FY 2022-23
Measure O Annual Report
Attachment 1
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MEASURE O CITIZENS OVERSIGHT COMMITTEE
FY 2022-23 ANNUAL REPORT
Evette Minor, Chair
Nick W. Caston, Vice Chair
Manza Atkinson
Ellen Bailey
Ethan Cosgrove
Jennielynn Holmes
Elias Hinit
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MEASURE O BACKGROUND
On August 3, 2004, the Santa Rosa City Council adopted Ordinance No. 3680 adding Chapter 3-26 to the Santa Rosa City Municipal Code, imposing a special transaction and use tax which was subsequently approved by over two-thirds of Santa Rosa voters in the November 2004 election. The special tax measure, known as Measure O, increased sales tax by a quarter percent to fund specific Police, Fire, and Gang Prevention/Intervention programs, as set forth in the Ordinance. On November 8, 2022, voters approved Measure H, which extended the existing quarter -cent tax for an additional twenty years, until March 31, 2045.
The tax increase became effective on April 1, 2005, with initial revenue received in June 2005. It was estimated that annual revenue generated by this tax would be in excess of $7 million, with an allocation of 40% to fund Police services; 40% to fund Fire services; and 20% to fund Gang Prevention/Intervention programs as required by the Ordinance. Three separate funds have been established to track the revenue and expenditures by function, with any unspent revenue remaining in its respective fund.
Measure O funding is to be used to provide enhanc ed services according to the Implementation Plan established by the City Council. The Plan provides funding for a variety of enhanced services benefitting the community, including additional Fire and Police department personnel and equipment; interim and permanent fire stations in various locations thro ughout the city; and various gang prevention/intervention and youth programs.
Measure O has restrictions in place that safeguard the uses of the revenue and are consistent with the intent of the City’s ordinance. At adoption, t he Measure set a baseline for Police, Fire, and Gang Prevention Program General Fund budgets ensuring they do not fall below FY 2004-05 totals, adjusted annually by CPI. In November 2016, the voters approved a new baseline calculation based on each program’s percentage of the current fiscal year’s Total General Fund Budgeted Expenditures. The baseline percentages are 34.3% for Police, 23.7% for Fire, and 0.4% for the Gang Prevention Program. This means that if the City were to reduce any of the General Fund budgets for Police, Fire, or Gang Prevention Programs below their baseline percentage level, the City Council must approve those reduced budgets with six affirmative votes.
If the City’s economic condition were truly dire, the City Council could, with six affirmative votes, declare a fiscal emergency and then alter the Implementation Plan to allow Measure O funds to be used for Police, Fire, and Gang Prevention Programs that would normally be funded in the General Fund baseline amounts.
A seven-member Citizen Oversight Committee, appointed by the City Council, ensures the proper use of Measure O funds. The Committee’s mission is to make certain that all revenues received are spent only on permissible uses according to the Council adopted Implementation Plan, which is further defined in the ordinance establishing the special tax. The Citizen Oversight Committee reviews Measure O proposed expenditures prior to the City Council budget hearings and reports to the City Council on the use of the previous year’s funds each fall.
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MEASURE O ANNUAL REPORT OVERVIEW
The Measure O Annual report provides a year-end
summary of the three Measure O Funds and the
accomplishments funded with Measure O funds –
Police, Fire, and Violence Prevention Programs. In
addition, fund balance and expenditure detail
schedules are shown for all fiscal years since the
inception in FY 2004-05. Because the Annual Report
features actual accounts of programs, statistics, and
expenditures for the prior fiscal year, the data is
typically available in late September. Presentations to the Measure O Citizen Oversight Committee and
the City Council take place in the last four months
of the calendar year.
MEASURE O REVENUE AND EXPENDITURES
Revenue for FY 2022-23 increased at a rate of 3.3%
over the last fiscal year. Since FY 2009-10; sales tax
revenue has grown each year , except for 2019-20
where revenue dropped with the onset of the COVID-
19 pandemic. The overall rise in revenue has allowed
most Measure O programs to keep pace with
increases in expenditures over the years.
Measure O revenue and expenditures since inception
are shown in the charts to the right and below:
Fiscal Year Revenue Expenditures
2004-05 $1,411,357 $64,641
2005-06 $6,915,703 $1,491,802
2006-07 $7,864,900 $3,484,969
2007-08 $7,425,625 $6,693,820
2008-09 $6,343,614 $8,060,102
2009-10 $5,944,255 $9,216,167
2010-11 $6,637,650 $7,602,690
2011-12 $7,037,140 $6,213,592
2012-13 $7,476,159 $6,898,922
2013-14 $8,008,874 $7,774,192
2014-15 $8,144,862 $8,791,154
2015-16 $8,529,429 $8,481,553
2016-17 $8,643,959 $8,524,357
2017-18 $9,181,738 $8,427,147
2018-19 $10,097,481 $9,870,094
2019-20 $9,551,446 $10,202,985
2020-21 $10,663,959 $10,286,048
2021-22 $11,690,081 $10,120,419
2022-23 $12,079,895 $10,558,466
FUND STRUCTURE AND BALANCES
The three Measure O programs are funded through Special Revenue funds – not the City’s General Fund. As such, the funds have segregated revenues and expenditures specific to their program, and these funds cannot be intermingled with any other fund. This means that the Measure O Police programs, for example, are contained within their own fund in the City’s accounting system. Revenue equaling 40% of total Measure O revenue (pursuant to the funding formula in the Ordinance) is segregated within this fund, as are expenditures specific to the Measure O Police operations in the approved Implementation Plan.
Appropriations not spent or encumbered at the end of the year, and/or revenue received in excess of initial revenue projections go into fund balance at the end of the year.
In the Measure O ordinance, Section 3-26.120 (G) of the City Municipal Code establishes baseline funding for Police, Fire, and Gang Prevention and Youth Programs within the General Fund. The original baseline set forth in the ordinance is the program budget totals for FY 2004-05, adjusted annually by the annual percentage change in CPI. In November 2016, the voters approved a new baseline calculation based on each program’s percentage of the current fiscal year’s Total General Fund Budgeted Expenditures. The baseline percentages are 34.3% for Police, 23.7% for Fire, and 0.4% for the Gang Prevention Program. If any of these General Fund budgets are proposed at levels below the established baseline, the Council must approve that budget with six affirmative votes. It should be noted that the baseline funding, while mandated by the Measure O ordinance, is a General Fund obligation.
Whether the Council decides to approve or disapprove General Fund Police, Fire or Gang Prevention and Youth Program budgets below calculated baseline funding requirements, Measure O programs are not affected.
City staff monitors these funds and forecasts their fund balance for future years. This monitoring serves as a tool for planning budgets and helps guard against a fund ending the year with a negative fund balance.
When the City Council declared a Fiscal Crisis for FY 2009-10 and FY 2010-11 as a result of the Great Recession, they gave their approval under a specific provision in the Measure O Ordinance to draw down Measure O fund balance to fund General Fund operations. This was a temporary measure, yet the act significantly affected the fund balance of all three funds.
Since that time, however, the rebound in sales tax revenue has allowed fund balances to stabilize.
IM
PLEMENTATION PLAN
In November 2015, the City Council approved the first multi-year Measure O Implementation Plan covering the remaining years of the tax as authorized by the voters. In November 2022 voters approved Measure H which extends the special revenue tax until March 31, 2045. On November 8, 2023, the Measure O Committee approved an annual Implementation Plan moving forward. The Implementation Plan projects revenues for each program and identifies the proposed expenditures to be paid using Measure O funds. Each year, City s taff continues to
update the Implementation Plan to convert projections to actual amounts, projecting revenues and budgeted expenditures and revisiting the assumptions annually for revenue and expenditure growth based on actual experience in the prior year. The Measure O Oversight Committee reviews the updated Implementation Plan and makes recommendations to the City Council for approval.
MEASURE O FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2022-23
PO
LICE
*FY 2022-23 amounts are unaudited
2004-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 BEGINNING FUND BALANCE 1,224,543 3,135,746 3,893,638 3,862,323 1,549,578 1,376,130 1,402,773 1,290,523 1,309,878 Sales Tax Revenue 4,789,685 2,970,250 2,537,446 2,377,702 2,655,060 2,814,856 2,990,464 3,203,550 3,257,945 Other Revenue 131,307.00 165,417 135,492 57,278 (5,956) 3,469 10,425 23,578 9,345 Total Revenue 4,920,992 3,135,667 2,672,938 2,434,980 2,649,104 2,818,325 3,000,889 3,227,128 3,267,290 Expenditures (1,785,246) (2,377,775) (2,704,253) (4,747,725) (2,822,552) (2,791,682) (3,113,139) (3,207,773) (3,189,845) ENDING FUND BALANCE 3,135,746 3,893,638 3,862,323 1,549,578 1,376,130 1,402,773 1,290,523 1,309,878 1,387,323 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Total BEGINNING FUND BALANCE 1,387,323 1,185,820 1,121,198 1,352,831 1,138,457 756,187 958,418 1,951,303 - Sales Tax Revenue 3,411,772 3,457,584 3,672,695 4,038,993 3,820,578 4,265,584 4,676,032 4,831,958 59,772,154 Other Revenue 15,178 5,794 4,503 29,253 4,012 (2,156) (27,211) (7,404) 552,323 Total Revenue 3,426,949 3,463,377 3,677,198 4,068,246 3,824,591 4,263,428 4,648,821 4,824,554 60,324,477 Expenditures (3,628,452) (3,527,999) (3,445,565) (4,282,619) (4,206,861) (4,061,197) (3,655,935) (3,959,159) (57,507,777) ENDING FUND BALANCE 1,185,820 1,121,198 1,352,831 1,138,457 756,187 958,418 1,951,303 2,816,698 2,816,698
MEASURE O FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2022-23
FIRE
*FY 2022-23 amounts are unaudited
2004-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 BEGINNING FUND BALANCE 1,267,967 3,719,810 4,124,806 2,810,701 1,986,034 1,003,134 1,686,666 2,163,984 2,458,854 Sales Tax Revenue 4,789,685 2,970,250 2,537,446 2,377,702 2,655,060 2,814,856 2,990,464 3,203,550 3,257,945 Other Revenue 254,823 296,948 190,057 43,194 8,026 6,315 7,326 9,617 11,445 Total Revenue 5,044,508 3,267,198 2,727,503 2,420,896 2,663,086 2,821,171 2,997,790 3,213,167 3,269,390 Expenditures (1,324,698) (2,862,202) (4,041,608) (3,245,563) (3,645,986) (2,137,639) (2,520,472) (2,918,297) (3,602,053) ENDING FUND BALANCE 3,719,810 4,124,806 2,810,701 1,986,034 1,003,134 1,686,666 2,163,984 2,458,854 2,126,191 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Total BEGINNING FUND BALANCE 2,126,191 2,245,568 2,446,436 2,697,319 3,121,238 3,097,545 3,362,155 3,831,324 - Sales Tax Revenue 3,411,772 3,457,584 3,672,695 4,038,992 3,820,578 4,265,584 4,676,032 4,831,958 59,772,153 Other Revenue 23,311 6,105 8,568 148,058 118,254 (9,087) (89,741) 23,898 1,057,117 Total Revenue 3,435,083 3,463,689 3,681,263 4,187,050 3,938,832 4,256,497 4,586,291 4,855,856 60,829,270 Expenditures (3,315,705) (3,262,821) (3,430,380) (3,763,131) (3,962,525) (3,991,888) (4,117,121) (4,493,381) (56,635,470) Encumbrances - - - - - - - (1,125,625) (1,125,625) ENDING FUND BALANCE 2,245,568 2,446,436 2,697,319 3,121,238 3,097,545 3,362,155 3,831,324 3,068,175 3,068,175
MEASURE O FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2022-23
VIOLENCE PREVENTION
*FY 2022-23 amounts are unaudited
2004-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 BEGINNING FUND BALANCE 124,056 485,957 533,038 493,020 462,707 660,367 788,794 1,022,069 979,593 Sales Tax Revenue 2,394,842 1,485,125 1,268,722 1,188,851 1,327,530 1,407,428 1,495,231 1,601,775 1,628,972 Other Revenue 22,583 15,799 5,501 3,715 4,282 5,270 3,355 3,871 3,485 Total Reveneue 2,417,425 1,500,924 1,274,223 1,192,566 1,331,812 1,412,698 1,498,586 1,605,646 1,632,457 Expenditures (1,931,468) (1,453,843) (1,314,241) (1,222,879) (1,134,152) (1,284,271) (1,265,311) (1,648,122) (1,999,256) - - ENDING FUND BALANCE 485,957 533,038 493,020 462,707 660,367 788,794 1,022,069 979,593 612,794 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 Total BEGINNING FUND BALANCE 612,794 794,963 805,264 1,111,855 1,362,307 998,400 510,168 457,267 - Sales Tax Revenue 1,705,886 1,728,792 1,836,348 2,019,496 1,910,289 2,132,792 2,338,016 2,415,979 29,886,074 Other Revenue 13,679 15,046 21,446 55,299 53,637 9,495 (22,979) 5,498 218,982 - - - Total Reveneue 1,719,565 1,743,838 1,857,794 2,074,795 1,963,926 2,142,287 2,315,037 2,421,478 30,105,055 Expenditures (1,537,396) (1,733,537) (1,551,202) (1,824,343) (2,033,599) (2,232,963) (2,347,363) (2,105,926) (28,619,872) Encumbrances - - - - (294,234) (397,556) (20,575) (90,789) (803,153) ENDING FUND BALANCE 794,963 805,264 1,111,855 1,362,307 998,400 510,168 457,267 682,030 682,030
POLICE DEPARTMENT
POLICE DEPARTMENT
MEASURE O ANNUAL PROGRAM
ACCOMPLISHMENTS
FISCAL OVERVIEW
FY 2022-23 Measure O Police revenues were $4,824,554 including sales taxes, interest, and other revenues, which represents a 3.8% increase from the previous fiscal year. The steady increase in revenue can be explained by revenues continuing to rebound from the COVID-19 pandemic .
Expenditures were $3,959,159 or an 8.3% increase from the previous fiscal year. The expenditure increase is mainly due to the increase in benefits and vehicle costs. Major expenditures for FY 2022-23 were Salaries and Benefits of $3.4M, Administration of $1 22K, and Services and Supplies expenses, including vehicles, of $388K. For detailed expenditure information, please refer to the last page of this section.
M
easure O Police program revenue and expenditures since inception are shown below:
The S
anta Rosa Police Departments Measure O funds are mainly designated for enhanced police services through additional staffing. Since the inception of Measure O, enhanced police services have included:
• A
dditional staffing-including sworn and civilian positions • Radio infrastructure project
• Automated License Plate Readers (ALPR) in all marked patrol vehicles. • Radar Trailer
• Motorcycles
• Digital cameras and recorders
• Downtown substation lease and equipment
The
Police Department's Measure O funds are
used to enhance police services and are a critical
part of the department's overall staffing model.
These funds allow the department to provide
increased patrol services, respond to local
emergencies, provide enhanced traffic
enforcement, downtown patrols , and additional
community engagement services that are critical
to the community.
The
Measure O funds provide increased services
throughout the community. These funds support
sixteen (16) FTE positions throughout the department:
11 sworn FTE: 1 Lieutenant, 1 Sergeant, 9 Police Officers and 5 civilian FTE: 2 Field and Evidence Technicians, 1 Police Technician, 1 Community Services Officer, 1 Communication Supervisor. .
SER
VICES
Measure O funds 9 Police Officer positions, five of which are within the Patrol Division. These officers are assigned for a six -month rotation within all patrol teams providing enhanced patrol throughout the community and increased response times to calls for service; many of these officers also are an integral part of the community engagement team. The Downtown Enforcement Team (DET) is comprised of one Sergeant and two Police Officers funded by Measure O , along with six Police Officers funded by the City's General Fund. They are stationed in a substation adjacent to the Santa Rosa Transit Mall, also funded by these Measure O funds, to provide greater visibility and accessibility in the downtown area. DET prevents more significant problems and patterns from developing by addressing smaller issues and minor crimes as they occur. DET Officers also maintain relationships with staff at the Santa Rosa Plaza, the Redwood Gospel Mission, Catholic Charities, and the City of Santa Rosa's Recreation & Parks, Housing & Community Services , and Transportation & Public Works Departments. The DET Sergeant attends the City Council Downtown and Homeless Subcommittee meetings to receive feedback from attendees and provide Council with updates on current law enforcement activities.
The Traffic Bureau has two Motorcycle Officer positions funded by Measure O. Motorcycle Officers are primarily responsible for enforcing traffic laws. Their mobility makes them an effective enforcement tool and allows them to operate in areas of congestion and address high collision and complaint areas throughout Santa Rosa.
S
upporting the patrol officers and detectives are a Community Services Officer (CSO)and two Field and Evidence Technicians (FET) funded by Measure O. Their duties include crime scene processing, conducting vehicle abatement, responding to traffic collisions and preparing traffic accident reports, some types of crime reports, and providing testimony in court.
Position Title # of Positions
Field & Evidence Technician
2 Police Technician (Records) 1
Community Service Officer 1
Communications Supervisor 1
Police Lieutenant 1
Police Sergeant 1
Police Officer 9
Total 16
M
easure O also funds one Communications Supervisor. The Measure O Communications Supervisor is one of three employees who oversee the Communications Bureau, commonly known as Dispatch. Dispatchers are often the first point of contact the public has with the Police Department; they triage and prioritize incoming calls for service and make referrals to other agencies when appropriate. They are also responsible for dispatching calls for service to field personnel, tracking the location of those field units, and monitoring all field personnel's safety. By funding a supervisor position, the department can provide the necessary support and training for dispatchers.
O
ne Police Technician, working in the Records Bureau, is funded with Measure O. The Police Technician performs various of technical tasks associated with the reception and support functions of the Police Department. Examples of duties inc lude meeting with the public and providing information, answering non- emergency telephone calls, processing incident reports, data entry of reports and citations, releasing a variety of reports to the public and various agencies, booking in and storing of found property and evidence items.
These additional staff funded through Measure O allow the Santa Rosa Police Department to provide excellent service to the community, as shown below.
P
OLICE DEPARTMENT
MEASURE O EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2022-23
FY 2004-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Salaries 635,846 984,288 1,260,513 2,957,644 1,663,220 1,584,382 Benefits 271,306 500,514 680,628 1,531,993 905,542 964,935 vehicles 395,871 368,499 376,613 - - - vehicle equipment 177,017 189,533 153,164 - 5,969 - fuel, vehicle repair, replacement - 92,903 101,749 114,625 124,144 112,000 motorcycles & equipment 47,571 53,158 9,931 11,861 - - downtown station, equipment & ongoing lease 37,908 82,359 25,962 28,156 28,956 32,688 canine unit training & equipment 35,578 7,500 1,061 - - - radar trailer and guns 36,073 3,929 - - - - digital cameras, recorders, licenses 64,985 20,008 8,764 - - - radio infrastructure project - - - - - -
misc services & supplies 83,091 75,084 37,414 21,428 12,703 15,659 Administration (overhead) - - 48,454 82,018 82,018 82,018 Total Annual Expenditures - Police 1,785,246 2,377,775 2,704,253 4,747,725 2,822,552 2,791,682 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Salaries 1,787,866 1,922,777 1,842,881 2,122,406 2,038,012 1,984,804 Benefits 1,069,510 1,057,994 1,088,145 1,233,435 1,270,673 1,237,948 vehicles - - - - - -
vehicle equipment - - - - - -
fuel, vehicle repair, replacement 51,397 41,278 50,726 32,362 58,035 72,889 motorcycles & equipment - - - - - -
downtown station, equipment & ongoing lease 34,316 34,086 34,202 73,647 11,064 11,011 canine unit training & equipment - - - - - -
radar trailer and guns - - - - - -
digital cameras, recorders, licenses - - - - - -
radio infrastructure project - - - - - -
misc services & supplies 30,896 21,556 42,523 39,808 34,805 34,365 Administration (overhead) 139,155 130,082 131,368 120,975 115,410 104,550 Total Annual Expenditures - Police 3,113,140 3,207,773 3,189,845 3,622,633 3,527,999 3,445,565 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Salaries 2,184,406 2,363,864 2,217,337 1,934,872 1,919,359 31,404,477 Benefits 1,454,964 1,595,265 1,556,057 1,398,228 1,530,123 19,347,259 vehicles - - - - - 1,140,983
vehicle equipment - - - - - 525,683
fuel, vehicle repair, replacement 69,571 60,410 90,996 129,576 240,558 1,443,219 motorcycles & equipment - - - - - 122,521
downtown station, equipment & ongoing lease 22,569 23,347 23,944 28,312 68,347 600,874 canine unit training & equipment - - - - - 44,139
radar trailer and guns - - - - - 40,002
digital cameras, recorders, licenses - - - - - 93,757 radio infrastructure project - - - - - -
misc services & supplies 40,812 51,502 56,855 52,461 79,153 730,114 Administration (overhead) 120,014 112,474 116,007 112,486 121,620 1,618,649 Total Annual Expenditures - Police 3,892,337 4,206,861 4,061,196 3,655,935 3,959,159 57,111,677 Positions authorized at 6-30-23: (1) Police Lieutenant, (1) Police Sergeant, (9) Police Officers, (2) Field & Evidence Technicians, (1) Community Services Officer, (1) Communications Supervisor, (1) Police Technician This page intentionally left blank
VIOLENCE PREVENTION
VIOLENCE PREVENTION
MEASURE O ANNUAL PROGRAM
ACCOMPLISHMENTS
FISCAL OVERVIEW
FY 2022-23 Measure O Violence Prevention revenues were $2,421,478 including sales taxes, interest revenue, cost reimbursements, and contributions representing a 4.6% increase over the prior fiscal year. The increase in revenue can be partially attributed to sales tax rebounding to pre-pandemic levels.
FY 2022-23 expenditures were $2,105,926 a 10.3% decrease from the prior fiscal year largely due to $152K increase in Professional Services. As with the prior year, major expenditures occurred in Salaries and Benefits for $1.1M and CHOICE Grant program costs of $749K. For detailed expenditure information, please refer to the last page of this section.
Measure O Violence Prevention program revenue and expenditures since the inception is shown below:
MEASURE O OBJECTIVES
1. Enhancing and improving in-school gang prevention and intervention curriculum and programs.
2. Adding new programs in neighborhoods affected by high levels of gang activity that emphasize positive role models, problem-solving, and community safety.
3. Providing additional after -school and summer programs which stress academic and social s
uccess, recreational activities, sports, athletic programs, and safe neighborhoods without fear of g
angs, drugs, or violence.
4. P
roviding grants to organizations for youth and parenting programs which focus on gang and anti- violence education, prevention and intervention, community safety, and a comprehensive array of social services in high-need neighborhoods.
GENERAL PROGRAM ACCOMPLISHMENTS
Since 2004, the Measure O Transactions and Use Tax has provided funding which specifies that twenty percent (20%) of the funding be used for youth and gang violence prevention and intervention programs. Administered by the Community Engagement division, the 20% allocation of the tax revenue provides resources for the Santa Rosa Violence Prevention Partnership to lead, educate, and invest in a continuum of services that work together toward strengthening youth and families and building safer communities in Santa Rosa. It also provides funding for the Recreation division to provide direct services and high-quality youth development programs in high-need areas of Santa Rosa.
This report is a summary of the FY 2022-23 accomplishments of the City of Santa Rosa’s community- wide youth and gang violence prevention and intervention efforts, including the activities of the Santa Rosa Violence Prevention Partnership (The Partnership), the Community Helping Our Indispensable Children Excel (CHOICE) grant programs, Violence Prevention Awareness Series, the Guiding People Successfully (GPS) referral component, and Recreation Division’s Neighborhood Services programs.
SANTA ROSA VIOLENCE PREVENTION PARTNERSHIP
Measure O provides funding for the Santa Rosa Violence Prevention Partnership (The Partnership), which is a collaborative effort of over 50 organizations focused on a shared responsibility to strengthen youth and families and create safe and resilient neighborhoods through mobilizing and engaging parents, schools, community -based organizations, the faith community, business, government, and local law enforcement. The core pillars of The Partnership are to Invest, Lead, and Educate, which reinforce collaborative efforts that span across a broad spectrum of partners committed to improving outcomes and prospects for young people, as well as the overall safety of the community.
Violence prevention requires comprehensive systems to address the social determinants of health that evidence-informed research suggests reduces violence and increases pro-social behavior.
Collectively, organizations of The Partnership and those funded by Measure O have invested funding resources in support of the implementation of goals and strategies outlined in The Partnership’s 2023- 2028 Strategic Plan: Prevention; Intervention; Communications, Outreach and Education; Investment; and Collaboration.
To view a list of the partner organizations of The Partnership, see Appendix A.
The foundational structure of The Partnership is described below:
• Executive Advisory Board: comprised of the Mayor or his/her designee as Chair, the Chi ef of
P
olice, Community Engagement Division Director, and the Violence Prevention Manager. • Steering Committee: consisting of select members of the Policy Team and acts as an as-needed adv
isory committee to provide leadership and guidance towards special projects. • Policy Team: comprised of a diverse set of stakeholders who all interface with the issue of youth and gang violence from varying perspectives while adding numerous resources to the di
scussions. Members represent the key domains of the Community Safety Scorecard and pr
ovide leadership and direction by setting policies and monitoring the effectiveness of the c
ollective efforts.
• Operational Team: comprised of direct service staff members from organizations represented by the Policy Team, as well as various non-profits and schools throughout the community. This group discusses current trends and implements violence prevention strategies throug h
par
tnerships while monitoring outcomes that align with The Partnership’s strategic plan and C
ommunity Safety Scorecard.
RECREATION - NEIGHBORHOOD SERVICES
The Neighborhood Services section (NS) of the Recreation Division provides innovative youth development programming that serves at-risk, low -income, and homeless youth and families throughout Santa Rosa. The programs provide "safe haven" sites where young people can enjoy recreational, social, and athletic activities without fear of gangs, drugs, and other negative influences that occur in their neighborhoods. In partnership with other community agencies, NS also assists families living in high-need neighborhoods to improve their quality of life by connecting them to other beneficial programs and services, helping to build a stronger community. To view a list of the supported sites and locations, see Appendix B.
NS has been operating at-risk youth programs in Santa Rosa since the mid-1990s, and with the passage of Measure O in 2004 has been able to increase the number of programs available to youth and families. This has allowed for more youth and families to participate in a variety of sports programs, after -school programs, school holiday break camps, full -day summer programs, and neighborhood special events. The staff has worked diligently to develop trust in some of the most challenging neighborhoods in Santa Rosa which has helped increase the retention rate of youth and parents participating in programs year-round.
With the longevity of programs in the community, NS has successfully employed teens from the high- need neighborhoods who previously attended the programs. The NS Leaders -in-Training (LIT) program is a volunteer -based, job readiness program during the summer which supports the development of teens into future staff members.
The locations of Neighborhood Services programs are listed in Appendix B.
HIGHLIGHTS FROM FY 2022-23
In FY 2022-23 Measure O funds were used to fund a total of 9.00 full-time equivalent (FTE) positions identified in the table below.
Position Title Department # of Positions
Program Manager Office of Community Engagement 1.00
Administrative Analyst Office of Community Engagement 1.00 Community Outreach
Specialist Office of Community Engagement 2.00
Senior Administrative Assistant Office of Community Engagement 1.00 Recreation Supervisor Recreation & Parks 1.00
Recreation Coordinator Recreation & Parks 2.00
Recreation Specialist Recreation & Parks 1.00
Total 9.00
Recreation & Parks funds 18,376 temporary employee hours (equivalent of 10.0 FTEs) for direct service to youth.
* Violence Prevention leverages funding from the Sonoma County Probation Department for one Community Outreach Specialist position.
** City funds an additional 2.00 Recreation Specialists for NS through General Fund and NS funds an additional 1.00 LT Recreation Specialists through partnership with Burbank Housing.
THE PARTNERSHIP:
From January through May 2023, The Partnership undertook an extensive strategic planning process to revisit its mission, vision, values and strategies to identify areas for improvement and change for the period of 2023-2028. The strategic planning process included reviewing data collected from recent community engagement efforts including the 2021 Violence Prevention Partnership Community Needs Assessment, the Community Empowerment Plan Listening Sessions Report, and the 2022 Hearn Community Hub Community Engagement Phase. Interviews were held with several former Violence Prevention Program Managers, members of the Policy and Operational Teams, and members of the California Cities Violence Prevention Network.
Additionally, both staff and the Consultant conducted extensive research of evidence-informed practices and programming, as well as violence prevention models from other California communities. A series of planning workshops were also held with the Policy and Operational Teams, with a total of 6 workshops taking place beginning in February 2023. This work culminated in a final community meeting on June 27, 2023, where The Partnership presented the draft strategic plan to attendees and received feedback on the proposed strategic focus areas. The strategic plan was formally approved and adopted by the Policy Team on July 19, 2023.
With funding leveraged by the Sonoma County Probation Department, The Partnership continued implementation of the Guiding People Successfully (GPS) Program. GPS provides critical funding for system-level improvements to The Partnership’s referral system, while also supporting evidence-informed prevention and intervention programs, including services such as case management, re-entry services, and in-home counseling. Since its inception in January 2015, 515 youth have been enrolled in GPS. For FY 2022-2023, this includes 139 youth (119 non- probationary youth and 20 Probation youth). This number significantly increased from the previous fiscal year total of 60 youth.
In March 2023, The Partnership initiated the Crisis Response Team in response to the stabbing at Montgomery High School. Partnership staff linked students and families to needed services, including services provided by our CHOICE Cycle XI grantees: Lifeworks was able to provide 11 free supportive therapy sessions for students on campus; Raizes Collective provided in-class art activities and a lunch Art Lab on campus, as well as facilitated discussions about cultivating and maintaining safety with students who witnessed the violence directly; and Community Matters brought together school staff, administrators, and community members to identify ways to make change so incidents like this don’t happen again. Community Action Partnership partnered with the Roseland School District on a workshop to support increased communication between families and schools. The Partnership also participated in several debrief sessions with district and school administrators and staff and participated in Montgomery’s school wellness fair in May.
The Partnership also initiated the Crisis Response Team after the June 16, 2023, shooting at the Continental Apartments on Corby Avenue and the June 24, 2023, shooting in the Bellevue Ranch neighborhood. In addition to hosting a community meeting, The Par tnership worked with Buckelew Programs, 4Cs, Lifeworks, SRPD and the District Attorney’s Office to assist one of the witnesses of the first shooting in obtaining services, including mental health therapy and relocation assistance.
The Partnership also hosted two Community Wellness popups in response to both shootings. Staff and community partners brought resources, services and ice cream to each impacted neighborhood and engaged with approximately 150 residents total from both neighborhoods. A total of 15 community partners participated at the popup in the Bellevue Ranch neighborhood and 10 participated in the popup at the Continental Apartments.
The Partnership continued to implement the Life Skills curriculum (formerly the School Outreach Pilot Program), a 12-week course which offers participating students classes in anger management, conflict resolution, and exposure to various violence prevention strategies and activities. Life skills curriculum was implemented at Roseland Accelerated Middle School during the school year and at Neighborhood Services’ Teen Sports Camp during the summer (shortened from 12 weeks to 6 weeks). Six RAMS students and 24 youth from the Teen Sports Camp participated in each weekly session. Each session followed a restorative circle format, where youth were provided the opportunity to dialogue with one another about their feelings and experiences, as well as journal and engage in interactive activities centered around a weekly theme. The program is modeled after the Aggression Replacement Training (ART) Program and included wraparound services provided to all participating youth and their families. Partnership staff also followed-up with students that participated in the Life Skills classes at Santa Rosa Middle School during the previous school year.
The Partnership planned and hosted the Roseland Cinco de Mayo event this year. In less than two weeks, Partnership staff organized 26 vendors to provide resources, food and activities for youth and families in the area. N eighborhood Services provided a kids activity area and four bands provided entertainment for attendees. The event ran from 4:00 – 9:00 p.m. and hosted approximately 1,500 community members throughout the duration of the event. While the City does not typic ally plan or host this event, doing so this year provided the community with a safe, family friendly space to celebrate and also prevented sideshow activity and incidences of violence from occurring.
COMMUNITY HELPING OUR INDISPENSABLE CHILDREN EXCEL (CHOICE)
GRANT PROGRAM
In fulfillment of Measure O Objectives one and four, The Partnership invests in local community - based organizations and school districts to provide youth and gang violence prevention, intervention, and reentry programs and services for youth and families in Santa Rosa. Implemented in 2006, the CHOICE Grant Program receives 35% of the annual 20% Measure O revenue allocation for Violence and Gang Prevention/Intervention to provide funding to implement these programs. Annually, the CHOICE Grant Program provides an average of $650,000 to $840,000 to local organizations; funded agencies are required to provide a 50% match.
CHOICE GRANT PROGRAM, CYCLE XI, FUNDING PER YEAR
(JUL. 1, 2022 – JUNE 30, 2023; JUL. 1, 2023 – JUNE 30, 2024; AND JUL. 1, 2024 – DEC. 31, 2024):
AGENCY & CONTACT PROGRAM &
GRANT AWARD DESCRIPTION OF PROGRAMS
Boys & Girls Club
of Sonoma – Marin
Jennifer Weiss
Diversion & Intervention
(REACH)
$100,000
Street Outreach,
Intervention, and
Mediation
REACH and The Club @ Juvenile Hall aim to mitigate dangerous behavior of high-risk youth through outreach, mediation, and intervention, along with life skills education and cognitive development programs to change the lives of youth. www.bgccsc.org
Center for Well Being
Karissa Moreno
Project T.R.U.E
$55,000
School Engagement
and Truancy
Prevention
A school -based leadership program empowering Santa Rosa youth in underserved and high- need areas to succeed in school and post - graduation. The program employs a strength- based and upstream harm reduction model that is effective in increasing school engagement and fostering student success.
www.norcalwellbeing.org
Community Action Partnership
of Sonoma County
Johnny Nolen
Roseland Strong
$120,000
School Engagement
and Truancy
Prevention
Continuum of integrated, place- based programs providing services in southwest Santa Rosa focusing on youth and family success, including building strong relationships with residents and connecting them to partners and the larger community. www.capsonoma.org
Community Child Care Council
of Sonoma County (4Cs)
Melanie Dodson
Early Education
Outreach Intervention
Program
$130,000
School Readiness
EEOIP will work one on one with at risk families in prioritized communities and connect families to early education/child care as well as all needed family supports. 4Cs will also offer early care scholarships to families needing immediate support. Additionally, 4Cs will continue successful grassroots outreach strategies including "door to door", radio, social media and having a presence at community events.
https://www.sonoma4cs.org
Community Matters
Erica Vogel
Safe School
Ambassadors Program
$56,000
School Engagement
and Truancy
Prevention
The evidence-based program empowers and equips carefully selected students with intervention skills that reduce bullying and mistreatment.
SSA creates school climates in which all students feel safe, connected, and cared for which positively impacts their academic achievement levels, behavior and attendance as well as their overall health and well -being.
https://community-matters.org
LandPaths
Craig Anderson
Rooting Youth in Nature
$119,000
School Readiness
Proving teens ages 13 - 18 with culturally relevant, healthy outdoor recreation, trust- and relationship-building, addressing stressors through nature, and supporting adults to support youth, all alongside peers and positive adult role models. https://www.landpaths.org
LifeWorks of Sonoma County
Michelle Fountain
El Puente
$120,000
Street Outreach,
Intervention, and
Mediation
Providing in-home therapy to youth and their families using a culturally responsive, strength- based approach focused on healing trauma, building communication, connection and enhancing resiliency. The program is delivered by two bilingual counselors trained in evidence based therapeutic modalities who join families in creating their own goals, breaking disruptive cycles, homing in on existing strengths and building effective skills.
https://www.lifeworkssc.org
Raizes Collective
Isabel Lopez
Programa Cosecha
$50,000
School Engagement
and Truancy
Prevention
This student-led, community facilitated program will allow students to identify current social emotional needs, which will bolster Raizes’ capacity to serve as critical partners in delivering culturally relevant and informed workshops that will meet student-identified needs.
https://www.raizescollective.org
EVALUATION RESULTS
Partnership staff continued to work with CHOICE funded partners to utilize the Results Based Accountability (RBA) framework. RBA addresses compounded trauma and provides cohesion amongst The Partnership and community partners. RBA is a creative, collaborative, and community-driven process that creates a framework for us to evaluate and improve the effectiveness of our efforts in Santa Rosa. Population level indicators were selected from the 2016 Community Safety Scorecard. All community partners use specific performance measures to evaluate impact. At the close of each CHOICE Cycle, we ask ourselves, “How much did we do? How well did we do it? Is anyone better off?
Applied Survey Research (ASR) was engaged by The Partnership to provide evaluation services for CHOICE Cycle XI. ASR staff developed a CHOICE Cycle XI evaluation plan and logic model with input from Partnership staff and CHOICE Cycle XI grantees. ASR staff also provided technical assistance to Cycle XI CHOICE grantees on development of performance measures and evaluation tools. All participating grantees enter their own data into the Clear Impact Scorecard on a quarterly basis and submit quarterly narrative reports to Partnership staff. ASR then analyzed the data and developed a CHOICE Cycle XI Year 1 Summary Report.
From July 1, 2022 to June 30, 2023, Measure O funded eight contracts to community -based organizations, totaling $750,000. Evaluation outcomes included the following:
• 5,858 participants served through events and workshops. • Youth and parents receiving one-on-one case management services • You th enrolled in programs (camps/treks, art projects, etc.) • Youth and family members engaged in therapeutic services • Students trained to be peer leaders
• School staff participating in school-based programming • Adults and youth participating in community-based programs, events and activities. • 5 Violence Prevention Awareness Series (VPAS) events held; 878 total participants. • 113 families received case management services to assist with finding childcare and other family support needs. 84% of these family’s youth were enrolled in childcare. • 254 Roseland School District students provided with violence prevention/intervention resources. 79 total youth enrolled in the Fuerza and Roseland Strong Programs. • 140 youth and family members engaged in counseling. 89% showed reduction in risk-taking behavior like gang involvement and substance use.
• 223 (duplicated) youth participated in diversion and intervention services. 86% did not violate probation while enrolled and 96% did not incur new criminal charges while enrolled. • 8 continuing and 20 new students participated as peer leaders at 3 schools. 100% of surveyed peer leaders at RUP reported knowing more about alcohol, tobacco and other drugs. • 13 peer-to-peer presentations reaching approximately 400 7th-9th grade students from RAMS and Sheppard.
• 10 high-need schools received the Safe School Ambassador Program which include training for students on how to diffuse tense situations, how to intervene in bullying and conflict resolution. 97% of youth in the last quarter felt more connected to their school. • 438 youth and 695 adults participated in the Healing the Whole Family Program which provides culturally relevant, healthy outdoor recreation and relationship building. 83% of youth who participated in camps or treks reported gaining real life skills. • 403 students (duplicated) engaged in Programa Cosecha, a student-led, community facilitated art program. 11 student-led projects were implemented.
VIOLENCE PREVENTION
MEASURE O EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2022-23
FY 2004-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Salaries 988,027 600,105 560,013 530,356 483,130 532,511 Benefits 312,546 206,477 187,572 194,545 173,221 193,803 Grants Program:
CHOICE grants program 394,908 482,884 428,570 354,507 395,066 401,764 WestEd Healthy Kids survey 20,400 - - 2,400 - 10,000 WestEd community mapping survey 40,000 - - - - - WestEd misc implementation services 10,417 - - - - - design, monitor evaluation system 13,464 36,725 48,935 45,568 - 45,696 operational supplies & equipment 107,672 75,351 15,979 11,213 11,102 34,005 conferences & training 14,532 5,227 2,683 200 999 35 misc services & supplies 29,502 22,661 18,530 14,613 2,038 1,660 IT charges - 24,413 27,732 28,468 27,587 23,788 Administration (overhead) - - 24,227 41,009 41,009 41,009
Total Annual Expenditures - VPP 1,931,468 1,429,430 1,314,241 1,222,879 1,134,152 1,284,271 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Salaries 488,977 631,789 675,800 608,813 680,764 717,126 Benefits 174,357 232,672 260,140 222,063 254,152 280,330 Grants Program: -
CHOICE grants program 407,869 535,189 757,858 491,259 540,420 321,685 WestEd Healthy Kids survey - - 5,000 - - - WestEd community mapping survey - - - - - - WestEd misc implementation services - - - - - - design, monitor evaluation system 57,695 540 - - - - operational supplies & equipment 25,863 36,161 59,350 50,825 71,353 39,202 conferences & training 125 5,056 19,496 5,103 10,742 8,812 misc services & supplies 19,927 97,627 109,222 52,035 64,231 72,557 IT charges 20,920 44,048 43,774 46,096 54,169 59,214 Administration (overhead) 69,578 65,040 68,616 61,202 57,706 52,276 Total Annual Expenditures - VPP 1,265,311 1,648,122 1,999,256 1,537,396 1,733,537 1,551,202 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Salaries 661,255 686,626 901,756 857,172 744,105 11,348,325 Benefits 296,679 327,098 358,028 345,659 389,644 4,408,985 Grants Program: - - - - - - CHOICE grants program 641,333 802,775 799,569 952,431 748,960 9,457,045 WestEd Healthy Kids survey - - - - - 37,800 WestEd community mapping survey - - - - - 40,000 WestEd misc implementation services - - - - - 10,417 design, monitor evaluation system - - - - - 248,623 operational supplies & equipment 54,387 59,248 47,472 56,281 72,518 827,981 conferences & training 7,346 6,522 1,280 6,950 3,608 98,715 misc services & supplies 31,863 23,416 6,170 15,043 37,522 618,617 IT charges 71,341 71,678 60,675 57,584 48,761 710,248 Administration (overhead) 60,139 56,236 58,014 56,244 60,810 813,115 -
Total Annual Expenditures - VPP 1,824,343 2,033,599 2,232,963 2,347,363 2,105,926 28,619,871 Positions authorized at 6-30-23: (1) Gang Prevention/Intervention Svcs Manager, (1) Administrative Analyst, (2) Community Outreach Specialists (1) Senior Admin Assistant, (1) Recreation Supervisor, (2) Recreation Coordinators, (1) Recreation Specialist Appendix A
Appendix B
Li
st of Measure O Supported Recreation Sites and Locations Neighborhoods/Locations:
• Amorosa Village
• Apple Valley Recreation Center
• Gray’s Meadows
• Monte Vista Apartments
• Carrillo Place
• Colgan Meadows
• Olive Grove Apartments
• Panas Place
Parks:
• Finley Aquatic Center
• Finley Community Center
• Martin Luther King Jr. Park
• Ridgway Swim Center
• Southwest Community Park
• Steele Lane Recreation Center
• Bayer Park & Gardens
• Northwest Community Park
• Steele Lane Park
• Howarth Park
• A Place to Play
• Dutch Flohr Park
• Andy’s Unity Park
• Colgan Creek Park
• Jennings Park
Schools:
• Comstock Middle
• Elsie Allen High
• Helen Lehman Elementary
• Meadow View Elementary
• Roseland Accelerated Middle
• Roseland Collegiate Prep
• Roseland Creek Elementary
• Roseland University Prep
• Sheppard Elementary
• Cesar Chavez Language Academy
FIRE DEPARTMENT
FIRE DEPARTMENT
MEASURE O ANNUAL PROGRAM
ACCOMPLISHMENTS
FISCAL OVERVIEW
FY 2022-23 Measure O Fire revenues were $4,855,856 including sales taxes and interest revenue which represents a 5.9% increase from the previous fiscal year. Expenditures were $4,493,381 for FY 2022-23 which was a 9.1% increase over the prior fiscal year. The major expenditures for FY 2022-23 were Salaries and Benefits of $3.5M, Services and Supplies of $525K, Administrative costs of $122K, and Capital Lease costs for the Fountaingrove Fire Station 5 of $368K. For more detailed expenditure information, please refer to the last page of this section.
Measure O Fire program revenue and expenditures since the inception are shown below:
The Santa Rosa Fire Department’s Measure O funds are designated for the construction and strategic relocation of fire stations, hiring of additional firefighters to staff fire stations, deployment of additional paramedic units throughout the City, and purchase of specialized equipment for fire department use.
Since the inception of Measure O, revenues have enhanced fire and emergency services as follows:
• Staffing enhancements: Funds four FTE Captains, three FTE Engineers, and three FTE firefighters dedicated to training and emergency response.
• 25% funding of an Emergency Medical Services (EMS) Division Chief. • Paramedic: 10% Paramedic incentive pay for nine paramedics that provide advanced life support services for three engine companies and six paramedics that provide advanced life support services for two truck companies.
• Construction: Built Stations 5, 10, and 11. Funding for the future relocation of Station 8 (Roseland) or funding for the future construction of Station 9 (Southeast). Funding for the replacement of portable buildings at Station 11 with a permanent structure.
• Provided funding for two engine companies to remain in service during the fiscal emergency. • Apparatus and vehicle purchases: two Type-I fire engines, a Type-III wildland fire engine, four command vehicles, a swift water rescue trailer, and dual-band mobile radios for all vehicles and mobile repeaters.
FIRE STATIONS
Santa Rosa Fire Stations are strategically located to respond to all emergency incidents within five minutes of notification by the dispatch center 90% of the time. The prompt arrival to fires increases the survivability of occupants, limits property damage, and reduces the risk of flashover (consumption of all available fuels). Emergency medical responses also are designed to arrive within the critical four to six-minute window that provides for improved patient outcomes.
The Fire Department continues to develop and refine a Strategic Plan and Standards of Coverage and Deployment Plan to outline additional station needs and locations as well as additional response resources that will improve the deployment of resources and reduce response times.
Consistent with the department’s Strategic Plan, Fire’s intent is to build up the Measure O fund balance to use as a funding source to build and/or relocate new and existing Fire Stations. The current fund balance to be used for this purpose is $3,068,175 as of 6/30/2023.
PERSONNEL AND PARAMEDICS
Measure O revenues continue to provide the funding
of 3.0 FTE Captains , 3.0 FTE E ngineers, and 3.0
FTE Firefighters to staff Fire Station 11 (northeast),
1.0 FTE Training Captain, a partially funded (2 5%)
Emergency Medical Services (EMS) Division Chief,
and the incentive pay for nine paramedics that
provide advanced life support services for three
engine companies and six paramedics for our two
truck companies.
Measure O provides funding for 2 5% of a full -time EMS Division Chief who oversees all aspects of the Fire Department’s EMS Program. The EMS Division Chief functionally supervises three Paramedic Field Training Officers who provide training, quality assurance, and continuous quality improvement to the emergency medical care provided to the community. Measure O funded staff are all trained to the paramedic level which allows for three of the ten engines and two trucks to have paramedic level service.
The Training Captain’s primary duties include training new firefighters and newly promoted personnel, facilitating drills for on-duty crews, and maintaining the Fire Training Center. The Training Captain evaluates new technology to enhance fire and EMS training and manages personal protective equipment implementation and compliance per National Fire Protection Association (NFPA 1851). The addition of the Training Captain position has allowed the Fire Department to respond to incidents with a safety officer, as well as respond to emergencies and establish command when appropriate. This has allowed the Fire Department to improve the safety of fire scenes and establish command and control earlier than would normally happen in some cases.
EQUIPMENT
Within Fiscal Year 2022-2023 Measure O was used to purchase 1 Type 1 Fire Engine, and 55 Dual Band Mobile Radios. This is in addition to the historical purchases of a type 1 fire engine, a type 3 fire engine, 4 command vehicles, and a Swiftwater rescue trailer.
Position Title # of Positions
Fire Captains 3
Training Captain 1
Fire Engineers 3
Firefighters 3
Total 10
FIRE DEPARTMENT
MEASURE O EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2022-23
FY 2004-07 FY 2007-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 Salaries 323,707 1,139,331 1,380,256 1,855,279 2,240,552 1,222,046 Benefits 184,399 696,316 811,863 995,180 1,127,784 725,517 interim fire station - Southwest 300,000 792,000 - - - - interim fire station - Lewis Road 50,167 133,182 1,423,254 67,928 175,817 10,978 interim fire station - Fountaingrove 35,504 20,883 54,920 197,639 - 26,797 station- Circadian - - - - - 32,991 fire engine 347,887 - 245,886 - - - equipment, supplies - new fire engine, E&R 56,086 - 26,745 36,825 11,285 18,055 Operational supplies - 52,715 27,792 - - - turnout gear (protective clothing) 4,531 - 7,739 - - - professional services - MuniServices - 7,910 2,357 262 987 1,669 misc services & supplies 22,417 19,865 12,342 10,432 7,543 17,558 Administration (overhead) - - 48,454 82,018 82,018 82,027 Total Annual Expenditures - Fire 1,324,698 2,862,202 4,041,608 3,245,563 3,645,986 2,137,638 FY 2012-13 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 Salaries 1,455,389 1,476,518 1,507,594 1,556,236 1,563,569 1,849,613 Benefits 886,041 882,000 939,030 1,001,189 977,911 1,018,437 interim fire station - Southwest - - - - - - interim fire station - Lewis Road - - - - - - interim fire station - Fountaingrove 7,542 369,820 965,375 426,775 449,302 367,727 station- Circadian - - - - - - fire engine - - - - - - equipment, supplies - new fire engine, E&R 17,625 34,324 33,513 182,712 127,910 65,542 Operational supplies - - - - - - turnout gear (protective clothing) - - - - - - professional services - MuniServices 1,150 3,010 4,406 6,345 565 2,916 misc services & supplies 13,570 22,543 20,767 21,473 28,153 21,596 Administration (overhead) 139,155 130,082 131,368 120,975 115,410 104,550 Total Annual Expenditures - Fire 2,520,472 2,918,297 3,602,053 3,315,705 3,262,821 3,430,380 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Total Salaries 2,051,341 2,114,390 2,146,988 2,203,483 2,109,668 28,195,960 Benefits 1,115,516 1,228,293 1,254,514 1,319,203 1,369,348 16,532,540 interim fire station - Southwest - - - - - 1,092,000 interim fire station - Lewis Road - - - - - 1,861,326 interim fire station - Fountaingrove 367,727 367,727 367,727 367,727 367,617 4,760,809 station- Circadian - - - - - 32,991 fire engine - - - - - 593,773 equipment, supplies - new fire engine, E&R 74,348 99,900 62,661 59,561 456,618 1,363,709 Operational supplies - - - - - 80,507 turnout gear (protective clothing) - - - 84 15 12,369 professional services - MuniServices 8,224 4,390 8,881 5,472 5,636 64,180 misc services & supplies 25,962 35,352 35,110 49,105 62,859 426,647 Administration (overhead) 120,014 112,474 116,007 112,486 121,620 1,618,658 Total Annual Expenditures - Fire 3,763,131 3,962,525 3,991,888 4,117,121 4,493,381 56,635,469 Positions authorized at 6-30-23: (4) Fire Captains, (3) Fire Engineers, (3) Firefighters
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