentage of Federal participation for the Federal award under which the property was acquired and the location of the capitalized asset.
Disposition – City Council declares City assets surplus and authorize the disposal in accordance to Chapter 12, Article 2, Section 12- 15 of the Municipal Code regarding Disposition of Property.
Disposition of capitalized asset acquired under a Federal award shall foll ow the disposition instructions from the grant awarding agency.
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Interfund Loans and Debt Management
Interfund Loans
The City Council delegates authority to the City Manager to approve short-term loans of one year or less and long-term advances of five years or less between City funds under the following terms and conditions:
1. The City Manager is authorized to approve loans of one year or less and advances of five years or less between City funds; provided, that such loans and advances comply with the interfund borrowing policy and that the City Manager and Finance Director conc ur that such loans and advances are in the financial best interests of the City under then existing circumstances.
2. Each loan or advance approved by the City Manager will be documented in a writing signed by the City Manager and the Finance Director that states all of the following:
a. The purpose for which the loan or advance is being made. b. The identification of both the lending and borrowing fund, or funds. c. The dollar amount of the loan or advance.
d. The maturity date on which all principal together with all accrued and unpaid interest will be due and payable.
e. The scheduled dates and amounts of all principal and interest installment payments.
f. The applicable nominal interest rate or discount rate. g. The borrowing fund’s right to make full prepayment at any time without penalty. h. The source or sources from which the borrowing fund or funds is expected to repay the loan or advance.
3. All loans and advances will be repaid by the borrowing fund/s. Because each loan or advance is expected to be free from risk of default, the Finance Director will establish the nominal interest rate or discount rate to be applied to each transaction using then prevailing interest rates on indebtedness of a comparable term issued by the Treasury Department of the United States of America.
4. No individual loan or advance approved by the City Manager will exceed the sum of five million dollars ($5,000,000), and the total of all loans and advances so approved and outstanding at any one time will not exceed the sum of ten million dollars ($10,000,000).
5. Although the loans and advances will be unsecured, an adequate source of repayment or refunding (including future external debt issuance) is to be identified. Under all circumstances, repayment of the loans will be subordinate to claims and encumbrances established by covenants related to any debt, regardless of issue date, issued into the external financial markets by the City of Salinas, the Salinas Public Financing Authority, or any of them (collectively, the City and/or its affiliated agencies). 241
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6. No loans or advances will be made from a City fund that is reasonably likely during the contemplated term of the loan or advance to need the same cash to pay for projects or activities for which the lending fund originally received the cash. No loan or adv ance will be made that will either violate any law or cause the City and/or its affiliated agencies to breach any restrictive covenant, contractual provision, or grant term. Any loan of developer impact fees will be reported in accordance with California Government Code Section 66006(G).
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Glossary of Budget Terminology
A City budget contains specialized and technical terminology that is unique to public finance and budgeting. Therefore, a glossary is provided to help the reader understand terms and vocabulary that are used in this document. Useful terms relevant to the budget process and/or city government are included.
Accounting System - The set of records and procedures that are used to record, classify, and report information on the financial status and operations of the City.
Accrual Basis Accounting - Under this accounting method, transactions are recognized when they occur, regardless of the timing of related cash receipts and disbursements.
Adoption - Formal action by City Council, which sets the spending limits for the fiscal year. The City's budget is adopted by Council resolution.
Agency Fund - A fund used to account for assets held by the City in the capacity of an agent for individuals, organizations, or other governmental entities.
Annual Budget - A budget applicable to a single fiscal year.
Annual Comprehensive Financial Report (ACFR) - The official financial report of the City. It includes an audit opinion as well as basic financial statements and supporting schedules necessary to demonstrate compliance with finance-related legal and contractual provisions.
Appropriation - An authorization made by the City Council, which permits officials to incur obligations against and to make expenditures of government resources. Appropriations are typically granted for a one-year period.
Assessed Valuation - A value established for real property for use as a basis in levying property taxes. For all agencies in the State of California, the County for the secured and unsecured property tax rolls establishes assessed value; the utility property tax roll is valued by the State Board of Equalization. Under Article XIII of the State Constitution (Proposition 13 adopted by the voters on June 6, 1978), properties are assessed at 100% of full value. Proposition 13 also modified the value of real taxable property for fiscal 1979 by rolling back values to fiscal 1976 levels. From this base of assessment, subsequent annual increases in valuation are limited to a maximum of 2%. However, increases to full value are allowed for property improvements or upon change of ownership. Personal property is excluded from these limitations, and is subject to annual reappraisal.
Assessment Fund - A fund used to account for special levies made against certain properties to defray part or all of the costs of a specific improvement or service deemed to primarily benefit those parties.
Audit - Prepared by an independent Certified Public Accountant (CPA), the primary objective of an audit is to determine if the City’s Financial Statements present fairly the City’s financial position and results of operations in conformity with generally accepted accounting principles. In conjunction with their performance of an audit, it is customary for an independent auditor to issue a Management Letter stating the adequacy of the City’s internal controls as well as recommending improvements to the City’s financial management practices. 243
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Balanced Budget - Balanced budget is a budget with operating revenues equal to operating expenditures and neither a budget deficit nor a budget surplus. More generally, it refers to a budget with no deficit, but possible with surplus.
Bonds - A bond is a written promise to pay a specified sum of money (called the face value or principal amount) at a specified date or dates in the future (called the maturity date) together with period interest at a specified rate. Bonds are typically used to finance capital facilities.
Budget - As the City’s financial operating plan for the fiscal year, the budget displays the estimated expenditures (costs) for providing services and the estimated sources of revenue (income) to pay for them. Once the City Council adopts the budget, the total becomes the maximum spending limit. Salinas’ budget encompasses fiscal year (July 1 through June 30).
Budget Amendment - The Council has the sole responsibility for adopting the City’s budget and may amend or supplement the budget at any time after adoption. The City Manager has the authority to approve administrative adjustments to the budget as outlined in the Financial and Administrative Policies set by Council.
Budget Calendar - The schedule of key dates which the City follows in the preparation and adoption of the budget.
Budget Document - The official financial spending and resource plan submitted by the City Manager and adopted by City Council explaining the approved budget to the public and City Council.
Budget Policies - General and specific guidelines adopted by the Council that governs the financial plan's preparation and administration.
Budget Resolution - The official enactment by the City Council to establish legal authority for City officials to obligate and expend City resources and funds.
Building Permit - Fee required for new construction or for any alteration or addition to a residence or commercial building. The fee is based on square footage and valuation. Electrical or plumbing/mechanical work will require a similar permit.
Business License Tax - A tax imposed on those conducting business within the City limits.
Business License Tax is a non-regulatory tax implemented for the purpose of raising revenue to support General Fund activities.
Capital Acquisitions/Assets - See “Fixed Assets.”
Capital Expenditures - Funds spent for the construction, improvement, or rehabilitation of City infrastructure.
Capital Improvement Program (CIP) - A plan for capital expenditures to provide long- lasting physical improvements to be incurred over a period of several future years.
Capital Outlays - Purchase of equipment (including vehicles), tools, and furniture having a value of $10,000 or more and a normal useful life of five years or more.
Capital Projects Fund - In governmental accounting, a fund that accounts for financial resources to be used for the acquisition or construction of capital facilities. The total cost of a capital project 244
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is accumulated in a single expenditure account which accumulates until the project is completed, at which time the fund ceases to exist.
Cash Basis Accounting - A basis of accounting under which transactions are recognized only when cash is received or disbursed.
Certificate of Participation (COP) - A type of financing in which investors purchase a share of the lease revenues of a program rather than the bond being secured by those revenues. The authority usually uses the proceeds to construct a facility that is leased to the municipality, releasing the municipality from restrictions on the amount of debt that they can incur.
Community Development Block Grant (CDBG) - Federal grant funds distributed from the U.S.
Department of Housing and Urban Development that are passed through to the City. The City primarily uses these funds for housing rehabilitation, public improvements and local social programs.
Contingency - A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted.
Contingent Liabilities - Items which may become liabilities of the City but are undetermined at a given date, such as pending lawsuits, unsettled disputed claims, unfilled purchase orders and uncompleted contracts.
Contract Services - Services provided to the City from the private sector or other public agencies.
Debt Service - Payment of the principal and interest on an obligation resulting from the issuance of bonds, notes, or Certificates of Participation (COPs).
Debt Service Fund - A fund established to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest.
Deficit - The excess of liabilities over assets.
Department - A major organizational unit of the City, which has been assigned overall management responsibility for an operation, or a group of related operations within a functional area. In Salinas, Department Heads are the chief administrators within a department.
Depreciation - The process of allocating the total cost of fixed assets over each period of their usefulness to the government.
Encumbrance - The commitment of appropriated funds to purchase an item or service. To encumber funds is to set aside or “commit” funds for a future expenditure. Encumbered funds do not automatically carry over to subsequent years.
Enterprise Fund - Established to account for the financing of self -supporting activities of governmental units, which render services on a user charge basis to the general public.
Expenditure - The outflow of funds paid or to be paid for an asset obtained or goods and services obtained. Note: An encumbrance is not expenditure; an encumbrance reserves funds to be expended (See encumbrances).
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Policies and Glossary
Fiduciary Funds - Used to account for assets held by the City acting in a fiduciary capacity for other entities and individuals. Such funds are operated to carry out the specific actions of trust agreements, ordinances and other governing regulations. There are two categories of fiduciary funds: Trust and Agency.
Fiscal Year - A 12-month period to which the annual operating budget applies and at the end of which the City determines its financial position and results of its operations. The City’s fiscal year runs from July 1st to June 30th.
Fixed Assets - Non-consumable assets of long-term nature such as land, buildings, machinery, furniture, and the other equipment. The City has defined such assets as those with an expected life of five years or more and value in excess of $10,000.
Franchise Fees - Imposed on utility companies for the privilege of doing business in the City.
Full-time Equivalents (FTE) - The amount of time a position has been budgeted for in terms of the amount of time a regular, full- time employee normally works in a year. Full- time employees are paid for 2,080 hours in a year equating 1.0 FTE. Correspondingly, a part-time employee who worked 1,040 hours would equate to 0.5 FTE.
Fund - An independent fiscal and accounting entity with a self-balancing set of accounts in which cities record financial transactions relating to revenues, expenditures, assets and liabilities. Each fund type typically has a unique funding source and purpose. Establishing funds enables the City to account for the use of restricted revenue sources and carry on specific activities or pursue specific objectives.
Fund Accounting - System used by non- profit organizations, particularly governments. Since there is no profit motive, accountability is measured instead of profitability. The main purpose is stewardship of financial resources received and expended in compliance with legal requirements.
Fund Balance - Also known as financial position, fund balance is the excess of current assets over current liabilities and represents the cumulative effect of revenues and other financing sources over expenditure and other financing uses.
GAAP (Generally Accepted Accounting Principles) - Uniform minimum standards for financial accounting and reporting. They govern the form and content of the basic financial statements of the City.
Gann Appropriation Limit - This is the common name of Proposition 4, approved by voters on November 6, 1979 which mandated an appropriation limit on the amount of tax revenues that government jurisdictions may appropriate within a fiscal year. This bill was named after Paul Gann, who was a co -sponsor of the famous Proposition 13 initiative enacted by the voters of California on June 6, 1978 which resulted in a cap on property tax rates in the state, and a prominent author and advocate of this subsequent spending limitation bill.
Gas Tax Fund - The Gas Tax Fund is used to account for revenues and expenditures apportioned under the Streets and Highways Code of the State of California. Expenditures may be made for any street related purpose in the City’s system of streets. 246
Policies and Glossary
General Fund - In governmental accounting, fund used to account for all assets and liabilities of a non- profit entity, except those particularly assigned for other purposes in another more specialized fund. It is the primary operating fund of the City.
General Government - City Council, Administration, City Attorney, Personnel, Finance, Public Safety (Police & Fire), Community Development, Library and Community Services, Public Works, and Library.
General Liability Self Insurance Fund - The General Liability Self Insurance Fund is used to provide the City with liability and property insurance. Coverage is provided through the City’s participation in a joint powers agreement through (ACCEL) Authority for California Cities Excess Liability.
General Obligation Bond - A municipal bond backed by the credit and "taxing power" of the issuing jurisdiction rather than the revenue from a given project. General obligation bonds are issued with the belief that a municipality will be able to repay its debt obligation through taxation or revenue from projects. No assets are used as collateral.
Government Finance Officers Association (GFOA) - GFOA is the professional association of state/provincial and local finance officers in the United States and Canada, and has served the public finance profession since 1906. Approximately 16,000 GFOA members are dedicated to the sound management of government financial resources.
Governmental Funds - the fund used to account for all assets and liabilities of a government agency, except those particularly assigned for other purposes in another more specialized fund.
There are five different types of governmental funds: the general fund, including Measure E and Measure G (which is the primary operating fund), special revenue funds, debt service funds, capital project funds, and permanent funds.
Grant - External contributions, and/or gifts of cash, or other assets typically from another governmental entity to be used or expended for a specific purpose, activity, or facility. An example is Community Development Block grant funding from the Federal Government.
Infrastructure - The basic facilities, services, and installations needed for the functioning of a community or society, such as streets and roads, sidewalks, bridges, communications systems, water and power lines, and public institutions including schools, police stations, libraries, and post offices.
Interest Earnings - The City will assign interest earnings to the General Fund unless specifically prohibited by State or Federal laws or by other regulations, covenants or agreements, with the exception that the City will assign interest earned by enterprise funds to those funds.
Interest Income - The prudent investment of idle funds. The types of investments that can be made are limited by the Government Code to protect the safety of taxpayers' money.
Intergovernmental Revenue - Revenue received from other governmental agencies and municipalities, such as grants from the State or Federal government. 247
Policies and Glossary
Internal Services Fund - The Internal Service Funds are used to finance and account for special activities and services performed by a designated City department for other departments on a cost reimbursement basis.
Inter-Fund Transfers - When the City moves money between its various funds, it makes an inter- fund transfer, referred to as transfers-in and transfers-out. In aggregate, transfers in and out offset each other for the fiscal year.
Landscape and Lighting Maintenance (Assessment) District Fund - The City has formed eight landscape and lighting district funds established by written consent of the property owners owning all of the property within the boundaries of the district.
Letter of Transmittal - The opening section of the budget, which provides the City Council and the public with a general summary of the most important aspects of the budget, changes from the current and previous fiscal year, and the views and recommendations of the City Manager.
Levy - To impose taxes, special assessments or service charges for the support of governmental activities. The total amount of taxes, special assessments or service charges imposed by Monterey County levying property taxes.
Licenses and Permits - Revenues earned by the issuance of licenses or permits levied in accordance with the benefits conferred by the license or permit.
Limited Obligation Bond - A bond sold by a municipality to finance projects which are secured by the revenue generated by those projects.
Line-Items - Expenditure types (salary, supplies, contractual services, etc.) broken down as individual line items, along with the dollar amount budgeted for each specified category.
Major Fund - Major funds are funds whose revenues, expenditures/expenses, assets, or liabilities are at least ten percent of corresponding totals for all governmental or enterprise funds and at least five percent of the aggregate amount for all governmental and enterprise funds for the same item. The General Fund is always a major fund. The City may also select other funds it believes should be presented as major funds.
Modified Accrual Basis - Under this accounting method, revenues are recognized when they become both measurable and available to finance expenditures of the current period.
Expenditures for the most part are recognized when the related fund liability is incurred except for prepayments, accumulated employee leave and long- term debt. All governmental funds and expendable trust funds are accounted for using the modified accrual basis of accounting.
Motor Vehicle in Lieu Fee - A State fee charged for the privilege of operating a vehicle on public streets. A VLF is levied annually against the market value of a motor vehicle and is imposed by the State “in lieu” of local property taxes.
Non-Departmental - This program has the sole purpose of accounting for all expenditures that the City cannot specifically designate to any operating department within the General Fund.
Non-major Fund - Non-major funds are all governmental and enterprises funds that are not classified as major funds.
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Policies and Glossary
Objective - A statement of specific direction, purpose, or intent based on the needs of the community and the goals established for a specific program or service level.
Operating Budget - The portion of the budget pertaining to daily operations that provides basic governmental services. The operating budget contains appropriations for such expenditures as personnel services, materials and supplies, and capital outlay.
Ordinance - A formal legislative enactment by City Council. It has the full force and effect of law within City boundaries unless pre- empted by a higher form of law. An Ordinance has a higher legal standing than a Resolution and is typically codified in a City’s municipal code.
Other Revenues - Revenues from sources other than those specifically identified that are too immaterial in amount to justify the creation of new revenue account line items.
Performance Measure - Sets forth a performance objective and a goal for achieving the objective.
Personnel - City employees.
Personnel Benefits - Those benefits paid by the City as conditions of employment.
Present Value - The amount that a future sum of money is worth today given a specified rate of return.
Program - As subdivisions of departments, programs are budgetary or organizational units of government with limited sets of work responsibilities within their respective departments.
Programs also serve to increase budgetary accountability. Salinas’ budget is compiled on a program basis.
Property Tax - Imposed on real property (land and permanently attached improvements). The tax is based upon the assessed value of such property. The tax rate may not exceed 1% of assessed value.
Proposition 218 - A statewide initiative passed by the voters of California on November 5, 1996.
The initiative provided voters with the right to vote on new taxes.
Proprietary Funds - Funds that focus on the determination of operating income, changes in net assets (or cost recovery), financial position, and cash flows. There are two different types of proprietary funds: enterprise funds and internal service funds.
Public Employees’ Retirement System (PERS) - Provided for the City’s employees, by the State of California.
RDA - Redevelopment Agency, while a component unit, the Agency is a legal entity separate from the City.
Redevelopment Agency Fund - Fund is used to account for the proceeds of notes, advances and other forms of indebtedness, and the expenditure of these funds for improvement, reconstruction and redevelopment projects within the specified boundaries of the City of Salinas Redevelopment Agency.
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Reserve - An account used to indicate that a portion of a fund’s balance is legally restricted for a specific purpose and is, therefore, not available for general appropriation.
Resolution - A special order of City Council which has a lower legal standing than an ordinance.
Resources - Total amounts available for appropriation including estimated revenues, inter -fund transfers, and beginning fund balances.
Revenue - Sources of income, which the City receives during a fiscal year. Examples of revenue include taxes, intergovernmental grants, charges for services, resources forward from the prior year, operating transfers from other funds, and other financing sources such as the proceeds derived from the sales of fixed assets.
Department/Program Codes:
00 Department Transfers
10 City Council
12 Administration
14 City Attorney’s Office
16 Human Resources
20 Finance
30 Community Development
40 Police
45 Fire
50 Public Works
55 Recreation
60 Library
70 Grant
80 Non-Departmental
81 Trust Accounts
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