Operations and Maintenance Budget
Fiscal Year 2022-23
DRAFT
CITY COUNCIL
Mayor
Chris Rogers
Vice Mayor
Eddie Alvarez
Council Members
Victoria Fleming
Dianna MacDonald
Natalie Rogers
John Sawyer
Tom Schwedhelm
City Manager
Maraskeshia Smith
City Attorney
Sue Gallagher
FY 2022-23
OPERATIONS AND MAINTENANCE BUDGET
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Budget Document Producers
Department Budget Coordinators
Budget Team
Veronica Conner Budget & Financial Analysis Manager
Mike Frugoli Financial Analyst
Tricia Mason Financial Analyst
Jose Morales Financial Analyst
Scott Wagner Financial Analyst
Other Contributors
Alan Alton Chief Financial Officer
Technical Advisor
Brian Tickner IT Manager
Shawn Moore Programmer Analyst
City Attorney’s Office Information Technology
Kathryn Marko Brian Tickner
City Council/City Manager’s Office Planning & Economic Development Elizabeth Licursi Kate Goldfine
Communications & Intergovernmental
Relations
Police
Pam Lorence
Alexa Popplewell
Finance Recreation & Community Engagement
Lisa Gebhart-Longhurst Jason Parrish
Fire Santa Rosa Water
Scott Westrope Kimberly Zunino
Housing & Community Services Transportation & Public Works Kate Goldfine Renee Young
Human Resources
Dominique Blanquie/Jeremia Mills
BUDGET ACKNOWLEDGEMENTS
PRESENTED TO
City of Santa Rosa
California
For the Fiscal Year Beginning
July 01, 2021
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
Table of Contents
TRANSMITTAL & BUDGET OVERVIEW
1 City Manager’s Budget Transmittal Letter
5 Guide to the Document
9 Budget Overview
15 Capital Improvement Program
19 City Council Goals
21 Measure O Overview
25 Budget Process and Calendar
CITY & ORGANIZATION OVERVIEW
27 Organizational Values
28 City of Santa Rosa Organizational Chart
29 City at a Glance
31 City Profile and Demographics
SUMMARY FINANCIAL INFORMATION
33 All City Funds Schedule
35 Enterprise Funds Schedule
37 Internal Services Funds Schedule
39 Fund Use by Department
41 City Revenues
45 Multi-Year Revenue Summary
46 Multi-Year Expenditure Summary
47 City Debt
49 FTE Staffing Summary
53 Long Range Financial Forecast
DEPARTMENTS
57 City Attorney’s Office
63 City Council
69 City Manager’s Office
77 Communications & Intergovernmental Relations
81 Finance
89 Fire
97 Housing & Community Services
101 Housing Authority
107 Human Resources
113 Information Technology
119 Non-Departmental
123 Planning & Economic Development
131 Police
137 Recreation & Community Engagement
145 Santa Rosa Water
155 Successor Agency to the Redevelopment Agency
157 Transportation & Public Works
APPENDIX
169 Policies
175
177
Gann (Appropriation) Limit
Budget Resolutions
193 Glossary
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July 1, 2022
To: Mayor Rogers, the City Council, and the Residents of Santa Rosa
I am pleased to submit the Fiscal Year (FY) 2022-23 Operations and Maintenance Budget for the City of Santa Rosa. Over the past several years, the City has dealt with several disasters, and is poised to emerge from the COVID-19 pandemic. The emphasis of this budget is a return to basics by focusing on co re services like health and safety, replacing aging infrastructure, reducing crime, maintaining overgrown weeds and vegetation, protecting our watershed, maintaining streets, and much more . This budget also invests in City staff by restoring cuts to train ing and other basic operational funding reduced in recent budgets. And while potential emergencies or disasters have become more of a normal occurrence in the region, City staff will focus on being proactive in addressing these issues going forward.
During FY 2021-22, the Council adopted spending plans for American Rescue Plan Act (ARPA) funding, of which the City’s allocation was $34.6 million, and finalized spending plans for the remainder of the $95 million of PG&E settlement funds resulting from the 2017 Tubbs Fire. These funds will be used to provide services to underserved communities in the City, assist with the continued rebuilding effort in areas still impacted by the Tubbs Fire, provide for wildfire resiliency in the City’s Wildland Urban Interfa ce, and provide for fiscal stability for the General Fund.
FY 2022-23 Budget Summary
The City’s total proposed budget for FY 2022-23, including Operations and Capital Improvement Program (CIP) is $478.8 million, which represents a $3.9 million, or 0.8 percent, increase over the prior year adopted budget. The total operating budget, net of CIP budget, is $410.4 million, which represents a $26.8 million, or 7.0% increase. The increase in operational budget is due primarily to Memorandum of Understanding (MOU) increases that were agreed to in FY 2021-22. The CIP budget is $68.4 million, which represents a $22.9 million, or 25.1% decrease over the prior year. This is due to one -time appropriations in FY 2021- 22 of approximately $30 million for the Ultraviolet (UV) disinfection project at the Laguna Treatment Plant.
The City’s General Fund expenditures increased by $7.8 million, or 4.2%, a total of $190.3 million. This increase is primarily d ue to MOU increases to salaries and increases in the City’s cost of CalPERS unaccrued liability. While the City’s General Fund expenditures increased year over year, they are offset by increases in revenue estimates, resulting in a balanced budget for FY 2022-23.
As the City rebounds from the COVID-19 pandemic, many of the General Fund revenue sources that were affected by the pandemic have recovered. As such, the City increased revenue estimates for FY 2021-22 in February and built estimates off that t rendline for FY 2022 -23. The balanced General Fund budget reflects lower transfers out of the General Fund due to ARPA funding for some projects.
Santa Rosa implemented fiscal strategies to address the City’s long -term pension obligations and to provide more transparency and predictability of Fire Department large capital equipment replacement.
These addressed Council Goals for Fiscal Stability. In May 2022, the City Council approved the 1 City Manager’s Budget Transmittal
establishment of a Section 115 Trust to pre -fund the City’s CalPERS UAL pension obligations. The City established the Trust with an account for General Fund pension obligations, and a separate account for Water Department pension obligations. The City made an initial deposit of $10 million of General Fund fiscal stability reserve funds set aside from the City’s PG&E settlement, and $4.4 million from the Water Department enterprise reserves. Beginning in FY 2024 -25, the City will retire the debt service on its existing Pension Obligation Bonds and redirect those Gener al Fund and Water Fund debt service payments to the Section 115 Trust. This will provide an annual contribution to the Trust with no negative impact to budget.
Prior to this year, the City did not budget Fire Department large capital equipment, i.e., fi re engines, fire trucks and other apparatus, in the City’s Equipment Replacement Fund. Instead, when one of those assets would come to the end of its useful life, the City would request funds to purchase a replacement asset from the City’s General Fund. This process resulted in an incomplete representation of the Fire Department budget on an ongoing basis and made it difficult to plan for the use of General Fund expenditures.
To fix this process, the City transferred $2.7 million from the General Fund fiscal stability reserve funds to the City’s Equipment Replacement Fund. This amount was sufficient to bring all Fire Department large capital equipment into the Fund and updated replacement cost . Beginning in FY 2023 -24, the annual equipment replacement cost will be included in the Fire Department budget.
City Council Goals
The City Council met on February 24, 2022 to develop their goals and priorities for the upcoming year. The City Council’s Mission statement “To provide high quality public services and cultivate a vibrant, resilient, and livable City” and the Vision statement: “Santa Rosa – Leading the North Bay.”
City Council Goals For FY 2022/23
Goal
Deliver housing for all Pursue housing options for residents of all income levels.
Reduce homelessness and
its impacts
Partner with key stakeholders to offer housing and support service to the unsheltered and address the e issues and causes of homelessness.
Ensure a healthy and safe
community for all
Ensure the public’s safety by engaging residents and using a broad range of proactive approaches.
Promote economic and
community vibrancy
Sustain and develop a diverse and thriving economy that benefits Santa Rosa residents and businesses and contributes to the community’s economic health.
Build and maintain
sustainable infrastructure
Invest in and maintain infrastructure that supports environmental sustainability and supports a vibrant City.
Achieve organizational
excellence
Create a high-performing organization that is proactive; fiscally sound; promotes diversity, equity, and inclusion ; and reliably delivers outstanding services to the community.
2 City Manager’s Budget Transmittal
Budget Process
The Finance Department maintains a Long-Range Financial Forecast (LRFF) for the General Fund. The LRFF is a planning tool for forecasting ongoing General Fund revenues and expenditures. Staff analyzes at least five years of revenue and expenditure trends and known future impacts to develop assumptions that drive the LRFF estimates. Budget staff updates the LRFF at the beginning of the budget process in January, and when the budget is adopted.
City departments are given Guidelines for preparing their budgets in January. These Guidelines factor in the current c ondition of the General Fund and the strength of the local economy, provid ing direction for development of operating budgets. The City Council meets to establish goals and priorities in February.
Departments develop budget to meet basic services to the c ommunity, and to advance the goals and priorities developed by the City Council during the Goal Setting process. In addition, the City holds a public hearing at the beginning of the budget cycle to solicit public input on budget priorities.
Budget Document Structure
Following the Transmittal Letter is the Guide to the Budget Document, then the Budget Overview which highlights key elements of the budget. Further sections provide information on the Capital Improvement Program, City Council Goals, Measure O, and a Budget Process explanation and calendar. There are sections with general City and organizational information, summary financial information, and a review of the City’s Long Range Financial Forecast. Departmental sections include the department’s mission and outlines initiatives for the coming fiscal year and accomplishments from the prio r year, emphasizing activities that fulfill City Council goals.
Acknowledgements
Facilitation of the budget process and the development of a budget d ocument is a major undertaking. I would like to express my gratitude and appreciation to all departments, departmental budget coordinators, and the City Council for their efforts, support, and deliberation during the budget process. Lastly, I would like to extend a special thanks to the City’s Chief Financial Officer, Alan Alton, and the Budget and Financial Planning team in the Finance Department: Veronica Conner, Scott Wagner, Mike Frugoli, Tricia Mason, and Jose Morales. Collectively they provide tremendous resource and expertise coordinating the citywide efforts on budget and capital p lan development, forecast up dates, and document production. I also congratulate this team on receiving the Government Finance Officer’s Distinguished Budget Presentation Award for the 2021-22 Fiscal Year Budget.
Conclusion
The FY 2022-23 is reflective of the goal of developing a fiscally responsible budget, that while balanced, provides a significant investment in City staff development. Staff will continue to monitor budget forecasts, work with the Long-Term Financial Planning and Audit Subc ommittee to report budget performance and strategies for solving financial issues affecting the General Fund and other funds. This includes monitoring local economic conditions and reporting out on evidence that points toward an economic downturn.
There are challenges to be faced in the years ahead. The City was able to establish many programs in the community with ARPA and other one-time funding opportunities; however, it is unclear if any of those programs, should they prove successful, will become a lo ng-term liability to the General Fund. The City has a sizeable amount of deferred infrastructure, including facilities, storm drains, and roads. Staff will be looking for creative solutions to meet those infrastructure needs. 3 City Manager’s Budget Transmittal
Most all labor groups entered into agreements that will expire on June 30, 2024. Part of the agreements negotiated for the current contracts include classification and compensation studies performed for most City classifications, the results of which will be part of future negotiations. The results of those negotiations will have a future impact on all City funds.
Finally, City staff and the City Council are working together to accomplish significant goals established by the Council and other initiatives. The more notable accomplishments include:
• Adopted spending plans for ARPA and PG&E Settlement Funds • Successfully launched City’s inRESPONSE program
• Implemented the City’s Safe Parking program allowing vehicle parking and wraparound services for people experiencing homelessness
• Issued 1,404 housing units in 2021 with 472 being affordable to lower incomes • Re-opened a broad range of recreation programs after the COVID shut down • Developed and deployed an online application and review process for short-term rentals • Built the MaryLou Low-Rider Patrol Car
• Launched the Down payment Assistance Program
• Implemented a Vegetation Management Program for Wildfire Resiliency and added $5.3 million in grant funding
• Completed the Urban Water Management Plan and Water Shortage Contingency Plan
The City is also grateful for the tremendous participation of residents as we develop tools to solicit feedback from the community as we develop the budget. We continue to look for new ways to make it easier for the public to participate in budget development and receive financial and statistical information about the services we provide to the community. I look forward to working together on solutions that will continue making Santa Rosa a great place to live and do business.
Sincerely,
Maraskeshia S. Smith
City Manager
4 Guide to the Document
The budget is a spending plan for the financial resources available to the City. These resources allow the City to provide services to meet the needs of Santa Rosa residents. The City Council and City employees respond to the community’s needs in part thro ugh the budget. It balances not only revenues and expenditures but also community priorities and interests.
DOCUMENT ORGANIZATION
The document is organized into sections separated by tabbed pages that provide quick identification of its contents.
The Table of Contents lists every item in the document and its page number. The other sections of the document are described below.
Transmittal, Guide, and Budget Overview
The City Manager’s Budget Transmittal introduces the budget. This section sets the context for budget decisions by describing the condi tions affecting the budget and outlines major initiatives underway and challenges for the next year. This Guide to the Document explains the format and organization of the document and includes a section on the City’s budget practices and policies. The Budget Overview summarizes the budget and focuses on its financial implications, including revenue and expenditure trends.
Following the Budget Overview is a summary of the City’s Capital Improvement Program budget and a list of projects receiving funding.
This section also includes a segment detailing the City Council’s goals. Every year, the Council meets to develop its goals for the coming period. At that time, the Council outlines the goals, proposes strategies, and works with City staff to develop work plans. To show the City’s progress and efforts towards the goals, each goal has been assigned a number. These numbers appear in each department’s section next to the Strategic Goals and Initiatives and the Accomplishments that relate to that goal. The associated goals show departments’ continuing efforts toward furthering and achieving the Council’s goals.
An overview of the Measure O budget (Santa Rosa’s quarter cent sales tax to fund the Public Safety and Violence Prevention program), a de scription of the budget process, and a budget calendar are also included in this section of the document.
City and Organization Overview
This section contains a Citywide organizational chart, which includes names of the major programs of each department; the City’s Organizationa l Values; general information about Santa Rosa; a brief historical background; demographics, and statistics.
5 Guide to the Document
Summary Financial Information
Included in this section are the Summary financial tables for the General Fund, Enterprise Fu nds, and Internal Service Funds. Analyses of the City’s debts and revenues, City wide staffing information, and a Long Range Financial Forecast are also included in this section.
• All City Funds Schedule: Local government budgets are organized by funds in order to segregate and account for restricted resources. Each fund is a separate accounting entity. The General Fund provides the resources for many of the services cities typically offer. The All City Funds summary schedule consolidates all funds Citywide and pres ents the total resources and the total use of resources.
• Enterprise Fund Schedule: These funds account for City activities that are operated in a manner similar to private enterprises and receive revenues from fees charged to customers. • Internal Service Funds Schedule: These funds are used to report the activities that provide goods and services to other funds, departments or component units of the City programs and activities. • Fund Use by Department: This matrix shows the relationship between the various funds and the City’s departments.
• Multi-Year Revenue and Expenditure Summaries: These two schedules provide a multi -year summary of Revenues by Fund and Expenditures by Fund. Each schedule reflects three prior years of actual results, the budget or estimates for the previous fiscal year, and the current year’s budget. • FTE Staffing Summary: This schedule provides a description of Ci tywide position changes, including a table showing five years of staffing levels for each department. • Long Range Financial Forecast (LRFF): This schedule displays the current budget of the General Fund as well as forecasted revenue, expenditures, transfers , and reserve balances for the next four years. The LRFF is intended to serve as a tool for financial planning and decision making in the years ahead, and the City aims to update this forecast annually.
Department Detail
The majority of the budget document is divided into departmental sections. A variety of information, both financial and narrative, is provided for each department. Each section contains the following information:
• Mission Statement: A statement explaining why a department exists. • Department Description: A description of the services provided by the department, intended to give the reader an understanding of the scope and breadth of ongoing functions and responsibilities of a service area.
• FTE By Program: A graphic representation of each depa rtment’s programs. The number of employees in a program is included. These charts are representative of a point in time; the number of employees in a program for any department fluctuates throughout the year. • Strategic Goals and Initiatives: A list of initiatives the department hopes to begin or accomplish over the next fiscal year. Initiatives related to City Council goals are designated with the number of the corresponding goal.
• Major Budget Changes: A description of the department’s major increases and decreases compared to the previous year’s budget.
• Expenditures by Program: A financial table showing funds used to support departmental activities that provide benefits and services Citywide. It also provides historical information so the reader can examine trends and previous funding levels.
6 Guide to the Document
• Expenditures by Category: A financial table showing salary, benefits, operating and capital costs associated with the department. It also provides historical information so the reader can examine trends and previous funding levels.
• Expenditures by Fund: A financial table showing the funds from which the department receives financial resources. It also provides historical information so the reader can examine trends and previous funding levels.
• Authorized Full-Time Equivalent (FTE) Positions - All Funds: A table showing the staffing level of each department for the current fiscal year and the prior four fiscal years. • Performance Measures : A collection of statistical data measuring the achievements of each department.
• Prior Fiscal Year Accomplishments: A list of the department’s accomplishments from the previous fiscal year. Accomplishments related to City Council goals are designated with the number of the corresponding goal.
• Looking Ahead: An overview of future projects and priorities unique to each individual department.
Reading Expenditures Tables
The Expenditures Tables in each department’s section include the 2-year’s prior actual data, the prior year’s adopted budget, and the current fiscal year budget as it was adopted by the City Council during the City’s annual Budget Hearings in June.
Appendix
This section contains the General Fund reserve policy and other policies of interest, the City’s annual Gann (Appropriations) Limit details , and the budget resolutions . A Glossary of Terms, related to budgeting in general and the City of Santa Rosa particularly, can be found in this section.
BUDGET PRACTICES AND POLICIES
Basis of Accounting
The budget is developed on a modified accrual basis of accounting, for governmental fund types (General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds), adjusted for encumbrance accounting. Under the modified accrual basis, revenues are recognized when they become susceptible to accrual (i.e. when they become both measurable and available). “Measurable” means the amount can be determined , and “available” means collectable within the current period or soon enough thereafter to be used to pay liabilities of t he current period. Expenditures are recorded when the related fund liability is incurred.
Proprietary fund s (Enterprise Funds and Internal Service Funds) use the economic resources measurement focus and the accrual basis of accounting. Revenues are record ed when earned and expenses are recorded when liabilities are incurred, regardless of when the related cash flows take place.
Basis of Budgeting
Budgets are adopted for all governmental funds, except for certain Special Revenue Funds. All budgets are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) adjusted for the accounting of encumbrances. The budget is legally required to be adopted prior to July 1 for the ensuing year.
7 Guide to the Document
The City Manager is authorized to transfer an unlimited amount of appropriations within any fund so long as the total appropriations are not increased. The City Manager is also authorized to transfer up to $50,000 of appropriations between funds. In addition, the City Manager is authorized to transfer up to $100,000 of appropriations between funds within one Enterprise activity. Only the City Council has the authority to increase total appropria tions, subject to the appropriation limitations set by state law. Budget appropriations lapse at the end of the fiscal year, with the exception of contract commitments and capital improvements, which are carried over until the commitment is met, or the project has been completed.
The legal level of budgetary control is by fund, although budgets are adopted within funds at the department/division level in all operating funds and at the project level in the capital projects funds.
Reserve Policies
The General Fund maintains a reserve policy based on City Council approval. The policy states that the General Fund reserve will be maintained at between 15 -17% of expenditures. All other major City funds also have reserve policies that dictate minimum balances. Mo re information on policies can be found in the Appendix.
8 Budget Overview
Introduction
Santa Rosa’s Fiscal Year (FY) 2022-23 Operating and Capital Budget is $478.8 million across all funds and is comprised of $410.4 million of operational funding and $68.4 million of capital project funding. This represents a total increase of $3.9 million or 0.8% over the FY 2021-22 adopted budget. Operations are increasing by $26.8 million or 7% and the Capital Improvement Program (CIP) is decreasing by $22.9 million or -25.1%, as shown in the following table.
FUND TYPE
FY 2021-22
ADOPTED
BUDGET
(in millions)
FY 2022-23
ADOPTED
BUDGET
(in millions)
$ Dollar
Increase/
(Decrease)
(in millions)
% Percent
Increase/
(Decrease)
General Fund $182.5 $190.3 $7.8 4.2%
Enterprise Funds (Operating) 132.1 140.6 8.5 6.4%
Enterprise Funds (CIP) 66.3 37.8 -28.5 -43.0%
Other Funds (CIP) 25.0 30.6 5.6 22.4%
Special Revenue Funds 16.6 16.5 -0.1 -0.6%
Other Funds 5.3 5.4 0.1 1.9%
Housing Authority 44.1 54.6 10.5 23.8%
Successor Agency to RDA 3.0 3.0 0.0 0.0%
TOTAL $474.9 $478.8 $3.9 0.8%
Operations (net of CIP) $383.6 $410.4 $26.8 7.0%
CIP only $91.3 $68.4 -$22.9 -25.1%
General Fund
The City of Santa Rosa’s FY 2022 -23 General Fund budget is balanced, with revenues and transfers in equaling expenditures and transfers out. With challenges in recent years including wildfires, Public Safety Power Shutoffs, and the COIVID -19 pandemic, the City has passed a deficit budget for several budget cycles. Fortunately, revenues have not been as impacted as anticipated by the pandemic, and with careful planning of expenditures, the General Fund will be in balance for the next fiscal year.
The FY 2022-23 General Fund expenditure budget of $190.3 million increased by $7.8 million or 4.2% from the prior fiscal year. Expenditures can be broken down into thr ee broad categories – Salaries and Benefits, Services & Supplies , and Operating Projects. The Salaries and Benefits category represents $147.4 million or 77% of the total General Fund budget. Services and Supplies account for another $40.7 million or 21% of the total, with the remaining $2.1 million or 2% representing operating projects in the General Fund. Changes from the prior fiscal year’s adopted budget, by category, are as follows:
General Fund Salaries and Benefits: Salaries increased by $2.9 million or 3.4% and benefits increased by $3.4 million or 6.1% from the FY 2021-22 adopted budget. The increase in salaries corresponds to MOU negotiations and an increase of 1.0 FTE position. The increase in benefits is primarily related to the increase in unfunded liability.
General Fund Services and Supplies: Increase of $ 1.9 million or 5.0% from the FY 2021-22 adopted budget. The additions in this broad category include increases in Vehicle Expenses, Information Technology costs, and Liability and Property insurance costs. Vehicle Expenses have increased due to gasoline and the increase in service and maintenance costs. Information Technology costs increased as the City shifted towards more employees working remotely and the cost of online permitting software.
9 Budget Overview
General Fund Operating Projects: Decreased by $437K or -17% from the FY 2021-22 adopted budget.
The operating projects vary year over year depending on the individual project timelines.
FY 2022-23 General Fund Budgeted Expenditures
CATEGORY
EXPENDITURES
(in millions)
Salaries $88.4
Benefits 59.0
Professional Services 14.2
Vehicle Expense 6.4
Operational Supplies 3.4
Utilities 5.3
Information Technology 5.8
Liability/Property Insurance 3.3
Other Miscellaneous 2.3
Capital Outlay 0.1
O&M Projects 2.1
TOTAL $190.3
FY 2022-23 General Fund Expenditures – % by Category
10 Budget Overview
FY 2022-23 General Fund Budgeted Expenditures
DEPARTMENT
EXPENDITURES
(in millions)
Administration* $20.0
Housing & Community Services 0.2
Fire 49.8
Planning & Economic Development 17.3
Police 68.5
Recreation & Community Engagement 10.1
Transportation & Public Works 32.6
Water 0.7
Non-Departmental -8.9
TOTAL $190.3
*Administration departments include City Attorney, City Council, City Manager, Communications & Intergovernmental Relations Office, Finance and Human Resources.
FY 2022-23 General Fund Expenditures – % by Department
FY 2022-23 General Fund revenues are estimated at $197.5 million, an increase of $19 million or 10.7% over the FY 2021-22 adopted budget. The COVID-19 pandemic had less of an effect than predicted on the local economy and many of the City’s revenue streams performed better than initially anticipated so a midyear increase to the revenue budget was approved for a total of $7.5 million. Sales tax is projected to continue to increase, for a total incre ase of $12.2 million or 19.6% higher than the FY 2021-22 adopted budget. Sales tax is the largest revenue source for the City’s General Fund, accounting for 38% of the total General Fund revenue. Many other revenues are projected to increase at a modest increase including 11 Budget Overview
Real Property Transfer tax, Business tax, building and development permit, and recreation revenue. In FY 2022-23 Property tax is expected to increase by 8.7% from FY 2021-22 adopted budget.
For more information on General Fund revenues, please see the City Revenues in the Summary Financial Information section of this document.
FY 2022-23 General Fund Budgeted Revenues
SOURCE
REVENUES
(in millions)
Property Tax $34.7
Sales Tax 74.7
Utility Users Tax 10.7
Other Taxes 27.9
Vehicle License Fees 16.5
Permits, Fines and Charges 11.8
Recreational Revenue 2.8
Interfund Charges 10
Intergovernmental, Interest & Misc. 8.4
TOTAL $197.5
FY 2022-23 General Fund Revenues – % by Source
General Fund Conclusion
In FY 2021-22, the COVID-19 pandemic did not have as disastrous an effect as expected on the City’s General Fund revenue, which resulted in less of an impact on the General fund reserve balance than anticipated. The FY 2022-23 General fund is a balanced budget, with revenues and transfers in equaling expenditures and transfers out. Going forward, t he City still has considerable work to do to balance growing expenditures to on -going revenue. Currently, the City is t aking a conservative approach to appropriating expenditures with ongoing implications that may be difficult to sustain in the long run. 12 Budget Overview
Enterprise Funds
As noted in the fund chart at the beginning of this overview section, the Enterprise funds budgets include both Operational and CIP elements, $ 140.6M and $ 37.8M respectively . The Water Enterprise Funds (Water, Local Wastewater, and Subregional Wastewa ter) make up the vast majority, $155.4M of the $178.4M total Enterprise funds budgets. The Enterprise Funds FY 20 22-23 budget is comprised of the following:
$ 0.5 million - Golf Funds
$ 3.4 million - Parking Funds
$ 15.2 million - Transit Funds
$ 2.8 million - Storm Water Funds
$ 50.5 million - Water Funds
$ 78.1 million - Local Wastewater Funds
$ 24.0 million - Subregional Wastewater Funds
Special Revenue Funds
The FY 2022-23 Special Revenue Funds budget of $38.4 million is comprised of the following:
$12.0 million - Measure O Funds
$ 3.0 million - County Measure M Grants
$ 2.4 million - Measure M Parks 2019
$ 1.8 million - Measure M
$ 8.9 million - Gas Tax
$ 3.3 million - ARPA Federal Stimulus
$ 0.4 million - Homeless Shelter Operations & Mobile Home Rent Stabilization Funds $ 0.5 million - Santa Rosa City Tourism BIA Fund
$ 3.0 million - Capital Facilities Fee
$ 2.0 million - Park Development Fees
$ 1.1 million - All other funds
Other Funds
Total Other Funds FY 2022-23 budget of $5 million includes the non-enterprise Debt Service Funds with a budget of $4.5 million, Trust and Agency Funds with a budget of $0.3 million, and the Special Assessment Funds with a budget of $0.14 million.
Housing Authority & Successor Agency to the Redevelopment Agency The Housing Authority’s FY 2022-23 budget is $48.5 million with the majority of the funding for the Housing Choice Voucher P rogram. The $3.0 million budget for the Successor Agency to the Redevelopment Agency reflects approved funding agreements and debt service payments, per the Recognized Obligation Payment Schedule (ROPS).
Full-Time Equivalent Discussion
The FY 2022-23 budget has a total staffing count of 1,278.5 Full-Time Equivalents (FTE) across all funds.
Staffing levels increased by 31.50 FTEs or 2.5% from last fiscal year’s adopted budget. For a more detailed position explanation, see the FTE Staffing Summary under the Summary of Financial Information section. 13 This page intentionally left blank
14 Capital Improvement Program (CIP)
The City of Santa Rosa’s Capital Improvement Program (CIP) is a planning tool that is intended to evaluate the City’s long-range capital needs and prioritize them over the upcoming fiscal year, which comprises the Capital Budget for Council approval.
Project List by Department
The table below lists the projects being funded in FY 20 22-23. For more information on any of the CIP projects, please refer to the FY 20 22-23 Capital Improvement Program budget document. It includes detailed information about each project and information on funding sources. Copies of the FY 2022-23 CIP document are available online at the Finance Department page on srcity.org.
Project Number / Title 2022-23
Request
Department: City Manager
42130 - SJH Capital Roof & Nav Ctr $340,000
City Manager Department Total $340,000
Department: Finance
42082 - Garage 5 Repairs $14,840
45020 - Garage 3 Repairs $157,685
45022 - Garage 1 Repairs $114,674
45216 - Lot 10 Reconstruction $353,863
Finance Department Total $641,062
Department: Fire Department
05054 - New Fire Station- South Santa Rosa $167,749
05094 - Relocation of Fire Station 8 $167,749
05096 - Temporary Fire Station 5 $167,749
Fire Department Total $503,247
Department: SR Water
54001 - Storm Water Drainage Improvement $368,315
54004 - Storm Water Creek Restoration $50,000
54009 - Santa Rosa Creek Ecosystem Restoration $25,000
54014 - Paulin Creek Restoration $25,000
54030 - Colgan Creek Restore Phase 3 $375,000
55420 - Water Supply Planning-Urban Water Management Plan $550,000 55498 - Local Water Repairs-Urgent Projects $291,000
55505 - Warranty Punchlist - Water $25,000
55511 - Pre-Design - Water $190,000
55523 - Groundwater Supply Development $100,000
55574 - Water CIP Contingency $742,700
15 Capital Improvement Program (CIP)
55623 - Water Main Replacement Sherwood Forest Area Phase I $1,600,000 55671 – Water Station Repair: Meyers Drive $70,000
55716 - Water Main Replacement: Streamside to Elaine $70,000 55730 - SC TPW Coordination Various Locations $75,000
55731 – Cobblestone Drive Zone R2-R4 Water Main Connect $40,000 55732 - S10 High Flow Retrofit $900,000
55758 – Leete Well Rehabilitation $500,000
55762 - Water Main Replacement Sonoma and Montgomery RCF $500,000 55764 – Seismic Water Quality Upgrades R9 AR16 R17 $5,500,000 55769 – Potable Water Pumps Reservoirs Category F $1,400,000 55788 - Water Main Replacement Terra Linda Buena Vista $400,000 55794 – Emergency Ground Well Bennett Valley GC $1,000,000 55795 – Water Tanks Condition Assessment 2021 $250,000
70551 - Local Repairs-Urgent Projects $100,000
70553 - Warranty Punchlist - Sewer $26,900
70556 - Pre-Design, Planning, Budget &GIS-Sewer $100,000 70590 - Local WW CIP Contingency $250,000
70600 - Sewer Main Replacement: Albany Clement Milano Richmond $845,000 70669 - Wastewater Planning $50,000
70677 – Sewer Trunk Lining Design Build $9,950,000
70707 - Sewer Main Replacement: Meyers- Steele to Admin Drive $140,000 70738 – Los Alamos Trunk: Elaine to Melita $400,000
70757 – Cross Town Trunk Replacement Ph1 $200,000
70785 - Sewer Main Replacement Alderbrook and Denton $800,000 70811 - Sewer Main Replacement Terra Linda Buena Vista $250,000 86489 – Laguna Treatment Plant On-Call Contractor $330,000 86571 - Subregional Mitigation Bank Development $3,000,000 86572 – Laguna Treatment Plan Electrical Infrastructure Replacement $2,330,000 86586 – Upsize Geysers Connect Delta Pond $1,530,000
86627 – Warranty Punch List Subregional $10,000
86648 – Electrical on Call Contract $300,000
86651 – Laguna Treatment Plant Aeration Basin Improvements $1,000,000 86652 – Biosolid Management Strategic Plan Phase 2 $500,000 Water Department Total $37,158,915
Department: Transportation and Public Works
09541 - Fremont Park $881,108
09556 - South Davis Park $848,616
09595 - Southeast Play Equip Rehab $469,805
09632 - Finley Aquatic Ctr Water Feature $1,275,085
09708 - ADA Settlement-Facilities Project $1,200,000
09744 – Southwest Zone Play Equipment $1,000,000
16 Capital Improvement Program (CIP)
09748 - Park Amenities Cap Replacement $2,454,086
17015 - Sidewalk Program $275,301
17075 - Hearn Avenue at Highway 101 Interchange $3,081,166 17116 – Slurry Seal Prep &Traffic Control $150,000
17134 - Traffic Safety Projects $25,000
17238 - Pavement Markings - Various Locations $100,000
17291 - Walkways for School Pedestrian $10,000
17293 - Cast In-Place SD Repair/Replacement $50,000
17336 - Audible Pedestrian Signal Head $50,000
17379 - Replace Wood Street Light Pole $100,000
17381 - Highway 101 Bike/Pedestrian Overcrossing $10,750,000 17444 - Fulton-Guerneville Road-Piner-Widening $358,000 17450 - Contract Pavement Preventive Maintenance $150,000 17474 - Santa Rosa Ave Corridor Plan $400,000
17477 – Pre-Design Planning CIP $250,000
17508 - Signal Battery Backup $26,000
17546 - Signal Bike Vehicle Detect Various $50,000
17573 - Roseland Pavement Maintenance $662,000
17579 - Survey Equipment Replacement $25,000
17592 - Road Rule 20A Piner Road $60,000
17608 – Public Works On Call Projects-Phase 1 $350,000
17610 – Sonoma Ave Reconstruction Farmers-Hahman $830,000 17612 – Calistoga Rd. -Montecito-Hwy12 $100,000
17613 - B Street High-Traffic Slurry $500,000
17649 - TPW CIP Contingency $2,380,251
17652 - Northeast Bike-Ped Connection $50,000
17654 - Low Impact Development at Municipal Services Center North $260,000 54016 - Materials Lab Equip Replacement $105,000
54035 - Parker Hill-Paulin Creek Erosion $25,000
54057 - McMinn Ave Storm Drain Replace $50,000
54058 - Sherwood Forest SD Repairs $81,000
54059 - Storm Drain Repairs On-call $333,000
Transportation and Public Works Department Total $29,765,418 Total FY 2022-23 CAPITAL BUDGET REQUEST $68,408,642
Conclusion
As in recent years, the FY 202 2-23 CIP Budget was developed within the limited financial resources available. Development fees, grants, special sales taxes, and enterprise fund revenues are not adequate to fund all the necessary infrastructure improvements identified in the City. Staff wi ll continue to pursue grants, but additional funding mechanisms will be needed in the future to adequately fund adopted capital plans and ongoing maintenance of existing and future facilities. 17 This page intentionally left blank
18 City Council Goals
Santa Rosa, located in coastal Northern California, is the largest city between San Fr ancisco and Portland, Oregon. The ideal climate, wine country and redwood location , provides City residents and visitors an unmatched quality of life. The region offers residents, businesses, and visitors distinctive experiences that include a vibrant downtown; breathtaking open space, creeks, and greenbelts; clean air and water; and countless cultural and recreational events all taking place in an ethnical ly and culturally diverse environment. However, Santa Rosa faces challenges common to many communities of comparable size including traffic congestion , budgetary and service delivery concerns. To address the needs and challenges, the City Council provides policy direction based on a set of goals designed to bring out the best in Santa Rosa.
Annually and early in the calendar year , the City Council and Executive Team meet to establish the Council goals and priorities at the City Council Goal Setting Workshop. The 2022 workshop took place in a social distanced environment on February 24 & 25, 2022. The City Council identified six priorities f or FY 22-23 they are listed in order below.
Priorities
1. Deliver housing for all
2. Reduce homelessness and its impacts
3. Ensure a healthy and safe community for all
4. Promote economic and community vibrancy
5. Build and maintain sustainable infrastructure
6. Achieve organizational excellence
19 This page intentionally left blank
20 Measure O Overview
In November 2004, the voters in Santa Rosa passed Measure O, a quarter cent sales tax increase to fund Police, Fire, and Violence Prevention programs. The proceeds from the tax are divided 40%, 40% and 20%, respectively. Because the revenue from this incre ase is intended to fund specific programs, the increase was considered a “special tax” and as such, had to pass with a 2/3 majority vote. The City began receiving revenue from the tax increase in May of 2005. Revenue generated by the sales tax has averaged $8.5M annually since its inception. Revenues for FY 2022-23 are budgeted at $11M.
Measure O funding is to be spent according to the Implementation Plan established by the City Council.
This plan provides funding for a variety of specific programs benefiting the community, including additional Fire and Police department personnel and equipment, financial contributions for large projects such as a new fire station, and funding for youth and violence prevention and intervention programs. The funding provides leadership, coordination and resources to the
Santa Rosa Violence Prevention Partnership and
continuum of youth and family services that work
together toward the prevention and reduction of youth
and gang violence in Santa Rosa. It also p rovides
funding for direct services and high-quality youth
development programs in high -need areas of Santa
Rosa. For more information on Measure O, please visit
http://srcity.org/188/Measure-O-Oversight-Committee
To ensure the proper use of Measure O funds, a citizen
oversight committee was appointed by the City
Council. This committee’s mission is to ensure that all revenues received are spent only on permissible uses, which are defined in the ordinance establishi ng the special tax. The citizen oversight committee reviews Measure O appropriations prior to the City Council budget hearings, and reports to the Council on the use of the previous year’s funds each fall.
The FY 2022-23 Measure O budget provides
funding for positions consistent with the uses and
purposes outlined in the Implementation Plan. All
departments are subject to ongoing labor
agreements that negotiate annual salary increases.
City-wide salaries, benefits, and retirement costs
also are on the rise in FY 20 22-23. Measure O
authorized positions for FY 2022-23 totaled 35.0
FTE; 10.0 in the Fire department, 16.0 in the Police
department and 9.0 in Violence Prevention.
21 Measure O Overview
The following budget highlights point out major budget changes for each program:
Fire: In FY 2022-23, Salaries and Benefits budgeted expenditures increased by a combined $22K, due to MOU negotiations. Administrative Overhead increased by $9K year over year, and aside from an increase of $13K in Liability & Property Insurance, the department had no significant changes to their Services and Supplies budget.
Police: In FY 2022-23, the Police department added two student-intern positions to assist with Community Engagement. The department added $155K to purchase in -car cameras for all marked patrol vehicles.
Aside from an increase of $13K in Liability and Property Insurance, Vehicle repair and replacement costs represent the majority of the overall $ 24K rise in Services and Supplies expenditures. Administrative Overhead increased by $9K.
Violence Prevention: Violence Prevention has a reduction of $140K in salaries and benefits for FY 2022- 23 due to the temporary underfill of the Violence Prevention Manager position. Services and Supplies also had no significant changes, as evidenced by the small decrease of $7K variance. The Violence Prevention CHOICE Grants Program increased by $84K overall.
22 Measure O Overview
FIRE - MEASURE O: FY 2021-22 FY 2022-23
Adopted + changes Adopted
Budget Budget Change
Salaries 2,193,024 2,190,273 (2,751) Benefits 1,347,457 1,372,618 25,161 Services and Supplies 781,878 141,486 (640,392) Administrative Overhead 112,486 121,620 9,134 Total Operating 4,434,845 3,825,997 (608,848) Debt Service - Fountaingrove Fire Station 367,727 367,727 - TOTAL FIRE - MEASURE O 4,802,572 4,193,724 (608,848) POLICE - MEASURE O: FY 2021-22 FY 2022-23
Adopted + changes Adopted
Budget Budget Change
Salaries 2,218,169 2,151,396 (66,773) Benefits 1,592,465 1,552,382 (40,083) Services and Supplies 204,595 384,278 179,683 Administrative Overhead 112,486 121,620 9,134 Total Operating 4,127,715 4,209,676 81,961 TOTAL POLICE - MEASURE O 4,127,715 4,209,676 81,961 VIOLENCE PREVENTION FY 2021-22 FY 2022-23
MEASURE O: Adopted + changes Adopted Budget Budget Change
Salaries 1,026,290 950,697 (75,593) Benefits 405,262 371,084 (34,178) Services and Supplies 161,373 159,265 (2,108) Grants Program 799,020 883,900 84,880 Administrative Overhead 56,244 60,810 4,566 Total Operating 2,448,189 2,425,756 (22,433) TOTAL VIOLENCE PREV - MEASURE O 2,448,189 2,425,756 (22,433) TOTAL - ALL MEASURE O FUNDS 11,378,476 10,829,156 (549,320) 23 This page intentionally left blank
24 Budget Process and Calendar
The City of Santa Rosa is on a fiscal year schedule running from July 1 through June 30 and is required by City Charter section 28 (d) to have an adopted budget by June 30 each year. In order to have a finished budget by June, Santa Rosa’s budget cycle begins in December.
Every year in December, Budget and Financial Planning staff begins to compile budget assumptions for all expenditure categories. Included are assumptions for salary increases where bargaining units are under contract, estimated benefit costs and assumptions for increases in supplies and other expenses.
Revenues are analyzed and a detailed forecast for the upcoming year is prepared. Expenditure assumptions are compared with proposed revenues, and it is determined if budget reductions are necessary or if additional department needs can be funded. Budget guidelines are prepared based on these assumptions and are forwarded to departments for their use during the budget process.
During the first quarter of the year, the City Council holds a public hearing to solicit information from Santa Rosa residents on their budget priorities. The input from the public hearing provides Council members and City staff input prior to the Council Goal setting process and the development of the City’s budget. The City encourages public participation through City Council public hearings, financial updates, community outreach events and the online budget comment form. In February and March, departments prepare their operations and maintenance budgets based on the budget guidelines, public feedback from outreach events, City Council goals and priorities, and Strategic Planning initiatives. The Capital Improvement Program (CIP) budget process runs parallel with the operations and maintenance budget process. For more information on the CIP, please see that section of this document or the CIP budget document.
In March and April, the Budget and Financial Planning staff reviews each department’s budget and prepares the budgets for review by the Chief Financial Officer. The Chief Financial Officer and the City Manager review the requests and make adjustments as needed. The proposed budget requests are reviewed by the full Council during study sessions in April and May. Budget and Financial Planning staff prepares a draft budget document that is made available to the public around June 1. The City Council holds public hearings in mid-June and generally adopts the Operations and Maintenance and Capital Improvement Program budgets at the end of the hearings. The final budget document is then printed and distributed.
Around mid-year, the Budget and Financial Planning staff presents financial updates to the Council and the public. The update includes a discussion on whether the budget needs to be modified based on changes to revenue sources and other factors. While the budget development process runs from December through June, Budget and Financial Planning staff, the Chief Financial Officer and departments are constantly monitoring the budget throughout the year.
25 Budget Process and Calendar
Residents Mayor & City Council City Administration
December • Input on Budget Priorities
• Direct contact with Mayor
and Council by attending
City Council meetings and
study sessions
• Community outreach events
and online budget comment
form
• Receive information from
the public
• Gather assumptions for
upcoming year’s budget
process
• Receive information from
the public
January
February
• Provide input during annual
budget priorities public
hearing
• Participate in community
outreach events
• Participate in Mid-Year
Financial update
• Receive input at budget
priorities public hearing and
community outreach events
• Receive information from
Mid-Year Financial Update,
offer guidance and feedback
• Participate in City Council
goal setting session
(every 2 years)
• Receive input at public
hearing and community
outreach events for use in
preparation of upcoming FY
budget
• Present Mid-Year Financial
Update to Council and public
for the General Fund and the
Capital Improvement
Program
• Prepare upcoming FY
budget request
March
• Offer feedback to Council
and staff by attending City
Council meetings, written
correspondence and online
budget comment form
• Receive feedback from the
public and staff through City
Council meetings, written
correspondence and online
budget comment form.
• Review and refine each
department budget request
for upcoming Fiscal Year
• Analyze budget balancing
strategies and service
delivery options within the
constraints of the financial
outlook
April
May
• Attend City Council study
sessions to gain information
and offer input
• Attend City Council study
sessions
• Prepare materials for review
by the Council and public
• Review the budget with City
Council at study sessions
• Refine as necessary based
on feedback
June • Attend Budget Public
Hearing (last chance to
provide feedback on
proposed budget)
• Attend City Council Budget
Public Hearing to review
each department’s budget
with department
representatives and Budget
staff
• Prepare draft budget
documents for review by
Council and public at public
counters and online
• Prepare materials to be
reviewed at Budget Public
Hearing
• Participate in Budget Public
Hearing and present final
information to Council and
the public
July
August
• Finalize the budget
documents, print copies,
post online and ensure
public and Council access to
information
26 We are committed to a creative process which develops mutual respect and pride in ourselves and the community.
To this end we value:
ORGANIZATIONAL VALUES
Providing Quality Service
Encouraging Accessibility, Open Communication and
Participation in Decision Making
Seeking and Celebrating Diversity
Developing an Environment of Mutual Trust,
Fairness, Sensitivity and Dignity
Promoting Confidence in the Individual Capabilities
and Cooperation Throughout the Organization
Adapting to the Changing Circumstances of the
Community
27 City of Santa Rosa Organizational Chart
28 City at a Glance
As the county seat of Sonoma County , Santa Rosa is the center of trade, government, commerce , and medical
facilities for the North Bay Area. Located just 55 miles north of San Francisco and 30 miles east of the Pacific Ocean, Santa Rosa is close to more than 400 Sonoma County
wineries and 197 golf courses. Other available recreational pursuits include hot air ballooning, spas, and river sports, not to mention the famous Sonoma County cuisine. With
fine schools that include a renowned junior college, a wealth of businesses and services, abundant recreational
opportunities including many beautiful parks, and a superb climate in which to enjoy them . Santa Rosa has all the elements that create a unique and vibrant community.
Santa Rosa is home to the Sonoma County Museum which hosts a variety of diverse exhibits throughout the year. The Charles M. Schulz Museum and Research Center, a tribute to the life and art of one of our most famous citizens, is also located here. As the weather warms, the Wednesday Night Downtown Market can be found along 4th Street, featuring an array of booths with food, music, agricultural products, arts, and crafts.
Santa Rosa is known as one of the top cycling destinations in the world and in the past has hosted a stage, start or finish of the Amgen Tour of California. The Amgen Tour was the only event on the top-level World Tour in the United States, and it drew large crowds and visitors to the area. The City has also hosted Levi’s GranFondo, started by former professional cyclist Levi Leipheimer, which benefits local communities and charities.
In addition to being a top cycling destination Santa Rosa host the Santa Rosa Marathon with a start and finish at the Old Courthouse Square in downtown.
The race offers a 5K and 10K distances as alternatives to the full marathon.
On summer evenings, there are outdoor concerts in Ju illiard Park and Courthouse Square that fill the air with music. Live theater is available at the Santa Rosa Junior College Summer Repertory Theatre, the Luther Burbank Center for the Arts, and the 6 th Street Playhouse. In addition to theatre, the Luther Burbank Center hosts concerts, comedians , and other exciting events.
History
Santa Rosa’s history is rich in culture, and many different groups have called this area their home. Pomo, Miwok, and Wappo Indians originally populated the area, followed by the Spanish in the early 1800s. The first deeded land was held as the Rancho Cabeza de Santa Rosa and was given to Señora Maria Ignacia Lopez de Carrillo by Spanish authorities.
Señora Carrillo was the mother-in-law of General Vallejo, commander of the Mexican forces north of the Presidio of San Francisco. In 1837 , the Señora built an adobe structure at the junction of old Native American trading routes near present -day Farmers Lane and Highway 12. The ruins still stand today adjacent to St. Eugene’s Church.
According to popular legend, this area was named Santa Rosa by Father Juan Amorosa. After baptizing a young Native American woman in a stream, he followed the usual custom of naming rivers and creeks for Photo from Charles M Schultz museum website
29 City at a Glance
saints. Because the baptism took place on the day of the Feast of Santa Rosa de Lima, Santa Rosa was the name given to the stream (and later to the whole valley) as well as the young woman who was baptized.
The discovery of gold and California’s statehood gradually produced more traffic along the roads past Santa Rosa. Some who originally came seeking gold realized that farming in the rich Santa Rosa valley would bring them even more wealth. An agricultural community soon flourished.
In the early 1850s, other travelers came to Santa Rosa to establish commercial ventures. Three enterprising businessmen, Berthold “Barney” Hoen, Feodor Gustav Hahman, and William Hartman rented the Carrillo Adobe and opened Hoen & Company. Hoen and his partners soon purchased another tract of land a mile downstream which had originally belonged to Julio Carrillo, a son of the Señora. This land was next to a tract still in Julio’s ownership. Convincing Julio to join their partnership, they plotted out a town and called it Santa Rosa, offering lots for $25 each.
Barney Hoen, sensing the politic al and economic currents, started a campaign in 1854 to bring the county seat to Santa Rosa. He promised that he and others would donate land for the courthouse , and he and Julio Carrillo offered to donate land for a town square. Their promise worked and county residents voted to transfer the county seat from Sonoma to Santa Rosa. Once the vote was in, a mule team was dispatched to physically move the County archives, and the deed was done.
In 1867, the town of just a few hundred residents was granted incorporation by the County Board of Supervisors. The State of California affirmed the incorporation in 1868, and that is considered the year of Santa Rosa’s official birth. The next seven years saw Santa Rosa’s population increase tenfold.
Luther Burbank
Luther Burbank was born in Lancaster, Massachusetts on March 7, 1849. He moved to Santa Rosa, California in 1875, where he made his home for more than 50 years. It was here that the famed horticulturalist conducted the plant breeding experiments t hat brought him world renown. In California, Burbank’s birthday is celebrated as Arbor Day, and trees are planted in his memory.
One of Burbank’s goals was to manipulate the characteristics of plants , and thereby increase the world’s food supply. Burbank developed an improved spineless cactus which could provide forage for livestock in desert regions. During his career, Burbank introduced more than 800 new varieties of plants, including over 200 varieties of fruits, many vegetables, nuts and grains, and hundreds of ornamental flowers.
Burbank was a friend of both Thomas Edison and Henry Ford, and both men visited the Burbank home. It was Burbank’s legacy that cast the City of Santa Rosa as the “City Designed for Living” and inspired the annual Rose Par ade which celebrates Burbank’s memory and showcases the people and talents of the community.
Upon Burbank’s death in 1926, he was buried near his greenhouse on the grounds of his home. Burbank’s home and gardens are located in downtown Santa Rosa and have been certified as Registered National, State, City, and Horticultural Historical Landmarks.
The museum and grounds, located at Santa Rosa Avenue and Sonoma Avenue in Santa Rosa, offer a delightful way to spend an afternoon and a chance to learn more abou t Burbank’s life. More than an acre of gardens include many of Burbank’s unique horticultural contributions.
Cactus, walnuts, and fruit trees are living reminders of his handiwork. Many unusual varieties of plants and new horticultural introductions are represented. Several of Burbank’s originals thrive there. 30 City Profile and Demographics
LOCATION
The City of Santa Rosa is located in central Sonoma
County, about 55 miles north of San Francisco and
30 miles inland from the Pacific Ocean. Major access
to Santa Rosa is from Highways 12 and 101.
AREA
Santa Rosa contains 41.5 square miles. The City’s
Urban Growth Boundary includes 45 square miles.
Santa Rosa is 167 feet above sea level, and we are
the 28th largest city in the state.
According to the latest US Census Bureau 201 6-
2020, there are approximately 2.6 3 persons per
household, the median age is 38.8 and the me dian
household income is $80,472. The homeownership
rate was 55.2% with a median value of $571,600 for
owner-occupied homes. Regarding the education of
Santa Rosa residents, the survey states 86.2% are
high school graduates and 33.8% have a bachelor’s
degree or beyon d. The gender distribution is 52%
female and 48% male. Approximately 10% of the City
of Santa Rosa’s population lives below poverty level.
Major Employers (2021)
Employer Employees
County of Sonoma 3,876
Kaiser Permanente 3,109
Santa Rosa Junior College 2,729
St. Joseph Health System 2,115
Santa Rosa School District 1,607
Keysight/Agilent Technologies 1,300
City of Santa Rosa 1,247
Medtronic/Arterial Vascular Eng. 1,100
Sutter Medical Center of Santa Rosa 1,100
Safeway 760
Total 18,943
Source: US Census Bureau,2014-2018 American Community Survey 5-Year Estimates The US Census Bureau estimates the City of
Santa Rosa population at 178,127 (2020). The
unemployment rate, provided by The U.S.
Bureau of Labor Statistics, was 3.0% (March
2022).
The table to the right displays Santa Rosa’ s
major employers.
Source: City of Santa Rosa CAFR; all figures approximate 31 This page intentionally left blank
32 All City Funds Schedule
The “All City Funds” schedule on the following page groups the City’s Funds into six categories:
• General Fund
• Enterprise Funds
• Special Revenue Funds
• Other Funds
• Housing Authority
• Successor Agency to the former Redevelopment Agency
The first four groups are the operating funds of the City, and the last two are special classes of funds.
The General Fund is the primary operating fund of the City, used to account for all revenues and expenditures of the City not legally restricted as to use or required to be accounted for in another fund.
The majority of funding of City operations and most of the City’s services are derived from the first four groups.
The “All City Funds” sched ule consolidates all funds City wide and presents the total available resources and total use of resources, including beginning fund balances, revenues, expenditures, transfers in and transfers out. Estimated reserves at the beginning of the new fiscal year are shown at the top of the report. These amounts are calculated based on forecasted activity for the remainder of the prior fiscal year. Anticipated revenues are included in the next section of the sched ule.
Transfers in are indicated on the next line. Expenditures are listed by department for each funding source in the next section. The net activity of each fund is summarized on the surplus (deficit) line of the report. Finally, estimated reserves available at the end of the fiscal year are calculated based on the activity mentioned above.
Departmental expenditure information reflected in the “All City Funds” schedule includes the cost to the user departments of services provided by “Internal Service Fu nds,” such as information technology, fleet repair and replacement, and insurance costs. Internal Service Fund financial information is summarized later in this document.
33 All City Funds Schedule FY 2022-23
General Government includes: City Attorney, City Council, City Manager, Finance, Human Resources , Communications and Intergovernmental Relations Office and Information Technology.
* Total General Government = $81, 144,144 (includes Insurance Internal Service Fund $ 36,979,823 & Information Technology Internal Service Funds $9,913,840).
** Total Transportation & Public Works = $99,848,653 (includes Equipment and Repair Replacement Internal Service Fund $19,613,233 & a portion of internally allocated Administration Fund $1,206,881). *** Total SR Water = $170,574,115 (includes internally allocated Utilities Administration Fund $14,257,712).
Note: Internal Service Funds are reported on a separate schedule and are not included above. As a result, Transfer In and Transfer Out amounts on this schedule do not equal. With the inclusion of the Internal Service Funds, the transfers balance.
SPECIAL
GENERAL ENTERPRISE REVENUE OTHER HOUSING SUCCESSOR TOTAL
FUND FUNDS FUNDS FUNDS AUTHORITY AGENCY ALL FUNDS
ESTIMATED RESERVES-
JUNE 30, 2022 81,738,000 334,547,000 68,876,000 8,914,000 6,144,000 - 500,219,000
REVENUES:
Property Tax 34,695,000 - - - - 3,023,661 37,718,661 Sales Tax 74,745,226 - 11,910,000 - - - 86,655,226 Utility Users Tax 10,674,100 - - - - - 10,674,100 Other Taxes 44,382,853 - - - - - 44,382,853 Licenses & Permits 2,360,000 12,096 1,950,000 - - - 4,322,096 Charges for Services 21,393,337 138,129,488 3,342,020 4,683,113 2,986,213 - 170,534,171 Intergovernmental Revenue 5,150,640 34,639,643 20,164,707 - 37,765,362 - 97,720,352 Fines & Forfeitures 1,506,500 - - - 10,000 - 1,516,500 Investment Earnings 600,000 1,550,000 116,999 330,000 160,928 - 2,757,927 Contributions from Private Parties - - 109,000 - - - 109,000 Miscellaneous 1,995,000 588,000 790,000 - 7,608,452 - 10,981,452
TOTAL REVENUES 197,502,656 174,919,227 38,382,726 5,013,113 48,530,955 3,023,661 467,372,338
TRANSFERS IN 2,297,426 54,300,177 9,425,395 31,762,182 2,250,000 - 100,035,180
TOTAL REV & TRNSFS IN 199,800,082 229,219,404 47,808,121 36,775,295 50,780,955 3,023,661 567,407,518
EXPENDITURES:
General Government 20,051,625 6,850,090 3,995,105 330,000 - 3,023,661 34,250,481 * Housing & Community Srvcs 161,000 - 143,569 - 54,614,272 - 54,918,841 Fire 49,764,957 - 3,825,997 503,247 - - 54,094,201 Planning & Economic Dev. 17,333,340 - 846,625 - - - 18,179,965 Police 68,540,250 - 4,919,676 - - - 73,459,926 Recreation & Comm Engagement 10,070,591 - 2,602,216 - - - 12,672,807 Transportation & Public Works 32,588,077 16,396,499 171,042 29,872,921 - - 79,028,539 ** Water 698,045 155,170,468 - 447,890 - - 156,316,403 *** Non-Departmental (8,942,425) - - 4,835,283 - - (4,107,142)
TOTAL EXPENDITURES 190,265,460 178,417,057 16,504,230 35,989,341 54,614,272 3,023,661 478,814,021
TRANSFERS OUT 9,534,622 59,035,880 31,411,341 53,337 - - 100,035,180
TOTAL EXP & TRNSFS OUT 199,800,082 237,452,937 47,915,571 36,042,678 54,614,272 3,023,661 578,849,201
SURPLUS / (DEFICIT) - (8,233,533) (107,450) 732,617 (3,833,317) - (11,441,683)
ESTIMATED RESERVES-
JUNE 30, 2023 81,738,000 326,313,467 68,768,550 9,646,617 2,310,683 - 488,777,317 34 Enterprise Funds Schedule
Enterprise funds account for City activities that are operated in a manner similar to private enterprises.
These funds receive revenues from fees charged to customers. Each enterprise covers its cost of providing service and generates reserves for various contingencies. Enterprise fund revenues cannot be used for any city purposes not ben efiting the enterprise. The City uses enterprise funds to account for the water utility, wastewater utility, parking, municipal transit, storm water, and golf funds. • Golf Fund: Accounts for the revenues and expenditures related to maintaining and operating the public golf course.
• Parking Fund: Accounts for the revenues and expenditures associated with the City’s over 4,500 parking spaces, five multi-level garages and ten surface parking lots.
• Municipal Transit Fund: Accounts for the revenues and expenditures related to providing a public transportation system throughout the City.
• Storm Water Fund: Accounts for the revenues and expenditures related to activities designated to improve storm water quality.
• Water Utility Fund: Provides water supply planning, water purchase, water quality, storage and distribution, and maintenance, repair and replacement of the City’s water system.
• Local Wastewater Utility Fund: Provides collection and transportation of wastewater from customers to the subregional treatment plant, and maintenance, repair and replacement of the collection system.
• Subregional Wastewater Utility Fund: Provides long-range planning and compliance, current environmental monitoring and compliance, industrial waste pretreatment, treatment, testing, disposal and reclamation of the collected wastewater for Santa Rosa, Rohnert Park, Sebastopol, Cotati, and the South Park County Sanitation District.
35 Enterprise Funds Schedule FY 2022-23
STORM LOCAL SUBREG. TOTAL
GOLF PARKING TRANSIT WATER WATER WASTEWTR WASTEWTR ENTERPRISE
FUND FUND FUND FUNDS FUND FUND FUND FUNDS
ESTIMATED RESERVES-
JUNE 30, 2022 983,000 5,900,000 - 3,175,000 85,414,000 89,590,000 149,485,000 334,547,000
REVENUES:
Property Tax - - - - - - - - Sales Tax - - - - - - - - Utility Users Tax - - - - - - - - Other Taxes - - - - - - - - Licenses & Permits - 12,096 - - - - - 12,096 Charges for Services 338,000 3,677,164 847,348 2,753,676 49,913,300 76,935,000 3,665,000 138,129,488 Intergovernmental Revenue - - 14,342,175 90,500 - 648,542 19,558,426 34,639,643 Fines & Forfeitures - - - - - - - - Investment Earnings - 200,000 - - 450,000 400,000 500,000 1,550,000 Contributions from Private Parties - - - - - - - - Miscellaneous 113,000 - - - 135,000 95,000 245,000 588,000
TOTAL REVENUES 451,000 3,889,260 15,189,523 2,844,176 50,498,300 78,078,542 23,968,426 174,919,227
TRANSFERS IN - 1,191,027 30,000 - 5,011 - 53,074,139 54,300,177
TOTAL REV & TRNSFS IN 451,000 5,080,287 15,219,523 2,844,176 50,503,311 78,078,542 77,042,565 229,219,404
EXPENDITURES:
General Government - 6,850,090 - - - - - 6,850,090 Housing & Community Srvcs - - - - - - - - Fire - - - - - - - - Planning & Economic Dev. - - - - - - - - Police - - - - - - - - Recreation & Comm Engagement - - - - - - - - Transportation & Public Works 583,920 - 15,219,523 593,056 - - - 16,396,499 Water - - - 2,328,738 49,921,779 26,388,920 76,531,031 155,170,468 Non-Departmental - - - - - - - -
TOTAL EXPENDITURES 583,920 6,850,090 15,219,523 2,921,794 49,921,779 26,388,920 76,531,031 178,417,057
TRANSFERS OUT - 120,571 - 100,000 2,985,741 55,829,568 - 59,035,880
TOTAL EXP & TRNSFS OUT 583,920 6,970,661 15,219,523 3,021,794 52,907,520 82,218,488 76,531,031 237,452,937
SURPLUS / (DEFICIT) (132,920) (1,890,374) - (177,618) (2,404,209) (4,139,946) 511,534 (8,233,533)
ESTIMATED RESERVES-
JUNE 30, 2023 850,080 4,009,626 - 2,997,382 83,009,791 85,450,054 149,996,534 3 26,313,467 36 Internal Service Funds Schedule
Internal Service Funds are used to report the activities that provide goods and services to other funds, departments, or component units of City programs or activities . The City uses internal service funds to account for equipment repair and replacement, insurance programs, and information technology. Because these funds allocate to internal City departments, those costs are reflected in the department detail toward the end of this document.
• Equipment Repair and Replacement Fund: Accounts for cost of maintenance and accumulation of resources for replacement of city vehicles.
• Insurance Fund: Accounts for the costs of providing various types of insurance to all departments within the City, including liability and workers’ compensation insurance.
• Information Technology Fund: Accounts for the costs of providing various types of network, computer, and phone services to all the departments within the City, as well as the computer replacement program.
37 Internal Service Funds Schedule FY 2022-23
38 Fund Use by Department
The following matrix shows which funds each Department is a part of:
Department
General
Fund
Enterprise
Funds
Special
Revenue
Funds
Internal
Service
Funds
Housing
Authority
Successor
Agency to
the Redev.
Agency
Other
Funds
City Attorney √
City Council √
City Manager √ √
Communications &
Intergovernmental Relations √
Finance √ √ √ √
Fire √ √ √
Housing & Community Services √ √ √
Human Resources √ √
Information Technology √
Planning & Economic
Development √ √
Police √ √
Recreation & Community
Engagement √ √
Transportation & Public Works √ √ √ √ √
Santa Rosa Water √ √ √ √
Non-Departmental √ √
Enterprise Funds:
Golf Fund
Parking Fund
Municipal Transit Fund
Storm Water Fund
Water Utility Fund
Local Wastewater Utility Fund
Subregional Wastewater Utility Fund
Special Revenue Funds:
Gas Tax Funds
Federal Grants Fund
State Grant Fund
Measure “O” Funds
Development Impact Fees Fund
Homeless Shelter Operations Fund
Santa Rosa Tourism BIA Fund
Mobile Home Rent Stabilization Fund
Internal Service Funds:
Equipment Repair and Replacement Funds
Insurance Fund
Information Technology Funds
Housing Authority Funds:
Community Development Block Grant Fund
Housing Choice Voucher Program Fund
Housing Operations Funds
Emergency Housing Voucher Program
Successor Agency to the Redevelopment
Funds:
Debt Service Funds (ROPS)
Other Funds:
Debt Service Funds
Capital Improvement Fund
Special Assessment Funds
Trust and Agency Funds
39 This page intentionally left blank
40 City Revenues
General Fund
General Fund
The General fund revenues for FY 2022-23 mainly reflect a rebounding economy as the City of Santa Rosa nears the end of the COVID-19 pandemic. Revenue amounts for FY 2021-22 were projected during a time of uncertainty and have proven far too conservative. As a result, some revenue categories are proposing a significant increase. Overall, the FY 2022-23 General fund is forecasted at a total of $197.5M, a 10.7% or $19.0M increase from FY 2021-22.
Property tax is projected at $ 34.7M for FY 20 22-23, a $ 2.8M or 8.7% increase from the previous fiscal year. Property values of homes were not affected by the pandemic and continue to rise across the county.
A midyear budget amendment was made to adjust the adopted Property Tax revenue budget upward $1.5M, and on top of that modest growth is anticipated.
Sales tax is the largest revenue source for the City and is projected to increase this fiscal year by 19.6% or about $12.2M, for a total of $74.5M. As mentioned above, the revenue estimates for FY 2021-22 were decided upon during the height of the pandemic when there were many unknown factors in the future of the economy, and quickly proved to be too low. The City amended the Sales Tax revenue budget midyear 2021-22 2022-23
Approved Proposed Dollar Percent
Description: Budget Budget Change Change
Tax Revenue Detail
Property Taxes 31,912,000$ 34,695,000$ 2,783,000$ 8.7% Sales Taxes 62,520,200 74,745,226 12,225,026 19.6% Utility Use Taxes 10,388,000 10,674,100 286,100 2.8% Motor Vehicle License Fees 15,770,200 16,509,103 738,903 4.7% Franchise Fees 10,653,400 10,763,600 110,200 1.0% Cannabis Industry Tax 1,800,000 1,800,000 - 0.0% Business Licenses 4,515,000 4,560,150 45,150 1.0% Real Property Transfer Tax 3,500,000 5,000,000 1,500,000 42.9% Transient Occupancy Tax 4,500,000 5,750,000 1,250,000 27.8% Total Tax Revenues 145,558,800$ 164,497,179$ 18,938,379$ 13.0% Other Revenue Detail
Licenses and Permits 1,991,000$ 2,360,000$ 369,000$ 18.5% Charges for Services 24,576,940 21,393,337 (3,183,603) -13.0% Intergovernmental Revenue 1,723,510 5,150,640 3,427,130 198.8% Fines and Forfeitures 1,776,600 1,506,500 (270,100) -15.2% Investment Earnings 600,000 600,000 - 0.0% Miscellaneous Revenues 2,235,800 1,995,000 (240,800) -10.8% Total Other Revenues 32,903,850$ 33,005,477$ 101,627$ 0.3% Total General Fund Revenues 178,462,650$ 197,502,656$ 19,040,006$ 10.7% 41 City Revenues
and added an additional $6M. While 19.6% is a considerable jump year over year, the midyear budget adjustment closes this gap to 10.0%. Included in the total projected Sales tax amount is Measure Q and Proposition 172 proceeds . In November 20 20, the voters approved Measure Q (the combination of Measure P/N and Measure O-Temporary Fire Relief). Measure Q is a fifty-cent sales tax measure that expires in June 2030. Prop. 172 sales tax is based on a per-capita allocation.
Utility Users Tax (UUT) is a usage tax on electricity, gas, cable and telecommunications. W e expect to see a 2.8% increase of these taxes, or $286K, for total revenue of $10.7M.
Motor Vehicle License Fees are projected to increase by $739K or 4.7% in FY 2022-23. These fees usually fluctuate with the annual assessed property valuation and grow with the property tax trend. Since the previous year’s estimates were low, the year over year growth is an effort to bring projections more in line with actual revenues.
Franchise Fees are forecasted at $ 10.8M, a slight increase of $110K from the previous fiscal year.
Franchise fee revenue for garbage disposal is the largest component of this revenue source at a projected $7.1M, almost 66% of the total franchise fee revenues. The other franchise fees for PG&E, cable TV and construction combine for a total of $3.6M anticipated revenue.
Cannabis Industry Tax revenue is forecasted at $1.8M next fiscal year, the same as the prior fiscal year.
Cannabis Industry Tax has seen significant growth since inception two years ago, but the City assumes little to no new businesses in the next year.
Business Tax revenue is projected to increase by $45K or just 1% for FY 2022-23. Business tax revenue is collected annually based on the prior year’s receipts and has appeared to stabilize post-pandemic.
Real Property Transfer Tax (RPTT) is projected to grow 42.9% from the FY 2021-22 adopted budget. This tax is collected based on the sale of homes in Santa Rosa . The pandemic did not affect home prices nor home sales in Santa Rosa as much as expected in the last two fiscal years. The estimated total increase is $1.5M, for a total revenue of $5M in FY 2022-23.
Transient Occupancy Tax (TOT) revenue is projected to increase by $1.25M or 27.8% for FY 2022-23.
The City of Santa Rosa passed a Short-Term Rental tax that took effect during 2021. FY 2022-23 will be the first full year this additional revenue is received and is expected to amount to approximately $1M. In addition, tourism continues to rebound post-pandemic.
Licenses and Permit Revenues are projected to increase by 18.5% or $369K, for a total of $ 2.4M for FY 2022-23. Building permit fees and encroachment permits are driving the increase in this revenue.
Charges for Services are forecasted at $21.4M, a decrease $3.2M or -13.0% in FY 2022-23. In January 2022 the Water Billing program that resided in the General Fund was moved to Water Enterprise Funds.
As a result of this move, the General Fund will no longer collect approximately $4M in r evenue from the Water Enterprise funds to pay for the operation, as reflected in the revenue estimate. Offsetting this reduction are small increases in other categories. Charges for Services also includes Planning and Economic Development fees of $ 3.6M, Interfund charges (the General Fund char ging other funds for services) of $10M and Recreation fees of $2.8M.
Intergovernmental Revenues are received from grant funds and other government entities. This revenue is expected to increase significantly due to a one -time receipt of State Grants fundi ng for a Capital Improvement Project in the amount of $3.4M. The remaining Intergovernmental Revenue is mostly collected from the County of Sonoma for the Roseland Annexation; $662K is dedicated for spending on road improvements in the Roseland area.
42 City Revenues
Fines and Forfeitures are expected to decrease by -$270K or -15.2%. Parking Violation revenue makes up most of this category at $ 1M and has yet to reach pre -pandemic levels. Investment Earnings are projected at $600K. Miscellaneous Revenues are budgeted at $ 2.0M for FY 2022-23, a slight decrease from the previous year, which is primarily driven by the Wildfire Strike Team reimbursements of $1.2M.
The following paragraphs discuss the major Enterprise Fund Revenues collected by the City. More detailed revenue information can be found under the Enterprise Fund Schedule.
Water Fund
Total revenues for the Water Utility are budgeted at $ 50.5M, an increase of about $ 1.3M from the prior year, or just 2.7%. The Water Utility’s main source of revenue is rates, which make up 89.1% of the total revenue. Santa Rosa residents have been conservative with water use due to the current drought in California, and the Water department does not anticipate a significant increase in FY 2022-23. Also, Demand fee revenue, known as connection fees charged to new users, are projected to drop in FY 2022- 23 by $400K as new developments and building have stabilized.
Local Wastewater Fund
Total revenues for the Local Wastewater Utility increased by just 2.3% to $78.1M in FY 20 22-23. Rate revenue comprises 90.9% of the projected revenue for the upcoming year and is budgeted at $70.9M. FY 2022-23. Commercial and Residential Demand fees are also expected to increase by $600K as the building industry continues to stabilize post-pandemic.
Regional Wastewater Fund
The Regional Wastewater fund is estimating $24.0M total revenue for FY 20 22-23, a $ 2.7M or 12.7% increase from last fiscal year. For the current fiscal year 81.6% comes from the local partners and is based on their proportionate share of the costs to run the system. Santa Rosa is the largest user of the system , although the City’s share, at $32.2M, is not included in the total revenue. Instead, a transfer of funds is budgeted into the Subregional Wastewater fund. Miscellaneous revenues (such as compost sales, dumping charges, etc.) are collected by the system and are used to offset the partner contributions.
Golf Course Fund
The Bennett Valley Golf Course is currently in the process of selecting a new operator, so fund revenues are estimated on prior year’s activity. When a new operator is in contract, the FY 2022-23 budget will be amended to reflect the revenues projected in the contract. At this time, budgeted revenues for the Golf Course are $451K, a decrease of $58K from the previous year, in accordance with a decrease in Capital Improvement Fees.
Parking Fund
Parking revenues reflect an increase of just 2.2% up to $3.9M for FY 2022-23. Parking revenues were in decline in the prior year due to s horter parking hours and COVID -19 restrictions on essential business operations. With the economy recovering and restrictions being lifted, parking revenue and downtown parking usage are expected to stabilize in FY 2022-23 and hopefully be impacted favorably in the coming years. The City operates five parking garages, ten surface lots, on-street metered parking and time-limited parking spaces for the downtown City center, Railroad Square Parking Meter zone, and six residential parking permit zones.
Transit Fund
Transit revenues will rise by 1.3M, or 9.6%, for a total of $15.2M in FY 2022-23. $14.3M, or 94.4% of total Transit revenue is derived from state and federal grant revenue , which accounts for the majority of the year over year revenue increases. With sales and fuel taxes recovering from the COVID-19 economic crisis, a correlating increase is expected in grant funds available. Budgeted transit fare revenues from ridership are projected to increase by 4.9% to $847K in the coming year, mostly due to projected increases in paratransit ticket sales.
43 This page intentionally left blank
44 Multi-Year Revenue Summary – All Funds
2018-19 2019-20 2020-21 2021-22 2022-23
FUND Actual Actual Actual Budget Budget
GENERAL FUND REVENUES:
Property Taxes 30,199,833 30,473,327 32,097,520 31,912,000 34,695,000 Sales Tax 54,881,478 58,435,658 65,523,209 62,520,200 74,745,226 Utility Users Tax 10,257,162 10,669,391 11,467,876 10,388,000 10,674,100 Other Taxes 40,217,940 40,239,897 41,488,932 40,738,600 44,382,853 Licenses and Permits 4,775,178 3,274,334 3,200,753 1,991,000 2,360,000 Charges for Services 32,162,012 26,677,022 23,755,375 24,576,940 21,393,337 Intergovernmental Revenue 5,698,569 6,977,233 10,099,290 1,723,510 5,150,640 Fines and Forfeitures 1,843,599 1,704,248 1,048,970 1,776,600 1,506,500 Investment Earnings 2,167,063 2,261,005 2,043,092 600,000 600,000 Contributions from Private Parties 112,124 2,836,663 7,643 - - Miscellaneous 5,043,443 2,399,476 101,189,340 2,235,800 1,995,000 187,358,401 185,948,254 291,922,000 178,462,650 197,502,656 ENTERPRISE FUND REVENUES:
Golf Fund 475,815 496,767 736,433 509,000 451,000 Parking Fund 5,996,006 4,223,014 2,521,710 3,804,851 3,889,260 Transit Fund 17,938,810 13,242,911 11,894,664 13,859,982 15,189,523 Storm Water Funds 2,676,854 2,834,008 2,820,807 2,853,097 2,844,176 Water Fund 59,837,606 57,821,779 53,058,373 49,158,000 50,498,300 Local Wastewater Fund 77,938,687 74,115,277 70,269,267 76,340,754 78,078,542 Subregional Wastewater Fund 38,327,550 22,223,213 23,571,712 21,270,856 23,968,426 TOTAL ENTERPRISE FUND REVENUES 203,191,328 174,956,969 164,872,966 167,796,540 174,919,227 SPECIAL REVENUE FUND REVENUES 30,106,415 34,688,556 34,108,425 30,515,184 38,382,726 OTHER FUNDS REVENUES 26,688,724 29,812,879 30,643,004 4,219,409 5,013,113 HOUSING AUTHORITY REVENUES 35,272,609 34,854,853 38,788,817 41,337,299 48,530,955 SUCCESSOR AGENCY TO THE REDEV. AGENCY2,354,073 3,048,582 3,127,501 3,026,638 3,023,661 TOTAL REVENUES 484,971,550 463,310,093 563,462,713 425,357,720 467,372,338 NOTE: 'Other Funds' include: CIP, Debt Service, Special Assessment & Trust Funds. 45 Multi-Year Expenditure Summary – All Funds
2018-19 2019-20 2020-21 2021-22 2022-23
FUND Actual Actual Actual Budget Budget
GENERAL FUND EXPENDITURES:
City Attorney 3,037,252 3,369,311 3,497,188 3,824,241 3,888,597 City Council 1,058,809 713,904 820,275 1,169,785 1,580,544 City Manager 3,925,857 2,695,894 1,751,379 2,115,190 2,882,370 Comms & Intergov Relations - - 1,097,992 1,378,362 1,444,055 Office of Community Engagement 706,205 - - - - Finance 9,700,102 11,540,386 15,465,736 10,986,983 7,193,577 Human Resources 2,395,561 2,075,111 2,763,991 2,778,452 3,062,482 Subtotal - General Government 20,823,786 20,394,606 25,396,561 22,253,013 20,051,625 Housing & Community Services 1,370,405 1,766,916 303,033 245,057 161,000 Fire 42,682,752 44,370,325 47,297,737 45,752,767 49,764,957 Planning & Economic Development 20,769,628 18,827,083 17,874,047 15,268,549 17,333,340 Police 55,998,584 59,972,387 62,222,250 64,682,294 68,540,250 Recreation & Community Engagement 14,492,975 9,915,371 8,460,608 9,806,797 10,070,591 Transportation & Public Works 20,144,911 24,821,368 27,551,803 29,760,359 32,588,077 Water 722,424 723,154 618,248 736,453 698,045 Non-Departmental (5,505,981) (6,791,975) (7,912,126) (6,004,433) (8,942,425) TOTAL GENERAL FUND EXPENDITURES 171,499,484 173,999,235 181,812,161 182,500,856 190,265,460 ENTERPRISE FUND EXPENDITURES:
Golf Fund 1,095,324 934,117 1,001,647 537,010 583,920 Parking Fund 6,153,408 5,830,860 6,715,428 6,562,162 6,850,090 Transit Fund 18,471,252 16,059,586 14,511,417 13,889,982 15,219,523 Storm Water Funds 2,044,087 1,956,502 2,095,169 2,994,663 2,921,794 Water Fund 65,991,655 49,689,036 56,465,047 48,106,045 49,921,779 Local Wastewater Fund 23,502,913 29,906,681 37,906,433 25,368,603 26,388,920 Subregional Wastewater Fund 96,682,536 83,396,788 140,737,863 100,926,257 76,531,031 TOTAL ENTERPRISE FUND EXPENDITURES 213,941,175 187,773,570 259,433,004 198,384,722 178,417,057 SPECIAL REVENUE FUND EXPENDITURES 14,778,520 16,245,647 14,363,329 16,593,176 16,504,230 OTHER FUNDS EXPENDITURES:
Capital Improvement Program (CIP) Fund 16,397,077 26,538,906 22,485,726 25,043,578 30,636,980 Debt Service Funds 23,724,172 31,819,504 29,902,216 4,832,811 4,835,283 Special Assessment Funds 26,329 25,314 20,306 144,376 179,618 Trust Funds 363,791 253,380 271,425 297,882 337,460 TOTAL OTHER FUNDS EXPENDITURES 40,511,369 58,637,104 52,679,673 30,318,647 35,989,341 HOUSING AUTHORITY EXPENDITURES 34,441,127 37,063,259 35,931,700 44,117,345 $54,614,272 SUCCESSOR AGENCY TO THE REDEV. AGENCY3,072,104 3,063,078 3,055,093 3,026,638 3,023,661 TOTAL EXPENDITURES 478,243,779 476,781,893 547,274,960 474,941,384 478,814,021 NOTE: CIP Fund represents non-Enterprise CIP only;
Enterprise Fund CIP amounts are reflected in the appropriate Enterprise Fund. 46 City Debt
Computation of Legal Debt Margin as of June 30, 2021
The City has a legal debt limitation not to exceed 3.75% of the total assessed valuation of taxable property within the City boundaries. In accordance with California Government Code Section 43605, only the City’s general obligation bonds are subject to th e legal debt limit. With $20,055,000 of debt subject to the limit and a legal debt limit of $1,020,671,791 the City is not at risk of exceeding its legal debt limit.
Computation of Legal Debt Margin
Assessed Value $27,752,714,427
Debt Limit (3.75% of Assessed Value) 1,040,726,791 Less Net Debt Applicable to Limit (20,055,000) Legal Debt Margin $1,020,671,791
Cities primarily have three choices in financing their operations and funding public facilities: Pay-as-you- go, public/private ventures, and debt financing. The City has used debt financing mainly to finance major capital facilities in the City’s enterpr ises (Wastewater, Water, etc.) or to prepay long -term obligations for pension costs at a lower interest rate.
The charts below and on the next page summarize the City’s long-term debt and future obligations.
Debt Obligations Outstanding as of 6/30/2022 Bond Rating Principal Outstanding Wastewater Bonds AA 192,181,532
Wastewater Loans N/A - Water Bonds AA+ 8,060,000
Golf Course Bonds AA-
2,865,000
Redevelopment Bonds AA 28,655,000 Courthouse Square Project and Building Acquisition
Certificates of Participation AA- 9,720,000 Pension Obligation Bonds AA 10,335,000 Capital Leases NR 2,122,090
253,938,622
47 City Debt
Annual Debt Service Requirements
2023 2024 2025 2026 Thereafter Total
Wastewater Bonds
(Capital project funding)
Principal
17,027,058
13,679,313
13,868,891
14,045,588
133,560,683
192,181,532
Interest
9,914,495
13,263,492
13,075,798
12,894,779
93,863,065
143,011,628
Total Debt Service
26,941,552
26,942,804
26,944,688
26,940,367
227,423,749
335,193,160
Water Bonds
(Capital Project funding)
Principal
310,000
330,000
345,000
365,000
6,710,000
8,060,000
Interest
395,250
379,250
362,375
344,625
2,408,250
3,889,750
Total Debt Service
705,250
709,250
707,375
709,625
9,118,250
11,949,750
Golf Course Bonds
(Capital Project funding)
Principal
265,000
275,000
285,000
300,000
1,740,000
2,865,000
Interest
130,361
117,643
104,461
90,679
217,064
660,209
Total Debt Service
395,361
392,643
389,461
390,679
1,957,064
3,525,209
Redevelopment Bonds
Principal
1,905,000
1,975,000
2,045,000
2,120,000
20,610,000
28,655,000
Interest
1,115,661
1,044,314
970,453
895,692
4,737,141
8,763,261
Total Debt Service
3,020,661
3,019,314
3,015,453
3,015,692
25,347,141
37,418,261
Courthouse Square Project
and Building Acquisition
Certificates of Participation
Principal
375,000
385,000
400,000
415,000
8,145,000
9,720,000
Interest
356,225
342,900
327,200
310,900
2,429,650
3,766,875
Total Debt Service
731,225
727,900
727,200
725,900
10,574,650
13,486,875
Pension Obligation Bonds
Principal
3,265,000
3,440,000
3,630,000
- -
10,335,000
Interest
468,581
294,090
99,771
- -
862,442
Total Debt Service
3,733,581
3,734,090
3,729,771
- -
11,197,442
Capital Leases
(Fire Station and Equipment
Lease)
Principal
1,497,657
353,884
270,549 - -
2,122,090
Interest
22,799
13,842
5,246
- -
41,887
Total Debt Service
1,520,456
367,726
275,795
- -
2,163,977
Citywide
Principal
24,644,714
20,438,197
20,844,440
17,245,588
170,765,683
253,938,622
Interest
12,403,372
15,455,530
14,945,304
14,536,675
103,655,170
160,996,051
Total Debt Service
37,048,086
35,893,727
35,789,744
31,782,263
274,420,853
414,934,672
48 FTE Staffing Summary
In fiscal year (FY) 2022-23, the City’s proposed authorized Full-Time Equivalent (FTE) position count is 1,278.50, a n increase of 31.50 FTEs or 2.5% from last fiscal year’s budget . FTE position count by department and detailed additions/ eliminations are shown below. In addition to the staffing changes, several positions have been, or are being, evaluated for classification changes. Detailed position classifications and salary ranges by department are available on the City's website at www.srcity.org under Departments/Human Resources/Salaries or through the following link: http://srcity.org/192/Salaries.
Authorized Full-Time Equivalent Position Count
DEPARTMENT FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 change FY 2022-23 % change City Attorney 16.90 15.90 15.90 15.90 - 15.90 - City Manager 14.00 10.00 8.00 9.00 2.00 11.00 25.0% Communications &
Intergovernmental Relations * - - 7.00 7.00 - 7.00 0.0% Community Engagement 7.00 - - - - - - Finance 102.35 95.85 92.85 89.60 (27.00) 62.60 -29.1% Fire 149.75 151.00 151.00 148.00 9.00 157.00 6.0% Housing &
Community Services 35.50 34.00 24.00 24.00 3.00 27.00 12.5% Human Resources 21.00 20.00 21.00 21.00 1.00 22.00 4.8% Information Technology 30.00 29.00 29.00 30.00 1.00 31.00 3.4% Planning &
Economic Development 63.00 61.00 69.00 68.00 6.00 74.00 8.7% Police 266.50 260.50 260.00 256.00 3.00 259.00 1.2% Recreation &
Community Engagement 74.00 44.00 42.00 42.00 2.00 44.00 4.8% Transportation &
Public Works 274.00 290.00 287.00 288.00 4.00 292.00 1.4% Water 252.50 247.50 247.50 248.50 27.50 276.00 11.1% Total FTE Positions 1,306.50 1,258.75 1,254.25 1,247.00 31.50 1,278.50 2.5% 49 FTE Staffing Summary
Detail Full-Time Equivalent Position Change
Dept. Position Title FTE
CMO Assistant City Manager (from PED and TPW) 2.00
City Manager's Office Total 2.00
Finance Customer Service Representative -15.00
Finance Senior Customer Service Representative -3.00
Finance Administrative Technician -2.00
Finance Revenue Operations Supervisor -1.00
Finance Meter Technician -1.00
Finance Sr Meter Technician -1.00
Finance Revenue Operations Supervisor -4.00
Finance Total -27.00
Fire Limited Term Firefighters (midyear) 6.00
Fire Fire Captain (midyear) 1.00
Fire Firefighter 2.00
Fire Administrative Analyst 2.00
Fire Deputy Fire Chief 1.00
Fire Administrative Services Officer -1.00
Fire Research & Program Coordinator -1.00
Fire Senior Administrative Assistant -1.00
Fire Department Total 9.00
IT Limited Term Media Technician – 3 year 1.00
IT Network Systems Analyst 1.00
IT Senior IT Technician -1.00
Information Technology Total 1.00
PED Limited Term Senior Planner - 3.5 Years & 1 Year (midyear) 2.00 PED Limited Term City Planner - 2 Years (midyear) 1.00
PED Development Review Coordinator (midyear) 1.00
PED Civil Engineering Technician (midyear) 1.00
PED Building Plans Examiner (midyear) 1.00
PED Director of Planning & Economic Development (midyear) 1.00 PED Assistant City Manager (to CMO) -1.00
Planning & Economic Development Total 6.00
Police Police Officer 3.00
Police Department Total 3.00
TPW Director of Transportation & Public Works (midyear) 1.00 TPW Supervising Engineer 1.00
TPW Assistant Land Surveyor 1.00
TPW Administrative Technician 1.00
TPW Senior Maintenance Worker 1.00
TPW Right-Of-Way Manager 1.00
TPW Associate Right-Of-Way Agent 3.00
TPW Associate Civil Engineer -1.00
TPW Skilled Maintenance Worker -1.00
TPW Quality Control Associate -2.00
TPW Assistant City Manager (to CMO) -1.00
Transportation & Public Works Total 4.00
50 FTE Staffing Summary
Dept. Position Title FTE
Water Customer Service Representative 15.00
Water Senior Customer Service Representative 3.00
Water Administrative Technician 2.00
Water Revenue Operations Supervisor 1.00
Water Meter Technician 1.00
Water Seniorr Meter Technician 1.00
Water Revenue Operations Supervisor 4.00
Water Senior Administrative Assistant (from Enterprise Fund) 1.00 Water Wastewater Operator I/II (midyear) 1.00
Water Utility Systems Operator 2.00
Water Civil Engineering Technician 0.50
Water Supervising Lab Analyst 1.00
Water Mechanical Technologist (midyear) 1.00
Water Department Programmer/ Analyst 1.00
Water Budget & Financial Analysis Manager 1.00
Water Supervising Engineer 1.00
Water Department Application Specialist -1.00
Water Administrative Analyst -1.00
Water Department Review Coordinator -1.00
Water Senior Maintenance Worker -1.00
Water Senior Administrative Assistant (to General Fund) -1.00 Water Right-Of-Way Manager -1.00
Water Associate Right-Of-Way Agent -3.00
Santa Rosa Water Total 27.50
R&CE Limited Term Community Outreach Specialist – 2 year 1.00 R&CE Limited Term Recreation Specialist – 2 year 1.00
Total Change R&CE Total 2.00
HR Human Resources Analyst (midyear) 1.00
Total Change HR Total 1.00
HCS HCS Technician – Homeless Services 1.00
HCS Limited Term HCS Technician (midyear) 1.00
HCS HCS Technician - Housing Authority 1.00
HCS Program Specialist 1.00
HCS Deputy Director Housing & Community Services -1.00
Total Change HCS Total 3.00
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52 Long Range Financial Forecast
The L ong Range Financial Forecast (LRFF) is intended to serve as a tool for financial planning and decision making in the years ahead, and the City aims to update this forecast annually. The LRFF is a forecasting model for the General Fund only. The LRFF provides a total of 5 years, including the upcoming budget and 4 future years of projected budget. The LRFF shows total revenues, total expenditures and the fund reserves balance. Please note at the time the forecast was developed the FY 22-23 budget had not been approved, and the forecast projections are based on the City’s April 2022 revenue estimates.
The key to a forecast is its assumptions, and as new data becomes available and assumptions change, the result will be a different forecast. A prime example of this was the revenue forecast in April 2021 during the midst of the pandemic. With consumers staying home and continual spikes in cases, Sales Tax and Property Tax projections reflected the uncertainty of the times . However, through 2021 home sales and consumer spending held strong and revenue losses were minimal. The LRFF was modified accordingly and allows the City to adapt as economic circumstances and local factors warrant and provide the City Council and management with valuable direction.
Revenue Growth Assumptions
The summary chart below includes the major General Fund revenue categories and details on growth assumptions.
Revenues Forecast Assumptions
Property Tax Property taxes are projected to increase by 4% in the next two years, and then drop down to 2% as interest rates are expected to affect home sale prices.
Sales Tax & Measure Q Significantly improved from initial pandemic forecast; based on Avenu Insights’ 3Q21 “most likely” forecast for individual years.
Utility User’s Tax Slow growth at 1% ongoing
Other Taxes Franchise Fees grow at 1% ongoing; Cannabis Industry Tax grows to $2M annually and then is projected to plateau; Transient Occupancy Tax is recovering at a healthy rate and includes assumption for a new Short-Term Rental Fee based on projected 1,000 units.
Motor Vehicle License Fees Projected to grow at 4% in the next year in line with Property Tax, and then growth will slow to 2%.
53 Long Range Financial Forecast
Expenditure Growth Assumptions
The summary chart below shows the General Fund expenditures percentage growth assumptions, rolled up by major category. The following assumptions apply to the expenditure line items:
Expenditures Forecast Assumptions
Salary COLAs 2.5% in FY 2023-24 per labor contracts; 1% ongoing Staffing Growth none
Vacancy Rate A vacancy credit of $3M (equivalent to about 2%) is built into General Fund salaries and benefits for all years.
O&M/Inflation Assumes most Services & Supplies will grow at 3% annually for the first two years, and 2% thereafter.
Pension Costs PERS Retirement grows in in line with Salaries at 2.5% in FY 2023-24 per labor contracts, and 1% ongoing. PERS Unfunded Liability expenditures per CalPERS schedule in upcoming years.
Health 6% ongoing
Overtime 2.5% in FY 2023-24 per labor contracts; 1% ongoing Project Budgets $2.1M in FY 22-23 with 3% growth
Capital Project Transfers $5.3M in FY 22-23, reduced to 1.9M in FY 23-24 with 3% growth thereafter.
This is embedded within the “Transfers Out” line item.
One-time Funds The City is funding several programs with one -time funding from PG&E Settlement funds and the American Rescue Plan Act (ARPA) that will eventually expire. Starting in FY 2024 -25, additional expenditures are factored in for the Homeless Services and inRESPONSE programs
Summary of Findings
The LRFF begins with a balanced budget in FY 2022 -23 and makes adjustments and projections in the out years for any known changes. In FY 2023 -24, labor contracts require salaries to increase by $2.5%, which begins to drive expenditures above revenue growth. Even with Capital projects decreasing by $3.4M in FY 2023-24 due to a one-time expenditure in FY 2022-23, a $1.4M deficit is projected.
In FY 2024 -25, all bargaining units are out of contract, so salaries are projected to grow by only 1% to account for merit increases. The lower growth rate on the largest expenditure category of the General Fund allows revenue to catch up and the budget is expected to be balanced once more.
In the final two y ears, FY 2025 -26 and FY 2026 -27 a deficit begins to emerge again as sales tax and property tax growth tapers off, and the General Fund picks up additional costs as one -time funds for 54 Long Range Financial Forecast
Homeless Services and inRESPONSE expire. Expenditures are projected to o utpace Revenues, by $3.5M.
In future years, the City will need to seek additional funding sources or implement cuts to expenditures in order to maintain a balanced budget. Furthermore, any unknown future costs not included in this forecast, such as wage increases per labor agreements after FY 2024-25, adding staff, or the continuation of any additional programs funded by PG&E or ARPA funds will continue to drive the General Fund further into a deficit. The Public Safety Measure O special tax will sunset in FY 2024-25, and if not extended may also require General Fund resources to continue part of the operations.
FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27
Property Tax 34,695,000 36,341,350 38,047,450 38,951,770 39,730,719 Sales Tax 50,936,035 52,362,000 54,771,000 56,469,000 57,994,000 Measure Q 23,809,191 24,476,000 25,602,000 26,396,000 27,109,000 Utility Users Tax 10,674,100 10,789,100 10,847,750 10,906,990 10,966,820 Other Taxes 27,974,350 28,352,500 28,877,400 29,413,820 29,962,160 Motor Vehicle Fees 16,509,103 17,163,500 17,504,700 17,852,740 18,207,700 License and Permits 2,260,000 2,327,800 2,374,360 2,421,850 2,470,280 Fines and Forfeitures 1,506,500 1,536,600 1,567,300 1,598,610 1,630,540 Intergovernmental 5,150,640 1,757,910 1,765,330 1,772,900 1,780,620 Use of Money & Property 600,000 612,000 624,240 630,480 636,780 R&P Revenues 2,803,000 2,830,950 2,859,190 2,887,420 2,915,580 All Other Charges for Services 7,581,000 7,692,960 7,806,780 7,922,500 8,040,150 Interfund Charges 10,007,837 10,308,070 10,617,310 10,935,830 11,263,900 Miscellaneous 2,995,900 3,002,430 3,009,090 3,015,860 3,022,750 Total Revenue 197,502,656 199,553,170 206,273,900 211,175,770 215,730,999 Transfers IN 2,297,426 2,343,375 2,390,242 2,438,047 2,486,808 Salaries 88,428,389 90,563,764 91,439,575 92,324,091 93,217,399 PERS Retirement 14,601,928 14,966,976 15,116,646 15,267,812 15,420,490 PERS Unfunded Liability 24,912,621 25,535,437 26,173,823 26,828,169 27,498,873 Healthcare 14,498,315 15,368,214 16,290,307 17,267,725 18,303,789 All Other Benefits 5,009,628 4,998,667 5,084,158 5,171,391 5,260,407 IT Costs 5,333,107 5,493,100 5,657,893 5,827,630 6,002,459 Insurance 3,001,467 3,150,923 3,307,847 3,472,610 3,645,605 All Other Service & Supplies 32,343,236 34,648,554 35,775,472 36,950,624 37,793,136 O&M Projects 2,136,769 2,200,872 2,266,898 2,334,905 2,404,952 Total Expenditures 190,265,460 196,926,507 201,112,619 205,444,957 209,547,110 Transfers OUT 9,534,622 6,337,065 7,546,188 9,295,212 12,101,954 Total Surplus (Deficit) - (1,367,027) 5,335 (1,126,352) (3,431,257) 55 This page intentionally left blank
56 City Attorney’s Office
Department Description
By City Charter, the City Attorney is appointed by the City Council to serve as the chief legal advisor for the City of Santa Rosa.
The City Attorney's Office (CAO) represents the City in legal proceedings and provides comprehensive legal support to the Council, boards, commissions, and City staff on a wide range of municipal matters.
The CAO advises on municipal procedures, including the Brown Act, Public Records Act, Political Reform Act, elections, and public finance. The CAO reviews all City Council , Planning Commission, Housing Authority and Board of Public Utilities’ agenda items for legal compliance and sits with those bodies during their public meetings. The CAO works closely with the Council, the City Manager, and the City’s Departments to provi de legal support on key issues facing the City, including housing, homelessness, economic development, environmental protection, municipal infrastructure (including roads, parks and civic facilities), public safety (including Police and Fire), emergency se rvices, water supply, water quality, franchise agreements, and labor and employment. The City Attorney’s Office reviews and revises proposed legislation and policies, reviews and approves contracts and surety bonds, prosecutes City Code violations, and abates public nuisances.
The CAO reviews, evaluates and recommends disposition of all claims made against the City, and represents the City in litigation, providing full service from initial claim through to final appeal. That representation includes both prosecution of claims on behalf of the City and defense against claims brought by others. The litigation practice includes matters involving civil rights, personal injuries, eminent domain, inverse condemnation, environmental violations, land use matters, personnel disputes, and allegations of dangerous condition of public property. The CAO makes recommendations to the Council for or against the settlement or dismissal of legal proceedings and defends the validity of ordinances and other administrative actions.
Mission
The City Attorney’s Office is committed to providing the highest-quality legal services and support for elected City officials, departments, boards, and commissions, as well as representing the City efficiently and effectively in litigation and administrative proceedings. 57 City Attorney’s Office
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section) Emerging Issues:
• Provide continued legal guidance and support as the City completes its decennial review of the City Charter, including guidance as the Council considers the Charter Review Committee’s recommendations and possible amendments to be placed on the November 2022 ballot.
4 • Provide on-going advice and consultation as the City moves into election season, including with respect to Council member elections and proposed ballot measures. 4 • Provide continued legal guidance as the City emerges from the coronavirus pandemic. 3 • Work closely with SR Water and other City Departments as the region faces potential conditions of severe drought.
3, 5
• Assist City Departments in responding to evolving state and federal law, policy and opportunities regarding housing and homelessness.
1, 2
• Provide continued legal support as Police implement evolving state laws and pursue significant community reforms, including outreach, engagement, and upstream investments. 3 • Work closely with Human Resources and Seed Collaborative to further diversity, equity , inclusion and belonging.
4, 6
Ongoing Council Priorities:
• Provide continuing advice and legal support regarding comprehensive housing policies and programs, including downtown development.
1, 2, 4
• Provide continuing advice and legal support regarding enhanced policies and programs to reduce homelessness, with an ultimate goal of functional zero. 2 • Provide continuing advice and legal support regarding policies and programs to address climate change.
5 Sue Gallagher
City Attorney
1.0 FTE
Chief Assistant City
Attorney
1.0 FTE
Assistant City
Attorneys
7.0 FTE
Administration
5.0 FTE
Paralegals
1.9 FTE
City Attorney’s Office
58 City Attorney’s Office
Major Budget Changes
The FY 2022-23 City Attorney’s Office (CAO) budget is $3.9M, an increase of $64K, or 1.7%, over the prior year’s adopted budget. Salaries & Benefits increased by a net $ 48K, or 1.5%, primarily due to increases in retirement costs and merit-based salary changes in CAO personnel. A nominal change of $15k or 3.3% in Services and Supplies, Training, and Information Technology. The majority of the increase is the result of $9.5K in additional Training, Services and Supplies budget appropriations.
Budget Summary
Expenditures by Program
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Legal Services $3,369,311 $3,497,188 $3,824,241 $3,888,597 CIP and O&M Projects $0 $0 $0 $0
Total $3,369,311 $3,497,188 $3,824,241 $3,888,597
Expenditures by Category
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Salaries $2,033,407 $2,075,165 $2,200,828 $2,261,266 Benefits $990,000 $1,022,549 $1,157,185 $1,145,674 Professional Services $185,550 $243,042 $277,300 $278,800 Vehicle Expenses $410 $0 $400 $400
Utilities $2,005 $1,822 $900 $1,400 Operational Supplies $14,884 $14,527 $15,000 $21,000 Information Technology $82,459 $82,201 $94,928 $101,357 Other Miscellaneous $60,596 $57,882 $77,700 $78,700 CIP and O&M Projects $0 $0 $0 $0
Total $3,369,311 $3,497,188 $3,824,241 $3,888,597
• Provide continued legal support to Departments on initiatives to promote sustainable infrastructure and economic vitality.
5 • Enhance collaboration with our public entity partners in regional efforts to address housing, homelessness, emergency response, and other areas of regional concern.
All
Foundational responsibilities:
• Provide skilled and effective defense of all claims and lawsuits filed against the City of Santa Rosa.
• Enforce environmental and consumer protection laws and aggressively pursue violations. 3 • Enforce the City Code with a focus on highest health and safety risks. 3 • Provide timely review of contracts, resolutions, and proposed ordinances.
Provide advice and legal support in state and federal legislative and regulatory initiatives.
All
• Provide professional, timely and effective legal advice to the Council, City Manager, City Departments and City boards and commissions throughout our work.
All
59 City Attorney’s Office
Expenditures by Fund
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
General Fund $3,369,311 $3,497,188 $3,824,241 $3,888,597 Total $3,369,311 $3,497,188 $3,824,241 $3,888,597
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 16.90 15.90 15.90 15.90 15.90
Performance Measures
Litigation: As of April 11, 2022, CAO had 30 matters in active litigation and 16 additional claims under review. The Office estimates that it is likely to receive 3 new lawsuits and 7 new claims by the end of the fiscal year. The existing lawsuits include civil ri ghts claims, personal injury, contract claims, construction disputes, regulatory matters, claims under CEQA, receiverships and others. Several cases are matters filed by the City itself to recover damages or monies owed. Six existing cases are currently scheduled for trial in the coming months, and we anticipate additional cases may be scheduled before the end of the FY 2021-22. City Attorney’s Office handles the vast majority of this litigation in -house to minimize outside counsel costs when possible. C AO’s engagement begins with the claim filing and continues strongly through discovery, trial, appeals and writs. In addition to lawsuits and claims, the litigation team will, by the end of FY 21 -22, have defended approximately 31 weapons administrative ac tions, 9 vicious animal complaints (some involving multi-day trials), 23 Pitchess Motions, and 6 inspection warrants.
Departmental Support: CAO continues to provide general legal advice and support on a wide range of municipal matters. The Office has responded to approximately 259 formal legal opinion requests, and many more informal inquiries. On a day -to-day basis, the CAO’s transactional team works closely with staff of all Departments to provide on-going legal guidance and proactive support on a vast array of City projects and initiatives. Much of this work is not reflected in the official opinion requests tracked above and is performed as a part of continuing services to the Council, the City Manager and the Departments. The City Attorney’s Office has reviewed 1161 agenda items to be presented to Council and other Boards and Commissions. City Attorney’s Office continues to explore improved ways to track this work. Additionally, the City Attorney’s Office has provided support to the City Clerk’s Offic e in the review of the over 1200 Public Records Act requests received this fiscal year.
Contracts: By the end of FY 21 -22, CAO will have reviewed and approved 1166 contracts. Average turnaround for standard contracts was approximately 5 business days and for nonstandard contracts approximately 10-20 business days, depending on the extent of needed negotiations.
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Provided legal guidance and support to the Charter Review Committee through its consideration of a range of possible Charter amendments, including participation in bi-weekly meetings, preparation of presentations and research materials, and assistance in preparation of a draft final report.
4, 6
• Worked closely with the City Clerk to guide redistricting following the 2020 Federal Census , successfully bringing forward a well-supported amendment to the District Ordinance. 4 60
City Attorney’s Office
• Provided legal guidance and support in the solicitation and hiring of an independent police auditor.
3, 6
• Successfully negotiated MOUs with labor groups. Significant cost savings to City through minimal use of outside counsel.
6 • Provided legal support for initial phases of the update to the Santa Rosa General Plan. All • Provided legal support for development and adoption of Short-Term Rental Ordinance, designed to protect neighborhoods, while allowing economic benefits. 3, 4
• Providing on-going legal support in connection with proposals for ambulance services within Santa Rosa.
3 • Provided legal support for drought response, including legal guidance in the development of the City’s Water Demand Offset Policy.
3 • Vigorously defended and resolved significant litigation matters at little or no cost to the City. 6
Looking Ahead
The City Attorney’s Office will continue to provide essential legal support to the City Council, City Manager and all City Departments in pursuit of the Council’s top priorities. Our efforts are wide -ranging and will include working closely with staff to address the community’s housing needs and the on-going impacts of homelessness, working closely with staff to ensure the continued strengthening of the City’s response and resiliency to drought, wildfires, and other emergencies, and working closely with staff in strategies to stabilize City finances, to enhance essential infrastructure and to promote a strong local economy. CAO will continue to work with the Council’s Public Safety Subcommittee and the Police Department as the Department undertakes its critical reforms, and we will work in close collaboration with the Council, the City Manager, the Departments an d Seed Collaborative in moving forward to address systemic racism and evolve to an organization and community that celebrates diversity and embraces equity, inclusion and belonging.
CAO anticipates continued partnership with all Departments in significant new and on -going initiatives, including innovative Water programs and policies, the General Plan Update, climate change policies, new proposed housing ordinances, new City and regional homeless initiatives, new efforts to support local businesses, and potential real estate transactions to facilitate downtown development.
In the coming fiscal year, CAO also anticipates significant time and resources will be directed to guiding final decision-making in the City’s Charter review and to assisting in drafting and processing proposed ballot measures. The CAO anticipates that ballot measures will include two or more Charter Amendments, a possible extension of Measure O, and perhaps others. In addition, the CAO will be devoting significant resources to the 2022 elections in general, including legal support and guidance for the Council member elections (four districts) and close collaboration with the City Clerk’s Office on election procedures and requirements throughout the season.
Litigation will continue to absorb much of our time. In particular, CAO is currently engaged in significant construction, contracting and civil rights lawsuits, all of which are moving forward quickly. We also anticipate that litigation will continue to surround our efforts to address homelessness, with a potential trial late in the year.
As always, the CAO’s day -to-day work will continue. Claims are defended. The City Code is enforced.
Agenda items are reviewed. Ordinances, resolutions, and policies are drafted or revised. Contracts are reviewed. Advice is provided to staff on a myriad of issues, large and small. Labor and employment issues are resolved. Broad on -going support is provided to the Council and each of its Boards and Commissions.
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62 City Council
The City Council is the legislative and policy-making body for the City of Santa Rosa. Council Members are elected by voters to serve four -year terms. The Mayor and Vice Mayor are elected by the Council Members. The Mayor serves a two -year term. The Vi ce Mayor serves a one -year term. The Council makes the appointments of the City Manager and the City Attorney, as well as numerous Board and Commission Members.
Mission
It is the mission of the Council to provide high-quality public services and cultivate a vibrant, resilient and livable City.
Natalie Rogers
Council Member
District 7
Chris Rogers
Mayor
District 5
Dianna MacDonald
Council Member
District 3
John Sawyer
Council Member
District 2
Tom Schwedhelm
Council Member
District 6
Eddie Alvarez
Vice Mayor
District 1
Victoria Fleming
Council Member
District 4
District 1
63 City Council
Annually and early in the calendar year, the City Council and Executive Team meet to establish Council goals and priorities at the City Council Goal Setting Workshops. In 2022, the City Council Goal Setting Workshops did occur, in a social distanced environment, as the City continued to respond to the novel coronavirus (COVID-19) pandemic. For the 2022-23 budget year, the City Council identified six priorities from which goals would be identified and prioritized. The six priorities, in order, are:
Major Budget Change
The City Council’s FY 2022-23 budget is $1.6M, an increase of $ 410K, or 35.1%, over the prior year’s adopted budget. Salaries & Benefits increased by $ 28K, or 13.4%, mainly from the increase in health benefits. Services & Supplies increased by $ 383K, mainly within professional services and other miscellaneous. The FY 2022-23 budget includes an election, therefore increasing professional services.
Priorities
1. Deliver housing for all
Pursue housing options for residents of all income levels.
2. Reduce homelessness and its impacts
Partner with key stakeholders to offer housing and support services to the unsheltered and address the issues and causes of homelessness.
3. Ensure a healthy and safe community for all
Ensure the public’s safety by engaging residents and using a broad range of proactive approaches.
4. Promote economic and community vibrancy
Sustain and develop a diverse and thriving economy that benefits Santa Rosa residents and businesses and contributes to the community’s economic health.
5. Build and maintain sustainable infrastructure
Invest in and maintain infrastructure that supports environmental sustainability and supports a vibrant City.
6. Achieve organizational excellence
Creating a high performing organization that is proactive; fiscally sound; promotes diversity; equity, and inclusion; and reliably delivers outstanding services to the community. 64 City
Council
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Elections $0 $112,730 $0 $612,730
Administration $697,197 $707,545 $1,064,785 $862,814
Events $16,707 $0 $105,000 $105,000
Total $713,904 $820,275 $1,169,785 $1,580,544
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $76,548 $74,212 $112,000 $122,000 Benefits $104,882 $86,926 $101,236 $119,319 Professional Services $240,719 $309,078 $661,649 $1,037,597 Utilities $5,189 $5,157 $1,589 $1,589 Operational Supplies $11,728 $7,795 $11,728 $11,728 Information Technology $146,135 $164,134 $152,880 $133,910 Other Miscellaneous $128,703 $172,973 $128,703 $154,401 Total $713,904 $820,275 $1,169,785 $1,580,544
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $713,904 $820,275 $1,169,785 $1,580,544
Total $713,904 $820,275 $1,169,785 $1,568,804
65 City Council
Performance Measures
The City Council’s service indicators remain relatively the same year after year. In FY 2022, the City Council held their annual Council Goals Session and adopted the updated priorities. The City Council held 31 meetings and made 22 appointments to various Boards and Commissions. In addition, the City Council Members all serve on various Boards and Committees.
Council Meetings: The City Council meets almost every Tuesday at 4:00 p.m., but meetings may begin earlier in the afternoon to accommodate study sessions. Agendas are made available online at www.srcity.org.
Various Committees: The City Council Members work with City staff on various committees and provide leadership and guidance on a variety of issues. Council standing committees include: B oard of Public Utilities (BPU) Liaison, Climate Action Subcommittee, Downtown Subcommittee, Economic Development Subcommittee, Violence Prevention Partnership – Steering Committee, Open Government Task Force Subcommittee, Violence Prevention Partnership Policy Committee, Long Term Financial Policy and Audit Subcommittee, Subcommittee on Homeless Issues, and the Santa Rosa Build/Rebuild Ad Hoc Committee, Cannabis Policy Subcommittee. The Council Regional Appointments include: Association of Bay Area Governm ents ( ABAG), Health Action Council, Library Advisory Board, League of California Cities ( LOCC) North Bay, Home Sonoma County Leadership Council, Ground Water Sustainability Agency, Mayors’ and Councilmembers’ Association Liaison to LOCC, Russian River Wate rshed Association, Waterways Advisory Committee, and the Water Advisory Committee (WAC). Council Members also hold liaison positions on Sonoma Clean Power Joint Powers Agreement ( JPA), Sonoma County Transportation Authority/Regional Climate Protection Aut hority, Zero Waste Sonoma (formerly known as Sonoma County Waste Management Agency, Zero Waste Sonoma) and Renewal Enterprise District (RED).
Boards and Commissions: The City Council Members appoint City residents to positions on various Boards and Commissions. These Boards work with City staff on a variety of issues, provide the Council and citizens with important background information and make decisions based on that information.
They are: Art in Public Places Committee, Bicycle and Pedest rian Advisory Board, Board of Building Regulation Appeals, Board of Community Services, Board of Public Utilities, Community Advisory Board, Cultural Heritage Board, Design Review Board, Housing Authority, Measure O Citizen Oversight Committee, Mosquito Ve ctor Control Board, Personnel Board, Planning Commission, Successor Agency Oversight Board, Santa Rosa Tourism Business Improvement Area Advisory Board, and the Waterways Advisory Committee.
66 City
Council
Looking Ahead
The City Council is looking to refine its goals and implement programs to make Santa Rosa a vibrant, sustainable and livable City.
Prior FY 2021-22 Accomplishments
• Appointed new City Manager
• Approved Caritas Village
• Reopened City Hall and offices during COVID
• Appointed Council Member Tibbett’s replacement
• Started re-districting process after Census
• Approved the Safe Parking Program
• Purchased property for Fire Station 8, Roseland Library and Community Center • Developed expenditure plans for PG&E and ARPA Funds
• Started Charter Review Process
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68 City Manager’s Office
Department Description
The City Manager’s Office is comprised of three programs: Administration, the City Clerk ’s Office, and Homeless Services.
Administration - Responsible for the administration and oversight of all City departments, guides the annual budget process, coordinates the City Council agenda process, and provides direct support to the City Council. The office also administers and monitors the City’s franchise agreements and a variety of service- related agreements.
City Clerk's Office - Administers the City's legislative process; provides support to the City Council, produces the Council agenda, and assembles and distributes the agenda packets in compliance with the Brown Act; records action minutes and manages the processing of all items approved by the City Council; maintains the legislative history of all City Council actions; administers regular and special municipal elections according to the Elections Code, the City Charter, and the City Code; provides support and information to candidates and voters; administers Board, Commission, and Committee recruitme nts and appointments in accordance with the Maddy Act and City Council policies; manages the retention and retrieval of official documents in compliance with the Public Records Act; acts as the filing official for Statements of Economic Interest and Campaign Statements in accordance with the Political Reform Act; assures proper publication of public notices and adopted ordinances; provides training; oversees the codification of the City Code; coordinates the City’s Records Management Program; and provides access to information about the public’s business.
Homeless Services – Provides essential support to address homelessness in our community as part of the City’s Housing First Strategy and broader goal of “Housing for All.” Funding is provided to key initiative areas – day services, street outreach and encampment resolution, emergency shelter, housing support, and community-based solutions – through the following programs: Homeless Services Center, Living Room, Samuel L. Jones Hall Homeless Shelter, Family Support Center, YWCA Safe House, Homeless Outreach Services Team (HOST), HCA Family Fund Program, Community Homeless Assistance Program (CHAP), Homeless Encampment Assistance Program (HEAP), and Safe Parking Pilot Program. These initiatives are coordinated in collaboration with City departments, service providers, and community partners and participation in regional planning efforts through the Continuum of Care, also known as Home Sonoma County.
Mission
It is the mission of the City Manager’s Office to provide responsible and ethical leadership, cost-control management, administration, and direction for the City organization based on sound strategic planning, support to City Council Members and Boards and Commission Members, and exceptional customer service to the community. 69 City Manager’s Office
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section) Administration
• Deliver housing options for residents of all income levels 1 • Reduce homelessness and its impacts 2
• Ensure a healthy and safe community for everyone 3
• Promote economic and community vibrancy 4
• Build and maintain sustainable infrastructure 5
• Achieve organizational excellence
6 City Clerk
• Prepare and distribute preliminary and current City Council agendas, paperless agenda packets, and minutes pursuant to the Brown Act and City policy. 4, 5, 6
• Facilitate an open and transparent democratic process through public access to Council and advisory body legislative records.
4, 5, 6
• Promptly receive, review, track, and coordinate responses to all Public Records Act requests.
6 • Continue development, implementation, and coordination of a comprehensive Citywide Records Management Program.
6 • Administer fair and impartial municipal and ballot measure elections; provide technical support and guidance to City Council candidates and proponents. 6 •
Serve as filing officer/official under the Political Reform Act for Statements of Economic Interests and Campaign Finance Disclosure Statements. 6 •
Effectively manage all board and commission member vacancies, recruitments, and appointments to ensure City boards, commissions, and committees represent the diversity of the community.
6 • Foster public involvement and informed decision -making by providing professional customer service and accessible and accurate information about City government. 6 • Assist in the implementation of the recommendations of the Open Government Task Force.
6 City Manager’s Office
City Manager
3.0 FTE
Administration
4.0 FTE
City Clerk's
Office
4.0 FTE
70 City Manager’s Office
Homeless Services
Major Budget Changes
The City Manager’s Office budget is comprised of two funding sources, the General Fund and Homeless Shelter Operations Fund. The total FY 2022-23 budget is $6.9M, up $169K over the prior year’s adopted budget.
As a part of the FY 202 2-23 budget, the City Manager’s Office restructured to add the two Assistant City Managers that were previously in Planning & Economic Development and Transportation & Public Works.
The General Fund is 42% of the City Manager’s Office overall budget, which in FY 2022-23 totals $2.9M, a $767K or 36% increase from the prior year. $722K of the increase occurred in Salary and Benefits, because of the restructuring to add the two Assistant City Manager positions under the City Manager’s Office Budget as well as MOU increases for all staff . There was an increase of $20K , or 17% , for Information Technology services and a $ 20K increase, or 27% , in Other Miscellaneous for meetings, trainings and conferences to support the addition of the two Assistant City Managers.
Homeless Services decreased $598K for an overall budget of almost $4M. $731K or 18% of the Homeless Services fund is spent in Salaries and Benefits. Professional services decreased by $109K. Subrecipient Funding decreased by $523K , or -15%, to $2.8M. CIP and O&M Projects increased $35K for a total of $350K for a Sam Jones Hall Capital Improvement project. Homeless Services now comprises 58% of the overall budget in the City Manager’s Office.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $2,422,775 $1,668,539 $2,033,870 $2,801,114 Communications $37,535 $0 $0 $0
City Clerk $81,320 $78,682 $81,320 $81,256
Homeless Services $3,219,586 $2,718,444 $4,278,416 $3,645,105 CIP and O&M Projects $164,851 $7,182 $315,000 $350,000
Total $5,926,067 $4,472,847 $6,708,606 $6,877,475
• Administer homeless service contracts for the housing-focused Samuel L. Jones Hall Homeless Shelter and Annex, Family Support Center, Homeless Services Center, Homeless Outreach Services Team (HOST), HCA Family Fund Program and Safe Parking; continue support to the Community Homeless Assistance Program (CHAP).
1, 2
• Support efforts to solve homelessness through continued coordination of services among City departments including the Homeless Encampment Assistance Program (HEAP) and Safe Parking Program, collaboration with the County and service providers, and participation in regional planning efforts through the Continuum of Care (Home Sonoma County).
1, 2
71 City Manager’s Office
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $1,518,904 $1,217,345 $1,367,887 $1,894,010 Benefits $689,926 $642,286 $799,433 $992,974 Professional Services $500,493 $213,925 $576,192 $466,261 Utilities $3,889 $2,336 $5,265 $5,265 Operational Supplies $37,742 $9,670 $35,254 $40,043 Information Technology $129,385 $170,096 $147,072 $168,760 Other Miscellaneous $78,192 $78,760 $94,658 $111,039 Subrecipient Funding $2,778,012 $2,102,947 $3,318,192 $2,794,781 CIP and O&M Projects $164,851 $7,182 $315,000 $350,000
Indirect Costs $24,673 $28,300 $49,653 $54,342 Total $5,926,067 $4,472,847 $6,708,606 $6,877,475
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Request
General Fund $2,695,894 $1,751,379 $2,115,190 $2,882,370 Homeless Shelter Operations $3,230,173 $2,721,468 $4,593,416 $3,995,105 Total $5,926,067 $4,472,847 $6,708,606 $6,877,475
Authorized Full-Time Equivalent (FTE) Positions – All Funds
Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 13.00 14.00 10.00 8.00 11.00
Administration
• Work with the Mayor, the City Council, and the Executive Staff to implement City Council Goals.
Follow-up with staff to develop and produce desired results. • Provide responses to each of the approximate 3000+/- emails that come to the City Manager and City Council.
72 City Manager’s Office
Performance Measures
City Clerk
Homeless Services
City Clerk FY 2019-20 FY 2020-21 FY 2021-22
City Council Meetings:
Produce, publish, and timely post
preliminary and final Council
agendas, agenda packets and
meeting minutes
152*
148*
152***
City Council Legislation:
Timely and accurately conform,
publish, post, and import into
Laserfiche all City Council legislation
Resolutions – 229*
Ordinances – 23*
Resolutions –
235**
Ordinances – 18**
Resolutions –
252**
Ordinances – 20***
FPPC Filings – Form 700:
Provide notification of filing
deadlines; receive, review, and post
filings; seek amendments as needed
677 filings 551 filings* 627 filings**
FPPC Filings – Campaign Disclosure
Statements:
Provide notification of filing
deadlines; receive, review, and post
filings; seek amendments as needed
Filers – 26
Filings – 52
Filers – 25*
Filings – 84*
Filers – 26**
Filings – 48**
Public Records Act Requests:
Receive and review written requests,
coordinate production of records,
prepare responses
970
(1/1-12/31/2019) 959* 1515**
Boards and Commissions: Track
and recruit applicants and administer
appointments for 12 advisory bodies
(86 positions)
Applications–31
Appointments–
26***
Applications–
160***
Appointments–
51***
Applications–90***
Appointments–
34****
(*) 1/1-12/31/2020
(**) 1/1-12/31/2021
(***) Fiscal Year-end estimates based on year-to-date actuals Indicators FY
2018-19
FY
2019-20
FY
2020-21
FY 2021-22
Estimates
73 City Manager’s Office
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) Administration
• Successfully opened City Hall and offices during COVID/Provided burrito breakfast welcome back to employees
1-6
• Appointed Assistant City Manager, Chief Financial Officer, and Chief Technology Officer
4,5,6
• Held two Council Goal Setting Sessions (August 2021 and February 2022) 1-6 • Held Executive Retreat in November 1-6
Number of persons sheltered at Samuel
Jones Hall Homeless Shelter and
Annex (SJHA)
849 764 622 650
Number of persons exited to housing
from SJHA 54 75 60 50
Number of persons sheltered at Family
Support Center 405 318 245 400
Number of persons exited to housing
from Family Support Center 223 293 112 100
Number of persons served at Homeless
Services Center 1711 1747 2929 1700
Number of persons served under the
Homeless Outreach Services Team
(HOST)
334 857 270 600
Number of persons placed into safe
shelter or housing (temporary or
permanent) under HOST
137 204 51 100
Number of persons served at Safe
Parking (new in 21/22) n/a n/a n/a 50
City Clerk
• Managed the preparation, distribution, and posting of City Council agendas, agenda packets and minutes for 41 City Council meetings.
All
• Successfully implemented Zoom Hybrid Meetings for all City Council meetings All
• Served as filing official for over 467 Statements of Economic Interests for City Council members, advisory body members, and designated staff in compliance with the Political Reform Act.
4, 5, 6
• Responded in a timely manner to over 1499 requests for public records in compliance with the Public Records Act (1/1/2021-12/31/2021).
6 • Conducted recruitments for vacancies on 12 Boards, Commissions, and Committees; solicited and received 90 applications.
4, 6
• Managing the codification of resolutions and ordinances, promptly making them available online
All
74 City Manager’s Office
Looking Ahead
The City Manager’s Office is effectively managing the City, including fiscal accountability and implementation of the Council goals.
City Clerk’s Office will continue with Council meetings in a hybrid format with in-person and virtual participation with the public; facilitate the City Council redistricting process and the Charter Review with the City Attorney’s Office, and work with Information Technology staff to implement a trusted system for citywide records.
The City will continue to focus on homelessness through its work in the Home Sonoma County/ Continuum of Care regional task force and through non-profit partnerships. The Strategic Plan process will assist the City in focusing its efforts to continue addressing this complex social issue. • Conducted yearly update of retentions schedules for each department. 6 Homeless Services
• Received $1.7M in CARES Act Emergency Services Grant -CV funding to reimburse City expenses for Samuel Jones Hall Shelter and Annex during COVID pandemic. 2 • Utilized $713K in CARES Act Community Development Block Grant -CV funding for operations of the Samuel Jones Hall Shelter Annex, which allowed unsheltered persons a socially distanced shelter option.
2 • Continued coordination of the Homeless Encampment Assistance Program (HEAP) to resolve encampments throughout the City, including in the Roseland/Southwest and Northwest areas, Santa Rosa Avenue, South Park, and Bicentennial Park.
2 • Successfully opened the Safe Parking Pilot Program providing up to 50 spots in a city-owned parking lot for individuals living in their vehicles/RV. 2 • Selected a consultant, Focus Strategies, for the development of a Homelessness Solutions Strategic Plan.
2 75
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76 Communications & Intergovernmental Relations
Department Description
The Communications & Intergovernmental Relations Office (CIRO) is the centralized point for public communications, supporting the dissemination of public information and outreach , engagement, and marketing in support of revenue generating programs for departments across the city, as well as coordinating the City’s interests in key state and federal governmental activities and funding opportunities. CIRO manages the City’s external messaging, branding, design, development, and distribution of digital/print/video communication collateral and building collaborative relationships with key stakeholders including media representatives, as well as coordination of the City’s legislative advocacy efforts. This team works closely with the City Manager’s Office and all Departments to ensure accuracy , accessibility, equity, and transparency are at the core of all messaging. As a forward-facing department, CIRO is also responsible for matters that directly affect the public and maintains an open government approach to information, especially in times of emergency.
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Support public information needs through duration of the pandemic, fire season, drought, and other unanticipated emergencies
3 • Develop and implement outreach/communication plans for critical issues and projects 6 • Enhance community engagement efforts by implementing strategic, measurable communications plans
6 Mission
To streamline and centralize the dissemination of accurate, timely and pertinent information to the public, media and other governmental agencies.
Communications & Intergovernmental Relations Office
Vacant
Chief Communications
& Intergovernmental
Relations Officer
1.0 FTE
Communications
Coordinators
5.0 FTE
Legislative
Communications
1.0 FTE
77 Communications & Intergovernmental Relations
Major Budget Changes
The Communications and Intergovernmental Relations Office’s (CIRO) FY 202 2-23 budget is $1.4M, an increase of $66K over the prior year’s adopted budget. FY 202 2-23 will be the third year of existence for this General Fund supported department. Over the prior year, the roles and responsibilities of CIRO continue to be adjusted and clarified which has resulted in an increase in the budget. Salaries and Benefits experienced a nominal increase of $18K due to the continued need for communications regarding the pandemic, fire season, the City’s policing, homelessness, and other General fund supported projects.
Service and Supplies increased by $4 8K to a total budget of $ 310K. Most of the increase is due to the transfer of $30K of Non-Permanent Salaries to Professional Services.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Communications & Intergovernmental
Relations $0 $1,097,992 $1,378,362 $1,444,055
Total $0 $1,097,992 $1,378,362 $1,444,055
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $0 $640,704 $723,409 $725,537
Benefits $0 $335,592 $392,384 $408,050
Professional Services $0 $21,119 $64,650 $94,650
Vehicle Expenses $0 $0 $0 $0
Utilities $0 $3,211 $2,500 $2,500
Operational Supplies $0 $11,421 $14,380 $14,380
Information Technology $0 $0 $56,874 $57,803
Other Miscellaneous $0 $85,945 $124,165 $141,135
Total $0 $1,097,992 $1,378,362 $1,444,055
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $0 $1,097,992 $1,378,362 $1,444,055
Total $0 $1,097,992 $1,378,362 $1,444,055
• Enhance and grow the City’s online and digital presence and engagement 6 • Define and develop CIRO infrastructure and processes 6 78 Communications & Intergovernmental Relations
Authorized Full-Time Equivalent (FTE) Positions – All Funds
Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 7.00 7.00 7.00
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Developed and implemented several bilingual outreach plans, focused on equitable communications, for: Safe Parking Pilot Program, inRESPONSE Mental Health Support Team launch, new Aquatics and Senior Membership programs, Housing Choice Voucher Program, Zero Waste Food Ware Ordinance campaign, General Plan Update, redistricting, Short- term rental urgency ordinance, District 3 council member vacancy, and more.
• Provided effective emergency communications for: the drought, achieving the 20% communitywide reduction in water use, and COVD 19 communications and updates. • Launched Santa Rosa Transit’s UR Free Unlimited Rides Free for Youth pilot program campaign, resulting in a 13% increase in youth ridership over pre pandemic rider levels. • Secured two federal earmarks for inRESPONSE and a new Emergency Operations Center and coordinated the adoption of the City’s first ever state legislative platform.
Looking Ahead
As pandemic messaging and information needs wind down, CIRO will focus on its structure, processes, and procedures to address the communications needs fairly and efficiently of the city and its departments.
While the work of CIRO is largely determined by the work of all other departments, CIRO will be focused on ensuring that the organization utilizes best practices in ensuring equitable access and cost-effective delivery of public information for Santa Rosa’s diverse community through a range of strategies – digital, print, video, radio, paid advertising, community meetings, media relations, and others.
Communication is more important now than ever. The public expects to interact with the City where, when and how they prefer. CIRO will continue to be agile and adjust and tailor communications to meet the community where they are.
CIRO will re-evaluate existing communications methods and consider ways to improve communications across the board. CIRO seeks to revitalize cross-departmental communications, local, State and Federal government communications, private sector relations, and constituent communications for the City of Santa Rosa.
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80 Finance
Department Description
The Finance Department is responsible for providing a wide range of financial and support services to the City organization, as well as the business community and the public. The Department is divided into six programs in addition to the department's Administration section: Financial Services, Payroll & Benefits, Purchasing, Revenue, Parking Operations, and Parking Enforcement.
Financial Services is divided into three sections that provide accounting and fiscal management to City departments, the Housing Authority, and the Successor Agency to the Former Redevelopment Agency:
Financial Reporting, Accounts Payable, and Budget and Financial Planning. Together, the Financial Services sections ensure the proper use of public funds. Financial Services is responsible for preparing and producing several mandated reports including the City’s Operations and Maintenance (O&M) Budget, and the City’s Capital Improvement Program (CIP) Budget.
The Financial Reporting section provides professional-level accounting and financial reporting services for an array of activities. Financial Reporting manages the annual financial audit contract. Accounts Payable processes all accounts payable requests relating to contracts, purchase orders, field requisitions, and miscellaneous payments. The division also ensures payments are pr operly documented and the requirements of City policies and procedures, as well as federal and state laws are satisfied. Budget and Financial Planning manages all aspects of the City’s budget process, long range financial planning, and provides analytical services to departments throughout the year. This section also includes the City’s Treasury function which manages the investment of the City’s cash and runs the Citywide cost allocation plan contract.
Payroll and Benefits maintains the City’s payroll and timekeeping systems and produces all payments for various employee benefit programs. This requires producing both bi -weekly and monthly payroll and reconciling and paying monthly benefit costs. There are several external reporting requirements of payroll- related information to federal and state agencies that occur bi -weekly, monthly, quarterly, and annually.
Additional tasks performed by this program are the management of the City’s deferred compensation program, the coordination of various uniform prog rams, tracking and billing for leaves of absence, performing labor costing analysis, and preparing the Citywide labor and benefits budget.
Purchasing - The Purchasing section includes the Central Warehouse and its staff and offers contract management services for Citywide agreements and pur chase orders. The program provides centralized procurement for all goods and general services per City Code and grant/funding requirements, review of sole sourcing, design build projects, minor public works , Request for Proposal (RFP) oversight and assistance, surplus disposal, purchasing card administration, fuel management, procurement training, public requests for information, warehousing of requested inventory, and City-wide training and support.
Centralized contracts and purchase orders are also monitored for adherence to City insurance requirements. Purchasing staff oversees City-wide contract/po performance management and facilitates remedy when issues occur.
Mission
As the fiscal steward of the City’s resources, the Finance Department provides excellent customer service, as well as ethical oversight and management of public funds. 81 Finance
Purchasing staff are all vital members of the City’s emergency response team, coordinating logistical needs, facilitating exigent emergency procurement of rental equipment, p rocurement card transactions, and compliance with terms and conditions for federal reimbursement. They also assist in audit requests for documentation following a disaster response. The Purchasing Agent is also the designated Disadvantaged Business Liaison (DBELO) for other departments who receive Federal funding.
Revenue - The Revenue section includes Revenue and Collections. and is responsible for the collection of various City taxes (Cannabis, Utility Users, Transient Occupancy, Real Property Transfer, Property, Sales and Use) and Business Tax Administration. It provides billing and collection of mi scellaneous receivables, two business improvement assessment districts, alcohol sales permit fees and franchise fees (gas, electric, cable, solid waste disposal, C&D debris box, towing, taxicab), receipting payments for all taxes and money received, provid e collection duties for delinquent accounts, and enforcement work on unregistered entities.
Parking Operations & Maintenance - The Parking Operations section s erves an estimated two million customers per year by managing and maintaining the City's five parking garages, nine surface lots, on - street metered parking and time -limited parking spaces for the downtown City center, Railroad Square Parking Meter Zone, and eight residential parking permit zones.
Parking Enforcement - Parking Enforcement monitors and regulates parking meters, time zones, and other restricted parking areas in the Downtown Central Parking District and Railroad Square Parking Meter Zone, as well as eight Residential Permit zones. Enforcement maximizes parking options for residents, commuters and visitors in a fair, equitable manner that promotes and encourages economic growth. .
FTE by Program
Finance
Alan Alton
Chief Financial Officer
5.0 FTE
Financial
Services
14.6 FTE
Payroll and
Benefits
5.0 FTE
Purchasing
7.0 FTE
Revenue
3.0 FTE
Parking O & M
23.0 FTE
Parking
Enforcement
5.0 FTE
82 Finance
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section) Administration
• Reduce processing while strengthening policies and practices. 6 •
Restore reserves using established criteria and quantitative analyses. 6 • Balance recurring expenditures from recurring revenue sources. 6 • Increase strategic environmental scanning to anticipate funding barriers. 6 • Require periodic financial assessments aligned with the economic health and needs of the City.
6 Financial Services
• Prepare an annual budget and long -range financial forecast that will maximize City resources and lay a foundation for a successful financial future.
Payroll and Benefits
• Expand employee self-service options regarding payroll deductions and deferred compensation transactions.
• Identify, evaluate and address procedures to maintain compliance with California Public Employees’ Retirement System (CalPERS) reporting regulations.
• Implement electronic W-2 reporting and further develop central payroll system.
Purchasing
• Continue to assess and finalize implementation of an updated Purchasing Policy in partnership with the City Attorney.
• Implement contract management system to increase efficacies in contracting city-wide in coordination with the City Attorney’s Office.
Revenue
• Revenue will be working on an audit program for Cannabis Tax and to enhance Transient Occupancy Tax compliance on short term rentals.
• To better serve the public, Utility Users Tax (UUT) and Transient Occupancy Tax (TOT) will move to a cloud-based program, allowing for better public access.
• Short Term Rental program fee administration and oversight program being created in partnership with Planning and Economic Development.
Parking Enforcement
• Continue to enforce parking codes in a fair and equitable manner that promotes and encourages economic growth.
Parking Operations & Maintenance
• Complete installation of new parking access and revenue control system in five garages. 83 Finance
Major Budget Changes
The FY 2022-23 Finance Department total budget is approximately $14.4M, a decrease of $3.5M, or 19.4% from the prior year. Most of the decrease is the result of the transfer of Utility Billing from Finance to the Water Department mid-year. The Finance Department has two primary funding sources: The General Fund and the Parking District Fund.
The General Fund Finance operations decreased compared to prior year and budgeted at $7.2M, a change of $3.8M or 34.5%. A total of 27.0 FTEs were transferred from Finance to the Water Department with the move of Utility Billing. The General Fund Salaries & Benefits declined overall by $2.6M as the result of this transfer. The year over year increase in Salaries & Benefits and Services & Supplies when excluding the Utilities Billing transfer was a modest $580K or 3.9%. The increase in Salaries and Benefits are aligned with merit increases and ris ing benefits cost. Additionally, Services and Supplies added to their training, supplies, and overtime budget previously reduced.
The Parking District Fund budget is $6. 9M in FY 202 2-23, an increase of $ 288K, or 4.4% over the prior year’s budget. Most of the increase is attributable to higher Salaries & Benefits cost of $139k or 8.1%.
Overall, Parking’s operational budget reflects conservative budgeting to maintain services despite continued revenue loss as the result of the COVID pandemic. Parking’s Services & Supplies saw a modest increase of $54k as the result of higher cost for Auto, Fire, and Earthquake insurance. Additionally, $50k is to be used to upgrade City meters from 3G to 4G as required for continued operations. In total the change in FY 2022-23 compared to FY 2021-22 is approximately $110k.
Finally, the Pooled Investment Fund budget increased by $39K or 13.4% compared to FY 2021-22. The increase is the result of increases in Professional Services. The City continues to incur higher investment fees as the result of investing substantial proceeds from both bonds and the P G&E wildfire lawsuit settlement.
Budget Summary
Expenditures by Program
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
General Administration $1,784,994 $1,862,091 $1,793,626 $1,894,003 Purchasing $1,055,987 $1,119,786 $1,187,189 $1,267,451
Financial Services $2,603,846 $2,583,255 $2,905,534 $2,993,046 Revenue $4,084,568 $4,018,985 $4,755,149 $692,495
Payroll and Benefits $565,303 $584,146 $636,485 $676,582 Parking Services O&M $3,548,516 $3,554,443 $4,149,370 $4,456,228 Parking Enforcement $1,020,999 $845,893 $1,170,492 $1,177,507 CIP and O&M Projects $2,001,445 $7,203,236 $1,242,300 $1,216,355 Total $16,665,658 $21,771,835 $17,840,145 $14,373,667
• Complete repairs to 5 th Street and 7 th Street garages and 1 Street garage elevator modernization.
• Coordinate with Planning & Economic Development Department on potential redevelopment of parking assets.
• Continue collaboration with downtown merchants to support economic recovery from COVID-19.
84 Finance
Expenditures by Category
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Salaries $6,452,783 $6,050,554 $6,697,529 $5,271,351 Benefits $3,832,972 $3,759,327 $4,331,517 $3,285,822 Professional Services $2,055,972 $2,217,399 $2,930,739 $2,113,276 Vehicle Expenses $144,458 $158,264 $189,217 $151,225 Utilities $51,148 $75,060 $93,779 $87,969 Operational Supplies $566,409 $529,178 $650,346 $411,556 Information Technology $893,720 $961,239 $970,611 $978,846 Liab/Property Insurance $74,202 $101,925 $124,567 $178,964 Other Miscellaneous $209,327 $399,381 $274,823 $331,574 Indirect Costs $335,401 $316,272 $334,717 $346,729 Capital Outlay $47,821 $0 $0 $0
CIP and O&M Projects $2,001,445 $7,203,236 $1,242,300 $1,216,355 Total $16,665,658 $21,771,835 $17,840,145 $14,373,667
Expenditures by Fund
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
General Fund $11,540,386 $15,465,736 $10,986,983 $7,193,577 Capital Improvement Fund $18,137 $7,820 $0 $0
Parking District Fund $4,861,980 $6,047,789 $6,562,162 $6,850,090 Pooled Investment Fund $245,155 $250,490 $291,000 $330,000 Total $16,665,658 $21,771,835 $17,840,145 $14,373,667
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 102.35 95.85 92.85 89.60 62.60
Performance Measures
Revenue & Collections
INDICATORS: FY 2020-21 FY2021-22 Est.
Total Amount Billed 29,354,410 $30,000,000
HdL – Business Tax Certificates Issued 10,997 12,000
Invoices Issued 3,208 3,000
Utility Users Tax files 214 239
Alcohol Sales Permit Fee files 431 416
Transient Occupancy Tax files 342 380
City Tourism BIA files 342 380
County Tourism Business Improvement Area (BIA) files 20 21 Franchise Fees 36 33
Calls received 1,083 1,100
Electronic payments received 22 17
85 Finance
Mail (Phone) payments received 9,709 8,800
Counter payments received * counter closed 700
Dollar amounts sent to collections $262,951 $200,000
* Includes invoices, Utility User Tax accounts and refunds, Alcohol Sales permit files, Transient Occupancy Tax, Business Improvement Area for City and County, Dog Licenses, Unclaime d Property requests and Garbage payments
Parking Operations
INDICATORS:
FY 2018-19 FY 2019-20 FY 20-21 FY 21-22
Estimate
Number of monthly parking permits issued 23,919 18,141 16,921 16,525 Number of hourly parking garage patrons
served
553,376 396,361 195,300 360,100
Number of metered parking transactions 2,036,851 1,318,590 894,232 1,233,400 Number of residential parking permits
issued
1,463 1,417 1,279 1,460
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• As part of the City’s ongoing Disaster Recovery effort, worked with FEMA to receive $4.3 million reimbursement for non-congregate sheltering due to the COVID-19 pandemic.
• In collaboration with a diverse working group of City staff, presented to the City Council a spending plan for the use of American Rescue Plan Act (ARPA) federal funds and local PG&E Settlement Funds which was adopted
• Established a Section 115 Trust for Ci ty pension stabilization as part of a Fiscal Stability Strategy
• Completed a reorganization in the Revenue Division for streamlining purposes which moved the Water enterprise-funded Water Billing operation to the Water Department’s budget.
• Payroll and Benefits provided a multitude of costing models for 2021 negotiations. • Payroll worked with HR and IT on the change to our third-party benefit company. • In response to multiple COVID -19 state leave program allocations, new processes were created and applied to 17 bargaining unit agreements.
Looking Ahead
There are several challenges and initiatives the Finance Department will be working on over the next year and beyond. In alignment with the Council Goal to “Achieve Organizational Excellence” which includes ensuring the organization is fiscally sound, Finance staff will work with the City Manager and other departments to develop creative fiscal strategies to help the City move projects forward. This includes finding potential financing options as a way to pay for projects and preserve cash.
86 Finance
Finance staff will continue to closely monitor the General Fund’s financial condition by updating the long-term General Fund forecast as revenue and expenditure trends dictate. This includes changes in labor agreements; changes in benefits rates; and the impact of inflation and the local economy on both revenues and expenditures.
Managers within the Finance Department will continue to look for ways to provide efficient and cost-effective services to the organization and the community.
Finally, staff will continue to monitor the financial health of the Parking enterprise as the City emerges from the COVID-19 Pandemic. During the pandemic, the Parking enterprise suffered a significant loss of revenue, resulting in a draw-down of reserves to balance the budget. Staff will continue to analyze revenue and compared it to pre-pandemic benchmarks, forecast revenues and expenditures, identify methods to bring the Parking enterprise’s operating budget in balance, and address the maintenance needs off the City’s parking assets. 87 This page intentionally left blank
88 Fire
Department Description
The Fire Department has four major programs: Administration, Prevention, Operations, and Measure O.
General Administration - Coordinates the preparation and monitoring of the Department’s budget. Major activities include : personnel recruitment, conducting studies of departmental operations and efficiencies, formulating policies, rules, and procedures, promoting life safety and environmental protection, providing administrative support to Fire Department personnel, contract negotiations and management , Citywide emergency preparedness, and representing the interests of the Department.
Fire Prevention - Prevents and limits the spread of fire and provides life safety through community safety education and the application and enforcement of regulations, codes, and ordinances. The Division administers several programs such as plan review, inspections, fire investigations, Cert ified Unified Program Agency (CUPA), hazardous materials, weed abatement, and Community Outreach within the City of Santa Rosa.
Fire Operations - Responds to and mitigates emergency
incidents within the City of Santa Rosa. Major services to the community include paramedic and emergency medical care, extinguishment of fires, technical rescue, mitigation of the effects of natural disasters , and hazardous mater ials containment. Training and s afety programs are provided to all personnel to deliver services safely and proficiently to the citizens of Santa Rosa.
Measure O - Fire - Is an extension of Operations that funds staffing for nine paramedic fire operations staff, one Training Captain, partial funding (25%) for the Emergency Medical Services Battalion Chief, and paramedic incentive pay for six additional fire operations staff. Measure O also funds the construction of existing and future fire stations and helps purchase necessary fire apparatus.
Mission
As a professional, all-risk fire department, we protect lives, property, and the environment through emergency response, prevention, and community involvement.
89 Fire
FTE by Program
Major Budget Changes
The Fire Department’s programs consist of Administration, Prevention, Operations, and Measure O (which is funded by its own revenue source). Overall, Fire’s FY 2022-23 budget increased by $ 4.3M, or 8.6% when compared with the FY 2021-22 adopted budget. 9.0 FTEs were added to the Fire Department, 7.0 were added midyear and are funded by the inResponse Program.
Within the General Fund, total Salaries and Benefits combined increased by $3.2M, or 8.6%. The cost of staffing increased, due to the MOU negotiations and the addition of 2.0 Full-Time Equivalent (FTE) employees. Also, City Council approved an additional $1.5M midyear to the FY 2021-22 overtime budget to reflect actual overtime spending. Another significant contributor to Fire’s rising budget is vehicle expenses, which increased $349K or 27.5%. Vehicle expenses include lease payments, insurance, fuel, and fleet replacement.
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Enhance operational readiness to “all-risk or all-hazard” emergency response. 3, 5, 6 • Analyze Fire Department facilities and determine the strategy for deferred maintenance, privatization, and construction. 3, 5, 6
• Enhance Fire Department programs related to training, safety, behavioral health, recruitment, and retention. 3, 5, 6
• Develop Vegetation Management Ordinance by the end of FY22-23. 3, 4, 5, 6 • Implement fuel reduction projects in addition to grant-funded projects by end of FY22-23. 3, 4, 5, 6
• Reduce plan review turnaround times and increase plan review capabilities to support the development of housing units. 1,2,3,4,5,6
• Complete the majority of EOC construction by end of FY22-23. 3, 5, 6 • Complete revisions and additions to EOP and COOP/COG Plans. 3, 5, 6 Scott Westrope
Fire Chief
1.0 FTE
Administration
4.0 FTE
Operations
125.0 FTE
Prevention
17.0 FTE
Measure O
10.0 FTE
Fire
90 Fire
FY 2022-23 Measure O expenditures increased by $141K, or 3.8%. The majority of this increase can be attributed to Salaries and Benefits, principally driven by MOU salary increase ($72K). Benefits increased by $ 50K, or 3.9% made up of increases in Worker’s Compensation, Health Insurance , and Unfunded Pension Liability charges. Measure O services and supplies had no significant changes.
Finally, CIP and O&M project expenditures increased in the amount of $124K or 33% for a total of $503K.
Capital Facilities fees collected increased and are able to fund three fire station projects.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $4,417,163 $5,050,107 $5,517,195 $6,156,406 Fire Prevention $2,771,339 $3,026,765 $3,207,363 $3,270,063 Fire Operations $36,455,804 $38,242,309 $36,518,212 $39,850,578 Measure O Fire $3,528,381 $3,615,236 $3,684,845 $3,825,997 CIP and O&M Projects $1,801,351 $3,887,861 $889,114 $991,157 Total $48,974,038 $53,822,278 $49,816,729 $54,094,201
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $24,742,440 $26,861,004 $24,389,731 $26,799,527 Benefits $15,570,273 $15,789,395 $16,691,321 $17,649,107 Professional Services $1,598,333 $1,645,486 $1,618,963 $1,618,963 Vehicle Expenses $1,106,068 $1,306,643 $1,350,469 $1,697,012 Utilities $37,614 $40,088 $39,945 $39,945 Operational Supplies $320,752 $331,783 $260,692 $260,692 Information Technology $632,943 $693,148 $888,641 $950,317 Liab/Property Insurance $20,111 $20,697 $31,094 $43,782 Other Miscellaneous $527,099 $215,617 $228,530 $316,212 Indirect Costs $112,474 $116,007 $112,486 $121,620 GF Admin Cost Plan $2,474,048 $2,914,549 $3,315,743 $3,605,867 Capital Outlay $30,532 $0 $0 $0
CIP and O&M Projects $1,801,351 $3,887,861 $889,114 $991,157 Total $48,974,038 $53,822,278 $49,816,729 $54,094,201
91 Fire
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $44,370,325 $47,297,737 $45,752,767 $49,764,957 Measure "O" - Fire $3,528,381 $3,615,236 $3,684,845 $3,825,997 Federal Grants $562,592 $36,539 $0 $0
Capital Improvement Fund $512,740 $2,872,766 $379,117 $503,247 Total $48,974,038 $53,822,278 $49,816,729 $54,094,201
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 149.75 151.00 151.00 148.00 157.00
Performance Measures
Indicators 2019 2020 2021
Budgeted Sworn Personnel 139 139 136
Population 175,183 173,628 178,488
Number of Incidents 28,667 26,409 28,115
Number of EMS/Rescue Incidents 18,091 16,138 18,026
Percentage of EMS/Rescue Calls 63.11% 61.11% 64.10%
Fire Loss $4,639,406 $6,478,656 $4,447,505
Number of Fires with Loss 164 192 165
On Scene within 5 Min. (Goal 90%) 70.11% 65.18% 59.45%
Weed Abatement Inspections 16,756 13,618 11,501
Engine Company Annual Inspections 2,700 2,674 2,656
Fire Prevention Annual Inspections 579 564 589
CUPA Annual Inspections 405 302 452
Plan Reviews 3,038 2,224 3,100
Plan Review Inspections 3,279 3,221 2,283
* Some changes were made to previous years to reflect amounts more accurately.
92 Fire
Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• Implemented Vegetation Management Program; added $5.3M in grant funding. 4, 6, 7 • Implemented Recruitment and Diversity Strategic Plan. 7, 8 • Purchased two Type 1 and two Type 3 fire engines. 7
• Purchased Station 5 and Station 8 properties. 4,7
• Reorganized Fire Administration Bureau. 4, 7, 8
• Funded “Hot” EOC construction project (Federal Earmark). 4, 7 • Hired to maintain a constant staffing model in Suppression Division. 4, 7, 8
Looking Ahead
Personnel Needs:
Recruitments of new employees and promotions of existing employees:
The Fire Department will continue to actively recruit and hire exemplary employees as needed to fill vacancies in the Operations, Prevention, and Administrative Bureaus. These recruitment and retention efforts will align with and utilize the provisions of the Santa Rosa Fire Department Recruitment and Diversity Strategic Plan.
The Fire Department will continue to provide promotional opportunities through a fair and impartial examination process for all ranks within all Bureaus. Through succession planning and mentoring the Fire Department will maintain a proud tradition of developing employees to find success in promotional opportunities throughout their careers. Current and certified promotional lists are maintained throughout the year to provide the Department the ability to immediately promote employees as the need arises due to retirements, injuries, or as vacancies occur.
The reorganization of the Administrative Bureau will create new job opportunities within the Fire Department including a second Deputy Fire Chief (Administration) and Administrative Analysts specializing in finance (1 FTE) and human resources (1 FTE).
The Fire Prevention Bureau is working diligently to fill vacancies created by retirements and promotions as well as positions created under the Vegetation Management Program. As with all business sectors, the recruitment of qualified applications for technical positions has proven to be challenging, however, Fire Prevention remains steadfast in its efforts and is looking at other opportunities such as outside contracts.
The Operations Bureau is slated to have two FTE firefighter/paramedic positions restored in the FY22-23 budget which will bring each of the three Suppression Division shifts to one over constant staffing. This will assist in reducing overtime by having the one position over to fill constant staffing vacancies. The need remains to restore three additional FTE firefighter/paramedic positions bringing daily staffing to two over constant staffing on each shift.
Our current Strategic Plan, Deployment Analysis, and Staffing Study reflect the need to add two additional fire stations, add a second on-duty Battalion Chief, and add two additional fire inspectors for a total of 23 new FTEs. The Fire Department is continuing to seek outside funding for these additions. 93 Fire
Project Activity:
Initiate privacy project for remaining fire stations’ barrack-style dorms:
The Fire Department currently has ten fire stations, five of which have individual dorm rooms for firefighters that accommodate privacy for changing clothes, sleeping, and studying. Stations 1, 3, 4, 6, & 7 were all built between 1967-1981 and still have the original open-style barrack dorm rooms that do not accommodate privacy for our current diverse workforce. The COVID pandemic has allowed the Fire Department to make some temporary modifications to include additional privacy in the dorms. Modern fire station design standards do not include open-style communal dorm rooms. As planned, the privacy dorm project would be completed over a period of years, working to complete at least one station per year. Station 1 PSB building has the greatest need due to the number of firefighters on duty at the station. There is also a dire need to remodel and retrofit restroom facilities at several fire stations in order to create a work environment that promotes equity, inclusion, and belonging.
Continue to plan for the relocation and/or construction of new fire stations based on the 2017 Standards of Coverage report:
The Standards of Coverage report closely follows the Center for Fire Public Safety Excellence (CPSE) Standards of Coverage model that develops written procedures to determine the distribution and concentration of a fire and emergency service agency’s fixed and mobile resources. This plan has identified several options to ensure safe and effective fire service coverage within the City. Identified in the report are the relocation of Fire Station 8 (Roseland) and the construction of the new Fire Station 9 (southeast). Additionally, this plan exhibits the need to move Fire Station 6 (Calistoga Road) to the Skyhawk area and build a new Station 12 in the area of Montecito Avenue and Benicia Drive.
Ambulance Franchise and REDCOM RFP’s:
The Fire Department will continue to be a proactive stakeholder in the Ambulance Franchise Exclusive Operating Area (EOA-1) RFP and the REDCOM Regional Dispatch RFP. In February 2022, Sonoma County pulled the existing EOA RFP off the street and will reissue a revised RFP within 18 months of that date. This came with an 18-month extension of American Medical Response (AMR) contract for ground ambulance service in EOA-1. The Fire Department will explore opportunities and partnerships that will best meet the mission of the department, is most beneficial to the community, and is the most fiscally responsible.
Evaluation and Response
The SRFD will continue to build upon its high-quality advanced life support medical response and care provided to the community. Future emergency medical services will be measured against industry best practices and outcome data. Staff will work with healthcare partners to improve utilization of the emergency and non-emergency systems. The Department will continue to identify and prepare for future threats to the community including active shooter events by utilizing opportunities in training and collaboration with other first responders.
94 Fire
Strategic Plan
The Fire Department will be soliciting services for a new Strategic Plan in FY22-23. This will be the first Strategic Plan since 2016, so we expect to see some significant new strategies as we move into the next five-year cycle of a strategic plan as our live environment has changes do drastically. Input will be solicited from three key stakeholder groups. First is the internal (Fire Department) group consisting of a broad representation of all employees across all bureaus, ranks, and seniority levels. The second will be external stakeholders comprised of our partners in local government to include City staff, elected officials, law enforcement, ambulance providers, dispatch, and partners in the regional fire service. The third, and most important group will be input from the community. The focus is for this strategic plan to be community focused and community driven, so a robust campaign to solicit input from that stakeholder group will be pivotal.
Equipment Needs:
Apparatus Maintenance and Replacement:
As proposed in the FY 22-23 budget, the Fire Department will have, for the first time, a Capital Fleet Replacement program for apparatus and other fleet vehicles. This is a major accomplishment in that there will now be a budgeted funding source for purchasing fire apparatus. Based on an outline of when apparatus need to be replaced, the Finance Department worked with the Long-Term Finance and Audit Subcommittee, the Fire Department and TPW – Fleet Maintenance to develop and fund this plan. In addition to having the funds available to purchase apparatus on a forecast basis, this also allowed the Fire Department to shorten the useful life of front-line fire engines from 15 to 12 years and the useful life of front-line ladder trucks from 20 to 15 years. This will bring the cost of maintenance and time out of service down considerably.
The Fire Department is currently working towards the purchase of two additional Type 6 wildland engines and a Tactical Water tender as part of the Wildland Resiliency and Response Strategic Plan. We are currently seeing supply chain issues and manufacturers focusing on electric vehicles that will not allow placing orders on these apparatus until the fourth quarter of 2022.
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96 Housing & Community Services
nn
Department Description
The Department of Housing and Community Services (HCS) is comprised of two entities, the City Entity, and the Housing Authority. HCS staff support the Housing Authority Programs noted on the Organization chart below. Information regarding the Housing Authority is in its own section.
Under the City Entity, HCS manages tenant/landlord services contracts , the Mobilehome Rent Contr ol Ordinance governs mediation, and the Homeless Services Division funds programs and initiatives for residents experiencing homelessness and related community support.
Mobile home Rent Control Ordinance - Enforces the Ordinance, enacted in 1993, which regulates mobile home space rents in 17 mobile home parks in the City. The City assists residents and owners with mediation.
Tenant/Landlord Services - Oversees contracts for non -profit organizations to provide services for income-qualifying tenants and landlords.
FTE by Program
Housing & Community Services
Megan Basinger
Director
Administration
1.0 FTE
Homeless
Services
3 FTE
Tenant/
Landlord
Services
Rental
Assistance
Programs
14.5 FTE
Housing Trust
8.5 FTE
Mobilehome
Rent Control
Ordinance
Mission
We build community and improve the quality of life for
all Santa Rosa residents.
97 Housing & Community Services
Major Budget Changes
New funds have been added in the last two years due to fire disasters and/or the COVID pandemic. 2274 Emergency Housing Vouchers and 2269 HOME-ARP, funded by the American Rescue Plan Act, and 2286 CDBG Disaster Recovery funded through the California Dept of Housing and Community Services; the Department also manages CARES Act-funded CDBG and HOPWA funds.
The Housing and Community Services (HCS) department had a decrease in Salaries and Benefits of $104K or 78.3% due to the 1.0 FTE Deputy Director position being eliminated, there was an offset to the decrease by adding 1.0 FTE HCS Technician in Homeless Services. There were also 3.0 FTE positions approved as additional needs for FY 2022-23, these positions do not impact the General Fund as they charge out their time to the Housing Authority. There was 1.0 Limited Term HCS Technician added midyear to homeless services, 1.0 HCS Technician to the Housing Trust, and 1.0 Program Specialist added.
Subrecipient Funding increased by $19K or 20.6%. This increase was directly due to the legal aid contract increase for the Housing Attorney Support. Overall, the department’s budget decreased by $87K, or 22.2% as compared to FY 2021-22.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Neighborhood Revitalization $299,243 $203 $0 $0
Code Enforcement $1,171,762 $124,080 $195,057 $111,000
Homeless Services $3,219,586 $2,718,444 $0 $0
Mobile Home Rent Control Ord. $29,351 $15,500 $146,511 $143,569 CIP and O&M Projects $306,498 $178,721 $50,000 $50,000
Total $5,026,440 $3,036,948 $391,568 $304,569
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $788,135 $8,855 $85,984 $18,035 Benefits $456,111 $4,122 $47,511 $10,990 Professional Services $21,241 $0 $100,000 $100,000 Vehicle Expenses $28,024 $0 $0 $0
Utilities $5,725 $0 $0 $0
Operational Supplies $6,306 $235 $0 $0
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Continue to administer the self-sustaining Mobilehome Rent Control Ordinance by working with the City’s mobilehome owners/residents and mobilehome park owners/operators. 1 • Continue to administer the Tenant/Landlord services contract with non -profit service providers. 1
98 Housing & Community Services
Information Technology $84,714 $0 $0 $0
Other Miscellaneous $9,571 -$251 $0 $0
Subrecipient Funding $56,749 $120,000 $92,000 $111,000 Indirect Costs $43,780 $6,851 $16,073 $14,544 CIP and O&M Projects $295,911 $178,721 $50,000 $50,000
Total $1,796,267 $318,533 $391,568 $304,569
Expenditures by Fund
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $1,766,916 $303,033 $245,057 $161,000
Homeless Shelter Operations $3,230,173 $2,721,468 $0 $0 Mobilehome Rent Stabilization $29,351 $15,500 $146,511 $143,569 Total $5,026,440 $3,040,001 $391,568 $304,569
Authorized Full-Time Equivalent (FTE) Positions – All Funds
Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 35.50 34.00 24.00 24.00 27.00
Performance Measures
Indicators FY
2018-19
FY
2019-20
FY
2020-21
FY 2021-22
Estimates
CHAP sites receiving City funding 1 2 2 1
Number of mobilehome parks under
rent control 17 17 16 16
Number of mobilehome spaces under
rent control 1,573 1,615 1,636 1,690
Number of low-income tenants received
legal educations about their rights 499 403 295 500
Number of low-income tenants received
legal advocacy related to an eviction 204 267 226 200
Number of tenants remaining in current
housing as result of Legal Aid
intervention
61 66 98 90
Number of low-income tenants received
assistance with habitability issues
related to condition of housing
25 27 40 40
Number of low-income landlords
received counsel and assistance with
pleadings
14 34 26 15
99 Housing & Community Services
Looking Ahead
Staff will continue to provide mediation services for mobilehome park residents and owners when requested. The Department will continue to monitor the income-qualifying tenant and landlord program contract with the non-profit provider.
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Continued to administer the self -sustaining Mobilehome Rent Control Ordinance by working with the City’s mobilehome owners/residents and mobilehome park owners/operators. 1 • Secured $5K in CARES Act Community Development Block Grant -CV to increase funding to the current Tenant/Landlord services contract with Legal Aid of Sonoma County to assist residents with COVID-related housing issues.
1 100
Housing Authority
Department Description
The Housing and Community Service s Department supports the Housing Authority (Authority) which consists of two programs : the Santa Rosa Housing Trust and the Rental Housing Assistance Division.
The Authority’s programs improve the quality and affordability of housing in the City. The focus population is very low- and low-income households.
Santa Rosa Housing Trust (SRHT) - Manages the City’s $155 million affordable housing loan portfolio, administers Federal and State housing grants, and performs compliance monitoring for approximately 5,000 units Citywide. These programs maximize and leverage available Federal, State, and local funding to assist in the production of affordable housing programs; conversion, preservation, and rehabilitation of affordable housing; and the acquisition, development, and rehabilitation of special needs facilities.
Rental Assistance Division - Provides rental assistance to over 2,200 income-qualifying individuals and families by administering three programs directed by the Federal Housing and Urban Development (HUD) Department: 1) Housing Choice Voucher program , including the HUD -Veterans Affairs Supportive Housing program (VASH), Project-Based Vouchers, and the Family Self-Sufficiency program; 2) HOME- funded Tenant Based Rental Assistance; and 3) American Rescue Plan Act (ARP) funded Emergency Housing Vouchers.
Mission
To ensure adequate, decent, safe, and sanitary housing for qualified people within Santa Rosa consistent with Federal, State, and local law.
Diane Test
Chair
Jeff Owen
Vice Chair
Stephen Burke
Commissioner
Wayne Downey
Commissioner
Thomas
LaPenna
Commissioner
Scott
McWhorter
Commissioner
Yvonne
Rawhouser
Commissioner
Megan Basinger
Executive Director
Housing Authority
101
Housing Authority
Major Budget Changes
Overall, the Housing Authority budget increased by $10.5M, or 23.8% when compared to the prior year .
Various programs and funds had increases and decreases, as discussed below, that together resulted in a significant increase.
Most notably, the Emergency Housing Voucher Program, funded by the American Rescue Plan Act, was established in summer 2021. This program added $2.3M in administrative and rental assistance funding to the Authority to administer 131 vouchers, focused on persons who are homeless or at risk, fleeing domestic violence, human trafficking or stalking, or facing housing instability. In the existing Housing Choice Voucher program, which administers 1903 Santa Rosa vouchers and 250+ port in vouchers monthly, administrative allowance increased, allowing the addition of two positions - a Limited Term Housing Technician to focus on inspections that were postponed in 2020 and 2021 due to COVID, and a Program Specialist to assist with supervision and complex program elements. Rental assistance payments also increased approximately 5% over the prior year; and various services and supplies increas ed to utilize the full administrative allowance in both the Emergency and Housing Choice Voucher programs.
The Santa Rosa Housing Trust increased by $6M, most notably in salaries, benefits, and loan activity, due to an increase in available funds over the prior year. The Trust is funded by 15 distinct Federal, State and local sources through grants, impact fees, compliance monitoring fees, and loan repayments. Loan repayments increased over $1.8M over the prior year, particularly from Lantana project loan paydowns.
Real Property Transfer Tax (RPTT) increased over $2.7M. The City Council has a policy dictating that a portion of City General Fund RPTT must be allocated to homeless services and housing annually. In FY 22/23, the Council chose to fund the entirety of homeless services with American Rescue Plan Act funds, which allowed all RPTT to go to Housing Trust, where it is primarily used for loan activity. Compliance Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Manage the Housing Authority’s over $155M loan portfolio and perform compliance monitoring on approximately 5,000 units annually. 1
• Solicit, evaluate, originate, and close loans for new affordable housing units, rehabilitation of existing units, or conversion of market rate to affordable housing units. 1 • Pursue additional funding opportunities to further the creation and preservation of affordable housing units in Santa Rosa. 1,2
• Continue management and oversight of $38.4M of one-time Community Development Block Grant- Disaster Recovery funds, received as a result of the 2017 Tubbs Nunns fire disaster, to facilitate loans for five projects totaling 377 new affordable housing units. 1 • Continue management and oversight of one-time COVID pandemic related funding, including CARES Act funding of $2.3M Community Development Block Grant - CV and HOME-ARP (American Rescue Plan Act) funding of $2.7M.
1,2
• Utilize American Rescue Plan Act (ARP) Emergency Housing Voucher funding and allotment of 131 vouchers to achieve 100% lease up rate. 1,2
• Utilize HOME funding to provide monthly tenant based rental assistance to 45 income qualifying individuals/families. 1
• Utilize the resources of the Housing Choice Voucher program to support the preservation and development of affordable housing. 1
• Fully utilize the resources of the Housing Choice Voucher program to provide direct assistance to at least 1,864 income qualifying individuals/families 1 102
Housing Authority
monitoring fees also increased due the number of affordable units coming online. To addres s this need, the Trust is adding a Housing Technician to focus on monitoring activities. Additionally, the Trust received the State Permanent Local Housing Assistance Grant of nearly $1.1M, all used for loan activity, and shown in the CIP and O&M Projects category in the Expenditures by Program and Fund tables below.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Admin Housing & Community Svcs $1,352,736 $1,338,922 $1,435,301 $1,574,741 Rental Housing Assistance $28,257,137 $29,273,578 $34,666,183 $38,967,504 SRHT Portfolio Svcs & Grant $737,217 $637,430 $855,321 $845,532 SRHT Afford Housing Pgrm & Fin $6,485,260 $3,109,596 $6,929,991 $11,910,429 CIP and O&M Projects $200,594 $1,541,859 $230,549 $1,316,066 Total $37,032,944 $35,901,385 $44,117,345 $54,614,272
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $1,492,393 $1,350,987 $1,766,100 $2,061,465 Benefits $849,262 $767,914 $1,013,198 $1,278,465 Professional Services $118,117 $116,129 $220,000 $264,676 Vehicle Expenses $8,360 $10,854 $24,700 $22,750 Utilities $2,900 $4,068 $14,318 $13,700 Operational Supplies $20,497 $20,738 $136,056 $191,669 Information Technology $242,022 $243,721 $246,666 $263,629 Liability & Property Insurance $29,792 $32,938 $48,825 $101,925 Other Miscellaneous $52,162 $40,201 $122,282 $119,920 Subrecipient Funding $527,558 $476,255 $517,857 $516,612 Loan Activity $5,265,721 $1,920,296 $4,688,105 $9,630,828 Rental Assistance $26,081,796 $27,193,900 $32,732,460 $36,280,680 Indirect Costs $2,141,770 $2,181,525 $2,356,229 $2,551,887 CIP and O&M Projects $200,594 $1,541,859 $230,549 $1,316,066 Total $37,032,944 $35,901,385 $44,117,345 $54,614,272
103
Housing Authority
Expenditures by Fund
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Housing Operations Fund $1,351,271 $1,338,922 $1,435,301 $1,574,741 Operating Reserve Fund $223,914 $107,745 $88,695 $343,612 Housing Choice Voucher Program $28,257,636 $29,429,204 $34,666,183 $36,685,174 Emergency Housing Vouchers $0 $0 $0 $2,282,330
Brookwood Property $2,466 $4,835 $19,680 $19,286
Community Development Block Grant $436,246 $2,332,216 $2,257,758 $1,999,844 Rental Rehabilitation Fund $0 $25,000 $8,614 $0
Housing Grant Fund $543,465 $453,064 $640,118 $1,914,654 Real Property Transfer Tax Fund $921,283 $432,876 $599,787 $3,279,559 Southwest Low/Mod Housing Fund $66,374 $48,148 $80,623 $228,939 CDBG-DR Fund $0 $20,629 $0 $0
Low and Moderate Income Housing $331,630 $161,581 $131,172 $836,690 HOME Fund $68,712 $213,797 $974,852 $1,101,815
Mortgage Revenue Bond Fund $0 $33,000 $338,021 $343,401 Housing Compliance Fund $235,230 $179,531 $380,907 $345,203 Housing Impact Fee Fund $4,593,602 $1,098,364 $2,423,819 $3,584,065 CalHome Grant MH Loan Prg $1,115 $22,473 $71,815 $74,959 Total $37,032,944 $35,901,385 $44,117,345 $54,614,272
Performance Measures
Service Indicators FY
2018-19
FY
2019-20
FY
2020-21
FY
2021-22
Est.
Number of new affordable housing rental and
ownership units completed 34 3 18 88
Very Low-Income units 27 0 6 28
Low-Income units 7 3 12 42
Moderate-Income units 0 0 0 18
Number of new affordable rental housing units
preserved 0 0 8 0
Number of new affordable rental housing units
preserved-Special Needs 0 0 0 8
Number of new affordable rental and ownership
housing units in the pipeline 119 555 544 717
Very Low-Income Units 68 314 338 432
Low-Income Units 28 218 197 285
Moderate-Income Units 23 23 31 0
Above Moderate-Income Units 0 0 0 0
Number of affordable ownership units transferred title 2 0 7 5 104
Housing Authority
Number of owner-occupied affordable housing units
rehabilitated or financed 13 1 0 0
Number of investor/developer affordable rental
housing units rehabilitated 0 0 34 15
Number of units receiving housing accessibility
modifications 0 3 2 1
Number of affordable housing rental units monitored 3,076 3,076 3,094 3152 Number of owner-occupied housing units monitored 340 343 343 366 Consolidated Plan for CDBG, HOME and HOPWA
Funds (2014 -2019 and 2020 -2024) ✓ ✓ ✓ ✓
Action Plan for CDBG, HOME and HOPWA Funds ✓ ✓ ✓ ✓
Consolidated Annual Performance Report (CAPER)
for CDBG, HOME and HOPWA Funds ✓ ✓ ✓ ✓
Total Number of Individuals/Families receiveing rental
assistance, all programs 2,072 2,117 2,169 2,334
Total Number of Housing Choice Vouchers- Santa
Rosa clients 1,877 1,897 1,903 1,903
Total Number of HUD-VASH Vouchers (included in
total) 404 414 414 414
Total Number of Port-In clients (varies monthly, all
figures approximate) 195 220 250 265
Number of individuals/families receiving HOME tenant
based rental assistance (new in FY 20/21) n/a n/a 16 35 Total Number of Emergency Housing Vouchers (new
in FY 21/22) n/a n/a n/a 131
Number of landlords participating in programs (all
figures approximate) 700 700 700 725
105
Housing Authority
Looking Ahead
In Fiscal Year 2022-2023, Housing and Community Services is looking forward to stabilizing services by moving out of COVID-19 work efforts and normalizing the services provided to the community. The funding allocated to the City as a result of the 2017 wildfires is now reaching new affordable housing projects and over 700 affordable units are in the pipeline; staff will work with developers to establish the compliance requirements and lease the units to income eligible households.
Two additional projects supported by Project-Based Voucher resources will complete construction, bringing an additional 80 units of affordable housing dedicated to seniors and senior Veterans. The Housing Authority’s strategic use of Project-Based Vouchers has, since inception, supported the creation or preservation of 430 affordable housing units.
In addition, the Rental Housing Assistance division will focus on maximizing the federal resources available in Santa Rosa by increasing utilization of the Housing Choice Voucher program to at least 98% by September 2022 and the Emergency Housing Voucher program to 100% by October 2022.
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Initiated new ARP funded Emergency Housing Voucher program, receiving 131 new vouchers and $2.5M in funding; as of March 2022, 57 clients have leased up and an additional 35 clients have vouchers and are searching for units. 1, 2
• Created HOME -ARP Allocation Plan, including holding public hearings and community meetings and consulting with the Continuum of Care. 1
• Completed 1,681 housing choice voucher program unit inspections that were postponed in 2020 and 2021 due to the COVID pandemic. 1
• Initiated HOME-funded tenant based rental program, providing over $350K to approx. 35 income-qualifying individuals and families. 1
• Performed compliance monitoring on over 4,000 units. 1 • Received the California State Permanent Local Housing grant in the amount of $4.2M over five years. 1
• Committed $410K for the acquisition and pre-development for Hearn Veteran’s Village, a 32-unit complex targeted to homeless veterans. 1
• Committed $284K for construction costs and 16 Project-Based Vouchers for the Burbank Avenue Apartments, a 64 unit-complex targeted to families and homeless persons. 1 • Committed $1.6M for construction costs and 13 Project-Based Vouchers for project 3575 Mendocino Avenue Phase II, which includes 38 additional affordable units, targeted to seniors.
1 • Completed Alta Madrone Apartments, with 48 affordable family apartments including 10 Project-Based VASH units.
• Completed Windsor Veterans Village, a 60-unit project with 53 Project-Based Veterans Affairs Supportive Housing (VASH) units dedicated to homeless Veterans. 1, 2 • Completed Sage Commons, a 54-unit project with 8 Project-Based Vouchers dedicated to persons experiencing homelessness.
1, 2
106
Human Resources
Department Description
Human Resources - Plans and conducts the recruitment, hiring, and internal movement of qualified staff, striving to reflect the diversity in our community throughout these processes. The department’s primary motivation is to provide a healthy environment t hat fosters the development and retention of highly motivated staff through generous benefit plans, a wide range of employee training and development programs, and excellent employee relations resources , which include coaching, facilitation, and mediation services. This department manages the complex personnel transitions occurring due to departmental succession planning and the ongoing retirement of valuable, long-term employees. It also monitors and advises departmental managers and supervisors on the full array of human resources issues including department reorganizations, performance management, conflict resolution, contract and policy interpretation, classification and compensation, grievances, and harassment and disc rimination complaints.
In addition, the Human Resources (HR) Department negotiates comprehensive labor contracts with the City’s 17 bargaining units; administers current labor contracts; participates in on-going labor/management problem-solving committees addressing grievances and other significant issues raised during and after negotiations; conducts thorough, responsive investigations into claims of discrimination, harassment or bullying; supports departments in conflict analysis and resolution , restructuring, customer service, and team development; encourages constructive communication ; and supports change management and other organizational development efforts, to create and foster an inclusive and engaged workforce.
HR is also currently home to the City’s DEIB work. The expected completion and approval of the City Equity Plan (summer 2022) will generate a cascade of organizational expectations that will be supported through capacity building, data monitoring, and technical assistance for individuals and departments.
Risk Management - Risk Management’s primary objective is to limit risk and implement various risk transfer programs and activities that minimize the City’s exposure to litigation. Risk Management strives to manage, control, minimize or eliminate risk, to the extent that citizens and personnel may be reasonably protected from hazards, while ensuring that the financial solvency of the City will not be jeopardized and that appropriate City resources may be conserved for other uses. This function also assumes the primary responsibility for the administration and processing of all property and casualty claims and for risk identification, risk transfer, risk analysis, Worker s’ Compensation, safety, and insurance coverage procurement.
The Risk Management program is oriented toward comprehensive, proactive, global minimization or elimination of risk, to the greatest extent practical; retention of the remaining risk, when feasible; and protection against unpredictable loss by reasonable use of available insurance and/or alternate funding.
Human Resources designs, delivers and admi nisters Citywide benefits, aimed at supporting the long - term health and general welfare of City employees and retirees. Benefits offered include a comprehensive benefits package at very competitive rates . Benefits include low-cost health, life, dental and vision Mission
The mission of Human Resources is to deliver innovative and timely Human Resources services and leadership enabling the City of Santa Rosa to provide world-class services to our diverse community. We accomplish our mission by attracting and hiring talent; creating and enhancing opportunities for career growth; providing an inclusive workplace environment; and offering competitive salaries and benefits.
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Human Resources
benefits, short-term and long -term disability leaves program s for income protection and employee assistance program for free confidential behavioral health services among other services.
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Implement the NEOGOV PERFORM module to replace the current performance review system and enhance the workforce development process and advance DEI initiatives. 6 • Redesign and improve the existing mentoring program (Career Development Employee Program) to meet current and future needs for improved retention and staff development. 6 • Conduct a city -wide training needs assessment that results in a 2 -to-3-year strategic training and organizational development plan. 6
• Redesign the current HR, Risk, Training and Org anizational Development and DEI R internet and Intranet sites to promote new branding and a more modern image with easier access.
6 • Continue to implement recruitment best practices and modernize the City’s recruitment campaign to attract a highly qualified and diverse workforce. 6 • Create a data dashboard for recruitment and DEI metrics to be used in City-wide initiatives and to support, track and report department-specific diversity goals in application pools. 6 • Create an equity lens template in all Council staff reports and use this model to introduce similar equity considerations in City-Wide policies, procedures, and reports. 6 • Implement, operationalize, monitor, and review the approved City Equity Plan. 6 • Determine training pathway for mandatory core DEI competencies and begin to offer training opportunities to staff beyond the current “Lunch and Learn” series. 5,6 • Administer and update the Citywide Safety Program to include employee training preparedness drill, refined policies, and procedures. 6 • Implement a Safety training and tracking matric software system Citywide. 6 Director
1.0 FTE
Human Resources
14.0 FTE
Risk Management
7.0 FTE
Human Resources
108
Human Resources
Major Budget Changes
The Human Resources Department is comprised of two funds: Human Resources (funded by the General Fund) and Risk Management (an internal service fund). As an internal service fund, the Risk Management fund is charged out to all other City departments through benefit costs. Overall, the department increased by $2.1M, or 5.6%, when compared against the FY 2021-22 adopted budget.
In FY 2022-23, the General Fund increased by $284K or 10.2% from last fiscal year’s adopted budget. A $271K increase in Salary and Benefits occurred including increases per MOU changes, the addition of 1.0 FTE HR Analyst and a $74K increase in CalPERS retirement benefit. All other expenditure categories have insignificant changes year-over-year.
The Risk Management fund increased by $1.9M, or 5.3%, over prior fiscal year. One of the main increases in the Risk Management fund was due to liability insurance increasing by $1.1M. The City uses CJPRMA (California Joint Powers Risk Management Association) for the C ity’s excess liability insurance. The CJPRMA has experienced an increase in overall losses, which has resulted in the pool needing to charge its members higher premium. Other major cost increases impacting the Risk Fund was a $418K increase in workers compensation and a $190K increase in earthquake and property insurance. The U.S. property insurance market has had another difficult year with huge losses due to wildfires, hurricanes, and COVID-
19. These catastrophes and the pandemic have resulted in higher Property Insurance premiums for the City.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $2,075,111 $2,701,557 $2,778,452 $3,062,482 Risk Management $33,066,089 $34,025,743 $35,126,808 $36,979,823 CIP and O&M Projects $0 $62,434 $0 $0
Total $35,141,200 $36,789,734 $37,905,260 $40,042,305
• Prepare an RFP for an ADA Transition Plan. 3, 6
• Finalize negotiations with all bargaining units. 6
• Complete an RFP and selection process to secure a classification and compensation consultant for a City-wide classification and compensation study. 6 109
Human Resources
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $1,700,440 $1,915,816 $2,121,766 $2,333,204 Benefits $843,403 $936,539 $1,072,180 $1,209,496
Professional Services $541,271 $880,302 $872,771 $838,027 Vehicle Expenses $135 $0 $0 $0
Utilities $3,236 $3,813 $3,230 $3,330
Operational Supplies $15,391 $18,204 $15,108 $17,369 Information Technology $164,131 $174,837 $183,115 $202,506 Other Miscellaneous $81,352 $62,782 $91,726 $100,273 Insurance Prem/Claim $31,507,119 $32,415,521 $33,245,401 $35,028,264 Indirect Costs $284,722 $319,486 $299,963 $309,836
CIP and O&M Projects $0 $62,434 $0 $0
Total $35,141,200 $36,789,734 $37,905,260 $40,042,305
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $2,075,111 $2,763,991 $2,778,452 $3,062,482 Risk Management Fund $33,066,089 $34,025,743 $35,126,808 $36,979,823 Total $35,141,200 $36,789,734 $37,905,260 $40,042,305
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 21.00 21.00 20.00 21.00 22.00
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Human Resources
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Completed labor negotiations with all but one bargaining unit and secured multi -year agreements. 6
• Introduced an Employee Wellness incentive program to encourage employee health and fitness for several bargaining units. 6
• Estimated to complete 135 recruitments across the City. 6 • Implemented the Learn product of NEOGOV , creating a system of record for training documents and improving the City-wide learning management capabilities. 6 •
Transitioned to virtual training platforms through COVID successfully implementing training and development programs using Zoom and other technology, while maintaining engaged and effective classes.
6 • Modified both the New Employee Welcome and Preventing Workplace Harassment Orientation for new employees and elected and appointed officials. 6 •
Successfully recruited and hired a variety of key executive leaders including the City Manager, PED Director, Chief Financial Officer and Chief Information Officer. Successfully staffed several critical HR positions including the Training and OD Officer, a Diversity Inclusion and EEO Officer and a Principal Human Resources Analyst to support City-wide initiatives and recruitment.
6 •
Implemented the NEOGOV PERFORM product for the Police Department, enhancing and streamlining the performance management process that is a model for implementation across the City.
6 •
Transitioned to a new stipend administrator for an enhanced customer experience and greater department efficiency and security of data. 6
• 6Successfully implemented paperless open enrollment process with new employee self- service platform to be launched in the 2022 open enrollment. 6 • Near completion of SEED facilitated citywide equity plan (expected summer 2022). 6 • Implemented COVID Vaccine and Testing Policy. Provided support to departments and employees on COVID related State and County health orders, regulations, and recommendations.
6 • Developed implicit bias training for hiring managers and hiring panels to be launched in 2022. 6 • Developed, designed, implemented, and administrated new COVID -19 related paid leave programs and various employee communications throughout the pandemic. 6 • Completed the biannual federal submission of EEO data for the City organization. 6 • Assisted with the triannual evaluation of the Transit EEO program. 6 • Completed a City-wide Safety Program Assessment and drafted six City Policy’s as well as updated the IIPP and CPP
6 • Collaborated with several Departments for various agreements and initiatives related to the inRESPONSE, Safe Parking, and SRPD Low Rider initiatives. 6 • Marketed several Insurance Programs to assure the City was getting the best coverage for cost
6 111
Human Resources
The Human Resources department will seek to work proactively within each of its divisions to provide stellar and innovative service to City staff and the community. We intend to continue the evaluation of current recruiting practices and explore innovations and technologies in the pursuit of expanded diversity, reflective of the community. We will engage in community outreach efforts to highlight the breadth and depth of potential career paths and opportunities. We will continue to participate in career fairs and expos to broaden our reach into the community for recruitment opportunities.
Human Resources will continue to refine processes and programs as we seek to deliver service that is highly responsive, innovative, and customized and we will continue to seek input on a regular basis. We will seek additional methods for feedback to complement existing methods, such as post-training surveys; onboarding participant surveys; Recruitment Process Check-in Program feedback; and the exit interview process. We will continue to oversee the Onboarding Program for all newly hired staff and modify, as necessary, to meet the needs of the participants. The Organization Development and Training Division will continue to identify best practices for methods of delivery to meet the increasing demand for education, training, succession planning and mentoring.
Human Resources will work proactively to provide a high level of understanding of benefits offered and create awareness and appreciation of new and existing benefits. We will collaborate with employees, retirees and others to ensure selected benefits programs and services are responsive to their needs.
The Risk Management Division has implemented several initiatives and proactive approaches to reduce workers’ compensation and return employees to work. Risk will continue to administer and process all property and casualty claims and for risk identification, risk transfer, risk analysis, citywide benefits, workers’ compensation, safety, insurance coverage procurement and insurance recovery. 112
Looking Ahead
Information
Technology
Department Description
Information Technology (IT) operates as an internal service fund, meaning that the Department charges other City departments for services provided. The rates for the services are based on cost recovery. Costs include City personnel costs, expenditures for outside maintenance and professional support of City software, technology infrastructure costs, and operational and maintenance costs for equipment and supplies. There are five divisions in the IT Department in addition to Administration:
Administration - Provides the overall strategy, policies, and administration for the Department.
Development - Provides strategy, leadership, analysis, and hands -on services for building new software systems an d implementing large -scale City wide software migration programs, while providing software application development, project management, and software application support services. The division supports, enhances, and maintains over 75 in-house developed systems used by departments throughout the City; and also provides support for over 25 third party enterprise applications, including the core Finance/Human Resources/Payroll system, the central Permitting and Inspections system, and the Water Billing/Customer Information System. The Develo pment division also develops and maintains dozens of electronic interfaces between internal and external systems, migrates aging code to current technologies, and converts data for new migrations. The division is also responsible for software system architecture definition, database design, application configuration, workflow development, and custom report writing for the various supported systems.
Operations - Provides the strategy and operations management of the core City data, storage, and telecommunications systems. The division also provides "Help Desk" support for all City employees . The Help Desk is available to employees Monday through Friday, and responds to over 7,000 support requests each year. It completes the support of approximately 70% of the service calls, with the remaining calls being forwarded to development or technical staff. Technical Support within IT Operations includes the support of all voice communications, data communications, computer networks, and all peripheral equ ipment, i.e., printers and personal computers (PCs , laptops & tablets ). The division supports nearly 1,400 PCs, 225 servers, over 300 printers, a Citywide computer network with 2,900 connections in over 60 City locations with hundreds of pieces of communications equipment, and a phone system with over 1,500 phone units and over 1,100 mobile devices through a managed Mobile Device Management (MDM) solution.
GIS Services - The Geographical Information System (GIS) Services division provides coordination, support, and maintenance of the City's GIS system and GIS services for all departments. The City GIS group also works closely with Sonoma County GIS to support County-wide 911 dispatch. The GIS system is accessible by employees and the public. Additionally, the City provides fee -based GIS web services for four other Sonoma County cities.
Mission
The Mission of the Information Technology Department is to provide secure and reliable technology and services to make government more efficient, equitable, transparent, and responsive to the needs of the community.
113
Information Technology
PC Replacement – The Citywide PC replacement program is focused on consistent procurement, support, and replacement of the City PC , laptop, and tablet inventory. The program uses uniform and efficient processes developed specifically to rapidly procure, configure, deploy and recycle PCs. Currently nearly 1,400 PCs and laptops are actively managed within the PC Replacement Program that replaces roughly 300 devices per year.
Media Services - The Media Services section manages the City’s Public, Educational & Government (PEG) public access television, and broadcasts all City Council and other public meetings. Media Services works with departments Citywide to expand public info rmation dissemination and educ ation through PEG supported programs and resources.
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• Digital Services: Partner with internal departments and the community to deploy reliable data-driven technologies that provide efficiencies and innovation of City services 1-6
• Security: Optimize technology and services relating to cybersecurity, site security, and resilience against major disasters
3, 5
• Hybrid Services: Improve and refine tools and processes to support the on-going needs of a digital, hybrid workforce and community including public participation and collaboration
5, 6
• Support and Maintenance: Support, maintain, update, and enhance existing systems and technologies required for daily citywide operations 5, 6
• People and Process: Address staffing and process-related needs within the department
5, 6
• Governance and Accountability: Improve the IT environment through the maturation of IT governance and accountability
6 Brian Tickner
Chief Information Officer
2.0 FTE
Development
11.0 FTE
Operations
11.0 FTE
GIS Services
4.0 FTE
PC Replacement
1.0 FTE
Media Services
2.0 FTE
Information Technology
114
Information Technology
Major Budget Changes
The Information Technology’s (IT) FY 2022-23 budget is $9.9M, an increase of $575K, or 6.2%, over the prior year’s adopted budget.
Salaries & Benefits increased by $377K, or 7.3%. Besides MOU increases, the most significant change to Salaries & Benefits was the addition of 1.0 Limited-Term IT Support Specialist (funded by PG&E one- time money) and reclassing 1.0 vacant Senior IT Tech to a Network Systems Analyst.
Services & Supplies grew by $138K, or 5.1%. This increase was mainly as a result of an increase of $85K in Professional Services for Software increases. Also, there was an increase of $20K for an additional need for Cybersecurity analysis & more frequent GIS Mapping needs, respectively.
In CIP and O&M Projects, the PC and laptop replacement project slightly increased by $27K, or 5.4%.
Also, the Citywide GIS Aerials project increased by $15K due to more frequent GIS Mapping needs.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
I.T. Administration $848,866 $854,830 $885,427 $970,938 I.T. Media Services $230,373 $230,322 $232,486 $252,488 I.T. GIS Services $520,369 $674,241 $713,257 $758,113
CIP and O&M Projects $1,549,177 $819,582 $1,107,884 $1,149,650 I.T. Development $3,067,617 $3,163,429 $3,608,905 $3,826,588 I.T. Customer Support $2,510,896 $2,635,268 $2,632,632 $2,750,688 I.T. PC Replacement Program $152,724 $152,442 $157,949 $205,375 Total $8,880,022 $8,530,114 $9,338,540 $9,913,840
Expenditures by Category
115
Information Technology
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $3,071,856 $3,162,190 $3,271,795 $3,475,563 Benefits $1,653,882 $1,780,957 $1,871,598 $2,045,585 Professional Services $1,767,297 $1,927,244 $2,214,004 $2,319,547 Vehicle Expenses $7,735 $8,159 $19,050 $18,850
Utilities $248,107 $212,036 $264,433 $265,033
Operational Supplies $73,110 $121,274 $71,200 $71,200 Information Technology $36,822 $31,648 $32,589 $34,671 Liab/Property Insurance $41,840 $44,911 $64,632 $95,066 Other Miscellaneous $38,467 $40,351 $62,584 $62,484 Indirect Costs $353,843 $361,550 $358,771 $376,191
Capital Outlay $37,886 $20,212 $0 $0
CIP and O&M Projects $1,549,177 $819,582 $1,107,884 $1,149,650 Total $8,880,022 $8,530,114 $9,338,540 $9,913,840
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Information Technology $8,291,932 $8,040,072 $8,687,707 $9,188,815 Technology Replacement $588,090 $490,042 $650,833 $725,025 Total $8,880,022 $8,530,114 $9,338,540 $9,913,840
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018 - 19 FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 Full-Time Equivalent 30.00 29.00 29.00 30.00 31.00
116
Information Technology
Performance Measures
Measurements taken over a 12-month time period:
Number of phone calls: 1,085,366 (676,633 Inbound; 408,733 outbound) Number of emails: 4,715,040 (1,016,592 sent; 3,698,448 received) Number of spam/phishing/malware emails pre-filtered: 4,417,008 Number of HelpDesk support requests: 7,935
Number of PC's/Laptops/Tablets managed/supported: 1,397 Number of mobile devices managed (iPhones, iPads, etc.): 1,108 Number of servers managed/maintained: 225
Number of active user and service accounts managed: 2,233 Number of new user accounts set up: 416
Number of user accounts deactivated: 377
Number of virtual / hybrid Zoom meetings: 6,022 (32,266 participants) Number of virtual / hybrid Zoom webinars: 579 (17,763 participants) Number of virtual / hybrid Teams meetings: 15,208
For FY22-23, the IT department plans to also measure uptime of key IT services, with the goal of achieving:
99.9% uptime for Internet
99.9% uptime for data center and network
99.9% uptime for VPN connectivity
99.9% uptime for phone system
99.9% uptime for email system
Additionally, for FY22-23, the IT department also plans to measure:
Percentage of PC's scheduled for retirement that were replaced Percentage of employees who completed cybersecurity training Percentage of servers patched with high priority updates within 48 hours Customer satisfaction percentage
Simulation tests performed – e.g. network outage failover; restore from backup HelpDesk tier 1 resolution rate
Percentage of time spent on support / projects / training / other work Number of policies created / updated
Number of hours spent on each IT Goal area
Number of projects reviewed by IT Advisory Committee
Average number of projects in progress
Number of dashboards, metrics, and Key Performance Indicators created Number of City web/mobile applications available for the public Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Upgraded the City’s finance/HR/payroll system to the latest available version. 5, 6 • Assisted the Housing and Community Services department with deployment of an online registration tool for housing-related assistance. 1, 2
• Assisted the Planning and Economic Development department and the Finance department with deploying an online application and review process for short term rentals. 3 • Deployed technology solutions in support of the Open Government Ordinance, providing community members more options for online access to public meetings and public documents.
6 • Strengthened and expanded technology components to support the City’s hybrid workforce. 5, 6
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Information Technology
Looking Ahead
The Information Technology department looks forward to continued partnerships with all City departments to develop and deploy additional technology -based solutions in support of City Council’s goals. Web - based and mobile tools for community use will be deployed for improved government services and collaboration with City staff. The IT department also plans to work with departments to provide additional open data and information in the form of dashboards, metrics, and analytic reporting tools for internal staff and the community.
Upcoming plans include continued refinement of technologies and processes to support the City’s on-going hybrid workforce while also providing additional opportunities for virtual public participation and collaboration. The IT Department plans to continue installing technology in various meeting rooms throughout City buildings to allow for improved options of communication amongst staff and with the community.
Key emphasis on supporting and maintaining the City’s growing technology infrastructure will continue to be required as we move forward. Upgrades and enh ancements to City systems are needed to address deficiencies and add needed features, while hardware and software maintenance is required to maximize technology investments and minimize disruption of IT services.
Continued focus and refinements to cybers ecurity processes, procedures, and technologies will be important to reduce vulnerabilities and mitigate cybersecurity threats. Deployment of additional technology-based solutions to address physical site security risks will also be a key componenet of the IT workplans this upcoming year . Additional improvements to overall processes and policies will also be important to help maximize retention of staff and provide for a continued high -caliber professional workforce through inclusive leadership and investment in employee development. Additional refinements are also planned to ensure an optimized IT governance structure within the City to standardize processes and workplans while improving transparency of IT costs, priorities, and accomplishments. • Assisted the Fire department with developing a new vegetation management system. 3 • Assisted the Planning and Economic Development department with expanding online permitting capabilities and deploying an online appointment system for the public to meet with PED staff.
1,4,6
• Provided interactive and GIS-based data tools for equity analysis and reporting. 6 118
Non-Departmental
The purpose of the Non -Departmental budget is to record expenditures that are not associated with a specific department of the City.
Department Description
Animal Shelter - This program includes amounts paid to Sonoma County for animal care and control services.
County Administration Fee - This program includes the Sonoma County Administration Fee associated with the collection and allocation of property taxes on behalf of the City.
Citywide General Fund Insurance - Costs charged from the Insurance Fund to the General Fund for the General Fund’s portion of the City liability, property, fire, and earthquake insurance.
Sonoma County Transportation Authority - This program includes costs for Santa Rosa’s local contribution to Sonoma County Transportation Authority (SCTA) which is based on a population/road mile formula.
General Fund Administration Cost Plan - This is the overhead distribution of administrative costs within the General Fund to the non -administrative departments: P lanning and Economic Development, Fire, Police, Transportation & Public Works (TPW), and Recreation & Community Engagement which represents a credit in Non-Departmental.
Non-Program - The Non-Program includes the following types of costs:
• Costs related to employee retirements and voluntary terminations for all General Fund operating departments have been centrally budgeted. These amounts are transferred to the appropriate General Fund department to cover the expenses related to employee retirements and voluntary terminations as they occur. Also includes CalPERS cost of retired employees who are over the IRS payout limit.
• Unspent Appropriations (turnback) are budgeted as a credit here as a holding place to reflect unspent budget amounts that occur each year. Actual turnback will be recognized in department budgets rather than in the Non-departmental budget.
• The Non-Program Actual expenditures reflected in prior years include any CalPERS unfunded liability payments made. These amounts are budgeted in the benefits sections of other departments, so corresponding budgeted amounts will not appear in Non-Departmental.
Debt Service - The Debt Service Program includes all general debt service expenditures, inclu ding debt service for pension obligation bonds, fire station capital lease payments and the Courthouse Square Capital Lease. This does not include debt service associated with the enterprise funds or other funds , such as debt service for the Water, Local Wastewater and Subregional Wastewater Funds, the Parking Fund, the Golf Course Fund, and the Successor Agency to the Redevelopment Agency. Such expenses are reflected separately in their appropriate funds.
Contract Services - Contracted services budgeted in Non -Departmental include an annual payment to the Local Agency Formation Commission (LAFCO), which regulates the boundaries of local cities , and a professional services contract for an annual revenue audit.
The purpose of the Non-Departmental budget is to record expenditures that are not associated with a specific department of the City.
119
Non-Departmental
Major Budget Changes
The Non-Departmental budget includes budgeted General Fund expenditures, as well as non -enterprise debt service funds for Pension Obligation Bonds and two capital leases: Fire Station 5 and Courthouse Square.
The FY 202 2-23 Non-Departmental budget decreased in total by $ 2.9M compared to FY 202 1-22. The major driver is a decrease of $ 2.5M in Non-Program Salaries , which accounts for a combination of anticipated retirement payouts, salary increases , hiring changes, and unspent appropriations(turnback).
For FY 2022-23 Unspent Appropriations budgeted a credit of $3M whereas in FY 2021-22 it was $0. Year over year the result is a $3M variance. There’s also a decrease of $1.2M in General Fund Administration, which distributes administrative costs within the General Fund to non-administrative departments including Planning & Economic Development, Fire, Police, Public Works and Recreation & Community Engagement.
General Fund expe nditures increased overall mostly due to personnel costs, primarily rising retirement costs. As a result, the credit for General Fund Administration also grew by 9.2%, or $1.2M, which translates as a decrease in the Non-Departmental expenditure budget. Also, worth noting is an increase of $812K in Citywide rates for the General Fund’s portion of Liability, Fire and Earthquake insurance.
It should be noted that the Professional Services expense category is made up of several unrelated expenditures including the LAFCO payment, Revenue Audit contract, Animal Shelter, County Administration Fees, and the Sonoma County Transportation Authority costs.
Budget Summary
Expenditures by Program
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Animal Shelter $1,840,807 $1,722,276 $2,207,000 $2,207,000 County Admin Fee $313,914 $308,912 $315,000 $315,000
Citywide General Fund Insurance $1,790,511 $1,915,252 $2,440,213 $3,253,041 Sonoma Co Transportation Authority $108,775 $108,114 $110,000 $110,000 General Fund Administration -$11,137,665 -$12,245,124 -$13,111,646 -$14,312,466 Non-Program $27,019,615 $25,103,134 $1,575,000 -$975,000 Debt Service $4,800,019 $4,799,082 $4,832,811 $4,835,283 Contract Services $43,317 $278,444 $460,000 $460,000
CIP and O&M Projects $248,236 $0 $0 $0
Total $25,027,529 $21,990,090 -$1,171,622 -$4,107,142
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Non-Departmental
Expenditures by Category
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Salaries $0 $0 $1,550,000 -$1,000,000
Benefits $4,200,000 $0 $25,000 $25,000
Professional Services $2,309,563 $2,422,996 $3,094,750 $3,094,750 Debt Service $4,797,269 $4,793,832 $4,830,061 $4,832,533 Liability & Property Insurance $1,790,511 $1,915,252 $2,440,213 $3,253,041 Other Miscellaneous $22,819,615 $25,103,134 $0 $0
General Fund Administration -$11,137,665 -$12,245,124 -$13,111,646 -$14,312,466 CIP and O&M Projects $248,236 $0 $0 $0
Total $25,027,529 $21,990,090 -$1,171,622 -$4,107,142
Expenditures by Fund
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
General Fund -$6,791,975 -$7,912,126 -$6,004,433 -$8,942,425 2013 Pension Obligation (Refund) $30,716,903 $28,797,614 $3,731,509 $3,735,081 Fire Station Capital Lease $367,726 $367,727 $367,727 $367,727 COPs/Courthouse Square Capital
Lease $734,875 $736,875 $733,575 $732,475
Total $25,027,529 $21,990,090 -$1,171,622 -$4,107,142
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Planning
&
Economic
Development
Department Description
The functions of the Planning and Economic Development Department (PED) are distributed among programs designed to achieve the department’s mission:
Administration - Oversees and supports all functions of the department, providing technical and clerical support and department wide management; provides administrative support to boards and commission meetings and agendas, customer service inquiries, plan referrals, public record requests, and contract management, and budget and personnel support.
Advance Planning – Prepares housing and land use policy consistent with state laws and the City’s vision for growth and development; leads the organization’s process for planning document preparation and community engagement such as for the City’s General Plan, Specific Plans, and Zoning Code ordinances, participates in regional planning efforts and discussions; collects data and prepares reports and maps that are shared a cross the organization, serves as the City’s environmental coordinator for public projects, the City’s tribal liaison, Zoning Administrator, and currently provides support to the Waterway Advisory Committee and General Plan Community Advisory Committee.
Building Inspection - Conducts building inspections to verify compliance with building codes and regulations.
Building Plan Review - Reviews building permit applications for compliance with building codes and regulations and approves permits for issuance. Responds to Public Records Act requests.
Code Enforcement - Responds to complaints and conducts inspections to ensure City Zoning and Building Codes are implemented on private property to address general health, life, fire and safety issues, including but not limited to responding to complaints regarding health and safety violations; unsafe buildings; substandard housing; cannabis; short-term rentals; unpermitted construction; vehicle, trash and debris storage; and animal violations, among others. Provides building inspection services for the Neighborhood Revitalization Program. Responds to Public Records Act requests.
Economic Development - Works on business attraction, retention and expansion efforts and connected workforce related initiatives, including joint ventures and downtown development deals ; programs the Santa Rosa Tourism Business Improvement Area funds to reinforce the city’s unique destination brand; manages the Public Art Program and the City’s arts and culture initiativ es; provides staff support to the Economic Development Subcommittee, the Downtown Subcommittee, and the Art in Public Places Committee.
Engineering Development Services - Provides engineering services, including entitlement conditioning, public improvemen t plans, survey maps and legal descriptions, encroachment and grading permits, Water Efficient Landscape Ordinance (WELO) review, and public and private inspections throughout the various development phases of private residential and commercial projects to ensure the safety and quality of construction activities within the public right -of-way. Responds to Public Records Act requests.
Mission
The Planning & Economic Development Department strives to make the City of Santa Rosa safe and habitable for people to live, work and play. Our mission is to be thoughtful stewards of the built and natural environment; achieve quality and safety in development; compliment and strengthen neighborhoods; facilitate positive business climates and encourage industry clusters.
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Planning & Economic
Development
Neighborhood Revitalization Program (NRP) - Collaborates to improve living conditions in focus neighborhoods by responding with solutions that involve all neighborhood stakeholders, primarily building and fire safety inspections.
Permit Services – Manages the Department’s public counter, a ssists the public with and processes planning, building and encroachment applications electronically as well as through appointments, coordinates plan review referrals with all referral departments and regulatory agencies on projects ; provides information and clarification to the public regarding zoning and bu ilding codes, and City processes. Assigns addresses for all new development, performs fee calculations and assessments, and receives impact/demand fees.
Planning Development Review - Accepts and process es new entitlement applications; provides information to the public and applicants regarding land use and zoning, conducts environmental reviews; facilitates pre -application, applicant and neighborhood meetings, prepares staff reports and public notifications and provides support to the P lanning Commission, Design Review Board and Cultural Heritage Board. Responds to Public Records Act requests.
FTE by Program
Clare Hartman
PED Director
Administration
3.0 FTE
Building
Inspection
6.0 FTE
Code
Enforcement
9.0 FTE
Building Plan
Review
7.0 FTE
Economic
Development
4.0 FTE
Engineering
16.0 FTE
Planning
Development
Review
15.0 Advance
Planning
5.0 Permit Services
9.0 FTE
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Utilize State Local Early Action Plan grant to help stimulate housing production Citywide by integrating housing opportunity, regulatory and project development environments in an online, user-friendly housing portal.
1 • Utilize State Department of Cannabis Control and Cannabis Equity grants to update the City’s Cannabis Ordinance and prepare and Equity Assessment. 3 • Complete a Development Services Strategic Plan that analyzes the development review process, research, analysis, opportunities, performance metrics and strategies along with an implementation plan that will guide the City’s development review activity for the next five years and reduce the review/processing time of all entitlements through efficiencies developed from the plan.
1 • Complete the Development Services Cost of Service Fee Study and Fee Schedule Update. 6 124
Planning & Economic
Development
Major Budget Changes
The Planning & Economic Development (PED) budget is $18.2M, an increase of $2.0M, or 12.2%, when compared to the adopted FY 2021-22 budget.
Salaries and Benefits increased by $1.2M, or 11.3%, when compared against FY 2021-22 adopted budget. This Salaries and Benefits increase was mostly due to the net addition of 6.0 FTE’s. There were 3.0 Limited-Term FTEs added: 2.0 Senior Planners & 1.0 City Planner. There was also 3.0 permanent FTEs added: 1.0 Building Plans Examiner, 1.0 Development Review Coordinator & 1.0 Civil Engineering Technician. Also, the 1.0 Assistant City Manager position was moved from PED to the City Manager’s Office and 1.0 PED Director position was then added to PED. Along with these additional FTEs, the Code Enforcement FTE costs were moved back to the General Fund. A portion of Code Enforcement FTE costs used to be covered by the Administrative Hearing Fund (AHF), but due to declining revenue in the AHF these Code Enforcement FTEs are now being covered by the General Fund. Salaries and benefits also increased due to MOU increases. • Reduce the review/processing time for housing projects through the filling of the 2 -year Limited Term City Planner position funded by PG&E funds. 1 • Continue the General Plan update, focusing on outreach and input; complete Alternatives Phase; continue Housing Element and Climate Action Plan updates; and begin Environmental Impact Report.
3 • Continue working on the Missing Middle Housing and Downtown Historic survey projects. 1 • Prioritize downtown and housing developments across all development divisions. 1 • Continue assisting residents affected by the Tubbs and Glass fires in rebuilding homes and businesses.
1 • Complete full integration to electronic plan checks and virtual inspections to ease and hasten development.
6 • Continue to utilize code enforcement to assist with the City’s homeless services program and short-term rental ordinance.
1, 2, 3
• Update the Macro cell ordinance.
• Implement the recently completed Economic Development Strategic Plan. 4 • Continue implementation of the Public Art Strategic Plan. • Work with regional partners on the Sonoma-Mendocino Economic Development District Comprehensive Economic Development Strategy Update.
4 • Research feasibility of Enhanced Infrastructure Finance District, utilizing PG&E funding. 4 • Utilize American Rescue Plan Act (ARP) funding for phase 2 of the childcare support program, including grants and a revolving loan program. 4 • Utilize ARP funding to support small businesses located in qualified census tracts, focusing on tenant improvements.
4 • Utilize ARP funding and partner with County of Sonoma and non-profit organizations to create a Guaranteed Basic income program.
4 • Ensure diversity and equity are promoted in all community engagement efforts for public policy work, and in recruitment and hiring.
6 • Utilize PG&E settlement funds to update public records management system, as PED staff respond to 80% of the City’s Public Records Act requests. 6 125
Planning & Economic
Development
Service and Supplies increased by $448K, or 17.1%. Most of this increase in Services & Supplies was to restore Professional Services, Conferences & Training, and Operational Supply budgets to pre-pandemic levels.
The Operations & Maintenance (O&M) Projects netted a $251K increase. This increase was mostly due to a $163K increase in the General Plan Revision Advanced Planning project and a $150K increase in the Santa Rosa Tourism BIA (Business Improvement Area) project. These project increases are due to rebounding transient occupancy (hotel) tax revenue & rebounding Advanced Planning revenue.
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $3,530,701 $3,570,722 $3,988,845 $4,081,178 Building Inspection $931,721 $889,937 $964,284 $1,008,728 Planning Development Review $2,157,028 $2,119,786 $2,135,215 $2,162,756 Advance Planning $433,327 $522,425 $552,714 $761,531
Economic Development $850,864 $730,630 $709,496 $738,523 Permit Services $1,009,882 $897,586 $1,028,521 $1,274,668 Engineering $2,739,931 $3,048,176 $2,913,919 $3,524,444 Neighborhood Revitalization $0 $241,633 $163,542 $303,910 Building Plan Review $1,333,475 $1,710,794 $1,447,743 $1,887,258 Code Enforcement $148,911 $1,037,086 $1,459,387 $1,349,783 CIP and O&M Projects $7,172,188 $3,778,224 $835,762 $1,087,186 Total $20,308,028 $18,546,999 $16,199,428 $18,179,965
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $5,917,701 $6,362,740 $6,676,959 $7,486,273 Benefits $3,193,537 $3,606,214 $3,926,844 $4,316,629 Professional Services $888,042 $1,301,770 $901,594 $1,203,800 Vehicle Expenses $72,202 $105,522 $117,731 $111,632
Utilities $26,011 $30,656 $30,000 $30,000
Operational Supplies $62,715 $45,757 $68,679 $92,539 Information Technology $790,310 $1,078,135 $1,157,364 $1,246,357 Other Miscellaneous $352,684 $269,447 $346,590 $385,408 Indirect Costs $0 $3,440 $2,609 $2,984
GF Admin Cost Plan $1,832,638 $1,965,094 $2,135,296 $2,217,157 CIP and O&M Projects $7,172,188 $3,778,224 $835,762 $1,087,186 Total $20,308,028 $18,546,999 $16,199,428 $18,179,965
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Planning & Economic
Development
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $18,827,083 $17,874,047 $15,268,549 $17,333,340 Art In-lieu Fee $210,639 $279,953 $308,012 $243,625
Administrative Hearing Fund $231,253 $110,521 $272,867 $103,000 EPA Brownfields Grant $0 $0 $0 $0
State Grants Fund $407,387 $83,043 $0 $0
ARPA Federal Stimulus $0 $0 $0 $0
Santa Rosa Tourism BIA $631,289 $199,313 $350,000 $500,000 Capital Improvement Fund $377 $122 $0 $0
Total $20,308,028 $18,546,999 $16,199,428 $18,179,965
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 63.00 61.00 69.00 68.00 74.00
Performance Measures
• Pre-application meetings held within 21 days of request of service 1 • Development review applications receive a determination of completeness within 30 days of submittal
1 • Deliver innovative and effective Advance Planning processes and policy documents within expected timeframes and budget
3 • Create and monitor metrics associated with public engagement in policy processes with an emphasis on vulnerable communities.
3 • Demonstrate an increase in attendance and diversity in participation through modern and effective community engagement techniques used to foster meaningful communication, participation and engagement with residents for planning initiatives 3 • 85% of Building Plan Checks completed within 10 weeks of submission on the first check and 5 weeks for subsequent checks
1 • 90% of Encroachment Permits issued within 3 weeks of submission of first check • 90% of public improvement plan checks completed within 6 weeks of submission of first submittal and 3 weeks for subsequent checks, meeting published timelines 1, 3
• Commercial investment in opportunity zones
• % of minority and women owned businesses assisted 4
• Industrial, office and retail vacancy rates 4
• Business Tax Certificates issued / number of new businesses 4 • Sales and Transient Occupancy Tax performance, and amount/% of tax collected by industry 4 127
Planning & Economic
Development
• Santa Rosa Tourism Business Improvement Area assessment performance 4 • Performance analytics of business website and on-line tools 4 • Number and type of special event permits 4
• Public Art measurements: number of items in collection, current projects, people engaged with process
4 • 100% of Priority 1- Life, Health and Safety code enforcement complaints investigated within 24 hours.
3 • Total code enforcement cases closed. 3
• Number of units inspected in NRP neighborhoods 3
• Number of violations in NRP neighborhoods 3
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Building permits were issued for 1,400 residential units in 2021 (excluding fire-rebuild area replacement housing). Of the 1,400 building permits issued: 253 were for single family dwellings; 1,052 permits were for multi -family dwellings; and 95 permits were for second dwelling units.
1 • Conducted plan review for approximately 450 additional building permits for multi-family housing units which are expected to begin construction by June 2022. 1 • As of January 2022, 569 housing units received planning entitlement approvals, including 275 deed-restricted affordable units and 294 market rate units. 1 • Engineering approved 17 construction projects comprising 323 single-family units and 266 multi- family units.
1 • Recorded 8 subdivision maps totaling 236 lots. 1
• Issued 1,539 Encroachment Permits.
• Completed and accepted public infrastructure “donated assets” comprised of streets, storm drains, water and sewer total $9.3M together with 6.33 acres of right-of-way. 1 • Adopted multijurisdictional Hazard Mitigation Plan 3 • Updated the Density Bonus Ordinance. 1
• Adopted the Short Term Rental Urgency Ordinance and initiated permit review and enforcement, and began preparation of a comprehensive ordinance 1 • Participated in the Urban Land Institute Health Leaders Network Program. 3 • Received the Department of Cannabis Local Jurisdiction Grant of $775K and Cannabis Equity Grant of $75K.
3 • Adopted new Strategic Plans for the Economic Development Division and Public Arts Program.
4 • In partnership with non-profit service providers, awarded $1M in resiliency grants to 180 childcare providers serving over 6,000 children.
4 • Expanded the presence of public art, awarding commissions for murals and advancing the Unum sculpture.
4 128
Planning & Economic
Development
Looking Ahead
The Planning & Economic Development Department (PED) continues to adjust to the dynamic economy and housing market to best serve Santa Rosa residents. Since 2017, Santa Rosa has experienced the Tubbs-Nuns (2017), Kincade (2019) and Glass (2020) Fires, resulting in thousands of homes destroyed, businesses disrupted and evacuation orders; multiple public safety power outages; and the COVID-19 pandemic, which modified conditions for most businesses and limited activities for residents. PED is now focused on stabilizing services by moving out of COVID-19 working conditions, while continuing to support businesses and residents affected by the pandemic.
Shifting to online and paperless options for permitting and inspecting will maximize efficiencies within the Development Divisions of the department, but with that effort becomes a reliance on technology support and staff time to train and manage electronic records.
Key upcoming efforts will be to strategize staff and technology resources to be in balance with service demands and performance expectations. The Department will kick off a Cost of Services Study and Fee Update this year, balancing staffing with professional services to address peaks in demand and working towards a strategic administrative model to better serve public record requests and management, contract management, customer service demands and public meeting support.
PED will utilize one-time American Rescue Plan Act (ARP) and PG&E settlement funding to support business recovery, including childcare funding and facility programs, small business improvements, and child savings account and guaranteed basic income programs. Downtown economic development efforts will continue be a top priority to make up for lost revenue and support the City’s businesses and workforce. In addition to crisis response and rebuild activities, the Department will continue to prioritize affordable and market-rate housing development. Staff will also continue to update the Santa Rosa General Plan. This multi-year process, focused on community inclusion and input, will provide a Citywide look at long-range housing policy, economic development, infrastructure, circulation, and climate initiatives, amongst others.
Completion and implementation of key strategic plans, including Development Services, Economic Development, and Public Art, will assist staff in providing the best service possible to Santa Rosa.
The Development Services Strategic Plan will kick off in 2022 and will be a companion effort to the City’s Cost of Service Study. The Strategic Plan will focus on mission alignment across the City’s plan review and inspection teams and will establish transparency and accountability for performance protocols and standards for development services staffing and service. 129
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Police
Department Description
The Police Department is responsible for safeguarding lives and property, preserving constitutional rights, and maintaining the quality of life to promote safe and secure communities for Santa Rosa. The department responds to a wide range of calls for serv ice and provides numerous community support and outreach programs to promote police/community partnerships.
The three major divisions that carry out these core functions are Field Services, Special Services, and Technical Services and are all supported by Administration.
Administration – Coordinates the preparation and monitoring of the budget and is responsible for contracts, grants, Human Resources, department equipment, facilities, and administrative support staff.
Field Services – The most visible comp onent of the department are the patrol teams, whose primary function is to provide a rapid response to emergency and non-emergency calls for service 365 days a year, 24 hours a day. Field Services also includes traffic safety and enforcement and is comprised of Motorcycle Officers and Accident Investigators, Field and Evidence Technicians, Community Service Officers, SWAT team, Hostage Negotiation Team, the new Special Enforcement Team, Mobile Field Force, Canine Team, and the Downtown Enforcement Team.
Special Services – Includes the four detective units: Domestic Violence and Sexual Assault, Narcotics, Property Crimes, and Violent Crimes. These units are responsible for investigating crimes such as homicide, robbery, rape, other sexual offenses, aggravated assault, narcotics, child abuse, domestic violence, gang crimes, vehicle theft. These teams are supported by the Forensic Team, which is responsible for higher - level processing and analysis of evidence related to investigations.
A critical part of the special services division is Recruitment and Employment, Training and Wellness; and the Volunteers in Police Services (VIPS) program. The Police Department requires continuous hiring and recruitments that necessitate dedicated staff. There is also mandatory training necessary for staff, requiring a team to coordinate and track to ensure compliance.
The Professional Standards Team has a dedicated Lieutenant and Sergeant who track and investigate all citizen complaints and reports of st aff misconduct. The Professional Standards Team works closely with the Independent Police Auditor to ensure that all complaints are thoroughly investigated and that mandated reports and information are released to our community in a timely manner.
Technical Services – Provides critical services for the community and the department, including the 911 Communications Center, Records Department, Property and Evidence, Crime Analysis, and Information Technology.
Measure O – Is crucial to the Police Departments' overall operations. It currently allows the department to enhance service with an additional 16 positions, including 1 Lieutenant, 1 Sergeant, 9 Officers, 2 Field and Evidence Technicians, 1 Community Service Officer, 1 Communications Supervisor, and 1 Police Technician.
Mission
The Santa Rosa Police Department is committed to making Santa Rosa a safe place to live, work, and play.
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Police
FTE by Program
Major Budget Changes
The Police Department’s budget is comprised of two primary funding sources, the General Fund and the Measure O Fund. The total FY 2022-23 budget is $73.5M, an increase of 5.8% over the prior year’s adopted budget.
The department is funded largely by the General Fund, which in FY 202 2-23 totals $68.5M, an increase of $3.9M or 5.9%. The General Fund makes up 93. 3% of the Police Department budget. A $ 4.3M increase in Salary and Benefits occurred including increases per MOU changes, the addition of 3.0 FTE Police Officers and a $1.7M increase in CalPERS retirement benefit. Services and Supplies decreased by $803K which includes moving $1.16M for the inRESPONSE program from the Police Department’s budget to the ARPA Fund and an increase of $293K for City fleet repair and replacement services.
Meanwhile, Measure O increased by $ 207K to a total budget of $4. 2M in FY 202 2-23, while revenues are budgeted to be $4.8M . Salary and Benefits remained relatively flat at a modest $18K incr ease or 0.5%.
Services and Supplies increased by $ 180K or 87.8% from a $ 155K increase in professional services for in fleet cameras, $9K increase in fuel, $13K increase in liability insurance and $9K increase in citywide overhead charges.
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• • Increase staffing and hours of operation for the inRESPONSE program 2,3 • • Work with City partners and consultant to increase recruiting and hiring of a diverse workforce 3,6
• • Increase employee wellness events to increase morale and overall health and wellness of staff 6
• • Expand the student internship program 6
• • Implementation of recommendations from the Equitable Policing Taskforce 6 • • Reduce sideshow activity throughout Santa Rosa and increase traffic safety 3 • • Reduce incidents with firearms by at least 10% and increase the overall safety of the community 3,4
• • Complete the staffing study and implement the recommended changes 3,6 •
John Cregan
Chief of Police (Acting)
1.0 FTE
Administration
4.0 FTE
Field
Services
145.0 FTE
Special
Services
40.0 FTE
Technical
Services
53.0 FTE
Measure O
16.0 FTE
Police
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Police
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
CIP and O&M Projects $3,145,397 $1,292,157 $629,423 $354,423 General Administration $8,144,518 $9,382,531 $9,964,534 $9,591,804 Field Services $33,614,048 $34,910,006 $34,421,246 $37,918,722 Investigative Services $7,803,481 $7,491,796 $10,650,637 $10,969,445 Technical Services $8,291,172 $8,399,082 $8,848,501 $9,436,470 Support Bureau $1,579,152 $1,598,934 $932,953 $979,386
Measure O Police $4,206,863 $4,061,200 $4,002,715 $4,209,676 Total $66,784,631 $67,135,706 $69,450,009 $73,459,926
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $32,715,376 $32,584,849 $33,116,123 $35,148,406 Benefits $21,213,545 $22,363,334 $24,059,860 $26,358,150 Professional Services $1,672,171 $1,700,341 $3,292,742 $2,065,550 Vehicle Expenses $2,126,205 $2,004,330 $2,047,877 $2,350,978 Utilities $161,255 $153,485 $141,585 $138,585 Operational Supplies $780,553 $659,466 $831,723 $1,255,115 Information Technology $726,692 $780,761 $864,261 $868,386 Liability /Property Insurance $26,092 $29,655 $43,537 $56,769 Other Miscellaneous $484,343 $1,432,662 $383,565 $466,325 Indirect Costs $112,474 $116,007 $112,486 $121,620 GF Admin Cost Plan $3,490,493 $3,987,826 $3,926,827 $4,275,619 Capital Outlay $130,035 $30,833 $0 $0
CIP and O&M Projects $3,145,397 $1,292,157 $629,423 $354,423 Total $66,784,631 $67,135,706 $69,450,009 $73,459,926
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $59,972,387 $62,222,250 $64,682,294 $68,540,250 Measure "O" - Police $4,206,863 $4,061,200 $4,002,715 $4,209,676 Federal Grants $29,507 $4,532 $0 $0
Federal Narcotics Asset Forfeiture $26,391 $6,951 $40,000 $40,000 State Grants Fund $161,656 $35,778 $0 $0
Supplemental Law Enforcement $229,424 $215,904 $300,000 $520,000 State Narcotics Asset Forfeiture $243,236 $589,091 $150,000 $150,000 Capital Improvement Fund $1,915,167 $0 $275,000 $0
Total $66,784,631 $67,135,706 $69,450,009 $73,459,926
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Police
Authorized Full-Time Equivalent (FTE) Positions – All Funds
Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2022-22 FY 2022-23 Full-Time Equivalent 266.50 260.50 260.00 256.00 259.00
Performance Measures
Measurable 2021 2020 2019
Total events responded to 109,377 111,990 137,970
Total calls to the Dispatch Center 241,440 246,472 255,224 Average response time-
priority 1 calls
7:03 min 6:44 min 6:48 min
Total shootings 471 482 378
Total firearms seized 170 105 137
Ghost guns seized 44 15 10
Homicides 6 4 3
Total Vehicle thefts 526 421 311
Catalytic converter thefts 368 150 4
The total calls to the Dispatch center were down in 2021 due to the pandemic but are trending upwards this first quarter of 2022 along with the events that were responded to by police staff. There was also a significant amount of side-show activity involving hundreds of people from throughout the Bay Area in 2021, which required a tremendous response from the Police Department and impacted the neighborhoods where they occurred, which led to an increase in firearms incidents, shootings, and ghost guns seized throughout the City. This past year there was also a spike in catalytic converter thefts and vehicle thefts throughout the City. The Police Department investigated six homicides in 2021.
Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• Successfully launched the inRESPONSE program 2,3
• Developing a more comprehensive implicit bias and cultural diversity training program for all staff, including the training of key staff to become trainers for the entire department 3,6 • Received over $2 million in state, federal and local grants and other outside funding. This includes funding for special programs and equipment such as the building generator, mobile command and dispatch vehicles, alcohol and tobacco education and enforcement, traffic safety and enforcement progra ms, traffic sign trailer, inRESPONSE program funding and interns for outreach, PSB building security gate, and vulnerable individuals missing person software and interns for implementation and outreach
3,6
• Created a successful student internship program 6
• Working with new independent Police Auditor 3,6
• Created the Special Enforcement Team. This is a team of 4 Patrol Officers and 1 Sergeant whose primary function is proactive policing. This team has made a significant impact in 3,6 134
Police
Looking Ahead
As we look forward, the priority for the Santa Rosa Police Department is traffic safety, reduction in violent crimes and gun violence, and community outreach.
2022 continues to be a building year for the Police Department as the community comes out of CO VID and returns to "normal" activities. We look forward to growing our involvement with the community through attending and hosting numerous community events, community town-hall type meetings, and an even more significant presence in our community policing efforts.
The Police Department continues to face challenges in recruiting and hiring a diverse workforce for both sworn and civilian positions. The need is increasing due to staff relocations out of state and retirements and is expected to grow more ne xt year. The team will work with a consultant expert in recruiting to develop a strategy including videos and social media advertising to attract a more extensive and diverse candidate pool.
The department prioritizes training and developing our current st aff throughout their careers for successful promotional opportunities and succession planning and will continue this in the coming year.
The Police Departments' goal is to re -establish the Gang Crime Team, which has been a priority for the department since 2019, when it was disbanded. The Gang Crime Team will require additional staffing of at least four police officers and 1 Sergeant to make this program a success and to make a real impact on the rise in crimes. In addition to these critical positions, it is crucial to have the civilian staff that supports the entire department and can handle some non-violent calls for service; 1 new Property and Evidence Technician and 2 Field and Evidence Technicians. A top priority for the department is to increase community outreach. To do this, we need a dedicated Community Outreach Specialist who can organize staff, volunteers, and interns and requests for attendance and events throughout the City.
Technology is rapidly developing, and the department is continuing to adopt new technologies to improve the work that is done by our staff. The Police Department will be increasing transparency and safety through technology by installing cameras in all patrol cars, automating the activation of the body -worn cameras, and working to identify funding to create a Real-Time Information Center that will be a key component of the safety of the community.
overall crimes seizing 20 firearms, 5 of which were ghost guns, and making a t otal of 56 arrests of violent offenders.
• Increased community engagement: Community Police Experience (CPE), Chiefs Community Ambassador Team (C-CAT), Public Safety Subcommittee (PSS) 4 • Created strategic plan to increase traffic safety and enforcement for the increasing side shows 3
• Made proactive policing a priority with a focus on violence reduction 3 • Received funding from CalOES for a whole-building generator and began installation 5 135
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136
Recreation and Community Engagement
Recreation Division Description
General Administration - The Administration Section provides central management and administration for the Recreation Division that includes management of division finances, budget, personnel and information technology, along with oversite of 350 annual temporary employees totaling 128,000 service hours, and management of the Recreation enterprise software.
Neighborhood Services/Measure O - The Neighborhood Services Section provides youth development and recreational programming for underserved, low-income youth and families. Services are funded by both the General Fund and Measure O – Violence Prevention Sales Tax . S taff provide beneficial programs, services, and sites where young people can enjoy recreational , educational, and social activities without fear of gangs, drugs, or other negative influences. Programs include academic after school enrichment activities, summer camps, family events, field trips and a variety of sports at schools and other locations.
Fee-Based Recreation - The Fee-Based Recreation Section delivers athletics, camps, community center programs and off-site leisure instruction. Wa-Tam, Yu-Chi, Doyle Adventure, Camp Tiny Tots, and Sports Clinics are featured in the summer. Baseball, soccer, basketball, and tennis programs are offered for youth.
Adult soft ball is the largest program organized in Northern California. Sport field and court permits are administered through this unit.
Community Centers - The Community Centers Section operates, prepares, and rents the City’s community centers (Finley, Steele Lane and Person Senior Wing), historic buildings (Church of One Tree and De Turk Round Barn), clubhouses (Franklin and Doyle) and two commercial kitchens. Leisure instruction classes are offered at the ce nters for all ages: park picnic reservations, and rental of Rosie the Trolley are also administered through this unit.
Aquatics - The Aquatics Section includes the operation and specialized maintenance of the Ridgway Swim Center and the Finley Aquatic Center. Programs at the two outdo or, year-round facilities include swim lessons, water aerobics, lifeguard training, water polo, and diving, in addition to public and lap swimming sessions and facility rentals. Additionally, five High School swim teams utilize the pools and Ridgway is home to Neptune Swim Club.
Howarth Park & Permits - The Howarth Park & Permits Section includes operation of the City’s largest park, Howarth Park, with seasonal amusements (train, carousel, boat house, petting barn, pony rides), food and beverage concessions, trails, picnic areas, Lake Ralphine and marina, lighted tennis courts, softball field, and the Land of Imagination playground. Park permits are administered in this unit, and staff match interested volunteers with park programs and projects.
Office of Community Engagement Description
The Office of Community Engagement – Supports and organizes civic engagement opportunities with residents of Santa Rosa, including connecting community members and various groups with their local government to strengthen the public involvement process in local government decision making. The OCE is responsible for implementing City-wide community engagement strategies based on recommendations from the Mayor’s Open Government Task Force Report to help create an inclusive, transparent, participatory, and collaborative relationship with the community in the City’s decision -making processes.
Mission
The Recreation Division and Office of Community Engagement create community through partnerships and programs.
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Recreation & Community Engagement
The OCE f acilitates neighborhood connectedness through the Community Improvement Grant program and works in partnership with the Community Advisory Board (CAB) to gather community feedback on issues of concern to City residents and Capital Improvement Program priori ties. The OCE also partners with neighborhood groups to deliver the Neighborfest Pilot Program to strengthen neighborhood connectedness, resiliency and emergency preparedness amongst the Santa Rosa community.
The Violence Prevention Partnership – (The Partnership) is a collaborative effort focused on creating a safe & healthy community by funding non -profit organizations and schools through the CHOICE Grant Program, strategic alignment of integrated opportunities for youth and families, and collabo rating on community and civic engagement events. The Partnership collaborates with 70+ organizations, including private citizens, local governments, community-based organizations, school districts, the faith community, and local law enforcement focused on reducing violence through creating safe and healthy neighborhoods through collective impact, integrated youth development programs, and community partnership efforts.
FTE by Program
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• Reestablish the Neighborhood Services sports leagues following pandemic closures 3, 4 • Provide additional childcare through increasing Recreation Sensation and after-school sites 3, 4, 6 • Construct Spray Ground & ADA improvements at the Finley Aquatic Center 3, 4 • Reopen Recreation facilities and activities to pre-pandemic service levels 3, 4, 6 • Contract with National Academy of Athletics to expand youth sports opportunities for Spring/Summer 2022; 50+ camps/leagues potentially serving 1,500+ youth 3, 4
• PECOS – professional baseball brought to Santa Rosa for Summer 2022 (Doyle Park ballfield hosting)
3, 4
• Perform a full evaluation of the Recreation fee structure and rates 4, 6 • Community relationship building through various equity, inclusion, and belonging initiatives 3, 4, 6 • Launching the Marylou Outreach Program 3, 4
• Expanding the Violence Prevention Partnership (VPP) School-Outreach Program 3, 4 Deputy Director &
Administration
7.0 FTE
Fee-Based
Recreation
3.60 FTE
Neighborhood
Services
3.0 FTE
Mesaure O
9.0 FTE
Community Centers
11.40 FTE
Aquatics
7.0 FTE
Howarth Park &
Permits
3.0 FTE
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Recreation & Community Engagement
Major Budget Changes
The FY 2022-23 Recreation & Community Engagement budget is $12.7M; a $485K, or 4.0% increase from the prior fiscal year’s adopted budget.
The General Fund portion of the budget increased by $264K, or 2.7%, when compared against the FY 2021-22 adopted budget. Salaries increased by $227K, or 5.2%, mostly due to the addition of 1.0 Recreation Specialist (funded by Change for Kid’s fund balance) and 1.0 Community Outreach Specialist (funded by PG&E). Salaries also increased due to MOU increases. Benefits increased by $38K, or 2.4%, mostly due to increased retirement and MOU costs.
General Fund supported Service and Supplies increased by $12K, or 0.6%. Professional Services decreased by $112K. Most of this increase was due to a $12K increase in Professional Services for Fee- Based Program & Community Center instructor increases. There was also a one-time $20K increase for inflated Chemical costs for the Aquatics centers.
The CIP and O&M projects in the General Fund remained entirely flat. The FY 2022-23 CIP and O&M project budget of $315K is comprised of two O&M projects: $190K for the Community Helping Our Indispensable Children Excel (CHOICE) grant, and $125K for the Sonoma County Probation Grant, which funds a 1.0 FTE Community Outreach Specialist within the Violence Prevention Partnership.
In FY 2022-23, the Measure O fund budget increased by $77K, or 3.3% to a total budget of $2.4M.
Salaries and Benefits actually decreased by $10K. This Salaries and Benefits decrease was mostly due to the movement of three Measure O after school programs (Amaroso Valley, Panas Place and Grays Meadow) from the Measure O fund to Change for Kids fund. The reason these three after-school programs were moved from Measure O to the Change for Kid’s fund was due to Burbank Housing agreeing to reimburse the City for these three after-school programs. This Salaries and benefits decrease, due to the movement of the three after school programs, was partially offset by MOU increases.
The rest of the overall increase to the Measure O fund was mostly due to Professional Services containing CHOICE Grants increases. The CHOICE grant increases were the result of higher Measure O Violence Prevention Revenue in 2022-23.
In FY 2022-23, the Change for Kid’s fund budget increased by $144K, to a total budget of $176K. This increase is due to the movement of three Measure O after school programs (Amaroso Valley, Panas Place & Grays Meadow) from the Measure O fund to the Change for Kids fund, described in the paragraph above. This increase to the Change for Kid’s fund was also due to the additional 1.0 Limited- Term Recreation Specialist being covered in the Change for Kid’s fund balance.
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Recreation & Community Engagement
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $3,124,964 $3,014,106 $2,793,056 $2,744,462 Fee-Based Recreation $913,585 $812,763 $1,290,278 $1,337,570 Aquatics $1,421,811 $1,615,842 $1,839,329 $1,954,224
Neighborhood Services $2,431,591 $2,558,445 $2,963,556 $3,218,118 Community Centers $2,102,570 $1,845,187 $2,149,825 $2,235,737 Regional Parks & Permits $631,788 $610,951 $836,346 $867,696 Regional Parks $21,601 $0 $0 $0
Parks & Landscape Maintenance $985,291 $0 $0 $0
Park/Fac Planning/Development $0 $1,562 $0 $0
CIP and O&M Projects $632,565 $347,745 $315,000 $315,000 Total $12,265,766 $10,806,601 $12,187,390 $12,672,807
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $4,222,470 $4,586,597 $5,331,995 $5,675,403 Benefits $1,893,193 $1,844,532 $1,999,117 $2,054,924 Professional Services $1,398,817 $1,107,869 $1,619,481 $1,711,111 Vehicle Expenses $97,179 $82,667 $80,940 $82,940 Utilities $877,300 $17,660 $13,474 $14,089 Operational Supplies $447,254 $356,703 $577,834 $580,934 Information Technology $536,282 $539,306 $507,770 $503,619 Liab/Property Insurance $9,161 $10,004 $14,208 $19,941 Other Miscellaneous $153,484 $50,010 $99,775 $95,545 Subrecipient Funding $18,000 $63,673 $55,000 $55,000 Indirect Costs $56,236 $58,014 $56,244 $60,810 GF Admin Cost Plan $1,918,777 $1,741,821 $1,516,552 $1,503,491 Capital Outlay $5,048 $0 $0 $0
CIP and O&M Projects $632,565 $347,745 $315,000 $315,000 Total $12,265,766 $10,806,601 $12,187,390 $12,672,807
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Recreation & Community Engagement
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 74.00 44.00 42.00 42.00 44.00
Performance Measures
*Estimate based on capture of activities through the Recreation Management Enterprise.
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $9,906,295 $8,460,608 $9,806,797 $10,070,591 Measure "O" - Recreation $2,032,938 $2,232,963 $2,348,389 $2,425,756 Change For Kids Fund $35,817 $173 $32,204 $176,460
State Grants Fund $259,958 $95,967 $0 $0
Capital Improvement Fund $25,415 $0 $0 $0
Expendable Fund-No Int Alloc $5,343 $16,890 $0 $0
Total $12,265,766 $10,806,601 $12,187,390 $12,672,807
Community Engagement Division Indicators FY 2019-20 FY 2020-21 FY 2021-22
Estimate
Number of Community Advisory Board grants awarded 6 7 22 Number of Measure O (2004) CHOICE Grants awarded 11 11 11 Amount awarded in Measure O (2004) CHOICE grants to
local non-profits and organizations that align with the Partnership’s Strategic Plan and Community Safety
Scorecard
$840,000 $840,000 $840,000
Number of Measure O (2004) CHOICE Mini-Grants
awarded
11 10 0
Amount awarded in Measure O (2004) CHOICE Mini-
Grants to local non-profits and organizations that align with the Partnership’s Strategic Plan and Community Safety
Scorecard
$18,000
*Due to
COVID
$50,000 0
Number of VPP Policy Team meetings 2 6 6
Number of VPP Operational Team meetings 4 10 11
Number of VPP Multi-Disciplinary Assessment and
Referral Team meetings
15 2 11
Number of Guiding People Successfully referrals and
evaluations
11 11 32
Recreation Division Indicators FY 2019-20 FY 2020-21
FY 2021-22
Estimate
Percentage of cost recovery through usage fees during
fiscal year
23% 8% 12%
Number of people attending permitted park events (facility bookings) annually
244,492 45,000 200,000
Number of people awarded scholarships annually 195 105 150 Number of volunteers annually 758 155 350
Number of activity registrations* 65,270 65,000 60,000
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Recreation & Community Engagement
RECREATION DIVISION
• Operated six neighborhood based after-school sites through a partnership with Burbank Housing 3, 4, 6
• Opened and operated an after-school program at Steele Lane Community Center for underserved kindergarteners 3, 4, 6
• Offered sports clinics to underserved youth through the pandemic 3, 4 • Developed and implemented a Safe Opening Plan for Aquatic Centers with clean Public Health audit history 3, 4, 6
• Developed and implemented a COVID-compliant Lifeguard Training program for City staff, also offered to the public as community classes
3, 4, 6
• Reopened Doyle Adventure Camp. Traditional day camp programs back to pre-pandemic levels.
3, 4, 6
• Reopened Aquatic Centers to High School Swim Teams for both practices and swim meets 3, 4
• Reopened Senior Programs at the Person Senior Wing and Steele Lane Community Center
• Reopened facility rentals at Steele Lane and Finley Community Centers, Person Senior Wing, Deturk Round Barn, Church of One Tree and Doyle and Franklin Clubhouses. 3, 4, 6
4, 6
• Installed keyless entry system at the Steele Lane Community Center 5 • Partnered with the Redwood Empire Food Bank (REFB) to provide free nutrition to seniors at Senior Centers and use City parks and Recreation facilities as food box pick-up points 3, 6 • Issued permits for regular COVID testing and pop up vaccination sites in Santa Rosa parks.
• PECOS – professional baseball brought to Santa Rosa for Summer 2022 (Doyle Park ballfield hosting)
3, 6
3, 4
OFFICE OF COMMUNITY ENGAGEMENT
• Extended the CHOICE Community Grants Cycle X for an additional six months 3, 4 • Awarded CHOICE Community Grants – Cycle XI totaling $750,000 3, 4 • Completed the build of the Marylou Lowrider Patrol Car with reveal event including over 500 community members 3, 4
• Developed and presented the Resolution to Declare Racism a Public Health & Human Rights Crisis 3, 4
• Partnered with the Museum of Sonoma County to implement a Multicultural Roots Project collaboration for Dia de Los Muertos 3, 4
• Referred 32 youth and families to Guiding People Successfully (GPS) Multi-Disciplinary Assessment and Referral Team for intense case review and wraparound coordination with CHOICE Cycle X-funded agencies and various sectors of law enforcement 3, 4
• Completed 8 months of trauma informed care workshops for the Violence Prevention Partnership Operations Team delivered by the Hanna Institute 3, 6
Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
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Recreation & Community Engagement
• Held the Humanizing Youth Services Retreat led by On the Margins for the Violence Prevention Partnership Policy Team 3, 6
• Hosted 4 Violence Prevention Partnership open houses, (one for youth, monolingual Spanish speakers, CAB and parents). 3
• Planned and implemented the School Outreach Pilot Program at a local middle school and high school 3, 6
• Held 4 community listening sessions and collected over 600 surveys on Sideshows in Santa Rosa 3
• Re-activated the Crisis Response Team following acts of violence in the community 3 • Hired two new Community Outreach Specialists 3, 6
Looking Ahead
The Recreation Division is re-engaging the community in a full range of Recreation activities following the pandemic. New ARPA disaster-response projects will require broadening Recreation services while reestablishing public use of services, in an increasingly competitive post-pandemic job market.
The Office of Community Engagement will be uplifting and implementing programs that foster a sense of belonging, community connectedness and safety.
Measure O – Youth Services supports the Violence Prevention Partnership in Community Engagement and the Neighborhood Services Section in Recreation. Funding provides direct recreational opportunities to hundreds of impacted children and youth violence prevention grants to non-profits community wide each year. Renewal of the measure is being pursued, but changes in funding formula or potential non- renewal of the measure will require strategic re-thinking of how the City approaches these services. 143
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Santa Rosa Water
Department Description
Santa Rosa Water (SRW) protects pu blic health by sustaining water resources, infrastructure, and the environment. The department protects and maintains the watershed, delivers high quality, potable water, cleans, and maintains sewer mains, and treats and beneficially reuses wastewater 24/7.
The City of Santa Rosa delivers 6 billion gallons of potable water to 180,000 residents, operates a recycled water system for agricultural and urban irrigation and commercial processes, collects wastewater from over 49,000 customer accounts, and operates the Subregional Water Reuse System which beneficially reuses over 6 billion gallons of tertiary treated wastewater and 32 thousand tons of biosolids annually. SRW also manages the Storm Water and Creeks section which works closely with other sections in the department to safeguard water sources and protect the urban watershed with over 100 miles of creeks.
There are separate enterprise funds that finance each of these operations.
Administration - Supports the entire department by providing leadership, finance, human resources, safety and training, asset management, technology, energy management, water engineering services, and administrative support across all programs and also manages the Water Billing division whic h bills and collects ratepayer revenue and provides support to over 53,000 customer accounts.
Engineering Resources - Provides long term planning, asset management, development of Santa Rosa Water’s capital improvement program, information technology support, and private development review services.
Purchase of Water - Tracks the funds allocated to purchase water from the Sonoma County Water Agency.
Storm Water and Creeks - Makes Santa Rosa a better place by enhancing creek health through restoration and community involvement, providing biological and engineering services, and managing storm water runoff to preserve and restore water quality and minimize flooding.
Water Resources – Ensures water quality meets and exceeds all regulatory requirements and develops and implements cost-effective water use efficiency programs for Santa Rosa Water’s customers and plans for long-term water supply and wastewater capacity to meet the needs of the City’s currently adopted General Plan.
Water O&M and Local Wastewater O&M - Operates and maintains safe, economical, and dependable water distribution, wastewater collection and urban reuse systems in an ethical and informative way for the customers of the City of Santa Rosa.
Wastewater Resource Recovery and Wastewater Resource Distribution - Provides treatment and beneficial reuse of recycled water and biosolids in a reliable, practical manner that provides the best use of our resources and minimizes waste disposal, while protecting public health and the environment.
Mission
Protecting public health by sustaining water resources, infrastructure, and the environment:
Our future in every drop!
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Santa Rosa Water
FTE by Program
Major Budget Changes
The FY 2022-23 Water budget is $171M; a -$17.1M, or -9.1% decrease from the prior fiscal year’s adopted budget. The majority of this overall decrease was due to there being a $30M bond procured to fund the Water Department’s Ultraviolet Disinfection System replacement in prior year. Further budgeting of this bond is being taken to Council separately, outside of the budget adoption process. This decrease was partially offset by the Water Department staffing levels increasing by a net 27.50 FTE’s. 27.0 of this FTE increase was due to Water Billing FTE’s being transferred to the Water department from Finance – 15.0 Customer Service Representatives, 4.0 Meter Technicians, 3.0 Senior Customer Service Representatives,
2.0 Administrative Technicians, 1.0 Revenue Operations Supervisor, 1.0 Senior Meter Technician, and 1.0 Revenue Operations Supervisor. The Water department always funded the Water Billing division, even when this was housed in Finance. There was also 1.0 Wastewater Operator that was added at midyear, as well as 2.0 Utility Systems Operator’s & 1.0 Supervising Lab Analyst that were added as additional needs. Finally, there was 4.0 Real Estate FTE’s that were moved from Water to Transportation & Public Works – 1.0 Right of Way Manager & 3.0 Associate Right of Way Agents. Additional reclassifications took place within the Water department that had no significant budgetary impacts. Mostly due to these staffing changes, as well as MOU costs, Salary costs increased by $3.7M, or 17.4%. The department’s benefits increased mostly due to the staffing changes described above, as well MOU costs, resulting in a $2.3M, or
17.1% increase. Along with the staffing changes, and MOU costs, the rising benefits budget can also be attributed to an increase in unfunded retirement liability costs and rising Healthcare costs.
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Ensure public and environmental health 3
• Meet and exceed current and future regulations
• Maintain fiscal responsibility and management 4, 6
• Sustain and improve infrastructure 5
• Review permits and plans efficiently 6
• Communicate, educate, and outreach to internal and external customers 4 Jennifer Burke
Director
8.0 FTE
Administration
52 FTE
Engineering
Resources
24 FTE
Storm Water
andCreeks
11 FTE
Water
Resources
7 FTE
Water O&M
49 FTE
Local WW
O&M
27 FTE
Wastewater
Resources
Recovery
78 FTE
Wastewater
Resource
Distribution
20 FTE
Santa Rosa Water
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Santa Rosa Water
The Water department’s services and supplies saw a $4.4M, or 6.1%, increase compared to prior fiscal year. Purchase of Water increased in FY 2022-23 by $870K, or 6.0%, reflecting the estimated change in cost from the Sonoma County Water Agency. Professional Services also increased by $1.2M, or 25.0%, mostly due to contracts related to the Water Billing movement from Finance to Water and various contracts within the Biosolids division. Operation Supplies increased by $543K, or 16.9%, mostly due to the Water Billing movement from Finance to Water. The cost of Chemicals also increased by $503K, or 40.0%, primarily due to significant cost increases for Chemicals needed for the Laguna Treatment Plant.
Electricity costs also increased $298K, or 6.1%, mostly due to increased PG&E costs. It is also worth noting there was an increase of $225K, or 43.3%, in the Liability & Property Insurance budget category.
Citywide costs of Fire & Earthquake insurance increased in FY 2022-23, and $230K of this increase accounts for the Water department’s portion of the premium.
The Subregional division did not enter any new bonds in FY 2022-23; therefore, the debt service budget category did not vary significantly. The CIP and O&M Projects category decreased by $30M due to the Ultraviolet Disinfection System replacement not being budgeted for in the annual budget adoption process.
This $30M decrease in the CIP and O&M Projects category was partially offset by increases in other various Subregional projects.
As described above, Utility Billing was part of the Finance Department, but was moved to the Water department in 2022-23. The Water department always funded the Utility Billing division, even when this was housed in Finance. The Utility Billing Services budget category remained relatively flat, increasing by $17K, or just 4.0%. There were no FTE increases in the Utility Billing Services budget – 27.0 Utility Billing FTEs moved from Finance to the Water department.
The General Fund portion of the Water department’s budget is for the Storm Water division. Most of Storm Water is funded through enterprise funds, however a small portion of Storm Water’s operations, funded by the General Fund, is decreasing by -$38K or -5.2%. The majority of this decrease reflects more staff time being used for enterprise fund capital projects. This overall decrease is partially offset with an increase due to 1.0 Supervising Administrative Assistant moving from the Utilities Administration (Enterprise) fund to the General Fund.
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Santa Rosa Water
Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Request
Debt Service $25,694,593 $81,340,032 $27,646,855 $27,662,823 Water Resources $967,635 $1,063,955 $1,102,102 $1,178,832 Administration $4,391,348 $4,758,812 $4,922,532 $9,284,733 CIP and O&M Projects $30,081,714 $52,431,560 $68,859,680 $39,881,343 Local Wastewater O&M $10,633,746 $11,690,420 $12,474,660 $13,638,405 Storm Water and Creeks $2,087,195 $2,123,052 $2,869,318 $2,581,358 Water O&M $15,500,866 $16,495,238 $18,925,224 $21,123,300 Wastewater Resource Distribution $6,743,223 $7,167,529 $8,995,475 $7,875,922 Wastewater Resource Recovery $22,576,722 $24,042,689 $24,040,393 $28,461,797 Purchase of Water $16,509,170 $17,355,962 $14,437,103 $15,307,147 Engineering Resources $3,260,668 $3,539,122 $3,363,284 $3,578,455 Total $138,446,880 $222,008,371 $187,636,626 $170,574,115
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Request
CIP and O&M Projects $30,081,714 $52,431,560 $68,859,680 $39,881,343 Salaries $20,185,444 $20,100,493 $21,174,713 $24,868,148 Benefits $12,105,249 $12,426,724 $13,749,579 $16,099,245 Professional Services $2,532,337 $4,092,317 $4,818,517 $6,022,337 Utility Billing Svcs $3,808,888 $3,917,496 $4,476,097 $4,150,130 Vehicle Expenses $2,434,829 $2,742,720 $3,631,750 $4,170,321 Utilities $4,729,572 $5,427,252 $5,681,452 $6,025,402 Purchase Water $16,509,170 $17,356,013 $14,437,103 $15,307,147 Operational Supplies $3,588,953 $3,737,361 $4,770,575 $5,853,774 Information Technology $2,231,010 $2,329,733 $2,381,905 $2,680,387 Debt Service $26,093,957 $81,739,397 $28,046,221 $27,918,387 Liab/Property Insurance $862,792 $1,074,674 $1,269,890 $1,725,338 Other Miscellaneous $1,997,033 $2,530,321 $2,218,570 $2,278,276 Indirect Costs $11,168,444 $11,971,157 $12,120,574 $13,468,880 Capital Outlay $117,488 $131,153 $0 $125,000 Total $138,446,880 $222,008,371 $187,636,626 $170,574,115
148
Santa Rosa Water
Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Request
General Fund $723,154 $618,248 $736,453 $698,045
Capital Facilities Fee Fund $131 $1,007 $225,000 $0
Capital Improvement Fund $256,710 $1,220,988 $225,000 $393,315 Stony Ranch $202 $0 $2,000 $2,000
Woodbridge Tax District $15,295 $0 $3,500 $32,000
Kawana Springs 6 Special Tax D $202 $0 $15,077 $15,077
Kawana Town Center Special Tax $0 $0 $5,498 $5,498
Utilities Administration Fund $8,795,385 $9,638,247 $9,591,403 $14,257,712 Water Utility Operations $32,389,055 $34,123,855 $33,610,670 $36,881,079 Water Capital Fund $7,087,769 $13,354,435 $13,790,000 $12,333,700 Water Demand Fee Fund $0 $335,911 $0 $0
2018 Water Bond Debt Serv $631,310 $632,188 $705,375 $707,000 Local Wastewater Utility Fund $10,667,414 $11,771,993 $12,588,603 $13,787,020 Local Wastewater Capital Fund $12,584,610 $19,655,943 $12,730,000 $12,521,900 Local Wastewater Demand Fee $41,600 $26,000 $50,000 $80,000 Subregional Waste Operations $31,567,803 $34,956,086 $35,984,777 $40,575,208 2020 Subregional Construction $0 $922,069 $30,000,000 $0 2020 Subregional Bonds $0 $1,938,204 $4,747,305 $4,752,302 CEC Loan Debt Service Fund $51,520 $0 $0 $0
Subregional Waste Capital $5,918,934 $11,069,219 $8,000,000 $9,000,000 2018 WW Refunding Debt Svce $3,087,547 $3,085,910 $3,187,500 $3,187,200 2016 WW Refunding Debt Svce $11,728,727 $11,746,272 $13,281,050 $11,734,000 2014 Wastewater Debt Service $880,281 $875,202 $1,025,625 $1,454,450 2012 WW Refunding Debt Svce $2,253,982 $56,085,965 $0 $0 2014 Wastewater Construction $1,106,678 $1,383,522 $0 $0 2008A Subregional Construct $77,249 $27,938 $0 $0
Storm Water Enterprise Fund $727,025 $805,923 $1,223,372 $965,945 Storm Water -Creek Restoration $793,071 $756,955 $1,208,418 $1,362,793 2002B Subregional WW Debt Svc $7,061,226 $6,976,291 $4,700,000 $5,827,871 2001B Subregional Construction $0 $0 $0 $0
1998A Subregional WW - Constru $0 $0 $0 $0
1996A Subregional Construction $0 $0 $0 $0
Total $138,446,880 $222,008,371 $187,636,626 $170,574,115
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 252.50 247.50 247.50 248.50 276.00
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Santa Rosa Water
Performance Measures
Regional Water Reuse* 2019 2020 2021
Billion gallons wastewater treated 7.5 5.5 6.0
Treated wastewater recycled 93% 100% 100%
Biosolids reused 100% 100% 100%
Environmental compl inspections - grease related food industries 596 228 696 Number of people attending Treatment Plant educational tours 1,373 75 1,067 Laguna Environmental Laboratory Analytical Results 28,619 26,073 Laguna Environmental Laboratory Aliquots 17,449 16,562 Laguna Environmental Laboratory Samples Analyzed 11,279 10,999 Laguna Environmental Laboratory Total Work Orders 4,859 4,985
Water Supply, Distribution and Quality*
Miles of water main in system 624 625 627
Million gallons of water purchased 5,594 5,873 5,162
Million gallons metered water delivered 5,382 5,828 5,182 Million gallons water produced from well 217.0 408.4 431.3 Unaccounted for water 7.04% 7.04% 7.22%
Water Main repairs 21 18 23
Local Wastewater Collection*
Miles of sewer main in system 595 596 597
Miles of sewer lines flushed 289 224 300
Miles of sewer lines rodded 4.4 3.1 3.3
CCTV inspection of sewer main miles 91.2 108.8 97.4
Sewer Main repairs 118 42 60
Sewer laterals repair/replace 36 47 42
Engineering*
Number of water and/or sewer connection permits issued 156 763 773 Miles of water line replaced 2.75 1.43 3.2
System replaced (%) 0.05% 0.11% 0.24%
Miles of sewer main replaced 3.74 1.88 0.9
System replaced (%) 0.22% .06% 0.01%
Water CIP projects completed 6 4 4
Wastewater CIP projects completed 6 3 0
Laguna Treatment Plant CIP projects completed 2 1 2
Storm Water and Creeks Section **
Educational creek related activities with youth 294 249 205 Volunteer creek cleanups 126 67 62
Cubic yards of debris removed from creeks 1,184 883 1,452 Illicit spill discharges responded to by SW Team 108 106 95
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Santa Rosa Water
Water Billing *
Number of Calls 68,096 56,271 49,453
Number of Transactions for Revenue Collected 554,485 562,258 558,157 Counter Customers 31,668 20,884 1,130
*Calendar Year figures
**Fiscal Year figures
Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Achieved an outstanding Sanitary Sewer Overflow (SSO) record with only four SSO’s in 2021.
From the State’s website, our annual metric for SSO per 100 miles of pipe for 2020 is .69. The region, however, was 35.92 and the State average was 23.83.
3, 5
• Responded to 1,939 customer service calls as they relate to water and local wastewater, including 445 by after-hours personnel. Received over 12,647 requests for USA mark-outs. Preventative maintenance was performed on 735 fire hydrants. Repaired 44 fire hydrant knockdowns, repaired 21 leaking hydrants and flow-tested 57 fire hydrants for Engineering.
3, 5
• The Farmers Lane Well Treatment Plant produced 431,268,971 gallons of potable drinking water. • Finalized the Remedial Investigation Study and Report for the partially grant funded Freeway Well Planning Project. The project characterized historical groundwater contamination at the municipal groundwater supply site through additional groundwater sampling and data analysis. The final report evaluated alternatives and the feasibility of groundwater cleanup and/or groundwater protection at the site. The report concluded that the well site could not be feasibly remediated and recommended abandoning the well to prevent migration of the identified contaminant plume. 3, 5
• Successfully completed the 2020 Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan to ensure safe reliable drinking water service out to 2045. As part of the 2020 UWMP, successfully developed the demand offset policy to avoid moratoriums during severe drought. Council approved and adopted the documents.
3, 4,
6 • The Water Use Efficiency team completed 180 virtual indoor or outdoor Residential Water-Use Efficiency Check-Ups and provided over 600 “WaterSmart Home Kits” for customers to perform “Do-It-Yourself” Water Use Efficiency Checkups in their home. Additionally, the team conducted over 500 pre- and post-inspections for the Cash for Grass lawn removal rebate program. 4, 6
• The Water Quality Team responded to 328 water quality customer calls and took 1569 routine bacteriological samples, with no coliform violations per the Environmental Protection Agency’s Total Coliform Rule.
5 • The Santa Rosa Plain Groundwater Sustainability Agency, a Joint Powers Authority comprised of local groundwater interests including the City of Santa Rosa, achieved a significant milestone this fiscal year. After more than three years of regional stakeholder involved planning efforts, the agency adopted a mandated Groundwater Sustainability Plan and submitted it to the California Department of Water Resources in January 2022.
3 • Negotiated changes to the Water Quality Trading Framework that will allow phosphorus credits derived from multi-benefit restoration projects on permanently protected lands to last in-perpetuity instead of expiring.
3, 4
• Maintained over 1,000 active sewer use permits for businesses and industries throughout the Regional System.
3, 4
• Participated in a program with the Center for Disease Control for SARS CoV -2 monitoring in wastewater.
3 • Completed the Lower Colgan Creek Restoration Project Phase 2 , which included restoration of 1,600 linear feet of creek channel improvements providing greater flood protection and habitat value.
3, 4
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Santa Rosa Water
Looking Ahead
Financial Planning – Due to the COVID19 pandemic and the resulting moratorium on water shut offs, Santa Rosa Water continues to analyze and determine the current financial impacts, changes in water use, revenue decreases, billing and delinquency rates and additional expenditures as a result of the emergency.
Staff is pursuing grant funding opportunities that will assist customers with overdue balances as well as implementing processes to continue to collect overdue charges resulting from the pandemic in addition to re-establishing the delinquency processes for current charges.
Drought – Despite early rainfall from a significant atmospheric river event in in October 2021, the region continues to experience a third consecutive year of extreme drought conditions. The regional wholesale water supplier, Sonoma County Water Agency, instituted 20% reductions in diversions from the Russian River and provided water supply allocations to their contractors, including Santa Rosa Water (SRW), from July through December of 2021. In response, on June 29, 2021, the Santa Rosa City Council declared a drought emergency and instituted Stage 3 of the city’s Water Shortage Contingency Plan with associated water use restrictions and required a 20% mandatory community-wide reduction in water use over 2020 water use. The city remains in Stage 3 of the drought response. Forecasted water supply conditions for the remainder of calendar year 2022 are projected to be similar to those experienced in 2021, necessitating the ongoing call for water conservation by customers.
SRW has prioritized significant resources to ensure customers understand the water supply shortages and directing customers to a multitude of water use efficiency resources and programs offerings. Call and e- mail volumes for the Water Use Efficiency Section have increased significantly, as well as water waste complaints submitted by the public. SRW has utilized temporary contract employees and student interns to support this increased customer response. Based on experience gained in previous droughts, including the • Coordinated the Creek Stewardship Program, a partnership with Sonoma Water, that continues to raise the community’s awareness of creeks and improve water quality. Removed 1,134 cubic yards of trash and debris from waterways and the storm drain system (by City staff, volunteers, youth corps and County Probation Department). Coordinated 383 education and stewa rdship events. Engaged 10,272 residents, including 8,639 youth who volunteered 4,878 service hours.
This is less than previous years because of impacts of the Shelter-in-Place and other restrictions related to the COVID-19 pandemic.
3, 4
• Set up processes to track number and total value of overdue accounts as a result of the moratorium on disconnection of service for non -payment during the COVID 19 pandemic. This work was especially important to be able to pursue funding opportunities to assist customers with overdue balances. Several funding applications were submitted and are in various stages of completion. There was over $900k in funding secured and applied to customer accounts by the end of the fiscal year.
4 • Reviewed 356 building permits for Santa Rosa Water related comments , c reated 561 Water permits, p rocessed 396 new meter requests , and completed over 228 water and sewer inspections. Provided customer service to inquiries related to the development of water and sewer: Phone calls: 1,431, Counter customers: 84**(includes virtual), E-mails: 50,003.
1, 5
• Cityworks software went live with full integration with GIS, and One Solution in November of 2021.
This phase of implementation of Cityworks software replaces our existing Hansen 7 software for Parks, Recreation, Parking, Streets, Facilities, Electrical, Traffic Engineering and Storm Water.
• Successfully protected the treatment plant from flooding during October’s historic atmospheric river event.
• Received and treated 5.9 Billion Gallons (BG) of wastewater in 2021. Delivered 1.2 BG of recycled water to our Agricultural and Urban irrigation customers. Delivered 4.0 BG of recycled water to the Geysers Recharge Project. Successfully returned 277 M illion Gallons of under-disinfected water to the plant for retreatment following October’s historic atmospheric river event.
3, 4
• The treatment plant produced 35,912 wet tons of biosolids, 100% of which were beneficially reused.
3 152
Santa Rosa Water
most recent historical drought in 2014-2016, SRW fully anticipates that additional resources for the Water Use Efficiency Section in terms of program expenditures and staffing will be needed and sustained through the next fiscal year, at a minimum. Staff continue to pursue grant funding opportunities where applicable.
A “Drought Task Force” comprised of SRW and Communications and Outreach staff has been meeting twice monthly since early 2021. The task force was a necessary outgrowth of ongoing drought outreach that was first initiated in November 2020. A full-fledged drought campaign with the tag line “Drought is Here, Save Water” was launched in May 2021, and it has been successfully mirrored across the entire region to create consistent messaging. From July 2021 through March 2022, SRW customers have achieved a 20% cumulative reduction in water use compared to 2020 levels. However, the possibility of “drought fatigue” remains a concern this year. With pandemic restrictions being lifted, staff will proactively be shifting resources to pursuing more in-person customer service and community engagement.
Santa Rosa Plain Groundwater Sustainability Agency – In response to the requirements of the Sustainable Groundwater Management Act (SGMA) of 2014, the cities of Santa Rosa, Rohnert Park, and Cotati, the Town of Windsor, Sonoma County, the Sonoma County Water Agency, and the Goldridge and the Sonoma Resource Conservation Districts formed a Joint Powers Authority known as the Santa Rosa Plain Groundwater Sustainability Agency (SRP GSA) in 2016. The City of Sebastopol joined the SRP GSA in 2019.
SGMA requires that Groundwater Sustainability Plans (GSPs) be developed and submitted to the State of California Department of Water Resources by January 31, 2022, and that groundwater basins achieve sustainability by January 2042. The SRP GSA finalized the GSP last year and submitted to the state. The SRP GSA adopted a fee structure, lasting through 2021/22, to support the GSP development. Beyond that, the fee structure will need to remain in place to ensure the implementation of the GSP. To that end, the SRP GSA has been engaged with a rate consultant to revisit the fees needed for the first five years of GSP implementation beginning in July 2022.
Infrastructure and Prioritization – The City, as the rest of the country, has realized the growing need to increase our investment in aging infrastructure. SRW has been conducting comprehensive studies on the water distribution and wastewater collection systems as well as the Regional Water Reuse System to determine the magnitude of the investment needed. Through these studies, along with continuing condition assessments, SRW will continue to prioritize efforts and develop a long-term plan for the replacement and improvement of our aging infrastructure.
The City utilizes asset management programs to manage assets proactively and budget accordingly. The City utilizes an enterprise asset management software product to inventory assets and manage maintenance on citywide infrastructure including the water distribution, collection, and reuse systems; parks and recreation facilities; streets, streetlights, and signs; and parking facilities. The City’s existing asset management software has reached the end of its software lifecycle and SRW is leading the effort to implement a replacement system, Cityworks. Cityworks is a City-wide software solution that offers integrations with GIS and will significantly improve the efficiency of the services maintaining the assets, and also produce condition and other data points to improve the forecasting and planning of assets replacement.
Regulatory Permit for the Laguna Wastewater Treatment Plant – The Laguna Wastewater Treatment Plant and Water Reclamation System (LTP) was issued a National Pollutant Discharge Elimination System (NPDES) Permit (LTP Permit) in October of 2020. This permit contains provisions that are more stringent and costly compared to the previous permit. Staff are working on developing a pathogen special study, engineering evaluation of discharge outfalls, local limits evaluation, sewer use ordinance evaluation, disaster preparedness assessment report and action plan, and implementing a monitoring plan for the Salt and Nutrient Management Plan. These studies will require additional support from staff and consultants above the last permit term. Staff are working with Sonoma Water and the Town of Windsor to develop and 153
Santa Rosa Water
implement phosphorus credit projects for permit compliance under the Water Quality Trading Framework.
Compliance certainty may come at a greater cost than was spent in the previous term for phosphorus limit compliance. Long-term cost impacts associated with permit compliance cannot yet be determined, but estimates are that costs for phosphorus alone could be $1.0-2.5 million more during this permit term.
Regulatory Permit Renewal for the City of Santa Rosa’s Municipal Separate Storm Sewer System (MS4) NPDES Permit (Storm Water Permit) – The City of Santa Rosa submitted a new Report of Waste Discharge (ROWD) in 2020 which is the first step in renewing the Storm Water Permit. This ROWD highlights the City’s results from the previous permit term and identifies changes that the City would like to see in the next permit. City staff are meeting monthly with the Regional Board staff to provide feedback on various elements of the new MS4 NPDES permit and are planning on seeing a draft permit by the end of 2022. In general, the cost of implementing the Storm Water Permit has increased each permit term, with changes to development requirements to install green infrastructure as a part of their development projects which the City is required to track in perpetuity, increased costs related to greater amounts of water quality monitoring, and new requirements to control pollution sources, all of which are just a few examples of ways that the new Storm Water Permit may become more expensive to implement.
154
Successor Agency to the Former
Redevelopment Agency
Description
On February 1, 2012, the Redevelopment Agency of the City of Santa Rosa was dissolved in compliance with California State AB x1 26. The City Council elected to assume the role of Successor Agency to the Former Redevelopment Agency. An Oversight Board, as specified by ABx1 26, was appointed to oversee the dissolution of the former Redevelopment Agency assets over the life of existin g valid funding agreements, contracts, and projects.
Beginning on July 1, 2018, each county with more than one oversight board was required to consolidate into one countywide oversight board. The Sonoma County Auditor/Controller’s office delegated the staffing of the board to the Sonoma County Community Development Commission with board members made up of representatives throughout the County. The City remains in its role as Successor Agency, but now submits items such as the annual Recognized Obligation Payment Schedules (ROPS) to the consolidated Oversight Board.
Strategic Goals and Initiatives for FY 2022-23
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Maintain existing valid funding agreements and projects as presented on the Recognized Obligation Payment Schedule (ROPS), which is prepared once annually, and must be approved by the Successor Agency and Oversight Board before being submitted to the State Department of Finance for approval no later than February 1st of each year.
Chris Rogers
Chair
Michael Stanford
Vice Chair
William Arnone
Commissioner
Grant Davis
Commissioner
Nancy Jones
Commissioner
Steven Herrington
Commissioner
Kate Jolley
Commissioner
Sonoma County Consolidated
Oversight Board
155
Successor Agency to the Former Redevelopment Agency
Major Budget Changes
The FY 202 2-23 Successor Agency budget is $3M, falling $ 3K, or 0.1%, over the prior year’s adopted budget. The decline is primarily due to a reduction in administrative support costs and lower scheduled payments for the redevelopment bond.
Budget Summary
Expenditures by Program
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Successor Agency $3,063,078 $3,055,093 $3,026,638 $3,023,661 Total $3,063,078 $3,055,093 $3,026,638 $3,023,661
Expenditures by Category
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
Professional Services $29,709 $27,992 $3,000 $3,000 Debt Service $3,033,369 $3,027,101 $3,023,638 $3,020,661 Total $3,063,078 $3,055,093 $3,026,638 $3,023,661
Expenditures by Fund
2019 - 20
Actual
2020 - 21
Actual
2021 - 22
Budget
2022 - 23
Budget
SA RDA Oblig Retirement Fund $3,063,078 $3,055,093 $3,026,638 $3,023,661 Total $3,063,078 $3,055,093 $3,026,638 $3,023,661
Prior FY 2021-22 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Compiled with the requirements of ABx1 26, AB1484 and SB 107 to dissolve the Santa Rosa Redevelopment Agency as of February 1, 2012. Prepared all required Recognized Obligation Payment Schedules (ROPS).
156
Transportation & Public Works
Department Description
The Transportation & Public Works Department is divided into nine programs, in addition to the department’s General Administration:
Traffic Engineering - Traffic Engineering is responsible for managing the placement and maintenance of street signs and striping throughout the City’s 508 street miles. In addition, the Traffic team programs and maintains traffic signal timing to ensure safe and efficient traffic flow. The team’s goal is to provide effective and efficient transportation facilities for all modes, whether pedestrian, bicycle, or vehicle. The Transportation Planning team develops and manages the long-term transportation strategy for the City while monitoring and managing regional, state, and federal funding opportunities . Electrical Maintenance maintains traffic signals, streetlights, and el ectrical systems in City-owned facilities; Materials Engineering and Facilities Maintenance are described below.
Facilities Maintenance - Responsible for maintaining all 108 City-owned buildings, except for those owned by Santa Rosa Water. Services performed include building inspections, regular preventative maintenance, contract administration, minor construction, and routine repairs. Facilities Maintenance is also responsible for all building costs such as janitorial services, utilitie s (gas, electricity, and water/sewer), elevator and heating, ventilation, and air conditioning ( HVAC) repairs, fire alarm systems, permits, underground tank monitoring, and emergency generators.
Materials Engineering - Responsible for quality assurance o f materials used to construct City roadway projects including those constructed by private developers. Some of the services provided include asphalt plant inspection and sampling, laboratory and field testing, and pavement engineering. The team is also responsible for maintaining the Citywide Pavement Management Program as required by the Metropolitan Transportation Commission (MTC).
Capital Projects Engineering - Responsible for the design and construction of projects to rehabilitate, upgrade and expand the City’s public infrastructure. Engineering and technical staff in this division are committed to enhancing water, sewer and drainage systems, transportation networks, parks, and other City facilities to protect public health and safety, and the environment.
Field Services - Comprised of three sections: Fleet Services maintains and replaces the City’s fleet vehicles and equipment; Street Maintenance maintains most street assets including pavement, sidewalk, curb and gutter, storm drain system, creeks, ditches, pedestrian ramps, signs, and markings; and Parks Planning & Landscape Maintenance, described below.
Parks Planning & Landscape Maintenance - Comprised of two sections: The Park & Landscape Maintenance service unit maintains 1 ,035 acres of park land including community, neighborhood and special purpose parks, in addition to open space, trail parks, public plaza s, and recreational and public building sites; and delivers land stewardship for 73 acres of roadway landscaping. The Parks Planning and Development unit provides continuing acquisition and development of parks and recreation facilities; acts as a l iaison to LandPaths at Bayer Farm, Luther Burbank Home and Gardens, Bennett Valley Golf Course and Legends; manages all digital park assets in geographical information system ( GIS), capital park and master plan designs; conducts park research; and prepares and manages grant applications.
Mission
Enhancing our City’s vibrant quality of life through excellent transportation services and responsive stewardship of the public infrastructure and environment with pride and dedication to the community.
157
Transportation & Public Works
Transit - Manages and operates Santa Rosa CityBus, providing fixed -route service throughout Santa Rosa, with 1 4 fixed-routes and one deviated fixed -route which serves the Oakmont community. The Transit Division also manages Santa Rosa Paratransit, the City’s American with Disabilities Act ( ADA) complementary curb-to-curb paratransit service, the Santa Rosa Free Rid e Trip Reduction Incentive Program, and the Learn to Ride Santa Rosa CityBus Travel Training Program.
Bennett Valley Golf Course – Bennett Valley Golf Course is a premier 18 -hole, par 72 / 6,500-yard course located on 156 acres . The course, driving range, pro shop and clubhouse/restaurant, serving breakfast, lunch, and dinner seven days a week, are operated and maintained under third-party contracts.
The City is responsible for certain direct/indirect expenses, capital improvements, and debt obligations.
Zero Waste Operations – Zero Waste Operations is responsible for directing the City’s refuse and recycling programs, implementing the Santa Rosa Zero Waste Master Plan and managing the City’s solid waste franchise agreement. Primary project components include handling solid waste public relations, developing and implementing new solid waste and diversion programs, directing franchise agreement compliance monitoring, coordinating with local, regional and state agencies and evaluating effects on recycling, composting, and zero waste initiatives in support of the City’s goal to be the zero- waste leader in the North Bay.
FTE by Program
Transportation & Public Works
Director of Transit and Public Works (vacant)
1.0 FTE
General
Admin.
9.0 FTE
Real
Estate
Services
4.0 FTE
Traffic
Engineering
8.0 FTE
Capital
Projects
Engineering
55.0 FTE
Field
Services
82.0 FTE
Materials
Engineering
8.0 FTE
Facilities
Maint.
17.0 FTE
Transit
78.0 FTE
Parks
Planning &
Landscape
Maintenance
29.0 FTE
Zero
Waste
Program
1.0 FTE
158
Transportation & Public Works
• Invest in and maintain city-owned road, park, facility, electrical and mechanical infrastructure to regional, state, federal and industry standards. 5 • Maximize grants and other outside funds within the workload capacity in mind. 5, 6 • Develop a highly skilled and motivated team. 6
• Improve CIP Metrics
• Redefine metrics, including recycled materials reporting • Collect newly relevant data
• Develop graphical reporting
• Increase CIP Production
• Issue Project Management RFP
• Establish Agreements with consultant project managers • Investigate opportunities to enhance CIP staff recruitments • Strategically apply design build delivery
• Restructure staffing model to create 6th CIP Team (water/sewer) • Improve CIP Project Approval Process
• Streamline Project Initiation Plan process
• Investigate augmentation of digital signature use
5 5
5 • Improve TPW Project Planning Process
• Develop strategic plan and staffing/consultant needs
• Conduct Stakeholder discussions with other departments/divisions • Evaluate organizational structure change opportunities and synergies 5 • Reduce Vacancy Rate
• Repost recruitments until positions filled
• Continuing supporting HR, SRCEA, SRMA regarding compensation reviews • Redistribute CPE staff to initiate function of Team 6 once created 6 • Increase professional development – post pandemic
• Identify and promote training/conference opportunities for all CPE staff 6 • Complete Short-Range Transit Plan update
• Work with local transit partners to implement Phase 2 of Sonoma County Transit Integration and Efficiency Study scope
• Deploy City’s first four battery-electric buses in revenue service • Continue expansion of CityBus Unlimited Pass Program to provide fare-free access to transit.
• Complete implementation of Telematics program throughout the city fleet. • Finalize vehicle purchasing policy for electric vehicle standards. • Replace remaining Police patrol vehicles with hybrid vehicles. • Develop debris removal metrics for encampment & roadside debris. • Implement employee wellness programs developed during Ops Organizational Clarity meetings.
• Utilize Measure Parks for All Measure M funding to enhance the city park system. • Maximize grants and other outside funds.
• Invest in and maintain city owned parks, facilities, roads, electrical and mechanical systems.
5, 6
5, 6
5 2, 4
5 5
5 2, 3, 5
6 5
4, 5
4, 5
Strategic Goals and Initiatives for FY 2022-23
(Numbers at the right show relation to City Council Goals; see Council Goals Section) 159
Transportation & Public Works
Major Budget Changes
The Transportation & Public Works’ (TPW) budget is funded by four major sources: The General Fund, the Capital Improvement Fund, the Transit Enterprise Funds, and the Equipment Repair and Replacement Internal Service Funds. The total FY 2022-23 budget is $99.8M, an increase of $18.3M, or 22.4%, over the prior year’s adopted budget.
The General Fund makes up 32.6% of the department’s budget, increasing $2.8M over the prior year to a total of $32.6M. Salaries & Benefits increased overall by $1.3M including increases per MOU changes and a $208K increase in CalPERS retirement benefits. A reorganization of the Real Estate Services program moving from Santa Rosa Water to Transportation and Public Works occurred as part of the FY 2022 -23 budget. Overall budget for the program is $620K and includes positions added of 1.0 FTE Right-Of-Way Manager and 3.0 FTE Associate Right-Of-Way Agents. Services & Supplies grew by $1.6M; this includes a $1.1M increase in Utilities mainly from PG&E rate increases and the return to pre-pandemic services of facilities, $101K increase in City vehicle repair services, $99K increase in fuel and $134K increase in professional services related to facilities maintenance contract expenses.
The Capital Improvement Fund makes up 29.8% of the department’s overall budget. Over the year, the fund increased by a net $5.6M, ending with a total budget of $29.7M in FY 2022 -23. Large funding allocations were seen across several CIP projects, notably Highway 101 Bike/Pedestrian Overcrossing (+10.8M), Hearn Avenue at Highway 101 Interchange (+3.1M), Pa rk Amenities Capital Replacements (+$2.5M) and Southwest Zone Play Equipment (+$1.0M). A more detailed summary of the CIP program is available in the Capital Improvement Program Budget Document.
The Equipment Repair and Replacement Internal Service Fund s increased by $8.5M, or 76%. This is mainly attributable to a $8.5M increase in the replacement Fund. This increase in budget is to match the replacement schedule per the City’s fleet replacement program. The funding source for the increase is from the fund balance of the Replacement Fund which collects from departments in advance. Salaries & Benefits grew by $256K or 6.9% which included increases from MOU changes and $42K increase in CalPERS retirement benefit. Services & Supplies decreased by $138K, whic h included a $255K decrease in professional services from last year’s one time cost for fleet telematics software.
The Transit Enterprise Fund budget is $13.7M, an increase of $1.2M, or 9.5% over the FY 2021-22 adopted budget. Salaries & Benefits grew by $671K or 7.6% which included increases from MOU changes and $60K increase in CalPERS retirement benefit. Services and Supplies increased by $1.2M, including increases of $90K in repair and maintenance and $328K in fuel.
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Budget Summary
Expenditures by Program
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Administration $1,624,082 $1,614,356 $1,606,282 $1,651,462 Traffic $1,271,521 $1,451,490 $1,663,705 $1,827,329
Capital Projects Engineering $2,978,033 $2,199,952 $2,899,589 $2,928,338 Field Services $19,254,730 $23,906,776 $22,811,788 $32,772,253 Materials Engineering $691,660 $655,485 $748,454 $759,261 Transit $13,100,127 $11,903,576 $13,889,982 $15,219,523 Facilities $4,537,696 $4,342,661 $4,855,706 $5,482,411
Regional Parks $4,758,138 $6,305,510 $7,022,889 $7,498,455 Zero Waste Operations $0 $0 $149,852 $166,670
Real Estate Services $0 $0 $0 $619,613
Bennett Valley Golf Course $481,335 $512,936 $537,010 $583,920 CIP and O&M Projects $24,739,921 $20,579,657 $25,367,461 $30,339,418 Total $73,437,243 $73,472,399 $81,552,718 $99,848,653
Expenditures by Category
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
Salaries $16,641,545 $15,528,202 $17,349,620 $18,916,442 Benefits $10,488,881 $10,274,227 $11,767,081 $12,497,501 Professional Services $2,647,195 $2,976,152 $3,304,494 $3,366,521 Vehicle Expenses $3,903,424 $3,933,102 $4,619,501 $5,367,646 Utilities $2,841,121 $3,965,289 $4,448,839 $5,212,123 Operational Supplies $2,469,767 $2,971,500 $3,079,490 $3,132,372 Information Technology $1,089,639 $1,166,125 $1,239,482 $1,293,531 Debt Service $454,617 $453,318 $455,752 $458,606 Liab/Property Insurance $350,747 $418,992 $450,576 $450,687 Other Miscellaneous $571,045 $518,775 $671,450 $904,524 Transportation Purchase $1,313,381 $1,167,413 $1,250,000 $1,410,000 Indirect Costs $1,920,866 $1,805,304 $1,781,069 $1,703,775 GF Admin Cost Plan $1,421,709 $1,635,834 $2,217,228 $2,710,332 Capital Outlay $2,583,385 $6,078,509 $3,550,675 $12,085,175 CIP and O&M Projects $24,739,921 $20,579,657 $25,367,461 $30,339,418 Total $73,437,243 $73,472,399 $81,552,718 $99,848,653
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Expenditures by Fund
Funding Source
2019 - 2020
Actual
2020 - 2021
Actual
2021 - 2022
Budget
2022 - 2023
Budget
General Fund $24,821,368 $27,551,803 $29,760,359 $32,588,077 Capital Facilities Fee Fund $65,479 $0 $0 $0
AB 434 Funds (Transit) $122,521 $22,080 $0 $0
Measure M - Parks 2019 $0 $36,110 $139,217 $171,042
St. Francis Knolls $0 $2,587 $2,309 $2,969
Stony Ranch $307 $203 $6,184 $8,728
The Orchard at Oakmont $6,819 $16,251 $61,701 $53,714
Sandra's Place Tax District $0 $274 $5,319 $6,025
Woodbridge Tax District $1,694 $875 $14,255 $13,624
North Village I Special Tax District $795 $116 $11,176 $11,636 Kawana Springs 6 Special Tax District $0 $0 $8,093 $8,120 Catalina/Amorosa STD Zone 7 $0 $0 $9,264 $19,289
Gardens STD 2006-1 Zone 10 $0 $0 $0 $938
Utilities Administration Fund $1,144,069 $826,601 $1,223,165 $1,206,881 Municipal Transit Fund $11,670,080 $10,674,451 $12,510,386 $13,693,693 Transit Capital Fund $201,336 $470,820 $0 $0
Paratransit Operations $1,430,047 $1,229,125 $1,379,596 $1,525,830 Bennett Valley Golf Course Ops $131,432 $202,454 $144,504 $188,559 Taxable Golf Bond Debt Service $128,491 $129,411 $132,224 $132,736 Tax-exempt Golf Bond Debt Service $262,882 $260,662 $260,282 $262,625 Storm Water Enterprise Fund $431,225 $526,703 $562,873 $593,056 Equipment Repair Fund $5,420,798 $5,985,374 $6,329,131 $6,548,086 Equipment Replacement Fund $3,853,772 $7,148,424 $4,821,337 $13,065,147 Railroad Square Maintenance Fund $2,882 $4,045 $6,882 $7,460 Capital Improvement Fund $23,741,246 $18,384,030 $24,164,461 $29,740,418 Total $73,437,243 $73,472,399 $81,552,718 $99,848,653
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Full-Time Equivalent 274.00 290.00 287.00 288.00 292.00
Performance Measures
INDICATORS: FY 2019-20 FY 2020-21 FY 2021-22
Grant Revenues Secured $5.8M $7.2M $21.5M
Travel Time Along 5 Major Arterial Streets (PM
Peak)
College/West College Avenue
Cleveland Avenue to 4th Street
Measure
Suspended* 3:16 4:32
Guerneville Road/Steele Lane
Range Avenue to Illinois Street/County Center Drive
Measure
Suspended* 2:11 2:27
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Mendocino Avenue
College Ave to Steele Lane
Measure
Suspended* 2:56 2:53
Santa Rosa Avenue
Baker Overcrossing to Yolanda Avenue
Measure
Suspended* 3:21 4:03
Stony Point Road
West College Avenue to Hearn Avenue
Measure
Suspended*
6:45 6:22
* Due to Shelter-in-Place from COVID-19
Capital Projects Engineering 2019 2020 2021
Total “In Progress” Construction Project
Expenditures
$18.4M** $22.9M** TBD
Number of New Projects Bid 40 30 11
Total Value of New Projects Bid (Engineer’s
Estimates)
$13.9M $28.5M $10.4M
Notices of Completion Filed 25 24 12
**Verification pending
Transit FY 2019-20* FY 2020-21 FY 2021-22
Routes meeting new system productivity standards 3 Measure Suspended**
0 Average systemwide on-time performance of 90% 88% 90.6% 88% Paratransit passengers/hour equal or greater than
2.4 2.21 Measure
Suspended**
1.69 *Year-to-date pre-COVID
** Due to COVID-related reductions in
service/demand.
Fleet Services 2019* 2020* 2021*
Mechanic productivity: goal 1,500
hours/mechanic/year
1,596 1,266 1356
Vehicle Downtime: goal under 5% 4.2% 2.21% 3.05%
Preventive Maintenance Performed On-time: goal
90%
71% 75% 71%
Scheduled versus Non-Scheduled Repairs: goal
(60% or higher) versus (40% or lower) 68%/32% 70.2%/29.8% 67.18%/32.82% Annual Parts Inventory Turn (annual sales/inventory
value): goal 4-6 3.5 2.6 3.34%
Parts Fill Rate: goal 90% within 24 hours 91.2% 93.04% 87.07% * Calendar Year
Parks & Landscape Maintenance FY 2019-20 FY 2020-21
Estimates
FY 2021-22
Estimates
Dollar amount of park and ground maintenance expense
per capita $31.00 $31.00 37.00
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Prior FY 2021-22 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section)
• Continued to participate in a Countywide Vision Effort in partnership with the Sonoma County Transportation Authority (SCTA) and the Sonoma County Department of Health Services. The Vision Zero Action Plan was approved by the SCTA Board March 2022.
Staff will be asking the City Council to consider accepting the Vision Zero Action Plan in Summer 2022.
3 • Stony Point Road Corridor Study, one of 8 studies identified in the Bicycle and Pedestrian
Master Plan Update 2018 was completed. Other corridor studies for College Avenue, Fourth
Street, Montgomery Drive, Roseland Creek, Dutton Avenue and Cleveland Avenue are in process. It is anticipated that the City Council by resolution will adopt the Local Road Safety Plans for the corridors in Spring 2022.
3,5
• Metropolitan Transportation Commission (MTC) awarded the City $12.0M of federal funds from the 2021 Regional Active Transportation Program (ATP) Cycle 5 for the construction phase of the Highway 101 Bicycle and Pedestrian Overcrossing (BPOC).
MTC additionally awarded the City $3.4M of federal funds from the State Transportati on Improvement Program (STIP) for the construction of the (BPOC). 3, 4, 5
• In December 2021, City Council by resolution approved a pilot program for Shared Mobility Devices. Pending amendment of the city code which is scheduled to go to the City Council in April 2022, the city will hire a vendor and launch the pilot. 4 • Facilities Crews continue to deliver projects through their construction crews including Howarth Park curb ramp reconstruction, Guerneville Road sidewalk gap removal project, Police SWAT cage construction and Finely Auditorium floor resurfacing. 3, 5
• In conjunction with City slurry projects, bike lanes were installed on Ridgway Avenue and buffered bike lanes were reconfigured on Hoen Avenue, Summerfield Road, and Bethards Drive
3, 5
• Public health and safety were protected through Capital Projects Engineering (CPE) infrastructure upgrade projects serving the public. These improvement projects enhanced public fire protection capacity, reliable drinking water supply and functioning sewer collection systems, and wastewater treatment compliance.
CPE anticipates the completion of a total of 39 capital improvement projects in FY 2021- 22, including:
• (5) fire recovery and rebuilding projects
• (5) sewer and water rehabilitation projects
• (9) Regional Water Reuse system improvement projects
• (16) street and public access improvements projects
• (4) public facility improvement projects
In addition, various construction efforts have been completed under six (6) On -Call contracts: three (3) for sewer and water, and three (3) for the Regional Water Reuse system.
7 • Restored transit services to approximately 80% of the pre-pandemic service level. 5 • Implemented “UR Free” K -12 fare -free access to CityBus as part of the City’s newly adopted Unlimited Pass Program, resulting in a significant increase in youth transit ridership.
5 • Received $4.3 million competitive federal grant award for expansion of the City’s battery - electric bus fleet and electric bus charging facilities. 5 • Continued to play a leadership role in implementation of the Sonoma County Transit Integration and Efficiency Study and development of a “unified brand” for local transit in Sonoma County through SCTA Future of Transit Ad Hoc Committee process. 5 164
Transportation & Public Works
• The Debris Removal Team (DRT) removed 4274 cubic yards of debris from public right- of-way. 5, 7
• Street & Parks maintenance teams performed weed removal throughout the Wildland Urban Interface (WUI) areas of the city.
4 • Fleet Maintenance installed 620 new telematics devices across the fleet. 4 • Park Maintenance & Recreation worked together to revitalize the Park-A-Month volunteer program. 4
• Created a Special Projects crew with the Park Maintenance team to respond to tree emergencies. 4
• Implemented Cityworks asset management program for Streets & Parks maintenance operations. 2, 4, 5, 6
• Introduced 28 hybrid police patrol vehicles into service. 4 • Installed 130 new police radios into patrol vehicles as part of the radio upgrade project. 4 • Colgan Creek Park playground designed and constructed and open to the community February 2022. 5
• Creekside Open Space Park renamed to Mary Traverso Open Space Park in August 2021. 4, 5 • South Davis Park neighborhood engagement to replace the playground structures began in March 2022. The project is funded in part from State Parks and Recreation Per Capita grant from Proposition 68.
5 • Dutch Flohr Neighborhood Park Master Plan completed in January 2022. 5 • Conceptual Plans completed to replace the wading pool with a spray ground at the Finley Aquatic Center. 5
• Parks for All – Measure M Priority Plan update approved by Council November 2021 after comprehensive community engagement process. 5
• After well over ten years, reinstated the park planner position and filled the FTE position in December 2021. 6
• Provided 40 development plan reviews for development impacts to parks and potential future park acquisition and development. 5
• Accepted a new landscape Tax District property and trail entry point to the Santa Rosa Creek trail at the Gardens Subdivision. 5
• Construction bids awarded for the remaining two fire damaged park projects; Fire Damaged Roadway recovery project for Coffey Park and Fountaingrove Neighb orhood area right-of-way landscaping and Six Fire Damaged Park recovery project for recovery at 5 parks and one trail in the Fountaingrove area.
5 • Community Engagement process began to reimagine Fremont Park in December 2021. 5 • The process to solicit for a new management operator for the BVGC began in Spring 2022. 4 • Grant applications submitted for Kawana Springs Community Park improvements and Martin Luther King Jr Park improvements. 4
Looking Ahead
Traffic Engineering will be working on a project, in house, with the Signal Shop to install fiber optic communications from MSCS to the downtown core. This upgraded communication will provide a robust high-speed communications link to the signals and provide an opportunity for a public private partnership with dark fibers available for use.
Our Electricians are working to complete the LED upgrade project that changes all our high -pressure sodium and induction fixtures to energy efficient LED.
Several bicycle and pedestrian enhancement projects are in the design and construction queue including Santa Rosa Avenue between Sonoma and Maple, Fourth Street between E Street and Bryden Avenue, 165
Transportation & Public Works
Armory Drive between Ridgway Avenue and Elliott Avenue, and Montgomery Drive between Hahman Avenue and Alderbrook Drive.
This division is working with our downtown partners to conduct a scooter pilot project and determine its effectiveness in extending non-motorized mobility.
Materials Engineering is preparing to implement a cape seal project in the R oseland area. This level of treatment helps bridge the gap between a slurry seal and a conventional overlay project. They are also preparing for several pavement rehabilitation projects recently approved in the Fire rebuild areas of Fountaingrove and Coffey Park.
Facilities is conducting an Energy Audit on all City buildings and a solar study for MSC yard to determine the next step in moving toward a renewable energy and potential microgrid solution for the City complex.
Capital Projects Engineering (CPE): Despite impacts to production due to the pandemic and high staff vacancy rates, CPE is continuing to make notable infrastructure advancements, as evidenced by bidding 7 projects in the first quarter of 2022 – a great start to the year! Two of the most notable projects recently bid will be in construction at the beginning of FY 22/23 and will continue into subsequent fiscal years due to their large scopes: the Fulton Road Widening Project ($16.8M) and the Laguna Treatment Plant (LTP) Disinfection Improvements Project ($68.1M). The Fulton Road Widening project will reconstruct and widen Fulton Road between Guerneville Road and Piner Road with a new concrete surface, adding a vehicle lane in each direction, as well as upgrading bike and pedestrian facilities along the project limits. The LTP Disinfection Improvements project will replace the Plant’s aging and outdated disinfection system with a new generation Ultraviolet Disinfection System and establish an on-site division system to significantly improve plant process resilience.
Other projects of particular note that will be moving into construction phases include sewer trunk lining efforts on the Crosstown and Robles Trunk Sewers, as well as the very notable Fire Station 5 replacement, which will be moving forward through a design-build project delivery method. In response to damage incurred during the 2017 Tubbs Fire, projects to rehabilitate 6 fire damaged parks and large amounts of fire damaged roadway landscaping will move forward as well.
Notable ongoing design efforts include a design-build effort to rehabilitate numerous miles of city streets damaged during debris removal efforts triggered by the 2017 Tubbs Fire recovery, as well as the LTP Flood Protection Project, which will ultimately protect the City’s wastewater treatment plant (the largest such facility in Sonoma County), which is prone to flooding from the Laguna de Santa Rosa during heavy wet weather.
The Transit Division will continue to staff up and further restore transit service levels following pandemic reductions, with a goal of reaching 90% of pre-pandemic service levels by the end of the year. A Short- Range Transit Plan update in FY 22-23 will engage the public and Council with developing future service plans under varying pandemic recovery revenue scenarios and lay out financial and service plans for the next five years. The Transit Division will continue coordination with SCTA, Sonoma County Transit, and Petaluma Transit to implement Phase 2 of the Sonoma County Transit Integration and Efficiency Study recommendations, working towards a “unified brand” for local transit in Sonoma County. The Division expects to deploy the City’s first four battery-electric buses in revenue service in the Fall of 2022. Finally, work will continue on expansion of the City’s Unlimited Pass Program providing fare-free access to transit.
The Street Maintenance and Parks Maintenance sections will continue to build a cohesive working relationship as both teams provide support for each other while maintaining city infrastructure. The Street Maintenance section is currently on track to meet the required Maintenance of Effort (MOE) target, but the absorption of the Debris Removal Team and permanent staffing reductions continue to threaten that goal. The Debris Removal Team will continue efforts to clean and remove debris from public spaces 166
Transportation & Public Works
as they address a continued increase in encampment debris and illegal dumping. A new paving machine and two new crack sealing machines will increase productivity and provide a higher quality product.
Cityworks will be able to provide a complete year of data allowing the maintenance teams to analyze operations and adjust where needed.
Fleet Services will continue to experience challenges with maintaining the fleet due to current vacancies being held. The implementation of a city-wide Vehicle Telematics System program will be completed and incorporated into a new Vehicle Safety program with metrics included. An electric vehicle base specification will be developed to be used when purchasing new vehicles within the city fleet to meet the 2035 California electric vehicle mandate. Fleet will work to reduce the backlog of vehicles & equipment due for replacement as manufacturer supply chain shortage issues are resolved.
Parks Planning will implement the update to the ordinances that created and govern the Board of Community Services, and the Park Naming Policy. Additional community engagement is planned to create the future capital projects list to be funded by the Parks for All – Measure M fund. Plans and specifications are to be completed for the Kawana Springs Community Garden and construction to begin.
Renewal of the Luther Burbank Homes and Garden long-term Management Agreement is planned in addition to a new roof and gutter system. The Finley Aquatic Center pool will shut down while the wading pool is replaced with a new spray ground, picnic area, landscaping and a new pool deck which will open in Summer 2023. Dutch Flohr Park construction plans will be complete, and construction will begin to replace the two playgrounds, fitness equipment and associated pathways. Construction will be complete for the Six Fire Damaged Parks recovery project which a new playground for Fir Ridge Park. 167
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Policies
Policies have been summarized for brevity. Copies of the policies in their entirety are available for review at City Hall in the City Manager’s Office, 100 Santa Rosa Avenue, Room 10.
CONTINGENCY RESERVE POLICIES
General Fund
The City of Santa Rosa maintains contingency reserves for all major operating funds. An analysis was conducted on the General Fund that evaluated revenues and their volatility, condition of capital assets, access to other resources, unanticipated expenditures, and the industry norm of General Fund reserves. A survey of comparable California cities showed that the average General Fund reserve was approximately 15% of expenditures.
A contingency reserve for the General Fund shall be maintained at a level of 15% to 17% of annual expenditures. The amount up to 17% of expenditures will be “designated for contingencies” and listed as such in the Comprehensive Annual Financial Report (CAFR).
The amount “designated for contingencies” will be ideally maintained at 17%. The amount between 15% and 17% may be used during the budget process to alleviate short term revenue or expenditure volatility; or to address high priority one-time needs. If the General Fund contingency reserve level is below 15%, a plan will be established to increase the reserve to a minimum of 15% during the upcoming budget process. Reserves over the 17% will be “designated for future expenditures” and listed as such in the CAFR.
Equipment Repair Fund
The Equipment Repair Fund is an internal service fund that provides funding for the repair of City- Owned vehicles by the City Garage. An annual labor rate is established in order to recoup costs.
This policy was established to provide an adequate contingency reserve for the purpose of maximizing rate stabilization.
The reserve is set at 5% of the annual budget. This can be established as a multi-year plan with the review and approval of the Finance Department. If the contingency reserve level is below 3%, a plan will be established to increase the reserve. R eserves in excess of the minimum reserve shall be designated for future expenditures or reductions in rates.
Storm Water Utility Fund
The Storm Water Enterprise Funds provide for compliance with the National Pollutant Discharge Elimination System (NPDES) requirements as well as creek restoration efforts. The reserve provides funding for economic and catastrophic contingencies.
The reserve is maintained at a level consistent with that established f or the City’s General Fund, currently 15% to 17% of annual expenditures. If the reserve level is below 15%, a plan will be established to increase the reserve to a minimum of 15% during the upcoming budget process.
Reserves of over 17% will be designated for future expenditures or reductions in rates.
Insurance Internal Service Fund
The Insurance Internal Service Fund charges City departments for the costs of providing employee benefits and Liability, Property, Fire, and Earthquake insurance. The reserve was established to cover unanticipated claims.
A reserve for potential liability claims should be maintained at a level at least equal to the discounted expected value of reserves determined by the annual actuarial valuation that estimates the potential 169
Policies
loss from incurred but not reported (IBNR) claims. Due to the lack of predictability of future IBNR claims, and the potential of non-insured claims against the City, additional reserves of twice individual claim Self Insured Retention should be set aside.
A reserve for Employee Benefit Insurance claims on self-insured City benefit plans should be set at a level that allows for at least three months run out of claims to be paid, as well as a reserve equal to 7% of annual claims. Currently, the City maintains a self-insured Dental and Vision Plan. The City also participated in two self-insured health plans through a joint power authority (JPA). H owever, reserves are held by the JPA, so funds equal to one month’s premium are sufficient f or potential premium adjustments.
A reserve for Workers Compensation claims should be maintained at a level at least equal to the discounted expected value of reserves determined by the annual actuarial valuation. Recommended reserves for workers compensation included development of known claims as well as IBNR claims. A 50% (expected) level is deemed adequate due to the extended period of time in which claims will be paid out.
A reserve for property insurance claims deductible payments, equal to two deductibles, should be maintained.
Information Technology Internal Service Fund
The Information Technology Internal Service Fund provides funding for the deployment, support, and maintenance of City-wide computer networks, communications infrastructure (phone/data) and City- wide software applications . This reserve will provide funds for Rate Stabilization , and large, unplanned expenditures. The contingency reserve is set at 10% of annual expenditures.
Parking Reserve Fund
The Parking Fund is a propriety fund used to account for all revenues and expenditures of the City’s parking enterprise. The operations, maintenance, and capital improvements of the City’s parking facilities (including five public parking garages and ten surface parking lots) are financed through user fees collected from parking meters, sale of parking permits, and garage hourly rates. In addition to covering operating expenses, user fees are set at a level to provide repayment of debt service and to accumulate funds for capital repair and replacement projects.
A reserve for contingencies and revenue fluctuations shall be maintained at a level of between 15-17% of annual budgeted operation and maintenance expenses. Reserves for debt services shall be maintained as required by bond covenants. On an an nual basis, revenue shall be set aside to fund depreciation for capital improvements based on an asset management depreciation plan. Accumulated funds shall be used to finance capital repair and replacement projects.
Bennett Valley Municipal Golf Course Reserve Fund
The Bennett Valley Municipal Golf Course Enterprise Fund provides for maintenance, supervision, and improvements at the Bennett Valley Municipal Golf Course. The reserve is to provide adequate funds to insure ongoing operation of Bennett Valley Municipal Golf Course, for annual repayment of debt, to accrue funds for certain improvements, for rate stabilization, and for unexpected project expenditures.
A contingency reserve for the Bennett Valley Municipal Golf Course shall be maintained at a level of between six and eight months’ operating expenditures. In addition, $200,000 will be kept in reserve for emergency expenditures.
If, following an annual review, the level is below six months’ operating expenditures, plus $200,000 emergency funds, a plan will be identified to increase the reserves to that amount. If the level is above eight months’ operating expenditures, plus $200,000 emergency funds, the excess funds will be designated for a facility operating program(s) or a capital project(s).
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SR Water Department and Santa Rosa Subregional Water Reuse System Reserve Policy The City of Santa Rosa’s water and wastewater enterprises and the Santa Rosa Subregional Water Reuse System enterprise provide a safe and economical water supply and wastewater collection for the City of Santa Rosa and wastewater treatment, as well as disposal, reclamation, industrial waste inspection, and laboratory services to all of the Subregional partners.
Maintaining adequate reserves provides flexibility to respond to fluctuations in revenues and costs as well as short-term emergencies. Adequate reserves directly affect a utility’s bond rating and ultimately its ability to borrow money at lower interest rates. This policy establishes the intended use of the various reserves and the desired level of reserves.
Discretionary Reserves
The operating reserves will have a target balance of 15% of annual budgeted operation and maintenance expenses in each utility to provide working capital, as well as funds for unanticipated expenditures or revenue shortfalls, and for minor emergencies. In addition, the utility may plan for the use of up to 50% of the minimum target reserve with each biennial rate update process, so long as the operating reserve is shown to return to the target minimum balance within a five-year planning period.
Capital Replacement Reserves
The target level for capital replacement reserves is $2,000,000 each for the water and local wastewater enterprises and $1,000,000 for the Subregional Water Reuse System enterprise.
Catastrophic Reserves
Catastrophic reserves, intended to protect against the potential financial risk to each utility associated with a major earthquake or other catastrophic event, will have a target balance of $4,400,000 for the water enterprise; $5,200,000 for the local wastewater enterprise, $1,300,000 for the Subregional Water Reuse enterprise, and an additional $1,250,000 specifically for the Geysers Recharge portion of the Subregional enterprise. A new Subregional User Agency Reserve was established in 2013 to enhance Subregional liquidity and provide a user-funded reserve as a security for debt service payments. This reserve is set at 20% of the annual debt service amount.
Rate Stabilization Reserves
Debt rate stabilization reserves are intended to mitigate the gradual increase in rates needed to support long-term debt obligations. The reserve can also be used annually in the net revenue calculation for determining debt service coverage. Debt rate stabilization reserve levels will be determined as part of the utility’s long-term financing plan.
Operating Rate Stabilization Reserves will be utilized during the biennial rate setting analysis to offset the need for rate increases and, in the case of the water utility, will help smooth volatility caused by weather trends and the irrigation efficiency ti ered rate. Operating Rate Stabilization Reserves will fluctuate as revenues and expenses exceed or fall short of projections. A surplus of revenue over expenses in any operating year will be added to the Operating Rate Stabilization Reserve; a deficit in any operating year will be mitigated to the extent possible by the Operating Rate Stabilization Reserve.
Designated or Restricted Reserves
Designated (or restricted) reserves are set by external requirements and restraints of creditors, grantor contributors, or law. The water, local wastewater, and Subregional Water Reuse System will maintain such reserves as required by bond covenants, state revolving loan contracts, or other requirements as needed.
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Policies
Homeless and Affordable Housing Policy
The City Council made a determination to annually designate a calculated amount from the General Fund to the Housing and Community Services (H&CS) Department to be used for homeless and affordable housing programs.
Prior to the preparation of the Housing and Community Services Department’s proposed budget for each upcoming fiscal year, the City’s Finance Department shall provide the H&CS department with an estimate of the Real Property Transfer Tax (RPTT) revenues that will be received by the City during the upcoming fiscal year.
The annual amount to be designated shall be a figure arrived at by multiplying the approved Fiscal Year percentage from the table below by the estimated amount of Real Property Transfer Tax projected to be received by the City for the applicable year . Every year, this percentage will increase by 5% annually until 100% of the RPTT revenues are designated for homeless and affordable housing:
% of RPTT Appropriated Fiscal Year
35% 2020/2021
40% 2021/2022
45% 2022/2023
50% 2023/2024
55% 2024/2025
60% 2025/2026
65% 2026/2027
70% 2027/2028
75% 2028/2029
80% 2029/2030
85% 2030/2031
90% 2031/2032
95% 2032/2033
100% 2033/2034
Following the close of each fiscal year, the Finance Department shall confirm the total amount of RPTT actually received by the City during the prior fiscal year. The Finance Department will then reconcile the amount received with the amount previously designated and notify the Director of Housing and Community Services of any additional funds available for appropriation. Nothing in this policy shall prevent the Council from making additional appropriations for Homeless and Affordable Housing programs.
Community Promotions Funding Policy
The current maximum annual contribution for community promotions is $125,000, an amount which can be changed by action of the City Council.
All requests for support or continued support from the Community Promotions Fund shall be reviewed annually during the budget hearing process. Requesting organizations must be non-profit. The organizations must submit a list of its Board of Directors and a complete budget for the current fiscal year, which will be reviewed in advance of their appearance before the City Council. This budget must also indicate specifically how City funds are proposed to be used.
All requested background material shall be submitted to the City not later than March 1 in order that it is given proper consideration within the City’s established budget process. The organization must show, by submitting evidence satisfactory to the Council, that it is not asking the City to be the sole support of the project or activity which the organization seeks to finance and that the activity is reflective of the goals of the City.
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Policies
Each event should be evaluated annually, based on its own merits, and funding is not guaranteed from year to year. It is preferable that Community Promotions funds be used primarily to fund in-kind City services. The City Council Community Promotion Committee should include at least one City Council Member with experience on the committee in a prior year and the assignment should be rotated.
Investment Policy
This policy applies to all funds managed by the City, and its designees, excluding bond proceeds and pension obligation funds which are governed by the terms of their covenants. The City contracts with PFM Asset Management Group for investment services . This policy is reviewed regularly, and updates are taken to the City Council for approval as needed.
The investment policy specifies the regulations and procedures that support a prudent and systematic program for the City’s investments. The investment objectives are, in priority order, safety, liquidity and yield. Safety of the principal is the foremost priority, with preservation of capital and minimization of credit and market risk as the primary facets. The second priority is liquidity which enables the City to maintain enough capital to meet all operating requirements. Yield is the third priority, with the portfolio designed to attain a market rate of return through budgetary and economic cycles, taking into account the risk constraints, liquidity needs and cash flow characteristics of the portfolio.
The investment policy follows the California Government Code “prudent investor” standard to ensure careful management and oversight of public funds. The policy sti pulates that an investment management committee should be appointed by the City Manager to review investment strategies and portfolio performance.
Authorized and suitable investments as allowed by California Government Code are outlined in the policy. The City recognizes the risks inherent with investing and strives to mitigate them through risk management and diversification. Credit criteria (ratings) and percentage limitations are given for each category and type of investment. Additionally, ineligible investments are specified.
The City’s Investment Policy gives investment parameters in regard to diversification, l ength of investment (no longer than five years), socially responsible investing, sales of securities, and authorized broker/dealers and banks. Additionally, rules regarding safekeeping and custody, including an annual audit by an external auditor, are specified as are monthly reporting requirements.
Debt Management and Disclosure Policy
The purpose of the debt management policy is to organize and formalize debt issuance related policies and procedures for the City, subject to and limited by applicable provisions of State and Federal law and by prudent debt management principles. The primary objectives of the City’s debt and financing related activities are to: maintain cost effective access to capital markets through prudent fiscal management policies and practices; minimize debt service commitments through effective planning and cash management; and, achieve the highest practical c redit ratings. This policy is reviewed regularly, and updates are taken to the City Council for approval as needed. It’s noted that the City Council’s adoption of the City’s Annual Budget and Capital Improvement Program does not, in and of itself, constitute authorization for debt issuance for any capital projects.
This policy provides direction for City staff on management, ethical conduct and conflicts of interest, and integration into the City’s Capital Improvement Program. The consideration of debt financing will occur when public policy, equity and economic efficiency favor it over cash funding. The policy specifies standards to use as guides when considering debt financing including credit risk, long term capital projects, debt financing mechanisms, ongoing debt administration and internal controls and rebate policy and system.
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Policies
When the City determines the use of debt is appropriate, criteria has been specified for long-term debt; short-term debt; variable rate debt and variable debt rate capacity, with consideration of adequate safeguards against risk, variable revenue stream and as a component to synthetic fixed rate debt; financial derivative products; and refunding financing. Specific guidelines are given for each.
There is a section on terms and conditions of bonds with guidelines for term, capitalized interest, lien levels, call provisions and original issue discount. The City will consider the use of credit enhancements such as bond insurance, debt service reserve surety bond, and letter of credit on a case by case basis, evaluating the cost and benefit of such enhancements.
The City will continually evaluate outstanding bond issues for refunding opportunities and will consider the following issues: debt service savings, restructuring, terms of refunding issues, escrow structuring and arbitrage.
The policy has several provisions regarding methods of debt issuance and strives to sell its bonds competitively but will pursue negotiated sales when conditions warrant. Methods of issuance include competitive sale, negotiated sale and private placement. Issuance of revenue bonds will be accompanied by a finding that demonstrates the projected revenue stream’s ability to meet future debt service payments.
Regarding market relationships, the City’s Chief Financial Officer (CFO) is responsible for maintaining relationships with ratings agencies such as Moody’s, Standard & Poor’s, Fitch, and investors. In addition to general communication, the CFO will meet with credit analysts at least once per fiscal year and prior to each competitive or negotiated sale, offer conference calls with agency analysts regarding the planned sale. The CFO is responsible for including comments received from ratings agencies or investors in the City’s Comprehensive Annual Fi nancial Report to Council, with recommendations addressing any weaknesses. The City will remain in compliance of Rule 15C2-12 by filing its annual financial statements and other financial and operating data for the benefit of its bond holders in a timely manner and the CFO will ensure timely filing with each Nationally Recognized Municipal Securities Information Repository and State Repository. The CFO will ensure t hat bond proceeds and investments are tracked in a manner that facilitates accurate, complete calculation and timely rebate payments if necessary. The City may issue bonds on behalf of another public entity, as long as the City is isolated from all risks and the conduit findings achieve a rating at least equal to the City‘s ratings or that a credit enhancement is obtained. Finally, the City will charge an administrative fee equal to direct costs to reimburse its administrative costs incurred in debt issuance and ongoing reporting costs.
The policy notes procedures for hiring of its primary consultants. Consultants will be selected by a competitive process. The CFO will make recommendations for financing team members, with the City Council giving final approval. The City will use a financial advisor to assist in its debt issuance and debt administration processes as prudent and expects to receive objective advice and analysis from its advisor. City debt will also include a written opinion by legal counsel (bond counsel) affirming the City is authorized to issue the proposed debt, has met all requirements necessary for issuance, determined the proposed debt’s federal income tax status, and has met any other requirements.
Finally, the policy gives guidelines for selection of an underwriter, specifying the City has the right to select a senior manager for a proposed negotiated sale, as well as co-managers and selling group members as appropriate. Selection of underwriters will be by competitive process and may be for a single transaction or an as-needed pool. Specifics about underwriter’s counsel, discount and disclosure by the finance team members are provided.
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Gann (Appropriations) Limit
Article XIIIB of the California Constitution (Article 4) and related implementing legislation provide for an annual “appropriations limit” for each entity of local government and require the governing body of each local jurisdiction to establish its appropriation limit by resolution each year.
The appropriation limit does not apply to the entire City budget but only to the appropriation of “proceeds of taxes” in the City’s “general government” type funds.
From 1980-81 to 1989-90, each year’s appropriation limit was based on the previous year’s limit, multiplied by the percentage change in population and the percentage change in the United States Consumer Price Index or the change in California per capita income, whichever was less.
Proposition 111, which was approved by the voters in June 1990, amended the factors used in the calculation of each year’s limit. The factors to be used now are:
• Population Factor- At the City’s choice, either the annual change in City or County population.
• Price Factor- At the City’s choice, either the change in California per capita income or increase in non-residential assessed valuation due to new construction.
The formula to be used in calculating the growth rate is:
% change in population + 100.00
100
Multiplied by either
% change in per capita income + 100.00
100.00
Or
Change in non-residential assessments + 100.00
100.00
The resultant rate multiplied by the previous appropriation limit equals the new appropriation limit. Both the California per capita personal income price factor and the population percentage change factors are provided by the State Department of Finance to local jurisdictions each year. Population percentage change factors estimate change in the City’s population between January of the previous fiscal year and January of the current fiscal year. These numbers provide the factor to be used in the City’s calculation of the Gann limit.
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Gann (Appropriations) Limit
In May 2022, the California State Department of Finance notified cities of the population change and the per capita personal income factor to be used to determine the appropriation limit. Using the change in per capita income method, the calculation as applied to the City of Santa Rosa for FY 2021-22 is:
• The change in the California per Capita Income for FY 2022-23 is 7.55%. • The percent population increase of the City of Santa Rosa from Jan. 1, 2021 to Jan. 1, 2022 is -0.91%.
The factor for determining the year-to-year increase computed as:
7.55 + 100.00 X -0.91 + 100.00 = 1.0657
100.00 100.00
Applying the year’s factor of 1.0657 to last year’s limit of $ 288,731,000, the Gann limit for FY 20 22-23 is $307,704,000. With appropriations subject to the limitation tot aling approximately $183,030,000, the City of Santa Rosa is not at risk of exceeding the Gann limit.
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Reso. No. ________