Agenda
Budget Study
Session – Day 1
FY 2025-26
Opening Comments
Citywide Budget Overview
General Fund Budget Overview
Department Reductions
Staffing Summary
Administrative Departments
Information T echnology
Housing & Community Services
Fire Department
Police Department
1 2
Planning & Economic Development
Recreation & Parks
T ransportation & Public Works
Santa Rosa Water
Capital Improvement Program Budget
Agenda
Budget Study
Session – Day 2
FY 2025-26
City Manager’s Comments
PROPOSED BUDGET FY 2025 -26
Citywide Budget Overview
PROPOSED BUDGET FY 2025 -26
FY 2025-26 General Fund Summary
(in millions)
5 Proposed
General Fund Budget
Revenue $215.0
Transfers In $2.5
Total Revenues + Transfers In $217.5
Expenditures $213.5
Capital Improvement Projects $2.0
Transfers Out $8.6
Total Expenditures + Transfers Out $224.2
Use of Fiscal Stability Funds ($6.7M)
6 Fund Type
2024-25
Adopted
Budget
2025-26
Proposed
Budget
$
Change
%
Change
General Fund $213.0 $215.0 $2.0 0.9%
Enterprise Funds 187.0 200.0 13.0 7.0%
Special Revenue Funds 34.0 45.4 11.3 33.2%
Other Funds 5.3 0.5 (4.7) (89.8%)
Housing Authority 49.2 53.8 4.6 9.4%
Successor Agency to RDA 3.3 3.0 (0.3) (7.3%)
Total $491.8 $517.7 $25.9 5.3%
FY 2025-26 Citywide
Revenues by Fund (in millions)
7 Fund Type
2024-25
Adopted
Budget
2025-26
Proposed
Budget
$
Change
%
Change
General Fund $220.2 $213.5 ($6.7) -3.1%
Enterprise (Operating) 158.3 171.1 12.8 8.1%
Enterprise (CIP) 24.6 45.2 20.6 83.9%
Non-Enterprise (CIP) 26.0 30.8 4.8 18.4%
Special Revenue 19.5 30.0 10.5 53.8%
Other Funds 5.3 1.2 (4.1) (-77.2%)
Housing Authority 51.6 56.5 4.9 9.6%
Successor Agency to RDA 3.3 3.0 (0.3) (8.2%)
Total $508.8 $551.3 $42.5 8.4%
Operations (net of CIP) $458.2 $475.3 $17.1 3.7%
CIP only $50.6 $76.0 $25.4 50.2%
FY 2025-26 Citywide
Expenditures by Fund Type (in millions)
FY 2025-26 Citywide Expenditures by Fund
8 General Fund Budget
Overview
PROPOSED BUDGET FY 2025 -26
General Fund Revenues by Category
10 FY 2025-26 General Fund Revenues
by Category (in millions)
11 Category
2024-25
Adopted
Budget
2025-26
Proposed
Budget
$
Change
%
Change
Property Tax $39.1 $41.5 $2.4 6.2%
Sales Tax 75.9 70.4 (5.5) (7.2%)
Utility Users Tax 14.2 14.4 0.2 1.4%
Vehicle License Fees 18.5 19.8 1.3 7.0%
Other Taxes 29.9 33.3 3.4 11.4%
Permits, Fines & Charges 14.5 14.1 (0.4) (3.1%)
Interfund Charges 11.7 12.4 0.7 6.0%
Recreation Revenues 3.3 3.2 (0.1) (3.1%)
Intergov’t, Interest & Other 5.9 5.9 - 0.0%
Total $213.0 $215.0 $2.0 0.9%
General Fund Expenditures by Category
12 13
FY 2025-26 General Fund Expenditures
by Category (in millions)
Category 2024-25
Adopted Budget
2025-26
Proposed Budget
$
Change
%
Change
Salaries $99.2 $97.3 ($1.9) (1.9%)
Benefits 68.8 65.7 (3.1) (4.5%)
Professional Services 16.8 13.6 (3.2) (19.0%)
Vehicle Expense 10.0 10.5 0.5 5.0%
Operational Supplies 3.4 3.3 (0.1) (2.9%)
Utilities 5.7 5.8 0.1 1.8%
Information Technology 6.5 6.7 0.2 3.1%
Liability/Property Insurance 4.9 5.7 0.8 16.3%
Other Miscellaneous 2.8 2.6 (0.2) (7.1%) Capital Outlay - - - -
O&M Projects 2.2 2.3 0.1 4.5%
Total $220.2 $213.5 ($6.7) (3.1%)
General Fund Expenditures by Department
14 15
FY 2025-26 General Fund Expenditures
by Department (in millions)
Department
2024-25
Proposed
Budget
2025-26
Proposed
Budget
$
Change
%
Change
Administration $15.2 $11.0 ($4.2) (27.6%)
Housing & Community Services 0.2 - (0.2) (-100%)
Fire 58.8 56.1 (2.7) (-4.6%)
Planning & Economic Development 19.4 19.1 (0.3) (1.5%)
Police 79.7 80.0 0.3 0.4%
Recreation & Parks 18.8 18.6 (0.2) (1.1%)
Transportation & Public Works 27.3 27.9 0.6 2.2%
SR Water (Storm Water GF only) 0.8 0.8 - -
Total $220.2 $213.5 ($6.7) (3.0%)
General
Fund
Transfers Out
Detail
(in millions)
16 Category
2024-25
Adopted
Budget
2025-26
Proposed
Budget
$
Change
%
Change
Bennett Valley
Golf Course $0.5 $0.5 - 0%
CIP 1.9 1.9 - 0%
Parking Fund 1.6 1.6 - 0%
RPTT – Housing
& Homeless
Services
2.2 1.1 (1.1) 50%
Homeless
Services –
General Fund
1.5 4.7 3.2 213.3%
Misc. 0.8 0.8 - -
Total $8.4 $10.6 $2.1 25%
General Fund
Transfers Out Detail
(in millions)
General
Fund
Baseline
Public
Safety and
Prevention
Tax
Police:
34.3%
Fire:
23.7%
Violence
Prevention:
0.4%
General Fund
Department
Budget
$79,978,863 $56,149,820 $943,358
Baseline
Calculation
$73,272,733 $50,638,760 $892,204
Over (Under)
Baseline
$6,706,130 $5,511,060 $51,154
17 General Fund Long-Range Financial
Forecast (in $ millions)
18 Proposed Budget Reductions
PROPOSED BUDGET FY 2025 -26
Proposed Department Reductions
20 Department 2025-26 Proposed
Budget 8% Target January 2025
Reductions
Proposed
Reductions
City Manager 3,163,274 253,062 359,900 485,000
City Attorney 4,593,236 367,459 2,500 293,550
HR/Risk 4,642,756 371,420 202,435 -
Fire Department 55,866,080 4,469,286 900,000 3,934,000
Finance 8,003,655 640,292 10,000 1,744,902
Planning & Econ Dev 17,503,262 1,400,261 457,590 1,052,600 Recreation & Parks 17,120,134 1,369,611 375,000 550,000 TPW 25,753,151 2,060,252 1,191,605 703,000
Housing & Community Svcs 161,000 12,880 8,000 161,000
Police Department 77,779,139 6,222,331 160,502 2,844,500 CIRO 1,819,748 145,580 211,368 233,000
Furloughs 1,379,600
Total 216,405,435 17,312,435 3,878,900 13,381,152
Proposed Administrative & Operational Reductions
21 Dept. Description Amount Impact
CMO Professional Services $60,000 Reduce CMO's ability to respond to unexpected and unplanned staffing and administrative needs.
CMO 1.0 FTE Assistant City Manager 425,000
CAO 1.0 FTE Legal Secretary 118,000 No substantial impact on the delivery of legal services due to process improvements.
CAO Professional Services 175,550 This would reduce the CAO professional services budget to 68% of its FY24-25 level and would result in
a substantial reduction in the scope of legal services, increased delays in delivery and projects, limited ability to provide specialized advice, potential increase in legal risk, and potential further attrition in the CAO.
Finance 1.0 FTE Sr Customer Service Rep 100,000 Outsourcing program to consultants.
Finance 1.0 FTE Field Collection Rep 100,000 Outsourcing program to consultants.
Finance PEMHCA Trust 1,544,902 PEMHCA trust can gain fully funded status; will take longer without general fund contribution.
Proposed FY 2025-26 Reductions (cont.)
22 Dept. Description Amount Impact
PED SRTBIA Funding for ED
Positions
$87,000 No impact; Economic Development Staff can
charge out time to the SRTBIA fund and reduce
General Fund costs
PED Eliminate Chamber
Contract & add 1.0 FTE
Arts & Events Specialist
100,000 No impact; Adding 1.0 FTE Arts & Events
Specialist 100% funded by SRTBIA and Art fund
and will perform work previously done by the
Chamber contract.
PED Admin Hearing Revenue 95,000 No impact; 50% of 1.0 Code Enforcement Officer can charge time to Admin Hearing fund.
PED Professional Services 100,000 Limits Department's ability to respond to increases in workload in the event of staff
vacancies or high permit totals.
Proposed FY 2025-26 Reductions (cont.)
23 Dept. Description Amount Impact
PED 1.0 FTE Admin Secretary $113,000 Reduce ability to respond to live calls and emails; burdens other staff with administrative duties
and mandated PRAs.
PED 1.0 FTE Civil Engineer Tech
III
160,000 Eliminate vacant position; underfill future retirement with CET III. May increase permit turnaround times
for Engineering applications during high permit loads
PED CET III Underfill 40,000 Minimal impact due to process improvements PED 1.0 FTE Code Enforcement
Officer
150,000
PED 1.0 FTE Assistant Chief
Building Official
110,000 Position will be eliminated January 1, 2026
PED Planning Salary
Reimbursements
97,600 Planning time for Environmental Review and Tribal Liaison will be reimbursed by CIP projects.
Proposed FY 2025-26 Reductions (cont.)
24 Dept. Description Amount Impact
R&P 1.0 FTE Director – Recreation and
Parks
$300,000 Department reorganization.
R&P 1.0 FTE Deputy Director – Parks $250,000 Reorganization Parks Planning into CIP Team for improved project execution.
HCS Professional Services $161,000 Families First Collaborative and Legal Aid TPW Restructure Zero Waste Program $240,000 Responsibilities of contract management moved to alternative team; reduce support for
additional events and public engagement.
TPW 1.0 FTE Facility Maintenance
Coordinator
223,000
TPW Materials Lab funded by Gas Tax 240,000 No impact
CIRO 1.0 FTE Communications Coordinator 185,000
CIRO Services & Supplies $48,000 No impact
Total $5,223,052
Fire Department Proposed Reductions
25 Description Amount Impacts
Professional Services $122,000 No impact
1.0 FTE Deputy Emergency
Preparedness Coordinator
$135,000
1.0 FTE Admin Secretary $95,000
Blackout of 4-0 Truck Company $3,582,000 Eliminate 12.0 FTEs (4.0 FTE vacant, 8.0 FTE filled).
Reduce Truck Companies in Santa Rosa from 2 to 1,
delay response times and specialty functions to all
districts accordingly.
Total $3,934,000
Police Proposed Reductions
26 Description Amount Impacts
Eliminate 1.0 FTE Field Evidence
Technician
$135,000 Decreased efficiency, delayed investigations and an increased workload for officers which can ultimately
lead to longer wait times for calls for service.
Eliminate 1.0 FTE Police
Technician
$113,000 Less effective customer service experience and may delay investigations or delay prosecution.
Eliminate 1.0 FTE
Communications Dispatcher
$139,000 Works the 911 call center; will impact coordination of significant events and deployment of resources; may
increase City liability and hamper response.
Eliminate 1.0 FTE Community
Services Officer and vehicle
support costs
$143,000 Increased priority one response time due to less officers being available, reduced capacity to respond
to low level calls such vandalism, graffiti and property crimes. Less opportunity for community engagement.
Police Proposed Reductions (cont.)
27 Description Amount Impacts
Eliminate 6.0 FTE Police Officers
and support costs
$1,488,500 Will lead to increased priority one response time, potential increase in crime due to less visibility,
reduced investigative capability, less community
engagement and decreased proactive policing.
Eliminate 2.0 Police Officer
Detectives and support costs
$523,000 Reduction in specialized investigations, potentially weakening evidence gathering and leading to fewer
successful prosecutions. Potential erosion of public
confidence.
Eliminate 1.0 FTE Sergeant and
support costs
$303,000 Reduced supervision and oversight resulting in reduction in management during critical incidents
leading to liability for the City.
Total $2,844,500
Additional Considerations
28 Dept Key Description Filled/
Vacant
One-Time
Savings
Budget
Reduction
HR 040101 Reduce 1.0 FTE; DEI & EEO Officer Filled $207,000 HR 01806 DEI Programs (PG&E Funds) n/a $50,000
HR 01808 SEED Equity Plan (PG&E Funds) n/a $150,000
CIRO 220100 Reduce 1.0 FTE; Community Engagement
Manager Filled $184,000
Fire 060200 Reduce 1.0 FTE; Deputy Fire Chief Filled $380,000 Police 170601 Reduce 1.0 FTE; Police Lieutenant Filled $291,000 Various Various Forgo Equity Compensation for Exec Staff n/a $138,000 Total $200,000 $1,200,000
Additional Considerations – Homeless Services
29 Program Budget Reduction
Eliminate YWCA $50,000
Eliminate Seasons of Sharing $60,000
Eliminate Warming Center $50,000
Reduce HOST Contract $500,000
Eliminate General Fund Family Support Center funding $100,000 Eliminate General Fund Drop In Center funding $100,000
Reduce Sam Jones Hall Operational Funding $100,000
Close Safe Parking at the end of the Grant $500,000
Total $1,460,000
Additional Considerations – Recreation
30 Program Description Staffing Reduction Filled/
Vacant
Staffing
Home Org
Net Budget
Impact
Ridgeway Swim
Center Closure of pool facility
1.0 FTE Recreation Coordinator Filled 090206 $507,898
0.8 FTE Recreation Specialist Filled 090206
Sports
Programs
Eliminate youth & adult
leagues, classes/camps 1.0 FTE Recreation Coordinator Filled 090209 $147,484 Howarth Park
Closure of train,
carousel, animal barn,
boathouse
1.0 FTE Recreation Coordinator Filled 090208
$296,409
1.0 FTE Recreation Specialist Filled 090208
Additional Considerations – Recreation
31 Program Description Staffing Reduction Filled/
Vacant
Staffing
Home
Org
Net
Budget
Reduction
Contracted
Classes
Eliminate tots & youth
programs & special
interest classes/ camps
1.0 FTE Recreation Coordinator Filled 090209 $76,859
Person Senior
Wing
Eliminate senior special
interest & fitness
programs
1.0 FTE Recreation Coordinator Vacant 090203
$190,700
1.0 FTE Facilities Attendant Filled 090203
Traditional Day
Camps
Closure of Wa-Tam,
Wa-Tots, Yu-chi &
Doyle camps
0.6 FTE Recreation Coordinator (0.75
FTE; 15% funded by Measure M) Filled 090209 $80,397
*Potential for increase in fees to cover Net Budget impact $926,720 Staffing Summary
PROPOSED BUDGET FY 2025 -26
Authorized FTE Staff Summary
33 Dept. FY 24-25 FTE
Change FY 25-26
CAO 15.90 -0.90 15.00
CMO 12.00 -3.00 9.00
Comm’s &
Intergovt Rel 9.00 -2.00 7.00
Finance 62.60 -2.00 60.60
Fire 169.00 2.00 171.00
H&CS 27.00 - 27.00
HR 23.00 -1.00 22.00
Authorized FTE Staff Summary
34 Dept. FY 24-25 FTE
Change FY 25-26
IT 33.00 - 33.00
PED 78.50 -3.00 75.50
Police 263.00 -14.00 249.00
Rec & Parks 76.15 -4.00 72.15
TPW 261.00 -11.00 250.00
Water 278.00 - 278.00
Total FTEs 1,308.15 -38.90 1,269.25
35 FY 2025-26 General Fund
Organizational & Position Change Detail
Dept. Home Org Position Title Vacant/Filled Status FTE
CMO 020100 Clean Energy Manager (mid -year) Vacant -1.00 CMO 020100 Administrative Technician-Conf (mid-year) Vacant -1.00 CMO 020100 Assistant City Manager Filled -1.00
Total Change CMO -3.00
CAO 030000 Paralegal N/A 0.10
CAO 030000 Legal Secretary Vacant -1.00
Total Change CAO -0.90
HR/Risk 040101 Organizational Development & Training
Manager (mid-year) Vacant -1.00
Total Change HR/Risk -1.00
Finance 050103 Senior Customer Service Rep Filled -1.00 Finance 050103 Field Collections Rep Filled -1.00
Total Change Finance -2.00
36 FY 2025-26 General Fund
Organizational & Position Change Detail
Dept. Home Org Position Title Vacant/Filled Status FTE
Fire 060200 Firefighter (mid-year) Vacant -4.00
Fire 060300 Building Plans Examiner Filled – currently underfilling 1.00 Fire 060300 Fire Protection Engineer Vacant -1.00
Fire 060500 Deputy Emergency Preparedness
Coordinator Filled -1.00
Fire 060100 Administrative Secretary Filled -1.00
Fire 060200 Fire Engineer (4-0 Station Blackout) 5.0 Filled, 1.0 Vacant -6.00 Fire 060200 Firefighter (4-0 Station Blackout) Vacant -3.00 Fire 060200 Fire Captain (4-0 Station Blackout) Filled -3.00 Total Change Fire -18.00
37 FY 2025-26 General Fund
Organizational & Position Change Detail
Dept. Home Org Position Title Vacant/Filled Status FTE
R&P 090208 Recreation Supervisor (mid -year) Vacant -1.00 R&P 090202 Limited Term Community Outreach Specialist Vacant -1.00 R&P 090100 Director Recreation and Parks Filled -1.00
R&P 090100 Deputy Director Parks Filled -1.00
Total Change R&P -4.00
TPW 100304 Administrative Technician (mid-year) Filled -1.00 TPW 100402 Administrative Technician (mid-year) Vacant -1.00 TPW 100406 Senior Administrative Assistant (mid-year) Vacant -1.00 TPW 100405 Associate Civil Engineer (mid -year) Vacant -1.00 TPW 100403 Civil Engineering Technician III (mid-year) Vacant -2.00 TPW 100407 Civil Engineering Technician III (mid-year) Vacant -1.00 TPW 100502 Skilled Maintenance Worker (mid -year) Vacant -2.00 38 FY 2025-26 General Fund
Organizational & Position Change Detail
Dept. Home Org Position Title Vacant/Filled
Status FTE
TPW 100507 Facility Maintenance Coordinator Filled -1.00 TPW 100701 Zero Waste Coordinator Filled -1.00
Total Change TPW -11.00
Police 170601 Police Field and Evidence Technician (mid-year) Vacant -1.00 Police 170302 Police Field and Evidence Technician Vacant -1.00 Police 170501 Police Technician Vacant -1.00
Police 170503 Communications Dispatcher Vacant -1.00
Police 170601 Police Officer 1.0 Filled, 5.0 Vacant - 6.00 Police 170201 Police Officer Filled - 2.00
Police 170601 Community Services Officer Vacant -1.00
Police 170201 Police Sergeant Filled -1.00
Total Change Police -14.00
39 FY 2025-26 General Fund
Organizational & Position Change Detail
Dept. Home Org Position Title Vacant/Filled
Status FTE
PED 080401 Civil Engineer T ech III Vacant -1.00
PED 080100 Administrative Secretary Vacant -1.00
PED 080102 Assistant Chief Building Official Filled -1.00 PED 080203 Code Enforcement Officer Filled -1.00
PED 080501 Arts & Events Specialist N/A 1.00
Total Change PED -3.00
CIRO 220101 Communications Coordinator (mid -year) Vacant -1.00 CIRO 220101 Communications Coordinator Filled -1.00
Total Change CIRO -2.00
Total General Fund Position Changes -58.90
40 Dept. Position Title FTE
Fire Measure H Firefighter 9.00
Fire Measure H Engineer 3.00
Fire Measure H Captain 3.00
Fire Measure H Battalion Chief 3.00
Fire Measure H Fire Inspector 2.00
Total Non-General Fund Additions Fire Department 20.00
Total General Fund and Non-General Fund
Position Changes -38.90
FY 2025-26 Non-General Fund
Organizational & Position Change Detail
41 Questions?
Department &
Enterprise Funds
PROPOSED BUDGET FY 2025 -26
City Council
PROPOSED BUDGET FY 2025 -26
City Council
45 City Council – by Program
46 Expenditures by Program $ %
Change Change
Administration $957,693 $964,104 $6,411 0.7%
Elections $600,000 $0 -$600,000 n/a
Total $1,557,693 $964,104 -$593,589 -38.1%
2024-25
Budget
2025-26
Budget
General Fund
100.0%
City Manager’s Office
PROPOSED BUDGET FY 2025 -26
City Manager’s Office
48 CMO – by Program
49 Expenditures by Program 2024-25 2025-26 $ %
Budget Budget Change Change
City Clerk $81,256 $81,256 $0 0.0%
General Administration $3,308,929 $2,673,517 -$635,412 -19.2% Total $3,390,185 $2,754,773 -$635,412 -18.7%
General Fund
100.0%
CMO–Overall Operational Highlights
• Worked toward a strategy to address the current budget deficit • Began transition to a zero-based budgeting model
• Emphasized a more data-driven approach to strategic planning and goal implementation • Launched “Santa Rosa Insights” interactive public data dashboard • Processed 1,182 Public Records Requests so far in FY 24/25 • Made Substantial updates to multiple procedures, guidebooks, and trainings for staff • Conducted a community survey to gather important public feedback on local budget priorities
• Worked with lobbyists to effectively navigate legislation and policy-making at the State and Federal levels
• Initiated collaboration with contractors on citywide process enhancements to improve efficiency and promote a culture of ongoing improvement • Conducted a Council Goal Setting Session to define a clear and focused set of objectives that reflect both short-term needs and long-term vision • Restructured the Community Advisory Board
50 CMO - Accomplishments
• Successfully advanced the development and placement of Ballot Measure EE • Successfully advanced the development and placement of Ballot Measure FF • Finalized acquisition of the 47-acre Southeast Greenway Property • Secured over $17 million in grants for various citywide projects • Initiated the construction phase of the Hearn Avenue Interchange Project • Initiation of final round of T ubbs Fire recovery projects, including Fire Station 5 and the Coffey Park and Fountaingrove Neighborhood Road Disaster Recovery Project • Awarded $33 million design-build contract for the Hearn Community Hub • Broke ground on the Tierra de Rosas mixed-use development in coordination with the County
• Provided mutual aide to Southern California jurisdictions impacted by wildfires • Oversaw the ongoing development and finalization of 741 affordable and market-rate housing units
51 City Manager’s Office Operational Highlights
City Clerk’s Office
52 City Attorney’s Office
PROPOSED BUDGET FY 2025 -26
City Attorney’s Office
54 CAO – by Program
55 General Fund
100.0%
Expenditures by Program 2024-25
Budget
2025-26
Budget $ Change % Change
Legal Services $4,328,229 $4,316,001 -$12,228 -0.3%
Total $4,328,229 $4,316,001 -$12,228 -0.3%
CAO: Operational Highlights
56 • The CAO is an internal service department that provides legal advice to City departments, boards, commissions, staff and officials. Additionally, the CAO represents the City in litigation, administrative proceedings and other types of proceedings.
• Our work is on behalf of various City departments, bodies and officials that are effectively our “clients.”
CAO: Operational Highlights
57 Advisory/Transactional Function
• Regularly advise on Brown Act, Public Records Act, conflicts of interest laws, public contracting including complex capital projects, housing and land use matters, public safety, emergency services, water quality/supply regulations, real estate matters, environmental requirements, code enforcement, personnel matters, elections laws, governance issues, constitutional issues, and other legal compliance.
• Draft/review ordinances, resolutions, policies and procedures. • Review – and at times negotiate and draft – all contracts citywide and other legal instruments.
• Provide risk analysis and options to minimize legal risk. • Provide trainings to City staff and officials.
CAO: Operational Highlights
58 Legislative Function
• Review agendas, staff reports and other items.
• Advise during meetings of the City Council, Planning Commission, Housing Authority, Board of Public Utilities and other Brown Act bodies.
Litigation Function
• Represent the City in civil litigation, administrative hearings, Pitchess motions and in connection with third-party subpoenas.
• Prosecute code enforcement matters, weapons confiscation petitions, gun violence restraining orders, dangerous animal petitions, as well as environmental and HazMat violations.
• Advise code enforcement staff during administrative proceedings.
CAO: Accomplishments
59 Nearly every initiative implementing Council’s Goals and Priorities – as well as most of the day-to-day work of the City departments – involves significant CAO contributions.
Some highlights from this fiscal year:
• Ballot Measures EE and FF
• Roseland Park Master Plan and Environmental Impact Report • Impact Fees and affordable housing fee waiver
• Southeast Greenway: Land acquisition, conservation easement to preserve as a park, and easement with Sonoma Water to ensure water supply resiliency • Massage Ordinance
• Tobacco Retailer Ordinance and Fees
CAO: Accomplishments
60 • Resilient City Ordinance
• Zoning Code Revisions to Streamline Landmark Alteration Permits and create new combined Design Review and Preservation Board.
• Updates to City Zoning Code to implement state housing legislation. • Implementation of water/wastewater cost of service and new rates. • Restructuring of CAB
• Caritas Phase I permanent financing for affordable housing development. • Upcoming: General Plan Amendment and Environmental Impact Report • GHG Reduction Strategy
• Zoning Code Amendments (including Missing Middle) to implement General Plan.
CAO: Accomplishments
61 Representation Successes
• Successfully defended the City against lawsuits and claims, including those involving catastrophic injuries and civil rights. • Represented the City in weapons destruction petitions, dangerous animal petitions and Pitchess motions.
• Managed receiverships and nuisance abatements.
• Successfully enforced municipal code violations including Short-Term Rental regulations, Vacant Building and Lot program, and other code enforcement efforts.
• Advised on potential contract disputes and reduced liability risks.
Communications &
Intergovernmental Relations
Office
PROPOSED BUDGET FY 2025 -26
CIRO
63 CIRO – by Program
64 General Fund
100.0%
Expenditures by Program 2024 - 25
Budget
2025 - 26
Budget $ Change % Change
Comms & Intergov Relations $1,964,064 $1,615,167 -$348,897 -17.8% CIP and O&M Projects $35,000 $35,000 $0 0.0%
Total $1,999,064 $1,650,167 -$348,897 -17.5%
CIRO/CE - Operational Highlights
65 • Manage all citywide and departmental communications and event promotions • Act as Public Information Office for the Emergency Operations Center • Coordinate State and Federal Legislative Platform
• Work state and federal legislators and lobbyists to support or oppose legislation
• Support departments with grant support and lead a citywide grant coordination group
• Lead citywide community outreach and engagement activities and coordination with community partners
• Staff liaisons for the Community Advisory Board and Open Government Task Force
CIRO/CE - Accomplishments
66 • Published 51 City Connections newsletters to 115K subscribers annually (6M emails to the community in English and Spanish). • Coordinated responses to more than 75 inquiries from local, regional, state, and national media, and distributed more than 50 media releases. • Fulfilled public information responses for multiple emergency incidents, including winter storms, earthquakes, freezing temperatures, school violence, and more.
• Provided departments with marketing deliverables, such as activity guides, reports, newsletters, email blasts, signage, flyers, webpages and microsites, advertisements, surveys, digital marketing assets, etc.
CIRO/CE - Accomplishments
• Coordinated the redesign and launch of the City's website to a new platform with enhanced features making it easier for the public to navigate. • Assisted departments with the launch and integration of new iNet pages. • Created and implemented a new format for the City Connections newsletter to match the new website design.
• Developed an updated Brand Book establishing, memorializing and protecting the City's brand and image.
67 CIRO/CE - Accomplishments
68 Promoted and supported citywide events, such as: Promoted and supported citywide events, such as:
• St. Patrick’s Day 5K
• Earth Day
• SR City Works Festival
• Women in Public Safety Day
• Wildfire Ready Resource Fair
• Hearn Community Hub Vision
Unveiling
• Town Hall meetings with the Mayor
and Councilmembers
• Halloween at Howarth
• E.P .I.C.
• SRW Rate Schedule
CE - Accomplishments
• Delivered key Community Engagement materials to departments, including:
• City-Wide Community Engagement Plan and 2025 Goals
• Master calendar of events and event assessment rubric • Stakeholders, neighborhood and community-based organization (CBO) master list • Completed the Budget Priorities Community Survey, gathering critical public input. • Finalized the Community Advisory Board (CAB) work plan and introduced tools to strengthen the Community Improvement Grant (CIG) process. • Reviewed and awarded 11 CIGs, supporting neighborhoods and community projects. • Successfully completed the AmeriCorps Neighbor to Neighbor Program application, securing 2 AmeriCorps members to promote civic participation and neighborhood collaboration.
69 CE - Accomplishments
• Organized Community Town Hall Meetings to enhance civic engagement. • Attended and tabled at approximately 22 community events and meetings, increasing City visibility and accessibility.
• Provided engagement support for key city initiatives, including:
• Active Transportation Plan
• South-East Greenway Project
• EPIC Collaborative Zero Litter Pilot Program
• MLK Jr. Park and Trail Renovation Project
• Coordinated Know Your Rights trainings for front counter and customer service staff.
• Re-launched the Multicultural Roots Project to highlight and recognize the contributions of the diverse members of our community.
70 Human Resources
PROPOSED BUDGET FY 2025 -26
Human Resources
72 HR – by Fund
73 Expenditures by Fund 2024-25 2025-26 $ %
(All Funds) Budget Budget Change Change
General Fund $4,716,153 $4,642,756 -$73,397 -1.6%
Risk Management Fund $41,599,701 $45,660,743 $4,061,042 9.8% Total $46,315,854 $50,303,499 $3,987,645 8.6%
General
Fund 8.70%
Risk Management
Fund 91.30%
HR – by Program
74 Expenditures by Program 2024 - 25
Budget
2025 - 26
Budget $ Change % Change
General Administration $4,716,153 $4,642,756 -$73,397 -1.6% Risk Management $41,599,701 $45,660,743 $4,061,042 9.8% Total $46,315,854 $50,303,499 $3,987,645 8.6%
Risk Management Programs
75 Risk Management Fund
2024-25
Budget
2025-26
Budget
$
Change
%
Change
Administrative Staff and Supplies $2,186,925 $2,277,719 $90,794 4.2% City Health $14,545,426 $15,112,475 $567,049 3.9%
PERS Health $8,709,043 $9,800,448 $1,091,405 12.5%
Workers Compensation $5,687,306 $6,040,211 $352,905 6.2% Dental/Vision $2,103,348 $2,054,319 ($49,029) -2.3%
Other Employee Benefits $934,203 $1,353,247 $419,044 44.9% Liability Insurance $5,390,617 $6,954,694 $1,564,077 29.0% Earthquake Insurance $650,699 $667,630 $16,931 2.6%
Property/Fire Insurance $1,392,134 $1,400,000 $7,866 0.6% Total $41,599,701 $45,660,743 $4,061,042 9.8%
HR - Operational Highlights
76 • Continued to meet and discuss newly proposed Class Spec Concepts with employees from Ghallagher’s Class and Compensation Survey • Employee Recognition Dinners
• Benefits Fair and Employee Appreciation Luncheon
• Reduced Workers’ Compensation hours
• Facilitate and coordination of the Executive Leadership Quarterly Development • Facilitated Stipend actuary updates for all stipend plans • Beginning to review policy work, and operational efficiencies through review of systems and potential automations.
HR - Accomplishments
77 • Finalized and closed 12 bargaining tables, encompassing 15 represented units, in addition to updating all terms and conditions for unrepresented staff • Implemented Paid Family Leave
• Stabilized staffing and reduced turnover
• Supervisor Training
• Citywide Harassment Prevention Training completed
• Finalized and Presented the implementation plan for the two Citywide Equity Plans
• Launched the VIBE committee (Voices of inclusion, belonging, and equity) Finance Department
PROPOSED BUDGET FY 2025 -26
Finance Department
79 Finance – by Fund
80 General
Fund
45.35%Parking
34.81%
RDA Obligation
Retirement
Fund, 17.73%
Pooled Investment Fund
2.12%
Finance – by Program
81 Expenditures by Program 2024-25
Budget
2025-26
Budget $ Change % Change
General Administration $2,796,239 $2,538,720 -$257,519 -9.2% Successor Agency $3,268,453 $3,030,639 -$237,814 -7.3%
Parking Services O&M $4,255,401 $4,324,374 $68,973 1.6% Financial Services $3,072,414 $3,298,332 $225,918 7.4%
Parking Enforcement $1,569,806 $1,627,669 $57,863 3.7%
Purchasing $1,329,641 $1,407,641 $78,000 5.9%
Revenue $0 $0 $0 n/a
Payroll and Benefits $864,995 $920,354 $55,359 6.4%
CIP and O&M Projects $0 $0 $0 n/a
Total $17,156,949 $17,147,729 -$9,220 -0.1%
Finance: Operational Highlights
82 Accounts Payable
Ensure all vendors paid in compliance with Federal and State Law Pays Section 8 Housing Payments to Landlords
Payroll & Benefits
Compliance with CalPERS, IRS and any other regulations
Monitors compliance with MOUs and City policies to ensure proper pay
Budget
Forecasting and planning of City resources
Provide budget accountability and guard against overspending Invest City funds to gain maximum return allowed under State law Finance: Operational Highlights
83 Purchasing
Minimizes City’s risk by through procurement standards and policies Negotiates best value to City through bids and purchases Maintains a well stocked warehouse and fuel inventory for City staff Financial
Reporting
Prepares and issues financial statements and other financial report Ensures good credit standing, ability to apply for grants and issue debt Also helps City avoid costly penalties and audits
Parking
Outreach to businesses, residents, and visitors to Parking District Maintain District infrastructure, and look for innovative enhancements Work with City departments to ensure vitalization in the downtown, and parking facility safety
Finance: Accomplishments
84 FY 2024-25 Council Goal 1 “Fiscal Stability”
• Revenue Administration processed $43.1 million in taxes and fees for FY 24-25
• PEMHCA 115 Trust created, avoiding $1.5 million in ongoing benefit liability
• Santa Rosa’s Budget Team received GFOA’s Distinguished Budget Presentation Award for the FY 2024-25 Budget Book publication.
• Purchasing created more efficiency via Citywide video training.
Training for P-Card Reconciliation, with PR Entry coming soon. • Successfully assisted in negotiating 11 Memoranda of
Understanding (MOUs) for 2024-2027
• In collaboration with the Unions, manually applied retroactive MOU changes to 142 employees over 4 months / 4 payroll cycles
Finance (Parking): Operational
Highlights
85 • Entered into agreements with housing developers for parking permits in City garages.
• Awarded two grants from the Metro Transportation
Commission (MTC) to conduct studies that address
Climate Mitigation, Transit Oriented Communicates
(TOC), Vehicle Miles Traveled (VMT), and Housing
goals.
• First grant nearing completion, and the report will
be ready in the summer of 2025 regarding the future
of Parking and its impacts on the downtown district
• Adjusted operational hours to reduce staff time and
create a better work environment.
Finance: Accomplishments (Parking)
86 • Completed multiple contracts with PG&E to install 14 Level II, and 2 Level III chargers for public use.
• Submitted contract to install 36 Level III chargers for public use.
• Secured Communities in Charge grant to purchase
new EV chargers.
• Garage 12 elevator project completed.
Parking Enterprise Fund Summary
87 FY 2025-26
Proposed Budget
Revenue $3,797,906
Transfers In 1,627,669
Total $5,425,575
O&M Expenditures 5,952,043
CIP Expenditures -
Transfers Out 121,338
Total $6,073,381
Use of Reserves ($647,806)
Non - Departmental
PROPOSED BUDGET FY 2025 -26
Non-Departmental – by Fund
89 Expenditures by Fund 2024-25
Budget
2025-26
Budget $ Change % Change
General Fund -$8,461,454 -$11,134,130 -$2,672,676 31.6% 2013 Pension Obligation (Refund) $3,731,271 $0 -$3,731,271 -100.0% Fire Station Capital Lease $275,795 $0 -$275,795 -100.0% Courthouse Square Capital Lease $728,450 $727,650 -$800 -0.1% Total -$3,725,938 -$10,406,480 -$6,680,542 179.3%
Non-Departmental – by Program
90 Information Technology
PROPOSED BUDGET FY 2025 -26
92 Informational Technology
IT – by Fund
93 Information
Technology
93.62%
Technology
Replacement
6.38%
2024-25 2025-26 $ %
Expenditures by Fund Budget Budget Change Change
Information Technology $10,035,262 $10,662,065 $626,803 6.2% Technology Replacement $797,339 $733,141 ($64,198) -8.1% Total $10,832,601 $11,395,206 $562,605 5.2%
IT – by Program
94 Expenditures by Program 2024-25 2025-26 $ %
(All Funds) Budget Budget Change Change
I.T. Administration $1,434,257 $1,433,613 ($644) 0.0%
I.T. Development $3,901,146 $4,145,845 $244,699 6.3%
I.T. Customer Support $3,035,671 $3,259,008 $223,337 7.4% I.T. GIS Services $794,813 $878,208 $83,395 10.5%
I.T. Media Services $264,375 $278,391 $14,016 5.3%
I.T. PC Replacement Program $213,623 $231,314 $17,691 8.3% CIP and O&M Projects $1,188,716 $1,168,827 ($19,889) -1.7% Total $10,832,601 $11,395,206 $562,605 5.2%
IT – Operational Highlights
95 Goals and Strategies
Partner with internal
departments and the
community to deploy reliable
data-driven technologies that
provide efficiencies and
innovation of City services
Optimize technology and
services relating to
cybersecurity, site security,
and resilience against major
disasters
Improve and refine tools and
processes to support the on-
going needs of a digital,
hybrid workforce and
community including public
participation and
collaboration
Support, maintain, update,
and enhance existing systems
and technologies required for
daily citywide operations
Address staffing, policy, and
process-related needs within
the department and citywide
Improve the IT environment
through the maturation of IT
governance and
accountability
Digital Services (1-7) Security (3,4,7) Hybrid Services (3,6) Support and Maintenance (2,3,4) People and Process (3) Governance and Accountability (2,3,4) Summary
• Promote Citywide Economic Development
• Achieve and Maintain Fiscal Stability
• Create an Environment that Supports Staff & Operational Excellence • Invest in the Development and Maintenance of the City’s Infrastructure • Plan For and Encourage Housing for All and Reduce Homelessness • Address Climate Change
• Foster a Safe, Healthy, and Inclusive Community
1 2
3 4
5 6
City Council Goals:
7 INFORMATON TECHNOLOGY
STRATEGIC PLAN 2022-2025
Summary
IT – Operational Highlights, by Service Area Detail
96 96
IT - Operational Highlights
97 IT - Operational Highlights
98 IT: Accomplishments
99 • Addressed Nearly 12,000 IT Service Requests.
• Enhanced cybersecurity program with new cybersecurity manager position, SIEM system, vulnerability scanning, training, and response plans. • Launched Santa Rosa Insights dashboard portal.
• Developed initial AI strategy and policy for the City. • Completed City Hall campus security camera deployment project. • Completed RFP process for new Cloud-based permitting and code enforcement system and nearing completion of implementation.
• Promote Citywide Economic Development
• Achieve and Maintain Fiscal Stability
• Create an Environment that Supports Staff & Operational Excellence • Invest in the Development and Maintenance of the City’s Infrastructure • Plan For and Encourage Housing for All and Reduce Homelessness • Address Climate Change
• Foster a Safe, Healthy, and Inclusive Community
1 4
5 6
City Council Goals:
7 2
3 73 4
3 4 5 6 71 2
5 71 4
73 4
5 73 4
32 7
IT: Accomplishments
(continued)
100
• Received $250,000 cybersecurity grant.
• Updated, Replaced, and Maintained Core Citywide IT Infrastructure. • Upgraded broadcast and audio/visual system at UFO training rooms. • Won Government Experience Award for in-house developed system for Stormwater. • Developed AWARE system for weather data.
• Developed system for tracking employee injury reports. • Developed system for code enforcement tracking of vacant buildings and lots. • Promote Citywide Economic Development
• Achieve and Maintain Fiscal Stability
• Create an Environment that Supports Staff & Operational Excellence • Invest in the Development and Maintenance of the City’s Infrastructure • Plan For and Encourage Housing for All and Reduce Homelessness • Address Climate Change
• Foster a Safe, Healthy, and Inclusive Community
1 4
5 6
City Council Goals:
7 2
3 3 4 72
3 4
3 4 7
3 3 4 6 7
3 7
3 4 7
Housing & Community Services
PROPOSED BUDGET FY 2025 -26
Housing & Community Services
102
HCS – by Fund
103
Expenditures by Fund 2024-25 2025-26 $ %
(All Funds) Budget Budget Change Change
General Fund $161,000 $0 -$161,000 -100.0%
Mobile Home Rent Stabilization $268,732 $316,946 $48,214 17.9% Homeless Service Operations $3,406,953 $5,479,380 $2,072,427 60.8% Admin Housing & Community
Services $1,737,800 $1,746,191 $8,391 0.5%
Rental Assistance Programs $42,765,584 $47,488,947 $4,723,363 11.0% Housing Trust $7,061,864 $7,295,695 $233,831 3.3%
Total $55,401,933 $62,327,159 $6,925,226 12.5%
Real Property
Transfer Tax
19.16%
General Fund
58.21%
Encampment
Resolution Grant
9.13%
Other Revenue
(County, Private
Contributions,
etc.), 13.51%
Homeless Services
HCS – by Program
104
Expenditures by Program 2024-25 2025-26 $ %
Budget Budget Change Change
Mobile Home Rent Control Ordinance $268,732 $316,946 $48,214 17.9% Housing Trust $6,261,636 $6,634,476 $372,840 6.0%
Admin Housing & Community Services $1,737,800 $1,746,191 $8,391 0.5% Community Services Programs $111,000 $0 -$111,000 -100.0% Rental Assistance Programs $42,765,584 $47,488,947 $4,723,363 11.0% Homeless Shelter Operations $3,396,953 $4,979,380 $1,582,427 46.6% CIP and O&M Projects $860,228 $1,161,219 $300,991 35.0% Total $55,401,933 $62,327,159 $6,925,226 12.5%
HCS - Operational Highlights
105
Rental Assistance Division –Federal rental housing assistance to low-income households
• Manage over 2,500 vouchers (HCV, VASH, Proj Based, Port-In, TBRA, EHV) • Process $2.7M Housing Assistance Payments to over 200 landlords / mo • Perform 348 re-examinations (income verification, etc.) / mo • Inspect 150 units/mo to ensure safe and sanitary housing • Administer Family Self Sufficiency Program – 44 families • Submit weekly, monthly, quarterly and annual reports to HUD • Manage waitlists – 4,800+
2024 Total Public Counter Interactions - 5,500+ in person; 8,760 telephone calls HCS - Operational Highlights
106
Homeless Services- Lead effort to reduce
homelessness, collaborate regionally, manage contracts and grants
• 100+ contacts monthly
• Lead encampment resolution team, 15 visits per
week, resolve 40 per month
• Continued coordination of SR specific, by-names
list
• Manage 16 non-profit contracts
• Participate in regional efforts
HCS - Operational Highlights
107
Housing T rust – Affordable housing loans,
manage grants and public services, and
compliance monitoring
• Manage $200+M loan portfolio; 500+
loans
• Monitor over 6,200 units annually
• Manage state and federal grants
• Current Affordable Pipeline:
• 547 recently completed; 156 under
construction; 249 (8 ownership)
awaiting final funding or permits; 138
preserved / rehabilitated
HCS - Accomplishments
108
• Launched $3.9M Homeless Pilot - Keep People Housed Sonoma County
• Continued implementation of $2.3M HOME –ARP and $3.8M Encampment Resolution Funded programs
• Awarded $3.1M in loan funds to support 130 new units, 40 existing rehab
• Administered Mobilehome Rent Control Ordinance
• Performed compliance monitoring for over 6,200 units
HCS - Accomplishments
109
• Assisted nine (9) households with loans to purchase a home in Santa Rosa via the Down Payment Assistance Loan Program (DPAL) • Family Self Sufficiency Program enrolled 20 new households for 44 active participants
• Completed construction of Mahonia Glen, The Cannery, and South Park Commons
• 290 affordable units, 63 Permanent Supportive Housing units for chronically homeless
Fire Department
PROPOSED BUDGET FY 2025 -26
Fire Department
111
Fire – by Fund
112
General Fund
92.44%
PSAP Tax
6.46%
CIP Fund
1.29%
Measure H
County,
9.88%
Expenditures by Fund 2024-25
Budget
2025-26
Budget $ Change % Change
General Fund $58,787,381 $56,149,820 -$2,637,561 -4.5%
Public Safety & Prevention Tax- Fire $4,590,082 $4,400,084 -$189,998 -4.1% Measure H County - Fire $0 $6,764,257 $6,764,257 100.0% Capital Improvement Fund $511,631 $880,556 $368,925 72.1% Total $63,889,094 $68,194,717 $4,305,623 6.7%
Fire – by Program
113
Expenditures by Program 2024-25
Budget
2025-26
Budget $ Change % Change
Fire Operations $45,742,188 $44,169,281 -$1,572,907 -3.4% Public Safety & Prevention Tax- Fire $4,590,082 $4,400,084 -$189,998 -4.1% General Administration $9,094,857 $7,504,090 -$1,590,767 -17.5% Fire Prevention $3,309,251 $3,701,965 $392,714 11.9%
Measure H County - Fire $0 $6,476,185 $6,476,185 100.0% CIP and O&M Projects $1,152,716 $1,943,112 $790,396 68.6% Total $63,889,094 $68,194,717 $4,305,623 6.7%
Fire - Operational Highlights
Operations:
• Suppression – responds to an average of 78 incidents per day (CY 2024 total – 28,358 incidents, 34,650 unit responses)
• Emergency Medical Services – accounts for 69% of suppression volume; inResponse – 5210 calls for service, 1048 diversions from engine/truck responses for EMS calls.
• Training and Safety – provides training and maintains certifications of all employees; facilitates >32,000 hours/year
• Support Services – policy management, facilities, fire station construction, homeless services liaison, information technology
114
Fire - Operational Highlights
Fire Prevention:
The Fire Prevention Bureau is responsible for reviewing, updating and enforcing fire-related codes and ordinances, Administer >4,000 inspections per year; 865 CUPA inspections, 11,000 weed abatement inspections; 1,705 plans reviewed Administration:
Manages all business, finance, human resources and information technology resources for SRFD
Emergency Management:
Manages citywide preparation, mitigation, response and recovery to natural and humanmade disasters
115
Fire - Accomplishments
• Placed two ALS squads in high demand services areas funded by SAFER Grant (Goal 2)
• Completed 5-year community driven strategic plan (Goal 3) • Sonoma County Measure H passed by ballot measure (Goal 2) • Broke ground on Fire Station 5 rebuild. Estimated completion date November 2025 (Goal 4)
• Fire Station 8 RFP for Design Build contractor awarded.
Estimated completion date fall of 2026 (Goal 4)
• Received two 2024 Pierce Type 1 Fire Engines. Through vehicle replacement program, purchased 5 SUVs, 3 Pickup Trucks, 1 Electric Vehicle (Goal 3)
• Support staff handled 16,646 phone calls in 2024, averaging 64 per business day. (Goal 3)
116
Fire - Accomplishments
• Promoted 20 employees in 2024 - Engineer, Captain, Battalion Chief & Division Chief (Goal 3)
• Hired 19 employees in 2024 - Firefighter, Single Role Paramedic & Deputy Emergency Manager (Goal 3)
• Continue Implementation of Vegetation Management
Ordinance (Goals 4,6 & 7)
• Conducted 512 fire investigations, referred 54 to the Duty Investigator, leading to 4 arrests and 3 suspects cited. (Goal 7) • In 2024, we had $3.8 million in loss as a result of fires but had over $10 million in value saved through firefighting efforts. (Goal 7)
117
Fire - Accomplishments
• 100 +/- community outreach events and taught CPR to
1,160 7th graders across the city (Goals 3 & 6 & 7)
• Launched Weather Website (Goals 6 & 7)
• 16 Mutual Aid assignments through MMAS, EMA & EMAC
including Maui, Palisades, Eaton Fires as well as Napa, San Bernadino, T ulare, Ventura and Marin (Goals 6 & 7)
118
Police Department
PROPOSED BUDGET FY 2025 -26
Police Department
120
Police – by Fund
121
Other Special Revenue,
0.81%
General
Fund
93.03%
PSAP Tax
6.15%
Expenditures by Fund 2024-25 2025-26 $ %
(All Funds) Budget Budget Change Change
General Fund $79,673,668 $79,978,863 $305,195 0.4%
Public Safety & Prevention Tax – Police $4,835,432 $5,294,760 $459,328 9.5% Federal Narcotics Asset Forfeiture $50,000 $50,000 $0 0.0% Supplemental Law Enforcement $515,000 $525,000 $10,000 1.9% State Narcotics Asset Forfeiture $148,000 $125,000 -$23,000 -15.5% Total $85,222,100 $85,973,623 $751,523 0.9%
Police – by Program
122
Expenditures by Program 2024-25
Budget
2025-26
Budget $ Change % Change
General Administration $14,733,246 $12,082,267 -$2,650,979 -18.0% Technical Services $9,960,053 $11,164,595 $1,204,542 12.1% Support Bureau $1,122,127 $1,932,112 $809,985 72.2%
Public Safety & Prevention Tax – Police $4,835,432 $5,294,760 $459,328 9.5% Field Services $41,108,630 $39,739,474 -$1,369,156 -3.3% Investigative Services $13,070,112 $15,346,959 $2,276,847 17.4% CIP and O&M Projects $392,500 $413,456 $20,956 5.3%
Total $85,222,100 $85,973,623 $751,523 0.9%
Police - Operational Highlights
123
• 80% Decrease in homicides
10 homicides in 2023
2 homicides in 2024
• 51% Increase in Firearm
Seizures
259 Guns seized in 2023
390 Guns seized in 2024
• 125% increase in Ghost Gun
Seizures
55 seized in 2023
124 seized in 2024
• 52% Decrease in promiscuous shooting
events
361 shooting events in 2023
173 shooting events in 2024
This is 188 fewer shootings reported in our City!
Police - Operational Highlights
124
• 4% Increase in T raffic Stops
22,292in 2023
23,198 in 2024
• 25% Increase in Traffic Citations
8,230 in 2023
10,291in 2024
• 18% Reduction in DUI Collisions
251 in 2023
206 in 2024
SRPD was named MADD
Outstanding Agency of the Year for
DUI enforcement efforts
• 6% Reduction in Priority 1
Response Times
6:57 minutes in 2023
6:31 minutes in 2024
Police - Accomplishments
125
• Held more than 55 community engagement events
• Reduced Priority 1 Response times to 6:31
• Created a comprehensive five-year Strategic Plan
• Made Employee Wellness a priority:
• Hosted the Resiliency Program for all staff (with Opioid funding) • Updated the gym equipment (with grant funding)
• Hosted several employee morale events
• Started the Real Time Crime Center
• Installed 50 ALPR cameras and ordered 71 additional
• Purchased 28 pan/tilt cameras
• Installed enhanced RTCC software
41 Questions?