Operations and Maintenance Budget
Fiscal Year 2023-24
DRAFT
CITY COUNCIL
Mayor
Natalie Rogers
Vice Mayor
Dianna MacDonald
Council Members
Eddie Alvarez
Vic
toria Fleming
Jeff Okrepkie
Chris Rogers
Mark Stapp
City Manager
Maraskeshia Smith
City Attorney
Sue Gallagher
FY 2023-24
OPERATIONS AND MAINTENANCE BUDGET
This page left blank intentionally
Budget Document Producers
De
partment Budget Coordinators
Budget Team
Veronica Conner Budget & Financial Analysis Manager
Mike Frugoli Financial Analyst
Tricia Mason Financial Analyst
Jose Morales Financial Analyst
Other Contributors
Alan Alton Chief Financial Officer
Scott Wagner Deputy Director Finance
Technical Advisor
Brian Tickner Chief Information Officer
Shawn Moore Programmer Analyst
Information Technology
Brian Tickner
Planning & Economic Development
Kate Goldfine
Police
Pam Lorence
Recreation & Community Engagement
Jason Parrish
Santa Rosa Water
Kimberly Zunino
Transportation & Public Works
Renee Young
City Attorney’s Office
Kathryn Marko
City Council/City Manager’s Office
Cindy Benzerara
Communications & Intergovernmental
Relations
Lon Peterson
Finance
Lisa Gebhart-Longhurst
Fire
Sara Rogers
Housing & Community Services
Kate Goldfine
Human Resources
Dominique Blanquie/Renee Young
BUDGET ACKNOWLEDGEMENTS
PRESENTED TO
City of Santa Rosa
California
For the Fiscal Year Beginning
July 01, 2022
Executive Director
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
Table of Contents
TRANSMITTAL & BUDGET OVERVIEW
N/A City Manager’s Budget Transmittal Letter
1 Guide to the Document
5 Budget Overview
11 Capital Improvement Program
17 City Council Goals
21 Public Safety Special Tax
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
67 City Manager’s Office
73 Communications & Intergovernmental Relations
79 Finance
85 Fire
91 Housing & Community Services
97 Housing Authority
105 Human Resources
111 Information Technology
117 Non-Departmental
121 Planning & Economic Development
129 Police
135 Recreation & Community Engagement
143 Santa Rosa Water
151 Successor Agency to the Redevelopment Agency
153 Transportation & Public Works
APPENDIX
161 Policies
167 Gann (Appropriation) Limit
177 Budget Resolutions
169 Glossary
This page left blank intentionally
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 through the budget by balancing revenues and expenditures and prioritizing community interests.
DOCUMENT ORGANIZATION
The document is organized into sections separated by tabbed pages that provide quick identification of its contents.
The Tabl
e of Contents lists every item in the document and its page number. The other sections of the document are described below.
T
ransmittal, Guide, and Budget Overview
The City Manager’s Budget Transmittal introduces the budget. This section sets the context for budget decisions by describing the conditions affecting the budget and outlining 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.
Thi
s 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.
A
n overview of the Public Safety Special Tax budget (Santa Rosa’s quarter cent sales tax to fund the Public Safety and Violence Prevention program), a description of the budget process , and a budget calendar are also included in this section of the document.
C
ity and Organization Overview
This section contains a Citywide organizational chart, which includes names of the major programs of each department, the City’s Organizational Values , general information about Santa Rosa, a brief historical background, demographics, and statistics.
1 Guide to the Document
S
ummary Financial Information
Included in this section are the Summary financial tables for the General Fund, Enterprise Funds, and Internal Service Funds. Analyses o f the City’s debts and revenues, City wide staffing information, and a Long Range Financial Forecast are also included in this section. • A
ll 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 presents 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 U
se 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 fo r 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.
D
epartment 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 department’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
.
• M
ajor 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.
2 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
.
• Look
ing Ahead: An overview of future projects and priorities unique to each individual department.
R
eading 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.
A
ppendix
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 also 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 the current period. Expenditures are recorded when the related fund liability is incurred.
P
roprietary funds (Enterprise Funds and Internal Service Funds) use the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when liabilities are incurred, regardless of when the related cash flows take place.
B
asis 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.
3 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 appropriations , 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.
R
eserve Policies
The General Fund maintains a reserve policy based on City Council approval . The policy states that the General Fund reserve will be maintained between 15-17% of expenditures. All other major City funds also have reserve policies that dictate minimum balances. More information on policies can be found in the Appendix.
4 Budget Overview
Introduction
Santa Rosa’s Fiscal Year (FY) 2023- 24 Operating and Capital Budget is $535.7 million across all funds and is comprised of $461.7 million of operational funding and $74 million of capital project funding. This represents a total increase of $54.4 million or 11.3% over the FY 2022-23 adopted budget. Operations are increasing by $4 8.8 million or 11. 8% and the Capital Improvement Program (CIP) is increasing by $6.4 million or 9.4%, as shown in the following table.
FUND TYPE
FY 2022-23
ADOPTED
BUDGET
(in millions)
FY 2023-24
ADOPTED
BUDGET
(in millions)
$ Dollar
Increase/
(Decrease)
(in millions)
% Percent
Increase/
(Decrease)
General Fund $190.3 $200.9 $10.6 5.6%
Enterprise Funds (Operating) 143.1 150.6 7.5 5.3%
Enterprise Funds (CIP) 37.8 38.6 0.8 2.2%
Other Funds (CIP) 30.7 36.3 5.6 18.3%
Special Revenue Funds 16.5 25.6 9.1 55.4%
Other Funds 5.4 5.5 0.1 1.9%
Housing Authority 54.6 75.7 21.1 38.6%
Successor Agency to RDA 3.0 3.0 0.0 0.0%
TOTAL $481.3 $536.2 $54.9 11.4%
Operations (net of CIP) $412.9 $461.3 $48.5 11.8%
CIP only $68.4 $74.9 $6.4 9.4%
G
eneral Fund
The City of Santa Rosa’s FY 2023-24 General Fund budget is not balanced, with revenues and transfers equaling $2.5 million less than expenditures and transfers out. Due to inflation and the current market, sales tax is projected to continue to increase but at a slower growth rate.
The FY
2023-24 General Fund expenditure budget of $200.9 million increased by $10.6 million or 5.6% from the prior fiscal year. Expenditures can be broken down into three broad categories – Salaries and Benefits, Services & Supplies , and Operating Projects . The Salaries and Benefits category represents $153 million or 76% of the total General Fund budget. Services and Supplies account for another $45.1 million or 23 % of the total, with the remaining $ 2.8 million or 1% representing operating projects in the General Fund. Changes from the prior fiscal year’s adopted budget, by category, are as follows:
G
eneral Fund Salaries and Benefits: Salaries increased by $2.3 million or 2.6% and benefits increased by $3.3 million or 5.6% from the FY 2022-23 adopted budget. The increase in salaries corresponds to MOU negotiations and an increase of 7 FTE positions. The increase in benefits is primarily related to the increasing costs of healthcare, worker’s compensation insurance, and health administrative costs.
G
eneral Fund Services and Supplies: Increase of $4.5 million or 11% from the FY 2022-23 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 rising gasoline, service, and maintenance costs. Information Technology costs increased as the City shifted towards more employees working remotely and the cost of online permitting software.
G
eneral Fund Operating Projects: Increased by $630K or 29% from the FY 2022-23 adopted budget. The operating projects vary year over year depending on the individual project timelines. 5 Budget Overview
Salaries
45%
Benefits
31%
Professional Services
8%
Vehicle Expense
4%
Operational Supplies
2%
Utilities
3%
Info Tech 3%
Liability/Property
Ins 2%
Other Misc. 1%
O&M Projects 1%
FY
2023-24 General Fund Budgeted Expenditures
CATEGORY
EXPENDITURES
(in millions)
Salaries $90.7
Benefits 62.3
Professional Services 15.1
Vehicle Expense 8.5
Operational Supplies 3.4
Utilities 5.7
Information Technology 6.1
Liability/Property Insurance 3.9
Other Miscellaneous 2.4
Capital Outlay 0.0
O&M Projects 2.8
TOTAL $200.9
FY
2023-24 General Fund Expenditures – % by Category
FY
2023-24 General Fund Budgeted Expenditures
6 Budget Overview
DEPARTMENT
EXPENDITURES
(in millions)
Administration* $21.4
Housing & Community Services 0.1
Fire 53.5
Planning & Economic Development 17.6
Police 72.1
Parks & Recreation 18.0
Transportation & Public Works 27.0
Water 0.8
Non-Departmental -9.6
TOTAL $200.9
*Administration departments include City Attorney, City Council, City Manager, Communications & Intergovernmental Relations Office, Finance and Human Resources.
FY
2023-24 General Fund Expenditures – % by Department
F
Y 2023-24 General Fund revenues are estimated at $201.9 million, an increase of $4.4 million or 2.2% over the FY 2022-23 adopted budget. Sales tax is projected to continue to increase but at a slower growth rate than anticipated last year for a total increase of $1 .1 million or 1.5 % higher than the FY 20 22-23 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 Real Property Transfer tax, Business tax, building and development permit revenue, and recreation revenue. In FY 2023-24 Property tax is expected to increase by 4.6% from FY 2022-23 adopted budget.
For
more information on General Fund revenues, please see the City Revenues in the Summary Financial Information section of this document.
FY
2023-24 General Fund Budgeted Revenues
7 Budget Overview
SOURCE
REVENUES
(in millions)
Property Tax $36.3
Sales Tax 75.9
Utility Users Tax 11.6
Other Taxes 27.8
Vehicle License Fees 17.5
Permits, Fines and Charges 13.3
Recreational Revenue 3.0
Interfund Charges 11.0
Intergovernmental, Interest & Misc. 5.5
TOTAL $201.9
FY 202
3-24 General Fund Revenues – % by Source
General Fund Conclusion
In FY 2022- 23, sales tax revenues were anticipated to continue to rise but at a growth rate, however, inflation has shifted consumption of goods impacting sales tax. FY 2023-24 sales tax collection predictions have been estimated at a more conservative growth rate. The FY 2023-24 General fund is a deficit budget, with revenues and transfers $2.5 Million less than expenditures and transfers out. Going forward, the City has considerable work to do to balance growing expenditures to on- going revenue. Currently, the City is taking a conservative approach to appropriate expenditures with ongoing implications that may be difficult to sustain in the long run.
Ent
erprise Funds
8 Budget Overview
As noted in the fund chart at the beginning of this overview section, the Enterprise funds budgets include both Operational and CIP elements, $150.7 million and $38.6 million respectively. The Water Enterprise Funds (Water, Local Wastewater, and Subregional Wastewater) make up the vast majority, $166.4M of the $189.2M total Enterprise funds budgets. The Enterprise Funds FY 2023-24 budgeted expenditures is comprised of the following:
$ 0.7 million - Golf Funds
$ 5.6 million - Parking Funds
$ 16.6 million - Transit Funds
$ 3.1 million - Storm Water Funds
$ 55 million - Water Funds
$ 27.6 million - Local Wastewater Funds
$ 80.7 million - Subregional Wastewater Funds
S
pecial Revenue Funds
The FY 2023-24 Special Revenue Funds budget of $25.7 million is comprised of the following:
$13.8 million - Public Safety Tax (formerly known as Measure O) Funds $ 5.7 million - ARPA Federal Stimulus
$ 0.2 million - Measure M Parks 2019
$ 2.6 million - Measure M
$ 0.6 million - Homeless Shelter Operations & Mobile Home Rent Stabilization Funds $ 0.5 million - Santa Rosa City Tourism BIA Fund
$ 0.3 million - Art-in Lieu Fund
$ 0.2 million - Federal and State Narcotics Asset Forfeiture $ 1.6 million - All other funds
O
ther Funds
Total Other Funds FY 2023-24 budget of $41.7 million includes Capital Improvement Program Funds with a budget of $36.3 the non-enterprise Debt Service Funds with a budget of $4.8 million, Trust and Agency Funds with a budget of $0.4 million, and the Special Assessment Funds with a budget of $0.2 million.
H
ousing Authority & Successor Agency to the Redevelopment Agency The Housing Authority’s FY 2023-24 budget is $75.7 million with the majority of the funding for the Housing Choice Voucher Program and a one-time $20.7M State Infill Infrastructure Grant in the Housing Trust. 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).
Ful
l-Time Equivalent Discussion
The FY 2023-24 budget has a total staffing count of 1,285.5 Full-Time Equivalents (FTE) across all funds.
Staffing levels increased by 7 FTEs or 0.5% 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. 9 This page left blank intentionally
10 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.
The CIP budget is funded by a variety of sources, including the General Fund, Gas Tax, Federal and State Grant Funds, Development Impact Fees, Park Development Fees, and Enterprise Funds. Of these funding sources, the General Fund and Gas Tax can be used on the widest array of projects while other sources, such as Capital Facilities Fees, have specific, legally restricted uses.
Each project proposal is scrutinized from a variety of approaches before it is included in the CIP. Projects are initially identified by department staff using the following criteria:
• input from regulatory agencies associated with proactive or retroactive compliance; • consistent with the City Council’s adopted goals;
• input from the community received at neighborhood meetings during the year; • input from the City Council on needs that develop or are identified during the year; • City Council approved master plans, specific plans, and specific rehabilitation programs; • staff-identified projects based on critical need due to safety issues, to comply with new regulations or mandates or as identified through the city’s asset management systems based on condition, age, and maintenance history
.
A
ll projects are first reviewed and prioritized by the responsible operating departments. Each project is scored, ranked, re-prioritized within the applicable funding source allotments, and reviewed again by operating departments to ensure priority and urgent projects are properly categorized. The primary project selection consideration is the maintenance or improvement of City assets to keep facilities and infrastructure functional, safe, and contributing towards the City’s long-term goals. The current CIP Prioritization Program scores projects by the following:
• Priority 1
o Grant funded
o Disaster recovery related
o Public Safety
o Environmental
o Mandated/Required
o Fully funded
• Priority 2
o Fully funded or nearly funded
o Staff resources are available
• Priority 3
o Not fully funded
o No staff resource availability
The C
ity Charter requires that the Community Advisory Board (Section 10.b) review the CIP priorities for each district. The Board met on April 26, 2023, and staff presented the current priorities and scoring criteria used to develop the CIP seeking input and feedback. The CAB members recommended that the priorities and criteria be expanded in the future to include:
• Consider environmental justice
• Ensure equity across all council districts
• Ensure equity regarding Park Development Fees
11 Capital Improvement Program (CIP)
• Focus on projects with the greatest needs
A
lso, in compliance with the City Charter (Section 28.b), the City Council holds a Budget Priority Hearing during the first quarter of each calendar year to solicit general budget priorities from the community. This year, the public hearing was held on January 10, 2023. The City Council, City Manager, and staff utilized the public input to further evaluate proposed projects.
After the Budget Priority Hearing, the City Council and Executive Team hold a workshop with the community to discuss and establish City Council Goals. On March 9-10, 2023, the City Council held their Goal Setting Workshops and established the following seven goals for FY 2023-24:
• Deliver housing for all
• Reduce Homelessness and its impacts
• Ensure a healthy and safe community for all
• Promote economic and community vibrancy
• Build and maintain sustainable infrastructure
• Achieve organizational excellence
• A
ddress Climate Change
P
rior to the Budget Study Session on May 9- 10, 2023, the proposed CIP was reviewed by the Finance Department, City Manager, and the Board of Public Utilities as it relates to water, local wastewater , and regional projects. In addition, the CIP budget was reviewed by the Planning Commission for General Plan consistency and an environmental review, prior to final consideration and approval by Council at the June 20, 2023, budget hearing.
CIP projects are mostly funded by specific sources and planned in accordance with the funds available.
As such, the City of Santa Rosa’s operating budget is not significantly affected by fluctuations in available capital funding. Of the General Fund’s $200.3M expenditure budget, only $2.2M is for capital projects.
Project List by Department
The table below lists the projects being funded in FY 2023-24 . For more information on any of the CIP projects, please refer to the FY 2023- 24 Capital Improvement Program budget document. It includes detailed information about each project and information on funding sources. Copies of the FY 20 23-24 CIP document are available online at the Finance Department page on srcity.org.
Project Number / Title
2023 - 2024
Request
Department: Fire Department
05050 - Fire Training Center Improv $390,547
05054 - New Fire Station-So Santa Rosa $390,547
05096 – FEMA Temp Fire Sta 5 $390,547
Fire Department Total $1,171,641
Department: Parks and Recreation
09541 - Fremont Park $497,370
09598 - Northwest Zone Play Equipment $3,192,463
09605 - Colgan Bellevue Park $3,205,691
09608 - Southeast Community Park $687,715
12 Capital Improvement Program (CIP)
09748 - Park Amenities Cap Replacement $1,030,000
Parks and Recreation Department Total $8,613,239
Department: SR Water
54001 - Storm Water Drainage Improvement $612,488
54004 - Storm Water Creek Restoration $50,000
54009 - Santa Rosa Creek Ecosystem Res $30,000
54030 - Colgan Creek Restore Phase3 $400,000
55420 - W Supply Planning-Urban W Mgmt Pl $200,000
55495 – Water Conservation Indoor Water $20,000
55498 - Local Water Repairs-Urgent $200,000
55505 - Warranty Punchlist - Water $25,000
55511 - Pre-Design - Water $70,000
55527 - Water Peak Reduction $300,000
55574 - Water CIP Contingency $1,000,000
55586 - WSR Salem Ave $200,000
55663 - S14PumpUpgrades $1,400,000
55671 – WSR: Meyers Dr $370,000
55725 – Carley Emergency Well Upgrades $2,500,000
55731 - CobblestnDrZoneR2-R4 WM Connect $300,000
55732 - S10 High Flow Retrofit $2,000,000
55758 – Leete Well Rehabilitation $2,000,000
55777 – Water OnCall Engineering Svcs $333,000
55787 – SR Water Consolidation Project $2,000,000
55788 – WMR Terra Linda Buena Vista $1,000,000
55798 - Station4EvalandRehab $600,000
55805 – Fb Optic Install Various Pumps Rs $111,811
70551 - Local Repairs-Urgent Projects $200,000
70553 - Warranty Punchlist - Sewer $25,000
70590 - Local WW CIP Contingency $1,000,000
70641 - SMR: Salem/Clement $309,000
70669 - Wastewater Planning $38,257
70670 - Wtr Conse Indoor Wtr Use Effic $25,000
70707 - SMR: Meyers-Steele To Admin Dr $950,000
70737 – Los Alamos TR: Streamside To Elain $4,075,000
70790 - RoblesTrunkLiningPhase2 $1,650,000
70803 – Sewer OnCall Engineering Svcs $333,000
70811 – SMR Terra Linda Buena Vista $1,400,000
70818 – Siphon Rehab Various Locations $3,500,000
86458 - Subregional CIP Contingency $675,000
86489 - LTP On-Call Contractor $175,000
86523 – Plant Paving Rehabilitation $100,000
86572 - LTP Electrical Infrastructure Repl $500,000
86573 - Superstructure Removal Phase 2 $500,000
86577 - Rec Sys Cond Assmt Phase 1 $200,000
86580 - FlterValvesActrsPhase2 $1,435,000
13 Capital Improvement Program (CIP)
86584 - LTPWtrBoosterStn1Replacement $50,000
86593 - LTP Security Project Phase 2 $150,000
86599 - Digester3And4Rehabilitation $150,000
86618 – Subreg OnCall Engineering Svcs $333,000
86627 – Warranty Punch List Subregional $5,000
86628 – Delta Pond Standby Generator $500,000
86630 - ProcessBoiler2Replacement $750,000
86636 – Regional OnCall Insp Services $327,000
86643 – Twin Vista Levee Maintenance $700,000
86644 – SCR Replacement Gas Cond Imprmnts $500,000
86651 – LTP Aeration Basin Improvements $850,000
86653 - SubRegSysMasterPlanUpdate2023 $500,000
86654 – Delta Pond Iso Valve replacement $250,000
86656 – Geysers Pump Sta Electric Upgrades $1,350,000
Water Department Total $39,227,556
Department: Transportation and Public Works
09708 - ADA Settlement-Facilities Proj $1,200,000
17014 - Slurry Seal Selected Streets $1,500,000
17015 - Sidewalk Program $160,000
17016 - Street Overlay - Various Location $1,923,372
17017 - Traffic Signal Modification $60,000
17057 - School Ped Safety Proj-Various $20,000
17075 - Hearn Avenue at Highway 101 In $3,714,279
17109 - Sign Replacements $25,000
17116 – Slurry Seal Prep &Traffic Control $575,000
17134 - Traffic Safety Projects $50,000
17238 - Pavement Markings - Various Lo $50,000
17269 - Traffic Signal Interconnect $100,000
17305 - Temporary Traffic Calming Devi $35,000
17308 - Bicycle Master Plan Project $300,000
17317 - Annual Pedestrian Access Ramp $250,000
17325 – Bridge Repairs/CalTrans Recmdn $50,000
17336 - Audible Pedestrian Signal Head $50,000
17377 - Farmers Lane at Fourth Street $50,000
17379 - Replace Wood Street Light Pole $100,000
17381 - Highway 101 Bike/Pedestrian Ov $1,174,065
17395 - Garage 9 - Groundwater invest $80,000
17405 - Class III Bike Signage Phase I $10,000
17444 - Fulton-Grnville Rd-Piner-Widen $876,000
17450 - Contract Pvmt Preventive Maint $1,500,000
17474 - Santa Rosa Ave Corridor Plan $305,000
17476 - Insp Bridge Assets-Strct X $50,000
17477 - Pre Design Planning CIP $10,000
17479 - Piner Creek Crossing-HAWK $150,000
17483 - SMART Planning and Design $20,000
14 Capital Improvement Program (CIP)
17496 - CIP Grant & Envrnmtl Support $10,000
17508 - Signal Battery Backup $26,000
17546 - Signal Bike Veh Detect Various $50,000
17573 - Roseland Pavement Maintenance $662,000
17579 - Survey Equipment Replacement $20,000
17582 - Santa Rosa Creek Trail Phase 3 $671,000
17592 - Road Rule 20A Grnv Rd- Piner Rd $4,000
17606 - Fire Related Street Repairs $2,478,050
17608 - PW On Call Projects-Phase 1 $200,000
17610 – Sonoma Ave Reconst Farmers-Hahman $925,000
17613 - B Street High-Traffic Slurry $800,000
17638 – Stony Point Rd Transport Corridor $250,000
17639 – Hearn Ave Burbank Av Traffic Signal $418,000
17643 - SR Ave-Bellevue Traffic Signal $200,000
17648 – Corby Ave-Baker Ped Gap Closures $100,000
17649 - TPW CIP Contingency $2,276,027
17653 - Steele Bike Lane Steele Lane Sch $150,000
17654 - Low Impact Development at MSCN $57,000
17664 – Cycle Tracks Armory Dr SR Avenue $25,000
17665 – Fulton Rd Riparian Mitigation $260,000
17666 – Roseland Area Street Lights $60,602
17667 – SR Bicycle Parking $5,000
17671 - Hwy101HearnMultiUsePathRehab $250,000
17672 – Downtown Cnnctvty for House Density $400,000
54035 - Parker Hill-Paulin Crk Erosion $200,000
54057 - McMinn Ave Storm Drain Replace $550,000
54059 - Storm Drain Repairs On-call $300,000
54061 – Third St Depression Pump Maintenance $100,000
Transportation and Public Works Department Total $25,835,395 Total FY 2023-24 CAPITAL BUDGET REQUEST $74,847,831
C
onclusion
As in recent years, the FY 2023- 24 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 will 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. 15 This page left blank intentionally
16 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 provide City residents and visitors with an unmatched quality of life. The region offers residents, businesses, and visitors distinctive experiences that include a vibrant downtown , breathtaking open space, creeks, greenbelts, clean air and water, and countless cultural and recreational events all taking place in an ethnically and culturally diverse environment. However, Santa Rosa faces challenges common to many communities of comparable size including traffic congestion, and 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.
A
nnually 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 2023 workshop took place on March 9-10, 2023. The City Council identified seven priorities for FY 2023-24 which are listed in order below:
Strategic Goal Strategies
Deliver Housing for all
Pursue housing options for
residents of all income levels
• Implement the City’s Housing Action Plan to address
ongoing unmet housing needs - facilitate housing
options/supply for all
• Reduce barriers to ownership and access to housing
oppor
tunities through education, awareness and financial
assistance
• Encourage higher density housing development in the
downtown, expand options of housing stock
• Encourage innovation in achieving increased inclusionary hous
ing
• Streamline the approval process; be nimble and quick
• Implement State and Federal regulations
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
• Implement the tenets of the Homeless Strategic Plan
• Minimize impacts on neighborhoods and businesses
• Maintain the City’s commitment to the Housing First
Strategy in partnership with the Sonoma County
Continuum of Care (Home Sonoma County)
• Fund programs that enable emergency shelter and deliver individualized assistance to people experiencing
homelessness
• Support temporary housing options, like the Safe Parking Pilot Program throughout the city
• Invest in prevention and intervention programs to prevent vulnerable individuals from becoming homeless
• Improve and expand coordinated outreach and
engagement (i.e., Homeless Outreach Services Team,
Downtown Enforcement Team)
• Use a compassionate approach to address the health,
safety and shelter needs of those living in encampments and ease the impacts on surrounding communities
17 City Council Goals
Strategic Goal Strategies
• Rely on evidence-based or best practices
Ensure a Healthy and Safe
Community for All
Ensure the public’s safety by
engaging residents and using
a broad range of proactive
approaches that reduces
racism and inequality in our
community.
• Increase community partnerships, engagement and
accountability through an equity lens
• Utilize data driven strategies and tactics to deploy
resources and reduce crime
• Engage neighborhoods
• Develop and implement strategies for mental health
response
• Invest in prevention and intervention programs
• Implement the Fire Resiliency and Response Strategic
Plan
• Ensure safe routes to school and crosswalk safety
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 while
preserving historical and
cultural integrity.
• Develop business incentives and tools for underserved neighborhoods
• Promote open dialogue with education partners to improve quality of life, increase literacy, and work together to connect students to potential career paths in public service • Engage private employers and the business community in workforce development and job placement
• Support and engage local businesses and workers to
promote prosperity
• Establish Santa Rosa as a desired destination for
business
• Create spaces for residents to gather, learn and connect • Support access to childcare, including preschool and early childhood support and recreational and summer camp
programming
• Encourage public-private partnerships
• Acknowledge local cultural resources and assets
• Evaluate opportunities to integrate unincorporated areas into the City
Build and Maintain
Sustainable Infrastructure
Invest in and maintain
infrastructure that supports
environmental sustainability,
multi-modal transportation
options, and a vibrant City.
• Be responsive and competent stewards of public
infrastructure and the environment
• Safeguard the City’s assets by anticipating, planning and allocating resources for infrastructure upgrades and
replacement as needed
• Establish a plan to address deferred and ongoing
maintenance
• Educate the public about water usage impacts and long- term water-saving strategies to meet conservation goals 18 City Council Goals
Strategic Goal Strategies
• Enable movement within and around the city to reduce
reliance on vehicles
• Complete solid waste system improvements (engage
businesses)
• Finalize the Roseland Creek Community Park Master
Plan
Achieve Organizational
Excellence
Create a high performing
organization that pursues
excellence, efficiency and
engagement; is fiscally sound;
promotes diversity, equity and
inclusion; and reliably delivers
outstanding services to the
community.
• Sustain fiscal health by maintaining reserves, forecasting impacts of budget choices, monitoring revenue trends,
maintaining competitive salaries for employees, and
creatively leverage other funding sources
• Plan for asset and technology maintenance needs (i.e., streets, facilities, technology, capital assets, adjust facilities for gender accommodation, include supporting cost for
public safety, such as recreation, sheltering, water, building safety, etc.)
• Utilize data driven strategies and tactics
• Implement process improvements and best practices
that prioritize customer experience
• Workforce planning (recruitment and retention; training and professional development for staff, volunteers and policy makers)
• Create a culture of that cultivates diversity, equity, inclusion, safety and belonging
• Optimize organization structure to strengthen teamwork through interdepartmental collaboration to deliver results • Support employee wellness
• Build and strengthen interagency partnerships with key stakeholders on issues facing the City
Address Climate Change
Take proactive steps toward
carbon neutrality and
environmental education for all
• Mitigate the impacts of climate change with comprehensive planning and implementation
• Establish policies that support environmental sustainability in building and infrastructure investment to facilitate • carbon neutrality (electric fleet, bikeways, SWOT analysis of PG&E independence)
19 This page left blank intentionally
20 Public Safety Special Tax 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 increase 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. On November 8, 2022, voters approved Measure H, which extended the existing quarter-cent tax for an additional twenty years, until March 31, 2045. To avoid confusion about the two measures this sales tax extension is being referred to as “Public Safety Special Tax”. Revenue generated by the sales tax has averaged $9.2M annually for the last ten years .
Revenues for FY 2023-24 are budgeted at $12.3M.
Public Safety Special Tax 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 a continuum of
youth and family services that work together toward
the prevention and reduction of youth and gang violence in Santa Rosa. It also provides funding for direct services and high-quality youth development programs in high-need areas of Santa Rosa. Measure H also expanded the permissible uses originally stated in Chapter 3-26 of the City Code. 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 establishing the special tax. Th e 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 2023-24 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 2023-24. Measure O authorized positions for FY
2023-24 totaled 36 .0 FTE ; 10.0 in the Fire
department, 17.0 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 2023-24, Salaries and Benefits budgeted expenditures increased by a combined $147K, due to COLAS and merit increases and the increasing cost of benefits . Services and Supplies increased by $13K due to $5K in E & R Maintenance costs as well as an $8K increase for Liability Insurance.
Administrative Overhead decreased by $1K. There were no other significant changes to their Services and Supplies budget.
Police: FY 2023-24, the Police department’s budget increased by $3.1M, primarily due to the purchase for the Roseland Substation, $2.6M. Salaries and Benefits increased by $439K partially due to the addition of 1.0FTE Sergeant to oversee the Gangs team as well as COLAS and merit increases and the increasing costs of benefits. Services and Supplies increased $83K overall, $36K for supplies, $37K for the new DET lease as well as fleet maintenance costs increasing by $10K, or 15%. Administrative Overhead decreased by -$1K.
Violence Prevention: Violence Prevention has an increase of $123K in Salaries and Benefits for FY 2023-
24. Services and Supplies had no significant changes, as evidenced by the small increase of $2K. The Violence Prevention CHOICE Grants Program increased by $31K overall based on the 35% of estimated revenue.
22 Measure O Overview
FIRE - MEASURE O: FY 2022-23 FY 2023-24
Adopted Adopted
Budget Budget Change
Salaries 2,190,273 2,228,033 37,760 Benefits 1,372,618 1,481,950 109,332 Services and Supplies 141,486 154,642 13,156 Administrative Overhead 121,620 120,325 (1, 295) Total Operating 3,825,997 3,984,950 158,953 Debt Service - Fountaingrove Fire Station 367,727 367,727 - TOTAL FIRE - MEASURE O 4,193,724 4,352,677 158,953 POLICE - MEASURE O: FY 2022-23 FY 2023-24
Adopted Adopted
Budget Budget Change
Salaries 2,151,396 2,381,058 229,662 Benefits 1,552,382 1,761,841 209,459 Services and Supplies 384,278 467,326 83,048 Administrative Overhead 121,620 120,325 (1,295) Department Substation - 2,600,000 2,600,000 Total Operating 4,209,676 7,330,550 3,120,874 TOTAL POLICE - MEASURE O 4,209,676 7,330,550 3,120,874 VIOLENCE PREVENTION FY 2022-23 FY 2023-24
MEASURE O: Adopted Adopted Budget Budget Change
Salaries 950,697 982,472 31,775 Benefits 371,084 461,998 90,914 Services and Supplies 159,265 161,947 2,682 Grants Program 883,900 914,884 30,984 Administrative Overhead 60,810 60,162 (648) Total Operating 2,425,756 2,581,463 155,707 TOTAL VIOLENCE PREV - MEASURE O 2,425,756 2,581,463 155,707 TOTAL - ALL MEASURE O FUNDS 10,829,156 14,264,690 3,435,534 23 This page left blank intentionally
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, the Budget and Financial Planning staff begin 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 t he 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 is provided to Council members and City staff 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 b udget requests are reviewed by the fu ll Council duri ng a study session in 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 g enerally adopts the O perations and Maintenance and Capital Improvement Program budgets at the end of t he hearings. The final budget document is then printed and distributed.
Around mid-y ear, the Budget and Financial Planning staff present financial updates to the Council and the p ublic. 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, the 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 the
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 hearings 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
hearings and community
outreach events for use in
the preparation of the
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 an
online budget comment form.
• Review and refine each
department’s budget request
for the 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 during study
sessions
• Refine as necessary based
on feedback
June • Attend Budget Public
Hearing (last chance to
provide feedback on the
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 that develops mutual respect and pride in ourselves and the community.
To t
his 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 Council
City ManagerCity Attorney
Assistant
City Manager
Finance
Financial Services
Payroll & Benefits
Purchasing
Revenue
Parking
Information
Technology
Development
Customer Support
GIS Services
PC Replacement
Housing &
Community Services
Mobilehome Rent Control
Housing Choice Voucher
Housing Trust
Homeless Services
Landlord/Tenant Services
Communications &
Intergovernmental
Relations
Public Communications
Legislative Support
Community Engagement
Parks & Recreation
Neighborhood Services
Fee Based Recreation
Community Centers
& Aquatics
Bennett Valley Golf Course
Regional Parks
Transportation &
Public Works
Traffic Engineering
Capital Projects Engineering
Field Services
Facilities Maintenance
Transit
Materials Engineering
Water
Storm Water and Creeks
Water Resources
Water O & M
Local Wastewater O & M
Wastewater Resource
Recovery & Distribution
Engineering Resources
Planning & Economic
Development
Building
Planning
Engineering
Economic Development
Police
Field Services
Measure O
Investigative Services
Support Bureau
Technical Services
Field Services
Fire
Operations
Prevention
Measure O
City Clerk Administration
Human
Resources
Human Resources
Risk Management
City City of Santa Rosa Organizational Chart
Assistant
City Manager
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, abundan t 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.
S
anta 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 at Courthouse Square, featuring music and an array of booths with food, agricultural products, arts, and crafts.
S
anta 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.
I
n addition to being a top cycling destination Santa Rosa has hosted 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.
O
n summer evenings, there are outdoor concerts in Juilliard 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 6th Street Playhouse. In addition to theatre, the Luther Burbank Center hosts concerts, comedians, and other exciting events.
H
istory
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.
S
eñora 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.
A
ccording 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
Photo from SR Metro Chamber 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 dis
covery 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.
Bar
ney Hoen, sensing the political 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 that 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 vari eties of fruits, many vegetables, nuts and grains, and hundreds of ornamental flowers.
Bur
bank 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 Parade which celebrates Burbank’s memory and showcases the people and talents of the community.
Upon B
urbank’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 m
useum 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 about 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.
A
REA
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.
A
ccording to the latest US Census Bureau 201 7-2021,
there are approximately 2.60 persons per household,
the median age is 3 9.6 and the median household
income is $84,823. The homeownership rate was 55.3%
with a median value of $5 98,700 for owner -occupied
homes. Regarding the education of Santa Rosa
residents, the survey states 85.5 % are high school
graduates and 34.3% have a bachelor’s degree or
beyond. The gender distribution is 51.4% female and
48.6% male. Approximately 9.8% of the City of Santa
Rosa’s population lives below poverty level.
Major Employers (2022)
Employer Employees
County of Sonoma 4,278
Kaiser Permanente 3,241
Santa Rosa Junior College 3,047
St. Joseph Health System 2,019
Santa Rosa School District 1,700
Keysight/Agilent Technologies 1,539
City of Santa Rosa 1,264
Medtronic/Arterial Vascular Eng. 961
Sutter Medical Center of Santa Rosa 913
Safeway 814
Total 19,776
Source: US Census Bureau, 2017-2021 American Community Survey 5-Year Estimates The US Census Bureau estimates the City of
Santa Rosa population at 176,938 (2021). The
unemployment rate, provided by The U.S.
Bureau of Labor Statistics, was 3.6% (January
2023).
The table to the right displays Santa Rosa’s
major employers.
Source: City of Santa Rosa CAFR; all figures approximate 31 This page left blank intentionally
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 f
irst 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 for City operations and most of the City’s services are derived from the first four groups.
The “
All City Funds” schedule consolidates all funds Citywide and presents the total available resources and total use of resources, including beginning fund balances, revenues, expenditures, transfers in and transfers out. 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 schedule.
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.
D
epartmental expenditure information reflected in the “All City Funds” schedule includes the cost to the user departments of services provided by “Internal Service Funds,” 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 2023-24
General Government includes: City Attorney, City Council, City Manager, Finance, Human Resources , Communications and Intergovernmental Relations Office, and Information Technology. * T otal General Government = $81, 819,155 (includes Insurance Internal Service Fund $40,718,032 & Information Technology Internal Service Funds $10,722,761).
** Total Transportation & Public Works = $91,923,733 (includes Equipment and Repair Replacement Internal Service Fund $20,618,304 & a portion of internally allocated Administration Fund $1,274,342). *** Total SR Water = $182,069,709 (includes internally allocated Utilities Administration Fund $14,767,099.
N
ote: 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.
S PECIAL
GENERAL ENTERPRISE REVENUE OTHER HOUSING SUCCESSOR TOTAL FUND
FUNDS FUNDS FUNDS AUTHORITY AGENCY ALL FUNDS
ESTIMATED RESERVES-
JUNE 30, 2023 45,000,000 287,300,000 82,300,000 10,565,000 10,700,000 - 435,865,000 REVENUES:
Property Tax 36,325,000 - - - - 3,022,314 39,347,314 Sales Tax 75,866,735 - 12,327,630 - - - 88,194,365 Utility Users Tax 11,641,100 - - - - - 11,641,100 Other Taxes 45,258,029 - - - - - 45,258,029
Licenses & Permits 3,075,000 11,030 1,950,000 - - - 5,036,030 Charges for Services 23,151,558 142,913,273 3,870,977 4,865,511 3,215,410 - 178,016,729 Intergovernmental Revenue 1,893,693 36,836,116 18,357,137 - 60,730,009 - 117,816,955 Fines & Forfeitures 1,710,900 - - - 10,000 - 1,720,900 Investment Earnings 600,000 1,533,251 64,557 330,000 154,000 - 2,681,808 Contributions from Private Parties - - 109,250 - - - 109,250 Miscellaneous 2,370,000 679,014 824,800 - 5,466,209 - 9,340,023 TOTAL REVENUES 201,892,015 181,972,684 37,504,351 5,195,511 69,575,628 3,022,314 499,162,503 TRANSFERS IN 2,876,247 58,024,289 5,524,690 37,359,640 2,125,000 - 105,909,866 TOTAL REV & TRNSFS IN 204,768,262 239,996,973 43,029,041 42,555,151 71,700,628 3,022,314 605,072,369 EXPENDITURES:
General Government 21,448,020 5,578,028 - 330,000 - 3,022,314 30,378,362 * Housing & Community Srvcs 101,000 - 6,323,926 - 75,723,351 - 82, 148,277 Fire 53,450,873 - 3,984,950 1,171,641 - - 58,607,464 Planning & Economic Dev. 17,604,609 - 1,704,085 - - - 19,308,694 Police 72,094,362 - 8,045,550 - - - 80,139,912
Recreation & Comm Engagement 17,956,499 669,988 5,595,965 8,857,298 - - 33,079,750 Transportation & Public Works 27,007,860 17,187,832 - 25,835,395 - - 70,031,087 ** Water 804,466 165,809,086 - 689,058 - - 167,302,610 *** Non-Departmental (9,590,573) - - 4,832,467 - - (4,758,106) TOTAL EXPENDITURES 200,877,116 189,244,934 25,654,476 41,715,859 75,723,351 3,022,314 536,238,050 TRANSFERS OUT 6,435,558 62,121,511 37,284,182 68,615 - - 105,909,866 TOTAL EXP & TRNSFS OUT 207,312,674 251,366,445 62,938,658 41,784,474 75,723,351 3,022,314 642,147,916 SURPLUS / (DEFICIT) (2,544,412) (11,369,472) (19,909,617) 770,677 (4,022,723) - (37,075,547)
ESTIMATED RESERVES-
JUNE 30, 2024 42,455,588 275,930,528 62,390,383 11,335,677 6,677,277 - 398,789,453 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 benefiting 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 publ
ic golf course.
• P
arking Fund: Accounts for the revenues and expenditures associated with the City’s over 4,500 parking spaces, five multi-level garages, and nine surface parking lots. • M
unicipal Transit Fund: Accounts for the revenues and expenditures related to providing a publ
ic transportation system throughout the City.
• S
torm Water Fund: Accounts for the revenues and expenditures related to activities designated to improve storm water quality.
• W
ater Utility Fund: Provides water supply planning, water purchase, water quality, storage and di
stribution, 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.
• S
ubregional 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 2023-24
S TORM LOCAL SUBREG. TOTAL
GOLF PARKING TRANSIT WATER WATER WASTEWTR WASTEWTR ENTERPRISE
FUND FUND FUND FUNDS FUND FUND FUND FUNDS
ESTIMATED RESERVES-
JUNE 30, 2023 1,200,000 10,700,000 - 3,300,000 72,900,000 89,400,000 109,800,000 287,300,000 REVENUES:
Property Tax - - - - - - - -
Sales Tax - - - - - - - -
Utility Users Tax - - - - - - - -
Other Taxes - - - - - - - -
Licenses & Permits - 11,030 - - - - - 11,030
Charges for Services 375,897 3,807,600 1,118,748 3,023,048 53,774,880 77,188,100 3,625,000 142,913,273 Intergovernmental Revenue - - 15,424,483 93,000 - 756,485 20,562,148 36,836,116 Fines & Forfeitures - - - - - - - -
Investment Earnings - 100,000 - - 520,000 413,251 500,000 1,533,251 Contributions from Private Parties - - - - - - - - Miscellaneous 67,656 5,025 - - 100,000 361,333 145,000 679,014 TOTAL REVENUES 443,553 3,923,655 16,543,231 3,116,048 54,394,880 78,719,169 24,832,148 181,972,684 TRANSFERS IN 229,070 1,306,330 30,000 - - - 56,458,889 58,024,289 TOTAL REV & TRNSFS IN 672,623 5,229,985 16,573,231 3,116,048 54,394,880 78,719,169 81,291, 037 239,996,973 EXPENDITURES:
General Government - 5,578,028 - - - - - 5,578,028 Housing & Community Srvcs - - - - - - - -
Fire - - - - - - - -
Planning & Economic Dev. - - - - - - - -
Police - - - - - - - -
Recreation & Comm Engagement 669,988 - - - - - - 669,988 Transportation & Public Works - - 16,573,231 614,601 - - - 17,187,832 Water - - - 2,484,340 55,021,529 27,560,198 80,743,019 165,809,086 Non-Departmental - - - - - - - -
TOTAL EXPENDITURES 669,988 5,578,028 16,573,231 3,098,941 55,021,529 27,560,198 80,743,019 189,244,934 TRANSFERS OUT - 121,338 - 30,000 2,864,163 59,106,010 - 62,121,511 TOTAL EXP & TRNSFS OUT 669,988 5,699,366 16,573,231 3,128,941 57,885,692 86,666,208 80,743,019 251,366,445 SURPLUS / (DEFICIT) 2,635 (469,381) - (12,893) (3,490,812) (7,947,039) 548,018 (11,369,472)
ESTIMATED RESERVES-
JUNE 30, 2024 1,202,635 10,230,619 - 3,287,107 69,409,188 81,452,961 110,348,018 275,930,528 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 ac
cumulation of resources for replacement of city vehicles. • I
nsurance Fund: Accounts for the costs of providing various types of insurance to all departments within the City, including liability and workers’ compensation insurance. • I
nformation 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 2023-24
EQUIPMENT TOTAL
REPAIR & INFORMATION INTERNAL
REPLACEMENT INSURANCE TECHNOLOGY SERVICE
FUND FUND FUND F UNDS
E
STIMATED RESERVES-
JUNE 30, 2023 14,300,000 33,100,000 3,200,000 50,600,000 REVENUES:
Property Tax - - - -
Sales Tax - - - -
Utility Users Tax - - - -
Other Taxes - - 10,000 10,000
Licenses & Permits - - - -
Charges for Services 13,881,000 42,200,000 10,127,839 66,208,839 Intergovernmental Revenue - - - -
Fines & Forfeitures - - - -
Investment Earnings - - - -
Contributions from Private Parties - - - -
Miscellaneous - 1,384,849 - 1,384,849
TOTAL REVENUES 13,881,000 43,584,849 10,137,839 67,603,688
TRANSFERS IN - - - -
TOTAL REV & TRNSFS IN 13,881,000 43,584,849 10,137,839 67,603,688 EXPENDITURES:
General Government - 40,718,032 10,722,761 51,440,793 Housing & Community Srvcs - - - -
Fire - - - -
Planning & Economic Dev. - - - -
Police - - - -
Recreation & Comm Engagement - - - -
Transportation & Public Works 20,618,304 - - 20,618,304 Water - - - -
Non-Departmental - - - -
TOTAL EXPENDITURES 20,618,304 40,718,032 10,722,761 72,059,097
TRANSFERS OUT - - - -
TOTAL EXP & TRNSFS OUT 20,618,304 40,718,032 10,722,761 72,059,097 SURPLUS (DEFICIT) (6,737,304) 2,866,817 (584,922) (4,455,409)
ESTIMATED RESERVES-
JUNE 30, 2024 7,562,696 35,966,817 2,615,078 46,144,591 38 Fund Use by Department
The following matrix shows the funds within each department:
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 √ √
Parks & Recreation √ √ √ √
Transportation & Public Works √ √ √ √
Santa Rosa Water √ √ √
Non-Departmental √ √
E
nterprise Funds:
Golf Fund
Parking Fund
Municipal Transit Fund
Storm Water Fund
Water Utility Fund
Local Wastewater Utility Fund
Subregional Wastewater Utility Fund
S
pecial Revenue Funds:
Gas Tax Funds
Federal Grants Fund
State Grant Fund
Public Safety Special Tax
Development Impact Fees Fund
Homeless Shelter Operations Fund
Santa Rosa Tourism BIA Fund
Mobile Home Rent Stabilization Fund
I
nternal Service Funds:
Equipment Repair and Replacement Funds
Insurance Fund
Information Technology Funds
H
ousing 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)
O
ther Funds:
Debt Service Funds
Capital Improvement Fund
Special Assessment Funds
Trust and Agency Funds
39 This page left blank intentionally
40 City Revenues
G
eneral Fund
General Fund
The General F und revenues for FY 2023-24 reflect a relatively stable economy. There are differing opinions regarding the likelihood of a recession in FY 2023 -24. The City of Santa Rosa is not budgeting for a recession in FY 2023-24. Revenue amounts for FY 2022-23 projected a significant increase; a 10.7% revenue increase overall. The FY 2022-23 revenue was projected during a time of a rebounding economy, due to t he winding down of the COVID -19 pandemic. Due to a stable economy being projected for FY 2023-24, most revenue categories are proposing a very modest increase. In particular Sales Tax, the General Fund’s largest portion of revenue, is budgeting a 1.5% increase. Overall, the FY 2023-24 General Fund is forecasted at a total of $201.9M, a 2.2% or $4.4M increase from FY 2022-23.
P
roperty tax is projected at $ 36.3M for FY 2023-24 , a $1.6M or 4.7% increase from the previous fiscal year. Property values of homes were not affected by the pandemic and continue to rise across the county.
S
ales tax is the largest revenue source for the City and is projected to increase this fiscal year by 1.5% or about $1.1M, for a total of $ 75.9M. As mentioned above, the revenue estimates for FY 2022-23 were decided upon nearing the end of the COVID-19 pandemic and a rebounding economy. A relatively 2022-23 2023-24
Adopted Proposed Dollar Percent
Description: Budget Budget Change Change
Tax Revenue Detail
Property Taxes 34,695,000$ 36,325,000$ 1,630,000$ 4.7% Sales Taxes 74,745,226 75,866,735 1,121,509$ 1.5% Utility Use Taxes 10,674,100 11,641, 100 967,000$ 9.1% Motor Vehicle License Fees 16,509,103 17,478,677 969,574$ 5.9% Franchise Fees 10,763,600 11,123,600 360,000$ 3.3% Cannabis Industry Tax 1,800,000 1,800,000 -$
0.0%
Business Licenses 4,560,150 4,605,752 45,602$ 1.0% Real Property Transfer Tax 5,000,000 4,250,000 (750,000)$ -15.0% Transient Occupancy Tax 5,750,000 6,000,000 250,000$ 4.3% Total Tax Revenues 164,497,179$ 169,090,864$ 4,593,685$ 2.8% Other Revenue Detail
Licenses and Permits 2,360,000$ 3,075,000$ 715,000$ 30.3% Charges for Services 21,393,337 23,151,558 1,758,221 8.2% Intergovernmental Revenue 5,150,640 1,893,693 (3,256,947) -63.2% Fines and Forfeitures 1,506,500 1,710,900 204,400 13.6% Investment Earnings 600,000 600,000 - 0.0%
Miscellaneous Revenues 1,995,000 2,370,000 375,000 18.8% Total Other Revenues 33,005,477$ 32,801,151$ (204,326)$ -0.6% Total General Fund Revenues 197,502,656$ 201,892,015$ 4,389,359$ 2.2% 41 City Revenues
c
onservative FY 2023-24 Sales Tax increase of 1.5% reflects the outlook of a stable economy. I ncluded in the total projected Sales Tax amount is Measure Q and Proposition 172 proceeds. In November 2020, 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. We expect to see a 9.1% increase in these taxes, or $967K, for total revenue of $11.6M. This increase is mostly due to rising PG&E costs.
M
otor Vehicle License Fees are projected to increase by $970K or 5.9% in FY 2023-24. These fees usually fluctuate with the annual assessed property valuation and grow with the property tax trend.
Fr
anchise Fees are forecasted at $11.1M, a slight increase of $360K from the previous fiscal year. As in the prior year, Franchise Fee revenue for garbage disposal is the largest component of this revenue source at a projected $7.4M, 66.1% of the total franchise fee revenues. The other franchise fees for PG&E, cable TV, and construction combined for a total of $3.8M of anticipated revenue.
C
annabis Industry Tax revenue is forecasted at $1.8M in FY 2023-24, the same as the prior fiscal year.
Cannabis Industry Tax has seen significant growth since its inception two years ago, but the City assumes little to no new businesses in the next year.
B
usiness Tax revenue is projected to increase by $46K or just 1% for FY 2023-24. Business tax revenue is collected annually based on the prior year’s receipts and has appeared to stabilize post-pandemic.
R
eal Property Transfer Tax (RPTT) is projected to decrease by -15.0% from the FY 2022-23 adopted budget. This tax is collected based on the sale of homes in Santa Rosa. The high interest rates have reduced the amount of home sales and this impacts FY2023- 24 revenues. The estimated total decrease is -$750K, for a total revenue of $4.25M in FY 2023-24.
Tr
ansient Occupancy Tax (TOT) revenue is projected to increase by $250K or 4.3% for FY 2023-24. The City of Santa Rosa passed a Short-Term Rental tax that took effect in 2021. FY 2022-23 was the first full year this additional revenue was received. In FY 2023-24, TOT is projecting a small 4.3% increase due to tourism continuing to rebound post-pandemic.
Li
censes and Permit Revenues are projected to increase by 30.3% or $715K, for a total of $ 3.1M for FY 2023-24. Similar to the prior year, building permit fees and encroachment permits are driving the increase in this revenue.
Char
ges for Services are forecasted at $23.2M, an increase of $1.8M or 8.2% in FY 2023-24. Most of the Charges for Services include Interfund charges (the General Fund charging other funds for services) of $11M, Planning and Economic Development fees of $4.2M, Fire Engineering & other miscellaneous Fire fees of $3M, and Recreation fees of $3M.
I
ntergovernmental Revenues are received from grant funds and other government entities. This revenue is expected to decrease significantly due to a one- time receipt of State Grants funding for a Capital Improvement Project in the amount of $3.4M being received in FY 2022-23. This one-time State Grant is the reason for the $3.3M, or -63.2%, decrease in the FY 2023- 24 Intergovernmental Revenues budget.
The remaining Intergovernmental Revenue is mostly collected from the County of Sonoma for the Roseland Annexation; $662K is dedicated to spending on road improvements in the Roseland area. 42 City Revenues
Fi
nes and Forfeitures are expected to increase by $204K or 13.6%. Parking Violation revenue makes up most of this category at $1 .1M and has yet to reach pre- pandemic levels . Investment Earnings are projected at $600K. Miscellaneous Revenues are budgeted at $2.4M for FY 2023-24; a $375K, or 18.8%, increase from the previous year. This increase is primarily driven by the Wildfire Strike Team reimbursements of $1.5M.
T
he following paragraphs discuss the major Enterprise Fund Revenues collected by the City. More detailed revenue information can be found under the Enterprise Fund Schedule.
W
ater Fund
Total revenues for the Water Utility are budgeted at $54.4 M, an increase of about $3.8M from the prior year, or 7.6%. The Water Utility’s main source of revenue is rates, which make up 8 9.1% of the total revenue. Santa Rosa experienced a sequential number of storms at the beginning of 2023. These storms resulted in saturating Lake Sonoma and Lake Mendocino to full water levels. Despite this good news, over half of California is still characterized as being in some version of a drought. For this reason, Santa Rosa still needs to comply with the city’s water waste ordinance and all existing statewide emergency water conservation regulations adopted by the State Water Resources Control Board. Full water levels are the main reason for an increase in water sales being projected in FY 2023- 24. Water sales are expected to increase by 5% in FY 2023-24, which is driving most of the overall increase in Water Utility revenues.
Local
Wastewater Fund
Total revenues for the Local Wastewater Utility increased by just 0.8% to $78.7M in FY 2023-24 . Rate revenue comprises 90.6% of the projected revenue for the upcoming year and is budgeted at $71.3M.
Regi
onal Wastewater Fund
The Regional Wastewater fund is estimating $24.8M total revenue for FY 2023-24 , a $ 864K or 3.6% increase from the last fiscal year. For the current fiscal year, 82.8% 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 $35.6M, 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.
G
olf Course Fund
The Bennett Valley Golf Course has had a new operator for less than a year and they are making repairs and improvements. At this time, budgeted revenues for the Golf Course are $444K, a decrease of $7 K from the previous year, in accordance with a decrease in Capital Improvement Fees.
Par
king Fund
Parking revenues reflect an increase of just 0.8% up to $3.9M for FY 2023-24. Parking revenues are still rebounding from shorter 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 2023- 24 and hopefully be impacted favorably in the coming years . The City operates 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 six residential parking permit zones.
Transit Fund
Transit revenues will decrease by $1.4M, or 8.9%, for a total of $16.5M in FY 2023-24. $15.4M, or 93.2% 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 gran t funds available. Budgeted transit fare revenues from ridership are projected to increase by 32% to $1.1M in the coming year, mostly due to projected increases in bus passes and bus ticket sales.
43 This page left blank intentionally
44 Multi-Year Revenue Summary – All Funds
2019-20 2020-21 2021-22 2022- 23 2023-24
FUND Actual Actual Actual Budget Budget
GENERAL FUND REVENUES:
Property Taxes 30,473,327 32,097,520 33,689,779 34,695,000 36,325,000 Sales Tax 58,435,658 65,523,209 71,236,600 74,745,226 75,866,735 Utility Users Tax 10,669,391 11,467,876 12,107,856 10,674,100 11,641,100 Other Taxes 40,239,897 41,488,932 45,350,744 44,382,853 45,258,029 Licenses and Permits 3,274,334 3,200,753 3,439,656 2,360,000 3,075,000 Charges for Services 26,677,022 23,755,375 25,438,733 21,393,337 23,151,558 Intergovernmental Revenue 6,977,233 10,099,290 8,872,065 5,150,640 1,893,693 Fines and Forfeitures 1,704,248 1,048,970 1,633,099 1,506,500 1,710,900 Investment Earnings 2,261,005 2,043,092 (4,466,736) 600,000 600,000 Contributions from Private Parties 2,836,663 7,643 3,967 - - Miscellaneous 2,399,476 101,189,340 2,937,080 1,995,000 2,370,000 185,948,254 291,922,000 200,242,843 197,502,656 201,892,015 ENTERPRISE FUND REVENUES:
Golf Fund 496,767 736,433 459,018 451,000 443,553 Parking Fund 4,223,014 2,521,710 3,964,780 3,889,260 3,923,655 Transit Fund 13,242,911 11,894,664 14,482,838 15,189,523 16,543,231 Storm Water Funds 2,834,008 2,820,807 2,690,858 2,844,176 3,116,048 Water Fund 57,821,779 53,058,373 47,764,451 50,498,300 54,394,880 Local Wastewater Fund 74,115,277 70,269,267 83,472,163 78,078,542 78,719,169 Subregional Wastewater Fund 22,223,213 23,571,712 17,453,903 23,968,426 24,832,148 TOTAL ENTERPRISE FUND REVENUES 174,956,969 164,872,966 170,288,011 174,919,227 181,972,684 SPECIAL REVENUE FUND REVENUES 34,688,556 34,108,425 37,107,098 38,382,726 37,504,351 OTHER FUNDS REVENUES 29,812,879 30,643,004 34,191,800 5,013,113 5,195,511 HOUSING AUTHORITY REVENUES 34,854,853 38,788,817 52,111,866 48,530,955 69,575,628 SUCCESSOR AGENCY TO THE REDEV. AGENCY 3,048,582 3,127,501 2,949,805 3,023,661 3,022,314 TOTAL REVENUES 463,310,093 563,462,713 496,891, 423 467,372,338 499,162,503 NOTE: 'Other Funds' include: CIP, Debt Service, Special Assessment & Trust Funds. 45 Multi-Year Expenditure Summary – All Funds
2019-20 2020-21 2021-22 2022-23 2023-24
FUND A
ctual Actual Actual Budget Budget
GENERAL FUND EXPENDITURES:
City Attorney 3,369,311 3,497,188 3,621,164 3,888,597 4,300,346 City Council 713,904 820,275 887,756 1,580,544 934,174 City Manager 2,695,894 1,751,379 1,948,588 2,882,370 3,029,775 Comms & Intergov Relations - 1,097,992 1,234,980 1,444,055 1,924,622 Office of Community Engagement - - - - -
Finance 11,540,386 15,465,736 8,876,069 7,193,577 7,186,371 Human Resources 2,075,111 2,763,991 3,747,155 3,062,482 4,072,732 Subtotal - General Government 20,394,606 25,396,561 20,315,712 20,051,625 21,448,020 Housing & Community Services 1,766,916 303,033 255,275 161,000 101,000 Fire 44,370,325 47,297,737 48,132,095 49,764,957 53,450,873 Planning & Economic Development 18,827,083 17,874,047 17,085,721 17,333,340 17,604,609 Police 59,972,387 62,222,250 67,566,494 68,540,250 72,094,362 Parks & Recreation 9,915,371 8,460,608 8,962,361 10,070,591 17,956,499 Transportation & Public Works 24,821,368 27,551,803 30,633,686 32,588,077 27,007,860 Water 723,154 618,248 832,005 698,045 804,466
Non-Departmental (6,791,975) (7,912,126) (7,155,879) (8,942,425) (9,590,573) TOTAL GENERAL FUND EXPENDITURES 173,999,235 181,812,161 186,627,470 190,265,460 200,877,116 ENTERPRISE FUND EXPENDITURES:
Golf Fund 934,117 1,001,647 1,007,223 583,920 669,988 Parking Fund 5,830,860 6,715,428 6,146,043 6,850,090 5,578,028 Transit Fund 16,059,586 14,511,417 14,605,719 15,219,523 16,573,231 Storm Water Funds 1,956,502 2,095,169 1,895,089 2,921,794 3,098,941 Water Fund 49,689,036 56,462,047 48,593,698 51,791,779 55,021,529 Local Wastewater Fund 29,906,681 37,906,433 29,980,268 26,978,920 27,560,198 Subregional Wastewater Fund 83,396,788 140,737,863 75,206,015 76,531,031 80,743,019 TOTAL ENTERPRISE FUND EXPENDITURES 187,773,570 259,430, 004 177,434,055 180,877,057 189,244,934 SPECIAL REVENUE FUND EXPENDITURES 16,245,647 14,363,329 14,906,528 16,504,230 25,654,476 OTHER FUNDS EXPENDITURES:
Capital Improvement Program (CIP) Fund 26,538,906 22,485,726 28,269,879 30,661,980 36,262,763 Debt Service Funds 31,819,504 29,902,216 33,806,813 4,835,283 4,832,467 Special Assessment Funds 25,314 20,306 55,822 179,618 181,379 Trust Funds 253,380 271,425 343,700 337,460 439,250 TOTAL OTHER FUNDS EXPENDITURES 58,637,104 52,679,673 62,476,214 36,014,341 41,715,859 HOUSING AUTHORITY EXPENDITURES 37,063,259 35,931,700 58,735,726 54,614,272 $75,723,351 SUCCESSOR AGENCY TO THE REDEV. AGENCY 3,063,078 3,055,093 3,049,630 3,023,661 3,022,314 TOTAL EXPENDITURES 476,781,893 547,271,960 503,229,623 481,299,021 536,238,050 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, 2022
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 the legal debt limit. With $ 16,415,000 of debt subject to the limit and a legal debt limit of $1,086,193,740 the City is not at risk of exceeding its legal debt limit.
Computation of Legal Debt Margin
Assessed Value $29,402,899,729
Debt Limit (3.75% of Assessed Value) 1, 102 ,608,740 Less Net Debt Applicable to Limit (16 ,415,000)
Legal Debt Margin $1,086,193,740
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 6/30/2023 Bond Rating Principal Outstanding Wastewater Bonds AA 175,769 ,474
Wastewater Loans N/A -
Water Bonds AA+ 7,750,000
Golf Course Bonds AA- 2,600,000
Redevelopment Bonds AA 26,750,000
Courthouse Square Project and Building Acquisition
Certificates of Participation AA- 9,345,000
Pension Obligation Bonds AA 7,070,000
Financed Purchased Obligations NR 624,433
Interfund Loans NR 1,525,980
2 31,434,888
47 City Debt
Annual Debt Service Requirements
2024 2025 2026 2027 Thereafter Total
Wastewater Bonds
(Capital project funding)
Principal 13,679,313 13,868,891 14,045,588 14,241,779 119,933,904 175,769,474 Interest 13,263,492 13,075,797 12,894,779 12,699,364 86,124,111 138,057,543 Total Debt Service 26,942,805 26,944,688 26,940,367 26,941,143 206,058,016 313,827,018 Water Bonds
(Capital Project funding)
Principal 330,000 345,000 365,000 380,000 6,330,000 7,750,000 Interest 379,250 362,375 344,625 326,000 2,082,250 3,494,500 Total Debt Service 709,250 707,375 709,625 706,000 8,412,250 11,244,500 Golf Course Bonds
(Capital Project funding)
Principal 275,000 285,000 300,000 315,000 1,425,000 2,600,000 Interest 117,643 104,461 90,679 76,054 141,010 529,848
Total Debt Service 392,643 389,461 390,679 391,054 1,566,010 3,129,848 Redevelopment Bonds
Principal 1,975,000 2,045,000 2,120,000 2,195,000 18,415,000 26,750,000 Interest 1,044,314 970,453 895,692 813,189 2,592,995 6,316,642 Total Debt Service 3,019,314 3,015,453 3,015,692 3,008,189 21,007,995 33,066,642 Courthouse Square Project
and Building Acquisition
Certificates of Participation
Principal 385,000 400,000 415,000 435,000 7,710,000 9,345,000 Interest 342,900 327,200 310,900 293,900 2,135,750 3,410,650 Total Debt Service 727,900 727,200 725,900 728,900 9,845,750 12,755,650 Pension Obligation Bonds
Principal 3,440,000 3,630,000 - - - 7,070,000
Interest 294,090 99,771 - - - 393,860
Total Debt Service 3,734,090 3,729,771 - - - 7,463,860 Financed Purchased
Obligations
(Fire Station and Equipment
Lease)
Principal 353,884 270,549 - - - 624,433
Interest 13,842 5,246 - - - 19,089
Total Debt Service 367,727 275,795 - - - 643,522
Principal 381,975 342,310 84,800 88,802 628,094 1,525,980 Interfund Loans Interest 75,492 64,367 56,019 51,116 167,477 414,472 Total Debt Service 457,468 406,677 140,819 139,918 795,571 1,940,452 Citywide
Principal 20,820,172 21,186,749 17,330,387 17,655,581 154,441,998 231,434,888 Interest 15,531,023 15,009,671 14,592,694 14,259,622 93,243,594 152,636,604 Total Debt Service 36,351,195 36,196,420 31,923,082 31,915,203 247,685,591 384,071,491 48 FTE Staffing Summary
In fiscal year (FY) 2023-24, the City’s proposed authorized Full-Time Equivalent (FTE) position count is 1,285.50, a n increase of 7.00 FTEs or 0.5% 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 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 change FY 2023-24 % change City Attorney 15.90 15.90 15.90 15.90 1.00 16.90 6.3% City Manager 10.00 8.00 9.00 11.00 - 11.00 0.0% Communications &
Intergovernmental Relations * - 7.00 7.00 7.00 2.00 9.00 28.6% Finance 95.85 92.85 89.60 62.60 - 62.60 0.0% Fire 151.00 151.00 148.00 157.00 - 157.00 0.0% Housing &
Community Services 34.00 24.00 24.00 27.00 - 27.00 0.0% Human Resources 20.00 21.00 21.00 22.00 - 22.00 0.0% Information Technology 29.00 29.00 30.00 31.00 2.00 33.00 6.5% Planning &
Economic Development 61.00 69.00 68.00 74.00 - 74.00 0.0% Police 260.50 260.00 256.00 259.00 1.00 260.00 0.4% Recreation & Community
Engagement 44.00 42.00 42.00 44.00 (44.00) - -100.0% Parks & Recreation - - - - 74.00 74.00
Transportation &
Public Works 290.00 287.00 288.00 292.00 (31.00) 261.00 -10.6% Water 247.50 247.50 248.50 276.00 2.00 278.00 0.7% Total FTE Positions 1,258.75 1,254.25 1,247.00 1,278.50 7.00 1,285.50 0.5% 49 FTE Staffing Summary
D
etail Full-Time Equivalent Position Change
Dept. Position Title FTE
CMO Administrative Analyst 1.00
CMO Senior Administrative Assistant (Confidential) -1.00 City Manager's Office Total 0.00
CAO Assistant City Attorney 1.00
City Attorney's Office Total 1.00
Finance Payroll Supervisor 1.00
Finance Parking Operations Aide 0.50
Finance Parking Supervisor 1.00
Finance Parking Program Coordinator -1.00
Finance Parking Enforcement Officer -0.50
Finance Accountant - Auditor -1.00
Finance Total 0.00
Fire Limited-Term Community Outreach Specialist 1.00
Fire Limited-Term Building Plans Examiner -1.00
Fire's Office Total 0.00
IT Technology Application Specialist 1.00
IT Information Technology Supervisor 1.00
IT Senior Information Technology Technician 1.00
IT Information Technology Section Manager -1.00
Information Technology Total 2.00
PED Code Enforcement Officer 1.00
PED Administrative Analyst 1.00
PED Senior Administrative Assistant -1.00
PED Limited Term Senior Planner -1.00
Planning & Economic Development Total 0.00
Police Police Sergeant (Measure O) 1.00
Police Property and Evidence Technician 1.00
Police Police Technician -1.00
Police Department Total 1.00
TPW Administrative Secretary - To Parks & Recreation -1.00 TPW Street Maintenance Superintendent - To Parks & Recreation -1.00 TPW Deputy Director Parks - To Parks & Recreation -1.00 TPW Parks Planner - To Parks & Recreation -1.00
TPW Research& Program Coordinator - To Parks & Recreation -1.00 TPW Administrative Technician - To Parks & Recreation -1.00 TPW Parks Crew Supervisor - To Parks & Recreation -2.00 TPW Senior Maintenance Worker - To Parks & Recreation -7.00 TPW Skilled Maintenance Worker - To Parks & Recreation -10.00 TPW Groundskeeper - To Parks & Recreation -6.00
Transportation & Public Works Total -31.00
Water Quality Control Associate (General Fund) 1.00
Water Water Quality Supervisor 1.00
Santa Rosa Water Total 2.00
50 FTE Staffing Summary
Detail Full-Time Equivalent Position Change
Dept. Position Title FTE
R&CE Director of Parks & Recreation 1.00
R&CE Recreation Specialist 1.00
R&CE Assistant Parks Planner 1.00
R&CE Administrative Secretary - From TPW 1.00
R&CE Street Maintenance Superintendent - From TPW 1.00
R&CE Deputy Director Parks - From TPW 1.00
R&CE Parks Planner - From TPW 1.00
R&CE Research& Program Coordinator - From TPW 1.00
R&CE Administrative Technician - From TPW 1.00
R&CE Parks Crew Supervisor - From TPW 2.00
R&CE Senior Maintenance Worker - From TPW 7.00
R&CE Skilled Maintenance Worker - From TPW 10.00
R&CE Groundskeeper - From TPW 6.00
R&CE Senior Administrative Assistant -2.00
R&CE Deputy Director Community Engagement - To CIRO -1.00 R&CE Community Engagement Coordinator - To CIRO -1.00
Total Change R&CE Total 30.00
HR Human Resources Technician 2.00
HR Risk Management Analyst -1.00
HR Senior Administrative Assistant -1.00
Total Change HR Total 0.00
CIRO Deputy Director Community Engagement - From Parks & Recreation 1.00 CIRO Community Engagement Coordinator - From Parks & Recreation 1.00 Total Change CIRO Total 2.00
51 This page left blank intentionally
52 Long Range Financial Forecast
The Long
-Range F inancial Forecast (LRFF) is intended to serve as a tool for financial planning and decision-making in the years ahead. The LRFF is a forecasting model for the General Fund only and the City aims to update this forecast annually. The LRFF provides a total of five years, including the upcoming budget and four future years of the projected budget. The LRFF shows total revenues, total expenditures, and the fund reserves balance. Forecast projections are based on the City’s April 2023 revenue estimates.
The k
ey 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 is the strong Sales Tax forecast coming out of the pandemic. With consumers staying home and stimulus money in the economy, Sales Tax grew at record rates from quarter to quarter. However, starting in 2023 consumer spending has begun to taper off and not increase at previous rates. The LRFF has 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 G
rowth 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 3.5% in the next three years, reflecting the three- year average rate. In the last two years, property taxes grow at 4% as interest rates are expected to eventually decrease and affect home sale prices.
Sales Tax & Measure Q Leveling off after sustained growth coming out of the pandem ic; forecasted to grow 1 .6% in FY 2024- 25 and recover to 3% in the following years, predicted by the City’s consultants at Avenu Insight.
Utility User’s Tax Increasing due to a rise in energy and gas costs at 1% per year; UUT on telephone and cable TV remains flat.
Other Taxes Franchise Fees grow at 1% ongoing; Cannabis Industry Tax grows to $1.8M annually and then is projected to plateau; Transient Occupancy Tax is recovering from the pandemic at 3% per year although Real Property Transfer Tax is decreasing in the first two years due to low volume of home sales.
Motor Vehicle License Fees Projected to grow at 3.5% in the next year in line with Property Tax, and then growth will increase to 4%.
Expendi
ture Growth Assumptions
53 Long Range Financial Forecast
Th
e 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 for merit increases Staffing Growth none
Vacancy Rate A vacancy credit of $3 .5M (equivalent to about 2 .5%) is built into General Fund salaries and benefits for all years.
O&M/Inflation Assumes most Services & Supplies will grow at 2% or 3% annually. Vehicle costs growing at 7% in line with replacement & maintenance trends.
Pension Costs PERS Retirement grows 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 $2.8M in FY 23-24 due to one-time appropriations of $557K; drops down to $2.3M in FY 24-25 with 3% growth
Capital Project Transfers $2M in FY 23-24, reduced to $1.9M in FY 24-25 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 Homeless Services programs. The General Fund may need to supplement additional programs as one-time funds are depleted.
S
ummary of Findings
The LR
FF begins with a budgeted deficit of $2.5M in FY 2023-24 and adjusts revenue and expenditures projections in the out years for any known changes. In FY 2024-25, labor contracts will have expired, and any staffing costs are adjusted for 1% merit and step increases. Even with budgeting salaries and retirement at a conservative rate with labor agreements being unknown, expenditures and transfers out are outpacing revenue growth and transfers in.
A
dditionally, 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
FY 2023- 24 budget was adopted with the anticipation that the City would take the next year to determine a plan for returning to a balanced budget. Options to increase revenue as well as decrease 54 Long Range Financial Forecast
expenditures will both be explored. Once known, the LRFF will be adjusted to reflect any known measures for returning the General Fund to a balanced budget.
FY 2023-24 FY 2024-25 FY 2025- 26 FY 2026-27 FY 2027-28 Property Tax 36,325,000 37,868,550 38,891,717 40,383,292 41,933,381 Sales Tax 51,137,735 52,672,000 54,410,000 56,096,000 57,722,000 Measure Q 24,729,000 25,050,000 25,852,000 26,757,000 27,667,000 Utility Users Tax 11,641,100 11,641,100 11,641,100 11,641,100 11,641,100 Other Taxes 27,779,952 28,170,700 28,655,460 29,151,150 29,657,990 Motor Vehicle Fees 17,478,677 17,826,300 18,180,820 18,542,360 18,911,120 License and Permits 3,075,000 2,970,200 2,951,300 2,998,330 3,056,290 Fines and Forfeitures 1,710,900 1,745,100 1,779,980 1,815,560 1,851,840 Intergovernmental 1,893,693 1,901,030 1,908,510 1,916,140 1,923,920 Use of Money & Property 600,000 612,000 618,120 624,300 630,540 R&P Revenues 2,996,000 3,026,310 3,056,530 3,086,650 3,117,050 All Other Charges for Services 8,124,000 8,213,530 8,304,570 8,397,180 8,535,360 Interfund Charges 11,010,958 11,341,290 11,681,530 12,031,980 12,392,940 Miscellaneous 3,390,000 3,391,730 3,393,480 3,395,260 3,374,570 Total Revenue 201,892,015 206,429,840 211,325,117 216,836,302 222,415,101 Transfers IN 2,876,247 2,365,428 2,412,736 2,460,991 2,510,211 Salaries 90,720,808 91,594,301 92,476,461 93,367,376 94,267,133 PERS Retirement 15,921,304 16,080,517 16,241,322 16,403,735 16,567,773 PERS Unfunded Liability 24,929,111 26,105,500 26,379,000 27,992,000 29,208,000 Healthcare 15,239,068 16,153,412 17,122,617 18,149,974 19,238,972 All Other Benefits 6,252,137 6,398,863 6,548,952 6,702,480 6,859,526 IT Costs 5,657,213 5,883,502 6,118,842 6,363,595 6,618,139 Insurance 3,619,747 3,800,119 3,989,503 4,188,351 4,397,134 All Other Service & Supplies 35,773,054 38,314,234 41,001,937 43,221,069 46,431,876 O&M Projects 2,764,674 2,273,698 2,341,909 2,412,166 2,484,531 Total Expenditures 200,877,116 206,604,146 212,220,543 218,800,746 226,073,084 Transfers OUT 6,435,558 7,740,664 9,130,276 9,319,686 9,514,506 Total Surplus (Deficit) (2,544,412) (5,549,542) (7,612,965) (8,823,139) (10,662,278) 55 This page left blank intentionally
56 City Attorney’s Office
D
epartment Description
B
y 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 (and others) during their public meetings. The CAO works closely with the Council, the City Manager, and the City’s Departments, providing 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 services, water supply, water quality, franchise agreements, and labor and employment. The City Attorney’s Office reviews and revises proposed local legislation and policies, reviews and approves all contracts and surety bonds, prosecutes City Code violations, and abates public nuisances.
The CA
O reviews, evaluates, and recommends the 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 CAO’s litigation practice includes matters involving civil rights, personal injuries, eminent domain, inverse condemnation, environmental violations, land use matters, personnel disputes, and allegations of a dangerous condition of public property. The CAO makes recommendations to the Council for or against the settlement or dismissal of legal proceedings and efficiently and effectively defends the validity of ordinances and other administrative actions.
Mission
T
he 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
F
TE by Program
Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) Emerging Issues:
• Assist City Departments in responding to evolving state and federal law, policy and opportunities regarding housing and homelessness.
1, 2
• Continue to facilitate greater efficiencies and innovation in City procurement procedures. 6 • Foster and facilitate regional approaches to key issues, including housing, homelessness, and climate change.
3, 4, 6
• Provide continued legal support as Police implement new state laws and pursue significant community reforms.
3, 4
• Work closely with Human Resources and regional partners t o further diversity, equity, inclusion, and belonging in the community and within our City government. 3, 6
Ongoing Council Priorities:
• Provide continuing advice and legal support regarding comprehensive housing policies and programs, including downtown development.
1, 4
• Provide continuing advice and legal support regarding enhanced policies and programs t o reduce homelessness, with an ultimate goal of functional zero. 2 • Provide continuing advice and legal support regarding policies and programs to address climate change.
7 • Provide continued legal support to Departments on initiatives to promote sustainabl e infrastructure, economic vitality and core City services. 4, 5
• Enhance collaboration with our public entity partners in regional efforts to address housing, homelessness, emergency response, climate change and other issues of regional concern. 1, 2, 3
Sue Gallagher
City Attorney
1.0 FTE
Chief Assistant City
Attorney
1.0 FTE
Assistant City
Attorneys
8.0 FTE
Administration
5.0 FTE
Paralegals
1.9 FTE
City Attorney’s Office
58 C ity Attorney’s Office
M
ajor Budget Changes
The
FY 2023-24 City Attorney’s Office (CAO) budget is $4.3M, an increase of $411K, or 10.6%, over the prior year’s adopted budget. Salaries & Benefits increased by $416K, or 12.2 %, primarily due to the addition of 1.0 FTE Assistant City Attorney. A nominal decrease of $5K or - 4.7% in Information Technology services cost.
Budget Summary
Expenditures by Program
2020 - 21
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Legal Services $3,497,188 $3,621,164 $3,888,597 $4,300,346 CIP and O&M Projects $0 $0 $0 $0
Total $3,497,188 $3,621,164 $3,888,597 $4,300,346
Expenditures by Category
2020 - 21
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Salaries $2,075,165 $2,221,428 $2,261,266 $2,482,594 Benefits $1,022,549 $1,100,364 $1,145,674 $1,340,868 Professional Services $243,042 $121,318 $278,800 $278,800 Vehicle Expenses $0 $0 $400 $0
Utilities $1,822 $1,034 $1,400 $1,400
Operational Supplies $14,527 $10,359 $21,000 $16,000 Information Technology $82,201 $94,928 $101,357 $96,584 Other Miscellaneous $57,882 $71,733 $78,700 $84,100 CIP and O&M Projects $0 $0 $0 $0
Total $3,497,188 $3,621,164 $3,888,597 $4,300,346
Foundational responsibilities:
• Provide skilled and effective defense of all claims and lawsuits filed against the City of Santa Rosa.
6 • Enforce environmental and consumer protection laws and aggressively pursue violations. 3, 4, 7 • Enforce the City Code with a focus on the highest health and safety risks. 3 • Provide timely review of contracts, resolutions, and proposed ordinances. 6 • Provide advice and legal support in state and federal legislative and regulatory initiatives. 1 - 6 • Provide professional, timely , and effective legal advice to the Council, City Manager, City Departments, and City boards and commissions throughout our work. 6 59
City Attorney’s Office
Expenditures by Fund
2020 - 21
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
General Fund $3,497,188 $3,621,164 $3,888,597 $4,300,346 Total $3,497,188 $3,621,164 $3,888,597 $4,300,346
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 15.90 15.90 15.90 15.90 16.90
Performance Measures
• Litigation: As of April 11, 2023, CAO had 32 matters in active litigation and 16 additional claims under review. The Office estimates that it is likely to receive 25 new lawsuits and 30 new claims by the end of the fiscal year. The existing lawsuits include civil rights claims, personal injury , c
ontract 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. Seven existing cases are currently scheduled for trial in the coming months , and we ant
icipate additional cases may be scheduled before the end of the FY 2022-23 . The City Attorney’s Office handles the vast majority of this litigation in-house to minimize outside counsel costs when possible. CAO’s engagement begins w ith 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 22-23, have defended approximately 19 weapons administrative actions, 8 vicious animal c omplaints (some involving multi- day trials), 21 Pitchess Motions, and 1 unl
awful detainer.
• Departmental Support: CAO continues to provide general legal advice and support on a wide range of municipal matters. The Office has responded to approximately 97 formal legal opinion r
equests, and several hundred 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.
Additionally, the City Attorney’s Office has provided support to the City Clerk’s Office in the review of the over 915 Public Records Act requests received this fiscal year. • Contracts: By the end of FY 2 2-23, CAO will have reviewed and approved more than 845 contracts and has developed, or is in the process of refining new procurement templates, including for Design-Build, Progressive Design Build, Project Labor Agreement, and others. The average turnaround for standard contracts was approximately 6 business days and the average of all contracts reviewed was approximately 16 business days. 60 C ity Attorney’s Office
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Led Charter Review process, including working with the Council and Charter Review Committee toward drafting and processing successful ballot measures 6 • Resolution of multiple matters of significant litigation at little or no cost to City 6 • Support and engagement in redistricting and 2022 Council-member elections (four districts) 4, 6 • Support and engagement in key departmental initiatives including:
• extension of Measure O
• gas station ban
• short term rental ordinance
• housing element
• homeless support
• sideshow ordinance
• drought response
All
• Neighborhood safety, including:
• drug house abatements
• receiverships
• code enforcement
• drafting and implementation of Animal Control ordinance amendments to facilitate the removal of vicious animals
3, 4
Looking Ahead
Thi
s will be a year of transition for the City Attorney’s Office, with the retirements of both the City Attorney and the Chief Assistant City Attorney, and new appointees taking their places. We can expect a period of adjustment and growth as new personnel arrive and integrate, and new assignments are taken and expanded.
The C
ity 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 ongoing impacts of homelessness, working closely with staff to strengthen the City’s response to climate change, ensuring that the City remains ready and resilient in the face of emergencies, and working closely with staff in strategies to stabilize City finances , to enhance essential infrastructure, and to promote a strong local economy. We will work in close collaboration with the Council, the City Manager, and the Departments in moving forward in our collective evolution toward an organization and community that celebrates diversity and embraces equity, inclusion, and belonging.
C
AO anticipates continued partnership with all Departments in significant new and ongoing initiatives, including the General Plan Update, climate change policies, new proposed housing ordinances, new City and regional homeless initiatives, new efforts to support local businesses, innovative Water programs and policies, and multiple complex real estate transactions to facilitate downtown development.
Li
tigation 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 and are time intensive. We also anticipate that litigation will continue to surround our efforts to address homelessness, with a potential trial late in the year.
A
s always, the CAO’s day -to-day work will continue. Claims are defended. The City Code is enforced.
Agenda items are reviewed. O rdinances, 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 ongoing support is provided to the Council and each of its Boards and Commissions. 61 This page left blank intentionally
62 Natalie Rogers
Mayor
District 7
Mark Stapp
Council Member
District 2
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
I
t is the mission of the Council to provide high-quality public services and cultivate a vibrant, resilient, and livable City.
Chris Rogers
Council M
ember
District 5
Dianna MacDonald
Vice Mayor
District 3
Jeff Okrepkie
Council Member
District 6
Eddie Alvarez
Council Member
District 1
Victoria Fleming
Council Member
District 4
63 City Council
A
nnually 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. For the 2023-24 budget year, the City Council identified seven priorities from which goals would be identified and prioritized. The seven priorities, in order, are:
Priorities
1. Deliver housing for all
Pursue housing options for residents of all income levels.
2. Reduce homelessness and its impacts
P
artner 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 that reduce racism and inequality in our community.
4. Promote economic and community vibrancy
S
ustain and develop a diverse and thriving economy that benefits Santa Rosa residents and businesses and contributes to the community’s economic health while preserving historical and cultural integrity.
5. Build and maintain sustainable infrastructure
Invest in and maintain the infrastructure that supports environmental sustainability, multi- modal transportation options, and a vibrant City.
6. Achieve organizational excellence
C
reate a high-performing organization that pursues excellence, efficiency, and engagement; is fiscally sound; promotes diversity, equity, and inclusion; and reliably delivers outstanding s
ervices to the community.
7. Address Climate Change
Take proactive steps toward carbon neutrality and environmental education for all. 64 Ci ty Council
Major Budget Change
The City Council’s FY 2023- 24 budget is $934K, a decrease of $646K, or 40.9%, over the prior year’s adopted budget. This decrease is a result of Community Promotions moving to Planning & Economic Development, $105K and as there are no upcoming elections for FY 2023- 24 the budget was reduced by $612K to $0. Salaries and Benefits in General Administration increased by $71K, or 8.3%, as a result of the increase in City Council wages that was approved on December 14, 2022.
B
udget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Request
Events $0 $0 $105,000 $0
CIP and O&M Projects $0 $12,248 $0 $0
Administration $707,545 $875,371 $862,814 $934,174
Elections $112,730 $137 $612,730 $0
Total $820,275 $887,756 $1,580,544 $934,174
Expenditures by Fund
Funding Source
2020 - 21
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
General Fund $820,275 $887,756 $1,580,544 $934,174
Total $820,275 $887,756 $1,580,544 $934,174
Expenditures by Category
2020 - 21
Actual
2021 - 22
Actual
2022 - 23
Actual
2023 - 24
Budget
Salaries $74,212 $71,332 $122,000 $132,960
Benefits $86,926 $90,708 $119,319 $135,038
Professional Services $309,078 $351,619 $1,037,597 $395,565 Utilities $5,157 $4,350 $1,589 $1,589
Operational Supplies $7,795 $1,824 $11,728 $11,728
Information Technology $164,134 $152,880 $133,910 $128,591 Other Miscellaneous $172,973 $202,795 $154,401 $128,703 CIP and O&M Projects $0 $12,248 $0 $0
Total $820,275 $887,756 $1,580,544 $934,174
65 City Council
Performance Measures
The City Council’s service indicators remain relatively the same year after year. In FY 2022-23, the City Council held their annual Council Goals Session and adopted the updated priorities. The City Council held 27 meetings and made 65 appointments to various Boards and Commissions.
Council Members all serve on various Boards and Committees.
Council Meetings: The City Council meets no less than two times a month on Tuesdays, at 4:00 p.m., but meetings may begin earlier in the afternoon to accommodate study sessions. Agendas are made available online at 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:
Board of Public Utilities (BPU) Liaison, Climate Action Subcommittee, Downtown Subcommittee, Economic Development Subcommittee, Violence Prevention Partnership – Steering Committee, Open Government Task Force Implementation 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. The Council Regional Appointments include: Association of Bay Area Governments (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 Watershed 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 Authority, 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 Pedestrian 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 Vector Control Board, Personnel Board, Planning Commission, Successor Agency Oversight Board, Santa Rosa Tourism Business Improvement Area Advisory Board, and the Waterways Advisory Committee.
Prior FY 2022-23 Accomplishments
• Engaged with more than 100 stakeholders
• Launched Clean Santa Rosa
• Adopted Project Labor Agreement
• Distributed Employee Appreciation Awards
• Developed Round Table
Looking Ahead
The City Council is looking to refine its goals and implement programs to make Santa Rosa a vibrant, sustainable, and livable City.
66 City Manager’s Office
D
epartment Description
The City Manager’s Office is comprised of two programs: Administration and the City Clerk’s Office.
A
dministration - 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.
C
ity 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 C ouncil; 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 recruitments 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.
FTE by Program
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.
City Manager’s Office
Maraskeshia Smith
City Manager
3.0 FTE
Administration
3.0 FTE
City Clerk's
Office
5.0 FTE
67 City Manager’s Office
Major Budget Changes
Fiscal Year 2023 -24 t he City Manager’s Office budget is General Fund. The Homeless Shelter Operations Fund has moved back to the Housing & Community Services Department.
The City Manager’s Office added 1.0 FTE Administrative Analyst and deleted a Senior Administrative Assistant. The City Manager’s Office budget for FY 2023-24 is $3M, an increase of $147K, or 5% over last fiscal year. Salaries and benefits increased by $128K or almost 6% due to the restructuring and COLAS. There was also an increase of $19K, or 13%, for Information Technology services.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $1,668,539 $1,867,749 $2,801,114 $2,948,519 City Clerk $78,682 $80,814 $81,256 $81,256
Homeless Services $0 $3,272,163 $3,645,105 $0
CIP and O&M Projects $4,158 $237,744 $350,000 $0
Total $1,751,379 $5,458,470 $6,877,475 $3,029,775
Strategic Goals and Initiatives for FY 2023-24
(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
• Address Climate Change 7
City Clerk
• Prepare and distribute preliminary and current City Council agendas, paperless agenda packets, and minutes pursuant to the Brown Act and City policy. 6, 7
• Facilitate an open and transparent democratic process through public access to Council and advisory body legislative records.
6 • Promptly receive, review, track, and coordinate responses to all Public Records Act request. 6, 7 • Continue development, implementation, and coordination of a comprehensive Citywide Records Management Program.
6, 7
• Administer fair and impartial municipa l and ballot measure elections; provide technical support and guidance to City Council candidates and proponents. 6, 7
• Serve as fining 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-marking by provide professional customer service and accessible and accurate information about City government. 6 68
City Manager’s Office
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $878,380 $1,407,488 $1,894,010 $1,537,406 Benefits $464,945 $658,650 $992,974 $746,117
Professional Services $213,791 $227,272 $466,261 $458,261 Utilities $1,275 $2,504 $5,265 $2,845
Operational Supplies $9,670 $14,657 $40,043 $27,998 Information Technology $126,179 $147,072 $168,760 $165,083 Other Miscellaneous $52,981 $79,694 $111,039 $92,065 Subrecipient Funding $0 $2,653,852 $2,794,781 $0
CIP and O&M Projects $4,158 $237,744 $350,000 $0
Indirect Costs $0 $29,537 $54,342 $0
Total $1,751,379 $5,458,470 $6,877,475 $3,029,775
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $1,751,379 $1,948,588 $2,882,370 $3,029,775 Homeless Shelter Operations $0 $3,509,882 $3,995,105 $0 Total $1,751,379 $5,458,470 $6,877,475 $3,029,775
Aut
horized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 10.00 8.00 9.00 11.00 11.00
69 City Manager’s Office
Performance Measures
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.
All
Provide responses to each of the approximate 3000+/- emails that come to the City Manager and City Council.
All
City Clerk
FY 2020/2021 FY2021/2022 FY2022/2023
City Council Meetings:
Produce, publish, and timely
post preliminary and final
Council agendas, agenda
packets and meeting minutes
148* 152** 152***
City Council Legislation:
Timely and accurately conform,
publish, post, and import into
Laserfiche all City Council
legislation
Resolutions –
235**
O
rdinances –
18**
Resolutions –
252**
O
rdinances –
20**
Resolutions –
252***
O
rdinances –
20***
FPPC Filings – Form 700:
Provide notification of filing
deadlines; receive, review, and
post filings; seek amendments
as needed
551 filings* 562 filings** 459 filings***
FPPC Filings – Campaign
Disclosure Statements:
Provide notification of filing
deadlines; receive, review, and
post filings; seek amendments
as needed
Filers – 25*
F
ilings – 84*
Filers – 32**
F
ilings – 86**
Filers – 29***
F
ilings – 91***
Public Records Act Requests:
Receive and review written
requests, coordinate production
of records, prepare responses
959* 1321** 916***
Boards and Commissions:
Track and recruit applicants and
administer
appointments for 12 advisory
bodies (86 positions)
Applications–
160***
Appointments–
51***
Applications–
65**
Appointments–
11**
Applications–
73***
Appointments–
62***
(*) 1/1-12/31/2021
(**) 1/1-12/31/2022
(***) Fiscal Year-end estimates based on year-to-date actuals 70 City Manager’s Office
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Facilitated countless changes due to COVID-19 response and meeting requirement changes for City Council and other boards and commissions. 6 • Managed the preparation, distribution, and posting of City Council agendas, agenda packets, and minutes for 27 City Council meetings.
All
• Served as filing official for over 562 Statements of Economic Interests for City Council members, advisory body members, and designated staff in compliance with the Political Reform Act.
5, 6, 7
• Responded in a timely manner to 1321 Public Record Requests in 2022, refined use of Public Record Request database for ease of access for the public and process improvements for staff.
6, 7
• Solidified agenda publishing process and staff understanding of critical deadlines to be in compliance with the Open Government chapter of city code. 6 • Successfully ran the 2022 City Council election. 6
• Led the 2022 Redistricting of City Council Districts to align with the California FAIR MAPs Act
6 Look
ing Ahead
The City Manager’s Office is effectively managing the City, including fiscal accountability and implementation of the Council goals.
The City Clerk’s Office will continue the facilitation of Council meetings with multiple platforms for participation by the public; facilitate the 2024 City Council general election; and continue efforts with Information Technology staff to implement a trusted system and develop a records and information management policy for citywide records.
71 This page left blank intentionally
72 Communications & Intergovernmental Relations
D
epartment Description
The Communications & Intergovernmental Relations Office (CIRO) is the centralized hub for communication, engagement, and legislative activities within the City of Santa Rosa. CIRO plays a vital role in disseminating public information and outreach, fostering community engagement, and supporting revenue-generating programs across various City departments. Additionally, CIRO coordinates the City's involvement in key local, state, and federal government policies and activities along with strategic funding opportunities, in coordination with the Council’s legislative platforms.
CI
RO - A core responsibility of CIRO is overseeing the City's external messaging, ensuring consistency in branding, and effectively communicating the City's vision and initiatives, which involves developing, designing, and distributing digital, print, and video communication collateral. CIRO also works collaboratively with media representatives and establishes collaborative relationships with key stakeholders to enhance the City's visibility and engagement efforts.
C
IRO facilitates neighborhood connectedness through the Community Improvement Grant program and works in partnership with the Community Advisory Board to gather community feedback on issues of concern.
W
orking in close partnership with the City Manager's Office and all departments, CIRO upholds the principles of accuracy, accessibility, equity, and transparency in all messaging efforts. The department maintains an open government approach to information, particularly during times of emergency, to provide timely and relevant updates to the public. Through its dedicated efforts, CIRO ensures that the City's communications are effective, informative, and aligned with the community's needs.
C
ommunity 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 R eport to he lp create an inclusive, transparent, participatory, and collaborative relationship with the community in the City’s decision-making processes.
The OCE facilitates 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 priorities. The OCE also oversees the Community Empowerment Plan and the implementation of recommendations outlined in the Community Empowerment Plan Listening Sessions Final Report.
Mission
T
o streamline and centralize the dissemination of accurate, timely and pertinent information to the public, media and other governmental agencies.
73 Communications & Intergovernmental Relations
F TE by Program
Strategic Goals and Initiatives for FY 2023-24
(Numbers at right show relation to City Council Goals; see Council Goals Section) CIRO
• Redesign the City’s website into a modern, vibrant virtual City Hall, focused on residents, businesses, and visitors.
4 • Assist in implementing a modern employee Intranet, with improved online tools for effective i
nternal communications and collaboration amongst staff. 6 • Increase awareness and community engagement by bringing together all departments to provide a cohesive annual community events and engagement calendar accessible to staff and the public.
6 • Engage with policymakers at the federal and state levels to enact the Council’s policy Priorities.
6 • Monitor grant opportunities with the City’s Grants Committee. 6 Community Engagement
• Support public information needs through the 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 • Define and develop CIRO infrastructure and processes. 6 • Community relationship building through various equity, inclusion, and belonging initiatives.
3, 4, 6
• Continue to support the Community Advisory Board and its Charter requirements 3, 4 • Complete and disseminate Guidebook to Participating in Local Government and Civic 101 video series.
4, 6
Communications & Intergovernmental Relations Office
Lon Peterson
Chief Communications &
Intergovernmental
Relations Officer
1.0 FTE
Communications
Coordinators
5.0 FTE
Legislative Communications
1.0 FTE
Community Engagement
2.0 FTE
74 Communications & Intergovernmental Relations
Ma
jor Budget Changes
The Communications and Intergovernmental Relations Office’s (CIRO) FY 2023- 24 budget is $1.9M, an increase of $480K over the prior year’s adopted budget. FY 2023- 24 will be the fourth year of existence for this General Fund supported department. During thi s time, the roles, and responsibilities of CIRO continue to be adjusted and clarified which has resulted in an increase in the budget. In FY 2023 -24, 1.0 Deputy Director of Community Engagement & 1.0 Community Engagement Coordinator were moved from Community Engagement (within the formerly Recreation & Community Engagement department) to CIRO.
This FTE movement, along with MOU increases, were the main drivers for the salaries and benefits increase of $402K. Service and Supplies increased by $44K, to a total budget of $354K. This Service and Supplies increase was almost entirely due to the Community Engagement FTEs moved to CIRO. $24K of the Service and Supplies increase was due to Informational Technology services. There was also a $35K increase in O&M Projects due to the Community Advisory Board Grant project moving from the formerly Recreation & Community Engagement department to CIRO as well.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Comms & Intergovernmental Relations $1,097,992 $1,234,980 $1,444,055 $1,889,622 CIP and O&M Projects $0 $0 $0 $35,000
Total $1,097,992 $1,234,980 $1,444,055 $1,924,622
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $640,704 $655,682 $725,537 $979,999
Benefits $335,592 $348,853 $408,050 $555,255
Professional Services $21,119 $47,216 $94,650 $102,818 Vehicle Expenses $0 $315 $0 $240
Utilities $3,211 $2,281 $2,500 $2,920
Operational Supplies $11,421 $17,433 $14,380 $15,880 Information Technology $0 $56,874 $57,803 $81,375
Liability/Property Insurance $0 $223 $0 $0
Other Miscellaneous $85,945 $106,102 $141,135 $146,135 Subrecipient Funding $0 $0 $0 $5,000
Indirect Costs $0 $1 $0 $0
CIP and O&M Projects $0 $0 $0 $35,000
Total $1,097,992 $1,234,980 $1,444,055 $1,924,622
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $1,097,992 $1,234,980 $1,444,055 $1,924,622 Total $0 $1,234,980 $1,444,055 $1,924,622
75 Communications & Intergovernmental Relations
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent N/A 7.00 7.00 7.00 9.00
Performance Measures
• Write, code, and publish approximately 50 City Connections email newsletters each year. • Shepherd approximately 30 articles, interviews, or mentions in local/regional media outlets. • Write and distribute 20 press releases and/or media advisories each year. • Conduct 4 surveys or assessments to measure the community's input and understanding of key city programs, initiatives, programs, projects, or policies. • Host and promote approximately 10 community events each year. • Host and facilitate approximately 12 Community Advisory Board meetings each year. • Host and facilitate approximately 12 Open Government and Community Engagement Subcommittee meetings each year.
• Advocate for specific policy initiatives in Sacramento and Washington, D.C. • Host policymakers and agencies in Santa Rosa to showcase certain projects and departments. • Propose funding priorities to agencies and elected officials to bring strategic dollars to Santa Rosa.
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Reauthorization of City’s Public Safety Special Tax. 4 • Secured more than $53M in federal and state funds 5
• Adopted the 2023 State and Federal Legislative Platforms 6 • Successfully launched the CivicReady public safety notification platform. 6 • Established a strategic Citywide Grants Committee to increase effectiveness. 6 • Engagement facilitated the Hearn Community Hub engagement phase, holding 6 community meetings and workshops, and engaging 255 community members. 3, 4, 5
• The Community Advisory Board awarded 7 Community Improvement Grants totaling $14,
614. This has brought the CAB’s grant program budget down to $0. 3, 4
• Community Engagement launched the Diversity, Equity, Inclusion and Belonging (DEIB) Spaces Mini-Grant Program. The first round of applications are due by June 30, 2023 3, 4, 6
• 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.
6 • Provided effective emergency communications for the drought, achieving the 20% communitywide reduction in water use, and Covid 19 communication and updates. 3 76
Communications & Intergovernmental Relations
• 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. 4 • 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. 3 Look
ing Ahead
The Communications & Intergovernmental Relations Office (CIRO) serves as the centralized hub for all communication, engagement, and legislative activities. As we move into the future, CIRO is excited to share our vision and goals for fostering effective communication, robust community engagement, and legislative activities.
At CIRO, we understand the significance of disseminating public information, connecting with our diverse community, and supporting revenue-generating programs across various city departments. Our mission is to ensure that you are well-informed about city initiatives, services, and events and that your voice is heard in shaping the future of Santa Rosa.
One of our core responsibilities is to oversee the City's external messaging, maintaining consistency in branding and effectively communicating all the great things the City is doing. We are dedicated to developing, designing, and distributing digital, print, and video communication collateral that resonates with the community and staff. Additionally, we will continue to work collaboratively with media representatives and foster relationships with key stakeholders to enhance the visibility of Santa Rosa and increase community engagement.
CIRO operates in close partnership with the City Manager's Office and all departments, upholding the principles of accuracy, accessibility, equity, and transparency in all our messaging efforts. We firmly believe in an open government approach, particularly during times of emergency, ensuring timely and relevant updates to keep the public well-informed.
CIRO will also administer the DEIB Spaces Mini-Grant Program during the upcoming fiscal year, including building a grant review team and selecting applications to fund. Additionally, we will continue to support the Community Advisory Board and its Charter requirements, including the Community Improvement Grant Program and engaging residents from all seven Council Districts. Finally, we will determine the next steps for the work of open government and the Community Empowerment Plan.
Looking ahead, we have set ambitious goals for the future of communication and engagement in Santa Rosa. We aim to enhance citizen participation by implementing strategies that encourage active involvement. We will strengthen our digital presence, redesigning our website and Intranet, in partnership with IT, to provide accessible, up-to-date information.
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 for 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.
77 Communications & Intergovernmental Relations
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.
78 Finance
D
epartment 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.
Fi
nancial 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 Fi
nancial 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 properly 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.
P
ayroll 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 programs, tracking and billing for leaves of absence, performing labor costing analysis, and preparing the Citywide labor and benefits budget.
P
urchasing - The Purchasing section includes the Central Warehouse and its staff and offers contract management services for Citywide agreements and purchase 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
A
s 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. 79 Finance
P
urchasing staff are all vital members of the City’s emergency response team, coordinating logistical needs, facilitating exigent emergency procurement of rental equipment, procurement 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 that receive Federal funding.
R
evenue - 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 mis cellaneous 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, provide collection duties for delinquent accounts, and enforcement work on unregistered entities.
P
arking Operations & Maintenance - The Parking Operations section serves 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.
P
arking 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.
FT
E by Program
Finance
Alan Alton
Chief Financial Officer
5.0 FTE
Financial
Services
13.6 FTE
Payroll and
Benefits
6.0 FTE
Purchasing
7.0 FTE
Revenue
3.0 FTE
Parking O & M
23.5 FTE
Parking
Enforcement
4.5 FTE
80 Finance
Major Budget Changes
The FY 2023-24 Finance Department’s total budget is approximately $13.1M, a decrease of $1.3 M, or -8.9% from the prior year. The Finance Department has two primary funding sources: The General Fund and the Parking District Fund.
The General Fund Finance operations decreased by -$7K overall. The General Fund Salaries & Benefits increased overall by only $62K, or 1.2%. Financial Reporting deleted 1.0 FTE Accountant position to offset the addition of 1.0 FTE Payroll Supervisor. Additionally, Professional Services increased by $20K, or 2.4% due to contract costs increasing, and Information Technology service costs decreased by $70K, or -9.2%.
The Parking District Fund budget is $5.6M in FY 2023-24, a decrease of -$1.3M, or -18.6% over the prior year’s budget. Most of the decrease is attributable to removing all project spending for FY 2023 -24.
Overall, Parking’s operational budget reflects conservative budgeting to maintain services despite continued revenue loss as the result of the COVID pandemic and free parking initiatives for the Downtown area. Parking’s Services & Supplies saw a modest decrease of -$117k as the result of continuing to reduce spending.
Finally, the Pooled Investment Fund budget remained flat at $330K compared to FY 2022- 23. In FY 2022-23 the budget increased by $39K for Professional Services and keeping the amount flat is adequate for FY 2023-24.
Strategic Goals and Initiatives for FY 2023-24
(Numbers at right show relation to City Council Goals; see Council Goals Section) Administration
• Refine approach to FEMA and CalOES recovery projects 6 • Increase the continuity of staff resources focused on grants 6 • Investigate potential automation while increasing process improvement through talent development
Fi
nancial Services
• Engage new external financial auditing team 6
Payroll and Benefits
• Review MOUs and compare to PERS laws to resolve any compliance issues 6 Revenue
• Refine processes to create more efficiency 6
Parking Enforcement
• Created expectation of community involvement and open dialogue 4 • Emphasized communication between City departments to ensure consistent expectations and community involvement.
3 Parking Operations & Maintenance
• Streamlined leadership and delegation of duties to ensure consistency 5 • Cut spending to eliminate waste and develop priorities 6 • Begin development a GHG reduction plan that includes multiple departments and agencies.
7 81
Finance
Budget Summary
Expenditures by Program
2020 - 21
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $1,862,091 $1,900,032 $1,894,003 $1,815,206 Purchasing $1,119,786 $1,238,763 $1,267,451 $1,314,720
Financial Services $2,583,255 $2,688,751 $2,993,046 $2,907,023 Revenue $4,018,985 $2,540,241 $692,495 $646,652
Payroll and Benefits $584,146 $661,245 $676,582 $832,770 Parking Services O&M $3,554,443 $3,888,201 $4,456,228 $4,285,894 Parking Enforcement $845,893 $852,995 $1,177,507 $1,292,134 CIP and O&M Projects $7,203,236 $1,541,294 $1,216,355 $0 Total $21,771,835 $15,311,522 $14,373,667 $13,094,399
Expenditures by Category
2020 - 21
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $6,050,554 $5,661,211 $5,271,351 $5,257,994 Benefits $3,759,327 $3,326,119 $3,285,822 $3,422,524 Professional Services $2,217,399 $2,402,215 $2,113,276 $1,989,755 Vehicle Expenses $158,264 $134,773 $151,225 $150,622 Utilities $75,060 $81,490 $87,969 $83,813
Operational Supplies $529,178 $509,935 $411,556 $394,594 Information Technology $961,239 $962,425 $978,846 $931,183 Debt Service $0 $4,597 $0 $0
Liab/Property Insurance $101,925 $124,567 $178,964 $181,535 Other Miscellaneous $399,381 $178,179 $331,574 $245,779 Indirect Costs $316,272 $334,717 $346,729 $436,600 Capital Outlay $0 $50,000 $0 $0
CIP and O&M Projects $7,203,236 $1,541,294 $1,216,355 $0 Total $21,771,835 $15,311,522 $14,373,667 $13,094,399
Expenditures by Fund
2020 - 21
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $15,465,736 $8,876,069 $7,193,577 $7,186,371 ARPA Federal Stimulus $0 $25,645 $0 $0
Capital Improvement Fund $7,820 $720 $0 $0
Parking District Fund $6,047,789 $6,078,917 $6,850,090 $5,578,028 Pooled Investment Fund $250,490 $330,171 $330,000 $330,000 Total $21,771,835 $15,311,522 $14,373,667 $13,094,399
82 Finance
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Full-Time Equivalent 95.85 92.85 89.60 62.60 62.60
Performance Measures
Revenue & Collections
INDICATORS: FY 2021-22 FY 2022-23 Est.
Total Amount Billed 44,288,370 $45,000,000
HdL – Business Tax Certificates Issued 11,601 12,000
Invoices Issued 2,279 2,300
Utility User’s Tax files 230 230
Alcohol Sales Permit Fee files 448 448
Transient Occupancy Tax files 379 415
City Tourism BIA files 379 415
County Tourism Business Improvement Area (BIA) files 22 22 Franchise Fees 36 36
Calls received 1,356 1,400
Electronic payments received 23 25
Mail (Phone) payments received 7,706 7,850
Counter payments received * 150 300
Dollar amounts sent to collections 259,300 $300,000
* Includes invoices, Utility User Tax accounts and refunds, Alcohol Sales permit files, Transient O
ccupancy Tax, Business Improvement Area for City and County, Dog Licenses, Unclaimed Property requests and Garbage payments
Parking Operations
INDICATORS: FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Estimate
Number of monthly parking permits issued 18,141 16,921 16,525 15,333 Number of hourly parking garage patrons
served
396,361 195,300 360,100 353,577
Number of metered parking transactions 1,318,590 894,232 1,233,400 1,195,627 Number of residential parking permits
issued 1,417 1,279 1,460 1,540
83 Finance
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Compliance:
• Clean audit with no findings for 2022 financial statements • Quarterly submission of ARPA Program Expenditure reports with US Treasury 6 • Developed strategy to mitigate pension cost increases utilizing the City’s Section 115 Pension Stabilization funds
6 • Payroll successfully implemented electronic W-2 process leading to improved efficiency 6 • Added a position to the Payroll division to meet the increasing City compliance needs 6 • Filled 16 open positions including 8 internal promotions 6 • Parking streamlined staffing and outside contracts to reduce costs 6 • Parking restructured roles and responsibilities to ensure consistent operations 6 Looking Ahead
Finance Department staff will continue to play an integral role to ensure the fiscal stability of the City’s operating funds. Finance staff will work with the City Manager and other departments to develop creative strategies to fund priority projects. Finance staff will continue to monitor closely the financial condition of the General Fund and update the General Fund Long Range Financial Forecast as revenue and expenditure trends dictate. Department managers will continue to look for ways to modernize processes to provide efficient and cost -effective services to the community and the City organization. Staff will continue to monitor the Parking Enterprise to identify new parking revenue trends post-pandemic and strategize ways to correct the structural deficit that exists in the fund. 84 Fire
D
epartment Description
The Fire Department has four major programs: Administration, Prevention, Operations, and Measure O.
G
eneral 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/ Emergency Operations Center (EOC) management and representing the interests of the Department.
Fi
re 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 Prevention Bureau administers several programs such as plan review, inspections, fire investigations, Certified Unified Program Agency (CUPA), hazardous materials, weed abatement, community outreach, and management of the Community Wildfire Protection Plan (CWPP) and vegetation management program within the City of Santa Rosa
Fi
re Operations - Responds to and mitigates emergency
incidents within the C ity 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 safety programs are provided to all personnel to deliver services safely and proficiently to the citizens of Santa Rosa.
P
ublic Safety Special Tax (formerly known as Measure O) - Is an extension of the Fire Operations Bureau that funds nine (9) pe
rsonnel in Fire Operations, paramedic incentive pay for fifteen (15) paramedics, one Training Captain, and partial funding (25%) for the Emergency Medical Services Div ision Chief. Measure O also funds the construction of future fire stations and helps purchase necessary fire apparatus and specialized equipment.
Measure O funding provides for an entire engine company to be staffed (three personnel per engine on three shifts) and allows three engine companies and two truck companies to be staffed with paramedics.
Mission
A
s a professional, all-risk fire department, we protect lives, property, and the environment through emergency response, prevention, and community involvement.
85 Fire
FT
E by Program
Major Budget Changes
The Fire Department’s programs consist of Administration, Prevention, Operations, and Public Safety Special Tax (formerly known as Measure O, which is funded by its own revenue source). Overall, Fire’s FY 2023-24 budget increased by $4.5M, or 8.3% when compared with the FY 2022-23 adopted budget.
W
ithin the General Fund, total Salaries and Benefits combined increased by $1.5M, or 3.6% due to merit increases, COLAS, and the increasing cost of benefits. 1.0 FTE Limited Term Building Plans Examiner has been deleted to add 1.0 FTE Limited Term Community Outreach Specialist. A nother significant contributor to Fire’s rising budget is vehicle expenses, which increased $ 1.5M or 92.7%. This increase is due to the Fire Apparatus Replacement Program that was approved last year by City Council. Professional Services increased by $254K due to a contract increase for dispatch services. Lastly, Administrative Cost Plan costs increased by $347K.
Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Enhance operational readiness to “all-risk” emergency response. 3, 5, 6 • Continue to explore opportunities for fire station construction and existing living quarters privatization. 3, 5, 6
• Enhance Fire Department programs related to training, safety, behavioral health, recruitment, and retention. 3, 5, 6
• Implement new Vegetation Management Ordinance by the end of FY 2023-24. 3, 4, 5, 6 • Maintain implementation of Vegetation Management grant funding for fuel reduction along evacuation routes, home hardening, defensible space, and education through the current fiscal year.
3, 4, 5, 6
• Maintain the efficiency of plan review turnaround times to support the development of housing units. 1, 6
• Identify funding and begin Phase 1 EOC construction by t he end of FY 2023-24. 3, 5, 6 • Continue to enhance and improve the readiness of the workforce in the event of a moderate or large-scale disaster. 3, 5, 6
Scott Westrope
Fire Chief
1.0 FTE
Administration
3.0 FTE
Emergency
Management
2.0 FTE
Operations
126.0 FTE
Prevention
15.0 FTE
Public Safety
Special Tax
10.0 FTE
Fire
86 Fire
FY 2023-24 the Public Safety Special Tax expenditures increased by $159K, or 4.2%. Most of this increase can be attributed to Salaries and Benefits, principally driven by MOU salary increases ($38K). Benefits increased by $109K, or 8.3% made up of increases in Worker’s Compensation, Health Insurance, and Unfunded Pension Liability charges. Measure O services and supplies had no significant changes.
Fi
nally, CIP and O&M project expenditures increased in the amount of $668K or 67.4% for a total of $1.6M.
Capital Facilities fees collected increased and can fund three fire station projects.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
General Administration $5,050,107 $5,478,362 $6,156,406 $6,379,390 Fire Prevention $3,026,765 $2,588,802 $3,270,063 $3,218,167 Fire Operations $38,242,309 $39,373,425 $39,850,578 $43,365,406 Public Safety Special Tax - Fire $3,615,236 $3,684,713 $3,825,997 $3,984,950 CIP and O&M Projects $3,887,861 $7,106,025 $991,157 $1,659,551 Total $53,822,278 $58,231,327 $54,094,201 $58,607,464
Expenditures by Category
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Salaries $26,861,004 $26,446,870 $26,799,527 $27,341,575 Benefits $15,789,395 $16,480,380 $17,649,107 $18,712,610 Professional Services $1,645,486 $1,810,386 $1,618,963 $1,873,276 Vehicle Expenses $1,306,643 $1,410,143 $1,697,012 $3,269,490 Utilities $40,088 $35,873 $39,945 $39,945
Operational Supplies $331,783 $367,913 $260,692 $247,289 Information Technology $693,148 $888,641 $950,317 $1,019,065 Liability/Property Insurance $20,697 $31,094 $43,782 $52,090 Other Miscellaneous $215,617 $223,168 $316,212 $319,310 Indirect Costs $116,007 $112,486 $121,620 $120,325 GF Admin Cost Plan $2,914,549 $3,315,743 $3,605,867 $3,952,938 Capital Outlay $0 $2,605 $0 $0
CIP and O&M Projects $3,887,861 $7,106,025 $991,157 $1,659,551 Total $53,822,278 $58,231,327 $54,094,201 $58,607,464
87 Fire
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
General Fund $47,297,737 $48,132,095 $49,764,957 $53,450,873 Public Safety Special Tax - Fire $3,615,236 $3,684,713 $3,825,997 $3,984,950 Federal Grants $36,539 $0 $0 $0
Capital Improvement Fund $2,872,766 $6,414,519 $503,247 $1,171,641 Total $53,822,278 $58,231,327 $54,094,201 $58,607,464
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Full-Time Equivalent 151.00 151.00 148.00 157.00 157.00 Performance Measures
Indicators 2020 2021 2022
Budgeted Sworn Personnel 139 136 142
Population 173,628 178,488 177,586
Number of Incidents 26,409 28,115 29,250
Number of EMS/Rescue Incidents 16,138 18,026 19,108
Percentage of EMS/Rescue Calls 61.11% 64.10% 65.3%
Fire Loss $6,478,656 $4,447,505 $6,391,045
Number of Fires with Loss 192 165 165
On Scene within 5 Min. (Goal 90%) 65.18% 59.45% 59.3%
Weed Abatement Inspections 13,618 11,501 10,933
Engine Company Annual Inspections 2,674 2,656 2,472
Fire Prevention Annual Inspections 564 589 529
CUPA Annual Inspections 302 452 424
Plan Reviews 2,224 3,100 2,143
Plan Review Inspections 3,221 2,283 1,865
* S ome changes were made to previous years to reflect amounts more accurately. 88 Fire
Prior FY 2022-23 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Implemented a Capital Fleet Replacement Program 3, 5, 6 • Obtained enhanced communications equipment 3, 5, 6
• Identified funding sources for Fire Station 8 construction 3, 5, 6 • Filled operational vacancies to achieve constant staffing levels 3, 4, 5, 6 • Developed a new five-year Strategic Plan 3
, 4, 5, 6
Looking Ahead
Continue to plan for the relocation and/or construction of new fire stations based on 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 services coverage within the City. Identified in the report is the relocation of Fire Station 8 (Roseland) and the construction of 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.
I
nitiate 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 barracks 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 to create a work environment that promotes equity, inclusion, and belonging.
E
nhance Fire Department Programs Related to Training, Safety, Behavioral health, Recruitment, and Retention
The Fire Department will continue to recruit new employees in line with the Department’s internal “Recruitment and Diversity Plan.” Utilizing current and innovative technology to better schedule, facilitate, and document all Department training, to better retain and train our current staff. Maintain all current promotional and hiring lists to have available personnel to fill vacant positions when needed.
I
mplement new Vegetation Management Ordinance
Using recommendations from the Community Wildfire Protection Plan to establish the ordinance, the Fire Department’s Prevention Bureau will coordinate with City Attorney’s Office and Chief Building Official to codify a new Vegetation Management Ordinance. The Fire Department will i mplement the three-phase approach of education, inspection, and enforcement of the new ordinance.
The D
epartment will continue to maintain the implementation of vegetation management-related grant funding for fuel reduction along evacuation routes, home hardening, defensible space, and education through the current fiscal year. The Prevention Bureau will leverage the new limited term staff’s ability to initiate outreach to opt residents into Hazard Mitigation Grant Program funded projects. Using the grant funding to f inance the Wildfire Ready campaign and needs, the Santa Rosa Fire Department intends to increase awareness and resources for fuel reduction along evacuation routes, home hardening, defensible space, and education.
89 Fire
M
aintain Efficiency of Plan Review Turn Around Times
The Prevention Bureau will m aintain the efficiency of plan review turnaround times to support the development of housing units. This will be achieved by utilizing enhancements in technology to improve internal plan review turnaround times, and training of internal staff in lieu of using outside consultants for less complex plan reviews, while also maintaining funding to utilize external contract plan review as needed. The Santa Rosa Fire Department will continue to monitor turnaround times.
C
ontinue to develop, update and refine COOP Basic Plan and Annexes The Emergency Management Bureau continues to develop, update and refine COOP Basic Plans and Annexes with departments city-wide to ensure continuity of operations. Looking forward the department will develop shelter and temporary evacuation point trainings and exercises. This year, the department was able to develop a Damage Assessment software that better suited our needs. Staff will continue to develop EOC drills and exercises for staff. Damage Assessment software and tools will be utilized during a major drill mid-year, in conjunction with the Transportation and Public Works and Water Departments. 90 Housing & Community Services
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 as noted on the FTE by Program below.
Information regarding the Housing Authority is in its own section. Under the City Entity, HCS manages tenant/landlord services contracts, the Mobile H ome Rent Control Ordinance governs mobile home space rent, and the Homeless Services Division funds programs and initiatives for residents experiencing homelessness and related community support.
Homeless Services - Provides essential support to address homelessness in our community as part of the City’s Homelessness Solutions Strategic Plan (2023-2027) and the broader goal of “Housing for All.” Funding is provided in five key initiative areas – day services, street outreach and encampment resolution, housing- focused 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, Homeless Outreach Services Team (HOST), Season of Sharing, Safe Parking Program, Community Homeless Assistance Program (CHAP) and the City’s Encampment Team. In FY 2022/23, the City’s Encampment Team was formed to compassionately and proactively addresses the health, safety, and environmental concerns associated with encampments to mitigate broader impacts to the community . In fiscal years 2021/22, 2022/23 and 2023/24 American Rescue Plan Act (ARP) funds are being used for a Safe Parking site for up to 50 residents at a time. These initiatives are coordinated in collaboration with key City departments, service providers, and community partners and participation in regional planning efforts through the Continuum of Care.
M
obile Home Rent Control Ordinance - Enforces the Ordinance, enacted in 1993 and amended in 2023, which regulates mobile home space rents in 17 mobile home parks in the City. The City assists residents and owners with mediation.
T
enant/Landlord Services - Oversees contracts for non-profit organizations to provide services for income- qualifying tenants and landlords.
FT
E by Program
Housing & Community Services
Megan Basinger
Director
1.0 FTE
Homeless
Services
3.8 FTE
Tenant/
Landlord
Services
Rental
Assistance
Programs
14.5 FTE
Housing
Trust
7.7 FTE
Mobilehome
Rent Control
Ordinance
Mission
W
e build community and improve the quality of life for all Santa Rosa residents. 91 Housing & Community Services
M
ajor Budget Changes
The General Fund portion of HCS’s budget decreased from $161K to $110K, or -37.2% as a portion of the tenant/landlord services contract will be funded with the remaining one-time CARES Act Community Development Block Grant (CDBG-CV) funds for one year.
The Mobile Home Fund’s salaries, benefits, and indirect costs budget increased $120K, or 84% over the previous fiscal year due to more spaces coming online requiring more staff time and anticipated increased fair rate of return hearings due to recent Ordinance updates.
Homeless Services Operations moved back to HCS from the City Manager’s Office this fiscal year . The $302K of Homeless Services Operations 2023- 24 budget is local subrecipient funding used for Samuel L.
Jones Hall Homeless Shelter operations. One-time American Rescue Plan Act (ARPA) funds are paying for all other Homeless Services expenses in FY 2023-24 and are budgeted in O&M projects in the Expenditures by Program and Categories tables and in the ARPA Federal Stimulus Fund in the Expenditures by Fund table below. Of the $4.1M of Homeless Services ARPA expense, administration is $915K, and programs as described on the previous page, are $3.2M. The additional $1.6M has been appropriated in the ARPA project key to the program’s budget for FY 2024-25.
Overall, the budget increased $4.5M year-over-year, primarily due to Homeless Services moving back to the department.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 23
Budget
2023 - 2024
Budget
Neighborhood Revitalization $203 $0 $0 $0
Administration $29 $1 $0 $0
Tenant/Landlord Services $124,080 $84,581 $111,000 $51,000 Homeless Services Operations $2,718,444 $0 $0 $301,800
Mobile Home Rent Control Ord. $15,500 $13,893 $143,569 $263,982 ARPA Federal Stimulus $0 $0 $0 $0
CIP and O&M Projects $181,745 $170,693 $50,000 $5,808,144 Total $3,040,001 $269,168 $304,569 $6,424,926
Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Administer homeless service contracts for the Samuel L. Jones Hall Homeless Shelter and Annex, Family Support Center, Homeless Services Center, Living Room, Homeless Outreach Services Team (HOST), YWCA, Season of Sharing, 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 City’s Encampment Team, collaboration with regional partners through the Continuum of Care, and implementation of the City’s Homelessness Solutions Strategic Plan.
1, 2, 3
• Continue to administer the Tenant/Landlord services contract with non -profit service providers. 1
• Continue to administer the self-sustaining Mobile Home Rent Control Ordinance by working with the City’s mobile homeowners/residents and mobile home park owners/operators. 1 92 Housing & Community Services
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 23
Budget
2023 - 2024
Budget
Salaries $347,820 $4,920 $18,035 $68,582
Benefits $181,463 $2,709 $10,990 $43,607
Professional Services $134 $2,063 $100,000 $100,000 Vehicle Expenses $0 $0 $0 $0
Utilities $1,061 $0 $0 $0
Operational Supplies $235 $0 $0 $0
Information Technology $43,917 $0 $0 $0
Other Miscellaneous $25,528 $0 $0 $0
Subrecipient Funding $2,222,947 $84,581 $111,000 $352,800 Indirect Costs $35,151 $4,202 $14,544 $51,793
CIP and O&M Projects $181,745 $170,693 $50,000 $5,808,144 Total $3,040,001 $269,168 $304,569 $6,424,926
Expenditures by Fund
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 23
Budget
2023 - 2024
Budget
General Fund $303,033 $255,275 $161,000 $101,000
Homeless Shelter Operations $2,721,468 $0 $0 $301,800
ARPA Federal Stimulus $0 $0 $0 $5,758,144
Mobile Home Rent Stabilization $15,500 $13,893 $143,569 $263,982 Total $3,040,001 $269,168 $304,569 $6,424,926
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 34.00 24.00 24.00 27.00 27.00
93 Housing & Community Services
Performance Measures
Indicators FY
2019-20
FY
2020-21
FY
2021-22
FY 2022-23
Estimates
Number of persons sheltered at
Samuel L. Jones Hall Homeless
Shelter and Annex (SJHA)
764 622 542 600
Number of persons who exited to
housing from SJHA 75 60 46 60
Number of persons sheltered at
Family Support Center 318 245 362 400
Number of persons exited housing
from Family Support Center 293 112 90 100
Number of persons served at
Homeless Services Center 1,747 2,929 1,072 1,800
Number of persons served under
the Homeless Outreach Services
Team (HOST)
857 270 504 500
Number of persons placed into safe
shelter or housing (temporary or
permanent) under HOST
204 127 208 200
Number of persons served at Safe
Parking (new in 21/22) n/a n/a 131 125
CHAP sites receiving City funding 2 2 2 2
Number of mobile home parks
under rent control 17 16 16 16
Number of mobile home spaces
under rent control 1,615 1,636 1,723 2,014
Number of low-income tenants
received legal education about their
rights
403 295 489 500
Number of low-income tenants
received legal advocacy related to
an eviction
267 226 258 275
Number of tenants remaining in
current housing as a result of Legal
Aid intervention
66 98 121 125
Number of low-income tenants
received assistance with habitability
issues related to the condition of
housing
27 40 69 70
Number of low-income landlords
received counsel and assistance
with pleadings
34 26 13 20
94 Housing & Community Services
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Implemented a new, multi-disciplinary team to proactively address encampments throughout the community (City Encampment Team). 2, 3
• Adopted Homelessness Solutions Strategic Plan (2023 -2027) and developed Year One (2023) Implementation Plan. 2
• Completed the first year of operations for the Safe Parking Program, serving 131 individuals living in vehicles/RVs. 2
• Amended the City’s Mobile Home Rent Control Ordinance effective January 6, 2023, by working with the City’s mobile homeowners/residents and mobile home park owners/operators.
1 • Assisted in securing over $24.6M from the State’s Homekey grant program for the Caritas Center and St. Vincent de Paul Commons. 2
Look
ing Ahead
The C
ity will continue to focus on homelessness through the Continuum of Care and non-profit partnerships as well as through the implementation of its Homelessness Solutions Strategic Plan (2023- 2027).
95 This page left blank intentionally
96 Housing Authority
D
epartment Description
The H
ousing and Community Services 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.
S
anta Rosa Housing Trust (SRHT) - Manages the City’s $178 million affordable housing loan portfolio, administers Federal and State housing grants, and performs compliance monitoring for approximately 5,300 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.
R
ental Assistance Division - Provides rental assistance to over 2,300 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) which Santa Rosa manages for the entirety of Sonoma County; 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
T
o ensure adequate, decent, safe, and sanitary housing for qualified people within Santa Rosa consistent with Federal, State, and local law.
Jeff Owen
Chair
Thomas
LaPenna
Vice Chair
Wayne Downey
Commissioner
Jeremy Newton
Commissioner
Scott
McWhorter
Commissioner
Yvonne
Rawhouser
Commissioner
Andrew Smith
Commissioner
Megan Basinger
Executive Director
Housing Authority
97 Housing Authority
Major Budget Changes
Overall, the Housing Authority budget increased by $21.1 M, or 38.6% compared to the prior year. The largest change is a one- time $20.7M State Infill Infrastructure Grant in the Housing Trust. Various other programs and funds also had increases and decreases, as discussed below.
In the Rental Assistance Division, the Emergency Housing Voucher Program, funded by the American Rescue Plan Act, increased due to higher per-unit rental assistance costs . This program provides administrative and rental assistance funding for 131 vouchers, focused on people 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 provides administrative and rental assistance for 1915 Santa Rosa vouchers, and 275+ port in vouchers monthly, rental assistance payments increased approximately 5% over the prior year . V arious services and supplies were increased to utilize the full administrative allowance in both the Emergency and Housing Choice Voucher programs.
The Santa Rosa Housing Trust is funded by 15 distinct Federal, State and local sources through grants, impact fees, compliance monitoring fees, and loan repayments. Loan repayments decreased in FY 2023- 24 as 2022-23 was an especially high year; this resulted in a reduction of $2.2M in loan activity.
Real Property Transfer Tax (RPTT) is $2.1M in FY 2023- 24; City Council policy 000-48 dictates that a portion of City General Fund RPTT must be allocated to homeless services and housing annually. In FY 2022-23, the Council chose to fund the entirety of homeless services with American Rescue Plan Act funds in 2022-23 and 2023-24, which allows all RPTT to go to Housing Trust. Additionally, the Trust received the State Permanent Local Housing Assistance Grant of nearly $1.1M, all used for loan activity, as well as the $20.7M Infill Infrastructure Grant (IIG) mentioned above. The IIG is being used for six different projects and is shown in the CIP and O&M Projects category in the Expenditures by Program and Category tables below, and in the Housing Grant Fund in the Expenditures by Fund table.
Strategic Goals and Initiatives for FY 2023-24
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• 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 attain 98% lease up rate. 1
• Manage the Housing Authority’s $178M loan portfolio and perform compliance monitoring on approximately 5,300 units annually. 1, 3
• 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
• 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 HOME-ARP (American Rescue Plan Act) funding of $2.7M. 1, 2 98 Housing Authority
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Admin Housing & Community Services $1,338,922 $1,417,066 $1,574,741 $1,570,901 Rental Housing Assistance $29,273,578 $29,273,400 $38,967,504 $41,502,044 SRHT Portfolio Services & Grant $637,430 $636,840 $845,532 $838,420 SRHT Afford Housing Program & Fin $3,109,596 $16,677,949 $11,910,429 $9,764,446 CIP and O&M Projects $1,541,859 $10,699,910 $1,316,066 $22,047,540 Total $35,901,385 $58,705,165 $54,614,272 $75,723,351
Expenditures by Category
2020 - 2021
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $1,350,987 $1,297,636 $2,061,465 $2,068,876 Benefits $767,914 $756,869 $1,278,465 $1,256,562 Professional Services $116,129 $189,647 $264,676 $386,856 Vehicle Expenses $10,854 $14,685 $22,750 $54,175
Utilities $4,068 $4,161 $13,700 $13,750
Operational Supplies $20,738 $50,520 $191,669 $197,677 Information Technology $243,721 $246,666 $263,629 $286,483 Liability & Property Insurance $32,938 $51,256 $101,925 $82,020 Other Miscellaneous $40,201 $68,753 $119,920 $120,676 Subrecipient Funding $476,255 $481,629 $516,612 $583,396 Loan Activity $1,920,296 $15,130,436 $9,630,828 $7,432,585 Rental Assistance $27,193,900 $27,661,939 $36,280,680 $38,720,663 Indirect Costs $2,181,525 $2,041,240 $2,551,887 $2,472,092 Capital Outlay $0 $9,818 $0 $0
CIP and O&M Projects $1,541,859 $10,699,910 $1,316,066 $22,047,540 Total $35,901,385 $58,705,165 $54,614,272 $75,723,351
99 Housing Authority
Expenditures by Fund
2020 - 2021
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Housing Operations Fund $1,338,922 $1,417,066 $1,574,741 $1,570,901 Operating Reserve Fund $107,745 $10,197,941 $343,612 $310,000 HOME-ARP Fund $0 $23,099 $0 $0
Housing Choice Voucher Program $29,429,204 $29,573,786 $36,685,174 $38,842,907 Emergency Housing Vouchers $0 $470,327 $2,282,330 $2,660,062 Brookwood Property $4,835 $5,007 $19,286 $19,313
Community Development Block Grant $2,332,216 $4,107,086 $1,999,844 $1,794,606 Rental Rehabilitation Fund $25,000 $0 $0 $0
Housing Grant Fund $453,064 $655,830 $1,914,654 $22,357,940 Real Property Transfer Tax Fund $432,876 $1,039,280 $3,279,559 $3,115,984 Southwest Low/Mod Housing Fund $48,148 $36,661 $228,939 $0 CDBG-DR Fund $20,629 $8,957,138 $0 $0
Low and Moderate Income Housing $161,581 $145,141 $836,690 $5,920 HOME Fund $213,797 $518,980 $1,101,815 $948,593
Mortgage Revenue Bond Fund $33,000 $245,499 $343,401 $0 Housing Compliance Fund $179,531 $183,467 $345,203 $300,143 Housing Impact Fee Fund $1,098,364 $1,128,857 $3,584,065 $3,697,410 CalHome Grant MH Loan Program $22,473 $0 $74,959 $99,572 Total $35,901,385 $58,705,165 $54,614,272 $75,723,351
100
Housing Authority
Performance Measures
Service Indicators FY
2019-20
FY
2020-21
FY
2021-22
FY
2022-23
Est.
New affordable housing rental and ownership units
completed 18 18 88 70
Very Low-Income units 6 6 26 40
Low-Income units 12 12 43 30
Moderate-Income units 0 0 19 0
New affordable rental housing units preserved 8 8 49 0
New affordable rental and ownership housing units in
the pipeline 544 544 648 583
Very Low-Income Units 338 338 464 424
Low-Income Units 197 197 184 154
Moderate-Income Units 31 31 0 0
Affordable ownership units transferred title 7 7 11 0
Owner-occupied affordable housing units rehabilitated
or financed 0 0 0 0
Investor/developer affordable rental housing units
rehabilitated 34 34 0 20
Units receiving housing accessibility modifications 2 2 0 1 Affordable housing rental units monitored 3,094 3,094 3,133 3,203 Owner-occupied housing units monitored 343 343 391 391
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
Individuals/Families receiving rental assistance, all
programs 2,169 2,169 2,324 2,388
Total number of Housing Choice Vouchers- Santa
Rosa clients 1,903 1,903 1,903 1,915
Total HUD-VASH Vouchers (included in total) 414 414 419 419 Total Port-In clients (varies monthly, approximate) 250 250 250 250 Total HOME tenant based rental assistance clients
(new in FY20/21) 16 16 40 42
Total Emergency Housing Vouchers (started in 21/22) n/a n/a 131 131 Number of landlords participating in programs
(approximate) 700 700 710 710
101
Housing Authority
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Completed lease of 19 project-based vouchers designated for senior VASH clients at River City Apartments. 1
• Completed Linda Tunis Senior Apartments, the first constructed project in California funded by the 2017 wildfire CDBG-DR Multifamily Housing Program. It received $2.8M for 26 units dedicated to seniors, including 13 project-based vouchers. As of March 2023, leasing is underway.
1 • As of March 2023, 80 Emergency Housing Vouchers clients are housed, and an additional 21 clients have vouchers and are searching for housing. 1, 2 • The Rental Assistance Division successfully transitioned from a paper wait list process to an online process, allowing a record 7,296 residents to apply for rental assistance. 1 • As of March 2023, 300 families from the Rental Assistance waiting list have been contacted to be screened for eligibility, to increase the lease-up rate. 1 • As of March 2023, 1,577 inspections have been completed for voucher holders, including initial inspections for move-ins, biennial inspections and quality control inspections. 1, 3 • Finalized and submitted the HOME-ARP Allocation Plan, including holding public hearings, continuing community meetings for the administration of $2.6M in funding to address homelessness.
1 • Performed compliance monitoring on over 5,300 units, of which over 3,500 units have Housing Authority loans. 1, 3
• Facilitated reuse of the 983 Sonoma Avenue site for the City of Santa Rosa’s inResponse Team. 3
• Completed the Orchard Commons project (formerly Boyd Street Apartments), a 46-unit project with 45 affordable units and 1 unrestricted manager’s unit. 1 • The Bennett Valley Apartments Project is under construction, repurposing the City’s former Bennett Valley Senior Center site with a Housing Authority investment of 30 Project-Based Vouchers and $5M in funding.
1 • Of the five projects that received Community Development Block Grant – Disaster Recovery (CDBG-DR) funds, the Linda Tunis Senior Apartments project has been c
ompleted, Caritas Homes Phase I, 3575 Mendocino Avenue Phase I, and The Cannery at Railroad Square are under construction, and Burbank Avenue Apartments is securing additional funding needed to begin construction.
1, 2
• Received a $22M award for Infill Infrastructure Grant funds for infrastructure associated projects located within the greater downtown area including Martin Luther King Jr.
Memorial (MLK) Park in the South Park neighborhood.
1 102
Housing Authority
Looking Ahead
The Housing Trust will continue to utilize all available funding for affordable housing development , preservation, and conversion. The past several years have seen significant one-time funding, including CDBG-Disaster Recovery funds from the 2017 wildfire disaster, and CARES Act CDBG-CV funds from the pandemic. As this one- time funding is spent down, the Authority will rely on its ongoing funding including federal entitlement grants, real property transfer tax, impact fees , and loan repayments, and seek new grant opportunities.
P
roject based vouchers will continue to be used strategically to fund affordable housing development.
As of March 2023, four projects supported by project-based voucher resources are under construction, bringing a total of 324 units online, with 93 PBVs dedicated to seniors and people experiencing homelessness.
The R
ental Assistance Division will continue to maximize federal resources by increasing utilization of the Housing Choice Voucher program to 98% and the Emergency Housing Voucher program to 100%. 103
This page left blank intentionally
104
Human Resources
D
epartment 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 that 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 m anages 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 discrimination complaints.
I
n 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 dur ing 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 cons tructive communication; and supports change management and other organizational development efforts, to create and foster an inclusive and engaged workforce.
H
R is also currently home to the City’s Diversity, Equity, Inclusion, and Belonging work. The completion and approval of the City Equity Plan has generated a cascade of organizational expectations that will be supported through capacity building, data monitoring, and technical assistance for individuals and departments.
R
isk 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. At the same time, it ensures that the City's financial stability remains intact and that adequate resources can be saved for other purposes. This function also assumes the primary responsibility for the administration and processing of all property and casualty claims, risk identification, risk transfer, risk analysis, Workers’ Compensation, safety, regulatory compliance, and insurance coverage procurement.
The R
isk 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.
Mission
T
he 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. 105
Human Resources
H
uman Resources designs, delivers , and administers 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 benefits, short -term and long- term disability leaves programs for income protection and employee assistance programs for free confidential behavioral health services among other services.
FTE by Program
Strategic Goals and Initiatives for FY 2023-24
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Develop and implement new progressive leadership development training series. 6 • Review current NEOGOV programs to ensure the quality of services and identify potential new opportunities for utilization of the NEOGOV system. 6
• Refresh the current Mentoring Program to align with the new leadership development training series. 6
• Apply the DEIB lens to all training opportunities. 6
• Implement the NEOGOV ONBOARD platform to streamline Human Resources operations related to recruitment and onboarding. 6
• Redesign the existing Internet and Intranet portals for HR, Risk, Training, and Organizational Development, as well as DEIR, with the aim of enhancing the brand image and providing improved accessibility to users.
6 • Continue to leverage community engagement to implement increased recruitment opportunities, along with co ntinuing to engage in 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 • To ensure we provide ongoing equitable benefits that support the success and well-being of our employees and address the needs of our workforce. Strive to educate our employees on the various benefits available to them. Provide effective communication to employees regarding upcoming retirement and benefits information to assure that our benefits programs meet their needs.
6 Director
1.0 FTE
Human Resources
15.0 FTE
Risk Management
6.0 FTE
Human Resources
106
Hum an Resources
Major Budget Changes
The H
uman 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 $4.7M, or 11.9%, when compared to the FY 2022-23 adopted budget.
I
n FY 2023-24 , the General Fund increased by $1.0M or 33.0% from last fiscal year’s adopted budget.
Salary and Benefits experienced a $265k increase, including increases per MOU changes , and a $74K increase in Health insurance premiums. There was also an increase of $744K in Professional Services for rising costs of legal consulting and labor negotiation costs.
The Risk Management fund increased by $3.7M, or 10.1%, over the prior fiscal year. The majority of the increase within the fund is due to higher Insurance Premiums and Claims cost of $3.6M, or 13.0%.
Miscellaneous employees (non- sworn) health insurance costs increased by $2.0 M due to an estimated 5% health insurance rate increase. Insurance Premiums and Claims also includes Worker’s Compensation and Liability insurance which increased by $420K, and $640K, respectively. Additionally, CalPERS (California Public Employees’ Retirement System) health coverage increased by $281K. The increase is due to CalPERS approving rate hikes for its cheapest health insurance plan, to aid some of the more expensive plans’ net position.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $2,701,557 $3,747,155 $3,062,482 $4,072,732 Risk Management $34,025,743 $34,846,600 $36,979,823 $40,718,032 CIP and O&M Projects $62,434 $0 $0 $0
Total $36,789,734 $38,593,755 $40,042,305 $44,790,764
• Search and explore alternative options to provide our workforce with enhancements to current benefits and wellness programs or additional benefits that include more comprehensive coverage
6 • Strengthening our Worker’s Compensation claims management by working closely wit h individual departments to address specific areas of concern. This is an effort to lower claims and associated costs.
• Continuing to develop and improve safety and health efforts across all departments to lower injury rates, enhance compliance, and lead to a greater level of workplace morale. 6 6
107
Human Resources
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $1,915,816 $2,128,747 $2,333,204 $2,413,103 Benefits $936,539 $981,845 $1,209,496 $1,334,763 Professional Services $880,302 $1,541,957 $838,027 $1,666,465 Utilities $3,813 $3,818 $3,330 $3,330
Operational Supplies $18,204 $23,942 $17,369 $19,500 Information Technology $174,837 $183,115 $202,506 $202,539 Other Miscellaneous $62,782 $250,705 $100,273 $276,509 Insurance Prem/Claim $32,415,521 $33,179,663 $35,028,264 $38,582,213 Indirect Costs $319,486 $299,963 $309,836 $292,342 CIP and O&M Projects $62,434 $0 $0 $0
Total $36,789,734 $38,593,755 $40,042,305 $44,790,764
Expenditures by Fund
Funding Source 2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $2,763,991 $3,747,155 $3,062,482 $4,072,732 Risk Management Fund $34,025,743 $34,846,600 $36,979,823 $40,718,032 Total $36,789,734 $38,593,755 $40,042,305 $44,790,764
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 20.00 21.00 21.00 22.00 22.00
108
Hum an Resources
P
erformance Measures
• C
reated and distributed 12 Monthly Learning Aids 6
• Facilitated 2 Skills for Success Series (5 courses per series – total of 10 days) 6 • Facilitated 2 Supervisory Success Series (5 courses per series – total of 10 days) 6 • Facilitated 10 New Employee Welcome programs 6
The Human Resources department will proactively collaborate with all departments to deliver outstanding and innovative service to City staff and the community. Our goal is to continually asses s existing recruitment practices and investigate novel approaches and technologies to enhance diversity and inclusivity that is representative of the community. We will engage in community outreach initiatives to highlight the range of potential career paths and opportunities available. Additionally, we will continue to participate in career fairs and expos to expand our reach within the community and identify new recruitment prospects.
Looking Ahead
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Training Needs Assessment completed organization wide. 6 • Three-y ear Training Plan developed. 6
• HR Training and Organizational Development iNet site re-des igned. 6 • New Employee Welcome re-des igned and streamlined. 6
• Monthly Learning Aids 6
• Completed an RFP and selection process to secure a classification and compensation c
onsultant for a City-wide classification and compensation study. 6 • Completed an RFP for Chief Negotiator to secure labor relations consultation and legal services in preparation of the next round of Negotiations with all City unions. 6 • Completed the SEED Collaborative and implemented the Citywide Equity Plan with s upport from SEED. 6
• Since July 1, 2022, to April 2023, there has been 167 New Hires and 107 active Recruitments. 6
• 90% of employees participated in an active open enrollment using the Benxcel system. 6 • Benefits and Health fair largest turnout, with an estimated count of 750 employees 6 • Improved communication process and working relationships between employees and management throughout the City.
6 • Completed a City-wide Supervisor training effort to ensure safety program goals and worker’s compensation system administration. This training is held regularly and at the request of the department.
6 109
Human Resources
H
uman Resources will persist in streamlining procedures and initiatives to provide prompt, inventive, and tailored service, while regularly seeking feedback from stakeholders. We will strive to introduce supplementary feedback methods, such as surveys following training sessions, surveys for onboarding participants, feedback for the Recruitment Process Check -in Program, and the exit interview process.
Additionally, we will continue to administer the Onboarding Program for newly recruited staff and adapt it, as needed, to fulfill the expectations of participants.
The O
rganization Development and Training Division will persist in identifying and implementing the most effective training and organizational development practices while prioritizing diversity, equity, inclusion, and belonging (DEIB) in all training initi atives. Additionally, we will implement an innovative and comprehensive leadership development training program throughout the entire organization.
The
Benefits Section’s ongoing priority is to prioritize competitive benefits packages that align with the changing requirements and expectations of our employees, with a particular emphasis on supporting work- life balance and promoting wellness initiatives.
Fur
thermore, we will make a concerted effort to communicate the significance and objectives of our wellness and benefits programs, enabling our employees to make well-informed decisions regarding their benefits selections. Our aim is to empower our employees by providing them with the requisite knowledge and tools. We will uphold transparency and responsibility in our benefits administration procedures while ensuring adherence to applicable laws and regulations. We welcome employee input to enhance our services over time.
The R
isk Management Division has reached full staffing with the addition of two Risk Analysts. The division is actively implementing a comprehensive approach to risk management to prevent injuries to our valuable workforce and reduce workers' compensation expenses. The focus is on mitigating the frequency and severity of all potential risks. The contribution of our Safety and Worker’s Compensation team is crucial in achieving this goal by minimizing exposures and reducing claims expenses. 110
Information Technology
Department Description
I
nformation 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:
A
dministration - Provides the overall strategy, policies, and administration for the Department.
A
pplication Services / Development - Provides strategy, leadership, analysis, and hands-on services for building new software systems and implementing large-scale Citywide 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 system s used by departments throughout the City; and also provides support for over 30 third party enterprise applications, including the core Finance / H uman Resources / Payroll system, the central Permitting and Inspections system, and the Water Billing /Customer Information System. The Application Services 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.
O
perations / Customer Support - 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 responded to nearly 11,000 support requests last year. It completes the support of approximately 63% of the service tickets, with the remaining tickets being forwarded to development or other technical staff. Technical Support within IT Operations includes the support of all voice communications, data communications, computer networks, and all peripheral equipment, e.g. printers and personal computers (PCs , laptops & tablets). The division supports over 1,400 P Cs, 242 servers, over 300 printers, a City wide computer network with 2,900 connections in over 60 City locations with hundreds of pieces of communications equipment, and a phone system with over 1,200 phone units and over 1,100 mobile devices through a managed Mobile Device Management (MDM) solution.
G
IS 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 to 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.
111
Information Technology
P
C 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 , over 1,400 PCs and laptops are actively managed within the PC Replacement Program which replaces roughly 300 devices per year.
M
edia Services - The Media Services section manages the City’s Public, Educational & Government (PEG) public access television, and broadcasts City Council and other public meetings. Media Services supports the hybrid meeting technology citywide and works with departments to expand public information dissemination and education through PEG supported programs and resources.
FT
E by Program
Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) Major Budget Changes
• Digital Services: Partner with internal departments and the community to deploy reliabl e data-driven technologies that provide efficiencies and innovation of City services 1-7
• Security: Optimize technology , processes, 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 ongoing 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
& Administration
2.0 FTE
App Services
12.0 FTE
Operations
12.0 FTE
GIS Services
4.0 FTE
PC Replacement
1.0 FTE
Media Services
2.0 FTE
Information Technology
112
Information Technology
The I
nformation Technology’s (IT) FY 2023-24 budget is $10.7M, an increase of $809K, or 8.2%, over the prior year’s adopted budget.
S
alaries & Benefits increased by $463K or 8.4%. Besides MOU increases, the most significant change to Salaries & Benefits is due to an IT reorganization - 1.0 IT Section Manager was deleted, which is being replaced by 1.0 Senior IT Tech. Also, 1.0 IT Supervisor was added, which is conditional on an internal promote. Lastly, there was 1.0 new Technology Application Specialist added, which is being charged 100% to PED.
S
ervices & Supplies grew by $244K or 8.5%. This increase was mainly a result of Software increases. $211K of costs related to the CityWorks software was moved into the IT Cost Plan in 23-24. There were also standard software cost increases that contributed to the overall Services & Supplies increase.
I
n CIP and O&M Projects, the PC and laptop replacement project slightly increased by $23K, or 2.0%.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
I.T. Administration $854,830 $834,543 $970,938 $1,073,033 I.T. Media Services $230,322 $225,214 $252,488 $261,212 I.T. GIS Services $674,241 $743,684 $758,113 $785,964
I.T. Development $3,163,429 $3,444,255 $3,826,588 $4,246,478 I.T. Customer Support $2,635,268 $2,733,978 $2,750,688 $2,970,937 I.T. PC Replacement Program $152,442 $154,368 $205,375 $212,308 CIP and O&M Projects $819,582 $1,128,769 $1,149,650 $1,172,829 Total $8,530,114 $9,264,811 $9,913,840 $10,722,761
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $3,162,190 $3,380,406 $3,475,563 $3,722,902 Benefits $1,780,957 $1,921,189 $2,045,585 $2,261,282 Professional Services $1,927,244 $2,015,976 $2,319,547 $378,210 Vehicle Expenses $8,159 $12,950 $18,850 $18,850
Utilities $212,036 $233,778 $265,033 $264,733
Operational Supplies $121,274 $57,822 $71,200 $2,242,149 Information Technology $31,648 $32,589 $34,671 $31,996 Liability/Property Insurance $44,911 $64,632 $95,066 $112,891 Other Miscellaneous $40,351 $20,324 $62,484 $62,184 Indirect Costs $361,550 $358,771 $376,191 $454,735 Capital Outlay $20,212 $37,605 $0 $0
CIP and O&M Projects $819,582 $1,128,769 $1,149,650 $1,172,829 Total $8,530,114 $9,264,811 $9,913,840 $10,722,761
113
Information Technology
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Information Technology $8,040,072 $8,698,782 $9,188,815 $9,967,624 Technology Replacement $490,042 $566,029 $725,025 $755,137 Total $8,530,114 $9,264,811 $9,913,840 $10,722,761
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 29.00 29.00 30.00 31.00 33.00
Performance Measures
Number of emails received through IT supported e-mail systems 9,014,882 Number of emails sent through IT supported e-mail systems 1,599,833 Number of landline phone calls through IT supported phone system 964,839 Number of IT HelpDesk service request tickets addressed 6,897 Number of Non-HelpDesk IT service request tickets addressed 4,083 Number of PC's/Laptops/Tablets managed/supported 1,410
Number of mobile devices managed (iPhones, iPads, etc.) 1,142 Number of servers managed/maintained 242
Number of active user and service accounts managed 2,654 Number of new user accounts set up 432
Number of user accounts deactivated 341
Number of virtual / hybrid Zoom meetings 2,905
Number of virtual / hybrid Zoom meeting participants 18,100 Number of virtual / hybrid Zoom webinars 429
Number of virtual / hybrid Zoom webinar participants 11,996 Number of virtual / hybrid Teams meetings 15,443
Number of Teams phone calls 8,597
Number of Teams electronic communications/chat messages 960,018 Number of projects reviewed and approved by IT Advisory Committee 32 Uptime for Internet >99.9%
Uptime for data center and network >99.9%
Uptime for VPN / remote connectivity >99.9%
Uptime for phone system >99.9%
Uptime for email system >99.9%
114
Information Technology
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Completed Development of 4-year IT Strategic Plan 5, 6 • Deployed Enhanced Online Services for Internal Staff and the Community • MySantaRosa App
• Map-based tools to assist with addressing homelessness • Expanded online tools for permit applications and electronic plan review 1-6
• Addressed Nearly 11,000 Internal IT Service Requests
• 6,897 HelpDesk
• 4,083 Software/Other
5, 6
• Hardened Cybersecurity Measures
• Multi-factor Authentication
• Upgraded Firewall
• Remote Access
• Citywide Training and Testing
• Cybersecurity Assessment
5, 6
• Upgraded City Council Chambers Public Meeting Features • Cameras
• Broadcast Equipment
• Closed Captioning
• Spanish Translation Capabilities
6 • Enhanced in-house Service Request system to be used for Emergency Operations Center collaboration, request, and task management
3, 5
Look
ing Ahead
The I
nformation Technology department completed the development of a revised 4 -year IT Strategic Plan in 2022 and continues to focus efforts on the goals and strategies laid out in the plan. Key areas include an emphasis on Digital Services; Security; Hybrid Services; Support and Maintenance; People and Process; and IT Governance and Accountability.
Look
ing ahead to the fiscal year 2023 -2024, IT plans call for continued partnerships with all City departments to develop , optimize, enhance, and deploy additional technology -based solutions in support of the City Council’s goals. Key initiatives in this area include completing the implementation of a trusted system to enable the digitization of documents and improve electronic access to public records.
The IT Department also recently completed building out the core infrastructure to support data analytics initiatives and 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.
A
dditional projects planned for the upcoming year include working with the Communications and Intergovernmental Relations Office to redesign the City’s srcity.org website to provide for an improved user experience and easier navigational access to information. Similarly, the City’s Intranet site used for internal collaboration and content management will be upgraded this year to provide for a standardized experience across all departments and improved tools for collaboration and information sharing. The IT Department also continues to partner with Santa Rosa Water on the implementation of the new asset management system used by hundreds of staff members.
115
Information Technology
A
s with prior years, key emphasis on supporting and maintaining the City’s growing technology infrastructure will continue to be required. Upgrades and enhancements 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. As the demand for IT services continues to increase, additional considerations must be taken into account this year to properly balance the priorities of IT staff working on new projects while also supporting citywide staff needs and maintaining existing systems and infrastructure.
A
s part of the IT Strategic Plan initiatives, additional work will be done this year focused on Cloud strategies as well as refinements to cybersecurity processes, procedures, and technologies to reduce vulnerabilities and mitigate cybersecurity threats. Additional improvements to overall processes and policies will also be important to help maximize the retention of staff and provide for a continued high- caliber professional workforce through inclusive leadership and investment in employee development. 116
Non-Departmental
The pur
pose of the Non -Departmental budget is to record expenditures that are not ass ociated with a specific department of the City.
D
epartment Description
A
nimal 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: Planning 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 the CalPERS cost of retired employees who are over the IRS payout limit. • Unspent Appropriations (turnback) are budgeted as a credit here are a holding place to reflect unspent budget amounts that occur each year from staffing vacancies. Actual turnback will be recognized i n depar
tment 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, including 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.
117
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 2023-24 Non-Departmental budget decreased in total by $651K compared to FY 2022-223. The major driver is a decrease of $1.1M 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 expenditures increased overall mostly due to rising salaries and retirement costs. As a result, the credit for General Fund Administration also grew by 7.5 %, or $1. 1M, which translates as a decrease in the Non- Departmental expenditure budget. There is also a decrease in Non-Program Salaries of $500K, which accounts for a combination of anticipated retirement payouts, salary increases, hiring changes , and unspent appropriations (turnback). There is an offsetting increase of $293K in Animal Shelter fees as well. These fees are for amounts paid to Sonoma County for animal care & control services . Also, worth noting is an offsetting increase of $ 626K in Citywide rates for the General Fund’s portion of Liability, Fire and Earthquake insurance.
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
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Citywide GF Insurance $1,915,252 $2,440,213 $3,253,041 $3,879,153 Contract Services $278,444 $281,006 $460,000 $385,000
Sonoma Co Transportation Authority $108,114 $113,756 $110,000 $120,000 Debt Service $4,799,082 $4,785,802 $4,835,283 $4,832,467 General Fund Admin Cost Plan -$12,245,124 -$13,111,646 -$14,312,466 -$15,379,726 CIP and O&M Projects $0 $0 $0 $0
Animal Shelter $1,722,276 $2,739,741 $2,207,000 $2,500,000 County Admin Fee $308,912 $381,051 $315,000 $380,000
Non-Program $25,103,134 $29,021,011 -$975,000 -$1,475,000 Total $21,990,090 $26,650,934 -$4,107,142 -$4,758,106
118
Non-Departmental
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
CIP and O&M Projects $0 $0 $0 $0
Salaries $0 $0 -$1,000,000 -$1,500,000
Benefits $0 $0 $25,000 $25,000
Professional Services $2,422,996 $3,518,304 $3,094,750 $3,387,750 Debt Service $4,793,832 $4,783,052 $4,832,533 $4,829,717 Liability/Property Insurance $1,915,252 $2,440,213 $3,253,041 $3,879,153 Other Miscellaneous $25,103,134 $29,021,011 $0 $0
GF Admin Cost Plan -$12,245,124 -$13,111,646 -$14,312,466 -$15,379,726 Total $21,990,090 $26,650,934 -$4,107,142 -$4,758,106
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund -$7,912,126 -$7,155,879 -$8,942,425 -$9,590,573 2013 Pension Obligation (Refund) $28,797,614 $32,705,511 $3,735,081 $3,735,590 Fire Station Capital Lease $367,727 $367,727 $367,727 $367,727 Courthouse Square Capital Lease $736,875 $733,575 $732,475 $729,150 Total $21,990,090 $26,650,934 -$4,107,142 -$4,758,106
119
This page left blank intentionally
120
Planning & Economic Development
Department Description
The functions o f t he Planning and Economic D evelopment 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 visi
on 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 across 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 I nspection - C onducts bui lding inspections t o ve rify co mpliance with building codes and
regulations.
Building Plan Review - R eviews building permit applications for compliance with buildi ng codes and regulations and approves permits fo r i ssuance. Responds to Public Reco rds A ct 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.
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.
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 initiatives; 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 improvement 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 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.
121
Planning & Economic Development
safety and quality of construction activities within the public right -of-way. Responds to Public Records Act requests.
Permit Services - Manages the Department’s public counter, assists 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 building codes, and City processes. Assigns addresses for all new development s, performs fee calculations and assessments, and receives impact/demand fees.
Pl
anning Development Review - Accepts and processes 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 Planning Commission, Design Review Board and Cultural Heritage Board. Responds to Public Records Act requests.
FTE
by Program
Clare Hartman
PED Director
1.0 Building
12.0 FTE
Permit Services
8.0 FTE
Code Enforcement
8.0 FTE
Administration
12.0 FTE
Economic
Development
3.0 FTE
Engineering
15.0 FTE
Planning
Development
Review
10.0 Advance Planning
5.0 Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Complete Development Cost of Services Fee update and Strategic Business Plan. 6 • Continue to evolve and enhance the data dashboard system and finalize dashboards to show metrics for housing production, economic development, downtown, and code enforcement.
4, 6
• Initiate Brownfields program and close out the grant. 3 • Continue Department-wide records management update. 6 • Implement City Equity Plan and ensure diversity and equity access and engagement. 3 • Continue to support hybrid public meetings to support equitable access for all attendees. 3, 4 • Complete the majority of the General Plan Update and EIR work in late 2023 (policy development, community engagement, associated Zoning Code amendments, and preparation of the Draft General Plan and Draft EIR), and adopt the final General Plan and EIR in early 2024.
3 • Achieve Pro-Housing designation. 1
122
Planning & Economic D evelopment
M
ajor Budget Changes
The Planning & Economic Development (PED) budget is $19.3M, an increase of $1.1M, or 6.2%, compared to the FY 2022-23 adopted budget.
S
alaries and Benefits increased by $133K, or 2%, compared to the FY 2022-23 adopted budget.
The
increase in Salaries and Benefits can be attributed to MOU changes which included cost-of-living salary increases and the addition of a; 1.0 Code Enforcement Officer. Additionally, a 1.0 Senior Administrative Assistant was reclassified to a 1.0 Administrative Analyst with a permanent corresponding reduction to professional services. Increases to benefits were primarily due to retirement cost.
S
ervice and Supplies increased by $287K, or 9.4%. A portion of the increase in Services & Supplies is $100K one-time funding for the Santa Rosa Metro Chamber contract in Professional Services.
Additionally, the Community Promotions program was moved from the City Manager’s Office to PED, which added another $105K to the PED budget. The rest of the increase in Services and Supplies is due to higher Information Technology costs of $122K.
• Complete grant-funded initiatives- Missing Middle Housing Initiative, Downtown Historic Surveys, Cannabis Program Process Improvements, Cannabis Equity Assessment and House Santa Rosa.
1, 3, 4
• Adopt Accessory Dwelling Unit Urgency Ordinance to comply with State Legislation. 1 • Prioritize downtown development, housing, and wayfinding. 1, 4 • Complete vacant property and nuisance property ordinances. 3 • Support electronic plan review and virtual inspections and increase online permitting. 1, 6 • Streamline solar permits. 7
• Establish a sustainable night/weekend response for Code Enforcement. 3 • Improve digital tools to allow applicants to request changes to existing permits and submit and track public improvement plans and subdivision maps through Accela. 1, 4, 6 • Reduce intake and issuance of encroachment permits to two business days. 4 • Perform comprehensive update of design and construction standards. 3, 4 • Continue implementation of Economic Development Strategic Plan, including Enhanced Infrastructure Finance District, childcare business support, Roseland/Sebastopol Rd C
ommunity Business District, business and workforce development programs, downtown properties, and City assets strategy.
4 • Continue implementation of Public Art Strategic Plan, including public art audit and toolkits. 4
• Initiate Fire Station 5 public art project. 4
• Continue implementation of PG&E settlement and American Rescue Plan Act (ARPA) funded projects, including Guaranteed Basic Income, Child College Savings Accounts, and Small Business support programs such as Façade Improvement Program and Food Incubator.
4 • Complete installation of Asawa Fountain in Courthouse Square. 4 • Continue implementation of PG&E settlement funded project to enhance records management system, utilizing new trusted records system (Laserfiche) and updated records retention schedule.
5, 6
• Advance Department’s Diversity, Equity, Inclusion, and Belonging efforts. 3, 4, 6 123
Planning & Economic Development
The O
perations & Maintenance (O&M) Projects netted a $830K increase. Most of the increase is due to the usage of $865K of State Grant Brownfield Fund reserves to initiate a brownfields clean-up program and close out the grant. There was also a decrease of $39K in the General Plan Advance Planning project, due to lower fee collection, and a slight decrease to Public Art.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Building Inspection $889,937 $986,384 $1,008,728 $1,017,448 Planning Development Review $2,119,786 $2,139,693 $2,162,756 $1,591,115 Advance Planning $522,425 $496,437 $761,531 $562,357
Economic Development $730,630 $793,106 $738,523 $902,996 Permit Services $897,586 $996,407 $1,274,668 $1,219,277 Engineering $3,048,176 $3,094,530 $3,524,444 $3,548,337 Neighborhood Revitalization $241,633 $240,897 $303,910 $188,630 General Administration $3,570,722 $3,808,611 $4,081,178 $5,317,785 Building Plan Review $1,710,794 $1,715,763 $1,887,258 $1,709,658 Code Enforcement $1,037,086 $1,121,365 $1,349,783 $1,333,792 CIP and O&M Projects $3,778,224 $2,382,996 $1,087,186 $1,917,299 Total $18,546,999 $17,776,189 $18,179,965 $19,308,694
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $6,362,740 $6,736,739 $7,486,273 $7,580,961 Benefits $3,606,214 $3,673,349 $4,316,629 $4,355,438 Professional Services $1,301,770 $1,223,932 $1,203,800 $1,358,307 Vehicle Expenses $105,522 $110,601 $111,632 $139,171 Utilities $30,656 $23,853 $30,000 $30,000
Operational Supplies $45,757 $43,045 $92,539 $82,517 Information Technology $1,078,135 $1,157,364 $1,246,357 $1,365,904 Other Miscellaneous $269,447 $286,284 $385,408 $380,902 Indirect Costs $3,440 $2,730 $2,984 $0
GF Admin Cost Plan $1,965,094 $2,135,296 $2,217,157 $2,098,195 CIP and O&M Projects $3,778,224 $2,382,996 $1,087,186 $1,917,299 Total $18,546,999 $17,776,189 $18,179,965 $19,308,694
124
Planning & Economic Devel opment
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $17,874,047 $17,085,721 $17,333,340 $17,604,609 Art In-lieu Fee $279,953 $131,178 $243,625 $235,800
Administrative Hearing Fund $110,521 $133,188 $103,000 $103,000 EPA Brownfields Grant $0 $0 $0 $865,285
State Grants Fund $83,043 $0 $0 $0
Santa Rosa Tourism BIA $199,313 $425,494 $500,000 $500,000 Capital Improvement Fund $122 $608 $0 $0
Total $18,546,999 $17,776,189 $18,179,965 $19,308,694
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 61.00 69.00 68.00 74.00 74.00
Performance Measures
• Pre-application meetings are held within 21 days of the request of service. 1, 4 • Planning entitlement applications receive a determination of completeness within 30 days of submittal. 1, 4
• Innovative and effective public policy documents are delivered within expected timeframes and budget allocations. 3, 4
•
Metrics associated with public engagement in current planning and public policy processes are monitored with an emphasis on increasing access and participation from vulnerable communities.
3, 4
•
Modern and effective community engagement techniques are used to increase attendance and diversity in participation and foster meaningful communication, participation, and engagement with residents for economic, planning, and development-related initiatives. 3, 4
• 85% of Building Plan Checks are completed within 10 weeks of submission on the first check and 5 weeks for subsequent checks. 1, 4
• 90% of Encroachment Permits are issued within 3 weeks of submission of the first check. 1, 4 • 90% of public improvement plan checks were completed within 6 weeks of submission of first submittal and 3 weeks for subsequent checks, meeting published timelines. 1, 4 • Real-time dashboards are made available to the public to enable and expand self-help record, permit or development production research. 6
• Quarterly reports are published that highlight local economic development conditions, the status of program initiatives, and current issues in the market. 3 • 100% of Priority 1- Life, Health, and Safety code enforcement complaints investigated within 24 hours. 3
• The Department website is regularly reviewed for performance analytics, and improvements and updates are performed in a timely, progressive manner. 6 • Special events are supported in an organized and timely manner, and funds are strategically and equitably matched to meet community interests. 3, 4 • The public art program continues to expand its collection and its engagement process. 4 125
Planning & Economic Development
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) •
Launched srcity.org/Dashboards website showing all housing and development-related dashboards and reports, including real-time housing dashboard and Pending Development and Economic Development quarterly reports.
6 • Completed General Plan Update Preferred Alternative process, which concluded a two-year engagement effort including 90 community meetings/touch points. 1, 3 • Initiated Environmental Impact Report process and began to engage the technical advisory team and the public on Draft Plan and policy development. 7 • Adopted Housing Element on February 14, 2023, which was certified by the State Department of Housing and Community Development (HCD) on April 7, 2023. The Housing Element provides a plan for 4,685 new housing units during the 2023-2031 period. 1, 3
• With non-profit and regional partners, launched the ARPA-funded Guaranteed Basic Income program, the College Savings Accounts program, the Small Business Facade Improvement Program, and the Childcare Support Facility Fund program. 3, 4
• Completed 461 housing units in 2022, of which 83 are affordable by City contract. 1 • Issued building permits for 1,419 housing units in 2022, of which 377 are affordable by City contract. 1
• Continued support of approx. 1,800 units currently under construction and 2,300 units currently in plan review or pending permit issuance. 1
• Completed housing land use entitlements city-wide: 344 single-family units, 904 multi-family units and 271,441 sq. ft. of non-residential. 1
• Adopted Gas Station Ban Ordinance, making Santa Rosa the largest city in the United States to do so. 7
• Initiated Developer Round Table meetings in fall 2022 to gather input from development community. 1, 4
• Updated Downtown Multifamily High-Density Fee Incentive Ordinance in December 2022. 1 • Utilized one-time funding to complete permitting and enforcement efforts for Short-Term- Rentals and completed multiple public engagement events with goal of final Ordinance adoption in June 2023.
3 • Installed the “Unum” Sculpture in Courthouse Square in January 2023. 4 • Installed the “Help Each Other Grow” mural on the 5th Street Parking Garage in Fall 2022. 4 • Codified permanent parklet program and 11 permits are being processed as of March 2023. 4 • Introduced a revamped Out There Santa Rosa website and destination marketing campaign. 4 • Supported Live at Julliard Park concert series; 6 free concerts were held with over 3,000 attendees. 4
• Completed initial public engagement and Missing Middle initiative and folded into Housing Element. 1
• Completed historic surveys of downtown properties and preparing report for Cultural Heritage Board review in Spring 2023. 4
• Completed draft Vacant Properties Ordinance and vetting with community stakeholders in preparation for potential City Council adoption in Spring 2023. 3 • Utilizing one-time funds to pilot a weeknight/weekend code enforcement program. 3 • Completed a community wide GHG Inventory that identifies emissions from residents and employees within Santa Rosa. 7
• Processed 726 Public Records Act Requests (PRA) in 2022, representing 55% of total PRA requests for the City. 6
126
Planning & Economic D evelopment
Look
ing Ahead
The P
lanning & Economic Development Department (PED) will continue to adjust to the dynamic economy and housing market to best serve Santa Rosa residents.
The Department continues to move toward online and paperless options for permitting and inspecting to maximize efficiencies. With that effort, there also comes a reliance on technology support and staff time to train and manage electronic records and to provide the public with real-time dashboard and direct access to records and performance.
This year, the Department will complete a Cost of Services Study and Fee Update and a Development Services Strategic Business Plan. These efforts will inform how the balancing of staffing with professional services and technology can best address peaks in demand and focus on mission alignment across the City’s plan review and inspection teams. The Fee Update and Strategic Plan will also establish transparency and accountability for performance protocols and standards for development services staffing and service.
This year, the Department will also complete a Citywide Economic Development Strategic Plan. This plan will be set in the context of long-term economic goals for the city and region but focuses on strategic, actionable, and measurable objectives in the next 3 to 5 years.
PED will continue to utilize one-time funds to leverage the work of the Department and the City in the furtherment of the City Council goals and to achieve excellence in core services. PED will provide regular updates on its use of the American Rescue Plan Act (ARPA) and PG&E settlement funding to support economic and community vibrancy, including childcare funding and facility programs, small business improvements, and child savings account and guaranteed basic income programs, as well as initiatives that support downtown economic development, small business support and workforce support. The Department will continue to seek out state and federal grants that help staff to prioritize affordable and market-rate housing development, strategic and streamlining planning efforts, and development or industry support initiatives.
Lastly, staff will complete the Santa Rosa General Plan Update, a multi-year process focused on community inclusion and input, which will provide a Citywide look at long-range housing policy, economic development, infrastructure, circulation, and climate initiatives, amongst others. 127
This page left blank intentionally
128
Police
D
epartment Description
The Police Department is responsible for safeguarding lives and property, preserving constitutional rights, and maintaining the quality of life to promote a safe and secure community for Santa Rosa. The department handles a wide range of calls for service 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 they are all supported by Administration.
Field Services – The most visible component 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 include traffic safety and enforcement and is comprised of Motorcycle Officers and Accident Investigators, Field and Evidence Technicians, Community Service Officers, the SWAT team, Hostage Negotiation Team, 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 investigate homicides, robbery, sexual offenses, aggravated assault, narcotics, child abuse, domestic violence, gang crimes, and vehicle theft. The Forensic Team supports these units and is responsible for higher-level processing and analysis of evidence related to investigations.
The Professional Standards Team has a dedicated Lieutenant and Sergeant who track and investigate all citizen complaints and reports of staff 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.
The Support Bureau is a critical part of the special services division responsible for Recruitment and Hiring, Training and Employee Wellness; and the Volunteers in Police Services (VIPS) program. The Police Department requires continuous hiring and recruitment that necessitate dedicated staff. There is also mandatory training for staff, requiring a team to coordinate and track to ensure compliance.
Technical Services – Provides critical services for the community and the entire department, including the 911 Communications Center, Records Department, Property and Evidence, Crime Analysis, and Information Technology.
Administration – Manages the preparation and monitoring of the budget and oversees all contracts, purchases, grants, Human Resources, department equipment, facilities, and administrative support staff.
Public Safety Special Tax (formerly known as Measure O) – A crucial part of the Police Department’s overall operations. This funding allows the department to enhance services to the community with an additional 19 positions, including 1 Lieutenant, 2 Sergeants, 9 Officers, 2 Field and Evidence Technicians, 1 Community Service Officer, 1 Communications Supervisor, 1 Police Technician and 2 Community Outreach Student Interns.
Mission
T
he Santa Rosa Police Department is committed to making Santa Rosa a safe place to live, work, and play.
129
Police
FT
E by Program
M
ajor Budget Changes
The Police Department’s budget is comprised of two primary funding sources, the General Fund and the Public Safety Special Tax (formerly known as Measure O Fund). The total FY 2023-24 budget is $79.6M, an increase of 8.3% over the prior year’s adopted budget.
The department is funded largely by the General Fund, which in FY 2023-24 totals $71.5M, an increase of $3.0M or 4.4%. The General Fund makes up 89 .9% of the Police Department budget. A $2.0 M increase in Salary and Benefits occurred primarily due to increases per MOU changes and various benefit increases .
There was also the deletion of 1.0 FTE Police Technician and the addition of 1.0 Property and Evidence Technician. Services and Supplies increased by $420K. This Services and Supplies increase includes a $75K Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Reduce violent crimes and traffic fatalities by utilizing data, innovative techniques, and strategic resource deployment.
• Reduce impacts of service resistant homeless individuals through proactive enf
orcement and coordinated care. Continue to expand mental health resources to aid those in need.
3 2
• Hire qualified and diverse staff who represent the community we serve and fill all open position in the organization.
3 • Create meaningful support structures to mitigate the impacts of stress and trauma on all members of our organization.
5 • Provide safety equipment and enhanced training opportunities to ensure that all staff members are prepared to address any disaster, emergency, or dangerous situation that may occur in our city.
5 • Work to engage our community and help our community members understand the incredible work being done by all members of our organization. 3, 4
• Build long-lasting relationships and trust within the community through fair, equitable, and impartial policing. Focus to build stronger connections and comradery between the employees within our organization.
3 • Develop a timely plan to address infrastructure needs and develop a city timeline to replace the aging Public Safety Building.
5 John Cregan
Chief of Police
1.0 FTE
Administration
5.0 FTE
Field
Services
144.0 FTE
Special
Services
40.0 FTE
Technical
Services
53.0 FTE
Public Safety
Special Tax
17.0 FTE
Police
130
Police
Sonoma County Public Safety Consortium increase and a $50K increase for Large Vehicle Towing, within the Professional Services category. There are also increases of $2 38K and $53K for City fleet repair and replacement services and IT charges, respectively.
M
eanwhile, the Public Safety Special Tax increased by $3.1M to a total budget of $7.3M in FY 2023-24, while revenues are budgeted to be $4.9M. The main reason for this overall increase is a $2.6M increase to purchase a new Roseland Police substation. Police Measure O fund balance is being used to purchase this Roseland substation. Salary and Benefits increased $439K or 11.9%. This increase is mainly due to MOU increases as well as the addition of 1.0 Police Sergeant. Services and Supplies increased by $83K or 21.6% from a $50K increase in P rofessional Services for expenses related to the purchase and outfit of a new Roseland Substation. There was also a $35K increase in Other Miscellaneous to lease a temporary substation in the Roseland area, while the permanent Roseland substation is still being prepared.
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $9,382,531 $10,006,082 $9,591,804 $10,613,090 Field Services $34,910,006 $37,734,404 $37,918,722 $39,524,598 Investigative Services $7,491,796 $9,628,245 $10,969,445 $11,016,603 Technical Services $8,399,082 $9,078,798 $9,436,470 $9,674,111 Support Bureau $1,598,934 $995,271 $979,386 $1,006,260
Public Safety Special Tax - Police $4,061,200 $3,655,937 $4,209,676 $7,330,550 CIP and O&M Projects $1,292,157 $699,631 $354,423 $974,700 Total $67,135,706 $71,798,368 $73,459,926 $80,139,912
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $32,584,849 $34,880,146 $35,148,406 $36,356,246 Benefits $22,363,334 $23,773,568 $26,358,150 $27,547,526 Professional Services $1,700,341 $2,145,710 $2,065,550 $2,200,550 Vehicle Expenses $2,004,330 $2,332,327 $2,350,978 $2,600,059 Utilities $153,485 $156,638 $138,585 $138,285
Operational Supplies $659,466 $964,203 $1,255,115 $1,279,115 Information Technology $780,761 $864,261 $868,386 $928,918 Debt Service $0 $17,861 $0 $0
Liability/Property Insurance $29,655 $43,537 $56,769 $59,209 Other Miscellaneous $1,432,662 $1,624,880 $466,325 $503,365 Indirect Costs $116,007 $112,486 $121,620 $120,325 GF Admin Cost Plan $3,987,826 $3,926,827 $4,275,619 $4,831,614 Capital Outlay $30,833 $256,293 $0 $2,600,000
CIP and O&M Projects $1,292,157 $699,631 $354,423 $974,700 Total $67,135,706 $71,798,368 $73,459,926 $80,139,912
131
Police
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $62,222,250 $67,566,494 $68,540,250 $72,094,362 Public Safety Tax - Police $4,061,200 $3,655,937 $4,209,676 $7,330,550 Federal Grants $4,532 $0 $0 $0
Federal Narcotics Asset Forfeiture $6,951 $22,560 $40,000 $50,000 State Grants Fund $35,778 $0 $0 $0
Supplemental Law Enforcement S $215,904 $209,354 $520,000 $515,000 State Narcotics Asset Forfeiture $589,091 $232,164 $150,000 $150,000 ARPA Federal Stimulus $0 $1,960 $0 $0
Capital Improvement Fund $0 $109,899 $0 $0
Total $67,135,706 $71,798,368 $73,459,926 $80,139,912
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2022 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 260.50 260.00 256.00 259.00 260.00 Performance Measures
Measurable 2020 2021 2022
Total events responded to 111,990 109,377 108,507
Total calls to the Dispatch Center 246,472 241,440 246,140 Average response time priority 1 calls 6:44 min 7:03 min 7:07 min Total firearms seized 105 170 236
Ghost guns seized 15 44 74
Homicides 4 6 12
Prior FY 2022-23 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Implemented the new Sideshow Ordinance 3
• Recruited and hired 35 new employees 3, 6
• Implemented lateral police officer and communications dispatcher hiring incentive 6 • Staff attended 22,905 hours of training and 253 different courses; all sworn staff attended the newly developed implicit bias training 3, 6
• Implemented Restorative Justice Program for Youth 3, 6 • Expanded onsite employee wellness coordinator to a full-time basis 6 • Increased community engagement and outreach 3, 4
• Held successful gun buy-back program taking 423 guns out of the community 3, 4 • Launched data led proactive policing initiative with a focus on violence reduction 3 • Purchased an armored rescue vehicle 3
132
Police
Look
ing Ahead
As we look forward, the priority for the Santa Rosa Police Department is traffic safety, reduction in violent crimes and gun violence, community outreach and organizational wellness.
W
e continue to look for ways to use innovative technology and strategies to aid in a more data-driven policing model, allowing staff allocation to areas where the most need is and providing for a more thoughtful deployment of our limited resources.
W
e will continue to grow our involvement with the community by attending and hosting numerous community events and have an even more significant presence in our community policing efforts.
T
he inRESPONSE progr am has been an enormous success. It is helping the department to reduce the impacts of service-resistant homeless individuals through coordinated care. We plan to expand the number of teams to have an even greater impact. The reality is that some calls are more violent in nature so we are looking into adding a service model that includes a sworn officer in partnership with a clinician for these types of calls and are actively looking for outside funding for this new program.
The D
owntown Enforcement Team is a critical part of the overall strategy for addressing quality-of-life issues in the downtown area. Expanding this team so there is a 7- day-a-week presence requires the addition of 2 new officer positions. These staff members will be the subject matter experts with the evolving case law and federal court orders that are highly complicated and controversial. We continue to research and apply for grant opportunities that may help fill this need temporarily, but more long-term solutions are needed.
The P
olice Department's goal is to re-establish the Gang Crime Team to have an impact on the rise in violent crimes, which has been a priority for the department since being disbanded in 2019. A Sergeant position was added for this team using Measure O funding, allowing the department to begin to phase the team back into place once staffing allows.
W
e continually recruit and hire a diverse workforce but struggle to maintain full staffing levels with the number of retirements and people moving out of the area. The department will continue looking for innovative ways to attract a larger pool of qualified candidates while maintaining our high standards.
I
t is crucial to have civilian staff that supports the entire department and can handle some of the non-violent calls for service. The addition of 1 new Property and Evidence Technician to maintain the chain of custody for all evidence, exemplifies this importance. This Property and Evidence Technician supports the officers and detectives and is a critical part of the department . We will continue to look for ways to reorganize workload, streamline processes, and implement technologies that will increase the capacity of this team. • Renewed focus on removing dangerous R V’s that are negatively impacting our neighborhoods 2, 3
• Introduced new K9 Ghost as the first K9 trained for firearm detection 3 133
This page left blank intentionally
134
Parks & Recreation
P
arks & Recreation Division Description
General Administration - The Administration Division provides central management and administration for the Parks & Recreation Department that includes management of finances, budget, personnel , and information technology, along with oversite of 350 annual temporary employees totaling 128,000 service hours, management of the Recreation enterprise software, asset management, and the CIP Program.
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 softball is the largest program organized in Northern California. Sports 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 centers for all ages: park picnic reservations and rental of Rosie the Trolley are also administered through this Section.
Aquatics - The Aquatics Section includes the operation and specialized maintenance of the Ridgway Swim Center and the Finley Aquatic Center. Programs at the two outdoor, 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 the 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 Section, and staff match interested volunteers with park programs and projects.
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 collaborating 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.
Neighborhood Services/Public Safety Special Tax - 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. Staff 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.
Mission
The Parks and Recreation Office creates community through partnerships and programs. 135
Parks & Recreation
Park & Landscape Maintenance - The Park & Landscape Maintenance Section maintains 1,036 acres of park land and park amenities in neighborhood, community, and regional parks; maintains 15 ac res of specialized parks, at Luther Burbank Home & Gardens and Santa Rosa Rural Cemetery; and 65 acres of landscaped roadway medians. Staff also provide land stewardship for 195 acres of open space, ten special landscaping districts, and landscapes around a variety of City buildings.
Parks Planning - The Parks Planning Section manages the Park s CIP program for park, recreation and historic facility planning, acquisition, design, and development; initiates park enhancements and projects; oversees the preparation and administration of project -related grants; and manages the Bennett Valley Golf Course.
Bennett Valley Golf Course - Bennett Valley Golf Course Enterprise is a premier 18-h ole, 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 a third-party contract.
The City is responsible for certain direct/indirect expenses, capital improvements, and debt obligations.
FTE by Program
Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Reach 100% Pre-COVID Revenue Recovery 6
• Initiate Construction on the Kawana Springs Community Garden and the Finley Aquatic Center Spray Ground 4, 5
• Meet Bennett Valley Golf Course performance objectives for new Touchstone contract 4, 6 • Implement expanded Neighborhood Services Afterschool Sites in partnership with Burbank Housing 3, 4
• Implement water use and conservation improvements at the Bennett Valley Golf Course 4, 5 • Implement the Park Condition Assessment – Phase 2 4, 5 • Implement the CHOICE Grants, Cycle XII 3, 4
Jeff Tibbets
Deputy Director &
Administration
11.8 FTE
Fee-Based
Recreation
4.40 FTE
Bennett
Valley Golf
Course
Contractual
Neighborhood
Services
4.0 FTE
Public Safety
Special Tax
9.0 FTE
Community
Centers
7.80 FTE
Aquatics
7.0 FTE
Parks Project
Section
4.0 FTE
Park &
Landscape
Maintenance
26.0 FTE
136
Parks & Recreation
Major Budget Changes
I
n FY 2023-24, a Citywide reorganization moved the Parks and Landscape Maintenance division and the Bennett Valley Golf Course from the Transportation and Public Works Department (TPW) to the Parks and Recreation Department. The Citywide reorganization also resulted in the Office of Community Engagement department (OCE) being combined with the Communications and Intergovernmental Relations Department (CIRO). The FY 2023-24 Parks and Recreation budget is $33.1M; a $20.4M increase from the prior fiscal year’s adopted budget.
The G
eneral Fund portion of the budget increased by $7.9M, when compared against the FY 2022-23 adopted budget. Salaries and Benefits increased by $4.3M in comparison to FY 2022-23 adopted budget.
A significant portion of the increase is attributed to the Citywide reorganization which resulted in 31.0 FTE’s transferring from TPW to P&R. Additionally, 1.0 FTE Director of Parks and Recreation and 1.0 FTE Recreation Specialist has been added with the associated costs being offset by the elimination of 2.0 FTE vacant Senior Administrative Assistant position. The Citywide reorganization also resulted in 2.0 FTEs from the OCE department transferring to the CIRO department.
The G
eneral Fund supported Service and Supplies increased by $3.8M. The primary driver of this increase is the Citywide reorganization. Approximately, $1.5M of the increase can be attributed to the park-related service contracts largely within landscape maintenance, weed abatement, and security.
Additionally, utilities rose significantly to $1.3M for water, sewer, and electricity required for vegetation, restrooms, lighting, and sports facilities. Ongoing operation and maintenance cost for 1,000+ acres of City park land is reflected in the vehicle and utilities budget. Vehicle expenses increased $600K for the operation and replacement of park vehicles and equipment.
The O
&M projects in the General Fund remained entirely flat. The FY 2023-24 O&M project budget of $315K is comprised of two projects: $190K for the Community Helping Our Indispensable Children Excel (CHOICE) grant, and $125K for the Sonoma County Probation Grant, which funds 1.0 FTE Community Outreach Specialist within the Violence Prevention Partnership.
The C
apital Improvement Fund budget increased to $8.6M as this entire CIP budget was in TPW in the prior year. Along with the transfer of the CIP Fund, the Citywide reorganization also transferred the Bennett Valley Golf Course Enterprise Funds; Railroad Square Maintenance Fund; Measure M Funds, and Special Assessment Funds from TPW. The movement of these funds resulted in a $3.6M transfer of budget to Parks and Recreation.
I
n FY 2023-24, the Public Safety Special Tax (formerly known as Measure O) fund budget increased by $155K, or 6.4% to a total budget of $2.6M. Salaries and Benefits increased by $122K mostly due to increases per MOU changes and various benefit cost increases. Additionally, the CHOICE grant increase of $30K is the result of higher projected revenue for the Public Safety Special Tax for FY 2023-24.
I
n FY 2023-24, the Change for Kid’s fund budget increased by $70K, to a total budget of $247K. This change reflects the anticipated increase in cost associated with temporary employee service hours. 137
Parks & Recreation
Budget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $3,014,106 $2,938,228 $2,744,462 $2,931,341 Fee-Based Recreation $812,763 $1,036,595 $1,337,570 $1,492,856 Aquatics $1,615,842 $1,872,449 $1,954,224 $2,042,511
Neighborhood Services $2,558,445 $2,796,681 $3,218,118 $3,487,485 Community Centers $1,846,749 $1,858,039 $2,235,737 $1,939,476 Regional Parks & Permits $610,951 $0 $867,696 $1,045,987 Regional Parks $0 $0 $0 $312,039
Parks & Landscape Maintenance $0 $0 $0 $7,529,828
Bennett Valley Golf Course $0 $0 $0 $669,988
CIP and O&M Projects $347,745 $243,677 $315,000 $11,628,239 Total $10,806,601 $10,745,669 $12,672,807 $33,079,750
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $4,586,597 $4,485,571 $5,675,403 $8,346,451 Benefits $1,844,532 $1,780,280 $2,054,924 $3,899,288 Professional Services $1,107,869 $1,621,610 $1,711,111 $3,346,863 Vehicle Expenses $82,667 $61,884 $82,940 $726,469
Utilities $17,660 $12,875 $14,089 $1,292,604
Operational Supplies $356,703 $400,324 $580,934 $920,741 Information Technology $539,306 $464,212 $503,619 $647,777 Debt Service $0 $0 $0 $455,889
Liability/Property Insurance $10,004 $14,208 $19,941 $30,782 Other Miscellaneous $50,010 $73,289 $95,545 $189,221 Subrecipient Funding $63,673 $0 $55,000 $50,000
Indirect Costs $58,014 $56,499 $60,810 $86,454
GF Admin Cost Plan $1,741,821 $1,516,552 $1,503,491 $1,458,972 Capital Outlay $0 $14,688 $0 $0
CIP and O&M Projects $347,745 $243,677 $315,000 $11,628,239 Total $10,806,601 $10,745,669 $12,672,807 $33,079,750
138
Parks & Recreation
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $8,460,608 $8,347,956 $10,070,591 $17,956,499 Public Safety Special Tax - Recreation $2,232,963 $2,347,365 $2,425,756 $2,581,463 State Grants Fund $95,967 $37,912 $0 $0
Change For Kids Fund $173 $3,149 $176,460 $246,522
Measure M - Parks 2019 $0 $0 $0 $167,980
Capital-Measure M Parks $0 $0 $0 $1,300,000
Maintenance-Measure M Parks $0 $0 $0 $1,040,000
Recreation-Measure M Parks $0 $0 $0 $260,000
Capital Improvement Fund $0 $0 $0 $8,613,239
St. Francis Knolls $0 $0 $0 $2,667
Stony Ranch $0 $0 $0 $8,664
The Orchard at Oakmont $0 $0 $0 $59,471
Sandra's Place Tax District $0 $0 $0 $5,569
Woodbridge Tax District $0 $0 $0 $13,758
North Village I Special Tax Di $0 $0 $0 $11,688
Kawana Springs 6 Special Tax D $0 $0 $0 $8,594
Gardens STD 2006-1 Zone 10 $0 $0 $0 $24,398
Bennett Valley Golf Course Ops $0 $0 $0 $272,075
Taxable Golf Bond Debt Serv $0 $0 $0 $130,747
Tax-exempt Golf Bond DS $0 $0 $0 $267,166
Railroad Square Maintenance Fu $0 $0 $0 $9,250
Expendable Fund-No Int Allocation $16,890 $9,287 $0 $100,000 Total $10,806,601 $10,745,669 $12,672,807 $33,079,750
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time
Equivalent 44.00 42.00 42.00 44.00 74.00
139
Parks & Recreation
Performance Measures
Indicators FY 2020-21 FY 2021-22
FY 2022-23
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
Per-capita park maintenance expense
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
Number CHOICE Grants awarded 11 11 11
Amount CHOICE Grants awarded $840,000 $840,000 $840,000 Number of CHOICE Mini-Grants awarded 11 10 0
Amount CHOICE Mini-Grants awarded $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
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section)
• Exceed 85% pre-COVID revenue recovery goal 6
• Created a Recreation Permit desk (sports field permits, park permits, and picnic reservations) at Steele Lane Community Center and Facility Rental desk (Finley, Steele Lane, historical sites, and clubhouses) at Finley Community Center to streamline customer service 4 • Resumed City Sluggers and City Booters and brought on the National Academy of Athletics to provide a variety of youth sports serving a total of 850 youth 4 • Completed agreements with local School Districts for Neighborhood Services summer camp (Recreation Sensation) to serve 400 youth
6 • 17% increase in Neighborhood Services youth membership by adding priority neighborhoods as a qualifying factor
3, 4
• Secured $12,502,000 in grant funding for Kawana Springs Community Park, Martin Luther King Junior Park, and Lower Colgan Creek Park
5 • Completed construction drawings for Kawana Springs Community Garden and Finley Aquatic Center Spray Ground
5 • Installed new picnicking features at Bayer Neighborhood Park and DeTurk Round Barn Park 4, 5 • Installed a new playground at Colgan Creek Neighborhood Park 4, 5 • New Bennett Valley Golf Course Operations Agreement with Touchstone 6 • Maintained 1036 acres of parks and 65 acres of roadway landscapes 5, 6 140
Parks & Recreation
• Implemented the Volunteer Trailer to support parks volunteer events 4, 6 • Facilitated 28 volunteer events, including the Park A Month Program 4, 6 • Implemented an updated Adopt A Green Space Program 4, 6 Looking Ahead
The r
eorganized Parks & Recreation Department is facing an aging parks system with over 1,000 developed acres, six major Recreation facilities, and thousands of park amenities. Fire recovery continues in the City’s Parks, with attention spreading to the construction of several Community and Neighborhood parks already in the design process.
E
xpanded partnerships with Schools and Burbank Housing are providing thousands more children with recreation alternatives outside of school hours and will require developing new staff and operationalizing locations to ensure success. Long-term strategic planning and programming for youth services can now update with the renewal of the Public Safety Tax (Measure O/H), and the reintegration of the Violence Prevention Partnership back into the Department.
141
This page left blank intentionally
142
Santa Rosa Water
D
epartment Description
Santa Rosa Water (SRW) strives to be a resilient organization through leadership, service, stewardship, and innovative planning to provide essential water services and invest in a sustainable future for our community.
The core values of the department are excellence, integrity, teamwork, transparency, innovation, and inclusiveness.
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.
Ther
e are separate enterprise funds that finance each of these operations.
A
dministration - 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 which 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.
S
torm 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.
W
ater Resources - Ensures water quality meets and exceeds all regulatory requirements , 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.
W
ater 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.
W
astewater 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
P
rovide essential water services and invest in a sustainable future for our community:
Our future in every drop!
143
Santa Rosa Water
FTE by Program
Major Budget Changes
The FY 2023-24 Water budget is $182M; a $9M, or 5.2% increase from the prior fiscal year’s adopted budget. A $1.9M increase in Salary and Benefits occurred primarily due to increases per MOU changes and various benefit increases. There was also the addition of 1.0 FTE Quality Control Associate and the addition of 1.0 Water Quality Supervisor.
The W
ater department’s services and supplies saw a $5.5M, or 7.2%, increase compared to the prior fiscal year. Purchase of Water increased in FY 2023-24 by $2.5M, or 16.5%, partially due to a 10.5% water cost increase from the Sonoma County Water Agency. The City is also purchasing more water being that water shortage restrictions have been lifted. There was a $1.4M increase in electricity costs, within the utilities category, due to rising electricity costs. The Chemicals budget also increased by $556K, primarily due to significant cost increases for chemicals needed for the Laguna Treatment Plant. There was also an increase of $257K, or 10.3%, in Information Technology services.
The G
eneral 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 increasing by $106K or 15.2%. The majority of this increase is due to the addition of
1.0 FTE Quality Control Associate being added in FY 2023-24 mentioned above.
Ther
e was also a $1M increase in CIP and O&M projects, compared to the prior fiscal year, due to various project increases and decreases.
Strategic Goals and Initiatives for FY 2023-24
Numbers at the right show relation to City Council Goals; see Council Goals Section) • Financial Stability 3, 4, 5
• Investing in our Employees 6
• Improve Infrastructure Resilience and Reliability 5, 7 • Climate Change Adaptability 5, 7
• Regulatory Compliance 3, 4
Jennifer Burke
Director
8.0 FTE
Administration
46.0FTE
Engineering
Resources
24.0 FTE
Storm Water
and Creeks
12.0 FTE
Water
Resources
7.0 FTE
Water O&M
51.0 FTE
Local WW
O&M
28.0 FTE
Wastewater
Resources
Recovery
79.0 FTE
Wastewater
Resource
Distribution
23.0 FTE
Santa Rosa Water
144
S anta Rosa Water
B
udget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Administration $4,758,812 $7,865,232 $9,284,733 $9,663,170 Purchase of Water $17,355,962 $15,437,921 $15,307,147 $17,833,000 Storm Water and Creeks $2,123,052 $2,139,332 $2,581,358 $2,835,376 Water Resources $1,063,955 $1,172,372 $1,178,832 $1,253,398 Water O&M $16,495,238 $17,376,493 $21,123,300 $21,637,649 Local Wastewater O&M $11,690,420 $11,818,549 $13,638,405 $13,871,941 Wastewater Resource Recovery $24,042,689 $24,959,785 $28,461,797 $31,726,010 Wastewater Resource Distribution $7,167,529 $7,296,000 $7,875,922 $8,630,181 Debt Service $81,340,032 $26,806,421 $27,662,823 $27,668,524 Engineering Resources $3,539,122 $3,522,035 $3,578,455 $3,610,531 CIP and O&M Projects $52,431,560 $35,790,769 $42,341,343 $43,339,929 Total $222,008,371 $154,184,909 $173,034,115 $182,069,709 Expenditures by Category
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
Salaries $20,100,493 $22,204,505 $24,868,148 $25,824,655 Benefits $12,426,724 $13,255,026 $16,099,245 $17,004,361 Professional Services $4,092,317 $4,373,331 $6,022,337 $6,082,736 Utility Billing Services $3,917,496 $4,225,565 $4,150,130 $4,284,775 Vehicle Expenses $2,742,720 $2,922,815 $4,170,321 $4,166,266 Utilities $5,427,252 $6,063,638 $6,025,402 $7,383,556 Purchase Water $17,356,013 $15,437,832 $15,307,147 $17,833,000 Operational Supplies $3,737,361 $4,409,170 $5,853,774 $6,444,715 Information Technology $2,329,733 $2,390,091 $2,680,387 $2,947,623 Debt Service $81,739,397 $27,071,004 $27,918,387 $28,046,058 Liability & Property Insurance $1,074,674 $1,269,890 $1,725,338 $1,869,356 Other Miscellaneous $2,530,321 $935,470 $2,278,276 $2,518,918 Subrecipient Funding $0 $1,058,627 $0 $0
Indirect Costs $11,971,157 $12,311,828 $13,468,880 $14,253,761 Capital Outlay $131,153 $465,348 $125,000 $70,000
CIP and O&M Projects $52,431,560 $35,790,769 $42,341,343 $43,339,929 Total $222,008,371 $154,184,909 $173,034,115 $182,069,709 145
Santa Rosa Water
Expenditures by Fund
2020 - 2021
Actual
2021 - 22
Actual
2022 - 23
Budget
2023 - 24
Budget
General Fund $618,248 $832,005 $698,045 $804,466
Capital Facilities Fee Fund $1,007 $5,231 $0 $0
Capital Improvement Fund $1,220,988 $2,804,174 $393,315 $642,488 Stony Ranch $0 $0 $2,000 $500
Woodbridge Tax District $0 $2,546 $32,000 $500
Kawana Springs 6 Special Tax District $0 $0 $15,077 $17,070 Kawana Town Center Special Tax District $0 $0 $5,498 $0 Gardens STD 2006-1 Zone 10 $0 $0 $0 $2,000
Lantana STD 2006-1 Zone 11 $0 $0 $0 $26,500
Utilities Administration Fund $9,638,247 $12,691,756 $14,257,712 $14,767,099 Water Utility Operations $34,123,855 $33,341,898 $36,881,079 $39,680,718 Water Capital Fund $13,354,435 $10,762,714 $14,203,700 $14,629,811 Water Demand Fee Fund $335,911 $0 $0 $0
2018 Water Bond Debt Service $632,188 $627,524 $707,000 $711,000 Local Wastewater Utility Fund $11,771,993 $11,904,048 $13,787,020 $14,004,941 Local Wastewater Capital Fund $19,655,943 $11,971,216 $13,111,900 $13,505,257 Local Wastewater Demand Fee $26,000 $85,737 $80,000 $50,000 Subregional Waste Operations $34,956,086 $35,852,716 $40,575,208 $43,785,495 2020 Subregional Construction $922,069 $797,566 $0 $0
2020 Subregional Bonds $1,938,204 $3,634,502 $4,752,302 $5,897,304 Subregional Waste Capital $11,069,219 $4,585,267 $9,000,000 $10,000,000 2018 WW Refunding Debt Service $3,085,910 $3,031,531 $3,187,200 $691,450 2016 WW Refunding Debt Service $11,746,272 $11,738,459 $11,734,000 $7,594,200 2014 Wastewater Debt Service $875,202 $878,709 $1,454,450 $1,521,450 2012 WW Refunding Debt Service $56,085,965 $0 $0 $0
2014 Wastewater Construction $1,383,522 $345,351 $0 $0
2008A Subregional Construction $27,938 $79 $0 $0
Storm Water Enterprise Fund $805,923 $835,619 $965,945 $961,748 Storm Water -Creek Restoration $756,955 $560,565 $1,362,793 $1,522,592 2002B Subregional WW Debt Service $6,976,291 $6,895,696 $5,827,871 $11,253,120 Total $222,008,371 $154,184,909 $173,034,115 $182,069,709 Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 247.50 247.50 248.50 276.00 278.00 146
S anta Rosa Water
Performance Measures
Regional Water Reuse* 2020 2021 2022
Billion gallons of wastewater treated 5.5 6.0 5.7
Treated wastewater recycled 100% 100% 100%
Biosolids reused 100% 100% 100%
EC inspections - Grease related food industries 228 696 738 People attending Treatment Plant Educational Tours 75 1,067 204 Laguna Environmental Laboratory Analytical Results 28,619 26,073 28,171 Laguna Environmental Laboratory Aliquots 17,449 16,562 16,691 Laguna Environmental Laboratory Samples Analyzed 11,279 10,999 11,535 Laguna Environmental Laboratory Total Work Orders 4,859 4,985 5,332 Water Supply, Distribution and Quality*
Miles of water main in system 625 627 628
Million gallons of water purchased 5,873 5,162 4,946
Million gallons metered water delivered 5,828 5,182 5,147 Million gallons water produced from well 408.4 431.3 344.5 Unaccounted for water 7.0% 7.2% 6.3%
Water Main repairs 18 23 21
Gross Gallons Per Capita Per Day (GPCD) 96 86 82
Local Wastewater Collection*
Miles of sewer main in system 596 597 597.4
Miles of sewer lines flushed 224 300 243
Miles of sewer lines rodded 3.1 3.3 3.41
CCTV inspection of sewer main miles 108.8 97.4 66
Sewer Main repairs 42 60 88
Sewer laterals repair/replace 47 42 47
Engineering*
Number of water and/or sewer connection permits issued 763 773 547 Miles of water line replaced 1.43 3.2 1.58
System replaced (%) – Water Line 0.11% 0.24% 0.15%
Miles of sewer main replaced 1.88 0.9 2.12
System replaced (%) – Sewer Main .06% 0.01% 0.28%
Water CIP projects completed 4 4 2
Wastewater CIP projects completed 3 0 3
Laguna Treatment Plant CIP projects completed 1 2 1
Storm Water and Creeks Section **
Educational creek related activities with youth 249 205 280 Volunteer creek cleanups 67 62 126
147
Santa Rosa Water
Cubic yards of debris removed from creeks 883 1,452 1,134 Illicit spill discharges responded to by SW Team 106 95 125 Water Billing *
Number of Calls 56,271 49,453 45,191
Number of Transactions for Revenue Collected 562,258 558,157 555,533 Counter Customers 20,884 1,130 1,827
*Calendar Year
**Fiscal Year
Prior FY 2023-24 Accomplishments
(Numbers at 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 2022. From the State’s most recent information, our annual metric for SSOs per 100 miles of pipe for 2020 was 0.34. The region, however, was 12.65 and the State average was
23.95. 3, 5
• Responded to 1, 478 customer service calls as they relate to water and local wastewater, including 296 by after-hours personnel. Received approximately 6,800 requests for USA mark-outs. Preventative maintenance was performed on 705 fire hydrants. Repaired 46 fire hy
drant knockdowns, repaired 14 leaking hydrants, and flow-tested 28 fire hydrants. 3, 5
• The Farmers Lane Well Treatment Plant produced 344,560,975 gallons of potable drinking water.
3, 4
• The Water Quality Team responded to 334 unique water quality customer calls and obtained 1,680 routine bacteriological samples, with no coliform violations per the Environmental Protection Agency’s Total Coliform Rule.
3 • In early 2022, the Take it From the Tap! Program returned to local schools for in-person education. The program educates school-age children about our water supply and the health, environmental, and cost-saving benefits of choosing tap water. In FY 2022-23 the program reached 2,800 students in schools, after-school programs, and summer camps. 3 • In September 2022, Santa Rosa Water launched the “Our Water Future” project to explore options for diversifying and increasing the City’s water supplies to reduce vulnerability to prolonged droughts, climate change, and catastrophic events. The scope of work includes soliciting input from a wide range of interests, establishing a long-term water supply goal, identifying potential water supply sources, conducting a feasibility study, developing al
ternative portfolios for increasing water supply resiliency and reliability, and preparing an adapt
ive Water Supply Alternatives Plan to achieve the city’s water supply goals. The pr
oject includes an interdisciplinary team of Water staff, an external stakeholder group of community leaders, and community webinars to inform the public and solicit input. The Plan is anticipated to be completed in late fall 2023.
3, 5, 7
• On March 14, 2023, in response to favorable water supply conditions in the region, the Santa Rosa City Council rescinded the city’s water shortage emergency that was instituted on June 29, 2021. During the emergency, Santa Rosa Water customers reduced their water use by 18% when compared to 2020 and saved more than 1.8 billion gallons of water. 3, 7
• The Water Use Efficiency team completed over 260 indoor and/or outdoor residential Water-Use Efficiency Check-Ups and conducted over 500 pre- and post-inspections for the Cash for Grass lawn removal rebate program, resulting in over 258,000 square feet of grass removed and replaced with low water use landscapes. The 16 -year-old Cash for Grass Program achieved the 4,000,000 square foot of turf removed milestone in January 2023. 7 148
S anta Rosa Water
• COVID arrearage work continued during 2022. SRW resumed the typical collections process and began billing and collecting delinquent fees, completed reporting to the State on the number and total value of funding applied to arrearage accounts. For the State Water Resources Water and Wastewater Arrearages program, $353k for water and $623k for wastewater has been applied to qualified customer accounts. Through the Low- Income Household Water Assistance Program, $52k in funding has been secured and applied t o ar
rearage accounts.
4 • Maintained over 1,000 active sewer use permits for businesses and industries throughout the Regional System.
3, 5
• Expanded our program with the Center for Disease Control for monitoring viruses i n wastewater to include SARS CoV- 2, MPOX, Influenza A, Human Metapneumovirus, and Norovirus.
3 • Started the Lower Colgan Creek Restoration Project Phase 3, which included the purchase of land and receiving grant awards greater than $4.3 million. 5 • 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 345 education and stewardship events. Engaged 8,482 residents, including 6,833 youth who volunteered 3,657 service hours.
3, 5
• Received $500,000 in grant funding for the city’s initial Storm Drain Master Plan (SDMP) and selected a consultant to create the SDMP.
3, 5
Looking Ahead
Fi
nancial Planning - As recovery from the COVID-19 pandemic continues, staff will be actively working on collecting any outstanding balances created from the State’s shut-off moratorium during the emergency.
S
taff will begin the rate-setting process during this year, beginning with securing a rate consultant to perform a rate study and developing the communications and outreach planning that will be implemented as the new rate schedule is being developed.
Local
Operations - Santa Rosa Water (SRW) performed an analysis on our two production wells and the drinking water treatment facility at Farmers Lane, which will be used to drive operational decisions that will maximize productivity and increase our annual cost savings. The data collected can be used to determine when we should start our seasonal production, the pump rate for the wells, the expected total production per year, and the anticipated value of operating drinking water production wells. SRW anticipates achieving annual cost savings of $500,000 - $1,000,000 from these assets, based on the current cost comparison of purchasing water from our wholesale supplier.
W
ater Use Efficiency - In September 2022, Governor Newsom signed Assembly Bill 179, which included an appropriation of $1.5 million for SRW to launch a Direct Install Water Use Efficiency Project. In 2023, SRW will launch an indoor direct install program utilizing this funding, which aims to install approximately 2,000 new high-efficiency toilets, showerheads, and bathroom and kitchen faucet aerators on a first-come, first-served basis. This program will achieve over 1,400 acre-feet of water savings over the expected lifetime of these devices.
Laguna Treatment Plant - SRW will begin an effort to revitalize the Laguna Treatment Plant tour program, including a staff training program and an educational signage plan for the facility. This project will improve our outreach efforts to educate our local community on the value and benefit of wastewater treatment and beneficial reuse. This project is expected to conclude in late 2024. 149
Santa Rosa Water
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 with Sonoma Water and the Town of Windsor to develop and implement phosphorus credit projects for permit compliance under the Water Quality Trading Framework. We plan to execute the Colgan Creek Reaches 1 and 2 Restoration Plan which should provide up to 8,000 phosphorus credits. 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 2023. 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.
Asset Management - 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. In 2017, SRW initiated a multi-year effort to replace our current enterprise asset management software, Hansen, with Cityworks, a City-wide software solution. Cityworks went live in 2022 and is currently used by Public Works, Parks and Recreation, Facilities, and Parking. It will be implemented for SRW in 2023 and will significantly improve the efficiency of the services maintaining city assets and produce condition and other data points to improve the forecasting and planning of asset replacement.
150
Successor Agency to the Former
Redevelopment Agency
D
escription
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 existing valid funding agreements, contracts, and projects.
P
er the Health and Safety Code 34179, all individual successor agencies’ boards in Sonoma County were consolidated into a single oversight board on July 1, 2018. 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.
6 Strategic Goals and Initiatives for FY 2023-24
(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 Consolidated Oversight Board before being submitted to the State Department of Finance for approval no later than February 1st of each year.
Chris Rogers
Chair
William Arnone
Board Member
Grant Davis
Board Member
Nance Jones
Board Member
Amie Carter
Board Member
Kate Jolley
Board Member
Jana Blunt
Board Member
Consolidated
Oversight Board
151
Successor Agency to the Former Redevelopment Agency
Major Budget Changes
The FY 2023-24 Successor Agency budget is $3M, falling $1K, or 0.04%, over the prior year’s adopted budget. The decline is primarily due to a reduction in lower scheduled payments for the redevelopment bond.
Budget Summary
Expenditures by Program
2020 - 21
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 24
Budget
Successor Agency $3,055,093 $3,049,630 $3,023,661 $3,022,314 Total $3,055,093 $3,049,630 $3,023,661 $3,022,314
Expenditures by Category
2020 - 21
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 24
Budget
Professional Services $27,992 $25,992 $3,000 $3,000 Debt Service $3,027,101 $3,023,638 $3,020,661 $3,019,314 Total $3,055,093 $3,049,630 $3,023,661 $3,022,314
Expenditures by Fund
2020 - 21
Actual
2021 - 22
Actual
2022 - 2023
Budget
2023 - 24
Budget
SA RDA Obligation Retirement Fund $3,055,093 $3,049,630 $3,023,661 $3,022,314 Total $3,055,093 $3,049,630 $3,023,661 $3,022,314
Prior FY 2022-23 Accomplishments
(Numbers at right show relation to City Council Goals; see Council Goals Section) 6 • Complied 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 P
ayment Schedules (ROPS).
152
Transportation & Public Works
D
epartment Description
The Transportation & Public Works Department is divided into ten programs, in addition to the department’s General Administration:
T
raffic Engineering - Traffic Engineering is responsible for managing the placement and maintenance of street signs and striping throughout the City’s 512 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 electrical systems in City -owned facilities; Materials Engineering and Facilities Maintenance are described below.
Faci
lities 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, utilities (gas, electricity, and water/sewer), elevator and heating, ventilation, and air conditioning ( HVAC) repairs, fire alarm systems, permits, underground tank monitoring, and emergency generators.
M
aterials Engineering - Responsible for quality assurance of 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).
C
apital 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.
Fi
eld 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.
Real Estate Services - Responsible for all Citywide acquisition and surplus sales. The RES team provides Real Estate and Right of Way Services to all City Departments and manages over 1800 pieces of City owned property as well as over 80 City leases. In addition to acquisition, sales , and leases, the team also performs all right of way functions, the City’s Capital Improvement Projects such as; fire stations, parks, and biosolid lands. Over the last few years, the team has worked with multiple City Departments on the City’s economic goals, executing exclusive negotiation agreements disposition and development agreements, and providing analysis and proformas on City owned properties, to bring development into the downtown core as well as low -income housing development outside of the downtown.
Mission
E
nhancing 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.
153
Transportation & Public Works
T
ransit - Manages and operates Santa Rosa City Buses, providing fixed-route bus service throughout Santa Rosa, and Santa Rosa Paratransit, the City’s Americans with Disabilities Act (ADA) curb-to-curb paratransit service. The Division operates the Downtown Transit Mall (a regional hub served by five transit operators), coordinates services with transit partners including SMART, Sonoma County Transit, and Golden Gate Transit, administers several free and reduced fare programs, and conducts a range of marketing, outreach, and travel training activities to promote transit use.
Zer
o 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, 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
• Break ground on Hearn Interchange 5
• Begin update process for the Bicycle and Pedestrian Master Plan • Continue to work with local transit partners to implement Phase 2 of the Sonoma County Transit Integration and Efficiency Study scope, including development of an Integrated S
ervice Plan
• Deploy five additional battery-electric buses in revenue service • Continue expansion of CityBus Unlimited Pass Program to provide fare-free access to transit
• Launch a two-year pilot program providing fare-free countywide transit access for K through 12th grade youth
• Invest in and maintain city-owned road, facility, electrical and mechanical infrastructure to r
egional, state, federal and industry standards
3, 5
5, 6, 7
5,
7 4, 5, 7
4 , 5, 7
3,
5 Strategic Goals and Initiatives for FY 2023-24
(Numbers at the right show relation to City Council Goals; see Council Goals Section) Transportation & Public Works
Director of Transit and Public Works (vacant)
1.0 FTE
General
Admin.
8.0 FTE
Real
Estate
Services
4.0 FTE
Traffic
Engineering
8.0 FTE
Capital
Projects
Engineering
55.0 FTE
Field
Services
80.0 FTE
Materials
Engineering
8.0 FTE
Facilities
Maint.
18.0 FTE
Transit
78.0 FTE
Zero Waste
Program
1.0 FTE
154
Transportation & Public Works
• Develop a highly skilled and motivated team
• 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
• Increase professional development – post pandemic -Identify and promote t
raining/conference opportunities for all CPE staff
• 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
• Invest in and maintain city owned facilities, roads, electrical and mechanical systems • Southwest Greenway acquisition
• Successfully negotiate Development Agreements for Housing on Downtown City Surplus Parcels
6 6
6 6,
7 6,
7 2, 3, 5
6 5
4, 3
1, 3, 4
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 2023-24 budget is $92.0M, a decrease of -$7.9M, or -8.0%, over the prior year’s adopted budget. The decrease is largely due to the Citywide reorganization of Parks and Landscape Maintenance and the Bennett Valley Golf Course moving from TPW to Parks and Recreation.
The
General Fund makes up 29.0% of the department’s budget, decreasing -$5.6M over the prior year to a total of $27.0M. Salaries and Benefits decreased by -$3M in comparison to FY 2022-23 adopted budget.
A significant portion of the decrease is attributed to the Citywide reorganization which resulted in 31.0 FTEs transferring from TPW to P&R Additionally, the General Fund saw a reduction in Services and Supplies of -$2.9M from the prior fiscal year; -$1.3M in Other Outside Services, -$1M in Utilities, -$345K due to fleet and -$256K for operational supplies.
The C
apital Improvement Fund makes up 29. 0% of the department’s overall budget. Over the prior year the fund decreased by $4.0M , ending with a total budget of $25.8 M in FY 202 3-24. The Citywide reorganization also transferred the Bennett Valley Golf Course Enterprise Funds; Railroad Square Maintenance Fund; Measure M Funds and Special Assessment Funds. The movement of these funds resulted in a $3.6M transfer of budget to Parks and Recreation in FY 2023-24.
The E
quipment Repair and Replacement Internal Service Funds increased by $1.0M over the prior year.
This is mainly attributable to a $ 1.0M 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 remained relatively flat year over year. Services & Supplies increased by $100K, most of this increase is the result of the expected higher cost of parts to maintain the City’s fleet.
The Tr
ansit Enterprise Fund budget is $16.6M, an increase of $1.3M, or 9.0% over the FY 2022-23 adopted budget. Salaries & Benefits grew by $414K or 8.2% which included increases from MOU changes and $80K in CalPERS retirement benefit. Services and Supplies increased by $871K , mainly due to $575k in electricity usage to power the City’s fleet of new electric buses. Additionally, $150K increase for Paratransit service contract.
155
Transportation & Public Works
B
udget Summary
Expenditures by Program
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Administration $1,614,356 $1,661,188 $1,651,462 $1,622,032 Transit $11,903,576 $13,173,225 $15,219,523 $16,573,231 Real Estate Services $0 $0 $619,613 $743,400
Capital Projects Engineering $2,199,952 $2,889,240 $2,928,341 $3,384,031 Facilities $4,342,661 $5,003,929 $5,482,411 $5,674,725
Materials Engineering $655,485 $681,109 $759,261 $757,173 Regional Parks $6,305,510 $7,470,806 $7,498,455 $0
Zero Waste Operations $0 $162,866 $166,670 $278,014
Traffic $1,451,490 $1,706,061 $1,827,329 $1,946,496
Bennett Valley Golf Course $512,936 $573,810 $583,920 $0 Field Services $23,906,776 $19,839,632 $32,772,253 $34,510,236 CIP and O&M Projects $20,579,657 $21,893,226 $30,364,418 $26,434,395 Total $73,472,399 $75,055,092 $99,873,656 $91,923,733
Expenditures by Category
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
Salaries $15,528,202 $17,855,875 $18,916,442 $17,048,422 Benefits $10,274,227 $10,899,949 $12,497,504 $11,565,246 Professional Services $2,976,152 $3,254,546 $3,366,521 $2,090,212 Vehicle Expenses $3,933,102 $4,717,373 $5,367,646 $5,681,840 Utilities $3,965,289 $4,185,974 $5,212,123 $4,236,412 Operational Supplies $2,971,500 $2,720,742 $3,132,372 $2,987,315 Information Technology $1,166,125 $1,283,040 $1,293,531 $1,274,718 Debt Service $453,318 $451,529 $458,606 $0
Liability/Property Insurance $418,992 $450,576 $450,687 $400,641 Other Miscellaneous $518,775 $893,654 $904,524 $822,014 Transportation Purchase $1,167,413 $1,365,434 $1,410,000 $1,575,000 Indirect Costs $1,805,304 $1,781,069 $1,703,775 $1,759,511 General Fund Administration $1,635,834 $2,217,228 $2,710,332 $3,038,007 Capital Outlay $6,078,509 $1,084,877 $12,085,175 $13,010,000 CIP and O&M Projects $20,579,657 $21,893,226 $30,364,418 $26,434,395 Total $73,472,399 $75,055,092 $99,873,656 $91,923,733
156
Transportation & Public Works
Expenditures by Fund
Funding Source
2020 - 2021
Actual
2021 - 2022
Actual
2022 - 2023
Budget
2023 - 2024
Budget
General Fund $27,551,803 $31,248,091 $32,588,080 $27,007,860 AB 434 Funds (Transit) $22,080 $188,236 $0 $0
ARPA Federal Stimulus $0 $12,598 $0 $0
Measure M - Parks 2019 $36,110 $266,069 $171,042 $0
St. Francis Knolls $2,587 $3,886 $2,969 $0
Stony Ranch $203 $400 $8,728 $0
The Orchard at Oakmont $16,251 $45,992 $53,714 $0
Sandra's Place Tax District $274 $196 $6,025 $0
Woodbridge Tax District $875 $1,090 $13,624 $0
North Village I Special Tax Di $116 $1,712 $11,636 $0
Kawana Springs 6 Special Tax D $0 $0 $8,120 $0
Catalina/Amorosa STD Zone 7 $0 $0 $19,289 $0
Gardens STD 2006-1 Zone 10 $0 $0 $938 $0
Utilities Administration Fund $826,601 $1,134,923 $1,206,881 $1,274,342 Municipal Transit Fund $10,674,451 $11,689,280 $13,693,693 $14,861,923 Transit Capital Fund $470,820 $1,350,575 $0 $0
Paratransit Operations $1,229,125 $1,483,945 $1,525,830 $1,711,308 Bennett Valley Golf Course Ops $202,454 $251,920 $188,559 $0 Taxable Golf Bond Debt Serv $129,411 $130,060 $132,736 $0 Tax-exempt Golf Bond DS $260,662 $258,225 $262,625 $0
Storm Water Enterprise Fund $526,703 $492,971 $593,056 $614,601 Equipment Repair $5,985,374 $5,528,899 $6,548,086 $6,395,515 Equipment Replacement Fund $7,148,424 $2,021,823 $13,065,147 $14,222,789 Railroad Square Maintenance Fu $4,045 $4,242 $7,460 $0
Capital Improvement Fund $18,384,030 $18,939,959 $29,765,418 $25,835,395 Total $73,472,399 $75,055,092 $99,873,656 $91,923,733
Authorized Full-Time Equivalent (FTE) Positions – All Funds Fiscal Year FY 2019 - 20 FY 2020 - 21 FY 2021 - 22 FY 2022 - 23 FY 2023 - 24 Full-Time Equivalent 290.00 287.00 288.00 292.00 261.00 Performance Measures
INDICATORS: FY 2020-21 FY 2021-22 FY 2022-23
Travel Time Along 5 Major Arterial Streets (PM
Peak)
College/West College Avenue
Cleveland Avenue to 4th Street 3:16 4:32 3:31
Guerneville Road/Steele Lane
Range Avenue to Illinois Street/County Center Drive 2:11 2:27 1:59 Mendocino Avenue
College Ave to Steele Lane 2:56 2:53 3:30
Santa Rosa Avenue
Baker Overcrossing to Yolanda Avenue 3:21 4:03 2:44
Stony Point Road
West College Avenue to Hearn Avenue
6:45 6:22 9:50
157
Transportation & Public Works
Capital Projects Engineering 2020 2021 2022
Number of New Projects Bid 30 11 20
Total Value of New Projects Bid (Engineer’s Estimates) $21.7M $10.4M $113.7M Notices of Completion Filed 24 12 9
Transit FY 2020-21 FY 2021-22 FY 2022-23
Routes meeting system productivity standards Measure
Suspended*
0 0
Average systemwide on-time performance of 90% 90.6% 88% 86% Paratransit passengers/hour equal or greater than 2.4 Measure Suspended*
1.69 1.80
* Due to COVID-related reductions in service/demand
Fleet Services 2020* 2021* 2022*
Mechanic productivity: goal 1,500
hours/mechanic/year 1266 1356 1328
Vehicle Downtime: goal under 5% 2.21% 3.05% 3.06%
Preventive Maintenance Performed On-time: goal 90% 75% 71% 60.28% Scheduled versus Non-Scheduled Repairs: goal (60%
or higher) versus (40% or lower)
70.2%
/29.8%
67.18%
/32.82%
67.29%
/32.71%
Annual Parts Inventory Turn (annual sales/inventory
value): goal 4-6 2.6 3.34 2.86%
Parts Fill Rate: goal 90% within 24 hours 93.04% 87.07% 94.21% * Calendar Year
Prior FY 2022-23 Accomplishments
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Completed Local Road Safety Plan for Fourth St, Montgomery Dr, and North Dutton Avenue to incorporate bicycle and pedestrian infrastructure improvements. Developed a plan to include bike lanes on Mendocino Ave between Fourth St and College Ave. 3 • Broke ground on the Fulton Rd Widening Proje ct adding bicycle, pedestrian, and vehicle enhancements between Piner Rd and Guerneville Rd. utilizing roller compacted concrete technology.
5 • Collaborate with CPUC and SMART to install and test the first sanctioned (by CPUC) pedestrian activated crossing adjacent to an active rail line and provided before and after data to support the installation.
3 • Received approval to program $3.8M in One Bay Area Grant 3 funds for the Hearn Multi - use Path and Downtown Connectivity Plan. 5
• Completed North Truck Sewer Replacement project from Mendocino Avenue to Terra Linda. 5
• Developed funding plan in collaboration with SCTA to begin construction of the Hearn Avenue Interchange. 5
• Fire Station 5 design build contract awarded. 5
• Hearn Hub community outreach and project concept design underway. 3, 5 158
Transportation & Public Works
• Facilities crews assembled 6 Remote Automated Weather Station s for fire prevention, installed ADA accessible picnic area at DeTurk Park, enclosed a 1,600 square foot warehouse area at LTP to protect equipment, and restored the Sonoma County Health building for the InResponse team by deep cleaning, painting, and repairing plumbing and leaking windows.
5,6
• Developed the City’s first electric bus charging station, capable of charging up to ten battery- electric buses 5, 7
• Took delivery of the City’s first four battery electric transit buses which began revenue service in January 2023 5, 7
• Secured $8.6 mil lion in competitive state and federal grant applications for 6 additional electric buses and a second phase of bus charging infrastructure. 5, 7 • Continued transit integration work with SCT and Petaluma Transit including securing funding from the Sonoma County Climate Initiatives program for a two-year countywide fare free transit program for youth beginning July 1, 2023
4, 6, 7
• Surplused 4 downtown City- owned Parcels for Housing development 1, 4 • Sent out Notices of Availability for Downtown City-owned parcels 1, 4 • Completed the acquisition of land for the future Hearn Community Hubb Project 4, 3 • Completed the mapping of parcels for the Southeast Greenway 4, 3, 1 • Amended and/or maintained over 80 Citywide leases 3, 4, 5 • Completed over 18 easement acquisitions for Capital Improvement Projects 5, 4, 3 • Completed 4 new or amended telecommunication sites on City Property 3, 5 • Completed the acquisition of land for the rebuild of Fire Station 5 in Fountaingrove 3 • Applied for $15 million to IIGC grant to assist with the development of the City’s downtown surplus parcels 1, 4, 5
• In conjunction with Housing and Community Services, completed the development agreement and sale of the old Bennett Valley Senior Center, City -owned property, to an affordable housing developer, for a 62-unit affordable housing development. 1, 2, 3, 4
• The Debris Removal Team (DRT) removed 2932 cubic yards of debris from the public right- of-way.
2, 3, 5
• The street maintenance team filled 5,269 potholes and performed weed removal throughout the Wildland Urban Interface (WUI) and roadside areas of the city. 5 • Cityworks reports were developed to evaluate metrics for Streets maintenance operations. 3, 5 • Fleet Maintenance designed and built 4 new In-Response vehicles. 2, 3 • Purchased 12 mid-size Battery Electric Vehicles (BEV) and 15 hybrid police patrol vehicles. 7 • A replacement fund was created to budget for the replacement of fire apparatus at the end of their life cycle. 3, 5
Looking Ahead
Capital Projects Engineering looks forward to working toward developing a longer-term budgeting process to identify project stages, funding sources, and schedules. This is in an effort to transition from a single year CIP budgeting process to a multi-year process. New project management software could help with this transition and is another aspect being reviewed. Developing this process now will also aid the many new Capital Project engineers in developing schedules and budgets for upcoming projects as they transition from project that have been teed up for them to moving forward on their own development of projects.
159
Transportation & Public Works
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. Service restoration will be guided by an updated Short-Range Transit Plan. 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, including an Integrated Service Plan. The Division expects to deploy five additional battery-electric buses in revenue service in early 2024. Finally, work will continue on expansion of the City’s Unlimited Pass Program providing fare- free access to transit. A two-year pilot program providing countywide fare-free transit access for K-12 youth will begin in June 2023.
R
eal Estate Services as al ways, will support Departments throughout the City and provide high quality real estate services in support of City projects and Council Goals. The Team will focus significant effort on negotiating the development of housing on the 4 City-owned parcels that have been surplused in the downtown, with the assistance of several other departments within the City, and with the goal of entering into a development agreement for a future housing development that is viable and meets affordable housing/housing and economic goals for our City.
If
the City is awarded the $15M in grant funds for the downtown surplus sites applied for from the Department of Housing and Community Services IIGC grant, we will also prepare to meet the requirements of the grant to use these funds to further development by assisting with predevelopment costs normally born by the developer.
The Tea
m will also be working to locate and acquire property for future fire stations and police substations throughout the City, analyzing options to tackle the significant deferred maintenance issues at City Hall, and supporting City wide capital improvement projects by acquiring the necessary right of way.
The S
outheast Greenway project will continue through the completed mapping process in the prior year into the lengthy acquisition process with the State.
A
dditionally, the Team expects to begin the first of several surplus processes on 20 City-owned parcels that have been analyzed and are no longer used by the City, from our expansive 1800-piece portfolio.
T
he Street Maintenance sec tion will continue to invest in the training and development of recently hired staff members. Research into new technology, equipment, and materials continues to be a priority as we look for ways to streamline processes and increase efficiencies. The Street Maintenance section will continue working towards meeting the required Maintenance of Effort (MOE) target. The Debris Removal Team will continue efforts to clean and remove debris from public spaces and provide support to the Encampment Evaluation & Enforcement (EEE) program. A metrics dashboard is being developed using data collected from Cityworks to show response times and work completed.
Fl
eet Services suc cessfully filled most staff vacancies and continues efforts towards training and building a cohesive team. Progress continues towards integrating the existing telematics program with the Faster Fleet maintenance program to help reduce operating and maintenance costs. Twelve electric vehicle charging stations will be installed at 7 city-owned facilities to charge new electric fleet vehicles.
This is to comply with the 2035 California electric vehicle mandate. Fleet continues working towards reducing the backlog of vehicles & equipment due for replacement as manufacturer supply chain shortage issues are resolved. Efforts to clean, re-organize, and upgrade the aging fleet maintenance facility will ensure the team continues to operate efficiently. 160
Policies
Policies have been sum marized for brevity. C opies of the po licies in their entirety are ava ilable for review at City Hall in the City Manager’s Office, 100 Santa Rosa Avenue, Room 10.
CONTINGENCY RESERVE POLICIES
G
eneral Fund
The City of San ta Rosa maintains conting ency reserves for a ll major operating funds. An analysis was conducted on the General Fund that eval uated revenues and their volatility, condition of cap ital assets, access to other resource s, unanticipated ex penditures, and the industry norm of Ge neral Fund reserve s. A survey of com parable Ca lifornia cities showed t hat the average G eneral Fun d reserve was approximately 15% of expenditures.
A
co
ntingency reserve for the G eneral Fund shall be maintained at a level of 15% to 17% of annual expenditures. The amount of up to 17% of ex penditures w ill be “ designated for c ontingencies” and listed as such in the Comprehensive Annual Financial Report (CAFR).
T
he amount “designated for conti ngencies” will be i deally 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 w ill be estab lished to incr ease the reserve to a minimum of 15% during th e upcoming budget process. Reserves over 17% will be “designated for future expenditures” and listed as such in the CAFR.
Equipment
Repair Fund
The Equipment Repair Fund is an inter nal service fund that provi des funding for the repa ir of City- Owned vehicles by the City Garage. An annual labor ra te is established in order to recoup costs.
This policy was established to provide an adequate contingency reserve for the purpose of maximizing rate stabilization.
T
he reserve is set at 5% of the ann ual budget. This can be e stablished as a mu lti-year plan with the review and approval of the Finance Department. If the contingency reserve level is below 3%, a plan will be est ablished to incr ease the reserve . R eserves in excess of th e minimum reserve shall be designated for future expenditures or reductions in rates.
S
torm Wat
er Utility Fund
The Stor m Water Enterprise F unds provide for comp liance w ith the Nati onal Pollutant Discharge Elimination System (NPDES) requirements as well as creek restoration efforts. The reserve provides funding for economic and catastrophic contingencies.
T
he reserve is maintai ned a t a level con sistent w ith t hat established f or the City’s G eneral Fun d, currently 15% to 17% of a nnual expenditures. If the reserve leve l is below 15%, a plan w ill 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.
Insura
nce Internal Service Fund
The Insurance Internal Service Fund charges City departments for the cos ts of providing employee benefits and Liability, Property, Fire, and Earthquake insurance. The reserve was established to cover unanticipated claims.
A
rese
rve for potential liability claims should be maintained at a level at l east equal to the discounted expected value of reserves determined by the annual actuarial valuation that estimates the potential 161
Policies
l
oss f rom incu rred but not r eported (IB NR) claims. Due to the lack of p redictability of future IB NR 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 B enefits Insurance claims on self-insured City benefit plans should be set at a level that allows for at l east three months run out of claims to be paid, as we ll as a reserve eq ual to 7% of an nual claims. Currently, the City maintains a self-insured D ental and Vision Plan. The City also participated in two self-insured h ealth pl ans th rough a join t power authority (JPA). H owever, reserves are held by the JPA, so funds eq ual to one month ’s premium are suff icient for potential p
remium adjustments.
A
res e
rve for Worker’s Com pensation claims shou ld be maintained at a level at least eq ual to the d iscounted ex pected value of reserves determined b y t he annual a ctuarial val uation.
Recommended reserves for workers compensation included the development of known claims as well as IBNR claims. A 50% (expected) level is deeme d adequate due to the extended period of tim e in which claims will be paid out.
A
reserve fo r property insurance claims dedu ctible paym ents, e qual to two deductibles, should be maintained.
Informa
tion Technology Internal Service Fund
The Information Technology Internal Service Fund provides funding for the deployment, support, and maintenance of City-wide computer networks, commun ications infrastructure (phone/data) and City- wide software applications . Th is reserve will provide funds for Rate Stabilization, and large, unplanned expenditures. The contingency reserve is set at 10% of annual expenditures.
P
arking 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 annual 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.
B
ennett 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 ensure the ongoing operation of Bennett Valley Municipal Golf Course, for annual repayment of the debt, t o accrue f unds fo r c ertain improvemen ts, fo r rate stabilization, and fo r unexpected project expenditures.
A
con
tingency reserve for the Benne tt Valley Municipal Golf Course shall be maintained at a level o f between six and eight months’ operating expenditures. In addition, $200,000 will be kept in reserve for emergency expenditures.
I
f, following an annual review, the level is below six months’ operating expenditures, plus $200,000 in emergency funds, a plan will be identified to increase the reserves to that amount. If the level is above eight months’ o perating ex penditures, plus $ 200,000 eme rgency f unds, the excess funds w ill be designated for a facility operating program(s) or a capital project(s). 162
Policies
S
R 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 ec onomical water supply and wastewater collection for the City of Santa Rosa and wastewater tr eatment, as we ll as d isposal, reclamation, industrial waste inspection, and laboratory services to all of the Subregional partners.
M
aintaining 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.
Discr
etionary Reserves
The opera ting reserves will have a ta rget balance of 15% of annual budgete d oper ation an d maintenance expenses in each utility to provide working capit al, as we ll as funds for un anticipated expenditures or revenue shortfalls, and for minor emergencies. In addition, the utility may plan for the use of up to 50% of the minimum ta rget reserve with each biennial rate update process, so l ong as the operating reserve is shown to return to the ta rget minimum balance within a five-y ear planning period.
C
apital Replacem
ent 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.
C
atastrophic Reserves
Catastrophic rese rves, 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 a dditional $1,250,000 specifically for the Geysers Rech arge portion of the Subregional enterprise. A new Subregional User Agency Reserve was established in 2013 to enhan ce 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.
R
ate Stabi
lization Reserves
Debt rate stabilization reserves are intended to mitigate the gradual increase in rates needed to support long-term debt obligations. The reserve can a lso be used ann ually in the net rev enue calculation for determining debt service coverage. Debt rate stabilization reserve levels will be determined as part of the utility’s long-term financing plan.
Oper a ting 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 u tility, will help smooth volatility caused by weather tr ends and the i rrigation eff iciency ti ered rate. O perating Ra te St abilization Reserves w ill fluctuate as rev enues and expenses exceed or fa ll short of projecti ons. A surplus of rev enue over expenses in any operating year will be added to the Operating Rate Stabilization Reserve; a deficit i n any operating year will be mitigated to the extent possible by the Operating Rate Stabilization Reserve.
Desi
gnated or Restricted Reserves
Designated (or restrict ed) reserves are set by exter nal requirem ents and restrain ts of cr editors, grantor contributors, or law. The water, local wastewater, and Subregional Water Reuse System will maintain such reserves as required by bond cov enants, state revo lving l oan contra cts, or ot her requirements as needed.
163
Policies
H
omeless and Affordable Housing Policy
The City Council made a determination to annually designate a calculated amount from the General Fund to th e Housing and Community Services (H&CS) Department to be use d for homeless an d affordable housing programs.
P
rior to the p reparation 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 R eal Property Transfer Tax (RPTT) revenues that will be received b y the City during the upcoming fiscal year.
T
he annual amount to be designated shall be a figure a rrived at by mu ltiplying the approved Fiscal Year percentage from the table below by the estimated amount of Real Property Transfer Tax projected to be received b y 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
F
ollowing the close of each fiscal year, the Finance Department shall confirm the total amount of RPTT actually received by the City during the prior f iscal year. The Finance Department will then reconcile the amount received w ith the am ount previously designated and notify the Director of Housing and Community Services of any add itional fu nds available for a ppropriation. Nothing in this policy shall prevent the C ouncil from making additional appropriations for Homeless an d Affordable Hou sing programs.
C
ommunity Promotions Funding Policy
The current maximum annual contribu tion for com munity promotions is $125,000, an am ount 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. Req uesting o rganizations must be n on-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. Th is budget must also indicate specifically how City funds are proposed to be used.
All
requested background material shall be submitted to the City no later than March 1 in order that it is given pr oper c onsideration w ithin the City’s estab lished budget process. The o rganization mu st show, by subm itting evidence satisfactory to the Council, that it is not asking the City to be the so le support of the project or activity which the organization seeks to finance and that the activity is reflective of the goals of the City.
164
Policies
Each
event should be eval uated annually, based on its own merits, and funding is not g uaranteed from year to year. It is preferable that Community Promotions funds be used primarily to fund in-kind City serv ices. The City C ouncil Comm unity Promo tion Co mmittee should include at l east one City Council Member w ith experience on the co mmittee in a prior year and th e assignment shou ld be rotated.
I
nvestment 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.
T
he investment polic y 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. The safety of the principal is the foremost priority, with the preservation of capital and the minimization of cr edit and market risk as the primary facets. The second prior ity is liquidity wh ich 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 ra te of return through budgetary and economic cycles, taking into account the risk constraints, liquidity needs, and cash flow characteristics of the portfolio.
T
he investment policy
follows the California Government Code “prudent investor” standard to ensure careful management and oversight of pub lic f unds. The policy sti pulates that an investmen t management committee should be ap pointed by the City Manager to review investm ent strategies and portfolio performance.
Aut
horized 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 diversif ication. Credit cr iteria (ratings) and percentage limitations are given f or each category and type of investment. Additionally, ineligible investments are specified.
T
he City’s Investmen t Polic
y gives investm ent parameters in regard to diversif ication, l ength o f investment (no longer t han five y ears), socia lly responsible investing, sales of secur ities, 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.
D
ebt Management and Disclosure Policy
The purpo se of the d ebt 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 pr udent debt m anagement principles. The primary objectives of the City’s debt and financing related activ ities are to: mainta in cost-effective access to cap ital markets th rough prudent fiscal management policies and practices; minimize debt serv ice commitments through effective planning and cash ma nagement; and, achie ve the hig hest pra ct ical c redit ra tings. Th is policy is reviewed regularly, and updates are taken to the City Council for approval as ne eded. 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.
T
his policy p rovides 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 w hen p ublic po licy, equity, and eco nomic eff iciency 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 inter nal controls, and rebate policy and system.
165
Policies
When
the City determines the use of debt is appropriate, cr iteria has been specified for l ong-term debt; short-term d ebt; vari able ra te d ebt, and vari able debt rate capa city, w ith consi deration of adequate safeguards against risk, vari able revenue stream, and as a com ponent to synt hetic fixed rate debt; financial derivative products; and refunding financing. Specific guidelines are given for each.
T
here is a section on terms and conditions of bonds with guidelines for term, capitalized interest, lien levels, ca ll prov isions, and original issue discount. The City wi ll c onsider th e use of cr edit enhancements such as bond insurance, debt service reserve suret y bond, and letter of cr edit on a case-by-case basis, evaluating the cost and benefit of such enhancements.
T
he
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.
T
he policy has several prov isions regarding met hods 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 sa le, and priva te placem ent. Issu ance of revenue b onds wil l be accompanied by a finding t hat demon strates the proje cted revenue st ream’s ability to meet futur e debt service payments.
R
egarding market r elationships, the City’s Chief Financial Officer (CFO) is responsible for maintaining relationships with rating 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 com petitive o r negotiated sale, o ffer confe rence ca lls with ag ency analysts regarding the planned sale. The CFO is responsib le for incl uding comm ents received fro m rating ag encies or investors in the City’s Compr ehensive Annual Financial Re port to C ouncil, w ith recommendations addressing any weaknesses. The City will remain in compliance with Rule 15C2-12 by filing its annual financial statements and other financial and operating data for the benefit of its bondholders in a timely manner and the CFO will ensure timely filing with each Nationally Recognized Municipal Securities Information R epository and Sta te R epository. The CFO wi ll ensure t hat b ond proceeds and investments are tracked in a manner that facilitates accurate, complete calculation and timely rebate payments if necessary. The City may issue bon ds on be half of another public entity, as l ong 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 c redit enhancement is obtained. Finally, the City will charge an administrative fee eq ual to direct costs to reimburse its administrative costs incurred in debt issuance and ongoing reporting costs.
T
he po licy no tes procedures for the hiring of its primary consult ants. Consultants w ill be selected by a competitive process. The CFO w ill make reco mmendations for fi nancing team mem bers, w ith the City C ouncil giving final approva l. The City wi ll use a fin ancial adv isor to assist in its d ebt issuance and debt administration processes as pr udent and expects to receive object ive 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 p ropose d debt, has met a ll requirements necessary for issuance, determined the proposed deb t’s federal income ta x st atus, and has met any other requirements.
Fi
nally
, the policy gives guidelines for the 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 a competitive process and may be for a single tr ansaction o r an as-n eeded pool. Specifics a bout the underwriter’s counse l, disc ount, an d disclosure by the finance team members are provided.
166
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.
Fr
om 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.
P
roposition 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:
• P
opulation Factor- At the City’s choice, either the annual change in City or County population. • P
rice Factor- At the City’s choice, either the change in California per capita income or an increase i
n non-residential assessed valuation due to new construction.
The f
ormula to be used in calculating the growth rate is:
%
change in population + 100.00
100
M
ultiplied by either
%
change in per capita income + 100.00
100.00
Or
C
hange in non-residential assessments + 100.00
100.00
The r
esultant 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 the 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.
167
Gann (Appropriations) Limit
In May 2023, 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 2022-23 is:
• The c
hange in the California per Capita Income for FY 2023-24 is 4.44%. • The percent population increase of the City of Santa Rosa from Jan. 1, 2022 to Jan. 1, 2023 is -0.47%.
The f
actor for determining the year-to-year increase computed as:
4.44 + 100.00 X -0.47 + 100.00 = 1.0395
10 0.0 100.00
A
pplying the year’s factor of 1.0395 to last year’s limit of $ 307,704,000, the Gann limit for FY 2023- 24 is $319,856,000. With appropriations subject to the limitation totaling approximately $18 9,034,000, the City of Santa Rosa is not at risk of exceeding the Gann limit. $50
$100
$150
$200
$250
$300
$350
FY
14-15
FY
15-16
FY
16-17
FY
17-18
FY
18-19
FY
19-20
FY
20-21
FY
21-22
FY
22-23
FY
23-24
$ Amount In Millions
Gann Limit
Appropriations Subject To Limit
168
Glossary
Accrual: The process of recording income or
expenses on the financial statements when they
occur, rather than when payment is made or
received.
A
djusted Budget: The adopted budget including
changes made during the fiscal year.
A
dopted Budget: The annual City budget as
approved by the City Council on or before June
30. A
dvanced Life Support (ALS): The name given
to a Fire Engine company when its staff includes
a Paramedic and paramedic medical supplies.
A
merican Recovery & Reinvestment Act
(ARRA): An act established by the federal
government in February 2009 whose intent is to
create and save jobs, spur economic activity, and
focus on long-term growth through the funding of
various projects and initiatives.
A
mericans with Disabilities Act (ADA): T he
Federal act prohibiting discrimination against
people with disabilities in employment,
transportation, public accommodation,
communications, and governmental activities.
A
nnual Operating Contingency: An account,
used at the discretion of the City Manager, to fund
emergency or extraordinary items.
A
ppropriation: An authorization by the City
Council to make expenditures and to incur
obligations for a specific purpose within a specific
time frame.
A
ssessed Valuation: A dollar value placed on
real estate by counties as a basis for levying
property taxes.
A
udit: Scrutiny of the City’s accounts by an
independent auditing firm to determine whether
the City’s financial statements are fairly
presented in accordance with generally accepted
accounting principles.
B
alanced Budget: The budget for a fund is
balanced when total budgeted resources,
including revenues, transfers in from other funds,
and unallocated fund balance from the previous
years, meet or exceed total budgeted uses of
resources, including expendi tures and transfers
out to other funds.
B
ase Budget: Under traditional budgeting, the
base budget is that amount carried over from one
year to the next. Each year, approved amounts
may be added or reduced from the base budget.
B
asic Life Support (BLS): The name given to a
Fire Engine company when its staff includes an
Emergency Medical Technician (EMT), who is
more limited than a Paramedic in the medical
services they can provide based on their training.
B
eginning Balance: Unencumbered resources
available in a fund from the prior fiscal year after
payment of prior fiscal year expenditures.
B
ond: Capital raised by issuing a written promise
to pay a specified sum of money, called the face
value or principle amount, with interest at
predetermined intervals.
B
udget: A fiscal plan of financial operation listing
an estimate of proposed allocations or
expenditures and the proposed means of
financing them. The budget must be approved by
the City Council prior to the beginning of the fiscal
year.
B
udgetary Basis: This refers to the basis of
accounting used to estimate financing sources
and uses in the budget. This generally takes one
of three forms: Generally Accepted Accounting
Principles (GAAP), cash, or modified accrual.
B
usiness Tax: A tax levied on persons or
companies doing business in Santa Rosa, based
on gross receipts, which must be renewed each
year.
C
alifornia Public Employees’ Retirement
System (CalPERS): The retirement system,
administered by the State of California, to which
all permanent City employees belong.
C
apital Asset: Land, infrastructure, and
equipment that are used in operations that have
initial useful lives of at least five years. The City
has set the capitalization threshold for reporting
169
Glossary
infrastructure capital assets at $25,000 and for all
other capital assets at $5,000.
Capi
tal Improvement Program (CIP): The five-
year financial plan for improving assets and
integrating debt service and capital assets
maintenance, adopted in a separate budget
document and updated every year.
Cer
tificates of Participation (COPs): A lending
agreement secured by a lease on the acquired
asset or other assets of the City.
Cer
tified Unified Program Agency (CUPA): A
program that provides information regarding
hazardous materials to emergency responders
and the general public.
Ci
tizens Organized to Prepare for
Emergencies (COPE): A citizen/City partnership
group whose mission is to help residents,
families, and neighborhoods become and remain
better prepared to respond to and recov er from
emergency situations.
Com
munity Advisory Board (CAB): A Board
appointed by the City Council to represent views
and ideas from a broader community on issues of
interest to the Council, such as public safety,
capital improvement priorities, development
issues, etc.
Com
munity Helping Our Indispensable
Children Excel grant (CHOICE grant):
Measure O funded grants given to organizations
offering specific gang prevention and intervention
related services in targeted areas of Santa Rosa.
Consum
er Price Index (CPI): A measure
estimating the average price of consumer goods
and services purchased by households. A
consumer price index measures a price change
for a constant market basket of goods and
services from one period to the nex t within the
same area (city, region, or nation).
Cust
omer Information System (CIS):
Automated customer management software
which provides customer support, account
management, billing, and collections for water
and wastewater services, used by the City’s
Utility Billing staff. The CIS sy stem was
implemented in FY 2009-10.
Debt
Service: Payment of the principle and
interest on an obligation resulting from the
issuance of bonds, notes, or certificates of
participation (COPs).
Debt
Service Fund: A fund established to
finance and account for the payment of interest
and principal on all general obligation debt, other
than that payable exclusively from special
assessments and revenue debt issued for and
serviced by a governmental enterprise.
Def
icit: An excess of expenditures over revenues
(resources).
Depar
tment: An organizational unit comprised of
divisions or functions. It is the basic unit of
service responsibility encompassing a broad
mandate of related activities.
Em
ergency Medical Service (EMS): Paramedic
and medical service provided by the Santa Rosa
Fire Department.
Encum
brances: A legal obligation to pay funds
for expenses yet to occur, such as when a
purchase order has been issued but the related
goods or services have not yet been received.
They cease to be encumbrances when the
obligations are paid or terminated.
Ent
erprise Fund: A type of fund established for
the total costs of those governmental facilities
and services which are operated in a manner
similar to private enterprise. These programs are
entirely or predominantly self-supporting through
user charges. The City has a number of
enterprises s uch as the Utilities and
Transportation and Public Works departments.
May also be referred to as Proprietary Funds.
Envi
ronmental Impact Report (EIR): An
assessment of the likely influence a project might
have on the environment.
Expendi
ture: The actual spending of
governmental funds.
Fair
Political Practices Commission (FPPC): A
bi-partisan independent commission whose
mission is to promote the integrity of the
representative state and local government in
California through fair, impartial interpretation
and enforcement of political campaigns, lobbying,
and conflict of interest laws.
170
Glossary
Fiscal Year: A twelve -month period of time to
which a budget applies. In Santa Rosa, it is July
1 through June 30.
Full
Time Equivalent (FTE): The percentage of
full time an employee is assigned to work. Full -
time equals 100% or 40 hours per week. 1.0
equals one employee working 40 hours per week.
Fund: An i
ndependent fiscal and accounting
entity with a self-balancing set of accounts, used
to record all financial transactions related to the
specific purpose for which the fund was created.
Fund B
alance: The difference between fund
assets and fund liabilities.
Gann
Limit: State of California legislation that
limits a City’s appropriations growth rate to two
factors: Changes in population, and either the
change in California per capita income or the
change in the local assessment roll due to non-
residential new construction.
Gener
al Fund: The primary fund of the City used
to account for all revenues and expenditures of
the City that are not legally restricted to use. This
fund is used to accumulate the cost of the City’s
general operations.
Gener
al Obligation Bond: Bonds backed by the
full faith and credit of the City, used for various
purposes, and repaid by the regular revenue
raising powers (generally property taxes) of the
City.
Gener
ally Accepted Accounting Principles
(GAAP): Uniform minimum standards for
financial accounting and recording,
encompassing the conventions, rules, and
procedures that define accepted accounting
principles.
Geogr
aphic Information System (GIS): A
system of maps that can be accessed online
through the srcity.org webpage.
Gover
nmental Accounting Standards Board
(GASB): The authoritative accounting and
financial reporting standard- setting body for
government entities.
Gover
nment Finance Officers Association
(GFOA): A professional association of state,
provincial, and local finance officers in the United
States and Canada whose purpose is to enhance
and promote the professional management of
governments for the public benefit by identifying
and developing financial policies and practices
and promoting them through education, training,
leadership.
Gover
nmental Fund Types: Funds used to
account for acquisitions and other uses of
balances of expendable financial resources and
related current liabilities, except for transactions
and accounted for in proprietary and fiduciary
funds. Under current GAAP, there are four
governmental types: general, special revenue,
debt service, and capital projects.
Gr
ant: Contributions or gifts of cash or other
assets from another governmental entity or
foundation to be used or expended for a specific
purpose, activity, or facility.
Inf
rastructure: The physical assets of the City
(e.g., street, water, sewer, public buildings and
parks).
Int
erfund Transfers: Amounts of Money
transferred from one fund to another, such as
from a fund receiving revenue to the fund through
which the resources are to be expended.
Int
ergovernmental Revenue: Funds received
from federal, state and other local government
sources in the form of grants, shared revenues
and payments in lieu of taxes.
Int
ernal Service Fund: A fund used to account
for the financing of goods or services provided by
one department to another department of a
government.
Int
ernal Transfers/Reimbursements:
Appropriations and revenues necessary to move
from one budget unit to another (within a
department) to properly account for revenues and
expenditures. Similar to operating transfers within
a department.
Int ernational City/County Management
Association (ICMA): A professional and
educational organization for chief appointed
managers, administrators, and assistants in
cities, towns, countries, and regional entities
throughout the world.
Laguna T
reatment Plant (LTP): The wastewater
treatment plant operated by the City of Santa
Rosa that treats wastewater from homes,
171
Glossary
businesses, and industry located within the Santa
Rosa Subregional Water Reuse System, which
serves the cities of Santa Rosa, Rohnert Park,
Sebastopol, and Cotati.
League
of California Cities (LOCC): An
association of California city officials who work
together to exchange information and combine
resources to influence policy decisions that affect
cities in California.
Local
Improvement District Bonds (LID):
Bonds paid for by special assessments on
benefiting property owners for specific capital
improvements.
Long
Term Debt: Debt with a maturity of more
than one year after the date of issuance.
M
andated Programs: Mandated programs are
those programs and services that the City is
required to provide by specific state and/or
federal law.
M
easure “ Q”: A half-cent general sales tax
measure passed by Santa Rosa voters in
November 2020. Measure Q simply combines
and extends existing voter approved sales taxes
(Measure O-Temporary Emergency funding and
Measure P, each ¼ cent ) without changing the
sales tax rate. The measure is effective July 2021
and expires after ten years.
M
emoranda of Understanding (MOU): A
document describing an agreement between
parties, most often used in the City of Santa Rosa
to describe the agreement resulting from labor
negotiations between the City and its various
bargaining units.
M
etropolitan Transportation Commission
(MTC): The transportation planning,
coordinating, and financing agency for the nine-
county San Francisco Bay Area, including
Sonoma County.
M
odified Accrual Basis: The accrual basis of
accounting adapted to the government fund-type
measurement focus. Under it, revenues and other
financial resource increments (e/g., bond
proceeds) are recognized when they become
susceptible to accrual, which is when they
become both “ measurable” and “available” to
finance expenditures of the current period. All
governmental funds, expendable trust funds and
agency funds, are accounted for using the
modified accrual basis of accounting.
N
ational Incident Management System
(NIMS): A program developed by the Federal
Department of Homeland Security so responders
from different jurisdictions and disciplines can
work together better to respond to natural
disasters and emergencies.
N
ational Pollutant Discharge Elimination
System (NPDES): As authorized by the Clean
Water Act, the NPDES permit program controls
water pollution by regulating point sources that
discharge pollutants into U.S. waters.
N
eighborhood Revitalization Program (NRP):
A coordinated inter -departmental City task force
that works in certain neighborhoods to ensure
decent, safe, and sanitary housing.
O
bject Code: The line item where a revenue or
expenditure is recorded.
O
perating Budget: Annual appropriation of
funds for ongoing program costs, including
salaries and benefits, services, and supplies. This
is the primary means by which most of the
financing, acquisition, spending, and service
delivery activities of the City are controlled.
O
rdinance: A formal legislative enactment by the
City Council, which has the full force and effect of
law within City boundaries.
O
verhead: Charges to various funds to cover the
cost of administrative services, rent, custodial
services, etc.
P
avement Condition Index (PCI): A numerical
index between 0 and 100 that is used to indicate
the condition of a roadway.
P
roprietary Funds: Revenues from the Cit y of
Santa Rosa activities that operate as public
enterprises, in which revenues are derived from
fees charged to users, and programs are largely
cost covering. Also referred to as Enterprise
Funds.
Pu
blic Safety Power Shutoff (PSPS):
PG&E turns off power to the electrical system in
areas of severe weather to prevent a potential
wildfire.
172
Glossary
Public Safety Special Tax (formerly known as
Measure “O”): A quarter-cent sales special tax
measure passed by Santa Rosa voters in 2004,
of which proceeds are used to fund public safety
and gang intervention and prevention programs.
The measure is effective April 2005 and expires
after 20 years. Renewed by Measure H in
November 2022 for an additional 20 years.
Real
Property Transfer Tax (RPTT): Tax
revenues generated by the transfer of ownership
of real property. Taxes are charged on the sale
price of the property and are paid by the seller,
buyer, or both.
Redw
ood Empire Dispatch Communications
Authority (REDCOM): The agency that provides
regional fire and emergency medical dispatching
services for Sonoma County.
Regi
onal Climate Protection Authority
(RCPA): A coordinated Sonoma County -wide
plan to reduce greenhouse gas emissions and
promote energy efficiency through a variety of
initiatives and programs.
Reser
ve: A portion of fund balance that is
designated for contingencies or emergencies,
which generally has a policy dictating a minimum
level.
Resol
ution: A special order of the City Council
which has a lower legal standing than an
ordinance.
Request
for Proposal (RFP): An invitation for
suppliers, often through a bidding process, to
submit a proposal for a specific commodity or
service.
Revenue:
Income received during the fiscal year
from taxes, fees, permits, franchises, interest,
and intergovernmental sources.
Salar
ies and Benefits: A budget category that
generally accounts for full- time and temporary
employees, overtime, and all employee benefits
such as medical, dental, and retirement.
Ser
vices and Supplies: A budget category that
accounts for expenditures that are ordinarily
consumed within a fiscal year.
Sonom
a County Energy Independence
Program (SCEIP): A program that provides low
interest loans to citizens and businesses wishing
to make energy improvements to homes or
properties.
Sonom
a County Transportation Authority
(SCTA): A group that acts as the county -wide
planning and programming agency for
transportation related issues, including securing
funds, project oversight, and long-term planning.
Sonom
a Marin Area Rail Transit Project
(SMART): A project to install a passenger rail in
San Francisco’s North Bay, which aims to provide
rail service along 70 miles of the Northwestern
Pacific Railroad alignment, offering an alternative
to driving.
Speci
al Revenue Fund: A revenue fund used to
account for the proceeds of specific revenue
sources (other than special assessments, or for
major capital projects) that are legally restricted
to expenditures for specified purposes.
St
andardized Emergency Management
System (SEMS): The State system for
managing emergencies involving multiple
jurisdictions and agencies.
St
ructural Deficit: The permanent financial gap
that results when ongoing revenues do not match
or keep pace with ongoing expenditures.
Tr
ansfers In and Transfers Out: Movement of
revenue out of one fund and into another. The
recipient fund uses the money to cover the cos t
of services provided or to cover the cost of a
contract between two funds.
Tr
ansient Occupancy Tax (TOT): A tax
imposed on travelers who stay in temporary
lodging facilities within the City.
Ut
ility Users Tax (UUT): A tax charged by the
City of Santa Rosa on the usage of electricity,
gas, cable television, local non -cellular
communications, and intrastate non- cellular
communications.
173