Santa Rosa City Council
June 16, 2026

Operations and Maintenance Budget
Fiscal Year 2026-27
DRAFT

CITY COUNCIL
Mayor
Mark Stapp
Vice Mayor
Jeff Okrepkie
Council Members
Eddie Alvarez
Caroline Bañuelos

Victoria Fleming
Dianna MacDonald
Natalie Rogers
Interim City Manager
Lori Ann Farrell
City Attorney
Ashle Crocker
FY 2026-27

OPERATIONS AND MAINTENANCE BUDGET

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Budget Document Producers
Budget Team
Veronica Conner Budget & Financial Analysis Manager
Mike Frugoli Financial Analyst
Jose Morales Financial Analyst
Tricia Reeve Financial Analyst

Other Contributors
Scott Wagner Chief Financial Officer

Technical Advisor
Brian Tickner Chief Information Officer
Shawn Moore Programmer Analyst

Department Budget Coordinators
City Attorney’s Office Kathryn Marko
HCS – Recreation Jacqui Hamann
City Council / City Manager’s Office Lindsey Daugherty
Human Resources Dominque Blanquie
Communication & Intergovernmental
Relations
Misti Wood
Planning & Economic Development Lacey Chaffin
Finance Lisa Gebhart Longhurst
Police Pam Lorence

BUDGET ACKNOWLEDGEMENTS

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award

PRESENTED TO

City of Santa Rosa
California

For the Fiscal Year Beginning
July 01, 2025

Executive Director

Table of Contents

TRANSMITTAL & BUDGET OVERVIEW
1 Guide to the Document
5 Budget Overview
11 Capital Improvement Program
17 City Council Goals
19 Public Safety and Prevention Tax
23 Budget Process and Calendar

CITY & ORGANIZATION OVERVIEW
25 Organizational Values
27 City at a Glance
29 City Profile and Demographics

SUMMARY FINANCIAL INFORMATION
31 All City Funds Schedule
33 Enterprise Funds Schedule
35 Internal Services Funds Schedule
37 Fund Use by Department
39 City Revenues
43 Multi-Year Revenue Summary
44 Multi-Year Expenditure Summary
45 City Debt
47 FTE Staffing Summary
51 Long Range Financial Forecast

DEPARTMENTS
55 City Attorney’s Office
63 City Council
69 City Manager’s Office
79 Finance
85 Fire
91 Housing & Community Services
95 Housing Authority
101 HCS - Recreation
107 Human Resources
113 Information Technology
119 Non-Departmental
123 Planning & Economic Development
133 Police
139 Santa Rosa Water
149 Successor Agency to the Redevelopment Agency
151 Transportation & Public Works

APPENDIX
159 Policies
165 Gann (Appropriation) Limit
167 Glossary

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1 Guide to the Document
The City budget is a plan for how Santa Rosa will use its money during the fiscal year. It shows where the City’s money comes from and how it will be spent to provide services for residents. The budget helps the City Council and City staff balance community needs, available funding, and City priorities.

How the Budget Document is Organized
The budget book is divided into sections with tabs to make information easy to find. The Table of Contents lists every section and page number.

Below is a summary of each major section.

Transmittal, Guide, and Budget Overview
The City Manager’s Budget Transmittal introduces the budget. This section sets the context for budget decisions by describing the conditions affecting the budget and outlining major initiatives underway and challenges for the next year. This Guide to the D ocument explains the format and organization of the document and includes a section on the City’s budget practices and policies. The Budget Overview summarizes the budget and focuses on its financial implications, including revenue and expenditure trends.

Following the Budget Overview is a summary of the City’s Capital Improvement Program budget and a list of projects receiving funding.

This section also includes a segment detailing the City Council’s goals. Every year, the Council meets to develop its goals for the coming period. At that time, the Council outlines the goals, proposes strategies, and works with City staff to develop work plans. To show the City’s progress and efforts towards the goals, each goal has been assigned a number. These numbers appear in each department’s section next to the Strategic Goals and Initiatives and the Accomplishments that relate to that goal. The associated goals show departments’ continuing efforts toward furthering and achieving the Council’s goals.

An overview of the Public Safety and Prevention Tax budget (Santa Rosa’s quarter cent sales tax to fund the Public Safety and Violence Prevention program), a description of the budget process, and a budget calendar are also included in this section of the document.

City and Organization Overview
This section contains a Citywide organizational chart, which includes names of the major programs of each department, the City’s Organizational Values, general information about Santa Rosa, a brief historical background, demographics, and statistics.

Summary Financial Information
This section provides high-level financial information for the entire City. • All City Funds Schedule: Local government budgets are organized by funds in order to segregate and account for restricted resources. Each fund is a separate accounting entity. The General Fund provides the resources for many of the services cities typically offer. The All -City Funds summary schedule consolidates all funds Citywide and presents the total resources and the total use of resources.
• Enterprise Fund Schedule: These funds account for City activities that are operated in a manner similar to private enterprises and receive revenues from fees charged to customers. 2 Guide to the Document

• Internal Service Funds Schedule: These funds are used to report the activities that provide goods and services to other funds, departments or component units of the City programs and activities. • Fund Use by Department: This matrix shows the relationship between the various funds and the City’s departments.
• Multi-Year Revenue and Expenditure Summaries: These two schedules provide a multi -year summary of Revenues by Fund and Expenditures by Fund. Each schedule reflects three prior years of actual results, the budget or estimates for the previous fiscal year, and the current year’s budget. • City Debt Schedule: This schedule computes the legal debt limitation which is not to exceed the total assessed valuation of taxable property within the City boundaries. Additionally, it reflects the City’s debt obligation outstanding and associated bond rating as of the end of the fiscal year. • FTE Staffing Summary: This schedule provides a description of Citywide position changes, including a table showing five years of staffing levels for each department. • Long Range Financial Forecast (LRFF): This schedule displays the current budget of the General Fund as well as forecasted revenue, expenditures, transfers, and reserve balances for the next four years. The LRFF is intended to serve as a tool for financial planning and decision making in the years ahead, and the City aims to update this forecast annually.

Department Detail
The majority of the budget book is divided into departmental sections. A variety of information, both financial and narrative, are provided for each department. Each section contains the following information:
• Mission Statement: A statement explaining why a department exists. • Department Description: A description of the services provided by the department, intended to give the reader an understanding of the scope and breadth of ongoing functions and responsibilities of a service area.
• FTE By Program: A graphic representation of each department’s programs. The number of employees in a program is included. These charts are representative of a point in time; the number of employees in a program for any department fluctuates throughout the year. • Strategic Goals and Initiatives: A list of initiatives the department hopes to begin or accomplish over the next fiscal year. Initiatives related to City Council goals are designated with the number of the corresponding goal.
• Major Budget Changes: A description of the department’s major increases and decreases compared to the previous year’s budget.
• Expenditures by Program: A financial table showing funds used to support departmental activities that provide benefits and services Citywide. It also provides historical information so the reader can examine trends and previous funding levels.
• Expenditures by Category: A financial table showing salary, benefits, operating and capital costs associated with the department. It also provides historical information so the reader can examine trends and previous funding levels.
• Expenditures by Fund: A financial table showing the funds from which the department receives financial resources. It also provides historical information so the reader can examine trends and previous funding levels.
• Authorized Full-Time Equivalent (FTE) Positions - All Funds: A table showing the staffing level of each department for the current fiscal year and the prior four fiscal years. • Performance Measures: A collection of statistical data measuring the achievements of each department.
3 Guide to the Document
• Prior Fiscal Year Accomplishments: A list of the department’s accomplishments from the previous fiscal year. Accomplishments related to City Council goals are designated with the number of the corresponding goal.
• Looking Ahead: An overview of future projects and priorities unique to each individual department.

Reading Expenditures Tables
The Expenditures Tables in each department section include two years of prior actual data, the prior year’s adopted budget, and the current fiscal year budget as it was adopted by the City Council during the City’s annual Budget Hearings in June.

Appendix
This section contains the General Fund reserve policy and other policies of interest, the City’s annual Gann (Appropriations) Limit details, and the budget resolutions. A Glossary of Terms, related to budgeting in general and the City of Santa Rosa particularly, can also be found in this section.

Budget Practices and Policies

Basis of Accounting
The budget is developed on a modified accrual basis of accounting, for governmental fund types (General Fund, Special Revenue Funds, Debt Service Funds, and Capital Projects Funds), adjusted for encumbrance accounting. Under the modified accrual basis, revenues are recognized when they become susceptible to accrual (i.e., when they become both measurable and available). “Measurable” means the amount can be determined, and “available” means collectable within the current period or soon enough thereafter to be used to pay liabilities of th e current period. Expenditures are recorded when the related fund liability is incurred.

Proprietary funds (Enterprise Funds and Internal Service Funds) use the economic resources measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when liabilities are incurred, regardless of when the related cash flows take place.

Basis of Budgeting
Budgets are adopted for all governmental funds, except for certain Special Revenue Funds. All budgets are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP) adjusted for the accounting of encumbrances. The budget is legally required to be adopted prior to July 1 for the ensuing year.

The City Manager is authorized to transfer an unlimited amount of appropriations within any fund so long as the total appropriations are not increased. The City Manager is also authorized to transfer up to $50,000 of appropriations between funds. In addition, the City Manager is authorized to transfer up to $100,000 of appropriations between funds within one Enterprise activity. Only the City Council has the authority to increase total appropriations, subject to the appropriation limitations set by state law. Budget appropriations lapse at the end of the fiscal year, with the exception of contract commitments and capital improvements, which are carried over until the commitment is met, or the project has been completed.

The legal level of budgetary control is by fund, although budgets are adopted within funds at the department/division level in all operating funds and at the project level in the capital projects funds.

Guide to the Document
4 Reserve Policies
The General Fund maintains a reserve policy based on City Council approval. The policy states that the General Fund reserve will be maintained between 15-17% of expenditures. All other major City funds also have reserve policies that dictate minimum balances. More information on policies can be found in the Appendix.
5 Budget Overview
Introduction
Santa Rosa’s Fiscal Year (FY) 2026 -27 Operating and Capital Budget is $575.9 million across all funds and consist of $499.3 million of operational funding and $76.6 million of capital project funding. This represents a total increase of $21.9 million or 3.9% compared to FY 2025-26 adopted budget. Operations are increasing by $21.3 million or 4.4% and the Capital Improvement Program (CIP) is increasing by $0.6 million or 0.7%, as shown in the following table.

FUND TYPE
FY 2025-26

ADOPTED
BUDGET
(in millions)
FY 2026-27

ADOPTED
BUDGET
(in millions)
$ Dollar
Increase/
(Decrease)
(in millions)
% Percent
Increase/
(Decrease)
General Fund $216.8 $231.1 14.3 6.6%
Enterprise Funds (Operating) 171.8 177.7 5.9 3.4%
Enterprise Funds (CIP) 45.2 44.1 (1.0) (2.3%)
Other Funds (CIP) 30.8 32.4 1.6 5.2%
Special Revenue Funds 28.6 29.1 0.5 1.8%
Other Funds 1.2 1.2 0.0 -
Housing Authority 56.7 57.2 0.5 1.0%
Successor Agency to RDA 3.0 3.0 0.0 -
TOTAL $554.0 $575.9 $21.9 3.9%

Operations (net of CIP) $478.0 $499.3 $21.3 4.4%
CIP only $76.0 $76.6 $0.6 0.7%

General Fund
The City of Santa Rosa’s FY 2026-27 General Fund budget is not balanced, with revenues and transfers equaling $7.6 million less than expenditures and transfers out.

The FY 2026-27 General Fund expenditure budget of $231.1 million, reflects an increase of $14.3 million, or 6.6% from the prior fiscal year. Expenditures can be broken down into three broad categories – Salaries and Benefits, Services & Supplies, and Operating Projects. Salaries and Benefits category represent $177.2 million or 76% of the total General Fund budget. Services and Supplies account for another $51.4 million or 22.2% of the total, while the remaining $2.5 million, or 1%, is allocated to Operating Projects in the General Fund. Changes from the prior fiscal year’s adopted budget, by category, are as follows:

General Fund Salaries and Benefits: Salaries increased by $8.4 million or 8.5% and benefits increased by $3.0 million or 4.5% compared to the FY 2025-26 adopted budget. To better reflect the true cost of overtime in public safety the Fire Department’s overtime budget increased by $2.5M and the Police Department’s overtime budget increased by $1M. Additionally, the inRESPONSE program eliminated 6.0 FTE single role paramedics, and 12.0 FTE firefighters were moved from the SAFER Grant to vacant General Fund and Measure H Fund positions, resulting in a decrease in charge-outs. Another contributor to the increase in Salaries and Benefits is that all bargaining units are entering the final year of their labor agr eements signed at the beginning of FY 2024-25.

Budget Overview
6 General Fund Services and Supplies: Increased by $2.7 million compared to FY 2025-26 adopted budget, primarily due to a $1.2 million increase in Professional Services costs. Additional increases in this broad category include Other Outside Services, Supplies - Operational, Information Technology, and Electricity.

General Fund Operating Projects: Increased modestly by $148K or 6.3% compared to FY 2025-26 adopted budget. The operating projects vary year over year depending on the individual project timelines.

FY 2026-27 General Fund revenues are $224.7 million, an increase of $9.6 million, or 4.5%, over the FY 2025-26 adopted budget. Sales tax, the City’s largest General Fund revenue source, rose by $1 million, or

1.5%, and accounts for 32% of total General Fund revenues. Other revenue sources, including Business Tax, Motor Vehicle Licenses Fees, and Recreation Revenues, are projected to increase modestly. Building and Development permit revenue is expected to decrease to a higher volume of smaller dollar permits compared to historically lower volumes of higher dollar projects.

Property tax is projected to increase 6.1% over the FY 2025-26 adopted budget.

For more information on General Fund revenues, please see the City Revenues in the Summary Financial Information section of this document.

General Fund Conclusion
In FY 2026-27, the General Fund reflects continued expenditure growth outpacing revenue growth. While key revenues such as property tax are projected to increase and sales tax is expected to grow modestly, sales tax estimates have been developed conservatively in recognition of changing consumer behavior and ongoing economic uncertainty. Overall, the FY 2026-27 General Fund is budgeted with a deficit of $7.6 million, as revenues and transfers in are less than expenditures and transfers out. Looking ahead, the City will need to continue evaluating strategies to address this structural imbalance and support long- term fiscal sustainability.

Budget Overview
7 FY 2026-27 General Fund Budgeted Expenditures

CATEGORY

EXPENDITURES
(in millions)
Salaries 107.2
Benefits 70.0
Professional Services 15.5
Vehicle Expense 10.6
Operational Supplies 3.8
Utilities 5.9
Information Technology 6.2
Liability/Property Insurance 5.1
Other Miscellaneous 3.0
O&M Projects 2.5
TOTAL $231.1

FY 2026-27 General Fund Expenditures – % by Category

Budget Overview
8 FY 2026-27 General Fund Budgeted Expenditures

DEPARTMENT

EXPENDITURES
(in millions)
Administration* $23.3
Housing & Community Services 0.0
Fire 62.2
Planning & Economic Development 19.8
Police 85.5
Recreation & Parks 11.2
Transportation & Public Works 37.9
Water 0.8
Non-Departmental (9.6)
TOTAL $231.1
*Administration departments include City Attorney, City Council, City Manager, Communications & Intergovernmental Relations Office, Finance and Human Resources.

FY 2026-27 General Fund Expenditures – % by Department

Budget Overview
9 2026-27 General Fund Budgeted Revenues

SOURCE

REVENUES
(in millions)
Property Tax $43.8
Sales Tax 71.5
Utility Users Tax 15.1
Other Taxes 36.1
Vehicle License Fees 21.2
Permits, Fines and Charges 13.7
Recreational Revenue 4.1
Interfund Charges 12.4
Intergovernmental, Interest & Misc. 6.8
TOTAL $224.7

FY 2026-27 General Fund Revenues – % by Source

Budget Overview
10 Enterprise Funds
As noted in the fund chart at the beginning of this overview section, the Enterprise funds expenditure budgets include both Operational and CIP elements, $177.7 million and $44.1 million, respectively. The Water Enterprise Funds (Water, Local Wastewater, a nd Subregional Wastewater) make up the vast majority, $194 million of the $221 million total Enterprise funds budgets. The Enterprise Funds FY 2026 - 27 budgeted expenditures are comprised of the following:
$ 0.9 million - Golf Funds
$ 6.4 million - Parking Funds
$ 19.7 million - Transit Funds
$ 3.7 million - Storm Water Funds
$ 65.8 million - Water Funds
$ 30.7 million - Local Wastewater Funds
$ 94.6 million - Subregional Wastewater Funds

Special Revenue Funds
The FY 2026-27 Special Revenue Funds expenditure budget of $29.1 million is comprised of the following:

$12.4 million - Public Safety and Prevention Tax (formerly known as Measure O) Funds $ 7.5 million - Measure H
$ 2.4 million - Measure M
$ 4.1 million - Homeless Shelter Operations & Mobile Home Rent Stabilization Funds $ 0.5 million - Santa Rosa City Tourism BIA Fund
$ 0.1 million - Art-in Lieu Fund
$ 0.2 million - Federal and State Narcotics Asset Forfeiture $ 1.9 million - All other funds

Other Funds
Total Other Funds FY 2026-27 budget of $39.3 million include Capital Improvement Program Funds with a budget of $32.4 million, the non-enterprise Debt Service Funds with a budget of $6.3 million, Trust and Agency Funds with a budget of $0.4 million, and the Special Assessment Funds with a budget of $0.1 million.

Housing Authority & Successor Agency to the Redevelopment Agency The Housing Authority’s FY 2026-27 budget is $57.2 million with the majority of the funding for the Housing Choice Voucher Program. The $3 million budget for the Successor Agency to the Redevelopment Agency reflects approved funding agreements and debt service payments, per the Recognized Obligation Payment Schedule (ROPS).

Full-Time Equivalent Discussion
The FY 2026-27 budget has a total staffing count of 1,250.15 Full-Time Equivalents (FTE) across all funds.

Staffing levels decreased by 27 FTEs or (2.1%) from last fiscal year’s adopted budget. For a more detailed position explanation, see the FTE Staffing Summary under the Summary of Financial Information section. 11 Capital Improvement Program (CIP)
The City of Santa Rosa’s Capital Improvement Program (CIP) is a planning tool that is intended to evaluate the City’s long-range capital needs and prioritize them over the upcoming fiscal year, which comprises the Capital Budget for Council approval.

The CIP budget is funded by a variety of sources, including the General Fund, Gas Tax, Federal and State Grant Funds, Development Impact Fees, Park Development Fees, and Enterprise Funds. Of these funding sources, the General Fund and Gas Tax can be used on the widest array of projects while other sources, such as Capital Facilities Fees, have specific, legally restricted uses.

Each project proposal is scrutinized from a variety of approaches before it is included in the CIP. Projects are initially identified by department staff using the following criteria:
• input from regulatory agencies associated with proactive or retroactive compliance; • consistent with the City Council’s adopted goals;
• input from the community received at neighborhood meetings during the year; • input from the City Council on needs that develop or are identified during the year; • City Council approved master plans, specific plans, and specific rehabilitation programs; • staff-identified projects based on critical need due to safety issues, to comply with new regulations or mandates or as identified through the city’s asset management systems based on condition, age, and maintenance history.

All projects are first reviewed and prioritized by the responsible operating departments. Each project is scored, ranked, re-prioritized within the applicable funding source allotments, and reviewed again by operating departments to ensure priority and urgent projects are properly categorized. The primary project selection consideration is the maintenance or improvement of City assets to keep facilities and infrastructure functional, safe, and contributing towards the City’s long-term goals. The City Charter requires that the Community Advisory Board (Section 10.b) review the CIP priorities for each district.

The current CIP Prioritization Program scores projects by the following:
• Priority 1
o Grant funded
o Disaster recovery related
o Public Safety
o Environmental
o Mandated/Required
o Fully funded
• Priority 2
o Fully funded or nearly funded
o Staff resources are available
• Priority 3
o Not fully funded
o No staff resource availability
Also, in compliance with the City Charter (Section 28.b), the City Council holds a Budget Priorities Hearing during the first quarter of each calendar year to solicit general budget priorities from the community. This year, the public hearing was held on January 27, 2026. The City Council, City Manager, and staff utilized the public input to further evaluate proposed projects. 12 Capital Improvement Program (CIP)

After the Budget Priorities Hearing, the City Council and Executive Team hold a workshop with the community to discuss and establish City Council Goals. On February 10, 2026, the City Council held their Goal Setting Workshops and established the following five goals for FY 2026-27:
• Achieve and maintain fiscal sustainability and budgeting excellence • Invest in the development and maintenance of the City’s infrastructure • Promote Citywide Economic Development
• Foster a Safe, Healthy, and Inclusive Community
• Plan for and Encourage Housing for all and Reduce Homelessness

Prior to the Budget Study Session on May 5 and 6, 2026, the proposed CIP was reviewed by the Finance Department, City Manager, and the Board of Public Utilities as it relates to water, local wastewater, and regional projects. In addition, the CIP budget was reviewed by the Planning Commission for General Plan consistency and an environmental review, prior to final consideration and approval by Council at the June 16, 2026, budget hearing.

CIP projects are mostly funded by specific sources and planned in accordance with the funds available.

As such, the City of Santa Rosa’s operating budget is not significantly affected by fluctuations in available capital funding. Of the General Fund’s $216.8M expenditure budget, only $2.0M is for capital projects.

Capital Improvement Program (CIP)
13 Project List by Department
The table below lists the projects being funded in FY 2026 -27. For more information on any of the CIP projects, please refer to the FY 2026 -27 Capital Improvement Program budget document. It includes detailed information about each project and information on funding sources. Copies of the FY 2026-27 CIP document are available online on the Finance Department page on srcity.org.

Project Number / Title
2026 -27
Request

Department: Fire Department

05054 - New Fire Station-So Santa Rosa $272,668
05122 - FS 11 Permanent Station Build $335,168
Fire Department Total $607,836
Department: Planning & Economic Development
42118 - SR Tourism BIA $500,000
Planning & Economic Development Department Total $500,000 Department: Santa Rosa Water
54001 - Storm Water Drainage Improvements $181,076
54004 - Storm Water Creek Restoration $245,000
54005 - Citywide Creek Master Plan $200,000
55371 - Water Master Plan $100,000
55495 – Water Conservation Indoor Water $110,000
55498 - Local Water Repairs-Urgent Pr. $250,000
55505 - Warranty Punchlist - Water $25,000
55511 - Pre-Design - Water $212,000
55527 - Water Peak Reduction $230,000
55562 - Drought Response $25,000
55574 - Water CIP Contingency $1,020,000
55663 - S14PumpUpgrades $2,000,000
55671 – Water Santa Rose: Meyers Dr $1,250,000
55725 – Carley Emergency Well Upgrades $863,000
55730 – Sonoma County TPW Coordination Various Locations $25,000 55740 – Computer Maintenance Management System Replacement-Water $250,000 55758 – Leete Well Rehabilitation $500,000
55764 - SeismicWQUpgradesR9AR16R17 $4,800,000
55783 – Rock Creek Matanzas Water Replacement $115,000
55789 – Controller Radio Upgrades $25,000
55808 - WaterTankR5Relocation $1,200,000
55818 – Piner Rd. Water Main Replacement $2,000,000
55822 – New Production Wells-Site Study $500,000
55824 – Santa Rosa Water Capture Aquafer Recharge Study $500,000 70516 - Sewer Master Plan $100,000
70549 - SM Replace: Mendocino Ave Ease $150,000
70553 - Warranty Punchlist - Sewer $25,000
Capital Improvement Program (CIP)
14 70556 - Pre-Design, Planning, Budget, and GIS-Sewer $224,000 70590 - Local WW CIP Contingency $1,000,000
70669 - Wastewater Planning $75,000
70707 - SMR: Meyers-Steele To Admin Dr $1,100,000
70714 - SMR: Oakmont Treatment Plant $2,171,000
70790 - RoblesTrunkLiningPhase2 $4,000,000
70808 – Rock Creek Matanzas Sewer Replacement $20,000
70815 – Country Manor Lake Sewer Rehabilitation Replacement $50,000 70819 – Airport Trunk Rehab South of Ludwig $845,000
70820 - LlanoTrunkRehabPh2-ToddtoDoyle $765,000
70822 – Sonoma County TPW Coordination Sewer $75,000
70824 – Spring Creek Sewer Crossing Relocate $2,000,000 70826 – Piner Rd Sewer Main Replacement $600,000
70833 - Robin Way Sewer Improvements $1,500,000
86458 - Subregional CIP Contingency $1,000,000
86534 - LTP Flood Protection $2,300,000
86562 - Secondary Clarifier #4 Rehab $4,400,000
86573 - Superstructure Retrofit $1,025,000
86584 - LTPW1BoosterStnReplacement $400,000
86593 - LTP Security Project Phase 2 $600,000
86598 – SCT PW Project Coordination $25,000
86627 – Warranty Punch List Subregional $25,000
86629 – LTP Cathodic Protection Improvement $350,000
86636 – Regional On-Call Insp Services $250,000
86643 – Twin Vista Levee Maintenance $250,000
86656 – Geysers Pump Sta Electric Upgrades $975,000
86668 – Headworks Discharge Pipe Replacement $900,000
86672 - LTP PLC Replacement $500,000
Santa Rosa Water Department Total $44,326,076
Department: Transportation and Public Works
09538 - Rincon Valley Park $1,336,493
09556 - South Davis Park $50,000
09608 - Kawana Springs Community Park $2,275,000
09708 - ADA Settlement-Facilities Proj $1,200,000
09785 - Infill Grant MLK Park Redesign $4,381,058
09788 - Natural Play Area Reno - Bayer $100,000
09794 - Parks Downtown-Zone 1 $128,336
09795 - Parks Downtown-Zone 3 $343,140
17293 - Cast In-Place SD Repair/Replace $50,000
17325 – Bridge Repairs/Caltrans Recmdn $200,000
17381 - Highway 101 Bike/Pedestrian Ov $3,400,000
17476 - Insp Bridge Assets-Structural Crossing $50,000
17477 - Pre Design Planning CIP $250,000
17479 - Piner Creek Crossing-HAWK $40,000
17485 - Jennings Avenue Rail Crossing $2,850,000
Capital Improvement Program (CIP)
15 17573 - Roseland Pavement Maintenance $662,000
17579 - Survey Equipment Replacement $15,000
17627 – FEMA Fountaingrove Roadway Irri $100,000
17647 - 3rdSt-SMART Path Traffic Signal $100,000
17648 – Corby Ave-Baker Pedestrian Gap Closures $225,614 17672 – Downtown Connectivity for House Density $900,000 17703 - Bennett Valley Pavement Maint $2,200,000
17704 - Oakmont Pavement Maintenance $9,032,495
17705 - Bennett Valley Rd Maple Av Improv $200,000
54059 - Storm Drain Repairs On-call $650,000
54061 – Third St Pump Maintenance $100,000
54066 – Meyers Dr Storm Drain Upgrade $360,000
Transportation and Public Works Department Total $31,124,136

Total FY 2026-27 CAPITAL BUDGET REQUEST

$76,558,048
Capital Improvement Program (CIP)
16 Capital Improvement Program Sources of Funding
The table below details the estimated funding sources for the entire capital improvement program costs in the next five years. These funding requests are preliminary and may change as actual resources available are determined each fiscal year.

Funding Source

Requested
Funding
2026-2027
for planning purposes only
Anticipated
Request
2027-2028
Anticipated
Request
2028-2029
Anticipated
Request
2029-2030
Anticipated
Request
2030-2031
Total Estimated
5-Year
Funding
Capital Facilities Fee Fund $4,217,835 $0 $0 $0 $0 $4,217,835 Capital-MeasureM Parks $1,350,264 $0 $0 $0 $0 $1,350,264 City In-Lieu Fee Fund $200,572 $0 $0 $0 $0 $200,572
Gas Tax Fund, 2103 $3,349,055 $0 $0 $0 $0 $3,349,055
Gas Tax Fund, 2105 $592,193 $275,000 $275,000 $275,000 $275,000 $1,692,193 Gas Tax Fund, 2106 $279,820 $0 $0 $0 $0 $279,820
Gas Tax Fund, 2107 and 2107.5 $578,684 $0 $0 $0 $0 $578,684 Gas Tax Fund, SB1 $4,820,318 $0 $0 $0 $0 $4,820,318
General Fund $1,862,000 $1,862,000 $1,200,000 $1,200,000 $1,200,000 $7,324,000 Go Sonoma (formerly Measure M - streets) $2,903,274 $0 $0 $0 $0 $2,903,274 Local Wastewater Utility Fund $14,700,000 $15,100,000 $18,000,000 $21,000,000 $25,000,000 $93,800,000 Measure M - Parks 2019 $203,410 $0 $0 $0 $0 $203,410
Park Acquisition & Devt NE Zone 3 $1,779,633 $0 $0 $0 $0 $1,779,633 Park Acquisition & Devt NW Zone 1 $1,845,905 $0 $0 $0 $0 $1,845,905 Park Acquisition & Devt SE Zone 4 $813,973 $0 $0 $0 $0 $813,973 Park Acquisition & Devt SW Zone 2 $2,720,842 $0 $0 $0 $0 $2,720,842 Parking District Fund $0 $192,500 $0 $0 $0 $192,500
PSAP - Fire $62,500 $0 $0 $0 $0 $62,500
Santa Rosa Tourism BIA $500,000 $0 $0 $0 $0 $500,000
Southeast Area Development Impact Fee Fund $86,155 $0 $0 $0 $0 $86,155 Southwest Area Development Impact Fees Fund $7,999 $0 $0 $0 $0 $7,999 Storm Water Enterprise Fund $50,000 $0 $0 $0 $0 $50,000 Storm Water Enterprise-Creek Restoration $445,000 $100,000 $50,000 $50,000 $0 $645,000 Subregional Wastewater Facility Operations $13,000,000 $14,000,000 $15,000,000 $16,000,000 $17,000,000 $75,000,000 Utility Impact Fee Fund $4,188,616 $0 $0 $0 $0 $4,188,616 Water Utility Fund $16,000,000 $16,500,000 $18,000,000 $20,000,000 $23,000,000 $93,500,000 TOTAL CAPITAL BUDGET $76,558,048 $48,029,500 $52,525,000 $58,525,000 $66,475,000 $302,112,548

Conclusion
As in recent years, the FY 2026 -27 CIP Budget was developed within the limited financial resources available. Development fees, grants, special sales taxes, and enterprise fund revenues are not adequate to fund all the necessary infrastructure improvements identified in the City. Staff will continue to pursue grants, but additional funding mechanisms will be needed in the future to adequately fund adopted capital plans and ongoing maintenance of existing and future facilities.

For Council Approval Years 2-5 are shown for planning purposes only.

17 City Council Goals
Santa Rosa, located in coastal Northern California, is the largest city between San Francisco and Portland, Oregon. The ideal climate, renowned wine country, and proximity to majestic redwood forests provide residents and visitors with an exceptional quality of life.

The region offers distinctive experiences for residents, businesses, and visitors alike including a vibrant downtown, breathtaking open space, creeks, greenbelts, clean air, and water, and numerous cultural and recreational opportunities all within a diverse and welcoming community enriched by many cultures and backgrounds.

At the same time, Santa Rosa faces challenges common to many communities of comparable size, including traffic congestion, budgetary pressures, and increasing service delivery demands. To address these opportunities and challenges, the City Council provides policy direction through a set of goals and strategic priorities designed to support a safe, sustainable, and thriving community.

The City Council and Executive Team met on February 19, 2025, for the City Council Goal Setting Workshop to establish Council goals and strategic priorities for Fiscal Years 2025 -2027. During the workshop, the City Council identified the following five priorities for FY 2025-27, listed in priority order below:

Strategic Goals

Achieve and Maintain Fiscal Sustainability and Budgeting Excellence

• Adopt budget best practice policies
• Align budgeting strategies with City Priorities
• Enhance revenue diversification
• Reduce debt dependency and strengthen credit ratings
• Improve financial transparency and public engagement

Invest in the Development and Maintenance of the City’s Infrastructure

Promote Citywide Economic Development

Foster a Safe, Healthy, and Inclusive Community

Plan for and Encourage Housing for all and Reduce Homelessness 18 This page left blank intentionally
19 Public Safety and Prevention Tax Overview
In November 2004, the voters in Santa Rosa passed Measure O, a quarter-cent sales tax increase to fund Police, Fire, and Violence Prevention programs. The proceeds from the tax are divided 40%, 40%, and 20%, respectively. Because the revenue from this increase is intended to fund specific programs, the increase was considered a “special tax” and as such, had to pass with a 2/3 majority vote. The City began receiving revenue from the tax increase in May of 2005. On November 8, 2022, voters approved Measure H, which extended the existing quarter -cent tax for an additional twenty years, until March 31, 2045. To avoid confusion the Committee updated the name to Public Safety and Prevention Tax. Revenue generated by the sales tax has averaged $10M annually for the last ten years. Revenues for FY 2026-27 are budgeted at $11.7M.

Public Safety and Prevention Tax funding is to be
spent according to the Implementation Plan
established by the City Council. This plan provides
funding for a variety of specific programs benefiting
the community, including additional Fire and Police
department personnel and equipment, financial
contributions for large projects such as a new fire
station, and funding for youth and violence prevention
and intervention programs. The funding provides
leadership, coordination, and resources to the Santa
Rosa Violence Prevention Partnership and a
continuum of youth and family services that work together toward the prevention and reduction of youth and gang violence in Santa Rosa. It also provides funding for direct services and high-quality youth development programs in high -need areas of Santa Rosa. The passage of Measure H, the original permissible uses stated in Chapter 3-26 of the City Code to now include mental health services. For more information on Public Safety and Prevention Tax, please visit https://www.srcity.org/PSAPCommittee

To ensure the proper use of the Public Safety and Prevention Tax funds, a citizen oversight committee was appointed by the City Council. This committee’s mission is to ensure that all revenues received are spent only on permissible uses, which are defined in the ordinance establishing the special tax. The citizen oversight committee reviews the Public Safety and Prevention Tax appropriations prior to the City Council budget hearings, and reports to the Council on the use of the previous year’s funds each fall.

The FY 2026 -27 Public Safety and Prevention Tax
budget provides funding for positions consistent with
the uses and purposes outlined in the Implementation
Plan. All departments are subject to ongoing labor
agreements that negotiate annual salary increases.

City-wide salaries, benefits, and retirement costs also are on the rise in FY 2026 -27. Public Safety and
Prevention Tax authorized positions for FY 2026 -27
totaled 34.0 FTE; 10.0 in the Fire department, 17.0 in
the Police department and 7.0 in Violence Prevention.

20 Public Safety and Prevention Tax

The following budget highlights point out major budget changes for each program:

Fire: In FY 2026 -27, Salaries and Benefits expenditure increased by $165K or 4.1%, as all bargaining units enter the final year of the labor agreement signed at the beginning of FY 2024 -25. Services and Supplies increased by $38K largely due to the increased cost of E & R Maintenance Services and Liability Insurance. Additionally, $62K has been appropriated toward the funding of Station 11 building.

Police. The FY 2026-27 budget rose modestly by $31K, driven in part by higher Salaries and Benefits as all bargaining units enter the final year of their labor agreements. In an effort to reduce costs the department will not reinstate the student intern program, resulting in a year-over-year decrease of ($35K). Additionally, Services and Supplies were reduced by ($45K) to better align expenditures with projected revenues.

Violence Prevention: The FY 2026 -27 budget decreased by ($553K) or (18.2%). The majority of the decrease is attributed to reductions in Salaries and Benefits of ($101K), due to the elimination of 1.0 FTE Community Outreach Specialist and 1.0 FTE Program Lead. Services and supplies decreased by ($452K) primarily due to 2025 -26 having one -time funding for New Hope for Youth street outreach and crisis response contract.
21 Public Safety and Prevention Tax

CITY OF SANTA ROSA
Public Safety and Prevention - PROPOSED BUDGET

FIRE, POLICE & VIOLENCE PREVENTION / INTERVENTION
PROPOSED FY 2026-27 BUDGET TO FY 2025-26 BUDGET COMPARISON

FIRE - PSAP: FY 2025-26 FY 2026-27
Adopted Adopted
Budget Budget Change
Salaries $2,450,838 $2,759,566 $308,728
Benefits 1,633,069 1,538,205 (94,864)
Services and Supplies 213,978 252,327 38,349
Administrative Overhead 130,636 129,978 (658)
Total Operating 4,428,521 4,680,076 251,555
Vehicle Purchase - - -
Debt Service - Fountaingrove Fire Station - - -
Station 11 Funding 250,000 62,500 (187,500)
TOTAL FIRE - PSAP $4,678,521 $4,742,576 $64,055

POLICE - PSAP: FY 2025-26 FY 2026-27
Adopted Adopted
Budget Budget Change
Salaries $2,788,308 2,786,924 ($1,384)
Benefits 1,978,416 2,056,111 77,695
Services and Supplies 355,400 309,554 (45,846)
Administrative Overhead 130,636 129,978 (658)
Department Substation 42,000 43,000 1,000
Total Operating

TOTAL POLICE - PSAP
5,294,760 5,325,567 30,807
$5,294,760 $5,325,567 $30,807

VIOLENCE PREVENTION FY 2025-26 FY 2026-27
PSAP: Adopted Adopted
Budget Budget Change
Salaries $1,060,301 $976,868 ($83,433)
Benefits 469,196 $451,360 (17,836)
Services and Supplies 637,968 $202,047 (435,921)
Grants Program 800,000 $785,000 (15,000)
Administrative Overhead 65,318 $64,990 (328)
Total Operating

TOTAL VIOLENCE PREV - PSAP
3,032,783 2,480,265 (552,518)
$3,032,783 $2,480,265 ($552,518)

TOTAL - PSAP FUNDS $13,006,064 $12,548,408 ($457,656)
22 This page left blank intentionally
23 Budget Process and Calendar
The City of Santa Rosa operates on a fiscal year that runs from July 1 to June 30. Under City Charter Section 28(d), the City must adopt its budget by June 30 each year. To meet that deadline, the budget cycle begins in December.

Each December, Budget and Financial Planning staff develop budget assumptions for all expenditure categories, including salary increases for bargaining units under contract, estimated benefit costs, and projected increases in supplies and other expenses. Staff also analyze revenues and prepare a detailed forecast for the coming year. They compare projected expenditures with anticipated revenues to determine whether budget reductions are needed or whether additional departmental needs can be funded. Based on this analysis, staff prepare budget guidelines and distribute them to departments for use throughout the budget process.

During the first quarter of the year, the City Council holds a public hearing to gather input from Santa Rosa residents on budget priorities. Council members and City staff receive this input before the Council’s goal-setting process and budget development begin. The City also encourages public participation through Council public hearings, financial updates, community outreach events, and the online budget comment form. In February and March, departments prepare their operations and maintenance budgets based on budget guidelines, public feedback, Council goals and priorities, and Strategic Planning initiatives. The Capital Improvement Program (CIP) budget process runs concurrently with the operations and maintenance budget process. For more information, see the CIP section of this document or the CIP budget document.

In March and April, Budget and Financial Planning staff review each department’s budget and prepare it for review by the Chief Financial Officer. The Chief Financial Officer and City Manager then review the requests and make adjustments as needed. The full Council considers the proposed budget requests during one or two study sessions in April and May. Around June 1, Budget and Financial Planning staff release a draft budget document to the public. The City Council holds public hearings in mid-June and generally adopts the Operations and Maintenance and Capital Improvement Program budgets at the close of the hearings. The final budget document is then printed and distributed.

Around mid-year, Budget and Financial Planning staff present financial updates to the Council and the public. These updates address whether the budget should be adjusted based on changes in revenue and other factors. Although the formal budget development process runs from December through June, Budget and Financial Planning staff, the Chief Financial Officer, City Manager and departments monitor the budget year-round.

Budget Process and Calendar
24 Residents Mayor & City Council City Administration December • Input on Budget Priorities
• Direct contact with Mayor
and Council by attending City
Council meetings and study
sessions
• Community outreach events
and online budget comment
form
• Receive information from
the public
• Gather assumptions for the
upcoming year’s budget
process
• Receive information from
the public
January
February
• Provide input during annual
budget priorities public
hearing
• Participate in community
outreach events
• Participate in Mid-Year
Financial update
• Receive input at budget
priorities public hearings and
community outreach events
• Receive information from
Mid-Year Financial Update,
offer guidance and feedback
• Participate in City Council
goal-setting session
• Receive input at public
hearings and community
outreach events for use in
the preparation of the
upcoming FY budget
• Present Mid-Year Financial
Update to Council and public
for the General Fund and the
Capital Improvement
Program if applicable
• Prepare upcoming FY budget
request
March • Offer feedback to Council
and staff by attending City
Council meetings, written
correspondence, and online
budget comment form
• Receive feedback from the
public and staff through City
Council meetings, written
correspondence and an
online budget comment form.
• Review and refine each
department’s budget request
for the upcoming Fiscal Year
• Analyze budget-balancing
strategies and service
delivery options within the
constraints of the financial
outlook
April
May
• Attend City Council study
sessions to gain information
and offer input
• Attend City Council study
sessions
• Prepare materials for review
by the Council and public
• Review the budget with City
Council during study
sessions
• Refine as necessary based
on feedback
June • Attend Budget Public
Hearing (last chance to
provide feedback on the
proposed budget)
• Attend City Council Budget
Public Hearing to review
each department’s budget
with department
representatives and Budget
staff
• Prepare draft budget
documents for review by
Council and public at public
counters and online
• Prepare materials to be
reviewed at Budget Public
Hearing
• Participate in Budget Public
Hearing and present final
information to Council and
the public
July
August
• Finalize the budget
documents, print copies, post
online and ensure public and
Council access to information
25 Our Mission is to provide high-quality public services and cultivate a vibrant, resilient and livable community.

To this end we value:

Excellence - We are committed to delivering
exceptional service

Innovation - We embrace foward thinking
solutions to meet the evolving community needs

Teamwork - We foster collaboration across
departments, community partners and residents

Integrity - We conduct ourselves with honesty,
ethics, and accountability

Inclusiveness - We value diversity and promote
equitable access, participation, and opportunities for
all community members

Transparency - We communicate openly and make
decisions in a clear, accessible, and accountable manner

ORGANIZATIONAL VALUES
26 City Manager
Assistant City Manager
Finance
City Clerk
Planning and Economic
Development
Information Technology
HCS -Recreation

City Council

Fire
Housing and Community
Services

Human Resources
Transportation and Public
Works

Water

Police

City Attorney
27 City at a Glance
As the county seat of Sonoma County, Santa Rosa is the center of trade, government, commerce, and medical facilities for the North Bay Area. Located just 55 miles north of San Francisco and 30 miles east of the Pacific Ocean, Santa Rosa is close to more than 425 Sonoma County wineries and many golf courses. Other available recreational pursuits include hot air ballooning, spas, and river sports, not to mention the famous Sonoma County cuisine. With fi ne schools that include a renowned junior college, a wealth of businesses and services, abundant recreational opportunities including many beautiful parks, and a superb climate in which to enjoy them. Santa Rosa ha s all the elements that create a unique and vibrant community.

Santa Rosa is home to the Sonoma County Museum which hosts a variety of diverse exhibits throughout the year. The Charles M. Schulz Museum and Research Center, a tribute to the life and art of one of our most famous citizens, is also located here. As the weather warms, the Wednesday Night Downtown Market can be found at Courthouse Square, featuring music and an array of booths with food, agricultural products, arts, and crafts.

Santa Rosa is known as one of the top cycling destinations in the world and in the past has hosted the Amgen Tour, the only event on the top -level World Tour in the United States. The City has also hosted Levi’s GranFondo, started by former professional cyclist Levi Leipheimer, which benefits local communities and charities.

In addition to being a top cycling destination Santa Rosa has hosted the Santa Rosa Marathon with a start and finish at the Old Courthouse Square in downtown. The race offers a 5K and 10K distances as alternatives to the full marathon.

History
Every June the three -day “Country Summer” music festival is hosted at the Santa Rosa Fairgrounds. This event draws large crowds and visitors to the area, many of whom stay for the duration of the weekend. During the summer, outdoor concerts in Juilliard Park and Courthouse Square fill the air with music on warm evenings. Live theater performances are available at the Santa Rosa Junior College Summer
Repertory Theatre, the Luther Burbank Center for the Arts, and the 6th Street Playhouse. In addition to theater, the Luther Burbank Center hosts concerts, comedians, and other
exciting events. In 2024, the Luther Burbank Rose Parade and Festival returned to downtown Santa Rosa after a five- year hiatus.

Santa Rosa’s history is rich in culture, and many different groups have called this area their home. Pomo, Miwok, and Wappo Indians originally populated the area, followed by the Spanish in the early 1800s. The first deeded land was held as the Rancho Cabeza de Santa Rosa and was given to Señora Maria Ignacia Lopez de Carrillo by Spanish authorities.

Señora Carrillo was the mother-in-law of General Vallejo, commander of the Mexican forces north of the Presidio of San Francisco. In 1837, the Señora built an adobe structure at the junction of old Native American trading routes near present -day Farmers La ne and Highway 12. The ruins still stand today adjacent to St. Eugene’s Church.

According to popular legend, this area was named Santa Rosa by Father Juan Amorosa. After baptizing a Photo from SR Metro Chamber website
Photo from Charles M Schultz Museum

young Native American woman in a stream, he followed the usual custom of naming rivers and creeks for

28 City at a Glance
saints. Because the baptism took place on the day of the Feast of Santa Rosa de Lima, Santa Rosa was the name given to the stream (and later to the whole valley) as well as the young woman who was baptized.

The discovery of gold and California’s statehood gradually produced more traffic along the roads past Santa Rosa. Some who originally came seeking gold realized that farming in the rich Santa Rosa valley would bring them even more wealth. An agricultural community soon flourished.

In the early 1850s, other travelers came to Santa Rosa to establish commercial ventures. Three enterprising businessmen, Berthold “Barney” Hoen, Feodor Gustav Hahman, and William Hartman rented the Carrillo Adobe and opened Hoen & Company. Hoen and his partners soon purchased another tract of land a mile downstream which had originally belonged to Julio Carrillo, a son of the Señora. This land was next to a tract still in Julio’s ownership. Convincing Julio to join their partnership, they plotted out a town and called it Santa Rosa, offering lots for $25 each.

Barney Hoen, sensing the political and economic currents, started a campaign in 1854 to bring the county seat to Santa Rosa. He promised that he and others would donate land for the courthouse, and he and Julio Carrillo offered to donate land for a town square. Their promise worked and county residents voted to transfer the county seat from Sonoma to Santa Rosa. Once the vote was in, a mule team was dispatched to physically move the County archives, and the deed was done.

In 1867, the town of just a few hundred residents was granted incorporation by the County Board of Supervisors. The State of California affirmed the incorporation in 1868, and that is considered the year of Santa Rosa’s official birth. The next seven years saw Santa Rosa’s population increase tenfold.

Luther Burbank
Luther Burbank was born in Lancaster, Massachusetts on March 7, 1849. He moved to Santa Rosa, California in 1875, where he made his home for more than 50 years. It was here that the famed horticulturalist conducted the plant breeding experiments that broug ht him world renown. In California, Burbank’s birthday is celebrated as Arbor Day, and trees are planted in his memory.

One of Burbank’s goals was to manipulate the characteristics of plants and thereby increase the world’s food supply. Burbank developed an improved spineless cactus which could provide forage for livestock in desert regions. During his career, Burbank introduced more than 800 new varieties of plants, including over 200 varieties of fruits, many vegetables, nuts and grains, and hundreds of ornamental flowers.

Burbank was a friend of both Thomas Edison and Henry Ford, and both men visited the Burbank home. It was Burbank’s legacy that cast the City of Santa Rosa as the “City Designed for Living” and inspired the annual Rose Parade which celebrates Burbank’s memory and showcases the people and talents of the community.

Upon Burbank’s death in 1926, he was buried near his greenhouse on the grounds of his home. Burbank’s home and gardens are located in downtown Santa Rosa and have been certified as Registered National, State, City, and Horticultural Historical Landmarks.

The museum and grounds, located at Santa Rosa Avenue and Sonoma Avenue in Santa Rosa, offer a delightful way to spend an afternoon and a chance to learn more about Burbank’s life. More than an acre of gardens includes many of Burbank’s unique horticultural contributions. Cactus, walnuts, and fruit trees are living reminders of his handiwork. Many unusual varieties of plants and new horticultural introductions are represented. Several of Burbank’s originals thrive there.

29 City Profile and Demographics

LOCATION
The City of Santa Rosa is located in central Sonoma County, about 55 miles north of San Francisco and 30 miles inland from the Pacific Ocean. Major access to Santa Rosa is from Highways 12 and 101.

AREA
Santa Rosa covers 41.5 square miles. The City’s Urban
Growth Boundary includes 45 square miles. Santa Rosa is 167 feet above sea level, and we are the 28th largest city in the state.

According to the latest US Census Bureau 2019 -
2024, there are approximately 3.15 persons per
household, the median age is 41.2 and the median
household income is $99,681. The homeownership
rate was 57.8% with a median value of $710,700 for
owner-occupied homes. Regarding the education of
Santa Rosa residents, the survey states 86.3% are
high school graduates and 36.5% have a bachelor’s
degree or beyond. Approximately 8.6% of the City of
Santa Rosa’s population lives below poverty level.

Source: US Census Bureau, 2019-2024 American Community Survey 5-Year Estimates The US Census Bureau estimates the City of
Santa Rosa population at 178,127 (2024). The
unemployment rate, provided by The U.S.

Bureau of Labor Statistics, was 4.2% (March
2026).

The table to the right displays Santa Rosa’s
major employers.

Source: City of Santa Rosa ACFR; all figures approximate Major Employers (2025)
Employer Employees
County of Sonoma 4,210
Kaiser Permanente 3,358
Santa Rosa Junior College 2,833
Providence/Memorial Hospital 2,333
Santa Rosa School District 1,692
Keysight/Agilent Technologies 1,500
Sutter Medical Center of Santa Rosa 1,481
City of Santa Rosa 1,308
Safeway 718
Aurora Behavioral Healthcare 441
Total 19,874

30 This page left blank intentionally
31 All City Funds Schedule
The “All City Funds” schedule on the following page organizes the City’s funds into six categories:

• General Fund
• Enterprise Funds
• Special Revenue Funds
• Other Funds
• Housing Authority
• Successor Agency to the former Redevelopment Agency

The first four categories represent the City’s operating funds, while the last two are special funds with specific purposes.

The General Fund is the City’s primary operating fund. It accounts for all revenues and expenditures not legally restricted or required to be handled in another fund. Most of the City’s operations and services are financed through the first four categories of funds.

The “All City Funds” schedule presents the total available resources and uses of resources for all City funds. It includes beginning fund balances, revenues, expenditures, transfers in, and transfers out. At the top of the report, estimated reserves at the beginning of the fiscal year are provided, based on projections for the remainder of the prior year. The following sections show anticipated revenues and transfers in. Expenditures are broken down by department for each funding source, and the net activity for each fund (surplus or deficit) is summarized at the end. Finally, the estimated reserves available at the end of the fiscal year are calculated based on the forecasted activity.

The Departmental expenditure details also include the costs of services provided by Internal Service Funds, such as information technology, fleet repair/replacement, and insurance, incurred by various departments. Financial information related to these funds is summarized later in the document.

All City Funds Schedule FY 2026-27
32 SPECIAL

GENERAL ENTERPRISE REVENUE OTHER HOUSING SUCCESSOR TOTAL

FUND FUNDS FUNDS FUNDS AUTHORITY AGENCY ALL FUNDS

ESTIMATED RESERVES-

JUNE 30, 2026 62,182,000 223,100,000 115,100,000 8,800,000 7,600,000 - 416,782,000 REVENUES:

Property Tax 43,782,000 - - - - 3,006,960 46,788,960
Sales Tax 71,513,300 - 20,577,056 - - - 92,090,356
Utility Users Tax 15,140,000 - - - - - 15,140,000
Other Taxes 57,284,800 - - - - - 57,284,800
Licenses & Permits 2,961,966 10,831 2,650,000 - - - 5,622,797 Charges for Services 27,123,281 159,803,014 4,390,972 146,525 2,560,071 - 194,023,863 Intergovernmental Revenue 1,997,000 41,287,787 16,629,429 - 43,892,233 - 103,806,449 Fines & Forfeitures 1,994,000 - - - 10,000 - 2,004,000
Investment Earnings 600,000 5,933,837 42,278 362,000 68,000 - 7,006,115 Contribs from Private Parties - - 256,019 - - - 256,019 Miscellaneous 2,291,000 725,799 1,117,100 - 7,776,602 - 11,910,501 TOTAL REVENUES 224,687,347 207,761,268 45,662,854 508,525 54,306,906 3,006,960 535,933,860 TRANSFERS IN 8,214,588 69,137,966 8,086,696 32,171,722 1,137,500 - 118,748,472

TOTAL REV & TRNSFS IN

232,901,935

276,899,234

53,749,550

32,680,247

55,444,406

3,006,960

654,682,332

EXPENDITURES:

General Government 23,322,098 - 2,870 362,000 - 3,017,799 26,704,767 * Housing & Community Srvcs - - 4,120,348 - 57,205,993 - 61,326,341 Fire 62,263,302 - 12,138,527 607,836 - - 75,009,665
Planning & Economic Dev. 19,756,924 6,377,426 536,986 500,000 - - 27,171,336 Police 85,535,331 - 6,090,567 - - - 91,625,898
HCS - Recreation 11,151,216 - 3,033,570 - - - 14,184,786 Transportation & Public Works 37,862,369 21,331,803 3,130,474 31,203,855 - - 93,528,501 ** Water 763,282 194,171,495 - 215,056 - - 195,149,833 *** Non-Departmental (9,572,944) - - 730,650 - - (8,842,294) TOTAL EXPENDITURES 231,081,578 221,880,724 29,053,342 33,619,397 57,205,993 3,017,799 575,858,833 TRANSFERS OUT 9,456,493 71,040,821 32,611,494 5,639,664 - - 118,748,472

TOTAL EXP & TRNSFS OUT

240,538,071

292,921,545

61,664,836

39,259,061

57,205,993

3,017,799

694,607,305
SURPLUS / (DEFICIT) (7,636,136) (16,022,311) (7,915,286) (6,578,814) (1,761,587) (10,839) (39,924,973)

ESTIMATED RESERVES-

JUNE 30, 2027 54,545,864 207,077,689 107,184,714 2,221,186 5,838,413 (10,839) 376,857,027

General Government includes City Attorney, City Council, City Manager, Finance, Human Resources, Communications and Intergovernmental Relations Office, and Information Technology.

* Total General Government = $89,176,167 (includes Insurance Internal Service Fund $50,233,980 & Information Technology Internal Service Funds $12,237,420).
** Total Transportation & Public Works = $119,345,710 (includes Equipment and Repair Replacement Internal Service Fund $24,369,409 & a portion of internally allocated Administration Fund $1,447,800). ***Total SR Water = $213,643,607 (includes internally allocated Utilities Administration Fund $18,493,774).

Note: Internal Service Funds are reported on a separate schedule and are not included above. As a result, the Transfer In and Transfer Out amounts on this schedule do not equal. With the inclusion of the Internal Service Funds, the transfers balance.
33 Enterprise Funds Schedule
Enterprise funds account for City operations that are financed and managed in a similar manner to private enterprises. These funds are supported by user fees and charges for service. Each enterprise fund is intended to recover the cost of providing services, including operations, maintenance, and reserves for future needs. Revenues generated by enterprise funds are restricted to purposes that directly benefit the respective enterprise activities. The City’s enterprise funds include water, wastewater, parking, municipal transit, storm water, and golf operations.

• Golf Fund: Accounts for the revenues and expenditures related to maintaining and operating the public golf course.

• Parking Fund: Accounts for the revenues and expenditures associated with the City’s over 4,500 parking spaces, five multi-level garages, and nine surface parking lots.

• Municipal Transit Fund: Accounts for the revenues and expenditures related to providing a public transportation system throughout the City.

• Storm Water Fund: Accounts for the revenues and expenditures related to activities designated to improve storm water quality.

• Water Utility Fund: Provides water supply planning, water purchase, water quality, storage and distribution, and maintenance, repair, and replacement of the City’s water system.

• Local Wastewater Utility Fund: Provides collection and transportation of wastewater from customers to the subregional treatment plant, and maintenance, repair, and replacement of the collection system.

• Subregional Wastewater Utility Fund: Provides long-range planning and compliance, current environmental monitoring and compliance, industrial waste pretreatment, treatment, testing, disposal and reclamation of the collected wastewater for Santa Rosa, Rohnert Park, Sebastopol, Cotati, and the South Park County Sanitation District.

Enterprise Funds Schedule FY 2026-27
34 GOLF
FUND

PARKING
FUND

TRANSIT
FUND
STORM
WATER
FUNDS

WATER
FUND
LOCAL

WASTEWTR
FUND
SUBREG.

WASTEWTR
FUND
TOTAL

ENTERPRISE
FUNDS

ESTIMATED RESERVES-

JUNE 30, 2026 - 9,800,000 - 4,300,000 73,000,000 72,100,000 63,900,000 223,100,000 REVENUES:

Property Tax - - - - - - - -
Sales Tax - - - - - - - -
Utility Users Tax - - - - - - - -
Other Taxes - - - - - - - -
Licenses & Permits - 10,831 - - - - - 10,831
Charges for Services - 3,725,000 870,000 3,344,014 61,663,000 84,651,000 5,550,000 159,803,014 Intergovernmental Revenue - - 18,831,470 98,000 - 662,416 21,695,901 41,287,787 Fines & Forfeitures - - - - - - - -
Investment Earnings - - - - 2,533,837 2,000,000 1,400,000 5,933,837 Contributions from Private Parties - - - - - - - -
Miscellaneous 187,460 5,000 (11,580) - 88,802 128,000 328,117 725,799 TOTAL REVENUES 187,460 3,740,831 19,689,890 3,442,014 64,285,639 87,441,416 28,974,018 207,761,268 TRANSFERS IN 500,000 1,927,099 30,000 - - - 66,680,867 69,137,966

TOTAL REV & TRNSFS IN

687,460

5,667,930

19,719,890

3,442,014

64,285,639

87,441,416

95,654,885

276,899,234
EXPENDITURES:

General Government - - - - - - - -
Housing & Community Srvcs - - - - - - - -
Fire - - - - - - - -
Planning & Economic Dev. - 6,377,426 - - - - - 6,377,426 Police - - - - - - - -
HCS - Recreation - - - - - - - -
Transportation & Public Works 970,447 - 19,719,890 641,466 - - - 21,331,803 Water - - - 3,009,446 65,829,121 30,758,647 94,574,281 194,171,495 Non-Departmental - - - - - - - -
TOTAL EXPENDITURES 970,447 6,377,426 19,719,890 3,650,912 65,829,121 30,758,647 94,574,281 221,880,724 TRANSFERS OUT - 121,338 - 50,000 4,899,050 63,670,433 2,300,000 71,040,821

TOTAL EXP & TRNSFS OUT

970,447

6,498,764

19,719,890

3,700,912

70,728,171

94,429,080

96,874,281

292,921,545
SURPLUS / (DEFICIT) (282,987) (830,834) - (258,898) (6,442,532) (6,987,664) (1,219,396) (16,022,311)

ESTIMATED RESERVES-
JUNE 30, 2027 (282,987) 8,969,166 - 4,041,102 66,557,468 65,112,336 62,680,604 207,077,689 35 Internal Service Funds Schedule
Internal Service Funds are used to report on the activities that provide goods and services to other funds, departments, or component units of City programs or activities. The City uses internal service funds to account for equipment repair and replacement, insurance programs, and information technology. Because these funds are allocated to internal City departments, those costs are reflected in the department detail toward the end of this document.
• Equipment Repair and Replacement Fund: Accounts for cost of maintenance and accumulation of resources for replacement of city vehicles.

• Insurance Fund: Accounts for the costs of providing various types of insurance to all departments within the City, including liability and workers’ compensation insurance.

• Information Technology Fund: Accounts for the costs of providing various types of networks, computer, and phone services to all the departments within the City, as well as the computer replacement program.

Internal Service Funds Schedule FY 2026-27
36 EQUIPMENT TOTAL

REPAIR & INFORMATION INTERNAL

REPLACEMENT INSURANCE TECHNOLOGY SERVICE

FUND FUND FUND FUNDS

ESTIMATED RESERVES-

JUNE 30, 2026 25,200,000 39,800,000 4,300,000 69,300,000 REVENUES:

Property Tax - - - -
Sales Tax - - - -
Utility Users Tax - - - -
Other Taxes - - 300,000 300,000
Licenses & Permits - - - -
Charges for Services 17,500,000 54,500,000 11,936,545 83,936,545 Intergovernmental Revenue - - - -
Fines & Forfeitures - - - -
Investment Earnings - - - -
Contributions from Private Parties - - - -
Miscellaneous - - - -

TOTAL REVENUES

17,500,000 54,500,000

12,236,545

84,236,545

TRANSFERS IN - - - -

TOTAL REV & TRNSFS IN

17,500,000 54,500,000

12,236,545

84,236,545
EXPENDITURES:

General Government - 50,233,980 12,237,420 62,471,400
Housing & Community Srvcs - - - -
Fire - - - -
Planning & Economic Dev. - - - -
Police - - - -
HCS - Recreation - - - -
Transportation & Public Works 24,369,409 - - 24,369,409 Water - - - -
Non-Departmental - - - -

TOTAL EXPENDITURES

24,369,409 50,233,980

12,237,420

86,840,809

TRANSFERS OUT - - - -

TOTAL EXP & TRNSFS OUT

24,369,409 50,233,980

12,237,420

86,840,809

SURPLUS (DEFICIT)

(6,869,409) 4,266,020

(875)

(2,604,264)

ESTIMATED RESERVES-

JUNE 30, 2027 18,330,591 44,066,020 4,299,125 66,695,736

37 Fund Use by Department
The following matrix shows the funds within each department:

Department

General
Fund

Enterprise
Funds

Special
Revenue
Funds

Internal
Service
Funds

Housing
Authority
Successor
Agency to
the Redev.

Agency

Other
Funds
City Attorney √

City Council √

City Manager √

Finance √ √ √ √
Fire √

√

√
Housing & Community Services √

√

√

Human Resources √ √
Information Technology
√
Planning & Economic
Development √ √ √

√
Police √ √
HCS - Recreation √

√

√
Transportation & Public Works √ √ √ √

√
Santa Rosa Water √ √

√

Non-Departmental √

√

Enterprise Funds:

Golf Fund
Parking Fund
Municipal Transit Fund
Storm Water Fund
Water Utility Fund
Local Wastewater Utility Fund
Subregional Wastewater Utility Fund
Special Revenue Funds:

Gas Tax Funds
Federal Grants Fund
State Grant Fund
Public Safety and Prevention Tax
Development Impact Fees Fund
Homeless Shelter Operations Fund
Santa Rosa Tourism BIA Fund
Mobile Home Rent Stabilization Fund
Fire Department Measure H Tax
Internal Service Funds:

Equipment Repair and Replacement Funds
Risk Management Fund
Information Technology Funds

Housing Authority Funds:

Community Development Block Grant Fund
Housing Choice Voucher Program Fund
Housing Operations Funds
Emergency Housing Voucher Program
Successor Agency to the Redevelopment
Funds:

Debt Service Funds (ROPS)

Other Funds:

Debt Service Funds
Capital Improvement Fund
Special Assessment Funds
Trust and Agency Funds
38 This page left blank intentionally
39 City Revenues
General Fund

General Fund
The revenue categories listed above vary in their growth or declines depending on the nature and trends unique to each item. Overall, General Fund revenue for FY 2026-27 projects a slight increase of 4.5%, or $9.6 million.

Property tax is projected to be $43.8 million for FY 2026 -27, a $2.3 million or 5.6% increase from the previous fiscal year. Property values of homes continue to rise across the county, despite the volume of sales slowing due to high mortgage interest rates.

Sales Tax is the General Fund’s largest portion of revenue; over the past few quarters, sales tax has remained relatively flat. For several years the General Fund has held a flat budget hoping for Sales Tax to increase. In FY 2025-26 the Sales Tax budget was finally reduced by ($5.4) million or (7.1%). Sales Tax is the General Fund’s largest portion of revenue and includes Measure Q and Proposition 172 proceeds.

Measure Q is a fifty-cent sales tax measure that expires in June 2030. Prop. 172 sales tax is ba sed on a per-capita allocation In FY 2026 -27 the Sales Tax budget is being increased by $1.0 million, or 1.5%, in order to meet the actual trend line that has emerged in the current market.

40 City Revenues
Utility Users Tax (UUT) is a usage tax on electricity, gas, cable, and telecommunications. We expect to see a 5.4% increase in these taxes, or $779K, for total revenue of $15.1 million. This increase is mostly due to rising gas and electricity costs, as UUT is assessed as a percentage of a user’s energy bill. Offsetting the steady growth in energy costs is a decline in cable and telephone users. Overall, growth continues to be positive.

Motor Vehicle License Fees are projected to increase by $1.5 million or 7.5% in FY 2026-27. These fees usually fluctuate with the annual assessed property valuation and grow with the property tax trend.

Franchise Fees are forecasted at $13.1 million, an increase of $234K from the previous fiscal year. As in the prior year, Franchise Fee revenue for garbage disposal is the largest component of this revenue source at a projected $9.1 million, 69.7% of the total franchise fee revenues. The other franchise fees for PG&E, cable TV, and construction combined for a total of $4.0 million of anticipated revenue.

Cannabis Industry Tax revenue is forecasted at $2 million in FY 2026-27, the same as the prior fiscal year.

Cannabis Industry Tax has seen significant growth since its inception two years ago, but the City assumes little to no new businesses in the next year.

Business Tax revenue is projected to increase by $2.5 million or 35.7% for FY 2026-27. Business tax revenue is collected annually based on the prior year’s receipts. November 2024 voters passed Measure EE to increase the business license tax, increasing revenues. Measure EE was effective January 1st 2026, so FY 2026-27 is the first full year of this new Measure.

Real Property Transfer Tax (RPTT) is projected to stay flat, compared to FY 2025-26 adopted budget.

This tax is collected based on the sale of homes in Santa Rosa. The high interest rates have reduced the amount of home sales in recent years, although prices have remained high.

Transient Occupancy Tax (TOT) revenue is projected to stay flat, compared to FY 2025-26.

With consumers spending more discretionary income on travel and experiences as opposed to tangible goods, tourism has recovered to pre-pandemic levels.

Licenses and Permit Revenues are projected to decrease slightly to a total of $3.0 million in FY 2026-27.

The Planning & Economic Development Department passed a new fee schedule effective July 1, 2024, which we expect to stay steady.

Charges for Services are forecasted at $27.1M, an increase of $612K or 2.3% in FY 2026-27. Most of the Charges for Services include Interfund charges (the General Fund charging other funds for services) of $12.4 million, Planning and Economic Development fees of $5.1 million, Fire Engineering & other miscellaneous Fire fees of $4.7 million, Police alarm and other miscellaneous Police fees of $527K, and Recreation fees of $4.1 million.

Intergovernmental Revenues are received from grant funds and other government entities. The majority is collected from the County of Sonoma for the Roseland Annexation; $662K is dedicated to spending on road improvements in the Roseland area and the Crime Impact Fees from the Graton Casino.

Fines and Forfeitures are expected to slightly increase to $2.0 million. This is a 378K, or 23% increase mainly due to Parking Violation revenue increasing $323K. Parking Violations makes up most of this category at $1.3M and has yet to reach pre-pandemic levels. Investment Earnings are projected at $600K. Miscellaneous Revenues are also budgeted relatively flat at $2.3 million for FY 2026-27. 41 City Revenues
The following paragraphs discuss the major Enterprise Fund Revenues collected by the City. More detailed revenue information can be found under the Enterprise Fund Schedule.

Water Fund
Total revenues for the Water Utility are budgeted at $64.3 million, an increase of about $2.5 million from the prior year, or 4.0%. Water’s revenue budget increase for FY 2025 -26 was significantly higher (8.1%) because it incorporated the first-year implementation of the new, 5-year rate structure. The Water Utility’s main source of revenue is rates, which make up 90.1% of the total revenue. Similar to last year, Santa Rosa is no longer considered in a drought and water usage is anticipated to remain steady . Water sales are expected to increase by 3% in FY 2026-27, which is driving most of the overall increase in Water Utility revenues.

Local Wastewater Fund
Total revenues for the Local Wastewater Utility increased by 3.7% to $87.4 million in FY 2026 -27. Rate revenue comprises 95.7% of the projected revenue for the upcoming year and is budgeted at $83.7 million.

Regional Wastewater Fund
The Regional Wastewater fund is estimating $29.0 million total revenue for FY 2026 -27, a $1.5 million or

5.6% increase from the last fiscal year. For the current fiscal year, 74.9% comes from the local partners and is based on their proportionate share of the costs to run the system. Santa Rosa is the largest user of the system, although the City’s share, at $44.0 million, is not included in the total revenue. Instead, a transfer of funds is budgeted into the Subregional Wastewater fund. Miscellaneous reven ues (such as compost sales, dumping charges, etc.) are collected by the system and are used to offset the partner contributions.

Golf Course Fund
The Bennett Valley Golf Course continues to be run by Touchstone, who handles the repairs and improvements at the facility. Currently, budgeted revenues for the Golf Course are $187K, which is flat from the previous year.

Parking Fund
Parking revenues reflect a decrease of (1.5%), or ($57K), to a total of $3.7 million FY 2026 -27. The City operates five parking garages, nine surface lots, on-street metered parking and time-limited parking spaces for the downtown City center, Railroad Square Parking Meter zone, and six residential parking permit zones.

Transit Fund
Transit revenues decreased by ($634K), or (3.1%), for a total of $19.7M in FY 2026-27. $18.8M, or 95.6% of total Transit revenue is derived from state and federal grant revenue, which accounts for the majority of the year over year revenue increases. Budgeted transit fare revenues from ridership are projected to slightly decrease to $870K ($1 million in 2025 -26). This is mostly due to projected lowering levels of bus pass sales.
42 This page left blank intentionally
43 Multi-Year Revenue Summary – All Funds

2022-23 2023-24 2024-25 2025-26 2026-27
FUND Actual Actual Actual Budget Budget
GENERAL FUND REVENUES:

Property Taxes 35,721,102 37,361,778 40,764,413 41,452,000 43,782,000 Sales Tax 73,294,985 70,071,010 69,098,976 70,465,000 71,513,300 Utility Users Tax 14,056,527 13,855,048 15,059,524 14,361,000 15,140,000 Other Taxes 45,793,431 47,804,272 52,708,941 53,072,700 57,284,800 Licenses and Permits 3,017,502 2,944,864 2,899,067 3,181,000 2,961,966 Charges for Services 23,298,732 23,072,218 27,709,233 26,511,200 27,123,281 Intergovernmental Revenue 5,713,016 15,795,767 9,780,953 1,917,000 1,997,000 Fines and Forfeitures 1,944,475 1,870,355 1,613,965 1,616,000 1,994,000 Investment Earnings 2,159,669 8,283,933 8,162,751 600,000 600,000 Contributions from Private Parties 86,900 (7,750) 3,408,160 - - Miscellaneous 4,692,060 1,588,644 4,058,559 1,911,000 2,291,000 209,778,399 222,640,139 235,264,542 215,086,900 224,687,347

ENTERPRISE FUND REVENUES:

Golf Fund 172,497 218,502 215,487 187,261 187,460
Parking Fund 3,695,696 4,419,482 4,525,754 3,797,906 3,740,831 Transit Fund 13,406,408 16,676,708 18,928,959 19,223,725 19,689,890 Storm Water Funds 2,947,053 3,443,134 4,806,924 3,365,620 3,442,014 Water Fund 50,761,042 62,625,999 66,175,690 61,812,640 64,285,639 Local Wastewater Fund 74,805,583 87,636,060 83,349,302 84,336,119 87,441,416 Subregional Wastewater Fund 25,725,043 31,447,149 32,605,444 27,284,599 28,974,018 TOTAL ENTERPRISE FUND REVENUES 171,513,586 206,467,034 210,607,560 200,007,870 207,761,268

SPECIAL REVENUE FUND REVENUES

62,419,179

70,057,117

73,982,072

44,258,139

45,662,854

OTHER FUNDS REVENUES

38,721,577

37,497,878

43,958,446

539,423

508,525

HOUSING AUTHORITY REVENUES

66,222,350

50,345,110

59,729,801

53,953,557

54,306,906

SUCCESSOR AGENCY TO THE REDEV. AGENCY

3,083,406

709,920

3,342,837

3,030,639

3,006,960

TOTAL REVENUES

551,738,497

587,717,198

626,885,258

516,876,528

535,933,860

NOTE: 'Other Funds' include: CIP, Debt Service, Special Assessment & Trust Funds.

44 Multi-Year Expenditure Summary – All Funds

2022-23 2023-24 2024-25 2025-26 2026-27
FUND Actual Actual Actual Budget Budget
GENERAL FUND EXPENDITURES:

City Attorney 3,723,529 4,389,026 4,306,111 4,304,001 4,337,094 City Council 1,180,338 1,129,405 1,455,929 964,104 1,543,342 City Manager 2,437,505 2,580,056 2,820,802 2,754,773 4,604,743 Comms & Intergov Relations 1,447,655 1,768,495 1,513,835 1,650,167 - Finance 6,902,709 7,188,469 7,579,380 7,803,047 8,335,909 Human Resources 3,572,325 4,306,888 3,842,572 4,363,705 4,501,010 Subtotal - General Government 19,264,061 21,362,339 23,694,613 21,839,797 23,322,098 Housing & Community Services 151,982 142,207 175,209 - - Fire 49,671,126 55,678,471 65,246,390 58,893,388 62,263,302 Planning & Economic Development 19,024,325 17,940,548 20,346,148 19,073,064 19,756,924 Police 69,747,494 73,582,455 84,304,619 79,987,062 85,535,331 HCS - Recreation - - - - 11,151,216
Recreation & Parks 11,507,857 17,564,055 19,009,240 18,368,897 - Transportation & Public Works 29,387,959 26,292,425 27,540,843 27,758,765 37,862,369 Water 796,012 824,579 703,834 728,209 763,282
Non-Departmental (7,494,126) (7,859,733) (7,228,312) (9,892,530) (9,572,944) TOTAL GENERAL FUND EXPENDITURES 192,056,690 205,527,346 231,616,600 216,756,652 231,081,578 ENTERPRISE FUND EXPENDITURES:

Golf Fund 1,349,744 1,311,846 1,293,648 774,539 970,447 Parking Fund 6,015,047 6,385,013 6,565,561 5,952,043 6,377,426 Transit Fund 20,009,632 19,134,013 20,732,010 19,253,725 19,719,890 Storm Water Funds 2,488,429 2,982,441 4,481,288 3,690,919 3,650,912 Water Fund 50,995,575 67,091,400 62,864,745 62,134,544 65,829,121 Local Wastewater Fund 29,510,233 34,648,277 31,003,034 30,137,362 30,758,647 Subregional Wastewater Fund 104,574,961 107,386,083 98,994,112 95,041,617 94,574,281 TOTAL ENTERPRISE FUND EXPENDITURES 214,943,621 238,939,073 225,934,398 216,984,749 221,880,724

SPECIAL REVENUE FUND EXPENDITURES

22,317,778

26,195,860

25,855,236

28,580,905

29,053,342

OTHER FUNDS EXPENDITURES:

Capital Improvement Program (CIP) Fund 38,133,399 46,990,679 52,895,941 30,809,154 32,413,048 Debt Service Funds 37,842,297 36,334,427 42,472,868 727,650 730,650 Special Assessment Funds 108,655 82,809 81,609 106,525 113,699 Trust Funds 383,506 363,185 354,616 371,250 362,000 TOTAL OTHER FUNDS EXPENDITURES 76,467,857 83,771,100 95,805,034 32,014,579 33,619,397

HOUSING AUTHORITY EXPENDITURES

75,009,006

55,460,962

56,162,794

$56,655,858

$57,205,993

SUCCESSOR AGENCY TO THE REDEV. AGENCY

3,046,653

3,051,723

3,050,848

3,030,639

3,017,799

TOTAL EXPENDITURES

583,841,605

612,946,064

638,424,910

554,023,382

575,858,833

NOTE: CIP Fund represents non-Enterprise CIP only;

Enterprise Fund CIP amounts are reflected in the appropriate Enterprise Fund. 45 City Debt
Computation of Legal Debt Margin as of June 30, 2026
The City has a legal debt limitation not to exceed 3.75% of the total assessed valuation of taxable property within the City boundaries. In accordance with California Government Code Section 43605, only the City’s general obligation bonds are subject to the legal debt limit. With $8,145,000 of debt subject to the limit and a legal debt limit of $1,291,061,210, the City is not at risk of exceeding its legal debt limit.

Computation of Legal Debt Margin
Assessed Value $ 34,645,498,944
Debt Limit is 3.75% of Assessed Value 1,299,206,210
Less Net Debt Applicable to Limit (8,145,000)
Legal Debt Margin $ 1,291,061,210

Cities primarily have three choices in financing their operations and funding public facilities: Pay -as-you- go, public/private ventures, and debt financing. The City has used debt financing mainly to finance major capital facilities in the City’s enterpri ses (Wastewater, Water, etc.) or to prepay long -term obligations for pension costs at a lower interest rate.

The charts below and on the next page summarize the City’s long-term debt and future obligations.

Debt Obligations Outstanding as of 6/30/2026 Bond Rating Principal Outstanding Wastewater Bonds AA 133,802,795
Water Bonds AA+ 6,710,000
Golf Course Bonds AA- 1,740,000
Redevelopment Bonds AA 20,610,000
Courthouse Square Project and Building Acquisition
Certificates of Participation
AA- 8,145,000
Interfund Loans NR 956,106
Total Outstanding Debt as of 6/30/2026 171,963,901
City Debt
46 Annual Debt Service Requirements

2027 2028 2029 2030 Thereafter Total

Principal

13,868,891

14,469,765

14,730,036

13,139,023

77,595,080

133,802,795
Wastewater Bonds
(Capital project
funding)

Interest

13,075,798

12,472,306

12,213,181

13,804,020

47,533,541

98,722,412
Total Debt Service 26,944,689 26,942,071 26,943,217 26,943,043 125,128,621 232,525,207

Water Bonds
(Capital Project
funding)

Principal

380,000

395,000

420,000

440,000

5,075,000

6,710,000
Interest 326,000 306,625 286,250 264,750 1,224,625 2,408,250 Total Debt Service 706,000 701,625 706,250 704,750 6,299,625 9,118,250

Golf Course Bonds
(Capital Project
funding)

Principal

315,000

330,000

350,000

365,000

380,000

1,740,000
Interest 76,054 60,578 44,244 27,052 9,138 217,066
Total Debt Service 391,054 390,578 394,244 392,052 389,138 1,957,066

Principal

2,195,000

2,285,000

2,390,000

2,510,000

11,230,000

20,610,000
Redevelopment
Bonds Interest 813,189 716,095 603,700 481,200 792,000 3,406,184 Total Debt Service 3,008,189 3,001,095 2,993,700 2,991,200 12,022,000 24,016,184

Courthouse Square
Project and Building
Acquisition
Certificates of
Participation
Principal 435,000 455,000 465,000 490,000 6,300,000 8,145,000 Interest 293,900 276,100 257,700 238,600 1,363,350 2,429,650 Total Debt Service 728,900 731,100 722,700 728,600 7,663,350 10,574,650

Principal

134,768

139,879

145,206

150,759

385,493

956,106
Interfund Loans Interest 51,116 46,005 40,678 35,125 45,670 218,593 Total Debt Service 185,884 185,884 185,884 185,884 431,163 1,174,699

Principal

17,328,659

18,074,644

18,500,243

17,094,783

100,965,573

171,963,901
Citywide Interest 14,636,056 13,877,708 13,445,752 14,850,746 50,968,323 107,402,155 Total Debt Service 31,964,715 31,952,352 31,945,995 31,945,528 151,933,896 279,366,056 47 FTE Staffing Summary
In fiscal year (FY) 2026 -27, the City’s proposed authorized Full -Time Equivalent (FTE) position count is 1,250.15, a decrease of 27.0 FTEs or ( 2.1%) from last fiscal year’s budget. FTE position count by department and detailed additions/eliminations are shown below. In addition to the staffing changes, several positions have been, or are being, evaluated for classification changes. Detailed position classifications and salary ranges by department are available on the City's website at www.srcity.org under Departments/Human Resources/ Salaries or through the following link: http://srcity.org/192/Salaries.

Authorized Full-Time Equivalent Position Count

DEPARTMENT FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 change FY 2026-27

% change
City Attorney 15.90 15.90 15.90 15.00 - 15.00 0.0%
City Manager 11.00 11.00 11.00 9.00 7.00 16.00 77.8%
Communications &
Intergovernmental Relations *

7.00 9.00

9.00 7.00

(7.00)

-

-100.0%
Finance 62.60 62.60 62.60 60.60 (28.00) 32.60 -46.2%
Fire 157.00 157.00 169.00 180.00 (18.00) 162.00 -10.0%
Housing &
Community Services

27.00 27.00

27.00 27.00

(2.00)

25.00 -7.4%
Human Resources 22.00 23.00 23.00 20.00 - 20.00 0.0%
Information Technology 31.00 33.00 33.00 33.00 - 33.00 0.0% Planning &
Economic Development

74.00 74.00

78.50 75.00

28.00 103.00

37.3%
Police 259.00 264.00 264.00 249.00 - 249.00 0.0%
Recreation & Parks 44.00 74.00 76.15 69.55 (69.55) - -100.0% Recreation - - - - 34.55 34.55 N/A
Transportation & Public Works 292.00 261.00 261.00 250.00 28.00 278.00 11.2% Water 276.00 278.00 278.00 282.00 - 282.00 0.0%
Total FTE Positions 1,278.50 1,289.50 1,308.15 1,277.15 (27.00) 1,250.15 -2.1% FTE Staffing Summary
48 Detail Full-Time Equivalent Position Change

Dept. Position Title FTE
CMO Communication & Intergovernmental Relations Officer 1.00 CMO Community Engagement Manager 1.00
CMO Intergovernmental Relations & Legislative Officer 1.00 CMO Communications Coordinator 2.00
CMO Community Outreach Specialist 1.00
CMO Administrative Secretary 1.00
City Manager's Office Total 7.00
Finance Parking Manager -1.00
Finance Parking Supervisor -2.00
Finance Administrative Analyst -1.00
Finance Senior Administrative Assistant -2.00
Finance Senior Parking Operations Aide -3.00
Finance Parking Operations Aide -8.50
Finance Senior Maintenance Worker -1.00
Finance Skilled Maintenance Worker -5.00
Finance Senior Parking Enforcement Officer -1.00
Finance Parking Enforcement Officer -3.50
Finance Department Total -28.00
Fire Firefighter -12.00
Fire Single Role Paramedic -6.00
Fire Community Outreach Specialist -1.00
Fire Fire Captain 1.00
Fire Department Total -18.00
PED Parking Manager 1.00
PED Parking Supervisor 2.00
PED Administrative Analyst 1.00
PED Senior Administrative Assistant 2.00
PED Senior Parking Operations Aide 3.00
PED Parking Operations Aide 8.50
PED Senior Maintenance Worker 1.00
PED Skilled Maintenance Worker 5.00
PED Senior Parking Enforcement Officer 1.00
PED Parking Enforcement Officer 3.50
Planning & Economic Development Total 28.00
HCS Limited Term Housing & Community Services Technician -1.00 HCS Housing & Community Services Technician -1.00
Housing & Community Services Department Total -2.00
Recreation Program Lead -1.00
Recreation Administrative Secretary -1.00
Recreation Community Outreach Specialist -1.00
Recreation Department Total -3.00
TPW Administrative Secretary -1.00
TPW Quality Control Associate -1.00
TPW Project Manager 1.00
49 FTE Staffing Summary

TPW Associate Land Surveyor -1.00
TPW Assistant Land Surveyor -1.00
TPW Supervising Land Surveyor -1.00
Transportation & Public Works Department Total -4.00
CIRO Communication & Intergovernmental Relations Officer -1.00 CIRO Community Engagement Manager -1.00
CIRO Intergovernmental Relations & Legislative Officer -1.00 CIRO Communications Coordinator -2.00
CIRO Community Outreach Specialist -1.00
CIRO Administrative Secretary -1.00
Communications & Intergovernmental Relations Office Department Total -7.00 50 This page left blank intentionally
51 Long Range Financial Forecast
The Long-Range Financial Forecast (LRFF) is a planning tool that supports financial decision-making over the next five years. It focuses only on the General Fund, and assumptions are evaluated and updated annually. The forecast covers the upcoming budget year plus four additional years and presents projected revenues, expenditures, and impact on fund reserve balances. Projections in the forecast below are grown off the City’s FY 2026-27 adopted revenue and expenditure budget.

Forecast results depend on the assumptions used, so the outlook will change as new data becomes available. Sales tax is a clear example. During the pandemic, sales tax grew rapidly as consumers stayed home, used disposable income for shopping and taxable goods instead of travel, and federal stimulus funds entered the economy. Beginning in 2023, consumer spending slowed, interest rates and inflation rose, and the City of Santa Rosa’s sales tax fell short of projections. Each year the Sales Tax base amount and subsequent growth rates were reduced to be in line with expectations and projections. With a “new normal” emerging in FY 2026-27 and revenue finally coming in within the range of budget, the LRFF can reflect modest growth rates in future years. This forecast helps the City adjust to changing economic and local conditions and provides useful guidance for the City Council and management.

Revenue Growth Assumptions
The summary chart below includes the major General Fund revenue categories and details on growth assumptions.

Revenues Forecast Assumptions
Property Tax Property taxes are projected to increase by 5% in the next two years, reflecting the three -year average rate. In the last three years of the forecast, property taxes grow at 4% as high interest rates are expected to continue and the market may be impacted.

Sales Tax & Measure Q Sales tax annual budget appropriations has been reduced in recent years to meet declining revenue. However, market consultants are finally projecting positive growth in the next 5 years, ranging from 1.6%-

3.0% annually. However, in FY 2030 -21 sales tax measure Q expires part way through the year, resulting in a significant loss of revenue.

Utility User’s Tax Increasing moderately due to a rise in energy and gas costs at 2.5% per year; UUT on telephone and cable TV are decreasing at (6%) annually.

Other Taxes Franchise Fees grow on average 1% annually; Cannabis Industry Tax held at $2M each year as the market has stabilized; After a successful ballot measure to increase both Transient Occupancy Tax and Business tax, TOT has also stabilized at $8M a year due to a cooling tourism market and BT will grow 2% a year. Real Property Transfer Tax will remain flat due to a stagnant housing market.

Long Range Financial Forecast
52 Motor Vehicle License Fees Projected to grow at 5% in the next two years in line with Property Tax, and then growth will decrease to 4%.

Expenditure Growth Assumptions
The summary chart below shows the General Fund expenditures percentage growth assumptions, rolled up by major category. The following assumptions apply to the expenditure line items:

Expenditures Forecast Assumptions
Salary COLAs Per anticipated labor contract settlements, salaries are increased 4% in FY 2026-27. With all bargaining units out of contract thereafter, an estimated 3% growth rate is included to account for merit increases and possible contractual adjustments.

Staffing Growth None. Staffing is at recession-era lows and not anticipated to increase with a structural deficit in place.

Vacancy Rate A vacancy credit of $3.5M (equivalent to about 2.0%) is built into General Fund salaries and benefits for all years.

O&M/Inflation Assumes most Services & Supplies will grow at 0% -2% annually, and the organization will hold costs flat where possible. Vehicle costs growing at 7% in line with replacement & maintenance trends and state regulations.

Pension Costs PERS Retirement grows in line with Salaries at 4% in FY 2026 -27, and 3% annually thereafter. In FY 2026 -27 the City implemented a pension savings strategy for the CalPERS Unfunded Liability which slowly grows to $29.3M in FY 2030-31.

Health 7% ongoing
Overtime Overtime allocations were increased in FY 2026-27 and assume a 1% growth rate going forward, assuming departments will maintain spending and staffing within their appropriated overtime budget.

Project Budgets 3% growth annually to reflect rising staffing costs and inflation of services and supplies.

Capital
Project Transfers
$1.9M annually to account for ADA projects and Roseland Pavement Maintenance; reduced in FY 2027 -28 with the last Roseland Pavement Maintenance installment from the County of Sonoma. and This is embedded within the “Transfers Out” line item.

Summary of Findings

The LRFF starts with a budgeted deficit of $7.6 million in FY 2026 -27, following four years of significant budget reductions, revenue increases, and other strategies to address the City’s structural deficit. Revenue and expenditure projections for future years are adjusted for known changes. In FY 2027-28, all bargaining 53 Long Range Financial Forecast
units will be out of contract, so the forecast includes a tentative 2% cost -of-living increase. The forecast will be updated as labor agreements are finalized. Because salaries and benefits account for 77% of General Fund expenditures, any variance from these assumptions could significantly affect the outlook.

The forecast also excludes unknown future costs and service changes, including a recession, staffing cost changes resulting from a citywide classification and compensation study, major infrastructure repairs, or declines in revenue and grant funding that could require General Fund support for existing programs. Any of these factors would further increase the General Fund deficit.

The FY 2026-27 budget was adopted with the understanding that the City is in the midst of a multi -year effort to reduce expenditures and increase revenues. Although the structural deficit has narrowed over the past few budget cycles, additional actions will be needed in the coming year to close the remaining gap.

Once those measures are identified, the LRFF will be updated to include the measures required to restore the General Fund to a balanced budget.

FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 FY 2030-31
Property Tax 43,782,000 45,870,800 47,644,868 49,488,301 51,404,065 Sales Tax 47,613,300 48,946,000 50,463,000 51,977,000 53,537,000 Measure Q 23,900,000 24,569,000 25,331,000 26,091,000 20,155,500 Utility Users Tax 15,140,000 15,382,200 15,642,330 15,920,150 16,215,490 Other Taxes 36,055,400 36,526,900 36,896,880 37,278,590 37,672,050 Motor Vehicle Fees 21,230,000 22,283,100 23,168,710 24,089,640 25,047,280 License and Permits 2,961,966 2,968,530 2,976,800 2,986,750 3,008,030 Fines and Forfeitures 1,994,000 2,024,960 2,056,540 2,088,750 2,121,610 Intergovernmental 1,997,000 2,009,000 859,360 872,090 885,200 Use of Money & Property 600,000 600,000 600,000 600,000 600,000 R&P Revenues 4,093,000 4,142,340 4,199,990 4,258,540 4,317,990 All Other Charges for Services 7,917,149 8,192,970 8,069,670 8,147,310 8,126,580 Interfund Charges 12,400,000 12,734,000 13,077,620 13,431,140 13,794,850 Miscellaneous 5,003,532 5,059,750 5,117,120 5,175,650 5,234,970 Total Revenue 224,687,347 231,309,550 236,103,888 242,404,911 242,120,615 Transfers IN 8,213,502 2,648,089 2,648,089 2,648,089 2,648,089 Salaries 107,244,021 110,141,956 113,124,682 116,194,720 119,354,669 PERS Retirement 13,235,140 13,632,194 14,041,160 14,462,395 14,896,267 PERS Unfunded Liability 33,006,162 27,606,205 28,158,329 28,721,495 29,295,925 Healthcare 17,564,376 18,793,882 20,109,454 21,517,116 23,023,314 All Other Benefits 6,166,730 6,250,544 6,337,316 6,377,052 6,416,325 IT Costs 6,846,332 7,120,185 7,404,993 7,701,192 8,009,240 Insurance 5,137,730 5,651,503 6,047,108 6,470,406 6,923,334 All Other Service & Supplies 39,372,915 42,324,778 43,758,962 45,265,563 46,855,812 O&M Projects 2,498,040 2,572,981 2,650,171 2,729,676 2,811,566 Total Expenditures 231,071,446 234,094,229 241,632,174 249,439,615 257,586,453 Transfers OUT 9,456,493 9,647,113 9,181,849 9,383,070 9,590,328 Total Surplus (Deficit) (7,627,090) (9,783,703) (12,062,046) (13,769,684) (22,408,076) 54 This page left blank intentionally
55 City Attorney’s Office

Department Description

By City Charter, the City Attorney is appointed by the City Council to serve as the chief legal advisor for the City of Santa Rosa.

The City Attorney's Office (CAO) is an internal service department that represents the City in legal proceedings and provides comprehensive legal support to the City Council, boards, commissions, City staff, the Housing Authority and Public Financing Autho rity – our “clients” – on a full range of municipal matters. We serve as the City’s general counsel.

The CAO’s work falls within three broad legal service areas: (1) Advisory and transactional legal services; (2) legislative legal services; and (3) representation in litigation, administrative proceedings, and other types of legal proceedings.

Advisory/Transactional Legal Services: The CAO regularly advises on ever-expanding areas of general municipal law. Some common examples include the Brown Act, Public Records Act, conflict of interest laws, public contracting/complex capital projects, housing & land use, economic development, public safety, emergency services, water quality/supply , waste water, real estate matters, environmental requirements, code enforcement, personnel matters, elections laws, public finance matters, governance issues, and constitutional and statutory issues. The CAO reviews and often drafts ordinances, policies and procedures, contracts, and a broad variety of other types of legal instruments. The CAO provides risk analyses and options to minimize legal risk. The CAO also provides trainings to City staff and officials.

Legislative Legal Services: The CAO staffs and reviews agendas, staff reports, resolutions and other items for public meetings of the City Council, Planning Commission, Board of Public Utilities, Housing Authority, Public Finance Authority and 19 other current City boards, committees and commissions subject to the Ralph M. Brown Act (Brown Act).

Legal Representation Services: The CAO reviews, evaluates, and recommends the disposition of claims made against the City and represents the City in civil litigation, providing full service from the initial claims stage through final appeals. CAO representation includes both affirmative litigations brought by the City against others to enforce the City’s rights and well as defense of the City in litigation brought against the City. The CAO’s defensive litigation practice regularly includes matters involving civil rights and constitutional issues, personal injuries, contract disputes, eminent domain, inverse condemnation, environmental violations, land use matters, personnel and employment matters, chal lenges to City ordinances or policies, and allegations of dangerous conditions of public property. The CAO also prosecutes City code enforcement matters, abates public nuisances, represents the City in administrative hearings, and represents the City in short -cause matters relating to weapons confiscation matters, gun violence restraining orders, dangerous animal petitions, Pitchess motions, and environmental and Hazmat violations. Most of our representation work is performed by our internal litigation team to reduce outside counsel costs to the City.

Mission

The City Attorney’s Office is committed to providing the highest-quality strategic legal services and support for elected City officials, departments, boards, and commissions, as well as representing the City efficiently and effectively in litigation and other legal proceedings.

City Attorney’s Office
56 FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section)

The CAO provides legal support for nearly every program and initiative developed to implement Council Goals and Objectives.

Emerging Issues:
• Assist City Departments in responding to rapidly evolving state and federal law, policy and opportunities regarding housing and homelessness.
1,3,4,5
• Provide legal support related to economic development and fiscal sustainability initiatives. 1,2,3,4,5 • Continue to provide legal advice and representation to safeguard the City’s access to critical federal grant funding in light of unlawful grant requirements imposed by the federal administration.
1,2,3,4,5
• Continue to provide legal support to safeguard public safety and trust in light of recent federal immigration enforcement efforts.
4 • Continue to facilitate greater efficiencies and innovation in City procurement procedures, Citywide processes and the delivery of legal services.
1,2,3
• Continue to foster and facilitate regional approaches to key issues, including public safety, housing, homelessness, and emergency response, and continue to support staff in those efforts.
1,2,3,4,5
Paralegals

2.0 FTE
Administration

4.0 FTE
Assistant City
Attorneys

7.0 FTE
Chief Assistant City
Attorney

1.0 FTE
Ashle Crocker
City Attorney

1.0 FTE
City Attorney’s Office
57 Ongoing Council Priorities:

• Provide continuing advice and legal support regarding comprehensive housing policies and programs, economic development, fiscal sustainability and development and maintenance of the City’s infrastructure.
1,2,3,5
• Provide continuing advice and legal support regarding enhanced policies and programs to promote public safety and resilience.
4 • Provide continued legal support to City Manager’s Office and Departments on initiatives to promote sustainable infrastructure, economic vitality and core City services. 2,3
• Continue to successfully and strategically represent the City in litigation, administrative proceedings and other legal proceedings, and to appropriately resolve those matters in the best interests of the City.
1,2,3,4,5
• Continue to support staff in fostering a safe, healthy and inclusive community. 4 Foundational responsibilities:
• Provide skilled and effective representation of the City in all claims and lawsuits asserted against the City, affirmative litigation brought by the City to protect the City’s rights, administrative proceedings, and other legal proceedings. 1,2,4,5
• Enforce environmental and consumer protection laws and aggressively pursue violations. 2,3,4,5 • Enforce the City Code with a focus on highest health and safety risks. 3,4,5 • Provide timely review of contracts, resolutions, proposed ordinances and other legal instruments.
1,2,3,4,5
• Provide advice and legal support related to state and federal legislative and regulatory initiatives.
1,2,3,4,5
• Provide effective and solution-oriented transactional and advisory legal services to every department on routine day-to-day matters as well as complex new issues in every area of municipal law.
1,2,3,4,5
• Provide professional, timely and effective legal advice to the Council, City Manager, City Departments and City boards and commissions throughout our work. 1,2,3,4,5
• Provide risk analysis and options to mitigate risk as to all legal services. 1,2,3,4,5

Major Budget Changes

The FY 2026-27 City Attorney’s Office (CAO) budget totals $4.3M, reflecting a $33K, or 0.7% increase over the prior year. The increase is primarily driven by Salaries & Benefits, which grew by $154K, or 3.3%, due to cost-of-living adjustments agreed upon by all bargaining units for a three-year term beginning in FY 2024-25. This agreement expires at the end of FY 2026-27. Services and supplies rose modestly by $7K, largely due to higher costs for subscriptions, conferences, and required training.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Legal Services $4,389,026 $4,306,111 $4,304,001 $4,337,094 CIP and O&M Projects $0 $0 $0 $0
Total $4,389,026 $4,306,111 $4,304,001 $4,337,094
City Attorney’s Office
58 Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $2,036,300 $2,210,533 $2,658,977 $2,705,083
Benefits $1,052,579 $1,142,811 $1,346,190 $1,326,330
Professional Services $1,139,667 $767,214 $90,515 $90,019 Vehicle Expenses $0 $0 $0 $0
Utilities $1,033 $1,425 $1,044 $750
Operational Supplies $13,076 $12,326 $10,700 $10,700
Information Technology $96,584 $113,066 $124,824 $127,592 Other Miscellaneous $49,787 $58,736 $71,751 $76,620
CIP and O&M Projects $0 $0 $0 $0
Total $4,389,026 $4,306,111 $4,304,001 $4,337,094

Expenditures by Fund
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $4,389,026 $4,306,111 $4,304,001 $4,337,094 Total $4,389,026 $4,306,111 $4,304,001 $4,337,094

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022 - 23 FY 2023 - 24 FY 2024 - 25 FY 2025 - 26 FY 2026 - 27 Full-Time Equivalent 15.90 15.90 15.90 15.00 15.00

Performance Measures
• Advisory and Transactional Legal Services: The CAO continues to provide legal services in connection with almost every City policy, program, ordinance and transaction, from day -to-day operations to new programmatic initiatives to implement Council’s Goals and Objections. The CAO works closely and collabora tively with staff in all Departments to provide on -going legal guidance and proactive, effective and solutions-oriented legal support. By the end of FY 2025- 26, CAO projects that it will have reviewed and approved as to form more than 760 contracts.

Additionally, the CAO has provided support to the City Clerk’s Office in the review of the more than 1,428 Public Records Act requests the City received in FY 2025-26 as of April 20, 2026. • Legislative Legal Services: The CAO sits with, advises, and reviews agendas, staff reports, resolutions and other materials for the City Council, Planning Commission, Board of Public Utilities, Housing Authority, Public Finance Authority, and other City Brown Act bodies. As of April 20, 2026, the CAO reviewed approximately 929 agenda items to be presented to City Brown City Attorney’s Office
59 Act bodies so far this fiscal year, and estimates our attorneys will have spent approximately 2,500 attorney hours in 2025 preparing for and attending Brown Act body meetings. • Representation Legal Services : As of April 20, 2026, the CAO had 34 active civil litigation matters, with 21 litigation matters resolved so far in FY 2025-26. Nine of those cases are scheduled for trial in the coming months. As of April 20, 2026, so far in FY2025 -26, CAO had 16 new civil litigation matters added to our docket. Additionally, during that timeframe 15 civil litigation matters were dismissed, resulting in a final judgment in favor of the City, or settled with no monetary payment by the City. During that same timeframe, 3 litigation matters were settled for a payment of $50,000 or less from the City, and 6 litigation matters were settled for payment by the City of more than $50,000.

In addition, by the end of FY 2025 -26, the CAO projects it will have represented the City in connection with approximately 25 weapons confiscation petitions, 18 vicious animal complaints, and 34 Pitchess motions. Additionally, the CAO projects that by the end of FY 2025-26, it will have represented the City’s interest in numerous code enforcement and nuisance abatement matters, with at least 14 proceedings in Superior Court or before advisory boards.

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-26 City Council Goals)

Projects and Transactional Work
Nearly every initiative implementing Council’s Goals and Priorities involves significant CAO contributions.

Below are some highlights of Citywide project accomplishments this fiscal year involving substantial CAO efforts.
• Executed Letter of Intent with United Soccer League to explore development of soccer stadium and ancillary uses.
3,4
• Completed and furthered numerous Housing Element implementation tasks, including adoption of new Tiny Home and Missing Middle Housing ordinances. 4,5
• Adopted and certified General Plan 2050 and EIR. 3,4,5 • Negotiated with SMART the terms for the future construction of an at-grade crossing at Jennings Avenue, subsequently approved by the CPUC after years of disagreement between the two sides.
2,3,4
• Adopted Use of City Property Ordinance to prohibit uses of City property that would disrupt City operations or discourage access to City services unless the use furthers a City purpose or is traditionally available to the public without City authorization. 4 • Successful construction of the Llano Trunk Rehabilitation Phase 1 project, which rehabilitated approximately 8,100 feet of high-priority 66-inch trunk sewer. 2,4
• Developed and adopted the Conditional Use Permit Streamlining ordinance. 1,3,4,5 • Award of the state-funded Highway 101 Bicycle & Pedestrian Overcrossing contract to construct a safe and convenient route across Highway 101 for cyclists and pedestrians. 2,3,4
• Updated City Zoning Code to implement state housing legislation. 3,4,5 • Development project entitlement approvals for 140 housing units. 3,4,5 • Implementing policies consistent with amendments to the Brown Act. 4 • Advised City on a wide variety of personnel matters. 1 • Advised on various high-profile matters that carried significant liability risks. 1 • Adopted Amendments to and advised on Enforcement Efforts to the Massage Establishment Ordinance and Tobacco Retail Ordinance.
4 City Attorney’s Office
60 • Guided appropriate outcomes in handling of several fair return petitions processes for the Department of Housing & Community Services / Mobile Homes. 4,5
• Implemented new templates for public works construction contracts, including design-bid- build contracts.
1,2
Legal Representation Accomplishment Highlights
• Joined dozens of other public agencies challenging unlawful requirements imposed by the federal administration on local agency federal grant fund recipients, successfully obtaining preliminary injunctions to protect City grant-funded programs while the litigation proceeds. 1,2,3,4,5
• Tried to verdict a police excessive force matter, resulting in full dismissal of three of four defendant officers; a finding of no basis for punitive damages; and only a nominal judgment of $10,000 against plaintiff’s $400,000-$700,000 ask at trial. 1 • Obtained a unanimous jury verdict and judgment in favor of the City in a personal injury case seeking $190,000 for alleged dangerous condition of public property. 1 • Obtained a published unanimous Court of Appeal decision affirming a trial court judgment in the City’s favor and upholding the City Council’s decision to make City property available for sale for affordable housing development. The Court rejected the argument that a state law designed to promote affordable housing development through sale of local public agency property restricts a local agency’s discretion to decide whether to sell its own property, creating favorable precedent for cities and other local public agencies statewide. 1,3,4,5
• Recently obtained a published unanimous Court of Appeal decision affirming a trial court judgment in the City’s favor and enforcing a state anti-price gouging law’s cap on rent increases when it comes to mobile home spaces subject to the City’s mobile home rent control ordinance.
1,3,4,5
• Settled 8-year federal litigation stemming from the County’s clearance of a homeless encampment within City limits with no monetary payment by the City. 1,3,4
• Obtained dismissal with prejudice in federal litigation matter alleging constitutional violations by SRPD.
1 Efficiency Accomplishment Highlights
• Brought in-house day-to-day real estate and personnel legal work previously provided by outside counsel, reducing the City’s outside counsel costs. 1 • Made efficiency improvements to the contract and insurance review process by moving non legal work back to the contracting departments and encouraging use of modified contract language requiring less frequent amendments, thereby creating efficiencies for all departments and more bandwidth for legal work in the CAO. 1 • Worked with Finance Department to move parking hearing officer services from CAO to the Parking Division in Finance, creating additional bandwidth in the CAO to provide legal services and reducing the overall costs for the City of providing the hearing office services. 1 • Worked with CMO and Clerk to streamline agenda review processes and eliminate unnecessary resolutions, creating increased efficiency in all departments. 1 Looking Ahead
The City Attorney’s Office will continue to provide essential legal support to the City Council, City Manager and all City Departments in pursuit of the Council’s top objectives and support the City’s core services.

Our efforts are wide -ranging and will include working closely with staff to address Council’s Goals and Objectives, ensuring that the City rem ains ready and resilient in the face of emergencies, and working closely with Council, the City Manager and all Departments on strategies to achieve and maintain fiscal sustainability, develop and maintain the City’s infrastructure, promote economic development, maintain a safe, healthy and inclusive community safety, and plan for and encourage housing for all and reduce homelessness.

City Attorney’s Office
61 CAO continues to look at process improvements to enhance departmental efficiency, manage the large volume of legal services requested of our office with existing resources, and allocate our resources in alignment with Council’s goals and priorities. With o ne-time funding recently approved by Council, we recently retained a consultant to assist with this important departmental assessment work. We anticipate this work will be underway early in the next fiscal year.

In the meantime, CAO will continue our ongoing close partnership and collaboration with all Departments in new and on-going initiatives. Litigation will continue to absorb much of our time. In particular, CAO is currently engaged in significant civil lawsuits, all of which are moving forward quickly and are time intensive.

As always, the CAO’s day -to-day work will continue. Claims are defended. The City Code is enforced.

Agenda items are reviewed. Ordinances, resolutions and policies are drafted or revised. Contracts and other legal documents are reviewed and drafted. Advice is provided to staff on a myriad of issues, large and small. Broad on -going legal support is provided to the Council and each of its Boards and Commissions.
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63 City Council

The City Council is the legislative and policy-making body for the City of Santa Rosa. Council Members are elected by voters to serve four -year terms. The Mayor and Vice Mayor are elected by the Council Members. The Mayor serves a two -year term. The Vice M ayor serves a one -year term. The Council makes the appointments of the City Manager and the City Attorney, as well as numerous Board and Commission Members.

Mark Stapp
Mayor
District 2
Jeff Okrepkie
Vice Mayor
District 6
Eddie Alvarez
Council Member
District 1

Caroline Bañuelos
Council Member
District 5
Victoria Fleming
Council Member
District 4
Dianna
MacDonald
Council Member
Natalie Rogers
Council Member
District 7
Mission

It is the mission of the Council to provide high-quality public services and cultivate a vibrant, resilient, and livable City.

City Council
64 Annually and early in the calendar year, the City Council and Executive Team meet to establish Council goals and priorities at the City Council Goal Setting Workshops. The City Council identified five priorities for FY 2025-27 which are listed in order below:

Priorities

1. Achieve and Maintain Fiscal Sustainability and Budgeting Excellence.

2. Invest in the Development and Maintenance of the City’s Infrastructure.

3. Promote Citywide Economic Development.

4. Foster a Safe, Healthy, and Inclusive Community.

5. Plan for and Encourage Housing for All and Reduce Homelessness.

Major Budget Changes
The City Council’s total budget for FY 2026-27 is $1.5M, an increase of $579K over the prior fiscal year. This increase is due to the addition of $600K for election costs associated with the November 2026 elections. No other significant budgetary changes impacted the City Council department. All department operations are funded by the General Fund.

City Council
65 Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
CIP and O&M Projects $5,914 $0 $0 $0
Administration $1,123,491 $1,083,560 $964,104 $943,342
Elections $0 $372,369 $0 $600,000
Total $1,129,405 $1,455,929 $964,104 $1,543,342

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $133,332 $136,021 $133,200 $133,200
Benefits $128,140 $124,775 $152,881 $132,119
Professional Services $559,990 $840,788 $360,840 $910,840 Utilities $5,644 $4,993 $6,589 $6,500
Operational Supplies $1,409 $2,812 $7,000 $6,059
Information Technology $128,591 $143,636 $143,773 $141,127 Other Miscellaneous $166,385 $202,904 $159,821 $213,497 CIP and O&M Projects $5,914 $0 $0 $0
Total $1,129,405 $1,455,929 $964,104 $1,543,342

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $1,129,405 $1,455,929 $964,104 $1,543,342
Total $1,129,405 $1,455,929 $964,104 $1,543,342

Performance Measures

The City Council’s service indicators remain relatively the same year after year. In FY 2025-26 the City Council held their annual Council Goals Session and adopted the updated priorities.

In support of these goals, City departments have completed nine strategies and 40 associated tasks aligned with the City’s Strategic Goals, representing approximately 54 percent completion of the City Council’s two-year priorities.

Council Meetings: The City Council meets no less than two times a month on Tuesdays, at 4:00 p.m., but meetings may begin earlier in the afternoon to accommodate study sessions. Agendas are made available online at srcity.org.

Various Committees: The City Council Members work with City staff on various committees and provide leadership and guidance on a variety of issues. Council standing committees include:

Board of Public Utilities (BPU) Liaison, Climate Action Subcommittee, Downtown Subcommittee, City Council
66 Economic Development Subcommittee, Violence Prevention Partnership – Steering Committee, Open Government Task Force Implementation Subcommittee, Violence Prevention Partnership Policy Committee, Public Safety Subcommittee, and the Long Term Financial Policy and Audit Subcommittee. The Council Regional Appointments include: Association of Bay Area Governments (ABAG), Health Action Council, Library Advisory Board, League of California Cities (LOCC) North Bay, Sonoma County Homeless Coalition, Ground Water Sustainability Agency, Mayors’ and Councilmembers’ Association Liaison to LOCC, Russian River Watershed Association, and the Water Advisory Committee (WAC). Council Members also hold liaison positions on Sonoma Clean Power Joint Powers Agreement (JPA), Sonoma County Transportation Authority/Regional Climate Protection Authority, Zero Waste Sonoma (formerly known as Sonoma County Waste Management Agency, Zero Waste Sonoma), and Renewal Enterprise District (RED).

Boards and Commissions: The City Council Members appoint City residents to positions on various Boards and Commissions. These Boards work with City staff on a variety of issues, provide the Council and citizens with important background information and make decisions based on that information. They are: Art in Public Places Committee, Bicycle and Pedestrian Advisory Board, Board of Parks and Recreation, Board of Public Utilities, Board of Building Regulations Appeals, City Charter Advisory Board, Community Advisory Board, Design Review and Preservation Board, Housing Authority, Personnel Board, Planning Commission, Public Safety and Prevention Tax (PSAP) Oversight Committee, and the Santa Rosa Tourism Business Improvement Area Advisory Board.

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-27 City Council Goals) • Launched the Community Budget Advisory Working Group to incorporate community 1 voices and suggestions to help the City navigate the on-going budget deficit. • Explored process improvements for insurance verification for new and existing City 1 contracts.
• Streamlined administrative hearing procedures through amendments to the Tobacco Retail 1 License Ordinance, improving efficiency and reducing staff time • Approved a zero-cost contract to expand the City’s commitment to energy conservation 1 and sustainability through photovoltaic panels and battery storage, improving resiliency while maximizing energy savings
• Santa Rosa became the first Charging Smart designees in California and the first Gold 2 designee on the West Coast by the U.S. Department of Energy. A milestone that reflects the City's commitment to energy sustainability through electric vehicle adoption. • Celebrated the groundbreaking of the Highway 101 Bicycle and Pedestrian Overcrossing, 2 expanding multimodal transportation infrastructure.
• Celebrated the groundbreaking of the Hearn Community Hub, strengthening community- 2 serving facilities
• Completed construction and opened Fire Station No. 5. 2 • Completed construction of the Hearn Avenue Interchange, which received the Northern 2 California Engineering Contractor Association’s Bridge Award.

City Council
67 • Completed Phase 3 of the Lower Colgan Creek Restoration Project, which received the American Public Works Association - Northern California Chapter’s Environmental Project of the Year ($5M-$25M).
2 • Recipient of the prestigious 2025 Government Experience Award by the Center for Digital Government, recognizing the City’s commitment to innovation, technological excellence, and public service.
3 • Launched an Organizational Assessment fostering meaningful engagement with departmental staff and community stakeholders.
3 • Through the AskRosa chatbot, reduced calls to the City Manager’s Office, improving customer experience and access to City information
3 • Conducted research and analysis supporting City Council adoption of a Resolution and Ordinance addressing federal immigration enforcement policies, reinforcing inclusivity and community trust.
4 • Santa Rosa ranked the #1 Safest City in California for 2025 by independent researchers. 4 • Monitored and facilitated letters of support or opposition for 40+ state and federal bills, advancing City priorities and advocacy
4 • Coordinated policy monitoring and legislative advocacy at the state and federal level that supports housing stability, homelessness prevention, and local flexibility. 5 Looking Ahead

The City continues to navigate budgetary, operation, and administrative challenges with resilience, professionalism, and determination. During the past year, City Manager Maraskeshia Smith departed Santa Rosa to pursue new opportunities in Sacramento, where her leadership and dedication to public service will undoubtedly continue to make a positive impact. In her stead, City Council appointed Interim City Manager Lori Ann Farrell, who swiftly applied her public service and financial expertise to addressing the City’s fiscal challenges with focus and resolve.

After years of planning and preparation, long anticipated capital improvement projects have reached important milestones. The construction and grand -opening of Fire Station #5 has successfully been completed, strengthening the City’s public safety infrastructure. While the Hearn Community Hub and Highway 101 Bicycle and Pedestrian Overcrossing have officially broken ground. Together, these projects underscore Santa Rosa’s commitment to public safety, expanded multi-modal transportation access, and sustained investment in community enrichment. As the City looks to the future, these efforts highlight steady progress and reflect clear focus on meeting current and long-term priorities.
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69 City Manager’s Office

Department Description

The City Manager’s Office is comprised of four programs: Administration, the City Clerk’s Office, Communications & Intergovernmental Relations, and Community Engagement. The Communications & Intergovernmental Relations Office (CIRO) is the centralized hub for communication, engagement, and legislative activities within the City of Santa Rosa. CIRO plays a vital role in disseminating public information, fostering community engagement, and supporting revenue -generating programs across various City departments. Additionally, CIRO coordinates the City's involvement in key local, state, and federal government policies and activities along with strategic funding opportunities, in coordination with the Council’s legislative platforms

Administration - Responsible for the administration and oversight of all City departments, guides the annual budget process, coordinates the City Council agenda process, and provides direct support to the City Council. The office also administers and monitors the City’s franchise agreements and a variety of service- related agreements.

City Clerk's Office - Administers the City's legislative process; provides support to the City Council, produces the Council agenda, and assembles and distributes the agenda packets in compliance with the Brown Act; records action minutes and manages the processing of all items approved by the City Council; maintains the legislative history of all City Council actions; administers regular and special municipal elections according to the Elections Code, the City Charter, and the City Code; provides support and information to candidates and voters; administers Board, Commission, and Committee recruitments and appointments in accordance with the Maddy Act and City Council policies; manages the retention and retrieval of official documents in compliance with the Public Records Act; a cts as the filing official for Statements of Economic Interest and Campaign Statements in accordance with the Political Reform Act; assures proper publication of public notices and adopted ordinances; provides training; oversees the codification of the Cit y Code; coordinates the City’s Records Management Program; and provides access to information about the public’s business.

Communications - A core responsibility of CIRO is overseeing the City's external messaging, ensuring consistency in branding, and effectively communicating the City's vision and initiatives, which involves developing, designing, and distributing digital, print, and video c ommunication collateral. Information is primarily distributed via social media, a biweekly e -newsletter, email blasts, the City website, and flyers and other printed materials. CIRO also works collaboratively with media representatives and establishes collaborative relationships with key stakeholders to enhance the City's visibility and engagement efforts.

CIRO facilitates neighborhood connectedness through the Community Improvement Grant program and works in partnership with the Community Advisory Board to gather community feedback on issues of concern. Working in close partnership with the City Manager's Office and all departments, CIRO upholds the principles of accuracy, accessibility, equity, and transparency in all messaging efforts. The department maintains an open government approach to information, particularly during times of emergency, to provide timely and relevant updates to the public. Through its dedicated efforts, CIRO ensures that the City's communications are effective, informative, and aligned with the community's needs.

Mission

It is the mission of the City Manager’s Office to provide responsible and ethical leadership, cost- control management, administration, and direction for the City organization based on sound strategic planning, support to City Council Members and Boards and Commission Members, and exceptional customer service to the community.

City Manager’s Office
70 Community Engagement – CIRO staff support and organize civic engagement opportunities with community members, including connecting community members and various groups with their local government to strengthen the public involvement process in local government decision-making. CIRO is responsible for implementing City -wide community engagement strategies based on recommendations from the Mayor’s Open Government Task Force Report to help create an inclusive, transparent, participatory, and collaborative relationship with the community in the City’s decision-making processes.

CIRO facilitates neighborhood connectedness through the Community Improvement Grant program and works in partnership with the Community Advisory Board (CAB) to gather community feedback on issues of concern to City residents. CIRO also oversees the Community Empowerment Plan and the implementation of recommendations outlined in the Community Empowerment Plan Listening Sessions Final Report.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) Administration
• Launched the Community Budget Advisory Working Group to incorporate community voices and suggestions to help the City navigate the on-going budget deficit. 1, 4
• Streamlined administrative hearing procedures through amendments to the Tobacco Retail License Ordinance, improving efficiency and reducing staff time. 1 • Developed a clear and well -defined internal process for handling applications under the newly adopted City Council policy 000 -75 for naming or renaming City -owned assets, ensuring the process is efficient, consistent, and equitable. 1, 2, 3, 4
• Monitored and facilitated letters of support or opposition for 40+ state and federal bills, advancing City priorities and advocacy.
2, 3, 4, 5
Community
Engagement

2.0 FTE
Communications &
Intergovernmental
Relations

5.0 FTE
City Clerk

4.0 FTE
Administration

3.0 FTE
Assistant City
Manager

1.0 FTE
City Manager

1.0 FTE
City Manager’s Office
71 • Conducted research and analysis supporting City Council adoption of a Resolution and Ordinance addressing federal immigration enforcement policies, reinforcing inclusivity and community trust.
4 • Through the AskRosa chatbot, reduced calls to the City Manager’s Office, improving customer experience and access to City information.
1 • Launched an Organizational Assessment fostering meaningful engagement with departmental staff and community stakeholders to identify opportunities for improvement 1, 3, 4
• Explored process improvements for insurance verification for new and existing City contracts.
1, 2
City Clerk
• Prepare and distribute preliminary and current City Council agendas, paperless agenda packets, and minutes pursuant to the Brown Act and City policy. 4 • Facilitate an open and transparent democratic process through public access to Council and advisory body legislative records.
4 • Promptly receive, review, track, and coordinate responses to all Public Records Act requests and associated eDiscovery requests.
1, 4
• Continue development, implementation, and coordination of a comprehensive Citywide Records Management Program.
4 • Administer fair and impartial municipal and ballot measure elections; provide technical support and guidance to City Council candidates and proponents. 4 • Serve as filing officer/official under the Political Reform Act for Statements of Economic Interests and Campaign Finance Disclosure Statements.
1, 4
• Effectively manage all board and commission member vacancies, recruitments, and appointments to ensure City boards, commissions, and committees represent the diversity of the community.
4 • Foster public involvement and informed decision-marking by providing professional customer service and accessible and accurate information about City government. 4 Communications

• Finalize a communication, engagement, and legislative strategic plan to align resources with City Council priorities, high-profile projects, events, and campaigns All
• Strengthening and sustain collaborative relationships with public agencies, community organizations, media representatives, and key stakeholders to enhance sharing of accurate information and improve public trust.

All
• Provide staff training opportunities, particularly for social media All • Develop and deliver consistent, accessible messaging across all platforms to keep the public informed about City initiatives, programs, projects, and services.

• Prioritize impactful communications over a high volume of communications.

• Modernize communications by enhancing and prioritizing social media content and visual storytelling.
• Continue to shift to a “community-first” communication style by providing accessible, digestible, relevant information to the public.

All

All
All
4 City Manager’s Office
72 • Provide strategic guidance and consultation to leadership and staff on departmental communications.

• Drive City initiatives by leading strategic storytelling and high-impact campaigns that showcase Santa Rosa’s strengths as a vibrant place to live, play, work, and invest.

• Provide creative direction for visual communications, including design, layout, and content, in alignment with the City’s brand and style guide.

• Ensure inclusive, bilingual communications that reflect the diversity of Santa Rosa and promote access to City services for all residents.

All
All
All
4 Community Engagement

• Provide strategic guidance and consultation on departmental community engagement efforts. Include recommendations for messaging and outreach to multilingual and multicultural audiences.

• Increase Community Participation: Launch targeted outreach and feedback efforts to engage diverse residents on high-priority topics for the City and the community.

• Establish Citywide tabling standards, including evaluating existing practices, establishing consistent resources and best practices, and providing staff training across departments.

• In collaboration with the City Manager’s Office, establish citywide community meeting standards for in-person and virtual meetings to set internal expectations and provide consistent, high-quality meetings for the public.

• Ensure Accessibility and Inclusivity: Offer multi-language support, ensure accessibility for people with disabilities, and partner with groups to remove participation barriers.

• Enhance Transparency and Trust: Share meeting summaries online, host and/or support community meetings, and promote cross-department collaboration and staff training.

• Foster Community Collaboration: Partner on community initiatives, support grassroots input, and promote local leadership.

• Integrate Feedback into Decision-Making: Collect community input, provide analyses to the CIRO Director, City Manager, and Council Members, as appropriate. Streamline feedback review with the CIRO Director.

• Surface gaps in community engagement or understanding; recommend and implement solutions, as appropriate.

• Strengthen and sustain collaborative relationships with community organizations, neighborhood leaders, and key stakeholders to enhance sharing of accurate information, public trust, and coordinated outreach and engagement.
4 4

4 4

4 4

4 4

4 All
City Manager’s Office
73 Legislative Analysis

• Engage with policymakers at the federal and state levels to enact the Council’s policy priorities and platforms.

• Strengthen relationships with local elected officials.

All

All
Major Budget Changes

For Fiscal Year 2026–27, the City Manager’s Office budget totals $4.6 million and is fully funded by the General Fund. This represents an increase of $1.8 million compared to the prior fiscal year.

The primary cause of this increase is the transfer of the Community & Intergovernmental Relations Office (CIRO) into the City Manager’s Office. Salaries and Benefits increased by $1.5M (67.4%), primarily due to the 7.0 FTEs that moved with CIRO.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $2,496,805 $2,701,871 $2,673,517 $2,712,090 City Clerk $78,867 $70,373 $81,256 $81,256
Comms & Intergovernmental Relations $0 $0 $0 $1,649,947 Community Engagement $0 $0 $0 $126,450
CIP and O&M Projects $4,384 $48,558 $0 $35,000
Total $2,580,056 $2,820,802 $2,754,773 $4,604,743

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $1,421,029 $1,573,529 $1,486,869 $2,511,188
Benefits $676,431 $786,812 $745,115 $1,226,716
Professional Services $201,646 $126,477 $236,988 $294,977 Vehicle Expenses $0 $0 $0 $11,200
Utilities $3,020 $2,610 $2,845 $5,350
Operational Supplies $20,508 $21,316 $22,520 $37,200
Information Technology $165,083 $161,025 $156,601 $255,104 Other Miscellaneous $87,955 $100,475 $103,835 $228,008
CIP and O&M Projects $4,384 $48,558 $0 $35,000
Total $2,580,056 $2,820,802 $2,754,773 $4,604,743

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $2,580,056 $2,820,802 $2,754,773 $4,604,743 Total $2,580,056 $2,820,802 $2,754,773 $4,604,743
City Manager’s Office
74 Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022 - 23 FY 2023 - 24 FY 2024 - 25 FY 2025 - 26 FY 2026 - 27 Full-Time Equivalent 11.00 11.00 11.00 9.00 16.00

Performance Measures
City Clerk

2024 Calendar
Year
2025 Calendar
Year
2026 Calendar
Year Estimates
City Council Meetings:

Produce, publish, and timely
post preliminary and final
Council agendas, agenda
packets and meeting minutes

162*

162**

165***
City Council Legislation:

Timely and accurately conform,
publish, post, and import into
Laserfiche all City Council
legislation
Resolutions –
202*
Ordinances –
16*
Resolutions –
197**
Ordinances –
21**
Resolutions –
135**
Ordinances –
18***
FPPC Filings – Form 700:

Provide notification of filing
deadlines; receive, review, and
post filings; seek amendments
as needed

608 filings*

614 filings**

1503 filings***
FPPC Filings – Campaign
Disclosure Statements:

Provide notification of filing
deadlines; receive, review, and
post filings; seek amendments
as needed
Filers – 23*

Filings – 59*
Filers – XX**

Filings – XX**
Filers – XX***

Filings – XX***
Public Records Act Requests:

Receive and review written
requests, coordinate production
of records, prepare responses

1515*

1701**

1800***
Boards and Commissions:

Track and recruit applicants and
administer
appointments for 12 advisory
bodies (86 positions)
Applications–81*
Appointments–
16*
Applications–
106**
Appointments–
45**
Applications–72***
Appointments–
23***
(*)1/1-12/31/2024
(**) 1/1-12/31/2025
(***) Calendar Year-end estimates based on year-to-date actuals City Manager’s Office
75 CIRO
• Increase followers on primary City Facebook and Instagram accounts in order to increase reach within the community.
• Write, code, and publish approximately 26 City Connections bilingual email newsletters each year.
• Facilitate multiple articles, interviews, or mentions in local and regional media outlets. • Write and distribute multiple news releases and/or media advisories each year. • Table and assist with approximately 20-30 events.
• Host, support, and/or promote community meetings to respond to City and community needs.
• Publish summaries of public meetings and city projects on the city’s website. • Provide city-wide community engagement guidelines to every department and staff training to establish consistency across departments.
• Host and facilitate approximately 6 Community Advisory Board meetings each year. • Host and facilitate approximately 4 Open Government and Community Engagement Subcommittee meetings each year, as agenda items are presented. • Advocate for specific policy initiatives in Sacramento and Washington, D.C. • Host policymakers and relevant agencies in Santa Rosa to showcase high-priority projects and departments.
• Provide funding priorities to appropriate agencies and elected officials to bring strategic dollars to Santa Rosa.

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-27 City Council Goals)

• Managed the preparation, distribution, and posting of City Council preliminary and final agendas in English and Spanish, agenda packets, and minutes for 29 City Council meetings.
4 • Served as filing official for over 1503 Statements of Economic Interests for City Council members, advisory body members, and designated staff in compliance with the Political Reform Act.
1, 4
• Facilitated and prepared 39 proclamations for presentation at City Council meetings or community events
4 • Drafted amendments to 3 Council Policies, the City Council Manual of Procedures and Protocols, and multiple sections of Santa Rosa City Code Chapter 1-10 Open Government, to provide institutional and operational alignment from recent overhaul of Open Meeting Laws under SB 707.
4 • Responded in a timely manner to 1701 Public Record Requests in 2025 (393 more than the previous year’s estimation) including 48 associated eDiscovery requests, refined use of Public Record Request database and webpages or ease of access for the public and process improvements by staff.
4 • CIRO - Published 26 City Connections newsletters annually to about 100,000 subscribers, delivering 2.6 million emails to the community in English and Spanish 2, 3, 4
• CIRO - Gained about 1,400 followers on the City’s primary Facebook account and about 800 on its primary Instagram account
2, 3, 4
• CIRO - Responded to 118 inquiries from local, regional, state, and national media and published 30 media releases
All
City Manager’s Office
76 • CIRO - Launched the “Let’s Talk, Santa Rosa” community engagement effort to gather broad, inclusive feedback on the City’s budget and service priorities, receiving more than 2,000 responses as of 5/20/26
1, 4
• CIRO - Developed and executed high-level public communications, including leadership transitions, immigration policy changes, and highly sensitive subjects All
• CIRO - Provided departments with marketing deliverables, including activity guides, reports, newsletters, email blasts, signage, flyers, webpages, advertisements, surveys, and digital marketing assets
1, 3, 4
• CIRO - Started the transition to a community-first communication style to provide accessible, digestible, and relevant information to the public 4 • CIRO - Expanded Santa Rosa Water Facebook and Instagram reach to 393,000 people, a 50% increase from the previous year
4 • CIRO - Produced 20 water bill inserts highlighting programs and services, each mailed to more than 50,000 customers
4 • CIRO - Conducted outreach for the FEMA Flood Risk Mapping Project, including the Preliminary Flood Map Release, community meeting, and 90-day appeal and comment period
4 • CIRO - Planned, organized, promoted, and executed 6 groundbreakings and ribbon cuttings, livestreaming each event to reach more than 12,000 combined online viewers in addition to in-person attendance
2, 4
• CIRO - Supported economic development initiatives and downtown revitalization activities through communications and event support.
3, 4
• CIRO - Launched the Public Works and Water INET pages. 2 • CIRO - Created the City’s standard slide deck template to improve professionalism and align presentations with the Brand Book, and trained staff on strategic communications and social media.
2, 4
• CIRO - Hosted 5 district-based community meetings with a total attendance of 82. 4 • CIRO - Prepared and began implementing the Community Advisory Board’s 2025–2027 work plan and presented the plan and board achievements to the City Council. 4 • CIRO - Introduced tools to strengthen the Community Improvement Grant process. In calendar year 2025, reviewed, managed, and facilitated distribution of 13 Community Improvement Grants supporting a wide range of neighborhood and community projects 4 • CIRO - Marketed Recreation programs, classes, activities, and events that attract about 500,000 visits annually and generate roughly $3.6 million in General Fund revenue 1, 4
• CIRO - Developed and distributed monthly Recreation and Parks e-bulletins to about 60,000 subscribers.
4 • CIRO - Developed and distributed monthly Neighborhood Services e-bulletins to about 2,100 program participants
4 • CIRO - Developed and distributed 23 targeted Recreation e-bulletins to about 330,000 recipients.
1, 4
City Manager’s Office
77 • CIRO - Supported Boards and Commissions recruitment through website improvements, social media posts and reels, and regular promotion in City Connections.

All
Looking Ahead
The City Manager’s Office has played an integral role in advancing the City’s goals and long‑term vision of Leading the North Bay through periods of change and financial uncertainty, while maintaining a clear focus on innovation and sustainability. By committing to inclusive practices and thoughtful decision‑making, the City Manager’s Office has responded to resident, and staff needs while fostering a welcoming and supportive environment.

A key example of this adaptive leadership is the decision to restructure the Communications and Intergovernmental Relations department (CIRO) under the City Manager’s Office. CIRO plays a critical role in effective governance, and this change enhances the City’s ability to respond to emerging issues with consistent messaging and clear alignment to the City’s strategic priorities.

At the same time, the City Manager’s Office has tackled financial realities head ‑on by working collaboratively with organizational leaders to develop forward‑looking, realistic solutions that will enable the City to continue providing excellent services to Santa Rosa residents.

By embracing change, turning challenges into opportunities, and planning responsibly for the future, the City Manager’s Office is well‑positioned to guide Santa Rosa forward. Grounded in strong governance, clear communication, and fiscal stewardship, the City remains resilient, responsive, and committed to serving the community with excellence.

CIRO enters FY 2026 -27 in transition, adapting to organizational change and reduced capacity, including a 22% staffing reduction and a vacant Legislative Officer position. In response, the department is shifting from a focus on volume to impact and prioritizing the most critical initiatives and aligning limited resources with the City’s highest priorities.

At the same time, CIRO is modernizing its communications and advancing a “community-first” approach, meeting residents where they are through accessible, inclusive, and engaging communications and outreach. Efforts will focus on strengthening social media performance and enhancing storytelling to build public trust and encourage participation.

Effective July 1, 2026, CIRO will be consolidated into the City Manager’s Office. With reduced staffing across both teams, success will rely on flexibility, teamwork, and strong collaboration. CIRO is committed to integrating effectively and maximizing collective capacity.

The department remains focused on its core mission to deliver accurate, timely public information; connect with the community; and support departments in promoting City programs, especially those that generate revenue and advance City priorities. Upholding principles of accuracy, accessibility, equity, and transparency, CIRO will continue to support open government, particularly during emergencies.

Looking ahead, CIRO will maintain oversight of the City’s external messaging and coordinating legislative analysis duties. Through adaptability and collaboration, CIRO is well -positioned to navigate this transition and continue supporting the organization with clarity and purpose. 78 This page left blank intentionally
79 Finance

Department Description

The Finance Department is responsible for providing a wide range of financial and support services to the City organization, as well as the business community and the public. The Department is divided into six programs in addition to the department's Administration section: Financial Services, Payroll & Benefits, Purchasing, Revenue, Parking Operations, and Parking Enforcement. intense Financial Services is divided into three sections that provide accounting and fiscal management to City departments, the Housing Authority, and the Successor Agency to the Former Redevelopment Agency:

Financial Reporting, Accounts Payable, Revenue and Budget and Financial Planning. Together, the Financial Services section ensures the proper use of public funds.

Financial Reporting provides professional accounting and financial reporting services across a range of City activities and manages the annual financial audit contract.

Accounts Payable processes payment requests for contracts, purchase orders, field requisitions, and other miscellaneous payments. The section also ensures payments are properly documented and comply with City policies and procedures, as well as state and federal laws.

Revenue includes Revenue and Collections and handles City tax collection, including cannabis, utility users, transient occupancy, real property transfer, property, sales and use, and business taxes. The section also bills and collects miscellaneous receivables, ma nages two business improvement assessment districts, alcohol permit fees, and franchise fees; receipts tax and other City payments; pursues delinquent accounts; and enforces compliance for unregistered entities.

Budget and Financial Planning oversees the City’s budget process, long-range financial planning, and year-round analytical support for departments. The section also includes the City’s Treasury function, which manages cash investments and administers the Citywide cost allocation plan contract, and it publishes both the Operations and Maintenance (O&M) Budget and the Capital Improvement Program (CIP) Budget.

Payroll and Benefits maintains the City’s payroll and timekeeping systems and produces all payments for various employee benefit programs. This requires producing both bi-weekly and monthly payroll and reconciling and paying monthly benefit costs. There are several external re porting requirements of payroll-related information to federal and state agencies that occur bi -weekly, monthly, quarterly, and annually. Additional tasks performed by this program are the management of the City’s deferred compensation program, the coordination of various uniform programs, tracking and billing for leaves of absence, performing labor costing analysis, and preparing the Citywide labor and benefits budget.

Purchasing includes Central Warehouse staff and manages Citywide contracts and purchase orders.

The program provides centralized procurement of goods and general services in accordance with City Code and grant or funding requirements, and supports sole-source reviews, design-build projects, minor public works, RFP oversight, surplus disposal, purchasing card administration, fuel management, procurement training, public information requests, inventory warehousing, and Citywide support. Staff also monitor contracts and purchase orders for compliance with City insurance requirements and oversee performance management and issue resolution.

Mission

As the fiscal steward of the City’s resources, the Finance Department provides excellent customer service, as well as ethical oversight and management of public funds.

Finance
80 Purchasing staff are key members of the City’s emergency response team, coordinating logistics, emergency procurement of rental equipment, procurement card transactions, and compliance with federal reimbursement requirements. They also support post -disaster audit documentation. The Purchasing Agent serves as the City’s designated Disadvantaged Business Enterprise Liaison Officer (DBELO) for departments receiving federal funding.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) Administration
• Provide timely and accurate personnel support to the department in alignment with Human Resources
1 Financial Services
• The Budget Team will issue timely O&M and CIP budget publications, meet mandated budget process requirements per the City Charter, and maintain high quality and accurate forecasting of General Fund performance.
1 • Financial Reporting will issue required audited financial reports in a timely manner. 1 Payroll and Benefits
• Serve our employees by providing reliable, responsive, and timely processing of all payroll transactions, while adhering to the City’s guidelines and MOUs. 1 • Partner with Budget to create budget models 1
Revenue
• Proceed with review of multiple revenue streams for accuracy 1 Purchasing

7.0 FTE
Payroll and
Benefits

6.0 FTE
Financial Services

13.6 FTE
Administration
Services

5.0 FTE
Finance
Scott Wagner
Chief Financial Officer

1.0 FTE
Finance
81 Major Budget Changes

The FY 2026-27 Finance Department’s total budget is approximately $8.7M, a decrease of ($5.4M), or (38.4%) from the prior year. The Finance Department is primarily funded with the General Fund. A key structural change impacting this decrease is the transfe r of the Parking Division, which was previously part of the Finance Department, to the Planning & Economic Development Department in FY 2026 –27.

The Parking Division moved 28.0 FTEs and a total budget of $6.3M.

The General Fund Finance operations increased by $533K overall. The main reason for the increase is due to a higher volume of revenue being processed by the City’s business tax contract because of higher rates for business taxes. This increased cost has been offset by higher revenues.

Finally, the Pooled Investment Fund budget remained flat at $362K in FY 2026-27.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $1,876,630 $2,806,376 $2,538,720 $3,004,818 Purchasing $1,347,755 $1,260,348 $1,407,641 $1,456,578
Financial Services $2,893,560 $2,954,692 $3,298,332 $3,235,702 Revenue $642,217 $7,415 $0 $0
Payroll and Benefits $771,272 $841,930 $920,354 $1,000,811 Parking Services O&M $3,900,622 $4,197,310 $4,324,374 $0 Parking Enforcement $1,064,383 $1,258,122 $1,627,669 $0 CIP and O&M Projects $706,631 $544,819 $0 $2,870
Total $13,203,070 $13,871,012 $14,117,090 $8,700,779

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $5,060,932 $5,315,916 $6,026,539 $3,919,218
Benefits $3,208,847 $3,429,220 $3,569,000 $2,214,049
Professional Services $1,953,463 $2,159,309 $2,148,951 $1,568,047 Vehicle Expenses $158,098 $150,078 $179,740 $7,777
Utilities $113,178 $141,139 $102,092 $5,520
Operational Supplies $316,640 $339,557 $333,302 $143,400 Information Technology $931,183 $961,294 $1,025,397 $787,228 Debt Service $4,730 $4,572 $0 $0
Liability/Property Insurance $181,535 $311,556 $181,954 $0 Other Miscellaneous $131,233 $111,766 $164,179 $52,670
Indirect Costs $436,600 $401,786 $385,936 $0
CIP and O&M Projects $706,631 $544,819 $0 $2,870
Total $13,203,070 $13,871,012 $14,117,090 $8,700,779
Finance
82 Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $7,188,469 $7,579,380 $7,803,047 $8,335,909 ARPA Federal Stimulus $26,179 $38,223 $0 $2,870
Parking District Fund $5,642,988 $5,928,623 $5,952,043 $0 Pooled Investment Fund $345,434 $324,786 $362,000 $362,000 Total $13,203,070 $13,871,012 $14,117,090 $8,700,779

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 62.60 62.60 62.60 60.60 32.60

Performance Measures
Revenue & Collections

* Includes invoices, Utility User Tax accounts and refunds, Alcohol Sales permit files, Transient Occupancy Tax, Business Improvement Area for City and County, Dog Licenses, Unclaimed Property requests and Garbage payments
INDICATORS: FY 2024-25 FY 2025-26 Est.

Total Amount Billed $65,344,504 $65,000,000
Cannabis Tax Collected $2,065,572 $2,100,00
HdL – Business Tax Certificates Issued 12,210 12,500
Invoices Issued 2,245 2,300
Utility User’s Tax files 244 250
Alcohol Sales Permit Fee files 445 471
Transient Occupancy Tax files 330 328
City Tourism BIA files 330 328
County Tourism Business Improvement Area (BIA) files 23 23 Franchise Fees 24 24
Calls received via City Revenue & Collections line 1,289 1,350 Electronic payments received 22 26
Mail (Phone) payments received 9,687 9,270
Counter payments received * 562 443
Dollar amounts sent to collections $231,268 $105,635

Finance
83 Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-27 City Council Goals) • Revenue Administration processed $65.34 million in taxes and fees. 1 • Accounts Payable processed over 21,900 payments by check/ACH, totaling over $297 million.

AP also issued over 900 Form-1099s to vendors providing services to the City. 1 • Santa Rosa’s Budget Team received GFOA’s Distinguished Budget Presentation Award for the FY 2024-25 Budget Book publication.
1 • Purchasing created a liaison program to increase efficiency by partnering with departments to engage directly for questions, issue resolution, and procurement-related expertise. 1 • Payroll continued its partnership with Human Resources to calculate necessary data for ongoing Classification and Compensation study.
1 Looking Ahead
As the City continues to face ongoing fiscal challenges, the Finance Department remains committed to advancing progress toward a structurally balanced and fiscally sustainable budget that serves the public good.

The City will continue refining its budget development process to better align financial planning with strategic priorities and community goals. Finance will also focus on identifying efficiencies, evaluating service delivery models, and pursuing opportunities to diversify and stabilize revenue sources.

Through disciplined financial management and continuous improvement, the City is positioning itself to navigate uncertainty while supporting a resilient and sustainable future. 84 This page left blank intentionally
85 Fire
Department Description

The Fire Department has six major programs: Administration, Prevention, Operations, and Public Safety and Prevention Tax (formerly known as Measure O), Measure H, and Emergency Management.

General Administration - Coordinates the preparation and monitoring of the Department’s budget and manages personnel recruitment. Conducts studies of departmental operations and efficiencies, formulating policies, rules, and procedures, providing customer support and administrativ e support to Fire Department personnel and contract management.

Fire Prevention - Prevents and limits the spread of fire and provides life safety through community safety education and the application and enforcement of regulations, codes, and ordinances. The Prevention Bureau administers several programs such as plan review, inspections, fire investigations, hazardous materials through the Certified Unified Program Agency (CUPA), weed abatement, community outreach, and the vegetation management program which includes the Community Wildfire Protection Plan (CWPP) and Grazing.

Fire Operations - Responds to and mitigates emergency incidents in and around the City of Santa Rosa. Major services to the community include paramedic and emergency medical care, firefighting, technical rescue, mitigation of the effects of natural disasters, and hazardous materials containment. Training and safety programs are provided to all personnel to deliver services safely and proficiently to the citizens of Santa Rosa
Public Safety and Prevention Special Tax (formerly known as Measure O) - Is an extension of the Fire Operations Bureau that funds nine (9) personnel in Fire Operations, paramedic incentive pay for fifteen (15) paramedics, one Training Captain, and partial funding (25%) for the Emergency Medical Services Division Chief. The Public Safety Special Tax also funds the construction of future fire stations and helps purchase necessary fire apparatus and specialized equipment. This funding provides for an entire engine company to be staffed (three personnel per engine on three shifts) and allows three engine companies and two truck companies to be staffed with paramedics.

Measure H – County Wide Improved and Enhanced Local Fire Protection, Paramedic Services and Disaster Response Initiative – A half -cent sales tax measure adopted after October 2024, meant to improve and enhance wildfire prevention, preparedness, emergency response and vegetation management; recruitment and retention of local firefighters; and updates to essential equipment or facilities. The Fire Department has utilized these funds to establish an additional staffed engine company, Engine 9, comprised Mission

The Santa Rosa Fire Department proudly safeguards our community as a professional organization protecting lives, property, and the environment through all-risk service and engagement.

Fire
86 of 3 firefighters, 3 fire engineers, and 3 fire captains. Engine 9 is currently housed out of Fire Station 1 on Sonoma Avenue, but will eventually provide coverage in District 9, the southeast area of the city. This is an area that has historically lacked adequate coverage. The tax measure has also allowed the Department to hire 3 battalion chiefs to provide additional supervision of operational resources, emergency management and provide better coverage for the North and South ends of the city. In the 2025 fiscal year, the department was able to hire two fire inspectors that are assigned to the vegetation management program.

Emergency Management – Coordinates the City-wide training for emergency management and response for disaster service workers and maintains the continuity of operations plans for departments. Provides trainings for each City employee and those assigned to work in the Emergency Operations Center during emergencies. Coordinates with regional partners and manages mutual aid agreements for shelter operations and supports other immediate needs for large scale emergency responses.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) • Maintain emergency response and community risk reduction services by optimizing resource deployment and implementing cost-effective service delivery. • Complete enhancements and modifications for the warm Emergency Operations Center using grant funding.
• Maintain programmatic needs to reduce wildfire risk while continuing to support additional housing units through development.
• Enhance service delivery to the Southwest and Southeast districts through new fire station construction utilizing Public Safety and Prevention Sales Tax and Sonoma County Measure H Sales Tax funding.
• Evaluate and implement cost recovery mechanisms for fire prevention and fire investigation activities, including the suppression of incidents involving negligence.

2, 3, 4

1, 2, 4

1 - 5

1, 2, 4, 5

1, 3, 4
Public Safety &
Prevention Tax

10.0 FTE
County
Measure H

21.0 FTE
Prevention

14.0 FTE
Operations
113.0 FTE
Emergency
Management

1.0 FTE
Administration

2.0 FTE
Scott Westrope
Fire Chief

1.0 FTE
Fire
87 Major Budget Changes

The Fire Department’s programs consist of Administration, Prevention, Operations, Public Safety and Prevention Tax (formerly known as Measure O, which is funded by its own revenue source) and Measure H. Overall, Fire’s FY 2026-27 budget increased by $3.8M, or 5.3% when compared with the FY 2025-26 adopted budget, this was due to increase in salaries and benefits.

Within the General Fund, Salaries and Benefits increased by $4.1M, or 8.8% primarily due to the increase in the overtime budget for operations to reflect the actual cost, as well as increase for the labor agreements that began in FY 2024 -25. In addition, 18.0 grant funded FTE positions were eliminated after the grant funding was fully expended in FY 2025-26, along with 1.0 FTE Community Outreach Specialist position.

The FY 2026-27 Public Safety and Prevention Special Tax (PSAP) expenditures increased by $203K or

4.6%. Salaries and benefits increased by $165K due to the labor contracts and increasing benefit costs.

Services and supply costs increased by just $38K mostly due to the increase in vehicle costs.

The FY 2026-27 Measure H expenditures increased by $771K or 11%. Salaries and benefits increased by $2.2M as their program becomes fully staffed, as well as the addition of 1.0 FTE Fire Captain. Services and supplies decreased by $1.2M as the initial startup costs were purchased in year one.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $6,480,155 $6,891,580 $7,504,090 $7,976,575 Fire Prevention $3,446,153 $3,496,611 $3,701,965 $3,721,718 Fire Operations $43,960,605 $50,458,171 $46,912,849 $49,779,087 Public Safety and Prevention - Fire $3,912,477 $4,945,252 $4,400,084 $4,603,076 Measure H County - Fire $0 $13,499 $6,476,185 $7,505,901 CIP and O&M Projects $6,268,949 $16,719,134 $1,943,112 $1,423,308 Total $64,068,339 $82,524,247 $70,938,285 $75,009,665

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $26,814,290 $30,225,866 $32,616,838 $37,274,623 Benefits $18,762,371 $21,039,610 $21,870,750 $23,580,633 Professional Services $2,109,217 $1,489,949 $596,587 $624,279 Vehicle Expenses $3,756,546 $4,487,870 $6,520,147 $4,575,583 Utilities $48,559 $45,945 $42,818 $48,585
Operational Supplies $548,194 $446,546 $461,398 $381,386 Information Technology $1,019,065 $1,099,178 $1,213,359 $1,338,529 Liability/Property Insurance $52,090 $64,840 $72,868 $81,382 Other Miscellaneous $375,794 $335,428 $570,180 $326,021 Indirect Costs $120,325 $119,592 $130,636 $129,978
GF Admin Cost Plan $3,952,938 $4,297,079 $4,899,592 $5,225,358 Capital Outlay $240,001 $2,153,210 $0 $0
CIP and O&M Projects $6,268,949 $16,719,134 $1,943,112 $1,423,308 Total $64,068,339 $82,524,247 $70,938,285 $75,009,665
Fire
88 Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $55,678,471 $65,246,390 $58,893,388 $62,263,302 Public Safety and Prevention - Fire $3,912,477 $4,945,252 $4,400,084 $4,603,076 Measure H County - Fire $0 $13,499 $6,764,257 $7,535,451 Capital Improvement Fund $4,477,391 $12,319,106 $880,556 $607,836 Total $64,068,339 $82,524,247 $70,938,285 $75,009,665

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 157.00 157.00 169.00 180.00 162.00 Performance Measures

Indicators 2023 2024 2025
Budgeted Sworn Personnel 153 153 172
Population 176,527 177,524 179,437
Number of Incidents 29,308 28,358 31,629
Number of EMS/Rescue Incidents 19,392 19,621 21,034
Percentage of EMS/Rescue Calls 66.2% 69.19% 66.5%
Fire Loss $9,442,014 $4,049,039 $5,095,711
Number of Fires with Loss 166 135 115
On Scene within 5 Min. (Goal 90%) 60.20% 60.81% 63.49%
Weed Abatement Inspections 10,986 10,866 10,711
Engine Company Annual Inspections 1,693 1,142 918
Fire Prevention Annual Inspections 514 740 1,193
CUPA Annual Inspections 321 865 641
Plan Reviews 1,881 1,705 1,615
Plan Review Inspections 1,850 2,286 1,914
Fire
89 Prior FY 2025-26 Accomplishments
(Numbers on the right show relation to FY 2025-27 City Council Goals)

•

Completion of Fire Station 5 October 2025

2 • Broke ground on Fire Station 8 relocation. Estimated completion date July 2027 2 • Secured funding for improvements to the Fire Training Center 1, 2 • Participate in recruiting events including hosting Women in Public Safety Day 4 • Implemented inspections phase of Vegetation Management Program and conducted over 2,500 inspections
2, 3
• Successfully completed triennial evaluation by CalEPA of our CUPA program 2, 4 • Implemented a grazing program using PG&E Settlement Funds 2, 4 • Started construction on EOC Improvements Project using Congressman Thompson’s earmark 1, 2, 4 • Completed 5-year update to Multi-Jurisdictional Hazard Mitigation Plan 4 • Placed in service 5 new SUV Command Staff vehicles 2
• Placed in service 2 new ¾ ton pickup truck Battalion Chief vehicles 2 • Placed in service 2 new Skeeter Type 5/6 wildland response units 2 • Received 5 new Type 1 Engines by end of FY 2025-26 2
• Promoted 3 Battalion Chiefs, 8 Captains, and 8 Engineers 4 • Hired 13 Firefighters and 2 Fire Inspectors 4
Looking Ahead

Maintain service delivery to best possible response to the residents and visitors of our community.

The Fire Department remains committed to providing the highest level of service to residents and visitors by ensuring timely, effective emergency response and community risk reductions. To support this mission, the Department will continue to implement innovative recruitment strategies to maximize organizational effectiveness. Enhance overall technological readiness and communication infrastructure of the Fire Department to ensure efficient emergency res ponse and personnel safety. Training activities held on a continual basis will ensure that department staff stay up to date on best practices for response to suppression, rescue and emergency medical service response. The department will leverage relationships with local agencies to ensure responses are consistent region wide.

Continue to complete Emergency Management projects to ensure readiness for emergency response city-wide.

The Emergency Management Bureau led the update to the 2026 Multi -Jurisdictional Hazard Mitigation Plan Update to ensure we remain eligible for federal mitigation funding. The department will continue to advance the EOC construction and site improvements pr oject. These improvements will allow staff additional resources for swift response in emergencies including enhanced technology and additional space to allow for a “warm” EOC. This project supports the City’s direct response and management of emergencies for the public. The project is anticipated to be completed in early Fiscal Year 2026 -2027 utilizing the funding from CALOES through the FEMA EOC Grant Program. Staff also continue to provide EOC training and coordination to city staff, enhance our shelter and temporary evacuation point (TEP) readiness, and aid in the preparedness of our vulnerable community members. Staff also work to update and support Continuity Of Operations Plan (COOP) resources.

Fire
90 Maintain programmatic needs to reduce wildfire risk and support development to provide additional housing units.

In addition to providing mandated and essential services, the Fire Prevention Bureau will maintain the long-term plan to support the new Hazardous Vegetation and Fuel Reduction (Vegetation Management) Ordinance and ongoing efforts associated with Community Wildfire Protection Plan (CWPP). During this time, staff will also work to increase the use of technology and allocate staff time to support the demands of development for additional housing units and commercial construction.

Enhance service delivery to the Southwest and Southeast districts through new fire station construction utilizing Public Safety and Prevention Sales Tax and Sonoma County Measure H Sales Tax funding.

Through the two special tax funds, the Public Safety and prevention Sales Tax (formerly Measure O) and the county-wide Measure H special tax fund, the Department will be constructing and remodeling two new sites for fire stations. The new site for Station 8 located on Hearn and Dutton has already broken ground and construction of the new station is anticipated to be complete by June 2027. This station will be a part of the Hearn Community Hub. Fire Station 9 is planned to be located in the area of Santa Rosa Avenue and Court Street to enhance service delivery to Southeast Santa Rosa. The current plan to remodel a commercial building which is expected to save time and money. The new station along with the identified staffing needs will be funded by Measure H and CFF funds.

Explore opportunities for cost recovery efforts for fire prevention and investigation activities.

Fire Prevention has begun the process of analyzing the fees for construction permits and other program functions. This also includes a process for the cost recovery of fire related incidents including those where the investigation identifies a negligent responsible party. The Operations Bureau will continue to analyze and pursue opportunities to ensure special events that require an EMS presence have full cost recovery for reimbursement of services.
91 Housing & Community Services

Department Description

The Department of Housing and Community Services (HCS) is comprised of two entities, the City entity, and the Housing Authority. HCS staff support the Housing Authority as noted on the FTE by Program chart below.

Information regarding the Housing Authority is in its own section. Under the City entity, HCS manages the Mobilehome Rent Control Ordinance which governs mobilehome space rent, and homeless services which provides programs and initiatives for residents experiencing homelessness and related community support.

Housing & Community Services also oversees the City’s Recreation Division, noted in it’s own section of the budget document.

Homeless Services - Provides essential support to address homelessness in our community as part of the City’s Homelessness Solutions Strategic Plan (2023-2027) and the broader goal of “Housing for All.” Funding is provided in five key areas – day services, street outreach and encampment resolution, housing -focused emergency shelter, housing support, and community -based solutions. These initiatives are coordinated in collaboration with key City departments, service providers, and community partners and participation in regional planning efforts through the Continuum of Care, the Sonoma County Homeless Coalition.

Mobilehome Rent Control Ordinance - Enforces the Ordinance, enacted in 1993 and most recently amended in 2023, which regulates mobilehome space rents in 16 mobile home parks in the City. The City assists residents and owners with mediation.

FTE by Program
Housing & Community Services

Mission

We build community and improve the quality of life for all Santa Rosa residents.

Mobilehome
Rent Control
Ordinance
Housing Trust

7.0 FTE
Rental
Assistance
Programs

14.2 FTE
Homeless
Services

2.8 FTE
Megan Basinger
Director

1.0 FTE
92 Housing & Community Services

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) • Support efforts to solve homelessness through continued coordination of services among City departments including the City’s Encampment Team and collaboration with regional partners through the Sonoma County Homeless Coalition

5 • Continue to implement the City’s Five-Year Homelessness Solutions Strategic Plan to achieve functional zero homelessness in Santa Rosa and the region. 5 • Continue to administer the self-sustaining Mobilehome Rent Control Ordinance by working with the City’s mobilehome owners/residents and mobilehome park owners/operators. 5

Major Budget Changes

The Housing & Community Services City Entity budget decreased ($266K) or (6%), compared to the prior year.

The Mobilehome Rent Control Ordinance Fund decreased in salaries, benefits, and indirect costs by ($44K) as costs were distributed across the Department’s Divisions.

In Homeless Services, costs decreased a net of ($222K). Salary and benefits decreased by ($167K) as 1.0 vacant FTE HCS Technician was eliminated as part of the City’s ongoing budget reductions instead of further reductions to programs. Savings from decreased charge-ins from Communications staff were repurposed to subrecipient funding for Sam Jones Hall Homeless Shelter, which was reduced in FY 25 -26, as part of the City’s budget reductions. Additionally one -time fund balance is being used for subrecipient funding to maintain the Keep People Housed-Sonoma program to assist residents at risk of homelessness. This does not show as an increase because it has been funded the past several years by the City, as well as County of Sonoma and City of Petaluma, and there is an overall decrease due to those other entities contributing directly to the program administrator, instead of being managed by the City.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 2026
Budget
2026 - 27
Budget
Tenant/Landlord Services $39,713 $125,206 $0 $0
Homeless Services Operations $306,943 $2,621,274 $4,069,380 $3,847,844 Mobile Home Rent Control Ord. $174,282 $159,308 $316,946 $272,504 CIP and O&M Projects $6,582,485 $3,193,806 $0 $0
Total $7,103,423 $6,099,594 $4,386,326 $4,120,348
93 Housing & Community Services

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 2026
Budget
2026 - 27
Budget
Salaries $74,929 $495,567 $695,197 $566,934
Benefits $42,672 $284,296 $380,727 $342,071
Professional Services $0 $24,933 $108,000 $108,000
Utilities $0 $737 $2,420 $2,420
Operational Supplies $0 $3,081 $4,811 $4,811
Information Technology $0 $27,566 $29,610 $33,997
Other Miscellaneous $0 $4,416 $15,974 $15,974
Subrecipient Funding $346,656 $1,967,243 $3,014,192 $2,931,333 Indirect Costs $56,681 $97,952 $135,395 $114,808
CIP and O&M Projects $6,582,485 $3,193,806 $0 $0
Total $7,103,423 $6,099,597 $4,386,326 $4,120,348

Expenditures by Fund
2023 - 24
Actual
2024 - 25
Actual
2025 - 2026
Budget
2026 - 27
Budget
General Fund $142,207 $175,209 $0 $0
Homeless Shelter Operations $2,415,354 $2,811,628 $4,069,380 $3,847,844 ARPA Federal Stimulus $4,371,580 $2,953,452 $0 $0
Mobilehome Rent Stabilization $174,282 $159,308 $316,946 $272,504 Total $7,103,423 $6,099,597 $4,386,326 $4,120,348

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022 - 23 FY 2023 - 24 FY 2024 - 25 FY 2025 - 26 FY 2026 - 27 Full-Time Equivalent 27.00 27.00 27.00 27.00 25.00

Performance Measures

Indicators FY 2022-23
Actual
FY 2023-24
Actual
FY 2024-25
Actual
FY 2025-26
Estimate
Number of persons sheltered at
Samuel L. Jones Hall Homeless
Shelter (SJH)

662

640

659

600
Number of people exited to housing
from SJH 68 63 45 40
Number of people sheltered at
Caritas Family Center 426 542 494 450
Number of people exited to housing
from Caritas Family Center 148 184 249 180
Housing & Community Services
94 Number of people served at Caritas
Drop-In Center 1,400 1,114 1,162 1,000
Number of people served under the
Homeless Outreach Services Team
(HOST)

627

813

1,105

1,000
Number of people placed into safe
shelter or housing (temporary or
permanent) under HOST

398

162

643

450
Number of people served at Safe
Parking 170 107 94 100
Number of mobilehome parks under
rent control 16 16 16 16
Number of mobilehome spaces
under rent control 1,864 1,888 2,024 2,026

Prior FY 2025-26 Accomplishments
(Numbers on the right show relation to FY 2025-27 City Council Goals)

• Continued $3.9M Homeless Pilot Program Keep People Housed Sonoma, to assist households from falling into homelessness.

5 • Continued $2.3M HOME-American Rescue Plan Act and $3.8M State Encampment Resolution Plan funded programs to prevent and end homelessness. 5 • Continued operations of Samuel L Jones Hall Homeless Shelter, Homeless Outreach Services Team, Caritas Family Center, Caritas Drop-In Center, and Safe Parking Program. 5 • Administered the Mobilehome Rent Control Ordinance for 16 parks within the City limits. 5

Looking Ahead
The City’s General Fund funds the majority of ongoing Homeless Services programs, so as with all General Funded programs, the challenge will be to maintain services with less resources. 95 Housing Authority

Department Description

The Housing and Community Services Department supports the Housing Authority (Authority) which consists of two programs: the Santa Rosa Housing Trust and Rental Housing Assistance. The Authority’s programs improve the quality and affordability of housing in the City. The focus populations are very low- and low-income households.

Santa Rosa Housing Trust (SRHT) - Manages the City’s $200 million affordable housing loan portfolio, administers Federal, State, and local housing grants and loans, and performs compliance monitoring for over 6,500 units Citywide. These programs maximize and leverage available Federal, State, and local funding to assist in the production, conversion, preservation, and rehabilitation of affordable housing and special needs facilities.

Rental Assistance - Provides rental assistance to over 2,100 income -qualifying households by administering programs directed by the U.S. Department of Housing and Urban Development (HUD) including the Housing Choice Voucher program, consisting, but not limited to, HUD -Veterans Affairs Supportive Housing program (VASH) which Santa Rosa manages for the entirety of Sonoma County; Project-Based Vouchers; and the Family Self-Sufficiency program; HOME-funded Tenant Based Rental Assistance; and American Rescue Plan Act (ARP) funded Emergency Housing Vouchers.

Mission
To ensure adequate, decent, safe, and sanitary housing for qualified people within Santa Rosa consistent with Federal, State, and local law.

Housing Authority
Andrew
Smith
Chair
Claudia
Cappio
Vice Chair
Anglea Conte
Commissioner
Wayne Downey
Commissioner
Gregory Fearon
Commissioner
Jeff Owen
Commissioner
Scott Wimmer
Commissioner
Megan Basinger
Executive Director
Housing Authority
96 Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) • Utilize Housing Choice Voucher resources to attain the highest possible lease rate within allocated funding from HUD.

4,5
• Utilize program resources strategically and in cooperation with other local funding to maximize efficiency and produce additional affordable housing. 4,5 • Solicit, evaluate, originate, and close loans for new affordable housing units, rehabilitation of existing units, or conversion of market rate to affordable housing units. 5 • Manage the Authority’s $200M, 500+ loan portfolio and monitor compliance on over 6,500 units. 4,5

Major Budget Changes

Overall, the Housing Authority budget increased by 1%, just over $550K. In the Administrative function, the main driver of the increase was Indirect Costs, or Citywide overhead, which is not controlled by the Department.

Rental Housing Assistance, which is 100% Federally funded, increased $2M due to 4% housing assistance payment increases in the existing housing choice voucher program for 1,925 Santa Rosa clients, and 11% increases for 350+ port in voucher clients. This is offset by the end of the American Rescue Plan Act - funded Emergency Housing Voucher (EHV) program, which is being absorbed into the existing housing voucher program. With the end of the EHV program, the Authority is eliminating a 1.0 vacant Limited Term Housing & Community Services Techn ician position that was added in 2021 to staff the program. The Authority budgets as if it were able to utilize 100% of its vouchers and its full administrative allowance, to allow for funding fluctuations with HUD throughout the year.

The Santa Rosa Housing Trust is funded by 13 Federal, State and local sources such as grants, impact fees, compliance monitoring fees, and loan repayments. Two funding sources ended in FY 2025 -26- the State Permanent Local Housing Grant and Federal Housing Opportunities for People With HIV/AIDS (HOPWA), which reduced loan product and subrecipient funding in the table below. HOPWA will be controlled at the State level, so residents in Santa Rosa with HIV/ADIS will continue to receive services.

Federal Community Development Block Grant (CDBG) and HOME entitlement grants decreased 2% from last fiscal year but had larger loan repayments so are showing increases over the prior year. As loans are repaid, the various funds can contribute more or less to expense the following fiscal year. Funds that received lower loan repayments than last year include Housing Grant Fund. Funds that received higher loan repayments than last year include the Real Property Transfer Tax Fund, Southwest Low/Mod Housing Fund, Low- & Moderate-Income Housing Fund, Mortgage Revenue Bond Fund, and CalHome Grant Fund.

Funds that are not mentioned do not receive loan repayments or did not receive any last fiscal year. In the Compliance Fee fund, fees are increasing as more restricted units are built and occupied and the additional revenue is being used for administration. Impact Fees came in lower than expected last year, so less funding is available for expenses.

City Council policy 000-48 dictates that a portion of City General Fund Real Property Transfer Tax (RPTT) must be allocated to homeless services and housing annually. The amount is $2.275M in FY 26-27, which is divided equally between Homeless Services and the Housing Trust.

Housing Authority
97 Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Admin Housing & Community Services $1,524,674 $1,673,162 $1,746,191 $1,840,411 Rental Housing Assistance $35,349,580 $38,840,245 $47,638,224 $49,609,867 SRHT Portfolio Services & Grant $841,639 $751,176 $884,719 $398,999 SRHT Afford Housing Program $12,537,381 $5,506,886 $5,728,539 $5,043,076 CIP and O&M Projects $4,770,577 $9,359,919 $658,185 $313,640 Total $55,023,851 $56,131,388 $56,655,858 $57,205,993

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $1,878,969 $2,003,303 $2,449,620 $2,415,376
Benefits $1,135,837 $1,268,774 $1,375,739 $1,340,813
Professional Services $170,057 $233,189 $489,246 $471,422 Vehicle Expenses $28,019 $20,914 $26,645 $29,000
Utilities $13,594 $8,148 $14,000 $15,000
Operational Supplies $67,245 $37,186 $72,327 $124,657
Information Technology $286,483 $311,558 $330,803 $375,506 Liability & Property Insurance $82,020 $130,003 $115,994 $121,602 Other Miscellaneous $64,896 $49,214 $119,800 $124,900
Subrecipient Funding $577,626 $3,089,408 $593,120 $80,000 Loan Activity $10,699,563 $776,257 $3,376,252 $2,648,845 Rental Assistance $32,878,807 $36,230,503 $44,298,885 $46,304,932 Indirect Costs $2,370,158 $2,606,082 $2,735,242 $2,840,300 Capital Outlay $0 $6,930 $0 $0
CIP and O&M Projects $4,770,577 $9,359,919 $658,185 $313,640 Total $55,023,851 $56,131,388 $56,655,858 $57,205,993
Housing Authority
98 Expenditures by Fund
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Housing Operations Fund $1,524,674 $1,673,162 $1,746,191 $1,840,411 Operating Reserve Fund $702,791 $2,859,066 $80,000 $80,000 HOME-ARP Fund $13,760 $1,685,171 $0 $0
Housing Choice Voucher Program $33,120,808 $36,428,938 $45,091,131 $48,361,978 Emergency Housing Vouchers $2,330,725 $2,419,595 $2,547,093 $1,247,889 Brookwood Property $36,780 $11,973 $5,381 $7,979
Community Development Block Grant $3,277,074 $443,184 $1,527,811 $1,623,801 Rental Rehabilitation Fund $0 $0 $9,500 $0
Housing Grant Fund $3,548,142 $2,473,469 $1,211,220 $130,000 Real Property Transfer Tax Fund $1,761,638 $586,417 $1,038,686 $1,209,766 Southwest Low/Mod Housing Fund $17,619 $0 $0 $80,000
CDBG-DR Fund $1,220,129 $5,410,851 $0 $0
Low and Moderate Income Housing $846,299 $161,386 $75,775 $327,972 HOME Fund $1,048,996 $667,781 $762,095 $902,757
Mortgage Revenue Bond Fund $0 $0 $0 $9,000
Housing Compliance Fund $286,150 $218,116 $350,348 $391,020 Housing Impact Fee Fund $5,288,266 $1,092,279 $2,210,627 $894,575 CalHome Grant MH Loan Program $0 $0 $0 $98,845
Total $55,023,851 $56,131,388 $56,655,858 $57,205,993

Performance Measures

Service Indicators FY
2022-23
FY
2023-24
FY
2024-25
FY
2025-26
Estimate
New affordable housing rental and ownership units
completed, including: 86 333 390 71
Extremely Low-Income units 0 107 91 24
Very Low-Income units 40 122 88 27
Low-Income units 46 99 153 12
Moderate-Income units 0 5 58 8
New affordable rental housing units preserved 0 0 48 0
New affordable rental and ownership housing units in
the pipeline, including: 976 1,242 1,181 1,290
Extremely Low-Income units 0 326 310 265
Very Low-Income units 592 482 376 397
Low-Income units 377 240 290 331
Moderate-Income units 7 169 105 105
Home Ownership units 0 25 30 30
Housing Authority
99 Affordable ownership units transferred title 1 4 11 20 Owner-occupied affordable housing units
rehabilitated or financed, including Down Payment
Loan Assistance Program

0 7

2 12
Investor/developer affordable rental housing units
rehabilitated 20 99 103 0
Units receiving housing accessibility modifications 0 1 0 1 Affordable housing rental units monitored 3,152 3,872 4,000 4,063 Owner-occupied housing units monitored 369 389 385 390
Consolidated Plan for Federal Funds ✓ ✓ ✓ ✓
Action Plan for Federal Funds ✓ ✓ ✓ ✓
Consolidated Annual Performance Report (CAPER)
for Federal Funds ✓ ✓ ✓ ✓
Households receiving rental assistance, all programs 2,339 2,371 2,353 2,363 Total number of Housing Choice Vouchers (HCV),
including: 1,915 1,925 1,925 1,925
HUD-VASH (Veterans) Vouchers 419 429 429 429
Total Port-In clients (varies monthly, approximate) 250 275 285 300 Total HOME tenant based rental assistance clients 43 40 33 31 Total Emergency Housing Vouchers 131 131 110 107
Landlords participating in programs (approximate) 734 750 700 700

Prior FY 2025-26 Accomplishments
(Numbers on the right show relation to FY 2025-27 City Council Goals)

•

Assisted over 10,500 customers in person and over the phone at the Housing and Community Services front counter.

4 • Created a Project Based Voucher Waitlist portal to streamline the process of filling project- based units in partner properties. 5
• Family Self Sufficiency Program graduated 4 clients and has 36 clients enrolled with over $240K in escrow. 5
• Housing Trust compliance staff monitored over 6,500 units. 4, 5 • Awarded $3.7M in loan funds to support development of 50 new units and rehabilitation of 246 existing low-income units. 5
• Completed rehabilitation of 48 units low-income units at Vigil Lights Senior apartments. 5 • Completed construction of 63 affordable units at Burbank Avenue Apartments, including 16 project-based units specified for households at risk of homelessness. 5 Housing Authority
100

Looking Ahead
Housing Authority loan funding continues to decrease after several years of significant low-income housing funding due to disaster recovery funds from the 2017 wildfire and one-off state funding. Local funding has leveled off or decreased in local sources (Impact Fees, loan repayments and Real Property Transfer Tax) and Federal sources (CDBG and HOME) sources that recur annually. In the Housing Choice Voucher program, Federal funding has not kept pace with per unit costs in the local area, so the Authority continues to utilize 100% of its budget and 85% of its voucher allocation. The Emergency Housing Voucher program that was created with American Rescue Plan Act funding in 2021 is ending and those households will be absorbed into the HCV program. 101

HCS - Recreation

Recreation Division Description

Recreation - The Recreation Division offers a diverse range of programs, activities, classes, events, and experiences to serve the community. It is organized into six main sections:

Administration - The Administration Division serves as the central hub of leadership, coordination, and support for the Recreation Division. It is responsible for strategic and day -to-day management of core functions including financial planning and oversight, budgeting, personnel administration, and contract management. Key responsibilities also include administration of the Recreation Division enterprise software, which supports program registration, facility rentals, and customer service operations. Addi tionally, Administration supports internal communications, data reporting, policy development, and performance tracking to enhance division efficiency and service delivery.

Community Centers and Park Permits - Community center rentals, picnic permits, and park permits provide valuable opportunities for residents to gather, celebrate, and engage in recreational activities, enhancing community connection and supporting diverse events and programs. It oversees the operation and rentals of the City’s community centers, clubhouses and commercial kitchens. The Park Permit Desk, also within this section, issues permits for picnic areas, special events, and use of sports fields and courts.

Additionally, this unit suppo rts the Community Gardens program and the Rural Cemetery Preservation Committee.

Aquatics - The aquatics section encompasses the operation and specialized maintenance of the Ridgway Swim Center and the Finley Aquatic Center. These two outdoor, year -round facilities offer a variety of programs, including swim lessons, water aerobics, lifeguard training, special events, rentals, lap swim and public rec swim. Additionally, five high school swim teams utilize the pools, and Ridgway is home to the Neptune Swim Club. The Finley Aquatic Center unveiled a spray ground in summer 2025. This vibrant addition features 15 interactive spray elements such as dripping palm trees, water cannons , spraying arches, and a central water dump and an expanded, ADA-compliant pool deck to ensure accessibility for all visitors.

Enrichment Programs - The Enrichment Programs Section enhances community life by offering a wide range of recreational opportunities for youth, adults, and seniors. It manages the City’s largest park, Howarth Park, which features seasonal attractions including a train, carousel, boat house, and petting barn, as well as popular community events such as Kids to Parks Day, Movies in the Park, and Halloween at Howarth.

The section oversees the City’s award -winning day camp programs (Camp Wa -Tam, Yu -Chi, Doyle Adventure, Camp Wa-Tots) and the Work Experience program. Additional programs include early childhood social learning programs, along with a wide variety of special interest classes and camps for youth, adults, and seniors. Youth sports opportunities include various classes, leagues, and camps offered through contract instructors. Additionally, a variety of programs, classes, and events for seniors are coordinated primarily at the Person Senior Wing.

Neighborhood Services - Neighborhood Services provides youth development and recreation programming for underserved, low-income youth and families. Funded by the General Fund and the Public Safety and Prevention Special Tax (PSAP), this section delivers safe, supportive environments where young Vision

Santa Rosa Recreation provides recreational experiences, fosters human development, increases cultural unity, facilitates community problem solving, strengthens safety and security, promotes health and wellness, strengthens community image and sense of place, and supports economic development.
102
HCS - Recreation

people can engage in educational, recreational, and social activities. Programs include academic enrichment, school break camps, family events, field trips, and a variety of extracurricular activities and sports.

The Violence Prevention Partnership – The Violence Prevention Partnership is a collective impact initiative dedicated to fostering safe, healthy neighborhoods where youth and families thrive. The Partnership aligns resources and mobilizes stakeholders —including parents, schools, community -based organizations, faith leaders, businesses, law enforcement, and government agencies—to reduce youth and gang violence in Santa Rosa. It oversees the CHOICE Grant Program, the Guiding People Successfully referral program, and contracts with New Hope for Youth for street outreach and crisis response. VPP collaborates with over 50 partner organizations to provide outreach, education, and support services.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section)

• Promote play, well-being, and sense of place for youth, families and seniors through expanded recreational experiences and programs.
• Explore opportunities through grants, collaborations and increased revenues to increase sustainability of programs and services provided through the Recreation Division • Prepare an updated Recreation fee schedule and cost recovery model to responsibly address increased operational costs while maintaining access to services • Create strategies to connect with underrepresented groups to increase participation in programs, services and facilities.

4 4, 1

1 4
• Enhance data collection to inform recreation experience and program evaluation. 4 • Establish comprehensive street outreach and crisis response services within Santa Rosa to engage gang impacted and gang involved youth and young adults in case management services and provide them with needed support such as tattoo removal, workforce 4 development and job training opportunities, life skills, and pro-social activities.

Housing and
Community
Services
Director

Deputy Director
of Recreation

1.0 FTE
Administrative
Division

3.0 FTE
Aquatics
Division

5.8 FTE
140 Temp
Employees
36,000 hours
18 FTE
E t
quivalen
Rental and Park
Permits

8.0 FTE
24 Temp
Employees
13,000 hours

6.5 FTE
Equivalent
Enrichment
Programs

4.75 FTE
Neighborhood
Services

8.0 FTE
129 Temp
Employees
37,000 hours

18.5 FTE
Equivalent
78 Temp
Employees
34,000 hours
17 FTE Equivalent
Violence
Prevention
Partnership

4.0 FTE
Recreation
103

Major Budget Changes

The FY 2026–27 total expenditures budget decreased by ($19.9M), or (58.4%), compared to the FY 2025– 26 adopted budget. This decrease is primarily due to the restructuring of the Parks Division operations moving to Transportation and Public Works, which consists of 32.0 FTE positions and projects.

The General Fund decreased by ($7.2M) or (39.3%), mainly due to the reorganization of Parks. In addition, 1.0 FTE Program Lead was eliminated as a part of ongoing efforts to reduce costs.

The FY 2026-27 Public Safety and Prevention Special Tax (PSAP) expenditures decreased by ($553K) or (18.2%). Salaries and benefits decreased by ($101K) due to the elimination of 1.0 FTE Community Outreach Specialist and 1.0 FTE Program Leader. Services and supplies decreased by ($452K) overall mainly due to a reduction in subrecipient funding.

Budget Summary

Expenditures by
Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $2,857,678 $3,595,923 $3,611,926 $3,360,364 Fee-Based Recreation $1,208,183 $1,651,667 $1,631,498 $2,034,157 Aquatics $1,879,784 $2,041,586 $2,150,122 $2,133,650
Neighborhood Services $2,857,950 $2,937,956 $3,747,785 $3,354,294 Community Centers $2,125,150 $1,675,355 $1,746,605 $1,879,073 Gang Prevention / Intervention $0 $718,579 $747,380 $338,169 Rental & Park Permits $725,791 $71,977 $84,359 $465,027 Regional Parks $227,539 $8,139,529 $7,400,896 $0
Parks & Landscape Maintenance $8,000,243 $155,318 $326,990 $0 Bennett Valley Golf Course $785,607 $746,809 $774,539 $0 CIP and O&M Projects $4,441,194 $6,922,072 $11,909,882 $620,052 Total $25,109,119 $28,656,771 $34,131,982 $14,184,786
HCS - Recreation
104

Expenditures by
Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $7,262,212 $7,690,443 $8,295,648 $5,956,403
Benefits $3,544,681 $3,849,446 $3,427,451 $2,021,600
Professional Services $4,165,757 $3,848,276 $3,383,766 $1,865,810 Vehicle Expenses $708,428 $869,312 $759,561 $143,911
Utilities $1,057,728 $1,476,276 $1,349,026 $12,680
Operational Supplies $885,656 $778,557 $926,883 $558,204 Information Technology $647,777 $642,542 $687,527 $657,134 Debt Service $462,275 $475,481 $453,923 $0
Liability/Property Insurance $30,782 $38,852 $37,003 $31,955 Other Miscellaneous $233,890 $316,170 $343,392 $89,051
Subrecipient Funding $0 $0 $424,000 $0
Indirect Costs $86,454 $103,747 $93,674 $72,222
GF Admin Cost Plan $1,458,972 $1,559,410 $2,040,246 $2,148,764 Capital Outlay $123,307 $86,187 $0 $7,000
CIP and O&M Projects $4,441,194 $6,922,072 $11,909,882 $620,052 Total $25,109,113 $28,656,771 $34,131,982 $14,184,786

Expenditures by Fund
Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $17,564,055 $19,009,240 $18,368,897 $11,151,216 Public Safety and Prevention -
Recreation $2,152,382 $2,257,713 $3,032,783 $2,480,265
Change For Kids Fund $174,635 $125,716 $276,522 $283,253 Measure M - Parks 2019 $193,923 $36,740 $0 $0
Capital-MeasureM Parks $0 $156,084 $1,342,077 $0
Maintenance-MeasureM Parks $138,753 $672,736 $1,073,661 $0 Recreation-MeasureM Parks $25,068 $70,866 $268,415 $270,052 Capital Improvement Fund $3,902,508 $5,648,352 $8,910,729 $0 St. Francis Knolls $613 $3,017 $1,024 $0
Stony Ranch $343 $4,236 $5,986 $0
The Orchard at Oakmont $45,722 $32,622 $29,691 $0
Sandra's Place Tax District $0 $695 $1,086 $0
Woodbridge Tax District $853 $6,294 $9,436 $0
North Village I Special Tax Di $905 $5,001 $5,886 $0
Kawana Springs 6 Special Tax D $0 $4,971 $7,566 $0
Gardens STD 2006-1 Zone 10 $6,814 $11,608 $14,434 $0
Bennett Valley Golf Course Ops $491,671 $426,354 $378,590 $0 Taxable Golf Bond Debt Serv $128,448 $128,552 $130,955 $0 Tax-exempt Golf Bond DS $264,675 $26,144 $264,994 $0
Railroad Square Maintenance Fu $3,125 $3,533 $9,250 $0
Expendable Fund-No Int Allocation $14,626 $26,297 $0 $0 Total $25,109,119 $28,656,771 $34,131,982 $14,184,786
Recreation
105

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time
Equivalent 44.00 74.00 76.15 69.55 34.55

Performance Measures

Indicators FY 2023-24 FY 2024-25 FY 2025-26
Estimate
Total revenue generated $3.4 mil $3.4 mil $3.6 mil
Number of activity registrations 98,148 98,148 112,500
Number of scholarships awarded 273 301 300
Person Senior Wing Drop Visits 36,646 46,226 54,000
Aquatic Learn to Swim Participants 3,960 6,018 6,000
Rental, Park, Field Rentals, Picnic Permits 12,015 12,692 14,000 Neighborhood Services Memberships 383 417 430
Howarth Park K-Land Ticket Sales 80,628 82,325 88,000
Number of Guiding People Successfully referrals 139 140 200

Prior FY 2025-26 Accomplishments
(Numbers on the right show relation to FY 2025-27 City Council Goals)

• Opened the new Finley Aquatic Center Spray Ground, delivering a modern, multi-generational water play feature with 15 interactive spray elements, shaded picnic areas, and full ADA-compliant access, marking a major investment in inclusive recreation infrastructure.
• Re-launched pony rides at Howarth Park after a four-year absence, one of Santa Rosa’s most popular family attractions.
• Installed educational signs at the Santa Rosa Rural Cemetery to preserve and highlight the site’s unique historical legacy.
• Celebrated the one-year anniversary of the Clean Slate Tattoo Removal Program, supporting 34 participants and removing 79 tattoos associated with gang involvement, hate, or human trafficking.
• Camp Wa-Tam was named “Best Summer Camp” in Sonoma County through The Press Democrat Readers’ Choice Awards. Camp Wa-Tam has received consistent yearly recognition as a premier summer day camp, reflecting strong community trust in Santa Rosa’s youth recreation programming.
• Finley Swimming Pool and Howarth Memorial Park both recognized as “Best Place for a Kids’ Party” by the North Bay Bohemian.
• Continued expansion of recreation scholarships and seasonal programming, supporting participation in swim lessons, camps, work experience program and fitness programs for income-qualifying residents across Santa Rosa.
2, 4

2, 4
4 4

4 4

4 HCS - Recreation
106

Looking Ahead
Recreation: Develop an updated Recreation Program cost recovery model to guide decision -making and resource allocation. The plan will identify priority objectives, align performance metrics with service goals, and establish strategic partnerships and funding strategie s to support sustainability in difficult economic times. Increase visibility and access to the Division’s scholarship program. Evaluate whether collecting demographic information during registration would be useful and practical and move forward with it if appropriate. Use recreation participant data to better understand which geographic areas are underserved and where programs can be expanded or adjusted.

Neighborhood Services & Violence Prevention Partnership (VPP): Sustain recreation opportunities with a focus on equity by strengthening partnerships with schools and housing providers. Integrate the renewed Public Safety & Prevention Tax into long-term youth service strategies and continue implementation of the VPP Strategic Plan to reduce violence and increase community resilience. 107

Human Resources

Department Description

Human Resources - Plans and conducts the recruitment, hiring, and internal movement of qualified staff, striving to reflect the diversity in our community throughout these processes. The department’s primary motivation is to provide a healthy environment that fosters the development and retention of highly motivated staff through generous benefit plan s, a wide range of employee training and development programs, and excellent employee relations resources, which include coaching, facilitation, and mediation services. This department manages the complex personnel transition s occurring due to departmental succession planning and the ongoing retirement of valuable, long-term employees. It also monitors and advises departmental managers and supervisors on the full array of human resources issues including department reorganizations, performance management, conflict resolution, contract and policy interpretation, classification and compensation, grievances, and harassment and discrimination complaints.

In addition, the Human Resources (HR) Department negotiates comprehensive labor contracts with the City’s 17 bargaining units; administers current labor contracts; participates in on-going labor/management problem-solving committees addressing grievances and other significant issues raised during and after negotiations; conducts thorough, responsive investigations into claims of discrimination, harassment or bullying; supports departments in conflict analysi s and resolution, restructuring, customer service, and team development; encourages constructive communication; and supports change management and other organizational development efforts, to create and foster an inclusive and engaged workforce.

HR is also currently home to the City’s Diversity, Equity, Inclusion, and Belonging work. The completion and approval of the City Equity Plan has generated a cascade of organizational expectations that will be supported through capacity building, data monitoring, and technical assistance for individuals and departments.

Risk Management - Risk Management’s primary objective is to limit risk and implement various risk transfer programs and activities that minimize the City’s exposure to litigation. Risk Management strives to manage, control, minimize, or eliminate risk, to the extent that citizens and personnel may be reasonably protected from hazards. At the same time, it ensures that the City's financial stability remains intact and that adequate resources can be saved for other purposes. This function also assumes the primary responsibility for the administration and processing of all property and casualty claims, risk identification, risk transfer, risk analysis, Workers’ Compensation, safety, regulatory compliance, and insurance coverage procurement.

The Risk Management program is oriented toward comprehensive, proactive, global minimization or elimination of risk, to the greatest extent practical; retention of the remaining risk, when feasible; and protection against unpredictable loss by reasonable use of available insurance and/or alternate funding.

Human Resources designs, delivers, and administers Citywide benefits, aimed at supporting the long - term health and general welfare of City employees and retirees. Benefits offered include a comprehensive benefits package at very competitive rates. Benefits include low -cost health, life, dental and vision benefits, short -term and long -term disability leaves programs for income protection, and employee assistance programs for free confidential behavioral health services, among other services.

Mission

The mission of Human Resources is to deliver innovative and timely Human Resources services and leadership enabling the City of Santa Rosa to provide world-class services to our diverse community. We accomplish our mission by attracting and hiring talent; creating and enhancing opportunities for career growth; providing an inclusive workplace environment; and offering competitive salaries and benefits. 108
Human Resources

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers on the right show relation to City Council Goals; see Council Goals Section) • Strengthen workforce stability, recruitment, retention, and succession planning through continued classification and compensation work, employee engagement initiatives, leadership development, and benefits support.

3,4
• Advance employee engagement, organizational culture, and leadership effectiveness through training, coaching, and recognition programs that support a healthy and productive workplace. 3,4
• Enhance organizational effectiveness, compliance, and risk mitigation through process improvements, policy review, labor relations support, and proactive risk management.

3,4
• Strengthen Citywide risk management by proactively managing workers’ compensation, liability, and property risks; administering insurance programs and advancing safety and loss prevention strategies to reduce financial exposure and protect employees and the organization.
3,4
• Enhance organizational effectiveness, compliance, and risk mitigation through process improvements, policy review, labor relations support, regulatory compliance, and proactive risk management practices.

3,4

Major Budget Changes

The Human Resources Department is comprised of two funds: Human Resources (funded by the General Fund) and Risk Management (an internal service fund). As an internal service fund, the Risk Management fund is charged out to all other City departments through benefit costs. Overall, the department increased by $4.7M, or 9.4%, when compared to the adopted budget FY 2025-26.

In FY 2026 -27, the General Fund increased by $137K, or 3.1% compared to the prior year’s adopted budget. This increase is primarily driven by a $200K rise in the City’s Flexible Spending Plan, which is fully offset by corresponding revenue. This is partially offset by a $63K decrease in Salaries and Benefits.

Risk Management

8.0 FTE
Human Resources

11.0 FTE
Human Resources

Dominique Blanquie

1.0 FTE
Human Resources
109

Services and Supplies remained flat compared to FY 2025-26, reflecting the department’s ongoing efforts to control costs.

The Risk Management fund increased by $4.5M, or 10.0%, compared to the prior fiscal year. The majority of this increase is attributed to higher Insurance Premiums and Claims costs, which rose by $4.3M, or

9.1%. Salaries and Benefits experienced a modest increase due to cost-of-living adjustments agreed upon by all bargaining units at the start of FY 2024-25. Meanwhile, Professional Services increased by $9K, or

2.5%, reflecting the department’s ongoing efforts to manage costs.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $4,259,273 $3,832,079 $4,363,705 $4,501,010 Risk Management $37,839,011 $46,144,088 $45,660,743 $50,233,980 CIP and O&M Projects $47,615 $10,493 $0 $0
Total $42,145,899 $49,986,660 $50,024,448 $54,734,990

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $1,865,707 $2,324,453 $2,626,074 $2,769,580
Benefits $944,324 $1,201,362 $1,275,865 $1,282,559
Professional Services $1,538,814 $793,768 $1,569,803 $1,578,827 Vehicle Expenses $60 $683 $0 $0
Utilities $3,523 $2,739 $3,300 $3,300
Operational Supplies $35,819 $38,016 $23,700 $23,700
Information Technology $202,539 $214,826 $223,363 $224,408 Other Miscellaneous $714,034 $767,116 $553,300 $753,300 Insurance Prem/Claim $36,501,122 $44,257,095 $43,383,024 $47,716,536 Indirect Costs $292,342 $376,109 $366,019 $382,780
CIP and O&M Projects $47,615 $10,493 $0 $0
Total $42,145,899 $49,986,660 $50,024,448 $54,734,990

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $4,306,888 $3,842,572 $4,363,705 $4,501,010 Risk Management Fund $37,839,011 $46,144,088 $45,660,743 $50,233,980 Total $42,145,899 $49,986,660 $50,024,448 $54,734,990
Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 22.00 23.00 23.00 20.00 20.00
Human Resources
110

Prior FY 2025-26 Accomplishments
Numbers at right show relation to FY 2025-27 City Council Goals) • Reorganized Human Resources operations to improve service delivery, internal efficiencies, and functional expertise without adding staff or budget. 3,4
• Advanced Citywide classification and compensation implementation, completing approximately 30% of the study: met with over 700 employees and representatives; corrected identified pay compression issues; and implemented negotiated equity adjustments. 3,4
• Conducted 61 recruitments resulting in 58 promotions and 61 new hires; processed over 4,000 applications, 106 separations, and more than 1,500 personnel actions. 3,4
• Delivered extensive employee relations and organizational development support, including workplace investigations, cultural assessments, informal reviews, team dynamics projects, and leadership coaching.
3,4
• Completed two cohorts of supervisory training and successfully launched a vendor-based training program with full enrollment within two days; processed over 400 benefits transactions during Open Enrollment.
3,4
• Maintained strong employee engagement programming including the Benefits Fair, Employee Appreciation Luncheon, and Employee Recognition Dinner while initiating a culture and engagement committee.
3,4
• Managed workers’ compensation, liability, and property claims while maintaining regulatory compliance and supporting timely resolution of claims to reduce organizational risk and financial exposure.
3,4
• Continued administration of Citywide insurance programs and risk financing strategies in a challenging insurance market, ensuring appropriate coverage and fiscal stability. 3,4
• Implemented safety, loss prevention, and risk mitigation efforts across departments to minimize workplace injuries and reduce exposure to litigation and claims. 3,4

Performance Measures
• Number of recruitments completed and positions filled • Employee training and leadership development participation • Class and compensation actions implemented
• Employee relations cases managed and resolved
• Workers’ compensation and risk management metrics
Human Resources
111

Looking Ahead
In FY 2026 –27, Human Resources will continue strengthening organizational stability, workforce development, and employee engagement while operating within limited staffing resources and increasing regulatory complexity. Key focus areas include continued classification and compensation implementation, leadership and employee development, policy and process improvements, and proactive risk management.

Key focus areas include continued classification and compensation implementation, leadership and employee development, policy and process improvements, and proactive risk management.

Risk Management will continue focusing on minimizing the City’s exposure to financial loss and litigation by strengthening claims management, workers’ compensation oversight, safety and loss prevention programs, and insurance administration in an increasingly challenging risk and insurance environment. Emphasis will be placed on regulatory compliance, cost containment strategies, and proactive risk mitigation to protect the City’s financial stability.

Together, Human Resources and Risk Management will continue prioritizing compliance, efficiency, and service quality to ensure the city remains a resilient, equitable, and desirable employer. 112

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113

Information Technology

Department Description

Information Technology (IT) operates as an internal service fund, meaning that the Department charges other City departments for services provided. The rates for the services are based on cost recovery. Costs include City personnel costs, expenditures for outside maintenance and professional support of City software, technology infrastructure costs, and operational and maintenance costs for equipment and supplies. There are five divisions in the IT Department in addition to Administration:

Administration - Provides the overall strategy, policies, and administration for the Department including oversight of citywide cybersecurity.

Application Services / Development - Provides strategy, leadership, analysis, and hands-on services for building new software systems and implementing large-scale Citywide software migration programs, while providing software application development, project management, and software application support services. The division supports, enhances, and maintains over 75 in -house developed systems used by departments throughout the City while also providing support for over 30 third party enterprise applications, including the core Finance / Human Resources / Payroll system, the central Permitting and Inspections system, and the Water Billing / Customer Information System. The Application Services division also develops and maintains dozens of electro nic interfaces between internal and external systems, migrates aging code to current technologies, and converts data for new migrations. The division is also responsible for software system architecture definition, database design, application configuratio n, workflow development, and custom report writing for the various supported systems.

Operations / Customer Support - Provides the strategy and operations management of the core City data, storage, and telecommunications systems. The division also provides "Help Desk" support for all City employees. The Help Desk is available to employees Monday through Friday and responded to nearly 12,000 support requests last year. The IT Operations / Customer Support team completes approximately 70% of the service request tickets, with the remaining tickets being forwarded to Application Services, GIS, or other technical staff. Technical Support within IT Operations includes the support of all voice communications, data communications, computer networks, and all peripheral equipment, including PCs, laptops, tablets, and printers. The division supports nearly 1,400 PCs, 278 servers, over 300 printers, a Citywide computer network with 2,900 connections in over 60 City locations with hundreds of pieces of communications equipment, a phone system with over 1,200 phone units and over 1,100 mobile devices through a managed Mobile Device Management (MDM) solution.

GIS Services - The Geographic Information System (GIS) Services division provides coordination, support, and maintenance of the City's GIS system and GIS services for all departments. The City GIS group also works closely with Sonoma County GIS to support County-wide 911 dispatch. The GIS system is accessible to employees and the public. Additionally, the City provides fee -based GIS web services for five other Sonoma County cities.

Mission
The Mission of the Information Technology Department is to provide secure and reliable technology and services to make government more efficient, equitable, transparent, and responsive to the needs of our users and the community.

Information Technology
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PC Replacement - The Citywide PC replacement program focuses on consistent procurement practices, support, and replacement of the City PC, laptop, and tablet inventory. The program uses uniform and efficient processes developed specifically to rapidly procure, configure, d eploy, and recycle PCs. Today, nearly 1,400 PCs, laptops and Windows tablets are actively managed within the PC Replacement Program, which replaces approximately 300 devices per year.

Media Services - The Media Services section manages the City’s Public, Educational & Government (PEG) public access television, and broadcasts City Council and other public meetings. Media Services supports the hybrid meeting technology used citywide and works with departments to expand public information dissemination and education through PEG supported programs and resources.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers at the right show relation to City Council Goals; see Council Goals Section)

Innovation, Modernization, and Efficiencies: Develop and deploy innovative and reliable technologies that modernize City services and create efficiencies. 1-5
Security: Protect City operations by strengthening cybersecurity, physical site security, and overall resilience to evolving threats and disruptions. 2,4
Operational Resilience and Business Continuity: Improve and refine highly available digital tools and services to support a hybrid workforce and community including public participation and collaboration.
2,4
Technology Sustainment and Lifecycle Management: Ensure reliable and effective City technology through ongoing support, maintenance, upgrades, and lifecycle management. 1,2
Workforce and Operational Excellence: Maintain a skilled IT workforce and strengthen processes to improve service delivery, reliability, and performance. 2,4
Governance and Accountability: Strengthen IT governance, oversight, and policies to guide technology investments and ensure accountability, transparency, and alignment with City priorities.
1,2
Media
Services

2.0 FTE

1.0 FTE
t
acemen
PC
Repl
App Services

11.0 FTE
GIS Services

4.0 FTE
Operations

12.0 FTE
Administration

2.0 FTE
Brian Tickner
Chief Information
Officer

1.0 FTE
Information Technology
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Major Budget Changes
The Information Technology’s (IT) FY 2026-27 budget is $12.2M, reflecting an increase of $842K, or

7.4%, over prior year’s adopted budget. Salaries & Benefits account for $407K or 6.0% of the increase, driven by cost-of-living adjustments negotiated with all bargaining units beginning in FY 2024-25 and expiring FY 2026-27.

Services & Supplies increased by $560K or 18.7%, primarily due to higher cost for cloud-based software.

CIP and O&M Projects, specifically PC and laptop replacements decreased by ($160K) or (13.7%), as the department extended the useful life of technology assets.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
I.T. Administration $1,090,727 $1,299,196 $1,433,613 $1,564,115 I.T. Media Services $266,592 $3,943,440 $4,145,845 $4,820,853 I.T. GIS Services $773,193 $3,000,001 $3,259,008 $3,424,506 I.T. Development $3,913,705 $837,480 $878,208 $912,061 I.T. Customer Support $2,875,559 $283,011 $278,391 $271,839 I.T. PC Replacement Program $211,206 $215,386 $231,314 $235,333 CIP and O&M Projects $1,094,570 $1,296,277 $1,168,827 $1,008,713 Total $10,225,552 $10,874,791 $11,395,206 $12,237,420

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $3,521,623 $3,842,816 $4,360,355 $4,620,541
Benefits $2,120,331 $2,395,451 $2,396,698 $2,544,077
Professional Services $245,691 $349,109 $248,410 $266,213 Vehicle Expenses $35,930 $28,238 $21,050 $20,950
Utilities $233,702 $178,033 $255,680 $256,859
Operational Supplies $2,280,359 $1,872,641 $2,213,574 $2,748,475 Information Technology $31,996 $32,545 $29,320 $27,376 Debt Service $36,622 $155,238 $0 $0
Liab/Property Insurance $112,891 $138,685 $163,947 $175,935 Other Miscellaneous $26,178 $27,796 $54,135 $49,875
Indirect Costs $454,735 $453,036 $483,210 $518,406
Capital Outlay $30,924 $104,926 $0 $0
CIP and O&M Projects $1,094,570 $1,296,277 $1,168,827 $1,008,713 Total $10,225,552 $10,874,791 $11,395,206 $12,237,420
Information Technology
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Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Information Technology $9,509,544 $10,407,796 $10,662,065 $11,538,374 Technology Replacement $716,008 $466,995 $733,141 $699,046 Total $10,225,552 $10,874,791 $11,395,206 $12,237,420

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022 - 23 FY 2023 - 24 FY 2024 - 25 FY 2025 - 26 FY 2026 - 27 Full-Time Equivalent 31.00 33.00 33.00 33.00 33.00
Performance Measures (Annual Number / Usage)
Number of emails received through IT supported e-mail systems 7,201,700 Number of emails sent through IT supported e-mail systems 1,289,760 Number of “land line” phone calls through IT supported phone system 831,125 Number of IT HelpDesk / service request tickets received 11,119 Number of suspicious emails reported to IT and reviewed by IT Operations 4,683 Number of potential high or medium level cybersecurity incidents investigated 2,004 Number of PC's/Laptops/Windows Tablets managed/supported 1,349 Number of mobile devices managed (iPhones, iPads, etc.) 1,160 Number of servers managed/maintained 290
Number of active user and service accounts managed 2,676 Number of new user accounts set up 306
Number of user accounts deactivated 296
Number of virtual / hybrid Zoom meetings 1,011
Number of virtual / hybrid Zoom meeting participants 4,178 Number of virtual / hybrid Zoom webinars 282
Number of virtual / hybrid Zoom webinar participants 3,291 Number of virtual / hybrid Teams meetings 14,830
Number of Teams phone calls 10,916
Number of Teams chat messages 1,323,312
Number of Teams channel messages (posts/replies) 8,476
Number of security system cameras managed 232
Uptime for Internet >99.9%
Uptime for data center and network >99.9%
Uptime for VPN / remote connectivity >99.9%
Uptime for phone system >99.9%
Uptime for email system >99.9%
Information Technology
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Prior FY 2025-26 Accomplishments
(Numbers at right show relation to City Council Goals; see FY 2025-27 Council Goals)

• Addressed over 11,000 IT Service Requests. 1-5
• Developed and deployed Ask Rosa AI chat search agent on srcity.org public website. 2,4 • Developed Business Concierge application and public portal, partnering with PED. 3 • Assisted with IT components of new Fire Station 5 (fiber, WiFi, security, phones, etc.). 2,4 • Developed application for Code Enforcement staff to track vacant buildings and lots. 4 • Completed Windows 10 to Windows 11 migration on over 1,300 PC’s/Laptops. 2 • Continued to advance cybersecurity posture to better protect against cyber threats. 2,4 • Developed Santa Rosa-specific FEMA flood map for public use. 4 • Developed Coordinated Entry portal with Housing and Community Services. 5 • Enhanced IT Governance, focusing on strategic alignment, risk, capacity, and value. 1,2 • Won a Government Experience award for in-house developed A.W.A.R.E. system. 4 • Replaced core network switches supporting City Hall campus. 2

Looking Ahead
As the City of Santa Rosa enters FY 2026 -27, the Information Technology Department is focused on advancing a modern, secure, and resilient digital foundation that supports City Council priorities, enhances public services, and improves operational efficien cy across the organization. Guided by the newly adopted Information Technology Strategic Plan 2026 -2029, IT will continue shifting from a traditional back -office support model to a strategic partner enabling secure and accessible digital government services for residents, businesses, and staff.

A major focus area in FY 2026-27 will continue to be cybersecurity hardening and operational resilience.

As cyber threats grow in sophistication and impact, IT will continue strengthening the City’s cybersecurity posture through enhanced monitoring, improved identity and access controls, system upgrades, and additional staff training. These effort s are critical to protecting City operations, safeguarding sensitive information, and ensuring continuity of services during cyber incidents, outages, or emergencies.

The upcoming fiscal year also includes several foundational technology replacements and sustainment efforts essential to maintaining reliable City services. Key initiatives include replacing the City’s outdated phone system, renewing aging network and infrastructure components, and continuing lifecycle management of core systems that support public safety, infrastructure, and citywide operations. These investments help reduce service disruptions, address end -of-support risks, and ensure that essential systems remain secure, dependable, and highly available.

In alignment with City Council goals, IT will continue advancing strategic use of artificial intelligence (AI) to improve productivity and service delivery. Building on recent successful implementations, the City will expand AI solutions that assist staff with information retrieval, process automation, analytics, and public- facing services – while maintaining appropriate governance, security, and transparency. These efforts are designed to help staff do more with limited resources and improve response times and service quality for the community.

FY 2026-27 will also see progress on key Citywide digital initiatives that enhance accessibility, legal compliance, and public engagement. IT will continue working closely with Economic Development to deploy a business resource web portal that simplifies access to information and services for the local Information Technology
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business community. IT will work closely with the City Clerk’s Office and staff citywide to implement a modern eDiscovery system to meet growing public records, litigation, and compliance demands more efficiently and securely. Additionally, the City will continue addressing the Title II WCAG 2.1 Level AA web accessibility standard, ensuring that City websites, documents, and digital services are accessible to all users and meet new federal regulatory requirements. 119

The purpose of the Non-Departmental budget is to record expenditures that are not associated with a specific department of the City.

Non-Departmental

Department Description
Animal Shelter - This program includes amounts paid to Sonoma County for animal care and control services.

County Administration Fee - This program includes the Sonoma County Administration Fee associated with the collection and allocation of property taxes on behalf of the City.

Citywide General Fund Insurance - Costs charged from the Insurance Fund to the General Fund for the General Fund’s portion of the City liability, property, fire, and earthquake insurance.

Sonoma County Transportation Authority - This program includes costs for Santa Rosa’s local contribution to Sonoma County Transportation Authority (SCTA) which is based on a population/road mile formula.

General Fund Administration Cost Plan - This is the overhead distribution of administrative costs within the General Fund to the non -administrative departments: Planning and Economic Development, Fire, Police, Transportation & Public Works (TPW), and Recreation & Parks which represents a credit in Non - Departmental.

Non-Program - The Non-Program includes the following types of costs:
• Costs related to employee retirements and voluntary terminations for all General Fund operating departments have been centrally budgeted. These amounts are transferred to the appropriate General Fund department to cover the expenses related to employee retirements and voluntary terminations as they occur. Also includes the CalPERS cost of retired employees who are over the IRS payout limit. • Unspent Appropriations (turnback) are budgeted as a credit to reflect unspent budget amounts that occur each year from staffing vacancies. Actual turnback will be recognized in department budgets rather than in the Non-departmental budget.
• The Non-Program Actual expenditures reflected in prior years include any CalPERS unfunded liability payments made. These amounts are budgeted in the benefits sections of other departments, so corresponding budgeted amounts will not appear in Non-Departmental.

Debt Service - The Debt Service Program includes all general debt service expenditures, including debt service for pension obligation bonds, fire station capital lease payments, and the Courthouse Square Capital Lease. This does not include debt service associated with the enterprise funds or other funds, such as debt service for the Water, Local Wastewater and Subregional Wastewater Funds, the Parking Fund, the Golf Course Fund, and the Successor Agency to the Redevelopment Agency. Such expenses are reflected separately in their appropriate funds.

Contract Services - Contracted services budgeted in Non -Departmental include an annual payment to the Local Agency Formation Commission (LAFCO), which regulates the boundaries of local cities, and a professional services contract for an annual revenue audit.

The purpose of the Non-Departmental budget is to record expenditures that are not associated with a specific department of the City.
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Non- Departmental

Major Budget Changes

Non-Departmental budget includes General Fund appropriations that either span multiple departments or are not attributable to any single department. It also includes non-enterprise debt service funds for Pension Obligation Bonds and the Courthouse Square capital lease.

The FY 2026-27 Non-Departmental budget increased by approximately $323K compared to FY 2025 -26, remaining relatively flat overall. Key changes include a $454K increase in Animal Shelter costs.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Animal Shelter $2,605,757 $3,222,517 $3,346,441 $3,800,000 County Admin Fee $345,203 $400,259 $380,000 $400,000
Citywide GF Insurance $4,142,153 $4,871,083 $5,701,410 $5,137,730 Sonoma Co Transportation Authority $127,180 $0 $130,000 $135,000 General Fund Admin Cost Plan -$15,379,726 -$16,088,978 -$18,212,381 -$19,695,087 Debt Service $4,770,291 $4,668,406 $727,650 $730,650
Contract Services $299,700 $366,807 $375,000 $359,000
Non-Program $31,931,863 $37,804,462 -$1,613,000 $290,413 Total $28,842,421 $35,244,556 -$9,164,880 -$8,842,294

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $0 $0 -$1,638,000 -$1,500,000
Benefits $0 $0 $25,000 $1,790,413
Professional Services $3,380,590 $3,990,833 $4,233,191 $4,695,750 Debt Service $4,767,541 $4,667,156 $725,900 $728,900
Liability/Property Insurance $4,142,153 $4,871,083 $5,701,410 $5,137,730 Other Miscellaneous $31,931,863 $37,804,462 $0 $0
GF Admin Cost Plan -$15,379,726 -$16,088,978 -$18,212,381 -$19,695,087 Total $28,842,421 $35,244,556 -$9,164,880 -$8,842,294
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Non-Departmental

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund -$7,859,733 -$7,228,312 -$9,892,530 -$9,572,944 2013 Pension Obligation (Refund) $35,605,277 $41,468,623 $0 $0 Fire Station Capital Lease $367,727 $275,795 $0 $0
Courthouse Square Capital Lease $729,150 $728,450 $727,650 $730,650 Total $28,842,421 $35,244,556 -$9,164,880 -$8,842,294
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Planning & Economic Development

Department Description

The functions of the Planning and Economic Development Department (PED) are distributed among programs designed to achieve the department’s mission:

Development Services – Intake, processing, review, and inspection of private development proposal - Planning
o Process new entitlement applications and review for CEQA compliance o Staff the PC, DRPB, ZA, Subdivision Committee, and WAC o Provide information to the public regarding City policies, land use and zoning o Provide environmental coordinator support to all City departments o Provide tribal liaison support to all City departments - Building
o Review, approve, and inspect all private property improvements to ensure health, life - safety, and city planning requirements are maintained in the built environment o In-person and virtual counter service management to ensure swift processing of development and building permits that keep the construction community active and thriving
o Collaborate closely with residents, businesses, and other agencies to assist with project development needs to ensure businesses continue to grow, and housing is available o Policy development aligning with core responsibilities to keep the built environment safe - Engineering
o Review, approve, and inspect all work performed in the public right-of-way from private developments and dry utility providers.
o In-person and virtual counter service management
o Policy development aligning with core responsibilities Advance Planning – Prepares housing and land use policy consistent with State laws and the City’s vision for growth and development; leads the organization’s process for planning document preparation and community engagement such as for the City’s General Plan, Specific Plan s, and Zoning Code, including State mandated updates, reporting and policy implementation; participates in regional planning efforts and discussions; monitors and develops implementation related to annual State legislation; and develops policies and regulations that result in Citywide funding eligibility.

Economic Development - Administers the Council adopted Economic Development Strategy and Public Art Master Plan. Works on business attraction, retention and expansion efforts and connected workforce related initiatives, including joint ventures and downtown development deals; programs the Santa Rosa Tourism Business Improvement Area funds to reinforce the City’s unique destination brand; manages the Public Art Program and the City’s arts and culture initiatives; provides staff support to the Economic Development Subcommittee, the Art in Public Places Committee, and the Santa Rosa Tourism Business Improvement Area Board.

Code Enforcement - Responds to complaints and conducts inspections of private properties to ensure that the Santa Rosa City Code, adopted Building and Construction Codes, and California Codes are followed by addressing general health, life, fire, and safety issues. Cases include proactive and reactive investigations of complaints regarding health and safety violations; unsafe buildings; substandard housing; general nuisances; environmental crimes; zoning violations; cannabis 123
Mission
The Planning & Economic Development Department strives to make the City of Santa Rosa safe and habitable for people to live, work and play. Our mission is to be thoughtful stewards of the built and natural environment; achieve quality and safety in development; compliment and strengthen neighborhoods; facilitate positive business climates and encourage industry clusters.

Planning & Economic Development

operations; tobacco sales; water billing; short -term rentals; graffiti; massage establishments; vacant buildings and lots; unpermitted or expired construction; stormwater/water quality; vehicle, trash, and debris storage; and animal violations, among other s. Conducts focused inspection and enforcement efforts through the Neighborhood Revitalization Program to improve building safety and living conditions in designated neighborhoods. Collaborates closely with residents, businesses, and other agencies.

Administration - Oversees and supports all functions of the department, providing technical and organizational support and department wide management; prepares and monitors the department budget, provides administrative support to boards and commissions; coordinates personnel recruitments, customer service inquiries, plan referrals, public record requests, and contract management; manages departmental operations, policies and procedures.

Parking Operations & Maintenance serves an estimated two million customers per year by managing and maintaining the City's five parking garages, nine surface lots, on-street metered parking, and time- limited parking spaces for the downtown City center, Railroad Square Parking Meter Zone, and eight residential parking permit zones.

Parking Enforcement monitors and regulates parking meters, time zones, and other restricted parking areas in the Downtown Central Parking District and Railroad Square Parking Meter Zone, as well as eight Residential Permit zones. Enforcement maximizes parking options for residents, commuters and visitors in a fair, equitable manner that promotes and encourages economic growth.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers at the right show relation to City Council Goals; see Council Goals Section)

Administration
• Achieve fiscal sustainability through transparent, data-driven planning and efficient 1 resource allocation
• Continue to maintain department goals for frontline customer service 4 • Work with CIRO to continue updating and optimizing PED’s external website to enhance the customer experience
2, 3, 4
• Continue to implement accounting and record-keeping audit program 1, 4 Code
Enforcement

8.0 FTE
Vacant Lot
Program

3.0 FTE
Review

8.0 FTE
evelopmen
Planning
D t
Engineering

14.0 FTE
Economic
Development

5.0 FTE
Parking
Enforcement

4.5 FTE
Administration

14.0 FTE
Advance
Planning

4.0 FTE
Permit
Services

6.0 FTE
Building

12.0 FTE
Parking
O&M

23.5 FTE
Gabe Osburn
PED Director

1.0 FTE
Planning & Economic Development

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Planning & Economic Development
125

• Continue to explore efficiencies and process improvement opportunities for the department
1, 2
• Implement newly established Graffiti Abatement Program volunteer program 2, 4 Advance Planning
• Complete and adopt State housing and land use legislation (ongoing/yearly) 5 • Facilitate completion of State mandated Housing Element implementation identified in the Housing Element (ongoing/yearly) 5
• Complete the Transit Oriented Committees (TOC) policy project (housing, parking land use) to ensure the City remains competitive for the next round of OBAG funding 1, 2, 5 • Complete and adopt the South Santa Rosa Specific Plan & EIR, and the Entertainment Zone initiative 2, 3, 4, 5
• Initiate update to Noise Ordinance 3, 4
• Complete and submit Pro-Housing Designation Round 2 application 5 Development Services & Code Enforcement
• Digitize permit services by moving all building permits, public improvement, and subdivision map record applications online and improving access to permit information.

2, 4
• Improve customer guidance and transparency with updated websites, handouts, design aides, FAQs, published review timelines, and online permit statuses. 2, 4
• Streamline development and building review processes to ensure consistency, coordination, and compliance with State turnaround requirements. 2, 4
• Expand expedited review options through over‑the‑counter permits and third‑party plan review and inspection services.
2 • Partner with construction community leaders to address process and development issues
2, 4
• Adopt the updated Street Design and Construction Standards 2, 4 • Adopt Code Enforcement Strategic Plan 2, 4
• Update code-enforcement processes to better track complaints and violations to ensure better code compliance and safety City-wide 2, 4 Economic Development
• Launch full Business Resource “One Stop Shop” Portal and expand Business Concierge services 3
• Implement Arts Strategic Plan priorities and complete installation of Asawa bronze panels in downtown 2, 4
• Advance Tourism Strategic Plan and destination marketing efforts and implement SRTBIA expenditure strategy and funding allocations 1, 3, 4 • Execute Business Recruitment Plan focused on target industries and continue USL project negotiations and planning toward development agreement 2, 3 • Launch and maintain Economic Dashboard for data-driven decision-making 1, 3 • Implement Downtown Activation Program (pop-ups and vacant space re-tenanting) 1, 2, 3 • Coordinated with multiple departments on TOC initiatives in North Station and Downtown to ensure future MTC grant awards. 3
Planning & Economic Development

Major Budget Changes
The Planning & Economic Development (PED) budget is $27.2M, an increase of $7.1M, or 35.1%, compared to the FY 2025-26 adopted budget. Of this increase, $6.4M of the increase is attributed to the Citywide reorganization of the Parking District Fund from Finance to Planning and Economic Development. The department is primarily funded by the General Fund, which accounts for 72.7% of the total budget, while the Parking District Fund represents 23.5% of the department’s total budget.

The General Fund budget for FY 2026-27 is $19.7M, representing an increase of $683K or 3.6% over the FY 2025-26 adopted budget. Salaries and Benefits account for $398K or 2.9% of the year over year increase. All bargaining units are entering the final year of their labor agreements signed at the beginning of FY 2024-25.

Service and Supplies rose by a modest $210K or 8.4%. The majority of the increase is attributed to higher Information Technology costs, which increased by $258K. This increase was partially offset by reductions in Professional Services, Advertising, E & R Replacement Services, and Operating Supplies totaling $42K. These reductions align with the department’s goal of reducing operating costs.

As part of ongoing efforts to meet General Fund reduction targets, the department will charge-out an additional $90K in staff time to the Santa Rosa Tourism Business Improvement Assessment (SRTBIA) key.

The Parking District Fund budget is $6.3M in FY 2026-27, an increase of $425K, or 7.1% over FY 2025- 26 adopted budget. Salaries and Benefits account for $328K or 8.9% of the increase. Attributing to the increase, $150K in Non -Permanent Salaries are intended to fully staff Parking Enforcement. The additional staffing cost is projected to increase revenue by approximately $323K. Additionally, all bargaining units are entering the final year of their lab or agreements signed at the beginning of FY 2024-25. Parking Services & Supplies rose modestly by $150K or 8% as the result of cost increases in Professional Services, Information Technology, and Fire and Earthquake Insurance. In an effort to offset rising costs in the above categories the department reduced the number of Other Outside Services contracts, Supplies-Operational, and Software.

126
Planning & Economic Development
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Budget Summary

Expenditures by Program
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
General Administration $4,994,989 $5,729,211 $6,446,364 $6,955,460 Building Inspection $1,041,117 $999,644 $1,255,469 $1,230,262 Planning Development Review $1,566,948 $1,610,028 $1,692,586 $1,737,587 Advance Planning $748,131 $812,669 $824,487 $811,148
Economic Development $771,458 $785,685 $899,497 $951,676 Permit Services $1,149,962 $1,082,476 $1,048,944 $978,737 Engineering $2,916,774 $3,402,385 $3,299,183 $3,438,545 Neighborhood Revitalization $187,727 $199,329 $231,898 $238,141 Building Plan Review $1,837,137 $1,275,354 $1,340,731 $1,371,687 Code Enforcement $1,250,566 $1,724,437 $1,986,932 $2,020,599 Parking Services O&M $0 $0 $0 $4,450,327
Parking Enforcement $0 $0 $0 $1,927,099
CIP and O&M Projects $4,582,322 $5,851,916 $1,088,993 $1,060,068 Total $21,047,131 $23,473,134 $20,115,084 $27,171,336

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $7,144,541 $7,725,341 $8,822,082 $11,845,355
Benefits $4,120,285 $4,565,252 $4,870,809 $6,317,481
Professional Services $1,155,418 $1,054,204 $480,759 $1,296,008 Vehicle Expenses $161,185 $158,297 $224,534 $390,354
Utilities $23,902 $28,573 $31,000 $148,642
Operational Supplies $68,529 $61,807 $89,912 $249,820
Information Technology $1,365,904 $1,435,884 $1,392,874 $1,936,319 Other Miscellaneous $326,741 $285,044 $385,353 $508,227 Indirect Costs $109 $0 $0 $333,776
GF Admin Cost Plan $2,098,195 $2,286,677 $2,728,768 $2,811,564 Capital Outlay $0 $20,139 $0 $0
Liab/Property Insurance $0 $0 $0 $273,722
CIP and O&M Projects $4,582,322 $5,851,916 $1,088,993 $1,060,068 Total $21,047,131 $23,473,134 $20,115,084 $27,171,336
Planning & Economic Development
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Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $17,940,548 $20,346,148 $19,073,064 $19,756,924 Art In-lieu Fee $120,792 $92,209 $98,700 $93,270
Administrative Hearing Fund $42,217 $58,141 $222,101 $443,716 EPA Brownfields Grant $70,946 $0 $0 $0
City In-Lieu Fee Fund $23,493 $1,513,303 $0 $0
ARPA Federal Stimulus $2,232,723 $661,215 $0 $0
Santa Rosa Tourism BIA $377,503 $406,825 $721,219 $500,000 Parking District Fund $0 $0 $0 $6,377,426
Capital Improvement Fund $238,909 $395,293 $0 $0
Total $21,047,131 $23,473,134 $20,115,084 $27,171,336
Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 74.00 74.00 78.50 76.00 103.00
Performance Measures
Administration 1, 4
• Process Public Records Requests consistent with state-mandated guidelines. • Transition from paper to digital records management, trusted system • Maintain an average queue time on live phone system of 60 seconds, with voicemails being returned within 2 business days.
• Remain compliant with accounting and record keeping standards through internal auditing program
• Fees for all permit types will be collected by the deadline for each division’s established permit deadline schedule.

Advance Planning 1, 3, 4, 5
• Innovative and effective public policy documents are delivered within expected timeframes and budget allocations.
• Metrics associated with public engagement in current planning and public policy processes are monitored with an emphasis on increasing access and participation from vulnerable communities.

Development Services & Code Enforcement 2, 4, 5
• Pre-Application meetings are held within 2 weeks of request of service. • Planning entitlement applications receive a determination of completeness within 30 days of submittal.
• Process 100% of SB9, SB35/423, SB684/1123, and SB330 applications within the State mandated timelines provided.
• Process entitlement applications within stated timelines (posted on Planning Application Portal website
• 85% of Building Plan Checks completed within 10 weeks of submission on the first check and 5 weeks for subsequent checks.
• 100% of Priority 1-Life, Health and Safety Code Enforcement complaints investigated within 24 hours
Planning & Economic Development

• 6-week average review time for first plan check and 3 weeks for subsequent checks for Public Improvement Plans.
• 5-week average turnaround time from intake to issuance for Encroachment Permits Economic Development 1, 2, 3, 4
• Track business attraction and retention via % change in the number of business licenses, startups, businesses in key industries, and commerical property vacancy rate • Website analytics for virtual portal
• Monetary tracking for incentive packages
• % business demographics
• Track BIPOC and women-owned business support through an annual survey • Implementation of/or monetary amount for financial fund for feasibility areas • Feasibility and fiscal impact studies complete, and business opportunities defined. • Report progress on all funded programs and implementation through online dashboards • Maintain new tenant system for multi-unit housing projects by working directly with developers and building managers.

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-26 City Council Goals) Development Services – as of April 2026
• Adopted the 2025 California Building Codes (Title 24), with local amendments, in accordance with State law and local community guidance 2, 4, 5 • Updated Storm Water and Storm Drain Standards 2, 4
• Permits and Inspections
• Received 5,827 building permits
• Issued 2,358 building permits
• Finaled 5,047 building permits
• Completed 21,773 building inspections
• Updated the “Over-the-Counter" building permit review guidance to assist with expedited review processes for eligible projects
• Created a temporary occupancy policy to allow early occupancy for select qualified projects
• Converted the building permit plan review process (other than master plans) to a fully-digital environment with continuous direct access for customers/applicants

1, 2, 4
• Progress towards housing production:
• Granted entitlement approvals for 140 housing units, 24 of which will be affordable to lower income households (7 moderate, 4 very low, 13 extremely low) • Issued building permits for 572 housing units, 153 of which will be affordable to lower income households (21 moderate, 61 low, 71 very low) • Held 17 Pre-Application meetings for new development, representing 445 residential units, 18,235 sq. ft. of commercial space, 94,581 sq. ft. of self-storage space, and a 16-space EV charging station facility

2, 5
• Engineering approved 4 subdivisions that will create 50 lots, and recorded 5 subdivision maps, resulting in 293 lots 2
• Processed and issued 774 encroachment permits 2
• Public improvements
• 89,000 sq ft of street pavement and 20,000 sq ft of sidewalk replaced or newly installed
• 2,600 linear ft of public sewer, 2,400 linear ft of public storm drain, and 3,200 linear ft of public water main replaced or newly installed

2, 4
Advance Planning
• Completed and furthered numerous Housing Element implementation tasks, including adoption of new Tiny Home and Missing Middle Housing ordinances 5 • Adopted and certified General Plan 2050 and EIR – the EIR received an “outstanding” award from AEP, and General Plan is being considered for award of excellence from APA

2, 4, 5
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Planning & Economic Development
130

• Developed and released South Santa Rosa Specific Plan land use and circulation alternatives, continued community outreach, and continued work toward Draft EIR. 2, 4, 5 • Developed and adopted the CUP Streamlining ordinance 2 Code Enforcement
• Closed 1,652 cases in 2025, and 315 cases in 2026 2, 4 • Registered 107 properties in the Vacant Building/Lot Program 2, 4 Administration/Departmental Support 2, 4
• Department-Wide Records Management Project:
• Corrected meta data for approximately 20,000 records in Laserfiche. To date, 102,000 of 130,000 records have been corrected.

• Customer Service Enhancements:
• Received 11,443 live calls this FY, with an average queue time of 1 minute • Worked with CIRO to overhaul and enhance user experience of several webpages related to Development Services.
• Created volunteer program for local organizations to support efforts of the Graffiti Abatement Program’s to mitigate graffiti in Santa Rosa.

1 • Finance/Budget
• Expended approximately $112K in ARPA funds for local partners and small business owners of the Small Business Facade Improvement Program • Established an internal financial and permit auditing program

2, 3, 4, 5
Economic Development 1, 2, 3
• Conducted financial and legal analysis for tourism funding structure and adopted SRTBIA 3-year work plan in partnership with Visit Santa Rosa 1 • Completed Arts Strategic Plan Impact Report 4
• Business attraction and retention
• Completed Retail Strategy (Retail Strategies)
• Identified and adopted target industry report
• Completed Grocery Store Feasibility Study
• Completed Infill Housing Economic Impact Study
• Launched Business Concierge Portal
• Developed Economic Dashboard content and framework

3 • Conducted downtown activation research and community engagement and initiated Asawa panel fabrication 2, 3, 4
• Advanced infill housing analysis to inform policy and development 5 • Completed sports facility needs analysis for USL project 2, 3 • Adjusted fee schedule to complete overdue capital projects, security improvements, and update systems. 3
• Coordinated with Arts and Culture to install art installations in parking facilities and completed the Redwood Empire Chinese Association mural on Garage 9. 3

Looking Ahead

The Building Division will continue to provide permitting, plan review, inspection and code enforcement services in an efficient manner that provides support to all development proposals and ensures that structures and facilities throughout the community are safe. The building is exploring concepts to increase the number of permit applications eligible for over-the-counter review and streamline the application review process through the development of pre-approved designs for various high volume development requests.

The building inspection team will continue to fine turn procedures associated with remote inspections and identify and implement process improvements.

The Planning Division will continue to move the South Santa Rosa Specific Plan and EIR through the community engagement, land use and circulation plan, policy development and EIR process, with a target completion date in the first quarter of calendar year 2027. The division will continue to implement specific tasks identified within the adopted Housing Element and respond to future California housing and land use related legislation. Planning will also continue to lead the group of multi -departmental staff in the development of policies related to Transit Oriented Committees (TOC), with the goal of ensuring that the Planning & Economic Development
131

City remains competitive for OBAG infrastructure funding. At the end of calendar year 2026, Planning will submit an application for the second round of the State Pro -Housing Designation, which provides funding opportunities for housing development within t he City. In coordination with the Economic Development Division, Planning will continue to work on economic development initiatives, including development of Entertainment Zones and an update to the City’s Noise Ordinance.

The Engineering division will continue to work on an update to the Street Design and Construction Standards, with a presentation to the Council anticipated in early 2027. The division is transitioning the public improvement plan and subdivision map record fully online, with an initial beta testing slated for Summer of 2026. Engineering is implementing several efficiency measures which will result and potential updates to development regulations.

The Economic Development Division will initiate the development of a Tourism Strategic plan in 2026, which will provide a long -term roadmap for sustainable tourism growth. The completion and launch of the One Stop Shop Business Portal is anticipated to occur in August of 2026. The division will continue to refine and expand incentive programs to drive targeted economic growth and advance exploration of sports tourism opportunities.
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Police

Department Description

The Santa Rosa Police Department bears the obligation of preserving and protecting life and property, ensuring the safeguarding of constitutional liberties, and sustaining the highest standards of quality of life to cultivate a secure and orderly community. The Department responds to a comprehensive array of service demands and administers a wide range of community engagement and outreach initiatives.

The Department's operational framework is comprised of two principal divisions — Field Services and Special Services— each of which is supported by Administration.

Field Services Division: This division represents the most prominent and publicly visible operational component of the Department. Patrol operations and the 911 Communications Center personnel provide continuous, around-the-clock response to both emergency and non -emergency calls for service, 24 hours a day, 365 days a year. The division further encompasses a broad range of specialized units and functions, including traffic safety and enforcement operations staffed by Motorcycle Officers and Accident Investigators, as well as Field and Evidence Technicians, Community Service Officers, the Special Weapons and Tactics Team, Hostage Negotiation Team, Mobile Field Force, Canine Unit, and the Downtown Enforcement Team. Additionally, the division oversees the Volu nteers in Police Services program, the Crime Analysis team, and the Information Technology team, all of which serve as indispensable force multipliers and provide critical analytical, technological and operational support essential to the fulfillment of the Department’s public safety mission.

Special Services Division: This division is comprised of six specialized units, the Special Enforcement Team, Domestic Violence and Sexual Assault, Narcotics, Property Crimes, Gang Crimes, and Violent Crimes. These units are charged with conducting thorough investigations into a com prehensive range of criminal offenses, including but not limited to homicides, robberies, sexual offenses, aggravated assaults, narcotics violations, child abuse, domestic violence, gang -related criminal activity, embezzlement, e lder abuse, and vehicle theft. The Forensic Team provides critical support to these investigative units through the advanced processing, examination, and analysis of evidentiary materials.

The Professional Standards Team consisting of a Lieutenant and Sergeant, is responsible for the tracking, review, and investigation of all community complaints and allegations of staff misconduct. This team maintains a close relationship with the Independent Police Auditor to ensure the integrity and thoroughness of all investigations, as well as the timely dissemination of mandated reports and pertinent information to the community.

The Support Bureau, serving as an integral component of the Special Services Division, oversees the critical functions of Recruitment and Hiring, Training, and Employee Wellness. The ongoing demands of recruitment and hiring necessitate the assignment of dedicated personnel, while the coordination and tracking of mandatory training requirements for all Department staff are essential to ensuring full regulatory and departmental compliance.

The Records Team is entrusted with the maintenance, management, and custodianship of all departmental records, reports, and official documentation, ensuring full compliance with established legal, regulatory, and retention requirements. The Property and Evidence unit is responsible for the secure intake, cataloging, Mission
The Santa Rosa Police Department is committed to making Santa Rosa a safe place to live, work, and play.

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preservation, chain -of-custody management, and lawful disposition of all evidentiary materials and recovered property, upholding the highest standards of integrity and accountability to support the Departments core functions.

Administration: Administration is responsible for the oversight and management of the Department's fiscal and operational support functions. This includes the preparation, execution, and ongoing monitoring of the departmental budget, as well as the administration of all contracts, procurement activities, and grant funding.

Administration also oversees Human Resources operations and the departments' equipment and facilities.

Public Safety and Prevention Tax: This ddicated funding source serves as a vital component in sustaining and advancing the Police Department's operational capacity. The revenue generated through this tax enables the Department to significantly enhance its community service capabilities through the authorization and funding of seventeen (17) additional positions. These positions include one (1) Lieutenant, two (2) Sergeants, nine (9) Police Officers, two (2) Field and Evidence Technicians, one (1) Community Service Officer, one (1) Communications Sup ervisor, and one (1) Police Technician. This supple mental staffing is instrumental in strengthening the Department's ability to fulfill its mission of providing comprehensive public safety services to the Santa Rosa community.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Foster Community safety and reduce crime:
o Implement focused operations to swiftly address criminal activities o Implement a comprehensive, proactive approach to school violence to effectively reduce crime within educational settings
o Facilitate more effective law enforcement interventions and ensure safer communities
o Quality of Life issues: prioritize mental health response strategies, enhance traffic enforcement efforts and work with other city departments and community-based organizations to ensure a safer and more vibrant community

• Achieve Organizational Excellence:
o Provide the highest level of service while ensuring members of our community are treated with respect and professionalism
o Strengthen community trust building long-lasting relationships with the community we serve
o Ensure development of best practices in law enforcement

3,4

3,4
John Cregan
Chief of Police

1.0 FTE
Administration

4.0 FTE
Field Services
158.0 FTE
Special Services

69.0 FTE
Public Safety
Special Tax

17.0 FTE
Police
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o Continue to evaluate innovative equipment and enhanced training opportunities o Continue to work with our independent police auditor, labor groups and other community stakeholders to find ways to strengthen transparency and accountability

• Enhance Technology/Innovation
o Integrate advanced tools and methodologies to enhance departmental processes and improve overall crime clearance rates
o Evaluate and implement advanced technology solutions to reduce communication barriers

• Employee Wellness
o Foster a supportive culture prioritizing physical and mental health among our personnel
o Increase awareness and utilization of resources available to all employees o Promote a culture of openness and support
o Focus on building stronger connections, trust and camaraderie between the employees within our organization
• Community Engagement
o Identify and address root causes of crime while bolstering proactive patrols and fostering a safer and healthier environment
o Establish and maintain partnerships with both community members and businesses o Foster department wide culture of prioritizing connecting with our community and gathering and incorporating feedback.

1,2

4 3,4

Major Budget Changes

The Police Department’s budget is comprised of two primary funding sources, the General Fund and the Public Safety and Prevention Tax (formerly known as Measure O) Fund. The total FY 2026-27 budget is $92M, an increase of 6.6% over the prior year’s adopted budget.

The department is primarily funded by the General Fund, which accounts for 93% of the total budget. The FY 2026-27 General Fund budget totals $85.5M, an increase of $5.5M or 6.9% compared to prior year. Salaries and Benefits combined increased by $3.6M or 9.6% as all bargaining units enter the final year of their labor agreements signed at the beginning of FY 2024-25. Additionally, the department increased its overtime budget by $1M to better align with actual overtime costs.

Services and Supplies increased by $796K, primarily due to rising uncontrollable costs. Professional Services rose by $187K over prior year’s adopted budget, largely due to the City’s membership in the Sonoma County Public Safety Consortium. Equipment & Repair (E&R) Maintenance and E&R Replacement combined increased by $492K as the department begins replacing aging patrol vehicles. IT related costs rose modestly by $52K.

The Public Safety and Prevention Tax (PSAP) budget totals $5.3M, representing 6% of the department’s total budget. This reflects a net increase of $30K, driven in part by higher Salaries and Benefits as all bargaining units enter the final year of their labor agreements. In an effort to reduce costs the department will not reinstate the student intern program resulting in a year -over-year decrease of ($35K). Additionally, Services and Supplies were reduced by ($44K) to better align expenditures with projected revenues.

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136

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Administration $10,712,317 $11,780,084 $11,958,259 $13,599,139 Field Services $40,356,458 $41,410,384 $41,220,658 $42,811,899 Investigative Services $11,095,985 $15,312,702 $14,236,693 $16,080,644 Technical Services $9,097,141 $10,847,669 $10,925,884 $11,159,844 Support Bureau $1,183,643 $1,821,983 $1,932,112 $2,025,305 Public Safety and Prevention - Police $6,553,511 $4,749,380 $5,294,760 $5,325,567 CIP and O&M Projects $4,093,164 $5,644,508 $413,456 $623,500 Total $83,092,219 $91,566,710 $85,981,822 $91,625,898

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $36,376,387 $39,689,654 $40,825,728 $43,742,348 Benefits $27,695,247 $31,432,144 $30,797,687 $31,580,427 Professional Services $2,250,708 $2,776,261 $1,818,457 $2,053,967 Vehicle Expenses $2,751,083 $2,889,179 $2,674,140 $3,134,318 Utilities $205,782 $216,667 $197,285 $197,901
Operational Supplies $741,178 $548,258 $1,515,875 $1,593,319 Information Technology $928,918 $1,015,248 $1,086,545 $1,113,910 Debt Service $20,026 $24,360 $0 $0
Liab/Property Insurance $59,209 $72,592 $90,373 $99,481 Other Miscellaneous $553,015 $550,672 $528,000 $534,477 Indirect Costs $120,325 $119,592 $130,636 $129,978
GF Admin Cost Plan $4,831,614 $5,422,921 $5,903,640 $6,822,272 Capital Outlay $2,465,563 $1,164,654 $0 $0
CIP and O&M Projects $4,093,164 $5,644,508 $413,456 $623,500 Total $83,092,219 $91,566,710 $85,981,822 $91,625,898

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $73,582,455 $84,304,619 $79,987,062 $85,535,331 Public Safety and Prevention - Police $6,553,511 $4,749,380 $5,294,760 $5,325,567 Federal Narcotics Asset Forfei $45,019 $22,381 $50,000 $37,000 Supplemental Law Enforcement S $512,105 $798,892 $525,000 $603,000 State Narcotics Asset Forfeitu $329,191 $220,485 $125,000 $125,000 ARPA Federal Stimulus $2,053,216 $1,300,678 $0 $0
Capital Improvement Fund $16,722 $170,275 $0 $0
Total $83,092,219 $91,566,710 $85,981,822 $91,625,898
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Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 259.00 264.00 264.00 249.00 249.00 Performance Measures

• Improved response times for priority 1 calls from 6:31 minutes to 6:11 minutes • Increased traffic safety and enforcement:
o Traffic citations increased by 2%
o DUI collisions are down 14%: from 206 in 2024 to 178 in 2025 • Reduction in violent crimes:
o Incidents with firearms reduced by 24% from,174 in 2024 to 132 in 2025 ▪ Includes a reduction in robberies of 20% and aggravated assaults of 19%

• Reduction in property crimes:
o General property theft was reduced by 20% from 834 in 2024 to 669 in 2025

• Homicides-increased by 500%
o 12 Homicides in 2025
▪ 9 involved firearms
▪ 4 domestic violence related

• Domestic Violence:
o Arrests increased by 7%
o Incidents decreased by 2%
• Homeless related calls for service increased by 6% from 10,598 in 2024 to 11,220 in 2025 • inRESPONSE program increased calls for service by 3% from 4,768 in 2024 to 4,914 in 2025 o Mental Health calls for service-Police response decreased by 15% from 965 in 2024 to 818 in 2025

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-26 City Council Goals)

• Developed a comprehensive mentorship program - Established a structured and comprehensive mentorship program with a strategic emphasis on succession planning, leadership cultivation, and the professional and personal development of personnel at all levels of the organization
1,4
• Implemented Data-Led policing through innovative technology – advanced the departments commitment to data-driven policing through the design and implementation of an innovative analytical dashboard, fully integrated with the Real-Time Crime Center (RTCC), enabling enhanced situational awareness and informed operational decision-making 1,2
• inRESPONSE program – Enhanced efficiency and call diversion – The inRESPONSE program demonstrated significant operational growth and effectiveness, experiencing a 3% increase in program-related calls for service while simultaneously achieving a 15% reduction 4,5
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in sworn Police response to those calls. This outcome underscores the programs’ success in effectively diverting appropriate calls to alternative response resources

• Expanded Automated License Plate Reader (ALPR) - 121 ALPR cameras are actively utilized by staff and the RTCC to support investigative operations, crime prevention, and public safety efforts
2,3,4
• Expanded community engagement and outreach initiatives – significantly broadened the Department’s community engagement footprint by organizing and hosting over 90 outreach events across the City, strengthening police-community partnerships 3,4
• Enhanced Traffic Safety and Enforcement Outcomes – Intensified traffic safety and enforcement operations, resulting in a 14% reduction in DUI-related collisions, decreasing from 206 in 2024 to 178 in 2025
3,4
• Established a new downtown substation in the Simon Mall, strategically enhancing the Department’s visibility and operational presence within the downtown area 1,3
• Improved emergency response times – Achieved a measurable improvement in response times for priority 1 calls for service, reducing the average response time from 6:31 minutes to 6:11 minutes, reflecting the Department’s ongoing commitment to operational efficiency and rapid emergency response
3,4
• Received over 179,000 calls for service 4

Looking Ahead

As the Santa Rosa Police Department looks ahead, we remain focused on improving public safety, delivering quality service, and building stronger connections with our community. Here are the key priorities and initiatives that will shape our work in the coming year:

• Advancement of Data-Led Policing and Technology — The Department will continue to enhance its analytical capabilities through further development and refinement of the Real-Time Crime Center (RTCC) dashboard, expanded utilization of the one hundred twenty-one (121) ALPR cameras, and the exploration of e merging technologies to support proactive, intelligence -driven policing strategies.
• Strengthening Community Engagement and Outreach — The Department will broaden outreach initiatives, deepening police -community partnerships, and exploring innovative engagement opportunities to foster continued trust and collaboration with the residents of Santa Rosa. • Sustained Focus on Traffic Safety and Enforcement —The Department will maintain and intensify its traffic safety and enforcement operations to further reduce traffic -related injuries and fatalities throughout the community.
• Continued Improvement of Emergency Response Times — The Department will pursue ongoing strategies to further reduce Priority 1 response with the goal of delivering the most rapid and effective emergency response possible.
• Recruitment, Retention, and Workforce Development — The Department will prioritize sustained recruitment and hiring efforts to maintain adequate staffing levels, while investing in employee wellness and training initiatives to support the long -term retention and professional growth of all personnel.

The Santa Rosa Police Department remains committed to protecting the rights, lives, and property of those we serve while working to improve the quality of life across our community. By embracing new ideas, building strong partnerships, and holding ourselves to high standards, we are ready to take on the public safety challenges that lie ahead.
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Santa Rosa Water

Department Description

Santa Rosa Water protects public health and the environment by providing safe and reliable water supply, wastewater collection and treatment, beneficial reuse of recycled water and biosolids, and storm water management. By providing these critical water, s ewer, and storm water services to our community, Santa Rosa Water is achieving its overarching mission.

Santa Rosa’s water system is continually monitored to ensure our drinking water meets or exceeds all state and federal safe drinking water requirements. Santa Rosa Water delivers approximately six billion gallons of drinking water to homes, businesses, schools and hospitals each year. This includes managing over 54,000 customer accounts for water and maintaining the sanitary sewer collection system for over 49,000 customer accounts, that serve a population of approximately 178,000. The city’s water and sewer system is made up of roughly 1,200 miles of water and sewer pipelines.

Santa Rosa Water operates the Santa Rosa Regional Water Reuse System, which includes wastewater treatment and recycling, water reuse for agricultural and urban irrigation customers and the Geysers Recharge Project, and biosolids beneficial reuse. These operations are carried out through the Laguna Treatment Plant, which serves a regional population of approximately 230,000, including the communities of Santa Rosa, Rohnert Park, Sebastopol, Cotati, the South Park County Sanitation District, and some unincorporated parts of Sonoma County.

In addition to supplying quality water service to its customers, Santa Rosa Water also takes a strong role in protecting the watershed by preventing pollution and working to restore over 100 miles of City creeks that provide habitat for fish and wildlife and provide recreation opportunities for the community.

There are 5 separate enterprise funds that finance each of these operations.

Administration - Supports the entire department by providing leadership, finance, human resources, safety and training, technology, energy management, and administrative support across all programs and manages the Water Billing division which bills and collects ratepayer revenue and provides support to over 54,000 customer accounts.

Engineering Resources - Provides long term planning, asset management, development of Santa Rosa Water’s capital improvement program, information technology support, water engineering services and private development review services.

Purchase of Water - Tracks the funds allocated to purchase wholesale water from Sonoma County Water Agency (Sonoma Water).

Storm Water and Creeks - Makes Santa Rosa a better place by enhancing creek health through restoration and community involvement, providing biological and engineering services, and managing storm water runoff to preserve and restore water quality and minimize flooding.

Water Resources - Ensures water quality meets and exceeds all regulatory requirements, develops, and implements cost-effective water use efficiency programs for Santa Rosa Water’s customers, and plans for Mission

Providing essential water services and investing in a sustainable future for our community. 140
Santa Rosa Water

long-term water supply and wastewater capacity to meet the needs of the City’s currently adopted General Plan.

Water and Wastewater Operations and Maintenance - Operates and maintains safe, economical, and dependable water distribution, wastewater collection and urban reuse systems in an efficient, cost effective and informative way for the customers of the City of Santa Rosa.

Wastewater Resource Recovery and Wastewater Resource Distribution - Provides treatment and beneficial reuse of recycled water and biosolids in a reliable, efficient and practical manner that provides the best use of our resources and minimizes waste disposal, while protecting public health and the environment.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
Numbers at the right show relation to City Council Goals; see Council Goals Section) • Financial Stability 1
• Investing in our Employees 4
• Improve Infrastructure Resilience and Reliability 2, 3, 4 • Climate Change Adaptability 2, 4
• Regulatory Compliance 2, 4

Major Budget Changes

The FY 2026-27 Water budget is $213.6M; a $4.7M, or 2.3% increase from the prior fiscal year’s adopted budget. A $2.7M increase in Salaries and Benefits is primarily due to the FY 2026-27 cost of living adjustment. The Water department’s services and supplies saw a $3.9M, or 4.2%, increase compared to the prior fiscal year. Purchase of Water increased in FY 2026-27 by $2.1M, or 9.5%, mostly due to an

8.21% proposed wholesale water rate increase. There was a $807K, or 7.7%, increase in electricity costs, within the Utilities category. $721K of this electricity increase was for the Laguna Treatment Plant, which is a 24-hour operation that has seen past actuals increase. Within the Vehicle Expense category, Equipment Replacement increased by $263K, or 11.0%. There was also a $266K, or 9.4%, increase in the Information Technology expense category, which is an uncontrollable expense.

Jennifer Burke
Director of Water

1.0 FTE
Administration

52.0 FTE
Engineering
Resources

21.0 FTE
Storm Water
and Creeks

11.0 FTE
Water
Resources

15.0 FTE
Water O&M

50.0 FTE
Local WW
O&M

27.0 FTE
Wastewater Wastewater
Resources Resource
Recovery Distribution

88.0 FTE 17.0 FTE
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The General Fund portion of the Water department’s budget is for the Storm Water division. Most of Storm Water is funded through enterprise funds. However, a small portion of Storm Water’s operations, funded by the General Fund, is increasing by $35K, or 4.8%. The majority of this increase is due to the 2026-27 cost of living adjustment, as well as Information Technology, which is an uncontrollable expense.

There was also a ($2.6M), or (5.2%), decrease in CIP and O&M projects, compared to the prior fiscal year.

This slight decrease was mainly due to there being adequate past CIP project budget already funded.

Budget Summary

Expenditures by Program
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Administration $11,458,132 $10,614,015 $11,864,234 $12,242,325 Purchase of Water $18,186,035 $21,334,839 $21,631,000 $23,696,000 Storm Water and Creeks $2,891,018 $2,678,903 $3,315,111 $3,361,708 Water Resources $1,198,460 $1,098,678 $1,646,946 $1,617,585 Water O&M $20,285,203 $22,075,126 $24,240,919 $25,370,371 Local Wastewater O&M $12,770,877 $13,506,394 $15,861,362 $15,957,647 Wastewater Resource Recovery $29,145,987 $33,458,146 $39,030,132 $41,447,657 Wastewater Resource Distributn $7,041,434 $7,526,892 $8,845,452 $9,719,090 Debt Service $21,904,445 $21,387,866 $27,671,382 $27,667,488 Engineering Resources $3,414,508 $3,746,258 $4,009,811 $4,408,864 CIP and O&M Projects $73,138,608 $50,715,790 $50,801,826 $48,154,872 Total $201,434,707 $188,142,907 $208,918,175 $213,643,607

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $23,437,998 $24,609,679 $30,915,280 $32,857,048 Benefits $15,140,816 $16,434,663 $18,400,361 $19,110,233 Professional Services $4,853,380 $5,271,475 $6,495,887 $6,393,088 Utility Billing Svcs $3,860,189 $4,605,775 $5,425,046 $4,983,759 Vehicle Expenses $3,928,233 $3,908,969 $4,646,762 $5,003,927 Utilities $7,491,258 $10,503,120 $11,191,699 $12,013,405 Purchase Water $18,185,699 $21,334,347 $21,631,000 $23,696,000 Operational Supplies $6,057,682 $6,615,780 $7,189,738 $7,949,845 Information Technology $2,947,623 $2,814,619 $3,033,414 $3,294,895 Debt Service $22,274,779 $21,765,198 $27,772,632 $27,769,782 Liab/Property Insurance $1,869,356 $2,420,166 $2,373,380 $2,375,826 Other Miscellaneous $2,197,723 $2,243,492 $2,761,923 $2,943,180 Subrecipient Funding $2,082,009 $0 $0 $0
Indirect Costs $13,728,728 $14,582,395 $16,179,227 $16,871,347 Capital Outlay $240,626 $317,439 $100,000 $226,400
CIP and O&M Projects $73,138,608 $50,715,790 $50,801,826 $48,154,872 Total $201,434,707 $188,142,907 $208,918,175 $213,643,607 Santa Rosa Water
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Expenditures by Fund
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
General Fund $824,579 $703,834 $728,209 $763,282
Capital Improvement Fund $1,081,755 $831,159 $25,000 $181,076 Stony Ranch $622 $0 $0 $2,240
Woodbridge Tax District $65 $1,800 $13,916 $7,000
Kawana Springs 6 Special Tax D $543 $0 $0 $2,240
Gardens STD 2006-1 Zone 10 $3,887 $5,669 $13,000 $14,800 Lantana STD 2006-1 Zone 11 $22,442 $5,696 $4,500 $7,700 Utilities Administration Fund $16,398,303 $15,893,822 $17,754,741 $18,493,774 Water Utility Operations $40,883,415 $44,662,216 $46,023,169 $49,121,371 Water Capital Fund $15,987,293 $8,726,858 $15,400,000 $16,000,000 Water Demand Fee Fund $0 $50,795 $0 $0
2018 Water Bond Debt Serv $635,073 $630,452 $711,375 $707,750 Local Wastewater Utility Fund $12,874,334 $13,604,415 $15,937,362 $16,058,647 Local Wastewater Capital Fund $13,593,422 $9,387,454 $14,200,000 $14,700,000 Local Wastewater Demand Fee $47,364 $74,412 $0 $0
Subregional Waste Operations $39,902,227 $43,701,017 $53,016,522 $54,614,543 2020 Subregional Construction $29,171,466 $20,527,041 $3,165,088 $0 2020 Subregional Bonds $4,776,285 $7,244,427 $8,450,992 $8,496,293 Subregional Waste Capital $6,117,563 $4,433,126 $11,700,000 $10,700,000 2018 WW Refunding Debt Svce $616,949 $612,913 $688,150 $684,850 2016 WW Refunding Debt Svce $6,130,029 $4,692,428 $6,120,825 $6,122,975 2014 Wastwater Debt Service $1,367,136 $388,919 $511,920 $485,250 2014 Wastwater Construction $217,486 $277,701 $200,000 $2,300,000 Storm Water Enterprise Fund $1,031,062 $1,001,319 $1,373,821 $1,332,581 Storm Water -Creek Restoration $1,372,434 $2,866,707 $1,691,465 $1,676,865 2002B Subregional WW Debt Svc $8,378,973 $7,818,727 $11,188,120 $11,170,370 Total $201,434,707 $188,142,907 $208,918,175 $213,643,607

Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 276.00 278.00 278.00 282.00 282.00 Santa Rosa Water
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Performance Measures

Regional Water Reuse* 2023 2024 2025
Billion gallons of wastewater treated 7.2 7 7.2
Treated wastewater recycled 90.3% 88.1% 90.7%
Biosolids reused 100% 100% 100%
EC inspections - Grease related food industries 758 337 421 People attending Treatment Plant Educational Tours 175 129 140 Laguna Environmental Laboratory Analytical Results 26,436 32,693 30,855 Laguna Environmental Laboratory Aliquots 15,920 18,265 17,375 Laguna Environmental Laboratory Samples Analyzed 10,510 11,976 11,803 Laguna Environmental Laboratory Total Work Orders 5,194 5,354 4,972

Water Supply, Distribution and Quality*
Miles of water main in system 629 630 632
Million gallons of water purchased 4,906 5,277 5,163
Million gallons of metered water delivered 5,309 5,307 5,215 Million gallons of water produced from well 402.03 326.2 432.1 Unaccounted for water 6.9% 4.5% N/A^
Water Main repairs 12 3 18
Gross Gallons Per Capita Per Day (GPCD) 83 88 88

Local Wastewater Collection*
Miles of sewer main in system 598 600 600.1
Miles of sewer lines flushed 369 230 185
Miles of sewer lines rodded 3.66 3.2 75
CCTV inspection of sewer main miles 29 33 89.1
Sewer Main repairs 31 27 48
Sewer laterals repaired/replaced 30 34 34

Engineering*
Number of water and/or sewer connection permits issued 232 208 326 Miles of water line replaced 2.32 1.11 0.93
System replaced (%) – Water Line 0.4% 0.17% 0
Miles of sewer main replaced 1.24 0.85 1.22
System replaced (%) – Sewer Main 0.21% 0.14% 0.17
Water CIP projects completed 4 8 3
Wastewater CIP projects completed 0 5 5
Regional CIP projects completed 1 2 0

Storm Water and Creeks Section **
Educational creek related activities with youth 212 255 259 Volunteer creek cleanups 172 198 139
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Cubic yards of debris removed from creeks 1,085 1,160 1,228 Illicit spill discharges responded to by SW Team 120 83 75

Water Billing *
Number of Calls 51,372 53,950 55,523
Number of Transactions for Revenue Collected 464,081 471,507 488,234 Counter Customers 5,278 6,911 6,812

^ The State requires third party validation of real losses. This additional requirement results in a delay of reporting results by one calendar year.
*Calendar Year
**Fiscal Year

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-26 City Council Goals)

•

Successfully implemented a credit card transaction fee for water billing payments, saving Santa Rosa Water an estimated $600,000 - $800,000 per year. Effectively communicated the change to our customers and notified them of fee-free payment options that are still available.

1 • The Help to Others (H2O) program which helps income-qualifying customers pay the fixed portion of their bills. Working with the Board of Public Utilities, made modifications to the H2O program to ensure its sustainability, including finding additional non-ratepayer revenues to allocate to the program.
1, 4
• Completed the re-certification of the Sanitary Sewer Management Plan (SSMP) as required by the State Water Resources Control Board Order No. 2022-0103 Statewide General Waste Discharge Requirements for Sanitary Sewer Systems.
2, 4
• The Santa Rosa sewer collection system went 14 months without a reportable Sanitary Sewer Overflow (SSO). The state average for similar sized collection systems is eight spills per 100 miles sewer main. Santa Rosa’s system had 0 per 600 miles of pipe. 2, 4
• Completed the City-wide Fleet Electrification Master Plan and presented the final document to the City Council in November 2025. The Master Plan is an adaptive strategic plan for how the city will achieve compliance with the recently enacted advanced clean fleet rule which requires municipalities in California to pursue a rapid transition to zero -emission vehicles in our operational fleet.
2, 4
• Provided water and sewer service to 178,000 customers, delivering approximately 6 billion gallons of drinking water
4 • Produced over 424 million gallons of reliable drinking water from our Farmers Lane production wells
4 • Performed leak detection on 158 miles of water pipe 4 • Preventative maintenance was performed on 807 fire hydrants and repaired 67 leaking hydrants
2, 4
• Completed our triennial Lead and Copper Rule Monitoring, which requires staff to gather samples at customer taps. The 90th percentile measurement was well below the US EPA standards for lead and copper. Santa Rosa Water measured 1.34 parts per billion (ppb) for lead and 84 ppb for copper, which were well below the Maximum Contaminant Levels (MCLs) of 15 ppb and 1300 ppb respectively.

4 • Completed 1,742 bacteriological samples to meet our state monitoring requirements. 4 • Continued the program with the Centers for Disease Control for monitoring viruses and illicit drugs in wastewater.
1, 4
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• Completed the Lower Colgan Creek Restoration Phase 3 project. All three phases combined restored over 1.3 miles of creek increasing creek width and meandering which increased both flood capacity of the channel as well as improved the habitat for native plant and animal species.
1, 2, 4,
5 • Maintained over 1,000 active sewer use permits for businesses and industries throughout the Regional system
2, 3, 4
• Substantially completed the regulatorily required 2025 Urban Water Management Plan and 2025 Water Shortage Contingency Plan. The documents are planned for consideration by City Council on June 2, 2026. These Plans provide the City a forecast of water supply and demand through 2050 and are required to be updated every five years. 2, 3
• In partnership with the Santa Rosa Plain Groundwater Sustainability Agency (SRPGSA) executed a grant funded Aquifer Storage and Recovery (ASR) pilot study at our existing Martha Way Test Well adjacent to the Southeast Greenway to evaluate the feasibility of storing and recovering high-quality drinking water in the Santa Rosa Plain Groundwater Subbasin for drought resiliency purposes.
2, 3
• Completed phase 1 of the Efficient Fixtures Direct Install program and achieved more than 95% completion of phase 2. The program replaces qualifying toilets with ultra-high efficiency toilets and fixtures at no cost to Santa Rosa Water customers. 1,800 toilet packages were replaced in phase 1 which was funded with a $1.5 million FY22/23 state earmark and resulted in water savings of over 456 million gallons of water over the life of the fixtures. Phase 2, funded by a US Bureau of Reclamation grant, will install 2,500 toilet packages saving approximately 782 million gallons of water over the life of the fixtures. This project increases long-term water supply reliability and provides climate benefits by reducing greenhouse gas emissions.
1, 2, 4,
6 • Santa Rosa Water received a technical assistance grant through the River Network and WaterNow Alliance to develop a Water Academy to build public trust in our utility. This first of its kind academy will partner with Latino Service Providers’ Youth Promotores Program where participants will be given the tools to become water ambassadors in our community. The Academy will launch in June 2026 and include six sessions, focusing on the importance of the services provided to our community and introducing participants to local career opportunities in the water sector.
4 • Substantially completed the $68 million Ultraviolet Disinfection Improvements project at the Laguna Treatment Plant (LTP).
4,7
Looking Ahead

Financial Planning – Santa Rosa Water’s Administration Division is currently working on several initiatives that will help bolster the Department’s financial position in the coming years. The first two, as contained in the “2024 Comprehensive Water and Wastewater rate study and report”, are an increase to Water and Local Wastewater catastrophic reserves and the issuance of $35 million in Wastewater revenue bonds. As part of last year’s rate study, it was recommended that we increase Water’s catastrophic reserve balance by $11.75 million and the Local Wastewater catastrophic reserve balance by $14.7 million. This increase will bring the Water and Local Wastewater catastrophic reserve balances to $17.5 million and $21.5 million, respectively. Staff is targeting the fall of 2026 to make this policy change, which will greatly impact the Department’s ability to react to unforeseen events such as natural disaster. Santa Rosa Water is also intending to issue $35 million in Wastewater revenue bonds to fund the Electrical Upgrades CIP project at the Laguna Treatment Plant. Staff is working with the Finance Department to coordinate the optimal time frame to pursue the issuance, as bond issues have complex compliance requirements and are sensitive to market fluctuations in interest rates. Santa Rosa Water also continues to aggressively pursue outside funding opportunities to help fund key infrastructure projects. As an example, our Llano Trunk Rehabilitation – phase 2 project was awarded $2.3 million in Federal WRDA funding. Staff will be working with the US Army Corps of Engineers on that project in the coming months. Our Environmental Services Officer is also preparing an application for a low-interest WIFIA loan, hoping to execute a sewer lift station project with the proceeds.

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Laguna Treatment Plant – Santa Rosa Water is revitalizing the tour program at the Laguna Treatment Plant (LTP), including a staff training program and an educational signage plan for the facility. This project will strengthen our outreach efforts to educate our local community about the value and benefit of wastewater treatment and beneficial reuse. The revamped tour program is slated to be launched by the end of the year. As LTP continues to age, significant capital replacement and investment will be needed.

The $68 million Ultraviolet (UV) Disinfection Replacement Project at LTP is nearing completion and is on track for startup and commissioning in the second quarter of 2026. The new UV system offers multiple benefits, including anticipated savings of over $440,000 per year in electrical costs and improved system reliability and resiliency. As the construction phase of the project wraps up, operational staff have been training on the unique aspects of the new system while developing system specific standard operating procedures. Staff are also updating the Regional System Master Plan to refresh prioritization of infrastructure needs and better inform the annual Capital Improvement Program budget process. “Making Conservation a California Way of Life” and Nonfunctional Turf Compliance – The “Making Conservation a California Way of Life” regulation is a comprehensive regulatory framework adopted by the State Water Resources Control Board (State Water Board) in 2024 that establishes individualized water use efficiency targets for every urban water supplier in the state that must be fully achieved by 2040, with interim targets in 2030 and 2035. Santa Rosa Water began reporting on progress towards achieving the interim targets established under the rulemaking in January 2026. Thanks to sustained investment in water use efficiency programs over the past 35 years, Santa Rosa is well positioned to achieve early compliance with interim targets and regulations. Santa Rosa Water is prioritizing new opportunities to educate the public, incentivize saving water, and strategically targeting inefficient users in order to achieve full compliance with the regulation.

California law enacted under Assembly Bill 1572 (2023) will eventually prohibit the irrigation of certain “non- functional turf” with potable water beginning January 1, 2027. The law, enforced by the State Water Board, requires public water systems to adopt or revise their water service rules to implement the prohibition and to communicate the requirements to customers on or before January 2027. Santa Rosa Water will present city code changes to the City Council in 2026 and has already begun a robust outreach campaign to commercial, industrial and institutional customers impacted by the requirements.

Lead and Copper Rule Long-term Compliance – In 2021, the US EPA adopted comprehensive Lead and Copper Rule Revisions to better protect our communities. At the end of 2024 Santa Rosa submitted a comprehensive Lead and Copper Service Line inventory to the US EPA, which found no evidence of lead service lines in our service area. Next, Santa Rosa Water must begin testing for lead in all schools and licensed childcare facilities within our service area. Beginning in 2027, Santa Rosa Water will begin sampling for lead in 20% of schools and licensed childcare facilities each year, pursuant to the new regulations.

Regulatory Permit Renewal for the City of Santa Rosa’s Municipal Separate Storm Sewer System (MS4) NPDES Permit (Storm Water Permit) – Santa Rosa Water submitted a new Report of Waste Discharge (ROWD) in 2020 which was the first step in renewing the Storm Water Permit. This ROWD highlights the City’s results from the previous permit term and identifies changes that the City would like to see in the next permit. City staff meet regularly with Regional Board staff to provide feedback on various elements of the new MS4 NPDES permit and are anticipating seeing a draft permit in early 2027. In general, the cost of implementing the Storm Water Permit has increased each permit term, with changes to development requirements to install green infrastructure as a part of development projects which the City is required to inspect and track in perpetuity, increased costs related to greater amounts of water quality monitoring, and new requirements to control pollution sources such as trash, pathogens, sediment and nutrients, all of which are just a few examples of ways that the new Storm Water Permit may become more expensive to implement.

Completion of Storm Drain Master Plan Anticipated - Santa Rosa Water is in the final stages of completing its first Storm Drain Master Plan. This long-term program fills critical data gaps to help the City 1) understand the current conditions of storm drain infrastructure, 2) determine staffing and resources Santa Rosa Water
147

needed to adequately operate and maintain the storm drain system, and 3) evaluate potential funding sources to support maintaining a healthy system. Across California municipalities are struggling with having adequate resources to proactively maintain storm drain infrastructure. In Santa Rosa, construction of the storm drain system began in the 1950s, and the oldest parts of the system have exceeded their service life. Failures occur regularly and are expected to increase in the coming years. It is essential to implement an adaptive and systematic approach to managing our storm drain system assets.

Regulations in the Laguna de Santa Rosa Watershed – The North Coast Regional Water Quality Control Board (Regional Board) is planning to address water quality impairments in the Laguna de Santa Rosa. This watershed is one of the largest sub-watershed basins of the Russian River and the Town of Windsor and Cities of Santa Rosa, Cotati, Rohnert Park, and Sebastopol, as well as unincorporated County areas drain into it. The new regulations could dramatically affect the stormwater programs, and the wastewater treatment plants in the watershed. The City of Santa Rosa is leading an effort to develop a program that would meet the Regional Board’s goals and support common goals of the local municipalities, tribal entities, and agricultural communities in a fair and equitable way.

Asset Management Software - A major upgrade of our Cityworks software to Unity, a modern cloud- based platform that will streamline operations, standardize workflows, and provide stronger scheduling, reporting, and field mobility capabilities across the organization, is required. Initial tasks include rebuilding and optimizing existing processes in Unity. Training and user testing will begin in Summer 2026, followed by full staff training ahead of our planned go-live in Fall 2026. Moving to Unity will reduce manual work, improve real-time insight, eliminate downtime for upgrades, and shift cybersecurity and compliance responsibilities to the vendor. This investment in more efficient tools will result in a better day-to-day experience for departments City wide.
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Successor Agency to the Former
Redevelopment Agency
Description
On February 1, 2012, the Redevelopment Agency of the City of Santa Rosa was dissolved in compliance with California State ABx1 26. The City Council elected to assume the role of Successor Agency to the Former Redevelopment Agency. An Oversight Board, as specified by ABx1 26, was appointed to oversee the dissolution of the former Redevelopment Agency assets over the life of existing valid funding agreements, contracts, and projects.

Per the Health and Safety Code 34179, all individual successor agencies’ boards in Sonoma County were consolidated into a single oversight board on July 1, 2018. The Sonoma County Auditor/Controller’s office delegated the staffing of the board to the Sonoma County Community Development Commission with board members made up of representatives throughout the County. The City remains in its role as Successor Agency but now submits items such as the annual Recognized Obligation Payment Schedules (ROPS) to the Consolidated Oversight Board.

Strategic Goals and Initiatives for FY 2026-27
(Numbers at right show relation to City Council Goals; see Council Goals Section) • Maintain existing valid funding agreements and projects as presented on the Recognized Obligation Payment Schedule (ROPS), which is prepared once annually. The report must be 1 approved by the Consolidated Oversight Board before being submitted to the State Department of Finance for approval no later than February 1st of each year.

Consolidated
Oversight Board
William Arnone
Chair
Jackie Elward
Board Member
Grant Davis
Board Member
Nance Jones
Board Member
Amie Carter
Board Member
Kate Jolley
Board Member
Valerie Schlafke
Board Member
Successor Agency to the Former Redevelopment Agency
150

Major Budget Changes
The FY 2026-27 Successor Agency budget is $3.0M, decreasing ($13K), or (0.42%), over the prior year’s adopted budget. This decrease is primarily due to funding no longer being needed for Successor Agency RDA administrative support, within the Professional Services expenditure category.

Budget Summary

Expenditures by Program
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Successor Agency $3,051,723 $3,050,848 $3,030,639 $3,017,799 Total $3,051,723 $3,050,848 $3,030,639 $3,017,799

Expenditures by Category
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
Salaries $1,061 $937 $1,100 $1,000
Benefits $746 $687 $684 $610
Professional Services $30,602 $30,702 $8,500 $8,000
Debt Service $3,019,314 $3,015,453 $3,015,692 $3,008,189 Indirect Costs $0 $3,069 $4,663 $0
Total $3,051,723 $3,050,848 $3,030,639 $3,017,799

Expenditures by Fund
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
SA RDA Obligation Retirement Fund $3,051,723 $3,050,848 $3,030,639 $3,017,799 Total $3,051,723 $3,050,848 $3,030,639 $3,017,799

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-27 City Council Goals)

1 • Complied with the requirements of ABx1 26, AB1484, and SB 107 to dissolve the Santa Rosa Redevelopment Agency as of February 1, 2012. Prepared all required Recognized Obligation Payment Schedules (ROPS).

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Transportation & Public Works

Department Description

The Transportation & Public Works Department is divided into six programs, in addition to the department’s General Administration:

Transportation Safety – Transportation Safety is responsible for managing the operation throughout the City’s 516 centerline street miles. The team’s goal is to provide effective and efficient transportation facilities for pedestrians, bicycles, vehicles, and transit. The team identifies appropriate placement of street signs and striping and programs traffic signal timing to ensure safe and efficient traffic flow. The division also develops and manages the lon g-term transportation strategy for the City while monitoring and managin g regional, state, and federal funding opportunities. The division also includes the Electrical Maintenance team, which maintains traffic signals, streetlights, and electrical systems in City-owned facilities.

Facilities Maintenance - Responsible for maintaining all 110+ City -owned buildings, except for those owned by Santa Rosa Water. Services performed include building inspections, regular preventative maintenance, contract administration, minor construction, and routine repairs. Facilities Maintenance is also responsible for all building costs, including janitorial services, utilities (gas, electricity, and water/sewer), elevator and heating, ventilation, and air conditioning (HVAC) repairs, fire alarm systems , permits, underground tank monitoring, and emergency generators. This division also manages the City’s solid waste franchise agreement.

Capital Projects Engineering - Responsible for the design and construction of projects to rehabilitate, upgrade and expand the City’s public infrastructure. Engineering and technical staff in this division are committed to enhancing water, sewer and drainage systems, transportation networks, parks, and other City facilities to protect public health and safety, as well as the environment. This division includes our Materials Lab, which is responsible for quality assurance of materials used to construct City roadway projects, including those constructed by private developers.

Field Services - Fleet Services maintains and replaces the City’s fleet vehicles and equipment. Fleet Services keeps a detailed database of required maintenance and maintenance histories for each piece of equipment in the City’s program, as well as a replacement program to ensure the safety and sustainability of the City’s vehicle fleet. Street Maintenance maintains most street assets including pavement, sidewalk, curb and gutter, storm drain system, creeks, ditches, pedestrian ramps, signs, and markings. T his group also is responsible for debris and dead animal pick-up and removal, as well as removing graffiti from public spaces. Park Maintenance maintains nearly 1,100 acres of park land including community, neighborhood and special purpose parks, as well as open space, trail parks, public plazas, and recreational and public building sites, and delivers land stewardship for 73 acres of roadway landscaping.

Real Estate Services - The Real Estate Services (RES) team is responsible for all citywide real estate functions, including property acquisitions, surplus property sales, right -of-way management, and the development of City-owned sites. RES provides comprehensive real estate and right-of-way services to all City departments, overseeing a portfolio of more than 1,800 City -owned properties and managing over 90 active leases. The team plays a key role in advancing the City's economic development goals by collaborating across departments to execute exclusive negotiation agreements, disposition and development agreements, and by providing detailed financial analyses and proformas for City -owned properties.

Mission

Enhancing our City’s vibrant quality of life through excellent transportation services and responsive stewardship of the public infrastructure and environment with pride and dedication to the community.

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152

Transit - The Transit Division manages and operates Santa Rosa City Bus, providing fixed -route bus service throughout Santa Rosa, and Santa Rosa Paratransit, the City’s Americans with Disabilities Act (ADA) curb-to-curb paratransit service. The Division operates the Downtown Transit Mall (a regional hub served by four transit operators), coordinates services with transit partners including SMART, Sonoma County Transit, and Golden Gate Transit, administers several free and reduced fare programs, and conducts a range of marketing, outreach, and travel training activities to promote transit use.

FTE by Program

Strategic Goals and Initiatives for FY 2026-27
(Numbers at the right show relation to City Council Goals; see Council Goals Section) • Continue implementing transportation safety strategies to reduce serious injury and fatal collisions on City-owned and operated streets.

2, 4
• Substantial completion of US-101 Bicycle and Pedestrian Overcrossing project 2, 3, 4 • Substantial completion of Jennings Avenue SMART crossing project 2, 4 • Completion of the Hearn Community Hub Phase 1 project 2, 3, 4 • Completion of the Hopper Avenue reconstruction project 2, 3, 4 • Substantial completion of the Calistoga Road reconstruction project 2, 4 • Continued implementation of the City’s Active Transportation Plan 2, 3, 4 • Implement multi-operator transit integration strategies identified in the Sonoma County Transit Integration and Efficiency Study and Marin-Sonoma Coordinated Transit Service Plan process. Update Short-Range Transit Plan.

2, 3, 4
• Substantial completion of the Southeast Greenway Master Plan and begin fundraising efforts with partners 2, 3 ,4
• Highlight efforts of maintenance teams with available resources (Fleet, Streets, Parks, Facilities, Electrical) 1, 2, 4
Dan Hennessey
Director of Transportation and Public Works

1.0 FTE
General
Admin.

8.0 FTE
Real Estate
Services

4.0 FTE
Transportation
Safety

20.0 FTE
Capital Projects
Engineering

58.0 FTE
Field
Services

1.0 FTE
Facilities
Maintenance

16.0 FTE
Transit

78.0 FTE
Streets

40.0 FTE
Fleet

26.0 FTE
Parks

26.0 FTE
Transportation & Public Works
153

Major Budget Changes

The Transportation & Public Works (TPW) budget is funded by four major sources: The General Fund, the Capital Improvement Fund, the Transit Enterprise Funds, and the Equipment Repair and Replacement Internal Service Funds. The total budget for FY 2026-27 is $119.3M, an increase of $25.3M, or 26.9%, in comparison with prior year’s adopted budget. A major contributor to this increase is primarily due to the restructuring of the Parks Division operations moving to Transportation and Public Works.

The General Fund budget makes up over 30% of the department’s total budget and increased by $10.1M to $37.9M in comparison to the FY 2025-26 adopted budget. This increase was almost entirely due to the Parks Division operations being moved to TPW. This reorganization resulted in 32.0 FTEs moving to TPW, from the former Recreation & Parks department. General Fund Salaries and Benefits increased by $4.8M, or 32.6%, due to the Parks reorganization and a 4% COLA increase. General Fund Services and Supplies increased $5.2M, or 57.6%. This Services and Supplies increase was mostly due to the Parks reorganization as well. There was a $1.3M increase in Field Services mainly due to asphalt needs and to better align budget with past actual spending. In an effort to reduce costs, the department also eliminated the following positions: 1.0 FTE Administrative Secretary, 1.0 FTE Associate Land Surveyor, 1.0 FTE Supervising Land Surveyor, and 1.0 FTE Assistant Land Surveyor, all vacant.

The Equipment Repair and Replacement Internal Service Funds increased by $347K from the prior year.

This net change reflects a $407K decrease (2.6%) in the Replacement Fund to align the budget with the City’s fleet replacement schedule, offset by use of Replacement Fund balance collected in advance from departments. The Equipment Repairs Fund increased by $754K, including $483K in higher Salaries & Benefits. Services and Supplies also increased by $36K, or 1.0%.

The Transit Enterprise Fund budget is $19.7M, an increase of $466K, or 2.4% over the FY 2025 -26 adopted budget. Salaries & Benefits grew by $213K, or 1.9%. The increase is mostly attributed to annual cost-of-living adjustments. There was also a $309K increase in Electricity, which is entirely due to the transit fleet transitioning to electric vehicles (EVs).

The Capital Improvement Fund budget increased by $12.1M, or 65.9%, entirely due to the transfer of Parks operations to TPW. As part of this reorganization, CIP funds and several related funds —including the Bennett Valley Golf Course Enterprise Fund, Measure M Funds, Park Acquisition and Development Funds, and Special Assessment Funds—were moved from the former Recreation & Parks Department to TPW.

These transfers included $4.0M in budget authority.

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Budget Summary

Expenditures by Program
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
General Administration $1,586,034 $1,857,812 $1,870,551 $1,967,437 Transit $14,862,852 $16,600,258 $19,253,725 $19,719,890 Real Estate Services $480,770 $534,796 $820,824 $871,343 Capital Projects Engineering $3,087,306 $3,583,382 $3,342,862 $3,414,369 Facilities $5,659,212 $6,070,618 $6,095,198 $6,513,108 Materials Engineering $632,778 $759,084 $787,782 $897,779 Regional Parks $132,894 $16,480 $0 $8,115,974
Zero Waste Operations $246,377 $163,137 $0 $0
Traffic $1,926,133 $1,944,414 $2,081,229 $2,204,774
Field Services $25,253,412 $27,170,162 $38,236,054 $39,943,979 Bennett Valley Golf Course $0 $0 $0 $970,447
CIP and O&M Projects $40,874,668 $38,626,620 $21,564,869 $34,726,610 Total $94,742,436 $97,326,763 $94,053,094 $119,345,710

Expenditures by Category
2023 - 24 2024 - 25 2025 - 26 2026 - 27
Actual Actual Budget Budget
Salaries $15,404,709 $16,862,108 $19,355,514 $22,869,157 Benefits $10,235,753 $11,614,700 $12,310,276 $14,121,601 Professional Services $2,173,614 $2,236,457 $2,017,428 $4,179,420 Vehicle Expenses $5,802,895 $6,086,577 $6,679,329 $7,662,534 Utilities $3,818,379 $4,079,787 $4,291,424 $5,905,731
Operational Supplies $3,684,381 $3,504,143 $3,226,610 $4,156,601 Information Technology $1,274,718 $1,404,013 $1,471,734 $1,598,417 Debt Service $4,845 $3,010 $0 $454,298
Liab/Property Insurance $400,641 $507,052 $465,397 $505,700 Other Miscellaneous $1,221,884 $1,263,057 $1,335,241 $1,676,927 Transportation Purchase $1,671,018 $2,370,554 $2,710,320 $2,660,000 Indirect Costs $1,759,511 $1,845,741 $1,984,817 $2,141,585 GF Admin Cost Plan $3,038,007 $2,522,891 $2,640,135 $2,687,129 Capital Outlay $3,377,413 $4,400,053 $14,000,000 $14,000,000 CIP and O&M Projects $40,874,668 $38,626,620 $21,564,869 $34,726,610 Total $94,742,436 $97,326,763 $94,053,094 $119,345,710
Transportation & Public Works
155

Expenditures by Fund

Funding Source
2023 - 24
Actual
2024 - 25
Actual
2025 - 26
Budget
2026 - 27
Budget
General Fund $26,292,425 $27,540,843 $27,758,765 $37,862,369 AB 434 Funds (Transit) $161,275 $10,450 $0 $0
ARPA Federal Stimulus $89,236 $1,688,550 $0 $700,000
Gas Tax Fund, 2107 & 2107.5 $0 $0 $396,254 $0
Measure M $0 $0 $1,373,094 $0
Utilities Administration Fund $1,226,306 $1,456,485 $1,399,419 $1,447,800 Municipal Transit Fund $13,055,380 $14,192,644 $16,500,811 $17,039,231 Transit Capital Fund $2,144,451 $2,360,601 $0 $0
Paratransit Operations $1,807,472 $2,407,614 $2,752,914 $2,680,659 Storm Water Enterprise Fund $572,664 $606,981 $625,633 $641,466 Equipment Repair $7,153,335 $8,042,885 $8,468,218 $9,222,261 Equipment Replacement Fund $4,471,375 $5,568,269 $15,554,465 $15,147,148 Utility Impact Fee Fund $0 $0 $750,057 $0
Park Acquis & Devt NW Zone 1 $0 $0 $0 $128,336
Park Acquis & Devt NE Zone 3 $0 $0 $0 $343,140
EPA Brownfields Grant $0 $91,510 $0 $0
Capital-MeasureM Parks $0 $0 $0 $1,350,264
Maintnce-MeasureM Parks $0 $0 $0 $1,080,210
St. Francis Knolls $0 $0 $0 $4,000
Stony Ranch $0 $0 $0 $5,377
The Orchard at Oakmont $0 $0 $0 $27,109
Sandra's Place Tax District $0 $0 $0 $786
Woodbridge Tax District $0 $0 $0 $8,750
North Village I Special Tax Di $0 $0 $0 $5,586
Kawana Springs 6 Special Tax D $0 $0 $0 $15,554
Gardens STD 2006-1 Zone 10 $0 $0 $0 $12,557
Bennett Valley Golf Course Ops $0 $0 $0 $573,893
Taxable Golf Bond Debt Serv $0 $0 $0 $130,766
Tax-exempt Golf Bond DS $0 $0 $0 $265,788
Capital Improvement Fund $37,768,517 $33,359,931 $18,473,464 $30,652,660 Total $94,742,436 $97,326,763 $94,053,094 $119,345,710
Authorized Full-Time Equivalent (FTE) Positions – All Funds

Fiscal Year FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 FY 2026-27 Full-Time Equivalent 292.00 261.00 261.00 250.00 278.00 Transportation & Public Works
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Performance Measures

Collision Statistics (Calendar Year) 2023 2024 2025
Traffic-Related Fatal Crashes on City-Owned Streets 1 5 2 Traffic-Related Fatalities on City-Owned Streets 1 5 2
Traffic-Related Serious Injury Crashes on City-Owned
Streets 30 34 13
Traffic-Related Serious Injuries on City-Owned Streets 31 36 14 Comprehensive Cost of Serious Injury/Fatal Crashes $42.5M $96.5M $38M Five-Year Total of Fatal Crashes 17 17 17

Commute Statistics (Census Data) 2023 2024 2025
Commute to Work – Drove Alone 73.4% 70.9% 69.9%
Commute to Work – Transit, Walk, or Bike 4.2% 2.5% 5.3% Commute to Work – Work from Home 10.7% 12.0% 10.4%
Work and Live in Santa Rosa 57.1% 57.4% 56.3%
Mean Travel Time to Work (minutes) 21.9 23.4 23.5

Capital Projects Engineering 2023 2024 2025
Number of New Projects Bid 13 9 18
Total Value of New Projects Bid (Engineers Estimates) $48.6M $42.7M $31.5M

Transit FY 2023-24 FY 2024-25 FY 2025-26
Fixed-Route Ridership 1,288,970 1,400,000 1,400,000*
Fixed-Route Passengers/Revenue Hour 18.9 19.5 19.5*
Fixed-Route On-time Trips 82% 78% 78%
Paratransit Ridership 26,015 28,553 28,553*
Paratransit Passengers/Revenue Hour 1.81 1.83* 1.83*
Paratransit On-time Trips 99.9% 99.8% 99.8%

Prior FY 2025-26 Accomplishments
(Numbers at right show relation to FY 2025-26 City Council Goals)

• Removed 5,600 graffiti tags in 2025 2, 3, 4
• Completed 7,239 work orders for street improvements 2, 3 • Filled 11,580 potholes (up 41%) 2, 3
• Purchased 67 new vehicles and all are in service 1, 2 • Reduced vehicle downtime from 7.6% to 5.5% and completed 4,022 work orders (up 16%) 1, 2 • Projected 6% year-over-year increase in CityBus ridership 2, 3 ,4 • Received 12 new buses and placed them all into service 1, 2, 3, 4 • Completed design portion of Design-Build contract for Hearn Community Hub Phase 1. 2, 3 ,4 • Completed Finley Aquatic Center, Dutch Flohr Park, Lower Colgan Creek Restoration, Hearn Avenue Interchange, 5 pavement projects
1, 2, 3, 4
• Under construction: South Davis Park, Kawana Springs Community Garden, Howarth Park Courts Renovation, Galvin Park Courts Renovation
1, 2, 3, 4
Transportation & Public Works
157

• Under construction: Roseland pavement maintenance, Hearn/Burbank signal, Piner Creek HAWK, US-101 BPOC, Hopper Avenue, Calistoga Road, Pierson Street, Bennett Valley PM 1, 2, 3, 4
• Under construction: Pump Station E, Pump Station 9, Rock Creek Drive water/sewer improvements, Country Manor lift station, Robles Trunk Linking Phase 1, Fulton Road sewer 1, 2, 3, 4
• Executed agreement for Southeast Greenway Master Plan 1, 2, 3, 4 • Reduced fatal and serious injury crashes from 40.4 (2015-2024) to 15 in 2025 (down 63%) 2, 3, 4

Looking Ahead

Transportation & Public Works will continue advancing critical infrastructure, transportation safety, and maintenance priorities throughout FY 2026 -27 while supporting the City’s goals related to safety, sustainability, economic vitality, and quality of life.

Transportation Safety will continue implementing the City’s Active Transportation Plan and transportation safety strategies focused on reducing serious injury and fatal collisions on City-owned streets. Key efforts will include substantial completion of the US-101 Bicycle and Pedestrian Overcrossing, Jennings Avenue SMART crossing improvements, and continued coordination of multimodal projects that improve connectivity and accessibility for pedestrians, bicyclists, transit users, and motorists. The division will also continue pursuing regional, state, and federal funding opportunities to support future transportation improvements and maintain critical traffic signal and electrical infrastructure throughout the city.

Transit will continue implementing transit integration strategies identified in the Sonoma County Transit Integration and Efficiency Study (TIES) and Marin -Sonoma Coordinated Transit Service Plan (MASCOTS), while updating the City’s Short -Range Transit Pla n. The division will continue improving transit reliability, accessibility, and rider amenities through coordination with regional transit partners and ongoing investment in fleet modernization and passenger infrastructure. Following the deployment of new buses during FY 2025 -26, the division will continue efforts to improve operational efficiency, ridership growth, and service coordination throughout the region.

Capital Projects Engineering will continue delivering a robust portfolio of transportation, water, sewer, drainage, parks, and public facility projects designed to improve safety, resilience, and service reliability.

Major efforts during FY 2026 -27 include completion or substantial completion of the Hearn Community Hub Phase 1 project, Hopper Avenue reconstruction, Calistoga Road reconstruction, and continued delivery of utility and pavement improvement projects citywide. The division will also continue advancing parks and recreation improvements, active transportation infrastructure, and environmental restoration projects while the Materials Lab continues exploring innovative technologies and process improvements to support quality assurance and long-term asset management.

Facilities Maintenance continues to face the challenge of maintaining more than 110 aging City -owned buildings with limited funding available for preventative maintenance and capital reinvestment. The division will focus on prioritizing critical repairs, i mproving operational efficiency, managing utility and facility-related costs, and maintaining reliable building systems that support City operations and public services. We are also looking forward to the upcoming energy efficiency evaluation and improveme nt project through our selected vendor.

Field Services will continue emphasizing productivity, operational efficiency, and workforce development across Fleet, Streets, Parks, and Electrical Maintenance operations. Street Maintenance teams will continue delivering pavement, sidewalk, storm drain, signage, and graffiti abatement services while supporting major capital and paveme nt maintenance projects citywide. Fleet Services will continue modernizing the City’s vehicle and equipment replacement program, utilizing telematics and maintenance data to improve fleet utilization and reduce downtime while evaluating low -emission and alternative-fuel vehicle options that align with operational needs. Park Maintenance will continue maintaining nearly 1,100 Transportation & Public Works
158

acres of parkland, trails, landscaped corridors, and public spaces while supporting stewardship and beautification efforts throughout the community.

The Real Estate Services Division will continue supporting the City’s economic development and housing objectives through strategic management of City -owned properties and real estate assets. Efforts will include advancing development opportunities on City -owned sites, managing acquisitions and right -of- way needs for capital projects, evaluating su rplus properties for strategic reuse or disposition, and supporting interdepartmental efforts related to development agreements, property negotiations, and long- range planning initiatives.
159

Policies
The City maintains a comprehensive set of financial policies designed to support long -term fiscal sustainability, operational stability, sound risk management, and transparent stewardship of public resources. These policies establish reserve targets, inves tment standards, debt management practices, and funding guidelines for key City programs and enterprise operations.

The policies summarized below are abbreviated for brevity. F u l l copies of all adopted policies are available for review at City Hall in the City Manager’s Office, 100 Santa Rosa Avenue, Room 10.

CONTINGENCY RESERVE POLICIES
The City maintains reserve po l i c ies for major operating, enterprise, and internal funds to preserve financial stability during economic downturns, emergencies, and unexpected operational needs.

General Fund
The General Fund contingency reserve policy is intended to maintain fiscal stability and provide resources for economic uncertainty, emergency expenditures, and unforeseen operational needs.

Based on revenue volatility, capital conditions, and practices am ong comparable California cities, the City has established a target reserve of 15% to 17% of annual expenditures.

Amounts up to 17% are designated for contingencies and reported in the Annual Comprehensive Financial Report (ACFR). Reserve levels between 15% and 17% may be used during the budget process to address short -term revenue fluctuations or one -time high-priority needs. If reserves fall below 15%, a restoration plan is developed during the next budget cycle. Amounts exceeding 17% may be designated for future expenditures.

Equipment Repair Fund
The Equipment Repair Fund is an internal service fund that supports the City Garage’ s maintenanc e and repair of City-owned vehicles. An annual labor rate is established to recover costs. To promote rate stability and cover unexpected repair costs, the fund maintains a contingency reserve equal to 5% of the annual budget. If reserves fall below 3%, a restoration plan is developed.

Excess reserves may be designated for future expenditures or rate reductions.

Storm Water Utility Fund
The Storm Water Enterprise Funds support compliance with National Pollutant Discharge Elimination System (NPDES) requirements and creek restoration efforts. The reserve is intended to address economic and catastrophic contingencies.

The reserve is maintained at the same level as the City’s General Fund reserve, currently 15% to 17% of annual expenditures. If the reserve falls below 15%, a plan will be established during the next budget process to restore it to at least 15%. Amounts above 17% may be designated for future expenditures or rate stabilization.

Insurance Internal Service Fund
The Insurance Internal Service Fund charges City departments for employee benefits and Liability, Property, Fire, and Earthquake insurance. Its reserve is intended to cover unanticipated claims.

A reserve for potential liability claims should be maintained at no less than the discounted expected value identified in the annual actuarial valuation, including incurred but not reported (IBNR) claims.

Because future IBNR claims and uninsured claims are difficult to predict, additional reserves equal to twice the individual claim self-insured retention should also be maintained. 160
Policies

A reserve for employee benefits claims under self -insured City plans should be sufficient to cover at least three months of claim runout, plus 7% of annual claims. The City currently maintains self-insured Dental and Vision plans. It also participates in two self -insured health plans through a joint powers authority (JPA), but because the JPA holds the reserves, funds equal to one month’s premium are considered sufficient for potential premium adjustments.

A reserve for workers’ compensation claims should be maintained at no less than the discounted expected value identified in the annual actuarial valuation, including both known claims and IBNR claims. A 50% expected funding level is considered adequate because claims are paid over an extended period.

A reserve equal to two deductibles should be maintained for property insurance claim deductible payments.

Information Technology Internal Service Fund
The Information Technology Internal Service Fund supports the deployment, maintenance, and operation of City -wide computer networks, communications infrastructure, and software applications.

Its reserve is intended to provide rate stabilization and funding for large, unplanned expenditures. The contingency reserve is set at 10% of annual expenditures.

Parking Reserve Fund
The Parking Fund is a proprietary fund that accounts for all revenues and expenditures of the City’s parking enterprise. It funds the operation, maintenance, and capital improvement of City parking facilities, including five public garages and ten surface lots. These costs are financed through parking meters, permit sales, and garage hourly fees. In addition to covering operating expenses, user fees are structured to repay debt service and build reserves for capital repair and replacement.

A reserve for contingencies and revenue fluctuations must be maintained at 15% to 17% of annual budgeted operating and maintenance expenses. Debt service reserves must be maintained as required by bond covenants. Revenue must also be set aside annually to fund depreciation for capital improvements under an asset management depreciation plan. Accumulated funds are used for capital repair and replacement projects.

Bennett Valley Municipal Golf Course Reserve Fund
The Bennett Valley Municipal Golf Course Enterprise Fund supports maintenance, supervision, and improvements at the golf course. Its reserve is intended to ensure continued operations, support annual debt repayment, fund certain improvements, provide rate stabilization, and cover unexpected project costs.

A contingency reserve equal to six to eight months of operating expenditures must be maintained. In addition, $200,000 must be held in reserve for emergency expenditures.

If, after the annual review, reserves fall below six months of operating expenditures plus $200,000 in emergency funds, a plan will be developed to restore them. If reserves exceed eight months of operating expenditures plus $200,000, the excess may be designated for operating programs or capital projects.

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161

SR Water Department and Santa Rosa Subregional Water Reuse System Reserve Policy The City of Santa Rosa’s water and wastewater enterprises and the Santa Rosa Subregional Water Reuse System enterprise provide a safe and economical water supply and wastewater collection for the City of Santa Rosa and wastewater treatment, as well as disp osal, reclamation, industrial waste inspection, and laboratory services to all of the Subregional partners.

Maintaining adequate reserves provides flexibility to respond to fluctuations in revenues and costs as well as short-term emergencies. Adequate reserves directly affect a utility’s bond rating and ultimately its ability to borrow money at lower interest rates. This policy establishes the intended use of the various reserves and the desired level of reserves.

Discretionary Reserves
The operating reserves will have a target balance of 15% of annual budgeted operation and maintenance expenses in each utility to provide working capital, as well as funds for unanticipated expenditures or revenue shortfalls, and for minor emergencies. In addition, the utility may plan for the use of up to 50% of the minimum target reserve with each biennial rate update process, so long as the operating reserve is shown to return to the target minimum balance within a five-year planning period.

Capital Replacement Reserves
The target level for capital replacement reserves is $2,000,000 each for the water and local wastewater enterprises and $1,000,000 for the Subregional Water Reuse System enterprise.

Catastrophic Reserves
Catastrophic reserves, intended to protect against the potential financial risk to each utility associated with a major earthquake or other catastrophic event, will have a target balance of $4,400,000 for the water enterprise; $5,200,000 for the local wastewater enterprise, $1,300,000 for the Subregional Water Reuse enterprise, and an additional $1,250,000 specifically for the Geysers Recharge portion of the Subregional enterprise. A new Subregional User Agency Reserve was established in 2013 to enhance Subregional liquidity and provide a user-funded reserve as a security for debt service payments. This reserve is set at 20% of the annual debt service amount.

Rate Stabilization Reserves
Debt rate stabilization reserves are intended to mitigate the gradual increase in rates needed to support long-term debt obligations. The reserve can also be used annually in the net revenue calculation for determining debt service coverage. Debt rate stabilization reserve levels will be determined as part of the utility’s long-term financing plan.

Operating Rate Stabilization Reserves will be utilized during the biennial rate setting analysis to offset the need for rate increases and, in the case of the water utility, will help smooth volatility caused by weather trends and the irrigation efficiency tiered rate. Operating Rate Stabilization Reserves will fluctuate as revenues and expen ses exceed or fall short of projections. A surplus of revenue over expenses in any operating year will be added to the Operating Rate Stabilization Reserve; a deficit i n any operating year will be mitigated to the extent possible by the Operating Rate Stabilization Reserve.

Designated or Restricted Reserves
Designated (or restricted) reserves are set by external requirements and restraints of creditors, grantor contributors, or law. The water, local wastewater, and Subregional Water Reuse System will maintain such reserves as required by bond covenants, state revolving loan contracts, or other requirements as needed.

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Homeless and Affordable Housing Policy
The City Council made a determination to annually designate a calculated amount from the General Fund to the Housing and Community Services (H&CS) Department to be used for homeless and affordable housing programs.

Prior to the preparation of the Housing and Community Services Department’s proposed budget for each upcoming fiscal year, the City’s Finance Department shall provide the H&CS department with an estimate of the Real Property Transfer Tax (RPTT) revenues that will be received by the City during the upcoming fiscal year.

The annual amount to be designated shall be a figure arrived at by multiplying the approved Fiscal Year percentage from the table below by the estimated amount of Real Property Transfer Tax projected to be received by the City for the applicable year. Every year, this percentage will increase by 5% annually until 100% of the RPTT revenues are designated for homeless and affordable housing:

% of RPTT Appropriated Fiscal Year
35% 2020-2021
40% 2021-2022
45% 2022-2023
50% 2023-2024
55% 2024-2025
60% 2025-2026
65% 2026-2027
70% 2027-2028
75% 2028-2029
80% 2029-2030
85% 2030-2031
90% 2031-2032
95% 2032-2033
100% 2033-2034

Following the close of each fiscal year, the Finance Department shall confirm the total amount of RPTT actually received by the City during the prior fiscal year. The Finance Department will then reconcile the amount received with the amount previously designated and notify the Director of Housing and Community Services of any additional funds available for appropriation. Nothing in this policy shall prevent the Council from making additional appro priations for Homeless and Affordable Housing programs.

Community Promotions Funding Policy
The current maximum annual contribution for community promotions is $125,000, an amount which can be changed by action of the City Council.

All requests for support or continued support from the Community Promotions Fund shall be reviewed annually during the budget hearing process. Requesting organizations must be non -profit. The organizations must submit a list of its Board of Directors and a complete budget for the current fiscal year, which will be reviewed in advance of their appearance before the City Council. This budget must also indicate specifically how City funds are proposed to be used.

All requested background material shall be submitted to the City no later than March 1 in order that it is given proper consideration within the City’s established budget process. The organization must show, by submitting satisfactory evidence to the Council, that it is not asking the City to be the sole support of the project or activity which the organization seeks to finance and that the activity is reflective of the goals of the City.

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163

Each event should be evaluated annually, based on its own merits, and funding is not guaranteed from year to year. It is preferable that Community Promotions funds be used primarily to fund in -kind City services. The City Council Community Promotion Committee should include at least one City Council Member with experience on the committee in a prior year and the assignment should be rotated.

Investment Policy
This policy applies to all funds managed by the City, and its designees, excluding bond proceeds and pension obligation funds which are governed by the terms of their covenants. The City contracts with PFM Asset Management Group for investment services. This policy is reviewed regularly, and updates are taken to the City Council for approval as needed.

The investment policy specifies the regulations and procedures that support a prudent and systematic program for the City’s investments. The investment objectives are, in priority order, safety, liquidity, and yield. The safety of the principal is the foremost priority, with the preservation of capital and the minimization of credit and market risk as the primary facets. The second priority is liquidity which enables the City to maintain enough capital to meet all operating requirements. Yield is the third priority, with the portfolio designed to attain a market rate of return through budgetary and economic cycles, taking into account the risk constraints, liquidity needs, and cash flow characteristics of the portfolio.

The investment policy follows the California Government Code “prudent investor” standard to ensure careful management and oversight of public funds. The policy stipulates that an investment management committee should be appointed by the City Manager to review investment strategies and portfolio performance.

Authorized and suitable investments as allowed by California Government Code are outlined in the policy. The City recognizes the risks inherent with investing and strives to mitigate them through risk management and diversification. Credit criteria (ratings) and percentage limitations are given for each category and type of investment. Additionally, ineligible investments are specified.

The City’s Investment Policy gives investment parameters in regard to diversification, length of investment (no longer than five years), socially responsible investing, sales of securities, and authorized broker/dealers and banks. Additionally, rules regarding safekeeping and custody, including an annual audit by an external auditor, are specified as are monthly reporting requirements.

Debt Management and Disclosure Policy
The debt management policy establishes and formalizes the City’s policies and procedures for issuing debt, consistent with applicable state and federal law and prudent debt management practices. Its primary objectives are to maintain cost -effective access to capital markets through sound fiscal management, mi nimize debt service costs through effective planning and cash management, and achieve the highest practical credit ratings. The policy is reviewed regularly and updated as needed with City Council approval. It also clarifies that adoption of the City’s Annual Budget and Capital Improvement Program does not, by itself, authorize debt issuance for capital projects.

The policy provides guidance to City staff on management practices, ethical conduct, conflicts of interest, and coordination with the City’s Capital Improvement Program. Debt financing will be considered when it is preferable to cash funding based on public policy, equity, and economic efficiency.

The policy also establishes standards for evaluating debt financing, including credit risk, long -term capital needs, financing methods, debt administration, internal controls, and rebate compliance.

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164

When the City determines that debt financing is appropriate, the policy sets criteria for long-term debt, short-term debt, variable -rate debt, variable -rate debt capacity, financial derivatives, and refunding transactions. These criteria address issues such as risk safeguards, variable revenue streams, and the use of synthetic fixed-rate debt.

The policy also includes standards for bond terms and conditions, including maturity, capitalized interest, lien levels, call provisions, and original issue discount. The City may consider credit enhancements such as bond insurance, debt service reserve su rety bonds, and letters of credit on a case-by-case basis after evaluating their costs and benefits.

The City will continually review outstanding bond issues for refunding opportunities, considering factors such as debt service savings, restructuring options, refunding terms, escrow structuring, and arbitrage.

The policy outlines methods of debt issuance and states that the City generally prefers competitive bond sales, while retaining the option to use negotiated sales when appropriate. Authorized methods include competitive sale, negotiated sale, and private p lacement. Revenue bond issuance must be supported by a finding that projected revenues will be sufficient to cover future debt service.

With respect to market relationships, the City’s Chief Financial Officer (CFO) is responsible for maintaining communication with rating agencies, including Moody’s, Standard & Poor’s, and Fitch, as well as with investors. In addition to ongoing communication, the CFO will meet with credit analysts at least once each fiscal year and, before each competitive or negotiated sale, offer conference calls regarding the proposed issuance. The CFO is also responsible for presenting feedback from rating agencies and investors to the Council through the City’s Comprehensive Annual Financial Report, along with recommendations to address any identified weaknesses.

The City will comply with Rule 15c2-12 by filing annual financial statements and other required financial and operating information for bondholders on time. The CFO will ensure timely filings with each Nationally Recognized Municipal Securities Information Repository and State Repository. The CFO will also ensure that bond proceeds and related investments are tracked to support accurate rebate calculations and timely payments, if required.

The City may issue bonds on behalf of another public entity only if it is fully insulated from risk and the conduit financing achieves a rating at least equal to the City’s own ratings, or if a credit enhancement is obtained. The City will also charge an administrative fee equal to its direct costs for debt issuance and ongoing reporting.

The policy also outlines procedures for selecting primary consultants. Consultants will be chosen through a competitive process. The CFO will recommend members of the financing team, subject to final City Council approval. The City will use a financial advisor when prudent to support debt issuance and administration and expects objective advice and analysis from that advisor. City debt issuances will also include a written opinion from bond counsel confirming that the City is authorized to issue the debt, has met all issuance requirements, has determined the federal tax status of the debt, and has satisfied any other applicable requirements.

Finally, the policy provides guidelines for selecting underwriters. The City may choose a senior manager for a negotiated sale, along with co-managers and selling group members as appropriate. Underwriters will be selected through a competitive process, ei ther for a specific transaction or for an as -needed pool. The policy also addresses matters such as underwriter’s counsel, underwriter discount, and required disclosures by members of the financing team.
165

Gann (Appropriations) Limit
Article XIIIB of the California Constitution (Article 4) and related implementing legislation provide for an annual “appropriations limit” for each entity of local government and require the governing body of each local jurisdiction to establish its appropriation limit by resolution each year.

The appropriation limit does not apply to the entire City budget but only to the appropriation of “proceeds of taxes” in the City’s “general government” type funds.

From 1980-81 to 1989-90, each year’s appropriation limit was based on the previous year’s limit, multiplied by the percentage change in population and the percentage change in the United States Consumer Price Index or the change in California per capita income, whichever was less.

Proposition 111, which was approved by the voters in June 1990, amended the factors used in the calculation of each year’s limit. The factors to be used now are:

• Population Factor- At the City’s choice, either the annual change in City or County population.

• Price Factor- At the City’s choice, either the change in California per capita income or an increase in non-residential assessed valuation due to new construction.

The formula to be used in calculating the growth rate is:

% change in population + 100.00
100
Multiplied by either

% change in per capita income + 100.00
100.00

Or
Change in non-residential assessments + 100.00
100.00

The resultant rate multiplied by the previous appropriation limit equals the new appropriation limit. Both the California per capita personal income price factor and the population percentage change factors are provided by the State Department of Finance to local jurisdictions each year. Population percentage change factors estimate the change in the City’s pop ulation between January of the previous fiscal year and January of the current fiscal year. These numbers provide the factor to be used in the City’s calculation of the Gann limit.
166
Gann (Appropriations) Limit

In May 2026, the California State Department of Finance notified cities of the population change and the per capita personal income factor to be used to determine the appropriation limit. Using the change in per capita income method, the calculation as applied to the City of Santa Rosa for FY 2026-27 is:

• The change in the California per Capita Income for FY 2026-27 is 4.95%. • The percent population change of the City of Santa Rosa from Jan. 1, 2025, to Jan. 1, 2026, is

0.57%.

The factor for determining the year-to-year increase computed as:

4.95 + 100.00 X 0.57 + 100.00 = 1.0555
100.0 100.00
Applying the year’s factor of 1.0555 to last year’s limit of $355,353,000 the Gann limit for FY 2026-27 is $375,069,000. With appropriations subject to the limitation totaling approximately $212,517,000, the City of Santa Rosa is not at risk of exceeding the Gann limit. $400

$350

$300
Gann Limit
$250
Appropriations Subject To Limit
$200

$150

$100

$50

FY FY FY FY FY FY FY FY FY FY
17-18 18-19 19-20 20-21 21-22 22-23 23-24 24-25 25-26 26-27 $ Amount In Millions
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Glossary

Accrual: The process of recording income or
expenses on the financial statements when they
occur, rather than when payment is made or
received.

Adjusted Budget: The adopted budget including
changes made during the fiscal year.

Adopted Budget: The annual City budget as
approved by the City Council on or before June

30. Advanced Life Support (ALS): The name given
to a Fire Engine company when its staff includes
at least one Paramedic and carries paramedic
medical supplies.

American Recovery & Reinvestment Act
(ARRA): An act established by the federal
government in February 2009 whose intent is to
create and save jobs, spur economic activity, and
focus on long-term growth through the funding of
various projects and initiatives.

Americans with Disabilities Act (ADA): The
Federal act prohibiting discrimination against
people with disabilities in employment,
transportation, public accommodation,
communications, and governmental activities.

Annual Operating Contingency: An account,
used at the discretion of the City Manager, to fund
emergencies or extraordinary items.

Appropriation: An authorization by the City
Council to make expenditures and to incur
obligations for a specific purpose within a specific
time frame.

Assessed Valuation: A dollar value placed on
real estate by counties as a basis for levying
property taxes.

Audit: Scrutiny of the City’s accounts by an
independent auditing firm to determine whether
the City’s financial statements are fairly
presented in accordance with generally accepted
accounting principles.

Balanced Budget: The budget for a fund is
balanced when total budgeted resources,
including revenues, transfers in from other funds,
and unallocated fund balance the previous years,
meet or exceed total budgeted uses of resources,
including expenditures and transfers out to other
funds.

Base Budget: Under traditional budgeting, the
base budget is that amount carried over from one
year to the next. Each year, approved amounts
may be added or reduced from the base budget.

Basic Life Support (BLS): The name given to a
Fire Engine company when its staff includes an
Emergency Medical Technician (EMT), who is
more limited than a Paramedic in the medical
services they can provide based on their training.

Beginning Balance: Unencumbered resources
available in a fund from the prior fiscal year after
payment of prior fiscal year expenditures.

Bond: Capital raised by issuing a written promise
to pay a specified sum of money, called the face
value or principal amount, with interest at
predetermined intervals.

Budget: A fiscal plan of financial operation listing
an estimate of proposed allocations or
expenditures and the proposed means of
financing them. The budget must be approved by
the City Council prior to the beginning of the fiscal
year.

Budgetary Basis: This refers to the basis of
accounting used to estimate financing sources
and uses in the budget. This generally takes one
of three forms: Generally Accepted Accounting
Principles (GAAP), cash, or modified accrual.

Business Tax: A tax levied on persons or
companies doing business in Santa Rosa, based
on gross receipts, which must be renewed each
year.

California Public Employees’ Retirement
System (CalPERS): The retirement system,
administered by the State of California, to which
all permanent City employees belong.

Capital Asset: Land, infrastructure, and
equipment that are used in operations that have
initial useful lives of at least five years. The City
has set the capitalization threshold for reporting
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infrastructure capital assets at $50,000 and for all
other capital assets at $5,000.

Capital Improvement Program (CIP): The five-
year financial plan for improving assets and
integrating debt service and capital assets
maintenance, adopted in a separate budget
document and updated every year.

Certificates of Participation (COPs): A lending
agreement secured by a lease on the acquired
asset or other assets of the City.

Certified Unified Program Agency (CUPA): A
program that provides information regarding
hazardous materials to emergency responders
and the general public.

Citizens Organized to Prepare for
Emergencies (COPE): A citizen/City partnership
group whose mission is to help residents,
families, and neighborhoods become and remain
better prepared to respond to and recover from
emergency situations.

Community Advisory Board (CAB): A Board
appointed by the City Council to represent views
and ideas from a broader community on issues of
interest to the Council, such as public safety,
capital improvement priorities, development
issues, etc.

Community Helping Our Indispensable
Children Excel grant (CHOICE grant): Measure
O funded grants given to organizations offering
specific gang prevention and intervention related
services in targeted areas of Santa Rosa.

Consumer Price Index (CPI): A measure
estimating the average price of consumer goods
and services purchased by households. A
consumer price index measures a price change
for a constant market basket of goods and
services from one period to the next within the
same area (city, region, or nation).

Customer Information System (CIS):

Automated customer management software
which provides customer support, account
management, billing, and collections for water
and wastewater services, used by the City’s
Utility Billing staff. The CIS system was
implemented in FY 2009-10.

Debt Service: Payment of the principal and
interest on an obligation resulting from the
issuance of bonds, notes, or certificates of
participation (COPs).

Debt Service Fund: A fund established to
finance and account for the payment of interest
and principal on all general obligation debt, other
than that payable exclusively from special
assessments and revenue debt issued for and
serviced by a governmental enterprise.

Deficit: An excess of expenditures over revenues
(resources).

Department: An organizational unit comprised of
divisions or functions. It is the basic unit of
service responsibility encompassing a broad
mandate of related activities.

Emergency Medical Service (EMS): Paramedic
and medical service provided by the Santa Rosa
Fire Department.

Encumbrances: A legal obligation to pay funds
for expenses yet to occur, such as when a
purchase order has been issued but the related
goods or services have not yet been received.

They cease to be encumbrances when the
obligations are paid or terminated.

Enterprise Fund: A type of fund established for
the total costs of those governmental facilities
and services which are operated in a manner
similar to private enterprise. These programs are
entirely or predominantly self-supporting through
user charges. The City has a number of
enterprises such as the Utilities and
Transportation and Public Works departments.

May also be referred to as Proprietary Funds.

Environmental Impact Report (EIR): An
assessment of the likely influence a project might
have on the environment.

Expenditure: The actual spending of
governmental funds.

Fair Political Practices Commission (FPPC): A
bi-partisan independent commission whose
mission is to promote the integrity of the
representative state and local government in
California through fair, impartial interpretation and
enforcement of political campaigns, lobbying, and
conflict of interest laws.

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169

Fiscal Year: A twelve -month period of time to
which a budget applies. In Santa Rosa, it is July
1 through June 30.

Full Time Equivalent (FTE): The percentage of
full time an employee is assigned to work. Full-
time equals 100% or 40 hours per week. 1.0
equals one employee working 40 hours per week.

Fund: An independent fiscal and accounting
entity with a self-balancing set of accounts, used
to record all financial transactions related to the
specific purpose for which the fund was created.

Fund Balance: The difference between fund
assets and fund liabilities.

Gann Limit: State of California legislation that
limits a City’s appropriations growth rate to two
factors: Changes in population, and either the
change in California per capita income or the
change in the local assessment roll due to non -
residential new construction.

General Fund: The primary fund of the City used
to account for all revenues and expenditures of
the City that are not legally restricted to use. This
fund is used to accumulate the cost of the City’s
general operations.

General Obligation Bond: Bonds backed by the
full faith and credit of the City, used for various
purposes, and repaid by the regular revenue
raising powers (generally property taxes) of the
City.

Generally Accepted Accounting Principles
(GAAP): Uniform minimum standards for
financial accounting and recording,
encompassing the conventions, rules, and
procedures that define accepted accounting
principles.

Geographic Information System (GIS): A
system of maps that can be accessed online
through the srcity.org webpage.

Governmental Accounting Standards Board
(GASB): The authoritative accounting and
financial reporting standard -setting body for
government entities.

Government Finance Officers Association
(GFOA): A professional association of state,
provincial, and local finance officers in the United
States and Canada whose purpose is to enhance
and promote the professional management of
governments for the public benefit by identifying
and developing financial policies and practices
and promoting them through education, training,
leadership.

Governmental Fund Types: Funds used to
account for acquisitions and other uses of
balances of expendable financial resources and
related current liabilities, except for transactions
and accounted for in proprietary and fiduciary
funds. Under current GAAP, there are four
governmental types: general, special revenue,
debt service, and capital projects.

Grant: Contributions or gifts of cash or other
assets from another governmental entity or
foundation to be used or expended for a specific
purpose, activity, or facility.

Infrastructure: The physical assets of the City
(e.g., street, water, sewer, public buildings and
parks).

Interfund Transfers: Amounts of Money
transferred from one fund to another, such as
from a fund receiving revenue to the fund through
which the resources are to be expended.

Intergovernmental Revenue: Funds received
from federal, state and other local government
sources in the form of grants, shared revenues
and payments in lieu of taxes.

Internal Service Fund: A fund used to account
for the financing of goods or services provided by
one department to another department of a
government.

Internal Transfers/Reimbursements:

Appropriations and revenues necessary to move
from one budget unit to another (within a
department) to properly account for revenues and
expenditures. Similar to operating transfers within
a department.

International City/County Management
Association (ICMA): A professional and
educational organization for chief appointed
managers, administrators, and assistants in
cities, towns, countries, and regional entities
throughout the world.

Laguna Treatment Plant (LTP): The wastewater
treatment plant operated by the City of Santa
Rosa that treats wastewater from homes,
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170

businesses, and industry located within the Santa
Rosa Subregional Water Reuse System, which
serves the cities of Santa Rosa, Rohnert Park,
Sebastopol, and Cotati.

League of California Cities (LOCC): An
association of California city officials who work
together to exchange information and combine
resources to influence policy decisions that affect
cities in California.

Local Improvement District Bonds (LID):

Bonds paid for by special assessments on
benefiting property owners for specific capital
improvements.

Long Term Debt: Debt with a maturity of more
than one year after the date of issuance.

Mandated Programs: Mandated programs are
those programs and services that the City is
required to provide by specific state and/or
federal law.

Measure “Q”: A half -cent general sales tax
measure passed by Santa Rosa voters in
November 2020. Measure Q simply combines
and extends existing voter approved sales taxes
(Measure O-Temporary Emergency funding and
Measure P, each ¼ cent) without changing the
sales tax rate. The measure is effective July 2021
and expires after ten years.

Measure “H”: A half -cent general sales tax
measure passed by Sonoma County voters in
March 2024 election. Measure H will supplement
existing funding for wildfire prevention and
preparedness, paramedic services, and
emergency and disaster response. The measure
is effective October 1 st, 2024, and expires when
voters decide to end it.

Memoranda of Understanding (MOU): A
document describing an agreement between
parties, most often used in the City of Santa Rosa
to describe the agreement resulting from labor
negotiations between the City and its various
bargaining units.

Metropolitan Transportation Commission
(MTC): The transportation planning, coordinating,
and financing agency for the nine - county San
Francisco Bay Area, including Sonoma County.

Modified Accrual Basis: The accrual basis of
accounting adapted to the government fund-type
measurement focus. Under it, revenues and other
financial resource increments (e/g., bond
proceeds) are recognized when they become
susceptible to accrual, which is when they
become both “measurable” and “available” to
finance expenditures of the current period. All
governmental funds, expendable trust funds and
agency funds, are accounted for using the
modified accrual basis of accounting.

National Incident Management System
(NIMS): A program developed by the Federal
Department of Homeland Security so responders
from different jurisdictions and disciplines can
work together better to respond to natural
disasters and emergencies.

National Pollutant Discharge Elimination
System (NPDES): As authorized by the Clean
Water Act, the NPDES permit program controls
water pollution by regulating point sources that
discharge pollutants into U.S. waters.

Neighborhood Revitalization Program (NRP) :

A coordinated inter -departmental City task force
that works in certain neighborhoods to ensure
decent, safe, and sanitary housing.

Object Code: The line item where a revenue or
expenditure is recorded.

Operating Budget: Annual appropriation of
funds for ongoing program costs, including
salaries and benefits, services, and supplies. This
is the primary means by which most of the
financing, acquisition, spending, and service
delivery activities of the City are controlled.

Ordinance: A formal legislative enactment by the
City Council, which has the full force and effect of
law within City boundaries.

Overhead: Charges for various funds to cover
the cost of administrative services, rent, custodial
services, etc.

Pavement Condition Index (PCI): A numerical
index between 0 and 100 that is used to indicate
the condition of a roadway.

Proprietary Funds: Revenues from the City of
Santa Rosa activities that operate as public
enterprises, in which revenues are derived from
fees charged to users, and programs are largely
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171

cost covering. Also referred to as Enterprise
Funds.

Public Safety and Prevention Tax (PSAP,
formerly known as Measure “O”): A quarter-
cent sales special tax measure passed by Santa
Rosa voters in 2004, of which proceeds are used
to fund public safety and gang intervention and
prevention programs. The measure is effective
April 2005 and expires after 20 years. Renewed
by Measure H in November 2022 for an additional
20 years.

Public Safety Power Shutoff (PSPS):

PG&E turns off power to the electrical system in
areas of severe weather to prevent potential
wildfire.

Real Property Transfer Tax (RPTT): Tax
revenues generated by the transfer of ownership
of real property. Taxes are charged on the sale
price of the property and are paid by the seller,
buyer, or both.

Redwood Empire Dispatch Communications
Authority (REDCOM): The agency that provides
regional fire and emergency medical dispatching
services for Sonoma County.

Regional Climate Protection Authority
(RCPA): A coordinated Sonoma County -wide
plan to reduce greenhouse gas emissions and
promote energy efficiency through a variety of
initiatives and programs.

Request for Proposal (RFP): An invitation for
suppliers, often through a bidding process, to
submit a proposal for a specific commodity or
service.

Reserve: A portion of fund balance that is
designated for contingencies or emergencies,
which generally has a policy dictating a minimum
level.

Resolution: A special order of the City Council
which has a lower legal standing than an
ordinance.

Revenue: Income received during the fiscal year
from taxes, fees, permits, franchises, interest,
and intergovernmental sources.

Salaries and Benefits: A budget category that
generally accounts for full-time and temporary
employees, overtime, and all employee benefits
such as medical, dental, and retirement.

Services and Supplies: A budget category that
accounts for expenditures that are ordinarily
consumed within a fiscal year.

Sonoma County Energy Independence
Program (SCEIP): A program that provides low
interest loans to citizens and businesses wishing
to make energy improvements to homes or
properties.

Sonoma County Transportation Authority
(SCTA): A group that acts as the county -wide
planning and programming agency for
transportation related issues, including securing
funds, project oversight, and long-term planning.

Sonoma Marin Area Rail Transit Project
(SMART): A project to install a passenger rail in
San Francisco’s North Bay, which aims to provide
rail service along 70 miles of the Northwestern
Pacific Railroad alignment, offering an alternative
to driving.

Special Revenue Fund: A revenue fund used to
account for the proceeds of specific revenue
sources (other than special assessments, or for
major capital projects) that are legally restricted
to expenditures for specified purposes.

Standardized Emergency Management
System (SEMS): The State system for managing
emergencies involving multiple jurisdictions and
agencies.

Structural Deficit: The permanent financial gap
that results when ongoing revenues do not match
or keep pace with ongoing expenditures.

Transfers In and Transfers Out: Movement of
revenue out of one fund and into another. The
recipient fund uses the money to cover the cost
of services provided or to cover the cost of a
contract between two funds.

Transient Occupancy Tax (TOT): A tax
imposed on travelers who stay in temporary
lodging facilities within the City.

Utility Users Tax (UUT): A tax charged by the
City of Santa Rosa on the usage of electricity,
gas, cable television, local non -cellular
communications, and intrastate non -cellular
communications.
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