Santa Maria City Council
May 21, 2024

CALIFORNIA INC
3936 128-146-040 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 820 STANFORD RD QUINONEZ CHRISTOPHER RUIZ 3936 128-146-041 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 814 STANFORD RD JENKINS CYNTHIA A 3936 128-146-042 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 810 STANFORD RD UVALLE RITA L 3936 128-146-043 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 803 PADEN ST SEDLEY RYAN C 3936 128-146-044 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 807 PADEN ST RODRIGUEZ-GUTIERREZ CAROLINA 3936 128-146-045 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 811 PADEN ST MACHUCA LUIS 3936 128-146-046 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 815 PADEN ST BRAGG GABRIELA 3936 128-146-047 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 819 PADEN ST MENDEZ JORGE ALFREDO MACHUCA 3936 128-146-048 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 823 PADEN ST GARCIA DAVID 3936 128-146-049 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 827 PADEN ST MARTIN JAMES T & KAREN JEAN REVOCABLE TRUST 4/8/09
3936 128-146-050 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 831 PADEN ST ZARANDA IRAN Y 3936 128-146-051 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 835 PADEN ST DEORIO DAVID HENRY 3936 128-146-052 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 839 PADEN ST LEGORRETA CLAUDIA E 3936 128-146-053 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 843 PADEN ST CARLSEN MATTHEW B 2004 TRUST 3936 128-146-054 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 847 PADEN ST JOHNSON TOBE 3936 128-146-055 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 851 PADEN ST RODRIGUEZ JOSE 3936 128-146-056 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 855 PADEN ST AGUILAR GUADALUPE 3936 128-146-057 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 859 PADEN ST GARCIA RAUL 3936 128-146-058 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 863 PADEN ST PACHECO MARIA A 3936 128-146-059 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 867 PADEN ST CAMACHO RAFAEL 3936 128-146-060 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 871 PADEN ST GONZALEZ FAMILY TRUST 12/28/2016 3936 128-147-001 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1834 EVELYN CT PATAGUE MARIO 3936 128-147-002 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1836 EVELYN CT CASTANO RAMONA G 3936 128-147-003 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1838 EVELYN CT MORALES OCTAVIO SANCHEZ 3936 128-147-004 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1840 EVELYN CT GILL KULWANT 3936 128-147-005 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1842 EVELYN CT ORTIZ ALMA D 3936 128-147-006 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1844 EVELYN CT ZHOU MIN 3936 128-147-007 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1846 EVELYN CT KETTLER LIVING TRUST 7/26/1993 3936 128-147-008 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1848 EVELYN CT SIORDIA CAMELIA 3936 128-147-009 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1850 EVELYN CT ELDRIDGE ALEXANDRA EDNA ANN 3936 128-147-010 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1852 EVELYN CT PUENTES FERNANDO L 3936 128-147-011 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1854 EVELYN CT MIRANDA JUAN M 3936 128-147-012 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1856 EVELYN CT PHAM JESSICA 3936 128-147-013 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1861 EVELYN CT MOON FAMILY TRUST 3936 128-147-014 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1859 EVELYN CT EGUILUZ NARDED BAUTISTA 3936 128-147-015 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1857 EVELYN CT JACOB CORAZON M 3936 128-147-016 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1855 EVELYN CT LOCICERO FAMILY LIVING TRUST 3936 128-147-017 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1853 EVELYN CT LOWE LINDA H 3936 128-147-018 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1851 EVELYN CT AMADOR OSCAR 3936 128-147-019 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1849 EVELYN CT CARDENAS RAFAEL REYES 3936 128-147-020 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1847 EVELYN CT MENDOZA CLEMENTE 3936 128-147-021 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1845 EVELYN CT AGUILAR ROBERT 3936 128-147-022 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1843 EVELYN CT GALAMAY MANUEL T 3936 128-147-023 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1841 EVELYN CT TORRES JESSICA 3936 128-147-024 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1837 EVELYN CT MARTIN KEVIN MICHAEL 3936 128-147-025 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1838 MELANIE CT SENA RUBEN ANTHONY 3936 128-147-026 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1842 MELANIE CT HERNANDEZ ARTHUR JR 3936 128-147-027 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1844 MELANIE CT ROMERO MARCELO R 3936 128-147-028 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1846 MELANIE CT AGUILAR PEDRO 3936 128-147-029 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1848 MELANIE CT OGAWA SACHIKO 3936 128-147-030 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1850 MELANIE CT DIAZ JUAN CARDONA 3936 128-147-031 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1852 MELANIE CT HAR-CHAHAL FAMILY TRUST 11/30/15 3936 128-147-032 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1854 MELANIE CT MANUEL STEVEN 3936 128-147-033 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1856 MELANIE CT ZETMEIR TRUST 11/5/99 3936 128-147-034 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1858 MELANIE CT PILCHMAN JEFFREY 3936 128-147-035 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1860 MELANIE CT MOSSHOLDER TIMOTHY RAYMOND 3936 128-147-036 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1859 MELANIE CT WATSON JAMES A 3936 128-147-037 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1857 MELANIE CT HERFEL CAROLYN REVOCABLE LIVING TRUST 11/5/19
3936 128-147-038 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1855 MELANIE CT ORTIZ GABRIEL H 3936 128-147-039 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1853 MELANIE CT OSIRIS CHARLES EMMANUEL 3936 128-147-040 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1851 MELANIE CT BLACK FAMILY TRUST 2/3/01 3936 128-147-041 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1849 MELANIE CT FLOREZ FLORENTINO J 3936 128-147-042 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1847 MELANIE CT RAMIREZ ALBERT JOHN 3936 128-147-043 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1845 MELANIE CT TUMBAGA JOSE 3936 128-147-044 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1843 MELANIE CT RIZK MARIM 3936 128-147-045 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1841 MELANIE CT AGUILERA GERARDO CORDOVA 3936 128-147-046 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1004 MURRAY DR HENDRIX BRIAN G 3936 128-147-047 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1008 MURRAY DR GONZALEZ FAMILY TRUST 8/13/2004 3936 128-147-048 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1012 MURRAY DR TORRES HECTOR 3936 128-147-049 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1016 MURRAY DR STERN PAUL & ROCHELLE REVOCABLE TRUST 12/19/18
3936 128-147-050 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1020 MURRAY DR GOMEZ JOSE FERMIN 3936 128-147-051 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1024 MURRAY DR GUTIERREZ JORGE 3936 128-147-052 NE Rivergate Roemer 1 592.87$ 478.72 $ 1,112.62$ 1853 VERONICA LN PAULINO JESUS MORALES 3936 128-147-053 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1851 VERONICA LN BURNESS FAMILY TRUST 3936 128-147-054 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1849 VERONICA LN WILDER REVOCABLE LIVING TRUST 3936 128-147-055 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1848 VERONICA LN PORTILLO DOLORES 3936 128-147-056 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1852 VERONICA LN SANTIAGO SERGIO ARTURO 3936 128-147-057 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1854 VERONICA LN ARGUIJO JESSE R 3936 128-147-058 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1856 VERONICA LN PATTERSON JEFFERY ALLEN 3936 128-147-059 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1858 VERONICA LN RODRIGUEZ FAMILY TRUST 4/5/02 3936 128-147-060 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1860 VERONICA LN GARZA GERALD VENTURA 3936 128-147-061 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1859 AMY WAY QUALLS-DIXON FAMILY REVOCABLE TRUST 3/12/19
3936 128-147-062 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1857 AMY WAY DE LA TORRE JUAN 3936 128-147-063 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1855 AMY WAY THINGER-MENDEZ TRUST 4/6/15 3936 128-147-064 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1853 AMY WAY PACAOAN ALAN 3936 128-147-065 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1851 AMY WAY CHAVEZ JOSE FRANCISCO 3936 128-147-066 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1854 AMY WAY HAAS WILLIAM F JR 3936 128-147-067 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1856 AMY WAY SANCHEZ ALEJANDRO Z 3936 128-147-068 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1858 AMY WAY HERRERA MONICA 3936 128-147-069 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1855 LAUREN LN AMARAL AMURAVI N 3936 128-147-070 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1853 LAUREN LN HUGIE LIVING TRUST 10/31/2011 3936 128-147-073 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1019 MURRAY DR PALLAN MONICA 3936 128-147-074 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1023 MURRAY DR BOOTH KATHRYN S SEPARATE PROPERTY TRUST 3/13/09
3936 128-148-001 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1808 LAUREN LN ORR AYAKO REVOCABLE LIVING TRUST 02/16/2015
3936 128-148-002 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1810 LAUREN LN CAVAZOS FAMILY TRUST 2/7/07 3936 128-148-003 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1814 LAUREN LN ROBLES JOHN DOMINIC 3936 128-148-004 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1818 LAUREN LN VELASQUEZ ENRIQUE A 3936 128-148-005 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1822 LAUREN LN VELASCO GILBERT PAUL JR 3936 128-148-006 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1826 LAUREN LN ELIAS SALLY 3936 128-148-007 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1830 LAUREN LN CHENG YUAN TRUST 4/9/03 3936 128-148-008 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1834 LAUREN LN REDDING FAMILY TRUST 7/15/11 3936 128-148-009 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1838 LAUREN LN ROMAN SALVADOR F 3936 128-148-010 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1842 LAUREN LN INAY CARINA YADAO 3936 128-148-011 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1846 LAUREN LN MAYA NICOLE 3936 128-148-012 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1850 LAUREN LN HALVERSON CYNDY 3936 128-148-013 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1851 LAUREN LN GERLACH BRITTNEY 3936 128-148-014 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1847 LAUREN LN DOWD GILBERT 3936 128-148-015 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1843 LAUREN LN LARSON KAREN 3936 128-148-016 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1839 LAUREN LN GUTIERREZ FROYLAN 3936 128-148-017 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1835 LAUREN LN PUCCIARELLI CHRISTINA L 3936 128-148-018 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1831 LAUREN LN PAZ SALVADOR 3936 128-148-019 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1827 LAUREN LN MARIN SALVADOR PAZ 3936 128-148-020 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1823 LAUREN LN EULLOQUI MARIO 3936 128-148-021 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1819 LAUREN LN LE THUY MONG 3936 128-148-022 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1815 LAUREN LN WELLFORD JOHN 3936 128-148-023 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1811 LAUREN LN KHAJETOORIANS ARAM 3936 128-148-026 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1824 AMY WAY MILT GUGGIA ENTERPRISES INC 3936 128-148-027 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1828 AMY WAY CARSON MICHAEL LEE 3936 128-148-028 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1832 AMY WAY VIRK MUNINDER 3936 128-148-029 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1836 AMY WAY ANDRES RENATO 3936 128-148-030 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1840 AMY WAY CARLSEN MATTHEW B 2004 TRUST 3936 128-148-031 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1844 AMY WAY VIRK MUNINDER 3936 128-148-032 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1846 AMY WAY HERNANDEZ JUAN LIVING TRUST 11/17/17 3936 128-148-033 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1850 AMY WAY CHAVEZ MARIA T 3936 128-148-034 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1847 AMY WAY NANIONG JERRY P 3936 128-148-035 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1845 AMY WAY HOBBS FAMILY TRUST 7/29/15 3936 128-148-036 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1843 AMY WAY ABRAHAM JOSEPH 3936 128-148-037 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1839 AMY WAY CASABAR ROGELIO D 3936 128-148-038 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1835 AMY WAY NISPEROS GERALD SUMAJIT 3936 128-148-039 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1831 AMY WAY MEDEL MARIA GUADALUPE 3936 128-148-040 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1827 AMY WAY SANDMAN JOHN 3936 128-148-041 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1823 AMY WAY CARDENAS ALBERTO & DELFINA TRUST 12/12/03
3936 128-148-042 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1821 AMY WAY FERNANDEZ FRANCISCO 3936 128-148-043 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1826 VERONICA LN GAYTAN ANDRES 3936 128-148-044 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1830 VERONICA LN VON FRAUSING-BORCH OLE & CATALINA

CASTILLO LIVING TR
3936 128-148-045 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1834 VERONICA LN MEDINA FRANCISCO RODRIGUEZ 3936 128-148-046 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1836 VERONICA LN DELOZA JOSEPH 3936 128-148-047 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1838 VERONICA LN CAMPOS JUAN MANUEL JR 3936 128-148-048 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1840 VERONICA LN WILLIAMS TRUST DATED MAY 27 1992 3936 128-148-049 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1842 VERONICA LN MORIARITY DOUGLAS M 3936 128-148-050 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1844 VERONICA LN ESCOBEDO CARLOS A 3936 128-148-051 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1846 VERONICA LN PATAGUE PRISCILA C 3936 128-148-052 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1847 VERONICA LN WOOD CHRISTINA 3936 128-148-053 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1845 VERONICA LN CHANDLER-BATISTIC TRUST 2/20/18 3936 128-148-054 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1843 VERONICA LN PINON ALEJANDRO 3936 128-148-055 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1841 VERONICA LN MADRID LAURA I CAMPOS 3936 128-148-056 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1839 VERONICA LN ECHAVARRIA FRANK 3936 128-148-057 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1835 VERONICA LN GUTIERREZ JULIO C 3936 128-148-058 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1831 VERONICA LN WELLS PAUL 3936 128-148-060 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1820 AMY WAY KIM HYUNJU 3936 128-148-061 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1822 AMY WAY NUNO ESTHER 3936 128-151-001 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1017 MURRAY DR BAIRD STEVEN 3936 128-151-002 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1015 MURRAY DR PORTER JAMES 3936 128-151-003 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1011 MURRAY DR ARZAGA ELIZABETH LOUISE 3936 128-151-004 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1007 MURRAY DR LOMBOY RODOLFO V 3936 128-151-005 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1904 EVELYN CT COGAN FAMILY TRUST 8/14/93 3936 128-151-006 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1908 EVELYN CT SPEARS CYNTHIA E 3936 128-151-007 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1912 EVELYN CT GALVAN VANESSA BARRIOS 3936 128-151-008 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1925 EVELYN CT MERCADO JOSE 3936 128-151-009 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1921 EVELYN CT REYES RYAN 3936 128-151-010 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1915 EVELYN CT YUN JINNY JINHEE 3936 128-151-011 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1909 EVELYN CT LAGUTAN LUCRING BALICLIC 3936 128-151-012 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1905 EVELYN CT ALEXANDER BERNADETTE 3936 128-151-013 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1901 EVELYN CT GONZALEZ JULIO C 3936 128-151-014 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1902 MELANIE CT GONZALEZ ALONDRA 3936 128-151-015 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1906 MELANIE CT SADAT AJMAL 3936 128-151-016 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1910 MELANIE CT DENG JINHU 3936 128-151-017 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1914 MELANIE CT CARDENAS JUAN & GRACIELA TRUST 12/9/03 3936 128-151-018 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1918 MELANIE CT OSHEA EILEEN M 3936 128-151-019 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1924 MELANIE CT RICO JOSE 3936 128-151-020 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1932 MELANIE CT MARATAS EMMANUEL 3936 128-151-021 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1939 MELANIE CT NIEDRAUER BART D 3936 128-151-022 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1935 MELANIE CT WELLS MICHAEL T 3936 128-151-023 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1931 MELANIE CT CONDON KELLIE M 3936 128-151-024 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1927 MELANIE CT THOMAS ROBERT TODD 3936 128-151-025 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1923 MELANIE CT BUENROSTRO LAURO PEREZ 3936 128-151-026 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1919 MELANIE CT MANRIQUEZ FERNANDO 3936 128-151-027 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1915 MELANIE CT SOLIS ROGELIO 3936 128-151-028 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1911 MELANIE CT ESTRADA JAVIER 3936 128-151-029 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1907 MELANIE CT STENHOUSE RYAN SCOT 3936 128-151-030 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 1903 MELANIE CT ESPINOZA MARIO 3936 128-152-002 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 851 TABITHA LN AYALA ANGELICA FARFAN 3936 128-152-003 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 845 TABITHA LN GUTIERREZ JORGE 3936 128-152-004 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 839 TABITHA LN SILVA MARIO 3936 128-152-005 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 833 TABITHA LN MAMUYAC JEFFERSON CAMPOS 3936 128-152-006 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 827 TABITHA LN VALDEZ ADRIAN 3936 128-152-007 NE Rivergate Roemer 1 592.87$ 478.72 $ 1,112.62$ 821 TABITHA LN TORRES MARIA E 3936 128-152-008 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 815 TABITHA LN AYALA PABLO TINOCO 3936 128-152-009 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 809 TABITHA LN ALDAMA RAUL 3936 128-152-010 NE Rivergate Roemer 1 592.87$ 478.72 $ 1,112.62$ 803 TABITHA LN HONRADA IRENE M 3936 128-152-011 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 802 BORGES DR ZACARIAS HILDA 3936 128-152-012 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 808 BORGES DR BRAR UPKAR SINGH 3936 128-152-013 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 814 BORGES DR ESCOBAR JOSE ANIBAL 3936 128-152-014 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 820 BORGES DR HERNANDEZ LUCIA G REVOCABLE FAMILY TRUST
3936 128-152-015 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 826 BORGES DR COLLETTE EMILIO L INDIVIDUAL LIVING TRUST 5/22/18
3936 128-152-016 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 832 BORGES DR RUBALCAVA JOSE 3936 128-152-017 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 838 BORGES DR CEJA PAUL & LAURA FAMILY TRUST 2/28/11 3936 128-152-018 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 844 BORGES DR RIVAS RALPH JESUS REVOCABLE TRUST 10/28/19
3936 128-152-019 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 829 BORGES DR SARTAIN FAMILY TRUST 4/29/13 3936 128-152-020 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 819 BORGES DR LEE SANG WOO 3936 128-152-021 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 815 BORGES DR BRAR UPKAR SINGH 3936 128-152-022 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2002 YOSHIDA DR HARO RONNIE 3936 128-152-023 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2006 YOSHIDA DR ARANDA SANDRA 3936 128-152-024 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2008 YOSHIDA DR ABD EDWIN 3936 128-152-025 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2012 YOSHIDA DR CATALANO BRUNO T 3936 128-152-026 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2016 YOSHIDA DR LIGHT DARREN L 3936 128-152-027 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2021 YOSHIDA DR OLOWUDE BRIAN 3936 128-152-028 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2017 YOSHIDA DR DAGUIO JUAN T 3936 128-152-029 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2015 YOSHIDA DR FOSDICK JAMES 3936 128-152-030 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2011 YOSHIDA DR MINERA JUAN J 3936 128-152-031 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2009 YOSHIDA DR VALADEZ CHRISTINA 3936 128-152-032 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 747 BORGES DR PANUCO JESUS GONZALEZ 3936 128-152-033 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 743 BORGES DR WILBURN TRUST 11/28/00 3936 128-152-034 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 739 BORGES DR ARRING STEPHEN R 3936 128-152-035 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 735 BORGES DR LIMON JAVIER O 3936 128-152-036 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 731 BORGES DR GELPI ANA SOFIA RAMIREZ (RAMIREZ GELPI

ANA SOFIA)
3936 128-152-037 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 727 BORGES DR MENDOZA RICARDO 3936 128-152-038 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 723 BORGES DR PEREZ JOSE C 3936 128-152-039 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 719 BORGES DR CHANDLER-BATISTIC TRUST 2/20/18 3936 128-152-040 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 715 BORGES DR WALTERS LISA 3936 128-152-041 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 709 BORGES DR MARTINEZ CRISTITA F 3936 128-152-042 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 705 BORGES DR ADAMS KATHRYN T 3936 128-152-043 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 701 BORGES DR NGUYEN ANTHONY 3936 128-152-044 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 702 BRANDY CT CHAVEZ LORENA C 3936 128-152-045 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 706 BRANDY CT MUNGUIA FAMILY TRUST 8/9/19 3936 128-152-046 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 710 BRANDY CT GONZALEZ TOMAS 3936 128-152-047 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 714 BRANDY CT PEREZ ANAYELI BAUTISTA 3936 128-152-048 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 718 BRANDY CT PENCE J O FAMILY TRUST 3/9/06 3936 128-152-049 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 722 BRANDY CT SCHULTZ DAVID T 3936 128-152-050 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 726 BRANDY CT EALAND JOHN & SUZANNE FAMILY TRUST 7/20/17
3936 128-152-051 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 730 BRANDY CT DYSON KELLY J 3936 128-152-052 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 734 BRANDY CT HILBRANT ROBERT G 3936 128-152-053 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 738 BRANDY CT CISNEROS JESUS 3936 128-152-054 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 742 BRANDY CT GONZALEZ ARNULFO MALDONADO 3936 128-152-055 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 746 BRANDY CT VELASQUEZ RUBEN L 3936 128-152-056 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 750 BRANDY CT CHAVEZ FAMILY TRUST 12/31/98 3936 128-152-057 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 751 BRANDY CT TRUJILLO DAVID A 3936 128-152-058 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 749 BRANDY CT SANCHEZ CHRISTOPHER 3936 128-152-059 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 745 BRANDY CT WARREN JEFFREY D 3936 128-152-060 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 743 BRANDY CT GARCIA JESUS B 3936 128-152-061 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 729 BRANDY CT SEYER SCOTT D 3936 128-152-062 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 725 BRANDY CT DWORACZYK DIANA L 3936 128-152-063 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 719 BRANDY CT FURTADO MARY JANE 3936 128-152-064 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 715 BRANDY CT TOWNSEND JULIA M 3936 128-152-065 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 711 BRANDY CT PINA JORGE A 3936 128-152-066 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 707 BRANDY CT PAZ GABRIELA 3936 128-152-067 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 703 BRANDY CT ALVARADO MARIA PEREZ 3936 128-152-068 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2021 MARIAH DR ANDRADE JORGE SR 3936 128-152-069 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2017 MARIAH DR CHAVEZ JUVENTINIO TOVAR 3936 128-152-070 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2015 MARIAH DR RACHO ALBINA M 3936 128-152-071 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2011 MARIAH DR CASTILLO PATRICIA C 3936 128-152-072 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2009 MARIAH DR ADOREMOS ANNA LYNN 3936 128-152-073 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2005 MARIAH DR GOODNIGHT HARRY T 3936 128-152-074 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2003 MARIAH DR BOTELLO ABEL 3936 128-153-002 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 704 KELSEY CT HAMILTON JEFF 3936 128-153-003 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 708 KELSEY CT PUCCIARELLI ADAM 3936 128-153-004 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 712 KELSEY CT REINACHER JOHN J 3936 128-153-005 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 716 KELSEY CT NUNEZ MARTIN CRUZ 3936 128-153-006 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 720 KELSEY CT LARA ELVIS A 3936 128-153-007 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 724 KELSEY CT GUEL LUIS C 3936 128-153-008 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 728 KELSEY CT HUTCHESON FAMILY TRUST 11/18/05 3936 128-153-009 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 732 KELSEY CT SKIDMORE JAMES C 3936 128-153-010 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 736 KELSEY CT GOMEZ MARTHA L 3936 128-153-012 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 735 KELSEY CT CONTRERAS JOSE & MARICELA FAMILY TRUST 3936 128-153-013 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 731 KELSEY CT VAZAPPILLY JOS 3936 128-153-014 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 727 KELSEY CT BOLTON FAMILY TRUST 6/11/01 3936 128-153-015 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 723 KELSEY CT GODOY RICARDO S 3936 128-153-016 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2034 MARIAH DR CARBONE BRIAN 3936 128-153-017 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2036 MARIAH DR RAMIREZ ALMA P 3936 128-153-018 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2040 MARIAH DR DELAPENA SAMMY C 3936 128-153-019 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2042 MARIAH DR SIERRA JAVIER R 3936 128-153-020 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2046 MARIAH DR STRAIT YI 3936 128-153-021 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2048 MARIAH DR PEREZ MARGARITA 3936 128-153-023 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2057 MARIAH DR MACKENZIE JON JEFFREY 3936 128-153-024 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2053 MARIAH DR RONNFELDT KIMBERLY HAZARD 3936 128-153-025 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2051 MARIAH DR HELMAN DALE A 3936 128-153-026 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2047 MARIAH DR RAMIREZ JOSE 3936 128-153-027 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2045 MARIAH DR GUTIERREZ ARMANDO 3936 128-153-028 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2041 MARIAH DR BICK MAURICIO E 3936 128-153-029 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2039 MARIAH DR RONNFELDT KIMBERLY HAZARD 3936 128-153-030 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2035 MARIAH DR CORTES JORGE A 3936 128-153-031 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2033 MARIAH DR ARONSON JUDY A 3936 128-153-032 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2029 MARIAH DR WALDRON MICHAEL J SR 3936 128-153-033 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2027 MARIAH DR VACHHANI 2005 FAMILY REVOCABLE LIVING TRUST 10/25/20
3936 128-153-034 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2023 MARIAH DR STEPHEN CLIFFORD & CONKLIN LINDA DIANE

FAMILY TRUST
3936 128-153-035 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ REXFORD TITLE INC 3936 128-153-038 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 739 KELSEY CT HATWIK SALEM 3936 128-153-039 NE Rivergate Roemer 1 296.43$ 239.36 $ 556.31$ 2052 MARIAH DR STECKER FAMILY TRUST 12/9/02 3936 128-173-001 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1415 MESA VIEW LN MALDONADO JOSE/MARIA REVOCABLE FAMILY TRUST 7/17/19
3936 128-173-002 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1423 MESA VIEW LN MURILLO TONY B & AURORA V REVOCABLE TRUST
3936 128-173-003 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1427 MESA VIEW LN WINTERS MARY FAMILY TRUST 3936 128-173-004 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1433 MESA VIEW LN ELIAS JESSICA HERNANDEZ 3936 128-173-005 NE Donovan Estates 1 592.87$ 601.40 $ 1,245.81$ 1439 MESA VIEW LN PATINO RAUL GONZALEZ 3936 128-173-006 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1445 MESA VIEW LN CORTEZ NOEMI 3936 128-173-007 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1505 MESA VIEW LN SALINAS DELARDO & MAGDALENA FAMILY TRUST 08/03/2011
3936 128-173-008 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1517 MESA VIEW LN DIAZ JUAN C 3936 128-173-009 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1525 MESA VIEW LN LEON SALVADOR 3936 128-173-010 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1531 MESA VIEW LN GARCIA ESTEBAN MARTINEZ 3936 128-173-011 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1410 MESA VIEW LN ALST ESAM 3936 128-173-012 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1416 MESA VIEW LN GUNSTROM LISA REVOCABLE TRUST 9/10/12 3936 128-173-013 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1420 MESA VIEW LN RITORTO DEBRA L 3936 128-173-014 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1424 MESA VIEW LN HOOVER FAMILY TRUST 10/20/06 3936 128-173-015 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1430 MESA VIEW LN ALVARADO MARIO 3936 128-173-016 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1527 OAK CREST WAY LONGORIA IRMA G 3936 128-173-017 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1519 OAK CREST WAY MACABULOS EUGGIE LOU M 3936 128-173-018 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1511 OAK CREST WAY HUANG FAMILY TRUST 3936 128-173-019 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1431 LAHR LN CAMACHO BERTHA REVOCABLE FAMILY TRUST 12/17/10
3936 128-173-020 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1425 LAHR LN ESTUDIANTE MARIO 3936 128-173-021 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1421 LAHR LN BUTAY RANDY 3936 128-173-022 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1417 LAHR LN BOLUSAN DENNIS 3936 128-173-023 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1411 LAHR LN CAVAZOS RONNY 3936 128-173-024 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1528 OAK CREST WAY HERNANDEZ SEFERINO 3936 128-173-025 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1520 OAK CREST WAY ZAMBO ERNESTO 3936 128-173-026 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1510 OAK CREST WAY SALINAS DELARDO & MAGDALENA FAMILY TRUST 08/03/2011
3936 128-173-027 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1509 WILL ST CARDENAS ALBERTO & DELFINA TRUST 12/12/2003
3936 128-173-028 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1517 WILL ST NANIONG MARILOU 3936 128-173-029 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1525 WILL ST MIX THOMAS N 3936 128-173-030 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1540 WILL ST PASTRONA ISIDRO GONZALEZ 3936 128-173-031 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1532 WILL ST LEWIS ANDREW W 3936 128-173-032 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1526 WILL ST HERNANDEZ ADELINE 3936 128-173-033 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1518 WILL ST POMPA ROGELIO 3936 128-173-034 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1510 WILL ST LE PHUC HUU 3936 128-173-035 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1502 WILL ST VILLA GEORGE 3936 128-173-036 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1546 LAHR LN ISIDRO ALONA 3936 128-173-037 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1538 LAHR LN MUNOZ ANTONIA 3936 128-173-038 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1530 LAHR LN HAK JARINA 3936 128-173-039 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1522 LAHR LN SANTIAGO AURORA 2000 REVOCABLE LIVING TRUST
3936 128-173-040 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1514 LAHR LN SANTIAGO AURORA 2000 REVOCABLE LIVING TRUST
3936 128-173-041 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1506 LAHR LN ZARAGOZA GLORIA 3936 128-173-042 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1442 LAHR LN CABANDONG JOSEPH L 3936 128-173-043 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1436 LAHR LN DIAZ AUGUSTINE S 3936 128-173-044 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1432 LAHR LN MARTINEZ JOSE F 3936 128-173-045 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1426 LAHR LN ORNELAS DAVID 3936 128-173-046 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1422 LAHR LN VEA REVOCABLE LIVING TRUST 8/13/20 3936 128-173-047 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1418 LAHR LN CAUDILLO ARACELI VELASQUEZ 3936 128-173-048 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1412 LAHR LN THOMPSON FAMILY TRUST 6/9/14 3936 128-173-049 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1408 LAHR LN HOLLOWAY CHARLES ALAN 3936 128-173-050 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1404 LAHR LN AVILA BENJAMIN 3936 128-173-051 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1503 CANYON DR CAMARENA JOSE E 3936 128-173-052 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1511 CANYON DR APARICIO REFUGIO VEGA 3936 128-173-053 NE Donovan Estates 1 296.43$ 300.70 $ 622.91$ 1519 CANYON DR WESOLOWSKI ROBERT EUGENE 3936 128-175-001 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1702 BILBAO DR SILVERA PORTACIO MARIA R DDS PHD 3936 128-175-002 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1704 BILBAO DR PARINAS MARY JANE 3936 128-175-003 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1706 BILBAO DR VARGAS RAE 3936 128-175-004 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1708 BILBAO DR OSMENA KAREN 3936 128-175-005 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1710 BILBAO DR BERUMEN RICARDO G 3936 128-175-006 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1712 BILBAO DR DAWSON CHET D 3936 128-175-007 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1714 BILBAO DR ZALDANA FABIAN S 3936 128-175-008 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1718 BILBAO DR ORACH & MARY ELLEN 2014 REVOCABLE TRUST 12/15/14
3936 128-175-009 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1720 BILBAO DR BOGNUDA JANINE M 3936 128-175-010 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1722 BILBAO DR VACHHANI 2005 FAMILY REVOCABLE LIVING TRUST 10/25/20
3936 128-175-011 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1724 BILBAO DR RUSH PERNELL W 3936 128-175-012 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1726 BILBAO DR DAVID JOEL 3936 128-175-013 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1728 BILBAO DR DHILLON HARINDER 3936 128-175-014 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1730 BILBAO DR VALDEZ AZUCENA 3936 128-175-015 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1734 BILBAO DR BERUMEN RICARDO JR 3936 128-175-016 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1736 BILBAO DR ARAKI DIONNE 3936 128-175-017 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1738 BILBAO DR SHAW LORI LYNN 3936 128-175-018 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1740 BILBAO DR FERNANDEZ EDWARD 3936 128-175-019 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1742 BILBAO DR GARCIA SEYDE 3936 128-175-020 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1744 BILBAO DR PONTO FAMILY TRUST 3936 128-175-021 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1746 BILBAO DR SWIFT CHRISTY ANN 3936 128-175-022 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1748 BILBAO DR LOVEDAY ABERNETHY & GEORGES REVOCABLE LIVING TRUST 1
3936 128-175-023 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1750 BILBAO DR DELVECCHIO VALENTINE TRUST 3936 128-175-024 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1752 BILBAO DR COLES DAWN M LIVING TRUST 3936 128-175-025 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1754 BILBAO DR BELSHAW DANIEL J 3936 128-175-026 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1756 BILBAO DR CALDWELL RAYMOND H SR 3936 128-175-027 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 102 MARBELLA WAY PONTO FAMILY TRUST 9/11/87 3936 128-175-028 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 110 MARBELLA WAY NAPOLI AUDRA A 3936 128-175-029 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 118 MARBELLA WAY DODD VERONICA 3936 128-175-030 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 122 MARBELLA WAY DESAI NIRAJ 3936 128-175-031 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 128 MARBELLA WAY FULTON DANIEL LEE 3936 128-175-032 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 132 MARBELLA WAY DAVID JOEL 3936 128-175-033 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 138 MARBELLA WAY PONTO FAMILY TRUST 9/11/87 3936 128-175-034 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1757 BILBAO DR MORRISON MARK A 3936 128-175-035 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1755 BILBAO DR KELLY ROLAND W & MARY P REVOC LIV TRUST 03/06/18
3936 128-175-036 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1753 BILBAO DR FAST DARWIN JACK 3936 128-175-037 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1751 BILBAO DR ANDERSON MARLA COHN 3936 128-175-038 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1749 BILBAO DR BELSHAW DANIEL J 3936 128-175-039 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1747 BILBAO DR COOK JOY TRUST 3936 128-175-040 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1743 BILBAO DR COOK JOY TRUST 3936 128-175-041 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1741 BILBAO DR MEGARGEE MICHAEL/SARA 3936 128-175-042 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1739 BILBAO DR TROMBLEY CHRISTOPHER 3936 128-175-043 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1737 BILBAO DR ZAREMBA LORETTA J 3936 128-175-044 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1735 BILBAO DR DAVID FAMILY TRUST 02/06/2013 3936 128-175-045 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1733 BILBAO DR LUNN STEVEN & PATTY TRUST 8/12/20 3936 128-175-046 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1729 BILBAO DR MASCARO KENNETH E 3936 128-175-047 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1727 BILBAO DR CROUGH JORDAN & LISA FAMILY TRUST 3936 128-175-048 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1725 BILBAO DR VINCHHI RAHUL 3936 128-175-049 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1723 BILBAO DR RAMIREZ MARIA D 3936 128-175-050 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1721 BILBAO DR STEINBERG STEVEN A 3936 128-175-051 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1719 BILBAO DR SCHWARTZ FAMILY TRUST 10/22/2009 3936 128-175-052 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1717 BILBAO DR BOBZIN CLYDE F JR & DOLORES TRUST 9/26/94 3936 128-175-053 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1715 BILBAO DR CONEJO ALFREDO JR 3936 128-175-054 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1711 BILBAO DR FLORES ESTEBAN & ALMA REVOCABLE FAMILY TRUST
3936 128-175-055 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1709 BILBAO DR GONZALEZ CARLOS G 3936 128-175-056 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1707 BILBAO DR DAVID JOEL/ILANA 3936 128-175-057 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1705 BILBAO DR STARNES ANDREW THOMAS 3936 128-175-058 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 131 N NAVARRA (REC BL LA VENTANA OWNERS ASSOCIATION 3936 128-176-001 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 205 NAVARRA WAY MARTINEZ JOHNNY C 3936 128-176-002 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 211 NAVARRA WAY MACIEL FRANCISCO 3936 128-176-003 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 217 NAVARRA WAY JOHNSON DAVID F 3936 128-176-004 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 223 NAVARRA WAY WHITAKER PERRY L 3936 128-176-005 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 229 NAVARRA WAY RAMIREZ JASON L 3936 128-176-006 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 235 NAVARRA WAY WITHERS MICHAEL J 3936 128-176-007 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1727 ALCALA DR ASHBROOK LESLIE V 3936 128-176-008 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1731 ALCALA DR PANTOJA MARTIN 3936 128-176-009 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1735 ALCALA DR CANO PATRICIA 3936 128-176-010 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1737 ALCALA DR KLOSTERMANN KEVIN 3936 128-176-011 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1741 ALCALA DR ALVAREZ ISIDRO 3936 128-176-012 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1743 ALCALA DR LI SHU ZHU 3936 128-176-013 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1749 ALCALA DR LACASTE GLENN D 3936 128-176-014 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1751 ALCALA DR VO VINH 3936 128-176-015 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1753 ALCALA DR YI STEVEN 3936 128-176-016 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1755 ALCALA DR GARCIA HECTOR M 3936 128-176-017 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1757 ALCALA DR SANCHEZ MARICOR 3936 128-176-018 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 224 MARBELLA WAY BECERRA RENATO 3936 128-176-019 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 218 MARBELLA WAY HIGUERA HILDA T 3936 128-176-020 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 208 MARBELLA WAY WARTELL XIAOZHU D 3936 128-176-021 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 202 MARBELLA WAY PALACIOS JUAN B 3936 128-176-022 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 201 MARBELLA WAY MORA HECTOR M JR 3936 128-176-023 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 207 MARBELLA WAY HERNANDEZ JESSE & JEANETTE LIVING TRUST 12/27/16
3936 128-176-024 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 217 MARBELLA WAY PEREZ JOSE GUADALUPE 3936 128-176-025 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1752 ALCALA DR DE OROPEZA ROSA RODRIGUEZ 3936 128-176-026 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1748 ALCALA DR SABLAN DANIEL M JR 3936 128-176-027 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1744 ALCALA DR ADAMES RENATA 3936 128-176-028 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1740 ALCALA DR VO VINH N 3936 128-176-029 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 216 GATEWOOD WAY SARIN VISHAW PARKASH & VEENA REVOCABLE

LIVING TRUST
3936 128-176-030 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 210 GATEWOOD WAY BOYER LISA RENEE 3936 128-176-031 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 204 GATEWOOD WAY BROOKSHIRE DANNY 3936 128-176-032 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 205 GATEWOOD WAY SOTO-ENRIQUEZ JULIE C 3936 128-176-033 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 211 GATEWOOD WAY CORPUZ JOHNNY 3936 128-176-034 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 217 GATEWOOD WAY RHODES BRIAN K 3936 128-176-035 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1736 ALCALA DR HERNANDEZ MIKE 3936 128-176-036 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1732 ALCALA DR GARCIA FABIAN 3936 128-176-037 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1728 ALCALA DR BONITA RANCH HOLDINGS LLC 3936 128-176-038 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1724 ALCALA DR RIVERA NICK A 3936 128-176-039 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1720 ALCALA DR SALCIDO ANGEL FABIAN 3936 128-176-040 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 214 ORIE CT GONZALEZ LEOBARDO 3936 128-176-041 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 208 ORIE CT STRAHAN ENOCH W 3936 128-176-042 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 202 ORIE CT ACASIO DENNIS 3936 128-176-043 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 203 ORIE CT HALE CAMILLE JOANNE REVOCABLE TRUST DATED 10/20/09
3936 128-176-044 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 207 ORIE CT NIJJAR SARABJIT 3936 128-176-045 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 211 ORIE CT BARAJAS JOSE M 3936 128-176-046 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1716 ALCALA DR LARA EMERSON A 3936 128-176-047 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1712 ALCALA DR JONES ALTON F 3936 128-176-048 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1708 ALCALA DR PONCE VICKIE L 3936 128-176-049 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1704 ALCALA DR WAKELEY PATRICIA A 3936 128-176-050 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 216 NAVARRA WAY TRUMAN JOHN R 3936 128-176-051 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 210 NAVARRA WAY RUIZ-RIVAS SANDRA M 3936 128-176-052 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 204 NAVARRA WAY GARCIA PHYLLIS 2011 TRUST 3936 128-176-053 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 131 N NAVARRA (REC

BLDG) WAY LA VENTANA OWNERS ASSOCIATION
3936 128-187-001 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 101 DRESSLER AVE SMITH BRIAN C 3936 128-187-002 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 105 DRESSLER AVE LEON EDUARDO 3936 128-187-003 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 203 DRESSLER AVE BARAJAS MARCO 3936 128-187-004 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 207 DRESSLER AVE HERRERA LYLYVETT 3936 128-187-005 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 211 DRESSLER AVE TEDESCHI MATTIA 3936 128-187-006 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 215 DRESSLER AVE TRUONG DANIEL VI 3936 128-187-007 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 219 DRESSLER AVE ARAKI CAMERON 3936 128-187-008 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 223 DRESSLER AVE SUH JOHN J 3936 128-187-009 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 220 AUGUSTA DR CASTREJON FRANCO 3936 128-187-010 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 216 AUGUSTA DR ERKINS MILTON C 3936 128-187-011 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 212 AUGUSTA DR WILLSON JAMES M 3936 128-187-012 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 208 AUGUSTA DR VAZQUEZ LUIS A AGUILAR 3936 128-187-013 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1893 SILVA DR ATWOOD FAMILY TRUST 7/8/11 3936 128-187-014 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1889 SILVA DR DAVILA AARON 3936 128-187-015 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1885 SILVA DR VX HOLDINGS LLC 3936 128-187-016 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1881 SILVA DR SLATER LINDA J 3936 128-187-017 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1877 SILVA DR PRECIADO ALEJANDRO 3936 128-187-018 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1873 SILVA DR LOETZERICH ROSCOE 3936 128-187-019 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1869 SILVA DR FERNANDEZ RICHARD 3936 128-187-020 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1865 SILVA DR CAI PING 3936 128-187-021 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1861 SILVA DR VELAZQUEZ ADALBERTO 3936 128-187-022 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 210 HAMPTON DR CHILDRESS JEFF G 3936 128-187-023 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 214 HAMPTON DR DIAZ LUIS ANTONIO 3936 128-187-024 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1876 CAMDEN LN DEVEAU LESLI LEE 3936 128-187-025 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1880 CAMDEN LN PAGE FAMILY TRUST 5/17/00 3936 128-187-026 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1884 CAMDEN LN PEREZ JOSE C 3936 128-187-027 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1888 CAMDEN LN REED BENJAMIN M 3936 128-187-028 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1887 CAMDEN LN GOMEZ ALEJANDRO 3936 128-187-029 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1883 CAMDEN LN WYSS BRIAN S 3936 128-187-030 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 211 AUGUSTA DR CORDOVA LUIS F JR 3936 128-187-031 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 222 HAMPTON DR WALLACE JOHN 3936 128-187-032 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 218 HAMPTON DR VALDERRAMA MARIA LETICIA 3936 128-187-033 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1892 SILVA DR KAHLON JAGBIR SINGH 3936 128-187-034 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1888 SILVA DR WALKER LACY LOUISE 3936 128-187-035 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1884 SILVA DR FERNANDEZ AGUSTIN & ROSA I FAMILY TRUST 3936 128-187-036 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1880 SILVA DR NG CHUEN C 3936 128-187-037 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1876 SILVA DR CHILCOAT FAMILY TRUST 6/15/09 3936 128-187-038 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1872 SILVA DR GONZALEZ ANTHONY EFREN 3936 128-187-039 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1868 SILVA DR COLE JAMES ROBERT 3936 128-187-040 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1864 SILVA DR HICKS FAMILY LIVING TRUST 5/14/02 3936 128-187-041 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1860 SILVA DR RUSSOM STEVEN CHARLES 3936 128-187-042 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1856 SILVA DR SHIHADEH SULEIMAN 3936 128-187-043 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 201 HAMPTON DR NUTI MATTHEW J 3936 128-187-044 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 205 HAMPTON DR OSTINI MICHAEL ANTHONY 2018 TRUST 9/20/18 3936 128-187-045 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 209 HAMPTON DR RAMIREZ JOSE LUIS 3936 128-187-046 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 213 HAMPTON DR DAVID FAMILY TRUST 2/6/13 3936 128-187-047 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 217 HAMPTON DR DAWSON TYLER DEAN 3936 128-187-048 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 221 HAMPTON DR ANAYA FAMILY TRUST 4/20/05 3936 128-187-049 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 225 HAMPTON DR KAUR HARJINDER 3936 128-187-050 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 228 SIRATT DR CUELLO ERNIE ARTURO 3936 128-187-051 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 224 SIRATT DR CURTIS CHAD M 3936 128-187-052 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 220 SIRATT DR LIMON ENRIQUE P 3936 128-187-053 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 216 SIRATT DR CARIAS JOSE LUIS 3936 128-187-054 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 212 SIRATT DR MCCLAIN DAVID 3936 128-187-055 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 208 SIRATT DR RAMIREZ JUAN R 3936 128-187-056 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 204 SIRATT DR HAN SANG KI 3936 128-188-001 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 301 DRESSLER AVE TATICK DANIEL 3936 128-188-002 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 305 DRESSLER AVE MAGANA ROMAN 3936 128-188-003 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 309 DRESSLER AVE TOSCHES MARC 3936 128-188-004 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 313 DRESSLER AVE HATCH JAMES ROBERT 3936 128-188-005 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 317 DRESSLER AVE KOCK MEGAN 3936 128-188-006 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 321 DRESSLER AVE DELGADO SAMUEL LOPEZ 3936 128-188-007 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 325 DRESSLER AVE ALGUIRE SCOTT J 3936 128-188-008 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 329 DRESSLER AVE FRUGE RYAN DENIS 3936 128-188-009 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1886 WILLINGHAM DR POTTS MELINDA 3936 128-188-010 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1882 WILLINGHAM DR ENRIQUEZ EDGAR IVAN 3936 128-188-011 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1878 WILLINGHAM DR HERNANDEZ STEVE 3936 128-188-012 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1874 WILLINGHAM DR ROWE JAMES N 3936 128-188-013 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1870 WILLINGHAM DR SUTTON CHRISTINA 3936 128-188-014 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1866 WILLINGHAM DR QUILALA SEAN 3936 128-188-015 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1862 WILLINGHAM DR DELOYA JORGE 3936 128-188-016 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1858 WILLINGHAM DR ECKENRODE DAVID 3936 128-188-017 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1854 WILLINGHAM DR BANNING RICKY J 3936 128-188-018 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1855 GLENWOOD AVE LUCAS FERDINAND JR 3936 128-188-019 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1859 GLENWOOD AVE PEREZ JEAN CARLO 3936 128-188-020 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1863 GLENWOOD AVE ZEPEDA GABRIEL ZEPEDA 3936 128-188-021 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1867 GLENWOOD AVE KVALE SCOTT DAVID 3936 128-188-022 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1871 GLENWOOD AVE PEREZ ERICK S 3936 128-188-023 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1875 GLENWOOD AVE SMITH GARY D 3936 128-188-024 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1879 GLENWOOD AVE MUNOZ DOMINGO ESQUIVIAS 3936 128-188-025 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 318 AUGUSTA DR KHAN AYESHA SIDHIQUA 3936 128-188-026 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 314 AUGUSTA DR LOPEZ AMANDA TRUST 3936 128-188-027 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 310 AUGUSTA DR TIJERINA RICHARD JAMES 3936 128-188-028 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 306 AUGUSTA DR PIRGHAIBI JOHN N & SANDRA L REVOCABLE TRUST 12/4/00
3936 128-188-029 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 302 AUGUSTA DR MEJIA OSCAR 3936 128-188-030 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 215 AUGUSTA DR PERALES FRANK BARRIOS 3936 128-188-031 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 303 AUGUSTA DR REDMOND TIMOTHY 3936 128-188-032 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 307 AUGUSTA DR SALAMA SALEM 3936 128-188-033 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1878 GLENWOOD AVE WAGNER RANDY 3936 128-188-034 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1874 GLENWOOD AVE ARENAS RICARDO 3936 128-188-035 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1870 GLENWOOD AVE POPPLEWELL BRUCE WILLIAM 3936 128-188-036 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 310 HAMPTON DR ESCALANTE TRINIDAD ABEL 3936 128-188-037 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 306 HAMPTON DR JOHNSON BRYANT J 3936 128-188-038 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 226 HAMPTON DR BEST MICHAEL K 3936 128-188-039 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 229 HAMPTON DR TADIAMAN ROWENA 3936 128-188-040 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 305 HAMPTON DR HARWIN FAMILY SURVIVORS TRUST 8/25/01 3936 128-188-041 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 309 HAMPTON DR BONITA RANCH HOLDINGS LLC 3936 128-188-042 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1860 GLENWOOD AVE KRAFT LOUIS J 3936 128-188-043 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1856 GLENWOOD AVE KRAFT MARJORIE JEAN 2010 REVOCABLE TRUST
3936 128-188-044 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 1852 GLENWOOD AVE HARWINS SURVIVORS TRUST 3936 128-188-045 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 312 SIRATT DR GOODWIN RICHARD J 3936 128-188-046 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 308 SIRATT DR HERRERA ALEXIS MARIE 3936 128-188-047 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 304 SIRATT DR DONATO ELENITA OXONIAN 3936 128-188-048 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 301 WALDEN CT WADDINGTON CAROL A 3936 128-188-049 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 305 WALDEN CT GUERRERO ABAD BALDERAS 3936 128-188-050 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 309 WALDEN CT RAMIREZ GILBERTO GOMEZ 3936 128-188-051 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 313 WALDEN CT VAZQUEZ ARMANDO 3936 128-188-052 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 317 WALDEN CT HOKEDO PAUL 3936 128-188-053 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 321 WALDEN CT ORTEGA CRISTINA 3936 128-188-054 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 320 WALDEN CT ZEPEDA MANUEL C JR 3936 128-188-055 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 316 WALDEN CT ROJAS NARCI 3936 128-188-056 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 312 WALDEN CT BANGSUND CLARK A & MARY K FAMILY TRUST 3936 128-188-057 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 308 WALDEN CT GONZALEZ BENJAMIN C 3936 128-188-058 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 304 WALDEN CT GARNICA THOMAS R 3936 128-188-059 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 300 WALDEN CT SALAZAR BRENDA L GONZALEZ 3936 128-188-060 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 303 SIRATT DR HERRERA VINCE 3936 128-188-061 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 307 SIRATT DR SANTIAGO AURORA 2000 REVOCABLE TRUST 07/27/2000
3936 128-188-062 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 311 SIRATT DR RIGSBY BRIAN ALLEN 3936 128-188-063 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 315 SIRATT DR SERNS FAMILY TRUST 5/12/99 3936 128-188-064 NE La Ventana 1 296.43$ 424.89 $ 757.74$ 319 SIRATT DR GARCIA CUITLAHUAC C 773,964.17$

EXHIBIT E
MAIN

BETTERAVIA
MILLER

BROADWAY
ALVIN
MCCOY

DONOVAN

STOWELL

BRADLEY

BLOSSER

SANTA MARIA
MAIN

BROADWAY

BRADLEY

BATTLES

STOWELL

BLOSSER

BETTERAVIA
DEPOT

CALIFORNIA
ORCUTT

BROADWAYSKYWAY

COLLEGE

COLLEGE
¯
The mapped data is derived from the City of Santa Maria GIS Program, which is developed and operated solely for the convenience of the City. The maps are for illustrative purposes only. The City does not warrant the accuracy of these maps and no decision involving a risk of injury or economic loss should be made in reliance thereon.

Please contact Dawn Robbins at 805-925-0951 ext. 446 or Michelle Heath ext.452 if you have questions. Thank you.
1 inch = 2,048 feet
Landscape
Maintenance
Districts
Legend
Districts

NORTHEAST

NORTHWEST

SOUTHEAST

SOUTHWEST

EXHIBIT F

FOR THE COUNCIL MEETING OF MAY 21, 2024

COUNCIL AGENDA REPORT

TO: City Council

FROM: Interim City Manager Alex Posada

BY: Interim Finance Director Xenia Bradford

SUBJECT: Preliminary Fiscal Year 2024-26 Budget Development

Description:

The City Council will receive an update on the Fiscal Year 2024-26 Budget Development; provide input on its development, including a General Fund and Measure U overview; and provide input on preliminary budget proposals.

Environmental Notice: The activity is not a “Project” as defined under Section 15378 of the California Environmental Quality Act State Guidelines; therefore, pursuant to State Guidelines Section 15060(c)(3) no environmental review is required.

RECOMMENDATION:
1) Receive and provide input on the Preliminary Budget and fund analysis; and

2) Receive and provide input on the preliminary budget proposals of City departments; and

3) Receive and provide input on the proposed financial policies changes; and

4) Receive and provide input on the proposed fee increases and direct staff to return with the fee update for adoption on June 18, 2024, and

5) Set a public hearing date for adoption of the proposed Fiscal Year 2024-26 Biennial Budget on June 18, 2024.

BACKGROUND:

City staff is currently engaged in the financial plan development of the Fiscal Year (FY) 2024-26 Biennial Budget, encompassing FY 2024 -25 and FY 2025 -26. This financial planning cycle began in October 2023 and will continue until the City Council adoption of the Budget in June 2024. To develop a City Manager’s proposed budget that aligns with the City Council’s goals and priorities , this cycle was extended to incorporate a Department Directors forum to discuss Citywide operational priorities, held on November 17th, a Budget Development Kickoff to engage City departments, held on December 19th, and a City Council Goal-Setting Session, held on February 19th.

2 The budget process encompasses the development, implementation, and evaluation of a plan for the provision of services and capital assets. The goal of the financial plan is to establish desired levels of service while achieving results in the most efficient manner within resource constraints. This will require hard decisions and discipline. The City also must find new revenue sources. The budget process incorporates long-term perspective, established linkages to broad organizational goals, focuses budget decisions on the results and outcomes, and promotes effective communication with stakeholders. City departments worked closely with the Finance Department and the City Manager’s Office through April and May to propose goals and programs to be accomplished over the next two years. The proposed programs were aligned with the City Council goals and priorities set on February 19 th. A summary linking the City Council Goals and Priorities with departmental Goals is presented in Attachment H.

Council Goals:

The City Council goals for Fiscal Years 2024-26 are:
 Long-term financial sustainability
 Community quality of life
 Planning and infrastructure
 Organizational well-being

The City Council two-year priorities for Fiscal Years 2024-26 are:
 New approach to economic development
 Provide youth opportunities
 Provide public safety resources
 Establish a staffing plan

The City Manager’s proposed budget is in alignment with the City Council adopted goals and priorities. Long-term fiscal sustainability will be essential to achieve. This proposed budget, like many before it, uses a variety of strategies to close a very significant multi- million-dollar imbalance between revenues and expenditures in both fiscal years. Many asks from departments cannot be accommodated. To that end, t he F inancial Plan development process is extended this cycle to include this preliminary presentation to the City Council. In addition, departments will have an opportunity to highlight the proposed programs for each operational area. Following the Preliminary Budget discussion, the City Council’s input will be incorporated into the Final Proposed Budget, which will be presented to the City Council in June for adoption.

DISCUSSION:

Internal review of departments’ preliminary budget proposals has concluded, and staff now seeks the feedback of the City Council, as well as the public at-large on the preliminary budget proposals of City departments. Feedback will be incorporated into the preliminary budget as directed by the City Council and will result in a Proposed 2024 -26 Biennial Budget that will be presented to the City Council in June 2024.

3 Fiscal Year 2024-26 Biannual Budget Investments:

The Proposed Budget will include funding for supplemental budget requests that are necessary to attain Council Goals. There are also some supplemental budget items necessary to allow for the effective delivery of priority public services. The proposed 2024- 26 Biennial Budget shows a significant structural imbalance within the General Fund and Measure U. All other funds are balanced. The ongoing expenditures in the General Fund and Measure U combined exceed the ongoing revenues by $17.4 million in 2024-25 and $19.9 million in 2025-26. Moreover, the proposed 2024-26 Biennial Budget will include a recommendation to fund one-time items with projected one -time savings. The proposed budget also establishes necessary reserves in the self-insurance funds due to changes in insurance markets. The total draw on General fund and Measure U fund balances in the first fiscal year is $20.8 million and in the second fiscal year is $19.9 million. This massive drawdown is discussed below in the policy section.

The chart below shows the General Fund and Measure U fiscal forecast.

The City is no different from many other cities in facing serious financial challenges. The City will continue to move forward with the downtown revitalization, keep the peace, grow more businesses and wonderful programs, and services for residents. In addition, the goals for the coming year are to balance the budget and retain and recruit the best talent possible, a ll while becoming even more efficient. Familiar funding demands persist, starting with ever-spiraling California Public Employees’ Retirement System (CalPERS) payment obligations, increases in personnel compensation, inflation, and rising costs for infrastructure maintenance and contracts. City leadership and the City Council must continue to close the gap between revenues and operational expenditures. The City enters the 2024-25 fiscal year, in a similar manner it has for the past 1 5 years, with a multi-million-dollar structural General Fund budget deficit . The deficit includes structural

4 ongoing imbalance in the General Fund where ongoing expenditures are outpacing the General Fund annual revenues.

The City ’s goals are to maintain services and keep the w orkforce intact as much as possible. The City is incredibly fortunate to receive approximately $27 million in annual revenue from the enhanced one -cent local Measure U sales tax approved by the voters in November 2018. This source maintains many services ( and supports 147 full -time equivalent (FTE) positions, or 20 percent of the workforce) that the General Fund otherwise could not support.

The proposed Preliminary Budget at a glance is comprised of the following total sources and uses citywide.

Citywide Sources:

The City of Santa Maria categorizes operating revenues into six major categories, each with distinct revenue characteristics. Operating revenues and transfers in are anticipated to be $259.1 million in FY 2024-25 and $266.3 million in FY 2025-26; excluding transfers in, operating revenues are expected to total $246.4 million in FY 2024 -25 and $253.5 million in FY 2025-26.

Citywide Uses:

The City’s FY 2024 -26 Biennial Budget totals $354.8 million in FY 2024 -25 and $346.4 million in FY 2025-26, inclusive of capital, maintenance, and equipment project budgets.

5 Proposed Policy Recommendations for Council Consideration and Policy Direction:

To close the projected budget gap, staff proposes, in the first Fiscal Year 2024-25 of the biennial budget to draw on Local Economic Augmentation Fund (LEAF) reserves to the amount of $ 7,844,252, on undesignated General Fund reserves of $8,570,357 , and on undesignated Measure U reserves of $4,413,648 . The remaining LEAF reserves at the end of 2024-25 will be $2,767,396 and undesignated General Fund Reserve and Measure U reserve will be depleted. The undesignated General Fund Reserve was maintained at $10 million since Fiscal Year 2017 -2018. The projected draw on the undesignated General Fund Reserve in the current Fiscal Year 2023 -24 and the proposed draw in the Fiscal Year 2024-25 will fully deplete this reserve.

Staff further proposes to undertake major restructuring efforts in 2024-25 including the following budget balancing efforts to achieve a balanced budget by 2025-26.

1. Initiate revenue measure feasibility analysis. Staff recommends approval of $100,000 in addition to the proposed budget for this effort to engage a consultant.

2. Enhance the economic development program by establishi ng an in -house economic development program and staffing to ensure the economic development efforts are closely aligned with Citywide policies and goals.

3. Continue to update Citywide fees including Growth Mitigation Fees.

4. Review, update, and take all necessary actions to modify the Landscape District assessments to meet the current needs of the City landscapes.

5. Determine sustainable ongoing expenditures level for the General Fund and Measure U fund and engage departments to propose recommended modifications to the services and programs to restructure and close the budget gap by the end of 2024-25. This recommendation is in conformance with the City Council adopted Balanced Budget policy. The budget gap for ongoing operations in the Genera l Fund is as follows: $15.8 million in 2024 -25 and $14.8 million in 2025 -26. The budget gap for ongoing operations in Measure U is as follows: $5.0 million in 2024- 25 and $5.1 million in 2025 -26. These budget gaps do not include investment in

6 Capital Impro vement and Maintenance Programs . The expenditure funding for operating programs and services are outpacing the ongoing revenues within the General Fund and Measure U.

6. Fund Citywide Salaries and Benefits Compensation Study in the amount of $125,000.

Furthermore, staff proposes that Council consider the following financial policy changes to further enhance the fiscal oversight and long -term fiscal sustainability . The detailed language for the proposed policies is included in Attachment G. Proposed modifications are highlighted in red.

1. Set a target level of reserve in the Local Economic Augmentation Fund (LEAF) at 5 percent of the General Fund and Measure U annual ongoing (excluding Capital Expenditure Program) operating appropriations. The draw from fund balance beyond the 5 percent threshold would require Council approval in alignment with Council set policy for the use of the LEAF.

2. Add cost recovery policy identifying principals for 100 percent user fee recovery unless approved otherwise based on Council policy determination for the public benefit.

3. Set reserves for internal insurance funds to appropriately fund rising insurance premiums, fund at levels established by actual analysis for claims and liabilities, and set-aside self-insurance reserves for uninsurable assets.

Next Steps:

Any policy direction provided by the City Council at the Preliminary budget hearing will be incorporated into the final proposed budget. With City Council approval, a public hearing on the proposed budget will be scheduled for June 18th, during which staff will present the final proposed budget inclusive of any changes previously requested by the City Council and request adoption of the proposed 2024-26 Biennial Budget.

If the City Council directs staff to proceed with full cost recovery for governmental fees (excluding Recreation & Parks services fees), staff will bring the proposed fee schedules for Council consideration on June 4th and for the second Public Hearing on June 18th.

Alternative(s)
The City Council may deny the budget amendments as an alternative to this recommendation. However, doing so will limit the ability to maintain current levels of service.

The City Council may provide staff with further direction to modify the proposed budget .

The City Council may provide direction to re -allocate funds across City operations. The limitations to re-allocation of funds are set at the fund level where the Enterprise Funds and Special Revenue funds can only be allocated to fund those specific operations or projects.

7 Fiscal Considerations
The City Council actions taken on the recommendations in this report will determine the fiscal impacts subject to the City Council approval at the public hearing proposed to be held on June 18 th. The proposed budget currently totals $354.9 million in all operating funds 2024-25 and $346.4 million in 2025 -26, inclusive of capital, maintenance and equipment projects.

The proposed budget and schedules above include Supplemental Budget Requests recommended by the City Manager are included as Attachment D.

Proposed Personnel at fund level and department level are included in Attachment C inclusive of the newly requested positions detailed in Attachment D.

The proposed budget also includes appropriations for Capital Improvement Program and Maintenance detailed in Attachment E.

The Proposed Budget as presented complies with the City Council adopted financial policies for all funds except for General Fund and Measure U fund. The Proposed Budget for these funds does not comply with the Balanced Budget policy, which requires that ongoing revenues should meet ongoing operating expenditures. The two funds are proposed to draw on fund reserves to cover ongoing operating expenditures as follows.

CITYWIDE BUDGET SUMMARY - OPERATING
PROPOSED FY 2024-26 BIENNIAL BUDGET
FY 2024-25 FY 2025-26
Revenues & Transfers In
Taxes $ 95,426,552 $ 96,988,610
Licenses, Permits & Fines 3,695,334 3,693,334
Revenue from Use of Money &
Property
5,737,810 5,737,810
Revenues from Other Agencies 31,224,790 30,610,922
Charges for Service 106,195,604 112,198,334
Other Revenue and Transfers 16,810,095 17,086,644
Total Revenues & Transfers In $ 259,090,185 $ 266,315,654

Expenditures & Transfers Out
Operating Programs $ 203,687,594 $ 209,806,806
Capital & Outside Agencies 65,479,856 61,650,602
Debt Service 3,889,012 3,892,511
Transfers 17,774,375 14,613,913
Total Expenditures & Transfers Out $ 290,830,837 $ 289,963,832

Net Operating Budget $ (31,740,652) $ (23,648,178)

8 The budget gap for ongoing operations in the General Fund is: $15.8 million in 2024 -25 and $14.8 million in 2025 -26. The budget gap for ongoing operations in Measure U i s:
$5.0 million in 2024 -25 and $5.1 million in 2025 -26. These budget gaps do not include investment in Capital Improvement and Maintenance Programs. The expenditure funding for operating programs and services is outpacing the ongoing revenues within the General Fund and Measure U. The tables below present sources, uses, and fund balances for the General Fund and Measure U.

The proposed budget includes the assumption that several Governmental Fees would be raised to full recovery level. The Council directed staff to return with the fee study to consider full cost recovery during the Fiscal Year 2022-23 Mid-Year Budget Adoption.

The table below shows the potential revenue growth of $ $1,689,700. The table also shows the current tax subsidies of $1,722,582. Staff recommend the adoption of the user fees. If the City Council elects to proceed with the fee increases, staff will schedule Public Hearings to increase the fees on June 4 th and June 21st with an effective date for newly set fee levels of July 1, 2024.

GENERAL FUND PRELIMINARY BUDGET FY 2024-26
($ IN MILLIONS)
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
FY 2025-26
Preliminary
Revenues $88,988,466 $ 87,607,269 $ 90,311,058 $ 91,812,283 $ 93,420,360 Expenditures 72,085,139 80,356,453 91,812,621 107,648,989 108,196,992 Surplus/(Deficit) $16,903,327 $ 7,250,816 $ (1,501,563) $ (15,836,706) $ (14,776,632)

MEASURE U PRELIMINARY BUDGET FY 2024-26
($ IN MILLIONS)
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
FY 2025-26
Preliminary
Revenues $ 25,502,203 $ 27,104,495 $ 25,881,016 $ 26,716,305 $ 26,886,354 Expenditures 19,859,496 27,465,273 38,572,436 31,707,856 32,034,083 Surplus/(Deficit) $ 5,642,706 $ (360,778) $ (12,691,420) $ (4,991,551) $ (5,147,729)

Beginning Fund
Reserves
$ 11,823,140 $ 17,465,846 $ 17,105,068 $ 4,413,648 $ (577,903) Net Change in
Fund Balance
5,642,706 (360,778) (12,691,420) (4,991,551) (5,147,729) Ending
Unallocated
Reserves
$ 17,465,846 $ 17,105,068 $ 4,413,648 $ (577,903) $ (5,725,632)

9 SERVICE
TOTAL
FEE

REVENUE
TOTAL

SERVICE
COST
TOTAL

PROFIT /
(SUBSIDY)
PCT.

RECOVERY

FROM FEES

POSSIBLE
NEW

REVENUE

ACTUAL SUGGEST

COMMUNITY

DEVELOPMENT
$ 5,793,777 $ 6,876,147 $ (1,082,370) 84.3% VAR $ 1,357,500 PUBLIC SAFETY 1,570,121 1,857,278 (287,157) 84.5% VAR 205,100 UTILITY SERVICES 360,068 283,060 77,008 127.2% VAR 1,600

ADMINISTRATIVE
SVCS
1,150,846 1,580,909 (430,063) 72.8% VAR 125,500
$ 8,874,812 $ 10,597,394 $ (1,722,582) 83.7% $ 1,689,700

Impact to the Community
The preliminary budget review provides the community with an understanding of the resources necessary to maintain and enhance services to the public, invest in infrastructure, and undertake many projects that will directly benefit the community . Adoption of the proposed budget on June 18 th will allow City staff to provide the services desired by the community.

ATTACHMENTS

Attachment A: Major Operating Funds Fiscal Forecasts
Attachment B: Citywide Proposed Financial Statements Summary and Fund Analysis Attachment C: Proposed Personnel Schedules Inclusive of Supplemental Budget Requests Attachment D: Proposed Supplemental Budget Requests Summary Attachment E: Proposed Capital Improvement and Maintenance Funding Request Attachment F: Measure U Proposed Carryovers Summary for Reference Only per Council Request Attachment G: Proposed Financial and Budget Policies
Attachment H: Department Goals and Presentations

Attachment A – Major Operating Funds Fiscal Forecasts

GENERAL FUND AND MEASURE U FINANCIAL OVERVIEW

GENERAL FUND SIX-YEAR FINANCIAL PLAN
A six-year financial plan projects the fiscal health of the City’s General Fund and allows policy makers and management to understand the fiscal gaps that may exist between revenue forecasts and projected expenditure requirements. The six-year General Fund financial plan provides a guide f or establishing City department budget targets; these targets are used by departments to develop budget proposals that are constrained by the resources anticipated to be available in the upcoming fiscal year.

REVENUE ASSUMPTIONS
Revenue estimates for the General Fund six-year plan are prepared through an objective, analytical process based on year-to-date trends, prior years’ data, and anticipated one -time adjustments. In all instances, the City provides reasonable revenue projections to prevent undue or u nbalanced reliance on certain revenues and to ensure the ability to provide ongoing services. Data used to compile General Fund revenue assumptions includes, but is not limited to, communication with the business community (e.g., shopping centers, malls, and auto centers); economic data; historical revenue analysis; sales tax and economic consultants; City departments; and the County of Santa Barbara.

The following is a brief description of the City’s top four General Fund revenue sources and the general assumptions used in preparing the revenue projections for the 202 4-26 Budget. These four revenue sources account for approximately 7 8 percent of total General Fund revenues (including the local Measure U sales tax add -on). The remaining 22 percent of General Fund revenues are comprised of departmental services and program revenues, franchise fees, permits and licenses, property transfer taxes, fines and penalties, interest earnings, grants, revenues from other agencies, and other miscellaneous revenue sources.

Sales Tax
Sales tax is by far the General Fund's
largest revenue source (about 49.3
percent including the local Measure U
sales tax add -on), therefore, vitally
important to the City’s future. This source
is volatile, as demonstrated by the COVID-
19 outbreak. The City receives 1 percent
(also known as Bradley Burns portion) of
the 8.75 percent sales tax collected from
retail sales occurring within the City limits.

The State collects and remits the sales tax
to the following benefiting agencies: 5.75 percent to the State for the General Fund and various programs, 2 percent to the City's General Fund (1 percent General Fund and 1 percent Measure U), 0.5 percent to the Local Public Safety Fund, and 0.5 percent for local and regional transportation purposes (Measure A), for a total sales tax rate of 8.75 percent.

Sales tax revenues are projected to increase to $3 1.9 million in 2024-25, down from $32.2 million in 2023-24. The 2025-26 projection is $32.8 million.

Influences on sales tax in 202 4 and 202 5 include high inflation passed along in the cost of goods and expected interest rate increases by the Federal Reserve, according to HdL. Foodservice, hospitality, and retail trade industries struggle to find and retain employees. Impacted by the Ukraine- Russia crisis, fuel prices remain volatile.

According to HdL, the City’s sales tax consultant, calendar year 2023 saw sales in various retail sectors, including family apparel, electronics, and appliances declined as consumer spending shifted toward travel and entertainment.

Attachment A – Major Operating Funds Fiscal Forecasts
The downturn extended into business -industrial returns, paralleling the contraction of the US Purchasing Manufacturing Index from November 2022 through November 2023. Indicating a nationwide decrease in industrial activities.

Sales tax revenue is one of the most sensitive revenue components. Economic factors can contribute to wide swings in receipts.

PROPERTY TAX
Property tax represents approximately

22.4 percent of General Fund revenues.

For 2024-25 the City is projected at $2 6.5
million, and $2 7.0 million for 202 5-26.

Proposition 3, approved by voters
Statewide in June 1978, limits general -
purpose property taxes to 1 percent of
market value and limite d the growth of
property tax assessments to 2 percent
growth per year. Assessments are
increased to reflect current market value
when property ownership changes or
improvements are made to the property;
otherwise, assessed values are limited to an annual 2 percent increase.

Property tax assessment, collection, and apportionment are performed by the County. The County Assessor and Auditor-Controller is projecting an increase of 3.2 percent in property tax revenues in 2024-25.

TRANSIENT OCCUPANCY TAX
Transient Occupancy Tax (TOT) revenues
account for 3.6 percent of General Fund
revenues. TOT is levied on individuals
occupying a hotel or motel for 30 days or
less. The TOT rate is assessed at 12 percent
of the room rental rate (10 percent for the
City, a nd 2 percent for the Santa Maria
Valley Tourism Marketing District).

Although TOT is collected for the City by
the hotel/motel operators, it is a tax on
the occupant, not the hotel/motel. Also, in
February 2016, the Chamber of Commerce
created a Tourism Im provement District
with a 5-year term, and this was extended and is now known as Santa Maria Valley Tourism Marketing District. The added revenue generated from the 2 percent can only be used to facilitate increased tourism. There are currently 30 hotels/motels in town generating TOT revenue. TOT revenue is highly dependent on tourism and therefore was most impacted by the pandemic and the stay-at-home mandates that were implemented statewide. In 2018-19, TOT revenues were $3.4 million, dropped to $2.9 mill ion in 2019-20, and declined to $3.2 million in 2020 -21. However, TOT revenues have since rebounded to pre -pandemic levels, as the public’s pent -up demand to travel has surged.

This revenue stream is anticipated to remain flat through 2024 -26 as broader travel options have opened up post - pandemic.

Attachment A – Major Operating Funds Fiscal Forecasts

CONSTRUCTION PERMITS
Construction permits are required for all
new structures built within the City, as
well as for additions or upgrades to
existing buildings. Residential and
commercial development activity in the
past two years was moderate, following
the construction of the retail component
of the large Enos Ranch development in
2017 and 2018.

In 202 4, there is significant construction
activity. Many apartments have been
built. There were 331 Accessory Dwelling Units (ADUs) permitted in the first three quarters of FY 2023-24.

After peaking at an aberrant $5.6 million in 2017, anticipated construction permits revenue in 2024-25 is $3.0 million, or 2.5 percent, of General Fund revenue.

EXPENDITURE ASSUMPTIONS
When developing expenditure assumptions for the General Fund, both known factors, such as the impact of employee Memorandums of Understanding (MOUs); debt service requirements; contractual obligations; and economic uncertainties, such as the rising cost of goods and services are considered. During the development of the budget, City departments perform a comprehensive analysis of financial requirements to maintain service levels and quality, maintain critical infrastructure, and provide programs. For non-personnel costs estimates, fixed costs for multi-year contracts, assumptions based upon historical spending trends within individual expenditure categories, and a conservative Consumer Price Index (CPI) factor are applied to expenditure projections thr oughout the five - year plan.

Personnel costs are the largest and most impactful expenditure category in the General Fund Budget, exceeding 70 percent of the total General Fund Budget, excluding the California Public Employees Retirement System Unfunded Accrued Liability (CalPERS UAL). Some currently active MOUs are scheduled to expire in FY 202 4-25. Increases have been incorporated into the budget in alignment with those already authorized for 2024-26.

The budget and six-year plan must take into consideration long-term strategies to address the City’s long-term fiscal health.

FISCAL CHALLENGES, RISKS, AND STRATEGIES

SALARIES AND BENEFITS
As of April 2024, new agreements were reached with certain bargaining units. There is a base salary increase of 5. 0 percent over two calendar years (202 3-2024) for members of SEIU Local 620, for management and confidential employees, and for sworn Police and Fire Managers; and, 9.0 percent over three calendar years (2022 -2024) for Police employees and Police middle managers. The increase in compensation drives up CalPERS costs.

As in prior years, personnel costs remain the largest component of the City’s operating expenditures budget for 2024-26, accounting for $ 201.9 million, or 72.2 percent, associated with salaries and benefits. The breakdown by year is $98.3 million in 2024-25 and $103.6 million in 2025-26.

UNFUNDED PENSION LIABILITY
The City has undertaken pension reform to address its CalPERS obligations. The City has three tiers of employees based on hire date: Tier I is before July 1, 2011; Tier II hires after July 1, 2011, and public employment before January 1, 2013; and, Tier III hires (PEPRA) with California public employment begun after January 1, 2013. Back in early 2011,

Attachment A – Major Operating Funds Fiscal Forecasts
the City engaged in pension reform measures with its employee groups requiring all new employees (Tier II) to pay the employees’ share of pension expenses, which represents either seven percent for miscellaneous members or nine percent for safety members, of their salary. Tier III (PEPRA) employees pay a higher percentage of their pension expenses.

FUND RESERVES
The City’s General Fund endeavor s to maintain a minimum unassigned fund balance of at least 25 percent of operating appropriations to insulate the General Fund programs and current service levels from large and unanticipated one -time expenditure requirements, a revenue reduction due to a change in State or Federal Legislation, and other unforeseen circumstances.

The Local Economic Augmentation Fund is a reserve fund established in 2000-01, made up of one-time discretionary resources, distinct from the General Fund that is designed to help balance the General Fund’s operating budget during times of economic and/or financial crisis. The City Council set aside General Fund proceeds into this account.

The intent of this fund is to be used as a “gap financing” mechanism during downturns in the local economy.

In 2010 -11, the City adopted a General Fund Economic Stabilization (Prudent Reserve) under GASB Stat ement Number 54. The prudent reserve amount is $19.8 million. Appropriations from the reserve can only be made by formal City Council action and are limited to emergency situations. Examples of such emergencies include but are not limited to: covering expenses arising from a natural disaster, to replacing revenue taken over by another entity, or to a drop in actual/projected revenue of more than five percent of the General Fund adopted revenue budget.

Should the prudent reserve commitment be used, and its level falls below the minimum amount as described herein, the goal is to replenish the fund within three fiscal years.

The proposed Fiscal Year 2024-26 Biennial Budget shows a significant structural imbalance. The ongoing expenditures in the General Fund and Measure U combined exceed the ongoing revenues by $17.4 million in FY 24 - 25 and $19.9 million in FY 25 -26. Moreover, the City Manager’s propos ed Fiscal Year 2024 -26 Biennial Budget will include a recommendation to fund one -time items with projected one -time savings. The proposed Budget also establishes necessary reserves in the self -insurance funds due to changes in insurance markets. The total draw on General fund and Measure U fund balances in the first fiscal year is $20.8 million and in the second fiscal year is $19.9 million.

The chart below shows General Fund and Measure U fiscal forecast.

Attachment A – Major Operating Funds Fiscal Forecasts

Attachment A – Major Operating Funds Fiscal Forecasts

MEASURE U FUND SIX-YEAR FINANCIAL PLAN

OVERVIEW
Measure U, a one-cent local Transaction and Use Tax, is collected as part of the 8.75 percent total sales tax rate. City voters initially approved Measure U in the June 2012 election (63.95 percent support), enacting a one-quarter-cent tax. More recently, voters in the November 2018 election (with a 74.18 percent majority) extended and enhanced Measure U at the one -cent rate. The Measure U fund accounts for local transactions and use tax within the City of Santa Maria is combined with the General Fund for financial reporting purposes. The City Council authorized that 90 percent majority of the aforementioned tax proceeds be spent on public safety -related services, then five percent on youth services, and five percent on programs for quality of life . The Measure U Citizens’ Oversight Committee reviews the annual independent financial audit, and any other City financial reports necessary to advise the City Council of its findings on an annual basis.

REVENUE ASSUMPTIONS

MEASURE U TRANSACTION & USE TAX
Measure U revenues are affected by changes in the economy just like sales tax. Measure U projections are $2 6.5 million in 2024-25, and $26.7 million in 2025-26.

EXPENDITURE ASSUMPTIONS
The City Council set goals and objectives regarding the use of Measure U proceeds. The goals are to first maintain services, and second, to make service enhancements. To meet these goals and objectives, the Council authorized Measure U proceeds to be allot ted at 90 percent for public safety, 5 percent for youth services, and 5 percent for quality of life. The expenditure projections for Measure U assume a continuation of spending items that were approved without a defined termination date. Measure U provide s funding for 147.00 full-time equivalent ( FTE) positions Citywide. That is 20 percent of the workforce or about one in every five FTE.

MEASURE U BY CATEGORY

Public Safety Youth Services Quality of Life
Total
Proposed
2024-25

DEPARTMENT
Police $ 12,971,430 $ - $ - $ 12,971,430
Fire 11,691,833 - - 11,691,833
Recreation & Parks 1,966,541 1,096,825 514,115 3,577,481 Library 192,695 785,702 179,408 1,157,805
Community Development - - 871,360 871,360
City Manager 38,841 - 1,396,349 1,435,190
Finance 2,757 - - 2,757
Total Expenditures $ 26,864,097 $ 1,882,527 $ 2,961,232 $ 31,707,856 85% 6% 9% 100%
The Police Department is supported 23.8 percent by Measure U. The vast majority of these monies support a variety of sworn and non-sworn personnel. Many of these positions were formerly charged to the General Fund until it no longer had ongoing, sustainable revenue to support and maintain them. Without Measure U, the City would have to reduce staffing and programs. The Fire Department is supported 46.5 percent by Measure U. Through the support of Measure U, the Fire Department supports sworn and unsworn personnel. The Recreation and Parks Department is supported 22.1 percent by Measure U revenue to support personnel and equipment for youth services and quality of life programs. Measure U funds are focused on support of the Mayor’s Task Force on Youth Safety. The Library is

Attachment A – Major Operating Funds Fiscal Forecasts
supported 21.5 percent by Measure U revenue. The City Manager’s Of fice receives a small amount of Measure U revenues to cover expenses for the City’s Mass Notification System. The Finance Department receives a small amount of Measure U revenues to cover expenses for the annual Measure U audit.

FUND RESERVES
The City Coun cil has indicated a desire to create a Measure U reserve, to help assure these vital services can be sustained during a temporary or cyclical reduction of revenue. The City Council set a goal of a 20 percent reserve.

The chart below shows the Measure U forecast based on Measure U continuing to fund the same level of services.

The forecast is unbalanced due to expenditures outpacing revenue growth , which means that Measure U sales tax revenue will be able to fund lower levels of service than in the current fiscal year.

WATER ENTERPRISE FUND FINANCIAL OVERVIEW
The Water Enterprise Fund is a restricted fund that is self-supported by funding all operating and capital expen ses through charges (rates) collected for the service. Approved rates reflect both fixed and variable costs incurred by the City for the supply, treatment, and distribution of drinking water to City customers. The City monitors the health of the Water Enterprise Fund with a comprehensive rate model. The rate m odel considers revenue requirements as well as the cost of service to ensure adequate funding for operating and capital infrastructure costs necessary to provide safe and reliable water service to the community.

In FY 2023-24, the City worked with a third -party consultant to conduct an independent rate study and analysis of the Water Enterprise F und. The findings of the study helped establish cost -based and equitable rates for City customers in compliance with the Proposition 218 rate setting process. Rates were approved by the City Council on October 17, 2023, and the first of four approved water rate increases were implemented on January 1, 2024.

NOTABLE FUND IMPACTS
The following requirements of the Water Fund have historically had the most significant impact on the Water Fund:

Attachment A – Major Operating Funds Fiscal Forecasts

STATE WATER
 The City receives State Water from the Central Coast Water Authority (CCWA). The costs to receive State Water from CCWA include expenses for the infrastructure to deliver the water as well as the costs for water treatment and delivery. The CCWA provides estimated costs for inclusion in the City’s Budget.  The City issued bonds to pay for portions of State Water infrastructure, in addition to local improvements for the delivery of State Water. The bond costs are also considered a portion of State Water Costs. The debt service for the bonds continues through Fiscal Year 2035-36.

CAPITAL IMPROVEMENT PROGRAM (CIP)
 The CIP is a listing of long-term capital projects intended to address deficiencies and improvements needed for the City’s water system.
 The rate model includes 5 percent annual increases in project costs for projects in the CIP Program.  The City is in the process of conducting a comprehensive General Plan update, creating the master plan for Santa Maria’s growth over the next 25 -30 years. The General Plan will inform future infrastructure needs related to providing water service to a growing community.  The Water Enterprise Fund has a strong reserve balance, which will be used for pay-as-you-go financing of critical capital infrastructure projects in the coming years.

OPERATIONS AND MAINTENANCE (O&M)
 O&M is the cost of personnel, materials, and equipment required for the division to effectively function and operate.
 The rate model includes 4.4 percent annual increases for O&M expenses such as materials, supplies, equipment, and professional services, and 3 percent annual increases for existing staff’s salary and benefits, as well as estimated costs for projected additional staffing.  Unfunded pension liability projections provided by the California Public Employees’ Retirement System (CalPERS) are incorporated in the rate model.

FUND OUTLOOK

Attachment A – Major Operating Funds Fiscal Forecasts
The chart above illustrates forecasted expenses increasing starting in FY 2023 -24. This is primarily due to increased spending on capital projects.

REVENUE ASSUMPTIONS AND VARIANCES
 Forecasts include approved rate increases and a customer growth assumption of 0.5 percent per year.  Anticipated r evenues in Fiscal Year 2023 -24 are projected to exceed budget estimates and be more consistent with revenues from the three previous fiscal years.  The City has a court-ordered agreement with Nipomo Community Services District (NCSD) to provide supplemental water to serve Nipomo customers . The City ’s minimum quantity of supplemental water to deliver to NCSD will increase from 1,000 to 2,500 acre-feet/year, resulting in increased revenues to the City in Fiscal Year 2025-26.

EXPENSE ASSUMPTIONS AND VARIANCES
 Budgeted expenses are higher than previous actual expenses due to significant capital projects, such as Stowell/Black Waterline, McClelland Waterline, Reservoir 4 Roof Replacement, Well #6 Intertie, Well #15, Well Site Generator Enclosures, Corporation Yard Consolidation, Well Controls, and funding for the Citywide Enterprise Resource Planning (ERP) project. These are in addition to increases in O&M expenses related to chemicals, electricity, litigation, salary and benefits, and unfunded pension liability.  Anticipated future capital projects include Groundwater Wells #16 & #17, and other capital projects that will be informed by the General Plan Update.

WASTEWATER ENTERPRISE FUND FINANCIAL OVERVIEW
The Wastewater Enterprise Fund is a restricted fund that is self -supported by funding all operating and capital expenses through charges (rates) collected for the service. Approved rates reflect costs incurred by the City to collect and treat domestic and industrial wastewater. This is accomplished by operating and maintaining a Grade 4 Wastewater Treatment Plant (WWTP) and ensuring treatable influent through the City’s pretreatment program. The City mo nitors the health of the Wastewater Enterprise Fund with a comprehensive rate model. The rate model considers revenue requirements as well as the cost of service to ensure adequate funding for operating and capital infrastructure costs necessary to provide wastewater service.

In FY 2023-24, the City worked with a third -party consultant to conduct an independent rate study and analysis of the Wastewater Enterprise Fund. The findings of the study helped establish cost -based and equitable rates for City customers in compliance with the Proposition 218 rate setting process. Rates were approved by the City Council on October 17, 2023, and the first of four approved water rate increases was implemented on January 1, 2024.

NOTABLE FUND IMPACTS
The following requir ements of the Wastewater Fund have historically had the most significant impact on the Wastewater Fund:

CAPITAL IMPROVEMENT PROGRAM (CIP)
 The CIP is a listing of long-term capital projects intended to address deficiencies and improvements needed for the City’s wastewater system.
 The rate model includes 5 percent annual increases in project costs for projects in the CIP Program.  The City is in the process of conducting a comprehensive General Plan update, creating the master plan for Santa Maria’s growth over the next 25 -30 years. The General Plan will inform future infrastructure needs related to providing wastewater service to a growing community.  In February 2022, the City’s WWTP enrolled under the Regional Water Quality Control Board’s General Permit (General Permit). The City’s WWTP today cannot meet all the requirements of the General Permit.

Compliance with the General Permit will cause significant financial ramifications for the City and its Attachment A – Major Operating Funds Fiscal Forecasts
ratepayers. The City is working with a technical firm to m anage this significant program and its various components as well as to develop cash flow and funding scenarios. Compliance with the General Permit also necessitates the development of a new Wastewater Master Plan to include evaluation of treatment alternatives and feasibility studies. The Wastewater Master Plan will then inform designs to modify the WWTP to treat wastewater to the standards required in the General Permit. The full scope of the modifications to the WWTP is not known currently. While it is not possible to accurately estimate the costs to achieve compliance, a program of this magnitude may have costs exceeding $300,000,000. As the new Wastewater Master Plan is developed and the necessary improvements for compliance are identified, a better understanding of overall costs will be achieved, as well as strategies for funding those costs. Costs associated with this undertaking will be borne by the Wastewater Enterprise Fund. The rate model forecasts bond issuance for the WWTP upgrades beginning in Fiscal Year 2027-28.

OPERATIONS AND MAINTENANCE (O&M)
 O&M is the cost of personnel, materials, and equipment required for the division to effectively function and operate.
 The rate model includes 4.4 percent annual increases for O&M expenses such as materia ls, supplies, equipment, and professional services, and 3 percent annual increases for existing staff’s salary and benefits, as well as estimated costs for projected additional staffing.  Unfunded pension liability projections provided by the California Pu blic Employees’ Retirement System (CalPERS) are incorporated in the rate model.

FUND OUTLOOK

The chart above illustrates forecasted expenses increasing starting in FY 2023 -24. This is primarily due to increased spending on capital projects.

REVENUE ASSUMPTIONS AND VARIANCES
 Forecasts include approved rate increases and a customer growth assumption of 0.5 percent per year.

Attachment A – Major Operating Funds Fiscal Forecasts

EXPENSE ASSUMPTIONS AND VARIANCES
 Budgeted expenses are higher than previous actual expenses due to significant capital projects, such as the WWTP upgrade to meet General Permit requirements, sewer trunk line capacity upgrades, trash capture devices, site security, Corporation Yard Consolidation, and funding for the Citywide Enterprise Resource Planning (ERP) project. These are in addition to increases in O&M expenses related to chemicals, electricity, salary and benefits, and unfunded pension liability.
 Anticipated future capital projects include sewer pipeline capacity projects identified in the Utilities Capacity Study as A-1, B-1, C-1, C-7, D-1, D-2, D-4, D-8, D-12, D-14, and D-17 and other capital projects that will be informed by the General Plan Update.

SOLID WASTE COLLECTIONS ENTERPRISE FUND FINANCIAL OVERVIEW The Solid Waste Collections Enterprise Fund is a restricted fund that is self -supported by funding all operating and capital expenses through charges (rates) collected for the service. Approved rates reflect costs incurred by the City to provide refuse, recyclable, and organic waste collection services to Santa Maria residents and businesses. The City monitors the health of the Solid Waste Collections Enterprise Fund with a comprehensive rate model. The rate model considers revenue requirements as well as the cost of service to ensure adequate funding for operating and capital infrastructure costs necessary to provide Solid Waste Collections service.

In FY 2021-22, the City worked with a third -party consultant to conduct an independent rate study and analysi s of the Solid Waste Collections Enterprise Fund. The findings of the study helped establish cost -based and equitable rates for City customers in compliance with the Proposition 218 rate setting process. Rates were approved by the City Council on October 19, 2021, authorizing rate increases through July 1, 2025.

NOTABLE FUND IMPACTS
The following requirements of the Solid Waste Collections Fund have historically had the most significant impact on the Solid Waste Collections Fund:

CAPITAL IMPROVEMENT PROGRAM (CIP)
 The CIP is a listing of long-term capital fleet purchases needed for the City’s Solid Waste Collections system.

Residential trash collection utilizes fully automated side -loading vehicles to provide weekly collection of containers for residential customer accounts. Commercial trash collection utilizes front -loading vehicles to provide weekly collection of dumpsters for nearly 1,800 commercial customer accounts, which includes commercial, business, and multi-family properties. On the heaviest days of the week, up to 20 refuse trucks are on the road providing collections service to the community.  The rate model includes 2.5 percent annual increases in capital fleet purchases in the CIP Program.  The City is in the process of conducting a comprehensive General Plan update, creating the master plan for Santa Maria’s growth over the next 25 -30 years. The General Plan will inform future infrastructure needs related to providing Solid Waste Collections service to a growing community.

OPERATIONS AND MAINTENANCE (O&M)
 O&M is the cost of personnel, materials, and equipment required for the division to effectively function and operate.
 The rate model includes 3 percent annual increases for O& M expenses such as materials, supplies, equipment, and professional services, and 5 percent annual increases for existing staff’s salary and benefits, as well as estimated costs for projected additional staffing.  Unfunded pension liability projections pro vided by the California Public Employees’ Retirement System (CalPERS) are incorporated in the rate model.

Attachment A – Major Operating Funds Fiscal Forecasts
 Regulatory impacts from the State of California impacting solid waste collections, including Assembly Bill 341 Mandatory Commercial Recycling, Assembly Bill 1826 Mandatory Commercial Organics Recycling, and Senate Bill 1383 Short-Lived Climate Pollutant Reduction.  Regulatory impacts from the State of California related to street sweeping in compliance with the City’s MS4 stormwater permit requirement.

FUND OUTLOOK

The chart above illustrates forecasted expenses increasing starting in FY 2023 -24. This is primarily due to increased spending on capital fleet purchases.

REVENUE ASSUMPTIONS AND VARIANCES
 Forecasts include approved rate increases and a customer growth assumption of 1 percent per year.

EXPENSE ASSUMPTIONS AND VARIANCES
 Budgeted expenses are higher than previous actual expenses due to significant capital fleet purchases, including two automated side-loading vehicles, one front-loading vehicle, one electric side-loading vehicle, and funding for the Citywide Enterprise Resource Planning (ERP) project. These are in addition to increases in O&M expenses related to regulatory requirements, salary and benefits, and unfunded pension liability.

SOLID WASTE DISPOSAL ENTERPRISE FUND FINANCIAL OVERVIEW The Solid Waste Disposal Enterprise Fund is a restricted fund that is self-supported by funding operating and capital expenses through revenues generated at the Santa Maria Regional Landfill (SMRL), whi ch are also referred to as tipping fees. The SMRL is a Class III disposal facility with a current permitted disposal footprint of approximately 247 acres, and a remaining disposal capacity of ten years as of December 31, 2023.

In FY 2023-24, the City work ed with a third -party consultant to conduct an independent rate study and analysis of the Solid Waste Disposal Enterprise Fund. The findings of the study helped establish a multi-year financial model and tipping fee recommendations to continue to operate t he SMRL in a financially responsible manner to: cover operating, maintenance, and capital costs; reflect transfers to restricted reserves to meet regulatory requirements; and maintain a prudent operating reserve balance to ensure adequate cash is available for day-to-day operations

Attachment A – Major Operating Funds Fiscal Forecasts
and unexpected operating and capital cost increases. Rates were approved by the City Council on December 5, 2023, authorizing rate increases effective January 1, 2024, and January 1, 2025.

NOTABLE FUND IMPACTS
The following requirements of the Solid Waste Disposal Fund have historically had the most significant impact on the Solid Waste Disposal Fund:

CAPITAL IMPROVEMENT PROGRAM (CIP)
 The CIP is a listing of long -term capital projects intended to address regulatory requiremen ts, deficiencies and improvements needed to operate the SMRL.
 The rate model includes 2.5 percent annual increases in project costs in the CIP Program.  The City intends to construct and operate the Integrated Waste Management Facility (IWMF) at Los Flores.

The IWMF, a Class III Landfill, will receive waste from urban and the rural areas of northern Santa Barbara County, with the capacity to receive waste from southern Santa Barbara County as necessary. The IWMF is anticipated to be ready to accept solid was te by 2032 and will include support facilities and utilities. Costs associated with this undertaking will be borne by the Solid Waste Disposal Enterprise Fund. The rate model forecasts bond issuance beginning in FY 2026-27.

OPERATIONS AND MAINTENANCE (O&M)
 O&M is the cost of personnel, materials, and equipment required for the division to effectively function and operate.
 The rate model includes 3 percent annual increases for O&M expenses such as materials, supplies, equipment, and professional services, and 5 percent annual increases for existing staff’s salary and benefits, as well as estimated costs for projected additional staffing.  Unfunded pension liability projections provided by the California Public Employees’ Retirement System (CalPERS) are incorporated in the rate model.

FUND OUTLOOK

The chart above illustrates forecasted expenses increasing starting in FY 2022 -23. This is primarily due to increased spending on capital projects.

Attachment A – Major Operating Funds Fiscal Forecasts

REVENUE ASSUMPTIONS AND VARIANCES
 Forecasts include approved rate increases and a customer growth assumption of 1 percent per year.

EXPENSE ASSUMPTIONS AND VARIANCES
 Budgeted expenses increase starting in 2022-23 due to significant capital projects including the Cell I Phase II Liner Extension, Scale House Software, Site Security System, Flare Replacement, construction of the IWMF at Los Flores, and funding for the Citywide Enterprise Resource Planning (ERP) project. These are in addition to increases in O&M expenses related to regulatory requirements, salary and benefit s, and unfunded pension liability.

CITYWIDE PROPOSED

FINANCIAL STATEMENTS

SUMMARY AND

FUND ANALYSIS
Attachment B

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
1 PROPOSED FISCAL YEAR 2024-26 BUDGET FUND LEVEL OVERVIEW

SUMMARY

BUDGET OVERVIEW - CITYWIDE
The proposed 2024 -26 Biennial Budget totals $353.6 million in 2024 -25 and $343.2 million in 2025-26, including the City’s operating budget and planned capital, maintenance, and equipment projects.

CITYWIDE BUDGET SUMMARY - OPERATING
PROPOSED FY 2024-26 BIENNIAL BUDGET
FY 2024-25 FY 2025-26
Revenues & Transfers In
Taxes $ 95,426,552 $ 96,988,610
Licenses, Permits & Fines 3,695,334 3,693,334
Revenue from Use of Money &
Property
5,737,810 5,737,810
Revenues from Other Agencies 31,224,790 30,610,922
Charges for Service 106,195,604 112,198,334
Other Revenue and Transfers 16,810,095 17,086,644
Total Revenues & Transfers In $ 259,090,185 $ 266,315,654

Expenditures & Transfers Out
Operating Programs $ 203,687,594 $ 209,806,806
Capital & Outside Agencies 65,479,856 61,650,602
Debt Service 3,889,012 3,892,511
Transfers 17,774,375 14,613,913
Total Expenditures & Transfers Out $ 290,830,837 $ 289,963,832

Net Operating Budget $ (31,740,652) $ (23,648,178)

BUDGET OVERVIEW – GENERAL FUND
The preliminary 2024 -26 General Fund budget (excluding Measure U) totals approximately $107.7 million in 2024-25 and $108.2 million in 2025-26. The General Fund budget accounts for approximately 37 percent of the Citywide operating budget, which is an 18.5 percent increase from the 2023-24 adopted budget. The proposed budget is not balanced without drawing from reserves in each fiscal year, as follows: $15.8 million in 2024-25 and $14.8 million in 2025-26.

GENERAL FUND PRELIMINARY BUDGET FY 2024-26
($ IN MILLIONS)
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
FY 2025-26
Preliminary
Revenues $88,988,466 $ 87,607,269 $ 90,311,058 $ 91,812,283 $ 93,420,360 Expenditures 72,085,139 80,356,453 91,812,621 107,648,989 108,196,992 Surplus/(Deficit) $16,903,327 $ 7,250,816 $ (1,501,563) $ (15,836,706) $ (14,776,632)

Significant changes to the General Fund budget as compared to the prior year budget include:

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
2 REVENUE
Revenue in 2024-25 is projected to increase as compared to the 2023-24 projection, primarily due to an increase in property tax collections and transfers in per the Cost Allocation Plan.

The County Assessor and Auditor -Controller is projecting an increase of 3.2 percent in property tax revenues in 2024 -25. Transient Occupancy Tax (TOT) revenues have since rebounded to pre -pandemic levels, as the public’s pent -up demand to travel has surged.

This revenue stream is anticipated to remain flat through 2024 -26 as broader travel options have opened up post-pandemic. An increase in user fees to 100 percent cost recovery is also factored in and is estimated to generate an additional $1.7 million per year. These increases are offset by the expectation that sales tax will experience little to no growth, following a surge in recent years during and post pandemic, according to HdL, the City’s sales tax consultant.

PERSONNEL
The 2024 -25 proposed personnel budget for salaries and benefits of $72.4 million is 15.8 percent higher than the 2023 -24 adopted personnel budget due to budgeted merit increases, cost of living adjustments, increases to the City- paid portion of health prem iums, the addition of funding for 26.14 FTE (excluding the 10 FTE that are funded through the Enterprise Resource Planning System Project Implementation), and related PERS and Medical Insurance costs.

TRANSFERS OUT
The proposed budget for 2024- 25 and 2025-26 includes ongoing transfers from the General Fund to various funds. In 2024- 25, these transfers are as follows: to the Measure A Fund for street maintenance ($210,000), to the Library Fund to continue ongoing levels of operations that are not covered by revenues ($3.8 million), to the various Landscape Districts ($0.7 million), to the Capital Projects – General Fund of the portion of the Utility Franchise Fee paid to the General Fund for the impacts of solid waste, water, and wastewater operations on the City’s road network ($1.8 million), and to the Santa Maria Community TV Fund ($50,000). In 2025-26, the ongoing transfers are anticipated to remain steady with the exception of the one to the Library Fund, which is anticipated to increase to $4.0 million. The proposed budget for 2024-25 includes a number of one-time transfers from the General Fund to the Insurance Funds to establish reserves in the insurance funds to resolve claims prior to becoming litigated ($130,000); to pay potential claims that pre-date insurance coverage ($1.75 million); to fund a subrogation account to handle costs associated with third -party damage repairs, encampment cleanups, and hazardous waste cleanups ($500,000); to cover the costs of deductibles and potential loss of coverage on certain facilities, properties and/or fleet ($750,000); and, to handle costs associated with workers compensation claims facility and equipment damage repairs, remediation and preventative measures for resolutio n ($200,000). The proposed budget for 2025- 26 anticipates the reserves for the subrogation account and to cover the costs of deductibles and potential loss of coverage on certain facilities, properties and/or fleet will need to be replenished. The other re serves will be reviewed on an annual basis.

BUDGET OVERVIEW – MEASURE U

MEASURE U HISTORY
City voters initially approved Measure U in the June 2012 election (63.95 percent support), enacting a one-quarter-cent tax. More recently, voters in the November 2018 election (74.18 percent support) extended and enhanced Measure U at the one-cent rate. This one cent is collected as part of the 8.75 percent total sales tax rate.

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
3 The City is in a fortunate position to maintain and enhance public services thanks to this revenue source. Without Measure U, the City would have faced deeply reduced staffing and programs across departments that the General Fund otherwise could not support.

Measure U advances the City Council’s commitment to all those voters who passed Measure U2018 to improve the community. The goals are to first maintain services and introduce service enhancements. The objectives are to make Santa Maria safer, with more you th services and to improve the quality of life. The City Council’s direction is to spend the tax proceeds, as follows: 90 percent on public safety -related services, five percent on youth services, and five percent on programs for quality of life.

MEASURE U OVERVIEW
The preliminary Measure U budget for FYs 2024-25 through 2025-26 assumes the continuation of previously funded staffing levels and some one -time items, such as: the replacement of carpet at the Dispatch Center ($40,000); a refresh of the CAD/RMS hardware that has started to fail ($1.2 million); and, to complete the project to hire an architect to assess the layout of the library and second floor ($45,000). It is important to note that FYs 2026 -28 are presented in the forecast for planning purposes only. Council approval of the Measure U budget will apply to 2024 -25 and 2025- 26 per the budget resolution that will be presented for Council adoption on June 18, 2024. A summary of items anticipated to be carried over to the next fiscal year for Measure U funded Capital Improvement Projects is included as Attachment E.

The following two-projects, Fire Administration Remodel, currently budgeted at $245,000, and Training Center, currently budgeted at $1.55 million, are not recommended for carryover within Measure U and the funding is recommended to be redirected toward funding of the Fiscal Year 2024-25 projects.

Measure U unallocated fund reserves are projected to be $4.4 million at the end of 2023-24.

Policy reserves of $5.2 million are recommended to be set aside separately from the unallocated reserve calculations shown in the following table. The proposed budg et is not balanced without drawing from reserves in each fiscal year, as follows: $5.0 million in 2024-25 and $5.1 million in 2025-26.

MEASURE U PRELIMINARY BUDGET FY 2024-26
($ IN MILLIONS)
FY 2021-22
Actual
FY 2022-23
Actual
FY 2023-24
Projected
FY 2024-25
Preliminary
FY 2025-26
Preliminary
Revenues $ 25,502,203 $ 27,104,495 $ 25,881,016 $ 26,716,305 $ 26,886,354 Expenditures 19,859,496 27,465,273 38,572,436 31,707,856 32,034,083 Surplus/(Deficit) $ 5,642,706 $ (360,778) $ (12,691,420) $ (4,991,551) $ (5,147,729)

Beginning Fund
Reserves
$ 11,823,140 $ 17,465,846 $ 17,105,068 $ 4,413,648 $ (577,903) Net Change in
Fund Balance
5,642,706 (360,778) (12,691,420) (4,991,551) (5,147,729) Ending
Unallocated
Reserves
$ 17,465,846 $ 17,105,068 $ 4,413,648 $ (577,903) $ (5,725,632)

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
4 BUDGET OVERVIEW – ENTERPRISE FUNDS
The proposed budgets for the City’s enterprise funds listed in the following table account for 46 percent of the Citywide operating budget in 2024-25 and 46 percent in 2025-26.

CITYWIDE BUDGET SUMMARY - OPERATING
PROPOSED FY 2024-26 BIENNIAL BUDGET
Revenue Expense Surplus / (Deficit)
FY 2024-25
Water Resources $ 61,409,997 $ 64,104,984 $ (2,694,987) Solid Waste 37,522,241 54,158,337 (16,636,096)
Transit 23,596,160 15,637,858 7,958,302
Radio 1,729,459 839,097 890,362

FY 2025-26
Water Resources $ 65,734,148 $ 77,216,235 $ (11,482,087) Solid Waste 39,041,143 37,852,164 1,188,979
Transit 23,645,508 16,231,834 7,413,674
Radio 1,729,459 872,572 856,887

The Water Resources and Solid Waste funds are projected to operate in a deficit position in both fiscal years due to a strategic drawdown on fund reserves. These drawdowns were anticipated in the rate studies and are due to major investments in infrastructure.

WATER RESOURCES
The Water and Wastewater Funds are self -supported by funding all operating and capital expenses through charges (rates) collected for the service. Approved rates for the Water Fund reflect both fixed and variable costs incurred by the City for the supply, treatment, and distribution of drinking water to City customers. Approved rates for the Wastewater Fund reflect costs incurred by the City to collect and treat domestic and industrial wastewater. The City monitors the health of these Funds with a comprehensive rate model. The rate model considers revenue requirements as well as the cost of service to ensure adequate funding for operating and capital infrastructure costs necessary to provide service to the community.

In 2023-24, the City worked with a third -party consultant to conduct an independent rate study and analysis of these Funds. The findings of the study helped establish cost-based and equitable rates for City customers in compliance with the Proposition 218 rate setting process.

Rates were approved by the City Council on October 17, 2023, and the first of four approved water rate increases were implemented on January 1, 2024.

Budgeted expenses are higher than previous actual expenses due to significant capital projects, such as the Stowell/Black Waterline, McClelland Waterline, Reservoir 4 Roof Replacement, Well #6 Intertie, Well #15, Well Site Generator Enclosures, Corporation Yard Consolidation, Well Controls at the Wastewater Treatment Plant (WWTP) upgrade to meet General Permit requirements, sewer trunk line capacity upgrades, trash capture devices, site security, and Corporation Yard Consolidation.

Anticipated future capital projects include sewer pipeline capacity projects identified in the Utilities Capacity Study as A-1, B-1, C-1, C-7, D-1, D-2, D-4, D-8, D-12, D-14, and D-17 and other capital projects that will be informed by the General Plan Update.

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
5 SOLID WASTE
The Solid Waste Collection Fund is self -supported by funding all operating and capital expenses through charges (rates) collected for the service. Approved rates reflect costs incurred by the City to provide refuse, recyclable, and organic waste collection services to Santa Maria residents and businesses. The Solid Waste Disposal Fund is self -supported by funding operating and capital expenses through revenues generated at the Santa Maria Regional Landfill (SMRL), which are also referred to as tipping fees. The SMRL is a Class III disposal facility with a current permitted disposal footprint of approximately 247 acres, and a remaining projected disposal capacity of 10 years as of December 31, 2023. The City monitors the health of these funds with a comprehen sive rate model. The rate model considers revenue requirements as well as the cost of service to ensure adequate funding for operating and capital infrastructure costs necessary to provide service.

In 2021-22, the City worked with a third -party consultant to conduct an independent rate study and analysis of the Solid Waste Collection Fund. The findings of the study helped establish cost -based and equitable rates for City customers in compliance with the Proposition 218 rate setting process. Rates were approved by the City Council on October 19, 2021, authorizing rate increases through July 1, 2025.

Budgeted expenses are higher than previous actual expenses due to significant capital fleet purchases, including two automated side -loading vehicles, one front -loading vehicle, and one electric side-loading vehicle.

In 2023-24, the City worked with a third -party consultant to conduct an independent rate study and analysis of the Solid Waste Disposal Enterprise Fund. The findings of the study helped establish a multi -year financial model and tipping fee recommendations to continue to operate the SMRL in a financially responsible manner to: cover operating, maintenance, and capital costs; reflect transfers to restricted reserves to meet regulatory requirements; and maintain a prudent operating reserve balance to ensure adequate cash is available for day- to-day operations and unexpected operating and capital cost increases. Rates were approved by the City Council on December 5, 2023, authorizing rate increases effective January 1, 2024 and January 1, 2025.

Budgeted expenses are higher than previous actual expenses due to significant capital projects including the Cell I Phase II Liner Extension, Scale House Software, Site Security System, Flare Replacement, and construction of the Integrated Waste Management Facilities (IWMF) at Los Flores.

TRANSIT
The Santa Maria Regional Transit (SMRT) system provides local and regional public transportation services, as mandated under State and Federal regulations, for the transit needs of the Santa Maria urban area and neighboring communities. SMRT operates 10 fixed- routes, ADA paratransit service within the City and the adjacent unincorporated community of Orcutt to the south and Tanglewood to the east (cumulatively service 34 square miles); as well as intercity bus service (Breeze) to Lompoc and Solvang/Buellton . Operations and maintenance of the City’s transit vehicles are outsourced to a third party.

Like other public transit systems, SMRT is State and Federally subsidized. The Department of Transportation (DOT) Federal Transit Administration (FTA) and the State of California’s City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
6 Transportation Development Act (TDA) contribute significant funding to the City’s transit program. The FTA administers formula discretionary grants to support a variety of locally planned, constructed, and operated public transportation systems throughout the United States. FTA Section 5307 is authorized each year via the Federal transportation bill in urbanized areas with a population of 50,000 or more. Funding is apportioned to SMRT each year. The Low Carbon Transit Operations Program (LCTOP) is a program funded by auction proceeds from the California Air Resources Board Cap -and-Trade Program. LCTOP provides public transportation operating and capital assistance to transit agencies to reduce greenhouse gas emissions and improve mobility through new and enh anced services. LCTOP funding comes to the region through an annual formula allocation. The TDA provides two funding sources: the Local Transportation Fund (LTF) and the State Transit Assistance Fund. The TDA revenues are allocated to transportation programs, including regional and municipal transit systems, pedestrian and bikeway improvements, and street and road construction. Much of the remaining revenues are generated from transit fares. SMRT is therefore subject to the rules, regulations, and policies of these stakeholders as an Enterprise Fund. The Transit Fund must therefore reconcile local, regional, State, and Federal rules when implementing its program.

The proposed acquisition of a utility truck, two bus lifts, and an electric forklift, and other projects, including the SMRT Operations Yard Improvements, Guadalupe Consolidation Study, Transit Center Optimization, Bus Stop Improvements, and Clean Air Expr ess Consolidation Study, will be paid for with TDA funding. The proposed acquisition of five over the road coaches, five expansion buses will be paid for with FTA Section 5307 funding.

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
7 REVENUE OVERVIEW
The calculation of revenue estimates is the first step in the preparation of the 2024-26 Budget.

Also essential to any budget is the development of economic assumptions. These are used to forecast changes to baseline revenue and expenditure levels to develop budget parameters.

Revenue estimates are prepared separately for each of the two fiscal years. For 2024 -25 projections were based on 2023 -24 mid -year revenues -to-date and emerging financial trends. Based on all available information, the City is projecting that in 2024 -25 the General Fund and Measure U revenues will fall short of operational and capital expenses in each fund by $15.84 million and $4.99 million, respectively, for a combined total of $20.83 million . The City’s longstanding multimillion -dollar structural deficit has persisted since 2008 -09. Staff is seeking Council direction to close the gap by using the Local Economic Augmentation Fund (LEAF) reserves, and expenditure savings from keeping vacant positions unfilled.

SOURCES OF OPERATING REVENUE
The City of Santa Maria categorizes operating revenues into six major categories, each with distinct revenue characteristics. Operating revenues and tr ansfers in are anticipated to be $259.1 million in FY 2024-25 and $266.3 million in FY 2025-26; excluding transfers in, operating revenues are expected to total $2 46.4 million in FY 2024 -25 and $253.5 m illion in FY 2025 -26.

The following charts provide a breakdown of revenue by major revenue type.

TAXES
The Taxes revenue category includes Sales Tax, Measure U Transaction & Use Tax, Property Tax, Hotel/Bed Tax, Franchises, Business License, and Property Transfer. Data sources used to project these revenues include industry experts, current economic data, consultants, and historical revenue performance. The largest sources of taxes reside in the General Fund and Measure U, as listed in the following table.

LICENSES, PERMITS & FINES
Licenses, Permits & Fines revenue is received by the General Fund through the collection of charges designed to reimburse the City for costs of regulating activities being licensed, such Charges for
Service
$112.2 M

42.1%
Taxes
$97.0 M

36.4%
Revenues from
Other Agencies
$30.6 M

11.5% Other Revenue
and Transfers
$17.1 M

6.4%
Rev. from Use
of Money &
Property
$5.7 M

2.2%
Licenses, Permits &
Fines
$3.7 M

1.4%
FY 2025-26
Charges for
Service
$106.2 M

41.0%
Taxes
$95.4 M

36.8%
Revenues from
Other Agencies
$31.2 M

12.1% Other Revenue
and Transfers
$16.8 M

6.5%
Rev. from Use
of Money &
Property
$5.7 M

2.2%
Licenses, Permits &
Fines
$3.7 M

1.4%
FY 2024-25
City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
8 as licensing of animals, bicycles, etc. and revenues received and/or bail monies forfeited upon conviction of a misdemeanor or municipal infraction. Information used to project revenues in this category includes industry experts, feedback from the development community, current economic data, and historical revenue performance.

REVENUES FROM USE OF MONEY & PROPERTY
Revenues from Use of Money & Property include interest income, lease revenue, loan repayments. Revenue projections are based on lease and rental contracts, historical trends, and any known factors.

REVENUES FROM OTHER AGENCIES
Revenues from Other Agencies come from other government agencies, primarily the state and federal governments. These revenues include general or categorical support, such as reimbursements for state mandates and mutual aid reimbursement. Intergovernmental revenue projections are developed by City departments and reviewed by Finance.

Information used to project these revenues includes feedback from various state/federal agencies and historical revenue performance.

CHARGES FOR SERVICES
Charges for Services is the City’s largest revenue source and includes fees collected for utility services; library; transportation; parks and recreational services; and cost recovery fees.

Revenue projections for Charges for Services are developed collaboratively by Finance and the City department administering the fee; projections are based on historical trends, economic factors, and current demand for services. Other information used to project these revenues include weather models, historical revenue pe rformance, relevant economic factors, and projected increases due to new development.

Within the Charges for Services category, scheduled rate increases are incorporated into the City’s FY 2024-26 biennial budget.

OTHER REVENUES & TRANSFERS
Other Revenue includes operating transfers in, cost allocation transfers, and other miscellaneous revenue such as claims recovery and the sale of land, buildings, salvaged materials, and equipment. Revenue projections are based on historical trends, and any known factors, such as the planned sale of property.

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS

GROWTH MITIGATION
The Growth Mitigation Fund accounts for the receipts of developer fees as approved under the State of California Assembly Bill (AB) 1600. AB 1600 allows public agencies to charge developers for the incremental cost of services required by the new development. The use of AB 1600 fees and the need for public improvement must be related to the development. The City’s AB 1600 fees are “growth mitigation fees”, and are to pay for traffic, recreation and parks facilities, public safety facilities, and water/wastewater infrastructure.

ASSESSMENT DISTRICTS/LANDSCAPE SERVICES
Assessment Districts / Landscape Services revenue generally includes taxes generated in certain geographic areas of the City for specific purposes (e.g., landscape services, street City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
9 lighting, and infrastructure needs). Information used to project these revenues includes levy revenues inclusive of projected adjustments and any cap on revenue established during the development of the special district, where applicable.

STOWELL PARKING & LIGHTING DISTRICT
The Stowell Parking and Lighting Fund is used to account for property tax revenues that are restricted to providing lighting and landscaping services to the Stowell Plaza Shopping Center. The Stowell Parking and Lighting Maintenance District was formed in 1961 for parking lot and landscaping maintenance of the Stowell Plaza Shopping Center. The maintenance work is performed by an independent contractor, with the City’s Recreation and Parks Department monitoring the contract and maintenance work. Stowell Pla za Shopping Center’s property owners pay an ad valorem tax.

GRANT FUNDS
The Supplemental Law Enforcement Service – COPS Fund accounts for the State of California’s COPS grant fund revenue that is restricted to support front-line law enforcement services with an emphasis on supporting salary and benefits. The City uses this revenue to match a Federal grant to pay for three officers.

The Federal/State Asset Forfeiture Fund accounts for all funds received through State and Federal agencies for drug seizures in which the City participates. These funds must be used to supplement, not supplant, the Police Department’s normal operating budget. The amount of revenue varies from year-to-year based on activity levels.

CAPITAL PROJECT FUNDS
The Capital Projects – General Fund is used to account for the purchase and construction of capital assets for the General Fund. Appropriations are made annually from the fund.

The Gas Tax and Transportation Development Act Fund is used to account for the City’s share of State and Santa Barbara County gasoline tax collected following the provisions of the State’s Streets and Highway Code. Revenues are disbursed by the State based on population and used toward maintenance and repair of City streets that serve as State and County thoroughfares. This fund is used for preventative annual maintenance of streets and appurtenant facilities and the construction of new public infrastructure within public rights - of-way. It is used for administrative, operational, materials, equipment, and labor costs for the construction of public infrastructure.

The Developer / Grant Street Projects – Fund is supported by specific street type grants and contributions by developers for the construction of streets and appurtenant facilities.

Administrative, materials, equipment, and labor costs associated with street-related projects funded by sources other than gas tax or sales tax revenues are paid from this fund. Examples of public infrastructure built with developer and grant funds include roadway extensions, new bikeways, roadway operational improvements, and roadway safety enhancements.

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
10 EXPENDITURE OVERVIEW
The City’s FY 2024-26 Biennial Budget totals $354.8 million in FY 2024-25 and $346.4 million in FY 2025-26, inclusive of capital, maintenance and equipment project budgets.

EXPENDITURE CATEGORIES

PERSONNEL
Personnel costs are the first largest spending category of the City and include salaries, benefits, workers compensation insurance, and retirement costs, including the CalPERS UAL.

Citywide personnel costs total approximately $129.9 million in FY 2024-25 and $136.9 million in FY 2025-26, with Public Safety departments contributing nearly 50 percent of that amount for both fiscal years. In FY 2024 -25, Measure U funds nearly $26.0 million in FY 2024- 25 in City personnel costs, including $11.1 million of Police Department personnel costs and $10.3 of total Fire Department personnel costs.

The 2024-25 budget includes 734.60 full -time equivalents (FTE), an increase of 49.60 FTE as compared to the 2023-24 adopted budget, which included 685.00 FTE. The 2025 -26 budget includes a 0.0 FTE increase as compared to 2024-25. Refer to Proposed Personnel Schedules Inclusive of Supplemental Budget Requests in Attachment C for a summary of personnel by fund and by department and explanation of changes from the 2023 -24 adopted budget.

These proposed additional positions are recommended to help maintain and to expand services aligned with the City Council’s goals and priorities.

CAPITAL & OUTSIDE AGENCIES

CAPITAL
Capital, Maintenance and Equipment projects are funded through available operating revenues, bond proceeds, grants, fund reserves, and other funding sources. Bond and grant revenues are not typically included in the proposed budget but are budgeted when the bond is issued or when a grant is awarded and approved by the City Council for use on a project. Internal controls exist to ensure that capital projects do not commence until funding is received or assured to become available.

Salaries &
Benefits
$129.9 M

36.6%
Services &
Supplies
$107.2 M

30.2% Capital &
Outside
Agencies
$93.2 M

26.3%
Transfers
$20.8 M

5.8%
Debt Service
$3.9 M

1.1%
FY 2024-25
Salaries &
Benefits
$136.9 M

39.5%
Services &
Supplies
$103.9 M

30.0% Capital &
Outside
Agencies
$84.2 M

24.3%
Transfers
$17.6 M

5.1%
Debt Service
$3.9 M

1.1%
FY 2025-26
City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
11 In all, the proposed Capital Projects Budget for 2024 -26 consists of 63 capital projects representing approximately $115.9 million in appropriations. For comparison purposes, the 2022-24 Budget consisted of 151 capital projects totaling $140.7 million in appropriations. The Capital Projects – General Fund has $3.5 million in capital expenditures for 2024-25 and $2.8 million in 2025-26.

Refer to the Proposed Capital Improvement and Maintenance Funding Request in Attachment E for a detailed listing of projects.

CITYWIDE BUDGET SUMMARY - CAPITAL
PROPOSED FY 2024-26 BIENNIAL BUDGET
FY 2024-25 FY 2025-26
Funding Sources
Capital Projects - General Fund $ 3,507,850 $ 2,849,658 Measure U Fund 1,285,000 20,000
Gas Tax & Transportation Development Act Fund 5,366,458 5,066,458 Growth Mitigation Fund 8,167,000 4,952,720
Residential Development Tax Fund 500,000 500,000
Measure A Fund 2,496,908 2,501,474
Public Transit Fund 5,120,000 6,080,000
Water Fund 5,306,060 8,363,160
Wastewater Fund 4,242,140 14,028,480
Developer / Grant Street Projects Fund 1,977,000 6,818,000 Fleet Services Fund 5,902,133 1,105,247
Solid Waste Disposal Fund 16,739,680 -
Solid Waste Collection Fund 1,251,400 1,198,820
Quimby-Park Acquisition & Development Fund 150,000 150,000 Northwest Landscape District Fund 200,000 -
Total Funding Sources $ 62,211,629 $ 53,634,017

Funding Uses
Public Safety $ 3,046,000 $ 265,000
Public Utilities 36,760,413 27,308,427
Public Ways & Facilities 14,705,216 18,635,590
Public Transit 5,120,000 6,080,000
Leisure & Cultural Services 1,130,000 1,345,000
General Government 1,450,000 -
Total Funding Uses $ 62,211,629 $ 53,634,017

Enterprise Funds Capital Improvement Program is funded through fees for charges for the Water, Wastewater, and Solid Waste programs. When fees studies are conducted every two years, the study encompasses a 10-year outlook for Capital Improvements and Maintenance projects.

Debt Financing Considerations: The City strives to pay for Capital Improvement and Maintenance Program on-pay-as-you go basis. However, the City also recognizes that debt issuance to fund major Capital Improvement projects is feasible in certain instances as is reflected in the City’s debt issuance policy.

The proposed budget does not recommend funding any projects with debt issuance pledging General Fund revenues. None of the projects funded within the proposed budget match the policy criteria. Moreover, debt issuance requires a defined plan to repay the de bt.

City of Santa Maria 2024-26 Biennial Budget Schedules

Revenue and Expenditure Details by Fund
12 The most significant project included in the long -term projections for debt issuance is the Wastewater Treatment Plant Upgrade. The proposed budget includes funding for professional services agreement that would provide support in project management, data collection and review, regulatory support, WWTP performance assistance, CEQA / environmental process, Wastewater master plan, percolation pond capacity analysis, and stakeholder outreach, all of which will provide information for next steps, project scope, design, and construction.

OUTSIDE AGENCIES
The City anticipates ending the contract with the Santa Maria Valley Chamber of Commerce for Economic Development. The partnership focused on the Chamber providing business support, attraction, and retention activities under the Economic Development Commission (since 2004), and tourism marketing through the Visitors Bureau (since at least 1978). This partnership served the community well during the pandemic. The City’s 2019 -20 contribution to the Chamber of Commerce/Visitors Bureau was $579,508, which decreased to $538,942 (7 percent) in each 2020-21 and 2022-23, and the Economic Development Commission contribution decreased 7 percent from $163,451 to $152,009 in the same fiscal years - because the City was concerned about the potential for significant funding losses due to reduced business activity and corresponding tax revenues. Based on current economic conditions and the Chamber’s strategy, the City is recommending the Chamber contribution for 2024-25 be eliminated and an Economic Development Manager be hir ed.

The Santa Maria Valley Historical Society preserves the Santa Maria traditions important to the community and it is a resource to all City departments for projects and information. It offers free services to those it serves. The museum building was given to the City and the City maintains the building for use by the museum and Chamber of Commerce. There is a longer -term need to house these two functions in separate buildings as each has outgrown its respective portions of the building.

In the fiscal year 2019-20, the Santa Maria Valley Historical Society was allocated $20,000 from the City.

For the fiscal year 2020 -21, the Santa Maria Valley Historical Society requested $30,000 in annual funding from the City but due to budget constraints, the annual funding for 2020-22 was set at $18,600.

Staff is recommending funding of $20,000 in 2024-25 and 2025-26.

The Santa Maria Museum of Flight serves as a preservationist of past, present, and future aerospace and aeronautical artifacts, historical documents, and memorabilia of the Santa Maria Valley. Its focus is on the right aviation history of the Santa Maria Valley; the museum is located at Santa Maria Airport.

The Museum received $20,000 in funding from the City in 2019- 20 but none in 2020- 22 after several attempts by the City to receive contractual financial information, as required by the contract.

Communication resumed in 2021 and the Museum received $20,000 in funding from the City in 2022-

24. For 2024-26, staff is recommending a contribution of $20,000 in both years.

The Northern Santa Barbara County United Way, based in Santa Maria, operates the AmeriCorps/Home for Good Santa Barbara County program, to coordinate homeless outreach services in the City of Santa Maria. Funding was set at $22,320 in 2021- 22. The program is transitioning from outreach and data collection to a focus on housing retention. To continue the partnership with Santa Maria, the recommended annual funding for each year has been set at $30,000 since 2022 -24.

DEBT SERVICE
The debt service budget includes current principal and interest obligations, fiscal charges, and other related costs. Estimated future debt service expenditures are based on the City’s debt repayment schedule. Actual debt obligations may vary from the budget due to variable interest rates and interest credits applied in the debt schedule.

REVENUE AND EXPENDITURES BY FUND AND CATEGORY SCHEDULE
The following pages include revenue and expenditures by fund and category.

REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26

GENERAL FUND
General Fund (Fund 001)
Revenues & Transfers In
Taxes 64,887,510 $ 67,451,275 $ 68,265,459 $ 68,881,601 $ 70,273,610 $ Licenses, Permits & Fines 4,621,029 4,211,829 3,253,334 3,325,334 3,323,334 Revenue from Use of Money &
Pro
perty
(4,671,324) 461,487 2,959,513 2,959,513 2,959,513 Revenues from Other Agencies 11,390,811 1,393,428 486,486 573,676 573,676 Charges for Service 7,630,352 6,953,692 6,098,979 7,298,921 7,516,939 Other Revenue 394,933 387,970 227,656 209,376 209,426 Transfers 4,735,154 6,747,589 9,544,661 8,563,862 8,563,862 Total Revenues & Transfers In 88,988,466$ 87,607,269$ 90,836,088$ 91,812,283$ 93,420,360$ Expenditures & Transfers Out
Salaries & Benefits 50,348,731$ 55,157,615$ 62,491,612$ 72,346,644$ 76,026,299$ Services & Supplies 17,286,207 19,679,162 23,316,220 24,157,103 24,185,914 Capital & Outside Agencies 1,306,565 1,520,020 1,024,040 894,040 894,040 Debt Service 920,148 634,210 266,912 266,912 266,911 Transfers 2,223,488 3,365,445 3,737,304 9,984,290 6,823,828 Total Expenditures & Transfers Out 72,085,139$ 80,356,453$ 90,836,088$ 107,648,989$ 108,196,992$ General Fund Surplus/(Shortfall) 16,903,327$ 7,250,816$ -$ (15,836,706)$ (14,776,632)$ Measure U (Fund 011)
Revenues & Transfers In
Measure U Transaction & Use Tax 25,934,795$ 26,461,516$ 26,715,000$ 26,544,951$ 26,715,000$ Interest Income (432,592) 642,979 171,354 171,354 171,354 Operating Transfers In - - - - - Total Revenues & Transfers In 25,502,203$ 27,104,495$ 26,886,354$ 26,716,305$ 26,886,354$ Expenditures & Transfers Out
Salaries & Benefits 16,770,179$ 20,888,021$ 24,917,876$ 25,976,865$ 27,568,192$ Services & Supplies 2,226,697 3,516,970 2,775,753 3,200,838 3,200,738 Capital & Outside Agencies 604,172 1,282,505 6,618,223 1,285,000 20,000 Debt Service - - - - - Transfers 258,448 1,777,777 1,777,777 1,245,153 1,245,153 Total Expenditures & Transfers Out 19,859,496$ 27,465,273$ 36,089,629$ 31,707,856$ 32,034,083$ Measure U Surplus/(Shortfall) 5,642,706$ (360,778)$ (9,203,275)$ (4,991,551)$ (5,147,729)$

TOTAL GENERAL FUND

SURPLUS/(SHORTFALL)
22,546,033$ 6,890,038 $ (9,203,275) $ (20,828,257)$ (19,924,361) $

ENTERPRISE FUNDS
Water Resources (Funds 002 & 004)
Revenues & Transfers In
Water Sales 42,875,926 $ 41,981,610 $ 40,160,843 $ 44,994,344 $ 49,150,770 $ Wastewater Charges 12,801,359 13,402,945 12,167,705 13,485,034 13,542,536 City of Santa Maria 2024-2026 Biennial Budget Schedules 13 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Connections & Reimbursements 522,831 1,085,841 550,000 555,500 561,055 Interest Income (3,773,177) 798,563 1,426,497 1,426,497 1,426,497 Other 3,009,077 1,143,106 717,425 948,622 1,053,290 Total Revenues & Transfers In 55,436,017$ 58,412,065$ 55,022,470$ 61,409,997$ 65,734,148$ Expenditures & Transfers Out
Salaries & Benefits 2,784,093$ 7,942,442$ 7,887,677$ 9,835,090$ 10,417,159$ Services & Supplies 9,528,852 10,809,120 12,401,306 12,657,507 12,351,749 Capital & Outside Agencies 5,068,583 21,706,384 50,145,670 36,425,200 49,256,640 Debt Service 4,586,373 1,377,925 3,623,350 3,622,100 3,625,600 Transfers 888,979 1,155,488 1,480,082 1,565,087 1,565,087 Total Expenditures & Transfers Out 22,856,880$ 42,991,359$ 75,538,085$ 64,104,984$ 77,216,235$ Water Resources Surplus/(Shortfall) 32,579,137$ 15,420,705$ (20,515,615)$ (2,694,987)$ (11,482,087)$ Solid Waste (Funds 003 & 010)
Revenues & Transfers In
Charges for Service 29,361,968$ 31,737,579$ 32,017,148$ 36,649,168$ 38,165,777$ Interest Income (1,749,670) 324,688 720,094 720,094 720,094 Other Income 1,681,590 6,908,405 126,605 152,979 155,272 State Grants 184,798 66,258 - - - Total Revenues & Transfers In 29,478,686$ 39,036,931$ 32,863,847$ 37,522,241$ 39,041,143$ Expenditures & Transfers Out
Salaries & Benefits 7,113,771$ 6,533,162$ 8,859,672$ 9,795,728$ 10,340,843$ Services & Supplies 21,153,513 27,962,781 24,880,759 25,061,105 25,014,077 Capital & Outside Agencies 7,682,673 964,474 3,555,000 18,003,080 1,198,820 Debt Service - - - - - Transfers 767,565 1,096,717 1,275,041 1,298,424 1,298,424 Total Expenditures & Transfers Out 36,717,522$ 36,557,135$ 38,570,472$ 54,158,337$ 37,852,164$ Solid Waste Surplus/(Shortfall) (7,238,836)$ 2,479,796$ (5,706,625)$ (16,636,096)$ 1,188,979$ Public Transit (Funds 066 & 067)
Revenues & Transfers In
Federal Grant - Operating 66,956$ (5,181,101)$ 4,199,207$ 4,228,069$ 4,228,069$ Federal Grant - Capital - (3,357,172) 7,051,609 9,803,637 9,803,637 State Gas Tax 6,697,019 4,468,034 5,464,920 7,415,648 7,416,376 Passenger Fares 698,236 649,031 943,157 647,841 696,461 Interest 261,981 415,401 325,965 325,965 325,965 Other (934,176) (202,729) 1,922,500 1,175,000 1,175,000 Total Revenues & Transfers In 6,790,016$ (3,208,535)$ 19,907,358$ 23,596,160$ 23,645,508$ Expenditures & Transfers Out
Salaries & Benefits 693,544$ 610,850$ 843,068$ 862,632$ 912,944$ Services & Supplies 5,143,734 7,356,573 8,182,211 9,284,422 8,868,086 Capital & Outside Agencies 1,596,378 1,428,092 9,955,114 5,120,000 6,080,000
City of Santa Maria 2024-2026 Biennial Budget Schedules 14 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Debt Service - - - - - Transfers 139,548 111,216 111,216 370,804 370,804 Total Expenditures & Transfers Out 7,573,204$ 9,506,731$ 19,091,609$ 15,637,858$ 16,231,834$ Public Transit Surplus/(Shortfall) (783,188)$ (12,715,266)$ 815,749$ 7,958,302$ 7,413,674$ Radio/Technology (Fund 023)
Revenues & Transfers In
Charges for Service 13,737$ 15,819$ 14,970$ 14,970$ 14,970$ Interest Income - - 17,429 17,429 17,429 Operating Transfers In 1,697,061 1,486,580 1,697,060 1,697,060 1,697,060 Other - - - - - Total Revenues & Transfers In 1,710,798$ 1,502,399$ 1,729,459$ 1,729,459$ 1,729,459$ Expenditures & Transfers Out
Salaries & Benefits 298,779$ 236,591$ 335,988$ 367,503$ 388,978$ Services & Supplies 413,405 510,107 629,221 438,500 450,500 Capital & Outside Agencies - - - - - Debt Service - - - - - Transfers 10,355 18,694 18,694 33,094 33,094 Total Expenditures & Transfers Out 722,540$ 765,392$ 983,903$ 839,097$ 872,572$ Radio/Technology Surplus/(Shortfall) 988,258$ 737,007$ 745,556$ 890,362$ 856,887$

TOTAL ENTERPRISE FUNDS

SURPLUS/(SHORTFALL)
26,328,559$ 18,637,509 $ (25,476,684) $ (18,440,721) $ (9,436,221) $

SPECIAL REVENUE FUNDS
Library (Fund 009)
Revenues & Transfers In
County Grants 1,555,827 $ 1,677,996 $ 1,387,614 $ 1,387,614 $ 1,387,614 $ State Grants 35,600 182,532 - - - Charges for Service 258,658 247,495 156,263 156,263 156,263 Operating Transfers In 1,350,030 2,237,340 2,666,110 3,829,942 3,999,480 Total Revenues & Transfers In 3,200,115$ 4,345,363 $ 4,209,987 $ 5,373,819 $ 5,543,357 $ Expenditures & Transfers Out
Salaries & Benefits 2,108,341 $ 2,256,561 $ 2,676,147 $ 3,230,138 $ 3,384,676 $ Services & Supplies 1,214,944 1,261,520 1,258,471 1,311,634 1,326,634 Capital & Outside Agencies 7,875 11,407 20,000 - - Debt Service - - - - - Transfers - 534,979 534,979 832,047 832,047 Total Expenditures & Transfers Out 3,331,160$ 4,064,467 $ 4,489,597 $ 5,373,819 $ 5,543,357 $ Library Surplus/(Shortfall) (131,045) $ 280,896 $ (279,610) $ - $ - $ City of Santa Maria 2024-2026 Biennial Budget Schedules 15 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Quimby Park Acquisition & Development (Fund 016)
Revenues & Transfers In
Park Acquisition Fees 935,506 $ 302,419 $ 629,623 $ 629,623 $ 629,623 $ Total Revenues & Transfers In 935,506 $ 302,419 $ 629,623 $ 629,623 $ 629,623 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies - - - - - Capital & Outside Agencies 641,241 855,194 757,000 150,000 150,000 Debt Service - - - - - Transfers - - - - - Total Expenditures & Transfers Out 641,241$ 855,194 $ 757,000 $ 150,000 $ 150,000 $ Quimby Park Acquisition &
Development Surplus/(Shortfall)
294,265$ (552,775) $ (127,377) $ 479,623 $ 479,623 $ Residential Development Tax (Fund 028)
Revenues & Transfers In
Park Development Fees (43,146) $ 64,844 $ 66,880 $ 66,880 $ 66,880 $ Total Revenues & Transfers In (43,146) $ 64,844 $ 66,880 $ 66,880 $ 66,880 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies - - - - - Capital & Outside Agencies 127,602 117,803 150,000 500,000 500,000 Debt Service - - - - - Transfers - - - - - Total Expenditures & Transfers Out 127,602$ 117,803 $ 150,000 $ 500,000 $ 500,000 $ Residential Development Tax
Surplus/(Shortfall)
(170,748)$ (52,959) $ (83,120) $ (433,120)$ (433,120) $ Economic Development (Fund 040)
Revenues & Transfers In
Loan Repayments (17,892) $ 6,781 $ 6,880 $ 6,880 $ 6,880 $ Total Revenues & Transfers In (17,892) $ 6,781 $ 6,880 $ 6,880 $ 6,880 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies - 60,000 130,000 130,000 130,000 Capital & Outside Agencies - - - - - Debt Service - - - - - Transfers - - - - - Total Expenditures & Transfers Out - $ 60,000$ 130,000 $ 130,000 $ 130,000 $ Economic Development
Surplus/(Shortfall)
(17,892)$ (53,219) $ (123,120)$ (123,120) $ (123,120) $ City of Santa Maria 2024-2026 Biennial Budget Schedules 16 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Measure A (Fund 068)
Revenues & Transfers In
Sales Tax (County 1/2 % - Meas A) 7,589,141$ 7,731,517 $ 7,456,129 $ 7,638,677 $ 7,024,081 $ Interest Income (307,612) 106,611 105,950 105,950 105,950 Other 423,407 32,938 252,700 252,700 252,700 Total Revenues & Transfers In 7,704,936$ 7,871,065 $ 7,814,779 $ 7,997,327 $ 7,382,731 $ Expenditures & Transfers Out
Salaries & Benefits 2,137,033 $ 2,180,828 $ 2,596,840 $ 3,229,446 $ 3,400,792 $ Services & Supplies 1,218,831 1,632,182 1,503,390 1,645,080 1,679,315 Capital & Outside Agencies 749,873 1,860,685 2,979,984 2,274,908 2,723,474 Debt Service - - - - - Transfers 442,481 517,990 1,317,990 1,401,402 1,401,402 Total Expenditures & Transfers Out 4,548,218$ 6,191,685 $ 8,398,204 $ 8,550,836 $ 9,204,983 $ Measure A Surplus/(Shortfall) 3,156,718$ 1,679,380 $ (583,425) $ (553,509) $ (1,822,252)$ Community Development Block Grant (Fund 948)
Revenues & Transfers In
CDBG Federal Grants 1,081,031 $ 2,751,275 $ 1,416,952 $ 1,540,952 $ 1,540,952 $ Program Income (4,590) 15,044 139,507 24,131 24,131 Total Revenues & Transfers In 1,076,441$ 2,766,319 $ 1,556,459 $ 1,565,083 $ 1,565,083 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies 419,624 686,249 - - - Capi
tal & Outside Agencies 124,876 108,528 1,030,428 827,628 827,628 Debt Service - - - - - Transfers 210,297 1,965,834 386,524 713,324 713,324 Total Expenditures & Transfers Out 754,797$ 2,760,612$ 1,416,952$ 1,540,952$ 1,540,952$ Community Development Block
Grant Surplus/(Shortfall)
321,644$ 5,708 $ 139,507$ 24,131 $ 24,131 $ SM Community TV (Fund 998)
Revenues & Transfers In
Franchise Grant 284,697 $ 260,709 $ 262,500 $ 240,000 $ 240,000 $ PEG Access-Contributions 50,000 50,000 51,000 50,000 50,000 PEG-Program Revenue - 59 3,200 - - Interest Income (18,119) 2,541 4,128 4,128 4,128 Total Revenues & Transfers In 316,578 $ 313,309 $ 320,828 $ 294,128 $ 294,128 $ Expenditures & Transfers Out
Salaries & Benefits 146,147 $ 133,308 $ 36,012 $ 40,983 $ 43,408 $ Services & Supplies 41,069 70,302 58,784 76,126 76,252 Capital & Outside Agencies - - 12,000 - - Debt Service - - - - - City of Santa Maria 2024-2026 Biennial Budget Schedules 17 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Transfers 27,799 32,511 32,511 30,750 30,750 Total Expenditures & Transfers Out 215,015$ 236,121$ 139,307$ 147,859$ 150,410$ SM Community TV Surplus/(Shortfall) 101,563$ 77,188$ 181,521$ 146,269$ 143,718$ Traffic Safety (Fund 013)
Revenues & Transfers In
Franchise Grant 324,187$ 336,753$ 370,000$ 370,000$ 370,000$ Total Revenues & Transfers In 324,187$ 336,753$ 370,000$ 370,000$ 370,000$ Expenditures & Transfers Out
Salaries & Benefits -$ -$ -$ -$ -$ Services & Supplies 29,742 26,245 40,250 40,250 40,250 Capital & Outside Agencies - - - - - Debt Service - - - - - Transfers 341,535 305,145 300,000 300,000 300,000 Total Expenditures & Transfers Out 371,277$ 331,390$ 340,250$ 340,250$ 340,250$ Traffic Safety Surplus/(Shortfall) (47,090)$ 5,363$ 29,750$ 29,750$ 29,750$

TOTAL SPECIAL REVENUE FUNDS

SURPLUS/(SHORTFALL)
3,507,415$ 1,389,583 $ (845,874) $ (429,976) $ (1,701,270)$

GROWTH MITIGATION, LANDSCAPE SERVICES & DEVELOPER/GRANT STREET PROJECTS Growth Mitigation (Fund 027)
Revenues & Transfers In
Growth Mitigation 188,302 $ 2,589,634$ 4,733,351 $ 4,733,351 $ 4,733,351 $ Total Revenues & Transfers In 188,302 $ 2,589,634 $ 4,733,351 $ 4,733,351 $ 4,733,351 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies - - - - - Capital & Outside Agencies 407,205 523,983 8,192,295 8,167,000 4,952,720 Debt Service - - - - - Transfers - - - - - Total Expenditures & Transfers Out 407,205$ 523,983 $ 8,192,295 $ 8,167,000 $ 4,952,720 $ Growth Mitigation Surplus/(Shortfall) (218,903)$ 2,065,650 $ (3,458,944) $ (3,433,649) $ (219,369) $ Assessment Districts (Funds 031, 032, 033, 038)
Revenues & Transfers In
Landscape Services 6,228,094 $ 6,769,081 $ 6,956,567 $ 7,232,873 $ 7,249,393 $ Total Revenues & Transfers In 6,228,094$ 6,769,081 $ 6,956,567 $ 7,232,873 $ 7,249,393 $ City of Santa Maria 2024-2026 Biennial Budget Schedules 18 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Expenditures & Transfers Out
Salaries & Benefits 1,033,744 $ 1,165,814 $ 1,226,597 $ 1,497,643 $ 1,580,155 $ Services & Supplies 2,954,869 2,644,234 3,460,283 3,375,463 3,377,920 Capital & Outside Agencies 844,847 1,589,291 97,389 200,000 - Debt Service - - - - - Transfers 1,739,892 1,967,265 1,993,586 1,889,941 1,889,941 Total Expenditures & Transfers Out 6,573,352$ 7,366,604 $ 6,777,855 $ 6,963,047 $ 6,848,016 $ Assessment Districts
Surplus/(Shortfall)
(345,257)$ (597,523) $ 178,712 $ 269,826 $ 401,377 $ Stowell Parking & Lighting District (Fund 036)
Revenues & Transfers In
Stowell Parking & Lighting District 20,936$ 34,793 $ 86,800 $ 86,800 $ 86,800 $ Total Revenues & Transfers In 20,936 $ 34,793 $ 86,800 $ 86,800 $ 86,800 $ Expenditures & Transfers Out
Salaries & Benefits - $ - $ - $ - $ - $ Services & Supplies 6,926 9,497 30,960 30,804 30,804 Capital & Outside Agencies - - - - - Debt Service - - - - - Transfers 388 1,297 1,297 862 862 Total Expenditures & Transfers Out 7,314$ 10,794 $ 32,257 $ 31,666 $ 31,666 $ Stowell Parking & Lighting District
Surplus/(Shortfall)
13,623$ 23,999 $ 54,543 $ 55,134 $ 55,134 $ Growth Mitigation, Landscape
Services & Developer/Grant Street
Projects Surplus/(Shortfall)
(550,538)$ 1,492,126 $ (3,225,689) $ (3,108,689) $ 237,142 $

CAPITAL PROJECTS
Capital Projects-General (Fund 801)
Revenues & Transfers In
General Fund Capital Projects 1,011,602$ 1,667,931 $ 10,211,934 $ 2,244,802 $ 2,244,802 $ Total Revenues & Transfers In 1,011,602$ 1,667,931 $ 10,211,934 $ 2,244,802 $ 2,244,802 $ Expenditures & Transfers Out
E Salaries & Benefits -$ -$ -$ -$ -$ E Services & Supplies - - - - - E Capital & Outside Agencies 1,782,679 4,476,031 13,893,229 3,507,850 2,849,658 E Debt Service 1,866 - - - - E Transfers - - - - - Total Expenditures & Transfers Out 1,784,545$ 4,476,031$ 13,893,229$ 3,507,850$ 2,849,658$ Capital Projects Surplus/(Shortfall) (772,944)$ (2,808,100)$ (3,681,295)$ (1,263,048)$ (604,856)$ City of Santa Maria 2024-2026 Biennial Budget Schedules 19 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
Gas Tax & Local Transportation (Fund 063)
Revenues & Transfers In
General Fund Capital Projects 4,732,270$ 5,342,990 $ 5,900,964 $ 6,064,282 $ 6,066,045 $ Total Revenues & Transfers In 4,732,270$ 5,342,990 $ 5,900,964 $ 6,064,282 $ 6,066,045 $ Expenditures & Transfers Out
E Salaries & Benefits -$ -$ -$ -$ -$ E Services & Supplies 3,640 - 26,580 26,580 26,580 E Capital & Outside Agencies 3,442,461 6,217,882 6,271,190 5,474,162 5,388,530 E Debt Service - - - - - E Transfers 654,293 655,492 655,492 650,935 650,935 Total Expenditures & Transfers Out 4,100,394$ 6,873,374$ 6,953,262$ 6,151,677$ 6,066,045$ Gas Tax & Local Transportation
Surplus/(Shortfall)
631,876$ (1,530,384)$ (1,052,298) $ (87,395) $ - $ Developer/Grant Street Projects (Fund 064)
Revenues & Transfers In
General Fund Capital Projects 1,138,626$ 357,235 $ 2,077,000$ 3,327,000 $ 8,608,000 $ Total Revenues & Transfers In 1,138,626$ 357,235 $ 2,077,000 $ 3,327,000 $ 8,608,000 $ Expenditures & Transfers Out
E Salaries & Benefits -$ -$ -$ -$ -$ E Services & Supplies - - - - - E Capital & Outside Agencies 1,020,134 195,023 2,090,060 1,977,000 6,818,000 E Debt Service - - - - - E Transfers - - - - - Total Expenditures & Transfers Out 1,020,134$ 195,023$ 2,090,060$ 1,977,000$ 6,818,000$ Developer/Grant Street Projects
Surplus/(Shortfall)
118,492$ 162,212 $ (13,060) $ 1,350,000$ 1,790,000 $

TOTAL CAPITAL PROJECTS

SURPLUS/(SHORTFALL)
(22,576)$ (4,176,271)$ (4,746,653) $ (443) $ 1,185,144$

INTERNAL SERVICES
Fleet Services (Fund 007)
Revenues & Transfers In
Fleet Services 11,170,588 $ 13,513,538 $ 10,989,715 $ 10,989,715 $ 10,989,715 $ Total Revenues & Transfers In 11,170,588$ 13,513,538 $ 10,989,715 $ 10,989,715 $ 10,989,715 $ Expenditures & Transfers Out
E Salaries & Benefits 1,325,535$ 1,656,802$ 1,842,265$ 2,010,484$ 2,131,278$ E Services & Supplies 4,481,649 4,307,297 5,401,732 5,114,077 5,116,628 E Capital & Outside Agencies 2,126,068 (1,908,827) 8,463,500 7,027,492 1,150,247 E Debt Service 148,833 7,076 83,449 - - City of Santa Maria 2024-2026 Biennial Budget Schedules 20 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
E Transfers 213,826 199,639 199,639 301,651 301,651 Total Expenditures & Transfers Out 8,295,910$ 4,261,987$ 15,990,585$ 14,453,704$ 8,699,804$ Fleet Services Surplus/(Shortfall) 2,874,678$ 9,251,551$ (5,000,870)$ (3,463,989)$ 2,289,911$ Equipment (Funds 021, 022 & 023)
Revenues & Transfers In
Equipment 4,232,144$ 3,735,109$ 4,400,941$ 4,400,941$ 4,400,941$ Total Revenues & Transfers In 4,232,144$ 3,735,109$ 4,400,941$ 4,400,941$ 4,400,941$ Expenditures & Transfers Out
E Salaries & Benefits -$ -$ -$ -$ -$ E Services & Supplies 1,090,049 1,441,413 2,301,922 2,380,500 2,489,500 E Capital & Outside Agencies 240,630 (76,422) 1,243,453 1,362,588 1,362,588 E Debt Service - - - - - E Transfers 20,905 4,659 4,659 5,036 5,036 Total Expenditures & Transfers Out 1,351,585$ 1,369,650$ 3,550,034$ 3,748,124$ 3,857,124$ Equipment Surplus/(Shortfall) 2,880,559$ 2,365,460$ 850,907$ 652,817$ 543,817$ Local Economic Augmentation Fund (Fund 076)
Revenues & Transfers In
Local Economic Augmentation
Fund
-$ -$ -$ -$ -$ Total Revenues & Transfers In -$ -$ -$ -$ -$ Expenditures & Transfers Out
E Salaries & Benefits -$ -$ -$ -$ -$ E Services & Supplies - - - - - E Capital & Outside Agencies - - - - - E Debt Service - - - - - E Transfers - - 8,861,825 - - Total Expenditures & Transfers Out -$ -$ 8,861,825$ -$ -$ Local Economic Augmentation Fund
Surplus/(Shortfall)
-$ - $ (8,861,825)$ - $ - $ Insurance (Funds 070, 072, & 073)
Revenues & Transfers In
Insurance 9,050,560 $ 13,651,350 $ 13,650,425 $ 17,158,500 $ 13,828,500 $ Total Revenues & Transfers In 9,050,560$ 13,651,350 $ 13,650,425 $ 17,158,500 $ 13,828,500 $ Expenditures & Transfers Out
E Salaries & Benefits 387,225$ 446,307$ 584,287$ 660,460$ 711,493$ E Services & Supplies 6,898,003 7,432,669 14,562,033 18,258,561 15,490,945 E Capital & Outside Agencies - 4,337 - - - E Debt Service - - - - - City of Santa Maria 2024-2026 Biennial Budget Schedules 21 REVENUE AND EXPENDITURES BY FUND AND CATEGORY
Actual
FY 2021-22
Actual
FY 2022-23
Adopted
FY 2023-24
Proposed
FY 2024-25
Proposed
FY 2025-26
E Transfers 133,690 75,180 75,180 132,803 132,803 Total Expenditures & Transfers Out 7,418,918$ 7,958,493$ 15,221,500$ 19,051,824$ 16,335,241$ Insurance Surplus/(Shortfall) 1,631,642$ 5,692,856$ (1,571,075)$ (1,893,324)$ (2,506,741)$

TOTAL INTERNAL SERVICES

SURPLUS/(SHORTFALL)
7,386,879$ 17,309,867 $ (14,582,863) $ (4,704,496) $ 326,987 $ TOTAL REVENUES AND TRANSFERS IN 259,176,032$ 274,123,139 $ 301,228,709 $ 315,328,449 $ 324,523,201 $

TOTAL EXPENDITURES AND

TRANSFERS OUT
200,763,448$ 245,295,553$ 358,493,998$ 354,882,729$ 346,422,106$ City of Santa Maria 2024-2026 Biennial Budget Schedules 22 City of Santa Maria 2024-2026 Biennial Budget Schedules 23 FUND ANALYSIS
FOR 2023-24
Unaudited Estimated
06/30/23 Total Total 6/30/24
Unrestricted Expected Available Financing Unrestricted
Fund Fund Balance Revenue Transfers In Financing Expenditures Transfers Ou t Uses Fund Balance

GENERAL FUND
General 10,071,920$ 80,749,746$ 9,561,312$ 90,311,058$ 87,530,150$ 4,282,471$ 91,812,621$ 8,570,357$ Measure U 17,105,068 25,881,016 - 25,881,016 36,734,659 1,837,777 38,572,436 4,413,648 TOTAL GENERAL FUND 27,176,988 106,630,762 9,561,312 116,192,074 124,264,809 6,120,248 130,385,057 12,984,005

ENTERPRISE FUNDS
Water Resources 127,389,721 59,910,577 59,910,577 88,071,825 2,178,952 90,250,777 97,049,521 Solid Waste 37,817,255 36,015,353 36,015,353 46,059,925 1,658,927 47,718,852 26,113,756 Public Transit (3,407,330) 72,841,216 72,841,216 43,956,484 111,216 44,067,700 25,366,186 Radio 3,786,399 1,729,459 1,729,459 972,199 18,694 990,893 4,524,965 TOTAL ENTERPRISE FUNDS 165,586,045 170,496,605 - 170,496,605 179,060,433 3,967,789 183,028,222 153,054,428

SPECIAL REVENUE FUNDS
Library 1,443,367 2,216,376 955,047 3,171,423 4,614,790 534,979 4,614,790 - Park Acq. & Dev. (Quimby) (83,149) 629,623 629,623 223,146 - 223,146 323,328 Park Residential Development Ta x 1,919,471 66,880 66,880 182,210 - 182,210 1,804,141 Economic Development 397,899 6,880 6,880 130,000 - 130,000 274,779 County Measure A 11,215,262 7,606,931 210,000 7,816,931 11,226,856 1,317,990 11,226,856 7,805,337 CDBG - Block Grant 105,488 2,787,268 2,787,268 2,757,268 1,621,586 2,757,268 135,488 SM Community TV 638,489 270,828 50,000 320,828 109,342 32,511 141,853 817,464 Traffic Safety 17,960 384,070 384,070 40,250 300,000 340,250 61,780 Total Special Revenue Funds 15,654,787 13,968,856 1,215,047 15,183,903 19,283,862 3,807,066 19,616,373 11,222,317 TOTAL OPERATING FUNDS 208,417,820 291,096,223 10,776,359 301,872,582 322,609,104 13,895,103 336,504,207 177,260,750 Growth Mitigation 44,255,568 4,876,341 4,876,341 14,072,079 - 14,072,079 35,059,830 Landscape Services 1,012,452 4,994,623 2,230,983 7,225,606 6,343,533 2,048,013 8,391,546 (153,488) Parking & Lighting District 299,838 86,800 86,800 30,960 1,297 32,257 354,381 Grant Funds 1,128,697 - - - - - 1,128,697 Total Landscape Services, 46,696,555 9,957,764 2,230,983 12,188,747 20,446,572 2,049,310 22,495,882 36,389,420 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects 19,455,844 11,200,000 12,733,866 23,933,866 32,760,738 - 32,760,738 10,628,972 Gas Tax & Local Transportation 1,788,947 5,841,905 5,841,905 6,887,965 655,492 7,543,457 87,395 Developer / Grant Street Projects 2,018,741 3,940,819 3,940,819 5,629,067 - 5,629,067 330,493 Total Capital Projects Funds 23,263,532 20,982,724 12,733,866 33,716,590 45,277,770 655,492 45,933,262 11,046,860

INTERNAL SERVICE FUNDS
Fleet Services 18,559,480 11,073,662 11,073,662 23,526,592 199,639 23,726,231 5,906,911 Equipment 17,468,613 4,400,941 4,400,941 4,931,280 4,659 4,935,939 16,933,615 LEAF Fund 19,473,473 - - 8,861,825 8,861,825 10,611,648 Insurance Funds 5,143,299 13,751,500 13,751,500 15,313,286 75,180 15,388,466 3,506,333 Total Internal Service Funds 60,644,865 29,226,103 - 29,226,103 43,771,158 9,141,303 52,912,461 36,958,507 GRAND TOTAL 339,022,768 351,262,814 25,741,208 377,004,022 432,104,604 25,741,208 454,371,257 261,655,537

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
Resources Uses

FINANCING USESFINANCING SOURCES
City of Santa Maria 2024-2026 Biennial Budget Schedules 24 TRANSFER ANALYSIS
FOR 2023-24

TRANSFERS IN TRANSFERS OUT
Cost Operating Total Cost Operating Total Net
Fund Allocation Transfers Transfers Allocation Transfers Transfers Transfers

GENERAL FUND
General 4,917,037$ 4,644,275$ 9,561,312$ 47,314$ 4,235,157$ 4,282,471$ 5,278,841$

MEASURE U FUND
Measure U 1,777,777 60,000 1,837,777 (1,837,777)

ENTERPRISE FUNDS
Water Resources 793,252 1,385,700 2,178,952 (2,178,952) Solid Waste 898,021 760,906 1,658,927 (1,658,927) Public Transit 111,216 111,216 (111,216) Radio 18,694 18,694 (18,694) Total Enterprise Funds 1,821,183 2,146,606 3,967,789 (3,967,789)

SPECIAL REVENUE FUNDS
Library 955,047 955,047 534,979 534,979 420,068 Park Acquisition & Development
Park Residential Development Tax
Economic Development
County Measure A 210,000 210,000 267,990 1,050,000 1,317,990 (1,107,990) CDBG - Block Grant 1,621,586 1,621,586 (1,621,586) SM Community TV 50,000 50,000 32,511 32,511 17,489 Traffic Safety 300,000 300,000 (300,000) Total Special Revenue Funds 1,215,047 1,215,047 835,480 2,971,586 3,807,066 (2,592,019) TOTAL OPERATING FUNDS 4,917,037 5,859,322 10,776,359 2,703,977 9,413,349 13,895,103 (3,118,744) Growth Mitigation
Landscape Services 2,230,983 2,230,983 145,016 1,902,997 2,048,013 182,970 Parking & Lighting District 1,297 1,297 (1,297) Grant Funds
Total Landscape Services, 2,230,983 2,230,983 146,313 1,902,997 2,049,310 181,673 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects 12,733,866 12,733,866 12,733,866 Gas Tax & Local Transportation 9,492 646,000 655,492 (655,492) Developer / Grant Street Projects
Tot
al Capital Projects Funds 12,733,866 12,733,866 9,492 646,000 655,492 12,078,374

INTERNAL SERVICE FUNDS
Fleet Services 199,639 199,639 (199,639) Equipment 4,659 4,659 (4,659) LEAF Fund 8,861,825 8,861,825 (8,861,825) Insurance Funds 75,180 75,180 (75,180) Total Internal Service Funds 279,478 8,861,825 9,141,303 (9,141,303) GRAND TOTAL 4,917,037 20,824,171 25,741,208 4,917,037 20,824,171 25,741,208

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
City of Santa Maria 2024-2026 Biennial Budget Schedules 25 FUND ANALYSIS
FOR 2024-25
Estimated Estimated
6/30/24 Total Total 6/30/25
Unrestricted Expected Available Financing Unrestricted
Fund Fund Balance Revenue Transfers In Financing Appropriations Transfers Ou t Uses Fund Balance

GENERAL FUND
General 8,570,357$ 83,248,421$ 8,563,862$ 91,812,283$ 97,664,699$ 9,984,290$ 107,648,989$ (7,266,349)$ Measure 4,413,648 26,716,305 - 26,716,305 30,462,703 1,245,153 31,707,856 (577,903) TOTAL GENERAL FUND 12,984,005 109,964,726 8,563,862 118,528,588 128,127,402 11,229,443 139,356,845 (7,844,252)

ENTERPRISE FUNDS
Water Resources 97,049,521 61,409,997 61,409,997 62,539,897 1,565,087 64,104,984 94,354,534 Solid Waste 26,113,756 37,522,241 37,522,241 52,859,913 1,298,424 54,158,337 9,477,660 Public Transit 25,366,186 23,596,160 23,596,160 15,267,054 370,804 15,637,858 33,324,488 Radio 4,524,965 1,729,459 1,729,459 806,003 33,094 839,097 5,415,327 Total Enterprise Funds: 153,054,428 124,257,857 - 124,257,857 131,472,867 3,267,409 134,740,276 142,572,009

SPECIAL REVENUE FUNDS
Library - 1,543,877 3,829,942 5,373,819 5,373,819 832,047 5,373,819 - Park Acq. & Dev. (Quimby) 323,328 629,623 629,623 150,000 - 150,000 802,951 Park Residential Development Ta x 1,804,141 66,880 66,880 500,000 - 500,000 1,371,021 Economic Development 274,779 6,880 6,880 130,000 - 130,000 151,659 County Measure A 7,805,337 7,787,327 210,000 7,997,327 7,149,434 1,401,402 8,550,836 7,251,828 CDBG - Block Grant 135,488 1,565,083 1,565,083 827,628 713,324 1,540,952 159,619 SM Community TV 817,464 244,128 50,000 294,128 117,109 30,750 147,859 963,733 Traffic Safety 61,780 370,000 370,000 40,250 300,000 340,250 91,530 Total Special Revenue Funds 11,222,317 12,213,798 4,089,942 16,303,740 14,288,240 3,277,523 16,733,716 10,792,341 TOTAL OPERATING FUNDS 177,260,750 246,436,381 12,653,804 259,090,185 273,888,509 17,774,375 291,662,884 145,520,098 Growth Mitigation 35,059,830 4,733,351 4,733,351 8,167,000 - 8,167,000 31,626,181 Landscape Services (153,488) 5,105,876 2,126,997 7,232,873 5,073,106 1,889,941 6,963,047 116,338 Parking & Lighting District 354,381 86,800 86,800 30,804 862 31,666 409,515 Grant Funds 1,128,697 - - - - - 1,128,697 Total Landscape Services, 36,389,420 9,926,027 2,126,997 12,053,024 13,270,910 1,890,803 15,161,713 33,280,731 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS -
G
eneral Fund Capital Projects* 10,628,972 2,244,802 2,244,802 3,507,850 - 3,507,850 9,365,924 Gas Tax & Local Transportation 87,395 6,064,282 6,064,282 5,500,742 650,935 6,151,677 - Developer / Grant Street Projects 330,493 3,327,000 3,327,000 1,977,000 - 1,977,000 1,680,493 Total Capital Projects Funds 11,046,860 9,391,282 2,244,802 11,636,084 10,985,592 650,935 11,636,527 11,046,417

INTERNAL SERVICE FUNDS
Fleet Services 5,906,911 10,989,715 10,989,715 14,152,053 301,651 14,453,704 2,442,922 Equipment 16,933,615 4,400,941 4,400,941 3,743,088 5,036 3,748,124 17,586,432 LEAF Fund 10,611,648 - - - - 10,611,648 Insurance Funds 3,506,333 13,428,500 3,730,000 17,158,500 18,919,021 132,803 19,051,824 1,613,009 Total Internal Service Funds 36,958,507 28,819,156 3,730,000 32,549,156 36,814,162 439,490 37,253,652 32,254,011 GRAND TOTAL 261,655,537 294,572,846 20,755,603 315,328,449 334,959,173 20,755,603 354,882,729 222,101,257 Resources Uses

FINANCING USESFINANCING SOURCES

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
City of Santa Maria 2024-2026 Biennial Budget Schedules 26 TRANSFER ANALYSIS
FOR 2024-25

TRANSFERS IN TRANSFERS OUT
Cost Operating Total Cost Operating Total Net
Fund Allocation Transfers Transfers Allocation Transfers Transfers Transfers

GENERAL FUND
General 5,941,762$ 2,622,100$ 8,563,862$ $ 9,984,290$ 9,984,290$ (1,420,428)$

MEASURE U FUND
Measure U 1,245,153 1,245,153 (1,245,153)

ENTERPRISE FUNDS
Water Resources 1,165,087 400,000 1,565,087 (1,565,087) Solid Waste 1,298,424 1,298,424 (1,298,424) Public Transit 370,804 370,804 (370,804) Radio 33,094 33,094 (33,094) Total Enterprise Funds: 2,867,409 400,000 3,267,409 (3,267,409)

SPECIAL REVENUE FUNDS
Library 3,829,942 3,829,942 832,047 832,047 2,997,895 Park Acquisition & Development
Park Residential Development Tax
Economic Development
County Measure A 210,000 210,000 351,402 1,050,000 1,401,402 (1,191,402) CDBG - Block Grant 713,324 713,324 (713,324) SM Community TV 50,000 50,000 30,750 30,750 19,250 Traffic Safety 300,000 300,000 (300,000) Total Special Revenue Funds 4,089,942 4,089,942 1,214,199 2,063,324 3,277,523 812,419 TOTAL OPERATING FUNDS 5,941,762 6,712,042 12,653,804 4,081,608 12,447,614 17,774,375 (5,120,571) Growth Mitigation
Landscape Services 2,126,997 2,126,997 169,714 1,720,227 1,889,941 237,056 Parking & Lighting District 862 862 (862) Grant Funds
Total Landscape Services, 2,126,997 2,126,997 170,576 1,720,227 1,890,803 236,194 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects 2,244,802 2,244,802 2,244,802 Gas Tax & Local Transportation 4,935 646,000 650,935 (650,935) Developer / Grant Street Projects
Tot
al Capital Projects Funds 2,244,802 2,244,802 4,935 646,000 650,935 1,593,867

INTERNAL SERVICE FUNDS
Fleet Services 301,651 301,651 (301,651) Equipment 5,036 5,036 (5,036) LEAF Fund
Insurance Funds 3,730,000 3,730,000 132,803 132,803 3,597,197 Total Internal Service Funds 3,730,000 3,730,000 439,490 439,490 3,290,510 GRAND TOTAL 5,941,762 14,813,841 20,755,603 5,941,762 14,813,841 20,755,603

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
City of Santa Maria 2024-2026 Biennial Budget Schedules 27 FUND ANALYSIS
FOR 2025-26
Estimated Estimated
6/30/25 Total Total 6/30/26
Unrestricted Expected Available Financing Unrestricted
Fund Fund Balance Revenue Transfers In Financing Appropriations Transfers Ou t Uses Fund Balance

GENERAL FUND
General (7,266,349)$ 84,856,498$ 8,563,862$ 93,420,360$ 101,373,164$ 6,823,828$ 108,196,992$ (22,042,981)$ Measure U (577,903) 26,886,354 - 26,886,354 30,788,930 1,245,153 32,034,083 (5,725,632) TOTAL GENERAL FUND (7,844,252) 111,742,852 8,563,862 120,306,714 132,162,094 8,068,981 140,231,075 (27,768,613)

ENTERPRISE FUNDS
Water Resources 94,354,534 65,734,148 65,734,148 75,651,148 1,565,087 77,216,235 82,872,447 Solid Waste 9,477,660 39,041,143 39,041,143 36,553,740 1,298,424 37,852,164 10,666,639 Public Transit 33,324,488 23,645,508 23,645,508 15,861,030 370,804 16,231,834 40,738,162 Radio 5,415,327 1,729,459 1,729,459 839,478 33,094 872,572 6,272,214 Total Enterprise Funds: 142,572,009 130,150,258 - 130,150,258 128,905,396 3,267,409 132,172,805 140,549,462

SPECIAL REVENUE FUNDS
Library - 1,543,877 3,999,480 5,543,357 5,543,357 832,047 5,543,357 - Park Acq. & Dev. (Quimby) 802,951 629,623 629,623 150,000 - 150,000 1,282,574 Park Residential Development Ta x 1,371,021 66,880 66,880 500,000 - 500,000 937,901 Economic Development 151,659 6,880 6,880 130,000 - 130,000 28,539 County Measure A 7,251,828 7,172,731 210,000 7,382,731 7,803,581 1,401,402 9,204,983 5,429,576 CDBG - Block Grant 159,619 1,565,083 1,565,083 827,628 713,324 1,540,952 183,750 SM Community TV 963,733 244,128 50,000 294,128 119,660 30,750 150,410 1,107,451 Traffic Safety 91,530 370,000 370,000 40,250 300,000 340,250 121,280 Total Special Revenue Funds 10,792,341 11,599,202 4,259,480 15,858,682 15,114,476 3,277,523 17,559,952 9,091,071 TOTAL OPERATING FUNDS 145,520,098 253,492,312 12,823,342 266,315,654 276,181,966 14,613,913 290,795,879 121,871,920 Growth Mitigation 31,626,181 4,733,351 4,733,351 4,952,720 - 4,952,720 31,406,812 Landscape Services 116,338 5,122,396 2,126,997 7,249,393 4,958,075 1,889,941 6,848,016 517,715 Parking & Lighting District 409,515 86,800 86,800 30,804 862 31,666 464,649 Grant Funds 1,128,697 - - - - - 1,128,697 Total Landscape Services, -
Mitigation, & Grant Funds 33,280,731 9,942,547 2,126,997 12,069,544 9,941,599 1,890,803 11,832,402 33,517,873 C

APITAL PROJECTS FUNDS
General Fund Capital Projects 9,365,924 2,244,802 2,244,802 2,849,658 - 2,849,658 8,761,068 Gas Tax & Local Transportation - 6,066,045 6,066,045 5,415,110 650,935 6,066,045 - Developer / Grant Street Projects 1,680,493 8,608,000 8,608,000 6,818,000 - 6,818,000 3,470,493 Total Capital Projects Funds 11,046,417 14,674,045 2,244,802 16,918,847 15,082,768 650,935 15,733,703 12,231,561

INTERNAL SERVICE FUNDS
Fleet Services 2,442,922 10,989,715 10,989,715 8,398,153 301,651 8,699,804 4,732,833 Equipment 17,586,432 4,400,941 4,400,941 3,852,088 5,036 3,857,124 18,130,249 LEAF Fund 10,611,648 - - - - 10,611,648 Insurance Funds 1,613,009 13,428,500 400,000 13,828,500 16,202,438 132,803 16,335,241 (893,732) Total Internal Service Funds 32,254,011 28,819,156 400,000 29,219,156 28,452,679 439,490 28,892,169 32,580,998 GRAND TOTAL 222,101,257 306,928,060 17,595,141 324,523,201 329,659,012 17,595,141 346,422,106 200,202,352 Resources Uses

FINANCING USESFINANCING SOURCES

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
City of Santa Maria 2024-2026 Biennial Budget Schedules 28 TRANSFER ANALYSIS
FOR 2025-26

TRANSFERS IN TRANSFERS OUT
Cost Operating Total Cost Operating Total Net
Fund Allocation Transfers Transfers Allocation Transfers Transfers Transfers

GENERAL FUND
General 5,941,762$ 2,622,100$ 8,563,862$ $ 6,823,828$ 6,823,828$ 1,740,034$

MEASURE U FUND
Measure U 1,245,153 1,245,153 (1,245,153)

ENTERPRISE FUNDS
Water Resources 1,165,087 400,000 1,565,087 (1,565,087) Solid Waste 1,298,424 1,298,424 (1,298,424) Public Transit 370,804 370,804 (370,804) Radio 33,094 33,094 (33,094) Total Enterprise Funds: 2,867,409 400,000 3,267,409 (3,267,409)

SPECIAL REVENUE FUNDS
Library 3,999,480 3,999,480 832,047 832,047 3,167,433 Park Acquisition & Development
Park Residential Development Tax
Economic Development
County Measure A 210,000 210,000 351,402 1,050,000 1,401,402 (1,191,402) CDBG - Block Grant 713,324 713,324 (713,324) SM Community TV 50,000 50,000 30,750 30,750 19,250 Traffic Safety 300,000 300,000 (300,000) Total Special Revenue Funds 4,259,480 4,259,480 1,214,199 2,063,324 3,277,523 981,957 TOTAL OPERATING FUNDS 5,941,762 6,881,580 12,823,342 4,081,608 9,287,152 14,613,913 (1,790,571) Growth Mitigation
Landscape Services 2,126,997 2,126,997 169,714 1,720,227 1,889,941 237,056 Parking & Lighting District 862 862 (862) Grant Funds
Total Landscape Services, 2,126,997 2,126,997 170,576 1,720,227 1,890,803 236,194 Mitigation, & Grant Funds

CAPITAL PROJECTS FUNDS
General Fund Capital Projects 2,244,802 2,244,802 2,244,802 Gas Tax & Local Transportation 4,935 646,000 650,935 (650,935) Developer / Grant Street Projects
Tot
al Capital Projects Funds 2,244,802 2,244,802 4,935 646,000 650,935 1,593,867

INTERNAL SERVICE FUNDS
Fleet Services 301,651 301,651 (301,651) Equipment 5,036 5,036 (5,036) LEAF Fund
Insurance Funds 400,000 400,000 132,803 132,803 267,197 Total Internal Service Funds 400,000 400,000 439,490 439,490 (39,490) GRAND TOTAL 5,941,762 11,653,379 17,595,141 5,941,762 11,653,379 17,595,141

LANDSCAPE SERVICES, MITIGATION, & GRANT FUNDS
City of Santa Maria 2024-2026 Biennial Budget Schedules 29 PROPOSED PERSONNEL

SCHEDULES INCLUSIVE OF

SUPPLEMENTAL BUDGET

REQUESTS
Attachment C

City of Santa Maria 2024-26 Biennial Budget

Citywide Personnel Details
1 PERSONNEL OVERVIEW
The full-time equivalent (FTE) counts listed in this budget document reflect positions funded with current resources. All positions, both full and part-time, are shown in the FTE count. A Full-Time Equivalent (FTE) is defined as a position that works 2,080 hours per fiscal year, or 2,912 hours for certain Fire personnel.

For example, a full- time employee who works 2,080 hours per year equals 1.00 FTE. A part -time employee who works 1,664 hours per fiscal year equals 0. 80 FTE. The FTE for Fire Department positions are reflected at the applicable calendar of 2,080 or 2,912 hours per FTE.

POSITION CONTROL
Addition or deletion of positions following budget adoption will occur within City guidelines as stated in Santa Maria Municipal Code Section 2-20.03 Change of Classifications: “The allocation of positions as of the adoption of the ordinance from which this section derives may be changed by the City Manager whenever the duties of the position change materially; provided, that the proposed change conforms with this chapter, with the established classification plan, and with the approved budget.

The City Manager’s review of a position or the creation of a new position occurs upon the recommendation of the department director, or upon the request of an employee and with the concurrence of the department director and the Human Resources Division.” In many cases these are referred to as reclassifications.

SUMMARY OF SIGNIFICANT CHANGES
The positions listed in this budget document reflect those previously adopted during the 2023 -24 mid- cycle budget update, those added and deleted (reclassifications) by the City Manager and through other City Council actions, specifically as part of the budget amendments presented with the First and Second Quarter 2023-24 Financial Reports, as well as the Enterprise Resource Planning System Project Implementation budget amendment adopted by Council in March 2024 , which added 10 fixed term positions for the project . In preparation for the biennial budget process, de partments assess their operational needs and recommend the addition, consolidation, or deletion of positions through Supplemental Budget Requests (SBRs) that have a nexus to support and align with the City Council’s goals and priorities. In the FY 2024-26 budget, a net total of 49.60 FTE is reflected as being added in FY 2024-25 as compared to that adopted during the FY 2023-24 mid-cycle update and 0.00 FTE added in FY 2025-26.

City of Santa Maria 2024-26 Biennial Budget

Citywide Personnel Details
2 PERSONN EL SUMMARY BY F UND

PERSONNEL SUMMARY BY FUND

Adopted
FY 2023-24
Proposed
FY 2024-25 Change
Proposed
FY 2025-26 Change Note

CITY FUND
001 – General Fund 465.183 501.323 36.140 501.323 - (1) 002 – Water Fund 33.734 35.332 1.598 35.332 - (1), (2)
003 – Solid Waste Collection Fund 42.574 45.140 2.566 45.140 - (1), (2) 004 – Wastewater Fund 25.252 28.828 3.576 28.828 - (1), (2) 007 – Fleet Services Fund 15.263 15.263 - 15.263 -
009 – Library Fund 27.200 27.400 0.200 27.400 - (3)
010 – Solid Waste Disposal Fund 28.840 29.500 0.660 29.500 - (1), (2) 023 – Radio Technology Fund 2.000 2.000 - 2.000 - (4)
03* – Assessment Districts 12.150 13.350 1.200 13.350 - (5) 066 – Public Transit Fund 5.750 5.750 - 5.750 -
068 – Measure A Fund 22.623 25.623 3.000 25.623 - (6)
07* – Insurance Funds 3.340 4.000 0.660 4.000 - (1), (7) 998 – SM Community TV Fund 1.090 1.090 - 1.090 -
Total Budgeted FTE 685.00 734.600 49.60 734.600 -

SUMMARY OF CHANGES
The FY 2024- 25 budget includes 734.60 FTE, an increase of 49.60 FTE as compared to the FY 202 3-24 budget. The FY 202 5-26 budget includes a 0.00 FTE increase as compared to the FY 202 4-25 budget.

The following summaries net increases and decreases in total FTE at the fund level. (1) General Fund: 36.14 FTE increase in FY 2024-25 reflects the following:
a. First Quarter 2023- 24 Budget Amendment: One (1) Assistant Director: Recreation & Parks position was added for the Recreation & Parks Department. b. Second Quarter 2023-24 Budget Amendment: One (1) Organization/Enterprise Leader (Non- Safety) serving as a Deputy City Attorney/City Prosecutor was added for the City Attorney’s Office; One (1) Deputy Building Official was added for the Community Development Department; One (1) Fire Fighter, one (1) Fire Captain, and one (1) Fire Engineer were added for the Fire Department ; and, one (1) Senior Park Services Officer was added for the Recreation & Parks Department.
c. Enterprise Resource Planning System Project Implementation (March 2024 Budget Amendment): Two (2) Admin Leader (reclassed from Business Program Leader) and one (1) Confidential Technician I/II were added to the Human Resources Division of the City Manager’s Office. One (1) Senior Project Manager was added to the Information Technology Division of the City Manager’s Office. One (1) Program Leader (reclassed from Business Program Leader), one (1) Confidential Technician I/II, one (1) Accounting Technician I/II, and three (3) Finance Clerk I/II were added for the Finance Department. These positions are added with a fixed term for the project.
d. 2024-25:
i. Previously Authorized & Unfunded Positions: Two (2) Fire Fighters, two (2) Fire Captains, and two (2) Fire Engineers for the Fire Department and seven (7) Police Officer, and one (1) Investigative Specialist I/II for the Police Department that were previously authorized but unfunded for the Police Department will be funded in FY 2024-25. ii. Supplemental Budget Requests - Additions:
 One (1) Economic Development Manager is added for the City Manager’s Office.

City of Santa Maria 2024-26 Biennial Budget

Citywide Personnel Details
3  One (1) Confidential Technician I is added for the Information Technology Division of the City Manager’s Office.
 One (1) Confidential Technician I, one (1) Confidential Technician II, and one (1) Program Leader are added to the Human Resources Division of the City Manager’s Office.
 One (1) Program Leader is eliminated in exchange for two (2) Confidential Technician I/II positions for the Finance Department (exchange is budget neutral).  One (1) Security Guard is added for the Recreation & Parks Department. The budget for three (3) Security Aide (limited service) is eliminated. iii. Supplemental Budget Requests – Reclassifications/Funding Reallocation:
 One (1) Program Leader (reclassified from Business Program Leader) is reallocated for the Human Resources Division of the City Manager’s Office to the General Fund from the Insurance Funds and reflects current organization structure.  One (1) Account Clerk Aide is reallocated from the Utility Billing Division to the Revenue Division within the Finance Department to reflect current organization structure.
 One (1) Organization/Enterprise Leader (Safety) will be reclassified to serve at an Assistant Chief of Police level position and the Crime Analyst classification will be converted to a Crime Analyst I/II flex series. The budget for one (1) Reserve Police Officer Level 1 (limited service) and one (1) Reserve Police Officer (limited service) is eliminated. (exchange is budget neutral)
 A Digital Forensics Examiner flex series will be created for the Police Department.  One (1) Principal Civil Engineer is reclassed as an Organization/Enterprise Leader (Non-Safety) to serve at the City Engineer/Deputy Director Public Works level for the Public Works Department.
 Two (2) Public Works Technician I are reclassed as two (2) Engineering Technician II , one (1) Engineer III is reclassed as a Senior Civil Engineer, for the Public Works Department. (exchange is budget neutral)
 One (1) Graphics Technician is converted from part -time (0.80 FTE) to full-time (1.00 FTE) for the Recreation & Parks Department.
 One (1) part -time (0.80 FTE) Staff Assistant is reclassified as one full-time (1.00 FTE) Account Clerk I/II. One (1) part-time (0.80 FTE) Clerk II is eliminated for the Recreation & Parks Department. (exchange is budget neutral)
(2) Water Fund, Wastewater Fund, Solid Waste Collection Fund, and Solid Waste Disposal Fund: 8.40 FTE increase in FY 2024-25 reflects the following:
a. Second Quarter 2023-24 Budget Amendment: One (1) Administrative Leader (reclassed from Business Program Leader I), one (1) Wastewater Supervisor, and one (1) Water Resources Manager were added for the Utilities Department.
b. 2024-25:
i. Supplemental Budget Requests - Additions:
 One (1) Organization/Enterprise Leader (Non -Safety) serving as a Deputy Director – Administration, one (1) Electrical & Instrumentation Technician, one (1) Program Leader, one (1) Utilities Outreach Specialist, and one (1) Regulatory Compliance Specialist II are added for the Utilities Department.

City of Santa Maria 2024-26 Biennial Budget

Citywide Personnel Details
4 ii. Supplemental Budget Requests - Reclassifications:
 One (1) Senior Civil Engineer is reclassified as a Principal Civil engineer for the Utilities Department.
(3) Library Fund: 0.20 FTE increase in FY 2024-25 reflects the following:
a. 2024-25:
i. Supplemental Budget Requests – Reclassifications:
 One (1) Secretary is reclassified as Administrative Assistant for the Library Department.

The budget for one (1) Assistant Library Technician (limited service) was eliminated. (exchange is budget neutral)
 One (1) Graphics Technician is converted from part-time (0.80 FTE) to full-time (1.0 FTE) for the Library Department. The budget for one (1) Assistant Library Technician (limited service) was eliminated. (exchange is budget neutral)
(4) Radio Technology Fund: 0.00 FTE increase in FY 2024-25 reflects the following:
a. 2024-25:
i. Supplemental Budget Requests – Reclassifications:
 One (1) Systems Analyst II is reclassified as a Senior Systems Analyst for the Information Technology Division of the City Manager’s Office.
(5) Assessment Districts: 1.20 FTE increase in FY 2024-25 reflects the following:
a. Second Quarter 2023 -24 Budget Amendment: One (1) Account Clerk I was added for the Recreation & Parks Department
b. 2024-25:
i. Supplemental Budget Requests – Additions:
 One (1) Public Works Technician is added for the Recreation & Parks Department. The budget for one (1) Maintenance Technician (limited service) is eliminated. (6) Measure A Fund: 3.00 FTE increase in FY 2024-25 reflects the following:
a. 2024-25: One (1) Public Works Operations Manager, one (1) Account Clerk I/II, one (1) Maintenance Worker I/II, and one (1) Intern – Profession (limited service) serving as a GIS Intern are added for the Public Works Department.
(7) Insurance Funds: 0.66 FTE increase in FY 2024-25 reflects the following:
a. Second Quarter 2023-24 Budget Amendment: One (1) Confidential Technician II was added for the Risk Management Division of the City Attorney’s Office. b. 2024-25: One (1) Program Leader (Assistant Risk Manager) was added for the Risk Management Division of the City Attorney’s Office . Partial funding for two (2) Corporate/Executive Leader (Non-Safety) positions was reallocated to the General Fund.

City of Santa Maria 2024-26 Biennial Budget

Citywide Personnel Details
5 PERSONN EL SUMMARY BY D EPAR TMENT

PERSONNEL SUMMARY BY DEPARTMENT
Adopted
FY 2023-24
Proposed
FY 2024-25 Change
Proposed
FY 2025-26 Change Note

CITY DEPARTMENT
003 – City Attorney’s Office 5.00 10.00 5.00 10.00 - (1) 004 – City Manager’s Office 37.80 45.80 8.00 45.80 - (2) 005 – Finance 24.80 31.80 7.00 31.80 - (3)
006 – Community Development 32.00 33.00 1.00 33.00 - (4) 007 – Library 27.20 27.40 0.20 27.40 - (5)
008 – Recreation & Parks 94.00 94.20 0.20 94.20 - (6)
009 – Fire 77.80 86.80 9.00 86.80 - (7)
010 – Police 192.00 200.00 8.00 200.00 - (8)
011 – Public Works 71.80 74.80 3.00 74.80 - (9)
011 – Utilities 122.60 130.80 8.20 130.80 - (10)
Total Budgeted FTE 685.00 734.60 49.60 734.60 -

Proposed Supplemental Budget Requests
In preparation for the biennial budget process, departments assess their operational needs and propose changes through Supplemental Budget Requests (SBRs) that have a nexus to support and align with the City Council’s goals and priorities. A summary of the City Manager’s recommendations of ongoing and one- time fiscal impacts by fiscal year is presented in the following table:

2024-25 2025-26
Fund Name Ongoing One-Time Ongoing One-Time
General $2,779,450 $2,080,000 $3,054,450 $ -
Water 773,050 406,240 499,800 400,000
Wastewater 749,100 - 709,350 -
Solid Waste Collection 413,500 127,300 408,000 -
Solid Waste Disposal 162,700 5,250 185,700 -
Library 20,000 - 35,000 -
Measure U - 25,000 - 25,000
Radio Enterprise 58,600 - 58,600 -
Northwest Landscape District - - - -
Public Transit - 1,131,500 - 708,000
Measure A 540,100 - 540,100 -
Insurance – General Liability 488,800 3,530,000 881,100 400,000 Insurance – Workers’
Compensation -1,234,100 200,000 -1,067,500 -
Total $4,751,200 $7,505,290 $5,304,600 $1,533,000

A detailed description of these requests can be found on the subsequent page , Attachment D – Proposed Supplemental Budget Request.

Proposed Supplemental Budget Requests
Full-Cycle Budget FY2024-26
2024-25 2025-26
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time General Fund CAO Appropriated Reserve for Contractual and Professional Services
General Fund to provide initial seed to set up reserves for contract services required to resolve Liability claims that pre-date insurance coverage prior to becoming litigated.

0.00 - 130,000 - - General Fund CAO Appropriated Reserve for Liability Claims Expense
General Fund to provide initial seed to set up reserves for increasing Liability Pool claims pre-dating insurance coverage

0.00 - 1,750,000 - - General Fund CAO New Subrogation Account New subrogation account to handle costs associated with third party damage repairs, encampment cleanups and hazardous waste clean up to maintain City operations

0.00 500,000 - 700,000 - General Fund CAO New City Property Damage Replacement
Account
New City property damage replacement account utilized for facilities, property and fleet removed on the insured property and to cover the costs of the deductibles and potential loss of coverage on certain facilities, properties and/or fleet

0.00 750,000 - 825,000 - General Fund CAO Workers Compensation Facility Equipment Mitigation
Costs associated with workers compensation claims facility and equipment damage repairs, remediation and preventative measures for resolution, will be utilized as secondary to department and public works facility funds to expedite measures in providing safe work environment and potential costs for citations

0.00 - 200,000 - - General Fund CMO Establish an Economic Development
Manager Position
Add one 1.00 FTE Economic Development Manager in CMO
Administration, partially offset by the elimination of the Economic Development contract with the Chamber of Commerce

1.00 30,000 - 30,000 - General Fund CMO Human Resources Professional
Development
Human Resources staff professional development training increase to support the additional positions previously funded by ARPA

0.00 10,000 - 10,000 - General Fund CMO Hazardous Material Clean-up Budget for Departments
Establish a Hazardous Material Clean-up Budget for four departments - Fire, Police, Recreation and Parks, and Utilities

0.00 140,000 - 140,000 - General Fund CMO ARPA Position - Confidential Technician CMO
Add one 1.00 FTE Confidential Technician I previously funded by ARPA funding to General Fund funding for CMO Information Technology

1.00 108,100 - 108,100 - General Fund CMO ARPA Positions - 1 Confidential
Technicians & 1 Program Leader - HR
Transition one 1.00 FTE Confidential Technician I, one 1.00 FTE Confidential Technician II, and one 1.00 FTE Program Leader positions previously funded by ARPA funding to General Fund funding for CMO Human Resources

3.00 348,400 - 348,400 - General Fund CMO Consulting Services for Employment
Leaves and Worker's Compensation
Hire a consultant to assist the Leave Manager in ensuring compliance with Federal and State laws.

0.00 100,000 -
100,000 -
General Fund CMO Move EAP Program Expenses to General
Fund
Move Employee Assistant Program (EAP) expenses currently budgeted in Insurance - General Liability Fund to General Fund

0.00 20,000 - 20,000 - General Fund CMO Move CHRO from HR to CMO Admin Reclassify one 1.00 FTE Corporate/Executive Leader - Non-Safety (Chief Human Resources Officer) as one 1.00 FTE
Corporate/Executive Leader - Non-Safety (Assistant City Manager) and shift position from Human Resources to CMO Administration.

0.00 - - - - General Fund CMO Reallocate partial funding for two
Corporate/Executive Leader - Non-Safety
(0.34 FTE) from Insurance Funds -
General Liability to General Fund
Reallocate partial funding for two Corporate/Executive Leader - Non- Safety (0.34 FTE) positions from Insurance Funds - General Liability to General Fund - CMO Administration.

0.34 108,300 - 108,300 - General Fund CMO Move Safety Program from Risk to HR Move Safety Program from Insurance - General Liability Fund to General Fund and reallocate one 1.00 FTE Program Leader.

1.00 295,200 - 295,200 - General Fund CMO Move Light Duty Reimbursement Account
from Risk to HR
Move light duty reimbursement expenses currently budgeted in Insurance - General Liability Fund to General Fund

0.00 24,500 - 24,500 - General Fund CMO Move ADA Transition Plan/Self
Assessment Account from Risk to HR
Move Americans with Disabilities Act (ADA) Transition Plan/Self Assessment Account from Insurance - General Liability Fund to General Fund

0.00 175,000 - 175,000 - General Fund FIN Reclass 1 Program Leader as 2
Confidential Technician I
Reclassify one 1.00 FTE Program Leader as two 1.00 FTE
Confidential Technician I positions

1.00 (6,100) - (6,100) - General Fund FIN Reallocate 1 Account Clerk Aide from
Utility Billing to Revenue Division
Reallocate one 0.80 FTE Account Clerk Aide from Utility Billing (Funding split between Water, Solid Waste Collection, and Wastewater Funds) to General Fund

0.80 57,800 - 57,800 -

ATTACHMENT D

Proposed Supplemental Budget Requests
Full-Cycle Budget FY2024-26
2024-25 2025-26
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time General Fund PD PD Training Program Increase in-person training costs by $50,000 a nnually due to State's recent limitations on webinars and remote trainings, offset by Peace Officer Standards and Training (POST) Revenues of $50,000

0.00 - - - - General Fund PD Upgrade Commander Position to Assistant Chief of Police
Reclassify one 1.00 FTE Organization/Enterprise Leader - Safety as one 1.00 FTE Organization/Enterprise Leader - Safety serving as Assistant Police Chief, offset by unfunding limited service Reserve Police Officer Level 1 and partial cost of unfunding a Reserve Police Officer Level 2

0.00 - - - - General Fund PD Create Digital Forensics Examiner Flex
Series
Create Digital Forensics Examiner flex series 0.00 - - - - General Fund PD Upgrade Crime Analyst Position to Flex
Series
Create a flex series for the Crime Analyst position, offset by the partial cost of unfunding an LS Reserve Police Officer Level 2

0.00 - - - - General Fund PW City Engineer / Deputy Director Public
Works
Reclassify one 1.00 FTE Principal Civil Engineer as one 1.00 FTE Organization/Enterprise Leader - Non Safety serving as City Engineer

0.00 - - - - General Fund PW Reclass two Public Works Technicians to Engineering Technician II positions.

Reclassify two 1.00 FTE Public Works Technician positions to two

1.00 FTE Engineering Technician II positions

0.00 1,100 - 1,100 - General Fund PW Reclass Engineer III to Senior Civil
Engineer
Reclassify one 1.00 FTE Engineer III position to one 1.00 FTE Senior Civil Engineer position

0.00 - - - - General Fund PW Operational fund for PW Buildings Increase funding for PW Buildings accounts to cover inflationary increases

0.00 45,000 - 45,000 - Measure U RP Add Security Guard PT Add one 1.00 FTE Security Guard offset by the elimination of three limited service Security Aides

1.00 - - - - General Fund RP Convert Graphics Tech PT to FT Convert one 0.80 FTE Graphics Technician position to one 1.00 FTE Graphic Design, Communication & Marketing Assistant position

0.20 36,450 - 36,450 - General Fund RP Reclassify Staff Assistant PT to Account Clerk I/II FT
Reclassify one 0.80 FTE Staff Assistant to one 1.00 FTE Account Clerk I/II, offset by elimination of one 0.80 FTE Clerk II position -0.60 10,700 - 10,700 - General Fund RP PNAC Chlorine Increased chlorine costs for the Paul Nelson Aquatic Center 0.00 25,000 - 25,000 - General Fund Total 8.74 2,779,450 2,080,000 3,054,450 - Water CAO Appropriated Reserve for Contractual and
Professional Services
Transfer out from Water Fund to Insurance Funds - General Liability to fund services required to resolve a pollution claim

0.00 - 400,000 - 400,000 Water FIN Reallocate 1 Account Clerk Aide from
Utility Billing to Revenue Division
Reallocate one 0.80 FTE Account Clerk Aide from Utility Billing (Funding split between Water, Solid Waste Collection, and Wastewater Funds) to General Fund
-0.27 (19,600) - (19,600) - Water UT New Org/Enterprise LDR-Non Safety
(Deputy Director - Administration)
Add one 1.00 FTE Organization/Enterprise Leader - Non-Safety to provide responsible management of Water Resources functions, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 165,200 2,080 165,200 - Water UT New Electrical & Instrumentation
Technician
Add one 1.00 FTE Electrical and Instrumentation Technician (EIT) to perform installation, maintenance, testing, and repair of various electronic monitoring and communication equipment for water and WWTP operations, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 90,800 2,080 90,800 - Water UT New Program Leader Add one 1.00 FTE Program Leader to perform the technical administrative functions of the Utilities Department in the Water Resources Division, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 102,900 2,080 102,900 - Water UT Professional Services Professional & Contractual Services needed to provide Operational Divisions needs

0.00 425,000 - 160,000 - Water UT Specialized Software for New Reporting
Requirement
Purchase necessary software to meet permit requirements for the water and wastewater systems

0.00 8,750 - 500 - Water Total 1.23 773,050 406,240 499,800 400,000 Wastewater FIN Reallocate 1 Account Clerk Aide from
Utility Billing to Revenue Division
Reallocate one 0.80 FTE Account Clerk Aide from Utility Billing (Funding split between Water, Solid Waste Collection, and Wastewater Funds) to General Fund
-0.26 (19,100) - (19,100) - Wastewater CMO Hazardous Material Clean-up Budget for
Departments
Establish a Hazardous Material Clean-up Budget for four departments - Fire, Police, Recreation and Parks, and Utilities

0.00 100,000 - 100,000 -

ATTACHMENT D

Proposed Supplemental Budget Requests
Full-Cycle Budget FY2024-26
2024-25 2025-26
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Wastewater UT New Org/Enterprise LDR-Non Safety
(Deputy Director - Administration)
Add one 1.00 FTE Organization/Enterprise Leader - Non-Safety to provide responsible management of Water Resources functions, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 165,150 2,080 165,150 - Wastewater UT New Electrical & Instrumentation
Technician
Add one 1.00 FTE Electrical and Instrumentation Technician (EIT) to perform installation, maintenance, testing, and repair of various electronic monitoring and communication equipment for water and WWTP operations, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 90,800 2,080 90,800 - Wastewater UT New Program Leader Add one 1.00 FTE Program Leader to perform the technical administrative functions of the Utilities Department in the Water Resources Division, to include associated supplies and equipment (Funding split between Water and Wastewater Funds)

0.50 102,900 2,080 102,900 - Wastewater UT Professional Services Professional & Contractual Services needed to provide Operational Divisions needs

0.00 100,000 - 85,000 - Wastewater UT Specialized Software for New Reporting
Requirement
Purchase necessary software to meet permit requirements for the water and wastewater systems

0.00 26,250 - 1,500 - Wastewater UT Dewatering Equipment & Sludge Bed
Maintenance
Funding to rent specialized dewatering equipment necessary to maintain sludge drying bed capacity at the Wastewater Treatment Plant

0.00 183,100 - 183,100 - Wastewater Total 1.24 749,100 709,350
Solid Waste Collection FIN Reallocate 1 Account Clerk Aide from Utility Billing to Revenue Division
Reallocate one 0.80 FTE Account Clerk Aide from Utility Billing (Funding split between Water, Solid Waste Collection, and Wastewater Funds) to General Fund
-0.26 (19,100) - (19,100) - Solid Waste Collection UT New Utilities Outreach Specialist Add one 1.00 FTE Utilities Outreach Specialist to support the Solid Waste Division’s outreach programs related to solid waste, to include associated supplies and equipment (Funding split between Solid Waste Collection and Disposal Funds)

0.75 75,100 3,100 75,100 - Solid Waste Collection UT New Regulatory Compliance Specialist II (Field-Diversion)
Add one 1.00 FTE Regulatory Compliance Specialist II to support the department’s organics program in the field in compliance with Cal- Recycle regulations for SB 1383, to include associated supplies and equipment

1.00 129,300 49,200 129,300 - Solid Waste Collection UT Street Sweeping Increase funding for approved street sweeping services contract 0.00 51,200 - 31,900 - Solid Waste Collection UT Collections Rate Model Update & Cost of Service Study
Hire a consultant to perform an independent cost of service study and update the rate model for Solid Waste Collections consistent with Proposition 218 requirements

0.00 - 75,000 - - Solid Waste Collection UT Commercial Dumpsters Parts | Materials | Refurbish
Fund commercial dumpster refurbishment to save costs for purchasing new dumpsters

0.00 145,000 - 149,800 - Solid Waste Collection UT Routeware Support Services Increased Routeware Support Fees 0.00 32,000 - 41,000 - Solid Waste Collection Total 1.49 413,500 127,300 408,000 - Solid Waste Disposal UT New Utilities Outreach Specialist Add one 1.00 FTE Utilities Outreach Specialist to support the Solid Waste Division’s outreach programs related to solid waste, to include associated supplies and equipment (Funding split between Solid Waste Collection and Disposal Funds)

0.25 25,100 1,050 25,100 - Solid Waste Disposal UT Upgrade Principal Civil Engineer Reclassify one 1.00 FTE Senior Civil Engineer position to one 1.00 FTE Principal Civil Engineer to lead and manage the capital projects of the Solid Waste Division, to include associated supplies and equipment

0.00 62,600 4,200 62,600 - Solid Waste Disposal UT Household Hazardous Waste Facility Management
Increased contract for the operation and management of the Household Hazardous Waste Faciltiy (HHWF) at the Santa Maria Regional Landfill (SMRL)

0.00 75,000 - 98,000 - Solid Waste Disposal Total 0.25 162,700 5,250 185,700 - Library LIB Black Gold Service Fee Anticipated increase in Black Gold Cooperative Library System membership fees

0.00 20,000 - 35,000 -

ATTACHMENT D

Proposed Supplemental Budget Requests
Full-Cycle Budget FY2024-26
2024-25 2025-26
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Library LIB Reclass Library Secretary, increase LS
salary
Reclassify one 1.00 FTE Library Secretary position to one 1.00 FTE Administrative Assistant position, and increase salary for Limited Service classification, offset by unfunding one limited service Assistant Library Technician

0.00 - - - - Library LIB Reclass Part-time Graphics Technician,
increase LS salary
Reclassify one 0.80 FTE Graphics Technician to one 1.00 FTE Graphic Design, Communication, and Marketing Assistant, increase salary for Limited Service classification, offset by unfunding one limited service Assistant Library Technician

0.20 - - - - Library Total 0.20 20,000 - 35,000 - Measure U PD Upgrade Crime Analyst Position to Flex
Series
Create a flex series for the Crime Analyst position, offset by the partial cost of unfunding an LS Reserve Police Officer Level 2

0.00 - - - - Measure U RP Youth Center Equipment Additional funding to repair and/or replace equipment, fixtures,etc at the Youth Center

0.00 - 25,000 - 25,000 Measure U Total 0.00 - 25,000 - 25,000 Radio Enterprise CMO Reclass Radio Technician II to a Sr. Radio Technician
Reclassify one 1.00 FTE Radio Technician II to one 1.00 FTE Sr.

Radio Technician

0.00 53,100 - 53,100 - Radio Enterprise CMO Move Moto Wave appropriation Move appropriation and expenses associated Moto Wave from Communication Fund to the Radio Fund

0.00 5,500 - 5,500 - Radio Enterprise Total 0.00 58,600 - 58,600 - Northwest Landscape District RP Add Public Works Technician Add one 1.00 FTE Public Works Technician, offset by an elimination of one limited service Maintenance Technician ($17,600) and projected $17,600 assessment increases for each Landscape District

1.00 - - - - Northwest Landscape District Total 1.00 - - - - Public Transit PW Operations & Maintenance Contract Fully executed contract operations cost increases, funded through TDA claim

0.00 - 1,131,500 - 708,000 Public Transit Total 0.00 - 1,131,500 - 708,000 Measure A PW Addition of Public Works Operations
Streets Manager
Add one 1.00 FTE Public Works Operations Manager (Streets Manager) to oversee asphalt, concrete, weed abatement, street and signal lights, as well as paints and signs. Revenue-backed by Measure A

1.00 222,800 - 222,800 - Measure A PW Addition of Maintenance Worker I/II Add one 1.00 FTE Maintenance Worker I/II for PW Streets division, Revenue-backed by Measure A

1.00 99,900 - 99,900 - Measure A PW Addition of Account Clerk I/II Add one 1.00 FTE Account Clerk I/II 1.00 104,600 - 104,600 - Measure A PW Addition of GIS Intern Add one limited service GIS Intern to support PW Engineering, Revenue-backed by Measure A

0.00 17,800 - 17,800 - Measure A PW Operational fund for PW Streets Material
and Supplies
Increase funding for PW Streets Material and Supplies accounts to cover inflationary increases, Revenue-backed by Measure A

0.00 55,000 - 55,000 - Measure A PW Pavement Supplies Increase funding needed asphalt materials for paver machine, Revenue-backed by Measure A

0.00 40,000 - 40,000 - Measure A Total 3.00 540,100 - 540,100 - Insurance Funds - General
Liability
CAO Risk Management Division Rightsizing Add one 1.00 FTE Program Leader (Assistant Risk Manager) to oversee daily risk management programs

1.00 192,500 - 192,500 - Insurance Funds - General
Liability
CAO Appropriated Reserve for Contractual and
Professional Services
Transfer out from Water Fund to Insurance Funds - General Liability to fund services required to resolve a pollution claim

0.00 - 400,000 - 400,000 Insurance Funds - General
Liability
CAO Claims Admin Adjusting appropriations to match Actuarial Report calculations 0.00 (27,200) - (27,200) - Insurance Funds - General
Liability
CAO Liability Insurance Premium Anticipated increases in City's general liability insurance coverage cost 0.00 677,100 - 1,015,600 - Insurance Funds - General
Liability
CAO Appropriated Reserve for Contractual and
Professional Services
General Fund to provide initial seed to set up reserves for contract services required to resolve Liability claims that pre-date insurance coverage prior to becoming litigated.

0.00 - 130,000 - - Insurance Funds - General
Liability
CAO Appropriated Reserve for Liability Claims
Expense
General Fund to provide initial seed to set up reserves for increasing Liability Pool claims pre-dating insurance coverage

0.00 - 1,750,000 - - Insurance Funds - General
Liability
CAO Property Insurance Premium Anticipated increases in City's property insurance rates for property and fleet

0.00 200,000 -
250,000 -

ATTACHMENT D

Proposed Supplemental Budget Requests
Full-Cycle Budget FY2024-26
2024-25 2025-26
Fund Name Dept SBR Title SBR Description FTEs Ongoing One-Time Ongoing One-Time Insurance Funds - General
Liability
CAO ERMA Insurance Anticipated increases in City's employment insurance coverage 0.00 24,000 - 24,000 - Insurance Funds - General
Liability
CAO Fiduciary Insurance Anticipated increases in City's fiduciary insurance coverage 0.00 5,000 - 5,000 - Insurance Funds - General
Liability
CAO Office Supplies & Material Increase to provide necessary office supplies to manage risk management division

0.00 8,000 - 9,300 - Insurance Funds - General
Liability
CAO Reproduction Services Increase to provide necessary reproduction services to manage risk management division

0.00 400 - 400 - Insurance Funds - General
Liability
CAO New Subrogation Account New subrogation account to handle costs associated with third party damage repairs, encampment cleanups and hazardous waste clean up to maintain City operations

0.00 - 500,000 - - Insurance Funds - General
Liability
CAO New City Property Damage Replacement
Account
New City property damage replacement account utilized for facilities, property and fleet removed on the insured property and to cover the costs of the deductibles and potential loss of coverage on certain facilities, properties and/or fleet

0.00 - 750,000 - - Insurance Funds - General
Liability
CAO Membership Dues and Manuals Membership dues to Risk Management staff for professional information, services and discounts for liability and workers compensation program areas

0.00 7,500 - 10,000 - Insurance Funds - General
Liability
CAO Move EAP Program Expenses to General
Fund
Move Employee Assistance Program (EAP) program expenses currently budgeted in Insurance - General Liability Fund to General Fund

0.00 (20,000) - (20,000) - Insurance Funds - General
Liability
CAO Move ADA Transition Plan/Self
Assessment Account from Risk to HR
Move Americans with Disabilities Act (ADA) Transition Plan/Self Assessment Account from Insurance - General Liability Fund to General Fund

0.00 (175,000) - (175,000) - Insurance Funds - General
Liability
CMO Reallocate partial funding for two
Corporate/Executive Leader - Non-Safety
(0.34 FTE) from Insurance Funds -
General Liability to General Fund
Reallocate partial funding for two Corporate/Executive Leader - Non- Safety (0.34 FTE) positions from Insurance Funds - General Liability to General Fund - CMO Administration.
-0.34 (108,300) - (108,300) - Insurance Funds - General
Liability
CAO Move Safety Program from Risk to HR Move Safety Program from Insurance - General Liability Fund to General Fund and reallocate one 1.00 FTE Program Leader. -1.00 (295,200) (295,200)
Insurance Funds - General Liability Total -0.34 488,800 3,530,000 881,100 400,000
Insurance Funds - Workers'
Compensation
CAO Self Insured Admin Increased third party administrator fees per contract to manage City's workers compensation self insurance retention layer

0.00 25,000 - 25,000 - Insurance Funds - Workers'
Compensation
CAO Claims Expense Adjusting appropriations to match Actuarial Report calculations 0.00 (2,284,600) - (2,118,000) - Insurance Funds - Workers'
Compensation
CAO 4850 Reimbursement PD/FD Labor Code 4850 salary continuation as required by law for each approved workers compensation claim for safety officers

0.00 50,000 - 50,000 - Insurance Funds - Workers'
Compensation
CAO Insurance Premiums Increased Workers compensation excess insurance coverage premium

0.00 1,000,000 - 1,000,000 - Insurance Funds - Workers'
Compensation
CAO Workers Compensation Facility Equipment
Mitigation
Costs associated with workers compensation claims facility and equipment damage repairs, remediation and preventative measures for resolution, will be utilized as secondary to department and public works facility funds to expedite measures in providing safe work environment and potential costs for citations

0.00 - 200,000 - - Insurance Funds - Workers'
Compensation
CAO Move Light Duty Reimbursement Account
from Risk to HR
Move light duty reimbursement expenses currently budgeted in Insurance - General Liability Fund to General Fund

0.00 (24,500) - (24,500) - Insurance - Funds Workers' Compensation Total 0.00 (1,234,100) 200,000 (1,067,500) - Grand Total 16.80 4,751,200 7,505,290 5,304,600 1,533,000

ATTACHMENT D

PROPOSED CAPITAL

IMPROVEMENT AND

MAINTENANCE FUNDING

REQUEST
Attachment E

City of Santa Maria 2024-26 Biennial Budget

Proposed Capital Improvement and Maintenance Funding Request 1 Capital, Maintenance, & Equipm ent Projects

OVERVIEW
This Section is designed to provide appropriation authority for those capital projects identified in the 2024-26 Budget as well as provide an indication as to the planned projects for 2024-25. Capital projects range from road maintenance or construction to the renovation of municipal buildings, recreation centers and ball fields, to water main and sewerage system replacement. This Section aligns capital project requirements to the financial sources that will support their realization and the timeframe in which both the financing and work will take place. Capital improvement projects typically have a life span of several years and therefore carry considerable future impact. The first two years of the Capital Improvement Plan (CIP) are approved by the City Council with the adoption of the Fiscal Year 2024 - 26 Budget, while the following years are subject to future Council approval. However, individual capital projects and their estimated budgets may also be approved by separate City Council action throughout the fiscal year, allowing the planned appropriations to be carried forward each year until project completion.

Recommended funding for new capital
projects is based on departmental priorities.

Additionally, all projects submitted by
departments were subject to review against
the following criteria: 1) additional funds
needed to make committed projects
operational; 2) required to meet a legal or
policy mandate; 3) required to improve
unacceptable health and/or safety concerns;
4) required to maintain existing facilities or
assets; 5) required to maintain existing service
levels; 6) reduces other City costs; 7) will
enhance and maximize operational
efficiencies; and, 8) other justifications to merit
consideration.

CAPITAL FINANCIAL & BUDGET POLICIES

OTHER DESIGNATIONS AND RESERVES
In addition to the designations noted above, fund balance levels will be sufficient to meet funding requirements for projects approved in prior years, which are carried forward into the new year; debt service reserve requirements; reserves for encumbrances ; and other reserves or designation required by contractual obligations, State law, or GAAP requirements.

CAPITAL MAINTENANCE EQUIPMENT PROJECT (CMEP) PURPOSE
The purpose of the Capital, Maintenance, and Equipment Project (CMEP) is to systematically plan, schedule, budget, and finance capital projects to ensure cost effectiveness and efficiency of construction.

General Fund CMEPs will be budgeted in the Capital Projects – General Fund, while Enterprise and Internal Service Fund CMEPs will be budgeted in the individual funds. Account numbers ending in -52 (Structures and Improvements) and - 53 (Equipment) will be u sed to budget and account for expenditures in each fund.

The CMEP is a four -year plan organized into the same functional groupings used for the operating programs. Because the four-year plan is a planning tool rather than a budgeting tool, only two years of CMEPs are reported in the two -year Capital Project sec tion of the budget. The CMEP, reported in the two -year budget, reports the responsible fund, the year funding will be appropriated, funding sources, and totals by category (Public Safety, Public Utilities, Public Ways and Facilities, etc.).

City of Santa Maria 2024-26 Biennial Budget

Proposed Capital Improvement and Maintenance Funding Request 2 CMEP - $5,000 OR MORE
Construction projects and equipment purchases, that cost $5,000 or more, will be included in the Capital Projects section of the budget, while minor capital outlays of less than $5,000 will be included within the operating program budgets.

CMEP REVIEW
The City Manager’s Office, in combination with the Public Works and Finance Departments, will review the project proposals and determine a listing of projects for the two -year budget document. CMEP projects that were approved in the prior budget but that did not start by the end of the calendar year are ineligible for carryover to the new budget.

CMEP BUDGET OVERVIEW
In all, the proposed CMEP Budget for 2024-26 consists of 63 capital projects representing approximately $115.9 million in appropriations. The 2024-26 Budget reflects $62.2 million in projects in the first year and $53.6 million in the second year. For comparison purposes, the 2022-24 Budget consisted of 151 capital projects totaling $140.7 million in
appropriations.

The proposed Mobile Equipment
Replacement and Expansion
budget for 2024- 26 calls for 46
pieces of equipment to be
replaced reflecting $ 18.5 million in
appropriations.

Funding for planned capital
improvement projects is largely
provided by bond proceeds,
transportation funds, grants, user
fees or rates, and Measure U;
however, a strategic use of cash
reserves will provide funding for
some projects.

Capital projects are categorized
into the six broad categories of
Public Safety, Public Utilities, Public
Ways & Facilities, Public Transit
Leisure & Cultural Services, and
General Government to denote
the general area of impact. Five
departments have plan ned
capital projects in the FY 2024 -26
Budget.

On the following pages is a matrix
summarizing the proposed capital
program for 2024- 28, including
funding requirements, as well as
the Mobile Equipment and
Replacement inventory.

FUNDING SOURCES AND USES
Proposed
FY 2024-25
Proposed
FY 2025-26
Funding Sources
Capital Projects – General Fund $ 3,507,850 $ 2,849,658 Measure U Fund 1,285,000 20,000
Gas Tax & Transportation
Development Act Fund 5,366,458 5,066,458
Growth Mitigation Fund 8,167,000 4,952,720
Residential Development Tax Fund 500,000 500,000
Measure A Fund 2,496,908 2,501,474
Public Transit Fund 5,120,000 6,080,000
Water Fund 5,306,060 8,363,160
Wastewater Fund 4,242,140 14,028,480
Developer / Grant Street Projects
Fund
1,977,000 6,818,000
Fleet Services Fund 5,902,133 1,105,247
Solid Waste Disposal Fund 16,739,680 -
Solid Waste Collection Fund 1,251,400 1,198,820
Quimby-Park Acquisition &
Development Fund
150,000 150,000
Northwest Landscape District Fund 200,000 -
Total Funding Sources $ 62,211,629 $ 53,634,017

Funding Uses
Public Safety $ 3,046,000 $ 265,000
Public Utilities 36,760,413 27,308,427
Public Ways & Facilities 14,705,216 18,635,590
Public Transit 5,120,000 6,080,000
Leisure & Cultural Services 1,130,000 1,345,000
General Government 1,450,000 -
Total Funding Uses $ 62,211,629 $ 53,634,017
City of Santa Maria 2024-26 Biennial Budget

Proposed Capital Improvement and Maintenance Funding Request 3 RECURRING/NONRECURRING CAPITAL PROJECTS
The City’s CMEP includes capital projects that are recurring or nonrecurring in nature. Recurring projects are those that are commonly included in each CMEP and do not have a significant impact on the operating budget. Projects of this type are typically infrastructure improvements or maintenance funded from reliable sources, such as gas tax funds or user fees. Nonrecurring projects are unique, one -time projects, such as the construction of new buildings or plants, which will often result in an ongoing operating financial impact, or replacement of aging infrastructure, which should reduce overall operating costs.

Nonrecurring projects are indicated in the Capital Projects List.

CAPITAL PROJECTS LIST
The following schedule lists all capital projects anticipated to be funded in 2024 -28 and are categorized into the six broad categories of Public Safety, Public Utilities, Public Ways & Facilities, Public Transit, Leisure & Cultural Services, and General Government to denote the general area of impact .

Table Legend: = Nonrecurring Project

CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

PUBLIC SAFETY CAPITAL PROJECTS
FLEET REPLACEMENT: POLICE
No. of Vehicles/Year: 2024-25: 5; 2025-26: 3; 2026-
27: 14
✔
Fleet Services Fund 446,000 180,000 930,000 - 1,556,000 Total 446,000 180,000 930,000 - 1,556,000 FLEET REPLACEMENT: FIRE
No. of Vehicles/Year: 2024-25: 2; 2025-26: 1
✔
Fleet Services Fund 2,600,000 85,000 - - 2,685,000 Total 2,600,000 85,000 - - 2,685,000 Public Safety Total Appropriations 3,046,000 $ 265,000 $ 930,000 $ - $ 4,241,000$ Funding Sources
Fleet Services Fund 3,046,000 265,000 930,000 - 4,241,000 Public Safety Total Funding 3,046,000 $ 265,000 $ 930,000 $ - $ 4,241,000$

PUBLIC UTILITIES CAPITAL PROJECTS
WATER

MODULAR BUILDING SITE IMPROVEMENTS AT
WASTEWATER TREATMENT PLANT (WWTP); 601

BLACK RD
✔
Water Fund 87,500 - - - 87,500 Wastewater Fund 87,500 - - - 87,500 Total 175,000 - - - 175,000

WELL REHABILITATION, PLACEMENT OF PACKERS,

AND IMPLEMENT STANDARDIZED DESIGN FOR
EIGHT (8) WELL CONTROLS
✔
Water Fund 1,002,000 127,000 131,000 - 1,260,000 Total 1,002,000 127,000 131,000 - 1,260,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 4 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

REHABILITATION OF RESERVOIR STORAGE AND
ROOF REPACEMENT AT RESERVOIR 4; 1520 PRELL
RD
✔
Water Fund 525,000 2,975,000 - - 3,500,000 Total 525,000 2,975,000 - - 3,500,000

EVALUATION TO MODIFY SOUTH AIRPORT WATER
MAINS (UCS B3)
✔
Water Fund 120,000 675,000 - - 795,000 Total 120,000 675,000 - - 795,000 NEW WATER SUPPLY WELL #16 ✔
Water Fund - 2,733,000 - - 2,733,000 Growth Mitigation Fund 4,267,000 - - - 4,267,000 Total 4,267,000 2,733,000 - - 7,000,000 WATER MASTER PLAN ✔
Water Fund 885,000 - - - 885,000 Total 885,000 - - - 885,000 DOWNSIZING OF WATERLINE ON POPLAR STREET ✔
Water Fund 105,000 595,000 - - 700,000 Total 105,000 595,000 - - 700,000

HYDRANT INVENTORY, PARTS, REPLACEMENT,

MAINTENANCE
Water Fund 333,630 346,970 360,850 375,280 1,416,730 Total 333,630 346,970 360,850 375,280 1,416,730

METER INVENTORY, PARTS, REPLACEMENT AND

MAINTENANCE SUPPLIES
Water Fund 849,220 883,190 918,520 955,260 3,606,190 Total 849,220 883,190 918,520 955,260 3,606,190 City of Santa Maria 2024-2026 Biennial Budget Schedules 5 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
BUILD OF TWO (2) DARK FIBER STRANDS TO
CONNECT EIGHT (8) WATER WELL SITES; VARIOUS

LOCATIONS
✔
Water Fund 730,000 - - - 730,000 Total 730,000 - - - 730,000

FLEET REPLACEMENTS
No. of Vehicles/Year: 2026-27: 2; 2027-28: 1
Water Fund 108,710 28,000 - - 136,710 Fleet Services Fund 106,290 42,247 670,000 135,000 953,537 Total 215,000 70,247 670,000 135,000 1,090,247

FLEET REFURBISHMENT
No. of Vehicles/Year: 2024-25: 4
Fleet Services Fund 100,000 - - - 100,000 Total 100,000 - - - 100,000

FLEET EXPANSION
No. of Vehicles/Year: 2024-25: 3
Water Fund 560,000 - - - 560,000 Total 560,000 - - - 560,000

WASTEWATER

SEWER TRUNK AND LINE UPGRADES FOR DEJOY
PHASE II (A-1), WEST MAIN STREET (C-1), AND WEST
MAIN STREET (D-2) AS IDENTIFIED IN THE CITY'S 2012

UTILITIES CAPACITY STUDY
✔
Wastewater Fund - 10,647,280 - - 10,647,280 Growth Mitigation Fund 2,400,000 2,952,720 - - 5,352,720 Total 2,400,000 13,600,000 - - 16,000,000 WASTE DISCHARGE REQUIREMENTS (WDR-AMD 1)
AND PLANT UPGRADE; 601 BLACK RD
✔
Wastewater Fund 2,426,340
2,523,400 13,121,650 13,646,520 31,717,910 Total 2,426,340 2,523,400 13,121,650 13,646,520 31,717,910 City of Santa Maria 2024-2026 Biennial Budget Schedules 6 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

THE PURCHASE AND INSTALLATION OF TRASH

CAPTURE DEVICES THROUGHOUT THE CITY'S
DRAINAGE SYSTEM; VARIOUS LOCATIONS
Wastewater Fund 303,300 315,430 328,050 341,170 1,287,950 Total 303,300 315,430 328,050 341,170 1,287,950 SEWER MANHOLE PROGRAM (20 PER YEAR)
Wastewater Fund 250,000 260,000 270,400 281,220 1,061,620 Total 250,000 260,000 270,400 281,220 1,061,620

WASTEWATER TREATMENT PLANT
(WWTP) PERIMETER
FENCE; 601 BLACK RD
✔
Wastewater Fund 675,000 - - - 675,000 Total 675,000 - - - 675,000 ROOF REPAIRS: WASTEWATER TREATMENT PLANT
Wastewater Fund 225,000 265,370 - - 490,370 Total 225,000 265,370 - - 490,370

FLEET REPLACEMENTS
No. of Vehicles/Year: 2026-27: 5
Wastewater Fund - 17,000 - - 17,000 Fleet Services Fund - 723,000 - - 723,000 Total - 740,000 - - 740,000

FLEET EXPANSION
No. of Vehicles/Year: 2024-25: 3
Wastewater Fund 275,000 - - - 275,000 Total 275,000 - - - 275,000

SOLID WASTE

ORGANICS RECYCLING CARTS FOR COMMERCIAL

AND MULTI-FAMILY DWELLINGS
Solid Waste Collection Fund 50,000 51,500 53,050 54,650 209,200 Total 50,000 51,500 53,050 54,650 209,200 City of Santa Maria 2024-2026 Biennial Budget Schedules 7 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

PURCHASE OF RESIDENTIAL REFUSE CARTS
Solid Waste Collection Fund 450,000 463,500 477,410 491,740 1,882,650 Total 450,000 463,500 477,410 491,740 1,882,650

PURCHASE OF COMMERCIAL REFUSE DUMPSTERS
Solid Waste Collection Fund 213,900 220,320 226,930 233,740 894,890 Total 213,900 220,320 226,930 233,740 894,890

PURCHASE OF RESIDENTIAL RECYCLING CARTS
Solid Waste Collection Fund 150,000 154,500 159,140 163,920 627,560 Total 150,000 154,500 159,140 163,920 627,560

PURCHASE OF COMMERCIAL RECYCLING

DUMPSTERS
Solid Waste Collection Fund 100,000 103,000 106,090 109,280 418,370 Total 100,000 103,000 106,090 109,280 418,370

PURCHASE OF RESIDENTIAL ORGANIC

CONTAINERS
Solid Waste Collection Fund 200,000 206,000 212,180 218,550 836,730 Total 200,000 206,000 212,180 218,550 836,730

ASPHALT REPAIRS, SLURRY SEAL, STRIPING AT SANTA

MARIA REGIONAL LANDFILL (SMRL); 2065 E MAIN
ST
✔
Solid Waste Collection Fund 42,500 - - - 42,500 Solid Waste Disposal Fund 42,500 - - - 42,500 Total 85,000 - - - 85,000

FLEET EXPANSION
No. of Vehicles/Year: 2024-25: 1
Solid Waste Collection Fund 45,000 - - - 45,000 Total 45,000 - - - 45,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 8 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

LANDFILL
CELL 1 PHASE II LINER EXTENSION AT THE SANTA
MARIA LANDFILL (SMRL); 2065 E MAIN ST
✔
Solid Waste Disposal Fund 14,500,000 - - - 14,500,000 Total 14,500,000 - - - 14,500,000

GROUNDWATER MONITORING WELL AT SANTA
MARIA REGIONAL LANDFILL (SMRL); 2065 E MAIN
ST
✔
Solid Waste Disposal Fund 200,000 - - - 200,000 Total 200,000 - - - 200,000 INSTALLATION OF EIGHT (8) LANDFILL GAS

EXTRACTION WELLS IN PHASE I LINER EXTENSION

AREA AT SANTA MARIA REGIONAL LANDFILL
(SMRL); 2065 E MAIN ST
✔
Solid Waste Disposal Fund 500,000 - - - 500,000 Total 500,000 - - - 500,000

RIVER MINING ACTIVITIES OF SOIL MATERIALS IN

THE SANTA MARIA RIVER FOR LANDFILL

OPERATIONAL AND REGULATORYNEEDS
Solid Waste Disposal Fund 450,000 - 475,000 - 925,000 Total 450,000 - 475,000 - 925,000

DESIGN, PERMITTING, CONSTRUCTION QUALITY

ASSURANCE (CQA), AND CONSTRUCTION OF THE

INTEGRATED WASTE MANAGEMENT FACILITY AT
LOS FLORES; 6245 DOMINION RD
✔
Solid Waste Disposal Fund - - 25,830,000 13,830,000 39,660,000 Total - - 25,830,000 13,830,000 39,660,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 9 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

FLEET REPLACEMENTS
No. of Vehicles/Year: 2024-25: 5
Solid Waste Disposal Fund 582,000 - 90,000 - 672,000 Fleet Services Fund 1,968,019 - - - 1,968,019 Total 2,550,019 - 90,000 - 2,640,019

FLEET REFURBISHMENT
No. of Vehicles/Year: 2024-25: 1
Solid Waste Disposal Fund 445,180 - - - 445,180 Fleet Services Fund 379,824 - - - 379,824 Total 825,004 - - - 825,004

FLEET EXPANSION
No. of Vehicles/Year: 2024-25: 1
Solid Waste Disposal Fund 20,000 - - - 20,000 Total 20,000 - - - 20,000 Public Utilities Total Appropriations 36,760,413$ 27,308,427$ 43,430,270$ 30,836,330$ 138,335,440$ Funding Sources
Water Fund 5,306,060$ 8,363,160$ 1,410,370$ 1,330,540$ 16,410,130$ Wastewater Fund 4,242,140 14,028,480 13,720,100 14,268,910 46,259,630 Solid Waste Disposal Fund 16,739,680 - 26,395,000 13,830,000 56,964,680 Solid Waste Collection Fund 1,251,400 1,198,820 1,234,800 1,271,880 4,956,900 Fleet Services Fund 2,554,133 765,247 670,000 135,000 4,124,380 Growth Mitigation Fund 6,667,000 2,952,720 - - 9,619,720
Public Utilities Total Funding 36,760,413$ 27,308,427$ 43,430,270$ 30,836,330$ 138,335,440$

PUBLIC WAYS & FACILITIES CAPITAL PROJECTS
PARKING STRUCTURE EVALUATION AND RETROFIT ✔
Capital Projects - General Fund 500,000 - 5,900,000 4,100,000 10,500,000 Total 500,000 - 5,900,000 4,100,000 10,500,000 CITYWIDE FACILITIES – ADA ASSESSMENT
✔
Capital Projects - General Fund 200,000 - - - 200,000 Total 200,000 - - - 200,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 10 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
ACTIVE TRANSPORTATION PLAN ✔
Gas Tax & Transportation Development Act Fund 310,000 - - - 310,000 Developer / Grant Street Projects Fund 1,190,000 6,531,000 - - 7,721,000 Measure A Fund 100,000 - - - 100,000 Total 1,600,000 6,531,000 - - 8,131,000 HIGHWAY SAFETY IMPROVEMENT PROGRAM ✔
Developer / Grant Street Projects Fund 500,000 - - - 500,000 Total 500,000 - - - 500,000

ALTERNATIVE TRANSPORTATION ENHANCEMENTS
(DOWNTOWN IMPROVEMENTS)
✔
Measure A Fund 1,145,808 1,053,614 - - 2,199,422 Total 1,145,808 1,053,614 - - 2,199,422

ENHANCED ROADWAY MAINTENANCE
Gas Tax & Transportation Development Act Fund 4,006,458 4,006,458 3,500,000 3,600,000 15,112,916 Developer / Grant Street Projects Fund 287,000 287,000 287,000 287,000 1,148,000 Measure A Fund 600,000 1,000,000 1,000,000 1,000,000 3,600,000 Capital Projects - General Fund 1,800,468 1,800,468 5,800,468 5,800,468 15,201,872 Total 6,693,926 7,093,926 10,587,468 10,687,468 35,062,788 DEPOT STREET AND RAILROAD AVENUE – BIKEWAY

PROJECT
✔
G
rowth Mitigation Fund - - - 1,706,108 1,706,108 Total - - - 1,706,108 1,706,108

ANNUAL STREETLIGHT UPGRADE PROJECT
Measure A Fund 181,500 199,650 - - 381,150 Total 181,500 199,650 - - 381,150

ASPHALT REPLACEMENT
Gas Tax & Transportation Development Act Fund 130,000 130,000 130,000 130,000 520,000 Total 130,000 130,000 130,000 130,000 520,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 11 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

RIGHT-OF-WAY SUPPLIES
Gas Tax & Transportation Development Act Fund 125,000 125,000 125,000 125,000 500,000 Total 125,000 125,000 125,000 125,000 500,000

STREET LIGHT PROGRAM
Gas Tax & Transportation Development Act Fund 220,000 230,000 230,000 230,000 910,000 Total 220,000 230,000 230,000 230,000 910,000

TRAFFIC SIGNAL MAINTENANCE PROGRAM
Gas Tax & Transportation Development Act Fund 100,000 100,000 100,000 100,000 400,000 Total 100,000 100,000 100,000 100,000 400,000

CITYWIDE LANDSCAPE MAINTENANCE
Gas Tax & Transportation Development Act Fund 225,000 225,000 400,000 400,000 1,250,000 Measure A Fund 235,500 235,000 60,500 66,550 597,550 Total 460,500 460,000 460,500 466,550 1,847,550

VARIOUS STREET IMPROVEMENTS
Gas Tax & Transportation Development Act Fund 250,000 250,000 250,000 250,000 1,000,000 Total 250,000 250,000 250,000 250,000 1,000,000

BICYCLE SAFETY AND OUTREACH PROGRAM
Measure A Fund 12,100 13,210 31,000 31,000 87,310 Total 12,100 13,210 31,000 31,000 87,310 INTERCHANGE AT US 101/SR 135
Growth Mitigation Fund 1,500,000 2,000,000 1,000,000 - 4,500,000 Total 1,500,000 2,000,000 1,000,000 - 4,500,000

BIKEWAY AND MP TRAIL PROJECTS
Gas Tax & Transportation Development Act Fund - - 90,000 90,000 180,000 Total - - 90,000 90,000 180,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 12 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

EAST MAIN STREET REHABILITATION
Capital Projects - General Fund - - 350,000 2,250,000 2,600,000 Total - - 350,000 2,250,000 2,600,000 ROOF REPAIRS: RECREATION & PARKS
Locations: Bob Orach Park Restroom, Newlove
Community Buildin
g (House), Newlove Community
Building (Modular A), Newlove Community
Building (Modular B)
✔
Capital Projects - General Fund 74,000 - - - 74,000 Total 74,000 - - - 74,000 ROOF REPLACEMENT: PUBLIC WORKS YARD
Locations: Operations Building, Parks Equipment
Yard
✔
Capital Projects - General Fund 261,882 101,540 - - 363,422 Total 261,882 101,540 - - 363,422 ROOF REPAIRS: FIRE DEPARTMENT
Locations: Fire Station #3, Fire Station Equipment
Bays, Credit Union & E.O.C. Building, Fire Station 2
✔
Capital Projects - General Fund 162,500 293,050 - - 455,550 Total 162,500 293,050 - - 455,550 RUFFONI BUILDING TERMITE TENT ✔
Capital Projects - General Fund 30,000 - - - 30,000 Total 30,000 - - - 30,000 POLICE DEPARTMENT LOCKER ROOM REMODEL ✔
Capital Projects - General Fund 30,000 - - - 30,000 Total 30,000 - - - 30,000

CITY HALL REMODEL HUMAN RESOURCES OFFICE
SPACE
✔
Capital Projects - General Fund - - - 130,000 130,000 Total - - - 130,000 130,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 13 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
CITY-OWNED HOUSE MAINTENANCE ✔
Capital Projects - General Fund 30,000 30,000 - - 60,000 Total 30,000 30,000 - - 60,000 DISPATCH CENTER CARPET REPLACEMENT – 1111
W. BETTERAVIA
✔
Measure U Fund 40,000 - - - 40,000 Total 40,000 - - - 40,000 FACILITY PAINTING: FIRE DEPARTMENT
Locations: Fire Station #3, Fire Station #3
Equipment Bays, Fire Department – E.O.C./Credit
Union
✔
Capital Projects - General Fund 39,000 24,600 - - 63,600 Total 39,000 24,600 - - 63,600 FACILITY PAINTING: RECREATION &
PARKS\Locations: Abel Maldonado Center,
Veteran’s Memorial Building
✔
Capital Projects - General Fund - - 244,875 - 244,875 Total - - 244,875 - 244,875 FLEET OFFICE UPGRADES – FLOORS & WINDOWS
Capital Projects - General Fund 30,000 - - - 30,000 Total 30,000 - - - 30,000 FLEET REPLACEMENTS: PUBLIC WORKS
No. of Vehicles/Year: 2024-25: 2; 2027-28: 2
Fleet Services Fund 93,000 - 405,000 - 498,000 Total 93,000 - 405,000 - 498,000 FLEET EXPANSION: PUBLIC WORKS
No. of Vehicles/Year: 2024-25: 4
Measure A Fund 222,000
- - - 222,000 Fleet Services Fund 74,000 - - - 74,000 Total 296,000 - - - 296,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 14 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
Public Ways & Facilities Total Appropriations 14,705,216$ 18,635,590$ 19,903,843$ 20,296,126$ 73,540,775$ Funding Sources
Gas Tax & Transportation Development Act Fund 5,366,458$ 5,066,458$ 4,825,000$ 4,925,000$ 20,182,916$ Measure A Fund 2,496,908 2,501,474 1,091,500 1,097,550 7,187,432 Measure U Fund 40,000 - - - 40,000 Growth Mitigation Fund 1,500,000 2,000,000 1,000,000 1,706,108 6,206,108 Developer / Grant Street Projects Fund 1,977,000 6,818,000 287,000 287,000 9,369,000 Fleet Services Fund 167,000 - 405,000 - 572,000 Capital Projects - General Fund 3,157,850 2,249,658 12,295,343 12,280,468 29,983,319 Public Ways & Facilities Total Funding 14,705,216$ 18,635,590$ 19,903,843$ 20,296,126$ 73,540,775$

PUBLIC TRANSIT CAPITAL PROJECTS
PROCUREMENT OF UTILITY TRUCK ✔
Public Transit Fund 95,000 - - - 95,000 Total 95,000 - - - 95,000

SANTA MARIA REGIONAL TRANSIT OPERATIONS

YARD IMPROVEMENTS
✔
Public Transit Fund - 200,000 - - 200,000 Total - 200,000 - - 200,000 GUADALUPE CONSOLIDATION STUDY ✔
Public Transit Fund 85,000 - - - 85,000 Total 85,000 - - - 85,000 PROCUREMENT OF TWO (2) BUS LIFTS ✔
Public Transit Fund 80,000 80,000 - - 160,000 Total 80,000 80,000 - - 160,000

TRANSIT CENTER OPTIMIZATION
Public Transit Fund ✔ 500,000 500,000 - - 1,000,000 Total 500,000 500,000 - - 1,000,000 PROCUREMENT OF ELECTRIC FORKLIFT ✔
Public Transit Fund 75,000 - - - 75,000 Total 75,000 - - - 75,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 15 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
PROCUREMENT OF FIVE (5) OVER THE ROAD

COACHES
✔
Public Transit Fund - 2,400,000 3,600,000 - 6,000,000 Total - 2,400,000 3,600,000 - 6,000,000 PROCUREMENT OF FIVE (5) EXPANSION BUSES ✔
Public Transit Fund 3,900,000 2,600,000 - - 6,500,000 Total 3,900,000 2,600,000 - - 6,500,000 BUS STOP IMPROVEMENTS ✔
Public Transit Fund 300,000 300,000 - - 600,000 Total 300,000 300,000 - - 600,000 CLEAN AIR EXPRESS CONSOLIDATION STUDY ✔
Public Transit Fund 85,000 - - - 85,000 Total 85,000 - - - 85,000 SHORT RANGE TRANSIT PLAN ✔
Public Transit Fund - - 150,000 - 150,000 Total - - 150,000 - 150,000 BRT IMPLEMENTATION ✔
Public Transit Fund - - 9,600,000 9,600,000 19,200,000 Total - - 9,600,000 9,600,000 19,200,000 Public Transit Total Appropriations 5,120,000$ 6,080,000$ 13,350,000$ 9,600,000$ 34,150,000$ Funding Sources
Public Transit Fund
5,120,000$ 6,080,000$ 13,350,000$ 9,600,000$ 34,150,000$ Public Transit Total Funding 5,120,000$ 6,080,000$ 13,350,000$ 9,600,000$ 34,150,000$

LEISURE & CULTURAL SERVICES CAPITAL PROJECTS

REPLACE LIGHTING AT PAUL NELSON AQUATIC
CENTER
✔
Capital Projects - General Fund 100,000 - - - 100,000 Total 100,000 - - - 100,000

POCKET PARKS
✔
Capital Projects - General Fund - - 1,000,000 1,000,000 2,000,000 Total - - 1,000,000 1,000,000 2,000,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 16 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total

NEW PLAYGROUND INSTALLATIONS TO REPLACE

AGING PLAYGROUNDS AT CITY PARKS
✔
Residential Development Tax Fund 325,000 325,000 - - 650,000 Total 325,000 325,000 - - 650,000

PARK FURNISHINGS
Quimby-Park Acquisition & Development Fund 150,000 150,000 150,000 150,000 600,000 Total 150,000 150,000 150,000 150,000 600,000 PREISKER PARK POND LINER REHABILITATION ✔
Capital Projects - General Fund - 600,000 - - 600,000 Total - 600,000 - - 600,000

LOS FLORES RANCH PROJECTS
Residential Development Tax Fund 175,000 175,000 175,000 175,000 700,000 Total 175,000 175,000 175,000 175,000 700,000 ADA BARRIER REMOVAL AT SIMAS FIELD ✔
Capital Projects - General Fund - - 1,000,000 - 1,000,000 Total - - 1,000,000 - 1,000,000 TREE TRIMMING ✔
Northwest Landscape District Fund 200,000 - - - 200,000 Total 200,000 - - - 200,000 LIBRARY SPACE LAYOUT ✔
Measure U Fund 45,000 20,000 - - 65,000 Total 45,000 20,000 - - 65,000 FLEET REPLACEMENTS: RECREATION & PARKS
No. of Vehicles/Year: 2024-25: 1; 2025-26: 1; 2027-
28: 1
✔
Fleet Services Fund 85,000 75,000 - 100,000 260,000 Total 85,000 75,000 - 100,000 260,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 17 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
FLEET REFURBISHMENT: RECREATION & PARKS
No. of Vehicles/Year: 2024-25: 1
Fleet Services Fund 50,000 - - - 50,000 Total 50,000 - - - 50,000 Leisure & Cultural Services Total Appropriations 1,130,000$ 1,345,000 $ 2,325,000 $ 1,425,000 $ 6,225,000 $ Funding Sources
Capital Projects - General Fund 100,000 $ 600,000 $ 2,000,000 $ 1,000,000 $ 3,700,000 $ Fleet Services Fund 135,000 75,000 - 100,000 310,000 Measure U Fund 45,000 20,000 - - 65,000 Northwest Landscape District Fund 200,000 - - - 200,000 Residential Development Tax Fund 500,000 500,000 175,000 175,000 1,350,000 Quimby-Park Acquisition & Development Fund 150,000 150,000 150,000 150,000 600,000 Leisure & Cultural Services Total Funding 1,130,000 $ 1,345,000 $ 2,325,000 $ 1,425,000 $ 6,225,000 $

GENERAL GOVERNMENT CAPITAL PROJECTS
MOTOROLA BACKHAUL REFRESH ✔
Capital Projects - General Fund 250,000 - - - 250,000 Total 250,000 - - - 250,000

REFRESH OF CAD/RMS
✔
Measure U Fund 1,200,000 - - - 1,200,000 Total 1,200,000 - - - 1,200,000 FLEET REPLACEMENTS: COMMUNITY DEVELOPMENT
No. of Vehicles/Year: 2027-28: 3
✔
Fleet Services Fund - - - 165,000 165,000 Total - - - 165,000 165,000 City of Santa Maria 2024-2026 Biennial Budget Schedules 18 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
General Government Total Appropriations 1,450,000$ -$ -$ 165,000$ 1,615,000$ Funding Sources
Capital Projects - General Fund 250,000$ -$ -$ -$ 250,000$ Fleet Services Fund - - - 165,000 165,000 Measure U Fund 1,200,000 - - - 1,200,000 General Government Total Funding 1,450,000$ -$ -$ 165,000$ 1,615,000$ Capital, Maintenance & Equipment Projects Total Fundin 62,211,629$ 53,634,017 $ 79,939,113 $ 62,322,456 $ 258,107,215 $

SUMMARY BY PROJECT TYPE
PUBLIC SAFETY 3,046,000 $ 265,000 $ 930,000 $ - $ 4,241,000$ PUBLIC UTILITIES 36,760,413 27,308,427 43,430,270 30,836,330 138,335,440 PUBLIC WAYS & FACILITIES 14,705,216 18,635,590 19,903,843 20,296,126 73,540,775 PUBLIC TRANSIT 5,120,000 6,080,000 13,350,000 9,600,000 34,150,000 LEISURE & CULTURAL SERVICES 1,130,000 1,345,000 2,325,000 1,425,000 6,225,000 GENERAL GOVERNMENT 1,450,000 - - 165,000 1,615,000 GRAND TOTAL 62,211,629 $ 53,634,017 $ 79,939,113 $ 62,322,456 $ 258,107,215 $

SUMMARY BY PROJECT TYPE
CAPITAL PROJECTS - GENERAL FUND 3,507,850 $ 2,849,658 $ 14,295,343 $ 13,280,468 $ 33,933,319 $ MEASURE U FUND 1,285,000 20,000 - - 1,305,000

GAS TAX & TRANSPORTATION DEVELOPMENT ACT
FUND
5,366,458 5,066,458 4,825,000 4,925,000 20,182,916 GROWTH MITIGATION FUND 8,167,000 4,952,720 1,000,000 1,706,108 15,825,828 RESIDENTIAL DEVELOPMENT TAX FUND 500,000 500,000 175,000 175,000 1,350,000 MEASURE A FUND 2,496,908 2,501,474 1,091,500 1,097,550 7,187,432 PUBLIC TRANSIT FUND 5,120,000 6,080,000 13,350,000 9,600,000 34,150,000 WATER FUND 5,306,060 8,363,160 1,410,370 1,330,540 16,410,130 WASTEWATER FUND 4,242,140 14,028,480
13,720,100 14,268,910 46,259,630 DEVELOPER / GRANT STREET PROJECTS FUND 1,977,000 6,818,000 287,000 287,000 9,369,000 FLEET SERVICES FUND 5,902,133 1,105,247 2,005,000 400,000 9,412,380 SOLID WASTE DISPOSAL FUND 16,739,680 - 26,395,000 13,830,000 56,964,680 City of Santa Maria 2024-2026 Biennial Budget Schedules 19 CAPITAL PROJECTS LIST BY CATEGORY
Proposed Proposed Projected Projected Four-Year
2024-25 2025-26 2026-27 2027-28 Total
SOLID WASTE COLLECTION FUND 1,251,400 1,198,820 1,234,800 1,271,880 4,956,900 QUIMBY-PARK ACQUISITION & DEVELOPMENT FUND 150,000 150,000 150,000 150,000 600,000 NORTHWEST LANDSCAPE DISTRICT FUND 200,000 - - - 200,000 GRAND TOTAL 62,211,629$ 53,634,017$ 79,939,113$ 62,322,456$ 258,107,215$

GENERAL FUND PROJECTS NOT FUNDED
DRAINAGE IMPROVEMENT PROJECTS 75,000$ -$ -$ -$ 75,000$ RECREATION & PARKS ANNEX 2 WINDOW

REPLACEMENT
60,000 - - - 60,000 OLD LIBRARY STRUCTURAL EVALUATION 125,000 - - - 125,000

PUBLIC WORKS OPERATIONS OFFICE BUILDING

WINDOW REPLACEMENT
40,000 - - - 40,000 FACILITY PAINTING: RECREATION & PARKS 405,050 - - - 405,050 TURF REMOVAL 250,000 - - - 250,000

INSTALL GATES AT PARKING LOTS AT MINAMI AND

EDWARDS
- 20,000 - - 20,000 ELKS FIELD LIGHTING 1,500,000 - - - 1,500,000 GRAND TOTAL 2,455,050$ 20,000$ -$ -$ 2,475,050$ City of Santa Maria 2024-2026 Biennial Budget Schedules 20 Measure U Proposed Carry-Overs Summary
FY2024-25
Dept Code Dept Acct Title
FY 23-24
Adjusted
Appropriation
YTD
Expenditures
YTD
Encumbrances
Eligible for Carry-
Over (>$5k)
Proposed
Carry-Over
CMO CITY MANAGER - MEASURE U CONTRACTUAL AND PROFESSIONALS 35,000.00 - - 35,000.00 - LB LIBRARY-MEASURE U LIBRARY BUILDING IMPROVEMENTS 59,215.00 2,573.11 - 56,641.89 56,641.89 LB LIBRARY-MEASURE U CONTRACTUAL AND PROFESSIONALS 13,000.00 - 7,560.00 5,440.00 5,440.00 RP RECREATION & PARKS PARK-MEASURE U VEHICLES 22,797.00 - 70,264.06 - - RP RECREATION & PARKS PARK-MEASURE U STRCT-IMPROV/CAPITAL HOLDING A 240,000.00 - 145,996.88 94,003.12 94,003.12 RP RECREATION & PARKS PARK-MEASURE U DIVISION EQUIPMENT 19,311.00 8,102.56 999.66 10,208.78 10,208.78 RP RECREATION & PARKS PARK-MEASURE U PUBLIC ART SUPPLIES 125,000.00 7,559.69 12,700.00 104,740.31 104,740.31 RP RECREATION & PARKS PARK-MEASURE U CONTRACT ARTISTS 125,000.00 6,650.00 13,300.00 105,050.00 105,050.00 RP RECREATION & PARKS PARK-MEASURE U STRCT-IMPROV/CAPITAL HOLDING A 25,000.00 1,019.90 - 23,980.10 - FD FIRE-MEASURE U SPECIAL DEPARTMENT SUPPLIES 124,980.00 31,602.77 52,860.17 40,517.06 40,517.06 FD FIRE-MEASURE U OTHER MAINTENANCE AND OPERATIO 31,029.00 8,742.30 12,033.49 10,253.21 10,253.21 FD FIRE-MEASURE U CONTRACTUAL AND PROFESSIONALS 460,021.00 65,806.86 24,611.25 369,602.89 122,451.89 FD FIRE-MEASURE U TRAINING AND CERTIFICATION EXP 33,250.00 25,925.98 3,112.31 - - FD FIRE-MEASURE U FIRE ADMINISTRATION REMODEL 245,000.00 117.46 - - - FD FIRE-MEASURE U PARKING LOT MAINTENANCE 158,930.00 - - 158,930.00 158,930.00 FD FIRE-MEASURE U BUILDING MAINTENANCE 96,281.00 7,338.08 24,823.90 64,119.02 64,119.02 FD FIRE-MEASURE U FIRE STATION 1 EXPANSION 4,000,000.00 110,573.25 891,202.75 2,998,224.00 2,998,224.00 FD FIRE-MEASURE U TRAINING CENTER 1,552,608.00 24,086.21 16,913.79 - - FD FIRE-MEASURE U RADIOS 179,939.00 67,511.00 43,990.20 68,437.80 68,437.80 FD FIRE-MEASURE U DIVISION EQUIPMENT 220,000.00 195,132.90 25,108.46 - - FD FIRE-MEASURE U VEHICLES 2,811,017.00 734,415.86 1,503,437.52 372,363.62 372,363.62 PD POLICE-MEASURE U BALLISTIC VESTS 42,700.00 27,390.81 - 15,309.19 - PD POLICE-MEASURE U UNIFORMS 22,800.00 21,061.92 1,738.08 - - PD POLICE-MEASURE U CONTRACTUAL AND PROFESSIONALS 75,360.00 31,330.00 20,685.19 23,344.81 23,344.81 PD POLICE-MEASURE U BUILDING MAINTENANCE 43,310.00 9,426.05 28,097.23 5,786.72 5,786.72 PD POLICE-MEASURE U NEW VEHICLES 127,120.00 93,931.10 - 33,188.90 - PD POLICE-MEASURE U RADIOS 43,555.00 6,114.63 37,549.98 - - PD POLICE-MEASURE U SOFTWARE 453,641.00 9,294.00 - 444,347.00 - PD POLICE-MEASURE U POLICE DEFENSIVE EQUIPMENT 400,000.00 - - 400,000.00 - Assumption: All Encumbrances booked in FY2023-24 TOTALS 11,785,864.00 1,495,706.44 2,936,984.92 5,439,488.42 4,240,512.23

ATTACHMENT F

ATTACHMENT G

Summary of the Current Fiscal Year Accomplishments and Includes Departmental Presentations
The 10 departments’ 2023-24 Accomplishments through the third quarter (March 2024) are as follows:

Status Total UT PD FD PW RP LIB CD CAO CMO FIN
Initiated, not done 52 2 1 5 8 10 10 3 3 7 3
Completed 44 8 9 2 2 0 0 7 6 3 7
On hold, not
started 4 0 0 3 0 0 0 0 1 0 0

UTILITIES DEPARTMENT
 Awarded Project Management Contract for development and implementation of a Time Schedule Compliance Plan to revise operations and upgrade the wastewater treatment plant.
 Completed the Proposition 218 process for water and sewer rates with approval of the rates by the City Council.
 Leased and installed a modular building to facilitate additional workstations for Water Resources staff at the Wastewater Treatment Plant.  Initiated an organizational assessment in support of a comprehensive strategic workforce plan.
 Negotiating a proposal for a Space Needs Assessment and Facilities Planning project to consolidate the Utilities Department operating divisions and administration functions at the Landfill site.
 Cleaned over 100 miles of sewer pipe and inspected over 10 miles of sewer pipe via video camera.
 Completed a fee study for disposal fees for the Santa Maria Regional Landfill with fees approved by the City Council.
 Completed Cell 1 Liner Extension Phase II California Environmental Quality Act (CEQA) study and plans, specifications and estimate to provide additional time to permit the Los Flores Integrated Waste Management Facility.  Executed an agreement for services for operations and management of the recycling park at the Santa Maria Regional Landfill to meet State-mandated diversion requirements and to allow the community to continue to maximize recycling efforts.
 Completed the design and environmental review for Public Works to bid a contract for the construction of a potable waterline to the Wastewater Treatment Plant.

POLICE DEPARTMENT
 Increased outreach efforts throughout the community, with a focus on the youth through expansion/implementation of Explorer Post and School Resource Officer programs, growing social media campaigns to engage the public on safety and crime prevention, and including the Mixteco-speaking community.

Attachment H
 Further developed existing partnerships with local/State/Federal agencies to enhance services to reduce crimes in areas such as gun violence, child exploitation, human trafficking, and substance abuse.
 Expanded the Automated License Plate Readers system and implemented new technology such as body-worn cameras and online platforms for non-emergency crime reports, concealed carry weapons permits, and management of the Department’s training program, to increase transparency and enhance services to the community, in alignment with the Smart City, Safe City Vision.  Focused efforts to promote recruitment, hiring, training, and the creation of the Police Cadet program to provide internship opportunities, all to advance the Department’s staffing and succession plan.

FIRE DEPARTMENT
 Hired and trained staff to perform Prevention responsibilities, including business inspections, plan reviews, and investigation capabilities.  Reinstituted third-grade school fire safety program with field crews.  Developed and implemented a one-year training calendar to meet operational needs and standardize training for personnel.
 Conducted detailed condition and function assessment of all facilities and gave updates to the City Manager.

PUBLIC WORKS DEPARTMENT
 Finalized Team Dynamics implementation for management of sidewalk pavement for pedestrians.
 Design and begin construction on the Battles Path improvements, to improve public access to recreation facilities.
 Completed crosswalk safety improvement plan for all crosswalks near schools, while utilizing innovative design approaches to solving issues.  Updated City specifications and drawings, ensuring the information is easily accessible online, to support efforts to streamline online permitting.  Continuing to Standardize internal templates, Standard Operating Procedures (SOPs), and filing systems to streamline administrative operations, and minimize miscommunications.
 Continuing to work with regional partners to leverage funds, identify and address gaps, and enhance regional transit service to improve interconnectivity between educational, medical, employment, and commercial centers located in Santa Maria and outlying communities.

RECREATION AND PARKS DEPARTMENT
 Completed and opened the new Machado Plaza.
 Installed sports field lighting at Adam Park and Crossroads Basin.  Installed three Pickleball courts at Minami Park.
 Installed a new futsal court at Buena Vista Park.
 Installed ADA-friendly trail at Preisker Park.
 Graffiti Clean-up – 275,000 square feet.
 Reopened Newlove Center and initiated after-school programs.  Special Events – Tree Lighting, 4th of July, Dia De Los Muertos Festival.  Programs for Active Living at Mussell Center.
 Put over 2,500 youth through after-school programs.
 Over 9,360 hours used by patrons at the Paul Nelson Aquatics Center.  Over 50,000 hours used by individuals, organizations, leagues, and clubs at City sports fields and courts (Baseball/Softball, Soccer, Football, Futsal, Pickleball.

LIBRARY DEPARTMENT
 Enhanced Library program opportunities for children and families by partnering with Children’s Resource and Referral and other community organizations to establish an Early Learning Library Hub and Library programs in alternate community physical locations around the community.
 Supported the Smart City, Safe City vision by expanding Bookmobile services in the City.
 Implemented two part-time dedicated Library Security Officers, through Measure U funding, to provide continued safety for Public Library users and staff.  Laid the framework for creating an internal professional development series for library personnel to increase technical proficiency and industry knowledge, leading to higher staff engagement and job satisfaction.
 Evaluated current trends for collection development and circulation to adjust purchasing allocations, maximizing available funding, and increasing operational efficiency.

COMMUNITY DEVELOPMENT DEPARTMENT
 Continued the comprehensive update to the City’s General Plan for target year 2045. Completed the Alternatives Phase with the City Council’s direction in December 2023.
 Achieved State certification of the City’s General Plan Housing Element by State Housing and Community Development (HCD).
 Continue implementation of the Downtown Specific Plan, by working with property owners and developers to encourage construction of new housing, retail and employment uses and amenities.
 Updated the City’s permitting software, Trak-It, to the new Central Square Community Development software. Transitioned from paper plan review to digital plan review and online submittals.

CITY ATTORNEY’S OFFICE
 Worked closely with the Risk Manager to establish additional attorney's pool. This enhancement streamlined current practices in litigation, improving communication, costs, and more timely case closures. Adding Risk Management to the Division allows for superior legal coverage to the City.
 Represented the Police Department in multiple cases referencing the Gun Violence Restraining Order. These hearings reduce the occurrence of gun violence within the City.
 Hired an Assistant City Prosecutor. This hire will permit for increased caseload brought in-house and will continue to improve City processes and costs.

CITY MANAGER’S OFFICE
 Develop a budget that addresses the City's long-term financial obligations and priorities.
 Advanced Citywide communications, introducing on-demand live closed captioning (subtitles) in English and Spanish, and new functions on the City website.
 Launched the Smart City, Safe City campaign and associated Neighborhood Connect program.
 Completed full implementation of upgrading and improving communications hardware, software, and security.
 Implemented additional aspects of the Alignment Project, including employee development and training through GROW and the Center for Organization Effectiveness.

FINANCE DEPARTMENT
 Finalized selection of the new Enterprise Resource Planning (ERP) system and awarded a contract to the selected vendor in the multi-year process to update this backbone software, and in alignment with Smart City, Safe City.  Identified Business Process Improvements to be implemented through the ERP.  Caught-up Financial Reporting to current post COVID-19 pandemic.  Continued to increase transitioning utility billing customers to online options.  Supported the business community by continuing to improve online payment options and paperless business license application capabilities.

BUDGET
Fiscal Years 2024-26

UTILITIES DEPARTMENT

CITY OF SANTA MARIA
Utilities Department Overview:

Department Mission Statement:

To provide efficient utility services through the use of progressive innovation, excellent customer service, and the wise use of public resources for the long-term benefit of the community.

UTILITIES DEPARTMENT
Solid Waste Division Overview

UTILITIES DEPARTMENT

SERVICES
Solid Waste Division
 Collections (Residential & Commercial)
 Disposal (Landfill)
 Street Sweeping
 Regulatory Compliance
 Engineering

UTILITIES DEPARTMENT
Collections Division Highlights
 Staffing: 34 positions
 20,000 residential accounts
 1,800 commercial accounts
 70,000 tons trash collected, CY 2023
 10,500 tons recycling collected, CY 2023
 8,500 tons green waste recycling
collected, CY 2023
 751 tons commercial organics recycling
collected, CY 2023
Disposal Division Highlights
 Staffing: 28 positions
 Household Hazardous Waste Facility
 Landfill Gas Collection
 Recycling Park
 110,000 Scalehouse Transactions
Annually
 353,800 tons received, CY 2023
 Diverted 44% or 156,000 tons from
waste stream

UTILITIES DEPARTMENT
Solid Waste Division
 Transitioning to Weekly Organics Collection
 Scalehouse Software Replacement
 Cell 1, Phase II Liner Extension
 Landfill Gas Flare
 Groundwater Well Monitoring Network
 Santa Maria River Mining
 Asphalt Repairs, Slurry Seal, and Striping
 Design & Permitting Los Flores Integrated Waste Management Facility

MAJOR CAPITAL IMPROVEMENT

PROJECTS

UTILITIES DEPARTMENT
Water Resources Division Overview

UTILITIES DEPARTMENT

SERVICES
Water Resources Division
 Water
• Production
• Distribution
• Customer Service
 Wastewater
• Treatment
• Collections (Sanitary & Storm)
 Regulatory Compliance
 Engineering
 Technology (SCADA & GIS)

UTILITIES DEPARTMENT
Water Division Highlights
 Staffing: 28 positions
 22,700 water and sewer accounts
 Groundwater & Imported State Water
 State Water (17,820 AF)
• 40% Allocation
 Average Daily Water Demand: 10.6 MG
 Total Annual Water Demand: 12,000 AF
 Distribution
• 344 miles of water main
• 10,081 line and control valves
• 3,600 hydrants
Wastewater Division Highlights
 Staffing: 24 positions
 Wastewater Treatment Plant
• Capacity 8.0 MGD
• Average flow 7.3 MGD
 Collections
• 259 miles of sewer pipe
• 1 lift station
• 120 miles cleaned annually
• 10 miles videoed annually
Stormwater
 130 Miles of Storm Drain
 1,816 Drainage Inlets
 Storm Drain Inlet
Cleaning
 Storm Preparation and
Response

UTILITIES DEPARTMENT
Water Resources Division
 Water Main Replacement - McClelland
 Well 6 Intertie
 Water Main Extension - Stowell to Black Road
 Downtown Utilities Study
 Water/Sewer/Wastewater Model Calibration Update
 Utilities Department Consolidation
 New Water Supply Well 15
 WWTP Motor Controls
 Waste Discharge Requirements and Wastewater Plant
Upgrade
 Water Master Plan
 New Water Supply Well 16
 Infrastructure Planning to Support General Plan Update and Annexation
 Fund Response to Cleanup and Abatement Order for SEMCO Property

MAJOR CAPITAL IMPROVEMENT

PROJECTS

UTILITIES DEPARTMENT
Business Division Overview

UTILITIES DEPARTMENT

SERVICES
Business Division
 Customer Support
 Department Administration
 Personnel Management
 Financial Management

UTILITIES DEPARTMENT
Business Division Highlights
Customer Support
 Staffing: 3 positions
 Customer Service (23,200 customers)
• 16,000 work orders created
annually
• 15,000 calls received annually
• Coordination with Utility Billing
• Support Operations Staff (34)
Personnel Management
 Staffing: 1 position
 New Hires & Onboarding
 Recruiting & Interviews
 Risk/Workers Compensation
 Discipline, Evaluations &
Performance Management
 Employee Development &
Training Program
 Incident Accident Reporting
Department Administration
 Staffing: 2 position
 Agreement/Contracts
Management
• 100 – active agreements
• Supplemental Water
Purchases
• Cell Site Tower
• Land Lease
• Professional Services
• Capital Projects
• Insurance Compliance
• Vendors

UTILITIES DEPARTMENT
Business Division Highlights
Financial Management
 Staffing: 4 positions
 Expenditures
• 5,000 invoices processed
annually
 Revenues (non water/sewer/trash)
• 2,400 billings created annually
• $10 Million annually
 Assets & Budgeting
• $130 Million Enterprise Funds
Budget
 Payroll Processing
• Over 100 employees biweekly
 Audits & Reporting
• Sales tax audits
• Regulatory Reporting
• Budget
 Grants Management
• 5 – grants
• $1 Million
 Proforma & Rate Setting
• Solid Waste Collections
• Solid Waste Landfill
• Water
• Wastewater

UTILITIES DEPARTMENT
• Awarded Project Management Contract for
development and implementation of a Time
Schedule Compliance Plan to revise operations
and upgrade the wastewater treatment plant.
• Completed the Proposition 218 process for water
and sewer rates with approval of the rates by City
Council.
• Leased and installed a modular building to
facilitate additional workstations for Water
Resources staff at the Wastewater Treatment
Plant.
• Initiated an organizational assessment in support
of a comprehensive strategic workforce plan.
• Negotiating a proposal for a Space Needs
Assessment and Facilities Planning project to
consolidate the Utilities Department operating
divisions and administration functions at the
landfill site.
• Cleaned over 100 miles of sewer pipe and
inspected over 10 miles of sewer pipe via video
camera.

STATUS OF FY 23 -24 GOALS
• Completed a fee study for disposal fees
for the Santa Maria Regional Landfill with
fees approved by City Council.
• Completed Cell 1 Liner Extension Phase
II CEQA study and plans, specifications
and estimate to provide additional time to
permit the Los Flores Integrated Waste
Management Facility.
• Executed an agreement for services for
operations and management of the
recycling park at the Santa Maria
Regional Landfill to meet State-mandated
diversion requirements and to allow the
community to continue to maximize
recycling efforts.
• Completed the design and environmental
review for Public Works to bid a contract
for the construction of a potable waterline
to the Wastewater Treatment Plant.

UTILITIES DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:

Long-term financial sustainability (SBR UT-11) Initiate a cost-of-service study to update the Solid Waste Collections rate model consistent with the requirements of Proposition 218.

Community quality of life For a safe environment, complete construction of the Flare Replacement Project under the PG&E Turnkey Project. This project is necessary to maintain compliance with CCR Title 27 regulations pertaining to landfill gas collection and management.

Planning and infrastructure Complete the design and environmental review for Public Works to bid a contract for the construction of the Cell 1 Phase II Liner Extension Project. This project is necessary to provide additional disposal capacity at the Santa Maria Regional Landfill and time to facilitate the design, permitting, and construction of the Los Flores Integrated Waste Management Facility.

Planning and infrastructure (SBR UT-07) Perform a study to determine the preferred form of ammonia to be used in the City’s disinfection process at the blending and disinfection facility. The study will consider cost, effectiveness, safety, and redundancy for the City’s potable (drinking) water supply.

Planning and infrastructure To protect and ensure sewer service and minimize the potential for sewer overflows, clean 100 miles of sewer pipe and inspect 10 miles of sewer pipe via video camera.

Planning and infrastructure Conduct an analysis of the percolation pond capacity at the Wastewater Treatment Plant to determine potential limitations of flows into the plant.

UTILITIES DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:

Planning and infrastructure (SBR UT-08) Implement a Laboratory Information Management System to comply with permit requirements for reporting at the Wastewater Treatment Plant.

Planning and infrastructure Initiate an update the City’s wastewater collections model to reflect current sewer flows.

Organizational well-being Initiate the implementation of the Scale House Software Project.

This project will replace the antiquated Scale House Software to streamline landfill transaction processes and financial and regulatory reporting.

Provide public safety resources To protect and ensure sewer service and minimize the potential for sewer overflows, clean 100 miles of sewer pipe and inspect 10 miles of sewer pipe via video camera.

Establish a staffing plan Complete an organizational assessment in support of a comprehensive strategic workforce plan for the Utilities Department.

BUDGET
Fiscal Years 2024-2026

POLICE DEPARTMENT

POLICE DEPARTMENT OVERVIEW
Chief of Police
Administration
Training Bureau
Records Bureau
Crime Analysis
Operations
Patrol Bureau
Traffic Unit
Special Weapons &
Tactics
Support
Community
Services Unit
Communications
Center
Detective Bureau
Special
Enforcement Team
Crime Lab
Property Evidence
Unit

POLICE DEPARTMENT

SERVICES
• Administration: Responsible for managing the
department’s budget, recruitments, professional
standards, risk management, and succession
planning.
• Operations: Responsible for uniformed patrol
through a network of delivery services, which
includes Patrol and Traffic.
• Support: Encompasses the Detective Bureau,
Crime Lab, Property/Evidence Unit, Community
Services Unit, and the Communications Center.

POLICE DEPARTMENT
• Increased outreach efforts throughout the community, with a focus on the youth through expansion/implementation of Explorer Post and School Resource Officer programs, growing social media campaigns to engage the public on safety and crime prevention, and including the Mixteco-speaking community.
• Further developed existing partnerships with local/State/Federal agencies to enhance services to reduce crimes in areas such as gun violence, child exploitation, human trafficking, and substance abuse. • Expanded the Automated License Plate Readers system and implemented new technology such as body-worn cameras and online platforms for non-emergency crime reports, concealed carry weapons permits, and management of the Department’s training program, to increase transparency and enhance services to the community, in alignment with the Smart City, Safe City Vision.
• Focused efforts to promote recruitment, hiring, training, and the creation of Police Cadet program to provide internship opportunities, all to advance the Department’s staffing and succession plan.

STATUS OF FY 23 -24
GOALS

POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:

Departmental goals for 2024-25:

Long-term financial sustainability

• Explore opportunities to expand the use of
hybrid and/or electric vehicles for our
Police Service Technicians and Detective
Bureau personnel. Expand our bike patrol
and mounted enforcement unit presence
in the community.

Community quality of life

• Concentrate efforts on parking related
violations to include education and
enforcement.

Planning and infrastructure

• Collaborate, develop, and implement a
department-wide strategic plan for
calendar year 2025.

Organizational well-being.

• Explore opportunities to incorporate a
fitness program to promote mental and
physical wellness within the department.

POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS -CONTINUED
City Council two-year priorities:

Departmental goals for 2024-25:

New approach to economic development

• Develop a community academies
alumni program to inform and
educate community graduates on
topics of mutual interest including
community-oriented policing at
downtown events.

Provide youth opportunities

• Partner with other City departments
and non-profits to identify and
implement programs focused on
community youth.

Provide public safety resources

• Identify specialized training courses
for Crime Lab personnel to work
toward earning national
accreditation.

POLICE DEPARTMENT
FY 24 -25 PROPOSED GOALS -CONTINUED
City Council two-year priorities:

Departmental goals for 2024-25:

Provide public safety resources (cont.)

• Raise awareness of Human
Trafficking by partnering with local
law enforcement and non-profits to
better inform and educate the
community.
• Exceed California State
requirements in de-escalation and
racial profiling training.

Establish a staffing plan

• Promote department-wide
recruitment with our local
community colleges, universities,
and Vandenberg Space Force Base
to educate and inform potential
candidates on career opportunities
with the Santa Maria Police
Department.

BUDGET
Fiscal Years 2024 & 2026

FIRE DEPARTMENT
We are committed to enhanced public safety through risk prevention, disaster preparedness and emergency services.

FIRE DEPARTMENT

OVERVIEW

FIRE CHIEF

ADMINISTRATION

OPERATIONSPREVENTION TRAINING

FIRE DEPARTMENT

SERVICES
• Administration: Provides administrative support to the Fire Chief; prepares and coordinates the Department budget; acts as liaison with the Human Resources regarding recruitment, promotion and performance evaluations; manages information technology systems and payroll functions; and reviews, prepares and presents staff reports to the Fire Chief.
• Operations: Directed by the Deputy Chief, the Operations Division responds to all fire alarms, rescue and medical aid calls for service; manages major disaster responses; and staffs engine companies and truck companies. The Deputy Chief may also oversee the management of the fire facilities and fleet maintenance.

FIRE DEPARTMENT

SERVICES
• Training: Assists personnel by providing structured
environment that develops and strengthens essential job skills and ensures workforce is always capable of performing quality public service whenever called upon, in a continuing state of readiness. Facilitates ongoing drills and exercises reflecting real- life experiences encountered in the field by firefighting crews. • Prevention: Engage in prevention activities and mitigate the impact of fire incidents byperforming inspections of
businesses, occupancies, and plan checks reviews as mandated by applicable law. Prevention Divisionalso investigates all major fires occurring within the jurisdiction of theSanta Maria Fire Department.

FIRE DEPARTMENT
• Hired and trained staff to perform
Prevention responsibilities, including
business inspections, plan reviews, and
investigation capabilities.
• Reinstituted third-grade school fire
safety program with field crews.
• Developed and implemented one-year
training calendar to meet operational
needs and standardize training for
personnel.
• Conducted detailed condition and
function assessment of all facilities and
gave updates to City Manager.

STATUS OF FY 23 - 24 GOALS

FIRE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:

Long-term financial sustainability Assess the departmental impact of the Santa Barbara County Ambulance contract. Explore options
and feasibility of providing facilities for ambulance
crews to enhance service.

Planning and infrastructure Revise and expand commercial building fire inspection program.

Re-evaluate assembly occupancy fire inspection
program. Confirm assembly occupancies are
identified and inspected annually.

Conduct detailed condition and function assessments
of each fire facility and give annual updates to the
City Manager.

FIRE DEPARTMENT
FY 24 -25 PROPOSED GOALS (CONT.)
Organizational well-being. Develop and implement a one-year training calendar to meet operational needs and to standardize training delivered to the field.

Evaluate and update policies to address the Fire
Department’s current and future needs.

Improve support for mental wellness for the fire service members through the acquisition of a therapy dog.

Streamline the ARFF certification process and train
personnel to meet ARFF qualifications.

Develop a plan for Acting Engineer and Captain to provide training for members, enhance skills, and prepare for
succession planning.

City Council two-year priorities:

Provide public safety resources Open an addition Engine company in the City to provide a better service deployment model for the residents and
businesses of the City.

BUDGET
Fiscal Years 2024-26

PUBLIC WORKS

DEPARTMENT

PUBLIC WORKS

DEPARTMENT OVERVIEW

PUBLIC WORKS DEPARTMENT SERVICES
• Administration: analyze department budget, advise and assist division leadership team on budget and quarterly reports, preparation of agreements, amendments, city leases, develop SOPs, training, HR liaison, and customer service.
• Engineering:
– Development & Traffic: development and coordination of all traffic and transportation projects in addition to issues presented at traffic committee.
– Capital & Construction: design and construction of new public infrastructure, preparation of plans and specifications for public works-related construction projects; the construction and inspection of projects; review, approval, and inspection of all public improvements including new commercial, industrial, and residential subdivisions such as streets, curbs, gutters, sidewalks, water mains, sewer lines, and drainage systems.
• Operations:
– Streets: provides oversight for the City’s rights-of-way. The goal is to provide a well-maintained street system for pedestrian, bicycle, and vehicle traffic within the City limits. The program consists of several subprograms that address streets maintenance including sidewalk and street maintenance and repairs. – Facilities: coordinates a variety of maintenance-related projects and services for the City facilities – Fleet: provides vehicle and equipment maintenance and replacement services for the City and operates all City fueling operations and equipment, and vehicle regulatory compliance. • Transit: Santa Maria Regional Transit (SMRT) system provides local and regional public transportation services, as mandated under State and Federal regulations, for the transit needs of the Santa Maria urban area and neighboring communities.

PUBLIC WORKS DEPARTMENT
• Finalized Team Dynamics implementation for management of sidewalk pavement for pedestrians.
• Design and begin construction on the Battles Path
improvements, to improve public access to recreation facilities • Completed crosswalk safety improvement plan for all
crosswalks near schools, while utilizing innovative design approaches to solving issues.
• Updated City specifications and drawings, ensuring the information is easily accessible online, to support efforts to streamline online permitting.
• Continuing to Standardize internal templates, Standard Operating Procedures (SOPs), and filing systems to streamline administrative operations, and minimize miscommunications. • Continuing to work with regional partners to leverage funds, identify and address gaps, and enhance regional transit service to improve interconnectivity between educational, medical, employment, and commercial centers located in Santa Maria and outlying communities.

STATUS OF FY 23 -24 GOALS

PUBLIC WORKS DEPARTMENT FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:

Departmental goals for 2024-25:

Long-term financial sustainability

• Coordinate with the Santa
Barbara County Association
of Governments (SBCAG) to
discuss funding opportunities
to enhance City of Santa
Maria infrastructure.

Community quality of life

• Complete Downtown
Frontage Improvements
utilizing Measure A Active
Transportation funding.

Planning and infrastructure

• Deploy and utilize new
asphalt equipment grinder
and paver. To perform
enhanced maintenance on
local roadways.

Organizational well-being

• During the upcoming fiscal
year, our Fleet Services
Division aims to establish and
successfully launch the
Central Coast Fleet Club.

PUBLIC WORKS DEPARTMENT FY 24 -25 PROPOSED GOALS
City Council two-year priorities:

Departmental goals for 2024-25:

New approach to economic
development

• Develop a comprehensive
Fleet Replacement Plan for
the municipal fleet,
establishing annual electric
vehicles (EVs).

Provide youth opportunities

• Foster strong community
engagement for an inclusive
public transit system.

Provide public safety resources

• Deploy a Computerized
Maintenance Management
System (CMMS) for Streets
personnel to efficiently
monitor maintenance
requests from residents
concerning asphalt, concrete,
street lighting, traffic signals,
RAW weed abatement, signs,
and paint.

Establish a staffing plan

• Fulfill recruitments to become
fully staffed organization.

PUBLIC WORKS DEPARTMENT
• Citywide Facilities- ADA Assessment to review existing facilities for ADA accessibility for residents and visitors. • Drainage Improvement Projects to reduce flooding,
enhance roadway safety, extend pavement lifespan,
infrastructure resilience and improved accessibility
• Active Transportation Plan projects on various streets to improve safety conditions.
• Enhanced Roadway Maintenance projects to maintain
the cities network of streets used for pavement
management and repairs.
• Roof Repairs to be completed on several city facilities to ensure longevity of buildings.

MAJOR CAPITAL IMPROVEMENT

PROJECTS

BUDGET
Fiscal Years 2024-26

RECREATION AND

PARKS DEPARTMENT
BUDGET
Fiscal Years 2025 & 2026

RECREATION AND PARKS OVERVIEW

RECREATION AND PARKS
• Youth Program – 6,300 youth
• SMORE Program, Whale Tail Program, Los Flores Ranch Programs, Swim Lesson
• Mayor's Youth Task Force/ McClelland St. Market - 49 youth • Civic Center Landscaping Project – Est. Completion Summer 2024 • Veteran's Memorial Plaza – Est. Completion Winter 2024 • Enos House and Japanese Community Center Project – Ongoing • Battles Road Beautification Project – Est. Completion Summer 2024 • Urban Forest Management Plan – Presentation to City Council June 4th • Parks Assessment (Condition) Report – Presentation to City Council June 4th • Organizational Assessment for the Department's Future Needs – Recommendations Included in the FY 2024-26 Budget
STATUS OF FY 23 -24 GOALS

RECREATION AND PARKS
• Completed and opened the new Machado Plaza
• Installed floodlights at Adam Park and Crossroads Basin • Installed 3 Pickleball courts at Minami Park
• Installed a new futsal court at Buena Vista Park
• Installed ADA-friendly trail at Preisker Park
• Graffiti Clean-up – 275,000 square feet
MAJOR ACCOMPLISHMENTS – PARKS DIVISION
Courts at Minami Community Center, Arbor Day Tree Planting, Preisker Lane Trailhead, Machado Plaza

RECREATION AND PARKS
• Reopened Newlove Center and initiated after-school programs • Special Events – Tree Lighting, 4th of July, Dia De Los Muertos Festival
• Programs for Active Living at Mussell Center
• Put over 2,500 youth through after-school programs
• Over 9,360 hours used by patrons at the Paul Nelson Aquatics Center • Over 50,000 hours used by individuals, organizations, leagues, and clubs at City sports fields and courts
• Baseball/Softball
• Soccer
• Football
• Futsal
• Pickleball
MAJOR ACCOMPLISHMENTS – RECREATION DIVISION

RECREATION AND PARKS
MAJOR ACCOMPLISHMENTS – CITY RANGERS
• 148 hours of training (Laws of arrest & Search & seizure, crisis intervention training, de-escalation, emergency vehicle operations, all terrain vehicle enforcement, Human Trafficking, Axon taser instructor, and Axon body camera. • Career Development (S.T.A.R.T. Academy, Supervisor's Academy, and GROW Cohort III, P .O.S.T. Leadership)
• Specialized equipment (ATV patrol transport trailer, ATV patrol vehicle, Axon body cameras, Axon Taser 10 platform, and 3 E-Bikes)
• Community outreach - Tobacco Retail Enforcement (Enforcing local & state laws, educational outreach, "Shoulder tap operations.")
• Retrieved 7,000+ abandoned shopping carts

RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS
City Council Goals for 2024-26 Department Goals for 2024-25 Long-term financial sustainability
Make forward progress on implementing a City-wide Landscape Maintenance District, including a sustainable supplemental funding source for the district.

Community quality of life
Develop implementation plan for installation of public art across the City in alignment with the recommendations of the
Community Leisure Needs and Public Art Five-Year Master Plan.

Planning and infrastructure
Make forward progress on the construction of the Sports Complex. Continue to seek out additional funding sources for the project.

Organizational well-being
Finalize the implementation of the department’s operational restructuring, including expanded front-line supervision and middle management, employee training and development
towards succession planning, and enhanced efficiencies in customer service.

CITY OF SANTA MARIA
City Council Two-year Priorities Department Goals for 2024-25 New approach to economic development
Make forward progress on capital projects including, DeJoy Avenue and Taylor Street pocket park projects; the Veterans’ Memorial Park project; the Smith/Enos House and Japanese Community Center projects; and Battles Road Multi-purpose trail beautification project. Continue to seek out additional funding sources for these projects.

Provide youth opportunities
Bring forward to the Recreation and Parks Commission final recommendations for the Community Leisure Needs and Public Art Five-Year Master Plan. Conduct a comprehensive review of current youth programs, assessing their effectiveness,
relevance, and fee structures, while utilizing the Leisure Needs Assessment framework to guide the development and
implementation of future youth programs. Expand and diversify the Mayor’s Youth Task Force to prevent youth violence.

Develop and implement a plan to increase youth programming, including at Abel Maldanado Youth Center.

RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS (continued)

CITY OF SANTA MARIA
City Council Two-year Priorities Department Goals for 2024-25 Provide public safety resources
Promote safety in and around public spaces, encourage
environmental sustainability, and create opportunities for social engagement, through the implementation of new technologies, increased Ranger training, and public education around parks and open spaces.

Establish a staffing plan
Implement the Urban Forest Master Plan, including education, outreach, and updates to the City Municipal Code. (Including staffing)

RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS (continued)

RECREATION AND PARKS
FY 24 -25 PROPOSED GOALS – ACTION ITEMS
• Review of community centers and expansion of hours and activities • Youth programs - Expanded
• Adult programs – Gap group
• Active Living Programs
• Review existing rates and fees
• Seek additional funding sources for expanding programs and services • Expand community events – Additional festival and events

RECREATION AND PARKS
• Santa Maria Community Sports
Complex
• Battles Road Corridor Rehabilitation
& Beautification Project
• Smith-Enos Ranch Park and
Japanese Community Center
• DeJoy Street Pocket Park
• Taylor Street Pocket Park
• Veteran’s Memorial Park Renovation

MAJOR CAPITAL IMPROVEMENT PROJECTS

BUDGET
Fiscal Years 2024 - 2026

LIBRARY DEPARTMENT

LIBRARY DEPARTMENT OVERVIEW
Director of
Library
Administration Main Library
Adult Services Youth Services Circulation
Services Outreach
Bookmobile
Branch
Libraries
Library
Website/
Virtual Library

LIBRARY DEPARTMENT

SERVICES
• Main Library: Central hub for providing library services to about 170,000 people in northern Santa Barbara County.
• Branch Libraries: Since 1961, Santa Barbara County has contracted with the City of Santa Maria to provide library services in Cuyama, Guadalupe, Los Alamos, and Orcutt.
• Administration: Budgeting, payroll, accounts payable, meeting room reservations, publicity, and curate art displays.
• Adult Services: Curate special collections, create and implement adult-focused programming, provide research tools and information for job seekers, veterans, and adults.
• Youth Services: Create programming for youth aged 0-18 and families, Build and maintain a youth focused collection, foster an environment for children to learn and grow, support parents, caregivers, and teachers in their work with children of all ages. • Circulation Services: Oversee the borrowing of materials, passport processing, interlibrary loans, issue library cards, and manage the bookstore. • Outreach/Bookmobile: Attend outreaches, bring library and literacy services to the community, and form partnerships to grow library service.

LIBRARY DEPARTMENT
STATUS OF FY 23 -24 GOALS
• Enhanced Library program opportunities for children and families by partnering with Children’s Resource and Referral and other community organizations to establish an Early Learning Library Hub and Library programs in alternate community physical locations around the community.
• Supported the Smart City, Safe City vision by expanding Bookmobile services in the City.
• Implemented two part-time dedicated Library Security Officers, through Measure U funding, to provide continued safety for Public Library users and staff. • Laid the framework for creating an internal professional development series for library personnel to increase technical proficiency and industry knowledge, leading to higher staff engagement and job satisfaction.
• Evaluated current trends for collection development and circulation to adjust purchasing allocations, maximizing available funding, and increasing operational efficiency.

LIBRARY DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:

Departmental Goals for 2024-25:

Long-term financial sustainability

• Research and evaluate opportunities to
diversify Library funding by seeking grant
opportunities focused on capital projects,
professional development, and
augmentation of collections and
programs, to continue an elevated Library
experience for the community.

Community quality of life

• Continue to promote increased quality of
life and the Smart City Safe City Initiative
with access to library services embedded
into the community through expanded
bookmobile services, outreaches, and at
least two additional library/community
partnerships focusing on non-traditional
library services.
• Collaborate with Public Works to begin
the next phase of planned second floor
space redesign to enhance patron library
experience, increase safety, and align
with current library user needs.

Planning and infrastructure

• Analyze and streamline current library
processes to increase use of technology
and decrease paper-based systems,
improving efficiency and reducing costs,
in preparation of the ERP.

Organizational well-being.

• Confirm Library operating values and
create an internal/external
communications strategy to effectively
demonstrate the nature and purpose of
library services and boost engagement
with the library, to align with the Citywide
Communication Plan.

LIBRARY DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council two-year priorities:

Departmental Goals for 2024-25:

New approach to economic development

• Redesign the layout of the Library café
and lobby area to create flexible space for
revenue building ventures and to offer an
environment that welcomes community
engagement and encourages participation
in Library resources.

Provide youth opportunities

• Partner with school districts and
community organizations to gather data
on school readiness gaps to complete an
updated library early learning needs
assessment. This will be used to inform
potential updates to early learning
programming opportunities.

Provide public safety resources

• Coordinate with Recreation and Parks
and Human Resources to develop and
implement a collaborative evaluation
system for new Library Security Guards to
ensure that both security and Library
industry acumen are represented, and
employees are performing consistently.

Establish a staffing plan

• Examine current staffing, anticipate future
needs and design a forward-thinking
staffing plan to address Library workforce
retention, development and engagement,
as part of the Library’s strategic plan.

LIBRARY DEPARTMENT

MAJOR CAPITAL IMPROVEMENT PROJECTS
• Begin next phase of the library space redesign project, to meet anticipated patron needs, enhance safety and the Library experience.

BUDGET
Fiscal Years 2024-26

COMMUNITY DEVELOPMENT

DEPARTMENT

COMMUNITY

DEVELOPMENT OVERVIEW

COMMUNITY DEVELOPMENT

SERVICES
• Planning: Discretionary project review, building permit application plan check, environmental review, General Plan updates and long-range planning, and zoning code amendments. Planning Commission and Downtown Committee support. Provides public information • Building and Safety: Plan check services (plan review, fee collection), issuance of building permits and business licenses, building inspections, provide public information • Code Enforcement: Enforces the City’s Municipal Code and addresses and mitigates against neighborhood blight and substandard housing conditions. Responds to complaints from residents and businesses. Community education and outreach • Community Programs: Administers the Federal Community Development Block Grant (CDBG) Program, the HOME Investment Partnership (HOME) Program, and other related Federal and State grant programs. Implements many special projects and programs related to affordable housing, public services, public and non-profit facilities

COMMUNITY DEVELOPMENT
• Continued the comprehensive update to the City’s General Plan for target year 2045. Completed the Alternatives Phase with the City Council’s direction in December 2023
• Achieved State certification of the City’s General Plan Housing Element by State Housing and Community Development (HCD) • Continue implementation of the Downtown Specific Plan, by working with property owners and developers to encourage construction of new housing, retail and employment uses and amenities.
• Updated the City’s permitting software, Trak-It, to the new Central Square Community Development software. Transitioned from paper plan review to digital plan review and online submittals
STATUS OF FY 23 -24
GOALS

COMMUNITY DEVELOPMENT FY 24- 25 PROPOSED GOALS
City Council goals for 2024-26 Department goals for 2024-25 Long-term financial sustainability Continue the multi-year process of a comprehensive update to the City’s General Plan, following direction from the City Council on a Preferred Alternative direction for future growth. Aim for final adoption in FY 2025-26.

Community quality of life Implement the adopted and State certified 6 th Cycle (2023-2031)
Housing Element programs and monitor and report on the results of the programs through the annual progress report, pursuant to Government Code section 65400.

Provide youth opportunities Utilize both public and private investments to stimulate Downtown, including City-owned parcels within Downtown, and in compliance with the State’s Surplus Lands Act. Complete the Development Agreement between the City and its selected partner, Vernon Group, on the surplus parcels, including affordability covenants on a percentage of the residential housing units, and agreements to provide community amenities in Downtown, such as commercial and entertainment uses, open spaces and plazas
COMMUNITY DEVELOPMENT FY 24- 25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 Organizational well-being Coordinate with downtown property owners, including Santa Maria Town Center, on property improvement efforts. Begin the multi-year process of creating a Downtown Business Improvement District, in collaboration with the Chamber of Commerce, to identify its geographic scope and establish a funding mechanism for downtown enhancements.

New approach to economic
development
Facilitate the continued planning and development of the Area 9 Specific Plan and work with property owners and developers to provide infrastructure to support future uses that would result in new employment opportunities. If residential uses are proposed in Area 9, ensure land use compatibility between differing uses and adequate public services and amenities for future residents.

Provide public safety resources Continue proactive Code Enforcement efforts to reduce blight, graffiti, illegal dumping, and secondary effects from homeless encampments in the residential and business community. Engage with community residents through quarterly, bilingual “Walk and Talk” programs.

Community quality of life Continue to participate in the potential development and implementation of a grant-funded, workforce homebuyer down payment assistance program to assist qualifying, first-time homebuyers.

COMMUNITY DEVELOPMENT FY 24- 25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 Community quality of life To establish defined architectural and site standards in an effort to maintain high-quality design and construction, and to streamline project review, staff will bring to the Planning Commission and the City Council for adoption, Objective Design Standards for residential developments.

Planning and Infrastructure The City will be working with the Santa Barbara County Local Agency Formation Commission (LAFCO) on a Memorandum of Agreement (MOA) for Sphere of Influence boundaries and the identification of areas for future growth and/or for preservation. The City will also work closely with Santa Barbara County and other jurisdictions and agencies in this effort.

Community quality of life Engage in seeking and potentially securing grants and other outside funding to address homeless-related items. This may be done independently or collaboratively with other agencies and municipalities.

Work cooperatively with other agencies and service providers to reduce homelessness and the impacts of homelessness on the community.

BUDGET
Fiscal Years 2024-26

CITY ATTORNEY -

PROSECUTOR OFFICE

AND RISK DIVISION
CITY ATTORNEY –

PROSECUTOR OFFICE

AND RISK DIVISION

OVERVIEW

CITY ATTORNEY

RISK MANAGER

ASSISTANT
CITY

ATTORNEY

ASSISTANT
CITY

PROSECUTOR

LEGAL OFFICE

MANAGER

ASSISTANT RISK

MANAGERLEGAL OFFICE

SPECIALIST

CONFIDENTIAL
RISK

TECHNICIAN

CONFIDENTIAL
RISK

TECHNICIAN

ASSISTANT
CITY

ATTORNEY

CITY ATTORNEY -

PROSECUTOR OFFICE

AND RISK DIVISION

SERVICES
• Legal: Work with City departments to revise outdated policies and practices which pose a legal liability to the City and to align policies and procedures with best practices; defending or prosecuting lawsuits where the City is a party or overseeing the selection of and litigation by outside counsel; and criminal prosecution of misdemeanor Municipal Code violations.
• Risk Management: Daily address workers’ compensation claims, settlements, outside counsel, and the program in general; defending the City, its officers, and employees in civil litigation; coordinating and monitoring the investigation, settlement, and litigation arising out of personal injury, workers’ compensation, personnel and all other claims brought against the City; analyzing City policies and practices to discover legal liabilities. • Administration: Provide legal advice to City officials and staff; drafting contracts, opinions, resolutions, and ordinances and Municipal Code updates; performing liaison activities with the news media and the local bar; networking with other cities and legal counsel through the League of California Cities and local bar associations.

CITY ATTORNEY

PROSECUTOR OFFICE

AND RISK DIVISION
• Worked closely with Risk Manager to establish additional attorney's pool. This enhancement streamlined current practices in litigation, improving communication, costs, and more timely case closures. Adding Risk Management to the Division allows for superior legal coverage to the City.
• Represented the Police Department in multiple cases referencing the Gun Violence Restraining Order. These hearings reduce the occurrence of gun violence within the City.
• Hired an Assistant City Prosecutor. This hire will permit for increased caseload brought in-house and will continue to improve City processes and costs.

STATUS OF FY 23 -24
GOALS

CITY ATTORNEY –

PROSECUTOR OFFICE

AND RISK DIVISION
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26: Departmental goals for 2024-25:

Long-term financial sustainability Coordinate with City Manager’s office and Finance with the creation of workers’ compensation and general liability reserve policy and funding of accounts to provide future reserves to prepare for volatility in insurance market, have city in good standing for insurers and potential loss of coverage.

Community quality of life Cooperate with Code Enforcement in developing an updated policy for responding to Municipal Code
Violations and obtaining compliance.

Planning and infrastructure Continue to assist the Community Development Department with developer negotiations, toward
achieving the revitalization of the City’s downtown.

Organizational well-being. Work collaboratively with other City Departments to assist with the development and implementation of the
Enterprise Resource Planning project.

CITY ATTORNEY –

PROSECUTOR OFFICE

AND RISK DIVISION
FY 24 -25 PROPOSED GOALS
City Council two-year priorities: Departmental goals for 2024-25:

New approach to economic development Collaborate with the Community Development Department on the comprehensive update to the General Plan; participate in the coordination with regional partners on the
implementation of the General Plan and Preferred Land Use Alternative.

Provide youth opportunities Continue to assist in the purchase of land and development of the sports complex at Blosser Ranch.

Provide public safety resources Develop City’s misdemeanor prosecution procedures and begin prosecuting misdemeanors
Establish a staffing plan Strategically plan and further establish the development of Risk Management Division that includes staffing levels to better protect the City from frivolous and non-meritorious claims.

BUDGET
Fiscal Years 2024-26

CITY MANAGER'S
OFFICE

CITY MANAGER'S

OFFICE OVERVIEW

CITY MANAGER'S

OFFICE OVERVIEW

CITY MANAGER'S
OFFICE

SERVICES
• Administration:
• Inform the City Council regarding community issues
• Work with departments to advance City Council goals and priorities • Conduct management analyses, organizational and budgetary reviews • Coordinate information to the public through a variety of media platforms • Human Resources:
• Employment Services: planning, acquisition, retention, and development of a qualified workforce
• Employee/Employer Labor Relations: conduct collective bargaining, advise and guide departments in the disciplinary process

CITY MANAGER'S
OFFICE

SERVICES
• Records/City Clerk:
• Prepare, distribute, and post City Council agenda, minutes and materials • Protect, preserve and manage official City records
• Promote resident representation on boards, commissions, and committees • Elections:
• Conduct regular and special municipal elections
• Information Technology:
• Support all City departments with technology and telecommunication services • Ensure the security and integrity of data stored on the City's network • Develop and operate a comprehensive Geographic Information System (GIS)

CITY MANAGER'S OFFICE
• Develop a budget that addresses the City's
long-term financial obligations and priorities
• Advanced City-wide communications
• Launched the Smart City, Safe City campaign
and associated Neighborhood Connect
program
• Completed full implementation of upgrading
and improving communications hardware,
software, and security
• Implemented additional aspects of the
Alignment Project, including employee
development and training through GROW
and Center for Organization Effectiveness
STATUS OF FY 23 -24 GOALS

CITY MANAGER'S OFFICE FY 24- 25 PROPOSED GOALS
City Council goals for 2024-26 Department goals for 2024-25 Long-term financial sustainability Develop a budget that addresses the City's long-term financial obligations and priorities.

Community quality of life Expand the Neighborhood Connect portal with more categories for the public to report non-emergency issues Planning and infrastructure Recommend and support land use and development policies that minimize long-term operation and
maintenance costs
Organization well-being Review and update personnel policies and procedures, municipal codes, City Administrative Memorandums
("CAMs")
Streamline and automate public meeting preparations
Complete a City-wide classification and compensation
study
CITY MANAGER'S OFFICE FY 24- 25 PROPOSED GOALS
City Council 2-year priorities Department goals for 2024-25 New approach to economic
development
Provide a more responsive and focused economic
development program, by establishing an in-house
economic development manager focused on downtown
revitalization, business attraction and retention
Provide youth opportunities Support the efforts of the Library and Recreation and Parks Departments in providing creative, impactful and
well-funded programs for youth
Provide public safety resources Support the efforts of the Police, Fire, Code Enforcement and City Rangers in their efforts to
provide top level safety services
Establish a staffing plan Develop a City-wide recruitment philosophy and corresponding City-wide staffing plan

CITY MANAGER'S OFFICE
Mayor’s Task Force Mission
Statement:

We exist to ensure safe and healthy
opportunities for our youth to reduce
youth violence by mobilizing and
aligning community resources through
prevention, intervention, enforcement
and re-entry.

Mayor’s Task Force Vision:

Safe and healthy youth connected to
their families, schools, communities,
and futures.

MAYOR’S TASK FORCE ON

YOUTH SAFETY

BUDGET
Fiscal Years 2024-26

FINANCE DEPARTMENT

FINANCE DEPARTMENT OVERVIEW
2024-26 Goals and Objectives
Director of
Finance
Administration
Accounting
Payroll
Budget
Grants
Revenue
Business
License
Utility Billing
Cutomer
Service

FINANCE DEPARTMENT

SERVICES
• Administration: analyze City’s financial position, advise city management on business factors affecting the City’s fiscal environment, ensure fiscal sustainability, develop fiscal policies and procedures, ensure that divisions’ technical capabilities remain current
• Accounting: financial statements, accounts payable and accounts receivable • Budget: budget development and monitoring
• Grants: compliance oversight, grants accounting, and reporting • Payroll: citywide payroll processing and reporting
• Revenue: treasury, banking, and business license
• Utility Billing: water, wastewater, and solid waste utility billing and customer service

FINANCE DEPARTMENT
• Finalized selection of the new ERP system and
awarded contract to selected vendor in the multi-year
process to update this backbone software, and in
alignment with Smart City, Safe City.
• Identified Business Process Improvements to be
implemented with through the ERP
• Caught-up Financial Reporting to current post
COVID-19 pandemic.
• Continued to increase transitioning utility billing
customers to online options.
• Supported business community by continuing to
improve online payment options and paperless
business license application capabilities.

STATUS OF FY 23 -24
GOALS

FINANCE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council goals for 2024-26:

Departmental goals for 2024-25:

Long-term financial sustainability

• Prepare long-term fiscal forecasts,
review and make
recommendations for fiscal policies
to support long-term fiscal
sustainability.
• Recommend revenue
enhancement solutions.

Community quality of life

• Enhance customer online self-
service capabilities for Utility Billing
and Business Licensing through
implementation of the Enterprise
Resource Planning System.

Planning and infrastructure

• Prepare fiscal recommendations
for ongoing investment in
infrastructure.

Organizational well-being.

• Implement Phase 1 of Enterprise
Resource Planning System.
• Prepare Finance Policies &
Procedures Guidebook.

FINANCE DEPARTMENT
FY 24 -25 PROPOSED GOALS
City Council two-year priorities:

Departmental goals for 2024-25:

New approach to economic development

• Assist with economic development
business model and analysis.

Provide youth opportunities

• Assist Recreation & Parks
Department in assessment of fees
analysis for recreation programs
including youth opportunities.

Provide public safety resources

• Monitor Measure U expenditures
and prepare audited financial
statements to ensure Measure U
dollars are spent within the Council
adopted policies.

Establish a staffing plan

• Develop staffing plan for Finance
Department for post Enterprise
Resource Planning System
Implementation.