FY 2023-24
Public Safety and Prevention Tax
Annual Report
ATTACHMENT 1
PUBLIC SAFETY AND PREVENTION TAX
OVERSIGHT COMMITTEE
FY 2023-24 ANNUAL REPORT
Evette Minor, Chair
Nick W. Caston, Vice Chair
Manza Atkinson
Ellen Bailey
Ethan Cosgrove
Jennielynn Holmes
Elias Hinit
PUBLIC SAFETY AND PREVENTION TAX
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. On November 8, 2023, City Council approved to update the name to Public Safety and Prevention Tax (PSAP).
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.
PSAP (formerly known as 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 throughout the city; and various gang prevention/intervention and youth programs.
PSAP 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 PSAP 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 PSAP 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 PSAP 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.
PUBLIC SAFETY AND PREVENTION
ANNUAL REPORT OVERVIEW
The Public Safety and Prevention Tax (PSAP) Annual report provides a year-end summary of the three PSAP Funds and the accomplishments funded with PSAP 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 PSAP Citizen Oversight Committee and the City Council take place in the last four months of the calendar year.
PSAP REVENUE AND EXPENDITURES
Revenue for FY 2023-24 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
PSAP programs to keep pace with increases in
expenditures over the years.
PSAP 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 $9,479,812
2019-20 $9,551,446 $10,202,985
2020-21 $10,663,959 $10,343,605
2021-22 $11,846,006 $10,120,419
2022-23 $11,923,969 $10,558,466
2023-24 $11,600,996 $13,044,543
FUND STRUCTURE AND BALANCES
The three Public Safety and Prevention (PSAP) programs are funded through Spec ial Revenue funds – not the City’s General Fund. As s uch, 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 PSAP Police programs, for example, are contained within their own fund in the City’s accounting system. Revenue equaling 40% of total PSAP revenue (pursuant to the funding formula in the Ordinance) is segregated within this fund, as are expenditures specific to the PSAP 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 PSAP 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 PSAP 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, PSAP 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 PSAP Ordinance to draw down PSAP 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.
IMPLEMENTATION PLAN
In November 2015, the City Council approved the first multi-year PSAP Implementation Plan covering the remaining years of the tax as authorized by the voters. In November 31, 2022 voters approved Measure H which extends the special revenue tax until March 31, 2045. On November 8, 2023, the PSAP 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 PSAP funds.
Each year, City staff 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 PSAP Oversight Committee reviews the updated Implementation Plan and makes recommendations to the City Council for approval.
PUBLIC SAFETY AND PREVENTION TAX FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2023-24
P
OLICE
*FY 2023-24 amounts are unaudited
2004-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE - 3,893,638 3,862,323 1,549,578 1,376,130 1,402,773 1,290,523 1,309,878 1,387,323 Sales Tax Revenue 9,447,034 2,537,446 2,377,702 2,655,060 2,814,856 2,990,464 3,203,550 3,257,945 3,411,772 Other Revenue 296,724 135,492 57,278 (5,956) 3,469 10,425 23,578 9,345 15,178 Total Revenue 9,743,758 2,672,938 2,434,980 2,649,104 2,818,325 3,000,889 3,227,128 3,267,290 3,426,950 Expenditures (5,850,120) (2,704,253) (4,747,725) (2,822,552) (2,791,682) (3,067,182) (3,207,773) (3,189,845) (3,622,633) ENDING FUND BALANCE 3,893,638 3,862,323 1,549,578 1,376,130 1,402,773 1,336,480 1,309,878 1,387,323 1,191,639 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Total BEGINNING FUND BALANCE 1,191,639 1,127,017 1,358,650 1,534,558 1,152,288 1,354,519 2,347,404 3,212,799 - Sales Tax Revenue 3,457,584 3,672,695 4,038,993 3,820,578 4,265,584 4,676,032 4,831,958 4,640,398 66,099,652 Other Revenue 5,794 4,503 29,253 4,012 (2,156) (27,211) (7,404) 177,228 729,552 Total Revenue 3,463,377 3,677,198 4,068,246 3,824,591 4,263,428 4,648,821 4,824,554 4,817,627 66,829,204 Expenditures (3,527,999) (3,445,565) (3,892,337) (4,206,861) (4,061,197) (3,655,935) (3,959,159) (6,553,510) (65,306,328) ENDING FUND BALANCE 1,127,017 1,358,650 1,534,558 1,152,288 1,354,519 2,347,404 3,212,799 1,476,916 1,476,916
PUBLIC SAFETY AND PREVENTION TAX FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2023-24
FIRE
*FY 2023-24 amounts are unaudited
2004-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE - 4,124,806 2,810,701 1,986,034 1,003,134 1,686,666 2,163,984 2,458,853 2,126,190 Sales Tax Revenue 9,447,034 2,537,446 2,377,702 2,655,060 2,814,856 2,990,464 3,203,550 3,257,945 3,411,772 Other Revenue 551,771 190,057 43,194 8,026 6,315 7,326 9,617 11,445 23,311 Total Revenue 9,998,805 2,727,503 2,420,896 2,663,086 2,821,171 2,997,790 3,213,167 3,269,390 3,435,083 Expenditures (5,873,999) (4,041,608) (3,245,563) (3,645,986) (2,137,639) (2,520,472) (2,918,297) (3,602,053) (3,315,705) ENDING FUND BALANCE 4,124,806 2,810,701 1,986,034 1,003,134 1,686,666 2,163,984 2,458,853 2,126,190 2,245,568 Total
2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 BEGINNING FUND BALANCE 2,245,568 2,446,636 2,697,519 3,121,438 3,097,746 3,362,357 3,833,159 4,195,634 - Sales Tax Revenue 3,457,584 3,672,695 4,038,993 3,820,578 4,265,584 4,676,032 4,831,958 4,640,398 66,099,652 Other Revenue 6,305 8,568 148,058 118,254 48,471 (88,109) 23,898 176,008 1,292,515 Total Revenue 3,463,889 3,681,263 4,187,050 3,938,832 4,314,056 4,587,923 4,855,856 4,816,407 67,392,166 Expenditures (3,262,821) (3,430,380) (3,763,131) (3,962,525) (4,049,445) (4,117,121) (4,493,381) (4,338,652) (62,718,778) Encumbrances - - - - - - - (876,303) (876,303) ENDING FUND BALANCE 2,446,636 2,697,519 3,121,438 3,097,746 3,362,357 3,833,159 4,195,634 3,797,086 3,797,086
PUBLIC SAFETY AND PREVENTION TAX FUND BALANCE SUMMARY
INCEPTION THROUGH FISCAL YEAR 2023-24
VIOLENCE PREVENTION
*FY 2023-24 amounts are unaudited
2004-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14 2014-15 2015-16 BEGINNING FUND BALANCE - 533,038 493,020 462,707 660,367 788, 794 1,092,721 1,050,245 683,446 Sales Tax Revenue 4,723,517 1,268,722 1,188,851 1,327,530 1,407,428 1,495,231 1,601,775 1,628,972 1,705,886 Other Revenue 38,382 5,501 3,715 4,282 5,270 3,355 3,871 3,485 13,679 Total Reveneue 4,761,899 1,274,223 1,192,566 1,331,812 1,412,698 1,498,586 1,605,646 1,632,457 1,719,565 Expenditures (4,228,861) (1,314,241) (1,222,879) (1,134,152) (1,284,271) (1,194,659) (1,648,122) (1,999,256) (1,537,396) - - ENDING FUND BALANCE 533,038 493,020 462,707 660,367 788,794 1,092,721 1,050,245 683,446 865,615 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Total BEGINNING FUND BALANCE 865,615 875,916 1,182,508 1,432,960 1,363,286 1, 272,610 1,240,284 1,555,835 - Sales Tax Revenue 1,728,792 1,836,348 2,019,496 1,910,289 2,132,792 2,338,016 2,415,979 2,320,199 33,049,823 Other Revenue 15,046 21,446 55,299 53,637 9,495 (22,979) 5,498 71,673 290,654 Total Reveneue 1,743,838 1,857,794 2,074,795 1,963,926 2,142,287 2,315,037 2,421,477 2,391,872 33,340,477 Expenditures (1,733,537) (1,551,202) (1,824,343) (2,033,599) (2,232,963) (2,347,363) (2,105,926) (2,152,380) (31,545,150) Encumbrances - - - - - - - (797,054) (797,054) ENDING FUND BALANCE 875,916 1,182,508 1,432,960 1,363,286 1,272,610 1,240,284 1,555,835 998,273 998,273
POLICE DEPARTMENT
POLICE DEPARTMENT
PUBLIC SAFETY AND PREVENTION TAX
ANNUAL PROGRAM ACCOMPLISHMENTS
FISCAL OVERVIEW
FY
2023-24 Public Safety and Prevention Tax (PSAP) Police revenues were $4,817,627 including sales
taxes, interest, and other revenues, which represents a (0.2%) decrease from the previous fiscal year. The decrease in revenue can be explained by revenues leveling off due to inflation.
Expenditures were $6,553,509 or a 65% increase from the previous fiscal year. The expenditure increase is mainly due to the purchase of the substation building as well as the increase in salaries and benefits for
the additional sergeant that was added. Ma jor expenditures for FY 2023-24 were Salaries and Benefits of $3.9M , Administration of $120K , and Services and Supplies expenses , including vehicles, of $370 K. For detailed expenditure information, please refer to the last page of this section.
PSAP Police program revenue and expenditures since inception are shown below:
The Santa
Rosa Police Departments PSAP funds are primarily designated for enhanced police services through additional staffing. Since the inception of PSAP, enhanced police services have included:
• Addit
ional 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 Pol
ice Department's PSAP 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 PSAP f
unds provide increased services throughout
the community. These funds support seventeen (17)
FTE positions throughout the department and two (2)
temporary student intern positions:
12 sworn FTE: 1 Lieutenant, 2 Sergeants, 9 Police Officers and 5 civilian FTE: 2 F ield and E vidence Technicians, 1 Police Technician, 1 Community Services Officer, 1 Communications Supervisor. .
SERVI
CES
PSAP funds 9 Police Officer positions, f ive 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 PSAP, 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 PSAP 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 Traffic Bureau has two Motorcycle Officer positions funded by PSAP. 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.
Suppor
ting the patrol officers and detectives are a Community Services Officer (CSO) and two Field and Evidence Technicians (FET) funded by PSAP. Their duties include responding to a variety of different incidents.
They handle vehicle collisions, thefts, burglaries, stolen vehicles, and other not in progress crimes. They process major crime scenes, including homicides, sexual assaults 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.
The Gang
Crimes Team was reinstated in December 2023 and has four plainclothes detectives funded by the General Fund and one Sergeant position funded by PSAP. This team works to investigate gang-related offenses in the community. The team has four key priorities: prevention, intervention, education, and enforcement.
Position Title # of Positions
Field & Evidence Technician
2 Police Technician (Records) 1
Community Service Officer 1
Communications Supervisor 1
Police Lieutenant 1
Police Sergeant 2
Police Officer 9
Temporary Student Intern 2
Total 19
PSAP also funds one Communications Supervisor. The PSAP 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 through PSAP. The Police Technicians primary tasks include both public and law enforcement support as well as maintaining state and federal regulation compliance. They also assist the Patrol and Detective teams, taking police reports from victims both in person and online, receiving and managing property (safekeeping, evidence, etc.) registering sex offenders, releasing police reports, managing warrants, filling arrest reports with the District Attorney’s Office, The ongoing support from PSAP allows the department to continue to provide excellent service to the community, as shown below in the annual statistics.
POLICE DEPARTMENT
PUBLIC SAFETY AND PREVENTION TAX EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2023-24
FY 2004-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Salaries 1,620,134 1, 260,513 2,957,644 1,663,220 1,584,382 1,787,866 Benefits 771,820 680,628 1,531,993 905,542 964,935 1,023,552 vehicles 764,370 376,613 - - - -
vehicle equipment 366,550 153,164 - 5,969 - - fuel, vehicle repair, replacement 92,903 101,749 114,625 124,144 112,000 51,397 motorcycles & equipment 104,297 9,931 11,861 - - - downtown station, equipment & ongoing lease 64,152 25,962 28,156 28,956 32,688 34,316 canine unit training & equipment 43,078 1,061 - - - - radar trailer and guns 40,002 - - - - -
digital cameras, recorders, licenses 141,108 8,764 - - - - misc services & supplies 154,607 37,414 21,428 12,703 15,659 30,896 Administration (overhead) - 48,454 82,018 82,018 82,018 139,155 Transfers 1,687,099 - - - - -
Total Annual Expenditures - Police 5,850,120 2,704,253 4,747,725 2,822,552 2,791,682 3,067,182 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 Salaries 1,922,777 1, 842,881 2,122,406 2,038,012 1,984,804 2,184,406 Benefits 1,057,994 1,088,145 1,233,435 1,270,673 1,237,948 1,454,964 vehicles - - - - - -
vehicle equipment - - - - - -
fuel, vehicle repair, replacement 41,278 50,726 32,362 58,035 72,889 69,571 motorcycles & equipment - - - - - -
downtown station, equipment & ongoing lease 34,086 39,598 73,648 11,064 11,011 22,569 canine unit training & equipment - - - - - -
radar trailer and guns - - - - - -
digital cameras, recorders, licenses - - - - - -
misc services & supplies 21,556 37,128 39,808 34,805 34,365 40,812 Administration (overhead) 130,082 131,368 120,975 115,410 104,550 120,014 Total Annual Expenditures - Police 3,207,773 3,189,846 3,622,633 3,527,999 3,445,565 3,892,337 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Total Salaries 2,363,864 2,217,337 1,934,872 1,919,359 2,278,306 33,682,783 Benefits 1,595,265 1,556,057 1,398,228 1,530,123 1,641,628 20,942,930 vehicles - - - - - 1,140,983
vehicle equipment - - - - - 525,683
fuel, vehicle repair, replacement 60,410 90,996 129,576 240,558 - 1,443,219 motorcycles & equipment - - - - - 126,089
downtown station, equipment & ongoing lease 23,347 23,944 28,312 68,347 2,421,729 2,971,885 canine unit training & equipment - - - - - 44,139
radar trailer and guns - - - - - 40,002
digital cameras, recorders, licenses - - - - - 149,872 misc services & supplies 51,502 56,855 52,461 79,153 91,521 812,672 Administration (overhead) 112,474 116,007 112,486 121,620 120,325 2,992,410 Total Annual Expenditures - Police 4,206,861 4,061,196 3,655,935 3,959,159 6,553,510 65,306,328 Positions authorized at 6-30-24: (1) Police Lieutenant, (2) Police Sergeant, (9) Police Officers, (2) Field & Evidence Technicians, (1) Community Services Officer, (1) Communications Supervisor, (1) Police Technician
FIRE DEPARTMENT
FIRE DEPARTMENT
PUBLIC SAFETY AND PREVENTION TAX
ANNUAL PROGRAM ACCOMPLISHMENTS
FISCAL OVERVIEW
FY 2023-24 Public Safety and Prevention Tax (PSAP) Fire revenues were $4,816,407 including sales taxes and interest revenue which represents a (0.4%) decrease from the previous fiscal year. Expenditures were $4,338,653 for FY 2023-24 which was a (3.4%) decrease over the prior fiscal year. The major expenditures for FY 2023-24 were Salaries and Benefits of $3.5M, Services and Supplies of $398K, Administrative costs of $120K, 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.
PSAP Fire program revenue and expenditures since the inception are shown below:
The S
anta Rosa Fire Department’s PSAP 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 PSAP, revenues have enhanced fire and emergency services as follows:
• Staffing enhancements: Funds f our 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 . F unding 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 PSAP 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 $
3,797,086 as of 6/30/2024.
PERSONNEL AND PARAMEDICS
PSAP r evenues continue to provide the funding of 3.0 FTE Captains, 3.0 FTE Engineers, and 3.0 FTE
Firefighters to staff Fire Station 11 (northeast), 1.0 FTE Training Captain, a partially funded (25%) Emergency
Medical Services (EMS) Division Chief, and the incentive pay for nine paramedics that provide advanced life support services for three engine companies
Position Title # of Positions
Fire Captains 3
Training Captain 1
Fire Engineers 3
Firefighters 3
PSAP revenues continue to provide the funding of 3.0 FTE Total 10 Captains, 3.0 FTE Engineers, and 3.0 FTE Firefighters to staff Fire Station 11 (northeast), 1.0 FTE Training Captain, a partially funded (25%) 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.
PSAP provides funding for 25 % 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. PSAP 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. Within Fiscal Year 2023- 2024 the Training Captain lead 4 New Recruit Academies, a captain promotional assessment, an engineer assessment, and a battalion chief assessment.
EQUIPMENT
Within Fiscal Year 2023-2024 PSAP was used to complete the purchase and installation of 55 mobile radios, funds were encumbered for the purchase of a new Type 1 Engine. The Type 1 Engine is currently on order and is estimated to be delivered to the Department in summer of 2025.
FIRE DEPARTMENT
PUBLIC SAFETY AND PREVENTION TAX EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2023-24
FY 2004-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Salaries 1,463,038 1,380,256 1,855,279 2,240,552 1,222,046 1,455,389 Benefits 880,715 811,863 995,180 1,127,784 725,517 886,041 interim fire station - Southwest 1,092,000 - - - - - interim fire station - Lewis Road 183,349 1,423,254 67,928 175,817 10,978 - interim fire station - Fountaingrove 56,387 54,920 197,639 - 26,797 7,542 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 17,625 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 1,150 misc services & supplies 42,282 12,342 10,432 7,543 17,558 13,570 Administration (overhead) - 48,454 82,018 82,018 82,027 139,155 Transfers 1,687,099 - - - - -
Total Annual Expenditures - Fire 5,873,999 4,041,608 3,245,563 3,645,986 2,137,639 2,520,472 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 Salaries 1,476,518 1,507,594 1,556,236 1,563,569 1,849,613 2,051,341 Benefits 882,000 939,030 1,001,189 977,911 1,018,437 1,115,516 interim fire station - Southwest - - - - - -
interim fire station - Lewis Road - - - - - -
interim fire station - Fountaingrove 369,820 965,375 426,775 449,302 367,727 367,727 station- Circadian - - - - - -
fire engine - - - - - -
equipment, supplies - new fire engine, E&R 34,324 33,513 182,712 127,910 65,542 74,348 Operational supplies - - - - - -
turnout gear (protective clothing) - - - - - -
professional services - MuniServices 3,010 4,406 6,345 565 2,916 8,224 misc services & supplies 22,543 20,767 21,473 28,153 21,596 25,962 Administration (overhead) 130,082 131,368 120,975 115,410 104,550 120,014 Total Annual Expenditures - Fire 2,918,297 3,602,053 3,315,705 3,262,821 3,430,380 3,763,131 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Total Salaries 2,114,390 2,204,546 2,203,483 2,109,668 2,064,596 30,318,115 Benefits 1,228,293 1,254,514 1,319,203 1,369,348 1,387,665 17,920,204 interim fire station - Southwest - - - - - 1,092,000 interim fire station - Lewis Road - - - - - 1,861,326 interim fire station - Fountaingrove 367,727 367,727 367,727 367,617 367,652 5,128,460 station- Circadian - - - - - 32,991
fire engine - - - - - 593,773
equipment, supplies - new fire engine, E&R 99,900 62,661 59,561 456,618 328,944 1,692,653 Operational supplies - - - - - 80,507
turnout gear (protective clothing) - - 84 15 55 12,424 professional services - MuniServices 4,390 8,881 5,472 5,636 3,481 67,660 misc services & supplies 35,352 35,110 49,105 62,859 65,936 492,584 Administration (overhead) 112,474 116,007 112,486 121,620 120,325 2,992,410 Total Annual Expenditures - Fire 3,962,525 4,049,445 4,117,121 4,493,381 4,338,652 62,718,778 Positions authorized at 6-30-24: (4) Fire Captains, (3) Fire Engineers, (3) Firefighters
VIOLENCE PREVENTION
0 500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
04-05
05-06
06-07
07-08
08-09
09-10
10-11
11-12
12-13
13-14
14-15
15-16
16-17
17-18
18-19
19-20
20-21
21-22
22-23
23-24
Fiscal Year
Revenue* Expenditures
VIOLENCE PREVENTION
PUBLIC SAFETY AND PREVENTION TAX
ANNUAL PROGRAM ACCOMPLISHMENTS
FISCAL OVERVIEW
FY 2023-24 Public Safety and Prevention Tax (PSAP) Violence Prevention revenues were $2,391,872 including sales taxes, interest revenue, cost reimbursements, and contributions representing a (0.9%) decrease over the prior fiscal year. FY 2023-24 expenditures were $2,152,380 a 2.2% increase from the prior fiscal year. As with the prior year, major expenditures occurred in Salaries and Benefits for $1.1M and CHOICE Grant program costs of $821K. For detailed expenditure information, please refer to the last page of this section.
PSA
P Violence Prevention program revenue and expenditures since the inception is show below: PSAP 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 success, recreational activities, sports, athletic programs, and safe neighborhoods without fear of gangs
, 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 PSAP 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 Recreation and Parks Department, 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 Neighborhood Services 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 2023-24 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
PSAP provides funding for the Santa Rosa Violence Prevention Partnership (The Partnership), which is a collaborative effort of over 70 organizations with a mission to lead, mobilize, and align resources throughout Santa Rosa to create a safe and healthy environment where all youth are empowered to reach their full potential and all community members thrive.
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 PSAP 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 Chief of Police, Deputy Director of Recreation, and the Violence Prevention Manager. • Policy Team: comprised of a diverse set of stakeholders who all interface with the issue of youth and gang v
iolence from varying perspectives while adding numerous resources to the discussions. Members represent the key domains of the Community Safety Scorecard and provide leadership and direction by setting policies and monitoring the effectiveness of the collective efforts.
• Operational Team: comprised of direct service staff members from organizations represented by t
he Policy Team, as well as various non-profits and schools throughout the community. This group discusses current trends and implements violence prevention strategies through partnerships while monitoring outcomes that align with The Partnership’s strategic plan and Community 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 PSAP 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 relationships with youth and families in some of the most underserved 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.
HIGHLIGHTS FROM FY 2023-24
In FY 2023-24 PSAP 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 Recreation & Parks 1.00
Administrative Analyst Recreation & Parks 1.00
Community Outreach Specialist Recreation & Parks 2.00*
Senior Administrative Assistant Recreation & Parks 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 15,000 temporary employee hours (equivalent of 8.25 FTEs) for direct service to youth.
* Violence Prevention leverages funding from the Sonoma County Probation Department for 1.0 LT Community Outreach Specialist position. PG&E Funds support an additional 1.0 LT 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.
Neighborhood Services Youth and Families Programs: Enrollment and Membership Fi
scal Year 2023-2024 has been a remarkable year for Neighborhood Services, welcoming 400 new memberships during this period, reflecting the community’s growing trust and engagement with the services.
• Sports programs saw significant participation, with 843 members enrolling in various activities.
The sports offered included Jr. Warriors Basketball, Cheerleading, Dance, Futsal, NFL Fl ag
Foot
ball, and Jr. Giants Baseball. These programs not only promote physical health but also provide youth with positive role models through coaching and mentorship relationships and foster teamwork and community spirit.
• Neighborhood Services camps attracted 705 enrollments. These camps provide a safe and engagi
ng environment for children to learn and play during school breaks and summertime. • Enrichment programs also saw a positive response, with just under 200 enrollments. This past fiscal year, new Arts, STEM and Music programming was introduced, which has been well- received by the community, offering children diverse opportunities to explore their interests and develop new skills.
• Family events have been a cornerstone of community engagement, and over 2000 youth and f
amilies attended Family Fun Time events. These gatherings are essential in strengthening family bonds and fostering a sense of community.
• Several programs run this past fiscal year were in partnership with other organizations. A new partnership was formed with Santa Rosa City Schools District supporting the Recreati on
S
ensation program and the new Middle Grade Math and Science Camp. Neighborhood Services also partnered with Golden State Warriors, LLC, RCX Sports (known as NFL Flag Football), Burbank Housing Management Corporation, Redwood Empire Foodbank, LandPaths, EPICENTER, Roseland School District, Catholic Charities, and Junior Giants Community Fund.
These collaborations have been instrumental in enhancing the quality and reach of the programs.
N
eighborhood Services is proud of the progress made this year and looks forward to continuing to serve and support the community with enriching programs and activities.
THE PARTNERSHIP:
• W
ith funding leveraged by the Sonoma County Probation Department, The Partnership c
ontinued implementation of the Guiding People Successfully (GPS) Program. GPS provides critical funding for system-level improvements to The Partnership’s referral system, while also s
upporting evidence-informed prevention and intervention programs, including services such as
case management, re-entry services, and in-home counseling. For FY 2023-2024, The P
artnership received 140 referrals (119 non-probationary youth and 21 Probation youth). This number stayed consistent with the number of referrals from the previous year which was 139 t
otal referred youth.
• The P
artnership planned and implemented the Safe Campus Intervention Program (SCIP), a new
strategy of the five-year strategic plan. Modeled after the City of San Jose’s successful program, The Partnership launched SCIP in December 2023. SCIP is a crisis response and communication protocol aimed at preventing and de-escalating incidents of violence on and ar
ound school campuses. Partnership Intervention staff are mobilized by schools at the first sign of conflict to conduct mediation and de-escalation, and later to engage, mentor, and c
ase manage at-risk and gang-involved youth.
o Total SCIP Activations = 39
Level 1 – Rumor Control = 24
Level 2 – De-escalation/Mediation = 7
Level 3 – Crisis Response = 8
o Total Schools = 8
High Schools = 3
Middle Schools = 5
• A
nother component of The Partnership’s school-based programming includes the One Circle Y
outh Empowerment Groups. Partnership Intervention staff planned and implemented one c
ohort this fiscal year at Slater Middle School. Twelve Slater students participated in the 10 week One Circle Foundation Men of Honor curriculum, meeting once a week during their l
unch period. Topics covered during these sessions included toxic masculinity, media m
essaging around what it means to be a man in today’s society, the “Man Up” message, acknowledging and processing one’s feelings and emotions, and how to be a non-violent leader on school campus. The Partnership provided lunch to all participating students and al
so held a final celebration with the participating students. The Partnership kept these s
tudents engaged throughout the summer, offering pro-social opportunities including outings to the coast and Armstrong woods, activities with other community partners, and a full day outing to a Giants game. The Partnership also successfully secured a grant through the Sonoma County Sheriff’s Office AB-114 program in the amount of $21,000 to expand these gr
oups to all Santa Rosa City Schools and Roseland School District middle schools in Santa R
osa during the 2024-2025 school year.
• P
artnership staff also began development of the Clean Slate Tattoo Removal Program, another strategy under the Intervention Strategic Focus Area of the strategic plan. Working w
ith the City’s Purchasing Division, The Partnership conducted a bid process to recruit interested laser tattoo removal clinics for the program. Two clinics applied and were selected t
o serve as laser tattoo removal sites: North Bay Laser and Skin Care Center and Laser Fresh Aesthetics. Once the program is implemented, Partnership staff will refer individuals with gang, hate, and human trafficking related tattoos to both clinics.
The Partnership also began development of components for the Clean Slate Tattoo Removal Program including life skills courses, community service hour options, and all necessary program paperwork including intake and consent forms. Finally, Partnership staff applied for funding through the Sonoma County Sheriff’s Office AB-114 grant program, successfully securing $25,000 in additional funds for the program. These funds, along with $100,000 in PSAP funds, will provide tattoo removal services to approximately 100 people, depending on the size of their tattoos. Program implementation is expected to begin in January 2025. • The P
artnership held the 12th Annual Violence Prevention Seminar on November 2, 2023.
The Seminar is a professional development opportunity for organizations and community members involved in The Partnership, as well as for parents and youth interested in violence pr
evention. The event was the first one held since the pandemic, with approximately 200 peopl
e in attendance. Included in the Seminar program was keynote speaker Luis J.
Rodriguez, author of Always Running, La Vida Loca: Gang Days in L.A. In addition to the keynote speaker, the morning session included a Gang 101 overview by SRPD and a
pr
esentation by the City of San Jose’s Youth Empowerment Alliance, followed by an afternoon of six different breakout sessions: Transforming Tragedy: Addressing Violence Thr
ough a Restorative Lense; Building Hope and Resilience Through Trauma Informed Care; Empowering Youth for Safe and Inclusive Schools and Communities; Parent Cafes for Service Providers; Preventing and Responding not Mental Health Challenges of Youth; an d
Mi
nd-Body Self Care.
• I
n addition to intervention based programming, The Partnership also conducted several community education events and resource fairs focused on gang awareness and resources and programs to address the issue. These included:
o C
ommunity Wellness Popup in collaboration with SRPD’s Taco with a Cop o Parent Education and Gang Awareness Presentation at Slater Middle School o Parent Education and Gang Awareness Event at Santa Rosa High School o Gang Awareness Presentation – Moorland Neighborhood Action Team o Parent Education and Gang Awareness Event at Roseland University Prep The P
artnership also participated in 55 total outreach activities throughout the year, including four visits to Juvenile Hall engaging 60 youth, tabling at a variety of community events, and presenting to small groups of adults and youth about Partnership programming, reaching approximately 7,757 people.
COMMUNITY HELPING OUR INDISPENSABLE CHILDREN EXCEL (CHOICE)
GRANT PROGRAM
In fulfillment of PSAP 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% PSAP 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, 2023 – JUNE 30, 2024; 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
C
ommunity Child Care Council of
Sonoma County (4Cs)
Melanie Dodson
E arly 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
R ooting 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 http://www.lifeworks.com/
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 2 Summary Report.
From July 1, 2023, to June 30, 2024, PSAP funded eight contracts to community -based organizations, totaling $750,000. When results become available, they can be found here:
https://www.srcity.org/3223/CHOICE-Grant-Program
.
VIOLENCE PREVENTION
PUBLIC SAFETY AND PREVENTION TAX EXPENDITURES
INCEPTION THROUGH FISCAL YEAR 2023-24
FY 2004-08 FY 2008-09 FY 2009-10 FY 2010-11 FY 2011-12 FY 2012-13 Salaries 1,588,132 560,013 530,356 483,130 532,511 443,947 Benefits 519,023 187,572 194,545 173,221 193,803 148,736 Grants Program:
CHOICE grants program 877,792 428,570 354,507 395,066 401,764 407,869 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 50,189 48,935 45,568 - 45,696 57,695 operational supplies & equipment 183,023 15,979 11,213 11,102 34,005 25,863 conferences & training 19,759 2,683 200 999 35 125 misc services & supplies 52,163 18,530 14,613 2,038 1,660 19,927 IT charges 24,413 27,732 28,468 27,587 23,788 20,920 Administration (overhead) - 24,227 41,009 41,009 41,009 69,578 Transfers 843,550 - - - - -
Total Annual Expenditures - VPP 4,228,861 1,314,241 1,222,879 1,134,152 1,284,271 1,194,659 FY 2013-14 FY 2014-15 FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 Salaries 631,789 675,800 608,813 680,764 717,126 661,255 Benefits 232,672 260,140 222,063 254,152 280,330 296,679 Grants Program: - -
CHOICE grants program 535,189 757,858 491,259 540,420 321,685 641,333 WestEd Healthy Kids survey - 5,000 - - - -
WestEd community mapping survey - - - - - -
WestEd misc implementation services - - - - - -
design, monitor evaluation system 540 - - - - -
operational supplies & equipment 36,161 59,350 50,825 71,353 39,202 54,387 conferences & training 5,056 19,496 5,103 10,742 8,812 7,346 misc services & supplies 97,627 109,222 52,035 64,231 72,557 31,863 IT charges 44,048 43,774 46,096 54,169 59,214 71,341 Administration (overhead) 65,040 68,616 61,202 57,706 52,276 60,139 Total Annual Expenditures - VPP 1,648,122 1,999,256 1,537,396 1,733,537 1,551,202 1,824,343 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 Total Salaries 686,626 901,756 857,172 744,105 747,364 12,050,659 Benefits 327,098 358,028 345,659 389,644 369,608 4,752,972 Grants Program: - - - - - -
CHOICE grants program 802,775 799,569 952,431 748,960 820,692 10,277,738 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 59,248 47,472 56,281 72,518 68,759 896,740 conferences & training 6,522 1,280 6,950 3,608 8,768 107,483 misc services & supplies 23,416 6,170 15,043 37,522 32,578 651,194 IT charges 71,678 60,675 57,584 48,761 44,449 754,697 Administration (overhead) 56,236 58,014 56,244 60,810 60,162 1,499,995 -
Total Annual Expenditures - VPP 2,033,599 2,232,963 2,347,363 2,105,926 2,152,380 31,545,150 Positions authorized at 6-30-24: (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
List of PSAP Supported Recreation Sites
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
• Roseland Accelerated Middle
• Roseland Collegiate Prep
• Roseland Creek Elementary
• Roseland University Prep
• Sheppard Elementary
• Cesar Chavez Language Academy
• Brook Hill Elementary School
• Abraham Lincoln Elementary School
• Piner High School