FY 2026-27 2027-28 Proposed Biennial Operating Budget — Salinas City Council, May 26, 2026

CITY OF SALINAS

PROPOSED BIENNIAL

OPERATING BUDGET
F
Y 2026/27-2027/28

City of Salinas
Biennial (FY 2026/27-2027/28)
Operating Budget
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 C
ITY OF SALINAS ORGANIZATIONAL CHART ........................................................................ 4 TA
BLE OF CONTENTS .............................................................................................................. 5 LE
TTER OF TRANSMITTAL ....................................................................................................... 7 C
OMMUNITY PROFILE .............................................................................................................. 9 T
HE BUDGET PROCESS AND DOCUMENT ........................................................................... 15 SU

MMARIES & SCHEDULES
Fund Balances ................................................................................................... 19 Transfers In and Transfers Out .......................................................................... 25 Revenues & Expenditures by Fund Type ........................................................... 33 Revenues & Transfers In – All Funds ................................................................. 39 Expenditures & Transfers Out – All Funds ......................................................... 41 Revenues & Operating Expenditures – General Funds Detail ............................ 43 Administrative Overhead Rates .......................................................................... 44 City-Wide Workforce Summary .......................................................................... 45 City-Wide Workforce Detail ................................................................................ 46 M
EASURE E FUND .................................................................................................................. 53 M
EASURE G FUND.................................................................................................................. 57 G

ENERAL GOVERNMENT SERVICES
Administration .................................................................................................... 61 City Attorney ...................................................................................................... 67 City Council ........................................................................................................ 73 Community Development ................................................................................... 83 Finance .............................................................................................................. 91 Fire .................................................................................................................... 99 Human Resources ........................................................................................... 107 Library and Community Services ..................................................................... 113 Non-Departmental ............................................................................................ 119 Police ............................................................................................................... 123 Public Works .................................................................................................... 129 APPEN
DIX
Policies and Glossary ...................................................................................... 143 5 (This page intentionally left blank)
6 Budget Overview

This section will be completed for the final version on June 16, 2026. 7 (This page intentionally left blank)
8 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 670 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. 9 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

10 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 46
Recreation Centers 7

Education
City of Salinas School Districts include:
36 elementary schools
8 middle schools
5 high schools
6 other programs
11 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. 12 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
13 (This page intentionally left blank)
14 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 five-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 2026/27-2027/28, 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.

15 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 12 Finance Committee Council Chambers
May 18 Measure E & G Oversight
Committees Council Chambers
May 26 City Council Council Chambers Biennial Budget Study Session
June 16 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.
16 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.
17 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. 18 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2026 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 06/30/2027 Prior Year Fund Operating Funds
Governmental Funds
General Funds
General Fund (1,877,572)$ 136,114,400$ 2,324,180$ 10,470,900$ 125,565,253$ (469,490)$ 55,365$ 102.9% 1000 Measure E 5,459,466 18,326,800 - 2,616,800 18,549,900 613,364 3,232,930 -40.8% 1100 Measure G 5,756,130 36,305,900 - 6,086,600 32,945,136 (996,787) 2,033,507 -64.7% 1200 Subtotal General Funds 9,338,024$ 190,747,100$ 2,324,180$ 19,174,300$ 177,060,289$ (852,913)$ 5,321,802$ -43.0% Other Governmental Funds
Maintenance District Administration (10,130)$ -$ -$ -$ -$ -$ (10,130)$ 0.0% 2101 Woodside Park Maintenance District 321,956 67,800 - - 46,270 - 343,486 6.7% 2102 Downtown Mall Maintenance District (42,996) - - - - - (42,996) 0.0% 2103 Airport Business Park Maintenance District 8,919 15,300 - - 17,122 - 7,097 -20.4% 2104 NE Salinas Landscape District 1,718,014 846,600 - 60,000 808,630 - 1,695,984 -1.3% 2105 Harden Ranch Landscape District 220,905 155,500 - - 135,750 - 240,655 8.9% 2106 Vista Nueva Maintenance District 204,923 43,400 - 15,000 38,150 - 195,173 -4.8% 2107 Mira Monte Maintenance District 286,327 134,300 - - 161,690 - 258,937 -9.6% 2108 Monte Bella Maintenance District 4,681,967 860,200 - 50,000 499,750 - 4,992,417 6.6% 2109 Local Public Safety Fund - Prop 172 1,874,566 600,000 - - 600,000 - 1,874,566 0.0% 2201 Local Public Safety Fund - AB 3229 1,438,837 637,600 - - 650,000 - 1,426,437 -0.9% 2202 Emergency Medical Service 1 - - - - - 1 0.0% 2501 Asset Forfeiture 305,476 39,700 - - 30,000 - 315,176 3.2% 2502 Traffic Safety 5 100,000 - - - - 100,005 2000000.0% 2503 Vehicle Abatement 165,452 160,000 - - 312,950 - 12,502 -92.4% 2504 Recreation Parks 411,273 100,000 - - 22,900 - 488,373 18.7% 2505 PEG Cable Franchise 493,954 100,000 - - 250,000 - 343,954 -30.4% 2506 Municipal Art 434,339 105,600 100,000 - 206,000 - 433,939 -0.1% 2507 KDF Los Padres Development Social Services 272,094 - - - 40,000 - 232,094 -14.7% 2509 General Plan 903,145 400,000 - 229,180 1,072,100 - 1,865 -99.8% 2513 National Opioid Settlement - 178,200 - - 92,034 - 86,166 0.0% 2514 Residential Rental Registry 693,061 1,128,851 - - 949,330 - 872,582 25.9% 2530 SRA Public Improvement 2,422,452 57,000 - - - - 2,479,452 2.4% 2601 HSA - Affordable Housing 3,452,129 104,900 - - 13,330 - 3,543,699 2.7% 2602 Local Housing Trust 1,998,961 - - - 13,540 - 1,985,421 -0.7% 2603 Housing & Urban Development Funds - 3,567,110 - 500,000 3,067,110 - - 0.0% 2900 Grant Funds - 1,804,740 - - 1,804,740 - - 0.0% 3000 Fund Balances and Budget Summary - All Funds
19 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2026 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 06/30/2027 Prior Year Fund 2014 COP Consolidation - - 155,400 - 155,400 - - 0.0% 4104 2018 Lease - Police Safety Building - - 5,984,700 - 5,984,700 - - 0.0% 4106 2018B COP TRIP - - 2,338,800 - 2,338,800 - - 0.0% 4107 2018 Lease - El Gablian Library - - 1,460,700 - 1,460,700 - - 0.0% 4110 2020A - Refund Bonds Series 200 - 1,656,100 - 1,655,800 - 500 150.0% 4111 2020B - Refund Bonds Series - - 662,600 - 662,600 - - 0.0% 4112 2024 Energy Efficiency - - 275,300 - 275,300 - - 0.0% 4113 Assessment District Administration (2,178) - - - - - (2,178) 0.0% 4201 Assessment District Debt Service (756,069) 7,000 - - - - (749,069) 0.9% 4202 A ssessment District Reserv e 2,084,572 64,300 - - - - 2,148,872 3.1% 4203 2019 Special Tax Bond - Monte Bella 1 369,292 199,400 - - 170,200 - 398,492 7.9% 4204 2019 Special Tax Bond - Monte Bella 2 321,669 162,600 - - 142,900 - 341,369 6.1% 4205 2019 Special Tax Bond - Monte Bella 3 352,874 184,000 - - 170,500 - 366,374 3.8% 4206 Fairways Golf Course 2,628 100,000 154,600 - 257,200 - 28 -98.9% 6301 Twin Creeks Golf Course 846 60,000 376,700 - 437,500 - 46 -94.6% 6302 Stormwater (NPDES) 9 79,300 1,740,500 - 3,390,168 - (1,570,359) - 17448533.3% 6500 Crazy Horse Landfill 721 - - - - - 721 0.0% 6600 Water Utility 2,209 7,000 4,800 - 14,000 - 9 -99.6% 6700 Affordable Housing 305,910 194,100 - - 90,000 - 410,010 34.0% 6950 Fleet Maintenance 11 - 1,667,000 - 3,333,535 - (1,666,524) -15150318.2% 7120 Successor Agency - SRA 1,672,687 1,084,900 - 946,000 - - 1,811,587 8.3% 8914 Successor Agency - Administration 23,952 10,000 - - 10,000 - 23,952 0.0% 8915 Proprietary Funds
Enterprise Funds
Municipal Airport 1,063,499 2,367,100 - 279,900 2,653,640 (84,262) 412,797 -61.2% 6100 Industrial Waste 4,391,409 4,097,900 - 144,400 2,826,430 (580,689) 4,937,790 12.4% 6200 Sewer 3,355,669 53,397,766 - 9,435,900 8,802,910 (1,034,032) 37,480,593 1016.9% 6400 Downtown Parking District 7 457,000 946,000 35,900 1,675,480 127,133 (181,240) -2589246.4% 6801 Preferential Parking 88,586 25,000 - - 21,500 - 92,086 4.0% 6802 Parking Enforcement 71,979 936,000 71,000 - 1,078,730 - 249 -99.7% 6803 Permit Services 4,248,338 6,111,300 - 450,000 7,231,510 (30,602) 2,647,527 -37.7% 6900 Internal Service Funds
Internal Services Administration 220 - - - - - 220 0.0% 7101 General Insurances 5 213,000 1,923,000 - 2,135,236 - 769 15280.0% 7102 Worker's Comp. Self-Insurance 194,866 7,361,400 - - 7,344,210 - 212,056 8.8% 7103 General Liability Self-Insurance 1,299,343 504,100 3,552,000 - 5,354,580 - 863 -99.9% 7104 Total Operating Funds 50,686,908$ 279,577,067$ 25,393,380$ 31,320,580$ 247,565,214$ (2,455,365)$ 74,316,196$ 46.6% Fund Balances and Budget Summary - All Funds
20 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2026 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 F Y 26-27 06/30/2027 Prior Year Fund Capital Funds
Sanitary Sewer Development Impact Fee -$ 150,000$ -$ 7,170,000$ -$ -$ (7,020,000)$ 0.0% 2301 Parks & Playground Development Impact Fee 756,672 104,200 - - - - 860,872 13.8% 2302 Library Development Impact Fee 543,381 72,800 - - - - 616,181 13.4% 2303 Street Trees Development Impact Fee 18,199 6,100 - - - - 24,299 33.5% 2304 Annexations Development Impact Fee (269) - - - - - (269) 0.0% 2305 Arterial Development Impact Fee 13,935,755 1,514,800 - 5,189,000 - 2,789,078 13,050,633 -6.4% 2306 Fire Development Impact Fee 832,481 60,100 - - - - 892,581 7.2% 2307 Police Development Impact Fee 3,701,201 181,000 - 1,234,000 - - 2,648,201 -28.5% 2308 Storm Sewer Development Impact Fee 1,121,956 222,300 - 574,200 - - 770,056 -31.4% 2311 Gas Tax 1,390,467 4,989,000 - 5,842,800 - 81,339 618,006 -55.6% 2401 Measure X 2,589,791 6,408,900 - 9,244,810 - 493,661 247,542 -90.4% 2510 SB 1 Road Maintenance & Rehabilitation 1,759,561 4,785,100 - 6,650,000 - 2,000,000 1,894,661 7.7% 2511 SB 1 Traffic Congestion Relief 641,186 19,800 - - - - 660,986 3.1% 2512 Special Construction - Federal & State - 6,407,690 - 6,407,690 - - - 0.0% 5201 Measure X Bonds 212,276 - - 24,100 - 24,165 212,341 0.0% 5202 Assessment District - Projects 462,667 - - - - - 462,667 0.0% 5300 2019 Special Tax Bond Monte Bella #1 27,555 - - - - - 27,555 0.0% 5301 2019 Special Tax Bond Monte Bella #2 - - - - - - - 0.0% 5302 2019 Special Tax Bond Monte Bella #3 2,909 - - - - - 2,909 0.0% 5303 Capital Projects Fund 2,000,000 - 47,163,800 - 47,163,800 - 2,000,000 0.0% 5800 Vehicle Replacement Reserve 2,370,165 - 1,100,000 - 2,693,100 - 777,065 -67.2% 7121 Total Capital Funds 32,365,953$ 24,921,790$ 48,263,800$ 42,336,600$ 49,856,900$ 5,388,242$ 18,746,285$ -42.1% Total All Funds 83,052,861$ 304,498,857$ 73,657,180$ 73,657,180$ 297,422,114$ 2,932,877$ 93,062,481$ 12.1% Fund Balances and Budget Summary - All Funds
21 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2027 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 06/30/2028 Prior Year Fund Operating Funds
Governmental Funds
General Funds
General Fund 55,365$ 141,673,800$ 2,324,180$ 11,809,900$ 130,507,308$ (753,727)$ 982,410$ 1674.4% 1000 Measure E 3,232,930 18,764,300 - 2,362,900 19,516,780 (85,558) 31,992 -99.0% 1100 Measure G 2,033,507 37,186,900 - 5,033,100 33,845,883 18,330 359,754 -82.3% 1200 Subtotal General Funds 5,321,802$ 197,625,000$ 2,324,180$ 19,205,900$ 183,869,971$ (820,954)$ 1,374,157$ -74.2% Other Governmental Funds
Maintenance District Administration (10,130)$ -$ -$ -$ -$ -$ (10,130)$ 0.0% 2101 Woodside Park Maintenance District 343,486 67,700 - - 46,730 - 364,456 6.1% 2102 Downtown Mall Maintenance District (42,996) - - - - - (42,996) 0.0% 2103 Airport Business Park Maintenance District 7,097 15,300 - - 17,282 - 5,115 -27.9% 2104 NE Salinas Landscape District 1,695,984 845,800 - 60,000 811,850 - 1,669,934 -1.5% 2105 Harden Ranch Landscape District 240,655 155,400 - - 135,910 - 260,145 8.1% 2106 Vista Nueva Maintenance District 195,173 43,200 - 15,000 38,150 - 185,223 -5.1% 2107 Mira Monte Maintenance District 258,937 134,100 - - 163,590 - 229,447 -11.4% 2108 Monte Bella Maintenance District 4,992,417 856,000 - 50,000 507,880 - 5,290,537 6.0% 2109 Local Public Safety Fund - Prop 172 1,874,566 600,000 - - 600,000 - 1,874,566 0.0% 2201 Local Public Safety Fund - AB 3229 1,426,437 637,000 - - 650,000 - 1,413,437 -0.9% 2202 Emergency Medical Service 1 - - - - - 1 0.0% 2501 Asset Forfeiture 315,176 39,500 - - 30,000 - 324,676 3.0% 2502 Traffic Safety 100,005 100,000 - - - - 200,005 100.0% 2503 Vehicle Abatement 12,502 160,000 166,000 - 338,450 - 52 -99.6% 2504 Recreation Parks 488,373 100,000 - - 22,900 - 565,473 15.8% 2505 PEG Cable Franchise 343,954 100,000 - - 250,000 - 193,954 -43.6% 2506 Municipal Art 433,939 105,500 100,000 - 100,000 - 539,439 24.3% 2507 KDF Los Padres Development Social Services 232,094 - - - 40,000 - 192,094 -17.2% 2509 General Plan 1,865 400,000 - 229,180 172,050 - 635 -66.0% 2513 National Opioid Settlement 86,166 167,500 - - - - 253,666 194.4% 2514 Residential Rental Registry 872,582 1,128,851 - - 969,740 - 1,031,693 18.2% 2530 SRA Public Improvement 2,479,452 56,000 - - - - 2,535,452 2.3% 2601 HSA - Affordable Housing 3,543,699 103,100 - - 13,860 - 3,632,939 2.5% 2602 Local Housing Trust 1,985,421 - - - 13,830 - 1,971,591 -0.7% 2603 Housing & Urban Development Funds - 3,607,980 - 500,000 3,107,980 - - 0.0% 2900 Grant Funds - 580,060 - - 580,060 - - 0.0% 3000 Fund Balances and Budget Summary - All Funds
22 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2027 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 06/30/2028 Prior Year Fund 2014 COP Consolidation - - 154,500 - 154,500 - - 0.0% 4104 2018 Lease - Police Safety Building - - 6,050,800 - 6,050,800 - - 0.0% 4106 2018B COP TRIP - - 2,321,500 - 2,321,500 - - 0.0% 4107 2018 Lease - El Gablian Library - - 1,487,900 - 1,487,900 - - 0.0% 4110 2020A - Refund Bonds Series 500 - 1,689,900 - 1,689,700 - 700 40.0% 4111 2020B - Refund Bonds Series - - 412,000 - 412,000 - - 0.0% 4112 2024 Energy Efficiency - - 286,500 - 286,500 - - 0.0% 4113 Assessment District Administration (2,178) - - - - - (2,178) 0.0% 4201 Assessment District Debt Service (749,069) 6,900 - - - - (742,169) 0.9% 4202 A ssessment District Reserv e 2,148,872 63,200 - - - - 2,212,072 2.9% 4203 2019 Special Tax Bond - Monte Bella 1 398,492 199,200 - - 167,200 - 430,492 8.0% 4204 2019 Special Tax Bond - Monte Bella 2 341,369 162,500 - - 140,900 - 362,969 6.3% 4205 2019 Special Tax Bond - Monte Bella 3 366,374 184,000 - - 168,100 - 382,274 4.3% 4206 Fairways Golf Course 28 100,000 174,200 - 274,200 - 28 0.0% 6301 Twin Creeks Golf Course 46 60,000 - - - - 60,046 130434.8% 6302 Stormwater (NPDES) (1,570,359) 78,800 1,694,500 - 3,297,513 - (3,094,572) - 97.1% 6500 Crazy Horse Landfill 721 - - - - - 721 0.0% 6600 Water Utility 9 7,000 7,000 - 14,000 - 9 0.0% 6700 Affordable Housing 410,010 194,000 - - 90,000 - 514,010 25.4% 6950 Fleet Maintenance (1,666,524) - 1,670,000 - 3,339,495 - (3,336,019) -100.2% 7120 Successor Agency - SRA 1,811,587 1,077,800 - 948,200 - - 1,941,187 7.2% 8914 Successor Agency - Administration 23,952 10,000 - - 10,000 - 23,952 0.0% 8915 Proprietary Funds
Enterprise Funds
Municipal Airport 412,797 2,422,300 - 191,600 2,571,560 20,095 92,032 -77.7% 6100 Industrial Waste 4,937,790 4,206,700 - 146,100 2,794,500 - 6,203,890 25.6% 6200 Sewer 37,480,593 12,930,400 - 7,538,000 7,471,070 (3,600) 35,398,323 -5.6% 6400 Downtown Parking District (181,240) 457,000 948,200 36,700 1,680,100 - (492,840) -171.9% 6801 Preferential Parking 92,086 25,000 - - 21,500 - 95,586 3.8% 6802 Parking Enforcement 249 936,000 145,000 - 1,080,590 - 659 164.7% 6803 Permit Services 2,647,527 6,108,600 - 450,000 7,055,770 43,935 1,294,292 -51.1% 6900 Internal Service Funds
Internal Services Administration 220 - - - - - 220 0.0% 7101 General Insurances 769 215,000 1,961,000 - 2,176,236 - 533 -30.7% 7102 Worker's Comp. Self-Insurance 212,056 7,659,300 - - 7,367,110 - 504,246 137.8% 7103 General Liability Self-Insurance 863 684,900 5,056,000 - 5,741,040 - 723 -16.2% 7104 Total Operating Funds 74,316,196$ 245,416,591$ 26,649,180$ 29,370,680$ 250,344,017$ (760,524)$ 65,906,746$ -11.3% Fund Balances and Budget Summary - All Funds
23 Summaries & Schedules

Estimated Reserve Estimated Fund Balance
Fund Balance Revenues Transfers In Transfers Out Expenditures Allocation Fund Balance Change from 06/30/2027 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 F Y 27-28 06/30/2028 Prior Year Fund Capital Funds
Sewer & Storm Development Impact Fee (7,020,000)$ 150,000$ -$ 7,870,000$ -$ -$ (14,740,000)$ -110.0% 2301 Parks & Playground Development Impact Fee 860,872 103,200 - - - - 964,072 12.0% 2302 Library Development Impact Fee 616,181 72,600 - - - - 688,781 11.8% 2303 Street Trees Development Impact Fee 24,299 6,100 - - - - 30,399 25.1% 2304 Annexations Development Impact Fee (269) - - - - - (269) 0.0% 2305 Arterial Development Impact Fee 13,050,633 1,505,900 - 400,000 - - 14,156,533 8.5% 2306 Fire Development Impact Fee 892,581 59,900 - - - - 952,481 6.7% 2307 Police Development Impact Fee 2,648,201 180,000 - 2,467,000 - - 361,201 -86.4% 2308 Storm Sewer Development Impact Fee 770,056 221,100 - 921,200 - - 69,956 -90.9% 2311 Gas Tax 618,006 5,142,000 - 5,529,000 - - 231,006 -62.6% 2401 Measure X 247,542 6,541,700 - 6,303,500 - - 485,742 96.2% 2510 SB 1 Road Maintenance & Rehabilitation 1,894,661 5,068,100 - 4,650,000 - - 2,312,761 22.1% 2511 SB 1 Traffic Congestion Relief 660,986 19,500 - - - - 680,486 3.0% 2512 Special Construction - Federal & State - 10,555,000 - 10,555,000 - - - 0.0% 5201 Measure X Bonds 212,341 - - - - - 212,341 0.0% 5202 Assessment District - Projects 462,667 - - - - - 462,667 0.0% 5300 2019 Special Tax Bond Monte Bella #1 27,555 - - - - - 27,555 0.0% 5301 2019 Special Tax Bond Monte Bella #2 - - - - - - - 0.0% 5302 2019 Special Tax Bond Monte Bella #3 2,909 - - - - - 2,909 0.0% 5303 Capital Projects Fund 2,000,000 - 40,317,200 - 40,317,200 - 2,000,000 0.0% 5800 Vehicle Replacement Reserve 777,065 - 1,100,000 - 1,855,100 - 21,965 -97.2% 7121 Total Capital Funds 18,746,285$ 29,625,100$ 41,417,200$ 38,695,700$ 42,172,300$ -$ 8,920,585$ -52.4% Total All Funds 93,062,481$ 275,041,691$ 68,066,380$ 68,066,380$ 292,516,317$ (760,524)$ 74,827,332$ -19.6% Fund Balances and Budget Summary - All Funds
24 Summaries & Schedules

Transfers In Transfers Out Net
F Y 26-27 F Y 26-27 Transfers
1000 Gen
eral F und

90.2401 Gas Tax 2,095,000$ -$

90.2513 General Plan 229,180 -

95.2507 Municipal Art - 100,000

95.4104 2014 COP Consolidation - 155,400

95.4111 Refunding Bonds Series 2020A-1 Energy - 1,274,200

95.4112 Refunding 2020A-2 SVSWA - 662,600

95.4113 2024 Energy Efficiency - 275,300

95.6301 Fairways Golf Course - 154,600

95.6302 Twin Creeks Golf Course - 376,700

95.6500 Storm Sewer (NPDES) - 1,570,500

95.6700 Water Utility - 4,800

95.6803 Parking Enforcement - 71,000

95.7102 General Insurances - 1,359,300

95.7104 General Liability - 2,510,700

95.7120 Fleet Maintenance - 1,178,300

95.7121 Vehicle Replacement - 777,500 Total General Fund 2,324,180 10,470,900 (8,146,720)
1100 Measure E

95.4110 2018 Lease-El Gabilan Library - 1,460,700

95.4111 Refunding Bonds Series 2020A-1 Energy - 70,300

95.7102 General Insurances - 253,300

95.7104 General Liability - 468,000

95.7120 Fleet Maintenance - 219,600

95.7121 Vehicle Replacement - 144,900 Total Measure E - 2,616,800 (2,616,800) 1200 Measure G

95.4106 2018 Lease - Public Safety Bldg - 4,750,700

95.4111 Refunding Bonds Series 2020A-1 Energy - 5,500

95.7102 General Insurances - 310,400

95.7104 General Liability - 573,300

95.7120 Fleet Maintenance - 269,100

95.7121 Vehicle Replacement - 177,600 Total Measure G - 6,086,600 (6,086,600) 2100 Maintenance District F unds
2105 95.5800 Capital Projects - 60,000 2107 95.5800 Capital Projects - 15,000 2109 95.5800 Capital Projects - 50,000 Total Maintenance District Funds - 125,000 (125,000) 2300 Development Impact F ee F unds
2301 95.5800 Capital Projects - 7,170,000 2306 95.5800 Capital Projects - 5,189,000 2308 95.1200 Measure G - 1,234,000 2311 95.5800 Capital Projects - 574,200 Total Development Impact Fee Funds - 14,167,200 (14,167,200) Transfers In and Transfers Out
Fund
25 Summaries & Schedules

Transfers In Transfers Out Net
F Y 26-27 F Y 26-27 Transfers
2401 Gas T
ax

95.1000 General Fund - 2,095,000

95.5800 Capital Projects - 3,577,800

95.6500 Storm Sewer (NPDES) - 170,000 Total Gas Tax - 5,842,800 (5,842,800) 2507 Municipal Art

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

95.4107 Measure X Bonds - 2,338,800

95.5800 Capital Projects - 6,906,010 Total Measure X - 9,244,810 (9,244,810) 2511 SB1 Road Maintenance & Rehabilitation

95.5800 Capital Projects - 6,650,000 Total SB1 Road Maintenance & Rehabilitation - 6,650,000 (6,650,000) 2513 G eneral Plan

95.1000 General Fund - 229,180
Total General Plan - 229,180 (229,180) 2910 Community Development

95.5800 Capital Projects - 500,000 Total Community Development - 500,000 (500,000) 4100 Debt Service F unds
4104 90.1000 General Fund 155,400 -
4106 90.1200 Measure G 4,750,700 -
4106 90.2308 Development Impact Fee - Police 1,234,000 - 4107 90.2510 Measure X 2,338,800 -
4110 90.1100 Measure E 1,460,700 -
4111 90.1000 General Fund 1,274,200 -
4111 90.1100 Measure E 70,300 -
4111 90.1200 Measure G 5,500 -
4111 90.6100 Airport Fund 84,900 -
4111 90.6200 Industrial Waste 79,400 - 4111 90.6400 Sanitary Sewer 105,900 -
4111 90.6801 Downtown Parking 35,900 - 4112 90.1000 General Fund 662,600 -
4113 90.1000 General Fund 275,300 -
Total Debt Service Funds 12,533,600 - 12,533,600 5201 Special Construction - F ederal & State

95.5800 Capital Projects - 6,407,690 Total Special Construction - Federal & State - 6,407,690 (6,407,690) 5202 Measure X Bonds

95.5800 Capital Projects - 24,100 Total Measure X Bonds - 24,100 (24,100) Transfers In and Transfers Out
Fund
26 Summaries & Schedules

Transfers In Transfers Out Net
F Y 26-27 F Y 26-27 Transfers
6100 Ai
rport

95.4111 Refunding Bonds Series 2020A-1 Energy - 84,900

95.5800 Capital Projects - 195,000 Total Airport - 279,900 (279,900) 6200 Industrial Waste

95.4111 Refunding Bonds Series 2020A-1 Energy - 79,400

95.5800 Capital Projects - 65,000 Total Industrial Waste - 144,400 (144,400) 6301 F airways G olf Course

90.1000 General Fund 154,600 -
Total Fairways Golf Course 154,600 - 154,600 6302 Twin Creeks G olf Course

90.1000 General Fund 376,700 -
Total Twin Creeks Golf Course 376,700 - 376,700 6400 Sanitary Sewer

95.5800 Capital Projects - 9,330,000

95.4111 Refunding Bonds Series 2020A-1 Energy - 105,900 Total Sanitary Sewer - 9,435,900 (9,435,900) 6500 Storm Sewer (NPDES)

90.1000 General Fund 1,570,500 -

90.2401 Gas Tax 170,000 -
Total Storm Sewer (NPDES) 1,740,500 - 1,740,500 6700 Water Utility

90.1000 General Fund 4,800 -
Total Water Utility 4,800 - 4,800 6801 Downtown Parking

90.8914 Successor Agency - SRA 946,000 -

95.4111 Refunding Bonds Series 2020A-1 Energy - 35,900 Total Downtown Parking 946,000 35,900 910,100
6803 Parking Enforcement

90.1000 General Fund 71,000 -
Total Parking Enforcement 71,000 - 71,000 6900 Permit Services

95.5800 Capital Projects - 450,000 Total Permit Services - 450,000 (450,000) 7100 Internal Services F unds
7102 90.1000 General Fund 1,359,300 -
7102 90.1100 Measure E 253,300 -
7102 90.1200 Measure G 310,400 -
7104 90.1000 General Fund 2,510,700 -
Transfers In and Transfers Out
Fund
27 Summaries & Schedules

Transfers In Transfers Out Net
F Y 26-27 F Y 26-27 Transfers
7104 90.1100 Measure E 468,000 -
7104 90.1200 Measure G 573,300 -
Total Internal Services Funds 5,475,000 - 5,475,000 7120 F leet Maintenance

90.1000 General Fund 1,178,300 -

90.1100 Measure E 219,600 -

90.1200 Measure G 269,100 -
Total Fleet Maintenance 1,667,000 - 1,667,000 7121 Vehicle Replacement

90.1000 General Fund 777,500 -

90.1100 Measure E 144,900 -

90.1200 Measure G 177,600 -
Total Vehicle Replacement 1,100,000 - 1,100,000 8914 Successor Agency - SRA

95.6801 Downtown Parking District - 946,000 Total Successor Agency - SRA - 946,000 (946,000) 5800 Capital Projects F und

90.2105 NE Salinas Landscape Maintenance District 60,000 -

90.2107 Vista Nueva Maintenance District 15,000 -

90.2109 Monte Bella Maintenance District 50,000 -

90.2301 Development Impact Fee - Sanitary Sewer 7,170,000 -

90.2306 Development Impact Fee - Arterial 5,189,000 -

90.2311 Development Impact Fee - Storm Sewer 574,200 -

90.2401 Gas Tax 3,577,800 -

90.2510 Measure X 6,906,010 -

90.2511 SB1 Road Maintenance & Rehabilitation 6,650,000 -

90.2900 Community Development 500,000 -

90.5201 Special Construction - Federal & State 6,407,690 -

90.5202 Measure X Bonds 24,100 -

90.6100 Airport 195,000 -

90.6200 Industrial Waste 65,000 -

90.6400 Sanitary Sewer 9,330,000 -

90.6900 Permit Services 450,000 -
Total Capital Projects Fund 47,163,800 - 47,163,800 Total All Funds 73,657,180$ 73,657,180$ -$
Transfers In and Transfers Out
Fund
28 Summaries & Schedules

Transfers In Transfers Out Net
F Y 27-28 F Y 27-28 Transfers
1000 Gen
eral F und

90.2401 Gas Tax 2,095,000$ -$

90.2513 General Plan 229,180 -

95.2504 Vehicel Abatement - 166,000

95.2507 Municipal Art - 100,000

95.4104 2014 COP Consolidation - 154,500

95.4111 Refunding Bonds Series 2020A-1 Energy - 1,300,200

95.4112 Refunding 2020A-2 SVSWA - 412,000

95.4113 2024 Energy Efficiency - 286,500

95.6301 Fairways Golf Course - 174,200

95.6500 Storm Sewer (NPDES) - 1,524,500

95.6700 Water Utility - 7,000

95.6803 Parking Enforcement - 145,000

95.7102 General Insurances - 1,961,000

95.7104 General Liability - 3,604,300

95.7120 Fleet Maintenance - 1,190,500

95.7121 Vehicle Replacement - 784,200 Total General Fund 2,324,180 11,809,900 (9,485,720)
1100 Measure E

95.4110 2018 Lease-El Gabilan Library - 1,487,900

95.4111 Refunding Bonds Series 2020A-1 Energy - 71,700

95.7104 General Liability - 519,000

95.7120 Fleet Maintenance - 171,400

95.7121 Vehicle Replacement - 112,900 Total Measure E - 2,362,900 (2,362,900) 1200 Measure G

95.4106 2018 Lease - Public Safety Bldg - 3,583,800

95.4111 Refunding Bonds Series 2020A-1 Energy - 5,600

95.7104 General Liability - 932,700

95.7120 Fleet Maintenance - 308,100

95.7121 Vehicle Replacement - 202,900 Total Measure G - 5,033,100 (5,033,100) 2100 Maintenance District F unds
2105 95.5800 Capital Projects - 60,000 2107 95.5800 Capital Projects - 15,000 2109 95.5800 Capital Projects - 50,000 Total Maintenance District Funds - 125,000 (125,000) 2300 Development Impact F ee F unds
2301 95.5800 Capital Projects - 7,870,000 2306 95.5800 Capital Projects - 400,000 2308 95.1200 Measure G - 2,467,000 2311 95.5800 Capital Projects - 921,200 Total Development Impact Fee Funds - 11,658,200 (11,658,200) 2401 G as Tax

95.1000 General Fund - 2,095,000

95.5800 Capital Projects - 3,264,000 Transfers In and Transfers Out
Fund
29 Summaries & Schedules

Transfers In Transfers Out Net
F Y 27-28 F Y 27-28 Transfers

95.6500 St
orm Sewer (NPDES) - 170,000
Total Gas Tax - 5,529,000 (5,529,000) 2504 Vehicle Abatement

90.1000 General Fund 166,000 -
Total Vehicle Abatement 166,000 - 166,000 2507 Municipal Art

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

95.4107 Measure X Bonds - 2,321,500

95.5800 Capital Projects - 3,982,000 Total Measure X - 6,303,500 (6,303,500) 2511 SB1 Road Maintenance & Rehabilitation

95.5800 Capital Projects - 4,650,000 Total SB1 Road Maintenance & Rehabilitation - 4,650,000 (4,650,000) 2513 G eneral Plan

95.1000 General Fund - 229,180
Total General Plan - 229,180 (229,180) 2910 Community Development

95.5800 Capital Projects - 500,000 Total Community Development - 500,000 (500,000) 4100 Debt Service F unds
4104 90.1000 General Fund 154,500 -
4106 90.1200 Measure G 3,583,800 -
4106 90.2308 Development Impact Fee - Police 2,467,000 - 4107 90.2510 Measure X 2,321,500 -
4110 90.1100 Measure E 1,487,900 -
4111 90.1000 General Fund 1,300,200 -
4111 90.1100 Measure E 71,700 -
4111 90.1200 Measure G 5,600 -
4111 90.6100 Airport Fund 86,600 -
4111 90.6200 Industrial Waste 81,100 - 4111 90.6400 Sanitary Sewer 108,000 -
4111 90.6801 Downtown Parking 36,700 - 4112 90.1000 General Fund 412,000 -
4113 90.1000 General Fund 286,500 -
Total Debt Service Funds 12,403,100 - 12,403,100 5201 Special Construction - F ederal & State

95.5800 Capital Projects - 10,555,000 Total Special Construction - Federal & State - 10,555,000 (10,555,000) Transfers In and Transfers Out
Fund
30 Summaries & Schedules

Transfers In Transfers Out Net
F Y 27-28 F Y 27-28 Transfers
6100 Ai
rport

95.4111 Refunding Bonds Series 2020A-1 Energy - 86,600

95.5800 Capital Projects - 105,000 Total Airport - 191,600 (191,600) 6200 Industrial Waste

95.4111 Refunding Bonds Series 2020A-1 Energy - 81,100

95.5800 Capital Projects - 65,000 Total Industrial Waste - 146,100 (146,100) 6301 F airways G olf Course

90.1000 General Fund 174,200 -
Total Fairways Golf Course 174,200 - 174,200 6400 Sanitary Sewer

95.4111 Refunding Bonds Series 2020A-1 Energy - 108,000

95.5800 Capital Projects - 7,430,000 Total Sanitary Sewer - 7,538,000 (7,538,000) 6500 Storm Sewer (NPDES)

90.1000 General Fund 1,524,500 -

90.2401 Gas Tax 170,000 -
Total Storm Sewer (NPDES) 1,694,500 - 1,694,500 6700 Water Utility

90.1000 General Fund 7,000 -
Total Water Utility 7,000 - 7,000 6801 Downtown Parking

90.8914 Successor Agency - SRA 948,200 -

95.4111 Refunding Bonds Series 2020A-1 Energy - 36,700 Total Downtown Parking 948,200 36,700 911,500
6803 Parking Enforcement

90.1000 General Fund 145,000 -
Total Parking Enforcement 145,000 - 145,000 6900 Permit Services

95.5800 Capital Projects - 450,000 Total Permit Services - 450,000 (450,000) 7100 Internal Services F unds
7102 90.1000 General Fund 1,398,000 -
7102 90.1100 Measure E 201,300 -
7102 90.1200 Measure G 361,700 -
7104 90.1000 General Fund 3,604,300 -
7104 90.1100 Measure E 519,000 -
7104 90.1200 Measure G 932,700 -
Total Internal Services Funds 7,017,000 - 7,017,000 Transfers In and Transfers Out
Fund
31 Summaries & Schedules

Transfers In Transfers Out Net
F Y 27-28 F Y 27-28 Transfers
7120 F leet Maintenance

90.1000 General Fund 1,190,500 -

90.1100 Measure E 171,400 -

90.1200 Measure G 308,100 -
Total Fleet Maintenance 1,670,000 - 1,670,000 7121 Vehicle Replacement

90.1000 General Fund 784,200 -

90.1100 Measure E 112,900 -

90.1200 Measure G 202,900 -
Total Vehicle Replacement 1,100,000 - 1,100,000 8914 Successor Agency - SRA

95.6801 Downtown Parking District - 948,200 Total Successor Agency - SRA - 948,200 (948,200) 5800 Capital Projects F und

90.2105 NE Salinas Landscape Maintenance District 60,000 -

90.2107 Vista Nueva Maintenance District 15,000 -

90.2109 Monte Bella Maintenance District 50,000 -

90.2301 Development Impact Fee - Sanitary Sewer 7,870,000 -

90.2306 Development Impact Fee - Arterial 400,000 -

90.2311 Development Impact Fee - Storm Sewer 921,200 -

90.2401 Gas Tax 3,264,000 -

90.2510 Measure X 3,982,000 -

90.2511 SB1 Road Maintenance & Rehabilitation 4,650,000 -

90.2900 Community Development 500,000 -

90.5201 Special Construction - Federal & State 10,555,000 -

90.6100 Airport 105,000 -

90.6200 Industrial Waste 65,000 -

90.6400 Sanitary Sewer 7,430,000 -

90.6900 Permit Services 450,000 -
Total Capital Projects Fund 40,317,200 - 40,317,200 Total All Funds 68,066,380$ 68,066,380$ -$
Transfers In and Transfers Out
Fund
32 Summaries & Schedules
F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Actuals Adopted Projected Proposed Proposed
Revenues
Sales & Use Tax 91,922,938$ 91,015,000$ 91,015,000$ 97,550,000$ 101,915,000$ Property Tax 40,062,979 41,531,000 41,531,000 42,981,000 44,329,000 Franchise Fees 10,161,464 10,181,000 10,181,000 10,371,000 10,577,000 Transient Occupancy Tax 3,043,727 3,119,000 3,119,000 3,105,000 3,167,000 Utility Users Tax 15,283,481 14,003,000 15,758,000 15,819,000 16,373,000 Business License Tax 6,913,968 6,718,000 6,718,000 7,019,000 7,124,000 Licenses & Permits 1,039,976 834,500 834,500 702,500 807,500 Fines & Forfeitures 217,767 280,000 280,000 285,000 285,000 Investment Earnings 5,161,491 5,775,000 5,775,000 4,356,700 4,498,500 Intergovernmental 1,841,820 1,200,000 1,200,000 1,215,000 1,215,000 Charges for Services 8,554,393 6,342,260 6,342,260 6,863,500 7,067,000 Other Revenue 1,220,322 1,054,500 2,397,718 479,400 267,000 Transfers In 2,461,700 2,478,700 2,878,558 2,324,180 2,324,180 Total Revenues 187,886,026$ 184,531,960$ 188,030,036$ 193,071,280$ 199,949,180$ Expenditures
Salaries & Benefits 105,508,491$ 118,077,354$ 119,809,829$ 125,327,488$ $ 132,050,313 Overtime 8,347,072 8,197,119 8,232,119 9,932,549 9,952,269 Supplies & Services 31,194,036 34,179,977 38,889,095 40,870,257 40,937,394 Capital Outlay 1,218,957 1,265,055 1,562,443 929,995 929,995 Debt Service 409,580 409,600 409,600 - - Transfers Out 36,286,140 23,158,800 64,998,803 19,174,300 19,205,900 Total Expenditures 182,964,276$ 185,287,905$ 233,901,889$ 196,234,589$ 203,075,871$ Net Increase (Decrease) 4,921,750$ (755,945)$ (45,871,853)$ (3,163,309)$ (3,126,691)$ Revenues and Expenditures - General Funds
33 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Actuals Adopted Projected Proposed Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ -$ Property Tax 1,472,308 1,491,000 1,491,000 1,503,000 1,498,000 Franchise Fees 99,814 125,000 125,000 100,000 100,000 Transient Occupancy Tax - - - - - Utility Users Tax - - - - - Business License Tax - - - - - Licenses & Permits - - - - - Fines & Forfeitures 323,271 375,000 375,000 100,000 100,000 Investment Earnings 1,545,967 540,710 698,689 798,800 785,100 Intergovernmental 20,575,779 4,302,300 23,842,398 6,334,750 5,140,440 Charges for Services 2,343,892 1,182,410 2,003,851 1,870,851 1,870,851 Other Revenue 8,081,930 2,602,000 2,708,939 2,652,000 2,652,000 Transfers In 21,210,559 16,827,000 20,040,770 16,577,200 16,214,800 Total Revenues 55,653,520$ 27,445,420$ 51,285,647$ 29,936,601$ 28,361,191$ Expenditures
Salaries & Benefits 11,468,860$ 7,531,950$ 10,396,250$ 8,842,210$ 7,808,660$ Overtime 416,062 51,000 2,000 132,600 79,670 Supplies & Services 20,792,575 10,485,610 31,304,358 10,680,889 9,560,940 Capital Outlay 16,300,396 140,000 13,909,284 153,000 153,000 Debt Service 11,401,268 11,576,600 11,576,600 11,572,000 10,912,300 Transfers Out 3,790,935 1,962,300 5,927,830 1,800,180 1,802,380 Total Expenditures 64,170,095$ 31,747,460$ 73,116,323$ 33,180,879$ 30,316,950$ Net Increase (Decrease) (8,516,576)$ (4,302,040)$ (21,830,676)$ (3,244,278)$ (1,955,759)$ Revenues and Expenditures - Other Governmental Funds
34 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Actuals Adopted Projected Proposed Proposed
Revenues
Sales & Use Tax -$ -$ -$ -$ -$ Property Tax - - - - - Franchise Fees - - - - - Transient Occupancy Tax - - - - - Utility Users Tax - - - - - Business License Tax - - - - - Licenses & Permits - - - - - Fines & Forfeitures - - - - - Investment Earnings 2,796,663 782,000 782,000 1,636,300 1,608,000 Intergovernmental 19,814,292 20,182,497 20,767,497 21,435,490 26,167,100 Charges for Services 14,032,743 1,590,000 1,590,000 1,590,000 1,590,000 Other Revenue 260,632 260,000 260,000 260,000 260,000 Transfers In 28,793,100 29,351,297 134,458,996 48,263,800 41,417,200 Total Revenues 65,697,430$ 52,165,794$ 157,858,493$ 73,185,590$ 71,042,300$ Expenditures
Salaries & Benefits 724,444$ 105,000$ 2,841,946$ 771,000$ 771,000$ Overtime 28,592 - - - - Supplies & Services 7,679,467 4,465,200 32,117,623 13,754,700 8,635,200 Capital Outlay 21,169,941 26,200,097 101,546,547 34,523,100 32,236,000 Debt Service 559,626 434,570 434,570 808,100 530,100 Transfers Out 17,405,654 31,726,397 90,401,941 42,336,600 38,695,700 Total Expenditures 47,567,724$ 62,931,264$ 227,342,627$ 92,193,500$ 80,868,000$ Net Increase (Decrease) 18,129,706$ (10,765,470)$ (69,484,134)$ (19,007,910)$ (9,825,700)$ Revenues and Expenditures - Capital Project Funds
37 Summaries & Schedules
F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Actuals Adopted Projected Proposed Proposed
Revenues
Sales & Use Tax 91,922,938$ 91,015,000$ 91,015,000$ 97,550,000$ 101,915,000$ Property Tax 41,535,286 43,022,000 43,022,000 44,484,000 45,827,000 Franchise Fees 10,261,278 10,306,000 10,306,000 10,471,000 10,677,000 Transient Occupancy Tax 3,043,727 3,119,000 3,119,000 3,105,000 3,167,000 Utility Users Tax 15,283,481 14,003,000 15,758,000 15,819,000 16,373,000 Business License Tax 6,913,968 6,718,000 6,718,000 7,019,000 7,124,000 Licenses & Permits 6,364,823 4,031,000 4,031,000 3,999,000 4,104,000 Fines & Forfeitures 1,515,949 1,621,000 1,621,000 1,361,000 1,361,000 Investment Earnings 10,736,414 7,582,310 9,770,589 7,639,600 7,724,700 Intergovernmental 43,392,622 25,984,797 46,109,895 29,335,240 32,872,540 Charges for Services 34,825,204 19,648,070 26,749,511 29,531,051 30,228,551 Other Revenue 19,242,777 13,324,000 12,843,857 54,184,966 13,667,900 Transfers In 61,518,449 57,940,817 169,519,874 73,657,180 68,066,380 Total Revenues 346,556,916$ 298,314,994$ 440,583,726$ 378,156,037$ 343,108,071$ Expenditures
Salaries & Benefits 124,993,719$ 135,474,174$ 142,904,408$ 144,963,568$ $ 151,059,393 Overtime 8,935,597 8,339,619 8,234,119 10,160,649 10,130,439 Supplies & Services 80,772,109 70,455,042 125,116,115 87,547,602 81,290,790 Capital Outlay 38,790,388 27,907,352 117,979,478 37,606,095 33,829,995 Debt Service 14,706,303 14,227,670 14,227,670 17,144,200 16,205,700 Transfers Out 61,543,607 57,940,817 169,508,275 73,657,180 68,066,380 Total Expenditures 329,741,723$ 314,344,674$ 577,970,066$ 371,079,294$ 360,582,697$ Reserve Allocations 595,553 397,816 397,816 (2,932,877) 760,524 Net Increase (Decrease) 16,219,641$ (16,427,496)$ (137,784,155)$ 10,009,620$ (18,235,150)$ Total Expenditures (Above) 329,741,723 314,344,674 577,970,066 371,079,294 360,582,697 Capital Improvement Program (27,068,836) (29,351,297) (132,810,204) (47,163,800) (40,317,200) Total Expenditures (Restated) 302,672,887$ 284,993,377$ 445,159,861$ 323,915,494$ 320,265,497$ Revenues and Expenditures - All Funds
38 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Fund Name Actuals Adopted Projected Proposed Proposed
General Funds
1000 General Fund 132,945,824$ 130,012,960$ 133,511,036$ 138,438,580$ 143,997,980$ 1100 Measure E 18,539,721 18,461,000 18,461,000 18,326,800 18,764,300 1200 Measure G 36,400,481 36,058,000 36,058,000 36,305,900 37,186,900 Other Governmental Funds
2101 Maintenance District Administration - - - - - 2102 Woodside Park Maintenance District 73,891 63,700 63,700 67,800 67,700 2103 Downtown Mall Maintenance District - - - - - 2104 Airport Business Park Maintenance District 15,551 15,000 15,000 15,300 15,300 2105 NE Salinas Landscape District 889,344 822,300 822,300 846,600 845,800 2106 Harden Ranch Landscape District 163,528 153,100 153,100 155,500 155,400 2107 Vista Nueva Maintenance District 50,138 37,000 37,000 43,400 43,200 2108 Mira Monte Maintenance District 141,549 129,900 129,900 134,300 134,100 2109 Monte Bella Maintenance District 944,743 749,600 749,600 860,200 856,000 2201 Local Public Safety Fund - Prop 172 597,190 600,000 600,000 600,000 600,000 2202 Local Public Safety Fund - AB 3229 656,273 516,300 516,300 637,600 637,000 2501 Emergency Medical Service 1,738,646 - 95,990 - - 2502 Asset Forfeiture 60,652 32,300 32,300 39,700 39,500 2503 Traffic Safety 323,271 375,000 384,580 100,000 100,000 2504 Vehicle Abatement 252,344 160,000 160,000 160,000 326,000 2505 Recreation Parks 109,917 50,000 50,000 100,000 100,000 2506 PEG Cable Franchise 99,814 125,000 125,000 100,000 100,000 2507 Municipal Art 247,848 101,000 101,000 205,600 205,500 2508 Contributions & Donations 54,362 - 29,457 - - 2509 KDF Los Padres Development Social Svcs - - - - - 2513 G
eneral Plan 524,633 400,000 400,000 400,000 400,000 2514 National Opioid Settlement 510,948 - 279,306 178,200 167,500 2530 Residential Rental Registry 1,710,484 530,410 1,351,851 1,128,851 1,128,851 2601 SRA Public Improvement 83,013 31,700 31,700 57,000 56,000 2602 HSA - Affordable Housing 296,337 63,500 63,500 104,900 103,100 2603 Local Housing Trust 1,500,000 - 3,807,248 - - 2900 Housing & Urban Development Funds 15,991,252 2,833,310 10,918,786 3,567,110 3,607,980 3000 Grant Funds 3,747,647 822,400 8,425,930 1,804,740 580,060 4104 2014 COP Consolidation 228,064 232,700 232,700 155,400 154,500 4106 2018 Lease - Police Safety Building 5,438,687 5,987,400 5,987,400 5,984,700 6,050,800 4107 2018B COP TRIP 4,549,975 2,340,100 2,340,100 2,338,800 2,321,500 4110 2018 Lease - El Gablian Library 1,115,311 1,456,100 1,456,100 1,460,700 1,487,900 4111 2020A - Refund Bonds Series 1,591,295 1,623,800 1,623,800 1,656,100 1,689,900 4112 2020B - Refund Bonds Series 663,330 667,400 667,400 662,600 412,000 4113 2024 Energy Efficiency 4,813,053 263,500 263,500 275,300 286,500 4201 Assessment District Administration - - - - - 4202 Assessment District Debt Service 7,558 5,600 5,600 7,000 6,900 4203 A ssessment District Reserv e 94,326 35,500 35,500 64,300 63,200 4204 2019 Special Tax Bond - Monte Bella 1 188,471 197,700 197,700 199,400 199,200 4205 2019 Special Tax Bond - Monte Bella 2 153,050 154,800 154,800 162,600 162,500 4206 2019 Special Tax Bond - Monte Bella 3 176,070 180,000 180,000 184,000 184,000 6301 Fairways Golf Course 845,500 213,000 213,000 254,600 274,200 6302 Twin Creeks Golf Course 60,000 433,000 433,000 436,700 60,000 6500 Stormwater (NPDES) 1,751,682 1,749, 700 3,438,900 1,819,800 1,773,300 6600 Crazy Horse Landfill - - - - - Revenues & Transfers In - All Funds
Fund
39 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Fund Name Actuals Adopted Projected Proposed Proposed
6700 Water Utility 6,735 7,000 7,000 11,800 14,000 6950 Affordable Housing 131,110 192,000 192,000 194,100 194,000 7120 Fleet Maintenance 2,000,000 2,000,000 3,419,000 1,667,000 1,670,000 8914 Successor Agency - SRA 1,045,927 1,084,600 1,084,600 1,084,900 1,077,800 8915 Successor Agency - Administration 10,000 10,000 10,000 10,000 10,000 Enterprise Funds
6100 Municipal Airport 2,499,775 2,330,900 2,330,900 2,367,100 2,422,300 6200 Industrial Waste 4,242,573 2,748,900 2,748,900 4,097,900 4,206,700 6400 Sewer 4,304,419 3,887,500 10,017,500 53,397,766 12,930,400 6801 Downtown Parking District 1,470,354 1,401,100 4,329,240 1,403,000 1,405,200 6802 Preferential Parking 22,579 25,000 25,000 25,000 25,000 6803 Parking Enforcement 952,846 936,000 936,000 1,007,000 1,081,000 6900 Permit Services 7,826,514 7,210,400 7,210,400 6,111,300 6,108,600 Internal Service Funds
7101 Internal Services Administration 219 - - - - 7102 General Insurances 1,535,541 2,527,000 2,706,590 2,136,000 2,176,000 7103 Worker's Comp. Self-Insurance 7,422,257 6,960,000 6,960,000 7,361,400 7,659,300 7104 General Liability Self-Insurance 7,042,864 6,145,020 6,145,020 4,056,100 5,740,900 Capital Funds
2301 Sewer & Storm Development Impact Fee 1,016,025 337,000 337,000 150,000 150,000 2302 Parks & Playground Dev Impact Fee 104,296 76,400 76,400 104,200 103,200 2303 Library Development Impact Fee 24,488 64,700 64,700 72,800 72,600 2304 Street Trees Development Impact Fee 9,250 5,500 5,500 6,100 6,100 2305 Annexations Development Impact Fee - - - - - 2306 Arterial Development Impact Fee 11,656,749 1,254,400 1,254,400 1,514,800 1,505,900 2307 Fire Development Impact Fee 491,180 53,800 53,800 60,100 59, 900 2308 Police Development Impact Fee 1,913,789 148,400 148,400 181,000 180,000 2311 Development Fees - Storm Sewer - - - 222,300 221,100 2401 Gas Tax - 2107 2,336,690 4,715,400 4,715,400 4,989,000 5,142,000 2402 Gas Tax - 2106 444,176 - - - - 2403 Gas Tax - 2105 1,006,169 - - - - 2404 Gas Tax - Motor Vehicle Fuel Tax 1,548,492 - - - - 2510 Measure X 5,422,748 6,021,700 6,021,700 6,408,900 6,541,700 2511 SB 1 Road Maintenance & Rehabilitation 4,738,489 4,387,000 4,387,000 4,785,100 5,068,100 2512 SB 1 Traffic Congestion Relief 28,680 11,100 11,100 19,800 19,500 5101 Special Aviation - State - - - - - 5102 Special Aviation - Federal 700,821 - - - - 5201 Special Construction - Federal & State 4,984,424 5,739,097 6,324,097 6,407,690 10,555,000 5202 Special Construction - Measure X Bonds - - - - - 5203 Special Construction - Other 455,339 - - - - 5300 Assessment District - Projects 20,836 - - - - 5301 Special Tax Monte Bella - Projects 1,687 - - - - 5401 2024 Energy Efficiency 954,805 - - - - 5800 Capital Projects Fund 27,338,295 29,351,297 132,810,204 47,163,800 40,317,200 7121 Vehicle Replacement Reserve 500,000 - 1,648,791 1,100,000 1,100,000 Total Fund Revenues & Transfers In 346,556,916$ 298,314,994$ 440,583,726$ 378,156,037$ 343,108,071$ Revenues & Transfers In - All Funds
Fund
40 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Fund Name Actuals Adopted Projected Proposed Proposed
General Funds
1000 General Fund 128,406,514$ 126,765,358$ 146,751,845$ 136,036,153$ 142,317,208$ 1100 Measure E 15,029,367 24,765,920 34,632,476 21,166,700 21,879,680 1200 Measure G 39,528,395 33,756,627 52,517,568 39,031,736 38,878,983 Other Governmental Funds
2101 Maintenance District Administration 1,938 - - - - 2102 Woodside Park Maintenance District 33,859 46,080 46,080 46,270 46,730 2103 Downtown Mall Maintenance District - - - - - 2104 Airport Business Park Maintenance District 18,717 17,422 17,422 17,122 17,282 2105 NE Salinas Landscape District 775,469 813,500 821,970 868,630 871,850 2106 Harden Ranch Landscape District 139,378 135,150 135,150 135,750 135,910 2107 Vista Nueva Maintenance District 25,012 48,150 273,150 53,150 53,150 2108 Mira Monte Maintenance District 150,863 159,350 172,150 161,690 163,590 2109 Monte Bella Maintenance District 416,338 1,089,000 4,072,618 549,750 557,880 2201 Local Public Safety Fund - Prop 172 46,882 600,000 600,000 600,000 600,000 2202 Local Public Safety Fund - AB 3229 500,000 500,000 500,000 650,000 650,000 2501 Emergency Medical Service 1,688,976 - 18,158 - - 2502 Asset Forfeiture 4,128 30,000 30,000 30,000 30,000 2503 Traffic Safety 285,205 325,000 325,000 - - 2504 Vehicle Abatement 244,884 258,340 258,340 312,950 338,450 2505 Recreation Parks 14,746 22,900 22,900 22,900 22,900 2506 PEG Cable Franchise 145,000 145,000 145,000 250,000 250,000 2507 Municipal Art - 115,000 175,000 206,000 100,000 2508 Contributions & Donations 24,800 - 29,457 - - 2509 KDF Los Padres Development Social Svcs 17,175 - 40,000 40,000 40,000 2513 General Plan 1,109,607 1,887,570 1,887,570 1,301,280 401,230 2514 National Opioid Settlement - - 1,098,303 92,034 - 2530 Residential Rental Registry 286,231 530,410 1,997,970 949,330 969,740 2601 SRA Public Improvement - - - - - 2602 HSA - Affordable Housing 219 12,530 12,530 13,330 13,860 2603 Local Housing Trust 25,785 12,000 5,282,502 13,540 13,830 2900 Housing & Urban Development Funds 12,483,812 2,833,310 22,775,991 3,567,110 3,607,980 3000 Grant Funds 25,125,990 822,400 11,009,814 1,804,740 580,060 4104 2014 COP Consolidation 228,064 232,700 232,700 155,400 154,500 4106 2018 Lease - Police Safety Building 5,453,625 5,987,400 5,987,400 5,984,700 6,050,800 4107 2018B COP TRIP 2,336,275 2,340,100 2,340,100 2,338,800 2,321,500 4110 2018 Lease - El Gablian Library 1,117,515 1,456,100 1,456,100 1,460,700 1,487,900 4111 2020A - Refund Bonds Series 1,591,295 1,623,600 1,623,600 1,655,800 1,689,700 4112 2020B - Refund Bonds Series 663,580 667,400 667,400 662,600 412,000 4113 2024 Energy Efficiency 1,109,152 263,500 263,500 275,300 286,500 4201 Assessment District Administration - - - - - 4202 Assessment District Debt Service 51,173 51,700 51,700 - - 4203 A ssessment District Reserv e - - - - - 4204 2019 Special Tax Bond - Monte Bella 1 164,109 168,100 168,100 170,200 167,200 4205 2019 Special Tax Bond - Monte Bella 2 135,625 139,800 139,800 142,900 140,900 4206 2019 Special Tax Bond - Monte Bella 3 164,075 167,800 167,800 170,500 168,100 6301 Fairways Golf Course 229,997 249,700 249,700 257,200 274,200 6302 Twin Creeks Golf Course 723,465 439,200 439,200 437,500 - 6500 Stormwater (NPDES) 2,937,358 3,536, 023 3,524,023 3,390,168 3,297,513 6600 Crazy Horse Landfill - - - - - Expenditures & Transfers Out - All Funds
Fund
41 Summaries & Schedules

F Y 2024-25 F Y 2025-26 F Y 2025-26 F Y 2026-27 F Y 2027-28 Fund Name Actuals Adopted Projected Proposed Proposed
6700 Water Utility 11,656 14,000 14,000 14,000 14,000 6950 Affordable Housing 15,193 90,000 90,000 90,000 90,000 7120 Fleet Maintenance 2,721,366 2,959,625 2,996,525 3,333,535 3,339,495 8914 Successor Agency - SRA 946,093 947,600 947,600 946,000 948,200 8915 Successor Agency - Administration 5,467 10,000 10,000 10,000 10,000 Enterprise Funds
6100 Municipal Airport 2,511,399 2,546,490 3,990,837 2,933,540 2,763,160 6200 Industrial Waste 5,666,015 2,629,070 6,594,587 2,970,830 2,940,600 6400 Sewer 4,548,486 4,678,150 6,307,201 18,238,810 15,009,070 6801 Downtown Parking District 1,632,037 1,712,560 1,886,201 1,711,380 1,716,800 6802 Preferential Parking 6,470 22,800 22,800 21,500 21,500 6803 Parking Enforcement 1,081,309 1,094,430 1,184,430 1,078,730 1,080,590 6900 Permit Services 5,867,978 7,498,105 9,206,730 7,681,510 7,505,770 Internal Service Funds
7101 Internal Services Administration - 194,220 194,220 - - 7102 General Insurances 2,062,037 2,254,000 2,374,000 2,135,236 2,176,236 7103 Worker's Comp. Self-Insurance 7,384,992 6,730,480 6,730,480 7,344,210 7,367,110 7104 General Liability Self-Insurance 4,278,902 5,017,740 5,117,740 5,354,580 5,741,040 Capital Funds
2301 Sewer & Storm Development Impact Fee 103,573 471,200 2,326,303 7,170,000 7,870,000 2302 Parks & Playground Dev Impact Fee 61,914 - 1,115,755 - - 2303 Library Development Impact Fee - - - - - 2304 Street Trees Development Impact Fee - - 30,000 - - 2305 Annexations Development Impact Fee - - - - - 2306 Arterial Development Impact Fee 416,852 400,000 13,470,357 5,189,000 400,000 2307 Fire Development Impact Fee - - - - - 2308 Police Development Impact Fee - - - 1,234,000 2,467,000 2311 Development Fees - Storm Sewer - - - 574,200 921,200 2401 Gas Tax - 2107 1,704,630 6,326,000 6,418,728 5,842,800 5,529,000 2402 Gas Tax - 2106 327,931 - 198,217 - - 2403 Gas Tax - 2105 803,571 - 1,862,704 - - 2404 Gas Tax - Motor Vehicle Fuel Tax 600,659 - 2,990,934 - - 2510 Measure X 5,140,925 12,490,100 20,591,670 9,244,810 6,303,500 2511 SB 1 Road Maintenance & Rehabilitation 1,765,029 6,300,000 12,455,179 6,650,000 4,650,000 5101 Special Aviation - State 188 - (13,124) - - 5102 Special Aviation - Federal 41,215 - (227,479) - - 5201 Special Construction - Federal & State 6,211,424 5,739,097 25,512,824 6,407,690 10,555,000 5202 Special Construction - Measure X Bonds 6,068 - 25,870 24,100 - 5203 Special Construction - Other 221,863 - 3,644,003 - - 5300 Assessment District - Projects - - - - - 5401 2024 Energy Efficiency 954,805 - - - - 5800 Capital Projects Fund 27,068,836 29,351,297 132,810,204 47,163,800 40,317,200 7121 Vehicle Replacement Reserve 2,138,241 1,853,570 4,130,482 2,693,100 1,855,100 Total Fund Expenditures & Transfers Out 329,741,723$ 314,344,674$ 577,970,066$ 371,079,294$ 360,582,697$ Capital Improvement Program (27,068,836) (29,351,297) (132,810,204) (47,163,800) (40,317,200) Total Expenditures (Restated) 302,672,887$ 284,993,377$ 445,159,861$ 323,915,494$ 320,265,497$ Expenditures & Transfers Out - All Funds
Fund
42 Summaries & Schedules

2024-25 2025-26 2025-26 2026-27 2027-28
Revenue Sum m ary Actuals Adopted Projected Proposed Proposed Business License Tax 6,913,968 6,718,000 6,718,000 7,019,000 7,124,000 Charges for Services 8,554,393 6,342,260 6,342,260 6,863,500 7,067,000 Fines & Forfeitures 217,767 280,000 280,000 285,000 285,000 Franchise Fees 10,161,464 10,181,000 10,181,000 10,371,000 10,577,000 Intergovernmental 1,841,820 1,200,000 1,200,000 1,215,000 1,215,000 Investment Earnings 5,161,491 5,775,000 5,775,000 4,356,700 4,498,500 Licenses & Permits 1,039,976 834,500 834,500 702,500 807,500 Other Revenue* 1,220,322 1,054,500 2,397,718 479,400 267,000 Property Tax 40,062,979 41,531,000 41,531,000 42,981,000 44,329,000 Sales & Use Tax 91,922,938 91,015,000 91,015,000 97,550,000 101,915,000 Transfers In 2,461,700 2,478,700 2,878,558 2,324,180 2,324,180 Transient Occupancy Tax 3,043,727 3,119,000 3,119,000 3,105,000 3,167,000 Utility Users Tax 15,283,481 14,003,000 15,758,000 15,819,000 16,373,000 Total Revenues 187,886,026 184,531,960 188,030,036 193,071,280 199,949,180 2024-25 2025-26 2025-26 2026-27 2027-28
Department Actuals Adopted Projected Proposed Proposed
Administration 2,447,144 2,979,790 3,419,988 3,854,365 3,985,995 City Attorney 964,571 1,043,360 1,043,360 1,146,490 1,182,410 City Council 611,661 608,490 608,490 669,380 692,670 Community Development 6,253,953 7,047,678 8,022,140 9,315,372 9,663,442 Finance 7,048,728 8,571,200 8,601,538 8,726,210 9,017,480 Fire 28,779,870 32,839,517 33,329,975 35,348,877 36,618,799 Human Resources 2,077,985 2,282,460 2,397,460 2,432,500 2,555,290 Library & Community Svc 14,670,724 15,161,327 16,299,234 15,610,467 16,325,817 Non-Departmental 34,047,221 34,591,501 42,356,701 34,111,826 34,159,976 Police 59,585,616 64,431,730 65,768,326 68,244,080 71,427,900 P
ublic Works 14,313,855 14,730,852 16,934,966 16,775,022 17,446,092 Total Expenditures 170,801,328 184,287,905 198,782,178 196,234,589 203,075,871 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Salaries & Benefits 113,855,563 126,274,473 128,041,948 135,260,037 142,002,582 Supplies & Services 31,194,036 34,179,977 38,889,095 40,870,257 40,937,394 Capital Outlay 1,218,957 1,265,055 1,562,443 929,995 929,995 Debt Service 409,580 409,600 409,600 - - Transfers Out 24,123,192 22,158,800 29,879,091 19,174,300 19,205,900 Total Expenditures 170,801,328 184,287,905 198,782,178 196,234,589 203,075,871 2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 124,574,251 126,765,358 137,974,397 136,036,153 142,317,208 Measure E (1100) 14,409,879 23,765,920 24,362,693 21,166,700 21,879,680 Measure G (1200) 31,817,198 33,756,627 36,445,088 39,031,736 38,878,983 Total Expenditures 170,801,328 184,287,905 198,782,178 196,234,589 203,075,871 Revenues & Operating Expenditures - General Funds Detail 43 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
44 Summaries & Schedules

Department F Y 2023-24 F Y 2024-25 F Y 2025-26 F Y 2026-27 F Y 2027-28 Police (Sworn) 161.00 157.00 157.00 162.00 162.00
Police (Non-Sworn) 52.00 51.00 55.00 56.00 56.00
Fire (Sworn) 97.00 97.00 97.00 106.00 97.00
Fire (Non-Sworn) 7.00 7.00 8.00 8.00 8.00
Total Public Safety 317.00 312.00 317.00 332.00 323.00
Mayor and City Council 7.00 7.00 7.00 7.00 7.00
Administration 10.00 10.00 17.00 19.00 19.00
Human Resources 11.00 11.00 11.00 11.00 11.00
Finance 31.00 31.00 32.00 33.00 33.00
City Attorney's Office 6.00 6.00 6.00 6.00 6.00
Community Development 67.00 76.00 80.00 82.00 84.00
Public Works (Engineering) 34.18 33.18 37.28 38.78 38.78 Public Works (Maintenance) 88.82 89.82 80.22 83.72 83.72 Recreation & Parks 34.00 33.00 33.00 33.00 33.00
Library 41.50 41.00 40.00 41.00 41.00
Total Non-Public Safety 330.50 338.00 343.50 354.50 356.50 Total City-Wide 647.50 650.00 660.50 686.50 679.50
City-Wide Workforce Summary
45 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Accountant Auditor 1.00 1.00 - 1.00 - Accounting Manager 1.00 1.00 - 1.00 - Administrative Aide 3.00 3.00 - 3.00 - Administrative Aide - LT 1.00 1.00 - 1.00 - Administrative Analyst I 8.00 9.00 1.00 9.00 - Administrative Analyst I - LT 5.00 4.00 (1.00) 4.00 - Administrative Clerk I 1.00 1.00 - 1.00 - Administrative Fire Captain 1.00 1.00 - 1.00 - Administrative Secretary 5.00 5.00 - 5.00 - Airport Director 0.00 1.00 1.00 1.00
Airport Maint Worker 2.00 2.00 - 2.00 - Airport Manager 1.00 0.00 (1.00) 0.00 -
Airport Operations Supervisor 1.00 1.00 - 1.00 - Animal Services Office Asst 1.00 0.00 (1.00) 0.00 - Assistant Chief of Police 1.00 1.00 - 1.00 - Assistant City Attorney 2.00 2.00 - 2.00 - Assistant City Clerk 1.00 1.00 - 1.00 - Assistant City Manager 1.00 1.00 - 1.00 - Assistant Engineer 7.00 7.00 - 7.00 - Assistant Finance Director 1.00 1.00 - 1.00 - Assistant Planner 4.00 4.00 - 4.00 - Assistant PW Director / City Engineer 1.00 1.00 - 1.00 - Assistant to the City Manager 1.00 1.00 - 1.00 - Associate Engineer 1.00 1.00 - 1.00 - Associate Planner 3.00 2.00 (1.00) 2.00 - Asst Community Development Director 2.00 1.00 (1.00) 1.00 - Battalion Chief 3.00 3.00 - 3.00 - Building Permit Specialist 1.00 0.00 (1.00) 0.00 - Business Navigator 1.00 1.00 - 1.00 - Business Systems Analyst 2.00 2.00 - 2.00 - Chief Assistant City Attorney 1.00 1.00 - 1.00 - Chief Building Official 1.00 1.00 - 1.00 - Chief of Planning 0.00 1.00 1.00 1.00 - Chief of Police 1.00 1.00 - 1.00 - City Attorney 1.00 1.00 - 1.00 -

46 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
City Clerk 1.00 0.00 (1.00) 0.00 -
City Council 6.00 6.00 - 6.00 - City Manager 1.00 1.00 - 1.00 - City Mayor 1.00 1.00 - 1.00 -
Code Enforcement Manager 1.00 1.00 - 1.00 - Code Enforcement Officer I / II 5.00 6.00 1.00 7.00 1.00 Combination Building Inspector I 3.00 4.00 1.00 5.00 1.00 Combination Building Inspector II 1.00 1.00 - 1.00 - Communications Specialist 1.00 1.00 - 1.00 - Community Development Analyst 4.00 5.00 1.00 5.00 - Community Development Analyst - LT 2.00 2.00 - 2.00 - Community Development Director 1.00 1.00 - 1.00 - Community Education Manager 1.00 1.00 - 1.00 - Community Outreach Asst 1.00 1.00 - 1.00 - Community Outreach Asst - LT 10.00 9.00 (1.00) 9.00 - Community Relations Manager 1.00 1.00 - 1.00 - Community Safety Administrator 0.00 0.00 - 0.00 - Community Service Aide 3.00 3.00 - 3.00 - Community Service Officer 14.00 14.00 - 14.00 - Community Services Manager 2.00 2.00 - 2.00 - Computer Systems Administrator 1.00 1.00 - 1.00 - Confidential Office Technician 3.00 3.00 - 3.00 - Construction Inspector 3.00 3.00 - 3.00 - Construction Inspection Manager 0.00 1.00 1.00 1.00 - Crime Analyst 2.00 2.00 - 2.00 - Criminalist 1.00 1.00 - 1.00 - Customer Experience Manager 1.00 1.00 - 1.00 - Cybersecurity Specialist 1.00 1.00 - 1.00 - Deputy Chief of Police 0.00 1.00 1.00 1.00 - Deputy City Engineer 0.00 0.00 - 0.00 - Deputy City Manager/City Clerk 0.00 1.00 1.00 1.00 - Deputy Director of Economic Dev 0.00 1.00 1.00 1.00 - Deputy Director of Lib & Comm Serv 0.00 2.00 2.00 2.00 - Deputy Director of Information Tech 0.00 1.00 1.00 1.00 - Deputy Fire Chief 1.00 1.00 - 1.00 -

47 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Deputy Fire Marshal 1.00 1.00 - 1.00 - Deputy Librarian 1.00 0.00 (1.00) 0.00 -
Division Manager 2.00 1.00 (1.00) 1.00 -
Economic Development Analyst 0.00 1.00 1.00 1.00 - Emergency Vehicle Upfitter 1.00 2.00 1.00 2.00 - Engineering Aide I 3.00 2.00 (1.00) 2.00 - Engineering Aide II 1.00 2.00 1.00 2.00 - Engineering Division Manager 0.00 1.00 1.00 1.00 - Env Compl Insp I 1.00 1.00 - 1.00 - Env Compl Insp II 1.00 1.00 - 1.00 - Equipment Mechanic Crew Sup 1.00 1.00 - 1.00 - Equipment Mechanic I 3.00 3.00 - 3.00 - Equipment Mechanic II 3.00 3.00 - 3.00 - Executive Assistant 1.00 1.00 - 1.00 - Facilities Maint Manager 1.00 1.00 - 1.00 - Facility Maint Mechanic 3.00 3.00 - 3.00 - Finance Director 1.00 1.00 - 1.00 - Finance Management Analyst 1.00 1.00 - 1.00 - Finance Manager 0.00 1.00 1.00 1.00 - Fire Captain 24.00 24.00 - 24.00 - Fire Chief 1.00 1.00 - 1.00 -
Fire Division Chief 3.00 3.00 - 3.00 - Fire Engineer 24.00 24.00 - 24.00 - Fire Inspector II 3.00 3.00 - 3.00 - Firefighter 40.00 49.00 9.00 40.00 (9.00)
Fleet Maint Manager 1.00 1.00 - 1.00 - Forensic Specialist I 2.00 2.00 - 2.00 - Forensic Specialist II 1.00 1.00 - 1.00 - GIS Administrator 1.00 1.00 - 1.00 - GIS Analyst I 1.00 1.00 - 1.00 - GIS Analyst III 1.00 1.00 - 1.00 - GIS Technician I 0.00 1.00 1.00 1.00 - GIS Technician II 1.00 0.00 (1.00) 0.00 - Graffiti Abatement Worker 1.00 1.00 - 1.00 - Homeless Services Manager 1.00 1.00 - 1.00 -

48 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Human Resource Analyst I 1.00 1.00 - 1.00 - Human Resources Director 1.00 1.00 - 1.00 - Human Resources Manager 2.00 2.00 - 2.00 - Human Resources Technician 3.00 3.00 - 3.00 - Information Systems Manager 1.00 0.00 (1.00) 0.00 - Information Technologies Tech I 2.00 2.00 - 2.00 - Information Technologies Tech II 3.00 3.00 - 3.00 - Inmate Crew Coordinator 1.00 1.00 - 1.00 - Inspection Services Manager 1.00 1.00 - 1.00 - Integration/Applications Admin 1.00 1.00 - 1.00 - Inventory Technician 1.00 1.00 - 1.00 - Investigative Specialist 2.00 2.00 - 2.00 - Junior Engineer 6.00 6.00 - 6.00 - Librarian I 9.50 9.50 - 9.50 - Librarian II 2.00 2.00 - 2.00 - Library Automation Services Coord 0.00 0.00 - 0.00 - Library Clerk 10.00 10.00 - 10.00 - Library Community Services Director 1.00 1.00 - 1.00 - Library Technician 6.00 6.00 - 6.00 - Library Technology Coordinator 1.00 1.00 - 1.00 - Literacy Assistant 2.00 2.00 - 2.00 - Literacy Specialist 0.50 0.50 - 0.50 - Maintenance Manager 1.00 1.00 - 1.00 - Management Analyst 8.00 9.00 1.00 9.00 - Neighborhood Services Coord 3.00 3.00 - 3.00 - Network System Specialist 1.00 1.00 - 1.00 - Network/Sys Administrator 1.00 1.00 - 1.00 - NPDES Permit Manager 1.00 1.00 - 1.00 - Office Technician 7.50 8.50 1.00 8.50 - Park Maint Crew Sup 1.00 1.00 - 1.00 - Park Maint Worker 13.00 13.00 - 13.00 - Park Operations Manager 1.00 1.00 - 1.00 - Payroll Supervisor 1.00 2.00 1.00 2.00 - Payroll Technician 1.00 1.00 - 1.00 - Permit Analyst 1.00 1.00 - 1.00 -

49 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Permit Center Clerk 3.00 4.00 1.00 4.00 - Permit Center Coordinator 1.00 1.00 - 1.00 - Permit Services Technician 4.00 4.00 - 4.00 - Plan Checker I 2.00 4.00 2.00 4.00 -
Plan Checker II 1.00 0.00 (1.00) 0.00 -
Planning Manager 3.00 3.00 - 3.00 - Police Commander 7.00 7.00 - 7.00 - Police Officer 125.00 129.00 4.00 129.00 - Police Records Coordinator 1.00 1.00 - 1.00 - Police Sergeant 23.00 23.00 - 23.00 - Police Services Administrator 1.00 1.00 - 1.00 - Police Services Technician 9.00 9.00 - 9.00 - Property/Evidence Supervisor 1.00 1.00 - 1.00 - Property/Evidence Technician 2.00 2.00 - 2.00 - Public Safety Facilities Worker 1.00 1.00 - 1.00 - Public Safety Information Officer 0.00 1.00 1.00 1.00 - Public Safety Recruitment Coordinator 0.00 1.00 1.00 1.00 - Public Service Maint Crew Sup 2.00 2.00 - 2.00 - Public Service Maint Worker I 2.00 3.00 1.00 3.00 - Public Service Maint Worker II 17.00 18.00 1.00 18.00 - Public Service Maint Worker III 8.00 9.00 1.00 9.00 - Public Service Maint Worker IV 5.00 5.00 - 5.00 - Public Works Admin Supervisor 2.00 2.00 - 2.00 - Public Works Assistant 1.00 1.00 - 1.00 - Public Works Compl Officer I 1.00 1.00 - 1.00 - Public Works Director 1.00 1.00 - 1.00 - Public Works Resource Coordinator 1.00 1.00 - 1.00 - Rec-Parks Superintendent 1.00 0.00 (1.00) 0.00 - Recreation Assistant 0.00 1.00 1.00 1.00 - Recreation Coordinator 5.00 5.00 - 5.00 - Risk and Benefits Analyst 1.00 1.00 - 1.00 - Senior Accountant 2.00 2.00 - 2.00 - Senior Buyer 1.00 1.00 - 1.00 - Senior Civil Engineer 2.00 2.00 - 2.00 - Senior Code Enforcement Officer 1.00 1.00 - 1.00 -

50 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Senior Librarian 2.00 2.00 - 2.00 - Senior Planner 5.00 4.00 (1.00) 4.00 -
Senior Police Services Tech 3.00 3.00 - 3.00 - Senior Recreation Assistant 2.00 2.00 - 2.00 - Sports Program Asst 1.00 1.00 - 1.00 - Sr Accounting Clerk 2.00 2.00 - 2.00 - Sr Accounting Technician 5.00 5.00 - 5.00 - Sr Airport Maintenance Worker 0.00 1.00 1.00 1.00 - Sr Airport Technician 1.00 0.00 (1.00) 0.00 - Sr Community Development Analyst 1.00 1.00 - 1.00 - Sr Construction Inspector 1.00 1.00 - 1.00 - Sr Economic Development Manager 1.00 0.00 (1.00) 0.00 - Sr Equipment Mechanic 1.00 1.00 - 1.00 - Sr Facility Maint Mechanic 1.00 1.00 - 1.00 - Sr Finance Management Analyst 1.00 0.00 (1.00) 0.00 - Sr Human Resource Analyst 1.00 1.00 - 1.00 - Sr Human Resources Technician 1.00 1.00 - 1.00 - Sr Park Maint Worker 1.00 1.00 - 1.00 - Sr Pump Maint Mechanic 1.00 1.00 - 1.00 - Sr Risk Management Technician 1.00 1.00 - 1.00 - Sr Urban Forestry Worker 1.00 1.00 - 1.00 - Sr Wastewater Operator 1.00 1.00 - 1.00 - Stormwater Analyst 1.00 1.00 - 1.00 - Stormwater Compl Inspector 1.00 1.00 - 1.00 - Street Maint Manager 1.00 1.00 - 1.00 - Supervising Plan Checker 1.00 1.00 - 1.00 - Supervising Police Services Tech 3.00 3.00 - 3.00 - Supt of Maint Services 1.00 1.00 - 1.00 - Sustainability Analyst 1.00 1.00 - 1.00 - Technical Services Manager 1.00 1.00 - 1.00 - Urban Forestry Crew Supervisor 1.00 1.00 - 1.00 - Urban Forestry Worker I 2.00 3.00 1.00 3.00 - Urban Forestry Worker II 4.00 3.00 (1.00) 3.00 - Victim Advocate 1.00 1.00 - 1.00 - Wastewater Crew Supervisor 2.00 2.00 - 2.00 -

51 Summaries & Schedules

City-Wide Workforce Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Wastewater Manager 1.00 1.00 - 1.00 - Wastewater Operator 1.00 1.00 - 1.00 - Wastewater Operator-In-Training 1.00 1.00 - 1.00 -

Total Positions 660.50 686.50 26.00 679.50 (7.00)

52 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 53 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 2024/25.

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

Measure E tax collections are projected to increase $480,000 or 2.8% in FY 2026/27 and another $448,000 or 2.5% in FY 2027/28. 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.

$17.2 $18.0 $17.2 $17.7 $18.2
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
$20
FY 2023/24 Actual FY 2024/25 Actual FY 2025/26 Budget FY 2026/27 Budget FY 2027/28 Budget Millions
54 Measure E

The Measure E proposed biennial budget by department/program is as follows:

The number of positions funded by Measure E for the biennial budget is summarized as follows:

Amount P ercent Amount Percent
El Gabilan Library Debt 1,460,700 6.9% 1,487,900 7.0% Emergency Services 539,700 2.5% 554,400 2.6%
Fire 866,520 4.1% 913,810 4.3%
Information Technology 498,000 2.4% - 0.0% Internal Services, Fleet & Energy Debt 1,156,100 5.5% 875,000 4.1% Library 6,723,460 31.8% 7,014,130 33.1%
Police 7,173,670 33.9% 8,005,930 37.8%
Recreation 2,748,550 13.0% 3,028,510 14.3%
Total 21,166,700 100. 0% 21,879,680 100.0%
FY 2026/27 FY 2027/28
FY 2026/27 FY 2027/28
Po
lice - Sworn 7.0 8.0
Police - Non-Sworn Support 25.0 25.0
Fire - Sworn 1.0 1.0
Fire - Non-Sworn Support 2.0 2.0
Parks & Recreation 17.0 17.0
Library 40.5 40.5
Total 92.5 93.5
55 (This page intentionally left blank)
56 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 ref lect 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 57 Measure G

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

As approved by the City Council on March 31, 2015 and adopted by resolution on April 14, 2015, the Committee shall meet three times per year:

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

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

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

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

The City received $5.4 million for the last quarter of FY 2014/15 and $22.6 million for FY 2015/16, the first full year of collections. Modest increases occurred over the next five years with a minor decline in FY 19-20 due to the COVID-19 pandemic. Significant improvements occurred for FY 2020/21 through FY 2024/25 . Projections indicate revenues could remain relatively flat in the coming years.

$34.5 $36.0 $34.5 $35.4 $36.3
$0
$5
$10
$15
$20
$25
$30
$35
$40
FY 2023/24 Actual FY 2024/25 Actual FY 2025/26 Budget FY 2026/27 Budget FY 2027/28 Budget Millions
58 Measure G

The Measure G proposed biennial budget by department/program is as follows:

The number of positions funded by Measure G for the biennial budget is summarized as follows:

Amount Per cent Amount Percent
Community Development 1,862,980 4. 8% 1,951,200 5.0% Emergency Services 661,300 1. 7% 679,300 1.7% Fire 3,141,272 8. 0% 2,838,149 7.3%
Internal Services, Fleet & Energy Debt 1,335,900 3. 4% 1,449,300 3.7% Police 13,419,700 34.4% 14,038,200 36.0%
Public Safety Building Debt 4,750,700 12. 2% 3,583,800 9.2% Public Works 8,020,027 20. 5% 8,354,457 21.4%
Recreation 5,839,857 15. 0% 5,984,577 15.3%
Total 39,031,736 100.0% 38,878,983 100.0%
FY 2026/27 FY 2027/28
FY 2026/27 FY 2027/28
Pol
ice - Sworn 20.0 20.0
Police - Non-Sworn Support 17.0 17.0
Fire - Sworn 10.4 7.8
Fire - Non-Sworn Support 1.0 1.0
Community Development 11.0 12.0
Public Works 41.3 41.3
Parks & Recreation 15.5 15.5
Total 116.1 114. 5
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60 Administration Department
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. 61 Administration Department

Department Budget Summary

Expected FY 2026-27 Service Delivery

• Implement the City of Salinas Employee Recognition Program as a city-wide initiative to support employee retention and morale.

• Conduct the 2026 General Municipal Election consisting of four City Council seats and Ballot Measure for the potential extension of the existing Measure G Sales Tax and Rent Stabilization Referendum Ordinance.

• Impelemnt ZenCity, communication platform to support information sharing, gathering, analyze, measure and assess engagement and communication response and interventions.

• Implement the City of Salinas Strategic Plan by further identifying actionable items, programs, policies and initiatives across all city departments to establish a clear vision for a thriving, inclusive and resilient community.

• Create a Business Retention & Expansion Program to connect business with resources to grow and expand by end of 2026 using direct outreach and an annual small business survey to connect Salinas businesses.

Expected FY 2027-28 Service Delivery

• Continue to explore technology to improve access to information (including a multilingual chatbot improving access to website content and other services.

• Create an Economic Development Website & Dashboard to feature real estate tracking of available properties, vacancies, and development opportunities for completion in 2027.

• Expand the electronic records management solution city -wide increasing efficiency and public access to city records. (Strategic Goal: City Services)

FY 2025-26 Top Accomplishments

• Established the Economic Development division under the City Manager’s office with a focus on increasing the City’s revenue source. (Strategic Goal: City Services)

• Developed and implemented a communication and engagement strategy increasing community outreach and engagement around City services, projects, fiscal management, and strategic plan objectives progress. (Strategic Goal: City Services)

• Implemented a City of Salinas Legislative Platform as a foundation for engagement in shaping state legislation and funding that directly impact Salinas’ residents. (Strategic Goal: City Services)

62 Administration Department

• Developed and implement the City of Salinas Organizational Values – ACT – In – Service Excellence. (Goal: City Services)

• Developed and implemented a Leadership and Supervisory Training program designed to enhance management and leadership skills, and developing effective leaders. (Strategic Goal: City Services)

63 Administration Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 2,154,956 2,882,580 3,222,778 3,854,365 3,985,995 Measure G (1200) 292,187 97,210 197,210 - - Total Expenditures 2,447,144 2,979,790 3,419,988 3,854,365 3,985,995 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 451,557 871,400 1,268,398 1,268,675 1,269,385 Personnel 1,995,587 2,108,390 2,151,590 2,585,690 2,716,610 Total Expenditures 2,447,144 2,979,790 3,419,988 3,854,365 3,985,995 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
City Clerk 641,532 840,400 988,979 945,610 979,170 City Manager`s Office 1,805,612 1,061,740 1,125,764 1,077,700 1,131,570 Communications - 495,610 494,905 761,580 543,180 Community Safety - 20,750 10,750 34,250 35,750 Economic Development - 561,290 799,590 1,035,225 1,296,325 Total Expenditures 2,447,144 2,979,790 3,419,988 3,854,365 3,985,995 General Funds Operating Expenditures Detail
64 Administration Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Secretary 1.00 1.00 - 1.00 - Airport Director 0.00 1.00 1.00 1.00 - Airport Maint Worker 2.00 2.00 - 2.00 - Airport Manager 1.00 0.00 (1.00) 0.00 -
Airport Operations Supervisor 1.00 1.00 - 1.00 - Assistant City Clerk 1.00 1.00 - 1.00 - Assistant City Manager 1.00 1.00 - 1.00 - Assistant to the City Manager 1.00 1.00 - 1.00 - Business Navigator 0.00 1.00 1.00 1.00 - City Clerk 1.00 0.00 (1.00) 0.00 -
City Manager 1.00 1.00 - 1.00 - Communications Specialist 1.00 1.00 - 1.00 - Community Relations Manager 1.00 1.00 - 1.00 - Confidential Office Technician 1.00 1.00 - 1.00 - Deputy City Manager/City Clerk 0.00 1.00 1.00 1.00 - Deputy Director of Economic Dev 0.00 1.00 1.00 1.00 - Diversity Equity & Incl Officer 0.00 0.00 - 0.00 - Economic Development Analyst 0.00 1.00 1.00 1.00 - Executive Assistant 1.00 1.00 - 1.00 - Office Technician 1.00 1.00 - 1.00 - Sr Airport Technician 1.00 0.00 (1.00) 0.00 - Sr Airport Maintenance Worker 0.00 1.00 1.00 1.00 - Sr Economic Development Mgr 1.00 0.00 (1.00) 0.00 -

Total Positions 17.00 19.00 2.00 19.00 0.00

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66 City Attorney Department
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 litigati on; 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 tho se 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.
67 City Attorney Department

Department Budget Summary

Expected FY 2026-27 Service 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 projects. (Strategic Goals: Economic Development, City Services & Housing)

Advise and support the Community Development Department’s implementation of the Rent Stabilization Program. (Strategic Goals: City Services & Housing) • Coordinate with the Human Resources Department on the review and update of personnel policies and procedures, including advice on labor relations, labor-related litigation, and engagement with the City’s bargaining groups. (Strategic Goal: City Services)

• Support the City Manager and Human Resources Director during continued negotiations with the City’s bargaining groups. (Strategic Goal: City Services)

• Manage civil litigation, with support from outside counsel. Work to resolve remaining litigation related to Project Homekey. (Strategic Goal: Economic Development & Housing)

• Support Code Enforcement on enforcement actions, including Receivership cases and administrative fines and orders. (Strategic Goal: Public Safety)

• Prosecute misdemeanor violations of the Municipal Code. (Strategic Goal: Public Safety)

• Continue coordination with the City Manager, City Clerk, and City Council on a review, update, and implementation of the City Council’s norms and rules of procedure and 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 Salinas Zoning Code. (Strategic Goal:

Economic Development, Infrastructure, & Housing)

• Support review and processing of housing and retail/commercial projects proposed for City Parking Lots 8 and 12. (Strategic Goal: Economic Development & Housing)

• Continue review of internal City policies and procedures and Municipal Code and update as needed to conform to current laws and regulations. (Strategic Goal: City Services)

• Support and advise on a potential renewal of the Measure G tax measure for the November 2026 ballot. (Strategic Goal: City Services)

• Support and advise the City Council and City Clerk on the referendum measure (related to Rent Stabilization Program ordinances) on the November 2026 ballot. (Strategic Goal; City Services)
68 City Attorney Department

• Support and advise the City Manager and Finance Director on updates of the City’s fee programs. (Strategic Goal: City Services)

• Support amendments to the Salinas Ag Industrial Center Specific Plan to support additional development within the project area. (Strategic Goal: Economic Development)

Expected FY 2027-28 Service Delivery

• Advise and support the Community Development Department’s implementation of the Rent Stabilization Program. (Strategic Goals: City Services & Housing)

• Manage civil litigation, with support from outside counsel. (Strategic Goal: Economic Development & Housing)

• Support Code Enforcement on enforcement actions, including Receivership cases and administrative fines and orders. (Strategic Goal: Public Safety)

• Prosecute misdemeanor violations of the Municipal Code. (Strategic Goal: Public Safety)

• Advise and support the Community Development Department on the update to the Salinas General Plan and the update to the Salinas Zoning Code. (Strategic Goal:

Economic Development, Infrastructure, & Housing)

• Support review and processing of housing and retail/commercial projects proposed for City Parking Lots 8 and 12. (Strategic Goal: Economic Development & Housing)

• Continue review of internal City policies and procedures and Municipal Code and update as needed to conform to current laws and regulations. (Strategic Goal: City Services)

• Support the City Manager and Human Resources Director during continued negotiations with the City’s bargaining groups. (Strategic Goal: City Services)

• Coordinate with the Human Resources Department on labor relations, labor-related litigation, and engagement with the City’s bargaining groups. (Strategic Goal: City Services)

69 City Attorney Department

FY 2025-26 Top Accomplishments

• Land Disposition and Development Agreement for City Parking Lots 8 and 12 prepared and approved by City Council to allow for the development of additional housing units, a hotel, and retail/commercial uses in the downtown area.

• Defended litigation brought against the Amazon fulfillment center project being developed in the Salinas Ag Industrial Center.

• Resolved two components of the litigation related to the three Project Homekey properties in Salinas.

70 City Attorney Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 964,571 1,043,360 1,043,360 1,146,490 1,182,410 Total Expenditures 964,571 1,043,360 1,043,360 1,146,490 1,182,410 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 131,523 197,800 197,800 208,150 208,150 Personnel 833,048 845,560 845,560 938,340 974,260 Total Expenditures 964,571 1,043,360 1,043,360 1,146,490 1,182,410 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
City Attorney's Office 964,571 1,043,360 1,043,360 1,146,490 1,182,410 Total Expenditures 964,571 1,043,360 1,043,360 1,146,490 1,182,410 General Funds Operating Expenditures Detail
71 City Attorney Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Assistant City Attorney 2.00 2.00 - 2.00 - Chief Assistant City Attorney 1.00 1.00 - 1.00 - City Attorney 1.00 1.00 - 1.00 - Confidential Office Technician 1.00 1.00 - 1.00 - Sr Risk Management Technician 1.00 1.00 - 1.00 -

Total Positions 6.00 6.00 0.00 6.00 0.00

72 City Council Department
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.
73 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.

74 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.

75 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.

76 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.

77 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.

78 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.

79 City Council Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 611,661 608,490 608,490 669,380 692,670 Total Expenditures 611,661 608,490 608,490 669,380 692,670 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 53,123 78,700 78,700 78,700 78,700 Personnel 558,539 529,790 529,790 590,680 613,970 Total Expenditures 611,661 608,490 608,490 669,380 692,670 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
City Council 611,661 608,490 608,490 669,380 692,670 Total Expenditures 611,661 608,490 608,490 669,380 692,670 General Funds Operating Expenditures Detail
80 City Council Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
City Council 6.00 6.00 - 6.00 - City Mayor 1.00 1.00 - 1.00 -

Total Positions 7.00 7.00 0.00 7.00 0.00

81 (This page intentionally left blank)
82 Community Development
Department

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.

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.

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.
83 Community Development Department

Department Budget Summary

Expected FY 2026-27 Service Delivery

• Engage an outside consultant to support vendor selection process for a new permit record- keeping system to streamline permitting and entitlement processes and improve tracking of workflow timelines and reporting outcomes. (Strategic Goal: Economic Development, Housing and City Services)
• Simplify the department’s website content by adding infographics , updated forms, and short videos about permitting and entitlement processes to promote easy and equitable access to services. (Strategic Goal: City Services)
• Accelerate project readiness and strengthen partnerships with developers to meet Regional Housing Needs Assessment (RHNA) targets. (Strategic Goal: Housing) • Launch Pilot First-Time Homebuyer Program to promote homeownership through provision of downpayment assistance. (Strategic Goal: Housing) • Focus on housing navigation, street outreach, emergency shelter coordination, rapid rehousing, and stabilization support. (Strategic Goal: Housing) • Gradually expand Code Enforcement staff to effectively address citywide concerns related to blight, nuisance, parking, health and safety, and unpermitted vending, with increased focus on proactive enforcement. (Strategic Goal: Public Safety) • Update procedures, templates, and workflows to improve processing times for tentative map applications in the Future Growth Area. (Strategic Goal: City Services) • Adopt Vision Salinas 2040 General Plan Update, Climate Action Plan, Ferrasci Business Center and East Area Specific Plan. (Strategic Goal: City Services) • Complete Phase 2 of the City’s Zoning Code Update , creating a draft Zoning Code for public review. (Strategic Goal: Housing)
• Select developers for 34-40 and 45 Soledad Street and begin rehabilitation and renovation of the Republic Cafe at 37-39 Soledad Street. (Strategic Goal: Economic Development)

Expected FY 2027-28 Service Delivery

• Launch new permit record keeping system to streamline permitting and entitlement processes and improve tracking of workflow timelines and reporting outcomes. (Strategic Goal: Housing)
• Develop Virtual Inspection guidance and expand use to more inspection types to promote equitable access to permitting services. (Strategic Goal: City Services) • Seek funding to sustain core homeless services. Without new reliable sources of funding, the City will face reductions in shelter capacity, street outreach, and housing placements at a time when demand for these services continues to grow. (Strategic Goal: Housing) 84 Community Development Department

• Seek state and federal grant funding to increase the infill development project pipeline, close critical financing gaps, and advance the City’s long ‑term goals for equitable, sustainable growth. (Strategic Goal: Housing)
• Continue to i ncrease staffing to t ransition code enforcement of unpermitted vending , special events, and other after-hours activities from outside consultants to permanent staff. (Strategic Goal: Public Safety)
• Develop and launch a code enforcement activity dashboard on the department website to foster trust through transparency. (Strategic Goal: City Services) • Continue to process tentative maps and other key development review applications in the Future Growth Area. (Strategic Goal: Housing)
• Streamline the entitlement and permitting of residential developments by implementing efficient workflows and ensuring timely reviews and approvals . (Strategic Goal: City Services)
• Complete the comprehensive Zoning Code Update. (Strategic Goal: Housing) • Work with selected developers to secure financing and prepare construction documents for 34 -40 and 45 Soledad Street, and complete rehabilitation and renovation of the Republic Cafe at 37-39 Soledad Street. (Strategic Goal: Economic Development)

FY 2025-26 Top Accomplishments

• Added five (5) positions to streamline residential permitting and development. All Plan Checkers and Inspectors obtained Residential Certifications to support faster plan review and inspection timelines for ADUs and Residential Housing. (Strategic Goal: Housing) • Upgraded technology to provide automated solar permit issuance with SolarApp+ to streamline permitting processes and promote equitable access to permitting services. (Strategic Goal: City Services)
• Launched a Pilot Rental Assistance Program to prevent eviction and reduce inflow into homelessness by providing short ‑term financial support and housing stabilization services. (Strategic Goal: Housing)
• Committed over $1 million to stand up a Pilot First-Time Homebuyer program to support access to home ownership by offering downpayment assistance to qualifying low to moderate-income households. (Strategic Goal: Housing)
• Committed over $7 million in state and federal grant funds to four projects proposing 167 very low and low-income units. (Strategic Goal: Housing) • Successfully filled all vacant Code Enforcement Officer positions to expand capacity and provide education, health and safety and blight removal city-wide. (Strategic Goal: Public Safety)
• Supplemented vendor enforcement and outreach during the peak season, off hours, weekends and special events using code enforcement contractors. (Strategic Goal: Public Safety)
85 Community Development Department

• Collaborated with Civica Law to reinstate the receivership program including identification and advancement of four receivership cases. (Strategic Goal: Public Safety) • Deemed three tentative maps in the West and Central Areas complete. (Strategic Goal:

Housing)
• Processed 10 land use entitlements at the Northridge Mall , including, but not limited to , backfilling the former Sears building and restaurant pad development. (Strategic Goal:

Economic Development)
• Released Draft General Plan/Vision Salinas 2040, Climate Action Plan, and East Area Specific Plan for public review. (Strategic Goal: Housing) • Completed final design and submitted planning entitlements for mixed -use affordable housing developments at 34-40, 37-39, and 45 Soledad Street. (Strategic Goal: Economic Development)

86 Community Development Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 4,525,277 5,227,607 5,614,569 7,452,392 7,712,242 Measure E (1100) (35) - - - - Measure G (1200) 1,728,711 1,820,071 2,407,571 1,862,980 1,951,200 Total Expenditures 6,253,953 7,047,678 8,022,140 9,315,372 9,663,442 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 1,887,826 1,957,105 2,931,567 4,137,979 4,088,779 Personnel 4,366,127 5,090,573 5,090,573 5,177,393 5,574,663 Total Expenditures 6,253,953 7,047,678 8,022,140 9,315,372 9,663,442 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Administration 656,178 823,520 823,482 920,285 960,585 Advanced Plan & Project 1,042,816 1,226,342 1,226,342 1,048,412 1,080,422 Code Enforcement 1,436,146 1,820,071 1,895,071 1,862,980 1,951,200 Current Planning 1,553,976 2,111,694 2,111,694 2,130,114 2,216,574 Downtown Streets Team 518,899 663,260 663,260 663,260 663,260 Economic Development 365,167 - - - - Homelessness Service 320,614 - 899,500 2,295,000 2,389,750 Housing & Comm Dev 360,158 402,791 402,791 395,321 401,651 Total Expenditures 6,253,953 7,047,678 8,022,140 9,315,372 9,663,442 General Funds Operating Expenditures Detail
87 Community Development Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Aide 3.00 3.00 - 3.00 - Administrative Aide - LT 1.00 1.00 - 1.00 - Administrative Analyst I 2.00 3.00 1.00 3.00 - Administrative Analyst I - LT 5.00 4.00 (1.00) 4.00 - Administrative Clerk I 1.00 1.00 - 1.00 - Assistant Planner 4.00 4.00 - 4.00 - Associate Planner 3.00 2.00 (1.00) 2.00 - Asst Community Dev Director 2.00 1.00 (1.00) 1.00 - Building Permit Specialist 1.00 0.00 (1.00) 0.00 - Business Navigator 1.00 0.00 (1.00) 0.00 - Chief Building Official 1.00 1.00 - 1.00 - Chief of Planning 0.00 1.00 1.00 1.00 - Code Enforcement Manager 1.00 1.00 - 1.00 - Code Enforcement Officer I / II 5.00 6.00 1.00 7.00 1.00 Combination Building Inspector I 3.00 4.00 1.00 5.00 1.00 Combination Building Inspector II 1.00 1.00 - 1.00 - Community Development Analyst 4.00 5.00 1.00 5.00 - Community Dev Analyst - LT 2.00 2.00 - 2.00 - Community Development Director 1.00 1.00 - 1.00 - Community Outreach Asst - LT 9.00 9.00 - 9.00 - Homeless Services Manager 1.00 1.00 - 1.00 - Inspection Services Manager 1.00 1.00 - 1.00 - Management Analyst 3.00 4.00 1.00 4.00 - Office Technician 1.00 1.00 - 1.00 - Permit Analyst 1.00 1.00 - 1.00 - Permit Center Clerk 3.00 4.00 1.00 4.00 - Permit Center Coordinator 1.00 1.00 - 1.00 - Permit Services Technician 4.00 4.00 - 4.00 - Plan Checker I 2.00 4.00 2.00 4.00 -
Plan Checker II 1.00 0.00 (1.00) 0.00 -
Planning Manager 3.00 3.00 - 3.00 - Senior Code Enforcement Officer 1.00 1.00 - 1.00 - Senior Planner 5.00 4.00 (1.00) 4.00 -
Sr Accounting Technician 1.00 1.00 - 1.00 - Sr Community Dev Analyst 1.00 1.00 - 1.00 -

88 Community Development Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Supervising Plan Checker 1.00 1.00 - 1.00 -

Total Positions 80.00 82.00 2.00 84.00 2.00

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90 Finance Department
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 140 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; issue s business license tax certificates and processes applications for regulatory permits.

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.
91 Finance Department

FUNCTION DESCRIPTION

INFORMATION TECHNOLOGY (IT)
Planning &
Administration
Defines division’s goals , vision, 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 tea m 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. 92 Finance Department

Department Budget Summary

Expected FY 2026-27 Service 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)

• Coordinate with departments and IT Governance & Steering Committee to identify, prioritize, develop, and monitor an IT Annual Workplan. (Strategic Goals: Economic Development, Infrastructure, City Services & Public Safety)

• Complete 10 projects from the IT Annual Workplan. (Strategic Goals: Economic Development, Infrastructure, City Services & Public Safety)

• Develop a cybersecurity policy to include disaster recovery, incident response, and business continuity. (Strategic Goals: Infrastructure, City Services & Public Safety)

• Continue further modernization of IT infrastructure for projects supporting improved cybersecurity and data analytics Infrastructure, City Services, Public Safety, Economic Development)

• Expand electronic contract routing and management system to include document management. (Strategic Goals: Economic Development, Infrastructure & City Services)

• Complete Windows 11 upgrade for endpoint devices to ensure alignment with cybersecurity best practices. (Strategic Goals: Infrastructure)

Expected FY 2027-28 Service Delivery

• Prepare City Manager’s Budget for City Council presentation and approval. (Strategic Goal: City Services)

93 Finance Department

• 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 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)

• Complete 10 projects from the IT Annual Workplan. (Strategic Goals: Economic Development, Infrastructure, City Services & Public Safety)

• Continue investment in end user training and implementation of technical controls to ensure compliance with cybersecurity and other technology policies. (Strategic Goals:

Infrastructure, City Services & Public Safety)

• Develop a computer replacement program to ensure timely replacement of technology resources to align with service delivery requirements. (Strategic Goals: Infrastructure & City Services)

• Replace citywide legacy phone system. (Strategic Goals: Infrastructure & City Services)

• Continue further modernization of IT infrastructure for projects supporting improved cybersecurity and data analytics Infrastructure, City Services, Public Safety, Economic Development)

FY 2025-26 Top Accomplishments

• Issued the 2025 Annual Comprehensive Financial Report (ACFR) by January 31, 2026.

• Updated City’s financial forecast.

• Increased budget transparency by producing the Budget in Brief Operating document and introducing a CIP Budget in Brief document.

• Updated the Information Technology Master Plan to include an IT Strategic Plan.

• Implemented electronic contract routing and management system.

94 Finance Department

• Transitioned to “.gov” to legitimize and enhance public trust in government as required by SB. 2749 for all web content and communication.

• Supported completion of Hebbron Family Center technology infrastructure.

• Coordinated the installation and configuration of cameras and door badging systems at the Permit Center, John Steinbeck Library, Cesar Chavez Library, Hebbron Family Center, and City Hall.

• Implemented AI and Technology Use Policies.

• Provided ongoing maintenance and support for enterprise applications to ensure confidentiality, integrity, and availability (CIA) of data and application services.

• Worked with Community Development Department to configure and implement an online Residential Solar Permitting Reporting Program application submission process as required by SB. 379.

• Published a comprehensive list of citywide software applications on city website as required by SB 272.

• Completed redesign and upgrade of virtual desktops to align with cybersecurity best practices and to improve overall performance.

• Revised the City’s purchasing policy.

95 Finance Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 6,457,281 7,405,530 7,435,868 8,228,210 9,017,480 Measure E (1100) 2,770 398,500 398,500 498,000 - Measure G (1200) 588,677 767,170 767,170 - - Total Expenditures 7,048,728 8,571,200 8,601,538 8,726,210 9,017,480 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 2,822,825 3,543,397 3,543,435 3,509,353 3,510,810 Personnel 4,225,903 5,027,803 5,058,103 5,216,857 5,506,670 Total Expenditures 7,048,728 8,571,200 8,601,538 8,726,210 9,017,480 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Accounting 1,702,066 2,032,847 2,062,147 2,135,970 2,233,450 Assessment Dist Admin 6,365 - - - - Budget 428,415 461,010 461,010 482,620 483,470 Budget Engagement 3,036 - - - - Finance Administration 472,619 796,075 783,575 795,320 849,050 Information Technology 4,008,574 4,859,085 4,859,123 4,934,545 5,058,595 Purchasing 185,934 189,450 189,450 201,835 214,155 Revenue & Licensing 241,720 232,733 246,233 175,920 178,760 Total Expenditures 7,048,728 8,571,200 8,601,538 8,726,210 9,017,480 General Funds Operating Expenditures Detail
96 Finance Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Accountant Auditor 1.00 1.00 - 1.00 - Accounting Manager 1.00 1.00 - 1.00 - Administrative Analyst I 1.00 1.00 - 1.00 - Assistant Finance Director 1.00 1.00 - 1.00 - Business Systems Analyst 2.00 2.00 - 2.00 - Computer Systems Administrator 1.00 1.00 - 1.00 - Cybersecurity Specialist 1.00 1.00 - 1.00 - Deputy Director of Information Tech 0.00 1.00 1.00 1.00 - Finance Director 1.00 1.00 - 1.00 - Finance Manager 0.00 1.00 1.00 1.00 - Finance Management Analyst 1.00 1.00 - 1.00 - Information Systems Manager 1.00 0.00 (1.00) 0.00 - Information Technologies Tech I 2.00 2.00 - 2.00 - Information Technologies Tech II 3.00 3.00 - 3.00 - Integration/Applications Admin 1.00 1.00 - 1.00 - Management Analyst 1.00 1.00 - 1.00 - Network System Specialist 1.00 1.00 - 1.00 - Network/Sys Administrator 1.00 1.00 - 1.00 - Payroll Supervisor 1.00 2.00 1.00 2.00 - Payroll Technician 1.00 1.00 - 1.00 - Senior Accountant 2.00 2.00 - 2.00 - Senior Buyer 1.00 1.00 - 1.00 - Sr Accounting Clerk 2.00 2.00 - 2.00 - Sr Accounting Technician 4.00 4.00 - 4.00 - Sr Finance Management Analyst 1.00 0.00 (1.00) 0.00 -

Total Positions 32.00 33.00 1.00 33.00 0.00

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98 Fire Department
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 within 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, administers, and enforces 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 enforceme nt efforts. Conducts public outreach and education.

TRAINING
Training
Provides and coordinates professionalism, safety, and expertise for fire department personnel through required training, certifications, and supports health and wellness; delivers structured relevant programs, monitors qualifications, manages the recruit a cademy, coordinates with external agencies, and develops leadership through advanced training and succession planning initiatives.

VEHICLE MAINTENANCE
Repairs & Maintenance
Repairs and maintains all Fire Department vehicles 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 controls and conducts initial mitigation of hazardous material emergencies to protect life, the environment and property by cross -training suppression personnel to respond as Hazardous Materials Specialists. 99 Fire Department

Department Budget Summary

Expected FY 2026-27 Service Delivery

• Continue to work diligently to implement recommendations outlined in the 2023 Salinas Fire Department Master Plan. (Strategic Goal: Infrastructure, City Services)

• Continue to actively participate in the planning of development in the Future Growth Area (FGA) with consideration for the needs of an expanding community and diversity of risks.

The Fire Department is proactively taking steps toward the purchase of the land for Fire Station 7 and actively pursuing its development. (Strategic Goal: Public Safety, Infrastructure, City Services)

• Prioritize 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)

• Hire locally for public safety positions. (Strategic Goal: Public Safety, Infrastructure, City Services):

• A new Fire Academy with 15 recruits is expected to begin in January 2027. Upon successful completion of the academy, recruits are expected to begin providing emergency response services by Summer 2027. (Strategic Goal: Public Safety, City Services)

• Develop and pilot revenue-generating programs within the Training and Fire Prevention Divisions by increasing administrative capacity. (Strategic Goal: Public Safety)

• Evaluate the effectiveness of the Engine 7 pilot program and seek resource allocation to support permanent implementation of the service delivery model. (Strategic Goal: Public Safety, City Services)

• Begin phasing out the Type 3 Wildland vehicle and replace it with two Type 6 fire engines, with one engine scheduled for delivery in FY 2026–2027 and the second in FY 2027–2028. (Strategic Goal: Public Safety)

• Continue to sponsor fire department employees through paramedic school in anticipation of forecasted attrition. (Strategic Goal: Public Safety)

• Upgrade the emergency alerting system in all fire stations to enhance the reliability of dispatched information. (Strategic Goal: Public Safety, Infrastructure)

• Upgrade vehicle exhaust extraction systems in all fire stations to improve firefighter health and safety by reducing carcinogen exposure. (Strategic Goal: Public Safety, Infrastructure)

100
Fire Department

• Support expeditious plan review and permitting, as well as timely inspections of new projects, by increasing funding for outsourced plan review services. (Strategic Goal: City Services)

• Maintain effective code enforcement practices to support continued community expansion and diversification. (Strategic Goal: City Services)

• Expanded the pool of qualified unmanned aerial vehicle (UAV) pilots to support enhanced illegal fireworks enforcement efforts. (Strategic Goal: Public Safety)

• 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. (Strategic Goal: City Services)

• Expand the Regional Hazardous Materials Response Team through a new response agreement with the County of Monterey, County of Santa Cruz, and County of San Benito. (Strategic Goal: Public Safety)

Expected FY 2027-28 Service Delivery

• Continue to implement recommendations outlined in the 2023 Salinas Fire Department Master Plan. (Strategic Goal: Infrastructure, City Services)

• Continue to seek resource allocation to support permanent implementation of the Engine 7 service delivery model. (Strategic Goal: Public Safety, City Services)

• Continue to seek and apply for grant opportunities to supplement funding shortfalls.

• Continue to actively participate in planning efforts within the Future Growth Area (FGA), considering the needs of an expanding community and evolving risk profile. Advance efforts toward the acquisition of land and development of Fire Station 7. (Strategic Goal:

Public Safety, Infrastructure, City Services)

• Begin construction of a new fire training tower to expand the department’s training capacity and support ongoing firefighter skills development and operational readiness. (Strategic Goal: Public Safety, Infrastructure)

• Continue with 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)

• Receive and place into service a new Type 1 fire engine to support front-line emergency response operations (Strategic Goal: Public Safety)

• Develop and implement a comprehensive in-house training program to enhance training capabilities, equipment uses, and overall operational readiness. (Strategic Goal: Public Safety)
101
Fire Department

• Engage neighborhoods through community outreach and education efforts. Fire stations will continue to host public education events, including Fire Prevention Week activities, with a focus on youth and underserved populations. (Strategic Goal: Public Safety, City Services)

• Continue to sponsor Fire Department employees through paramedic school in anticipation of forecasted attrition. (Strategic Goal: Public Safety, City Services)

• Implement a comprehensive Community Risk Reduction (CRR) strategy within the Fire Prevention Division to enhance proactive risk identification, prevention efforts, and community engagement using data-driven analysis. (Strategic Goal: Public Safety, City Services)

• Increase Fire Prevention staffing to support the implementation of a business inspection program and expand fire and life-safety inspections across commercial occupancies. (Strategic Goal: Public Safety, City Services)

FY 2025-26 Top Accomplishments

• Secured an Assistance to Firefighters Grant (AFG) to replace exhaust extraction systems at Fire Stations 1 through 6, improving firefighter health and safety.

• Completed renovations at Fire Station 1 through a combination of Capital Improvement Project funding and American Rescue Plan Act (ARPA) funds, improving facility functionality and operational readiness
.
• Increased ladder truck staffing from three to four personnel, significantly improving operational effectiveness and crew efficiency during emergency responses.

• Initiated a pilot deployment of a seventh engine company from Fire Station 1 to enhance service delivery and prepare for anticipated growth.

• Proactively promoted five Fire Captains and one Fire Engineer to maintain staffing levels and ensure continuity of operations following retirements and other attrition.

• Conducted a Fire Officer promotional process, resulting in seven successful candidates who completed an in-house Captain Academy focused on leadership, administration, performance expectations, and emergency preparedness.

• Five firefighters obtained Monterey County paramedic accreditation, strengthening the Department’s advanced life support capabilities.

• Two firefighters graduated from a paramedic training program in December 2025 and are prepared to fill vacant paramedic positions.

• Two additional firefighters began paramedic training in January 2026 to support future staffing needs as vacancies occur.

• Five firefighters achieved Hazardous Materials Specialist certification, enhancing the Department’s ability to support and lead countywide hazardous materials responses.

102
Fire Department

• Procured two Type 1 fire engines, one Type 6 engine, and a tiller-drawn aerial ladder truck to support current operations and future service demands.

• Filled the vacant full-time Deputy Fire Marshal position in April 2026, improving the Prevention Division’s plan review and inspection capacity.

• Increased state-mandated and permit inspection capacity by filling a long-vacant Fire Inspector position.

• Expanded plan review capabilities through the use of qualified fire plan check consultants under a master service agreement.

• The Fire Prevention Division continued coordination with stakeholders to complete plan review and inspections for the new Amazon facility.

• Modernized the Department’s Learning Management System to strengthen training delivery, improve tracking, and ensure compliance with required job certifications.

103
Fire Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 26,964,523 29,989,975 30,480,433 31,341,085 32,866,840 Measure E (1100) - 1,005,420 1,005,420 866,520 913,810 Measure G (1200) 1,815,347 1,844,122 1,844,122 3,141,272 2,838,149 Total Expenditures 28,779,870 32,839,517 33,329,975 35,348,877 36,618,799 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 2,350,340 2,087,340 2,249,340 2,137,390 2,139,590 Personnel 26,429,529 30,752,177 31,080,635 33,211,487 34,479,209 Total Expenditures 28,779,870 32,839,517 33,329,975 35,348,877 36,618,799 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Emergency Medical Services 48,028 1,798,250 1,814,965 2,082,150 2,179,560 Fire Administration 1,201,681 1,892,065 1,895,036 1,738,205 1,826,225 Hazardous Material Control 466,901 528,550 533,744 544,060 576,800 Prevention 1,457,376 1,838,495 1,847,110 1,757,565 1,819,085 Suppression 23,963,248 25,594,547 25,907,587 27,972,457 28,924,669 Training 1,051,353 718,600 725,926 606,600 631,680 Vehicle Maintenance 591,282 469,010 605,608 647,840 660,780 Total Expenditures 28,779,870 32,839,517 33,329,975 35,348,877 36,618,799 General Funds Operating Expenditures Detail
104
Fire Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Analyst I 1.00 1.00 - 1.00 - Administrative Fire Captain 1.00 1.00 - 1.00 - Battalion Chief 3.00 3.00 - 3.00 - Deputy Fire Chief 1.00 1.00 - 1.00 - Deputy Fire Marshal 1.00 1.00 - 1.00 - Fire Captain 24.00 24.00 - 24.00 - Fire Chief 1.00 1.00 - 1.00 -
Fire Division Chief 3.00 3.00 - 3.00 - Fire Engineer 24.00 24.00 - 24.00 - Fire Inspector II 3.00 3.00 - 3.00 - Firefighter 40.00 49.00 9.00 40.00 (9.00)
Management Analyst 1.00 1.00 - 1.00 - Office Technician 2.00 2.00 - 2.00 -

Total Positions 105.00 114.00 9.00 105.00 (9.00)

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106
Human Resources Department
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.
107
Human Resources Department

Department Budget Summary

Expected FY 2026-27 Service 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)

• 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)

• Complete implementation of 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)

• Complete updates and review of the City Personnel Manual and related Administrative Policies (Strategic Goal: City Services)

• Collaborate with departments to expand employee engagement . (Strategic Goal: City Services)

Expected FY 2027-28 Service 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 with implementation of NEOGOV Onboard. (Strategic Goal: City Services)

• Administer the City’s Workers’ Compensation and Return to Work Program. (Strategic Goal: City Services)

108
Human Resources Department

• Collaborate with departments on workplace safety and security and related policies. (Strategic Goal: City Services)

FY 2025-26 Top Accomplishments

• Conducted 67 recruitments; received 3,662 (YTD) applications; processed 77 LiveScan prints, 837 personnel transactions (PAF) forms. (Strategic Goal: City Services)

• Onboarded 60 new temporary and regular employees; processed 60 promotions, processed 55 separations. (Strategic Goal: City Services)

• Managed 62 (YTD) new workers’ compensation claims filed against the City of Salinas (Strategic Goal: City Services)

• Coordinated 60 (YTD) Family Medical Leave (FMLA) requests for employee/family medical leaves consistent with State and Federal guidelines. (Strategic Goal: City Services)

• Initiated NEOGOV Perform employee online performance evaluation system. (Strategic Goal: City Services)

• Completed Police Services Technician classification study. (Strategic Goal: City Services)

• Finalized and implemented new Injury & Illness Prevention Program. (Strategic Goal:

City Services)

• Finalized Remote Work Policy. (Strategic Goal: City Services)

• Collaborated on and completed new ID Security Access Policy. (Strategic Goal: City Services)

• Conducted new supervisor orientation program. (Strategic Goal: City Services)

• Negotiated and reached agreement on new MOU with three employee groups. (Strategic Goal: City Services).

• Re-established the City’s grievance board to hear employee grievances pursuant to the personnel resolution. (Strategic Goal: City Services)

• Pilot Guest Management System for City Hall as part of City safety and security measures. (Strategic Goal: City Services)

109
Human Resources Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 1,849,462 2,066,840 2,181,840 2,432,500 2,555,290 Measure G (1200) 228,524 215,620 215,620 - - Total Expenditures 2,077,985 2,282,460 2,397,460 2,432,500 2,555,290 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 390,478 482,050 597,050 572,050 602,050 Personnel 1,687,508 1,800,410 1,800,410 1,860,450 1,953,240 Total Expenditures 2,077,985 2,282,460 2,397,460 2,432,500 2,555,290 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Human Resources 2,077,985 2,282,460 2,397,460 2,432,500 2,555,290 Total Expenditures 2,077,985 2,282,460 2,397,460 2,432,500 2,555,290 General Funds Operating Expenditures Detail
110
Human Resources Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Confidential Office Technician 1.00 1.00 - 1.00 - Human Resource Analyst I 1.00 1.00 - 1.00 - Human Resources Director 1.00 1.00 - 1.00 - Human Resources Manager 2.00 2.00 - 2.00 - Human Resources Technician 3.00 3.00 - 3.00 - Risk and Benefits Analyst 1.00 1.00 - 1.00 - Sr Human Resource Analyst 1.00 1.00 - 1.00 - Sr Human Resources Technician 1.00 1.00 - 1.00 -

Total Positions 11.00 11.00 0.00 11.00 0.00

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112
Library and Community Services
Department

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, Communit y Center/Sherwood Hall, Lincoln Recreation Center, Central Park, El Dorado Park , Hebbron Family Center and Aquatic Center.

YOUTH SERVICES AND COMMUNITY ENGAGEMENT
Volunteer and
Neighborhood Services
Encourage and support volunteerism and neighborhood engagement activities, coordinate the implementation of solutions to neighborhood issues, and provide youth and resident development programs to improve connectivity to local government.

LIBRARY SERVICES
Access to Information,
Library Materials &
Digital Resources
Provide enriching, cultural, educational and literary experiences, opportunities for self -directed education and assistance with research and information-finding in safe and accessible locations. Maintain an up -to-date and relevant collection of materials that respond to the needs of the community. Libraries operated include John Steinbeck, Cesar Chavez and El Gabilan.
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Library and Community Services Department

Department Budget Summary

Expected FY 2026-27 Service Delivery

• Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan.

• Continue to increase city-wide volunteer efforts to beautify and uplift AMOR Salinas principals.

• Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Strategic Goal:

Infrastructure, Public Safety & Youth and Seniors)

• Develop partnerships and program service models for the new Hebbron Family Center to ensure facility is meeting community expectations (Strategic Goal: Youth and Seniors & City Services)

• 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 Goal: Infrastructure, Public Safety & Youth and Seniors)

• Continue to support the Public Art Commission, implementation of the Public Art Ordinance and coordination of a variety of stakeholders and funders to implement the Public Art Master Plan. (Strategic Goal: Youth and Seniors)

• Collaborate with Community Development and Public Works to manage the El Gabilan Tot-lot Improvement Project. (Strategic Goal: Infrastructure & Youth and Seniors) • Initiate the Design Development Phase of the Northgate Neighborhood Park Recreation Center and other site amenities. (Strategic Goal: Economic Development, Infrastructure & Youth and Seniors)

• Utilize the Library’s fleet of vehicles to increase resident engagement within the community outside of the library walls. (Strategic Goal: City Services & Youth and Seniors)

• Launch makerspace for public access at El Gabilan Library and improve technology access at all libraries. (Strategic Goal: Youth and Seniors & City Services)

• Expand operating library operating hours in order to better meet community needs. (Strategic Goal: Youth and Seniors & City Services)

• Review the library structure and finalize recommendations for a re-organization to improve service delivery. (Strategic Goal: Youth and Seniors & City Services)

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Library and Community Services Department

• Install a sun shade on the second floor patio of the El Gabilan Library to increase usable seating space and improve user experience. (Strategic Goal: City Services & Youth and Seniors)

Expected FY 2027-28 Service Delivery

• Continue to identify opportunities that support implementation of the Parks, Recreation & Libraries Master Plan. (Strategic Goal: Youth and Seniors, City Services & Infrastructure)

• Assess and prioritize maintenance of Department facilities to ensure a safe and welcoming environment that meets the needs of the community. (Strategic Goal:

Infrastructure, Public Safety & Youth and Seniors)

• Continue to increase city-wide volunteer efforts to beautify and uplift AMOR Salinas principals (Strategic Goal: City Services & Youth and Seniors)

• Initiate the Construction Document & Permitting Phase of the Northgate Neighborhood Park Recreation Center and other site amenities. (Strategic Goal: Economic Development, Infrastructure & Youth and Seniors)

• Work with community organizations and other City Departments to establish Salinas Public Library pop ups throughout the community either through static installations or scheduled outreach activities (Strategic Goal: City Services & Youth and Seniors)

• Expand operating hours of the Makers Space at El Gabilan Library to increase accessibility of the space to community. (Strategic Goal: Youth & Seniors)

• Continue to identify new opportunities for services offered by the Salinas Public Library by responding to patron feedback. (Strategic Goal: City Services & Youth and Seniors)

FY 2025-26 Top Accomplishments

• Acquisition of the neighborhood park at Ensen Community Park.

• Completion of Accessibility improvements at the Closter Park Recreation Center.

• Completed construction on the new Hebbron Family Center.

• Initiated construction of the Closter Park Revitalization Project.

• Completed installation of a new Universal Playground at Northgate Park. 115
Library and Community Services Department

• Completed the Northgate Neighborhood Park feasibility study to include a recreation center and other site amenities.

• Initiated Phase IV of the Sherwood Recreation Center Project.

• Replaced flooring in public areas at the John Steinbeck Library.

• Increased library program attendance by 18%

• Increased eMaterial circulation by 37% and total material circulation by 5%.

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Library and Community Services Department

2024-25 2025-26 2025- 26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 777,151 298,600 714,247 298,600 298,600 Measure E (1100) 8,335,982 9,277,120 9,366,370 9,472,010 10,042,640 Measure G (1200) 5,557,591 5,585,607 6,218,617 5,839,857 5,984,577 Total Expenditures 14,670,724 15,161,327 16,299,234 15,610,467 16,325,817 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 5,454,654 5,109,797 6,247,704 5,431,447 5,463,127 Personnel 9,216,070 10,051,530 10,051,530 10,179,020 10,862,690 Total Expenditures 14,670,724 15,161,327 16,299,234 15,610,467 16,325,817 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Afterschool Programs 858,116 874,220 873,820 1,016,040 1,064,720 Aquatic Center 239,767 264,000 427,094 264,000 264,000 Breadbox Rec Center 176,097 203,450 194,750 209,810 213,670 Budget Engagement - 14,700 14,700 14,700 14,700 Central Park 46,142 50,280 50,680 50,680 50,770 Cesar Chavez Library 907,963 902,620 907,934 963,410 977,750 Closter Park 89,665 51,100 51,100 51,100 51,170 Community Center 1,061,099 618,902 1,019,456 766,902 775,192 Community Education 1,066,796 1,248,300 1,247,200 1,306,630 1,183,200 El Dorado Park 109,792 89,600 92,100 91,100 91,270 El Gabilan Library 697,591 689,130 704,935 693,410 769,090 Facility Services - 15,300 15,300 15,300 15,300 Firehouse Rec Center 112,809 131,360 125,660 127,360 127,790 Hebbron Family Center 110,055 112,990 114,790 136,510 142,840 Hebbron Heights Rec Ctr 51,628 94,270 132,680 112,270 112,760 Library Administration 827,137 860,650 855,000 1,126,500 1,359,780 N
eighborhood Services 183,141 201,680 201,680 209,850 216,880 Parks & Community Svcs 3,898,994 3,873,090 4,110,781 3,848,760 4,086,580 Recreation Admin 863,825 974,870 971,360 804,040 882,420 Recreation Center 100,217 147,700 144,000 149,800 150,020 Reimb Rec Activities 46,723 136,850 136,850 136,850 136,850 Sherwood Rec Center 14,707 36,525 31,125 35,425 35,515 Steinbeck Library 1,138,970 1,407,620 1,427,518 1,317,090 1,371,490 Technical Services 1,119,649 1,294,250 1,308,633 1,316,420 1,352,820 Youth Svcs & Comm Eng 746,956 652,490 924,708 606,460 631,340 Youth Sports 202,883 215,380 215,380 240,050 247,900 Total Expenditures 14,670,724 15,161,327 16,299,234 15,610,467 16,325,817 General Funds Operating Expenditures Detail
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Library and Community Services Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Analyst I 2.00 2.00 - 2.00 - Administrative Secretary 1.00 1.00 - 1.00 - Community Education Manager 1.00 1.00 - 1.00 - Community Safety Administrator 0.00 0.00 - 0.00 - Community Services Manager 2.00 2.00 - 2.00 - Customer Experience Manager 1.00 1.00 - 1.00 - Deputy Director of Lib & Com Serv 0.00 2.00 2.00 2.00 - Deputy Librarian 1.00 0.00 (1.00) 0.00 -
Librarian I 9.50 9.50 - 9.50 - Librarian II 2.00 2.00 - 2.00 - Library Automation Services Coord 0.00 0.00 - 0.00 - Library Clerk 10.00 10.00 - 10.00 - Library Community Serv Director 1.00 1.00 - 1.00 - Library Page 0.00 0.00 - 0.00 - Library Technician 6.00 6.00 - 6.00 - Library Technology Coordinator 1.00 1.00 - 1.00 - Literacy Assistant 2.00 2.00 - 2.00 - Literacy Specialist 0.50 0.50 - 0.50 - Management Analyst 1.00 1.00 - 1.00 - Neighborhood Services Coord 3.00 3.00 - 3.00 - Office Technician 1.00 1.00 - 1.00 - Park Maint Crew Sup 1.00 1.00 - 1.00 - Park Maint Worker 13.00 13.00 - 13.00 - Park Operations Manager 1.00 1.00 - 1.00 - Rec-Parks Superintendent 1.00 0.00 (1.00) 0.00 - Recreation Assistant 0.00 1.00 1.00 1.00 - Recreation Coordinator 5.00 5.00 - 5.00 - Senior Librarian 2.00 2.00 - 2.00 - Senior Recreation Assistant 2.00 2.00 - 2.00 - Sports Program Asst 1.00 1.00 - 1.00 - Sr Park Maint Worker 1.00 1.00 - 1.00 - Technical Services Manager 1.00 1.00 - 1.00 -

Total Positions 73.00 74.00 1.00 74.00 0.00

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Non-Departmental
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
Account
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 (Transportation Safety and Investment Plan) 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). 119
Non-Departmental

FUNCTION DESCRIPTION

NON-DEPARTMENTAL
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.
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Non-Departmental

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 23,861,369 22,875,701 30,101,427 24,207,426 25,530,276 Measure E (1100) 2,109,901 3,032,000 3,160,830 3,156,500 2,917,300 Measure G (1200) 8,075,952 8,683,800 9,094,444 6,747,900 5,712,400 Total Expenditures 34,047,221 34,591,501 42,356,701 34,111,826 34,159,976 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 9,113,646 11,639,701 11,684,609 14,144,526 14,161,076 Personnel 810,383 793,000 793,000 793,000 793,000 Transfers Out 24,123,192 22,158,800 29,879,091 19,174,300 19,205,900 Total Expenditures 34,047,221 34,591,501 42,356,701 34,111,826 34,159,976 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
65 West Alisal 185,097 262,426 262,426 262,426 264,496 Community Programs 277,153 200,000 200,000 200,000 200,000 Elections 237,856 - 7,286 500,000 - Intermodal Transp Center 154,827 169,275 182,175 - - Non-Departmental 24,123,192 22,158,800 29,879,091 19,174,300 19,205,900 Other Services 9,069,096 11,801,000 11,825,722 13,975,100 14,489,580 Total Expenditures 34,047,221 34,591,501 42,356,701 34,111,826 34,159,976 General Funds Operating Expenditures Detail
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Police Department
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
& Youth Services
Coordinates community outreach and education services. Strengthens relationships with community members through a variety of community engagement activities. Provide s educational and crime safety programing through public presentations and community events. Coordinates youth service programs, including Youth Diversion and Youth Cadet programs.

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 202 4-25, the Salinas Police Department received 136,552 total calls for service; enforces State 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. E nforces 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.

INVESTIGATIVE SERVICES AND SUPPORT
Investigations
Conducts investigations to identify and apprehend suspects for prosecution purposes. Provides investigative follow -up on criminal cases, prepare s 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, v ideo and firearms evidence. Manages the fi eld- based Crime Scene Investigator program.
123
Police Department

FUNCTION DESCRIPTION

INVESTIGATIVE SERVICES AND SUPPORT
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 intel ligence to law enforcement and members of the community.

Evidence & Property
Provides security, integrity, and control of property and evidence collected by officers to support the process of a successful prosecution. Facilitates the return of property to rightful owners.
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Police Department

Department Budget Summary

Expected FY 2026-27 Service Delivery

• Continue to recruit and retain staff to expand community policing activities within the department, which will maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety)
• Continue cross-departmental collaborations to address quality of life issues. (Strategic Goal: Public Safety & City Services)
• Continue to secure new grants and supplemental funding to support police operations and expand services to the community. (Strategic Goal: Public Safety) • Expand community engagement and youth service activities to enhance public safety by fostering trust and collaboration between law enforcement and the community. (Strategic Goal: Public Safety & Youth and Seniors)

Expected FY 2027-28 Service Delivery

• Continue to recruit and retain staff to expand community policing activities within the department, which will maintain and increase communication and transparency with the community. (Strategic Goal: Public Safety)
• Continue cross-departmental collaborations to address quality of life issues. (Strategic Goal: Public Safety & City Services)
• Continue to secure new grants and supplemental funding to support police operations and expand services to the community. (Strategic Goal: Public Safety) • Continue community engagement and youth service activities to enhance public safety by fostering trust and collaboration between law enforcement and the community. (Strategic Goal: Public Safety & Youth and Seniors)

FY 2025-26 Top Accomplishments

• Expanded employee recruitment and retention activities hiring six (6) lateral police officers and 11 police r ecruits during 2025. A total of 15 recruits graduated from the Police Academy during 2025. Expanded SPD presence at recruitment events and provided training for potential applicants.

• Maintained a high homicide solve rate for the last four years, with solve rate significantly higher than the national average.

• Prioritized a department-centric community engagement focus and d eveloped relationships with various community groups . During 2025, the department participated in 115 events/presentations, with more than 25,000 community member interactions.

125
Police Department

• Launched the Youth Diversion Program in January 2025 with 15 youth successfully graduating from the program in the first year. Revitalized the Youth Cadet Program and increased capacity to provide this opportunity for up to 35 youth.

• Expanded focus on organizational wellness, including revitalization of peer support and mentoring activities, and provided multiple in-house trainings.

126
Police Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 49,276,948 47,199,860 47,950,823 47,650,710 49,383,770 Measure E (1100) 3,961,042 10,052,880 10,431,573 7,173,670 8,005,930 Measure G (1200) 6,347,626 7,178,990 7,385,930 13,419,700 14,038,200 Total Expenditures 59,585,616 64,431,730 65,768,326 68,244,080 71,427,900 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 5,350,265 5,148,660 5,481,660 5,242,300 5,253,630 Personnel 54,235,351 59,283,070 60,286,666 63,001,780 66,174,270 Total Expenditures 59,585,616 64,431,730 65,768,326 68,244,080 71,427,900 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Animal Control Services 92,591 125,800 125,800 - - Evidence & Property 723,540 751,510 758,839 857,890 897,800 Field Operations 38,622,222 40,212,500 41,087,075 42,358,570 44,177,490 Investigations 6,617,358 6,881,390 6,992,647 7,317,170 7,401,140 Maintenance Services 147,173 147,660 147,660 151,390 164,150 Personnel & Training 1,938,668 2,422,010 2,497,337 2,245,510 2,845,360 Police Administration 1,102,919 1,471,630 1,608,730 2,071,110 2,164,910 Records 1,087,419 1,718,610 1,718,110 1,708,560 1,808,410 Special Operations 159,662 785,990 792,643 1,071,380 1,115,440 Support Services 4,005,487 4,661,320 4,698,704 4,671,390 4,749,780 Technical Services 384,275 364,610 364,610 389,010 411,110 Traffic 789,711 1,092,910 1,110,458 1,190,360 1,297,540 Violence Supp Task Force 3,914,590 3,795,790 3,865,713 4,211,740 4,394,770 Total Expenditures 59,585,616 64,431,730 65,768,326 68,244,080 71,427,900 General Funds Operating Expenditures Detail
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Police Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Analyst I 2.00 2.00 - 2.00 - Administrative Secretary 2.00 2.00 - 2.00 - Animal Services Office Asst 1.00 0.00 (1.00) 0.00 - Assistant Chief of Police 1.00 1.00 - 1.00 - Chief of Police 1.00 1.00 - 1.00 - Community Outreach Asst 1.00 1.00 - 1.00 - Community Outreach Asst - LT 1.00 0.00 (1.00) 0.00 - Community Service Aide 3.00 3.00 - 3.00 - Community Service Officer 14.00 14.00 - 14.00 - Crime Analyst 2.00 2.00 - 2.00 - Criminalist 1.00 1.00 - 1.00 - Deputy Chief of Police 0.00 1.00 1.00 1.00 - Forensic Specialist I 2.00 2.00 - 2.00 - Forensic Specialist II 1.00 1.00 - 1.00 - Investigative Specialist 2.00 2.00 - 2.00 - Management Analyst 1.00 1.00 - 1.00 - Office Technician 0.00 1.00 1.00 1.00 - Police Commander 7.00 7.00 - 7.00 - Police Officer 125.00 129.00 4.00 129.00 - Police Records Coordinator 1.00 1.00 - 1.00 - Police Sergeant 23.00 23.00 - 23.00 - Police Services Administrator 1.00 1.00 - 1.00 - Police Services Technician 9.00 9.00 - 9.00 - Property/Evidence Supervisor 1.00 1.00 - 1.00 - Property/Evidence Technician 2.00 2.00 - 2.00 - Public Safety Facilities Worker 1.00 1.00 - 1.00 - Public Safety Information Officer 0.00 1.00 1.00 1.00 - Public Safety Facilities Worker 0.00 1.00 1.00 1.00 - Senior Police Services Tech 3.00 3.00 - 3.00 - Supervising Police Services Tech 3.00 3.00 - 3.00 - Victim Advocate 1.00 1.00 - 1.00 -

Total Positions 212.00 218.00 6.00 218.00 0.00

128
Public Works Department

Programs and Services

FUNCTION DESCRIPTION

ADMINISTRATION
Strategic Support Provide administrative oversight managing the operating budget, Capital Improvement Program budget , and supporting efficient and effective operations. It continuously evalu ates organizational structure and resources while aligning departmental activities with the City Council’s priorities and long term goals.

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 and public development projects for compliance with National Pollutant Discharge Elimination System (NPDES), stormwater permit and Federal Emergency Management Agency (FEMA) requirements. Management of the City of Salinas Street Vendor Program which includes review and issuance of vendor permits.

Engineering Services
Provide professional engineering and administrative services necessary for the planning, programming (budget, schedule, scoping) , design and construction services of the City facilities and infrastructure Capital Improvement Program (CIP) projects on time, within budget, of good quality and to the satisfaction of customers and stakeholders. CIP provides for the delivery of community projects that improve the quality of life for the citizens of Salinas through the efficient management of public resources. Assess new infrastructure needs associated with City growth and plan to meet those needs with proper project planning, programming and revisions to the Development Impact Fees.

TRAFFIC & TRANSPORTATION
Traffic
Manage traffic signal maintenance for the safe and efficient movement of commerce and people.

Transportation
Oversee and manage the City’s transportation system. Support development plans and transportation projects to ensure responsible well -planned growth within the City.. Plan for future traffic needs and promote the use of alternative transportation modes to reduce traffic demand and congestion.

SUSTAINABILITY
Environmental
Stewardship
Promote sustainable practices in the areas of water, solid waste, and energy both regionally and locally. Increase the City’s tree canopy. Implement special projects that have a strong environmental component while maintaining a commitment to social equity and community involvement.

GEOGRAPHIC INFORMATION SYSTEMS
GIS Web Content &
Application Development
Enhance and modernize the City’s geospatial data, applications, and services by ensuring all GIS layers and content are aligned with current web -based platforms, industry standards, and emerging technologies. Develops interactive web maps, dashboards, and analytical tools that transform complex information into clear, actionable insights. Implement system integrations and data automation for citywide programs, databases, and operational processes, enabling departments and divisions to visualize their work, monitor performance, and access information more efficiently.

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Public Works Department

FUNCTION DESCRIPTION

MAINTENANCE
Facilities Maintenance
Implement 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 street lights, traffic signs and pavement markings in good repair. Maintain streets pavement through patching, crack sealing and pothole repair.

Graffiti Abatement
Works to remove graffi ti from public property to maintain a clean, safe and welcoming community. The program provides accessible reporting tools that enable residents and businesses to quickly report graffiti and support timely response efforts.

ENVIRONMENTAL COMPLIANCE

Environmental
Compliance
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) a nd the Tree City USA program.

NATIONAL POLLUTANT DISCHARGE ELIMINATION SYSTEM (NPDES) NPDES Permit
Compliance
Oversee and manage the City’s NPDES stormwater permit compliance program; Consolidate the City’s stormwater permit compliance efforts while preventing permit violations from US Environmental Protection Agency (EPA) and Regional Water Board audits. Promote climate resiliency and develop a stormwater funding mechanism.

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.

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.

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 heal th and safety of the residents of Salinas.
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Public Works Department

VEHICLE/EQUIPMENT MAINTENANCE

FUNCTION DESCRIPTION

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.

ASSESSMENT AND MAINTENANCE DISTRICTS

Maintenance Services

Prepare the annual Engineer’s Report for the Landscape and Maintenance Districts (LMD’s) in compliance with applicable requirements. Provide responsive service by addressing resident concerns and resolving maintenance issues. Deliver cost effective landsc ape maintenance aligned with approved budgets to keep districts areas clean and maintained.

VEHICLE/EQUIPMENT MAINTENANCE
Fleet Management
Inspect, maintain and repair the City’s vehicle and equipment fleet. Develop and staff an effective preventive maintenance program to reduce the incidence of unscheduled repairs.
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Public Works Department

Department Budget Summary

Expected FY 2026-27 Service 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) • Support completion of the General Plan Update EIR, CAP and Circulation Element. (Strategic Goal: Infrastructure)
• Support design and construction of Future Growth Area developments (Strategic Goal:

Housing and Economic Development)
• Support design and construction of private development Support design and construction of Future Growth Area developments (Strategic Goal: Housing and Economic Development)
• Continue the long-term source water agreement with Monterey One Water and the Monterey County Water Resources Agency. (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. (Strategic Goal: Infrastructure) • Pursue HSIP and other grant funds to support road safety improvements. (Strategic Goal:

Infrastructure)
• Complete construction of the Boronda/McKinnon Roundabout (Strategic Goal:

Infrastructure)
• Complete design of the Boronda/El Dorado and Boronda/Natividad Roundabouts (Strategic Goal: Infrastructure)
• Complete in-house design and construction of the annual City-wide pavement improvements project (Strategic Goal: Infrastructure)
• Complete in-house design and construction of the annual City -wide sidewalk repair and ADA access ramps project (Strategic Goal: Infrastructure) • Complete annual Sanitary Sewer CCTV survey (Strategic Goal: Infrastructure) • Complete design and construction of Abbott Street sanitary sewer mains and manhole rehabilitation and replacement (Strategic Goal: Infrastructure) • Complete design of San Juan Grade Sidewalk and Streetlight Improvements project (Strategic Goal: Infrastructure)
• Complete design of the Bridge Maintenance Program repairs (Strategic Goal:

Infrastructure)
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Public Works Department

• Complete design and construction of streetlights improvements (Strategic Goal:

Infrastructure)
• Complete construction of the Industrial Wastewater Treatment Facility Pump Station and Electrical Improvements (Strategic Goal: Infrastructure) • Complete design of the Lake Street Pump Station and begin construction (Strategic Goal:

Infrastructure)
• Complete design and construction of the Carr Lake Sanitary Sewer System improvements. (Strategic Goal: Infrastructure)
• Complete construction of the Garner/Pacific/Acosta Plaza intersection improvements. (Strategic Goal: Infrastructure)
• Complete design of Harden Parkway Path and Safe Routes to School Plan. (Strategic Goal: Infrastructure)
• Complete demolition of the former police department building and design of the City Hall parking lot. (Strategic Goal: Infrastructure)
• Complete environmental clearance and design of the Williams Road Streetscape and Undergrounding Project. (Strategic Goal: Infrastructure) • Complete design of the John St/Williams Rd Safe Routes to School Plan. (Strategic Goal:

Infrastructure)
• Complete design of San Juan Grade Sidewalk and Streetlight Improvements project (Strategic Goal: Infrastructure)
• Complete design of the Bridge Maintenance Program repairs (Strategic Goal:

Infrastructure)
• Complete construction of City Hall improvements. (Strategic Goal: Infrastructure) • Complete construction of Sherwood Recreation Center Building Improvements (Strategic Goal: Infrastructure)
• Complete design and construction of the City Yard EV charging infrastructure. (Strategic Goal: Infrastructure)
• Complete design and construction of the Firehouse Improvements (Strategic Goal:

Infrastructure)
• Complete design and construction of Airport Taxiway Improvements. (Strategic Goal:

Infrastructure)
• Complete construction of El Gabilan Play Lot Improvements (Strategic Goal:

Infrastructure)
• Complete design and construction of Phase 1 Chinatown Revitalization Project (Strategic Goal: Infrastructure)
• Complete assessment for ADA Transition Plan Update (Strategic Goal: Infrastructure) • Complete design and construction of annual CDBG ADA Curb Ramp Improvements (Strategic Goal: Infrastructure)
• Complete Storm Drain Development Impact Fee Study. (Strategic Goal: Infrastructure) 133
Public Works Department

• Complete update of Traffic Impact Fee Program (Strategic Goal: Infrastructure) • Complete annual study and engineer’s report for the assessment and maintenance districts. (Strategic Goal: Infrastructure)
• Complete establishment of assessment maintenance district for the Salinas Ag Industrial Center. (Strategic Goal: Economic Development)
• Continue improvements to the Traffic Command Center (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 Goals:

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)
• Continue to support Fire Department emergency response through signal pre-emption and computer aided dispatch. (Strategic Goals: Infrastructure & Public Safety) • Continue to c oordinate 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) • Continue to 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) • Continue to s upport 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)

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Public Works Department

Expected FY 2027-28 Service Delivery
• Begin construction of the Boronda/El Dorado Roundabout (Strategic Goal: Infrastructure) • Complete in -house design and construction of the annual City -wide pavement improvements project (Strategic Goal: Infrastructure)
• Complete in-house design and construction of the annual City -wide sidewalk repair and ADA access ramps project (Strategic Goal: Infrastructure) • Complete annual Sanitary Sewer CCTV survey (Strategic Goal: Infrastructure) • Complete design and construction of Sanitary Sewer Pipe and Manhole repairs and replacement (Strategic Goal: Infrastructure)
• Complete design and construction of streetlights improvements (Strategic Goal:

Infrastructure)
• Continuing construction of the Lake Street Pump Station Improvements (Strategic Goal:

Infrastructure)
• Complete construction of Harden Parkway Path and Safe Routes to School Plan. (Strategic Goal: Infrastructure)
• Continue to p ursue 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 Pavement Management policy. (Strategic Goal: Infrastructure)
• Complete construction of San Juan Grade Sidewalk and Streetlight Improvements project (Strategic Goal: Infrastructure)
• Complete construction of the Bridge Maintenance Program repairs (Strategic Goal:

Infrastructure)
• Support smart growth vision for Future Growth Areas infrastructure. (Strategic Goal:

Infrastructure)
• Continue to support Extension of Caltrain Rail Service to Salinas to help mitigate vehicle miles traveled and support future growth. (Strategic Goal: Infrastructure) • Continue to implement Americans with Disabilities Act (ADA) Transition Plan and Street Sign Management Plan. (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 Goals:

Infrastructure & Public Safety)
• 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 Pavement Management policy. (Strategic Goal: Infrastructure)
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Public Works Department

• 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)
• Continue to support Fire Department emergency response through signal pre-emption and computer aided dispatch. (Strategic Goals: Infrastructure & Public Safety) • Continue to c oordinate 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) • Continue to 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) • Continue to 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 long-term source water agreement with Monterey One Water and the Monterey County Water Resources Agency. (Strategic Goal: Infrastructure) • Continue to c oordinate 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) • Continue to 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) • Continue to s upport 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)

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Public Works Department

FY 2025-26 Top Accomplishments

• Provide engineering and street maintenance support for various City special events. • Continued homeless encampment cleanups in parks and waterways. • Completed Council approved Traffic Calming Projects
• Completed the annual 2024 Engineering and Traffic surveys for speed limits. • Completed the 2025 City-Wide Pavement Improvements
• Complete the annual Pavement Crack Treatment Project
• Completed the 2025 City-Wide sidewalk Improvements
• Completed the Natividad Creek Park Restroom Rehabilitation Improvements project • Completed Closter Park Accessible Improvements project • Completed Closter Park Revitalization Project
• Completed Sanitary Sewer CCTV Survey project
• Completed Sanitary Sewer Spot Repairs project
• Completed design of Roosevelt Solar-Powered Streetlighting Project • Completed grant implementation for City-Wide Tree Planting Project • Completed City Hall Building Improvements (1st Floor Improvements, Mayor’s office and gas relocation).
• Completed Gabilan Library and Police Station Solar Panels project • Completed Alisal and Griffin Box Culvert Repairs project • Completed construction of Main and Lamar Pedestrian Improvements • Completed installation of East Salinas Street Sweeping Pilot Project • Completed construction of the Alisal Safe Routes to School Project • Completed construction of the Alisal Greening and Beautification Project • Issued Grading Permit for Phase 1 Central Area Specific Plan (CASP) Development. • Completed “Economic Opportunities Dashboard” (City Manager & Asst. City Manager) • Completed “Housing Dashboard” (Community Development Department) • Completed “SORT Field Operations Dashboard” (Community Development Department) • Completed “ADU Permit Look Up Application” (Community Development Department) • Completed “ Cannabis Ordinance Planning and Permitting Application ” (Community Development Department)
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Public Works Department

• Completed “Specific Plan Area Dashboard” (Planning Div. & CIP Engineering Div.) • Completed “ CIP and Development Engineering Project Tracker Application ” (PWs and CDD)
• Completed “CIP Dashboard” (CIP Engineering Div.)
• Completed “ Vendor Ordinance Management Application ” (Development Engineering Division)
• Completed “ Street maintenance Field Data Collection Application ” (PWs Facilities Management Division)
• Completed “GIS & QAlert Integration for Open QAlert Request Dashboard for Facilities Management” (PWs Facilities Management Division)
• Completed “ GIS & QAlert Integration for Open QAlert Request Dashboard Urban for Forestry” (PWs Facilities Management Division)
• Completed “Fire Department Response Dashboard” (Fire Department) • Completed “Fire Data Viewer Field Application” (Fire Department)

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Public Works Department

2024-25 2025-26 2025-26 2026-27 2027-28
Funding Source Actuals Adopted Projected Proposed Proposed General Fund (1000) 7,131,051 7,166,815 8,620,562 8,754,995 9,091,635 Measure E (1100) 220 - - - - Measure G (1200) 7,182,584 7,564,037 8,314,404 8,020,027 8,354,457 Total Expenditures 14,313,855 14,730,852 16,934,966 16,775,022 17,446,092 2024-25 2025-26 2025-26 2026-27 2027-28
Expenditure Summary Actuals Adopted Projected Proposed Proposed Non-Personnel 4,816,337 4,738,682 6,580,875 5,069,682 5,092,092 Personnel 9,497,518 9,992,170 10,354,091 11,705,340 12,354,000 Total Expenditures 14,313,855 14,730,852 16,934,966 16,775,022 17,446,092 2024-25 2025-26 2025-26 2026-27 2027-28
Division Actuals Adopted Projected Proposed Proposed
Dev, Traffic & Trans 593,279 963,605 980,872 1,043,065 1,097,295 Development Engineering 932,841 1,198,700 1,242,010 1,059,420 1,131,830 Engineering Administration 773,155 865,470 969,617 961,260 873,620 Engineering Services 1,051,150 469,800 1,067,130 828,650 747,850 Environmental Compliance 294,422 299,490 299,490 325,970 299,180 Facilities Maintenance 1,504,302 1,783,120 1,783,120 1,810,280 1,866,240 GIS Division 725,619 916,470 916,470 942,630 976,640 Graffiti Abatement 197,569 230,880 230,880 241,700 249,440 Inspections - - 109,667 846,470 1,136,270 Maintenance Admin 232,331 459,120 459,120 505,950 519,550 Street Lights 928,234 671,360 1,214,153 968,330 991,450 Street Maintenance 3,440,368 3,524,615 3,770,215 3,935,595 4,123,195 Sustainability 410,399 405,575 501,575 379,805 392,575 Traffic Signals 465,640 394,500 449,500 449,500 452,910 Urban Forestry 2,764,544 2,548,147 2,941,147 2,476,397 2,588,047 Total Expenditures 14,313,855 14,730,852 16,934,966 16,775,022 17,446,092 General Funds Operating Expenditures Detail
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Public Works Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Administrative Secretary 1.00 1.00 - 1.00 - Airport Maintenance Worker 0.00 0.00 - 0.00 - Airport Manager 0.00 0.00 - 0.00 - Airport Operations Supervisor 0.00 0.00 - 0.00 - Assistant Engineer 7.00 7.00 - 7.00 - Assistant PW Dir / City Engineer 1.00 1.00 - 1.00 - Associate Engineer 1.00 1.00 - 1.00 - Construction Inspector 3.00 3.00 - 3.00 - Construction Inspection Manager 0.00 1.00 1.00 1.00 - Deputy City Engineer 0.00 0.00 - 0.00 - Division Manager 2.00 1.00 (1.00) 1.00 -
Emergency Vehicle Upfitter 1.00 2.00 1.00 2.00 - Engineering Aide I 3.00 2.00 (1.00) 2.00 - Engineering Aide II 1.00 2.00 1.00 2.00 - Engineering Division Manager 0.00 1.00 1.00 1.00 - Env Compl Insp I 1.00 1.00 - 1.00 - Env Compl Insp II 1.00 1.00 - 1.00 - Equipment Mechanic Crew Sup 1.00 1.00 - 1.00 - Equipment Mechanic I 3.00 3.00 - 3.00 - Equipment Mechanic II 3.00 3.00 - 3.00 - Facilities Maint Manager 1.00 1.00 - 1.00 - Facility Maint Mechanic 3.00 3.00 - 3.00 - Fleet Maint Manager 1.00 1.00 - 1.00 - GIS Administrator 1.00 1.00 - 1.00 - GIS Analyst I 1.00 1.00 - 1.00 - GIS Analyst III 1.00 1.00 - 1.00 - GIS Technician I 0.00 1.00 1.00 1.00 - GIS Technician II 1.00 0.00 (1.00) 0.00 - Graffiti Abatement Worker 1.00 1.00 - 1.00 - Inmate Crew Coordinator 1.00 1.00 - 1.00 - Inventory Technician 1.00 1.00 - 1.00 - Junior Engineer 6.00 6.00 - 6.00 - Maint Manager 1.00 1.00 - 1.00 - Management Analyst 1.00 1.00 - 1.00 - NPDES Permit Manager 1.00 1.00 - 1.00 -

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Public Works Department

Department Position Detail

Position
FY 2025-26
Adopted
FY 2026-27
Proposed

Change
FY 2027-28
Proposed

Change
Office Technician 2.50 2.50 - 2.50 - Public Service Maint Worker I 2.00 3.00 1.00 3.00 - Public Service Maint Worker II 17.00 18.00 1.00 18.00 - Public Service Maint Worker III 8.00 9.00 1.00 9.00 - Public Service Maint Worker IV 5.00 5.00 - 5.00 - Public Service Maint Crew Sup 2.00 2.00 - 2.00 - Public Works Compl Officer I 1.00 1.00 - 1.00 - Public Works Admin Supervisor 2.00 2.00 - 2.00 - Public Works Assistant 1.00 1.00 - 1.00 - Public Works Director 1.00 1.00 - 1.00 - Public Works Resource Coordinator 1.00 1.00 - 1.00 - Senior Civil Engineer 2.00 2.00 - 2.00 - Sr Construction Inspector 1.00 1.00 - 1.00 - Sr Equipment Mechanic 1.00 1.00 - 1.00 - Sr Facility Maint Mechanic 1.00 1.00 - 1.00 - Sr Pump Maint Mechanic 1.00 1.00 - 1.00 - Sr Urban Forestry Worker 1.00 1.00 - 1.00 - Sr Wastewater Operator 1.00 1.00 - 1.00 - Stormwater Analyst 1.00 1.00 - 1.00 - Stormwater Compl Inspector 1.00 1.00 - 1.00 - Street Maint Manager 1.00 1.00 - 1.00 - Supt of Maint Services 1.00 1.00 - 1.00 - Sustainability Analyst 1.00 1.00 - 1.00 - Traffic Engineer 0.00 0.00 - 0.00 - Urban Forestry Crew Supervisor 1.00 1.00 - 1.00 - Urban Forestry Worker I 2.00 3.00 1.00 3.00 - Urban Forestry Worker II 4.00 3.00 (1.00) 3.00 - Wastewater Crew Supervisor 2.00 2.00 - 2.00 - Wastewater Manager 1.00 1.00 - 1.00 - Wastewater Operator 1.00 1.00 - 1.00 - Wastewater Operator-In-Training 1.00 1.00 - 1.00 -

Total Positions 117.50 122.50 5.00 122.50 0.00

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Policies and Glossary

This section will be completed for the final version on June 16, 2026.

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Salinas City CouncilMay 26, 2026

Salinas City Council
May 26, 2026